►
Description
General Government and Licensing Committee, meeting 6, June 24, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15373
Part 2: https://www.youtube.com/watch?v=jZk04aqvzBU
Meeting Navigation:
0:20:46 - Call to order
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
Good
morning,
everyone
good
morning,
everyone
I'm
going
to
call
meeting
number
six
to
the
general
government
licensing
committee
to
order
I'd
like
to
welcome
committee
members
to
visiting
members
of
council
in
attendance
today
to
members
of
the
public
and
in
the
media.
You
can
follow
the
agenda
and
the
debate
on
your
computer
tablet
or
smartphone
at
wroc,
a
backslash
Council
in
anticipation
of
interest
on
the
vehicles
for
hire
item
extra
space
and
services
have
been
provided
at
today's
meeting
to
ensure
that
all
persons
are
able
to
attend
and
follow.
A
The
meeting
the
general
government
licensing
committee
acknowledges
the
land
we're
meeting
on
is
their
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
ANA
be
the
Chippewa,
the
Honda
new
Shawnee
and
the
when
deaf
people's
and
has
now
home
to
many
diverse
First,
Nations,
Inuit
and
maytee
peoples.
We
also
acknowledge
that
Toronto
is
covered
by
treaty
number.
A
We'll
go
through
the
agenda.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act?
Seeing
none
can
I
have
a
motion
to
confirm
the
minutes
of
our
last
meeting
on
May
21st,
2019,
councilor
holiday,
home
favor,
carry
speakers
and
presentations.
As
I
said,
the
green
list
is
in
front
of
us,
we'll
just
go
through
the
agenda.
Our
first
item
is
an
overview
of
citywide
real
estate.
There's
a
presentation
by
staff
on
that.
A
A
Anybody
want
to
move
it
counselor
holidays.
Moving
number
for
all
in
favor
carried
number
five
is
a
status
of
outstanding
payment.
Lieu
of
tax
amounts
for
federal,
provincial
municipal
properties.
I
have
a
motion.
The
reports
not
ready
so
I'm
moving
a
motion
that
item
GL
six
point:
five
be
withdrawn
from
the
agenda.
All
in
favor
carried
number
six
is
the
2018
consulting
services,
expenditures,
city
divisions,
agencies
and
corporations
comes
from
Philly
on
to
hold
that.
A
A
A
A
Number
19
community
space,
tenancy
lease
agreement
and
municipal
capital
facility,
designation
for
Toronto
Community
and
Cultural
Center
at
1650,
Finch
Avenue
East
councillor
Malvo.
Would
you
like
to
move
it
you'd,
rather
not
okay,
this
side
of
the
room
anybody
want
to
move.
It
join
me
to
hold
it
councillor,
holidays,
moving
number
19,
all
favor
carry.
A
A
A
A
C
A
D
Name
is
David
Jollymore
I'm.
The
program
director
for
the
citywide
real
estate
program
with
me
here
is
pat
matazo
and
he
is
the
incoming
interim
executive
director
of
a
new
division
that
we're
going
to
talk
about
today.
Corp
corporate
real
estate
management
division,
so
between
us
we're
gonna,
give
an
update.
You
can
flip
to
the
next
slide.
We're
gonna
give
an
update
on
the
citywide
real
estate
review,
our
citywide
real
estate
model,
which
we've
been
working
through
for
the
last
couple
of
years.
D
We're
gonna
provide
a
background,
progress
to
date
as
well
as
next
steps
relative
to
our
work
on
the
citywide
real
estate
model
and
then
I'm
gonna
hand
it
over
to
mr.
matoso
to
go
through
the
new
corporate
real
estate
management
division.
So
we'll
learn
to
introduce
what
it
is:
some
key
projects
and
initiatives
and
give
a
bit
of
a
heads
up
to
the
committee
in
terms
of
reports
that
we're
working
on
that
we're
going
to
be
bringing
forward
in
the
in
your
future.
D
You
know
eighty
five
hundred
properties,
thirty
thousand
acres
of
land,
almost
seven
thousand
buildings,
a
billion,
a
billion
in
operating
and
capital
on
an
annual
basis
and
an
assessed
value
of
twenty
seven
billion
dollars.
So
really,
the
idea
around
citywide
real
estate
was
better,
more
effective,
stewardship
and
management
of
this
very
large
and
valuable
portfolio.
And
fundamentally
this
portfolio
enables
City
program
it.
It
really
allows
the
city
to
deliver
its
services,
so
the
vast
majority
of
programs
that
the
city
provides
is
delivered
through
its
real
estate.
D
So
just
to
give
you
a
sense
for
a
key
business
challenge
and
fundamentally
what
we
were
trying
to
achieve
with
the
citywide
real
estate
model
was
to
centralize
the
stewardship
of
this
most
valuable
asset
and
that's
really
dealing
with
the
authorities.
The
decision-making
in
the
service
delivery,
as
it
relates
to
the
management
there's
portfolio.
D
So,
as
you
can
see,
we're
moving
from
we're
moving
from
a
state
that
where
we
didn't
have
a
city,
wide
portfolio
plan
that
looks
at
the
portfolio
through
a
citywide
lens,
so
you
know
where
our
our
I
guess
past
state
and
we're
still
kind
of
working
our
way
through
this.
But
we
have
decentralized
II,
centralized
situation
as
it
as
it
relates
to
the
management
of
the
portfolio
and
what
we
want
to
set
out
to
do
is
really
moving
towards
centralizing
the
stewardship
for
the
planning
and
the
management
of
the
real
estate
assets.
D
And
why
do
we
want
to
do
this?
It's
really
about
centralizing
the
intelligence
and
the
decision-making
as
it
relates
to
the
best
use
of
this
set,
the
most
effective
way
of
managing
operating
and
capital
dollars
associated
with,
and
really
it's
about
delivering
service
in
the
most
cost
effective
way,
and
that's
a
capital
comment,
and
that's
also
an
operating
comment.
D
Just
to
give
you
a
sense
for
the
history,
we
started
working
on
the
development
of
this
model.
Back
in
the
late
2015,
we
partnered
with
a
consulting
firm.
We
did
a
review
of
the
service
delivery
model.
We
brought
forward
our
report
in
June
of
2016,
whereby
we
present
a
council
with
the
what
we
wanted
to
do,
and
that
was
really
about
centralizing.
The
service
delivery
model
across
city
divisions,
agencies
and
corporations
that
were
involved
in
in
real
estate
service
delivery.
We
then
spent
another
year
looking
at
how
we
would
go
about
doing
that.
D
So
we
brought
our
report
forward
in
May
of
2017
and
that's
where
council
adopted
the
how
we
would
proceed
forward
in
terms
of
centralizing
the
service
delivery
model
in
preparation
for
that.
We
brought
a
report
in
late
2017,
whereby
our
first
order
of
business
was
to
consolidate
Authority
associated
with
real
estate
transactions
and
on
January,
the
1st
of
2018.
We
launched
create
EO
and
we
expanded
the
we.
D
We're
now
about
to
launch
a
new
city
division
while
collapsing
some
of
the
current
city
divisions,
call
corporate
real
estate
management,
KREM
and
then,
ultimately,
over
the
next
couple
of
years,
and
we
had,
we
had
always
planned
to
incubate
this
new
model
for
a
three-year
period.
At
the
end
of
2020,
we
will
be
doing
a
review
of
the
model
its
effectivity
take
stock
in
terms
of
what
changes
we
need
to
make
and
then
we'll
move
forward
from
there.
D
Everything
that
we
do
relative
to
the
citywide
real
estate
model
is
anchored
in
its
mandate
and
there's
really
three
key
parts
to
the
mandate.
It's
about
asset
stewardship,
which
I'll
talk
about
a
bit
more
in
a
minute.
It's
about
focusing
on
programs.
So,
fundamentally,
this
model
is
in
place
to
ensure
that
programs
are
unable
to
provide
their
service,
and
it's
also
about
enabling
city
building.
So
again,
looking
at
the
real
estate
through
a
citywide
lens
and
looking
for
opportunities
to
get
the
the
most
embarrassed.
D
One
of
the
key
areas
of
focus
has
been
enabling
city
building
in
consultation
with
city
programs
and
other
partners
like
City
Planning,
economic
development
and
culture,
social
development,
finance
and
administration,
among
others.
So
our
focus
here
and
what
pot
is
going
to
talk
about
in
terms
of
the
creation
of
a
new
corporate
real
estate
management
division
is
really
about
the
asset,
stewardship
piece
and
fundamentally,
this
is
this
is
focused
on
three
key
aspects.
D
One
is
about
improving
service,
so
we
want
to
make
sure
that
we're
providing
the
best
service
relative
to
real
estate
and
facilities
management
related
services.
So
that
includes
core
real
estate
services
that
are
currently
provided
by
the
real
estate
services
division
facilities,
management
services,
which
are
which
are
provided
by
a
number
of
different
city
divisions
and
agencies.
Currently,
energy
management,
given
that
energy
and
utilities
is
the
top
cost
as
far
as
the
as
the
portfolio
is
concerned,
as
well
as
corporate
security.
So
it's
about
improving
service.
Secondly,
it's
about
the
effective
use
of
real
estate.
D
So
it's
looking
at
how
we
get
the
most
invested
of
our
real
estate
and
looking
at
the
portfolio
for
opportunities
to
co-locate
city
services,
and
you
know,
modernize
our
portfolio
and
rationalize
it
and
think
forward
in
terms
of
planning
what
the
future
needs
are
relative
to
real
estate.
What
do
we
need
to
support
20
30
years
from
now
in
terms
of
our
real
estate,
and
then
it's
about
asset
management
and
really
what
that
boils
down
to
is
that
is
the
most
effective
use
of
capital
and
operating
dollars
relative
to
this,
to
this
particular
asset
type.
D
The
other
thing
that
we're
doing
here
as
we
as
we
move
the
model
forward,
is
ensuring
that
we
are
aligned
to
what
the
industry
that
best
practice
is
and
really.
The
idea
here
is
that
we
are
able
to
scale
this
organization
to
support
the
needs
on
a
citywide
basis.
So
you
know
we
have
a
combination
of
different
groups
that
are
still
involved
in
in
various
different
aspects
of
real
estate
service
delivery,
for
example,
facilities
management
services.
D
D
We
launched
the
model
we
put
new
functions
in
place
in
create
tio,
most
notably
the
citywide
real
estate
portfolio,
Planning
Group,
which
again
looks
at
the
opportunities
in
the
real
estate
portfolio
on
a
citywide
basis,
client
relationship
management
function
to
ensure
that
we're
providing
that
getting
inputs
from
programs
in
terms
of
their
real
estate
needs
and
providing
the
best
level
of
service
back
to
the
programs
in
the
support
of
their
Grahame
delivery.
We
transition
the
business
from
the
former
corporations
as
we
merge
them
together
and
created.
D
The
new
agency
called,
create
teo
and
create
tia
that
the
formation
of
CO
80012
of
those
former
corporations.
It
was
the
merger
of
those
former
corporations
and
a
much
bigger,
bolder
and
broader
mandate
with
it,
and
that
that
relates
to
the
next,
which
is
living
the
new
mandate
and
bringing
and
we're
going
to
talk
about
the
reports
that
we're
going
to
be
bringing
forward.
D
You
know
advancing
city
building
projects,
for
example,
Etobicoke,
civic
center,
Danforth,
Barnes
and
and
other
key
programs,
including
housing.
Now,
and
then
it's
also
about
modernizing
and
optimizing.
