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From YouTube: Information Technology Sub-Committee – October 23, 2015
Description
Information Technology Sub-Committee meeting – October 23, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
D
A
E
Thanks
very
much
mr.
chair,
it's
actually
I'm
really
enjoying
being
able
to
talk
about
the
the
G
tech
Awards
G
Tech
is
a
government
and
technology,
and
it
recognizes
excellence
for
leadership
in
technology
and
it's
it's
a
very
hard
award
to
win.
There's
it's
the
distinction
Awards.
It
celebrates
projects
and
individuals
who
demonstrate
leadership
and
excellence
in
innovation
and
in
management,
and
it
goes
through
all
of
government.
So
it's
municipal
and
federal
as
well,
and
there
are
hundreds
of
people
that
put
in
nominations
for
this
and
it
gets
down
to.
E
There
was
73
nominations
and
there
was
37
honorees
so
just
to
make
it
to
be
honoree
list.
This
is
pretty
significant.
The
projects
that
we
went
up
against
were
you
know
everything
from
in
water
tracking
submarines,
to
military
security,
to
brand-new
accounting
systems,
those
sorts
of
things.
So
it's
no.
It's
no
easy
feat
to
to
win
one
of
these
awards
and
we
were
very
lucky
or
very
I
shouldn't,
say
luck,
because
it
was
a
great
deal
of
skill
that
went
to
get
three
honorees
in
this
list.
E
I'm
on
the
board
of
GTECH,
so
I
got
to
see
a
lot
of
the
submissions
that
were
going
through
and
I
also
got
to
put
the
award
around
the
neck
of
agua
CA
as
they
won.
So
out
of
all
those
submissions,
we
had
three
three
winners:
we
had
or
public
works
management
solutions.
The
free
public
Wi-Fi
was
an
honoree
in
Ottawa,
CA
1,
so
2
of
them
one
out
of
the
other,
the
three
so
it
was
fantastic.
E
The
I
was
also
asked
to
come
and
make
the
presentation
for
these
groups,
but
I'd
really
like
to
and
I
believe
that
we
need
to
change
the
culture
of
how
we
do
these
things.
I
believe
it's
really
a
partnership
between
the
business
and
IT
and
the
business
put
a
lot
of
work
into
making
these
things
happen.
Of
course,
IKEA
is
a
you
know,
is
also
a
big
component
because
of
the
work
that
goes
behind
it.
F
Thank
you
very
much
Charles
and
counts
councillors.
Yes,
the
public
works.
Work
management
system
is
being
you
know,
four
years
in
the
making,
we
have
started
with
our
forestry
branch
we
and
work
through
our
traffic
safety,
mobility
and
and
this
award
was
revolving
around
the
work
we
did
with
traffic
operations
and
it
is
truly
being
a
transformational
project
and
a
trend,
because
it's
brought
about
transformation
and
change
in
our
department.
F
We've
looking
and
started
back
to
sort
of
square
one
of
how
we
do
work
within
Public
Works
and
we've
taken
the
philosophy
that
work
is
work.
It
doesn't
matter
what
it
is,
whether
it's
a
preventive
predictive
reactionary,
but
we
want
to
track
it.
We
want
to
monitor,
we
want
to
make
sure
we're
doing
it
efficiently
and
in
partnership
not
only
with
IT
but
with
service
Ottawa's.
You
know
they
were
a
large
part
of
this
project.
From
the
start,
we
have
donated
an
integrated
fashion,
so
we've
linked
it
up
to
the
leg
and
3-1-1
system.
F
So
when
the
citizen
calls
about
something
that
you
know
a
tree,
that's
down
a
branch
is
down
in
a
park,
a
traffic
control
city.
That's
out,
they
call
3-1-1,
and
then
we
let
the
computer
systems
do
what
they
do
best
and
that's
track.
It
look
at
it
so
that
call
this
you
know
put
into
three
one:
one
automatically
will
create
a
work
order
or
a
notification
for
Public
Works
staff.
In
many
cases,
it'll
send
it
right
to
the
individual
in
the
field
in
the
right
area,
they'll
be
able
to
do.
F
The
work
will
record
the
time.
Effort
costs
of
that
piece
of
work
will
close
it
and
then
it'll
automatically
go
back
to
the
three
one
one
system
and
close
that
call
for
the
resident
as
well
through
one
one
or
able
to
track
where
we
are
with
we're
able
to
look
to
see
what
tools
we
have.
So
it's
been
a
very
transformational
project
for
us.
F
One
of
the
huge
things
is:
we've
eliminated
boxes
upon
boxes
upon
boxes
of
paper,
because
we
used
to
record
all
that
stuff
on
a
piece
of
paper
that
somebody
in
the
field
would
write
on
at
3:00
in
the
morning
in
the
snowstorm,
and
then
it
will
go
to
a
clerk
and
they
try
to
decipher
the
letters
and
the
numbers
and
they'd
put
it
in
and
then
we
put
it
through
and
then
we
try
to
pay
somebody,
and
then
we
do
that.
You
know
the
reporting.
After
the
fact.
F
It's
now
all
electronic,
it's
all
within
the
computer
systems
that
the
guys
have
out
in
the
field
is
what
they
wanted.
And
you
know
the
elimination
of
paper
is
huge
and
to
Charles's
point
it
has
truly
being
a
partnership.
We
would
have
not
had
the
success
that
we
have
had
on
this
project
without
all
of
the
IT
staff
that
are
behind
it.
F
This
particular
project,
the
plaque
that
we
received
from
G
Tech,
has
77
names
on
it,
and
so
those
were-
and
those
were
right
from
myself
through
two
guys
that
are
out
in
the
field
that
we
included.
That
says
how
is
this
going
to
work,
and
then
we
had
them,
help
them
train
their
peers
and
making
it
work.
So
for
that
it
has
been
a
success
and
it
was
an
honor
to
represent
the
city
and
accept
the
award
on
Monday
night.
G
You
for
that,
it's
really
nice
to
see
that
what
we
started
a
few
years
ago
is
actually
working.
So
well
is
if
we
have
any
kind
of
information
about
how
the
impact
of
this
has
been
on
on.
Our
staffing
requires
the
type
of
staff
and
all
of
that
to
see
how
it's
actually
working
into
the
efficiencies,
which
is
what
this
is
all
part
of
that
we're
getting
more
work.
F
To
this
point
in
time
there
hasn't
been
that
level
of
analysis,
but
there
were
efficiencies
made
because
Public
Works
or
you
know
we
paid
the
piper
early
on
in
the
process.
There
were
early
very
early
on
in
the
service,
our
walk
process.
There
were
staff
reductions
within
the
department
before
that
took
place
before
we
actually
implemented
this
project.
So
that's
been
one
of
the
reasons
we've
been
able
to
continue
to
fulfill
and
do
what
we've
been
doing,
because
it
has
been
more
efficient.
But
a
formal
study
has
not
been
done
at
this
point
in
time.
F
G
Think
sometimes
we're
backwards
in
our
efficiencies.
Is
they
take
so
much
money
out
for
efficiencies?
Then
we
take
change
the
processes
to
make
it
work
instead
of
doing
the
efficiencies
and
getting
the
benefits
afterwards.
So
somewhere
along
the
line,
we
need
to
look
at
that
I'm
really
pleased
what
you're
doing.
C
Given
the
number
of
facilities,
the
expense
for
connectivity
for
for
Hardware.
All
of
the
all
of
the
costs
that
go
into
providing
this
service.
We
were
fortunate
enough
to
have
some
creative
staff
that
took
an
innovative
approach
and
went
out
to
market
to
see
what
the
private
sector
could
do
in
terms
of
partnering
with
us
to
do
this
and
to
develop
a
model
that
is
able
to
create
revenue
for
the
private
sectors
through
advertising
and
and
and
so
doing,
is
able
to
provide
the
services.
Wi-Fi
services
in
our
facilities
demonstrated
a
very.
C
Very
good
example
of
departments,
various
departments
working
together,
whether
it
be
IT
corporate
communications,
Public
Works,
that
assisted
with
the
installation,
my
own
department,
procurement
and
working
out
a
fair
and
competitive
approach
to
to
going
to
market
on
this,
and
the
result
was,
of
course,
that
we
were
able
to
do
25
facilities
in
phase
one
and
provide
Wi-Fi.
It's
been
very
well
received
the
folks
that
are
in
our
facilities
using
this.
C
This
new
service
provided
very
positive
comment
and,
in
fact,
we're
getting
so
many
positive
comments
that
there's
there's
a
sense
of
urgency
to
get
to
Phase
two
to
do
more
facilities
and
I've
heard
from
counselors
officers
from
members
of
the
public.
When
are
you
going
to
get
it
in
in
some
of
the
facilities
that
don't
have
it
and,
of
course,
we'll
be
working
with
our
private
sector
partner
to
do
that?
B
You,
mr.
chair
and
through
you
I
just
have
a
question
for
them.
I
know
the
phase
one
and
we're
doing
them
in
phases,
but
we
do
have
community
center
that
they
don't
even
have
a
public.
They
don't
even
have
the
Wi-Fi
for
the
user
that
they're
using
the
facilities.
So
you
give
me
a
little
time
frame
or
one
will
be
able
to
deliver
a
Wi-Fi
to
our
communities
and
city
facilities.
C
So
for
that
you
know
within
the
next
few
months,
we'll
be
able
to
start
engaging
in
discussions
about
where
to
go
to
where
to
go.
To
next.
Of
course,
financial
viability
for
the
private
sector
will
be
a
component
of
that
that
will
regulate
how
quickly
they
can
move
ahead
with
capitalizing.
A
second
phase
of
this.
B
G
Just
a
step
at
one
for
peace,
father
there's,
some
communities
know
that
are
providing
with
the
cloud
some
internet
service
for
the
whole
city,
and
so
doing
it
in
each
facility
has
its
own
merits
and
things
like
that
now,
but
we
need
to
somewhere.
This
is
a
high-tech
city,
and
maybe
this
more
for
Charles,
that
we
need
to
take
a
look
at
how
we're
going
to
be
able
to
do
that.
I
think
and
the
Brunswick
one
of
the
cities
has
done
that
already
and
it's
bringing
a
lot
of
business
to
them.
G
That
would
be
not
necessary
there
without
it.
So
just
planning
an
idea.
Someone
was
saying:
why
aren't
we
doing
it?
