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From YouTube: Government Management Committee - September 25, 2017
Description
Government Management Committee, meeting 22, September 25, 2017
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12512
Meeting Navigation:
0:10:05 - Call to order
2:43:20 - Public session
Agenda Items:
0:23:39 - GM22.1 - (9:45 AM) Apportionment of Property Taxes - September 25, 2017 Hearing (Ward All)
0:24:33 - GM22.2 - (9:45 AM) Cancellation, Reduction or Refund of Property Taxes - September 25, 2017 Hearing (Ward All)
0:12:57 - GM22.3 - Amendments to the Records Retention By-law Arising from City of Toronto Act, 2006, and Other Changes (Ward All)
2:29:10 - GM22.4 - Assessment Act Appeals at the West Don Lands (Ward 28)
0:49:28 - GM22.5 - Fair Wage Office - 2016 Annual Report (Ward All)
0:13:40 - GM22.6 - Non-Competitive Contract for BMA Municipal Study (Ward All)
0:13:52 - GM22.7 - Award of Request for Proposal (RFP) No. 0513-17-0092 Pharmacy Services at Various City of Toronto's Long-Term Care Homes and Services Locations and the Office of Emergency Management (Ward All)
0:14:15 - GM22.8 - Amendment to Purchase Order No. 6035888 - Fort York Visitor Centre (Ward 19)
0:28:04 - GM22.9 - Award of Swiss Challenge Request for Proposal No. 3204-17-7034 to GameOnStream for the Installation and Maintenance of Fixed Cameras in Various City of Toronto Arenas to Video Stream Hockey Events, Live and On Demand (Ward All)
0:14:53 - GM22.10 - Amendment to Purchase Order No. 6038702 Bessarion Community Centre Design, RFP 9118-13-5070 (Ward 24)
0:15:17 - GM22.11 - Non-competitive Contracts with Track Vehicle Repair and Leitner-Poma Canada Inc. for Proprietary Parts and Services (Ward 3, 10, 16)
0:15:35 - GM22.12 - Provision of Proprietary Software, Support, Maintenance and Professional Services from CSDC Systems Inc. (Ward All)
0:15:55 - GM22.13 - Project Funding for North St. Lawrence Market - Archaeological Interpretation (Ward 28)
0:16:39 - GM22.14 - Results of the Discussions between the City of Toronto and Tuggs Inc. on Acquisition of Licenced Area (Ward 32)
0:58:59 - GM22.15 - Request to Amend Purchase Order No. 6041647 with Kronos Canadian Systems Inc. for the Cross Application Timesheet System and Time Attendance and Scheduling System Project (Ward All)
1:48:54 - GM22.16 - Use of Province of Ontario Vendor of Record for the Delivery of Services Relating to the Purchasing Card (PCard) Program (Ward All)
1:50:44 - GM22.17 - Charbonneau Commission Report - Review and Relevance of Recommendations for Toronto's Purchasing and Materials Management Division (Ward All)
1:58:28 - GM22.18 - Semi-annual Treasurer's Report on Activities of the Accounting Services and the Purchasing and Materials Management Divisions - June 30, 2017 (Ward All)
2:00:35 - GM22.19 - Largest Property Tax Debtors with Tax Arrears Greater than $500,000 as at June 30, 2017 (Ward All)
0:18:38 - GM22.20 - Update on Pilot Project to Offer Utility Bills on Monthly Billing Cycle (Ward All)
0:18:52 - GM22.21 - Properties Leased by Real Estate Services - Designation of a Portion of Premises as a Municipal Capital Facility (Ward 8, 20, 27)
0:19:07 - GM22.22 - Waiving Late Payment Penalties and Fees for Property Tax Payments (Ward All)
0:19:18 - GM22.23 - Direction Regarding Merger of the Five (5) City of Toronto Pre-OMERS Pension Plans with OMERS (Ward All)
0:20:07 - GM22.24 - Amendments to Governing By-laws of City-sponsored Pension Plans to Harmonize with the Pension Benefits Acts (Ward All)
0:20:19 - GM22.25 - Amendments to By-laws Governing the City-sponsored Civic and Fire Fund Pension Plans Requested by the Canada Revenue Agency (Ward All)
0:20:41 - GM22.26 - City of York Employee Pension Plan(York Plan) - Actuarial Valuation as at December 31, 2016 (Ward All)
2:04:14 - GM22.27 - Changes to the On-Street Paid Parking Rates and Hours of Operation (Ward All)
0:40:58 - GM22.28 - City of Toronto Consolidated Green Fleet Plan 2014 2018 - Progress Report Third Quarter 2017 (Ward All)
0:21:20 - GM22.29 - Purchase of Residential Units - 414 Dawes Road (Ward 31)
0:21:35 - GM22.30 - Expropriation of Easement Area, 500 Dawes Road (Ward 31)
0:22:04 - GM22.31 - Settlement of Expropriation of 1229 Ellesmere Road (Ward 37)
0:22:23 - GM22.32 - Disposition of Spadina Expressway Properties - Memorandum of Understanding with Infrastructure Ontario (Ward All)
0:22:39 - GM22.33 - Expropriation of a Portion of the Rear Property at 2208 Bloor Street West - Toronto Transit Commission Runnymede Subway Station Easier Access and Masonry Repair Projects (Ward 13)
0:23:01 - GM22.34 - 1797 St. Clair Avenue West Expropriation Settlement with Imperial Oil (Ward 17)
2:25:29 - GM22.35 - Amendment to Purchase Order No. 6040444 - Fire Alarm Upgrade Project - 40 College Street, Toronto Police Headquarters (Ward 9)
2:27:34 - GM22.36 - Request to Revise the Ontario Provincial Offences Act (Ward All)
2:45:01 - GM22.37 - Enactment of By-laws
A
Thank
you
Karen,
so
I
want
to
welcome
everybody
to
meeting
number
22.
The
government
management
committee
I
want
to
welcome
members
to
the
committee.
Two
other
members
of
council
councilor
McMahon,
welcome
to
government
management
committee
in
attendance
today
and
the
members
of
the
public
for
those
of
you
in
the
room
with
us.
A
The
screen
at
the
back
of
the
room
which
I
can't
see
is
in
the
back
corner,
provides
real-time
updates
concerning
where
we
are
on
the
agenda
and
what's
coming
up
next
for
those
of
you
at
home,
trying
to
avoid
going
out
in
the
heat
you
can
follow
the
agenda
debate
on
your
computer
tablet
or
smartphone
at
wroc,
a
splash
council
and
I'd.
The
government
management
committee
also
gratefully
acknowledges
its
meeting
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
hot
and
a
Shawnee.
A
A
He's
he
swears
up
and
down
that
he
only
said
5
in
the
interview
and
I
couldn't
find
my
notes,
so
I
have
to
take
his
word
at
it.
So
Rob
I
just
want
to
thank
you
for
all
your
hard
work
in
the
past
five
years.
The
city's
chief
financial
officer,
it's
I,
know
you've
had
lots
of
fun.
You're
gonna,
miss
all
of
us
and
I
hope.
You
have
a
long,
happy,
healthy
retirement.
A
But
if
I
find
my
notes,
okay,
we'll
go
through
the
agenda.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act?
Seeing
none
can
I,
have
a
motion
and
confirm
the
minutes.
May
29th
2007,
teen
counselor
Shannon
has
been
moving
the
minutes
all
in
favor
carried
on
the
green
sheet.
There's
the
list
of
the
speakers
for
anybody
in
the
public
fit
wants
to
know
who
this
is
on
the
speaker's
list,
who
should
actually
be
a
stack
of
green
sheets
in
that
corner
as
well
and
over
on
that
table?
A
So
first
item
on
our
agenda
is
delegated
authority
item
at
9:45
is
the
apportionment
property
taxes
for
September
25th
2017,
some
public
hearings,
so
I'm
gonna
hold
that
the
next
item
number
2
is
also
a
9:45
hearing
for
the
cancellation
reduction
or
refund
of
property
taxes.
As
of
September
25th,
2017
number
three's
amendments
to
the
records
retention,
bylaw
rising
from
the
City
of
Toronto
act,
2006
and
other
changes.
A
A
A
Number
nine
is
the
award
a
swiss
challenge
request
for
proposal
number
three:
two:
zero:
four
one:
seven:
seven:
zero:
three:
four:
two
game
on
stream
for
the
installation
and
maintenance
of
fixed
cameras
in
various
city
of
toronto
arenas;
two
video
stream
live
hockey;
events,
sorry
hockey
events
and
live
and
on
demand
and
there's
one
deputed
on
that.
So
I'm
gonna
hold
that
one
number
ten
is
an
amendment
to
purchase
order.
A
A
A
A
Number
fifteen
request
to
amend,
purchase
order,
numbers
six,
zero,
four
one,
six,
four,
seven
with
Kronos
Canadian
systems
incorporated
for
the
cross,
application,
timesheet
system
and
time
attendance
and
scheduling
system
project.
We
have
one
deputy
on
that,
so
I'll
hold
that
number.
Sixteen
use
of
the
province
of
Ontario
vendor
of
record
for
the
delivery
of
services
relating
to
the
purchase
card
p-card
program.
As
it's
commonly
known
councillor
Davis
hold
that
I
have
a
question.
Okay,
pastor,
Davis
is
gonna
hold.
A
A
A
B
If
I
may,
I
just
want
to
sister
assume,
you
would
like
to
say
that
I
just
want
to
say
thank
you
to
the
entire
staff
Angelo
and
his
team
and
pensions,
Mike,
Weisman,
Mike,
st.
amant
and
all
staff
to
own
words
for
coming
together.
So
what
I
think
we
put
together
a
very
good
deal
for
both
sides?
