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From YouTube: Transit Commission— 13 April, 2023
Description
Transit Commission — 13 April, 2023
A
A
A
C
B
A
Thank
you
Eric.
We
have
a
confirmation
of
the
minutes.
These
are
the
minutes
from
March
3rd
2023
are
They
Carried
carried.
Thank
you
responses,
janquaries.
We
we
have
two
responses
to
inquiries.
One
is
communicating
live
information
to
writers,
4.1
and
4.2
is
the
LRT
technical
operations
inquiry?
Are
there
any
requests
to
lift
either
of
those
for
discussion?
I
believe
there
is
counselor
low,
yeah.
A
D
The
thing
I
I
thought
I
was
gonna,
wait
a
little
bit
before
I
had
to
speak
to
it.
So
the
this,
like,
like
I've,
said
to
to
all
of
my
colleagues
and
I,
think
I
sent
him
not
a
thing.
I
know:
I
sent
an
email
last
night.
The
surprise
for
me
was
that
a
lot
of
this
information
was
was
provided
to
me
verbally
right,
and
my
ask
is
for
for
it
to
be
provided
in
writing.
D
A
D
Different
okay
so
well,
be
it
resolved
that
the
Transit
Commission
allow
that's
for
the
discussion.
Okay
be
resolved.
That
Transit
Commission
recommend
that
Council
direct
OC
Transfer
prepare
an
official
we're
in
the
response
to
inquiry.
Transit
Commission,
2013.02,
LRT
technical
operations
pursuant
to
section
33
subsection
three
of
the
rules
of
procedure.
A
E
Just
my
understanding
was
not
that
anybody
didn't
want
information
to
go
out,
but
that
it
was
time
consuming
to
do
all
this.
In
writing.
So
I
just
have
staff
have
a
comment
about
the
time
the
cost
to
do
this
so
67
questions
I
think
there
are
I
just
that
seems
to
me
quite
a
lot
but
I'd
like
to
hear
from
Steph.
F
G
Thank
you
for
your
question
chair
in
response
to
that.
We
estimate
that
you're
approximately
100
hours
of
City
staff
time
to
perform
that
work
at
a
high
level
estimate
that
doesn't
include
reaching
out
to
third-party
vendors
or
manufacturers
to
get
some
of
the
details.
They're
very
technical
questions,
some
of
them,
so
that
would
take
a
little
extra
time
to
complete
those.
F
E
A
Yeah
this
is
this
is
the
challenge.
It
comes
up
every
once
in
a
while.
Not
often
we
haven't
had
an
inquiry,
it's
not
often
that
we
do
get
a
response
back
to
an
inquiry
that
says
we
cannot
answer
this
with
our
available
resources
and
I.
Think
in
previous
terms
of
council.
Sometimes
we
had
basically
requests
from
counselors
for
projects
or
significant
work,
almost
disguised
as
an
inquiry,
and
it's
how
do
we
find
the
right
balance
procedurally
and
counselor
low?
A
A
What
I'm
wondering,
if
there's
perhaps
a
compromise
here,
because
I
I,
do
think
it's
a
lot
to
ask
of
staff
to
go
through
and
do
a
written
response
to
67
questions
to
the
level
of
detail
that
we
usually
expect
from
an
inquiry,
because
usually
an
inquiry
of
one
question
results
in
a
page
or
two
of
response.
Right
and
and
67
questions
is
a
lot
of
questions
for
an
inquiry.
A
We
do
have
a
root
cause
analysis
that
will
be
presented
at
this
committee
on
the
January
4th
outage
and
I.
Think
that
may
answer
a
lot
of
the
questions
it
may
result
in
more
questions,
but
it
may
allow
you
to
refine
some
of
your
questions
in
light
of
those
findings
from
the
root
cause.
This
is
not
the
only
opportunity
you
have
today
to
direct
staff
or
ask
staff
to
respond
to
the
inquiry
and
I
wonder
if
the
benefit
of
a
little
bit
more
time
to
see
that
root,
cause
and
refine.
A
D
A
H
I
J
H
Commissioner,
Horrigan
made
it
really
clear
that
there
has
to
be
a
reset
in
the
relationship
between
Council
and
staff,
with
respect
to
governance
of
LRT
and
my
expectation,
my
strong
expectation
is
that
if
counselors
have
questions
of
staff
that
those
questions
are
answered,
but
we
do
have
a
responsibility
not
to
go
on
fishing
trips
right.
The
questions
that
we
pose
of
Staff
need
to
help
us
in
our
Direction
in
in
guiding
the
LRT
project.
H
D
Did
you
say
fishing
trip
yeah?
Okay,
most
of
the
questions
are
related.
They
they
come
from
it
and
and
I
kind
of
want
it
to
look
further
into
it
to
see
if
the
lightning
strike,
for
example,
had
an
issue.
If
there
was
any
oversight
in
or
or
missed,
maintenance,
and
things
like
that,
that's
why
there
are
some
questions
that
seem
to
be
unrelated.
D
D
There
was
one
question
in
there
may
have
been
one
or
two
questions
and
they're
more
related
on
the
power
stuff
that
I
I
I
included
as
a
bit
of
a
tangent,
but
I
thought
might
be
related
in
some
way
in
case
well
in
case
it
is
because
it
can,
it
may
open
open
up
a
box
towards
other
things
right.
So
that's
I,
I
I
do
have
a
feeling
that,
with
the
detailed
root
cause
analysis
that
that
might
come
in
May,
the
majority
of
those
questions
might
be
partially
or
wholly
answered.
D
H
I
was
fully
prepared
to
back
your
motion
today.
I
think
that
if
counselors
have
questions
that
staff
need
to
answer
those
and
I
guess
my
strong
suggestion
to
counselor
commissioner
Lowe
to
staff
is
to
work
out
which
of
those
questions
you
need
answered
and
then
in
may
we
better
see
those
answers,
because
if
you
don't
reintroduce
the
motion,
then
I
will,
if
there's
any
question,
that
any
questions
have
not
been
answered.
D
K
Chair
I
acknowledge
the
direction
that
this
is
going
in
now
and
I
would
just
sort
of
piggyback
on
comments
that
counselor
Libra
made
and
suggests
that
if
there
are
some
critical
questions
that
you
would
like
answered
sooner
rather
than
later,
rather
than
submitting
the
entire
package
of
questions
tease
out
the
most
important
ones.
I
do
believe
with
the
chair
that
perhaps
the
future
report
will
answer
some
of
that
and
it's
best
not
to
duplicate
effort.
K
A
Meeting,
thank
you
can
I
suggest.
Another
thing
perhaps
would
be
helpful.
The
working
group
that
Madam
amalcar
mentioned
I
don't
know
if
you
need
a
direction
for
this
formula,
but
can
you
share
the
list
of
counselor's
questions
for
their
awareness,
not
necessarily
that
the
root
cause
analysis
would
have
to
answer
those?
That's
not
my
expectation,
but
just
so
that
they
are
aware
of
some
of
the
concerns
that
this
committee
may
have
in
relation
to
the
January
5th
incident.
F
Thank
you
for
the
question
chair
and
the
working
group
is
aware,
because
you
know
Richard
Alder
is
working
who's
in
charge
of
the
engineering
department
and
with
Matt
Peters
I
was
was
working
there
as
well,
so
they
know
very
well.
The
thing
is,
we
are
Professional
Engineers
and
we
have
process
to
follow.
We
cannot
just
go
and
pick
and
choose
some
questions.
F
F
Possibly
it
won't
be
possible
in
May,
because
it's
very
technical
and
we
have
a
lot
of
questions
to
to
ask
to
ask
Tom
RTM,
RTG
or
lrtc
Etc,
but
we'll
come
back
for
for
sure
after
that.
If
we
still
have
questions,
it
will
be
pleasure
for
us
to
try
to
answer,
but
those
questions
are
very
very
difficult
and
I
am
an
engineer
myself
and
I
read
those
questions
and
I
can
tell
you.
I
cannot
answer
to
them.
I
will
need
specialist
and
I.
Will
need
consultant
to
do
so.
F
A
Okay,
thank
you
all
right.
Well,
this
is
a
good
discussion.
It's
when
we're
going
to
have
a
lot
right,
we're
still
trying
to
find
the
right
balance
between
oversight
and
Technical
operations
and
Communications
and
sharing
of
information,
and
this
is
certainly
not
going
to
be
the
the
last
conversation
about
this
that
we
have
over
this
course
of
council.
It's
come
up
a
number
of
times
at
LRT
subcommittee
as
well
so
important
discussion
and
thanks
counselor
Lowe
for
your
constructive
approach
to
this.
A
F
F
To
be
here
today,
and
it
will
start
the
meeting
by
providing
you
an
update
on
Lucid
Hospital
services,
I
know
that
I
sent
yesterday
I
think
or
the
day
before
the
back.
However,
please
know
that
there
are
some
updates
and
the
the
the
last
version
is
available
and
you
can
grab
it
so
I
have
a
lot
of
projects
to
update
you
on
and
I'm
very,
very,
very
happy
for
that
next
slide,
please.
F
City
manager,
Wendy
Stephenson
and
many
other
senior
staff
and
daily
theories
joined
us
to
another
incredible
accomplishments
of
15
trans
security
award
recipients
and
39
saves
driving
award
recipients.
Even
mayor
Sutcliffe
surprised
US.
During
the
lunch
and
pray
paid
his
respects
to
our
winners.
Each
month
we
recognize
an
employee
or
more
than
one
employee.
In
some
cases
who
go
above
and
beyond
the
Call
of
Duty
to
help
someone
in
need.
F
Some
examples
from
last
year
include
assisting
customers
in
need
during
frigid
winter
conditions,
Sheltering
passengers
to
avoid
Awesomes,
being
First
Responders
to
Medical
emergencies
and
reuniting
lost
children
with
their
parents.
These
employees
are
wonderful
people
with
big
hurts
and
they
often
pull
the
well-being
of
others
ahead
of
themselves.
F
F
I
would
like
to
read
their
story
in
full.
On
August
11th
operator,
Ludwig
saw
a
man
lying
on
the
side
of
the
ward
near
vinsa,
Massey
Park,
the
man
appeared
to
have
suffered
a
severe
stab
wound,
also
noticed
the
man
and
stopped
to
assist
operator.
Garzaran
grabbed
the
first
head
kit
from
the
Bus
and
The
Operators
applied
a
bandage
for
compression
and
then
wrapped
the
man
in
a
store
shark.
F
F
The
safe
driving
Awards
program,
recognized
bus
operators
or
which
carrier
milestones
in
driving
employees
must
have
at
least
1
000
hours
during
the
previous
year.
Without
an
asphalt
accident,
39
operators
who
were
honored
for
reaching
20.
25
30
35
years
of
safe
driving,
five
of
The
Operators,
were
organized
from
for
driving
more
than
35
years.
Without
a
outfall
accident,
including
one
operator
with
44
years,
the
longest
active,
safe,
driving
record
of
any
active
employee.
F
F
We
are
on
track
to
have
new
smart
card
Fair
readers
installed
on
all
para
transfer,
mini
buses
and
contracted
taxes
by
the
end
of
this
month.
Once
installation
is
complete,
para
transfer,
customers
will
have
more
options
to
pay
for
for
the
fare,
including
a
Presto
card,
a
credit
card
or
mobile
wallet
on
a
smartphone
customers
with
press.
The
cards
will
be
able
to
pay
their
fare
easily,
whether
they
are
using
a
monthly
pass
or
the
stored
value.
F
F
F
F
F
Staff
will
recommend
appropriate
changes
to
service
standards
and
the
buzzword
network
to
Transit,
Commission
and
Council,
and
an
update
will
be
provided
by
the
end
of
this
year,
but
through
changes
to
connect
with
Stage,
2
or
Trend
extensions
will
be
implemented.
As
the
rail
extensions
open,
I
received
an
email
from
Council
rockington
on
that
yesterday,
so
I'm
very
glad
to
announce
that
to
you
counselor,
a
memo
with
additional
information
will
be
provided.
Probably
this
week.
F
Customer
feedback
is
critical
and
it's
something
we
take
very
very
seriously
right
now.
Oc
transport
is
participating
in
two
International
customer
satisfaction:
surveys
provided
by
the
International
Bus
benchmarking
group,
ibbg
and
the
community
of
Metro
commit
these.
Surveys
are
conducted
every
year
by
transit
agencies
around
the
world
and
the
results
provide
information
that
helps
Transit
agencies
improve
their
services.
F
Customers
are
welcome
to
answer
both
the
train
and
bus
service.
We
are
money.
We
are
promoting.
These
surveys
on
OC
transport.com
transit
information
screens
and
our
social
media
accounts.
They
will
both
be
available
until
April
30th,
the
Transit
Commission
meeting
I
provided
an
update
on
a
phone
survey
of
current
customers
and
Ottawa
residents.
Generally,
we
have
received
the
results
of
the
survey
by
Nanos
and
will
be
bringing
the
findings
to
you
once
the
analysis.
This
is
complete.
F
Last
year
we
launched
our
first
internal
communication
survey
to
all
OC
transport
employees
in
order
to
have
an
Engaged
and
fulfilled
Workforce,
and
one
that
feels
valued.
You
need
to
know
how
the
prefer
to
communicate,
to,
with
over
730
employees,
filled
out
our
internal
survey
and
provided
over
100
pages
of
open-ended
responses.
F
L
F
F
L
F
F
Just
this
month,
we'll
see
40
more
new
bus
operators
graduate
and
hit
the
road
to
provide
our
customers
with
more
safe
and
reliable
service
and
two
classes
totally
totaling.
48
trainees
will
start
this
month.
We
are
also
expecting
to
see
20
new
power
bus
operators
hired
by
the
beginning
of
May.
We
have
more
information
of
our
2022
recruitment
campaigns
and
hiring
Targets
later
in
this
presentation.
F
These
closures
are
due
to
necessary
maintenance
assessment
of
the
tunnel.
The
first
is
from
Saturday
April
29th
to
Sunday
April
30th,
and
the
second
is
from
Saturday
May
6th
to
Sunday
May
7th
line.
One
will
continue
to
run
between
today's
pastor
and
Parliament
stations
in
the
West
and
between
Hermann
and
Blair
stations
in
the
East.
During
these
time
frames
and
Aaron
bus
Replacement
Service
will
run
frequently
between
Herdman
and
iron
stations
to
meet
ridership
requirements.
F
Regular
train
service
will
resume
at
5am
on
both
Monday
May
1st
and
Monday
May
8th.
This
work
must
occur
for
riddle
Transit
group
to
assess
the
scope
of
repairs
that
are
required
to
prevent
water
and
filtration
in
sections
of
the
tunnel.
I
just
want
to
precise
here
that
it's
under
the
warranty
we
will
communicate
with
customers
in
advance
for
sure,
through
various
channels,
including
a
public
service
announcement,
customer
alerts,
social
media
updates,
signage
at
line
one
station
and
on
OC
transfer.com.
F
F
M
M
Good
morning,
everyone,
it's
it's
a
pleasure
to
be
here
with
you
today,
just
wanted
to
do
a
couple
of
introductory
comments
to
provide
a
bit
of
background
on
what
we're
trying
to
achieve
with
those
two
closures.
Number
one
I'd
like
to
emphasize
that
the
tunnel
is
one
of
the
most
complex
piece
of
our
infrastructure
to
maintain
over
the
next
30
Years.
M
However,
some
some
of
the
tunnel
sections
have
seen
water
leaks
above
the
expected
levels,
especially
around
redo
station
and
extending
towards
the
east,
or
all
the
way
up
to
the
east
portal,
which
is
just
before
the
University
of
Ottawa
station.
We've
done
over
the
last
three
years,
a
number
of
campaigns
to
do
injection
to
control
the
water
infiltration.
M
M
This
is
not
a
safety
issue.
It's
our
objective
is
to
preserve
the
asset
and
whatever
implication
this
may
have
over
the
over
the
system.
Reliability.
Over
the
next
few
years,
we've
developed
a
comprehensive
strategy
with
the
assistance
of
our
external
experts,
which
we
will
be
deploying
starting
at
the
end
of
this
month,
I've
invited
our
expert
David
Lowe
from
who's
senior
tunnel
engineer
with
Dr,
Sauer
and
partners
to
that.
M
O
P
Yes,
we
can
I
want
to
make
sure
I
had
to
switch
out
to
the
panelist
group
there
all
right!
Thank
you
so
yeah
I'm
thanks
for
that
introduction,
and
you
could.
My
name-
is
David
Rowe,
I'm
senior,
tele
engineer
at
Dr,
Sauron
partners
and
we're
engaged
to
provide
some
solutions
for
the
leak
issues
that
we
have
in
the
tunnels.
P
P
The
reason
for
that
is
because
oftentimes
typical
problems,
like
this
happen,
where
there's
a
system
in
place,
that's
meant
to
minimize
the
amount
of
water
travel
behind
that
lining
and
when
you
don't
properly
fill
that
Gap,
especially
in
the
crown
and
upper
portion
of
the
tunnel.
You
have
a
conduit
for
water
and
you
only
see
those
leaks
happen
where
there's
a
weakness
in
the
concrete
and
that
may
not
be
the
same
location
where
there's
damage
in
the
waterproofing
membrane.
