►
Description
City Council, meeting 29, May 24, 2017 - Part 3 of 3 - Evening Session
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=11859
Part 1 of 3: https://www.youtube.com/watch?v=6QwUYIoV5bI#t=13m57s
Part 2 of 3: https://www.youtube.com/watch?v=TS6ki21qJO8#t=1m09s
C
C
B
A
A
I
I
I
A
A
G
G
E
E
Is
to
change
essentially
change
the
words
etobicoke
york
and
insert
the
words
toronto.
My
understanding
is
from
the
mover
of
the
motion
as
committee.
This
was
the
intent
but
toronto
and
easter
community
council
or
etobicoke
york
community
council.
It
didn't
have
the
jurisdiction,
so
this
is
just
applying
it
across
the
city
and
then
b
is
on
the.
E
E
A
C
C
F
C
F
Of
the
of
the
individual
folks
within
the
the
actual
advisory
committee
that
we
had,
we
looked
at
a
number
of
counselors
that
we
want
on
the
board
and
basically,
it
came
out
to
seven
people
were
sufficient
for
this
board
at
this
point
for
this
interim
board
at
this
point
in
time.
Thank
you
very
much.
Thank.
M
F
The
speaker,
I
would
say
that
today
we're
actually
having
conversations
with
the
ttc
actually
on
their
office
requirements
right.
So
I
would
actually
have
this
organization
going
forward.
It
would
actually
work
with
the
ttc
and
look
at
what
the
requirements
are
and
look
at
it
from
a
city
perspective
overall,
look
at
the
opportunity
to
actually
look
at
what
they
need
and
actually
look
at
further
optimization
colocation
with
other
groups
to
to
see
if
there's
an
opportunity
to
do
so.
Oh.
F
Speaker
there
is
definitely
conversations
and
reviews
that
will
happen
between
what
the
requirements
are
for
ttc
in
this
organization.
The
role
of
this
organization
is
to
enable
them
to
deliver
their
program,
and
what
this
organization,
I
would
hope,
would
bring,
was
different
value
across
the
city
as
to
what
the
opportunity
could
do
from
a
citywide
perspective
that
ttc
may
not
see.
What's
the
toronto
police
services.
F
F
F
M
F
The
speaker
of
what
we've
actually
had
dialogue
with
parks
around
some
major
city
building
requirements
that
they
have
around
some
of
their
community
centers
and
this
organization
would
support
them
in
some
of
the
actual
infrastructure
required.
This
organization
with
also
supports
some
of
the
leases
that
parks
has
also,
and
that
dialogue
is
happening
with
them
as
we
speak.
That
was
your
last
question.
Thank.
G
F
Of
the
major
projects
that,
like
the
office
modernization
program
today,
we've
actually
brought
that
to
council
to
look
at
all
the
corporate
office
space.
My
expectation
is
that,
when
we're
looking
at
a
citywide
review
of
city
building
overall
in
office
space,
we
would
come
back
to
council
for
approval.
So
for
the.
F
Intent
is
to
come
back
with
a
long-term
plan
that
would
actually
stipulate
what
you
just
said:
councillor
fletcher,
with
elements
of
priorities
around
whether
it's
office,
space
or
other
requirements
for
city
building.
I
would
incorporate
some
of
the
whether
it's
certain
programs
like
ttc
or
others,
so
for
a.
G
G
F
G
G
F
What
we'd
be
doing
with
police,
and
particularly
be
working
with
that
organizing
with
the
organization
understanding
what
the
requirements
are
short
term
long
term,
build
that
in
the
overall
city
plan,
meaning
citywide
plan
of
real
estate
and
come
back
to
council
for
approval
and
also
work
with
the
local
councillors
in
those
areas,
because
that
is
actually
a
critical
part
of
the
dialogue
and
collaboration
that
we
want
to
make
sure
we
have.
And
so,
when
would.
G
F
Through
the
speaker,
we
actually
have
some
engagement
models
already
built
into
the
plan
that
we
put
forward
today
in
this
report.