So
you
know,
over
the
last
couple
of
years,
we've
been
taking
the
opportunity
to
ensure
that
we
are
looking
at
ways
to
to
get
more
to
the
portfolio
and
we've
had
a
specific
focus
on
the
office
portfolio,
and
we've
made
some
good
progress
in
terms
of
advancing
our
office.
Modernization,
pilots,
which
have
resulted
in
over
3
million
dollars
of
savings
to
date.
D
We're
going
to
talk
about
reports
that
we're
bringing
forward
in
the
next
few
months.
That
will
scale
that
to
a
much
greater
extent
and
then
finally,
just
before
I
hand
it
over
to
to
mr.
matazo
just
wanted
to
kind
of
put
in
perspective
here
what
we
had
intended
to
set
out
to
do
when
we
brought
our
report
back
in
June
of
2017
and
there
there
really
are
four
key
things
that
we
need
to
do
in
order
to
advance
the
model
and
get
what
we
want
to
get
from
it
in
terms
of
improvements.
D
So
the
first
was
amending
authorities
to
centralize
land
use,
decision,
making
and
kind
of
have
a
check
in
the
box
on
that
particular
one.
So,
as
of
January,
the
1st
of
2018,
the
model
is
responsible
for
for
land
use
decisions
and
real
estate.
Related
transactions
come
through
the
model
today
kind
of
looking
forward.
There's
you
know
two
or
three
big
things
that
we
want
to
do
to
advance
the
model.
Further
centralizing
asset
planning
and
capital
planning
would
be
one
of
those
and
at
the
corporate
level,
there's
a
tremendous
amount
of
focus
on
understanding.
D
So
that
includes
things
like
the
development
of
practices
and
frameworks
that
that
the
business
can
operate
within
and
then
finally,
it's
about
streamlining
frontline
service
delivery
and
really
being
clear
as
to
who
does
what,
because
we
still
have
a
highly
distributed
model
in
terms
of
you
know:
facilities
management,
service
provision
in
our
2,500
buildings
that
we
have
not,
including
TCH
in
Toronto,
Hydro
and
really
what
this
is
about.
It's
about
the
reduction
of
capital,
the
reduction
of
operating
costs
and
maximizing
value
from
from
our
real
estate
portfolio.
D
E
You
David
so
the
slide
outlines
the
operational
business
lines
of
of
corporate
services.
As
you
can
see,
we
have
nine
divisions
and
sections
that
currently
report
into
the
deputy
city
manager.
As
David
had
noted.
The
creation
of
the
corporate
real
estate
management
division
marks
an
important
milestone
for
us
in
terms
of
the
citywide
transformation
in
terms
of
bringing
together
real
estate
services,
facility
management,
property
manager,
a
project
management,
space
management,
corporate
service,
sorry,
corporate
security
and
sections
of
of
energy
functions
that
relate
to
the
support
of
internal
buildings
that
that
we
manage
the.
E
The
key
here
is
to
develop
an
integrated
service
delivery
model
so
that
we
can
support
the
citywide
real
estate
transformation.
The
integration
will
also
allow
was
to
centralize
the
source
ship
of
real
estate
assets
and,
of
course,
to
promote
the
development
and
comprehensive,
consistent
asset
management
practice,
which
David
had
alluded
to.
E
So,
under
the
new
corporate
real
estate
services
model
by
integrating
the
multiple
divisions
will
simplify
the
organization,
because
what
we
want
to
do
is
is
have
clear
lines
of
accountability
within
within
the
corporate
real
estate
management
division
to
ensure
we
can
deal
with
from
an
integrated
perspective,
all
facilities
and
we
real
estate
related
issues.
So,
as
you
can
see,
the
executive
director
of
corporate
real
estate
management
will
report
directly
into
the
deputy
city
manager.
E
So
what
we're
doing
is
is
bringing
together
real
estate
facilities,
project
management,
corporate
security
and
business
management,
effective
July,
2nd,
which
this
will
allow
us
to
build,
not
only
focus
re
just
on
functional
line
service
excellence,
but
our
goal
is
actually
to
build
an
integrated
service
delivery
model
and
focusing
again
on
on
providing
again
a
you
know
for
us.
It's
about
workplace,
sorry,
a
compliant
workplace,
environment,
quality
service
and
being
able
to
support
the
core
functions
of
all
Division
C's
agencies
and
corporations.
E
So
I'll
take
you
through
some
of
the
key
milestones
that
to
build
out
this
new
division.
Over
the
past
year,
we've
worked
collectively
as
an
organization
to
develop
the
corporate
real
estate
model
and
a
key
function
as
well
as
we've
undertaken
operational
reviews.
Recently,
we
completed
the
project
management
operational
review,
we're
currently
undertaking
an
operational
review
of
facilities,
management,
and
this
is
all
around
realigning
our
our
service
delivery
model
and
anticipation
of
the
citywide
real
estate
transformation
in
terms
of
consolidating
collapsing.
E
All
of
that
all
of
the
real
estate
services
citywide
in
2019
and
20
will
also
undertake
real
estate
review,
sorry
of
real
estate
reviews
and
operational
reviews
of
real
estate
services
and
security
services.
Once
we've
completed
all
of
our
operational
reviews
and
billing
and
supporting
process
and
technology
solutions,
our
goal
is
then
to
start
onboarding
division,
C's
agencies
and
corporations.
Raashi
gonna
start
with
some
of
the
smaller
divisions
and
agencies
that
are
less
complex
and
easier
to
integrate
in
and
take
the
lessons.
E
Standardization
I
talked
about
an
integrated
service
delivery
model.
So
that's
key,
so
it's
not
only
about
the
functional
service
line,
excellence
within
real
estate
facilities,
project
management,
corporate
real
estate
and
business
management,
but
it's
more
building
that
more
horizontal
integration.
So
we're
looking
at
the
complete
lifecycle
asset.
E
Sorry,
complete
lifecycle
of
an
asset
data
data
collection
and
process
and
data
is
important
to
us.
You
know
right
now.
Our
key
focus
that
we're
ensuring
that
all
of
our
building
inventories
up
today,
because
that's
key
for
us
as
we
move
forward,
is
understanding
what
our
buildings
have
and
what
they
do
for
us.
We
also
have
a
series
of
scaleable
approaches.
We're
taking
first
and
foremost,
is
the
establishment
of
the
of
the
fire
life
safety
program
office
and
establishing
standards
and
policies
that
will
support
a
citywide
initiative.
E
Other
key
initiatives
we're
currently
working
on
as
strengthening
our
contract.
Vendor
management
we've
brought
on
some
some
spirts
within
our
strategic
sourcing
group
and
working
with
PMD
MD,
specifically
from
a
facilities
in
real
estate
perspective
and
they've,
been
working
to
develop
vendor
management
frameworks
and
outcome,
performance
measures
and
looking
at
more
from
a
master
service
agreement
where
it
makes
sense
to
consolidate
corporate-wide
contracts.
The
first
one
we've
completed
this
year
was
our
elevator
contract,
which
we
put
out
earlier
this
year.
We're
currently
working
on
two
others.
E
We
also
have
as
David
a
deluded
we're
currently
working
with
our
partners
that
create
CO
and
other
divisions
for
Tobago
Civic
Center,
the
Danforth
garage,
st.
Lawrence,
Hall
precinct,
as
well
as
future
uses
for
the
st.
Lawrence,
Sorensen
Lord
Greystoke
as
a
whole,
and
as
well
as
looking
at
Old,
City
Hall
and
its
future
uses.
E
We
have
some
key
reports
coming
up
in
the
following
months.
The
first
report
we
have
at
the
end
of
the
week
is
respect
to
the
cleaning
audit
recommendations.
Next,
this
Friday
we'll
be
reporting
back
in
September
with
respect
to
fire
life
safety.
We
have
a
topical
Civic
Center
relocation
in
October
that
one's
actually
going
to
exec
committee
David's,
going
to
talk
about
the
citywide
real
estate
portfolio
strategy
report.
So.
D
We
are
preparing
to
bring
forward
the
first
citywide
real
estate
portfolio
strategy,
whereby
we've
organized
our
very
large
and
complex
portfolio
into
key
asset
classes,
and
we
expect
to
advance
on
the
first
one
being
office
and
we're
preparing
to
bring
that
report
in
order
for
us.
We've
also
identified
a
short
term
opportunity
in
terms
of
lease
reduction
in
2020,
so
we
are
going
to
be
bringing
a
report
forward
to
Executive
Committee
on
July
the
4th
to
advance
that
work,
during
which
time
we
prepare
to
bring
for
the
more
strategic
portfolio
strategy,
a
report
and
the.
E
F
The
passage
of
bill
107
do
you
have
a
handle
yet
on
the
impact
that
it
will
have
on
the
TTC
portfolio
given
and
I'll.
Give
you
some
examples.
Within
my
ward
alone
in
Midtown
Toronto,
we
are
currently
working
on
the
redevelopment
of
the
derelict
bus
barns
with
Oxford.
We
have
the
the
tracks
south
of
there
we're
in
our
official
plan.
We
have
a
plan
to
deck
it
over
and
create
a
park.
D
D
F
Well,
actually,
let's
go
to
bill
108,
so
we
don't
have
a
handle
on
bill.
107,
which
is
for
those
who
don't
understand,
is
the
essential
allowance
for
the
takeover
of
our
subway
properties,
but
then
bill
108.
Do
we
have
a
handle
on
even
what
our
what
our
abilities
or
inabilities
might
be
with
respect
to
even
our
plans
moving
forward
for
redevelopment
of
our
sites
same.
F
D
A
F
I'll
just
start
in
the
mobile
I'll
have
that
motion
presented,
but,
but
essentially
my
motion
will
be
that
on
September,
4th
by
the
next
committee
meeting
that
we
have
a
report
on
the
impacts
of
bills,
107
and
108,
on
the
city
building
strategies
with
our
real
estate
portfolio
with
respect
to
social
services,
parks
and
affordable
housing,
and
the
reason
I
asked
for
this
is
because
we
need
to
to
the
best
of
our
ability-
and
they
mean
by
the
way
they
may
well.
Candidly.
Just
come
back
and
say
we
have
no
idea,
but
we
need
to.
F
F
F
There
is
a
redevelopment
plan
that
both
brings
in
revenue
to
the
city,
much-needed
revenue
to
the
city,
but
also
respects
her
official
plan
and
creates
a
really
grand
public
space
at
the
corner
of
Yonge
and
Eglinton.
We
have
another
part
of
our
Midtown
focused
plan,
which
is
part
of
our
official
plan,
or
at
least
what
we
passed
to
Dec
over
the
the
the
tracks
south
of
Eglinton,
to
create
more
park
space
and
to
redevelop
some
of
those
properties.
But
the
whole
idea
of
our
plans
has
been
about
city
buildings.
F
F
G
A
A
Seeing
none
I
just
want
to
thank
staff
for
the
presentation
this
morning
for
the
work
they're
doing
the
due
diligence,
they're
doing
facilities
and
real
estates,
a
huge
portion
of
the
work
that
we
do
here,
I'm
happy
to
see
they're
using
best
practices
in
a
lot
of
the
different
areas
that
they
were
working
on.
Josie
I
liked
your
picture
looking
forward
to
more
pictures
in
the
slide
deck
of
this
staff.
So
thank
you
very
much.
So
we
have
councillor
Matt
Lowe's
motion.
A
A
Item
number
two
is
the
annual
update
on
the
entero
Municipal
Employees
Retirement
System
OMERS,
as
it
relates
to
the
city's
employer
contributions
and
I
would
like
to
welcome
back
mr.
Joe
Panik
Eddie
and
mr.
