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From YouTube: Audit Committee - May 3, 2019
Description
Audit Committee, meeting 2, May 3, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15649
Meeting Navigation:
0:07:01 - Call to order
Agenda Items:
0:15:03 - AU2.1 - Moving Forward Together: Opportunities to Address Broader City Priorities in Toronto Community Housing Corporation (TCHC) Revitalizations (Ward All)
1:13:06 - AU2.2 - Fleet Services Operational Review - Phase One: Lengthy Downtime Requires Immediate Attention (Ward All)
1:13:06 - AU2.3 - Fleet Services Operational Review, Phase One: Stronger Corporate Oversight Needed for Underutilized Vehicles (Ward All)
2:38:59 - AU2.4 - Review of Urban Forestry - Ensuring Value for Money for Tree Maintenance Services (Ward All)
2:04:49 - AU2.5 - Toronto Transit Commission - Auditor General's Review of Toronto Transit Commission’s Revenue Operations: Phase One - Fare Evasion and Fare Inspection (Ward All)
3:52:10 - AU2.6 - Auditor General's Response to the Audit Committee's Request on the Outstanding Audit Recommendations Which Are of Greatest Concern (Ward All)
0:14:09 - AU2.7 - Auditor General’s 2019 Status Report on Outstanding Audit Recommendations for Divisions in Community and Social Services and the City Manager’s Office (Ward All)
0:14:35 - AU2.8 - Toronto Transit Commission - PricewaterhouseCoopers 2017 Management Letter, Follow-Up Report (Ward All)
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B
C
She
brings
value
not
only
in
the
work
that
she
does,
but
also
in
the
leadership
that
she
shows
and
how
she
grows
her
staff
and
and
how
we
work
together.
She's
had
she's
had
a
incredible
we've
had
incredible
experiences.
Some
of
the
projects
she's
been
involved
with
it
included
the
TTC
fare
evasion.
Some
of
the
reports
that
are
here
today
around
the
tree
maintenance
and
the
vehicle
audit.
So
she
is
finishing.
C
This
is
her
last
out
of
committee,
but
as
she
moves
on
she's
leaving
a
legacy
of
people
in
behind
her
who
are
going
to
continue
to
carry
the
torch.
So
with
that
I'd
like
to
present
just
some
a
small
token
of
her
appreciation,
it
is
her
last
Audit
Committee
and
we
also
have
a
beautiful
scroll
here
from
the
mayor
and
from
the
chair
of
the
Audit
Committee.
C
B
Well,
Jane
comes
up
I'm,
going
to
hold
it
up,
but
I'll
read
it
Mayor
John
Tory
members
of
Toronto
City
Council,
extend
sincere
appreciation
and
congratulations
to
Jane
yang
Auditor
General's
Office
on
your
retirement.
After
31
years
of
service,
Toronto
enjoys
the
status
of
being
one
of
the
world's
leading
urban
communities.
Thanks
to
the
high
calibre
of
hard-working
employees
committed
to
public
service.
We
thank
you
for
a
job
well
done
and
offer
our
best
wishes
for
a
long,
happy
and
healthy
retirement
and
I.
B
Think
I
can
speak
on
behalf
of
my
colleagues
on
the
committee
and
on
council,
and
maybe
even
personally,
you
know.
Jane
is
one
of
the
first
people
that
I
encountered
joining
the
the
audit
committee
she's
been
a
real
pleasure
to
work
with
incredibly
capable
person,
but
has
done
a
tremendous
public
service
audits
are
not
always
flashing
in
the
news,
sometimes
they're
quiet
but
they're
important.
B
They
of
course
save
money,
that's
a
good
thing,
but
they
also
empower
the
management
team
to
make
changes
that
they
need
to
do
in
the
Toronto
public
service
and
most
important.
They
increase
citizens
Torontonians
confidence
in
their
government
in
their
public
service,
in
that
that's
immeasurable,
but
it's
incredibly
important,
so
I
guess
on
behalf
of
the
committee.
We
really
thank
you
for
the
work
you've
done
and
we
want
to
wish
you
well
and
your
next
chapter
in
life,
Thanks.
B
Alright,
as
we
have
quorum
present,
I'll
call
this
meeting
to
order.
We
acknowledge
that
the
land
we
were
meeting
on
is
the
tradition
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
Anishinaabe,
the
Chippewa
hehad
nashoni
and
the
wend
at
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
maytee
people.
We
also
acknowledge
that
Toronto
is
covered
by
treaty
13
with
Mississauga's
of
the
credit
at
this
time.
I'll
ask
if
there's
any
declarations
of
interest.
Please
indicate
the
item
number
and
the
nature
of
the
interest.
Also
take
a
moment.
B
Should
a
committee
members
identify
an
interest,
please
remember
to
use
the
forms
you
can
ask
the
city
clerk
for
one
of
those
well
now
take
a
motion
to
confirm
the
audit
committee
minutes
from
February
22nd
2019
councillor,
Matt
Lowe,
all
of
those
in
favor
and
that
is
carried
with
8
items
on
the
agenda.
Let's
go
through
the
items:
au
2.1,
moving
forward
together,
opportunities
to
address
broader
city
priorities
in
Toronto,
Community,
Housing,
Corporation,
revitalizations
I
have
a
note
here
that
there's
a
presentation
and
so
that
item
will
be
held.
B
A
you,
2.2
Fleet,
Services
operational
review
phase,
one
lengthy
downtime
requires
immediate
attention
and
I
also
have
a
note
that
we
have
a
combined
presentation,
an
item,
a
you
two
point
three
and
with
the
committee's
indulgence,
I
hope
we
can
consider
it
both
of
those
items
together,
so
both
will
be
held
and
I'll
read.
The
item
two
point:
three,
the
second
number
fleet
services,
operational
review
phase,
one
stronger
corporate
oversight
needed
for
underutilized
vehicles,
a.
B
You
two
point:
four.
We
also
have
a
short
presentation
and
therefore
will
hold
it.
But
the
item
is
review
of
urban
forestry,
ensuring
value
for
money
for
tree
maintenance
services.
A
you
two
point:
five
Toronto
Transit
Commission
auditor
general
review
of
Toronto
Transit
Commission,
x'
revenue
operations,
phase,
one
fare
evasion
and
fare
inspection.
B
We
do
have
a
short
presentation
and
I'm
going
to
just
check
with
the
Audit
Committee.
If
there's
a
desire
to
see
the
presentation,
but
so
the
the
committee
is
indicating
we
don't
require,
but
however
I
did
have
a
request
to
hold
that
item.
Well,
yes,
I
have
a
lot
of
questions.
Councillor
Nancy
I'm,
happy
to
hold
that
item
in
your
name,
a.
B
I'm
going
to
suggest
that
we
hold
a
counselor
for
do
you,
you
want
to
hold
that
item.
Thank
you.
A
you
two
point:
seven
Auditor
General's
2019
status
report
on
outstanding
audit
recommendations
for
divisions
in
community
and
social
services
and
the
city
manager's
office.
Are
there
any
interests
in
that
item,
seeing
on
a
motion
from
Council
none
giada
to
move
the
recommendations
all
of
those
in
favor
any
opposed?
That's
carried.
B
Áyou
2.8
Toronto
Transit
Commission
PricewaterhouseCoopers
2017
management,
letter
follow-up
report.
Are
there
any
questions
or
interest
in
that
matter?
Seeing
none
may
I.
Have
a
motion
to
adopt
pardon
me
that
we,
the
clerk,
are
we
receiving
the
item.
We
have
a
motion
to
receive
the
item.
Councillor
Ford,
all
of
those
in
favor
any
opposed
that
is
carried
okay
back
up
to
the
top
on
au
2.1.
I.
Note
that
we
do
have
speakers
for
that.
However,.
B
C
So
Thank
You,
chair
I,
have
presented
before
the
Audit
Committee
of
TCH
see
on
this
report.
Moving
forward
together,
opportunities
to
address
broader
city
priorities
in
TCH,
see
revitalizations
and
I've
also
presented
before
the
board.
So
in
growing
my
my
team
I'm
going
to
kindly
ask
assistant
auditor
general
on
a
Chan
to
present
and
I'm
going
to
ask
the
senior
manager
of
the
team
patricia
lee
to
present
and
elaine.
Lu
was
also
an
audit
manager
on
this
project
and
then
I'll
join
them
for
questions
afterwards.
Ina
good.
D
Morning,
mr.
chair
and
members
of
audit
committee
with
me,
it's
the
project
lead
for
Tricia
Lee,
and
this
presentation
will
give
you
a
quick
overview
of
the
audit
report,
including
background
audit
objectives
and
scope.
The
key
audit
findings
and
then
we'll
recap
with
how
to
move
forward
together.
I
did
want
to
highlight
that
the
tcht
board
considered
this
report
at
its
meeting
on
Monday
and
improved
all
12
recommendations
directed
to
TCH,
see.
E
So,
by
way
of
background,
TCH
cease,
mandate
and
focus
is
to
maintain
its
buildings
in
a
state
of
good
repair.
However,
it
faces
serious
challenges:
TCH
C's,
2100
buildings
are
on
average
over
40
years
old
because
of
funding
pressures.
The
backlog
of
building
repair
requirements
has
continued
to
grow
over
time.
This
is
where
revitalizations
come
in.
Revitalizations
aim
to
generate
revenue
from
the
sale
of
lands
to
pay
for
revitalization,
reduce
the
repair
backlog
and
create
economic
opportunities
through
jobs,
training
opportunities,
scholarships
for
tenants
and
boost
to
the
local
economy.
C
E
C
has
six
revitalization
projects
with
construction
underway
and
is
moving
forward
with
two
new
projects.
In
our
audit
we
reviewed
a
sample
of
revitalization
phases
underway
within
projects
at
Regent,
Park,
Alexandra,
Park
and
Lawrence
Heights.
These
three
communities
are
the
three
largest
communities
being
redeveloped
by
both
land
size
and
number
of
units
affected.
They
cover
85%
of
the
4,800
rent
gear
to
income
units
that
are
being
replaced,
renovated
or
repaired
through
ongoing
revitalizations.
D
The
auditor-general
has
also
also
has
ongoing
and
upcoming
audits
in
areas
that
directly
impact
other
areas
of
the
housing
continuum.
These
audits
are
timely
because
the
city
is
developing
its
housing
opportunities,
Toronto
action
plan
for
the
next
decade.
The
objective
of
this
audit
of
tches
revitalization
program
was
to
answer
three
key
questions.
Is
there
an
appropriate
framework
in
place
for
getting
the
best
outcomes
out
of
redevelopment
of
tcht
communities
is
tche
achieving
its
intended
outcomes
for
the
use?
Revitalization,
and
are
there
any
lessons
learned
for
future
phases
of
revitalizations
related
to
selecting
development
partners?
D
So
tcht
revitalization
initiatives
are
significant
undertaking
and
they
offer
the
chance
to
plan
and
build
a
community
from
the
ground
up.
Our
report
focuses
on
the
lessons
learned
for
TC
HC
and
the
city
to
continue
to
move
forward
together
to
address
broader
city
priorities.
Three
revitalizations
there's
three
broad
themes
in
our
report.
The
first
theme
the
city
has
an
opportunity
to
advance,
is
key
prior
to
priorities
through
TC
HC
site
redevelopment.
As
an
example,
our
report
highlights
revitalizations
as
an
opportunity
to
increase
the
supply
of
affordable
housing
to
address
affordable
housing
and
city
building
objectives.
D
The
city
and
TC
H.
You
must
strategically
align
its
priorities
and
a
coordinated
funding
plan
needs
to
be
in
place
to
support
achievement
of
outcomes.
The
second
theme
is
that,
given
the
significant
financial
pressures
that
tcht
faces,
management
must
bring
the
right
information
at
the
right
time
to
City
Council
in
a
transparent
manner
that
supports
accountability
and
oversight.
D
This
includes
information
on
expected
outcomes
and
a
long-term
financial
plan.
This
report
raises
the
visibility
of
the
funding
required
with
the
remaining
phases
of
existing
projects
where
there
are
known
shortfalls,
and
the
third
theme
is
that
TC
HC
can
further
enhance
its
processes
and
controls
related
to
selecting
its
development
partners.
We've
seen
TC
HC
improving
this
over
time,
but
there
are
some
lessons
for
continuous
improvement,
so
we're
going
to
go
through
each
theme.
In
a
little
bit
more
detail
section.
A
of
the
report
focuses
on
the
support
the
city
provides
to
TC
HC.
D
Historically,
the
city
has
expected
TC
HC
to
largely
fund
revitalizations
itself,
but
it
has
been
challenging
for
TC
HC
to
balance
its
multiple
priorities,
its
responsibilities
to
maintain
the
buildings,
local
Ward
priority,
silly
building
objectives
to
create
new,
affordable
housing,
all
within
its
funding
constraints.
Its
primary
focus
for
the
revitalization
is
delivering
its
mandate
to
maintain
its
buildings
in
a
state
of
good
repair.
D
However,
there
are
opportunities
to
think
more
holistically
while
delivering
on
the
mandate
successfully
addressing
city
building
objectives
through
site
redevelopment
requires
a
broader,
more
integrated
approach
to
identify
which
priorities
can
be
addressed.
What
are
the
desired
outcomes?
How
will
those
priorities
be
funded
and
how
will
the
projects
be
measured
and
evaluated
to
effectively
support
tcht
in
the
redevelopment
of
its
sites?
The
city
should
play
a
key
role
in
helping
to
set
the
priorities
that
will
be
addressed
and
developing
the
coordinated
long-term
plan
to
fund
those
priorities.
D
We
noted
that
most
revitalization
projects
were
meant
to
be
self,
find
financing
funded
in
large
part
by
proceeds
from
the
sale
of
lands
and
profit-sharing,
but
there
are
still
shortfalls
on
TCH
these
two
largest
projects,
achieving
desired
outcomes
and
advancing
city
building.
Priorities
for
the
city
as
a
whole
requires
more
funding
than
TCH
see,
has
a
coordinated
financial
framework
with
a
neighbor
the
city
to
better
support
the
redevelopment
of
tcht
sites.
D
So
an
example
of
the
opportunity
to
address
city
building
in
revitalizations
is
to
strategically
address
the
city's
housing
supply
challenges,
specifically
the
priority
to
increase,
affordable
housing,
645
net
new,
affordable
units
will
be
built
as
part
of
these
revitalizations,
the
vast
majority
in
Regent
Park.
However,
very
little
new,
affordable
housing
has
been
created
in
the
other
five
revitalizations
and
at
this
time,
there's
no
additional
commitments
for
including
additional,
affordable
housing
in
future
phases
of
these
revitalizations.
D
So,
while
our
audit
looked
at
the
extent
of
affordable
housing
and
TCH
C
revitalizations,
this
raises
the
opportunity
where
the
city
can
act
to
advance
as
priority
as
part
of
the
revitalization,
as
well
as
more
widely
on
other
developments.
There
are.
There
are
three
key
things
that
we
said
we
recommended
to
be
considered.
The
city
should
assess
what
what
are
cost-effective
ways
to
expand,
affordable
housing.
The
city
should
apply
the
city's
official
plan,
requirements
to
prioritize,
affordable
housing
and
the
city
should
consider
how
it
may
incentivize
developers
to
include
more
affordable
housing.
D
Second,
the
city's
official
plan
includes
requirements
for
affordable
housing
as
a
first
priority
in
large
developments
in
the
graph.
You
can
see
that
for
Regent
Park,
Lawrence,
Heights
and
Alexandra
Park.
If
the
official
plan
requirements
that
20%
of
additional
residential
units
on
new
development
be
new,
affordable
housing,
the
amount
of
new,
affordable
housing
created
would
be
significant.
However,
amendments
were
made
so
that,
in
all
cases,
no
new
units
were
required
under
the
policy
for
tcht
large
sites
of
the
affordable
units
that
are
being
developed.
D
None
of
them
were
a
result
of
the
application
of
this
large
sites
policy.
This
is
an
observation
not
just
on
TC
HC
sites,
but
across
the
city
there
is
limited
application
of
the
large
sites
policy.
Our
report
recommends
a
review
of
the
current
policy
to
make
it
more
effective
and,
thirdly,
the
city
should
consider
how
it
may
incentivize
developer
to
include
affordable
housing
and
consider
the
financial
implications
of
it.
Examples
may
be,
except
during
lower
than
market
value,
allowing
more
density
or
imposing
fees.
D
However,
the
report
does
note
there
may
be
direct
and
indirect
costs
from
using
these
incentives.
So
the
goal
of
the
recommendations
is
for
all
stakeholders
to
think
as
one
city
needing
to
have
coordinated
plans
to
achieve
priorities
where
the
city
takes
action,
to
evaluate
ways
to
advance,
affordable
housing,
it's
a
win-win
for
the
city
and
TCH
C,
as
it
can
inform
how
and
when
to
include
additional,
affordable
housing
and
TCH
C
developments.
It's
important
to
take
a
holistic
look
at
realize
we've
revitalizations
to
see
what
can
be
done.
D
In
looking
at
revitalizations
as
an
opportunity
to
address
city
building,
it's
important
to
recognize
that
as
tch-tch
see
currently
moves
forward
with
its
own
development
activities,
independently
of
create
co-create
geo
was
formed
to
apply
a
citywide
lens
to
ensure
development
of
city
real
estate
assets,
and
that
includes
a
balance
of
community
and
economic
benefits.
Create
geo
is
tasked
with
advancing
the
housing
now
initiative
to
develop
significant,
affordable
housing
on
eleven
city
sites.
There
are
synergies
and
learnings
that
both
organizations
will
have
in
creating
affordable
housing
and
mixed
income
mixed-use
communities.
D
Our
recommendations
are
to
increase
collaboration
on
practices
and
approaches
to
developing
development
and
city
building.
The
goal
is
to
improve
the
function
of
both
organizations
and
to
look
for
areas
where
they
can
look
to
work
together
on
a
more
integrated
basis,
and
the
slide
includes
some
areas,
suggestions
and
examples.
E
Secondly,
to
support
oversight
and
accountability.
It
is
important
for
TC
HC
to
highlight
each
revitalization
progress
and
bring
to
light
the
positive
outcomes
in
a
clear
and
transparent
way
and,
at
the
same
time
identify
the
opportunities
to
improve
upon
those
outcomes.
In
the
short,
medium
and
long
terms,
we
recommended
clarifying
the
shareholder
direction
with
respect
to
requirements
related
to
the
city's
approval
and
ongoing
oversight
of
revitalizations
and
requirements
for
reporting
the
progress
and
the
outcomes
achieved
to
date
on
a
phase
by
phase
basis.
E
E
Additionally,
tch-tch
C
management
agrees
with
our
recommendations
and
intends
to
improve
reporting
on
outcomes
beginning
with
Regent
Park
phase
ii
and
alexandra
park
phase
one.
Thirdly,
in
our
report
we
highlight
the
significant
financial
pressures
TC
HC
is
facing
and
raised
the
visibility
of
the
funding
required
from
city
council
and
others
to
support
the
long
term
financial
planning
for
both
the
TC
HC
and
the
city
city
council
should
have
transparent
and
timely
information
about
revitalization
activities
and
any
future
funding
requirements
and
challenges.
E
Our
findings
and
recommendations
highlight
that
the
city's
capital
plan
should
reflect
the
total
capital
cost
and
funding
required
from
the
city
for
these
revitalizations
and
that
more
frequent
reporting
of
life
to
date,
financial
information
and
projected
capital
project
cost
is
needed.
