►
Description
General Government and Licensing Committee, meeting 14, July 7, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=18762
Meeting Navigation:
0:00:19 - Call to order
Agenda Items:
0:04:30 - GL14.1 - 55 Yonge Street - Designation of a portion of the Property Used by the Toronto Transit Commission (TTC) as a Municipal Capital Facility (Ward 13)
0:04:57 - GL14.2 - 2233 Sheppard Avenue West - Designation of a Portion of the Property Used by the Toronto Transit Commission as a Municipal Capital Facility (Ward 7)
0:05:23 - GL14.3 - Toronto Public Library - Lease Agreement and Municipal Capital Facility Designation at 85 Ellesmere Road, Scarborough (Ward 21)
0:05:46 - GL14.4 - Councillors' Constituency Offices - Designation of Portions of the Properties Used as Municipal Capital Facilities (Ward 5, 8, 23, 25)
0:28:03 - GL14.5 - Toronto Fire Department Superannuation and Benefit Fund - Funding Valuation Report as at December 31, 2019 (Ward All)
0:06:38 - GL14.6 - Progress on the Merger of the City of Toronto Pre-OMERS Pension Plans (Ward All)
0:07:02 - GL14.7 - 2019 Accounts Receivable Write-off Report (Ward All)
0:07:24 - GL14.8 - Administrative Penalty Tribunal Chair's 2019 Annual Report (Ward All)
0:08:06 - GL14.9 - 500 Birchmount Road - Temporary Easement of a Portion of the Property to be Used by the Toronto Public Library for Construction Staging (Ward 20)
0:08:27 - GL14.10 - Expropriation of a Portion of 5795 Yonge Street for Public Street Purposes (Ward 18)
0:09:45 - GL14.11 - Acquisition of 2950 and 2970 Lake Shore Boulevard West (Ward 3)
0:10:22 - GL14.12 - Early Acquisition of Toronto Port Lands Company Lands for the Approved Port Lands Flood Protection Project (Ward 14)
0:10:47 - GL14.13 - Initiation of the Expropriation of 480 Coxwell Avenue (Ward 14)
0:11:13 - GL14.14 - Algonquin Island Bridge Rehabilitation (Ward 10)
0:16:58 - GL14.15 - Queensway Excavating and Landscaping Ltd. - Reconsideration of Disqualification from City Contracts for Fair Wage Policy Non-Compliance (Ward All)
0:11:54 - GL14.16 - Non-competitive Contract with FCA Canada Inc. for Original Equipment Manufacturer (OEM) Parts and Services through an Authorized Dealer Network (Ward All)
0:12:31 - GL14.17 - Non-Competitive Contract for the Provision of Proprietary Original Equipment Manufacturer (OEM) Parts and Service from G.C. Duke Equipment Limited (Ward All)
0:13:00 - GL14.18 - Non-Competitive Contract for the Provision of Proprietary Parts and Service from Zamboni Company Limited (Ward All)
0:32:33 - GL14.19 - Non-competitive Contract with Moore Canada Corporation for the Provision of Renewal Forms and Parking Permits (Ward All)
0:13:51 - GL14.20 - Non-Competitive Contract for the Provision of Ransomware Resilience Framework and Governance with KPMG LLP (Ward All)
0:14:32 - GL14.21 - Extension of Non-Competitive Contracts for Fire and Life Safety Vendors due to COVID-19 Emergency (Ward All)
0:14:38 - GL14.22 - Amendment to the Purchase Order for the Design and Contract Administration of the New North East Scarborough Community Recreation Centre and Child Care Centre (Ward 25)
0:15:04 - GL14.23 - Amendment to Purchase Order Number 6049734 for Municipal Shelter Renovations at 4117 Lawrence Avenue East (Ward 24)
0:41:30 - GL14.24 - Request to Amend Purchase Order Number 6041647 with Kronos Canadian Systems Inc. for Upgrades to the Time Attendance and Scheduling System (Ward All)
0:15:58 - GL14.25 - Amendment to Blanket Contract Number 47020880 Issued to ClaimsPro LP for Insurance Adjusting Services (Ward All)
0:02:47 - GL14.26 - Election of Vice Chair - General Government and Licensing Committee (Ward All)
B
B
You
is
being
run,
use
the
backs
technology
since
members
and
by
videoconference
meeting
remotely
I'm
asking
for
everyone's
patience
with
any
delays
and
technical
issues.
