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From YouTube: Government Management Committee - May 29, 2017
Description
Government Management Committee, meeting 21, May 29, 2017
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=11828
Meeting Navigation:
0:15:09 - Call to order
Agenda Items:
0:24:21 - GM21.1 - (9:45 AM) Apportionment of Property Taxes - May 29, 2017 Hearing (Ward All)
0:26:15 - GM21.2 - (9:45 AM) Cancellation, Reduction or Refund of Property Taxes - May 29, 2017 Hearing (Ward All)
1:09:31 - GM21.3 - 2016 Consulting Services Expenditure - City Divisions and Major Agencies and Corporations (Ward All)
0:17:25 - GM21.4 - Write-off of Uncollectible Property Taxes from the Tax Roll (Ward All)
0:17:42 - GM21.5 - Toronto Civic Employees' Pension Plan - Actuarial Valuation Report as at December 31, 2016 (Ward All)
0:18:00 - GM21.6 - Metropolitan Toronto Pension Plan - Actuarial Valuation Report as at December 31, 2016 (Ward All)
0:18:19 - GM21.7 - Metropolitan Toronto Police Benefit Fund - Actuarial Valuation Report as at December 31, 2016 (Ward All)
0:18:41 - GM21.8 - Toronto Fire Department Superannuation and Benefit Fund - Actuarial Valuation Report as at December 31, 2016 (Ward All)
0:18:59 - GM21.9 - Progress on the Merger of the City of Toronto Pre-OMERS Pension Plans (Ward All)
0:29:42 - GM21.10 - Annual Update on OMERS as it Relates to the City's Employer Contributions (Ward All)
0:27:42 - GM21.11 - Provision of SAP SuccessFactors - Proprietary Software Product from SAP Canada for the City's Enterprise Wide Transformation Program (Ward All)
1:34:27 - GM21.12 - Award of Request for Proposal No. 2110-16-3160 to BSM Technologies Ltd. for the Provision of Telematics Solution (Ward All)
2:47:52 - GM21.13 - Job Quality: Progress Report and Considerations for TBM Contract 47020391 (Ward All)
3:55:21 - GM21.14 - Union Station Revitalization Project - Status Update (Ward 28)
0:20:40 - GM21.15 - Expropriation of Permanent Easement at 2388 Jane Street (Ward 7)
0:20:55 - GM21.16 - Expropriation of Permanent Easements at 685 Lansdowne Avenue, 699 Lansdowne Avenue and 478 St. Clarens Avenue (Ward 18)
0:21:13 - GM21.17 - Expropriation of the Right of Way Easement Interest in favour of 1480 Jane Street over Parts of 55 Denison Road East (Ward 11)
0:21:31 - GM21.18 - Real Estate Acquisitions - TTC Runnymede Station Easier Access Project (Ward 13)
0:21:45 - GM21.19 - Redevelopment of St. Lawrence Market North - Status Update (Ward 28)
0:22:49 - GM21.20 - Award of Tender Call 1-2017 - Construction of Block 31 (Canoe Landing) Community Centre / Child Care Centre and 2 Elementary Schools (Ward 20)
0:23:14 - GM21.21 - Amendment to Purchase Order No. 6041177 and 6041005 - Consulting Services for Block 31 (Canoe Landing) Community Centre / Child Care Centre and 2 Elementary Schools (Ward 20)
0:23:36 - GM21.22 - Acquisition of 50 Richmond Street East (Ward 28)
0:24:01 - GM21.23 - French Language Advisory Committee - Request for Updates on "Maison de la Francophonie de Toronto" and a French Language University in Toronto (Ward All)
3:56:51 - GM21.24 - Enactment of By-laws
B
A
A
Good
morning,
everyone
I'm
going
to
welcome
everyone
to
meeting
21
of
the
government
management
committee.
I
want
to
welcome
members
of
the
committee
to
the
other
members
of
the
Council
in
attendance
today
and
the
members
of
the
public
for
those
in
the
room
with
us.
There's
a
screen
in
the
back
corner
providing
real-time
updates
concerning
where
we
are
on
the
agenda
and
what's
coming
up
next
and
if
you're,
following
this
meeting
at
home,
you
can
arch
your
business.
You
can
follow
the
agenda
and
debate
on
your
computer
tablet
or
smartphone
at
WRO.
