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From YouTube: City Council - January 31, 2019 - Part 1 of 2
Description
City Council, meeting 1, January 31, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15348
Part 2 of 2: https://www.youtube.com/watch?v=6vlXVS4kajM#t=12m07s
Meeting Navigation:
0:11:15 - Meeting resume
A
B
And
I
in
turn,
madam
Speaker,
if
I
could,
could
ask
when
she's
available
to
fir
council
the
wrong
time
to
come
up
because
she's
going
to
join
me
in
just
saying
a
few
words
and
I
went
over
there
to
visit
with
our
distinguished
visiting
delegation
that
we're
paying
tribute
to
today
and
said,
if
they're
all
here,
who's
looking
after
the
city.
But
the
bottom
line
is
that
fortunately,
there
are,
there
are
lots
more
where
they
came
from.
B
But
we
have
some
people
here
today
who
again-
and
this
is
nothing
new
but
I-
think
it's
worthy
and
certainly
councillor
longtime
felt
the
same
way
worthy
of
recognizing
the
efforts
made
by
this
group
of
people
and
many
of
their
colleagues
in
dealing
with
a
difficult
situation
that
arose
at
260
Wellesley
Street.
Last
weekend
there
were
various
things
going
on
in
surrounding
buildings.
As
you
know,
we
already
had
the
issues
going
on
with
650
Parliament,
and
then
there
were
some.
Some
of
the
adjacent
buildings
had
other
issues
that
didn't
get
as
much
public
attention.
B
But
yet
again,
what
we
saw
was
a
fantastic
team
effort
to
protect
people
at
the
end
of
the
day.
That's
really
what
it
was
all
about
is
to
keep
them
safe
and
so
I
just
wanted
to
sort
of
mention
that
and
I
hope
they're
all
represented
here
today,
but
if
in
no
particular
order,
you
had
people
from
right
across
all
kinds
of
city
divisions
and
services.
Toronto
Hydro,
for
example,
had
to
disconnect
the
power
we
wish.
B
So
Toronto
Hydro
had
to
do
that,
and
city
staff
then
really
started
to
fulfill
a
whole
bunch
of
other
roles
in
keeping
people
safe
and
making
sure
that
we
got
the
situation
in
hand
as
quickly
as
possible.
Deputy
Fire,
Chief,
Jim
Jessup.
If
I
had
to
say
there
was
somebody
who
sort
of
just
took
over
that
sort
of
the
sort
of
the
management
of
the
situation
we,
it
was
obvious
that
he
was
that
person
and
deputy
chief
particular
thanks
to
you
for
your
leadership.
B
I
learned
last
term
in
an
incident
that
happened
to
Thorne's
left
Park,
where
they
were
without
water
for
I
think
36
hours
that,
when
you're
sort
of
perplexed
about
what
to
do
in
a
situation,
you
don't
know
exactly
who
to
call
call
the
fire
department,
because
they
usually
have
some
kind
of
an
idea
as
to
something
they
can
do
with
their
equipment
or
their
expertise
or
whatever.
To
try
and
make
these
things
good.
And
we
saw
there
that
in
the
challenge
I
mean
you
know
like
not
to
get
too
granular
about
it.
B
While
we
waited
to
see
if
the
building
systems
could
get
fixed
and
the
fire
department
just
know
how
to
get
things
done
and
I
will
just
say
throughout
the
period
and
I'm
sure
that
the
councillor
wong-tam
will
will
confirm
this,
that
the
fire
department
people
never
took
their
eye
off
the
ball.
They
were
just
there
to
kind
of
keep
people
safe,
first
and
foremost,
knock
on
the
doors
beyond
the
floors,
help
with
the
water
and
and
so
forth,
and
so
on.
B
Thank
in
particular
the
people
at
the
Wellesley
community
center,
because
not
once
but
twice
they've
been
called
upon
to
help
us
and
we're
obviously
very
sensitive,
and
the
counselor
played
a
very
leading
role
in
making
sure
and
making
sure
that
we
were
sensitive
as
we
utilize.
Some
of
those
facilities
to
the
needs,
of
course,
of
the
neighbors
who
use
the
community
center
all
the
time
and
those
needs
don't
go
away
just
because
we
have
a
particular
emergency
situation
and
we
had
1,500
people
here
who
needed
help.
B
But
I'd
say
a
minority
of
them
ended
up
going
to
the
community
center,
but
nonetheless
it
was
there
for
them,
and
a
warming
center
was
set
up
and
I
want
to
thank
the
staff
at
that
Center
for
their
help.
Once
again,
the
TTC
helped
us
they
had
buses
there
to
operate
again
as
kind
of
warming
centers
right
outside
the
building
in
the
immediate
aftermath,
and
also
to
help
transport
people
to
the
Wellesley.
B
A
community
center
I
mentioned
the
emergency
management
to
people
who,
as
you'd,
expect
you
know,
kept
an
ongoing
role
together
with
the
Red,
Cross
and
so
forth
in
just
making
sure
the
basic
needs
of
people
were
met
as
we
went
through
and
that
there
was
a
coordination
in
particular
of
communication
of
information
to
people.
The
communications
staff
of
the
city
made
sure
that
I
think
we've
learned
some
lessons
about
that
from.
B
Unfortunately
the
fact
that
these
things
repeat
themselves
in
terms
of
these
kinds
of
fairly
large
episodes
involving
high-rise
buildings
and
I
think
the
communication
was
better.
This
time
there
were
sheets
available
in
advance,
some
of
which,
thank
goodness,
never
had
to
be
used.
I
mean
there
were
sheets
available
for
evacuation
of
the
building.
If
that
ever
had
to
happen,
and
it
didn't,
but
there
was
a
sheet
ready
explaining
to
people
how
that
was
gonna
be
done.
Of
course,
the
police
and
the
paramedics
were
there.
B
Every
step
of
the
way
and
the
paramedics
again,
the
chief
is
here
and
I.
Thank
him.
The
fire
chief
is
also
here
for
the
fact
that
they
were
checking
in
on
people
who
we
knew
from
our
records
and
whatnot
were
people
who
are
vulnerable
in
that
building,
checking
them
continuously,
because
those
kinds
of
people
couldn't
make
it
up
and
down
the
stairs.
B
There
were
no
elevators
at
all,
and
finally,
I
just
want
to
make
mention
of
the
Electrical
Safety
Authority,
it's
not
a
city
agency,
but
they
were
instrumental
in
doing
all
the
work
to
make
sure
that
when
the
power
was
turned
back
on
it
could
be
done.
It
could
be
done
safely.
It
could
be
done
within
all
of
the
requirements.
B
B
You
know
all
different
parts
of
the
of
the
system,
but
you
know
we
have
that
responsibility
that
is
so
down-to-earth
and
so
on
the
ground
and
so
involving
people
so
directly
and
I
think
it
was
made
you
a
moment
to
be
proud
to
be
working
with
all
these
people
that
are
representatives
of
a
great
team.
They
worked
well
together.
C
Thank
you
very
much.
Mr.
mayor,
the
the
one
person
you
did
not
think
was
yourself
and
I
would
like
to
start
off
with
that.
The
mayor
was
I
was
on-site
immediately.
He
was
ever
so
present
and
I
think
his
entire
team
mobilized
to
make
sure
that
what
there
was
some
round
of
communication
and-
and
that
is
what
leadership
looks
like
in
the
in
the
face
of
emergency
and
I-
think
you
know,
we
need
to
also
acknowledge
that
the
mayor's
leadership
in
all
of
this-
and,
of
course
the
team
here
is-
is
nodding.
C
I
want
to
thank
you
myself
personally,
on
behalf
of
the
residents
of
260
Wellesley,
it's
a
it's
a
very
trying
time
for
st.
James
town
I
would
say
largely
because
of
the
dis
massive
displacement
of
the
fire
that
took
place
last
summer
of
650
Parliament.
So
this
is
a
community
that
has
now
received
about
two
bouts
of
significant
citywide
bad
news,
but
the
news
doesn't
last
for
just
a
moment
in
time
and
it's
not
just
a
headline.
C
The
news
has
ever
lasting
impact
and
they
know
that
their
journey
to
not
just
being
rehoused
and
making
sure
that
their
place
is
warm
and
safe
again
and
that
they
have
running
water.
You
made
it
a
little
bit
easier
and
I
would
say
that,
because
there
was
no
evacuation,
because
there
was
innovation
in
trying
to
bring
water
to
each
individual
floor
and
making
the
call
to
not
evacuate,
kept
them
housed.
C
Even
though
that
the
temperatures
were
not
necessarily
the
most
comfortable
and
I
wanted
to
say
that
with
respect
to
the
vulnerable
residents
in
that
building-
and
you
know
who
they
are,
because
this
is
a
building
that
has
a
significant
number
of
newcomers.
English
is
not
their
first
language.
They
have
struggled
in
some
ways,
largely
because
they've
been
trying
to
get
their
building
owner
and
manager
just
to
be
responsive
to
the
day-to-day
care
and
state
of
good
repair
of
their
buildings.
C
I
think
that
they
felt
better
and
I
can
honestly
say
that
out
of
all
the
concerns
that
were,
that
did
come
out
of
those
the
incident
itself
and
it's
not
easy,
be
left
out
in
the
code
and
without
heat,
without
hydro
and
without
water
for
almost
five
days
in
some
cases.
Six
days
and
and
I
hear
this,
maybe
one
or
two
units
that
are
still
enough
behind,
but
not
because
of
anything
that
you've
done
or
or
did
not
do,
and
so
for
that
moment
in
time
they
knew
that
they
were
being
cared
for
and
I.
C
B
B
B
A
D
You,
speaker
and
I
have
to
reopen,
as
I
mentioned
this
at
the
end
of
day.
Yesterday,
I
have
to
reopen
an
item
from
yesterday's
green
sheets.
It's
not
on
the
blue
sheet.
It
was
on
yesterday's
green
sheets.
It's
page
7
item
te
2.3,
that
is
the
647
663
665
King
Street
West
demolition
application
I
have
a
request
to
reopen.
D
D
A
A
G
A
E
Just
on
page
8
of
the
report,
it
says,
Tory's
further
recommends
that
in
drafting
its
governance
and
procedural
policy,
the
TPA
chair
should
seek
the
assistance
of
the
office
of
the
clerk
to
discuss
whether
city
agency,
centered
policy
could
be
drafted
as
a
reference
to
other
city
agencies
who
are
considering
revising
their
governance
framework.
Could
I
just
get
a
little
clarification
about
what
that
would
be.
The
city
agency,
centered
policy.
J
Good
morning,
thank
you
through
the
chair,
and
certainly
the
agency
support
from
city
manager's
office
working
with
the
City
Clerk's
office
is
trying
to
ensure
that
there's
good
policy
practices
across
all
the
agencies
and
good
governance
practices
as
well.
So
it's
it's
an
ongoing
role
that
we
play,
and
certainly
Taurus
has
suggested
that
in
an
effort
to
ensure
that
the
governance
models
that
they're
recommending
are
laid
out
that
there's
good
training
and
good
policies
in
place,
we
would
continue
that
relationship.
I.
K
K
That
I
think
applies
to
the
first
part,
I
think
applied
mainly
to
the
parking
authority.
The
there
are
parts
of
the
report
that
really
apply
to
good
governance
with
all
of
our
boards
and
committees,
and
even
this
council,
and
it
talks
about
the
culture
of
organizations
and
it
talks
about
the
kind
of
culture
that
you
need
to
have
good
governance,
and
it
talks
about
a
culture
where
all
information
needs
to
be
disclosed.
