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From YouTube: Audit Committee - October 23, 2020
Description
Audit Committee, meeting 6, October 23, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17490
A
Well
good
morning
my
name
is
councillor
steven
holiday
and
I
am
the
chair
of
the
audit
committee.
The
clerk
has
confirmed
that
we
have
quorum,
so
I
will
call
meeting
six
of
the
audit
committee
to
order
welcome
everyone.
Today's
meeting
is
being
held
by
video
conference
staff
are
also
connecting
to
the
meeting
by
video
conference.
A
A
A
The
list
of
speakers
can
be
viewed
online
by
visiting
the
audit
committee's
page
at
toronto,
dot,
ca,
slash,
council
and
clicking
the
speakers
box
for
today's
meeting.
Before
we
begin,
I
want
to
remind
you
about
the
important
health
and
safety
measures
that
we
must
follow.
Today.
All
in-person
members
and
staff
have
been
seated
two
meters
apart.
A
Please
stay
in
your
designated
seat.
Do
not
change
seats
or
sit
in
another
seat
when
entering
exiting
or
moving
about
the
room
you
must
wear
a
faced
covering
sanitization
kits,
have
also
been
provided
on
the
desktops
attendance
and
committee
room
lawn
is
limited
to
only
those
persons
who
are
required
for
the
meeting.
A
number
of
clerks,
audio,
visual
and
I.t
staff
are
here
with
us
today.
A
A
I
would
like
to
remind
staff
to
keep
their
mics
muted
and
their
videos
turned
off
unless
they
need
to
answer
questions
or
speak
to
the
committee.
This
will
make
it
easier
for
me
as
chair
and
for
those
watching
on
youtube
to
observe
members
as
they
participate
in
the
debate
and
vote
on
the
items.
Members.
A
Please
keep
your
mic
muted
unless
you
wish
to
question
staff
or
speak
to
an
item
and
and
ensure
that
your
video
is
turned
on
as
part
of
each
agenda
item
I'll
ask
members
to
raise
their
hand
or
unmute
their
mic
if
they
wish
to
question
or
speak
staff.
I
will
then
create
a
speakers
list
and
we'll
call
on
members
when
it
is
their
turn
to
speak.
A
When
voting
on
an
item
or
motion,
I
ask
that
members
ensure
that
they
turn
on
their
video,
if
applicable
and
raise
their
hand
to
indicate
their
vote
members.
I
want
to
remind
you
that
today,
whether
you
are
participating
in
today's
meeting
in
person
or
remotely
you
must
submit
and
approve
your
motions
by
email,
the
clerk's
staff
will
not
print
motions
for
your
review.
A
If
you
need
to
confer
with
the
clerk's
staff
in
the
room,
you
must
stay
two
meters
apart
at
all
times,
staff
are
available
at
audit
committee,
so
a-u-d-I-t
ctte
at
toronto.ca
to
help
with
motions.
If
there
are
any
visiting
members
of
council
attending
the
meeting
today,
I
would
encourage
you
to
turn
on
your
videos
so
that
I
know
that
you
are
present
and
give
you
the
opportunity
to
ask
questions
of
staff
or
speak.
This
will
also
assist
the
clerk's
staff
to
record
attendance
for
the
meeting.
A
Although
we
are
in
different
locations
and
meeting
remotely
today.
The
committee
would
like
to
acknowledge
that
the
land
we
are
meeting
on
is
the
traditional
territory
of
many
nations,
including
the
mississaugas
of
the
credit,
the
anishnabek,
the
chippewa,
the
hud
nashoni
and
the
wendat
peoples,
and
is
now
home
to
many
diverse
first
nations
inuit
and
metis
people.
We
also
acknowledge
that
toronto
is
covered
by
treaty
13
with
the
mississaugas
of
the
credit.
A
A
We
all
know
the
importance
of
the
role
of
the
clerk,
and
I
just
want
to
give
julie
a
warm
welcome
and
to
thank
you
in
advance
for
all
the
help
that
you're
going
to
give
me
to
make
it
through
this
meeting
today.
I
also
want
to
just
take
a
quick
moment
to
acknowledge
the
service
of
rosemary
mckenzie,
who
is
the
clerk
here
for
many
years
rosemary
has
retired
in
the
period
since
the
last
audit
committee
meeting
to
this
one
after
30
years
of
service
with
the
city
of
toronto.
A
A
A
That's
passed
and
really
record
history,
and
it's
no
easy
task,
and
I
really
thank
rosemary
for
all
that
she's
done
and
the
experience
that
she
brought
to
the
table,
and
I
know
that
this
committee
feels
the
same
and
that
we
will
miss
her
but
wish
her
very,
very
well
in
her
retirement,
hopefully
she's
not
watching
now,
but
will
have
a
chance
to
see
this
one
day
in
her
retirement.
So
thank
you.
A
A
All
those
in
favor
any
opposed,
and
that
is
carried.
We
have
12
items
on
the
agenda.
Let's
proceed
with
an
agenda
review,
I'm
also
going
to
propose.
At
the
end
of
this,
we
reorder
a
couple
of
matters
to
make
the
meeting
easier.
The
first
item
is:
au
6.1,
employee
health
and
benefits
fraud
involving
a
medical
spa.
A
Since
there's
a
presentation
on
this
item,
I
will
hold
it
down
the
x.
The
next
item
is
au
6.2,
audit
of
winter
road
maintenance
program,
phase,
1
leveraging
technology
and
improving
design
and
management
of
contracts
to
achieve
service
level
outcomes.
There
is
a
presentation
and
registered
public
speakers,
so
I
will
also
hold
this
item
down.
A
The
next
item
is
au
6.3,
strengthening
accountability
and
outcomes
for
affordable
housing,
understanding
the
impact
of
affordable
home
ownership
program.
There
is
a
presentation
and
registered
public
speakers
on
this
item,
so
I
will
also
hold
it
down.
The
next
item
is
au
6.4,
continuous
controls,
monitoring
program
opportunity
to
reduce
cost
of
dental
benefits.
There
is
a
very
brief
presentation
on
this
item
and
I
will
hold
it
down.
I
also
acknowledge
that
there
will
be
an
opportunity
to
join
this
with
items
6.1
so
that
6.1
and
6.4
may
be
considered
together
since
they're
both
about
benefits.
A
A
A
A
Seeing
none?
May
I
have
a
motion
from
a
member
to
move
the
recommendation
in
the
madam
auditor
general's
report:
counselor
ford,
all
those
in
favor
any
opposed,
and
that
item
is
carried.
The
next
item
is
au
6.8
status
of
the
financial
statement,
audits
of
the
city's
agencies
and
corporations
for
the
year
ended
december.
31St
2019
there's
a
report
from
madame
auditor
general
with
a
recommendation.
Would
anyone
wish
to
hold
this
item.
A
Counselor
nunziada
is
moving
the
recommendations,
all
those
in
favor
any
opposed,
and
that
is
carried.
The
next
item
is
au
6.9,
financial
statements
for
the
years
ended
december,
31st,
2018
and
december
31st,
2019
agencies
and
corporations.
There
are
two
recommendations
on
this
item.
The
first
is
that
city
council
received
for
information,
the
financial
statements
and
a
recommendation
for
the
audit
committee
to
receive
information
on
the
2019
financial
statements.
A
A
A
Counselor
nunziada
is
moving
the
report,
all
those
in
favor
any
opposed,
and
that
item
is
carried
au
6.11,
community
centers,
2019,
audited
financial
statements.
There
is
a
report
from
madam
monitor
general
with
a
recommendation.
Would
anyone
like
to
hold
this
item
seeing
none
may
have
a
motion
from
a
member
to
adopt
the
recommendations
in
the
report.
A
A
Counselor
nunziada
is
moving
the
report,
all
those
in
favor
any
opposed,
and
that
item
is
carried
so
members.
I
just
indicated
that
for
efficiency,
I
thought
it
would
be
okay
to
move
and
consider
both
au
6.1
and
au
6.4
together,
and
I
would
suggest
that
we
move
6.1
later
in
the
queue
because
there
are
no
speakers
on
it
and
that
way,
madame
auditor
can
can
deliver
a
combined
presentation
and
efficiently
deal
with
the
matters
as
they
are
of
similar
subject.
Are
there
any?
Is
there
any
opposition
to
that?
Can
consider
that
the
committee's
consent?
A
A
A
B
You
thank
you.
I
will
kindly
ask
the
clerk
to
put
the
presentation
up
and
while
she's
doing
that
I'll
introduce
my
team
assistant,
daughter,
general
tara,
anderson,
richie
patel,
who
is
the
senior
audit
manager
anil
black
mohammed,
emily
he
and
adidi
bakkis.
So
what's?
Maintenance
is
winter.
Maintenance
is
one
of
the
largest
contracts
with
the
city
and
whenever
you
have
large
contracts,
and
specifically
some
of
my
past
recommendations
around
contract
management,
where
there
have
been
weaknesses.
B
B
The
secondary
is
a
research
recurring
theme
which
is
contract,
management
needs
improving,
and
the
third
area
is
key
performance
indicators
to
make
sure
that
they're
tracked.
So,
in
other
words,
modernize,
the
fleet
manage
it
to
the
contract
using
the
technology
and
then
identify
your
key
outcomes
and
measure
to
that.
B
So,
by
way
of
background
on
the
next
slide
you
can
see
we
wanted
to
see
if
city
council's
service
levels
were
being
met
and
making
sure
that
the
contractor
was
performing
to
make
sure
that
they're
being
held
to
account
to
the
contract,
and
so
we
took
the
time
period
of
2018
to
2020
we
sampled
850
vehicles.
This
would
be
one
day
per
vehicle.
B
B
C
B
We
looked
at
so
the
next
slide,
please
so
winter
maintenance
really
you
have
about.
You-
have
seven
years
of
contracts.
It
really
snows
about
seven
to
thirteen
days
a
year.
So
the
time
that
the
machinery
is
on
the
road
is
a
small
amount
of
time,
but
you
have
to
have
the
fleet
on
standby
for
most
of
the
period
to
be
ready
to
go
city
council,
as
you
can
see,
has
different
service
targets
for
different
kinds
of
roads.
B
So
expressways
you
have
to
clear
them
within
two
to
three
hours:
major
roads
around
six
to
eight
hours
and
neighborhood
roads
around
14
to
16
hours.
So
that
is
the
target,
and
what
we
wanted
to
see
is.
Is
this
as
the
city
performing
against
those
targets?
Are
we
measuring
against
those
targets?
Next
slide?
Please.
B
B
B
We
talked
about
three
buckets
and
I'm
going
to
talk
a
little
bit
about
the
first
bucket
and
then
hand
it
over
to
the
assistant
auditor
general
tara,
so
the
fleet
has
gps.
The
challenge
is
that
they're
not
leveraging
the
gps
technology
to
its
fullest
potential
gps.