P
P
A
bit
of
a
overview
of
all
the
activities
that
are
going
to
happen,
part
of
this
trial
Section,
is
split
up
into
two
weekends
one
weekend
we
do
some
testing
communication
make
some
observations
and
on
the
second
weekend
we
Implement
some
actions
and
we
we
seal
that
area
in
the
top.
Based
on
that
work,
we
will
confirm
our
assumptions
and
better
Target
when
we
go
for
a
longer
shutdown
to
come
to
complete
the
full
area
and
hopefully
put
an
end
to
the
leaks.
P
P
C
F
C
It's
important
for
me
today
to
present
these
experts,
because
I
owe
this
to
the
customers
we'll
be
closing
the
service,
the
tunnel
for
two
weekends.
But
it's
important
everything
is
under
warranty
and
when
we
talk
about
reliability,
you
know
we
have
to
invest
in
reliability
and
that's
a
a
good
message
to
to
to
give
to
the
clients.
F
F
F
We
provided
updates
across
all
our
communication
channels.
This
included
social
media
direct
tests,
text
messages
to
our
customers
and
our
website
for
sure
I
know
that
we
still
have
room
to
improve.
Our
team
has
reviewed
a
response.
Additional
guidance
has
been
provided
to
real
operators
to
ensure
that
customers
on
trains
are
frequently
informed
and
updated.
F
Our
social
media
team
is
also
reviewing
its
response
messaging
to
ensure
timely
responses
are
provided.
We
apologize
for
the
inconveniences
incident
caused.
Our
customers
group
is
still
working
on
their
investigation
into
the
cause
of
this
disruption,
and
Council
will
be
provided
with
this
information
once
the
investigation
is
complete.
I
said
that
earlier
and
during
today's
meeting
we
will
be
walking
you
through
presentation
on
how
we
respond
to
all
trend
line.
F
One
service
disruptions
that
presentations
was
planned
before
the
April
5th
weather
even
and
it
underscores
the
importance
of
our
Aaron
bus
Replacement
Service
I
would
now
like
to
pass
things
over
to
Lisa
Bishop
Spencer,
our
director
of
Transit
strategic
Communications
and
external
relations.
Next
slide,
please
Lisa.
Q
Q
As
you
will
back
in
February,
we
advised
Transit
Commission
of
our
very
ambitious
goal
to
hire
another
360
bus
operators
and
rail
operators
by
the
end
of
2023.,
on
top
of
hiring
more
operators,
we're
also
going
to
be
hiring
an
additional
20,
para
transfer,
bus
operators
and,
as
Renee
already
mentioned,
we
are
expected
to
meet
this
target
by
the
beginning
of
May,
which
is
good
news
for
us.
We
are
also
planning
to
hire
up
to
50
customer
service
representatives
and
up
to
80
new
maintenance
employees.
Q
Q
Q
Q
It's
important
to
note
that
this
is
part
of
a
of
a
larger
strategy.
That's
in
development
right
now
to
improve
Communications,
as
counselor
Lowe
had
said,
and
start
to
build
on
that
public
trust
piece.
That's
so
important
for
us
now
we're
going
to
be
providing
more
information.
This
is
just
kind
of
a
teaser.
This
slide
and
we'll
be
providing
more
information
at
a
committee
meeting
in
May
and
you'll
get
to
see
our
campaign
and
our
our
strategy
and
move
forward
a
little
bit
there.
C
C
C
R
R
These
employee
occurrences
happened
on
transit
property
with
the
majority
occurring
while
operating
a
bus
and
while
working
in
the
garages,
all
reported
injuries
include
first,
those
requiring
first
aid
medical
attention
with
no
lost
time
and
medical
attention
with
lost
time.
So,
as
a
result,
this
chart
does
not
provide
an
indication
of
the
severity
of
the
injuries.
R
The
database
is
owned
by
the
workplace,
safety
insurance
board
and
classified
by
human
resources
and
the
safety
and
Compliance
Unit
within
the
city
of
Ottawa.
My
safety
standards,
investigation
and
Reporting
unit
reviews.
All
of
these
occurrences,
with
the
goal
of
identifying
any
emerging
trends
that
could
generate
a
safety
communication
and
awareness
for
the
entire
organization.
R
R
R
S
On
this
slide,
there's
a
shows
a
snapshot
of
our
monthly
performance
measures
for
February
in
upcoming,
slides,
we'll
review
each
metric
in
Greater
detail.
As
you
can
see,
our
customer
service
call
center
phone
response.
Time
averaged
a
4
minute
and
39
second
wait
time
to
speak
with
our
customer
service
agents
in
February
for
paratranspo
February
on
Time
Performance
was
at
91
percent.
S
S
As
you
heard,
through
the
2023
budget
process,
conventional
estimated
ridership
profile
shows
the
year
starting
at
65
percent
and
ending
at
75
percent,
with
an
average
estimated
annual
return
to
pandemic
ridership
of
70
percent
in
February
conventional
ridership
returned
to
63
percent
of
pre-pandemic
levels.
Next
slide.
Please.
S
Paratranspo
on
time,
customer
pickup
performance
was
91
in
February.
This
is
the
percentage
of
customers
picked
up
on
time
during
their
30-minute
pickup
window.
During
the
month
of
February,
there
were
eight
days
where
we
registered
poor
weather
conditions.
These
days
have
a
direct
impact
on
trip,
cancellations
and
delayed
arrivals,
impacting
our
customer
pickup
performance
next
slide.
Please.
S
This
chart
shows
the
amount
of
time
that
someone
needs
to
wait
when
calling
to
book
a
paratrans
boat
trip.
The
increase
in
paratransposed
telephone
booking
line
responses
from
January
to
February
are
attributed
to
an
eight
percent
increase
in
call
volume
making
February
our
busiest
month
on
the
phone
cues
since
2019..
S
As
noted
earlier
during
the
month
of
February,
there
are
eight
days
that
we
registered
for
weather
conditions
impacting
trip
cancellations
for
both
conventional
and
paratransport
bus
service
and
delayed
arrivals
as
well.
This
led
to
a
higher
number
of
calls
and
more
complex
inquiries
through
the
call
center
increasing
our
call
handling
time.
We
are
still
sitting
well
below
our
threshold
response
time
of
15
minutes
next
slide.
Please.
S
In
February,
2023
paratranspose
saw
76
300
trip
reservations
through
the
customer
center
and
online
7.1
percent
of
February
reservations
were
made
online
with
my
paratranspo.
These
are
represented
here
as
the
orange
portion
of
the
bar
chart.
This
marks
a
small
increase
from
January
2023
online
bookings.
S
S
S
On
this
chart,
you
can
see
the
paratranspo
ridership
monthly
totals
in
thousands
of
customer
trips.
The
red
line
represents
2019
pre-pandemic
conditions,
The
Gray
Line
is
the
2023
estimated
budgetary
paratranspo
ridership
profile,
The
Gray
colored
bars
are
the
2022
monthly
ridership
data
for
comparison.
S
S
Up
slightly
from
January
feedback
from
paratransport
customers
averaged
1.9
complaints
per
1000
trips.
We
continue
to
experience,
Service
delivery
feedback,
the
dark
blue
portion
holding
relatively
steady
in
February.
We
received
more
calls
than
the
previous
previous
month
regarding
Safety
and
Security
indicated
by
the
yellow
bar
and
the
gray
bar.
Although
there
was
a
slight
increase
from
the
previous
month,
significant
improvements
have
been
made
in
both
of
these
areas,
we're
seeing
a
33
percent
reduction.
S
S
T
T
When
we
look
at
this
graph,
we
want
to
see
this
line
kind
of
as
flat
as
possible.
So
when
we're
looking
at
this,
it's
plotting
our
service
reliability
across
the
months
for
the
last
13
months.
What
you
can
see
from
February
we're
sitting
at
97
percent
and
into
March
we're
at
99.
We
want
to
be
as
close
to
100
percent
so
that
this
line
is
as
flat
as
possible,
the
flatter
the
line,
the
greater
consistency
and
reliability
for
our
customers.
T
So
since
March
of
last
year,
nine
of
the
13
months
are
above
98
Service
delivery.
We
continue
to
see
improved
reliability
on
a
day-to-day
and
a
month-to-month
as
we
look
back
and
and
continue
to
do,
work
on
the
LRT
next
slide.
Please,
on
the
conventional
bus
side,
what
you'll
see
on
the
service
delivery
is
we
have
in
March
we're
up
to
98
percent.
T
Service
delivery
remains
High.
However,
we
know
there's
more
work
to
do
to
achieve
our
Target
of
99.5
percent
in
the
next
diagram,
we'll
break
out
the
items
that
impact
our
99.5
Target
and
a
bit
more
detail,
as
we
discussed
at
the
last
commission
dollar
diagrams.
We
want
news,
detail
and
purpose
impacts
are
not
objective.
The
catch
events
percentage
next
slide.
T
What
you
see
here
on
this
slide
is
we're
showing
you
February
data,
so
it's
looking
back
into
February
and
what
it's
doing
to
kind
of
outline,
what
impacts
us
on
reaching
our
99.5
service
reliability
for
bus.
So
what
you
see
here
in
February
we're
at
97.2
Service
delivery
and
it
was
impacted
by
three
main
items:
operator
shortages,
which
is
a
primary
area
so
not
having
enough
operators
to
on
the
on
the
street
and
running
to
our
schedule.
T
On-Street
adjustments
and
on-street
adjustments
is
essentially
the
impact
of
what
we've
seen
in
the
increase
of
traffic
on
our
roads.
The
the
increase
in
traffic
has
has
a
daily
impact
on
all
of
our
schedules
and
obtaining
the
our
traffic
Our
Roots.
The
other
part
that
typically,
we
see,
is
also
mechanical
breakdowns.
Mechanical
breakdown
makes
up
a
portion
of
of
the
impact
and
over
the
winter
we
see
that
variability.
T
One
thing
that's
happening
at
the
end
of
with
the
next
schedule,
we're
rolling
out
in
the
end
of
April.
The
the
adding
time
into
the
schedule
is
to
help
balance
out
that
traffic
that
we're
seeing
so
that's
going
to
help
on
routes
that
we
can
start
to
have
more
time
built
into
that
schedule.
The
other
one
is
to
increase
our
Fleet
reliability
through
our
plane.
T
Planned
maintenance
excuse
me
and
kind
of
watching
for
our
Trends
in
in
the
weather
and
the
impacts
that
that's
having
on
our
bus
fleet,
and
we
see
that
consist
consistently
with
wet
conditions
over
the
winter.
Is
those
changes,
so
this
is
kind
of
in
response
to
some
questions
last
month
is
just
to
kind
of
show
that
breakout
of
where
we
see
the
majority
of
our
our
impacts
on
a
daily
basis
on
the
street.
So
that's
your
the
average
over
the
month
of
February
next
slide.
Please.
T
So
we
look
at
ridership,
as
Scott
mentioned,
we've
seen
increases
in
ridership
on
O,
train
and
conventional
buses,
and
we've
seen
that
Trend
over
the
last
year,
while
it
remains
below
pre-pandemic
levels,
the
red
line,
that's
across
the
top
of
the
chart,
the.
If
you
look
at
the
estimated
the
black
budgeted
line,
you
can
see
that
we
are
still
continuing
to
see
improvements
in
in
trips
and
we're
reaching
5.3
million
customer
trips
in
February,
which
is
a
significant
increase
compared
to
the
3.4
million
customer
trips.
The
same
time
last
year.
T
Following
the
same
as
we
look
at
the
the
fair
revenue
and-
and
we
continue
to
observe
the
similar
Trends
to
ridership
so
month
over
month,
there's
been
an
increase
in
Fair
revenues.
Fair
revenue
for
the
month
of
February
reached
11.4
million
dollars
an
increase
over
January
2023
with.
So
we
can
see
that
again
continuing
to
increase
so
February
over
January
is
again
a
slight
increase.
They
returned
to
the
office
for
the
federal
office
staff
is
still
occurring
and
will
influence
this
number
in
the
next
in
the
upcoming
months.
F
F
Okay,
sorry
for
that
15
sorry,
I
don't
have
the
right.
Okay
yep!
Here
we
go
so
the
line
one
here
we
have
99.
This
is
for
March
and
in
February
we
were
at
97..
My
colleagues
said
the
right
thing,
but
I
just
wanted
to
make
sure
that
it
was
clear
for
us
as
well,
because
this
slide
didn't
say
that.
Thank
you.
A
U
U
Say
hello
to
Scott
I
saw
him
walking
in
the
background
there.
Here
we
go.
Let
me
start
here
good
morning.
I
feel
privileged
to
make
public
presentations
over
the
years.
At
times,
I
have
feeling
discouraged
that
I'm
not
listened
to.
Last
week,
you
commented
on
people
lack
of
involvement.
Some
of
you
send
next
messages.
You
don't
want
public
input
on
other
committees,
especially
if
it's
negative,
before
I
moved
to
Ottawa
I
was
on
committees
to
council.
You
know
what
nothing's
changed.
U
I
saw
an
article
who
plans
to
spend
on
marketing
all
the
money
in
the
world
to
Market
your
product
will
not
bring
customers
back.
I
worked
for
18
years
in
the
automotive
sector
and
parts
and
service
industry.
When
I
moved
to
Ottawa
I
worked
for
a
Saturn
dealer
which
the
owner
was
a
former
OC
transport
bus
driver.
The
manufacturer
slogan
was
customers
for
life.
If
you
deliver
great
service,
they
won't
leave.
You
are
we
doing
that
for
conventional?
Are
we
doing
that
for
LRT?
Are
we
doing
that
for
Pera
era?
U
No
survey
for
Pera?
You
have
two
other
surveys
there,
but
there
was
no
no
survey
for
them.
Presto
for
guests
on
your
trips
is
a
frustrating
experience.
Today
we
found
out
about
the
restyl
machines.
The
machines
are
installed
that
were
were
that
people
with
disabilities.
Don't
have
the
independence
attached
to
the
scanner
themselves,
there's
a
six
inch
Gap
in
the
cab
chassis
where
the
and
they
have
to
reach
over
about
approximately
two
and
a
half
three
feet
for
the
machine
to
access.
U
They
want
their
independence.
You
have
to
look
at
the
location
of
where
that
is
conventional.
Reliability,
ghost
bookings,
threat,
threat
of
cuts,
LRT
breakdown,
r1's
service,
telling
customers
to
load
up
here,
get
on
a
train
here
then
get
back
onto
R1
service
on
the
same
trip.
Is
that
a
good
service
and
Camera?
How
ridership
telling
taxpayers
money
is
being
spent?
What
are
the
legal
costs?
What
is
the
part
of
the
shortfall
you
had
a
great
session
on
the
motion
about
the
purchase
on
new
buses?
That's
the
way
it's
supposed
to
work!
U
Why
can't
we
have
that
about
RIT
discussions?
It
is,
it
isn't
the
bureaucrats
money
that
is
the
corporation
shareholders,
taxpayers
and
the
ridership
Mr
leader
made
a
comment
of
new
relationship
between
staff
and
our
Elder
Chief.
Just
lately,
the
relationship
between
customers
and
staff
has
been
damaged.
When
are
we
going
to
see
that
through
Council?
Thank
you.
A
U
A
V
When
we
get
a
diesel,
tug
I
think
it's
very
important.
You
can't
depend
on
electrified
rail
to
pull
trains
back
into
our
station
to
deal
with
the
situations
and-
and
forgive
me
chair
if
this
is
the
inappropriate
venue
for
it-
I'll
save
it
for
the
LRT
subcommittee.
I.
Just
don't
know
where
to
put
this,
because
it's
something
I've
heard
time
and
again.
A
V
G
V
G
V
And
do
we
have
the
ability
to
be
able
to
force
them
to
be
able
to
ensure
that
we
have
that
diesel
tug
I
I
feel
this
is
a
major
major
situation
that
could
have
helped
us
over
the
last
couple
of
years
electrified.
Look,
everyone
loves
the
environments,
but
we're
running
into
situations
where,
when
there's
no
power,
we
have
to
be
able
to
deal
with
this
and
I
dealt
with
it
very
closely
in
my
own
Community.
V
Thank
you
and
the
other
situation,
and
forgive
me
chair
if
I'm
off
base,
counselor
Gower
I
were
quite
good.
Friends.
I
just
want
to
make
sure
I'm
on
par.
Are
we
looking
at?
Let's
face
it,
it's
a
small
segment
of
of
line
where
it's
above
a
water
area
where
the
misting
creates
problems
on
the
line.
Are
we
looking
at
and
I've
done,
some
Googling
yeah
I
know
Dr
Google,
but
I've
looked
at
heated
lines,
I've
looked
at
possible
canopies
in
areas
is
this?
V
A
A
W
Morning,
everybody
yeah,
thank
you
for
the
question
appreciate
chair,
so
the
working
group
is
maybe
I'll
address
the
the
diesel
recovery
vehicle.
First,
we
are
looking
at
one,
but
one
of
the
things
that
we
need
to
look
at
is
the
the
envelope
of
our
of
our
system
to
make
sure
that
it
fits
within
that
envelope
and
that'll
dictate
whether
we
can
buy
something
that's
off
the
shelf
or
something
that
needs
to
be
specially
purposed
for
a
part
system.
W
So
that's
that
the
other
question
around
that
specific
area.
That's
of
concern
where
we
do
see
ice.
We
are
looking
at
through
our
working
group
at
a
possible
heatsink
or
something
that
we
can
do
in
that
specific
area
to
help
mitigate
and
prevent
the
ice
buildup.
