►
Description
Finance and Economic Development Committee – October 3, 2017 - Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas
A
Good
morning,
ladies
and
gentlemen,
if
I
could
ask
members
of
council
to
take
their
seats
just
seeing
if
we
have
quorum
at
this
point,
I
think
we
do
and
if
anyone
would
like
to
speak
to
any
item.
That's
on
the
agenda.
Please
fill
out
a
form
just
under
the
television
screen
and
give
it
to
a
representative
clerk's
office
and
we'd
be
happy
to
hear
your
your
disposition
in
your
your
presentation,
hello,
madam
Monsieur
Bienvenue,
a
committee.
If
you
don't
see
the
development
you
know
me
por
la
October,
the
mindy
set.
A
A
Tax
exemption
for
these
legions
carried
item
number
three
declaration
of
surplus
parts
of
three
three:
nine:
two
John
Phil
Road
and
one
two:
zero
nine
Center
on
Boulevard
on
the
transfer
of
parts
of
three
three
one:
one:
Green
Bank
Road;
two:
six,
one
Bren
Maurer
Road;
three:
three:
nine,
two
jock
ville
road
and
one:
two:
zero:
nine
Center
on
Boulevard
to
Ottawa
community
land,
Sonoma
Corporation
for
future
disposal
hold.
Is
it
a
quick
item
counselor?
B
C
D
A
B
D
B
A
We
don't
have
deputy
city
manager
great
on
the
person,
the
borrower,
golasa
Lisette
carried
a
top
team
FC,
a
planning
infrastructure
and
economic
development.
I
can
only
development
update,
Q
to
develop
more
economic,
museo
de
jim
cream
Escalade.
Amid
beset
received
item
number
six
bells
coroner's,
Community,
Improvement,
Plan
application,
three
hundred
moody
Drive
carry
this
is
I
want
to
thank
the
staff.
A
No,
so
congratulations
to
staff
Thank
You,
mr.
Kirkpatrick!
This
is
carried
next
item-
is
Belle's
Cornish,
Community,
Improvement
Plan
a
second
one
at
2:01
five
Robertson
row.
This
is,
as
you
know,
our
community
improvement
plan
that
has
had
great
success
in
councillor
Manette's,
Ward
and
now
in
the
bells
Corners
area.
Add
update.
Thank
you.
Item
number
eight
brownfields
grant.
We
have
a
staff
presentation,
so
we'll
come
back
to
that
service
innovation.
We
have
a
presentation
on
that
and
councillors.
A
B
You
so
I
noticed
that
this
would
come
from
mr.
Shay's
budget
under
culture,
recreational
facilities,
budget
and
mr.
Shanley
has
stated
that
Finance
will
put
one-time
funding
in
his
budget
that
they
can
use
to
pay
for
this
celebration.
But
I
know
our
principal
at
budget
time
is
to
find
offsetting
costs,
so
I'm
wondering
where
you're,
finding
the
$29,000
and
what's
offsetting
it.
A
G
Peggy,
mr.
mayor
today
we
have
mr.
Buchanan
who's,
been
leading
our
brownfields
application.
Mr.
Dao,
who
is
our
lead
planner
on
the
900
Albert
file.
A
mr.
soutien
has
been
working
from
the
corporate
real
estate
office
and
assisting
us
in
this
program.
We're
going
to
have
a
short
presentation,
be
available
for
questions
and
mr.
Buchanan
/
TM
Thank.
H
H
In
the
report,
the
recommendations
of
Finance
and
Economic
Development
Committee
are
for
the
brownfield
redevelopment
grant
of
eight
million
two
hundred
and
fifty
five
thousand
three
hundred.
Ninety
seven,
which
is
an
upset
limit
part
of
that
grant,
is
made
up
of
a
development
charge
credit
that
makes
up
seven
million
seven
hundred
eleven
thousand
seven
hundred
fifty
thousand
seven
fifty
dollars
and
that's
again
upset
limit
included
in
the
report
is
a
waiver
of
city
land
use
for
nine
hundred
twenty
thousand
dollars.
H
The
existing
site,
as
of
today,
has
a
number
of
encumbrances
on
site
that
deal
with
existing
municipal
infrastructure.
This
is
major
infrastructure
that
services
large
areas
of
the
city
of
Ottawa,
there's
a
West
Nepean
sanitary
collector,
which
traverses
the
site
from
west
to
east
through
almost
through
the
middle
of
the
site,
as
well
as
a
Muniz
Bay
storm
collector,
which
runs
from
the
south
to
the
north
and
into
a
small
section
of
the
Moonies
basin
territory
that
collects
to
the
west
Nepean
sanitary
collector.
H
There
is
a
proposal
set
forward
in
terms
of
a
site
plan
application
that
speaks
to
relocating
the
sewers
to
allow
the
development
to
the
property
to
maximize
its
development
in
terms
of
potential.
So
the
resulting
is
that
the
the
west
Nepean
sanitary
collection,
there
is
relocated
portion
onto
city
lands,
traverses
a
small
sector
through
the
bottom
end
and
then
cuts
through
the
lower
part
of
the
properties
to
the
south
and
the
reason
why
this
most
of
this
stuff
is
at
the
bottom
and
is
because
is
an
existing
water
line
in
there.
H
So
the
economic
benefits
to
the
community.
It's
estimated
there's
over
400
million
dollars
in
direct
construction
value,
approximately
two
hundred
sixty
four
person
years
of
direct
employment
and
four
hundred
sixty
two
person
years
of
indirect
employment
during
construction
period.
It's
estimated
over
four
hundred
and
fifteen
million
dollars
in
new
commercial
residential
assessment
will
be
generated.
Approximately
twenty
three
million
in
present
value,
doll,
use
and
development
charges,
building
permits
and
other
developments
will
will
be
realized
and
that's
taken
account.
The
seven
million
dollars
for
the
DC
credit.
G
This
development
truly
is
councils,
poster
child
of
fulfilling
Ottawa's
official
plan
and
TOD
goals.
This
development
really
is
a
significant
step
forward
in
realizing
councils.
Investment
in
LRT,
with
the
increases
in
ridership
further
benefits
include
public
realm
and
animation
along
Albert
Street
and
a
remediation
of
a
contaminated
site.
This
truly
is
an
extraordinary
situation
to
the
degree
of
which
we
have
these
pipes
and
come
bring
this
site
by
moving
them.
We
are
removing
the
risks
and
we
are
freeing
up
this
site
for
a
better
design.
G
This
is
truly
an
opportunity
the
developers
is
is
paying
for
the
realignment
of
ten
million
dollars.
The
city
is
not
compromised
by
having
these
pipes
moved
for
any
future.
Development
and
staff
are
recommending
the
waiver
of
the
FIA's
identified
in
recommendation
for
as
a
result
of
being
able
to
meet
with
councils
official
plan
goals
and
transit
oriented
development.
This
truly
is
an
amazing
opportunity
for
city
building.
A
So
we're
going
to
ask
members
the
public
who
have
registered
speak
first,
so
I
guess
we'll
have
the
delegation
seat
over
there
and
our
first
delegate
is
Richard
Haider
director
of
community
relations
Building
and
Construction
Trades
Council.
So
mr.
Hayter
is
no
stranger
to
City
Hall
welcome,
Richard
and
if
you
could
take
the
seat
and
push
the
button,
you
have
five
minutes.
I
Thank
you
good
morning,
mr.
mayor
councillors,
city
manager,
ladies
and
gentlemen
of
gallery,
I
am
here
to
speak
in
support
of
agenda
item
number
eight,
and
my
name
is
Richard.
Heater
and
I
proudly
serve
as
director
community
relations
for
the
Building
and
Construction
Trades
Council
this
morning,
I'm
representing
the
35,000
Ottawa
residents,
who
directly
earn
their
living
hourly
in
one
of
Ottawa's
largest
employment
sectors,
the
construction
and
infrastructure
industry
and
the
many
more
who
make
their
living
because
of
the
construction
and
infrastructure
industry.
I
Our
highly
productive
and
professional
workforce
are
active
in
building,
maintaining
and
renovating
residential
commercial,
industrial
and
public
infrastructure
projects.
They
receive
top-notch
training,
including
continual
upgrades
to
master
new
materials
and
technologies,
the
labor
agreements
they
negotiate
set
the
bar
for
wages,
benefits
and
workplace
safety
throughout
the
pepperball
pivotal
economic
sector.
Our
council
supports
and
provides
leadership
for
its
affiliated
private
sector
unions
and
their
members
as
they
strive
to
ensure
that
owners
and
constructors
have
the
skilled,
post-secondary
trained
trades
people.
They
need
to
complete
large
and
complex
projects
on
time
and
on
budget.
I
This
continuous
building
process
depends
on
a
smooth
and
reliable
regulatory
and
approvals
process
to
generate
new
construction
hours
to
Mick
train
and
maintain
the
human
resources
needed
to
meet
future
needs.
