►
Description
General Government and Licensing Committee, meeting 2, March 5, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15369
Part 2 of 2: https://www.youtube.com/watch?v=4S5qLESjfC8
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A
Good
morning,
everyone
I'm
going
to
call
this
meeting
to
order.
I
would
like
to
welcome
everyone
to
meeting
number
two.
The
general
government
and
licensing
committee
welcome
to
committee
members
to
visiting
members
of
council
in
attendance
today,
two
members
of
the
public
and
in
the
media.
You
can
follow
the
agenda
and
debate
on
your
computer
tablet
or
smartphone
at
wroc.
A
backslash
counsel.
A
The
general
government
and
licensing
committee
acknowledges
the
land
were
meeting
on
is
their
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
Audino
zombie,
the
Chippewa,
the
Hernan
Huron
Dasani
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
13
with
the
Mississauga's
of
the
credit
at
this
time.
A
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act,
seeing
none,
because
now
I
have
to
also
read
you,
the
gentle
reminder
from
the
clerk's
office
of
municipal
conflicts
of
interest.
Members
I
want
to
take
a
moment
to
remind
you
that
when
you
declare
an
interest
under
the
miss
will
conflict
of
interest.
Act
you're
now
also
required
by
provincial
legislation
to
file
a
written
declaration
with
the
city
clerk.
The
city
clerk
has
provided
blank
forms
to
every
members,
office
and
I.
A
Ask
that
you
complete
or
bring
with
them
with
you
to
meetings
each
time.
You
declare
a
conflict
of
interest.
If
you
forget
to
bring
your
form,
the
clerk's
staff
will
provide
one
with
you,
which
you
should
complete
and
submit
before
the
end
of
the
meeting.
If
you
need
any
more
information
on
our
obligations
under
the
municipal
conflict
of
interest,
Act
I
would
refer
you
to
the
integrity
commissioners
interpretation
bulletin,
which
I
believe
the
clerk
has
a
few
copies
of
as
well,
and
if
you
require
advice,
I
encourage
you
to
reach
out
to
the
integrity.
A
Need
a
motion
to
confirm
the
minutes
of
our
January
14,
2019,
meeting
councilor
holiday,
home
favor,
carried
speakers
and
presentations.
The
green
is
in
front
of
you,
I'm,
just
gonna
roll
run
through
the
agenda
number
one
delivering
digital
government.
We
have
a
presentation
on
that,
so
I'm
going
to
hold
that
in
my
name,
number
two
is
apportionment
of
property
taxes
for
as
a
March
5th
2019,
that's
a
public
hearing
which
is
scheduled
for
9:45.
We
put
out
right
after
we
go
through
the
agenda.
A
A
Number
ten
award
of
a
request
for
supplier
qualifications;
number
nine
one:
three,
four
one:
eight
seven
one:
six:
zero
for
the
pre-qualification
of
vendors
to
provide
supplementary
legal
services
for
insurance,
defense,
counselor
Fillion,
holding
number
ten
number
eleven.
We
have
a
speaker
contract
award
collection
services
for
provincial
offense
act;
fines
request
for
proposal;
number
nine
one:
three,
eight
one:
eight:
seven:
zero,
zero
six,
so
we'll
hold
that.
A
A
A
A
Any
questions
of
the
mover
seeing
none
all
in
favor
carried
sorry
item
as
amended:
okay,
Thank
You,
councillor,
Fletcher,
okay,
we're
gonna,
go
back
to
the
beginning.
Ten
to
ten.
So
we'll
deal
with
item
number
two:
first
apportionment
of
property
taxes
on
the
March
5th
2019
hearing
I
have
to
ask
if
anybody
would
like
to
make
a
presentation
or
a
deputation
on
this
item.
So
anybody
in
the
room
they'd
like
to
make
a
presentation.
A
There's
anybody
in
the
room
that
would
like
to
make
a
presentation,
then
I
have
a
motion.
I
would
like
to
move
the
recommendation.
Number
1
be
replaced
with
the
following:
the
general
government
licensing
committee
approved
the
apportionment
of
property
taxes
and
the
amounts
identified
in
Appendix
A
and
appendix
B,
under
the
columns
entitled
apportion
tax
and
apportion
phase-in,
slash
capping
excluding
the
following
application
in
Appendix
A
original
roll
number,
one:
nine,
zero,
zero;
four
three
0
7
0
zero
one,
eight
zero,
zero
known
as
21
Market
Avenue
for
the
tax
year
2018
in
Ward
15.
A
A
Next
item
is
number
three
cancellation
reduction
or
refunded
property
taxes
as
of
March
5th
2019.
This
is
a
public
hearing.
Is
there's
no
registered
deputies
at
this
moment?
Is
there
anybody
would
like
to
make
a
presentation
on
this
item
for
anybody
that
would
like
to
make
a
presentation
on
this
item.
So
anybody
would
like
to
make
a
presentation
seeing
none
I
have
a
motion
that
I'm
moving
the
recommendation.
1
be
replaced
with
the
following.
A
B
Good
morning,
everyone
and
thank
you,
chair
and
councillor
Ainsley
and
the
committee
for
this
opportunity
to
provide
you
an
update
with
regards
to
the
city's
pursuit
of
becoming
a
digital
government
and
and
just
before,
I
start.
This
presentation
is
some
opening
remarks.
The
information
and
technology
division
is,
is
responsible
for
corporate
leadership
of
strategy
planning
and
delivering
on
the
city's
information
technology
services
and
solution
in
partnership
with
every
division
at
the
city.
So
this
is
a
this
presentation.
B
Is
it's
coming
from
myself,
but
really
is
a
representation
of
the
collaboration
in
the
partnership
that's
happening
and
the
team
effort
across
the
city.
So,
as
we
jump
in
moving
to
the
next
slide,
first
thing
I
want
to
do
is
realize
that
recognize
that
it's
a
team
effort
we're
working
with
different
excuse-me
divisions
across
the
city,
but
we
also
have
a
IT
leadership,
team
and
I
just
want
to
take
a
quick
moment
just
for
the
committee's
sake,
to
introduce
the
members
of
the
team
that
are
here
today.
B
B
B
In
you
know,
our
mandate
is
to
really
drive
innovative
information
technology
solutions
that
enhance
the
delivery
of
city
services
and
really
the
word.
Innovation
tends
to
be
used
quite
a
lot
and
in
fast
part
of
our
definition.
Really
innovation
is
really.
How
can
we
do
things
better,
so
we're
looking
for
opportunities
day
to
day
we're
looking
opportunities
in
terms
of
how
the
city
delivers
information
and
services
using
technology
and
data
to
enhance
those
services
so
about
us?
B
We
provide
leadership,
as
I
mentioned
earlier
in
terms
of
really
driving
business,
modernization,
leveraging
technology
and
data
to
enhance
service
delivery.
We
look
at
ways
at
streamlining,
modernizing
and
integrating
the
various
services
so
that
we
can
drive
an
integrated
citizen
or
business
service
experience
and
then
with
all
the
technology
that
we've
implemented,
making
sure
that
it's
secure,
reliable,
adaptable
and
agile
for
ready,
ready
use
across
the
city.
A
little
bit
of
on
our
operational
footprint.
Excuse
me,
as
mentioned
earlier,
we
have
850
business
applications
across
the
city
and
those
applications
typically
are
not
static.
B
There's
different
things
that
we're
doing
to
keep
them
up
to
date,
changes
that
we're
making
reports
that
are
required,
upgrades,
etc.
We
support
29,000
users,
which
is
a
results
in
approximately
one
hundred
and
seven
hundred
and
eighty
seven
thousand
service
for
desk
Service
Desk
requests.
So
people
asking
for
information
and
services
on
how
we
use
those
platforms.
B
We
have
our
city
website,
which
is
one
of
our
main
channel
for
citizens
to
access
information
and
services.
We
have
19,000
mobile
devices
so
that
smartphones
and
tablets
being
used
across
the
city
as
we're
becoming
increasingly
not
only
digital
but
mobile,
and
you
see
the
rest
of
the
statistics
there's
in
terms
of
the
footprint
that's
available
at
the
city.
B
So
when
we're
talking
about
innovation,
what
we
did
is
we
really
built
upon
leveraging
industry
best
practices
and
one
of
the
models
that
were
really
leveraging
is
a
model
that
was
created
by
the
McKenzie
group
and
when
defining
and
delivering
a
digital
footprint,
it
really
starts
with
a
relentless
focus
and
attention
to
the
resident,
the
visitor
and
the
business,
the
business
users
of
the
City
of
Toronto,
looking
for
opportunities
on
how
we
can
deliver
functionalities
and
capabilities
that
enhance
their
experience,
and
that's
is
so
important
before
we
get
into
any
of
the
other
components.
B
It's
a
focus
on
the
citizen
is
to
focus
in
on
the
business
and
what
we
then
do
is
then,
as
we
think
about
the
digital
government
framework.
We
look
at
services
that
can
enable
those
functions,
enable
those
capabilities,
ie
online
service
delivery,
ie
integrated
service
delivery,
looking
at
our
underpinning
business
processes
to
make
sure
that
they're,
simplified
and
automated
so
that
we
can
drive
an
integrated
service
delivery
experience,
but
also
enabling
good
decision
making
and
also
sharing
of
data,
underneath
that
are
enablers
that
foster
innovation.
So
making
sure
we
have
the
right
strategy.
B
The
right
organizational
model
make
sure
we're
developing
the
right
skill
set
within
the
organization
as
we
become
increasingly
digital
and
making
sure
that
the
technology
foundation
and
footprint
is
agile,
adaptable
and
secure
to
provide
innovation
for
the
city
and
a
couple
of
examples:
I'm
not
going
to
go
through
all
of
them.
What
you
see
here
is
that
our
city,
through
the
digital
footprint,
adds
value
to
our
citizens.
B
There's
a
lot
of
data,
a
lot
of
information
and
services
that
are
consumed
every
single
day
by
citizens
and
businesses
of
the
City
of
Toronto
and,
as
we
become
increasingly
digital,
we
become
increasingly
dependent
on
our
technology
footprint,
so
you
can
see
as
we're
actually
going
through
a
weekend
of
our
recreation
registration.
Even
today,
we
look
at
three
one,
one
where
people
are
utilizing
the
telephone
to
call
in
and
place
request,
information
or
place
service
requests
are
permitting
and
licensing
are
all
on
business
systems
that
enable
those
processes.
B
Transportation
is
using
data
data
analytics
to
make
better
decisions,
get
insights
on
how
to
improve
operations
and
we're
collecting
a
lot
of
revenue
through
our
various
systems.
We
also
use
systems
to
run
the
city.
There
are
a
lot
of
the
business
systems
that
run
a
very
large,
complex
city
largest
city
in
Canada.
There's
an
increasing
pressure
for
us
to
identify
operational
efficiencies
through
the
systems
that
we
use
not
just
independently
functionally,
but
how
they
all
integrate
together.
B
So
there
you
see
a
couple
of
the
examples
of
the
functional
areas
that
have
a
huge
dependency
on
running
the
day-to-day
business
of
the
City
of
Toronto,
and
so
as
we
move
forward
really
some
things
are
changing.
The
city's
always
been
involved
in
technology.
Technology's,
not
new
technology
predates
probably
every
single
one
of
us
in
this
room,
but
the
landscape
has
changed.
The
the
industry
has
changed
and
what
has
changed
just
recently?
B
Actually,
just
this
past
month
to
keep
out
of
the
CRTC
released
an
updated
report,
and
in
that
report
it
says
that
88%
of
Canadian
households
have
mobile
services.
Also,
in
that
report
it
showed
that
67%
of
Canadian
households
have
landlines,
so
we're
seeing
a
major
shift
in
terms
of
our
society.
There
are
more
mobile
services
in
people's
homes
than
there
are
landline
telephones.
What
does
that
mean?
Our
citizens
and
our
businesses
are
becoming
increasingly
digital
and
how
people
interact
with
one
another
has
changed
and
how
they
interact
with
government
has
changed.
B
People
are
expecting
somewhat
it
to
be
there
that
they
can
access
information
anyplace
anywhere
anytime.
The
other
thing
that's
changing.
Our
technology
landscape
is
cloud
computing.
There's
a
lot
of
talk
about
cloud
computing
and
what
it
means
for
us
cloud.
Computing
provides
an
alternate
opportunity
for
us
and
how
we
deliver
technology
solutions
and
I
like
to
compare
it
to
the
utilities.
If
you
think
of
electricity
or
power,
it
would
be
rather
complex
if
every
home
had
to
build
their
own
power
generation
in
their
in
their
homes
or
every
community.
B
B
What
that
means
is
there's
a
lot
of
data,
that's
being
made
of
all
available
data
within
the
city,
data
outside
of
the
city,
and
that
gives
us
insight,
but
also
foresight,
and
allows
us
to
do
the
analytics
to
make
good
decisions,
but
also
to
drive
the
service
efficiency
service
improvements
and
customer
service
enhancements
that
we're
looking
for
artificial
intelligence
is
another
one.
That's
allowing
us
to
bring
information
and
collate
together,
but
gain
some
additional
insights.
B
The
city
of
Toronto
is
actually
a
real
center
for
artificial
intelligence,
as
one
of
the
largest
hubs
for
AI
companies
are
actually
in
Toronto
and
then
we're
seeing
things
like
the
Internet
of
Things
and
smart
cities,
which
really
means
internet
enabling
technology
utilizing
things
like
sensors,
smart
traffic,
smart
buildings,
smart
vehicles,
the
list
goes
on.