This
is
a
good
governance.
Cultures
where
all
information
is
disclosed,
independent
thinking
is
encouraged.
K
Having
differences
of
opinion
having
those
differences
respected
that
you
arrive
at
the
best
decisions
and
if
we
think
about
decisions
we've
made
in
this
room
and
reflect
on
the
good
ones
and
the
bad
ones,
I
think
we'll
see
that
the
good
ones
all
come
out
of
a
healthy
decision-making
process.
The
bad
ones
come
out
of
something
where
anybody
who
disagrees
is
there's
an
attempt
to
squelch
that
or
put
a
box
around
the
the
dissenter
and
not
have
a
complete
open
debate
with
all
of
the
information.
So
it's
a
great
report.
K
L
I
L
M
L
L
L
K
N
K
We've
done
that
on
a
number
with
a
number
of
other
bodies,
this
term,
that's
a
change
and
I've,
given
what
has
happened
with
the
parking
authority
and
the
amount
of
overhaul
that
needs
to
be
done
to
policies
and
procedures.
I
think
this
body
merits
having
an
additional
step
put
into
the
selection
process,
so
that
we're
sure
we
don't
repeat
history
so.
L
K
K
L
K
G
Thank
you,
madam
Speaker
I
might
be
able
to
help
through
questioning
I'm
wondering
if
councillor
Fillion
is
proposing
this
change
because
of
the
report's
recommendations.
Is
it
so
that
justice,
Iacobucci
x'
report
actually
highly
commends?
What
was
our
old
process
at
the
time?
He
was
doing
this
governance
review
very
similar
to
the
process.
You
recommend
that
was
the
process
and
he
commends
that
process
and
then
goes
on
to
remind
board
members
what
their
duties
will
then
be.
G
G
K
O
If
it's
the
councilors
intent,
that
is
it
five
board,
members
that
would
be
appointed
is
the
recommendation
from
the
city
clerk
and
the
city
manager
to
be
one
for
one.
So
if
it's
five
members
that
are
being
selected
for
the
board
is
the
intention
to
have
a
final
five
go
to
the
Civic
appointments
committee
or
a
tranche
of
qualified
candidates.
Go
to
the
Civic
appointments
committee.
K
I'm
wondering
madam
Speaker,
if
we
could
ask
if
we
could
allow
questions
of
the
clerk,
because
I
think
that's
who
can
answer
those
kinds
of
questions,
I
can't
answer
that
kind
of
detail.
This
is
a
process
we're
currently
using
I.
Think
the
staff
can
explain
exactly
how
it
works
or
would
work
councillor.
A
A
O
O
K
A
O
A
K
A
Okay,
okay,
thank
you.
So
just
so
members
of
council
clarify
where
what
we're
doing
we're
on
e^x
1.2
trauma
parking
authority
governance.
So
we
did
I
did
ask
question.
I
did
ask
the
question:
if
members
of
council
had
questions
to
staff
and
there
were
we
didn't
have
any
so.
My
question
to
the
members
of
council
is:
would
you
like
to
move
motion
that
we
open
it
and
allow
the
staff
allow
the
councillors
to
ask
to
have
questions.
A
A
A
G
H
Madam
Speaker
I'm
speaker
at
the
December
meeting
of
council
Council
approved
a
so-called
mixed
approach
to
public
appointments
for
the
coming
term.
This
was
part
of
the
report
on
recalibrating
your
time
as
members
of
council,
yes
and
finding
the
right
balance
of
you
know
when
members
were
sitting
in
interviews
and
sitting
at
committee
meetings,
and
so
the
four
there
were
four
buckets.
If
you
will
in
that
mixed
approach,
the
first
was
through
to
bring
appointments
through
the
Civic
appointments
committee
in
the
traditional
way,
and
there
was
a
list
of
agencies
approval.
H
Second
bucket
was
the
mayor's
corporation,
it's
a
nominating
panel
which
handles
the
nominations
for
corporations,
and
a
list
was
approved
by
council
they're.
The
third
bucket
was
the
the
establishment
of
a
tribunals
nominating
panel
to
be
composed
of
citizens
to
make
recommendations
directly
to
Council
on
the
appointment
of
members
to
about
seven
or
eight
different
tribunals
and
then
the
last
bucket.
G
H
G
G
H
G
G
G
H
K
A
H
K
L
L
L
H
L
H
Madam
Speaker
I,
the
the
intent
behind
the
recommendation
and
the
framework
adopted
in
December,
was
to
try
to
relieve
members
from
having
to
sit
in
interviews
and
have
to
do
that.
Screening
process,
given
the
large
number
of
interviews
and
large
number
of
appointments
are
made
by
counsel.
So
again,
there's
fear.
We
have
no
no
problem,
providing
that
information,
of
course,
to
support
the
the
recommendations
that
the
staff
were
going
to
make
to
the
committee.
So.
L
L
Does
how
does
how
did
staff
decide
and
how
do
you
create
a
decision-making
framework
for
deciding
which
committees
should
go
through
this
process
and
which
ones
like
let's
say
we
just
went
through
a
day-long
interviewing
process
with
the
board
of
health
and
library
board?
Why
not
the?
Why
not
the
library
board?
Why
not
the
Board
of
Health.
H
Well,
madam
Speaker
I
think
the
the
boards
are
on
the
on
the
in
the
fourth
bucket
were
the
ones
the
staff
viewed
as
being
tending
more
towards
administration
or
more
towards
kind
of
a
routine
business
such
as
the
pension
boards
and
so
forth,
as
opposed
to
as
opposed
to
some
of
the
boards
that
are
on
the
other
lists.
Sorry.
L
The
are
they've
lit,
so
if
it's
just
it's
more
administrative
you'll
put
it
in
the
in
the
fourth
bucket
and
then
but
the
one.
What
would
what
would
the
board?
What
would
you
consider
the
board
of
health
being
if
it's
not
more
admit
or
library
board
with
or
let's
say,
I
know,
Waterfront
Toronto
or
what
would
you
say,
those
are
more
as
not
being
administrative.
What
are
they
then.
I
H
Madam
Speaker
I'm
reminded
of
the
wording
in
the
report
that
was
before
council.
You
know
which
offered
the
reasoning
that
the
council
members
time
was
allocated
to
screening
and
interviewing
the
most
high-profile
local
boards,
requiring
what
we
consider
to
be
the
highest
degree
of
political
oversight
is.
L
O
You,
madam
Speaker,
so
I
just
wanted
to
be
clear.
The
question
I
was
getting
at
in
the
questions
to
the
member
through
you
to
the
clerk.
The
effect
of
councilor
fill-ins
motion
would
would
be
that
clerks
would
have
to
forward
five
individuals,
so
they
would
be
the
final
five
recommended
appointments
to
the
board,
so
it
wouldn't
be
a
tranche
of
qualified
candidates.
It
would
be
the
final
ones
they
correct
in
that
assumption.
Ma'am.
O
H
O
Would
I
be
correcting
to
interpretating
the
intent
of
the
design
of
that?
Fourth
bucket
was
that
it
would
be
basically
a
rubber
stamp
for
lack
of
a
better
term
at
the
Civic
appointments
committee,
because
clerks
would
take
on
all
the
work
to
do
the
filtering
and
qualifying
the
candidates
they
come
up
with
a
final
group.
It
would
go
through
Civic
appointments
and
to
council
for
final
approval.
H
The
manosphere,
the
intent
of
that
forth
process,
was
again
to
save
members
time
from
having
to
interview
and
screen
candidates
all
of
the
but
all
of
the
available
resources
and
information
would
be
available
to
committee
in
deciding
whether
it
wished
to
amend
or
reject
or
otherwise
change
the
recommendations
of
staff.
But.
O
The
design
but
I
think
I've
got
it
right
to
play
back
what
you
said.
The
design
of
the
process
was
to
finalize
asbestos
staff.
Can
the
the
final
group
to
in
order
in
order
to
have
a
very
efficient
committee
process
and
the
intent
isn't
isn't
to
create
a
scenario
each
time
where
you
take
out
and
remove
people,
but
that
was
the
design
of
the
process?
O
O
O
H
O
The
design
of
the
committee,
presumably
over
the
course
of
the
year,
is
to
explore
and
understand
this
new
process.
That's
laid
out
to
in
front
of
us
knowing
that
it's
new
and
but
we've
got
a
motion
here
on
the
floor.
That
is
to
begin
to
change
that
process
right
at
the
outset,
am
I
correct
in
the
interpretation
of
those
two
facts
for
those
two
scenarios,
those
two
things
that
are
going
on.
O
H
O
H
L
You,
madam
Speaker
I,
just
want
again
just
reiterate
again
part
of
this
four
pronged
approach
that
we
agreed
to
in
December
and
you're.
Looking
at
the
civic
appointments,
you've
recommended
a
number
of
different
agencies
come
directly
to
the
Civic
appointments,
Board
of
Health
Library
and
Tonto
Park
Authority.
So
you
just
reiterate
why
you
recommended
that
the
Toronto
parking
authority
come
through
these
directly
to
the
Civic
appointments
process
as
part
of
another
I
guess
area
I'm.
Just
curious.
We're
just
reiterate
why
why
you
made
that
recommendation
to
us.
L
So,
and
and
the
counselor
who's
making,
the
recommendation
today
is
to
change
that,
to
put
it
into,
as
we've
already
heard
into
another
category,
which
is
again
I'm
part
of
trying
to
understand
why
the
Toronto,
Park
and
authority,
and
not
Board,
of
Health
in
the
library
and
understand
there
was
a
report
written.
But
when
we're
looking
at
the
potential
of
you
know,
a
governance
change
and
whether
or
not
this
is
has
to
be
looked
at
in
the
bigger
context,
as
opposed
to
looking
at
the
one-off
moving
it
over.
L
H
Minister,
it's
really
in
councils
hands
how
which
boards
it
wishes
to
assign
to
which
of
these
four
processes.
So
you
know,
advice
was
given
in
December
with
in
our
original
report,
with
with
a
chart
and
I
was
our
advice
at
the
time
and
councils
free
to
to
make
a
change
to
that
today,
if
it
wishes
or
it
can
confirm
what
it's
already
decided.
Thank.
P
Madam
Speaker
I
really
just
want
to
use
this
opportunity
to
thank
counselor
John
Fillion.
We
would
not
be
here
if
it
wasn't
for
cancer,
John,
Fillion
and
every
step
of
the
way
councillor
Fillion
has
been
treated
by
some
as
though
he
shouldn't
be
raising
these
questions.
He
had
the
courage
of
conviction
to
ring
alarm
bells
when
he
see
wrong
being
done
and
when
I
see
courage
under
the
threat
of
being
abused
by
many
who
didn't
want
him
during
those
alarm
bells,
but
he
did
it,
and
why
did
he
do
it?
P
P
Now
of
really
what
the
behavior
that
had
occurred
for
so
long
before
councillor
Fillion
identified
the
problem
and
we
would
not
be
on
the
road
to
a
far
better
governance
structure
along
with
councillor
Phil
Ian's
advice
today,
if
John
Fillion
hadn't
done
what
he
did.
So
thank
you
John
for
some
incredibly
important
work.
L
Yes,
thank
you,
madam
chair
I
am
NOT
going
to
support
cancer
feelings
motion
I'll
support
the
report
and
I'll
give
you
reasons
why
I'm
I'm
I'm
disappointed
that
the
councillor
didn't
bring
this
motion
to
executive
committee
when
it
there
were.