In
this
case,
as
many
as
800
hours
of
work
that
come
from
800
direct
jobs
and
3300
indirect
jobs,
we
forecast
in
excess
of
38
billion
dollars
of
work
in
the
Eastern,
Ontario
and
Western
Quebec
areas
over
the
next
20
years.
I
If
constructor
and
in
construction
and
infrastructure
investments
continue
at
the
same
pace,
new
projects
are
our
primary
recruiting
opportunities
and
we
seek
partnerships
and
relationships
with
companies
of
integrity,
honesty
and
leadership
such
as
the
Trinity
Group.
With
a
total
of
164
stories.
Trinity
is
demonstrating
the
economies
of
geographic
scale
for
the
City
of
Ottawa
and
the
industry
by
building
1,400
residences
vertically,
rather
than
horizontally,
their
projects
define
the
communities
and
neighborhoods
in
which
they
invest.
As
Canada's
largest
private
sector
trainers,
we
recruit
new
apprentices
into
a
career
and
guide
them
to
the
highest
industry.
I
Completion
rates
for
apprenticeships,
with
many
trades
graduating
over
90%
of
their
apprentices
to
journey
person
status.
This
makes
it
possible
for
our
members
to
lead
fulfilling
lives
as
engaged
responsible
members
of
their
respective
communities.
Every
city,
town
and
village
in
this
country
has
its
share
of
our
five
hundred
and
fifty
thousand
skilled
construction
workers
who
purchase
homes,
pay
taxes
buy
from
local
businesses,
supporting
the
multiplier
effect
of
salary
dollars
in
circulation
that
we
often
quote
as
further
economic
benefits
realized
by
layers
of
the
Ottawa
Business
community
from
new
construction
projects.
I
These
apprentices
and
journey
persons
go
on
to
support
local
clubs
and
charities
because
of
companies
like
the
Trinity
Group,
with
a
built
in
excess
of
25
million
square
feet
of
retail
space
alone
across
Canada,
not
including
millions
more
in
development
properties
which
generate
huge
tax
revenues
for
the
communities
in
which
they
invest
as
a
community.
We
need
to
say
thank
you
periodically,
thank
them
for
their
investments
and
their
contributions
to
our
shared
quality
of
life
and
support
them
in
their
efforts
here
today.
I
So
they
can
continue
contributing
to
our
local
construction
industry
when
they
could
theoretically
be
operating
anywhere
else
in
Canada
to
summarize,
8
percent
of
Canadians
are
employed
in
construction
and
every
construction
job
produces
about
seven
supplementary
jobs
and
other
industries,
ranging
from
manufacturing
and
distribution
to
hospitality
and
financial
services.
If
we
applied
that
percentage
to
our
Ottawa
demographics,
then
we
are
closer
to
72,000
people
benefiting
from
the
Trinities
of
our
industry,
a
vibrant
and
dis.
I
According
to
Statistics
Canada
10.9,
four
jobs
are
created
for
every
1
million
dollars
invested
in
non-residential
construction
using
the
following
as
factors
6.2
2
of
these
jobs
are
direct,
meaning
work
stemming
directly
from
constructing
the
building
ie
for
the
skilled
trades,
eight
point:
nine
nine
to
these
jobs
are
direct
and
indirect,
meaning
work
standing
directly
from
constructing
the
building
and
from
increased
activity
for
related
industries,
ie
material
suppliers,
fabricators
etc.
So
ten
point:
nine
four
of
these
jobs
are
direct,
indirect
and
induced
meaning
work
stemming
from
the
first
two
sources,
plus
additional
work
generated.
I
A
J
Thank
you,
I
guess,
I'm,
just
curious,
Richard!
You
don't
come
out
every
meeting
at
this
enthusiastic
while
I
get
that
there
are
our
jobs
and
economic
development,
which
is
super
I'm,
just
wondering
what
it
is
about
this
project
in
particular.
That
has
you
so
enthusiastic.
Is
it
that
finally,
this
site
will
would
be
cleaned
and
ready
for
development
or
anything
specific
about
this
project
that
it's
different
from
from
any
other
Thank.
I
You
counselor
I
would
I
would
answer
by
saying
that
there
is
an
opportunity
for
peripheral
work
that
will
will
take
place
in
that
community
and
start
defining
that
community,
but
also
because
we
had
expected
by
now
to
be
into
the
lebreton
flats
project.
We
had
started
ramping
up
thinking
that
approvals
would
have
taken
place,
that
the
NCC
would
be
an
position
to
start
putting
the
shovel
in
the
ground,
and
it
now
looks
like
that's
not
going
to
happen
until
2019
and
2020.
A
K
Good
morning,
mr.
mayor
and
fedko,
my
name
is
Ryan
Moore
from
Trinity
developments
and
I
just
want
to
briefly
discuss
the
proposal
before
you.
It's
it's
a
fairly
typical
brownfield
application
that
we're
dealing
with
here
today,
the
historic
contamination
of
the
site
by
railway
uses
and
then
subsequently,
as
a
snow
dump,
left
us
with
a
bit
of
a
legacy
on
the
site.
So
we've
we
proposed
to
clean
that
up
and
as
part
of
that,
cleanup
we've
just
applied
for
a
brownfield
grant.
What's
a
little
bit
different
about
the
report.
K
Today's
recommendation
number
four,
which
deals
with
an
easement
on
city
lands
and
and
that
easement
is
sort
of
a
technicality.
In
my
mind
in
that,
as
we
spend
ten
point,
seven
million
dollars
to
relocate
city
pipes,
they
have
to
be
relocated
to
city
land
and
taking
a
city
pipe
and
putting
it
on
city.
Land
creates
a
technically
an
encumbrance,
and
the
policy
of
the
city
and
council
has
been
to
charge
for
encumbrances,
but
in
the
wisdom
of
staff,
we've
seen
this
idea
to
provide
an
easement
that
sort
of
deals
with
that
technicality.
K
Well,
recognizing
that
we
are
relocating
a
municipal
pipe
onto
municipal
property,
so
that
we
can
enable
redevelopment
of
this
great
site
at
$900,
which
we
proposed
as
a
tremendous
transit
oriented
development.
Opportunity
which
supports
Bayview
Station,
which
is
the
only
station
in
the
city
where
the
Trillium
Line
Confederation
line,
occurs
so
I'm
happy
to
take
any
any
questions.
At
this
point.
D
K
K
K
C
Okay-
and
is
this
still
just
to
the
delegation
staff-
is
later:
okay
hi.
How
are
you
there's
no
secret?
My
comments
are
in
the
report
that
I
would
have.
Rather,
we
waited
until
we
saw
the
site
plan
for
the
built
form
before
we
decided
whether
to
whether
the
the
what
was
happening
with
the
public
realm
really
would
be
a
community
benefit,
especially
on
that
south
side.
I
think
you
and
I
have
had
this
conversation
several
times
and
continue
to
try
and
hammer
out
what
that
would
look
like,
especially
along
the
Wellington
alignment.
C
K
Still
working
on
how
we
address
that
situation,
where
we're
a
little
bit
off
from
coming
back
you
with
her
by
site
plan,
so
unfortunately,
like
I,
said
I,
don't
have
much
to
show
you
in
terms
of
revisions
or
responses
to
any
of
the
comments
at
this
point,
but
we
certainly
intend
to
continue
the
discussions
on
all
these
topics.
Yeah.
K
F
C
Not
worried
about
the
pipes,
I,
don't
think
I'll
ever
see
the
pipes,
I'm
you're
concerned
about
the
the
actual
just
the
built
form
this
and
how
it
will
affect
the
community
and
how
it
will
benefit.
The
community
I
think
that
it
would
be
prudent
upon
us
to
to
at
least
wait
before
waving
close
to
a
million
dollars,
but
I'll
leave
that
up
to
you,
okay,.
F
F
D
A
L
Thanks
very
much-
and
this
is
less
about
the
even
more
about
what
miss
Neda
was
referring
to
in
her
in
her
summary
about
how
important
and
great
a
development
project
this
is
and
I
tend
to
agree.
Committee
might
recall
that
in
last
year's
budget,
OC
Transpo
pitched
the
idea
of
increasing
revenues
through
innovative
partnership
programs
for
bus
passes.
L
The
media
focused
on
Bluesfest
in
the
Ottawa
Senators,
but
an
important
part
of
that
was
working
with
PGM
on
high
density
development
such
as
this
along
the
transportation
corridors,
particularly
the
Train
and
so
I'm
wondering
if
there
have
been
any
discussions
with
the
applicants
about
offering
some
form
of
universal
bus
pass
to
the
tenants
as
part
of
their
lease
or
rent
or
I.
Think
the
rental
service
I
guess
is
part
of
their
lease
as
a
requirement
and
then
working
with
those
who
transpose
who
get.
