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Description
General Government and Licensing Committee, meeting 8, October 7, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15376
Meeting Navigation:
0:09:58 - Call to order
Agenda Items:
0:19:04 - GL8.1 - Fleet Services Division Overview (Ward All)
0:11:40 - GL8.2 - Metropolitan Toronto Pension Plan - Proposed Merger with the Ontario Municipal Employees Retirement System (OMERS) Plan - Implementation of OMERS Indexing (Ward All)
0:12:00 - GL8.3 - The Corporation of the City of York Employee Pension Plan - Termination/Wind-Up (Ward All)
0:12:17 - GL8.4 - Expropriation of the Orphaned Lane at the Rear of 8 Cumberland Street for Municipal Purposes, Including a New Public Lane (Ward 11)
0:12:32 - GL8.5 - Expropriation of 300 Commissioners Street for the Future Broadview Avenue Extension Project (Ward 14)
0:12:47 - GL8.6 - Property Acquisition Costs and Funding Requirements for the Toronto Transit Commission (TTC) Second Exit and Fire Ventilation Upgrade and Easier Access III Projects (Ward All)
0:13:06 - GL8.7 - Transfer of 2530 Gerrard Street East to Build Toronto Inc. (Ward 20)
0:50:16 - GL8.8 - Update on Fire and Life Safety at the City of Toronto and Non-Competitive Agreement with Building Reports Canada for the Provision of Fire and Life Safety Tracking and Compliance Software (Ward All)
0:13:39 - GL8.9 - Amendment to Purchase Order Number 6045166 Issued to DPSL Group Limited for Construction Services for the Albert Campbell Square Expansion Project at the Scarborough Civic Centre (150 Borough Drive) (Ward 21)
0:14:05 - GL8.10 - Amendment to Purchase Order Number 6045978 Issued to Phoenix Restoration Inc. for Casa Loma Phase 9 Structural Repairs - Perimeter Wall Restoration (Ward 12)
0:14:23 - GL8.11 - Additional Amendments to Three Purchase Orders for the Construction of the Canoe Landing Project (Previously Identified as Block 31, Community Centre/Child Care Centre and Two Elementary Schools) (Ward 10)
0:14:44 - GL8.12 - Non-Competitive Contract with Siemens Canada Limited for Building Automation System Upgrades at Metro Hall (55 John Street) (Ward 10)
0:14:59 - GL8.13 - Non-Competitive Contract with Joe Johnson Equipment for Proprietary Original Equipment Manufacturer (OEM) Parts and Services (Ward All)
0:15:22 - GL8.14 - Non-Competitive Contract with Strongco Limited Partnership for Proprietary Original Equipment Manufacturer (OEM) Parts and Services (Ward All)
0:15:40 - GL8.15 - Non-Competitive Contract with Toromont Industries Ltd. for Proprietary Original Equipment Manufacturer (OEM) Parts and Services (Ward All)
0:15:59 - GL8.16 - The City of Toronto 2019-2023 Green Fleet Plan (The Pathway to Sustainable City of Toronto Fleets Plan) and 2014-2018 Green Fleet Plan Results and Wrap-Up (Ward All)
0:16:22 - GL8.17 - Standing Authority for City Solicitor to Execute Tolling Agreements (Ward All)
0:49:08 - GL8.18 - Toronto Licensing Tribunal 2018 Annual Report (Ward All)
1:26:57 - GL8.19 - City of Toronto Municipal Code Chapter 545, Licensing By-law Updates (Ward All)
0:17:18 - GL8.20 - Proposed Business Licence for Vapour Product Retailers (Ward All)
1:38:27 - GL8.21 - City Hall Council Chambers Modernization Update (Ward All)
1:38:50 - GL8.22 - City of Toronto’s Open Data Portal Historical and Current Data (Ward All)
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A
Good
morning,
everyone
good
morning,
everyone
I'm
going
to
call
the
meeting
number
a
to
the
general
government
licensing
committee
to
order
welcome
to
committee
members
to
enemy
members
of
council
in
attendance.
Today,
the
public
and
the
media.
You
can
follow
the
agenda
and
debate
on
your
computer
tablet
or
smartphone
at
wroc
a
backslash
Council.
The
general
government
licensing
committee
acknowledges
the
land
we're
on.
A
We
are
meeting
on
as
their
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit
Don
and
ashabi,
the
chippewa,
the
Haudenosaunee
and
the
when
debt
peoples
and
is
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.
I'd,
also
like
to
point
out
that
we
have
a
new
seating
arrangement
in
the
room
that
was
put
in
places
now
to
AODA
compliant
seating
areas
in
the
back
that
was
just
put
in
place
today.
A
A
First
item
is
8.1
fleet
services
division
overview
I'm
gonna
hold
that
for
a
presentation
by
staff
item
number
two's,
the
metropolitan
Toronto
pension
plan
proposed
merger
with
the
Ontario
Municipal
Employees,
Retirement,
System
or
OMERS
plan
implementation
of
OMERS
indexing
motion,
councillor
Mount
Lowe's,
moving
the
recommendations
all
in
favor
carried
number
three
is
the
corporation
of
the
City
of
York
employee
pension
plan
termination
and
wind-up
council.
None
Giada's
moving
the
recommendations.
A
Three
projects:
councillor
hillians
moving
the
recommendation
number
six,
all
in
favour
carried
number
seven
transfer
of
2530
Girard
Street
East
to
build
Toronto
incorporated
councillor
mountain
low
is
moving
the
recommendations
and
number
seven
all
in
favor
carry
number
8
Update
on
fire
and
life
safety
of
the
City
of
Toronto
and
non-competitive
agreement
with
building
reports,
Canada
for
the
provision
of
fire
and
life,
safety,
tracking
and
compliance
software,
and
we
do
have
a
presentation
by
staff.
If
the
committee
would
like
that.
A
Number
nine
amendment
to
purchase
order
number
six,
zero,
four
five
one:
six:
six
issued
to
the
DPL
deep
ESL
group
limited
for
construction
services
for
the
Albert
Campbell
squirt
expansion
project
at
the
Scarborough
Civic
Center
counselor
Mountain
low,
moving
the
recommendations.
I
do
too
it's
long
overdue.
A
All
in
favor
carried
number
ten
amendment
to
purchase
order;
number
six,
zero,
four,
five,
nine
seven,
eight
issue
to
the
Phoenix
restoration
incorporated
for
the
casa,
loma
phase,
nine
structural
repairs
or
their
that
are
known
as
the
perimeter
wall,
restoration,
councillor
matmo,
all
in
favor
carried
number
11
additional
amendments
to
three
purchase:
orders
for
the
construction
of
the
canoe
landing
project
previously
identified
as
block
31
community
centers
last
child
care
center
and
two
elementary
schools
counts
for
mountain
living.
The
recommendations
all
in
favor
carried.
A
Number
12
a
non-competitive
contract
with
Siemens
Canada
limited
for
building
automation
systems
upgrade
at
Metro
Hall
at
55,
Jones
Street
comes
for
holidays
moving.
The
recommendations
on
paper
carried
number
13
is
a
non-competitive
contract
with
Joe
Johnson
equipment
for
proprietary,
Original,
Equipment,
Manufacturer
parts
and
services.
A
A
A
We
can
move
an
amendment
if
you
want
number
18,
Toronto
licensing
tribunal,
2018
annual
report,
councillor
holidays
holding
number
18
and
the
executive
director
is
here.
If
you'd
like
to
question
her
okay
number
19,
we
have
two
deputy,
a
truant
Oh
Municipal
Code
Chapter
five,
forty
five
licensing,
bylaw
updates.
A
The
first
one
is
City
Hall,
council
chambers,
modernization
update,
I
need
a
motion
to
introduce.
It
are,
sir,
all
in
favor
carried
and
then
the
second
one
is
referred
to
the
city
of
Toronto's,
open
data
portal.
Historical
and
current
data
I
need
a
motion
to
introduce
that
as
well.
All
in
favor
carried
and
I'll
leave
those
two
we'll
come
back
to
them.
