►
Description
General Government and Licensing Committee, meeting 2, March 5, 2019 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15369
Part 1 of 2: https://www.youtube.com/watch?v=J3yRYiJFZ-c
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B
B
B
Looking
at
page
one
of
the
report
and
I'm
not
doing
this
to
embarrass
the
writer
of
the
report,
just
so
that,
hopefully
we
won't
see
this
again
so
in
trying
to
understand
this
report.
I
of
course
turned
to
what
explanation
I
could
find
in
here
and
what
I?
What
I
read?
Was
the
project
team
identified
opportunities
to
realize
operational
efficiencies
and
solution
rationalization
by
further
implementing
not
only
the
intake
of
complaints,
but
the
entire
end-to-end
noise
complaint
service
request
process
on
the
city's
Enterprise
CRM
Salesforce
platform?
B
This
approach
accelerates
the
rationalization
of
MLS's
current
back-end
systems
to
improve
citizens,
customer
experience
and
remove
existing
business
continuity
risks
related
to
outdated
and
aging
legacy,
applications,
which
it
also
allows
the
city
to
validate
solution
benefits
for
the
back-office
before
making
further
investments
related
to
overall
licensing
and
enforcement
needs.
Can
someone
tell
me
what
that
means.
C
This
is
something
quite
different
than
we've
actually
done,
and
it's
really
important
to
actually
move
the
yardstick
when
it
comes
to
some
of
these
solutions
and
get
out
there
sooner
than
later
and
and
and
we've
been
actually
criticized
as
not
doing
these
things
as
quickly
as
we
can,
and
this
actually
helps
us
do
this
a
lot
faster,
so
I'll,
let
the
CIO
talk
and
then
I'll
ask
Carlton
or
Elizabeth
to
say
something.
Mm-Hmm
thank.
D
B
E
Through
the
chair,
municipal
licensing
and
standards
has
three
legacy
systems,
some
of
them
date
back
thirty
years,
twenty
years
old
and
to
sustain
them,
it's
not
possible
anymore,
so
the
the
thought
is
or
the
plan
is,
to
move
to
a
single
system
that
will
service
us
and
to
end.
So
it's
not
just
the
front
end
where
the
customer
is
using
the
application
through
the
web-
and
we
talked
about
that
earlier
today,
but
it's
also
the
backend.
So
the
systems
currently
don't
communicate
with
one
another.
E
So
we
have
a
number
of
enforcement
databases
that
simply
don't
talk
to
each
other.
So
we're
not
getting
the
big
picture
when
complaints
come
in,
so
this
solution
will
provide
us
with
a
complete
data
set,
as
well
as
intense
services,
which
includes
updates
to
the
public
on
the
status
of
their
complaints.
So.
F
Through
you,
mr.
chair,
sorry
for
my
late
attendance,
so
this
is,
we
started
out
with
the
CRM
as
one
of
the
pilot
divisions.
Toronto
water
was
one.
We
were
the
others
for
the
initial
intake.
What
we
found
through
the
series
of
work
we
did
and
and
exact
acting
executive
director
glibly
was
explaining,
is
an
opportunity
to
pilot
and
really
phase
one
the
new
solution
for
MLS
writ
large
on
the
Salesforce
platform,
and
we
found
the
opportunity
using
the
noise
complaint
work.
F
That
was
already
started
to
be
that
full
from
front
customer
complete
right
through
to
case
management,
and
it's
our
opportunity
to
test
a
system
that
we
believe
is
our
go
forward
system
for
the
entirety
of
the
division
in
the
future
state.
So
it's
a
fantastic
opportunity
on
a
phase
one
rollout
for
noise,
there's
another
project
going
on
in
respect
to
inspections
and
integrated
inspections
that
also
sit
on
the
Salesforce
platform,
and
the
goal
is
to
move
forward.
F
C
So,
just
so
I
just
want
to
thank
you,
DCM
Tracey,
so
what
I
wanted
to
also
state,
because
I
think
this
is
important,
as
you
were
asking
this
of
our
chief
procurement
officer,
so
you're
tied
up
it's
a
good
title,
so
one
of
the
things
that's
important
is
that
this
particular
request
right
now:
we're
not
extending
this
contract
any
further.
This
is
it
and
we're
going
to
go
back
out
to
market
based
on
the
requirement,
so
this.
C
Actually,
this
really
gets
out
trying
something
that
we
need
to
look
at
if
it
makes
sense
for
the
organization
and
we
need
opportunities
and
that's
this
is
what
one
of
the
things
that
was
asked
by
the
chair.
Is
you
know
what
are
our
roadblocks
right?
These
are
things
that
we
need
to
test
that
we're
not
able
to
do,
and
what
we're
saying
is
that
this
is
a
one-time,
we're
going
to
go
back
up
to
market
for
the
rest.
C
B
G
The
chair
I'll
try
to
help
out
what
the
amendment
for
Deloitte
they're,
the
they're,
the
systems
integrator.
So
what
we're
trying
to
take
the
existing
processes
that
are
in
legacy
systems
and
build
them
properly
with
with
improved
business
processes,
don't
just
take
the
old
process
and
throw
it
into
the
new
system,
but
to
refine
the
business
process
and
make
it
work
in
the
new
system.
G
So
we're
at
Deloitte
was
part
of
the
original
RFP
to
implement
and
integrate
Salesforce
with
the
with
Toronto
water
and
3-1-1,
and
the
initial
MLS
noise
complaint
front
end
and
now
we're
trying
to
say
the
Lloyds
already
been
doing
the
work.
We
know
that
if
we
do
the
end
end
process,
we
will
get
far
better
business
results
from
it
and
we
need
their
help
because
they've
been
integrated
so
far
with
Salesforce
and
with
the
city
to
help
us
decommission
those
legacy
systems
and
move
us
into
the
new
platform
to
further
GCM
Shirley's
point.
G
The
intention
for
further
expansions
of
Salesforce
to
other
divisions
across
organisations,
IT
and
purchasing
will
be
working
to
develop
a
roster
of
further
systems
integrators
so
that
we
don't
always
come
back
to
Deloitte,
so
that
Deloitte
doesn't
become
the
only
systems
integrator
for
this,
but
their
perspective.