Regent
Park
is
such
an
example.
E
This
figure
on
this
slide
shows
the
various
points
in
time
at
which
the
growing
funding
shortfall
for
Regent
Park
revitalization
was
reported
to
Council.
Initially,
in
2003,
when
cap
City
Council
first
approved
the
multi-phase
revitalization,
it
was
already
known
that
it
would
be
not
self
financing.
Over
the
years,
however,
TCH
see
only
reported
to
City
Council
at
infrequent
intervals,
on
the
growing
shortfall
in
funding
for
Regent
Park
GCSE
staff
did
report
to
the
board
in
2014
that
a
significant
funding
shortfall
to
complete
phase
3
was
expected
and
also
communicated.
E
These
funding
needs
to
the
city's
chief
financial
officer
around
the
same
time,
but
it
would
be
three
more
years
before
an
updated
estimate
was
reported
to
City
Council
in
2017.
This
was
the
only
instance
we
found
where
City
Council
was
provided
with
life
to
date,
financial
information
for
a
particular
revitalization
project.
E
So
this
example
highlights
the
need
for
additional
annual
reporting
on
major
projects,
especially
on
TCH
C's,
multi-year
multi-phase
revitalizations,
because
they
have
significant
financial,
social
and
economic
impacts
that
span
many
years,
and
not
only
can
reporting
to
council
be
enhanced.
We
also
made
recommendations
for
TC
HC
to
enhance
reporting
to
its
board
so
that
the
board
has
a
consolidated
view
of
all
project
costs
for
a
more
complete
decision
making
at
the
outset
of
the
project.
E
And/Or
phase,
as
well
as
when
circumstances
changed,
and
the
last
section
of
our
report
includes
findings
and
recommendations
that
will
help
TC
HC
further
enhance
its
processes
and
controls
for
selecting
its
development
partners,
for
example,
implementing
formal
negotiation
protocols
using
a
robust
financial
model
to
evaluate
business
terms
using
certified
appraisals
for
land
valuation
and
developing
formal
policies
specific
to
real
estate
transactions.
As
already
noted,
TC
HC
has
made
continuous
improvements
in
certain
of
these
processes
over
time,
but
our
recommendations
will
help
reinforce
consistent
application
of
processes
and
retention
of
documentation
to
support
decision
making.
So.
B
Thank
you
to
the
audit
team.
Now
the
clerk
has
informed
me
that
the
registered
speakers
are
available
and
I've
also
received
a
request
from
mr.
Avila
Velarde
to
change
the
OP,
the
topic
that
he
wants
to
speak
on
from
two
point
three
to
two
point,
one
so
I'll
ask
for
the
consent
of
the
committee
to
vary
the
procedure.
Are
there
any
objections
to
that?
Okay,
so
with
that
I'll
invite
and
and
I'll
ask
the
staff
to
make
the
the
podium
available
I'll
invite
representatives
from
East
York,
acorn,
Alejandra,
Vargas
and
Kelly
lalande.
B
F
Well,
when
I
saw
to
the
Butte
I
didn't
need
glasses,
but
now
I
need
glasses
and
the
parole
in
doesn't
change
still.
The
housing
is
still
the
same.
So
revitalization
is
a
big
word
and
I've
been
opportunity
as
well.
It's
always
great
to
see
news
to
see
great
new
scenes,
but
the
revitalization
of
TCC
is
one
of
them.
Let
me
tell
you
first
that
I
am
only
a
face
for
a
con.
We
are
46,000
people
blowing
con
amore,
the
Inc,
the
city
from
Etobicoke
Scarborough
design.
F
Jamestown
is
your
Finch
and
Jane,
and
your
Western,
so
I
only
have
face,
but
we
are
suffering
from
the
same
problem:
the
lack
of
housing
and
now
with
this
rivet
revitalization.
That
is
great,
because
somehow
the
government
of
the
city
needs
to
found
a
way
to
replace
the
existing
units
aside.
The
other
is
very
poor
and
we
can
do
better.
F
So
what
is
not?
Okay,
the
revitalization
is
good,
isn't
it,
but
what
is
not.
Okay
is
that
we
given
our
lands
away
without
not
taking
advantage
of
the
deal.
We
agree
that
somehow
the
city
needs
to
repair
that
systems
units,
but
the
other.
The
municipality
is
proposing,
is
far
port
and
our
benefit
and
I
mean
the
people
of
the
city.
F
The
other
thing
that
we
had
to
consider
is
that
the
world
revitalization
means
based
on
the
merriam-webster
dictionary,
to
give
new
life
or
vigor
to
rejuvenate,
to
renew,
to
repair,
to
restore
to
revive,
but
really
what
we
are
doing
in
the
community
is
that
we
are
taking
people
from
their
community,
placing
them
in
another
community
rearranging
their
lives
in
plus.
We
are
encouraging
gentrification
and
we
are
encouraging
landlords
to
rain
increases
this
year
so
far,
nor
any
be
no
benefit
as
much,
because
what
we
are
doing
with
one
hand
we
are
destroying.
F
With
the
other
hand,
our
proposal
is
that
in
every
city
land
every
development
should
have
50%
order
for
the
old
housing.
Probably
this
can
change,
but
right
now
we
need
this
50%,
because
we
are
in
a
crisis
and
I
know
you
have
been
lecture
or
bad
or
that,
but
we
need
to
sing
singing
the
same
song
because
nothing
has
been
changed,
Oh
minimal
and
don't
take
this
personal
because
I
really
like
all
the
consonants
and
all
the
government
and
is
no
about
being
personal-
is
about
that.
F
F
When
why
the
city
do
these
deals,
that
only
benefit
some
families
and
they're
very
Street,
since
when
money
is
more
important
than
people
why
the
city
representatives
can
do
who
can
do?
The
changes
are
always
saying.
We
cannot
do
that.
This
has
been
the
speech
where
we
speak
with
some
officials
that
they
cannot
do
that
that
they
want
to
do
it
right.
Well,
let
me
tell
you
that
you
fail
to
ask
the
people,
so
you
really
want
to
do
something
people
and
do
a
change
for
a
while
for
a
while.
F
In
the
last
pieces,
the
developers
had
bleed
this
city,
how
much,
how
much
blood
they
need
from
us?
How
many
people
needs
to
be
dead
so
developers?
This
is
a
message
very
clear
to
developers,
developers
and
DC.
The
very
model
is
the
time
to
change.
Is
a
time
to
chair
and
really
the
city
would
like
to
save
money,
because
this
is
the
only
speech
that
we
want.
We
have
been
hearing
that
they
wanna
say
money.
They
should
invest
in
housing
and
the
police
in
prices.
F
B
G
You
you
talked
about
the
need
for
government
to
be
able
to
demand
that
there
be
inclusionary
zoning,
that
there
would
be
a
substantive
number
of
affordable
units
built.
I
would
imagine
and
correct
me
if
I'm
wrong,
and
you
would
also
submit
that
with
those
affordable
units
there
should
be
parks,
an
affordable
childcare
and
school
spaces
and
infrastructure,
and
all
those
things
to
support
the
quality
of
life
of
those
residents.
F
Actually,
we
read
today
what
happened
with
the
OMB
the
new
rules,
and
this
is
something
that
we
totally
support,
because
do
you
like
I
mean
they
don't
approve,
deploys,
are
doing
something
that
is
not
going
to
benefit
the
city
at
all.
That
is
going
to
benefit
the
developers
and
we
know
are
nothing
against
the
developers.
It's
good
to
be
rich,
isn't
it
but,
but
we
need
leverage.
F
G
G
This
also
affects
the
affordability
of
our
entire
city.
If,
in
one
way,
the
government
is
saying
that
they
want
more
units
built,
but
then
at
the
same
time
they
have
withdrawn
all
rent
controls
all
guidelines
for
any
new
units.
Would
you
agree
that,
along
with
the
social
housing
that
we
will
have
is
the
city
in
the
private
market?
New
units
also
need
to
have
guidelines
and
rent
controls
so
that
they
be
affordable
for
young
people
and
seniors,
and
young
families
and
everyone
in
between
I
thought.
F
B
H
So,
thank
you
very,
very
much
for
an
opportunity
to
switch
my
deputation
to
au
tuple,
one
last
Monday.
This
past
Monday
there
was
a
TCC
board
meeting
which
I
was
in
attendance.
I
saw
our
city
auditor
Beverly
Romeo
in
attendance
and
her
staff
good
morning
to
you
by
the
way
of
all
the
recommendations.
H
Our
city
auditor
emphasized
very
very
objective:
the
issue
of
oversight,
accountability
and
transparency.
We
have
noticed
that
for
ten
years
as
an
activist
how
money
has
been
Miz's
pended
at
Toronto,
Community
Housing,
when
we
talk
about
your
ability,
station
or
region,
Park,
there's
one
particular
item
that
really
is
very
close
to
my
heart.
In
the
issue
of
safety,
I
don't
mean
about
hiring
more
Community
Safety
Unit
officers
or
more
police
I'm
more
into
having
more
cameras
installed
at
buildings
in
ribbons
decision
of
Regent
Park
they're
missing,
especially
on
phase
1
to
phase
3.
H
They
have
good
cameras
installed
all
across
the
new
buildings
owned
by
tcac,
but
definitely
phase.
2
cameras
are
totally
missing
on
the
upper
floors
and
I
had
the
opportunity
to
speak
this
at
police
board
meeting
and
the
police
board
meeting
agree
to
same
controller
micro
for
and
all
the
members
of
the
board
to
tour
the
buildings
of
operating
unit
and
where
I
live
in
Regent
Park
and
they
can,
and
there
were
witness
to
see
that
they
were
missing
cameras
on
the
upper
floors.
H
So
if
we
want
to
ensure
there
is
a
good
revitalization
program
for
the
other
phases
of
coming
up
down
the
pipeline,
like
Lawrence
Park
and
all
these
nice
projects
coming
up
I
think
we
should
have
implementing
programs
that
address
these
concerns,
and
you
know
what
is
really
detrimental
is
to
hear
about.
Three
weeks
ago
we
have
a
community
update
on
the
rebound
decision
region.
Park
and
I
asked
the
question
to
through
my
counselor
Christian
one-tank,
who
is
present
here.
I
believe
I
was
either
today
and
I
asked
to
the
members
of
the
staff.
H
When
are
you
going
to
address
those
missing
cameras
at
two-30,
Sackville
Avenue,
where
they're
missing
and
the
answer
I
receive?
Was
you
know,
Miguel
we're
gonna
have
to
review
this
for
the
next
budget
cycle.
I,
don't
think
we
can.
We
cannot
wait
for
that
to
happen,
I
mean
lives.
Aris
takes
security
of
our
seniors
is
important.
The
security,
our
children,
our
youth,
you
remember
that
someone,
someone
was
killed
and
murdered
at
two-30
Sackville,
and
that
has
not
been
resolved
because
there
were
no
cameras
on
the
eighth
floor.
H
So
the
ìiî
issue,
one
bring
to
your
attention-
is
oversight
for
the
Community
Safety
Unit
officers.
I
got
a
chance,
an
opportunity
to
walk
my
dog
at
Cherry
beach
cherry
beach
is
nowhere
near
a
Toronto
Community
Housing
Building,
as
you
can
see
in
the
picture
and
I
have
another
picture
to
show
of
a
close-up
of
this
vehicle.
H
Do
you
know
that
how
bad
a
day
is
the
road
to
lead
to
the
beach
is
bad
for
you
strout's,
it's
bad
for
your
Springs,
it's
bad
for
any
under
care,
the
undercarriage
of
your
vehicle,
and
we
had
to
be
good
stewards
of
our
work
over
our
vehicles.
So
by
taking
a
break,
that's
the
answer.
I
receive
from
the
communities
said
the
unit
chief.
Is
that
they
were
having
a
break
at
Cherry
beach,
but
he
said
they
were
available
by
radio
in
case
of
an
emergency.
H
You
know,
I
think
it's
about
a
kilometer
away
from
region
Park
if
they
were,
if
there
was
an
emergency
I
think
they
were
far
away
to
get
anywhere
closer.
The
other
issue
I
was
told
that
they
were
also
doing
paperwork.
So
you
know
I,
don't
have
a
problem
with
staff.
Having
a
break
I
mean
they
have
it
the
legal
entitlement
to
had
a
break.
Why
don't
they
take
a
breaks
under
on
the
buildings
that
they
supposedly
to
be
protecting?
They
we
have
lunch
rooms
for
the
staff.
H
B
I
Thank
you
very
nice
to
be
here
in
your
committee
this
morning,
mr.
chair
I'm
just
going
to
go
to
item
number
one,
which
is
the
recommendation
one
in
your
report,
and
it
is
planning
approvals.
It
says
phases
that
have
yet
to
obtain
planning
approvals
and
shareholder
consent.
So
that
would
essentially
be
something
that's
not
yet
really
started.
Your
expectation
would
be
there
would
be
a
discussion
with
TCH
see
I'm.
I
Looking
at
your
report,
perhaps
create
teal
and
then
with
some
city,
somebody
at
the
city
and
I'm
unclear
who
that
is,
but
that
would
be
your
expectation
prior
to
advancing
or
saying
here's
what
we're
doing
that,
whether
or
not
affordable
housing
can
be
accommodated
or
how
much
could
be
built.
There
should
be
determined
before
everything
gets
out
of
the
gate.
That's
my
understanding
of
you.
I
I'm,
looking
at
the
nature
of
the
shareholder
consent,
would
you
expect
that
would
be
something
that
would
be
a
little
more
formal
to
the
city
rather
than
a
large
report,
something
with
many
different
things
in
it
and
somewhere
in
there
is
about
revitalization
I'm
kind
of
getting
the
impression
that
you're
going
to
do
a
revitalization.
Let's
have
everything
up
front
know
what
you're
doing
everybody's
signed
off
that
ticked
all
the
boxes
as
to
what
can
or
cannot
be
accomplished,
as
well
as
the
financing
that
is.
I
I
I
Affordable
housing
office
role
here
was
this
sign
off
that
you
had
from
the
city
was
that
from
the
affordable
housing?
What
role
do
you
expect
the
affordable
housing
office
to
play?
We
have
create
T,
oh
and
we
have
TC
HC
and
we
have
the
affordable
office
housing
office
here
that
actually
has
oversight
over
we're.
All
large
amounts
of
money
are
for
building
new
housing.
Are
you
expecting
they're
going
to
be
involved
in
some
fundamental
way
or
which
city
department
is
the
city
manager,
deputy
fordable
housing
office?
C
Recommendation
is
that
all
be
at
the
table.
We
had
sign-off
from
each
of
the
areas
on
the
on
the
recommendations
and
it's
important
that
affordable
housing
be
there
to
identify
not
only
the
need,
but
the
funding
opportunities,
because
TCC
has
some
assets,
including
land
and
buildings.
Affordable
housing
does
need
housing,
there's
a
priority
there.
They
may
have
some
funding
together.
You
the
whole
may
be
better
than
the
sum
of
its
parts.
Okay,.
J
D
For
you,
mr.
chair,
so
when
the
planning
reports
came
to
before
before
the
community
councils
are
the
planning
reports
came,
they
had
four
because
it's
a
large
site
they
had
made
indicated
that
the
large
sites
policy
would
not
be
applied
because
there
were
financial
challenges
and
then
community
council
recommended
identifying
sites
and
funding
and
asked
for
a
report
back.
Yes,.
I
So
it
was
Toronto
and
East
York
Community
Council,
that
added
the
affordable
housing
and
that's
a
fairly
large
site.
It's
69
acres
so
but
it
didn't
quite
make
the
number
of
affordable
housing
units
that
would
be
expected
on
such
a
large
site.
Lawrence
Heights
is
a
hundred
acre
site
and
I,
see
there's
three
affordable
ownership
units.
There
is
there
your
does.
I
Your
report
intend
that
it
for
us
to
go
back
over
the
city
or
for
the
staff
to
go
back
and
look
at
what
opportunities
there
would
be
on
such
a
large
site
of
a
hundred
acres
to
increase
the
number
of
affordable
housing
units
and
how
to
do
that.
I
understand
the
house
pretty
important
mm-hmm
at
least
having
a
goal.
Question
we'll
go!
Sorry,
that's
my
last
question.
You.
C
Your
question
was:
is
my
intention
to
go
for
the
various
TCH,
see
affordable
housing,
the
various
groups,
to
go
back
and
rethink
to
see
if
there's
an
opportunity
to
grow,
affordable
housing,
leveraging
TCH,
see
leveraging
funding,
that's
available,
leveraging
expertise
of
cRIO
and
then
to
move
forward?
That
is
my
expect.
That
is
my
recommendation.
It's
really
for
City
Council
to
set
the
expectation
of
of
management.
Okay,
I
may.
A
Ford,
thank
you
very
much
mr.
chair
and
through
you
to
the
auditor
general
once
again,
I
think
I'm
very
repetitive
in
this
committee.
Thank
you
very
much
for
a
very
detailed
report,
so
throughout
your
on
it
with
trial,
community
housing
just
very
generally
I'm
and
I-
think
the
Chancellor
Fletcher
just
alluded
to
this
a
bit
off
the
top
of
her
questions.
But
what
was
the
relationship
like
with
Terron
treaty
housing?
Trophy
on
it
and
coming
to
your
recommendations?
Were
they
well
received
with
management
I.
C
Think
that
it's
a
relationship
going
forward
I
believe
if
everything
has
been
accepted
by
management,
I,
guess
what
my
hesitation
is
in,
that
I
think
everybody's
pausing
and
thinking
that
there
might
be
a
different
and
perhaps
a
better
way
forward.
So
I
think
it
just
takes
some
education
on
the
way
and
that's
kind
of
what
I
saw
during
the
audit
and
I
can
say
that
management
is
fully
on
board
and
and
I'm
looking
forward
to
moving
forward.
Okay,
excellent.
A
C
On
Monday,
we'll
be
launching
the
start
of
the
property
management
audits,
also
we'll
be
doing
work
on
vendor
management.
We
are
currently
underway.
We
have
rent
geared
to
income
and
we're
doing
a
shelter
audit.
We
have
waitlist
audit
underway,
we
may
come
back
and
do
the
construction
management
around
some
of
the
TC
HC
sites,
including
revitalizations,
that's
a
few
that
are
in
the
hopper
or
planned
and
underway.
So.
A
So
with
that,
without
being
said
and
I,
think
the
value
that
your
office
brings
to
the
city
and
and
to
bring
to
talk
to
many
housing
is
of
significant
help.
One
of
the
things
the
city
has
undertaken
is,
of
course,
two
tenants,
first
project
and
either.
Just
a
few
months
ago,
we
passed
a
motion
at
City
Council
about
a
governance
review
of
trial,
community
housing.
A
So
there's
a
lot
of
work,
that's
being
embarked
on
right
now
by
our
seeing
our
senior
city
leadership,
which
I'm
in
welcome
a
response
from
or
yourself
is,
is
how
were
you?
How
was
the
work
of
the
art
of
the
general's
office
and
this
report
and
future
reports
going
to
come
together
with
the
governance
review
and
in
how
we
work
together.
C
Thank
you
and
through
you
chair,
we
review
the
readiness
for
an
audit
and
sometimes
when
an
organization
isn't
change,
you
may
not
proceed
to
do
an
audit
at
that
time.
