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From YouTube: Executive Committee - October 24, 2017 - Part 1 of 2
Description
Executive Committee, meeting 28, October 24, 2017 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=11832
Part 2 of 2: https://www.youtube.com/watch?v=RC4q6UPCZxo#t=8m44s
Meeting Navigation:
0:06:22 - Call to order
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A
We
acknowledge
that
we're
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
hot
nashoni
they
hear
on
when
debt
and
home
to
many
diverse
indigenous
peoples,
a
reminder
that
you
can
watch
us
on
life
live
on
YouTube
at
Toronto,
City,
Council,
live
or
follow
the
meeting
on
your
computer
tablet
or
smartphone
at
WOWT
on
OCA
slash
council.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
act?
And
if
so,
please
indicate
the
item
number
and
the
nature
of
your
interest.
A
A
I'll
just
draw
to
your
attention.
The
fact
that
item
28
14
is
a
public
notice
item
and
therefore
we
can't
deal
with
it
until
10
o'clock.
So
even
if
it's
not
held
down,
we
will
have
to
hold
it
down
and
effect
until
just
after
10
o'clock,
because
it's
a
public
notice
item,
but
that
just
means
we
can.
We
can
deal
with
it
later
on,
depending
on
what
your
wishes
are.
A
So
item
28
1,
there's
gonna
be
presentation
made
on
that
smart
city
initiatives
that's
been
held
down
for
before
item
28
point
to
the
parks
and
recreation
facilities.
Master
plan
is
being
held
both
for
presentation
and
for
deputations
item
28.3.
The
public
transit
infrastructure
fund
phase
1
update,
is
being
held
for
deputations
item
28
point
for
campaign,
for
provincial
funding
for
municipal
infrastructure
is
being
held
for
deputations
item
28
point
5.
A
Is
the
police
transformational
taskforce
report
and
impacts
on
city
divisions?
There's
a
recommendation
there
to
accept
the
recommendation
moved
by
councillor
Ainsley.
All
those
in
favor
opposed
carry
Ivan
28.6
as
being
advancing
fair
integration
being
held
for
deputations
28.7,
the
Toronto
atmospheric
board
upon
recommendation
to
amend
open
meeting
requirements
of
the
Toronto
Raptors
spheric
Act
28.5
councillor
men
and
Wang
as
a
deputy
memorandum
wrong
is
moving
recommendation
number
two
as
a
counselor
to
George
Oh.
All
those
in
favor
opposed
carried
item
28.8
community
space,
tenancy
policy.
The
disposition
is
to
adopt
the
recommendations.
A
The
report
motion
from
deputy
mayor
by
law
of
councillor
McMahon
all
those
in
favor
opposed
carry
item
28
point
9,
which
is
the
developing
terms
of
reference
for
an
LGBTQ
2's
advisory
body,
is
being
held
for
deputations
item
28
point
10
home
for
good
program
home
for
good
program
implementation
plan.
The
disposition
is
to
adopt
the
recommendations
in
the
report
moved
by
deputy
mayor
Barlow
seconded
by
councillor
Giorgio.
A
The
suggested
disposition
is
to
adopt
the
recommendations
in
the
report
motion
to
so
do
a
councillor
Ainsley
councillor
McMahon.
All
those
in
favor
opposed
carried
item
28
point
16,
the
legacy
restoration
project
update
toronto
council,
fire
native
cultural
center
is
being
held
for
deputations
item
2817
implementation
of
new.
Before
and
after
school
program,
guidelines
and
policies
update
being
held
for
deputations
item
28
point
18,
occupational
health
and
safety
report
quarterly
an
end
of
year.
2016
motion
to
adopt
the
recommendation
from
the
employee
and
labor
relations
committee
moved
by
Councillor
to
George
Oh
counselor
Crawford.
A
All
those
in
favor
opposed
carry
item,
28
point
19,
X,
28,
point
19,
occupational
health
and
safety
report
first
and
second
quarters
for
2017
adopting
recommended
disposition
here.
Adopting
the
recommendation
from
the
employee
and
labor
relations
committee
moved
by
Councillor
Crawford
counselor
DiGiorgio,
all
those
in
favor
opposed
carried
20x20
8.20,
non-union
cost-of-living
adjustment
recommendation
here
to
accept
the
recommendation.
Coming
from
the
employee
labor
relations
committee
moved
by
deputy
mayor
menon
wong
councillor
to
georgia.
A
All
those
in
favor
opposed
carried
the
28-point
21
results
of
the
interest
arbitration
with
the
Toronto
Professional
Firefighters
Association
local
3,
888
International
Association
of
firefighters,
IAF
F
recommendation
that
we
adopt
the
recommendations
from
the
employee
and
labor
relations
committee
moved
by
Councillor
to
George
Rowe
seconded
by
Councillor
Aynsley.
All
those
in
favor
opposed
carried
execs
28
point
22
precarious
work
at
the
City
of
Toronto
councillor.
Deputy
memorandum.
A
Is
the
hosting
of
all
candidates,
meetings,
permitting
payment
of
expenses
from
the
constituency
service
office
and
budget
held
for
deputations
item
28
point
28,
X,
28,
point
28,
reforming,
joint
and
several
liability
for
Ontario
municipalities
and
it's
a
decision
of
the
committee
as
to
how
to
address
that,
and
there
are
no
deputations
on
it.
And
there
is
a
recommendation
here.
Coming
from
the
original
motion
is.
A
All
those
in
favor
opposed
carry
item
28
point
29,
support
for
reform
of
municipal
class
environmental
assessment
process.
It's
the
same,
that's
coming
forward
as
a
result
of
motion
and
it
was
moved
by
councillor
Raines.
Are
you
prepared
to
move
this
as
well?
Councillor
Ainsley,
I
think,
there's
a
deputation
I'm,
sorry
you're,
absolutely
right
being
held
for
deputations
X
28
point
30,
supporting
the
creation
of
a
dedicated
fund
to
enhance
municipal
asset
management
planning
and
this
as
a
result
again
as
a
moved
by
councillor
Ainsley
cuz.
It
comes
forward
from
his
original
motion.
A
It
was
the
subject
of
an
announcement
we
made
up
at
the
hospital
of
a
new
dialysis
clinic,
which
I
think
is
going
to
be
a
wonderful
resource
for
the
people
there
and
I
want
to
thank
all
the
people
involved,
including
members
of
this
council,
for
their
efforts
on
moving
this
project
forward,
which
is
going
to
have
a
very
long
positive
impact
on
the
community
and
I
want
to
make
sure
that
people
understand
the
city
in
approving.
This
today
has
had
a
very
significant
role
in
causing
this
to
happen.
A
In
terms
of
the
the
the
basis
upon
which
we
were
prepared
to
have
this
property
used,
and
so
I
just
want
to
really,
though,
say
thank
you
and
to
acknowledge
the
people
who
came
here
today,
obviously
hoping
the
matter
has
gone
through
as
it
has
and
I
think
just
before.
We
move
on
to
actually
deal
with
the
agenda.
Deputy
mayor
by
law
also
wanted
to
acknowledge
the
presence
of
some
people
here
today
in
our
midst.
Yes,.
C
I
would
like
to
acknowledge
the
presence
of
some
members
of
four
one:
six,
the
president
Eddie
Murray
Conda
and
Matt
Jeff
Logano,
the
VP,
many
of
you,
including
yourself.
They
are
participated
on
Friday
on
the
flag-raising
for
the
100th
anniversary
of
local
four
one
six,
so
as
good
partners,
I
would
like
to
acknowledge.
Where
are
they
Eddie
and
Matt
come
on
and
all
their
members
and
the
good
work,
the
good
work
that
that
they
do
in
our
city?
It's
it's
a
hundred
years.
It's
a
milestone.
C
A
Now,
before
we
move
on,
I
will
just
note
that
there's
a
bit
of
a
hubbub
coming
from
this
side
of
the
room,
and
so,
if
I
could
ask
that
you
please
keep
the
conversations
to
a
minimum
that
would
be
super.
I
will
say
on
the
first
item:
it's
up
for
our
consideration,
which
is
28.2
the
parks
and
recreational
facilities
master
plan,
the
one
deputy
who
is
here
has
withdrawn,
and
so
we
do
have.
However,
a
presentation
and
I'm
sure
there
will
be
questions
of
staff,
because
it's
a
very
significant
plan.
D
A
Know
what
all
right
I
made
a
mistake
because
I
forgot,
because
it's
not
on
my
deputies
screen
list.
It's
not
it's
on
my
orange
list
that
we,
of
course,
and
that's
why
I
mister
I'm
wondering
why
mr.
Williams
is
giving
me
hand
signals
I
mean
it
was
least
it
was
a
positive
kind
of
hands
they
go,
but
it
wasn't
one
of
those
other
ones,
but
you
would
have
had
reason
to
give
me
a
negative
hand
signal
mr.
Williams
I.
A
E
E
We
just
want
to
give
you
a
very
quick
snapshot
of
the
discussions
and
all
the
work
and
there's
a
lot
of
work
than
going
on
in
terms
of
whether
you
call
it
smart
city,
smarter
city,
intelligent
City,
any
one
of
those
terms
and
we're
going
to
walk
quickly
through
a
deck,
and
the
three
of
us
will
share
the
speaking
roles
next
slide,
please
so
from
a
one
way
of
conceptualizing
the
smart
city
approach.
So
the
world
is
to
say
that
there
are
three
legs
to
this
tool:
the
first
leg
and
probably
in
many
respects.
E
The
most
important
length
for
this
audience
is
what
we
at
the
city
are
doing
for
making
sure
that
our
services
are
done
most
efficiently
effectively
and
work
best
for
all
the
residents,
businesses
and
visitors
to
the
city
by
using
technology
in
its
most
modern,
efficient
and
impactful
way.
The
second
leg
is
making
sure
that
we
have
an
infrastructure,
basically
communications,
electronic
communications,
digital
communications.
E
So
the
aspect
of
being
able
to
build
a
sector
that
exports
our
skill
sets,
which
often
will
include
the
fact
that
we
need
to
have
demonstration
here
in
the
city
of
those
competencies,
so
we'll
quickly
go
through
all
of
them.
We'll
start
with
the
first
leg
or
pillar,
and
that
is
how
the
city
is
doing,
is
leaving
a
lot
of
that
work.
All.
F
Right
good
morning,
everyone
first
just
as
a
level
setting
you
know
when
we
refer
to
smart
city,
really.
What
we're
talking
about
is
using
technology
and
data
to
optimize
city
resources,
well,
most
importantly,
improving
the
quality
of
life
for
people
that
live
work
and
play
in
the
City
of
Toronto,
and
as
part
of
that,
a
smarter
City
approach
includes
you
know,
innovative
policies
and
processes
to
ensure
that
the
benefits
that
we're
talking
about
are
realized
in
a
timely
manner.
F
So
it's
goes
beyond
technology,
but
it's
an
opportunity
to
drive
service
excellence
through
these
emerging
solutions,
but
also
guided
by
good
governance,
making
sure
that
we're
prioritizing
where
the
best
investments
can
realize
and
Mike
touched
on
it,
ensuring
that
we
have
a
digital
infrastructure
that
can
accommodate
not
only
the
solution
in
this
emerging
market
today,
but
for
years
to
come.
So
we
continue
in
this
pursuit
in
terms
of
looking
for
opportunities
for
modernizing
processes,
technologies
to
enable
manage
and
integrate
service
delivery,
ultimately
driving
service
excellence
next
slide
for
me.
F
So
in
the
industry,
just
a
quick
little
baseline
on
what's
going
on
in
the
industry,
you
know
not,
too
long
ago,
smartphones
were
considered
like
a
nice-to-have
right.
If
you
had
one
you're
kind
of
like
leading-edge
now,
something
like
smartphones
and
mobilities
are
integrated
into
our
daily
lives
and
it's
kind
of
expected
most
of
us,
probably
walking
with
one
or
two
in
this
building
today,
and
really
it's
the
way
that
citizens
are
interacting
with
government.
F
Businesses
are
interacting
with
government
and
interacting
with
each
other,
so
we've
seen
various
technologies
that
are
emerging
and
contributing
to
the
overall
smart
cities
plan.
According
to
analyst,
according
to
the
CRTC,
in
2016,
86%
of
households
in
Canada
had
a
mobile
phone
and
I
think
that
really
speaks
to
really
how
people
not
only
interacting
on
a
day-to-day
basis,
but
really
their
expectations
on
how
they're
going
to
interact
with
government.
This
particular
industry
mobility.
It's
expected
to
grow
to
a
hundred
and
fifty
billion
dollars
globally
in
the
next
two
years.
F
Industry
indicates
that
over
80%
of
IT
organizations
will
commit
to
various
cloud
solutions.
Another
big
one,
that's
contributing
to
really
again,
not
only
technology,
but
data
is
big
data.
Big
data
has
given
us
new
and
important
insights
to
operational
and
service
excellence.
We
are
really
focused
on
not
trying
to
just
solve
symptoms
of
problems
but
get
to
the
root
of
problems
so
that
we
can
drive
meaningful
solutions
for
the
city.
People
in
organizations
are
becoming
more
data
centric
and
today's
world
digital
content
is
expected
to
double
every
two
years.
F
In
other
words,
there's
a
lot
of
data,
which
means
there's
a
lot
of
analytics,
which
should
drive
to
better
decision
making
another
emerging
and
really
growing.
One
right
here
in
the
city
of
Toronto's,
artificial
intelligence
and
machine
learning
will
open
up
a
world
of
opportunities
again
changing,
fundamentally
business
models
and
how
we
interact.
In
fact,
Toronto
is
the
global
center
for
artificial
intelligence
and
using
AI
to
foster
economic
growth
and
unlock
opportunities
to
improve
the
quality
of
lives
of
Canadians.
F
So
we're
seeing
all
of
this
contribute
these
things
as
baseline,
contributing
to
the
Internet
of
Things,
which
is
really
leveraging
the
Internet
to
put
sensors
and
various
technologies
so
that
we
can
drive
towards
a
arms
city
so
from
a
City
of
Toronto
perspective
next
one
for
me,
but
a
city
of
Toronto
perspective.
If
there
are
many
aspects
that
are
ready
in
motion,
I'm
not
gonna
talk
about
all
of
these,
but
really
just
to
highlight
several
really
good
things
that
are
in
progress
that
have
already
been
implemented
and
give
an
indication
of
the
baseline.
F
That's
already
there
that
we
can
build
upon
what
first
one
we'll
talk
about.
Is
the
city
services
benefits
card
and
that
one
was
a
really
great
example
of
really
modernizing
city
processes,
where
I'm
within
the
Toronto
employment
and
social
services,
implementing
the
the
benefits
card
and
another
wise
known
as
the
dignity,
dignity
card,
providing
electronic
payment
method
for
social
benefits
via
Ontario
works
to
over
a
hundred
thousand
citizens.
This
has
really
provided
an
opportunity
of
really
moving
removing
traditional
paychecks
to
moving
to
a
debit
card
style
transaction,
which
is
Drive
simplification
and
improve
service
excellence.
F
Another
example
of
really
leveraging
technology
and
data
is
the
Toronto
water,
where
they
go.
They've
gone
digital
really
through
the
automated
water
meter
program,
which,
in
the
past
required
a
lot
of
manual
effort
in
terms
of
gathering
meter
readings
rather
from
customers
or
from
the
city,
and
going
to
a
completely
digital
solution.
They've
been
improved,
the
efficiency
on
how
they
administer
really
that
a
critical
service
for
the
City
of
Toronto
and,
at
the
same
time,
realizing
tangible
savings
of
thirty
three
million
dollars
over
a
five
year
period.
F
We've
also
seen
some
other
areas
of
just
utilizing
technology
and
a
smarter
aspect
through
the
Toronto
library
they
have
their
own
computer
Learning
Center
they've
also
implemented
a
digital
innovation
hub,
which
presents
the
opportunity
for
citizens
to
have
access
to
3d
design
and
printing
digital
design
workstations,
in
other
words,
providing
access
to
technology,
to
Wi-Fi
to
various
emerging
learning
centers
in
a
manner
that
perhaps
they
don't
have
access
to.
But
now
through
our
libraries,
they
have
access
to
that.
F
One
of
those
examples
are
Wi-Fi
heist,
Wi-Fi
hotspots,
which
allows
not
only
Wi-Fi
within
the
library
but
an
opportunity
for
citizens
to
sign
up
Wi-Fi.