So
that's
why
Josie
was
suggesting
are
saying
that
this
is
for
this
particular
instance
and
for
future
work
to
put
onto
a
Salesforce
there'll,
be
another
process
to
hire
systems,
integrators
and.
F
Sorry
through
mr.
chair,
if
I
could
add
and
I
understand,
councillor
Fillion
the
concern
about
pilot
or
proof-of-concept.
There
was
a
lot
of
work
done
on
business
requirements
for
the
systems
that
MLS
needs
to
support
its
work.
Out
of
that,
we've
identified
that
this
is
a
solutely
solution
for
us
to
move
forward
on
our
entire
on
the
MLS
entire
program.
F
So
this
is
really
a
phase
one
of
an
intended
roll
out
of
the
of
all
the
systems
in
MLS
onto
this
platform,
but
we
felt
what
we
had
with
the
start
of
the
CRM
project
and
our
ability
to
add
on
the
full
end-to-end
on
this
call
type,
which
is
one
of
the
higher
volume
calls.
We
have,
gives
us
the
perfect
opportunity
to
ensure
that
we
are
getting
the
results
that
we
expect
to
get
as
a
result
of
the
work.
That's
been
done
to
study
and
identify
what
the
longer
term
the
big
solution
is
for
us.
F
C
B
H
So
Tracy
question
two,
so
the
in
the
report,
the
first
page
implementing
not
only
the
intake
of
complaints
but
the
entire
and
to
the
to
end
noise,
complaints
and
as
well
as
including
investigation
and
so
forth.
So
now
there
was
report
of
the
police
services
a
month
ago
about
noise
complaints
that
they're
all
going
to
be
referred
now
to
to
the
city
right.
H
So
when
we
get
a
noise
complaint,
because
what's
happened,
what's
happened
is
that
whenever
there's
noise,
complaints
in
the
middle,
the
night
parties
or
whatever
they
call
the
police
and
the
police
is
saying,
call
the
city,
but
we,
the
city,
are
saying
to
the
residents
that
to
document
the
noise
because
to
document
the
noise
and
come
to
court
whatever.
So,
how
is
that
going
to
change?
H
F
Three
of
mr.
chair,
certainly
councilor
noon,
zyada.
What
we
saw
it
was
the
opportunity
using
noise
as
the
complaint
type
for
this
pilot
because
of
the
nature
of
the
noise
investigations.
So
a
part
of
this
sub,
separate
apart
from
the
technology,
is
all
the
business
process
behind
how
we
are
allocating
the
noise
complaints,
how
we
are
investigating
them,
what
we
are
expecting
from
people
and
how
we're
moving
forward
with
prosecutions.
F
So
this
is
the
technology
piece
to
enable
better
case
management,
but
certainly
within
MLS
how
we
are
to
your
point:
having
people
fill
out
noise
logs
and
the
utility
of
that
or
not
is
something
that
the
staff
are
working
through
changing.
So
we
start
getting
better
results.
Dealing
with
noise,
we
have
seen
about
an
1800
call
increase
on
noise
complaints
with
a
due
to
our
partnership
with
the
Toronto
Police
Service.
It's
taken
thousands
of
calls
off
their
desk
and
come
to
us
where
it
rightly
belongs.
F
So
we've
started
by
getting
the
calls
directed
appropriately
to
us
looking
for
a
technology
solution
that
is
going
to
better
help
us
better
case
management
and
prove
out
case
manage
sorry
and
prove
out
what
our
systems
need
to
be
going
forward
and,
at
the
same
time,
how
we're
organized
how
we're
responding
and
and
how
we
are
investigating
and
prosecuting.
So
it's
all
part
of
this
package
so.
F
Three
of
mr.
chair
we're
getting
away
from
the
technology
discussion.
There
will
be
instances
counselor
noon,
zyada,
where
we
are
going
to
require
that
evidence
from
from
people
who
have
been
disturbed
but
at
the
same
time
we're
coming
back
in
April
with
an
updated
noise,
bylaw
report
as
well.
So
when
we
talk
about
noise,
this
being
the
technology
to
enable
the
investigations.
F
But
the
noise
bylaw
is
also
coming
back
to
you
and
certainly
how
we
craft
that
by
law
and
how
it
then
gets
enforced
and
the
evidence
that's
required
in
order
to
prove
out
those
cases
is
all
subject
to
review
through
this
year.
But
there
will
be
cases
where
we,
what
may
involve
or
require
people
to
attend
court
as
witnesses,
in
some
cases
where
we
may
not
need
to.
A
G
G
When
an
amendment
comes
up,
they
will
come
up
through
the
division
and
it'll
be
case
specific
about
why
they
might
be
why
they
might
need
the
amendment
you
can
tell
by
some
of
the
reports
that
are
for
us
today.
We
have
one
about
it's
a
construction
rule
and
we
got
this
one.
That's
an
IT
related,
both
different
approaches.
G
How
we
will
determine
whether
it
should
go
out
to
market
is
somewhat
dependent
upon
the
nature
of
the
contract
itself
in
a
construction
contract.
An
amendment
is
less
likely
to
go
to
a
second
party
if
it's
just
uncovered
work.
That
is
needs
to
be
done,
because
we
can't
finish
one
the
original
work
and
then
come
back
and
do
the
subsequent
work
in
an
IT
case.
It
was,
it
could
depend
on
how
connected
it
is
to
the
original
contract.
G
So,
in
this
case,
MLS
is
a
front-end
of
the
noise
complaint
process
was
a
part
of
the
initial
RFP,
and
the
question
here
is
now
that
we've
now
that
we're
trying
to
take
a
more
end-to-end
business
report,
we're
recommending
sticking
with
the
same
systems
integrator
so
that
we
can
maintain
them
the
speed
of
the
project
and
the
benefits
that
we've
obtained
so
far.
But
there
might
be
a
different
situation
in
which
a
noop
noop
system
that
may
be
MLS
suddenly
said
hey.
This
was
never
part
of
the
original
contract.
G
That's
where
we
would
have
a
discussion
of
whether
should
we
really
use
the
same
systems
integrator.