But
I
have
found,
though,
is
that
is
actually
the
perfect
time
to
conduct
an
audit,
because
you
lay
out
a
roadmap
of
lessons
learned
so
that,
as
you
move
forward
with
the
governance,
you
can
incorporate
the
new
the
take
from
the
old
issues
and
incorporate
it
in
the
new
approach
going
forward.
So
that's
that's
the
the
first
thing.
C
The
other
thing
we
do
is
we
do
a
phased
approach.
So
as
soon
as
we
finish,
a
phase
around
wait
lists
that
comes
out
as
soon
as
we
finish
ranked
your
income
that
comes
out
and
that's
why
we
have
this
overview
audit.
You
know
moving
forward
together,
it's
at
a
very
high
level,
because
we
wanted
to
start
everybody
off
in
the
right
direction
and
then
we
continue
to
put
information
to
feed
a
roadmap
of
how
things
could
possibly
change
going
forward.
A
J
B
B
I
Seconding
me
I
am
thank
you
so
much.
It
was
just
follow-up
to
that.
One
question
that
I'd
asked
and
and
I
know
that
your
proposals,
which
I
think
are
great,
actually
I'm,
so
happy
that
you've
gone
and
done
this.
Your
team,
you
and
your
team
that
in
the
Lawrence
Heights
conversation
I
wasn't
clear
with
a
hundred
acres.
I
Would
you,
through
your
report,
assumed
that
through
the
city
through
the
Krejci,
oh
and
through
TCH,
see
that
everyone
go
back
and
have
a
look
at
where
the
opportunities
might
be
to
add
some
affordable
housing
there
or
whether
that
ship
is
to
just
decide?
Does
that
ship
sailed
or
is
it
possible
to
add
any
new
in
in
Phase
two
Lawrence
Heights,
but
that?
What
would
your
expectation
be
at
this
point
that
an
auditor
general
I'm.
I
C
By
my
recommendations
and
my
recommendations
outlined
that
before
you
proceed
to
beyond
each
gate,
that
you
take
a
pause,
bring
the
parties
together
and
leverage
any
opportunities
you
can
because
I
don't
know
that
you're
gonna
get
a
second
chance,
so
I
think
it's
timely.
I
can
say
that
the
city
seems
to
be
on
board.
I
feel
that
Chris
Murray
and
the
team
has
supports
it.
I
know
the
TCH
see
it.
I
A
Thank
you
very
much.
Mr.
chair
and
I
do
have
one
follow-up
question,
so
I
will
be
brief
in
in
your
presentation.
In
your
staffs
presentation,
you
mentioned
right
near
the
top
of
it
about
staff,
recommendations
and
staff
advice
getting
to
Council
in
a
timely
manner,
as
well
as
a
very
I
guess
in
cumbersome
manner
and
really
having
the
best
advice
possible.
A
C
So
a
couple
of
thoughts
that
we
had
would
include
for
each
phase
to
really
bring
a
consolidated
view
of
where
the
city
is
on
each
face
and
that
would
be
budget
versus
actual
the
source
of
funds.
The
timeliness
are
there
material
changes
the
progress
to
make
sure
at
each
phase,
because
maybe
there
may
be
some
changes.
C
Some
support
to
help
I
think
what
can
happen
sometimes
is
that
when
the
news
is
bad,
perhaps
people
make
the
management
team
in
other
organizations
also
may
not
want
to
bring
that
to
the
board
because
it's
challenging,
but
that's
when
you
need
the
most
help,
and
you
need
to
look
at
that
diagnosis
to
keep
on
track
to
keep
moving
forward.
So
it
needs
to
be
a
lot
better
than
it
is
now,
and
you
have
to
from
the
Iacobucci.
C
J
J
How
would
we
be
able
to
get
an
update
on
all
these
recommendations?
Where
are
they
going
to
go
so
we
know
they've
been
they've
been
implemented,
or
you
know
is
at
one
point
which
who's
gonna
see
it
councils
could
see:
executive
community
planning
committee
who's
going
to
see
these
recommendations
once
they've
been
implemented.
Well,.
C
I,
thank
you
through
your
chair.
You
should
see
change
happening
right
away.
I
understand
the
city
is
moving
on,
though
TCH
is
moving
on
this.
Oh,
you
should
see
change
happening
right
away,
but
I
will
formally
report
out
on
each
and
every
recommendation
and
satisfy
myself
that
it's
been
fully
implemented
before
I
will
close
it
so
I'll
keep
bringing
it
back
to
the
TCC
board
and
then
through
here,
to
into
the
audit,
could
be
on
a
committee
and
then
through
to
Council.
So
we're
updating,
okay,
okay,.
J
B
I
Thank
You
mr.
chair
I
was
very
excited
to
see
this
report
and
very
happy
to
see
the
Auditor
General's
report
understand
that
she's
been
working
on
this
since
late
2017
and
just
want
to
congratulate
her
and
her
staff
on
this
report.
It's
very
difficult,
you're
not
actually
doing
with
the
city
department
you're
doing
with
the
third
party
and
all
of
the
I
guess
different
structures
that
exist
compared
to
a
city
division
with
the
deputy
city
manager,
city
manager,
in
order
to
get
things
clear.
I
So
I
just
congratulate
you
on
the
clarity
in
your
report
and
I.
Think
when
we
started
all
of
the
revitalizations.
Affordable
housing
wasn't
an
acute
issue
in
the
city.
It
we
were
doing
something
great
by
rebuilding
the
housing
that
had
become
stale
or
just
in
the
case
of
dawn
mount
the
repair
bill
was
going
to
be
40
million
dollars.
I
The
stunning
lead
example
where
people
do
come
from
around
the
world
to
see
this
revitalization
and
I'll
note
that
in
every
major
city
that
has
social
housing,
that
there
are
these
key
sites
of
this
type
that
have
been
redone,
that
you
visit
to
see
how
they've
managed
to
do
that,
including
an
economic
development
framework.
So
that
was
the
start.
But
now,
when
we
look
at
where
we
are
today,
we
realized
that
we
truly
do
have
a
very
big,
affordable
housing
issue.
I
would
also
say
than
all
the
large
sites
that
are
just
normal
planning
sites.
I
If
you
were
to
do
that
review,
you
would
also
find
that
we
haven't
achieved
an
affordable
housing
target
we've
taken.
Perhaps
cash
in
lieu
we've
done
this.
We've
done
that
and
I'm
just
now
calibrating
a
couple
of
my
large
sites
to
think.
Oh
I.
Don't
think
we
met
that,
so
we're
need
to
be
fairly
vigilant,
given
what
is
going
on
and
our
deputies
are
very
clear
that
the
world
is
changing.
I
We
have
run
evictions,
we
have
gentrification,
we
have
clearances
really
in
the
old
part
of
the
city,
people
being
moved
out
because
the
rents
are
going
up
and
there's
not
a
lot
of
replacement,
affordable
housing.
So
this
is
very
I.
Can't
tell
you
how
timely
your
report
is
to
say
people
you
have
land.
Are
you
using
it
to
the
highest
and
best
use?
And
by
that
I?
Don't
think
you
mean?
Are
we
getting
the
major
dollar
value?
I
Think
one
of
the
top
goals
of
the
city
and
of
the
citizens
of
this
city
as
well,
so
we're
very
aligned
with
our
residents
on
that,
and
this
report
in
saying
please
get
together,
bring
everyone
together
and
in
that
I
understand
it
would
be
TC
HC
create
T,
oh
and
I'm,
really
going
to
stress
the
affordable
housing
office
which
has
carriage
of
affordable
housing
building
in
the
City
of
Toronto.
So
that
part
just
isn't
as
clear
as
I
think
it
could
be,
because
there's
so
many
divisions
when
you
say
city
and
the
city
everybody
hears.
I
Oh,
that's
me!
That's
me!
That's
me,
that's
planning,
that's
Community!
Development,
that's,
but
I
do
think.
We
need
that
strong
lead,
which
is
in
charge
to
make
sure
that
these
things
are
being
realized
in
the
way.
There
are
three
sites
and
they
were
put
aside
at
TCH,
see
there's
fir
Grove,
there's
more
tights
and
there's
Don
Somerville,
where
I
think
that
the
board
and
I
believe
planning
a
house
and
I
would
hope
this
committee
would
say.
Have
you
met
the
have?
I
B
A
This
report
is
due
in
the
next
few
months,
so
just
keeping
everyone's
minds
open
to
how
this
work
coincides
with.
That
I
think
is
very
useful
and
very
important.
So
thank
you
once
again,
ma'am
honorary
general
and
proud
to
be
the
housing
staff
who
is
here.
I
know
our
CEO
Kevin
Marshman
is
here
so
under
good
leadership
and
and
this
is
good
work,
so
thank
you
very
much.
Thank.
B
I
will
take
a
moment
just
to
make
one
brief
comment
and
I
wanted
to
recognize
an
important
question
that
councilor
Annunziata
asked,
which
was
you
know?
How
do
we
know
that
this
is
these
recommendations
are
going
to
be
implemented
in
a
particular
attention
to
recommendation
number
one.
This
is
where
I
thought
about
some
other
committee
work
I
have
the
privilege
of
serving
on
the
Special
Committee
on
governance,
and
the
idea
is
not
new
about
looking
at
the
relationship
between
city
agencies
and
City,
Council
and
so
I.
B
Think,
with
my
moment,
to
speak
to
I
would
just
put
a
plug
in
for
the
work
of
that
committee.
This
very
idea
has
crossed
the
table
and
I'm
not
suggesting
that
we
make
a
formal
motion
to
do
that
or
a
formal
exercise,
but
maybe
it's
the
open
request,
as
a
member
of
that
committee,
that
councillors,
with
particular
expertise
on
agencies
boards
and
commissions,
take
a
moment
to
think
about
how
the
relationship
between
the
area
that
they
serve
and
council
could
be
improved
under
the
guise
of
Special
Committee
on
governance.
B
K
C
B
Have
item
a
you,
2.2
Fleet
Services
operational
review
phase.
1
lengthy
downtime
requires
immediate
attention
we're
going
to
hear
that
in
conjunction
with
au
2.3,
fleet
services,
operational
review
phase,
1
stronger
corporate
oversight
needed
for
underutilized
vehicles,
we
have
a
presentation
from
the
Auditor
General
and
her
team.
C
Thank
you
and
good
morning
again
to
my
left.
I
have
Claire
Feng
knew
she
is
a
senior
on
this
audit
and
to
my
right,
I
have
Jane
yang
who's.
This
is
her
last
audit
committee.
The
operational
review
was
in
our
2018
work
plan,
and
this
is
the
first
phase
of
our
audit
and
we,
this
is
the
first
phase
of
our
audit
and
we
looked
at
maintenance
and
underutilized
vehicles.
There
are
other
phases
to
come.
L
However,
we
use
a
more
conservative
threshold,
we
analyze
them
by
5,000,
kilometers
and
125
engine
hours
and
we
what
we
found
was
15
divisions
and
teeth,
see
had
183
underutilized
vehicles
in
2017
and
that
was
increased
to
230
in
2018.
That's
about
18%
of
the
total
fleet.
It's
about
one
in
six
vehicles
in
the
fleet
that
is
underutilized,
I
have
to
point
out.
Our
analysis
does
not
include
TTC
and
police
feeds.
Those
feeds
are
independently
managed
by
their
own
divisions.
By
there
are
these
agencies
themselves
so
move
on.
L
L
They
claim
more
than
5,000
kilometers
within
that
year
with
in
2018,
and
the
total
crane
values
is
about
1.5
million
in
city,
the
posses
we
pay
of
54
cents
per
kilometers,
so
this
next
chart
shows
you
the
top
five
groups
with
underutilized
vehicles
and
also
a
large
amount
of
staff.
Kilometer
claims.
So
on
your
right-hand
side
on
the
chart,
the
orange
bar
shows
you
the
number
of
underutilized
vehicles.
There
are
five
divisions
and
TCS
accuracy
on
on
this
chart.
L
On
your
left-hand
side,
the
blue
sessions
are
the
number
of
staff
who
claim
between
three
thousand
and
five
thousand
kilometers,
so
the
FH
pay
is
about
$2,000
per
person
and
the
little
purple
sigh
at
the
end
is
the
number
of
staff
who
claimed
more
than
5,000
kilometers
and
it's
above
3,600
fh
pay
within
that
year.
So
the
the
issue
of
under
news
fleet
is
not
a
new
issue
in
the
city.
In
fact,
our
office
has
raised
this
many
times
it
can
take
back
to
2004
when
we
issue
our
first
fleet
operational
report.
L
As
you
can
see
on
this
chart
and
subsequent
to
that
2012
in
the
TCC
feet
management
report
we've
mentioned
that
2013.
Another
audit
report
mentioned
very
underutilized
vehicle
2015.
When
we
did
the
TTC
non-revenue
recall,
we
also
highlighted
under
euthanized
vehicles,
so
freed
cities
resurfaces
has
implemented
our
recommendations.
L
The
current
post
has
that
done
by
fleet,
for
the
ongoing
review
only
cover
the
last
one
like
duty
vehicles
so
within
lightly,
because
there's
cars,
one,
those
other
sedans
vehicles-
has
to
are
the
pickup
truck
and
went
and
vents
and
has
to
even
into
a
light
duty
vehicle.
They
are
not
included
in
the
end
you
review
by
fleet
at
this
point,
so
this
to
us
is
a
classic
example.
You
can
see
when
we
look
at
the
the
change
over
the
years
so
in.
L
So
there
are
many
opportunities
for
to
address
and
strengthen
couple
sites
and
to
address
these
issues
within
the
division
levels.
There
are
opportunities
to
maximize
cashiering
within
the
divisions
or
between
divisions
at
the
corporate
level.
The
underutilized
we
co
can
be.
We
are
located
two
other
divisions,
they
need
the
vehicle
or
to
reduce
these
number
of
vehicles
for
attrition.
So
I.
Just
thank.
C
You,
the
second
area
we're
looking
at
is
the
lengthy
vehicle
downtime.
There
are
four
classes
of
vehicles
like
vehicles,
medium
vehicles,
heavy
vehicles
and
also
some
equipment.
So
the
light
vehicles
are
the
vehicles
that
we
use
to
attend
meetings,
MLS
uses
them
for
inspection
and
enforcement.
Medium
vehicles
are
those
pickup
trucks
that
Parks
and
Rec
would
use
and
and
their
use
dump
trucks
used
for
various
cities
operations.
C
Heavy
vehicles
are
the
garbage
trucks,
the
sweepers
that
clean
the
roads
and
then
the
equipment
can
be
the
small
snowplows
that
clean
the
sidewalks
and
the
forklifts
in
October.
2017
police
services
contracted
out
most
of
the
light
duty
vehicle
maintenance
on
a
turn
of
service
delivery
model,
and
this
was
done
to
develop
an
a
specialty
in
the
medium
and
heavy
duty
to
get
the
medium
and
heavy
duty
repairs
moving
quickly.
It
was
helped
to
reduce.
C
It
was
meant
to
help
to
reduce
downtime
and
also
to
improve
preventative
maintenance,
regardless
of
whether
you
do
maintenance
in-house
or
you
contract
get
out.
The
outcomes
is
how
you
manage,
and
so
it's
really
important
to
use
those
outcomes
to
track
and
unpack
when
you
are
not
meeting
a
target.
So
to
give
you
a
split
of
the
work,
the
city
garages
really
take
care
of
now.
The
medium
and
heavy-duty
vehicles,
off-road
vehicles
and
also
minor
repairs
relate
duty.
Vehicles
such
as
changing
light
bulbs
and
what's
been
contracted
out
in
2017.
C
To
allow
for
capacity
is
really
the
light.
They
repairs
the
light
duty
vehicles,
oil
changes,
normal
repairs,
some
specialized
repairs
and
overflow
from
the
city
garages.
So
when
you
do
contracting
out,
you
will
expect
over
time.
You
should
see
improvement
if
you're
managing
by
outcome.
Sometimes
there
is
a
delay
because
legacy
processes
remain
so
the
next
slide
shows
us
that
the
target
for
the
light
vehicles
is
not
being
met.
Its
actuals
22
days
versus
a
target
of
6
to
8
days.
C
The
target
for
the
medium
vehicles
is
14
days
and
they're
tracking
at
38
days,
and
the
target
for
the
heavy
vehicles
is
31
to
48
days
and
they're
tracking
at
51
days.
Vehicle
town
downtime
is
the
length
of
time
the
vehicles
are
out
of
service
for
maintenance
and
repairs,
and
we
analyze
two
months
of
data
from
2018
and
found
that
one
in
seven
vehicles
or
equipment
were
out
of
service
daily.
C
This
is
worth
68
million
dollars
in
assets
sitting
idle
every
day,
1/5
of
the
medium
and
one-third
of
the
heavy
duty
vehicles
browsers
daily,
your
most
costly
vehicles,
one-third
of
the
heavy
vehicles
are
out
of
service
daily
and,
as
you
can
see
in
the
tables,
the
the
targets
are
not
being
met
now,
but
I'm,
confident
that
a
fleet
will
undertake
to
unpack
any
delays
so
that
it
can
improve
the
targets.
The
parts.
L
Delay
yeah,
so
three
surfaces
purchased
about
six
millions
in
parts
every
year
in
2000
and
and
18
from
parts
of
supplier
in
its
contract
with
the
city.
The
path
supplier
agreed
to
provide
85
percent
of
the
path
to
the
city
upon
a
purchase,
ponder
purchases
about
immediately,
and
that
can
be
done
because
this
supply
actually
operate.
Part
room
inside
cities
are
forming
garages.
When
we
analyze
the
data.
What
we
found
was
in
there,
80
percent,
delivered
to
us
upon
a
purchase.
L
C
C
You
get
the
part
within
an
hour
and
you
go
and
you
complete
your
repair,
it's
good
to
order
those
parts
up
front,
but
sometimes
you
might
forget
something
and
that's
why
you
would
measure
based
on
the
amount
of
time,
because
when
a
part
is
delayed,
the
repair
is
delayed,
the
downtime
happens
and
vehicles
are
sitting
idle.
So
that's
the
way
it
should
work.
So
this.
L
Next
slide
show
you
and
other
indicators
measuring
the
repair
quality.
What
in
the
industry
call
is
come
back?
Essentially
it's
looking
at
the
repeater
repair
within
a
short
time
frame,
so
we
look
at
to
time
frame
that
come
back
within
30
days
and
come
back
within
60
days,
the
repeater
repair,
and
we
we
do
expect.
L
It's
about
24
percent,
one
in
four
repair
in
those
heavy
duty
vehicles
need
to
be
done
again
within
sixty
days
and
that
it
could
be
another
reason
we
have
a
lots
of
downtime
and
so
on
average,
these
cars,
a
vehicle,
requires
16
work
orders
within
a
year.
So
that
means
it's
more
than
one
widget
to
the
garage
every
month.
So.
C
Big
fleet
does
have
the
information,
and
so
it's
important
to
unpack
those
numbers
perhaps
is
training
because
there's
been
a
shift
for
the
light
duty
vehicles
to
go
out
and
we're
doing
more
heavy
duty
vehicles.
Maybe
it's
a
part
delay.
Maybe
it's
a
garage,
maybe
it's
a
person.
So
you
have
the
information
within
the
system.
If
you
can
unpack
that
you
can
get
at
the
areas
where
the
delay
is
occurring
and
reduce
it
down
time.