Another
recent
example
is
our
vehicle
for
hire
program
that
was
an
industry
award-winning
solution
as
the
city
modernized,
its
legislation
back
in
May
2016,
which
included
a
whole
bunch
of
recommendations
and
really
a
policy
AG,
landmark
policy
change
in
the
ground,
transportation
industry
and
went
from
pretty
well
a
predominantly
manual
process
to
a
completely
digital
process.
F
Why
try
so
not
just
automation,
but
how
do
we
drive
transformation
fundamentally
changing
the
way
that
we
do
some
things
in
a
more
effective
way
and
leading
that
way
is
to
my
right,
of
course,
Michael
colmar
chief
transformation
officer
who's,
really
driving
corporate-wide
large
transformation
initiatives
in
a
timely
manner,
so
that
we
can
realize
those
benefits
as
quick
as
possible.
We
also
have
our
citywide
resilience
planning
led
by
a
chief
resilience
officer,
so
we're
continuing
to
look
for
those
opportunities
and
looking
for
ways
that
we
can
drive
them
quicker
and
faster.
F
Another
key
part
of
our
strategy
is
not
just
adopting
technology
and
data
centric
solutions,
but
enabling
and
part
of
the
enabling
is
really
driving
towards
more
open
data,
which
is
making
more
datasets
available
so
that
we
can
leverage
not
only
city
divisions
but
the
industry
to
identify
innovative
ways.
We
can
drive
solutions
and
meaningful
solutions
for
the
City
of
Toronto
I'm
part
of
the
enabling
again
mentioned
a
little
bit
earlier,
is
the
internet
connectivity.
F
If
we're
gonna
be
driving
towards
smart
solutions,
we've
got
to
make
sure
that
we
shrink
the
digital
divide,
in
other
words,
regardless
I'm,
making
sure
that
everybody
has
access
to
these
solutions.
So
as
we
do,
the
assessment
Mike
mentioned
earlier,
the
broadband
assessment.
We
want
to
make
sure
that
Toronto
has
the
right
coverage.
F
Innovation
is
really
continued
to
be
driven
in
this
organization
through
the
Civic
innovation
office,
where
they're
taking
on
a
challenge
and
driving
a
solution
that
will
make
a
difference
for
the
City
of
Toronto,
but
also
continuing
to
make
innovation
not
just
a
project
but
really
about
a
mindset.
Looking
for
innovation
in
everyday,
every
part
of
our
day-to-day
work
and
operations.
Looking
for
those
opportunities
to
continue
to
drive
improvements
for
the
City
of
Toronto,
we're
looking
for
to
continue
to
build
upon
some
innovative
things
that
are
already
in
motion.
F
The
city
was
part
of
the
first
blockchain
pilot
in
Canada.
That
was
a
partnership
between
the
city
of
Toronto
and
the
province
of
Ontario,
really
looking
at
those
emerging
technologies
to
drive
simplification
and
improvement
for
the
City
of
Toronto.
So
these
are
really
some
of
the
things
that
we're
doing
on
the
innovation
side,
as
we
continue
to
adopt,
enable
and
drive
innovation
back
to
you.
Mike
thanks.
E
Rob,
so
we're
not
doing
this
in
isolation
from
the
rest
of
the
the
community.
We've
been
working
very
closely
with
the
suppliers
and
with
the
representatives
of
the
major
users
of
technology,
Susan
Vegas
I
should
have
introduced
at
the
beginning
in
in
my
division
and
drank
coffee
and
Rob's
division
have
been
leading
a
project
with
the
board
twelve
region
board
of
trade.
That's
resulted
in
a
strategy
called
a
call
for
collaborative
action.
E
E
As
you
can
see
on
the
slide.
It
was
established
for
three
reasons.
Basically
and
Rob
addressed
us
a
little
bit.
The
communication
is
the
most
important
part,
so
everybody
understands
the
possibility
and
the
potential
try
to
catalyze
action,
keep
people's
feet
to
the
fire
so
to
speak,
and
that's
been
happening
as
well
and
then
create
a
forum
so
that
new
things
that
come
up
new
opportunities
that
can
come
up
will
be
acted
upon.
E
There
are
five
recommendations
with
covering
everything
that
you
would
expect
to
see
in
a
kind
of
group,
and
ever
here,
collaboration
being
the
most
important
one,
especially
between
the
city
and
many
of
the
suppliers.
A
lot
of
the
suppliers
are
global
companies
that
have
developed
a
practice
across
the
world
and
can
bring
breaths
practices
to
Toronto,
as
they
can
take
best
practices
from
travel
to
the
rest
of
the
world,
to
catalyze
to
create
use
situations
in
which
the
city
can
benefit
from
it.
E
Connect
with
all
of
the
all
of
the
possible
suppliers,
and
inventors
and
Rob
talked
about
the
sidewalk
lab.
So
things
coming
out
of
from
non-traditional
suppliers,
the
Arabs
of
the
world
and
the
Cisco's
and
the
Siemens
and
the
IBM's
of
the
world
are
the
traditional
ones.
But
then
we
see
game
changers
being
brought
in
from
the
googles
and
potentially
Amazon
for
the
world
co-create.
All
of
these
problem
solving
sorry
all
of
the
innovation
should
be
towards
problem
solving
and
improving,
and
that
takes
co-creation
to
do
that.
E
No
one
single
person
operating
in
isolation
can
accomplish
that
in
a
much
more
complicated
world.
What
needs
to
be
accomplished
and
then
finally,
the
communication
of
it,
as
is
so
critical
Rod's,
can
talk
a
little
bit
about
first
steps
and
then
Michael's
gonna
talk
about
one
immediate
challenge
that
we
have
hey.
F
Thanks
Mike,
so
as
we
move
forward,
you
know,
part
of
smart
cities
is
understanding
that
the
ecosystem
involves
a
lot
of
partnership
partnership
within
the
organization
partnership
within
the
industry,
as
Mike
mentioned
some
of
the
global
leading
ICT
vendors,
small,
medium
and
large.
So
it's
a
large
ecosystem
that
involves
quite
a
lot
of
stakeholders,
and
so,
as
we
move
forward,
we
want
to
continue
to
build
upon
a
really
a
strategic,
not
only
framework
but
a
strategic
roadmap
that
helps
us.
You
know,
deliver
these
solutions
with
value
in
Anna,
timely.
F
So
under
the
city
managers,
leadership,
what
has
been
established
is
a
administrative
steering
committee.
The
two
mics
left
and
right
are
part
of
that
and
we're
gonna
continue
to
foster
that
collaboration
in
that
partnership
across
the
organization
as
we
leverage
the
ecosystem
that
can
deliver
value
for
the
City
of
Toronto
and
one
of
those
opportunities
in
terms
of
partnership
is
the
Canadian
federal,
smart
cities
challenge.
This
is
a
great
opportunity
for
the
City
of
Toronto
and
Michael
combs
gonna
talk
about
that
further
and
we're
gonna
take
advantage
of
that
opportunity.
F
That's
ahead
of
us
and
build
it
into
our
smart
cities
roadmap
and
when
we
talk
about
a
road
map,
we're
talking
about
there's
various
things
in
the
ecosystem
happening
within
the
organization
happening
outside
of
the
organization
fitting
all
of
that
together
in
a
systematic
way,
so
that
we
can
continue
to
deliver
deliver
value
not
only
for
the
city
of
Toronto
but
drive
towards
service
excellence.
So
Mike's
gonna
talk
a
little
bit
further,
specifically
what's
happening
in
the
Canadian
federal,
smart
cities
challenge.
Thank.
G
You
very
much
Rob
mr.
mayor
I
just
wanted
to
take
a
couple
more
minutes
and
update
the
the
Committee
on
on
the
federal
government.
Smart
cities
challenge,
so
the
federal
government
has
signaled
that
in
the
very
near
future
we
think
probably
November.
They
will
officially
launch
what
they're
calling
a
smart
cities
challenge
and
what
they're
you
know
our
understanding
of
their
plan
and
we
don't
have
all
the
details
yet
is
that
they're
going
to
make
300
million
dollars
available
over
some
number
of
years?
G
That
cities
and
other
and
other
organizations
and
there'll
be
different,
different
categories
of
the
challenge?
But
cities?
You
know
and
municipalities
can
compete
for
getting
some
of
that
money
to
basically
get
going
on
a
an
infrastructure,
focused
Smart,
City
challenge,
and
this
one
will
be
infrastructure
focus
because
it's
coming
through
the
Ministry
of
infrastructure
and
communities.
You
know
there
will
be
some
different
categories
as
I
say:
it'll
be
there'll,
be
some
money
for
small
cities,
some
money
for
medium
cities,
some
money
for
for
large
cities.
G
You
know
working
with
again
the
overall
ecosystem
to
serve
funnel
all
the
great
ideas
that
that
exist
them
that
we've
already
heard
and
really
make
a
decision
on
what
we're
gonna
sort
of
propose
and
go
after
some
of
this
some
of
this
money,
the
criteria
we
know
a
little
bit
about
the
criteria.
You
know
again
very
consistent
with
the
themes
we
would
have
brought
to
the
table
anyway.
Citizen
focus
social
return
on
investment.
You
know
leveraging
the
data
that
we
have
at
the
city
being
able
to
scale
it.
G
You
know
if
we
start
on
something,
that's
geographically
limited,
being
able
to
scale
it
to
to
a
wider
geography
within
the
city.
You
know
those
will
all
be
themes
on
it
and-
and
you
know,
we're
gonna
work
hard
to
come
up
with
a
really
best
proposal.
We
can
and
really
try
to
win
some
of
that
some
of
that
funding,
so
that
should
start
in
the
next
month
or
two
you'll
hear
more
about
that
as
we
get
underway
and
we
really
narrow
down
our
our
you
know
the
problem.
G
A
Thank
you
very
much
to
all
of
you
and
we
would
now
move
to
questions
from
probably
the
members
of
the
committee
or
visiting
members
of
council
for
I'll
start
to
see
if
there
any
of
our
visitors,
who
are
not
members
of
the
committee
who
wish
to
ask
any
questions
of
the
panel
councillor
Carroll.
Yes,.
H
I'll
start
with
the
the
the
last
first,
the
the
the
federal
smart
cities
initiative,
so
I'm
trying
to
understand
the
timelines
and
what
money
is
really
available
to
us.
300
million
spread
over
11
years
and
and
actually
for
small,
medium
and
large
cities
is
not
a
lot
of
money.
So
are
we?
It
is
the
work
that
you're
doing
initially
now.
Is
that
about
applying?
Is
that
about
proposing,
or
do
we
already
have
an
idea
of
what
our
share
is
going
to
be.
G
Yes,
I
threw
them
through
the
mirror.
Yes,
we
have
an
idea
that
they're
gonna
target
50
million
dollars
for
a
large
city
to
launch
an
initiative
and
that's
what
they've
signaled
so
far,
and
we
don't
really
have
any
more
much
more
details
at
this
stage.
The
challenge
has
not
been
officially
launched.
We
expect
that
in
November
right
and
the
focus
of
this
group
would
be
on
the
the
bid
process
that
response
process
which
looks
like
it
may
extend
through
to
March
or
April
timeframe.
Okay,.
H
F
Through
third
chair
mr.
mayor
Councillor,
that's
that's
a
great
question.
Part
of
this
steering
committee
that
we've
established
is
to
build
out
the
mechanical
process,
so
we
still
are
working
out.
What
is
the
sequence
of
steps
that
we're
going
to
take
to
make
sure
that
they
were
being
comprehensive
and
broad
and
also
successful
in
terms
of
identifying
and
submitting
an
application
to
receive
the
award,
but
also
being
cognizant
of
the
engagement
process
within
our
organization?
So
we're
still
working
on
that?
We'll
have
a
little
bit
more
clarity
and
it
will
be
crystal
clear.
H
A
I
You
thank
you
for
the
presentation,
so
I
had
a
couple
of
questions.
One
was
around
retrofitting
infrastructure
because
most
of
the
city,
as
opposed
to
what
sidewalk
collapse,
is
proposing.
We're
gonna
have
to
retrofit
the
infrastructure
and
I'm
just
wondering
how
that's
gonna
that
plays
into
the
to
the
plan
or
the
project
or
the
guidelines.
E
Well
start,
and
then
Rob
can
correct
me
and
add
part
of
the
report
that
we're
bringing
does
address
some
of
the
some
of
some
of
the
communication
challenges.
I
think
5g
is
the
new
technology.
That
sort
of
people
will
leapfrog
too,
that
creates
sort
of
an
omnipresent,
instant-on
world
rod
may
want
to
talk
more
about
what
that
means
for
the
city
itself,.
F
Again
through
to
chair
Thank,
You
Council
for
that
question,
when
we
talk
about
retrofitting
infrastructure,
I'm
just
gonna
just
a
little
bit
of
clarity
to
so
we're
talking
about
our
our
digital
infrastructure
within
the
City
of
Toronto
administrative,
let's
call
it
boundaries,
but
also
geographical.
This
particular
broadband
assessment.
Is
we
actually
brought
in
and
consultant
to
take
a
look
at?
What
is
the
digital
footprint
for
the
City
of
Toronto
geographically,
in
some
areas,
I
eat
a
downtown
core.
You
have
all
the
major
service
providers
here.
F
You
know
three
plus,
and
you
know
the
latest
technology
like
5g
coming
in
and
other
parts
of
the
city.
That's
not
the
same,
so
this
study
is
actually
going
to
quantifiable
give
us.
Where
do
we
stand,
then,
from
that
the
retrofitting
will
be
kind
of
twofold.
Retrofitting
may
include
some
of
the
things
that
reside
within
the
city's
actual
domain,
which
we
actually
have
control
over
and
also
retrofitting
would
include.
F
What's
happening
in
industry
are
all
of
our
all
of
our
major
providers
in
the
utmost
East
part
of
the
city
or
out
most
west
part
of
the
city,
and
then
from
that,
having
some,
what
we
call
industry
dialogue
with
our
partners
in
this
ecosystem
to
make
sure
that
that
digital
footprint
is
consistent
and
makes
sense
across
the
city.
So
it'll
be
a
couple
of
ways
that
we
approach
it.
But
it's
the
right.
F
I
And
then
I
also
wanted
to
ask
about
citizen
privacy.
I
didn't
see
too
much
in
the
initial
outline
about
citizen
privacy
and
often
when
we
talk
that
people
ask
when
it
comes
to
smart
cities,
how
much
of
their
own
personal
privacy
are,
they
gonna
have
to
give
up
or
how
is
that
data
going
to
be
secured
when
we
have
sensors
and
video
cameras
all
over
the
place?
I'll
take
that.
F
Through
chair
again
councillor
every
initiative
that
we
do
technology
related
in
addition
to
that,
we
do
through
will
we
work
with
our
corporate
information
management
division
through
under
the
clerk's
office
to
do
that
assessment?
So
every
every
technology,
because
nearly
every
technology
has
some
sort
of
data
element
every
project.
We
do
an
assessment
to
make
sure
that
we're
protecting
citizens
and
information,
privacy
and
security
and
those
components
that's
actually
built
into
the
way
that
we
deliver
solutions.
Okay,.
I
And
then
my
last
question
meritorious
wanted
to
ask
about
the
federal
funding,
because
300
million
dollars
over
I
believe
it
was
11
years.
If
you
compare
to
somebody
where,
like
India,
who
has
their
100
smart
city
plan,
where
they're
investing
close
to
seven
point,
eight
billion
dollars
over
five
years,
so
I'm
just
trying
to
figure
out
the
money
that
the
federal
government
announced.
Is
that,
like
their
first
step
and
they're,
asking
for
feedback
from
municipalities?
G
So
you
know
again,
the
challenge
hasn't
officially
been
launched,
so
we're
not
exactly
sure
how
that's
even
300
million
an
award
counselor,
the
you
know
the
you
know
the
signals
that
they've
given
to
us
are
that
they
would
like
to
use
this
challenge
as
a
way
to
you
know
start
the
conversation
start
more
activity,
encourage
municipalities
to
get
organized
around
the
conversation.
I
mean
start
forming
that
ecosystem
start
building
strategies
around
how
we're
going
to
leverage
data
and
analytics
to
start
on
that
journey.
J
Thank
You
mr.
mayor,
thank
you
very
much
for
this
presentation.
