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From YouTube: City Council - November 3 - Evening Public Session
Description
City Council resumed its meeting in public session on November 3, 2015 at 7:22 pm and recessed at 8:00 pm.
A
Okay,
can't
members
of
council.
This
meeting
is
now
resumed.
City
Council
has
completed
its
closed
session
consideration
of
following
items:
they
you
4.1
management,
the
city's
long-term
disability
benefits,
phase
1
CC
10.1
cities,
contract
with
IBM
canada,
CC
10.4,
proposed
settlement
of
litigation
related
to
the
Humber
River
Hospital
property
at
200,
200,
a
church
street
city
council
considered
motions,
giving
instructions
to
city
officials,
an
item,
CC
10.4.
Regarding
the
hospital
Humber
hospital
lands.
No
other
motions
were
made
in
closed
session.
We
will
not
proceed
to
the
public
debate
on
these
items
counselor
to
bear
maker.
A
B
A
A
D
C
E
C
Structuring
the
RFP
differently
for
the
next
round
and
building
in
a
number
of
new
ways
of
building
improving
accountability
on
the
claims,
but
you
also
noted
that
there
was
a
need
to
structure
it
in
such
a
way
that
there
wasn't
an
incentive.
So
could
you
please
explain
what
is
the
alternative
way
you
want
to
read?
You
think
the
city
should
restructure
this
agreement
around
Ltd.
E
Thank
you
through
your
madam
Speaker.
There
are
other
governments,
besides
the
city
who
are
experiencing
a
problem
with
growing
ltd
and
a
contract
that
is
paid
based
on
the
amount
of
Ltd.
That's
paid
out,
no
I
understand
that.
So
what
we've?
What
we've
recommended?
Is
the
city?
Consider
the
what
they
the
outcomes
they
want
to
incent
and
consider
restructuring
the
contract
so
that
it
reflects
those
outcomes
and
nothing.
E
F
E
C
So
this
way
that
our
RFP
is
structured
with
manulife
you
got
me
focused
on
with
manual
life,
is
a
per
capita
kind
of
approach.
It
sounds
like
or
per
claim
there's,
and
so
there
is
a
suggestion
from
the
Auditor
General
that
there
ought
to
be
a
flat
rate
approach.
Have
you
looked
at
that
and
are
there
other
organizations
that
use
that
approach
through.
D
D
What
the
Auditor
General
is
is
suggesting
is:
can
we
look
at
other
forms
of
payment,
and
so
one
of
the
things
that
we
will
look
at
is:
can
we
introduce
some
type
of
fixed
payment
component
plus
a
percentage,
or
can
we
go
just
on
a
fixed
payment
percentage
because
that
she
points
out
is
the
more
claims
they
process
the
longer
it
goes.
There
is
some
kind
of
incentive
there
to
keep
bringing
along
aware
of
it
online.
So
we
are
gonna,
look
at
alternative
ways
of
structure.
It's.
C
See
so
there
were
difficulties
with
manual
life
and
the
way
they've
accounted
for
their
claims
and
that
we
took
three
years
to
negotiate
the
actual
scope
of
this
agreement.
Why
was
that?
And
what
were
the
problems
that
made
it
first
of
all,
problematic
that
we
weren't
getting
the
information
and
claims
accurately
and
secondly,
that
it
took
three
and
a
half
years
to
approve
it
question.
D
Speaker
is
it's
not
not
the
scope
of
the
deal
because
that
specified
in
the
RFP
and
what
was
bid
back
so
that
it
really
wasn't
about
the
scope,
there's
always
legal
language
that
was
involved,
there's
confidentiality,
provisions
that
which
is
now
really
the
subject,
that's
being
discussed
and
access
to
that
information,
and
so
you
know
we're
gonna
sit
down
and
we
have
sat
down
with
auditor
general's
office
with
manulife,
with
legal
to
try
to
work
out
to
them.
Some
mutual
language
that's
acceptable
to
everybody,
but
it
wasn't
about
the
scope.
They're
saying
thank.
A
G
G
Have
a
motion:
I
have
a
motion:
we
have
a
set
of
public
recommendations
before
us
and
we
have
said
of
in
camera
recommendations
before
us.