There
was
a
no
discussion
we
could
have
had
a
very
city
manager
was
there
for
the
entire
meeting
and
we
could
have
actually
drilled
down
fairly
deeply
to
this
on
this
particular
issue
also
I'm
a
little
bit
true
I
actually
is
chair.
L
The
Civic
appointment
committee
Stan
stand
to
benefit
personally
as
one
of
the
members
as
well
all
the
other
members.
We
won't
have
to
go
through
the
the
the
very
time-consuming
task
of
reading
all
the
resumes
coming
to
a
meeting
and
picking
up
the
interviews
and
putting
aside
you
know.
If
what,
if
I,
is
it?
How
many
appointments?
We
do?
L
Five
of
said,
five
appointees,
that's
20
interviews,
that's,
like
you
know
we're
kind
of
going
through
a
whole
day,
so
I
have
every
reason
from
a
personal
standpoint
and
I
think
committee
members,
you
know
not
to
have
to
go
through
that
and
it
would
be
easy-peasy
just
to
say
here.
Vote
for
these
is
what
the
city
staff
recommend.
It's
up
to.
You
I
mean
I,
think
it's
up
to
council
whether
whether
they
want
to
go
through
this
process,
where
we
abdicate
more
responsibility
to
the
staff
to
tell
us
who
should
be
on
that
board.
L
We
already
have
within
that
organization
a
management
that's
supposed
to
represent
the
city.
So
the
question
is:
is:
do
you
want
to
have
or
take
away
the
capacity
to
put
others
other
citizen
members
on
the
board
and
participate
in
the
process
along
with
councillors?
So
there's
also
responsibilities.
I.
Think
underlying
this
is.
Is
we
have
to
do
this
because
we
we
need
representation
there
there
will
be
council
representation
and
I
can
tell
you
that
all
committees
have
to
you
know
you
don't
just
have
a
fiduciary
duty
just
on
the
Toronto
parking
authority.
L
It
has
to
be
exercised
on
all
committees.
More
and
I'll.
Tell
you
more
important
ones
than
than
this.
I
think
the
real
thing
that
we
have
to
move
move
on
forward
with
the
Toronto
parking
authority
is
the
idea
of
cleaning
it
up
and
making
sure
that
those
problems
don't
have
don't
have
to
happen
again.
It's
not
the
first
time
this
has
happened,
the
one
that
I'll
remember
that
I.
L
Remember
that
and
I've
been
around
long
enough
that
I'm,
probably
one
of
the
one
of
the
one
of
the
guys
one
of
the
only
people
that
remember
this
is
the
harbour
Commission.
The
harbour
Commission
was
a
horrible
organization.
It
had
similar
problems
and
they
changed
the
organization,
but
they
didn't.
You
know
they
still
had
you
know,
citizen
board
members,
so
I
am
not
voting
for
it.
L
A
O
So
this
discussion
is
all
about
governance
and
there's
a
lot
of
components
to
governance
and
I
believe
that
we
owe
this
council
a
very
orderly
way
to
try
to
manage
governance.
Now
I
mean
I
commend
councillor
Fillion
for
bringing
forward
an
idea.
My
concern
is
I'm,
just
not
sure
that
this
is
the
right
time.
It
may
be
an
idea
worth
exploring
much
further.
One
of
the
things
that
was
set
up
in
the
report
in
December
was
an
ability
to
explore
the
changes
to
the
City,
Council's
governance
and
that's
exactly
what
this
is.
O
O
O
This
is
not
a
motion
again
that
I
want
to
support
here
and
now
there
might
be
a
better
time
in
place
for
it,
and
you
know
I
hope
it
comes
back
at
a
better
time
in
place,
rather
than
just
on
the
fly
on
the
floor
without
members
really
having
a
chance
to
understand
the
implication
of
changing
the
public
appointments
process
around
such
an
important
committee
like
the
parking
authority.
Thank
you.
Thank
you.
If.
N
You
speaker,
members
I
urge
you
to
support
councillor
Phil
Ian's
motion
in
the
questions
of
staff.
We
heard
that
there
are
different
models
used
for
different
kinds
of
entities
in
the
city.
Have
one
group
of
entities
which
are
the
ones
that
are
mostly
transactional
or
just
doing
routine?
Business
are
ones
where
we
felt
that
having
the
city
staff
provide
a
slate
which
still
comes
to
council
for
us
to
vote
on
by
the
way
still
goes
through.
Civic
appointments
made
more
sense
and
certain
other
kinds
of
boards.
N
The
library
board,
the
TC,
the
TTC
and
so
on,
which
do
more
public
policy
is
more
rightfully
something
that
we,
as
elected
officials,
want
to
be
more
engaged
in
selecting
the
people.
It's
a
it's
a
fair
and
obvious
division.
Let's
look
at
what
kind
of
beast
the
parking
authority
was
the
parking
authority
principally
built
parking
lots
and
did
real
estate
deals.
N
N
I,
don't
see
why
that
doesn't
fit
the
definition
that
the
clerk's
office
gave
us
a
moment
ago
saying
that
this
is
transactional
now
I
want
to
address
councilor
holidays
point
that
maybe
we
should
send
this
to
the
Governance
Committee
recall,
please
that
at
the
first
meeting
of
council
we
were
told
you
have
to
figure
out
how
to
govern
in
the
short
term
and
then
we'll
set
up
the
Governance
Committee
to
see
if
we
got
it
right.
Councillor
Phil
Ian's
motion
deals
with
the
current
appointments.
N
N
It's
the
same
process
that
we
use
for
selecting
the
committee
of
adjustment,
for
goodness
sake,
and
we
chose
to
do
that
because
political
interference
or
the
the
sense
in
the
public
that
there
was
political
interference
in
the
selection
of
the
committee
of
adjustment
was
bringing
government
into
disrepute.
I
can't
think
of
anything
that
happened
last
term
they've
brought
government
into
more
disrepute
and
what
happened
on
the
parking
authority.
Councillor
Fillion
is
giving
us
an
off
opportunity
here
to
solve
that
problem.
N
To
tell
Torontonians
no
we're
going
to
have
a
professional
panel
give
us
advice
on
who
would
best
serve
on
this
board
where
there
has
been
problems,
we
still
as
council
will
have
the
right
to
review
that
and
make
changes.
But
if
we
want
to
make
those
changes,
we
have
to
do
it
in
full
public
view
and
we
will
be
held
account
for
to
get
held
to
account
for
that.
So
I
think
what
councillor
Fillion
is
proposing
is
logical.
N
It
fits
with
the
structure
of
governance
that
staff
have
put
forward
in
front
of
us
and,
if
we're
unhappy
with
it,
we
can
review
it
at
the
special
committee
that
councillor
Holliday
talked
about
and
make
changes
somewhere
between
now
and
midterm,
as
the
system
was
designed
to
work.
Thank
you.
Thank.
A
I
Thank
you
very
much
item
just
rising
to
say,
despite
my
deepest
respect
for
the
chair
of
the
civic
appointments
committee
and
I,
think
he's
doing
a
great
job
in
that
role.
As
a
member
of
that
committee,
I'm
quite
happy
to
take
on
the
the
function
of
helping
nominate
these
individuals.
I
think
this
is
an
incredibly
important
body
and
it
deserves
our
full
attention,
as
a
committee,
so
I
happy
to
dedicate
the
additional
time
as
a
committee
member
thank.
A
L
Thank
you,
madam
Speaker
I
will
not
be
supporting
the
the
motion
from
Council
of
Philly
on
I,
have
the
opportunity
and
privilege
to
be
sitting
on
the
Civic
appointments
process
for
the
first
time,
I'm
also
on
the
special
Governance
Committee,
with
councilor
perks
and
council
holiday
and
it's
council
holiday.
So
this
really
is
a
bigger
governance
issue
and
I
respect
the
fact
that
a
report
has
come
to
us
and
we're
having
to
act
upon
this,
but
I,
don't
think
moving
the
Toronto
parking
authority
to
another
area
at
this
point
is
is
proper.
L
Is
this
sort
of
a
a
motion
on
the
fly,
I
kind
of
think
it
is
with
regard
to
the
governance,
because
we
need
to
look
at
bigger
issues,
I
respect
the
fact
that
even
staff
in
December
brought
us
their
best
recommendations
on
where
to
look
at.
And
how
do
we
change
things
based
on
the
new
25
member
formula?
L
But
they
did
bring
recommendations
to
keep
the
Toronto
parking
authority
with
the
Civic
civic
appointments
process
and
again
going
through
that
in
the
last
month,
or
so
with
the
board
of
health
and
the
library
is
a
lot
of
work
involved
in
and
as
councilman
and
one
said
it
could
be
less
work
for
us.
But
I
think
it's
important
that
this
committee
has
that
opportunity
to
be
able
to
look
at
everything
and,
in
the
event
that
this
needs
to
be
a
change
with
regard
to
parking
authority
or
any
other
agency
to
move
them.
L
Even
though
we
had
the
opportunity
to
ask
staff
questions
today,
I
don't
think
we've
had
that
opportunity
to
really
look
at
the
role
of
how
we
look
at
where
different
agencies
go
when
we're
making
decisions
on
who
sits
on
the
board,
so
I
won't
be
supporting
councillor
fili
on
its
motion,
I'm,
not
saying
that
I
don't
understand
and
and
would
not
support
that
in
the
future.
But
I
don't
think
it's
the
time
right
now
to
be
able
to
support
that,
and
at
some
point,
maybe
in
the
future,
I
will.
Thank
you.
Thank.
I
I
A
G
Speaker,
the
tenor
of
the
debate
seems
to
have
morphed
into
whether
or
not
we
think
Civic
appointments
is
doing
a
good
job
and
that's
not
really
what
the
governance
report
on
the
Toronto
parking
authority
is
about.
It
is
about
what
happened
last
term
and
I'm
going
to
use
some
of
my
five
minutes
just
to
read.
One
passage:
May
and
July
board
meetings,
the
purchase
of
1,111
arrow
Road
was
discussed
at
the
board
meeting
on
May
26
in
July.
28
reports
were
delivered
to
the
board
by
staff
on
both
of
those
dates.
G
Staff
report
still
did
not
include
a
business
case,
formal
or
otherwise
in
relation
to
current
or
future
parking
needs
in
the
area
which
was
their
own
one
and
only
job.
Nor
did
the
outline
the
cost,
the
revenue
or
the
ROI
of
operating
a
parking
facility
at
a
thousand
eleven
arrow
road.
At
neither
meeting
did
management
explain
the
basis
for
determining
12
million
dollar
purchase
price
as
a
fair
market
value
for
purchasing
the
property.
G
This
is
a
board
that
has
just
gone
through
a
very
difficult
period
of
time
in
which
the
reputations
of
council
board
members
were
jeopardized.
Staffs
career
were
jeopardized
and
council
itself,
not
realizing
that
due
diligence
hadn't
been
done,
approved
a
twelve
million
dollar
real
estate
purchase
that
they
actually
knew
nothing
about,
but
assumed
that
the
board
and
the
staff
of
the
TPA
knew
something
about,
and
as
justice
Iacobucci
points
out,
they
knew
nothing.
G
And
so
now
we
have
to
make
sure
that,
as
we
strike
this
new
board,
that
there
is
no
political
patronage,
there
is
no
meddling
that
we
are
setting
up
a
board
in
the
most
accountable
way
possible,
and
all
councillor
Fillion
is
saying
is
that
in
that
evolution
back
to
a
highly
accountable
board,
why
not
less?
Why
not?
