►
Description
General Government and Licensing Committee, meeting 9, November 18, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17368
Meeting Navigation:
0:04:22 - Call to order
2:18:55 - Public session
Agenda Items:
0:10:40 - GL9.1 - Revenue Services Division Overview (Ward All)
0:40:22 - GL9.2 - (9:45 AM) Apportionment of Property Taxes - November 18, 2019 Hearing (Ward All)
0:42:46 - GL9.3 - (9:45 AM) Cancellation, Reduction, or Refund of Property Taxes - November 18, 2019 Hearing (Ward All)
0:06:04 - GL9.4 - Metropolitan Toronto Police Benefit Fund - Termination/Wind-Up and Surplus Distribution (Ward All)
0:06:17 - GL9.5 - Toronto Civic Employees' Pension Plan - Termination/Wind-Up and Surplus Distribution (Ward All)
0:06:31 - GL9.6 - 3100 Weston Road - Designation of a Portion of the Property Used by Parks, Forestry and Recreation as a Municipal Capital Facility (Ward 7)
0:06:47 - GL9.7 - 351 Lake Shore Boulevard East, 545 Lake Shore Boulevard West, and 5800 Yonge Street - Designation of Portions of the Properties Used as Temporary Shelters as Municipal Capital Facilities (Ward 10, 18)
0:07:08 - GL9.8 - 462 Birchmount Road - Designation of a Portion of the Property Used by the Toronto Public Library as a Municipal Capital Facility (Ward 20)
0:07:25 - GL9.9 - 91 Guildwood Parkway - Designation of a Portion of the Property Used by the Toronto Public Library as a Municipal Capital Facility (Ward 24)
0:07:52 - GL9.10 - Update on the Circular Procurement Implementation Plan and Framework (Ward All)
1:11:18 - GL9.11 - Proposed Amendments to the Corporate Facilities Display Policy to Enable Non-Profit Fundraising (Ward All)
0:08:16 - GL9.12 - Easement for Enwave Energy Corporation on Future Parkland at 55 Lake Shore Boulevard East (Ward 10)
0:43:22 - GL9.13 - City Hall Council Chamber Modernization Options (Ward All)
0:08:42 - GL9.14 - Amendments to Delegated Authorities for Corporate Real Estate Management Functions (Ward All)
0:08:57 - GL9.15 - Contracts Awarded by the Bid Award Panel during the 2019 Summer Recess Period (Ward All)
0:09:10 - GL9.16 - Provision of Non-Competitive Proprietary Software Licenses from SAP Canada Inc. for the SAP Enterprise HANA Solution (Ward All)
0:09:29 - GL9.17 - Award of Negotiable Request for Proposal Number 6907-19-0145 to Canada Clean Fuels Inc. for Supply of Various Fuels and Services (Ward All)
1:14:34 - GL9.18 - Non-Union Employee Separation Costs for 2018 (Ward All)
1:17:13 - GL9.19 - Occupational Health and Safety Report - First and Second Quarters of 2019 (Ward All)
1:03:41 - GL9.20 - Municipal Licensing and Standards - Additional Information on Enforcement Strategies and Service Standards (Ward All)
0:10:23 - GL9.21 - Accessibility in the Underground PATH System (Ward 10)
2:19:24 - GL9.22 - Enactment of By-laws (Ward All)
A
Good
morning,
everyone
I'm
gonna
call
meeting
number
9
of
the
general
government
licensing
committee
to
order
I'd
like
to
welcome
committee
members
and
anybody
in
attendance
today
to
members
of
the
public
into
the
media.
You
can
follow
the
agenda
and
debate
on
your
computer
tablet
or
smartphone
at
WRO.
No
see
a
backslash
Council.
A
The
general
government
licensing
committee
acknowledges
the
land
were
meeting
on
is
through
traditional
territories
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
on
and
ashabi
the
Chippewas,
the
Hana
de
Shawnee
and
the
Wenda
peoples,
and
has
now
home
to
many
diverse
First,
Nations
Inuit,
ma
T
people's.
We
also
acknowledge
that
Toronto
is
covered
by
treaty
number
13
with
the
Mississauga's
of
the
credit.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
actors,
seeing
none
I
need
motion
and
confirm
the
minutes
of
our
last
meeting
on
October
7th
2019
council
Annunziata.
A
A
Number
three
is
cancellation
reduction
or
refund
of
property
taxes
as
of
November
18
2019.
That's
also
9:45.
Hearing
number
four
is
a
metropolitan
Toronto
Police
benefit
fund.
The
termination
wind
up
and
surplus
distribution
comes
for
holidays
moving
the
recommendations
all
in
favor
carried
number
five
is
the
Toronto
Civic
employees,
pension
plan
termination
and
wind
up
in
surplus
distribution
of
funds.
A
Councilman
Ziad
is
moving
the
recommendations.
All
in
favor
carried
number
six
3,100
Weston
Road
designation
of
a
portion
of
the
pretty
used
by
parks,
forestry
and
recreation
is
the
municipal
capital
facility
and
councillor
holidays,
moving
the
recommendations,
all
in
favor
carried
number
seven
351
lakeshore
Boulevard
East
545
lakeshore,
Boulevard,
West
and
5800
Yonge
Street
designation
of
portions
of
the
properties
used
as
temporary
shelters
as
muscle
capital
facilities,
councillor
Phil
Ian's,
moving
the
recommendations
all
in
favor
carried.
A
A
Councillor
Annunziata
is
moving
the
recommendations
on
number
10.
All
in
favour
carried
number
11
proposed
amendments
to
the
corporate
facilities
display
policy
to
enable
nonprofit,
fundraising,
councillor
holidays
question
on
number
11
number
12
easement
for
an
N
wave
energy
corporation
on
future
parkland
at
55,
lakeshore,
Boulevard,
East,
councillor
holidays,
moving
the
recommendations
at
number
12
on
favor
Kerry.
A
A
Counselor
Annunziata
is
moving
the
recommendation
of
number
15
all
in
favor
carried
number
sixteen
provision
of
non-competitive
proprietary
software
licenses
from
sa
p,
canada
incorporated
for
the
SI
p
enterprise,
hana
solution,
counselor
holiday,
moving
the
recommendations
on
number.
Sixteen,
all
in
favor
carried.
A
Counselor
holiday,
is
moving
the
recommendations,
number
17,
all
in
favor
carried
number
eighteen
non-union
employees,
separation
costs
for
2018;
sorry,
you
hold
up:
okay,
counselor
Phil,
Ian's,
holding
number
eighteen
number:
nineteen,
occupational,
health
and
safety
record
for
the
first
and
second
quarters
of
2019
counselor
Holidays,
holding
number
nineteen
number:
twenty
municipal
licensing
and
standards,
additional
information
on
enforcement
strategy
and
service
standards;
counselor
Phil
Ian's,
holding
number
20
number.
Twenty-One
accessibility
in
the
underground
path
system.
B
B
Good
morning,
good
morning,
mr.
chair
and
members
of
general
government
and
licensing
committee,
my
name
is
Casey
Brendon
I
am
the
director
of
Revenue
Services
Division
I
am
joined
today
by
John
long,
green
er
manager
of
operational
support
and
by
Sarah
Jackson
our
supervisor
financial
analysis
and
policy
unit.
We
have
a
short
presentation
on
the
work
of
Revenue
Services
Division.
B
Our
mission
in
Revenue
Services
is
to
provide
quality,
timely
and
accurate
billing
collection
and
payment
processing
for
municipal
property
taxes,
parking
tickets,
an
income
from
utility
consumption,
as
well
as
other
revenue
generating
services
to
support
city
programs
and
services.
Our
vision
statement
is
to
provide
leadership
in
revenue
management
excellence
in
customer
service,
through
investment
in
our
people.
B
B
So
the
division
will
breakdown
for
revenue
services.
You
will
see
the
the
division
is
composed
of
a
director.
Five
managers,
22
supervisors
and
227
full-time
staff,
and
our
programs
are
shown
across
the
top.
The
major
functional
areas
are
property
assessment
and
Taxation
utility
billing
and
parking
ticket
operations,
operational
support,
our
customer
service
and
revenue,
accounting
and
collection.
B
B
So
our
major
operations,
then
our
property
tax,
utility
billing
we
collect
municipal
land
transfer,
tax
parking
ticket
or
operations
and
municipal
accommodation,
tax
and
I-
will
walk
you
through
each
of
those
with
a
few
facts
and
figures.
Next,
in
property
taxes,
we
issue
1.5
million
bills
annually,
and
that
includes
interim
final
and
supplementary
omitted
Billings
and
we
raise
annually
in
2018
six
point
five
billion
dollars
through
our
property
tax
levy
and
of
that
levy.
Four
point:
three
billion
is
the
municipal
portion
of
taxes
and
2.2
billion.
Is
the
education
portion
of
taxes?
B
B
We've
added
two
new
programs
within
utility
billing.
