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From YouTube: Audit Committee – November 26, 2015
Description
Audit Committee meeting – November 26, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
B
Okay,
good
morning,
everybody
we
understand
mr.
Patrick
is
on
his
way,
so
I
think
what
we'll
do
since
the
rest
of
us
are
here,
we'll
just
go
ahead
and
start
so
good
morning
and
welcome
to
the
Audit
Committee
meeting
of
November
26
2015
I'd
like
to
before
we
start
going
through
the
Crescenta
agenda,
I'd
like
to,
on
behalf
of
the
committee
thank
our
today,
general
ken
Hughes
and
his
staff
for
your
efforts
to
protect
our
tax
dollars,
while
providing
this
committee
and
council
with
direction
on
possible
improvements.
So
thank
you.
B
It
should
also
be
noted
that
you
often
find
examples
of
where
the
city
staff
are
doing
fantastic
work,
and
that
also
needs
to
be
acknowledged
today
and
I'd
like
to
thank
mr.
Kubat
Requin.
He
gets
here
for
his
leadership
on
that
matter.
So
now
to
get
into
the
agenda.
Any
declarations
of
interest
from
committee
I
understand,
councilman
app
will
be
absent
for
today.
Everybody
else
is
here
confirmation
and
minutes
from
the
October
8th
meeting
any
concerns
or
the
meeting
minutes
confirmed.
B
B
B
So
item
number
three
office
of
the
Auditor
General
2016
audit
work
plan.
I
would
assume
we
probably
want
to
hold
on
as
well
so
and
the
fourth
being
the
report
so
we're
going
to
hold
on
to
that
as
well.
So
we're
back
to
our
instead
yeah,
okay
Suzie
a
kidnap
goes
here
morning.
Suzie.
Thank
you.
Welcome
back.
C
C
Materiality
that
we've
determined
for
the
audit
audit
approach
areas
where
we
all
put
specific
audit
emphasis
and
then
our
audit
timetable,
if
you'll
see
about
the
services
that
we've
been
engaged
to
perform,
include
providing
an
opinion
on
the
consolidated
financial
statements.
We
will
do
so
in
accordance
with
the
Canadian
public
sector
accounting
standards.
We
will
also
provide
additional
opinions
on
financial
information
of
related
entities
and
programs.
C
We
will
look
at
internal
controls
as
part
of
our
audit
and
in
doing
so,
if
we
identify
any
significant
deficiencies
and
internal
control
that
we
feel
should
be
brought
to
the
attention
of
the
audit
committee,
we
will
do
so
and
we
will
also,
if
there
are
any
other
matters
that
we
feel
should
be
brought
to
management's
attention.
We
will
provide
a
management
letter
to
them.
C
We
will
also
provide
you
with
a
written
communication
of
our
audit
results
at
the
end
of
the
audit,
and
we
will
perform
the
translation
of
the
consolidated
financial
statements
and
the
financial
highlights
in
the
the
City
of
Ottawa,
one
of
the
key
concepts
that
we
have
to
consider
when
were
performing.
The
audit
is
planning
materiality,
and
this
is
the
level
at
which
we
will
determine
whether
the
financial
statements
are
fairly
presented
in
all
material
respects,
in
accordance
with
the
Canadian
public
sector
accounting
standards.
Our
estimation
of
planning
materiality
requires
judgment.
C
C
C
General
controls
over
the
PSAP
system
in
the
Marquis
system
and
we
will
be
looking
at
controls
over
the
Accounts,
Payable
expenditures
and
payroll
processes.
We
intend,
if
all
goes
well
to
rely
on
those
processes
as
part
of
our
audit.
The
other
accounts
and
balances
and
significant
process
is
using
a
substantive
or
detailed
test
of
transaction
approach.
C
C
I
will
walk
through
the
Safavid
emphasis,
specifically
in
terms
of
the
revenue
recognition,
which
will
involve
performing
supplanting
procedures,
specifically
in
relation
to
the
taxation
government
transfers
and
development
charges.
Revenue.
In
addition,
we
also
do
are
one
of
the
areas
of
an
art
of
emphasis
are
tangible
capital
assets
where
we
go
through
and
other
tangible
cumulative
balances
are
related
to
the
fiscal
2015
a
year
and
which
involves
looking
at
the
additions.
C
Disposals
and
amortization
will
also
we'll
also
look
at
the
areas
of
emphasis
in
relation
to
the
investments
where
we'll
perform
our
audit
procedures
in
relation
to
the
valuation
of
the
investments
as
well
as
for
the
employee.
Future
benefits
were
added.
The
measurement
of
employee
future
benefits,
including
the
review
of
the
2015
valuation
methods
and
management
assumptions
used
by
the
actuaries.
C
As
you'll
see,
there
are
other
timetable
when
we
will
start
will
have
already
done
our
initial
planning
and
risk
identification
in
the
summer.
We
are
in
the
process
of
conducting
our
interim
audit,
which
is
starting
next
week,
and
our
execution
procedures
will
continue
for
the
hearing
procedures,
which
will
be
done
in
the
period
of
March
and
April
and
with
reporting
in
May
of
2016.
D
You,
chair
hubli,
vfc
managing
yak,
and
could
you
for
the
benefit
of
my
colleagues
of
the
audit
committee
and
others
who
are
here
today,
just
talk
a
little
bit
more
about
materiality
and
and
what
that
is
in
in
accounting
terms,
you
know
what
what
your,
what
it
means,
what
you're
looking
for?
We
don't
expect
that
there'll
be
41
million
dollars
of
errors
in
the
in
the
financial
statements.
Do
we.
C
Determine
materiality
we're
looking
at
what
we
think
users,
what
this
statement
or
level
of
misstatement
in
the
financial
statements
would
impact
a
user's
decision
with
related
with
respect
to
those
statements.
The
generally
accepted
ranges
are
from
0.5
to
2
percent
of
materiality
for
the
sorry
of
the
balance,
which
will
be
the
expenditures
of
3
billion,
and
we
arranged
not
at
the
top
end
with
about
1.5
percent,
which
is
higher,
but
not
as
high
as
it
could
be.
C
We
don't
find
that
in
the
financial
statements,
but
if
there
was
that
level
and
we
would
be
discussing
with
management-
certainly
all
errors
that
we
identify
that
reach
or
something
about
it,
differences
we
discuss
with
management,
whether
they
should
be
corrected
or
not,
or
whether
they
really
corrected
or
not.
And
then
we
move
forward
from
there
is.
C
C
Think
we
have
put
more
focus
on
the
tangible
capital
assets.
It
was
a
believed,
a
significant
area
in
the
prior
year
as
well,
but
in
particular
because
those
assets
were
not
recorded
on
the
financial
statements
of
the
city
until
2000
I
believe
it
was
two,
but
she
doesn't
intend
I,
don't
recall
so
that
has
become
an
area
about
it
emphasis
but.
E
F
C
C
F
F
B
B
D
G
C
D
D
C
C
D
C
G
D
G
Chair
that
would
be
in
my
budget
and
that
would
represent
all
of
the
costs
that
aren't
salary
and
benefits.
So
we
would
have
telecommunications,
we
would
have
our
printing,
we
would
have
the
operating
costs
of
the
fraud
moist
hotline.
We
would
have
training
our
training
cost
or
travel
costs,
as
well
as
the
amounts
for.
B
Voice
choo
any
other
questions
on
the
budget.
I
have
one
if
I
may,
for
mr.
user
on
a
demo,
I'm
curious
as
to
how
our
budget,
for
all
it
compares
to
other
cities
and
I'll.
Tell
you
where
I'm
going
with
that
I
want
to
make
sure
that
were
that
you
are
adequately
resourced
to
protect
our
tax
dollars.
I.
G
Our
audit
is
expressed
our
budget,
expressed
as
a
percentage
of
the
annual
operating
budget
of
the
city,
has
point
zero,
six
percent
and
that
is
below
thee
with
comparators
ourselves
to
other
municipalities.
There's
a
table
on
page
four
and
the
average
of
those
municipalities
is
one
zero,
eight
percent,
so
we're
point.
Zero
two
percent
below
thee
at
the
average
median
is
point
zero,
seven,
so
for
point
zero.
One
percent
in
the
province
of
Quebec,
for
example,
it's
it's
quite
different
in
the
in
the
Municipal
Act
they're,
equivalent
of
the
Municipal
Act.
G
They
actually
set
the
budget
for
auditors
general
at
1%,
of
the
a
minimum
of
1%
of
the
municipal
operating
the
total
municipal
operating
budget.
Now
they're
also
responsible
for
the
the
attest
audit
they
would,
they
would
do
the
the
Ernst
&
Young
portion
of
the
audit,
but
nevertheless
they
are
certainly
higher
than
ours.
Can
I
ask.
B
You
to
report
back
to
the
committee
in
the
new
year,
honest,
like
I'd,
like
to
see
a
report
that
shows
that
difference
of
what
we,
where
we
differ
from
other
municipalities,
but
also
I,
would
like
to
get
some
sense
from
you
on
what
we
could
do
as
a
city.
If
we
were
to
increase
the
funding
to
what
the
median
is.
So
if
you
can
undertake
that
will
be
safe
to
ask
for
that
by
the
end
of
q2.
C
G
G
G
H
/
Thank
You
mr.
chair,
as
we
look
to
the
budgets
that
see
maturing
services
line
in
different
departments
been
reduced
by
you
know:
13
percent,
as
a
cost
savings
measure.
There's
nothing
listed
for
service
initiatives
or
savings
in
this
budget.
When
you
ask
to
try
to
find
savings
within
the
department,
or
were
you
not
able
to
find
any.
G
Mr.
chair,
through
the
counselor,
our
budget
is
actually
determined
through
the
through
the
bylaw
and
and
and
the
amount
of
our
budget
is
determined.
It's
a
fixed,
hard
amount
that
comes
to
us
every
year.
So
in
the
answer
to
the
question,
no,
we
were
not
asked
to
not
reduce
our
budget
by
a
particular
amount
or
Thank.
B
D
G
There
are
other
issues,
for
example,
compliance
issues
when
we
look
and
a
couple
of
items
on
a
audit
plan
for
next
year,
the
requirements
where
the
municipalities
must
comply
with
certain
pieces
of
legislation.
So
what
we
also
try
to
do
every
year
is
do
a
little
bit
of
compliance
work
so
that
were
able
to
confirm
to
council
that
that
staff
is
is
ensuring
that
they're
operating
on
compliance
with
legislation,
because
at
the
end
of
the
day
council
is
responsible
for
for
those
activities.
So
the
the
work
that
we
do
as
auditors
goes.
E
E
Understand
that
but
I'm
just
saying
is
that
adequate
funding,
because
you've
you've
done
a
good
job
and
you
and
your
predecessor
with
with
that
budget,
but
in
my
opinion
or
I,
think
some
of
us
would
like
to
see
eventually
going
back
and
gives
you
those
audit
and
see
where
we
are
and
see
the
compliance
level
of
those
are
some
of
them,
we'll
review
them
and
some
of
them
they
have
not
been
reviewed
again.
You
just
barely
doing
what
you
know
what
your
audit
plan
is
and
your
other
plan
always
fit
you
within
your
budget.
G
Sheridan
counselor
I
think
and
certainly
had
a
long
discussion
with
my
predecessor
and
before
before
he
left
those
always
the
ability.
If
council
saw
fit
to
to
increase
the
budget
of
of
our
office,
we
have
the
ability
we
would
have
the
ability
to
do
more
work,
and-
and
we
would
do
that
work
and
I-
think
getting
to
to
councilor
games.
Point
the
point
of
timeliness.
G
That
might
mean
that
some
of
those
issues
that
that
will
take
us
a
couple
of
years
to
get
to
it
mean
that
some
of
those
issues
that
would
take
us
a
couple
of
years
to
get
to
we
will
get
to
them,
we'll
certainly
get
to
them
sooner
and
so.
In
answer,
the
question
I
think
we're
spending
the
money
that
we
have
available
to
us.
G
So
that
we're
responsible
for
the
fraud
and
raised
hotline
and
one
of
the
things
that
is,
that
that
you'll
hear
when
we
come
back
to
report
a
fraud
we
start
line
in
June
is,
is
that's
an
activity
that
that
is,
is
growing.
It's
it's
a
very
important
activity
and
I,
don't
think
when
it
was
implemented.
G
We
we
generally
will
go
back
about
two
to
three
years
after
the
other
is
complete
and
we
look
at
how
management
has
complied
with
the
commitment
that
they
made
when
they
they
agreed
with
the
recommendations
that
follow
their
of
the
audit
report,
and
we
come
back
to
Council
and
report
on
their
progress.
We
did.
We
came
back
with
a
number
of
audits
in
October,
you
recall
and
we'll
be
doing.
B
Sorry,
technical
issues
here
with
the
mic
just
to
wrap
up
I'm,
not
mr.
Hughes
I,
think
what
committee
members
are
trying
to
identify
here
is
to
use
your
example.
The
fraud
and
waste
hotline
it
the
city
in
the
next
budget,
considers
to
put
more
money
into
the
operating
of
that
the
potential
is
there
for
recoveries
much
beyond
what
the
cost
is.
So
you
know
to
councilor
leapers
point
about:
should
we
be
cutting
on
it,
I'll
say
I
think
most
of
us
feel
we
should
be
putting
more
money
into
water.
Would
that
be
a
fair
statement?
B
G
Chair
I
think
generally
across
the
country
most
and
they're.
Just
this
isn't
exclusively
confined
to
municipalities,
but
any
entity
looks
upon
audit
as
an
investment
and
when
we
look
at
the
return
on
investment
in
audit
from
other
municipal
entities
across
the
country,
you
know
they
range
from
a
return
of
eleven
dollars
for
every
dollar
invested
to
twenty
dollars
for
every
dollar
invested.
So
certainly
spending
money
in
audit
brings
brings
a
return.
So.
B
B
G
Thank
You
mr.
chair,
if
I
could
I
would
like
to
just
take
a
very
brief
second
to
introduce.
We
have
joining
us
today
and
if
they
could
stand
up
behind
me,
if
you
could
three
individuals
from
the
canadian
comprehensive
auditing
foundation,
the
program
officer
of
international
programs,
Michael
Balaji,
is
here,
and
then
we
have
two
fellows
kwaku
Acadiana
from
Ghana
and
Frank
keone
from
Tanzania
and
I
would
certainly
like
to
welcome
them.
G
D
You,
chair,
moved
by
myself,
where's
the
office
of
the
Auditor
generous
2016
audit
work
plan
was
not
circulated
with
the
agenda
package.
Therefore,
be
it
resolved
that
the
Audit
Committee
approved
the
addition
of
this
document
for
consideration
by
the
committee
at
today's
meeting,
pursuant
to
section
89
three
of
the
procedures
by
law
being
by
law
2014
four,
four
one.
G
Secondly,
new
president,
oh
not
Ella,
plan
totally
limited
applicable
a
pill,
a
beret
we
plant.
The
verification
compound
is
at
that
place
without
the
array
annuity,
because
a
a
in
our
direction.
This
examine
the
document.
Also
budget
are.
There
is
examine
the
verification
president,
the
level
it
is
examined,
the
plot,
the
verification
doe
to
the
municipality,
the
municipality.
G
Every
year
we
come
and
present
our
annual
work
plan,
but
before
we
come,
there's
a
certain
amount
of
work
that
we
do
and
in
preparation
for
that
work
plan
we
meet
with
counselors
and
city
managers
will
review
the
budget
documentation
of
the
city.
