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From YouTube: Transit Commission – September 14, 2015
Description
Transit Commission meeting – September 14, 2015 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
C
D
Wonderful,
thank
you
so
much
good
morning,
everyone
good
morning,
a
happy
Monday,
I
hope
everyone
enjoyed
a
good
a
good
weekend
Bulger.
What
I
took
I'd
like
to
start
today's
Transit
Commission
meeting
by
recognizing,
not
just
one
but
four
OSI
transfer
employees
who,
during
the
month
of
July
and
June
and
July,
went
above
and
beyond
the
call
of
duty
to
help
people
in
need.
D
As
many
of
you
know,
this
acknowledgement
is
part
of
our
transit
cure
program,
which
is
a
well
established
community
watch
program
on
wheels,
O's
II
transpose
staff
act
as
the
eyes
and
ears
in
the
community
and
oftentimes
help
prevent
serious
incidents
or
life-and-death
situations
from
occurring
convulsive
a
set
activated
reconnaissance,
a
pal
TV
program,
trans,
secure
in
program
being
a
tablet.
A
survey
on
skin
hotel,
Sol
Nauru
example
away:
don't
sue
trans
Pakistan,
Laser
laser
Idol,
a
community
aid
Pal
fwop
revenues
exceed
engrave
MMD
situation.
D
Tv,
who
do
mall
just
before
dusk,
on
June,
9
and
attentive
bus
operator
became
aware
of
a
small
boy
by
himself
with
no
adults
around
on
the
sidewalk
at
the
corner
of
Russell
Road
and
Hague
Drive
fill
the
bus
operator
estimated
the
child
to
be
between
two
and
three
years
old.
He
quickly
and
safety
pulled
his
bus
over
to
provide
assistance
to
the
child
and
to
contact
the
transit
operations.
Control
center
fill
sheltered
the
child
on
the
bus
until
transit
law
arrived
once,
transit
of
law
arrived
on
scene.
D
The
special
constable
was
able
to
confirm
where
the
child
lived
and
soon
after
the
child
was
reunited
with
his
parents
Phil's
actions.
The
very
male
very
well
may
have
saved
the
young
boy
from
serious
harm.
That
day.
The
child's
parents
were
extremely
grateful
for
the
assistance
OC
Transpo
staff
provided
in
helping
locate
their
son
in
the
early
hours
of
July,
8th
bus
operator,
davender
was
providing
I
was
driving
into
the
parking
lot
at
Pine
Crest
garage
to
start
to
start
his
shift
when
he
came
across
a
fellow
employee
lying
on
the
ground.
D
In
the
parking
lot,
davender
immediately
stopped.
His
vehicle
ran
to
his
colleague,
who
appeared
to
be
in
and
out
of
consciousness
and
provided
aid
without
delay.
Davender
called
911
less
than
a
minute
later
bus
operator
Krista
for
pulled
into
the
parking
lot
and
provide
us
that
private
provided
further
assistance
moments
before
the
ambulance
arrived
supervisor
Eric,
who
happened
to
be
in
the
area
at
the
time
quickly
proceeded
to
the
scene
and
provided
assistance.
Once
paramedics
arrived,
they
requested
that
Eric
performed
chest
compressions,
while
they
provided
oxygen.
Paramedics
then
transported
the
patient
to
the
hospital.
D
The
assistance
care
and
concern
demonstrated
by
Christopher,
davender
and
Eric
is
another
example
of
ossie
transpose
going
above
and
beyond
the
call
of
duty
to
help.
Someone
in
need
I'm
so
very
grateful
that
Phil,
Christopher,
davender
and
Eric
are
here
with
us
today
and
I'd
like
to
invite
them
to
join
me
here
at
the
podium
at
t2
Presidential
Commission
on
to
transport.
D
Our
mayor
Lucien,
who
félicité
devar
accompli
votre
dev,
our
professional
se,
le
widow,
failed
a
service
to
transport,
MN,
Co
security,
Fe
habla,
a
la
population
data
wa,
say
grass
edema,
Sun,
konbu
caliper
grant
ran
security.
There
are
the
repercussions-
ative
Solna
travail,
it's
my
very
distinct
pleasure
and
honor
to
represent
certificates
to
the
four
employees.
If
you
come
up
here
to
join
me,.
D
D
E
Begin,
thank
you
very
very
much.
Mr.
chair
I'll
present
the
first
two
slides
talking
about
the
overall
q2
results,
and
then
mr.
Mahoney
will
talk
about
some
of
the
strategies
to
address
the
deficit,
so
as
of
June
30th.
So
as
of
June
30th,
seven
point:
seven
million
dollars
over
budget
of
six
point:
seven.
If
we
forecast
that
out
to
the
end
of
the
year,
we
expect
eleven
point:
five
million
dollar
forecasted
deficit,
which
is
represent
about
four
point:
six
percent
of
the
budget.
E
The
primary
issues
related
to
the
deficit
are
higher
insurance
claims,
approximately
1.6
million
dollars
over
budget
in
insurance
claims
and
the
component
parts
and
repair
costs
were
articulated.
Bus
fleets
were
higher
than
expected,
and
that
accounted
for
about
six
point:
seven
million
dollars
of
the
deficit,
so
a
large
portion
of
the
deficit
is
related
to
repair
costs
and
maintenance.
Cold-Weather
operations
also
contributed
to
the
deficit.
Also,
the
trillium
line
maintenance
contract
renewal
is
higher
than
budgeted
and
also
in
terms
of
fare
revenues.
E
Terms
of
how
we're
addressing
the
deficit,
a
large
portion
of
it,
will
be
addressed
by
bringing
some
of
the
capital
funds
back
into
reserves,
capital
project
closures
of
about
2.7
million
dollars,
and
you
can
find
the
details
for
those
in
document.
Four
and
those
are
projects
that
are
complete
and
will
be
closed
and
the
others
is
also
I
did,
and
they
also
identified
were
reductions
to
the
current
projects
of
about
five
million
dollars,
and
these
were
reductions
that
were
primarily
due
to.
Perhaps
the
contract
was
lower
than
originally
anticipated.
E
C
Thank
You
Isabel
mr.
chair
members,
a
committee
in
terms
of
the
strategies
we
are
going
to
use
for
the
managing
this
deficit
just
before
we
get
into
that
detail,
wanted
you
to
know
that
even
before
these
numbers
were
in
finance
and
myself
and
the
management
team
mobilized,
and
we
looked
at
every
single
scenario
that
we
could
to
mitigate
the
costs
and
in
advance
of
the
corporate
spending
freeze.
We
implemented
a
discretionary
spending
freeze
of
20%
across
the
board
to
look
at
everything.
C
C
There
was
the
management
identified,
the
elimination
of
five
management
positions
for
those
were
full-time
and
staffed,
and
so
those
positions
were
eliminated
and
then
I
just
also
want
to
spend
a
minute
to
go
through
some
of
the
details
about
the
specifics,
because
I
know
there
was
a
bit
of
confusion
in
terms
of
what
some
of
the
drivers
were
on
the
facets.
With
respect
to
warranties
on
their
ticketed
buses,
that's
for
I
believe
359
of
our
bus
fleet.
C
It's
a
large
component
of
that
about
warranty
program,
which
has
served
as
well,
has
come
to
an
end,
and
so
you
have
major
components
that
need
to
be
replaced
and
the
fleet
needs
to
keep
running
on
revenue
again.
I
know,
there's
been
a
lot
of
comments
on
that.
We're
at
99
percent
of
our
revenue
projection
year.
End
is
we're
gonna,
be
off
by
just
over
one
percent
and
I
just
want
to
emphasize
that
it's
in
transit.
C
It's
very
lot
of
drivers,
as
you
heard
last
year,
when
we
gave
you
that
very
detailed
presentation
on
how
we
do
forecasting
and
so
forth.
So
it's
very,
very
difficult
to
continuously
adjust
that
model
which
we
do,
but
the
predictability
is
is
driven
by
a
lot
of
factors,
economy
and
inflation,
weather
and
so
forth.
On
insurance.
C
These
are
not
related
to
the
number
18th
tragedy.
I
know
there
was
a
question
on
that,
so
these
are
insurance
costs
that
we
could
not
have
predicted
with
respect
to
cold
weather.
It
is
not
about
the
snow
I
want
to
make
that
abundantly
clear.
It
is
about
the
prolonged
cold
periods
that
we
had
last
year
and
I
remind
everybody
who
had
a
record-setting
February.
We
had
you
I.
Think
you've
heard
me
talk
about
what
we
do
for
cold
weather
and
winter
operations.
We
go
into.
C
What's
called
enhanced
operations,
we
had
57
days
where
we
need
to
mobilize
our
forces
into
enhanced
operations
and
that's
mechanics,
tow
trucks,
extra
services,
and
that
served
us
very
very
well,
because
we
had
no
major
interruptions
during
those
prolonged
cold
weather
days
and
we
set
a
new
standard,
not
one
that
we
like
to
see
but
15
days
of
enhanced
operations
last
winter
of
during
February
and
then
with
respect
to
the
Trillium
Line.
That
is
a
very
old
contract.
C
C
So
those
those
are
some
of
the
issues
around
the
drivers
and
our
focus
right
now
is
to
continue
to
run
really
good
service
support
our
customers,
but
also
we're
very
cognizant
of
watching
the
bottom
line
and,
as
the
deputy
treasurer
noted,
we've
done
a
very
detailed
assessment
of
all
the
the
whips
and
the
capital
works.
Thank
You
mr.
Sher
I.
D
F
F
E
F
F
C
Chair
that
that
number
varied
it
depended
on
years
of
service
and
just
sensitive
to
the
labor
relations
aspect
of
it
in
terms
of
publicly
releasing
some
of
that
information.
I
look
to
mr.
O'connor
in
terms
of
guidance
in
that
regard,
but
there
were
servants
cost
to
it,
one
time
severance
and
the
elimination
of
the
the
cost
of
those
I.
A
Mr.
mr.
chair,
we
can
probably
look
at
that.
Generally
speaking,
the
information
and
Privacy
Commissioner
of
Ontario
has
deemed
severance
to
be
disclosable
item
in
public.
However,
having
said
that,
where
there
might
only
be
one
individual
who
received
seven
or
even
to
where
it's
possible
that
one's
very
new
and
you
could
figure
out,
they
got
very
little
and
the
other
one
got
another
bulk
of
it.
That
would
be
something
else,
but
we
could
certainly
look
at
that
and
distribute
something
later.
If
this,
the.
F
F
Of
the
11.5
million
dollar
projected
deficit
to
the
end
of
the
year,
as
you
say,
revenue
is
is
about
1%,
and
a
lot
of
it
is
in
cost
control.
You
spoke
of
staff
of
discretionary
spending
is
what
other
cost
controls
can
you
elaborate
on?
Can
I
braid
on
the
cost
controls
and
the
discretionary
spending
that
you're
that
you're
looking
at.
C
Yes,
on
the
discretionary
spending,
it's
everything
from
stationery
to
travel,
so
all
non-essential
travel
has
been
eliminated.