Thank
you.
Oh
yes,
legal!
Don't
forget
the.
F
A
Number
24
amendments
to
the
governing
bylaws
of
city
sponsored
pension
plans
to
harmonize
with
the
pension
benefits.
Act
I'll
move
that
one
all
in
favor
carried
number
25
amendments,
the
by
laws
governing
the
city,
sponsored
civic
and
fire
fund.
Pension
plans
requested
by
the
Canadian
Revenue
Agency
councilor
croissant
is
moving
number
25.
All
in
favor
carry.
A
Number
27
changes
to
the
on
Street
paid
parking
rates.
Sorry
I
skipped
thanks:
Kelsey
Arcosanti
number,
26,
City,
York,
employee
pension
plan
or
the
York
plan
actuarial
valuation
at
December,
31st
2016,
councilor
croissant
is
moving
the
recommendations.
All
in
favor
carries
number
27
changes
to
the
on
street
paid
parking
rates
and
hours
of
operation
you
want
to
hold
that
kills
for
Santi,
okay,
chemistry,
Santi
is
holding
number
27
28
City
of
Toronto
consolidated
green
fleet
plan
for
2014
to
2018.
A
C
A
A
Number
34
1
797,
st.
Clair,
Avenue
West
expropriation
settlement
with
Imperial
Oil
councillor
shams,
moving
the
recommendations
on
favour
carried
number
35.
The
amendment
to
purchase
order
number
six,
zero,
four
zero.
Four
four
four
fire
alarm
upgrade
project
forty
College
Street,
Toronto,
Police,
Headquarters,
I'm,
actually
gonna
hold
it
I'm
gonna
hold
it.
Thank
you
and
I
think
that's
that's
it!
So
we
go
back
to
the
beginning.
A
A
So
it's
the
apportionment
of
property
taxes,
September
25th,
2017
hearing,
so
anybody
there's
no
deputies.
When
anybody
like
to
speak
to
this
item
and
then
I
have
to
ask
one
last
time
and
then
I'm
gonna
move
a
motion.
Anybody
like
to
speak
to
this
item.
That's
the
apportionment
of
property
taxes.
It's
a
public
hearing
for
today,
seeing
none.
F
A
A
A
D
Questions
of
stuff-
yes,
I,
do
thank
you
teacher,
so
I'm,
not
sure
if
this
is
the
area
that
I
should
be
asking
this
question.
But
what
I
like
to
know
is:
if,
if
someone
inadvertently
over,
pays
their
taxes
in
one
particular
year
and
and
then
maybe
a
following
year
again
it
the
opposite
happens,
maybe
they're
there
they're
there,
they
they're
short
of
the
payment
is
the
is
a
property
owner
notified
of
that
overpayment
and
how
is
the
overpayment
dealt
with.
F
Thank
you
through
you,
mr.
chair
overpayments
of
property
taxes.
We
will
carry
that
credit
amount
or
we
will
refund
the
customer
who
made
the
overpayment.
So
if
they've,
if
they're
aware
that
they've
made
an
overpayment,
there
is
a
notification
process
that
takes
place
where
we
will
notify
them
of
the
overpayment
and
the
credit
on
the
account.
At
that
point,
they
can
either
request
a
refund
or
we
will
leave
it
on
the
property
tax
and
it
simply
defers
future
installment
payments
or
is
carried
into
the
following
year.
F
D
D
A
A
So
our
first
item
that
wave,
adapting
and
on
is
number
nine.
The
award
a
swiss
challenge
request
for
proposal
number
three:
two:
zero:
four
one:
seven:
seven:
zero
three:
four:
two
game
on
stream
for
the
installation
of
maintenance
of
fixed
cameras
in
various
city
of
toronto;
arenas,
video
stream
hockey
events
live
in
an
on-demand
and
I,
have
John
Y
pitch
from
Macmillan
lol
PPP
on
behalf
of
live
barn,
incorporated.
A
E
Thank
so
much
for
your
time.
My
name
is
John
with
Jenna
I'm,
an
associate
at
Macmillan
LLP
we
represent,
live,
barn,
Inc
live
barn,
Inc
is
deleting
amateur
sports
broadcaster
in
North
America,
and
it
is
a
Canadian
company.
It
has
thousands
of
customers
and
is
found
throughout
venues
across
North
America
by
the
end
of
2017.
It
will
be
found
within
500
venues,
so
we're
here
today
to
speak
to
some
concerns
we
had
with
the
RFP
process.
E
The
process
that
was
put
forward
by
the
city
contained
two
parts.
The
first
part
contain
a
technical
component
and
the
second
part
contained
a
revenue
component.
The
technical
component
looked
at
expertise,
quality
of
cameras,
service
provided
to
Toronto
nians,
and
the
second
component
looked
at
the
revenue
that
would
be
promised
to
the
city.
Had
they
been
chosen
for
the
RFP
as
outlined
in
staff's
recommendations,
live
barn,
surpassed
game
on
stream.
In
both
these
categories
on
the
original
proposal,
it
was
only
after
the
proposal
was
brought
back
to
game
on
stream
that
game
on
stream.
E
Eventually
met
the
requirements,
I
would
like
to
highlight
that
the
technical
component
shows
why
live
barn
should
have
been
chosen.
For
example,
live
barn
is
able
to
respond
to
customer
concerns,
let
that
be
glitches
or
other
issues
within
about
15
minutes,
while
we
believe
that
our
competitor
takes
a
few
hours
to
do
it.
E
It
is
our
understanding
that
the
references
were
not
contacted
and
we
believe
that,
if
references
were
contact
to
throughout
this
process,
we
they
would
have
been
able
to
inform
city
that
we
tend
to
generate
higher
revenue
than
we
normally
put
within
our
bid
and
going
back
to
the
proposal
in
and
of
itself.
This
is
a
five-year
commitment
and
we
think
that
it
is
worthwhile
before
the
city
makes
a
decision
which
competitor
to
choose,
that
they
contact
references
and
learn
about
how
each
company
deals
with
each
venue
and
customers
alike.
E
C
E
We
think
it's
unfair
for
two
reasons:
one
when
the
RFP
was
really
Anapa
put
forward.
We
did
ask
for
certain
questions
to
be
answered,
and
that
includes
basic
non
propriety
information
that
the
original
unsolicited
bid
contained.
That
information
wasn't
provided
to
us
and
then.
Secondly,
we
think
it's
unfair,
because
the
way
the
Swiss
challenge
works
is
that
we
submitted
our
proposal.
Our
proposal
in
the
situation
was
deemed
superior,
so
then
staff
went
to
the
competitor
to
look
at
it.
E
The
proposal
consisted
of
two
components:
one,
the
technical
component,
which
is
unclear
to
us
how
our
competitor
could
have
said
that
they
have
all
of
a
sudden,
more
expertise,
better
products,
better
software
systems,
and
we
do
within
the
period
of
time
how
did
they
get
there
and
then?
Secondly,
we
originally
provided
a
guarantee
of
a
certain
amount
of
money
and
based
on
conversations
with
staff.
E
It
has
come
to
our
attention
that
game
on
stream
was
hesitant
in
making
such
commitments,
and
it
was
only
because
they
had
to
make
those
commitments
that
they
did
purport
a
guaranteed
revenue.
In
our
situation,
we
provided
a
conservative
amount
of
money
that
we
think
or
that
we
guarantee
to
the
city
and
had
our
reference
has
been
checked.
We
believe
that
the
staff
would
have
come
to
the
understanding
that
revenues
are
actually
much
greater
than
108,000
that
we
promised
so
in
those
two
components.
Why.
E
We
we
put
in
a
conservative
amount
of
revenue
and
we
also
put
in
an
amount
that
we
thought
we
could
be
able
to
receive,
but
for
the
purposes
of
this
contract
we
put
in
a
conservative
amount
that
conservative
amount
was
actually
greater
than
game
on
stream
and
even
within
conversations
with
staff,
it
seemed
that
came
on
stream
had
some
concerns
about
being
able
to
make
that
amount,
and
this
is
a
five
year
contract.
So
we
think
it
would
be
wise
to
contact
the
references
and
and
kind
of
get
the
full
picture
for
the
city.
Okay,.
A
C
C
Don't
you
respond
in
public
what
you
can
about
the
question
of
unfairness
and
that
had
to
do
with
the
non-basic
non
proprietary
information
not
provided,
and
the
technical
did
they
did.
The
winning
bidder
meet
the
technical
requirements
and
the
guaranteed
revenue
amount,
you're,
confident
that
that
this
is
a
bid.
That
is
the
better
bid
through.
G
The
chair
that
this
all
stems
from
an
unsolicited
proposal
policy,
so
originally
game
on
stream,
submitted
and
solicited
posle.
It
then
was
assessed
by
staff,
and
then
we
got
council
approval
to
go
issue,
the
Swiss
challenge,
which
was
taking
the
components
of
the
proposal
to
put
out
to
market
for
someone
to
reply
back
to
so
that's
that's.
What
happened
in
lie,
barn
did
reply
and
they
got
scored
properly
and
they
were
they
were,
as
they
indicated
had
a
higher
score
than
game
on
strings
original
proposal.
G
But
the
Swiss
challenge
then
says:
if
that
happens,
you
then
go
back
to
the
original
proposal
or
the
original
company
that
made
the
proposal
who
came
on
stream
and
give
them
an
opportunity
30
days
in
which
they
can
decide
to
meet
or
exceed
that
counter.
That's
the
the
onion,
the
the
difference
in
the
Swiss
challenge
procedure.
So
that's
what
happened?
The
game
on
stream
did
confirm
that
they
wouldn't
meet
the
problem,
though
higher
level,
so
both.