Should
we
go
back
out
to
market
there
might
be
in
situations
where,
if
counsel
has
asked
us
to
do
something
in
a
very
short
timeframe,
maybe
that's
when
we
would
want
to
do
the
same
system
provider
and
have
the
right
Authority,
but
if
we
have
more
time
it's
better
better,
better
than
official
to
get
to
do,
go
back
to
do
the
competitive
process.
C
If
I
made
through
the
chair,
if
we
actually
did
go
out
and
actually
do
the
backend
and
go
out,
we
would
probably
need
another
six
months
to
eight
months
from
a
procurement
perspective
and
if
we're
trying
to
actually
you
know,
get
to
the
mark
and
do
the
sooner
than
later.
What
we're
saying
is
we
need?
We
actually
are
requesting
that
the
committee
approve
this
based
on
the
timelines
and
what
we're
trying
to
actually
actually
get
done
here
from
a
modernization
perspective
also
from
the
customer
and
the
residents
right.
This
is
really
critical
for
them.
B
I
was
going
to
move
a
motion
to
get
a
report
back
on
guidelines
for
extending
contracts
and
I
I'm
coming
to
the
realization.
It's
a
little
more
complex
and
I,
initially
understood
so
I'm
not
going
to
move
anything
today,
but
I
would
like
to
explore
that
and
I
may
be
alone
in
this,
and
that's
fine
but
I
still
don't
understand
this
and
so
I'm
not
going
to
vote
for
it.
B
If
everybody
else
understands
it,
that's
and
is
happy
with
it
and
that's
great,
but
I
it's
still
gibberish
to
me
and
that
that
could
be
I'll
accept
that
that
could
be
me
rather
than
the
reporter
the
subject
or
the
explanation.
But
if
everyone
else
gets
it
then
I'm.
Fine
with
that,
but
I
don't
still.
D
A
Other
speakers-
no
other
speakers,
okay,
so
I'm
just
gonna,
speak
last.
I
know
the
recommendations
in
this
report.
I
want
to
thank
everybody
for
their
work.
I
think
we
have.
You
know:
Josie
CEO,
Lee,
Robb,
Michael,
Tracy
cooks.
Here
the
one
comment
I
thought
I
would
like
to
make
about
this.
Is
we
talked
earlier
about
bringing
forward
a
digital
government?
A
And
you
know
I
asked
Rob
once
again,
I'll
bring
it
up
again
how
about
how
to
remove
roadblocks
and
maybe
how
we
move
things
forward
and
I
think
these
are
one
of
these
projects
that
we
need
to
have
passed
to
move
government
for
to
enhance
our
digital
government
I've.
One
comment:
I
would
think
in
terms
for
future
projects
like
this
one
we're
bringing
it
forward
if
we
can
have
a
much
more
detailed
business
case
in
the
report.
A
Contact
wise,
thank
you
so
that
the
members
of
the
committee
can
have
a
much
more
fulsome
understanding
this,
especially
if
it
moves
from
here
on
to
the
flora,
Council
I
think
that
would
help
people
bring
a
have
a
much
better
understanding
of
it,
and
things
will
flow
a
little
better.
Okay,
thank
you.
So
all
in
favor
of
the
recommendations
opposed
and
that
passes
right
was
that
a
in
favor
or
oppose
sorry
opposed
okay.
So
that
passes
three
to
two.
A
I
Thank
you,
I
think
I
think
my
motion
speaks
for
itself
and
I
I
believe
I
I
described,
perhaps
why
we
need
to
do
this
based
on
the
questions
that
I
asked
earlier,
I'm
and
I'm
delighted
to
hear
that
staff
are
suggesting
that
they've
learned
from
this
experience
and
they
are
willing
to
make
improvements
moving
forward.
I
think
it's
important.
That
council
ensures
that
that
is
done
here.
J
Just
thank
you
just
perhaps
this
is
an
echo
of
what
we
just
dealt
with
on
the
previous
report.
There's
a
bit
of
a
story
to
the
unfolding
of
the
facility
project.
I
understand
that
there
were
certain
elements
of
it
that
were
discovered
through
the
process.
There
were
certain
elements
to
the
process
that
had
to
do
with
realizing
economies
if
there
was
a
change
implemented
in.
Hence
that's
that's
part
of
the
ask
before
us
and
I
guess.
J
The
third
element,
and
the
one
that
I'm
struggling
to
understand
is,
is
what
I
would
categorize
is
an
enhancement
so
for
whatever
reason
we're
here
today,
there
are
some
asks
related
to
heritage,
to
enhance
what
was
originally
envisioned
or
or
proposed
some
time
ago,
and
those
come
with
a
financial
ask.
But
the
report
doesn't
go
into
enough
depth
for
me
to
be
comfortable
to
agree
to
those
extras
and
those
extras
add
up
to
about
a
million
dollars
according
to
the
report.
J
So,
in
order
for
me
to
be
comfortable
with
that,
I
think
I
need
to
see
more
information
on
exactly
what
those
are
and
I
appreciate
that
staff
did
their
best
to
answer
in
the
five
minutes
allotted
my
questions
about
what
they
were,
but
I
think
I
need
a
bit
more
time
to
understand
those
before
I
could
agree
to
grant
that
extra
money,
so
we'll
see
how
these
votes
go.
But
that's
my
concern.
Okay,.
H
Just
to
speak
briefly,
no
I
I
agree
as
well
with
councillor
Holliday
and
it's
very
frustrating
and
the
questions
that
we,
our
staff,
is
that
when
we
go
up
for
tender
and
we
accept
the
lowest
tender
and
then
it
comes
back
with
asking
for
an
increase
to
the
budget
and-
and
what
really
is
concerning,
is
that
all
the
stakeholders
were
consulted
prior
to
the
start
of
the
project.
And
then
we,
you
know
we
get
into
the
project.
Then
we
come
back
and
we
want
additional
money
and
that's
not
just
this
one.
H
It
there's
a
number
of
them
that
come
to
this
committee,
similar
to
that
and
and
and
all
we've
been
doing,
is
just
rubber.
Stamping
these
these
reports-
and
you
know
like
it's-
it's
it's,
it's
very
frustrating
to
have
these
reports
come
forward
and
I
know
that
the
staff
are
trying
to
explain
to
us
why?