How
do
you
use
all
of
these
new
services,
new
technologies
that
have
been
introduced
fundamentally
to
improve
the
quality
of
life
for
people
that
live
work
and
play
in
the
City
of
Toronto
through
economic
prosperity,
environmental
sustainability
and
social
advocacy?
B
So
these
new
technologies
are
being
introduced
and
what
we're
trying
to
do
is
move
from
a
city,
that's
reactive,
and
how
we
can
be
responsive
to
the
demands
of
our
citizens
and
our
businesses.
And
so,
as
we
move
forward,
there's
a
lot
of
technology,
but
technology
on
its
own,
it
can
be
very
fascinating,
could
being
challenging.
B
We
have
a
very
formalized
and
rigorous
process
on
making
sure
that
we
are
identifying
the
value
proposition
that
will
be
delivered
to
the
city
to
move
these
priorities
forward,
along
with
other
sets
of
priorities
in
the
city
and
it's
what
we
do
is
we
actually
have
formalized
business
cases
that
are
submitted.
We
wait
against
those
priorities.
We
wait
against
the
return
on
investment
that
we
will
achieve
and
we
measure
return
on
investment
in
a
couple
of
categories.
B
It
can
be
cost
savings,
cost
avoidance,
operational
efficiencies
time
to
market
in
terms
of
delivering
our
service
improving
customer
service.
We
take
all
of
those
together
and
making
sure
that
we're
creating
a
digital
footprint
at
the
end
of
the
day,
that
is
bringing
value
to
the
City
of
Toronto,
but
also
value
in
a
timely
manner,
and
so
as
we
do
that
we
we
look
at
our
investments.
B
Our
investments
are
really
in
two
categories:
there's
capital
investments,
but
there's
also
operating
investments
and
what
we've
we've
actually
just
recently
compete
completed
an
IT
benchmarking
study
that
compares
our
operating
expense
and
spend
versus
the
industry.
So
within
the
public
sector
you
can
see
where
Toronto
lies,
we're
about
middle
of
the
pack
in
terms
of
the
percentage
of
IT
spend
compared
to
the
overall
city's
budget.
B
What
is
also
you'll
also
see
there
on
the
right
comparison
to
the
private
sector
in
terms
of
our
spend,
which
is
on
the
lower
side
compared
to
the
industry
when
we're
talking
about
operating
expense.
I
do
want
to
draw
your
attention
to
something.
Approximately
50
percent
of
the
city's
IT
operating
budget
is
really
to
run
the
business,
so
that's
like
keeping
the
lights
on
keeping
things
going.
Keeping
the
services
up
and
going
the
other
50%
is
to
grow
and
transform
the
business
when
I
say
grow.
B
B
It's
looking
at
our
business
today
and
how
can
we
do
it
better
and
drive
further
transformation
within
the
organization,
so
our
operating
budget,
as
you
see
from
a
macro
level
in
terms
of
compared
to
industry,
does
include
run,
grow
and
transform,
and
so,
as
we
move
forward,
we
also
look
at
delivering
new
capabilities
and
that's
predominately
through
our
IT
portfolio
delivery.
I
mentioned
earlier
that
we
have
a
governance
framework
where
we
align
our
investments
to
key
priorities.
B
We
measure
those
investments
to
make
sure
we're
getting
the
return
on
investments
in
a
timely
manner,
but
we're
also
measuring
to
making
sure
that
we're
getting
the
functionality
and
the
capability
and
the
adoption
of
what
we're
implementing.
So
we
have
a
portfolio
and
in
our
portfolio
we
do
the
planning
and
it's
making
sure
that
we're
doing
the
right
things,
but
we
also
have
portfolio
delivery
to
make
sure
we're
doing
the
things
right.
B
In
other
words,
we
have
portfolio
overall
metrics
to
make
sure
that
we're
measuring
how
projects
are
being
delivered
on
schedule
on
budget,
but
also
delivering
the
capability.
We
have
some
examples
of
some
things
that
have
been
recently
delivered.
It's
it's
good
to
know.
It's
very
important
actually
to
know
that
you
know
that
there's
a
return
on
investment,
but
again
it's
not
just
financial,
but
it's
also
value
to
the
city.
Here
are
some
examples
of
some
improvements
with
a
focus
on
some
of
the
social
and
economic
benefits.
B
We
have
an
equity
lens
application,
which
is
an
online
application
for
analyzing,
equity
and
diversity
impacts
very
important
to
align
to
the
city's
priorities.
We
have
the
well-being
Toronto,
which
is
an
application
that
gives
us
various
indicators
about
communities
within
the
city
of
Toronto.
We
have
things
like
vision,
Janeiro,
which
I'm
sure
everybody's
familiar
with
where
we
collect
collision
and
traffic
volume.
B
We
make
data
available,
it
presents
opportunities
for
others,
whether
it
be
interest
groups,
stakeholders
to
be
a
part
of
solving
real
civic
problems,
and
so,
if
they
have
the
data,
they
can
come
with
recommendations
and
suggestions,
and
we've
seen
that
countless
number
of
times
where
some
of
our
greatest
ideas
best
ideas
have
been
from
people
that
have
taken
our
data,
made
some
recommendations
to
the
city
and
we've
been
able
to
run
with
it.
So
our
open
data
program
are
actually
our
open
data.
B
Master
plan
was
actually
co-created
when
we
were
creating
the
master
plan,
we
co-developed
it.
We
did
a
series
of
workshops
with
different
groups
across
the
city.
Got
their
input,
got
their
prioritize
on
the
things
that
they
are
interested
in
and
and
and
and
and
shared
some
of
the
challenges
that
we
have
and
allow
them
to
contribute
in
to
the
creation
of
the
plan,
so
that
we
can
improve
the
government's
efficiency,
operational
effectiveness
and,
at
the
end
of
the
day,
remove
barriers
so
that
we
create
more
of
an
open,
transparent
and
engaged
government.
B
Our
open
data
master
plan
is
actually
organized
into
really
four
themes.
The
first
theme
is
a
foundation
making
the
data
available,
making
it
easily
available
that
include
the
introduction
of
our
open
data,
new
open
data
portal,
easier
to
get
to
the
information
easier
to
utilize.
It
integration.
How
do
you
integrate
not
only
the
data
but
share
the
data
across
various
applications?
B
It's
been
quite
a
learning
process,
as
we
I
call
it
an
iterative
process.
We
find
out
what
kind
of
data
sets
are
available.
We
have
an
open
data
policy
that
encourages
across
our
applications
across
our
business
units.
How
can
we
make
more
data
available?
We
have
good
information
management
practices,
but
also
data
governance
practices
that
ensures
that
we're
protecting
things
like
privacy,
but
at
the
same
time
creating
an
open
and
transparent
government
in
terms
of
open
data.
B
Again,
some
metrics
we
have
about
292
data
sets,
but
over
2
million
downloads
of
data
each
year.
So
it
shows
that
the
data
actually
is
being
used.
It's
creating
an
opportunity
for
to
welcoming
innovation,
it's
creating
an
opportunity
to
foster
more
dialog
and
again
to
co-create
solutions
for
the
city
and
as
we
move
forward
or
at
taking
a
little
as
we
move
forward.
B
I
think
that
speaks
to
the
city
being
modernized
and
really
leveraging
technology
right.
In
its
municipal
practices,
we've
recently
implemented
an
enterprise
customer
relationship
management
solution,
which
is
a
cloud-based
platform
which
allows
us
to
offer
information
and
services
across
various
functional
areas.
Last
year
we
laid
the
the
platform
and
we
started
off
with
a
a
pilot,
actually
a
proof
of
concept
and
the
first
proof
of
concept
was
within
Toronto
water.
B
We're
now
before
you
have
to
place
a
phone
call,
if
you
want
to
turn
on
and
off
water
services,
but
now
you
can
submit
that
request
online
and
track
where
that
service
request
is
online.
Similar
to
you,
you
would,
with
other
services
that
are
offered
by
other
companies,
so
we're
gonna
be
introducing
more
and
more
of
those
services.
B
We
laid
the
foundation
last
year,
we're
going
to
be
turning
on
more
services
in
this
year
and
as
we
move
forward,
we
also
completed
our
payment
card
industry,
which
we
call
PCI
compliant
merchant
certification,
a
lot
of
words.
What
does
that
mean?
We
are
the
first
Canadian
municipality
to
receive
level
1
certification
in
plain
language,
due
to
the
volume
of
financial
transactions
for
the
City
of
Toronto.
We
have
achieved
the
highest
level
of
PCI
compliance.
There
is,
and
so
we're
up
there
with
the
big
retail
companies,
the
banks,
etc.
B
We
are
committed
to
modernization
and
when
we
talk
about
modernization,
it's
really
looking
at
how
we
are
delivering
our
services.
How
we're
running
the
city
today
and
the
way
we've
organized
ourselves
instead
of
tracking
just
by
projects,
we
have
approximately
a
hundred
and
twenty-five
active
IT
projects.
Those
125
active
IT
projects
are
expected
to
deliver
a
return
on
investment
of
approximately
just
over
a
hundred
and
twenty
million
dollars
over
the
next
ten
years,
and
rather
than
tracking
just
a
list
of
projects.
B
Looking
for
opportunities
to
improve
customer
service
through
digital
self-service
opportunities
through
making
different
service
channels
available,
we're
continuing
looking
at
our
work
in
asset
management,
so
we
can
drive
better
integration
and
information
around
our
service
requests,
Human
Resources
transformation,
how
we
run
our
HR
systems,
finance
transformation,
looking
at
our
finance
systems,
looking
for
more
opportunities
for
simplification,
timely
reporting,
etc,
and
also
in
our
supply
chain
transformation.
So
just
a
sample
of
some
of
our
programs
again
I'm
not
going
to
go
through
them
all.
B
I
think
the
information
you
can
follow
through
there
or
definitely
open
to
questions
on
any
of
them
and
as
we
move
forward,
there's
some
foundational
initiatives
that
are
going
to
help
us
continue
to
drive
a
AAA
digital
government.
We've
created
a
Smart
City
framework
and
when
we
say
smart
cities
framework
that
is
really
utilizing
technology
and
data
within
the
city,
but
also
technology
and
city
within
the
Toronto
ecosystem,
within
the
industry,
within
the
ICT
industry,
and
so
there's
a
lot
of
opportunities.
B
There's
a
lot
of
products
and
services
that
are
often
presented
to
the
City
of
Toronto.
Our
smart
cities
framework
is
going
to
give
us
the
the
governance
and
the
prioritization
model
so
that
we
can
identify
high-value
opportunities
for
the
city
as
they
align
to
our
corporate
priorities
and
also
foster
working
across
other
partnerships
with
industry,
other
levels
of
government,
so
that
we
can
drive
more
value-added
services
for
citizens.
Businesses
in
the
city
underpinning
all
of
that
is
our
technology
roadmap.
B
Since
we
have
a
very
large
complex
footprint.
Part
of
it
is
making
sure
that
that
footprint
is
available
and
secure,
but
at
the
same
time
making
sure
that
we're
managing
that
footprint
in
a
cost-effective
way
and
making
sure
that
that
technology
footprint
is
agile
and
adaptive
and
responsive
to
the
business
needs
so
we're
creating
a
technology
roadmap.
So
we
know
where
we're
going.
B
We
can
align
our
investments
accordingly,
but
at
the
end
of
the
day,
making
sure
that
all
the
pieces
fit
together
because
we're
driving
towards
and
never
losing
sight
of,
creating
that
integrated
citizen
experience
so
fall
the
technology
or
the
spirit
it'll
be
a
lot
more
challenging.
So
our
roadmap
is
to
foster
that
integrated
service
experience
we're
committed
to
cyber
security.
Cyber
security
is
a
top
priority,
significant
investment
for
us
in
2019.
B
We
continue
to
strengthen
our
posture,
our
posture
internally
and
externally,
through
various
programs,
checks
and
monitoring,
and
then,
of
course,
in
order
to
do
that,
we
need
to
make
sure
that
we're
developing
talent
that
can
deliver
on
a
lot
of
these
solutions,
but
also
manage
the
the
platforms
that
we
have
in
place
and
I
mentioned
earlier.
We're
doing
a
benchmarking
study
that
we're
just
finishing
up.
So
some
of
the
critical
success
factors
for
us
is
focused
on
integrated
service
delivery.
We
want
to
ensure
that
the
pieces
fit
together.
Forty
four
divisions,
multiple
service
offerings.
B
How
do
we
make
it
simpler
and
easier
for
citizens
and
businesses
and
visitors
consuming
information
and
services
in
a
digital
way
at
the
City
of
Toronto?
Creating
an
innovation
culture,
innovation
culture
means
it's
not
about
delivering
like
a
product
or
service
innovation.
Culture
means
everybody's
thinking
about
how
can
we
do
things
better,
whether
it
be
small
or
large,
and
sometimes
it's
some
of
the
smaller
pieces
that
lead
to
large
incremental
change
in
transformation,
so
we're
committed
to
trying
to
drive
that
innovation,
culture
enhancing
cybersecurity?
B
It's
one
thing
to
say
that
we're
becoming
increasingly
digital
as
we
become
increasingly
digital.