Has
you
have
the
ability
to
manage
with
gps?
You
can
see,
for
example,
when
a
snow
plow
leaves
the
yard
instead
of
having
a
clipboard,
or
you
know,
relying
on
information
of
people
telling
you
gps
can
track
when
b,
where
vehicles
are
when
they
leave
the
yard.
B
B
B
Let's
leverage
that
and
do
the
kinds
of
things
that
we
did
in
the
within
the
audit
we
could
look
at
when
vehicles
were
leaving
the
yard.
We
can
look,
you
can
look
at
salt
distribution,
you
can
look
at
the
root
and
optimize
roots.
So
it's
time
to
now
take
this
technology
and,
as
you
go
forward
with
the
new
contracts,
build
a
build
a
contract,
so
you
can
monitor
using
the
technology
as
much
as
possible
because
the
precision
on
the
technology
is
really
good.
B
The
second
area
in
relation
to
the
technology
is
that
a
lot
of
the
gps
word
functioning.
Now
you
can
have
reports
to
identify
each
week
each
day
which
vehicles
gps
is
not
functioning
now.
The
functioning
is
is
not
is
the
result
of
something
with
the
contractor.
The
contractor
will
not
be
paid
standby.
So
it's
really
important
to
know.
If
the
functioning
has
to
do
with
the
city.
B
The
city
has
to
make
sure
it
gets
fixed,
but
it's
the
city's
overall
responsibility
to
monitor
whether
the
gps's
that
we're
paying
for
are
actually
working
and
then,
if
they
are
not
to
really
problem,
solve
to
identify
and
make
sure
they're
working
and
there
has
to.
We
have
to
make
sure
that
you
have
to
have
all
vehicles,
including
spare
vehicles.
We
had
situations,
for
example,
where
a
vehicle
didn't
move
from
the
yard
when
there
was
a
snow
event
and
the
explanation
was
well,
they
used
a
different
spare
vehicle.
B
B
B
Next
slide,
please
thank
you
I'll
be
go
back.
One
slide,
please
thank
you.
So
gps
is
important
and
actually
I'll.
Ask
tara
after
this
slide
to
take
over.
But
gps
is
important
for
many
reasons
you
can
use
gps
for
so
many
things.
So
it's
important
to
know
when
the
contract
is
with
the
yard.
As
I
explained
you
can
know,
when
contractors
stop,
you
can
verify
salt
applications,
the
rates,
the
quantity
that
can
have
an
environmental
impact.
B
You
can
check
the
routes
you
can
optimize
routes,
so
there's
so
much
that
it
can
provide
information
wise.
It's
not
always
about
checking
to
see
if
contractors
are
doing
the
job.
It's
really
about
optimizing.
The
sleep
getting
the
best
information
on
what's
happening
in
a
snow
event,
knowing
where
the
complaints
are
coming
in
and
being
able
to
look
at
the
route
and
see
what
happened
on
that
route
and
mirroring
that
information
together
to
make
sure
that
you
understand
what's
happening
so
the
problems
can
be
solved.
Okay.
D
Looking
at
the
table
here
taken
from
our
report,
it
shows
an
example
of
the
in
and
out
times
reported
by
contractors
for
five
vehicles
and
what
the
gps
records
show.
The
exact
timing
of
the
contractor
reporting
alone
should
provide
a
red
flag
that
it
is
worth
staff
looking
into
possible
rounding
or
inaccurate
recording.
D
Some
of
the
differences
are
small,
but
can
add
up
to
large
numbers,
and
others
are
more
significant,
so
you'll
see
that
some
actually
return
about
three
hours
prior
to
what
is
stated
on
the
contractor's
operating
log
and
this
kind
of
functionality
of
the
in
and
out
times
isn't
something
that's
new.
This
is
an
immediate
step
that
the
division
can
take
to
implement
for
this
next
winter
season.
D
So
this
visual
gives
you
an
idea
of
what
it
looks
like
on
the
gps
system
when
you're
tracking
a
vehicle,
as
mentioned
staff,
can
track
the
vehicles
in
and
out
time.
Staff
can
also
use
gps
to
track
whether
the
contractor
is
starting
on
time
and
where
it
stops,
and
for
how
long,
whether
the
vehicle's
completed
the
assigned
route
and
therefore
whether
the
hours
claimed
are
valid
and
accurate
for
payment.
This
particular
example
I'll
be
speaking
into
further
details
further
in
the
presentation
next
slide.
D
D
The
division
has
a
salt
management
plan
and
it's
important
to
know
how
much
salt
is
being
applied,
not
just
for
inventory,
control,
cost
effectiveness,
but
also
for
environmental
reasons.
Currently,
gps
provides
the
ability
to
calibrate
the
salt
spreaders,
but
this
is
not
being
used.
Instead,
staff
are
relying
on
manual
scales,
but
these
have
also
not
been
calibrated,
so
we
weren't
able
to
quantify
the
issue
of
wastage
from
salt
spreaders.
D
B
No,
I'm
just
guys
turning
on
my
microphone.
Thank
you
assistant,
daughter,
general,
so
I'm
going
to
we're
going
to
walk
through
each
of
these
areas
to
make
sure
that
you
can
see
just
some
of
the
things
that
are
fairly
easy
to
do
in
relation
to
the
the
contract
so
building
the
contract,
so
that
you
can
monitor
using
gps
is
critically
important,
so
late
starts.
That
would
be
one.
B
You
can
monitor
easily
each
day
and
you
can
see,
for
example,
if
the
contractor
has
having
an
issue
and
you
can
interact
and
see
if
there's
a
problem
and
have
it
solved
that
can
be
easily
done.
We
were
able
to
do
that
contractors
claiming
for
more
hours.
There
may
be
an
explanation
for
the
reason
behind
the
late
hours
or
the
reasons
and
the
differences
in
time.
There
may
be
an
explanation.
B
What
was
missing
was
a
documentation,
so
if
we
have
contractors
claiming
more
hours
or
we
have
a
situation
where
the
times
are
different,
that's
a
signal.
That's
easy
to
check
and
then
to
interact
with
contractors
and
document
because
going
forward
to
hold
people
to
account
the
documentation
has
to
be
there,
and
that
was
something
that
we
had
challenges:
finding
making
sure
that
excessive
stop
time.
So
we
saw
some
breakdowns.
Oh
you
know
one
contract.
B
D
Sarah,
thank
you.
Thank
you,
auditor
general.
Can
you
hear
me?
Okay,
yeah,
okay,
so
I'm
going
to
speak
to
the
top
three
issues
we
found
with
contractor
performance.
Just
to
reiterate
for
all
of
these
issues
they
were
identified
by
examining
the
gps
records
and
it's
important
for
staff
to
verify
contracts
against
the
gps
records
prior
to
payment.
D
D
D
D
The
contractors
are
paid
based
on
the
operating
logs;
they
submit
that
includes
their
route,
cover,
timing,
etc
and
staff
are
generally
not
verified.
Contractors
work
before
payment.
Here's
two
examples
of
contractors
claiming
more
hours
than
they
were
in
example,
one
the
contractor
stated
they
finished
work
at
six,
am
when
the
gps
records
showed
they
returned
at
11,
37
pm
the
previous
night
for
an
extra
six
hours
claimed.
D
D
D
The
third
contractor
performance
issue
identified
is
contractors
taking
excessive
stop
times.
It
is
possible.
There
could
be
valid
operational
reasons
for
some
stop
times,
such
as
salt
being
loaded
on
a
vehicle
or
the
driver
taking
a
lunch
break.
However,
the
contracts
themselves
do
not
include
any
guidance
on
what
is
considered
a
reasonable
stop
time.
D
D
D
We
did
not
see
any
notes
of
staff
questioning
the
stop
times
or
explanations
in
the
file
for
why
these
stops
occurred.
There
were
also
no
deductions
to
the
payments
made
to
contractors,
so
the
issue
of
excessive
stop
times
resulted
in
an
estimated
total
overpayment
1.3
million
over
five
years
next
slide.
Please.
D
D
Both
current
spine
and
contract
management
were
noted
in
our
auditor
general's
common
theme
issued
in
january
2020,
and
both
of
these
areas
are
critical,
contracting
out
services
and
ensuring
the
city
is
paying
for
only
the
services
it
contracted
to
pay
and
that
the
services
provided
are
of
the
quality
required
and
achieving
the
outcomes
the
city
intends
to
achieve
for
winter.
Road
maintenance.
The
contracts
need
to
be
clearer
in
the
following
three
areas:
responsibilities
and
timelines
for
reporting
and
resolving
gps
issues;
reasonable,
stop
and
break
times
which
is
outlined
and
liquidated
damages.
D
D
D
There
are
not
currently
standardized
protests,
processes,
procedures
and
forms
for
staff
in
monitoring
contracts
and
then
applying
liquidated
damages
so
by
standardizing
these
policies
and
procedures
that
will
help
in
improving
the
contract
management
practices,
and
the
third
area
relates
to
standby
payments,
with
the
express
terms
of
the
contract
not
being
applied,
and
our
auditor
general
will
speak
to
that
point
in
further
detail
next
slide.
Please.
B
B
When
contractors
were
working,
they
did
get
paid
standby
for
those
hours,
and
so,
if
we
applied
that
across
the
calculation
it's
about
24
million
dollars,
so
the
practice
differed
from
the
contract.
The
challenge
is:
why
did
that
happen?
Contract
management
has
been
a
challenge,
but
the
people
who
were
working
in
the
area
have
left,
and
so
it's
hard
to
determine.
B
I
think
it's
super
important
to
make
sure
when
we
align
our
next
contract,
that
whatever
the
contract
says
in
this
contract
or
any
other
contract,
making
sure
that
the
group
who's
implementing
on
the
ground
and
the
people
who
are
paying
read
the
contract.
It's
simple
enough
and
it's
applied
consistently
so
that
all
contractors
are
treated
consistently.
B
B
So
there's
lots
of
opportunity
going
forward.
I
think
it's
really
important
of
a
quick
win
to
get
the
gps
technology
that
we've
already
paying
for
working
on
all
those
vehicles.
Contract
management
practices
going
forward,
leverage
that
technology
to
apply
the
contract
to
the
contractors
and
third
is
to
develop
performance
indicators
that
make
sense
and
reflect
what
city
council
wants
and
report
out
against
them
and
use
data
to
back.
Those
next
slide.
B
So
for
the
next
contract
cycle,
important
to
work
together
set
up
the
contract
payment
system,
so
it
aligns
with
the
contract
and
then
managed
to
the
express
turn
to
the
contract.
That
concludes
my
presentation.
The
report
has
22
recommendations.
I'd
like
to
thank
management
for
working
with
us
on
this
report.
They
are
going
to
be
providing
three
or
four
slides
and
then
we'll
be
ready
to
take
questions
next
slide.
Please
next
slide.
Please.
E
Thank
you,
auditor
general,
it's
barbara.
