►
Description
Finance and Economic Development Committee - June 6, 2017
- audio stream
Agenda and background materials can be found at
http://www.ottawa.ca/agendas.
A
A
C
Not
at
this
point
in
time
this
it
wouldn't
it's
not
in
this
report
anyway,
that
would
be
in
the
long-range
financial
plan,
not
in
this
report
on
your
investment
returns.
But
no,
if
we
don't
have
a
new
recommendation,
I
would
say
the
the
recommendation
that
had
been
previously
adopted
is
still
in
place.
I
don't
think
it
needs
to
be,
but
if
you
want
to
move
a
motion
to
reinforce
that,
we
please
have
that
when
we
get
to
the.
A
A
A
A
A
Dickinson
house
and
the
carriage
shed
it's
just
received
okay,
so
we
does
anyone.
We
have
one
person
who
wishes
to
speak
to
an
item
so
we'll
go
to
that
item
first,
which
is
item.
If
anyone
else
would
like
to
speak
to
any
item
on
the
agenda.
If
you
could
just
go
to
the
city
clerk's
section
by
the
television
and
sign
up
to
date,
we
have
one
person
who
is
going
to
speak
to
item
number
13
economic
development
strategy
and
implementation.
A
D
Thank
you
very
much
for
having
having
us
here.
This
is
nick
ives
allison
who's,
the
new
general
manager
of
the
ottawa
music
industry
coalition,
I'm
andrew
vincent
outgoing
executive
director
of
the
music
industry
coalition,
but
working
on
the
music
strategy,
and
we
just
wanted
to
say
a
few
very
short
comments
in
support
of
the
first
of
all
the
priority
that's
being
placed
on
creative
industries.
D
We
think
this
is
very
exciting
in
terms
of
where
the
city
is
going
and
certainly
how
music
fits
into
that
and
we're
excited
about
music's
role
in
how
that
rolls
out.
Specifically,
it's
great
to
see
that
the
music
industry
is
music
strategy.
That's
in
the
initial
stages
of
being
developed
is
be
included
in
this
thinking.
D
The
idea
of
a
creative
hub,
I
think,
is
one
that
has
a
lot
of
potential
and
we're
excited
to
see
what
that
means
for
omit
going
forward
and
generally
just
we're
looking
forward
to
discussions
with
economic
development
and
cultural
services
about
the
next
steps
for
for
these
ideas.
So
that's
about
all.
Thank
you.
A
E
Jared,
I
will
just
follow
up
with
mr
smith.
With
respect
to
this
creative
creative
industries
hub
that
has
been
proposed,
looks
like
a
fantastic
opportunity.
I
know
in
the
province
the
creative
industries
that
include
film
and
tv
publishing,
music,
digital
media
broadcasting,
a
number
of
those
fall
under
the
umbrella
of
the
ontario
media
development
corporation,
which
is
a
good
policy
lens
on
on
how
the
province
treats
these
various
sectors.
Just
wondering,
if
I
could
hear
from
mr
smith
exciting
opportunity.
F
So,
as
you
know,
we
have
the
innovation
hub
at
the
bayview
yards,
which
is
focused
on
the
high-tech
sector.
We
just
established
the
sports
hall
or
the
sports
hub
at
the
ra
center.
We've
got
ottawa
tourism,
which
is
a
hub
that
focuses
on
the
tourism
sector
and
the
attraction
of
major
events,
and
I
think,
there's
a
real
opportunity
to
look
at
bringing
a
shared
organizational
type
of
a
structure
to
the
floor
that
actually
incorporates
the
various
creative
industries
so
opportunities
for
shared
services.
F
E
If
I
can
follow
up,
one
of
the
one
of
the
advantages
of
working
with
a
partner
organization
like
the
ottawa
music
industry
coalition,
is
that
they
bring
a
lot
of
expertise
to
the
table.
It
keeps
our
overhead
very
low
to
be
able
to
count
on
them
to
provide
some
of
the
services
that
we
can
contract
to
them.
We
have
currently
contracted
out
the
development
of
a
music
strategy
to
them.
E
I
just
want
some
color
around
the
role
of
these
third-party
organizations
like
film
and
tv
office,
which
is
now
much
more
independent,
the
ottawa
music
industry
coalition.
Is
it
the
intention
that
we
would
continue
to
use
a
media
industries
hub
to
encourage
and
help
those
organizations
grow,
or
are
we
looking
at
bringing
more
of
that
in-house
or
that
expertise
in-house.
E
Fantastic,
that's
that's
the
the
comfort
I
was
looking
for,
mr
mayor,
and
I
think
it
is
it's
important
to
recognize
the
film
and
tv
industry
and
the
music
industry.
Are
you
know
each
other's
best
customers?
Probably
so
I'm
looking
forward
to
seeing
how
those
opportunities
arise.
I
think
it
will
be
important
to
make
sure
we're
talking
with
the
industry
coalition,
as
they
work
with
us
to
develop
a
music
strategy
to
have
that
potential
future
hub
in
mind,
while
they're
developing
the
strategy.
A
So
we've
seen
other
cities
around
the
world
that
have
developed
a
music
industry,
and
I
wish
our
staff
and
our
partners
the
very
best
as
we
collaborate
together
and
thank
councillor
lieber
for
acting
as
our
liaison
and
going
to
lots
of
meetings
and
representing
us
very
well
with
the
sector.
So
thank
you
and
thank
you
very
much
to
our
partners.
Merci
beaucoup,
so
on
the
report
as
presented,
received
and
carried
in
respect
to
our
calling
counselor
brockington
who's.
A
A
And
I
was
very
pleased
when
we're
able
to
invite
the
governor
general,
who
has
such
great
knowledge
on
this
subject,
both
in
his
capacity
as
governor
general,
but
more
so
the
work
that
he
did
as
president
of
the
university
of
waterloo
and
his
principal
of
mcgill
university.
And
you
can
well
imagine
it-
was
a
pretty
big
catch
for
us
to
get
as
our
keynote
speaker,
the
governor
general.
A
But
we
had
some
great
speakers
from
school
boards
from
technology
sectors
and
we'd
asked
our
colleague
councillor
brockington,
to
take
leadership
role
on
this,
and
he
did
a
great
job.
And
one
of
the
the
asks
that
I
put
before
him
was
to
come
back
to
committee
to
give
us
a
synopsis
of
recommendations
and
how
we're
progressing.
So
thank
you
very
much
councillor
brockington,
for
taking
on
that
role.
I
found
it
to
be
a
very
invigorating
session.
F
Thank
you,
mayor,
watson
and
good
morning
to
members
of
the
committee
first,
thank
you
to
mayor
watson
for
your
vision.
I
know
in
the
2014
election
you
identified
this
as
a
priority
for
the
city
to
host
an
education
in
the
local
economy
summit
and
in
your
state
of
the
city
address
in
2016.
You
laid
the
the
framework
for
the
summit.
So
thank
you
very
much
for
this
opportunity.
F
I
do
want
to
acknowledge
members
of
the
city's
economic
development
team
who
were
paramount
in
making
this
summit
a
success
as
well.
Certainly,
mr
smith
and
his
team,
specifically
matt
eason
and
angela
scanlon,
who
I
worked
with
very
closely
on
the
summit
as
it
progressed
as
well
as
kelly
shields,
sherry,
bettle,
sad
beshear,
who's,
the
former
manager
as
well
from
the
mayor's
office,
matt,
gravel
and
in
my
office
carol
eagle.
I
wanted
to
identify
them.
F
We
just
didn't
want
to
have
a
summit
we
wanted
for
there
to
be
momentum
and
we
wanted
to
have
a
plan
in
place
that
we
could
carry
forward
after
the
summit
and
so
in
the
report.