If
it's
not
business-related,
for
example,
we
we
do
go
and
inspect
our
bus
builds
that
we
will
permit,
but
we're
not
going
to
conferences.
The
other
thing
is
I.
Looked
at
every
single
line
item
myself
to
see
if
the
trend
line
showed
that
the
spending
was
an
occurring,
big
or
small,
we've
done
that
I've
tasked
the
management
team,
for
example
mr.
C
Scrimgeour,
on
printing
eliminating
printing
of
maps
in
certain
areas
that
we
don't
see
an
uptake
in
terms
of
that,
because
we've
got
stuff
on
on
our
website
and
so
forth.
So
it's
a
wide
range
of
big
and
small
things.
What
we
are
being
very
sensitive
to
is
operating
hours
to
to
a
continue
to
provide
service
and
maintenance
hours
to
continue
to
provide
the
buses
for
for
day-to-day
service.
F
C
Speak
to
ridership,
which
has
a
direct
relation,
is
so
ridership
continues
to
Mitte
to
remain
flat,
so
it's
not
increasing.
It's
not
decreasing
I
think
was
off
by
0.1
percent.
So
that's
you
know
level
of
accuracy,
and
those
were
the
recent
numbers
I
just
received
last
week,
so
we're
flat
on
ridership,
so
that'll
have
effect
on
on
the
the
revenue
line.
We're
gonna
continue.
You
see
some
offsets
in
terms
of
advertising
revenue.
C
F
C
On
what
I've
seen
right
now,
I'm
comfortable
saying
it
will
not
be
less
but
I
have
asked
finance
department
to
go
through
and
see
if
there's
any
other
revenue
lines
that
perhaps
haven't
been
booked
or
where
we're
lagging
behind
and
so
forth
capital
recoveries.
We
do
a
lot
of
that.
We're
looking
at
that,
so
I
haven't
seen
any
indicators
to
tell
me
it's
going
to
be
more
favorable.
F
Just
one
last
question
for
your
consideration
because
confident
that
it's
been
looked
at
on
document
for,
if
I,
if
I
look
at
a
couple
of
projects,
fuel
reduction
strategies,
hybrid
propulsion,
replacement,
nine,
oh
six,
nine,
six,
three,
nine,
oh
six,
nine
six
four
are
being
recommended
for
abandonment.
They
haven't,
they
haven't
started.
Yet.
F
My
my
caution
is
what
will
be
the
effect
of
this
of
the
abandonment
of
these
programs?
I'm
sure
there
was
a
return
on
investment
of
these
programs
in
terms
of
reduced
fuel
consumption
in
the
upcoming
years.
Are
we
being
Pennywise
pound-foolish
in
abandoning
these
projects
that
will
cost
us
in
in
future
years,
in
terms
of
increased
fuel?
Consumption
can
reassure
me
that
that's.
C
A
very
good
question:
counselor
I'll
start
with
the
hybrid
conversion
to
to
diesel
that
plan.
That
was
generated
a
few
years
ago,
where
you
know
we
had
some
performance
issues
in
terms
of
achieving
all
our
savings
on
the
hybrid
buses
and
I
and
I
want
to
say
publicly
it's
it's,
because
it's
a
complicated
model
to
to
manage
those
hybrid
buses
on
specific
routes
and
so
forth.
C
The
what
we're
doing
there
is
with
the
opening
the
Confederation
line,
we'll
be
shedding
our
bus
fleet,
obviously
there'll
be
fewer
buses.
Our
management
team
has
done
a
very
good
look
at.
How
can
we
prioritize
and
get
our
end-of-life
buses
off
the
books
and
hybrids,
as
it
maps
outcome
right
within
that
15
year
lifecycle?
So
so
that's
issue
number
one
issue
number
two
on
that
project.
Is
we
brought
in
an
hour
see
to
do
a
plenary?
Look
at
whether
or
not
the
return
on
investment
on
a
conversion
from
hybrid
and
their
first
generation
hybrids.
C
By
the
way
the
old
battery
cells
is
worth
doing
and
the
costs
are
very
significant
and
so
we're
doing
the
financially
prudent
thing
and
saying:
well:
let's
not
go
down
this
road,
so
we're
lucky
in
that
we
have
to
reduce
our
bus
fleet
in
2019
when
the
confetti,
so
we'll
do
that
to
bridge
us
from
there
until
then,
mr.
Greer
who's,
our
fleet
manager.
Mr.
charter
are
negotiating
an
extended
maintenance
program
for
the
batteries
on
those
hybrid
buses
which
will
drive
down
our
maintenance
costs
and
get
us
to
2019
on
the
hybrid
fleet.
C
So
we're
returning
that
that
nothing
is
half
a
million
dollars
back
to
reserves.
Cuz,
we
don't
need
those
funds
on
the
fuel
strategies.
We've
done.
You
can
always
do
more,
but
one
of
the
things
I'm
a
stickler
with
is
you
know:
you've
got
a
capital
budget.
Just
like
your
own
household.
You
manage
that
for
what
it
was
intended
to
do.
So
we've
done
the
automated
fuel
dispensing
project,
so
every
you
will
call
when
we
did
our
tour.
We
explained
how
that
worked.
C
Now
we
have
automated
fuel
management,
so
we
know
how
much
those
vehicles
are
are
consuming.
We
have
done
the
training
with
kewda
on
our
bus
operators,
so
they
do
a
trip
the
normal
way
that
they
do
it
every
day.
We
then
come
back
with
a
fuel
expert
and
tell
them
to
drive
differently,
and
we
give
them
generated
results.
There's
a
long
list
of
initiatives
that
we've
done.
We've
done
a
very
good
job
on
our
idling
policy
and
so
forth.
C
You
could
always
do
more
and
continue
to
do
more,
but
we
don't
see
any
big
wins
in
that
fuel
management
envelope.
So
the
prudent
thing
is
to
return
those
funds
and
close
that
project
off.
So
to
answer
your
question:
there's
nothing
in
there
that
I've
seen
that
would
help
us
in
terms
of
a
lady
alleviating
some
of
the
pressure.
So
the
right
thing
financially
is
to
return
that
and
help
do
the
offsets.
G
Thank
You
mr.
chair
a
little
concerned
about
the
fact
that
we're
taking
money
out
of
capital
and
putting
it
into
operating
because
that's
always
been
a
policy
that
you
separate
the
two
out
and
you
don't
depend
on
your
capital
budget
to
handle
operating
because
the
next
year
that
just
cloppers
your
operating
budget,
so
I'm
invited
so
I'm.
Looking
at
this
in
impact
and
the
impact
it
will
have
on
next
year's
budget,
as
opposed
to
this
year,
I
think
there's
a
few
things
that
probably
could
have
done
better
in
the
budget
a
year
ago.
G
That
would
not
have.
We
would
not
have
quite
as
serious
a
part
of
the
problem
as
we
have
right
now,
but
the
for
example.
The
Lehi
insurance
causes
of
Faust's
they're
not
predicted,
but
are
these
things
that
we
might
have
been
able
to
predict
and
are
they
going
to
lose
that
are
going
to
be
likely
showing
up
in
the
future
again?
So
what
kind
of
things
are
these.
C
Yes,
counselor
a
couple
things
and
I'll
turn
to
get
mr.
O'connor
to
speak
on
the
insurance
piece
as
he
handles
that
for
us
just
on
the
capital
strategy.
You
recall:
the
city
manager
issued
a
memo
in
July
stating
that
you
know
we
had
arbitration
rulings,
we
had
deficits
of
running,
and
so
that
was
the
strategy
that
was
going
to
be
used
by
no
means
and
I
can
assure
you
that
we
don't
use
capital
fund
operating
on
a
normal
basis.
C
This
is
to
manage
the
deficit
and
I'm,
certainly
cognizant
of
what
it
can
do
to
your
future
capital
years.
So
we've
got
that
those
lanes
defined
we're
not
it's
not
like
we're
doing
it
on
a
daily
basis.
With
respect
to
insurance.
I
do
want
mr.
O'connor
to
comment
as
I
think
the
insurance
world
is
or
the
claims
world
is
changing
us
a
little
bit
right
now.
You
know
we're
seeing
some
spikes
in
terms
of
claims
and
people
going
to
litigation
and
so
forth.
So
I'll
just
ask
mr.
C
A
Mr.
chair
I
also
do
not
have
a
crystal
ball.
Having
said
that,
we
recognized
that
there
is
a
trend
not
just
with
those
he
transpo,
but
with
all
litigation
and
members
of
the
commission
of
our
own
Council
will
recall.
The
previously
ammo
has
been
working
towards
reviewing
with
the
province
the
1%
rule
under
the
negligence
Act,
which
says
if
a
municipality
is
found
to
be
one
percent
negligent,
and
if
the
other
defendants
in
a
particular
case
cannot
pay
for
their
proportional
part
of
the
damages,
then
the
municipality
will
pay
for
them
all.
A
However,
last
year
the
province
abandoned
its
review
of
the
negligence
Act
and
said
they
were
not
about
to
do
that.
Having
said
that,
there
are
also
with
the
courts,
part
of
the
trend
and
I'm
just
facilitating.
They
look
at
lost
of
past
and
future
income
on
a
relatively
new
development,
a
loss
of
competitive
advantage
when
they're
looking
at
damages,
which
is
someone's
future
promotional
opportunities.
They're
looking
at
past
and
future
health
care,
housekeeping
expenses
and
family
law
claims.
A
A
G
That's
important,
okay,
the
the
other
thing
on
the
maintenance
of
the
buses.
We
knew
that
last
year
that
the
you
were
not
going
to
have
those
warranties
still
in
existence
at
a
certain
time,
and
you
have
not
obviously
had
to
budget
that
you
would
be
doing
the
maintenance
on
those
from
then
on
is
the
problem
is
that
you
didn't
realize
how
much
maintenance,
or
were
they
not
doing
the
weightless
during
the
warranty
period
that
they
should
have
done
that
ended
up
giving
us
higher
costs?
No.
C
Staff
for
doing
what
they
needed
to
do
and
you
work
altering
the
budget
discussion
I
believe
was
mr.
cliche
a
councillor
couch,
a
that
raised
the
he
wanted,
an
understanding
of
what
was
built
into
the
budget
and
what
were
some
of
the
issues
and
challenges
and
I
specifically
reiterated
about
how
fleet
was
gonna,
have
a
big
challenge
in
terms
of
managing
the
fleet
in
terms
of
some
of
the
warranties
that
were
coming
off
and
parts
management
and
so
forth.
C
The
challenge
on
the
warranty
piece
is
yes,
it's
the
first
year,
but
we
don't
know
what
kind
of
a
trend
was
going
to
to
come
forward.
So
for
me
to
give-
and
we
had
some
preliminary
numbers
that
we
gave
to
finance,
but
you
know
they
were
I,
think
they
were
in
the
five
or
six
million
dollar
range
in
terms
of
potential
pressures.
It
was,
it
was
a
risk
that
was
built
into
the
budget
in
terms
of
let's
see
what
what
trends
start
to
occur.