If
you
want
to
be
sorry,
you
have
a
motion
for
number
18,
okay,.
B
A
C
Mr.
chair
members
of
committee,
my
name
is
library,
I'm,
the
general
manager
of
the
fleet,
services,
division
and
I'm
here
today
to
provide
a
presentation
on
the
division
as
well
as
it
overview
with
me
today.
Our
grant
jane's
director
fleet
maintenance
and
angelo
cleric
program
manager,
strategic
projects.
So
for
those
who
aren't
familiar
with
the
term
fleet
Fleet
Services
division
is
the
vehicle
equipment
and
fuel
provider
for
the
city.
It
is
the
largest
municipal
fleet
in
Canada
and
by
the
nature
of
municipal
operations.
C
Municipal
fleets
are
typically
one
of
the
most
complex
fleets
that
there
is
fleet
services
is
recognized
in
North
America
as
a
center
of
excellence
and
municipal
fleet
management.
As
you
can
see
by
the
slide
in
front
of
you,
there
are
two
expected
program:
streams,
being
fleet
management
and
fuel
management
and
I'll
touch
on
those
more
throughout
the
presentation
underpinning
those
program.
C
Safe
word,
work
practices,
professionalism
our
core
to
our
business,
as
is
the
focus
on
people,
training,
development
and
creating
an
engaged
workforce
in
North
America
and
in
global
II,
one
of
the
foundations
for
the
division
being
skilled
trades,
as
there's
been
a
continual
challenge,
with
the
growth
and
attraction
of
skilled
trades
across
North,
America
and
the
world.
Moving
on
to
the
organizational
structure,
the
high-level
organizational
structure
that
you
see
before
you
managing
the
areas
of
the
division
as
three
directors
and
two
program
managers
covering
off
Asset
Management,
which
is
maintenance.
C
Our
procurement
disposal,
engineering
fleet
maintenance,
fairly
self-explanatory
and
business
management,
around
safety
finance
and
like
strategic
projects
is
things
such
as
the
city
wide
green
fleet
plan
that
I'll
touch
on
orally
moving
into
the
citywide
fleet,
composition
15,
just
over
5,700
assets
in
the
fleet,
with
the
breakdown
between
light
medium,
heavy
and
off-road.
It's
important
to
note
that,
while
heavy
may
seem
lower
in
number
typically
a
heavy
vehicle
in
comparison
to
a
light
duty,
passenger
sedan
can
take
8
times
as
much
maintenance
and
repair
effort.
C
Some
of
the
maintenance
is
done,
nicked
internally,
as
well
as
externally
and
through
that
providing
now
the
contracts,
goods,
services,
commodities
relates
to
22,000
invoices
and
21,000
interface
transactions
a
year,
and
the
last
item
related
directly
to
the
fleet
managed
by
fleet
services,
is
the
training,
testing,
compliance
oversight,
management
for
11,000
city
staff
and
the
next
piece
around
fuel
management.
We
provide
fuel
to
vehicles
that
are
within
the
division,
as
well
as
those
that
are
managed
beyond
the
division
as
well.
C
So
that
speaks
to
the
7100
number,
which
is
a
little
different
than
the
5700
that
resides
within
the
division
itself,
so
getting
into
the
more
important
parts,
outcome-based
performance
measures,
starting
at
the
bottom
right
of
the
slide,
the
commercial
vehicle
operators
rating,
which
is
a
legislative
requirement
that
is
calculated
by
the
province
of
Ontario,
we're
doing
fairly
well
layer.
This
is
all
the
vehicles
that
are
4,500
kilograms
in
greater
and
the
target
is
34%
currently
at
33%.
C
With
this,
unlike
most
percentages,
a
lower
number
is
better,
so
the
lower
the
number,
the
better
we're
doing
operating
cost
again,
fairly
close
to
target
29
cents
per
kilometre,
not
excluded,
not
including
fuel
target
of
28
cents.
So
a
little
bit
of
opportunity
for
improvement
where
we
get
into
the
areas
where
there
are
some
challenges,
is
around
fleet
availability
and
sog.
C
Where
we
are
still
a
ways
away
from
where
we
need
to
be,
which
is
10%
of
the
fleet
being
over
expected
life
as
as
kind
of
the
maximum
threshold,
so
some
opportunity
for
improvement
there,
which
I'll
touch
on
in
the
next
slide,
with
respect
to
state
of
good
repair
backlog
in
2019
alone,
we're
investing
about
sixty
million
dollars
in
state
of
good
repair
backlog
to
replace
vehicles
and
equipment
in
the
city's
fleet
or
over
the
next
ten
years.
734
million
is
the
plan
to
replace
equipment.
C
There
has
been
some
considerable
work
done
with
respect
to
SOG
our
where
from
2016
to
date,
the
backlog
is
reduced
from
one
hundred
and
three
point:
five
million
to
the
current
47
million,
which
equates
to
a
fifty
five
percent
reduction
again.
Well,
that's
good.
There's,
still
an
opportunity
to
more
vehicles
that
are
beyond
optimum
life
tend
to
cost.
In
some
cases,
heavy
vehicle
can
cost
double
for
maintenance
and
repair.
C
Three
real
key
strategic
objectives
for
the
divisions,
upper
division,
three
operational,
optimization,
organizational
transformation
and
systems
building
which
to
say
it
in
a
different
way,
is
doing
things
better,
doing
new
things
and
working
with
others
or
doing
new
things
with
others.
So
doing
things
better.
That's
really
improving
our
internal
and
external
maintenance
capacity
and
service
delivery
to
reduce
downtime,
aligning
efforts
around
lowest
total
cost
of
ownership
by
increasing
collaborative
effort
or
likes
lifecycle
planning
with
our
clients
and
working
with
manufacturers,
organizational
transformation
standardizing
the
fleet.
Obviously
there's
an
opportunity
there.
C
I
mentioned
about
one
of
the
most
complex
fleets.
The
City
of
Toronto
fleet
currently
has
about
a
thousand
makes
and
models.
If
you
compare
that
to
a
dealer
that
would
have
12
to
14
different
makes
and
models,
it
gives
an
idea
of
the
magnitude
so
the
hence
the
importance
for
standardization
and,
lastly,
a
systems,
building
approach
or
working
with
others,
which
is
leading
innovative
solutions
for
asset
management
in
procurement
and
that
ties
into
innovate.
C
Innovation,
green
fleet
plan,
one
of
the
items
on
the
agenda
today
and
piloting
new
technologies
with
gel
expand
in
the
following
slides
in
green
fleet.
This
year's
green
fleet
matter
this
report
for
the
next
five
years.
The
green
fleet
plan
now
encompasses
ninety-eight
percent
of
all
city
fleet.
I
won't
bother
to
read
the
slides
to
you,
but
all
of
all
of
the
city
divisions
and
that
most
of
the
agencies
within
the
City
of
Toronto
and
the
previous
plan
has
been
a
success
and
we're
building
on
those
successes
for
the
new
place.
C
So
touching
on
those
successes
from
the
1990
levels,
we
have
been
successful
in
a
30%
GHG
reduction
by
2020,
actually,
as
of
2018
exceeded
the
target
by
4.3
percent
and
working
towards
the
remaining
targets
of
45
percent
city-owned
fleet
to
low
carbon.
By
now,
65%
GHG
reduction
and
the
last
target,
which
I
believe
is
just
in
the
process
of
changing
a
little
bit
continuing
to
work
towards
that.
C
One
of
the
important
things
in
industry
is
that
in
the
medium
heavy
and
off-road
classes,
there
isn't
a
lot
of
available
options
for
EVs
and
other
things
like
that.
So,
as
those
options
become
available
and
viable,
we
continue
to
exercise
them
move
forward.
Talking
about
a
innovative
and
viable
option.
Mr.
chair
you'd
be
familiar
with
this,
where
we
started
with
car
share
a
number
of
years
ago,
working
with
external
companies
to
provide
car
share
from
those
companies.
C
Now
the
next
evolution
of
that
is
fleet
share,
which
is
using
city
fleet
vehicles
through
similar
type
of
technology.