So
both
are
being
looked
at
through
the
working
group.
Currently
and
yes,
the
goal
is
absolutely
to
try
and
get
this
in
place
before
next
winter.
V
V
K
K
I
would
like
to
understand
what
the
procedures
are
to
provide
passengers
with
up-to-date,
consistent
information
during
a
a
shutdown
like
this
I
want
to
know
who
called
the
Ottawa
fire
service
to
basically
rescue
passengers
from
the
Train
on
the
Lee's
bridge.
When
did
that
call
happen?
Why
was
that
call
made?
Are
they
the
First
Responders
to
come?
I
need
to
have
a
much
better
understanding
of
how
long
do
we
wait
before
we
rescue
passengers
from
the
train
in
an
incident
like
this?
K
F
N
Thank
you,
madam
Amber
current.
Thank
you
Mr,
chair
for
the
question
recognizing
you
know
it
was
a
fairly
extreme
event
and
you
know
we
did
have
multiple
trains
that
became
immobilized
in
Fairly
short
order,
so
it
was
a
challenging
situation
for
everyone,
but
recognize
that
there's
there's
areas
for
improvement
in
terms
of
communication
with
our
with
our
customers.
N
We
did
hear
complaints
of
at
least
one
of
the
vehicles,
customers
weren't
receiving
regular
updates,
and
they
were
on
that
train
for
an
extended
period
of
time.
So
you
know,
I
want
to
start
off
by
acknowledging
that
that
that's
not
in
line
with
our
expectations
for
to
communicate
with
our
customers,
both
in
stations
on
trains
and
then
as
well
through
all
our
other
Communications
alerts
and
and
social
media
and
those
times
and
I'll
touch
upon
that
a
little
bit
in
the
upcoming
presentation.
N
So,
as
I
mentioned,
we
did
have
you
know
we
did
have
you
know
up
to
five.
Five
trains
became
immobilized
in
a
very,
very
short
period
of
time
when
we
have
a
train
that
stops.
Our
first
priority
in
the
control
center
is
to
always
try
to
get
that
trained.
Back
to
a
station,
that's
the
safest
best
place
for
customers
to
be
able
to
alight
the
the
vehicle
and
continue
on
on
their
Journey,
whether
with
a
train
going
in
the
opposite
direction
or
on
the
bus.
N
N
N
We
always
want
to
try
to
get
them
to
a
station.
You
know,
and
so
there
is
a
period
of
time
in
which
you
know
our
operator
will
be
troubleshooting
with
the
technicians,
may
even
wait
for
a
technician
to
attend
to
the
train,
because,
while
the
technicians
on
Route
our
operator
is
troubleshooting
over
the
radio,
with
with
our
control
center
staff
and
and
with
the
with
rtm's
technicians,
they'll
also
be
dispatching
a
technician
to
attend
to
that
train
as
well
too.
N
N
Is
there
any
extenuating
circumstances
like
slippery
surfaces,
Ice
event,
and
we
also
look
at
the
location
where
the
where
the
train
is
located?
If
the
the
train
is
located
close
to
a
station
or
there's
no
customers
with
mobility
issues,
you
know
we
would
always
dispatch
staff,
our
special
constables,
our
supervisors,
who
are
trained
and
they
would
assist
customers
in
lighting
the
vehicle
and
getting
to
the
getting
to
the
next
safest
location.
N
However,
as
in
in
this
specific
circumstance,
we
did
have
slippery
conditions
challenging
conditions
and
we
did
have
some
vehicles
with
with
customers
with
mobility
issues.
So
in
those
situations,
that's
when
we
reach
out
to
our
control
center
would
reach
out
to
our
emergency
response
providers,
namely
fire
services
to
come
in
and
assist,
and
that's
what
we
did
in
this
case.
N
You
know
the
timelines
for
when
we
make
those
calls,
they
do
vary
a
little
bit
from
time
to
time,
I
mean
there's
situations
which
we
know
a
vehicle
won't
be
able
to
move
in
very
short
order
and
then
there's
other
times
in
which
you
know
we're
trying
to
troubleshoot
to
get
that
vehicle
back
to
a
station.
Is
you
know,
get
to
a
station
or
get
it
moving
again
so
that
we
don't
have
to
convince
our
customers
in
that
way?
K
N
That
is
our
expectation
is
that
you
know
whether
it
be
on
a
vehicle
or
in
stations.
We
provide
regular
updates
to
our
customers,
we're
making
some
adjustments
to
our
standard
operating
procedures
to
further
clarify
that
both
in
the
control
center,
so
our
control
center
providing
frequent
updates
to
The
Operators
and
then
the
operator
is
providing
frequent
updates
to
customers
and
and
even
if
the
operator
doesn't
have
a
substantive
update,
it's
important
to
keep
the
lines
of
communication
opening
and
just
you
know,
reassure
customers,
no
emergency.
N
Fortunately
we're
still
delayed.
You
know,
I'll
keep
providing
you
updates
as
things
progress
and
so
we're
we're.
We've
updated
our
operating
procedures
to
to
further
clarify
and
we're
going
to
be
meeting
with
every
one
of
our
staff
members
to
make
sure
they
understand
the
importance
and
and
the
rationale
for
it
as
well
and
I.
N
K
Thank
you,
I
I
think
it's
very
important
to
reassure
people,
first
of
all
that
they
are
safe,
but
also
what
the
issue
is.
If
it's
an
issue
with
the
carriage
or
in
this
case
we've
lost
power
I'm.
Currently,
you
know
calling
back
and
forth
with
with
the
control
room.
What
people
need
to
know
what's
going
on.
They
need
to
that
Assurance.
F
F
Unfortunately,
last
week
we
had
five
immobilized
vehicles
and
it
was
it
was
unfortunate
and
definitively.
We
will
need
to
know
what
happened
exactly
to
be
able
to
take
the
right
decision
and
even
if
I,
don't
have
all
the
answers
for
the
next
console
we'll
come
here
and
we'll
we'll
keep
you
updated,
because
it's
very
very
important
for
us
and
and
it's
important
for
our
customers
as
well
for
sure,
and
we
want
to
make
sure
that
we'll
take
the
right
decision
to
fix
the
problem.
F
K
Thank
you.
My
next
question
is
about
the
tunnel
repair
work.
You
call
it
in
your
memo,
you
call
it
regular
maintenance,
I
I,
don't
think
this
is
regular
maintenance.
There
is
a
defect
to
the
waterproofing
lining,
as
our
staff
pointed
out
in
their
presentation.
That
appears
in
my
mind
that
there's
a
defect
with
the
workmanship
that
has
gone
into
this
and
the
waterproofing
has
been
compromised.
There
is
a
very
important
Communications
piece
for
OC
transmo
today
to
clearly
communicate
to
the
public.
What
the
issue
is.
K
When
we
have
a
presentation
today
that
talks
about
sort
of
a
defect
in
that
workmanship
and
what
has
to
be
done
over
two
weekends,
we
have
to
be
very
clear
with
the
public.
What
the
issue
is,
what
work
is
going
to
be
undertaken
to
fix
this,
because
safety,
of
course,
is
the
number
one
issue
that
we're
all
focused
on,
but
also
making
sure
that
the
message
is
clear
and
to
the
point
is
very,
very
important.
K
We
have
shut
down
the
line
summer
after
summer
to
do
work
and
I'm
just
wondering
if
we
can
piggyback
as
best
we
can
work.
That
needs
to
be
done
with
a
shutdown
so
that,
if
this
work
has
to
be
done
at
the
downtown
station,
whether
anything
else
can
be
done
at
the
same
time
to
ensure
that
we
lessen
the
amount
of
needed
shutdowns
this
year.
In
particular.
Is
there
any
other
work
that
can
be
done,
or
is
this
strictly?
As
your
presentation
points
out
only
focused
on
the
waterproofing
issue,.
F
Thank
you,
chair
and
I
will
ask
either
Nicola
or
Mario
to
complete
my
answer.
First
I
want
to
say
that
that's
exactly
the
reason
why
I
asked
Mr
world
to
to
come
here
today
to
explain
exactly
the
complexity
of
the
work
and
why
we
have
to
do
it.
It's
not
safety
related.
This
is
clear
and
I'm
confident
on
that.
However,
we
know
that
we
have
to
do
that
to
avoid
ice
buildup
in
the
tunnel
and
to
avoid
a
personal
problems
during
the
winter
yeah.
F
It's
it's
under
the
warranty,
so
we
can
call
it
we'll
give
it
the
name
that
we
want
to,
but
I
want
you
to
know
that
we'll
take
those
opportunity,
those
two
weekends
to
do
other
jobs,
maintenance,
job,
Opera,
OCS,
Reapers,
it's
a
good
example.
So
we
are
trying
to
maximize
the
time
that
this
the
tunnel
will
be
closed
to
make
sure
that
we
can
do
other
job.
F
M
Mr
chair,
you
know
we
we
have
to
be
pragmatic.
No
system
is
maintenance
free.
So
we
need
to
look
after
the
infrastructure
to
make
sure
that
it
continues
to
be
reliable.
The
situation
we
have
in
the
tunnel
is
one
that
that
we
were
treating
with
the
highest
level
of
priority,
because,
if
it's
not
being
looked
after,
that
could
lead
to
service
Interruption
down
the
road
and
that's
what
we
want
to
avoid
in
terms
of
coordinating
additional
Works
we're
working
and
I'm
personally
involved
working
with
RTM
animalrtc
to
align
scheduling
of
various
activities.
W
K
Thank
you
and
I
accept
the
point
that
regular
maintenance
is
normal
on
all
public
transit
systems,
but
for
this
to
happen
so
early
on
for
a
brand
new
LRT,
in
my
mind,
is
not
normal,
so
this
is
not
regular
maintenance.
That's
the
point
I'm
trying
to
make
the
chair
says:
I
have
one
last
question
to
squeeze
in,
and
that
is
about
the
disturbing
statistic
of
100
assaults,
100
plus
assaults
on
operators,
the
number
three
category
for
injuries
on
our
employees.
K
We
had
Shields
installed
in
our
buses
over
the
last
few
years
and
yet
we're
still
having
a
hundred
plus
of
our
operators
assaulted,
what's
being
done
to
mitigate,
if
not
eliminate.
These
assaults
are
passengers
being
held
accountable
for
these
assaults.
Do
we
file
police
reports?
Do
the
police
follow-up
to
the
police,
respect
the
assaults
that
are
happening?
Are
they
actually
doing
work
to
follow
up
what
is
happening
in
this
regard?
Thank
you.
R
R
I
might
remind
you,
though,
that
in
previous
presentation
that
I
believe
I
showed
that
actually
with
the
installation
of
the
barriers,
the
acrylic
barriers,
there
has
been
a
reduction
in
the
number
of
assaults
that
have
occurred
to
our
operators
over
the
period
of
the
last
two
two
plus
years.
However,
that
doesn't
begin
to
make
it
acceptable
that
the
number
of
assaults
that
are
occurring
are
okay.
R
In
my
mind,
we
need
to
absolutely
work
on
strategies
that
will
ensure
that
our
operators
are
feeling
protected
in
their
workplace
and
that's
an
obligation
under
the
Canada
labor
code
that
we
have
to
ensure
that
that
occurs.
Many
of
our
buses,
the
Nova
Buses,
the
newer
ones,
are
equipped
with
cameras.
R
D
D
I
do
have
a
question
about
the
number
of
sorry,
the
percentage
of
operators
that
make
it
to
like
six
months
or
a
year,
like
certain
thresholds
in
their
appointment.
Like
do
we
do.
We
lose
a
lot
of
those
new
operators
at
all
within
the
year
because
they
think
the
job
is
not
for
them,
because
they
do
something
dumb
or
or
because
of
other
factors.
F
Thank
you
chair.
It's
a
good
question.
What
we
have
seen
is
since
last
year,
I
would
say
people
were
graduated
or
will
leave
the
job
because
they
will
say.
Oh
I,
don't
know
it's
not
for
me
because
of
the
the
condition
you
know
they
have
to
to
work
on
on
typical
hours,
those
kind
of
stuff
so
I
don't
know.
If
Jim
is
on
call,
maybe
he
can
comment
better
than
ma
than
I,
but
it's
it's
it's
most.
X
X
They
say
this
just
isn't
for
me,
other
ones,
there's
a
nine
month
in
The
Collector
agreement,
there's
probationary
periods
for
The
Operators,
and
in
some
cases
you
have
the
unfortunate
situation
where
just
certain
situations,
it
is
don't
make
it
through
their
probation
period,
but
generally
there.
There
is
that
there
is
that
attrition
of
people
that
don't
make
it
through,
but
most
cases
they
do.
G
X
D
Oh
I
I
might
be
biased,
but
no
I
think
our
our
bus
operators
are
great.
Are
there?
Are
there
any
any
sort
of
strategies
that
you
might
be
employing
to
to
kind
of
improve
operator,
improve
or
support
whether
the
Improvement
is
needed
or
not
to
support
a
retention
within
within
our
operator
pool
and
what
is
like
factoring
in
retirements
and
just
people
moving
around
elsewhere
within
the
company
or
within
the
city?
D
F
Chair
we
have
approximately
9
or
11
people
who
will
get
retired
per
month,
so
we
take
that
an
account
on
our
objectives
to
hire
more
bus
drivers
and
what
we're
doing
to
return
them.
I
touched
based
on
that
a
little
bit
earlier
when
I
said
it's
important
to
hear
from
them.
So
we
we
meet
our
people,
we
we
listen
to
them
and
we
try
to
do
our
best
for
sure,
but
and
I
I
know
that
you
know
it's
it's
a
tough
job
to
be
a
bus
driver.
F
Unfortunately,
because
you
know
you
have
to
deal
with
people
all
the
time
and
you
have
to
to
to
drive
during
on
on
typical
hours
Etc,
but
as
Jim
said,
we
have
very
good
good
drivers
and
good
good
people
who
are
working
with
us
and
I.
Think
I
think
we
we
can.
We
can
trust
them
that
they
will
stay
with
us
and
they
will.
They
will
try
to
achieve
our
goal
with
us.
D
Thank
you
so
moving
on
to
the
performance
indicators,
in
some
cases
a
bus
can
be
yeah,
I
would
say
yeah.
In
some
cases
a
bus
can
be
delayed
to
the
point
where
it
takes
the
place
of
the
next
bus.
So
you
get
two
buses
showing
up
while
internally,
that's
not
a
cancellation
too
many
customers.
That
is
basically
a
missed
bus.
That's
a
cancellation
right!
D
D
R
Yeah,
thank
you
Mr
chair.
That's
that's
a
very
good
question
and
unfortunately,
I
don't
have
the
answer
immediately
available
to
be
able
to
respond
to
that,
but
I'd
certainly
be
happy
to
go
back
and
go
through
the
data
and
to
identify
the
location
of
those
particular
assaults,
whether
they're
inside
the
bus
or
outside
of
the
bus.
My
suspicion.
My
initial
reaction
is
that
the
majority
of
those
assaults,
two
bus
operators
are
actually
occurring
inside
the
bus.
D
D
Okay,
I
I
may
have
worded
my
question
weird,
which
may
have
caused
you
to
to
misinterpret
I
meant
the
there's.
There's
a
possibility
that
the
public
service
might
go
on
strike.
I
should
have
said
that
instead
there's
a
possibility,
the
public
service
might
go
on
strike.
So
no,
this
is
just
a
question
on
behalf
of
councilor
Hill
like
what's.
Are
there
effects?
Are
there
any
effects
that
you
foresee,
based
on
that
other
than
very
obvious.
S
Thank
you
chair
for
the
question
we
continue
month
over
month
to
monitor
our
ridership.
We
go
back
to
2019
when
the
bulk
of
the
public
service
started.
Working
from
home,
we
saw
a
huge
decline
in
our
ridership.
I
would
expect
that
any
work
or
labor
interruptions
with
the
public
service.
We
continue
to
Monitor
ridership
and
we
may
see
the
impact
of
that
in
our
ridership
numbers.
A
Y
M
There's
there's
also
testing
that's
taking
place
to
make
sure
that
the
measure
that
we're
doing
is
going
to
be
effective
and
that's
depending
on
how
much
time
it
takes
to
deal
with
specific
leaks.
That's
going
to
help
us
derive
how
much
of
the
June
shutdown
needs
to
be
dedicated
to
that
piece
of
work.
I'm.
Sorry
I
wish
I
had
more
definitive
answer
at
this
point.
Mr
chair,
but
but
you
know
right
now.
Y
E
F
N
Oh
yeah,
that
is
correct,
Mr
chair
we're
looking
at
that
sort
of
early
to
mid-june
time
period.
Trying
to
get
the
work
done
is
before
we
get
into
the
the
peak
of
the
festival
season
so
early
to
mid-june
is
the
time
period
that
we're
looking
at
right
now,
but
as
Madam
mentioned
then
Mr
Tucson
mentioned
the
next
two
weekends
will
will
help
inform
and
finalize.
We
can
finalize
that
schedule.
Okay,.
Y
Okay,
thanks
for
that,
just
want
to
be
clear
on
the
yeah.
Those
are
the
two
weekends
and
then
there's
the
further
work.
So
I
just
appreciate
that
those
answers,
the
the
smell-
that's
that's
in
the
tunnel
will
will
this
work
help
to
eliminate
that
is
that
part
of
the
issue?