David
Beaty.
Thank
you,
gentlemen,
for
coming
back
to
again.
So
this
is
the
third
year
that
David
and
Joe
have
been
in
to
update
us
on
the
homers
system.
I
asked
for
this
initially
because
I
think
it's
very
important
homers
as
the
largest
city
of
Toronto,
employee
employees
and
pensioned
employees.
H
H
Just
a
few
introductions
to
begin
with
David
Beaty
that
was
referred
to
by
the
chair
is
your
other
board
representative,
along
with
myself
again
David
strong,
strong
background
and
investment
he's
been
on
the
board
since
2013
and
I've
been
in
the
board
since
2006
teen,
a
few
other
staffers
that
are
with
us
and
in
case
there's
some
detailed
questions
that
we
can't
answer.
Blake
Hutchison
president
and
chief
pension
officer,
I
I,
know
that
many
of
you
know
Blake
Michelle
Bennett.
H
She
people
officer
Chris
van
den
hawk,
the
vice
president
of
pension
strategy,
governance
for
the
owners,
sponsors
corporation
and
Oliver
Church
co-director
employer
state
stakeholder
relations.
Basically,
we've
got
about
a
ten
minute
presentation.
What
that
we'll
go
through
quickly?
Hopefully
mr.
chair,
it's
okay
to
hold
questions
to
the
end.
I'm
gonna
start
with
some
basics.
Some
of
the
committee
members,
I
think
I
know
are
new
to
this
committee.
Some
basics,
on
the
plan
itself,
very
very
large
plan
that
the
chair
referred
to
almost
500
thousand
members.
I
would
highlight
almost
300,000
active
employees.
H
Members
of
the
plan,
the
retired
group
that
we've
highlighted
over
the
years,
is
growing
and
that's
part
of
our
pressures
into
the
future.
A
thousand
plus
employers,
as
you
see
on
this
chart
about
50
percent
municipalities,
but
the
other
local
boards.
24
percent,
of
course,
are
largely
boards,
commissions,
etc.
That
fall
under
municipalities,
including
teaching
or
including
the
police
board,
health,
etc.
That
would
fall
under
that
category.
I
do
want
to
highlight
that
many
think.
It's
all
municipalities
and
municipal
employees.
H
There
is
about
a
third
that
our
school
board
non
teaching
positions
that
are
part
of
armours.
In
addition
to
that
under
other
local
boards.
You
have
examples
of
the
Children's
Aid
Society,
that's
actually
part
of
owners,
so
roughly
two-thirds
are
municipal
staff
and
about
a
third
are
say:
provincial
staff
within
owners
and,
of
course,
large
number
of
unions
and
associations
related
to
all
of
the
employers
and
employees
break
out
again.
Education,
wise
for
those
new
members
there's
two
boards:
it's
colored
bicameral
system
that
was
set
up
by
their
province
for
owners.
H
We
have
what
we
refer
to
as
the
administrative
corporation.
That's
what
David
Beatty
is
representative
of
15
board
members
7
each
employee
and
employer
an
independent
board,
chair
George
cook,
and
the
prime
responsibility
is
the
day-to-day
administration
of
the
plan
and
of
course,
the
other
large
focus
is
the
investments
in
ensuring
that
we
get
a
large
return
on
our
value
with
an
annual
planned
valuation.
That
is
also
a
key
component
for
AC
for
the
sponsors
corporation,
where
I
represent
you
again,
14
board
members
7
each
of
employee/employer
two
co-chairs.
H
There
are
members
of
the
board.
The
main
purpose.
Responsibility
for
the
SC
is
board
composition,
meaning
appointment
to
all
of
all
the
board
members
for
both
boards
setting
contribution
rates
and
reserves
and,
of
course,
plan
design.
So
those
last
two
pieces
need
to
say
key
responsibilities
for
the
sponsors
corporation
in
terms
of
the
composition
of
management
and
boards,
you
received
a
report
from
staff
last
meeting.
I
wanted
to
just
reiterate
this:
if
there
are
any
questions
later
on
we're
happy
to
answer.
H
H
We
we
have
always
and
OMERS
as
a
board,
has
always
ensured
a
priorities
on
the
funded
status,
maximizing
returns,
building
strong
relationships,
relationship
governess
wise,
especially
with
members
sponsors,
stakeholders
and,
of
course,
sponsors,
meaning
yourself
and
then
finally,
moving
on
a
business
model
to
realize
all
of
our
funding
status.
With
that
quick
background,
I'll
turn
it
to
David
to
walk
through
more
of
the
administrative
investment
side
of
our
volmers.
I
Thank
You
Jo,
my
name
is
David
Beaty
I'm
on
the
a/c
board,
I've
been
there
since
2013
and
I
also
sit
on
the
investment
committee
in
the
human
resource
committee
with
Michelle
Banach,
who
is
behind
us
over
the
last
10
years.
Omers
has
had
an
8%
returned,
the
2018
results
were
2.3
percent
or
about
a
2.2
billion
net.
Investment
income
and
I'll
explain
that
on
the
next
slide,
the
net
assets
are
close
to
a
hundred
billion
dollars
today,
and
the
funded
ratio
is
96.
I
What's
important
to
understand
here
is
our
asset
mix
is
split:
roughly
50%
public
assets,
50%
private
assets,
you
typically
earn
about
6%
on
the
public
assets
and
about
10%
on
the
private
assets
over
the
next
page
shows
the
key
tenets
of
our
strategy.
That
is,
a
diversification
both
by
asset
mix
and
asset
class
and
the
geographic
diversification
real
estate
is
principally
in
Oxford
properties.
You'll
see
their
buildings
and
renovations
just
south
of
Queen
and
Richmond,
with
a
number
of
the
buildings
underway.
I
Private
equity
is
a
mid-market
private
equity
in
both
Canada
United
States
and
the
UK.
Although
increasingly
we're
doing
deals
in
Europe
and
through
a
new
office
in
Singapore
infrastructure
is
another
major
component
of
that
infrastructure
provides
very
steady,
stable
returns,
so
that
adds
up
to
about
51%
private
assets.
The
remainder
you'll
see
is
29%.
Fixed-Income,
there's
been
a
big
rally
in
the
bond
market.
That's
a
very
positive
thing,
and
public
equity
is
about
one
third.
I
So
when
you
see
the
returns
down
in
December,
the
equity
markets
were
down
18%
if
you're
one
third
equities,
that's
six
percent,
and
that
was
the
change
that
has
rallied
right
back
to
record
highs
on
the
S&P
close
to
it.
On
the
TMX
and
we've,
we
actually
invested
more
money
at
the
bottom
in
December,
so
that
was
a
very
good
move
by
our
chief
investment
officer.
There's
a
conscious
geographic
diversification
on
the
right
side
of
this
slide
you
can
see
above
44%
of
our
assets
are
in
the
United
States
30%
in
Canada
and
26%.
I
So
that's
a
favorable
difference
for
us
over
the
next
page,
you'll
see
that
we
have
systematically
been
lowering
our
discount
rate.
This
is
in
a
world
where
interest
rates
and
inflation
are
lower
than
we
had
expected
earlier
with
that
I'm
going
to
turn
it
over
for
the
sponsors
corporation
update.
So.
H
As
you
remember,
for
sponsors,
corporation
I'll
go
through
three
or
four
slides
and
give
you
some
key
highlights.
I
start
with
this
slide
that
follows
on
what
David
just
covered
in
terms
of
our
96
97
percent
funded
ratio
that
which
role
would
sound
very
high
and
that
were
were
virtually
there.
This
literally
is
a
graph
that
shows
our
funding
ratio
and
our
contribution
rates.
I
know
it's
very
busy,
but
I'll
give
you
the
key
highlights
since
inception
of
OMERS
in
1963,
so
call
it.
H
Very
relatively
low
contribution
rates,
a
very
strong
plan
in
1998
the
board
decided
when
the
funding
ratio
skyrocketed
up
to
a
hundred
above
125
percent
to
actually
give
contribution
rate
holiday.
Some
councillors
may
recall
this.
What
happened?
Was
we
hit
a
perfect
storm
just
after
making?
That
decision
was
the
tech
recession
of
2001
at
grey
Pete
area.
Our
funding
ratio
just
plummeted.
A
low
hundred
percent
to
about
ninety
to
ninety
three
percent
and
the
bottom
line
is
since
2000.
H
We
have
not
got
back
up
to
a
hundred
percent
funding
that
is
at
a
high
level
the
picture
of
what
our
challenge
is
to
try
to
get
the
plan
back
up
into
full
funding
ratio
of
a
hundred
two
hundred
and
ten
percent.
Ideally
the
way
it
was
twenty
thirty
years
ago,
in
terms
of
the
most
recent
review
that
we
presented
to
the
committee
last
year
that
we
had
a
comprehensive
plan
review
that
that
reviewed
all
plan
design
options
for
the
farmers
relative
to
are
assessing
their
financial
health.
H
Considering
out,
we
considered
all
planning
changes,
including
modernization
of
various
pieces
and
had
a
very
thorough
sponsor
and
stakeholder
engagement
related
to
these
plans,
all
always
looking
to
our
plan
objective
of
having
a
sustainable,
meaningful
and
affordable
plan
for
generations
to
come,
not
just
for
the
next
10
years,
but
for
for
employees
that
are
just
starting
in
municipalities.
The
final
recommendations
by
the
board
less
than
six
months
ago
was
mainly
around
equity.
We
removed
the
35
years
service
cap.
H
While
the
paramedics
were
allowed
per
taxes
to
be
included
within
an
hour,
a
60
hours
had
historically
not
allowed
it
and
a
lot
allowed
employers
or
sponsors
to
negotiate
with
paramedics.
For
this
for
this
option,
the
board
I
think
unanimously
approved
the
option
now
for
employers
for
the
City
of
Toronto,
to
negotiate
with
paramedics
to
provide
the
same
option
that
police
and
fire
have
today.
So
those
were
the
two
key
design
changes
made
last
year,
looking
ahead,
starting
on
the
far
right
side-
and
this
has
been
highlighted
annually,
we
have
a
mature
plan.
H
The
active
to
inactive,
called
active
to
retiree
ratio
is
getting
very
close
now
within
ten
to
fifteen
years.
The
active
to
retiree
ratio
will
be
one
to
one
that
puts
pressure
on
the
plan.
That's
part
of
longevity,
as
well
with
people
with
a
staffer
staying
on
longer
and
of
course,
we
have
workforce
trends,
meaning
that
the
growth
in
our
workforce
has
not
been
what
we
were
hoping
for
in
past
projections
and,
of
course
we
have
a
fairly
complicated
CBP
enhancement
that
is
still
being
reviewed.
So
there's
a
lot
of
work
to
be
done.
H
We've
got
a
lot
of
issues
related
to
fairness
and
equity,
but,
most
importantly,
we
want
to
ensure
that
we
have
a
strong
fiscal,
sustainable
plan
for
for
the
City
of
Toronto
for
all
employers
and
sponsors
going
forward.
And,
finally,
a
strong
focus
to
meet
those
challenges
is
a
focus
in
the
next
year
or
so
on
risk
management.
H
Basically,
that
is
oh
sorry,
close
plans.
You
already
have
reviewed
and
approved
the
closed
plans.
I'll
just
suffice
to
say
that
a
strong
working
relationship
in
the
transition
with
staff
from
the
city,
along
with
staff
at
armours
I,
think
everything
is
going
well
for
the
new
counselors
that
aren't
aware
of
the
details
of
this
I
used
the
term
win-win-win.
