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From YouTube: Information Technology Sub-Committee – December 4, 2015
Description
Information Technology Sub-Committee meeting – December 4, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
The
Soria.
The
first
item
is
declarations
of
interest:
no,
no
okay,
but
not
interested
okay,
confirmation,
minutes,
October,
24th,
meeting
okay
and
we
have
two
items
and
they're
both
held,
so
that's
good,
we'll
get
right
into
it.
So
next
item
on
our
agenda
is
a
city's
draft
2016
budget.
This
draft
budget
provides
prudent,
predictable
foundation
from
which
the
City
Council
can
continue
to
invest
in
and
build
a
city
that
is
affordable,
caring,
sustainable
and
prosperous
for
all
residents.
A
A
So
we
won't
members
of
the
public
have
an
opportunity
to
speak
here
today
and
at
other
standing
committees,
boards
and
commissions,
City
Council
will
consider
the
2016
draft
budget,
as
December
9th
meeting
as
chair
of
the
IT
subcommittee
I'm
pleased
to
see
that
this
draft
budget
provides
the
needed
investment
to
protect
and
renew
our
core
IT
services.
Council
has
identified
digital
service
delivery
as
a
key
strategic
priority
for
the
term
of
council.
Digital
service
delivery,
however,
requires
a
robust
infrastructure
to
support
it
like
any
other
kind
of
infrastructure.
A
Our
IT
network
requires
regular
investment
to
support
renewal
and
growth.
For
that
reason,
I'm
pleased
to
see
significant
investments
in
IT
infrastructure,
renewal
kated
over
the
next
four
years.
These
are
needed
investments
and
I,
look
forward
to
hearing
the
details
from
staff
and
to
hearing
from
counselors
and
others
on
this
important
issue.
So
without
further
ado,
I'd
like
to
ask
our
chief
information
officer
to
begin
the
presentation.
B
B
B
So
if
we
get
to
the
agenda,
we're
just
going
to
do
an
overview
of
some
of
the
information
technology
budgets,
what
we're
doing
so?
If
you
look
at
the
next
slide,
we
have
infrastructure
in
telecom,
so
the
city
is
actually
a
fairly
large
infrastructure
platform.
We
I
think
we
are
as
I
look
at
it.
It's
very
big.
We
we
perform
a
lot
of
duties
here.
B
Facilities
is
quite
a
big
job,
so
350
connections
to
major
data,
centers
400
physical
servers
over
a
thousand
connected
buses
like
para
Transpo,
so
each
one
of
those
buses
are
like
a
little
network
all
in
their
own
all
connected.
We
have
49
PBX
phone
systems
throughout
the
city
and
we
have
2300
telephone
lines
and
we
also
do
payment
card
industry.
B
So
it's
PCI
and
data
security
standard
compliance.
These
are
very
important
things
to
make
sure
that
we
pass
our
compliance
and
we
just
passed
our
compliance
this
year
for
PCI
using
credit
cards,
so
we're
very
proud
of
that
that
we
were
able
to
get
through
that
and
get
certified
applications
and
devices.
B
If
you
look
at
applications
and
devices
there's
for
enterprise
platform,
so
these
are
things
that
everybody
in
the
city
typically
uses,
and
we
have
to
support
that
for
everybody,
no
matter
where
you
are
so
things
like
si
P,
we
have
many
systems
that
roll
up
to
sa
PA
many
organizations
that
use
it.
We
have
180
Suites
of
business
applications,
so
some
kind,
some
old,
but
there's
180
Suites,
which
represents
inside
of
those
hundreds
more
applications.
B
We
have
16,000
computers,
laptops
mobile
devices,
eleven
thousand
email
accounts
and
what's
interesting
on
the
email
accounts,
is
that
we
stop
about
forty
five
percent
a
month
of
incoming
emails
that
are
either
spam
or
malware
so
things
that
never
get
to
your
desktop
or
you
never
see
through
devices
that
are
running
24/7
to
stop
all
this
malware.
So
of
the
five
point,
six
million,
almost
half
of
that-
is
just
over
5.6
million
malware
detected
and
stopped
in
five
months.
B
Since
2001
our
network
users
have
grown
from
eight
thousand
roughly
to
over
twelve
thousand.
We've
had
a
city
growth
of
FTEs
of
about
eighteen
for
a
teen
percent
and
we've
had
a
decline,
an
FTE
resources
for
IT
of
about
six
point,
seven
percent,
so
as
the
city
starts
to
grow
as
the
devices
grow
as
the
amount
of
things
that
we
connect
to
the
networks,
IT
is
going
the
other
way
to
down
about
six
point.