G
I
believe
that,
yes,
that
they
have
to
they
have
to
meet
the
proposal
that
was
given
to
them.
That
is
the
nature
of
this.
This
unsolicited
proposal
policy.
It's
not
our
normal
procedure
if
it
was
just
a
straight
off
for
an
RFP,
the
highest
scoring
proponent
would
have
won,
but
this
one
gives
the
opportunity
for
the
original
proponent
to
provide
a
better
offer.
C
A
C
It's
an
unusual
process,
but
it
sounds
as
though
the
process.
Well
it's
the
process.
We
adopted
I
mean
it's
it's
policy.
It
sounds
as
though
the
policy
was
followed
and
I
hear
from
staff
and
from
PF
and
our
staff
as
well
they're.
Confident
in
the
recommendations
before
us
and
the
proponent
will
be
able
to
deliver
what
they
promise.
So
I
will
move
the
staff
recommendations.
C
A
I'm
just
gonna,
say
I'm
gonna
be
supporting
the
staff
recommendations.
I
want
to
I
want
to
thank
staff,
as
councillor
mentioned
and
councillor
Davis
mentioned
in
her
earlier
comments.
This
is
the
first
Swiss
challenge
that
we've
seen
come
this
far
and
get
to
the
committee
and
Swiss
challenges
are
a
very
important
component.
However,
a
bidding
process
that
was
approved
by
City,
Council,
I
think
unanimously
and
I
want
to
thank
staff
for
all
of
their
work
on
this
and
I'm
actually
looking
forward
to
seeing
more
of
these.
Thank
you
very
much.
A
A
Our
next
item
is
that
we
have
definite
scores:
number
15
request
to
amend,
purchase,
order,
number,
six,
zero,
four
one,
six,
four,
seven
with
kronos
Canadian
systems
incorporated
for
the
cross,
application,
timesheet
system
and
time
attendance
and
scheduling
system.
We
have
one
deputy
mr.
Mike
Merriman
from
the
Toronto
Civic
Employees
Union
local
four
one
six
understand.
Mr.
Merriman
was
on
public
transit
trying
to
get
here.
I,
don't
know
if
he's
here.
A
Morning,
gentlemen,
so
you
have
five
minutes
to
address
the
committee.
There's
no
outside
counselors
here.
So
once
you're
done
your
presentation,
each
member
of
the
committee
has
up
to
five
minutes
to
ask
you
questions.
Then
we
bring
it
back
into
committee,
where
we
can
ask
staff
individually
for
up
to
five
minutes
questions
on
this
item,
and
then
we
debate
it
within
the
committee
and
vote
on
any
motions.
H
H
Our
team
is
broadly
focused
on
developing
strategies
that
leverage
the
Enbridge
gas
distribution
network,
which
is
safe,
reliable
and
extensive
within
Toronto
to
deliver
low
carbon
fuels
in
the
transforming
low-carbon
world.
This
morning,
I
would
like
to
share
some
thoughts
with
you
about
the
renewable
natural
gas,
a
concept
that
has
been
evolving
here
in
Toronto
and
how
this
decarbonized
fuel
can
deliver
bio
waste
and
help
Toronto
transform
its
fleet
to
net
neutral
emissions.
This
morning,
I'll
talk
specifically
about
the
refuse
fleet,
as
well
as
maybe
the
TTC
fleet
transit
fleet.
H
Basically
takes
the
available
biogas
resources
produced
by
the
anaerobic
digesters
and
landfills,
as
well
as
wastewater
facilities
and
capture
that
biogas
clean
it
up
and
put
it
into
our
system
to
produce
renewable
natural
gas,
and
the
idea
here
is
that
renewable
natural
gas
is
a
perfect
transportation
fuel
because
it
offers
net
neutrally
emissions
with
something
that
was
considered
to
be
a
waste.
Renewable
natural
gas
is
the
least
expensive
renewable
fuel
available
today,
and
it
sells
at
about
on
par
to
diesel
or
less
renewable
natural
gas
can
also
be
distributed
anywhere
in
North
America.
H
So
it
gives
lots
of
flexibility
to
the
city
to
either
move
it
to
its
vehicles,
its
buildings
or
perhaps
even
consider
selling
it
to
other
markets
where
a
profit
can
be
gained
from
that
fuel,
and
the
city
ultimately
has
the
ability
to
control
its
fuel
supply.
This
is
your
fuel
that
you're
producing
using
what
would
be
considered
a
waste
product
about
being
a
green
waste.
H
Think
here's
where
the
story
gets
really
exciting
for
Toronto.
So,
as
we
all
know,
Ontario
under
cap
and
trade
has
got
some
pretty
aggressive
targets
for
carbon
reduction
and
where
this
gets
really
exciting.
I
think
from
our
perspective
is
that
by
switching
to
compressed
natural
gas
for
at
least
your
refuse
and
your
transit
fleet,
you
immediately
meet
the
2020
targets
of
15
percent
reduction,
but
where
this
gets
better
is
as
we
move
forward
to
2050,
you
don't
have
to
utilize
100%
of
your
RNG
as
a
fuel.
H
It
can
be
blended
with
compressed
natural
gas
and
it
functions
exactly
the
same
way
as
compressed
natural
gas
does
so
that
to
get
to
2030
targets,
you
only
need
to
blend
another
26%
of
our
energy
with
tradition,
natural
gas
to
hit
2030
targets,
and
you
only
need
to
blend
74%
renewable
natural
gas
with
traditional
natural
gas
to
get
to
your
2050
targets.
Why
this
is
exciting
and
primarily
why
this
is
so
important
is
because
getting
to
2050
emission
targets
does
not
have
to
be
negatively
impact,
Philon,
your
economics
or
the
economics
of
the
city.
H
And
I
see
my
time
is
quickly
coming
to
an
end,
so
I
guess
just
just
just
to
focus
on
one
more
fleet.
You,
you
have
a
large
transportation
fleet
that
being
TTC
Toronto
Transit
Commission
is
looking
to
renew
its
diesel
fleet
in
the
next
two
to
five
years
and
I
think
this
is
the
next
greatest
opportunity
for
the
city.
We've
evaluated
four
yards
with
TTC
and
there's
definitely
four
yards
that
have
ideal
conditions
that
would
allow
those
fleets
to
operate
on
renewable
natural
gas
once
again,
favor
alike,
on
favorable
economics.
H
Think
it
should
be
said
that
all
of
this
can
be
accomplished
using
existing
technology
off-the-shelf
stuff.
It's
not
forward-looking
to
technology
that
is
just
being
developed.
It
has
been
proven
over
the
last
20
years
and
it
is.
It
is
readily
adaptable
by
other
jurisdictions
like
La,
Transit,
British
Columbia
and
in
Ontario
as
well,
Hamilton,
Street
and
rail.
So
we're
talking
about
something
that
is
achievable
now
today,
with
favorable
economics.
A
Okay,
thank
you
very
much,
sir.
Any
questions
at
a
deputy.
You
know
No.
Thank
you
very
much
appreciate
you
coming
in
this
morning.
Thank
you
very
much,
questions
of
staff
speakers,
somebody
like
to
move
the
recommendations
on
the
second
counts
are
cold
moving
the
recommendations
all
in
favor
carried.
A
A
C
I
C
One
of
the
things
you
identified
in
here
was
there
were
five
different
temp
agencies
involved.
Were
they
all?
Where
was
the
underpayment
I
know
that
the
the
responsibility
rests
with
Canada
fibers,
but
they
were
using
temp
agencies,
so
we're
all
of
the
temp
agencies
responsible
for
under
paying
the
staff.
The.
I
Contract
with
the
City
of
Toronto
is
with
Canada
fibers
Canada
fibers
own
employees
were
found
to
be
non-compliant.
In
addition
to
that,
all
the
identified
temp
agencies
were
also
found
to
be
in
non-compliance,
so
we
are
pursuing
and
and
back
wages
are
currently
being
processed
for
those
workers
working
for
those
different
placement
agencies,
as
well.
Now.
C
I
Actually
depends
which
a
facility
which
building
they
worked
at
so
if
it's
a
City
of
Toronto
contract,
which
most
of
the
processing
has
occurred,
the
workers
working
on
the
City
of
Toronto
contract
would
would
naturally
be
affected
and
back
wages
would
be
owed
to
those
workers.
If
the.
If
the
worker
was
working
on
a
non
City
of
Toronto
facility
or
building,
then
they
are
left
to
their
own
devices.
I
C
Okay,
so
those
who
lost
their
jobs
I've
got
compensated
from
a
financial
perspective,
but
not
reinstated.
So
it
raises
the
question
about
temp
agencies
for
me
for
sure,
and
do
we
always
ask
when
we're
looking
at
the
fair
wage
when
we're
reviewing
or
investigating
complaints?
Do
we
always
ask
about
the
temp
agencies
and
prior.
I
To
the
award
of
the
contract,
the
fair
wage
office
sends
a
declaration
to
the
general
contractor
to
complete
to
and
identify
subcontractors
that
that
be,
they
will
be
engaging
on
the
job
site
and
we
would
go
through
the
approval
process
for
those
subcontractors,
which
would
include
temp
agencies
as
well.
So
they,
the
the
the
prime
contractor,
certainly
understands
what
their
obligations
are
under
the
policy.
No.
C
I
Asked
for
all
subcontractors,
in
fact,
we
would,
if
prime
contractor
lists
a
subcontractor
in
that
we
also
sent
a
declaration
to
the
subcontractor.
So
we
try
to
go
as
far
as
possible
down
to
subcontracting
chain
to
understand
who
will
be
performing
the
work
and
identifying
what
wage
rates
would
be
applicable.
There's.