L
So
this
slide
shows
the
currently
creep
fleets
claims
about
10%
of
the
parts
that
fail
within
the
warranty
period
and
we
don't
claim
any
labor
cost
to
install
the
parts.
So
we
are
calculated
if
fleet
was
able
to
claim
successfully
claim
about
80%
of
the
path
within
warranty
and
a
portion
of
the
labor
cost.
The
city
could
have
saved
about
400
thousand
a
year
and
currently
fig
fleets
elect
that
dedicated
staff
to
review
and
track
the
this
is
called
an
aftermarket
parts.
C
If
may
last
slide
and
then
we'll
have
a
video
of
2
minutes,
3
minutes,
we've
made
17
recommendations
and
I
can
say
that
fleet
is
underway
with
having
a
good
contract
with
the
the
parts,
supplier
and
I
think
that
it's
a
matter
of
taking
out
the
old
processes
and
systems
and
really
moving
forward
with
how
they've
now
restructured
we're
early
in
the
process.
It's
a
good
time
to
be
here
since
they've
contracted
out,
but
you
need
to
know
a
1
get
rid
of
those
legacy
processes
that
are
problematic.
M
M
The
city
of
Toronto's
fleet,
Services
Division,
takes
care
of
5,000
vehicles
worth
330
million
dollars.
These
vehicles
are
essential
to
the
city's
day-to-day
operations.
The
city
has
nine
garages
that
repair
and
maintain
the
fleet.
Every
day
at
least
fifteen
percent
of
the
city's
fleet
is
out
of
service.
M
That's
sixty
eight
million
dollars
a
day
sitting
idle
vehicles
are
out
of
service
called
downtime
for
maintenance
or
repairs
on
average
every
day,
thirteen
percent
of
light
duty
vehicles,
twenty
one
percent
of
medium
duty
vehicles,
thirty
one
percent
of
heavy
duty
vehicles
and
ten
percent
of
equipment
are
out
of
service.
That's
fifteen
percent,
or
one
in
seven
units
of
the
entire
fleet.
M
Fleet
Services
buys
six
million
dollars
worth
of
vehicle
parts
every
year.
These
are
used
by
city,
mechanics
for
repairs
and
maintenance
work.
The
city's
supplier
is
supposed
to
have
most
parts
or
85%
available
immediately,
but
fleets
data
systems
showed
that
the
parts
were
only
available
immediately.
21
percent
of
the
time
when
parts
aren't
available,
mechanics
have
to
wait
before
they
can
work
on
a
repair
which
means
vehicles
in
the
city's
fleet
are
out
of
service
for
longer
than
they
should
be.
The
city
contracts
out,
some
maintenance
work
to
external
vendor.
M
It
can
take
several
days
before
fleet
even
schedules,
a
vehicle
for
service,
and
it
can
take
five
or
more
days
before
Fleet
Services
approves
a
vendor's
repair
estimate.
For
example,
an
oil
change
on
average
results
in
three
days
of
downtime
generally
vehicle
parts
come
with
warranties
fleet
services
claimed
warranties
for
only
10%
of
parts
that
fail
to
prematurely
City
mechanics
also
spent
thousands
of
labor
hours,
removing
and
reinstalling
these
defective
parts
fleet
Services
has
not
asked
the
supplier
to
reimburse
them
for
those
hours.
M
The
city
could
have
saved
at
least
$400,000
per
year
if
it
had
successfully
claimed
80%
of
warranties
and
the
associated
labor
costs.
The
Auditor
General
has
made
14
recommendations.
These
will
help
fleet
services
to
reduce
downtime,
better
manage
its
vendor
contracts
and
take
better
advantage
of
warranties.
The.
K
This
is
kind
of
a
general
question.
I
may
end
up
asking
it
at
a
number
of
for
a
number
of
reports,
but
I'm
sort
of
mystified
with
a
lot
of
these
that
that
it
takes
the
Auditor
General
coming
in
to
identify
these
things,
and
so
there
must
be
some
kind
of
underlying
cultural
cause,
or
you
know
the
way
we
do
been
this
year
cause
like
some
of
these
things
seem
so
obvious,
and
this
applies
to
a
lot
of
your
reports
that
do
you
have
any
explanation,
any
common
thread.
C
The
city
manager
and
I
were
conversing
on
potential
themes
that
were
kind
of
both
seeing
one
of
the
things
I
see
is
working
in
silos
and
that
really
came
through
in
the
TCH
see
report
so,
and
it
might
be
because
when
the
city
came
together,
some
of
the
services
had
to
continue
to
operate
in
the
divisions
are
very
strong
and
capable,
but
there
has
to
be
an
overall
coordination
and
that's
not
happening
to
the
degree
I
think
it
should.
The
second
area
is
contract
management,
contract
management.
C
We
have
a
great
contract
with
the
parts
supplier,
for
example,
but
the
compliance
with
that
contract
and
the
reporting
against
those
KPIs
in
the
contract,
really
we're
not
happening
so.
Contract
management
is
important.
When
you
contract
out
it's
not
out
of
sight
out
of
mind,
it's
making
sure
that
the
work
that
is
being
done
by
others
is
being
done
to
your
specification.
So
that
brings
me
to
the
third
one
and
that's
managing
by
outcomes.
C
When
you
put
when
you,
for
example,
the
fleet
contract
was
a
great
contract
because
what's
important
to
fleet
is
not
where
or
where
they're
getting
the
parts,
but
actually
the
time
to
have
the
part
on
the
floor,
so
it
can
go
into
the
vehicle.
So
timeliness
is
what
the
KPI
is,
if
you
managed
by
outcomes
and
let
other
things
take
care
of
itself,
I
feel
that
you're
gonna
do
better.
So
the
first
thing
is
silos.
B
K
You
I
guess
it's
the
same
question
of
whoever
in
management
wants
to
field
this,
but
I'll
just
sort
of
give
a
preamble
if
your
car
was
if
you're,
relatively
new
via
tively
new
well-maintained
vehicle
was
in
the
garage
one
day
out
of
seven,
you
would
know
that
either
you'd
bought
a
lemon
or
there
was
something
wrong
with
your
mechanic
or
something.
So
it
would
be
obvious
to
you
that
there
was
a
problem
you
need
to
solve.
So
how
can
we
have
these
types
of
conditions
where
oil
change
takes
three
days?
N
Thank
you
for
the
question
through
you,
mr.
chair,
when
it
comes
to
a
light
duty
vehicle
and
the
turnaround
time
for
three
days.
It's
not
always
just
apparent
that
its
own
oil
change.
These
vehicles
also
come
in
to
make
sure
that
they're
safe
to
go
out
on
the
road,
and
that
ends
up
being
a
revision
into
an
estimate.
And
then
that
has
to
go
through
the
approval
stages
with
the
contract
coordinator
and
then
also
then,
to
the
supervisor
to
authorize
and
approve
the
change.
N
K
I'm
just
saying
if
this
was
my
question,
was
you
know
how
do
we
not
notice
that,
like
I
I
assume
management
has
agreed
with
the
recommendations
here
that
things
are
not
as
they
should
be,
so
the
question
broadly,
is:
why
does
it
take
an
auditor
general's
report
for
management
to
see
that
things
aren't
as
they
should
be
when
it
does
seem
like
it
should
be
something
that
would
pop
out
at
you.
So.
F
It's
it's
things
that
we've
actually
also
learned
to
that
are
actually
accelerating.
Some
of
the
discussions
we'll
be
having
with
the
team,
but
I
want
to
make
sure
that
it's
quite
clear
that
we
that
the
auto
general
report
really
substantiates
what
we're
actually
working
through
an
actual
fact
that
actually
helps
us
with
some
of
the
accelerations
on
key
items.
A
Thank
you
very
much.
Mr.
chair,
I
didn't
have
a
list
of
questions
somewhere
here
so
to
start
off
on
page
three
of
the
presentation
I'm
right
at
the
top,
so
on
average
we
have
18
percent
of
the
city's
fleet.
Is
that
correct
18
percent
underutilized
now
when
in
the
downtime
inertia
frame
at
this
race,
so
in
the
downtime
of
the
city's
fleet?
Is
that
affecting
city
operations?
So
we
have
one
side.
Is
the
value
for
money
and
the
downtown
of
the
vehicle
by
city
operations
being
affected?
And
if
so,
what's
the
value
to
that.
C
So
there's
two
things
that
I
threw
you
chair,
that
I
believe
you're
speaking
about
one
is
the
underutilized
vehicle
and
the
the
price
of
having
an
asset
sit
there
and
have
to
be
maintained,
because
you
do
have
to
do
every
six
months,
a
certain
amount
of
main.
So
there's
a
price
to
that
and
I
believe
that
my
team
will
pull
that
out
for
you
on
the
other
side
of
downtime
for
vehicles
which
is
in
repair
and
maintenance.
C
A
A
So
so
with
that,
so
with
the
industry
standard
and
3.7
million
dollars-
and
this
is
for
right
across
the
city
for
reimbursement-
so
that's
light
duty,
but
we
wouldn't
use
personal.
So
this
must
only
be
for
light
duty
vehicles,
okay,
and
you
see
that
there
is
an
opportunity
that
we
could
be
optimizing.
The
light
used
vehicles
more
to
save
here,
correct.
C
And
I
would
like
to
recognize
that
the
fleet
has
a
pilot
project
that
they
are
starting
and
I
think
you're
moving
along
with
the
technology,
but
it's
important
to
get
that
in
place.
I
think
sooner
rather
than
later
and
think
about
the
car
share
program
in
the
city.
I
mean
that's.
The
kind
of
thing
that's
needed
at
the
city
is
something
like
that
and
an
easy
way
to
get
into
the
vehicle
so
that
you
can
use
it
by
booking
it
online
and
get
into
the
vehicle.
A
A
This,
of
course,
is
being
definitely
for
a
number
of
years.
I
think
2004
I
was
in
grade
five,
so
I
can't
go
back
there,
but
it
has
this,
so
this
has
been
ongoing.
So
have
we
ever
did
a
change
of
policy?
Have
we?
What
have
we
done?
If
anyone
has
the
contacts,
the
historical
context
here?
What
decisions
have
City
Council
made
to
try
and
curve
this
in
the
past
or
why
hasn't
that
come
up.
N
Thank
you
for
the
question
through
your
mr.
chair,
we've
put
a
plan
through
the
green
fleet
program,
so
we
outlined
it
in
green
fleet
that
we
would
maintain
about
20
percent
and
work
with
divisions
on
lowering
that
which
we
called
right
sizing
the
fleet,
so
our
mark
and
target
has
been
20%
over
the
last
couple
of
years.
It's
been
close
to
that
so
2017
was
about
19%
and
last
year
was
about
22%,
but
we
continue
to
monitor
with
our
client
divisions
and.
N
So
we
sent
communication
to
our
client
departments
twice
a
year
to
make
sure
that
they
understand
that
to
have
vehicles
that
they
aren't
used
inappropriately
they
base
their
decision
on
operational
requirements
to
justify
why
they
continue
to
need
those
vehicles.
We
will
continue
to
work
with
them
to.
You
know,
change
their
perception
and
offer
again
what
the
Auditor
General
just
mentioned
about
a
car
sharing
program
that
we're
piloting
right
now,
which
I
think
is
great
great.
N
Through
mr.
chair,
it
was
outlined
that
Fleet
Services
did
recognize
in
2015
and
bring
to
Council
that
in
2016
and
needed
a
complete
restructuring
and
organization
at
the
time
we'd
set
out
these
targets
and
implemented
a
five-year
plan
which
started
18
months
ago
and
we're
just
into
that.
It
was
recognized
at
the
time
at
that
point
that,
yes,
the
vehicles
that
are
out
for
such
a
lengthy
period
of
time
needs
to
be
corrected.
B
Thank
You
councillor
any
other
questions
from
the
committee.
I
will
take
a
moment
to
ask
a
couple.
The
first
couple
of
questions
is
for
the
audit
team
and
then,
if
there's
time,
I'll
ask
one
of
fleet
services,
given
that
Fleet
Services
is
a
central
service
centralized
and
it
provides
services
to
the
various
departments
in
the
city.
I'll
ask
you
this
there's
a
piece
in
there
about
the
time
it
takes
for
a
department
to
come
and
pick
up
their
vehicle
after
it's
done.
Maybe
the
broad
question
is:
is
what
are
the
things?
B
The
habits
of
the
users
of
this
service
out
there
that
are
of
concern
that
need
to
be
communicated
or
changed
and
I'll
circle
around
that
one
particular
one
I
think
there
was
a
finding
that
you
know
the
apartments
got
to
get
and
come
pick
up
their
vehicle
faster,
because
if
it's
sitting
around
in
a
parking
lot
for
a
day
or
two,
then
really
we
have
a
larger
fleet
to
make
up
for
that
loss
of
productivity.
So
what
were
the
general
things
that
need
to
go
out
to
the
division
areas?
The
key
messages
I.
C
Would
summarize
it
into
one
message
and
that
message
is
as
a
city
we
provide
services
to
citizens,
but
as
a
city
we
should
operate
as
a
business,
and
so,
if
you
had
a
business
and
you
had
a
car
that
needed
an
oil
change,
you
would
take
that
car
to
the
garage.
You
may
you,
since
it
should
only
be
a
half
an
hour
or
an
hour.
You
would
maybe
work
on
your
laptop
and
then
come
back
to
work.
If
it
was
a
longer
repair,
you
would
have
a
shuttle
back
and
forth.
That's
what
you
would
do.
C
C
Sometimes
the
old
processes
aren't
worked
out,
so
a
vehicle
may
be
brought
to
Fleet
Services,
who
brings
it
to
the
garage
and
then
the
Graduate
brings
it
back
to
Fleet,
Services
and,
and
so
there's
not
really
the
coordination
that
should
happen
instead
of
trying
to
fix
each
process.
Think
about
it
from
a
business
perspective
and
what
you
would
do
if
you
owned
that
business
and
that's
how
it
should
operate
in.
B
The
car
in
the
report
in
it
says
that
in
the
contract
there
were
performance
thresholds.
Forgive
me,
I
think
it's
85%
of
parts
need
to
come
in
an
hour,
and
then
there
was
an
interesting
component
in
the
report
that
talked
about
folks
down
in
New
York,
who
found
a
similar
calculation
issue
with
the
performance
on
that
I.
Wonder
if
you
could
elaborate
a
little
bit
further
around
the
timing
and
the
details
of
that
you
know:
did
the
vendor.
No
one
have
the
feedback
from
that
audit.
B
C
There
was
a
contract
change
in
twenty
twenty
eighteen
and
in
the
new
contract
compared
to
the
old
contract.
There
was
a
formula
that
was
defined,
so
there
was
a
difference
in
the
way
that
the
contractor
calculated
the
point
of
sale
and
point
to
purchase
and
and
what
the
city,
what
our
calculations
were
based
on
the
contract
and
the
information
source
was
based
on
the
information
source
that
was
identified
in
the
contract
as
a
fill
rate,
the
vendor
was
using
something
else.
It's
important
that
both
parties
come
together.
C
The
the
priority
is
to
make
sure
the
parts
are
available
on
the
floor
within
an
hour
85%
of
the
time.
So
I
think
this
is
a
unawakened
and
a
lens
and
I
know
that
fleet
is
on
it.
One
more
thing
when
you
have
a
contract,
the
reporting
against
those
timelines
that
are
in
the
contract
and
the
vendor
has
to
perform
is
important
and
when
they
don't
meet
that
there's
a
penalty
that
occurs
and
it's
important.
C
B
You
and
last
question
fleet
services,
I
mean
I,
get
the
mechanics
working
on
the
car,
they
need
a
battery,
they
need
oil
or
whatever
it
is
they
need,
and
they
can't
you
can't
your
your
folks
can't
get
the
part
within
an
hour.
Why
don't
you
just
take
a
Purchase
card
and
go
to
Canadian
Tire
and
get
what
you
need
and,
and
it's
a
tongue-in-cheek
wave,
maybe
saying
you
know,
can
we
get
a
second
vendor
or
or
another
way,
if
you're
not
getting
what
you
need
out
of
this
contract?
B
N
Thank
you
for
your
question.
So
first
I
just
want
to
add
a
little
component
that
we
did
have
a
fleet
maintenance
information
system
that
we
added
a
component
to
be
able
to
track
accurately
the
time
it
takes
for
ordering
parts.
So
that
was
part
of
the
first
implementation
to
be
able
to
hold
the
the
vendor
accountable.
N
Also,
it's
our
based
on
our
rotation
of
inventory
so
that
we
have
some
old
stock
based
on
having
still
the
class
one
and
two
vehicles
on
the
shelf.
It's
removing
those
and
putting
in
now
parts
that
we
see
more
on
a
heavier
duty
vehicles.
So
we
continue
to
work
with
the
vendor
and
to
improve
and
I
think
you'll,
see
the
numbers
change
and
now
that
we
have
a
complete
way
of
vetting
their
information.
J
J
Are
there
not
rules
when,
when
somebody
submits
in
a
proceeding
and
and
it's
identified
that
you
put
in
more
mileage
than
you're
entitled
to
to
say
something
at
that
point
or
like
I,
just
don't
understand
how
this
went
through
without
without
any,
without
the
staff
bringing
it
board
or
commenting
to
the
staff
that
did
claim
it
I
mean
for
countless
when
we
submitted
our
receipts.
If
it's
not
a
hundred
percent,
they
bring
it
down,
they
don't
pay.
You
I.
L
Through
you,
mr.
chair,
actually,
city
has
a
kilometer
claim
policy
and
every
division
on
all
the
staff
have
to
adhere
to
it
and
and
the
claim
has
to
be
approved
by
the
management,
so
these
are
approved
kilometer
claim
reimbursements
by
within
each
division.
They
they
approved
us
after
are
some
legitimate.
Sometimes
there
are
legitimate
use
that
city
needed
their
staff
to
use
the
personal
vehicles,
and
then
we
immerse
them
at
the
appropriate
rates.
L
So
what
we
point
out
here
is
it's:
why
we
have
quite
a
few
vehicles
is
underutilized
driven
less
than
five
thousand
kilometer
per
year.
On
the
other
hand,
we
are
also
providing
kilometer
reimbursement
to
quite
a
few
staff
who
about
claim
about
five
thousand
at
that
point
to
us,
there's
some
coordination
and
more
like
oversight
and
review
that
need
to
be
done.
So
why.
F
If
they're
over
so
find
me
just
two
complet
with
what
the
assistant
auto
general
said,
there
is
a
policy.
The
policy
is
very
specific
that
these
are
related
to
business
requirements.
The
appropriate
managers
do
sign
them.
All
of
these
are
business
requirements.
That's
why
they're
signed
there
is
a
policy
for
it.
F
What
the
what
the
assistant
Auditor
General
is
saying,
is
that
there's
an
opportunity
to
look
at
the
underutilized
vehicles
and
the
personal
and
it's
not
personal,
uses
actually
they're
using
personal
vehicles
to
do
business,
and
what
we
can
do
is
see
if
there's
an
opportunity
to
actually
utilize
more
of
the
unused
vehicles.
That's
what
she's
saying
not
that
they're
not
using
their
vehicles
for
vehicle,
they
absolutely
are
using
their
vehicles
for
business.
I,
just
want
to
clarify
that.