That's
used
with
the
car
share,
where
you
can
in
essence
book
the
vehicle
online,
similar
to
a
calendar
appointment
for
a
meeting
you
can
see
if
there's
a
vehicle
available
book
it
for
that
period
of
time,
use
your
access
card
and
a
PIN
number
to
go
up
to
the
vehicle
access,
the
keys
and
and
use
the
vehicle
for
that
period
of
time.
C
That
I
touched
on
earlier,
where
we're
looking
at
moving
away
from
the
current
method
of
paper-based
pre-trip
inspections.
Again,
a
legislative
requirement
to
electronic.
Beyond
that.
One
of
the
reasons
so
for
fleet
safety,
commercial
vehicle
operator
registration,
we're
typically
out
of
the
larger
municipalities,
Ontario
and
either
first
or
second
place,
depending
on
the
on
the
month,
designing
behavioral-based
training
to
address
issues
before
they
become
more
serious
issues,
as
well
as
conducting
a
number
of
spot
checks
and
bringing
us
to
the
last
slide
really
driving
and
supporting
the
core
values.
C
We
have
had
some
successes
in
2018
alone
received
three
awards
within
the
Division
one
North
American
award
for
Business
Innovation,
an
epic
Canadian
procurement
award
with
our
partners
from
p.m.
MD
and,
lastly,
a
city
manager
award
for
an
automated
system
for
fleet
and
fuel
management
that
got
away
from
the
card
based
or
other
based
technologies
to
our
RFID
automated
technology.
This
is
one
of
the
ones
that
across
North
America
was
more
widely
recognized
and
we've
had
a
lot
of
questions
about
it.
C
And,
lastly,
when
I
touched
on
the
integrity
aspect
and
aligning
with
our
focus
on
our
people
and
our
safety,
2017
award
really
speaks
to
that.
Dr.
Sheila
bass
were
a
word
for
a
significant
reduction
in
lost
time,
injuries
and
health
and
safety
program.
Improvements
went
through
it
quite
quickly
that
was
in
tension,
I'm
happy
to
answer
any
questions
that
you
may
have
all.
C
So
we
do
have
a
low
utilization
report
and
it's
important
to
note
that
that
there
was
the
audit
earlier
this
year.
That
spoke
to
this,
where
there
were
a
number
of
low
utilized
or
underutilized
vehicles
identified.
So
we're
continuing
to
work
on
improving
that
reporting
on
that
that
ties
into
telematics.
There
are
vehicles
that
that
can
be
justified:
low
utilization,
plumbers,
carpenters,
vans
vehicles
that
take
crews
to
parks,
that's
justified,
low
utilization,
so
so
so.
C
D
C
C
Gets
further
back,
it's
applying
that
same
methodology
over
those
over
those
years
so
to
to
explain.
One
of
the
methodologies
is
that
if
a
vehicle,
some
vehicles
are
needed,
eight
hours
or
12
hours
a
day,
some
vehicles
are
needed
24
hours
a
day,
and
that
may
change
over
time
and
we
don't
always
have
that
criteria.
So
if
some
vehicles
needed
12
hours
a
day
and
it's
off
the
road
for
that
period,
that's
downtime!
If
it's
needed
24
hours
a
day,
we
calculate
that.
Does
that
make
sense.
E
E
It
all
depends
on
the
math
of
how
much
it
costs
to
operate,
that
vehicle
over
the
lifespan
and
in
relation
to
what
you
bought
it
for,
and
it
seemed
to
me
to
be
a
different
figure
than
those.
And
so
could
you
just
talk
to
me
a
little
bit
about
how
that
factors
into
how
you
didn't
make
decisions
on
the
fleet
absolutely.
C
Where
we
look
at
at
the
class
level,
the
the
procurement
cost,
the
maintenance
and
repair
cost
the
fuel
cost
and
start
to
assess
what
that
is
over
the
life
of
the
vehicle.
It
gets
a
little
complex
because
as
vehicles
change,
you
know
a
new
model
comes
out.
They
may
change
something.
It
is
always
a
moving
target.
1000
different
make
some
models.
It's
it's
tough
to
do,
but
on
the
more
expensive
ones
where
we
really
do
work
through
that,
what
you're
seeing
there
on
the
cost
per
kilometer?
C
E
In
a
perfect
world,
you
will
dispose
of
that
vehicle
right
at
that
magic
point
in
a
perfect
world
and
then
there's
there's
noise
in
that
system.
Because
of
a
lot
of
things
you
just
talked
about.
Have
you
got
any
measure
of
how
close
you
are
between
the
magic,
optimal
spot
and
the
point
of
which
you
disposed
the
vehicle
buy
another
one?
E
Do
you
have
any
sense
and
to
me,
that's
a
measurement
of
efficiency
right
because
you
are
you're,
optimizing
all
the
costs,
if
you're
able
to
exchange
those
vehicles
at
the
right
point,
is
there
right
do
any
of
those
factors
speak
to
it?
Is
there
a
magic
number
that
you
sort
of
keep
in
the
office
or
is
there
a
system
at
which
you
are
constantly
looking
at
that?
Yes,.
C
So
the
percentage
of
fleet
over
expected
life
so
that
sweet
spot.
If
that
was
zero,
that
would
mean
that
everything
was
replaced
when
that
intersection
point
occurs
so
realizing
that
you're.
Never
you
know
you
can
strive
for
perfection,
you're,
never
really
going
to
hit
perfection.
Hence
the
10%
target.
C
E
But
that's
what
I
understand
so
you
talked
about
the
state
of
good
repair.
Now
that
to
me
is
a
separate
concept
because
you
want
all
the
vehicles
are
saying
a
good
repair,
but
you
know
maybe
the
the
cheapskate
in
me
says.
So
what
if
it
you
know
what
you
don't
paint
it
or
fix
the
cracked
windshield
I
mean
when
you
sell
the
vehicle
you're
gonna
lose
on
that.
So
to
me
it
goes
back
to
you
know.
What
is
that
that
magic
point,
and
so
this
report
says
that
33%
of
the
fleet
are
away
from
that.
C
You're
exactly
right,
not
that's
exactly
it,
so
it
the
47
million
is
and
that's
why
we've
been
working
to
drive
that
number
down,
since
it
was
actually
higher
prior
to
2016,
to
drive
that
number
down
towards
zero
is
that
percentage
of
fleet
that
is
beyond
state
of
good
repair
it?
How
it's
used
it
in
one
aspect:
it's
replacing
the
entire
fleet
as
they
come
to
you
for
a
placement,
but
the
backlog
is
really,
as
I
mentioned,
those
that
have
passed
that
optimum
point.
C
E
Slip
in
one
more
quick
one-
and
it's
just
a
different
concept,
is:
how
do
you
attract
the
the
difference
between
the
demand
and
the
utilization
of
the
fleet,
and
you
we
talked
a
little.
You
think
we
mentioned
the
Auditor
General's
report
that
there
were
some
vehicles
there
that
just
weren't
used
enough,
and
it
seems
to
me
that
you
know
you're
in
a
client
service
model
and
program
areas
are
supposed
to
be
using
the
fleet.
How
do
you
detect
when
there's
a
mismatch?
C
Great
point,
sir
you're,
touching
on
some
of
our
our
challenges
for
sure
is
where
we
at
this
stage,
because
of
you
know
our
authority
within
the
city.
We
identify
vehicles
that
appear
to
be
underutilized,
which
is
5,000
kilometers
a
year
or
less
and
send
out
the
reports
to
those
divisions
and
ask
them
to
respond
back
to
us
identifying
what
the
case
is
for
that
vehicle.
If
it's
I
mentioned
plumbers,
vans
or
carpenters,
where
they
provide
us
the
information
to
support
if
they
need
that
vehicle
are.
E
C
That's
it
and
so
defining
as
far
as
what
is
a
real
operational
need
versus
what
is
a
nice
to
have,
which
then
ties
into
the
fleet
share
where
we
have
a
little
more
advanced
methodology
that
we
can
employ
to
do
that
so
telematics.
For
instance,
GPS
will
be
able
to
tell
through
automated
reports
as
that
vehicle
moved
this
week.