You
know,
whatever
rate
that
would
afford
them.
G
C
G
Mr.
mayor
and
in
terms
of
history,
we
don't
have
anything
documented,
but
I
think
at
one
point
time
way
back
when
I
think
there
was
recognition
that
this
site
wasn't
covered
by
the
pipes
and
certainly
was
contaminated.
However,
that
site
was
then
sold
a
second
time
to
Trinity
and
in
between
that
sale,
City
Council
approved
a
report
to
increase
the
densities
on
the
site.
So
at
this
point
in
time,
I
wouldn't
consider
that
there'd
be
any
subsidies
that
would
have
been
party
to
this
current
owner.
G
C
G
Mayor,
we
don't
have
any
details
on
this
information,
so
I
can't
confirm
that,
and
certainly
I
couldn't
speak
for
the
NCC
and
what
their
arrangement
was.
I.
Think
there's
just
some
some
conversation
around
the
fact
that
that
could
have
been
the
case,
but
we
we
don't
have
any
information
as
to
verify
that.
D
You
mr.
mayor
I,
just
I,
guess
more
to
question
the
clarification
when
the
delegate
from
Trinity
was
was
here,
he
would
indicated
that
he
had
a
site
plan.
Councilman
Kenny
seems
to
be
indicating.
There
is
no
site
plan,
oh
okay,
so
that's
okay,
so
that
that
helps
okay,
I
get
it
now.
My
counselor
Dean's
was
sort
of
shaking
your
head
at
the
same
time,
so
appreciate
the
clarification
now.
D
D
Seeing
as
this
is
a
Tod
will
we
have
the
opportunity
when
it
comes
to
planning
with
a-
and
this
goes
back
to
the
site
plan
question
when
there's
a
site
plan
for
the
development
itself
to
have
a
fulsome
discussion
at
that
time
about
affordable
housing
related
to
this
particular
particular
development?
Is
that
something
that's
on
your
radar?
Mr.
G
Mayor,
yes,
the
next
sort
of
steps-
this
is
just
to
clarify
in
terms
of
the
site
plans,
there's
two
site
plan
phases,
so
the
site
plan
that
we're
dealing
with
right
now,
that's
approved,
is
really
just
for
the
pipe
realignment
and
then
we'll
be
coming
forward
with
an
official
plan,
a
minute
amendment,
zoning
and
site
plan
likely
later
next
year.
Mr.
G
G
F
E
Mr.
mayor,
this
is
a
very
unusual
site
that
has
council
committee
as
well
aware:
it's
the
only
place
where
the
Confederation
and
the
Trillium
line
actually
meet
in
the
design
of
the
transit
system,
the
city,
so
it's
unique
from
that
perspective.
Secondly,
it
is
really
quite
unique
that
we
have
several
pieces
of
major
trunk
infrastructure
that
actually
bisect
a
site
looking
through
with
infrastructure
services.
This
week
we
only
found
three
sites
in
the
entire
city,
we're
shallow
infrastructure
bisects
a
site,
and
this
is
the
only
one-
that's
actually
a
Tod
site
where
this
actually
happens.
E
The
other
two
sites
are
at
the
Royal
Ottawa
Hospital
on
the
Pine
Crest
Mall,
because,
generally
speaking,
we
build
municipal
trunk
infrastructure
in
our
own
rights-of-way.
That's
the
way
we
would
construct
it
and
recently,
when
we
had
the
opportunity
to
reconstruct
a
piece
of
the
trunk
infrastructure
and
curling
Avenue
near
the
Queensway,
we
relocated
it
from
off
the
right-of-way
into
the
right-of-way,
because
that's
actually
long
term
good
planning
and
best
infrastructure
management
practices.
So,
as
it
was
indicated,
this
is
not
an
easement
fee
that
we're
being
waived
it's
a
fee.
E
We
would
charge
for
an
encumbrance
of
municipal
right-of-way.
It's
different
and
mr.
suChin
can
help
me
explain
the
difference
legally,
it's
not
the
same
thing
so
by
actually
only
charging
$1
to
accommodate
municipal
trunk
infrastructure
in
the
municipal
right-of-way.
It
actually
makes
sense
it's
different
than
if
this
was
private
infrastructure
going
on
to
the
municipal,
right-of-way
and
with
private
benefit.
That
would
have
a
completely
different
context,
but
this
is
public.
This
is
our
own
trunk
sewer
that
we
would
normally
if
we
were
reconstructing
put
it
in
our
own
right
of
way.
A
B
Thank
you
thank
you
for
that
and
it's
helpful
I
guess
what
I'm
wondering
is
just
the
timing
just
to
councillor
makani's
point.
If
there
is
any
reason
we
need
to
do
that
now,
because
I
think
what
I'm
hearing
is
councillor
McKenna
sees.
This
is
a
bit
of
leverage
in
trying
to
it
guarantee
I
mean
I
heard
mr.
B
E
Mr.
mayor
I
think
the
most
leverage
council
will
have
is
the
approval
of
the
rezoning
when
it
altum
Utley
comes.
This
is
actually.
This
is
important
from
a
timing
perspective,
because
you
cannot
do
the
remediation
with
addressing
the
pipe
at
the
same
time.
So
there
is
a
valid
public
interest
linkage
between
these
two
issues
being
addressed
at
this
point
in
time,
because
they
can't
remediated
the
pipe
it's
crazy.
It
creates
issues
they
actually
have
to
move
the
pipe
out
of
the
way
to
properly
remediated.
E
So
we
feel
those
are
best
balanced,
but
staff
are
very
committed
to
addressing
the
issues
that
councilor
McKinney
has
raised
related
to
the
site,
design,
we're
very
interested
in
the
same
issues
and
we
believe
the
rezoning
and
the
site
plan
approval
are
appropriate
mechanisms
to
apply
leverage.
Thank.
J
E
Mayor
from
staffs
opinion,
we're
promoting
the
redevelopment
of
a
brownfield
site
by
clearing
the
the
contamination
and
relocating
public
infrastructure
to
the
public
right-of-way.
We
think
that's
in
the
public
interest,
regardless
of
the
built
form
that
ultimately
gets
built
on
this
site,
and
when
the
design
comes
forward
through
Planning
Committee.
There
is
ample
opportunity
to
address
the
planning
issues
so.
E
E
C
I,
just
I
do
want
to
just
point
out
one
thing,
though,
that
in
the
report
they
rationale
for
waiving
the
fee
was
not
the
rationale
that
we
were
just
given.
Where
in
the
report
does
it
say
that,
actually
it
says
consideration
should
be
given
to
the
benefits
that
will
result
from
and
I
don't
disagree
with
this
I'm
just
saying
that
we
don't
know
what
will
happen,
complete
remediation
redevelopment
creation
of
a
complete
mixed-use
development
that
is
better
integrated
with
the
surrounding
area
and
provide
for
a
stronger
built
form
and
public
realm
presence.
C
E
Mr.
Willis,
mr.
mayor,
those
have
actually
fought
fair
criticisms
of
the
councillor.
It
wasn't
until
this
issue
became
an
issue
of
additional
discussion
that
we
were
able
to
do
the
deep
dive
with
infrastructure
services
to
determine
how
unique
this
situation
was,
and
I
take
responsibility
for
the
fact
that
this
this
additional
rationale
wasn't
ready
in
time
for
the
report
it
actually
you
know
we,
we
found
a
lot
of
this
information
as
we
started
actually
trying
to
probe
the
questions
the
council
was
raising.
E
A
E
F
Wanted
to
close
by
saying
for
two
years
and
more
we've
been
working
very
hard
to
bring
this
item
forward.
It's
an
incredibly
important
economic
development
driver
for
our
city.
Some
200
million
dollars
will
be
the
benefit
to
this
city
through
the
transit
options
through
the
transit
oriented
development,
certainly,
and
just
think
for
one
minute.
If
before
us
today,
we
had
brownfields,
which
we
see
these
at
fitco
brownfields.
It
has
been
the
argument
or
the
question
doesn't
make
sense
for
two
years
now.
F
Does
it
make
sense,
with
the
mish-mosh
that
you
see
before
you
in
the
pipes
to
limit
the
build
and
therefore
the
economic
development,
the
number
of
riders,
the
potential
size
of
the
bill
by
just
having
Trinity
in
this
case,
go
in
and
clean
up
the
brownfield,
which
would
mean
they
would
go
under
the
pipes,
lift
the
pipes
up
gently
and
put
them
right
back
where
they
are
now?
It
would
be
ludicrous
for
this
city
to
do
that.
F
Absolutely
we
would
limit
our
future
and
I
would
say
this
is
going
to
benefit
us
with
the
lebreton
site
as
well.
If
we're
serious
about
economic
development,
if
we're
serious
about
opportunity
for
seriously
but
people
investing,
then
this
is
a
very
smart
thing
to
do,
because
it's
not
just
the
brownfield.