Can
you
all
hear
me?
Okay
next
slide,
please.
First
off,
I
just
wanted
to
indicate
our
our
support
and
our
alignment
on
the
recommendations
that
are
coming
out
of
this
audit.
We
have
been
working
with
the
auditor
general
on
a
number
of
items,
but
we're
very
pleased
that
she
could
arrange
her
work
program
for
2019
to
be
able
to
take
on
this
audit
in
advance
of
our
getting
together
to
put
forth
contracts
for
the
next
contract
cycle.
E
So,
as
you
know
and
has
been
identified,
these
are
relatively
long-term
contracts
and
they
have
multiple
components.
In
fact,
there
were
47
of
them
that
were
issued
in
the
2015
cycle,
and
so
we
were
fully
understanding
that
we
wanted
to
have
a
very
good
overview
and
understanding
of
where
we
needed
to
make
improvement
so
that
we
could
get
that
together
in
time
for
releasing
the
next
set
of
contracts.
So
we
are
in
support
and
alignment
on
these
recommendations.
E
E
E
E
Make
sure
that
we
have
standard
procedures
that
are
followed
that
are
tracked,
that
are
managed
and
that
we
can
improve
consistency
and
better
align
our
resources.
We
have
now
two
managers
of
contract,
development,
delivery
and
inspections.
We've
had
them
since
last
year.
Those
are
relatively
new
positions.
They
will
provide
that
oversight
in
the
operations
and
maintenance
unit,
as
well
as
two
managers
and
road
operations.
E
Now,
who
oversee
all
of
the
areas
of
the
city,
so
it
is
no
longer
divided
up
into
four
sections
and
the
other
piece
that
we
added
at
the
at
the
recommendation
of
the
auditor
general
at
the
outcome
of
our
road.
Paving
audit
was
a
centralized
business
performance
unit
that
is
different
from
the
operations
and
maintenance
section
and
transportation
services
so
provides
that
internal
screen
and
oversight.
We
have
a
compliance
manager
and
we
also
have
a
performance
outcomes
manager
as
well,
so
that
we
I
feel
like.
E
F
Good
morning,
everyone
good
morning,
committee
members
and
everyone
else
on
the
line.
So
I'm
just
going
to
talk
about
some
of
the
recommendations
that
the
auditor
general
has
presented
in
her
findings,
I'm
going
to
focus
on
the
gps
and
some
contract
administration
and
management
areas.
So
with
respect
to
the
gps
technology,
the
ignore
has
done
a
very
good
job
of
essentially
describing
the
situation
as
it
was
and
as
it
is
as
it
was
back
in
2015.
F
The
agreements,
as
they
were
structured
back
in
14
and
15,
were
primarily
focusing
on
the
gps,
giving
us
data
in
defense
of
claims
related
to
winter
maintenance.
So
those
would
be
your
slips
and
falls
and
accidents
and
property
damages,
and
we
used
the
gps
data
to
provide
us
with
the
analysis,
information
to
either
refute
or
corroborate
those
claims.
F
And
then,
over
the
years
we
are
able
to
use
the
gps
data
to
support
plow
to
websites.
So,
as
community
members,
I'm
sure
in
double,
we
now
have
a
website
where
it's
public
facing
where
residents
can
go
online
and
see,
in
fact,
where
the
vehicles
are
with
respect
to
their
operations
and
that
data
comes
from
the
gps
units.
So
back
in
2015,
we
were
using
the
corporate
vendor.
It's
an
enterprise,
corporate
vendor.
It
is
not
a
vendor
exclusively
for
transportation
services
and
not
exclusively
for
winter
maintenance
agreements.
F
So
I'm
gonna
be
probably
repeating
some
of
the
comments
that
I've
already
been
made.
The
auditor
general
did
mention
that
our
current
winter
maintenance
contracts
are
too
reliant
on
demand,
reports
and
checks,
and
but
having
said
that,
and
as
I
just
referenced,
we
have
an
opportunity
now
to
leverage
gps
technology
solutions
to
provide
real-time
objective
data
so
that
we
could
verify
all
the
information
that
we
received,
but
ultimately
for
the
next
round
of
contracts.
F
It
would
replace
contractor
rent
sheets
and
the
current
invoice
payment
procedures
with
respect
to
staffing
and
organization.
As
barbara
has
referenced,
the
existing
14
47
once
her
maintenance
contracts
were
issued
administered
under
the
former
division.
Four
district
model
where
there
were
there
were
situations
where
you
didn't,
have
harmonized
policies
and
harmonized
business
practices.
F
But
now
we
are
in
a
position
where
we
can
in
fact
promote
a
more
balanced
approach
between
operations
and
contract
management.
I
can
tell
you
that
in
fact,
we
have
already
started
developing
standardized
operating
procedure
manuals
and
we
have.
We
have
offered
contract
management,
training
for
all
staff
who
oversee
the
winter
maintenance
contracts.
So
with
the
sops.
F
In
fact,
we've
developed
slps
as
it
relates
to
gps,
where
we
provide
specific
instruction
to
our
staff
on
determining
that.
The
vehicles,
in
fact,
do
have
the
proper
gps
unit
installed
that
it's
functioning
and
that
we
will
use
that
data
to
essentially
oversee
the
performance
of
our
contract.
We
are
developing
kpis,
specifically
for
contract
management.
F
We
have
kpis
for
operations,
we
have
service
levels,
but
when
now
we
need
to
develop
and
we
are
developing
kpis
as
it
pertains
to
contract
management,
and
we
also
have
a
compliance
review
to
ensure
that
all
these
strong
management
practices
are
being
followed
by
our
staff
next
slide.
Please-
and
this
next
slide,
is
just
to
give
you
an
overview
of
our
moving
forward
on
the
winter
maintenance
contracts.
F
A
E
Hi
welcome
hi,
hi
cancer
holiday.
I've
discovered
that
perhaps
this
is
not
hello,
perhaps
and
good
morning
to
everyone.
By
the
way
I
I'm
a
student
at
ryerson
university,
I'm
a
graduate
student
in
the
masters
of
journalism
program.
I've
discovered
that
this
perhaps
is
not
the
most
appropriate
forum
for
me
to
ask
my
questions
to
the
auditor
general
of
the
transportation
division.
So
I
do
wish
to
excuse
myself
from
the
speakers
list.
A
Understood
chelsea,
I
I
can.
I
can
recommend
that
if
you
wanted
to
place
a
rhetorical
question
to
us
in
the
form
of
a
comment,
we'd
be
happy
to
take
it,
and
you
know
perhaps
that
gets
integrated
in
our
questioning
of
staff
which
comes
up
next.
But
you
know
you're
most
welcome
to
the
audit
committee
and
if
you
have
any
comments
to
make
just
as
a
citizen
of
toronto
and
in
your
reaction
to
this
report,
we're
also
glad
to
hear
it
from
you.
E
E
I
think
that
31
million
dollars
is,
you
know,
unfortunately,
a
huge
loss
when
money
could
have
been.
You
know,
forwarded
towards
long-term
care
homes
and
the
needs
that
a
report
in
2015,
I
believe,
wanted
monies.
You
know
to
help
with
the
maintenance
of
these
homes
that
are
currently
suffering
that
money
could
have
gone
towards.
E
You
know
housing
for
the
homeless,
so
I
just
I
I
want
to
thank
you
very
much
for
for
this
report,
and
I
did
you
know,
have
questions
about
who
the
vendors
were,
for
example,
but
I
don't
think
this
is
the
appropriate
form
for
me
to
be
asking
the
auditor
general
this
question.
I
can
probably
email
it,
but
I
I
just
as
a
citizen,
I'm
just
surprised
by
the
numbers.
So
thank
you.
A
A
No,
it
sounds
like
you
get
off
the
hook
easy.
So
thank
you
very
much
for
joining
us
you're
welcome.
We
will
now
turn
over
to
members
to
members
of
the
committee
and
ask
if
there
are
any
questions
of
staff.
I
do
see
a
signal
from
councillor
ford
and
I
see
a
signal
from
councillor
phillian
we'll
take
as
number
two
in
the
queue.
G
Well,
thank
you
very
much,
mr
chair
and
good
morning.
Everyone
just
to
start
off.
I
I
agree
with
chelsea's
comments,
so
I
was
glad
she
was
able
to
put
that
forward
to
the
committee
madame
money
general
long
time.
No,
I
think
it's
been
less
than
24
hours
from
the
tps
meeting,
so
good
to
see
you.
So
I
want
to
start
off
a
fantastic
report
as
usual.
E
With
regard
to
gps
and
oversight
of
the
contractors,
I
do
think
that's
an
area
where
we
have.
We
really
were
focused
on
using
gps
to
do
the
back
end
for
information
for
cloud
to
for
that
public
facing
information
and
also
which
was
largely
the
the
use
of
it.
So
we
have
a
real
opportunity
now
to
integrate
operational
practices
consistently
across
the
organization
in
order
to
get
those
outcomes
and
hold
the
contractors
accountable
in
a
more
consistent
way.
E
B
So
I
was
just
going
to
add
to
that
it
is,
was
limited
more
to
the
focus
for
claims
and,
for
you
know,
tracking
some
of
the
vehicles,
for
you
know,
monitoring
the
clouds,
but
there
were
reports
available
back
to
2015
things
like
stop
reports.
This
is
my
understanding
vehicle
history
report.
So
there
were
some
reports.
B
Things
probably
have
improved
a
lot
since
then,
so
it's
good
to
continue
to
leverage
going
forward
and
just
quickly
in
relation
to
the
contractor
names
to
chelsea
the
reason
gps
wasn't
working
on
27
of
the
vehicles
and
we
felt
it
was
unfair
to
identify
anybody
without
having
it
consistent
management
practice
in
place
without
making
sure
that
everybody
was
treated
consistently.
So
we
intentionally
are
not
identifying.
B
F
If
I
may
counselor
moving
forward,
we
have
already
begun
developing
standard
operating
procedures
as
it
relates
to
gps.
So,
yes,
in
fact,
we
are
putting
practices,
in
effect
to
ensure
that
staff
are
inspecting
the
vehicles
for
gps
units
that
they're
functioning
properly.
That
is
providing
the
data
that
we
need
and,
as
I
mentioned,
we
are
going
to
be
working
together
with
information
technologies
and
with
fleet
which
they're
the
ones
who
oversee
the
enterprise
system.
F
G
G
I
believe
five
vehicles
that
were
looked
at
in
the
audit
when
you
had
the
the
expected
times
of
being
out
on
the
road
and
then
the
actuals,
I
think
it
was
broken
into
five
vehicles,
was
that
an
example
of
a
random
sample
of
five
vehicles?
Was
it
the
worst
of
the
five
vehicle
or
was
it
the
worst
five
vehicles?
So
what
was
that
snapshot?
What
does
that
look
like
said?
I
believe,
there's
about
a
difference
of
about
four
five
hours
off
what
they
were
supposed
to
be
doing.