When
we
approved
that
OMERS
and
the
city
approved,
it
was
a
win
for
owners
to
consolidate
all
plans
and
aromas.
H
J
Thank
you
for
coming
to
speak
to
us.
It's
actually
double
interesting,
because
I
think
we're
all
homers
pension
members
here.
You
know
one
of
the
things
that
it's
come
up
a
couple
of
times
and
there's
correspondents
on.
This
is
some
some
words
from
Cote
APSA
they've
been
observing
the
plan
and
maybe
I
can
characterize
it.
They've
been
doing
a
watchdog
function,
they've
been
looking
at
some
of
your
expenses
and
some
of
the
structures
that
you've
got
some
of
the
policies
and
they
have
some
criticisms
and
they
brought
them
forward.
J
I
guess
might
just
my
general
question
is
it's
concerning
when
you've
got
a
watchdog
group,
that's
raising
these
things.
Is
there
any
plan
going
forward
from
OMERS
to
try
to
address
and
try
to
reconcile
some
of
the
concerns
that
they've
raised,
and
you
know
one
of
the
basics
is:
there's
always
a
call
for
more
transparency
and
more
information
out
there
for
them
to
review.
Do
you
have
any
thoughts
going
into
the
future
on
how
to
bring
these
two
opposing
thoughts
together?.
H
H
For
probably
a
year
and
a
half
from
as
a
board
member
and
and
from
the
staff
viewpoint,
we
have
been
open
and
transparent
with
all
our
information,
no
different
than
any
other
pension
fund.
We've
been
providing,
in
fact
one
on
one
meetings
on
a
regular
basis
and
inviting
mr.
major
and
can
taps
to
the
table
to
discuss
any
specific
issues.
I'll
say
that
there
are
a
number
of
times
where
they'll
issue
a
letter
to
us
and
you
may
get
copied
and
we
offer
to
meet,
but
that
doesn't
follow
up.
H
H
If
there's
something
more
than
that,
we've
offered
to
meet
I'll
be
honest
and
say
that
there
are
is
no
other
sponsor
a
stakeholder
that
we
have
an
issue
with
like
this,
and
we
are
doing
our
best
as
board
members
and
as
staff
to
work
with
them
to
explain
any
issues
they
have
and
from
my
viewpoint,
counselor
I
think
we've
done
more
than
is
necessary
relative
to
trying
to
provide
all
the
information
possible.
Our
doors
always
open
to
two-top
through
issues.
H
H
Do
you,
mr.
chair
I,
would
say
that,
from
our
viewpoint,
it's
it
is
a
little
better.
I
think
there
are
some
issues
that
Khattab
Seb
and
us
may
not
agree
on
relative
to
some
of
their
cost
issues
from
the
cost
issues
that
I
think
are
even
flagged
in
the
communication
you
just
received
this
morning
about
our
board
costs.
We
are
in
line
with
all
boards
for
pension
plans.
We
have
a
different
system.
We
are,
you
know,
board
system,
a
lot
of
pension
funds
have
one
board
it's.
H
It
was
a
structure
set
up
by
the
province,
so
we're
living
within
that
I
can
tell
you
that,
as
a
CFO
of
the
city
of
Toronto
I
look
at
costs.
We
have
never
had
a
an
increase
in
my
three
years
that
has
been
it's
always
been
less
than
inflation
and
that's
it
I
think
all
the
costs
that
are
absorbed
within
the
boards
at
boomers,
our
costs
that
are
related
to
carrying
out
our
function
and
ensure
that
we
have
the
plan
that
you
need.
J
I
I
would
I
respected,
Kitab,
say
is
a
group
and
it's
not
just
one
person
with
some
some
ideas.
It's
you
know
somebody
they
it's
a
group
that
comes
with
authority
and
speaking
on
behalf
of
a
lot
of
people.
Would
you
summarize
your
prognosis
for
the
future
and
the
relationship
as
positive
or
negative,
and
that
and
that's
really
what
I'm
getting
at?
Is
this
going
to
be
a
problem
that
grows
over
time
with
with
criticism
or
static
between
the
groups,
or
do
you
think
you're
tracking
somewhere,
maybe
very
slowly
towards
some
some
positive
outcome?
Well,.
H
From
my
perspective,
it's
a
little
better
than
it
was
when
I
first
started
three
to
two
and
a
half
years
ago,
but
we
we
don't
want
to
have
this
type
of
situation.
Our
door
is
open
to
try
to
solve
it,
and
I
mean
this
is
the
first
time
I've
said
it
publicly
and
we're
open
to
meet
with
mr.
major
and
his
staff
at
any
time
to
try
to
solve
these
issues.
B
B
H
Chair
and
counselor
I
I
want
to
clarify
some
information
that
I
just
gave
you
earlier,
the
the
key
categorization
and
and
marker,
if
you
will
for
determining
the
eligibility
for
children
to
be
your
beneficiary
pre-retirement
post
retirement.
So
the
important
piece
is,
if
that
is
designated
as
the
beneficiary
of
the
child
or
children
are
designated
pre-retirement.
That's
no
problem!
The
issue
becomes
after
the
fact
after
retirement.
H
If
there's
a
change
being
requested
by
a
member,
then
there
are
issues
with
that,
because
our
plan
is
based
on
as
you
retire
and
what
you
define
as
you
retire
pre-retirement,
but
as
I
outlined
the
board's
looking
at
that
post
retirement
piece
now
to
see
about
options
for
the
future,
because
the
situation
you're
describing
while
you
know
pre
retirement
is
no
problem.
Post
retirement
does
happen
and
we
literally
met
and
discussed
this
issue
last
week
at
the
board.
So
we
are
looking
at
options
for
post
retirement,
but
the
basics
are
prior
to
your
retire.
H
B
If
you're,
a
single
parent
you're
able
to
sue
your
child,
yes,
is
able
to
because
because
I
was
told,
I
was
speaking
to
some
from
the
police
services
that
there
aren't
police
services
and
they
inform
me
that
in
fact,
that's
not
the
case,
so
they're
under
the
same
plan
as
we
are
so
I
just
wanted
to
clarify
that.
Because
if
it's
not
the
case
and
it's
there's,
no
fairness,
the.
A
Other
questions
from
members
on
the
presentation-
No,
okay,
I-
had
a
couple
so
I
just
wanted
to
ask
so
from
my
notes.
In
2016
you
kind
of
had
three
pillars:
one
was
all
MERS
was
gonna,
be
98
percent
funded
homer's
investment
strategy
was
gonna,
average
7
to
11
percent
the
two
boards.
We
were
going
to
be
actively
monitoring,
expense
ratios
of
management
and
then
the
next
one
was
the
next
generation
pension
administrative
platform.
I
was
just
wondering
that
that.
H
Sounds
familiar:
it
aligns
with
those
four
pillars
that
I
highlighted,
but
with
more
specifics
from
16
I
think
we
basically
met
all
those
targets.
I
mean
the
7
to
11,
of
course
depends
on.
You
know
the
fiscal
situation
of
the
year,
as
highlighted
by
David.
We
didn't
hit
that
in
2018
because
of
the
markets,
but
we
more
than
exceeded
it
in
2016
and
17
in
terms
of
the
operations
cost.
H
H
H
I
think
our
biggest
concern
is
sooner
or
later,
there's
going
to
be
another
recession
we're
beyond
ten
years
and
and
that's
the
issue
is
you
know,
as
I
highlighted
in
that
one
slide
counselor
once
once
we
hit
another
recession
that
ninety
eight
percent
will
fall,
our
we're
prepared
for
it
as
best
we
can,
but
we
want-
and
we
don't
see
it
as
dramatic
the
drop,
as
has
happened
in
the
past,
and
that's
due
to
our
expert
staff
managing
that.
But
that's
that's
the
pressure.
Okay,.
A
H
A
I
only
ask
that,
because
there
was
an
article
last
week
it
talked
about
the
Canadian
pension
plan,
Investment
Board
in
The,
Globe
and
Mail,
and
it
it
outlined
they.
They
were
considered
too
aggressive.
It
says
you
know.
For
example,
in
the
past
twelve
years,
they've
increased
their
asset
base
by
fifty
billion
dollars,
so.
I
I
The
CPP
IB
has
a
dramatically
larger
proportion
of
equities
and,
as
a
result,
in
December
they
would
have
been
hit
much
harder
than
we
were
in
our
fixed
income.
We
have
a
lot
of
assets
that
yield
5%
whether
the
equity
market
goes
up
or
down.
That
third
gives
a
very
steady
yield.
The
same
thing
occurs
in
a
number
of
our
private
assets,
principally
being
Oxford
properties
and
the
infrastructure
portfolio.
That's
power
utilities,
pipelines,
Bridge,
tunnels,
tolls,
it's
a
very
steady,
stable.
I
Passive
refers
to
some
sort
of
market
benchmark,
whether
it's
60/40
equities
and
fixed
income
or
it
matches
in
deaths
indices,
was
some
kind
of
etf
investment.
We
quite
actively
pursue
and
have
been
very
successful,
both
on
the
public
and
the
private
side
investments.
So
it's
an
active
investment
policy,
but
it
is
moderately
conservative,
okay,.
A
I
I
The
boards,
my
there
was
far
less
travel
from
my
personal
perspective.
I
do
not
travel
my
net
expenses
last
year,
we're
about
thirty
six
dollars
in
parking.
There
are
some
members
that
come
from
Ottawa
London,
Kitchener
whatever
and
and
they
will
travel
but
any
conferences.
Any
expenses
in
that
regard
have
been
dramatically
reduced
over
the
last
six
years
and.
H
Just
a
supplement
further
councillor
I'm
on
the
Audit
Committee
and
believe
me:
I
go
over
the
budget
for
the
boards
with
a
fine-tooth
comb
and
there
is
no
excess
spending
there.
It
basically
is
for
the
board
members
and
we
did
have
consulting
fees
required
for
that
comprehensive
review
last
year
with
all
kinds
of
detailed
modeling
that
we
spoke
to
a
year
ago.
That's
that's
now
passed,
but
the
bottom
line
is
minimal
staff.
In
fact,
I
would
argue.
H
H
A
All
right
all
right,
thank
you
and
just
last
area
wanted
a
touch.
Fun
was
women
on
your
boards
in
your
management
team,
and
this
got
drawn
to
my
attention.
In
March,
there
was
an
article
about
Homer's
ventures,
expanded
into
Europe,
and
it
talked
about
all
the
financial
backing
they
had
from
different
institutions,
which
was
great.
A
But
then
the
author
of
the
article
went
out
of
his
way
to
point
out
that
OMERS
had
hired
a
woman
of
his
Reeves
and
made
her
partner,
and
she
was
one
of
the
rare
partners
in
the
industry,
so
I'm
just
trying
to
understand.
From
my
perspective,
I
think
Omer
should
be
leading
in
that
area.
I'm
just
trying
to
understand
I
see
the
chart
there.
The
women
consist
of
there's
three
different
categories
but
I'm
trying
to
figure
out
where
you
are
in
being
more
active
in
hiring
management.
Women
in
senior
management
positions,
I'll.
H
Start
off
and
then
Michelle
can
expand,
but
the
thing
that
I've
forgot
to
highlight
on
that
slide
is
that
in
our
2030
strategy
and
I
should
highlight
mr.
chair
that
within
a
week
our
updated
2030
strategy
will
be
out.
It
was
just
approved
by
the
board
last
month.
In
that
strategy
we
are
have
a
priority
action
on
diversity
and
equity.
H
K
Can
you
hear
it
man
go?