I
get
asked
this
kind
of
question
all
the
time
and
we
should
be
leading
in
these
kind
of
things
so,
and
it
would
then
mean
that
we
wouldn't
have
to
do
it
at
every
individual
facility
because
would
have
it
citywide
and
the
sorry.
The
next
stage
may
be
not
to
do
each
other
more
community.
Centers
may
be.
The
next
stage
is
to
go.
Think
big.
Is
that
feasible
Charles.
E
Mr.
chair
yeah,
anything
technology,
wise
is
absolutely
feasible,
I
mean
I.
Can
I
can
do
anything
in
terms
of
technology?
It's
you
know,
obviously
the
costs
of
that
and
how
do
we?
How
do
we
do
it
and
what
problems
are
we
trying
to
solve?
I?
Think
and
that's
where
we're
getting
the
business
engaged
in
finding
it
we're
working
right
now
with
economic
development,
for
example.
So
sad
is
very
big
on
getting
this
city
up
to
the
latest
technology,
so
I'm
working
with
sod
now
to
figure
out
how
we're
going
to
do
that.
Thank.
D
First,
congratulations
obviously
I'm
receiving
the
GTECH
award
around
the
free
Wi-Fi
project
and
I'll
have
some
additional
comments
in
a
little
bit
about
the
importance
of
the
G
tech
awards.
I
am
very
impressed.
The
free
Wi-Fi
project,
very
innovative
partnership
with
the
private
sector,
I'm,
really
pleased
to
see
the
way
the
staff
have
approached
the
private
sector
for
an
innovative
model.
There
are
two
facilities
in
in
my
ward,
where
we
don't
have
Wi-Fi
and
the
revenue
opportunity.
D
The
private
sector
case
for
putting
Wi-Fi
into
especially
the
forward
Avenue
Family
Shelter
is,
is
probably
non-existent
at
the
forward.
Avenue
shelter
we
have.
You
know
dozens
children
who
have
devices
that
they
would
normally
be
expected
under
ordinary
circumstances
to
be
using
to
do
their
schoolwork.
D
They
don't
have
Wi-Fi,
they
don't
have
internet
access,
they
don't
have
the
kinds
of
tools
the
children
right
across
the
city
are
using
as
a
part
of
studying
these
days.
My
concern
with
Wi-Fi,
as
provided
by
the
city,
is
that
we're
only
focused
on
those
areas
where
there
is
a
private
revenue
opportunity.
What
can
we
do
for
those
facilities
where
there
isn't
really
going
to
be
a
revenue
opportunity?
It's
possible
that
in
subsequent
phases
the
Churchill
Senior
Center
might
be
attractive
to
the
private
sector,
possibly
the
forward
Avenue
family
shelter
almost
certainly
not.
C
The
department
has
prior
to
coming
up
with
our
private
sector
arrangement.
We
we
had
worked
with
IT
to
look
at
the
feasibility
and
then
the
cost
of
installing
Wi-Fi
and
so
budgets
is
really
the
issue
in
this
case,
both
the
the
probably
the
relatively
small
but
upfront
capital
investment
in
the
equipment.
Then
the
ongoing
fit
maintenance
fees,
fees
to
support
it
to
move
into
facilities
that
wouldn't
be
financed
through
through
advertising
or
other
other
innovation.
C
We
would
likely
have
to
look
at
another
attempt
through
budgets
at
putting
funds
aside
to
to
initiate
that
kind
of
a
perhaps
another
pilot
project
at
target
locations
that
that
would
be
ideal
for
those
kinds
of
things,
things
like
shelters
or
or
other
city
facilities
that
don't
necessarily
have
a
revenue
potential,
but
but
might
well
be
served
by
that.
But
it
really
boils
down
to
to
a
resourcing
issue
as
a
pass
in
the
past.
Well,.
D
H
H
Why
I'm
really
excited
is,
as
well
as
excellence
in
public
service
delivery
in
the
external
world
and
that's
really
been
the
whole
shift
that
we've
been
supporting
Council
in
terms
of
becoming
client
centric
and
improving
the
service
delivery
to
residents
and
what's
been
innovative
and
what
the
committee
actually
recce.
Nice
I
think
we're
a
number
of
factors.
One
is
in
terms
of
the
infrastructure.
We
change
the
infrastructure,
our
traditional
infrastructure
and
thought
differently
about
the
technology
solution.
H
It
was
about
online
service.
Now
we
have
online
service
requests,
so
people
do
not
have
to
come
in
person
to
our
services.
We
have
content,
that's
dynamic
and
put
in
different
ways
whether
it
be
visualization,
whether
it
be
data,
whether
it
be
open
data
content
that
has
meaning
to
residents
based
on
data
and
analytics
about
what
residents
care
about
and
what
WIC
pages
that
they
access.
H
H
We've
gone
from
a
website
that
really
was
a
repository
of
departmental
content
to
a
dynamic
website
that
has
the
ability
to
change,
evolve
and
continually
adapt
to
that
service
and
the
needs
of
our
residents,
and
that
will
change
and
evolve,
and
we
see
that
and
you'll
see
that
over
this
term
of
council,
as
we
come
forward
asking
for
direction
of
how
we
move
forward
with
Ottawa
yeah.
But
what
I
think
is
most
important
when
we
look
at
it's
the
combination
of
the
technology,
the
innovation,
but
really
looking.
First,
that
what
was
our
business
problem?
H
So
today,
I
recognize
and
congratulate
this
Committee
on
the
investments
that
they've
made
over
the
last
Erma
council
recognize
that
you're
national
in
the
national
competition,
the
City
of
Ottawa,
is
leading
and
we
get
calls
every
day
to
demonstrate
how
we're
leading
and
and
I'm
really
proud
to
be
able
to,
on
behalf
of
the
team,
accept
the
nomination
or
the
award
at
a
g-tuck
and
share
with
my
colleagues
who
have
also
been
very
instrumental
in
driving
this
as
a
service
delivery
channel.
So
thank
you
for
the
opportunity
to
present
on
behalf
of
the
team.
I
H
Through
the
chair,
really,
the
recognition
of
Ottawa
dot
CA
is
about
all
the
kind
of
innovation
that
we
actually
did.
My
service
on
WA
is
a
core
component
of
the
innovation
of
creating
a
customized
portal
for
people
to
have
transactions
on
the
web,
and
that
was
a
key
component
of
the
award
in
recognition
not
only
of
the
client
Center
content
but
of
the
transaction
pieces
that
we
put
on
the
web.
So
absolutely
yes,
great.
I
And
thank
you
for
that
and
I
think
it's
important
to
recognize
the
features
that
are
involved
in
there.
It's
a
very
it's
a
it's
a
great
tool.
What
are
we
doing
from
a
corporate
communications
point
of
view
and
I
might
be
going
off
the
rails
here
on
this
one
to
make
sure
people
know
about
this
product
because
it
is
handy,
I
mean
the
amount
of
times
I
run
into
people
that
ask
about
their
water
bill
and
I
remind
them
to
go
to
my
my
service
Ottawa
and
you
can
check
it
out
for
yourself.
I
H
In
addition,
what
we've
been
doing
is
a
number
of
ways:
we've
been
creating
articles
that
people
can
actually
use
and
we're
hoping
now
to
take
all
of
the
components
which
part
of
today's
presentation,
all
of
those
functionality
of
things
that
we've
built
and
really
creating
some
communication
and
marketing
campaign
around
how
people
can
become
or
can
move
to
digitally
interacting
with
the
city
and
all
of
the
capabilities.
We've
actually
done
to
do
that.
H
D
A
quick
question
on
that
you
mentioned
you
there's
an
inventory
of
ways
in
which
people
can
interact
with
with
the
city
digitally.
Is
that
written
down
somewhere
the
full
list,
because
I
think
that
would
be
helpful
to
get
out
to
to
my
residence?
A
few
residents
know
how
easy
it
is
now
to
snap
a
picture
of
something
on
the
street
and
email
that
picture
directly
to
three
one,
one
extremely
handy
and
it's
reduced.
The
number
of
calls
in
my
office
I'd
love
to
get
that
full
full
list
out
to
our
residents.
D
A
Want
to
thank
you
for
a
very
informative
presentation
and
I'd
like
to
congratulate
city
staff
and
the
private
sector
partners
who
worked
on
all
these
projects.
I
think
it
needs
to
be
highlighted
that
the
g'tok
conference,
which
took
place
just
the
this
past
week
at
shaw
center
here
in
ottawa,
is
a
significant
event,
gathering
together
considerable
expertise
in
canada's
high-tech
sector.
It's
an
opportunity
for
the
city
to
share
ideas
with
public
and
private
sector
colleagues
from
across
canada,
and
also
to
demonstrate
Ottawa's,
considerable
leadership
and
expertise
in
this
area.
A
These
awards
are
a
clear
recognition
of
the
innovation
and
excellence
taking
place
in
the
City
of
Ottawa
Ottawa
City
Council
through
our
strategic
initiatives,
has
identified
modernization
and
digitization
of
service
delivery
as
a
key
priority.
The
residents
of
Canada's
most
connected
city
expect
their
city
to
be
there
for
them
whenever
and
wherever
they
need
us.
These
awards
indicate
that
Ottawa
has
the
expertise
to
realize
that
promise
and
that
we
are
moving
in
the
right
direction
and
now
councillor
leaper
had
something
he
wanted
to
say.
Thank
You.
D
D
We
are
increasingly
being
recognized
as
an
innovative
city
in
which
to
live
and
work.
A
big
part
of
that
is
the
the
very
large
technology
private-sector
that
we
have
that
that
sector
is
a
huge
resource
and
it
gives
our
city
a
tremendous
advantage
in
terms
of
improving
people's
quality
of
life,
economic,
cultural,
recreational,
etc.
The
one
of
the
prototypes
offered
the
free
Wi-Fi
project
involved
a
partnership
between
the
private
sector
and
and
the
city,
and
it
is
important
to
note,
as
mr.
Shinde
pointed
out,
that
was
accomplished
with
minimal
cost
to
taxpayers.
D
I
do
want
to
continue
to
encourage
staff
to
explore
ways
to
work
with
the
private
sector,
whether
it's
through
public-private
partnerships
or
simply
through
knowledge,
sharing
events
like
GTECH
or
a
great
way
in
which
we
can
network
and
I
know.