A
No
CA
/
council,
as
the
chair
of
the
government
management
committee,
had
also
gratefully
acknowledged
its
meeting
on
the
traditional
territory
of
the
Mississauga's,
the
credit
First
Nation,
the
Houghton
allotted
swanny,
the
Huron,
when
debt
and
home
to
many
diverse
indigenous
peoples,
saying
that
I
would
like
to
welcome
everybody
first
off.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act?
Seeing
none
I
need
a
motion
to
confirm
the
minutes
of
May
1st
2017
councillor
Cole,
all
in
favor
carried
there's
a
speaker's
lists
in
front
of
you.
A
The
one
thing
I
am
going
to
add
to
the
speaker's
list.
I
am
just
going
to
move
a
motion
that
GMC
21
point
10
be
considered
at
10:00
a.m.
we
have
two
guest
speakers
for
that:
a
presentation.
Sorry,
all
in
favor.
Twenty
one
point:
ten,
the
OMERS,
the
omar's
annual
report,
all
in
favor
opposed
that's
carried.
A
Okay,
our
first
item
21.1,
a
parchment
of
property
taxes,
May
29th,
2007,
teen
hearing
is
time
for
9:45.
Our
second
item
is
also
time
for
9:45
the
cancellation
reduction
or
refunded
property
taxes,
as
of
May
29th
2017
hearing.
Our
third
item
is
2016
consulting
services,
expenditures
for
city
divisions
of
major
agencies
and
corporations.
I'd.
A
A
Davis
is
moving
adoption
of
the
recommendation.
All
in
favor
carried
number
five
is
a
Toronto
Civic
employee
pension
plan
actuarial
valuation
report.
As
at
December
31st
2016,
we
have
a
report
and
a
recommendation
from
the
treasurer
councillor.
Croissant
is
moving
adoption
all
in
favor
carried
number
six.
Is
the
metropolitan
Toronto
Pension
Plan
actuarial
valuation
report
as
its
December
31st
2016,
and
there's
a
report
from
the
treasurer
and
three
recommendations
anybody
want
to
hold
it.
A
A
C
A
You'd
like
to
do
13
laughs,
so
you
want
to
do
13
last
or
is
the
lot?
Okay.
All
right
is
everybody
fine
with
that
councillor
Davis
you
fine.
With
that
we're
going
to
do
number
13
lost
okay
number
14
is
the
Union
Station
revitalization
product
status,
update
councillor
Cole's,
holding
number
14
number
15
the
expropriation
of
a
permanent
easement
at
2388
Jane
Street
over
a
report
from
the
Sheep
corporate
officer
move.
A
Davis
moving
adoption
number
15,
all
in
favor
carried
number
16
is
the
expropriation
of
a
permanent
easement
at
685
Lansdowne
Avenue
699,
Lansdowne
Avenue
and
478
st.
Clarins
Avenue.
There's
a
report
from
the
chief
corporate
officer
with
two
recommendations:
counselor
Chris
aunty's
is
moving
them
all
in
favor
carried
number
17
ex
procreation
of
the
right-of-way
easement
interest
in
favor
of
1480
Jane
Street
over
parts
of
55,
Denison,
Road
east.
So
in
Ward
11,
the
report
to
the
chief
corporate
officer
move.
A
Counselor
Davis
moving
adoption
on
favor
carried
number
18
real
estate
acquisitions,
TTC
Runnymede
station,
easier
access
project.
There's
a
report
from
the
chief
corporate
officer
with
two
recommendations:
councillor
Cole's,
moving
that
on
favor
carried
number
19,
the
redevelopment,
the
st.
Lawrence
Market
North
status,
update
in
word,
28
councillor
McConnell.
Did
you
I'll.
C
C
You
saw
that
it
counsel
one
round
ago,
but
it
looks
like
pretty
exciting
stuff
that
we
found
and
we
may
be
able
to
show
it
off
in
a
particular
way,
expect
that
there'll
be
further
either
section
37
coming
forward
or
and
or
some
corporate
money
to
properly
show
it
off
once
it's
in
the
once.
The
building
is
built.
So,
okay.
A
Okay,
all
in
favor
of
the
recommendations
in
number
19
moved
by
councillor
McConnell
carried
number
20
is
the
awarded
tender,
call
1,
2,
0,
1,
7
construction
of
block
31,
the
canoe
landing
community
center
and
child
care
center
at
and
two
elementary
schools.