G
Let
us
proceed
with
the
practice
that
let's
city
clerks
in
the
city
manager
make
sure
that
that
is
the
case
in
this
very
first
Noori
striking
of
the
board
and
and
put
behind
us
what
happened
in
the
last
term.
I
don't
see
any
reason
to
vote
against
that
unless
you
have
some
problem
with
guaranteeing
accountability
in
a
total
lack
of
political
patronage.
Those
are
my
comments,
madam
Speaker.
B
Thank
you,
madam
Speaker
I,
first
of
all
would
say,
having
read
through
the
report
that
came
from
justice,
Iacobucci
and
other
colleagues
at
Tory's
that
this
and
I
hope
everybody
has
read
it
because
it
should
be
required
reading,
especially
for
our
elected
politicians.
I
had
the
great
privilege
of
being
able
to
serve
as
a
rectory
and,
admittedly
in
private
businesses,
but
also
many
charities
and
came
to
understand
well,
and
you
learned
it
in
law
school.
B
What
the
role
of
a
director
is
and
what
the
role
of
a
director
isn't
and,
and
it's
one
of
those
things
where
I
think
it's
difficult
for
us,
because
we're
held
to
account
for
all
kinds
of
things
that
you
know
that
I
have
to
do
oftentimes
with
the
operation
of
the
things
that
we're
overseeing.
But
in
fact
our
job
is,
is
really
oversight
and
policy
setting,
as
has
been
mentioned,
I
just
think
this
reports
so
well
sets
out
for
anybody
who,
like
all
of
us,
end
up
serving
in
these
different
kinds
of
oversight
positions.
B
What
the
responsibility
is
and
how
it
might
might
might
best
be
carried
out.
It
reminds
us
of
what
the
role
of
a
director
is
and
what
it
isn't
and
oftentimes
we're
called
upon
to
be
those
directors
and
it's
a
different
kind
of
role
than
we
have
here
in
this
chamber.
I
will
say:
having
read
that
report
because
people
are
presenting
it
in
different
ways.
B
You
know
I,
don't
think
the
objective
was
to
find
blame
as
much
as
to
learn
from
it,
but
there
certainly
was
lots
of
criticism
about
just
about
everybody
involved
in
the
report
and
some
of
was
stronger
than
others.
But
there
was
nobody.
There
was
no
person.
There
was
no
body.
There
was
no
group
of
people
who
came
off
scot-free
on
the
thing
and
I
think
a
careful
reading
would
would
indicate
that
I
am
NOT
going
to
support
this
motion.
B
Simply
I
had
nothing
to
do
with
the
the
individual
agency
we're
dealing
with
here,
but
as
a
matter
of
process
we
just
approved-
and
this
is
part
of
the
huge
failing
I
think
if
government
and
white
government
doesn't
run
well
and
why
we
sort
of
end
up
getting
ourselves
in
trouble.
We
just
approved
as
a
council
a
new
regime
if
I
can
call
it
that
that
deals
with
how
we
make
these
appointments
and
categorized
agencies
in
different
ways
and
I'm
quite
prepared
to
accept
madam
Speaker
that
things
change
and
that
you
can
re-examine
that.
B
But
the
interesting
thing
in
this
case
was
we
just
approved
it
in
December
I
think
it
was
December
of
last
year.
There
was
a
deliberate
decision
made
as
to
how
on
staff
recommendations
as
to
how
different
agencies
and
bodies
would
be
categorized
within
that
new
regime
and
I,
just
think
when
you're
gonna
change,
something
you
do
it
foggy
and
I
said
this
yesterday
in
another
context,
I
think
if
we
want
this
council,
you
know
for
all
the
commentary
that
was
made
elsewhere
up
the
street
about
how
this
council
could
function
better.
B
You
know
and
I
think
a
lot
of
that
commentary
was
probably
you
know
not
necessarily
well
considered.
Shall
we
say
the
one
thing
we
do,
that
I
think
stands
in
the
way
of
us
really
operating
in
a
businesslike
fashion
is
make
these
kinds
of
changes
on
the
fly,
and
in
this
instance
I
can
honestly
say
there
was
an
opportunity
last
week
to
come
in
front
of
the
executive
committee
to
put
a
proposal
forward
there
that
could
be
subject
to
a
lot
of
proper
questioning
to
have
competing
proposals.
B
If
someone
had
wanted
to
do
so
put
forward
there
so
that
it
could
be
considered
by
the
executive
committee
and
then
the
result
of
all
that
could
come
here,
but
I
think
the
worst
kind
of
results
we
get
here
is
when
things
are
dropped
on
the
table
at
the
last
minute
nobody's
been
just.
It
has
been
discussed
with
anybody,
and
then
we
all
sit
around
and
decide.
B
We're
gonna
instantly
inform
ourselves
in
time
five
minutes
later
to
make
a
decision
on
something
that
actually
is
quite
important,
how
you
appoint
the
directors
of
what
isn't
just
an
important
agency
of
public
trust
and
so
on.
As
councilor
perks
mentioned.
It's
also
a
two
hundred
million
dollar
business
and
you
know
I,
know
I,
look
at
things
in
that
manner
because
that's
a
bit
of
my
training,
but
this
pays
us
a
dividend
of
millions
of
dollars.
B
It
does
involve
all
the
sensitivities
that
were
discussed
about
real
estate
and
about
the
impact
on
the
community
and
small
business
and
so
forth
and
so
on,
but
it
is
also
a
close
to
200
million
dollar
business
which
to
me
is
a
big
business
and
one
that
you
want
to
see
run
properly
and
overseen
properly
by
its
Board
of
Directors,
and
so
I
will
just
say
for
myself.
I
am
very
willing
to
consider
a
thoughtful
by
thoughtful
I
mean
I'm,
not
saying
that
council
Ian's
not
been
thoughtful,
but
a
thoughtfully
conceived
proposal.
B
That
may
well
say
we
should
take
a
look
at
a
couple
of
other
places
that
fit
within
the
same
sort
of
category,
but
we
just
shouldn't
be
doing
these
things
on
the
fly
where
people
show
up
here
and
put
something
down
on
the
table
and
say
now
it's
time
to
vote,
it's
the
wrong
way
to
do
it
when
it
comes
to
these
kinds
of
important
decisions.
Justice
Iacobucci-
if
he
was
here
I,
don't
want
to
put
words
in
his
mouth.
He
would
agree
with
me,
but
that's.
B
The
first
part
of
good
governance
is
when
you
make
decisions
about
how
your
boards
are
appointed,
or
you
know
who
does
it
or
who
they
are.
You
do
that
with
as
much
thought
as
actually
the
act
of
doing
the
appointments
and
is
the
act
of
actually
being
on
the
board,
and
so
I
will
vote
against
this.
For
that
reason,
but
I'm
perfectly
open
to
having
a
discussion
that
follows
the
proper
process
and
isn't
something
that
just
has
something
show
up
here
at
10
o'clock
in
the
morning
for
us
to
vote
on.
Thank
you,
madam
Speaker.
A
A
J
Unfortunately,
I
don't
think
is
getting
the
help
that
we
all
need
and
people
still
struggle
to
get
the
help
that
that
they
actually
sometimes
need
financially
and
is
it
coming
yeah
and
for
anybody
that
has
dealt
with
this
issue
$300
of
benefits
a
year.
I
think
it
leaves
a
lot
to
wish
for.
If
you
really
need
to
reach
out
for
help,
I
don't
think
is
enough.
I
think
it's
a
great
proposal.
J
We
have
here
in
front
of
us
to
help
our
first
responders,
but
I
think
we
need
a
review,
because,
if
we're
really
serious
about
mental
health,
if
we're
really
serious
about
giving
the
opportunity
and
and
and
having
people
to
to
seek
the
help
that
they
wish
and
they
feel
I
think
as
an
employer.
We
should
look
into
this
matter
and
give
our
employees
the
assistant
that
they
need
to
live
good
plan.
O
J
I,
don't
know,
I
think
that
I
don't
pretend
to
know
everything
that
we
have
available
for
our
employers.
I
know
that
at
the
pro
employees,
I
know
that
right
now
the
benefit
plans
that
we
have
for
the
employees.
As
the
report
says,
is
300
dollars
a
year
and
I
do
in
I.
Do
know
enough
to
know
that
300
dollars
a
year
by
somebody
that
probably
is
looking
to
have
assistance
in
this
area
it
it
leaves
a
lot
to
wish
for.
You
can't
go
far.
J
You
don't
do
much
so
I,
don't
know
what
the
solution
would
be.
I,
don't
pretend
to
know
I'm,
asking
staff
to
talk
up
to
look
into
this
I
think
you
know
we
all
have.
You
know
I.
Think
most
of
us
have
tweeted
about
it.
Yesterday
we
talked
about
these
things,
I
think
as
an
employer.
We
have
the
obligation
to
look
into
these
issues
and
provide
the
tools
that
people
need
to
to
deal
with
this
issue.
Okay,.
O
J
L
Thank
you,
madam
chair
I'm,
not
necessarily
opposed
to
the
intent
of
councilor
bylaws
motion,
but
I
do
know
that
whenever
we
increase
the
benefits,
there's
a
cost
to
the
city
and
I
know
that
we
can't
provide
all
the
benefits
we'd
like
in
pretty
much
every
category
and
we've
been
tightening
our
belts
and
things
like
benefits,
cost
a
lot
of
money
and
they
create
a
they
create
a
budget
pressure.
I
think
that's
one
of
the
things
I
think
through
his
questioning,
councilor
Holliday
was
alluding
to
so
I
have
a
concern
in
that
regard.
L
We
can't
do
everything
we
have
everything
we'd
like
with
what
we
have
and
so
I
think.
We
have
to
carefully
consider
this
as
we
move
forward
and
the
fundamental
I
think
the
fundamental
reality
is.
Is
we
can't
pay
for
everything
that
we'd
like
to
pay,
and
this
has
to
be?
Any
changes
have
to
be
considered
through
the
the
the
process
that
we're
going
to
commence
I
believe
sometime
next
year
in
our
collective
bargaining
agreements.
A
A
A
P
The
issue
is
this:
you
may
remember
back
in
2011,
I
first
brought
a
motion
to
address
this,
and
since
then
we
have
had
more
meetings
with
both
MOS
and
and
the
medical
officer
of
health.
Then
I
can
even
remember.
This
has
been
an
annual
event,
but
has
also
been
throughout
the
year
several
meetings.
I
think
all
of
us
have
had
our
own
experiences
within
our
own
wards.
P
I
would
imagine
all
of
us
have
had
this
experience
where
in
the
shoulder
months
and
remember
the
bylaws
between
September,
15th
and
June
first,
but
in
the
shoulder
seasons,
and
even
though
you
know
September
15th
is
the
date.
It
may
be
incredibly
hot
in
the
week
or
two
after
that
date,
and
we
are
all
hearing
from
tenants
every
single
year
explaining
sometimes
there's
seniors.
Sometimes
there's
people
with
mobility
challenges
who
are
in
their
their
apartments
with
nowhere
to
go
from
their
homes
and
they
are.
P
They
are
suffering
from
extreme
heat
to
a
level
that
when
it's,
you
know,
30
degrees,
Celsius
outside
it
feels
like
40
degrees
Celsius
inside
their
places,
if
not
worse,
even
when
there
are
cooling
centers
such
as
they've
created
an
ad
hoc
party
room
or
whatever
to
create
some
space
for
them.
It
still
doesn't
solve
the
fact
that
you
may
have
somebody
like
I've
I've
personally
visited
so
many
seniors
who
they're
saying
okay.