Mr.
debt
is
sending
himself
and
and
his
his
team
on
similar
networking
opportunities,
I
think
the
subcommittee
has
an
important
role
to
play
in,
facilitating
and
guiding
this
process
and
I
encourage
staff
to
keep
us
informed
and
involved.
Congratulations
to
to
all
of
all
of
your
team.
Thank
you.
I.
A
G
Will
consume
I
could
echo
that
by
not
going
to
repeat
it,
but
the
I
think
one
of
the
important
things
is
the
things
I've
been
battling.
A
little
bit
about
is
the
fact
that
although
Auto
is
a
hub
of
high
technology,
the
rest
of
Canada
in
the
world,
don't
really
know
it
too
well,
and
I
think
that
this
is
an
opportunity.
I
think
Charles
us
of
four
years
to
work
with
our
economic
development
team,
which
I
know
you're
already
doing
to
some
extent.
G
We
need
to
get.
Maybe
it's
bragging
rights
whatever
it
is,
but
the
rest
of
when
I
talk
to
them.
They
don't
know
we
have
the
largest
high-tech
park
in
Canada.
Here
they
don't
know,
we
have
double
the
number
of
tech
companies
as
they
have
in
Waterloo.
They
think
about
Waterloo
and
I,
keep
seeing
the
paper
the
Waterloo
to
Toronto
corridor,
and
it
used
to
be
the
Waterloo
to
Toronto
Ottawa
corridor,
and
we
have
to
somehow
get
back
on
that
because
it
does
impact
on
our
ability
to
grow
our
industries
here
and
so
I
think
this.
G
The
using
these
awards,
which
show
demonstrates
that
we're
not
only
doing
it
in
the
companies
but
also
in
the
municipal
fields
and
all
is
a
really
important
part
of
getting
that
word
out.
So
it's
a
it's
an
ongoing
right.
When
we
started
this
committee
in
2009,
we
were
doing
very
little
in
technology
or
our
website
was
atrocious.
If
I
can
put
it
that
way,
you
can
never
find
anything
on
it.
We
were
doing
everything
manually
so
over
that
period
of
about
five
or
six
years.
It's
remarkable
how
far
we've
come
already
and
I
know.
G
That's
looking
at
the
term
of
council
priorities
and
things
that
were
just
flying
ahead
now,
so
I
want
to
congratulate
all
of
the
staff
that
have
been
involved
in
all
departments,
because
this
is
not
a
one
department
thing
and
and
I'm
so
happy
to
hear
that
there's
your
staff
are
excited,
that's
what
makes
high
tech
growth
scrub,
their
companies
grow,
they
get
excited
and
with
that
is
I,
think
we're
gonna
move
mountains.
Thank
you.
A
J
Morning,
chair
and
members
of
the
subcommittee,
the
report
before
you
today
provides
an
update
on
the
six
strategic
initiatives
associated
with
advancing
councils
service
excellence,
strategic
objective,
as
identified
in
its
term
of
council
priorities
adopted
in
July
of
this
year.
Collectively,
these
initiatives
are
focused
on
improving
access
to
city
services
by
increasing
service
delivery
effectiveness,
while
also
reeling
of
realizing
efficiencies
in
transforming
the
organization's
processes
and
technologies.
The
goal
is
to
meet
the
increasing
client
demand
for
digital
service
delivery.
Senior
staff
are
present
to
provide
updates
on
each
the
six
initiatives.
J
Donna
gray,
director
of
service
Ottawa,
will
discuss
the
phone
encounter
implementation
strategy,
the
open
data
implementation
program
and
the
digital
service
strategy
and
implementation
dan
Cheng,
a
general
manager,
parks,
recreation
and
cultural
services
will
discuss
the
program,
registration
facilities,
booking
and
payment
system
replacement,
Peggy,
shank
manager
of
business
services
planning,
a
growth
management
will
discuss
the
legacy
technology
system
replacement
and,
finally,
Charles
Duffek
chief
information
officer
will
speak
to
the
IT
department
of
transformation.
Thank
you.
H
So
the
first
three
that
I'll
speak
to
are
the
strategic
initiatives
that
I've
been
tasked
to
lead
on
behalf
of
counsel
for
this
term
accoun
cyl.
The
first
strategic
initiative
is
the
phone
encounter
implementation
strategy.
So,
as
you're
aware
sphere
the
service
Ottawa
program,
we
implemented
a
number
of
tools
and
technologies
that
Neal
spoke
to
earlier.
That
would
improve
the
effectiveness
and
efficiency
of
our
online
and
our
phone
channel.
Really.
H
What
we're
doing
now
is
we're
looking
at,
where
are
their
opportunities
now
from
a
business
perspective,
to
look
at
how
do
we
deliver
services
on
the
phone
and
counter
it's
important
to
understand
is
even
though
we
talk
about
the
phone
encounter,
we're
really
looking
at
all
three
channels.
So
when
we
look
at
look
the
phone
channel
and
we
look
at
the
counter
channel-
which
we
believe
will
always
be
channels
that
we
need
to
have
consistent
in
a
municipal
city-
that's
serving
multiple
residents
with
multiple
needs.
H
We
can't
help,
though,
through
that
to
also
look
at
the
web
channel.
So
this
analysis
is
also
helping
us
look
at
when
we
are
improving
the
phone
encounter.
Where
are
there
opportunities
to
further
advance
our
online
channel,
so
I
think
it's
important
for
people
to
understand
that,
and
we
also
want
to
leverage
the
investments.
It's
kind
of
what
the
counselor
said
earlier
about
we've
made
investments
we
took
efficiencies
based
on
an
allocation
of
what
we
knew
we
would
achieve
or
believe
that
we
would
achieve
from
that
period
of
time.
H
Now
we
have
the
ability
to
go
into
targeted
areas
and
look
at
how
can
we
leverage
further
savings
and
further
opportunities
for
enhancement
in
the
quality
of
service,
on
our
phone
and
in
person
Channel?
So
we
are
looking
at
a
number
of
things
we're
looking
at
our
operating
model.
How
do
we
use?
How
do
we
use
the
phone
across
the
city?
H
What's
the
financial
opportunities
that
this
channel
can
actually
provide
that's
being
done
in
combination
of
two
in
two
ways,
we
have
an
internal
team,
that's
focusing
on
that
with
a
knowledge
experience
and
understanding
of
the
business
and
we've
been
working
with
businesses,
and
then
we
will
be
looking
at
a
peer
review
of
that
business
case
in
terms
of
other
other
things
that
we
are
not
looking
at
or
considering
the
in
terms
of
the
move
forward.
So
that's
really
where
the
phone
encounter
is
in
terms
of
that
strategic
initiative.
H
Open
data
implementation
is
the
second
strategic
initiative
other
than
Taos
to
lead
on
behalf
of
Council
and
really
the
open
data
program
was
initiated
under
the
under
the
ITF
steering
committee
or
sorry
committee
of
Council
to
really
look
at.
How
do
we
move
data
and
information
out
to
public
and
residents?
And
we've
done
a
fair
bit
of
work
in
terms
of
moving
that
envelope
forward
in
terms
of
progress
to
date.
H
What
we've
done
this
year
is:
we've
really
been
looking
at
the
open
data,
catalog
and
migrating
that
onto
a
platform
and
a
newer
newer
version,
an
open-source
version
and
what
that
allows
us
to
do
is
allows
us
to
integrate
with
our
open
source
web
content,
which
is
Drupal
and
we've
increased
and
have
better
integration
between
the
city's
website
and
our
open
data.
So
you
can
see
now
on
our
website
where
we
have
open
datasets
we're
integrating
links
to
those
open
data.
So,
as
people
go
through
content,
they
can
look
and
find
that
data.
H
The
recent
one
that
we
put
out,
which
were
identified
in
the
park
was
the
quality
in
Ottawa
Lakes,
so
we've
put
the
data
sets
which
has
20
years
of
data
embedded
in
the
content.
So
if
people
want
to
look
at
that
from
an
analytic,
they
can
go
to
the
open
data
sets
so
really
trying
to
integrate
data
into
the
user
experience
on
the
web.
H
We
put
over
a
dozen
new
data
sets
this
year,
I,
which
into
open
data,
surface
water,
quality,
community,
gardens,
private
home
daycare,
licensed
daycare,
long-term
care,
employment
services,
community
and
social
services
address
points
Rose
proposed
roads
and
would
continue
to
do
that.
We
will
present
back
a
plan
around
how
we
do
that.
We've
also
increased
the
feedback
process
for
people
to
be
able
to
when
they
provide
feedback
to
us.
H
It's
a
recognition
and
an
email
and
a
tracking
number
in
terms
of
feedback
that
they're
giving
us
on
data
sets
again
to
increase
that
two-way
communication
with
our
residents.
In
terms
of
we're
we're
going
to
focus
on
mister
McCown
sille,
we
really
want
to
look
now
at
community
groups
and
and
our
residents
in
our
community
to
really
understand
how
do
we
evolve
that
data
program
so
that
data
becomes
usable
in
the
community?
H
So
this
is
going
to
be
focused
very
much
on
what
is
our
residents
experience
with
city
services
and
we've
been
mapping
some
of
those
journeys
which
has
been
very
interesting
about
how
Buddy
somebody
starts
and
how
they
end
in
the
city
and
those
high
impact
high
service
delivery
areas.
We're
gonna
look
at
where
their
pain
points
we're
going
to
look
at.
How
do
we
use
data
that
they
provide
to
us
and
that
we
provide
to
them?
H
What
is
the
context
of
our
municipality
and
really
building
a
concrete
plan
with
executable
things
we
can
do
right
now,
because
we
don't
want
it
to
be
a
strategy.
That's
waiting
for
four
years
for
a
great
big
investment,
we're
gonna
look
for
what
are
the
things
we
can
leverage
and
execute.
Now?
How
can
we
move
that
bar
each
year
over
the
term
of
Council,
while
still
positioning
us
for
a
long
term
strategy
in
support
of
our
IT
direction,
to
move
us
to
the
next
iteration
of
really
being
a
digital,
smart
city?
H
So
really,
when
we
think
about
the
digital
strategy,
I've
talked
about
the
approach.
I've
talked
about
what
it
means
right
now
we're
in
the
early
stages
of
just
doing
the
research,
the
particular
initiative,
the
funding
starts
in
2016,
but
we're
well
on
our
way
of
creating
what
we've
learned
where
we
have
capacity.