C
Those
trends
have
materialized,
and
so
now
the
components
are
there
and
the
costs
are
there
and
the
maintenance
needs
to
occur,
which
continues
to
ensure
that
the
bus
count
that
we've,
you
know,
remember
our
tour
that
we
talked
about
a
number
of
buses
that
need
to
go
out.
Every
single
morning,
fleet
has
done
an
outstanding
job
of
making
sure
those
vehicles
are
ready
for
service,
and
so
it's
it's
that
challenge
in
terms
of
fitting
into
everything.
I.
G
G
C
G
C
G
C
Know
actually
a
councillor
thanks
to
the
treasurer
and
the
deputy
treasurer
we've
done
a
really
good
job.
In
the
last
two
years,
we
now
have
a
charge
back
to
capital
and
infrastructure
services
for
delays
of
any
construction
detour.
So
we
model
that
out
mr.
Scrooge
and
his
team
look
at
what
the
impacts
are,
and
we
add
extra
running
time
on
those
construction
related
detours,
so
those
are
recovered.
Also,
okay,.
G
That's
good
the
elimination
of
the
five
management
positions
I
take
it.
This
was
a
planned
part
of
your
work
that
you've
been
done
in
order
to
read,
look
they're
looking
at
the
whole
operation
and
make
sure
that
you
have
a
very
efficient
operation,
but
is
that
I
don't
think
this
was
related
to
directly
to
try
to
save
money?
Was
it
in
this
for
the
deficit.
C
It's
a
combination
of
we're
always
looking
to
be
efficient.
I
can
tell
you
that
the
way
I
have
operated
for
26
years
whenever
there's
a
management
position.
My
first
question
is:
is:
do
you
really
need
to
fill
it?
Hence
why
one
of
those
five
was
vacant?
It
was
on
the
books.
We
are
also
doing
an
organizational
realignment
in
terms
of
getting
ready
for
the
light
rail,
so
a
bad
opportunity
was
then
fight
as
a
potential.
We
could
change
the
management
structure.
C
C
The
management
realignment
is
going
through
its
final
stages
right
now,
so
we
did
the
senior
management
team
last
year.
We've
done
the
one
that
you
just
saw
and
there's
some
final
tweaking
that
occurs
when
we
go
to
LRT
I
believe
there's
another
three
further
reductions,
but
those
will
be
handled
through
attrition
with
timing.
Okay,.
G
One
of
the
route
things
that
you
are
cancelling
or
I
think
more
likely
postponing
is
the
upgrading
of
the
trip
planner
and
some
of
the
IT
work
that
was
underway.
Is
that
the
idea
of
that
one
that
you
were
taking
it
off
the
books
now,
but
it
will
be
coming
back
in
a
year
or
two
or
how
are
you
handling
cuz?
Some
of
those
things
are
going
to
need
to
get
done
somewhere
long
line.
H
G
H
Those
are
an
amount
we
have
if
we
will
get
a
program
of
funding
approved.
You
know
repetitively
over
the
years
to
keep
some
projects
going.
In
these
cases.
This
funding
isn't
required
based
on
having
completed
some
of
the
work
or
based
on
the
prices
that
the
costs
are
coming
in
at
none
of
these
are
reductions
in
the
work,
a
planned
work
so.
H
D
G
We
have
to
find
that
five
million
in
operating
plus
whatever
inflation
there
is,
which
means
we
have
a
huge
pressure
on
operating
budgets
next
year,
because
it
can't
continue
to
rob
the
capital,
budgets
and
I
think
more
finance
problem.
But
I
think
we
have
to
have
a
very
strong
look
at
this
particular
budget.
G
C
C
So
there
was
there's
some
vehicles
on
growth
that
were
planned.
We've
put
that
on
pause,
and
we
said.
Okay,
let's
take
another
look
at
that,
because
we
now
know
what
the
designs
are
for
all
the
new
stations
and
we
need
different
type
of
equipment
for
maintenance,
for
them,
the
multi-use
paths
and
and
so
forth.
We
also
looked
at
our
fleet
composition
now
that
we
know
what
2018
looks
like
in
terms
of
the
bus
fleet
reduction
and
so
forth.
What's
our
sequencing
for
replacing
the
bus,
fleets
and
so
forth.
G
We
normally
do
is
we
put
it
back
into
the
reserves
that
are
used
for
capital
and
Wes.
We
normally
do
with
the
money
that
it's
left
that
during
the
capital
project
this
year,
we're
using
that
to
look
after
what
protect
projected
deficit.
It's
a
one-time
thing
and
something
that's
been
done
before.
I
know
that
look
in
smaller
amounts,
so
this
is
for
the
overall
city
is
rather
large
amounts
this
year,
and
it's
just
it's
just
a
warning
flag
that
we
have
to
be
very,
very
cautious
about
I,
think
in
the
2016
budget.
G
D
D
We
did
put
a
million
dollars
in
new
service
in
this
year
to
support
growth
in
Kanata
and
bar
Haven
and
in
some
parts
of
the
downtown
I'm
not
saying
it
was
unwarranted
investment,
I'm,
saying
reminding
people
that
we
put
a
million
dollars
in
new
service,
and
so
when
we're
talking
about
making
cuts,
I
think
we
have
to
be
cognizant
of
the
new
investments
we've
just
made
within
the
last
six
months.
Councillor
egg-like.
I
Thank
You
mr.
chair
just
a
couple
of
questions.
One
of
the
things
that
concerns
me
a
little
bit
is
that
the
term
you've
used
a
couple
of
times
in
your
presentation
for
ridership
is
it's
flat
and,
of
course,
for
the
service
to
survive.
We
need
people's
people
in
the
buses
and
the
trains.
So
have
we
given
any
thought
to
how
we
can
address
I
appreciate
its
it?
You
know
some
between
one
and
two
percent,
but
have
we
given
any
thought
to
how
we
can
bring
people
back
or
bring
new
people
on
I'm?
I
Thinking
of
you
know,
might
even
sound
a
little
crazy,
but
you
know
have
one
day
where
everybody
rides
for
free,
just
I
know
that
cost
money,
but
sometimes
you
have
to
cost,
spend
money
to
to
make
money
and
sort
of
say.
If
you
never
tried
OC
Transpo
here's
the
day
to
try
it
get
on
the
bus.
Tell
us
what
you
think
about
it.
I
C
I
Get
that
but
I
mean
what
I'm
thinking
of
is
is
giving
people
the
real
experience
right
candidate
is
not
the
real
experience
that
you're
not
going
to
work
you're
not
going
to
school.
You
know
you
know
and
again
I
understand
that
may
cost
money
but
I'm.
You
know
if
you
did
it
on
a
Tuesday
and
said
this
is
what
it'd
be
like.
If
you
took
the
bus
to
work
that
sort
of
thing.
C
So
yes,
we've
thought
of
some
of
that
that
cost
money
I
get
calls
emails,
I've
had
meetings
from
marketing
firms
since
I
took
this
job
and
they
give
me
their
pitch
and
I
always
say
the
following.
So
let's
guarantee
the
ridership
and
that
way.
If
the
ridership
goes
up,
I
pay
you
and
I
don't
have
to
pay
you
for
your
advertising
strategies.
All
this
stuff
costs
money
and
it
racks
up
very
very
quickly.
C
It's
now
hundreds
of
thousands
of
dollars
to
do
programs
like
you're
talking
about,
and
the
conversation
always
seems
to
end
at
that
point,
because
everybody
brings
these
sales
pitches
about.
You
know
you
can
do
ads.
You
can
do
promotions,
you
can
do
give
it
I
do
remind
if
there's
24
ambassadors
there's.
You
know
3,000
ambassadors,
that
we
have
that's.
That's
you
folks,
people
follow
you
on
Twitter
and
Facebook
and
so
forth.
C
I
can
tell
you
that
when,
when
members
of
council
take
the
bus
and
tweet
that
out,
there
is
a
positive
reaction
from
customer
groups
from
staff
and
so
forth.
So
certainly,
if
there's
I
know
I'm
meeting
with
with
commissioner
mallow,
he
has
some
ideas
that
he
wants
to
talk
about,
but
those
things
if
there's
opportunities,
I
just
remind
you
that
we're
in
a
difficult
financial
situation.
So
none
of
those
advertising
and
promotion
programs
come
free.
But
if
there's
some
things
you'd
like
us
to
explore
I'm
very
happy
to
do
that.
Oh.
I
I
Just
it
just
concerns
me
when
we're
we're
a
transit
service
and
our
customers
are
falling
off
and
and
I
just
want
us
to
think
about
that,
a
little
bit
the
maintenance,
the
maintenance
issue
related
to
the
end
of
the
warranty
program
is:
is
this
a
bump,
or
is
this
going
to
be
a
continuing
trend
upwards
now
that
the
buses
are
and
are
getting
a
little
bit
older?
And
we
don't
have
the
warranty
program
in
place?
I
C
That's
a
new
base
and
are
you'll
see
in
our
future
forecasts.
We're
building
that
in
what
what
helps
us
in
terms
of
you
know,
containing
that
new
base
is
the
refurb
program
that
you
fund
through
capitals
or
are
buses
now
when
they
reach
seven
seven
and
a
half
years
lifespan.
We
actually
do
a
refurbishment
program,
so
they're
stripped
down
they're
overhauled
and
that
continues
the
life
to
the
15-year
cycle
and
then
optimizing
the
fleet
based
on
what
happens
in
2018
is
gonna
help
us
all.
But
yes,
this
is
a
new
base.
C
Just
like
your
own
car.
The
warranty
has
come
off
and
now
you
have
to
start
paying
full
costs
for
the
warranty
components
and
I
will
emphasize.
That
was
a
very,
very
good
warranty
program,
unheard
of
in
the
bus
industry.
Five
years,
bumper-to-bumper
pretty
much
I.
Doubt
you'll
ever
see
that
again,
okay,.
I
C
I
Fair
enough
now,
the
egg
you
spoke
to
the
cold
weather,
not
the
snow,
but
the
cold
weather,
and
we
had
some
sustained
periods.
There
was
almost
like
a
pilot
project,
have
have
we
drilled
down
on
last
winter
and
come
up
with
some
ideas,
some
efficiencies.
So
if
we
ever
experienced
that
sort
of
prolonged
cold
again
that
we
know
how
to
tackle
it
now
and
in
the
most
cost
efficient
way,
I
guess
that's
what
I'm
asking
yes.
C
Mr.
charter
did
a
debrief
I.
Think
in
terms
of
is
there
more
efficient
ways
to
do
it?
Always
you
can
look
at
that.
The
issue
for
us
is
that
we
met
service
just
about
every
single.
Well,
we
met
service
every
single
day
during
those
cold
winters
terms
of
bus
count
and
so
forth.
Keep
doing
that
again.
One
of
the
things
that
you'll
hear
myself
and
you
know
Finance
Department-
is
your
average.
I
I
C
The
treasurer's
here
so
if
I
can
do
some
comments
and
then
turn
it
over
to
her
so
I
think
on
ridership
that
I
believe
that's
your
new
base.