The
solid
waste
rebate
program,
provides
support
to
low-income,
seniors
and
low-income
disabled
persons
on
the
solid
waste
portion
of
their
utility
bill.
That
was
new
for
2018
and
we
also
have
introduced
a
home
dialysis
rebate
program
and
that
is
to
offset
the
cost
of
increased
water
consumption
where
a
customer,
our
resident
of
Toronto,
is
undergoing
home
dialysis.
B
B
Parking
ticket
operations-
you
will
know
in
2017
parking
tickets
changed
over
from
provincial
to
two
offences
under
the
Provincial
Offences
Act,
an
administrative
penalty
system
that
is
administered
within
the
City
of
Toronto
by
city
staff.
Revenue
Services
has
worked
with
court
services,
legal
services
and
the
Toronto
Police
Service
to
design
and
implement
a
dispute
program
for
parking
violation,
disputes
that
is
faster,
easier
and
more
convenient
for
the
members
of
the
public.
B
73%
of
parking
violation
notices
where
people
have
filed
disputes.
They
are
using
the
online
method
to
to
resolve
their
dispute,
so
they
apply
online.
They
get
an
answer
online
and
that
has
speeded
up
significantly.
The
process.
We've
also
seen
a
significant
reduction
in
drive-away
cancellations.
There
was
almost
46,000
drive-away
cancellations
in
2017.
These
are.
These
are
offenses
where
the
person
drives
away
before
the
issuing
officer
can
actually
issue
the
ticket.
B
We
now
have
the
ability,
under
the
administrative
penalty
system,
to
mail
out
those
violations
to
those
offenders,
and
so
we
have
reduced
significantly
the
number
of
people
that
are
getting
away
by
driving
away
before
their
ticket
is
issued.
In
2018,
we
collected
a
hundred
and
three
million
dollars
in
parking,
fines
and
fees,
and
that
was
two
point:
two
million
parking
tickets
so
we're
roughly
2
million
parking
tickets
issued
every
year.
B
A
Revenue
Services
Division
also
administers
the
municipal
land
transfer
tax,
which
generated
800
million
in
revenue
in
2018,
and
we
have
started
collecting
the
municipal
accommodation
tax.
The
hotel
tax
is
now
in
place.
We
approximately
35
million
collected
last
year
and
that
money
part
of
that
money
goes
to
fund
tourism,
Toronto
and
the
other
half
goes
to
fund
City
programs
and
services.
We
will
also,
in
revenue
services,
be
responsible
for
the
collection
of
the
municipal
accommodation
tax
on
short-term
rentals,
which
are
your
overnight.
B
B
Typically
reports
considered
at
general
government
in
licensing
committee.
You
will
be
familiar
with
these.
These
are
actually
on
today's
agenda:
the
apportionment
of
proper
taxes.
This
is
a
report
that
allows
us
to
split
unpaid
taxes
from
older
parcels
to
the
newly
created
parcels.
Following
a
severance.
This
is
item
9.2
on
today's
agenda.
A
council
has
delegated
authority
to
the
general
government
and
licensing
committee
to
hold
these
hearings.
B
B
These
are
tax
appeal
applications
that
are
made
to
the
treasurer
which
permits
council
to
cancel,
reduce
or
refund
taxes
where
a
change
has
occurred
in
mid-year,
and
so,
if
your
property
taxes
change
mid-year
because
of
a
change
event,
this
allows
us
to
adjust
your
taxes
for
that
taxation
here
in
your
changes
include
when
a
property
is
destroyed
by
fire
or
demolished
becomes
unusable
due
to
renovations
or
repairs,
becomes
exempt
from
taxation,
or
is
reclassified
due
to
a
change
in
use.
This
is
also
a
statutory
hearing
that
has
been
delegated.
B
Additionally,
reports
considered
a
general
government
and
licensing
committee
include
the
right
off
of
uncollectible
property
taxes
from
the
role
and
we
will
report
to
general
government
than
licensing
where
all
collection
efforts
have
failed
and
we
seek
council
authority
to
remove
those
properties
from
the
tax
role.
We
report
twice
annually
on
the
city's
largest
property
tax
debtors,
anyone
with
arrears
greater
than
a
half
a
million
dollars,
and
we
also
provide
an
annual
report
on
the
status
of
outstanding
payments
in
lieu
of
tax,
from
federal,
provincial
and
municipal
properties.
B
Additionally,
Revenue
Services
prepares
and
presents
these
reports
not
to
this
committee,
but
to
Executive
Committee.
We
report
annually
on
the
heads
and
beds
levy
on
institutions.
These
are
taxation
amounts
that
are
levied
on
provincial
institutions
such
as
colleges.
You
know,
universities,
public
hospitals
and
correctional
facilities,
and
that
rate
for
heads
and
beds
has
been
set
at
$75
per
provincial
hospital
bed,
full-time
student
or
resident
place.
B
And
briefly,
I
will
walk
you
through
some
recent
customer
service
enhancements
and
where
we're
going
in
North
York
we've
installed
a
Q
Matic
queuing
system.
This
is
where
you
take
a
number,
and
it
says
now
serving
number
14.
This
has
significantly
improved
convenience
to
our
customers,
who
can
now
take
a
number
and
have
a
seat
while
their
number
is
called
instead
of
lining
up
and
and
more
importantly,
this
provides
extremely
accurate
statistics
to
monitor
our
average
wait
times
that
our
counters
and
the
number
of
customers
served.
B
We
have
updated
and
created
a
new
system
to
allow
online
mailing
address
updates.
So
you
can
now
update
your
mailing
address
online.
Instead
of
submitting
a
form
manually
and
submitting
to
us,
we
do
approximately
1400
address
changes
per
month.
Saving
a
lot
of
staff
time
and
over
21,000
have
been
a
mailing
address.
Updates
have
been
made
since
April
2018.
B
And
finally,
this
is
this
is
my
last
slide.
The
these
are
initiatives
that
we're
working
on.
We,
we
have
actually
approached
the
Canada
Revenue
Agency,
the
CRA,
to
provide
automated
income
verification,
and
this
will
allow
us
to
speed
up
the
process
and
put
more
accuracy
around
verifying
income
for
eligibility
purposes
for
our
tax
and
utility
relief
programs.
This
is
a
pilot
we
expect
to
have
this
up
and
running
early
in
2020.
B
We
continue
to
modernize
our
tax
and
utility
billing
system,
and
we
are
now
looking
at
a
full-scale
integration
of
all
of
our
financial
information
and
our
tax
and
utility
billing
systems.
With
our
si
P
financial
systems.
We
are
looking
at
a
billing
options
for
property
tax
and
utility
accounts
for
those
people
who
prefer
to
receive
their
bills
via
email.
We
are
facilitating
expanding
online
applications.
We
have
a
lot
of
programs
that
people
apply
for
right
now,
it's
a
very
manual
process
and
a
paper
paper
driven
form
process.
B
We
are
looking
at
moving
our
application
process
online
and
we
are
also
looking
to
facilitate
online
remittances
for
municipal
accommodation
tax.
When
we
start
taxing
short-term
rentals,
we
will
need
a
means
to
allow
those
operators
to
pay
and
we
will
be
designing
working
with
corporate
int
on
a
system
to
provide
online
payment
ability
and
we
are
undertaking
further
updates
to
our
online
utility
lookup
to
include
billing
and
payment
history.
B
C
C
B
B
C
Just
over
the
parking
tickets,
2.2
million
parking
tickets
issues,
but
there's
there's
a
there's
a
note
here
that
says:
seventy
three
percent
of
parking
violation,
notices
choosing
to
dispute
the
online
use,
use
the
online
dispute
process
right.
How
many
people
out
of
the
2.2
million
dispute
their
ticket.
B
C
C
I
guess
my
last
question
is
kind
of
an
overarching
one.
You
have
an
enormous
amount
of
information,
the
work
that
you
do
right,
there's
there's
interesting
things.
If
you
started
to
look
at
the
data
around
property
tax
bill
utilities,
tickets
I
like
I'm
fascinated
with
out
I'd
love
to
know
where
the
tickets
are
going.
What
are
they
for
or
what
are
that?
What
are
the
dispute
rates?
What
are
the
the
hot
spots,
because
that
triggers
other
question
rate
that
doesn't
have
to
do
with
revenue
it
has
to
do
with
the
city.
C
Can
you
talk
a
little
bit
about
what
the
rules
are
that
you
operate
under
in
terms
of
sharing
information?
Is
there
legislation
in
place
or
their
restrictions
or
their
policies
and
as
a
member
of
council?
What
can
I
think
about
if
I
want
to
start
thinking
about
using
the
data
that
could
be
used
in
different
ways?
C
B
That's
that's
a
very
good
question
and
then
there
is.
This
is
a
two-part
answer,
because
Revenue
Services
does
in
fact
have
a
lot
of
information
on
financial
information
and,
and
that
is
sort
of
personal
information.