Has
it
moved
this
month
and
is
there
an
opportunity
to
do
something
different?
So
that's
exactly
what
that's
driving
in.
F
C
So
through
the
chair
actually
they're,
all
behind
me.
All
of
that
we
have
a
fleet
management
steering
committee,
which
is
all
of
the
city
fleet,
divisions
and
agencies,
those
that
you
would
see
listed
in
the
green
fleet
plan
right.
So
it
includes
everyone
from
all
the
city,
divisions
that
are
managed
by
fleet
services
and
then
those
that
aren't
managed
by
fleet
services
such
as
fire
paramedics
as
well
as
TTC.
It's
also
have.
F
F
F
F
C
And
so
I'll
use
the
passenger
vehicles,
as
that
is
the
most
relatable
example
and
yeah
it's
it's
probably
2
weeks
a
year
that
those
are
those
are
off
the
road.
For
me,
that's
a
repair
right
now,
yep
again,
that's
rough
number
off
the
top
of
my
head.
I
have
the
specifics.
We
we
measure
and
report
on
it
and
actually
the
audit
that
was
just
out
in
phase
1
identified
that
as
well,
and
there
absolutely
is
an
opportunity
for
improvement
there
for
sure
absolutely.
D
You
that
the
general
government
and
licensing
committee
requests
a
general
manager
fleet
services
to
report
annually
to
the
general
government
and
licensing
committee
on
the
city
of
Toronto's
fleet
availability
and
utilization
percentage
rates.
So
we
know
from
the
Auditor
General's
report
that
that
those
have
been
issues
the
in
the
report
that
we
have,
we
don't
have
anything
on
utilization
and
the
percentages
on
availability
are
I
thought
they
were
a
bit
odd.
So
anyway,
I
think
just
doing
our
due
diligence.
We
should
be
getting
having
a
look
at
this,
at
least
for
the
next
few
years.
D
A
Anybody
have
any
questions
in
the
Muar.
You
know
any
other
speakers
on
this
item,
so
we
have
an
amendment
before
council.
Fill-Ins
motion
on
the
motion
carries
item
as
amended
on
favor
carry
and
before
we
get
to
our
next
item.
I
just
wanted
to
introduce
two
gentlemen,
one
one
of
them
I
think
you're
familiar
with
so
our
new
chief
information
and
security
officer.
Mr.
qu
Sharma
Coosh
welcome
to
City
Hall.
Mr.
Sharma
was
just
hired
as
our
news
CIS
Oh
after
a
very
extensive
process
and
I
want
to
welcome
you
to
City
Hall.
Mr.
A
Sharma
has
18
years
of
experience
in
cyber
security
and
risk
and
awareness
management,
and
thank
you
for
accepting
the
position
and
beside
him
is
our
new
chief
technology
officer,
mr.
Lauren
Sita
I'm
sure
he
was.
Our
previous
position
was
our
deputy
CIO
and
after
very
extensive
process,
the
committee
senior
management
team
hired
mr.
Ito
and
want
to
welcome
you
in
your
new
position
as
well.
Thank
you,
gentlemen,
and
we
were
on
number
8.
E
E
So
I'm
just
gonna
request
a
report
back
in
the
report
or
some
recommendations
from
the
chair
and
I
understand.
Procedurally,
that
the
report
is
written
to
receive
it,
but
this
is
just
a
way
to
have
the
staff
examine
the
recommendations
from
the
current
chair
and
report
back.
If
there's
any
changes
needed
coming
out
of
that
hope
to
support
that.
Okay,
any.
G
Good
morning,
mr.
chair
and
committee
members,
my
colleague,
Ryan
Duggan,
director
of
fire
life
safety
program
office
and
I,
will
provide
you
with
an
update
on
fire
life
safety
initiatives
we
have
undertaken
over
the
past
year.
We
will
provide
you
with
an
update
on
fire
life,
safety,
inspection
requirements
and
the
type
of
inspections
that
are
conducted
in
city
facilities,
as
well
as
an
overview
on
the
fire
life
safety
industry.
G
We
provide
you
with
an
update
on
the
staff
initiated
10%
audit,
as
directed
by
City
Council,
and
our
go
forward
strategy
to
get
the
city
to
compliance
in
August
2018.
We
established
the
fire
life
safety
task
force,
which
we
formalized
into
the
fire
life
safety
program
office
in
May,
2000
and
19.
Over
the
past
year,
the
fire
life
safety
program
office
has
created
48
standard
operating
procedures
based
on
industry,
best
practices
that
we
have
shared
citywide
we've
created
a
training
manual
and
associated
training.
G
We
created
a
fire
life
safety
web
website
which
hosts
all
of
our
fire
life
safety
documentation
and
as
a
central
reference
point
for
use
by
all
divisions,
agencies
and
corporations.
We've
also
set
up
an
interim
interim
repository
to
up
late
upload,
all
of
the
fire
life
safety
inspection
reports
since
its
launch
in
2000
in
surrey
july
2019.
We
had
currently
have
12
divisions
using
it
and
we've
uploaded
over
7500
documents.
G
We've
established
a
complaint
process
to
report
concerns
with
fire
life
safety,
vendors,
we're
currently
completing
a
building
inventory
of
all
fire
life
safety
inspections,
sorry
systems
for
city
buildings,
which
we
will
complete
by
year-end,
we're
currently
developing
a
master
fire
plan
that
defines
accountabilities
and
responsibilities
citywide,
which
the
program
office
will
launch
in
the
next
two
months.
We've
also
engaged
with
industry
associations.
We've
received
support
from
Toronto
fire
light,
sorry
Toronto,
Fire
Services,
as
well
as
the
Toronto
Transit
Commission,
who
have
an
established
fire
life
safety
program.
G
We've
completed
a
comprehensive
market
research
of
all
fire
life
safety
software
applications.
Again,
we've
conducted
the
10%
audit
with
the
assistance
of
third-party
fire
life
safety
consultants,
and
we
continue
to
support
and
communicate
with
all
divisions,
agencies
and
corporations
with
respect
to
fire
life
safety.
I'll
now
turn
over
the
presentation
of
Ryan
Duggan.
H
Thank
You
Pat
good
morning,
mr.
chair
and
members
of
committee
today,
I
would
like
to
provide
an
overview
of
the
firing
life
safety
at
the
City
of
Toronto,
speak
to
our
compliance,
but
before
I
do
I
want
to
present
you
with
an
overview
of
the
legal
requirements
of
inspection,
testing
and
maintenance
requirements
for
the
fire
and
life
safety
systems
and
speak
to
the
unregulated
marketplace
in
the
fire
and
life
safety
service,
industry,
the
firing
life
safety,
vendors
work
in
and
sorry
the
inspection
records
are
required
for
every
individual
firing
life
safety
system.
H
We
have
at
the
City
of
Toronto
and
our
buildings.
Each
system
requires
inspection,
testing
and
maintenance
at
varying
frequencies,
as
defined
by
the
Ontario
Fire,
Code
and
other
standards.
Now
with
that,
for
instance,
our
sprinkler
systems
in
Metro
Hall.
As
an
example,
we
have
nine
individual
sprinkler
systems,
so
we
don't
conduct
one
monthly
inspection
of
Metro
Hall.
We
conduct
nine
monthly
inspections
on
each
individual
sprinkler
system,
coupled
with
the
fire
alarm
system,
the
sprinkler
system,
clean
agent
kits
suppression
systems,
as
well
as
fire,
hydrants
and
other
pieces
fire
protection
infrastructure.
H
The
firing
life
safety
industry
is
very
unregulated
in
the
canadian
and
ontario
marketplace.
The
canadian
fire
alarm
association
and
contain
and
canadian
automatic
sprinkler
Association
do
not
hold
any
regulatory
power.
The
CFAA,
the
Canadian
fire
Lam
Association
offers
an
education
program
which
meets
a
requirement
of
cane
ulc,
but
does
not
licensed
technicians
or
companies.
H
H
We
audited
243
of
our
buildings,
approximately
10
percent.
