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From YouTube: Audit Committee - 27 October 2020
Description
Audit Committee, October 27, 2020
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
A
Do
mr
chair,
thank
you
so
much
morning
everyone
welcome
to
the
to
the
committee
just
a
reminder
to
keep
your
microphones
on
mute
until
you
are
called
on
to
speak.
If,
at
any
point
you
want
to
speak,
you
should
rate
use
the
ray's
hand
on
the
zoom
function,
which
you
will
find
in
the
zoom
controls
at
the
bottom
of
the
window
near
the
audio
controls
the
committee
coordinator
and
I
will
be
watching
for
those
cues
and
as
usual,
the
five-minute
limit
for
speaking
will
will
apply.
A
A
A
Concealer
kavanaugh
here
and
vice
chairman
good
morning
here
good
morning,
everyone
thank
you
for
joining
us.
The
auditor
general
has
presentations
for
every
item,
so
we
will
hold
all
those
items
to
receive
the
presentations
and
entertain
questions
and,
as
we
usually
do,
the
auditor
general
has
one
presentation
for
all
the
items,
but
we
will
stop
at
each
segment
and
to
ask
our
questions
to
and
then
the
the
staff
that
are
assigned
to
those
those
issues
can
can
be
released
and
and
then
we'll
move
on
to
the
next,
the
next
segment.
A
A
B
A
E
E
E
E
Today,
mr
chair
and
members
of
the
audit
committee,
we
have
three:
we
have
our
focus
on
fraud
and
waste
hotline.
We
have
three
reports:
the
investigation
of
the
leaked
cancellation,
cancellation
for
300
coventry,
review
of
oc,
transpo
bus
maintenance,
review
of
oc,
transpo
driver
training
and
finally,
the
2019
fraud
and
waste
hotline.
Annual
report
members
of
the
committee
will
recall
is
that
we
were
going
to
be
presenting
this
actually
just
before
the
the
shutdown
for.
B
F
F
F
So
back
in
then
in
2015,
baseball
and
rent
collection
commenced
in
2017.
However,
ibo
began
falling
behind
on
its
rent
payments
that
year,
they
paid
roughly
twenty
thousand
dollar
in
parking
fees,
but
less
than
half
of
the
almost
three
hundred
and
sixty
thousand
dollars
in
facility
rent
that
was
due
to
assist
the
team.
In
october,
2017
staff
agreed
to
defer
the
life
cycle
payments
that
were
due
in
2017
and
2018.
F
F
Ibo
owed
the
city,
419
000
in
unpaid
base
and
additional
rents
and
over
a
hundred
thousand
dollars
in
interest
payments,
interest
charges,
and
that
does
not
include
the
life
cycle
recovery
payments
that
the
city
had
had
deferred
the
city
entered
into
a
debt
repayment
agreement
with
ibo
and
in
doing
so
in
statute,
ibo
was
no
longer
in
default.
Now
this
is
important,
because
city
policy
prevents
it
from
entering
into
facility
use
agreements
if
the
party
is
in
default,
so
to
enable
continuation
of
the
2019
season,
city
staff
entered
into
three
facility
use
agreements
with
ibo.
F
So
at
the
end
of
september,
sorry,
as
of
the
end
of
september,
118
thousand
dollars
have
been
received
from
the
city
by
the
city.
The
ninety
thousand
dollars
of
restructured
debt
that
was
to
been
recovered
on
september
4th
was
also
not
paid
as
well.
No
payment
was
received
on
the
over
223
000,
due
on
the
three
facility
use
of
use
agreements
next
page,
please
next
slide.
F
F
While
the
doa
grants
the
director
creel
powers
to
administer
a
lease,
it
does
not
specifically
say
that
it
includes
the
authority
to
terminate
a
lease
now.
Staff,
including
a
solicitor
from
the
city,
interpret
this
delegated
authority
to
administer
release,
to
include
the
authority
to
terminate
elise
so
based
on
the
city's
interpretation,
and
in
our
opinion,
it
was
reasonable
to
conclude
that
the
city
had
the
delegated
authority
to
enforce
the
termination
clause
once
it
was
determined
that
ibo
was
in
default.
However,
we
believe
it
would
be
more.
F
F
F
F
First,
the
fedco
memo
ignored
the
significant
life
cycle
payments
from
the
initial
lease,
while
there's
no
mention
of
the
life
cycle
payments
and
the
memo
submitted
to
fedco.
These
payments
were
included
in
an
earlier
draft
version
of
the
memo
that
was,
however,
it
was
subsequently
removed
at
the
request
of
senior
city
staff.
F
F
Next
slide,
please,
we
next
looked
at
the
assessment
act.
We
found
that
the
original
lease
was
not
in
compliance
with
the
assessment
act
with
respect
to
property
taxes.
Audit
committee
will
remember
that
a
similar
issue
issue
was
identified
in
our
audit
city
leases,
which
we
tabled
in
april
of
2019
to
the
assessment
act.
All
real
property
in
ontario
was
subject
to
assessment
and
taxation
with
some
specific
exemptions.
F
One
such
exemption
is
land
owned
by
the
municipality
in
a
1992.
Bylaw
authorized
by
council
exempted
300
coventry
from
taxes
for
municipal
or
school
purposes,
without
this
bylaw,
the
city,
as
the
landlord
would
be
required
to
contact
mpac
to
alert
them
that
a
tenant
was
occupying
the
space
and
it
needed
to
be
assessed.
F
However,
as
was
set
out
back
in
1992,
the
bylaw
was
automatically
repealed
on
december
31st,
2018
and
impact
hadn't
had
not
as
yet
been
contacted.
As
of
the
time
of
our
work
next
slide,
please,
and
the
last
area
we
looked
at
was
were
the
bonusing
provisions
under
the
municipal
act.
The
municipal
act
prohibits
municipalities
from
directly
or
indirectly
assisting
an
entity
with
bonusing.
A
Thank
you
very
much,
mr
deputy
auditor
general.
Mr
miner.
Thank
you
very
much
for
the
presentation
we're
going
to
go
to
questions
now.
We
have
no
delegations,
I'm
going
to
go
to
questions,
but
can
I
can
staff
indicate
who
from
staff
is
on
the
is
on
the
call
to
answer
questions
from
members
of
the
committee?
Please.
A
D
Thank
you
chair.
My
first
question
is
what
I
didn't
see
in
this
report
related
to
the
coventry
lease
was.
I
thought
we
made
a
major
investment
around
a
million
dollars
before
the
lease
started,
but
as
part
of
the
lease
we
did
upgrades
to
the
facility-
and
that
is-
is
that
number
correct?
I
I
guess
mr
canalacas.
G
H
D
F
With
the
scope
of
our
audit,
we
were
just
we
were
looking
at
the
the
cancellation,
and
I
mean
that
was.
We
responded
to
a
fraud
and
waste
report
that
came
in
so
we're
dealing
with
the
cancellation
and
the
compliance
around
that
cancellation,
not
so
much
the
original
entering
into
the
lease,
so
that
would
have
been
outside
of
our
scope.
D
Is
it
safe
to
summarize
that
while
mistakes
were
made
at
various
stages
through
here
that
the
decisions
were
made
in
good
faith
with
the
information
that
they
had
at
that
time,
and
while
it
did
lead
to
the
loss
of
tax
dollars,
nothing
illegal
or
unethical
happened?
Is
that
a
fair
summary
of
your
audit.
F
As
far
as
actually
the
initial
entering
into
the
agreement,
I
think
that
would
again
we
didn't
look
at
that.
We
have
no
reason
to
suspect
anything.
We
certainly
didn't
see
anything
at
the
end
of
the
when
we're
canceling
the
lease
we
didn't
get
any
indication
that
this
was
a
there
was
any
anything
untoward
going
on.
It
was
just
you
know:
the
city
staff
were
caught
in
a
you
know,
we're
now
in
a
bad
situation,
with
a
lease
that
a
tenant
was
unable
to
pay.
D
Okay,
thank
you.
So
my
final
question
then,
would
be
to
I
guess,
derek
again,
if
you
don't
mind
so
the
recommendations
coming
out
of
this
audit
you're,
accepting
them
and
you're
implementing
them,
so
we
can
safely
assume
that
we
shouldn't
see
another
experience
like
this
in
the
near
future
for
the
city
or
the
taxpayers.
Is
that
fair
enough.
C
Thank
you,
mr
chair
and
my
question.
Is
I
mean
you
go
through
the
report
and
I
know
you
your
your
audit
was
directly
on
on
fraud
and
waste,
but
but
really,
how
much
can
city
do
with
the
with
what
we
were
facing
with
it
like?
It
was
there's
an
another
opportunity
for
the
city
to
do
better
than
what
has
been
done
based
because
you
know
the
baseball
was
falling
down,
that
there's
no
team,
there's
no
a
tendency,
I'm
just
wondering
like.
C
F
More
of
a
comment:
no,
I
can't
sorry
I
I
you
know
agree.
It
was
a
very
difficult
situation
that
the
city
was
in
and
again
we
we
weren't
looking
to
to
second-guess
the
decisions
and
that
were
made.
It
was
more
the
information
that
was
brought
up
to
council
as
well
as
some
other,
some
other
compliance
issues
that
we
were
looking
at,
so
that
you
had
the
information
that
accurately
reflected
the
situation.
C
B
H
Of
considerations
that
were
contemplated
at
the
time,
the
the
challenge
we
were
dealing
with
at
the
you
know
in
2019
was
we're
dealing
with
a
very
specific
use
for
that
facility.
You
know
a
very
specific
tenant
with
a
franchise
that
that
you
know
it's
not
like
it's
a
standard
retail
space
where
we
could
turn
around
and
find
another
tenant.
B
So
I
mean,
as
counselor
al
shantiri
said
it's.
It
was
quite
obvious
that
this
operation
was
was
floundering,
was
obvious
to
anybody
who
went
out
there
given
that
did
was
there
I
this
was
before
my
time,
but
did
anybody
come
back
to
council
and
say
this
is
a
really
poor
prospect?
Should
we
go
into
another
agreement
with
the
facilities
of
with
the
facilities
people
did
anyone
did
they
seek
any
expertise
outs?
Besides
the
management
team.
B
Okay,
on
page
six
of
the
report,
it
says
when,
when
management
reported
to
fedco
that
the
fedco
report
ignored
the
life
cycle
payments,
and
then
it
says
down
the
the
these
payments
were
included
in
the
earlier
draft,
but
were
subsequently
removed
at
the
request
of
senior
staff.
These
together
made
the
gap
between
what
they
used
to
pay
and
what
they
pay
under
the
and
the
permits
even
larger.
B
G
H
B
H
G
B
G
Madam
mr
chair,
the
my
understanding
is
that
the
other
than
the
life
cycle,
the
outstanding
rent,
has
been
built
back
into
the
new
lease,
so
we've
actually
moved
forward.
I
mean
that
was
part
of
the
whole
discussion.
I
mean
it
just
for
a
little
bit
of
context
is
that
when
they
were
failing,
we
then
came
back
to
council
and
talked
about
and
got
direction
about,
trying
to
find
another
tenant
to
fit
the
specific
purpose
of
that
stadium.
G
We
were
successful
in
finding
the
group
from
out
west,
mr
katz
and
which
is
going
to
be
starting
up
next
year,
and
you
know,
did
our
due
diligence
with
them
and
rolled
into.
That
is
the
outstanding
payments
that
were
owed
by
the
previous
tenants.
So
we
protected
the
taxpayer
in
terms
of
that
and
the
life
cycle,
life
cycle
agreement
or
the
life
cycle
for
the
stadium
is
also
part
of
that
agreement
in
terms
of
the
city's
responsibility
and
their
responsibility.
B
G
Well,
I
think
the
issue
on
on
this
one
is
that
that
they
defaulted
and
I
know
there
we
need
to.
I
agree
with
the
auditor
general
that
we
need
to
clarify
and
mr
minor
what
he
says
in
terms
of
the
delegate
of
authority,
but
the
previous
tenant
defaulted
on
the
lease,
so
staff
felt
they
have
the
delegated
authority
to
deal
with
it
because
it
wasn't
us
proactively,
terminating
they
actually
defaulted
under
the
terms
of
the
previous
agreement.
Therefore,
we
had
to
take
action
because
they
weren't
paying
us
they
stopped
paying.
G
I
I
F
The
way
I
thought
you
can't
recall
the
exact
wording,
but
I
believe
it
was
along
the
lines
of
you
know.
Council
did
not
get
the
full
picture
here.
You
know
they're
the
city
staff
we're
not
in
compliance
with
the
with
their
authorities
when
they
did
this,
so
that
was
the
nature
of
it.
So
that's
what
we
did
our
investigation
on.