We
look
at
our
previous
audits.
We
review
work
plans
from
other
cities.
We
get
our
input
from
our
own
staff.
G
We
meet
with
the
external
auditors
and
review
any
management
letters
that
they
have
sent
or
management
letters
that
we
have
sent
in
the
past
and
then
and
you've
heard
me
talk
about
risk
assessment
before
we
assess
all
the
city
programs
against
selection
criteria
as
we
perform
our
risk
analysis
and
then,
of
course,
we
go
through
all
of
the
fraud
and
waste
online
reports
that
we
received
in
the
previous
year.
So
this
year
our
work
plan
are
specific
areas
of
audit.
G
We'll
also
be
updating
our
fraud
risk
analysis
here
at
the
city.
I
should
point
out
to
the
committee
when
we
identify
these
these
areas
that
we're
going
to
perform
audits.
That
doesn't
mean
that
you
can
expect
six
reports
in
some
cases
and
you'll
see
that
today.
In
some
case,
we
decide
to
take
an
area
and
divide
it
up
into
a
couple
of
audits,
and
that
means
that
we
also
issue
separate
reports.
G
Confirm,
oh
la
voz
de
greffi
municipality,
chef
de
contas,
in
the
verification,
a
Swedish.
Without
my
solo
presentation
for
co2
Toby
trash,
the
English
Li
a
or
a
please
play
flag
seller,
sweedler
verification,
proton,
so
Leonard
a
CEO
to
set
their
West
is
relay
processes
to
examine
the
project.
The
management
dollar,
the
same
Intergraph
Octavia
carp,
a
UCLA,
practicum
nazi-era
that
provision
La
Cantera.
G
Thus
it
is
more
Spring
Hill,
a
couple
of
audits
that
we've
held
on
the
advice
of
the
city,
clerk
and
solicitor,
and
those
two
reports
that
that
are
held
will
be
a
follow-up
to
the
2010
audit
of
the
West
End
flooding
event
and
the
development
review
processes
within
the
curfew,
watershed
and
a
2011.
Our
this
procurement
process
for
the
Spring
Hill
landfill.
G
One
of
the
things
that
that
I
neglected
to
point
out
is
that
when
we
do
any
of
our
audits,
we
include
where
it's
applicable
a
review
of
succession
planning
in
the
the
area
under
review.
We
identify
any
positional
potential
savings
as
I
indicated
earlier,
and
we
do
a
review
of
occupational
health
and
safety
and,
in
addition
to
performing
a
risk
analysis
of
an
entity.
We
were
also
reviewing.
G
There
is
a
risk
analysis
that
is
done
within
that
that
entity
so
sure
the
presi-donut
proportions,
a
taps,
older
Papademos
effect,
a
co2
table,
I
communicate
a
Vectra
Bureau
co-director
municipal.
It
had
nearly
calendar
ad
verification.
Our
next
next
steps,
of
course,
are
to
prepare
work,
assignments,
contact
the
city
manager's
office
to
indicate
the
start
of
that
work
and
then
actually
schedule
those
audits
and
that's
our
proposed
work
plan
for
2016.
Mr.
G
B
Okay,
thank
you
very
much.
Mr.
use
before
I
go
to
questions
I'm
going
to
take
advantage.
I
have
Anna
microphone.
Ask
the
first
question
here:
there's
something
missing
from
this
work
plan
that
I'd
like
to
have.
It
asked
if
it's
possible
to
add,
and
that
would
be
if
you
could
consider
doing
an
audit
of
a
waiting
list
for
social
housing.
I've
discussed
this
with
the
chair
of
Ottawa
Housing
Council
flurry
was
here
today
and
also
lost
offend
the
head
of
housing,
and
we
all
agree
that
it
would
be
much
a
big
help
for
the
city.
B
G
Chair
I
think
I
think
that's
something
that
that
that
is
all
doing
and
something
that
that
we
could
do
what
what
I
have
actually
started
to
do
is
reach
out.
There's
a
number
of
entities
that
have
their
their
their
hands
in
that
process
and
what
what
I
have
to
do
is
find
out
what
what
we
can
do
and
also
find
out
what
others
have
done.
G
So,
for
example,
I'll
be
contacting
the
provincial
Auditor
General
to
see
if
any
work
has
been
done
in
that
area
and
they'll
also
be
Lea
leaves
with
our
city,
housing
provider
and
some
of
the
other
providers,
as
well
as
the
operators
of
the
the
auto
registry.
So
certainly
we've
take
that
as
direction,
and
we
could
provide
an
update
when
we
come
back
at
our
next
meeting,
which
is
likely
the
end
of
q1
or
beginning
of
q2.
Okay,.
F
Mr.
chair,
just
thinking
because
I
used
to
chair
and
I
know,
I've
had
my
issues
with
River
before
we
get
into
an
audit
of
it.
I
really
think
we
should
have
a
report
on
what
they
actually
do
now,
because
I
think
part
of
the
problem
is
our
policies
which
an
audit
is
not
going
to
help
with,
and
if
we
could
take
a
look
at
how
we
add
do
that
weightless
now,
for
example,
there
are
people
on
that
wave
list
that
are
waiting
for
either
a
bigger
nude
or
a
smaller
unit,
they're
actually
house.
Now
that's.
F
F
F
You
chair,
when
you
are
looking
at
the
housing
list,
though
I'd
like
to
get
a
more
fulsome
picture
than
if
we're
gonna
go
there
around.
What
are
we
doing
in
terms
of
moving
people
out
of
the
shelters
and
into
housing?
What
are
the?
What
are
the
requirements
for
taking
people
when,
when
our
housing
services
need
to
take
people
from
our
priority
list,
they're
different
priority
lists?
F
Some
of
them
are
provincially
regulated,
but
there
is
also
our
own
priority
list
where
we
have
some
flexibility,
and
my
understanding
is
that
we
take
more
than
what
we
actually
put
resources
into
to
to
house
people
from
the
shelter.
So
it's
a
it's
a
bit
of
a
redirect
from
the
shelters
into
our
auto
community,
housing
and
I
know.
If
my
experience
in
my
ward,
it
really
has
undermined
a
lot
of
the
work
that
auto
community
housing
has
done.
It
has
added.
F
Folks
to
buildings
who
are
unable
to
care
for
themselves
and
and
it
it
has
actually
increased
the
the
issue
so
in
the
building's
themselves,
its
destabilized
some
of
the
buildings
some
of
the
floors
in
the
building.
So
if
we're
gonna
go
down
there,
but
I'd
also
like
to
to
look
at
a
a
fulsome
evaluation
of
who
are
moving
out
of
the
shelters
and
how
we
have
been
resourcing.
G
Mr.
chair,
if
I
could
I
think
I
think
what
I'm
hearing
and
having
looked
at
this
issue
over
a
decade
ago,
I
know
it's
a
complicated
issue
and
I
think
what
I
can
propose
is
that
that,
as
we
plan
for
this
obviously
visit
council,
Wilkinson
and
council
McKenney
and
because
of
the
knowledge
that
they
have
in
this
area,.
C
You
in
to
mr.
Hughes,
if
you
could
just
include
me
and
the
chair
of
cps
housing,
falls
under
CPS
and
Erin
Murray
and
Janice
Burrell.
As
you
probably
know,
we've
just
recently
changed
the
way,
we're
managing
the
waiting
list.
So
I
don't
know.
If
it's
time
I
was
just
pointing
out
that
as
the
chair
of
CPS,
this
falls
under
CPS.
So
myself
and
Aaron,
Burley
and
Janice
Burroughs
should
be
involved
in
this
conversation,
and
since
we
just
changed
the
way
we
manage
the
waiting
list,
I'm
not
sure
it's
timely.
C
But
if
you
come
and
talk
to
us
about,
it
would
be
happy
to
have
that
discussion.
I
have
two
issues
that
I
wanted
to
raise
this
morning
relating
to
the
audit
and
the
first
one
is
around
phase
one
LRT.
So
I
just
wanted
to
understand
more
fully
what
the
audits
exactly
are
that
you're,
proposing
the
audit
of
LRT
planning
and
change
management,
so
an
operational
review
and
the
audit
of
the
regulatory
framework
for
that
rail
transit.
Also
an
operational
review.
Can
you
just
tell
us
what
that
would
encompass.
G
When
we
look
at
the
significance
of
the
of
the
project
and
the
the
expectation
that
that
must
exist
out
there
with
the
community,
the
I'm
certain
that
there's
been
a
significant
amount
of
planning
done
when
that
when
that
button
is
pushed
or
that
switches
is
turned,
and
auditors
often
go
and
after
something
has
after
something
is
done
and
all
the
files
have
been
put
away
and
do
their
work
and
then
they
they
come.
They
prepare
a
report
saying
these
are
the
mistakes
that
were
made
and
what
product
can
increase
their
value.
G
Something
similar
that
we're
talking
about
with
the
the
audit
of
the
planning
for
the
launch
of
program
is
look
at
how
we
plan
to
to
set
up
the
management
of
the
regulatory
framework
so
that
we
can
before
it
before
something
happens.
We
can
come
up
with
with
an
opinion
on
the
completeness
of
the
plan
or
some
suggestions
for
improvement.
Okay,.
C
Mr.
hua
know
when
you
came
to
see
me
that
what
I'm
really
interested
in
auditing
around
first
one
LRT
is
the
rule
and
associated
cost.
What
did
it
actually
cost
the
taxpayers
for
phase
one
and
not
just
the
direct
cost,
but
the
indirect
cost,
to
the
cost
of
the
things
that
we
had
to
do
in
preparation,
the
75
double-decker
buses
that
we
bought
the
doubling
of
the
tracks
and
the
old
train
line
to
accommodate
the
the
pedestrian
footbridge
over
the
417?
What
that?
C
What
was
the
total
bill
associated
with
phase
one
for
the
taxpayers
and
I?
Think
before
we
rush
headlong
into
Phase
two?
We
need
to
understand
what
this
is
really
costing
so
right,
I
know
you've
committed
to
taking
undertaking
network
in
2017,
but
I
really
think
it
needs
to
be
done
in
2016,
because
I
think
we
need
to
understand
what
it's
costing
before.
We
we
embark
on
a
News,
know,
phase
of
the
project,
so
I'm
wondering
if
you
could
move
that
into
the
2016
work
plan.
G
Mr.
mr.
Cheviot
of
the
council,
I,
wouldn't,
if
I
wouldn't
have
the
resources
to
do
that
project
and
the
work
that
I'm
planning
here
I
would
have
to
either
have
additional
resources
and
I
couldn't
even
estimate
what
there
would
be
at
this
time,
but
and
that
would
either
be
additional
contracted
resources
or
take
some
of
this
work
off
the
list.
Okay,.
C
G
C
C
G
C
Complicated
financial
model-
it's
difficult
for
all
of
us
to
understand.
The
more
recommendation
is
that
we
alone
for
Oh
sake
and
then
through
that
waterfall
gets
paid
back,
which,
as
I
understand,
it
ends
up
costing
the
taxpayers
almost
16
million
dollars
down
the
road
I
just
like
to
understand.
If
we
still
have
a
financially
sound
model,
I
know
that
things
have
changed.
Mr.
G
Chair
when
I
reviewed
the
report
that
was
done
earlier,
the
review
of
of
the
model
found
that
it
was
the
found
that
the
financial
assumptions
were
reasonable.
Given
the
information
that
was
available
at
the
time,
there's
new
information
I
think
that
the
type
of
financial
review
that
the
council
will
be
talking
about
is
is
something
that
could
be
done
now
or
it
could
be
done
at
any
time.
G
Much
like
the
last
request.
I,
don't
I,
don't
have
the
resources
to
add
that
to
my
Ritu
and
my
work
plan
without
taking
something
out-
and
you
know
the
question
is:
is
this
the
opportune
time
to
do
this
type
of
review?
It's
something
that
would
be
done,
certainly
within
the
next.
You
know
five
to
seven
years
anyway,
so
I
I
would
have
to
say.
Could
we
do
this?
Yes,
we
could.
I
Those
I
think
the
I
also
point
out
that
in
2016,
so
first
half
of
2016,
once
o
sake,
has
completed
all
of
the
activities
related
to
the
construction
and
fit
up
and
the
leasing
of
all
of
the
components,
including
the
retail
we
will
be
going
in.
We
will
probably
use
an
external
auditor
to
do
that
to
review
all
of
the
accounts
to
do
a
final
assessment
of
the
the
costs
that
have
been
capitalised
within
the
waterfall
and
to
make
sure
that
they
are
acceptable
reasonable
in
accordance
with
the
agreement
and
that
and
then
I
think.
I
Well,
your
comments
are
probably
more
focused
on
the
on
the
pro
forma
and
the
expected
return,
and
how
does
that
change
and
that
that
an
updated
performer
would
be
presented
by
Oh
cig
every
year?
So,
council,
in
that
annual
report,
which
will
come
every
year,
we'll
see
how
what's
changing
up
down
no
positive
negative
and
in
terms
of
if,
if
what
you're
focused
on,
we
say
a
review
of
the
model,
because
the
Auditor
General
is
correct,
the
model
we've
committed
to
that
contractually
with
those
sake.
I
I
Well,
there's
a
dispute
that
the
contract
provides
for
a
resolution
or
a
process
for
the
resolution
of
and
we'll
get
into
that
next
week,
but
it
the
my
own
view,
is
that
with
the
I
would
I
would
look
what
the
other
general
is
already
proposing
is
2016
work
plan,
which
is
a
review
of
the
administration,
the
management's
oversight
of
the
contract
and
reporting
to
Council.
If
what
you're
looking
for
is
a
confirmation
that
the
information
council's
getting
about
this
from
Oh
sake
and
from
management
is,
is
what
you
should
be
getting.
B
B
E
Thank
you.
Thank
you.
Mister
chair.
Mr.,
he
was
just
a
fall
on
my
college
that
share
on
the
social
housing
in
that
past
I
believe
in
2006.
We
had
request
an
audit
for
there
and
we
had
a
has
some
information,
because
the
list
I
think
I've
been
in
Ottawa
for
40
years
and
I
always
from
day
one
I
heard
we
have
ten
thousand
people
on
the
waiting
list
and
40
years
later,
still
ten
thousand
people
on
the
phone.
G
But
there
is
a
there
is
a
legislation
that
has
to
be
followed
by
all
of
the
players:
the
municipality,
the
housing
providers,
as
well
as
the
social
registry,
and
before
we
could
before
we
can
actually
decide
what
we're
going
to
look
at
we've
got
to
find
out
who's.
Looking
at
what
the
news
responsible
for
what
and.
E
And
I
hope
I
hope.
Mr.
Hughes
you
can,
we
can
find
out
that
we
have.
We
have
not
people
take
just
like
now
with
the
refugees,
so
many
agencies
saying
we
want
really
what
helping,
but
how
can
will
happen,
but
we
have
people
applying,
but
it
doesn't
until
we
had
that
refugee
six
one
three
to
streamline
this
process.
So
the
same
thing
with
the
so
chefs.
A
lot
of
people
apply
through
NetBeans
housing,
Gloucester,
Vanier,
West
Carlton.
We
need
to
know
that
list.
Is
it
one
list?
E
Is
it
going
back
to
the
main
pool
or
just
everyone
care
their
own
list,
because
also
we
have
the
francophone
in
their
social.