We
conducted
a
comprehensive
audit
involving
four
external
consulting
firms
who
conducted
a
paper-based
and
feel
validated
inspection
and
audit
of
the
records,
all
divisions,
agencies
and
corporations,
with
the
exception
of
Toronto,
Hydro
and
Toronto
Community
Housing
were
included
within
the
audit.
These
corporations
have
established
fire
and
life
safety
groups
already
with
a
robust
program.
H
H
I'll
speak
specifically
to
the
totals
that
we
have
audited
two
hundred
and
forty
three
of
these
buildings
within
those
two
hundred
and
forty-three
buildings,
as
I
alluded
to
earlier.
There
are
a
number
of
systems,
in
some
cases,
multiple
sprinkler,
standpipe
risers,
that
each
in
each
require
an
individual
report,
so
that
speaks
to
our
reports
requested
total
3312.
Individual
reports
are
legally
required
to
be
available
as
part
of
the
Ontario
fire
code
requirements.
H
Reports
request,
it
truly
does
equal
reports
required
to
be
completed
as
we
go
forward.
The
reports
received
seventeen
hundred
and
thirty
seven
reports.
This
is
how
many
reports
actually
existed
and
I'll
speak
to
what
these,
what
these
metrics
represent
in
a
moment
and
of
the
seventeen
hundred
and
thirty
seven
reports
that
were
available
1062
were
fully
compliant
with
all
of
the
requirements
of
the
Ontario
fire
code,
so
61%
of
all
submitted
reports
were
compliant
now.
H
The
2017
and
2018
data
shows
significant
gaps
in
the
work
completed
or
the
report
availability
and
the
quality
of
the
work
performed
by
the
third-party
vendors.
These
results
affirm
and
confirm
the
Auditor
General's
findings
from
July
2018
I'd,
like
to
speak
specifically
to
what
the
report
availability
represents.
H
The
there
was
a
lack
of
an
inventory
or
knowledge
of
what
systems
existed
within
the
buildings
and
with
that
what
the
inspection,
testing
and
maintenance
requirements
were
to
address
this.
We
are
currently
conducting
an
assessment
and
inventory
of
all
the
firing
life
safety
systems
in
all
2,500
buildings
and
expect
to
be
done
before
the
end
of
2019,
the
compliance
numbers
again,
compliance
against
the
requirements
of
the
Ontario
fire
code.
These
results
speak
directly
to
the
decentralization
within
the
City
of
Toronto
with
respect
to
fire
and
life
safety.
H
We
have
good
staff
within
our
buildings
that
know
our
buildings
really
well.
These
people
are
not
experts
in
fire
and
life,
safety,
inspection,
testing
maintenance
and,
unfortunately,
some
things
have
fallen
through
the
gaps.
There's
historically
been
an
under
investment
in
fire
life
safety
at
the
city
and
that
has
caught
up
with
us.
As
a
result
of
this
audit,
again
I
spoke
to
the
unregulated
industry.
H
We've
had
vendors
that
have
been
under
bidding
on
contracts
who
would
come
in
with
a
low
bid,
win
the
contract
and
then
provide
poor
quality
service,
and
there
was
generally
a
lack
of
oversight
within
the
City
of
Toronto.
There
wasn't
a
dedicated
group
that
could,
you
know,
keep
a
tight
eye
with
respect
to
fire
and
life
safety.
H
I'd
like
to
present
a
little
bit
of
the
2019
data,
so
it's
not
all
bad
news
by
any
stretch,
so
this
data
speaks
specifically
to
fire
alarm
annual
reports
with
the
six
new
vendors
we've
brought
in
in
2019.
The
bulk
of
the
annual
inspections
have
been
scheduled
for
q3
and
q4.
So
it's
so
the
data
itself,
our
report
availability.
You
know:
we've
we're
trending
up
nicely
we're
north
of
75%
we're
sitting
at
76%
we're
getting
a
better
handle
on
the
records
that
are
required
and
those
numbers
are
increasing
our
compliance
rate.
H
You
know,
don't
let
the
40%
scare
you
year-over-year
from
2017
at
27%
through
2018
and
36%.
You
only
see
a
4%
increase
in
2019.
That's
not
necessarily
bad
news.
The
2019
data
includes
records
only
from
May
to
the
beginning
of
August.
We
onboard
at
two
new
vendors
in
August
as
a
result
of
one
of
the
contracts
we've
terminated
and
they're.
The
bulk
of
their
annual
reports
is
scheduled
again
for
q3
q4
in
the
early
review
of
the
data
which
it's
still
coming
in
from
the
previous
month.
H
Our
compliance
rate
is
actually
exceeding
70%
for
fire
alarm
annual
report.
So
we
have
good
vendors
doing
good
work
now,
and
that
is
starting
to
be
reflective
in
the
data
we're
working
one-on-one
with
the
vendors
we
meet
with
them
regularly
to
identify
any
issues
or
performance
requirements
that
we're
putting
forward
to
make
sure
not
only
they
meet
the
fire
code
of
meet
the
contract
language
as
well.
H
Our
go
forward
strategy
is
to
centralize
and
consolidate
all
fire
and
life
safety
functions
and
resources
in
a
dedicated
group
that
will
own
a
manage
all
fire
and
life
safety
service
contracts
for
annual
inspections,
internalize
the
monthly
inspections
for
fire
protection
systems,
provide
quality
assurance
of
internal
and
external
service
providers,
develop
and
conduct
fire
safety
training,
as
required.
The
Ontario
fire
code,
deploy
building
reports,
Canada
software
system
to
house
and
track
all
legislated
inspection
testing
and
maintenance
records
and
the
path
forward.
Is
it
through
deploying
a
hybrid
model?
H
Now
the
hybrid
model
involves
conducting
the
inspection,
testing
and
maintenance
for
all
the
monthly
inspections
with
internal
staff
and
conducting
the
extra
the
annual
maintenance
with
external
contracts.
A
group
of
city
staff
will
conduct
monthly
inspections
and
testing
with
it
all
within
all
city
owned
and
operated
buildings
and
vendors
will
conduct
that
annual
ITM.
H
The
model
provides
a
check
and
balance
of
internal
staff
conducting
the
inspections
and
vendors
conducting
the
annual
inspections.
This
model
mirrors
other
major
property
holders,
such
as
the
Toronto
Transit
Commission
Cadillac,
Fairview
infrastructure
Ontario
in
Toronto,
Community
Housing,
internalizing
the
monthly
service
equals
a
lower
cost
and
better
quality
control
in
an
unregulated
market
to
contract
out.
The
monthly
service
would
cost
an
additional
3.2
million
dollars
a
year
versus
conducting
the
service
internally.
H
There's
a
limited
market
capacity
to
provide
quality,
monthly
inspections
for
the
city's,
diverse
and
geographically
concentrated
property
portfolio,
deploying
building
reports,
Canada
a
dedicated
fire
life
safety
software
system
across
all
2,500
properties
and
within
those
properties.
We
have
over
10,000
individual
fire
life
safety
systems
and
in
excess
of
30,000
fire
extinguishers.
They
all
require
monthly
and
annual
reports
and,
for
instance,
one
of
our
sprinkler
system
could
have
over
14
individual
reports
on
an
annual
basis
throughout
the
life
or
throughout
the
entire
portfolio.
H
That's
a
lot
of
that's
a
lot
of
Records
to
you,
know,
centralized
and
track
and
maintain
the
building
reports.
Canada
manages
fire
protection
infrastructure
at
an
asset
and
system
level
and
centrally
houses
all
legislated
inspection
records,
it's
a
common
platform
for
internal
staff
and
external
vendors.
It
provides
dashboard
reporting
on
compliance
by
division,
so
our
senior
leadership
executive
director
of
corporate
real
estate
through
one-click,
can
tell
in
real
time
what
the
state
of
compliance
is
across
the
City
of
Toronto
at
any
individual
building
within
a
divisional
portfolio
or
throughout
the
entire
portfolio
of
2,500
properties.