What
we're
going
to
be
doing
in
q1
of
2019
is
bringing
the
long-term
plan
that
tenure
plan
that
I
talked
about
getting
on
your
and
actually
demonstrate
and
habit
by
priorities
and
get
approval,
and
you
also.
G
N
N
Report
and
make
it
real,
how
will
we
describe
it
and
to
me
the
most
real
example
of
I
think
we're
where
councillor
fletcher
is
trying
to
take
us
from.
Can
you
help
this
agency
with
their
one
purpose,
a
head
office?
What,
if
they're
multi
purposes
and
to
me
the
best
example,
is
the
bus
bays
at
at
yonge.
N
N
F
Through
the
speaker
and
all,
and
I'm
going
to
go
for
a
bit
of
a
process
right
now,
we
have
client
relationship
management
roles
that
we're
creating
that
will
work
with
counselors.
That
will
work
with
all
the
program
owners
that
will
build
that
integrated
plan
that
you
refer
to,
and
let's
assume
that
there's
a
site
that
we
want
to
build
on
and
it's
a
community
help
per
se.
F
F
N
O
O
Question
was
a
very
good
one:
what's
going
to
happen
to
the
counters
have
to
bring
it
up?
Do
the
agencies
have
to
bring
it
up?
So
can
you
extrapolate
a
little
further
as
to
the
vision
that
this
organization
is
supposed
to
do
and
bring
those
planets
together
as
compared
to
how
the
divisions
are
working
independently
right
now,
true
speaker,
what
disorganized.
F
We'll
be
doing
through
the
through
their
client
relation
managers
is
working
with
every
counselor
and
every
program
owner
and
understand
what
their
plans
are
and
then
looking
at
this
and
looking
at
where
they
could
do
harmonize
the
plans
overall
from
a
city
perspective.
Look
at
where
the
opportunity
is
to
create
that
hub
that
make
people
may
not
see
it
in
specific
plans.
This
organization
will
have
the
lens
that
we
do
not
have
today,
so
it
is
up
to
the
parks
division
to.
F
F
O
O
F
Obviously,
at
theirs
all
I
would
say
most
organizations
are
supportive
of
the
support
that
they
will
need
that
today
they
do
not
have
some
of
the
skills
that
are
required
to
do
this.
I'd
say
overall,
people
are
a
bit
nervous
about
it's
big
right
and
making
sure
that
they
can
still
deliver.
But
I'd
say
90%
of
the.
F
O
F
F
The
right
time-
and
I
think
this
organization
and
its
public
actually
want
that
today.
So
if
I
were
to
say
this
is
transformational
yes,
it
is.
Is
it
something
that's
required?
I
say
absolutely.
We
have
a
huge
opportunity
to
bring
so
much
more
to
the
public
than
we've
been
able
to,
in
my
mind,
based
on
a
better
integrated
plan.
So
that's
what
I
would
tell
you.
Thank
you.
That's
what
I.
K
K
K
K
K
Frankly,
of
the
ontario
realty
corporation,
as
the
counselor
at
the
south
end
of
the
allen
expressway-
and
you
may
remember
it-
was
bill
data's
premier,
bill
davis,
who
basically
said
visit
the
line,
don't
cross
it
and
gave
instructions
to
sell
the
rest
of
the
sell,
the
property
that
were
expropriated
south.
Well,
we
did
a
number
of
them,
but.
K
Don't
have
the
right
personnel
there
and
if
we
don't
give
them
the
right
vision,
and
I
do
think
they
have
the
right
vision,
that
it
can't
go
sideways
and
it
becomes
something
that
is
about
the
real
estate
on
a
financial
basis
only
and
isn't
about
city
building.
More
broadly,
I'm
convinced
that
that's
not
the
intent,
however,
institutions
have
ways
of
evolving
in
different
directions
in
that.
K
So
I
support
it
wholeheartedly
and
I
frankly,
I
applaud
the
good
work
that
you
have
done
in
consulting
in
and
working
with
councillors.