We
have
to
ensure
that
our
security
posture
is
very
strong
and
creating
the
organizational
capacity
and
demands
in
organizational
capacity
and
readiness
through
skills,
but
also
through
partnership.
Anything
in
technology
is
really
a
collaboration
in
the
partnership.
B
It
is
working
with
the
various
divisions
across
various
levels
of
the
organization
and
making
sure
we're
sequencing
things
in
an
effective
way
that
delivers
value
and
then,
of
course,
optimizing
our
existing
investments
and
future
investments
as
we
move
forward
and
then,
finally,
just
to
wrap
it
up
and
open
it
up
for
us.
Some
time
to
questions
never
losing
sight
of
what
our
purpose
is,
and
we
can
talk
about
digital
government.
We
can
talk
about
technology,
we
can
talk
about
data,
but
the
end
of
the
day.
B
It's
to
improve
the
quality
of
life
for
people
that
live
work
and
play
in
the
City
of
Toronto.
We
just
recognize,
as
we
become
an
increasingly
digital
government.
We
have
to
make
sure
that
our
digital
infrastructure
is
in
place
to
facilitate
the
service
offerings
that
drive
economic
prosperity,
environmental
sustainability
and
social
advocacy,
and
so
that's
our
commitment.
B
We
never
lose
sight
of
that
and,
as
we
put
the
digital
government
framework
in
place,
we
want
to
be
able
to
measure
clearly
measure
where
we're
driving
improvements
where
we're
driving
efficiencies,
where
we're
driving
customer
service
improvements
overall
for
the
City
of
Toronto.
So
with
that
I
will
pause
and
see.
If
there's
any
questions
on
any
of
the
information.
Okay,.
A
C
C
Have
you
ever
been
asked
to
a
review
over
on
your
own
initiative,
explored
a
better
way
to
provide
councilors,
whether
it
be
web-based
or
a
mobile
app,
but
but
a
direct
way
to
be
able
to
connect
directly
into
on
their
phone
a
constituency
management
systems
so
that
what
we
often
encounters
that
you
might
be
in
an
event
or
at
a
park
or
walking
down
the
street
or
you're
on
your
way
to
a
big
meeting?
And
you
want
to
be
able
to
refer
to
your
constituency
management
system
to
be
able
to
look
up
a
situation.
C
B
B
We
definitely
work
closely
together.
The
very
more
I
would
call
on
front-end
and
we're
where
they
do
need
some
deeper
skills.
They
would
come
to
us,
but
I'm
gonna
take
your
question
again
through
the
chair
and
and
let's
see
because
that's
come
up
to
me
before.
Let's
see
if
we
can
go
back
and
thank
you,
maybe
work
with
them
and
see
if
we
can
I
appreciate
it.
C
So
then,
more
externally
focused
cities
like
Boston,
which
you
know
kind
of
led
the
way
back
back
and
I
think
by
2000
to
2003
in
other
cities
throughout
the
country
throughout
the
United
States
and
then
elsewhere
have
3-1-1
apps
some
web-based
some
mobile
that
are
far
more
interactive
than
we
have
today
here
in
Toronto
you
can,
you
can
send
pictures
through
it.
You
could
there's
all
sorts
of
different
services,
yeah.
B
C
You
know
whether
it
be
web-based
or
we
don't
really
have
a
mobile
app
that
you
can
download
the
a
lot
of
people
rely,
as
you
know,
rely
on.
You
know
their
phone
or
through
their
watch
or
whatever
and
they'd
like
that
direct
connection.
They
don't
have
that
with
us.
Yet
have
you
explored
that
through.
B
A
chair,
Thank
You
councillor,
Matt
laws,
a
great
great
question,
great
observation,
too:
we
recognize
that
the
City
of
Toronto
in
terms
of
its
three
one,
one
application
large
complex,
heavenly
customized,
which
is
a
little
more
limiting
to
easily
implement,
say
a
mobile
app.
What
we've
done
is
we've
recognized.
We've
actually
outgrown
that
in
terms
of
being
agile
and
responsive,
not
only
the
council's
needs,
but
citizens
needs
etc.
B
So
what
we've
done
is
we're
part
of
our
technology
roadmap
is
to
get
off
of
our
existing
application
and
that's
started
by
us
moving
to
an
enterprise,
customer
relationship
management
solution,
and
so
that
rollout
and
I
gave
you
an
example.
That's
going
to
give
us
the
ability
now
in
a
more
simplified
application,
to
be
able
to
offer
more
mobile
services
through
that
window,
and
so
we
are
heading
that
direction.
Some.
B
Again
in
3d
chair,
we
do
have
some
third-party
applications
that
are
doing
some
of
that,
but
it's
different.
It's
different
than
I
think
what
you're
asking
right,
I
think
what
you're
asking
for
is
the
ability.
Through
one
window,
you
gotta
be
able
to
access
any
surf
shop.
That's
where
we're
heading.
So
when
we're
talking
about
integrated
service
delivery,
that's
where
we're
heading.
We
have
some
mobile,
apps
or
services
available
today,
but
not
to
the
extent
that
I
think
that
your
thank
you
so.
A
C
D
My
name
is
Gary
York
and
the
bottom
line
in
terms
of
the
mobile
experience,
we're
definitely
looking
at
doing
that.
We've
actually
looked
at
with
the
new
technology
that
we've
interfaced
with
and
the
mobile
functionality-
that's
definitely
their
roadmap,
so
we
are
looking
at
potholes
they
could
put
online.
The
only
challenge
is
if
you're
driving,
you
shouldn't,
necessarily
be
using
your
phone,
of
course
not,
but
having
said
that,
absolutely
the
road
mobile
functionality
definitely
with
the
potholes.
D
Better,
even
note
notifications
and
pushing
so
what's
happened
in
the
past
when
301
was
initially
created,
it's
in
doubt
we're
always
taking
in
the
information
and
not
necessarily
disseminating
it.
You
know
in
a
more
proactive
fashion
with
the
new
technology
and
solutions
that
were
looking
implementing.
The
primary
goal
is
to
change
that.
D
It's
to
push
the
information
and
actually
close
the
loop,
so
any
service
request
that
you
create
either
online
or
whatever
the
channel
that
you've
chosen
chosen,
because
we've
in
the
past
dictated
the
channels
in
which
the
public
would
communicate
to
the
city,
we're
now
opening
that
and
providing
the
public
with
choices
and
with
those
choices.
It
should
be
a
seamless
experience,
depending
on
if
it's
email,
depending
off
its
Twitter
or
mobile,
and
that's
exactly
what
we're
focusing
on
and
we're
looking
to
have
that
implemented
in
a
very
very
near
future.
Okay,
that's
that's
exciting!
Absolutely.
D
C
Before
I'll
sit
down
with
you
at
some
point
soon,
just
to
learn
more
absolutely
just
with
my
remaining
few
seconds.
Yeah
I,
just
I
just
wanted
to
get
in
that
I,
along
with
others,
have
moved
motions
with
regard
to
expanding
the
availability
of
Wi-Fi,
to
challenge
the
digital
divide
and
to
create
a
more
tech,
friendly
City
and
that
included
TCH
see
homes
but
also
public
spaces.
Nathan
Phillips,
Square
public
spaces.
C
Boston
is
another
good
example,
but
there's
other
cities
around
the
world
that
have
these
public
spaces
where
people
can
go
open
up
their
laptop
open
up
their
phone
you're,
a
visitor
for
another
country.
You
don't
have
a
roaming
plan.
You
can
get
some
business
done.
You
can
face
time
with
your
spouse
whatever.
C
B
B
Great
so
you're
aware
that
a
second
counselor
and
then
and
the
second
one
is
making
sure
that
we
have
a
sustainable
financial
model
to
do
that.
A
lot
of
these
cities
and
predominantly
across
North
America
time's
running
out
for
me
to
go
through
more
details,
but
in
across
North
America
the
cities
that
have
made
those
investments
have
been
unable
to
support
it.
B
A
Thank
You
councillor,
sorry
councillor
Nancy
did
you
do
you
have
questions?
No
okay,
so
I'm
going
to
go
down
the
side,
councillor
care,
Janice,.
E
E
D
E
Gonna
go
back
in
animus,
New
York
that
you
probably
have
some
some
knowledge
of
computer
and
all
that
stuff,
but
I'm.
Looking
at
the
the
the
the
website
guru,
please
provide
me
an
answer:
how
long
will
it
take
for
an
app
to
be
put
on
our
website?
Five
minutes?
Ten
minutes.
One
year,
two
years
three
years
someone
threw.
B
B
So
the
application
through
the
chair,
the
application
counselor,
is
not
the
complex
part.
What
we
need
to
make
sure
and
as
we
talked
about
the
digital
government
framework,
is
that
we
have
the
processes
in
place
so
that,
when
that
whatever
it
is
a
piece
of
data,
a
picture
that
comes
in,
we
can
service
that
request.
E
If
we
take
a
picture-
and
we
send
it
in,
we
mail
it
in
two
three
one
one
and
about
a
pothole
about
a
complaint.
Does
that
make
it
to
the
bylaw
officers
or
the
asportation
individuals
mobile
mobile?
Or
do
they
get
it
to
see?
The
picture
like
I
mean
if
I'm
sending
a
picture
of
a
pothole
do
do
the
road
crew
get
to
see
this
I
mean
it
comes
to
three
one
one.
You
have
a
capability
of
sending
that
to
the
road
crew
officer
through.
D
E
D
The
chair
in
regards
to
the
the
we're
looking
to
have
this
fully
up
and
running
within
the
next
18
months
in
terms
of
that
cost,
that
functionality
comes
along
with
the
solution
that
we're
actually
invested
in.
So,
for
example,
when
we
talked
about
mobile
functionality,
that's
a
turn-on.
It's
free!
It's
part
of
the
solution.
So
in
terms
of
that
functional
that
you're
asking
for
once
it's
properly
configured,
it's
a
minimal
cost.
Okay,.
E
E
Are
they
still
having
problems
swiping
on
swiping
off
configuring
who's
sent
where
so,
we
don't
have
like
an
hour
and
a
half
of
weight
in
dispatching
EMS
in
a
situation
where
an
ad
or
all
falls
on
the
ground,
and
with
this
was
not
long
ago
and
broke
her
hip,
have
we
finalized
those
operations?
Are
we
still
back
in
the
stone
Age's
through
the
chair
and
I?
F
E
F
E
F
E
F
F
H
You
mr.
chair,
the
presenters,
this
presentation
is
predominantly
what
you
would
expect
from
a
government.
Many
governments
very
internally
focused
some
of
the
questions
that
have
come
up
today
and
some
of
the
things
that
we've
seen
at
Council
are
externally
focused,
so
Wi-Fi
in
a
park
5g
in
the
city,
looking
at
big
data
that
we
may
glean
from
say,
ride-sharing
companies,
where
are
we
in
your
strategy
or
in
your
approach
to
a
digital
government,
considering
government
as
a
utility?
So
again
back
to
this?
This
is
about
our
business.
H
B
Thanks
to
the
question
through
the
chair
context,
setting
this
presentation
initiated
by
body
was
to
give
an
awareness
of
what
divisional
units
do
within
the
city
threat.
So
predominantly
that's
what
we
do.
Your
question
great
question
and
I
would
organize
it
in
a
couple.
This
way
we
have
the
function
of
delivering
traditional
IT
services.
We
have
so
we
have
the
adoption
of
technology
and
data
within
city
government.
We
then
I
also
have
the
enablement
of
technology
within
the
geographical
city.
B
The
enablement
is
through
things
like
open
data,
shall
we
say
making
it
creating
an
open
and
more
transparent
government.
We
have
an
enable
meant,
through
our
broadband
assessment
study,
where
we
did
a
study
to
see
if
that
the
access,
availability
and
affordability
of
broadband.
What
is
the
coverage
for
the
City
of
Toronto?
So
that's
the
enablement,
and
then
we
have
the
broader
lens,
which
would
be
what
I
would
call
our
our
smart
cities
lens.
B
Where
we're
looking
at
the
enablement
and
these
services
and
products
that
are
out
there,
how
can
we
make
government
more
as
a
utility,
so
we
are
actually
working
on
a
smart
cities
framework
which
will
drive
a
smart
cities
strategy
within
that
smart
city
strategy.
You
will
see
more
of
the
pieces
that
you
just
refer
to.
What
we're
trying
to
do
is
organize
it
and
strategically
align
it,
so
it
can
make
it
can
be
easily
understood.
So
that's
where
we
are
right
now:
ok,.
H
Second
question:
again:
perhaps
more
high-level:
if
I'm
a
city
program,
area,
I,
don't
know,
I
do
parks
and
I've
got
an
idea.
I
mean
there's
thousands
of
professionals
in
this
city
that
I'm
sure
think
every
day
I
wish
there
is
an
app
for
that.
Can
you
tell
me
a
little
bit
about
the
journey
that
a
program
area
it
takes
to
engage
with
you
to
develop
an
idea
into
a
change
in
technology,
and-
and
you
know,
can
you
begin
a
little
bit?
H
B
The
chair
a
great
great
question
and
that's
predominantly
a
lot
of
our
world
right
now,
so
the
channels
in
would
either
be
through
myself
or
members
of
my
leadership
team.
We
also
have
customer
relationship
managers
that
work
with
the
various
divisions
and
that's
actually
a
real
real
live
example.