Yes,
they'll
clean
up
the
contamination
but
they're
going
to
move
things
around
that
are
going
to
be
for
the
benefit
not
just
of
us
today,
but
for
hopefully,
if
the
equipment
is
good,
the
next
century.
Thank
you.
Anyone.
A
Else
wish
to
speak
on
the
item
councillor.
Well,
just
a
couple
of
observations
supporting
the
staff
recommendation,
I,
think
staff
for
the
work
that
they
put
into
this
900
Albert,
along
with
lebreton
flats,
would
be
candidates
for
the
foot-dragging
Hall
of
Fame.
If
we
had
one
of
those
because
these
properties
have
been
underdeveloped
for
decades,
you
know
how
many
decades
lebreton
flats.
This
is
another
project
that
is,
you
know,
been
on
again
and
off
again
and
quite
frankly,
you
know
one
of
the
things
I'm
most
proud
of
with
our
council.
A
A
The
fact
that
you
guys
are
getting
things
done
and
I
agree,
I
think
you
know
this
is
a
project
that
is
going
to
create
tremendous
economic
opportunity,
bring
life
to
that
barren
land,
which
you
know,
thank
goodness
for
artisan
bakery,
because
that's
helped
the
city
centre
bring
some
life
to
that.
But
you
see
all
of
that
empty
space
and
so
close
to
the
Bayview
station.
A
As
a
result
of
this
Tod
development
and
as
I
said
it's
at
the
convergence
of
north-south
east-west
and
it's
going
to
create
jobs,
economic
growth
and
tax
revenue
for
the
City
of
Ottawa,
so
I
think
it's
a
very
reasonable
request
and,
as
the
the
general
manager
clearly
indicated,
this
is
public
infrastructure
being
moved
on
to
public
land
and
I.
Think
it's
a
wise
investment
on
our
part
to
help
kick-start
this
job
creator
and
economic
force.
A
That's
going
to
be
a
very
exciting
part
of
the
city
and
you
couple
that
with
the
lebreton
flats
development
and
that
is
going
to
really
I
think
ignite
people's
desire
to
live
and
shop
and
work
in
that
particular
part
of
the
downtown
core.
So
I
thank
our
staff
for
the
work
I
know
this
has
been
a
big
file
for
for
a
lot
of
staff
for
a
long
period
of
time,
but
I
think
it's
a
great
investment
and
it's
a
great
vote
of
confidence
in
our
city
and
its
future.
So
on
the
report
carried.
Thank
you.
A
M
Customer
service
is
the
number
one
priority
for
service
ottawa,
we're
often
the
first
point
of
contact
for
residents
with
the
city
of
ottawa
and
therefore
we
focus
on
customer
experience
and
service
in
everything
we
do
from
responding
to
emails,
answering
phones
at
3-1-1
and
and
in-person
enquiries
at
our
seven
client
service
centers.
Our
focus
is
to
make
sure
that
residents
in
your
wards
have
access
to
the
services
and
information
when
they
need
it,
using
one
of
our
four
channels,
we're
committed
to
delivering
service
that
is,
courteous,
reliable,
efficient
and
responsive
to
the
needs
of
residents.
M
M
M
This
has
resulted
in
high
levels
of
satisfaction
with
the
experience
that
residents
are
having
both
at
3
1,
1
and
add
our
counters,
we're
also
seeing
a
use
of
the
digital
channel,
and
it
continues
to
grow
with
over
10
million
sessions
in
2016,
with
almost
30
percent
of
that
happening
on
a
mobile
device.
What
that's
doing
is
people
are
moving
to
the
website
and
their
mobile
devices.
It's
allowing
3-1-1
agents
to
spend
more
time
with
callers
or
more
complex
issues
and
we're
seeing
that,
with
our
handle
time
being
slightly
up.
M
M
Given
the
trends
and
satisfaction,
the
reduction
in
call
volumes
and
our
improved
initiatives
that
I
just
spoke
about,
we
are
recommending
that
our
service
innovation,
performance,
Development
Department,
is
recommending
that
a
committee
endorse
or
recommend
that
council
endorse
our
historical
service
level
at
3,
1
1
of
having
callers
wait
no
longer
than
two
minutes
to
have
their
calls
answered
80%
of
the
time
and
we're
recommending
given
how
important
it
is
that
we
deliver
the
best
service.
We
can.
M
A
N
Yes,
I
do
as
I'm
loving
she
can
poison.
There
is
a
slide
external
display.
My
name
is
Miranda
gray
I'm,
a
resident
of
Ward
1.
My
professional
background
is
that
I
am
building
a
ticketing
system
for
a
company,
and
my
previous
history
was
in
change.
Management
in
the
area
of
service
performance,
I
spent
years
doing,
surveys
evaluating
how
help
desks
were
answering
questions
and
I'd
like
to
tell
the
tale
of
two
tickets.
My
problem
at
with
this
report
is
not
what's
in
it,
but
what's
not
in
it.
So
if
you
could
go
ahead,
one
slide.
N
There
are
some
missing
KPIs
as
far
as
I'm
concerned
and
they're
our
ticket
close
rates
ticket
time
and
how
many
times
tickets
are
escalated
in
terms
of
customer
satisfaction,
it's
about
how
fast
your
ticket
is
resolved,
not
how
quickly
you
can
open
it.
I
have
no
concerns
about
how
quickly
I
can
open
tickets
on
your
website,
except
for
very
complicated
tickets,
that
I,
try
and
open,
but
I
do
have
tickets
that
are
abandoned.
I
have
tickets,
where
I
never
get
a
response.
Otherwise,.
N
The
problem
is:
I
get
tickets
that
just
say
closed.
That
doesn't
tell
me
if
action
was
taken
not
taken
whether
it
was
rejected
or
deferred
so
while
you've
improved
the
dashboard
you've.
Also
given
me
more
ammunition
to
be
unhappy
with
your
work,
because
I
can
now
see
tickets
from
quite
some
time
ago.
So
if
you'll
go
ahead,
I'll
show
you
my
oldest
open
ticket.
If
you
take
a
look
at
this
ticket,
you'll
see
that
as
of
today,
it
is
11
months
old.
This
was
a
ticket
about
a
mobility
issue
at
a
pop
a.m.
bus.
N
Stop
and
you'll
see
that
it
has
not
been
closed.
I
cannot
tell
if
staff,
if
you
even
looked
at
this
ticket,
but
if
you
go
to
the
next
slide,
I'll
tell
you
the
back
story
of
this
ticket.
The
issue
here
is
that
at
the
Rideau
Street
Center,
while
there
was
construction
ongoing,
the
city
put
down,
or
probably
the
contractor,
put
down,
gravel
so
and
people
with
walkers
for
having
difficulty
getting
across
the
paved
gravel
to
their
buses
in
time
to
catch
them,
and
this
was
a
problem
as
winter
was
coming.
N
So
I
waited
a
couple
of
weeks
and
then
I
raised
it
with
the
councillor.
The
councillor
escalated,
the
ticket
to
the
department
met
with
the
contractor
and
with
staff
and
replied
back
to
me
by
email
that
they
stopped
met
the
accessibility
standard.
The
city
has,
which
was
my
question,
but
this
year
a
couple
weeks
ago,
I
noticed
my
ticket
is
still
open.
Even
though
I've
had
a
response
from
the
city,
nobody
has
bothered
to
close
the
ticket.
So
I
sent
a
note
to
3-1-1
saying:
could
you
please
close
this
ticket?
N
The
next
thing
I
noticed
is
that
my
original
requesting
to
paved
the
stop
has
suddenly
now
been
done,
which
makes
me
wonder
if
someone
finally
took
a
look
at
my
ticket
and
went
oh
that's
an
interesting
point
or
whether
that
work
was
always
scheduled
and
I
could
have
been
told
a
year
ago
that
this
work
will
be
done
at
the
proper
time.
That
time
is
not
now.
As
of
this
morning,
at
6
a.m.
my
ticket
is
still
open,
so
it's
been
around
11
months.
N
It's
been
at
least
10
months
that
I've
had
an
official
answer,
and,
coincidentally,
the
work
related
to
this
ticket
has
been
done
so
well.
It
is
great
to
measure
how
fast
people
open
tickets.
You
also
need
to
track
whether
tickets
are
being
closed
and
whether
departments
are
following
up.
So
if
we
go
to
the
next
slide,
I
understand
that
you
are
many
teams,
but
in
terms
of
a
residence
point
of
view
you
are
one
city.
N
So
if
some
or
some
parts
of
your
organization
are
not
on
board
with
using
the
ticketing
system,
then
make
the
whole
city
look
unresponsive.
The
department
that
was
responsible
for
doing
this
work
if
they
don't
update
their
tickets,
nobody
can
tell
that
they've
done
the
work
and
the
message
that
comes
back
to
citizens
is
that
people
aren't
interested.