I
F
I
Yeah,
I
think
I
think
that
it's
pretty
broad,
I
I
I
mean
it's
I
mean
fraud
is
a
is
a
big
claim
in
waste.
Well,
I
I
think
that
this
is
a
very
expensive
piece
of
real
estate
is
what
it
is,
and
I
think
that
from
what
I
can
see
is
the
fact
that
it's
such
a
specialized
piece
of
real
estate.
That
is
the
problem.
I
It's
the
only
tenants
that
could
be
there
are
baseball
teams
and
we're
we're
hopeful
that
a
baseball
team
will
come
and
then
it's
obviously
not
something
that
is
very
profitable
and
very
well.
It's
you
know
it's
it's
up
to
the
whims
of
of
people
showing
up
so
that
that
would
be
helpful
to
to
know
the
direction
in
terms
of
the
of
what
happened
in
2019
went
to
fedco.
I
F
Well,
we're
not
suggesting
the
decision
would
have
been
any
different,
but
the
information
provided
to
council
could
have
been
more
wholesome
to
say:
we've
got
a
whole
bunch.
You
know
there's
a
lot
of
money
out
there
that
really
you
know
we're
gonna
try
to
collect,
but
you
know
the
chances
are
not
very
good
something
along
along
those
lines
given
given
the
past
the
odds
of
getting
that
money
were
not
particularly
high
now
something
more,
you
know
than
obviously
not
those
words,
but
something
more
along
those
lines.
I
Yeah,
no,
I
think
that
that's
a
that's
very
good
point
is
it
I
mean.
Is
this
whole
issue
is
because
this
this
property
is
so
specialized.
Is
this
the
kind
of
the
crux
of
the
problem
here
that,
as
mr
kanilakis
was
stating
how
it's
a
needle
in
a
haystack
to
find
somebody
else
to
operate
this
facility?
I
G
Mr
chair,
the
yeah,
it's
a
very
sp
purpose
specific
facility.
The
counselor
is
correct.
I
think
the
bridge
is
going
to
help
the
light
rail
is
going
to
help.
I
think
the
fact
that
this
particular
management
team-
that's
coming
in
with
this
team,
has
been
successful,
greatly
successful
in
another
city
out
west
in
in
in
baseball,
I
think
they're
a
really
strong
management
group.
They
have
deeper
pockets,
the
previous
owner
and
so
right
now
you're
correct
it's
a
baseball
stadium.
It
has
to
be
a
baseball
team.
G
G
I
mean
the
first
obvious
choice:
was
you
don't
lease
it
and
you
try
to
do
something
else
to
the
stadium
and
other
purposes,
and
we
didn't
feel
there
would
be
enough
revenue
generated
because
most
other
sports,
as
mr
shenya
will
confirm,
can't
use
that
particular
setup.
The
way
the
ball
diamond
is
set
up
to
play
their
sports
at
a
competitive
level.
You
know
concerts
were
a
possibility.
That
was
another
thing,
but
you
know
there's
some
issues
in
the
neighborhood
about
having
concerts
and
and
the
noise
etc.
G
But
that
has
been
successful
in
the
past,
but
it's
not
enough
to
generate
the
revenue
required
and
the
third
option
is
was
to
you
know:
moth
ball
it
or
to
eventually
redevelop
that
entire
site,
and
that's
something
that
you
know
ultimately
council
may
have
to
deal
with
if
we
can't
be
successful.
But
we
believe
that
with
osage,
I'm
supporting
this
ownership
group
with
the
depth
of
this
ownership
group,
even
though
covert
has
thrown
a
bit
of
a
wrench
in
it,
that
they
will
bring
a
different,
a
different
business
model
to
it.
I
G
J
I
Okay,
well,
land
is
a
very
valuable
thing
right
now,
mr
calalacas,
at
what
point
do
we
call
it
quits
that
that
it's
just
not
gonna?
It's
not
gonna
work,
and
I
brought
my
grandkids
there
by
the
way,
and
so
they
they
went
and
caught
foul
balls
and
had
a
blast,
but
but
they
were
running
around
because
it
was
empty.
So
and
it's
it's
not
sustainable
and
and
kova
did
we
don't
know
how
long
it's
gonna
last.
So
when
do
we
call
it?
G
Well,
this
is
you
know
this.
That's
the
the
question.
Kovitz
certainly
is
an
impact,
but
I
think
the
the
determining
factor
will
be
the
ability
of
the
tenant
to
be
successful
on
site
and,
if
they're,
if
they're
successful,
I
think
that
there's
a
a
a
a
city,
a
city,
a
positive
purpose
for
the
site
in
terms
of
entertainment
and
bringing
people
in
and
other
other
teams
coming
to
the
coming
to
the
nation's
capital.
I
G
Well,
mr
chair
is
hard
to
say
because,
if
they're
paying
their
rent
and
they're
able
to
succeed
well,
then
they'll
stay
in
the
ball
diamond
and
in
the
center
and
they'll
continue
playing
if
they
falter
and
they
wish
to
depart
then.
Obviously,
that's
a
decision
point.
I
can't
predict
how
long
that
would
be,
I'm
hoping
that
you
know
they're
able
to
carry
something
forward
and
they're
and
that
they're
able
to
to
carry
through
covid.
But
it's
a
it's.
A
Thank
you,
councillor
kavanaugh.
I
see
that
council
shanti
wants
to
be
back
on
the
list,
but
before
before
he
does
I'll.
Just
like
the
city
manager
said,
you
know,
we
do
have
a
lease
with
with
a
new
with
a
new
entrepreneur
that
who
wants
to
make
a
go
of
it
and
who
has
taken
on
the
debt
and
I'll
I'll,
be
asking
some
questions
about
that
later,
the
the
cost
of
the
other,
the
other
operator,
certainly
as
a
community,
covid
and
postcovid.
A
We
want
to
encourage
these
these
businesses,
this
entertainment,
that
that
increases
the
socialization
and
the
excitement.
If
you
will
in
the
city,
I
remember
when
the
the
property
was
built
in
1992,
the
lynx
couldn't
get
near
the
place.
It's
a
question
of
having
the
right
operator
how
they
promote
and
how
they
how
they,
that
you
know
the
product
that
that
that
they
produce
and-
and
I
think
there
is
room
for
for
baseball
for
baseball
in
ottawa,
but
again
the
difficult
circumstances
we
see
from
from
many
sports
team.
A
I
will
also
bring
to
the
attention
of
councillor
kavanaugh
that
the
bridge
was
built
not
just
for
this.
It
was
built
so
that
the
overbrook
community
could
access
the
lrt
at
trombley
station
easily
and
safely
at
the
via
station,
and
there
are
two
hotels
also
on
that
property
that
that
that
can
access,
lrt,
using
the
max
keeping
bridge
and
just
to
comment
before
I
go
back
to
you.
Councilor
al
shantiri.
A
A
The
alternative,
I
guess,
would
have
been
to
simply
cancel
the
lease,
take
the
108
000
from
the
letter
of
credit
and
that
that
would
have
been
it
as
opposed
to
entering
entering
into
a
new
agreement
and
and
trying
to
recoup
some
of
the
losses
that
way
I'll
have
more
questions
to
to
staff
later.
But
let's
go
to
council
al
shantiri
for
round
two.
C
So,
to
be
honest
with
your
my
understanding
at
the
time-
and
I
hope
I'm
not
wrong,
my
understanding
losing
a
hundred
thousand
was
better
than
losing
the
whole
tenant
because
we
didn't
have
people
lining
up
to
rent
this
place.
So
if
then,
if
dan
cheney
on
a
call
I'd
like
to
clarify,
why
did
we
allow
exemption
of
the
life
cycle
at
the
time
organs.
C
Thank
you,
mr
shiny
and,
and
mr
chair,
I
echo
your
sentiment.
I
don't.
I
think
we
were
trying
to
make
best
of
the
after
situation
after
time
and
try
to
recoup
to
the
taxpayer
as
much
as
we
can,
because
the
easy
one
was
just
to
close
the
book
on
on
the
team
and
let
them
go
and
and
the
hard
one
was
trying
to
find
a
solution
to
to
not
to
lose
everything.
C
A
Thank
you,
council
al
shantiri,
not
seeing
any
other
hands
up.
I
have
a
couple
of
questions
I
I
guess
it
goes
perhaps
to
mr
moody
or
or
maybe
to
finance.
I
don't
know
the
the
108
000
letter
of
credit
that
we
recouped
is
the
base
rent,
but
that
is
certainly
not
the
entire
rent,
because
there
is
additional
rent.
A
H
Mr
chair,
it's
it's
standard
that
we
would
take
a
letter
of
credit
or
securities
of
some
form
with
respect
to
the
base
rent
for
a
facility
like
this.
With
respect
to
the
overall,
you
know
rent
or
revenue
generation.
Some
of
those
are
based
on
cost
sharing
or
revenue,
sharing
projections
that
we
don't
necessarily
have
a
clear
picture
of
how
we're
going
to
be
successful
in
the
the
lease
builds
in
performance
metrics,
where
we
share
in
in
revenue.
H
But
in
that
we
also
do
accept
some
risk
that
you
know
in
order
to
encourage
the
use
and
encourage
the
activity.
You
know
we're
not
we're
not
looking
to.
You
know
secure
for
all
all
potential
revenues
recognizing
that
some
of
that
is
tied
to
the
success
of
the
team,
and
we
want
the
team
to
ultimately
be
sustainable.
A
Did
we
get
the
the
full
picture
and
what
due
diligence
did
the
staff
do
make
when
they
recommended
to
council
that
that
we
we
alter
the
alter?
The
agreement
was
any
evaluation
done
as
to
the
possibility
of
success
in
the
2019
and
20
and
subsequent
seasons.
Given
the
very
poor
attendance
in
2018
and
2019.
A
H
Mr
chair,
I'm
not
in
a
position
to
speak
to
the
actual
specifics
of
with
respect
to
you
know
how
much
additional
attendees
would
be
required,
but
there
was
a
review
done
at
the
time
and
and
through
that
dialogue
with
the
the
former
tenant
to
to
come
up
with
a
plan
that
that
everybody
around
the
table
at
the
time
thought
was
reasonable
and
you
know
as
time
as
time
brought
out.
Unfortunately,
that
didn't
turn
out
to
be
the
case.
A
Noted
and
and
as
we
enter
into
these
commercial
leases
with
with
operators
for
the
use
of
city
facilities,
I
would
recommend
that,
when
we're
evaluating
these
things
that
we
we
put
a
a
bit
of
a
business
eye
to
it
they're
making
these
commitments
they
have
to
come
up
with
this
amount
of
money.
That
means
this
amount
of
extra
attendance.
H
Council,
my
understanding
is
that,
yes,
there
was
a
a
review
of
a
variety
of
those
parameters
regardless.
I
can't
speak
to
the
specifics
as
to
what
those
answers
ultimately
required
at
this
time,
and
I
think,
as
we
as
history
has
proven,
you
know
the
the
parameters
that
were
identified
that
were
determined
at
that
time
to
be
reasonable,
you
know
were
not
ultimately
met.
A
A
I
think
you
are
free
to
go
and
back
and
thus
ten
seconds
back
to
the
agenda
on
item
number,
one,
that
the
audit
committee
received
the
office
of
the
auditor
general's
investigation
of
the
lease
cancellations
for
300
coventry
road
and
recommend
the
council
consider
and
approve
the
investigations.
Recommendations
is
that
item
carried.
E
A
F
We
conducted
a
review
of
oc
transpo
bus
maintenance.
The
transit
and
fleet
maintenance
group
maintains
approximately
a
thousand
buses
and
provides
regular
and
preventative
maintenance
to
oc
transpose
flight.
This
includes
annual
and
semi-annual
mto
required
inspections,
preventative
maintenance
inspections,
visual
inspections,
unplanned
repairs,
warranty,
work
as
well,
all
other
capital
works,
and
these
services
are
provided
by
approximately
225
mechanics
at
four
city
facilities
or
facilities
across
the
city
and
maintenance
facilities
are
also
carried
out
by
third
parties
under
contract
and
bus
maintenance
is
generally
managed
and
tracked
using
a
system
called
m5.
F
F
Our
overall
objective
was
to
assess
the
city's
management
practices
over
oc,
transpose
bus
maintenance
related
to
the
safety
of
the
bus
fleet.
So
we
weren't
looking
here
at
the
efficiency
or
the
cost
effectiveness
we're
focusing
on
the
safety
of
the
bus
fleet
as
as
related
to
bus
maintenance.
Next
slide,
please.
F
So
the
scope
of
the
review
included
an
examination
of
bus
maintenance,
inspection
and
maintenance
practices
and
data
for
2017
to
2019.
That's
the
the
rough
range
of
the
data
that
we
looked
at
there
so
next
slide.