Will
we
see
that
reduced
as
a
result
of
this
work.
P
Y
Okay
guns
none's
become
and
go,
but
anyway
helpful
to
just
there's
been
a
lot
of
history
on
that
in
our
city
and
so
helpful
to
have
that
information
I
think
come
as
part
of
this
work.
So
if
we
can
get
an
update
on
that,
perhaps
in
the
next
commission
around
that
that
issue
just
helpful
I
think
for
our
for
our
residents
taking
taking
the
train
that
know
about
that
issue.
Well,
I
I
also
wanted
to
to
just
touch
on
the
PowerPoint
in
advance
with
it.
Y
Q
Y
After
the
meeting,
but
I
guess
I
I
suppose
what
I
would
suggest
to
our
to
our
team
here
is
helpful
for
the
public
to
see
those
a
couple
of
days
in
advance
too
for
any
delegations
or
folks
that
may
wish
to
delegate
I
think
when
counselors
receive
that
initial
PowerPoint
posting
it
publicly
on
our
on
our
website
is
also
helpful
if
I
can
give
that
direction.
Chair
I
think
that's
that's
a
reasonable
request.
A
A
Thank
you,
counselor
Charlie,
I,
suppose
it
does
have
to
do
with
procedure
and
governance,
so
councilman
art,
if
you'd
be
amenable
taking
this
offline,
I'm
happy
to
talk
to
the
clerk,
and
it
might
be
a
broader
discussion
that
we
need
to
have.
But
if
we
can
figure
out
a
solution
in
the
short
term,
we
will.
Y
All
right,
thanks
for
that
appreciate
that
just
looking
for
some
transparency
on
that
for
the
public
on
the
driver,
injuries
and
bus
cancellations
just
want
to
thank
stop
again
for
for
more
information,
I
think
those
are
really
helpful.
Metrics
to
have-
and
it
was
important
to
see
the
breakdown
particularly
to
reduce
our
you
know.
The
driver,
injuries
that
we're
that
we're
seeing
one
of
the
main
promises
that
we
had
for
the
last
budget,
as
I
saw
it
was
to
reduce
cancellations.
Y
I
think
that
that's
a
big
goal
of
ours,
obviously
with
the
hiring
that
we're
seeing
so
I
get
I,
guess
on
on
that
side
of
things,
can
I
just
ask
that
the
commission
receive
monthly
the
exact
number
of
cancellations
for
the
the
previous
month
at
each
commission,
with
the
top
routes
canceled
and
I,
and
I
asked
this
just
because
I
think
it's
a
positive
story,
we're
going
to
tell
I
hope
about
that
declining
amount
of
cancellation.
This
is
off
the
biggest
complaint.
Y
I
get
as
a
counselor
is
Rhodes
cancel
I'm,
seeing
it
on
social
media
coming
in
to
my
email
inbox,
so
on
the
route
cancellation
piece?
Is
it
possible
to
get
that
that
hopefully
good
news
story,
chair
of
showing
that
declining
amount
of
cancellations
per
month
at
commission
I
know
we
see
this
service
percentage
levels,
but
it
doesn't
tell
the
whole
story.
So
if
we
can
get
the
total
number
of
cancellations
and
it's
it's
updated
every
month,
that
would
be
helpful
for
commission
I.
Think.
Y
Y
A
Z
L
Z
From
customers
and
I
just
have
three
questions:
three
sort
of
sub
questions
on
the
survey
efforts
that
are
being
undertaken.
My
first
is
my
experience
in
working
with
clients
that
use
the
OC
transpose
system.
It's
frequently
difficult
to
engage
some
of
those
populations
that
are
more
dependent
on
taking
OC
Transpo
in
multi-unit
residentials
or
in
in
social
housing
and
I
was
wondering
if
you
could
speak
about
any
efforts
to
reach
those
populations.
Z
Secondly,
I
was
wondering
with
the
efforts
to
increase
the
ridership
of
the
federal
public
servants,
who
are,
with
the
exception
of
the
impending
strike,
who
are
back
in
the
office
a
little
bit
more.
If
had,
there
been
any
thought
to
engaging
directly
with
the
federal
Public
Service
via
survey
that
could
be
worked
with
Federal
public
service
with
treasury
board.
Z
I
know
from
being
a
federal
public
servant
for
over
20
years
that
they
have
a
great
cascading
email
system
that
could
be
used
to
survey
Federal
public
servants
I
definitely
have
seen
an
increase,
at
least
in
downtown.
We
see
parkades
full
when
you
walk
the
street
and
just
wondering
if
there
could
be
efforts
undertaken
there
and
I'm
also
wondering
as
you're.
Looking
actually
we'll
put
those
two
questions
together
and
I'll
go
to
the
next
one.
After.
S
That
survey
progressed
in
regular
fashion,
where
we
received
good
interest
from
participants
looking
to
answer
questions
in
regards
to
OC
Transpo
and
the
services
that
we
provide.
We're
currently
evaluating
the
results
from
that
survey
to
look
for
opportunities
to
that
for
improvement
to
bring
back
to
to
the
customers.
S
S
That
survey
is
currently
still
open,
so
we're
looking
forward
to
diving
into
the
details
of
of
those
responses
and
again
look
for
opportunities
to
to
provide
improvements
to
the
service
that
we
deliver
to
the
question
around
engaging
with
the
public,
the
the
government
of
Canada
to
to
launch
a
survey
within
their
Workforce.
That's
not
something
that
we've
looked
at
just
yet,
and
it's
something
that
we
could
take
away
and
see
if
it
if
it
is
indeed
possible.
F
F
L
L
Z
Q
It
depends
on
the
kind
of
server
you're
doing
we've
been
talking
about
the
Nano
survey
we
actually
surveyed
over
2
000
Representatives,
which
is
statistically
a
very
significant
number.
A
lot
of
national
surveys
consider
about
a
thousand
to
fifteen
hundred
a
statistically
significant
numbers.
So
so
the
Nano
survey
has
over
2
000
participants,
so
we're
solid
there.
Q
So,
in
terms
of
you
know,
statistical
representation,
we're
gonna,
have
to
take
a
look
and
make
sure
what
to
make
sure
that
we're
getting
the
numbers
that
we
need.
But
when
you
talk
about
response
rates
to
average
surveys,
usually
that's
significantly
lower
35
is
is
very,
very
high
for
a
response
rate.
Usually
you're,
you
know
under
10
is
kind
of
standard.
If
so,.
Z
Z
One
thing
you
know:
I
I
hear
from
councilor
Brock
Indian's
questions
about
assault
sent
on
on
operators
and
that's
it's
very
concerning,
but
as
we're
seeing
the
uptake
in
ridership,
I
guess,
I,
I
and
I've
asked
this
at
the
last
mean
I.
Think
I
wonder
if
you
could
speak
a
little
bit
to
you
know:
Fair
inspection
and,
if
I
I
believe
the
fair
inspectors
are
working
again.
Z
If
you
could
speak
to
the
four
of
them,
I
think
it's
four
positions
and
if
they
are
collecting
Fair
Revenue
I
guess
my
concern.
As
you
know,
we
see
that
ridership
go
up.
You've
also
probably
got
you
know
not
increment.
You
know.
Incrementally
you've
got
more
people
that
are
perhaps
not
paying
fares
and,
of
course,
I
understand
that
operators
would
not
want
to
insist
on
that,
particularly
given
the
climate
but
I'm
wondering
if
you
could
speak
to
the
efforts
of
the
fair
inspectors.
Z
I
I
don't
know
that
you'd
have
any
statistics
on
it,
and
perhaps
maybe
this
is
a
a
discussion
that
can
happen
next
month
as
well,
when
we
have
the
special
constables
in
because
I
would
imagine
that
there's
also
perhaps
a
threat
to
the
the
fair
inspectors
as
well,
but
anything
you
can
can
talk
to
about
that
too.
I
I
have
heard
concerns
from
bus
passengers
that
they
they
see,
folks,
that
just
won't
pay
on
the
bus,
and
that
is
a
concern,
especially
with
our
current
financial
situation.
R
Yeah,
thank
you
chair
for
your
question.
That's
a
very
relevant
question,
certainly
as
part
of
our
standard
operating
procedure
under
our
program
for
workplace
violence
and
harassment,
prevention
we
make.
We
have
a
particular
appendix
that
is
dedicated
specifically
and
targeted
to
bus
operators
and
others
who
are
have
interactions
with
the
public
and
in
the
case
of
bus
operators.
R
So
part
of
their
training,
of
course,
is
is
aimed
at
ensuring
that
they
do
not
create
a
an
escalating
type
of
environment
and
where
situations
or
circumstances
warrant
and
the
bus
operator
feels
potentially
threatened
by
an
interaction
with
a
client,
a
particular
a
client
that
refuses
to
pay
the
fare.
Then
the
bus
operator
can
contact
the
tocc
and
special
constables
will
be
alerted
and
at
some
point
along
the
Route.
Z
Z
W
Sorry
and
button
issues-
apologies,
yes,
Mr
chair.
The
opportunity
is
there
for
us
to
do
touch-ups
in
the
paint
we're
also
looking
at
addressing
the
leaks
in
the
stations
which
is
causing
a
lot
of
that
sort
of
peeling
or
crackling
and
whatnot.
So
yeah,
that's
all
part
of
our
efforts,
so
you
will
see
a
lot
of
that
work
being
done
during
the
June
shutdown.
So,
yes,
definitely.
N
Thank
you
very
much
for
the
question.
You
know
I'll
Focus,
my
my
portion
on
the
communications
to
customers
that
are
on
the
system
and
then
I'll
talk
a
little
bit
about
the
the
website,
the
alerts
and
those
types
of
things.
So
when
we
first
thing
when
we
have
a
disruption,
we
need
to
get
the
situational
awareness
and
we
do
that
through
our
Transit
operations
control
center.
N
So
we
have
a
control
center
that
is
staffed
with
supervisors,
electric
rail
controllers
and
Communications
people,
and
that
that
control
center
Works
24
hours
a
day
seven
days
a
week
365
days
a
year.
It's
always
open,
they're,
always
monitoring
our
service
watching
what's
going
on
and
if
they
need
to
adjust
and
adapt
or
if
they
need
to
communicate
things
out,
they're
there
to
be
able
to
do
that.
N
So
that's
that's
sort
of
that's
sort
of
the
when
I
talk
about
the
the
we
I'm
referring
to
our
control
center
staff,
working
with
our
columns
people
when
it
comes
to
A
disruption
on
the
rail
line.
You
know,
as
I
said.
Sort
of
the
decision
point
is
from
the
control
center
perspective
they're.
Looking
at
okay,
we
have
a
stop
vehicle.
N
N
So
that's
one
of
the
first
decision
points
then,
as
you
know,
as
we're
determining
what
service
we're
going
to
be
able
to
provide
we're,
also
looking
at-
and
you
know,
we're
troubleshooting
that
vehicle
and
looking
at
okay
can
that
vehicle
get
back
to?
Is
it
out
of
station
if
it's
out
of
station
it's
easy
to
for
our
customers
to
disembark
and
continue
on
their
way?
If
it's
not
at
a
station,
can
we
get
that
vehicle
moving?
N
N
Concurrently,
what's
going
on,
is
we
have
mobile
staff
that
we
would
deploy
to
the
situ
to
this
to
the
location,
so
we
would
send
one
of
our
rail
supervisors,
or
maybe
one
of
the
other
rail
operators
who
was
available
we'd
ask
them
to
go
to
the
train
to
help
the
operator
assess
you
know.
Are
there,
you
know
how
many
people
are
on
the
train,
how
many
people
might
need
to
be
evacuated?
Are
there
any
customers
with
any
mobility
issues?
It's
at
that
time,
when
we
do
that
assessment,
we
look
at.
N
Do
we
need
to
include.
Do
we
need
to
reach
out
to
our
emergency
response
providers
like
fire
services
to
help
with
an
evacuation
while
we're,
while
we're
doing
all
that
you
know
that's
done
through
the
control
center
and
our
mobile
staff,
we're
also,
you
know,
trying
to
communicate
as
best
we
can
to
our
customers
and
keep
them
informed,
we're
engaging
with
our
Communications
team
and
they're
issuing
alerts.
AA
Q
That's
right
thanks
for
the
question
generally,
when
it
comes
to
communicating
out
to
the
public
those
decisions
are
made
or
taken
by
at
the
at
the
tocc
directly
in
the
in
during
the
situation,
there
are
several
scripted
and
crafted
responses
that
have
been
developed,
and
so
those
are
available
for
the
person
at
tocc
to
respond
to
directly
so
they
use
they
use
those
to
communicate
out
to
the
public,
ensuring
that
everything
is
updated.
Accordingly.
Q
F
Chair
sometimes
when
we
have
to
let's
say,
send
a
memo
to
counselors
or
to
to
the
public
we
we
normally
send
it
first
to
some
to
to
the
city
manager's
office
example
to
to
make
sure
that
she's
aware
of
what
happening
and
what
so
we
will
send
out.
But
normally
we
have
the
authority
that
we
need
to
be
able
to
deal
on
a
daily
basis,
but
sometimes
when
it's
something
very
very
important
has
the
last
storm.
F
AA
AB
AA
Morning,
I'm
here,
counselor
thanks
thanks,
Wendy
I
just
wanted
to
bring
you
into
the
conversation
given
that
you
know
I
I,
think
I
think
the
role
of
the
city
manager's
office,
given
the
the
oversight
that
you
play
is
part
of
our
understanding
of
how
we
make
sure
that
residents
are
are
informed
in
a
timely
way
and
I
wonder
from
your
office.
You
know:
could
you
explain
why
your
office
might
require
some
kind
of
final
sign
off
on
materials
or
what?
AB
Oh
thanks
very
much
chair
through
you
to
answer
the
question.
I
think
it's
important
here
to
to
talk
about
the
communication
that
goes
out
to
the
writers
and
the
users
of
the
system
that
communication
went
out
as
I
understand
almost
intimately
in
terms
of
when
R1
service
was
implemented.
There
was
no
delay
with
respect
to
that.
It's
just
in
terms
of
communicating
with
members
of
council.
We
want
to
make
sure
that
we
understand
what
the
situation
is
and
I
think.
In
this
particular
case.
We
wanted
to
understand
how
many
trains
were
impacted.
AB
AA
Okay,
well,
you
know
I
I
appreciate
what
you're,
suggesting
and
and
I
would
I
would
offer
that
that
maybe
a
Nuance
would
be
required
to
to
offer
some
nimbleness
when
it
comes
to
Communications
in
a
crisis.
I
would
want
to
know
that
you
know
all
departments
are
trying
to
move
as
quickly
as
possible.
So
I
I
wonder
is
this.
Is
this
typical
for
your
office
with
OC
transpose
specifically,
or
do
you
offer
this
kind
of
oversight
function
with
many
departments
as
they're?
Releasing
information.
AB
We
always
want
to
see
what's
going
out,
just
in
the
sense
of
making
sure
that
we
understand
the
impact
on
the
entire
city.
Each
department
does
not
act
in
terms
of
its
own
I'm,
going
to
suggest
a
silo
here,
because
there
could
it
be
impacts
across
all
departments,
and
we
want
to
make
sure
that
everything
is
lined
up
in
terms
of
the
response
that
we're
providing
in
the
service
that
we're
responding
to
and
that
we're
encompassing
every
part
of
the
city
that
we
possibly
can.
AA
Okay,
well,
that's
that
sounds
like
quite
a
balancing
act.
You
know
when
we're
trying
to
look
at
some
agility,
but
then
also
create
these.
These
conditions,
where
we
we
have
alignment
across
all
aspects
of
the
city
and
all
implications
for
the
city,
so
that's
I,
mean
I'm
sure,
that's
quite
a
juggling
act
for
you
and
anyway
we
can
continue.
We
can
continue
looking
at
these
questions
as
we
move
forward,
but
I
think
in
these
types
of
instances.
AA
H
Thank
you
very
much
chair.
My
colleagues
have
asked
most
of
the
questions.
Just
one
sorry
one
note
I
took
there
was
discussion
about
being
able
to
add
more
time
into
this
schedule
to
account
for
congestion
and
such
I
just
want
to
know
if
that
is
at
the
expense
of
frequency
of
service.
If
you
start
patting
in
more
time
to
complete
routes
in
order
that
they
become
more
reliable,
do
we
have
to
decrease
the
frequency
with
which
they
run
given
current
resources.
S
H
That's
fantastic
news
because
the
we
have
to
have
realistic
schedules
that
we
communicate
to
to
Residents
when
they're
looking
up
the
timetables
to
figure
out
how
long
they're
going
so
it
sounds
like
schedules
that
people
look
at
will
will
be
much
closer
to
what
what
the
reality
is.
So
that's
great
and
then
the
second
question
and
I'm.
Sorry.
Could
you
just
remind
me
of
the
timelines
that
we're
looking
at
with
respect
to
bus
route,
review
and
adjustments
to
account
for
the
opening
of
stage
two
stations.
F
C
I
said
in
my
introduction,
we
will
be
sending
a
memo
summarizing.
The
various
steps
that
must
be
taken
are
intent
is
to
finish
by
the
end
of
this
year,
because
the
Trillium
line
will
be
open,
but
you
will
be
consulted
just
like
all
the
clients,
and
then
we
will
explain
the
steps
and
we'll
start
the
discussions
next
week.