Thank
you
good
morning,
everyone
so
further
to
Joe's
comment.
Omers
is
committed
to
fostering
an
inclusive
workplace
and
and
enhancing
and
deepening
diversity
of
thought
and,
and
that
includes
women
across
our
organization.
Just
to
take
you
back
in
time
a
bit
in
2015
we
created
and
and
established
the
inclusion
and
diversity
Council,
which
is
a
global
representation
of
some
of
our
executives.
Our
CEO
is
the
executive
sponsor,
and
that
is
you
know
that
was
created
to
focus
on
enterprise-wide
initiatives,
around
inclusion
and
diversity.
K
In
2018
we
re-established
our
women
at
OMERS,
employee
resource
group,
which
has,
and
hundreds
of
our
employees
globally
focused
on
on
efforts
to
to
promote
and
advance
women
in
the
organization
and
to
ensure
an
environment
where
they
can
be
successful.
We've
celebrate
International
Women's
Day
and
we
do
a
number
of
things
to
focus
on
how
we
develop
our
women
and
the
organization,
and
so
when
we
think
about
2018,
we
had
almost
50
percent
of
our
hires
to
our
global
enterprise.
So
about
250
individuals,
250
women
were
hired
almost
50%
of
our
promotions.
K
A
K
At
the
director
level,
so
at
our
leadership
team
level
across
OMERS,
we
were
at
33%,
which
is
what's
noted
in
the
presentation.
I,
don't
have
the
numbers
in
terms
of
you
know,
tech,
venture
organizations
specifically
at
the
executive
level
we're
at
27
percent.
So
we
need
to
focus
on
increasing
that
and
so
we're
doing
that
a
number
of
ways,
as
I
mentioned,
including
building
our
talent
pipeline
internally.
So
how
do
we
bring
in
new
new
individuals
and
develop
them
through
through
their
time
at
OMERS?
Okay,.
C
A
Thank
you
very
much
appreciate
it.
No
further
questions
so
I
want
to
thank
everybody
for
coming
in
this
morning,
appreciate
the
update,
looking
forward
to
see
you
again
next
year.
Thank
you
for
all
your
hard
work
in
your
diligence.
I
just
have
a
motion,
we're
gonna,
yep,
so
I'm
just
amending
so
the
staff
recommendation.
This
committee
receive
this
for
information
I'm,
just
amending
it
that
it
goes
to
City
Council
for
information.
I,
think
it's
important
that
all
of
our
colleagues
see
this
information
as
well
questions
emember,
all
in
favor
carried
all
right.
A
Our
next
item,
sorry
I'm
buried
under
paperwork.
Here
there
we
go.
Our
next
item
is
number
three.
It
was
a
tiny
item
for
945.
The
recommendation
number
one
be
replaced
with
the
following:
the
general
government
licensing
committee
approved
the
individual
tax
appeal
applications
may,
pursuant
to
section
323
of
the
City
of
Toronto
act,
2006,
resulting
in
tax
deductions
at
clew,
excluding
phase-in
and
capping
amounts
outlined
in
the
detailed
hearing
report
marks
as
Appendix
A,
excluding
the
following
applications
have
to
read
these.
J
A
L
J
M
M
M
You
to
staff
I
circulated
in
advance
a
picture,
and
that
picture
is
of
two
one
one,
two
five
Milner,
that
is
in
Scarborough
just
north
of
the
Scarborough
Civic
Center
and
it's
a
popular
I,
would
say
it
was
a
popular
destination
for
everybody
that
want
to
play
soccer,
or
it
was
a
dome
that
dome
came
down
due
to
a
natural
catastrophe.
I
was
wondering
through
you,
chair
to
staff.
Is
there
something
that
addresses
in
our
bylaw
means
of
for
this
thing
to
come
up
again
now?
M
What
happened
in
this
in
this
instance,
is
that
the
the
owner
of
the
dome
has
to
put
in
a
a
permanent
structure,
because
the
insurance
has
advised
him
of
such.
Is
there
a
means
of
us
of
addressing
the
fees
that
he
will
have
to
pay
in
view
that
this
was
a
catastrophe
and
he's
looking
to
put
up
the
building
again
or
is
the
act
silent.
L
M
M
M
M
A
F
M
M
Thank
you
sure
this
is
something
that
I
worked
with
staff
in
order
to
draft
what
happened
at
125
Milner.
There
was
a
catastrophe
due
to
natural
causes
and
the
and
the
bubble
came
down.
Thank
God
that
nobody
was
in
sight
to
get
hurt,
however,
is
they're
trying
to
rebuild
it.
They've
come
along
some
along
some
obstacles
and
those
obstacles
are
building
permits,
green
roofs
and
everything
else
and
I
was
wondering
I've
been
talking
to
staff.
If
they
can
look
at
this
and
come
back
to
q3.
J
J
G
M
J
M
M
J
M
M
J
M
Mean
if
somebody
if
I
just
may
add
sure
if
there's
a
landslide
and
the
build
comes
down
and
then
they
wanted
to
put
the
building
up
and
if
they
go
to
the
Buildings
Department
Buildings
Department
says:
look,
you
got
to
pay
for
a
building
permit
all
over
again,
but
the
cause
that
the
building
came
down
was
a
natural
disaster.
For
that
for
that
fee
to
be
waived.
A
A
G
Guess
my
concern
and
it's
it's
I.
Don't
have
statistics
on
this,
but
I
get
the
impression
that
some
of
the
consulting
we
do
is
it's
not
the
case
that
we
don't
I
can
understand
the
stuff
where
we
need
the
external
expertise
and
it's
it's
kind
of
a
one-off.
But
there
are
some
things
where
we
seem
to
hire
consultants
that
maybe
aren't
that
more
in
the
softer
services
like
designing
parks
were
I,
don't
know
in
the
anyway.
C
That
I
would
contrast
that
against
something
like
parks
where
there
or
the
hire
consultant
to
help
develop
designs
for
the
park.
Those
are
those
are
more
of
a
professional
service
to
assist
them
in
the
creation
of
the
construction
project,
not
a
consultant
who
is
helping
them,
make
a
management
decision.
Okay,.
C
The
the
text
it
says,
the
2.5
million
increase
is
due
to
the
following
initiatives:
Toronto
Police
Services,
at
1.2
million
increase
in
the
following
areas
that
was
mostly
to
the
policing,
effectiveness
and
modernization
or
Pam
projects
as
envisioned
by
the
transformation
task
force
and
the
way
forward
report.
So
there
was
a
mix
of
communication
strategies
in
the
consulting
engagements,
so.
G
And
some
of
this
I
I
know
we
have
a
really
busy
agenda
and
I
don't
want
to
hold
up
the
committee.
So
perhaps
if
no
one
else
has
any
questions
or
concerns,
I
can
do
this
offline
and,
if
necessary,
if
I
had
anything
further
to
I.
Do
it
at
Council,
but
I
don't
want
to
hold
this
up
with
such
a
busy
agenda
is.
G
L
B
B
A
A
J
N
J
J
Something
on
its
own
in
one
of
the
appendices,
yeah
they're
along
the
north
side
of
Eglinton
and
I-
know
that
let's
say
bill
107
that
councillor
Matt
Lowe
brought
up
on
transportation
in
the
vicinity.
The
city
could
impact
the
I
guess
properties
that
have
been
delegated
to
create
tÃo.
So
as
a
councillor,
you
know
what
do
I
do
when
I
see
some
concerns.
I've
got
properties
on
the
list.
Maybe
something
that
was
decided
back
in
2012
might
not
be
the
right
decision
at
this
point
in
time.
Is
there
a
process?
J
N
The
chair,
the
property
that
you're
referring
to
on
Eglinton,
was
held
for
the
purposes
of
transit,
so
we
weren't
supposed
to
move
on
it
through
the
creole
world
in
the
sense
of
looking
for
opportunities
to
do
city
building.
We
are
currently
looking
on
the
property
to
see
if
it's
still
required
for
transit
purposes,
because
along
the
Eglinton
was
the
Eglinton
ex
crosstown
happening.
So
we
were
not
to
do
anything
with
respect
to
those
properties,
because
we
didn't
know
the
impacts
that
those
properties
would
have
with
the
project
itself.
I'd.
J
Say
we
still
don't
know
because
we
don't
know
exactly
what
the
plans
are
there,
but
that
doesn't
say
that
in
the
report
all
it
said
was
active
and
it
was
on
a
list
of
a
whole
bunch
of
other
properties.
So
so,
how
do
I
or
members
of
the
public
know
that
it's
been
held
to
make
sure
that
we
don't
build
or
sell
something
and
have
it
become
a
conflict?
N
J
N
Think
those
are
the
principles
staff
for
working
through
when
it
comes
to
properties
and
the
impacts
that
they
have
with
respect
to
how
we're
delivering
the
end
result.
So
it's
part
of
our
our
work
program
in
our
day-to-day
management
of
those
assets.
These
properties
would
then
still
make
a
circulation
through
the
local
councillor
for
that
dialogue
whenever
it
is
referred
to
a
city,
build
exercise
or
disposition
exercise,
and
this
was
an
exercise
just
to
identify
that
this
property
is
to
be
brought
forward
to
our
strategic
arm
of
create
Co.
J
N
Yet
the
I
think
to
the
chair,
the
active
is
that
it's
a
city
piece
of
property
that
has
an
opportunity
for
us
to
look
at
future
opportunities
and
that's
where
that
column
just
speaks
to
it
doesn't
mean
anything
beyond
that
definition
of
staff
are
working
on
that
property
and
are
looking
for
what
future
opportunities
could
be.
Potentially
there
thank.
J
G
I
guess
question
for
mr.
C
Mo's.
As
you
know,
we
often
have
development
applicants
who
wish
to
purchase
city
property,
whether
it's
a
laneway
or
a
parking
lot
or
or
a
lot,
that's
adjacent
to
their
land
assembly
and
in
the
area
I
represent.
We
never
complete
those
sales
or
those
sales
are
conditional
upon
council
approving
their
application.
How
uniform
is
that
practice
across
the
city.
N
Through
the
chair,
whenever
lands
become
available
to
to
create
a
land
assembly
opportunity,
we
look
at
it
at
its
highest
and
best
value
as
if
participating
in
as
part
of
that
development,
it
is
our
at
our
own
sole
discretion
of
whether
the
city
would
like
to
dispose
that
asset
to
allow
for
that
type
of
development
to
occur.
Those
consultations
are
made
through
the
local
councilors,
sometimes
City,
Council
and
staff,
to
understand
what
is
in
how
the
city
land
is
going
to
be
participating
in
that
environment.
So.
G
Our
land,
by
the
time
it
went
to
the
Ontario
Municipal
Board
because
of
the
land
Assembly,
would
have
been
worth
considerably
more
than
they
paid
for
it.
How
do
we
so
in
that
example,
the
city
lost
out
two
ways
and
the
value
of
the
land,
the
the
sales
value
of
land
and
in
getting
a
good
planning
result.
So
am
I
hearing
that
that's
kind
of
up
to
the
local
councillor
whether
we
do
how
we
go
about
those
things.
N
G
G
C
G
A
N
Going
off
from
memory,
I
think
about
90
parking
spots
that
we're
going
to
be
incorporated
within
that
piece
of
property,
but
that
property
ownership
surrounding
it
was
owned
by
Metrolink.
So
our
lanes
would
participate
in
creating
that
complete
parking
facility.
Sorry
say
that
again,
so
the
lanes
that
we
disposed
of
in
this
situation,
where
we
sold
two
Metrolinx,
they
owned
lanes
as
well,
so
this
would
form
part
of
a
greater
land
assembly
that
would
create
parking
for
the
entire
station
over
there.