H
What
are
the
analytics
and
business
problems
what's
happening
in
best
practices
in
the
industry
and
we're
hoping
very
quickly
in
the
new
year
to
be
able
to
start
to
have
a
dialogue
with
this
community
about
where
the
focus
that
we
want
to
focus
that
digital
strategy
in
this
term
of
Council
and
in
the
future.
Thank
you
very
much.
H
G
Do
we
quickly
get
information
and
send
people
on
I
would
recommend
strongly
that
you
do
that
and
next
week,
I
have
somebody
from
the
3-1-1
coming
to
my
ward,
my
town-hall
meeting
to
have
some
of
the
people
in
the
community
made
more
aware
because
I
think
one
of
the
things
that
we
have.
We
have
we're
getting
a
very
fantastic
system
now,
but
the
point
was
made
earlier.
How
do
we
make
people
know
about
it?
G
So
these
are
some
ways,
but
if
you
go
as
I
did
and
sit
there
for
an
hour
with
a
good
operator-
and
we
had
to
do
a
little
bit
of
he
each
time
he
had
to
check
with
the
person
who
called
in
for
privacy
thing,
but
nobody
said
they
I
couldn't
listen
in,
which
was
great,
and
you
hear
what
people
are
calling
about
in
the
things
and
how
they
deal
with
it.
So
I
want
to
thank
you
for
moving
this
far
forward
and
it
is
really
quite
exciting.
G
The
fact
that
you
and
Charles
are
working
so
closely
together,
because
public
information
has
become
high
tea
and
as
for
now,
and
you
really
have
to
do
that
I
think
there's
we're
going
to
be
getting
more
Awards
so
so
keep
it
up,
but
do
educate
yourself.
It's
fascinating
to
see
there
and
I
haven't
been
in
a
feeling
once
at
about
five
or
six
years.
But
I
went
this
time.
The
difference
and
change
was
remarkable.
I
C
Mr.
chair
I'll
talk
to
you
a
little
bit
about
strategic
initiative
48,
which
is
the
replacement
of
our
booking
registration
system.
Most
of
you
will
know
that
we
are
current
system
class
is
what
is
used
to
process
a
whole
variety
of
business
transactions
that
the
department
undertakes,
most
notably
admissions
into
our
into
our
programs
registrations
into
our
programs
and,
of
course,
the
scheduling
and
booking
of
our
facilities.
The
class
system
is
relatively
quiet
for
about
360
days
of
the
year.
You
don't
hear
too
much
about
it.
C
It
does
its
work
in
the
background
fairly
efficiently
and
then
on
about
four
days
of
the
year
that
we
get
peak
registration
times
where
things
line
up
to
get
into
our
programs
to
register
into
our
programs
and
where
you
might
get
peaks
that
the
system
is
simply
overwhelmed
by.
So
we
have
two
major
registration
periods,
but
for
spring
and
summer
in
March,
and
then
our
August
registration
for
fall
and
winter
at
those
are
the
nights
where
we
open
registration.
For
these.
C
Sometimes
an
hour
sometimes
ninety
minutes
to
refresh
refreshing
their
their
web
browser
trying
to
get
into
the
system
on
most
nights,
especially
on
our
first
night,
which
is
our
aquatic
registration,
that
period
of
peak
capacity
can
last
up
to
two
hours
and
then
land,
it's
usually
just
the
land
registration,
which
is
usually
two
nights
later.
It's
usually
just
a
little
bit
less
than
that,
and
then
once
we
go
by
those
peak
registrations
and
its
ongoing
registration
until
programs
begin
there
generally
is
not
a
peak
issue.
C
People
are
generally
able
to
access
the
the
system
relatively
easily.
There
are
indications
if
you
look
at
the
first
hour
of
registration
on
aquatic
nights.
In
the
first
hour,
we
do
about
5,000
registrations,
which
gives
us
an
idea
of
the
volume
of
people
looking
to
get
in
as
we
open
up
registration,
it
sits
and
really
what
these
folks
are
doing
is
trying
to
get
the
best
times
that
are
convenient
to
them,
so
that
prize
Saturday
morning
at
10
a.m.
C
or
Tuesday
evening,
at
7:00
type
thing
generally
once
the
peak
has
has
gone
by,
we
have
about
50%
of
our
offerings
still
available.
So
it's
not
that
their
services
are
completely
filling
up.
It's
really
is
a
race
to
your
favorite
time
and,
of
course
there
is
a
limit
on
how
much
service
we
can
offer
in
those
peak
times,
and
then
people
have
to
take
their
second
choice,
either
in
terms
of
time
location
day
of
the
week,
those
variables
the
method
of
registration
so
through
through
the
online
process.
C
We
have
four
servers
that
have
450
concurrent
licenses
and
20
phone
IVR
lines
that
that
are
really
a
minor
anecdotal
evidence
would
be
that
folks
that
can't
get
in
through
the
web
application
try
the
phone
just
on
the
odd
chance
that
they
might
luck
in
there.
So
it's
a
good
kind
of
plan
B
for
folks
who
are
trying
to
get
into
it
in
the
beginning.
When
we
first
started
doing
this
amalgamation,
we
would
open
both
our
online
registration
at
midnight
on
the
day
that
registration
started.
C
But
then,
of
course,
people
were
saying:
I
have
to
stay
up
till
2:00
in
the
morning
to
to
be
able
to
register
and
gradually
we
move
that
back
to
10:00
p.m.
the
day
before
registration
starts
and
then
more
recently
to
9:00
p.m.
which
means
that,
even
if
you
are
having
to
stay
two
hours
on
your
computer,
trying
to
register
you're
still
getting
to
bed
at
a
decent
at
a
decent
time
and
you're
not
wading
into
into
late
into
the
night.
C
This
is
a
graphic
representation
of
really
how
the
business
comes
in,
which
is
that
residents
are
usually
browsing
through
either
the
PDF
version
of
our
diet
or
through
Jane
Ottawa
and
coming
in
through
a
load
balancer.
That
then,
goes
through
the
four
servers.
They
eventually
make
a
connection
select
their
course
do
the
transaction
exit
and
that
frees
up
a
frees
up
a
line
and,
as
I
said
for
the
first
little
while
getting
in
is
the
issue.
C
Over
the
years
we
have
looked
at
operational.
How
can
we
change
the
business
to
to
improve
the
client
experience?
The
fact
that
we
do
land
and
aquatics
on
different
nights
is
a
manifestation
of
that
that
we
have
separated
the
two
separate.
The
load
of
people
trying
to
get
in
by
far
aquatics
is
still
the
biggest
challenge
aquatic
in
the
West
in
West.
End
of
the
city
remains
the
the
the
biggest
pressure
simply
because
there
are
a
lot
of
people
chasing
too
few
preferred
times.
C
We
have
looked
at
other
other
ways
of
separating
the
business
geography
by
season
by
facility
and
by
age
and
having
reviewed
all
of
those
have
concluded
that
it
would
be.
We
will
be
creating
as
many
problems
as
we
are
solving
by
doing
that.
By
trying
to
separate
our
registrations,
we
would
end
up
with
too
many
registration
nights
or
the
separation
of
facilities
when
parents
are
trying
to
register
kids
into
facilities,
we,
and
so
we
have
not
gone
there.
We
have
maintained
the
land
and
the
aquatic
separation.
C
As
our
model
technology
considerations,
we
have
looked
at
the
option
of
buying
more
more
architecture,
essentially
growing
the
server
farm
to
try
to
deal
with
the
capacity.
A
conservative
estimate
is
that
another
2
million
dollars
would
probably
bring
the
weight
down
time
down
to
30
minutes,
perhaps
even
better
than
that,
but
keeping
in
mind
that
really,
that
would
be
2
million
dollars
to
solve
a
problem
for
about
90
minutes
8
times
a
year,
and
so
it's
a
very
expensive
and
a
value
from
a
questionable
value
for
money.
C
We
have
looked
at
an
interim
solution
to
host
online
registration
externally,
but
through
discussions
about
a
year
ago
with
our
deputy
city
manager
concluded
that
moving
to
a
permanent
solution
with
be
a
better
alternative,
and
so
we
have
not
sought
an
interim
solution.
We
are
continuing
with
with
our
existing
solution
for
now
and
then,
of
course,
replacing
the
software.
That
is
the
long
term
solution
that
we
need
to
look
at
right
now.
C
C
What
we
are
looking
for
in
terms
of
a
new
solution
is
something
that
will
give
a
common
registration,
booking
and
payment
experience
for
the
client
will
be
compliant
with
all
applicable
legislation.
A
real
key
one
for
there
for
us
is
the
payment
card
industry
requirements
in
terms
of
secure
transactions,
a
challenge
that
Ottawa
faces,
that
other
municipalities,
not
as
much
is,
is
to
be
able
to
do
this
completely
bilingually.
That
is
an
expectation
of
our
residents
now
and
even
though,
globally
there
are
other
alternatives.
C
Often
the
French
version
is
not
well
developed
if
developed
at
all.
We
need
something
that
is
scalable,
because
we
are
still
a
growing
city.
We
still
have
peak
needs
and
other
times
when
we
don't
need
all
of
the
capacity
that
the
peak
requires
and
then,
of
course,
because
we're
moving
forward
into
a
mobile
friendly
social
media
world.
We
want
the
new
solution
to
be
responsive
to
that
new
reality
as
well.
C
We
currently
in
the
planning
stage
and
will
be
until
until
the
end
of
this
this
year
will
then
move
into
an
October
to
April
gathering
our
requirements.
Our
end
goal
is
to
be
able
to,
by
the
end
of
this
year,
be
ready
to
go
out
to
RFP
or
next
year,
rather
go
out
to
RFP
to
select
a
new
product
or
service.
C
C
Part
of
the
solution
is
opening
up
new
capacity
in
the
West
End
and
with
Minto
recreation
and
rich
craft
bar
Haven.
We
have
added,
especially
in
the
swimming
area,
some
new
capacity,
although
the
courses
are
filled
up
very
quickly
and
and
have
waiting
lists
already.
So,
even
though
we've
invested
heavily
in
solving
the
problem,
the
the
demand
remains
very
high.
C
We've
adjusted
the
start
times
to
two
or
more
a
reasonable
hours.
So
folks
don't
get
to
bed
so
late.
