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From YouTube: Information Technology Sub-Committee - October 4, 2019
Description
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
Other
room
good
morning,
everyone
will
will
get
underway.
Thank
you
very
much.
So
this
is
the
the
meeting
of
the
IT
subcommittee
today,
Friday
October
4th
I'll
just
run
quickly
through
the
agenda.
We
have
a
relatively
brief
agenda,
but
I
know
there
are
a
number
of
presentations
to
be
made
as
well
as
we
have
some
delegations
in
the
audience
as
well.
A
So,
first
off,
are
there
any
declarations
of
interest,
seeing
none
we'll
move
on
to
confirmation
of
the
minutes
or
those
carried
okay,
and
then
we
there
are
the
three
presentations
I
think
we're
gonna
hold
each
of
those.
So
the
very
first
item
is
the
smart
city.
2.0
update
mark
Renee
de
coche
and
colleague.
Please
go
on
ahead.
C
B
It's
good
thing
with
a
digital
team.
Harrison
Thank
You
mr.
chair
I,
want
to
take
the
opportunity
to
to
tell
you
that
we're
extremely
pleased
about
being
able
to
provide
you
with
the
update
on
the
smart
city
2.0
strategy.
As
you
know,
this
is
a
strategy
that's
near
and
dear
to
the
service
transformation
team,
but
also
to
the
entire
ICS
department
and
I
would
venture
to
say
the
city
as
well.
B
I
want
to
thank
a
few
folks
that
are
attending
here
today
to
as
part
of
the
presentation
we
have
various
departments,
as
you
know,
involved
in
the
smart
city
and
smart
city
doesn't
just
reside
in
one
service
line,
but
in
several-
and
we
have
folks
here
from
transportation,
economic
development,
I,
TS
Timmer,
our
CFS
Public
Works.
Many
people
are
moving
forward
on
a
number
of
fronts
on
the
smart
city
and
I
want
to
thank
them
for
attending
today.
B
To
the
strategy
itself
and
the
three
key
pillars
that
make
up
the
strategy,
as
you
know,
we,
the
first
pillar,
is
a
connected
city.
A
connected
city
is
is
defined
by
creating
a
city
where
all
residents
and
businesses
are
connected
in
an
efficient,
affordable
and
ubiquitous
way.
We
have
a
smart
economy
which
stimulates
economic
growth
by
supporting
knowledge-based
business
expansion
and
attraction.
B
Local
entrepreneurs
in
smart
city,
talent,
development
and
the
third
pillar
is
an
innovative
government,
develop
innovative
ways
to
impact
the
lives
of
residents
and
businesses
through
creative
use
of
new
service
and
delivery
models,
technology
solutions
and
partnerships.
So
what
I'd
like
to
do
for
the
balance
of
the
presentation
is
provide
you
an
update
of
all
the
work
that
we've
initiated
since
the
strategy
was
approved
in
November
of
2018
and
I'll.
Take
you
through
each
one
of
these
pillars
to
highlight
some
key
initiatives
that
we're
moving
forward
with.
B
So,
starting
with
the
smart
city
governance,
as
you
know,
the
report
had
highlighted
some
next
steps
for
the
smart
city
2.0
strategy,
one
of
which
being
setting
up
a
smart
city,
governance
and
we've
set
that
up
in
the
last
20
months.
And
let
me
walk
you
through
it.
Briefly.
We
have
at
the
very
top
of
the
governance
structure.
We
have
the
executive
oversight,
which
is
led
by
the
general
manager
of
the
innovative
client
services
that
reports
into
the
IT
subcommittee.
B
As
you
know,
following
that,
we
have
portfolio
direction
that
sits
with
Service
transformation
myself,
as
director
of
service
transformation
leads
that
portfolio
direction.
We've
set
up
a
steering
committee
as
part
of
that
that's
made
up
of
CIO
and
other
critical
city
departments
involved
in
delivery
of
the
strategy,
and
we've
recently
set
up
an
advisory
group
made
up
of
our
external
partners
to
provide
some
guidance
from
from
outside
of
the
city
as
well
and
following
that,
we
have,
of
course,
our
portfolio
management
office
that
manages
all
the
various
initiatives
that
fall
within
the
various
departments.
B
B
Mentioned
the
fact
that
we
should
set
up
an
engagement
approach
for
smart
cities
and
we've
done
so
using
a
portfolio
I'd,
say
of
potential
capabilities
that
we
can
use
to
engage
the
public
more
broadly.
As
you
know,
we've
initiated
beta
testing.
So
as
we
release
solutions,
we
will
be
approaching
that,
through
a
beta
phase
allowing
that
the
public
to
provide
greater
levels
of
input
into
products
before
we
have
fully
featured
solutions,
deployed
we're
using
co-creation
sessions
when
we
can
as
well
to
involve
citizens
early
on
in
the
design
process.
B
We
have
a
community
engagement
platform
that
we
are
currently
piloting
called,
engage
Auto,
it's
a
crowdsourcing
tool
and,
as
you
know,
we've
used
that
quite
successfully.
With
the
recent
launch
of
the
open
Ottawa
platform,
we
will
continue
to
use
hackathons
when
appropriate.
It's
a
great
tool
to
engage
a
broader
set
of
community
groups
and
citizens
involved
in
looking
at
specific
topics
of
interest.
We
continue
with
community
outreach
as
well.
We've
held
a
number
of
presentations,
most
recently
at
tech
Tuesday's,
which
I
think
was
very
well
received
and
attended,
and
we'll
continue
to
do
that.
B
To
engage
members
of
the
public
on
our
efforts
on
the
smart
city
front
and
we
continue
to
work
with
post-secondary
institution
as
well.
In
the
city,
we've
got
quite
a
bit
of
talent
and
the
various
universities
and
post-secondary
institutions,
and
we
continue
to
work
with
them
through
our
efforts
as
well.
B
So
let
me
walk
you
through
the
three
key
pillars
of
the
smart
city.
So
a
connected
cities,
the
first
pillar-
and
let
me
highlight
a
couple
of
I-
think
very
interesting
initiatives
that
we've
launched
on
the
connected
city
front
first
is
we're
continuing
to
provide
free
Wi-Fi
in
a
number
of
city
facilities.
B
I
think
it's
20
to
community
in
recreation
centers
in
all
of
the
Ottawa
public
libraries
that
we're
offering
Wi-Fi
and
we're
currently
looking
at
what
the
next
phase
of
that
deployment
might
look
like
and
we're
looking
at
scoping
that
with
our
various
partners
in
I
TS
and
our
CFS
to
see
what
other
facilities
we
might
be
able
to
to
move
forward
with
and
we'll
be
dealing
with
that
through
our
governance
structure.
As
you
know,
the
we're
providing
free
Wi-Fi
on
the
LRT,
which
is
a
quite
a
big
milestone
for
us
at
the
city.
B
So
we
continue
to
move
forward
on
that
front.
We're
also
positioning
Ottawa
as
a
leader
in
5g.
As
you
know,
we've
partnered,
with
the
community
Research
Center
the
communication
story.
Research
Center
since
2017
to
applicable,
establish
a
test
site
for
5g
technology
at
Ottawa.
City
Hall,
you
may
have
seen
them
here
in
the
courtyard
testing
a
5g.