So
we
have
errors
like
blockchain
technologies,
artificial
intelligence,
mobile,
apps,
etc,
where
people
have
really
good
ideas
and
the
process
we
take
is
we
id8
together?
B
We
have
business
transformation
specialists
within
our
unit
business
analysts
and
what
we
try
to
do
is
flush
it
out
and
grit
the
focus
on
making
sure
that
we
can
identify
the
value
that
will
be
delivered
to
the
city
first
rather
than
just
rushing
out
in
implementing
technology,
and
so
that
becomes
an
iterative
process
with
the
subject
matter.
Experts
across
the
city,
not
just
IT,
but
we
have
a
lot
of
expertise
and
great
ideas
across
the
organization
and
try
to
get
the
good
ideas,
big
ideas
to
percolate
to
the
top
in
general.
H
Aggressive
is
the
push
to
get
an
IT
analyst
or
a
business
analyst
out
to
one
of
the
divisions
of
the
program
areas.
You
know
in
the
wake
of
a
council
direction
or
some
big
change
that
we
just
did
you
know
and
recognizing
that
you
know
that
the
program
area
is
struggling
and
scrambling
to
try
to
readjust
or
make
something
change.
H
B
Through
the
chair,
the
city
has
recently
implemented
corporate
governance
around
its
major
themes
in
focus
areas
with
the
deputy
city
manager,
CFO
and
city
manager,
assigned
to
each
one
of
those
areas
they're
looking
for
the
let's
call
it
the
big
opportunities,
as
they
flush
out
the
big
opportunities
we're
getting
engaged.
That
way.
B
That's
relatively
new
that
governance
model
as
in
really
really
this
year
and
the
last
year,
and
then
the
the
part
is
by
just
working
with
divisions,
division,
heads
or
senior
leadership
when
we're
called
upon,
we
typically
wait
until
the
need
is
identified,
because
otherwise
we
have
what
we
would
call
competing
priorities
sometimes,
and
it's
not.
It
just
has
to
do
with
readiness.
If
it's
not,
if
the
business
unit,
it's
not
a
priority,
then
it's
difficult
to
kind
of
drive.
Something
like
that.
B
I
B
Absolutely
through
the
chair
councillor
in
2018,
we
actually
had
two
auditor
general
audit
reports,
as
it
relates
to
the
city's
vulnerability
assessment.
The
vulnerability
assessment
was
phase
one
and
phase
two
phase.
One
is
what
we
would
call
perimeter
protection,
and
so
we
did
an
audit
report
on
our
perimeter
protection
and
that's
basically,
if
you
can
think
of
a
a
gated
community.
The
first
level
of
defense
is
like
a
gate.
You
know
in
some
getting
you've
got
to
be
able
to
get
into
the
community,
and
so
we
have
recommendations
that
came
out
of
that.
B
Our
phase
two
was
within
the
organization.
I'm
gonna
speak
generically.
Obviously,
industry
statistics.
This
is
not
new,
show
that
the
greatest
risk
cyber
risk
organization
is
no
longer
just
the
perimeter.
It's
sixty
percent
of
the
people
in
this
room
and
what
I
mean
by
sixty
percent
of
the
people
in
this
room.
It's
people
who
have
already
accessed
in
a
network
and
if
they
don't
have
the
education
in
the
awareness,
an
email
comes
in,
they
click
on
something
creates
an
exposure
they
plug
in
something
they
shouldn't
plug
in.
B
So
we
had
both
of
those
Auditor
General
recommendation
reports.
Some
recommendations
have
come
out
of
that.
We've
been
working
on
it,
our
posture
has
been
I
would
say
pretty
strong
in
terms
of
we've
been
able
to
fend
off
millions
of
let's
call
it
attacks,
and
we
are
continuing
to
build
upon
that.
Posture
is
probably
the
best
way
for
me
to
put
it.
Thank.
F
A
question
so
councillors
in
their
ward
and
now
that
it's
bigger,
there's
more
district,
so
we
have
districts
at
communities
within
our
within
our
Ward,
so
we
have
emails
of
constituents
and
so,
for
example,
if
we
want
to,
if
there's
a
public
meeting,
that's
happening
or
something
in
that
particular
community,
why?
Why
can't
we
have
access
that?
We
just
send
emails
to
everyone
within
that
that
community
other
than
we
have
to
send
it
to
the
whole
world.
B
F
B
F
B
So
threw
the
chair
just
quickly
on
that
I
mean
again.
The
chair,
counseling
Ainsley,
has
brought
some
of
these.
What
we'll
do
is
maybe
we
can
work
together
on
summarizing
some
of
these
requests
that
I
come
forward
and
see
if
we
could
move
them
forward
through
through
your
office.
If
you
don't
mind,
yeah.
A
B
A
So
I
think
everybody's
asks
her
questions,
so
mr.
Michael,
if
I,
could
I
just
wanted
to
ask
one
it's
kind
of
a
large
all-encompassing
one
based
on
a
lot
of
the
questions
you've
heard
today.
What
do
you
think
your
biggest
roadblocks
are?
Is
it
funding
bylaws,
because
I
know?
We've
talked
before
about
issues
around
them,
maybe
counselor
holidays
here
he's
also
chairs
the
Governance
Committee.
We've
talked
about
like
open
data,
for
example,
not
being
able
to
get
some
of
the
agencies
on
board
because
well
we
have
members
on
their
board
of
directors.
A
B
So
we
I
think
there's
an
opportunity
to
look
at
how
we
can
speed
up
the
pipeline
in
terms
of
identifying
trialing
opportunities
for
the
city
and
the
third
challenge
that
I
would
put
in.
There
is
the
organization's
capacity
to
adapt
all
of
this
change.
We
have
a
lot
of
change,
that's
happening
in
the
city,
there's
a
lot
of
pressure,
we're
just
wrapping
up
the
budget
process.
B
It's
a
lot
of
pressure
to
simplify
drive
efficiencies,
look
for
automating
automation
and
a
lot
of
that
is
turning
to
technology
and
the
organization
can
only
digest
a
certain
amount
of
change
at
the
same
time,
and
so
when
you
have
a
lot
of
enterprise
and
also
functional
change
going
on
it.
That
is
a
challenge.
So
you
have
to
sequence
things
in
the
right
order:
I
like
to
compare
it
to
living
in
the
house,
while
you're
going
through
a
major
renovation
right,
you
need
to.
A
A
J
Juris
I'm
here
to
speak
on
behalf
of
think
dataworks
we're
a
toronto-based
open
data
company
that
uses
open
data
as
a
core
element
of
our
business.
A
year
ago,
I
defended
the
establishment
of
the
Open
Data
master
plan,
as
I
believed
it
has
the
potential
to
elevate
Toronto
to
become
the
preeminent
open
city
in
North
America.
J
In
the
time
since
that
Open
Data
master
plan
was
launched,
we
have
witnessed
like
seismic
changes
in
the
open
data
landscape
and
a
renewed
global
interest
in
the
economic
incentives
of
making
data
public
I
believe
we
would
not
have
been
prepared
to
evolve
alongside
these
developments.
Without
this
well-established
open
data
framework
in
place,
the
municipality,
the
municipalities
that
are
developing
strong
policy
around
open
data
are
not
only
better
positioned
for
the
digital
requirements
of
a
modern
city.
They
are
putting
themselves
ahead
of
the
curve
and
unlocking
value.
J
Early
Toronto
has
the
opportunity
to
join
and
surpass
cities
like
New
York,
San
Francisco
Boston's
already
been
mentioned,
Seattle
some
of
the
most
advanced
tech
cities
in
the
world,
and
it
should
be
noted
some
of
the
most
open
like
open
data,
focus
the
cities
in
North
America.
We
have
the
opportunity
to
match
them
in
technological
readiness.
J
It's
really
easy
to
get
lost
and
the
hard
questions
we're
currently
facing
about
the
establishment
of
agile
policy
frameworks
that
adequately
codify
the
aggregation
and
release
of
public
data
I'm
not
going
to
instead
I'm
gonna.
Take
my
time
here
this
morning
to
just
briefly
discuss
how
Open
Data
has
created
an
environment
that
enabled
our
company
to
grow
to
over
30
employees
in
four
years
and
work
with
some
of
the
largest
organizations
in
Canada,
including
the
federal
government.
We
are
Canadian
success
story
built
on
the
back
of
open
data.
J
We
chose
to
do
this
here
because
Toronto
is
one
of
the
most
exciting,
dynamic
and
important
tech
hubs
in
the
world.
When
we
first
started
speaking
to
businesses
about
open
data
five
years
ago,
we
had
to
explain
what
it
was
and
why
it
was
important.
A
lack
of
Universal
best
practices
and
standards
made
it
difficult
for
a
lot
of
businesses
to
recognize
the
value
of
open
data
and
recognize
the
value
of
data
that
existed
outside
of
their
organization.
J
These
days.
To
put
that,
in
perspective,
there
are
entire
divisions
at
enterprise
organizations
devoted
to
gathering
and
leveraging
useful
public
data.
When
businesses
use
this
data,
they
gain
a
competitive
advantage
in
the
market.
This
opens
up
a
greater
desire
for
data
which,
in
turn,
provides
more
incentive
for
governments
and
organizations
that
have
access
to
it
to
release
it.
Our
company
helps
connect
organizations
to
the
data
they
want
to
use,
acting
as
a
bridge
between
the
people
who
have
data
and
the
people
who
want
to
use
it
as
more
data
is
released.
J
There's
more
data
for
people
to
connect
to
which
means
that
which
means
that
more
problems
can
be
addressed,
which
means
that
the
appetite
for
this
new
resource
go
up
at
service
keeps
moving
forward
as
cities
like
Toronto
release
data
with
greater
frequency,
we
see
an
immediate
spike
and
market
interest
in
the
data
they're
making
public.
This
has
a
two-fold
effect:
one
the
cities
that
are
releasing
data
starts
seeing
people
and
businesses
and
businesses
innovate
on
this
data.
J
They
start
building
things
that
either
make
money,
save
money
or
improve
quality
of
life
or
all
three,
and
we
as
a
company,
are
able
to
grow
and
give
back
to
the
community
that
made
our
business
possible.
Leaving
aside
the
fact
that
governments
themselves
will
be
able
to
use
this
data
to
make
better
policy
decisions,
reduce
redundancy
and
achieve
unprecedented
transparency,
the
financial
incentives
for
the
release
of
open
cannot
be
ignored.
J
Countries
all
over
the
world
are
seeing
the
financial
gains
of
doing
this.
The
Globe
and
Mail
recently
wrote
a
piece
that
noted
that
every
dollar,
New
Zealand
puts
into
its
census
generates
a
net
value
of
five
dollars
for
the
national
economy
in
Britain.
The
data
held
in
the
public
sector
and
released
to
businesses
and
individuals
is
worth
more
than
eight
point:
five
billion
dollars
a
year
in
innovation
and
beyond
that,
there's
also
tangible
benefits
for
small
businesses
in
the
enterprise.
J
J
Lastly,
I'd
like
to
note
that
we
are
the
beneficiary
I've,
highly
skilled
and
talented
people
who
are
entering
this
country.
The
tech
landscape
in
Canada
and
our
digital
infrastructure
specifically
is
immeasurably
boosted
by
the
fact
that
we've
made
Canada
and
attractive
place
to
live
and
work.
Thank
you.
Okay.
E
J
The
City
of
Toronto
should
be
using
the
open
data
that
the
the
city
provides,
which
is
what
we
use.
What
we
do
is
we
aggregate
and
distribute
the
data
from
every
municipality
in
North
America,
so
not
just
Toronto,
but
I
believe
very
strongly
that
governments
should
use
the
city
that
they
had
the
data
that
they
have
at
their
disposal.
Let.
E
J
Tps
the
so
we
started
working
with
the
Treasury
Board
Secretariat,
sorry,
the
CIO
B,
which
is
the
that's
an
acronym
that
I
always
forget,
but
we
started
working
with
the
chief
innovation
officer
of
the
federal
government
because
they
wanted
to
have
a
better
picture
of
government
spending
overall,
when
we
started
working
with
them
three
years
ago.
Basically,
the
way
that
it
works
is
every
department
was
releasing
their
procurement
data
in
different
places
in
different
formats.
J
H
J
H
Why,
if
it
has
commercial
value
right
SKU,
you
said
companies
make
a
lot
of
money
off
of
it.
If
it
was
a
dollar
to
download
it
or
something.
J
Yeah
I
mean
I
think
that
that's
a
valid
question.
The
idea
behind
open
data
was
to
unlock
it
for
businesses,
but
was
also
to
give
it
to
the
people
who
are
officially
paying
for
which
are
the
citizens
so
paying,
for.
It
again
seems
bridge
too
far
for
a
lot
of
people.
I
think
that
there
are
ways
to
aggregate
data
put
it
together
and
then
have
a
service
that
can
be
used,
but
the
data
itself
should
be
freely
available.
Okay,.
H
J
Why
there
are
vigorous
open
data
licenses
that
you
can
choose
from
so
you
can
choose
to
have
it
be
something
that
people
can't
monetize
or
can
monetize
on?
We
there's
Creative
Commons
licensing,
which
is
the
one
that
we
sort
of
adopt
as
a
standard
and
I
think
that
that's
a
good
way
to
control.