A
F
H
G
A
H
B
I
I
think
the
issue
is
when
you
contract
out
the
responsibility,
you
don't
contract
out
the
accountability.
It's
not
a
situation
of
out
of
sight
out
of
mind
and
we're
very
grateful
for
the
contractors
doing
the
work.
There's
no
doubt
about
that,
but
we
ourselves
have
to
be
organized
to
think
actually
proactively.
B
B
But
you
have
to
remember
it's
not
a
marriage.
It's
really
cordial,
not
cozy.
It's
really
my
responsibility
as
a
city
or
the
city's
responsibility
to
provide
oversight.
So
I
would
say
that
the
contract
management,
everybody
who's,
approving
a
payment
has
to
think
about
what
needs
to
be
in
place
to
make
sure
that
we
pay
and
we're
doing
the
right
thing.
Take
a
check.
You
know
in
these
five
and
seven
year,
contracts
really
go
and
make
sure
so
really,
I
think
those
the
culture
of
not
just
doing
things.
B
G
G
But
I'm
trying
to
picture
somebody
sitting
at
a
desk
somewhere
who
is
supposed
to
be
monitoring
the
in
and
out
of
vehicles,
for
example,
and
and
you
find
evidence
that
the
vehicles
are
not
coming
in
and
out,
for
example,
as
reported,
so
who
is
sitting
somewhere
and
what
is
the
nature
of
their
job
to
monitor
that
and
to
detect
when
something
isn't
right,
but
I'll
either
with
that
example
or
or
a
better
one.
If
you
have
one.
B
I
think
this
is
really
about
systemic
change.
I
know
when
I
was
overseeing
the
contract
management
for
a
large
outsourcing
contract
in
another
province.
Well,
you
know
there
was
a
situation
there,
where
the
operation
on
the
ground
wasn't
the
same
as
the
contract
and
really
you
know
when
you
design
a
contract.
The
people
who
are
actually
running
the
contract
are
completely
separate
and
making
sure
that
they
understand
what
the
contract
says
and
that
their
operations
are
set
up
to
help
them,
I
think,
is
really
important
and
the
the
general
manager
of
transportation
really.
B
I
had
some
background
insight
into
some
of
the
operations
in
relation
to
paving
since
she's
come
aboard
and
she
is
the
right
person
with
the
business
unit
to
monitor
go
forward.
I
feel
I
think
this
is
a
systemic
problem
and
an
opportunity
to
look
at
any
contract
that
we
have
to
make
sure
what's
in
the
contract,
agrees
to
how
things
are
operating
so
over
to
the
general
manager
of
transportation.
A
Thank
you,
councillor
phillian.
I
agree
and
understand
with
the
process.
What
we
will
do
is
we'll
go
through
member
questions
and
we'll
hold
the
item
down
in
order
to
go
into
camera
at
the
end
of
the
meeting,
because
it
from
a
technical
perspective,
it's
much
easier
for
the
clerk's
staff
to
organize
it
that
way
so
with
the
consent
of
members.
We'll
continue
with
the
questions
that
are
public,
counselor
nunziada.
I
have
you
as
the
next
person
to
question.
Yes,.
C
C
A
A
It's
simple
there's
a
lot
on
this
report
and
I
understand
that
the
main
emphasis
is
to
make
sure
that
we've
got
things
organized
and
optimized
to
help
inform
the
procurement
process
of
the
next
round
of
contracts,
but
there's
a
lot
to
do
in
the
interim.
Based
on
what
you've
learned
and
I
wondered
if
you
could
tell
us-
you
know,
committee
and
really
counsel
in
your
advice.
What
is
it
that
needs
to
be
done
on
an
immediate
and
urgent
basis?
A
A
Working
through
and
following
the
next
winter
season,
so
you
know
call
that
six
months
to
a
year
out
and
then
I
would.
I
would
say
that
the
balance
of
your
recommendations
would
be
the
ones
that
would
want
to
be
implemented,
ensuring
that
it's
in
place
prior
to
the
next
contract.
But
if
you
could
just
talk
about
the
really
really
important
issues
up
front
and
then
what
would
have
to
be
done
within
the
next
calendar
year?
Knowing
if
it
takes
a
bit
of
time
and
experience
over
the
winter
to
get
done.
B
I
would
say
before
the
winter
season
get
the
gps
is
working,
get
reports
to
see
which
ones
aren't
working
so
that
you
can
start
to
collect
the
data.
You
can't
make
change
unless
you
understand
what's
happening,
reconcile
where
the
with
the
billings
the
late
start.
You
know
start
monitoring
start
getting
the
reports
in
place.
We
have
samples
of
reports
that
we've
run,
that
we're
willing
to
share
once
a
week
run
a
status
report
to
make
sure
that
all
gps
remain
working.
It's
good
to
get
it
set
up,
but
the
contract
says.
B
If
the
gps
is
not
working
and
it's
the
contractor's
fault,
then
the
contractor
doesn't
get
standby.
So
we
have
to
make
sure
that
the
we
identify
which
gps's
are
working
and
aren't
working
and
if
they're
not
working,
then
a
new
gps
can
go
in
now
the
gps
technology
behind
it.
You
can
see
if
somebody
is
potentially
you
know,
maybe
tampering
with
something
and
I'm
not
suggesting
that
the
contractors
have.
But
if
there's
something
wrong
with
the
gps,
the
diagnostics
with
the
firm,
that's
monitoring
the
gps
can
identify
what
the
issues
are.
B
It's
important
to
monitor
vehicles
coming
in
and
out
it's
important
to
monitor
breakdowns,
so
when
a
contractor
reports
excessive
breakdowns,
it's
good
to
know
why!
If
you
have
an
old
piece
of
equipment
on
standby
and
it
breaks
down
when
it
goes
out,
we
did
find
one
contractor
to
that
had
excessive
problems.
Here.
We
maybe
shouldn't
be
paying
standby
for
those,
so
make
sure
that
all
vehicles
are
working
and
just
hold
to
the
total
contract.
B
Now,
six
months
out
when
she
get
all
the
all
the
gps
working
and
you
start
to
get
the
reports-
and
those
reports
really
should
come
back
to
this
committee,
potentially
or
to
council
or
to
another
committee,
then
your
data
is
going
to
change,
because
you
have
to
keep
in
mind
that
30
percent
are
almost
27
to
30
percent
of
the
gps's.
Aren't
working
so
you're
going
to
see
different
numbers,
and
that's
because
now
you
have
a
bigger,
a
bigger
population.
B
F
If
I
may
also
just
supplement
some
of
that
as
well,
we
in
fact
have
started-
and
I
made
reference
already
to
some
of
the
standard
operating
procedures
as
it
pertains
to
the
gps,
so
make
sure
that
each
of
the
appropriate
gps
units,
because
each
gps
unit
is
actually
assigned
to
a
specific
vehicle
and
that
that
gps
unit
is
functioning
and
that
we
will
in
fact
be
able
to
receive
data
from
that
that
particular
unit.
So
we
are
doing
that
this
winter
season,
our
staff
actually
have
started.
F
We
already
began
opening
up
some
of
the
winter
depots
they
began
last
week.
Let's
hope
we
don't
have
to
use
them
too
early,
but
nevertheless
they
have
started
and
staff
have
started,
inspecting
the
vehicles
to
ensure
that
the
units
are
in
place
and
functioning
and
that
that
be
an
ongoing
inspection
throughout
the
entire
season.
It's
not
just
happening
once
at
the
beginning
of
the
year.
F
A
Thank
you:
don't
go
away,
vince
my
question.
My
next
question
is
for
you
and
and
barbara
gray
I
just
I.
The
auditor
talked
about
the
application
of
salt
in
her
report,
but
she
didn't.
She
didn't
go
deep
into
it.
She
just
made
some
some
suggestions
that
the
gps
systems
can
cause
better
performance
with
salt
now,
so
salt
is
a
is
a
material.
It
costs
money
to
us.
A
E
So
anything
that
we
can
do
to
on
continuous
improvement
with
our
salt
management
plan
and
the
outcomes
of
that
and
how
we
can
better
calibrate
our
vehicles
and
make
sure
that
the
application
is
hitting
the
right
mark,
but
is
not
overdoing
it.
That
certainly
has
a
cost
implication
as
well.
So
we
will
absolutely
integrate
that
and
you
are
correct.
We
are
bringing
a
report
back
to
iec.
I
believe
it
is
in
november
with
to
open
up
another
discussion
on
our
salt
management
plan.
F
E
A
Great,
so
that's
imminent.
Thank
you!
Counselor
ford.
You
indicated
you
desired
a
second
set
of
questions
that
would
be
separate
from
whatever
we
we
may
choose
to
ask
in
camera.
I
thought
I'd
check
with
counselor
matt
lowe.
If
we're
good,
I
think
counselor
matt
lowe
is
good.
Go
ahead.
Counselor
ford.
G
Yeah,
it's
just
just
quickly.
I
have
two
more
questions
I
wanted
to
get
to
and
they've
kind
of
been
covered
off
in
some
of
my
colleagues
questions
so
one
I
well
one
was
referencing
page
17
of
the
report.
Well,
maybe,
while
we
pull
on
up,
I
will
go
to
my
other
question,
so
it's
around
checks
and
balances
which
we
have
kind
of
spoken
about
so
in
the
reorganization
of
transportation
services.
E
Through
the
chair,
that's
absolutely
correct
in
addition
to
having
a
consolidated,
functional
operations
and
maintenance
unit,
so
everybody
who
works
in
operations
and
maintenance,
re
reports
directly
up
to
vince
ferraza,
as
opposed
to
having
four
different
directors.
So
it
gives
us
the
ability
to
train
and
manage
comprehensively
and
then
the
other
piece
of
it
is
just
having
that
oversight
from
a
business
performance
unit
that
is
not
delivering
the
service
but
is
overseeing
the
documentation.
G
G
Nope
good
morning
tracy,
so
so
trish
I
was
just
wondering
so,
of
course,
in
these
audits.
I
think
it
comes
up
every
agenda
when
we
talked
about
service
levels
across
the
city,
whether
it's
transportation
services,
which
is
probably
not
to
say
that
they're
all
important,
but
definitely
with
transportation
services,
but
many
of
other
divisions,
whether
it's
parks,
forest
recreation
and
go
on.
Are
there
service
level
standards
that
we
we
expect?
Like?
You
know,
city
council,
you
know
expo.
E
So
through
you,
mr
chair,
that's
a
great
question.
Councillor
ford
and
you
know,
certainly
historically
how
we've
dealt
with
service
levels,
has
been
very
much
at
budget
time
and
it's
you
know
how
much
money
gets
spent
and
how
much
do
you
get
for
that
money
and
and
we
carry
on
and
what
you're
seeing
now
is,
is
a
change
in
the
conversation
where
we're
more
focused
on
on
outcomes
and
what
are
we
actually
delivering
for
the
money
that
we're
spending
right?