Please
and
our
review
focuses
on
four
areas:
preventable
collisions
management,
information
inspections
and
work.
Orders
next
slide,
please.
F
So.
First
we
looked
at
preventable
collisions
risk
master
is
a
program
that
the
city
uses
to
track,
collisions
and
incidents.
It
includes
any
damage
to
or
involving
a
vehicle.
It
has
information,
investigative
notes
and
a
rating
and
rationale
analyzed
risk
master
data
for
period,
and
this
time
went
back
to
2015,
to
2019
to
determine
whether
oc
transpo
bus
collisions
were
due
to
driver
error
to
equipment
failure
or
to
some
other
cause.
F
We
found
that
almost
all
preventable
collisions
were
due
to
driver
error
and
were
not
due
to
mechanical
failure.
Therefore,
bus
maintenance
practices
did
not
appear
to
be
leading
to
collisions.
Second,
we
looked
at
management
information.
We
expected
to
find
practices
in
place
to
monitor
and
assess
the
effectiveness
of
bus
maintenance.
F
We
found
that
key
management
information
does
exist
and
is
provided
at
all
web
management
levels.
Discussions
with
management
indicate
that
these
reports
are
reviewed
and
acted
upon.
In
other
words,
this
is
an
area
where
they're
watching
the
data
they're
paying
attention
to
it
next
slide.
Please
we
then
looked
at
bus
inspections,
a
key
control.
F
So
if
you
can
picture
a
thousand
buses
annual
and
semi-annual
look
at
that
over
a
two-year
period,
yeah
in
the
ballpark
of
4
000
inspections
that
were
done
correctly,
12
we
found
were
not
so
we
followed
up
on
these
exceptions
with
management
and
we
recommended
changes
to
address
the
systems.
The
system
changes
that
were
required
because
it
was
a.
They
were
very
detailed
system,
related
issues
that
were
behind
these
12
inspections,
not
getting
not
getting
completed.
F
Then
there
are
the
oc
transpo
inspections.
Excuse
me,
in
addition
to
the
mto
inspections
for
more
than
10
years,
oc
transfer
has
performed
preventative
maintenance
a
or
they
call
them
pma
inspections
every
60
days.
So
these
inspections
are
designed
by
oc
transport
engineering
team
based
on
manufacturer
recommendations
and
the
bundling
of
work,
so
the
60-day
integral
was
set
to
optimize.
The
number
of
times
that
a
bus
goes
into
the
garage
for
non-legislative
preventative
and
maintenance
work.
F
F
F
If
inspections
continue
to
find
defects,
we
found
that
inspections
conducted
by
mto
shall
show
a
very
high
rate
of
compliance,
providing
further
evidence
that
the
required
bus
maintenance
is
occurring
slide.
Please
and
then.
Lastly,
we
looked
at
work
orders
we
affected
expected
to
find
the
scheduled
preventative,
maintenance
and
bus
repairs
are
performed
on
a
timely
basis.
We
found
that
open
work
orders
and
on
defects
and
campaigns
are
closely
monitored,
but
they
are
not
always
updated
to
reflect
revised
desired
due
dates
for
completion.
F
We
also
found
that
oc
transfer
was
not
tracking
and
analyzing
overrides
and
suspensions
of
work.
Orders
of
the
200
000
work
orders
that
oc
trans
will
process.
Over
the
last
two
years,
approximately
four
percent
were
overridden
or
suspended.
Now
there
can
be
legit
very
legitimate
reasons
to
override
or
suspend
a
work
order.
F
A
D
Thank
you
very
much,
mr
chair,
mr
marconi,
the
majority
of
the
recommendations
in
this
report
are
focused
on
helpful
suggestions
to
improve
upon
reporting,
and
I
note
that
you're
agreeing
to
all
the
recommendations
and
you
either
implement
it
or
they're
in
various
stages
of
being
implemented.
Is
that
correct,
you're
agreeing
to
all
of
them.
D
Okay
and-
and
I'm
gonna
make
a
comment
here-
that
this
is
what
audits
are
supposed
to
do.
This
is
the
the
benefit
of
an
audit.
Is
they
actually
took
a
look
at
your
processes
and
made
some
very
good
suggestions
on
what
to
do
to
improve
it?
So
I'm
quite
comfortable
with
this
audit,
and
I
think
it
was
timely-
the
work
order,
one
that
the
deputy
auditor
general
just
referenced.
D
K
Yes,
mr
chair,
through
you
to
counselor
hubley
mr
greer
and
his
team
are
doing
exactly
what
the
auditor
has
recommended.
You
know,
they've
said:
we've
got
very
good
results
in
this
whole
area
and
and
really
to
look
at
the
two
things.
The
assist
some
controls,
which
mr
is
already
moving
on
and
and
to
look
at
the
cost,
benefit
analysis
on
on
our
60-day
inspection
work
order
process.
So
it's
around
system,
controls
and
we've
started
work
on
all
six
recommendations.
D
A
I
Thank
you
yeah,
following
up
on
councillor
hubley,
so
I
appreciate
your.
I
was
gonna
ask
about
about
the
overrides
as
well.
What
what
typically
is
is
the
reasoning
for
them
since,
since
it's
a
little
unsure
is
it?
Is
it
due
to
the
fact
that
it's
very
busy
you
just
got
to
get
the
buses
out
there
and
there's
just
no
time
for
the
maintenance
is?
Is
that
part
of
the
problem.
K
K
This
audit
committee
has
asked
for
where
are
we
on
management
oversight
and
mr
greer
and
his
team
have
done
a
phenomenal
job
of
ensuring
that
there
is
communication
at
all
levels
and
you
can
see
that
very
physically
posted
in
the
yards
and
so
forth.
So
it's
a
combination
of
things.
You
never
release
a
bus
that
has
any
critical
work.
That
needs
to
be
done.
K
That's
the
reason
why
you're
here
during
budget
deliberations,
we
have
a
spare
ratio
of
buses
that
are
on
standby
to
be
deployed
in
the
event
that
the
bus
is
tied
up
in
the
maintenance
garage.
So
mr
greer
is
tightening
up
the
criteria
for
what
can
override
and
who
can
override
at
what
level
of
the
organization.
I
Okay,
so
to
be
well
defined
so
that
you
can
you'll
have
those
distinctions.
I
appreciate
it
exactly
and
the
m5
I'm
thinking
it's
like
a
program
where
you
know
it
has
reminders
on
it.
Where
you
know,
if
I
set
a
reminder
that
I
have
an
appointment,
that
it's
going
to
pop
up
on
me
is
that
what
the
change
is
is
up
the
recommendation
to
kind
of
say:
hey
it's
got
to
be
soon.
I
L
You
john
counselor,
of
the
changes
that
we're
putting
in
we
do
have
a
forecaster.
As
you
said,
it's
very
close
to
your
your
your
day.
Timer,
we
do
have
a
measuring
maintenance
schedule
that
has
a
forecaster
in
it
and
then
what
we'll
do
is
in
any
time
that
we
have
to
what
we
refer
to
as
suspending
a
work
order.
These
work
orders
are
always
reviewed
prior
to
closing
or
suspending
they're
reviewed
by
our
licensed
licensed
supervisors
or
a
licensed
mechanic.
L
So
safety
is
always
at
the
forefront
if
we
have
a
repair
order.
That
is
not
safety
sensitive
and
it
can
be
matched
up
with
another
another
scheduled
visit
to
the
garage.
We
may
suspend
that
work
order
for
it
for
a
future
date,
and
then
we
will
put
it
into
the
system
and
put
a
due
date
that
that
has
to
be
rescheduled
for.
L
E
L
Exactly
we
have
an
entire
analyst
team
that
is
looking
at
all
of
our
open
work,
orders
all
of
our
suspended
work,
orders
they're,
reviewing
it
and
in
direct
contact
with
both
not
only
our
garage,
our
garages,
but
they're
also
involved
with
our
engineering
department.
So
they
are.
We
have
planners
and
supervisors
that
are
monitoring
these
tasks
on
a
daily
basis.
I
A
L
B
You
have
a
sideline
around
christmas
there,
jim.
Thank
you,
mr
chair.
I
guess
I
just
really
have
one
question
and
it's
it
is
about
the
the
scheduling
of
the
of
the
maintenance.
It's
based
on
60
days.
Have
we
ever
considered
changing
that?
I
mean
you
know.
Other
vehicles
are
the.
The
schedule
is
based
on
the
number
of
kilometers
driven
or
the
number
of
hours
on
the
road.
Have
we
ever
considered
taking
a
look
at
that,
if
that's
the
best
the
best
system
for
us
for
inspections,.
K
Yes,
vice
chair
I'll
I'll,
let
jim
speak
to
the
specifics,
but
two
things
to
remember
the
60
days
is
on
what
the
vendor
recommends.
So
again,
the
analogy
to
your
car.
You
go
to
the
dealer.
They
recommend
a
certain
maintenance
regime,
sometimes
that's
more
than
what's
required,
sometimes
that's
less,
but
in
addition
to
that,
we
also
have
mandatory
inspections
that
are
dictated
by
the
ministry
of
transportation
of
ontario.
The
auditor
general
has
said
you're
doing
great.
There
excellent
results
and
that's
important,
because
those
are
all
safety
related.
You
must
comply
with
those.
K
What
he's
saying
is
exactly
to
your
point:
we're
bundling
a
bunch
of
maintenance
activities
under
the
60-day
regime
and
what
is
the
value
for
money
on
that?
In
other
words,
your
fleet
isn't
obviously
in
great
shape.
What's
the
cost
benefit
return
on
that,
and
that
is
the
work
that
jim
and
his
team
are
going
to
do
we're
not
going
to
suspend
doing
that
at
work
right
now,
because
you
want
high
high
reliability
in
your
fleet,
which
we've
been
attaining,
because
that
means
that
their
buses
are
available
for
service.
K
But
what
the
auditor
general
has
said
is
take
a
look
at
all
those
things
and
look
at
the
cost
of
that.
That
technically
was
outside
of
the
scope
of
the
fraud
and
waste,
as
the
the
auditor
general
said
in
his
opening
comments.
But
it's
a
great
recommendation:
we're
going
to
do
that
work
and
look
at
it.
K
We
want
our
goal
is
to
maintain
a
high
fleet
availability
and
even
if
there's
a
bit
of
a
premium
on
that,
it's
good
because
otherwise
you'll
get
short
on
buses,
but
he's
absolutely
right
to
look
at.
What's
that
costing
and
what's
the
return
on
that,
we
think
it'll
be
positive
results
and
we're
doing
that
in
our
follow-up
work.
B
F
F
No,
exactly
and
and
and
that's
that's
often
the
case
with
our
front
and
waste
reports
when
we
receive
them,
the
information
comes
in.
It
may
be
well-meaning.
However,
when
we
actually
look
at
it,
it
may
not
be
totally
accurate.
Sometimes
they,
you
know
the
reporter
only
sees
part
of
the
picture
and
that's
why
we
have
to
do
the
work
to
find
out
really.
Is
there
more
to
this,
and
so
in
this
case
it
would
you
know
overall
conclusion
would
be
that
that
that
was
not
an
accurate
assessment
of
the
report
of
the
reporter.
A
So
it
is
not
always
fraud
and
waste
that
that
are
the
the
focus
of
those,
and
maybe
we'll
hear
more
about
that
in
item
number
four
today,
but
certainly
suggestions
for
improvements
and
and
concerns
by
citizens
and
and
by
employees.
Thank
you
very
much
counselor.
Who
did
you
take
down
your
hand?
Counselor
hubli,.
D
No,
I
still
have
a
question
if
possible,
I
just
wanna
something
I
should
have
mentioned
in
the
first
go
round
for
the
benefit
of
the
committee
members
and
anybody
else.
Listening
during
the
last
term
of
council,
the
transit
commission
put
a
stop
to
a
lot
of
the
reporting
that
was
going
on
because
we
were
in
construction
and
transition
to
do
with
the
lrt,
so
reporting
kind
of
had
to
get
parked,
because
the
pitcher
would
draw
wouldn't
be
as
useful
as
it
would
be
today.
D
What
we've
done
with
the
current
transit
commission
is
strike
a
working
group
to
start
bringing
back
reports
and
to
look
for
meaningful
things
that
we
can
report
on.
There's
been
an
update
to
the
commission.
I
believe
already
on
that,
and
a
number
of
reports
will
be
implemented
for
the
new
year,
so
it
is
being
looked
up.
This
audit
will
no
doubt
help
factor
into
what
we
decide
to
look
at
for
reports
and
so
on.