It
talks
about
the
establishment
of
a
talent
committee.
It
talks
about
work,
integrated
learning,
pledge
it
discussed
enhanced
summer
student,
employment
programs,
the
work
in
ottawa
initiative,
local
employment
planning
council.
So
I'm
not
going
to
go
into
detail
just
because
they're
in
the
report.
But
certainly
the
summit
was
a
success.
F
We
had
over
200
participants
and
I
think
people
understood
the
value
that
there
is
for
the
city
to
play
going
forward
and
that
ottawa
really
is
an
education
hub.
We
have
significant
university
talent.
There
is
a
desire
to
retain
graduates
when
they
graduate
from
post-secondary
institutions
and
have
them
to
be
contributing
members
of
the
city
of
ottawa
and
so
again,
mr
mayor,
I
appreciate
the
opportunity
to
be
engaged
and
if
there
are
detailed
questions
about
the
report,
mr
smith
is
here
as
well.
Thank
you.
A
A
G
G
G
For
the
next
slide
regarding
operational
plans
as
a
result
of
the
successful
implementation
of
seven
course,
standards
in
2015
as
part
of
the
department
operational
plans,
council
approved
four
new
standards
as
part
of
the
2015
report
on
french
language
services.
In
november
of
last
year,
progress
reports
were
submitted
by
all
departments
indicating
that
they
were
progressing
well
in
the
in
implementing
and
achieving
the
four
new
standards.
G
H
G
A
J
The
question
first
off
is
to
do
with
page
four
the
report
down
near
the
bottom.
It
talks
about
contributions
to
the
tax
fund,
renewal
envelopes
have
increased
by
51
million
a
year
and
the
infrastructure
gap
identified
in
2012
report
being
reduced
by
20
million,
but
I
can't
find
anywhere
in
there
more
details
about
the
gap
and
I
didn't
go
back
to
2012..
K
Yeah,
mr
mayor,
the
actual
financial
details
are
more
contained
in
the
long-range
financial
plan.
So,
if
you're
looking
at
the
history
in
terms
of
what
we
spent
and
what's
what's
ahead,
that's
where
it's
detailed.
What
we're
presenting
here
is
basically
a
snapshot
in
terms
of
the
annual
reinvestment
rates
that
we
had
targeted
and
how
we've
made
progress
towards
reducing
the
annual
deficit.
L
L
M
L
M
M
Thank
you
very
much,
mr
mayor,
so,
on
a
on
a
related
question.
We
all
know
money
is
an
issue,
but
if
you
took
money
out
of
the
equation,
what's
the
single
biggest
challenge
that
you
face
in
maintaining
the
roads
at
a
standard
that
we
would
all
like
to
see
them
at
is?
Is
it
weather?
Is
it
is
it
congestion?
Is
it
the
materials
that
are
being
used,
or
is
it
the
industry
practices
that
are
being
used
to
do
the
actual
construction?
What
what
do
you
need
work?
M
K
Yes,
mr
mayor,
the
the
program
actually
speaks
the
two
to
two
aspects.
It
certainly
speaks
to
the
financial
elements,
but
also
speaks
to
the
need
for
non-financial
type
of
strategies,
exactly
to
the
point
that
you've
that
you've
mentioned-
and
that
includes
basically
looking
at
our
service
levels,
for
example,
in
terms
of
managing
expectations
around
to
what
level
are
we
able
to
to
maintain
our
infrastructure?
K
We've
certainly
seen
significant
challenges
related
to
the
weather
and
what
I
mean
by
that
is
when
we're
building
the
roads.
Basically,
the
the
level
of
stress
that
we're
subjecting
those
roads
to
is
fairly
significant.
So,
basically,
in
the
summer,
we're
dealing
with
plus
30
degree
weather
where
the
asphalt
needs
to
stay
strong
enough,
so
that
it
doesn't
move
around
or
deform
in
a
winter
when
we're
dealing
with
-30,
it
still
needs
to
be
soft
enough
so
that
it
doesn't
start
cracking
and
we've
certainly
seen
this
year
with
a
significant
number
of
cycles
of
freestyle.
K
That
certainly
put
a
lot
of
stress
on
our
on
our
road.
So
what
that
forces
us
to
do
is
continue
to
look
at
the
quality
of
our
construction
practices
and
the
construct
the
quality
of
our
of
our
materials.
For
example,
last
year
we
spent
about
350
000
just
on
testing
of
our
asphalt
products
on
our
construction
project.
So
it's
certainly
something
that
we
take
seriously
it's
something
that
also
is
continually
evolving.
M
M
K
M
Okay,
now
that
that
that's
helpful
and
it
puts
a
frame
around
what
the
what
the
issue
is
really
so.
Having
said
that,
I
know
you-
and
I
have
talked
about
this
before
and
and
your
department
is
committed
to
going
back
and
looking
at
some
of
those
projects
where
we
have
seen
the
cracking
or
the
curation
sooner
rather
than
later.
M
K
Yeah,
mr
mayor,
the
effectiveness
of
our
renewal
strategy
is
something
that
we
have
underway
right
now
and,
as
we
identify
opportunities,
we're
certainly
building
that
into
our
renewal
programs
as
we're
moving
forward.
One
of
the
example
is
the
additional
asphalt
testing
that
that
initially
spoke
to
the
effectiveness
review.
That
we're
also
doing
is
the
type
of
renewal
strategies
that
we're
applying
and
ensuring
that,
basically,
we
are
getting
a
the
added
life
that
we
were
that
we
were
expecting.
So
it's
not
always
a
question
of
was
the
product
or
the
material
good
or
not.
M
Okay
last
question:
my
understanding
is
that
when,
when
a
contractor
goes
in
and
does
a
resurfacing,
for
example,
we
have
a
one-year
warranty.
If
you
will
is
that
something
that
we
should
revisit,
is
that
industry
standard?
Are
we
finding
out
that
18
months
or
two
years
down
the
road?
That's
when
the
problems
are
popping
up?
Is
that
a
discussion
that
we
need
to
have
with
the
industry.
K
So
the
question
is:
how
are
we
able
to
relate
that
back
two
three,
four
years
down
the
road
on
the
actual
quality
construction
versus
the
weather,
condition,
the
traffic
and
the
fact
that,
if
we're
just
resurfacing,
we
recognize
that
we're
not
rebuilding
the
road.
So
the
the
warranty
is
really
tied
to
the
type
of
work,
that's
being
that's
being
achieved
in
terms
of
what's
reasonable
and
certainly
what
we've
applied
is
consistent
with
industry,
but
on
reconstruction.
M
A
K
Yeah
so
mr
mayor
you're,
referring
to
professor
hess
of
queen's
university
and
we've,
certainly
had
a
number
of
discussions
with
professor
hesp
who's,
also
worked
closely
with
the
ministry
of
transportation
in
terms
of
updating
your
specifications.
So
some
of
the
testing
that
we
was
mentioning
about
testing
the
product
for
longer
leg.
Longevity
are
basically
testing
that
he
that
he
was
certainly
promoting.
K
A
I
guess
I'm
just
curious
what
what
is
his
way
of
doing
things
that
seems
to
be
working
better
as
time
or
as
luck
would
have
it
I'm
going
to
kingston
on
thursday
for
my
niece's
graduation,
so
maybe
I'll
drive
around
the
roads
of
kingston
to
see
if
they're
in
top-notch
shape,
but
what's
what's
he
doing?