We
were
there
yesterday,
actually
meeting
with
them
to
look
at
how
we
can
partner
further
with
them
on
a
number
of
fronts.
B
Around
connectivity
we've
expanded
this
testbed
further
to
other
city
facilities
as
well,
so
that
partnership
is
expanding
and
again
we're
trying
to
double
down
on
on
Ottawa
as
a
telecommunications
hub,
and
we
want
to
continue
to
to
support
that
moving
forward
on
the
the
city
infrastructure.
We
continue
to
connect
our
city
infrastructure.
As
you
know,
the
city
has
been
sensor
enabled
for
many
years
and
as
sensor
enabled
many
of
its
assets,
everything
from
bridges
to
water
mains,
to
our
fleets,
to
our
traffic
lights,
and
we
continue
to
move
forward.
B
With
that
of
note,
we
had
a
recent
pilot
on
the
smart
cone,
sensors
and
bike
lanes
used
using
thermal
imaging
to
detect
cyclists
in
alert
motorists.
We
have
an
upcoming
pilot
using
sensors
to
provide
data
about
on
street
parking
in
enabling
sensor
based
automation
to
understand
parking
patterns.
So
we're
continue
to
move
forward
on
that
front
and
we
are
improving
the
speed
of
broadband
access
in
Ottawa
Gatineau
as
well.
In
july,
2019
in
the
city
of
ottawa
support
the
deployment
of
the
first
of
two
internet
exchange
points.
You'll
recall,
council
leaper.
B
We've
also
had
developed
the
first
integrated
testbed
for
autonomous
vehicles
in
North
America.
This
is
quite
an
exciting
development
and
in
the
last
six
months,
we've
made
a
major
announcement
for
this
and
was
incredibly
well
received
by
way
of
just
history.
Here
you
know
in
May
two
thousand
eighteen
invest.
Ottawa
was
awarded
five
million
dollars
under
the
provinces.
B
So
traffic
services
is
also
working
with
investment,
which
has
procured
autonomous,
shuttles
or
pods
manufactured
by
our
ego,
which
is
the
first
demonstration
is
expected
to
occur.
We're
hoping
before
the
end
of
the
year
in
the
golfcourse
lines
between
Brook
Street
Hotel
and
the
marshes
called
house
so
exciting
times
ahead
for
autonomous
vehicles
in
Ottawa.
We're
also
providing
the
tools
to
attract
in
routine
knowledge-based
talent
that
all
one
needs
to
succeed
as
a
as
a
smart
city.
Moving
forward,
invest
our
what
developed
and
launched
the
talent
attraction
retention
program
from
knowledge-based
industries.
B
We're
connecting
industry
and
government
for
commercialization
opportunities
for
the
the
gov
tech
concept
and
digital
innovation
concept
at
invest,
Ottawa,
so
invest.
Ottawa
is
working
to
drive
that
market
acceleration
for
industry
in
government,
including
the
health
sector,
through
the
creation
of
a
digital
transformation
marketplace
to
connect
industry
and
government
requirements
with
leading-edge
technologies.
B
An
example
would
be
the
creation
of
a
smart
health
sandbox
that
will
that
will
aim
to
help
catalyze
the
commercialization
and
adoption
of
new
life
sciences,
innovation
with
the
potential
to
improve
patient
outcomes,
we're
moving
forward
with
fostering
innovation
and
entrepreneurship
in
Ottawa.
As
you
know,
we
have
an
innovation
pilot
program
here
at
the
city
and
we're
at
expanding
that
that
program
to
to
include
having
the
city
issue
challenges
to
the
market,
to
help
us
resolve
some
of
the
challenges
that
we
may
face
in
our
service
delivery.
B
This
would
be
in
addition
to
having
the
continued
program
supporting
as
startups
in
testing
the
beta
solutions
here
at
the
city,
moving
forward
to
innovative
government,
which
is
the
last
pillar
of
the
strategy.
This
is
really
driven
by
new
and
improved
channels
with
the
city
to
engage
with
residents
in
more
customized
in
personalized
ways.
B
So,
as
I
mentioned
earlier,
we've
issued
a
pilot
around
crowdsourcing
called,
engage
Ottawa.
So
it's
a
new
way
to
reach
a
broader
base
of
citizens
to
provide
input
to
various
initiatives
that
we're
moving
forward
with
we're
moving
forward
with
beta
testing,
as
I
mentioned
before,
both
on
a
city
app
and
on
open
Ottawa
website
that
we're
now
at
the
word
that
was
announced
story
in
the
spring,
we're
continuing
to
empower
residents
to
engage
with
the
city
anywhere
anytime.
B
We
have
issued,
as
you
know,
a
beta
test
of
our
mobile
app,
allowing
residents
to
submit
3-1-1
service
requests
in
context
anywhere
anytime
and
geolocate
pictures
and
send
them
into
the
city
creating
service
requests,
and
we
have
the
ability
to
push
out
notifications
to
people
directly
as
well.
When
we
release
the
the
production
version
of
the
app
in
the
fall,
we'll
also
be
able
to
to
use
geofencing
to
reach
out
to
people
in
context
so
exciting
times
on
that
front.
B
Complimentary
to
that
we're
also
testing
new
ways
of
enhancing
the
user
experience
with
city
services,
so
in
2020
we
will
be
issuing
a
pilot
around
convert.
What
we
call
conversational
artificial-intelligence
that'll
include
a
a
chat
bot
and
also
alexxa
in
google
skills,
so
that
people
can
connect
with
the
city
through
those
devices.
We
are
currently
running
also
an
augmented
reality
pilot,
exposing.
B
Water
pipes
underground
through
a
an
iPad
or
mobile
device
for
field
workers,
and
so
we're
still
working
through
that
and
that's
pilot
will
be
completed
before
the
end
of
the
year
and
in
parallel,
we're
looking
at
opportunities
where
we
could
use
that
technology
for
citizen
facing
applications
and
we're
hoping
to
run
some
pilots
on
citizen
applications.
Augmented
reality
in
2020.
B
We're
also
continue
to
personalize
the
residents
experience
with
the
city
and
we're
going
to
look
at
ways
to
increase
preferences
that
we
offer
through
the
maya
so
account,
and
also
will
continue
to
look
at
notifications
in
how
we
can
better
provide
a
unified
client
experience
for
people
that
want
to
customize
their
interactions
with
the
city.
So
for
our
2020
we're
looking
and
we're
going
to
look
at
the
client
account
and
other
opportunities
to
add
preferences
and
notifications.
B
Innovative
government
is
well
includes
kind
of
a
flip
side
to
the
to
the
citizen
experience
which
is
the
the
the
digital
workplace
that
we
provide
our
employees
so
enable
in
order
to
enable
a
real,
true,
personalized,
customized
in
context
experience
for
citizens.
We
also
need
our
staff
to
be
more
increasingly
digitized
and
so
they're
better
able
to
respond
to
the
expectations
of
citizens
in
that
we
serve
and
there's
a
number
of
exciting
initiatives
on
that
front.
That
I
want
to
talk
to
you
about.
One
is
around.
B
The
first
are
on
visualizing
city
data,
for
greater
insight
to
drive
decision-making,
we're
rolling
out
an
enterprise
data,
visualization
tool
at
the
city
to
exponentially
drive
data
visualization
and
analytics
to
drive
better
decision-making
in
operations
to
better
serve
our
clients
and
that's
underway.