D
A
Thank
you,
councillor
houdini
and
I'll
certainly
remind
everyone
who's
on
the
call,
attendees
and
panelists
that
council,
who
is
the
chair
of
the
transit
commission,
and
so
he
certainly
has
a
a
big
interest
in
this,
and
I
have
a
couple
of
questions.
First
to
the
office
of
the
auditor
general
in
the
report.
Eq
emqs,
you
never
say
what
that
is.
Is
that
equipment
quality
management
system,
it's
tied
to
the
m5.
What
is
eqms.
F
L
Yes,
thank
you
ed
chair,
that
is
our
equipment
master
system,
that
is,
our
yard
management
system.
It
directly
interfaces
with
our
starter
or
our
people
that
organize
our
yards
and
dispatch
out
the
buses
and
that
it
allows
them
to
visibly
see
in
the
system
which
buses
are
road
ready
for
the
road
and
which
buses
are
scheduled
for
maintenance.
A
I
see
thank
you.
Thank
you
very
much,
mr
greer.
Thank
you,
mr
miner.
I
only
have
one
question
and
it's
with
respect
to
the
safety
protocols
and
the
m5
system,
and
I
can
imagine
how
how
complex
that
system
is
as
follow-ups
and
bring
forwards
and
flagging
issues
on
on
a
thousand
buses
for
the
safety
of
of
our
our
residents
and-
and
I
do
understand
that
under
some
circumstances,
a
staff
member
will
override
a
date.
A
The
breaks
don't
have
to
be
done
on
this
bus
this
month
because
it
hasn't
rolled
the
certain
number
of
kilometers
and
we're
moving
on.
My
question
is:
what
are
the
safety
protocols,
the
the
actual
mechanical
safety
protocols?
Does
a
supervisor
and
the
report
refers
to
it-
310
t
mechanics
as
the
supervisors
of
of
maintenance
does
if,
if
an
employee,
if
a
mechanic
wants
to
override
that
system,
does
someone
have
to
also
log
in
to
ensure
that
the
follow-up
date
that
the
subsequent
date
is
inadvertently
not
two
years
down
the
road?
L
Yes,
I
can
it's
important
to
note
that
at
any
one
time,
anybody
if
they
feel
there's
a
safety
issue
with
the
bus,
whether
it's
an
operator
mechanic
graduate
tenants
advisor,
can
remove
that
remove
that
bus.
It
is
then
inspected
by
one
of
our
licensed
technicians
that
gives
us
a
a
licensed
technician,
professional
opinion
on
the
bus
they
consult
with
the
supervisor.
L
The
supervisor
would
then
look
at
the
supervisor
would
then
look
at
whether
where
it
is
in
the
priority,
if
it's
an
immediate,
if
it's
an
immediate
safety
issue,
then
it
definitely
does
not
go
back
into
service.
If
it's
something
that
could
be
combined
at
the
next
scheduled
visit
to
the
garage
they
will,
then
they
will
then
document
that
report
they'll
document,
the
defect,
they'll
schedule
that
and
our
supervisors
and
our
job
planners
will
facilitate
the
repair,
so
they
will.
A
L
Yes,
we
have,
we
have
additional
oversight
from
our
reliability
analyst
that
are
also
looking
at
the
pending
work
orders
depending
work
requests
that
are
in
there
any
campaigns
that
have
been
scheduled
they're.
Looking
at
the
due
dates,
they
work
weekly
with
our
engineering
group.
They
then
re-prioritize
it
at
any
point
in
time.
There
is
a
task
that
was
scheduled
to
be
done
and
it
cannot
be
repro,
prioritized
or
scheduled.
They
will
remove
that
bus
from
service
and
bring
it
in
put
it
on
the
next
available
hoist.
A
K
K
You
hear
terms
like
release
the
bus
certified
technician.
Those
people
have
liability
on
them
and
so
forth.
So
those
are
critical
decisions.
What
the
auditor
general
is
is
saying
is
exactly
to
your
point
document
that
protocol,
so
that
there
is
never
a
gap.
We
are
very,
very
confident
there
isn't
a
gap
because
we
have
the
checks
and
balances
in
place.
We
have
to
document
that
and
demonstrate
that
and
make
sure
that
everybody
understands
that.
So
you
know
the
positive
is
the
checks
and
balances?
Are
there?
A
Thank
you,
mr
ancone,
and
thank
you,
mr
greer.
I'm
seeing
no
other
hands
up
and
no
one
is
waving
at
me.
So
on
item
number
two,
that
the
audit
committee
received
the
office
of
the
auditor
general's
review
of
oc,
transpo
bus
maintenance
and
recommend
the
council
consider
and
approve
the
reviews.
Recommendations
is
that
item
carried.
C
A
And
we
are
now
on
item
number
three
office
of
the
auditor
general
review
of
oc,
transpose
driver
training,
and
I
will
tell
committee
members
that
mr
mancone
is
is
a
resource
and
mr
brandon
richards,
the
chief
safety
officer,
will
be
a
resource
from
management's
point
of
view
and
of
course
I
believe
mr
meiner
will
be
doing
the
presentation
and
we'll
be
able
to
answer
those
questions
for
the
office
of
the
auditor
general.
Mr
minor.
F
So
a
bit
of
background,
there
are
approximately
1500
unionized
bus
operator
positions,
oc
transpo
driver
training
is
provided
to
both
new
and
existing
operators,
though
new
bus
operator
training
referred
to
as
nbot
is
a
six-week,
full-time
training
program.
The
content
is
based
on
mto
requirements,
defensive
driving
principles
and
oc
transport
policies
and
procedures.
F
So
the
objective
of
this
review
was
to
assess
management's
practices
relating
to
oc
transpo
driver
training.
To
do
this,
we
looked
at
training
provided
to
new
bus
operators
and
to
ongoing
operators
and
similar
to
the
previous
review.
We
were
not
looking
at
the
efficiency
of
the
program
next
slide.
Please,
the
scope
of
our
review
included
an
examination
of
driver
training
practices
as
we
for
over
the
period
2017
to
2819,
and
we
conducted
our
review
in
the
fall
of
2019.
F
Next
slide,
please
so,
overall,
we
found
that,
as
noted
in
the
previous
report
at
fault,
bus
collisions
occur
primarily
as
a
result
of
driver
error
and
not
as
a
result
of
mechanical
error,
while
oc
trans
will
correct
sorry
well,
inbot
curriculum
is
robust
and
focused
on
safe
driving
practices.
Significant
improvements
would
ensure
that
appropriate
training
is
provided
to
both
new
and
existing
bus
operators.
F
New
bus
operator
training
skills
are
not
assessed
against
clearly
defined
training
standards
to
determine
whether
they
are
ready
to
operate
a
bus
once
an
operator
is
in
service.
Improvements
can
also
be
made
to
their
ongoing
training.
To
ensure
that
is
effective
and
consistent
standards
are
maintained.
F
Performance
measures
and
targets
need
to
be
defined
to
assess
the
effectiveness
bus
operator
training
next
slide.
Please,
training
of
bus
operators
is
a
critical
safety
function
for
oc.
Transpo
primary
objective
is
to
ensure
the
well-being
and
safety
of
oc
transpose
customers,
operators
and
the
general
public.
F
F
F
The
first
impact
was
less
stringent
recruitment
requirements
up
until
2017
driver
confidence,
competency
assessments
or
dcas
were
conducted
prior
to
handing
hiring
a
candidate.
So
a
potential
candidate
had
to
pass
a
dca
before
they
were
hired
and
would
begin
their
inbot
training
operations
removed.
These
assessments
as
a
recruitment
requirement
part
way
through
2017.,
while
oc
transport
management
informed
us,
they
did
not
reduce
the
performance
expectations
required
to
pass
the
nbot
program.
We
did
find
that
the
average
pass
rates
through
nbc
dropped
significantly
in
2017,
the
pass
rate
had
been
76
roughly
and
by
2019.
F
It
was
down
to
51
percent.
This
means
that
the
city
was
bringing
in
more
potential
drivers,
but
then
failing
more
of
them
out
during
training
in
part,
as
a
response
to
this
management
informed
us
that
a
new
form
of
driver
assessment
being
overseen
by
training
and
development
has
recently
recently
been
reintroduced
into
the
recruitment
process.
F
Another
impact
was
condensing
the
n-bot
starting
in
october
2017,
the
candidate
pool
size,
was
increased
for
the
nbot
training
sessions.
This
took
place
between
october
1st
until
december
21st
in
2017.,
while
mto
requirements
were
always
being
met.
Both
the
number
of
training
days
and
the
average
amount
of
time
spent
behind
the
wheel
of
a
bus
was
significantly
reduced.
F
F
However,
in
20
in
april
of
2019
oc
transpo
issued
internal
safety
objectives
that
identified
ongoing
initiatives
to
better
understand
and
track
collisions,
while
the
documents
set,
an
oc
transpo
target
for
2019
were
preventable.
Collisions
per
100
000
kilometers,
driven
by
a
bus
management,
found
that
the
actual
the
actual
result
was
twice
as
high.
However,
no
variance
analysis,
the
root
cause
of
actual
versus
target
performance
was
provided.
F
F
F
The
majority
of
performance-based
terminations
of
trainees
were
due
to
failure
to
meet
mto
standards.
There
were
very
few
n-bot
terminations
due
to
failure
to
meet
oc
transport
driving
or
safety
standards
other
than
the
mto
exams.
There
is
no
concept
of
an
auto
fail
or
specific
criteria
that
would
determine
a
pass
or
a
fail
as
a
trainee
performance
is
assessed
on
a
case-by-case
basis.
There
is
a
high
degree
of
judgment
that
is
applied
and
this
can
introduce
a
risk
of
bias
and
inconsistency.
In
evaluating
trainees,
we
reviewed
a
sample
of
12
trainees
files.
F
F
F
We
also
found
that
the
daily
progress
reports
did
not
define
a
standard
or
direct
relationship
based
to
the
past
failed
the
trainees.
This
is
in
contrast,
for
example,
to
the
ttc
in
toronto,
where,
if
a
trainee
of
a
new
bus
operator
has
two
bed
daily
training
reports,
they
are
discontinued
from
the
program.
F
Training
and
development
staff
inform
us
that
it
can
be
easier
to
let
a
trainee
fail,
the
mto
exam
twice
and
go
through
the
resource-intensive
process
of
failing
them
for
non-mto
reasons.
In
other
words,
let's
let
them
carry
on
through
the
program
and
then
we'll
let
her
later
fail
them
on
the
mto
exam.
F
Although
collisions
can
occur
any
time
during
training,
approximately
sixty
percent
of
preventable
collisions
occur
within
10
days
of
graduation,
while
77
of
these
were
deemed
to
be
minor,
there
is
no
clear
standard
or
direction
as
to
whether
a
collision
during
training
should
trigger
a
termination
or
a
review
next
slide.
Please.
F
At
oc
transpo,
an
inbot
graduate
can
be
required
to
drive
a
variety
of
different
bus
types.
We
expected
to
find
standards
for
drive
times
for
each
type
of
bus.
These
could
be
based
on
factors
such
as
bus
difficulty,
bus
capacity,
trainee
performance,
the
type
of
bus,
most
often
driven
by
a
new
operator.
F
F
F
However,
driving
training
dive
training
time
on
these
articulated
buses
in
nbot
is
relatively
low
as
a
roughly
19
on
average.
We
understand
that
this
is
because
drive
times
by
bus
type
are
dependent
upon
the
availability
of
the
buses
and
are
impacted
by
weather
and
the
number
of
trainees
in
a
class.
F
In
our
view,
the
absence
of
standards
for
drive
times
increases
the
risk
that
new
operators
are
not
getting
the
training
they
need
on
all
types
of
buses
as
zenbot
progresses.
The
difficulty
and
routes
driven
progresses,
trainees
begin
in
low
traffic
suburbs,
and
then
they
move
on
to
more
high
traffic
areas
like
the
downtown
core,
we
expected
to
find
that
the
experience
of
a
new
bus
operator
would
be
a
key
determinant
in
the
type
of
bus
and
the
difficulty
of
the
route
that
an
operator
would
drive
once
they
have
graduated
from
inbot.
F
However,
we
found
that,
as
for
the
city's
negotiated,
collective
agreement,
the
routes
and
and
type
of
bus
are
booked
by
the
staff
or
sorry
booked
on
by
the
bus
drivers
based
on
their
seniority
and
not
based
on
the
experience
or
level
of
training
that
they
received
next
slide.
Please
we
expected
to
see
that
the
ongoing
training
that
was
deemed
necessary
by
training
and
development
as
far
as
refresher
training,
our
performance
skills
improvement,
would
take
place
within
the
competing
priorities
of
oc
transfer.
F
F
We
were
informed
that
this
was
due
to
again
to
the
the
need
to
meet
the
operational
requirements
for
bus
operators
as
a
result
of
the
delayed
launch
of
the
old
train
line,
one
as
well.