So
that's
why
we
failed
the
last
time
to
get
a
handle
on
the
number,
so
we'll
have
a
better
understanding.
What
is
the
list?
The
exact
number
after
social
house
and
who
and
the
folks
who
qualify
I,
know
that's
a
different
process
with
other
agencies
at
the
level
of
government
to
find
out
who's,
legit
and
who's,
not
but
I'm.
G
Mr.
chair
there's
a
there's,
a
separate
entity
that
that
maintains
that
registry.
My
understanding,
that
is,
that
that's
a
centralized
list
and
that
that
list
would
have
everyone
within
the
municipality
and
our
housing
providers,
participate
with
that
housing
registry,
but
I
think
there's
information
that
we
require
and
I'll
get
the
information
that's
needed
and
come
back
to
to
committee
with
that
information.
Okay,.
E
E
Mr.
O'connor
I'll
repeat
the
question
and
in
the
arbiters
work
plan,
there's
a
couple
of
items.
There's
a
couple
of
items
the
auditory
indicate
is
not
going
to
be
able
to
audit
based
on
advice
from
our
legal.
One
of
those
item
I
had
requested
in
that
pass
is
a
full
audit
for
spring
culantro,
and
can
you
tell
us
where's
the
legal
status
on
this
fine.
J
B
H
G
B
J
You
very
much
mr.
Jeff
wanted
to
follow
up
on
some
of
the
questions
from
councillor
Dean's
relating
to
the
allergy
planning
and
change
management.
Operational
review
and
I
appreciate
the
value
that
that
that
I
might
bring
I
guess
I'm
wondering.
Is
there
a
contradiction
in
there
are
myriad
programs
underway
to
transfer
to
prepare
for
the
implementation
of
light
whale
in
2018
there's
a
lot
of
work
that
goes
into
that.
J
G
Chair
I
think
it's
a
good
I
think
that's
a
excellent
question.
I
mean
one
of
the
one
of
the
things
that
you
always
have
to
balance
as
an
auditor
is
how
you
are
interrupting.
The
oddity
and
I
can
tell
you
that
that
anyone
who
spent
a
significant
amount
of
time
auditing
is
very
aware
of
how
valuable
the
time
is
of
the
oddity.
The
other
day,
fathers
wouldn't
put
themselves
in
a
position
where
they
would
needlessly
take
a
time
of
individuals
when
it's
taking
them
away
from
the
real
work
that
they
have
to
do.
G
Interruption
by
an
audit
occurs
when
there
is
good
a
good
liaison
between
the
auto
shop
and
the
oddity,
and
there
is
full
cooperation
in
making
everything
beforehand
and
I
can
assure
you
that
that
stuff
is
very
conscious
of
how
available
people's
time
are,
and
I
can
tell
you
that
that
they
would
be
just
as
as
conscientious
in
this
occasion
sure.
So,
given
that
and.
J
G
Mr.
Tripp,
before
we
we
plan
for
every
otter,
we
look
at
the
opportunity
to
engage
a
subject
matter
expert
if,
if
we
required-
and
this
certainly
would
be
an
area
where
we
would
likely
bring
in
subject
matter
expert
and
that
individual
would
be
working
with
out
of
those
who
would
specialize
in
planning
as
well.
G
So
it's
it's
when
you
get
into
when
you
get
into
a
complicated
area,
a
specific
area,
it's
absolutely
imperative
that
we
have
individuals
that
know
what
they're
talking
about
so
that
they
can
obviously
minimize
the
amount
of
time
that
that
they
they
require
of
the
oddity.
Thank
you
how
much!
Mr.
mr.
B
I
Mr.
Mann
Coney
is
leading
frankly
a
a
transition,
a
transformation
of
OC
Transpo
to
be
able
to
run
a
bimodal
transit
system.
So
there's
huge
effort
on
his
and
his
his
that
organizations
team
to
be
ready.
There
is
a
huge
focus
by
the
the
light-rail
implementation
office
working
with
RTG
to
ensure
that
all
of
the
issues
and
risks
previous
to
that
train
running
when
it's
supposed
to
run
and
when
it
runs
running
with
acceptable
performance,
a
huge
focus
on
that.
I
It's
something
that
I
have
brought
corporate
governance
to
with,
with
an
executive
steering
committee
on
the
project.
We've
just
had
a
presentation
yesterday
for
mister
man,
Kony
executive
management
on
the
risk
identification,
that's
being
done
with
world-class
experts.
Experts,
infrastructure,
Ontario,
Metrolinx,
we're
spending
a
lot
of
time
on
this.
I
But
what
I
would
say
is
that,
frankly,
I've
told
you
know
management
of
the
city
that
the
number
one
reputational
risk
to
the
City
of
Ottawa
on
this
term
of
council
is
that
train
must
run
on
time
and
when
it's
running
it
must
run
at
a
high
level
of
performance
and
meet
the
expectations
of
all
the
stakeholders.
That's
our
key
focus
and
I
have
complete
confidence
that
mr.
Hughes
will
his
review
interim
participation
in
that
will
be
value-added.
I
know,
I've
talked
to
mr.
man
Kony
about
that.
B
Thank
You
mr.
Patrick,
mr.
blade
they
do
counsel
I
saw
okay.
Thank
you.
Yes,
I
know,
I'll,
do
a
recap
here
for
everybody.
So
you
know
what
the
list
is
right
now
next
will
be
counselor
couch,
a
counselor,
le
counselor
wilkinson
and
then
counselor
I'd
lie,
but
before
we
go
to
Vice
Chair
couch
a
elect
Arthur
city
solicitor
to
chime
in
on,
we
were
discussing
the
work
plan.
How
it
comes
about
to
come
here.
If
you
could
just
tell
us
exactly
what
the
bylaw
says.
So
everybody
knows.
Thank
you.
Thank.
G
You
mr.
chair,
yes,
section
11
of
the
Auditor
General's
bylaw
indicates
in
for
precise
sections,
subsection
1
says
in
each
year.
Subsequent
to
the
year
of
appointment.
The
objects
emit
an
annual
report
through
an
annual
plan
for
the
next
following
year
to
City
Council
for
information
by
December
31st
of
each
year,
subsection
2
says
the
Auditor
General
may
at
his
or
her
discretion.
G
Prepare
a
longer-term
audit
plan
for
submission
to
City,
Council,
subsection
3,
says
no
deletion
or
amendments
to
the
annual
audit
plan
shall
be
made,
except
by
the
Auditor
General
and
subsection
4
says,
despite
subsection
3,
the
Auditor
General
may,
if
requested
by
City,
Council
or
Board
of
Directors
audit
and
report
on
additional
matters
now.
Mr.
G
chair,
in
light
of
that
last
comment,
that
one
would
have
to
go
then
to
subsection
14
to
the
bylaw
which
talks
about
the
annual
budget
and
I'll
read
the
first
part,
because
I
just
want
to
provide
clarity,
because
you
did
the
budget
just
momentarily.
14:1
says
the
annual
budget
of
the
office
of
the
Auditor
General
shall
be
in
accordance
with
the
budget
strategy
for
the
charm
of
council.
G
So
some
members
may
recall
previously
there
was
some
restrictions
and
things
those
were
all
withdrawn
by
council
a
few
years
ago,
but
subsection
2,
you
says,
requests
by
City,
Council
or
Board
of
Directors
pursuant
to
subsection
11
for
above
shall
be
subject
to
the
provision
of
appropriate
funding.
So
at
the
end
of
the
day,
mr.
chair,
this
would
be,
if
you
know,
either
of
those
cases
sort
of
a
matter
for
council
to
ultimately
make
the
decision
on
the
budget.
B
D
Mr.
Connors
has
said
in
in
legal
terms
what
I
wanted
to
say.
It
is
important
to
recognize
the
independence
of
the
office
of
the
Auditor
General.
He
mommy.
He
decides
based
on
risks
and
and
his
his
professional
judgment.
What
is
worthy
of
of
audit
at
the
end
of
the
day
he
takes.
He
receives
our
advice,
I
believe,
but
at
the
end
of
the
day
he
he
or
she
or
his
office
will
do.
D
It
will
determine
what
the
audit
plan
is,
because
we
want
to
ensure
that
we
are
not
asking
the
Auditor
General
to
get
into
what
might
be
considered
a
political
issue.
He
he
or
she
audits
the
don't
like
LRT
like
Lansdale,
which
has
been
passed
the
results,
but
not
to
not
to
redo
refight
issues
that
that
were
determined
in
their
proper
format.
Committee
rat
council
once
once
he's
received
representation
from
staff
for
the
city
he
sees
available
to
and
welcome
to
to
comment
on
it.
B
H
H
Behind
closed
doors,
leading
up
to
this
have
no
status,
so
there's
no
such
thing
as
this
plan
has
arrived
today
and
you're
too
late
to
make
changes.
In
fact,
this
is
a
place
where
we
should
be
in
front
of
the
public
suggesting
any
changes
we
want
and
then
the
AG
can
say
sorry
I
think
we
should
be
other
things
instead
and
that's
that's
the
way
the
process
is
so
I
think
councillor
Dean's
is
correct.
Yes,
she
wants
to
make
proposals
here.
This
is
the
place
to
make
them.
H
G
H
I
think
it's
it
would
be
helpful
to
the
members
council
may
think
would
be
helpful
to
have
that
kind
of
thing
audited.
At
this
point,
because
we're
already
making
decisions
about
Phase
two,
it
might
make
sense
to
know
how
phase
one
is
going
before
we
make
those
decisions,
and
so
whether
that
happens
now
twelve
months
from
now,
I'm,
not
sure
but
I
I
still
want
to
point
out.
This
is
the
right
place
and
the
right
day
to
make
those
suggestions.
F
Year,
because
I
think
we
can
ask
that,
for
that
I
think
we
can
asked
the
city
manager
to
Vivian's
departments
have
put
together
what
are
the
projects?
My
name
is
one
or
two,
but
we'll
get
most
of
them
that
are
being
happening
because
of
LRT
live
until
we
have
to
do
this
water
and
sewer
project
now,
because
we
need
to
have
it
done
for
the
LRT
coming,
etc
and
I.
Don't
really
think
again.
That's
an
audit
requirement
and
I
think
is
important
that
to
know
what
it
actually
costs,
which
is
try
to
the
staff
level.
F
F
G
B
H
Chair,
first
of
all,
I
want
to
I
want
to
applaud
your
approach
on
the
ort
audits
that
you
do
have
the
work
plan
I
think
to
be
proactive,
so
we're
gonna
find
out
if
there's
a
problem
rather
than
finding
out
there's
a
problem,
then
complaining
about
the
fact
that
there's
a
problem
so
I
think
it's
it's.
It's
a
very
healthy
change
in
in
how
we're
going
to
conduct
audits.
H
My
question
there
goes
to
more
of
the
mechanics
of
it
because
some,
what
you're
going
to
be
working
at
hasn't
actually
happened
yet
so
are
you
gonna
be
working
to
other
LRT
systems
across
Canada,
North,
America
and
making
comparisons
like
mechanically
or
practically?
How
are
you
going
to
do
this
audit
because
again,
some
of
the
things
you're
we
haven't
done
yet.
H
G
Chair
excellent
point,
I
mean
the
the
reality
is
the
risk
of
going
in
and
auditing.
Something
before
it
happens
is
there
are
some
elements
that
cannot
be
audited,
but
in
the
same
way
that
that
when
we
determine
what
we
are
going
to
to
do
as
as
an
audit
chop
each
year,
we
perform
a
risk
analysis
of
the
city
and
look
at
the
areas
that
that
deserve
our
attention.
That's
certainly
one
of
the
one
of
the
strategies
that
that
the
team
that
the
individuals
preparing
to
do
this
launch
would
have
would
have
looked
at.
G
We
would
have
looked
at
the
project
that
their
controls
around
the
project
planning
process.
We
would
have
looked
at
how
they
reviewed
their
environment
and
that's
why
it's
important,
as
council
de
bois
pointed
out
that
we
make
sure
that
we
that
we
do
have
a
subject
matter
expert
to
ensure
that
that
the
innovative
individual
who's
seen
up
activities
like
this
in
the
past
is
is
going
to
know
what
should
be
a
place
in
those
situations.
G
Have
they
been
addressed
in
this
particular
instance?
What
are
some
of
the
an
individual
would
know,
some
of
the
things
that
have
gone
wrong
and
launch
of
other
projects
and
have
they
been
my
counter
for
at
least
address
to
to
see
if
there
risks
here
and
and
how
have
they
decided
to
to
mitigate
that
risk.
H
H
G
Mr.
chair,
another
national
question,
I
mean
one
of
the
things
that's
very
important
in
the
audit
process.
Is
that
that
you
debrief
the
the
you
debrief
the
Oddity
on
a
regular
basis
and
and
when
you're
done
you
don't
you
don't
wait
to
go
away
and
then
prepare
your
report
and
then
provide
the
information
the
results
of
your
findings
months
afterwards.
G
What
you've
got
to
do
is
when
it's
fresh
in
everyone's
minds,
provide
the
the
oddity
with
your
findings
and
your
recommendations
and
and
then,
while
you're
writing
up
the
report,
they're
already
incorporating
the
findings
and
the
recommendations
in
in
their
activities
and
when
they
get
the
the
report
itself
and
by
the
time
it
comes
to
Council.
When,
when
you
look
at
the
reports
that
we're
presenting
here,
one
of
the
lot
of
the
management
comments
indicate
management
is
in
agreement.
We've
already
implemented
this
change.
C
You
and
mr.
Hughes
just
to
answer
your
question
from
earlier
I'm
willing
I'm,
certainly
willing
to
accept
the
offer
from
the
city
manager
to
provide
a
full
accounting
of
the
direct
and
associated
costs
of
LRT
within
a
month
on
the
understanding
that
you
will
continue
to
do.
As
you
told
me
previously,
which
is
you
would
proceed
with
a
full
audit
in
2017.
I
C
B
Thanks
you're,
not
okay!
Thank
you!
So
if
we
may
based
on
what
the
city
clerk
provided
us
as
advice
on
how
the
work
plan
should
be
done,
yeah
I
guess
the
best
way
to
go
forward.
Mr.
Hughes
is
just
perhaps
recap
what
we
asked
if
it
could
be
considered.
Is
that
does
that
work
best
for
you,
since
you
have
control
over
the
work
plan,
the.
G
Proposed
areas
that
that
we
are
there,
as
per
the
list
in
the
submission
which
are
the
auto
LRT
planning
and
change
management,
the
audit
of
emergency
preparedness
and
response
for
health
services.
The
audit
of
the
regulatory
framework
for
the
light
rail
transit
audit
of
compliance
with
legislated
ambulance
service,
documentation,
audit
of
the
management
of
the
Lansdowne
contract
and
audit
of
IT
remote
access
controls
right.
B
And
nobody
on
committee
wanted
to
make
a
recommendation
on
any
one
of
those
audits
and
what
I
asked
you
to
look
into
just
the
makeup
of
the
registry.
Is
that
something
that
it
would?
You
would
add,
to
the
work
plan,
or
is
that
just
a
direction
to
you
to
work
with
the
people?
Councillor
Dean's
mentioned
to
try
and
come
up
with
what
is
the
makeup
of
that
registry.