H
H
The
total
funding
required
for
the
program
office
in
2020
it's
9.8
million
dollars,
which
includes
3.4
million
for
45
full-time
equivalent
positions
and
6.4
million
for
software
and
contracted
services,
there's
currently
7.1
million
dollars
in
funding
and
six
full-time
equivalent
positions
allocated
in
the
city
already
for
fire
and
life
safety.
Therefore,
the
incremental
funding
of
2.7
million
dollars
and
39
FTEs
is
required
to
fund
the
program
office
in
2020.
These
requirements
will
be
considered
as
part
of
the
2020
budget
process.
H
Once
a
program
office
is
fully
implemented
in
2021,
the
full
annual
cost
will
stabilize
around
12
million
dollars
from
an
implementation
perspective
in
November
we're
going
to
publish
the
master
fire
plan,
this
outlines
roles
and
responsibilities.
Some
reporting
requirements,
we're
gonna,
launch
the
software
solution
of
building
reports,
Canada
proceeded
to
onboard
staff
and
continued
to
support
the
divisions
with
fire
life
safety
issues
in
2020,
we'll
launch
the
Fire
Training
Program.
This
will
support
all
the
training
requirements
from
the
Ontario
fire
code
will
launch
the
fire
safety
program
proper.
H
A
D
G
G
We
looked
at
it
from
from
two
perspectives,
one
from
a
compliancy
perspective
and
a
quality
assurance
perspective,
as
well
as
a
cost
perspective,
and
we
looked
at
the
three
different
models:
the
hybrid
produced,
a
cost
savings
of
3.2
million
by
internalizing
the
monthlies
and
annuals
overall.
It
also
assured
us
that
we
could
maintain
better
compliance
and
quality
assurance,
because
under
the
other
two
models,
then
we
would
have
had
to
hire
what
I
call
checkers
checking
the
checkers
checking
the
checkers,
meaning
that
we'd
always
have
to
stay
on
top
of
the
vendors
for
compliancy.
G
This
way
we
set
up
the
quality
assurance
program
internally
for
our
monthly
annuals
and
and
with
the
sorry
for
the
monthlies
and
for
the
annuals
that
there's
a
check
and
balances
by
using
two
independent
vendors,
the
other
challenge
being
in
a
highly
concentrated
geographic
area
like
Toronto.
There
are
only
so
many
Tier
one
vendors
that
that
are
out
there
that
we're
all
competing
for
the
same
work.
G
D
H
Through
the
chair,
the
to
conduct
the
annuals
in-house,
we
did
explore
that
and
from
a
cost
perspective,
it
was
about
dead,
even
you
know,
within
within
a
better
to
a
hundred
thousand
dollars,
because
the
type
of
staff
and
the
qualifications
required
to
conduct
the
annuals
is
much
higher
than
what
it
needs
to
be
for
monthly.
Therefore,
we
have
increased
wages
and
increased
tools
and
equipment
and
the
reliance
on
allied
trades
as
well
for
electrical
major,
pipe
work,
etc
for
the
sprinklers
and
the
fire
alarm
systems.
D
G
The
chair
that
is
correct,
so
the
old
contracts
that
we
terminated
were
were
undervalued
under
bid
in
comparison
to
the
tier
one
vendors.
We
have
now
they're,
actually,
pricing
the
monthlies
a
lot
higher,
so
the
representation
of
that
additional
3.2
million
is
actually
based
on
the
tier
one.
Vendors
we're
currently
using
okay.
D
Thank
you,
question
of
sing
the
just
on
the
issue
of
under
bidding
and
I
know
coming
out
of
the
the
inquiry
about
you
know.
Some
time
ago
we
decided
to
get
pretty
strict
on
going
for
the
lowest
bidder,
but
like
in
this
being
I,
think
a
prime
example.
When
do
we
know
that
a
price
is
or
how
do
we
know
that
a
price
is
too
good
to
be
true,
that
that
really
the
vendor
couldn't
be
doing
the
job
properly?
What
it's
the
price
is
that
low.
I
Through
the
chair
that
would
you
know,
from
a
high
level
perspective,
it's
the
analysis
on
the
particular
work.
So
in
some
cases
we
have
an
unbalanced
bid
analysis
that
we
do
based
on
the
estimates
that
the
division
provides.
That
could
help
identify
flags
that
the
work
may
be
being
undercut
in
some
way.
It's
also
the
experience
of
the
division
bringing
forward
the
rationalization
of
there
might
be
issues
with
a
particular
bidder.
I
The
question
has
to
be
with
respect
to
going
with
a
low
bid
scenario
versus
perhaps
a
proposal
is
how
we
develop
the
specifications
and
requirements
that
go
into
it,
so
we
could,
in
the
instance
of
these
fire
life
safety
contracts.
To
the
auditor
pointed
out.
There
were
issues
just
in
the
in
how
we
develop
the
specifications
themselves,
which
led
to
the
fact
that
we
were
taken
advantage
of.
I
So
we
need
to
think
through
all
of
these
to
kind
of
make
sure
that
when
we
see
a
low
bid,
that
seems
to
be
too
good
to
be
true
that
we're
flying
the
right
analysis
to
say.
Okay,
should
we
get
rid
of
this
particular
vendor?
Is
this
a
risk
that
we
can
mitigate
and
manage
before
making
a
determination
whether
we
proceed
so.
D
I
D
Question
time
on
the
where
we
don't
have,
if
you're
the
one
to
answer
this,
but
when
someone
hasn't
fulfilled
their
contract,
I
mean
so
one
action
is
to
terminate
them.
But
do
we
have
provisions
in
our
contracts
that
make
it
easy
for
us
to
also
go
after
them
for
the
money
we've
paid
them
to
do
work
which
they
haven't
performed.
I
Do
the
chair
I'll
start
but
I'll?
Let
anyone
else
want
to
wander
in
Jaron.
Generally
speaking,
the
terms
need
to
be
set
up
so
that
we
can
one
to
your
point,
terminate
them
if
there's
a
default
and
then
be
able
to.
We
need
to
make
sure
that
we
have
the
evidence
of
support
being
able
to
support
going
after
them.
So
as
part
of
this
review,
I'm
sure
the
pad
and
Ryan
will
be
working
with
legal
on
ensuring
that
the
contract
terms
are
more
reflective
of
this
industry
and
what?
I
D
D
I
The
chair,
I,
would
say
that
is
more
than
just
contract
language
that
is
required
to
make
something
successful
like
that
is
about
also
follow
through
on
contract
management
and
documentation
by
the
city
to
division
running
that
contract.
Just
because
a
contractor
may
not
follow
the
contract
doesn't,
and
we
don't
do
anything
about
it.
It
would
probably
hamper
our
abilities
to
litigate
Thank.
D
E
You
I
wonder
if
we
could
just
go
over
the
different
people
involved
in
all
of
this
future
solution.
There's
a
lot
of
players
in
this,
so
the
annual
inspections
will
be
done
by
third-party
vendors.
We've
got
that
some
people
will
come
in
and
check
the
buildings
once
a
year.
Do
all
the
technical
things
write
a
report
file
it.
The
monthly
inspections
which
are
mini
inspections
are
done
by
who,
in
the
future
model
in
in-house
right
through.
E
H
E
So
the
the
heavy
lifting
of
technical
work
is
still
with
the
vendors,
correct
rewiring,
replacing
devices
that
kind
of
stuff,
okay
and
then
in.
There
is
also
a
quality
assurance
group.
So
what
are
they?
What
are
they
doing
versus
the
monthly
inspectors
or
they
just
call
the
inspectors,
certainly
through.
H
The
chair,
the
quality
assurance
people,
will
not
only
have
oversight
of
the
records.
They
will
also
feel
validate
that
what
is
reported
on
the
records
is
true,
so
without
revealing
the
techniques
of
how
they
conduct
or
Quality
Assurance,
they
will
go
in
the
field.
You
know
come
behind
them.
Press
the
buttons
on
the
panel,
because
the
fire
alarm
systems
are
smart,
intelligent
systems
that
keep
a
log
of
everything.
That's
ever
been
done
on
that
system,
so
they
will
come
behind
them
and
say
it
says
you
test
it
smoke.