Operators
hired
and
trained
in
months
outside
of
winter
are
provided
with
a
winter
driver,
refresher
training.
Once
the
weather
is
more
conducive,
we
expected
the
drivers
would
receive
this
winter
driver
refresher
in
the
early
part
of
the
first
winter
of
their
year
driving.
F
In
our
view,
winter
refresh
training
to
new
drivers
needs
to
be
timelier
the
risk
of
a
preventable
collision
by
not
providing
training
early
in
the
first
winter
of
a
sorry,
the
risk
is
is
enhanced
by
not
providing
that
training.
In
the
first
winter
of
being
a
new
bus
operator,
we
also
observe
non-scheduling
of
tune-up
training,
which
is
a
one-day
training
program
and
the
workplace
violence
awareness
training
next
slide
was
we
expected
to
find
a
process
for
re-certifying
bus
operators
to
ensure
they
have
maintained
the
skills
necessary
to
operate.
F
F
F
F
Implementation
of
the
20
recommendations
made
in
this
report.
We
believe,
will
help
oc
transfer,
address
issues
related
to
driver
training,
assessing
new
and
existing
bus
operators
against
consistent
standards
and
measuring
the
effectiveness
of
bus
operator.
Training
management
agreed
with
all
20
recommendations
and
appear
to
have
moved
quickly
to
implement
a
number
of
them.
Now.
Take
any
questions
that
we
have.
B
Thank
you
very
much
chair
and
thank
you,
mr
miner.
I
have
to
say
reading
this
audit
left
me
a
little
bit
worried
for
obvious
reasons,
because
driver
training-
and
you
know
the
safety
and
the
qualifications
of
the
driver
behind
the
wheel,
are
so
very
important.
I
know
that
this
was
this
audit
was
triggered
by
another
complaint
to
our
hotline
and
I'm
just
wondering
if
this
had
anything
to
do
with
training
on
double-decker
buses.
I'm
just
wondering:
can
you
give
us
the
the
substance
of
the
complaint?
F
Yes,
the
the
complaint
was,
it
did
not
reference
double
decker
buses
at
all.
It
was
similar
to
the
the
the
complaint
on
on
bus
maintenance.
Basically,
it
said
they
were
rushing
transit
or
new
drivers
out
of
the
system
and
the
training
was
suffering
in
order
to
get
the
required
number
of
required.
Number
of
operators
go
out
there
and
that
safety
was
being
impacted.
B
F
I
guess
what
we're
saying
is:
is
it?
Is
it
the
we
didn't
see,
training
as
being
in
a
fully
independent
function
that
that
you
know
that
could
decide
when,
when
an
operator
was
fully
ready
to
move
through
and
and
they
were
getting
they're
getting
pressure
to
move
people
through
from
operate
from
operational
reasons?
So
when
people
wanted
to
come
back
for
us
upgrading
their
training,
they
felt
uncomfortable
in
a
certain
bus.
F
There
may
not
be
the
time
to
get
that
person
back
because
they
were
needed
on
the
road,
so
that
was
the
impact
that
happens
with
operations
and
it
was
impacting
on
on
training.
For
example.
The
other
part
would
be
the
recruitment,
the
change
in
the
getting
rid
of
that
assessment
up
front
that
increased
the
size
of
the
pool
coming
in,
but
it
pushed
a
lot
more
people
into
training
and
again
it
had
an
impact
on
the
training
side.
F
B
Okay
and
the
table
that
we
had
on
page
35,
you
said
that
new
drivers-
I
guess
this-
has
to
go
to
the
ratio
of
training
to
the
actual
number
of
hours
they
spend
on
a
bus.
19
of
trading
time
is
in
articulated
buses
and
we've
got
a
lot
of
those
on
the
road,
but
actually
they
end
up
driving
them
more
than
50
of
the
time.
I'm
just
wondering
like
what
percentage
of
training
time
do
you
think
they
should
be
spending
on
articulated
buses,
given
the
amount
of
time
that
they're
behind
the
wheel.
F
We
don't
have
a
set
number
in
mind
at
all.
That,
wouldn't
be
a
wouldn't
be
our
call.
I
mean
we
recognize
that
when
the
drivers
begin
their
their
training
they're
going
to
start
on
the
the
smallest
bus,
the
easiest
bus
to
drive,
so
they
would
spend
more
time
on
the
40-footers
and
then
they
would
move
to
the
to
the
bigger
buses
at
some
point,
but
the
exact
number
of
hours.
B
Yeah,
okay,
also
number
six
on
our
bus
operator
experience
routes
and
types
of
bus
buses
booked
by
the
new
bus
operators
are
determined
by
their
seniority
within
the
organization
and
not
by
experience
as
an
operator
on
the
level
of
training
received
by
the
bus
operator.
This
is
something
that
we
heard
after
the
westboro
crash
that
a
lot
of
the
senior
drivers
chose
not
to
drive
double
deckers,
so
so
the
senior
office
senior
drivers
can
choose
other
buses,
leaving
the
double
deckers
to
more
inexperienced
drivers.
Is
that
a
concern
for
you.
F
I
I
guess
I
given
the
situation
with
you
know:
we've
negotiated
collective
agreement,
all
other
things
being
equal.
You
know
we,
we
would
have
preferred
a
situation
where,
where
you
know
where
driver
training
and
experience
did
factor
into
what
what
routes
you're
available
to
drive,
however,
that's
you
know,
that's
not
the
situation
we're
in
right
now,
so
we
didn't
make
a
recommendation
in
that
regard.
Just
really
you
know,
we
don't
see
that
as
anything
that
we
can
do
anything
about,
at
least
in
the
short
in
the
at
least
the
medium
term.
B
Okay,
well
in
the
last
mr
manconi,
mr
manconi,
you
you
know
what
I'm
asking
here
there
are.
There
are
several
areas
here
that
I
think
that
really
are
concerning
to
many
of
us
like
how
how
do
you?
How
do
you
explain?
You
know
that
we
don't
have
targets
that
have
been
defined,
that
you
know
we
don't
are
to
improve
training
and
hiring
to
reduce
collisions.
You
know
we
don't
have
the
data
to
do
that.
That's
not
in
place.
B
K
Thank
you
vice
chair,
first
and
foremost,
I
want
to
acknowledge
your
concerns.
You
have
every
right
to
be
concerned
about
parts
of
this
audit.
I
I
fully
understand
that,
and
I
can
assure
you
that,
even
before
the
audit
was
done,
we
hired
a
new
chief
safety
officer
and
I'll.
Let
him
speak
later
on.
If
you,
like,
he's
implemented
his
plan,
we're
already
rolling
out
the
recommendations.
K
I
appreciate
your
question
because
it
gives
me
an
opportunity
to
to
again
acknowledge
the
part
that
I'm
not
happy
about,
and
I
know
you're
not
you
know
so
I'll
start
off
with
the
things
that
are
are
good
and
robust,
and
you
know
should
give
us
comfort.
First
and
foremost,
the
auditor
general
has
acknowledged
that
we're
in
full
compliance
and
exceeding
mtqo
requirements.
That
is
your
governing
body,
and
that
is
the
one
that
enables
us
to
issue
licenses
and
so
forth,
and
that
is.
K
Sorry,
I
hope
you
heard
that
we
meet
and
exceed
the
mto
requirements
for
licensing,
I'm
not
at
all
diminishing
the
concerns
that
have
been
outlined
in
the
audit,
and
we
have
implemented
that
swift
action
rolling
out
all
the
recommendations.
There's
three
bundles
of
things
that
come
out
of
the
audit
number
one
and
you've
touched
on
it.
Vice
chairman
data
management
record
keeping
and
analytics,
I
agree
wholeheartedly
with
that.
We
we
have
a
lot
of
data.
We
need
to
consolidate
that
data
and
start
to
use
it
to
drive
oversight
and
so
forth.
K
Secondly,
the
auditor
general
said
go
beyond
the
mto
requirements,
which
we
have
do
more
than
what
the
mto
is
asking
you
for.
There's
costs,
there's
implications
with
that
you're
going
to
see
resource
requests
in
the
in
the
upcoming
budget.
For
that,
and
then
lastly,
which
is
very
important,
I
think,
is
the
most
critical
part.
Is
the
governance
on
it.
Who
has
the
authority
to
amend
the
program?
K
I
can
assure
you
that
the
things
that
got
eliminated
from
the
training
program
were
non-mto
requirements.
Things
such
as
meet
and
greet
of
the
general
manager
and
other
nice
to
haves
that
were
done
in
an
effort
to
to
to
enhance
to
get
people
through
the
program,
but
I
don't
want
to
diminish
the
the
oversight
in
the
data
piece
and
we're
all
over
that.
I
do
want
to
comment
on
bus
type
and
seniority.
K
I
would
caution
people
on
that,
because
you
can
make
a
very
strong
argument
that
our
ticks
and
double
deckers
it
may
have
the
perception
of
being
more
complicated.
It's
not
the
bus
type,
it's
the
root
type
which
again
the
auditor
general
has
spoken
about.
You
need
to
look
at
the
sum
of
the
parts,
the
bus
type,
the
route
type.
K
K
Also,
there's
no
data
substantiate
that
senior
operators
versus
junior
operators
like
the
bus
type
I'll,
be
very
candid
in
this
regard.
They
look
for
quality
of
work.
They've
earned
that
right
to
pick
their
roots,
as
you
know,
we
had
a
strike
many
years
ago
over
that
bidding
process,
but
I
just
don't
the
one
part
that
I
would
challenge
significantly
is
to
just
look
at
the
bus
type.
It's
the
sum
of
the
parts
you
have
to
overlay
the
route,
the
schedule
the
time
of
day
and
so
forth.
K
So
just
to
caution
on
that,
and
you
know
with
respect
to
the
to
the
bus
accident
such
a
tragedy.
I
will
say
this
myself
and
my
staff
will
not
be
commenting
on
that.
We've
consulted
with
david
white.
I
think
it's
very
risky
to
start
to
extrapolate
the
audit
findings
vis-a-vis
the
outstanding
crash
at
westboro
on
that
so
counselor
me
and
respectfully
on
that
I
don't
have
a
comment.
I
hope
I've
answered
your
questions
in
the
other
areas.
You
have
my
assurances.
We
are
all
over
this
audit,
we're
taking
it
seriously.
K
K
B
K
J
B
Okay,
so
so
that
means
so
will
we
be
increasing
the
amount
of
training
for
for
the
new
bus
drivers
taking
a
look
at?
I
guess,
training
them
on
on
challenging
routes
too.
That
has
to
happen
right
and
the
snow
and
working
in
snow
driving
in
snow
like
that
we
have
a.
We
can
have
a
miserable
winter
here.
I
I
don't
like.
The
idea
of
you
know:
driver
tr.
B
K
We
are
actioning
everything
I'll
give
you
some
examples.
We
have
even
more
stringent
requirements
for
getting
in
to
the
program.
So
before
you
even
step
in
a
class,
we've
now
got
a
50
screening
out,
so
one
and
two
get
failed
out.
So
that's
an
example
of
that.
We
are
absolutely
doing
all
the
critical
elements
and
around
the
governance
piece
documenting
it.
So
it's
crystal
clear
on
that
and
mr
richards,
who
was
hired
as
a
new
chief
safety
officer
reports
directly
to
me
and
training,
is
a
separate
function
from
operations.
K
J
Thank
you,
mr
chair,
and
thank
you
very
much
for
ed
and
the
team
that
they
present
this
audit.
I
probably
my
question
some
of
it
was
answered
by
mr
manconi,
but
I
do
want
to
re-ask
mr
manconi.
I
want
to
ask
him:
who
is
really
our
governing
licenses
and
training,
and
also
how
are
we
doing
meeting
all
these
requirements
throughout
all
this
process?.
K
Thank
you,
council
crews,
deputy
mayor,
the
we're
governed
by
the
ministry
of
transportation,
and
the
acronym
is
cvur.
That's
commercial
vehicle
operations,
registration,
it's
something
that
the
ministry
of
environment
takes
very
very
seriously.
It's
a
scoring
mechanism.
You
know
mr
miner
asks
for
data,
and
so
forth.
K
Agencies
are
all
collect
data
very
differently,
but
in
terms
of
ontario,
this
is
one
number
that
can
be
a
lead.
Indica
is
the
lead
indicator
and
it's
factual.
The
mto
takes
three
elements
of
that
rating:
they're
weighted
it's
accidents,
convictions
and
vehicle
inspections.
So
you
heard
the
fleet
inspection
piece.
We
have
the
convictions
and
the
accidents.
It's
a
weighted
function,
40
40,
20.,
we're
at
28
to
31,
which
is
a
very
good
score.