H
H
S
S
We
do
have
a
significant
amount
of
stakeholder
consultation
that
will
involve
counselors,
Riders
workplaces
and
that's
coming
to
you
soon,
as
Carr
mentioned
in
regards
to
a
memo
and
then
also
some
meetings
with
groups
of
counselors
to
to
talk
through
that
walk
through
that
and
in
Partnership.
We'll
make
those
adjustments
moving
forward.
I.
H
I'm
looking
forward
to
that,
but
I
think
my
question
was
whether
or
not
council
is
going
to
need
to
approve
new
routes.
I'm
thinking,
for
example,
of
the
14
one
of
the
big
adjustments
to
stage
one
or
to
the
14
was
that
it
no
longer
ran
to
Carling
wood
right.
It's
it's
a
route,
that's
focused
on
running
from
to
and
from
Tony's
pasture
now.
That
was
not
something
that
was
put
in
front
of
council
for
a
vote,
nor
the
multiple
other
changes
that
were
made
when
stage
one
opened.
H
The
number
11,
for
example,
no
longer
runs
to
Westborough
station.
It's
focused
on
getting
passengers
to
and
from
Chinese
Pastor
station
again.
That
was
not
something
that
was
put
to
a
vote
and
I'm,
not
necessarily
arguing
that
it
should
be
in
in
a
situation
where
root
changes
are
brought
as
a
vote.
F
Chair
will
definitively
bring
updates
here
and
I
think
normally,
we
need
to
a
vote
when
we
need
a
vote
when
we
have
to
change
the
policy.
I
think
I'm
not
very
familiar
with
that,
and
unfortunately,
who
knows
very
everything
on
that,
because
he
did
that
before
he's
not
here
today,
but
I
can
I
can
come
back
next
month
and
anyway,
you
will
be
meet
by
by
you
will
be
met
by
my
team.
You
can
ask
all
of
the
questions
and,
in
the
meantime,
we'll
try
to
get
this
sensor.
H
If,
if
past
practice
holds
true,
the
the
actual
route
changes
aren't
going
to
come
to
council
for
a
vote,
but
I
am
anticipating
a
very
robust
consultation
process
that
you
know,
I
think
it's
going
to
be
important
for
every
counselor
to
participate
in
fully
so
okay
I'll
leave
it
there.
Thank
you
very
much,
sir.
K
Thank
you,
chair
I,
just
had
one
follow-up
from
my
first
line
of
questions
it's
around
what
counselor
leaper
was
just
asking
and
in
the
presentation
today
staff
talked
about
the
bus
route
review,
which
I
think
the
Genesis
behind.
It
is
the
fact
that
we
have
budget
challenges
and
there's
been
a
change
of
demand
since
covet,
and
that's
what's
motivating
us
for
the
review.
My
question
Madame
emika
last
night
to
you,
was
regarding
an
assessment
of
roots
related
to
the
opening
of
phase
two
or
at
least
the
Trillium
line.
S
Thank
you
chair
and
thank
you
counselor
for
the
question.
The
team
has
been
working
on
what
future
bus
routes
will
look
like
with
the
implementation
and
opening
of
stages,
two
and
four,
and
what
I'm
hearing
from
the
team
is
that
the
bulk
of
the
root
changes
are
in
the
South
End
of
the
City
versus
in
your
your
particular
Ward.
K
K
S
B
K
Excellent,
thank
you
for
that
and
again
I
just
want
to
confirm,
because
I
have
to
go
back
to
two
Community
associations
today.
Is
that,
as
a
result
of
the
Trillium
line,
reopening
this
fall,
OC
Transpo
is
not
expecting
as
a
result,
any
significant
modifications
to
existing
bus
routes
that
serve
north
of
Hunt
Club
Road
is
that
correct.
F
Sure,
if
you
don't
mind,
I
don't
want
to
to
give
a
bad
answer.
Can
we
come
back
in
May
with
that?
And
if
we
have
this
info
before
that,
because
I
have
a
lot
of
people
who
are
working
on
that
and
it's
important
that
we
give
you
an
accurate
answer.
So
we'll
come
back
at
next
DC
or
probably
before
that
great.
D
D
So
I
came
back
on
the
speaker
list
because
I
had
another
question
about
the
the
the
possibility
of
something
that
does
heat
the
wires
on
the
LRT
I
know.
This
was
raised
once
or
twice
already
something
that
you
know
it
is
used
in
some
places
and
and
I
think
it
is
worth
a
more
serious
consideration
because
we're
we're
at
the
point
where
some
of
our
colleagues
are
considering
discussing
shutting
down
our
our
rail
network
in
in
severe
weather.
D
A
A
A
A
O
N
N
Great
Okay,
so
OC
transpose
transit
system
is
designed
to
take
full
advantage
of
the
efficiency,
speed
and
reliability
that
comes
with
operating
a
light
rail
system,
including
a
dedicated
right
away.
600
passenger
capacity
per
train
replacing
up
to
nine
articulated
buses
three
to
five
minute
train
frequencies,
as
well
as
reducing
greenhouse
gas
emissions
and
positively
contributing
to
reducing
traffic
congestion.
N
N
A
fixed
permanent
R1
signage
on
streets
have
r1's
Roots
service,
only
Rail
stations,
when
it
is
needed,
ensure
that
the
road
network
is
reliable
and
can
support
higher
frequency,
buses
for
short
durations
and
once
again
ensuring
that
those
roads
are
as
close
to
stations
as
possible
to
minimize
the
transfer
time
and
walking
distance
for
customers,
as
well
as
consider
infrastructure
enhancements
to
support
service.
You
know
Advanced
greens
turning
Lanes
ensure
that
R1
routing
is
included
in
larger
traffic
and
snow
clearing
plans
with
other
City
partners.
N
Next
slide,
please
I'll
I.
We
probably
all
know
this,
but
R1
is
the
bus
service
that
is
implemented
that
connects
stations
along
the
L
train
line
when
trains
are
unable
to
operate
because
of
a
service
disruption
due
to
the
nature
of
the
bus,
Network
and
road
infrastructure,
essentially
due
to
the
inherent
differences
in
Bus
and
Rail
service,
R1
R1
cannot
match
the
speed
capacity.
Efficiency
of
the
train
service,
although
we
have
robust
plans
and
procedures
in
place
operating,
our
one
service
will
invariably
impact
our
customers,
our
staff
and
our
Communications
when
implementing
R1.
N
So
how
do
we
go
about
deploying
R1
when
R1
is
implemented?
Our
staff,
including
Transit
operations,
control
center
staff,
mobile
supervisors,
rail
supervisors,
our
Station,
Service
attendants
and
other
Frontline
Personnel
are
trained
and
have
a
number
of
operating
procedures
to
support
those
line.
One
disruptions
I
know
I
talked
upon
a
little
bit
earlier,
but
the
first
step
is
always
to
determine
if
single
tracking
is
an
option
while
providing
rail
all
rail
service
using
one
track,
May
introduce
longer
travel
times
for
customers.
N
It
is
preferable
than
implementing
our
one
bus
service,
even
with
delays
potentially
for
additional
transfers
for
customers
and
potential
for
crowding
of
stations.
Single
tracking
provides
for
a
more
effective
service,
less
impacts
on
customers
other
than
R1
I.
Share
that
just
simply
because
our
R1
it
is
there
to
support
our
customers,
but
it
is
our
last
resort.
N
N
You
know
it's
also
during
this
time
that
situations
may
may
change
and
may
emerge,
which
makes
it
which
contributes
to
the
the
difficulty
in
communicating
with
customers.
During
this
time
and
and
I
know,
we've
talked
about
it
here.
Staff
will
make
frequent
updates
in
stations
and
on
vehicles,
while
additional
staff
and
signs
are
being
deployed
to
the
stations
and
I
know
that
that's
an
area
for
for
growth
and
and
for
improvement
and
we're
committed
to
making
those
changes
right
away.
N
N
There
are
a
number
of
considerations
decision
points
that
our
team
in
the
control
center
must
immediately
consider
when
implementing
R1,
specifically
the
location
of
the
disruption.
Time
of
day,
customer
volumes,
Peak
direction
of
travel
and
the
anticipate
duration
of
the
destruction
are
all
factors
that
determine
the
most
appropriate
R1
action,
as
well
as
the
bus
requirements,
Additionally
the
location
of
the
disruption
in
relation
to
crossovers
or
switches
where
trains
can
cross
from
one
track.
N
Another
is
another
key
consideration:
crossovers
or
switches
allow
trains
to
either
single
track
around
disruption
or,
alternatively,
when
single
tracking
is
not
an
option
to
re-route
to
service
traveling
in
the
opposite
direction,
so
those
crossovers
allow
us
to
do
like
a
loop
on
either
ends
of
the
line.
You
see
that
that's
an
activity
that
we
frequently
do
when
we
have
to
implement
R1
in
an
effort
to
minimize
those
impacts.
N
Our
team
must
try
to
maximize
the
use
of
the
LRT
system
whenever
possible,
through
the
implementation
of
single
tracking
and
or
partial
service
leveraging.
Our
line
one
helps
alleviate
the
impacts
of
our
one
on
the
conventional
bus
service
by
reducing
the
requirement
for
buses
and
ultimately,
speeds
up
travel
time
for
customers.
N
Additionally,
when
establishing
R1
staff
consider
the
time
it
will
take
for
passengers
to
travel
from
the
Light
Rail
stations
to
the
R1
bus
stop
locations,
the
most
appropriate
customer
transfer
points
are
where
the
Bus
and
Train
standard
bus
and
train
stations
are
integrated,
such
as
Blair
Birdman,
Saint,
Laurent
Honeys.
Alternatively,
locations
where
bus
stops
are
located
right
outside
the
station
are
also
preferable.
N
There
are
certain
locations
where
we
do
try
to
avoid
that
being
a
Terminus
point
for
our
service,
mu,
Ottawa
being
one
of
those
primary
areas,
because
it
is
a
longer
walking
distance
for
our
customers
to
get
to
that
R1
bus
stop.
So
we
really
try
to
balance
that
out.
So
that's
why,
when
you
see
R1
being
implemented,
you
know
for
customers
traveling
in
the
western
Direction
we've
frequently
in
service
at
Herdman
station.
N
N
N
N
Recognizing
that
the
first
three
minutes
following
an
unplanned
disruption
can
be
particularly
challenging
for
customers.
Our
team
will
initiate
regular
and
frequent
announcements
using
the
PA
systems
in
stations
and
our
vehicles.
The
situation
may
evolve
and
staff
may
be
required
to
adjust
plans
based
on
emerging
events.
N
As
I
mentioned,
additional
resources
are
deployed,
you've
heard
of
the
red
vests,
but
we
also
have
supervisors
and
customer
service
staff
that
are
deployed
to
affected
stations
to
assist
customers
control
center
staff
will
make
announcements
within
the
Light
Rail
stations
and
our
operators
of
both
trains
and
buses.
Servicing
LRT
stations
are
advised
to
make
announcements
to
our
customers
and,
lastly,
for
prolonged
disruptions.
Regular
updates
are
provided
to
council
as
well
as
the
media.
N
The
reasons
for
this
is
that
is
one.
Is
it's
very
difficult
to
implement
different
routes
from
an
operational
perspective
during
disruptions
running
different
R1
routes
at
the
same
time,
results
and
challenges
for
our
customers
as
well
in
terms
of
way
funding
and
requires
a
need
for
additional
signage
installation
and
maps
for
online
communication
alerts.
N
It
can
be
confusing
for
customers
to
understand
where
to
catch
buses
where
to
catch
the
shuttles
where
the
different
routes
stand
up
and
there
may
be
confused
about
which
buses
to
take
not
to
minimize
the
the
customer
and
Communications
impacts.
However,
the
most
significant
impact
is
the
requirement
for
more
buses
to
support
the
deployment
of
different
R1
routes
running
and
running.
At
the
same
time,
this
will
result
in
reduced
reliability
over
the
entire
Transit
Network,
as
well
as
more
cancellations
and
one
final
aspect
that
I'd
like
to
mention.
N
N
R1
should
be
consistent
from
event
to
vent
to
minimize
confusion
during
customers
commutes
during
an
already
difficult
time,
so
we
don't
want
to
be
adjusting
our
one
from
event
to
events.
As
you
know,
we
want
to
minimize
that
as
little
as
possible.
We
want
it
to
be
intuitive.
If
we
have
to
implement
R1,
you
know
we
would
like
the
customers
to
know.
This
is
where
we
go
and
it's
it's
consistent
from
from
from
from
time
to
time.
N
The
goal
of
any
rail
line
is
to
provide
safe
and
reliable
service,
inherently
minimizing
the
number
of
disruptions
and
the
requirements
for
Replacement
Service,
while
improving
liability
and
reducing
disruptions
is
our
Collective
goal.
If
we
were
to
consider
running
R1
in
parallel
or
in
or
in
lieu
of
line,
one
Capital
costs
in
the
area
of
260
to
360
million
would
be
required
to
purchase
upwards
of
310.
N
N
While
R1
is
not
in
a
dial
ideal
situation,
it
is
used
to
support
our
customers
during
plan
and
unplanned
disruptions.
We
Will
We
Will
issue.
Communications,
we
will
assign
staff.
We
will
support
as
much
as
we
can,
but
at
the
same
time,
we
recognize
that
it
cannot
effectively
replicate
the
rail
service,
our
field
and
control
center
Personnel
have
the
appropriate
training
and
standard
operating
procedures
to
implement
R1
to
minimize
travel
impacts,
as
well
as
to
make
every
effort
to
return
rail
service
safely
and
as
quickly
as
possible
for
our
customers
and.
N
Lastly,
rail
replacement
bus
plans
are
part
of
every
LRT
Network.
Our
Collective
focus
at
OC
transplants
to
continue
to
focus
on
approving
rail
network
resiliency
and
reliability
to
minimize
both
the
number
of
the
R1
implementations,
as
well
as
their
Collective
impact
on
the
transit
Network.
Thank
you.
A
H
Thank
you
very
much,
chair,
I,
I,
have
to
admit
I'm.
One
of
those
counselors
who
would
I
would
think
about
supporting
the
planned
shutdown
of
LRT
in
weather
situations
that
can
be
anticipated
to
result
in
the
shutdown
because
of
the
chaos
that
I've
seen
associated
with
unplanned
disruptions
the
length
of
time
that
it
takes
for
customers
to
get
information.
The
the
the
the
chaos
of
the
stations,
the
complaints
about
people
who
don't
have
the
information
they
need
to
understand
what
they're
doing
under
a
really
stressful
situation.
H
N
It's
a
good
question.
Mr
chair.
We
normally
use
that
20-minute
Mark
as
a
determination
as
to
when
our
one
service
would
be
implemented.
That's
not
to
say
that
we
don't
start
taking
actions
to
implement
our
one
in
advance.
When
we
become
aware
of
A
disruption,
our
control
center
is
starting
to
look
at
okay.
What
do
we
need
to
do?
N
You
know
we
start
thinking
about
deploying
staff
to
the
locations.
Where
would
be
Terminus
endpoints
for
the
rail
service,
where
the
customers
will
be
transferring
to
buses?
We
start
taking
actions
almost
within
the
first
couple
minutes,
but
we
use
about
that
20
minute
Mark
to
determine
whether
or
not
we
need
to
implement
R1.
At
that
point,.
H
So
there's
a
disruption:
I
I,
don't
want
to
get
into
too
many
hypotheticals
here,
but
a
wire
has
come
down
in
one
end
of
the
track
and
three
minutes
later
you've
made
a
determination
there's
a
wire
down.
We
need
to
implement
R1
because
you
know
it's
going
to
be
more
than
20
minutes.
What
about
you
know,
there's
there's
door
faults,
there's
all
kinds
of
different
things.
Is
it
possible
that
20
minutes
may
have
elapsed
by
the
time
you
make
a
determination
that
the
outage
is
going
to
be
longer
than
20
minutes.
N
Mr,
chair
I'm,
not
sure
if
I
follow
the
question
I
mean
maybe
I
can
there.
There
are
a
lot
of
occurrences
that
are
very
short
in
duration.
You
mentioned
a
few
of
them.
You
know
a
door
fault,
that's
something
an
operator
can,
in
most
circumstances
go
and
attend
to
and
within
five
to
six
minutes.
That
train
is
back
in
service
Medicals
as
well
are
your
ones
that
are
frequent
occurrence
in
which
our
prayer
may
need
to
go
check
on
someone
call
Emergency
Services.
N
N
You
know
there
still
might
be
the
opportunity
to
single
track
around
that.
So
we
do
need.
You
know
there's
time
when
we
need
to
get
staff.
You
know
whether
it
be
one
of
the
RTM
technicians
or
one
of
our
members,
our
team,
to
go
out
and
see
what
what
the
what's
that
location,
because,
as
I
said,
our
ideal
situation
is
a
single.
Our
ideal
situation
is
to
run
full
service
but
an
event.
N
But
there
have
been
situations
where
you
know:
staff
have
haven't,
haven't
known
what
was
going
to
happen
and
within
you
know
what
that
you
know
start
implementing,
R1,
communicating
it
out
and
then
we're
able
to
get
a
train
moving
again
and
able
to
resume
service,
and-
and
that's
that's
really
confusing-
that's
really
frustrating
confusing
for
customers.
I
was
just
told
to
go
to
R1
and
now
I
have
to
come
back
right.