We
just
completed
a
pilot
in
September
and
we're
about
to
start
to
roll
that
out
to
our
various
departments,
we're
moving
forward
with
innovation
jams,
so
we're
inviting
staff
and
external
partners
to
co-create
to
improve
the
client
experience.
B
We
have
set
up
an
innovation
jam
in
late
October
on
the
topic
of
emergency
management,
and
we're
quite
excited
about
about
that.
It'll
be
held
at
Bayview
Yards
and
we've
invited
folks
like
the
Red,
Cross
and
others
to
take
part
in
that,
so
that
we
can
have
a
very
meaningful
discussions
about
potential
new
and
exciting
solutions
in
that
space
and
we'll
be
holding
other
innovation
jams.
As
we
move
forward
in
this
term
of
Council
we're
providing
staff
with
a
suite
of
tools
to
enhance
productivity
and
collaboration
opportunities.
B
You
might
be
aware
that
we've
rolled
out
office
365,
I
TS
as
well.
They
say
throughout
the
corporation
and
it's
it
provides
a
number
of
types
of
functionality
too,
to
drive
collaboration
and
productivity,
we're
looking
at
deploying
success
factors,
HR
success
factors
moving
forward
and
when
the
myths
now
of
rolling
out
a
Reba,
so
all
core
platforms
that
will
continue
to
to
drive
collaboration
and
productivity
and
efficiencies
at
the
city.
B
We've
also
put
in
place
new
policies
and
tools
to
enable
staff
mobility
in
business
continuity.
We
want
to
continue
to
mobile,
enable
our
staff
and
we're
moving
forward
with
further
field
mobility
projects.
We
put
in
place
a
bring
your
own
device
policy
and
we're
better
now
able
to
connect
our
non
network
employees
so
that
we
have
a
more
unified
client
in
that
client,
but
employee
experience
to
provide
more
digital
services
to
clients,
we're
introducing
new
data
sources
to
better
understand
the
attitudes,
behaviors
and
needs
of
residents
to
improve
service
delivery.
B
We're
currently
running
a
pilot
with
of
the
invar
onyx
platform
that
provides
socio
demographic
and
behavioral
data
right
down
to
the
postal
code.
So
it's
quite
an
exciting
a
set
of
data
that
allows
us
to
to
better
understand
a
neighborhood
information
of
their
clients
and
also
running
a
pilot
on
social
media
analytics
as
well.
B
All
fronts,
we're
leading
with
I
think
quite
exciting
projects
that
we've
initiated
over
the
course
of
the
net'
at
the
last
20
months
and
I'll,
look
forward
to
coming
back
to
IT
subcommittee
to
discuss
the
the
projects
that
we're
moving
forward
with
for
the
balance
of
the
term
of
Council.
So
that
concludes
my
present.
Thank
you.
A
Thank
you
very
much,
I
think
we
do
have
delegations
on
the
item.
So
mr.
Darwin
come
on
up
no
stranger
to
the
itsc
and,
as
you
know,
you
have
five
minutes
for
your
presentation.
I
believe
that
mr.
Darwin
is
the
only
delegation
yep.
So
if
there
is
anyone
else
who
wants
to
speak
to
this
item,
you
have
the
opportunity
to
sign
up
just
at
the
side
for
the
next
five
minutes
or
so
now
go
ahead.
Thank.
E
You
chair
first
I,
want
to
say
thanks
to
to
you
and
the
staff
on
mark
for
this
excellent
presentation.
It's
always
great
to
hear
about
all
the
initiatives
going
on
at
the
city
and
understanding
how
we're
making
you
know
our
city
government,
more
citizen
centered
as
part
of
this
month,
city
strategy,
so
I
did
like
to
heat.
I
did
like
the
comments
about
the
citizen,
engagement
through
multiple
forums
like
public
engagement
and
did
beta
programs
and
such
I.
E
E
You
know
page
by
page
on
the
connected
lighting
on
page
two,
so
I'm
happy
to
see
this
project
going
forward.
I
did
look
at
the
new
open
data
feed
that
shows
all
of
the
the
street
lights,
which
is
great,
but
unfortunately,
that
data
set
doesn't
include
which
ones
have
been
converted
to
LED.
So
it
would
be
really
great
going
forward
as
we
do
these
smart
city
projects
that
the
the
data
that's
reflected
on
the
new
open
door.
E
Web
dat
CA
is
actually
act,
up-to-date,
I'm,
really
looking
forward
to
see
what
comes
out
of
the
expanded
innovation
pilot
program
sounds
are
really
interesting
and
another
way
for
people
to
engage
in
a
different
way
with
the
city
on
building
collaborative
solutions
in
terms
of
the
the
CRM
system.
That's
on
page
six
I
think
the
customer
relationship
management
is
a
really
really
really
really
really
important
piece
of
how
citizens
engage
with
the
city.
E
So
to
me,
I
noticed
it
was
still
marked,
as
in
the
planning
phase,
but
again,
I
think
this
is
an
opportunity
to
really
have
early
engagement
to
to
look
at
what
citizens
want
from
the
government
and
how
that
interacts,
because
it's
a
foundation
piece
and
everything
builds
around
the
CRM
system.
So
if
we
get
that
right,
then
that
makes
the
rest
of
the
work
that
comes
later
much
easier
on
the
open
data.
So
I
do.
E
Do
you
like
the
new
open
data
platform
still
early
days,
the
direction
sounds
great,
allowing
citizens
to
slice
and
dice
the
data
and
look
at
in
context.
I,
don't
think
we're
quite
there
yet,
but
as
I
as
I
was
talking
to
staff,
it's
like
well,
this
is
the
this
is
the
plan.
This
is
the
goal.
This
is
where
we
want
to
get
you.
So
the
strategy
sounds
great
I
in
the
report.
On
page
seven,
it
does
mention
that
you
know
there's
some
new
data
sets
released
like
the
confederation
line
line.
E
E
The
last
thing
on
this
item
just
on
slide.
Eight
that
talks
about
winter
route,
optimization
for
snow
plows.
So
please
please,
please
make
that
available
as
open
data,
because
as
a
volunteer
on
the
bike,
Ottawa
we'd
really
like
to
understand
how
snow
plowing
impacts
the
cycling
network
and
making
that
data
available
to
to
users.
The
we've
got
a
lot
of
feedback
that
that
that
is
something
that
that
people
want
to
see.
Thank
you.
A
Thank
you
to
Telstra,
so
it's
council
cheering
any
questions
for
mr.
Darwin
nope.
Okay,
one
quick
question
arising
out
of
the
delegation:
the
request
to
put
winter
cycling
clearing
into
the
open
data
set.
Where
is
that
we
don't
ask
you
directly
to
do
that?
Where
is
that
request
best
made?
Is
it
to
mr.
Landry
shop
or
mr.
Wylie
and.
B
Thank
you
for
the
question
mr.
chair,
so
the
the
it
usually
comes
through
the
open
data
program,
and
then
we
funnel
that
back
to
the
department
which
has
a
open
data
lead
and
then
they
funnel
that
back
to
the
appropriate
person
which
may
or
may
not
be.
You
know
mr.
laundry's,
in
my
soup,
mr.
laundry's
an
excuse
me
area
and
then
they
would
make
that
that
available.