Is
he
providing
a
different
mix
of
oil
and
so
on
in
the
asphalt
mix,
or
is
it
a
different
application
process
and
and
where
are
we
doing,
the
testing
in
ottawa
specifically.
K
So
the
mr
mayor,
the
his
testing,
was
on
the
liquid
part
of
the
asphalt.
So
when
you
look
at
the
composition
of
asphalt
asphalt
is
the
pavement
is
made
up
of
liquid
asphalt
and
then
the
rest
is
a
combination
of
sand
and
granulars.
So
his
testing
focused
on
the
liquid
component
of
the
the
liquid
asphalt.
K
K
One
of
the
challenge
that
we
have,
though,
is
that,
even
though
that's
improving
the
quality
at
the
asphalt
when
we're
looking
at
quality
of
roads,
it's
looking
at
quality
of
construction
and
quality
of
all
the
of
all
the
materials.
So
it's
not
just
one
element.
It's
really
more
of
a
holistic
approach
that
will
help
to
continue
to
provide
roads
that
sustain
the
test
of
time,
but.
K
What
we've
done
is
as
part
of
our
2017
specifications,
which
we've
already
had
a
suite
of
tests
that
we
do
under
asphalt.
We've
added
the
additional
test
that
professor
has
had
defined,
which
are
now
part
of
our
ontario
provincial
specifications
also,
so
those
additional
tests
are
now
part
of
our
testing
regime
for
four
roads.
Okay,
thank
you.
A
B
Thank
you,
mr
mayor.
Well,
I
think
there
are
a
lot
of
worry
signs
in
this
report,
and
I
you
know
it's
obviously
good-
that
we've
reduced
the
shortfall,
but
the
bad
news
is.
We
haven't
reduced
the
shortfall
in
accordance
with
the
2012
lrfp,
so
we've
actually
fallen
behind,
and
that
is
a
worry
sign
and
when
I
I
read
the
state
of
the
asset
report
and
although
there's
lots
of
information
here
to
me,
there's
just
not
quite
enough
information,
because
they're
not
broken
down
far
enough
to
really
be
able
to
ascertain
what's
happening.
B
K
One
in
the
element
also,
the
other
document
that's
appended
to
the
report
is
a
strategic
asset
management
plan
and
the
next
companion
document
to
that
will
be.
Each
service
will
have
an
asset
management
plan
for
each
services.
So
at
that
point
we
will
be
drilling
down
into
reporting
on
the
level
of
detail
in
a
more
granular
and.
K
The
when
we're
looking
at
the
non-financial
strategies
that
we
need
to
continue
to
focus
on
those
are
that's
one
of
the
strategies
that
we've
identified
is
that
we
we
need
to
continue
to
work
on
these
service
based
asset
management
plans.
Those
will
be
plans
that
we're
going
to
be
working
on
for
the
next
the
next
few
years,
because.
K
We
are
letting
them
essentially
run
to
failure
before
we
we
go
in
to
to
renew
them
and
that's
trying
to
balance.
Basically,
the
level
of
risk
right
and
the
asset
rationalization
is
certainly
part
of,
and
that's
an
ongoing
process.
That's
part
of
the
non-financial
strategies
in
terms
of
when
assets
get
near
the
end
of
their
life.
There
is
a
decision
point
to
be
made
in
terms
of
do
we
re-engage
in
that
asset,
or
do
we
disengage?
Is
there
a
different
way
that
we're
able
to
provide
that
service?
B
World-
and
I
know
that
this
is
a
conversation
we're
going
to
have
to
have,
but
I
mean
the
reason
we're
in
a
lot
of
these
businesses
like
recreation
facilities
is
because
not
all
of
our
residents
can
afford
to
join
movadi
gym,
and
so
we
try
and
provide
these
services
on
a
cost-effective
basis
and
if
we
just
run
them
out
of
life,
so
we
have
to
close
them.
I
think
this
is
a
real
worry
sign
for
the
future
of
this
municipality,
so
I
I
really
feel
that
we
need
to
pay
close
attention
to
what's
happening
here.
B
K
K
Do
we
need
to
have
sustained
investments?
Absolutely?
We
need
to
have
sustained
investments,
but
I
think
when
we
look
at
what
this
council
has
done
over
the
last
number
of
years
and
even
dating
back
to
2002
2003,
where
we
started
really
having
a
an
asset
management
mindset
and
a
long-range
financial
planning
mindset,
it's
really
been
around
positioning
the
organization
to
be
in
a
more
sustainable
position.
Moving
forward.
It
doesn't
mean
that
we
have
everything
fully
addressed
in
terms
of
gaps
in
investment
levels,
but
we
have
the
right
strategies
in
place.
K
We
have
the
federal
and
the
provincial
governments
that
are
that
are
imposing
increasing
requirements
around
asset
management
planning,
and
we
are
very
well
positioned
to
be
able
to
to
respond
to
that.
So
I
think
we
have
the
right
strategies
in
place
and,
as
we
see
the
continued
gradual
increase
in
the
funding
which
what
we've
always
promoted,
is
a
sustainable,
predictable
funding
source.
Instead
of
having
large
blips,
that's
really
going
to
be
the
path
to
to
get
us
to
work.
B
And
municipalities-
just
don't
have
enough
money.
There's
no
doubt
about
that,
and
if
the
upper
tier
governments
provided
more
sustainable,
predictable
funding,
we
would
be
able
to
do
a
much
better
job
at
maintaining
our
assets
and
being
able
to
to
work
through
all
of
this.
So
I
mean
indeed
we
are
very
challenged.
I
have
no
doubt
about
that,
but
let's
talk
about
roads
for
for
a
minute,
because
our
strategy
has
been
to
spend
the
dollars
that
we
have
available
on
arterial
roads,
sort
of
to
the
detriment
of
the
lower
volume
roads
like
local
streets.
K
Mr
mayor
again,
when
we
look
at
to
your
point,
applying
a
risk-based
approach
means
that
we're
directing
more
investments
to
arterials
major
collectors
as
we
get
more
control.
I
guess
on
those
types
of
assets,
then
we're
going
to
be
able
to
direct
more
investments
to
more
community
type
infrastructure,
such
as
our
local
rules.
Right
now,
on
an
annual
basis,
we
spend
about
five
percent
of
our
resurfacing
budget
on
local
streets.
K
Well,
within
that
10-year
plan,
we
still
have
the
certainly
the
first,
I
would
say
the
first
half
will
still
be
focused
on
addressing
the
higher
party
party
roads,
because
we
still
have
arterials
and
major
collectors
that
are
certainly
in
need
of
attention
that
we
would
be
directing
the
funding
to
to
those
assets.
But
the
plan
does
include
provisions
that,
as
we
as
we
get
closer
to
the
level
of
funding
that
we
should
be
investing
annually,
that
there
will
be
a
higher
share.
That's
going
to
be
allocated
to
to
local
streets.
H
Available,
I
believe
we
had
that
discussion
before
when
the
other
general
released
his
report
about
the
quality
of
the
asphalt-
it's
not
just,
probably
in
I'm
talking
about
the
ontario
ombudsman
when
he
or
the
auditor
of
ontario
when
he
released
his
report.
So
speaking
of
the
decline
in
inequality
of
the
asphalt
right
across
the
province.
So
there's
nothing
really
unique
just
here
in
ottawa.
We
have
this,
so
it's
red
cross
have
you
working
with
other
call
across
the
province
on
on
this
issue.
In
the
recommendation
of
the
ontario
auditor
general.
K
H
One
of
the
area
and-
and
it
seems
like
I
heard
the
concern
because
I
said
on
the
rural
municipality
of
ontario,
which
they
have
the
most
roads
and
in
their
area
and
and
one
of
the
the
problem
is
red
cross
the
province
not
just
unique
to
ottawa.