So
so
we've
had
those
situations,
but
most
times
that
20
minute
Mark
is
is
Fairly
reliable,
like.
H
We're
running
our
one
in
disruptions
that
are
going
to
take
longer
than
20
minutes,
but
I'm
I'm
worried
that
by
the
time
we've
made
that
decision,
15
minutes
may
have
elapsed
and
then
there
is
the
time
involved
in
getting
the
resources
onto
the
onto
the
onto
the
network
so
that
you
know
we're
looking
at
a
half
an
hour.
40
minutes,
45
minutes
before
that.
F
O
We
take
the
risk
and
say
that
the
technician
will
be
there
and
we'll
be
able
to
solve
the
problem,
and
we
won't
be
able
to
necessarily
pass
to
R1,
because
we've
understood
that
when
we
make
this
decision
in
important
decisions
that
they
impact
everybody
trains
and
our
clients,
people
who
are
on
board
because
we
will
have
to
remove
these
buses
now
you
saw
the
huge
costs
associated
with
keeping
buses
and
people
sat
down
when
not
doing
anything.
So
that's
not
an
option,
an
example.
O
So
when
we
have
an
example
like
you've,
given
the
first
sample
a
cable,
that's
broken.
We
that's
easy
for
us,
but
we
know
that
if
we
can
resume
service
with
a
train
and
maybe
we'll
be
able
to
do
the
repairs
quickly,
sometimes
we
tell
ourselves
that
we
need
to
begin
quickly
right
away,
and
at
that
point
we
cut
the
current.
So
we
can't
give
the
service
and
the
track
that
that
is
affected.
O
So
we
are
trying
as
best
as
possible
with
experience,
we
have
a
two
get
a
quick
win
so
that
we
can
say
look
through
this
experience.
We
know
that
this
will
be
this
much
time
and
if
we
have
to
deploy
our
one
well,
then
we
will
it's
not
only
about
taking
off
at
the
buses
when
we
deploy
R1,
we
have
to
also
ensure
that
there
are
red
vests
these
people,
who
will
be
there
with
the
clients,
because
the
client
wants
to
know.
O
We
will
have
to
change
the
plans
for
people
and
tell
them
that
they
have
to
take
the
bus,
and
all
of
that
information
is
taken
into
account
in
the
decision
to
implement
R1
and,
of
course,
this
is
done
to
avoid
disruptions
of
bus
services
at
the
end
of
the
day.
All
of
this
to
say
that
our
first
goal
is
to
improve
the
train.
O
O
H
N
Mr,
chair
the
you
know,
the
number
will
vary
but
I
know
you're
using
the
example
of
permanent
station
Herdman
station.
Is
it
you
know,
depending
on
the
time
of
day,
we
may
have
buses
already
there
that
are,
that
are
what
we
call
extras
or
spares
that
you
know
that
could
be
assigned
to
R1
right
away.
So,
but
you
know
I
would
use
that
sort
of
Baseline.
N
You
know
that
15
to
20
minute
marks
once
the
decision
has
been
made,
but
as
I
mentioned
earlier,
we
may
not
activate
our
one
for
that
20
minutes,
but
staff
are
already
starting
to
anticipate
and
they're.
Looking
at
what
resources
can
be
can
be
assigned
redeployed
moving
stuff
around.
So
you
know
it
really
can
vary
Depending
on
time
of
day
traffic
conditions
weather
as
well
as
location
of
the
disruption.
H
The
and
it
may
have
taken
you
already
five
minutes,
ten
minutes
to
make
the
decision
to
run
R1
by
that
point
you
know
so
I'm.
Looking
at
you
know
the
the
possibility
of
people
having
to
wait.
Is
it
possible
for
somebody
to
have
to
get
off
a
train
and
wait
for
wait
a
half
an
hour
to
get
on
a
bus
at
Herdman?
If
there's
been
a
disruption.
N
N
You
know
if
we
get,
you
know
three
or
four
buses
there
right
away,
but
there's
a
large
number
of
people.
You
know
you
might
see
some
people
having
to
wait
for
the
next
set
of
buses.
So
definitely
not
an
ideal
situation,
but
our
goal
is
to
do
it
rapidly
quickly
and
and
get
the
support
there.
In
terms
of
you
know
the
communications,
as
well
as
staff
to
assist
yeah.
H
You
know:
I've
watched
some
of
that
crowding
at
Erdman
I've
watched
some
of
that
crowding
at
Blair.
It's
extremely
uncomfortable.
How
many
staff
you?
You
talked
about
some
customer
service
staff,
other
staff
who
can
be
deployed
to
stations
if
there
were
A
disruption
today
that
required
our
one
bus
service
to
be
deployed
between
Herdman
and
Blair.
Where
would
the
staff
come
from
to
get
to
all
the
stations
along
those
lines
to
communicate
to
to
clients
to
residents.
N
That's
another
great
question:
Mr
chair
within
within
the
rail
operations
group
itself,
we
we
have
a
number
of
customers
or
you
know
a
station
service
attendance
or
their
young
people
also
refer
to
them
as
red
vests.
We
have
you
know
a
number
of
rail
supervisors
as
well
as
we
have
rail
operators
who
can
assist.
So
we
would
look
at
that,
but
we
would
do
a
call
out
to
all
OC
Transfer
staff.
We
do
have
a
customer
service
team
that
they
they.
N
N
When
we
have
a
you
know
for
a
long
disruption,
we've
been
fairly
effective
at
getting
people
to
all
stations
with
a
little
bit
of
lead
time,
but
we
would
do
a
call
to
LLC
transport
staff
and
you,
you
know
you
might
see,
managers
out
there,
some
of
our
schedulers
planners,
but
we,
you
know,
look
within
the
customer
service
group.
Our
rail
operations
group
and
then
we
do
a
larger
call
out
to
alloc
transport
and.
N
You
know
Mr
chair,
that
really
depends
on
the
the
scope
and
the
size
of
the
the
disruption
Something
That
We're.
You
know
we're
planning
for
the
next
couple:
weekends,
it's
a
couple
stations.
So
that's
something
we
can
mobilize
very
quickly
on
with
with
minimal
impact.
Something
like
you
know,
the
complete
line
that
would
take.
You
know
likely.
You
know
a
half
day
to
a
day
to
be
able
to
stop
every
single
station
and
and
then
then
we
start
looking
at
how
do
we
maintain
and
sustain
it?
Yeah.
H
And
again
it's
these
unplanned
disruptions
that
you
know
might
affect
either
half
a
half
a
system
say
from
Urban
to
Blair
or
or
the
entire
system.
If,
if
you
have
to
shut,
if
you
have
to
shut
the
full
station
down
like
we
did
recently
and
the
concern
that
I
keep
coming
back
to
is
what
I
hear
from
customers
over
and
over
again
the
train
system
went
down.
I'm
I,
don't
know
what
to
do
wait.
It
took
us
a
very
long
time
for
anyone
to
tell
us
where
we're
going.
H
It's
I,
just
I
know
there
are
trade-offs
to
implementing
our
one
service,
but
the
chaos
of
the
unplanned
service
just
keep.
We
keep
hearing
about
the
horrific
experiences
that
customers
are
having
and
I'm
I'm
hearing
about
lead
times
to
get
some
critical
mass
of
staff
to
the
stations
that
is
in,
in
my
view,
unacceptably
long
for
unplanned
disruptions
compared
to
planned
disruptions.
D
Thank
you,
chair,
yeah,
I,
I
kind
of
want
to
go
further
on
the
some
of
the
questions
about
the
the
obstruction
plans
that
we
come
up
with.
I
know
that
there
are
a
lot
of
pre.
Assuming
things
have
not
changed.
There
are
lots
of
pre-planned
plans
for
for
when
things
happen,
in
different
sections
of
track,
like
Honeys
to
tunnies,
to
lie
in
line
to
I.
Think
you
Oughta
was
the
next
one
and
Etc.
D
D
F
I,
don't
want
to
be
difficult.
We
can
share
everything
for
sure,
but
it's
like
I
think
councilor
leaper
was
very
clear.
It's
if
you
can
help
us.
We
will
who
will
be
very
pleased
to
share,
but
it's
like
just
giving
to
give
it
to
giving
to
give
that's
it.
I,
don't
I,
don't
I,
don't
see
why
we
should
do
that,
but
listen
we
can,
but
it's
I'm
not
sure
if
it's
something
that
we
should
necessarily
share,
we
can
spend
time
together.
We
have
a
meeting
together,
one-on-one
and
I.
D
Okay,
so
maybe
maybe
I'll
change
the
course
of
that
question.
Then
I
know
that
you
recently
launched,
then
the
next
stop
blog
on
on
your
website.
There
I
think
that's
a
great
way
to
actually
Explain
how
and
where
our
one
service
gets
deployed
in
an
unplanned
disruption.
Everything
that
you
told
us
today
I
think
is
stuff
that
the
public
would
very
much
appreciate,
not
everybody,
watches
Transit
Commission
and
it
can
help
them
get
a
better
sense
of
oh.
D
Why
do
I
have
to
stand
at
Parliament
station,
for
example
for
25
minutes
before
the
R1
comes
in
it's
a
short
bus
and
it's
crowded
and
everything
you
know:
don't
you
plan
for
this,
but
there
are.
There
are
a
lot
of
interest
intricacies
behind
the
scene
that
ends
up
with
just
a
40
footer
right,
so
I
think
that's
something
that
would
be
worth
communicating
with
our
with
our
residents
and
customers
when
it
comes
to
communicating
information
out
to
customers
during
an
unplanned
service
disruption.
I
know
that
there
are.
D
N
Thank
you
for
the
question
Mr
chair.
You
know,
obviously
in
in
all
these
events,
our
goals
to
to
minimize-
and
you
know,
eliminate
the
cancellations,
but
we
know
that's
not
reality.
I,
look
back
at
some
of
the
the
previous
occurrences
of
both
the
planned
and
unplanned
events
and
I
can
say
that
you
know
for
the
for
the
planned
events.
The
the
number
of
cancellations
that
are
attributed
to
the
implementation
of
R1
is
is
next
to
zero,
very
very
few.
N
If
any
cancellations
at
all
and
then
I
look
about
that,
you
know
the
most
recent
event
that
we
had
on
the
fifth
and
sixth,
the
fifth.
It
was
63
cancellations
as
a
result
of
the
implementation
of
R1
and
on
the
sixth
we
did
get.
You
know
service
back
the
partial
service
back
the
next
day
it
was
22.,
so
you
know
that's
on
on
a
daily
trip
count
of
just
under
8
000.
Y
Okay,
thank
you
for
that
that
that's
helpful.
Is
there
anything
that
could
help
the
cancellations
on
the
unplanned
days?
I,
don't
know
if
if
you,
if
the
people
are
on
call
during
that
time
or
if
it's,
if
there's
a
lack
of
bosses
available,
but
but
is
there
any
other
mitigation
that
can
be
done
for
cancel
its
service
on
those
unplanned
R1
days.
N
You
know
it'll
it'll
help
us
have
the
The
Operators
that
we
we
need
to
to
provide
the
service
and
it'll
give
us
that
extra
capacity
to
deal
with
fluctuations
from
day
to
day
that
the
challenge
with
with
having
you
know
so
standby
operators
or
whatnot
is-
is
that
the
the
the
the
considerations
are,
the
the
variables
change
significantly?
You
know
you
got.
You
know
day
of
the
week
whether
it
will
be
a
weekday
or
a
weekend
even
the
time
of
day,
whether
it
be
a
peak
period
or
you
know,
an
off-peak
period.
N
You
know
there
is
the
operator
and
bus
availability.
You
know
the
weather
as
well
as
customer
volumes,
so
you
know
we
can
have
an
unplanned
R1
occurrence
that
results
in
zero
cancellations.
If
it's
later
in
the
evening
or
you
know-
or
we
have
a
bit
of
advanced
notice
to
it,
it's
those
ones
that
affect
multiple
stations
and
you
know,
hit
us.
You
know
on
a
weekend
a
peak
period.
Those
are
the
ones
that
are
particularly
problematic
but
I.
N
Z
Hi,
thank
you
very
much
and
thank
you.
Councilor
leaper
we're
bringing
specifically
for
the
example
with
respect
to
Herman
I,
appreciate
the
presentation
on
the
one.
The
the
R1
and
I
understand
why
it
doesn't
make
sense
to
to
run
a
service
that
uses
different
stations,
but
I
will
say
that
in
the
case
of
of
Herdman
station,
when
R1
is
deployed
and
and
the
distance
between
Herdman,
particularly
in
Ottawa
U,
is
significant
on
the
R1
and
the
challenge
that
happens
is
that
you
know
I
would
say
between
September
and
April.
Z
Z
I
know
that
you
know
I've
heard
that
it's
confusing
to
people
I'll
also
say
that
that
students
generally
have
the
ability
to
navigate
themselves
through
a
crowd
onto
the
bus,
a
little
bit
more
easily
than
people
that
are
maybe
a
little
bit
older
or
Mobility
challenged.
And
so
you
see
it
time
and
time
again
and
and
I
I
know
that
you'll
say
I
I
expect
you'll
say
no.
N
No
thank
you
for
that
and
Mr
chair
them.
You
know
that
section
of
of
track
or
R1
bus
route
is
is
particularly
challenging.
Obviously,
and
it
does
result
in
in
longer
commute
times
for
anyone
who's
traveling
in
the
Eastern
Direction
in
the
in
the
west.
You
know,
if
you're
you
know
in
the
PMP
when
people
are
heading,
you
know
heading
east,
it's
less
of
an
impact
because
you
know
the
buses
do
go
right
by
that
station,
but
you
know
that
is
we
are.
N
N
You
know
part
of
it
is,
is
you
know
improving
the
way
finding
and
you
know
and
looking
at
the
communications
that
we
just
identify
the
communications
we
just
had
done
for
the
last
last
disruption.
But
you
know
we
are
looking
at
what
are
our
options
for
that
I'll
say:
Lee's
U,
Auto,
Rito
Corridor
as
well
too.
So,
but
just
just
it's,
it's
we're
looking
at
it
from
a
holistic
view
balanced
with
what
is
the
impact
on
the
rest
of
the
bus
Network
as
well
too,
but
we
are
looking
at
that.
H
We
worked
with
the
city
to
look
at
lane
closures
and
street
closures
to
provide
better
R1
service.
It
strikes
me
this
has
been
asked
before
and
I
I,
don't
remember
if
if
an
answer
was
provided,
but
you
know
setting
or
creating
bus
only
Lanes
through
parts
of
the
through
parts
of
the
downtown
I'm
thinking,
particularly
of
that
Herdman
to
University
of
Ottawa
run,
which
is
so
extraordinarily
slow
on
ER
one.
N
N
Advanced
greens
and
you
know,
adjusting
light
cycles
and
there's
been
some
rare
occurrences
where
we've
had
to
request
some
Ops
pay,
Duty
Officers,
to
assist
us
getting
through
some
intersections
to
work
very
much
closely
with
them,
but
as
part
of
that
review
that
I
just
commented
to
to
councilor
Caron,
you
know
that
we
we
are
reaching
out
to
traffic
operations
as
well,
to
see
if
there's
there's
other
options
that
we
haven't
yet
explored
to
deal
with,
that
specific
Corridor
as
well.
Yeah.
H
D
Thank
you,
I
knew
I,
missed
a
question
in
the
event
of
a
any
sort
of
service
disruption.
Are
the
rail
controllers
able
to
like
I
know
they
make
announcements
which
get
broadcast
in
the
stations
and
everything,
but
are
they
able
to
actually
announce
into
the
trains?
Because
there
are
situations
where
I
feel
the
operator
is
you
know
troubleshooting
or
doing
whatever
else,
and
they
might
not
be
able
to
communicate
with
with
customers
on
board.
N
N
We
do
rely
on
the
operator
for
that
and
to
your
point
you
know
the
operator
may
be
tasked
with
doing
multiple
things
and
it
can
be
a
challenging
situation
for
them,
but
that
is
also
why
we,
when
we
have
a
stop
train,
especially
winning
between
stations,
we
we
send
out
all
additional
staff
to
that
train
as
well
to
assist
either
to
assist
with
the
troubleshooting
or
to
assist
with
the
communication
with
our
customers.
So,
but
no
there
are
controllers
can
speak
in
stations,
but
not
directly
on
trains
is.
N
D
Yeah,
please
do
thank
you.
Second
question.
I
I
know
that
you
know
I
truly
think
that,
with
with
our
reset
in
relationship
with
RTG,
that
train
service
will
improve
and
as
it
does
improve
our
one's
going
to
become
less
and
less
needed,
like
it's
going
to
become
a
very
rare
occasion,
and
then
when
it
does
happen,
it
will
be
chaos
regardless.
D
Right,
like
it
is
like
that
in
Toronto,
when,
when
the
line,
one
shuttle
bus
has
to
come
up
so,
but
in
the
meantime,
when
when
it
seems
that
all
of
our
service
issues
become
major
service
issues
like
when
things
go
wrong,
things
seem
to
go
really
wrong.
Are
there
what
what
improvements
or
or
what's
a
little
things
have
we
looked
at
you
know,
I'm
thinking,
cerebral
Trombley
and
new
Ottawa
stations
are
especially
challenging
to
service
like
have
we
looked
at
things
to
mitigate
little
challenges
like
that?
In
the
meantime,
foreign.