Members
of
the
public
can
have
observed.
The
meeting
on
YouTube
I
would
like
to
request
that
staff
keep
their
video
turned
off
unless
they
need
to
speak
or
answer
questions.
This
will
make
it
easier
for
me
as
chair
and
for
those
watching
on
YouTube
to
observe
the
meeting,
as
everyone
participates
in
the
debate
on
each
item
and
during
the
votes.
B
B
Your
views
on
and
raise
your
hand
or
unmute
your
mic
and
indicate
your
intention
to
speak
and
I
will
create
the
speaker's
list.
When
voting
I'd
like
to
ask
that
members
make
sure
your
video
is
turned
on
and
raise
your
hands
indicate
your
vote.
Members
I'd
like
to
remind
you
that,
although
we're
participating
remotely,
you
must
still
submit
your
motions
in
writing
to
the
clerk.
B
The
clerk
staff
are
available
by
email
at
GG
LC
at
Toronto
dot
CA,
although
we're
in
different
locations
and
meeting
remotely
today,
the
committee
would
like
to
acknowledge
that
the
land
we're
meeting
on
is
their
traditional
territories.
Many
nations,
including
the
Mississauga's
of
the
credit,
the
on
and
ashabi
the
Chippewa,
the
Honda's
Shawnee
and
the
Wenda
people's
and
is
now
home
to
many
diverse
First,
Nations
Inuit,
ma
T
people's.
B
B
B
A
B
D
C
B
B
B
B
B
B
B
D
B
B
D
D
While
you're
doing
that,
I'll
explain
it,
it's
just
a
certain
amount
of
money
is
guaranteed
to
cover
the
expropriation
staff,
feel
it
it's
more
than
enough
and
they're,
probably
right,
but
just
in
case
it
unexpectedly
costs
more
than
we
expect.
Then
it
would
come
back
to
this
committee
so
that
we
could
then
decide
if
we
wanted
to
require
the
applicant
to
cover
the
additional
cost.
D
B
B
B
B
B
Number
15
is
the
Queensway
excavating
and
landscaping
limited
reconsideration
of
disqualification
from
city
contracts
for
the
fair
wage
policy
non-compliance,
and
we
do
have
two
speakers
on
this
item.
So
I'm
gonna
hold
that
one
in
my
name,
number
16
is
a
non-competitive
contract
for
FCA
Canada,
incorporated
for
original
equipment,
manufacturer
OEM
parts
and
services
through
an
authorized
dealer
network.
C
B
Thank
You,
councillor
and
I
appreciate
I'm
sure,
stop
appreciate
your
compliments
as
well:
number
17
non-competitive
contract
for
the
provision
of
proprietary,
original
equipment,
manufacturer
OEM
parts
and
services
from
GGC,
Duke
equipment
limited
and
he
holds
on
this
item.
Would
somebody
like
to
move
the
recommendations?
I'll.
B
B
C
B
B
B
Government
and
licensing
committee
meeting
with
you
each
have
five
minutes
to
speak
on
the
item.
At
the
five
minutes.
Each
member
of
the
committee
has
up
to
five
minutes
queue
and
then,
after
both
of
you
have
spoken,
we
have
what's
called
Weber,
bring
it
back
into
committee,
where
we
can
ask
questions
of
staff
on
this
item.
If
so
needed.
F
Contractors
who
provide
more
than
one
operator
with
machine
must
bid
on
the
low
end
in
order
to
be
competitive
and
win
the
contract.
As
a
result,
all
contractors
were
deemed
non-compliant,
with
the
exception
of
one
owner
operator
in
2017,
a
new
RFP
was
issued
for
this
same
function,
but
backhoes
with
operators.
We
have
always
been
transparent
with
our
operators
and
we
asked
them
all
for
their
input.
We
won
this
contract
with
ninety
two
dollars
and
forty
four
cents
for
hourly
rate.