If
you
can
attach
financial
information
to
an
individual's
name.
That
is
personal
information
and
we
have
limits
on
what
we
can
disclose.
However,
we
make
available
open
data
sets
that
are
that
are
available
to
the
public
that
have
statistical
information
where
we
have
severed
off
any
personal
information.
B
The
fine
amounts
you
just
can't
see
personal
information,
and
in
this
case
that
would
be
they
who
received
the
ticket
license-plate
or
so
that
is
severed
in
an
open
data
set.
We
do
the
same
thing
for
taxes
and
utility
in
that
there
is
information
that
is
made
available
without
personal
information.
So
so
we
in
terms
of
property
taxes,
property
taxes.
A
lot
of
that
information
is
generally
available,
certainly
for
commercial
businesses
as
long
as
you're
not
identifying
an
owner
name,
the
amount
of
property.
B
B
Is
a
question
of
information
can
be
provided
in
aggregated
form,
but
even
in
the
information
on
individual
consumption,
because
that
can
be
identified
to
you,
your
property
or
your
business.
That
is
information
that
that
is
not
out
there.
As
long
as
it
can
be
related
to
a
particular
operation
that
you
can
name
consumption,
then
that's
not
releasable,
but
we
do.
As
I
said
we
we
can
provide
information
aggregated
so
that
so
that
you're
not
specifying
individual
parcels,
so
you
could
provide
block
by
block
by
block
information
for
utility
consumption.
D
B
B
B
So
if
you
wanted
specific
numbers
on
the
outcome
at
trial,
that
would
be
a
question
for
legal
services,
because
legal
services
operates
those
screening
offices,
but
we
do
report
annually
on
parking
ticket
activity
and
report
to
this
committee,
and
it
has
an
indication
of
how
many,
how
many,
what
the
outcomes
are
when
they
are
disputed,
some
are
thrown
out.
Some
are
reduced,
you
might
get
a
50%
reduction
on
a
parking
ticket.
Some
are
canceled
altogether
yeah.
D
Okay,
as
far
as
the
cancellation
reduction
refund,
you
mention
here,
I,
don't
know
what
page
it's
on,
but
when
a
property
is
destroyed
by
fire,
demolished,
unusable
due
to
renovation
repairs
the.
So
where
do
you?
Where
does
that
information
come
from,
for
example,
if
some,
if
someone
is
doing
renovations,
so
the
that
information
comes
from
the
building
department
like
how
do
you
get?
How
do
you
gather
that
information?
So
you
know
which
properties
that
you're
going
to
cancel,
reduce
your
refund
right.
B
So
in
in
these
cases
it
is
the
owner
that
actually
makes
an
application
to
the
city
and
says
my
property
has
changed.
It
was.
It
was
demolished
on
such-and-such
a
day
or
there
was
a
fire
that
occurred
on
such-and-such
a
day,
so
the
owner
makes
an
application
to
the
city
for
that
cancellation
or
refund
or
reduction.
We
then
using
that
owners
information
go
to
em
pack
and
say
for
the
assessed
value
of
this
property.
At
the
beginning
of
the
year,
the
property
was
whole.
B
There
was
a.
There
was
a
fire
that
happened
halfway
through
the
year
impact
will
then
advise
us
what
the
property
assessment
should
be
reduced
to
to
reflect
the
damage
for
the
fire
or
to
reflect
that
the
property
changed
from
taxable
to
exempt
and
the
number
of
days
that
it
applies
to.
So
if
we
know
how
much
the
CVA
has
changed
and
the
number
of
days
in
the
year
that
it
applies
to,
we
can
do
the
math
from
there
yeah.
B
A
E
Sorry
yep
duh
just
want
to
say
of
all
the
interactions
with
different
people
who
collect
money
from
me,
or
my
constituents
I
find
by
far
the
best
customer
service.
I
am
very
happy
to
say
with
the
with
the
city
like
you
know
miles
above
the.
If
we
all
think
of
our
interactions
with
the
god
help
us
the
utility
companies,
the
cable
companies,
so
I
think
we're
we're
doing
a
great
a
great
job
in
this
area
and
thanks
for
the
good
work.
A
A
B
Through
you,
mr.
chair,
thank
you
for
the
question.
So
in
this
case
the
report,
that's
in
front
of
you,
identifies
a
number
of
properties
where
we
are
apportioning
the
taxes,
so
it
will
show
the
old
taxes
and
the
individual
apportioned
Emmaus.
This
motion
removes
one
property
where
we
have
recommended
an
apportionment,
and
the
reason
for
the
removal
in
this
case
is
because
the
taxes
were
fully
paid.
Okay,
we
no
longer
need
to
apportion
the
taxes
in
this
case.
A
A
Seeing
none
any
members
of
the
committee
have
questions
of
staff,
councillor
Matt,
Lowe,
no,
okay,
speakers,
I'll,
move
the
recommendations
in
the
report.
All
in
favor
carried,
we
are
gonna,
go
to
item
number
13,
City,
Hall,
council
chambers,
modernization
options.
We
have
one
speaker,
mr.
Miguel,
Avila,
sorry,
there's
no
speakers
on
11
I
thought
I'd
take
care
of
the
DEP.
You
know
furs.
G
Problem
all
right,
I'm
gonna,
be
speaking
on
the
report
on
page
three
Alti
with
regards
addressing
security
and
life
safety
issues,
the
public
washing
access
with
this
within
the
secured
area,
the
council-chamber
public
washes
are
located
in
the
council-chamber
east
tower
elevator
landing
area
which
is
outside
the
secured
area
with
it,
with
the
current
location
of
the
walkthrough
metal
detectors.
Members
of
the
public,
who
have
already
been
screen
to
enter
the
chamber,
must
exit
the
secure
area
and
therefore
must
be
reoccurring
to
reenter
the
Chamber's.
So
this
is
me
and
December.
G
28
2008,
the
the
Washington's
old,
were
closed
to
the
public
public
washroom
closed
to
the
public.
With
a
key
I
inquiry
with
corporate
security,
they
told
me
that
if
I
need
to
use
the
washroom
I
had
to
ask
them
to
open
it
up
and
at
the
moment
I
got
out
of
the
washing
I
was
asked
I
had
to
get
you
had
to
get
rescreen,
although
it's
just
like
three
feet
away
from
the
screen
table.
So
this
issue
is
this
issue
I'm
glad
that
is
coming
to
this
committee
for
discussion.
G
If
hopefully
approval
but
I
have
some
questions.
On
page
8
of
the
report,
he
says
that
we
are
going
to
locate
city
council,
while
this
ex-truck
Sherrill
improvements
happened
with
the
city
council
chambers.
My
question
to
the
committee:
well,
this
recommendation
related
to
the
washings
will
be
also
allocated
to
the
new
facility
that
will
take
place
down
the
road
because
we
want
to
avoid
similar
situations
like
this
and
where
I
was
giving
a
totally
car
to
use
the
Russians
and
I
was
told
that
you
know
what
Miguel
we
give
you
a
toilet
:.
G
You
can
get
ahead
of
the
line
to
go
to
City
Council
Chambers.
What
embarrassment
sad
situation
that
was
anyhow
I
apply
for
an
accommodation
for
under
disability,
because
I
have
diabetes
and
I
have
mental
illnesses.
They
deny
it.
They
decided
to
deny
my
request.
So
these
are
the
things
we
need
to
improve
as
we
move
forward.
Of
course,
these
are
the
an
unattended
circumstances.
Issues
that
happen
when
council
does
not
consult
with
appropriate
committees.
I'm
talking,
we
regard
the
Toronto
accessibility,
Advisory
Committee
of
the
city
led
by
counsel
or
Christian
110.
G
You
know
it
should
have
come
to
them
first
and
say:
look
we
had
this
proposal
to
enhance
the
security
facilities
of
City
Council,
because
X
Y
and
say
you
know
they
could
have
come
to
them
say
this
is
what's
gonna
happen?
What
would
what
would
someone
with
diabetes,
like
myself,
will
experience
him
if
I
had
to
be
rescreened
20
20
times
a
day?
You
know
this
took
almost
a
year,
but
I'm
glad
this
coming
forward
and
I
hope.
G
Another
thing
I
want
to
say
is
that
access
to
the
water
fountain
is
also
between
the
secured
area.
So,
if
I
had
to
go
and
drink
water
out
of
the
fountain,
which
is
located
in
the
same
area,
I
had
to
get
rescreen
I
sent
an
email
to
facilities
management
and
they
replied
to
me.
It
says
and
I'm
sorry,
mr.
Avila,
you
had
to
get
rescreen
if
you
want
to
get
a
sip
of
water
like
this.
G
Is
it
ridiculous
again,
so
I
hope
you
can
introduce
some
kind
of
motion
in
addition
to
the
requests
for
financial
changes
in
the
structures
of
security
and
barriers
through
to
people
with
disabilities,
and
she
it
shouldn't
be
that
way.