B
Seven
percent,
so
that's
been
a
historical
trend
for
IT,
but
today
ninety
percent
of
the
staff
is
dedicated
to
keeping
the
city
running
through
technical
support
and
maintenance
through
infrastructure
applications,
software
and
devices,
and
ten
percent
of
the
staff
roughly
is
working
with
clients
on
implementing
new
projects.
So
these
are
just
historical
data
that
we're
turning,
of
course,
the
other
way
to
make
sure
that
we
keep
up
with
the
city.
C
On
the
capital
side,
as
the
chair
mentioned,
we
did
get
a
significant
investment
this
year
of
an
additional
3
million,
brings
our
capital
over
four
point.
Eight
to
five
and
I'll,
give
us
a
good
envelope
to
really
kickstart.
The
renewal
of
our
infrastructure
include
and
and
keeping
the
course
safe
and
secure
it's
one
of
our
major
focus
for
2016.
C
B
2016
we're
going
to
use
that
three
million
to
go
back
and
stabilize
the
core
to
make
sure
that
we
have
a
stable
infrastructure
to
build
on
and,
of
course,
seventeen
and
eighteen
we're
looking
at,
of
course,
growing
and
stabilizing
of
that
infrastructure,
but
also
planning
to
implement
new
things
going
forward.
So
you
can't
really
implement
many
new
things
without
having
a
secure
and
strong
infrastructure.
We're
also
looking,
of
course,
to
putting
our
plans
together.
B
We
we
have
plans
to
move
to
the
cloud
as
we
like
to
refer
to
it,
but
we
can
get
into
that
in
a
couple
more
slides.
Where
we
talk
about
what
we're
in
the
club,
we
also
are
going
to
focus
on
2016
to
reduce
the
amount
of
legacy
infrastructure
that
we
have
and
will
be
looking
for
support
for
that
going
forward
on
the
on
the
cloud
we
have
many
questions
about.
Are
we
moving
to
the
cloud
and
there's
there's
many
ideas
behind
the
cloud.
B
We
look
at
cloud
as
software
as
a
service,
so
I
know
some
of
the
new
applications
that
are
going
through.
One
of
the
gates
that
they
will
go
through
is
to
look
to
see
if
there's
a
better
way
of
doing
it
than
in-house
to
look
out
other
suppliers
that
they
can
provide
that
kind
of
service
for
us
infrastructure
as
a
service
things
like
maintaining
your
servers,
heating,
air
conditioning,
you
have
to
heat
them,
air-conditioned
them
have
UPS's.
You
have
to
take
time
to
spin
them
up
in.
In
most
cases,
we
have
to
procure
it.
B
It
takes
potentially
months
to
procure
things
and
if
we
outsource
or
use
it
as
a
partner,
it's
Kolk.
It's
referred
to
as
colocation
some
people
like
to
say
it's
the
cloud,
but
it's
basically
having
your
data
center
hosted
by
someone
else
like
a
big
major
company.
They'll
tell
us
Roger's
those
folks
that
that
are
involved
with
that
and
then
have
a
dedicated
line
back
to
the
city.
So
we
are
looking
at
that
at
2016.
There's
a
major
study
on
the
way
right
now
and
I
team
in
not
if
it
is
possible.
B
B
So
again,
the
connected
city
means
we
need
to
have
a
strong
foundation
and
again
2016
money
that
we've
got
will
be
put
into
addressing
the
aging
IT
infrastructure
and
it's
ensure
a
stable
environment.
We
want
to
do
some
maintenance
on
the
software
and
hardware
needed
to
deliver
the
services
and
support
the
IT
transformation,
so
we'll
be
getting
ourselves
in
a
good
position
in
2016
to
do
that,
and
that's
the
end
of
the
presentation.
A
B
A
B
D
D
E
F
At
the
ruff
subtit
subcommittee
meeting,
yet
we
were
directed
to
report
back
on
some
of
our
costs
around
the
enterprise
operating
systems
and
an
Associated
Microsoft
tools.
So
this
short
presentation
will
write
an
update
on
that
in
terms
of
the
enterprise
computing
environment.
There's
a
we
have
standard
agreements
with
Microsoft.
We
have
included
as
a
support.
Some
Microsoft
provides
various
levels
of
support
for
their
products
as
they
go
through
their
product
lifecycle.