F
We
would
pay
our
operators
sixty
two
dollars
per
hour
and
sixty
seven
dollars
the
following
year.
The
remaining
sum
contributed
to
repair
and
maintenance,
fuel
insurance,
and
whatever
was
left,
was
for
the
four
members
of
our
family
working
in
January,
1st
2018,
the
f/w
all
requested
our
payroll
records
for
all
of
2017.
We
provided
them
with
details
of
the
payroll
inclusive
of
the
benefits
pension
vacation
paid
along
with
all
the
tax
submissions.
F
Times
that
we
would
sit
down
with
them
to
go
over
every
hour,
but
but
our
offer
was
never
requested
when
fwo
completed
their
investigation,
they
did
not
provide
details,
but
stated
we
owed
our
operators
for
almost
$400,000,
given
the
amount
and
the
information
provided.
That
was
no
surprise
that
we
were
disqualified,
with
both
the
government
management
committee
and
City
Council
in
October
2000
19
undergoing
a
judicial
review.
F
A
panel
of
three
judges
unanimously
declared
there
findings
that
Queensway
was
unfairly
dealt
with
and
because
deplored
non-compliance
watch
was
established
to
ensure
that
there
was
an
even
work
field
provided
to
the
city
by
both
Union
and
non-union
companies
number
one
no
collective
agreements
between
workers
and
employers,
but
allowed
for
union
companies.
If
union
workers
are
paid
less
than
what
is
established
rate
by
the
fair
wage
office,
it
is
accepted
as
part
of
collective
agreement
number
two
no
bank
of
ours,
but
those
also
allowed
for
union
companies
number
three.
F
The
fair
wage
office
does
not
deal
with
complaints
from
operators
working
for
union
companies.
The
city
will
withheld
almost
$400,000
of
money.
Meanswe
was
owed
for
the
work
we
completed.
It
cost
us
a
hundred
thousand
dollars
in
legal
fees
in
order
to
receive
our
money
and,
in
the
end,
the
settlement
was
not
four
hundred
thousand
dollars,
but
two
thousand
dollars.
This
has
taken
a
toll
on
our
company
reputation,
financial
standing,
not
to
mention
the
stress
we
had
to
endure
that
made
our
own
health
suffer.
F
In
conclusion,
our
company
had
provided
the
City
of
Toronto
with
42
years
of
excellent
service.
We
had
thought
we
would
deserve
far
more
consideration
than
have
been
thrown
at
us
by
a
judgement
based
on
bias
and
a
distaste
or
non-union
corporations.
We
wonder
if
the
committee's
would
have
recommended
the
contract
cancelled
and
disqualification
had
they
known.
It
was
only
two
thousand
dollars,
and
that
is
the
end.
Thank
you
very
much
for
allowing
me
to
speak.
B
G
Okay,
so
good
morning
to
everyone
on
the
government,
Council
I
appreciate
the
opportunity
to
speak
today
right
after
my
mother
I
know
she
followed
very
thoroughly
with
the
information
as
we
would
like
to
provide.
My
family
has
endured
so
much
difficulty.
Due
to
this
situation.
As
taxpayers
of
this
beautiful
city
of
Toronto,
we
had
a
very
difficult
learning
curve.
Through
this
situation,
we
emailed
every
member
of
the
City
Council
our
circumstance.
We
even
arranged
meetings
with
members
that
we
could
be
fairly
hurt.
G
No
one
out
of
the
50
councillors,
including
the
mayor,
replied
to
our
emails,
and
the
councillors
met
with,
did
not
speak
up
for
us
during
the
City
Council
family
did
resources
to
defend
ourselves
against
the
fair
wage
offices
ruling
to
pursue
a
formal
judicial
review.
Then
the
city
would
have
taken
our
hard-earned
money
and
just
handed
it
over.
The
discrepancy
with
our
calculations
was
massive.
We
respectfully
understand
the
gravity
of
the
numbers.
However,
they
were
incorrect,
Queensway,
excavating
and
landscaping
limited
paid
our
employees,
the
rate
stipulated
and
approved
by
the
fair
wage
office.