I
am
moving
emotion
that
in
attachment
1
the
confidential
attachment
that
recommendation
1
be
deleted
and
if
you
I
can't
speak
to
it
publicly.
But
if
you
have
not
got
your
purple
paper,
I'm
holding
it
right
here,
walk
over
here
and
see
it
I'm
justing
that
that
this
is
actually
not
necessary
at
this
time.
G
What
I
think
is
is
that
all
of
the
other
recommendations,
all
of
the
other
controls
suggested,
are
actually
things
that
we
should
support
are
actually
things
that
we
always
hope
to
see
from
an
auditor
general
because
they
are
about
management
controls.
They
are
about
to
contract
controls
when
finding
a
contract
carrier
to
run
an
ltd
for
us
they
are
about
how
we
deal
with
getting
people
back
to
work.
What
is
the
attendance
management
around
all
of
that?
G
What
are
the
accommodations
around
all
of
that,
and
do
we
have
good
controls
over
who
is
supposed
to
make
those
judgment
calls
within
that?
All
of
those
are
great
recommendations.
I
just
happen
to
think
the
with
respect
to
the
small
group
of
people
that
would
be
impacted
by
recommendation
number
one.
It's
a
small
group
of
people
to
which
all
of
you
can
relate
very
closely.
G
All
of
those
controls
will
impact
the
way
that
Ltd
is
is
applied
to
them
and
so
I
think
we
can
delete
that
recommendation
for
now,
but
we
should
definitely
adopt
the
others,
which
are
fundamentally
management,
controls
that
we
always
hope
to
see
when
in
when
an
AG
comes
to
look
at
a
division,
or
particularly
one
like
this,
where
payouts
are
involved,
and
so
those
are
my
comments,
madam
Speaker
I
hope
people
will
take
a
look
at
what
recommendation
number
one
is
in
the
confidential
attachment.
Thank
you.
A
H
Have
a
question
obviously
I'm
gonna
have
to,
and
you
know,
I
and
I
hope.
My
colleagues
and
the
public
will
excuse
the
deliberate
vagueness
of
my
of
my
question
simply
because
I
can't
speak
directly
to
the
confidential
attachment
or
reveal
any
information
on
the
purple
paper.
So
through
you,
madam
Speaker
and
I'll
struggle
to
do
this.
H
Do
you
have
any
concern,
or
have
you
considered
councillor
Carol,
that
if
we
supported
your
your
motion
that
we
wouldn't
be
taking
a
look
at
something
that
the
Auditor
General
believes
is
important?
That
could
ultimately
save
some
substantive
funds
and
all
the
recommendation
does
is
asks
us
to
review
and
look
rather
than
take
an
action
on
the
specific
details
of
what
I
can't
speak
of.
Well.
G
G
The
way
it
costs
we're
already
realizing
a
change
here
in
that
that
a
certain
number
of
things
that's
mentioned
in
the
public
report-
that
that
we've
actually
realized
that
there
weren't,
even
actually
appropriate
management
controls
around
how
we
pay
charges
invoice
to
us
by
manulife
we're
already
going
to
get
1.8
million
dollars.
Back
from
that?
So
there's
a
small
subset
here
that
the
consideration
in
one
might
one
day
net,
something
from
but
I
firmly
believe
the
management
controls
in
all
the
other
recommendations
addressed
that
at.
H
G
H
Carol
I
say
this
deliberately
also
to
share
with
the
audience
of
our
colleagues,
because
their
day
and
you
and
I
are
about
to
vote
on
this
and
I.
Just
you
know,
I
just
remind
you
that
that
that
the
the
the
recommendation
on
purple
paper
purple
paper
is
is
is
about
looking
at
looking
at
a
question
rather
than
taking
any
action
before
thoughtful
review
and
and
and
I
a
nice
I
just
don't
understand
what
is
your?
What
is
your
specific
concern
about
doing
that?
Oh.
G
If
I
can
quickly
answer
that,
because
I
know
we're
running
out
of
time,
but
I
know
that
culturally
something
like
that.