C
I
Typically,
what
happens
in
a
lot
of
our
construction
contracts
is
that
when
the
company
is
performing
the
work
they
may
on
or
things
that
were
not
necessarily
part
of
the
contract?
As
a
result,
they
do
perform
the
work
and
they
charge
the
city
on
a
per
hour
D
basis.
So
the
payroll
burden
that
our
office
would
would
identify
would
be
what
the
total
wage
and
labor
costs
are.
So
that
would
include
based
hourly
wage
rate
holiday,
vacation,
pay,
fringe
benefits
and
the
statutory
requirements,
so
that
our
engineers
understand
what
the
full
rate
is.
C
C
I
Miller
waste
violation
was
minor
in
our
view,
out
of
the
36
employees
that
we
looked
at,
four
employees
were
paid
the
actual
appropriate
wage
rates.
However,
their
fringe
benefits
were
misclassified,
so
rather
than
being
classified
as
a
single,
they
should
have
been
classified
as
family
as
a
family,
so
family
deduction,
so
that
was
the
mom.
In
my
view,
that's
the
relatively
minor
violation:
okay,.
C
I
just
want
to
commend
the
fair
wage
office.
They
do
amazing
work
to
make
sure
that
people
who
are
contracted
to
the
city
are
complying
with
their
fair
wage
obligations
and
the
Canada
fibers,
one
in
particular
resulted
in
1600
workers
being
compensated
for
the
failure
of
that
company
to
pay
them
properly
and
to
meet
our
fair
wage,
their
fair
wage
obligations.
So
thank
you
for
your
good
work
and
I
yeah.
A
Thank
You
councillor
Davis
other
speakers
on
this
item.
Seeing
none
I
just
want
to
answer
co-counselor
Davis's
comments.
I
want
to
thank
the
fair
wage
office
staff
and
mark
and
all
your
staff
for
their
hard
work.
You'll
see
in
the
report
that
fair
wage
office
staff
did
221
site
visits
and
our
favor
fair
wage
office
goes
back
to
I.
Think
1896,
1893,
1893
I
was
off
by
three
years,
but
we
had
one
of
the
first
fair
wage
offices
in
Canada.
A
If
not
North
America,
they
still
do
a
tremendous
amount
of
work,
as
was
evident
in
councilor
Davis's
questions.
All
of
the
companies
that
are
listed
and
there's
some
large
ones
are
all
first-time
complaints.
So
we
still
continue
to
have
issues
with
our
contractors
in
some
of
the
companies
that
deal
with
the
City
of
Toronto.
Not
everybody
has
a
protection
of
working
in
a
unionized
work
environment.
A
A
A
Round
number
15
request:
OMM
purchase
order,
number,
six,
zero,
four
one:
six,
four:
seven
with
Kronos
Canadian
systems
incorporated
for
the
cross,
application,
timesheet
system,
time
attendance
and
scheduling,
system
projects,
and
we
have
a
one
listed
deputy
Mike,
Merriman
Toronto,
Civic,
Employees,
Union
Local,
four
one
six,
mr.
Merriman,
you
have
five
minutes
whenever
you're
ready
each
member
of
the
committee
can
ask
you
questions
for
up
to
five
minutes,
and
then
we
bring
it
in
camera.
Toss
questions,
sorry
back
into
committee
to
ask
questions
of
staff,
and
then
we
can
speak
to
the
items.
J
You
good
morning,
chair
and
committee
members,
thank
you
for
having
me
allow
me
to
speak.
My
name
is
Mike
Merriman
I'm,
a
paramedic
and
also
the
unit
share
of
the
paramedic
services
for
QP
local
four
one
six
I'm
here
today
to
provide
us
a
frontline
paramedic
to
provide
you
with
our
perspective
about
the
current
status
of
the
corona
scheduling
system
that
was
implemented
by
the
city
in
February
of
this
year
at
a
cost
of
over
14
million
dollars.
J
As
you
may
know,
Toronto
paramedics
have
been
dealing
with
several
challenges
with
the
new
scheduling
system
since
its
implementation
earlier
this
year.
Unfortunately,
some
of
these
problems
still
exist.
The
biggest
concern
that
our
paramedics
have
with
the
scheduling
system
is
the
inconsistency
with
accurate
scheduling
information
as
it
relates
to
our
dispatch
center.
This
inconsistency
has
led
to
service
calls
not
being
transferred
to
the
appropriate
paramedic
unit,
sometimes
leading
to
unnecessary
delays.
J
These
issues
were
raised
this
summer
by
paramedic
staff,
which
resulted
in
the
city
spending
over
a
hundred
thousand
dollars
to
Deloitte
to
perform
a
risk
assessment
of
the
system.
We
have
yet
to
see
the
results
of
this
risk
assessment
and
are
concerned
by
the
delay.
As
you
can
imagine,
we
were
surprised
to
learn
that
staff
are
now
recommending
recommending
sorry
to
over
200,000
dollars
more
for
terminals
and
professional
services
that
were
incurred
last
year
on
this
system.
This
increases,
in
addition
to
a
previous
increase
to
the
contract
of
almost
$500,000
last
year.
J
Our
concerns
that
the
city
appears
to
be
spending
their
way
out
of
a
problem
that
they
have
no
guarantee
will
be
fixed.
I
do
not
want
other
departments
of
the
city
to
endure
the
same
amount
of
frustration
and
inefficiency
in
efficiency
that
we
have
experienced
with
this
system.
We're
here
today
to
make
sure
I
am
here
today
to
make
this
deputation
and
provide
this
perspective
to
you,
because
we
have
yet
to
see
this
problem
fixed.
Also,
we
have
not
been
properly
consulted
on
the
scheduling
system
from
city
staff.
J
J
In
closing,
our
request
today
is
that
you
please
take
our
perspective
into
account
when
making
decisions
on
the
future
of
the
system
and
that
you
place
this
issue
as
a
top
priority
in
order
to
fix
these
problems
immediately,
so
the
Toronto
paramedics
can
continue
to
provide
the
vital
life-saving
services
for
the
residents
of
Toronto.
Thank
you.
A
C
J
J
I'll
preface
this
by
saying:
I'm,
not
I'm,
not
an
IT
specialist,
but
somehow
our
scheduling
department
links
up
with
our
dispatch
center.
It's
basically
rostering
crew,
rostering,
because
the
scheduling
department
knows
who's
on
vacation
who's,
off
sick
accepter,
etc,
and
they
roster
the
crews
to
go
on
to
the
station
an
ambulance
there,
and
that
goes
to
dispatch
to
this
day
dispatch.
It
continues
to
scramble
to
find
out
if
crews
are
in
stations
and
what
vehicles
they
are
on.
This
has
been
going
on
since
last
February.
J
It's
led
to
serious
and
potentially
life-threatening
delays
in
servicing
the
citizens
of
Toronto.
We
never
had
this
problem
with
the
old
system.
I
have
again
I'm
an
IT
specialist
I
have
no
idea
why
it's
occurring.
Crews
will
book
on
its
stations.
The
system
allows
them
to
book
on,
and
then
they
get
multiple
phone
calls
back
from
the
dispatch
center
to
find
out,
if
there's
even
a
crew
in
there
or
an
ambulance
in
there
and
what
ambulance
they're
on-
and
this
is
still
occurring
and
we're
talking-
you
know
a
system
where
the
seconds
count.
J
We
had
an
incident
back
shortly
after
the
implementation
of
the
system,
where
a
call
went
down
an
advanced
life
support
crew
which
there's
our
most
highly
trained
paramedics
they
booked
onto
their
station
without
incident.
They
knew
no
better
because
there's
thinking
the
old
system,
yep
dispatch
knows
I'm
here
dispatch
had
no
idea.
They
were
there.
J
D
You
mr.
chair
and
Thank
You
mr.
Merriman
for
coming
in
and
sharing
your
views
with
us
this
morning,
so
you've
started
off
by
saying
that
this
is
chronal
system
that
was
implemented
earlier
this
year.
You
said
in
instead
of
this
correct.
Okay,
it
was
at
a
cost
of
fourteen
million
dollars.
Is
that
what
I
hear
my.
J
D
You
and
also
so
what
was
so
wrong
with
the
system,
because
I
think
you
also
indicated
what
was
the
old
system
working
effectively?
Yes,
okay,
it
was
in
your
view,
it
was
working
fine
and
you
represent
your
members
and
yes
and
that's
your
feedback,
and
you
also
indicated
that
your
members
of
were
not
consulted
in
in
this
process.
No.
D
J
Probably
to
try
to
fix
the
problems
I'm
assuming
there's
been
ongoing,
fixes
which,
according
to
my
membership
and
those
of
local
79,
the
dispatchers,
oh
and
or
the
payroll
clerks,
none
of
these
fixes
have
worked
I'm
assuming
that's
what
the
money
was
for.
It's
my
understanding.
It
was
an
original
risk
assessment
done
before
even
putting
the
system
online,
which
makes
sense
I'm
not
sure,
while
these
problems
weren't
identified
during
that
original
risk
assessment.
D
D
D
J
Had
any
discussions
but
I
did
send
the
mayor's
office
and
email
I
was
very
concerned
to
his
reference
in
the
press
that
these
issues
were
a
minor
hiccup
relating
to
and
I
related
to
the
cardiac
arrest
call
with
with
the
mayor
that
I
just
spoke
about
and
but
I
invited
him
to
meet
me
at
his
earliest
convenience.
I
would
make
myself
available
and
he's
never
responded
to
my
email
and
that
was
sent
I.
Think
August,
11th
I've
heard
nothing
from
the
mayor's
office.
Sir.
D
A
A
K
Mcguire
president
of
cUPE,
Local
79
and
my
remarks
there's
a
letter
that
you
all
have.