J
C
Me
let
me
clarify
mr.
chair:
on
the
one
hand,
we
have
vehicles
that
are
underutilized,
maybe
three
or
four
thousand
kilometres
five
thousand
corners
sitting
at
the
city
and
being
maintained
every
six
months
and
on
the
other
side
we
have
people
using
their
own
vehicles
and
being
paid
kilometers,
and
some
of
the
some
of
the
payments
are
in
some
of
the
kilometers
is
quite
high.
So
we
said
having
a
citywide
lens
what's
available.
C
Where
are
they
have
have
pods
of
cars
that
can
be
booked
so
that
staff
can
to
the
best
of
their
ability,
leverage
the
underutilized
vehicles?
There
are
times
when
it
makes
more
sense
to
use
a
personal
vehicle,
but
for
the
most
part,
where
there's
a
vehicle
sitting
in
my
building,
I'm
gonna
leverage
that
vehicle
by
booking
it
and
using
it,
and
that's
what
we're
saying
so
lower
the
kilometers
by
staff,
where
it's
quite
high
and
use
the
underlying
utilized
vehicle,
because
they're
sitting
there
not
being
used.
Okay,.
J
City
staff
have
not
claimed
warranties
on
the
vehicles
very
80%
of
the
the
parts
and
actually
it's
it's.
We've
lost
a
lot
of
money
on
that
because
we
had,
we
haven't,
claimed
warranty
on
any
of
the
vehicles.
So
how
does
that
happen?
And
why
does
that
happen?
Why
would
we
not
claim
warranty
if
we
have
warranty
and
if
it's
been
brought
forth
to
the
attention
of
the
supervisor
and
why
it
wasn't
brought
forward
when
we
went
to
the
budget
process
that
we
were?
C
Thank
You
mr.
chair
and
this
item
of
warranties
has
been
brought
up
also
at
TTC
and
TTC
has
moved
forward
to
increase
that
rate
and
I
know
that
the
fleet
can
increase
that
rate
I.
Don't
know
why
it's
so
low
and
why
the
hours
related
to
that
aren't
being
claimed,
but
maybe
the
assistant
general
can
add
to
that.
L
One
of
the
problem
we
noticed
was
in
order
to
claim
the
warranty.
The
mechanic
in
the
city
garage
has
to
first
identify
that
defective
part.
They
pull
out
is
within
the
warranty
period
and
then
they
can
trickle
the
claim
posts
that
someone
then
has
to
submit
the
form
and
claim
it.
If
the
mechanic
didn't
identified.
This
part
is
within
warranty
or
in
the
system.
They
didn't
identify
all
the
parts
that
are
within
the
warranty.
L
J
A
concern
of
mine
and
then
I'm
sorry,
just
what
you're
saying
in
your
report
lack
of
dedicated
staff
to
review
and
track
warranty.
So
if
that's
the
case,
then
why
was
it
never
brought
forward
to
our
attention?
While
we
have
a
problem
here,
you
know
like
we
need
another
staff
or
like
it's,
it's
never
brought
to
our
attention
and
which
frustrates
me.
So
that
was
the
reason.
I
asked
that
question
and
one.
C
Last
comment
through
chair:
it's
my
understanding
that
once
you
put
in
the
system
that
there
partes
has
a
warranty,
if
there's
a
defection
on
that
and
you
take
the
cost
that
it
costs
to
change
that
part.
The
part
supplier
is
we're
already
really
paying
them
to
take
care
of
that
warranty
process.
So
we
paid
for
the
process
in
an
in
hiring
through
the
contract,
the
part
supplier,
to
return
it
to
do
the
recovery
to
bring
it
back.
C
A
Yes,
Thank
You
mr.
chair
and
I
believe
I
have
a
motion
to
place
that
we
have
sent
over
to
our
clerk's
nick
is
in
relation
to
the
reimbursements
for
city
vehicles
or
private
vehicle
use
soon,
as
we
can
get
that
up
so
I'll
move
that
the
city
manager,
City,
Council,
requests
a
manager
to
report
to
the
general
governance
and
licensing
committee
on
a
feasibility
and
cost
benefits
of
options
that
can
minimize
reimbursements
to
staff
for
personal
vehicle
in
use
to
achieve
the
best
overall
value
for
the
city
and
I.
A
Think
in
in
the
conversations
we've
had
a
committee
today,
I
think
that
is
exactly
what
I
think
the
purpose
of
the
audit
showed
was.
How
do
we
best
maximize
the
use
of
city
vehicles
that
we
have
sitting
not
being
used?
So
I
think
this
is
a
report
that
would
be
very
helpful
to
us.
Of
course,
I
acknowledge
that
there
I
am
sure
a
lot
of
circumstances
where
we
can't
just
do
away
with
that
policy.
A
So
we
hope
that
I
hope
that
this
would
be
the
last
time
that
the
underutilized
flea
comes
here,
because
when
we
are
talking
millions
of
dollars,
we
are
talking
about
investments
into
Toronto,
Public
Health,
into
childcare,
into
all
the
budget
pressures
we
have
at
the
city.
So
I
think
it's
very
important
that
we
are
optimizing
this
stuff
to
the
best
of
our
ability,
so
I'll
be
moving.
That
motion
and
thank
you.
B
J
Briefly,
I
would
support
the
motion
and
the
recommendation
and
I'd
like
to
thank
the
auditor
I
mean
like
I.
Don't
know
it
seems
like
if
we
don't
do
audits
that
we
don't
find
efficiencies.
You
know
it's
frustrating
and
it's
press,
it's
frustrating
for
me
when
a
lot
of
it
is
just
you
know,
oversight,
Department
oversight,
ensuring
that
the
staff
are
doing
what
they're
supposed
to
be
doing,
trying
to
find
efficiencies
and
a
lot
of
it.
J
If,
through
the
budget
process,
not
once
is
it
mentioned
that
they
don't
have
dedicated
staff
to
review
and
track
warranty
claims,
like
none
of
that's
mentioned
to
us,
and
you
know
like
I,
it's
frustrating,
that's
why
I
could
say
like
I
did
it
so.
Thank
you
very
much
and
I
hope
that
these
recommendations
are
going
to
be
implemented
at
the
end
of
the
day
when
we
go
to
our
next
budget,
I
want
to
see
these
savings
because
there's
a
lot
of
savings
from
these
reports.
Thanks
thank.
B
Thank
you
and
it
was
just
to
add
a
piece
to
recommendation
number
14
and
just
specifically
mentioned
taking
steps
for
the
division
areas
to
improve
the
speed
at
which
they
go
and
collect
their
vehicles
after
service
and
I'll.
Just
make
the
general
comment
great
work
by
the
Auditor
General
in
both
reports
and
her
team.
Of
course,
I
see
that
Fleet
Services
has
plenty
of
work
to
do
and
we've
talked
about
them
today.
B
So
I
don't
know
how
they
will
work
their
magic,
but
I
think
there
is
some
attention
needed
on
these
audits
throughout
the
divisions,
not
just
the
subject
of
the
audit.
Counselor
Ford
has
placed
some
very,
very
valid
questions
and
a
reminder
that
care
needs
to
be
looked
at
at
the
policy
of
when
somebody
chooses
to
submit
kilometres
or
to
go.
Take
a
fleet,
car
or
one
of
the
other
arrangements
that
we've
got
for
vehicles.
Because
that
choice-
and
you
know
it's
like
a
thousand
cuts
going
on
all
over
the
place-
that
one
particular.
B
B
It's
a
big
public
service,
but
I
think
this
message
has
to
go
out
and
I
think
it
will
actually
make
a
cost
savings.
So
with
that
I'll
call
for
votes
on
the
amendment
first,
on
councilor
Ford's
on
a
you
two
point:
three
as
an
amended
ditional
all
of
those
in
favor
any
opposed
on
the
item
as
amended
and
that's
the
record.
B
Those
are
the
recommendations
of
audit
item
two
point.
Three
and
I
apologize
have
done
them
in
Reverse,
so
all
those
on
the
entire
item
any
opposed.
That's
carried
back
to
item
two
point:
two
on
my
amendment
to
item
number
fourteen,
all
those
in
favor
of
the
amendment
any
opposed,
that's
carried
and
then
on
the
entire
recommendations,
all
those
in
favor
any
opposed,
and
that
is
carried.
Thank
you
so
that
takes
care
of
items.
2.2
and
2.3
I
have
a
housekeeping
request
for
the
committee.
Mr.
B
Wright
from
the
TTC
has
informed
us
that
he
is
conflicted
between
two
meetings.
I
would
propose
to
the
committee
that
we
just
quickly
reorder
item
2.5
to
come
next
before
the
forestry
item,
I'm
sure,
there's
some
questions
and
I'd
like
to
make
sure
that
the
TTC
have
the
folks
in
the
room
to
answer
those.
So
do
we
have
any
objections
to
consenting
to
that?
So
therefore,
the
committee,
we
will
jump
ahead
to
IAU
2.5
mr.
B
J
L
Through
you,
mr.
chair,
thank
you
for
the
questions,
so
we
conducted
lots
of
fieldwork
for
this
particular
audits
and
we
actually
our
staff
we're
now
and
did
the
work
with
TTC's
fare
inspectors.
We
caught
a
faint
vation
rates.
We
found
that
overall
system
wise
for
inflation
rate
was
five
point
four
percent
and
that,
amongst
you
about
61
billion
revenue,
loss
from
fare
evasion,
there's
another
familiar,
and
that
is
based
on
TTC's
calculations
from
many
malfunction
and
Metrolinx
equipment.
L
The
variation
rate
somehow,
even
though
it's
5.4
percent,
but
the
difference
with
varies
significantly
across
the
different
mobile
transportation,
so
for
streetcar,
is
much
higher,
is
15
point
2
percent,
but
65.1%
and
subways
three
point:
seven
percent.
We
also
found
a
lots
of
quite
a
few
of
fortune
and
use
of
child
cards
right
now.
The
child
card
is
it's
free
and
because
the
city
has
a
policy
children
under
12
or
under
they
can
travel
on
TTC,
free
and
Metrolink
art.
There's
a
pesto
child
card,
so
people.
L
If
they
obtain
a
child
card,
they
can
actually
get
on
TTC
free
of
charge,
and
so
we
doing
the
observation
pivot,
the
TTC
fare
inspector.
Actually
identified
quite
a
few
of
these
fortune
ins
use
of
child
cart
by
adults
and
we
didn't
see
any
children
using
the
child
car.
So
we
we
did
have
recommendations
on
that.
L
We
we
have
recommendations
on
the
fare,
evasion,
the
inspection
program
and
try
to
make
it
more
effective,
such
as
using
more
often
used
plain
clothes
so
when
they
trying
to
really
measure
the
variation
rate
and
making
sure
that
they
inspector
has
puppet
to
and
authority
to
enforce
the
FA
invasions
policy.
I
can.
C
Just
add
one
more
thing:
councillor
the
one
of
the
biggest
things
that
I
found
challenging
was
the
2%
fare
evasion
rate
and
that
actually
was
based
on
a
2011
audit
of
one
streetcar
line.
It
didn't
include
buses,
it
didn't
include
subways
and
and
when
it
was
brought
forward
to
council
and
to
various
committees,
including
Budget
Committee.
What
I
saw
was
that
I
didn't
necessarily
represent
a
fair
picture
of
the
actual
evasion
rate
and
when
additional
information
came
forward,
for
example,
in
mail
tests
did
their
review.
C
It
did
provide
a
more
accurate
picture,
but
it
wasn't
quite
100%.
So
in
the
TPA
review
governance
review,
it
was
very
illustrative.
The
Iacobucci
in
his
report
said
it's
management's
duty
to
diligently,
provide
an
accurate,
clear
and
complete
informational
picture
to
the
board.
It
is
not.
It
should
not
omit
information.
We're
doing
so
would
leave
the
board
with
an
inaccurate
understanding
of
an
issue.
So,
as
I
said
earlier,
sometimes
negative
information
doesn't
come
forward
because,
maybe
maybe
it's
challenging
to
present,
but
that's
when
you
need
to
do
it.
Yes,.
J
O
The
chair
accounts
Laird
Enright
CFO
of
the
TTC,
so
I
can't
speak
for
years
past,
because
I
joined
the
TTC
one
year
ago.
Almost
exactly
but
I
can
say
that
what
I
observed
when
I
arrived
is
that
we
were
then
in
very
significant
prestoh
implementation,
completion
and
presto
card
adoption
mode,
and
there
was
appetite
for
increase
in
serious
appetite
for
increasing
fare
evasion,
control
efforts,
starting
in
when
I
arrived
in
April.
The
view
was
that
we
would
start
early
in
2019.
O
The
Auditor
General
came
along
with
her
team
with
an
incredibly
helpful
report
that
showed
us
that,
if
anything,
our
instincts
weren't
strong
enough
that
this
was
a
bigger
issue
than
we
had
appreciated,
and
so,
with
the
with
the
further
impetus
of
the
Auditor
General
saying
that
we
had
a
problem,
particularly
on
streetcars,
we
went
into
much
more
intensive
mode.
For
example,
in
the
fall
of
2018,
we
established
a
revenue
control
unit
whose
job
it
is
to
work
with
fair
inspection
on.
O
J
I,
just
ask
one
question:
I
know
you
you've
just
started,
you
know
and
I
understand
that.
But
what
what
is
the
reason-
and
why
did
we
and
I
don't
even
know
how
long
it
was
long
ago,
was
that
we
did
have
all
the
doors
of
the
streetcars
open
front
and
back
buses
and
people
just
coming
in
from
the
front
back
and
just
walking
in
like
what
was
the
reason
for
that?
The.
O
I
wasn't
here
when
the
decision
was
made
to
buy
those
stars,
but
streetcars
are
a
very
efficient
way
to
move
lots
of
people
as
we've
seen
on
King
Street,
a
well-functioning
streetcar
route
can
move
more
passengers
and
more
efficiently
than
buses
can
and
all
door
boarding
would
do
that,
where
we
obviously
clearly
realize
now
is
we
have
to
beef
up
fare
inspection
with
all
door
boarding,
because
this
view
that
Torontonians
would
not
cheat
to
put
it
bluntly
well,
has
been
proven
a
naive
if
I
come
at
it.
That
way
and.
J
K
A
question
of
TTC
staff
and
I
know
this
has
been.
You
know
well
gone
over
by
the
by
the
Commission
board
and
I'm.
You
know
have
every
reason
to
think
people
are
on
top
of
it,
but
I'm
just
going
to
go
back
to
something
that
the
Auditor
General
highlighted,
which
is
the
incorrect
it
would.
It
would
appear
to
be
deliberately
incorrect
information
being
brought
forward
to
the
board,
which
I
guess
I.
Consider
the
most
serious
thing
of
all
the
problems
just
wondered
what
comment
you
have
to
think
about
that.
O
So
I
arrived
at
the
TTC,
just
as
that
consideration
internally
was
winding
down,
I
guess,
I
can
put
it
and
what
I
was
told
at
the
time
and
all
I
can
relay
is
there
were
concerns
about
how
about
the
port
was
done,
and
there
was
in
fact
some
question
raised
about
whether
we
ought
to
come
forward
with
the
report's
findings.
But,
firstly,
there
was
a
lot
of
concern
about
how
the
report
was
done
now
on
in
that
regard.
O
As
the
Auditor
General
has
pointed
out,
it
turns
out
that
the
that
reports
information
was
quite
similar
to
what
the
Auditor
General's
team
found.
So
it
turns
out
our
concern
about
the
report
for
were
it
didn't
lead
to
a
daddy
issue,
at
least,
but
secondly,
again
this
view
that
keep
in
mind
that
we
were
having
a
lot
of
trouble
with
presto
implementation.
We
had
subway
entrances
that
were
open
for
weeks
at
a
time
people
flowing
into
the
stations.
We
felt
some
pressure
frankly
from
the
people.
O
O
Reliability
was
in
the
low
90s,
so
it's
gotten
quite
a
bit
better
and
so
the
view
when
I
arrived
a
year
ago
was
we
have
some
sort
of
fare
evasion
issue
we're
not
sure
what
it
is
turns
out,
it's
worse
than
we
thought,
but
once
the
metro
pass
is
discontinued
in
December
2018
and
we
are
full
on
with
presto,
which
we
are
now
pressed
to.
Adoption
is
about
80%.
We
will
beef
up,
fare
inspection
efforts
and
and
consistent
with
that.
O
K
Problem
and
just
I'm
just
gonna,
stop
because
really
my
question
is
about
the
board
not
being
given
information
information
being
withheld
from
the
board.
So
even
if
you
you
know
so
you
get
some
findings
and
you're,
not
sure
if
they're,
if
you'd
totally
agree
with
them
and
I
don't
mean
you
personally,
but
whoever
was
in
charge
of
this
at
the
time
and
there's
some
explanations
and
there's
some
things:
you're
planning
to
do.
Why
not
bring
all
of
that
forward
by
my
problem
is
with
the
management,
concealing
information
from
the
board.
I
think.
O
Two
things
are
true,
I
think,
with
the
benefit
of
hindsight
and
I,
don't
mean
that
as
a
throwaway
comment,
it
should
have
been
brought
forward.
That's
very
clear
now
and
I.
My
observation-
and
perhaps
this
is
part
of
what
is
informing
Rick
Larry
as
CEO
is
I
have
in
the
in
my
days
in
the
public
sector.
I've
never
had
a
boss
who
was
more
radically
transparent
and
and
insisting
that
things
come
forward.
So
I
think
that
collectively,
we've
learned
that
lesson
and
are
very
quick
to
bring
things
forward.
O
I
can
tell
you
as
CFO
I
I,
don't
know
if
I
would
have
had
a
concern
at
the
time.
I.
Wasn't
there
it's
a
hypothetical
but
I,
imagined
I'm,
quite
confident
now
anything
that
needed
to
come
forward
would
come
forward.
I
wouldn't
even
have
to
insist
in
my
capacity
as
CFO.
It
would
just
come
forward.
Thank
you.
B
Reading
this
report
some
time
ago,
actually,
when
I
came
out,
I
was
a
gas
and
what
was
going
on
with
the
child
cards,
child
presto
cards
and
I
just
wondered.
Why
haven't
we
dealt
with
this
or
have
we
dealt
with
this
so
far?
Have
we?
It
seems
to
me
that
you
know
somebody
couldn't
look
at
the
computer
system
and
see
a
child
card
swiped
in
at
Jane.
Every
morning
you
know
at
7:30
Monday
to
Friday
and
swiped
in
at
King
everyday
Monday
to
Friday
at
4:30
on
the
way
home.
B
You
know
fitting
the
profile
of
say,
an
office
worker,
and
you
know
why
why
haven't
we
read
flagged
those
and
and
dug
into
them
further
and
there
surely
there's
tons
of
opportunities
with
an
electronic
system
like
this,
let
alone
some
of
the
stuff.
In
the
report,
that's
really
basic
like
having
different
colors
for
the
cards
and
bells
and
whistles
go
off
or
a
smiley
face
when
you
swipe
it
and
make
it
really
obvious.
It's
a
child
card
I.
O
The
first
is
that,
a
year
ago
there
weren't
many
child
cards
being
used,
but,
for
example,
in
the
month
of
March
this
year
there
were
17,000,
unique
child
cards
used
on
the
TTC
system
and
for
the
first
90
days
of
the
year,
through
the
first
13
weeks
of
the
year,
there
were
22,000
unique
cards.