That's
you
know
the
the
only
positive
I
can
mine
out
of
ridership
is
that
it's
not
declining.
It's
been
steady
at
that
97
million.
So
that's
the
new
reality
in
terms
of
where
we
are
on
ridership.
C
We
have
the
right
experience,
I
believe
on
what
those
warranty
issues
are
so
we'll
build
that
into
the
budget
and
has
been
built
in.
We
know
where
we're
going
in
terms
of
the
future
in
terms
of
your
long
range
affordability
plan,
your
confederation
line
and
so
forth.
So
it's
it's
about
doing
a
good
job
in
terms
of
containing
and
looking
at
opportunities,
and
also
we're
working
with
Finance
Department,
on
identifying
opportunities
for
efficiencies
and
putting
some
targets
on
efficiency
numbers
for
for
doing
more.
Okay,.
I
C
Don't
have
those
off
the
top
I
just
look
to
Marion
in
terms
of
there
was
there
was
I
know
the
forecast
was
there
was
a
continued
growth
because
when
the
modeling
was
done
in
fairness
to
all
those
that
were
part
of
that,
you
know
we
were
on
on
the
increase
in
terms
of
ridership,
and
so
all
the
effects
of
the
federal
government
and
so
forth.
Hadn't
kicked
in,
but
I
don't
have
that
number
off
the
top.
We
can
certainly
get
it
for
you.
Offline.
E
So,
for
2016
will
be
incorporating
all
of
the
items
that
are
driving
this
deficit,
as
pressures
in
2016.
I'll.
Remind
you,
though,
that
what
we're
doing
as
part
of
the
longer-term
look
is
we're
refreshing.
The
affordability
model
and
part
of
that
will
be
incorporating
these
new
pressures
and
also,
as
mr.
man
Kony
addressed
your
capital
isn't
set
in
stone
it.
It
changes
to
reflect
your
new
realities
and
your
you
know
your
decline
or
your
a
flap
ridership
means.
Basically,
you
will
not
be
making
some
of
those
investments.
E
You
thought
you
had
to
make
based
on
an
escalating
ridership
number,
so
we're
bringing
forward
most
likely
in
the
first
part
of
2016
the
refreshed
affordability
model,
to
look
at
your
stage
two,
but
part
of
that
will
inform
and
the
work
we're
doing
now
on
the
16,
17
and
18
budgets
will
a
form
that
affordability,
so,
while
I
can't
say
definitively
at
this
time,
when
we
we
bring
forward
the
the
guideline
report
in
October,
we
will
be
addressing
the
the
problems
that
we're
seeing
with
OC
Transpo
at
in
that
report.
Okay,.
D
B
Thank
you
very
much.
I
do
would
like
to
ask
a
couple
of
questions:
I
guess
around
the
reduced
ridership
that
we
saw,
we
saw
a
certain
number
of
people
who
are
existing.
Customers
choose
to
spend
less
with
OC
Transpo,
and
then
there
is
a
certain
assumed
growth
that
did
not
take
place.
I've
heard
you
say:
Mr
Man
Kony
through
a
couple
of
meetings.
B
Now
it's
it's
a
lot
of
factors
that
go
into
ridership
and
whether
it
increases
or
decreases
what,
in
your
feeling,
didn't
pan
out
with
respect
to
the
budget,
do
you
have
any
feeling
as
to
whether
it
was
continued
employment
difficulties
in
Ottawa?
We
know,
we've
seen
fare
hikes,
I'm
curious
to
see
what
effect
those
are
going
to
have
on
future
ridership.
What
didn't
work
with
respect
to
the
forecast.
C
C
As
you
see
in
a
moment,
exactly
has
has
tipped,
and
so
you
know
for
over
a
year
we've
been
talking
about
this
and
I
know
people
going
okay.
Here
we
go
employment,
levels
again
and
so
forth,
but
transit
sometimes
is
a
leading
indicator
out
there.
You
know
when
someone
doesn't
have
a
job,
whether
it's
part
time
or
full
time.
C
They
start
to
shed
costs
and
the
easiest
thing
to
shed,
especially
if
you're
on
presto
right
now
is
you
can
just
pay
them
I'm,
not
taking
the
bus,
anymore
and
so
forth,
and
you
could
tell
those
people
to
take
the
bus
all
you
want,
but
if
they
don't
have
somewhere
to
go
they're
not
going
to
take
your
bus
and
so
I.
Just
if
I
can
mr.
chair
I'll
just
get
pat
to
walk
through
two
or
three
slides
about
to
speak
to
mr.
Leivers.
That
question.
H
The
weather,
whether
it's
sunny
rainy,
warm
cool,
explains
15%
of
the
change
and
gasoline
prices
the
month
before
explain
about
five
percent
of
the
change
and
those
three
things
and
those
three
things
alone
have
over
the
years
explained:
92
percent
of
all
the
variability
both
up
and
down
month
to
month
and
year
to
year,
in
transit,
ridership
and
as
I
say,
that's
been
consistent
through
good
times
and
recessions
through
major
service
reductions.
Major
service
increases
consistent
after
varying
levels
of
fare
increases,
and
this
shows
the
the
yellow
of
the
the
green
shows.
H
The
actual
ridership
by
month,
going
from
1996
to
2012
and
the
yellow
shows
the
retrospectively
predicted
ridership
based
on
just
those
three
factors,
and
you
can
see
that
there's
been
a
few
months
where
we
go
a
little
bit
high
in
a
few
months
where
we
go
a
little
bit
low,
but
that
yellow
line
follows
that
Green
Line,
almost
exactly
over
that
complete
span
of
time.
But
when
you
extend
that
through
to
2015,
you
can
see
that
in
the
last
three
years
the
Green
Line,
the
actual
ridership,
has
been
lower
than
the
retrospectively
predicted
ridership.
H
In
addition
to
those
three
things,
we
know
a
number
of
things
that
it's
not,
but
we
think
that
what
it
may
be
is
employment
proportionately,
where
it's
located
across
the
city,
how
much
of
that
employment
is
downtown
and
how
much
that
appointment
is
in
less
congested
areas
where
we're
driving
a
car
or
traveling
other
means
is
more
attractive.
We
think
that's
what
it
is,
but
we
can't
know
that's
what
it
is,
because
we
don't
have
that
detail
of.
Where
is
employment
actually
occurring
on
a
month-by-month
data
source?
H
If
we
could
get
this
information
from
the
federal
government
being
the
largest
employer,
we'd
be
able
to
include
that
in
the
model
and
see
whether,
as
they've,
moved
jobs
from
downtown
to
get
to
know
from
downtown
to
bar
Haven
from
downtown
to
the
Nortel
location
as
they've
moved
jobs
or
as
if
they're
jobs
that
they've
reduced
out
of
Ottawa
have
been
primarily
downtown
jobs
and
not
jobs
across
the
rest
of
the
region.
If
those
are
the
sources,
we'd
be
able
to
include
that
in
the
model.
B
B
H
H
You
will
see
that
Ottawa
is
consistently
very
high,
much
much
much
higher
per
capita
ridership
than
than
every
city
of
its
size,
except
sometimes
in
some
years
for
Calgary
Ottawa
and
Calgary,
far
higher
transit
ridership
per
capita
than
than
any
other
in
the
case
of
Ottawa.
We
think
it's
because
we
have
a
major
employer
who
doesn't
provide
parking,
a
major
employer
who
does
locate
most
of
his
jobs
in
the
Corps.
We
have
a
City
Council,
which
has
invested
primarily
in
transit
for
economic
growth
and
not
so
much
in
Road
capacity.
H
So
all
of
the
growth
that
has
occurred
and
all
of
the
more
jobs
that
have
occurred
that
have
been
downtown
have
they've
had
to
take
transit.
They
do
take
transit.
So
it's
it's
not.
It
is
that
we've
been
at
this
very
high
level
and
we're
still
at
a
very
high
level
we're
just
slightly
less
high
than
we
were.
H
If
we
were
like
other
cities,
we
would
have
acres
and
acres
of
downtown
parking.
We
would
have
expressways
that
lead
right
into
downtown.
We'd
have
multi-story
parking
garages
taking
up
space
in
downtown
and
we'd,
have
many
many
more
people
working
in
in
inaccessible,
suburban
areas
along
highways
and
and
when
we
just
don't
have
that
here,
we've
got
small
contained
suburban
workplaces,
which
are
certainly
Auto
oriented,
but
not
exclusive
of
transit.
C
B
C
Chair
blaze
on
the
the
CUDA
board,
as
am
I
I'm
on
the
director
board,
he's
on
the
executive
board,
and
you
know,
I
certainly
intend
to
bring
this
up
in
terms
of
that
when
I
saw
Vancouver
and
Montreal
other
areas
that
were
we're
growing
exponentially
going
flat,
I
intend
at
the
director
level
to
table
this
to
say
you
know
what
is
causing
some
of
this
will,
and
you
know,
they've
got
some
good
research
people
there
and
we're
going
come
up
with
people
like
Pat
see
if
we
can
get
some
dialogue
going
on.
Thank.
B
The
second
question:
it's
probably
less,
concerning
but
the
six
hundred
million
dollar
deficit.
Sorry,
one
of
the
things
I
might
ask
the
the
corporation
to
do
moving
forward
is
the
unfavorable
variance
language.
Has
some
of
my
residents
confused
I,
wonder
if
we
might
call
them
deficits
or
something
a
little
bit
clearer
in
future,
but
there
is
a
unfavorable
variance
of
six
hundred
thousand
dollars
the
result
of
higher
software
maintenance.
C
H
Mr.
chair,
the
the
cost
of
maintaining
software
has
been
going
up
across
the
transit
industry.
These
were
changes
that
came
these,
were
it
cost
increases
that
came
in
for
our
major
operational
and
customer
service,
our
major
systems,
we
pay
an
annual
software
maintenance
fee
and
those
costs
have
come
in
higher
this
this
year
than
they
than
they
were
in
previous
years,
and
then
they
were
budgeted
to
be
do.
B
H
B
Councillor
Commissioner
Wilkinsons
concern
that
we
don't
want
to
defer
capital
work
that
does
need
to
be
done
to
later
budgets,
so
I'm,
just
looking
for
some
comfort
that,
with
respect
to
four
or
five
of
these
line
items
that
it
is
work
that
does
not
need
to
be
done,
the
first
of
which
is
the
IT
bus
radio
system,
we're
proposing
to
return
785
thousand
of
an
unallocated
1.78
five
million
dollar
budget.
Where
are
we
with
the
IT
bus
radio
system
and
and
are
we
certain
that
that
work
does
not
need
to
be
done?
B
C
B
So
the
next
one,
the
2011
trends
of
priority
measures,
there's
$289,000
of
uncommitted
balance,
all
of
which
is
being
returned
back
into
the
into
the
the
fund
again.
Is
there
any
particular
transit
priority
measures
that
won't
get
done
or
everything
is
done
that
comes
within
that
budget
envelope?
Mr.