I'm
just
wondering
about
the
this
initiative:
smart
cities,
and
how
it
impacts
congestion
and
gridlock,
because
certainly
that's
one
of
the
biggest
issues
we
face,
and
so
how
will
the
this
initiative
help
ease
that
that
issue
was
looking
for
some
more
tactical
ideas
and
thoughts
around
that.
F
Through
the
chair,
thank
you,
I
think
I'll
kick
off
the
answer.
This
question
and
colleagues
may
weigh
in
to
that
a
couple
of
points.
When
we're
looking
at
smart
cities,
we
really
want
to
make
it
real
right,
so
it's
not
about
just
theory,
and
it's
not
just
about
technology,
it's
about
identifying
municipal
city
problems
and
looking
for
ways
to
solve
those
problems,
whether
through
technology
or
through
data.
Those
are
really
the
two
really
key
things
specifically
for
the
City
of
Toronto.
F
Smart
cities
leverages
what
we
call
a
lot
of
Technology
around
sensors,
whether
it
be
around
sensors
to
measure
and
gather
more
intelligence
and
data,
utilizing
Wi-Fi
and
other
networks,
and
so
there's
a
proliferation
of
solutions
in
the
transportation
space
specifically
for
us,
a
lot
of
the
emphasis
has
really
been
around
the
data
and
the
data
analytics
gathering
as
much
data
as
possible,
so
that
you're
not
solving
the
symptom
of
a
problem,
you're,
actually
solving
the
root
of
the
problem.
We
are
on
that
emerging
curve
in
our
transportation
division.
F
They
have
a
whole
data,
analytics
team
and
continuing
to
harness
that
and
identify
some
patterns
that
will
lead
to
some
meaningful
solutions
from
specific
technologies.
There's
technologies
that
are
being
looked
at
being
considered
being
reviewed
that
will
go
through
the
cities
process
in
terms
of
when
we're
looking
for
a
solution,
competitive
way
of
identifying
the
best
solution
to
meet
our
needs.
F
We're
still
growing
in
that
area,
there's
some
specific
solutions
that
are
being
utilized
right
now,
but
there
is
a
world
of
opportunities
that
are
out
there,
we're
trying
to,
through
the
Governance
Committee
and
working
across
the
various
divisions,
trying
to
come
up
with
a
systematic
way
of.
How
do
you
identify
those
best
solutions
that
will
deliver
the
greatest
value
for
the
City
of
Toronto
and
so
I
know,
I
didn't
give
you
like
line
by
line?
What
are
the
specific
technologies
or
solutions?
F
J
Here's
just
a
broader
question,
just
big-picture
question:
what
are
the
concrete
outcomes
of
this
and
we've
heard
a
lot
of
you
know
in
you
know
interesting
kind
of
strategies
cited,
but
what
are
what
are
the
con?
What
how,
at
the
end
of
the
day,
the
city
going
to
benefit
from
this
I
mean
it's,
it's
a
curve
that
we
can't.
We
have
to
stay
on,
I
understand
that.
But
what
are
the
concrete
outcomes?
I.
F
Dam
through
the
chair,
counselor
we've
done
some
initial.
What
we
would
call
the
use
case
analysis
we've
worked
actually
with
some
companies
where
you
utilizing
industry
available
data.
What
kind
of
use
cases
when
I
say
use
case
is
developing
the
business
case
to
identify
where
the
greatest
opportunity
is
and
the
measurable
outcomes
that
are
being
driven
in
those
use
cases
are:
where
can
you
find
tangible,
measurable
cost
savings?
Where
are
their
revenue
opportunities?
Where
are
their
efficiency
improvement
areas?
F
Where
are
their
specific
and
measurable
customer
service
opportunities?
So
really
those
things
will
come
out
of
the
business
cases,
because
there's
so
much
so
many
technologies
available
out
there
we
could
be
chasing
technology.
The
idea
is,
let's
chase,
let's
identify
and
go
after
business
value,
so
those
use
cases
are
going
to
be
the
guiding
guiding
factor
for
us
when
we're
looking
for.
F
Where
can
we
get
the
biggest
bang
for
our
buck
in
terms
of
investing
in
this
particular
space
and
we're
not
trying
to
reinvent
the
wheel,
we're
utilizing
some
companies
that
have
done
this
for
cities
worldwide?
So,
let's
see
where
some
other
cities
I've
derived
benefits
and
see.
If
those
are
opportunities
for
benefits
for
us
in
a
clearly
defined
and
measurable
way,
thank.
J
K
You,
mr.
mayor,
so
in
October
of
2013
economic
development
discussed,
the
following
motion
brought
their
establishment
of
free
public
wireless
internet
in
Toronto,
Park,
Civic
squares,
privately
owned
public
space
and
interested
business
improvement
areas
request
for
report.
So
it's
a
report
only
and
council
referred
it
to
economic
development,
and
then
it
was
actually
referred
again
to
government
management
which
deferred
the
item
indefinitely.
So
this
thing
kind
of
died.
Do
you
think
Toronto
is
ready
for
a
smart
city
strategy
when
the
political
will
is
not
there
to
to
move
on
some
of
your
initiatives.
K
F
Take
the
question
through
the
mayor:
thank
you
counselor
great
question.
Connectivity
is
very
important.
Items
such
as
Wi-Fi,
which
increases
access,
is
very
important
that
particular
item
that
you're,
referring
to
again
part
of
being
smart,
is
recognizing
I
call
it
intelligent
investments,
public
space,
Wi-Fi
globally,
and
there
have
been
other
cases.
We've
got
to
make
sure
that
when
we
implement
something
like
that,
we
can
sustain
it
and
globally
and
from
my
I
call
it
networking
or
analysis
or
industry
awareness.
F
Those
types
of
initiatives
do
best
when
there's
a
sustainable
business
model,
in
other
words,
not
just
the
investment
to
put
in
the
Wi-Fi,
but
the
investment
to
sustain
it
and
where
they
found
the
most
sustainability
is
where
they
have
partnered
with
industry,
so
that
bird
and
financial
burden
is
not
just
on
the
city.
So
when
we
are
doing
this
broadband
assessment
we're
going
to
be
able
to
see
our
footprint
and
really
from
a
quantifiable
and
measurable
way
to
make
sure
that
we
have
the
right
coverage
to
deliver
the
solutions
that
we're
looking
for
I.
Think.
K
When
the
general
public
looks
to
technology,
they
look
at
saving
money
and
convenience,
and
I
noticed
that
presto
and
the
Toronto
parking
authority
app
are
actually
not
on
your
on
your
chart
and
on
page
five
to
two
of
the
most
substantive
sort
of
smart
city
approaches
in
last
year.
I,
maybe
that's
just
a
space
issue,
but
the
people
of
Toronto
are
looking
for
things
like
better
responses
in
crisis
management,
severe
extreme
weather
crisis
like
the
ice
storm
or
synchronized
lighting
to
make
their
their
journeys
easier.
K
F
F
Those
are
great
examples
that
could
be
added
onto
they're
by
no
means
saying
one
is
less
or
more
than
the
other.
It's
just
really
footprint
space
on
a
particular
slide,
but
those
are
those
are
the
type
of
things
that
we
need
to
identify
and
really
identifying
ones
that
we
can
execute
rather
quickly.
But
it's
going
to
be
the
sum
of
the
macro.
That's
why
the
engagement
part
is
very
important.
F
So
when
we
talk
about
open
data,
it's
more
than
just
datasets,
it's
about
what
data
can
we
put
in
the
industry's
hands
and
they
can
be
a
part
of
developing
meaningful
solutions
for
the
City
of
Toronto.
There
will
be
some
solutions
that
actually
the
city
drives,
and
there
will
be
some
solutions
that
will
be
will
be
a
part
of
being
the
catalyst
of
fostering
innovation
in
the
industry,
whether
it's
industry,
partners
or
vendors.
E
Thank
you
for
giving
me
the
opportunity,
the
I
think
one
of
the
things
to
realize
on
all
of
this
discussion.
This
is
not
just
can
come
on
the
city
itself.
There
are
a
lot
of
players
in
the
ecosystem
that
we've
referred
to
already
that
have
a
lot
of
solutions
that
they're
bringing
forward
in
partnership
with
us
and
many
other
cities,
and
it's
how
well
we
can
leverage
that
that
will
dictate
how
things
happen.
E
So
we,
the
city
of
Toronto's
economy,
is
booming
because
of
things
like
civic
tech,
so
we
have
civic
technology
incubators
at
Mars
at
CSI
and
elsewhere
in
the
city,
we're
looking
at
trying
to
build
one
ourselves.
Here
too,
there
is
fin
tech
and
payment
systems,
I
mean
eventually.
Presumably
you
will
not
need
a
wallet.
You'll
just
need
this
to
do
all
your
financial
transactions
and
I
don't
want
to
take
up
your
time
for
questions
councillor
so
I'll
end
it
there.
Thank.
L
You
so
one
of
the
concerns
I
always
have
is
remembering
back
to
the
blackout.
When
the
city's
power
went
down
and
nobody's
cell
phone
would
work
because
the
system
was
overloaded
and
nothing
else
you
had
would
work.
Your
cloud
won't
work.
Your
computer
won't
work,
nothing
works.
What
are
we
doing
to
make
sure
that
everything
that
you
have
wanting
to
chart
over
here
or
all
of
our
systems
are
actually
able
to
operate
if,
for
some
reason,
one
of
the
main
hydro
lines
goes
down
or
we
have
an
instance
again
which
is
going
to
happen?
Oh.
L
L
The
second
part
I
have,
and
maybe
mr.
cool
you
can
help
me,
it's
wonderful
to
talk
about
everything
we're
going
to
do,
but
I'm
sure
when
a
division
tries
to
work
as
we
well
here.
Cross
boundaries,
there's
walls
and
those
are
walls
that
are
in
place
with
inner
divisions,
because
within
each
division
we
haven't
really
amalgamated
throughout
the
city
and
then
division
to
division.
We
have
an
amalgamated.
L
G
So
through
the
mayor
council,
a
good
question,
you
know
the
I
think
we'd
all
agree
that
one
of
the
foundational
pieces
and
Rob's
talked
a
lot
about
the
foundational
components
of
a
smart
city
strategy
is:
is
our
ability
to
use
data,
share
data
leverage
data,
analyze
data
to
make
decisions
and
in
real-time
and
make
decisions
about
investments
and
make
decisions
about
what
we're
gonna
do
as
a
city
that
challenge
around
share?
You
know
accessing
data,
it
you
know
what
forms
again.
G
We've
got
systems
that
can
produce
the
data
appropriately
and
then
can
we
share
that
across
even
just
within
the
city.
It
is
a
challenge,
you
know
it's
a
challenge,
we're
working
on
and
there's
a
number
of
initiatives.
Robb's
leading
I
know
around
our
business
intelligence
and
our
data
framework
that
we're
trying
you
know,
there's
a
significant
effort
to
try
to
get
better
at
I'm
excited.
L
M
These
are
actually
dealt
with
and
have
been
dealt
with
historically
and
are
dealt
with
in
other
municipalities
as
separate
stovepipes.
In
fact,
they
are
a
very
similar,
if
not
identical
line
of
business.
That
requires
an
enormous
amount
of
integration
across
that
there
are
a
couple
of
profoundly
important
opportunities.
We
have
in
terms
of
creation
of
a
digital
platform
that
will
allow
that
integration
will
then
empower
managers
who
have
not
yet
been
empowered
before
with
data
so
that
we
could
become
a
data-driven
and
ultimately
high
reliability
in
organization
in
areas.
M
We
are
frankly
not
at
this
point,
so
that
is
precisely
the
division.
We
are
late
to
this
process
and
we
will
take
art.
We
will
do
best
efforts,
but
it
is
going
to
be
very
challenging
to
actually
make
that
and
we
will
need
to
have
significant
new
investment
in
order
to
make
that
actually
happen,
because
we
will
not
be
able
to
let
go
of
the
existing
inspection
function
until
we
have
the
new
actual.
You
know,
platforms
in
place
all.
A
Right
that
concludes
the
time
for
councillor
Shriner's
questions.
I,
don't
have
anybody
else
on
my
list
at
the
moment
and
if
that
is
the
case,
I
will
say.
Thank
you
very
much
to
our
panel
and
I.
Think.
What
we're
being
asked
to
do
here
is
simply
receive
the
presentation
and
so
I
would
ask
for
councillor
Carroll.
Did
you
have
something
you
wanted?
Oh
I'm,
you
know
you're
quite
you're,
quite
right
up,
quite
quite
quite
right,
we're
just
receiving
it,
but
we
can,
and
so
speakers,
councillor
Carroll.
H
Yes,
I.
First
of
all,
I
want
to
thank
the
staff
for
the
presentation,
because
I
think
it's
important.
We
I
think
we've
demonstrated
in
our
questions
that
we
need
the
update
periodically,
because
this
work
largely
goes
on
within
staff
functions.
I,
don't
share
some
of
the
concerns
or
pessimism
that
that
I
hear
in
some
of
them.
I
call
these
questions.
We
can.
We
can
look
at
the
blackout
of
2005,
but
I.
Look
at
two
things:
I,
look
at
the
blackout
of
2005
compared
with
the
ice
storm
of
2013
and
the
technology
itself.
H
We're
really
there
in
in
first
response,
so
we
could
begin
to
do
the
repairs,
because
that
was
a
blackout
where
the
the
problem
was
at
our
end,
in
our
community
and
in
our
system
and
and
there
was
a
great
deal
of
connectivity,
the
work
that
we
did
in
our
own
political
offices
was
done
through
technological
connections.
For
for
for
those
who
are
out
for
eight
days,
those
those
things
were
available
to
us
and
so
I
look
at
the
technology
coming
along
and
as
the
city
managers
said
us
having
to
to
get
together
with
it.
H
My
colleague
counselor
Pasternak,
described
the
the
sad
path
of
the
free
Wi-Fi
in
parks
and
other
public
spaces
and
pops,
and
and
it's
and
and
but
asked
the
question
is
to
run
already
for
this
and
I
would
submit
the
Toronto
is,
but
council
doesn't
seem
to
be
because
council
didn't
kill
that
motion.
Her
Toronto
didn't
kill
that
motion
Toronto
asked
for
that
motion.
Council
killed
it
I
just
returned
from
a
personal
vacation
in
San
Francisco
and
throughout
the
trip
I
kept
exclaiming
and
screaming
at
my
daughter,
because
I
kept
catching
her
on
a
cable
car.
H
In
Golden,
Gate
Park,
all
over
the
city,
using
her
phone
and
saying
Martha,
you
don't
have
a
plan.
Please,
if
you
want
to
know
something.
Let
me
know
my
phone
has
the
plan
and
she
kept
calmly
saying
to
me
I'm
on
Wi-Fi,
because
she's
26,
not
my
age.
She
thought
to
check
for
Wi-Fi.
She
actually
expects
it
to
be
anywhere,
and
in
that
city
it
was
that's
how
far
behind
we
are
all
over
Golden
Gate
Park
sitting
in
the
back
of
a
Surrey.
She
was
telling
us
where
to
go.
H
Next,
we
were
only
honest,
Larry
pedaling,
our
way
through
that
part
cuz
on
Wi-Fi
on
the
way
there
she
found
out
that
we
could
do
that
and
how
much
it
would
cost
and
what
we
would
do
when
we
got
there.
That's
not
happening
here,
that's
how
far
behind
we
are,
which
is
why
my
concern
is:
affordability,
I,
see
great
apes
and
bounds
being
made
and
and
the
data
analytics.
That
needs
to
happen.
H
We
invest
in
that
because
we
think
it's
going
to
give
us
answers
that
are
gonna
balance
our
budget,
but
the
people
that
are
gonna
use.
What
we're
building
inside
the
city
are:
next
employees
are
out
there
zooming
around
in
the
community
and
those
who
live
in
families
that
can
afford
four
to
five
hundred
dollars
a
month
for
what
it
takes
to
connect.
H
Everybody
in
the
family
are
going
to
be
ready
to
work
for
us,
but
there
is
another
group
of
Torontonians
who
spend
the
400
to
500
dollars
a
month
to
connect
their
family,
and
that
is
why
they
are
on
the
payday
loan
hamster
wheel.