That's
like
I,
don't
know
the
number
committed
to
memory,
but
it's
like
a
hundred
times
more
than
a
year
ago.
So
suddenly
it
becomes.
We
have
a
lot
more
data
to
work
with.
O
This
is
analysis
that
we've
been
using
just
doing
over
the
last
few
weeks,
but
I
find
it
quite
interesting
that
when
you
have
a
look,
we
have
locational
information
time
of
day
information
day
of
week,
information
you
look
at
how
the
child
cards
are
being
used,
and
how
is
it
that
over
ten
percent
of
child
car
tops
are
after
9:00
p.m.
and
before
7:00
a.m.
it
doesn't
make
sense.
So
we
have
been
in
conversation
with
Metrolinx
for
a
long
time
on
this.
O
So
we
we're
in
continued
conversation
with
Metrolinx,
but,
for
example,
I
gather
for
branding
reasons.
I'm,
not
exactly
sure
Metrolinx
has
has
not
wanted
to
have
a
different
color
as
another
example
that
I
find
frustrating
as
CFO.
In
terms
of
revenue
control.
We
require
ID
to
get
a
child
card,
but
you
can
go
I'm
almost
nervous,
saying
this
in
public
form,
except
that
we
have
to
do
something
about
it.
O
You
can
go
to
other
properties,
including
the
NGO
system,
and
just
ask
for
a
child
card
and
get
one
and
then
use
it
on
the
TTC
system,
because
a
presto
card
is
good
anywhere.
It's
loaded
for
that
property
and
child
cards
are
loaded
to
be
used
anywhere
anywhere
throughout
the
Presto
system,
so
at
least
we're
asking
for
ID,
proving
that
whoever
you
need
this
card
for
is
12
and
under
but
other
parts
of
the
presto
system.
O
You
can
just
get
a
child
card
and
then
it's
up
to
us
to
catch
who's
using
a
child
card
inappropriately.
So
we
are
in
continued
conversation
with
Metrolinx,
although
we
are
by
far
the
largest
single
user
of
presto.
By
far,
we
are
just
one
property
of
many.
We
don't
own.
The
system,
Metrolinx
owns
the
system
and,
and
so
the
dialogue
continues
and.
B
O
Trying
to
put
a
stop
to
that
as
best
we
can,
but
one
of
the
challenges
were
up
against,
for
example,
is
that
if
one
of
our
inspectors
find
someone
using
a
presto
card,
it's
not
our
card,
it's
Metrolinx
property.
So
if
we
found
them,
for
example,
having
a
fraudulent
metro
pass,
we
could
confiscate
it.
We
are
not
allowed
to
confiscate
a
presto
card.
So
what
we
have
to
do
is
circle
back
to
Metro,
Links
and
say:
would
you
HotList
the
card
so
that
it
no
longer
works?
O
So
these
are
you
know
that
again,
the
dialogue
with
Metro
links
continues
the
possibility
of
them
authorizing
our
fare
inspectors
and
trends
and
enforcement
officers
to
actually
confiscate
the
card.
That's
that's
an
ongoing
conversation
we
haven't,
but
even
the
selling
of
fraudulent
cards
on
Kijiji.
All
we
can
do
is
alert
other
people
that
this
is
happening.
It's
not
our
property,
that's
being
used
fraudulently,
so.
O
B
J
Thank
you.
This
is
very
frustrating
for
me.
You
know
the
question
about
fair
invasion,
we're
going
back
to
2016
when
the
questions
been
asked
up
at
our
budget
meetings
and
I've
asked
a
couple
times
as
well.
Is
you
know
we
we
were
told
we
were
always
told
that
old,
there's
been
a
read,
there's
been
a
reduction
in
transit
and
ridership,
but
in
fact
it
wasn't.
We
haven't
lost
ridership.
What
we've
done
is
lost
revenues
through
the
bear
invasion.
So
we've
you
know
which
was
incorrect
and
I.
J
When
I
asked
the
question
about
what
the
loss
in
revenue
was
when
we
went
to
the
budget,
I
never
got
an
answer
on
that.
So
here
we
are
60,
64
million
dollars,
we've
lost
in
revenue
in
2018
and
the
the
we
just
went
through
the
last
budget.
We
just
went
through
a
fare
increase
and
we
had
a
lot
of
protesters
protesting
against
the
fare
increase,
and
here
we
are,
we've
lost
64
million
dollars
in
revenue
and
and
wearing,
and
we
had
to
increase
bears.
J
You
know
this
is
very
concerning
to
me,
and
you
know,
I
understand,
I,
understand
that
you
that
that
you're,
you
know,
we
the
reason
for
the
streetcars
and
the
buses
is
to
move
people
along
and
to
you
know
during
rush
hour.
That's
fine,
but
on
the
other
hand,
they're
all
getting
not
free
we're
losing
all
this
revenue
and
we're
going
to
continue
increasing
bears
because
we
are,
we
keep
losing
money
and
I
understand
you
just
started
and
sent
us
a
lot
that
you're
working
on
and
working
with
Metrolinx
as
well,
but
it
just
it's.
J
It
really
a
really
concerns
member
and
really
frustrated
about
it,
because
this
is
something
that
I
think
we've
all
brought
up
during
during
the
budget
meetings,
and
here
we
are
we're
trying
to
find
you
know
money
here,
money
there
just
to
pay
for
things,
and
we
can't
even
find
a
couple
million
dollars
to
pay
and
we're
losing
we're
gonna
be
losing
day
care.
And
all
this,
and
here
we
do,
we
lose
money,
we
lost
all
this
money
and
and
and
it's
not
that
it
just
came
up
this
year-
it's
been
ongoing
for
years
now.
J
That
question
has
been
asked,
and
you
know
thank
you
to
the
auditor
again,
but
whatever
it
takes
to
correct,
you
know
the
to
make
any
Corrections
and
to
correct
and
work
with
Matt
to
links.
You
do
you,
you
understand
what
the
issues
are
and
what
the
problems
are,
and
so
we
need
to
fix
it,
and
we
need
to
speak
to
whoever,
because
the
writer,
the
writers
of
TTC,
should
not
have
to
pay
for
the
errors
that
we've
made
and
that
we
can't
fix
a
problem
and
we're
aware
of
the
problem.
J
So
that
really
you
know
this,
that's
why
I
wanted
to
speak
on
it.
Mr.
chairman,
because
you
know
we
go
through
these
budgets
and
then
we
you
know
we
try
to
trying
to
find
money
here
and
there
and
then
that
government
management.
We
have
a
contrast
coming
forward
that
over
budget-
and
we
have
to
you,
know
like
we
have
to
get
our
own
house
in
order
before
we
start
asking
and
charging
our
residents
or
taxpayers
to
pay
more.
When
we
have,
we
don't
have
our
own
house
in
order.
G
We
don't
control
our
the
structure
that
actually
even
is
responsible
for
collecting
fares,
but
we
we
operate
a
system
that
delivers
transit.
We
know
of
a
government
that
wants
to
you
know,
as
councillor
Nunziata
said,
wants
to
cut
funding
for
child
care,
but
says
but
City
Hall
needs
to
find
administrative
efficiencies.
We
have
a
government
that
wants
to
dismantle
our
subway
from
its
feeder
lines,
but
still
expects
us
to
operate
it
and
understand
how
this
is
supposed
to
work
together.
G
We
have
a
government
that
doesn't
even
want
to
address
an
issue
because
they
don't
want
to
change
colors
on
something
because
of
a
branding
concern.
So
this
is
kind
of
one
example
of
many,
but
a
clear
example
of
where
here
we
are
in
this
room
at
City
Hall.
Talking
about
how
to
the
Auditor
General
is
even
asking
the
TDC
to
set
reasonable
targets
for
for
ferret
evasion
when
the
TTC
doesn't
actually
control
the
fare
box.
G
There's
no
way
that
the
average
taxpayer
knows
who's
actually
spending
those
tax
dollars
or
the
fare
box
to
actually
deliver
the
service,
and
they
have
no
idea
who
to
hold
to
account
because
we
are
ostensibly
or
the
TDC
is
ostensibly
supposed
to
be
operating
the
transit
system.
But
it
doesn't
have
control
over
the
fare
box.
The
DVC
in
the
city
is
ostensibly
supposed
to
be
providing
transit,
but
the
government
now
wants
to
take
over
even
who
does
what
and
where
it
goes.
G
We
are
ostensibly
supposed
to
be
the
ones
who
are
delivering
childcare,
but
the
government
gets
to
just
in
the
middle
of
a
budget
year,
decide
that
we
don't
have
enough
money
to
deliver
what
we
committed
to
and
I
could
go
on
and
on.
We
ostensibly
are
the
ones,
for
example,
that
are
supposed
to
be
deciding
on
community
land-use
planning
where,
where,
where
services
go
social
services
infrastructure,
but
the
government's
decided
that
an
unelected,
unelected,
unaccountable
body
is
going
to
have
the
last
say
over
every
decision
made
we're
ostensibly
supposed
to
be
planning
communities.
G
Yet
the
school
boards
are
completely
different
entity
to
the
city.
We
have
a
screwed-up
governance
structure,
it's
not
working.
The
governance
structure
is
completely
dysfunctional,
and
here
we
are
coming
back
to
trying
to
deal
with
fare
evasion.
I
think
it
is
actually
absolutely
folly
that
we're
actually
thinking
that
we
can
attend
to
this
issue
when
we
don't
have
a
governance
structure
that
supports
doing
this
in
a
comprehensive,
clear,
focused
way
that
one
brain
and
one
voice
can
make
one
decision.
G
K
You
so,
with
with
all
of
these
reports,
I
tend
to
go
to
what's
the
root
cause
of
this,
and
we
see
the
symptoms
and
the
which
again
I
commend
the
Auditor
General
for
just
outstanding
work
on
all
of
these
reports.
But
so
we
see
the
symptoms
that
that
are
costing
us
millions
of
millions
of
dollars.
You
know
in
all
divisions
of
the
city,
it's
really
extremely
troubling,
but
then
so.
K
What's
the
root
cause
of
that,
and
in
this
case
I
think
the
root
cause
is
the
failure
of
management
to
acknowledge
the
problem
in
the
first
place,
and
if
management
had
acknowledged
the
problem
earlier,
then
steps
would
have
been
taken.
You
know
before
the
Auditor
General
found
all
these
symptoms
that
were
costing
us
tens
of
billions
of
dollars
and
I
think
that's
the
case
with
most
of
these
with
this
one
again,
it
has
the
added
element
that
I'm
not
trying
to
beat
up
on.
K
Responsibility
by
when
information
isn't
brought
forward
to
identify
the
problem,
then
those
of
us
who
are
elected
or
appointed
to
these
bodies
cannot
do
our
job.
So
the
root
cause
here
I
think,
is
that
and
I
find
it
really
disturbing
and
I
hope
that
and
I'm
you
know
partly
talking
to
the
city,
manager
and
I,
know
I'm
preaching
to
the
choir
with
him.
K
But
you
know
we
need
to
have
a
culture
in
this
place
where
that's
not
even
that's
just
not
an
option
that
you
withhold
bad
news
or
you
know
try
to
you
know
not
you
to
bring
things
forward
unless
someone
asks
or
if
they
ask
sometimes
give
them.
Misleading
information
that
you
know
should
be
a
fireable
offense
and
should
be,
should
need
to
be
a
fireable
offense,
because
it
should
be
part
of
the
culture
here
and
if
you
don't
want
to
be
part
of
that
culture,
then
you
know
perhaps
work
somewhere
else.
B
I'll
paraphrase
it
it's
to
ask
the
city
manager,
the
City
Council
asked
the
city
manager
to
write
to
Metrolinx
or
the
owners
of
presto
to
support
the
TTC
and
try
to
deal
with
this
issue
of
fare
evasion.
I
think
this
is
a.
This
is
a
problem
that
deserves
the
weight
of
City
Council
before
it
I
was
a
gas
reading.
B
This
report
for
the
first
time
and
I
know
it's
gone
through
the
TTC
board
and
it's
gone
through
the
Media
words
come
to
mind
that
I
won't
repeat
words
come
to
mind
that
I
won't
repeat
when
I
get
my
email
from
presto.
That
says
your
cards
been
topped
up
after
I've
been
using.
It
I
cannot
understand
how
in
this
city,
we
allow
cards
to
be
sold
on
Kijiji
that
are
unlimited,
that
people
go
and
use
and
advertise,
and
it's
not
criminal.
B
It's
stealing,
it's
no
different
than
walking
into
a
store,
taking
a
chocolate
bar
off
the
rack
saying,
thank
you
very
much
and
walking
out
it's
stealing
and
for
any
way
shape
or
form
for
somebody
to
think
that
it's
acceptable
not
to
pay.
The
fare
is
mind,
boggling
and
so
I.
Think
the
vast
majority
of
citizens
in
the
City
of
Toronto
don't
care
about
the
difference
between
the
Toronto
government.
Provincial
government
Metrolinx
TTC.
B
They
just
look
at
it
as
an
organization
go
and
sort
out
this
problem
and
with
the
deepest
respect,
I
know
the
talks
are
going
on,
but
I
think
there
are
solutions
to
deal
with
even
the
simplest
issue
of
the
child
card.
I
know,
what's
not
simple,
but
the
most
glaring
in
this
report
of
a
child
card
where
people
go
and
get
them
and
swipe
in
and
use
them
as
an
unlimited
fare.
I
think
that
that
should
be
prioritised,
be
done
right
away.
B
I,
don't
know
if
they
have
to
get
out
a
bunch
of
pairs
of
scissors
and
cut
them
in
half
or
if
they
have
to
lock
them
out
in
the
system
or
run
data
and
figure
out
where
they're
being
used
catch
the
people
or
a
whole
variety
in
a
combination
of
things,
but
I
hope
that
work
is
dealt
with
immediately.
I
think
the
auditor
I
thought
it
was
really
creative
with
the
video
that
she
did.
B
I
think
that's
as
much
an
educational
tool
for
councillors
and
those
that
are
consuming
these
reports,
as
the
general
public
I,
remember,
showing
it
to
my
wife
and-
and
you
know,
doesn't
need
to
follow
the
things
that
I
need
to
follow
at
council,
and
you
know
she
was
astounded
by
you
know
how
simple
it
was
to
defeat
the
system
if
you're
unscrupulous
right.
If
you
want
to
steal
it's
that
simple
and
so
I
think
we
owe
it
to
everybody
that
pays
a
fare
to
close
this
gap.
It's
like
the
broken
window
or
the
litter
theory.
B
You
know
you,
somebody
sees
one
person,
you
know
cheating
the
system
or
the
word
so
that
you
know
it's
that
simple,
just
hop
on
and
get
off
the
car
before
somebody
else
comes
around.
Then
everyone
else
says:
well,
it's
okay,
they
can
do
it.
I
can
do
it
too
and
suddenly
it
becomes
normal,
behavior
I,
don't
know
what
world
normal
behavior
is
is
to
steal
from
the
other
riders
on
the
car,
but
I'm
trying
remember
if
it
was
one
in
ten
or
more
than
one
in
ten
on
a
street
car
I.
Think
that's!
B
B
We
should
do
everything
we
can
to
support
the
agencies
that
are
looking
at
this
to
close
this
window,
if
not
for
the
sake
of
the
revenue
which
is
huge,
but
just
for
the
sake
of
public
confidence
in
our
system
and
in
our
government
with
that
I
hope,
you'll
support
it
and
my
express
thanks
for
everybody,
including
the
Auditor
General's
Office,
and
the
agencies,
including
the
TTC,
who
are
tackling
this
issue.
It's
important.
Thank
you.
B
B
C
So
this
is
a
short
presentation
on
the
review
of
urban
forestry
and
it's
entitled
ensuring
value
for
money
for
tree
maintenance
services.
In
addition
to
my
assistant,
daughter,
general
on
my
right,
I
have
Celia
young
and
she
was
the
senior
manager
on
the
audit
but
Annie
Lau,
a
manager
and
Irene
Hugh.
An
auditor
also
worked
on
this
project,
but
we
have
background.
There's
ten
point:
two
million
trees
providing
over
eighteen
thousand
hectares.
So
that's
our
tree.
Canopy
and
urban
forestry
is
responsible
for
protecting
and
maintaining
and
enhancing
the
urban
forests.
C
So
that
includes
tree
maintenance.
In
our
first
audit
we
looked
at
permit
and
enforcement
and
in
this
audit
and
in
this
audit
we're
looking
at
tree
maintenance,
which
includes
watering
pruning
and
removing
trees,
and
that
was
really
the
focus
of
this
audit,
but
way
back
round.
Urban
forestry
currently
uses
a
both
in-house
can
I
go
by
by
way
of
background
urban
forestry
uses
both
in-house
contractors
and
sorry
in-house
staff
and
and
contractors
to
help
to
complete
the
tree
maintenance
and
the
city
paid
1.7
million
dollars
a
month.
C
Now
this
is
the
good
news,
and
the
good
news
is
that
there
was
a
high
compliance
rate
in
relation
to
maintenance
that
involved
storm
clean-up,
97
percent
compliance
rate,
and
there
is
reasonably
good
compliance
rate
with
pruning
trees,
tree-planting
requests,
88%
there
was
a
low
compliance
rate
with
tree
removal,
but
that's
a
more
complicated
process,
so
we've
provided
that
feedback
and
the
Urban
Forestry
Division
is
looking
at
the
forestry
divisions
looking
at
that.
But
this
is
an
area
I
want
to
focus
on,
and
this
is
about
the
responsibilities
of
the
foremen.
C
When
you
have
trees
to
be
maintained,
there's
three
key
things
you
need
to
do:
you
need
to
make
sure
that
you
assign
the
work
to
each
crew.
You
need
to
review
your
daily
log
to
make
sure
that
what
the
crew
does
is
accurate.
It's
productive
and
it's
complete
so
make
sure
the
reports
back
or
come
are
complete,
and
the
third
thing
you
need
to
do
is
to
conduct
random
on-site
inspections
and
also
quality
inspections,
to
make
sure
that
what
was
thought
to
be
done
is
actually
done.
L
So
this
is
an
example
of
a
daily
log.
It
is
a
very
important
document
because
we,
both
city
and
contractor
crews,
are
required
to
record
their
activities
every
date
on
this
log
and
city
paid
the
contractor
crew
according
to
the
work
our
recording
on
this
document
and
the
for
persons
needs
to
make
sure
the
dock
what's
recorded,
are
accurate
and
look
at
the
accuracy,
productivity
and
computers
before
signing
off
on
this
daily
log.
So
let's
not
just
take
a
look
at
it.
Hopefully
you
can
see
it
so
the
crew
they
need
to
look
at.
L
They
did.
If
you
can
see
it,
they
did.
We
call
the
address
the
exact
address
where
they
surface
the
tree.
The
work
order
to
go
with
it
there's
standard
code
that
they
need
to
use,
such
as
the
brake
or
the
driving
time.
They
we
call
the
time
in
time
they
recall
the
the
tree
positions,
the
diameter,
so
that
the
foreperson
can
go
back
to
the
sites
to
verify
whether
it's
you
know
take
that
long
to
put
industry
the
type
of
the
species
tree
and
what
type
of
activity
they
recall.
L
So
this
is
use
essentially
for
pavement
purpose
and
also
to
track
the
every
day's
work.
So
we're
going
to
give
you
some
examples
of
what
we
found.