That
gives
me
a
great
deal
of
comfort,
but
I
think
it's
something
that
we
need
to
be
continually
vigilant
on
to
make
sure
that
it
doesn't
become
decentralizing
real
estate,
financially
focused
only
organization.
K
L
L
L
Of
toronto
is
not
managing
its
real
estate
assets
very
well.
We
are
very
much
in
an
uncoordinated
matter.
We
don't
have
clear
objectives
that
bring
us
to
purposeful
outcomes
in
a
timely
fashion
and
therefore
we
lose
opportunities
all
the
time
and
when
we
lose
opportunities
like
that,
we
actually
are
are
not
managing
the
assets
of
this
corporation,
very
well
on
behalf
of
the
taxpayers,
so
I
do
support
very
much
the
the
general
direction
of
where
the
staff
are
going
with
this,
and
thank
them
for
that.
L
I
do
recognize
that
you
know
ensuring
that
we
remain
good.
Stewards
of
these
assets
is
not
just
about
keeping
it
in
a
holding
pattern,
but
rather
being
much
more
dynamic,
much
more
responsive
as
opportunities
arise,
and
I
don't
think
that
we
have
actually
done
a
very
good
job
of
that
to
this
date.
I
have
some.
L
Strong
governance
will
be
able
to
manage
those
assets
to
bring
us
to
the
outcomes
that
the
city
would
want
outcomes,
including
expansion
of
affordable
housing,
which
we
have
not
been
very
good
at.
We
talk
about
it
a
lot,
but
we
haven't
been
building
it.
We
haven't
been
creative
in
how
we're
going
to
maximize.
L
L
Has
access
to
that
lease
agreement
that
may
have
been
signed
25
years
ago
and
are
there
any
terms
of
renewal?
Are
there
any
conditions
that
we
meet
need
to
be
mindful
of,
and
it
just
seems
like
constantly.
We
are
reinventing
the
wheel
trying
to
play
catch-up
when
we
need
information
and
it
slows
things
down.
We.
L
L
Holding
on
to
a
community
outcome
and
then,
on
the
other
hand,
we're
going
to
the
province
telling
them
all
the
reasons
why
they
need
to
do
better
by
us
to
invest
in
affordable
housing
in
the
city.
We
have
no
credibility,
there's
no
reason
why
the
province
should
listen
to
us
when
we
haven't
been
managing
those
assets
very
well.
It's
been
very
difficult
to
even
get
our
corporation
to
act,
nimbly
to
take
advantage
of
opportunities
when
we
can
buy
assets
and
it's
as
a
city
with
the
building
of
buying
power
that
we
have.
L
L
L
Valuable
real
as
that
real
estate
asset
by
every
stretch
of
the
imagination,
we
are
a
waterfront
city
and
we
have
a
great
partner
who's,
been
able
to
help
us
deliver
some
of
those
assets
in
the
very
short
period
of
time
that
since
they've
been
constituted
and
that's
waterfront
toronto,
including
the
good
folks,
who've,
actually
worked
at
trial
portland
corporation.
I
think
that
we
have
to
make
sure
that
that
intellectual
property
and
history
that
they
contain
is
going
to
be
melded
into
the
new
agency
and
that
you
work
together
for
the
three-year
transition
period.
H
H
H
H
Up
my
comments
by
saying:
let's
get
people
with
the
right
areas
of
expertise
around
the
table,
making
these
critical
decisions
that
will
really
shape
our
future
of
the
city,
and
I
will
part
on
this
comment
of
civic
engagement.
Let's
embrace
civic
engagement
by
reducing
the
city
councillors
on
this.
My
impression
is:
when
there's
a
board
with
too
many
city
councillors,
they
dominate
the
influence
of
their
experience
of
speaking
and
moving
motions,
so
I
think
it's
better
to
have
the
community
neighborhoods
of
toronto,
showing
through
this
exercise
and
reduce
council
and
increase
public
engagement.