This
is
more
20
and
there's
a
report
from
the
general
manager,
Children
Services
and
the
general
manager
parks,
forestry
and
recreation.
A
Councillor.
Davis
is
moving
an
option
on
paper
carried
number
21.
Is
the
amendment
to
purchase
order?
Number
six
zero,
four
one,
one:
seven:
seven
and
six:
zero:
four
one:
zero:
zero,
five:
four
consulting
services
for
the
block:
thirty
one
canoe
landing
community
center
child
care
center
and
two
Elementary
School's
counselor
Grisanti,
is
moving
adoption.
The
recommendations
on
favor
carried.
A
C
A
All
in
favor
the
recommendations,
number
22
goodbye,
counselor
McConnell
carried
and
number
23
the
French
language,
Advisory,
Committee
requests
for
updates
on
the
maison
de
la
Francophonie
to
Toronto
and
a
French
language
University
in
Toronto,
councillor
Shan
and
move
that
option.
If
they'd
like
to
move
adoption.
Okay
on
favor
councillor
shins
moving
the
recommendations
carried
okay,
so
we
will
go
back
to
number
one,
which
is
a
public
hearing
on
the
apportionment
of
property
taxes
for
as
a
May,
29th
2017.
A
So
anybody
here
that
would
like
to
speak
on
item
number.
One
energy
speakers
on
item
number
one
go
on
once
going
twice
going
three
times:
okay,
so
I
am
committed.
The
following
item
recommend
motion
item
number,
one:
the
recommendation
number
one
and
the
report
of
May
11
2007
teen
from
the
treasurer,
be
deleted
and
replaced
with
the
following.
The
government
management
committee
approved
the
apportionment
of
property
taxes
and
the
amounts
identified
in
Appendix
A
and
B.
A
Under
the
columns
entitled
apportion
tax
and
apportion
phase-in,
slash
capping
excluding
the
following
applications
from
appendix
B
Ward
423
in
2016.
The
property
location
is
289,
Onslow
Avenue,
the
next
one
is
Ward
36.
In
2016
at
the
property
location,
one
one
three
sand
down
Avenue
the
third
one
is
in
Ward
24
2016
at
218,
Ski
West.
A
The
next
one
is
in
word
20
2016
at
35,
Mariner
Terrace.
The
second
last
one
is
in
Ward
26
2016
tax
year
at
262,
B's
borough
drive
and
the
last
one
is
in
Ward
30
for
the
2016
year
tax
year
at
3:45,
349,
Carla
Avenue.
Anybody
have
any
questions
of
the
mover.
I
hope.
Not
all
in
favour
item
is
amended.
All
in
favor
carried.
A
Which
brings
us
to
item
number
two:
the
cancellation
reduction
or
refund
of
property
taxes.
May
twenty
third
two
thousand
seventeen
hearing,
so
anybody
in
the
room
that
would
like
to
speak
to
this
item.
So
anybody
that
would
like
to
speak
to
item
number
two
going
once
going
twice
three
times
and
we're
all
good
somebody
like
to
move
the
recommendations
in
the
report
counts
for
coal
on
favor,
Carrie.
A
G
Think,
thank
you
through
you,
mr.
chair
to
staff.
This
is
always
good
news
and
when
we
are
migrating
to
sa
P,
sometimes
fraught
with
some
challenges,
I
guess
the
my
one
question
would
be.
How
would
you
describe
this
in
kind
of
a
spectrum
of
being
customized
versus
off-the-shelf,
and
how
much
are
we
tailoring
this
for
us?
That's
kind
of
a
City
of
Toronto,
specific
solution.
F
Maybe
through
three
manager
and
mr.
chair
I'll
just
start
I
am
NOT
a
fan
of
ever
customizing.
We
try
to
go
configuration
as
much
as
possible,
but
at
this
particular
instance
I'll
let
land
or
Fazal
answer
the
question.
But
I
share
your
if
you're
the
the
question
is
about
worrying
about
customization
I
I,
don't
like
customization
either.
It
is
indeed.
G
Answer
and
just
one
other
question
at
TDC:
we've
begun
si
P
implementation
and,
as
our
CFO
can
tell
you,
there's
always
fun
budget
time
when
we're
trying
to
make
sure
that
our
our
language
kind
of
can
speak
to
each
other.