People
are
often
embarrassed
that
they're
on
the
payday
loan
cycle
and
that
every
every
month
they
go
back
and
pay
their
five
to
seven
to
eight
hundred
dollar
loan,
just
to
pay
their
phone
bill
and
then
take
the
loan
out
again
because
they
know
that's
the
only
way.
H
They're
going
to
be
connected,
I
worried
that
those
kids
aren't
our
employees
of
the
future
and
that's
why,
in
terms
of
preparing
a
proposal
for
the
federal
government
or
any
other
pot
of
money
that
comes
along,
if
there
isn't
affordability
worked
into
it.
If
that
connectivity
isn't
in
our
poverty
reduction
strategy,
so
that
we're
saying
two
other
orders
of
government
and
and
if
we're
grinning
about
this
I,
don't
think
it's
funny
that
that
connectivity
is
driving
people
into
the
poorhouse
I.
H
Just
don't
think
it's
funny,
and
so,
if,
when
we're
doing,
we've
created
a
portal
in
in
child
care
so
that
subsidized
child
care
moms
can
technologically
do
their
means-testing.
But
if
we're
not
saying
every
time
we
talk
to
other
orders
of
government,
please
factor
in
to
your
subsidies
and
your
support
mechanisms
and
how
we
decide.
How
much
is
how
much
is
the
right
amount
for
ODSP
ro
w,
please
factor
in
that.
Our
model
in
Canada
is
that
they
need
that
money
to
be
connected
and
be
a
part
of
society.
H
M
You
mr.
mayor
and
I
want
to
thank
mr.
Michael
for
putting
together
this
plan.
It
it
certainly
makes
sense,
conceptually
and
and
but
but
I
know
from
many
discussions.
We've
had
that
you're
gonna
need
buy-in
from
everyone
else
in
this
city
to
make
something
like
this
happen.
It's
this
is
an
instrumental
task,
and
it's
not
going
to
be
something.
That's
that's
easy
to
overcome.
What
I'm
going
to
be
looking
for
through
the
budget
process
is
to
see
how
we
are
going
to
finance
this
this
project
and
do
we
have
you
know?
M
We've
we've
got
so
many
long-term
investments
already
in
the
books
of
things
we
want
to
do.
We
know
that
we
have
limited
resources
to
do
things
we
want
to
do.
Where
is
this
gonna
fit
in
that
list
of
a
resource?
What's
going
to
come
off
the
table
so
that
we
can
start
inserting
this
into
the
table
so
between
the
city
manager's
office
and
in
your
department
I'll
be
asking
some
questions
at
Budget
Committee
on
how
we're
going
to
make
this
happen,
because
it's
very,
very
important.
M
Integrating
all
the
information
that
this
city
produces
would
make
us,
you
know,
will
give
us
the
ability
to
actually
start
making
decisions
based
on
data,
and
we
know
that
far
too
often
our
divisions
just
aren't
making
that
information,
or
you
know
our
staff
are,
our
counselors
offices
are
sometimes
are
often
falling
short
on
making.
This
is
based
on
information,
and
probably
the
single
most
important
thing
this
city
could
do
to
improve
services
for
residents
and
outcomes
is
to
start
making
decisions
based
on
the
right
information.
M
A
L
L
It's
something
that's
been
difficult
to
to
do,
and
it's
something
that
I
think
when
you
go
into
and
you
meet
with
others
unless
they
can
see
the
benefit
that
they're
going
to
get
out
of
it,
they're
very
wary
of
putting
the
time
or
the
efforts
in
that's
human
nature.
If
you
don't
see
what
you're
gonna
get
you
just
may
not
deliver
it,
because
you've
got
so
much
else
to
do
so.
I
really
do
challenge
you
in
particularly
Michael.
L
Is
your
role
through
the
city
manager's
office
to
find
a
way
to
show
the
deliverables
that
the
divisions
will
get
and
to
get
their
cooperation
as
you
move
forward
on
the
most
strategic
process,
programs
not
everywhere,
find
some
that
you
can
actually
find
some
that
you
can
actually
see
the
wins
on,
because
you've
got
to
deliver
something.
When
we're
updating
programs
within
the
city,
it
always
seems
that
were
the
last
one
to
adopt
a
new
program
or
an
update
or
a
change,
seems
like
it's
the
hardest
to
get
that
implemented
within
our
divisions.
L
Just
getting
onto
a
new
windows
program
was
seem
like
a
forever
thing
and
is
still
ongoing,
as
well
as
the
purchasing
challenges
that
we
have
when
we're
trying
to
acquire
things
so
I
think
I
think
there's
a
real
challenge
within
the
organization
that
and-
and
it's
please
don't
take
it
to
be
negative-
we're
a
very
large
organization.
We
do
almost
everything
that
people
think
of
any
day
for
in
their
daily
life.
We
try
and
give
him
everything
we
can.
L
The
kids
are
there
with
a
head
down
because
they're
connected,
but
what
are
they
really
achieving
out
of
it
so
find
the
deliverables
that
you
can
get
us
to
show
the
things
that
we
can
do
better,
even
if
it
starts
as
a
city
manager
said
with
the
inspection
processes
or
other
places
that
we
can
do
that
and,
from
my
perspective,
a
smart
city.
It's
one
that
uses
our
resources
in
a
smart
way
to
start
to
bring
those
benefits
out.
L
I
Thank
You
mr.
mayor
I
want
to
thank
begin
by
thanking
staff
for
coming
here
today,
I'm
putting
together,
you
know
the
very
comprehensive
presentation.
What
I
think
is
going
to
be
a
very
interesting
process
to
follow
and
I
think
the
the
one
that
the
city
desperately
needs
to
be
involved
in
and,
from
my
perspective,
I
look
what
we're
doing
as
a
municipality.
Even
since
2014
we've
hired
a
chief
transformation
officer,
we
have
a
civic
innovation
officer,
we
hired
a
chief
resiliency
officer
last
spring.
I
When
you
look
at
other
smart
cities,
you
look
at
how
they're
building
infrastructure
in
new
areas
like
we're
doing
in
the
the
sidewalk
labs
down
on
the
waterfront,
but
I
think
when
we're
repurposing
infrastructure
or
adding
to
it
and
when
you're
looking
at
a
smart
city,
we're
gonna
need
those
partners,
I
think,
don't
think
we
can
do
it
all
on
our
own.
One
of
the
concerns
I
have
is
with
the
federal
government.
I
I
hope
that
that's
just
gonna
be
the
first
step
for
the
federal
government,
because
we
certainly
can't
do
it
on
our
own,
and
you
know,
there's
been
some
discussions,
Meritor
II
about
that
we're
behind
other
cities.
Well,
if
we
are
behind-
and
you
look
at
all
the
cities
around
the
world-
San
Francisco
Barcelona-
what
some
of
the
cities
are
doing
in
India,
we
don't
have
to
reinvent
the
wheel.
We
can
learn
from
some
of
the
things
that
they've
done
some
of
the
programs
and
infrastructure
that
we
put
them.
I
They
put
in
place
that
we
can
do
in
Toronto.
We
don't
have
to
have
that
huge
initial
capital
outlay,
because
we
can
see
what
they're
doing
in
other
cities,
how
they're
using
technology
to
the
best
of
our
ability,
their
ability
and
how
we
can
utilize
it
here
in
the
City
of
Toronto
with
our
partners.
So
I
want
to
thank
staff
for
the
work
they've
done
to
date.
I
I
outlined
some
of
my
concerns
around
in
particular
privacy
data
concerns
privacy,
data
concerns
about
privacy
or
privacy,
about
data
concerns,
so
I
think
I
need
more
coffee,
but
I
want
to
thank
staff.
I,
think
it's
a
great
presentation
showing
where
we
are
to
date
and
I
look
forward
to
seeing
the
updates.
Thank
you.
A
J
Certainly
throughout
my
Ward
they're
popping
up
everywhere
and
it's
been
when
there's
a
few
cell
towers,
close
together
or
they're,
not
monitored
or
managed,
which
I
understand
the
federal
government
does
that
can
impact
people's
health.
So
I
I
have
to
just
identify
that
today
that
we
have
to
also
keep
that
be
wary
about
that
piece
and
keep
that
in
mind
and
and
for
the
children's
sake.
I
think
we
have
to
make
sure
we
know
the
full
impact
on
on
children's
health
and
safety.
J
If
we're
ever
going
to
look
at
this
again,
I
know,
council
did
talk
about
this
a
long
time
ago
and
Adam
Vaughn
championed
that
and
fighting
that,
but
he's
no
longer
here
so
I
just
want
to
make
note
of
that
and
and
make
sure
that
you
fully
understand
that
not
everybody
is
on
board
with
just
making
it
a
full
it
fully.
A
full
Wi-Fi
city.
A
Thank
You
councillor
Robinson
other
speakers
to
be
heard
from
on
this
matter
all
right.
Well,
thank
you
very
much
for
your
presentation
and
for
answering
questions
and
for
being
here
for
the
speakers
and
the
there
is,
as
I
was
saying
a
few
moments
ago,
the
suggested
disposition
here
that
we
simply
received
a
report
for
receive
the
presentation
and
I
would
ask
them
for
a
motion
to
soju
from
California
seek
counsel
er
Robinson,
all
those
in
favor
opposed
Kerry.
Thank
you.
Now
we
go
to
28.2
and
I
gather.
A
It
is
the
wish
of
the
committee
which
I've
conveyed
to
miss
Rome
off
that
we
not
in
fact
have
a
presentation
that
the
information
might
better
come
out
in
a
more
precise
way
and
questions
to
staff,
and
so
I
might
suggest
that
our
friends
from
Parks
and
Recreation,
who
who
are
are
they
at
the
radio,
do
I
see
Miss
Rawat
where's
she
gone
though.
Oh
there,
you
are
okay,
we
can't
start
without
you.
Oh.
A
Yes,
I
just
did.
The
clerk
has
reminded
me
that
it's
now
past
ten
o'clock,
so
we
could
deal
assuming
that
there
were
no
questions
or
other
comments.
Do
you
need?
We
could
deal
with
item
28
at
night
14,
which
was
a
public
notice
matter,
so
we
had
to
wait
until
after
10
o'clock
there
are
no
deputations
on
it.
No
appear
speak.
Is
it
moved
bike
I'll
be
happy
to
move
it
move
by
Councillor,
Pasternak
second
or
by
counsel
Robinson?
All
those
in
favor
opposed
carry.
Thank
you
all
right.
So
we're
ready
for
questions
of
staff.
A
N
O
Through
you,
mr.
mayor,
that's
correct
the
catchment
area
of
two
to
two
and
a
half
kilometers,
although
not
an
exact
science,
it
would
depend
on
density
and
a
number
of
other
factors,
but
roughly
and
in
general,
two
to
two
and
a
half
kilometers
for
a
mid
to
large-sized
community
recreation
center.
Do.
N
O
Through
you,
mr.
mayor
that
you're
correct
on
both
fronts,
there
are
natural
boundaries
that
we
would
use
in,
defining
what
that
neighborhood
might
be
and
through
the
consultations
that
we've
done
and
through
other
planning
processes
that
we
know
of
the
neighborhood,
you
know
quite
often
defines
the
area
that
it's
willing
to
travel
to.
So
we
look
at
things
like
major
arterial,
roads,
safety
of
crossing
all
those
things
to
try
and
put
things
in
the
middle
of
a
two
and
a
half
kilometer
area
that
wouldn't
have
those
barriers
to
access.
So.
N
Would
it
be
fair
to
assume
that
in
us
more
I'll
say,
homogeneous
area
such
as
Mount
Pleasant,
Eglinton,
Bayview,
Edmonton,
Yonge
and
Eglinton,
the
those
you
could
potentially
be
more
than
two
and
a
half
kilometers,
but
where
you
have
natural
boundaries
and
a
community
that
is
in
many
ways
described
as
how
far
this
roller
will
go
in
terms
of
their
boundaries,
that
you
would
look
at
it
differently
or
is
it
more
of
a
one-size-fits-all
approach?
I
threw.
O
You
mr.
maryk
I,
think
what
the
plan
tries
to
do
is
is
create
some
standards
around
how
we
would
look
at
things.
Having
said
that,
the
geography
of
the
city
and
the
demography
of
the
city
is
not
the
same
block-by-block
ward,
by
Ward
neighborhood
by
neighborhood.
So
we
would
use
the
overall
criteria
of
the
plan
and
try
and
keep
within
the
boundaries
of
that
two
and
a
half,
but
as
an
example
in
an
area
that
is
very
dense
with
high-rise.
O
N
O
You,
madam
mr.
Mehra
there
there
is
an
emphasis
on
pool
so,
and
the
recommendation
of
the
plan
is
that
the
14
community
recreation
centers
that
we
already
have
planned
within
the
next
ten
to
twenty
years,
that
each
of
those
community
recreation
centers,
should
include
a
pool.
We
know
that
from
the
size
of
our
wait
lists
and
also
from
the
provision
levels
around
pools
in
Toronto,
which
are
very,
very
low
compared
to
other
municipalities,
which
also
accounts
for
the
long
wait
lists
that
we
have
in
those
areas.
O
O
O
So
the
plan
recommends
that
we
keep
with
our
existing
plan,
which
is
just
adding
one
more
pad
of
ice,
eventually
with
the
replacement
of
the
Civitan
arena,
but
also
that
we
look
at
how
we
can
maintain
and
refurbish
the
existing
ice
that
we
have
so
that
facilities
are
in
in
the
best
shape
possible.
Okay,.
N
O
O
The
plan
also
speaks
for
the
need
to
increase
our
state
of
good
repair
funding
and
to
replace
some
existing
older
community
centers,
and
it's
that
area
of
the
plan
that
we
would
struggle
to
to
increase
our
funding
levels
from
what
we
currently
have
now
so
I
guess
the
short
answer
is
we
have
a
certain
level
of
capacity
to
move
forward
with
additional
projects
if
some
additional
funding
were
made
available
and
the
speed
of
when
that
funding
is
available
would
really
determine
how
fast
we
can
move
on
some
of
these
things.
But.
O
A
P
O
P
O
I
mean
that
would
be
a
process
that
we
would,
you
know,
follow
with
our
capital
staff,
where
we
would
look
for
the
appropriate
size
piece
of
land
and
if
it
was
in
city
ownership,
we
would
use
that
piece
of
land.
And
if
there
wasn't
an
adequate
land
parcel
available,
we
would
seek
to
acquire
that
land
and.
O
P
Then
I
think
this
is
probably
my
last
question.
Just
it's
it's
again
on
page
25
in
in
part
a
you
identify
a
number
of
a
number
of
projects
from
the
10
year,
capital
plan
that
are
underway
and
two
facilities:
Etobicoke
Centre
Ward
5
north
Rexdale,
which
were
in
the
2004
recreation
facilities
report,
three
additional
facilities,
Downsview
east
bay,
front
port
lands
that
are
identified
to
be
built
in
the
ten
year
plan,
and
then
the
areas
without
adequate
access
to
facilities.
P
O
Through
you,
mr.
mayor,
the
plan
would
be
to
address
gaps
as
a
first
priority,
as
these
are
areas
of
the
city
where
there
currently
is
population
that
is
not
adequately
being
served
and
then,
on
the
part,
a
piece
of
page
25
and
certainly
that's
already
going
forward.
Many
of
the
new
community
centers
would
be
built
as
the
population
fills
in
in
those
areas.
So
it's
gaps
first
and
the
areas
from
the
2004
plan
that
have
not
yet
been
addressed
and
then
getting
on
to
the
other
items,
as
the
population
warrants
it
right.
Q
You
very
much
I
too,
want
to
understand
the
next
steps
so
and
I
not
usually
parochial,
but
I'm,
very
pleased
to
see
Stan
Warlow,
which
is
a
local
park
in
my
area
of
being
identified
as
the
11
for
potential
redevelopment.
So
how
and
what
are
the
next
steps
that
my
community
can
expect
now
that
this
site
has
been
identified
so.
O
Through
you,
mr.
mayor,
and
should
note
that
the
report
is
not
in
is
in
alphabetical
order,
not
in
order
of
priority.
So,
although
it
might
be
number
11
does
not
mean
it
will
be
number
11th
on
the
list
through
the
implementation
strategy,
we'll
be
looking
at
the
state
of
good
repair
of
all
of
these
buildings
and
come
up
with
a
list
based
on
need
for
repair
and
how
quickly
we
can
address
those
repairs.
Q
O
Q
O
Through
you,
mr.