P
That
might
be
good
for
an
hour
here
and
there,
but
I
can't
sleep
like
I
can't
actually
function
in
my
own
home,
and
this
has
not
been
addressed.
So
what
we've
gone
back
and
forth
with
staff
on
over
the
years
is,
you
know
not
really
just
demanding
but
but
pleading
with
them?
Let's
thoughtfully
arrive
at
some
place
that
we
can.
Madam
speaker,
there's
a
lot
of
noise
going
on
over
there
and
if
I
could
just
ask
am
I
trying
to
be
held
if
I.
A
P
You
too,
anyway,
essentially
to
finally
arrive
at
a
solution,
because
it's
gonna
happen
again
this
year
and
when
I
say
it's
gonna
happen
again
this
year,
all
of
us
are
gonna,
be
hearing
from
tenants
again
this
year
asking
what
have
you
done?
Why
haven't
you
found
some
way
to
resolve
the
extreme
heat
that
we're
experiencing
in
our
homes,
and
this
is
a
health
directly
health-related
issue
because
we're
hearing
from
people
who
are
suffering
in
their
homes
because
of
this
heat.
P
P
Listen
we've
been
told
by
the
bylaw
that
we
have
to
keep
the
heat
on.
There's
no
other
way
to
deal
with
this,
and
we
need
to
arrive
at
some
flexibility
and
fairness
to
them
as
well.
To
say
you
know
what
we're
gonna
we're
gonna
actually
be
more
realistic
about
when
we're
making
our
demands
rather
than
just
say
this
is
the
day.
This
is
the
way
it
is
so
I
hope
that
you
will
support
this
and,
of
course,
you
know
moving
forward
I've
spoken
with
the
clerk.
A
A
I
I
P
Your
if
your
concern
is
related
to
the
expense
for
the
owner
of
the
building,
this
would
be
most
likely
negligible.
What
there,
many
years
ago,
I
believe
and
I
couldn't
I
could
stand
corrected,
but
I
believe
that
there
was
a
child
who
fell
out
of
a
window
from
from
a
from
a
high-rise
and
the
the
city's
response
was
to
be
incredibly
restrictive
about
how
windows
could
be
opened.
And
you
know
for
good
reason
what
this
the
intent
of
this
is
not
to
suggest
that
we
should
let
a
window
just
be.
P
You
know
completely
open
on
the
20th
floor,
but
where
there,
where
there
are
restrictions
on,
let's
say
where
a
window
could
be
open
from
the
top
and
level
up
or,
for
example,
there
should
be
some
ways
in
a
reasonable
way
when
you
are
on,
let's
say
the
20th
or
30th
floor,
and
you
are
literally
boiling
in
your
apartment
to
allow
for
some
air
and
especially
if
there
isn't
any
central,
air-conditioning
or
or
an
air
conditioning
unit.
Okay,.
I
I
fully
understand
the
discomfort
during
heat
waves
or
other
times,
when
you
cannot
open
the
the
window
for
for
a
breeze,
but
isn't
this
more
of
an
engineering
issue
where
you
develop
a
new
generation
of
windows
where
they
can
be
open
partially
to
let
the
breeze
in
but
not
risk
the
safety
of
the
residents.
It.
P
It's
not
it's,
not
I
would
submit
to
you
that
it's
not
that
complex
in
most
cases
in
some
cases,
is
just
about
actually
relieving
the
latch
and
allowing
for
that
air
to
get
in
and
that'll
be
a
building
by
building
basis,
but
it's
also
allowing
for
that
that
that
opportunity
we're
safe
and
were
reasonable
for
those
windows
to
be
open
some
cases
it
may
be
retrofitting
it's
not
by
the
way.
This
does
not
prescribe
in
any
way
that
they
must
do
it
today.
I
P
I
I
agree
with
you,
and,
and
so
a
this
is
for
staff
to
give
us
their
professional
advice
on
be
safety.
Also
I
mean
I
would
never
I'm
the
father
of
a
six
year
old
I
would
never
want
to
do
anything
that
would
ever
jeopardize
the
safety
of
a
childhood
daughter.
So
if
they
came
back
with
something
that
seemed
unreasonable,
I
wouldn't
support
it
either.
P
I
would
want
it
to
be
reasonable
so
that
air
can
get
in,
but
not
some
big
open
window
for
for
any
risk
be
safety
also
is
related
to
the
heat,
and
we
have
unsafe
unhealthy
conditions
each
shoulder
season
where
we
have
people
like
in.
If
you,
if
you
ever
visit,
you
know
one
of
those
homes,
you'll
see
what
I
mean
it
is.
It
is
at
a
level
that
is,
you
would
never
want
your
parents
to
be
in
that
situation
and.
N
Let
me
just
explain
what
that's
about
so.
The
report
in
front
of
us
deals
after
oh
I
want
to
say
15
years,
work
at
the
Board
of
Health
long
since
before
my
tenure
with
what
do
we
do
in
heat
emergencies?
And
if
you
recall,
over
the
last
decade,
in
the
u.s.
Midwest
and
in
Central
Europe,
there
were
periods
when
the
temperature
got
above
35
degrees
and
stayed
there
for
four
to
four
or
five
days
and
in
one
case
thousands
of
people
died
and,
in
the
other
case,
tens
of
thousands
of
people
died.
N
We
also
have
had
work
from
our
environment
and
energy
division
and
public
health,
saying
that
those
temperature
thresholds
are
going
to
become
the
norm
all
summer
long
within
our
lifetimes,
certainly
within
the
lifetime
of
my
children.
In
other
words,
we
are
creating
conditions
where
those
heat
emergencies
that
will
kill
thousands
of
people
are
going
to
become
the
norm
every
summer
in
the
city
of
Toronto,
Public
Health,
when
reviewing
this
work,
found
that
over
100,000
people
living
in
the
city
of
Toronto
have
our
risk
of
this
happening
for
a
variety
of
reasons.
N
One
could
be
pre-existing
risk
of
heart
and
respiratory
problems.
One
could
be
the
nature
of
the
units
that
they
live
in.
Perhaps
they
live
in
an
apartment
building
that
was
built
before
there
was
such
a
thing
as
air
conditioning
and
it's
impossible
to
retrofit
them
with
the
the
necessary
infrastructure
to
air-condition
them.
In
response,
the
City
of
Toronto
has
started
to
create
cooling
centers
in
a
variety
of
other
things.
The
new
report
says
we
should
broaden
that
network
of
centers.
N
We
should
maybe
engage
some
other
partners
than
just
public
buildings
in
trying
to
get
that,
and
we
should
think
about
extending
it
over
time.
What
my
motion
does
is
say
if
we
are
going
to
create
these
new
cool
places
across
the
city
of
Toronto,
let's
promote
them
by
signing
them.
Well,
it
doesn't
even
say:
let's
do,
that.
It
says:
let's
find
out
what
it
would
cost
to
do
that
and
have
that
information
available
for
council
to
consider
next
year
doesn't
say
we
do
it
just
says:
what
would
it
cost
to
promote
it?
N
Better,
that's
the
first
part.
The
second
part
speaks
to
something
called
neighbor
checking.
One
of
the
strategies
that
many
municipalities
across
the
world
who
are
trying
to
deal
with
the
changing
climate
have
adopted
is
to
set
up
networks
whereby
people
who
are
particularly
vulnerable,
say
they're,
seniors,
say
they're,
low-income,
say
they
have
a
heart
condition
say
they
live
in
a
place
without
air-conditioning.
N
So
my
motion
asks
think
about
what
we
have
to
do
to
make
sure
that
network
of
people
who
check
on
their
vulnerable
neighbors
is
robust
and
ready.
For
the
time
when
we
hit
a
crisis
not
asking
to
spend
any
money,
I'm
asking
for
staff
to
tell
us
what
it
would
take
to
make
those
two
things:
promoting
the
cool
centres
and
enhancing
and
making
the
neighbor
checking
programs
more
robust,
I
hope
you
will
support
them.
C
C
Madam
Speaker,
thank
you
very
much
for
this
opportunity.
I
think
it's
important
that
we
we
recognize
that
we
are
in
this
new
time
of
extreme
weather
conditions,
and
you
know,
climate
changes,
real
resilient
cities
around
the
world
are
thinking
and
developing
strategies
on
how
to
keep
their
citizens
and
their
communities
safe
and
with
the
City
of
Toronto
is
no
different,
which
is
why
I
think
it's
important
that
we
we
spent
a
little
bit
time,
setting
up
this
particular
dialogue,
so
that
staff
can
actually
do
the
work
that
they
need
to
do.
C
We've
just
learned
this
very
very
recently,
a
260
Wellesley
1000
plus
people
in
the
dark,
without
heat
without
water,
and
there
was
no
real
direct
way
to
contact
them.
We've
also
learned
with
the
200
Wellesley
fire
that
there
was
a
suggestion
that
we
create
a
vulnerable
persons
list.
So
this
motion
is
really
to
ask
that
interim
working
group
that's
already
set
out
in
the
report.
That's
going
to
take
place.
C
I
did
speak
with
the
the
deputy,
our
medical
officer
of
Health
and
the
policy
director
who
both
helped
me
with
the
wording
of
this
motion,
so
I
want
to
thank
them
for
that,
but
in
case
it's
already
on
the
working
group
was
on
their
work
plan.
Let's
just
highlighted
that
we
expect
this
work
to
come
back
and,
and
we
can
then
proceed
on
what
their
recommendation
is
moving
forward.
Thank
you
very
much.
O
Thank
you,
madam
Speaker
I
wondered
through
you.
If
I
could
ask
the
the
councillor
if
it
was
a
friendly
amendment
to
add
the
word
voluntary
contact
list
as
I
am
concerned
about
compelling
landlords
and
tenants
to
exchange
information
in
particular
health
circumstances.
Some
tenants
may
not
want
to
give
that
type
of
information.
So
if
somebody
was
vulnerable
and
wanted
to
provide
the
contact
information
that
it
would
be
in
a
voluntary
basis,
so.
C
So,
thank
you
very
much.
Councillor
I
would
see
that
as
a
friendly
amendment,
the
only
thing
I
wasn't
a
hundred
percent
clear
on
to
be
quite
honest,
was
the
privacy
act
and
and
making
sure
that
that
information
of
that
person
stays
with
that
individual
unless
they
give
explicit
consent
to
to
grant
it
and
then,
of
course,
being
who
controls
and
uses
that
list
to
communicate.
I
think
well,
we
are
seeing
around
around
the
world
is
disaster
relief,
disaster
communication.
C
All
of
these
things
are
rather
topical
and
trying
to
balance
the
issue
around
privacy,
individual
consent,
as
well
as
the
need
for
first
responders
to
communicate
when
they
need
to
with
those
vulnerable
individuals.
This
is
what
I
think
that
striking
that
balance.
So
if
the
word
voluntary
goes
in
there,
I
I
don't
see
a
problem
with
it.
I
just
want
to
make
sure
that
we
don't
necessarily
stop
the
action
from
taking
place.
Thank
you.
Thank
you.
I
A
P
You
I
just
on
a
point
of
order
or
privilege
and
helping
the
meeting
be
effective,
so
I've
decided
in
consultation
with
the
chair
of
the
board
of
health,
counselor
Cressy,
along
with
the
medical
officer
of
health
and
whatever
we
go.
Traci
Coco's
by
now
the
deputy
deputy
city
manager
czar
that
that
I'm
going
to
withdraw
my
motion
and
that
we
are
going
to
send
it
to
the
February
25th
Board
of
Health
meeting
where
we
can,
you
know
actually
get
this
done
this
year.