So
you
need
to
ask
our
satisfaction,
not
just
when
we
open
the
ticket
at
the
end
of
our
call
to
3-1-1,
but
on
the
follow-up,
because
not
every
call
is
resolved
in
one
call.
N
That
also
doesn't
seem
to
be
a
stuff
that
you
are
tracking.
How
many
tickets
can
you
resolve
on
the
initial
request
and
how
many
need
follow-up
action,
so
you
can
go
ahead
to
another
slide,
so
I
would
also
suggest
that
you
need
summary
mapping.
If
you
take
a
look
at
the
City
of
Edmonton,
they
have
a
great
tool.
They
put
all
their
tickets
for
every
one
up,
so
I
can
take
a
look
at
one
route
yeah
and
see.
N
N
I
saw
the
guy
fill
the
pothole,
so
I
know
the
works
been
done,
but
I
also
know
that's
the
third
time
this
year,
I've
reported
that
pothole,
because
the
pothole
does
not
stick,
and
it
doesn't
appear
that
there's
any
way
in
the
system
for
me
to
note
that
it's
the
same
pothole
or
for
the
city
to
note
that
it's
the
same
pothole.
So
if
you
go
ahead,
I
have
one
more
site
that
this
is
just
a
story
of
that
one.
N
If
people
had
one
more
slide,
I
want
to
show
you
something
from
the
CD
Edmonton
one
more
again.
This
is
a
sample
ticket
from
Edmonton.
You
notice
it
has
a
picture
of
the
location.
It
says
when
the
ticket
was
open,
when
it
was
closed,
that
the
status
is
closed
and
what
action
was
taken.
That's
the
thing
I'm
most
looking
for
it
tells
me
that
here
the
city
has
rejected
the
ticket,
because
the
work
is
planned
for
later.
That's
great
information
for
a
citizen,
you're,
not
ignoring
me.
The
work
is
in
in
planning
and
will
happen.
N
A
N
F
You
very
much
I'm
I've,
been
here
a
long
time
and
I've
seen
many
times
that
we
have
invested
in
our
service,
Ottawa
and
I
see.
This
is
just
another
step
of
that
and
I.
You
know
I
think
that
if
we
could
get
to
add
some
of
the
things
that
were
shown
there
forever
until
I
think
that
would
be
fabulous,
but
I
might
I
have
a
concern
that,
and
it's
about
change
in
the
in
the
way
that
Chuck
has
counselors.
We
are
now
directed
to
work.
F
Our
wards
and
I
am
really
concerned
those
people
that
know
me
a
long
time.
They
know
that
like
I
would
I
would
always
contact
you
I
would
know
Donna
unless
there
was
like
something
absolutely
massive,
so
my
staff
also
has
a
group
of
people
that
they
work
with
out
of
the
moody
yard
or
out
of
the
manitech
yard,
depending
on
what
part
of
our
Haven
and
it's
always
been
their
process
of
hey
whatever,
there's
like
a
massive
pothole
in
the
parking
lot
of
the
Walter
Baker,
somebody
just
fell
into
it
whatever.
F
F
But
now
going
really
to
me,
that's
going
like
up
to
the
top
and
then
you
filter
it
down,
whereas
I
don't
know
about
the
rest
of
you
but
I,
but
my
step
in
the
at
the
Walter,
Baker
and
bar
Haven
have
that,
whether
it's
the
winter,
whether
it's
our
snow
team,
whether
it's
our
Parks
team
and
it
has
worked
extremely
well
and
seamlessly
because
sometimes
they'll
be
at
some
place
on
their
way
back
to
the
yard
and
they'll.
Just
like
do
it
right.
M
Thank
You
counselor,
that's
a
I,
can
understand
your
concern
with
that.
That
is
not
my
understanding.
That
is
not
certainly
a
direction
that
I've
given
to
stop.
Certainly
if,
if
we
want
to
track
it
in
our
CRM
system,
then
obviously,
if
it
comes
in
through
three
one
one,
we
can
track
it
and
it's
easier
for
us
to
follow
up
on
that
on
your
behalf,
but
there's
absolutely
no,
nothing
that
precludes
you
from
going
through
your
existing
channels,
one
of
the
things
that
we
have
instituted
at
service
auto
adjust
so
that
you
know
is.
M
We
also
have
a
relationship
management
person.
I
just
have
one
person,
it's
a
phone
number.
If
you're
stuck
you
don't
know
how
to
you
want
to
know.
What's
going
on,
you
can't
get
it
through
your
traditional
channels.
You
call
him
and
he'll
figure
it
out
for
you
and
get
back
to
you
and
get
you
your
answer
that
you're
looking
for
you.
F
See,
I
think
that
the
way
that
it
all
has
always
worked
has
been
a
benefit
throughout
the
city,
because
it's
great
use
of
management,
it's
about
team
building,
including
our
to
our
parts
of
our
team
and
also
taking
a
lot
of
the
burden
off
of
you.
People
are
from
are
comfortable
and
they
just
come
back
I'm
not
going
to
mention
the
particularly
that
I'm
concerned
about,
but
I
have
other
concerns
with
it
too
and
I
just
so
obviously
have
more
investigating
to
do
because
you're
not
really
aware
well,.
P
Mr.
mayor,
so
one
of
the
challenges
that
I
know
I've
been
talking
with
my
counter
departments
and
the
service
errors
who
doing
the
response
is
the
volume
of
service
requests
that
are
coming
to
them
through
multiple
methods
and
forums
and
how
they
can
distribute
the
work
at
the
better
in
their
back-end
departments
in
the
yards
and
the
work
yards.
So,
as
you
can
imagine,
this
3-1-1
system
is
their
main
work
order
system
that
funnels
them
out
to
their
work.
P
Crews
and
I
know
one
of
the
challenges
that
Public,
Works
and
Environmental
Services
is
having,
which
is
the
bulk
of
that
is.
They
have
a
combination
of
two
things
they
have
partially
in
the
automated
world
and
partially
in
the
manual
world.
So
some
of
the
instances
that
you're
hearing
that
miss
gray
spoke
to
are
some
of
those
issues
that
deal
with
that
are
paper
that
sometimes
get
caught
in
that
systems
there
anomalies,
but
I
know
what
they're
trying
to
do
is
funnel
it
so
that
we
have
one
system.
P
So
we
don't
end
up
with
multiple
service
requests,
asking
to
fix
the
same
thing
in
the
backend
systems
and
they
can
manage
the
work
more
effectively.
What
we've
done
this
year
as
a
pilot,
because
we
recognize
we
don't
have
that
total
closed
loop
and
we're
hearing
more
and
more
for
residents
like
Miss
gray,
the
importance
of
that
closed
loop
and
letting
people
know
the
status
and
letting
people
know
where
their
service
requests
are
at.
That
is
a
complicated
kind
of
technical
picture
which
our
service
transformation
team
is
from
working
with
that
back
department.
P
This
year
we
have
a
pilot
in
two
areas
by
law
and
forestry,
where
we're
streamlining
that
process
we're
adding
additional
statuses
other
than
just
open
and
closed.
So
the
resident
can
see
that
and
we're
taking
that
whole
problem,
which
is
a
systemic
problem
for
in
the
organization
with
the
multiple
systems
we
have
and
we're
looking
at
building
a
longer-term
plan
through
the
digital
strategy
of
what's
the
investments
that
we
need
to
make
to
fully
automate
that
closed
loop,
because
all
of
the
experience
that
you're
having
is
because
those
systems
in
the
back
are
not
integrated.
P
For
that
client
experience
in
the
front
and
what
we
tell
that
client
experience
and
until
we
get
into
that
fully
automated
system,
we're
going
to
continue
to
have
these
individual
kind
of
anomalies
where
people's
individual
service
requests
don't
come
into
their
natural
system.
We
do
track
those
we
track.
How
many
service
requests
are
completed?
What
is
their
completed
rate?
Those
are
the
department's
responsibilities
counts.
F
Thank
you
that
was
really
interesting
and
well
thought
out.
I
had
a
bylaw
situation.
Actually
that
didn't
work
out
very
well
just
over
the
weekend
that
I
was
tracking
because
I'm
sure
I
can't
be
the
only
person
that
has
that
kind
of
a
personal
touch
where
people
that
live
on
that,
don't
call
you
right.
They
don't
call
you,
however,
anytime,
that
we
have
somebody
come
to
us
and
they
say
I
call
3-1-1.
You
know
what
you
have
a
number:
we
don't
over,
we
don't
jump
over
that,
etc.
F
But
the
fact
is
that
I
would
be
very
surprised
if,
from
a
staff
management
time
management
perspective
that
the
way
we've
been
doing
it
all
along
has
worked
in
the
in
the
places
that
we
have.
We
have
a
lot
of
the
same
staff.