Mehra,
the
the
implementation
strategy
will
make
recommendations,
beginning
with
the
2019
10
year,
capital
plan.
Our
capital
plans
are
approached
in
ten
year
implements
and
then
the
remaining
ten
years
of
the
plan
will
come
forward
in
the
next
ten
years,
but
the
implementation
strategy
will
look
at
that
full
20-year
implementation
and,
what's
required
in
each
of
those
years
to
move
forward.
Okay,.
Q
I'll
have
to
find
it
before
and
I'll.
Ask
you
again
about
this,
and
so
gaps
are
first.
How
do
gaps
relate
to
these
lists
that
so
there's
a
list
of
gaps?
There's
a
list
of
revitalization
those
are
finished.
We
have
to
finish
the
capital
plan.
First
then
there's
gaps
then
there's
the
list
of
revitalization.
O
Three
mr.
Murray
by
the
recommendation
before
executive
committee
is
that
we
were
apart
back
at
the
end
of
q3,
with
the
20-year
implementation
strategy
that
will
look
at
the
prioritization
of
all
these
add-ons
that
are
in
the
plan,
as
well
as
in
five-year
implements
the
funding
requirements
for
that.
So
it's
all
meant
to
come
back
together
in
one
package.
A
S
O
Through
you,
mr.
mayor,
we
don't
have
that
as
part
of
the
information
in
this
report,
but
I
can't
say
that
we
are,
we
will
be
reporting
on
the
wait
lists
at
the
November
meeting
of
the
Community
Development
and
Recreation
Committee,
and
all
that
information
will
be
available,
certainly
offline.
We
can
give
you
any
information
on
specific
reason.
S
So
within
that
context,
and
how
possible
would
be
to
have
a
ana
strategy
and
an
implementation
strategy,
that's
flexible
enough.
That
will
allow
you
to
come
back
before
the
whole
master
plan
is
implemented
to
make
some
adjustments
and
perhaps
recommendations
or
recreational
centers
that
have
been
built
in
the
seventies
or
and
that
they're
reaching
that.
O
Through
you,
mr.
mayor,
the
plan
does
leave
some
flexibility
to
allow
for
consideration
of
additional
things
and,
in
the
case
of
some
of
the
older
community
centers
and
as
we've
discussed,
we're
more
than
happy
to
have
an
extra
look
in
a
second
look
at
a
number
of
facilities
to
see
how
they
can
fit
in
with
this
plan.
In
the
long
run,
a.
O
Through
mr.
mayor,
we
certainly
have
all
the
information
on
the
age
and
the
functionality
of
all
of
the
recreation
centers
in
the
city
that
are
more
than
forty
years
old.
We've
used
some
general
criteria
as
noted
in
a
plant
in
the
plan
to
identify
the
community
centers
that
you
know
that,
in
our
opinion,
at
this
point
need
replacement
in
the
long
run.
But
that
doesn't
mean
that
we
can't
look
at
additional
other
community
centers
as
part
of
that
strategy.
When
we
come
back
with
our
implementation
plan,.
I
Thank
you.
Thank
you.
Three
Mara
Tory
I
just
wanted
us
and
I'm
as
part
of
the
last
questioning
about
there's,
not
a
lot
of
mansion
and
the
capital
project
or
guidelines
that
smaller
community
centers
and
I
mentioned
that,
because
in
Scarborough,
if
I,
recalls
and
Scarborough
community
centers
were
done
on
a
geographical
basis
and
not
one
by
population.
So
some
of
the
smaller
ones
I'm
just
trying
to
understand
where
they're
gonna
fit
into
the
capital
program
like
Kern
Hall,
for
example,
in
my
award.
So.
O
Three
three
or
mr.
Mehra
that
you
you
are
correct-
that
the
plan
does
speak
more
specifically
to
mid
to
large-sized
community
centers
from
a
planning
perspective,
which
is
not
to
exclude
that
we
have
many
smaller
community
centers
across
the
city.
The
plan
speaks
of
the
need
to
invest
in
state
of
good
repair
and
and
also
makes
some
consideration
for
expanding
existing
community
centers.
That
may
be
smaller
when
the
need
arises
or
when
that
state
of
good
repair
work
is
being
done.
So
I
think
there
is
some
consideration.
I
And
the
other
question
I
had
was
further
into
the
report
where
I've
talked
about
cricket
pitches,
which
are
very
popular
in
Scarborough
and
there's
something
that
your
plans
were
for.
One
cricket
pitch
per
100,000
people
and
the
population
of
Scarborough
we've
got
10.
Councillors
is
about
700,000
people
and
to
the
best
of
my
knowledge,
we
only
have
3
cricket
pitches
in
Scarborough
that
the
city
owns
and
I
was
trying
to
figure
out.
There
was
I
think
there
was
a
mention.
There
was
a
look
at
not
building
anymore
cricket
pitches.
O
Through
madam
Speaker,
the
idea
would
be
certainly,
we
know
that
there's
a
big
demand
for
cricket
and
we've
been
trying
to
either
retrofit
existing
fields
or
accommodate
cricket
wherever
we
can.
The
idea
would
be
that
we
would
look
at
our
existing
fields,
see
what
we
can
retrofit
to
and
make
those
fields
as
as
flexible
as
possible
to
meet
a
number
of
needs
through
the
expansion
of
the
soccer
field
program.
O
So
and,
as
you
likely
know,
the
biggest
issue
we
have
is
actually
land
and
acquiring
the
amount
of
land
required
for
cricket
fields,
because
they
actually
they
take
two
soccer
fields.
So
we
will
be
looking
at
cricket
and
meeting
further
with
the
cricket
community
to
see
how
the
existing
plan
can
fit
in
with
their
goals
and
their
needs.
Okay,.
I
And
then,
in
terms
of
curling
clubs,
I
was
kind
of
surprised
in
the
report,
so
going
local
in
my
ward,
they
tan
have
their
tennis
and
curling
club
is
recognized
as
a
curling
club
community
centre,
but
to
actually
use
it,
you
have
to
get
a
membership.
So
it's
kind
of
surprised.
It
was
recognised,
as
in
the
community
centre
list
of
currently
clubs
in
them.
The
other
issue
that
I
have
around
it.
I
As
we
talk
about
the
capital
plan,
is
it's
not
a
Oda
compliant
and
a
large
portion
of
it,
even
if
I
want
to
use
it
at
for
community
events
or
tie
it
in
with
local
community
to
the
school
high
school
across
the
street,
I
can
so
I'm
trying
to
figure
out
the
timeline
and
the
capital
budget
about
AODA
compliance
and
also
being
a
mentioned
as
a
community
centre.
So.
O
Three
mister
mirror.
The
AODA
strategy
is
part
of
our
overall
state
of
good
repair
plans.
So
when
we
revisit
these
facilities
that
our
city
assets
and
do
the
required
state
of
good
repair,
we
would
also
address
all
of
the
AODA
compliance
issues.
At
the
same
time,
the
implementation
strategy
will
pork
back
more
specifically
around
how
we
can
get
to
some
of
these
facilities
and
the
timeline
around
it.
O
So
there's
that
piece
of
it,
the
community
center
piece
around
town
Heather,
as
as
you
likely
know,
is
a
legacy
piece
from
from
the
old
city
of
Scarborough
around
the
operation
of
that
facility
and
we're
certainly
happy
to
revisit
with
the
Tam
Heather
group
the
access
requirements
and
how
community
is
accessing
that
facility.
Okay,.
I
I
O
Three,
mr.
Mehra,
that's
exactly
the
approach
we
would
like
to
take
and
how
we
build
new
facilities
and
I
think
we
can
demonstrate
that.
We've
done
that
for
the
last
few
facilities
we've
built
as
well
so
wherever
possible,
especially
when
we're
looking
at
new
facilities
and
even
refurbished
facilities,
will
be
looking
to
as
many
community
partners
as
possible
in
implementing
that
capital
strategy.
Okay,.
I
M
You,
mr.
mayor,
my
question
relates
to
really
a
concern
that
I
have
that
I
hope
has
been
sort
of
considered.
We've
always
had
a
trade-off
between
state
of
good
repair
and
providing
new
enhanced
programs
for
emerging
needs.
Let's
say,
and
it's
been
my
recollection,
that
the
state
of
good
repair
just
keeps
growing,
we
don't
matter,
we
don't.
We
have
a
problem
and
keeping
up
with
the
state
of
good
repair.
So
in
looking
at
that
trade-off.
Is
the
funding
over
the
next
10
years
for
the
new
projects
that
you
are
contemplating
adequate
enough
to.
O
Three
of
mr.
mayor
that
the
plan
speaks
to
the
need
for
increased
investment
over
the
20-year
period
and
state
of
good
repair
and
recommends
that
we
actually
increase
our
state
of
good
repair
funding
by
approximately
twenty
three
million
dollars
a
year
to
bring
it
annually
to
approximately
sixty
million
dollars.
Certainly
in
the
research
that's
been
done
and
Steve
Langlois
who's.
Our
lead
consultant
from
Monteith
brown
planning
is
with
us
here
today.
O
M
O
Of
mr.
mayor
for
the
for
the
for
the
new
projects
that
are
associated
with
growth
for
the
most
part
as
the
plan,
as
the
plan
explains
they're
funded
through
various
growth
mechanisms,
whether
it's
section,
37
section
42
development
charges
and
those
sort
of
cash
in
lieu
opportunities.
So
for
the
most
part
those
facilities
are
looked
after
through
those
funding
mechanisms.
O
The
plan
does
speak
to
a
funding
shortfall
in
areas
of
the
city
where
there
is
no
growth
and
where
there
is
a
requirement
for
significant
state
of
good
repair
or
facility
replacement,
and
the
the
plan
identifies
over
the
next
20
years,
approximately
750
million
dollars
of
spending
which
has
not
been
identified
yet
in
our
10
or
20
year.
Capital
plan
right.
K
O
You,
mr.
mayor,
well,
they
generally
work
with
planning
on
the
pipeline
of
development
in
addressing
growth
and
population
increases
in
the
city.
So,
for
the
most
part,
all
of
the
new
assets
that
are
identified
in
this
plan,
they're
associated
with
growth,
would
certainly
be
dependent
on
that
growth
taking
place
so
they're,
not
so
much
at
risk,
but
really
a
growth
that
would
be
dependent
on
the
population
increase
in
those
areas
of
the
city
and
on
the
other
piece.
K
O
The
the
the
plan
is
to
report
back
in
q2
with
an
implementation
strategy
that
will
set
the
foundation
for
the
next
20
years
and
reporting
back
in
5-year
implements.
It
certainly
gives
us,
given
that,
the
time
that
it
takes
to
deliver
some
capital
projects,
especially
the
big
ones,
and
the
ability
to
assess
the
pipeline
around
development
charges
and
growth.
It
gives
us
a
good
window
to
report
back
with
I
think
when
it
comes
to
smaller
items
that
may
come
up
ad
hoc.
We
certainly
have
the
ability
to
report
back
on
any
items
that
arise.
K
One
thing
staff
have
to
decide
which
which
projects
their
priorities,
which
I
know,
is
a
cringing
job.
I
have
the
Canada,
150
community
infrastructure
program
decision
here,
I
guess
these
grants
handed
out
I
see
some
councillors
received
two
grants
and
most
of
us
received
none.
What
kind
of
criteria
do
you
use
in
deciding
which
which
projects
jump
the
queue
or
get
to
the
top
of
the
list
and
which
which
projects
can
wait
so.
O
Three,
mr.
mayor,
we
really
worked
with
the
city
manager's
office
and
identifying
those
priorities
based
on
the
grant
criteria.
That's
identified
for
the
various
funding
pots,
so
we
would
look
in
this
case.
You
know
in
the
last
case
around
this
funding.
Was
it
shovel
ready
projects,
things
that
had
already
been
identified
in
our
ten
year
plan
as
priorities,
so
we'll
continue
to
work
with
the
city
manager's
office
on
identifying
those
priorities.
As
the
plan
moves
forward,
I.
K
O
Three,
mr.
mayor,
we
have
been
revisiting
especially
the
digital
access
and
a
number
of
our
existing
community
recreation
centers.
Now
because
there,
in
many
cases,
there's
no
digital
access
at
all,
even
for
staff
when
it
comes
to
computer
access
and
the
rest
of
it.
We've
also
been
working
with
a
number
of
partners
such
as
the
library
on
how
we
can
access
existing.
O
You
know
wireless
networks
in
facilities,
so
I
I
can
I
can
confidently
say
that
as
we
move
forward
with
new
facilities,
we're
looking
at
digital
access
as
one
of
the
primary
design
considerations
in
those
facilities
and
we'll
continue
to
move
forward,
as
we
can
with
that
in
coordination.
Certainly,
with
you
know
the
city's
larger
initiatives
around
digital
technology,
okay,.
K
R
O
Three,
mr.
mayor,
there
was
an
invitation
to
every
councillor
to
participate
in
first
of
all,
a
meeting
with
our
consultants
around
the
plan
that
was
moving
forward
and
that
took
place
in
2016
at
the
beginning
of
the
plan,
and
we've
reached
out
a
few
times
as
well.
Around
meeting
with
councillors
to
review
the
draft
recommendations
of
the
plan.
Prior
to
this
meeting
today
and
I
can
say
that
their
husband
meetings
with
dozens
of
councillors
on
on
each
front
so.
R
O
O
T
O
It's
a
2.1
billion
dollar
plan,
okay
over
20
years,
with
approximately
a
750
million
dollar
deficit,
mostly
around
our
state
state
of
good
repair
and
debt
funded
projects,
and
should
also
note
that
in
the
implementation
strategy
we'll
be
looking
at.
A
number
of
you
know:
development
funding
options
that
will
hopefully
fill
in
some
of
that
gap.
A
little
bit
more.
T
T
O
T
And
my
other
questions
around
recommendation
number
90,
which
is
strengthening
the
capital
spend
great
and
and
and-
and
it
says
of
course
your
your
you've
had
challenges
in
your
capital
spend
rate.
So
can
you
go
over
just
some
of
these
strategies
that
you're
looking
at
to
be
able
to
improve
that
capital
spend
right
now,
I'm
assuming
that
would
be
in
other
divisions
potentially
as
well,
but
can't
just
go
over
some
of
the
strategies
that
you're
looking
at
so.
O
Three,
mr.
mayor,
we
have
been
increasing
our
capital,
spend
light
over
the
last
few
years
and
have
worked
closely
with
financial
planning
in
our
budget
process
to
identify
additional
capital
positions
to
help
us
deliver
those
projects,
we're
also
working
with
procurement
and
p.m.
MD
on
some
new
strategies
around
capital
procurement.
That
may
help
us
advance
that
plan
as
well
and
we'll
be
also
looking
to
work
with
the
new
citywide
real
estate
agency
around
any
approaches
that
we
can
share
with
them
around
advancing
the
plan
from
a
capital
delivery
perspective.
Okay,.
T
O
Through
you,
mr.
Mehra,
so
currently
most
of
our
capital
projects
are
delivered
internally
through
our
own
capital
staff
and
with,
of
course,
the
use
of
architects
and
engineers
in
planning
those
facilities.
There's
been
a
number
or
a
few
facilities
that
we
have
embarked
on
that
have
been
designed
built
through
the
development
process,
where
the
developer
will
working
with
city
staff,
design
that
building
and
then
deliver
it
so
that
the
capital
process
is
actually
outside
of
the
city's
capital
delivery.
And
that's
one
of
the
things
through
this
plan
that
we're
looking
at
exploring
further.
So.
O
A
J
You
very
much
mr.
mayor,
my
understanding
is
councillor
done,
gentlemen
and
Wong.
Has
emotions
he's
going
to
be
placing
shortly
regarding
taking
a
big-picture
view
which
I'm
not
opposed
to,
but
I
just
wanted
to
ensure
for
the
the
da
mills
community
who
have
been
awaiting
this
development?
You
know
as
a
result
of
the
Cadillac
Fair
of
youth
development,
the
agreement
was
struck
at
the
OMB
to
create
a
beautiful
space,
a
community
space
for
da
Mills
and
with
the
swimming
pool
and
fitness
fitness
area,
etcetera.