It
comes
more
from
a
PFR
perspective
than
an
EMS
perspective.
Although
I'm
somewhat
aware
of
some
of
the
issues
at
AMS
on
this
more
from
the
scheduling
perspective,
I
wasn't
completely
sure
about
the
technology
piece
growing
us
there,
but
it's
something
we
can
check
in
with
our
members
on
see.
K
If
there's
a
letter,
so
I'm
coming
here
from
the
perspective
of
of
saying
that
technological
tools
can
be
used
to
improve
service
and
improve
work
life
for
your
employees
and
I
think
this
committee
can
play
a
role
in
supporting
divisions
in
trying
to
achieve
both
of
those
goals.
Tech
supports,
like
other
tools,
should
be
seen
as
supportive
tools
for
the
our
values
for
our
goals
and
the
one
of
the
goals
from
the
city,
of
course,
is
providing
stable
public
service.
K
The
other
go
out
of
ease
of
supplying
providing
stable
jobs
as
we
do
that
and
the
to
go
hand
in
hand.
Some
of
the
issues
that
our
members
have
noted
and
they've
been
expressed
through
the
labor-management
process,
that's
underway
now
in
Parks
and
Rec,
are
the
speed
and
unit
usability
of
the
system
improving
reduced
time
spent
on
data
entry
problems
are
reported
on
paid
discrepancies
for
part-time
staff.
K
Our
members,
whether
it's
in
recreation,
where
a
lot
of
parts
on
employees
put
together,
shifts
at
various
locations
in
various
programs
to
get
as
close
to
full-time
workers
again
for
either
a
period
of
time
or
some
year-round
very
often
having
to
put
availability
in
in
recreation
for
a
number
of
places
in
hopes
that
they
get
something
so
broadly
putting
an
availability.
So
they
would
like
to
be
able
to
put
in
more
specific
indications
of
where
they're
available
and
where
they're
going
to
get
signed
to
work
in
long-term
care.
K
We
have
members
waiting
by
the
phone
very
often
to
find
out
when
the
next
shift
is
the
same
as
in
childcare.
So
if
the
city
is
using
these
as
two
test
pilots
to
look
at
scheduling
and
other
issues
for
staff
and
for
the
services
that
need
to
be
right,
I
think
it
should
be
more
proactive
approach
and
I
would
suggest.
K
Hearing
from
brother
Merriman
earlier
and
and
what
I
think
might
be
appropriate,
is
a
more
front
line
of
proactive
engagement
with
frontline
workers,
The
Dispatch,
that
we
represent,
etc
and
frontline
workers
at
recreation
in
this
test
stage.
But
in
going
forward
a
proactive,
frontline
approach
in
terms
of
what
are
the
issues
that
employees
need
in
terms
of
making
the
system
work,
to
support
the
stability
of
their
lives
and
therefore
the
stability
of
the
service.
K
So
we
applaud
tech,
supports
to
support
services
and
to
support
members
in
their
work
and
the
predictability
of
their
scheduling
and
I.
Think
that
this
committee
could
provide
a
really
supportive
role
in
the
city
showing
that
it
can
be
a
leader
in
supporting
good
jobs
as
they
provide
good
services,
but
providing
the
supports
in
a
way
that
understands
your
way.
The
systems
actually
work
on
the
ground.
A
C
K
C
K
They
don't
know
their
actual
hours
closer
to
the
week
of,
in
our
part,
time,
unit
B
agreement,
and
we
now
have
language
that
says
people
are
supposed
to
get
some
predictability
for
weeks
in
advance
of
know
of
known
work.
Most
divisions
are
not
there
yet
I
give
credit
to
three
one,
one
who
is
making
an
active
step
towards
meeting
that
obligation,
and
we
need
more
divisions
to
be
able
to
do
that.
That's
language
in
our
collective
agreement
explain.
K
I,
not
all
divisions,
follow
this,
but
there
are
kind
of
two
kinds
of
scheduling.
There's
known
work
where
the
city
knows
that
predictably,
there
will
be
certain
shifts
available
in
depending
on
what
the
service
is
and
then
there's
kind
of
calling
work.
We
said
our
collective
agreement
indicates
where
there's
no
work.
You
have
to
get
four
weeks,
advance
notice
of
that
known
work,
some
divisions,
many
divisions,
aren't
there
yet
and
I
think
this.
This
technological
support,
if
done
right,
could
provide
the
city
with
the
with
the
ability
to
actually
do
that.
K
Where
there's
known
work,
someone
should
not
be
in
a
situation.
An
employee
of
the
city
should
not
be
in
a
situation
where
they
put
in
an
availability
form
a
month
in
advance
or
in
part
correct,
Parks
and
Rec.
They
actually
do
it
seasonally,
but
they
they
know,
might
know
the
known
work,
but
some
of
the
other
work
they
have
no
clue
until
closer
to
the
time
and
they're
chasing
that
work,
as
you
say
so,.
K
I
would
suggest
that,
because
of
there
have
been
some
issues
that
identified
both
by
a
brother
Merriman
and
by
our
members
in
recreation,
in
terms
of
some
discrepancies
actually
asked
frontline
workers,
frontline
supervisors
and
managers.
What
do
you
need
to
make
this
system
work?
What
fields
do
you
need?
How
can
you
make
scheduling
more
predictable?
If
and
if
you
want
to
actually
roll
it
out,
then
you
have
a
basis
by
which,
by
which
you
can
support
more
predictable,
scheduling.
C
K
It
so
we're
raising
these
issues,
because
what
we
do
now
and
we're
expanding
the
number
of
divisions
we
have
labor-management
relationships
with
and
we
actually
serve.
They
are
members
about
the
issues
that
we
want
to
then
take
into
labor
manage
on
behalf.
So
we've
talked
to
our
members
about
this
issue
and
brought
these
issues
to
the
labor-management
process.
We've
not
been
consulted
as
a
part
of
the
process.
Now
so.
K
C
K
Frontline
consultation
be
happen
if,
along
with
improving
things,
that
the
two
divisions
you're
having
the
pilot
projects
and
now,
but
if
you
want
to
expand,
then
you
should
make
sure
you
engage
your
frontline
management,
frontline
workers
about
what
the
actual
issues
are
in
providing
more
predictable
scheduling
and
therefore
more
predictable
services.
Okay
and
we've
in
a
number
of
forms,
whether
labor
management,
bargaining
tables.
We've
raised
these
issues
about
making
scheduling
more
predictable
and
brought
to
the
table
tech
solutions.
K
C
K
As
I
one
of
the
bullet
points
here,
there
are
reported,
pay,
discrepancies
and
I
think
we
have
to
get
on
top
of
those
in
terms
of
the
actual
hours
that
people
are
working
in
getting
the
appropriate
pay
for
them.
I
wouldn't
suggest
the
scale
of
pay,
but
they
are
being
reported
to
us
as
issues
and
I'm
hearing
an
echo
of
a
yes
from
your
brother.
So.
C
L
K
D
K
Actually,
don't
have
an
opinion
on
that
I,
don't
I,
don't
as
I
said,
I
think
this
also
gets
mixed
in
there
were
some
discussions
happening,
a
changing
of
scheduling,
system
itself
in
The
Dispatch,
so
I
don't
want
to
speak
to
because
we
were
consulted
on
that
and
I
don't
want
to
pretend
to
know
the
nitty-gritty
of
what,
where
the
overlap
happens
and
I
don't
have
a
view
on
whether
the
old
system
work
better
or
not.
Right.
That's
fine!
Thank
you.
A
L
B
We
have
the
obligation
that
when
we
build
in
our
business
processes
to
various
systems
that
they
are
able
to
adhere
to
the
collective
agreement
requirements
in
this
case,
scheduling
in
emergency
medical
services
is
very,
very
complex
and
we
have
some
unique
rules
built
into
the
collective
agreement
and
has
there
been
challenges
in
modifying
and
customizing
the
software
to
do
all
of
that?
Yes,
but
I
believe.
Typically,
we
don't
do
consultations
with
with
the
Union,
since
this
was
a
systems
replacement
just.
L
To
follow
up
to
that
I
guess:
I!
Guess
what
is
obligation
versus
what
is
best
practices
I'm,
just
curious.
If,
if
this
is
going
to
impact
the
way
staff
do
something
on
a
regular
basis
have
hasn't
been
a
practice
to
kind
of
consult
stakeholders
which
would
include
union
leaders
as
one
of
the
stakeholders
in
this
process.
So
maybe.
B
L
Mike
Wiseman
would
actually
be
the
best
person
to
answer
this.
He
what
he
would
have
been
here
had
this
been
at
its
normal
time.
This
meeting
was
rescheduled
and
he
was
on
vacation.
He
will
be
back
for
council.
That
said,
I
mean
there.
There
was
a
fair
amount
of
consultation
with
those
involved.
We
we
should,
and
we
will
be
doing
the
lessons
learned.
We
should
have
talked
to
the
union
leadership
as
well
and
something
we
will
look
at
in
future
projects,
so
just
on
the
consultation
that
actually
took
place
according
to
the
staff
is
there?
L
Is
there
any
any
data
on
what
that
consultation
looked
like?
Was
it
pretty
informal
or
was
it
a
structured
consultation
with
the
frontline
staff?
Yes,
this
project
included
two
pieces.
One
was
the
cross
application
time
sheet,
which
is
s8p,
and
we
follow
ASAP
methodology,
which
includes
looking
at
the
as
is
going
over
things
with
staff
for
the
to
be
and
full
documentation.
The
Khronos
piece
would
have
included
a
very
similar
approach
to
things
so
that
we,
we
certainly
have
a
fair
amount
of
documentation
on
what
we've
done.