E
H
E
Have
both
done
a
good
job
at
articulating
some
of
the
changes
transportation
has
made
and
continue
to
grow
in
that
area,
but
it
really
is.
When
we
talk
about
service
levels,
I
think
it's
really
that
the
focus
needs
to
be
on
what
is
it
we're
trying
to
accomplish,
and
what
does
it
cost
us
to
accomplish
that
really
outcome
focused,
I
think,
which
gets
to
the
point
of
of
the
conversation
of
value
for
money
and
we're
not
there.
Yet.
G
E
E
You
know
making
sure
that
that
people
are
delivering,
but
there's
I
say:
there's
always
we're
always
room
for
improvement,
but
again
focusing
on
are
we
are
the
outcomes
we're
getting,
what
we
are
needing
to
get
and
and
how
we're
spending
our
money
so
we're
happy
to
to
improve
accountability,
because
that
is.
That
is
a
key
important
aspect
of
what
we
owe
people.
A
Councillor
ford:
are
there
any
other
questions
of
staff
on
this
item
that
may
be
done
in
open
format,
just
make
sure?
Okay,
so
members
I'm
going
to
recommend
that
we
stand
this
item
down
and
we
push
it
over
to
the
end
of
the
agenda
so
that
we
can
go
into
camera.
I
know
counselor
philly
has
got
some
questions.
It
may
inspire
a
few
of
us
to
ask
what
we
need
to
in
camera
and
I'm
going
to
ask
the
auditor
general
to
to
head
over
to
item
number
au.
A
B
Thank
you.
Thank
you
and
I'd
like
to
thank
the
team
members
who
are
on
the
screen
would
be
assistant,
daughter,
general,
anna
chan
and
bruno
gully
and,
of
course,
also
management
for
assisting
with
us.
The
presentation
on
the
next
slide
in
the
overview
we're
going
to
give
a
bit
of
a
background,
we're
going
to
give
you
information
related
to
the
key
themes
and
we're
going
to
just
wrap
it
up.
It's
going
to
be
a
short
presentation.
Next
slide,
please
and
then
the
next
slide,
please.
B
So
we
are.
We
have
a
theme
and
we've
been
working
down
the
continuum
of
the
housing
continuum
we
looked
at.
We
did
a
report
called
opening
doors
to
stable
housing,
which
looked
at
the
social
housing
wait
list.
We
did
safeguarding
rank
geared
income
assistance,
that's
the
rgi
eligibility.
We
also
looked
at
tchc
revitalization,
moving
forward
together
to
make
sure
that
you
know
the
broader
shitty
priorities
around
affordable
housing
were
being
met
so
in
in
this
next
slide.
Please
this
program,
the
affordable
housing
ownership
program.
B
The
program
is
really
aimed
at
making
homes
more
affordable
by
providing
interest-free
loans.
The
objective
is
to
assist
low
and
moderate
income
renters
in
purchasing
homes
and
the
the
city
is
accountable
to
make
sure
the
program
operates
effectively,
but
proponents
partner
with
the
city
to
help
to
deliver
these
programs-
and
I
guess
the
overall
theme
for
me
in
this
area-
is
that
this
program
is
a
long-stemming
program.
B
Our
theme
in
this
report
is
really
refreshing
that,
since
this
program
has
been
established,
there's
been
a
lot
of
new
insight
from
proponents,
the
city
and
we
have
had
complaints
in
this
area
in
relation
to
documentation
and
and
challenges.
And
although
we
didn't
find
things
like
fraud,
we
do
see
an
opportunity
to
make
sure
that
the
documentation
is
is
strengthened
to
make
sure
that
we
can
track
whether
the
program
is
achieving
the
outcomes
that
city
council
intends.
B
B
I
just
wanted
to
highlight:
we've
had
complaints
in
this
area
since
2010,
and
really
some
of
the
issues
that
existed
in
2010
still
exist
today,
but
the
focus
should
really
be
on
refreshing
the
program.
So
I
put
this
slide
in
just
to
let
you
know
that
we've
had
issues,
but
I
think
it's
really
about
clarity,
clarity
among
what
who
you're
trying
to
reach
that
kind
of
thing
and
and
making
sure
that
the
program
is
operating
and
how
it
should
operate
and
then
measuring
against
that
next
slide.
Please!
B
So
the
three
key
themes
that
you
can
see
on
the
slide
and
then
after
this
I'll
ask
my
assistant,
daughter,
jenner,
who
led
this
project
to
continue
to
comment.
So
really
it's
about.
You
know
really
making
sure
that
the
program
is
achieving
the
its
objectives.
Supporting
the
program
by
strengthening
the
design
to
make
sure
we
you
can,
they
can
report
back
to
council
and
council
can
be
assured
that
what
I
think
is
happening
is
happening
and
it's
really
about
enhancing
the
city's
oversight
and
guidance.
B
This
data
will
help
the
city
identify
if
programmer
improvements
are
needed.
Ongoing
affordability
has
also
been
a
long
time.
City
objective.
Our
report
highlights
the
city
should
continue
to
pursue
measures
to
keep
units
affordable
beyond
the
point
of
resale
next
slide.
Please,
a
more
fulsome
evaluation
of
outcomes
and
impacts
will
better
inform
the
housing
secretary
in
the
city
on
whether
adjustments
need
to
be
made
to
the
program,
and
this
is
the
opportunity
to
refresh
the
op
the
program
and
to
look
at
how
it
prioritizes
and
allocates
funding
for
its
affordable
housing
initiatives
and
programs.
H
H
We
found
that
proponents
often
gave
out
loans
on
a
first-come,
first-served
basis,
and
we
recommend
that
the
city
provide
guidance
on
how
to
allocate
funding
based
on
need
or
prioritization,
for
example,
by
using
a
sliding
scale,
which
basically
means
allocating
the
amount
of
funding
to
households
based
on
income
or
other
criteria.
The
city
can
better
tailor
loan
amounts
based
on
need.
We
also
found
that
some
files
we
reviewed
while
meeting
the
city's
eligibility
requirements.
B
B
B
People
worked
in
this
area
for
10
years,
there's
new
ideas,
there's
other
jurisdictions,
we've
pointed
to
great
ideas
out
there,
so
let's
leverage
those
ideas
and
to
find
the
best
way
and
then
measure
and
document
and
have
consistency
so
that
the
city
can
demonstrate
that
it's
meeting
the
objectives
and
the
service
level
outcomes
in
the
cost-effective
way.
So
that's
really
what
the
presentation's
about
and
I'll
turn
it
back
to
the
chair.
B
K
K
So
our
team
has
worked
closely
with
the
auditor
general's
team
and
we're
really
pleased
to
see
the
findings
today.
We
agree
with
all
the
recommendations
that
have
made
and
in
fact,
they're
very
helpful
for
us
as
we
look
ahead
to
next
year
and
and
look
to
do
a
more
fulsome
program,
review
and
refresh
for
the
affordable
homeownership
program.
K
The
all
of
the
recommendations
will
help
us
focus
more
specifically
tying
this
program
and
the
opportunity
here
to
our
affordable
housing
goals,
and
it
will
definitely
result
in
operational
improvements
for
us
and
specifically
around
record
keeping
reporting
and
eligibility
reviews,
as
well
as,
more
generally,
around
oversight
and
our
ability
to
meet
targets
next
slide.
Please.
K
So
I
would
just
want
to
say
that
the
affordable
home
ownership
program
is
a
partnership
program.
It
is
a
very
important
part
of
our
housing
spectrum
and
it
supports
many
people
from
moving
from
rental
into
home
ownership.
It's
included
in
our
housing
to
10-year
plan,
and
we
have
an
annual
target
of
400
new,
affordable
homeownership
homes
every
year.
K
It
is
a
partnership,
as
I've
mentioned
it's
delivered.
The
program
is
delivered
by
non-profit
and
private
sector
developers
and
looking
to
provide
down
payment
assistance
to
eligible
purchases
through
the
work
of
these
groups.
In
this
program,
we've
seen
over
1200,
affordable,
homeownership
loans
delivered
since
2010,
with
a
value
of
about
52
million
dollars,
and
this
is
combined
with
this-
includes
city
investment
and
also
federal
and
provincial
money
as
well.
Next
slide.
Please.
K
A
I
I
I
Before
commenting
on
the
report
itself,
I
think
it's
important
to
start
with
the
elephant
in
the
room,
and
that
is
with
the
average
price
of
homes
in
the
city
of
toronto,
sitting
at
1
million
and
detached
homes
averaging
1.5
million.
Does
it
still
make
sense
for
the
city
to
be
investing
in
enabling
lower
income
households
to
become
homeowners
and
at
habitat
for
humanity
and
you've
heard
from
the
housing
secretariat?
We
believe
the
answer
must
be
an
unequivocal
yes.
I
I
Sorry,
it's
too
late,
it's
too
expensive,
and
now
your
only
option
is
ownership
and
that's
why
it's
so
critically
important
as
you've
already
heard
from
previous
from
the
auditor
general
and
the
secretariat
for
us
to
embrace
these
opportunities
to
improve
this
program.
And
in
that
regard,
there's
three
things.
I
want
to
flag
ensure
we're
helping
the
right
people
and
you've
heard
that
before
habitat
also
fully
supports
the
notion
of
let's
look
at
program
eligibility.
Let's
look
at
data
capture.
I
I
We
look
at
their
housing
need
at
their
debt
levels
at
other
assets
at
all
sources
of
income.
We
then
work
very
closely
with
our
credit
union
partners
to
ensure
that
the
family
mortgage
payments,
including
condo
fees
and
property
taxes,
will
not
exceed
32
percent,
and
then
our
program
is
structured
so
that
we
hold
a
silent
second
mortgage
for
the
balance
of
the
market
value
the
home.
I
As
as
the
report
noted,
there
are
issues
to
sort
out
in
legal
framework,
there's
also
considerations
to
make
about
property
taxes
about
loan
repayment,
but
we
are
a
hundred
percent
on
side
to
sort
out
how
we
can
pursue
that
kind
of
objective,
so
the
bottom
line
is
count
enough
to
continue
to
be
full
partners
in
reviewing
improving
and
continuing
with
this
program.
Thank
you.
So
much
for
your
time.
A
I
I
did
have
one
for
you.
I
noticed
your
submission,
your
written
submission.
Thank
you
for
that.
There
was
a
concept
in
there.
I
wondered
if
you
could
just
help
me
better
understand,
and
I'm
going
to
paraphrase
my
memory
here,
because
I
don't
have
the
document
in
front
of
me,
but
essentially
you
you.
I
I
More
importantly,
if
the
homeowners
are
paying
the
full
freight
of
taxes
based
on
the
full
market
value
of
the
home,
it
significantly
pushes
up
the
income
levels
that
we
can
support
so
our
objective
here
and
to
keep
it
under
that
32
or
30
of
household
payments
on
shelter.