H
Chair
those
were
for
some
work
that
have
now
been
completed.
The
costs
came
in
lower
than
was
expected
in.
In
some
cases,
we
had
budgeted
for
the
work
to
be
done
as
a
standalone
project,
and
the
city
was
able
to
reduce
his
cost
by
bundling
it,
along
with
some
other
infrastructure
work
that
was
going
on
in
the
same
location,
and
we
saw
that.
B
To
me,
a
city's
capital
budget
as
well,
the
pair
of
Transpo
engines
and
transmissions
were
proposed
in
return
160,000
of
an
uncommitted
222,000.
The
original
authority
was
only
250,000,
so
we're
gonna
return.
You
know
almost
half
of
almost
half
of
that
budget.
What
work
doesn't
need
to
be
done
there.
C
The
just
a
reminder:
we've
ordered
new
para
vehicles,
so
those
are
now
starting
to
come
on
board,
and
so
what
the
fleet
team
has
done
is
they've
looked
at
what
maintenance
needs
to
be
done
to
get
them
to
end-of-life
and
as
new
vehicles
come
on,
the
old
ones
will
be
disposed
of.
So
we
don't
want
to
do
major
overhauls
on
on
any
of
those
units
if
they
don't
need
them.
So
they've
just
done
a
fleet
assessment
on
it
is.
C
B
Okay,
but
in
terms
of
a
budget
pressure
that
that
might
impose
on
us
that
we
hadn't
counted
on
we're
fine
there.
Okay,
the
technical
training
equipment
is
the
next
line
item
we're
proposing
to
return
half
that
budget.
What
is
the
technical
training
equipment
and
and
what
work
doesn't
need
to
be
done.
B
Mr.
chair,
that
that
is
work
that
it
was
to
provide
our
main
in
strainers,
with
some
technical
Lippman
to
help
train
the
mechanics
and
gradual
tenants.
What
we've
been
doing,
there's
we've
been
leveraging
our
own
equipment
that
we
have
as
well
as
working
with
our
our
vendors
and
our
suppliers,
incorporating
that
stuff
into
the
the
tender.
J
B
Only
other
one
I
had
was
the
IT
under
the
strategic
initiatives,
ite
learning
and
video
enhancement
budget,
we're
proposing
to
return
pretty
much
all
the
unspent
uncommitted
balance
out
of
a
the
authority
that
you
know
it's
not
quite
half,
but
forty
five
percent
or
so
of
the
original
total
Authority.
What
was
that
work,
and-
and
how
are
we
able
to
return
that
level
of
funding.
H
Mr.
chair
that
work
there's
been
an
amount
in
each
interior
accumulating
that
was
to
establish
an
e-learning
program
and
purchase
some
software
platforms.
We've
found
that
we
can
accomplish
the
same
work
without
buying
a
specialized
elearning
platform,
we're
still
doing
electronic
teaching
and
electronic
learning
of
what
we're
doing.
We
do
a
lot
of
very
nice
work
with
with
videos
and
with
presentations,
but
we
didn't
need
to
purchase,
as
it
turned
out
the
the
platform
that
we
had
thought.
We
would
need
to
do
this
work
good,
actually,.
B
That's
that's
important,
as
as
the
technology
tools
start
to
be
proliferate
that
are
less
expensive
and
consumer
grade
and
just
freely
available
the
more
we
leverage,
those
the
better
I
have
one
of
the
question,
but
you
may
want
to
get
back
to
me
on
it.
I'm,
not
quite
certain
that
line
item
905,
four
and
I
know
under
transit
services
we're
proposing
to
return
forty
seven
thousand
six
hundred
dollars
the
unspent
uncommitted
balance
is
thirty.
Seven
thousand
so
I'm
just
wondering
how
we're
going
to
return
more
than
is
available
as
unspent
uncommitted.
B
K
Thank
You
mr.
chair
colleagues,
ladies
development,
this
is
for
me
and
I
think
for
many
people
here
kind
of
first
goal
at
a
budget
cycle.
So
it's
it's
always
interesting.
You
know,
I'm,
not
surprised
that
we're
not
on
budget.
You
know
my
budget
is
a
forecast,
so
it's
not
unusual
I
guess
as
a
as
a
citizen
member
I'm
concerned.
Oh
that
and
I
share.
My
colleagues
concerned
that
were
were
leveraging
the
capital
funding
to
make
up
for
an
operation
deficit.
K
Now
that
may
very
well
be
the
right
thing
to
do,
but
I
just
don't
know
so
I'm
just
wondering
whether
or
not
we
actually
have
governance
or
policy
document.
It
describes
what
the
reserve
is
for
how
it
should
be
managed.
That'd,
be
very
useful
to
me
to
understand
whether
or
not
is
the
right
thing
to
do
specifically
I
think
at
the
end
of
the
day-
and
it's
been
said,
what
we
do
know
is
those
expenditures
that
that
cause
are
currently
causing.
The
deficit
will
occur
again
next
year,
so
it
will
be
a
pressure.
K
You
know
I
appreciate
that
that
that
is
ongoing
business
in
any
organization
of
this
size.
I
also
appreciate
that
reviewing
the
capital
plan
is
is
a
routine
matter.
It
takes
place
in
any
organization
but
I'm,
just
looking
for
some
sort
of
assurance
or
I'm,
just
wondering.
If
there's
something
else,
we
can
do
to
get
that
deficit
under
control,
and
so
that
does
not
automatically
create
a
a
pressure
that
we
have
to
deal
with
next
year
and
I
realize
it's
it's
a
complex
organization,
there's
many
different
budgets,
but
nonetheless
that
would
be
my
my
first.
K
My
preference
and
nobody
is
getting
pay
increases
out
there,
so
we're
living
in
a
in
a
financially
constrained
environment,
certainly
in
the
public
world.
So
before
we
go
there
before,
we
automatically
use
the
reserve
as
a
mitigation
strategy
and
by
the
way,
that's
no
strategy.
That's
just
an
exit
strategy.
K
D
C
Want
to
give
the
Commissioner
assurance
that
we're
looking
at
every
single
expenditure-
and
you
know
I
I-
will
reiterate
for
people
went
home
a
few
weeks
ago
and
had
to
tell
their
loved
ones.
They
are
not
employed.
That's
how
serious
we're
taking
this
I
can
tell
you
I
sat
in
front
of
my
secretary
and
said,
put
a
freeze
on
every
single
pen
we're
buying
in
this
place.
That's
how
serious
we're
taking
it
because
I
know
who
pays
the
bill
and
that's
our
riders
and
that's
our
taxpayers.
We
have.
C
We
have
an
obligation
to
make
sure
that
we
we
give
you
the
best
information
possible
and
keep
us
on
a
sound
financial
footing.
We
want
to
maintain
our
farebox
ratio,
which
is
one
of
the
best
in
the
industry.
We,
we
have
got
great
service
that
we
offer
our
customers
and
I
can
assure
you.
This
management
team-
that's
sitting
at
this
table,
knows
the
mission
and
that's
to
look
at
every
single
cost-saving.
That's
out
there,
and
you
know
I'm
telling
you
the
pen
example
not
to
over
dramatize
this.
C
But
to
tell
you
everything
is
on
the
table.
Mister
Scrimgeour
heard
from
me
on
Friday
that
I
want
to
know
how
many
maps
we
print
and
why
they're
delivered
to
every
client
service
center
and
stop
printing.
If
we
don't
need
them,
everything
is
on
the
table
and
when
I
send
managers
home
as
a
cost
containment
strategy.
C
We're
serious
about
this,
because
we
understand
that
we
we
work
for
it
for
you
and
for
the
taxpayer
and
those
people
that
pay
their
fares
every
single
day
and
I
would
encourage
you
that
if
you
want
to
send
me
some
ideas
or
suggestions,
I
had
to
counselors
talked
to
me
in
the
hallway
the
other
day.
That's
where
one
of
the
map
ideas
came
out
that
apparently
were
sending
them
out
to
a
rural
center.
C
K
K
C
K
D
I
C
I
C
Knowing
the
review
that
the
management
team
did
that,
we
were
actually
looking
for
that
because
we
didn't
want
to
take
Cerie
rest
to
compound
the
problem.
So
the
capital
forecast
that
you
see
right
now
is
based
on
all
the
information
we
have
and
we
didn't
see
anything
that
was
at
risk
in
terms
of
overspending.
Thank.
J
Thank
You
mr.
chair
a
couple,
quick
questions
and
then
really
one
comment
on
some
of
the
general
discussion.
First
of
all,
with
regard
to
a
quick
question,
we've
referred
a
few
times
to
those
five
management
positions
that
have
been
cut
and
wonder
if
you
can
speak
in
a
general
way
about
the
effect,
if
any
on
the
organization
as
a
result
of
no
longer
having
those
five
positions,
people.
C
J
J
A
general
comment
on
the
site
I
do
do
support
and
do
believe
that
you're
making
every
effort
to
find
this.
Every
penny
that
you
can
in
this
budget,
and
it's
one
of
the
things
that
I've
seen
from
you
over
over
your
term
in
office,
is
that
you
are
very
very
committed
to
keeping
this
as
a
leaving
organization.
J
H
Mr.
chair
nine,
oh
seven,
eight
to
three
that's
an
amount
that
was
budgeted
at
nine
point:
three
million
we're
returning
2.3
million
to
bring
it
down
to
seven
million
I
believe
we
have
found
that
some
of
the
work
that
we
were
planning
to
do
on
salary
Boulevard
was
not
physically
possible
due
to
the
other
infrastructure.
The
way
the
bridges
and
bridge
abutments
and
culverts
and
intersections
are
built
and
we've
also
reprioritized
in
in
discussion
with
the
transportation
planning
branch
of
planning
growth
management.
The
work
of
the
trans
priority
work
on
Jean,
d'arc
Boulevard.
J
Then,
finally,
just
to
comment
on
some
of
the
comments
that
councilor,
eglee
and
leaper
have
made
as
well
as
commissioner
Mello
you,
mr.
Scrimgeour
I,
think
that
the
the
regression
model
that
you
showed
us
in
terms
of
predicting
where
fares
go
retrospectively
as
tremendous
accuracy,
I'm
sure
any
statistician
would
envy
that
I
noticed
that
that
was
based
on
the
factors
of
employment
weather
and
the
price
of
gas.
Specifically
I'm
surprised
that
one
of
the
things
that's
not
included
there,
it's
kind
of
reflected
implicitly
in
gas,
but
as
the
fares
directly.
J
So
to
that
end,
a
couple
of
things
do
occur
to
me
is,
in
addition
to
federal
employment
levels,
dropping
I
think
that
there
has
been
increases,
as
we've
been
saying
throughout
the
term,
also
in
the
number
of
people
that
are
teleworking,
I
think.
So
there
is
an
additional
number
people
that
are
likely
welcome,
working
at
home,
so
going
forward.
J
I've
heard
councillor
egg
wise
comments
on
the
possibility
of
finding
some
incentives
for
increasing
fare
ridership
such
as
a
ride
free
day
or
something
like
that.