H
But
you
know
we
have
to
do
a
better
job
and
if
we're,
if
we
go
out-
and
we
accept
the
lowest
tender
and
then
come
back
and
ask
for
an
increase
to
the
budget,
then
in
fact
we're
not
accepting
the
lowest
tender.
And
so
that's
very
concerning
to
me
and
when
we're
going
through
a
budget
process
where
we're
looking
to
find
you
know
funds
and
to
to
pay
for
projects,
and
and
this
happens
it's
to
me-
it's
unacceptable.
A
Okay,
Thank
You
councillor
Nunziata
any
of
the
speakers.
Okay,
so
I
do
have
a
motion
and
I
have
a
motion.
I'm
moving
it's
my
coffee
moment
again
the
deciding
be
referred
to
the
deputy
city
manager
at
corporate
services
or
a
request
to
review
the
projects,
evaluation
and
report
back
to
the
general
government
management
licensing
committee
at
its
meeting
on
April,
1st,
2019
and
I'm
doing
this
because
it
kind
of
encompasses
what
councillor
Matt
Lowe's
motion
did
the
comments
of
councilor
holiday
just
made?
A
You
know,
I
understand
the
work
that
was
done,
but
we
did
have
an
RFP
put
in
place.
You
know
brought
forward
everybody
did
the
evaluation.
I
know
there
was
used.
Some
staff
changes
in
the
different
departments,
but
I
need
to
really
understand
in
a
more
fulsome
way
the
details
of
how
all
this
rolled
out
I
do
understand
we're
in
a
building
with
a
heritage
designation
on
it
at
various
times
in
my
own
office,
at
one
time,
I
contemplated
nailing
something
into
the
pillar
in
my
office
and
one
of
the
staff
turning
green
another
time.
A
Somebody
coming
in
because
I
had
something
taped
to
a
door
saying
you
know,
there's
a
heretic
designation
on
this
building
councillor.
You
just
can't
tape
stuff
willy-nilly,
wherever
you
want.
So,
as
you
know,
Darren
dealing
with
a
heritage
designation,
not
always
the
easiest
thing
to
do,
but
I
think
when
we
have
a
process
in
place-
and
you
know
I
think
it
really
turned
a
lot
of
heads
on
this
committee.
Tevon
RFP,
a
number
of
different
departments
evaluated
and
then
come
back
and
add
on
by
the
same
departments
to
the
tune
of
two
million
dollars.
A
J
Take
it
as
understood
in
your
motion
that
you
would
expect
staff
to
provide
not
only
some
details
on
how
we
got
here,
but
just
that
concept
of
what
is
it
that
we're
moving
from
today
for
that
extra
million
dollars,
as
recommended
by
heritage
preservation
services,
you
know
what's
wrong
with
the
glass:
that's
there
now
or
what
had
been
proposed,
and
why
are
that?
Why
are
we
looking
for
another
million
dollars
because
I
think
that's
the
question
the
public
would
ask
of
us.
You
know
what
yeah.
D
J
G
A
K
There
were
through
the
chat
so
essentially
the
this
is
the
contract
extension
of
the
contract
value
and
I'm.
Just
gonna
try
to
put
it
into
layman's
terms
in
that
respect,
the
infrastructure
that
we
have
in
the
city
from
a
physical
infrastructure.
So
imagine,
essentially,
you've
got
your
house
and,
within
your
house,
you're
trying
to
expand
the
rooms
in
your
house
to
be
better.
One
of
the
areas
in
terms
of
state
of
good
repair
of
maintain
in
that
environment
is
about
stating
is
that
how
are
we
going
to
continue
building
those
rooms?
K
Are
we
going
to
build
those
rooms
in
a
state
that
was
done
20
or
30
years
ago?
So
the
idea
of
virtualization
is
to
take
some
of
those
rooms
and
ensure
that
those
rooms
can
be
portable
and
move
in
any
sort
of
a
model
to
ensure
that
we
can
extend
it
without
having
to
put
walls
on
each
rows.
If
you
just
bear
with
me,
I'm
trying
to
sort
of
take
it
into
sort
of
layman
terms,
so
within
the
blanket
contract
under
the
corporate
int
division,
we
have
a
certain
contractual
vehicle
that
we
have
that
contract.
K
Your
vehicle
was
based
on
utilizing
how
we
modernize
those
rooms,
how
we
make
sure
the
rooms
are
now
walking
in
2019
standards
to
extend
some
of
the
initiatives
that
go
through
that
contract,
for
example,
PCI
compliance,
some
initiatives
that
came
up
to
ensure
that
we
could,
in
this
case,
for
PCI
to
comply
in
terms
of
based
on
the
authority,
is
that
that
blanket
contract
then
is
utilized
for
value.
The
value
of
that
contract
then
reduces
the
amount
that
has
come
from
those
initiatives
asking
for
those
contracts
go
through
the
budget
cycle.
K
So
now
we
have
a
reduced
contract
amount.
We
need
to
extend
those
rooms
or
continue
on
the
state
of
good
repair
for
the
city
and
we're
now
reduced
in
contract
value.
So
the
three
million
dollars
is
to
state
that
to
meet
the
contract,
value
of
continuing
to
modernize
those
rooms
and
ensure
that
it's
on
the
state
of
good
repair
in
terms
of
2019,
but
to
also
ensure
that
once
that's
done
we're
coming
back
in
terms
of
for
a
bid
process
in
2020.
B
L
H
L
K
L
K
K
Let
me
clarify
you're
not
actually
buying
a
system
with
this
contract
you're
buying
parts
to
actually
furnish
when
you
need
so,
and
it's
important
we're
not
buying
a
whole
system,
you're
buying
parts
or
when
you
need
more
parts.
We
go
through
this
country,
but
physical
parts
correct
and
they're
housed
where
they're
housed
in
our
Don
Mills
datacenter.
Okay,
so.
K
L
K
L
K
L
We
there's
no
other
provider
that
we
can
go
to
and
get
up
to
up
to
speed
or
up-to-date
equipment
comparable
to
what
we
have.
But
you
know
when
you
have
a
car
which
is
2020
and
you
come
a
20-19
and
you
add,
you
change
the
engine.
The
body
still
2020
I
mean
29
20
2010
before
versus
2019.