You
can
only
keep
it
confidential
so
long
and
then
it
sends
a
ripple
that
probably
isn't
necessary
right
now,
given
that
there
are
much
bigger
ripples
about
to
go
through
how
this
program
is
implemented.
In
all
of
the
other
recommendations
that
I
am
anxious
to
see
happen,
right
away,
weiss
and
the
ripple
and
recommendation
number
one
needlessly:
hey
thanks
people.
B
I
I
G
I
think
that
would
be
more
appropriately
an
action
taken.
You
know
that
we
should
take
on
that
responsibility.
We
don't
need
to
hide
behind
an
AG
to
do
that,
I'm
just
saying
not
now
to
that
one,
we
can
and
should
do
that
through
other
through
other
avenues.
If
we
don't
get
what
we're
hoping
to
get
from
all
the
other
controls
recommended
in
this
report,
I
want
to
see
those
happening
right
now.
I
want
to
put
off
that
discussion
for
another
day
and
I'll
be
the
first
to
bring
forward
myself.
I
H
We
all
shared
along
with
our
chair
and
all
of
our
members,
the
Auditor
General's
concerns,
and
our
concerns
were
ranged
everywhere
from
the
amount
of
accountability
or
the
dearth
of
accountability
that
we've
seen
here.
The
amount
of
money
that
has
been
delivered
without
enough
validation
for
the
benefits
that
were
being
claimed.
The
process
that's
used,
where
we
have
an
insurance
company
that
essentially
the
more
the
more
they
approve,
the
more
money
they
make
which
see
it
just
doesn't
intuitively
seem
to
be
a
good
system.
H
So,
while
I
strongly
support
the
chair
and
audit
committees,
recommendations
supporting
the
recommendations,
the
outer
general
I
also
urge
you
not
to
support
Council
Harold's
motion.
There
is
no
reason
to
fear
taking
a
look
at
if
something
makes
sense
or
not.
Now
we
may
hear
that
it
makes
complete
sense
that
everything's
fine
and
then
we
know
we
may
hear
that
things
need
to
be
changed.
Need
things
need
to
be
reviewed,
that's
healthy.
H
So,
let's
support
the
Auditor
General's
recommendations
provided
to
you
by
the
Audit
Committee
as
a
package,
and
please,
unless
you
were
at
the
Audit
Committee
and
were
there
to
really
participate
in
a
very
detailed,
very
long
and
I
must
say
very
thoughtful
conversation
that
was
had
then
to
sort
of
come
up
with
something
right
now
without
being
fully
informed,
may
not
be
the
best
course
of
action.
Thank
you.
J
You,
madam
Speaker,
and
thank
you
too
councillor
Matlow
for
proceeding
me
and
saying
what
I
was
going
to
say
so
I,
just
repeat
it
mm-hmm.
Thank
you
very
much
to
daughter
general
staff
or
bringing
forward
Otto
reports,
including
this
one,
and
we
have
review
at
a
committee
and
I
would
recommend
that
we
do
not
support
counselor
Carol's
amendment
not
to
include
confidential
one
recommendation.
I
would
suggest
that
you
wrote
that
down
and
take
the
whole
accommodation
that
is
recommended
by
dr
o
general's
report
and
forward
is
to
staff
for
action.
Thank
you
very
much.
J
B
K
You,
madam
Speaker
I,
actually
want
to
start
out
by
saying
thank
you
to
the
auditor-general.
This
was
was
excellent,
work,
a
fairly
thick
package
to
go
through
to
read,
to
understand
and
understand
the
the
magnitude
of
the
issue.
We
talked
a
lot
about
it
and
Audit
Committee,
and
we
didn't
talk
about
it
here
today,
but
I'd
like
to
see
this.
This
information
come
forward.
There
were
a
number
of
key
issues
that
were
brought
up.
K
The
first
was
simply
the
sharing
of
information,
and
what
was
mentioned
in
the
report
is
that
there
is
this
administrative
blockage.
There
are
these
consent
forms
that
need
to
get
signed
and
passed
around,
and
it
sounds
like
information
is
not
flowing
from
those
that
are
on
disability,
those
that
are
active
participants
in
the
process.