So
our
our
contribution
to
it
was
approximately
I
believe
ninety
parking
spots
so.
A
N
The
ramp,
it's
not
a
ramp
to
a
parking
lot.
It's
the
rent,
that's
at
the
great
separation
that
happen
along
Shepard
and
those
were
lanes
that
were
along
the
side
of
it.
There
they're
not
used
for
there's
no
use
for
them.
There
they're
green
space,
they're
landscape
lands,
the
ramp
has
agreements
Timmy's
the
the
ramp,
that's
referred
to
as
a
ramp
is
the
ramp.
That
was
the
great
separation
along
a
so
it's
like
the
side
of
the
hill.
It's
inside
of
the
hill,
exactly.
A
N
Once
we
dispose
property,
the
land
owner
has
the
opportunity
to
to
take
that
piece
of
property
and
decide
to
repurpose
it.
Our
planning
framework
allows,
and
our
zoning
framework
allows
for
that
and
what
to
happen
there.
But,
hypothetically
speaking
to
your
situation,
they
could
ask
for
an
application
to
do
a
development
on
the
site
and.
N
I'm
not
aware
of
what
the
the
actual
Heights
are
on
that
site,
but
right
now
the
part
of
the
the
piece
of
property
is
being
used
for
parking
purposes.
They
would
have
to
come
up
with
a
development
application
of
which
then
it
would
have
to
go
through
the
planning
process
to
achieve
what
what
that
suggested.
Application
may
request.
N
It
was
not
put
on
the
open
market.
These
lanes
were
adjacent
to
lanes
that
were
owned
by
Metrolinx.
The
only
party
that
would
have
value
to
these
lands
because
of
the
fact
that
the
ownership
is
broken
up
in
pieces.
There
would
be
Metrolinx
because
of
them
being
an
adjacent
owner
that
the
surrounding
length,
the
way
that
it
was
comprised
of
included
city
lanes
and
Metrolinx
lanes.
N
A
M
Janice,
you
have
question
you
Thank
You
chair.
This
is
the
old
Canadiana
hotel
that
we're
selling
to
Metrolinx
to
get
a
choco
station
would
be
correct
right.
This
was
the
land
was
something
that
was
already
I.
Believe
we
looked
upon
and
we
had
an
independent
auditor
do
a
price
that
it
would
be
feasible
for
us
to
solve
it
to
Metrolinx,
correct.
N
F
N
The
lanes
that
we
sold
to
Metro
links
were
foreign
part
of
the
larger
Agincourt
station.
This
was
a
component
of
the
lands
that
formed
that
station,
so
it
wasn't
as
if
we
sold
them
the
entire
parcel
of
lands
that
makes
the
station
itself.
It
was
a
part
of
multiple
parts
that
create
this
station.
The
complete
station
itself
would.
F
N
Footprint
would
actually
break
up
the
way
that
the
station
conducts
itself
with
respect
to
its
parking
and
access
into
the
station
itself.
So
it's
not
as
if
it's
a
piece
of
property,
that's
sitting
off
on
the
side
that
is
forming
it.
It's
if
I
can
show
you
an
illustration
of
it.
It's
pretty
much
in
the
middle
of
it
coming
off
of
the
street
off
of
Sheppard
Avenue.
So.
F
N
So
it
was
a
requirement
for
their
Agincourt
station
to
be
included
as
part
of
their
parking
facility
of
which
is
where
the
requests
had
come
to
the
city
for
the
ownership
and
the
fee,
simple
ownership.
With
respect
to
that
site,
we
explored
long
term
leases.
We
explored
other
mechanisms
of
providing
that
property
to
them
because
of
their
investment
within
the
transit
system.
They
require
fee,
simple
ownership,
so
that
they
can
invest
in
their
assets
and
and
basically
divest
that
through
a
period
of
time,
remember.
F
N
Through
the
charity,
you
could
wait
up
to
the
certain
point
where
they
can
take
action
against
receiving
that
in
a
different
form
and
through
our
experience
they.
If,
if
we
were
to
negotiate
to
a
point
where
they
would
not
be
able
to
obtain
that
piece
of
property,
they
do
have
the
opportunity
to
expropriate
those
lands
for
the
purposes
of
delivering
that
transient
program.
So,
to
answer
your
question
vaguely
you
you
could
try
to
find
a
solution
there
to
hold
on
to
those
lands
to
try
to
participate
through
a
larger
or
greater
development
down
the
line.
F
F
G
N
M
Yes,
sir,
if
I
can
have
a
second
round,
I
appreciate
it
through
you
to
staff,
it
was
there
ever
a
study,
or
did
you
ever
look
about
having
a
building
on
that
site?
Have
you
contacted
planning
to
see
if
the
building
could
be
put
or
something
that
we
can
sell
to
a
developer
or
come
to
some
agreement
with
Metrolinx
that
we
can
certainly
put
something
on
top
of
that
that
piece
of
property
that
we
owned.
N
M
N
It
wouldn't
it
wouldn't
be
able
to
help
or
create
a
greater
value,
and
the
reason
for
that
is
because
it
was
identified
for
a
requirement
for
metro
links
to
carry
out
their
project.
They
needed
parking
stalls
there
to
support
the
transit
and,
as
I
explained
earlier,
they
have
the
ability
to
expropriate
from
the
city
if
we
do
cause
any
delays
to
their
program.
So.
M
M
A
Take
the
go
train
back
and
forth
myself
every
morning,
but
I
looked
at
this
property
and
how
we're
trying
to
create
a
higher
order
of
transit
in
Scarborough
in
particular,
and
we
talk
often
about
the
Sheppard
Avenue,
subway
and
I-
think
that
if
we're
gonna
build
the
Sheppard
Avenue
subway
further
east
in
the
Scarborough,
we
need
to
be
looking
how
to
intensify
the
Sheppard
Avenue
and
not
selling
this
property
to
Metrolinx
for
a
parking
lot.
I
looked
to
look
at
what
all
of
our
options
are
often
I
hear
talk
about.
A
You
know,
parking
lots,
but
a
condominium
or
intensify
it
work
at
an
agreement
with
the
adjacent
landowner
for
parking,
but
a
certain
I
think
this
is
certainly
a
piece
of
property
on
this
list
that
we
need
to
look
at
more
so
I'm.
Putting
this
motion
forward.
Thank
You,
councillor
Deanna's,
to
speak.
M
M
The
there's
a
lot
of
development-
that's
happening
right
now
for
my
colleagues
along
Sheppard.
If
you
go
from
Sheppard
Victoria
Park
East,
you
got
shepherding
Victoria
Park.
You
got
a
couple
of
buildings
before
pharmacy,
there's
three
corners
of
pharmacy.
You
go
shopping,
a
warden
on
the
north
side.
Besides
the
Red
Lobster's
there
building
going
up,
you
go
farther
east
on
the
self
site,
just
pass
worden,
there's
a
another
building
going
up
and
you
go
along
to
a
bridge,
Vaughn
and
Finch.
Sorry,
bridge,
Mona
and
Shepherd.
Another
possible
building
age
equip
model.
M
Looking
at
this
at
this,
this
would
be
certainly
something
that
we
can
look
at
and
we
can
exercise
our
options
and
certainly
work
with
Metrolinx
to
make
sure
that
there's
more
be
it
affordable,
housing
be
the
condo
I
would
prefer
to
have
affordable
housing
at
that
site
with
the
city
and
work
with
the
developer
in
order
get
it
done
and
I
urge
you
all
and
I
support,
councillor
Ainsley's
motion
and
I.
Thank
him
for
putting
it
forward.
M
C
J
A
F
F
Then
question
my
my
questions
of
staff
there.
There
is
a
there's,
a
trend
here
today.
The
the
subject
today
is
confusion
on
the
ground,
based
on
unilateral
decisions
by
the
province
with
respect
to
bill
107
and
the
future
of
the
property
assets
and
air
rights
along
the
subway
lines,
so
with
respect
to
both
Christie
and
Christie
and
Don
lands.
Both
at
this
very
moment
now,
I
I
recognize
that
the
object
is
accessibility
and
and
I.
N
Through
the
chair,
City
real
estate
in
the
TTC
are
working
alongside
to
to
develop
sorry
to
be
able
to
ensure
that
the
mandated
date
of
2025
is
reached
when
it
comes
to
around
AODA
and
fire
and
life
safety,
and
second
exits
are
those
that
are
part
of
it.
It's
a
program,
that's
being
planned
by
TTC
I
appreciate
that
of
which
City
real
estate
participates
in
that
for
the
acquisition
of
the
properties
and
in
order
to
achieve
that
date.
These
are
the
lists
of
properties
that
have
come
through
that.
F
That's
not
that's,
that's,
lovely
and,
and
I
and
I
support
doing
that.
That's
not
that
that
doesn't
actually
reflect
the
question
that
I
just
asked.
No
matter
our
motivation,
no
matter
our
intent,
no
matter
our
goals,
they're
all
lofty
and
critically
important.
That's
not
the
question!
The
question
is
shows
no
matter.
Why
we're
doing
it?
Is
it
logical
to
be
investing
city
dollars
into.
F
Expropriations
or
other
acquisitions
for
properties
or
even
even
a
service,
perhaps
that
tomorrow
we
may
not
own
or
control.
In
other
words,
what?
If
we?
What
if
we
acquire
a
property
to
do
a
and
then
find
out
tomorrow,
that
we
can't
use
that
property
anymore
for
easement,
an
easement
for
for
the
elevator
access
and
then
we're
stuck
with
that
property,
because
we
don't
even
we
don't
even
run
the
subway.
N
Chair
in
the
absence
of
not
knowing
what
tomorrow
is
the
business
is
continuing
to
operate
and
for
the
Republic
safety
and
AODA
and
fire
and
life
safety
that
I
just
described,
is
being
part
of
that
program
and
compliance
that
needs
to
be
completed
by
2025.
We
can't
stop
that
program
itself
to
wait
for
what
tomorrow
may
bring
when
it
comes
to
ownership
and
alignment
of
interest
on
property
or
on
how
the
transit
system
will
operate.
It's.
F
A
very
reasonable
response,
but
we
are,
for
example,
halting
work
on
a
number
of
other
projects
throughout
the
city,
not
knowing
what's
happening
tomorrow,
including
the
relief
line
right.
We
were
just
told
that
it
counts
the
last
week,
so
there
there
might
be
a
diversity
of
opinion
among
staff
about
sort
of
what
we
move
forward
with
and
what
we
don't.
But
given
given
the
uncertainty-
and
let's
say
your,
your
argument
is
the
way
to
go:
are
there
are
there
backup
plans
here
like?
Are
there?
Are
there
discussions
being
had?
F
N
There
are
greater
discussions
with
respect
to
how
the
city
and
the
TTC
alongside
the
province
are
going
to
work
through
the
elements
that
they've
brought
forward
with
respect
to
the
bills
that
you've
you've
brought
forward
to
us
and
what's
happening
out
there,
we're
working
alongside
them
sharing
information
when
it
comes
to
property
in
the
operations
of
the
transit
system.
This
system
that
the
work
is
being
done
is
a
live
system
where
the
relief
line
and
other
systems
that
to
be
as
an
example
are
not
live
today.
F
Then
what
would
happen
to
that
property
if
this
might
be
a
little
too
hypothetical,
but
has
there
been
some?
Has
there
been
any
discussion
about
if,
if
we,
if
we
explore
ated
land
to
service
an
existing
station,
and
then
we
find
out
that
we
don't
control
the
station
by
the
time
we
want
to
utilize
that
land?