G
I'm
going
to
use
mr.
chair
I'm
going
to
use
the
the
next
the
next
little
while
to
gather
information
on
what
what
rights
we
would
have
to
review
the
registry,
but
just
as
important
is
look
to
see
if
anyone
has
done
any
work
on
the
auditing
of
that
registry,
and
that's
that's
why
checking
with
the
provincial
Auditor
General
makes
make
sense
as
well
and
I'll
report
back
to
committee.
Thank.
B
D
Your
PC
de
Meaux
ssin
was
the
supporting
documentation,
titled
office
of
the
Auditor
General
annual
report
tabled
at
the
Audit
Committee
November
26
2015,
and
the
detailed
audit
reports
were
not
circulated
with
with
the
agenda
package.
Therefore,
be
it
resolved
that
the
Audit
Committee
approved
the
addition
of
these
documents
for
consideration
by
the
committee
at
today's
meeting
pursued
pursuant
to
section
89
three
of
the
procedures
by
law
being
by
2014
four
for
one.
Okay,.
G
Okay,
mr.
Lu
prezi,
don't
let
people
be
the
economic
sort
that
believe
a
policy
committee,
their
verification
of
every
ad,
make
a
policy
but
can
say
well.
This
is
the
most
immediate
ORS,
the
bulk
of
the
arts,
that
you
see
on
most
lists
that
you
see
on
the
screen.
There
were
approved
by
the
audit
subcommittee
on
the
13th
of
February
2014
and
by
Council
on
March
26
2014
I'd,
like
to
point
out
that
the
audit
of
infrastructure
services
department
was
approved
by
the
audit
subcommittee
on
September
13th
and
the
Council
on
October
10th.
G
And
finally,
the
author
of
Mackenzie,
King,
bridge
resurfacing,
was
actually
conducted
as
as
a
result
of
a
call
to
the
fraud
and
waste
hotline
and
it
related
because
there
was
litigation
related
to
that
contract.
That
audit
was
withheld
until
the
the
end
of
the
litigation
recently
and
the
audit
subcommittee
was
briefed
on
this
report
in
in-camera
back
in
2011,
and
we
are
making
that
public
today.
G
G
mr.
vice
chair
I
can
say
that,
based
on
the
direct
observation
of
others,
we
found
that
three
one,
eight
three
one
one
agents
were
courteous,
knowledgeable
and
very
service
oriented
and
that
clients
were
generally
satisfied
with
the
service
that
they
receive.
The
audit
did,
however,
identify
opportunities
to
better
support
the
3-1-1
agents
by
improving
the
information
in
the
knowledge
database
that
they
rely
upon.
The
knowledge
database
is
actually
developed
by
city
staff
outside
of
three
one
who
knowledge
experts
in
that
area.
G
So,
as
a
result,
procedures
to
review
articles,
the
schedule
would
ensure
they're
up
to
date,
weren't
working
consistently
and,
of
course,
the
risk.
If
the
knowledge
database
is
isn't
up-to-date
is
the
the
information
that
must
be
right
upon
by
the
agents,
isn't
isn't
accurate
and
the
information
that
they
in
turn
provide
to
callers,
there's
a
risk
that
could
be
inaccurate.
G
They
also
found.
We
also
found
that
the
scheduling
of
the
actual
agents
themselves
could
be
improved
for
efficiency
purposes
and
there's
a
new
scheduling
system
that
is
in
place
in
the
3-1
one
center,
and
we
thought
that
it
could
be
better
used
to
eliminate
a
number
of
unnecessary
manual
activities
that
are
being
conducted
by
staff.
G
We
found
that
the
3-1-1
service
standard
is
is
the
lowest
of
other
municipalities
that
we
compared
it
to,
for
example,
here
at
the
City
of
Ottawa,
the
Ottawa,
the
service
standard
is
80%
of
all
calls.
I
will
be
answered
within
120
seconds
when
you
compare
that
to
Toronto,
they
have
the
same
80%,
but
within
75
seconds,
Vancouver
80%
within
30
seconds,
the
same
as
Calgary
Edmonton
has
the
most
aggressive
standard
80%
of
their
calls.
G
Will
be
answered
within
25
seconds,
the
standard
that
were
used,
that
that
is
used
here
in
Ottawa,
in
addition
to
being
the
lowest
compared
under
minutes
pause,
it
actually
hasn't
been
approved
by
council
and
we're
suggesting,
but
that's
that
that's
an
important
service
to
the
public
that
it
should
be
approved
by
council.
When
we
looked
at
the
similar
semiannual
reporting
to
to
council,
we
felt
that
that
the
performance
report
was
misleading.
G
For
example,
abandoned
calls
are
recorded
as
being
answered,
the
thought
being
that
if
somebody
is
waiting
on
hold
and
they
decide
to
hang
up
that,
they've
decided
that
they've
heard
in
the
recorded
messages.
The
answer
to
that
that
question
and
then,
when
we
looked
when
we
analyzed
the
the
wait
times,
because
the
average
wait
time
was
reported
to
counsel,
including
the
all
the
calls
that
came
in
over
a
24-hour
period.
G
We
looked
at
the
we
analyzed
the
calls
for
those
individuals
that
were
waiting
longer
than
120
seconds,
so
20%
of
the
people,
the
other
side
of
the
80%,
those
20%
of
people,
one
than
five
callers-
are
waiting,
an
average
of
eight
minutes
for
their
phone
to
be
answered
and
and
further
a
call
to
be
answered
and
that,
but
that's
an
average
from
on
a
24-hour
clock.
So
you
know
that
an
actual
fact
that
the
the
average
waited
for
those
individuals
is
between
two
minutes
right
up
to
59
and
a
half
minutes.
G
So
when
we
looked
at
potential
savings
within
3
1
1,
we
we
weren't
able
to
quantify
any
potential
savings,
but
we
did.
We
did
provide
recommendations
for
staff
to
automate
a
number
of
processes
that
are
currently
manual
that
would
obviously
create
efficiencies
in
the
use
of
staff
and
and
many
of
these
efficiencies.
Many
of
these
processes
that
are
being
done
manually
could
be
done
with
the
systems
that
are
already
in
existence.
The
ability
is
there
to
up
to
automate
some
of
those
processes.
G
There
were
34
recommendations
in
the
auto
report
and
management
agreed
with
all
of
them
unit.
8
aquatic
inevitability.
Today,
people
across
all
segments
transactions-
a
can
a
disturb.
You
appeared
para
orphanage.
No
verification
Excel
for
me
could
be
an
kulikov
the
control
derivatives
for
Attica.
That
was
not
effective.
The
furnisher
examinee
order.
They
pay
our
tab,
a
cent
percent
the
popular
in
the
benefited
and
rubella
fair.
He
said
only
the
poor.
The
disaster
had
the
the
unit.
Eight,
the
contractor
altered
the
proctor
to
tennessee,
prepared
a
seesaw
little
ash
reckoning.
G
The
audit
of
accounts
payable
the
city's
accounts
payable.
You
know
process
is
over
three
hundred
and
fifty
thousand
transactions
each
year
paying
suppliers
more
than
three
billion
dollars.
The
other
confirmed
that
of
all
controls
over
the
accounts.
Payable
processes
are
accurate,
testing
of
a
sample
or
meandering
voices
found,
twenty
percent
were
paid
late
and
five
percent
did
not
take
advantage
of
available
discounts
and,
according
to
a
2014
management
report,
those
discounts
missed
total
of
about
six
hundred
thousand
dollars.
G
Most
accounts
payable
transactions
go
through
an
automated
invoice
processing
system
here
at
the
city,
known
as
as
mark
view
and
and
then
through
the
city's
financial
system.
Dear
sake,
base
AP,
the
auto
found
the
world
application
controls
with
within
mark
you
and
SCP
are
operating
effectively.
Opportunity
exists
to
increase
the
use
and
reduce
manual
controls.
The
system
also
can
be
configured
to
search
for
duplicate
payments.
I
can
say
that
in
our
work
we
we
found
a
significant
number
of
duplicate
payments.
G
G
Yayo
secured
so
again,
more
responsible
conception,
the
lambie's
owner,
the
lab
minister
SEO.
They
travel
the
consortium,
the
reflection
of
the
Deaf.
Have
such
a
municipal,
reserve
or
factory.
Do
verification
testing
this
wisdom,
cluster.
They
service,
deaf,
a
celestial
technique,
a
load
to
the
Celestra
administrative,
the
infrastructure
services
directed
is
responsible
for
asset
management
for
the
cities,
roads,
sidewalks,
sewers
buildings
and
other
structures,
the
responsible
for
the
design
and
construction
of
any
work
required
for
new
construction
and
rehabilitation
of
the
city's
infrastructure.
G
Two
distinct
audits
of
ISD
were
conducted,
the
audit
of
the
technical
management
of
ISD
and
the
audit
of
its
administrative
management
of
ist.
So
turning
to
the
the
first
audit
in
the
ISD,
the
administrative
management,
we
found
that
there
is
no
budget
management
for
capital
expenditures
planned
for
the
year,
estimating
and
managing
capital
expenditures.
By
year,
we
felt
would
exist
with
what
assisted
with
cash
flow
management
and
improve
oversight
and
control
of
projects.
The
operating
budget
for
ISD,
depending
on
the
year,
for
example,
between
2010
and
2012.
G
At
the
time
of
the
audit,
we
found
that
that
there
were
project
management
and
construction
inspection
processes
in
place
that
you
would
expect
to
see
for
an
operation
conducting
the
amount
of
work
that
that
is
done
by
the
infrastructure
services
department.
However,
a
review
of
a
sample
project
files
found
that
that
those
processes
are
not
consistently
applied.
G
The
specific
areas
requiring
further
attention
our
project
schedules,
budget
control,
communications,
quality
assurance
and
project
reviews
in
additional
issues
which
we
had
identified
in
previous
audits,
namely
the
responsibility
for
redesign
costs,
the
recovery
of
change
orders
due
to
hours
exercising
of
contract,
liquid
damages
and
and
project
oversight.
I.
G
G
The
costs
incurred
me
the
law
anyway,
now
as
far
as
potential
savings
in
the
coming
of
the
technical
audit
in
in,
in
our
opinion,
looking
at
the
engineering
service
contracts
that
are
in
the
range
of
seven
to
ten
million
dollars,
annually,
modifications
to
procedures
or
contract
terms
for
those
projects
exceeding
150
thousand
dollars
requiring
a
reduction
of
10%
of
the
rates
with
deliver
savings
of
about
three
hundred
and
fifty
thousand
dollars
annually.
Further,
if
staff,
if
the
problem
consider
using
more
in
house
construction
inspectors,
additional
amounts
could
be
saved.
G
G
So
when
you
consider
that
an
organization
of
the
complexity
and
size
of
the
City
of
Ottawa,
the
depth
of
potential
IT
related
risks
is
quite
significant,
there's
an
inherent
IT
risk
and
in
in
nearly
every
city
activity
of
function,
because
we're
so
dependent
on
information
technology
in
the
way
that
we
operate
in
our
based
on
the
review.
We've
determined
that
there's
a
low
maturity
level
of
most
city
departments
for
IT
risk
management,
and
this
is
primarily
due
to
governments
and
and
leadership
issues.
G
The
city
has
yet
to
develop
a
comprehensive
government
component
of
an
information
technology
risk
management
framework,
including
clear
and
consistent
responsibilities
and
accountabilities
for
city
executives
and
management.
Well,
the
city
does
have
some
components
of
an
effective
IT
risk
management
framework
within
our
enterprise
risk
management
program.
G
We
also
found
that
the
reporting
structure
to
and
from
the
the
chief
information
officer
is
not
consistent
with
best
practices.
Leading
practices
would
put
IT
West
guidance
and
leading
practices
for
IT
risk
indicate
that
the
CIO
position
should
be
responsible
for
all
citywide
processes,
including
risk
governments,
risk
evaluation
and
risk
response
and
all
subordinate
IT
management
roles.
Reports
should
report
to
the
CIO.
G
We
found
that
procedures
and
that
guidance
about
the
corporate
and
apartment
lovers
are
not
sufficient
to
ensure
that
the
identification
evaluation,
communication
mitigation
and
monitoring
of
the
most
important
ideas
is
consistent,
appropriate
and
timely.
In
addition,
there
was
no
assurance
that
I
team
issue,
IT
issues
of
high
priorities,
critical
to
citywide
objectives,
would
be
a
would
be
brought
to
to
corporate
attention
in
some
business
units,
people
who
have
little
or
no
technical
training
are
being
tasked
under
the
enterprise
risk
management
framework,
with
the
identification
of
risks
and
the
related
mitigation
strategies.
G
G
So
no
remember
the
economy,
potential
determined,
the
de-risk
Li
AO
technology,
automatic
B&Q,
Swamper
sub,
the
miserly
lair
affair,
Lucroy
own
colonies
on
earth
ii,
about
mental
and
efficacy
t
operational
global
deficits.
We
want,
for
example,
middle
area
tercio
de
cosas
de
la
adición
de
con
tomate
ER,
the
technology
of
emetic
actually
service,
so
keep
him
at
rather
very
easy.
G
The
economy
darshan
a
Doron,
Pacific
asla,
please,
the
decision
relative
ma
who
respond
among
the
technology
automatic,
make
the
devil,
mad
Giri
says
economy,
potassium
Aletta
not
yet
not
equally
charged
Mary
kee
poor
anyway,
this
virtual
infrastructure
tel-aviv,
a
Emily
real,
a
protection
called
the
latest
Li
a
or
T
the
Citarum,
the
safest
are
investor
small
consumer
web
worker.
Deli
portions
are
made
we
found
as
far
as
potential
savings
were
concerned,
NIT
risk
management.
G
We
felt
that
improved
direction
and
reporting
activities
on
a
citywide
vice
citywide
basis
would
lead
to
economies
of
scale
and
better
decision-making
for
information
management.
Information
technology
related
decisions
before
they
were
made
improved
identification
assessment
and
mitigation
initiatives
will
protect
the
city
against
potential
system
failures
or
security
breaches,
including
cyberattacks.
G
Notwithstanding
these
potential
savings,
it
must
be
noted
that
necessary
changes
to
upgrade
or
replace
the
city's
infrastructure
and
to
adequately
increase
the
city's
IT
security
protection
will
require
significant
investment
in
coming
years.
The
rate
recommendations
in
the
report
and
management
agreed
to
all
of
them.
G
As
I've
mentioned
earlier,
the
the
audit
of
the
Mackenzie
King
bridge
resurfacing
came
out
of
a
I
called
the
fraud
and
waste
hotline
in
2010,
and
this
report
was
actually
presented
to
the
committee
in
camera
in
2011
and
because
of
litigation
we
weren't
able
to
to
bring
it
make
it
public
until
now.
So
the
Mackenzie
just
appointed
to
remind
the
members
of
the
committee,
the
Mackenzie
King
bridge,
is
part
of
the
OC
Transpo
transit
wait
system
and
it's
also
part
of
the
NAC
parking
garage
where
leakage
had
been
chronic
problem.
G
These
factors
created
owners,
conditions
on
the
pavement
and
the
city
has
had
to
mill
and
repave
portions
of
the
bridge
annually.
A
2004
study
of
options
for
pavement
rehabilitation
concluded
that
the
most
economical,
the
most
economical
solution
was
annual
pavement
repairs
for
30
years
milling
and
repaving
the
entire
surface
every
15
years
and
replaced
the
waterproofing
and
asphalt
over
30
years
by
2007
staff
worked
to
find
a
different
approach.