L
G
D
B
B
That
I
just
want
to
correct
something.
So
in
the
bottom
of
page
two
in
the
report,
the
cost
is
13.5
million
for
anchor.
So
fourteen
million
and
there's
two
two
really
three
pieces:
there's
the
payroll
payment
engine
tat,
there's
Cronos
the
foundation
pieces
that
you
have
to
do
for
enterprise-wide
and
then
on
top
of
that
we've
added
the
FNR
and
ems.
So
I
don't
know
if
we're
able
to
break
out
just
the
land
and
earnings
the
emotion
like
me.
It's.
L
We
don't
have
that
piece
broken
out
for
this
meeting,
but
certainly
we
could
look
at
that,
and
that
is
the
cost
for
the
implementation
for
the
systems.
Integrator.
The
total
projects,
time
and
attendance
was
fifteen
million
dollars
and
s
AP
was
7.5
millions,
so
the
total
project
itself
is
22
and
a
half.
This
is
dealing
with
the
operating
cost
of
licenses
for
Cronos.
Only
so.
D
Then
it's
a
fair
to
say
that
in
addition
to
whatever
that
number
was
and
kept
well,
if
I
can
get
that
in
a
later
date
that
appreciate
having
yes,
please
and
the
forty
four
hundred
ninety
nine
thousand
made
reference
and
page
three,
the
additional
half
a
million
dollars
back
in
2016,
so
this
will
be
on
top
of
whatever.
That
number
is
correct.
L
L
D
F
D
F
L
Through
the
chair,
we're
reviewing
it
we're
looking
at
different
aspects
there
are
there
is.
There
is
a
list
of
35
items
that
was
made
by
Toronto
paramedic
services
as
items
that
they
wanted
to
see
improved.
We
are
looking
at
action
plans
for
all
of
those
and
what
that
does
for
the
various
risks
and
expect
that
within
the
next
few
weeks,
so.
D
Would
it
not
be
prudent
at
this
stage
of
the
game
that
maybe
a
deferral
is
is,
is
is
required
here?
So
we
have
all
the
information
in
front
of
us
and
we
wait
and
see
what
the
results
of
the
evaluation
of
the
risk
assessment
and
the
details
of
that
are
before
we
actually
put
more
money
into
this,
into
whatever
we're
doing,
purchasing
more
licenses
and
spending
more
money
and
not
knowing
what
the
results
are
of
the
assessment
are.
B
B
That's
really
a
separate
issue
if
you'd
like
us
to
report
back
on
that,
we
could
certainly
do
and
we'd
be
more
than
happy
to
bring
back
a
report
on
the
risk
assessment
and
the
issues
parts
of
that
would
be
confidential,
of
course,
but
I
think
the
contract,
maintenance
and
support
summary
costs
have
to
be
approved
and
we'd
be
more
than
happy
to
report
back
on
the
issues
raised
by
the
depa
dents
and
yourself
counselor.
So.
L
F
G
Was
the
contracting
awarded
did
include
support
software
maintenance,
I
think
this?
Is
it
on
top
of
additional
licenses
that
were
added
last
year
or
the
year
before?
So
this
was
not
it
wasn't
that
the
original
contract
didn't
have
support
meeting
that
this
was
because
we
had
an
additional
set
of
licenses
added
and
we
need
maintenance
for
those
additional
licenses.
Well,.
L
C
K
Attempt
to
provide
some
clarification,
my
understanding
is
that
there
was
extensive
consultation
on
scheduling.
This
is
a
system
that
is
being
introduced
in
order
to
facilitate
the
scheduling
in
a
manner
that
was
the
result
of
that
consultation.
So
I
think
that
I
think
that
those
two
items
were
dealt
with
and.
C
L
Through
the
chair,
we
are
dealing
with
all
pay
issues
that
we
are
aware
of.
This
is
nothing
like
the
Phoenix
system
that
the
federal
government
has.
We
are
paying
people
as
as
the
documentation,
as
the
schedule
shows,
to
the
extent
that
the
schedule
may
not
include
certain
lunches
and
other
things
we
are
following
up
and
addressing
those
issues
so.
B
I
can
also
add
so.
I
specifically
asked
this
question
of
Mike
Weisman.
There
were
issues
with
pay
before
there
are
still
some
issues
with
pay
today,
because
the
collective
agreement
requirements
are
quite
complex.
The
issues
that
we're
having
today
are
no
worse
than
what
we
had
before
and
they
are
all
being
rectified.
That's.
C
L
C
L
F
F
We
implemented
a
solution
again
through
the
chair.
We
implemented
a
solution
that
was
utilizing
the
licenses
which
are
currently
being
used
today,
so
contractually
we
are
obligated
to
play
with
the
support
component.
Okay,
when
you
expand
your
base,
you
look
at
your
overall
terms
and
conditions.
If
you
can't
go
through.
F
C
C
F
Assessment
by
Deloitte
has
been
delivered
to
management
for
their
consideration
and
assessment
of
next
steps,
so
the
concept
is
a
framework
was
used
in
a
structured
manner
to
help
identify
the
degree
of
exposure
of
vulnerability
in
the
current
state
and
what
can
be
done
to
remediate
down
to
an
acceptable
level.
So
Deloitte
have
executed
this
assessment
using
a
structured
framework
all
for
the
purpose
of
identifying
but
proposed
actions
to
bring
the
degree
of
residuals.
F
C
A
Thank
You
councillor
Davis
any
questions
of
staff.
Nuttin.
Sorry
I
just
had
a
quick
question
for
the
parks
department.
When
we
talked
about
the
number
of
licenses
that
we
need
and
using
this
system
and
the
number
of
licenses
are
increasing,
can
you
explain
a
bit
about
what
the
system
was
in
place
with
parks,
I
guess
currently,
as
this
is
being
implemented
previous
or
currently,
as
this
is
being
implemented,
how
this
is
gonna
help
Perks.
I
Through
the
charile
I'll
started
on
the
technical
aspects
and
may
need
to
jump
in,
but
currently
the
system
is
being
implemented
with
our
full-time
permanent
staff
on
the
payrolling
piece
of
it,
and
the
next
phase
of
it
would
be
implementing
a
scheduling
system
with
our
part-time
staff,
which
has
not
yet
been
implemented.
So
the
part-time
staff
piece,
which
is
not
entirely
manual.
I
I
I
So
the
next
phase
of
this
project
will
be
looking
at
how
to
automate
those
more
staying
within
the
guidelines
and
the
requirements
of
a
letter
of
agreement
with
local
79,
and
there
are
some
staffs
that
have
been
involved
in
in
the
consultation
front
line
staff
as
noted
around
how
to
implement
that
to
make
it
easier
for
everyone.
Okay,
thank.
A
F
B
Excellent
Mike
Wiseman
questions.
So
how
I'll
give
my
my
question
answer?
So
we
have
built
now
to
two
things.
As
I
said,
we
built
a
platform
and
we
started
with
so
an
enterprise-wide,
so
it
that
allows
us
to
bring
other
divisions
as
their
systems
either
age
and
need
replacing
or
who
don't
have
systems
like
really
PFR
didn't
have
much
of
a
system
to
join
in.
B
So
what
we
wanted
to
do
was
start
with
PF
n
r,
which
was
a
much
more
simpler
implementation,
no
complex,
and
they
had
a
business
need
and
emergency
medical
services
or
TPS.
That
said,
they
needed
a
system
because
their
existing
system
was
going
no
longer
going
to
be
supported,
as
we
have
other
divisions
identifying
needs.
The
plan
is,
is
to
add
them
once
we
finish
this
initial
implementations.
C
I
The
chair,
the
the
hope,
is
that
when
this
is
or
the
intention
is
that
when
this
is
fully
implemented,
we
will
be
able
to
get
better
information,
we'll
also
able
to
be
more
predictive
and
more
responsive,
because
the
system
is
that
much
more
automated.
The
hope
is
also
that
staff
will
have
greater
access
to
the
information
around
scheduling
once
it's
in
the
system.
Okay,.
C
Yes,
it
it
asks
the
deputy
city
manager
and
CFO
202
report
I,
wonder
who
that
will
be
to
report
to
the
November
meeting
on
the
outcome.
Risk
assessment,
which
I'm
not
sure
that
date
works,
but
with
an
update
on
the
issues
and
operational
impacts
identified
in
the
report
and
by
deputies
related
to
the
Khronos
pilot
project.
C
Obviously,
if
the
november
date
is
too
soon,
I'm
obviously
willing
to
amend
that,
but
I
I
do
think
it
is
really
important
that
we
understand
better
what
were
the
challenges.
This
is
a
pilot
project.
We
do
need
to
automate
our
scheduling.
We
do
need
to
automate
our
timesheets
I
understand
that
completely
it
is
antiquated
divisions.
C
Do
it
differently
and
we
do
need
a
system-wide
approach,
but
it
always
seems
somehow,
with
these
IT
projects
that
have
to
do
with
pay
that
there
seems
to
be
problem
spent
so
but
I
think
we
need
to
understand
what
better-
and
this
was
not
the
report
to
do
that.
We
do
need
an
HR
report
that
tells
us
how
is
it
working
and
how
is
it
affecting
the
working
conditions
and
of
our
employees
and
the
services
we
provide.
C
C
I've
worked
at
the
school
board
where
the
union
was
involved,
invited
and
involved
on
all
major
projects,
because
they
were
input
can
help
and
it
prevents
and
provides
good
information
about
not
just
what
are
the
primary
issues
of
the
Union,
but
also
from
the
frontline
perspective.
So
I
hope
that
we
will
involve
the
unions,
as
this
rolls
out.
Thank
you
all.