E
This
is
the
I
guess,
the
safety
net
of
senior
management
to
make
sure
that
everything
is
falling
into
place,
especially
in
light
of
the
previous
findings
from
the
auditor
correct.
Okay,
so
the
last
check,
though
I
think,
is
the
fire
department.
So
the
fire
department
have
compliance
people
that
come
in
just
like
they
do
in
every
other
building,
and
so
what's
the
difference
between
what
they're
doing
and
what
we're
doing,
we
have
duplication,
I'll.
H
H
E
Maybe
I
can
shift
over
I
see
deputy
chief
Jessup
there,
so
it
sounds
like
the
the
facilities
folks
are
proposing
to
do
in-house
inspections
due
to
a
high
degree
of
standard.
Do
you
foresee
that,
as
lessening
the
workload
on
in
toronto
fire
in
the
future,
and
do
you
have
any
concerns
over
duplication
or
is
this
gonna
make
your
job
easier?
E
B
Through
the
chair,
thanks
for
the
question
so,
as
as
ryan
has
stated,
we
have
to
maintain
a
very
clear
line
in
the
sand
councillor,
as
you
know,
from
the
last
report,
where
we
cannot
be
inspecting
buildings
performing
the
work
that
the
building
owner
is
legally
responsible
to
do
so.
Toronto
fire's
role
in
this
is
no
different
than
a
private
building
owner
or
a
city
building
owner.
If
we
find
violations
through
our
normal
process,
you
know
we.
B
We
have
a
duty
to
make
sure
that
we
take
these
same
enforcement
actions
against
whether
it's
a
City
of
Toronto
or
a
private
building
owners,
so
Toronto
Fire
has
never
conducted
the
routine
tests
or
checks
within
the
City
of
Toronto.
Buildings
were
not
permitted
to
do
so
because
it
would
put
us
in
conflict
with
our
regulatory
role.
So
in
terms
of
lightening
the
workload
councilor,
we've
never
done
that
work
and,
in
terms
of
you
know
what
our
role
would
be.
B
E
I
mean
what
I'm
getting
at
is.
My
sense
is
the
people
that
are
going
to
be
hired
by
facilities
are
going
to
be
highly
technically
proficient
they're
gonna
be
pretty
good
inspectors,
as
opposed
to
relying
on
outside
vendors
that
you
know
the
audit
results
or
the
audit
results.
So
my
suspicion
and
my
expectation,
my
hope,
is
that
our
compliance
is
gonna
go
way
up
because
we've
got
in-house
experts
now.
E
B
Through
the
chairs
so
councillor,
certainly
the
you
know,
the
numbers
are
the
numbers
that
we
have
seen
so
again.
The
way
Toronto
Fire
and
the
chief
has
been
very
clear
in
terms
of
you
know
his
ex
bate
his
expectations
for
compliance.
But
right
now
we
look
at
inspections
on
really
three
to
four
levels.
Those
are
the
province
mandates
so
that
workload
will
not
change
those
that
City
Council
has
set
so,
for
example,
every
high-rise,
residential
building
or
view
tronto,
community
housing
building
and
then
well.
B
The
province
is
deemed
under
a
number
of
regulations,
complaint
or
request.
So
we
generally
don't
get
a
lot
of
complaints
within
the
city
of
toronto
buildings,
except
for
the
last
18
months
during
this
audit
process.
So
again,
I
don't
really
see
based
on
the
past
history,
any
sort
of
offset
because
we're
not
in
there
doing
the
inspections
and
tests
now
that's
their
job.
Our
job
is
if
we
receive
a
complaint
or
if
we
become
aware
of
an
issue,
then
we
have
to
put
on
our
other
hat.
B
F
A
Just
wanted
to
ask
we're
gonna
spend
a
lot
of
money
on
this,
which
I
think
is
needed,
but
on
page
four,
the
slide
deck.
The
first
point
is
fire
and
life
safety
vendors
work
in
an
unregulated
market.
How
do
we,
how
do
you
know
what
standard?
How
do
you
check
the
work
or
establish
what
the
benchmark
or
the
standard
is
that's
being
done
properly.
H
Sure
we
rely
on
the
Ontario
fire
code,
that
is,
that
sets
the
minimum
legal
requirements
for
inspection,
testing
and
maintenance
in
Ontario.
There
are
gaps
in
the
codes
and
standards
that
exist.
You
know
it
is.
It
is
not
a
tight
straight
line,
black
and
white
requirement
on
how
it's
maintained
and
tested
it
just
requires
that
it
be
tested
and
through
the
process
of
the
audit
and
the
Auditor
General's
report,
there
are
no
standard.
H
For
instance,
there
are
no
standardized
forms
for
sprinkler
inspections,
so
you
could
take
a
piece
of
loose-leaf
right,
sprinkler,
inspection
on
it
and
that
that
is
the
record.
You
know
the
more
reputable
companies,
of
course,
have
their
own
inspection
records,
but
we
propose
to
mirror
black
and
white
the
codes
right
out
of
the
ontario
fire
code,
which
in
references
of
course
other
NFPA
and
CSA.
H
A
A
B
Every
request,
the
City
of
Toronto,
made
to
enhance
the
enforcement
mechanisms
under
the
fire
protection
and
Prevention
Act
were
adopted
by
the
government
under
the
budget
act.
So
we
had
both
legislative
and
regulatory
changes
and
amendments
implemented
well
within
six
months
after
the
original
audit
so
and
answered
a
question.
Yes,
the
fire
chief
is
also
continues
to
meet
with
senior
government
officials
and
has
expressed
his
concern,
as
was
brought
out
in
the
audit
as
to
the
lack
of
certification
and
regulation
regarding
some
of
this
industry.
B
So
that's
a
work
in
progress,
but
certainly
we've
been
very
vocal
about
it
at
the
provincial
level
and
I
think
very
candidly
counts
for
the
very
fact
the
government
amended.
The
act
in
less
than
six
months
also
showed
that
the
the
province
recognized
some
of
the
concerns
that
we
brought
to
their
attention.
Okay,.
A
A
J
Just
want
to
say
by
me
speaking
at
this
meeting
that
shall
not
be
deemed
to
be
in
any
way
my
consent
expressed
or
implied
in
doing
so.
It's
fraud,
god
bless
her
Majesty
the
Queen,
a
long
leave
her
Majesty
the
Queen
and
let
the
record
show
I
do
not
consent
to
the
unconstitutional
searches
violating
section
8
of
the
Constitution
Act
1982
that
are
currently
taking
place
here
at
Toronto.
City
Hall
as
the
province
is
never
given
the
City
of
Toronto
express
statutory
authority
to
do
this.
J
Also
in
the
support
it
says,
at
its
meeting
of
June
10th
2015
City
Council,
adopted
amending
general
licensing
provisions
to
better
reflect
the
Ontario
Human
Rights
Code
in
the
accessibility
for
Ontarians,
with
Disabilities
Act
2005.
So
something
councillor
means
that
you
don't
know,
as
I
got,
to
sit
next
to
the
Commissioner
for
the
Ontario
Human
Rights
Commission,
the
last
police
board,
meeting
renew
man
day
and
I
think
her
name
is
and
before
the
meeting
began,
I
asked
her.
You
know
I
told
her.
I've
always
wanted
to
ask
you.
J
Why
is
there
no
definition
for
human
there's,
actually,
no
definition
for
human
in
the
Ontario
Human
Rights
Code,
and
you
could
tell
that
I
had
stumped
her
like
she's
like
wow?
Is
there
a
legal
definition
for
human
and
then
the
meeting
began?
And
then
you
know
people
said
repeatedly
clapping
for
Andy
Pringle
over
and
over
again,
because
it
was
the
last
meeting
and
what
I
was
gonna
say
to
her
necks
is
remind
her
as
she
is
a
lawyer
that
there
are
a
couple
Maxim's
of
law,
both
definitions
and
one
is
in
law.
J
Every
definition
is
dangerous
and
then
there's
a
second
one
that
says
every
definition
in
the
civil
law
is
dangerous
or
there's
very
little.