A
C
Thank
You
chair.
Thank
you
very
much.
First
of
all
for
the
great
presentation,
it's
always
terrific,
to
hear
what's
happening
in
the
great
progress.
That's
being
made
a
few
questions
that
come
to
mind.
First
of
all,
now
that
smart
cities,
in
particular
initiatives,
are
reporting
back
to
this
committee
versus
fedko
I,
see
in
your
governance,
slide
that
it
is
reflected
as
part
of
the
executive
oversight.
C
My
question
being:
how
does
this?
What
do
what
can
we
expect,
and
how
does
this
change,
how
you
are
going
about
your
day
to
day
I'm
thinking
in
particular
around
you
know,
reporting
back
and
the
metrics
that
are
being
used
to
assess
progress
and
success
on
these
projects
and
when
we
will
be
have
visibility
to
that.
B
So,
thank
you
for
the
question.
Mr.
chair
the
so,
if
I
understand
your
question
correctly
on
the
on
the
metrics,
what
we
expect
to
be
doing
is
working
through
the
strategic
planning
process
to
establish
the
metrics.
As
you
may
know,
the
proposed
strategic
priorities
do
include
connectivity,
smart
economy
and
innovative
government
and
we're
going
to
be
working
through
that
process
to
establish
the
metrics
so
that
we
have
one
set
of
metrics
through
the
strategic
planning
process
that
addresses
what
we
want
to
measure
from
a
smart
city
perspective.
B
A
smart
city
is
going
to
be
it's
an
evolving
thing
that
happens
relatively
quickly,
and
so
we
have
to
be
I
would
say
fairly
flexible.
You
know
moving
forward
to
account
for
other
things
that
we
may
want
to
undertake
as
we
as
we
move
forward,
so
that
we
have
a
plan
we're
working
on
initiatives,
but
we
have
flexibility
within
the
governance
structure
right
up
to
the
up
the
chain
to
be
able
to
make
changes
in
direction.
Should
we
need
to
fare.
B
Sure
co-creation
is
is
is
something
that
we
want
to
put
in
place
earlier
in
the
process,
and
we
use
this
just
recently
around
parking,
so
we
brought
in
some
citizens
in
a
focus
group
to
talk
about
just
parking
just
generally.
What
are
the
pain
points,
whether
it's
parking
availability?
Is
it
parking
bans
window
parking
bans?
Is
it
parking
enforcement
and
we
had
a
general
conversation
and
then
we
had
on
pain
points
and
on
potential
solutions
to
pain
points,
so
we
literally
whiteboard
it
you
stickies.
B
We
worked
with
them
to
understand
what
might
work,
what
might
not
work.
What
are
the
issues
that
they're
facing?
It
really
is
almost
like
a
brainstorming
session
on
what
the
problems
might
be
and
what
the
design
solutions
might
be.
So
it's
very
early
in
the
stage
of
looking
at
what
we
might
want
to
do
as
opposed
to
beta
testing,
which
is
more
further
down
the
path
where
you're
looking
at
a
product.
It's
a
minimal,
Viable,
Product
and
then
looking
at
potential
other
features
that
people
may
want
to
see
in
it.
B
C
And
I
know
you
mentioned
the
innovation
Jam
upcoming
I
think
that's
phenomenal.
I
could
go
on
forever,
but
I
won't.
Maybe
one
last
question
around
the
open
data
and
the
new
beta
and
really
curious
around
lessons
learned
from
that
process.
Obviously
using
engage,
engage
Ottawa
as
the
feedback
mechanism,
but
wondering
you
know
best
practices.
Lessons
learned
ways
to
improve
moving
forward
for
the
next
time
that
you
use
this
as
your
as
your
engagement
tool.
B
F
B
Interest
in
terms
of
datasets
and
allows
people
to
kind
of
vote
on
what
might
be
of
interest,
and
so
from
that
perspective
it
creates
an
environment
where
people
can
can
collaborate.
Citizens
can
collaborate
and,
from
our
perspective,
it
allows
us
to
get
a
better
sense
of
what
might
be
more
important
in
terms
of
datasets
or
features
that
they'd
like
to
see.
So
that
was
incredibly
helpful
and
it's
so
helpful
that
we
are
continuing
to
use,
engage
Ottawa
now
that
we're
in
production
that
we
don't
want
to
shut
it
off.
B
So
it's
been
a
very,
very
good
tool
from
that
perspective,
I
think
other
lessons
learned
is
I,
think
we
we
could
probably
do
a
better
job
in
promoting
that
that
that
feature
of
engage
Ottawa
and
crowdsourcing,
we
did
have
a
lot
of
feedback,
but
I
think
in
future.
This
is
something
new
that
we've
just
tried
and
I'd
like
to
see
more
people
use
that
and
on
a
more
ongoing
basis,
so
that
we
can
continuously
get
some
feedback
on
our
program.
B
You
know
before
people
would
email
us
suggestions
on
datasets
and
we
we
find
that
this
is
a
much
better,
a
way
to
engage
the
public
on
this.
So
important.
Lessons
learned
on
that
some
of
the
features,
if
you're
interested
in
in
understanding
some
of
the
feedback
that
we've
got,
we
had
some
feedback
on
simplifying
everything
from
kind
of
URLs
to
make
the
site
more
easily
accessible.
B
Some
of
the
our
datasets
do
require
some
refresh
over
time
and
that's
typically
has
been
a
manual
process
and
we're
looking
at
ways
to
automate
that,
because
we
get
a
lot
of
feedback
that
it'd
be
better
to
have
an
automated
process
to
refresh
we
had
a
lot
of
great
feedback
on
the
storybook
capability.
We
have
an
ability
to
do
store
digital
storybooks
and
people
won't
seem
to
like
that
and
want
more
of
that
on
the
data
sets
fronts.
B
We
had
quite
a
bit
of
feedback,
we
had
about
40
data
set,
requests
come
through
and
the
most
popular
being
things
related
to
to
transportation.
I
would
say
things
like
speed
data
from
our
speed
display
boards
came
up
as
as
being
high
information
on
OC
transport
bus
routes,
more
more
information
on
that
or
traffic
collision
data
kind
of
more
real-time
traffic
collision
data.
B
B
More
than
we
expected
and
also
in
terms
of
its
usability
in
terms
of
feedback,
because
now
we
have
an
ability
to
to
get
to
reach
out
to
a
broader
set
of
folks
in
the
community
that
then
engage
with
us
and
we
get
better
information
about
what's
a
priority
for
for
the
community
out
there.
So
it
sits
on
a
number
of
fronts.
I
think
the
the
crowdsourcing
tool
was
was
a
really
great
add-on
feature
for
us
to
engage,
and
you
know
the
proofs
in
the
pudding.
We
want
to
extend
that
on
a
go-forward
basis.
C
Thank
you
very
much,
and
maybe
just
one
last
comment
that
this
is
the
first
time
that
I've
seen
the
extent
the
detail
of
the
number
and
scope
of
initiatives
that
are
happening
under
smart
cities
and
I
can't
say
enough
good
things
about
the
extent
of
that
work,
I
think,
probably
at
our
default.
We
need
to
talk
about
it
more
I
think
there's
a
lot
to
be
celebrated
in
this
in
this
work
and
I'd
love
to
see
us
continuing
to
do
that.