A
B
D
You
mr.
chair
so
I
agree
with
councillor
Davis.
You
know
we
knew
we
do
need
to
find
better
ways
and
we
do
need
to
automate.
But
maybe
this
was
done
somewhat
prematurity
the
Union
should
have
been
our
frontline
people
should
have
been
consulted,
so
you
know
we
also
heard
today
that
14
million
dollars
was
spent
to
fix
a
system
that
was
already
working
well
and
it
wasn't
really
broken,
but
but
we
do
need
to
find
better
ways,
but
we
also
heard
that
there
are
challenges
with
the
system
that's
been
implemented.
There
are
inconsistencies
there.
D
The
motion
that
we
just
heard
about
will
ensure
that
we
get
it
I
hope
sooner
than
later,
we
are
have
spent
then
in
the
last
couple
of
years,
and
if
we
approve
this
today,
an
additional
700
thousand
dollars
on
top
of
that,
and
and
maybe
more
and
and
also
remind
everyone
how
important
and
critical
disease
to
the
safety
and
the
lives
of
people
out
there
that
it
takes
just
one
hiccup
that
could
cost
somebody's
life.
So
we
can't
afford
those
hiccups.
A
A
C
C
It
seems
to
me
I
I,
understand
that
we
get
benefits
from
the
scope
of
these
projects
being
larger
and
therefore
the
cost
lower,
but
we're
tying
ourselves
to
their
procurement
processes
and
I.
Don't
really
have
a
sense.
Do
you
are
you
able
to
provide
some
information
about
how
many
contracts
are
provincial
contracts?
Is.
C
F
A
C
And
I
don't
know
how
much
we
can
get
into
this,
but
on
table
1
on
page
3.
What
is
the
kind
of
the
indicators
of
simple
collusion
practices?
These
seemed
to
be
a
good
and
clear
list
and
I'm
trying
to
recall
from
the
road
resurfacing
discussion.
We
had
how
much
was
in
public
and
how
much
was
private,
but
these
seem
to
be
the
same.
Absolute
concerns
that
the
Auditor
General
had
about
road
resurfacing
contracts
in
the
city.
Toronto.
Is
that
fair
to
say?
C
G
The
chair
that
these
are
the
trying
to
address
the
artur
jones
recommendations
from
those
paving
contracts.
One
of
the
main
recommendations
is
having
a
better
system
that
our
database
in
order
to
track
this
information,
which
we
are
currently
working
on,
implementing
that
because,
right
now
our
data
is
sporadic
and
it's
a
lot
of
it's
in
physical
paper
form.
So
it's
harder
to
detect
any
warning
signs
because
we're
not
seeing
the
bigger
picture.
L
G
The
chair,
we're
hope,
the
our
capital
project
to
implement
sa
P
Areva,
which
will
bring
that
our
database
will
be
implemented
over
2018,
their
various
modules
that
will
be
turned
on
over
2018
and
we'll
have
to
do
proper
roll
it
with
training.
So
we're
hoping
that
in
next
year,
we'll
be
in
a
better
position
to
start
gathering
all
the
to
be
a
little
look
holistically.
That's
a
little
forward!
So.
G
We
introduced
okay.
If
there's
we
introduced
in
the
revised
purchasing
bylaw,
which
came
into
effect
this
January
1st
of
this
year,
a
supplier
code
of
conduct,
in
which
we
now
asking
all
bidders
to
declare
that
they
will
apply
by
the
supplier
code
of
conduct,
including
things
like
won't
collude,
will
be
honest
with
us.
We
have
historically
asked
information
related
to
subcontracting.
It's
actually
one
of
the
also
of
the
recommendation
from
the
order
general.
G
The
issue,
of
course,
is
still
tracking
the
subcontracting
information,
not
only
at
the
initial
award
stage,
but
during
the
life
of
the
contract,
trying
to
find
the
appropriate
policy
and
tools
to
be
able
to
make
sure
that
we're
tracking
all
the
way
through,
because
things
change,
sometimes
contractors
don't
tell
us,
there's
a
subcontractor
and
we
only
find
out
by
happens.
We
have
to
investigate
so.
G
Well,
through
through
the
chair,
we,
yes,
we've
been
asking
for
a
trace
on
subcontracting
in
one
instance,
which
was
in
the
report.
We've
discovered
a
situation
where
a
fitter
and
that
we're
two
bidders
were
subcontractor
to
each
other,
and
we
took
the
appropriate
steps
by
canceling
that
contract
from
being
issued,
but
we
have
to
keep
we're
trying
to
work
on
developing
the
policy
to
make
sure
we
understand.
G
Is
there
an
opportunity
for
a
bitter
to
also
be
a
subcontractor
in
a
certain
type
of
contract
where
they
might
be
providing
a
very
small
amount
of
work
or
not?
So
these
are
the
things
we're
working
through
that
the
Auditor
General
has
identified,
so
we're
trying
to
identify,
have
a
policy
in
place
with
respect
to
that
which
we're
trying
to
figure
out,
and
we
also
need
the
tool
to
track
the
subcontracting
information.
So
that's
a
game
goes
to
the
database
that
we
need
to
have
in
place
so
that
we
can
actually
see
who's
subcontracting.
C
A
C
G
G
A
C
L
Do
the
chair
that
the
supply
chain
management,
transformation,
piece,
that's
being
brought
in
category
management
and
s8p
Arriba-
will
help
automate
a
lot
of
our
processes?
Will
improve
cycle
times
will
actually
improve
our
ability
to
access
vendor
discounts
so
that
that
will
help
both
purchasing
an
accounting
move
to
the
next
threshold
as
part
of
our
quality
improvement
initiatives.
L
A
A
D
D
B
I'm
page
four
of
the
report,
we
have
a
history:
they've
been
almost
70
million
dollars
just
prior
to
amalgamation.
They
hit
a
low
in
2013
of
about
21
million
dollars
and
they've
increased
to
just
under
30
million
dollars
by
2017,
so
they
were
on
a
fairly
significant
downward
trajectory
with
a
bit
of
a
big
bump
up
the
last
couple
years.
D
L
Through
the
chair,
there
is
an
attachment
that
documents
where
we
are
in
each
one.
On
some
of
these,
we
have
issues
such
as
the
condos
at
222
Spadina,
where
we
have
to
look
to
illegal
and
come
up
with
a
creative
solution,
because
we
can't
take
over
those
properties,
but
the
way
the
condo
corporation
is
set
up.
It's
it's
such
that
there
isn't
an
incentive
for
those
commercial
condos
to
actually
be
to
have
tenants
or
to
pay
their
taxes.
L
Those
ones
are
staying
on
there
until
we
can
come
up
with
something
that
can
deal
with
that
wicked
problem.
We
have
some
that
are
environmental
issues
that
we're
dealing
with,
and
then
we
have
some
that
are
going
to
the
tax
process
and
we
do
have
the
ability
to
reduce
the
amount
owing
if
it
goes
through
a
failed
tax
sale
so
that
the
city
doesn't
have
to
come
onto
the
chain
of
ownership
and
some
that
have
failed.
Taxes
are
going
through
subsequent
tax
sales.
D
A
Thank
You
councillor
Crisanta
in
your
neck
of
the
woods.
If
you're
in
touch
with
anybody
from
the
Woodbine
mall,
they
they're
one
of
the
largest
ones
on
the
list,
they
all
two
point:
seven
million
dollars.
So
that's
up
in
your
neck
of
the
woods.
If
you
can
get
touch
with
them,
that
would
I'm
sure
the
city.
All
of
us
would
appreciate
that.
J
A
M
M
D
B
B
D
M
Price
that
price
changes
to
the
parking
are
too
moderate,
not
making
enough
usage
of
the
spaces.
The
usage
has
been
increasing
in
the
on-street
program
to
the
point
where
many
areas
of
the
city
are
oversubscribed
at
the
at
this
time
and
the
customers
trying
to
access
the
businesses
cannot
find
a
parking
space
of
many
instances,
so
we're
trying
to
create
turnover
in
the
system
to
support
their
local
commercial
areas
in
the
city.
M
M
We
present
it
to
the
entire
BIA
community
at
the
what's
the
tabia
intercity
consultation
committee,
so
they
were
all
present
or
invited.
We,
in
addition
to
that,
we
sent
notices
to
each
of
the
BIA
s,
informing
them
of
the
changes
that
we're
going
to
be
enacted
proposed
in
their
bia
s
and
again
we
invited
their
response
and
their
input.
So
we've
done
extensive
BIA
consultation,
good.
F
To
54
VI
es,
we
heard
from
10
3
bi
is
just
inquired
about
general
parking
and
traffic
information.
3
bi
es
received
negative
feedback
from
their
constituents
or
individual
business
owners
themselves.
We
had
two
inquiries
from
two
business
associations
to
look
at
the
proposed
changes
and
of
those
two
B
is
we
actually
amended
one
of
the
BIA
areas
in
terms
of
what
we
were
proposing
and
an
additional
2
B
II's
were
definitely
opposed
to
the
proposed
changes
in
their
wards
of
the
to
be
II's.
D
L
L
So
I
heard
that
there
was
a
bit
of
a
rational.
Male
in
terms
of
this
is
gonna
help
businesses
get
more
customers
to
come
as
the
turnover
in
the
parking
would
be
faster,
but
it
didn't
look
like
the
BIS,
even
within
the
small
number
of
consultant
groups
that
responded,
they
seem
to
be
much
support
for
the
increase.
Well,.
M
M
M
L
M
L
Also
have
a
question
around
around
parking
fee
increases.
You
know
most
of
City
related
policies.
We
are
hoping
that
there'll
be
an
equity
impact
analysis
of
the
who
uses
it.