As
mr.
man
Kony
said,
all
of
that
has
a
cost.
I
think
the
greatest
incentive
is
trying
to
keep
the
fares
as
low
as
you
can,
and
so
to
that
end,
I
would
be
going
forward,
be
in
support
of
looking
for
increasing
any
deficit
that
we
have
not
through
increasing
the
farebox
ratio
in
favor
of
what's
recovered
through
the
farebox
ratio.
J
But
through
looking
for
a
higher
net
requirement
transferred
from
the
city
and
in
particular
I
know.
Mr.
man,
Kony
has
been
saying
for
a
long
time
that
there
will
be
difficulties
with
the
system
as
we
transit
to
light
rail.
We
experienced
one
last
week,
incidentally,
I
think
the
staff
did
an
excellent
job
of
responding
to
that
situation
and
correcting
it.
But
I
also
think
we
would
be
naive
to
think
that
we're
going
to
be
batting
a
thousand
from
here
on
in
and
where
the
problems
will
be.
J
So
in
light
of
the
fact
that
the
next
couple
of
years
will,
from
time
to
time,
have
LRT
construction-related
contingencies,
I
think
that
would
be
an
excellent
time
to
try
and
encourage
people
to
stick
with
OC
Transpo
as
much
as
possible
they're
trying
to
keep
the
fares
absolutely
as
low
as
possible.
So
it's
just
my
my
thoughts
on
on
that
issue.
Looking
forward.
One
last
thing,
I
noticed
too,
is
in
the
the
excellent
figures
that
ridership
is
going
down
in
all
municipalities.
J
I
noticed
there
were
recently
a
couple
of
outliers,
such
as
in
Hamilton
and
Oakville
and
I
think
it
would
be
very
interesting
just
to
have
someone
pick
up
the
phone
and
call
them
and
see
if
they've
done
anything
or
if
they
found
the
golden
marketing
people
or
something
of
that
nature.
That
accounts
for
the
fact
that
there's
a
couple
of
jurisdictions
that
seem
to
have
gone
up
when
everybody
else
has
gone
down.
So
those
would
be
my
comments.
Thank
you.
D
F
Commissioner
crew
touched
on
a
couple
of
the
points
that
I
wanted
to
follow
up
on.
The
regression
analysis
slide
was
absolutely
fascinating.
Mr.
Scrimgeour,
you
had
said
that
you
thought
it
was
perhaps
the
the
geography
of
employment
centers
that
was
affecting
ridership.
That
was
an
additional
factor,
and
commissioner
crew
brought
up
other
elements
such
as
telecommuting
and
in
investments
in
other
infrastructure.
Is
it
that
difficult
to
test?
Let's
say
there
are
5,000
people
at
an
employment
centered
we're
usually
looking
at
about
a
30
percent
ridership
rate
if
they
were
downtown?
F
Is
it
that
difficult
to
test
how
many
people
are
attending
that
employment
center
and
and
seeing
if
that
is
in
fact
the
variable,
because
it
is
a
stunning
departure
from
an
amazing,
consistent
model
over
from
96
to
2011
and
for
the
departure
in
the
last
three
years?
Is
it?
Why
can
we
not
test
the
the
ridership
OC
Transpo
customer
attending
those
employment
centers
that
if,
if
the
federal
government
is
moving
to
outlying
areas,.
H
Mr.
chair,
no,
it's
not
difficult
to
collect
information
at
a
particular
location,
and
we
do
that
continuously
we
can
in
in
most
of
those
non
central
employment
locations.
We
can
see
change
in
how
many
people
use
our
bus,
how
many
people
get
on
and
off
the
bus,
because
we
measure
that
quarterly,
what
is
proving
to
be
that
we've
not
yet
found
how
to
do,
let's
say,
is
to
get
citywide
data
unemployment
or
citywide
data
on
employment
change
monthly.
H
H
Develop
a
model
that
had
a
period
of
only
every
year,
instead
of
every
month,
we
might
very
well
be
able
to
make
it
more
precise,
but
I
am
not
so
certain.
It
would
be
more
useful
to
us
because
we
really
only
be
able
to
explain
what
has
happened.
Probably
two
years
after
it
has
happened
by
taking
so
we'd,
be
at
this
point
right
now,
we'd
be
waiting
for
2014
data
to
be
available
so
that
we
could
look
at
what
has
happened
since
the
end
of
2013.
H
H
Mr.
chair
will
bring
back
this
chart
that
we
saw
earlier,
and
the
the
graphics
on
the
right-hand
side
show
the
the
change
positive
change
in
blue
negative
change
in
red
for
the
years
of
2012,
13
and
14.
What
you
can
see
here
is
that
the
reductions
in
actual
ridership
in
2012
happened
in
Ottawa,
Hamilton,
Victoria
and
Regina
and
the
reductions
and
got
to
know
as
well.
The
reductions
in
2013
happened
in
Vancouver,
Ottawa,
Gatineau
and
Burlington,
and
then
in
2014.
H
If
you're
get
taking
the
road
you're
pushing
somebody
else
off
the
road
you
have
to
go
by
TTC
or
GO
train
in
Toronto
by
STM
or
MTA
in
Montreal,
or
you
walk
or
you
cycle
and
in
every
city
of
across
the
country.
You
can
see
that
the
ridership
is
either
growing
very,
very
slightly
or
is
decreasing
in
the
year
2014.
It's
happened
everywhere.
H
It
seems
to
have
happened
earliest
and
most
severely
in
the
Ottawa
gap,
got
no
region
and
I
think
in
each
case
it's
the
nature
of
how
the
economy
is
going
and
the
nature
of
who
the
major
employers
are,
and
we
do
rely
here
in
Ottawa
and
Gatineau
on
one
single
major
employer,
and
when
that
employer
reduces
its
workforce,
then
the
the
ridership
change
is
is,
as
John
said
earlier,
is
immediate.
On
OC
Transpo.
D
D
C
Thank
You
mr.
chair
members
of
Transit
Commission,
so
this
this
report
is
a
it
signals,
a
key
milestone
in
our
work
on
the
operating
side
of
getting
ready
for
the
Confederation
Line,
an
integrated
team
of
OC
Transpo,
a
legal
department.
The
real
implementation
office
and
Rideau
transit
group
have
been
working
on
this
for
literally
hundreds
of
hours
over
the
last
year.
C
This
this
regulatory
framework,
which
we're
very
proud
of
we
believe,
sets
a
new
standard
in
terms
of
regulatory
accountability
and
transparency
and
reporting,
and
so
we're
here
today
to
present
it
to
you,
it's
going
to
be
three
of
us,
presenting
I'm,
just
gonna,
start
off
with
some
objectives
and
they'll
wrap
up
at
the
end.
In
terms
of
what
this
reports
about.
C
C
Sorry
we're
just
bringing
up
a
deck
on
slide
two
and
then
a
reminder
for,
for
everyone
is
that
we
are
a
federally
regulated
transportation
operation
and
with
that
federal
federal
legislation
and
regulations
are
applicable.
However,
as
it
pertains
to
municipal
light,
rail
systems,
Transport
Canada
is
not
set
up:
organized
resourced
to
manage
municipal
light
rail
systems,
they
oversee
heavy
rail,
so
our
Trillium
Line.
C
The
north-south
line
is
regulated
by
Transport
Canada,
but
they
are
not
in
the
light
rail
system,
oversight,
business
and
accordingly,
when
we
developed
a
strategy
for
the
design,
build
maintain
of
the
light
rail
system,
Council
approved,
going
to
Transport
Canada
and
asking
for
a
delegation
agreement
and
that
moved
the
project
along
significantly
in
terms
of
years
and
also
Transport
Canada
was
very
open
to
it
because
again,
they're
not
set
up
for
municipal
rail
light
rail
operations
so
with
that
I'm
going
to
turn
it
over
to
the
city
solicitor
Rick.
Thank.
A
You
John
and
commissioners,
who
are
certainly
members
of
council
from
the
last
term
of
council
and
certainly
starting
December
of
last
year,
might
find
there's
a
sense
of
deja
vu
with
some
of
the
presentation,
because
a
lot
of
what
you
will
hear
is
oh
yeah.
We
did
that
and
now
we're
bringing
forward
the
actual
regulatory
framework
for
the
Commission
and
Council
to
make
a
determination
on
just
by
way
of
background.
Commissioners
will
recall
that
in
July
of
2011
Council
approved
the
implementation
plan
for
the
Ottawa
light
rail
transit
system.
A
The
regulatory
nature
that
and
the
unique
regulatory
nature
that
the
City
of
Ottawa
has
and
the
Transit
Commission
has,
with
regards
to
being
the
regulator
under
these
matters
in
December
of
2014.
Mr.
chair
members
of
the
Commission
may
recall
that
there
was
something
called
the
2014
2018
governance
review
about
four
or
five
pages
in
that
massive
200
page,
a
document
referred
to
the
Confederation
line
and
the
regulatory
framework
that
we
are
presenting
here
today.
So
it's
already
received
councils,
initial
approval
to
say
yes,
go
you
forth
and
do
so
and
recommendation
five.
A
A
chair,
before
we
go
any
further
to
apologies
to
the
Commission
number
one,
it
is
not
q1
of
2015
staff
have
realized
that
during
and
immediately
after
an
election
year,
perhaps
we
shouldn't
be
so
quick
to
put
up
these
types
of
policy
decisions
because
we
had
the
budget
earlier.
This
year,
and
then
we
have
the
strategic
planning
exercise
that
council
had
to
go
through.
So
this
was
one
of
a
number
of
reports
that
was
pushed
farther
on
down
the
year,
so
my
apologies
for
that
overly
optimistic
forecast.
A
Secondly,
mr.
chair
I'd
also
like
to
state-
maybe
we
can
just
go
to
the
next
slide.
Please
I
don't
want
to
steal
mr.
Nahas
his
thunder,
but
when
you
look
at
slide
four,
you
will
see
it's
entitled
compliance
officer.
Now
when
we
wrote
the
governance
report
back
late
last
fall,
we
called
it
the
office
of
the
regulator.
I
will
be
candid
with
the
Commission.
I
was
very
keen
on
that
phrase.
A
A
You
will
note,
however,
that
when
you
go
through
these
slides,
and
certainly
members
of
council
around
the
Commission
will
appreciate,
much
of
the
approach
that
we
have
taken
is
the
same
way
with
regard
to
this
compliance
officer,
as
we
have
previously
done
with
other
independent
hires
of
the
city,
including
the
integrity
commissioner
and
the
Auditor
General,
so
I
just
make
that
comment
and
taffy
go
ahead.
Please
thank.
L
L
It
will
start
again,
of
course,
the
regulatory
monitor
will
work
closely
with
city
manager
and
transit
services,
developing
a
report
that
will
come
here
every
year
as
well
as
a
work
plan,
and
the
blinds
officer
will
then
present
the
report,
which
will
give
management
an
opportunity
to
have
a
companion
or
a
response
report
and
then
eventually
we'll
reach
here,
a
Transit
Commission.