G
Always
the
fair
wage
office
on
their
own
power
decided
that
the
employees
were
to
be
paid
amounts
that
they
did
not
even
work
for
we
were
misrepresented
to
you
and
the
city
is
improperly
paying
our
operators.
Following
this,
we
were
also
publicly
humiliated
with
the
blacklist
of
disqualifications
for
a
period
of
two
years
now,
and
an
article
was
also
published
in
the
daily
commercial
news,
nearing
our
company's
name,
making
it
impossible
to
find
other
work
in
our
in
or
around
the
city
of
Toronto,
where
we
have
been
based
for
decades.
G
My
question
is
now
what
we
were
unanimously
found
to
be
not
guilty
of
the
accusations
of
your
fair
wage
depart.
In
the
end,
we
did
nothing
wrong
under
the
guideline
of
the
fair
wage
ban.
My
brother
and
I
were
also
prevented
and
blocked
from
working
separately
or
individually
in
the
city
of
Toronto,
because
of
our
familial
relation.
How
can
we
prevent
this
and
create
a
truly
fair
assessment
system
that
allows
family
businesses
and
privately
owned
companies
a
chance
to
work
in
your
beautiful
city?
Thank
you.
G
B
B
B
And
I
want
to
thank
staff
for
writing
this
and
bringing
this
forward.
This
is
valuation
recovers
three-year
period.
I
just
have
some
concerns
around
I'd
like
to
see
some
additional
information
added
to
this
report,
and
it
was.
It
mentions
the
black
report,
which
gives
so
I'm
just
going
to
go
through
and
asked
for
clarification
on
if
this
can
be
provided
by
City
Council
or
if
we
would
have
to
defer
this
until
our
next
meeting.
So
what
I'm?
Looking
for
the
black
report?
It's
got
a
PDF
summary
in
the
report.
E
B
So
I'm,
looking
for
that
per
console,
I'm,
also
looking
for
a
2018
and
2019
annual
financial
statements
never
mentioned.
If
the
report
for
greater
clarity
and
transparency,
if
we
can
have
those
added
to
this
report
as
well,
we
won't
do
that.
Okay
and
also
could
we
have
a
link
in
the
report
to
the
actual
bylaw
that
covers
this
fund.
B
H
B
A
B
A
E
A
A
D
E
Through
you,
the
the
product
is
actually
called
a
speedy
mailer
and
part
of
the
challenge.
Counselor
is
that
it
is
a
patented
mailer
that
goes
out
to
all
permit
parking
holders
twice
a
year
when
we
renew
that
program
and
we've
been
looking
to
reissue
this
as
an
rfp,
a
competitive
process.
Because,
as
you'll
note
in
the
report,
it's
actually
been
sole
source
for
quite
some
time
because
of
the
patent
on
this
product.
E
D
E
I
So
through
the
chair,
it's
basically
a
sticker
that
goes
in
the
windshield
of
individual
permit
holders.
So
the
mailing
it's
a
1,
it's
I,
don't
know
if
you're
familiar
with
what
comes
from
the
Ministry
of
Transportation
for
a
license
plate
sticker,
but
it's
very
similar.
So
you
you
get
a
document,
you
peel
off
the
sides
of
it
and
you
can
peel
off
the
sticker
from
that
document
and
put
it
into
your
car.
So.
D
Like
roughly
26,000
of
them
for
$60,000
Dressler's
I'm
just
right,
so
how
did
we
get
in
a
situation
where
we
can
only
use
this
one
particular
sticker?
That
seems
to
be
I
know.
This
is
a
small
amount
and
the
whole
scheme
of
things.
But
why
are
we
paying
this
much
for
a
sticker,
and
this
is
the
only
company
we
can
get
the
problem?
It's.
E
But
we
have
to
get
through
that
process
and
we
have
to
make
sure
that
we
have
the
right
tools
in
place.
So
that's
why
we've
asked
to
extend
this
for
the
last
time
to
keep
the
current
process
in
place
and
to
use
the
same.
The
same
sticker
package
that
we've
used
previously
so
I,
don't
think
it's
ideal
for
sure,
but
I
feel
like
it's
the
only
but
best
option.
We
have
to
get
us
through
the
end
of
this
year
until
we
have
a
new
strategy
in
any
technology
and.