What
we
did
in
there
audit
as
a
powerful
artist,
is,
will
compare
forty
five
daily
logs
to
the
GPS
report.
This
is
all
for
contractor
crews.
We
cannot
do
the
same
analysis
for
city
crews
sitting
who
don't
have
a
GPS
system
in
their
vehicle,
so
this
is
from
the
contractor
crews.
So
I,
just
gonna
read
this
to
you
because
it's
very
difficult
to
memorize
all
the
stuff.
L
So
the
crude
they
they
left
the
city
yard
in
the
morning,
then
they
you
can
see.
Actually
the
g3
maintains
location
is
I,
don't
know
if
you
can
see
my
is
in
the
bottom
of
this
graph.
The
bottom
left
with
the
truss
with
the
trees
right.
You
see
that,
but
they
went
out
of
the
way
to
a
shopping
center.
L
That's
not
tree
maintenance
locations
and
then
they
drove
to
the
three
assigned
locations
which
is
here
and
they
that
the
water
eighteen
trees
for
171
minutes
according
to
the
GPS
report,
but
in
the
daily
lock
they
recorded
two
hundred
and
fifteen
minutes
for
watering
the
tree.
So
so
these
are
the
tree.
The
last
three
days
surface
it
was
at
11:30,
then
they
drove
to
other
locations
that
are
not
on
the
daily
lock,
including
side
street
gas
stations
open
roads.
And
you
can
see
these
location.
L
This
is
and
then
they
they
went
back
just
before
they
went
back
to
the
yard.
They
stopped
other
locations
or
open
streets
just
for
about
10
minutes,
and
then
they
went
back
to
the
yard.
So,
the
after,
with
detectives
every
day
they
allowed
to
take
to
take
250
minutes,
break
and
half
an
hour
lunch.
So
after
we
deducted
60
minutes
for
allowable
breaks
and
lunch,
the
time
spent
at
all
the
questionable
locations.
So
this
is
this
area
yeah,
it's
only
total
2.5
hours.
Also.
L
We
need
to
point
out
that
there
are
two
trees
in
this
on
this.
They
said
on
the
daily
log.
They
said
they
maintained
that
these
two
trees,
but
actually,
according
to
GPS
report,
they
just
drove
by
they
never
maintained
that
these
two
trees
water,
these
two
trees.
So
it's
not
just
loss
of
productivity.
It's
a
inaccurate
record
because
they
said
they
maintain
that
it.
What
are
these
two
treat?
L
So
this
one
and
then
this
this
one
is
quite
simple:
we
just
want
to
show
you
an
example
of
how
the
the
crew,
as
they
set
out
the
day,
so
they
went
to
surface
the
tree
and
then
they
drove
by
a
tree
location
and
went
to
another
tree,
but
on
the
daily
log
they
recorded
they
prune
this
tree
for
45
minutes.
Well,
in
fact,
according
to
GPS
report,
the
vehicle
never
stopped
there.
L
So
this
is
another
example
of
so
after
leaving
in
the
morning,
as
you
can
see
from
the
top,
the
vehicle
went
to
two
locations.
First,
one
is
a
coffee
shop
at
the
second
one
is
a
gas
station
and
then
they
stop.
None
of
them
is
work-related
or
recorded
on
the
daily
lot,
and
then
they
stop
near
the
aside
three
locations
which
you
can
see
for
about
161
minutes,
and
so
this
one
actually
illustrates
and
other
efficiency
issues.
L
So
you
see
that
if
I
just
go
back,
you
see
the
roots,
take
one
time
that
there
are
trees
there
today
supposed
to
surface,
but
they
didn't
surface
those
tree.
They
didn't
window
street,
they
drove
to
another
tree
and-
and
it's
for
well
at
wisdom,
because
those
tree
are
going
to
the
daily
lock
their
Park
car
for
those
trees.
So
they
couldn't
surface
it.
In
fact,
they
spent
45
minutes
waiting
for
the
pot
car
to
be
moved.
L
They
have
to
went,
go
to
another
location
to
surface
this
tree
and
they
drive
all
the
they
drove
all
the
way
back
then
surface
this
tree
and
and
then
they
went
to
an
location.
That
is
not
work-related
and
that
location
they
spend
about
I.
Think
it's
about
30
minutes
there.
They
then
went
back
so
this
one
when
we
added
up
the
crew
reported
5.7
hours
for
pruning
for
trees.
L
I'm
just
going
to
give
you
one
last
example
this
one
they
started
off
in
the
morning
from
the
yard
and
they
thanked
Jove
to
the
tree
surface
location.
As
you
can
see.
According
to
the
GPS
report,
the
the
real
code
and
laughs,
the
aside
location
at
around
11:30.
In
fact,
in
the
last
met,
they
usually
laugh
around
11
o'clock
11:30,
and
then
they
drove
to
a
number
of
locations,
including
a
cemetery
side
street
residential
street,
that
these
locations
are
not.
L
They
do
not
appear
to
be
related
to
city
work,
there's
no
trigger
to
be
maintained
and
then
just
before
they
went
back
so
I
just
need
to
just
before
they
head
back
to
the
yard.
They
stopped
just
in
the
open
Street
for
20
minutes,
and
then
they
head
back
to
the
yard
at
around
to
20
to
40.
So
when
we
compare
the
time
the
total
questionable
time
for
this,
this
daily
lock
is
about
2.2
hours.
That
is
not
matching.
The
GPS
report.
L
C
There
could
be
a
valid
reason
we
pointed
out
in
our
report.
There
could
be
a
valid
reason,
but
the
site
locations
that
they're
looking
at
are
both
in
a
a
work
order
and
it
has
to
be
recorded
accurately
on
the
daily
log
and
the
daily
logs
did
not
record
these
stops,
and
if
they
were
for
the
city,
they
should
have
been
because
little
daily
logs,
the
formants
have
to
ensure
they're
accurate,
that
they're
complete
and
that
you
know
the
quality.
Is
there.
P
You
Jane.
In
total,
we
revealed
139
daily
logs
from
both
city
and
contractor
crew.
We
found
41
percent
of
them
have
missing
data
or
entries
that
should
have
been
questioned.
We
found
the
following
issues:
the
crews
reported
to
placate
work
on
the
same
tree
in
multiple
logs.
They
indicated
activities
such
as
watering
pruning
or
unspecified
activities
on
dead
trees.
Locations
with
no
trees
are
trees,
dumb
tree,
where
work
had
already
completed
or
on
the
tree
that
they
looked
at
themselves
with
no
work
required.
There
are
missing
work
order
or
service
requests
to
support.
P
P
P
The
bar
graph
on
the
Left
shows
you
the
percentage
of
on-site
inspection
completed
in
2018
for
regional
office,
and,
to
give
you
some
background
information,
the
on-site
inspection
is
conducted
by
a
four
percent,
while
the
crew
is
working
at
the
tree
location,
the
number
of
required
on-site
inspection
is
different
for
each
of
the
regional
office
because
it
is
based
on
the
number
of
who
assigned
to
each
of
the
office
per
week.
The
red
line
shows
you
the
required
completion
rates
and
the
bar
shows
you.
The
actual
percentage
of
inspection
completed.
P
The
yellow
bars
represents
the
contractor
crews
and,
as
blue
eyes,
are
the
city
crews.
The
bar
graph
on
the
right
shows
you
the
percentage
of
quality
control,
inspection,
completed
per
regional
office
in
2018
quality
control.
Inspection
is
completed
by
four
person
after
a
crew
has
finished
their
work
at
a
tree.
Unlike
the
on-site
inspection,
each
regional
office
is
required
to
perform
the
same
minimum
number
of
inspection
for
quality
control
per
week.
P
B
I
just
ask
that
we
pause
for
one
moment
or
just
do
some
housekeeping
here.
We've
got
four
minutes
to
the
scheduled
break.
We
have
the
balance
of
this
item
and
we
have
one
item
being
held
and
I
just
want
to
check
with
the
will
committee
that
we
just
complete
the
agenda.
If
that
showed
me,
I
have
a
motion
for
that.
All
those
in
favor
any
opposed.
Thank
you.
So
we'll
complete
the
agenda,
my
apologies
for
the
interruption,
please
carry
on.
P
In
addition,
most
of
the
four
person
we
interviewed
during
our
audit
will
call
the
crews
prior
to
visiting
the
site
for
their
random
on-site
inspection.
It
is
from
our
point
of
view
that
these
defeats
one
of
the
purposes
of
the
random
constant
inspection
to
verify
that
the
crews
are
actually
working
at
the
tree
at
the
assigned
three
locations
based
on
our
GPS
comparative
analysis.
We
noted
that
the
activity
that
should
be
questioned
usually
take
place
in
the
afternoon,
but
four
persons
usually
conducted
perform
the
inspection
in
the
morning.
P
In
addition
to
performing
the
actual
tree
maintenance
work,
we
found
that
crews
also
spent
a
considerable
amount
of
time
on
supporting
activities
such
as
waiting
at
the
yard,
lap
time
and
the
time
driving
to
tree
locations
would
cheat
compounds
and
back
to
yard.
The
time
waiting
for
park
vehicles
to
be
moved
to
assess
a
tree.
The
time
spent
for
woods
disposal
all
the
time
spent
due
to
equipment
or
vehicle
mail
functions.
P
C
You-
and
this
is
our
last
slide-
there
are
ten
recommendations
that
have
been
embraced
by
the
city
to
help
earn
urban
forestry
move
forward
in
this
area.
The
themes
are
the
same.
I
know
the
city
manager
is
aligned
with
me
on
the
themes
of
really
trying
to
focus
on
contract
management,
managed
by
outcomes.
C
We
don't
I,
don't
really
doesn't
matter
how
long
people
drive
around
you
got
the
trees
and
maybe
do
by
piecemeal
payment
by
piecemeal
and
the
third
area
is
leveraging
technology
where
you
can,
instead
of
a
paper-based
process,
to
have
efficiencies
in
the
system.
So
I
wish
to
thank
the
urban
forestry
team
for
their
contribution
to
the
audits.
B
G
C
G
So
there
there
are
some
individuals
fully
aware
that
every
everywhere
they
are
going
is
being
tracked
from
a
satellite
and
they
are
still
of
using
the
system.
So
is
there?
Is
there
any
advice
or
suggestion
on
if,
if
people
who
are
aware
that
they
are
being
tracked
and
still
decide
to
be
places
that
they
shouldn't
be
or
elsewhere
where,
rather
than
where
they
should
be,
is
there
is
there
something
that
we
can
do
to
educate
them?
C
Mean
it
might
be
a
legal
question,
this
is
really
about
contract
compliance.
You
have
the
information
available
to
match
up
and
when
you
start
to
see
a
pattern
of
discrepancies,
they
really
should
be
questioned.
You'll
probably
see
people
come
back
in
line
over
time
and
if
there
are
discrepancies,
for
example,
if
the
city
is
asked
they
crew
to
do
something
that
is
not
on
the
work
log.
First
of
all,
it
should
be
recorded
on
the
daily
log,
and
the
second
is:
any
discrepancy
should
be
documented
at
that
time.
So
legal
action,
if
necessary,
well.
G
What
are
what
are
the
consequences
now,
because
you,
like
your
record
you're,
recommending
that
the
city
cars
be
equipped
with
GPS,
but
the
auditor-general
is
already
finding
that
there
are
abuse
is
happening
with
our
contractors.
So
what
are
the
consequences
and
when
what
have
been,
what
are
the
consequences
and
also
what
happened?
The
concept
in
these
cases?
First.
G
C
M
G
And
by
the
way,
I
asked
this
sort
of.
In
the
same,
you
know
the
same
line.
The
counselor
Fillion
was
asking
before
that.
It's
like
it's
gonna
one
of
these
things
where
it's
like,
there's
a
satellite
that
tracks
these
people
and
they've
been
going
to
coffee
shops.
So
how
does
this
happen
and
are
there
consequences?
It
just
seems
kind
of
like
if
anything
should
be
able
to
be
caught?
It's
it's
something
that
is
like
actually
on
a
computer
screen
in
front
of
you.
So.
M
Through
the
chair
there's
a
number
of
different
systems
around
compliance
with
these
contracts,
the
the
GPS
system
that
the
contractors
have
in
these
vehicles,
the
city
doesn't
have
real-time
access
to
these
GPS
systems.
So
the
process
that
the
auditor-general
went
through
in
this
report
required
a
request
of
all
the
GPS
logs
for
all
the
days
that
were
noted
in
the
sample
that
they
did
and
then
a
very
time
intensive
process
of
literally
minute.
By
minute,
you
know
comparing
the
GPS
logs
to
the
daily
log
books.
M
So
there
is,
you
know,
through
this
report,
you
know
things
that
we've
identified
moving
forward,
noted
in
the
in
the
sort
of
themes
that
came
forward
around
technology.
We
are
in
the
process
of
implementing
the
enterprise
work
management
system
across
the
city,
which
will,
for
the
most
part,
digitize
and
automate
this
system
to
a
level
that
it
hasn't
been
automated
before,
so
that
there
will
be
real-time
tracking
within
the
city
system
that
is
directly
connected
to
the
log.
The
daily
log
system
would.
G
M
So
we
have
a
spot
check
system
so
when
we've
identified
things
that
are
inappropriate,
we'll
be
addressing
that
directly
with
the
contractor
to
the
Auditor
General's
comment,
this
is
a
sample
of
I
think
45
daily
logs
out
of
24,000
daily
logs.
So
there
will
be
a
process
that
we
are
going
back
with
the
contractors
of
these
particular
areas
to
look
at
a
comparison
of
GPS
with
daily
logs
moving
forward
I.
G
M
So
through
the
speaker-
and
you
know,
I'm
gonna
look
for
some
PM,
MD
and
and
legal
advice
on
this.
We
we
have
some
terms
within
the
contract
of
going
back
and
tracking
work,
and
when
there
are
discrepancies,
we
certainly
can
challenge
the
contractor
on
the
bills
and
the
invoices
that
have
pinned
forward
and-
and
that
is
a
process
we
will
be
moving
through
on
this.
How
far
back
we
can
go,
is
you
know
a
question
that
we
really
need
to
work
with
p.m.
MTN
or
legal
and
our
legal
team
on
so.
G
M
Should
just
add,
through
through
the
chair,
that
from
the
sample
that
was
done
in
the
28,
that
there
appeared
to
be
a
lack
of
match
between
the
GPS
and
the
and
the
we
did
go
and
track
manually.
All
of
all
of
the
work
to
ensure
as
an
example
that
the
work
had
actually
been
done
so
moving
forward
in
in
looking
at
some
of
the
you
know,
some
of
the
other
logs
that
we
need
to
look
at.
M
K
And
I
have
a
lot
of
questions,
so
I
may
need
a
second
round
and
I
may
end
up
with
questions
that
maybe
need
to
be
answered
in
camera.
I,
don't
know,
there's
any
intention
to
go
on
camera
in
this
item,
but
I
think
we
might
need
to
I'm.
Also
where
there's
a
lot
of
people
in
the
room
and
I
don't
want
to
clear
the
room
unnecessarily.
So
I'll
see
how
I
do
with
what
carefully
worded
public
questions,
starting
out
with
the
the
audit
staff.
L
Q
K
Q
K
Q
K
C
We
haven't
gone
to
that
level
of
detail,
yet
we
haven't
completed
all
work
on
on
these
contracts.
What
I
can
say
is
we
did
notice
a
pattern
about
the
inspections
were
done
in
the
morning
and
seemed
like
the
issues
occurred
and
the
more
later
in
the
day
in
the
afternoon.
So
that's
the
pattern
we
saw,
but
we
didn't
triangulate
that
to
a
four
person
or
contourer
contractor.
We
took
a
sample
across
the
board
of
the
contractors
that
we
had.
C
K
C
C
It
just
I
think
the
theory
here
is
nothing.
That's
skullduggery
on
that
aspect,
I
think,
what's
what's
important,
is
that
the
city
obtained
the
information
in
a
consistent
format
from
all
contractors.
That's
what's
important
around
that.
That's
that
that's
what
I
felt
for
the
information
to
be
usable
in
the
most
simplistic
way
it
should
come
in
in
one
format.
K
Okay,
so
where
you
observed
so
when
someone
wasn't
where
they
were
supposed
to
be,
sometimes
it
was
the
coffee
shop.
Sometimes
it
was
a
plaza
and
then
sometimes
it
appeared
to
be
at
someone
else's
home
other
than
like
at
her
residence
had
a
like
stopped
on
a
street
in
front
of
somebody's
house.
Yes,.
C
K
C
J
M
C
J
M
J
Q
J
Q
B
Q
B
Day
in
and
day
out,
though,
do
the
same
pairs
of
people
go
out
together
or
there's
some
deeper
rotation.
You
know:
I'm
I
I'm,
an
expert
in
this
type
of
thing
and
today
I
work
with
Joe
and
next
day,
I
work
with
Sally
and
then
Peter,
and
then
somebody
else
or
things
fairly,
consistent
or
habitual
and
the
way
things
are
worked
out.
Things.
Q
Q
B
Q
Q
B
About
movement
from
employment
with
the
contractor
to
the
city,
or
vice
versa,
work
for
the
city
for
a
long
time
left
the
city
went
to
work
for
the
contractor.
Do
you
see
a
high
amount
of
cross
over?
Are
we
talking
about
the
same
people
and
what
I'm
getting
at
is?
Is
forestry,
a
fairly
limited
industry,
and
that
there's
only
so
many
people
that
have
the
skills
and
they
tend
to
move
around
through.
G
The
chair,
it
is
a
fairly
limited
industry,
it's
a
highly
skilled
industry,
a
lot
of
training
involved,
and
so
the
the
staff
tend
to
stick
with
it
for
quite
a
while,
and
there
is
some
movement
from
time
to
time
used
to
be
a
lot
more
than
there
is
now.
Private
companies
tend
to
have
have
come
along
with
benefits
and
things
like
that
for
their
employees
that
help
help
the
retention
rates,
but
there
is
always
some
movement
and.
B
F
B
Let's
take
the
GPS
data
aside,
how
does
a
supervisor
know
looking
at
a
daily
log
that
the
crew
has
had
a
productive
day?
You
know
we're
looking
at
an
example
on
the
screen
here.
It
looks
like
they
trimmed
to
trees.
How
do
they
know?
You
know
that
was
a
time
well-spent.
That
was
those
were
tough
jobs.
They
took
all
day
or
boy
day
after
day,
this
crew
seems
to
get
like
one
thing
done
and
I'm
not
satisfied
with
the
level
of
work.
You
just
never
mind
the
GPS,
just
the
outcomes
so.
Q
B
See
a
disparity
and
the
data
presented
by
the
auditor
in
terms
of
the
inspections
from
district
to
district.
Do
you
see
as
a
disparity
between
crews
under
one
supervisor?
In
other
words,
and
that's
why
I
was
asking
their
questions
about?
Do
people
move
around?
Do
some
crews
perform
better
than
others?
These
are
our
superstars.
They
do
the
work
of
five,
and
how
do
you
manage
that
within
GPS
data
aside,
just
we
come
back
to
the
our
to
the
end
of
the
day.
What
did
you
accomplish?
This
crew
did
amazing
things.
Q
Q
B
K
Q
K
The
I
guess
over
to
back
to
the
the
auditor-general,
the
so
there's
cases
where
the
vehicle
would
be
stopped
in
front
of
a
of
private
residences.