You
know
what
an
album
and
I
will
not
lie
to
you.
I
consulted
with
the
almost
Minh
and-
and
this
problem
is
someone
that
perhaps
she
was
going
to
intervene
because
it
was
getting
so
ridiculous,
especially
the
toilet
card.
It
was
really
just
thank
you
so
much
counselors.
G
A
H
Through
the
chair
from
from
Toronto
accessibility
design
guidelines
and
from
the
audits
we've
done,
we
don't
perceive
there
to
be
any
any
impediments.
Currently,
the
report
before
you
will
address
all
accessibility
requirements,
including
physical
disabilities,
hearing
impaired
and
visually
impaired,
so
we're
looking
at
looking
at
the
the
council
chambers
enhancing
the
council
chambers
by
by
addressing
accessibility
from
that
perspective,
as
well
as
taking
the
opportunity
to
update
and
modernize
council
chambers.
F
Too,
to
see
it
plainly-
and
this
is
genuinely-
is
a
question
rather
than
a
comment,
but
but
just
so
you
know
what
I'm
driving
at
is
there
a
way
to
separate
the
more
pressing
and
very
reasonable
concerns
with
regards
to
security
and
accessibility
and
spending
the
money
right
now
on
working
on
the
feasibility
of
a
whole
overhaul
of
the
chambers
before
we
know
what
we
want
the
Chamber's
to
accommodate,
can
we
can
we?
Can
we
parse
out
those
two
more
pressing
items.
H
Through
the
chair,
using
an
integrated
approach
would
be
more
feet,
more,
be
more
cost
effective,
long-term,
addressing
accessibility
and
that's
addressing
security
they're
one
in
the
same,
because
we
want
to
make
sure
that
we
provide
access
for
all
and
incorporate
the
security
as
part
of
that
and
not
to
do
one
before
the
other.
They
both
go
hand-in-hand.
How.
H
H
Through
the
chair,
that's
an
upset
limit
because
we're
going
to
look
at
both
from
a
design
spective
to
take
care
of
to
look
at
sorry
at
the
Toronto
accessibility
design,
guides
guidelines,
we're
looking
at
the
furniture,
fixtures
and
equipment
we're
looking
at
the
security,
so
we're
looking
at
a
variety
of
different
initiatives:
security,
accessibility,
furniture,
fixtures
and
equipment.
So
that's
an
upset
limit,
we're
just
setting
an
upset
limit,
but
but
we're
looking.
It's
not
just
from
a
design
its
technology
as
well
as
furniture,
but.
F
I,
don't
understand
about
that
is
think
$400,000.
If
you
were
gonna,
do
like
a
full,
full
gut
renovation
of
a
house,
it
would
caught
and
could
cost
you
something
like
that
to
actually
do
the
work
have
a
modern
kitchen,
redo,
the
you
know,
everything
in
a
home
to
simply
to
simply
do
the
consultant
side
of
it.
The
feasibility
report
side
of
it
before
you
even
start
doing
the
work.
I,
don't
understand
the
cost.
H
I
Through
the
chair
fight,
if
I
could
also
respond,
there's
aspects
around
the
Heritage
aspect
that
we
have
to
take
into
consideration.
That
will
be
part
of
the
review.
But
going
back
to
your
first
question,
councillor
Matt,
Lowe
I
think
the
one
thing
that
is
important
that
Pat's
are
describing
is
because
this
is
going
to
be
more
of
a
modular
approach
right,
whatever
council
decides,
whatever
the
appeal
becomes
right,
we
can
actually
adjust
through
this
new
process
right
we're
you
can
today,
cuz
things
are
actually
integrating
to
the
floor.
I
J
C
It's
a
brief
one.
I've
noticed
that
the
cellphone
reception
is
miserable
in
that
chamber
and
while
I
don't
they
don't
spend
a
lot
of
time.
Yakking
on
my
phone
during
council
do
send
the
odd
text
message
and
and
rely
on
the
data.
Is
there
a
way
to
have
a
look
at
that
from
a
technology
perspective,
because
I
know
that
the
cell
towers
I
think
we're
outside
the
building,
but
is
there
something
that
could
be
woven
into
the
technology
consideration
to
try
to
deal
with
that
because
I'm
sure
members
of
the
public
have
the
same
issue.
C
D
I
Mr.
chair,
so
that
we
do
maintain
a
continuously
plan
for
means
of
amazing
council,
so
we
do
have
kind
of
on
a
regular
basis,
an
idea,
but
what
we
would
do
in
the
event
of
the
chamber
being
unavailable.
In
that
case,
we'd,
probably
look
at
one
of
two
things.
We
do.
They
look
at
whether
there
is
a
city
facility
in
the
downtown
district,
large
enough
to
accommodate
council
or
the
alternative
is.
We
might
actually
look
at
renting
some
space
in
a
nearby
hotel
so
that
council
members
could
still
be
close
to
their.
A
D
I
F
A
F
As
to
how
many
awards
we
would
like
to
see,
we
may
select
to
keep
the
status
quo.
We
may
select
to
go
to
44,
Awards
or
47
words.
We
haven't
had
that
debate
yet
I
think
it
would
be
premature
to
start
selling
the
chairs
so
to
speak
before
we
make
that
determination,
regardless
of
how
that
debate
will
resolve
itself
$400,000.
F
That
may
be
the
most
liberal
request
of
how
much
money
you
you
would
like
to
be
allowed
to
have,
but
I
think
it's
just
an
absurd
number
to
request
and
I
say
that,
with
all
due
respect,
I
said
earlier,
like
literally
you
could
you
could
gut
an
entire
house
and
rebuild
it
from
inside
app
with
$400,000
I'm
in
no
mood
to
just
say
here's
blank
cheque
for
$400,000
for
a
consultant's
report
on
the
feasibility
of
doing
something,
never
mind
pain.
To
actually
do
it
so
I
want
I.
F
I
want
to
rethink
on
that,
but
certainly
I
I
think
would
be
irresponsible
to
neglect
the
fact
that
our
collective
security,
meaning
those
of
us
who
work
there
and
those
of
us
who
are
witnessing
democracy
and
participating
in
it
should
have
a
secure
public
space
to
go
to
and
accessibility
should
should
always
be
a
priority.
So
that's
why
I
asked
focus
on
those
two
areas.
F
Let
us
know
I
want
to
know,
for
example,
can
you
parse
it
out
and
do
it
effectively
if
you're?
If
what
you're
saying
is
true-
and
it
would
be
more
expensive,
explain
that
to
us,
and
we
need
to
understand
that
reality
and
then
maybe
we'll
make
a
different
decision.
I
want
to
understand,
for
example,
does
it
need
to
be
$400,000?
Can
you
ask
for
half
that
price
tag
go?
Do
another
rethink
I'm,
not
quite
I'm,
not
comfortable
to
support
it
moving
forward
the
way
it
is
and
ultimately
cart
before
the
horse.
C
You
thank
you
for
the
motion.
I
just
wondered
if
the
counselor
could
clarify
the
the
spirit
of
this
is
these
are
the
needs
to
have
yeah?
This
is
the
nice
to
have
so
you
you,
you've,
you've,
pulled
out
accessibility
and
security,
but
I
guess
the
concept
is,
is
those
are
like
the
minimum
changes
that
need
to
be
done
versus
the
other
stuff,
which
is
which
contributes
to
function
and
so
on?
But
this
how.
F
A
No
other
speakers,
no
okay
right,
so
I'm
lost
so
I
I'm
gonna
start
off
by
saying
I
appreciate
the
intent
of
councillor
Matt
Lowe's
motion,
but
I
also
look
at
the
council
chamber
as
what
we
need:
a
oh
eh,
oh
eh,
da
accessibility
requirements,
emergency
requirements,
technology,
the
the
buttons
that
we
use
upstairs
in
the
chamber,
the
last
I
heard
from
the
staff
they're
being
buying
them
third
party.
Those
buttons
aren't
available
anymore,
that
when
we
look
at
modernizing
the
chamber,
it
can
be
done
in
a
in
a
module
component.
A
A
You
know
on
the
face
of
it.
I
don't
want
to
reach
the
point
where
we're
saying
the
staff
you
know,
we've
been
told.
The
$400,000
is
the
upper
level.
I
trust
them
from
the
work
that
they've
done.
That
they're,
always
as
frugal
as
possible.
I
think
that
by
setting
a
threshold
stop
meeting
it
and
then
something
happens,
they
have
to
come
back.
Something
else
becomes
part
of
that.
I
think
that
just
delays
this
process,
the
Chamber's,
haven't
been
renovated,
since
1998
I
think
they're
long
overdue
and
I
would
like
to
move
forward
with
this
report.
A
A
The
chalice
chile's
good
morning,
miss
Chile's.
You
have
five
minutes
to
address
the
committee.