The
managers
and
the
human
resource
department
and
I.
K
Look
to
some
of
the
recommendations
that
address
those
concern
is
the
sharing
of
the
information
that
is
going
to
leave
to
better
process
improvements
and
better
outcomes
both
for
those
that
are
on
long-term
disability
and
to
facilitate
their
process
coming
back
to
work.
I
also
noticed
in
there
that
that
there
wasn't
a
tremendous
focus
and
I
think
we're
starting
to
understand
is
that
the
that
frontline
managers
play
an
extremely
important
role
in
facilitating
parts
of
their
team
to
come
back
after
being
on
long-term
ability.
K
It's
these
managers
that
that
recognize
an
issue
beginning
to
evolve
early
in
the
process.
They
they
they
work
with
employees
at
the
outset,
because
people
don't
just
suddenly
go
on
long
term
disability.
It's
often
a
case
that
it
evolves
and
I'd
like
to
see
the
frontline
managers
play
a
more
prominent
role.
They
also
have
an
extremely
important
role
to
do
to
facilitate
workers
coming
back
to
work.
They
know
their
teams,
they
want
to
see
their
workers
come
back.
K
They
they're
the
the
key
to
designing
processes
and
designing
solutions
to
modify
the
work
to
have
somebody
come
back
and
rejoin
the
team.
I
also
want
to
recognize
the
magnitude
to
the
issue.
We
learned
in
this
report
that
the
number
of
cases
is
on
the
rise
and,
what's
amazing,
is
the
value
of
the
cases
is
on,
is
increasing
at
a
larger
rate
and
that's
scary,
because
this
is
unsustainable.
It's
not
just
a
worry
for
city
management,
but
it's
a
worry
for
taxpayers,
because
we
take
care
of
this.
K
B
K
K
The
contract
itself
gives
manulife
or
percentage
of
the
claims,
I
guess
that's
being
the
practice
all
around,
but
we're
the
City
of
Toronto,
where
perhaps
one
of
the
larger
workforces
and
many
other
municipalities
look
to
us
for
our
leadership
and
how
we
handle
these
things
and
I
think
there's
a
little
bit
of
hope
for
the
future
and
designing
a
better
contract
that
doesn't
have
certain
components
built
into
it.
That
would
that
would
I'm
not
going
to
say
incent
but
but
propagate
the
continuance
of
these
open
cases
and
I
guess.
K
The
last
part
is,
is
the
scary
thing
about
sharing
information?
We
know
that
there's
a
second
phase
to
the
audit
coming
and
we
understand
that
that
this
agreement
hasn't
been
side,
part
and
parcel,
because
the
terms
and
conditions
haven't
been
worked
out
with
manulife
to
facilitate
the
auditor-general
getting
in
there
to
take
a
detailed
look
at
the
cases.
We've
only
talked
about
simple
administrative
issues
inside
the
city,
I'm,
really
looking
forward
to
that
audit
occurring
so
that
I
really
understand
what's
happening
over
at
manulife
and
I.
K
Think
it's
extremely
serious
that
we
haven't
seen
resolution
to
that
agreement.
We
haven't
had
an
opportunity
for
auditor
to
approach
manulife
to
look
at
the
books
to
understand.
What's
going
on,
I
think
that
we
should
treat
that
seriously.
I
think
the
council
should
recognize
that
and
I
think
that
we
should
respond
accordingly,
because
the
dollar
value
is
so
high,
and
this
is
so
important
as
an
organization.
Thank
you
very
much.
My
speaker
thank.
L
Earth
and
I
said
a
lot
at
Audit
Committee
on
this,
so
I
will
be
very
yes.
I
think
I
will
commend
our
auditor
general
and
her
fantastic
team,
even
our
outgoing
alan
ash,
which
I
should
tell
you,
Ellen
ash
is
leaving
us
with
his
I'm
Stein
brain
unfortunately,
but
we
have
really
enjoyed
his
time
and
his
savings
he's
had
with
the
city.
So
I
commend
the
auto
Jenna
on
her
team
on
on
the
great
work
on
this.