F
They
provide
mainstream
us
a
port
for
five
years
and
or
two
years
after
the
the
successor
product
or
the
next
version
of
a
product
has
been
at
least.
Whichever
is
longer.
There
is
an
option
for
extended
support,
which
is
available
for
five
years
following
the
the
traditional
mainstream
support
or
for
some
incremental
periods.
F
After
those
accent's
work
period
is
over,
there's
an
option
to
purchase
additional
support
with
at
a
cost
the
city
which
which
traditionally
will
not
do
and
have
not
done
for
these
products,
so
we're
currently
operating
within
all
the
means
true
and
extended
support
windows
for
the
microsoft
products.
So
we
are
currently
working
within
standard
Microsoft
support
windows.
F
In
terms
of
the
strategy
across
these
various
of
components
that
this
chart,
that
kind
of
provides
a
view
of
the
various
components
involved,
the
current
versions
and
our
anticipated
upgrade
cycle.
So
you
see
in
the
first
column,
things
such
as
the
web
browser,
Internet,
Explorer
productivity
tools
such
as
the
office
suite
Microsoft,
Word,
PowerPoint,
the
operating
system,
the
the
server
software
and
then
the
messaging
system,
or
the
email
system
that
we
use.
F
So
the
the
current
versions
are
currently
within
those
standard
and
support
windows,
the
third
column
there
you
can
see
that,
when
the
extended
death
support
ends
for
those
various
products,
the
earliest
one,
which
is
the
office,
2007
productivity
tools
being
toe
birth,
2017,
the
others
are
going
out
to
to
early
2020.
So
as
we
develop
our
plans
and
strategies
here
were
incorporating
those
days
and
it
was
those
requires
into
our
plan
at
the
same
time
respecting
industry,
best
practices,
in
terms
of
when
you
should
upgrade
when
we
should
adopt
new
technologies.
F
It's
not
in
your
best
practice
to
move
too
quickly
to
these
new
technologies.
Typically,
large
enterprises
wait
until
after
there's
been
an
at
least
one
significant
service
pack
by
the
organization,
which
means
has
gone
through
a
fair
bit
of
public
testing,
public
use
and
some
use
of
small
organizations
and
has
been
bedded
tested
and
then
that
past
June
up
created.
So
typically,
we
we
leg
somewhat
product
introduction
days,
but
we
always
move
up
within
those
windows.
So
a
current
active
work
is
really
productivity.
F
F
The
productivity
tools
and
the
you
know
system,
is
that
the
city's
IT
ecosystem,
that
is
a
suite
of
applications
that
runs
the
business
of
the
yes
ideon
supports.
All
of
our
business
partners,
are
very
integrated
with
thee.
The
email
systems
are
so
many
other
productivity
tools
and
that
they
they
have
some
some
Titan
racism
to
generate
emails
automatically
and
sent
those
out.
So
we
need
to
be
aware
of
those
patients
and
those
dependencies
as
we
plan
these
these
upgrades
so
that
they
can
be
appropriately
tested
and
any
modifications
are
done.
B
F
Mr.
chair,
it's
a
those
tools,
but
it
also
does
bring
some
different
capabilities.
Office
365
does
have
what
Microsoft
refers
to
as
a
cloud-based
version,
so
that
you
can
make
use
of
the
the
productivity
tools
that
we
use
today
in
a
cloud-based
architecture.
You
can
also
have
a
traditional
on-site
architecture
around
those
tools.
It
brings
a
tighter
integration
and
collaboration
capabilities
amongst
the
various
tools.
So
so
it's
an
extension
of
that
product
suite
to
move
it
along
and
particularly
the
collaboration
area.
It's
also
brings
opportunities
and
how
you
actually
implement
an
architect
biggest
solution.
So.
E
F
E
Have
to
see
that
I'm
really
happy
to
see
this
chart.
Cuz
I
didn't
had
no
idea
when
everything
was
running
out
until
until
this
came
forward,
so
it
gets
us
at
least.
We
know
you're.
On
top
of
it
and
we'll
be
getting
things
done
before
we
run
out
of
having
support,
we
need
yeah,
which
wasn't
always
the
case
in
the
past.
So
thank
you
for
that.
C
F
Without
that
information
future
mr.
chair,
so
right
now,
there's
as
pension
that
there's
person
180
active,
Suites,
we've
recently
retired
forty-six
over
the
past
over
the
past.
Sixteen
eighteen
times
we
have
retired
forty-six.