Half
you're
spoken
for
five
minutes
any
of
the
committee
members
can
ask
you
questions
for
up
to
five
minutes,
and
then
the
committee
will
debate
this
internally.
You
have
five
minutes
to
start
whenever
you're
ready.
K
Yes,
good
morning,
my
name
is
Helen
chalice
and
I'm
here,
representing
about
approximately
1,000
tenants
in
the
City
of
Toronto.
I
was
also
a
board
member
with
the
Federation
of
Metro
tenant
associations
and
other
advocacy
groups.
I
am
very
very
concerned
that
we
are
still
discussing
standards
when
it
comes
to
3.
1
1
calls
personal
experience
and
reports
from
many
others,
the
three
one
one
call
center
in
the
staff
they're
fantastic.
They
follow
up.
They
call
they're
fantastic,
that's
about
the
level
of
service
we
receive
when
it
comes
to
rental
properties.
K
Don't
think
that
that's
the
way
a
regular
workplace
works
I
think
we
need
to
step
it
up.
We
don't
need
to.
We
must
step
it
up.
We
keep
speaking
of
aging
infrastructure.
There
are
aging
buildings
throughout
the
city.
We
keep
speaking
of
affordability
within
housing.
The
new
condos
that
are
going
up
are
going
to
start
looking
like
some
of
our
aging
infrastructure.
Unless
we
do
what
is
absolutely
necessary
to
ensure
the
safety
and
the
health
of
our
citizens
of
Toronto,
it
also
includes
city
staff.
K
When
there
are
issues
in
a
building
and
people
are
getting
trapped
in
elevators
city
staff
may
also
get
trapped,
so
we're
all
at
risk
all
that
we're
asking
and
we're
not
asking
laws
in
place,
and
it
needs
to
be
adhere
to
I,
hear
a
lot
of
issues
around
heating
we're
in
the
middle
of
winter.
Many
of
my
neighbors
have
been
calling
3-1-1.
We
still
don't
have
proper
heat.
We've
been
told
from
management
that
it
may
be
sometime
at
the
end
of
the
month.
K
Maybe
sometime
last
year
same
thing:
do
you
know
how
they
kept
the
heat,
the
heat
in
the
building?
They
turned.
They
closed
their
ventilation
systems.
Last
year
we
called
and
called
and
called,
and
we
never
had
the
decency.
No
one
had
the
decency
from
the
city
to
call
us
back
to
let
us
know
and
to
help
us.
We
are
on
the
tax
roll
just
because
you
may
happen
to
rent
we're
all
property
tax
payers
and
we,
the
people,
expect
to
be
serviced.
I
for
one
feel
like
a
second-class
citizen.
K
I
do
I
feel
like
a
second-class
citizen.
This
chamber
was
full
last
week
of
people
complaining
and
complaining
and
complaining
bedbugs,
you
name
it
I
understand
that
problems
will
arise.
No
one
is
expecting
perfection,
no
one
and
in
our
building
we're
probably
some
of
the
most
efficient
tenants
that
you
will
ever
find.
However,
I
am
I,
don't
like
you
know,
it's
I,
don't
want
to
be
here
as
much
as
I
am
and
I.
K
Don't
even
understand
that
we're
still
continuing
to
discuss
the
same
issues
when
I
hear
City
Council
members
pas
in
the
past,
with
the
tenant
issues
committee
telling
city
staff
and
a
city
department
to
get
some
teeth,
it
is
embarrassing.
There
is
no
reason
to
be
embarrassed.
I
understand
that
everyone
has
a
job
to
do
that.
Enforcement
officers
may
be
tired.
We're
tired
we're
all
tired,
it's
time
that
we
all
come
together,
including
the
industry
come
together.
K
So
that
way
we
can
ensure
that
we
have
safe,
healthy
buildings
that
we
can
all
take
pride
in,
because
it
is
a
dirty
little
secret
that
many
visitors
who
come
to
the
city
have
no
idea
what
many
of
us
are
experiencing
on
a
day-to-day
and
I
do
appreciate
your
time
and
I'm
looking
for
solutions,
not
more
meetings.
Thank
you.
Okay.
Thank.
A
K
K
K
And,
and
just
so
you
know,
we
used
to
call
3-1-1
all
the
time,
but
it's
not
working
I
have
I,
have
someone
in
my
building
he's
blind
and
he
didn't
have
enough
heat.
So
a
few
of
us
helped
him
and
he
called
the
city.
Finally,
about
heat,
he
didn't
have
heat,
they
sent
someone
there
to
check
and
they
said
we're
going
to
fix
it
and
again,
we've
been
in
meetings
with
senior
executives,
the
management
but
executives
all
the
way
to
the
top
and
I.
K
Remember
a
couple
of
years
ago
we
were
in
their
offices
having
a
meeting
and
they
discussed
heating.
We
were
all
sitting
in
the
off
in
our
building
with
coats
on
mitts
on
hats
on
and
we
were
freezing
and
we
decided
to
walk
the
building.
So
we
can
start
to
keep
warm.
There
was
a
three
one:
one
call
lots
had
come
in,
the
file
was
closed,
but
yet,
on
the
same
day
it
was
closed.
K
K
Talks
right
now:
yes,
we
also
had
a
fire
a
couple
of
weeks
ago
and
apparently
we're
waiting
for
the
fire
report.
Apparently
the
fire
light.
The
fire,
like
safety
equipment,
apparently
wasn't
working
inside
the
unit
and
we're
now
dealing
with
a
with
the
fire
marshal's
office
and
investigations
I'm.
Just
we're
not
feeling
safe
and.
A
C
A
D
Cuz,
that
was
at
11
we're
at
20,
okay,
just
for
staff,
oh,
not
on
11.
This
is
in
response
to
the
members
motion
by
councillor
Fletcher
and
council
Bradford
right,
so
can
you
maybe?
Can
you
explain
what
the
intent
of
their
motion
was
because
we
do
have
the
bylaws
than
that,
but
I'm,
not
sure
if
that
captures,
what
the
intent
of
the
motion
is.
So
if
you
can
just
enlighten
me
the.
H
Intent
of
the
motion
was
to
allow
charitable
organizations
and
nonprofit
organizations
to
conduct
fundraising
events
in
Civic
Center's.
The
way
it
had
been
revised
in
2017
was
that
they
had
to
have
a
they
had
to
line
themselves
with
the
city
division.
To
do
that,
so
that
restricted
organizations
like,
in
this
case
the
East
Rotary
Club
that
actually
does
fundraising
events
to
give
back
to
communities
that
actually
restricted
that.
So
we
wanted
to
make
to
change
that
to
allow
for
charitable
organizations
actually
to
conduct
fundraising
events.
A
E
E
I
have
a
concern
and
I'll
look
for
either
your
guidance
mr.
chair
or
staff
guidance,
and
whether
we
need
to
go
in-camera
for
this,
but
I
would
be
interested
in
a
breakdown.
I
know
you
I
see
we
can't
name
individuals
names,
but
what
types
of
positions
are
these
and
and
I
guess
I
could
ask
this
of
the
total
number
of
21
in
how
many
I
guess?
Is
it
possible
to
get
a
breakdown
of
I'll?
Ask
it
that
way.
A
A
All
right
so
we're
gonna
hold
down
item
number
18
we're
gonna,
go
in-camera
at
the
end
of
the
meeting,
so
we'll
hold
that
down
we're
gonna
go
to
number
19
occupational
health
and
safety
report
for
the
first
and
second
quarters
of
2019
come
sir
holiday.
You
held
that
items.
You
have
questions
the
stuff
I
do.
C
Thank
You
mr.
chair
I'll
ask
a
couple
of
detailed
ones
and
then
I
think
I
haven't
over.
You
want
to
wrap
up
with,
but
I
thought
it
recalled
in
the
news
and
maybe
I've
got
it
wrong.
Were
there
any
fatalities
or
fatalities
associated
with
city
operations
that
we
need
to
make
sure
that
we're
aware
of,
as
a
committee
seem
to
recall
some
reports
on
solid
waste,
but
they
may
have
been
contractors
I,
don't
know.
Yes,.
L
Allison
Anderson
here,
director
of
Occupational
Health
and
Safety
through
the
chair
under
the
portion
of
the
report
on
critical
injuries.
We
report
out
to
you,
as
is
required
on
all
of
our
critical
injuries
and
under
that
there
is
a
paragraph
there
on
our
one
fatality,
okay,
so
you're
correct.
It
was
on
May
29th,
the
solid
waste
management
services,
collection
operators,
sustained
multiple
fractures
and
internal
injuries
and
later
died
in
the
hospital.
So
there's
a
description
here.
C
C
Forestry
and
recreation
comes
to
mind
in
the
number
of
reports,
and
that
just
may
be
me
going
by
memory,
but,
needless
to
say,
there's
some
some
jumps
on
these
tables,
and
so
I
guess
my
general
question
to
staff
is
is
why
are
these
reports
coming
to
the
committee
and
what
should
the
committee
be
doing
with
them?