Where
here
we
will
consider
the
compliance
report,
as
well
as
the
companion
report
and,
together
with
the
work
plan
that
is
plant
by
the
compliance
officer.
You'll
see
a
note
below
that.
L
And
what
we
have
attached
to
the
report
is
you'll
note
as
document
one
is
the
bylaw
that
sets
out
two
major
areas
that
were
considering
today.
One,
of
course,
is
to
establish
the
position
and
duties
of
the
compliance
officer,
which
we
gave
a
high-level
review
earlier,
and
it's
more
detailed
and
into
the
weeds
in
the
reports
describing
all
the
different
duties
and
then
also
the
viola
performs
a
second
function
which
is
to
provide
for
other
regulatory
matters
and
accountabilities,
both
through
council
and
eventually
to
Transport
Canada,
which
is
a
requirements
of
the
delegation
agreement.
L
And
so
our
second
recommendation
is
you'll.
Note
from
the
report
speaks
of
this
annual
regulatory
filing.
It
is
required
by
Transport
Canada,
so
they
have
delegated
and
the
regulatory
aspects
to
the
city.
But
every
year
we
do
report
back
up
to
them
and
describe
in
routine
fashion
the
ongoing
compliance
of
the
regulations.
As
you'll
note
here
in
this
slide
number
eight.
L
Lastly,
the
report
request
saturd
recommendation
and
here
stops
looking
for
again
that
seek
from
the
city
manager
the
approval
to
enter
into
third-party
independent
investigation
services.
The
city
has,
of
course,
the
formal
responsibility
of
doing
any
investigating
of
occurrences
that
happen
on
the
OU
LRT
and
then
there's
certain
circumstances
where
the
severity
of
an
occurrence
reaches
a
level
that
would
require
a
third-party
independent
review
and
we're
asking
that
the
city
manager
be
delegated
that
authority.
In
those
circumstances,.
C
Thank
You
taffy
and
in
closing
mr.
chair
members
of
Commission,
in
addition
to
the
oversight
and
reporting-
and
you
can
see,
there's
multiple
layers
to
this,
because
our
overarching
principle
is
safety
and
security-
is
we've
got
a
continuous
improvement
model
and
I
just
remind
everyone
that,
a
while
ago,
I
announced
that
we've
hired
a
chief
Safety
Officer
that
person
forms
part
of
our
safety,
senior
management,
team
and
reports
directly
to
me.
So
he's
the
one
that's
going
to
be
looking
at
all
our
safety
management
systems.
C
So
we're
going
to
look
at
in
our
rigorous
reporting,
hazard
and
safety
concerns
process.
We're
also
going
to
look
at.
We
will
be
developing
and
implementing
a
safety
management
system,
and
if
you
go
back
to
the
app
to
peer
review
on
safety,
they
are
very
excited
about
in
a
positive
way
that
we're
gonna
be
hiring
a
chief
Safety
Officer
and
their
findings.
The
app
to
peer
review
said
you
had
all
the
ingredients
for
a
very
robust
system.
You
need
to
put
it
together
and
and
and
into
a
comprehensive
safety
management
system.
C
So
we're
going
to
be
doing
that.
We're
also
going
to
be
broadening
annual
performance
reporting
to
our
transit
commissioner
performance
measurement
framework,
we're
going
to
include
that
details
on
safety
and
security
on
our
light
rail
system
and
then,
lastly,
in
terms
of,
in
addition
to
the
triennial
audits
that
are
required
by
the
delegation
agreement
of
transfer
Canada,
we're
also
going
to
do
broad-based
audits.
That's
what
what
robust
safety
management
systems
do?
C
We're
going
to
look
at
it
by
a
third-party
reviewer,
we're
going
to
ensure
that
all
our
elements
have
been
fully
implemented
in
terms
of
the
safety
management
systems
and
security
systems
and
the
outcomes
of
all
that
work
will
be
used
to
update
and
revise
our
safety
management
system
system.
So
you
never
want
to
stay
stagnant.
You
want
to
continue
to
improve
on
any
trends
or
analysis
that
you
see
through
that
culture
of
safety,
management
and
security
systems
Thank
You
mr.
chair,
that
could
be
the
presentation
will
happy
to
take
questions.
M
Looking
at
the
Transport
Canada
delegation
agreement
on
page
18
of
our
report,
section
3.5
says
the
city
shall
establish
procedures
that
require
that
compliance
with
the
regulations
be
monitored
and
reported
on
to
the
city
manager
or
designate
by
an
independent
internal
auditor
or
other
responsible
city
official.
Now,
a
couple
of
issues
there
one
is:
does
the
word
independent
modify,
responsible
city
official
I
mean
I?
M
So
I
think
what's
happening
here
and
I
think
what
the
report
does.
Although
I
you
know,
I
appreciate
that
we're
all
trying
to
get
this
right
for
the
first
time
is:
there's
confusion
between
reporting
reports
to
someone
so
submitting
reports
to
someone
which
is
one
element
of
report
and
reporting
to
in
the
sense
of
it.
M
The
administrative
structure
and
I
think
what
3.5
is
speaking
to
is
to
whom
do
the
reports
go
and
I
think
the
report,
our
report
very
smartly,
says:
well,
the
report
should
go
to
the
city
manager
and
to
City
Council,
but
I.
Don't
think
3.5
as
interpreted
in
the
staff
report
is
saying
that
the
person
should
administrative
Lea
report
to
the
city
manager
and
the
reason
why
I
think
this
is
a
critical
point.
Is
we
don't
want
to
put
the
city
manager
in
the
awkward
position
if
God
forbid
something
happens
on
the
line?
M
Ten
years
from
now,
where
someone
says
hold
on
a
second,
you
have
created
a
structure
where
the
city
manager
is
both
the
operator
as
mr.
van
khones
boss
and
also
is
the
compliance
officers
boss,
and
so
are
we
putting
the
city
manager
in
a
tough
situation.
You
know
it's
always
easy
when
things
are
going
well,
but
when
things
don't
go
well,
are
we
creating
a
system
where,
essentially
the
city
manager,
you
know
it's
both?
You
know,
sort
of
judge,
jury
and
prosecutor
to
a
certain
extent.
M
Now
I
recognize
that
that's
mitigated
through
the
fact
that
we
have
independent
audits
every
three
years
and
I'm,
certainly
heartened
by
that,
but
I
guess,
looking
through
the
report
and
seeing
the
requirements
that
the
compliance
officer
worked
with
the
city
manager
on
things
like
site
visits
and
on
quarterly
reporting
and
so
on.
You
know,
I,
don't
think
our
food
inspectors
tell
the
restaurant
owners
beforehand
that
they're
gonna
go
check
them
out.
Similarly,
are
we
creating
a
system
where
the
compliance
officer
is
linked
to
closely
operationally
to
the
and
I'm?
M
Raising
this
to
protect
the
city
manager?
I
mean
I'm
I'm,
not
raising
this,
because
you
know
I
necessarily
think
we
should
have.
You
know
a
totally
independent
system,
but
this
is
not
a
kinder
to
the
Auditor
General,
in
the
sense
that
the
Auditor
General
is
independent
from
the
city
administrator
and
reports
to
Council.
This
is
something
different
and,
and
so
I'm
feeling
a
little
uneasy
about
it.
But
I
wanted
to
get
the
solicitors
response.
Thanks.
A
A
With
the
greatest
of
respect
to
the
GM
and
to
the
head
of
the
rail
implementation
office,
it
is
with
regards
and
independence
for
those
two
specific
areas
and
those
areas
eventually
rise
up
through
the
city
manager,
so
I
take
the
commissioners
point
with
regards
to
pride,
providing
some
some
ease
for
the
city
manager
as
well,
but
he
already
has
that
authority
and
those
concerns
and
I
believe
accountability.
What
we
are
trying
to
do
through
this
process
is
ensure
that
all
of
the
delegated
authority
to
the
city
manager
will
be
useful
and
facilitate
any
concerns.
A
The
compliance
officer
may
have,
and
that's
why
the
report
reads.
You
know
we're
coordinated
with
the
city
manager
to
ensure
that
the
compliance
officer
has
full
access
to
all
areas,
insured,
they're,
open
lines
of
communication.
The
delegation
of
authority
by
law
passed
by
City
Council
with
regards
to
the
city
manager,
is
extremely
broad
that
the
city
manager
has,
for
his
business
purposes.
Access
to
every
site
and
access
to
every
document
or
record
in
this
corporation
has
so
it's
in
order
to
facilitate
those
matters.
Mr.
chair
that
I
think
staff
have
made
this
presentation.
D
A
Mr.
chair
and
again
I
apologize
for
the
confusion.
The
Auditor
General
is
a
statutory
Auditor
General
under
the
municipal
Act,
and
we
are
one
of
the
few
such
municipalities
to
have
that.
The
independence
that
is
required
under
the
delegation
Authority
agreement
with
Transport
Canada,
is
with
regards
to
the
Rio
office
and
OC
Transpo.
It
is
not
independence
from
the
rest
of
the
corporation.
It
is
for
those
operational
purposes
that
those
two
specific
areas
are
the
ones
that,
with
the
greatest
respect
again
to
mr.
Manku
name,
mr.
D
B
Yes,
I'll
be
brief,
as
I
I
will
say
that
I've
been
interested
and
concerned
with
rail
safety,
rail
investigations
and
rail
safety
legislation.
For
many
years
today,
mr.
O'connor
referred
to
a
four
oh
five
page
report
on
the
light
rail
regulatory
framework
that
was
buried
in
a
very
large
report
in
2014.
I
do
admit
that
I
missed
that
item.
B
The
the
report
you
have
today
has
sections
on
public
consultation
on
page
three
and
advisory
committees
on
page
13
that
state
that
there
have
been
no
such
consultations.
Only
internal
consultations
with
with
professional
people
involved
with
Rideau
transit
group
or
the
city
and
I
wonder
if
this
is
appropriate
for
a
matter
of
such
public
concern
as
railway
and
tunnel
safety,
I.
B
B
You
know
concerned
that
it
should
be
a
significant
component
of
the
responsibilities
of
the
person
with
that
accountability
and,
if
I
understand
correctly,
the
actual
working
responsibility
for
safety
will
be
distributed
between
many
different
departmental
managers
and
the
part
time.
Compliance
officer
and
I
understand
he'll,
be
here
16
weeks,
one-third
time
now.
Mr.
B
B
The
agreement
with
the
federal
Transport
Minister,
which
is
reproduced
as
attachment
1
States
on
page
17,
that
prior
to
construction,
the
city,
shall
develop,
implement
and
enforce
a
comprehensive
regulatory
framework
for
the
safety
of
the
railway,
and
so
III
asked
has
such
a
framework
being
prepared,
and
one
of
the
reasons
I
asked.
That
question
is
that
back
in
2013
I
attended
and
in
fact
was
a
speaker
at
a
system,
Safety
Society
conference,
where
the
safety
consultants
hired
by
Rideau
transit
group
also
spoke.