C
Thinking
about
you
know
the
governance
structure
and
how
we
have
some
oversight
and
input
into
this.
A
number
of
these
projects
I
think
we
would
benefit
greatly
from
learning
more
about
and
perhaps
moving
forward.
It's
an
opportunity
to
spend
a
bit
of
time
at
committee
diving
into
some
of
those
I
think
the
one
you
mentioned,
which
in
my
mind,
has
far
ranging
impact
around
the
sensor
deployment
I,
think
that
could
be
a
really
engaging
discussion
out
of
future
meeting.
But
thank
you
very
much.
A
Thank
you
very
much
council
studs
and
that's
an
excellent
suggestion
is
to
do
a
deeper
dive
on
some
of
these.
So
we
can
certainly
chat
about
what
items
we
might
want
to
bring
forward.
I
have
a
few
higher-level
questions,
but
I'm
actually
going
to
have
answers
to
a
lot
of
them
already
so
I'm
simply
going
to
ask
the
committee.
If
the
report
is
received
with
councillor
sedges
permission,
councillor
Tierney
has
already
agreed.
Councillor
flurry
has
joined
us
specifically
to
speak
to
the
Wi-Fi
issue.
The
third
item
on
our
agenda.
A
A
E
Of
course,
my
my
comments,
Thank
You
chair.
My
comments
are
very
brief.
Just
in
the
fact
that
the
I
would
appreciate
in
the
future
better
communication,
around
costs,
citizen
impacts
used
on
city
services,
there
was
back
in
June.
There
was
very
little
notification
that
the
previous
Wi-Fi
program
was
terminating
and
then
what
the
direction
was
for
the
rollout
of
the
the
new
Wi-Fi
program
and
I.
E
G
H
Mr.
chair
with
ice
net
I
think
it's
important
to
remember
that
more
than
five
years
ago,
our
sponsorship
team
approached
the
market
for
primarily
a
sponsorship
opportunity
and
the
the
agreement
that
we
signed
with
ice
net.
The
five-year
agreement
was
largely
based
on
the
city's
push
to
generate
revenue,
but
also
to
see
if
we
could
marry
that
up
with
an
opportunity
to
to
get
free,
Wi-Fi
in
city
facilities.
The
partner
because
of
that
Genesis.
H
The
program
that
was
approved
by
council
was
very
dependent
on
it,
generating
revenues
through
digital
advertising
of
screens
and
facilities,
ice
nets
to
their
credit,
put
together
a
creative
package
and
made
some
some
assumptions
a
proform
over
the
five
years
that
showed
pretty
healthy
advertising
revenue
to
generate
to
offset
both
their
initial
capital
investment
in
facilities
and
then
the
ongoing
costs
of
doing
that.
The
facilities
that
we
selected,
the
25,
were
done
in
partnership
with
ice
net
and
based
on
their
assessment.
H
H
They
incurred
additional
costs
because
the
concept
was
to
provide
hotspots
and
facilities
that
that
would
have
Wi-Fi,
and
we
quickly
learnt
that
as
soon
as
you
create
a
hotspot
and
the
demand,
the
general
public
tend
to
want
it
to
be
broader
and
to
expand
it,
and
they
did
try
to
respond
to
that
by
creating
additional
hotspots
thread
the
facilities,
but
generally
not
to
the
satisfaction
of
the
public.
And
so
there
was
a
lot
of
feedback
that
what
was
there
was
was
inadequate.
H
And,
lastly,
the
deployment
of
digital
screens
took
a
long
time,
and
so
they
incurred
big
expense
up
front
and
then
had
trouble
recovering
from
from
that.
Because
of
that,
they
got
into
a
deficit
position
and
in
terms
of
the
program
and
ended
up
owing
the
city
money
by
the
end
of
the
contract,
significant
amount
of
money-
and
they
didn't
see
a
way
forward
where
they
could
generate
enough
revenue
to
pay
the
city
and
simply
said
you're
going
to
have
to
look
at
a
different
model.
And
we
agreed
that
it
was
a
good
pilot
it.
G
I
So,
specifically,
with
regards
to
those
25
facilities,
its's
putting
in
a
service
where
we're
taking
advantage
of
the
infrastructure
that
we
have
in
place
in
providing
full
coverage
in
those
facilities.
So,
rather
than
simply
hotspots,
the
public
will
be
able
to
access
the
Wi-Fi
throughout
the
facility.
So.
G
I'm,
that's
exactly
what
I
wanted
to
hear,
which
is
I've
I've
worked
in
those
facilities,
it's
not
a
secret.
We
have
cable
because
we
have
TVs
and
the
gyms
and
we
have
point-of-sale
systems
and
we
have
class
systems
so
everything's
connected
already.
So
the
technology's
there
is
just
we're
not
releasing
that,
because
there's
a
capital
cost
to
providing
the
Wi-Fi
pucks
or
whatever
you
want
to
call
it
so
I
guess:
I'd
go
a
step
further.
Ottawa
Public
Library
has
been
a
good
example.
G
When
you
go
into
our
libraries,
you
have
your
card
and
you
can
just
input
it
so
have
we
are
we
working
with
Ottawa
Public
Library
is
if
they
learn
from
you.
How
does
that?
How
does
that
system
work?
Is
there?
They
have
a
model
that
people
are
happy
with.
We've
struggled
with
the
sponsorship
components,
I
get
with
Dan,
saying,
maybe
understanding
the
relationship
with
OPL.
In
this
case.
I
So
what
we've
done
for
those
25
facilities,
in
particular
I
ts,
did
step
in
to
provide
that
Wi-Fi
service
and
the
enhanced
coverage.
What
we're
doing
in
the
future
in
terms
of
looking
at
part
of
those
the
OPL
facilities,
is
going
to
be
under
the
guise
of
smart
cities
in
terms
of
what
that
larger
strategy
will
look
like
in
implementing
public
Wi-Fi
in
the
other
facilities
that
we
have
in
place.
Okay,.
G
Because,
because
that's
my
point-
and
maybe
that
could
be
a
takeaway
from
today-
is
we
don't
expect
revenue
from
people
filling
their
water
bottles
at
our
city
facilities?
It's
a
service
that,
as
a
city
we
feel
is
important
to
provide.
We
just
provide
it
and
I
I
get
where
staff
came
from.
It
was
trying
to
pilot.
We
were
trying
to
generate
some
revenue,
trying
to
be
flexible,
I
get
that
people
don't
care
about
that
they
when
they
go
to
lands
down
and
lands
down.
G
As
the
Telus
experienced
you
can
get
onto
the
Telus
Wi-Fi
network
at
Lansdowne.
Now
the
a
V
LRT
experience
at
the
underground
stations.
People
don't
want
to
understand
the
logistics
they
you
know
they
just
want
it
to
work.
So
you
know
maybe
a
little
kind
of
briefing
note
just
model
as
to
what
would
be
the
calm,
nice
rec
facilities.
Do
we
have
what
would
be
the
costs?
You
equip
them
with
that
Wi-Fi
experience
that
I'm
talking
about
and
where?
G
Where
is
the
current
a
strategic
plan
as
to
where
are
you
going
because
right
now,
you're,
upgrading
25
facilities
but
I'm
not
seeing
the
game
I'm,
not
seeing
that
where
you're
heading
and
I
guess
that's
sort
of
my
frustration
and
then
I'd
love
to
add
another
layer
which
is
an
outdoor
gathering
spaces
so,
for
example,
Muniz
Bay
outside
City
Hall?