It's
the
same
people
manufacturing
asphalt,
it's
the
same
people
who
building
the
road.
It's
the
same
people
who
own
the
quarries,
it's
the
same
people
who
own
the
sandpit
and
the
granule.
H
So
there's
really
there's
not
a
much
variety
or
choices
out
there.
It's
the
same
group
you're,
dealing
with
right
across
the
province
and
and
even
in
our
city
we
know
is,
is
only
a
handful.
So
so
I'm
wondering
what
other
province
beside
ontario
do
when
it
comes
to
this
because
clearly
we're
hearing
from
our
colleague
the
road
is
not
lasting.
Half
the
time
used
to
last
before
and
and
and
then
we
hear
from
our
own
city
as
well.
H
Like
I
mean
those
road
days
in
the
past,
a
good
base
road
should
last
between
16
to
18
20
years.
Well,
now
lucky,
if
you
get
10
12
out
of
it,
so
the
guy
okay.
I
know
a
lot
of
people
is
going
to
say:
oh
blaming,
blaming
the
environment
and
the
change
in
weather,
but
even
in
the
area
when
we
have
a
better
weather
than
ottawa,
like
the
gta
area,
there
are
no
better.
H
Their
roads
is
no
better
than
ours,
and
I'm
not
going
to
single
out
kingston
because
there's
a
couple
of
pilot
projects.
I
send
you
all
the
material
from
from
that
professor,
but
that's
only
one
area,
one
pilot
project-
and
I
think
it's
different
when
you
talk
about
a
massive
road
like
the
city
of
ottawa,
but
I'd
like
to
know,
is
any
effort
on
a
high
level,
not
just
ottawa
alone,
ottawa
and
and
all
the
the
the
big
municipality
or
the
rest
of
the
municipality
of
the
province.
K
So,
mr
mayor,
the
I
think
it's
been
mentioned
a
few
times
that
it's
not
unique
to
to
ottawa.
Basically,
I
was
involved
on
the
report
card
advisory
board
and
municipalities
across
the
across
the
country
are
dealing
with
basically
challenges
in
terms
of
infrastructure
investments
and
ensuring
that
we
get
quality
products.
So
we
do
work
very
closely
with
our
other
partners
and
we
do
a
lot
of
testing
in
terms
of
our
materials
to
ensure
that
basically,
the
products
that
we
get
are
the
products
that
we
were
that
we
were
asking
for.
K
K
We've
resurfaced
the
road
there's
some
deterioration
built
into
the
road
that
at
some
point
resurfacing,
won't
be
an
appropriate
strategy
where
we're
going
to
need
to
get
into
into
rebuilding,
which
means
that
as
the
road
deteriorates,
even
though
we
resurface
some
of
the
imperfections
in
that
road
will
reflect
back
up
and
that's
where
we
apply
other
strategies
in
terms
of
crack.
Sealing
and
micro
surfacing
to
try
to
extend
the
life
of
that
road.
So
it's
not
always
a
question
of
we're
getting
an
inferior
product.
K
K
N
K
N
K
As
I
indicated
to
to
mr
mayor
what
professor
hess
did
not
develop
a
new
product,
what
he's
refined,
as
basically
some
of
the
testing
procedures
for
the
liquid
component
of
the
asphalt?
So
it's
not
a
new
additive.
It's
not
a
new
product.
It's
more!
How
we're
testing
it
perfect
to
ensure
that
the
materials
that
we
get
are
testing
for
properties
of
the
liquid.
That
should
be
able
to
provide
longer
longevity
in
terms
of
the
and
those
are
the
additional
testing
that
we've
actually
built
into
our
specifications
for
this
year.
K
N
K
K
N
Okay,
but
then
how
do
we
test
or
do
we
not
test
for
whether
or
not
the
material
that
was
used
on
that
particular
project
is
actually
lasting
other
than
it
doesn't
meet
the
one-year
warranty
I
that
the
counselor
was
mentioning
or
other
factors?
Do
we
go
back
and
test
it
at
certain
intervals
to
ensure
that
we're
getting
the
lifespan
out
of
it?
We
expect.
K
So,
mr
mayor,
once
we've
tested
the
actual
products
to
confirm
that
the
products
that
we're
getting
are,
in
conformance
with
our
specifications
beyond
the
warranty
period,
that's
where
it
falls
into
our
regular
inspection
cycles,
where
all
of
our
arterial
roads
are
are
inspected
for
condition
every
three
years.
The
rest
of
the
roads
are
on
a
five-year
basis
and,
as
I
was
explaining
to
council,
regulate
what
we're.
K
Also
looking
at
right
now
is
the
effectiveness
of
our
renewal
strategies
to
make
sure
that
the
strategies
that
were
that
were
adopting
that
were
applying
that
we're
actually
getting
the
return
that
we're
expecting
from
those
strategies
and
that
will
help
to
inform
and
improve.
Basically
the
some
of
the
strategies
that
we
put
forward.
I
K
K
So,
mr
mayor,
when
we
look
at
the
type
of
renewal
strategies,
we
do
look
at
basically
different
materials,
we'll
we'll
look
at
basically
the
appropriateness
of
concrete
versus
asphalt
and
that's
typically
tied
to
the
type
of
road
that
that
we're
looking
at
building.
So
we
don't
build
a
lot
of
concrete
based
roads
in
the
city,
especially
when
it
comes
to
local
and
collector
streets
because
they
tend
to
get
cut
up.
Certainly
a
lot
more
for
service
for
service
connections.
K
But
it's
certainly
something
that
as
we're
looking
for
when
we're
looking
at
the
170
forks,
for
example.
Those
are
our
strategies
that
we
would
be
looking
at
to
see
which
one
will
provide
us
with
the
best
life
cycle
cost
at
the
end,
because
that's
really,
when
we're
looking
at
the
build
of
new
roads,
we're
trying
to
look
at.
N
K
Right
yeah,
but
there's
always
repairs
that
come
up
after
the
fact,
the
the
only
comp,
the
only
more
difficulty
there
is
basically
having
to
cut
through
a
base.
We've
we
have
concrete
bases.
Also
in
the
and
the
city
riverside
drive
was
a
was
a
concrete
base.
Carling
avenue
was
a
concrete
base
and
what
we've
seen
on
those
roads
is
over
time.
Parts
of
the
174
is
a
concrete
base
and
what
we
see
over
time,
as
is
as
the
concrete
deteriorates
you
start
to
see
a
lot
more
movement
of
that
of
the
concrete.
K
N
K
N
E
Thanks
mayor,
I
wanted
to
follow
up
on
some
questions
as
well
with
respect
to
the
roads,
and
particularly
with
respect
to
the
effects
that
intensification
in
our
urban
neighborhoods
is
having
on
roads.
Many
of
the
roads
as
the
the
single-family
homes
come
down.
The
new
semi-detached
go
up
greater
congestion,
I'm
certain
that
a
lot
of
our
residential
roads
are
seeing
more
traffic
than
perhaps
we
had
anticipated.
E
The
road
cuts
that
get
made
in
the
course
of
putting
the
infills
in
has
got
to
be
a
relatively
significant
factor
in
reducing
the
life
the
life
span
of
some
of
those
roads
and
we're
seeing
heavy
construction
traffic.
For
you
know,
sometimes
years
at
a
time,
some
of
the
poster
child
roads
in
in
our
award
would
include
like
patricia,
which
has
been
subject
to
a
lot
of
really
heavy
construction
traffic
associated
with
developments
nearby.