Those
peak
nights
we've
staffed
up
on
those
eight
nights
a
year,
we've
staffed
up
with
both
IT
staff,
our
own
business
support
staff,
so
that
if
there
are
problems
with
either
the
service
or
residents
get
into
very
specific
individual
problems,
we
have
a
good
team
ready
to
respond,
and
that
is
helped
immensely.
K
So
I'm
here
this
morning
to
talk
to
you
about
strategic
initiative,
number
50,
which
is
the
legacy
technology
system
replacement
and
funding,
was
provided
through
the
SI
for
2017
and
2018.
This
presentation
is
going
to
give
you
an
update
on
what
we've
done
since
approval
in
July.
So
you
may
be
aware
that
the
system
that
planning
in
both
management
and
committee
of
adjustment
use
for
processing
our
applications
is
the
map
system,
the
municipal
application
partnership
system,
it
it's
the
legacy
system
that
we're
wanting
to
replace
for
our
use.
K
It's
not
been
supported
by
the
vendor
for
the
last
10
years.
It's
rapidly
approaching
end-of-life
and
thankfully
Charles
staff
have
been
able
to
hold
it
together,
but
this
is
a
really
important
piece
of
a
really
important
system
for
us
to
replace.
So
the
goal
of
this
SI
is
to
implement
a
new
technology
system
to
replace
the
use
of
the
map
system
and
that's
for
accepting
processing
and
managing
planning
applications.
So
zoning
official
plan
site
plan
control,
applications,
construction
and
related
permits,
encroachment
permits,
mobile
field
inspections,
enforcement
and
committee
of
adjustment
applications
to
date.
K
We've
completed
working
sessions
with
the
use
of
a
consultant
that
was
loaned
to
us
by
service
Ottawa,
and
we
really
appreciate
that.
We
spent
an
intensive
six
weeks
in
the
latter
part
of
the
summer,
working
with
a
number
of
stakeholders
to
ensure
the
alignment
and
identifying
synergies
between
the
application
processes
to
make
the
net
result
better
and
that
work
has
led
to
client
a
client
journey.
K
Mapping,
exercise
that
we've
we've
initiated
with
service
Ottawa
and
that's
that's
a
process
where
we
put
the
the
needs
of
the
client
up
front
and
we
look
at
the
experience
that
they
go
through,
so
that
we
can
identify
gaps
in
our
process
and
develop
efficiencies.
We've
also,
with
the
help
of
information
technology
services,
completed
the
statement
of
work
to
hire
a
project
manager
for
this
work.
K
So
the
next
steps
for
the
rest
of
this
year
will
hire
the
Jek
manager,
finalized
the
governance
structure
and
that's
establishing
a
steering
committee
and
and
those
kind
of
reporting
relationships,
developed
the
project
charter
and
the
work
plan
and
determine
the
resource
requirements
and
in
2016
we'll
begin
work
on
the
request
for
proposal
and
begin
gathering.
The
business
requirements.
E
A
E
So
Thank
You
mr.
chair
I'm,
going
to
speak
to
you
today
about
where
we're
at
in
IT
transformation.
Of
course
me
coming
here
was
to
make
sure
that
we
do
transform
IT
for
the
city
right
now.
What
we're
doing
is
following
best
practices
in
to
support
the
strategic
priorities
for
the
council
and
the
operational
requirements,
of
course,
for
the
corporation,
we're
also
trying
to
address
the
growing
pressures
and
technology
today
to
change
the
landscape
and
I.
E
Think
if
we
take
a
look
at
the
technology
landscape
today,
never
before
I
think
in
the
history
of
Technology,
even
when
the
introduction
of
PC
have
we
seen
such
a
change
in
where
technology
is
going,
it's
no
longer
about
just
the
device
that
you
have
your
computer,
your
your
cell
phone,
it's
about
devices
talking
to
devices!
Now
it's
about
robotics,
it's
about
all
sorts
of
different
technologies
that
we
thought
were
fantasy,
maybe
five
ten
years
ago
and
they're
actually
being
implemented
today,
everything
from
hotels
that
no
longer
have
people
in
them.
E
You
come
to
the
desk
and
there's
a
robot
serving
you
at
the
desk.
Do
taking
your
luggage
to
so
on.
There's
actually
hotels
like
that
in
China
and
we're
moving
along
in
those
directions.
We've
got
plants
Tooting
and
telling
you
that
it
needs
watering.
We've
got
20
plants
tweeting
the
hoses,
telling
them
that
to
turn
on
the
water
and
in
the
hoses,
checking
with
the
weather
forecasts
to
see
if
they
should
turn
on
the
water,
because
the
weather
might
might
provide
the
rain.
So
technology
is
definitely
changing
the
way
that
I
don't
think.
E
We've
ever
seen
before,
we
talked
a
lot
about
the
cloud
moving
to
the
cloud.
I
often
refer
to
it
as
the
fog,
because
when
you
talk
to
people
about
the
cloud
they
don't
and
nobody
has
the
same
idea
of
what
the
cloud
is
and
the
city
faces
all
sorts
of
issues
as
we
do
that
everything
from
our
data
sovereignty,
data
security,
that
the
information
that
we
have
on
individuals.
What
do
we
do
with
that
information?
Are
we
okay
to
put
that
information
in
China?
Where
do
we
put
that
kind
of
information?
E
How
do
we
handle
that
deal
so
there's
everything
from
not
just
technology,
but
also
from
our
policies
to
look
at
and
so
part
of
that
transformation
strategy
has
to
look
at
everything
from
the
business
to
our
governance
to
our
strategies.
So
if
you
look
at
the
city
is
committed
to
service
excellence,
then
we
are.
We
can
drive
efficiencies
in
all
these
departments.
E
That's
what
technology
should
do
will
here
are
things
like
the
Internet
of
Things,
which
are
some
of
the
items
that
I
just
talked
about,
but
there
are
many
more
and
we
need
to
take
a
lot
of
time
to
do.
Communication
in
education
of
our
partners
and
between
us,
the
council
end
and
IT,
more
looking
at
doing
things,
everything
from
lunch
and
learns
getting
vendors
in
industry
experts
we're
putting
our
plans
together,
we've
part
with
economic
development,
because
we
see
that
as
a
big
issue
in
the
city.
E
We
need
technology
roadmaps
for
each
of
our
departments
and
we
need
to
deal
with
our
local
companies
there's
a
lot
of
good
local
companies
as
the
other
councillor
it
said
earlier,
we
have
lots
of
technology
in
the
city
that
we
can
deal
with,
so
technology
has
changed
and
we
are
going
to
start
our
transformation
with
dealing
with
four
major
pillars.
So
the
pillars
are
IT
governance.
E
You
know,
explain
these
pillars
in
the
next
slides,
IT,
business
model,
operational
excellence
and
strategic
readiness,
so
IT
governance,
IT
governance
really
covers
things
like
investment
decisions,
so
we
had
Kipp
MIT
we're
now
moving
to
sort
of
kitna
2.0,
which
is
much
more
integrated
with
the
business
and
solving
business
issues.
We're
talking
about
investments,
how
we
get
projects
through.
E
We
have
lists
and
lists
and
lists
of
projects
here,
we'd
like
to
do,
but
we'll
only
resource
to
do
so
many,
and
so
how
do
we
make
those
priorities
with
keeping
getting
input
from
the
council
from
the
business
on?
What
are
the
priorities?
Doing
imit
data
management,
innovation,
engagement,
Enterprise
roadmaps?
These
are
the
components
of
IT
governance
and,
if
you
look
at
the
the
basic
principles
that
we're
looking
at
is
we're
looking
at
basically
digital
first
or
what
I
like
to
call
is
digital
to
the
core.
E
We
have
to
move
in
a
digital
environment
and
working
with
service.
Ottawa
helps
us
do
that
to
understand
what
the
business
needs
are.
We
have
to
be
mobile.
First,
the
world
is
moving
mobile,
that's
where
we
need
to
be,
and
in
fact
many
of
our
vendors
don't
support
a
lot
of
the
technology
that
we
have
today
and
if
we
want
to
the
new
technologies,
we
won't
have
a
choice
we
do
have
to
move
on,
because
the
vendors
are
moving
on.
E
The
other
principle
that
we're
looking
at
is
putting
the
city
first,
which,
when
we
set
up
our
governance
instead
of
individuals
coming
just
to
represent
their
departments,
we
want
to
make
sure
that
we
represent
the
city
first,
your
department,
second,
so
the
people
on
this
IT
committee,
that's
what
they'll
be
vote
to
be,
or
this
governance
group
will
be
focused
with
and
a
lot
of
the
ITC.
Of
course,
the
subcommittee
is
exactly
deal
done
and
are
dealing
with
the
city
first,
so
governance
is
is
one
of
the
pillars.
E
The
next
color
is
IT
service
business
model.
So
we
talk
about
the
business
model.
We
are
talking
about
implementing
and
better
aligning
skills
and
resources
to
support.
There
were
fresh
business
model
standards
and
process.
We
need
new
funding
models
for
technology,
solutions
and
services.
So
you
heard
of
one
from
the
Ottawa
Wi-Fi.
We
have
to
look
at
better
partnering
that
our
funding
models,
where
do
those
things
come
from
and
that's
part
of
the
service
business
model.
E
Operational
excellence,
so
operational
excellence
talks
about
our
current,
or
we
have
to
look
at
our
current
policy
standards
and
practices
and
also
regarding
cyber
security.
Cyber
security
is,
as
we
move
out
to
the
cloud.
Cyber
security
has
to
be
important
to
us.
We've
already
seen
one
incident
and
it
was
really
just
a
shot
over
the
bow,
which
was
the
dancing
banana
I.
Think
everyone
understands
that
one
to
be
honest
with
you,
we
that
was.
We
were
very
fortunate
on
that
one
and
and
thank
goodness,
the
person
who
did
it
was
half-civilized.
E
It
could
have
been
much
worse
than
it
was,
but
it
was
a
shock
to
us
to
wake
up
that.
This
is
the
world
that
we
live
in
cost
containments
is
an
operational
excellence,
so
we
have
to
make
sure
that
we're
not
spending
money,
foolishly
that
were
containing
costs
that
were
reducing
legacy,
applications
moving
on
to
new
applications
and
again
we
talked
about
security,
making
sure
that
we're
allowing
that
way
into
the
new
world.
E
Strategic
readiness
is
another
area
that
we're
looking
at.