P
The
reason
I
moved
it
at
this
meeting
is
to
with
no
pun
intended
light
the
fire
that's
necessary
to
finally
get
results
and
I
have
commitments
from
both
of
our
wonderful
staff
there
that
they
are
resolved
to
achieving
that
at
the
February
25th
meeting
and
I
want
to
thank
you,
know,
Cressy
for,
for
you
know,
being
willing
to
run
with
this
at
that
meeting.
So
thank
you.
Thank.
A
D
Thank
You,
speaker
and
I
will
keep
this
very
short
I
want
to
thank
our
staff
in
Toronto
Public
Health
for
bringing
this
forward.
It
goes
without
saying
that,
as
it
relates
to
heat
relief
strategies,
this
has
to
be
more
than
the
notion
of
cooling
centers.
It
has
to
be
an
integrated
citywide
approach,
utilizing
both
city
spaces,
the
more
than
250
sites
that
we
have
that
currently
provide
space
and
have
cooling
but
also
non
city,
land
and
I.
A
L
I'd
seen
somewhat
obvious
first
question
and
I
I
did
ask
staff
this
and
I.
They
were
gonna.
Look
at
this
to
see
if
they
could
get
this
information
so
I'm
curious
to
know
the
delay
times,
because
Eglinton
right
now
is
a
complete
mess.
I,
don't
know
that
it's
gonna
get
much
better,
even
when
they
finish
the
construction
and
I've
been
trying
to
find
this
problem
out.
For
the
last.
L
M
Okay
for
you,
madam
Speaker,
so
the
councilman
I
have
had
a
number
of
discussions
around
this.
The
simple
answer
is
that
we
don't
know
counselor
that
work
was
not
completed
as
an
integral
part
of
the
transit
project
assessment
process,
which
was
conducted
in
2008.
The
traffic
modeling
at
the
time,
which
looked
at
the
impacts
of
implementing
the
LRT
focused
on
the
impacts
at
individual
intersections
along
the
route
using
a
synchro
modeling.
To
understand
that,
it's
fair
to
say,
there's.
M
Well,
the
project
was
focusing
on
was
about
opening
up
the
people
moving
ability
of
that
corridor
by
implementing
the
light
rail
transit
project
there's
around
at
that
time,
when
they
did
the
T
PAP
there
was
around
130,000
bus
passengers
were
using
that
corridor
each
day
and
about
30,000
cars,
so
it
was
about
expanding
the
ability
for
people
to
switch
from
car
traffic
to
public
transit,
Geno
harmony,
courage,
use
the
road.
Now
it's
about
the
same.
It's
around
about
thirty-five
thousand
a
day
counselor
and
with.
L
I
L
R
That's
why
we're
undertaking,
through
the
speaker,
undertaking
a
study
to
put
in
place
a
planning
framework
for
those
many
many
development
applications
that
have
been
put
before
the
city?
That
is
why
we
need
to
look
at
moving
people
on
public
transit
because
it
will
be
impossible
to
move
them
on
through
through
cars,
have.
L
R
L
One
final
question:
this
arrangement,
where
you
don't
study
before
sea,
so
you
know
you
can
claim
that
you
don't
have
the
data
afterwards
to
study
the
delay.
Are
we
going
to
continue
to
do
that?
I
just
think
for
transparency
purposes,
so
people
can
measure
if
we're,
for
example,
putting
in
a
new
transit
line
or
putting
in
a
bike
lane.
Let's
say
on
Don
Mills
Road,
that's
already
congested.
Are
we
gonna
do
before
as
your
office
committed
to
doing
before
and
after
analysis,
so
that
people
know
what
actually
they're
getting
after
the
fact
that.
M
3
3
D,
madam
Speaker,
so
the
modeling
that
was
done
at
the
time
in
2008
was
a
function
of
the
transport
planning,
modeling
tools
which
were
available
at
that
point
in
time,
along
with
lots
of
things,
technology
has
moved
on
since
their
models
are
far
more
sophisticated
now,
so
that
sort
of
journey
time,
modeling
work
is
now
done
as
an
integral
part
of
an
EA
for
a
large
transit
project.
Yes,
thank.
Q
Q
F
A
F
F
F
F
Q
Q
Three
through
the
speaker,
so
the
objective
is
to
make
sure
that
the
permanent
condition
once
the
LRT
opens
not
only
allows
for
safe
passage,
say,
allows
for
safe
passage
through
the
area.
So
in
some
cases
during
construction,
existing
prohibitions
or
existing
turning
movements
had
to
be
prohibited
and
those
now
are
going
to
be
reinstated
or
in
some
cases,
they're
going
to
be
removed.
So
these
reports
are
providing
the
ability
for
us
to
resolve
those
to
this
permanent
condition.
So
in
this
case,
you
will
no
longer
be
able
to
take
a
left.
F
You
tell
me:
how
will
a
ssin
be
helped
ashin
b,
which
is
north?
That
will
then
assist
with
respect
to
some
of
the
pressure
and
the
ability
for
traffic
to
flow
in
the
area.
I
know
relating
to
councilmen
and
Wong's
question
action.
B
should
be
the
one
on
the
North
just
where
the
block
that
oh,
the
black
dot,
is
the
next
Street
office
action
B.
Q
F
F
S
F
F
Q
F
Q
N
M
So
I
don't
have
the
overall
volume
numbers
counselor,
but
what
I
can
say
is
that
at
the
moment,
the
capacity
the
car
carrying
capacity
is
a
around
about
three
and
a
half
thousand
cars.
An
hour
and
you'll
be
aware
that
the
majority
of
those
will
be
single
occupancy
vehicles.
But
then,
when
we
moved
to
LRT,
the
carrying
capacity
of
that
is
around
about
six
thousand
passenger
an
hour.
N
N
The
capacity
so
if
right
now,
I
was
you've
said
before
the
capacity
of
adding
the
two
together
call
it
a
hundred
and
seventy
thousand
people
all
day
to
weigh
if
I
was
the
hundred
and
seventy
first
thousandth
person
that
would
put
the
street
over
capacity
and
and
travel
times
would
fall
or
travel
times
would
increase
because
you're
over
capacity
right,
correct,
correct.
Now,
if
when
this
opens,
and
we
do
the
traffic
amendments
that
you
have
and
have
it,
the
hundred
and
seventy
thousand
and
first
person
who
travels
will
not
experience
those
news
of
new
delays.
N
E
Q
Cross
links
has
a
traffic
consultant,
I.
Believe
it's
the
ibi
group
is
there
traffic
consultant.
They
work
closely
on
developing
all
the
plans.
Doing
all
the
analysis
currently
and
informing
the
project.
Our
staff
provide
the
permitting
oversight
for
the
construction
when
it
impacts
city
right
subway.
So
this
is
really
so.
We
review
the
work
that
cross-links
delivers.
You.
E
M
E
M
I
I
G
You,
madam
Speaker,
just
a
quick
question,
anticipating
where
we
might
be
going
in
the
discussion.
It's
a
planning
question
are,
there
are
we're
we've
heard
about.
You
know
how
much
density
is
coming.
Are
there
lessons
to
be
to
make
sure
that
you
actually
realize
that
that
mode
change
that
you're
looking
for?
Are
there
lessons
to
be
learned
along
the
Sheppard
subway
corridor.
R
Through
the
through
the
speaker,
the
lessons
are
to
look
at
it
holistically
and
comprehensively
to
evaluate
the
infrastructure
impacts
in
advance
to
understand,
as
we
are
doing
along
the
Eglinton
line.
Putting
in
place
planning
frameworks
that
shift
right
movement
of
people
away
from
automobiles
onto
other
modes
of
transit
locally
through
better
sidewalk.
G
R
All
the
at
different
scales,
whether
it's
a
building
scale,
a
neighborhood
scale,
a
more
regional
scale,
everything
to
it
to
move
people
toward
making
other
travel
choices,
making
it
safe,
making
it
comfortable
making
it
efficient.
That's
the
lesson
overall
that
we're
applying
across
the
city,
especially
in
high-growth
areas
right.
G
And
so
with
Dawn
mills
and
Eglinton,
the
Golden
Mile
plan.
Are
we
looking
at
the
what
to
do
and
what
not
to
do
is
along
the
Sheppard
subway
corridor
and
making
sure
that
the
the
successful
places
where
we're
seeing
huge
Monday
through
Friday
transit
usage
of
the
Sheppard
subway?
Are
we
going
to
those
and
using
those
as
examples
of
how
we
we
arrive
at
approval
of
developments
along
this
line?.
G
O
So
when
the
I
guess
the
report
came
the
EI
in
2009,
there
was
some
discussion
about
changes
to
turns
changes
to
capacity
on
Eglinton
and
changes
in
capacity
on
the
intersections
of
the
through
streets
and
I
would
have
imagined
that
council
knew
that
there
would
be
reduced
capacity
in
this
area.
Is
that
correct.
O
I'm
zoning
in
on
the
cars
okay,
so
so
certain,
so
we
we
knew
and
people
knew
would
it
be
safe
to
assume
that
the
impacts
are
quite
large
right.
You've
got
the
Edmondson
corridor
and
we're
on
this
report
we're
kind
of
zoomed
in
on
a
very
narrow
space,
but
parallel
routes
and
through
routes.
So
the
north-south
streets
are
also
affected
by
for
sure
the
construction,
but
also
the
permanent
changes.
It's
that
correct.
O
If
there,
if
the
capacity
is
reduced,
it
causes
some
congestion,
I
guess.
My
question
is:
what
are
we
doing
on
the
outskirts
of
this
area,
to
improve
capacity
and
to
reduce
congestion,
to
improve
safety,
to
improve
cut
through
streets
and
alternative
routes
that
the
motor
vehicles
have
eventually
shifted
to,
because
that's
all
juxtapose
against
the
notion
that
we're
growing
in
density
around
this
area
and
even
on
the
outskirts?
So
there
are
more
people.
So,
even
if
we've
got
a
modal
shift,
there
are
still
more
action
around
this
corridor.
M
3,
madam
Speaker,
yes,
there
will
still
be
more
action
around
the
corridor,
as
you
say,
as
a
result
of
the
growth
based
on
the
ei
work,
we
have
the
modelling
work
that
was
done
at
that
point
in
time.
As
with
all
of
these
projects,
when
they're
actually
implemented,
modeling
is
only
a
tool
to
try
and
gauge
what
the
likely
impacts
are
going
to
be.
O
How
far
out
do
you
monitor
from
Eglinton?
Is
it
a
hundred
meters,
a
kilometer,
two
kilometers,
and
it
would
be
a
reasonable
assertion
that
you
know,
traffic
impacts
are
can
be
quite
large
because
the
impacts
are
pushed
back.
It's
like
a
domino
effect
or
like
a
stone
thrown
in
the
water.
It
puts
waves
out.
So
things
are
different
in
that
part
of
town
and
I'm
sure.
If
I
ask
the
residents
around
there,
they
would
agree
with
that.
How
far
out
are
we
looking
at
the
impact
of
this
change
so
3u.
M
Madam
Speaker
there's
no
real
hard
and
fast
rules
in
terms
of
the
extent
of
impacts,
as
you
say,
the
extent
of
impacts
of
a
major
project
such
as
this
can
be
more
widespread
than
you
would
see
in
a
more
localized
smaller
project,
so
we'll
just
really
be
keeping
it
all
under
active
review.
Listening
to
3-1-1
complaints,
listening
to
councillor
feedback,
looking
at,
what's
going
on
out
there
on
the
street
and
then
reacting
and
responding
to
that
to
mitigate
impacts.