So,
if
we're
really
trying
to
help
lower
income,
households
get
that
toe
hold
into
building
financial
independence.
I
Thinking
critically
about
the
the
property
taxes
are
important
and
the
repayment
of
the
loans
falls
in
a
similar
category.
The
more
you
restrict
the
equity,
the
less
equity
the
homeowner
has
to
buy
to
the
next
home.
So
some
of
the
modeling
we're
starting
to
do
now.
Ourselves
is
you
know,
so
is
there
a
bit
of
a
quid
pro
quo
where,
if
all
of
the
loans
were
not
fully
repayable,
if
we
provided
that
as
an
equity,
lift
to
the
homeowner,
would
that
be
a
win-win
for
everyone?
And
again
remember?
I
spoke
about
the
racialized
issue.
I
The
fact
of
the
matter
is,
you
know,
a
large
number
of
people
who
are
not
homeowners
now
are
not
homeowners
because
of
systemic
racism
and
factors
that
have
created
barriers
to
them,
and
so
we
need
to
think
about.
How
do
we
create
bridges?
So
diversity
is,
our
strength
is
something
that
is
is
made
very
real
for
everyone.
A
J
J
J
It
isn't
just
that
a
few
people
might
have
been
served
by
this
program
who
might
who
maybe
should
not
have
been
or
that
loans
would
have
been
repaid
sort
of
very
quickly.
In
some
cases,
I'm
not
opposed
to
any
of
the
recommendations,
in
particular
about
tightening
that
this
program
up
and
making
sure
that
it
serves
its
objectives,
but
really,
I
think
the
takeaway
has
to
be
that
we
have
the
opposite
of
an
enabling
environment
in
our
city
for
affordable
ownership,
housing
development.
J
J
J
J
It's
a
complicated
thing.
We
purchased
the
units
from
the
developer
at
the
cost
of
construction
and
in
those
days
2009
it
was
a
meager
hundred
and
fifty
dollars
a
foot
it
didn't
include
any
land
value
didn't
include
any
profit
or
soft
cost.
The
developer
kicked
those
things
in
and
in
order
to
make
the
deal
work
for
him.
The
city
added
two
floors:
the
equivalent
amount
of
height
and
density
of
the
project
that
took
land
value
and
profit
out
of
the
equation.
J
We
sold
48
of
the
units
through
an
affordable
home
ownership
crop
program,
not
unlike
the
options
model
where
there's
a
in
this
case
a
25
second
mortgage.
It
was
interest
and
payment
free,
but
it
was
modified
in
a
couple
of
important
ways.
We
required
the
units
to
be
resold
through
us
at
an
appraised
price
to
another
qualified
artist
like
family,
and
there
was
a
shared
appreciation.
J
Component
too.
We
use
the
proceeds
to
cross-subside
the
balance
of
22,
affordable
rental
units
without
requiring
any
public
subsidy.
In
order
to
make
it
happen,
it
was
a
great
success.
We
thought
over
the
next
10
years,
open
in
2011
that
we
would
develop-
maybe
700,
maybe
7,
000
units
on
this
model.
Today,
I'm
sorry
to
tell
you,
we've
only
been
able
to
develop
28
units
on
this
model.
J
What
happened?
The
planning
department
took
over
the
negotiation
with
the
developer.
We
then
were
buying
units
at
market
value
rather
than
just
the
cost
of
construction.
The
city's
definition
of
affordable
home
ownership
is
unworkable
for
all
of
us
who
are
developing,
there's
no
incentive
for
the
private
sector
to
get
involved.
So
it's
a
really
a
minor
miracle
today,
if
you're
able
to
pull
off
an
affordable
home
ownership
project-
and
I
well,
I
welcome
the
sort
of
auditor's
report.
J
A
I
see
none.
Thank
you
for
joining
us
tim
with
that.
I
will
welcome
our
next
speaker,
heather
terrain
tremaine
from
options
for
homes
and
forgive
the
pronunciation.
The
masks
make
it
hard
to
get
just
all
the
letters
right.
So
thank
you.
Heather.
Welcome
to
the
committee.
I
hope
you
can
hear
us
loud
and
clear.
C
Perfect,
thank
you,
councillor
holiday
members
of
the
committee,
it's
good
to
be
here
this
morning
on
behalf
of
options
for
homes.
I'm
happy
to
be
here
to
respond
to
the
auditor
general's
report.
We've
been
a
long
time
partner
of
the
city
and
an
organ.
We
are
an
organization,
that's
driven
by
the
mission,
to
make
homeownership
more
accessible,
and
we
are
also
committed
to
helping
to
strengthen
the
program
that
was
under
review
by
the
auditor.
C
We
as
options
for
homes,
if
you
don't
know,
are
canada's
largest
non-profit
developer
of
affordable
home
ownership,
housing
for
moderate
and
middle-income
households
in
the
last
25
years,
we've
built
over
3000
units
in
the
toronto
area,
and
we
have
another
232
in
construction
and
and
an
additional
2000
in
our
pipeline.
We
are,
we
were
born
in
toronto
and
are
very
much
based
in
toronto.
C
C
We
are
actually
on
site
there
and
in
construction
since
july
and
on
budget
and
on
time,
at
this
moment,
anyways-
and
we
are
really
we
consider
ourselves
partners
with
the
city
we
co-invest
with
the
city
and-
and
you
know,
we've.
We
also
believe
that
we're
city
builders
we
have
built
in
a
number
of
key
areas
in
the
city
in
the
distillery
and
in
the
junction
before
those
were
the
communities
that
they
are.
C
We
were
the
original
developers
in
those
areas
of
the
large
scale
and
what
we
do
really
is
we
provide
down
payment
support
for
people
like
the
city's
money.
We
provide
up
to
15
percent
of
the
value
of
a
home,
which
means
we
can
lower
the
cost
of
carrying.
We
can
lower
the
qualifying
incomes
and
really
help
underserved
people
get
into
into
housing,
and
I
think
without
we
have
never
tracked
ethnicity
data
on
our
purchasers,
but
much
like
the
way
that
ian
spoke
to
it.
C
This
program
is
an
important
program
and
it's,
I
would
say
it's
a
sustainable
program
in
the
sense
that
you
know
it's
lent
and
it
comes
back
to
the
city.
It
is
a
loan
program.
It
comes
back
to
the
city
with
appreciation
and
then
is
available
on
an
ongoing
basis,
and
we
use
that
because
we
match
it
with
our
funds.
C
I'll
give
you
an
example:
we've
we
have
used
this
program
on
three
of
our
recent
projects
on
the
latest
two
projects.
The
city
has
invested
10.8
million
dollars
and
we've
invested
over
23
million,
so
your
funds
are
significantly
leveraged
in
a
program
like
ours
and
that
has
provided
housing
overall
on
those
two
buildings
of
480
new
units,
we
have
been
working
most
recently.
I
think
we're
quite
interested
in
the
impact
of
the
affordable
ownership
in
general.
We
haven't,
you
know,
I
don't
know
that.
C
We
have
a
couple:
that's
60,
she's,
a
legal
assistant
and
the
primary
bread
winner,
and
they
were
able
to
purchase
a
home
and
they
bought
it
for
the
security
of
tenure
that
they
don't
they
weren't
feeling
as
red
as
renters.
We
have
a
single
woman
who
makes
seventy
thousand
dollars
a
year,
who's
a
non-profit
manager.
C
She
was
able
to
buy
a
one-bedroom
home
with
a
very
small
amount
of
additional
dollars
from
the
hope
fund.
We
have
a
family
with
three
children.
These
are
new
canadians,
a
household
income
of
65
000,
who
bought
their
first
home.
So
these
are
the
people.
This
is
the
real
impact
of
this
of
these
kinds
of
programs,
and
these
are
people
we're
helping,
first-time
home
purchasers.
C
C
So
I
just
want
to
conclude
by
saying
we're:
we
are
quite
happy
to
be
engaged
and
participate
in
looking
at
how
these
programs
can
be
improved,
how
we
can
ensure
we're
all
reaching
the
groups
we
want
to
reach
and
how
how
we
can
strengthen
these
programs.
I
think
they're
vital
it's
a
vital
part
of
housing
in
the
city,
and
I
think
that
there
are
definitely
opportunities
we
can
to
improve
and
strengthen
the
offering.
A
A
A
So
far,
I
think
my
question
is:
is:
is
the
housing
secretary?
What
do
you
need
to
really
move
this
into
the
into
an
active
program
to
push
to
push
it
to
promote
it,
to
get
more
people
on
board?
Yes,
you
need
the
changes
that
are
in
the
auditor's
report,
but
do
you
need
changes
to
to
your
team
into
your
group
to
to
have
a
different
oversight
or
administration
of
how
this
works?
A
Knowing
that
a
lot
of
the
lifting
is
done
by
the
independent
organizations
out
there,
but
centrally
perhaps
we
have
a
job
as
a
city
to
propel
this
forward
and
get
more
people
on
board
for
all
of
the
reasons
that
are
described
in
the
report
and
in
the
housing
plan
to
get
people
uptaking.
The
opportunities
here.
K
K
We
see
these
recommendations
as
being
an
excellent
foundation
on
which
to
layer
on
some
other
steps
which
we
were
hoping
to
take
anyway,
but
this
really
roots
our
next
steps
in
really
strong
ways
forward.
So
we
have
an
implementation
plan
which
council
just
approved,
and
as
part
of
that,
we
are
also
doing
a
review
of
governance
of
our
other
of
the
housing
secretary
and
the
way
that
we
deliver
housing
and
the
way
our
other
partner
organizations
do
housing
within
the
city
of
toronto.
K
So
that's
an
important
addition
to
this
refresh
of
this
program
and
then,
as
we've
heard,
I
think
another
key
thing
is,
as
we've
heard
from
our
you
know:
three
affordable
homeownership
proponents
this
morning
from
you
know,
habitat
from
artscape
and
for
options.
We
have
willing
partners
with
us
to
take
these
recommendations
and
be
able
to
move
forward
in
a
really
strong
way,
refresh
the
program
and
meet
those
targets
and
hopefully
exceed
them
over
the
years
to
come.
So
I
think
we're
positioned
well
for
that,
but
knowing
that
we
have
significant
work
ahead.
B
I'm
going
to
start,
and
my
assistant
daughter,
general
may
add
something
it's
really
about
asking
the
question
and
keeping
the
documentation
so
that
the
housing
secretariat
can
continue
to
analyze
and
work
with
proponents
to
address
situations
where
what
the
outcome
is
is
not
exactly
what
was
intended.
So
it's
really
about
just
documenting.
We
have
some
proponents
who
have
a
very
low
payment
early
some
have
higher,
and
it's
not
that
either
one
is
good
or
bad.