K
J
K
I
F
Yeah
chair,
I
believe
I
believe
they
were
actually.
I
believe
it
was
one.
It
was
one
report
and
then
again
it's
not
that
we,
we
would
launch
reviews
like
this
with
every
report,
but
there
was
enough
substance
to
the
report
that
really
made
us
question.
You
know
these
areas
and
we
just
want
to
review
it
in
more
detail.
But,
yes,
I
believe
it
came
from
one.
I
Well,
I
think
that
we
had
a
pretty
thorough
and
look
at
the
maintenance
and
we
can
see
that
what's
more
important
is
training,
and
I
just
want
to
say
first
of
all
that
I
have
the
highest
respect
for
oc
transpo
bus
drivers.
I
I
think
the
the
work
they're
doing
is
amazing,
especially
under
these
conditions.
I
F
F
I
think
you
can
also
john
or
brandon,
maybe
correct
me,
but
I
think
you
can
also
drive
a
drive,
a
truck
with
those
you
know
an
18-wheeler
truck
with
those
once
you
have
that
type
of
license.
So
it's
a
it's
a
provincial
required
requirement
and
you
know
I
certainly
wouldn't
suspect
that
it's
a
different.
I
I
just
wanted
to
see
if
that
is
something
that
should
be
recommended
in
in
terms
of
you
know,
for,
for
example,
our
rep
for
amo
could
talk
about
that.
That
should
be
looked
at
in
the
future,
that
it
should
be
at
the
provincial
level
that
they
should
be
looking
at
that.
But
I
I
get
we're
we're
all
different
in
in
sizes
of
our
city,
and
you
did
make
a
comparison
with
toronto.
Ttc
did
you
look
at
any
other
examples.
F
No,
not
actually
no,
we
just
we
just
looked
at,
we
were
just
and
then
a
number
of
these
actually
came
up
when
we
were
talking
with
the
people
with
the
transpose
staff,
and
they
were
the
ones
who
said
well
in
toronto.
They
do
this
and
then
we
confirm
that
with
them
we
didn't,
we
didn't
do
a
thorough
benchmarking
exercise.
I
wouldn't
say
in
this
regard:
we
didn't
look
outside
of
toronto.
We
just
confirmed.
D
I
Okay,
all
right,
I
I
it's
always
interesting
to
see
what
else
is
out
there
and
and
how
well
everybody
else
is
performing
lots.
You
know
to
get
ideas.
I
really
appreciate
the
thoroughness.
I
think
this
is
probably
one
of
the
most
important
reports
we
could
do
as
an
as
an
audit
committee
in
terms
of
the
safety
of
people
and
to
assuring
them
that
standards
are
being
met.
I
I
On
the
culture
that
we're
doing,
okay,
the,
I
guess
the
question
is
like
counselor
me
and
miss
about
how
they
get
to
pick
their
roots,
and-
and
I
was
wondering,
if
that's
a
concern,
if
it's
we,
we
want
the
newer
drivers
to
work
on
easier
routes
at
first
and
then
build
up,
which
means
more
senior.
People
would
have
to
work
on
the
more
difficult
routes.
Is
that
problematic.
K
Yeah
that
is
problematic.
Our
the
outcome
that
we
all
want
and
should
want
is
everybody
is
trained
on
every
bus
type.
That
is
what
we've
been
doing,
that's
what
we
we
have
and
it
you
don't
want
to
start
to
restrict
yourself
because
then
you're
going
to
start
impacting
service
and
the
collective
rights
are
enshrined
in
how
they
bid
for
their
work,
we're
the
only
agency
in
north
america.
That's
got
that
again,
I
repeat,
went
through
a
strike
years
ago
and
it
was
disaster
for
this
community.
K
I
don't
want
to
repeat
that
the
union
and
the
health
and
safety
committees
have
been
very
supportive
of
when
you
come
out
of
training,
you're
qualified
to
run
on
any
bus
type,
and
I
will
add-
and
I
don't
think
it's
noted
in
the
audit.
Any
bus
operator
has
the
right
to
refuse
and
it
happens.
It
happens
periodically
where
they
haven't
been
on
a
certain
bus
type,
and
they
say
I
just
bid
this
run
it.
I
know
it
requires
a
a
40
footer
on
our
tick
and
I
haven't
been
on
it.
K
Can
I
have
a
refresher
and
they
will
absolutely
get
a
refresher,
so
again
audits
highlight
what's
not
working
well
behind
the
scenes.
There's
lots
of
things
that
I'm
very
very
proud
of
the
men
and
women
of
oc
transfer
on
the
operators
and
training
staff.
To
your
question
earlier
counselor
about
exceeding
mto,
you
bought
very
expensive
simulators
you've
seen
that
in
our
training
facility
for
the
buses
for
the
trains
for
the
paratransport
vehicles
for
all
bus
types,
we
exceed
the
mto
requirements
because
you're
striving
for
perfection
in
this
space.
So
yes,
there's
improvement.
K
I
I
J
So
when
it
comes
to
specific
things,
such
as
the
cyclist
or
acreage
railway
crossings,
it's
something
a
trend,
that's
identified,
that
needs
to
be
addressed,
and
it
can
be
proactive
just
as
much
as
reactive.
So
it's
something
that
would
be
included
in
the
training.
Should
it
be
a
point
that
it
needed
to
be
so
I
mean
it's
something
that
we
would
have
to
monitor
and
continuously
update
in
our
training,
according
with
what's
relevant
at
the
time.
So
that's.
I
hope
that
answers
your
question.
I
E
J
Yes,
yes,
you
can,
you
can
counselor,
it
would
be
in
there.
Obviously,
when
it
comes
to
pedestrians
and
cyclists,
it
isn't
there
all
the
time,
so
I
didn't
mean
to
take
that
out
of
context,
but
that
that
is
something
that
is
in
the
training
program,
all
the
time
to
be
mindful
of
pedestrians,
cyclists
and
people
around
the
operation
of
the
bus.
Sorry,
I
have
to
turn
my
camera
off.
I
seem
to
be
having
some
bandwidth
issues.
I
D
Thank
you
very
much,
mr
chair,
mr
manconi.
There
there's
been
some
focus
here
on
the
way
the
booking
process
works
and
that
the
junior
drivers
may
not
get
their
kick
of
roots.
But
could
you
please
confirm
that
the
junior
drivers
have
to
be
fully
qualified
before
they're
allowed
to
go
out
on
a
roof?
It's
just.
Maybe
they
don't
have
the
same
experience
level
as
the
more
senior
driver.
K
That's
correct,
counselor.
Everyone
is
qualified
to
to
operate
all
routes
in
all
circumstances
and
the
booking
relates
to
the
the
type
of
work
that
people
want.
I
can
tell
you,
for
example,
on
double
deckers:
they're
generally
split
shifts
so
you're
working
morning
rush
hour
and
afternoon
rush
hour.
Senior
operators
want
to
stay
from
the
split
shifts.
They've
earned
that
right
to
go
with
long
runs,
and
so
junior
operators
are
in
those
roles,
but
again
they've
been
qualified
to
operate
all
those
vehicles,
and
I
can.
K
I
can
tell
you
that
when
we
got
the
first
batch
of
double
deckers,
I
think
it's
almost
seven
or
eight
years
ago.
All
1500
operators
went
through
the
double
decker
training
and
they
get
it
through
the
refresher
and
and
the
follow-up
piece,
so
everybody's
qualified
to
operate
all
buses.
What
mr
miner
and
his
team
are
looking
at
is
droc
transfer.
Why
don't
you
look
at
a
risk,
matrix
of
bus
type
route,
types
shift,
types
and
so
forth
and
see
if
you
get
any
trends
out
of
that?
D
D
Good
that
you're
going
to
do
it
because
again,
this
is
something
good
coming
out
of
an
audit,
a
good
recommendation
just
for
peace
of
mind.
If
it
comes
out
that
a
lot
of
the
junior
drivers
are
getting
40-footers,
for
example,
in
complicated
situations
such
as
you
mentioned,
downtown,
there's
an
opportunity
there
to
increase
their
amount
of
time
on
the
simulator
things
or,
or
also
going
along
more
with
those
buses
with
a
trainer
on
board.
Is
that
not
correct.
K
That's
absolutely
correct,
and
just
to
build
on
that,
you
know
like
any
driver
of
any
vehicle.
There
are
really
great
drivers
and
there's
some
drivers
that
need
some
some
refresher,
like
all
of
us,
do
periodically.
So
that
occurs.
There's
accident
recreation
that
we
can
do
on
the
simulators,
but
also
you
know
we.
We
have
an
annual
event
it's
postponed
now
because
of
the
coveter
safe
driving
award.
D
K
K
He
was
pulled
from
service
and
until
he
could
re
pass
his
his
ta
on
in
resting,
including
backing
out
in
and
out
of
the
yard,
which
is
very
very
busy.
He
was
not
going
back
on
the
road
and
he
was
unsuccessful
in
the
first
turn.
He
was
begging
me
to
go
back
and
we
we
said.
No,
there
is
a
process
for
that.
You
need
to
get
re-certified
and
go
out
there.
K
You
know
when
you
look
at
some
of
the
numbers
in
the
audit
there's.
The
word
quote-unquote
accident
is
as
low
as,
like.
I
said
earlier
on.
A
ten
dollar
mirror
that
got
nicked
backing
out
of
a
garage
or
moving
into
a
parking
spot.
So
we
take
it
very
seriously
and
there's
a
process
to
that
again.
Mr
miner
and
his
team
have
done
a
very
good
job
of
saying
document.
All
that
make
sure
it's
wrapped
up
in
a
governance
structure,
and
we
will
be
doing
that.
D
D
Thank
you
now
and
you'll,
be
looking
at
this
piece
that
we're
having
a
discussion
around
this
morning
about
junior
drivers
and
in
your
role
you'll
be
able
to
make
recommendations
there
as
well.
If
you
feel
that
it
would
enhance
safety,
if
there
was
additional
training
provided
to
junior
drivers,
oh.
J
This
is,
and
will
continue
to
be,
my
objective
in
everything
that
I
do
and
coming
from
this
training
audit,
the
the
training,
one
specifically
with
nine
of
20
recommendations,
complete
and
the
rest
underway
2b
and
will
be
complete
by
q2
of
2021.
As
mentioned
in
the
audit,
I
have
a
plan
to
address
that
focuses
our
controls
on
the
required
implementation.
J
J
I've
established
a
quality
control
and
assurance
coordinator,
so
this
is
going
to
have
somewhat
of
an
internal
audit
from
oc
transpo
to
be
able
to
get
insight
to
see
the
consistent
delivery
of
curriculum
and
also
to
the
other
pieces,
to
utilize
data
to
drive
the
program
forward.
Now
like
to
what
you
were
saying
when
it
comes
to
new
operators,
identifying
routes
or
buses.
Specifically,
this
person
will
be
able
to
identify
through
that
lens,
the
areas
that
we
need
to
tailor
our
program
to
meet.
J
Those
needs
for
our
inbots
now,
also
too,
we're
going
to
develop
and
improve
the
program
administration
to
include
the
tracking
documentation
control,
as
mentioned
by
the
auditor,
and
one
of
the
most
important
pieces.
Here,
I
think
too,
is
that
we're
going
to
continue
to
build
a
relationship
where
operations
and
fleet
safety
can
support
each
other,
because
that's
all
the
different
parties
involved
with
gathering
data.
D
A
A
Mr
miner,
what
was
the
timing
of
this
complaint?
Please
and
my
question
is
related
to
the
shortage
of
drivers
or
pushing
drivers
out.
I
know
that
there
was
a
time.
Certainly
last
fall.
Mr
manconi
would
attest
where
we
had
a
shortage
of
drivers,
because
the
performance
of
the
lrt
and
and
the
supplemental
bus
service.
What
was
what
was
the
timing
of
this
of
this
complaint?.
F
A
Thank
you.
It
was
pre
pre-launch
of
the
lrt
and
and
the
the
stresses
on
the
system
that
that
occurred
at
that
time.
I
I
appreciate
knowing
that.
Thank
you,
mr
manconi,
and
I
apologize.
My
question
is
a
little
bit
all
over
the
place.
Does
the
auditor
general
sample
12
12
driver
training
files?
I
think
that's
correct,
mr
miner:
do
any
trainees
get
and
you
said
that
during
the
pre-screening
50
are
are
not
accepted
into
the
training
program,
because
training
is
very
expensive?
I
understand
that
we
want.
A
B
A
Thank
you,
so
one
one
in
five
approximately
do
not
complete
the
training
and
and
are
are
removed.
Okay,
thank
you
correct
me.