If
there's
something
that
you
want
to
sort
of
keep
in-house
and
keep
for
citizen
transparency
and
improving
quality
of
life,
but
not
necessarily
used
by
multinationals,
then
you
can
apply
those
licenses
so.
H
H
I,
guess,
philosophically,
is
somebody
that's
involved
in
business
if
you
knew
that
if
you
paid
a
license
fee
for
it,
because
you're
making
lots
of
money
off
of
it
and
that
license
fee
went
back
into
the
data
system
to
bring
more
opportunity
of
open
data?
Is
that
something
that
you
think
business
would
be
receptive
to
potentially.
J
I
think
that
anything
that
can
augment
the
digital
infrastructure
of
a
city
is
a
good
thing.
I
think
that
most
businesses
are
just
trying
to
do
their
job
and
and
sort
of.
If
you
can
use
something
that
is
a
natural
resource
in
the
city
for
free,
then
that
is
good,
but
I
think
that
there
are
people
who
would
be
interested
in
doing
something
like
that.
Thank.
A
A
Mount
mode
you
have
any
questions,
no
okay,
I
just
wanted
ask:
where
do
you
think
we
should
go
next
as
the
city
with
open
data
yeah.
J
I
think
that
thank
you
for
the
question,
I
think
that's
a
good
one
when
we
started
out
releasing
open
data,
the
the
real
thing
that
everyone
pushed
for
was
numbers.
Let's
push
up
more
data,
more
data,
more
data
and
quantity
is
not
the
question
here.
Quality
of
the
data
is
imperative,
so
we
also,
we
see
a
lot
of
open
data
portals
actually
shrink
in
size
but
height,
and
the
overall
quality
of
the
data.
I.
Think
now
that
we
understand
what
drives
value
releasing
more
data
is
the
benefit.
J
The
more
data
that's
out
there
in
the
ecosystem,
the
more
people
can
innovate
on
it.
The
cities
that
are
falling
behind
in
this
are
not
iterating
on
their
policy.
Toronto
is
has
established
himself
at
the
forefront
of
this
and
I
firmly
believe
that
next
year
we
will
finally
surpass
that
minton
as
the
best
open
data
portal
and
best
open
data
city
because
of
our
iterative
approach,
so
just
never
sort
of
taking
our
foot
off
the
gas
really.
A
A
K
We
also
worked
with
several
candidates,
counselors
and
trustees
in
the
last
municipal
campaign,
I'm
also
an
accidental
but
passionate
homeless
advocate
activist
last
winter,
Mohammad
faqih
of
Paramount
Foods,
fame
and
I
worked
together
to
house
homeless
in
hotels
during
the
cold
snap
and
since
then,
we've
gone
on
to
work
together
to
financially
support
residents
and
in
secure
housing
at
6:50,
parliament
and
across
st.
James
town
I'm.
Also,
a
co-founder
of
tech
reset
Canada
with
Bianca
Wiley,
CEO,
Satya,
Muzaffar
and
April
Dunford.
K
K
I
am
most
passionate
about
I
personally
started
working
with
Starbucks
to
redirect
leftover
food
to
town
city
and
joined
the
board
of
Seeds
of
Hope
charity,
and
it
makes
little
sense
to
me
and
others
that
I
work
with
in
a
city
this
wealthy
can't
afford
to
look
after
its
most
needy
I,
live
on
the
waterfront
and
interact
with
vulnerable
people
there
every
day,
there's
a
connection
between
lack
of
open
data
and
homelessness.
Ironically,
lack
of
data
is
part
of
the
problem,
despite
the
fact
that
we
live
in
a
data,
saturated
environment.
K
The
need
for
good
data
in
this
area
is
critical
to
effectiveness
after
yet
another
difficult
winter.
It's
not
only
apparent.
We
do
not
have
enough
shelter
beds,
but
the
shelter
beds
are
not
sufficient
and
we
don't
have
the
tech
to
effectively
track
what
is
happening.
For
example,
when,
for
example,
one
shelter
is
run
off
a
single
cell
phone
without
data,
we
can't
help
people
who
deserve
stability
and
dignity.
What
we
are
doing
now
manual,
counting
every
couple
of
years,
is
not
effective.
K
People
deserve
and
need
a
safe
place
to
sleep
at
night
and
enough
to
eat
and
hope
for
the
future,
and
we
need
the
means
to
help
them
apps
for
the
homeless,
while
well-intentioned
are
really
not
the
answer,
as
they're
currently
designed
and
demonstrate
a
lack
of
understanding,
a
lack
of
understanding
of
the
challenges
of
that
community.
Without
data,
we
can
do
little,
there's
an
opportunity
for
us
to
be
a
truly
data.
Informed
note,
I
did
not
say
data
driven
City.
K
There
are
two
parallel
priorities
for
any
government
economic
advancement
and
taking
care
of
the
most
vulnerable
in
our
society.
We're
clearly
succeeding
right
now
at
the
former,
but
our
commitment
to
the
latter
is
not
keeping
up.
If
we
had
better
data
and
where
access
to
open
data
the
techies
in
the
city
would
go
to
town
on
it,
we've
seen
the
power
of
that
community
at
work
like
this.
K
In
the
past,
for
things
like
transit,
camp
and
others,
it
would
make
it
possible
to
do
so
much
more
with
the
resources
we
have
deploying
them
more
intelligently,
so
I
in
tech
reset
Canada
support
two
things.
We
view
as
critical
to
this.
The
appointment
of
a
chief
analytics
officer
and
open
data
policy
that
allows
us
to
advance
economically,
why
better?
K
H
You
mr.
chair
you've
intrigued
me
because
I
remember
placing
emotion
during
some
of
the
respite
Center
debates
around
this,
like
the
thinking
Mustafa,
but
just
the
concept
of
can
you
match
people
to
spaces
to
go,
and
you
know
where
are
those
spaces
but
you've?
Obviously,
given
this
some
thought,
what's
the
type
of
raw
data
you
think
should
be
gleaned
to
be
put
into
a
system
I
mean
you
talked
about
chief
analyst
officer
and
some
recommendations,
but
I'm
just
rate
the
basics.
K
What
I've
been
able
to
glean?
We
really
have
not
ever
consulted
the
homeless
themselves
on
the
kinds
of
solutions
that
would
work
for
them.
So
we
do
a
reasonably
effective
job
at
counting
how
many
people
are
actually
currently
in
homeless
situations,
who's
insecure
from
a
housing
perspective.
But
the
challenge
is
that
these
numbers
change
constantly.
When
you
have
an
incident
like
what's
happened
in
st.
K
K
A
K
So
we
are
working
on
a
slate
of
rights
for
citizens
when
it
comes
to
the
handling
of
their
personal
data,
both
at
municipal
level
and
when
it
comes
to
the
the
use
of
that
data
in
corporations.
This
is
a
really
challenging
environment
and
challenging
situation,
given
that
there
are
so
many
intersections
of
how
the
data
is
collected,
used
and
and
maintained,
and
what
that
has
often
taken
out
of
the
equation
is
the
rights
of
the
individual
to
own
their
own
data.
K
There
are
initiatives
underway
where
people
can
now
sell
their
data
at
corporations,
rather
than
it
being
used
without
their
permission,
and
so
digital
rights
now
is
really
movement
toward
the
idea
that
we
do
have
rights
when
it
comes
to
the
collection
and
maintenance
of
our
own
data
and
giving
us
some
autonomy
and
how
that
is
managed.
Okay,.
A
Thank
you
and
then
I
just
wanted
to
ask
you.
I
was
looking
at
your
website
the
one
comment
or
the
one
paragraph
where
it
says
we
believe
in
it
says
addressing
the
yawning
tech
gap
between
private
and
public
sectors.
Public
public
servants
do
not
have
the
tools
they
need
to
do
their
jobs,
government,
infants,
government
tech
infrastructure
is
in
crisis.
Addressing
this
must
be
prioritized
adjacent
to
investing
in
private
sector
growth.
Could
you
comment
on
that?
By
what
you
mean
the
yawning
gap
and
the
crisis
you
see,
I.
K
K
If
our
government
doesn't
have
the
tools
that
it
needs
to
be
able
to
do
things
like
process
payroll
effectively,
we
need
public
servants.
I
had
a
conversation.
This
is
just
purely
anecdotal,
but
I
was
on
a
Via
Rail
train
one
day
talking
to
a
public
servant
who
was
sharing
a
laptop.
She
was
a
provincial
government
employee
with
another
employee
because
they
did
not
have
the
funding
to
replace
hers.
So
they
had
two
people
sharing
one
laptop
trying
to
get
work
done
on
a
shared
basis,
and
this
is
endemic.
We
see
it
everywhere
there.
K
A
K
L
All
right
so
councillors
I'm
mark
Richardson
from
housing,
now
tÃo
to
speak
on
delivering
digital
government
I
added
an
extra
line
in
there,
which
is
digital,
delivering
digital
government,
like
our
global
peers,
want
to
send
you
a
warm
welcome
from
all
the
folks
who
were
down
at
the
New
York
City
school
of
data.
This
weekend
on
Saturday
I
was
down
there
with
a
number
of
other
people
from
the
city
of
from
Toronto.
L
We
were
there
with
the
chief
analytics
officer,
the
chief
technology
officer,
mayoral
staff
in
three
new
york
city,
councilors,
plus
four
hundred-plus
advocates
for
open
data
and
civic
technology.
The
sign
behind
them
is
very
important.
It
says
happy
birthday,
New,
York,
City,
open
data
law.
It's
a
law,
it's
not
a
policy!
It's
not
a
master
plan.
It's
an
actual
law
in
New,
York,
City,
New,
York,
City's
data
school
is
run
by
beta
NYC.
L
Their
mandate
is
to
envision
an
informed
and
empowered
public
that
can
leverage
Civic
design
technology
and
data
to
hold
government
accountable
and
to
improve
their
economic
opportunity.
So
in
2012,
Mayor
Mike
Bloomberg
signed
their
open
data
law
into
power
in
2016
and
2017
Mayor.
Deblasio,
open
data
compliance
plans
for
all
their
divisions,
departments
and
agencies.
In
addition,
in
2017
they
formalized
the
chief
analytics
data
mayor's
office
of
data
analytics
was
added
into
the
city
charter,
which
is
like
writing
it
into
the
City
of
Toronto
Act,
and
that's
really
I
mean
you
know.
D
Open
data
is
part
of
the
approach.
Every
time
you
call
3-1-1
apply
for
a
construction
permit
or
ride
in
the
yellow
cab,
you're
contributing
to
the
creation
of
public
data
you're.
Also
seeing
your
government
at
work,
datasets
collected
by
city
agencies,
keep
your
government
moving
at
the
pace
of
the
people.
It
serves.
D
L
So
a
bunch
of
those
yellow
buttons
that
popped
up
we're
really
interesting
because
they're
things
we
don't
do
here
in
the
city
of
Toronto,
there
were
bubbles
for
bike,
share
data
for
parking
information
for
third
parties
like
ubers
and
taxis.
You
guys
enter
into
RFPs
with
companies
and
you
don't
bake
into
your
RFPs.
They
have
to
give
you
data
that
you
can
release
publicly
as
part
of
that
agreement.
I
posted
a
blog
after
the
date
of
school.
This
weekend
called
open
data
for
wicked
problems.
L
It
talks
a
little
bit
about
this
stuff
that
Jen
was
talking
about
from
a
shelter
and
housing
point
of
view.
How
do
we
focus
our
open
data
deliverables
on
the
hard
problems
of
the
city?
Not
the
easy
stuff,
specifically
there's
a
couple
of
things
that
have
come
up
in
the
last
year
or
so
that
I
thought
you
might
be
interested
in
from
the
New
York
City
example.
L
So
heat
seek
New
York
we've
been
working
with
them,
some
of
the
folks
in
the
local
open
data
community
for
people
who
have
problems
with
apartment
buildings,
bad
landlords,
where
the
apartments
are
too
hot
in
the
summertime
and
too
cold
in
the
wintertime.
There's
a
brutal
paperwork
process
to
actually
file
a
claim.
Putting
a
sensor
like
this
into
the
apartments
lets.
You
create
an
automated
record
once
every
hour
shows
you
what
the
average
temperature
was,
how
many
hours
that
unit
was
in
violation.
L
We
have
some
of
these
and
we're
gonna
be
working
with
some
of
the
local
groups
here
in
Toronto
to
get
those
into
some
of
your
actual
problematic
apartments.
So
you
were
talking
about
three
one.
One
there's
reported
NYC,
which
is
a
open
data
interface
to
their
3-1-1
system.
Lets
people
report
bicycle
lanes
being
blocked
by
taxis
by
armored
vehicles
by
paper,
shredding
trucks,
somebody's
always
gonna,
ask
how
do
we
pay
for
it?
L
Counselor
holiday
might
ask
that
question
last
year
by
putting
this
into
the
hands
of
the
citizens
of
New
York
City,
the
citizens
issued
380
thousand
dollars
worth
u.s.
of
tickets
for
violations.
So
you
found
half
a
million
dollars,
you
weren't
gonna,
get
it
didn't
cost
you
anything
in
order
to
do
that.
The
last
one
here
is
one
we've
done
here
locally,
which
is
the
housing
now
tio
program.