Okay,.
O
And
can
you
tell
me
what
are
the
mechanisms
to
react
and
respond
and,
let's
say
a
parallel
route?
Half
a
kilometre
to
the
north
says
you
look.
You
know
the
traffic
on
here
is
unbearable.
It's
it's
much
worse!
Now
that
Eglinton
has
changed.
My
routes
changed
it's
difficult.
These
lights
are
congested
you.
What?
How
do
we
react
as
a
city
to
the
broader
effect
you
know,
we've
got.
Those
councils
got
broad
care,
it's
not
just
the
particular
project,
but
it's
now
the
effect
on
the
overall
area
through.
M
O
Q
Through
you
counselor
the
the
the
way
in
which
a
major
project
like
an
LRT
modifies
the
travel
patterns
in
the
area.
Some
of
that
we
can
plan
for
others.
We
have
to
react
to
after
it
happens,
I
think
and
I,
don't
know
what
the
discussion
was
back
in
2009
when
this
topic
came
to
council.
But
my
guess
is
that
there
was
a
pretty
strong
thinking
that
is.
Q
The
chief
planner
has
pointed
out
that
a
significant
amount
of
the
through
traffic
and
the
localized
traffic
is
going
to
shift
mode
to
LRT
and
also
making
sure
that
that
corridor
is
able
to
accommodate
people
movement.
We
will
then
look
at
how
we
address
localized
traffic
impacts
resulting
from
any
restrictions
that
have
been
implemented
as
part
of
the
LRT
project.
Thank
You.
F
F
We've
consulted
with
cross-links
we've
had
the
presidents
of
Krotz,
the
president
of
cross-links
in
we've,
had
Metrolinx
in
we've,
had
the
whole
team
in
my
office
and
very
meeting
rooms
here
in
this
city,
hall
and
elsewhere,
and
so
on.
We've
gone
out
as
as
residents
we
actually
have
a
an
advisor
group
for
the
golden
mile
corridor.
In
terms
of
looking
at
the
redevelopment
that's
going
to
take
place,
there
there's
a
significant
amount
of
development.
That's
going
to
take
place,
there's
a
lot
of
activity.
F
Now,
whether
or
not
it's
the
former
warner-lambert
facility
and
the
thermos
facilities
are
not
along
the
way
we've
had.
We
are
going
through
a
secondary
plan,
a
study
right
now
to
look
at
how
we
can
deal
with
a
lot
of
things.
There's
gonna
be
new.
Roads
are
going
to
be
incorporated
in
the
area
and
so
on.
This
is
a
massive
redevelopment,
that's
taking
place
in
this
area
and
it
started
to
sound
like
the
staff
were
being
questioned.
F
As
to
whether
or
not
you
know
they
really
understood
what
was
going
on
within
me
with
you
know
with
whether
or
not
we
had
sufficient
information,
the
former
councillor,
Telstra
Hobart,
Nettie,
Holland
or
Holland
and
I
spent
a
lot
of
time.
We
were
concerned
about
the
lane,
removal,
the
impact
and
so
on.
We
also
looked
at
the
positive
side,
which
is
everyone
wants
better
transit
and
there
is
apparently
no
way
to
facilitate
it
without
having
some
changes
to
the
area.
Last
Friday
I
was
out
in
the
area
meeting
with
some
business
owners.
F
There
were
concerned
about
the
impact
and
we
said
we're
gonna
work
with
economic
development,
we're
gonna
help
to
promote
the
area
and
so
on,
because
there's
been
challenges,
but
that's
natural,
I
think
councillor
crises
and
councillor
Layton's
requests
on
behalf
of
councillor
cressie
about.
Can
we
have
development
without
any?
You
know,
sort
of
delay
or
issues
and/or,
the
actual
core
construction,
that's
required
for
development,
it's
just
not
possible,
but
it
started
to
sound
as
if
the
staff
were
being
sort
of
you
know.
F
The
impression
was
that
staff
were
not
being
professional,
didn't
sort
of
understand
what
was
still
that
they
were
doing
and
or
that
we
as
councillors
and
I
myself
personally
did
not
get
enough
from
information.
This
body
here
had
this
information.
We
went
through
it
and,
as
I
said,
we
were
concerned
about
the
very
things
that
had
been
raised
here
about
you
know
the
travel
time,
and
so
we
want
more
people
to
actually
use
this
crosstown
that
we're
investing
massive
amounts
of
money
in
and
creating
some
disruption.
F
Now,
when
all
the
people
move
in
whether
or
not
it's
on
Victoria
Park
pharmacy,
a
warden
area,
birch
mountains,
one
all
the
way
over
to
Kennedy,
this
is
going
to
be
a
huge
benefit
to
the
community.
We
have
spent
a
lot
of
time
with
the
staff
discussing
these
things
and
we
do
know
who
the
point
people
are
we
consulted
with
the
consultants
and
so
on
the
IBI
group
and
others,
and
so
on,
there's
been.
It
seems
as
if
it's
been
ten
years
in
the
making.
F
Quite
frankly,
probably
is
it
just
seems
that
every
day
there's
something
that
we're
trying
to
deal
with
there
and
there
is
the
the
team
in
place
that
I'm
very
confident
with
and
confident
than
the
work
and
professionalism
that
has
been
brought
forward
in
dealing
with
this,
because
it's
gonna
have
great
benefits
one.
The
issue
is
around
the
you
know
the
the
turning
restrictions
and
allowance
and
u-turns.
We
have
great
concerns
about
Matt,
because
an
issue
of
what
was
being
proposed
didn't
this
or
mirror
what
we
are
actually
doing
here
today.
F
There
was,
you
know
some
no
u-turn
at
all.
Quite
frankly
that
was
incorporated
in
the
original
plans,
and
we
were
very
concerned
that
that
would
have
huge
impact
on
the
potential
of
vehicles
traveling
in
the
area
and
so
on.
Much
more
so
than
you
know
what
we
are
seeing
here
today,
and
so
the
staff
have
had
a
chance
to
review
and
and
to
have
discussions
and
to
use
professional
judgment,
and,
yes,
I,
think
we
understand
from
them
that
you
know
the
modeling
and
it's
not
perfect.
F
There's
gonna
be
some
element
where
a
resident
will
say
why
could
they
have
done
a
better
job
and
I'm
sure?
At
that
point
we
want
to
review
it
and
examine
and
so
on
sore,
because
that
opportunity's
there
but
I,
don't
want
the
impression
to
be
created
here
today
that
somehow
that
these
professional
staff,
members
and
the
folks
from
cross-links
and
others
and
so
on,
didn't
spend
an
order
of
time,
along
with
my
office,
the
other
counselor
social,
to
discuss
this
issue
and
look
to
look
at
impact.
F
I
P
The
construction
itself,
though,
has
been
an
absolute
nightmare,
absolute
nightmare
for
both
businesses
and
for
residents
for
businesses.
I
I
have
friends
who
I've
made
over
the
years,
who
have
businesses
and
Eglinton
who
have
cried
before
me
in
my
office
because
of
what
they've
gone
through
and
people
have
really
lost
their
businesses
over
this.
It
is
a
reality
of
the
impact
of
the
construction
and
neighborhood
residents
have
been
through
experiences
where
there
are
long
queues
of
traffic
on
every
street.
P
And
if
you
looked
at
the
pictures
that
I've
seen
or
if
you've
been
to
the
streets
that
I
visited,
you
will
see
that
they
literally
can't
move
on
the
streets
anymore
and
there's
cars
blocking
their
driveways.
That
won't
budge
and
they're
waiting
to
get
everywhere,
and
there
are
some
streets
that
have
been
the
winter
streets
and
the
looser
streets
over
the
years.
P
P
We
Metrolinx
and
cross-links
there's
been
a
process
that
we've
needed
to
reform
recently,
where
Metrolinx
would
come,
and
you
know
rather
than
transportation
staff.
They
would
be
the
ones
to
come
in
brief
councillors
and
tell
us
you
know
what
was
going
on
or
what
they
were
gonna
do,
but
they
don't
work
for
us.
They've
got
different
interests.
Our
staff
are
here
to
support
both
the
City
of
Toronto
and
our
community
and
and
we've
you
know,
said
to
them.
You
know
we
want.
P
We
want
to
hear
from
staff
proactively
rather
than
from
Metrolinx
or
cross-links
about
what
they
want
to
do.
We
had
an
experience
recently
Mike
:
I,
where
I
was
just
elected
for
the
first
time
to
the
western
part
of
my
new,
larger
Ward
and
Mike
for
the
for
the
first
time
as
part
of
this
City
of
Toronto
as
the
counselor
for
Eglinton
laurels,
movor,
the
holidays,
Mike
didn't
even
have
his
pictures
up
on
the
wall
and
we
find
out
that
Metrolinx
wanted
to
shut
down
factors
negative
my
got
in
touch
with
me.
P
They
didn't
even
have
allowance
to
do
so,
and
then
they
were
gonna
have
a
meeting
that
wasn't
a
public
consultation
meeting,
but
an
information
meeting
about
something
that
they
weren't
even
allowed
to
do
already
and
I
can
tell
you
that,
even
though
you
know
publicly,
you
know
there
are
some
suggestions
that
the
mayor
and
I
don't
work
well
together.
I
can
tell
you
quietly
behind
the
scenes.
Their
mayor
was
incredibly
helpful
and
incredibly
supportive
in
he
and
I,
along
with
Mike
coy.
P
All
three
of
us
were
back
in
touch
with
each
other
every
day,
trying
to
figure
out
how
to
support
the
community,
and
ultimately,
we
arrived
I
think
at
a
good
resolution.
I
want
to
commend
Mike
Cole,
the
the
leadership
that
he
provided,
the
support
that
he
provided
his
residents,
the
pleasure
that
I've
had
to
work
with
councillor
Cole
for
the
community,
I
say
pleasure,
working
with
him.
P
The
experience
wasn't
always
that
pleasurable,
but
the
flip
of
the
pleasure
has
been
working
with
Mike
to
challenge
to
champion,
what's
right
but
challenge
what's
wrong
and
that's
what
we
did
in
this
experience
in
the
residence
at
the
end
of
the
day,
I
felt
supported
by
that.
That
being
said,
though,
the
question
by
the
residence
is
always
what's
next.
What
are
they
going
to
do
next?
P
What
are
they
going
to
do
next,
and
this
is
a
long
pattern
about
three
years
ago,
I
also
caught
Metrolinx
out
in
a
lie
where
they
had,
they
were
doing
work
that
they
had
said
to
the
community
at
Yonge
and
Eglinton.
That
was
related
to
the
tunneling,
so
therefore
they
had
an
exemption
to
the
noise
bylaw
to
work
late
at
night,
when
we
discovered
leaders
that
they
didn't
have
a
permit
for
what
they
were
doing.
P
It
was
actually
HVAC
work
into
those
loud
vacuum:
trucks
that
that
you
can
hear
from
a
mile
wide
and
they
they
were
doing
things
that
they
shouldn't
be
doing
the
more
of
the
stories
this
we
can
simultaneously
support
transit.
We
want
to
get
this
built.
I
know
that
Mike
and
I
and
J
and
every
other
councillor
along
Eglinton
will
always
be
reasonable
and
support
things,
even
when
it's
difficult
to
make
sure
that
this
is
constructed
and
things
get
moving
and
to
be
built.