If
I'm
wrong,
mr
manconi
or
someone
said
that
there
is
a
high,
a
higher
degree
of
probability
of
an
accident,
however
minor
in
the
10
days
following
graduation,
is
that
correct?
Did
I
hear
that
correctly.
K
K
K
A
Thank
you.
So
I
guess
my
my
follow-up
is
to
to
mr
richards,
given
that
and
given
the
reality
of
the
union
environment
and
and
with
respect
to
it
where
a
senior
driver
can
choose
the
time
of
day
and
the
routes
that
that
are
appropriate
for
that
person
and
some
other
routes
might
be.
Busier
are
left
for
some
of
the
less
experienced
driver
and
again
I've
noted
you.
Everyone
is
fully
qualified
to
drive
all
buses
in
all
conditions,
but
less
experienced.
A
What?
What?
What
support
can
we
give
to
those
new
drivers
in
the
first
10
days
or
first
month,
of
after
graduation,
to
support
them?
Would
it
be
a
supervisor
to
ride
with
them
in
certain
conditions,
even
though
they
are
fully
licensed,
fully
qualified
and
and
on
the
job?
Is
there
any
other
support
that
we
could
provide
to
those
new
drivers
that
you
would
consider.
J
Thank
you
chair.
Actually,
we
have
a
a
tool
in
place
with
our
current
training
program.
We
call
them
platform
mentors
where
a
new
bus
operator
actually
is
out
with
an
experienced
operator
to
learn
not
only
the
driving
components
but
customer
interactions,
and
they
mirror
that
person
in
a
shadowing
effort.
J
If
you
will
that's
one
tool,
that's
really
beneficial
to
help
new
operators
get
comfortable
in
that
environment,
especially
when
they're
new
within,
like
you,
said
that
10
day
period
and
then
again,
as
I
mentioned
as
well,
to
analyzing
the
data
to
understand
how
we
can
better
support
through
the
training
proactively
and
post
nbot,
as
well
as
something
we
will
be.
Looking
at
with
that
new
quality
coordinator
position.
A
B
A
K
K
J
H
A
K
Chair
great
question-
and
it
goes
back
to
what
councilor
de
roos
was
asking-
we've
got
the
mto
cvr
rating,
which
we're
in
very
good
standing
the
unfortunate
part
of
all
this
is
you
know.
The
audit
only
looks
at
one
other
jurisdiction,
ttc,
and
I
can
tell
you
that
and
I'm
not
suggesting
they're
good
or
bad,
but
they
they
rate
their
accidents
different
than
we
do
across
canada
and
north
america.
K
It's
a
hodgepodge
of
what
classifies
or
what
gets
considered
as
an
accident.
Some
are
extreme
like
us.
Some
are
a
threshold
of
dollar
amounts
which
we
would
argue
against,
because
it
can.
It
can
drive
out
trends
which
we're
doing
proactively.
So
again,
the
cvr
rating
is
good.
The
benchmarking
piece
that
the
chair
of
the
transit
commission
spoke
to
is
something
that
we
are
quite
excited
about,
because
it's
not
just
canada
but
we're.
K
A
Thank
you
very
much
with
respect
to
the.
I
only
have
a
couple
more
questions.
The
the
report
speaks
to,
for
example,
operator.
Training
who
is
off
for
90
days
have
to
has
to
be
refreshed
or
retrained.
Is
that
an
oc
transpo
protocol,
or
is
that
an
mto
protocol?
I
wasn't
clear
on
that
and
that
could
go
to
either
mr
manconi
or
mr
miner.
J
Thank
you,
mr
cherry.
It's
it's
an
oc
transport
requirement
and
just
to
elaborate
on
that
further,
we
we're
actually
taking
it
a
step
further
now
and
when
they're
off
for
a
period
of
time,
we
actually
will
work
with
operations
with
the
section
heads
to
look
at
the
record
and
determine
not
just
a
standard,
recertification
or
refresher
training
for
them,
but
something
that
could
be
specific
to
their
file
as
well.
A
My
last
question
is
for
you,
mr
miner
recommendation
number
five,
that
the
city
continue
with
recent
efforts
to
augment
governance
over
bus
operator
training.
The
training
as
a
safety
critical
function
is
implemented
as
designed
and
without
interference.
Could
you
tell
me
what
that
why
that
was
written
in
that
way?.
F
I
guess
what
we
saw
was
a
number
of
changes
have
been
implemented
when
we
looked
at
it.
The
you
know
the,
for
example,
the
the
testing
that
was
originally
done
before
hiring
an
operator
that
had
been
designed
by
operations
and
then
it
was
cancelled
by
operations.
Well,
now
it's
put
back
and
it
was
under
the
control
of
training
and
development.
So
what
we
saw
was
you
know,
things
were
moving
in
that
right
direction.
F
A
Okay,
thank
you
very
much.
Those
are
all
my
questions
and
I'm
not
seeing
any
hands
up.
I'm
not
seeing
any
not
seeing
anybody
waving
waving
at
me,
and
so
we
are
on
item
number
three,
that
the
audit
committee
received
the
office
of
the
auditor
general's
review
of
oc
transport
driver
training
and
recommend
that
council
consider
and
approve
the
reviews.
Recommendations
is
that
carried.
B
A
E
E
Material
so,
mr
chair,
the
the
front
and
waste
policy
identifies
the
responsibility
of
the
office
of
the
auditor
general
staff
and
managers.
It's
a
best
practice
for
accountability
and
transparency,
and
it's
a
it's
been
previously
identified
in
in
one
of
our
earlier
audits.
On
ethics,
for
example,
it's
an
important
component
of
our
organization
with
a
mature
ethics
management
framework.
It's
another
indication
that
the
city
is
accountable
and
transparent,
and
the
reports
that
come
in
through
the
fraud
waste
hotline
have
led
to
audits
in
the
past,
they've
led
to
to
investigations
and
reviews.
E
E
E
So
what
are
some
of
the
examples
of
fraud?
Obviously
forgery,
anyone
who
misappropriates
funds
or
essence
another
word
for
that
would
be
theft,
individuals
who
misuse
property
individuals
who
take
home
city
assets
or
use
city
assets
for
their
own
purpose,
and
that
could
be
a
city,
vehicle
or
city
equipment,
submission
of
fraudulent
expense.
That
claims
would
be
fraud
next
slide.
Please.
E
Examples
of
waste
would
be
overuse
of
resources,
staff
who
aren't
following
the
policies
and
procedures
that
that
usually
have
specific
specifications
as
to
how
work
is
to
be
done.
Employees
who
haven't
been
given
work
assignments
or
even
employees
themselves
who
haven't
gone
back
to
their
supervisors,
to
say
I've
run
out
of
work
or
the
the
tasks
that
you've.
Given
me,
I've
already
completed,
or
the
tasks
that
you
give
me
can't
be
completed
now,
can
you
come?
E
Can
you
give
me
some
more
work
so
in
in
our
mind,
anything
that
that
reduces
productivity
in
the
workplace
in
the
workplace
is
is
waste
so
anything
that
that
affects
sufficient
operations,
so
a
disrespectful
supervisor
or
bully
or
harassment
in
the
workplace.
Anything
that
leads
to
to
friction
can
be
waste
next
slide.
E
Please
policy
itself
applies
to
all
city
of
employees
except
councillors
and
their
office
staff.
It
doesn't
apply
to
police
services,
it
doesn't
apply
to
the
public
library
or
ottawa
community
housing
and
then
the
last
two.
I
should
point
out
that
both
the
public
library
and
ottawa
community
housing
have
introduced
their
own
fraud
and
waste
policies
and
their
own
fraud
and
waste
hotline.
We
worked
closely
with
them
and
their
front
waste
process.
Parallels
our
own
next
slide,
please.
E
95
percent
of
the
reports
are
investigated
by
management.
We
liaise
with
management
throughout
their
investigation
if
necessary,
they
report
back
to
us
with
the
results
and
occasionally
we'll
go
back
to
them
with
refinements
in
some
of
the
work
they
should
do.
And
of
course
we
provided
your
report
to
council
next
slide.
E
Please,
staff
and
management
must
report
violations
of
the
code
of
conduct
and
anything
that
falls
under
the
fraud
and
waste
policy
and,
of
course,
staff
must
conduct
the
investigations
and
we
ask
them
to,
and
then
they
report
back
to
us
next
slide,
please.
So
just
a
reminder:
the
the
fraud
waste
hotline
is
confidential.
It's
if
an
individual
wishes,
they
can
remain
anonymous.
It's
independently
operated,
you
can
access
it
by
by
phone
by
internet
and
it's
available
24
7..
E
Recently
this
past
year,
we
with
with
the
cooperation
of
management,
developed
a
communication
plan
right
across
the
city
to
ensure
that
staff
were
once
again
reminded
of
the
of
the
hotline.
So
next
slide,
please.
This
shows
the
volume
of
reports
received
year-over-year
and
you
can
see
that
there
are
some
up
and
downs.
E
This
year
we
had
224
reports
and
when
I
say
this
year,
it's
2019
remembering
that
that
we
would
have
been
reporting
back
to
you
earlier
in
the
in
the
year,
but
we're
reporting
at
this
time
because
of
covet.
So
that
was
a
was
a
an
increase
of,
I
think,
18
over
the
194
in
2018
and
193
in
2017.,
so
on
any
given
year.
I
think
that
that
we
we
see
between
150
and
200,
valid
fraud.
E
Reports
next
slide,
please,
as
I
indicated
the
fraud
waste
hotline,
is
open
to
staff
members
of
the
public
and
and
suppliers.
I
was
hey
members
of
the
public.
I
mean
residences
residents
as
well
as
taxpayers
and
depending
on
the
year
about
generally
about
half
of
our
reports,
come
from
the
public
and
employees,
and
you
know
I
think
this
year
it
was
46
public
and
I
think,
last
year
it
was
about.
E
Please,
as
I
said
the
last
year,
there
was
a
a
refreshed
look,
a
rebranding
of
the
fraud
noise
hotline.
There
were
posters
that
were
set
up
on
staff
boards
around
the
city
and
this
past
year
we
investigated
a
new
supplier
for
the
the
fraud
and
waste
hotline.
The
numbers
will
stay,
the
same.
The
address
will
stay
the
same
and
that
will
be
launched
soon,
but
it
won't
look
that
different
to
outsiders.
E
They
were
just
checking
back
to
see.
Updates
next
slide,
please
so
this
slide,
mr
chair,
just
shows
the
number
of
investigations
that
were
underway
and
were
added
and
then
completed
in
the
in
2019,
and
we
opened.
We
opened
2019
with
36
reports
underway
36
investigations
underway
and
we
closed
the
year
with
39.
So
it's
all
in
all
it's
even
with
with
an
increased
volume.
It's
I
would
say
it's
a
good
performance
on
the
part
of
both
our
office
and
staff
and
management.
E
E
I
can
tell
you
that
when
we
talk
to
to
other
operators
of
of
hotlines,
they
don't
see
the
same.
This
same
high
percentage
as
far
as
substantiation
is
concerned,
and
that
next
number
is
accurate
but
compliant
and
38
percent,
and
that's
that's
an
individual
is
who
an
individual
may
have
reported,
something
that
they
thought
was
a
fraud
or
waste,
but
upon
investigation
it
turns
out
that
the
activity
that
they
observed,
because
they
didn't
know
what
they
didn't
know,
was
that
okay
was
was
compliant
with
cetera
city
operations.
E
It
could
be,
it
could
be.
The
way
a
particular
work
site
is,
is
set
up,
an
activity
that
might
be
conducted.
It
could
be
something
that
a
that
they
see
a
city
employee,
doing
without
understanding
the
whole
picture
they
reported
and
it's
it.
Certainly
it
is
a
it's
a
good
idea
to
report
something
if
you
think
it's
it
isn't
right,
but
the
38
of
the
time
the
activity
is
is
deemed
to
be
compliant
and
we've
got
a
very,
very
low
inaccurate
rate
of
16
16
next
slide.
E
E
So
there
were
this
past
year.
There
were
no
much
examples
of
city,
employees
or
contractors,
not
following
policies
or
procedures.
The
examples
of
theft,
embezzlement
of
fraud,
an
employee
was
stealing
supplies.
The
employee
was
confronted
and
confessed
after
being
shown
surveillance
footage.
The
city
employees
union
negotiated
an
outcome
and
the
employee
retired.
E
There
was
another
example
where
an
employee
was
stealing
cash
while
performing
their
cash
handling
duties.
The
length
of
time
that
this
had
been
occurring
and
the
amount
stolen
could
not
be
determined,
and
we've
talked
about
this
before.
Sometimes
it
isn't
possible
to
to
substantiate
a
total
loss,
and
in
this
particular
case
the
individual
was
presented
with
the
results
of
the
investigation
and
the
the
employee
immediately
resigned
now
to
their
credit
management,
then
made
immediate
changes
to
the
procedures
and
training.