L
So
when
the
mayor
announced
housing,
no
tio,
we
scraped
data,
some
of
it
out
of
your
open
data
system,
but
also
out
of
the
city
council,
tema
system,
the
TTC
trial
parking
authority
and
a
metro
links
Eglinton
crosstown.
We
ran
that
through
map
your
property
with
some
tools
from
the
Evergreen
foundation,
and
we
worked
with
the
Ryerson
Planning
students
and
we've
created
a
public
map.
We
were
somewhat
inspired
by
councillor
Matt
Lowe's
maps
that
he
has
on
his
site,
which
tracks
development
in
his
ward.
L
So
now
we
have
a
public
map
that
is
free,
interactive
that
tracks
all
of
these
housing
now
sites.
With
their
details
we
launched
it
in
January,
we've
had
over
6,000
hits
on
the
site
since
we
launched
it,
and
the
probably
the
most
interesting
thing
is
that
most
of
our
traffic
comes
from
inside
City
Hall
create
T,
o
TC
HC
and
your
own
networks.
Your
staff
are
using
it
rather
than
bigging
through
your
staff
reports.
The
cost
of
this
was
about
30,
volunteer
person,
hours
and
hard
cost
of
about
a
hundred
dollars
after
property
was
there.
L
We
also
created
the
one
sheet
version
of
it,
so
that
you're
not
having
to
dig
through
a
bunch
of
staff
reports
to
find
your
stats.
If
you
want
to
know
about
housing,
no
T
o,
you
can
use
our
one
sheet
system
and
that's
available
on
our
web
site
to
anybody
to
look
at
and
it
uses
your
staff
numbers.
You
just
puts
them
all
into
a
single
place.
L
You
are
asking
for.
What
we
need
to
do
is
the
City
of
Toronto
catch
up
with
our
global
peers.
You've
got
three
choices,
lead,
follow
or
get
out
of
the
way
you're,
not
leading
because
you're,
seven
years
behind
where
New
York
was
when
it
comes
to
giving
your
CIO
a
legal
mandate
to
do
this
stuff,
you're
barely
following
the
so
people
are
working
around
you
we're
doing
stuff
like
the
housing,
no
tio
system
in
order
to
deliver
what
the
people
want.
We'd,
rather
do
it
with
you
than
without
you.
C
C
What
you've
learned,
because
I
found
that
really
interesting
through
your
experience,
that
the
the
data
school
that
you
went
to
New
York,
and
so
you
held
up
one
of
those
heat
sensors
that
they
used
in
your
and
so,
as
you
know,
I've
been
you
know
actively
involved
in
advocating
for
better
policy
here
to
be
able
to
protect
tenants.
Could
you
describe?
L
So
these
are
not
funded
by
the
city.
This
is
a
not-for-profit
and
in
the
States
which
works
in
relation
with,
like
the
tenants,
Union
and
ACORN
and
some
other
associations,
but
they
are.
These
are
3d
printed
boxes
with
custom
chips
inside
custom
sensors
and
they
work
off
a
cheap
Wi-Fi
network
or
a
cheap
cellular
network,
which
is
unfortunately,
something
we
don't
have
a
lot
of
here
in
Canada
the
data
gets
uploaded
to
the
cloud.
L
The
unit
number
is
disassociated
in
when
it's
loaded
into
the
cloud,
so
we
can't
tell
it's
this
individual
until
we
match
it
in
a
secure
site
later
on
so
every
hour,
it
takes
a
temperature
reading
that
temperature
reading
is
loaded
up
to
the
cloud
and
it
will
fill
in
the
forms.
There's
a
there's,
a
something
called
the
tenant
Court
in
New
York
City,
and
you
have
to
fill
out
a
very
specific
form
with
a
log
of
your
temperatures,
which
is
hard
to
do
if
people
are
working
shift
and
stuff
like
that.
I
L
Logic
is
a
classic
story:
yeah
Yale
is
from
Toronto
yeah
yeah
Yale
had
to
go
to
New
York
City.
To
do
what
he's
doing,
because
the
data
was
in
New
York
you
fish
where
the
fish
are
uh-huh
and
the
data
was
not
available
here.
There
was
not
the
institutional
support
for
the
work
he
was
doing
so
instead
he's
building
a
company
in
New
York
City,
rather
than
building
it
in
Toronto.
This
is
why,
to
councillor
holidays
question
earlier,
why
you
make
this
data
freely
available?
L
C
About
like
in
Toronto,
we
always
talk
about
wanting
to
be
like
New,
York
and
like
Chicago,
and,
like
all
these
amazing
cities
around
us,
often
that
you
know
the
rhetoric
is
strong.
The
actions
don't
always
follow
from
your
experience
with
what
you
learned
in
New
York.
Can
you
recommend
what
are
some
basic
steps
that
our
city
government
can
take
to
to
emulate
the
best
practices
of
a
city
like
New,
York,
with
respect
to
open
data
and,
and
then
also
you
know,
supporting
supporting
residents
to
to
have
access
to
it?.
L
I
think
you
can
go
back
and
look
at
presentations
we've
given
to
this
committee
over
the
last
three
years.
It
is
not
making
your
employees
do
this
off
the
site
of
their
desks.
It
is
having
treatments
like
a
y2k
problem.
Y2K,
you
set
a
deadline.
You
had
to
have
it
fixed
by.
There
was
a
standalone
budget
and
every
division
in
the
city
had
access
to
that
budget
to
fix
their
y2k
problem.
You
have
an
open
data
problem
set
8
2021
date
by
2021.
L
Every
division
has
to
release
this
amount
of
open
data,
and
it's
based
on
these
high-value
priorities.
There's
a
central
pool
of
money,
the
CIO
or
somebody
else-
has
both
a
carrot
and
a
stick,
and
you
make
the
various
divisions
you
judge
their
managers
and
their
directors
on
their.
This
is
a
delivery
metric.
In
the
same
way
you
did
with
gender
equity
and
employment.
People
aren't
going
to
do
this
voluntarily.
They're
they're
happy
with
the
opaque
systems.
They're
don't
have
the
funding
to
do
this
by
themselves.
L
C
L
H
Thanks
chair,
you
put
it
out
there
you
put
the
money
out
there.
I
want
to
know
how
we
can
make
money
off
of
this,
and
I
mean
that
in
a
nice
way
you
did
bring
up
the
issue
of
enforcement
and
I'm.
Quite
intrigued
by
that
we
know
that
some
of
the
transfer
transformation
that's
going
on
with
Toronto
Police
is
shifting
enforcement
further
and
further
to
our
vile
officers.
Noise
is
being
in
the
news,
a
lot
lately,
there's
all
sorts
of
human
conflict
in
this
city
and
you've
intrigued
me.
H
You
showed
some
examples
where
it
looks
like
tickets
were
issued
based
on
inputs
on
citizens
by
citizens.
Sorry,
could
you
tell
me
a
little
more
about
how
that
works
and
and
where
you
could
see
that
going
and
I
start
out
with
the
money,
and
maybe
the
money's
helpful
to
pay
for
the
infrastructure,
but
what
we're
really
talking
about
is
citizens
and
their
confidence
in
government,
and
you
know
how
can
this
go
to
support
that?
Well,.
L
I
mean
first
of
all,
releasing
budget
information
in
an
open
state
so
that
it
can
be
tracked
here
to
here
that
we
can
compare
like
to
like
year-to-year,
certainly
one
that
reported
in
New
York
City
example
that
we
talked
about
they.
The
citizens
were
able
to
generate
half
a
million
in
Canadian
dollars
in
tickets.
L
What
is
your
time
worth?
I've
heard
most
of
you
around
this
table
today
talk
about
going
back
and
asking
staff
for
the
same
3-1-1
information
over
and
over
and
over
again.
How
much
is?
Does
it
cost
in
your
time,
your
staff
time
3-1-1
staffs
time
how
much
time
gets
wasted
in
planning
create
tÃo
and
council
meetings?
L
Having
staff
explain
the
chart
on
page
42
of
some
staff
report
rather
than
making
that
information
available,
we,
when
we
did
the
housing
now
CEO
site,
we
designed
it
so
that
a
grade
four
or
five
student
could
use
it
for
their
social
studies,
homework
without
assistance
and
I.
Think
that's
where
we
need
to
be
targeting
the
information
consumption,
the
easier
you
make,
this
information
consumption
you're
going
to
find
savings
from
those
efficiencies.
The
current
processes
you
have
are
incredibly
inefficient
and
burn
a
lot
of
money
under
the
covers.
L
L
L
Of
things
there
so,
in
this
particular
case
there's
a
series
of
violations,
they
didn't
rewrite
their
3-1-1
page.
This
is
an
outside
developer,
who
created
the
application
that
submits
your
ticket
to
three
one
one
using
all
their
formatting,
because
the
the
government
site
will
very
easy
to
manage
so
what
they
did
instead
was
they
created
this
application,
which
lets
at
any
average
New
Yorker,
submit
a
one
of
these
sample
problems
within
30
seconds
by
filling
in
a
quick
form.
So.
L
H
H
L
The
citizens
feel
empowered
right
didn't
feel
that
that's
the
piece
there
they're
getting
somewhere,
that
when
I'm
walking
through
the
crosswalk
and
there's
an
armored
car
in
front
of
me,
Brinks
is
gonna,
get
in
trouble
and
that's
that's
part
of
it.
Part
of
the
distrust
that
we
have
is
we
call
3-1-1
and
we
get
told
it's
gonna,
be
three
weeks
for
us
to
get
back
to
you
or.
H
A
C
I,
don't
I,
don't
believe
we
be
at
the
point
that
we
are
at
today,
and
this
is
not
just
recent.
This
has
been
several
years
of
pulse
Paul's
work
but
I'm
also
inspired
by
people
like
Manhattan
borough,
president
Gale
Brewer
and
others
throughout
North,
America
and
elsewhere,
who
have
provided
leadership
to
be
able
to
ensure
that
their
cities
really
take
action
and
I
think,
as
was
said
by
somebody,
you
don't
mind
a
little
trouble.
Just
with
the
conversation
behind
me.
C
You
know
somebody
said
you
know
that
perhaps
it
was
mark
that
that
our
staff
are
working
with
their
hand,
and
we
know
one
I'd
be
one
hand
behind
their
back.
If
they
don't
have,
you
know
the
whether
it
be
policy
or
laws
or
clear
deadlines
expectations,
the
full
strength
of
counsel,
to
be
able
to
do
the
work
that
I
believe
that
they
really
want
to
do.
I
mean
that's
why
they
are
in
this
business,
so
I'd
like
to
see
them
supported.
C
C
Whatever
their
priorities
are,
I'd
like
to
see
a
city
that
can
share
data
to
keep
us
accountable,
as
well
with
respect
to
protecting
tenants
who
are
stuck
in
an
awful
rent
agreements
or
their
their
buildings,
are
overheated
and
there's
no
way
for
us
to
be
able
to
ensure
that
they're
getting
the
service
that
they
need.
There
are
ways
in
other
cities,
as
we've
learned
to
be
able
to
provide
more
support,
more
service
to
them.
C
At
least
they
will
know
that
it's
actively
being
pursued
and
they
can
sort
of
take
a
deep
breath
and
know
that
it's
being
worked
on
and
then,
if
it's
not
done
within
a
reasonable
timeframe,
at
least
then
they
know
that
they
can
complain
with
great
validity
behind
them.
If
we
become
a
smart
city,
we
become
more
of
a
competitive
city.
We
become
that
world-class
City
that
we
talked
about
in
rhetoric
and
the
cool
thing
about
this
I
mean
councillor.
Kerry
Janice
talked
about.
C
You
know
some
of
our
services
being
the
Stone
Age
was
joking
with
Paul
earlier
that
you
know
back,
then
fire
was
like
that
new,
innovative
tech
that
people
were
using
and
we've
come.
So
far
from
that
time
we
are
a
modern
city,
but
there's
so
many
other.
You
know
so-called
new
new
technology
opportunities
that
have
already
been
invented.
C
Not
the
other
way
around,
where
the
city
is
just
working
with
corporations
to
suck
information
out
of
individuals
for
other
people
to
make
money
off
them.
And
that's
I
think
where
we
need
to
find
that
balance
and
make
sure
that
there's
public
confidence
in
the
work
that
we
do,
but
also
have
confidence
in
their
staff.
To
do
the
work
that
we've
asked
them
to
do.
Thank
you.
Thank.
E
You
Thank
You
chair,
really.
We
had
an
interest
in
conversation
today
and
certainly
open
data
data
services,
Freedom
of
Information,
protecting
people's
rights.
I
ask
the
question:
how
long
does
it
take
to
put
something
on
our
website
in
order
for
people
to
be
able
to
upload
stuff?
Two
three
one,
one
that
was
three
years
ago
and
I
suggested
something
and
it
you
know.
Three
years
later,
we
still
haven't
got
it.
He
will
take
a
guru
of
a
website,
five
minutes
to
add
that
application
on
our
website.
It
is
not
rocket
science
and
talking
to
staff.
E
I'm
told
that
you
know
like
somebody
can
go
and
take
a
picture,
that's
inappropriate
and
they
will
share
it.
Well,
those
pictures
that
we
take
on
the
street
or
some
of
the
uploads
and
since
the
3-1-1,
it's
not
now
available
to
a
bylaw
officer.