In
light
of,
you
know
a
really
significant
thing
like
a
fatality
or
notices
in
the
report
that
say
that
there
are
jumps.
Should
we
be
asking
more
questions
of
you
should
be.
C
L
Thank
you.
That's
actually
a
very
good
question.
One
of
the
reasons
we
report
to
you
is
you're
quite
correct.
You
have
a
duty
as
an
officer
of
the
organization
to
be
informed
on
this
and
you'll,
see
where
there's
increases
and
and
be
satisfied
that
actions
are
being
taken.
So,
for
example,
in
the
report
on
page
8,
with
respect
to
the
critical
injuries
and
in
protect
in
and
the
fatality,
you
will
see
all
the
actions
that
are
being
taken
by
solid
waste
management
for
prevention
in
the
future.
L
So,
yes,
we
do
report
those
things
to
you
for
each
one
of
these
areas.
We
typically
report
on
both
what's
happening
operationally
at
the
divisional
level
in
terms
of
what
they
are
doing.
So
that's
in
each
of
the
charts
and
more
at
the
end
of
the
report.
You'll
see
sort
of
the
corporate
lead
things
that
are
being
done,
because
policies
are
created
at
the
corporate
level,
with
procedures
and
training,
and
then
the
implementation
is
that
the
divisional
level.
L
So
that
is
exactly
what
this
report
is
is
doing,
is
highlighting,
where
there's
an
increase
and
confirming
that
actions
are
being
taken.
I
mean
a
good
example
of
that
on
the
very
front
page
you'll
see
that
our
biggest
increase
in
costs
is
mental
health
issues
and
stresses
and
PTSD
and
there's
quite
a
number
of
corporate
actions
on
that
and
very
comprehensive
action
plans
in
the
first
responder
services
for
PTSD
prevention.
L
C
We,
as
a
committee,
have
to
look
at
the
corporate
responses,
but
can
we
rely
on?
You?
Is
the
central
authority
to
give
us
assurance
that
the
what's
happening
out
and
the
divisions
are
adequately?
Is
your
analysis
of
their
work
and
part
of
this
report
and
would
could
we
expect
you
to
flag
something
that
says
you
were
dissatisfied
or
the
committee
should
have
its
attention
on
a
particular
item.
L
We
could
identify
that
typically
more.
The
process,
though,
is
that
all
the
divisions
are
looking
at
their
data
and
corporately
we're
looking
at
the
data
and
where
we
see
there's
an
increase
in
something
so,
for
instance,
more
slips
trips
and
falls
we're
going
to
review
our
policy
would
raise.
It
would
be
raised
at
the
corporate
occupational
health
and
safety
Coordinating
Committee
that
has
divisional
representatives
there
and
all
of
our
union
partners
there
and
we
would
go
whoa.
Look.
L
We
look
at
the
stats
every
time
we
meet,
which
is
five
or
six
times
a
year,
and
we
identify
where
there's
increases.
We
put
working
groups
together
to
say
whether
we
need
to
revise
the
policies,
procedures
or
training,
and
then
we
monitor
it.
So
that
would
be
the
process
so
right
now,
big
attention
on
musculoskeletal
disorder,
injuries,
big
attention
right
now
on
workplace
violence
and
looking
at
violence
assessments
in
in
certain
locations
and
a
lot
of
emphasis
on
on
mental
health.
L
Some
of
those
percentages
in
the
graphs
look
like
a
big
number
like
40,
but
it
might
be
that
for
an
organization
this
size
we've
gone
from
nine
to
12
or
something
it's
not
a
huge
huge
number
of
vehicle
accidents
say
for
an
organization
this
size.
But
we
look
at
all
that
if
there
was
a
point
where
we
needed
further
action
to
be
taken
beyond
the
Coordinating
Committee.
Yes,
we
would
highlight
it
for
you
here.
A
M
Through
the
chair
to
the
councillor
you're
correct,
the
focus
today
has
been
on
in
that
initial
response.
We
fully
recognize
that
that
is,
is
not
a
good
performance
measure
and
we're
moving
towards
outcome
measures
again.
So
we
clearly
understand
the
resolution
and
the
outcome
so
correct
you.
You
have
identified
a
gap
that
the
division
has
it's
one
we've
had
for
several
years
and
I'm
glad
that
you've
highlighted
it
because
it's
something
that
needs
to
be
addressed
so.
M
Is
correct
and
what
we
have
a
large
body
of
work
to
undertake
to
develop
those
I
want
to
do
it
in
a
consistent
fashion
across
all
of
our
service
lines.
I
don't
want
to
do
a
knee-jerk
established
service
standards
that,
if
we
don't
have
a
strong
understanding
of
our
data
of
our
volumes
of
our
staff,
there's
a
there's,
a
huge
body
of
work
that
we
need
to
do
that.
The
corporation
in
is
also
struggling
with
as
well
and
and.
E
E
M
It's
a
part
of
the
body
of
work
that
we're
looking
to
undertake.
There
are
simpler
case
files
and
there
are
more
complex
case
files.
We
need
to
do
that
work
and
we
need
to
understand
the
difference.
The
other
piece
of
work
that
we
need
to
do
and
we
haven't
done
in
the
investigation
services
a
priority
based.
M
We
have
priorities
in
animal
services
and
we
have
priorities
with
our
new
noise
enforcement,
but
we
do
not
have
priorities
other
than
the
emergency
appliances
and
vital
services
heat
in
investigation
services
and
with
the
number
of
bylaws
and
the
number
of
service
requests.
We
really
need
to
establish
priorities
and
those
will
also
drive
this
service
standards
and
so.
E
M
E
On
the
issue
of
the
North
York
staff,
again
to
kind
of
cut
to
the
chase,
is
it
correct
that
the
staff
in
investigative
services
and
bylaw
enforcement
who
were
previously
worked
in
the
North
York
civic
center
and
were
redeployed
to
Scarborough?
Is
it
correct
that
they
start
their
day
now
in
Scarborough
and
then
drive
to
North
York.
M
A
D
D
You
so
high
grass
and
weeds
so
when
a
notice
is
given
to
a
homeowner
for
high
grass
and
weeds.
So
what?
What
is?
What
is
the
length
of
time
do
they
have
as
far
as
to
notice,
because
I
last
year
we
had
a
lot
of
issues
with
that
work
took
actually
months
before
the
grass
was
even
cut
and
then
you're
into
winter.
M
J
Through
you,
mr.
chair
councillor,
Nunziata,
the
process
first
provides
that
we
issue
an
advisory
notice
which
gives
the
property
owner
the
opportunity
to
come
back
and
in
the
event
they
don't.
Then
we
for
we
escalate
our
enforcement
action
to
a
Notice
of
Violation,
which
provides
them
with
14
days
to
comply.
So
usually
we
achieve
compliance
sometime
after
21
days.
D
M
D
Okay,
so
when
it
comes
to,
as
you
know,
just
recently
in
the
last
year
or
two
there's
been
a
number
of
complaints
about
coyotes
complaints-
and
you
know
when,
when
they
contact
our
office,
we're
basically
telling
them
that
there's
nothing
we
can
do
and
that
we
don't
remove
the
Coyotes
in
certain
parts
because
they're
everywhere
now,
so
what
are
we
actually
doing?
Or
maybe
there
should
be
a
better
communication
to
residents,
because
that
seems
to
be
a
real
issue.
D
I
Thank
You
counselor,
we
are
doing
education
pieces
for
communities.
We
have
one
recently
that
we're
setting
up
quickly
right
now,
because
there's
been
a
problem
in
a
community,
so
we
do
have
community
meetings
to
teach
people
and
educate
on
how
they
should
respond
to
animals
and
to
what
is
happening
in
their
community.
We
do
also
provide
educational
material
for
people,
we're
actually
going
door-to-door
to
inform
people
about
what
they
can
do
and
we
do
have
to
abide
by
the
provincial
laws
that
we
cannot
move
and
remove
animals
unless
absolutely
necessary.
I
D
So
that
doesn't
really
fly
for
constituents
when
they
hear
that
you
know
a
lot
of
them
are
afraid
they're
in
their
backyards.
You
got
kids
and
you
know
that's
fine
telling
them
this.
Is
you
know
this?
Is
the
information
but
I
mean?
Can
we
not
do
more
because
they're
really?
It
really
is
an
issue,
and
it
has
happened
in
the
last
couple
of
years
like
just
giving
them
an
information
brochure.
You
know
they
feel
that
the
city
has
some
sort
of
responsibility.
D
Thanks,
it's
sort
of
saying
sorry,
here's
here's,
the
brochure.
We
can't
do
anything.
Sorry,
I,
don't
know
we.
We
have
to
look
at
doing
more
I,
I
I,
don't
know
why
we
can't
remove
them
if
they're
coyotes
and
people's
backyards
or
in
the
parks
I
mean
it's
getting
it's
getting
to
a
point
in
this
very
threatening.