It
was
decided
to
remove
the
waterproofing
and
asphalt
and
repave
using
a
new
product
that
so
was
a
modified
out
met
hot
mix
asphalt.
G
We
found
that
the
decision
to
reprieve
using
this
new
product
was
made
with
their
proper
design
and
testing
and
without
following
the
alternative,
'value
methods
that
were
formalized
in
the
guidelines
for
structure
renewal.
In
this
report
there
were
38
findings
and
11
recommendations,
and
that
management
was
an
agreement
with
with
all
of
them.
G
Mr.
president,
material
is
a
special
privilege,
so
Protege
parlez-moi
from
Asia
aloof,
evident
canal
in
do
I
respect
a
the
verification
appeared
me.
The
cochlear
con
general
level.
Comparable
is
a
dish
that
lacrimal
Township
in
the
service
deliveries
to
know
been
is
a
that
I
just
joined
the
lacrosse
or
other
DJ,
the
protocol
II
the
document
official
and
a
key
glaze
activity
della
bill.
Turning
to
the
order
of
specifics,
the
species
at
risk
in
Ontario
species
at
risk
are
protected
either
at
the
provincial
or
federal
level,
and
the
city
must
ensure
compliance
with
these
regulations.
G
The
other
found
that
overall,
the
city
has
a
good
understanding
of
the
requirements
to
comply
with
those
regulations
and
that
the
PGM
department
has
finished
protocols
and
official
documents
to
guide
city
operations.
The
Vahdat
found,
however,
that
operational
improvements
are
required.
The
mitigation
measures
that
are
followed
by
the
Public
Works
Department
are
not
specific
enough
for
the
maintenance
activities
and
undertakes
as
well
for
major
infrastructure
projects.
There's
no
protocol
to
review
the
environmental
and
legislative
context
before
starting
the
work
on-site.
G
The
audit
found
that
the
city
has
an
excellent,
up-to-date
list
of
species
at
risk
in
the
Ottawa
area,
but
it
isn't
available
to
all
staff
members
to
deal
with
such
species
in.
In
our
view,
the
presidential
savings
for
the
for
management
of
species
risk
are
minimal.
The
recommendations
in
the
report
and
staff
agreed
with
with
all
of
them.
G
Turning
to
the
honored
of
winter
operations,
capacity,
planning
and
measurement,
the
Public
Works
Department
maintains
the
city's
roads
and
pathways
in
the
winter,
but
by
providing
snow
removal
and
ice
control
services
in
2013,
the
city
of
Ottawa's
annual
budget
for
winter
operations
was
fifty
five
point.
Three
million
dollars
the
2013
expenditures
were
seventy
nine
point:
two
million
the
city's
the
city's
council
approved
that
the
City
Council
approved
maintenance,
quality
standards
for
snow
and
ice
control
in
May
of
2003.
G
Overall,
our
maintenance
quality
standards
are
higher
than
provincial
minimum
maintenance
standards.
Use
of
these
higher
standards
improve
service,
but
at
an
increased
cost.
We
found
that
the
maintenance
quality
standards
have
not
been
systematically
reviewed
or
assessed
for
financial
impacts
since
they
were
set.
So
in
summary,
were
we've
got
a
service
standard
that
is
higher
than
the
provincial
standard,
and
we
don't
know
what
the
what
the
cost
differential
is
between
the
standard
that
we,
that
is
approved
by
council
and
the
provincial
minimum
standard.
G
The
city
also
has
a
high
ratio
of
own
to
contracted
equipment
when
compared
against
other
large
Ontario
municipalities.
We
found
that
the
city
has
not
conducted
a
full
analysis
to
determine
the
optimum
mix
of
internal
extranet
services
to
achieve
the
highest
level
of
economy
and
efficiency
for
this
services,
and
that
means
there's,
of
course,
there's
a
risk
that
city
staff
were
spending
time
on
on
tasks
that
that
could
be
available
commercially
at
a
lower
cost.
G
The
economy
potential
not
about
enemies,
the
different
activity
mentally
there's
economic
potential
that
the
man
poor,
lady
loved
service,
the
political
TV,
zucchini
and
except
an
activity
known
as
a
separate
race.
Afirma
it
eliminate
like
you
like
ooh
potential
savings.
We
found
that
there
were.
There
may
be
opportunities
for
the
city
to
to
look
up.
Look
for
savings
in
a
couple
of
areas,
for
example,
that
we
there's
a
significant
about
25%
of
the
time.
G
There's
miscellaneous
activities
that
is
done
by
staff
during
the
winter
operations,
the
actual
work
that
is
required
hasn't
been
quantified
and
the
the
they
have,
which
means
that
in
clearly
demonstrated
the
need
for
that
that
they
haven't
clear
demonstrated
that
there
is
a
need
for
that.
That
work
to
be
done
in.
In
our
view,
you
should
demonstrate
the
need
and
legitimacy
and
and
then
you
have
an
opportunity
to
look
at
whether
or
not
those
activities
could
be
done
internally
or
externally.
G
Other
potential
savings
could
be
achieved
through
a
review
of
changes
to
the
current
maintenance.
Quality
standards
could
consider
bringing
them
in
line
to
provincial
standards
or
looking
at
the
cost
differential
between
what
we're
doing
today
versus
the
the
provincial
minimum
standards
and
looking
for
something
between
where
we
are
today
and
the
referential
minimum,
and
but
we
can
only
that
that
can
only
be
done
once
you've
once
you
know
the
cost
of
that
additional
service
further,
we
we
felt
that
the
better
controls
over
sheet
and
use
of
materials
could
deliver
some
small
savings
as
well.
G
G
The
second
theme
was
that
efficiencies
are
not
totally
realized
or
evaluated.
When
new
technology
is
implemented.
We
found
a
number
of
systems
where
there
were
options
that
were
purchased
in
in
solutions
that
were
that
were
brought
in
to
solve
certain
issues
about
certain
options.
Weren't
being
used
and
activities
were
being
I
carried
on
by
staff
manually.
So,
for
example,
there
was
a
workforce
management
tool
with
three
within
within
three
one
one,
and
yet
staff
are
still
performing
manual
activities
that
the
tool
could
eliminate.
G
So
going
forward
mr.
chair,
we
we
will
continue
to
report
annually
on
our
audit
reports
that
we
complete
during
the
year
we'll
follow
up
our
audits
throughout
the
year
and
we
will
present
them
to
the
Audit
Committee
as
we
complete
them,
and
the
fronton
waste
hotline
report
will
be
presented
annually,
likely
the
somewhere
around
the
end
of
q2.
G
Finally,
mr.
chair
I
would
like
to
express
our
appreciation
for
the
continued
cooperation
and
assistance
that
come
from
the
city,
manager
and
and
staff,
and
and
going
to
the
the
point
that
was
raised
by
by
councillor
Blair.
It's.
It
really
is
important
that
when
we
do
our
work,
knowing
full
well
that
the
people
that
we
are
auditing
already
have
a
full-time
job,
it's
important
that
we
we
minimize
our
impact
on
their
operations
and
I'd
like
to
think
that
we
with
that.
G
G
B
I
You
chair
and
thank
you,
Ken
I'd
like
to
start
by
acknowledging
that
the
C's
management
team,
the
other
general
staff
knowledge
all
of
their
hard
work,
reviewing
the
areas
that
are
the
subject
of
the
AG's
2014
annual
report.
That's
in
front
of
the
community.
Today,
as
in
previous
years,
city
management
has
worked
in
partnership
with
the
other
journals
office
to
the
various
audit
phases
to
develop
audit
reports
and
management
responses
that
will
enable
efficient
implementations
of
audit
recommendations.
Just
we
fear
death
in
America,
septa,
kelabra
assumed
said
to
add.
I
We
proton
on
tonsillar
surveys,
Psalm
says,
recommend
ASEAN,
formulate
palaver
future
general
donor,
a
poor
and
ul
Dominica
tours
a
number
of
the
recommendations
being
tabled
today
have
already
been
implemented
or
underway,
and
work
plans
have
been
developed
to
implement
others
in
the
area
of
accounts
payable.
The
audit
confirm
that
there
is
a
management
control
framework
in
place
and
controls
have
been
designed
to
enable
the
payment
of
accurate
and
approve
vendor
invoices.
It
did
identify
opportunities
for
improvements
in
the
consistency
or
automation
of
some
controls.
I
With
the
implementation
of
mark
view,
accounts
payables
be
kind
of
began
to
move
to
automate
a
processing
and
continues
to
consider
automation
when
evaluating
solutions
to
improve
operations.
Performance
results
in
monitoring
the
realization
of
discount
opportunities
improves
significantly
this
year
by
implementing
the
modules
included
in
the
mark,
you
upgrade
that
the
Auditor
General
referred
to
with
respect
to
winter
operations.
Many
of
the
Auditor
General's
recommendations
regarding
the
optimal
mix
of
internal
and
contracted
services,
service
standards
and
salt
management
practices
will
be
addressed
as
part
of
the
roads
service,
winter
operations
and
KPMG
review.
I
That's
being
undertaken
right
now
in
Public
Works.
This
report,
including
subsequent
recommendations,
will
be
presented
to
the
Transportation
Committee
and
council
in
the
second
quarter
of
next
year.
I
would
highlight
that
in
fact,
some
of
the
benefits
from
this
review,
we
have
already
incorporated
into
the
table
2016
budget
for
councils,
consideration
in
the
amount
of
two
and
a
half
million
dollars
in
reference
to
the
three
on
one
contact
center.
While
clients
are
satisfied
over
all
the
service
they
receive,
the
audit
did
identify
some
opportunities
for
improvement
with
regard
to
workforce
management.
I
Further,
streamlining
of
processes
and
systems
and
more
robust
reporting
to
management
and
council
implementation
of
the
audits
recommendations
will
result
in
a
more
responsive
and
transparent
3-1-1
service
and
service.
Auto
was
in
the
process
of
undertaking
a
full
business
case
that
will
identify
opportunities
for
improved
service
and
efficiencies
by
the
end
of
2016
that
will
be
considered
and
presented
to
Council
in
the
2017
budget.
I
Let's
sue
Jones
in
the
area
of
IT
risk
management.
The
art
recommends
the
development
of
a
robust
IT
risk
management
framework
that
includes
a
governance
component
that
will
clearly
defined
roles,
responsibilities
and
authorities
for
city
management.
To
that
end,
work
will
be
done
over
the
coming
months
to
strengthen
and
confirm
the
role,
responsibilities
and
accountabilities
of
the
director
of
IT
and
chief
information
officer.
I
Steps
will
also
be
taken
to
strengthen
the
effective
authority
of
the
corporate
IT
management
team,
and
a
suite
of
supporting
policy
and
procedures
will
also
be
developed
in
conjunction
with
the
enhancement
of
the
IT
risk
management
framework,
as
recommended
by
the
Auditor
General.
As
council
is
aware,
necessary
changes
to
upgrade
replace
the
city's
infrastructure
and
to
adequately
increase
the
city's
IT
security
protection
will
require
investment
in
the
coming
years.
Estimates
will
be
developed
and
considered
as
part
of
the
budget
priorities
for
2017.
I
All
of
these
IT
related
matters
are
current
matters
on
the
agenda,
both
the
executive
and
senior
management
committees
and
they
serve
as
a
high
priority
focus
of
management.
At
the
current
time,
I
have
a
lot
of
confidence
in
the
leadership
capabilities
of
the
city's
new
CIO
Charles
doclet,
as
does
his
organization,
as
the
audit
identified
in
Charles
will
be
presenting
his
assessment
and
recommended
change
plan
to
the
executive
senior
management
community
in
the
coming
month.
I
With
regard
to
the
infrastructure,
services,
administrative
and
technical
audits,
the
audits
indicate
that
the
season
for
structure
services
department
has
the
project,
management
and
construction
inspection
processes
in
place
to
deliver
the
services
required
as
a
result
of
the
audit.
Some
changes
in
initiatives
are
underway
to
improve
project
scheduling,
budget
control
and
reporting
communications,
quality
assurance
management
of
change,
orders
and
project
oversight.
The
city
is
also
implementing
measures
that
will
assess
better
assess
consultant
performance.
I
Many
of
these
initiatives
are
part
of
the
integrated
management
program
of
change
that
unstarted
over
a
year
ago
in
the
infrastructure
services
department
and
will
continue
for
the
next
two
years.
The
auto
related
to
species
at
risk
confirmed
that
the
city
has
developed
protocols
and
guidelines
related
to
potentially
impacting
species
at
risk
and
their
natural
habitats
to
facilitate
compliance
with
provincial
and
federal
legislation.
I
Management
will
be
developing
an
approach
to
review
the
environmental
context
and
appropriate
regulations
for
major
infrastructure
projects
prior
to
commencement
of
these
projects
to
ensure
legislative
compliance
regarding
the
protection
of
species
at
risk
and
their
habitats.
In
addition,
Public
Works
will
be
strengthening
best
management
practices
for
road
maintenance
parks,
buildings
and
forestry
activities,
covering
both
sensitive
and
non
sensitive
areas.
I
Lastly,
with
regard
to
the
audit
of
the
Mackenzie
King
bridge
rehabilitation,
all
the
recommendations
that
were
made
by
the
general's
office
in
2010
have
now
been
implemented,
requirements
to
be
followed,
while
piloting
new
technologies
have
been
fully
documented
in
the
infrastructure
services
departments,
project
delivery
manual.
In
addition,
specific
guidance
regarding
when
to
engage
outside
experts
has
been
incorporated
into
the
city's
procedures.
As
the
committee
knows,
this
project
resulted
in
litigation
and
the
legal
matter
has
been
settled
through
confidential
mediation
process
and
recoveries
were
realized
as
part
of
this
process.
I
Jumeirah
a
complete
re-enter
own
casino,
accept
a
to
attack.
Mandazi
inform
you
today
or
do
we
generate
the
audits
confirmed
that
this
is
partnership
with
the
office.
The
Auditor
General
continues
to
result
in
a
strengthening
and
management
practices
and
the
advancement
of
service
excellence.
We
are
committed
to
finding
better
ways
to
monitor
measure
and
assess
the
work
we
do
in
order
to
improve
overall
performance,
streamline
operations
and
deliver
value
to
residents
mercy
chair.
Thank
you.
Thank.
B
A
Have
a
few
question
and
thank
you
very
much
mr.
Hill,
for
preparing
this
great
report.
Actually
I
have
a
few
I
agree
with
the
recommendation
and
3-1-1
audit
this
which
state
the
color
has
they've
been
asked
to
have
a
consent
to
be
the
information
transfer
to
the
counselor's
office.
I
know
we
really
right
now
receive
emails
from
the
resident
that
they
email
us,
but
when
people
call
3-1-1
the
counsel's
office
doesn't
doesn't
get
these
information,
and
this
is
I
think
for
counselors.
A
Probably
this
is
very
important
for
piece
of
information,
so
they
knew
what
the
resident
are
really
inquiring
and
most
issue
that's
happening
in
the
world,
so
I
want
to
touch
base
on
that
one,
because
that's
really
important
and
we
like
to
have
a
follow-up
on
that
I
think
this
is.
These
information
should
come
to
the
counselor's
office
from
one
resident
called
the
three
one
one
to
be
able
notify
the
console.
His
offices-
that's
for
now.
H
G
C
Thank
You
mr.
chair,
we
worked
with
legal
services
around
the
consent
requirements
to
provide
specific
information
to
counselors
around.