That
cannot
be
overthrown
so
to
find
a
legal
definition
for
a
human
being,
because
the
City
of
Toronto
should
come
up
with
the
definition
for
human
for
when
you're
cleaning
up
your
definitions
as
an
example,
you
have
to
go
back
to
1948
with
the
law
dictionary
with
pronunciations
by
James
a
Ballantine.
J
When
you
go
to
look
up
human
being
in
this
legal
dictionary,
you
will
see
that
it
redirects
you
and
tells
you
instead
to
go
sea
monster
now,
not
like
sea
monster
from
a
Godzilla
movie,
but
CSEE
monster,
so
you
go
up,
look
up
monster
and
monster
is
defined
as
a
human
being
by
birth
but
in
some
part
resembling
a
lower
animal.
So
why
is
this
relevant?
Because
has
anyone
here
ever
actually
seen
the
definition
for
animal
in
the
City
of
Toronto
act?
J
In
this
case
they
think
they
own
you
and
that
I'm
just
some
animal
rights
activists.
They
really
do
so
when
you're
coming
up
for
definition
for
human
and
cleaning
up
your
definition
section
here.
Something
to
keep
in
mind
is
this-
is
from
Canada
attorney
general
versus
mo
at
2009,
Federal
Court
of
Appeal
said.
A
legal
term
of
art
is
a
word
or
expression
that,
through
usage
by
legal
professionals,
has
acquired
a
distinct
legal
meaning.
J
It
has
a
technical
meaning
because
of
its
conventional
use
by
lawyers
and
judges,
and
this
is
from
Sullivan
on
the
construction
of
statutes,
and
they
add
that
is.
It
has
a
settled
legal
definition.
So
I
think
we
deserve
to
know
what
the
settled
legal
definition
for
human
is
in
the
future
and
in
the
dictionary
of
Canadian
law.
J
They
also
have
a
definition
for
just
term
of
art
which
says
some
expressions
in
common
use
and
documents
dealing
with
legal
rights
or
obligations
acquire
in
a
legal
context,
a
special
meaning,
different
from
or
more
precise
than,
their
meaning.
In
common
speech,
they
become
terms
of
art
and
I.
Just
want
to
acknowledge.
Counselor
mat
lo
quickly,
because
I,
apparently
because
of
him,
a
computer
got
fixed
at
the
northern
district
library,
so
I
want
to
thank
counselor,
mat,
law
and
I.
Think
there's
also
three
other
computers,
not
working
that.
Maybe
he
could
do
something
about.
K
My
name
is
Leticia
Phillip
Hodson
I'm,
a
lawyer
with
vassals
law
LLP.
Our
law
firm
represents
a
number
of
clients
operating
eating
establishments,
hotels,
entertainment
establishments
among
a
variety
of
other
businesses.
Today,
I'm
here
to
discuss
apology
policy
decisions
that
has
been
made
by
the
staff
of
MLS
to
require
a
criminal
record
and
judicial
matters,
police
track
requirement
for
all
adult
entertainers
in
order
to
obtain
a
business
license
which
would
allow
them
to
work
in
the
City
of
Toronto.
K
We
work
with
various
entertainment
establishment
license
holders
and
we
are
here
to
voice
the
concerns
that
we
have
had
from
a
number
of
our
clients
regarding
application
requirements
for
adult
entertainers
MLS
requires
a
criminal
record
and
judicial
matters,
police
check
not
only
for
the
operator
but
for
every
individual
entertainer
as
part
of
the
application
process.
A.
K
Business
license
can
be
issued
in
one
day
most
entertainers
previously,
when
they
arrived
in
Toronto
would
attend
at
8:50,
Coxwell,
show
two
pieces
of
ID
and
apply
for
their
license
and
obtain
their
license
in
the
same
day.
Now,
with
the
imposition
of
the
requirement
for
a
police
check,
an
entertainer
has
to
wait
up
to
15
days
or
longer,
if
for
criminal
record
or
judicial
matters
for
judicial
matters
of
police
track.
This
creates
an
unintended
and
completely
unnecessary
burden
on
the
mostly
female
applicants.
An
entertainer
cannot
work
in
Toronto
without
a
business
license.
K
Unlike
other
municipalities,
MLS
has
made
a
policy
decision
to
require
a
criminal
record
and
judicial
matters,
police
track
prior
to
issuing
a
license
in
order
to
obtain
a
criminal
record
and
judicial
matters.
Police
check
the
individual
entertainer
must
attend
a
police
station
at
their
place
of
residence
or
in
Toronto,
in-person
or
online,
and
then
still
attend
in
person
to
provide
their
identification
to
provide
to
obtain
the
police
check.
The
majority
event
of
adults
entertainers
do
not
work
in
one
location
for
more
than
a
week
or
two.
The
nature
of
the
business
requires
them
to
tour.
K
We
don't
have
the
actual
numbers
because
we're
not
privy
to
them,
but
there
are
several
thousand
applications
for
business
licenses
every
year
for
entertainers,
just
based
on
the
number
from
our
clients
establishments.
Unlike
most
other
business,
license
applicants
adult
entertainers
travel
from
run
province
to
another
or
from
one
city
to
another.
If
an
entertainer
is
coming
to
Toronto
to
work
for
more
than
one
or
two
weeks,
and
he
or
she
arrives
and
is
asked
for
a
criminal
record
check
that
can
take
up
to
the
two
weeks.
K
If
not
longer,
therefore,
they
cannot
work
and
are
forced
to
leave
Toronto
and
seek
employment
in
other
jurisdictions.
That
issue
licenses
on
the
same
day
without
the
requirement
for
criminal
record
search
as
such.
The
process
in
Toronto
has
become
onerous
and
has
caused
these
applicants
to
relocate
their
tour
to
other
municipalities
in
the
GTA
or
other
jurisdictions,
where
the
municipal
licensing
requirement
requirements
are
less
burdensome
as
compared
to
Toronto.
This
causes
an
unintended
burden
on
the
applicant
because
he
or
she
cannot
work
in
Toronto
as
well.
K
It
means
that
the
businesses
which
require
adult
entertainers
cannot
find
entertainers
that
are
touring
to
work
in
their
establishments.
This
unnecessary
burden
is
unintentionally
creating
a
problem
for
Toronto
businesses.
The
Toronto
businesses
and
entertainers
are
finding
themselves
in
a
position
where
business
outside
of
Toronto
have
had
an
unfair
competitive
advantage,
because
those
jurisdictions
do
not
require
the
criminal
record
check
as
part
of
their
licensing
requirements.
K
Adult
entertainers
research
of
various
municipalities
and
their
licensing
requirements
has
shown
that
some
of
their
municipalities
only
required
two
forms
of
government-issued
identification
and
an
adult
entertainer
may
then
successfully
obtain
an
adult
entertain,
an
entertainment
business.
Since
when
we
have
asked
MLS
why
the
city
requires
a
criminal
record
check
as
part
of
their
process,
we
are
told
that
it
is
a
result
of
the
requirement
contained
in
bill
1,
1
3.
K
However,
if
one
closely
reviews
bill
1,
1
3,
which
was
introduced
in
2015
enacted
in
2018,
there
is
no
requirement
contained
that
directs
municipalities
to
request
a
criminal
record
or
judicial
matters.
Police
check.
In
fact,
some
municipalities
do
not
require
this
clearance
letter
at
all.
The
decision
to
include
this
requirement
appears
to
be
a
purely
probably
driven
one
and
is
there's
no
legislative
requirement
within
the
provincial
document.
Emili´S
does
not
have
to
require
a
criminal
record
tag
as
part
of
the
licensing
process
for
adults.
K
Entertainers
as
such
MLS
has
the
discretion
to
not
require
criminal
record
check
at
all.
Just
like
the
City
of
Vaughan
and
City
of
Mississauga.
Today
we
are
requesting
that
the
committee
reconsider
the
application
for
requirements
for
a
criminal
record
and
judicial
matters
police
check
for
adult
entertainers
and
to
eliminate
that
requirement
for
entertainers.
Thank
you
thank.