E
Are
for
street
permits
correct
through
the
speak
to
each
other
for
parking
permits?
Permit
parking
on
street
permit
parking
yep
right
so
so
is
the
process
now
that
we
mail
out
the
the
application
forms
for
renewal.
Is
that
what
we
do
now
or
is
it
most
of
it
done
online?
The
bulk
of
the
renewals
are
done
online,
they're
still
available
to
be
mailed.
I.
E
I
I
E
Still
get
it,
and
so
as
far
as
the
enforcement,
so
so
for
the
enforcement
end
of
it,
they
would
have
to
cut,
they
would
have
to
clarify
if
the
sticker
is
renewed
or
what
my
current
well.
My
concern
is
that
people
will
not
renew
it
and
they'll
have
the
sticker
right
so
part
of
the
the
reason
for
having
it
be
distinct.
Every
six
months,
it's
easily
identifiable
by
parking
enforcement
to
know
which
color
it
is
so
that
they
can
actually
enforce
the
enforce
the
permit
and
visual
inspection
visually.
E
I
E
B
D
15
seconds
I,
just
I'm,
not
gonna,
move
that
I
in
fact,
I,
don't
think
I'll
vote
for
it.
I
done
large
amount
of
money,
so
I'm
not
gonna,
make
a
big
deal
about
it,
but
it's
just
one
of
those
things
that
seems
like
the
city
should
have
been
on
top
of
a
lot
earlier
and
even
though
it's
a
small
amount,
it's
seems
to
be,
the
products
would
seem
to
be
overpriced
and
we're
stuck
with
one
supplier.
So
but
I
don't
have
a
better
solution
at
this
point.
E
B
You
it
comes
from
the
other
councillor.
Annunziata
is
moving
the
recommendations
in
number
19.
All
in
favor
carry
number
19
passes
number
20
pours
request
from
the
end
of
order
number
six
year
old,
Canadian
systems
incorporated
for
upgrades
to
the
time
intensity
by
a
counselor
William.
Don't
start
you
have
questions
and
stuff
on
this.
Thank.
D
You
I
think
I
have
a
similar
concern
and
I.
There
was
sort
of
two
contradictory
statements
in
the
staff
report.
I'm
not
sure
which
is
the
case.
Are
we
going
with
this
company
because
they're,
the
only
ones
who
have
the
expertise
or
are
we
going
with
this
company
because
we're
stuck
using
their
product
and
can't
get
out
of
it?.
H
Through
the
chair,
we're
going
with
Kronos
because
they're
the
ones
who
built
the
customized
time
and
attendance
system
for
the
city
because
of
the
major
upgrade
we
are
walking
with
them
at
this
time
and
the
intent
is
to
shatter
them.
So
we
can
transition
part
of
that
skill
set
and
the
walk
they
do
to
the
city.
So
we're
going
with
them
right
now,
just
because
of
the
complex
between
the
major
upgrade
didn't
you
so
occur
for
now,
based
on
the
customized,
rather
that
they
was
built
with
this
much
life.
D
H
So
there
was
a
lot
of
cop
them
ization
that
was
done
in
this
product.
It
was
built
so
based
on
the
fact
that
the
upgrade
is
quite
significant
in
terms
of
the
business
for
the
time
and
attendance
the
ability
to
make
those
changes.
We
decided
that
this
period
is
not
to
provide
any
risk
in
terms
of
the
time
and
attendance
systems
to
the
various
divisions
that
depend
on
this.
We
wanted
to
go
for
now
with
the
organization
who
helps
customize
it
so
heavily.
That's
why
we're
going
with
for
those
directs,
and
this
particular
major
upgrade.
H
The
share
part
of
this
upgrade
is
to
ensure
that
we
transition
standards
and
knowledge
internally
to
the
city.
So,
therefore,
you
know
your
questions
are
leading
to
the
fact
that
we
are
not
in
a
position
where
we
are
hundred
percent
in
relying
on
Cronos.
That's
a
plan,
we
transition
and
also
we
look
at
other
other
groups
out
there.
Who
could
do
this
walk
so,
therefore,
we
are
not
beholden
to
just
Kronos.