Now,
kids,
you
know
parents
are
afraid
to
let
their
kids
out
to
play.
So
maybe
you
can
just
call
me
I.
I
Mean
seasonally
there.
There
are
more
issues
when
there
are
babies
and
stuff
around
for
the
mothers
to
have
to
look
after
them
and
they're
more
threatening
than
if
people
are
around
them.
But
again
there
are
lots
of
techniques
that
can
be
used
to
keep
them
away
from
people
and
that's
the
education
we
provide
and
that's
the
work
that
we
can
do
and
help
in
communities
to
help
with
those
issues.
I
C
I'm
gonna
use
this
to
do
a
plug
for
coyote
watch
Canada,
who
came
out
to
some
public
meetings.
I
had
and
helped
with
the
education
process,
but
I
guess.
My
question
to
MLS
is
in
this
chart
on
page
six.
What
is
the
benchmark
for
completing
the
work
that
you
have
to
do?
Is
it?
Is
it
fair
to
say,
then
the
Notice
of
Violation
is
kind
of
a
benchmark
because
they
we
had
a
really
passionate
speaker
about
a
great
example
of
heat
in
an
apartment.
C
M
C
J
You're
you,
mr.
chair,
counselor
holiday,
what
happens
next
as
an
officer
we'll
go
out
to
the
property,
confirm
that
there's
no
heat
or
low
heat,
contrary
to
the
bylaw,
which
is
21
degrees,
they'll,
contact,
property
management,
someone
on
site
a
landlord,
a
super
and
have
them
at
the
very
least,
provide
temporary
source
of
heat.
Until
such
time,
the
heat
can
be
restored,
sometimes
depending
on
the
scope,
its
replacing
apart
or
bleeding
some
rads
and
older
buildings
or
what-have-you,
but
usually
that
he
is
back
on
within
24
hours
of
our
response.
C
We
had
it
was
a
good
example
brought
forward,
though,
and
I'm
sure,
there's
situations
that
there
are
problems
they
just
doesn't
get
resolved.
What
what
are
the
powers
of
MLS?
What
one
can
you
do
to
give
them
a
ticket?
Do
you
see
these
control
the
building?
Do
you
give
them
a
Notice
of
Violation?
What
what
is
the
next
step
that
you
can
do
within
your
continuum
of
powers,
usually.
J
C
C
So
we
have
a
bunch
of
steps
that
we
can
do
as
a
city
under
the
law
and
in
various
circumstances,
and
are
we
tracking
our
performance
from
the
time
that
calls
into
those
various
steps
because
I
the
one
thing
I
worry
about
is
that
maybe
there
are
files
that
are
closed,
but
at
some
point
MLS
can't
force
somebody
to
do
something.
It
becomes
a
court
matter.
Doesn't
it
and.
M
C
There
any
sub
process
for
those
problem
files
where
you
you've
you've
done.
Your
part.
You've
got
to
the
Notice
of
Violation,
you've
issued
a
ticket
or
whatever
it
is
that
you
can
do
within
your
powers,
and
you
could
do
that
all
within
minutes
or
you
could
do
that
within
days,
and
we
can
talk
at
length
about
how
you're
doing
within
you
know
the
minutes
days
weeks
period
because
that's
service
levels,
but
then
what
happens
beyond
that?
C
Where
you've
exhausted
all
the
pieces
that
you've
got
under
the
law
and
what
we're
looking
for
is
public
and,
as
members
of
council
is
closure
on
the
issues
it
prosecutions,
is
it
the
court
system?
You
know
how
do
we?
How
do
we
keep
an
eye
on
those
things
or,
if
I
arm
I
miss
reading
this
that
they
aren't?
There
aren't
many
problems
that
get
to
that
level
view.
J
M
C
Do
we
do
we?
Do
we
keep
an
eye
on
stats
like
that
or
is
there
a
conversation
that
begins
begins
to
be
had
that's
larger
and
scope
to
say
you
know
this
is
a
challenge
here.
We've
done
our
easy
steps
and
now
we're
into
the
process
where
an
owner
just
doesn't
want
to
comply
or
can't
comply
or
whatever
it
is.
That
causes
the
situation
not
to
have
the
outcome
that
we
want.
M
Through
the
chair,
that's
something
we
need
to
do
on
a
debrief
on
a
number
of
files
and
get
a
sense
of
what's
happening.
How
we're
doing
and
again
that's
that's
a
big
piece
of
of
where
we're
moving
to
to
understand
what
we
do.
How
well
we
do
it
and
is
any
better
off
or
kind
of
the
three
pieces
that
we
know
no
report
on
page
eight
to
try
to
understand
how
we're
doing
okay.
A
E
E
M
E
E
A
E
So,
on
the
first
point,
after
literally
years,
I'd
almost
say
decades
of
saying
you
know
what
are
the
performance
standards
in
this
area
and
how
can
we
hold
anybody
accountable?
I
finally
got
an
honest
answer:
we
don't
have
any
performance
standards
which
explains
a
lot
so
I
do
appreciate
the
candor
and
I,
but
it's
so
frustrating
to
keep
making
motions
asking
for
reports
back
and
then
you
keep
wondering
why
did
the
staff
ignore
the
report
requests
and
basically
report
on
something
entirely
different
than
what
they
were
asked
to
report
on?
E
So
just
because
of
frustration
on
that
I'm
just
wanted
to
bump
it
up
to
the
deputy
city
manager.
Who
I
know,
has
some
experience
in
this
area.
So
I'm
sure
she'll
kind
of
kick
it
back
down
to
the
staff
under
her
anyway,
but
I
just
do
want
a
higher
level
of
accountability
on
this.
Just
that
you
know
we
it's
absurd,
that
we
have
a
department
that
has
essentially
no
performance
standards
and
therefore
no
way
of
holding
their
staff
accountable
and
there
for
us
having
no
way
of
holding
them
accountable
for
the
performance
of
their
staff.
E
E
So
that
just
makes
no
sense
to
me
and
unless
you
know
so
by
my
reckoning
it
would
be
almost
20
percent
of
their
working
day
that
they
would
lose
in
travel
time
and
that's
just
kind
of
ridiculous
that
we
did
that
and
unless
we're
going
to
add
20
percent
more
staff
to
make
up
for
it,
which
would
be
self-defeating
and
does
that
makes
no
sense
to
me.
So
I
would
like
to
report
back
on
the
hopefully
the
likelihood
of
moving
those
staff
back.
C
Did
Thank
You
mr.
chair
I,
wonder
if
part
B,
if
the
intent
is,
is
to
have
the
ability
to
interpret
it
fairly
broadly
because
to
me,
there's
a
difference
between
setting
up
a
functioning
office
with
a
manager
and
support
staff
and
cubicles
and
workstations
versus
you
know
another
model
which
could
be
there's
a
fleet
car
parking
lot,
and
you
start
your
workday
there
or
you
know
at
certain
times
that
the
launch
point
in
the
morning
is
is
a
different
place
with
the
idea
that
there
may
be
some
savings
in
travel
time.
C
C
E
F
I
had
a
motion,
but
I
couldn't
have
written
it
better
than
item
a
and
I
counselor
filling
in
some
motion,
because
essentially
the
same
thing
and
and
by
the
way
I
do
endorse
the
item.
B
that
accounts
for
Fillion
is
written
to
it.
Just
it
just
makes
sense
with
respect
to
a
I'll
begin
with
noise
bylaws,
for
example.
F
If
if
you
live
in
an
area
like
young
and
a
Gleason
like
young
and
Sheppard
or
any
other
area
where
there
is
high
concentration
or
development,
you,
if
you're
a
counselor,
you
will
hear
virtually
every
day
from
residents
who
are
subject
to
noise
by
law
violations
by
various
contractors.
I'm
looking
at
Joe
Maglis,
he
and
I
have
had
many
a
late
night
conversation
where
Joe
has
been
extraordinarily
helpful
in
providing
whatever
service
he
can.
F
But
you
know
there
aren't
a
lot
of
resources
there
and
there
aren't
any
reasonable
expectations
as
to
when
those
resources
that
even
the
dearth
resources
that
we
have
can
be
deployed.
Typically,
if
you
call
3-1-1
as
resident
is
asked
to
do,
they're
told
that
someone
will
come
and
investigate
within
five
days
that
doesn't
either
help
with
that
residents
problem
that
night,
that
there
is
somebody
drilling
at
2:00
in
the
morning,
and
it
also
doesn't
help
people
like
Joe
and
others
to
attain
the
evidence
that
they
need
to
effectively
a
successful
prosecution.
F
In
other
words,
I,
don't
even
know
why
we
do
it
really
in
that
time,
I
thought
what
is
five
days
mean
like
it
does
it?