O
O
Mayer,
it's
a
very
my
understanding
of
the
motion,
is
a
very
high-level
motion
looking
and
directing
us
to
continue
to
look
at
collocations
and
other
opportunities
as
they
arise
during
the
20
years
of
this
plan,
which
we're
committed
to
doing
you
know,
as
as,
as
we
describe
the
plan,
we
only
know
in
the
first
20
years
what
we
know
about
development
right
now,
and
there
may
be
things
that
arise
that
create
additional
opportunities
that
haven't
been
identified
in
this
plan,
and
we
want
to
ensure
we
leave
enough
flexibility
for
us
to
pursue
those
things.
Okay,.
J
So
I
fully
understand
that
and
appreciate
that,
because
it's
an
evolving
landscape,
having
said
that,
I
don't
want
I.
Guess
the
the
corporate
partner
involved
in
this
to
feel
that
they
don't
have
to
proceed
with
looking
at
contamination
and
an
EA
I.
Don't
want
I!
Guess
everybody
to
think.
Oh
now,
the
city's
doing
this
we're
going
to
you
know,
ease
up
on
our
work
and
not
proceed
with
the
kind
of
the
steps
that
have
to
be
undertaken
to
get
to
where
to
you
know
our
to
get
to
fruition
through.
O
A
Thank
You
councillor
Robinson
others
wishing
to
ask
questions
of
staff
on
the
parks
master
plan.
Okay.
Well,
then,
I
think
we
can
move
to
speakers
other
members
visiting
with
us
from
outside
the
committee
councillor
Carol
anybody
else,
counselor
Davis!
Well,
we'll
see
if
whatever
what
counsel
Carol
you
please
go
ahead,
your
turn.
Yes,.
H
So
I
didn't
ask
any
questions.
Mr.
mayor,
because
I
I
did
have
my
opportunity.
I'm
part
of
the
75%,
so
I
did
have
an
opportunity
to
meet
with
the
consultants
and
staff
on
the
plan
last
year,
but
also
earlier
this
year,
but
also
I
can't
complain,
I
I'm
in
very
much
a
growth
neighborhood,
and
so
largely
the
needs
in
both
Recreation
and
Parks
have
have
been
been
met
as
we
go
along
through
growth
dollars
in
my
ward.
H
But
that
being
said,
something
that
I
raised
with
the
consultants
and
and
something
that
is
a
policy
piece
and
that's
why
I
raised
it
here
with
executive?
Is
we
we
take
a
very
participatory
approach?
As
you
know,
I've
piled
it
both
determining
how
we
will
spend
section
37
funds
through
participatory
budgeting
exercises
and
also
the
pilot
itself,
the
city
manager's
office
pilot.
In
all
of
those
comments,
eight
conversations
what
always
comes
out
despite
the
growth,
what
the
residents
when
it's
left
to
them
and
they
really
start
to
do
democratic
decision-making.
H
We
always
get
stumped
by
the
question.
Yes,
there
is
growth
here,
but
there
is
a
facility
that
really
could
meet
the
growth
that
we
optimize
it
through
is
purely
state
of
good
repair
work.
Why
can't
we
take
the
growth
money
and
spend
it
on
optimizing
this
Center
by
improving
on?
What's
there
and
perhaps
adding
on
to
it?
Why
do
we
have
to
draw
this
hard
line
between
the
growth
dollars
and
what
already
exists
on
that
place?
H
We
need
to
totally
rework
an
old
play
scape
and
we
need
to
deal
with
a
broken
splash
pad,
but
we
can't
so
we'll
take
this
section,
37
money
and
build
some
fancy
new
play
equipment
beside
it
or
workout
equipment
for
adults.
Why
can't
we
do
it
all,
and
why
can't
we
use
the
growth
money?
For
that
to
me
it's
a
major
policy
change.
H
It
would
be
a
big
ask
of
other
governments
because
it
you
know
the
policy
starts
there,
but
it's
one
that
I
think
Toronto
uniquely
is
going
to
have
to
put
forward
sooner
rather
than
later,
because
in
intense
neighborhoods.
That
is
what
we
should
be
doing
with
some
of
that
growth
money.
It
actually
does
serve
the
new
residents
to
do
that
and
it's
not
making
sense
in
any
participative
participatory
exercise
not
to
be
doing
it.
That
way,
and
so
we
have
to
at
least
start
to
float
that
question
in
intergovernmental
affairs.
H
Maybe
it's
ten
years
down
the
road
that
they
make
that
change,
but
it's
got
to
be
made
because
we're
intensifying
right
to
our
city
limits
in
developing
suburban
transit,
not
to
be
able
to
regenerate
what
already
exists
with
the
money
that
will
come
from
development
as
a
result
makes
no
sense
to
the
general
population
and
I
think
they're
the
most
sensible
people
of
all
those
are
my
only
comments.
Everything
else
that
we
can
do
with
what
we
do
have
is
in
the
strategy
I.
H
My
only
wish
would
be
that
instead
of
doing
these
general
and
let's
keep
working
on
this
master
plan,
recommendations,
the
specific
recommendations
of
actually
increasing
funding
and
actually
increasing,
spend
rates
on
capital
more
technically
outlined
in
the
full
master
plan.
Those
are
the
recommendations
I
wish
you
were
adopting
today,
thanks.
Q
I
too,
am
so
pleased
to
see
this
report
finally
come
forward
and
I've
just
looked
again
back
to
January
2009,
a
report
from
the
Auditor
General,
who
gave
us
a
set
of
recommendations
in
2009
in
a
request,
a
report
in
2010
on
a
facilities
plan
for
the
city,
and
many
of
these
recommendations
are
contained
in
what
we
have
before
us,
and
one
of
them
speak
specifically
to
what
councillor
Carol
just
spoke
about.
But
what
we've
lost
in
it'll
be
nine
years
before
the
capital
implementation
plan
begins.
Q
Fourteen
that
I've
been
here
so
I'm
very
pleased
to
see
what
we
have
here
is
a
very
comprehensive
look
at
what
we
need
as
a
result
of
growth.
What
we
obligations.
We
have
us
in
terms
of
state
of
good
repair,
a
sense
of
those
activities
that
need
that
are
changing
in
our
communities,
and
I
think
we
all
recognize
that
and
it
comes
forward
with
a
very
detailed
plan.
So
thank
you.
Thank
you.
Thank
you.
Q
Now
it's
up
to
us
it's
up
to
us
as
the
decision-makers
to
decide
whether
or
not
we're
going
to
commit
the
resources
to
make
this
plan
real,
and
what
it
says
very
clearly
to
us
is
that
there
will
be
on
an
ongoing
basis,
a
need
for
37
million
dollars
per
year.
Fourteen
point:
eight
million
dollars
a
year
for
the
next
20
years
for
new
and
enhanced.
It
says
as
well
that
there
will
be
a
need
over
20
years
for
twenty
three
million
dollars
of
state
of
good
repair.
Q
Q
A
I
I
The
second
item
on
the
agenda,
after
which
is
a
very
comprehensive
look
at
what
we
expect
from
a
smart
city
program
and
how
the
smart
city
programs
going
to
build
out,
because
there
was
comments
during
that
discussion
about
providing
basic
city
services
or
city
services
that
all
of
our
residents
expect
and
for
myself
once
you
get
past
roads
and
some
of
the
other
infrastructure
and
programming
the
biggest
inquiry
that
I
get
are
about
our
Park
and
Recreation
program,
Park
and
Recreation
programming.
The
facilities
people
weigh
in
I
mentioned
in
my
questioning
about
cricket
pitches.
I
I
often
get
comments
about
why
we
don't
have
a
lot
of
rugby
field
facilities
in
the
City
of
Toronto,
but
that's
first
and
foremost,
they
have
inquiries
about
what
they
would
like
to
see.
And
then,
as
is
also
mentioned
in
the
report,
about
the
state
of
good
repair,
quickly.
Follow
about
the
discussion
in
my
community
meetings
about
what
they
need
is
what
they
see
wrong
with
the
facilities
when
it
comes
to
apart
a
recreation
center
that
kids
going
out
to
skate
that
the
the
matting
on
the
floor
isn't
always
the
best
it
always
a
minute.
I
I
don't
want
to
say
it
surprises
me,
but
it's
those
comments
that
quickly
follow
about
what's
wrong
with
the
building
and
not
always
that
what
the
great
programming
that
they
get
in
that
facility,
but
I
think
what
this
program
this
report
does.
It
outlines
the
growing
needs
of
our
city
and
how
the
Park
and
Recreation
staff
gonna
address
them
and
I
think
they
do
a
great
job,
the
job
to
date
and
I,
look
forward
to
seeing
some
money
in
the
budget
program
or
the
budget
process
put
behind
this
report
because
it's
needed.
Thank
you.
I
K
You
mr.
mayor
I'd,
like
to
echo
councilor
Aames
ease
thanks
to
staff
for
a
very
comprehensive
detailed
road
map
that
takes
us
over
the
next
20
years
on
our
recreational
aspirations,
and
it
really
covers
many
of
the
key
components
that
make
the
city
great,
because
cities
are
often
defined
by
their
recreational
assets
to
make
sure
they
provide
opportunities
for
healthy
communities
across
the
city
that
they're
age-friendly,
that
we
get
kids
off
the
computer
off
the
couch
and
into
our
recreation.
Centers.
K
There's
no
doubt
that
the
programs
we
offer
in
the
center's
are
great
for
team-building
camaraderie,
for
friendship,
especially
for
newcomers
and
emerge
Alliance
communities
the
same
time.
It
does
come
with
its
risks.
As
far
as
meeting
all
the
objectives
and
goals,
the
dependence
on
development
fees
on
section,
37
and
42
and
45
revenues
means
that,
should
there
be
a
significant
dip
in
the
real
estate
market,
much
of
this
plan
could
be
at
risk.
At
the
same
time,
I
think
Council
is
willing
to
incur
some
costs
on
the
tax
base.
K
Some
cost
in
debt
to
make
sure
that
no
community
is
left
behind.
I
would
simply
just
just
basically
in
closing
there's
a
reference
to
working
more
closely
with
the
TDSB
and
looking
at
vacant
properties.
I
think
there's
a
pivot
over
there,
where
they're
actually
pushing
back
and
becoming
more
and
more
reluctant
to
actually
sell
and
circulate
properties
that
are
no
longer
core
Holdings
for
the
TDSB
and
no
longer
have
having
kids
in
them.
K
I've
been
at
two
meetings
recently,
where
one
one
group
that's
been
renting
an
empty
school
board,
a
property
for
for
20
years
is
offering
got
tens
of
millions
of
dollars
in
the
school
board,
won't
sell
it
and
then
there's
some
green
space
were
very
interested
on
tippet,
Road
and
and
we're
getting
nothing
but
radio
silence
when
it
comes
to
doing
a
deal,
but
we
can
continue
to
pursue
it.
I
just
wouldn't
bet
too
much
much
of
happening
over
there
on
another
side.
K
As
far
as
the
private
public
partnerships
are
concerned,
and
working
with
the
TDSB
I've
been
at
a
small
tennis
court,
private
public
partnership
with
the
TDSB
for
14
months,
where
we'd
be
fully
funded
by
private
sector,
with
a
full
public
access
agreement.
We're
now
dealing
with
the
third
staff
member
over
there
in
partnerships
to
try
and
try
and
get
it
done.
Maybe
the
fourth
staff
member
over
there
will
finally
come
to
the
table
and
talk
just
very
briefly
on
on
Wi-Fi
in
our
parks
and
public
spaces.
K
I
think
it's
important
that
when
kids
get
out
into
our
parks
unto
our
playground
sets,
they
can
leave
their
tablets
at
home
and
their
smartphones
at
home
and
the
computers
at
home.
We
encourage
them
to
to
participate
in
the
various
activities
and
the
assets
and
resources
that
we
have
I,
don't
think
we're
encouraging
anything,
but
having
kids
sit
there
on
a
bench
on
Facebook,
that's
not
the
point
of
our
parks
and
recreational
assets.
We
have
to
think
long
and
hard
about
whether
we
make
the
city
Wi-Fi
ready
across
all
our
parks
and
public
spaces.
K
S
There
we
are
so
in
essence,
is
to
as
a
ski
city
staff
to
report
back
all
day
on
a
flexible
implementation
plan,
in
that
we
part
of
the
upcoming
report
and
second
quarter
2018.
Mr.
mayor
and
members
of
council
I
do
support
the
staffs
recommendations
that
are
before
us
and
I
think
is,
and
also
a
huge
thank
you
to
city
staff
for
doing
an
excellent
job.
This
good
news.
This
is
a
great.
S
The
quality
of
life
of
our
residents
overall
is
determine,
and
according
to
the
quality
of
green
space,
that
we
have
the
quality
of
recreational
amenities
that
we
provide
throughout
the
city
and
that's
extremely
important.
The
same
way
that
we
do
with
affordable
housing.
The
same
way
that
we
do
by
putting
a
roof
over
one's
head,
the
same
way
that
we
do
in
terms
of
providing
reliable
public
transit
all
throughout
the
city,
I
think
that's
providing
green
space
and
quality
of
recreational
and
I
mean
it's
extremely
important.
Why?
Because
those
are
essential
services.
S
That's
a
community,
nearly
trans
beacon,
our
only
in
community
center,
the
JTA
Virginian
Community
Center,
was
built
in
the
late
70s
and
the
building,
of
course,
is
aging
and
like
other
buildings
across
the
city
as
well.
So
the
plan
the
plan,
that's
before
us,
he
calls
to
prioritize
investments
over
the
next
20
years,
but
this
facility,
that's
extremely
essential
in
this
community,
is
nowhere
in
the
radar,
in
spite
of
the
dozens
of
meetings
that
we
have
within
the
community
and
city
staff
over
the
years.
S
For
just
to
give
you
a
classical
example
in
terms
of
what's
happening
there.
The
outdoor
swimming
pool
has
been
closed
down
even
during
the
summer
during
the
last
three
or
four
years
over
and
over
again
until
we
had
to
do
some
major
repairs
there,
thanks
to
the
weather
infrastructure
planning
that
was
extremely
helpful
floors.
Bathrooms
multi-purpose
rooms
that
are
very
small,
are
thoroughly
old
and
outdated
and
we
are
spending
money
over
and
over
again
there.
In
terms
of
mechanical
repairs,
we
had
electrical
heating
air
conditioning
plumbing
that,
literally
speaking,
the
building
had
to
be
closed.
S
Because
of
that.
So
the
question
is
overall:
if
they
live,
if
the
life
expectancy
of
the
complex
is
coming
to
an
end
now
moving
forward,
where
is
the
plan?
Where
is
the
plan
to
enhance
or
to
replace
the
building
if
needed,
or
whatever
point
and
I
think
that
this
vantage
solutions
are
working
for
now,
but
at
the
end
it
will
be
a
waste
of
money,
probably
the
in
they
will
some
level
of
inefficiencies
there.
S
S
A
I
know
you
had
you
had
we
had
all
I
hope
that
that
we
wouldn't
have
that,
because,
of
course,
that
everybody
would
have
something
they
want
to
put
it
on
and
there'd
be
45.
If
not
more
of
these
I
might
have
several
but
I
understand
it
is
in
order,
but
I
can
see
if
the
clerk
has
any
feelings
like
because
I
understand
they
also
kind
of
worked
on
the
wording
such
that
it
was
not
directive
or
in
any
way
prescriptive
of
what
goes
on
here,
but
so
I.
A
N
S
N
A
lot
I
I
just
have
a
lot
of
questions.
Are
you
aware
that
every
five
years
in
this
plan
there's
a
mechanism
to
review
things
like
growth
and
so
forth,
and
presumably,
if
you're,
if
that
facility
was
examined
as
part
of
them
in
the
master
plan
which
I
think
every
facility
in
the
city
was,
it
would
be
captured
in
that
if.
S
That
was
the
very
question
that
they
cut
to
the
deputy
city
manager,
as
well
as
to
here
staff
with
regards
to
the
implementation
strategy,
as
we
move
forward
within
the
five
years,
whatever
else
so
the
question
to
them
or
clarification
is
that
to
look.
There
are
some
aspects
within
that
structure
that
they
really
need
to
look
into
it.
So,
okay,.
N
S
Understand
my
understanding
was,
there
was
a
motion
that
was
there
was
going
to
be
a
motion
on
the
floor
to
include
all
now
as
a
local
cancer.
Let
me
tell
you
that
I
do
support
any
other
comes
over,
because
that
we
wise
investment.