Thank
you.
G
G
G
G
G
Carefully,
bringing
our
lands
and
our
expertise
into
creating
something
more
from
what
we
own
bringing
people
to
what
we
own
with
a
vision.
So
that's
why?
I'm
convinced
that
I
can
support
this,
because
I
see
this
as
a
further
direction.
I
also
want
to
say
one
of
the
things
that
is
frustrating
is
there
doesn't
seem
to
be
because
of
all
our
agencies.
We've
got
housing,
we've
got
tiki,
see,
we've
got
parking
authority,
we've
got
so
many
different
agencies
that
have
their
own
t.
Poc
penny
that.
G
G
M
M
I
Comments
brief:
I
have
a
motion
if
it
can
be
put
on
the
screen
as
a
serf,
it
seems
like
there's
a
great
deal
of
conversation
around
the
board
composition.
Just
for
clarity,
my
motion
is
to
maintain
the
existing
board
composition
as
its
proposed
with
nine
members,
six
citizen,
member
or
public
members,
but
to
clarify
that
the
two
council
representatives
and
the
mayor
his
or
her
designate
that
they
would
all
come
from
different
community
councils.
I
That's
all,
and
I
the
reason
for
that
for
me
is
very
clear
that
we
want
to
real
estate
framework
that
will
stand
the
test
of
time.
We
want
a
real
estate
framework
that
will
ensure
representation
from
the
whole
city
and
we
want
a
real
estate
framework
so
that
whether
we
have
a
mayor
that
is
way
to
the
right
or
way
to
the
left
or
right
in
the
middle,
it
doesn't
matter.
We
have
a
framework
for
governance
that
works
and
I
think
that's
the
intention
here.
I'll
keep
it
just
say
a
few
words
here.
Our.
I
I
And
list
of
priorities
to
determine
what
highest
and
best
use
for
our
city
really
means
when
it
means
parks
and
public
realm,
community,
centers
and
community
services,
shelters
and
affordable
housing,
jobs
and
employment.
That's
what
highest
and
best
use
really
looks
like,
and
it
does
so
while
ensuring
direct
accountability
for
real
estate
transactions
to
this
council.
And
so
you.
I
Know
we
have
in
front
of
us.
Finally,
I
think
a
big
move
and
an
important
one
which
will
help
our
city.
We
have
a
proposal,
that's
being
brought
forward
in
terms
of
the
process
that
is
focused
on
getting
it
right,
as
opposed
to
just
getting
it
done
by
having
an
interim
board,
then
having
a
three
year
incubation
period,
which
excludes
places
like
toronto,
community,
housing
and
hydro,
and
so
this
is
not.
I
N
N
N
N
N
To
the
sushi
restaurant,
where
the
conveyor
belts
are
moving
too
fast,
you
don't
have
time
to
go
to
every
committee
meeting.
We
do
everything
through
committee
right
now
when
we
want
to
build
something
for
city
use
into
it
when
we're
just
selling
it
off,
we've
been
sending
it
off
to
build,
but
when,
when
you
want,
when
you
think,
there's
a
broader
community
purpose
for
something
often
you're
here
in
this
chamber
by
the
time
you
find
out
about
something
and
the
opportunities
just
sales
by
recorded
vote
is
gone.
Why
didn't
we
put
a
childcare
center
there?
N
Of
a
daytime
seniors
drop-in,
why
aren't
we
meeting
some
of
the
needs
that
we
know
are
are
needed
throughout
society,
let
alone
the
city
of
toronto
and
isn't
this
the
best
place,
the
richest
and
largest
city
with
the
most
assets?
Why
aren't
we?
Why
aren't
we
exploring
those
things
that
we
know
are
the
future
needs
of
this
city
at
this
organization?
It's
a.
N
N
Home
from
work,
and
as
you
came
up
the
escalator
there
was
the
seniors
drop-in,
where
you're
you're
elderly,
that
is
in
your
care
spent
the
day.