B
We
need
to
examine
why
it's
happening
and
make
sure
that
if
the
reasons
aren't
what
the
city
would
like
it
to
be,
that
the
processes
be
put
in
place
and
the
documentation
is
kept
just
so
that
you
you,
the
city
can
be
assured
that
it's
getting
the
outcomes,
it
needs
aina,
anything
else.
No,
we're
good.
A
A
A
Okay
members,
you
recall
that
we
have
agreed
to
join
au,
6.1
and
au
6.3.
We
do
not
have
public
speakers
on
this
item.
Madam
auditor
general.
I
know
that
you
have
a
presentation
on
both
of
those
items,
I'm
just
being
mindful
of
the
hour
and
trying
to
coordinate
the
completion
of
this
and
and
other
aspects.
B
Yes,
if
you
can
just
put
up
the
first
slide,
please
I'd
like
to
thank
laura
wright.
Who
was
the
lead
on
this
project
and
to
the
next
slide?
Please
I'm
not
going
to
go
through
the
entire
presentation,
I'm
going
to
focus
on
the
first
couple
of
slides
and
really
what
this
is
about
is
is
really
helping
to
understand
the
audit
process.
This
is
a
situation
where,
in
2016,
while
we're
conducting
our
audit
of
the
prior
benefits
administrator,
we
noticed
a
lot
of
issues
related
to
you
know.
B
There
wasn't
the
ability,
for
example,
when
there
was
a
problem
with
a
provider
to
go
and
identify
how
many
city
employees
were
at
that
provider
to
do
that
very
quickly,
so
that
you
could
launch
an
investigation,
that's
changed.
We
recommend
it
to
have
upfront
controls
and
those
controls
are
in
place
and
I'm
happy
to
report
that
the
city
has
incorporated
the
controls
and
what
we're
seeing
is,
for
example,
instead
of
maybe
at
a
1.2
million
claims,
300
items
selected
for
audit
there's
like
20
000
selected
for
audit.
I
know
when
I
I
get.
B
You
know
I
get
when
I
submit
a
claim.
I
get
asked
for
documentation
once
or
twice
over
the
over
the
year,
and
so
things
are
being
checked,
providers
are
being
sampled
and
we
have
a
claim
watch
program
in
place
through
gsc
just
to
watch
the
claims.
So
this
is
a
situation
where
the
city
has
taken.
The
recommendations
has
implemented
the
recommendations
and
what
we
see
are
the
results
now
and
to
focus
on
the
results
we
want
to
move
to
the
next
slide.
B
It's
why
this
investigation
matters,
it's
truly
important
that
the
city
understand
and
the
city
employees
understand.
We
have
sophisticated
detection
controls
in
place.
So
the
work
that
we're
doing
the
claim
watch
program
from
gsc
the
the
benefit
provider
is
using
they're
using
artificial
intelligence
they're
using
various
ways,
so
we're
collect
we're,
detecting
more
fraud,
and
this
is
one
example
of
a
case,
but
there's
more
fraud
being
detected,
not
because
there's
more
happening,
but
because
we're
rooting
out
the
issues
or
the
problem
providers.
B
The
second
most
important
thing
to
take
away
is
to
educate
employees.
I
won't
go
into
the
details
of
this
case,
but
essentially
what
we
see
are
employees,
maybe
not
crystallizing,
that
what
they're
doing
is
is
is
fraud,
and
sometimes
people
will
say
it's
okay,
we
do
it
all
the
time
or
don't
worry,
they
won't
catch
it.
B
I
selected
this
case
in
particular
because
it
had
to
do
with
a
provider
and
we
had
concerns
about
the
provider,
but
you
know
it
could
happen
in
any.
In
any
case,
joining
this
to
the
dental
audit,
which
was
the
not
on,
I
said.
Actually
it's
it's
a
dental,
continuous
controls,
data
analytics.
We
use
data
analytics
to
test
our
dental
benefits
program
and
what
we're
seeing
is
we
didn't
find
fraud.
What
we
found
was
lots
of
audits
that
have
been
happening.
We
found
where
we
identified
high
risk.
B
The
claim
watch
program
did
identify
high
risk.
We
had
some
additional
items,
we're
working
in
sync
to
make
sure
those
items
that
require
further
review
will
be
reviewed,
so
these
are
good
results.
There
was
another
recommendation
from
our
audit,
which
was
that
the
city
audit,
the
provider
and
make
sure
that
they
are
their
controls
are
in
place
and
and
in
the
that
hadn't
happened
before
the
city
has
done
that
and
the
provider's
results
and
my
results
are
similar.
B
So
you
know,
on
the
one
hand,
yes
there's
fraud
here,
but
what
the
systemic
issues
with
the
city
have
been
plugged,
and
this
is
a
good
lesson
for
the
winter
maintenance,
getting
the
contract
right.
Monitoring
against
that
you're
going
to
have
results
where
we
went
in
to
do
the
dental
analytics
and
we
didn't
find
you
know
the
same
issues
we
had
before.
So
that's
great
now,
one
of
the
things
on
the
slide-
I
don't
have
in
front
of
me,
but
for
au
6.4.
B
We
found
a
plan
design
just
leave
it
on
the
slide
for
a
minute
in
relation
to
dental
and
what
we're
saying
is
if
we
understand
that,
there's
a
union
agreement
in
place
we're
not
saying
that
they
should
be
ignored,
we're
not
saying
that
at
all,
but
as
we
move
forward
we're
in
a
different
world
right
now,
the
city
is
challenged
for
money
and
instead
of
a
hundred
percent
of
the
claims
being
paid.
So
if
I
have
my
claim
for
dental
100
is
paid
in
relation
to
basic
coverage.
B
It's
for
the
employee
to
pay,
maybe
10
cents
on
the
dollar.
So
that
can
add
up
so
in
the
city's
program.
If
employees
pay
for
10
cents
on
the
dollar
related
to
any
claims
they
submitted
for
massage
or
a
dental,
or
you
know
any
kind
of
orthotics-
that's
a
50
million
to
an
80
million
dollars,
50
million
for
10
cents
on
the
dollar,
80
million
dollars
for
15
cents
on
the
dollar
and
that's
over
five
years,
and
so
it's
quite
substantial
that
money
can
certainly
help
a
lot
of
programs.
B
So
the
city's
negotiated
contract
is
important
to
respect
that.
But
the
city
is
working
with
the
unions
in
a
joint
benefit
consultation,
a
program
where
people
have
come
together-
and
this
might
be
something
that's
worth
discussing
because
as
a
city
we're
very
fortunate
to
have
our
our
jobs
and
it's
very
important
to
provide
services,
and
so
there
may
be
opportunities
in
this
new
environment
to
explore
that
more,
and
that
would
be
on
a
futuristic
basis
and
it
would
certainly
be
in
consultation,
and
it
would
be
for
the
city
to
do
that.
B
We
just
wanted
to
point
that
out
as
a
potential
opportunity.
So
that
summarizes
this
program,
the
pro
the
contracts
are
in
place.
It's
working,
the
testing
is
working,
the
fraud
is
being
picked
up
and
going
forward,
there's
opportunities
to
continue
to
refine
the
plan
for
the
city
to,
and
you
know,
get
some
more
money
into
the
coffers.
If,
if
that's
what
it
chooses
to
do,.
A
A
A
So
the
first
that
I'll
paraphrase
very
briefly-
and
it
is
just
the
fact
that
the
integrity
of
the
system
is
very
important
to
anyone-
that's
observing
it
or
participating,
whether
it's
employees
participating
in
the
system
or
it's
members
of
the
public
looking
outside.
And
I
think
it's
important
that
council
signal
that
this
is
important
to
us.
A
And
this
is
simply
a
report
back
to
tell
us
more
about
the
outcome
of
what
the
eventually
the
process
will
work
through
and
we'll
ask
the
director,
the
director
of
pension,
payroll
and
employee
benefits
to
to
seek
reimbursement
and
to
to
come
back
with
us
with
what
the
outcome
is.
And
the
second
item.
A
Perhaps
I'll
paraphrase,
as
it
comes
up,
it's
really
just
to
make
sure
that
this
report
and
the
recommendations
finds
its
way
into
the
process
because,
as
the
auditor
rightfully
indicated,
you
know
we
we
don't
just
go
and
change.
You
know
co-payment
and
ratios
at
the
audit
committee.
It
follows
a
process
and
it
has
to
do
with
the
the
work
with
management
and
employees,
and
so
this
just
makes
sure
that
the
the
idea
flows
into
the
right
place
and
the
discussion
for
the
necessary
changes
happens
in
an
orderly
way.
A
I
trust
members
will
find
those
both
functional
and
and
with
that
I
will,
as
I
always
do-
thank
the
auditor
general
and
the
city's
management
team
and
everyone
that
participated
in
these
audits,
the
and,
in
particular
the
one
about
the
medical
spa.
It's
got
an
eye-catching
title
to
it.
It's
it's
quite
the
story.
A
But
it
really
is
a
testament
to
the
system
that
we
have
in
place
and
a
fairly
sophisticated
set
of
occurrences,
and
it
shows
that
the
system
picked
it
up
and
it
was
brought
forward
for
a
closer
look.
So
I
I
very
much
appreciate
that,
and
hopefully
all
members
of
the
committee
will
will
agree
with
the
recommendations
and
we
will
pass
that
in
just
a
moment.
A
A
So
with
that
we
do
have
one
item
left,
I'm
just
going
to
check
with
the
clerk.
I've
got
that
right.
It's
a
long
list,
and
that
is
the
winter
road
maintenance
program
and
we
do
have
to
have
a
motion
to
go
into
camera
and
do
I
have
any
volunteers
to
place
that
motion
counselor
ford,
madam
clerk,
will
just
check.
Do
we
need
counselor
ford
to
read
that
motion
yeah,
okay,.
A
A
G
Yeah,
I
can.
I
moved
at
the
audit
committee
recess
its
public
session
to
me
in
closed
session
to
consider
this
item
as
it
pertains
to
the
security
of
the
property
of
the
city
or
local
board
litigation
or
potentially
matters
before
administrative
tribunals
affecting
the
city
or
local
board,
and
advise
that
is
advice
that
is
subject
to
solicitor
client
privilege,
including
communications
necessary
for
that
purpose.
A
A
Thank
you.
I
will
ask
the
clerk
to
temporarily
close
the
meeting
to
members
of
the
public
and
to
only
provide
access
to
members
and
appropriate
staff
for
the
closed
session
portion
of
this
meeting.
In
addition,
the
youtube
live
stream
will
be
suspended
until
the
closed
session
is
over
members.
I
will
also
remind
you
to
arrange
your
surroundings
so
that
no
other
person
observes
any
part
of
the
closed
session
debate.
Thank.
A
A
C
C
C
Okay,
so
we
will
expel
her
from
the
closed
session
and
I
just
wanted
clarification
from
the
dcms
and
from
the
auditor
general's
office
just
out
of
an
abundance
of
caution
and
also
from
the
general
manager
of
transportation
services
that
all
of
the
individuals
that
you
see
on
the
call
are
all
properly
in
camera.