E
E
Another
employee
submitted
fraudulent
benefit
claims
for
services
that
they
did
not
receive
the
employee
provided
some
receipts
for
some
of
the
services,
and
then
they
reimbursed
the
benefits
provider.
For
the
remainder
of
claims,
a
10-day
disciplinary
suspension
letter
was
provided
to
the
employee.
E
Under
the
category
of
harm
to
people
or
potential
harm
to
people,
an
employee
was
alleged
to
have
demonstrated
inappropriate
behavior
during
using
their
city
issued
cell
phone
during
the
course
of
the
investigation
into
the
employee's
behavior
under
the
city's
code
of
conduct.
This
information
supporting
further
allegations
of
the
similar
inappropriate
nature
was
brought
to
management's
attention.
The
employee
received
a
20-20
day
with
suspension
without
pay
and
was
devoted.
E
In
one
case,
a
notif
notice
of
decision
was
issued,
advising
them
that
they
were
no
longer
eligible
for
rent
geared
to
income
assistance
and
that
they
will
be
required
to
pay
the
market
rent.
In
one
case,
a
receivable
was
created,
the
file
was
suspended
in
another
case,
as
receivable
was
created
and
the
file
file's
been
updated
to
suspend
the
correct
entitlements.
E
E
E
D
D
E
E
E
The
difference
that
that
I
can
say
with
a
certainty
is
that,
after
that,
rash
of
incidents
when
when
when
it
was
clear
that
it
was
it,
wasn't
the
design
of
the
policies
and
procedures,
it
was
a
supervisor
of
managers
who
had
stopped
enforcing
them
rigorously
and
there's
you're,
quite
correct
the
city
manager
and
and
his
office
and
our
office.
We
spend
a
lot
of
time
focusing
on
what
the
what
the
resolution
was
and
to
the
credit
of
staff
and
management
they
took.
E
Because
of
the
policies
and
procedures
that
in
place,
then
the
employee
knows
they're
not
going
to
get
away
with
it.
And
and
that's
what
happens
when
you,
when
you
follow
the
policies
and
procedures
to
the
latter,
and
you
have
you
know
as
a
supervisor-
that's
your
job
and
from
you
know,
I
would
guess,
from
what
we
can
see
that
there
was
been,
was
a
renewed
commitment
to
to
pick
up
the
challenge
and
deliver.
D
Thank
you,
I'm
going
to
come
back
to
you
in
one
minute.
I
just
want
to
make
a
comment
if
I
could
to
the
city
manager,
I
want
to
point
out
that
this
is
obviously
a
difficult
day
for
anybody.
That's
a
in
a
senior
management
role
when
we
deal
with
the
findings
of
audits
and
because,
basically,
what
we're
talking
about
is
areas
and
processes
that
we
could
do
better
in.
D
I
think
it's
absolutely
important
that
we
highlight
that
over
half
of
the
the
cases
that
come
in
through
the
fraud
and
waste
hotline
are
things
being
brought
forward
by
employees
because
they
want
to
do
better.
They
want
the
city
to
do
a
better
job
of
handling
taxpayers,
money
and
and
providing
the
proper
services.
So
you
know
kudos
to
you,
city
manager,
for
creating
the
environment
at
the
city
where
employees
are
participating
in
this
process
and
we're
seeing
good
things
come
out
of
it.
So
thank
you
for
that.
I
want
to
go
back
now.
D
D
My
closing
remark
is
to
you,
mr
auto
general,
because
I
I
think
you're
back
before
us
one
more
time,
but
I
don't
like
to
leave
things
to
the
last
minute,
so
I
just
want
to
thank
you
and
tell
you
that
it's
been
such
a
privilege
to
work
with
you
over
the
years.
I
I
believe
that
you
brought
a
lot
of
honor
back
to
the
position
of
the
audio
general
and
the
auditor
general's
department
within
the
city.
D
I
know
your
employees
work
tirelessly
for
you
and
I
know
how
honored
you
are
to
to
have
been
their
leader
throughout
this,
so
I
just
want
to
thank
you
for
for
all
the
efforts
and
all
the
changes
that
you've
made
at
the
city,
and
I
consider
it
a
real
privilege
to
work
with
you.
So
thank
you.
That's
my
comments,
mr
chair.
A
G
No,
I,
mr
chair,
I
appreciate
the
comments
and
I
appreciate
mr
hughes
comments
in
how
we
frame
the
fraud
and
waste
complaints,
and
you
know
17
000
employees,
and
that
the
fact
that
this
the
fraud
waste
has
been
has
been
good
for
our
organization.
It's
a
very
positive
thing
and
yeah
there's
a
few
people
that
don't
follow
the
rules,
but
you
know
what
everyone
else
knows
that
if
you
get
caught
we're
going
to
take
action,
so
I
think
working
together
with
the
auto
general
and
this
with
the
fraud
wait.
G
Hotline
has
been
very
positive
for
for
keeping
everyone
honest
in
the
organization
and
making
sure
that
those
that
might
be
tempted
know
that
there
could
be
consequences.
But
I
also
agree
with
mr
hughes
and
council
hubley
that
you
know
out
of
17
000
employees.
We
have
a
lot
of
good
people
to
come
here.
I
don't
want
to
characterize
because
of
the
behavior
of
45
people,
everybody
under
the
same,
you
know
the
same
brush
because
I
don't
think
that's
the
case.
There's
a
lot
of
good
people.
G
G
A
I
I
I
So
that's
my
suggestion.
Take
it
for
what
it
is.
I
I
what
I
do
like
about
the
report
is
that
it's
not
just
about
the
money,
it's
not
just
about
watching
the
dollars,
but
it's
also
about
watching
people's
respect
for
each
other
and
keeping
an
eye
on
that
and
that's
really
important
and
as
a
liaison
for
women
and
gender
equity.
I
I
I
know
this
is
not
directly
involved,
but
when
people
kind
of
watch
each
other's
behavior
it
means
that
they're
also
watching
their
respect
for
each
other
and
that
that
plays
into
it,
so
that
I
appreciate
that's
in
the
report
as
well
that
that's
that's
part
of
it.
I
I
have
a
question.
That's
somewhat
related,
I'm
curious
some
because
this
was
for
2019.
I
How
are
things
going
with
2020
because
with
covet,
I
don't
know
what
other
counselor
offices
are
like,
but
I'm
getting
more
and
more
people.
You
know
kind
of
you
know
complaining
about
their
neighbors
and
and
and
things
like
that,
so
they
they're
they're
more.
So
I
don't
know
if
your
workload's
going
up,
but
I'm
just
curious
about
how
how
it's
affecting
the
the
hotline.
E
I
Thank
you
and
I'll
offer
my
voice,
along
with
the
councilor
hubley
and
others
that
I
want
to
say.
Thank
you.
I
know
we're
gonna
have
one
more
meeting,
but
it's
been
really
helpful.
I
found
you
very
approachable
and
I
I
really
find
that
it's
it's
great,
that
this
this
feature
exists
and
that
we
have
the
opportunity
to
ask
the
deep
questions
and
that
you've
done
all
the
deep
research
on
them
on
these
concerns.
J
Thank
you,
mr
chair,
and
just
probably
calm
and
not
a
question,
but
I
did.
I
do
want
to
mention
that
I
want
to
thank
actually
the
auditor
general.
Mr
can
you
I
know
it's
not
your
last
meeting,
but
you
I've
been
counsellor
six
years.
I've
been
on
this
committee
since
the
beginning,
with
councillor
hoovley
and
now
with
councillor
the
chair
clute,
but
I
want
to
thank
you
for
all
the
report
that
you
bring
to
us
in
front
of
council.
You've
been
always
respectable.
J
You've
been
always
knowledgeable
and
share
with
us
and
respect
us
and
give
us
all
the
information
we
need.
I
want
to
thank
you
for
them.
Can
I
really
I'm
gonna
miss
you.
I
know
that
islam
I'm
meeting
with
you,
but
I
want
to
make
sure
you
understand
heartfelt
appreciation
for
everything
you
do.
I
also
want
to
highlight
our
city
manager,
mr
kanalakis,
for
his
leadership,
and
he
take
things
seriously.
J
That's
why
we
have
this
hotline
and
I'm
really
happy
to
see
that
management
with
the
auditor
general
and
everybody
working
together
to
address
the
public
and
making
sure,
because
we
hear
it
all
day
long
like
council
of
kavanaugh
just
mentioned,
we
got
the
complaints
all
the
time,
we're
the
first
people
to
hear
it
and
we're
very
happy
to
making
sure
this
process
is
working.
So
through
you,
mr
chair,
thank
you
for
mr
kanlakis
and
mr
eu
and
thank
you
for
this
presentation
today.
A
A
A
We
want
to
encourage
our
residents
where
they're
going
shopping,
working
to
you,
use
a
sustainable
method
of
transportation
or
transit,
cycling,
walking
and
electric
cars,
if
that's,
if
that
needs
to
be,
and
how
does
that
moratorium
fit
into
our
environmental
objectives
at
the
city
to
reduce
our
our
greenhouse
gas
emissions?
I
don't
know
if
that
that
would
be
the
management
I
guess
to
mr
canalakis.
I
know
you
might
not
have
the
answer
now,
but.
G
A
G
C
C
If
the
city
encourages
us
and
and
sometimes
bring
some
of
those
positive
feedback,
because
somehow
we
only
end
up
with
the
you
know,
with
the
negative
feedback
or
or
the
waistline
and-
and
we
all
understand,
if
you
put
it
in
a
perspective
of
the
number
staff
we
have
and
and
the
the
issues
we
have
is
very
minor
of
its
nature.
But
what
I
know
we
have
a
program
to
recognize
some
very
high
initiative
of
staff.
But
what
about
staff
doing
the
right
thing,
helping
individuals?
C
G
We
don't
have.
Thank
you,
mr
chair.
The
counselor
else
interior
is
correct.
We
we
receive
a
lot.
I
see
them,
we
use
every
department
receives
the
thank
you,
letters
and
appreciation
letters
not
only
from
counselors
but
and
many
from
counselors
and
many
from
our
residents
and
and
from
staff
to
staff.
G
We
receive
them,
and
we
often
our
protocol
is
that
we,
when
we
receive
them
from
a
member
of
the
public
counselor,
we
forward
them
the
manager
and
depending
what
level
it
comes
in
we'll
also
forward
it
to
the
staff
and
acknowledge
that
they've
been
recognized,
but
it
wouldn't
be
a
hard
thing
for
us,
but
we
don't
track
them
centrally,
but
it
wouldn't
be
hard
for
us
to
group
those
centrally
and
do
a
an
annual.
You
know
memo
or
a
submission
to
counsel
about
all
the
positive
comments
that
come
in.
C
Well,
I
would
like
I
would
like
to
see
us
doing
this,
mr
canalex,
because,
to
be
honest
with
you
there's,
I
think
council
ruskin
contested
this
during
the
floods
we
get
city
staff
coming
with
us
on
a
weekend
on
their
day
off
and
and
helping.
You
know
they
don't
have
to
be
there,
but
they
want
to
be
there
in
case
the
counselor
needs
support.
I
think
counselor
kavanagh
and
I
we
work
with
some
city
staff
and
they're
always
calling
us
checking
out.
C
G
C
G
Mr
chair,
I
also
on
your
question
on
the
fire.
Just
looking,
it
doesn't
say
much
in
this
investigation,
not
a
fire
service.
I
think
the
issue
is
there's
a
policy
gap
on
who
can
use
the
electric
charging
stations,
specifically
with
personnel
with
staff,
and
so
the
chief
put
a
moratorium
on
it
until
they
can
look
at
the
policy
to
see.
Will
the
policy
allow
staff
to
charge
it
as
well
as
other
people
that
come
there.
G
A
A
A
A
No.
I
certainly
want
to
take
this
opportunity
to
thank
our
our
colleagues
in
the
clerk's
office,
kevin
lugo,
melinda,
astin
and
melody
duffney
who's
provided
support
today,
and
certainly
for
all
committees
and
boards.
The
support
that
we
get
from
the
clerk's
office
is
invaluable
in
keeping
us
on
track.
Thank
you
very
much
to
to
all
who
who
assist.
A
A
Receive
such
a
motion,
thank
you
motion
to
adjourn
carried
carried.
Thank
you
very
much.
Next
meeting
is
november
24th.
It
will
be
a
regular
meeting
and
a
budget
meeting,
and
I
believe
the
meeting
notice
will
be
circulated
very
shortly.
Thank
you
very
much,
members
of
the
audit
committee
and
staff
for
your
work
today
have
a
good
day.
Merci,
bonjour.