Other
patients
that
were
either
could
be
merged
with
other
ones
were
no
longer
needed
by
the
city.
F
So
we
are
actively
using
the
best
practice
model
to
evaluate
all
of
our
applications
where
they're
only
life
second,
when
they
need
to
be
dealt
with.
Of
course,
we
need
support
and
and
and
work
with,
the
other
business
areas
to
retire
those
and
have
them
either
absorb
that
work
or
move
that
work
to
other
areas
which
requires
new
systems
or
modifications
resistant
systems
to
take
that
that
work.
So
we
be
looking
for
a
support
as
we
move
forward
through
that
as
cycle
2
to
actively
deal
with
the
retiree.
These
various
applications.
B
It's
also
critical
for
those
applications
that
we
do
retire
them.
If
we
want
to
move
on
with
new
new
applications,
they
are
holding
us
back
from
implementing
new
technologies.
We
have
to
hold
on
to
all
systems
to
run
them
that
aren't
capable
of
running
the
new
ones,
which
also
increase
the
cost,
so
we're
we're
very
anxious
to
to
retire
them
as
quickly
as
we
can.
Thank.
C
F
B
Have
that
conversation
yesterday
with
one
of
your
colleagues
and
we've
put
that
up
on
the
on
the
up
higher
on
the
list
to
look
at
and
I.
Think
there'll,
be
somebody
coming
along
in
the
next
couple
of
months
to
take
a
look
at
that
and
I
think
it
needs
to
be.
It
is
one
of
the
legacy
ones
it
is
on
the
list,
but
I
think
it
may
need
to
be
removed
or
replaced
sooner
than
later,.
C
G
Thanks
mr.
chair
the
button
bings
now
I,
don't
think
the
same
delegations
No.
Thank
you
very
much
for
the
the
presentation
on
the
budget.
Obviously
you're,
looking
at
something
like
695
thousand
dollars
in
efficiencies,
which
I
assume
is
the
13
percent,
that
most
of
the
departments
have
been
asked
to
find
in
their
their
back-end.
How
are
you
going
to
achieve
that?
You
know.
B
That
is
correct.
Mr.
chair,
we,
it
is
the
695
and
the
way
we're
going
to
achieve
that
is
through
reducing
your
legacy
systems.
The
support
on
those
legacy
systems
will
give
us
some
relief
and
as
well
as
changing
our
support
model,
so
there'll
be
about
to
help
desk
there'll
be
a
lot
more
self-serve.
So
when
people
forget
their
passwords,
there'll
be
there'll,
be
an
automatic
password.
G
There
anything
that
would
be
public
facing
where
residents
are
interacting
with
us
through
ite.
That
would
be
affected.
No,
no,
the
and
it's
it's
interesting
I
mean
a
new
self-serve
model.
A
little
bit
less
hand-holding
I
was
struck
in
the
presentation.
10%
of
your
staff
right
now
are
working
on
client
client
projects
he's
moving
some
of
that
staff
time
into
away
from
a
lot
of
hand-holding.
A
lot
of
like
in-depth
work.
Does
that
help
free
up
some
of
that
staff
to
to
begin
working
on
new
transformation
projects?
G
B
Mr.
chair,
that's
exactly
the
intent.
If
we
can
get
rid
of
these
legacy,
applications
get
them
working
on
new
things.
If
we
can
move
infrastructure
as
a
service
to
a
provider,
and
so
they
do
it
for
us,
we
just
call
them
and
ask
them
to
spend
something
up
or
turn
up
some
more
air
conditioning.
We
don't
have
to
do
it.
We
can
use
those
staff
to
go
and
develop
new
technologies
same
thing
with
people
with
the
help
desk.
B
G
I
know
you've
got
some
plans
to
start
hearing
from
our
IT
staff
on
what
some
of
those
creative
ideas
might
be.
The
the
transformation
that
we
are
you
know
we've
directed
the
IT
folks
to
to
undertake.
Are
you
funded
to
the
level
necessary
to
get
us
where
we
want
to
go?
I
mean
there's
a
nice
three
million
dollar
capital
investment
this
year
and
then
our
capital
investment
in
IT
is
flat.
G
B
Right
now,
the
benchmark
is
usually
three
point:
six
percent
of
the
city
budget
and
we're
about
2.2
right
now.
So
there
is
a
gap,
but
again,
even
if
you
tried
to
bring
it
up
to
three
point.
Six
right
out
of
the
gate
there'd
be
no
way
that
I
could
spend
that
money
efficiently
and
do
the
right
thing
with
it.