So
is
there
a
car
that
we
can
go
by
or
is
there
a
system
that
we
can
go
by
out
there,
which
is
2019,
which
can
cost
us
less
through.
K
L
K
The
chair,
what
we're
buying
is
one
particular
component
out
there
that
standard
through
the
industry
in
terms
of
their
so
when
you're
actually
going
to
procure
that,
through
that
blanket
contract,
the
price
that
we
are
looking
to
pay
for.
It
is
an
industry
price
that
is
being
procured
through
that
existing
contract.
Let.
L
K
Actually,
let
me
just
through
the
chair
you're
having
a
contract,
so
you're
not
buying
some,
what
you
bought
biscuit
so
in
2016.
If
you
bought
a
particular
equipment,
it
was
at
that
time
in
2016,
as
the
contract
is
for
four
years
when
you're
buying
that
particular
another
equipment
in
2019
you'll
bind
the
most
modernized
equipment
at
that
time.
J
H
H
H
H
F
H
F
H
K
K
H
But
would
we
did
would
the
request
have
been
less
when
we
originally
signed
the
contract
if
we
had
submitted
those
products
like
forget
that
it's
in
the
budget?
Well,
you
know
like
the
question
is
if
we
had
originally
asked
for
those
capital
projects
to
be
identified
when
the
original
contract
was
was
negotiated
with
the
ask
today
been
less.
G
The
chair,
what
I
would
say
is
that
if
we,
if
these
projects
were
known
at
the
time,
we
issued
the
tender
an
issue,
the
RFQ,
they
would
have
been
part
of
the
overall
contract
valued
at
the
start,
so
that
I
can't
say
for
certain
that
it
would
been
equivalent
to
three
million
dollars.
But
though
the
anticipation
of
those
projects
would
have
already
been
built
into
the
original
contract
value.
The
the
fact
that
these
projects
came
online
after
that
contract
was
entered
into.
Is
why
we're
here
now?
No.
H
B
K
Through
the
chat,
I
think
I'm
gonna
link
it
as
well.
Through
the
presentation
there
was
given
area,
the
need
to
transform
is
accelerating
the
modernization.
So
if
there's
initiatives
coming
through
and
there's
a
pressure
to
transform
quickly,
then
you
need
parts
to
be
able
to
realize
those
those
benefits
with
those
initiatives
for
the
for
the
stakeholders,
the
citizens,
the
residents.
So
we
that
burn
rate
which
is
you're
happening
in
from
the
infrastructure,
is
based
on
trying
to
respond
to
those
needs.
Okay,.
L
L
K
L
Person
that
was
part
of
the
original
agreement
would
they
be
in
the
room,
no
okay,
so
my
question
would
go
to
to
think
a
chair
somewhere
I
think
mrs.
Keough
Lee.
Can
you
either
tell
us
that
this
was
the
best
purchase,
or
can
you
come
back
to
us
and
certify
that
I
mean
like
every
time
that
there's
something
that
happens?
Is
we
don't
know
who
the
person
was
and
what
happened
and
I'm
not
sure
if,
like
buying
it
the
first
time
at
six
million,
and
now
we
want
to
pay
another
three
million.
C
G
C
So,
just
through
the
chair,
what
Lawrence
said
I
actually
trust
that
staff
have
actually
done
to
due
diligence
here
counselor,
so
I
would
say
that
I
would
support
what
he's
he's
actually
for
int
and
also
the
chief
procurement
officer.
These
are
technologies.
Changing
things
are
changing
here,
so
nooks
is
the
best
vehicle.
Can
we
look
at
different
vehicles
will
always
be
doing
that
to
your
question
also,
and
that's
something
that
that's
our
role
to
actually
work
with
and
talk
to
procurement,
as
well
as
our
team
through.
L
The
chair
can
I
have
your
insurance
that
you
get
back
to
me
with
some
stats
and
figures
when
where
and
how
and
everything
else
offline.
So
I
can
be
satisfied
that,
if
I'm
gonna
vote
today
that
I
won't
have
to
come
back
and
regret
that
we're
spending
three
million
dollars
for
something
that
we're
running
paid.
Six
I'd
like
to
be
I
mean
I'd
like
to
do
not
know
that
if
I'm
making
the
decision
today
that
I
made
the
right
through.
A
A
A
A
next
item
number
10,
a
ward
of
requests
for
supplier
qualification;
number;
nine,
one:
three,
four
one:
eight
seven,
one:
six:
zero
for
the
pre
qualification
of
vendors
to
provide
supplementary
legal
services
for
insurance,
defense,
counselor
Fillion
held
it.
Do
you
have
questions
of
staff?
Counselor
phillium?
Yes,.
B
M
Through
you,
mr.
chair,
you
know,
the
the
number
of
files
that
are
in
litigation
is
relatively
constant.
It
has
been
constant
over
the
years.
I
can
tell
you
that
2018
was
a
particularly
bad
year
for
the
number
of
claims
made
against
the
city
because
of
weather
conditions
we
had
enough
weather
drives.
Our
claims.
M
Insurance
claims
against
the
city
creates
a
lot
of
problems,
roadway
problems,
icy
sidewalks
and
that
sort
of
thing,
so
that
that
increased,
the
number
of
claims
that
were
made,
but
you
know
ultimately,
we
were
pretty
consistent
at
the
number
of
litigate
files
in
litigation,
which
is
the
services
that
that
this
roster
of
law
firms
is
engaged
to
handle
for
us.
So.
M
You
mr.
chair,
well
that
that,
over
the
last
ten
years,
that
number
has
has
increased.
It's
increased
because
of
you
know
just
smarter
plaintiffs
out
there
and-
and
you
know
great,
you
know
the
the
length
of
time
it
takes
to
resolve
files.
But
what
we're
doing
to
mitigate
that
is.
We
do
have
legal
services
in
the
city
that
we
are
increasing.
The
number
of
files
that
are
handled
inside
so
there's
a
greater
reliance
on
our
own
internal
legal
services
to
help
reduce
cost.
M
Well
through
you,
mr.
chair
it
it's
it's,
it's
somewhat
of
a
balance
between
you
know
putting
up
a
good
defense
using
the
resources
we
have
inside
and
the
good
work
that
city
services
do
provide
to
to
defend
claims.