It
will
it
be
similar
systems
and
we'll
kind
of
allow
that
kind
of
integration,
not
just
with
TTC
but
across
all
the
ABCs,
eventually,
as
others
on
board.
F
A
I
I
Welcome
back
Thank,
You,
chair
I
think
most.
You
know
that
we
were
invited
here
last
year
and
it's
an
annual
process
now,
where
the
two
representatives
to
your
representatives
on
the
homer's
board
will
be
coming
annually.
To
give
you
an
update
as
to
where
the
owners
plan
is
in
in
general,
I'll
provide
a
very
short
overview
on
OMERS,
basically
related
to
membership
and
developments
more
strategically
as
to
where
we're
at
and
then
David
Beaty
who's.
I
Your
other
formers
board
member
learning
to
walk
through
the
financial
annual
report
as
to
where
we're
at
and
the
positive
results
that
we
had
2016
so
very
quickly.
I'll
just
do
five
or
six
quick
slides
that
are
more
background.
I
think
most
of
you
are
aware
that
or
MERS
has
two
boards
there's
an
administrative
corporation.
I
That's
lie
there
and
a
sponsors
corporation
David
is
your
representative
on
the
administrative,
Corporation
and
I'm
your
representative
for
the
sponsors
corporation
on
the
right
side,
the
administrative
Corporation,
as
you
can
see,
they're
15,
board
members
again
split
between
employee
and
employer
sponsors
and
there's
more
recently,
an
independent
board
share,
which
was
a
very
positive
step
for
that
corporation
and
basically,
that
corporation
is
monitoring
and
and
representing
all
of
us
related
to
the
day-to-day
operations.
So
pension
administration,
investments,
plan
valuation,
actuarial
results
etc
are
all
vetted
through
and
and
controlled
through
the
AC
board.
I
On
the
sponsors
corporation
side,
again
14
members,
seven,
each
I
should
highlight
that
Tim
McGuire
that
you
all
know
and
I
think
ten,
maybe
presenting
today
and
another
issue
is
on
the
SC
board
as
well
with
me,
but
he's
representing
QP
generally,
not
just
the
QP
Toronto
reps,
but
also
QP
generally
so,
and
in
addition,
we
have
Frank
ramen
ano
that
you
I'm
sure
know
the
Toronto
firefighters
head,
who
is
on
se
as
well,
but
he's
representing
the
Ontario
firefighter.
So
you
actually
have
between
an
ex
person
myself
and
two
other
union
reps.
I
I
The
strategic
plan
that
was
just
updated
was
a
combination
of
work
between
both
boards
to
ensure
that
we
had
won
over
strategic
plan.
So
that's
background
membership
about
four
hundred
and
seventy
thousand
members,
two
hundred
thirty
thousand
active
deferred
those
that
have
been
members
and
have
opted
out
for
usually
a
short
period
of
time,
possibly
coming
back
and
then
finally,
a
large
number
retired
I
want
to
emphasize
part-time
and
full-time
27
percent.
73%
City
of
Toronto
actually
has
a
slightly
lower
bridge
number,
we're
about
21%,
part-time
and
close
to
80%
full-time.
I
Excluding
the
agencies
represents
about
9%
of
the
members
in
homer's,
but
if
you
add,
the
agencies
adds
another
five
ish
percent,
so
about
14%
of
OMERS
membership
is
City
of
Toronto
employees
and
that
of
course
excludes
TTC
I
think
most
year
aware,
TTC
still
have
their
own
plan
as
much
as
we
want
to
try
to
have
a
merger.
There
there's
a
lot
of
difficulties
that
may
come
forward
to
committee
in
the
future.
I
The
other
thing
I
want
to
highlight
is
so
there's
a
14
percent
Toronto
membership
when
you
do
it
on
a
contribution
basis
and
this
step.
This
is
the
work
that
was
in
your
reports
from
staff,
Toronto
representatives
or
employees
represent
about
17%
of
contributions,
so
bottom
line,
City
of
Toronto
is
the
largest
group
that
is
part
of
OMERS
in
terms
of
an
employer
per
se.
I
The
membership
2016
highlights.
We
still
are
growing,
albeit
very
slowly,
about
2%
membership
growth
when
you
take
a
net
increase
after
joining
or
increased
new
members
of
about
18,000,
but
of
course
9,000
retirees
in
2016,
so
that
you
have
a
net
gain
of
about
9,000,
which
represents
a
little
bit
more
than
2%
of
our
active
membership.