So
if
you
look
at
strategic
readiness,
we're
saying
you
have
to
make
sure
that
our
infrastructure
within
the
city
is
stable,
to
be
able
to
move
to
things
like
the
cloud
computing
move
to
having
other
organizations
support
us,
whether
it's
private
sector
or
other
government
departments.
We
have
to
look
at
solution,
lifecycle
management
and
we
have
to
align
our
enterprise
roadmap.
Where
are
we
going
as
a
city
and
where
do
we
want
to
be?
And
in
the
digital
world?
E
E
We
now
have
to
look
at
how
do
we
get
more
responsive
by
using
the
new
technologies,
the
new
architectures
that
are
out
there
to
make
sure
that
we
have
people
inside
that
understand
web
architectures
as
something
the
city
doesn't
have,
and
those
are
positions
that
we
do
need
and
we
need
to
make
sure
that
we're
putting
our
strategy
together
for
that.
So
those
are
the
first
components
we
have
them
broken
out
in
a
little
more
detail
as
we
move
along
and
what
those
components
mean.
E
I
The
bucket
of
questions,
so,
first
of
all,
with
the
back
to
the
program
registration
facility,
booking
payment
system,
I,
was
reading
the
reports
where
you
don't
want
to
go
with
out
of
his
solution
and
I'm
wondering
have
you
looked
at
different
cities?
Obviously
you
always
do
Edmonton
Calgary.
They
seem
to
be
using
active
networks.
I,
don't
know
if
that's
in
or
out
of
house
it's
hard
to
tell
just
just
want
some
feedback
on
that,
because
it
seems
like
we're
driving
for
an
RFP,
but
it
I
only
see
one
player
in
town
on
this
one.
I
C
Mr.
chair
you're,
right
that
active
Canadian
is
probably
by
far
the
the
Canadian
and
the
North
American
product
of
choice.
They
are
a
product,
that's
moving
from
selling
software
licenses
like
we
currently
do
to
a
software
as
a
solution
where
they
would
host
and
process
the
registrations
and
perhaps
even
the
payments
in
a
future
world.
C
Some
of
our
community
partners
have
brought
from
New
Zealand
I
believe
an
option
that
they
are
exploring.
The
issue
with
those
as
I
mentioned
in
my
presentation,
is
that
often
they
are
not.
By
often
they
are
not
scalable
to
our
size
of
operation.
We
are
probably
one
of
the
larger
clients
for
this,
because
we
have
so
many
sites
with
so
many
varied
needs.
So
we're
right
at
the
point
of
look
at
try
to
answer
the
hard
questions
you're
asking
about
what's
out
there
and
and
how
do
we
reflect
that
in
an
RFP?
E
Chair
if
I
could
add
to
that
as
well,
the
we
put
in
in
our
new
governance
model,
gating
and
one
of
the
gating,
is
to
look
at
the
solutions
and
of
course,
I
said,
some
of
our
principles
are
mobile.
First,
in
digital
first,
we
often
always
compare
ourselves
to
other
municipalities
to
see
what
they
have,
but
we've
also
made
a
lot
of
mistakes
about
picking
things
that
other
municipalities
have
had,
because
we
pick
something
that
works
for
them,
but
it's
a
legacy
technology
and
then
we
commit
to
it
for
the
next
five
or
six
years.
E
I
Thank
You
Charles
I
appreciate
that
I
guess
where
I'm
kind
of
stuck
is
it's
a
bit
of
Groundhog
Day
around
here
we've
heard
this
for
years
about
the
issues
and,
unfortunately
you
have
to
take
the
brunt
of
it.
So
I
just
want
to
be
sure
and
I'm
still
waiting
for
that
question
of
the
answered.
Maybe
it's
when
you
can
bring
back
to
us
our
Calgary
and
Edmonton
during
those
inside
of
their
building.
I
Are
they
allowing
active
networks
to
manage
what
they're
doing
which
avoids
those
bottlenecks
in
the
crashing
systems,
because
they
do
have
the
bandwidth
that
can
scale
up
instantly?
Are
they
doing
that
now?
Because
my
understanding
was,
we
never
went
with
an
external
solution
based
on
privacy
legislation,
thoughts
around
Patriot
Act.
I
E
Well,
that
is
part
of
this
plan
is
to
first
we
have
to
figure
out
what
the
business
requirements
are,
and
then
we
have
to
go
out
and
look
at.
Who
does
that,
and
so
no
one
is
saying
we're
going
to
do
it
internally.
In
fact,
when
you
talk
about
digital
first
and
mobile
first,
it
often
means
going
outside
to
get
it
done
so.
I
I
don't
know
if
this
would
be
direction
to
staff
or
or
or
if
you
could
look
into
and
even
get
back
to
me
directly,
I'm,
not
aligned
with
that
I
think.
Actually,
if
it
can
circulated
to
members
of
the
committee
I'm
seeing
a
lot
of
nodding,
heads
I
think
it
is
of
interest
to
us,
because
we
have
to
go
through
this
twice
a
year
and
I
feel
for
Dan
and
his
job.
We're
not
servicing
the
public
because
of
financial
limitations
or
technology
limitations.
I
I
had
a
couple
other
questions
related
to
I,
don't
know
if
it's
si
53
or
si
50,
but
I'll
just
cut
right
to
it.
When
it
comes
to
our
operating
systems.
I
haven't
heard
too
much
talk
about
the
operational
side
of
things
and
what
we
deal
with
in
the
tools
we
use
with
our
you
know.
Fifteen
and
sixteen
thousand
employees
working
at
a
operating
system
we're
using
Windows
7,
it's
supported,
standard
mainstream,
supports
gonna,
have
operating
2015,
we're
gonna
be
paying
for
extended.
I
You
look
at
office
2007,
it's
mainstream
support,
ended
in
2012,
we're
paying
for
extended
support
to
2017
and
then
they're
saying
that's
it.
You
look
at
and
I
think
one
of
the
bigger
issues
is
Internet
Explorer.
It's
no
secret
Microsoft
is
saying
sorry
that
doesn't
exist
anymore.
We
never
made
that
product
and
we're
moving
to
edge.
That's
where
they're
headed
and
if
you
look
on
their
website,
they
make
it
very
clear,
January,
12
2016,
that's
it
they're,
not
supporting
any
other
flavors
of
browser,
it's
edge.
I
So
have
we
developed
a
plan
around
that
because
we're
sitting
here
essentially
two
and
a
half
three
months
away
from
January?
Well,
you
never
start
up
our
built-in
browser,
and
the
second
question
to
that
is
obviously
is
extended.
Support
costs
impact
us
have
we
done
an
analysis
and
it
has
to
be
kind
of
timely
because
the
lifecycle
is
only
six
year
windows.
Have
you
looked
to
see
what
those
costs
are
that
we're
incurring
with
the
extended
life
support.
C
I
E
E
I'm
saying
that
the
problem
isn't
new,
it
isn't
something
you're
telling
me
that
I
don't
know.
I
know
that
this
is
here
and
that's
part
of
our
transformation
plan
is
to
deal
with
those
issues
as
far
as
the
support
maintenance
and
those
sorts
of
things
we'll
figure
our
way
through
that
we
always
will
until
we
get
to
the
next
level
what
we
do
have
to
get
to
the
next
level.
There's
absolutely
right.
Microsoft
is
moving
to
the
cloud
with
their
365.
E
I
And
I
completely
appreciate
that
I
understand
when
there's
major
change
in
software
products.
Training
is
also
another
aspect
that
I
fully
I
appreciate.
All
of
that
I'm
just
saying
that
one
way
is
getting
very
short,
but
on
the
lifecycle
we're
using
office,
2007
I
mean
office
2007,
they
mainstream
support
evaporated
in
2012,
so
we
must
be
paying
a
massive
fee
for
those
extended
support.
I
Life
cycles
through
Microsoft
and
I
want
to
know,
as
a
committee
member,
how
much
we're
spending
and
what's
the
plan,
because
when
it
came
to
the
operating
system
upgrade,
we
did
far
up
to
Windows
7
that
run
now
from
XP.
There
was
a
plan
and
we,
this
committee
held
the
feet
to
the
fire
to
make
sure
what
percentage
it
was,
how
far
we
were
getting
and
when
we
got
to
the
final
15
percent
before
they
discontinued
support,
and
they
were
shutting
off
XP
forever.
We
knew
the
reasons
in
the
rationale
for
that
I.
I
B
Just
wanna,
thank
you
very
much.
Mr.
chair
I
just
want
to
echo
what
I'm,
saying
and
I
know
you
know
we
had
this
discussion
before
we
could
I
think
in
the
Canadian
industry
were
very
conservative
in
our
technology
and
the
fear
here
is
we
understand
and
we
see
all
the
cyber
attacks
and
what's
happening
and
the
implementation
at
the
city
because
we're
a
humungous,
it's
always
technology.
B
By
the
time
we
implement
and
by
the
time
we
think
we
reach
into
technology,
we
are
behind
the
technology,
so
the
innovation
and
what
we're
looking
at
best
practices
I
have
to
agree
with
you.
We
cannot
look
at
the
few
municipality.
Maybe
we
need
to
look
to
step
further,
because
sometimes
you
need
to
take
a
different
approach,
especially
an
IT
environment.
So,
before
we
move
to
any
technology,
first
of
all,
we
need
to
to
make
sure
the
implementation
is
fast.
B
To
be
able
to
manage
and
mix
them
all
together
and
be
able
to
be
user-friendly,
so
I
just
want
to
make
sure
that
I
put
this
out
because
I
mean
I
had
this
conversation
before
and
we're
really.
If
it's
going
to
take
us
longer
to
look
what
we
need
to
move,
it's
better
to
look
to
making
sure
that
this
is
the
right
technology
and
the
right
direction.
Thank
you.
D
C
Whose
chair,
of
course,
what
we
can
talk
about
right
now,
because
we
we
don't
know
what
ultimate
product
we
will
end
up
with,
but
certainly
what
what
I
learned
in
in
in
the
presentation?
One
of
the
key
things
that
we
need
to
address
is
scalability
the
ability
to
take
those
first
nights
of
registration,
those
peaks
and
be
able
to
handle
those
volumes,
and
so
the
capacity
to
do
that
is,
you
know
absolutely
critical
in
our
mind.
But
then,
of
course,
we
will
be
looking
at
other
things
that
are
top
of
mind
and
priorities.