We
know
those
areas
gather
a
lot
of
crowds.
How
do
we
get
there?
G
How
do
we
what's
the
model
to
get
there
because
I
think
we
we
want
to
be
a
fun
cool
city
and
it
it.
We
trip
up
on
I,
think
the
technology's
there
is
just
putting
it
in
place,
so
I'm
not
expecting
the
answers
unless
you
have
them,
but
if
you
don't
have
them
as
it
possible
to
just
share
with
the
members
here
today.
Those
those
points.
B
B
We
just
need
some
time
to
to
put
that
scope
in
place,
understand
cost
implications,
funding
etc,
but
we're
in
the
midst
of
doing
that
now,
so
we
have
the
25
sites
and
then
we're
looking
at
the
Phase
two
and
what
that
might
look
like
and
we're
going
to
drive
that
through
the
smart
city
governance
structure
to
get
that
done.
So
if
you,
if,
if
the
committee
can
allow
us
some
time
just
to
complete
that
work
and
we'll
circle
back
and
present
present
those
findings
to
you,.
H
H
I
would
say
over
the
last
five
years,
because
when
we
did
the
initial
five
under
25
in
in
phase
one,
many
counselors
officers
contacted
us
because
they
were
being
contacted
by
communities
to
find
out
whether
their
facility
was
on
phase
two,
because
the
dynamic
of
advertising
has
changed
face.
The
initial
phase
two
lists
that
that
had
been
preliminary
was
highly
based
on
volume
and
the
ability
to
install
screens.
G
Points
100%
III
as
a
local
counselor
I
have
local
interest
in
my
facilities,
100%,
I'm,
biased,
but
I
think
we
have
to
take
a
broader
look
at
this
and
saying
we
provide
tap
water
at
every
facility
and
I
believe
that
that
service
should
be
equal.
It
is
an
expected
service,
as
a
public
washroom
as
an
accessible
facility
as
a
water
tap
system,
and
we
just
have
to
get
there
so
respect.
What
you're
saying,
then
we
need
to
just
get
our
heads
around.
C
B
The
counselor
that
that
reference,
especially
in
this,
if
you're
referencing,
a
smart
city
2.0
strategy-
is
it's
a
fiber
broadband
strategy.
I
think
it
would
that
day,
what's
called
as
part
of
the
smart
city
2.0,
that
was
meant
to
be
very
external,
focused
outside
of
the
city
government
proper,
but
more
kind
of
City
of
Ottawa
community.
Okay,.
C
Terrific,
so
I
I
would
certainly
echo
councillor
flurries
concerns
and
thoughts
around
the
fact
that
this
is
I
believe
a
service
we
need
to
be
providing
when
I
first,
you
know
started
questioning
where
we
were
at
with
respect
to
this.
The
disconnection
of
service
and
the
go
forward.
I
appreciate
a
number
of
folks
throughout
this
building
who
answered
my
many
questions,
my
concern
that
lied
and
why
I
considered
to
pursue
this
was
just
to
make
sure
that
we
know
moving
forward.
C
Who
has
the
responsibility
and
the
oversight
and
the
budget
attached
to
that
to
ensure
that
moving
forward
and
there's
that
ownership
of
Wi-Fi
in
our
buildings
and
I
think
where
we
are
or
where
we
were
two
months
ago,
is
a
product
of
the
evolution
of
Wi-Fi
and
and
the
public's
expectations.
But
I
just
want
to
get
reassurance
that
moving
forward,
that
that
ownership,
responsibility
and
budget
exists.
B
So
thank
you
for
the
question.
Mister
chairs
sort
of
clarify
that's
going
to
sit
with
service
transformation
under
the
smart
city
mandate
and
we'll
roll
up
through
the
governance
structure
that
we've
discussed
here
today.
So
there
is
one
point
of
accountability.
Of
course,
I'll
be
working
with
the
various
partners.
B
Its's
have
been
a
close
partner
of
ours
on
this
file
since
the
beginning,
and
we've
both
kind
of
tackled
that
over
the
the
last
couple
of
years
and,
of
course,
with
with
mr.
Cheney's
Department
as
well,
and
so
that
will
be
bringing
that
back.
But
the
one
of
accountability
will
sit
with
me.
Terrific.
C
B
Well,
I
think,
from
a
budget
perspective
we'll
have
to
scoop
out
what
the
funding
requirements
are
going
to
be
around
the
balance
of
that.
But
if
it
sits
within
the
Smart
City
portfolio,
it's
clearly
assist
within
ICS
in
terms
of
budget
and
but
we'll
have
to
come
back
to
you
once
we
scope
that
out
in
the
funding
potentially
required
to
do
that.
To
do
the
balance
of
that.
So.
C
B
C
Okay,
thank
you
thanks
again
for
answering
my
many
questions
over
the
last
couple
months
on
this
and
I
appreciate
the
attention
to
it.
It
may
seem
trivial
at
times,
but
I
think
the
reality
is.
Is
the
public
expects
it
and
making
sure
we
as
a
corporation
clarify
those
roles
and
responsibilities
is
terrific.
Thank
you.
Good.
A
F
F
I
also
known
as
chair
of
the
Ottawa
Public
Library
Board,
the
the
costs
involved,
you
know
councillor
flurry
talked
about.
Well,
we
already
have
it
in
the
building.
Well,
you
can't
run
it
on
the
same
network
for
a
multitude
of
reasons,
security,
reporting,
etc.
That's
a
that's
a
big
pill
to
swallow,
so
it's
not
as
simple
as
he
may
be.
Painting
I
doubt.
F
Would
you
like
to
comment
on
what
kind
of
security
requirements
would
have
to
be
put
in
place
to
be
able
to
run
essentially
a
B,
Network
and
part
two
I
don't
know
if
this
would
be
Dan
or
not?
The
councillor
had
mentioned
he
had
emailed
some
of
the
facilities
that
he
felt
he
would
like
to
see
in
his
ward.
Was
there
a
call
out
to
councillors
because
having
23
cats,
it
gets
a
little
unwieldly
and
I
think
it's
best
left
to
staff
to
best
determine
because
there
will
be
priorities.
H
H
So
we
have
two
lists.
We
never
did
do
a
broad
call-out
to
counselors,
but
counselors
have
been
submitting
as
they
hear
from
residents,
usually
in
the
way
of
an
inquiry
of
when
is
Wi-Fi
coming
to
XYZ
facility.
We've
been
documenting
and
keeping
a
list
of
that
so
that
we're
aware
of
the
pressures
in
each
Ward.
I
Into
your
question,
around
security
we
are
ensuring
that
it
is
segregated
from
the
infrastructure
that
we
do
have
in
place
for
city
staff.
We
also
have
signage
up
so
that
the
public
is
ensured
that
it's
it's
an
SSID
provided
by
the
City
of
Ottawa
to
ensure
the
the
public
security
is
well
on
their
devices.
Great.
F
So,
thank
you
for
that
and
I
just
want
to
make
sure
it
was
part
of
public
record.
It's
not
free.
It's
there
is
a
cost.