There
always
were
in
Orleans
back
when
when
bob
was
there
a
Raynor
was
there
the
same
thing
with
my
Moody
yard?
It's
changing.
Now,
some
people
are
are
retiring,
but
it's
very,
very
effective
and
it's
way
faster
than
48
hours,
because
these
are
not
the
big
big
big
things.
F
My
staff
is
very
good
at
telling
3-1-1
and
connecting
with
3-1-1
on
the
things
that
we
need
to,
but
the
things
that
are
more
about
general
customer
service
that
can
be
taken
care
of
by
Buddy
Drive
and
by
it
has
never
wasted
time
and
actually
has
has
whydid
a
better
level
level
of
service.
So
I'll
be
watching
it
I'm
particularly
nervous
about
the
winter
I,
because
that's
when
you're
going
to
get
the
most
calls,
and
so
that's
when
the
48
hours
are
absolutely
going
to
become
the
48
hours.
N
D
Thank
mr.
mayor
a
couple
questions
first,
about
two
and
I
know
it's
a
small
part
of
what
you
do,
the
the
email
service
levels
and
again
you
talk
about
how
quickly
you
can
get
back
with
an
email
response.
What
wasn't
clear
to
me
from
the
report
is
that
the
email
simply
saying
got
your
email
or
is
that
the
email
that
says
the
problems
fixed,
and
this
is
how
the
problem
was
fixed.
M
So
Thank
You
councillor,
it's
actually
the
email
that
says
this
is
what
we're
doing
about
it.
Now,
if
it's
a
service
request-
and
you
know
the
service
requests
may
not
be
completed.
But
what
you
will
get
is
an
answer
that
says
your
service
request
number
is
one
two,
three
four
five
and
it's
been
submitted
to
the
appropriate
department
for
resolution,
but
you
will
get
it.
You
get
an
automated
response
right
away
in
your
email.
Just
so
you
know
that
it
got
to
the
city.
M
M
The
service
standard
of
the
service
would
be
included
in
the
email.
This
is
the
service
standard.
If
it's
two
days
for
a
pothole,
we'll
say
that
you
know
service
request,
number
one,
two,
three,
four
five
s
been
created
and
it
should
be
completed
in
whatever
the
service
standard
that
the
department
sets
for
that
particular
task.
Okay,.
D
So
that
leads
to
my
next
question
and
builds
a
little
bit
on
what
the
delegation
had
to
say.
I've
had
scenarios
where
somebody
tells
me
they've
called
31:1
and
they've
been
given
the
service
request
number,
but
then
it
goes
off
somewhere
goes
off
into
the
ether
and
when
I,
when
I,
followed
up
with
three
one
I've
been
told.
Yes,
we
got
that
call
on
the
5th
of
September.
Yes,
we
logged
it.
D
D
Because
you've
done
your
piece
but
somewhere
in
the
transition
between
the
call
and
the
service
request
to
the
weather,
its
parks
or
roads
or
whoever
it
is
something
gets
lost
and
we
don't
seem
to
have
a
loop
function
to
make
sure
that
it's
been
received
by
that
department.
And
it's
been
action
by
that
department.
P
Mr.
Meredith,
so
that's
what
we're
talking
about
when
we
talk
about
the
closed
loop,
so
we
want
to
make
sure
that
those
service
standards
and
what's
happening
in
the
service
department,
that
that
connection
with
the
front
end
the
information
that
we
have
at
the
beginning
and
the
information
that
we
show
to
a
resident.
So
the
resident
can
see
four
steps
of
status
that
they
wouldn't
have
seen
before.
P
So
they
know
somebody
has
it
it's
being
optioned
or
it's
closed
right
now
they
just
see
open
and
closed
and
that's
part
of
the
problem
as
well
as
working
with
those
departments
around.
How
do
we
manage
to
make
sure
that
we're
keeping
track
and
understanding
what's
happened
with
those
service
requests?
But
on
a
point
of
clarification
to
want
to
make
sure
that
people
understand
that
emails,
we
only
receive
4,000
of
those
in
a
total
year
that
has
a
two
day
turnaround
and
those
are
mostly
information
requests
constituents
that
need
information.
P
We
have
about
five
hundred
and
thirty
thousand
service
requests
that
go
instantaneously
to
the
backend
department
to
service
when
they
either
call
3-1-1
or
they
go
on
the
website.
That's
not
a
2-day,
that's
an
immediate.
They
get
the
service
response,
the
media
they
put
it
in,
and
the
service
standard.
Is
the
service
departments
response
time
to
fill
that
based
on
council
proof
service
standards?
So
it's
the
email
is
a
very
small
portion.
That's
I
could
be
emailed
that
people
write
in
no.
D
And
I
appreciate
that,
but
I
quit.
My
second
question
was
more
generic,
not
just
the
email
requests,
but
any
kind
of
requests
and
and
I
and
I
think
you
and
I
have
talked
about
this
before
and
what
I
don't
really
understand
is
for
one
city
as
as
the
as
the
delegation
pointed
out.
That's
how
the
public
sees
us
a
lot
of
teams,
but
were
one
city.
Why
don't
we
have
a
single
process,
whether
you're
sending
it
to
OC
Transpo,
to
parks
to
roads,
to
IT,
whoever
it
is?
D
P
Mr.
mayor,
that
is
exactly
the
direction
that's
the
next
evolution
of
where
we
need
to
go
to,
and
we
need
to
do
that
and
that's
part
of
the
plan
when
we
present
the
digital
strategy
is
to
say
until
we
look
at
the
integration
in
the
platform
that
we
use
across
the
city
that
has
the
capability
to
provide
notifications,
respond
back
to
citizens,
communicate
an
email
across
all
city
services,
we're
just
fixing
band-aid
problems,
and
that
will
be
the
work
that
mr.
Rene
de
coche
will
be
bringing
back
in
the
fall
around.
P
A
D
D
Just
as
a
you
know,
when
I
when
I
look
back
a
year,
both
seem
so
long
ago,
but
the
issues
that
were
identified
in
the
workplace
and
by
a
residents
when
I
was
doing
all
that
consultation
work
last
summer.
Remember
was
the
whole
red
tape
and
staff
frustrated
about
their
ability
to
get
the
work
done
and
the
systems
not
integrated
talking
to
each
other.
D
So
when
we
did
the
reor,
we
created
the
department,
the
service
innovation
department
that
Miss
gray
leads
right
now,
typically
to
have
the
mandate
to
work
with
the
departments
to
find
a
common
platform
and
do
the
integration
work
to
get
us
off
this
cycle.
Exactly
as
as
accounts
reg
lies
speaking
about
so
we've
only
been
into
it.
You
know
six
to
eight
months
now,
since
we
formed
the
department
formally
in
October
of
20
2016.
Their
mandate
and
mark
is
our
new
director
of
service
innovation.
D
They
are
now
working
to
over
the
next
period
of
time
to
do
exactly
what
you're
asking,
because
we
have
as
much
frustration
internally
as
the
residents
do,
because
some
are
on
manual.
Some
are
on
on
handheld
summer
on
laptops.
It's
all
over
the
place
and
we
need
to
get
one
common
approach
to
how
we
deal
with
all
our
service
requests
across
the
city,
and
that
was
the
direction
Mandy
that
was
given
to
that
newly
created
Department.
D
So
that's
good
to
hear
I
mean
I
wish
it
was
the
simplistic
as
here's
a
memo
from
Steve
Cadillac
install
city
managers.
You've
got
a
week
and
a
half
to
make
sure
that
service
requests
I
and
they
get
it's
not
that
simple.
But
it
sounds
like
you
have
wheels
in
motion
mr.
Cadillac,
because
so
when
can
we
expect
a
system
in
place
that,
if
I
as
a
resident
put
a
request
in
I
know
that
it's
going
to
get
from
3
1
1
to
whatever
department
it
is,
and
that
can
be
confirmed?
P
P
Given
all
of
this
work
that
we've
done
on
the
closed
loop,
we
already
have
started
to
have
conversations
with
each
of
the
general
managers
about
the
processes
we
need
to
put
in
place
outside
of
an
automated
system
around
those
service
requests
that
aren't
meeting
within
the
time
frame
and
how
do
they
notify
the
clients
without
technology
we'll
have
that
plan
by
the
end
of
this
year
in
order
to
be
able
to
communicate
that
in
2018?
What
that
will
take
Thank.
L
Thanks
very
much
mr.
Maron,
thank
you
very
much
for
the
work
that
you're
doing
and
have
done
on
this
on
this
portion
of
our
service.
So
I
have
a
couple
of
questions.
Few
of
them
came
connected
to
some
of
my
colleagues.
Questions
I
want
to
understand
better
from
from
a
follow-up
and
feedback
point
of
view,
as
councilor
eagle,
I
kind
of
started
down.
That
thread
are
we?
L
Is
there
a
recall
mechanism,
so
is
3-1-1
simply
the
front
gate
or
are
they
the
owner
of
the
customer?