C
The
ability
to
quickly
move
that
information
through
the
system
and
reflect
it
in
all
of
those
programs,
whether
it's
an
increase
or
it's
a
change
in
in
how
we
process
a
transaction
so
and
then,
of
course,
the
the
innovation
of
social
media
and
and
and
portable
devices,
so
that
we
catch
up
to
to
some
of
that
reality.
Those
are
kind
of
the
some
of
the
big
things
that
we're
looking
for,
but.
D
C
We
we
go
certainly,
and
the
RFP
is
a
written
it,
but
in
my
mind
we
would
certainly
be
saying
our
peak
is
five
at
least
5,000
people
trying
to
come
in
the
door
at
the
same
time,
and
so
that's
where
we
would
start
so
that
the
registration
might
experience
is
pretty
comparable
to
any
other
night
of
the
week,
the
type
of
things
so
so
that
would
be
the
ultimate
whether
we
can
achieve
that
with
a
product.
That's
on
the
market.
Now
it
remains
to
be
seen,
but
that
be
our
expectation
is
to
go
for.
C
We
understand
what
our
our
volume
of
business
is
and
we'd
be
looking
for,
something
that
can
scale
up
to
that
and
we
think,
because
it's
not
economical
to
do
it
for
eight
nights
a
week,
but
it
probably
is
economical
if
that
infrastructure
supports
other
things
and
and
is
able
to,
you
know,
be
put
put
to
use
at
other
times,
but
that
is
achievable.
So
we
need
the
right
circumstances
to
have
that
scalability
and
that's
what
we'd
be
looking
for.
I.
C
So
that
is
a
mission
critical
piece
to
that.
Now,
of
course,
the
reality
is
that
they
may
get
the
answer
that
they
program
they're
looking
for
is
full
a
lot
quicker,
because
at
the
end
of
the
day,
the
ability
to
increase
capacity
for
service
on
the
front
lines
is
is
limited
by
the
number
of
facilities
that
we
have
to
and
and
the
the
time
that
we
have
available,
but
they
won't
be
waiting
on
line
for
two
hours
to
find
out
and
we
can
move
on
to
their
second
best
choice.
D
The
time
you
know,
I
find
out
pretty
quickly
that
general
mission
for
a
Springsteen
concert
is
sold
out
within
a
couple
of
minutes
and
I
know
right
away,
so
reduces
my
frustration
map
the
the
program
to
replace
map
I'm.
Just
wondering
I
mean
we
hear
a
lot
and
since
I've
gotten
here
there
are
dozens
of
platforms
that
we
have
that
our
legacy
that
are
falling
apart.
We
desperately
need
to
replace
how
much
time
and
money
I
was
spending
currently
and
I.
E
D
D
You
I
teach
transformation,
I'm
hearing
about
you,
know,
sort
of
interdepartmental
cooperation
on
the
IT
transformation
side
who,
at
the
staff
level,
is
involved
in
discussions
who's
making
decisions
about.
You
know
what
to
present
to
council
what
direction
to
take.
What
are
the
mechanisms
that
maybe
a
more
granular
level,
the
behind-the-scenes
work
that
we're
not
seen
and
the
public
is
not
seen
sure.
E
Mr.
chair,
we
we,
when
I
came
in,
we
had
a
group
set
up
called
kit
met
and
it
it
had
a
couple
of
focuses.
It
had
a
business
focus
of
Technology
focus
and
to
align
with
best
practices
we
really
want
to
have.
That
group
is
to
have
a
business
focus
so
that
they
can
understand
what
we,
what
the
requirements
are
for
the
business
and
make
the
decisions
at
that
level.
E
So
what
I've
asked
for,
as
the
heads
of
all
the
apartments
to
send
their
there
are
either
their
second-in-command
or
someone
who
influences
the
organization,
so
they
can
have
these
business
discussions
so
they
can
have
these
conversations
around
the
table.
Today,
we
demonstrated
a
little
bit
of
that
by
having
the
departments
talk
about
their
technology
solutions
rather
than
IT
coming
in
and
giving
you
the
nuts
and
bolts
of
what's
going
on
behind
the
scenes,
what
business
problems
are
resolving
for
the
city
and
so
that
committee
we
are
going
to
kick
it
off.
E
Next
Tuesday
is
the
first
kickoff
day
and
we're
right
in
talks
now
as
to
where
that
committee
is
going
to
report
to
within
the
organization,
and
I
can
get
back
to
you
on
that,
and
that
is
how
we're
also
going
to
get
the
arty
subcommittee
involved
in
the
decisions
and
show
what's
on
the
table
and
make
sure
we've
got
your
input
coming
into
the
table.
So
now
we'll
take
again
the
principles
of
city.
First,
what
are
the
things
that
we
need
to
do
the
city?
E
What
are
the
things
that
were
more
business
online
for
the
business
will
be
concerned
about
what
it
is
that
were
to
do
for
the
city
and
the
Technology
Group
will
be.
Our
key
will
be
focused
on
how
we're
going
to
do
it
and
sometimes
in
the
past.
What
we've
had
are
people
coming
and
saying
I've
seen
this
new
shiny
thing
and
I?
Think
I
really
need
one
of
those
and
we
have
implemented
that
way
and
only
to
find
out
that
it
really
didn't
solve
the
business
requirement.
E
And
then
we
were
stuck
with
another
technology
that
we
had
to
support.
So
we're
going
to
take
a
more
cooperative
approach
between
the
two
and
I,
see
that
as
we
go
forward
as
the
technology
changes
so
quickly
as
we're
moving
out,
the
Internet
of
Things
businesses
need
to
help
to
understand,
what's
the
realm
of
possibility
and
then
they
can
go
out
and
look
at
solutions
to
have
and
we
can
implement
that
technology.
So
I.
D
Applaud
you
for
that,
for
that
approach
and
I
applaud
you
for
the
approach
that
you
take
and
second-
and
this
has
actually
been
very
helpful
and
I-
think
for
the
the
whole
committee
to
understand
the
the
work
that
you're
doing
as
we
move
forward.
You
know
I'm
sure
that
we'll
probably
get
into
a
more
granular
level
of
information,
even
with
regular
reporting,
which
Sega
is
actually
quite
nicely.
I
do
want
to
put
a
motion
on
the
table.
I
think
it's.
A
D
Just
with
respect
to
more
frequent
reporting,
I
do
have
one
more
question.
Mr.
chair,
if
I
can
beg
your
indulgence
with
respect
to
staffing
I
we're
holding
software
together,
we
are
keeping
servers
on
on
life,
support
that
need
replacement.
Those
obviously
are
not
the
best
use
of
our
staffs
time.
It's
not
where
we
want
staff
to
be
looking.
We
want
staff
were
able
to
build
the
apps
that
come
out
of
the
business
case,
decisions
that
your
committee
is
going
to
be
making
with
the
help
of
IT
subcommittee.
D
E
Mr.
chair,
it's
a
good
question.
We
do
have
a
lot
of
legacy,
we
do
have
people
taking
care
of
legacy
applications
and
we
need
to
to
move
to
that
sort
of
cloud.
How
do
you
build
those
kind
of
applications?
The
people
that
we
have
are
very
well
trained
in
computer
science,
computer
engineering,
they
have
for
six
years,
seven
years
of
that
kind
of
training
technology,
and
it's
relatively
easy
for
them
to
make
that
transition.
E
We
do
need
to
invest
in
your
training
and
you
need
to
make
sure
that
they
have
time
to
train
and
learn
the
new
technologies.
But,
more
importantly,
we
need
to
alleviate
them
from
the
old
technologies
that
they're
forced
to
support.
So
we
need
to
look
at
the
legacy
technologies
and
to
eliminate
as
many
of
those
as
we
can,
so
that
we
can
move
on
with
the
new
I
think.
That's.
G
G
Are
you
or
is
it
some
other
way,
because
one
of
the
problems
you
say
is
the
shiny
new
things
we
had
that
happen
in
OC,
Transpo
causes
all
sorts
of
grief
the,
and
there
is
a
tendency
for
people
to
see
something
happening
well,
whether
it's
how
they
do
they're
independent
in
Calgary,
which
is
we've
met,
I,
remember
the
committee
here:
it's
not
necessarily
the
best
it
might
be.
So
is
there?
Is
there
some
it?
Was
this
committee
going
to
create
that
way
of
approval,
or
does
it
have
to
get
up
to
the
city
manager?
Who?
E
J
Councillor
previously,
the
kid
MIT
group
was
making
recommendations
formulating
the
IT
roadmap
that
was
considered
and
ultimately
directed
by
the
senior
management
and
the
executive
committee.
So
I
know,
Charles
is
working
on
a
revised
governance
structure
that
he's
discussing
with
the
city
manager.
I
am
assuming
at
some
point
that
you
know,
notwithstanding
this
transition
to
this
new
new
role
for
the
kid
meant
to
receive
it,
that
the
senior
management
and
executive
would
still
be
involved
in
oversight
of
the
IT
roadmap
and
at
the
committee.
So.
G
What
is
that
new
revenue
structure
is
put
together?
I
guess
we'll
get
a
report
on
that
later
on,
okay,
I
think
it's
necessary.
I
think
there's
been
other,
that
we
still
have
the
silos
and
that
committee
could
actually
say
somebody.
Then
this
legacy
one:
it's
not
it's
not
so
fit
anymore,
you're
changing
it
and
if
the
department
says
no,
you
can't
change
that.
That's
that
can
be
overruled
right.
E
G
In
the
policy
of
doing
this,
we
have
had
apps
done
by
the
city
and
apps
done
by
outside
people,
using
our
open
data
system
and
things
like
this
they're
going
to
be,
and
you
talked
about
using
more
private
business
and
everything
else
which
I
agree
with.
We've
got
lots
of
Technology
help
in
this
city
and
elsewhere.
Is
that
going
to
be
part
of
the
whole
policy
framework
and
men
and
government
system
that
you
bring
in
and
how
they?
How
we
connect
with
business
as
opposed
to
doing
it
on
madhawk
basis,
which
what
happens
now
right.
E
Now
again,
I'm
also
going
through
the
organizational
changes
and
trying
to
get
those
approached
as
well.
One
of
the
areas
that
I'm
proposing
is
an
innovation
group
to
deal
with
exactly
those
issues
working
with
the
industry
looking
at
what's
out
there,
and
it
will
always
be
a
combination
of
city
employees
doing
applications
as
well
as
external
businesses.