It's
quite
complicated.
It's
it's
quite
disappointing.
We
have.
L
We
have
great
employees
at
the
City
of
Toronto
and
I
mean
who
wouldn't
want
to
work
here.
Who
would
not
want
to
work
with
us?
Really
that's
a
huge
incentive,
but
we
we
do
it's
concerning
when
we
do
have
so
many
people
on
long-term
disability
and
why
they
are
on
long-term
disability
and
how
they
got
there.
And
what
are
we
not
doing
to
support
them
to
not
be
on
it?
L
And
so
we
got
to
look
at
that
and
that's
part
of
part
of
the
report,
but
I
would
say
that
I
am
NOT
supporting
councilor
Carol's
motion
to
to
delete
one
of
the
recommendations.
I
think,
as
we
voted
solidly
unanimously
for
all
the
recommendations
at
audit
committee,
we
need
to
do
that
here
as
well.
They've
done
a
great
job
and
and
they're
solid
recommendations
and
I
will
also
give
a
shout
out
to
channel
police
services
and
especially
TTC
ttc,
never
well,
they
rarely
get.
L
Compliments
and
here's
the
compliment
that
they
have
fewer
employees
on
ltd
and
they
have
a
higher
return
to
work
rate
so
kudos
to
TDC,
especially,
we
need
to
learn
from
them
how
to
get
that
here
at
the
city
so
voting
for
it
all
solidly,
as
we
did
in
audit
committee,
I
appreciate
your
support.
Thank
you.
M
Thank
you,
madam
Speaker,
and
first
of
all,
I
want
to
begin
by
joining
many
others
who
thanked
the
auditor
for
what
is
it
excellent?
Well,
it's
an
excellent
report.
It's
one,
that's
again
painful
to
read
and
I
want
to
address
myself
to
that,
because
I
think
it
is
in
the
end.
You
know,
and
I
should
say
I
mean
I
have
I've
been
a
manager
in
business,
and
this
kind
of
thing
is
not
germane.
Just
to
government.
M
The
word
I
think
a
spectacular
failure
of
Management
and
I
used.
The
word
spectacular
failure
of
management
because
of
the
data
that
the
Auditor
General
has
provided
us
with
from
within
our
own
sphere
of
operation,
so
she's
comprar
supplied
us
in
the
report
with
data
from
the
TTC
and
the
police
service,
and
she
has
shown
in
the
report
that
both
of
those
organizations
have
substantially
different
numbers
than
we
have
and
are
doing
substantially.
Better
and
I
want
to
just
mention
a
couple
of
those.
M
But
in
talking
about
management,
I
think
it
goes
all
the
way
through
and
I.
Think.
The
problems
here
are
that
are
alluded
to
are
all
the
way
through
management
that
makes
the
workplace
one
that
minimizes
the
causes
of
mental
and
physical
disability
through
injury
and
so
on.
Management,
which
works
hard
to
minimize
the
number
of
people
who
end
up
going
on
long
term
disability,
because
that's
a
big
decision
to
actually
go
on.
In
some
cases,
management
which
carefully
skillfully,
but
with
determination.
M
Real
determination
pursues
in
a
compassionate
way,
return
to
work
options,
return
to
work
options
because
I
come
from
the
school.
From
my
own
experience,
where
I
dealt
with
all
kinds
of
people,
quite
personally
in
a
law
firm,
for
example,
where
I
was
managing
that
business,
they
desperately
want
to
come
back
to
work.
In
most
cases,
cuz
most
people
are
not
happy
being
at
home
and
especially
being
at
home
because
of
some
kind
of
an
illness,
but
they
have
to
be
offered
opportunities
in
a
certain
way
in
a
certain
stage
kind
of
way.
M
So
there's
a
real
art
form
to
that.
That
is
part
of
compassionate
and
competent
management
and
then
there's
the
one
I'll
spend
no
time
on,
which
is
management
that
sweats
the
small
stuff
and
I.
Think
in
this
case
we
can
see
that
for
one
reason
or
another,
a
combination
of
management
and
by
that
I
think
we
have
to
refer
your
both
to
Manulife,
who
he
hired
to
do
something
for
us
and
city
employees
who
didn't
sweat,
the
small
stuff
at
least
not
adequately.