We
certainly
want
to
provide
this
to
our
constituents
we'd
love
to,
but
we
do
have
to
set
those
priorities
and
I
think
that's
identified
and
just
a
quick
shout
out
all
33
branches
of
our
Ottawa
Public
Library
do
have
free
Wi-Fi
feel
free
to
use
that
anytime.
You
want
thanks.
Mr.
chair.
A
Thank
you,
Thank
You
members
of
the
committee
I
just
want
to
make
sure
that
I
understand
what
I
think
I've
heard
coming
out
of
the
discussion
today.
It
sounds
like
you
took
perhaps
some
informal
direction
from
councilor
flurry
to
do
that
dive
in
terms
of
what
facilities
is
our
staff
proposing
would
have
Wi-Fi
moving
forward
and
on
sort
of
what
timetable
and
at
what
cost.
It
does
not
sound
to
me
like
we're
necessarily
going
to
see
a
2020
budget
ask.
A
B
A
J
J
So
this
update
to
IT
subcommittee
is
a
progress
report
on
our
2019
work
plan.
It's
also
an
opportunity
for
us
to
kind
of
stress
the
IES
commitment
to
the
one
city,
one
team
approach,
client
focused
and
value
centric.
It
s,
services
goal
is
being
a
strategic
IT
partner
to
help
the
needs
of
all
of
our
client
groups
by
helping
them
achieve
their
business
priorities
through
offering
innovative
IT
business
solutions.
We
also
want
those
solutions
to
be
reliable.
J
Our
work
plan
reflects
the
role,
reflects
our
role
as
a
technology
leader
at
the
city
that
enables
all
of
our
clients
to
deliver
services
to
internal
staff
and
external
citizens.
Our
work
plan
is
a
living
document
that
is
continually
referred
to.
It's
updated.
It's
reviewed
and
refreshed.
Each
objective
has
a
set
of
priorities
and
long-term
goals.
J
In
today's
presentation
we
are
going
to
include
the
following
updates:
we're
going
to
provide
an
update
on
our
software
modernization,
which
is
an
assessment
of
critical
applications
of
our
software
platforms,
to
identify
opportunities
for
future
capabilities,
as
well
as
replacements.
We're
also
going
to
present
an
update
on
our
jeollado,
which
is
providing
the
next
generation
of
interactive
maps
that
provide
more
user-friendly
access
to
the
city's
map
based
information
and
we're
also
going
to
provide
a
security
update.
J
Software
modernization
IITs
supports
more
than
400
enterprise
and
business
specific
applications
and
we're
accountable
for
all
the
software
lifecycle.
Decisions
to
ensure
technology
investments
are
risk,
conscious
that
their
value
driven
financially
responsible
and
meet
the
needs
of
the
city
departments
with
a
variety
of
application
types.
We
have
solutions
that
are
built
in-house.
We
have
third-party
solutions,
they
have
solutions
that
are
run
on
premise.
We
have
hosted
solutions.
J
The
application
environment
today
is
complex
and
requires
increasing
resources
to
manage
and
maintain
in
2019
IITs
software
rationalization
program
consisted
of
identifying
legacy
systems
that
are
reaching
end-of-life
for
replacements
and
some
of
the
benefit
of
having
this
modernization
include
a
reduction
in
the
complexity
of
the
city's
technology
footprint.
It's
also
allowing
us
to
have
the
latest
and
most
secure
and
supported
applications
that
run
at
the
city.
It
also
helps
ensure
business
continuity,
and
it
also
allows
us
to
take
advantage
of
all
the
new
features
that
are
available
on
these
world-class
platforms.
J
A
really
good
example
is
our
implementation
of
office
365.
Our
formal
solution
was
running
on
an
aging
technology,
with
very
different
workflows
and
appearances
for
different
individuals.
Now
we
have
a
world-class
platform
that
makes
the
client
experience
all
the
same
and,
at
the
same
time,
the
support
is
easier
from
an
IT
perspective.
It
also
enables
the
concept
of
working
anywhere.
We
always
have
the
latest
versions,
and
we
have
the
latest
updated
security
features
that
are
already
built
into
the
platform
that
we
own.
D
Thank
You,
chair
and
committee
members,
approximately
seven
years
ago,
the
city
GIS
team,
developed
Geo
Ottawa.
This
interactive
mapping
tool
is
available
both
internally
to
city
staff
and
externally
to
the
citizens.
It's
actually
quite
popular.
It's
accessed
about
a
thousand
times
by
external
staff
per
day,
external
surrey,
citizens
about
600
internal
users
every
day,
but
unfortunately,
due
to
the
ever-changing
technology
landscape,
there's
a
need
to
invest
and
replace
the
current
GI
Ottawa
product
with
a
responsive,
mobile
friendly
site.
D
So
the
sorry,
the
city,
GIS
team,
has
been
using
a
development
framework
to
lay
the
groundwork
for
the
geo,
auto
replacement
they're
using
a
technology
called
the
web
app
builder,
and
with
this
the
team
has
developed
a
series
of
internal
web
mapping
applications.
The
web
app
builder
technology
is
based
on
the
solution
developed
by
our
enterprise
GIS
platform
vendor
and
provides
rapid,
flexible
development
by
city
staff.
This
framework
has
been
created
has
been
used
already
to
create
multiple
internal
sites
for
groups
such
as
the
Public,
Works
and
environmental
services.
D
The
internal
water
and
wastewater
site
provides
the
ability
for
users
to
visualize
and
identify
infrastructure
assets
such
as
water
pipes,
hydrants,
manholes
and
catch
basins.
They
can
also
view
CCTV
videos,
label
and
print
maps
measure
distances
between
assets
and
many
other
things.
In
fact,
the
data
and
services
behind
this
site
also
run
the
augmented
reality
pilot
that
Mark
mentioned
previously.
D
Another
site
created
using
the
same
technology,
was
for
the
structures.
Team
I've
been
informed
by
one
of
the
program
managers
in
the
infrastructures
branch
that
she
uses
this
site
in
almost
every
meeting
she
attends
in
order
to
quickly
check
the
status
of
structures
such
as
a
bridge
or
a
large
culvert
to
provide
up-to-date
information
on
recent
inspection
information
or
status
on
maintenance
responsibilities.
In
total,
the
team
has
rolled
out
over
25
production
sites
using
this
technology
framework.
D
In
late
August
of
this
year,
we
released
to
the
public
a
new
tool
called
Ottawa
over
time
and
there's
a
picture
of
it
on
the
screen
that
was
built
again
by
city
staff.
Using
that
same
base
technology,
this
responsive
mobile-friendly
site
allows
users
to
view
aerial
photographs,
ranging
from
ranging
back
from
2017
back
to
29
1928.
D
Excuse
me,
the
easy-to-use
slider
lets
you
move
seamlessly
through
time,
allowing
the
user
to
see
how
Ottawa
has
changed
over
the
years
as
new
air
photo
information
becomes
available,
for
example,
the
2019
imagery
that
was
recently
flown
that
will
be
added
to
the
site.
Importantly,
this
site
is
fully
bilingual
and
extensive
work
has
been
done
to
work
towards
AODA
compliance.
D
The
public
launch
for
this
has
been
soft,
but
future
communications
have
been
planned
in
conjunction
with
the
open
Ottawa
portal,
so
based
on
the
work
completed
to
date,
the
next
big
release
will
be
the
replacement
of
the
internal
facing
Geo
Ottawa.