H
So
that's
the
strategy
that
we're
focused
on
it's
a
hybrid
try
to
bring
some
of
the
knowledge
inside
ourselves
and
we're
going
to
shatter
them
through
this
process
and
ensure
that
we
can
look
at
other
other
options
as
well
and
we're
not
always
going
to
call
us
for
the
professional
service.
That's
the
strategy
that
we're
having
through
this.
C
Yes,
thank
you
very
much
and
thank
you
to
councillor
Fillion
for
holding
this
item,
because
I
did
have
similar
questions
to
that.
When
I
read
the
report,
I
wonder
through,
you
I
think
it's
Lawrence.
You
know
this
is
something
that
businesses
see
often
and
I've,
seen
this
before
at
the
city
of
Toronto,
where
we
choose
a
vendor
for
software
somewhere
at
some
point,
and
we
are
then
at
the
behest
of
that
vendor,
because
it's
very,
very
proprietary,
the
software
and
we
have
to
pay
whatever
rate
it
is
that
they
asked
for.
C
In
the
case
of
this
report,
it
looks
like
it's
a
very
important
upgrade.
It's
the
transition
from
one
technology,
that's
no
longer
supported
to
another
I
guess.
My
first
question
is
given
that
it's
a
component
of
the
software
that
Kronos
built
into
the
software
as
part
of
their
design
and
they
think
it's
the
component-
is
no
longer
supported
by
the
vendor.
H
The
chair,
thank
you
for
question
counselor.
It's
really
professional
services
and
the
amount
of
the
subject
matter.
Experts
from
Kronos
who
definitely
built
the
proprietary,
customization
I
think
when
we
look
at
the
rates
in
terms
of
that
respect,
I
will
say
the
estimate
based
on
what
needs
to
occur
in
the
industry
standards
within
that
area.
Our
preference
is
not
to
rely
on
Kronos
to
do
this
upgrade.
So
if
I
actually
look
at
the
actual
labor,
there
are
a
whole
series
of
upgrades
that
need
to
occur.
H
I
think
that
we
have
to
just
be
extremely
diligent,
ensuring
that
we
transitioned
that
knowledge,
thereby
we're
not
in
this
position
that
whatever
the
rates
they're
charging
that
we
are
beholden,
so
I
would
say
that
it's
professional
services,
part
of
the
agreements
we
have
is
to
provide
our
software
and
generally
technology
that
we
should
be
able
to
maintain
ourselves.
But
it's
it's
the
labor
rate.
That's
I,
think
it's
just
the
amount
of
people
that
we
need
to
ensure
that
this
upgrade
it
does
so.
C
Is
is
Chronos
the
only
situation
where
you
have
a
link
to
a
particular
vendor
and
and
if
not,
do
you
have
a
broader
plan
on
how
to
disentangle
us
from
these
types
of
situations,
because
my
sense
is
perhaps
the
same
as
some
of
my
fellow
committee
members
that
you
know
we
we
get
input
into
these
situations
where
we
have
to
pay
whatever
they
say
and
do
you
have
a
plan
to
get
us
out
of
that?
So.
H
We
share,
we
do
have
a
plan
so
on.
The
first
piece
is
that
I
think
this
is
the
most
custom,
one
of
the
most
customized
I'm
sure,
there's
a
legacy
environment
that
is
heavily
customized.
The
plan
is
that
you
know
it's
twofold.
The
first
plan
is
that
as
an
organization,
when
you
build
these
areas,
you
ensure
that
it's
not
as
customized,
so
you
wanted
more
what
we
call
configurable
it
satisfies
most
of
the
functionality
out
of
the
box.
That's
not
always
possible,
so
you
grow
very
heavy
customized.
H
If
you
choose
to
grow
that
customized,
you
build
a
strategy
way.
You
have
advantage
services,
which
means
is
that
you'll
go
into
the
market
and
you
are
having
the
competition
bids
to
be
able
to
provide
that
service
at
the
market
competitive
rate
that
way,
whoever
customizes
your
piece
is
not
necessarily
the
only
provider
who
will
come
and
provide
you
support,
so
as
a
division,
it's
in
a
city
we're
moving
more
to
our
managed
services,
we're
actually
looking
at
that
module
for
some
of
our
other
platforms
which
balances
the
practice.