There
is
the
childcare
center,
but
there
too
were
also
the
private
sector
amenities.
There's
the
dry,
cleaner,
there's
the
medical
offices
that
in
fact,
are
getting
a
little
bit
of
a
below
market
rent
because
you
want
to
bring
them
into
a
hub.
And
yes,
there
is.
N
N
N
N
And
if,
if
there
is
a
mandate
for
this
term
of
office,
if
we
cast
our
minds
back
to
the
last
term
of
office,
if
there
is
a
mandate
for
this
term
of
office,
not
only
for
the
mayor
but
for
every
one
of
us
councillors,
it
was
to
begin
to
get
rid
of
those
divisions.
Those
geographical
divisions
that
our
legacy
cities
left
us
with
and
that
have
led
to
political
divisions
and
make
sure
that
big,
bold
moves
when
they
make
them
hear.
Those
big
bold
moves
like.
N
This
agency,
that
there
isn't
the
downtown
uptown
urban
suburban
divide,
that
there
is
faith
in
this
board,
that
it
has
credibility
with
each
of
those
various
areas,
and
this
becomes
the
very
vehicle
that
brings
us
all
together
and
pass
those
amalgamation
divisions.
And
that's
why
the
structure
of
this
board
is
so
important.
And
that's
why
I'm
going
to
be
picking
my
favorite
model
there
and
making
sure
that
we're
having
regional
representation,
political
representation
and
good,
strong,
talented.
B
B
B
B
J
J
J
J
J
P
P
P
P
P
P
O
And
those
of
you
that
were
here
tommy
took
issue
with
it
when
it
failed
on
the
relocation
of
eva's
when
it
failed
on
the
selling
of
the
land
which
we
didn't
even
know
about
with
your
bus,
shelter
and
councillor
mcconnell's
area
was
ridiculous.
It
didn't
work
while
at
all,
but,
as
my
colleagues
said,
the
current
method
isn't
working
with
the
parking
authority,
sells
a
property
and
participates
in
the
highest
and
best
use
of
the
return
on
it.
That
also
failed,
but.
O
O
O
Bunch
of
counters
on
there
that
are
more
concerned
with
their
own
initiative
or
in
their
area.
I
believe
there
should
be
counters
on
it
and
I
think
the
current
number
of
three,
which
is
what
the
mayor
proposed,
was
reasonable.
I
support
him
having
his
own
designate
on
there
and
I
support
the
initiatives
to
make
sure
that
you
don't
get
three
from
a
tobik
or
in
north
york
or
scarborough,
because
that's
reasonable.
But
if
you
put
private.
O
O
Incorporate
the
needs
that
are
there,
where
we're
just
scratching
the
surface,
that
we
did
on
tiferet
road
when
we
brought
parks
in
and
we
tried
to
do
with
the
other
issues
we
had
to
deal
with
and
moving
a
business
across
the
road
or
where
we
dealt
with
richmond
street
and
all
the
needs
in
it.
It's
starting
to
focus
but
parks,
department,
parking
needs.
O
O
O
O
You,
madam
chair
to
council
prusa,
our
current
model
is
a
bigger
failure
than
bill
toronto
was,
and
it's
not
because
our
staff
don't
want
to
do
well
it's
because
they
don't
work
together.
There's
no
methodology
to
work
together
and
that's
what
this
is
trying
to
do,
trying
to
put
the
arms
around
the
different
agencies
and
slowly
bring
them
in
to
help
them
coordinate
their
needs,
so
they
can
deliver
for
you.
What
you
need
based
on
the
business
plans
that
each
agency
has
and
their
needs.
O
On
that
and
the
recent
track
record,
I'm
prepared
to
support
this
wholeheartedly
with
the
one
amendment
that
I
have
for
my
counselor
cressy
to
at
least
make
sure
that
the
members
I
split
across
the
city
and
give
it
some
chance
to
get
up
and
operating
as
it
continues
to
come
back.