There
were
13
new
employers,
but
you'll
see
it's
very
small
groups.
It's
72
members,
only
these
are
very
small
agencies,
usually
as
part
of
a
municipality
that
weren't
included.
I
That
now
are
part
of
ours,
so
very
small
in
terms
of
that
type
of
most
of
those
that
have
been
excluded
in
the
past
funding,
which
is
David's
going
to
be
emphasizing
this,
this
information
and
giving
you
a
bit
more
history
I'll
just
say
that
we
improved
by
2%
because
of
our
large
double-digit
return
last
year
that
David
will
cover.
We
are
now
almost
ninety-four
percent
funded
as
highly
they're
increased
almost
two
percent
in
2016,
but
we've
increased
about
eight
percent
in
the
last
four
years.
So
we
do
very
well.
I
The
strategic
plan
says
that
we
want
to
be
a
hundred
percent
funded
by
2025.
The
way
it's
going.
We
should
be
at
a
hundred
percent
before
2025
in
terms
of
our
issues
going
forward,
and
this
is
been
highlighted
to
committee
in
the
past,
and
this
is
happening
not
just
for
OMERS,
but
for
you
know,
employment
across
the
board,
private
or
public
sector.
The
ratio
of
active
members
to
retired
members
continues
to
drop,
as
as
we
age
as
a
population
and
demographics
and
and
retire.
I
We
are
down
now
to
1.9
to
1,
meaning
roughly
2
to
1
active
to
retired,
which
you
saw
in
the
previous
chart.
The
scary
part
is
in
10
years
we
will
be
down
to
about
1.4
to
1
and
then
20
years,
very
close
to
1
to
1,
and
that
is
a
lot
of
what
we
as
board.
Members
are
looking
to
deal
with
and
work
on
into
the
future.
I
Finally,
for
my
side,
new
2017
developments
and
from
this
stakeholders
corporations
viewpoint
strategic
issues.
These
are
probably
the
two
key
ones.
Excuse
me
share
the
comprehensive
workforce
research
because
we're
trending
down
in
terms
of
active
members.
We
are
looking
at.
How
do
we
possibly
grow
our
membership
and
we
want
to
sit
back
and
look
at
what
the
future
trends
are.
So
we
just
recently
the
board
just
recently
hired
a
consultant
to
do
an
analysis
for
us.
We
hope
to
have
a
report
early
next
year.
I
Bottom
line
is
we're
looking
for
how
can
we
first
of
all,
look
at
the
trends
what's
happening
into
the
future
five?
You
know
not
just
one
year
but
five
and
ten
years
out,
and
what
can
we
do
in
the
short
term,
possibly
to
alleviate
some
of
our
pressures
and
one
of
the
key
areas?
There
is
looking
at
the
non
full-time
workers
and
part-time
membership.
We've
already
started
discussions
between
over
staff
and
city
staff
to
see
what
potential
there
is
there
in
terms
of
trying
to
grow
our
part-time
membership.
I
If
you're
not
aware,
there
are
part-time
members
that
are
eligible
to
join
OMERS
and
for
one
reason
or
another
often
don't
decide
to
join
overs
and
we're
working
together
to
try
to
get
as
many
members
as
possible
to
join
and
then
finally
close
plans.
You
you
just
received
the
report
from
the
CFO
treasurer
and
staff
on
on
the
closed
plans
as
you're
all
well
aware,
especially
the
chair.
I
We've
been
working
for
a
number
of
years
on
this
trying
to
consolidate
the
old,
closed
plans
and
with
OMERS
I'll,
just
say
that,
as
outlined
in
the
staff
report,
we
agree
with
the
comments
that
it's
very
close,
I
hope
that
we
can
come
to
an
agreement
in
the
summer
fall
and
you'll
have
something
coming
back
to
committee
later
this
year.
With
that
quick
background,
I'll
turn
it
to
mr.
Beatty
now
to
cover
the
financial
aspects
of
the
annual
report.
J
Thank
you
very
much
committee
members,
ladies
and
gentlemen
I'm
here
to
report
on
the
results
in
2016.
It
was
a
very
good.
Solid
year
we
had
a
plus
10
percent
return
and
an
improved
funded
ratio.
The
highlights
you
can
see
upon
the
screens
ten
point:
three
percent
net
net
assets
of
85
billion.