If
we
have
to
do,
we
invest
in
trade
but
I'm
standing
up
for
my
community
and
that's
the
purpose
of
this
one.
N
S
N
Now
then,
my
last
question
because
I'm
not
sure
about
the
whole
process
and
how
we
look
at
things,
but
you
talked
about
potential
liabilities
due
to
health
and
safety
issues.
Would
that
be
not
be
part
of
the
ongoing
process
when
we
look
at
all
our
buildings
in
Parks
and
Rec,
or
that's
whatever
facility,
like
I'm,
just
unsure
as
to
why
that
facility
needs
that
specific
motion,
I
would
have
thought,
that's
sort
of
a
analysis.
We
do
citywide
on
all
our
facilities,
I'm.
S
A
N
N
If
you
have
a
five
year
old,
you
know
25
or
20
or
whatever.
That
number
is
so
I
think
it's
a
great
start.
I
will
probably
be
pushing
something
a
little
more
financially
ambitious.
If
I,
if
I,
had
that
opportunity
and
I
will
have
to
say
that
I
will
not
be
supporting
young
counselor,
Palacios
emotion
from
what
I
read
and
from
what
little
I
know
of
City
Hall
seems
like
all
those
points
would
have
been
covered
by
staff.
It
was
a
very
comprehensive
review
and
I
think
we're
getting
into
a
very
dangerous
area.
N
When
we
start
piling
on
about
one
community
center
I
have
lotsa
lawns
lots
of
needs.
Mr.
Bentley
over
there
can
attest
all
the
phone
calls
and
emails
and
whatnot,
but
I
think
we
have
to
look
if
this
is
a
city
perspective
and
if
there's
a
great
idea
to
add
to
the
conversation
fantastic
but
in
terms
of
singling
out
one
community
facility
for
some
sort
of
special
treatment,
I'm
totally
opposed
to
that.
R
You
very
much
and
I'd
like
to
wax
on
poetic,
with
the
praise
again
for
staff
and
the
consultants,
the
who
definitely
reached
out
to
I
guess
75%
of
us.
Well,
a
hundred
percent
but
heard
from
75
and
I
have
to
say
it
is
quite
comprehensive.
It's
fantastic
takes
us
a
long
way
forward
and
what
I
like
especially
about
it,
is
that
you
know
we
always
hear
about
downtown,
gets
everything
and,
in
you
know,
in
an
approach
to
build
one
city.
R
You
look
at
this
report
and
look
at
look
at
the
new
community
centers
coming
in
they're
all
over
Toronto
great
representation.
So
no
one
can
complain
and
and
I
would
just
encourage
councillors.
You
know
if
you
haven't,
when
staff
reaches
out
to
about
an
item
or
an
issue
or
a
initiative
that
to
just
try,
if
you
can't
get
out
to
talk
to
them,
to
talk
to
get
your
staff
to
talk
to
them
so
that
you
can
be
part
of
the
part
of
the
conversation
instead
of
you
know
complaining
about
it
afterwards.
Alright,
so
great
job.
B
Creation
consult
with
local
councillors
and
opportunities
to
combine
and/or
co-locate
facilities,
as
recommended
in
Appendix
B,
in
order
to
achieve
the
objectives
of
the
plan
and
report
back
on
these
opportunities
as
part
of
the
implementation
strategy
and/or
as
they
arise.
What
does
that
mean?
So
in
my
in
the
area?
B
That's
shared
I,
think
by
councillor
Burnside
and
councillor
Robinson
we're
getting
a
lot
of
investment,
so
we
have
a
lot
of
facilities,
so
we've
got
Angela
James,
Kadena,
steamer,
Resource
Centre,
we've
got
proposed
replacement
of
the
Civic
and
ice
rinks,
and
also
a
new
community
center
of
shops
done
Mills,
so
so
great
opportunity
chance
of
a
lifetime.
We've
got
to
get
it
right.
We
could
build
five
different
facilities
or
we
can
look
at
a
grand
vision
of
building
one
big
facility-
and
this
is
the
opportunity
on
the
celestial
answer.
B
So
is
this
something
that
we
should
be
looking
at
it
I'm
thinking?
Yes,
could
you
build
twin
Pat
eye
strength,
plus
big
swimming
pool,
and
you
know,
take
take
all
the
potential
value
from
these
projects
and
build
them
into
one
great
site.
This
is
what
I
wish
to
look
at
and
so
not
to
make
any
decisions,
but
maybe
present
at
some
future
date
to
the
community.
A
choice
between
you
know:
building
little
fizz
fixing
little
facilities
or
tearing
down
old
facilities
and
building
something
small
or
actually
looking
at
something
grand.
B
This
is
all
this
report
all
this
is
all
this
does
for
me
for
my
neighborhood,
but
it
also
gives
an
opportunity
for
other
councillors
all
across
the
city,
if
there's
an
opportunity
to
take
small
facilities
and
take
any
particular
investments
and
build
something
better.
Oh,
this
is
this
is
what
this
motion
is
and
I
hope,
you'll
support
it.
L
Meriter
I'm
not
moving
to
add
anything
to
the
ward
which
I
represent
I.
Think
that's!
What's
in
front
of
us,
it's
been
a
long
time
coming.
It's
an
awful
lot
of
work,
it's
a
fantastic
job
by
our
staff
to
try
and
identify
the
needs
that
there
are
across
the
city
as
a
snapshot
in
time,
which
is
where
we
are
right
now
what
we
might
have
missed,
and
it's
really
is
what
I
call
a
work
plan
almost
for
the
future.
L
That
being
said,
I
think
that
there
has
to
be
a
way
to
be
able
to
address
the
concerns
that
my
colleagues
might
have
as
they
go
forward
to
look
at
facilities
that
might
need
updating
or
improvements
in
the
planning
division,
but
they've
now
come
out
and
they
made
public
as
their
work
planned.
Their
2017
work
plan,
their
2018
work
plan,
and
every
year
it
gets
revised
and
I
think
on
the
work
plan
for
the
Parks
Department.
L
L
Well,
to
be
creative,
so
what
you
find
is
that
the
cost
to
build
anything
that
the
city
might
build
is
substantially
more
than
what
the
private
sector
might
build
and
I'm
not
talking
about
Union
wages
or
Union
staff,
I'm.
Just
talking
about
the
complexity
of
our
bidding
process
and
how
we
handle
things
when
we
go
out,
whether
it's
small
projects
or
larger
projects,
they
take
a
long
time
and
an
example
will
be.
L
If
you
look
at
the
plan,
it
talks
about
two
community
facilities
within
the
ward
that
I
represent
one
on
the
for
McLean
entire
alliance
is
called
the
bazarian,
the
community
center,
that's
been
on
the
books
forever
and
it's
been
working
its
way
through
the
process
forever
and
I.
Think
I
was
a
young
man
when
we
hired
the
architects
and,
as
I've
told
our
general
manager,
Parks
and
Recreation.
L
Please
tell
me
when
you
think
it'll
open,
so
I
can
book
my
wheel
transpose
to
get
me
there,
because
it
takes
so
long
and
it's
so
difficult
and
we
have
to
find
ways
to
do
those
things
better
within
our
within
our
program.
Very
much
so
the
other
thing
that
I
have
a
problem
with
and
I've
spoken
about.
Before
we
look
at
the
funding
as
our
cash
in
lieu
policy
cash
in
lieu
is
supposed
to
be
cash
and
live
for
parkland.
L
You
can't
donate
it
on
the
site
because
very
often
they're
small
tights,
we
take
the
cash
but
that
cash
isn't
used
for
parkland.
Half
of
it
goes
citywide
and
half
of
it
goes
to
the
local
community
council
area
of
the
one.
That's
in
local
community
council
area
quarter
that
goes
back
to
the
local
warden.
You
can
use
a
quarter
of
it
for
capital
maintenance
projects
if
they're,
$50,000
or
more
so
we're
not
really
funding,
as
we
should
be
funding
the
needs
that
we
have
within
our
facilities
and
our
maintenance.
L
L
Then
you
can
use
that
for
your
section
37
we
may
put
it
but
we're
not
funding
that
our
maintenance
on
our
buildings,
in
my
opinion,
in
an
appropriate
manner,
and
it's
not
an
easy
out,
because
if
you're
gonna
take
that
funding
out
of
the
budget,
you
have
to
replace
it
somewhere
else.
But
I
have
spoken
about
it
before
and
I
firmly
believe
you
have
shortfalls
in
parkland
in
the
city.
The
land
is
getting
more
expensive.
You
want
to
BL,
provide
you
collect
cash
for
that
you
should
use
it
for
that.
L
T
Thank
You
mr.
mayor
won't,
do
I
guess,
speak
after
councillor,
shiner
talking
about
against
efficiencies
in
the
processes
and
he's
absolutely
right.
I
think
we
need
to
be
doing
that
and
a
lot
more
with
this
probe,
with
this
master
plan
that
I
support
and
want
to
thank
staff
for
the
amount
of
work
that
they
did.
I
was
involved
in
it
from
my
local
council
their
perspective.
We
will
be
achieving
60
percent
of
this
plan
in
our
10
year.
T
Capital
plan
already,
which
is
good
I,
mean
so
don't
think
that
we're
not
doing
anything
right
now,
60
percent
will
will
have
will
be
achieved,
leaves
that
other
40
percent
that
we
have
to
manage.
Now
we
always
need
to
look
at
things
in
the
bigger
context
and
and
when
you
break
down
the
numbers,
you
know
thirty
seven
point:
eight
million
dollars
over
twenty
years
doesn't
really
seem
like
a
lot
when
you're
looking
at
the
billions
that
we're
gonna
be
spending,
but
in
fact
it
adds
up.
T
When
we're
looking
at
the
TTC
when
we're
looking
at
Toronto
Community
Housing
transportation,
they
all
add
up
and
they're
all
important
priorities,
but
the
challenge,
of
course,
is
how
do
we
balance
all
of
those
priorities
out
and
that's
the
discussion
we
will
be
having?
So
it's
always
important
that,
yes,
this
is
great
that
we're
doing
it
here,
but
then
we
have
to
put
it
at
the
bigger
process
where
we
look
at
everything
in
context
and
there
were
those
will
be
coming
up
and
I'm
sure
it'll
happen.
A
council,
though,
look
at
this.
T
We
just
have
to
start
raising
taxes
to
make
this
happen.
I
don't
believe
we
have
to
necessarily
be
raising
taxes
to
make
this
happen.
We
need
to
start
working
smarter
in
how
we
would
disburse
the
money
across
the
system
and
the
efficiencies
when
you're
looking
at
and
that
wealth
development
charges.
We
look
at
every
other
opportunity
to
bring
in
revenue
outside
of
raising
taxes.
Our
purchasing
policies,
the
project,
management
and
parts
did
mention
that
about
you
know,
looking
at
bringing
in
other
people
outside
to
actually
do
more
with
the
amount
of
money
we
have
on.
T
The
bidding
process
is
another
example.
One
of
the
bigger
examples
in
a
lot
of
this
work
has
been
happening
quietly,
probably
that
people
don't
realize
is
with
our
finance
staff
and
just
trying
to
strengthen
our
capital
spending
rate
and
smoothing
out
what
we
call
smoothing
out
is
trying
to
actually
achieve
more
in
our
capital
spending
without
actually
spending
more,
but
just
being
able
to
look
at
priorities
and
smooth
it
out.
I
mean
again
parks
right
now.
Is
that
a
bit
of
50
we're
trying
to
get
it
up
to
sixty?
T
If
we
can
get
these
things
to
eighty
and
ninety
percent,
we
have
more
of
an
opportunity
to
actually
crease
over
a
longer
period
of
time.
Our
ability
to
actually
do
more
so
I
think
there's
many
opportunities
to
figure
out
how
we
can
achieve
items
like
this
and
other
priorities
without
necessarily
raising
taxes.
It's
a
challenge
absolutely
but
I
think
that's
something
that
we
can
do
thanks.
T
A
You
councillor
Crawford
any
other
speakers
all
right.
Well,
I
will
just
say
very
very
briefly.
A
word
of
thanks
to
the
staff
and
to
those
who've
been
involved
in
this
I've
had
a
chance
to
sort
of
see
it
as
it's
evolved
and
it's
it's
just
a
very
big
piece
of
work
and
a
very
important
piece
of
work
and
I.
Think
all
the
comments
about
us
having
to
get
behind
it
are
well
taken
and
that's
the
task
that
lies
at
hand.
I
guess,
subsequent
to
the
to
the
next
phase
of
this.
A
It's
going
to
come
back
next
spring,
but
I
just
want
to
say
thank
you
to
the
staff
for
a
job
well
done
and
for
all
their
answers
to
questions
today.
So
that
would
bring
us
first
I.
Think
we've
only
got
one
motion
from
Council
other
two
I'm.
Sorry,
oh
yes,
councillor
minnewanka,
of
course.
So
there
are
two
motions
that
we'll
look.
First,
then
it
counts.
There
light
shows
emotion
and
it's
up
on
the
screen
here
and
I'll
call
the
question
on
that.
All
those
in
favor
recorded
vote.
A
A
A
I
A
Right
I
think
that's
entirely
possible
because
we
can
we
got
a
couple
of
things.
I
think
will
be
fairly
quick
here
we
had
number.
Then,
let's
move
with
your
concurrence.
Ladies
and
gentlemen,
we
move
to
28.4,
and
that
is
the
provincial
campaign
for
provincial
funding
for
municipal
infrastructure
and
we
have
a
deputation
there
from
mr.
Hamish
Wilson
I.
P
A
P
Thank
you,
Mary,
it's
the
increase
in
civility
and
decorum
and
respect
is
appreciated.
Thank
you,
sir.
So,
yes,
absolutely
the
province
can
be
helpful.
We
have
to
seek
extra
funds
at
times,
but
at
the
same
time,
I
think
the
effort
may
not
succeed
very
well
because,
quite
honestly,
there
are
some
real
issues
with
how
we
approach
our
finances,
such
as
the
property
tax
issues.
The
rate
of
inflation
in
housing
is
10
percent,
15
percent
20
percent.
Sometimes
the
increase
in
property
taxes
is
maybe
2
percent.
P
So
there's
a
real
disparity
at
times
between,
if
you're
in
the
game
in
the
system,
it's
great
hoosh
everything's,
going
up
you're,
making
a
lot
of
money,
but
that
is
not
being
captured
and
it
should
be
more
captured.
I
feel
to
make
sure
that
we
have
credibility
with
the
rest
of
the
province
beyond
the
the
City
of
Toronto,
with
other
municipalities,
because,
yes,
our
property
taxes,
low
they're,
high
and
I'm,
not
saying
that
they
do
they're,
not
an
issue
they're
relatively
low.
P
The
other
issue
I
think
quite
honestly,
is
we
have
some
room
for
raising
some
revenues
ourselves
that
we're
not
taking
advantage
of.
Very
specifically,
the
vehicle
registration
tax
I,
don't
think,
there's
much
credibility,
sometimes
when
we
go
and
ask
for
this
or
that
when
we're
not
actually
availing
ourselves
about
60
million
to
a
hundred
million
dollars,
I
think
that's
why
the
the
the
road
issue
went
the
way
that
it
did.
We
weren't
willing
to
inflict
a
bit
of
paying
or
paying
on
our
own
citizens,
and
we
have
to
do
that
for
a
variety
of
reasons.
A
Thanks
mr.
Wilson,
are
there
any
questions
of
mr.
Wilson?
If
not
well,
thank
you
very
much
for
your
trouble
and
being
here
today
now
next
we
have
number
six
28.6,
fair
integration,
and
there
are
two
deputations
on
that
and
then
the
technical
amendment,
but
depending
on
what
else
happens,
so
mr.
Miroslav
Javitch
was
down
for
a
deputation
as
he
pulled.
These
cancel
I'm.
Q
A
A
What
yeah
so
we're
all
confused
here
and
I
start
with
myself
over
on
28.4.
We
skipped
over
three
because
we
were
waiting
for
some
information
from
staff
before
we
proceeded
with
that
and
I
just
assumed.
Actually
there
wasn't
gonna
be
anything
more
on
for
aside
from
the
deputation,
but
I
may
have
been
wrong
so
we're
on,
for
we
are
quite
properly
questions
of
staff.
Speakers
I,
don't
think.
I
saw
anybody
who
wanted
to
say
anything
about
that.