Thank
you,
but
keep
your
eyes
on
it,
see
what
it's
doing
and
make
sure
you
get
the
right
people
onto
those
boards
that
are
there
to
represent
your
needs.
Q
Q
Q
Q
Q
The
money
siphoned
off
into
councilors
at
projects
or
this
project
or
that
project,
but
if
we
have
to
we
have
to
settle
on
that.
So
someone
like
me
I'd
like
to
see
the
money
go
into
the
city's
bank,
account
as
a
dividend
and
then
defend
this
council
decides
in
it
rather
than
the
local
councillor,
decides
that
it's
his
piece
of
land-
and
he
wants
this.
Q
Q
Q
Q
Q
Out
of
about
180
people
there
involved,
and
so
I
think
we
can
do
better
than
that-
people
that
are
peter
throughout
the
whole
organization.
There
were
3,000,
that's
that's,
including
the
people
of
manage
properties,
there's
huge
opportunity
to
find
savings
in
this.
I
know
the
mayor
talked
about
this
when
he
was
getting
elected.
Surely
we
we
shouldn't,
have
so
many
people
doing
this
and
I
agree
with
him.
So
I
think
the
next
steps
are
really
important,
but
this
is
a
good
first
step.
Q
D
D
R
Proposal
leg
of
problems
with
some
of
the
motions,
but,
however,
at
the
end
of
the
day,
we
got
to
make
sure
that
what
is
in
front
of
us
that
we
will
support,
I
get
problems
when
somebody
stands
up
and
says:
well,
I've
consulted
with
everybody
and
the
question
gets
put
that
you
consult
with
the
federal
government
and
I'm
told
assaulted,
with
the
kpg,
and
we
didn't
talk
to
that.
I'm
the
government,
that's
for
my
problem
lies.
R
Square
foot
and
then
it
ended
up
costing
the
federal
government
27.
I
was
reassured,
however,
by
staff
that
this
was
not
be
the
case
here,
but
that's
not
the
case
here
today,
but
I'm
not
sure.
What's
gonna
happen
tomorrow
or
the
day
after
this,
I'm
not
sure
if
putting
all
our
eggs
in
one
basket
is
a
good
deal.
I've
seen
real
estate
transactions
that
the
state
trying
to
make
and
the
city
strikes,
and
I
got
to
tell
you
I
am
aghast
amazed.
I.
R
You
screwed
up
and
although
these
seven
public
members
might
have
made
the
one
decision
and
the
chair,
that's
where
my
problem
lies,
you
can
tell
me
that
we're
gonna
get
people
that
know
what
they're
doing
at
the
end
of
the
day,
they're,
not
the
electorate
that
they're,
not
the
people
that
get
elected,
we're
the
ones
that
got
elected
and
get
held
accountable.
For
I
see
a
motion
by.
R
R
R
R
S
Thank
you
and
I
apologize
to
members
of
council
just
taking
a
couple
of
more
minutes,
but
I
have
a
lot
invested
in
this
in
the
sense
that
I
think
we're
really
trying
to
do
the
right
thing
here,
and
I
want
to
begin
by
saying
one
of
the
reasons
I
think
we're
at
the
place.
We
are
in
terms
of
something
that
has
resulted
from
a
lot
of
input
from
a
lot
of
people,
including
people
in
this
room
is
because
of
the
work
of
our
staff
team
led
by
josie,
and
I
I
think
it's
been.
S
Textbook,
I
mean
nothing
is
ever
you
know,
it's
not
perfect
and
you
all
I'm
sure,
point
to
some
flaws,
but
I
think
the
consultation
with
council,
the
consultation
with
people
around
the
real
estate
world,
including
in
our
own
world,
here
at
the
city
and
so
on,
has
just
been
done
very,
very
well
and
I
think
it
it.
It
is
deserving
of
a.
S
S
Have
accomplished
this
whatever
the
result
may
be
in
a
few
minutes
in
a
lot
shorter
time
than
many
other
items,
even
though
it's
a
very
big
item,
because
I
think
people
had
a
lot
of
their
questions
answered
in
their
offices
way
before
we
got
here
today.