So
it
would
better
to
be
stage
it
in
over
a
few
years
to
get
us
to
that
level.
So.
G
Obviously,
I
probably
on
everyone
on
the
committee's
mind,
the
security
audit,
the
the
other
general's
report.
Recently,
you
know
it
speaks
to
the
need
for
some
significant
investment
into
managing
our
IT
risk.
Do
you
see
this
budget
as
an
opportunity
to
start
doing
that?
Whether
what
kind
of
budget
implications
does
that
have
this.
B
Year's
budget
definitely
has
has
enough
to
start
doing
that.
So
the
first
thing
we
need
to
do
is
plan
for
the
policies
in
place
and
then
plan
out
how
we're
going
to
do
it.
So
this
this
year's
budget
gives
us
the
opportunity
to
do
that
and
then
gives
us
the
opportunity
to
plan
and
come
back
with
the
requirements
for
1718
of
what
would
meet
my.
G
Final
question,
for
you
was,
you
know:
I
am
struck
again
by
that
number
180
Suites
of
applications
which
contain
as
say
hundreds
of
individual
applications
within
those.
How
costly
is
that
to
maintain?
You
mentioned
that
you're
beginning
to
retire
some
of
the
old
legacy
applications.
How
is
that
work
proceeding?
Is
it
is
it
proving
challenging?
Is
there
anything
that
this
committee
can
do
to
help
make
sure
that
those
old
legacy
applications
begin
to
disappear,
because
I
can't
imagine
how
much
it
costs
us
to
put
the
duct
tape
and
bubble
gum
around
some
of
those
it.
E
Thank
You
mr.
chair,
the
just
following
through
on
what
the
council
like
flipper,
was
saying
the
I
found
like
five
or
six
years
ago.
We
did
a
five-year
roadmap
for
technology
and
for
the
city,
and
then
we
did
have
sub
one
for
OC
Transpo
to
try
to
start
survey
and
say,
and
it
seems
to
have
followed
a
bit
by
the
wayside
if
I
can
put
it
that
way.
So
what
I'm
looking
at
is
I
know
what
you're
working
on
as
a
plan
to
do
their
transformation
from
what
you've
been
saying.
E
Are
we
going
to
be
getting
some
sort
of
a
five-year
or
whatever
the
particular
time
is
best
to
do
it?
I,
don't
think
she'll
be
determined
council
by
the
way
it
has
to
be
what
we
have
to
do.
That
will
show
what
we
can
do,
which
is
includes
trying
to
centralize
the
technology.
So
we
don't
have
different
things
happening
all
over
the
city,
which
I
know
does
happen
now,
and
we
don't.
We
have
some
way
of
of
controlling
the
applications
to
make
sure
they
all
work
together.
E
B
Yes,
mr.
chair
agree,
100%,
and
we
will
be
coming
back
with
that
I'm,
not
a
big
believer
in
five-year
Road
plan
or
roadmaps
and
IT,
because
by
the
time
you
get
to
the
third
year,
the
the
fourth
and
fifth
years
completely
changed
them
more
into
a
three
year
time
span
and
then
trying
to
make
those
things
happen
to
move
forward.
So
we
will
be
coming
forward
with
that.
I
think
we
are
starting
already
again
this
year,
we're
putting
the
organization
in
place
to
make
it
happen.
B
So
you
know
you
were
referring
to
integrating
all
the
software.
That's
a
key
component
of
what
we
need
to
do.
So
you
need
an
architecture
team
to
do
it
and
we're
putting
that
team
together
to
make
sure
that
we
we
can
do
it
that
when
we
select
another
application,
it
isn't
a
one-off
application.
That
requires
a
whole
bunch
of
support.
It's
something
that
works
within
the
environment
that
we're
in
we're
also
moving
into
a
very
new
era
in
technology.
B
It's
it's
I
think
it's
never
been
more
complicated
than
it
has
now
in
moving
as
fast
as
it
has
now.
When
we've
gone
from
a
traditional,
hierarchical
development
of
application,
software
to
a
very
networked
organization
and
what
I
mean
is
you
can
have
a
server
somewhere
halfway
around
the
world
and
your
app
could
be
somewhere
else
and
you
could
be
linking
various
apps
and
an
example
often
uses
uber
uber
uses
three
or
four
apps
that
are
legal
apps
to
create
a
solution.
And
we
have.