A
So
I
will
ask
that
we
do
have
a
motion
to
on
28.4
to
adopt
the
recommendation
to
receive
the
report
so
moved
favor
opposed
carry
now
we're
still
not
going
to
go
to
28.
Are
you
just
yet
councillor
Davidson,
maybe
after
lunch,
because
we're
just
waiting
for
this
information,
so
we
were
going
to
go
to
28.6,
unfair
integration.
We
have
two
deputations
and
I
think
we
can
do
that
before
lunch
and
I.
Don't
know
if
there'll
be
a
lot
of
beakers,
but
mr.
gravich
you're
withdrawing
from
this
item.
Thank
you
bite
me.
A
N
H
A
Q
D
D
The
chair,
when
we
reported
to
council
in
July
of
last
year,
unfair
integration,
we
included
too
term
steps
in
our
report.
One
was
about
a
co
fare
option,
which
is
what
we're
presenting
to
to
Executive
Committee
today.
The
second
was
a
recommendation
that
go
adjust
their
fare
structure
to
improve
things,
to
improve
the
situation
for
riders
in
Toronto
and,
and
that
is
still
something
that
we're
working
with
Metrolinx
on
okay,.
D
Through
the
chair
through
the
mayor,
we're
continuing
to
work
with
with
Metro
links,
they
are
looking
at
a
number
of
interim
steps
that
they
may
take
over
the
next.
The
next
six
to
twelve
months,
I
think
is
safe
to
say
the
broader
questions
of
where
is
the
overall
fare
structure
and
the
GTHA
going.
Yes.
Q
D
That
is
probably
going
to
be
a
longer
term
sort
of
sort
of
conversation
with
with
Metro
links.
I,
don't
anticipate
that
they
will
be
making
major
changes
prior
to
next
year's
elections.
So,
but
there
are
interim
steps
that
they
reported
to
their
board
that
include
adjustments
to
the
fare.
This
Co
fare
option
is
another
piece
that
they
identified
with
they're
bored
and
a
few
other
few
other
steps
to
set
up
for
a
longer-term,
broader,
fair,
fair
integration
strategy
for
the
GTHA.
So.
D
D
The
through
the
mayor,
some
of
the
consultations,
are
taking
place
in
the
context
of
the
the
conversations
that
they're
having
with
stakeholders
in
the
public
and
soon
to
be
with
municipalities.
On
the
the
draft
regional
transportation
plan,
they
will
be
wrapping
those
broader,
fair
integration,
conversations
into
those
the.
D
Through
the
through
the
chair,
we
have
they're,
actually
Metro
links
will
be
holding
a
session
for
an
information
session
for
councillors
next
next
week,
actually
and
I
thought
oh,
very
nice
release
at
their
at
their
last
board
meeting.
They
released
a
draft
of
the
the
updated
regional
transportation
plan.
D
We
have
been
working
with
them
over
the
last
couple
of
years,
as
they
have
been
reviewing
the
big
move
and
we
will
be,
we
will
be
preparing
the
city's
response
and
that
will
be
included
as
part
of
our
report
to
Council
at
the
end
of
November
on
smart
track.
We
will
also
be
talking
about
what
we've,
what
we're
seeing
in
the
draft
regional
transportation,
all
right
just.
A
To
be
fair
councillor
Davis,
the
draft
regional
transportation
plan
has
been
a
public
document
for
some
time,
and
so
that's
why
the
city's
been
able
to
prepare
a
response,
and
so
it's
not
like
they
rushed
us
into
having
a
meeting
like
a
half
an
hour
after
they
released
it.
It's
been
public
for
some
time.
You
were
saying
thanks
very
much
or
something
for
them
having
a
public
meeting
next
week.
The
document
upon
which
the
meeting
is
based
seeking
input
has
been
a
public
document
for
some
time.
Yeah.
Thank
you.
Okay.
A
We
have
two
council
late
and
have
questions
to
speak.
Okay,
anybody
else
outside
of
the
committee
that
has
questions
are
there
members
of
the
committee
who
have
questions
on
fair
integration?
Okay,
then
we
would
move
to
speakers
and
we'll
have
our
visiting
members
speak
first
counselor,
lady.
Thank.
D
You
very
much
mr.
mayor.
This
is
an
issue
that
we've
been
working
on
as
a
council
for
now
many
many
years.
I
think
the
first
time
that
that
I
got
involved
was
in
2011
with
a
motion
that
counselor
done,
zyada
and
I
put
forward
about
making
fairs
on
the
existing
go
track.
Strains
more
affordable.
There
are
essentially
two
things
we
need
to
craft
here.
D
If
re
are
diffe,
smart
tracker
are
gonna
work,
reliability
and
and
and
affordability,
and
if
one
of
those
two
doesn't
work,
the
whole
thing's
gonna
crumble,
both
both
the
re,
our
provincial
portion
and
our
smart
tract
important
portion.
So
if
we
don't
get
that
right,
we're
in
big
trouble
I
want
it.
I
want
to
paint
a
picture
for
you
tell
you
a
story
in
Liberty
Village.
This
is
an
area
bound
by
two
sets
of
tracks.
D
It
takes
about
15
minutes
to
walk
from
the
heart
of
Liberty
Village
around
the
North
tracks
and
get
up
to
King
Street,
and
then
you
wait
about
five
streetcars
go
by
that
are
full
and
you
get
on
the
next
one
and
you
your
lumber
and
traffic
on
King
for
about
35
minutes
to
get
to
downtown
if
you're
going
on
the
subway.
That's
what
it
takes.
So
it's
about
an
hour
and
20
minutes.
It's
a
ten
minute
walk
from
the
center
of
Liberty
Village
that
same
spot
to
a
GO
train.
D
They
can
get
you
to
Union
Station
in
11
minutes.
It's
22
minutes.
Instead
of
about
an
hour
and
20
reason
why
people
don't
take
it,
it's
eight
bucks,
a
direction
550
or
something
there,
abouts
for
the
GO
train
and
then
and
then
$3
for
your
subway
fare.
Eight
bucks
to
get
an
11
minute
ride
between
Exhibition
station
and
Union
Station
is
the
most
expensive
per
kilometer
trip.
That
is,
that
can
be
taken
on
the
go
rail
line,
the
most
expensive
per
kilometer
trip.
D
That's
faster,
that's
more
reliable
because
it
comes
on
a
schedule
all
be
it
sometimes
a
disrupted
schedule,
but
it's
$8
so
they're
not
taking
that
trip
and
when
the
province
attempted
fair
integration,
the
first
time
what
they
essentially
did
is
made
someone
buy
both
a
Metro
pass
and
a
Monthly
Pass
suggesting
that
they
had
to
do
this
route
ten
times
a
month.
It
said
ten
times
a
week
for
every
month
in
order
for
them
to
recoup
their
their
their
their
their
money.
That
is
insane
that
we
would
expect
that
of
them.
D
Now
the
dollar
of
50,
discounted,
fare
I
think
is
a
step
forward.
I'm
hesitant
on
saying
it's
a
good
step
for
it.
I
think
it's
a
step
for
it,
but
I
think
we're
gonna
find
that
it's
not
quite
enough
of
real
fare
integration
to
give
people
an
AA
or
to
make
it
enticing
enough
that
they
save
that
hour
and
I.
D
Don't
know
about
you,
but
every
hour
in
the
day
is
pretty
important
to
me
and
to
my
family
and
if
we're
able
to
come
through
on
real
fare
integration
and
and
another
stop
the
the
smart
track.
Stop
on
the
GO
train
on
a
line
at
the
north
side
of
Liberty
Village
close
to
king
and
queen
we're
gonna
make
a
big
difference
on
people's
lives,
but
only
if
we
get
the
fare
integration
piece
right
so
I
hope
I'm.
D
Provided
counsel
I'll
have
some
language
to
try
to
bolster
that
position
of
the
city
that
we
need
to
act
faster.
We
can't
wait
until
this
fare
integration
deal
is
up
in
order
to
renegotiate
what
fare
and
what
real
fare
integration
looks
like
this
is
our
opportunity
to
do
a
little
experiment,
an
experiment,
how
to
get
smart
track
to
work
from
day
one
and
that's
figure
out
how
to
do
fair
integration
at
our
existing
stations,
and
it
doesn't
only
serve
the
people
of
Liberty
Village
in
Ward
19.
D
It
also
serves
those
up
in
Weston
and
Davenport
further
up
the
line
in
York
along
Bloor
and
further
up
the
line
into
Scarborough
and
I
really
think
that
this
one
and
I
know
that
the
mayor
agrees
that
if
we
can
make
better
use
of
those
lines,
will
be
able
to
make
people's
lives
a
whole
lot
better.
Thank
you.
D
Q
You
councillor,
McMahon
and
I
both
also
recognize
this
exactly
the
same
situation
at
the
Maine
subway
station
and
the
Danforth
go
station
as
a
place
where
we
could
be
providing
relief
on
the
Maine
bluer
Danforth
line
and
a
young
young
implore.
If
it
was
financially,
there
was
a
financial
incentive
to
cross
over
and
get
on
the
go
train
right
now.
Q
The
pot
there
was
a
pilot
project
at
the
main
and
Danforth
go
stations
to
encourage
people
to
do
just
that,
and
it
was
a
failure
and
it
failed
because
the
pricing
of
that
trip
did
not
encourage
people
to
do
it.
So
the
price
point
will
be
the
key
as
councillor
Layton
said
as
to
whether
or
not
this
is
a
real
option
for
residents.
So
this
is
yes,
councillor,
DT!
No,
your
phone
is
ringing
here.
Q
I
Did
I
agree
with
this
and
as
somebody
that
uses
the
the
go
train
all
the
time
now,
I'll
speak
from
personal
experience.
I'm
I
come
in
from
Guildwood
nice
to
Eastern,
Scarborough
I'm,
also
on
the
board
of
the
Canadian
National
Exhibition
Association,
and
for
me
that
somebody
that
takes
the
GO
train
all
the
time,
I
find
a
very
efficient
coming
in
from
Scarborough.
The
quickest
way
for
me
to
get
back
and
forth
to
the
CNE
is
the
one
stop
on
the
GO
train.
I
My
very
first
meeting
after
I
took
it
I
use
the
presto
card
so
to
come
in
from
Scarborough
each
way
it
cost
me
six
dollars
for
me
to
go
the
from
the
Union
Station
to
the
CNE
on
the
GO
train
is
five
dollars
each
way
and
the
first
time
that
took
place
tonight.
At
the
end
of
the
day,
I
was
using
my
presto
card.
I
I
think
that's
a
glaring
issue.
We
have
with
the
fair
integration-
and
you
know
not
just
on
this
line
with
the
TTC
I
remember
years
ago,
when
I
first
started
taking
the
GO
train
and
there
was
a
fair
integration
with
the
TTC
and
the
GO
train.
I
still
can
remember
the
board's
up,
Meritor
II,
where
the
TTC
logo
they
duct-taped
it
over
until
they
had
the
boards
replaced
and
I
started
using
and
what
happened
there
like
well,
they
just
did
away
with
a
fair
integration
and
often
when
I'm
on
the
go
train.
I
Now
people
come
up
to
me
and
say
why
don't
we
have
better
fair
integration,
I'm
coming
from
Scarborough
out
in
the
Rouge
far-eastern
Scarborough
I
have
to
go
down
town.
The
quickest
way
for
me
to
get
to
my
office
is
the
TTC
and
I
end
up
you
line
up
for
paying
that
fare,
and
so
you
know
if
we're
gonna,
improve
the
quality
of
our
transportation
network
in
the
city
and
get
people
out
of
their
cars
and
make
it
easier
for
them.
Fair
integration
right
across
the
city
is
a
very
important
component.
I
A
C
A
Just
get
the
concurrence
of
the
committee
to
extend
what
will
probably
be
a
couple
of
minutes
to
just
accommodate
these
last
finish
the
item.
Thank
you
very
much
carried
you.
Our
speakers
well,
councillor
shiner,
no
just
on
the
one
of
the
rent,
one
I'm
gonna
deal
with
that.
Yes,
thank
you.
Go
ahead,
counselor
about
deputy
mayor
I'm.
C
Through
you,
mr.
mayor
I
represent
a
community
that
has
strongly
advocated
for
the
integration
of
these
rail
lines
into
our
transit
system
and
for
many
many
years,
I.
Think
because
we
have
so
many
also
of
these
lines
in
our
community.
We
often
say
we
see
the
trains
go
by
and
we
can't
get
on
it
and
now
we're
starting
to
have
the
stations
and
the
fair
integration
is
coming.
But
I
do
think.
C
I
agree
with
what
some
of
my
colleagues
have
said,
that
we
need
to
start
moving
into
that
model
a
bit
more
aggressively
and
we
need
to
start
integrating
it
properly,
which
there's
no
reason
why
we
need
to
have
to
wait
until
all
the
stations
are
built.
All
the
full
integration
is
done.
We
can
start
heading
in
that
direction.
I
think
the
pricing
is
good.
The
education
making
people
understand
that
they
have
now
this
available
and
making
it
pealing
to
them,
so
they
can
use
it.
C
I
think
we
need
to
start
working
on
that
and
we
need
to
be
more
aggressive
about
it,
because
it's
true,
the
RER
and
the
smart
track
will
only
work
if
we
have
two
things:
convenience:
physical
convenience,
that
the
stations
are
closed
by
and
convenient
for
people
to
use
and
the
price
is
affordable
and
convenient
to
use.
And
if
we
don't
get
one
of
these,
it
will
not
succeed
and
we
need
to
start
working
the
same
way
that
we're
creating
the
stage
in
the
physical
stations.
Now
we
need
to
create
the
financial
model
now.
A
Thanks
deputy
Morello,
any
other
members
wishing
to
speak,
okay,
I
just
briefly.
First
of
all,
I
have
a
motion
which
is
just
technical
in
nature
of
the
original
wording
suggested.
We
authorized
the
TTC,
the
CEO
of
the
TTC,
to
enter
into
the
agreement,
and
we
can't
actually
authorize
that.
So
it
just
says
that
we
authorize
the
city
manager
in
consultation
with
the
CEO
of
the
TTC.
So
it's
just
a
minor
wording.
Change
may
I,
just
since
I
moved
this
motion
and
had
the
chance
to
say
a
few
words.
A
A
Many
others
of
you
feel
who
have
been
here
for
a
long
time
that
Toronto
is
somehow
treated
I'm,
not
sure
whether
it's
as
a
milk
cow
of
some
kind,
where
everybody
can
just
afford
to
you,
know
to
just
pay
up
or
whether
it's
that
somehow
people
don't
recognize,
there's
an
unfairness
here,
but
it's
unfair.
But
you
take
these
things
one
step
at
a
time,
and
this
is
a
step
forward.
A
As
big
and
if
I
were
them,
I'm
not
sure
I'd
be
wanting
to
do
one-off
deals
with
everybody,
because
I
don't
think
that
can
lead
to
a
true
regional
fare
integration.
So
I'm
somewhat
understanding
of
the
challenge
that
they
face
in
trying
to
sort
of
bring
together
all
these
different
transit
systems,
all
of
whom
have
their
own
agendas,
including
us
I,
would
just
like
to
see
us
start
with
the
fairness,
the
fundamental
fairness
of
saying.
A
Whatever
the
deal
is,
that's
in
place
today,
you
know-
and
it's
by
and
large,
consistent
in
every
other
region
except
Toronto
that
we
should
get
the
same
deal.
But
this
is
a
step
forward.
It's
not
all
the
way
there
and
we'll
carry
on
fighting
on
this,
because
it
is
crucial
to
the
ability
we
have
to
offer
people
the
transit
options
they
need,
including
the
above-ground
rail,
to
move
them
around
the
city
and
to
get
them
out
of
their
cars,
which
has
to
be
something
that's
crucial
to
us.
A
M
A
You
and
then
we
move
to
the
main
recommendation
as
amended
all
those
in
favor,
all
those
in
favor
opposed
Carrie
could
I
just
get
your
concurrence
on
one
more
thing
before
we
adjourn
for
lunch,
which
is
that
we
time
the
Etobicoke
Civic
Center
matter,
which
is
item
28
point
212
for
two
o'clock.
Only
because
there's
a
number
of
staff
that
are
here
for
that
item
I
think
we
can
deal
with
it,
but
it's
it's
would
be
good
if
we
had
a
time
so
they
don't
have
to
wait
all
afternoon.