They
didn't
even
sign
the
contract.
M
You
know
I
I
say
around
this
building,
as
they
did
at
Queen's
Park.
If
we
can't
get
the
elevators
working,
then
it's
no
wonder
that
we
have
trouble
running
other
parts
of
the
government
and
it's
the
same,
if
you
don't
even
sign
the
contract,
how
can
you
you
know?
How
can
you
expect
that
you're
gonna
administer
it
properly
you
and
or
manual
life,
because
both
sides
didn't
sign
it?
They
didn't
insist,
it
was
signed.
Nor
did
we
and
it
didn't
get
signed
the
same
with
the
1.9
million
dollars
in
overpayment
of
their
fees.
M
I
mean
did
what
was
nobody
going
to
discover
that
until
our
auditor
general
came
along
and
did
it,
but
then
you
have
the
sort
of
when
I'll
call
not
the
more
serious
stuff
cuz.
It
is
more
serious.
The
small
stuff
is
important.
You
have
the
numbers
that
don't
lie:
active
claims
per
100
employees
in
2015
city
of
toronto,
five
point:
five
percent
police,
0.8%,
TTC
2.5%.
M
There
is
nothing
in
the
water
or
the
air
of
this
building.
That
is
that
that
that
is
at
the
cause
of
that
I
mean
there
can
be
some
extenuating
circumstances,
but
it
effectively
is
just
not
good
management
of
the
thing
return
to
work
percentage.
Returning
to
work
in
2014
city
of
toronto,
4%
police,
eight
percent
TTC,
eighteen
percent-
these
are
not
fractional
numbers,
that
sort
of
say
we're
doing
a
little
bit
worse
than
those
organizations
we're
doing
worse
by
multiples
of
those
organizations
and
indeed,
in
the
report.
M
It
talks
about
the
fact
that
between
2010
and
2012
steeper
increases
in
ltd
averaging
nine
percent
per
year.
Given
the
city's
ageing
workforce,
a
gradual
increase
in
ltd
would
be
expected.
However,
the
pace
and
magnitude
of
the
recent
rises
are
cause
for
concern.
That
was
April
a
statement
on
the
part
of
the
other
general
that
that
is,
you
know
huge,
so
I,
just
I,
guess.
I
would
hope
that
what
can
come
out
of
this
is
not
just
all
these
recommendations,
but
a
renewed
determination
on
the
part
of
whatever
management
is
doing.
M
This
intimate
sauce
doing
it
instead
of
manually
for
manual
life
being
replaced
by
somebody
else,
or
them
still
doing
it,
that
we
that
we
set
benchmarks
and
set
goals
to
try
and
do
better
at
returning
people
to
work
and
that
isn't
lacking
compassion.
In
fact,
it
involves
more
compassion
and
to
do
better
at
the
number
of
people
who
go
on
long-term
disability.
You
know.
Clearly
there
was
something
going
on
in
this
building
during
that
period
of
time
that
caused
that
steep
increase
and
whatever
it
is.
M
We
should
try
and
figure
it
out
and
that's
part
of
management
too.
So
my
message
really
was
just
not
to
sort
of
speak
so
much
to
the
particulars
of
the
recommendations
which
I
think
are
wise
and
I'll
support
them,
but
rather
to
say
that
I
think
we
have
to
identify
this
and
again
be
honest
for
what
it
is:
a
failure
of
Management
and
we're
responsible
for
that.
At
the
end
of
the
day,
we
hire
the
people
that
do
this,
whether
it's
manually
for
our
own
staff
are
both
and
I
think
we
have
to
understand.
M
This
is
a
huge
failure
involving
millions
of
dollars.
We
could
better
put
to
something
else
and
have
some
of
these
people
back
at
work
in
a
compassionate
way,
which
we
want
and
so
III
will
support
the
recommendations.
But
I
just
wanted
to
register
that
because
I
think
it's
it's
just
being
honest
as
to
what
this
is.
Thank
you,
madam
Speaker,.