Correct
and
was
there
was
that
for
a
period
of
time.
That
would
be
consistent
with
somebody
doing
some
tree
work
at
that
location,
just
not
with
a
city
tree
that
they
were
assigned
to
do.
C
C
It's
my
view
that
it
starts
with
the
contractor
reconciling
before
a
person.
Your
control
in
the
city
is
the
four
person
who
should
be
doing
these
matches,
and
that
should
happen
to
see
why
it's
out
and
then
we
can
go
in
and
do
you
know,
investigative
work,
but
I
think
that
we
need
to
get
at
the
bottom
to
fix
the
system
here.
K
Q
K
Somebody,
someone
in
management,
made
a
conscious
decision,
we're
going
to
require
these
GPS
systems
in
place
so
that
we
could
monitor
what
the
vehicles
were
doing
where
they
were
going.
I
assume
that's
what
that's
correct.
So
then
that
appears
not
to
have
happened.
So
can
you
explain
why
we
would
put
in
insist
on
require
a
GPS
system
and
then
not
appear,
apparently
not
use
it.
M
So
through
through
the
chair,
did
you
know
we
don't
have
real-time
access
to
the
GPS,
so
the
process
that
is
in
place
is
that
if
there
is
a
questionable
log
that
is
submitted,
the
city
would
then
request
from
the
contractor
the
GPS
log
for
that
day,
and
then
we
would
view
it
and
against
the
daily
log.
So
it's
not
an
immediate
response
and
it's
it's
based
on.
You
know
errors
that
come
forward
that
we've
identified.
There
have
been
a
few
occasions
where
we
have
done
that,
but
clearly
through
the
auto
general's
report.
M
K
Q
K
Thank
you,
I'm
gonna,
request
that
through
you,
mr.
chair
I,
don't
know
that
we
need
a
motion
for
it.
The
the
otter
general
reported
that
in
41
percent
of
cases
or
appeared
to
be
something
wrong
on
the
log.
So
do
you
have
any?
If,
first
of
all,
do
you
agree
with
that
and
if
you
do
agree
with
that,
how
would
you
explain
that
higher
percentage
and
nobody's
noticing
it.
Q
So
the
discrepancies
that
were
noted
by
the
Auditor
General's
Office-
they
vary
in
magnitudes
in
terms
of
their
importance
on
the
log.
In
some
cases,
the
discrepancy
was
associated
with
an
incorrect
tree
number
or
a
missing
work
order
number,
which
doesn't
necessarily
constitute
any
financial
cost
to
the
city.
It's
it's
a
it's!
Q
It's
a
vestige
of
the
paper-based
system
that
the
forestry
is
currently
using
to
track
its
performed,
its
work
we've
since
2015
forestry
has
been
working
with
the
enterprise
work
management
system
to
develop
a
system
that
moves
us
from
a
paper-based
system
into
an
electronic
system
where
crews
and
supervisors
and
four
persons
can
monitor
and
track
daily
work
in
real
time,
as
opposed
to
via
paper-based
systems.
I'm.
K
Conscious
of
the
time
mr.
chair,
so
I'll
just
go
back
I
just
and
hopefully
this
will
answer
my
question
so
I
don't
need
to
go
in-camera
because
I
don't
want
to
disrupt
the
meeting,
but
I
know.
My
understanding
is
that
there
are
legal
limits
to
what
your
findings
can
be
used
for.
That's
on
a
general
basis,
not
just
in
this
case
but
in
general,
and
if
I
got
that
right.
C
I
just
like
to
go
back
to
a
couple
of
comments,
just
if
I
could
just
the
the
logs,
at
least
in
one
case,
the
logs,
the
GPS
can
show
when
a
hydraulic
system
is
being
used
to
prune
a
tree
and
we've
seen
the
hydraulic
system
being
used
to
prune
trees
that
were
not
on
the
work
order
and
were
associated
potentially
with
other
addresses.
So
I
just
want
to
make
sure
that
it's
not
a
work
order.
Number
that
we're
seeing
that's
incorrect.
There
might
be
a
few
of
those,
but
we
would
see
something
like
they
said.
C
They
left
the
tree
location
at
12:30
and
sorry
I'm.
Just
sorry.
They
said
that
they
left
the
last
location
at
say,
12:30
and
then
it
would.
They
would
record
GPS,
says
12:30.
They
record,
they
stayed
there
until
2:30,
so
we're
seeing
big
differences
in
time.
It's
not
like
work
order.
Number
a
tree,
that's
missed!
We
do
see
difference
in
time.
There
may
be
an
explanation
for
that,
but
it's
concerning
that.
We
see
the
hydraulic
in
other
areas
around
our
findings.
C
It's
we
have
this,
for
the
city
has
to
conduct
its
own
work
and
legal
services
is
here.
Our
findings
are
based
on
the
work
that
we
do,
but
I
have
special
powers
to
obtain
records,
and
so
really
it's
really
for
the
city
to
go
back.
Take
the
daily
love
match
it
to
the
GPS,
identify
when
the
hydraulics
being
used.
If
you
don't
have
the
information
that
should
be
getting
it
match
it
up
and
where
there
are
discrepancies
of
an
hour
or
two
hours,
then
I
think
it's
important
to
ask
those
questions
so.
K
C
In
criminal
proceedings,
my
records
can
be
obtained
under
a
search
order
or
a
production
order,
and
that
has
happened
in
the
past
in
civil
proceedings.
The
city
has
to
prepare
its
own
case,
and
so
you
can't
take
my
work
that
I
have
special
powers
to
obtain
information
and
then
then
use
that
in
court
you,
but
you
have
a
road
map
here,
of
what
the
issues
are
and
the
time
you
really
an
overview
of
what's
happening
here
has
been
provided.
C
K
B
K
I'm
not
wanting
to
ask
more
questions
committee's
been
very
generous
with
over
15
minutes,
but
what
I'm
looking
I
guess
to
you
for
is:
is
there
a
if
one
thinks
there
needs
to
be
further
investigation,
and
perhaps
not
only
by
the
Auditor
General
and
that
perhaps
by
counsel
we're
going
to
need
something
in
camera?
On
those
issues?
Do
you
have
a
motion
or
a
plan?
I
know.
B
Where
we're
splitting
from
procedure
here
but
I
would
say,
I've
got
a
couple
of
basic
motions
that
respond
to
the
mayor's
request,
to
look
back
in
farther
detail
regarding
the
contracts
and
to
also
have
a
follow-up
report.
That
should
be
no
surprise,
but
if
you
had
something
more
specific,
you
want
to
look
at.
I
would
recommend
that
we
place
a
motion
here
and
now
or
place
a
motion
to
Council.
If
you
need
time
to
develop
it.
J
G
J
This
report
now
just
just
a
question
just
my
last
question,
so
we
do.
We
pay
the
contractor
on
on
the
number
of
trees
that
they've
gone
out
to
maintain
and
watered
and
prune,
or
do
we
just
send
them
up
for
the
day
and
they
get
paid
daily?
Do
we
have
a
list
of
all
the
locations
they
have
to
go
to
and
then
do
we
review
that
and
ensure
that
whatever
list
they
pad
for
the
day
has
been
done
so
we
know
that
we're
paying
them
right
so.
Q
A
couple
points
is
we
do
pay
pay.
The
contractor
be
sorry
thanks.
We
do
pay
the
contractor
based
on
the
day.
However,
urban
forestry
is
exploring
unit
rate
contracts
in
2019.
There
is
one
already
set
up
to
start
this
may
on
on
watering
trees
and
also
one
starting
in
October
this
year
on
stumping,
a
unit
rate
contract
differs
from
an
hourly
rate
contract
and
that
the
work
is
based
upon
the
number
of
units
produced,
the
number
of
trees
pruned
or
the
number
of
trees
watered,
as
opposed
to
based
on
the
hourly
rate.
Q
Q
J
Now,
just
to
staff,
for
years
we've
been
told,
the
council
has
been
told
to
tower
constituents
when
they
call
input
to
get
their
tree
pruned.
We
tell
them.
Oh
it
takes
nine
months,
it
could
be
a
year.
It
could
be
two
years
before
they
get
the
REO
their
tree
prune.
Could
this
not
be
what's
happening
here
today
like
here?
We
are,
and
we
have
people
that
are
waiting
for
months
to
get
the
tree
pruned
in
the
we're
paying
people
when
they're
not
even
doing
their
pruning.
So.
M
Through
the
chair
and
through
the
results
of
the
audit
report
and
some
of
the
things
that
we're
currently
doing
when
prove
this
process,
I
agree
with
you
if
there
are
ways
to
create
greater
efficiencies
and
prove
more
trees
in
a
timely
matter.
That's
certainly
something
that
we're
committed
to
doing.
B
So
I
I
also
had
a
follow-up
question.
I
Madame
auditor,
if
I
could
ask
you
just
to
articulate
or
go
a
bit
deeper
in
your
answer.
An
earlier
answer.
You
had
mentioned
that
the
GPS
logs
contain
data
on
the
use
of
the
hydraulic
equipment
and
that
the
logs
indicated
that
the
trucks
were
operating
at
locations
that
weren't
locations
of
the
work
order.
So
they
were,
let's
say
plain
and
plain:
as
can
be,
you
know
they
were
trimming
trees
that
weren't
on
the
list
did
I
did
I
get
that
right.
B
C
Everything
goes
so
the
report
we
have
mounds
of
information,
but
you
are
correct.
There
is
at
least
one
contractor
who
does
have
that
kind
of
information.
I
think
it's
useful
information
if
you
were
going
to
track
by
hour,
it's
used
for
information
to
have
to
show
that
the
work
has
been
done,
even
with
the,
even
if
you're
tracking,
by
unit,
to
know
that
the
hydraulic
has
gone
up
and
down,
and
we
did
see
from
the
information
we
had
that
it
was
at
a
location
that
was
not
on
the
daily
log.
Okay,.
B
C
B
Your
opinion
of
your
recommendations
and
the
powers
that
you
have
in
the
powers
that
staff
have
do
you
believe
that
there's
enough
before
this
committee,
to
give
you
and
the
city
department
thority
to
dig
deeper
into
those
circumstances,
to
get
really
deep
and
do
exactly
what
happened?
Can
we
get
pictures
of
the
trees
before
and
after
can
we
knock
on
the
door,
the
person
that
lives
there
and
find
out
what
happened
you
know
was
this
a
simple
customer
service
issue:
hey
you're
cutting
the
tree
can
look,
and
you
fix
this
hanging,
limb
versus
something
else.
B
C
C
It's
a
function
of
time
for
us
we,
you
know
this
is
a
responsibility
of
the
see
of
a
Forestry,
Division,
I
I
think
they
should
at
least
look
at
it
first
and
identify
where
they
have
concerns,
and
so
the
contractor
knows
the
contractor
should
do
some
work
too,
but
for
us
to
dig
deeper,
we
would
have
to
be
pulled
off
another
project
and
it
becomes
challenging.
But
if
this,
if
the
City
Council
would
like
me
to
do
that,
I
would
need
a
2/3
vote
and
I
would
certainly
do
that.
So.
B
I'm
going
to
shift
it
over
to
the
forestry
department,
so
we
have
an
example
of
something
that
is
deeply
concerning.
Have
you
got
the
tools
before
you
in
this
report
to
go
and
deal
with
a
circumstance
like
that
and
anything
else
that
may
come
up
in
any
reviews
that
you've
got
to
get
really
deep
and
it's
in
my
opinion,
this
is
beyond
just
the
management
of
the
contract
situation
in
performance.
This
is
why
were
you
working
on
a
tree?
We
didn't
ask
you
to
certainly.
M
M
F
M
B
B
B
That
is
exceptionally
important,
as
we
all
know.
As
councillors,
you
know
that's
one
of
the
comments.
Service
requests,
complaints
we
get
it
takes
so
long
to
get
a
tree,
serviced
and
I
understand
the
report
does
say:
look
we
met
our
standards
in
many
many
cases,
but
the
standard
is
really
long.
So
if
we
are
able
to
find
efficiencies
in
the
system
and
we're
going
to
close
those
standards
and
get
better
service
for
citizens
of
the
city,
I
think
people
would
be
delighted
in
that.
So
I
hope
you'll
support
these
motions
and
councillor
Fillion.
B
B
K
You
know
because
we
get
a
lot
of
troubling
reports
here,
but
this
one
has
aspects
to
it
that
are
a
little
bit
more
troubling
I
think
we
have
a
snapshot
of
what's
been
happening
here.
We
don't
have
a
full
picture
and
so
I
need
I
think
we
need.
We
need
the
full
picture,
however,
we
one
might
get
it
so
acknowledging
there
are
problems
and
taking
corrective
measures.
That's
great
that
deals
with
you
know
ongoing
going
forward.
K
Dealing
with
that
and
with
most
of
the
Auditor
General's
recommend
reports.
I
would
say
that's
kind
of
our
main
job.
There
is
just
to
make
sure
that
going
forward,
whatever
she's
identified
as
is
fixed
with
this
one
I
think
we
do
need
to
bring
the
picture
more
into
focus.
We
need
to
verify
the
extent
to
which
what
appears
to
be
going
on
was
going
on
and
I
think
we
need
to
know
how
and
why
it
happened,
and
it
could
be
the
usual.
J
You
just
I
just
briefly
and
I
will
be
supporting
the
chairs
motions
and,
as
you
can
see,
the
letter
that
we
received
from
the
mayor
and
the
mayor
has
definitely
concerns
on
the
report.
I'm.
Oh,
my
motion,
I
have
a
motion
that
City
Council
direct,
the
general
manager,
parks,
forestry
and
Recreation
temesta,
get
report
back
on
the
visibility
of
coordinating
tree
maintenance
with
Toronto
Hydro
and
leveraging
their
best
practices
the
reason
I'm
moving.
That
is
because
then
we
used
to
we
used
to
contract,
not
maybe
within
the
city
of
Toronto
mumu
York.
J
We
used
to
contract
with
Toronto
with
hydro
because
they
do
they
go
around
pruning
trees
as
well
for
their
own
and
so
possibly
there's
a
possibility
that
we
might
be
able
to
look
at
and
maybe
work
with
them
and
partnership.
I,
don't
know
but
I'm.
Just
asking
for
a
report.
I
mean,
maybe
it's
not
possible.
J
I,
don't
know,
but
I
just
like
to
move
that
so
and
I'm
looking
forward
to
stop
bringing
back
looking
and
reviewing
the
length
of
time
for
tree
pruning
and
maintenance,
because
I
can
tell
you
that's
one
of
the
biggest
issues
that
we
get
from
residents
and
now
that
you
got
this
report
here
today.
I'm
sure
we're
gonna
get
calls
from
residents
saying:
okay
yeah.
That
takes
this
long
because
of
you
know
so
I'm.
Looking
forward
to
that
report,
and
thank
you
to
the
Auditor
General
and
that's
it
for
me.
G
Yeah
I
mean
I.
Imagine
imagine
you
you
hired
somebody
to
come
and
paint
your
house
and
they
double
billed
you
for
the
same
wall.
They
billed
you
for
eight
hours,
work
and
spent.
You
know
three
three
hours
of
it
at
Starbucks
having
coffee
or
your
neighbors.
Well
and,
and
meanwhile,
you
just
the
bills,
keep
running
it
coming
and
and
and
and-
and
meanwhile,
though
you
know
most
of
your
walls
aren't
painted
yet
and
and
and
and
other
customers
are
waiting
for
that
painter
to
arrive,
and
this
is
what
happened
to
the
City
of
Toronto.
G
We
got
you
know
we're
getting.
This
was
an
abuse
of
trust,
as
abuse
of
trust
on
our
contract
is
an
abuse
of
trust
to
residents
who
pay
taxes
that
that
paid
these
bills
and
I
commend
the
Auditor
General
and
her
team
for
bringing
this
to
our
attention,
and
you
know
once
again
recommending
both
accountability
measures,
but
also
move
forward
measures
for
to
to
adopt.
But
it's
you
know,
John
a
counselor
Fillion
mentioned
this
earlier.
It
I
just
can't
agree
with
him
more
and
I
found
this
over
and
over
and
over
again
to
this
committee.
G
I
know
all
of
you
have
where
there's
just
some
some
things
that
come
to
us,
that
just
seems
sort
of
glaringly
obvious
and
I.
Just
don't
understand
why
these
things
are
have
been
allowed
in
the
first
place.
If
you
know
that
your
vehicle
has
a
GPS,
bless
you
and
and
you're
being
tracked
from
a
satellite
in
space
and
you're
supposed
to
be
somewhere
doing
a
job,
and
you
then
think
that
you
can
go
and
hang
out
for
two
hours
at
a
coffee
shop
or
whatever
they're
doing
at
the
mall,
whatever
it's
just
amazing.
G
But
then
what
really
amazes
me
is
that
when
they
go
to
whoever
their
bosses
at
this
company
that
we've
contracted
that
they
don't
go,
hey
wait
a
sec,
Bob
you're
not
allowed
to
do
that,
and
we
need
to
talk
to
the
city
and
talk
to
management,
about
what
we've
discovered
and
now
that
all
of
this
has
been
discovered.
There's
no
evidence
in
front
of
us
that
there's
been
any
accountability
or
any
consequence
and
even
anyone's
been
fired.
Anyone
has
been
given
a
scolding.
G
The
I
haven't
seen
anything
come
out
of
this
other
than
now
it's
at
our
attention.
So
I
completely
agree
that
we
need
to
go.
Take
a
look
at
what's
happened.
We
need
to
review
this.
There
needs
to
be
accountability
and,
frankly,
if
this
company
has
not
been
doing
their
job
in
keeping
their
own
workers
to
account,
this
company
shouldn't
be
working
with
the
City
of
Toronto
and
they
should
never
get
another
dime
of
taxpayers
money.
Thank
you.
Thank.
B
You
cows
are
not
low,
I.
Think
we've
covered
all
the
committee
members.
So
with
that
I've
got
two
amendments.
I
hope
you'll
support
those
all
in
favor
any
opposed
those
are
carried.
Councillor
Annunziata
had
an
amendment
all
those
in
favor
that
is
carried
and
on
the
item
as
amended
all
those
in
favor
that
is
carried.
Our
final
item
is
item
2.6.
B
B
K
K
One
of
the
main
roles
of
this
committee
is
to
ensure
accountability
in
the
system,
so
we're
very
fortunate
to
have
Auditor
General
who
brings
things
to
our
attention,
then
the
various
divisions
say
almost
always
say:
yeah,
okay
acknowledged,
will
we're
gonna
fix
it
then
I
think
it's
incumbent
on
us
to
go
back
and
look
at
so
did
they
fix
it?
Did
they
do
what
they
said?
They
were
going
to
do.
That's
part
of
our
oversight
and
accountability
requirement.
K
So
I
picked
out
three
of
those
that
were
of
greatest
concern
to
me
among
the
list
that
were
of
greatest
concern
to
her.
The
first
has
to
do
with
cleaning
and
it's
just
an
efficiency
and
cost
savings,
one
that
seems
like
one
of
those
ones.
The
solutions
are
pretty
obvious.
Maybe
they've
happened
already.
They
don't
appear
to
have
so
we'd
like
need
to
know
why
the
IT
issue
as
I,
don't
know
how
many
of
us
have
taken
the
directors
education
program.
But
there
was,
you
know
one
day
spent
on
cybersecurity
threats.