H
If
we
don't
do
this
in-house,
we
are
creating
a
competitive
landscape
that
we
go
the
best
price
through
the
RFP
process
to
provide
us
support.
So
that's
the
long-term
strategy.
We
are
not
there
today,
I
will
be
transparent
where
we
are
walking
towards
that.
But
that
is
the
strategy
to
look
at
for
these
customized
solutions
provide
a
managed
services
write-off,
but
when
the
contractual
agreement.
C
C
Would
you
say
that
over
time
we
should
see
less
of
these
types
of
sole
sources,
for
the
reasons
that
you
provided,
that
by
design
from
the
procurement
and
by
strategy,
with
respect
to
how
you're
dealing
with
the
vendors
around
knowledge
transfer
that
you
talked
about
a
little
bit
earlier,
we
can
see
less
and
when
they
do
come,
we
can.
We
can
challenge
them
more
with
you
or
or
understand
that
they'll
be
fewer
in
between.
H
I
think
what
we're
looking
since
q4
2019
at
the
transformation
of
the
technology
services
division,
we
are
looking
at
the
overall
enterprise
and
how
we
do
not
just
procure,
but
the
skill
sets
we
require
currently
and
the
way
the
industry
is
provided
that
that
due
diligence
will
help
us
in
terms
of
ensure
that
we're
not
being
these
heavy
customized
areas
and
we're
not
essentially
beholden.
So
that's
the
strategy
and
I
can
certainly
give
some
comfort
that
we're
taking
a
very
stringent
look.
I
can
assure
the
committee
this
when
we
actually
looked
at
this.
H
There
were
a
lot
of
internal
questions
within
the
division
very
similar
to.
Why
do
we
have
to
do
this?
The
risk
of
in
this
place
so
I
think
culturally.
We're
shift
in
that
way,
and
it's
certainly
my
intents
they've
come
into
the
commit
see
that
we
reduce
these
situations
going
forward
in
tons
of
such
a
heavy
customization
approach.
That
would
be
my
comment
further
check.
It.
C
May
be
one
really
quick
one
without
going
into
all
the
details,
would
you
say
that
this
system,
like
many
others,
has
a
back-up
plan?
So
if
we,
if
we
had
to
part
ways
with
Chronos-
and
it
may
not
be
ideal
nor
something
that
we
would
just
do,
but
we
would
be
fine,
we
would
find
a
way
to
make
it
work
through.
H
The
chair,
yes,
we
do
have
a
back-up
plan
right
now.
It
would
be
manual,
it's
not
ideal,
but
part
of
also
our
grater
component.
Is
that
we're
looking
at
aspects
of
the
system
within
Chronos
and
looking
with
what
are
some
of
those
areas
that,
as
we
go
forward
in
our
modernization,
we
will
be
able
to
transition
to
certain
other
technologies.
We
haven't
got
there
yet,
but
from
a
business
continuation
we
do
have
a
back-up
plan
to
ensure
that
the
businesses
continue
to
function
to
serve
it.
D
D
J
Well,
through
the
chair
and
Laurence
alluded
to
some
of
the
plans.
It
starts
at
thinking
through
the
requirements
of
the
what
we're
looking
for
in
the
RFP,
so
that
we
can
actually
design
it
design
the
P
in
a
way
that
we're
trying
to
make
sure
that
it's
open
as
possible,
that
we're
not
we're
not
doing
customization
and
that
we're
trying
to
find
an
established
product
set
are
not
necessarily
niche
wherever
we
can.
Obviously,
there
might
be
exceptions
depending
on
our
services
that
we
offer,
but
we
have
to.
J
J
How
do
we
think
about
that
to
make
sure
that
we're
ready
for
the
things
that
might
alter,
and
sometimes
we
for
some
of
our
platforms,
we're
looking
for
longer-term
contracts
for
maybe
the
subscription
services,
but
then
for
professional
services,
making
sure
that
open
to
allow
others
to
come
in
and
help
configure
a
new
service?
Being
added
to
it,
so
our
CRM
is
a
good
example
where
you
know
we
have
the
platform
from
Salesforce,
but
it's
not
customization
but
adding
on
new
services.