We've
moved
a
lot
to
partnering
with
businesses,
but
they'll
always
be
that
combination
between
city
staff
and
and
moving
network
I.
E
It
is
integration
to
which
our
stuff
we'll
be
looking
at
as
we
bring
in
other
applications.
We
want
to
make
sure
or
that
that,
for
example,
we
don't
have
you
know
150
billing
systems,
so
because
each
application
on
the
web
would
have
their
own
and
we
would
want
to
say
no.
We
we
have
one
two
or
three
here
in
the
city
and
and
we
would
make
sure
that
we
integrate
those
into
our
technologies
and
I.
Think
those
do
the
other
counselors
needs.
F
G
And
the
recreation
things
all
the
information
you
get
from
me
from
the
mass
chaos
of
of
the
bookings.
Are
you
taking
that
to
come
up
with
things
that
you
could
change
where
you
do
the
various
program
is,
why
not
find
out
that
people
say
that
within
ten
minutes,
every
preschool
program
in
rich
grab
center
is
gone
and
they're
having
to
go
to
Orleans
or
something
that's
starting
to
happen?
G
C
Sure
and
yes,
the
current
system
does
have
its
limitations
in
terms
of
how
quickly
it
can
give
us
that
kind
of
information,
although
when
we
do
end
up
on
register
on
the
peak
registration
nights
with
classes
that
have
waiting
lists,
that
our
staff
are
very
quick,
the
next
day
to
add
classes
and
call
the
people
on
those
waiting
lists
to
do
that,
if
that's
possibly
possible
within
the
building.
Because
a
lot
of
this
is
often
pool
based
programming,
it
helps
to
have
eight
lanes.
C
G
There's
some
limitation
I've
also
been
told
people
don't
know
how
to
get
around
this
one.
When
the
pitcher
blame
the
pool
and
the
open
pool
was
closed
and
they
all
went
to
rich
craft,
a
lot
of
them
are
not
going
back
if
they
like
the
rich
craft
facility
better,
which
puts
an
extra
pressure
on
that
facility.
Do
you
have
in
your
when
they're
due
bookings
of
things?
Can
you
see
the
relative
impact,
the
things
then
this
is
swim.
Clubs
and
things
to
which
take
quite
a
lot
of
time.
G
I
must
say:
I
know
that
that's
still
bad
at
registration,
but
it's
better
than
it
was
five
years
ago.
The
new
counselors
don't
know
how
bad
it
used
to
be.
It
was
much
much
more,
so
any
improvement
in
there
is
going
to
be
very
much
wanted.
The
other
thing
is
on
the
planning.
Is
this
new
system
going
to
get
rid
of
all
those
paper
copies
of
plants?
I
mean
there's
a
huge
cost
involved
for
a
bill
for
people,
doing
them
having
to
redo
65
85,
copies
of
plans
again
and
again
circuiting.
G
K
G
G
That
I
can
all
remember
the
public
can
then
just
go
and
say
this
application
click
here
and
just
like
the
dev
app
syncs,
all
the
reports
are
there,
that's
exactly
what
we
hope
it
will
do,
and
so
this
will
all
be
integrated
into
the
whole
system,
because
you're
doing
a
citywide
operation
are
not
an
individual
planning.
You
can
are
you
if.
F
G
E
E
Well,
they'll
be,
and
it
depends
on
what
your
definition
of
a
cloud
is,
but
it
will
definitely
be
those
sorts
of
digital
first
mobile
first.
So
we
don't
we're
not
looking
to
have
a
lot
of
paper
or
and
we're
looking
that
you
should
be
able
to
point
to
somebody
and
say:
here's.
The
information
go,
get
it
and.
E
E
G
G
We
don't
hear
enough
about
what
all
the
problems
are.
I
know:
I
had
a
very
good
meeting
with
you
and
with
Donna.
That
I
was
really
impressed
with
the
process
that
you're
going
through
and
and
that
everything
is
being
integrated,
which
is
so
critical
right,
and
so
we
would
be
getting
regular
reports
on
that.
Then
I
think
there's
a
motion
to
that.
I
would
support
that
Thanks.
A
I
Yeah
I
got
too
fired
up
in
the
first
part,
so
I'll
make
this
a
quick
question:
pet
registration
systems
and
the
pet
licensing
elements.
I
know
we
did
a
great
job
on
the
ice
portion
of
it
and
towards
the
end
of
the
last
last
term
of
Council.
There
was
a
big
push
on
the
pet
registration
components
and
it
kind
of
got
left
in
the
wayside,
because
I
know
there
were
some
technology
changes.
A
restore
ever
gonna
move
ahead
on.
That
is
that
something
we're
gonna
do.
H
I
A
Too
bad
the
media
weren't
here
to
hear
that
song
anyway,
okay
I
have
a
couple
of
questions.
In
the
previous
terms,
eternal
council,
council,
council
or
sorry
committee
was
formed,
kidnapped
to
assess,
approve,
reject
proposals
and
initiatives
and
to
implement
them
and
in
miss
Gray's
report.
She
refers
to
the
web
governance
committee.
Is
that
separate
from
me
from
the
business
/
IT
implementation
group?
Or
is
it
the
same
body.
H
Mr.
chair,
the
web
governance
committee
has
kind
of
a
multiple
mandate.
One
is.
It
looks
at
to
make
sure
that
all
of
the
compliance
of
policy
and
legislation
that
we
have
on
the
website,
as
people
put
content
and
applications
onto
that
website,
we
want
to
make
sure
it
meets
our
accessibility
criteria,
our
language
and
bilingualism.
H
Privacy's
we've
been
working
with
all
of
those
statutory
groups
to
develop
a
compliance
program,
so
part
of
that
is
establishing
that
and
really
looking
at.
How
do
we
control
that
and
manage
that
make
sure
that
our
departments
and
our
content
are
complying
with
that
as
well?
There
is
a
piece
which
the
digital
strategy
will
feed
into
as
well
around.
What
are
those
priority
directions
that
we
think
from
a
web
perspective?
H
We
want
to
do
the
new
look
and
feel
the
new
functionality
that
we
want
to
be
able
to
create
on
the
web
the
web
priorities
of
content.
That
departments
will
bring
forward
which
may
just
be
publishing
if
any
of
those
have
a
direct
technology.
Not
all
of
them
do.
Some
of
them
are
just
things
that
we
can
do
with
existing
resources
within
service
Ottawa.
If
they
have
a
technology
or
build
component
they're,
an
input
to
the
governance
process
that
Charles
is
speaking
to
in
terms
of
setting
those
priorities
and
they'll
have
to
balance
priorities.
H
A
J
Chair,
if
I
could
so
the
they're
separate
but
they're,
both
the
recommendations
coming
out
of
the
web,
Governance
Committee
will
feed
into
the
IT
roadmap
developed
by
kit
MIT
and
that
will
be
elevated
to
the
or
escalated
to
the
senior
to
the
executive
committee
for
ultimate
consideration
and
approval.
So
they've
been
continued
son.
E
You
have
accessibility
so
as
we
go
through
developing
a
product
in
going
through
this
Governance
Committee,
one
of
the
gates
before
you
can
get
through
is
have
you
complied
with
Donna's
group
with
that
common
look
and
feel
so
we're
very
well
integrated,
because
it's
it's
part
of
you
can't
get
past
it.
It's
there
in
the
in
the
group,
but
Donna
has
other
activities
that
she
has
to
take
care
of
as
well.
On
top
of
that,
okay,
that
make
sense
it.
J
Executive
committee
is
not
executive
committee
I'm.
So
that's
that's
the
third
committee
that
I'm
referring
to,
though,
okay,
that
the
information
from
as
Charles
was
saying
this
gating
system
information
feeds
from
the
web
Governance
Committee
kit,
MIT's,
dealing
with
information,
that's
consolidated
and
ultimately
is
escalated
to
the
executive
with
respect
to
approval
of
the
of
the
plant,
the
the
IT
world
mapper
plan
sole.
E
Dillan
cross
silos
is
the
IT
Governance
Committee,
so
and
and
Donna's
requirements
will
be
part
of
that
committee.
So
the
only
the
committee
that
you
have
to
look
at
for
projects
being
approved
and
where
we're
going
is
that
it's
it's
it's
a
business
IT
governments,
governance
committee,
which
is
the
kit
met,
and
it
will
report
up
to
executive
committee,
all
right.
A
E
A
So
nothing
committee
is
proposed
yet
has
been
rejected,
entity
absolutely
okay
or
in
the
governance
report
at
Council
we
have
the
section
that
says
many
members
suggest
so
many
members
council
suggested
the
primary
reason
the
subcommittee
was
not
as
effective
as
it
wanted
to
be.
Was
a
day
received
information
about
specific
cuoco
technology
initiatives
only
after
they
had
already
been
approved
by
staff
members
were
not
presented
with
the
projects
that
were
rejected
by
management.
A
So
this
is
something
that's
supposed
to
be
addressed.
According
to
resolutions
of
Council
passed
a
governance
review.
That
means
we
need
to
comply
with
it
and
it's
no
longer
an
option.
It
stopped
being
an
option
that
a
count
approved
so
in
that
that
the
reason
council
approved.
That
is
that
it's
important
that
we
know
the
state
of
each
of
our
objectives,
the
state
of
compliance
requirements,
and
it's
important
that
we
know
then
how
resources,
including
money
and
FTEs,
are
allocated
so
that
isn't
here
yet
for
us.
D
Thank
You
mr.
chair,
my
idea
was
to
bring
a
motion
to
the
table.
This
has
been
extremely
helpful
in
terms
of
a
chance
to
have
a
rich
discussion
with
our
staff
around
the
items
that
we
identified
in
the
governance
review
and
the
items
that
were
identified
in
strategic
initiatives,
I'd
like
to
formalize
the
process,
essentially
for
frequent
reporting
and
and
the
opportunity
to
have
these
discussions
institutionalize
it.
D
A
And
it's
important
to
note
too
that,
as
we
we
dealt
with
in
the
land,
Development
Corporation
and
sometimes
what
staff
rejects
is
just
as
significant
as
what
it
moves
forward
with,
and
we
are
responsible
for
that.
Even
if
you
do
it
right,
so
we
we
need
to
know
this.
So
is
there
any
debate
on
that
ocean?