That
number
is
now
88
and
an
improved
funded
ratio
that
we'll
discuss
further,
which
denoted
that
that
the
funded
ratio
is
smoothed
over
five
years
in
a
prudent
manner,
and
there
is
a
more
conservative
discount
rate.
J
So
you
see
a
number
on
the
right
which
says:
3.4
billion
or
3.9
percent
in
unrealized
or
unrecognized
investment
gains
that
would
improve
the
funded
ratio
to
97
percent
so
that
the
fund
is
in
a
good
position.
At
this
point
we
take
a
look
at
the
comparison
to
last
year
that
deficit
has
reduced
as
Jo
commented,
it's
a
combination
of
investment,
returns
contributions
and
then
the
negative
is.
We
took
a
more
conservative
approach
to
the
discount
rate
and
inflation.
J
This
shows
you
those
discount
rates
and
inflation
assumptions.
Inflation
generally
has
been
trending
downwards
and
we've
taken
a
more
prudent,
real
discount
rate
on
the
investment
returns.
This
was
the
good
news
for
OMERS
this
year.
Our
target
benchmark
was
seven
point:
nine
percent.
We
achieved
ten
point
three
percent-
and
this
was
meaningfully
better
by
about
a
third
compared
to
last
year.
J
At
six
point,
seven
pleased
to
say
that
OMERS
was
basically
firing
on
all
cylinders,
so
both
the
public
assets,
private
equity
infrastructure
and
real
estate
last
year,
the
same
sort
of
thing,
but
even
stronger
performance.
You
can
see
from
public
assets
and
real
estate
over
the
next
page,
you
will
see
a
highly
diversified
asset
mix.
J
Omers
was
early
to
the
game
in
terms
of
investing
in
infrastructure,
in
real
estate,
to
the
creation
of
Oxford
properties
and
in
private
equity.
It
accounts
for
about
45
percent
of
our
assets
and
has
provided
very
good
return
over
the
last
four
or
five
years
about
55%
of
our
assets
or
public
investments.
These
include
public
stocks,
credit
and
various
types
of
government
bonds.
J
Finally,
the
goal,
as
Joe
indicated,
is
to
be
fully
funded
by
2025
to
be
have
stable
contributions
and
benefits
and
to
prudently
have
sufficient
liquidity
to
pay
the
pensions
and
keep
the
pension
promises.
We
say
around
overs
with
that
I'd
like
to
open
it
to
questions
now
the
Joe
or
myself,
who
we'd
be
pleased
to
address
anything.
Thank
you.
Thank.
D
We
have
and
I'm
going
to
talk
about
this
later
Joe.
You
were
talking
about
hiring
consultants
to
look
at
future
trends
around
part-time,
but
we
also
have
a
lot
of
temporary
workers.
I
think
that
temporary
workers
do
have
the
ability
to
contribute,
but
is
there
that
precarious
work
issue
is
one
of
the
trends
and
I'm
wondering
if
you've
contemplated
how
to
address
pensions
for
people
who
are
precariously
employed.
I
I
But
of
course,
we
know
that
that's
going
to
include
a
lot
of
analysis
as
to
where
things
are
headed
for
part-time
non
full-time
staff,
you're
correct
tempered.
There
are
so
many
classes,
as
you
know,
even
within
the
City
of
Toronto
temporary
part-time.
You
know
we
probably
have
seven
or
eight
ten
different
classifications
here
and
all
the
municipalities
and
school
that
are
representative
and
OMERS.
Similar
type
of
breakdown
and
temporary
can
be
part
of
that
as
well.
I
It
comes
down
to
a
the
employer
deciding
as
well
partly
what's
what's,
who
is
eligible
and
on
the
omer
side,
what
we're
going
to
do
is
look
at
how
broad
do
we
as
a
board
say
it
should
be
open
and
right
now,
at
this
stage
it
is
pretty
wide
open
for
toronto
to
have
all
the
part-timers
part
of
it.
So
the
bottom
line
is
most
of
the
employees.
There's
a
limit
on
a
number
of
hours
that
the
mics
can
explain.
I
Call
it
temporary,
/,
part-time
minimum
requirements
to
be
part
of
the
pension
plan,
but
that's
the
all
the
type
of
information
we're
going
to
be
looking
at
and
we're
going
to
be
having
a
report
that
would
be
for
all
or
Murs
employers.