I
want
to
just
quote
from
the
report,
and
it
says
here.
S
S
That's
actually
a
very
apt
paragraph
to
describe
inadvertently
where
we've
ended,
which
could
often
be
the
case.
You
kind
of
build
one
thing
on
top
of
another
over
the
years
and
build
comes
along
and
you
had
all
these
other
agencies
and
and
and
different
groups
all
have
their
own
view.
And
what
we're
dealing
with
here
again,
to
quote
the
report
as
a
real
estate
portfolio
words,
an
estimated
with.
S
An
estimated
value
of
27
billion
dollars,
counselor
fruits,
are
called
at
the
crown
jewels.
I
think
it's,
the
crown
jewels
not
so
much
in
terms
of
the
value
of
it
in
monetary
terms,
that's
kind
of
interesting,
but
if
you're
not
planning
to
sell
it,
then
it
doesn't
really
matter
what
really
matters
is.
This
is
one
of
the
most
vital
strategic
assets
that
we
have
in
the
city
and
I
think
when
you
have
the
entangled
system
of
governance
and
service
delivery
and
all
the
demands
that
we
have,
you
don't
end
up
utilizing.
S
I
think
the
report
actually
makes
reference
to
24
different
bodies
that
handle
real
estate
in
some
form
or
another,
and
you
know
I'll
come
back
really
at
the
end
to
the
system
of
governance.
But
in
the
end,
I
don't
think
it
is
something
where
any
individual
politician-
which
I
am
one
goes
to
this
to
these
boards-
that
we
set
up
and
tries
to
deliberately
sort
of
pump
for
their
own
perish.
S
I
think
it's
that
it
is
very
difficult
for
people
who
are
elected
in
positions
of
elective
responsibilities
to
to
to
sometimes
create
anything
other
than
a
very
complicated
and
tangled
system
of
governance,
and
I
think
what
will
happen
in
this
case,
which
is
a
blended
system
of
governance
involving
both
elected
people
and
others.
It
will
allow
us
to
actually
view
our
real
estate
holding.
S
S
Obviously,
you
want
to
be
financially
approved
in
how
you
go
about
this,
but
it's
benefits
the
city
in
terms
of
the
use
to
which
you
put
this
land,
and
I
have
one
other
reason
for
believing
this
could
actually
and
hopefully
will
be
a
very
good
thing.
We've
heard
much
talk,
I
heard
in
a
conversation
I
was
having
just
today
here
at
council
about
the
fact
that
the
city
never
really
amalgamated.
S
S
A
not
support
account
from
a
havoc's
motion,
because
I
don't
think
that
that
kind
of
allocation
of
the
appointments
makes
sense.
I
think,
though,
where
we
haven't
amalgamated
as
well
and
is
in
having
departments
work
together
on
strategic
matters
very
well,
and
this,
I
think,
will
really
help
that
to
happen.
I
hope
so,
and
I
can
tell
you
just
for
those
who
have
expressed
concern
about
this.
S
I
know
it
doesn't
comfort
you
much,
but
as
long
as
I'm
here,
I
will
be
watching
this
like
a
hawk,
because
I
don't
want
to
have
had
responsibility
for
creating
something:
that's
either
a
monster
or
that
works
worse
if
there's
such
an
expression
than
what
we
had
there
now
with
that
entangled
system.
So
I
would
urge
members
of
council
to
vote
for
this.
I
think
it's
the
right
thing
to
do.
I
think
it's
the
smart
thing
to
do.
S
I
think
that
we
will
watch
it
carefully
to
make
sure
it
doesn't
turn
into
any
of
the
things
that
people
have
said.
It
might-
and
I
think
the
blended
governance
model,
as
I
suggest,
is
one
that
I
think
can
work
well
and
can
produce
a
much
better
result
in
terms
of
effective
use
of
real
estate
than
we're
seeing
today.
Thank
you,
madam
speaker.
Thank
you.