E
Are
we
collecting
enough
from
developers
to
mitigate
the
cost,
to
taxpayers
of
the
effects
of
intensification
on
our
urban
roads?
Some
of
these
roads
are
beginning
to
look
like
they
they've
been
bombed
with
no
hope
of
a
rebuild
or
even
resurfacing
anytime
in
the
near
future.
It's
a
concern
to
residents
of
our
award
and
I
hope
we
have
a
strategy
to
try
to
deal
with
this
rapid
intensification
of
the
urban
wards
and
the
effect
that
it
is
having
on
our
roads.
K
So,
mr
mayor,
I'll,
let
isabel
speak
maybe
more
on
the
dc
part
in
terms
of
collecting
funds
from
from
developers,
but
in
terms
of
the
intensification
having
more
cars
on
the
road.
Cars
are
not
necessarily
the
ones
that
make
roads
deteriorate,
it
tends
to
be
heavier,
traffic
tends
to
be
buses
tends
to
be,
trucks
tends
to
be
also
the
weather.
K
Intensification
areas
are
also
often
it's
not
just
adding
cars
but
alternate
modes
of
transportation.
Also,
so
it's
there's
a
bit
of
a
balance
there,
but
typically
adding
cars
to
a
section
local
street
is
is
not
a
big
contributor
to
deteriorating
the
roads,
because
the
roads
are
built
to
be
able
to
withstand
that
type
of
that
type
of
traffic.
E
K
N
In
terms
of
our
road
activities,
bylaw
and
the
fees
we
can
charge
for
cuts,
we
can.
We
do
believe
we
should
be
going
back
and
reviewing
those
numbers
and
trying
to
do
it.
We
can't
recoup,
through
development
charges
by
law,
very
much
for
this
type
of
work,
because
it's
an
ineligible
cost
under
the
legislation,
as
it's
currently
written
in
ontario.
N
So
we're
not
saying
that
there
isn't
an
issue
in
these
areas,
but-
and
there
is
certain
pressure
on
from
the
heavier
truck
traffic
and
the
cuts
into
it.
But
a
lot
of
it
has
to
actually
do
with
the
under
the
basic
age
of
those
roads
in
the
first
place,
and
that
actually
is
the
real
issue.
We
need
to
tackle.
E
So
it's
it's
a
concern
that
I
wanted
to
raise.
The
the
other
concern
that
residents
have
been
raising
with
respect
to
maintenance
of
our
of
our
assets
is
the
decorative
brick
around
the
ward,
both
the
sidewalks
crosswalks,
where
the
bricks
are
failing,
and
we
don't
have
the
funds
necessary
to
replace
those
properly
so
we're
simply
slapping
cold
pack
or
or
asphalt
on
those
which
leads
to
a
bad
enough.
E
Looking
situation
that
I've
actually
asked
staff
on
any
of
our
new
builds
not
to
use
the
decorative
the
decorative
bricks,
because
it
doesn't
look
like
we're
going
to
be
able
to
find
the
funds
to
maintain
those.
How
are
we
going
to
add
decorative
elements
in
future
street
projects
without
using
those
bricks
or
or
do
we
have
a
plan
to
fund
properly
the
maintenance
of
some
of
those
decorative
public
realm
elements.
K
So,
mr
mayor,
the
as
part
of
the
when
we
look
at
our
construction
specifications
review,
we
look
at
the
performance
of
some
of
the
material,
and
certainly
the
brix
is
one.
That's
been
highlighted
as
being
an
area
that
it
looks
nice
when
it's
built,
but
as
it
deteriorates
it
becomes
very
difficult
to
to
maintain.
So
we
are
looking
at
different
ways
of
still
trying
to
achieve
the
same,
look
and
feel,
but
through
the
different
products.
An
example
is
stamped
concrete.
K
Some
of
the
some
of
the
crosswalks
that
we've
built
have
been
built
more
with
stamped
concrete.
So
you
you
get
a
similar
look
but
a
very
different,
a
different
performance
which
means
that,
from
a
maintenance
perspective,
a
lot
easier
to
a
lot
easier
to
maintain,
and
that's
that's
why,
when
we
look
at
the
comprehensive
asset
management
approach,
it's
really
looking
at.
O
We
have
all
of
us
have
got
older
places
in
in
our
in
our
areas
that
we
can
be
part
of
the
solution.
For
example,
the
walter
baker
is
almost
40
years
old
and
I've
been
spending
a
lot
of
my
cash
in
lua
parklands
on
things
to
improve
the
walter
baker,
which
is
a
200
000
square
foot
facility,
and
we
are
able
to
use
our
funds
for
for
things
to
improve
older
things,
while
we're
waiting
for
or
accommodating
the
fact
that
the
city
can't
pay
or
can't
repair
at
the
speed
we'd
like
them.
O
To
isn't
that
true,
we
can
do
that.
We
we
can
invest
our
cash
in
lieu.
I
know
kevin
is
the
keeper
of
cash
and
lou
and
dan's
here
too,
but
I
mean
in
our
cases
we
do
have
some
control
over
those
tools
to
use
in
our
own
areas
and
we
can
use
p
bits
and
pieces.
I'm
I'm
improving
the
field
house
at
the
ken
ross
park
now
to
move
the
senior
center
there
and
it's
an
investment
that
I'm
taking
out
of
my
cash
in
lieu.
O
But
if
I
didn't
it
could
not
get
done
and
at
that
reality.
So,
are
you
seeing
that
across
the
city
or
or
do
you
think
that
counts?
Some
councilors
may
not
be
aware
that
they
can
benefit
their
neighborhoods
with
their
cash
and
lieu,
no
matter
whether
it's
25
000
or
whether
it's
two
million
in
the
case
of
the
downtown
people.
K
O
Just
another
thing:
I
think
that
we
need
to.
We
saw
a
couple
of
terms
ago.
I
think,
where
we
were
building
things
that
were
built
on
how
beautiful
they
were
as
far
as
how
how
fundamentally
they
they
worked
for
this
city
and
for
the
people
that
live
there,
and
when
we
did
that
we
learned
that
disaster
was
awaiting
on
some
of
the
architectural
demands
on
something
that
we
you
know
could
have
built
simpler.
O
So
for
so
I'm
my
question
is:
have
we
undertaken
a
plan,
a
plan
or
undertaking
a
study
of
how
we
build,
whether
it's
roundabouts,
whether
it's
sidewalks,
whether
it's
field,
houses,
whether
it's
bridges,
whether
it's
anything
like
that
that
we
are
taking
a
basic
model
sort
of
like
the
catholic
school
board?
Does
mr
mayor,
where
they
have
that
common
architectural
drawing
and
then
you
can
augment
it?
They
change
the
colors.
They
change
whatever
they
color
the
concrete
they
stamp
the
concrete
they
do.
O
Those
kinds
of
things
have
we
come
up
with
a
plan
that
says
here's
your
shopping
list
so
that
there's
no
expectations
in
communities
in
that
to
set
up
set
us
down
a
road
that
we
can't
quite
frankly
afford.
Not
only
it
adds
to
the
cost
of
building
it,
and
sometimes
there's
room
for
that
with
the
contingency
in
that
to
add
to
it.
O
If
you
got
five
minutes,
come
on
and
join
me
and
pull
some
weeds.
My
point
is:
is
that
do
we
have
a
standard?
Have
we
got
to
the
point
now
where
we
have
a
basic
standard
so
that
your
team
says
here's
your
shopping
list
for
a
new
field
house?
Here's
your
shopping
list
for
a
roundabout.
This
is
what
it
looks
like
what
you
choose
to
do
over
and
above
that,
but
this
is
what
we're
going
to
deliver
and
what
we
can
maintain
and
if
we
haven't
done
that,
is
that
something
you
would
think
we
should.