We
made
specific
inquiries
and
is
a
requirement
that
be
with
severe
with
a
citizen,
give
it
permission
for
that
councillor
to
have
access
to
that
information
and
once
they've,
given
us
that
permission,
those
requests
get
forward
in
the
daily
consent
report
to
councillors
so
that
they
can
follow
up
on
those
service
requests.
F
F
Information
is
very
important
to
us
because
that's
how
we
get
in
contact
and
right
now
we're
getting
that
when
they
give
consent
and
I
would
not
want
to
see
that
end,
because
I
may
use
that
in
my
office
and
I
think
others
as
well.
But
it's
only
comes
with
consent.
I
happen
to
spend
an
hour
at
the
t1
call
center
with
one
to
get
an
idea.
F
They
had
to
get
permission
on
every
call
that
I
was
there,
but
I
could
see
how
they
actually
do
it
and
when,
as
the
pacifically
in
our
area
gives
us,
especially
for
new
residents,
it's
a
nun
way
that
we
can
know
that
they
exist
they're,
always
asking
for
blue
boxes
and
things
like
that,
and
we
get
a
lot
from
that
concept
approach.
Now.
F
That's
just
something
that
ministration
I
would
not
like
to
see
that
ending,
even
though
you've
suggested
it
and
the
other
thing
on
the
three
when
one
man
is
so
dealing
with
the
emails,
everyone
keeps
telling
people
to
form
them,
and
yet
a
lot
of
people
were
preferred
to
emails,
because
then
they
don't
have
to
wait
and
what
the
report
is
showing
is
something
I've
known
is
that
they
don't
get
priority
and
getting
responded
to.
And
if
there's
people
on
night
shift
when
it's
not
busy,
then
I
think
that
way.
F
C
Yes,
as
you
know,
please
teacher
we've
made
a
significant
investment
in
technologies
to
try
to
move
people
to
online
or
online
services
rather
than
use
email,
but
we
recognize
they
still
about
a
small
percentage
about.
One
percent
of
people
still
want
to
use
email
and
we
need
to
improve
that
channel.
So
we're
now
we're
just
in
the
process
of
hiring
an
additional
staff
and
based
on
recommendations
of
the
audit.
F
It
was
actually
suggested
that
a
night
when
there's
not
busy
they
could
do
that
without
adding
another
staff
and
I
would
think
that'd
be
more
appropriate
to
do.
If
we're
not
trying
to
add
cost
of
the
city
we
signed
on.
If
we
can
do
it
with
existing
staff
and
something
with
electronic
one
is
fine,
but
some
things
aren't
and
that
electron
was
left
and
those
people
still
have
to
contact
and
they
most
people
prefer
to
use
email
these
days,
I
don't
get
very
many
phone
calls
coming.
You
know,
obviously,
all
using
this
just.
C
F
F
Then,
on
the
on
I.t,
a
man,
the
IT
comedian
I've,
had
discussing
how
that
will
fall
with
with
I
th
was
a
breath
of
fresh
air
in
his
organization
how
he
wants
to
go
but
I'm,
leading
into
what
you're
saying
with
the
change
in
the
organization
the
city
manager
said
as
well.
But
what
he's
been
talking
to
the
committee
about
and
about
changing
the
way
in
which
they
work?
F
The
reporting
is
done
on
I.t
and
consolidating
the
management
system,
even
if
they're
decentralized
employees,
you
actually
know
what
everybody's
doing
an
IT
is
what
yours
is
planning
to
have
going
to
your
committee
now
to
get
moving
for,
because
I
think
that's
really
important.
If
we're
going
to
be
able
to
deal
with
this
risk.
That's
that's
correct.
You,
okay,
I,
just
want
to
know
there
is
reaction,
starting
to
happen
that
way,
including
more
efficient
ways
of
deciding
what
we
get
an
IT.
F
Their
point
is
that
they've
kept
some
south
can't
go
and
say
we
want
this
particular
program
now
they
have
to
say
we
want
to
achieve
this
objective.
This
is
the
answers
we
need.
What's
the
best
way
of
doing
it,
and
it's
going
to
make
I
think
of
a
IT
system
a
lot
more
efficient
and
reduce
the
number
of
programs
or
maintaining,
which
is
almost
300
down
to
my
meaningful
numbers,
so
I
think
we've
got
in
here
feed
into
that
and
I.
Thank
you
for
that
information.
F
F
I
know
who's
going
to
explain
that
one,
but
it
doesn't
makes
sense
that
the
person
who
did
something
accepting
a
problem
is
evaluates
what
the
problem
was
and
you've
made
that
pretty
clear
in
what
you've
written
there
and
I
guess
that
was
part
of
all
the
litigation,
but
we
can't
get
into
too
much.
Is
that
ok,
then
I
I
just
want?
Has
there
been
a
change
in
management
now
that
that
won't
happen
again?
Perhaps.
J
F
F
I
The
description
of
the
entire
project,
identification
of
risks,
very
clear
identification
of
roles
and
responsibilities
within
a
project,
and
part
of
that
is
also
business
case.
Evaluation
of
project
of
alternate
alternatives,
so,
in
my
opinion,
well
I
believe
we're
making
very
serious
and
significant
improvements
in
our
project
method
methodology,
but.
F
Not
sure
you
covered
this
interest,
you
use
in
doing
the
report.
One
of
the
things
I've
found
talking
to
staff
about
projects
in
my
own
area
is
that
different
people
are
involved
at
different
times
of
it
and
they
don't
always
talk
to
each
other.
So
if
planning
people
decide,
this
road
has
to
get
built
and
they
send
it
over
here
to
get
the
design
done,
but
the
design
people
can't
move
forward
until
the
planning
people
say
to
move
falling
and
get
the
budgets
done
over
there
and
it
is
it
there's
an
integration.
F
G
Wasn't
specifically
looked
at
mr.
chair
in
in
our
audit,
and
it
isn't
specifically
looked
at
in
the
one
that
we're
currently
conducting
but
I.
Think
in
response
to
the
the
previous
audit
was
done.
The
one
that
we've
just
presented
today
and
and
the
the
device
report
on
the
airport,
pedestrian
Parkway
bridge
I
know
that
staff
has
has
come
up
with
a
comprehensive
change
to
to
the
way
their
the
planning
of
projects
we
haven't.
Looked
at
it.
G
F
Think
it's
not
just
an
individual
ones
which
they
tend
to
look
at.
It's
a
systematic
thing
that
needs
to
be
looked
at
a
bit
more
of
us.
Let
me
get
the
new
city
manager
and
rather
than
you
having
to
take
it
over
now,
I
mean
the
pleasure.
No
I
know
if
something's
still
happening
in
that
research
and
I
find
that
one
species
at
risk
is
one
of
my
more
favorite
of
a
nun.
Favorite
topics
they're
not
quite
sure,
because
I
have
a
lot
of
them
in
my
ward
and
I.
Look
at
what
you've
done
here.
F
You
talked
about
how
the
city
staff
work
with
these
species
at
risk,
but
the
species
at
risk.
The
Planning
Department,
is
approving
plans
and
things
and
development
going
on
where
there
are
species
at
risk
and
in
date,
in
fact,
endangered
species
that
are
on
the
endangered
species
list.
They've
done
a
wildlife
protocol.
We
haven't
yet
set
how
we're
going
to
implement
that
with
people
who
are
doing
development.
F
As
part
of
that,
how
we
get
outside
agencies
who
are
doing
doing
things
that
are
going
to
kill
the
animals
that
they
don't,
do
it
right
frankly,
making
sure
that
they
follow
the
wildlife
protocol
which
has
been
approved
by
council
now.
But
we
haven't
got
a
firm
way
and
how
you're
implementing
it
the
particles
are.
The
implementation
sees
be
a
bit
weak.
G
Mr.
chair,
that's
correct:
we,
we
didn't
specifically
look
at
the
liaison
with
the
external
parties,
but
the
findings
that,
in
the
recommendations,
what
the
findings
would
be
the
same.
The
recommendations
would
still
benefit
the
external
external
community.
If,
if
there
are
there's
a
city's
doing
a
good
job
in
coming
up
with
this
list,
but
people
at
the
city
in
different
parts
of
the
city
who
need
access
to
that
list,
don't
have
access
to
that
list.
Well,
then,
that
would
equal
apply
equally
to
to
developers
or
anyone
outside
the
outside
the
city.
F
H
B
H
Chair
so
that
my
questions
around
three
one,
one
and
and
I
thought
I
had
misheard
you
during
a
presentation
that
abandoned
calls
were
treated
as
successful
calls,
but
now
that
I've
got
the
hard
copy,
I
see.
That's
actually
the
case,
I
think
you're
being
very
generous
in
your
comments,
saying
that
this
is
potentially
misleading
as
to
the
results
and
maybe
should
be
sitting
one
of
our
chairs
for
your
political
acumen,
because
I've
raised
this
issue
with
staff
before
I.
H
H
G
Mr.
cherrick
sent
corrected,
there's
there's
no
data
reported
on
calls
greater
than
120
seconds.
We
looked
at.
We
looked
in
the
audit,
we
looked
at
the
calls
greater
than
120
seconds,
and
it
was
that
analysis
that
determined
that,
if
you're
rating
or
if
you
part
of
that
that
20%
the
standard
is
80%
within
120
seconds,
if
you're
part
of
that
20%.
What
does
that
mean
to
you?
We
looked
at
those
people
that
were
waiting
longer
than
120
seconds,
so
one
in
five
collars
and
and
what
that
meant
was.
G
Does
not
it's
not
reported
in
the
performance
criteria?
We
think
those
are.
We
think
that
there
was
additional
criteria
that
could
be
provided
to
counselors.
We
have
a
standard
and
based
on
this
standard.
These
are
the
results,
and
then
that
would
allow
counsel
to
say
we
have
to
change
our
standard
or
were
okay
with
that
standard.
But
we
have
to
provide
more
information.
G
C
So
just
a
point
of
clarification,
so
it
is
a
a
practice
and
municipalities
and
call
centers
to
include
abandoned
calls
in
the
first.
Whatever
your
service
level
is
and
the
rationale,
the
intent
is
not
that
that
person
has
answered
the
call
or
they
got
what
they
wanted.
But
it's
really
that
the
service
has
really
to
determine
whether
somebody
just
was
called
and
hung
up.
So
it's
only
included
in
the
first
piece
of
your
service
level.
C
If
it
happens
after
your
service
level,
we
do
include
abandon
calls
in
not
to
say
if
we
have,
it
recalled
answered
your
call
in
the
first
time
in
twenty
seconds,
which
is
our
commitment
to
the
resident.
We
take
that
as
we
have
not
met
our
commitment
to
the
resident.
So
when
we
look
at
service
level
and
we
look
at
how
much
what
percentage
91
percent
of
calls
are
within
service
level
up
until
the
five
minute
mark,
which
is
recognized
in.
H
G
C
H
Are
okay
all
right?
Thank
you
thanks
for
that
clarification,
so
back
to
the
the
unanswered
calls
and
within
our
service,
what
were
we
gonna
do
something
different
now,
because
you
and
I
have
had
this
discussion
and
that's
never
come
up
as
an
explanation
as
to
why
people
are
can
have
frustrations
with
this
with
the
system
and
how
long
they're
waiting
so.
C
Just
there
are
two
options
and
we'll
come
forward
in
terms
of
the
industry
and
how
people
do
that.
The
one
option
is,
you
include
them,
which
is
what
we're
doing
right
now.
The
other
option
is
you,
take
abandoned,
calls
out
completely
and
you'll
report
abandoned
calls
before
service
level
and
after
service
levels.
C
H
G
Mr.
chair,
if
I
could
to
explain
something
that
that
was
great
said
that
she's
absolutely
right,
if
you,
whether
you
include
the
abandon,
calls
as
an
answered,
call
or
not
or
take
it
out,
because
you're
going
to
take
it
over
the
numerator
in
the
gallery.
At
the
same
time,
it
doesn't
significantly
change
the
answer
for
whether
net
your
service
level
or
not.
In
our
opinion,
what
we
think
should
be
reported
is,
as
miss
gray
has
said,
that
she's
going
to
be
moving
to.
G
We
put
the
number
of
abandoned
calls,
because
we
think
that's
important
information
doesn't
I,
agree
yeah,
it
doesn't
change,
you
know
if
you
include
them
or
excluded,
because
we
did
the
numbers
as
well.
It
doesn't
really
change
your
achievement
of
the
service
standard,
but
we
just
think
it's
relevant
information
that
should
be
reported.
Okay,.
H
Next
next
is
really
a
comment
in
terms
of
the
emails
you
talked
about
efficiencies
in
terms
of
the
emails,
one
of
the
things
and
I.
Don't
know
what
my
colleagues
have
received
this
as
well
as
a
standard
form.
Email
goes
out
to
people
on
the
system.
Saying
we've
got
your
requests,
we've
got
your
complaint
and
we'll
address
it
within
so
many
days.
H
H
But
do
you
know
that
we
send
out
don't
leave
that
impression?
It
leaves
an
impression
that
this
call
is
somewhat
been
languishing
for
some
time
before
someone's
turned
their
attention
to
it.
As
I
say
people
say
well
that
was
fixed
two
days
ago.
So
why
only
telling
me
now
a
file
has
been
opened.
So
are
we
going
to
be
working
at
that
process
as
well
and
making
it
a
little
bit
more
talk
without
some
customer
family.
C
Mr.
chair,
so
the
challenge
that
we
have
with
emails
right
now
with
our
current
technology
that
we
have
is
that
they
are
come
in
to
our
system
in
the
different
technology.
And
often
what
will
happen
is
a
resident
will
email
us,
but
they
may
actually
call
us
or
they
may
call
a
specific
staff
person.
We
might
get
the
email
service
request
in
multiple
places
when
they
come
in
through
screen
and
one
on
the
phone,
their
log,
their
registered
and
a
notification
goes
out
to
the
resident.
C
C
C
Time
line
is
only
email
requests,
and
that
is
because
we
get
thousands
of
emails
that
have
to
be
triaged
and
that
process
right
now
is.
The
auditor
acknowledged,
is
very
manual
intensive
when
we're
looking
at
a
system
upgrade
and
we're
really
hoping
to
bring
emailing
to
our
channel
our
technology,
so
that
we
can
use
that
to
its
full
extent.
But.
H
In
the
interim
can
can
I
mean
if
I
go
on
vacation,
I'm
away
I
just
hit
a
button,
then
it
will
send
an
automatic
response
saying
on
the
way
right
now
and
you
can
contact
so-and-so,
it's
instantaneous
when
the
email
comes
in
so
can
we
not
create
or
jerry-rigged
something
until
you
get
your
update,
simply
saying:
do
a
resident
we've
received
your
complaint,
we've
opened
the
file
or
we're
investigating
it
or
whatever
it's
just
to.
Let
people
know
that
we've
heard
them
and
that
we're
doing
something
like
how
hard
can
that
be
a
ploy.
C
A
clarification
they
do
get
an
email
that
they
have
out.
We've
actually
received
their
email,
it's
not
until
we've
actually
processed
it
that
we
give
them
the
service
we
give
them.
The
service
request
remember
that
it's
actually
been
processed,
so
they
do
get
something
that
says
the
city's
actually
received
the
email
and
it's
not
until
we
actually
process
it,
which
is.
H
C
When
we're
on
the
phone,
we
use
a
script
that
gives
us
specific
information
that
the
resident
needs
to
provide
dissatisfied.