N
C
You
so
there's
a
chair
of
council
I,
think
your
questions
are
are
important
questions,
but
the
one
thing
that
is
important
right
now
is
the
work
that
we're
trying
to
do
on
the
transit
file
right
now
with
TTC
or
whether
it
would
be
with
Metro
links.
It's
actually
really
critical
to
the
public,
no
matter
how
we
look
at
it,
no
matter
who's,
owning
it
right
and
those
questions
that
you
have
we're
working
through
that
and
there's
obviously
a
table
that
that
is
working
through
the
whole
transit
discussion.
C
But
I
want
to
be
really
clear
that
this
one
is
really
critical
and
I
know.
You
know
that
from
an
accessibility
and
AODA
compliance
and
we've
got
they've
got
an
actual.
Ttc
has
a
huge
program
for
the
last
so
many
years
that
have
been
working
through
that
there's
many
more
of
these
that
we'll
be
looking
at
throughout
the
next
few
years,
but
I
know
you
know
that
I.
G
Sir,
fully
on
yes
just
regarding
timelines,
I
understand
the
need
to
start
moving
on
this
now,
so
we
would
have
something
in
place
and
from
2025
at
what
point
are
we
financially
committed?
That
is,
can
we
start
the
process
but
not
spend
any
money
acquiring
the
land
building
anything
until
it's
clear
who
who's
gonna
own?
What.
N
Who
the
chair
without
understanding,
what
the
end
goal
is
and
having
clarity
with
respect
to
that?
It's
difficult
to
to
answer
that
question
and
how
much
are
we
committing
to
this
I
think
at
this
point
in
time
we're
committing
a
hundred
percent
to
bring
the
program
out
until
such
time
that
the
changes
that
are
there
to
happen
will
then
take
these
things
into
consideration.
Yes,.
N
G
N
What
you
have
here
today
is
basically
a
process
that
we're
undertaking,
in
order
for
us
to
ensure
those
timelines
that
are
met
and
those
timelines
when
you,
through
this
commitment
here
on
the
expropriation,
would
start
roughly
a
year
from
now.
So
you
would
not
be
able
to
make
any
adjustments
towards
that
unless
there's
a
greater
decision
made
on
how
property
is
to
participate
as
part
of
the
larger
discussion
on
the
transit,
but.
N
G
N
G
N
G
N
That
would
be
impacted
by
this,
so
I
wouldn't
be
able
to
tell
you
2
or
3
or
6
months
or
10
months
from
now
that
we
haven't
spent
any
money
on
the
acquisition
of
that
piece
of
line
that
we
require.
So
it
would
make
it
challenging
to
I.
Don't
even
know,
I
wouldn't
know
how
to
manage
that
at
that
point,
if
the
if
the
dates
would
always
be
in
flux,.
B
N
A
Sorry,
mr.
Cee
Lo's
I've
I
wanted
ask
down
on
the
down
in
the
weeds
question
so
number
14
and
15,
so
it's
they're
both
basically
the
same
exercise.
You
want
to
go
through
so
in
number
14,
so
number
15
has
a
confidential
attachment
with
the
the
costs
or
the
appraised
or
the
estimates.
But
the
same
is
not
done
for
number
fourteen
I'm
trying
to
understand
why
or
why
we're
expected
to
vote
on
one
without
any
costing
and
the
other
one
comes
with
costing.
N
What
is
the
worst,
so
one
is
stage
one
and
the
other
one
is
stage
two.
So
the
reason
why
you
would
have
with
respect
to
an
appraised
value
in
a
confidential
attachment
is
because
we're
in
stage
two
of
the
work
where
the
first
one
you
don't
have
a
confidential
attachment,
because
we
don't,
we
haven't
gone
through
stage
one.
This
is
stage
one
so
we'll
provide
the
numbers
at
stage
two.
L
F
F
But
the
reason
that
we
challenge
just
the
timing
of
all
this
is
because
of
the
really
awful
and
unfair
circumstances
that
we
found
ourselves
in
with
respect
to
unilateral
decisions
of
the
provincial
government
about
the
future
of
these
assets
that
we
currently
own
to
the
TTC,
and
it
puts
us
in
a
position
of
not
knowing
literally
what
will
happen
tomorrow.
In
fact,
we
hear
announcements,
sometimes
not
only
day
to
day
but
hour
to
hour,
about
meaningful
and
impactful
decisions
that
affect
the
work
we
do
every
day
at
City,
Hall
and
at
the
TTC.
F
F
F
One
of
the
responses
was
that
we're
talking
about
active
stations
here
and
that's
different
than
the
relief
line
that
has
not
been
built
yet,
but
it
is
an
active
priority,
given
the
fact
that
there
currently
are
platforms
on
our
network
that
are
overcrowded
in
particular,
blue
are
young,
but
you
know
going
up
in
areas
where
I
represent
Davisville,
Sinclair,
Eglinton
and
then
going
north
as
well
into
North,
York
and
elsewhere.
That
are
that,
are
you.
You
literally
have
to
wait.
F
B
F
Of
us
suggesting
that
it
is
unsafe
at
times
where
they're
the
crowding
is
so
bad
that
they
feel
like
they're,
almost
pushed
forward.
We
have
to
address
this,
yet
we
are
halting
plans
to
do
a
lot
of
things
throughout
our
subway
system
and
our
transit
network
as
a
whole.
Because
of
the
instability
in
the
end
me
and
the
unpredictability
in
the
chaos
that's
been
created
by
the
provincial
government.
F
Councillor
Ainsley
will
know
that
that
there
are
resin
and
councillor
Kerry
Janus,
that
there
are
residents
and
Scarborough
who
are
now
because
of
the
uncertainty,
because
and
because
of
the
antiquated
RT
system
they
have
now,
that's
nearing,
if
not
perhaps
extended
its
its.
Its
lifespan
are
going
to
be
stuck
on
the
bus
for
four
years
because
of
the
the
chaos
that's
been
created,
whether
you
like
our
teas
or
subways
I,
mean
because
of
this
chaos.
That's
what
that's
what's
resulted.
F
So
we
need,
as
a
council,
to
get
to
figure
out
how
far
we
want
to
go
with
investments
into
a
system
that
that
literally
tomorrow
may
not
be
ours.
And
that's
that's
where
the
the
challenges
has
come
from.
But
I
do
appreciate
that
staff
want
to
get
on
with
the
work
of
making
their
stations
accessible.
I
strongly
support
that,
but
I
I
do
hope
that
there's
always
a
plan
B
happening
in
the
background.
As
far
as
what,
if
we
lose
control
of
what
we've
invested
in
just
the
day
before.
A
M
A
You
want
to
be
recorded
in
the
negative
okay,
so
recorded
vote
on
counselor
care,
Janice's
motion,
all
in
favor,
sorry,
counselor,
filly,
on
Cancer,
Care,
Jana's,
cancer,
Ainsley
comes
from
out,
low
comes
from
nan
zyada
opposed
come
sir
holiday,
and
then
we
have
the
amendment
the
list.
My
motion
that
I
read
all
in
favor
carries
unanimously
item
as
amended
all
in
favor
carried
okay
that
takes
care
number
three
and
we're
back
to
number
212
counselor
Don
Giada
held
it.
She
had
a
motion,
I
believe
is
ready.
Now,
sorry,
you
still
hope
you
have
questions.
A
C
J
Think
it's
important
to
make
the
point
and
to
the
point
that
anyone
in
the
area
that
is
familiar
with.
What's
going
on
to
Eglinton
there's
a
lot
of
sensitivity
around
those
lands
and
I
got
some
answers
in
the
questions
that
no
one
is
rushing
ahead
with
plans
on
those
areas,
because
they
know
that
there's
overlap
and
complexity
with
what's
happening
with
transit
planning.
So
it's
just
a
simple
request
that
we
get
those
those
particular
line,
items
updated
and
I
think
the
the
Ward
number
needs
to
be
updated
as
well
hope
you
support
that.
Thank
you.
J
A
A
A
Does
the
committee
want
to
hear
those
two
deputies
and
then
we'll
go
back
to
those
items
later
so
then
they
don't
have
to
sit
through
lunch
and
come
back
and
is
that,
okay
with
everyone
all
right?
Okay,
so
we're
here
we
have
two
deputies:
the
first
one
Derick
Moran
on
number
25
increase
in
penalty
amounts
for
afternoon
Derek.
How
are
you.
O
A
O
Just
want
to
say
by
me
speaking
at
this
meeting,
this
shall
not
be
deemed
to
be
in
any
way
my
consent
express
or
implied
in
doing
so
is
fraught.
God
bless
her
Majesty,
the
Queen
and
long
live
her
Majesty
the
Queen
and
let
the
record
show
I
do
not
consent
to
the
unconstitutional
searches
violating
section
8
of
the
Constitution
Act
1982
that
are
currently
taking
place
here
at
Toronto.
City
Hall,
as
the
province
has
never
given
the
City
of
Toronto
express
statutory
authority
to
do
this.
O
Along
with
me,
when
the
mayor
adjourned
the
meeting
so
at
the
police
board
I've
mentioned
before,
there's
a
police
officers
manual
by
Gary,
pirata
Regas
and
in
the
police
officers
manual,
it
mentioned
something
about
called
the
law
of
nations
and
I
have
section
132
from
book.
2
of
the
law
of
nations
here-
and
it
says
the
opinion
of
the
BIR
grave
of
nur
berg
deserves
to
be
mentioned.
O
God
said
he
has
created
heaven
for
himself
in
his
saints
and
has
given
the
earth
to
mankind
intending
it
for
the
advantage
of
the
poor
as
well
as
of
the
rich.
The
roads
are
for
their
use
and
God
has
not
subjected
them
to
any
taxes.
So
that's
got
to
be
kind
of
awkward
to
realize
now
that
you're
violating
the
law
of
nations
and
disobeying
the
Word
of
God
and
improperly
applying
the
law.
O
O
So
I
asked
him
a
question
and
councillor
Carol's
actually
in
this
thread,
and
the
question
was
simply:
if
Ontario
is
a
common
law
jurisdiction,
then
aren't
you
defrauding
these
people
by
going
around
and
charging
them
with
Roman
municipal
civil
law
violations,
and
he
gave
me
a
bunch
of
snarky
comments
but
I
kept
on
at
it
with
the
question,
and
you
know
what
he
never
answered
it.
You
know
what
he
did
do.
Instead,
he
blocked
me
on
Twitter.
So
come
to
your
own
conclusions
on
that.
O
So
in
this
report
it
says
amendments
to
Municipal,
Code,
Chapter,
950
traffic
and
parking
additions
to
section
950,
400
B,
so
yeah
a
bylaw
is
applied
to
a
corporation
and
I.
Just
with
I
mentioned
this
at
the
police
board
before
I
made
a
meme
out
of
it
with
meritorious
help.
I
made
a
meme
out
of
this.
You
said
it's
City
Council
a
while
back.
O
There
is
one
recommendation
that
does
have
a
very
direct
role
for
the
City
of
Toronto,
not
the
city
as
in
the
corporation,
but
for
something
to
happen
in
this
capital
city
of
the
province
of
Ontario
and
I.
Thank
meritorious
board
for
making
it
such
a
great
distinction
between
there's
the
City
of
Toronto
the
corporation
and
then
there's
Toronto,
that's
just
the
geographical
area.
So
when
this
report
it
also
says
no
person
shall
on
any
highway,
stop
any
vehicle
on
or
were
a
Boulevard
unless
stopping
is
authorized
under
any
other
municipal
code
chapter
or
bylaw.