So
if
someone
puts
in
a
three-on-one
request
to,
you
know
pave
a
piece
of
something:
rather,
that's
that's
ratty
that
will
go
off
to
public
works.
To
do,
and
in
you
know,
in
the
presenters
example,
it
kind
of
stayed
open
for
an
extended
period
of
time
does.
L
Is
there
a
mechanism
where
3-1-1
looks
at
what's
aging
that
has
not
come
back
and
been
closed,
just
three
one
one
then
go
to
public
works
and
say:
hey
ticket
number
X.
We
emailed
the
client
said
normal
turnaround
time,
for
this
was
two
weeks.
It's
now
been
four
weeks
and
we
don't
have
anything
back
from
you.
L
So
do
we
have
a
process
whereby
you
know
does
3-1-1
act
is
the
owner
of
the
of
the
client
case,
because
I've
had
scenarios
where
residents
call
and
they
say
to
our
office
and
say
you
know,
I
called
in
I
put
in
this
report
with
you
on
one.
They
gave
me
this
SR
number
and
then
I
had
to
keep
calling
back
through
and
three
one
one
says
yes
well,
Public
Works
is
working
on
it.
3-1-1
then
seems
to
be
the
one
who's
catching
all
of
the
flack
for
its
not
getting
done
so.
L
M
Thank
You
mr.
mayor,
yes,
counselor,
you're
correct
we
we
do
only
experience,
it's
a
very
good
suggestion
to
to
say
you
know
we
should
be
reaching
out
when
these
get
older
and
I
will
take
that
away
and
see.
If
that's
something
where
we
could
potentially
get
that
information.
You
know
out
of
the
system
in
some
sort
of
you
know
concise
way,
but
certainly
we
only
deal
with
them
at
this
point
on
a
you
know
want
to
kind
of
follow-up
basis.
When
someone
calls
us
and
says
you
know,
I
opened
it
up.
It's
not
here.
M
I
would
say
that
you
know
90%
of
I'm.
Guessing
don't
put
that
anywhere,
but
you
know
like
a
large
portion
of
them
are
closed
and
on
time
it's
more
of
the
exceptions
that
are
not
happening,
and
certainly
I
can
take
that
away
and
see.
If
there's
some
sort
of
automated
report
that
we
could
get
out
of
out
of
our
CRM,
that
we
could
provide
to
departments
to
say
these
are
open,
do
they
need
to
be
closed
or
do
they
because
I
think
there's
a
bigger
issue?
M
It's
one
thing:
if
it's
not
closed
on
its
it's
a
bigger
issue,
but
it's
actually
not
done
right.
So
so
we
could
look
at
the
automation
of
closed
and
can
we
run
a
batch
file?
That
would
do
something.
I
mean
that's
a
technical
thing.
I'd
have
to
take
away
our
IT
department,
but
I'll
certainly
take
that
away.
I
mean.
L
I
think
that
would
be
helpful,
because
I
would
agree
that
in
the
vast
majority
of
cases
where
you
get
requests,
you're
actioning
them,
the
departments
are
auctioning
them
within
or
very
close
to
the
timelines
and
they're
getting
closed.
You
know
with
respect
to
councillor
Harder's
comment
about
you
know:
people
call
our
offices
or
we
have
that
direct
contact
with
people.
That
is
the
minority.
You
know
the
vast
majority
of
people
out
there
don't
think
to
call
our
city
councilor.
They
go
online,
they
report
something
and
and
that's
it
and
hopefully
it
gets
done.
L
You
know
I.
Think
in
our
case
what
happens?
Is
it's
a
very
different
experience?
So
someone
calls
our
office
and
says
I
have
this
problem
all
email
back
and
say
great,
we'll
get
so-and-so
in
Public
Works.
You
know,
I've
asked
the
general
manager
whomever
who's
copied
on
this
email,
the
GM
or
whoever
will
reply
back
and
say
great
I've
asked
mr.
X
who's
now
copied
on
this
mr.
resident.
They
will
follow
up
with
you
directly
and
so
there's
that
you
know.
L
Although
you
know
the
work
still
hasn't
been
completed,
the
relationship
is
ongoing
and
in
process
and
the
resident
has
someone
who's
actually
responsible
for
the
work
when
we're
doing
the
automated
route
through
the
3-1-1
portal
itself,
that
interactions
absent
it's
just
you
know
someone's
reported
something
it's
gone
into
the
backend
and
if
it
comes
back
great
and
that's
the
majority
of
the
time,
but
when
it
doesn't
that
individuals,
entire
experience
and
opinion
about
the
City
of
Ottawa,
is
going
to
be
formed
on
the
basis
of
that
one
small
interaction.
So
that
would.
J
You
mine's
really
quite
specific.
My
colleagues
have
got
into
some
very
more
Minds,
quite
general.
My
colleagues
got
into
some
quite
specific
aspects,
but
we
received
a
very
helpful
presentation
this
morning
from
a
member
of
the
public
I'm
aware
of
one.
Maybe
we
were
all
copied
on
it.
There's
a
gentleman
who's
given
some
very
specific
itemized
I,
don't
know
10
or
15
specific
critiques
and
suggestions.
J
I
guess
what
I
want
to
know
is
that
when
we
get
those
from
people
who
clearly
have
technical
expertise
in
the
field
and
as
far
as
I
can
tell
aren't
out
looking
for
blatantly
looking
for
work
from
us,
they're
allowed
to
do
that
too,
but
that
we
take
that
kind
of
suggestion
on
board
that
that
we
really
do
give
attention
to.
You
know
helpful.
J
These
are
people
who
are
really
trying
to
be
helpful
and
I'd
like
to
know
that
we
take
it
that
way
and
ideally
interact
with
them
to
try
and
perhaps
clarify
with
them
what
their
ideas
are
and
then
really
evaluate
them
and
their
feasibility,
and
not
that
everything
that's
suggested
by
member
of
the
public.
But
we
all
know
necessarily
a
great
idea,
but
that
we
give
that
very
serious
consideration.
P
Yes,
absolutely
councilor
and
the
email
that
you
received
from
mr.
Darwin
we've
been
in
conversations
with
him
and
have
been
in
conversations
with
him
quite
frequently,
and
we
use
those
individuals
who
have
an
interest
to
respond
to
those,
but
also
to
engage
them
in
the
fixes,
so
we're
very
active
with
that
development
community
around
the
feedback
that
we
get
in
the
improvements
as
we
move
forward.
Thank.
J
O
You
mr.
mayor
I
also
want
to
congratulate
staff
and
thank
them
for
what
they
do,
because
what
I
think
it's
28
FTEs
they
do
handle
an
awful
lot
of
calls
and
emails
and
everything
through
the
urine,
but
I
also
have
to
support
what
councillor
harder
said
because
I
at
the
same
situation,
where
we
had
a
lot
of
good
contacts
within
the
different
departments
that
we
had
to
use
and
I.
O
Remember
my
staff
going
to
a
meeting
and
coming
back
being
told
that
they
now
had
to
go
through
three
one
one,
so
I
need
to
follow
that
up
and
find
out
where
that
came
from
and
then
perhaps
pass
on
to
mr.
Ken
lacus
to
to
look
at.
But
the
question
I
have
is
with
these
improvements
or
how
to
get
better
to
what
our
standards
are.
I
want
to
thank
staff.
O
Never
could
get
my
head
around
the
idea
that
it
takes
us
five
days
to
respond
to
an
email
in
your
own
report,
you're
telling
us
that
you're
now
getting
down
to
four
and
three
days
response,
but
your
statistics
show
that
most
people
don't
want
to
wait
past
two
days
and
that's
certainly
been
my
experience
with
residents
that
we
direct
to
use
email.
They
tell
us
they
wait
a
few
days
and
then
they
call
in
because
they're
not
getting
response
so
I
don't
think
we've
got
that
mastered.
O
One
of
the
things
that
we
did
under
service
Ottawa
was
provide
this
online
solution,
which
I
think
addressed
the
issue
in
a
different
way,
but
a
much
better
way,
because
the
online
reporting
staff
are
able
to
respond
quicker
to
whatever
the
problem
is
deal
with
it.
We're
creating
that
paper
trail
that's
needed,
or
maybe
it's
not
on
paper
its
online,
but
that
tracking
ability
is
there.
I'm
just
wondering
if
maybe
now
is
the
time
to
abandon
the
whole
3-1-1
ad
Ottawa
email
piece,
because
anyone
emailing
us
would
have
access
to
the
online
form.
O
So
I
can't
think
of
a
scenario
where
you
wouldn't
have
that
access
if
you
have
email
so
why
wouldn't
we
just
shut
that
down
and
go
to
the
online
reporting
and
perhaps
add
a
box
on
the
online
form
where
they
can
put
in
things
that
don't
fit
in
the
drop-down
selection
or
create
an
online
chat
piece
to
it
as
well,
where
there
may
be?