We
can
use
multiple
different
service
providers
or
systems
integrators
to
make
that
work.
J
D
And
I
didn't
just
mean
on
this
item:
I'm
thinking
of
another
board
I
was
on
where
the
board
entered
into
a
long
term
contract
for
with
the
company
for
a
product
which
became
somewhat
ups
obsolete
and
had
to
be
upgraded
and
the
only
people
who
could
upgrade
it
were.
The
people
we'd
bought
the
item
from
so
we
were
with
both
an
obsolete
product
and
having
to
pay
the
people
who
sold
it
to
us
to
fix
it.
So
it's
kind
of
a
broader
question
of
how
do
we
get
a
get
out
of
that?
J
Student
chair
again,
you
know
whether
it's
for
IT
products
or
for
others,
it's
a
planning.
So
you
know
earlier
we
adopted
a
you
adopted
a
few
reports
with
respect
to
om
parts
and
I
know.
Sleet
is
working
on
when
they
go
buy
new
vehicles
that
they're
thinking
through
the
longer
term
lifecycle
of
the
vehicle,
so
that
we
can
establish
whether
we
need
to
do
separate
contracts
for
non-competitive
contracts
to
support
equipment.
So
it's
it's.
J
We
have
to
think
that
we
have
to
think
long
term
through
the
whole
plan,
and
then
we
also
have
to
think
through
this
things
happen.
You
know
product
could
become
obsolete
during
the
during
the
course
of
a
term.
Well,
how
can
we
pivot
to
to
introduce
to
change
course,
and
maybe
we
have
to
go-
do
another
procurement
to
get
ourselves
out
of
the
situation.
J
So
we
have
to
be
be
mindful
of
the
fact
that
the
world
changes
and
we
got
to
be-
we
have
fun
with
to
react
to
that
and
try
to
ensure
that
we
are
not
letting
it
happen
in
that
and
realizing
that
we're
stuck.
We
have
to
so
it's
a
constant
loop
of
evaluating
what
we're
doing
with
the
contract
and
trying
to
make
changes
as
we
go.
B
B
Number
five
is
the
truck
fire
department
superannuation
and
benefit
fund
funding
valuation
report,
as
of
December
31st
2019
Carol
I.
Thank
you
for
putting
the
motion
on
the
screen.
I
want
to
thank
staff
for
all
the
work
that
they've
done
on
this
report
to
date
and
the
motion
I'm
moving.
Certainly
in
no
means
is
criticism,
are
trying
criticism
of
the
work.
That's
being
done,
it
simply
I'm
trying
to
make
sure
that
we
consistently
meet
the
highest
standard
for
reporting
for
all
of
our
pension
plans.
B
I
think
it's
equally
important
for
our
committee
that
we
received
the
audited
financial
statement
of
the
fire
funds.
This
is
evaluation.
Report
covers
three
years
with
the
appropriate
and
annualized
investment
management
and
actual
reports.
The
benefit
committee
is
using
for
the
regulatory
filing
with
the
CRA
and
the
FS
RA,
as
outlined
in
the
report.
B
The
buck
report
is,
as
always,
it's
been
very
concise,
but
I
would
like
prefer
that
the
evaluation
reports
continue
to
come
to
the
committee
within
the
material,
as
has
been
the
practice
in
the
past
and
I
think
that
this
motion
covers
all
of
that.
So
I
ask
for
anybody's
everybody's
support
and
does
anybody
have
any
questions
on
my
motion.
B
Being
none
so
the
amendment
is
on
the
screen.
All
in
favor,
Harry
I
did
amended
all
in
favor,
carried
and
I.
Believe
that
concludes
all
the
items
on
our
agenda
business
this
morning.
So
I
need
a
motion
to
adjourn
anybody,
counselor
filly,
on
motion
to
adjourn
on
paper
carried.
Thank
you
everybody.
Thank
you
to
the
decadence.
Thank
you
to
all
the
staff
for
meeting
virtually
again
and
I
hope
everybody
has
a
great
week
and
you
and
your
family
stay
safe
and
well.
Thank
you
very
much.