P
But
when
Metrolinx
in
cross-links
play
games
and
they
put
their
own
interests
before
the
residents
and
the
businesses,
we're
gonna
take
a
stand
and
we're
gonna
push
back,
and
thank
you
to
Barbara
gray
and
all
of
you
for
being
there
recently
with
us
to
manage
this
issue
and
we're
gonna
work
forward
with
you
forward
as
we
move
forward
in
the
future.
Thank
you.
N
You
I
just
wanted
to
make
a
couple
of
comments
about
the
tenor
of
this
conversation,
both
here
at
Council,
but
also
at
the
infrastructure
and
Environment
Committee.
There
was
a
suggestion
that
staff
couldn't
tell
us
what,
before
and
after
travel
times
would
be,
and
they
they
they.
You
know,
couldn't
tell
you
right
now
how
much
congestion
there
would
be
ten
years
from
now
and
that
this
somehow
was
a
failing
of
the
project.
There's
also
been
a
suggestion
that
this
is
going
to
cause
congestion
for
cars.
N
N
If
you
have
a
street
that
is
designed
to
have
a
capacity
of
a
thousand
vehicles
per
hour,
and
it's
never
more
than
500
vehicles
trying
to
use
it,
it's
never
getting
congested.
But
if
you
have
a
street,
that's
got
a
capacity
of
a
thousand
vehicles
an
hour
and
every
day
fifteen
hundred
vehicles
try
to
use
it
its
congested.
N
It's
always
the
relationship
between
capacity
and
use
and,
as
you
heard
from
staff,
the
capacity
in
this
corridor
is
doubling
right
now
the
capacity
is
somewhere
around
a
hundred
and
seventy
thousand
people,
and
we
have
to
remember
it's
people
we
want
to
move,
we
don't
drive
empty
cars
up
and
down
the
streets
so
that
we
can
say
look
at
how
many
cars
we
got
through
the
corridor.
It's
actually
the
number
of
people
who
move
that
we're
concerned
about
so
today
or
prior
to
the
work
being
done
on
Eglinton
crosstown.
N
If
you
were
traveler
number
170
thousand
and
one
the
road
was
congested
when
this
is
complete.
If
you
are
traveller,
number
170
thousand
and
one
the
road
will
not
be
congested.
In
fact,
if
you
are
a
traveler
number,
330
thousand
999,
the
road
will
not
be
congested.
In
other
words,
we
know
already
without
having
to
do
the
work
that
councillor,
men
and
wong
has
asked
staff
to
do,
or
without
the
concerns
raised
by
councilor
holiday,
that
we
are
in
effect
reducing
the
congestion
in
this
corridor,
at
least
until
the
number
of
people
using
it
doubles.
N
So
I
think
that's
very
important
that
we
bear
in
mind
these
conversations
about
when
we
do
transit
expansion,
sometimes
on
the
surface.
Sometimes
when
we
do
transit
expansion
and
we
take
advantage
of
that
opportunity
to
make
streets
more
walkable
and
bikeable
and
safer
that
we're
actually
not
making
it
harder
to
drive
in
the
city.
We're
not
slowing
people
down
in
their
travel.
We're
making
it
easier
to
travel
in
the
city
safer
to
travel
in
the
city
and
faster
to
travel
in
the
city,
and
the
comments
made
to
suggest
otherwise
are
just
counterfactual.
S
You,
madam
chair
yeah,
I,
just
wanted
to
comment
because
I
think
this
is,
you
know
the
largest
transit
project
in
North
America,
the
largest
billions
of
dollars
and
the
lessons
I've
learned
I'm
still
learning
about
it
is
that
there
is
no
sort
of
one
description,
the
benefits
that
really
makes
it
clear
to
people
what
the
real
results
are.
You
know
we
talked
about,
we
built
transit.
Remember
as
we
build
transit.
We
also
increase
density
because,
because
of
trends
that
our
official
plan
says
yeah,
you
can
have
more
density.
S
So
in
some
cases
when
the
density
overtakes
the
transits
capacity
so
you're
at
point
zero
again.
So
let's
not
forget
that
in
terms
of
the
impact,
because,
as
you
know,
subway
station-
oh
yeah,
you
can
have
you
know
Yonge
and
Eglinton,
you
can
have
all
the
density.
You
want
50
stories,
forty,
sir,
because
you've
got
the
subway
there
so
sure
you've
got
a
subway.
You're
gonna
have
the
east-west
line
running
the
north-south
line.
So
as
much
as
you
can
say,
well,
yeah
we
and
it's
true-
I
mean
we
in
the
perfect
world.
S
They
transit
investments,
reduce
congestion,
take
cars
off
the
roads,
that's
that's
a
given,
but
the
other
fact
the
reality
is:
there's
also
increased
density,
so
you've
got
more
congestion,
more
people,
more
mayhem.
You
know,
try
and
get
on
the
subway
that
Eglinton
and
young.
You
want
to
risk.
Your
life,
go,
try
and
take
the
subway
this
morning
at
8
o'clock,
I.
S
Dare
you
to
try
and
get
on
the
subway,
see
how
many
cars
you
have
to
wait
for
you
want
a
an
adventure,
try
and
take
this
to
the
station,
get
on
the
subway
because
of
the
condensity
congestion,
try
and
walk
the
streets
along
Eglinton.
You
want
to
risk
your
life
again,
try
and
walk
from
young
over
to
Kiel
on
the
sidewalk,
wherever
you
can
find
a
sidewalk,
but
remember
these
projects
like
the
crosslink.
This
has
gone
on
for
10
years.
S
This
is
not
six
months.
Ten
years
of
construction,
Hal
traffic,
Hal
dangerous
places
to
walk
drive
whatever
you
want
to
do,
and
there's
the
incredible
achievement
to
that.
The
tunnels
already
been
done
from
Black
Creek,
all
the
way
to
layer
driving
the
tunnels.
Complete
they've
got
a
work
train
running
on
it,
so
there's
great
achievement
and
our
staff
has
really
caught
in
the
middle
because
they
don't
really
make
the
decisions.
It's
not
Metrolinx
anymore.
That's
gone.
It's
cross-links,
a
consortium,
a
private
consortium
that
basically
is
in
charge
of
the
largest
construction
project.
S
Right
now,
not
Metrolinx
anymore.
It's
the
cross,
links,
people
that
make
the
decisions,
so
our
staff
has
caught
between
the
shopkeepers,
the
residents,
the
motorists,
the
cyclists,
the
pedestrians
cross,
links,
city,
councilors,
they're,
trying
to
manage
all
this
stuff.
You
try
and
manage
somebody
says
well.
Do
we
have
some
one
person
to
call
for
all
this?
Well,
we
probably
need
a
thousand
people
to
call
to
manage
each
intersection.
S
In
fact,
we
should
have
a
traffic
warden
at
each
intersection,
maybe
three
or
four
Yonge
and
Eglinton
to
manage
people
walking
cars.
Turning
we've
got
cops
there.
All
the
time
I
like
to
see
the
policing
bill,
the
duty
pay
duty
for
what
we
spent
on
that
project,
but
then,
on
the
other
hand,
we
have
no
control
because
it's
a
provincial
II
managed
funded
operated
project.
S
So
if
you
want
to
look
at
things
to
come,
as
the
promise
takes
over
to
TTC
well
welcome,
take
a
long,
walk
along
Agatha,
you're
gonna
see
you
lose
control,
you
have
no
say
over
anything
because
they
pay
the
bills.
They
make
the
decisions
they
decide.
Everything
like
we
tried
to
get.
Maybe
some
residential
over
the
land
at
Yonge
at
Eglinton
and
the
Allen
Road
while
Metrolink
says
no
we're
in
too
much
of
a
hurry.
We
can't
put
residential
over
the
proposed.
S
You
know:
affordable
housing,
it'll,
slow
down
construction
because
we're
not
in
charge
so
staff
is
trying
to
do
the
very
best
in
a
very
complex,
difficult
situation.
That
is
really
a
challenge.
That's
why
I
know
there's
a
motion
by
councillor,
Fletcher
I,
think
on
compensating
people
too.
You
know
I've
had
a
hundred
stores
closed,
there's
supposed
to
be
job
creation.
Imagine
the
hundreds
and
hundreds
of
jobs.
You've
lost
a
long
ago,
intent
with
small
mom-and-pop
businesses
that
shut
their
doors,
because
nobody
would
dare
go
to
a
girl.
I
E
A
N
N
So
this
item
yesterday,
councillor
Grimes,
rose
to
make
an
amendment
and
I
held
it,
because
I
had
no
explanation
of
what
that
amendment
achieved.
Then,
today
he
city
staff
came
and
said.
Well,
actually
we
have
to
amend
the
amendment
and
put
forward
another
one.
So
what
councilor
Grimes
is
going
to
put
forward
is
just
fine
I
endorse
it.
Please
vote
for
it.
I
do
want
to
make
a
comment,
though,
to
planning
and
legal
and
clerks
in
future
when
we
are
getting
amendments
because
of
settlement,
authors
and
and
changes
to
to
settlement
offers
and
all
that.
N
What
would
really
help
me
is
if
I
got
a
supplementary
report
with
a
signature
on
it.
That
gave
me
some
context
about
why,
in
this
case,
we're
doing
the
parkland
dedication
differently
from
how
we
typically
do
it.
There's
a
perfectly
good
reason:
councilor
Grimes
and
the
planning
staff
and
legal
staff
have
done
a
great
service.
The
City
of
Toronto,
it's
just
I,
had
no
way
of
knowing
that,
because
I
had
no
documentation,
no
explanation
and
no
no
context.
Thank
you
for
your
time.
H
O
A
P
The
motion
that
that
I
worked
on
with
the
city
solicitor
and
there
there's
a
number
as
you
can
see,
and
more
coming
applications
for
various
developments,
including
infill
developments
in
the
Davisville
Village
neighborhood.
This
is
a
just
for
council
Robinson's
attention
on
the
apartment,
neighborhood
side
and-
and
there
are
genuine
and
considerable
concerns
that
we've
determined
through
the
new
tenant,
focused
process
about
the
cumulative
effects
of
these
infill
projects.
So
we
want
to
make
sure
that
that
the
consideration
of
these
appeals
are
not
done
in
isolation
to
the
other.
A
F
F
Chattered
spoken
with
staff
staff
are
in
concurrence
and
the
motion
is
to
delete
the
one
that's
coming
from
committee
and
then
to
replace
with
the
staff
recommendations,
that's
from
item
1
to
7
and
that
this
creates
an
opportunity
for
this
matter
to
be
dealt
with.
The
local
councillor
had
definitely
some
concerns
and
he'll,
be
speaking
to
it
and
I
think
you
also
have
a
couple
of
motions
and
so
on
the
Stafford
concurrence
that
this
matter
is
in
order
in
order
to
move
forward.
F
We've
had
over
the
number
of
years
we've
seen
I
think
the
numbers
that
I
had
was
about.
141
of
these
types
of
applications
have
come
forward
and
we've
approved
all
of
them.
The
local
councillor
will
speak
in
a
moment,
but
I
just
simply
wanted
to
ask
members
of
committee
to
support
the
staff
recommendation
that
I
put
forward
and
to
delete
the
recommendation
that
came
from
committee.
Thank
you
thank.
A
A
D
I
can
start
speaking
as
it's
coming
up.
This
is
a
motion
without
notice.
It
is
it's
coming
from
myself
and
deputy
your
madam
long
chair
of
striking.
It
is
urgent
because
there
is
a
currently
a
council
seat
vacancy
on
the
Board
of
Health
and
it's
to
allow
counselor
McKelvey,
who
has
expressed
interest
to
attend
the
upcoming
board
meeting
before
council
sits
again
thank.