If
it's
something
simple,
so
if
the
3-1-1
lines
aren't
busy,
maybe
they
can
start
answering
things
on
online?
P
Myerson,
several
municipalities
have
made
the
decision
to
abandoned
an
email
as
a
as
a
channel.
As
I
said,
we
only
received
right
now
about
4,000
emails
a
year,
they're
continually
decreasing
the
kind
of
more
we
make
improvements
to
our
online.
It
is
true
that
30%
of
the
emails
that
we
get
somebody
could
report
online.
So
we
continue
to
make
sure
that
people
are
aware
of
that
channel
and
market
and
promote
that
channel
the
adding
an
additional
box.
That's
a
generic
box.
We
did
attempt
to
do
that.
P
What
happened
is
people
bypassed
everything
and
just
put
everything
into
that
generic
email
box
and
we
ended
back
into
an
email
situation,
so
that
would
not
be
our
recommended
approach.
What
I
think
we
would
recommend
as
a
department
is.
It
still
is
a
channel
of
choice.
We
can
continue
to
do
that
within
our
existing
complement,
enhance
our
online
services
and
we
believe
that
channel
over
time
will
diminish
naturally,
for
our
residents,
the
more
we
improve
the
online
service.
But
if
we.
O
Only
have
4,000
for
okay
first
off.
If
we
only
have
4,000
I,
don't
know
why
we
don't
just
make
the
move
right
now
and
do
it,
because
it's
taking
resources
from
3-1-1
to
answer
the
end
from
city
staff,
to
answer
these
emails
that
those
resources
may
be
better
off
put
in
to
the
online
side
or
the
on
your
phones,
so
I
think
we
should
take
another
look
at
that
and
maybe
it's
worthwhile
making
that
jump.
The
other
number
you
just
mentioned
in
there
was
30
percent
of
the
emails
could
go
to
online
I.
P
Mr.
mayor,
some
of
those
are
just
information
that
we
just
have
to
provide
information
back
to
them.
They're
not
actually
a
request
for
a
service,
or
they
may
be
a
complaint
of
a
service
department,
or
they
could
be
a
report
that
somebody
is
looking
for
it's
their
more
informational
than
they
are
a
service
request
that
requires
an
action
of
a
service
department.
That's
the
difference
and
we're
happy
to
add
the
will
of
Council
take
any
direction
with
respect
to
how
to
proceed
with
the
email
channel.
O
Okay,
finally,
I'll
give
you
one
specific
example:
I
think
in
the
drop-down
you
can
choose
traffic
light
as
an
issue,
but
you
can't
choose
and
there's
no
way
to
input
in
there
that
what
you're
looking
for
is
an
advanced
turn
signal
on
a
light,
for
example,
or
more
time
to
a
light.
You
want
to
make
that
suggestion
or
ask
that
question.
Those
to
me
are
simple
things
we
can
fix.
Yeah
I
had
suggested
the
little
box
at
the
bottom,
but
I
take
your
point
that
P.
If
there's
a
box
there,
people
would
load
it
up.
P
Yes,
absolutely
and
the
work
that
mr.
Rene
de
coche
has
done
around
the
city.
Looking
at
all
those
examples
will
build
a
work
plan
of
the
things
that
we
need
to
do
to
enhance
that
experience
and
the
items
that
are
on
the
online
service
requests
and
there's
a
number
of
those
that
we
can
move
forward
on
and
improve
that
online
channel.
Now
that
we're
seeing
people
shift
and
using
that
channel
at
the
percentage
that
we're
seeing
today.
Okay,
thank.
Q
Q
3-1,
1,000
prone
to
you're,
quite
a
bit
sooner
since
its
inception.
One
thing
that
I
find
is
always
missing.
No
one,
two
three
one
one
is
that
there
does
not
seem
to
me
any
reports
back
to
the
ward
councillors
as
to
maybe
a
monthly
summarization
of
what
calls
or
what
contacts
you
have
received.
One
has
been
able
to
be
resolved
and
one
has
not
been
able
to
be
resolved.
I
think
that's
something
that
we
should
try
and
fit
into
there.
Q
I
think
every
councillor
around
the
table
is
affected
by
success
or
non-success
of
3-1-1
follow
ups.
It
was
indirectly
I
mean
you
know.
If
people
are
not
satisfied
and
they
do
not
contact
the
counselor
it,
it
reflects
on
the
counselors
who
are
responsible
for
their
warned.
So
that's
something
you
know:
I,
don't
expect
a
change
overnight,
but
if
there
was
a
way
to
look
at,
you
know
providing
some
sort
of
monthly
tabulation
on
the
summary
of.
Q
What's
happened
and
again
what's
been
resolved
and
what's
not
been
resolved,
and
it
would
be
very
helpful
for
elected
representatives
as
far
as
what
counseling
counselor
harder
mentioned,
yeah
I
got
the
same
message
from
staff
and
my
response
was
that
you
know
the
elected
official.
Everybody
has
a
right
of
all
citizens
and
I'm
the
right
to
contact
their
elected
officials.
In
fact,
I've
always
encouraged
it.
Q
What
are
they
on
social
media
when
I'm
canvassing
doors
which
I
do
every
year,
whether
I'm
just
meeting
people
and
if
they
have
any
issues
I
encourage
them
to
contact
remote
one,
but
also
encourage
them
to
contact
me
and
I?
Think
the
elected
official,
that's
a
responsibility.
I
know
any
my
business
cards
and
what
I
have
is
that
can
I
help
and
usually
when,
when
can
I
help,
is
not
to
tell
them
the
culture
in
one
one?
It's
you
know
for
them
to
feel
free
to
contact
me
if
they
am
in
the
issue.
Q
A
L
L
You
know
it
was
kind
of
to
indicate
or
to
address
councillor
Manette's
concern
about.
Can
we
get
some
kind
of
Intel
about
what
our
customers
are?
Our
constituents
are
asking
for
and
and
I
was
very
ambitious
in
our
office.
When
we
first
started
getting
them,
we
would
open
the
spreadsheet
every
day
and
you
know
we'd
look
at
it.
It
would
say
now.
L
I
know
it's
not
all
constituents,
it's
only
ones
that
have
said
yes,
I
want
to
make
my
ward
councillor
aware,
but
we
would
start
calling
out
to
them,
but
of
course
we're
getting
the
call
as
it's
logged.
So
you
know
what
was
logged
yesterday
so
in
many
respects
things
weren't
done
yet.
So
then
we
started
waiting.
You
know
two
weeks
and
then
we
would
call
them
and
say:
hey
we're
just
calling
from
your
councilors
office
to
make
sure
that
that
thing
got
done,
because
oftentimes
would
go
into
laggin
and
it
would
simply
say
closed.
L
But
we
didn't
know
if
it
was
closed,
good
or
closed
bad
from
you
know
their
perspective.
So
I'm
wondering,
as
you
kind
of
continue
down
the
road
of
this
service
evolution
if
there
is
a
way
to
make
it
both
more
accessible
to
councillors
and
more
easy
for
us
to
be
able
to
quickly
and
easily
go
in
and
see
if
our
resident
made
a
call
two
weeks
ago,
and
it's
still
sitting
there
open
right
so
that
we
can
do
some
follow-up
on
our
end.
If
need
be.
M
So
mr.
mirth
Thank,
You
counselor,
we
do
have
on
open
data
and
I
will
admit
it's
not
nice.
Looking
data,
we
do
have
all
the
service
requests
by
Ward
and
we're
just
purchasing
a
tool
right
now,
that's
going
to
help
put
it
in
a
little
bit
nicer
format,
so
people
can
kind
of
read
it
because
you
know
unless
you're
developer,
it's
pretty
hard
to
kind
of
work
with
that
open
data.
M
A
Right,
thank
you.
So,
on
the
report,
parent
notice,
the
motion
for
consideration
is
subsequent
meaning
any
written
inquiries
when
deputy
clerk,
no
other
business.
Counselor
aunt
lie,
has
a
motion
due
to
time
sensitivity
with
respect
to
the
brownfields
development.
At
899
hundred
Bank
Street
on
the
rules
of
procedure
be
suspended,
buried,
introduction
councillor
a
lightly
I.
Thank.
D
Mr.
mayor,
this
is
actually
a
staff
recommended
supported
motion.
In
essentially,
what's
happened
is
at
this
location.
There
was
a
brownfields
grant
application
that
we
approved
there's
now
a
different
development
to
be
going
forward,
and
essentially
the
the
brownfield
grant
that
was
approved,
needs
to
be
extended
or
renewed,
and
that's
what
this,
what
this
motion
does?
It
doesn't
change
the
dollars
in
any
way
it
doesn't
change
anything
it
just
there's
a
time
limit
on
these
applications
when
we
grant
them
and
the
time
is
running
out.