B
They
had
previously
developed
the
rail
safety
plans
for
new
rail
transit
lines
in
in
Vancouver
and
Toronto,
and
they
referred
to
the
difficulty
of
preparing
the
required
plan
for
Ottawa
when
the
city
had
not
given
them
any
contact
person
responsible
for
rail
safety.
Essentially,
they
were
developing
the
plan
in
a
vacuum
and
I'm
wondering
I,
know
verbally
Mr
O'connor
has
mentioned,
and
mr.
man
Kony
have
mentioned
a
lot
of
history
of
close
cooperation.
D
Thank
you
very
much
free
presentation,
maybe
to
ensure
that
everyone
in
attendance
and
those
preparing
information
for
distribution
to
the
public
through
the
media
are
fully
aware.
What's
happening.
Mr.
McCarney,
you
can
describe
the
hiring
of
that
position
and
who
is
actually
responsible
on
a
day
to
day
basis
for
the
safety
of
Confederation
Thank.
C
You
mr.
chair
and
I
want
to
assure
everyone,
including
the
speaker,
that
we
do
have
clear
lines
of
accountability.
We
do
have
a
full-time
chief,
Safety
Officer
that
was
staffed.
That
person
starts
on
October
19th.
He
has
extensive
rail
safety
experience
he's
actually
the
president
of
the
rail
Safety's,
my
camera,
the
exact
terminology
for
it,
but
he's
a
president
of
Association.
He
comes
to
us
from
Vancouver.
It's
in
the
memo
that
I
released
to
two
members
of
Commission
and
the
council.
A
few
weeks
ago,
we
and
that's
after
a
year-long,
North
America
wide
search.
C
We
do
have
clear
lines
of
accountability.
The
city
manager,
Kent
Kirkpatrick,
is
what
is
called
the
chief
accountable
executive
and
what
that
means
is
simple
term.
If
is
heaven
forbid,
if
there's
a
major
incident
and
someone
walks
in
and
says
who
is
the
accountable
person
for
this
operation
at
the
highest
level?
It
is
Kent
administrative
Lee
and
that
reports
through
directly
to
City
Council
in
terms
of
day-to-day
operations.
That
is
myself
as
the
general
manager
and
the
chief
Safety
Officer
that
person
and
that's
a
very
challenging
job.
C
That
is
the
person
that
puts
on
what
are
called
attestations
as
ricky'll
support
every
single
month
and
year
and
an
annual
basis
piece
of
paper
on
my
desk
that
work
its
way
up
to
Kenton.
To
you
that
says
this
system
is
operating
the
way
it
should
be,
and
here
are
the
checks
and
balances
on
that.
So
we
have
the
clear
lines
of
accountability.
C
We've
had
people
from
Canada
the
US
and
across
North
America
working
on
this
framework
and
including
X
Transport
Canada
officials
on
the
RTG
side,
and
we've
also
had
people
that
have
built
these
systems
around
the
world
and
I
can
tell
you
they're,
very
impressed
about
the
level
of
accountability
and
direct
transparency
that
we
put
put
into
this
thing
so
I'm
highly
confident
that
all
the
checks
and
balances
are
on
there
and
that
you,
as
the
board
of
governors,
will
be
seeing
things
on
a
regular
basis.
I
think.
D
B
B
One
of
the
consequences
of
that
would
be
that
there
would
actually
be
no
women
on
that
hye-rin
panel,
which,
if
I
understand,
goes
against
all
the
the
best
practices
with
respect
to
corporate
hiring
that
are
out
there
right
now.
So
I'm
wondering
why
the
deputy
mayors
and
what
are
some
of
the
other
options
that
we
have
to
put
together
a
hiring
panel
that
that
might
be
differently
constituted.
A
A
Again,
I
rely
upon
our
previous
past
practice
with
auditors
general
and
how
they've
been
hired
in
the
past,
and
it
is
routinely
been
with
the
mayor,
the
deputy
mayor's
over
the
last
term
in
a
bit,
and
also
then
the
particular
chairs
of
the
respective
committees,
so
that
that
comes
directly
from
our
past
practice.
Whether
or
not
this
commission
or
council
decides
to
agree
with
that
recommendation
is
certainly
up
to
the
Commission
and
Council.
So.
B
C
A
B
A
A
L
F
A
F
They
are,
we
are
we
the
only
one
with
the
deregulation
agreement
with
Transport
Canada
in
terms
of
the
operation
of
a
rail
system,
and-
and
my
question
is
given
the
fact
that
the
rail
system
is
only
in
Ottawa?
Are
we
obligated
to?
Is
this
a
good
structural
framework?
What
are
the
advantages
and
disadvantages
of
we
administering
this
as
opposed
to
Transport
Canada,
administering
our
that
with
the
compliance
officer,
so.
C
We're
the
only
one
with
Transport
Canada
have
a
delegation
agreement
and
when
you
look
across
Canada
you're
entering
into
a
very
interesting
space,
you
we've
mapped
all
that
out
in
terms
of
how
people
are
regulate.
So
if
you
look
at
Calgary
there
self-regulated,
because
they
don't
have
any
parental
regulations
or
anything
federally,
so
they
do
a
peer
review
every
two
years
to
come
in
and
see
all
the
checks
and
balances
that
we've
talked
about.
C
F
C
Systems
correct
their
rail
systems
and
we
think
this
is
a
very
good
thing.
I
mean
if
you
go
back
to
the
original
report.
This
was
about
I'll,
be
bold
here,
I'm,
not
sure
you'd
even
have
shovels
in
the
ground
if
you
were-
and
this
is
not
to
criticize
Transport
Canada-
it's
just
they're
not
set
up
for
light
rail.
C
My
role
in
the
queue
to
board
we're
actually
looking
at
how
regulations
are
applied
across
Canada,
because
there
is
so
much
light
rail
being
built,
specifically
in
Ontario,
there's
extensions,
going
on
and
and
Calgary
Edmonton,
Vancouver
and
so
forth.
So
it's
a
new
space
for
everybody
in
terms
of
because
there
is
so
much
light
rail
being
built,
but
we
think
it's
a
very
good
thing
and
Transport
Canada
we've
done
our
checks
with
them.
C
They
they're
not
an
endorsement
role
because
they've
delegated
that
to
us,
but
we
think
we've
got
all
the
right
checks
and
balances
in
it
and
we
think
it's
good
for
this
city
in
terms
of
getting
Light
Rail
built
faster.
That
was
part
of
the
issue,
but
also
getting
the
construct
and
the
environment
in
for
for
safety
and
security.
On
the
system,
because
nothing
exists
at
the
federal
level
they're,
not
in
the
light
rail
business.
F
C
F
I
You,
mr.
chair,
my
question
is
as
a
here
as
a
went
through
the
report
and
I
hear
more
discussion.
Can
you
give
us
a
bit
of
a
better
sense
of
what
there
is
a
skills
section
in
the
report?
But
it's
it's
a
little
general.
You
know
they
read
the
report
and
I
hear
the
answers.
You
know
this
person's
part
engineer.
Part
auditor
part
lawyer,
part
trans
professional.
You
know
such
as
yourself,
mr.
Malkani.
So
what
are
we
really
looking
for
here
like
what's
our
pool
of
candidates,
if
you
will.
C
My
advice
and
I'm
staying
very
independent
of
the
hiring
panel,
but
my
advice
to
mr.
O'connor
has
been
that
you
want
to
think
through
the
skill
sets
of
someone
who
has
operated
a
light-rail
high
capacity
system.
You
will
be
the
busiest
LRT
in
North
America
on
day,
one
I
think
what's
working
in
your
favor.
Is
that
and
I
just
put
one
caveat
that
you
need
to
check
the
biases
of
those
people
in
terms
of
how
they
work
and
their
thought
process.
I.
C
You
know
at
that
right,
right
level
in
terms
of
understanding
how
the
operation
works
and
how
to
look
for
the
right
things
and
ask
the
right
questions,
because
in
that
compliance
mode,
it's
all
about
asking
the
right
questions
and
looking
and
delayering
the
onion.
So
that's
my
view
on
it
and
Rick
did
you
have
any
other?
Oh
just.
A
I
A
Is
exactly
the
example
we
would
draw
on
mr.
chair?
Is
that
when
we
did
that
through
the
clerk's
office,
I
think
we
targeted
it
at
two
and
a
quarter
of
the
first
year?
And
it
has
gone
down
ever
since,
because
a
lot
of
the
processes
and
procedures
and
templates
are
put
in
the
first
year
and
then
after
that,
there's
just
reliance
upon
them.
So.
I
A
K
A
I'll
leave
the
the
specific
details
of
the
support
to
the
general
manager,
but
in
response
mr.
chair
I
think
this
Transit
Commission
and
council
have
a
very,
very
regular
governance
review
process
and
our
governance
review
process
takes
place
at
the
end
and
right
at
the
beginning
of
a
transition
between
one
council
and
another
and
one
Transit
Commission
and
another,
and
then
also
every
two
years
thereafter.
So
I
would
expect
with
mr.
Mann
kony,
with
the
city
manager
and
with
this
particular
compliance
officer.
A
This
will
become
a
regular
piece
for
review
and,
while
I'm
in
no
position
as
your
legal
counsel,
to
provide
that
sort
of
advice
at
this
stage,
I
would
think
this
would
be
an
evolving
thing
that
if
two
four
years
down
the
line
the
city
manager
comes
back
and
says,
you
know
what
we
need
this
person
full-time,
then
that
would
be
the
transit
commissions
and
council's
decision
to
make
so
I
I
want
to
offer
that
that
there
is
an
ongoing
review,
as
mr.
man
Kony
we're
very
keen
on
efficiencies
in
trying
to
get
better.
A
C
Certainly,
on
the
the
workload
comment,
I
think
the
251
I
think
I
know
the
250,000
is
is
very
high
because
I
agree
with
you,
I,
don't
think
that
person
is
going
to
be
the
certainly
the
first
couple
years
doing
things
part-time
are
on
their
own.
They'll
probably
have
some
resources
that
they're
gonna
have
to
bring
in
on
their
side
of
things.
What
we
didn't
want
to
do
is
build
a
big
bureaucracy
to
support
them
and
then
have
to
shut
that
down.
C
So
we're
we're
gonna
push
that
out
to
the
private
sector
in
terms
of
getting
them
set
up.
So
if
they
need
resources
they'll
do
that.
The
other
thing
that's
at
their
disposal
is
through
the
p3.
We
will
have
a
safety
management
system
delivered
by
the
consortium
which
we
will
sign
off
on
and
our
chief
Safety
Officer
and
I'll
go
through
this
chain
of
command
that
you're
approving
that
you
approve
today,
and
then
also
we
have
a
rail
director
and
a
chief
Safety
Officer.
C
That
also
is
there
for
resourcing
and
so
forth,
so
that
250,000
is
high
for
exactly
that
reason.
Commissioner
Mallos
that
they're
not
just
going
to
be
a
one
person.
You
know
kind
of
just
doing
a
few
things
in
between
I
suspect
the
first
couple
years.
There's
a
lot
of
billable
hours
with
support
staff
with
them.