So
if
one
of
us
or
anybody
sends
a
picture
of
a
pothole,
a
picture
of
a
garbage
related
material
or
something
that
happens
to
the
parks
and
sends
it
to
three
one
one,
three
one
one
does
not
have
the
capability,
even
if
they
email
it
as
an
attachment.
Three
one.
E
One
does
not
have
the
capability
of
downloading
that
picture
to
the
bylaw
officer,
so
the
bottle
officer
gets
an
address.
He
or
she
shows
up
and
they're
blind.
They
don't
know
what
they're
looking
for
or
somebody
from
the
park.
If
there's
something
that's
thrown
at
the
brake,
they
don't
know
what
they're
looking
for,
unless
there's
a
precise
description
where
it
is
and
where
it
isn't
a
picture
is
worth
a
thousand
words.
So
this
application
has
to
be
sped
up.
E
The
fact
that
I'm
hearing
it's
you
know
it's
privacy
concerns
well
the
bylaw
officer,
that's
gonna
show
up
at
the
park
or
the
at
the
garbage
or
if
there's
something,
that's
racist
or
something
that's
inappropriate.
The
Bible
officer
has
the
capability.
In
the
normal
I
mean
we
got
to
trust
our
people,
that
they
know
what
it's
inappropriate
for
them
to
delete
that
picture
or
not
to
share
it
with
anybody.
If
somebody
wants
a
copy
of
that
picture,
well,
they
can't
get.
E
It
I'm
told
that
if
you
want
to
report
a
rooming
house,
people
say
I
want
to
report
it
anonymously
and
the
bylaws
returns
around
system
e
that
well,
you
know
you
can
share
that
information
with
us,
because
we're
not
gonna
release
this
information,
so
the
stuff
that
I
hear
from
our
staff
and
it's
respectable.
However,
you
can
talk
to
any
guru
of
a
website
and
they
will
be
able
to
allow
you
to
upload
the
app
in
five
minutes
now
that
being
number
one
number
two
I'm
surprised
and
shocked.
E
This
stuff
has
to
stop
the
misuse
of
our
of
our
of
our
assets
because
of
programs
that
do
not
work
and
Cronus
is
not
the
best
of
programs.
It's
got
the
difficulties
like
Phoenix,
it
has
to
stop
and
we
have
to
rise
and
be
responsible.
I
mean
it
shouldn't,
take
a
counselor
to
go
out
and
speak
to
staff.
E
In
order
for
this
stuff
to
be
done,
it
should
not
take
that,
but
if
that's
what
it
takes
this
so
be
it,
and
this
this
situation
was
brought
to
the
attention
of
staff
a
year
and
a
half
ago,
and
it's
still
a
consistent
problem.
So
I
have
to
tell
you
that
unless
we
fix
these
things
up,
not
so
much
about
uploading
the
garbage,
but
so
as
much
as
making
sure
that
promise
works.
H
You
chair,
thank
you
to
everyone
that
spoken
presented
today
years
ago.
Some
of
the
work
I
did
I
was
involved
in
studying
septum
that's
crime
prevention
through
Environmental
Design,
so
about
physical
security.
But
some
of
the
principles
were,
you
know
when
you
approach
a
place
and
you
see
the
lighting
and
you
see
how
neat
and
tidy
the
grounds
are
kept
and
how
the
front
door
looks.
H
It
would
deter
crime
because
if
it
was
messy,
dirty
and
unkept
the
criminal
might
say
you
know
they
don't
have
their
act
together
and
that
may
be
a
good
place
to
rob,
and
you
know
politicians
around
the
table
here
we
did
a
lot
of
door
knocking
and
I.
You
know
one
of
the
things
I'd
always
noticed.
Is
you
go
to
some
houses
and
the
front
door
was
well-maintained.
That
looks
like
the
lock
work.
There
was
a
doorbell.
Maybe
there
was
a
camera
and
boy
this
place
is
really
secure.
H
You
go
to
another
place
and
didn't
have
all
that
and
you
wonder
kind
of
what
was
going
on
behind
the
door.
Well,
I
sort
of
see
our
three
one.
One
Gateway
is
the
same
thing.
You
know
citizens
attack,
you
know,
approach
us
for
help
or
they
call
the
city
for
different
things
and
they
they
are
sensing
the
interaction
and
how
it
goes.
They
know
that
maybe
there's
a
very
limited
set
of
channels
in
which
they
can
put
their
input
or
once
they
put
the
information
into
there.
H
It
kind
of
goes
into
the
the
vortex
of
the
system,
and
this
is
no
way
a
knock
on
three
one,
one
they're
a
fantastic
service
and
they
do
everything
they
can
with
the
resources
that
they've
got.
But
the
point
here
today
it
was
some
of
the
discussion
about
you
know:
how
do
you
access
the
services?
How
do
you
use
the
app
to
put
in
the
picture
and
I
think
back
to
that
front
door?
H
That's
the
why
you
know
why
should
we
do
this?
Well,
it's
the.
How
that
I'm,
really
interested
in
we've
got
a
great
team
with
with
Rob
and
his
team
there,
and
we've
got
really
really
good
public
servants
in
the
City
of
Toronto.
They
have
really
good
ideas
on
how
to
make
things
better.
You
know
I
must
have
heard
there
must
have
you
know
net.
You
know
there
must
be
an
app
to
do
this
many
many
times
the
concern
I
have
and
I
heard.
H
Some
positive
remarks
today
was
what
a
problem
is
thrown
at
a
business
area
and
whether
they're
in
parks
or
water
or
transportation
I'm
not
sure
they
get
the
business
support,
help
they
need
from
an
IT
perspective
early
on
and
that's
not
a
knock
to
the
IT
organization.
I
think
the
help
needs
to
be
asked
for
I.
Think
you
need
to
bring
someone
into
the
team
really
early
to
start
to
think
about.
You
know
what
is
the?
What
is
it
we're
trying
to
do?
H
How
is
our
existing
process
working,
and
can
we
even
do
this
on
paper
today
and
once
we
get
the
paper
sort
of
in
the
business
rule
sorted
out
and
the
information
sorted
out,
then
we
go
to
the
technology.
We
don't
jump
to
that
last.
It's
like
bringing
an
auditor
in
early
on
you're
processed,
to
understand
things
early
on
and
build
things
into.
You
know
the
chief
chief
privacy,
the
Privacy
Commissioner,
had
privacy
by
design
right
you
bring
in
somebody
early
on
and
start
talking
about
how
you
develop
your
solution
over
time
and
I
hope.
H
There's
more
of
that
that
happens
in
this
city
and
in
this
public
service
that
we've
got
is
get
in
early
and
figure
out
how
the
IT
solution
can
work,
and
you
know
I.
It
was
a
great
example
today
about
getting
citizens
to
try
to
report
vile
infractions
that
maybe
that'll
take
the
load
off
of
our
by
all
officers.
If
we
can
make
that
work,
but
it
can't
be
about
the
technical
solution
about
the
camera
phone,
sending
the
thing
in
it
needs
to
be
way
way
back
into
the.
What
are
our
rules?
H
What
are
our
rules
around
information?
Do
we
have
a
courage,
as
a
council
to
go,
try
to
make
changes
to
those
fundamental
rules,
because
there's
a
reason
why?
What
is
the
legislation
saying?
Does
that
have
to
be
adjusted?
You
figure
all
that
on
it
early
on
and
then
you
go
through
all
of
the
steps,
the
in
solution-
and
maybe
it's
this.
Maybe
it's
something
different
and
the
last
comment
I'll
make
is
one
thing
I
am
very
cognizant
about.
Is
us
trying
to
be
too
many
things
as
a
city?
H
You
know
there
was
some
discussion
about
providing
Wi-Fi
in
parks
and
getting
into
collecting
data
and
different
services.
You
gotta
get
this
part
done
first
and
I
think
we
should
think
very,
very
careful
if
we
want
to
get
into
the
utility
space
about
being
externally.
Focused
I
asked
that
question
in
this
room.
A
Okay,
thank
you
comes
for
holiday,
other
speakers,
seeing
them
only
gonna
speak
last,
so
I
do
have
a
motion
that
I'm
gonna
put
forward
at
the
presentation
from
Rob
Michael
chief
information
officer
on
information
and
technology,
delivering
digital
data
be
distributed
to
all
members
of
council
for
their
information
and
I
know.
Rob
I
want
to
thank
you
first
off
to
yourself
and
grant,
and
your
team
for
putting
this
presentation
together.
The
title
of
it
I
think
says:
everything
delivering
digital
government.
This
is
my
my
third
term
now
as
the
chair
of
the
government
Management
Committee.
A
Now
it's
the
government
licensing
committee,
but
thinking
back
to
when
I
was
first
appointed
to
chair
of
this
committee.
How
far
behind
we
were
in
delivering
a
digital
government?
Not
just
here
but
amongst
some
of
our
ABCs
and
you
know,
I-
do
a
lot
of
reading
I.
Do
a
lot
of
research
I
see
import
how
important
it
is
in
delivering
digital
technology
to
make
sure
we
have
a
21st
century
function,
government
and
that's
not
only
delivering
services
to
our
resonance
to
make
their
lives
easy.
A
Whether
it's
you
know
going
double
the
library
and
you
know
so:
kids
can
do
their
homework
living
in
an
apartment,
building
and
not
worrying
about
the
heat.
The
one
gentleman
that
talked
about
heat
seek,
you
know,
there's
many
different
applications
in
areas
where
a
digital
government
comes
into
play,
and
you
know
it's
right
across
the
spectrum
of
you
know
a
young
child
to
a
senior
citizen
trying
to
register
for
a
recreation
program
this
past
Sunday
and
how
easy
or
difficult
it
can
be
for
them.
I
think
you
know
it
has
many
different
applications.
A
We've
come
a
long
way.
I
still
think
we
have.
You
know,
we've
got
a
path,
we've
got
a
path
laid
out.
I
know:
we've
had
meetings
with
the
city
manager,
the
deputy
city
manager,
Joe
CCO
Lee,
that's
beside
me
when
we
talk
about
where
we're
taking
the
next
steps
forward
and
modernizing
this
city
I
think
we
have
a
path
laid
out
when
I
asked
mr.
McCool
about
roadblocks,
wasn't
trying
to
put
him
in
a
difficult
position,
but
I
still
know
you
know.
As
we
saw
this
morning,
there
are
roadblocks
around
funding.
A
You
know
you
know
you
have
to
code
the
budget
committee
every
year
to
put
forward
a
case
about
what
you
want
to
do
on
the
next
path,
the
next
part
of
the
path
forward.
The
reason
for
my
motion,
you
know,
there's
a
number
of
our
colleagues
that
I
still
are
on
that
learning
curve
about
what
it
means
to
deliver.
A
digital
government
I
think
every
little
bit
of
help.
We
can
give
them
putting
this
presentation
in
front
of
them,
so
they
understand
where
we
are
going
as
a
digital
government.
I
think
is
very
important.
A
So
I
want
to
thank
staff
for
the
work.
I
want
to
thank
the
deputies
for
coming
in
I.
Think
it's
important
to
hear
from
outside
of
City
Hall
to
have
that
perspective
on
where
they
see
the
challenges
are
from
the
city.
We
got
some
compliments
from
some
of
the
deputies
on
where
we're
going.
I
think
that's
important
too.
I
think
we
are
on
the
right
path
and
I
want
to
thank
everybody
for
their
input
this
morning.
C
A
A
A
I
The
I'm
looking
I'll
go
right
to
the
last
page,
continuous
improvement.
The
statement
is
made.
The
project
team
has
shared
the
lessons
learned
from
this
project
with
all
F
M
project
management
staff.
I.
Think
that,
if
could
I
get
some
elaboration
on
that
what
was
learned
and
what
would
we
do
differently
next
time.
F
I
The
last
meeting
we
had
I
guess
a
similar
situation
with
hazardous
materials
with
the
motel
on
Kingston
Road
and
their
I.
Think
part
of
the
explanation
was
that
it
was
not
our
building
and
we
would
have
had
some
difficulty
getting
access,
but
this,
you
know
clearly,
is
our
building.
So
I'm
just
wondering
why
that
it's
great
that,
if
we're
moving
ahead
to
that,
but
why
would
there
not
have
been
a
proper
assessment
of
hazardous
materials.
I
The
my
last
question
is
just
on
in
the
motion:
it
talks
about
the
scope,
changes
request,
but
requested
by
heritage
preservation
services,
so
I
I'm
not
sure
who
can
answer
this,
but
the
question
would
be
why
heritage
preservation
services
would
make
changes
like
why.
Why
would
obviously
they
know
it's
a
heritage
building?
Why
would
that
have
been
available
with
the
initial
tender.
I
F
F
F
F
F
I
H
Thank
You
mr.
chair
I,
think
Kelso,
Philly
and
I
are
on
the
same
track
with
questions
and
I
wanted
to
go
into
a
little
bit
more
detail
about
the
three
changes,
so
I
can
understand
them
better.
One
of
the
things
I
did
is
I
happened
to
take
a
picture
of
City
Hall
this
morning.
I
wonder
if
we
get
that
on
the
screen,
it
might
help
to
vigil
I'm.
A
visual
guy
might
help
to
figure
out
what
the
changes
are
that
were
proposed,
and
this
is
just
a
random
shot
walking
across
the
square.
H
H
G
Good
morning
to
you,
mr.
chair
I'm,
Mary,
McDonald
senior
manager
of
heritage
preservation,
services,
I
think
one
of
the
things
that
has
to
be
appreciated
here
is,
as
you
move
along
on
a
project.