What
type
of
income
folks
use
these
parking
spots
and
and
if
it's
gonna
cost
me
Hawks
it
just
because
somebody
has
a
car,
doesn't
mean
they're,
well-off
and-
and
there
are
a
lot
of
people
who
are
minimum
wages
and
temp
agency
jobs
that
have
cars
that
may
need
to
come
to,
for
example,
the
police
headquarters
downtown
or
places
like
that.
L
M
F
A
Thank
you
any
other
questions
of
staff.
Seeing
none
and
a
couple
of
governance
questions,
so
Toronto
parking
authority
was
set
up
as
a
an
arm's
length
agency,
our
business
and
you're
here
for
approval
of
the
rates
of
your
rates
in
these
parking
lots.
But
a
couple
of
months
ago
you
expanded
the
bike
sharing
program
that
you
operate.
Did
you
come
to
any
of
the
standing
committees
for
that,
or
is
that
just
done
independently
on
your
own.
M
A
When
you
pick
the
locations
and
decide
on
that,
that
was
done
by
your
board.
There
was
no
final
approval
at
Council,
no,
no
okay
and
then
and
the
budget
that
you
just
spoke
about
and
your
overall
budget.
If
there's
an
issue,
if
you
have
an
overrun
on
your
budget,
you
overspend
your
budget.
You
have
to
come
to
Toronto
City
Council,
for
financial
assistance,
correct
for.
A
M
B
So
if
I
may,
it's
organizations
that
receive
financial
support
from
the
province
or
provincial
agencies
for
municipalities,
if
they're
not
reporting
it's,
because
we
don't
give
them
financial
support,
it's
the
actual
other
way
around.
As
I
said
earlier,
we
have
50
mil
49
million
dollars
this
year
in
the
budget.
So
that's
why
they're
not
covered
under
the
public
salary
disclosure
list.
I.
Think
that's
the
answer.
I'm
coming.
If
Mike
Wiseman
was
here,
he
could
tell
you
all
right.
B
A
D
A
A
All
right
I
can
do
that
so
I'm
just
moving
the
following
motion:
it
go
ahead:
CD
Toronto
council
requests
the
Toronto
parking
authority
to
release
datasets
to
the
Toronto
open
data
portal
on
their
current
rates,
and
the
new
rates
of
the
transaction
effect
of
the
new
rates
versus
the
previous
rates
are
clearly
visible.
City
council
requests
a
tunnel
parking
authority
to
match
or
better
the
city
of
San
Diego's,
open
data
release
on
all
parking
transactions,
including
at
least
two
years
of
history
and
regular
weekly
updates
to
be
made
public
by
March
31st
2018.
A
F
You
mr.
Royce
chair
3
mr.
vice
chair,
just
and
forgive
me
for
my
semi
ignorant
son
open
data,
but
what
what's
the
kind
of
level
of
staff
commitment
or
more
more
importantly,
than
commitment
in
terms
of
time,
just
capacity
to
scrub
present
collate
data?
That's
meaningful
for
it
to
be
released
in
kind
of
an
a
system
like
this.
A
So
one
of
the
benefits
of
Toronto,
so
parking
data
and
the
use
and
I
use
San
Diego
as
their
probably
one
of
the
most
advanced
municipalities
in
North
America
that
deals
with
open
data,
so
the
when
it
comes
to
parking
data,
there's
not
there's
no
private
information,
it's
not
like
the
Toronto,
Police
and
crime
statistics
and
giving
very
specific
addresses
we're
talking
about
parking,
lots
and
parking
spots
on
street
parking.
So
there
isn't
any
private
information
that
could
be
released
from
the
data
sets.
Toronto
parking
authority
is
very
computerized.
A
D
Yes,
if
I
could
for
a
moment,
thank
you
so
five
minutes
no
well.
Should
it
be
that
long
mr.
chair,
so
thank
you.
I
I
can't
support
this.
The
increases
I
think
we
just
heard
this
morning
that
the
Toronto
parking
authority
is
doing
quite
well.
Revenues
have
been
increasing,
and
this
is
if
we
support
this
and
I,
would
urge
committee
members
to
consider
not
to
support
it.
What
we're
doing
is
you
know
putting
our
hands
in
the
pockets
of
the
taxpayer.
D
D
C
C
A
Other
speakers-
it's
mic.
Okay,
I,
don't
know
somebody
want
to
check
on
my
house:
sorry,
allergies,
okay,
all
right
so
I'm.
The
final
speaker
on
this
I'm
going
to
be
supporting
the
the
recommendations
in
the
report
as
well,
and
my
motion
that
I've
added
to
this
about
open
data
I
think
this
is
removing
in
the
21st
century.
A
It's
very
important
to
be
looking
how
we
use
open
data
to
enhance
our
agencies,
both
from
an
open
and
transparency
level,
there's
also
a
la
portunity
for
people
to
be
using
these
datasets
in
the
private
sector
to
enhance
public
service
when
it
comes
to
the
parking
rates.
I'm
I'm
supporting
this
for
one
simple
measure
and
reason:
you
know
the
number
of
times
that
I
park
across
the
city
and
you
go
into
a
green
pea
lot
compared
to
the
local
private
lot.
Our
Lots
are
much
lower
priced.
A
It's
great,
but
you
know
it's
not
a
it's,
not
something
we're
using
as
a
social
service.
It's
parking
it's
a
business.
They
have
a
business
model.
We
see
a
lot
of
the
revenue
as
a
dividend
come
back
from
the
city
and
you
know
it
used
to
raise
my
eyebrows.
I
can
remember
the
green
pea
lot
that
used
to
be
across
the
street
from
the
Air
Canada
center
lots
around
the
city
in
the
media
vicinity.
A
A
Think
at
one
point
it
was
ten
dollars
flat
fee,
so
you
know
there's
a
lot
of
opportunity.
There
I
think
the
Toronto
parking
authority
does
an
excellent
job
in
how
they
manage
their
facilities
and
their
lots
and
I
think
we
should
be
supporting
the
Board
of
Directors
and
their
management
in
their
business
cases.
They
move
this
forward.
Thank
you.
A
A
Okay,
so
our
next
item
is
number
35.
The
amendment
to
purchase
order
number
six,
zero,
four
zero.
Four
four
four
fire
alarm
upgrade
at
forty
College
Street
Toronto,
Police
Headquarters,
which
was
held
by
myself.
Is
there
any
anybody
else
who
wants
to
ask
questions
of
staff?
No
okay,
so
I
just
I
hope
it's
a
pretty
simple
one!
A
So
I
was
just
trying
to
understand
from
reading
in
the
report,
so
this
is
about
the
fire
alarm
installation
at
Toronto,
Police
Headquarters
at
forty
College
Street,
and
from
reading
the
report
there's
a
number
of
instances
that
seemed
to
be
more
caused
by
the
police
department
over
security
issues.
I
think
the
Pan
Am
Games
was
mentioned
different
scenarios
where
the
contractor
had
to
be
led
into
the
building,
but
couldn't
so
the
cost
has
gone
up,
but
we
seem
to
be.
B
Maybe
I'll
start
I
mean
cause,
maybe
a
little
strong
word.
There
are
operational
requirements
when
you're
doing
a
project
of
any
sort.
There
are
sensitive
project
requirements
and
spaces
within
that
building
that
we
need
to
work
around.
There
were
a
very
late
delay
in
signing
implementing
the
contract.
As
the
report
points
out,
you
know
it
couldn't
have
been
done
in
the
timeframe
that
it
was
originally
intended
and
in
the
end,
there's
just
one
taxpayer
and
then
they're
all
funded
the
same
way.
So.
A
Councillor
Davis,
no,
seeing
them
all
right,
I'm,
gonna,
move,
I'm
gonna
move
the
report
not
too
crazy
about
it,
but
I'm
gonna
move
it
in
English
all
in
favor
carried
and
then
our
last
item
is
the
one
that
sorry
yep.
Oh
sorry,
yeah.
So
the
last
item
that
we're
gonna
do
in
public
is
the
one
that
I
added
on
at
the
beginning,
which
is
entitled
for
backup
lack
of
a
better
word.
A
If
you
don't
pay
your
parking
ticket
on
time,
you
must
miss
the
deadline
if
it
goes
beyond
a
75
day
period.
The
way
the
Provincial
Offences
Act
is
written.
Is
you
can't
go
to
one
of
our
facilities
and
pay
the
parking
ticket?
You
have
to
actually
figure
out
how
to
get
the
money
to
the
province.
I
think
we
actually
lose
out
on
a
lot
of
revenue.
This
way,
people
that
pay
renew
their
license
on
a
two-year
period
get
a
parking
ticket.
A
All
in
favor
opposed
none,
thank
you
and
then
so
we
go
back
to
item
number
four
which
councillor
Davis
held,
which
is
the
assessment
act,
appeals
at
the
West,
Don
lands
and
councillor
Davis.
You
said
yet
in-camera
questions
on
this.
Okay,
so
I'm
gonna
just
move
the
following
motion.
The
government
management
committee
recesses
public
session
to
meet
in
closed
session
to
consider
this
item
as
it
relates
to
litigation
or
potential
litigation
that
affects
the
city
and
the
receiving
advise
that
this
subject
is
sorry.
Advise
is
subject
to
solicitor
client
privilege.
A
A
A
C
A
Thank
you
any
other
comments
from
members
of
the
committee.
Seeing
none
I
just
want
to
thank
staff
for
all
the
work
on
this
and
I
know.
There's
a
lot
of
negotiations
in
place.
Thank
you
very
much
and
all
I
can
say
about
payment
and
lieu
of
taxes
or
pills.
As
they're
known,
they
always
seem
to
be
a
big
issue
for
us
and
Piltz
yuck.