N
Sorry,
just
so
like
if
I
can
follow
the
question,
is
it
Improvement
of
the
R1
service
or
Improvement
on
the
rail
service
R1
on
the
R1?
So
you
know
we
are
always
sort
of
looking
at
you
know.
We
we
get
the
feedback.
We
we
understand
that
you
know
these
are
challenging
times
for
our
customers,
but
you
know
we.
We
are
listening
to
the
feedback
and
we
we
try
to
make
adjustments.
N
N
So
you
know,
with
very
minimal
impact
on
on
bus
counts.
We're
able
to
do
a
shuttle
that
goes
from
several
to
San
Laurel
saving
travel
time
for
all
those
customers
coming
from
Blair
in
into
downtown,
and
then
you
know
vice
versa,
on
the
on
the
return
trip
in
the
in
the
largely
in
the
PM
Peak,
so
we're
looking
at
that
same
sort
of
process,
for
you
know
that
EU
Ottawa
Herdman
area
as
well.
D
A
Maybe
I
could
ask
when
we're
looking
towards
the
next
stages
of
LRT,
any
any
information
you
could
provide
briefly
today
about
what
the
replacement
bus
service
would
look
like
is
it?
Is
it
more
like
the
West
end,
where
it's
a
more
direct
detour
route,
or
is
it
more
like
the
East
End,
where
there's
a
little
more
moving
around
there.
N
A
little
bit
early
to
tell
on
that
one,
but
I'm
just
looking
at
the
road
networks
right
now
and
in
the
East
End,
the
extension
piece
is
more
of
a
straight
shot
than
the
West
End
yeah,
but
we
haven't
mapped
out
all
our
R1
plans.
That
work
has
begun,
and
you
know
the
Focus
right
now
is
obviously
online
line.
Two.
A
Okay,
thanks
very
much
all
right
is
the
is
the
report
received
by
committee
received.
Thank
you.
Okay.
We
are
going
to
move
on
to
our
next
item.
This
is
item
number
7.1
in
the
agenda:
Light
Rail
regulatory
Monitor
and
compliance
officer,
annual
report
for
2022.
We
have
Sam
barata
here,
making
his
yearly
visit
and
Rick
O'connor
is
going
to
introduce
this
for
us
Rick.
J
AC
AC
L
L
AC
Ethereal,
which
gives
us
the
starts
with
the
context,
the
background
of
the
scope
and
Mandate
of
the
regulatory
monitoring,
compliance
officer
and
I'll
be
happy
to
take
any
questions
that
we
have
at
the
end
of
the
slides.
So
we
can
turn
our
attention
to
slide
number
two.
Unless
there
are
any
questions
or
comments
at
this
point,
all
right
so
slide
number
two
shows
the
material
that
we
will
cover,
starting
with
the
rmco
background,
scope
and
mandate,
which
will
be
followed
by
a
review
of
the
monitoring
approach
and
process.
AC
My
experience
took
me
across
several
locations
in
Canada
with
experience
in
the
areas
of
operations,
safety
regulations,
as
well
as
auditing
and
after
working
for
35
years
for
Canadian,
national
rail,
I
retired,
as
vice
president
of
safety
and
sustainability,
and
shortly
after
started
to
work
for
the
city
of
Ottawa,
we'll
turn
to
slide
number
four,
which
gives
us
the
background,
which
is
very
important.
There
are
many
different
players
in
the
Confederation
Line
performing
different
roles.
AC
Different
duties,
I'll
go
back
to
the
delegation
agreement,
which
was
signed
between
the
minister
of
Transport,
as
well
as
the
city
of
Ottawa,
which
essentially
provides
the
authority
to
the
city
to
regulate
the
Confederation
Line,
and
the
delegation
agreement
comes
with
certain
conditions,
one
of
which
is
to
have
the
Independent
rmco
to
monitor
compliance
relative
to
city
regulations.
But
of
course,
I'll
talk
later
about
the
different
layers
of
oversight
that
complement
each
other.
AC
So
the
scope
of
work
for
the
rmco,
which
was
provided
to
the
city
is
very
specific,
and
it's
really
about
monitoring
compliance
relative
to
city
regulations,
with
a
focus
on
Safety
and
Security.
I'll
talk
later
about
the
city
manager,
designation,
designation,
which
is
the
enabling
regulation,
which
has
specific
programs
that
the
rmco
monitors.
But
the
key
point
is
that
it
encompasses
the
Confederation
Line
only
so
it
does
not
include
Trillium
line,
which
doesn't
mean
it
was
under
Federal.
Regulations
does
not
include
bus
service
as
well,
but
it
does
encompass
OC
transport
as
well
as
contractors.
AC
Key
point
to
make
here
is
that
the
rmcl
scope
of
work
does
not
include
a
broad
assessment
of
safety
or
risks.
Nor
does
it
include
include
an
assessment
of
the
regulations,
Equipment
Technology
or
contractor
competence,
so
to
be
distinguished
from
auditing,
as
such
monitoring
does
not
include
a
review
of
the
risks
or
governance
or
other
areas
that
would
typically
be
reviewed
during
auditing.
AC
I
talked
about
the
fact
that
the
work
of
the
rmco
started
after
Revenue
Service,
so
we
know
there's
a
lot
of
activities
that
took
place
before
Revenue
Service,
so
the
RMC
was
not
involved
in
construction
design,
trial
running
or
the
independent
certification
and
I
talked
about
the
many
lines
of
oversight
that
work
in
the
city's
regulatory
regime.
The
rmco
is
one
of
them,
the
most
substantive
one
is
OC
transpose
oversight
and
I'll
talk
later
about
that.
AC
But
there's
also
experts
that
the
city
hires,
for
example,
tra
that's,
been
hired
to
do
some
monitoring
some
review
of
contractor
work.
Part
of
the
delegation
agreement
also
requires
that
the
city
performs
a
tri-annual
audit
of
the
safety
management
system,
as
well
as
the
security
management
system.
So
the
city
does
that
and
issues
a
report
tri-annually
to
Transport
Canada.
So
all
these
layers
work
together
complement
each
other
to
support
a
safe
and
reliable
operation,
we'll
turn
to
slide
number
five
talk
about
the
approach
used
for
monitoring.
AC
The
first
point
is,
if
you
ask
the
question:
how
is
the
monitoring
carried
out?
I'll
go
back
to
the
first
task
that
was
performed
by
the
rmco
and
that's
the
preparation
of
a
work
plan.
It
included
the
review
of
the
Confederation
Line
itself,
the
program
documents,
a
review
of
other
commuter
lines
across
the
world,
to
identify
potential
areas
of
risk
that
we
need
to
be
on
the
lookout
for
when
performing
monitoring.
AC
AC
Such
as
SMS
such
as
scms,
such
as
the
maintenance
and
Rehabilitation
plan,
OC
transport,
is
also
responsible
to
provide
Direction
and
oversight
and
to
maintain
records.
So
when
we
ask
well
what
how
do
these
regulations
relate
to
contractors,
it's
important
to
point
out
that
these
regulations
do
not
impart
direct
responsibilities
upon
the
contractors,
but
contractors,
of
course,
have
responsibilities
that
flow
from
the
project
agreement,
for
instance,
to
perform
the
inspections
and
maintenance
of
vehicles
and
to
have
programs
such
as
security
management
system,
which
we'll
talk
about,
as
well
as
the
emergency
response
plan.
AC
We'll
turn
to
the
next
slide,
an
overview
of
the
work
that
was
done
in
2022
two
segments
monitored
the
first
one,
which
was
a
revisit
of
the
work
that
was
done
in
2020,
is
the
inspections
of
lrvs
of
the
catenary
as
well
as
the
track.
The
second
one
is
the
security
management
system.
So
when
I
talked
earlier
about
the
work
plan
and
the
scoping
out
of
the
different
potential
risks
that
a
commuter
line
would
be
subject
to,
we
can
see
them
at
the
bottom.
AC
Six
major
risk
areas
ranging
from
human
factors
right
to
security,
Safety,
Management,
Rolling,
Stock
or
lrvs,
as
well
as
track
and
infrastructure,
I'm
pleased
to
say
that
by
this
point
with
the
work
that's
been
done
in
2020,
every
one
of
those
six
areas
has
been
monitored
by
the
rmco
since
Revenue
Service.
Now
having
said
that,
there's
obviously
more
substance
behind
each
of
these
six
areas
than
just
one
program.
AC
So,
for
instance,
if
we
think
about
human
factors,
the
area
that's
been
monitored
and
I'll
talk
about
that
in
a
minute
is
the
training
and
qualification
of
employees
involved
in
the
movement
of
lrvs
and
trains,
but
we
also
have
work
rest
rules,
so
fatigue
isn't
as
an
area
to
look
into.
We
also
have
medical
Fitness
for
Duty
as
another
example.
When
we
look
at
the
infrastructure,
we've
looked
at
the
track.
We've
looked
at
the
catenary,
but
the
tunnel
obviously
is
another
significant
infrastructure
that
would
be
eventually
monitored
through
this
risk-based
approach.
AC
AC
AC
Vehicles
as
well
as
catenary,
will
turn
to
the
next
slide.
Number
eight,
please
2021.
We
turned
our
attention
to
the
monitoring
of
the
emergency
response
plan,
as
well
as
the
safety
management
system,
and,
of
course,
when
we
talk
about
these
areas
monitored,
it
is
both
OC
transport
that
has
those
regulatory
obligations,
but
also
by
extension,
to
their
contractors,
so
RTG,
RTM
and
Alston
that
also
have
contractual
obligations
that
you
know
require
the
implementation
of
similar
programs.
AC
So
the
emergency
response
plan,
for
example,
that
RTG
RTM
have
to
implement,
has
many
similarities
to
the
ones
that
OC
transport
has
to
adopt
and
Implement
as
well,
we'll
move
to
slide
number
nine
again
rather
quickly.
In
the
interest
of
time
we
Revisited
in
2022,
as
I
said,
the
track,
the
lrvs
as
well
as
the
catenary.
You
may
ask:
why
did
we
revisit
this
area?
It
is
because
there
were
mixed
findings
in
2020,
so
this
is
a
critical
area
for
the
safe
and
reliable
operation
of
the
Confederation
Line.
AC
Using
the
risk-based
approach,
we
did
the
decide
to
re-monitor
this
area
and
I'll.
Take
you
through
the
findings,
the
other
area
that
had
not
been
monitored
to
date,
but
now
completes
the
overview
of
those
six
areas.
Is
the
security
management
system
we'll
turn
to
slide
number
I?
Guess
where
slide
number
10?
Very
brief
again.
AC
The
Key
activities
that
the
RMC
was
involved
in
are
the
monitoring
itself
the
remedial
actions
process
which
we'll
talk
about
in
a
minute,
as
well
as
the
reporting
to
the
city
manager
on
a
quarterly
basis,
as
well
as
to
this
Transit
Commission
and
the
council
later
on
in
the
month
of
April
through
table.
The
annual
compliance
report,
which
we'll
review
here
in
detail
of
course,
will
turn
our
attention
to
slide
number
11,
which
takes
us
through
the
findings
of
the
first
segment
Monitor,
and
that
is
the
inspection
of
track,
lrv
and
catenary.
AC
So
the
this
is
the
results
only
for
OC
Transpo
and
it's
important
again
to
provide
context
that,
although
OC
transport
does
not
perform
the
work
of
inspections
of
track
of
lrvs
and
catenary,
they
still
have
the
regulatory
responsibility
to
adopt
and
implement
the
program.
In
this
case,
it's
called
the
maintenance
and
Rehabilitation
plan.
They
have
the
responsibility
through
regulations,
to
ensure
that
appropriate,
Direction
and
oversight
is
provided
to
the
contractors
performing
the
work
and
they
have
the
obligation
to
maintain
the
record
so
at
a
high
level.
What
does
this
slide?
AC
Tell
us
first,
that
there
is
compliance
relative
to
the
adoption
and
implementation
nation
of
the
programs.
Second,
that,
with
respect
to
direction
to
contractors,
there
is
clear
evidence
through
the
maintenance
and
Rehabilitation
plan,
the
associated
contractual
documents
that
the
city
has
fulfilled
its
obligation
of
providing
adequate
Direction.
AC
So
substantive
oversight
plan
that
OC
transport
has
specific
schedules
that
are
developed
at
the
beginning
of
every
year
that
specify
what
they
will
be
monitoring
and
a
very
substantial
number
of
resources.
There's
about
12
different
full-time
equivalents,
about
12,
full-time
equivalent
employees,
adult
sea
transport
that
are
dedicated
to
oversight.
That
is
quite
substantial,
and
this
is
over
and
above
you
know,
the
hiring
of
experts
such
as
tra
the
work
that
the
rmco
does
and
those
other
experts
that
perform
work,
such
as
on
those
triannual
artists
that
I
talked
about
in
a
minute
now.
AC
The
one
area
of
opportunity
that
was
identified
here
is
that
on
the
training
of
employees
involved
in
the
inspections
of
lrvs
track
and
catenary,
so
those
are
alstum
employees
subcontracted
by
rtgrtn
to
perform
this
work,
we're
talking
about
the
maintenance
vehicle
technicians
that
perform
inspections
on
lrvs,
the
guideway
technicians
that
perform
the
inspections
on
the
track
and
the
power
technicians
that
perform
inspections
on
the
catenary.
There
is
a
requirement
for
training.
AC
This
is
something
that
was
not
monitored
formally
as
part
of
OC
transpose
oversight
plan,
but
OC
transport
has
taken
action
on
this
opportunity
and
already
updated
their
2023
oversight.
Plan
to
Encompass
training
will
turn
our
attention
to
the
next
slides
and
again,
quite
briefly
in
the
interest
of
time,
this
is
very
detailed.
I
realize
it's
very
technical
but
in
essence
the
details
relative
to
each
of
those
areas
again
that
mirror
the
regulatory
obligations.
AC
We
can
see
the
obligation
to
adopt
and
Implement
programs
which
is
fulfilled
through
the
maintenance
and
Rehabilitation
plan,
as
well
as
a
number
of
other
Associated
documents,
will
turn
to
the
next
slide
slide
15,
which
shows
us
the
area
of
Direction
Where
We
have
the
project
agreement
specific
schedules
outlining
specifically
what
the
expectations
are,
what
the
technical
requirements
are.
I
will
turn
to
the
next
slide.
Where
we
see
the
re,
the
findings
for
oversight.
AC
Thank
you.
So
again,
we
just
saw
the
results
for
OC
transport
that
does
not
perform
the
inspection
work,
but
they
have
the
obligation
through
regulations,
to
ensure
that
the
appropriate
program
is
adopted,
implemented
with
Direction
and
oversight
and
maintenance
of
Records.
We
saw
their
findings.
So,
if
we're
to
ask
well
what
did
we
find
for
RPM
and
when
we
talk
about
RPM,
it's
broadly
RTM
as
well
as
their
subcontractor,
so
it
does
encompass
alstum.
AC
AC
So
when
we
talk
about
RTM,
we're
talking
about
their
subcontractors
by
extension,
in
this
particular
case,
Alston
performs
the
vast
majority
of
the
work
around
lrv
inspections
track,
as
well
as
catenary
RTM,
a
specific
responsibilities
through
the
project
agreement,
that's
laid
out
in
the
maintenance
and
Rehabilitation
plan.
There's
a
number
of
other
Associated
documents,
such
as
the
asset
management
plan,
which
says
Thou
shalt
inspect
the
track
every
day.
Twice
a
week,
every
month,
every
three
months,
Etc
different
types
of
inspection,
clearly
itemized
same
notion
for
catenary
same
notion
for
lrv.
AC
So
what
were
the
findings?
10
elements
monitored
and
there
were
of
the
10
areas,
monitored
the
key
conformance
gaps.
We
could
call
them
that
and
we
use
the
term
conformance
and
I'll
take
a
minute
to
explain
here
to
distinguish
from
Regulatory
Compliance,
so
the
term
compliance
is
relative
to
fulfilling
the
obligation.
That's
in
the
regulation,
which,
as
we
said,
applies
to
OC
Transpo.
Here
we
have,
we
use
the
term
conformant
to
indicate
that
this
is
a
contractual
responsibility
that
RTM
and
its
subcontract
have.
AC
So
the
findings
indicate
that
there
were
some
inspection
records
missing
for
track,
as
well
as
the
catenary
for
the
period
monitored.
If
you
ask
what
period
was
monitored
from
service
resumption,
that
was
November
the
12th
in
2021
until
the
end
of
the
second
quarter
of
2022,
so
the
monitoring
was
carried
out
roughly
in
the
middle
of
2022,
and
we
looked
at
a
specific
period
in
time
found
some
inspection
records
that
were
missing
for
track
and
catenary
and
I'll
talk
about.
There
was
improvements
as
well,
but
I'll
talk
about
sort
of
big
picture
here.
AC
Lrvs
I'll
say
there
was
a
significant
Improvement
in
the
records
to
substantiate
that
the
mileage-based
inspections
are
being
performed.
There
were
just
a
handful
of
minor
exceptions
where
the
inspections
on
the
lrvs
were
done
beyond
the
allowable
tolerance,
for
that
particular
mileage,
we're
talking
about
the
10K
inspection.
So
if
we
turn
back
to
2020,
there
were
exceptions
around
all
the
different
schedule
of
except
of
inspections
and
lrv,
so
10K
25k
30k
50k
Etc.