What
the
department
see
in
the
backend
to
fulfill
the
service
request.
When
we
get
an
email,
it
could
be
sometimes
pages
long
or
it
could
be
multiple
texts
in
the
email.
The
agents
have
to
interpret
that.
Sometimes
they
have
to
call
the
Constituent
talks.
We
figure
out
the
location
or
additional
details,
we're
roughly
taking,
on
average
I
think
about
eight
minutes
to
process
an
email.
C
The
online
service
provides
to
the
resident
is
a
real
script
of
answered
these
five
six
questions
and
that's
what's
going
to
get
you
the
proper
response
time
in
the
backend?
That's
why
we've
been
really
trying
to
push
people
to
use
our
online
services
versus
email,
but
we
know
we
can't
get
rid
of
it
completely.
We
just
have
to.
We
have
to
look
for
an
automated
solution,
but
the
number
of
people
doing
emails
right
now
is
still
very
small.
It's
less
than
one
percent
of
people
that
actually
contact
the
city
do
so
via
you
know.
H
Last
question:
so
if
it's
that
small
percentage,
if
it's
one
percent
and
on
this
as
well
is,
is
it
is
a
cost
effective
to
be
bringing
in
some
sort
of
an
upgrade
to
deal
with
that
or
we
simply
go
cold
turkey
and
say
we
don't
do
email
anymore,
because
you
can
access
email,
then
you
can
access
our
online
service
so
it
does
it
make
monetary
sense.
Does
it
make
fiscal
sense
to
upgrade
to
respond
to
1%?
If
that's
all
it
is,
or
we
simply
say
to
people
as
of
this
date?
G
I
assume
that
question
was
directed
to
mr.
chair.
We
would
certainly
recommend
that
you
do
a
business
case,
but
actually,
in
the
report
we
recommended
that
there's
we
found
that
there
was
spare
capacity
over
night
in
the
evenings
and
we
suggested
that
that
spare
capacity
be
used
to
answer
some
of
these
emails.
Certainly,
some
emails
are
complicated
and
and
and
might
require
some
research,
but
certainly
some
of
them.
H
Very
quick
I
just
want
clarification,
though
you're
saying
use
unused
resources
over
the
evening
over
the
night
and
I
thought
what
you
said.
Miss
gray,
which
you
were
looking
at
a
service
upgrade
to
the
technology
to
respond
to
the
emails,
and
that's
what
I
raised
the
issue,
whether
whether
that
may
cost
sense
understand
why
you're
paying
staff
I
get
that
part
but
investing
in
new
IT
for
less
than
1%.
That's
the
question
I'm
asking
the
mystery.
Does
that
make
sense
and
they'll
probably
tell
me,
need
a
business
case
to
ask
the
question.
Mr.
G
C
As
point
of
clarification,
when
we
talk
about
new
technology,
we
have
to
do
an
upgrade
to
our
current
technology.
We
put
the
requirements
of
what
we
will
need
with
no
additional
cost
into
that
upgrade
to
see,
if
there's
an
opportunity
to
do
that,
but
I
agree.
We
would
not
be
looking
at
this
point
in
time
and
in
an
investment
for
that
degree
of
that
service
request.
Thank
you.
B
Thank
you
councillor
else
until
you,
if
I
may,
just
before
you
ask
your
question,
what
we're
looking
at
I
think
everybody
in
the
room
realizes
we
have
an
in-camera
portion.
The
rest
report
that
we're
going
to
do
what
I
hope
to
do
is
if
we
can
get
to
the
end
of
the
questions
on
the
report,
then,
if
committee
agrees
we'll
take
a
half
hour
break
to
refresh
them
and
come
back
and
go
directly
in
camera,
does
committee
agree?
Ok,
thank
you
counselor
else
in
theory,
and
then
it
becomes
over.
Don't
don't
leave
done.
E
First
of
all,
I
want
to
thank
council
aid,
but
for
some
of
the
the
question
but
I
feel
like
all
gone
Council
because
I'm
so
happy
with
the
progress
with
it
with
three
one
one.
We
went
from
somebody
country,
1,
1
and
the
operator
so
you're,
not
in
the
City
of
Ottawa,
and
that
was
Wisconsin
to
where
we
are
today.
So
we
come
a
long
way
with
what
we
have
some
of
the
email.
We
I
think
councillors
also
need
to
take
response
and
email
to
3-1-1
sometime,
because
we
get
the
call.
E
We
had
the
that
Reza
don't
have
the
patient,
so
they
call
us
and
we
grab
the
call
and
then
we
send
it
to
you
via
email,
so
I
just
want
to
clarify
I
mean
we're
satisfied
to
the
level
we
are
receiving
and
the
follow-up
it's
coming
back
to
our
office
as
well.
So
and
I
just
want
to
point
that
out.
One
of
the
we
hear
the
positive
feedback,
at
least
thank
God.
The
City
of
Ottawa
doesn't
contract
offshore
to
some
do
like
banking
or
Bell,
Canada
or
other.
E
When
you
call
in-
and
you
get
overseas,
responding
to
your
problem
with
the
TV,
so
I
have
to
say
that
clarify
I
think
we
come
a
long
way.
I
just
comes
through
the
yes,
we
can
do
better
and
I'm
hoping
you
will
do
better,
but
I
just
want
to
say
we
came
a
long
way
from
where
we
were
before.
Thank
you
absolutely
message,
mrs.
chair
mr.
Hewes
on
slide
number
nine
and
you
talked
about
potential
saving
and
I
can
help
it.
In
the
past.
E
We
have
asked
the
same
department
if
my
memory
serves
me
well
to
reduce
that
to
reduce
or
to
do
their
best
to
reduce
on
in-house
inspector,
because
sometimes
they
find
it
to
contract
out
inspector
will
be
cost,
saving
and
I.
Think
in
one
of
the
early
days
when
we
we
ordered
this,
we
had
asked
to
have
to
go
more
on
the
out-out
contract
this
service.
But
now
you
you're
saying
it's
costing
us
more
because
we
need
to
do
more
in
house
construction.
Is
that
what
you
with
you
implying.
G
Mr.
chair
I
think
I
think
that
that
what
we're
saying
is,
if
you're
talking
about
routine
regular
inspection,
it
is
less
expensive
if
you're
able
to
to
have
an
employee
to
do
routine,
regular
inspections
rather
than
hire
somebody
else
where
there
is
a
there's,
also
a
profit
included
in
that
in
that
cost
model.
But
once
again
you
you
have
to
sit
down
and
figure
out,
which
is
the
most
economical
approach,
and
that's
that
has
to
be
done.
You've.
E
Valley
conservation
for
cost-saving
and
the
business
case
show
quite
a
bit
of
cost
saving
because
they
have
the
expertise
we
don't
and-
and
this
is
not
someone
you
can
hold
in
the
office
just
to
get
a
call
for
inspection,
so
I
I'd
like
to
instead
of
going
blanket
to
have
an
idea,
like
maybe
a
business
case,
should
be
in
review.
Well,
we
need
the
inspector
should
be
in
house.
We
should
hide
and
housewares
more
cost-effective,
go
out.
You
know
to
a
consultant
or
someone
like
leader
Valley,
who
already
have
inspector
in
place.
Mr.
G
D
D
C
D
D
C
D
Thank
you.
Thank
you
for
that
and
in
terms
of
the
general
audit
report,
mr.
auditor
general
just
want
to
ensure
that
we
recognize
that
all
the
recommendations
were
accepted
by
management.
That's
correct,
mr.
chair,
and
when
can
we
you
usually
do
a
follow-up
audit
on
the
implementation
of
the
recommendations
and
I
know
that
vary,
but
roughly?
What
will
timeline
be
for
those.
G
D
G
D
The
amounts
1497
of
them
correct
and
there
were
three
that
they
weren't
aware
they
were
that
they
were
I,
see
I,
understand.
Thank
you
for
that
clarification
in
terms
of
discounts
and
duplicate
invoices.
I
read
in
the
report
that
there's
a
certain
configuration
that
can
be
automatically
set
when
we
put
in
a
new
vendor
or
it
can
be
manually
set
or
it's
simply
not
set.
Is
there
a
reason
why
it
is
not
configured
automatically
to
check
for
duplicate
invoice
payments?
G
G
G
So
it's
easy
to
identify
one
ABC
lumber
invoice
from
another
ABC
lumber
invoice
when
it
comes
to
the
regular
transactions
they're
more
difficult
to
distinguish
because
you've
got
Lord
knows
how
many
hydro
bills
Lord
knows
how
many
gas
bills
four
locations
all
over
the
city
of
different
dates,
and
some
of
them
might
even
be
the
same
amount.
So
they
might
ID
appear
to
be
duplicate
payments
on
a
on
an
invoice
when
they're,
actually,
just
by
coincidence,
the
same
amount
but
different
locations
are.
D
G
Understand
that
it's
these
types
of
transactions
that
pose
the
greatest
the
greatest
challenge
and
provide
the
greatest
number
of
false
positives,
which
which
would
in
which
would
also
involve
excessive
staff
time
to
investigate.
But
what
we're
suggesting
is
is
that
you,
you
expand
the
use
of
of
the
the
automated
process
or
or
use
de
analytics.
Much
as
we
did.
D
I
H
The
chair,
mr.
use,
is
absolutely
correct.
What
it
generates
is
is
a
lot
of
false
positives,
and
so
what
happens?
Is
it?
It's
been
our
findings
that
it's
taken
a
lot
of
work
of
staff
to
go
through
the
false
positives,
to
identify
the
actual
duplicate
payments,
and,
having
said
that
as
well,
is
that
that
many
of
the
processes
that
we
turn
on
in
mark
view,
we
also
have
to
go
in
and
confirm
that
Marc
view
is
doing
what
it's
supposed
to
be
doing.
So
you
can't
totally.
D
On
regarding
the
ISD
technical
audit
and
council
santeri
asked
one
of
the
questions.
Did
I
read
correctly
that
we're
so
sourcing
some
contracts
that
are
greater
than
150,000
and,
what's
the
what's
the
process
to
make
sure
that
we're
getting
the
best
value
for
for
that
money
that
we
are
compliant
with
our
obligations
or.
G
Mr.
chairman
counsel,
there
is
a
process
that
is
it
place
prior
to
going
out
and
selecting
a
particular
contractor
to
do
the
work
and
the
in
that
process,
which
which
meets
the
terms
of
the
of
the
purchasing
by
law.
The
the
abilities
of
the
of
the
contractor
to
meet
the
requirements
of
the
the
city
verified
and
then
there's
a
list
of
eligible
contractors.
G
That
can
be
used
to
do
this
work
and
what
we
were
suggesting
is
for
contractors
greater
than
one
hundred
and
fifty
thousand
dollars
that
you
that
you
asked
them
to
discount
their
their
prices.
A
further
ten
percent
to
which
to
ensure
that
you're
getting
value
with
with
that
contractor,
who
has
already
been
through
the
the
rigidity
of
the
of
the
purchasing
process?.
G
You
could
tender
every
every
job
and
one
hundred
and
fifty
thousand
dollars
is.
It
might
sound
like
a
large
job
to
a
lot
of
people,
and
it
is
except
that
there
are.
You
know
there
might
be
three
hundred
of
them
in
in
a
in
a
year
at
this
year
at
the
City
of
Ottawa.
So
when
you
look
at
the
costs
of
REIT
ending
a
job
that
the
costs
of
retaining
the
job
should
be
less
than
the
potential
benefits.
G
So
if
you've,
if
you're
putting
in
a
process
where
you're
you're
going
to
discount
their
prices
further
for
jobs
greater
than
threshold-
and
we
suggest
at
one
hundred
and
fifty
thousand
dollars,
then
you
have
assurance
that
you're
getting
best
value
for
money
without
having
to
to
tender
that
that
project
and
management
agreed
with
that
that
finding
and
that
provided
an
additional
three
hundred,
fifty
thousand
dollars
to
saving
an
annual
basis.
Okay,.
B
You
well,
it
comes
with
cliche
now
I
get
to
ask
a
few
questions.
Miss
gray!
Could
you
please
come
back
down
the
thirty
two
recommendations
in
the
audit
for
three
one,
one
you're
going
to
be
doing
a
lot
of
back-and-forth
today,
I
think
so.
My
question
for
you
is
I'd
like
to
get
an
understanding
of
how
you
come
up
with
your
statistics.
So
when
we
say
that
we're
reaching
the
standard
are
you
a
virgin
the
calls
over
the
24-hour
period?
B
C
Mr.
chair
absolutely
so
we
would
look
at
that
throughout
the
day
because
we
will
have
Peaks
individual
Peaks,
our
peaks
moment,
Peaks,
where
we
have
multiple
callers
that
actually
come
in
and
we
may
have
a
lower
service
level
at
that
period
of
time.
So
we
monitor
that
real
time
on
a
rail
board
in
which
we
know
one
call
center,
but
in
terms
of
a
resource
allocation
and
what
we're
trying
to
do
in
terms
of
managing
a
resource
allocation.
It's
based
on
the
transit
animalized
car
values
for
the
year.
Okay,.
B
With
that
information
not
be
helpful
to
you,
though,
because
I
think
that's
the
explanation
as
to
why
I
know
Council
is
gone
now,
but
he
was
speaking
on
what
most
of
us
as
counselors
experience
where
people
say
you
know,
I
tried
to
get
a
hold
of
3-1-1.
It
was
really
really
busy.
I
waited
a
long
time.
I
couldn't
get
through
and
we
respond
well.
The
service
standard
is,
you
know,
they're
meeting
that
call,
but
I
think
this
is
the
answer.
I.
C
Think
they
and
the
auditor
did
a
really
good
job
at
explaining
and
in
example,
in
the
report,
when
we
looked
at
a
specific
period
of
time.
So
it
shows
you
the
peak
times
and
it
shows
you
and
what
that
service
level
looks
like.
So,
when
you
look
at
80%,
which
we're
striving
to
of
those
calls
get
answered
in
20
min
in
under
120
seconds,
and
then
we
do
it
in
intervals
to
take
a
look
at.
C
What's
the
longest
interval
of
time,
we're
not
trying
to
a
service
level
standard
of
every
single
call,
we're
just
not
stopped
for
those
Peaks
and
it
wouldn't
be
reasonable
or
effective
use
of
our
resources
to
actually
do
that
over
the
period
of
time.
But
you
can
see
91%
of
people
that
call
3-1-1.
Their
calls
are
answered
within
five
minutes,
which
is
a
fairly
in
terms
of
performance.
Is
a
people
is
a
fairly
good
performance
and
our
satisfaction
rate
is
87
percent
of
our
residents
and
of
our
satisfaction
for
that
period
of
time.
C
Just
on
timeliness
and
aroma
is
78%,
so
we're
trying
to
bounce
the
resource
allocation
of
response
and
response
time,
resource
allocation
and
client
satisfaction,
and
although,
as
per
the
audit
recommendation,
we
can
do
better
at
managing
those
Peaks
and
that's
what
the
auditor
has
asked
us
to
do.
Is
we
look
at
the
better
use
of
our
resources
to
manage
that
we'll
be
a
resource
against
satisfaction?
Discussion.
Thank.
B
You
now
on
the
the
other
issue
about
the
emails.
As
you
know,
I've
been
talking
to
you
for
your
since
I
got
to
this
place
about
that
issue
and
I
I
was
quite
impressed
that
you've
made
a
jump
from
trying
to
improve
the
emails
to
providing
a
place
on
the
city's
website
where
people
could
put
in
their
service
requests
and
I
believe
they
get
a
response
right
away
from
the
website.