Sometimes
it's
just
not
that
easy.
You
just
don't
sort
of
show
up
to
defend
a
claim
and
the
plaintiffs
go
away.
It
takes
a
lot
of
convincing
we're
assured
through
this
our
fsq
process
that
we've
engaged
the
the
most
suitable
firms
that
are
dedicated
to
municipal
defense.
M
B
I
get
all
that
I
think
the
question
I
was
asking
is
who,
in
the
city,
looks
at
all
the
claims,
we're
getting
and
says?
Well,
this
batch
here
is
perhaps
because
we're
not
doing
something
properly,
and
maybe
we
should
contact
whatever
division
might
not
be
doing
things
properly
and
put
some
money
into
fixing
that
so
that
we
don't
get
any
claims
or
do
we
just
keep
doing
with
the
claims
you
know
coming
down
the
conveyor
belt
through.
M
You,
mr.
chair,
yes,
I,
understand
the
question
completely
and
you
know
I
think.
Over
the
last
few
years,
we've
dedicated
a
lot
of
resources
in
time
to
risk
management
at
the
city
were
well
engaged
with
the
the
operational
divisions
of
the
city
that
are
generating
the
claims
or
where
claims
are
made
against
them.
Divisions
like
Toronto,
water,
transportation,
services,
police
parks,
forestry,
recreation,
where
there's
a
lot
of
public
interaction
with
those
divisions
and
we've
got
a
number
of
mechanisms
in
place.
M
A
number
of
measures
where
we
produce
data
on
the
claims
we
meet
with
the
divisions
we
have
division
representatives
that
attend
our
meetings.
There's
a
you
know,
there's
a
number
of
measures
that
were
we've
implemented.
We've
upgraded
our
risk
management
information
system
last
year
to
produce
more
depth
of
analytics
and
metrics
on.
The
types
of
claims
were
having,
so
that
we
can
relay
that
information
to
the
divisions
and
and
empower
them
to
make
the
changes
that
they
need
in
their
operations
to
reduce
to
reduce
claims.
B
M
M
Than
twenty
percent
of
the
claims
made
against
the
city
are
from
for
flooded,
basements
but
less
than
20
percent,
but
you
know
I've
got
to
say,
as
I
said
earlier,
weather
drives
the
claims
and
we've
had
so
in
2018
we
had
some
significant
weather
events
severely
spiked
the
the
types
of
claims
that
came
in
and
in
that
area,
as
well
as
2013.
As
you
know,
we
that
was
a
horrific
year
as
far
as
the
the
rainstorm
in
July
of
that
year
cause
a
lot
of
claims.
Oh.
H
D
M
A
J
M
Through
you,
mr.
chair,
that's
that's
a
roster
of
claims
that
is
fairly
consistent,
so
that
was
the
number
I
was
speaking
of
earlier.
That's
that's
sort
of
an
ongoing
number.
Some
drop
off
some
lasts
a
little
longer,
but
at
any
given
time
we're
chugging,
along
with
about
1,400
files
in
their
hands,
so.
J
And
they
translate
to
about
thirty
five
million
dollars
in
payments.
If
I
got
that
right,
that's
in
claims
do
we
know
what
is
the
the
percentage
of
insurance
companies
that
are
the
the
plaintiffs,
on
behalf
of,
say,
their
clients
versus
private
citizens
that
come
forward
with
whatever
claim
it
is
that
they've
got
so
in
the
case
of
basement
flooding,
I
presume
that
sometimes
insurance
companies
will
bring
claims
forward
on
behalf
of
their
clients
versus
those
cases
where
it's
just
a
private
citizen,
they
slipped
on
a
sidewalk.
They
want
to
bring
a
lawsuit
forward.
M
Yeah
three
or
mr.
chary
yeah,
the
vast
majority,
are
private.
I
mean
it's
only
in
a
case
where
someone
would
access
their
homeowners
insurance,
for
example,
where
there
would
be
a
subrogated
right
to
the
insurer
to
bring
an
action
against
the
city
to
recover
the
amounts
paid
out.
So
you
know
most
of
what
we're
dealing
with
here
are
public
civil
claims
arising
from
you,
know,
sidewalks
and
roads
and
parks,
and
that
sort
of
thing
yeah,
I.
J
Guess
I
could
do
the
math,
but
do
you
have
any
sense
on
the
ratio
of
the
cost
to
the
city
versus
the
payout
in
in
terms
of
cost
of
legal
defense?
So
you've
got,
you
said,
there's
about
five
hundred
a
year
cost
fifteen
million
dollars
externally,
plus
the
internal
charges
translates
to
thirty
five
million
dollars.
Why
are
we
getting
into
territory
where
you
know
the
the
cost
that's
unshown
to
the
taxpayers
are
buried
into?
This
is
almost
as
much
as
the
payout
three.
M
And
mr.
chair,
so
the
that
percentage
would
be
about
thirty
percent,
but
you
know
I,
think
it,
as
I
mentioned
earlier.
I
think
it
is
a
balance,
it's
not
something
that
we
want
to
give
up
on.
It's.
We
need
to
show
the
public
that
we
do
have
a
defense
to
a
lot
of
the
claims
that
are
made
against
the
city.
M
M
Three
of
mr.
chair,
yes,
I
mean
every
opportunity
we
get
in
in
a
in
a
judicial
setting
through
the
courts
pre-trials
the
pre-trial
bench
that
hears
these
cases,
where
you
know
they're
tax
payers
in
the
City
of
Toronto,
many
of
them
and
they're
aware
of
what's
going
on,
and
we
make
that
case.
Every
time
we
can
do.
M
M
L
M
M
L
M
L
M
L
M
Of
mr.
chair,
so
when
the
city
becomes
aware
of
a
litigated
claim,
our
defense
team
engages
the
the
division
as
a
witness
to
the
claim
we
start
drawing
in
that
the
division
to
get
information
and
they
become
aware
of
the
of
the
hazard,
that's
been
reported
and
will
take
action
to
remedy
that
immediately.
So.