This
site
is
currently
in
beta
format
and
we're
working
with
internal
clients
for
feedback.
One
of
the
important
tools
that
needs
to
be
finalised
and
ported
into
the
new
functionality
is
called
the
infrastructure
center.
D
This
allows
a
user
to
search
a
repository
of
a
little
over
160,000
reports
and
plans
that
were
acquired
pre
and
post
amalgamation,
so
this
will
be
released
by
the
end
of
the
year.
The
internal
launch
will
solidify
that
technology
framework
and
workflows
required
for
the
finalization
of
a
public-facing
do
Ottawa
and
a
beta
release
is
planned
to
be
completed
in
q1
2020
and
that
release
will
be
contingent
on
again
ongoing
AODA
work.
D
We
will
be
engaging
with
the
civic
tech
community
this
month,
actually
does
showcase
our
work
to
date
and
we'll
be
asking
them
for
their
feedback
and
to
provide
comments.
I'd
also
be
happy
to
work
with
yourselves
in
your
assistance
to
show
you
the
tools
that
we've
worked
on
and
love
to
solicit
feedback
as
we
create
a
secure
and
fully
functioning
mapping
site.
So
on
the
security
note,
I'll
pass
it
back
to
Sandro.
J
Thank
You,
chair
with
regards
to,
through
security.
You
know
we
want
to
support
a
smart
city,
secure
city
and
everyone
has
a
role
to
play
in
security
at
the
City
of
Ottawa.
Work
is
being
done
and
led
by
the
IT
security
group.
We
proactively
manage
and
minimize
information
security
risks
faced
by
the
technology
footprint
of
the
corporation,
our
technology
team
engage
with
the
rest
of
IT
and
our
client
groups
to
proactively
raise
the
level
of
awareness
around
information
security
throughout
2019.
There
has
been
significant
improvements
with
technology
security.
J
We
are
supporting
the
secure
rollout
of
office,
365
enterprise
application
threat
and
risk
assessments
were
completed
against
all
of
the
Microsoft
products
that
make
up
the
office
365
suite
of
tools
such
as
Outlook,
SharePoint
and
team
zoning,
to
name
a
few
further
to
this
close
to
two-thirds
of
network
users
have
successfully
completed
the
cybersecurity
awareness
training
and
we
are
currently
following
up
for
reminders
to
ensure
full
compliance.
In
addition,
the
corporate
rollout
of
using
multi-factor
authentication
fourth
office
365
user
connections
has
seen
a
rapid
adoption,
providing
an
extra
layer
of
trust
in
the
user
base.
J
J
Recommendation
deliverables
by
the
end
of
the
year,
we're
currently
on
track
of
meeting
that
goal
of
completing
our
outstanding
recommendations
by
the
end
of
the
year.
Some
examples
of
what
we've
done
is
roles
and
responsibilities
are
being
aligned
to
reflect
that
the
recent
updates
made
to
the
technical
security
management
governance
team.
Additionally,
a
challenge
mechanism
validation
process
is
being
added
to
the
information
technology,
risk
management,
framework,
finalization
and
publishing
of
the
updated
information
technology.
J
Finally,
some
next
steps
IT,
is
positioned
to
deliver
on
the
service
and
the
cultural
transformation
mandate
that
we
started
working
on
three
years
ago
as
a
management
team.
This
includes
developing
our
people
to
make
sure
that
we
have
the
tools
and
the
training
and
the
skills
needed
to
deliver
excellent
service
to
our
clients
and
emphasizing
the
need
for
collaboration
and
building
the
one
team.
One
city
vision.
A
E
Thank
You
mr.
chair,
as
Alison,
mentioned
the
I'm
going
to
talk
about
Geo
Ottawa,
because
Geo
Ottawa
is
a
critical
piece
of
infrastructure
for
many
of
the
things
that
I
work
on
on
a
day
to
day
basis
and
certainly
critical
to
things
like
the
bike.
Ottawa
Maps,
where
we
need
geographic
information
in
order
to
build
that
tool
and
I
think
as
referenced
earlier.
The
open
data
requests
mostly
are
around
transportation,
which
necessarily
involves
you
ottawa.
E
So
I
just
want
to
thank
sandro
and
the
team
for
giving
this
update
on
Geo
I
have
had
multiple
discussions
with
IT
over
the
years,
and
this
is
a
critical
piece
and
I'm
really
happy
to
hear
the
update
and
and
also
at
Civic
tech
meeting
this
past
week
earlier
on,
Tuesday,
which
was
held
here
at
City
Hall,
we
did
agree
that
we're
going
to
have
a
review
of
the
beta
version
of
geo.
Auto
law
are
coming
on
October
15,
so
happy
to
facilitate
that
working
with
city
staff.
E
Just
one
other
comment
here
is
the
the
timeline
for
Geo
Ottawa
replacement
is
the
public
facing
version
of
that
is
based
on
flash
and
Adobe
announced
in
2017
that
flash
will
be
end-of-life
by
the
end
of
2020.
So
the
the
stop
timeline
is
that
this
project
will
be
completed
by
the
end
of
2020,
which
is
good,
so
I
just
hope.
There's
no
delays
in
making
that
happen.
So
that's
it.
Thank
you
very
much.
A
F
Great
Thank
You
mr.
chair
and
I'll
just
keep
this
one
brief
great
work
by
the
way
I
like
to
see
the
direction
we're
going,
especially
on
software
upgrades.
One
thing
that
has
to
my
attention
a
racist
before
on
our
emails
right
now.
We
have
this
and
this
might
be
outside
of
this
discussion.
I'll
gladly
have
it
off
line
if
it's
easier.
F
We
currently
have
this
big,
yellow
giant
bilingual
warning
that
occupies
quite
a
bit
of
space
at
the
top
of
our
emails,
and
we
actually
have
to
open
all
emails
now
to
actually
see
it,
which
I
in
my
mind,
I
see,
is
more
of
an
issue
before
you
could
get
the
teaser
and
figure
out
quickly
if
it
was
just
spam
or
or
whatever
the
case
may
be,
and
we
don't
have
that
opportunity
anymore.
I
I
see
that,
as
probably
just
a
stopgap
measure
to
deal
with.
Obviously
we
had
a
situation
that
occurred
here
within
the
city.
I
Thank
you
chair
for
your
question,
so
we
are
certainly
looking
at
solutions
on
the
infrastructure
side.
In
terms
of
that
yellow
banner,
we
have
received
some
feedback
on
it
and
are
planning
on
working
on
what?
What
does
that
piece?
Look
like
specifically
so?
Can
we
make
improvements
to
the
to
the
design?
A
Thanks
counselor
Tierney,
and
that
is
it
for
questions.
I
will
just
reiterate:
I
think
what
mr.
Darwin
said.
Geo
Ottawa
is
among
the
billions
of
websites
that
exist,
my
favorite
absolutely,
but
let's
try
to
get
that
public
facing
in
a
non
flash
version
as
quickly
as
possible,
and
thank
you
very
much
for
agreeing
to
work
with
the
Civic
tech
folks
on
an
early
look
at
that
again
and
I
know.
Sandro's
heard
me
say
this
over
and
over
again
that
engagement
with
our
citizen
contributors
to
IT
is
is
critical
to
me
in
this
term
of
Council.