In
this
case,
everything
was
good
with
the
exception
of
the
10K
inspections
which
were
done,
but
slightly
beyond
the
allowable
time.
AC
AC
Now
I
will
say:
give
you
a
little
bit
of
a
preamble
that
the
most
recent
information
that
I
obtained
and
there
is
a
very
active
follow-up-
that
we
do
with
OC
Transpo
to
ensure
that
those
findings
are
addressed
conclusively
through
remedial
actions
that
the
latest
update
on
training
shows
a
much
better
picture
with
not
quite
100
percent
conformance,
but
not
far
from
that
either.
So
improvements
in
several
areas
there's
also
an
opportunity
in
terms
of
the
formalization
of
rtm's
oversight
plan
with
evidence
that
they
were
performing
oversight
during
that
period.
AC
But
the
plan
itself
was
only
formalized
after
that
period.
One
point
that's
important
to
ask
is
or
to
consider
is
that
if
you
were
to
ask
well,
does
OC
transport
identify
similar
findings?
The
answer
is
yes,
so
in
the
work
that
I
do
I
review,
OC
transpose
oversight,
not
only
the
plan
and
the
schedules,
but
also
the
records
and
there's
an
abundance
of
evidence
that
they're
finding
gaps
around
inspections
for
track.
AC
Catenary
L
RVs
and
the
oversight
team
is
actively
following
up
with
RTG
and
RTM
to
ensure
that
they
obtain
those
missing
records
and
that
when
there
is
evidence
that
those
inspections
were
likely
not
done
than
a
formal
action
plan
is
request.
So
a
lot
of
activity
around
getting
closer,
conclusive
closure
to
those
findings.
So
again,
that's
sort
of
I
alluded
to
that
at
the
bottom
of
the
slide,
where
I
say
that
for
every
finding
OC
transport
requests
a
formal
remedial
action
plan
from
RTG
and
RTM,
and
that
is
subject
the
subject
of
structured
follow-up.
AC
AC
So
when
we
look
at
Security,
Management,
System,
we'll
start
with
OC
transport
and
then
we'll
turn
our
attention
to
RTM.
There
were
17
different
elements
that
were
monitored
again
flowing
around
those
regulatory
obligations
from
adoption
to
the
maintenance
of
records.
And
if
we
turn
our
attention
to
the
left
of
the
table
to
adoption
and
implementation,
there
were
nine
elements,
monitored
of
which
eight
were
compliant.
AC
So
very
substantive,
but
one
area
of
opportunity
that
was
identified
was
the
more
systematically
confirmed
that
those
obligations
that
are
stipulated
in
the
project
agreement
are
actually
implemented
by
the
contractor
and
I'll
speak
to
that
in
a
minute,
because
when
we
looked
at
rtm's
implementation
of
the
Security
Management
plan,
there
were
some
gaps
that
we'll
talk
about
in
a
minute,
so
we'll
go
again
quickly
through
slides,
20
and
21,
and
then
look
at
the
security
management
system.
Findings
for
RTM
12
elements
monitored
again.
AC
The
expectations
for
RPM
are
stipulated
and
a
schedule
of
the
project
agreement
which
itemizes
what
the
requirements
are
for.
The
Emergency
Response
plan
of
the
12
elements
that
were
monitored,
four
were
conformant
again.
The
term
conformant
here
is
to
distinguish
that
it
is
a
contractual
requirement
rather
than
a
regulatory
requirement.
Five
were
mostly
conformant
to
partially
conformant,
and
one
was
not
conformant.
AC
It's
important
to
point
out
here
that
RTM
did
have
a
fairly
substantive
does
have
I
should
say
a
fairly
substantive
Security
Management
plan.
The
issues
were
more
around
its
implementation,
so
the
the
biggest
Gap
I
would
say
is
one
where
employee
security
verifications,
which
were
specifically
identified
in
the
project
agreement,
were
not
being
done.
They
I'll
talk
about
the
remedial
actions
and
how
this
is
in
motion
right
now,
with
with
some
employee
security
verifications
being
done,
but
at
the
time
of
monitoring
they
were
not
being
done.
AC
AC
The
direction
in
terms
of
conveying
the
requirements
of
the
project
agreement
relative
to
Erp
emergency
response
plan
to
the
subcontractors
was
performed,
but
not
quite
complete
and,
of
course
the
oversight
was
also
incomplete,
because
there
wasn't
any
evidence
that
the
checks
and
balances
were
there
to
make
sure
that
those
elements
identified
in
the
project
agreement
for
emergency
response
plan
were
actually
being
implemented
again.
We'll
go
quickly
in
the
interest
of
time.
Right
to
slide
number
27,
because
next
three
slides
are
the
tables
that
itemize
those
findings
and
I'll.
AC
Take
you
to
the
important
process
called
the
remedial
actions
process.
This,
of
course,
is
critical
because
we
all
want
to
ensure
that
those
findings
are
acted
upon,
not
only
expediently
but
also
conclusively.
So.
The
key
point
to
keep
in
mind
is
that
the
contractual
relationship
between
RTG
is
with
the
city,
so
it
is
the
city
that
makes
the
request
for
the
remedial
actions.
That
is
not
the
rmco.
The
rmco,
of
course,
is
always
working
closely
with
the
city
to
ensure
that
the
findings
are
properly
understood.
AC
That
they're
acted
upon
in
a
conclusive
manner,
but
the
city
is
the
one
that
makes
the
requests
for
the
remedial
actions
and,
as
I
said,
every
finding
has
been
followed
up
through
a
formal
request
for
remedial
action.
Are
the
expectations
clear
in
terms
of
you
know
when
remedial
actions
need
to
be
provided
when
they
need
to
be
implemented?
The
answer
is
yes:
there
is
a
process
map
that
the
city
has
that
they've
communicated
to
our
TG
and
RTM,
which
spells
out
when
remedial
actions
need
to
be
submitted
and
when
they
need
to
be
implemented.
AC
As
I
said,
the
resolution
of
remedial
actions
is
pursued
very
actively
by
OC
Transpo,
but
also
with
the
engagement
of
the
rmco,
to
ensure
that
there's
a
good
understanding
of
the
issue
as
well
as
its
resolution,
so
has
there
been
some
progress,
absolutely
41.
Findings
identified
by
the
rmco
since
Revenue
Service
of
those
26
have
been
closed
and
we'll
see
a
table
next
slide
through
the
remedial
actions
resolution
process,
the
15
items
that
remain
relate
to
yeah.
We
can
that's
fine.
AC
We
can
go
to
the
next
slide
to
sort
of
give
us
a
a
flavor.
You
can
see
that
the
column
on
the
left
hand,
side
are
the
segments
that
were
monitored
sequentially
from
Revenue
Service,
starting
with
that
rules,
training
and
qualification
that
we
talked
about
earlier,
going
to
track
inspections,
catenary
inspections
right
down
to
Security,
Management
System.
You
can
see
that
everything
that
was
monitored
right
up
to
the
third
quarter
of
2021
is
closed
through
the
remedial
actions
process.
AC
The
ones
that
remain
open
are
the
monitoring
that
was
done
in
2022,
as
well
as
the
completion
of
the
emergency
response,
but
I'll
just
pause
here
to
say
that
you
know
RTM
and
RTG
have
shown
some
good
collaboration.
They've
allocated
some
resources
here,
they've
developed
a
fairly
substantive
emergency
response
plan.
AC
They
are
in
the
process
of
implementing
it
right
now
so
that
item
those
five
remaining
items
which
relate
to
the
implementation
of
the
emergency
response
plan
should
be
closed
within
the
next
couple
of
months,
as
the
evidence
comes
in
the
everything
is
fact
and
evidence,
based
as
the
evidence
comes
in,
to
confirm
that
it
has
been
implemented
because
I
think
everybody
here
wants
to
know
that
not
only
do
we
have
a
piece
of
paper
that
meets
the
requirements
of
the
project
agreement
but
that
it's
also
being
implemented.
There's
evidence
of
this.
AC
One
of
them
is
the
fact
that
some
of
these
programs
require
significant
development
efforts,
so
the
emergency
response
plan
that
RTM
developed
required
a
significant
effort
to
put
together
and
now
they're
in
the
implementation.
The
other
one
is
that
you
know
when
we
look
at
the
sequence
of
work
where
the
city,
you
know
signs
the
contract
with
RPG
that
conveys
it
to
RTM
that
subcontracts
it
to
Alston.
AC
There
are
many
players
involved,
so
when
we
look
at
inspections,
for
example,
of
track
lrv
or
catner
that
are
performed
by
Alston,
there
are
a
number
of
players
that
need
to
be
engaged
to
ensure
that
a
solution
is
identified.
That
is
agreeable
to
everybody,
and
that
is
substantive
enough-
that
we
have
the
facts
and
evidence
to
confirm
that
that
solution
brings
about
about
a
conclusive
resolution.
That
takes
me
to
the
last
slide,
which
is
just
a
summary
of
what
we've
talked
about
slide
29,
so
an
overview
of
the
areas
that
were
monitored
on.
AC
H
H
Thank
you
is
that,
and
that
is
being
followed
up
on.
I
just
want
to
make
sure
that
you're
satisfied
that
the
appropriate
remedial
actions
are
being
undertaken.
There
are
outstanding
items,
I
think.
Can
you
give
us
any
under
any
anticipation
as
to
when
all
of
those
outstanding
non-conformances
will
be
closed?.
AC
Certainly
so
thank
you
for
the
question.
So
the
the
issue
of
inspections
is
exactly,
as
you
have
said,
that
we
focused
on
the
areas
that
were
not
fully
conformant
in
2020.
So,
for
instance,
the
twice
a
week
track
inspections.
Were
there
the
monthly
track
inspections
were
there.
So
there
is
a
request.
That's
been
made
for
a
remedial
action
plan
which
of
course
requires
the
engagement
of
both
rtgrtm
as
well
as
alstum.
Those
plans
are
being
reviewed
by
the
city.
I
am
working
closely
with
the
city
to
make
sure
that
those
plans
are
satisfactory.
AC
We're
not
at
the
point
yet
where
we
can
say
that
those
plans
are
fully
satisfactory
because
we
do
use,
as
I
said,
a
fact
and
evidence-based
approach,
that
we
will
not
close
that
item
until
the
facts
and
evidence
demonstrate
that
those
inspections
are
being
performed
and
one
of
the
challenges
that
we
have
collectively
is
that
you
know
if
you
were
to
ask:
how
do
we
know
whether
we
have
conformance
or
not?
The
answer
is
that
we
have
the
OC
transport
oversight
team
that
is
very
actively
performing
checks
and
balances.
AC
To
ask
for
those
records
to
confirm
that
those
inspections
were
done.
The
rmco
does
the
same
through
sampling,
very
laborious,
but
there
is
an
opportunity
here
that
we've
talked
about
internally.
You
know
with
OC
transport
I've
shared
this
with
RTG
and
RTM
as
well,
is
to
let
the
information
technology
do
the
work
for
us
by
giving
us
a
report
of
what
are
the
regulatory
inspections
or
those
inspections
stipulated
in
the
maintenance
and
Rehabilitation
plan,
which
is
one
of
those
designated
programs
in
the
city
management
designation.
And
what
is
the
execution?
AC
What
is
the
success
rate
and
to
have
that
on
a
month
by
month
or
on
a
quarterly
basis?
Oc
transport
has
already
made
this
request
for
quarterly
report
to
get
visibility
on
the
success
rate
of
those
inspections,
we're
not
there.
Yet
we
don't
have
the
information
system,
we
do
it
again
through
sampling,
which
is
a
laborious.
It
gives
us
an
indication
as
to
whether
those
inspections
are
being
done,
but
I
think
getting
that
information
system
to
work
for
us
collectively
would
be
very
valuable
and.
AC
AC
Thank
you
for
that.
So,
if
we
look
at
the
evidence
that
we
have
right
now,
I
don't
think
anyone
can
say
that
we
are
satisfied,
because
the
evidence
that
we
have
shows
that
there
are
gaps.
However,
there
is
work
being
done.
There
is
a
good
will
and
effort
resources
being
allocated
to
ensure
that
the
execution
of
those
inspections
is
being
done
in
accordance
with
the
program
requirements.
AC
H
D
AC
Thank
you
for
the
question
very
good
question,
and
this
is
something
that
I
think
we
can
ask
not
only
about
training
but
about
the
inspections
and
I'll.
Just
point
you
to
the
rmco
scope,
which
does
not
include
a
relationship.
You
know
between
the
finding
and
either
a
service
issue
or
a
safety
issue.
AC
But
having
said
that,
it
does
stand
to
reason
that
those
inspections
are
there
for
a
reason
they
need
to
be
performed
by
fully
qualified
employees
and
that
if
any
of
those
inspections
are
missed
or
if
the
training
isn't
complete,
then
it
stands
to
reason
that
there
is
an
incremental
risk.
I
cannot
tell
you
how
high
how
much
higher
that
risk
is,
but
clearly
it
means
that
there
is
we're
bearing
risk
that's
higher
than
it's
than
it
needs
to
be
and
that
it
should
be
by
Design
through
the
project
agreement
and
the
program
documents.
AC
Yeah,
so
the
threat
and
vulnerability
analysis
is
the
foundation
for
a
security
management
system,
because
it
is
the
scoping
out
of
all
the
potential
sources
of
risk
and
the
things
that
can
go
wrong.
So
it's
anything
from
unauthorized
people
accessing
the
facilities
to
potentially
terrorism.
To
you
know
anything
that
can
go
wrong
from
a
security
perspective
and
that's
done
by
a
third
party
by
an
expert
that
the
city
hires
ferry
from
what
I've
seen
very
detailed.
AC
Quite
you
know
laborious
in
terms
of
its
content
and
the
city
acts
upon
that
by
building
their
security
management
system
to
ensure
that
they
properly
mitigate
all
those
potential
threats
and
vulnerabilities.
Through
you
know
areas
such
as
you
know
the
training,
the
constables
that
verify
specific
areas,
the
proper
response
procedures,
the
drills
and
Readiness,
and
so
on
that
make
up
the
components
of
a
security
management
system.
A
A
A
A
A
E
I
Share
the
work
dad
as
Mr
burrata
noted,
the
requirement
to
have
a
regulatory
Monitor
and
compliance
officer
stems
not
from
legislation,
but
it
stems
from
the
the
delegation
agreement
between
the
city
and
transport
can
so
there's
no
requirement
in
that.
Beyond
that
there
be
one
appointed
that
it'd
be
changed
on
a
rotational
basis
or
anything
like
that.
Z
A
A
There
are
no
in-camera
items
so
that
leaves
motion
or
item
number
10
motions
of
which
notice
has
been
previously
given.
This
is
a
motion
from
counselor
Hill
on
the
subscription
model
for
hybrid
workers.
Now
counselor
Hill
is
not
here
today,
but
I.
Understand.
Councilor
Carr
has
a
couple
of
remarks.
She
wants
to
share
with
the
committee
counselor
card.
Z
Hi
thanks,
yes,
I
I
I'm
very
happy
to
present
this
motion
on
behalf
of
David
Hill
I
think
he
specifically
asked
me
to
present
it
just
because
I
was
a
federal
public
servant
for
many
years
and
I
think
that
this
is
absolutely
critical.
Motion
and
I
know
that
David
that
Council
Hill
worked
with
OC
Transpo
on
the
wording
of
this
motion.
Z
A
K
F
K
Okay,
even
though
we're
talking
about
hybrid
workers,
that's
not
a
requirement,
it
will
be
a
product
that
will
be
open
to
the
general
public.
You
don't
have
to
prove
you're
a
federal
government
worker.
This
can
apply
to
people
who
work
in
other
Industries
whose
whose
hours
have
changed
who's.
You
know,
working
patterns
have
changed.
This
will
just
be
another
product,
a
fair
product
that
OC
Transfer
will
offer
all
Riders.
Is
that
correct.
A
A
D
Yes,
thank
you,
chair.
Okay,
this
inquiry
is
much
shorter.
It
is
the
it
is.
It
is
a
Reincarnation
of
of
emotion
that
I
withdrew
at
a
previous
meeting,
because
it
was
admittedly
a
little
too
targeted
for
one
geographic
area,
so
I
expanded
the
scope
to
include
the
whole
city
in
response
to
some
some
of
our
discussion
that
we
had
last
last
meeting.
D
So
the
first
question
is
how
many
paratransible
trips
were
taken
between
the
rural
Villages
as
defined
in
the
official
plan
and
the
urban
Transit
area,
the
UTA
in
2022
of
all
the
trips
taken
between
the
rural
Villages
and
the
UK
in
2022.
What
percentage
of
these
trips
were
to
and
from
The
Villages
of
carp,
Cumberland,
Battlefield,
really
Notre,
Dame
de
shop
and
Richmond?
These
are
the
ones
that
are
closest
to
the
urban
area.
D
What
is
the
average
distance
a
pair
of
Transport
trips
to
and
from
The
Villages
mentioned
in
question
two,
and
if
available
the
average
deadhead
requirement,
what
is
the
average
distance
of
a
paratransmit
trips
within
the
UK
in
2022
and
same
thing?
Deadhead
requirement,
if
available
of
all
the
trips
taken
in
2022,
two
were
from
The
Villages
mentioned
in
question
two:
what
percentage
of
these
trips
those
trips
started
in
the
listed
communities
and
ended
in
the
list
of
communities?
What
percentage
of
paratransville
trips
mentioned
in
question?