K
Mr
mayor,
it's
that's
certainly
an
ongoing
process,
so
we
do.
We
definitely
do
have
standards.
Sometimes
it's
how
those
standards
are
being
applied
and
on
a
lot
of
their
projects.
What
we
do
are
also
constructability
reviews.
So
basically
we
look
at
basically
the
ability
to
construct
and
then
how
we're
going
to
be
able
to
maintain
that
infrastructure
over
over
time.
Examples
of
that
are
some
of
the
recent
fire
stations
that
we've
built.
K
Instead
of
trying
to
build
every
fire
station
being
a
different
fire
station,
we
have
one
model
that
we've
we've
replicated
into
into
areas.
We've
done
that
also
in
terms
of
some
of
our
parks
facilities,
where
we
can
develop
a
product
that
the
organization
is
comfortable,
that
we
can
sustain
and
maintain,
and
then
we
apply
that
elsewhere.
K
Instead
of
trying
to
create
uniqueness
everywhere,
constructability
review
in
terms
of
the
the
fifth
leg,
pedestrian
bridge
where,
when
we
started
off,
we
had
a
a
lot
more
complex
bridge
in
terms
of
building
a
curved
bridge,
we've
simplified
the
design.
It
still
meets
the
whole
context
of
the
unesco
site,
but
certainly
a
lot
simpler
to
to
build.
So
it
is
something
that
we
are
embedding
more
and
more
into
the
into
the
organization,
and
part
of
that
is
basically
ensuring
that
we
talk
to
each
other
when
we
are
looking
at
planning.
O
Because
I
would
hate
to
see
like
if
you
look
at
the
hunt
club
bridge,
which
is
a
very,
very
basic
bridge,
but
it
functions
extremely
well,
given
the
volume
of
traffic
you
could
make
it
prettier
by
putting
something
at
the
front
something
at
the
back
of
it.
You
know
to
to
change
the
the
look
at
leaving
and
entering,
but
I
would
not
want
to
see
a
situation
where
we
have
a
standard
that
is
when
it
comes
into
a
community.
That's
going
to
be
that
the
the
the
councilor
doesn't
defend.
O
The
counselor
should
be
defending
the
standard
and
that's
why
I
think
it's
important.
We
have
a
standard,
that's
not
flexible,
that
we
can
either
augment
with
funding
from
another
source
or
say
that
this
is
the
standard.
I
think
it's
easier
for
us
as
well.
I
mean,
if
you
have
expectations
if
somebody
says
well,
I
want
a
pedestrian
bridge
like
the
one
that
goes
over
from
council
brockington
to
council,
deans
and
people
say,
and
we
go
hold
the
horses
you're
not
going
to
we're
not
doing
that
anymore.
O
A
K
Gaultier,
mr
mayor,
before
my
colleagues
walk
away,
I
just
wanted
to
recognize
to
to
my
left
kelly
martin,
the
manager
of
asset
management
and
to
his
left,
patrick
brison.
The
program
manager
of
strategic
asset
management
they've
been
really
leaders
in
this
organization
in
terms
of
advancing
our
asset
management
practices,
and
I
just
wanted
to
make
sure
that
their
efforts
were
were
being
recognized
today.
L
Just
getting
somebody
to
flip
the
charts
for
me.
Thank
you,
mr
mayor,
so
this
presentation
summarizes
the
results
and
recommendations
of
the
recently
completed
long-range
financial
plan
for
tax-supported
capital.
The
objective
of
this
report
is
to
present
a
10-year
outlook
of
the
tax-supported
capital
requirements
for
the
delivery
of
city
services.
L
In
particular,
this
report
focuses
on
the
funding
strategies
that
are
required
to
provide
the
for
the
renewal
and
maintenance
of
the
city's
existing
asset
base
in
a
state
of
good
repair.
As
discussed
in
the
comprehensive
asset
management
report,
the
current
funding
level
is
lower
than
what
is
required,
but
we
have
put
in
place
strategies
to
reduce
that
gap,
and
this
most
current
plan
provides
an
update
on
what
needs
to
be
done
over
the
next
10
years
to
continue
to
address
it.
L
In
the
previous
2012
long-range
financial
plan,
it
was
determined
that
the
overall
funding
gap
was
approximately
85
million
per
year.
We
needed
159
million
per
year
to
maintain
assets
in
a
state
of
good
repair,
but
funding
from
tax
and
debt
combined
with
74
million
per
year
to
address
this
gap,
council
approved
several
strategies
to
increase
the
funding
by
inflation.
Each
year
increase
funding
by
4.5
million
each
year
from
the
city's
annual
tax
target.
L
Although
we
have,
although
we
have
not
been
able
to
secure
permanent
funding
from
other
levels
of
government,
we
have
received
a
significant
amount
of
funding
from
both
the
federal
and
provincial
governments
for
one-time
stimulus
projects
that
have
helped
advance
or
enhance
city's
investments
in
the
capital
infrastructure.
Recently,
ottawa
has
received
commitments
of
227.3
million
in
new
or
enhanced
transit
projects,
115.3
million
in
water
and
wastewater
projects
and
35.4
million
in
affordable
and
social
housing
projects
from
the
new
building
canada
fund.
L
L
The
additional
amount
for
growth
has
amounted
to
an
additional
4.5
million
and
the
one-time
reallocation
of
strategic
initiative.
Funding
of
15
million
has
increased
the
envelope
by
42
million.
In
addition
to
these
contributions,
the
envelope
has
been
increased
each
year
by
the
construction
price
index
for
a
total
of
9
million
per
year.
L
As
reported
in
the
comprehensive
asset
management
report,
there
is
an
average
annual
asset
renewal
need
of
195
million
dollars
for
tax
supported
capital
requirements
in
2012.
The
need
was
159,
but
if
we
increase
this
amount
by
inflation,
it
equates
to
171
million
in
2017.
Therefore,
the
asset
renewal
requirements
have
increased
by
24
million
dollars
since
2012..
L
L
In
order
to
reach
the
195
million
funding
level
within
the
next
10
years,
an
additional
2.3
million
will
be
required
each
year,
starting
in
2019..
This
strategy
does
not
depend
on
securing
permanent
funding
from
other
levels
of
government.
However,
we
do
recommend
that
the
city
continue
to
pursue
this
additional
funding
to
reduce
the
additional
amount
that
must
be
put
aside
for
us
at
renewal
each
year
from
tax
targets.
L
The
strategies
established
in
2012
long
range
financial
plan
have
helped
to
reduce
the
funding
gap,
but
we
would
not
have
closed
that
gap.
Based
on
the
revised
assets
renewal
requirements
over
the
next
10
years,
we
would
have
been
short
by
approximately
26
million
dollars.
This
revised
strategy
ensures
that
we
achieve
the
funding
level
to
maintain
assets
in
a
state
of
good
repair
within
the
10
years.
L
Of
course,
circumstances
change
over
time,
and
that
is
why
a
long-range
financial
plan
is
developed
within
each
term
of
council
and
updated
to
reflect
the
current
need,
as
was
proposed
in
the
cam
report.
We
should
not
just
rely
on
financial
strategies
to
address
the
funding
gap,
but
also
explore
the
non-financial
strategies
to
help
reduce
the
overall
asset
renewal
investment
requirements.
L
These
non-financial
strategies
will
presented
to
council
next
term,
as
recommended
in
the
cam
report.
The
long-range
financial
plan
will
also
be
updated
to
reflect
the
financial
impact
of
implementing
any
of
these
recommended
non-financial
strategies.