L
A
M
L
M
L
Sir,
my
question
to
you
then
my
last
question
to
you
is
that
how
long
is
it
gonna
take
you
to
pull
that
down
and
let's
say
in
the
last
15
years
we
had
a
claim
against
the
city
and
how
soon
the
pothole
is
fixed
or
heaves
on
the
sidewalk.
How
long
will
it
take
you?
Oh
I
got
a
particular
capo
trust
me
well,
he's
got
the.
L
A
L
A
L
You
were
you're
part
of
the
Stuber
Council,
and
you
know
that
I
asked
this
question
before
and
I
have
not
got
an
answer
in
Scarborough
Council.
So
if
the,
if
the
staff
tells
me
that
will
be
a
day,
I,
don't
think
there
will
be
a
long
time
to
do
it.
I
mean
you
know
the
only
thing
that
I'm
asking
for
in
the
last
15
years.
How
many
cases
have
we
lost
and
if
they've
been
fixed?
L
A
B
Obviously,
we
should
have
an
interest
in
how
we
reduce
the
seventy
five
million
dollars
and
perhaps
we'll
get
some
further
information
that
might
lead
us
to
that
through
through
getting
more
detailed
breakdown
on
what
we're
paying
out
claims
about.
So
if,
for
example,
if
it's
icy
sidewalks,
we
might
want
to
look
at
our
budget
for
dealing
with
icy
side
blocks.
H
That
needs
to
be
done,
that
we
haven't
done
with
TRC
a
and
to
spend
millions
of
dollars
a
year
on.
You
know
legal
fees
and
that
we're
better
off
just
to
pay,
get
the
work
done
rather
than
keep
you
know
having
to
address
these
thousands
of
claims
that
are
coming
in,
but
in
particular,
I'm,
very
I'm,
very
curious
about
the
basement,
flooding
one,
because
I
know
that
there's
been
thousands
of
people
that
have
submitted
and
claims
for
basement
flooding
and
I,
just
like
to
know,
get
the
details
on
that
and
the
cost
as
well.
A
J
Mr.
chair
and
I
may
be
a
stretch
on
a
point
of
order,
but
I
just
want
to
question
the
redundancy
of
some
of
these,
because
I'm
aware
that
some
of
these
reports
are
out
there
in
order
to
vote
on
them.
I
just
want
to
make
sure
that
I'm
not
asking
staff
to
duplicate
work.
Now,
if
they're
not
entirely
out
there
I
respect
that.
But
I
am
aware
there
are
reports
on
claims,
because
I've
looked
them
up
recently
and
I
just
want
to
make
sure
that
we're
not
duplicating
something.
M
M
It
was
produced
for
a
briefing
note
for
the
budget
process
to
defend
the
amount
of
money
that
we
need,
so
that
that
information
is
readily
available
and
I'd
be
pleased
to
circulate
that
note
to
your
committee,
sir,
and
and
for
everyone's
review,
if
that,
if
that
might
work
and
we
do
publish
claims
data,
including
flooded,
basement
data,
it's
on
its
it's
public
information,
it's
on
the
city's
website,
so
it's
available
to
everybody,
the
public
and
everyone.
So
it's
a
claims
disclosure
report.
We
have
just
posted
it
recently.
M
L
I
M
D
H
H
No
actually
counselor
Carrie
chiana's
put
your
own
through
okay,
the
the
the
purpose
of
my
my
request
is
that
when
I
see
the
amount
of
money,
the
millions
of
dollars
that
were
actually
paying
out
in
legal
fees
in
that
that,
maybe
we
could
be
correcting
what
needs
to
be
corrected
when
it
comes
to
basement
flooding,
which
is
a
big
issue
for
me.
Well,.
D
D
L
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
L
J
L
L
Thank
you
counselor.
Through
there
through
the
chair,
I've
asked
councillor
Nancy
Etta.
If
I
can
make
a
friendly
amendment.
That
was
nothing
thing.
I
put
it
together.
If
we
get
detailed
information
on
different
claims,
I'll
be
more
than
happy.
So
you
want
to
make
a
motion
chair
that
you
want
to
be
lump
it
all
together.
I.
B
Guess
of
the
mover
I'm
happy
to
make
a
friendly
amendment
if
it's
helpful,
I,
just
don't
think
it's
useful
to
have
one
report
coming
here.
One
going
to
council,
perhaps
at
different
times
and
just
makes,
seems
to
me
to
make
sense
to
everything.
Have
everything
come
here
we
deal
with
it
and
then
and
then
it
go
to
Council.
I
have.
L
L
D
J
L
A
Moving
the
recommendations
in
number
10,
all
in
favor
item
as
amended
Carrie,
now
we're
on
number
11
Provincial
Offences
Act,
find
request
for
proposal
number
nine
one.
Three,
eight
one:
eight:
seven:
zero
zero
six.
We
had
one
deaf
unit,
Derek
Moran
I,
don't
see
mr.
Moran
here
so
I'm
gonna,
assume
I
haven't
seen
him
all
day.
He
won't
be
deep,
Yuting
any
questions
of
staff
by
anyone
on
this
item.
Councillor
holiday,
questions
of
staff.
J
Thank
You
mr.
chair
I
just
want
to
think
back
to
the
auditor's
report
on
this.
The
auditor
had
made
a
number
of
recommendations
concerning
collections
for
provincial
offense
acts,
and
my
questions
are
to
try
to
understand
a
little
bit
more
about
the
integration
of
the
auditors
recommendation.
So
can
someone
comment
on
what
the
auditor
characterized
as
a
multistream
approach,
is
that
included
in
this
contract?
J
E
Through
the
chair
this
this
RFP
and
the
contracts
before
you
address
the
eight
Auditor
General's
recommendations
in
two
ways:
one.
It
gives
very
robust
performance,
measurements
and
performance
standards
to
this
contract
for
the
collection
agencies,
where
there's
incentives
for
performance
and
penalties
for
non
performance.
In
addition
to
that,
it
addresses
the
difficult
to
collect
fines
and
and
and
engages
a
more
robust
strategy
for
trying
to
collect
those
fines
by
adding
another
tier
of
collection
agencies
to
go
after
aged
fines.