Does
it
really
just
mean
we
want
to
under
promise
and
over
deliver,
because
five
days
seems
arbitrary
and
unhelpful
and
I
could
go
through
a
whole
array
of
issues
that
would
be
similar
to
that
with
respect
to
rent
safe.
F
There
are,
you
know:
we've
had
many
dynamic
conversations
of
late
with
respect
to
the
fact
that
we're
not
just
talking
about
whether
it
be
tall
grass
or
some
nuisance
issue,
we're
talking
about
somebody's
basic
health
and
safety
in
their
home,
like
any
of
us,
would
want
to
have
addressed,
and
we've
received
a
promise
from
the
city
that
we've
organised.
This
wonderful
thing
called
rent
safe
and
we
were
to
have
hired
twelve
MSOs
and
we've
only
hired
five.
But
boy
did
we.
F
You
know
make
a
lot
of
announcements
and
sure
did
we
get
those
key
chains
put
together
and
we,
you
know,
we've
made
a
big
thing
about
it,
but
where
the
service
standards
in
the
council
resolution
had
said
that
there
needed
to
be
clear
service
standards.
What
are
the?
What
are
the
expectations
if
you
call
that
a
broken
guardrail
or
whatever
it
is?
When
do
you
know
that
somebody
is
going
to
address
it?
F
What's
the
time
frame
that
was
ignored,
that
wasn't
even
addressed
in
the
rent,
safe
update
and
if
it's
frustrating,
because
I'm
seeing
a
series
of
big
promises,
big
expectations,
a
lot
of
people's
expectations
unfulfilled
throughout
the
city
and
here
at
Council
and
I'm,
also
seeing
a
number
of
items
going
to
council
motions
that
are
approved
by
our
democratically
elected
council
and
it's
not
just
mos
alone,
but
then
these
things
just
fizzle
out
of
there,
and
then
staff
start
triaging
themselves
and
going
okay.
What
what
can
we
do?
What
can
we
not
do?
F
Based
on
the
resources?
We
have
we're
not
going
to
be
able
to
a
deal
with
that,
but
then,
instead
of
coming
back
to
council
or
at
least
the
councillor
who
move
the
motion
say
you
know
what
we're
struggling
here
like.
We
can't
do
this
by
next
January,
like
you
asked
us
to,
are
we
we
don't
know
what
to
do
with
that.
It
just
disappears.
It
doesn't
happen
until
one
of
us
has
to
go
to
staff
and
go
what
happened
with
that
motion
that
just
got
approved
at
Council
or
what
happened
to
that
covered.
F
That
council
motion
was
approved
five
years
ago
and
still
nobody's
done
anything
about
it.
I
could
look
at
every
one
of
my
council,
colleagues
and
each
one
of
us
have
a
story.
If
not
many
stories
like
that,
it's
just
not
right.
It's
not
democratic.
It's
not
the
way
this
place
should
work.
I
also
recognize
that
part
of
the
fault
is
ours.
We
overload
MLS
nearly
every
meeting.
We
give
them
another
big,
huge
responsibility.
We
don't
give
them
the
resources
to
get
the
job
done.
F
Every
meeting
we
ask
them
to
do
like
five
new
reports
and
something
that
we
want
them
to
do
by
tomorrow
and
I,
get
that
and
that's
not
fair
and
reasonable
either.
So
we
need
to
work
better
together.
We
have
to
be
more
disciplined
about
what
we're
giving
them
and
then,
when
we
give
them
something
to
do,
we've
got
to
make
sure
that
their
resource
to
get
the
job
done.
When
we
do
that,
though,
you
need
to
actually
go
and
hire
those
MSOs
and
get
that
job
done
and
don't
spend
the
money
elsewhere.
F
I
don't
know
if
you
are,
but
don't
do
it
if
you
are
and
also
get
reports
done
by
the
time
you
say:
you're,
not
you
you
by
the
time
we've
told
you
and
if
you
can't
come
to
us
early
and
say
you
know
what
we're
having
trouble
here
and
we
need
to
figure
this
out.
So
why
do
we
need
service
standards,
because
the
public
and
council
has
no
idea
what
we're
actually
expecting
them
to
do?
F
F
We
need
to
do
either
one
or
maybe
both
of
two
things:
either
we
need
to
increase
the
resources
and
the
ability
to
be
able
to
achieve
the
standards
that
we're
setting
that
are
reasonable,
or
we
need
to
go
through
our
bylaws
and
cut
a
few
things
out
there.
We're
pretending
to
do
them
or
not
and
relieve
you
from
that
responsibility
and
get
real
about
it,
but
one
way
or
another.
What
we're
doing
now
is
unrealistic.
It's
unreasonable
and
unhelpful
I
look
forward
to
the
report.
D
Just
a
few
comments
and
I
agree:
there
was
what
10
years
I
waited
for
a
report.
We
did
at
one
time
I,
don't
recall,
seeing
that
get
an
update
and
all
outstanding
motions
that
were
made
at
counts.
All
right
committee
I'm
just
wondering
if
we
can
at
one
point
get
that
back
on
the
agenda,
so
we
know
where
we
are.
D
As
far
as
reports
coming
back
and
you
know
it's
absolutely
correct,
we
do
move
motions
that
counsel
and
then
not
knowing
what
the
update
is,
because
we're
never
informed
but
also-
and
I
have
said
that
over
and
over
again
as
well
when
we
go
to
the
budget
process,
is
that
with
municipal
licensing
we
have
asked
and
we
have
moved
numerous
motions
to
men
by
law
enforcement
and
we're
not
giving
them
the
resources
that
they
need,
and
we
really
need
to.
You
know.
D
We
need
really
need
to
hear
from
them
exactly
what
they
need:
resources
to
implement
the
bylaws
and
and
the
reports
that
we
we've
that
we've
adopted
and,
if
they're
being
enforced,
like
the
the
clothing
boxes,
the
pay
day
law.
All
this
you
know
which
was
really
important
to
council.
We've
debated
it
for
years
and,
and
you
know
what
the
update
really
is
and
if
we
do
have
any
updates
on
on
those
motions
and
by
laws
that
were
passed
and
if
you
need
more
resources.
I
think
you
need
to.
C
My
colleagues
inspired
me
to
just
echo
some
of
the
comments.
I
I
think
that
in
in
in
some
ways
we
haven't
been
fair
to
MLS,
with
the
amount
of
work
that
we
asked
them
to
do.
I
agree
with
councilor
Annunziata.
It's
it's
not
the
top
issue
that
would
they
would
fill
our
telephone
lines
in
my
office,
but
it
is
among
the
top
two
or
three,
and
you
know
the
thing
I
learned
from
that
is
the
the
issues
are
often
fairly
complex.
C
The
one
thing
I
would
say
in
the
process
in
developing
standards.
Is
there
a
helpful
tool
for
people
to
understand
what
the
city
can
do
and
what
the
city
can't
do
in
the
example
that
that
I
would
use,
is
you
know?
Sometimes
people
call
and
say:
don't?
Don't
we
have
a
grading
bylaw?
You
know
my
neighbors
change
their
property
and
I've
got
some
concerns
with
how
the
water
goes,
and
you
know
part
of
the
answer
back
is
well
there's
common
law
that
that
takes
care
of
that.
C
I'm,
not
sure,
there's
a
day
that
in
the
situation,
the
grading
that
the
city
wouldn't
be
in
a
position
to
you
know,
drive
a
backhoe
into
a
backyard
and
make
remedies,
and
in
some
cases,
as
my
questions
I
brought
up,
you
know
the
city
can
get
to
the
point
where
they
can
issue
a
Notice
of
Violation
or
a
ticket.
But
the
city
can't
the
owner
to
go
and
do
something.
A
Thank
you
very
much
everyone.
So
we
have
councillor
Phil
Aeons
motion
before
us
vote
on
that
on
the
screen,
all
in
favor
carried
unanimously
item,
as
amended
nope
no
item
as
amended
all
right,
okay.
So
our
last
item
is
number
18
non-union
employees,
separation
costs
for
2018,
so
we
have
to
go
in-camera
so
I'll
be
moving.
A
The
general
government
licensing
committee
recess
its
public
session
a
meeting,
closed
session
and
consider
this
item
as
it
relates
to
personal
matters
about
identifiable
individuals,
including
municipal
or
local
board,
employees
and
labor
relations
or
employee
negotiations,
all
in
favor
carried.
So
just
so.
Anybody
that's
not
involved
with
this
item
or
members
of
the
general
public
I
have
to
ask
you
to
leave
the
room
and
we'll
just
take
a
couple
of
minutes
to
get
things
set
up.
Thank
you.
A
K
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D
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F
11:40
9:00
a.m.
and
the
year
of
our
Lord
that
the
general
government
and
licensing
committee
pass
and
declare
as
a
bylaw
a
confirmatory
bill
to
confirm
the
legislative
proceedings
of
the
general
government
and
licensing
committee
acting
under
delegated
authority.
At
me,
t9
held
on
November
18th
2019.