Why
wouldn't
we
move
away
from
the
emails
if
we
can't
get
better
than
five-day
turnaround
on
email?
B
C
Mr.
chair,
that
is
correct,
and
that
could
be
a
decision
of
Council.
Other
municipalities
are
definitely
contemplating
doing
the
same
thing
as
they
move
to
an
an
online
channel,
and
it
is
a
consideration
as
you're
looking
at
constrained
resources
and
the
best
use
of
resource
utilization
to
serve
the
public.
So.
B
C
B
Challenge
I
think
Thomas
Gray
is
for
residents,
I
can't
spend
you
know,
20
minutes,
40
minutes
whatever
on
hold
during
your
high
peaks.
So
it's
to
offer
an
alternative
there
or
you
know
an
example
of
flooding
in
an
area.
You're
gonna
get
hundreds
of
residents
all
contacting
you
with
the
same
thing.
If
they
could
all
come
in
through
the
website
where
they
would
probably
crash
your
phone
system
correct,
so
we
have
to.
We
have
to
have
that
option
out
there
that
they
can
go
online.
B
I,
think
we
should
be
promoting
that
and
building
it
more
so
I
hope
you
take
that
into
consideration.
Okay.
Thank
you.
Next
question
for
me
was
for
mr.
Kilpatrick
on
the
bridge
the
report
on
the
Mackenzie
King
bridge.
Are
you
confident
that
we
won't
get
that
kind
of
a
breakdown
in
the
oversight
now
what
the
new
steps
that
are
put
in
that
and
not
just
on
paving
but
any
of
our
major
contracts?
B
I
Chair
I
am
not
to
put
words
in
the
other
generals
mouth,
but
he
did
acknowledge
that
he's
aware
of
a
lot
of
work
that
has
been
done
over
the
last
year
and
as
I'd
mentioned
earlier,
will
continue
for
the
next
two
years
in
terms
of
the
integrated
management
program
that
we
and
Langen
she
have
a
they
developed
an
alien
started
a
year
ago
to
respond
to
a
lot
of
the
recommendations
that
came
out
of
previous
audits
of
ISD.
They
came
out
of
the
independent
review
of
the
airport
Parkway
pedestrian
bridge
project.
I
B
You
now,
if
I
can
get
mr.
O'reilly
to
come
down.
Let's
talk
about
winter
ops
for
a
minute.
I
just
have
a
couple
of
questions
while
you're
making
your
way
down.
Maybe
our
last
set
up
the
question
in
the
audit
and
in
Believix,
page
71
or
72
in
that
area
talks
about
potential
savings
of
millions
of
dollars
by
simply
asking
for
bids
and
I'm
kind
of
frustrated
that
we're
not
already
doing
that,
but
they
wanted
to
check
and
see
who
would
be
responsible
for
doing
that.
B
And
okay,
so
I'll
get
Jeff
to
make
sure
that
we've
got
that
fixed
the
and
I'm.
Sorry
about
my
era
that
I
went
into
an
ISD
question:
there
are
you,
the
winter
ops
one
two
I
wanted
to
ask
you
about
the
standard
of
service
in
my
ward,
because
it's
in
Kannada,
it's
are
contracted
out
correct.
Is
our
service
you've
seen
results
better
in
our
we
worse
than
what
you're
getting
across
the
city.
Sure.
A
B
B
Thank
you
appreciate
it.
So
is
Dee
soaring
mr.
Newell,
if
I
could
ask
you
that
question
about
I
had
asked
mr.
Wiley
the
the
audit
reports
that
there's
potential
savings
of
millions
if
you're
getting
three
bids
on
the
work
that
you're
doing
I,
believe
it's
seven
in
the
early
70s
and
the
audit
report
you're
familiar
with
that
piece.
E
B
J
B
H
H
To
start,
it
sounds
like
it's
a
bit
of
a
wild
west
environment
at
the
city
of
ottawa,
with
respect
to
purchasing
IT
understanding,
the
risks
etc.
I
am
very
hopeful
that
some
stability
at
the
top
with
respect
to
our
CEO
and
director
technology,
will
begin
to
address
that
and
I'm
pleased
to
see
that
management
has
agreed
with
a
recommendation
to
more
significantly
in
bed
the
CIO
at
the
center
of
a
lot
of
IT
purchasing
in
use.
So
that's
that's
welcome.
One
of
the
findings
of
the.
H
Technical
training
are
being
tasked
the
ERM
framework
with
the
identification
of
risks
and
are
related
mitigation
strategies
on
page
83,
you
understand
the
departmental
evaluations
are
leading
to
the
creation
of
our
corporate
risk
profile.
Can
you
trust
our
corporate
risk
profile
at
this
point,
when
we
we're
being
told
that
our
wrists
are,
if
that
has
been
developed
with
a
significant
number
of
people
who
don't
have
the
technical
background
to
to
feed
into
that.
G
Mr.
chair
senator
Kelso
I
think
the
point
that
we're
making
is
these
individuals
not
knowing
what
they
don't
know,
may
not
be
identifying
risks
that
they're,
unaware
of
which
is
why
we
have
to
have
a
more
comprehensive
IT
risk
management
framework
that
would
relieve
those
individuals
of
that
responsibility.
H
Our
technical
staff
or
management
coming
to
the
masking
them
very
explicitly.
Can
you
identify
the
technical
risks
associated
here
or
is
it?
Is
it
because
people
are
purchasing
software
they're,
recommending
the
use
of
software
without
the
ability
to
ascertain
what
those
risks
are?
What
does
that
mechanism
by
which
people
are
being
tasked?
Mr.
G
Chair
here,
referring
to
the
individual
managers
responsibilities
under
under
the
enterprise
risk
management
project,
where
you
as
a
manager
in
whatever
area
of
the
city,
would
identify.
What
you
see
is
the
risks
in
your
area,
to
your
ability
to
offer
your
program
and,
as
I
said
at
the
beginning
of
the
presentation,
there
are
very
few
places
at
the
city
where
there
isn't
some
requirement
to
access
technology
and,
in
some
places,
heavy
access
to
technology.
G
So
if
you've
got
an
individual
who's,
not
an
IT
type,
and
yet
they
have
a
high
reliance
on
systems
of
some
sort.
Even
if
it's
just
a
word
program
or
a
spreadsheet
program,
then
they
you
know
they
would
identify.
It
is
a
IT
processes
as
a
risk
for
them,
but
they
may
not
be
aware
of
of
what
lies
below
some
of
some
of
the
activities.
Some
of
the
the
systems
on
the
information
that
they
depend
on
yep.
This.
H
Is
I
mean
it's
not
a
specifically
yes,
City
of
Ottawa
problems?
Some
of
this
exists
in
public
and
private
enterprises,
as
people
are
using
technology
than
the
devices
that
they're
bringing
in
for
the
work
just
using
Dropbox,
for
example,
raises
potential
lists,
but
these
consumer
level
tools
are
very
tempting
for
people
to
want
to
bypass
the
the
CEOs
office.
In
order
to
get
things
done.
G
Mr.
chair,
we
didn't,
we
didn't
compare
the
city
to
two
other
entities,
but
what
we
did
look
at
is
what
what
we
would
expect
to
see
in
an
entity
of
this
size
and
of
this
importance
and
as
you
see
as
you
can
see,
we
felt
that
there
should
be
a
better
integration
and
a
more
holistic
approach,
not
risk
management
and
IT
and.
H
I
look
forward
to
seeing
the
city
manager,
sir
proposals
for
embedding
the
CIO
function.
More
centrally
I
mean
IT
decisions
moving
forward.
The
the
other
question
I
have
for
you
is
with
respect
to
you
on
page
98
and
was
in
your
presentation
as
well
notwithstanding.
These
potential
savings
must
be
noted
that
necessary
changes
to
upgrade
replace
the
city's
infrastructure
and
to
adequately
increase
the
city's
IT
security
protection
will
require
significant
investment
in
coming
years.
H
G
H
A
A
You
mr.
chair
I,
probably
I,
want
to
touch
on
the
same
question.
You
asked
an
objective
number:
eight.
There
is
an
area
of
potential
saving
and
it
require
to
have
to
have
a
consultant
to
require
three
code
from
consultant.
It's
not
in
the
recommendation.
If
I
look
at
the,
if
I
look
at
the
report
properly
you're
number
eight
objectives
that
we
have
a
potential
savings.
It
says
in
the
report
there,
but
it's
not
in
the
recommendation
and
that's
what
I
think
counselor
Allen
was
looking
for.
G
We
had
to
two
separate
audits
in
ISD.
One
was
administrative
and
one
was
that
technical
and
in
this
is
D
report
and
in
a
previous
one
we
did
indicate
that
that
improving
their
prayer
procurement
practices
with
with
consultants
would
bring
about
savings.
That
specific
one
that's
mentioned
and
I
forget
the
page
that
was
pointed
out
by
Councillor
hubely
is
in
the
administrative
report,
and
that
refers
specifically
to.
G
The
pricing
by
ten
percent
would
deliver
savings
and
the
idea
being
that,
if
you
were
to
we've,
never
be
fully
conscious
of
what
it's
going,
what
the
alternatives
will
cost.
So
if
the
alternative
is
to
tender
every
job,
there
was
a
there's
a
cost
associated
with
the
tendering
and
there's
also
a
capacity
that
that
that
the
purchasing
staff
have
to
handle
their
work.
G
So
it
wouldn't,
it
wouldn't
be
prudent
to
increase
our
purchasing
costs,
our
cost
of
operating
the
purchasing
department,
so
that
we
could
get
better
pricing
on
our
construction
jobs
if
those
costs
exceed
the
savings.
So
the
the
the
middle
ground
that
that
that
we
suggested
and
management
agreed
in
the
technical
report
was
rather
than
tender.
All
of
that
work
and
I
think
the
number
was
something
like
three
hundred
projects
and
that's
a
significant
amount
of
work
simply
reduce
the
reduced.
The
costing
and
the
same
would
the
same
recommendation
will
apply
to
this
work.
A
J
Chair
on
the
inspection
side,
is
it's
not
a
requirement
for
the
inspection
services
on-site?
To
be
an
engineer
that
you
do
have
engineering
oversight
from
the
project
manager
similar
is.
If
we
use
external
consultants,
we
would
not
just
be
engaging
in
the
inspector,
but
we
would
be
engaging
in
overall
contract
administration
team,
which
is
a
combination
of
engineers,
tactical
people
and
then
intact
with
people
on-site,
that's
trained
to
do
construction,
inspection.
J
A
difficult
denture
onto
over
300
major
projects,
it
does
vary,
but
on
the
city
side
there
is
one
project
manager
on
a
project
and
then
projects
are
either
from
a
construction
perspective
administered
internally
versus
externally.
But
there
is
on
a
project.
There
is
only
one
contract
administrator,
but
you
may
have
a
50
million
dollar
project
that
you
would
have
multiple
inspectors
overseeing
the
entire
project.
A
A
Thank
you
very
much.
I
just
have
a
question
about.
We
spent
75
million
a
year
on
winter
operation.
I,
like
it
I
see
this
shot
on
page,
133
and
I
know
we're
trying
to
compare
best
practices
between
Toronto
Hamilton
and
whatever
I
just
wanna.
It
will
be
nice
to
have
next
time
if
we
can
have
the
what
will
cause
the
City
of
Toronto
for
their
operation
winter
operations.
So
we
can
be
able
to
compare
of
what
how
how
much
we're
spending
in
this
area
far
away.
A
A
In
salt
a
year,
and
thank
you
very
much
for
bringing
those
numbers
and
I
looked
at
the
report,
and
it
says
well
we're
not
calibrating
our
machines
enough.
We
should
be
supposed
to
be
a
collaborator
twice
a
year,
but
when
I
look
at
the
chart
134
and
it
breakdown
the
time
that
spend
in
the
shop
and
I
know
that
is
50%-
that
it's
a
nice
shot.
But
there's
50%
that
stop
don't
do
other
activity.
A
B
Thank
You
counsel
guru,
so
let's
try
this
again.
Mr.
Newell
mr.
Bern,
it's
gonna
be
between
the
two
of
you,
honest
I've
got
a
few
questions
to
do
with
the
contracting
piece
of
it
and
what
I'm
trying
to
get
at.
Thank
you
for
capsule
DeRoos
to
clarify
the
other
piece,
but
also
in
the
report.
It
talks
about
that.
We're
not
providing
appraisals
for
the
consultants
and
the
contractors
that
we
use
and
I'm
just
wondering
why
we
wouldn't
do
that,
because
that
to
me
that
seems
like
a
very
valuable
tool
now.
J
J
But
since
then,
as
of
January
of
this
past
year,
we've
implemented
a
vendor
performance
management
system,
which
is
all
about
making
sure
that
everybody
performs
well
in
the
delivery
of
their
services,
and
we
now
have
a
project
management
office
in
place
to
make
sure
that
we
have
compliance
of
the
appraisal
so
that
we
can
use
those
appraisals
a
to
help.
Everybody
perform
better
because
you're
all
successful
project
the
lives
of
our
consultants
and
contractors
to
be
successful
and
also
that
information.
B
So
you're
going
to
be
achieving
close
to
100%,
then
with
the
debt
that
is
absolutely
goal.
Yes,
okay
and
and
then
you
can
use
that
information
as
well
for
when
we
go
to
contract
for
other
people,
that's
correct,
other
jobs,
that's
correct!
That's
our
intent!
Okay!
Now
on
the
question
in
here
that
was
touched
on
earlier
by
the
other
demo
to
do
with
the
contract
thresholds,
setting
the
contracts
below
the
threshold
and
then
upping
the
value
afterwards.
That,
of
course,
I
think
would
be
of
concern
to
everybody
here
on
the
committee.
J
Take
a
crack
of
that
and
maybe
misuse
and
jump
in
so
I.
Think,
first
of
all,
when
you
refer
to
the
audit,
there
was
the
objective
when
it
talked
about
opportunities
of
a
million
dollar
savings.
And
if
you
look
at
the
audit
itself,
recommendation
two
does
address.
The
issue
is
standing
offers,
so
the
standing
offer
is
a
process
whereby
we
go
through
a
process
to
qualify
consultants,
and
then
those
consultants
must
provide
hourly
rates
for
us
because
it's
used
for
scope,
support
that
has
not
is
yet
to
be
determined.
J
So
it's
a
standing
offer
to
say
that
for
X
number
of
dollars
we
have
qualified
to
be
able
to
conduct
the
work
so
that
process
right
now
is
once
you
qualified.
You
go
on
the
list
that
we
can
engage.
Consulting
firms
up
to
$250,000
and
through
the
courts,
have
this
audit
and
then
working
closely
with
the
Auditor
General.
J
We
saw
an
opportunity
that
we
currently
ask
the
rates
to
be
reduced
by
5%
when
the
assignments
over
100
and
but
it
will
be
a
5%
reduction
up
to
the
250,000
threshold,
looking
at
opportunities
for
further
savings
and
realizing
the
ebb.
The
effort
it
would
take
to
go
through
a
more
formal
process.
We
now
in
the
recommendation,
was
suggesting
that
there
be
a
further
reduction
that
in
results
of
an
overall
10%
which,
based
on
the
number
of
call
ups,
translates
into
it.
What
we
estimated
at
this
point
in
time,
$350,000.