This
report
recommends
that
the
debt
limits
for
tax-supported
capital
works
continue
to
be
limited
to
the
amount
of
debt
return
retiring
within
the
year.
Therefore,
there
is
no
planned
increases
to
debt,
resulting
from
the
recommendations
made
in
this
report.
L
Council
received
an
assessment
of
the
debt
profile
against
the
provincial
debt
servicing
limits
in
the
march
2017
transit
lrfp,
and
since
this
tax
lrfp
recommends
limiting
debt
to
the
amount
of
debt
retiring
within
the
year,
the
tax
lrp
does
not
add
any
additional
debt
pressure
than
what
was
reported
in
march.
Debt
is
projected
to
remain
within
the
7.5
limit,
reaching
a
maximum
of
only
6.1
percent,
including
transit.
Thank
you.
M
Thank
you
very
much.
So,
as
other
people
mentioned
it's
it's
it's
good
to
see
that
we're
reducing
that
gap
and
that
we
have
some
strategies
going
forward
to
do
it,
but
even
with
the
work
we've
done,
we
still
have
a
gap
of
what
is
it
70
million
dollars
a
year
that
we
we've
got
to
meet,
and
you
said
it
in
the
report
some
ideas
as
to
how
to
tackle
this
going
forward.
M
M
B
Thank
you,
mr
mayor.
Well,
I
actually
think
this
report
in
the
state
of
the
asset
report
are
two
of
the
most
important
reports
that
we
will
deal
with
this
term
of
council,
because
everywhere
I
go
and
I
suspect
it's
the
same
for
every
member
council.
People
are
talking
about
the
noticeable
decline
in
the
state
of
the
city's
assets
in
2012.
B
So
it's
silent
on
this,
and
I
heard
what
ms
similar
said,
but
if
you're
talking
about
a
two
percent
tax
increase
cap,
I'm
not
sure
that
I
can
really
call
that
a
levy,
because
it's
just
cutting
somewhere
else
in
the
organizations
paying
peter
to
pay
paul.
So
I
do
think
at
some
point
we're
going
to
have
to
talk
about
this
and
I'm
particularly
concerned
about
the
references
in
here
to
asset
rationalization
starting
in
2019,
because
I,
as
a
member
council,
want
to
know
what
businesses
we're
getting
out
of.
B
That's
that's
really
important
to
me
and-
and
you
know
I
I
said
it
earlier
in
the
conversation,
but
you
know
we
frown
upon
developers
who
have
heritage
buildings
and
allow
them
to
deteriorate
to
the
point
where
we
have
no
choice
but
allow
them
to
demolish
them.
And
now
it
feels
like
some
of
our
assets
we're
going
down
the
very
same
path,
we're
just
letting
them
fall
into
such
disrepair
and
we've
missed
the
window
in
many
cases
to
to
repair
them
in
a
timely
fashion.
B
B
I
was
saying
talking
about
an
infrastructure
levy,
but
I
think
we
have
to
at
least
understand
if
we're
not
going
to
have
an
infrastructure
levy,
what
else
is
going
to
give
in
order
for
that
money
to
be
directed,
and
is
it
enough
and
is
it
timely
enough,
and
I
think
I
I
really
think
that
there
needs
to
be
a
lot
of
consideration
for
how
we
move
forward.
I
do
have
some
specific
questions.
One
of
them
is
in
the
million
dollars
allocated
for
growth
in
the
asset
base.
B
C
You're
absolutely
correct:
it
is
just
a
number:
that's
hanging
out
there.
We
added
it
in
in
the
last
in
2012.
We
really.
The
number
that
were
that
really
is
important.
Is
the
number
that
elaine
granty
and
his
group
come
up
with,
which
is
what
is
the
total
need
because
they
reflect
the
asset
base
at
that
point
in
time,
so
they've
come
up
with
their
195
and
then
we,
our
job,
is
to
find.
So
what
are
we
spending
today?
What's
the
gap
and
how
to
bridge
it?
B
B
In
this
report
there
are
a
number
of
examples
given
of
different
municipalities,
and
I
I
I
thought
it
was
a
little
strange
that
they're
all
the
very
same
examples
that
were
used
in
2012.-
and
I
thought
maybe
we
could
have
five
years
later-
had
some
fresh
examples
with
a
little
bit
more
information
than
just
lifting
the
2012
examples
and
plopping
them
into
the
2017
report.
But,
for
example,
mississauga
back
in
2012
implemented
a
two
percent
infrastructure
levy.
B
C
B
B
I
also
think,
because
of
our
the
state
of
our
assets
and
the
concern
that
the
community
has
for
the
state
of
our
assets,
I
would
like
to
see
us
in
advance
of
each
budget
year,
have
an
update,
an
lrfp
update
on
the
state
of
our
assets
compared
to
our
targets,
so
that
we
can
see
in
any
given
year
if
we're
falling
further
behind.
Would
that
be
something
that
would
be
possible
in.
C
Order
to
do
that,
I'm
I
would
think
you
would
need
a
refreshed
number
coming
from
the
engineering
group
as
to
what
we
should
be
investing
the
work
that
it
takes
for
them
to
do
this.
Their
comprehensive
asset
management
report
is
pretty
extensive.
I
don't
know
if
they
could
reproduce
that
every
12
months.
K
Mr
mayor
there's
certainly
a
fair
amount
of
effort
to
refresh
this
document,
certainly
as
we're
moving
through
time
group
we're
finding
more
effective
ways
of
updating
the
information,
but
there
is
a
lot
of
information
to
be
collected
to
be
able
to
report
on
an
annual
basis.
The
other
challenge
also
is
that,
from
year
to
year,
you
won't
see
a
significant
difference,
also
in
terms
of
some
of
these
assets.
A
lot
of
them
are
long-lived
assets.
So,
on
an
annual
basis,
you
may
not
see
a
big
difference.
B
But
are
you
year
over
year,
like
in
your
department,
do
you
see
worry
signs?
Do
you
see
information
that
all
of
a
sudden
you
go
well,
that's
a
problem
that
we
didn't
anticipate
like.
Is
there
information
that
you
see
within
those
five-year
windows
that
council
it
would
be
useful
for
council
to
have
in
setting
our
budgets.
K
What
you've
seen
an
example
of
that
is
basically
the
amount
of
investments
that
we've
been
doing
in
terms
of
culverts,
for
example,
where
in
2012
we
identified
that
that
was
an
area
where
significant
investments
needed
to
be
made
to
upgrade
the
condition
of
our
culvert,
especially
in
the
rural
areas.
And
since
that
time,
we've
seen
a
significant
increase
in
terms
of
number
of
investments
that
have
been
made,
and
you
can
see
from
the
results
that
it
has
paid
dividends.
We
have
seen
improvements
and
we
will
continue
to
see
improvements
on
that
front.
E
C
This
is
money,
that's
actually
not
being
allocated
in
2018.
It
was
strategic
initiative
money
that
is,
the
project
has
ended.
So
it's
coming
back.
So
it's
it's
not
affecting
any
other
project.
Okay,
it's
basically,
I
hate
to
use
the
term
free
money,
but
that's
basically
what
it
is.
It's
it's
room
within
your
existing
budget.
A
M
Yeah,
thank
you
just
a
couple
of
good
questions,
so
I
I
went
through
the
report,
I'm
not
sure,
directed
to
the
clerk
or
who
can
answer
the
questions
but
or
the
treasurer.
So
basically,
what
you're
proposing
is
the
same
sort
of
model
we
had
last
year
that
there
would
be
staff
support
if
there
are
joint
presentations
of
councils
of
counselors.