I
believe
that
they
are,
but
I
just
want
to
be
abundantly.
A
G
G
G
A
A
A
A
A
G
Thank
you
very
much,
mr
chair,
we're
running
into
the
lunch
hour
here
so
I'll
be
I'll.
Be
brief,
I'd
like
to
play
some
motion
that
I
have
worked
with
tracy
cook
on
and
it's
more
of
a
broad
motion
as
soon
as
it
comes
up
here,
relating
to
all
city
divisions
and
not
particular
to
transportation
and
similar
on
the
tone
of
what
we've
been
discussing
as
soon
as
it
comes
up
here,.
G
I
think
one
of
the
frustrations
I
have
seen-
and
I
think
I've
said
a
few
times
in
in
the
committee-
both
not
to
get
involved
not
to
go
in
depth
of
what
we
talked
about
on
camera,
but
both
in
camera
and
in
my
questions
earlier
is
around
you
know.
We
set
service
levels
across
the
city
that
our
residents,
all
torontonians,
expect
from
our
city
services
and
expect
from
us,
and
a
lot
of
the
conversations
that
happen
in
this
committee
is
kind
of
the
the
lack
or
the
the.
G
I
guess,
the
gap
of
service,
and
I
think
you
know
we
need
to
be
within
city.
Divisions
need
to
be
constantly
looking
at
the
service
levels
and
making
sure
that
we're
hitting
those
targets,
and
I
think
there
should
be
something
in
place
in
all
city
divisions,
not
necessarily
a
whole
new
officer
role
and
I'm
not
going
down
that
path,
but
just
a
process
in
which
we
are
constantly
evaluating
and
holding
whoever
it
is
to
account
whether
it's
in-house
or
contracted.
G
So
I
I
would
leave
that
to
the
city
manager
to
to
kind
of
take
away
and
look
at
how
he
would
bring
it
back
to
us
to
the
audit
committee
and
in
in
conversations
with
tracy.
I
think
a
good
point
about
this
is
that
look
the
city
going
into
the
future
has
a
tough
road
ahead,
an
incredibly
difficult
financial
road.
G
Now
we
need
to
be
very
cognizant
on
and
now
more
than
ever
so
I
think
value
for
money
should
be
top
of
mind
for
all
of
us
and
for
the
entire
city,
and
I
think
if
we
can
get
something
back,
that
would
standardize
a
process.
It
would
be
very
helpful.
So
hopefully
that
is
pretty
straightforward
for
my
colleagues,
if
not
I'm
happy
to
take
questions
on
it,.
A
G
Yes,
no,
I'm
council
ford
for
just
a
question:
accountability
to
approved
service
levels.
I
wasn't
quite
sure
what
that
phrase
meant
so
no
absolutely
cancer
philly,
and
so
you
know,
city,
council,
c
divisions
approve
service
levels,
whatever
division,
it
may
be
whether
it's
snow
clearing
or
you
know,
programs
and
parks,
forestry,
recreation,
whatever
it
may
be.
There's
there's
service
levels
that
we
we
hold,
particularly
that
council
approves
and
that
goes
on
in
these
contracts.
G
So
within
the
city
division,
it's
not
waiting
for
the
entrepreneur
general
to
come
in
and
say
you
know,
there's
this
gap
there's
whenever
not,
maybe
but
sure
I
I'm
just
questioning
the
wording.
Just
in
this
case,
I
don't
think
there
was
an
issue
with
meeting
the
still
clearing
service
levels
that
it
was
the
way
it
was
done,
cost
us
millions
of
dollars.
If
I
could
just
see
the
motion
again,
because
I
don't
want
us
doing
a
lot
of
busy
work,
just
to
say
yeah,
we
we
cleared
the
roads.
G
G
G
I
I
agree,
counselor
fillion,
that's
why
I
consulted
with
the
staff
before
placing
it
I'm
very
cognizant
of
the
fact
that
our
our
staff's
time
during
especially
right
now
during
the
pandemic,
is
very
valuable.
So
I
I
I
just
don't
want
to
check
mark
a
box.
I
want
to
make
sure
that
there
was
some
value
to
this
motion.
G
A
I
think
members
will
find
them.
Although
the
text
is
long,
the
ideas
are
quite
straightforward
and
if
you
can
help
me,
madam
clerk
just
scroll
through
them
as
I
go
through
them,
I'm
just
going
to
paraphrase,
but
the
first
one
is
so
I
think
it's.
The
audit
committee
was
going
to
request
the
general
manager
of
transportation
services
to
ensure
that
winter
maintenance
vehicles
are
equipped
with
a
gps
device
on
an
immediate
and
urgent
basis.
A
So
if
that's
a
available
to
be
changed,
I
think
that's
a
correction.
The
second
one
is
to
look
at
the
I'm
going
to
paraphrase
again
to
look
at
the
window
maintenance
fleet
to
make
sure
that
they've
all
got
gps
devices
in
them
and
to
test
them
and
to
test
the
different
reporting
mechanisms,
all
throughout
the
the
the
2021
maintenance
season.
Actually
it
goes
beyond
tests,
but
use
those
reporting
mechanisms.
A
We
get
complaints
that
come
through
counselors
offices
and
the
idea
here
is
to
capitalize
on
the
in-stream
of
complaints
so
that
we
can
better
both
contract
and
performance
manage
the
vendor
and
we
might
as
well
use
that
data
to
the
fullest
extent.
I'm
not
saying
it's
not
used
at
all
today,
but
I
think
to
to
get
at
the
heart
of
some
of
the
the
concerns
that
members
of
council
express.
Can
we
build
a
system
around
that?
A
We
know
it
as
counselors
citizens
know
it
and
the
the
I
think
the
emphasis
that
I
have
on
here
is.
Can
we
find
a
better
way
to
make
sure
that
that
knowledge
is
carried
forward
to
the
plow
drivers
and
capitalized
upon
just
to
have
the
best
service
that
we've
got
possible
with
the
and
sorry
there
is
one
additional
motion.
A
So
with
that
I'll
just
say,
you
know
thank
you,
of
course,
to
the
auditor
general
and
the
staff
of
the
transportation
services
department.
This
is
a
really
big
deal.
I
remember
when
the
contract
went
through
public
works.
I
was
a
very
new
counselor
at
the
time
and
I
thought
look
hundreds
of
millions
of
dollars
that
we're
about
to
approve
in
this.
This
is
a
really
big
contract
and
you
get
it
right.
There's
a
lot
of
moving
parts.
A
A
There
is
always
room
for
improvement,
and
you
know
I
thank
the
auditor
for
bringing
the
observations
forward
because
it
gives
the
staff
the
license
to
go
and
make
those
changes,
and
it
sets
the
expectation
of
council
that
we'll
see
there
and
these
numbers
are
material.
As
our
speaker
said
today,
a
few
million
dollars
saved
you
know,
and
it
may
be
only
a
percent
or
two
on
a
larger
90
million
dollar
per
year.
A
A
set
of
activities
is
still
a
lot
of
money,
and
so
you
know
it's
our
expectation
that
that
is
going
to
be
tailored
and
optimized.
But
with
that
you
get
you
get
better
customer
service,
you
get
happier
citizens
in
the
city,
you
get
safer
roads
and
you
get
less
salt
dumped
into
the
environment
unnecessarily,
and
then,
on
top
of
that
you
save
money,
and
so
this
is
really
really
important
for
the
citizens
of
the
of
toronto
that
we
we
do
this.
A
The
best
that
we
can,
and
here
we've
got
a
whole
set
of
ideas
that
we
can
employ
going
forward.
The
second
piece
that
this
does
and
if
you
look
at
the
auditor's
recommendations,
the
first
half
of
them
out
of
the
21,
are
saying:
gps,
gps,
gps
gpa.
Where
did
we
hear
that
before
at
this
audit
committee?
A
We
heard
that
in
in
the
forestry
reports,
the
emphasis
on
the
availability
of
technology
by
the
auditor
general
is
a
clear
message
that
council
has
got
and
I
think
the
staff
are
hearing,
I'm
looking
forward
to
ways
that
we
can
employ
gps
systems
on
an
enterprise
level,
because
then
everybody
is
going
to
do
it
equally.
Well,
in
the
city
everyone's
going
to
know,
every
division
department
doesn't
have
to
reinvent
the
wheel.
If
we
can
get
it
on
an
enterprise
level.
You
can
get
the
reports,
you
can
know
what
you
can
get.
A
You
can
get
experts
operating
the
system
so
that
the
business
areas
can
think
about
business
at
the
end
of
the
day,
but
it,
but
the
most
important
thing
out
of
that
is
that
it
frees
up
resources
in
the
areas
of
expertise.
The
thing
that
jumped
out
at
me
at
this
report
was
if
the
gps
can
be
tracking
when
the
plow
comes
in
and
out
when
it
stops
and
starts,
and
you
can
get
an
automatic
report
at
the
end
of
the
day
that
you
can
reconcile.
A
It
means
that
the
field
staff
don't
have
to
spend
time
doing
that
the
computer
does
it
for
them
and
frankly,
they
can
do
more
important
things
like
dealing
with
the
the
bush
and
the
grass
that
just
got
torn
up
and
dealing
with
the
constituents
needs.
I
mean,
I
know
it's
a
simplified
example,
but
we've
got
skilled
staff
here
that
really
know
how
winter
maintenance
works
and
we
don't
need
them
doing
clerical
stuff.
A
We
need
them
doing
the
higher
order,
contract
management
and
we
need
every
bit
of
resource
that
they've
got
to
go
and
do
this,
and
if
we
can
help
them
by
automating
some
of
the
process,
it
will
make
everyone's
lives
easier
and
it
will
end
up
with
a
better
quality
result
at
the
end.
So
members,
I
hope
you
can
support
the
the
amendments
that
I
propose.
A
I
think
they're
fairly
straightforward
and
functional,
and
I
think
it
just
demonstrates
that
council
and
this
committee
are
interested
in
this
subject
and
that
we
want
to
see
some
reports
back
and
we're
going
to
challenge
the
staff
in
the
short
term,
because
we've
got
to
do
some
things
before
winter
starts
and
we've
got
to
take
advantage
of
what
we
can
do
over
this
winter
season.
With
respect
to
these
processes,
and
then
the
ultimate
goal,
of
course,
is
when
the
next
set
of
contracts
occur
in
two
years.
A
A
A
A
Madam
clerk.
I
think
that
was
our
last
item
and
with
that
that
is
the
end
of
the
meeting,
and
I
will
thank
everybody
for
their
participation
and
their
patience
as
we
work
through
the
technical
matters.
I
appreciate
very
much
the
meeting
and
we'll
see
you
all
next
time.
Thank
you
I'll
move,
the
german
so
moved
all
in
favor
any
opposed
that
is.