But
of
course,
we
would
then
want
to
work
with
the
city
and
city
staff
as
to
how
can
we
maximize
and
grow
the
membership
in
the
City
of
Toronto,
based
on
what
we've
seen
in
this
forecast
in
this
analysis
from
the
consultants?
What.
I
I
At
that's
the
me
it
is
the
main
thing:
okay,
but
but
also
what
are
the
types
of
full-time
employment?
Are
they
you
know,
shifting
the
the
full-time
membership
within
an
employer
across
municipalities,
there's
variations
City
of
Toronto
full-time
is
higher
than
municipalities
outside
of
the
GTA,
often
have
haier
mix
of
part-time
and
full
and
full-time.
It's
that
type
of
analysis.
A
K
Then
we
have
I'm
on
good
good
morning,
everyone,
so
at
OMERS.
Our
approach
to
this
topic
is
really
enshrined
in
two
of
our
core
of
foundational
documents.
One
is
our
statement
of
investment
beliefs,
which
talks
about
our
approach
to
investing
very
broadly,
and
the
other
is
in
our
statement
of
investment
policies
and
procedures,
which
is
a
more
operational
document
that
talks
about
how
and
where
and
when
we
invest.
K
Our
approach
of
this
topic
is
is
is
set
out
in
also
in
our
sustainability
statement,
which
touches
on
the
topic
of
ESG,
and
we
believe
that
as
a
fiduciary,
well-managed
companies
that
are
able
to
respect
environmental,
social
and
good
governance
principles
actually
over
the
long
term
will
generate
the
best
returns
for
the
pension
plan,
and
so
with
that
fundamental
belief.
It's
our
approach
to
the
topic
of
ESG,
which
really
drives
all
of
our
investment
professionals
in
the
way
they
make
decisions.
K
Some
of
those
areas
are
much
more
difficult
to
assess,
especially
when
you
get
out
there
into
into
the
the
world
of
investing
in
public
equities
and
in
public
equities.
Our
approach
is
to
be
very
direct
when,
when
our,
where,
although
we're
a
large
fund
in
the
grand
scheme
of
things,
we
don't
own
significant
portions
of
any
company,
but
when
our
investment
teams
are
are
keeping
close
to
the
investments
in
which
we
have.
K
D
On
Oxford
properties,
we've
just
spent
three
years
and
then
voted
down.
Unfortunately,
a
stormwater
management
charge
and
an
approach
to
malls
parking
lots,
etcetera
to
ensure
that
there
is
storm
water
management
and
permeability
to
help
address
our
storm
objectives
is
Oxford.
Taking
any
initiatives.
Do
you
know
around
stormwater
containment,
stormwater
management?
Certainly.
D
For,
for
instance,
green
pea
has
a
multi-year
plan
to
not
just
make
sure
that
they
meet
the
green
standards
for
their
future
parking
lots
that
they
are
going
back
and
retrofitting
all
of
their
existing
over
a
period
of
time
to
make
sure
they
meet
our
green
development
and
green
green
parking
lot
standards.
So
I'd
love
to
know
if,
if
that,
those
are
the
standards
that
you're
working
to
achieve
at
Oxford,
happy.
I
A
A
I
All
of
us
at
the
table
here
would
agree
that
that
the
aging
population
for
all
pension
plans,
but
in
particular
for
our
defying
plans,
it's
an
issue,
and
it's
something
that
is
top
of
mind
every
year.
We're
looking
at
and,
quite
frankly,
part
of
our
review
to
look
at
the
future
workplace
is
related
to
this
issue.
If
we
can't,
if
we
were
all
aging
we're
going
to
have
this
number
continue
to
drop,
how
can
we
have
other
growth
to
offset
this
retirement
number
that
that
will
not
stop?
A
A
All
right,
which
led
leads
my
next
question
when
you
talk
about
investments
and
how
to
maximize
the
portfolio
and
some
of
the
reading
that
I've
been
doing
so,
the
OMERS
has
its
investments
basically
divided
between
public
investment
and
private
investment,
and
it's
almost
evenly
split
public
at
55%
and
private
at
45%.
Do
they
both
get
about
the
same
rate
of
return
on
investment,
or
are
you
moving
towards
one
versus
the
other?
For
specific
reason,
I
think.
L
J
A
J
Generally,
the
split
between
public
and
private
assets
has
been
about
that
45
percent
private
55
percent
public
for
the
last
four
or
four
and
a
half
years
that
I've
been
on
the
board.