Rather
is
that
and
a
budget
set
aside
for
counselors
to
hold
the
meetings?
C
I'll
have
a
memo
going
out
to
you
as
soon
as
this
is
approved
on
well,
actually,
it's
to
be
received,
so
I'll
have
a
memo
going
out.
I
think
next
week
to
you
specifying
the
timelines.
Typically,
we
like
to
know
by
the
end
of
july,
but
that
didn't
seem
to
work
last
year,
so
maybe
we'll
make
it
the
end
of
august.
M
O
O
I
don't
I
mean,
as
somebody
has
been
around
a
long
time
and
has
been
a
part
of
many
many
budgets.
I
think
that
the
way
that
we
we've
always
met
in
nepean,
for
example,
always
so
it's
not
like
there's
anything
new
we've
always
met
at
the
nepan
sports
place.
Some
of
the
faces
around
the
table
have
have
changed.
O
Some
of
the
mayors
have
changed
in
all
these
times,
so
we've
always
been
at
the
sports
place
and
the
numbers
every
year
go
down
and
down
and
down
which
could
be
because
people
are
you
know
with
with
this
are
reaching
out,
as
they
have
questions
and
are
more
engaged.
We
certainly
are
connecting.
I
do
an
e-blast
every
two
weeks,
I'm
telling
people
a
ton
of
stuff-
maybe
that's
it,
but
I
don't
believe.
Last
year
there
was
even
one
person
from
bar
haven,
which
is
literally
you
could
ride
your
bike
easily.
O
Even
if
you
were
me
from
parkhaven
to
the
nepean
sportsplex
on
a
separated,
mup
right
right
from
brahim.
So
and
then
I
think
the
timing
was
off
last
year
as
well,
for
when
we
were
doing
that.
But
I
found
that
people
we
had
the
same
people
that
seemed
to
be
tr
a
lot
of
them
traveling
from
budget
meeting
to
budget
meeting
to
budget
meeting.
J
J
It's
we
had
both
my
colleague
in
the
north
to
the
public
meeting
that
there
was
low
attendance
very
low,
and
I
know
mr
mayor
you've
attended
those
meetings
as
well
and
councilor
allison
terry.
But
by
opening
up
online
there
was
more
comments
that
came
in
so
it
I
think
the
residents
found
that
helpful.
They
were
able
to
get
their
information.
J
A
A
Certainly
my
experience
over
the
years
has
been
if
people
are
upset
about
a
budget
they'll
come
out
in
big
numbers.
You
remember
counselor
the
cuts
to
the
arts
funding
many
years
ago,
and
there
were
you
know
the
room
was
was
filled,
so
a
general
human
nature
is
if
people
generally
are
pleased
with
what
is
before
them.
They
tend
not
to
show
up
if
they're
upset
they
do
show
up,
and
they
let
us
know.
O
You're
right
so,
for
example,
the
biggest
one
that
attracted
people
to
indian
sportspecs
was
the
threat
to
close
the
knoxville
fire
station
without
question.
I
think
we
had
175
people,
so
they
were
motivated
by
an
issue
that
was
very
local
anyway.
I'm
just
wondering
if
maybe
staff
could
give
us
a
bit
more
help.
If
we
want
to
do
the
online
version,
it
will
obviously
save
you
money
because
you
won't
be
paying
for
you
know
something
in
every
part
of
the
city.
I
just.
O
I
just
think
that
it's
a
way
for
those
of
us
who
do
connect
electronically
with
many
of
our
residents.
I
think
it's
a
way
that
we
can
reach
out
and
give
them
a
heads
up,
so
they
kind
of
like
engage
them
earlier,
rather
than
have
a
bunch
of
people
or
a
few
people
show
up
to
the
npm
sportsplex.
In
my
case.
Thank
you.
Thank.
B
E
Well
in
the
in
the
report,
mr
mayor,
the
there's
two
meetings,
one
with
the
mayor,
then
the
each
council
with
the
mayor,
then
myself
and
the
general
managers
will
be
will
with
each
committee
chair
and
then
the
budget
review
board
will
meet
just
as
a
budget
review
board
to
review
the
budget
without
the
committee
chairs.
So
the
process
of
having
the
committee
chairs
come
to
the
budget
review
board
is
not
going
to
be
occurring
this
year.
D
Just
want
to
clarify
something
that
was
just
mentioned:
we've
been
doing
this
process.
This
will
be
the
third
year.
We've
done
this
in
which
we
consult
before
we
table
the
budget.
That's
a
direct
result
of
the
treasurer's
office
working
with
council
on
fixing
the
previous
system,
where
we
consulted
after
we
tabled
the
budget
that
councils
apparently
didn't
like
so
they
went
around
all
the
members
of
council
and
asked
them
what
you'd
rather
do
so.
We
chose
consulting
before
we
table
the
budget.
D
D
A
E
E
It
doesn't
have
a
lot
of
specifics
other
than
hiring
the
staff,
though
about
how
that
capacity
will
actually
be
built.
We
know
we're
moving
into
an
environment
where
the
I.t
skills
that
the
organization
needs
are
going
to
be
different
from
uit
skills
that
were
previously
important
to
us.
The
opportunity
of
creating
12
new
ftes
is
one
to
help
develop
that
capacity.
But
what
is
what
is
the
training
plan?
How
is
that
capacity
actually
going
to
be
built.
M
M
So
what
we'll
do
as
there's
a
several
ways
we'll
do
we'll
have,
as
their
contracts
are
ramping
down,
we'll
typically
do
formal
knowledge
transfer
sessions
where
we
will
have
those
contractors
bring
our
staff
in
to
do
sort
of
a
more
formal
training,
we'll
also
bring
staff
in
to
work
on
projects.
So
as
we're
transitioning
into
an
operational
mode,
we'll
bring
our
staff
in
to
work
with
the
with
contractors
to
to
do
that,
knowledge
transfer
to
them,
and
then
they
turn
into
more
of
an
advisory
role
as
unless
as
a
doer.
M
So
we
do
try
and
build
that
that
component
into
each
one
of
our
professional
services
engagements,
so
we
get
that
knowledge
transfer
once
we
get
that
capacity
internally.
What
we'll
do
is
we'll
have
our
staff.
You
know
a
senior
developer
mentoring
with
intermediate
developers
to
bring
up
their
capacity
so
that
we
we
develop
that
across
that
competency
across
our
different
technology
areas.
So
that's
that's!
Really,
how
we
we
do
that.
E
So
it's
a
it's
a
fast-moving
field
and
one
of
the
advantages
of
hiring
consultants
and
contractors
is
that
you
are
you're,
always
hiring
the
most
recent
skill
set.
How
do
we
intend
that
our
staff
are
going
to
be
at
the
cutting
edge
of
where
the
skill
sets
are
with
respect
to
ongoing
and
continuing
professional
development.
M
So
we
have
a
number
of
different
training
opportunities.
We've
got
one
of
the
things
we're
doing
right
now
is
called
pluralsight,
so
this
is
available
to
all
our
staff
to
go
in
to
look
at
technology
that
they
may
not
even
be
using
at
this
moment.
But
we
know
it's
coming,
it's
something
we
want
to
build
some
capacity
on
or
something
we're
looking
to
explore.
So
we
do.
E
And
maybe
for
the
treasurer,
I
just
want
to
make
sure
that
we
have
with
the
creation
of
12
new
ftes
if
we
do
want
to
make
sure
that
those
folks
have
those
professional
development
opportunities.
Are
you
comfortable
that
we
have
the
wiggle
room
in
the
budget
moving
forward
to
ensure
that
we're
properly
funding
those
training
opportunities.