O
So
I
was
wondering.
What's
the
any
one
note,
the
definition
for
person
being
used
here,
I
just
want
to
make
sure
that
the
City
of
Toronto
isn't
using
one
of
their
lawyers
to
deceive
the
people
with
one
of
their
terms
of
art
as
they
call
them.
So
another
thing
I've
mentioned
at
the
police
board.
Also,
is
this
court
case
Ari
Cummings
Burt
and
Ontario
Minor
Hockey
Association
1979,
where
the
Court
of
Appeal
for
Ontario
said
the
only
legal
person
known
to
our
law
is
the
corporation,
the
body
corporate.
O
So
you
actually
dig
that
if
you
go
into
the
weeds,
as
you
put
it
counsellor
NZ
sorry
go
to
the
remember
when
you
talked
about
getting
into
the
weeds
it'd,
be
a
lot
easier
for
the
people
understand
these
bylaws.
If
you
just
use,
you
know
a
corporation
instead
of
person
which
is
defined
as
a
corporation
you're,
probably
wondering
well.
What
corporation
does
this
apply
to
you?
Derek
and
trip
ring
alone.
O
I
have
a
running
gag
at
the
police
board
over
here
is
hard
for
me
to
read
that,
but
it's
off
of
the
website
dun
and
bradstreet.
It
says
their
names,
the
corporation
of
the
City
of
Toronto
operating
as
John
Tory.
So
that's
the
corporation
that
these
bylaws
actually
apply
to
so
authorized
under
any
other
Municipal
Code
chapter
or
bylaw
and
again
I
want
to
thank
the
police
board,
who
last
month
let
the
cat
out
of
the
bag
and
explain
what
exactly,
who
exactly
bylaws
applied
to
you
mention
notice
over
here
applicability.
O
The
provisions
of
this
bylaw
shall
apply
to
all
members
and
employees
of
the
service
and
the
board
which
in
this
case
bylaws
only
apply
to
city
of
Toronto
employees.
So
you
know
we
don't
want.
You
guys
passed
these
bylaws
to
trick
us
into
getting
charged
with
laws
that
don't
actually
apply
to
us.
So
I,
don't
consent,
I'm,
alright,.
A
O
A
M
A
P
And
on
this,
the
Toronto
region,
Board
of
Trade,
has
been
recommending
to
city
officials
since
September
2018
that
the
city
consider
launching
a
start-up
and
residence
program
as
used
in
many
other
cities,
and
we're
pleased
once
again
that
councilor
AZ
Ainsley
independently
brought
brought
the
idea
independently
to
this
committee.
You've
got
a
report
before
you
recommending
essentially
to
not
go
ahead
with
this
until
next
year
or
beyond.
I
wanted
to
inform
members
of
the
committee
of
a
couple
of
things,
and
that
is
first.
We
at
the
Board
of
Trade.
P
It
had
two
constructive
meetings
with
city
city
staff
about
how
to
operate
a
Streb
program
since,
since
you
last
met
on
this
issue,
the
first
took
place
before
the
report
was
drafted.
The
second
took
place
after
and
it
included
an
dbest
who,
in
his
previous
role
with
the
City
of
Guelph,
had
implemented
Guelph's
program
included
a
callin
from
the
City
of
Edmonton,
which
is
now
through
implementing
its
first
round
of
this
program
and
camera
and
Siddiq
from
San
Francisco,
who
is
co-executive
director
of
the
city,
innovate
foundation,
which
now
helps
over
30
cities.
P
Counties,
States
and
provinces
implement
this
program
across
North
America.
A
couple
things
became
clear
at
that
second
meeting
that
are
not
clear
from
the
report,
and
that
is
first,
we
recommended
this
program.
The
city
proceeded
as
a
way
to
help
crack
open
the
innovation
culture
at
City
Hall
in
part,
because
the
cost
to
do
this.
The
capacity
needed
to
do
this
is
low,
as
Guelph
is
demonstrated.
P
Any
best
said
that
in
his
own
execution
of
the
program
at
Guelph,
their
estimate
of
the
costs
in
general,
without
counting
for
staff
time,
which
I'll
get
to
was
twenty
five
thousand
to
get
to
the
point
where
they
had
the
RFP
and
the
challenges
launched.
A
city
innovate
now
streamlines
that
process
was
standardized
legal
documents,
standardized
procurement
across
the
continent
for
a
membership
fee
to
their
foundation,
that
the
estimate
for
Toronto
would
be
about
twenty
five
thousand
per
year,
regardless
of
how
many
challenges
are,
are
cycling
through
the
system,
so
the
costs
are
modest.
P
There
is
staff
cost
to
work
with
the
challenge,
but
the
idea
is
you're
saving
money
on
the
other
end
and
again,
Guelph's
experience
with
the
alert
labs
challenge.
They're
now
saving
eighteen
percent
water
consumption
per
customer.
That's
using
the
alert
labs
project
that
was
tested
with
Guelph,
which
is
critical
for
Guelph
and
saving
capital
costs
because
they
rely
on
groundwater
for
their
for
the
provision
of
their
water
service,
and
so
now
they
don't
need
to
spend
extra
capital
dollars
to
expand
to
achieve
their
conservation
goals
and
so
forth.
P
With
respect
to
time,
Cameron
said
he
kept
on
on
telling
me.
You
know
part
of
what's
distinct
about
this
from
from
other
programs
that
the
city
is
engaged
in.
Is
that
once
you
launch
an
RFP
round,
and
it
takes
you
time
to
get
there,
but
once
you
launch
around
you
get
a
result,
it's
either
working
or
it's
not
working
within
between
16
to
28
weeks.
That's
standardized
between
most
cities
most
uses,
the
city's
use
a
16
week.
P
Residency
some
choose
to
use
a
slightly
longer
residency,
but
I
want
to
note
that
the
the
staff
recommendation
is
essentially
to
hold
this
to
the
budget
cycle
in
2020
and
then
at
the
end
of
the
report.
It
references
that
there'd
be
report
back
in
2021.
By
that
point,
tiny
Guelph
will
have
its
fourth
challenge
at
a
minimum.
Other
cities
are
doing
these
annually
or
even
by
annually.
Andy
bests
exact
words
to
me,
which
he
allowed
me
to
quote
were
in
that
meeting
I
kept
telling
them.
P
It
was
easy,
but
I
didn't
think
they
were
going
to
go
ahead
with
it
way
that
this
is
something
that
can
be
running
alongside
other
innovation
programs,
and
there
are
many
cities,
I
confirmed
with
Kansas
City,
to
name
one,
that's
smaller
than
Toronto
that
are
simultaneously
running
a
mayor's
level
or
centralized
civic
innovation
office
like
our
own
ster
programs
and
partnerships
with
nonprofits
like
the
one
that's
there,
and
why
consider
adding
this
to
the
arsenal?
That's
there
I
think
the
chief
staff
argument
will
be
well.
We're
already
do
running
innovation
programs.
P
The
first
is
that,
unlike
the
Civic
innovation
program,
where
the
challenge
was
to
essentially
reorganize
the
3-1-1
program-
and
you
had
one
Whitter,
which
was
a
mid-sized
company
at
best,
this
is
oriented
towards
more
creativity,
more
startups,
it's
a
running
cycle.
So,
unlike
the
Bloomberg
financing
that
you've
got
for
the
civic
innovation
office,
it
doesn't
run
out.
It
doesn't
end
at
at
arbitrary,
a
date,
which
is
one
reason
so
many
cities
have
bought
into
this
and
last
but
not
least,
by
engaging
the
startup
community,
which
is
civic
whole
program
entirely.
P
Marital
doesn't
do
because
it's
focused
on
nonprofit
participation.
You
also
leverage
more
participation
from
potential
corporate
partners
which
a
VC
attended
our
meeting
with
city
staff,
to
make
the
point
that
he
would
be
supportive
of
companies
that
were
winning
challenges
with
the
city
through
this
model
and
you're
more
likely
to
to
get
longer
term
relationships
with
companies
committed
to
actually
deliver
the
projects
that
are
that
are
there.
So
we
believe
that,
despite
city
concerns
about
capacity,
it's
possible
to
do
all
three
and
we
encourage
councillors
to
consider
moving
forward
test
this
out.
P
A
P
P
Consistent
okay
I
mean
we
didn't
ask
them
for
a
recommendation.
We
knew
what
the
recommendation
was
in
the
document,
which
was
this
would
be
great,
but
don't
do
it
soon
and
there
was
I
think
a
lively
discussion
with
the
with
the
veterans
who
implemented
this
program
already
about
what
the
pitfalls
and
benefits
would
be
that
we
wished
honestly
had
been
scheduled
before
the
report
was
written
and
certainly
tried
to
do
that.
I'll
leave
it
to
city
staff
to
speak
to
for
themselves,
of
course,
about
what
their
impressions
were.
P
But
again,
one
of
the
reasons
we've
recommended
this
to
Toronto.
That
I
think
became
I
hope
became
crystal
clear
through
the
testimony
of
the
veterans
who've
already
implemented.
This
is
we
got
a
lot
of
questions
about
things
like
well.
How
do
you
manage
the
legalities
of
the
relationship
between
the
start-up
staff
who
you're
partnering
with
and
city
staff,
and
the
answer
from
the
city
innovate,
which
is
now
as
a
foundation
in
the
business
of
exporting
San
Francisco's?
P
Experience
with
this
is,
of
course,
we've
already
worked
through
those
questions
through
four
years
and
dozens
of
cities
that
have
done
this
and
now
have
standardized
legal
agreements
to
deal
with
those
issues,
because
the
kinks
have
been
worked
out
so
well.
There
are
a
number
of
different
ways
that
the
City
of
Toronto
could
implement
this.
One
of
the
easiest
would
be
to
do
what
Edmonton
already
has
and
worked
through
that
very
affordable
project.
P
Is
that
once
they're
submitting
to
you
a
list
of
12
qualified
candidates,
it's
then
up
to
City
Hall,
obviously
to
make
the
decision
on
who's
actually
won
the
challenge
based
on
what
criteria
they
just
manage:
the
output
of
advertising,
the
challenge,
the
process
of
working
with
standardized
agreements
and
the
input
in
terms
of
bringing
bringing
vendors
to
you
who
comply
with
requirements
that
are
set
by
the
city.
Okay,.
C
M
Thank
You
chair
this
would
be
GL.
6.25
I
had
a
conversation
with
staff.
I
knew
there
was
the
speaker
on
that
item
and
I'm,
ready
to
move
staff
recommendations
and
thinking
for
the
hard
work.
It's
writing
this,
which
number
GL
6.25
increasing
penalty
amounts
for
stopping
and
parking
violations.
Okay,.
J
M
M
A
Say
mighty
have
any
questions
the
mover
so
we're
deferring
number
28
until
the
second
quarter
of
2020,
all
in
favor,
sorry
record
it.
Okay,
all
in
favor,
councillor
Fillion
was
that
eighth?
Yes,
all
in
favor
councillors,
filly
uncared,
Janice,
Ainsley,
mallow
opposed
councillor
holiday
that
passes
any
other
quick
releases.
A
Sorry
and
I
did
held
number
27,
which
is
consideration
of
the
startup
and
residence
ster
program.
I
did
want
to
make
an
amendment
to
the
fourth
sorry,
the
third
changing
the
report
back
time
from
the
second
quarter
of
2019
to
our
meeting
on
October,
7,
2000
and
sorry
from
the
second
quarter
of
2020
to
our
meeting
on
October
7th
2019.