The
understanding
of
the
details
becomes
more
and
more
precise,
and
when
we
arrived
at
the
point
of
trying
to
understand
the
visual
impact
of
what
was
being
proposed,
which
is
essentially
by
the
fact
that
you
had
a
single
pane
window,
which
was
being
replaced
by
a
double
pane
window,
which
is
inherently
thicker,
which
needs
a
different
profile
clipping
system
angle.
G
G
You
would
notice
the
difference
for
certain
yes,
and
what
would
the
difference
be?
The
shape
of
the
podium
would
be
somewhat
changed.
I
mean
in
terms
of
understanding
the
difference.
You'd
have
to
do
it
comparatively
you'd
have
to
look
to
the
original
design,
and
that's
what
we
base
our
review
on.
So
knowing
the
difference
would
certainly
depend
on
your
understanding
what
the
design
intent
of
the
podium
was,
but
that's
our
job
is
to
take
a
look
at
what
what
that
is.
What.
H
G
H
G
G
Believe
they
were
brown
aluminum
before,
and
one
of
the
things
that's
noted
in
the
report
is
that
over
the
years
because
smaller
changes
had
been
made
to
the
windows
at
certain
points
over
time
and
to
correct
problems,
but
they
hadn't
been
looked
at
holistically.
So
the
opportunity
is
being
taken
here
to
provide
continuity
so
that
all
the
spandrels
are
the
same.
The
windows
are
the
same
and
it
will
bring
it
back
to
its
original
configuration.
So
there's
an
opportunity
here
to
have
an
efficiency
in
that
as
well,
but.
H
G
C
F
C
G
Not
a
face
of
disagreement,
I
think
it's
a
variety
of
things.
One
of
the
things
that's
really
important
when
you're
doing
the
Heritage
work
is
having
sufficient
detail,
including
visuals,
including
mock-ups,
at
an
early
enough
stage.
So
one
of
the
things
that
we
recognized
it's
that,
while
there
was
a
review
of
the
the
concepts
and
the
drawings
it's
often
and
not
uncommon,
even
in
the
private
sector,
to
put
off
that
mock-up
stage
until
you
actually
have
someone
who's
been
awarded
the
contract.
C
Didn't
talk
to
who
earlier
like
what
was
there?
Was
there
a
mock-up
that
your
your
shop
signed
off
on
and
then
they
thought
they
were
ready
to
go
or
did
they
change
it
to
a
degree
based
on
what
you
thought
was
going
to
be
planned
that
then,
later
in
the
game,
you
had
to
come
and
say:
wait
a
sec.
That's
not
right
like
how
did
know.
G
A
mock-ups,
actually,
what
I'm
trying
to
explain
is
the
mock-ups.
Don't
come
typically
come
until
later
in
the
process.
Okay
and
I
think
what
we
need
to
understand
in
terms
of
having
the
best
practice
around
this
facility
is.
We
have
to
make
sure
that
the
most
detailed
information,
including
an
understanding
of
visual
impact,
is
presented
and
understood
and
signed
up
once
again
we're
talking
about
looking.
G
C
Been
more
about,
like
you
know,
lessons
learned,
that's
great,
like
I
I
I
want
to
know
that
those
lessons
have
been
learned.
I'm
just
trying
to
understand,
though,
what
the
mistakes
were.
That
then
prompted
these
lessons
to
be
learned.
For
example,
intuitively
I
would
submit
to
you
that
for
a
building
like
this,
arguably
one
of
the
most
important
heritage
buildings
in
our
city
that
intuitively
before
we
would
make
any
changes
to
this
building
even
for
you
know,
infrastructure
type
of
improvements.
C
The
first
thing
we
do
is
we
make
sure
that
our
heritage
preservation
staff
is
comfortable
with
what's
being
proposed
and
have
several
check-ins
along
that
path,
so
that
something
like
this
doesn't
happen,
I,
don't
what
I
don't
understand
again
I
appreciate
looking
forward,
everything's
gonna
be
bright
and
sunny
and
lovely,
but
I
just
mean
now.
I
just
understand
why
that
wasn't
done,
because
it's
the
obvious
intuitive
thing
to
do
well.
Last
question:
can.
G
Well,
heritage
staff
reviewed
the
project
as
it
was
laid
out
at
the
time
and
had
a
certain
expectation
that
the
end
result
was
going
to
be
fine
after
looking
at
it,
and
typically
the
city
is
carrying
a
heritage
consultant.
At
that
point
we
see
visuals,
we
see
renderings.
We
understand,
we
didn't
have
a
lot
of
that
kind
of
information,
but
the
staff
member
did
review.
G
L
G
G
C
G
F
Yeah
I
just
really
have
a
problem
with
this,
so
you
caught
it,
but
you
caught
it
when
it's
too
late,
because
now
we're
asking
for
an
increase
in
the
budget.
My
question
is:
is
that
in
the
report
it
says
stakeholders
were
consulted
prior
to
the
start
of
the
project
project,
including
heritage,
and
everyone
signed
off
on
it
like
agreed
and
signed
off
on
it,
and
then
we
go
up
for
tender
and
and
we
go
to
the
lowest
bidder
because
they
met
all
the
requirements.
F
So
what
I
don't
understand
then
so,
where
we
are
today,
then
it
really
wasn't
the
lowest
bidder.
There
were
others
there
were
we
added
other
things
on
to
that.
So,
like
I
I,
don't
know
how
this
happens
I
could.
Why
would
we
sign
off
and
go
to
the
lowest
bidder?
And
then,
at
the
end
of
the
day,
it's
not
the
lowest
bidder
and
we've
added
more
requirements.
F
Well,
you
know,
like
I,
don't
understand
why
everyone
signs
off
on
it.
So
I
mean
this
is
really
an
issue,
because
this
is
not
the
only
contract.
That's
come
forward
to
this
committee
in
the
past,
where
we've
had
to
increase
the
budget
because
of
issues
and
that
have
come
up
so
and
another
question
in
the
report.
It
also
says
that
once
completed
were
expected
to
reduce
maintenance
costs
in
the
future.
So
what
does
that
mean?.
F
F
A
The
only
question
I
have
in
a
nutshell,
so
on
page
three
of
six
in
the
middle
of
the
page,
where
it
says
changes
to
project
scope
following
contract
award
or
project
overview.
So
the
third
paragraph
it
says
stakeholders
were
consulted
and
it
gives
you
a
list
of
stakeholders
and
then
the
very
next
paragraph
under
that.
So
as
following
the
contractor,
where
the
project
scope
was
modified
and
the
list
of
all
the
same
stakeholders,
so
was
there
a
substantial
staff
turnover
between
those
two
groups
or
I?
Don't
understand
how?
A
Although
those
everybody
was
consulted,
the
contract
was
awarded
and
then
the
same
departments
went
back
and
said
now
we
want
changes
so
how'd
I
know
that
you
said
you
weren't
there
at
the
beginning,
but
I
don't
understand
how
I
don't
understand
the
relationship
between
those
two
paragraphs.
In
a
nutshell,
I.
A
A
A
And
how
much
work
was
done?
Pre
RFP
to
de
stablish?
What
had
to
be
done
on
this
building
like
this
buildings
been
here
since
1965
I,
would
expect
that
everybody
would
have
spent
a
substantial
amount
of
time
figuring
out
the
RFP
and
then
so
it's
awarded
and
then
eight
months
later
it
goes
up
by
two
million
dollars.
A
Because
I'm
not
gonna
speak
for
everybody
in
the
committee,
but
for
myself,
I'm
in
a
bit
of
a
bind
so
I'm,
where
the
political
face
to
the
staff
that
have
made
this
decision.
You've
you've
gone
through
a
process
of
your
mandated
to
follow,
and
then
after
it
you
go
back
and
then
you
want
to
add
two
million
dollars
to
it
that
we
have
to
approve,
because
the
work
has
to
be
done.
If
the
works
not
done,
it
causes
bigger
problems
for
us
in
the
future.
A
So
that's
the
bind
I'm
in
you're
asking
me
to
approve
something
that
needs
to
be
done.
That
should
have
been
thoroughly
flushed
out
as
this
work
was
being
done.
You
don't
have
to
answer
that.
That's
my
rhetorical
question
the
day.
Sorry
council
holiday
of
another
to
speak,
yeah,
okay,
I
know
it
happens
all
the
time,
but
it
shouldn't
happen
all
the
time.
H
A
A
I
This
purchase
ordered
the
proposal
is
that
it
be
quadrupled
so
at
what
point
is
a
unfair
improper
unwise
to
just
extend
the
contract
rather
than
going
out
to
a
new
tender,
given
that
the
what's
being
proposed
here
in
no
way
resembles?
The
original,
in
fact,
is
four
times
the
size
of
it.
Why
is
the
suggestion
that
we
amend
the
existing
purchase
order
rather
than
return
during.
B
Through
the
chair
councillor,
Rob
speaking
here,
sorry,
him
speak
up
you're
all
right
again
through
the
chair,
counselor.
What
you
have
in
front
of
you
I
just
want
to
provide
a
little
bit
of
a
backdrop
in
some
context
that
hopefully,
will
address
the
question
we
set
out
to
acquire
an
enterprise-wide
platform.
B
As
mentioned
in
my
earlier
presentation,
around
customer
relationship
management.
The
process
that
we
took
was
to
start
with
a
proof
of
concept
in
terms
of
piloting
a
couple
of
selected
services
to
prove
the
technology,
but
also
to
validate
the
ability
to
integrate
with
some
of
our
back
office
systems.
So
we
started
out
with
proof
of
concept
specifically
I.
I
Hesitate
to
interrupt,
but
it
it's
a.
It
was
more
of
a
rather
than
a
detailed
explanation
of
this
and
was
a
question
of
at
what
point.
Do
you
go
to
a
new
tender
rather
than
extending
when
you
have
something
that's
four
times
the
size
of
the
original?
What's
the
you
know,
what's
a
dividing
line
to
when
you
don't,
you
know
it's
kind
of
a
general,
a
general
question
and
specific
to
this
as
well
as.
B
Okay
again
through
the
chair,
I
hear
the
question.
I'm
gonna,
maybe
try
a
different
angle
than
the
the
platform
that
we
have
selected
enables
capabilities
both
citizen
facing,
but
also
back-office
operations,
this
particular
extension.
Our
second
pilot
is
within
the
municipal
licensing
services,
where
they
have
some
front-end
services,
as
was
discussed
that
interact
with
3-1-1,
but
also
there
they're
looking
at
their
back-office
transformation.
They
had
a
suite
of
systems
that
they
are
looking
to
replace,
including
this
new
platform
enables
them
to
be
able
to
achieve
that
transformation.
Okay,.
I
That
still
isn't
my
question
so
who
can
answer,
but
when
do
we
have
guidelines
for
at
what
point
we
to
a
new
tender
rather
than
extending
the
original
one
and
I'm,
especially
asking
that
of
this
one
in
light
of
the
fact
that
the
new
one
is
four
times
the
size
of
the
original?
What
are
our
guidelines
around
that
and
how
do
we
decide
when
to
issue
a
new
tender
and
when
to
expand
the
one
we
have
through.
F
It's
something
that
has
gone
beyond
that
is
something
new
to
what
we
were
originally
doing.
That
wasn't
anticipated.
That
would
be
more.
We
would
more
drive
towards
doing
a
compelling
competitive
process,
but
there
may
be
other
factors
that
we
need
to
take
into
consideration
like
urgency
that
has
arisen
that
might
prevent
us
from
doing
an
open,
competitive
process.
Like
my
understanding.
I
B
Through
the
chair
in
this
particular
case,
there
was
a
a
another
RFP
to
replace
the
backend
systems
for
MLS
in
that
competitive
process
in
this
platform
was
identified
and
selected.
So
it
made
sense
to
incorporate
all
of
this
in
terms
of
our
current
utilizing
our
current
platform
in
agreement
that
we
have
so
I,
don't
know
if
that
answers
your
question,
but
there
was
it.
F
D
F
D
Well,
there's
two
different
aspects
for
it
to
be
very
honest
with
you
that,
through
the
chair
and
and
and
and
the
the
biggest
difference,
is
the
integration
parts
through
the
backend
systems.
So
one
part
of
the
pilot
really
focused
on
the
front
end
and
some
of
the
changes,
whereas
on
the
second
part,
what's
the
social
with
MLS,
it's
a
lot
more
work
to
do
with
the
backend
systems
as
well.
So.
F
C
F
Did
did
we
not
include
that
as
further
requirements
and
that
that
would
be
in
the
and
then
there
would
be
an
additional
pilot,
and
what
would
the
cost
be
at
that
time
before
we
negotiated
that
contract?
So
we
would
know
what
the
what
additional
cost
it
would
be.
If
we
wanted
add
on
to
the
second
through.
D
The
chair
to
my
understanding,
the
initial
pilot
did
have
the
scope
of
MLS
and
Toronto
water,
but
a
limited
scope
of
one
service
for
MLS.
There
was
another
tender
that
was
bought
brought
out
and
what
happened
was
when
the
overall
solution,
the
the
the
vendor
in
question,
one
both
in
a
made
sense.
Then,
given
the
parameters
that
we're
looking
at
to
amalgamate
the
scopes.