B
We
see
everybody
using
off-the-shelf
apps,
like
Google
Google,
Maps,
PayPal,
SMS
messaging,
to
come
up
with
solutions,
and
we
have
to
move
that
way
as
well.
If
we
want
to
develop
applications
and
move
quickly
and
our
architecture
has
to
support
it
and
that's
one
of
the
key
reasons
to
look
at
getting
rid
of
legacy
applications
so
to
to
answer.
That
was
a
little
long-winded.
But
to
answer
that,
we
want
to
come
back
and
q1
and
show
those
plans
of
how
we're
going
to
do
that.
Whether.
E
They
had
a
couple
of
new
industries
this
week
to
where
their
openings,
and
one
of
them
has
a
system
where,
if
you
have
a
small
room,
it
actually
is
a
psycho
screen
on
every
role
which
moves
you
can
move
it
around
and
you
use
your
iPad
to
put
idea.
It's
a
thinking
rule
no
take
a
look
at
it
sometime
because
it's
a
quite
as
for
trying
to
get
all
the
people
to
accept
how
this
works,
to
get
all
the
different
ideas
that
are
involved
in
it.
E
It's
it's
a
way
of
a
new
way
of
having
a
think
tank
in
a
way
right.
There's
some
interesting
stuff
happening
out
there,
so
I
think
it
would
really
help
what
you're
doing
and
again
bringing
in
other
managers.
I
think
one
of
the
problems
has
been
that
individual
managers
sort
of
see
what
they
want
and
ask
and
get
it
without
actually
seeing
if
it's
integrated
into
it.
So
it's
part
of
what
I'm
talking
about
is
not
just
a
roadmap
but
I.
E
I
really
would
like
to
see
how
you're
doing
that
part
of
it,
because
I
think
it's
going
to
make
huge
headwater
into
in
what
we're
doing
and
I
know
that
you're
in
touch
with
our
local
industry,
so
I
think,
can
loan
or
support
what
you're
doing
and
help
to
grow
our
industry
here,
which
is
jobs
in
Ottawa,
as
well
as
improving
our
operation
of
the
city.
So
I
really
would
like
to
see
as
Clan
goes
on,
how
we
might
work
on
that.
Absolutely.
E
My
final
question
is:
I
know
that
in
talking
to
people
they
say
really.
An
IT
department
should
be
50%
on
keeping
things
going
and
50%
on
planning
for
future
you're
at
ninety
ten
and
now
you've
said
you're
going
to
gradually
move
away
from
that.
But
is
your
plan
going
to
be
show
us
how
you
can
move
towards
more
in
that
type
of
thing?
So
we
actually
do
become
cutting-edge,
ottawa's,
a
high
tech
city,
and
we
should
be
cutting
edge
for
the
rest
of
the
country,
because
that
can
earn
us
money
exactly.
B
E
I
think
the
summary
of
the
capital
Authority
it's
okay
for
the
next
year-
I-
think
that
other
future
years
are
just
placeholders,
but
because,
if
you're
coming
for
the
plan
that
may
take
more
capital
money
here
but
save
money
elsewhere,
we
have
to
be
able
to
make
those
changes
and
get
that
through
senior
management,
to
understand
that
it's
in
the
best
interest
of
city,
so
I
hope
that
you're
coming
forward,
that
that
will
be
working
in
that
direction
because
for
five
million
dollars
in
technology
these
days
is
not
a
lot.
Yes,.
B
D
Jimmy
a
great
time,
I
think
you're
against
try
to
go
back
on
the
board.
I
was
just
thinking
of
a
couple
of
things,
spurred
on
by
some
questions
from
my
colleagues
when
it
comes
to
the
legacy
application
side
of
things
before
we
start
pulling
plugs
on
things.
We're
gonna
have
the
opportunity
to
work
with
you
I
assume,
because
there's
some
in
my
mind
that
are
actually
critical
applications
that
may
be
under
the
legacy
umbrella
and
I'd
hate
to
see
something
happen
to
those.
So
do
have
that
commitment,
yeah.
B
G
Thank
You
mr.
chair
motion
so
moved
that
the
information
technology
subcommittee
recommended
that
council
sitting
as
committee
of
the
whole
approved
the
IT
subcommittee
portion
of
the
2016
draft
operating
and
capital
budget
as
follows:
one
the
information
technology
services
budget
as
follows:
one
operating
resource
requirement,
page
3
of
the
itsc
committee
budget
book
2
capital
budget,
page
4
of
the
itsc
budget
book.
Individual
projects
listed
page
9.