E
Yes,
I
believe
that
we
will
be
reporting
that
in
2019
after
these
contracts
have
gone
out
and
we've
had
measurable
performance
by
the
collection
agencies,
I
can,
though,
report
through
the
chair
is
that
we
haven't
made
improvements
to
our
collection
program
and
we
focusing
resources
and
streamlining
processes.
We've
already
seen
an
increase
in
our
assisting
contracts,
22%
increase
of
collections
just
from
the
improvements
that
we
did
to
the
rotation
of
the
accounts
under
the
existing.
E
J
J
E
The
other
thing
that
this
envelopes
that
these
contracts
push
is
on
top
of
the
performance
incentives
that
we've
put
in
that
third
tier
of
collection
agencies
to
go
after
debts
that
are
20
years
old,
older
and
that
adds
an
additional
110
million
dollars
to
the
amount
of
accounts
that
collection
agencies
will
seek
payment
for.
On
behalf
of
the
city.
Yes,.
J
The
final
question
is,
as
time
passes,
the
number
of
people
that
have
home
telephones
is
becoming
less
and
less
and
I
know
that
many
of
the
methodologies
employed
by
the
collection
agencies
rely
on.
You
know
listings
of
people's
phone
numbers.
Are
there
mechanisms
built
into
these
collections
proposals
from
these
vendors
to
try
and
push
the
envelope
on
that
fact
that
you
know
you
can
rely
less
on
the
telephone
and
you've
got
to
get
into
other
methods
to
get
ahold
of
debtors
and
bring
to
their
attention
the
the
money's
owed
as.
E
Through
the
chair,
one
of
the
recommendations,
we've
included
in
the
report
for
the
consideration
of
this
committee
into
Council,
is
to
allow
the
collection
agencies
to
to
contact
debtors
during
hours
set
out
within
the
collection
and
debt
settlement
services
act.
The
technologies
of
collection
agencies
use
allow
not
just
our
landline
phones,
but
also
mobile
data
and
texting
so
by
allowing
taking
the
restrictions
off
the
collection
agencies
and
opening
that
full
toolbox
up
for
them.
That's
allowed
by
under
provincial
legislation
that
will
allow
them
to
tax
mobile
phones
as
well
as
use
landlines.
D
A
A
L
J
Like
like
to
place
a
motion
as
well,
I
would
like
to
defer
it
indefinitely,
and
the
comment
I
would
make.
Is
I'm
I'm
aghast
that
we're
entering
this
discussion
on
in
a
year
that
we
are
engaging
in
collective
bargaining
and
I
can't
understand?
Why
would
we
be
opening
the
discussion
that
this
committee.
L
Do
you
see
you
foresee
this
having
anything
to
do
with
collective
agreements
or
anything
to
do
with
the
unions?
This
is
for
staff,
that's
unionized
and
stuff.
That's
not
unionized!
This
is
for
staff
that
works
in
our
offices.
How
do
you
see
this
part
of
the
you
mentioned?
It's
part
of
the
collective
agreement,
so.
J
L
A
Okay,
other
questions
of
the
mover
other
speakers.
Seeing
then
so,
I'm
gonna
speak
last
I'm
gonna
move
the
staff
recommendations
in
this
report.
I
understand
the
antenna,
counselor
care
Janus
and
the
intent
have
a
counselor.
A
holiday
coming
from
an
area
of
City
Iran
is
very
multicultural.
I
have
a
number
of
different
staff
that
also
work
in
my
office
that
live
in
my
ward.
A
They
often
throughout
the
year
I
give
my
staff
days
off.
They
have
religious
holidays,
their
religious
holidays
that
aren't
recognized
by
the
City
of
Toronto
I'm,
fine
with
that
I
don't
have
any
problem
with
it,
but
we
have
been
following
the
same
calendar
of
religious
holidays
for
quite
a
while
I
think.
A
Since
the
time
I've
been
here
started
working
here
back
in
2000
I'm,
fine,
with
moving
the
staff
recommendations,
asking
staff
to
report
back
on
the
validity
of
the
calendar
and
if
there's
dates
that
can
be
added
to
it,
and
if
the
process
can
be
improved
to
be
more
reflective
of
our
society
than
weather.
This
calendar
was
created,
I
think
an
amalgamation,
so
I'm
gonna
I'm
moving
the
recommendation
in
the
report.
L
L
L
I
D
I
I
have
no
problem
at
all
with
what
councillor
Kerry
Janice
is
asking
I
mean.
Ultimately,
if,
if
staff
are
convinced
that
the
status
quo
is
appropriate
and
and
reflective
of
you
know
what
what
our
what
our
society's
norms
should
be,
then
I
mean
we
don't
always
agree
with
staff,
but
at
least
we
can.
We
can
hear
that
and
if
there
are
some
updates
that
we
should
consider
that
we
are
you
know,
none
of
us
are
experts
on.
You
know
the
best
way
to
build
an
ecumenical
calendar.
I
B
Just
I
guess
a
question
of
the
mover,
although
I
understand
it's
really
council
carry
Janice's
motion
is
the
intention
that
people
could
kind
of
declare
what
religious
holiday
they
observe,
as
opposed
to
anybody
can
say:
I
assume
it.
We
would
get
something
back
with
some
guidelines
and
standards
as
far
as
how
people
would
designate
a
religious
holiday
that
they
would
observe.
That's.
A
What
I
anticipated
I
have
members
of
my
staff
that
celebrate
religious
holidays
that
it's
it's
a
day
like
they
can't
work
they
had
they
have
to.
They
have
to
go
to
their
place
of
worship
or
be
involved
in
prayers,
but
they
can't
be
at
work.
They
have
to
take
it's
a
religious
holiday
to
them.
It's
not
recognised
by
the
City
of
Toronto
in
our
official
calendar
of
religious
holidays.
So
would.
B
D
A
L
A
L
I
Four
days
on
this
important
motion,
I
hope
you'll
hear
me
out
that
the
general
government
and
licensing
committee
passed
and
declares
a
bylaw
confirmatory
bill
to
confirm
the
legislative
proceedings
of
the
general
government
and
licensing
committee
acting
under
delegated
authority
at
meeting
to
held
on
March
5th
2019
I
have
a
question
the
movie
convincing.
Did
you
write
this
yourself?
I
I
did
receive
some
assistance.
I
must
admit
it
was.