As
you
can
see,
the
returns
in
the
public
assets
are
slightly
less
than
the
private
assets
and
that's
principally
a
liquidity
premium,
because
you
can
either
sell
the
bonds
or
the
stocks
fairly
easily
in
public
markets
that
certainly
Toronto
New
York
London
are
quite
deep.
There
is
a
lower
rate
of
return.
You
would
expect
from
that.
J
There
are
very
clearly
set
goals
and
objectives
for
the
split
amongst
these
four
asset
categories.
It's
monitored
at
every
board
meeting,
so
five
or
six
times
a
year.
We
see
and
it's
very
carefully
kept
track
of,
but
we're
well
within
and
right
on
target
in
terms
of
what
assets
we'd
like
to
hold
right
now,
Jonathan
yeah.
K
The
only
thing
I
would
add
is:
is
we
spend
as
much
time
talking
about
risk
as
we
do
return,
because
it's
not
just
the
return
in
isolation
which
is
important,
it's
the
the
risk
of
those
returns
and
the
volatility
around
them.
So
if
you
look
on
the
chart
that
you
have
you'll
you'll
also
see
that
there's
a
difference
not
only
in
the
achieved
returns,
but
also
in
the
benchmarks.
The
the
higher
benchmark
that
you
see
for
infrastructure
really
reflects
the
liquidity
premium.
A
And-
and
that's
so
I
guess,
which
leads
to
my
next
question
a
lot
of
so
your
investment
portfolio
is
pretty
much
roughly
divided
between
Canada
and
the
United
States.
Any
of
you
have
a
bit
outside
of
North
America.
Are
you?
Is
your
planner
vision,
looking
at
emerging
markets
outside
of
North
America.
J
This
is
an
active
topic
of
discussion
within
OMERS
like
a
number
of
our
peers.
We
are
looking
at
Asia
in
the
developing
markets
in
Asia.
A
recent
initiative
is
inclined
to
open
a
small
representative
office
in
Singapore
to
monitor
more
closely
those
markets.
We
have
a
substantial
presence
in
Australia
and
a
number
of
assets
there.
J
It's
a
Commonwealth
nation,
very
good
laws,
very
highly
developed
infrastructure
and
investment
regime
with
very
good
partners.
So
we
also
did
our
first
investment
in
Chile
in
South.
America
Chile,
as
you
know,
is
the
most
highly
rated
most
sophisticated
South
American
market.
It's
a
utility
natural
gas
business
that
we
own
a
portion
of,
and
it's
going
very
well.
So
we
are
very
prudently
and
carefully
given
our
funded
status,
approaching
these
different
markets.
J
A
J
J
J
Etfs
are
basically
very
low-cost
ways
to
buy
indices
and
stocks,
and
it
was
determined
by
the
investment
team
at
OMERS
Ventures
that
this
would
be
favorable
if
you've
traveled
on
Air
Canada
at
all.
You
can't
get
away
from
the
ad
it
comes
on
the
second
year.
You
try
to
watch
a
movie.
So
it's
it's
a
very
sophisticated,
successful
group.
The
guy
had
a
background
at
Royal,
Bank
and
then
sold
his
business
called
claymore
ETFs.
It
was
determined
by
the
asset
management
team,
which
has
some
financial
technology
investments
that
this
was
appropriate
to
the
portfolio.
A
M
I
Are
they
officer
a3
mr.
chair
deferred,
member
counselor
is
someone
that
may
have
started
with
the
City
of
Toronto
worked
here
for
five
or
ten
years
went
back
into
the
private
sector,
but
is
holding
their
pensionable
earnings
with
ours,
and
we
refer
to
it
as
a
deferred
position.
I
agree
with
your
comment
on
the
question
because,
when
I
saw
it,
I
was
surprised
how
big
it
was.
I
didn't
realize
there
were
so
many,
but
that's
basically
what
it
is.
It
I
believe
grows
annually
or
is
fairly
stable,
but
it
is
growing,
not
shrinking.
I.
I
M
M
M
I
I
think
the
key
thing
counselor
is
that
they
are
still
technically
members
with
OMERS
and
many
of
them
come
back.
So
you'll
have
someone
go
out
for
five
or
ten
years
in
the
private
sector
and
do
come
back
and
that's
starting
to
happen
on
a
regular
basis.
I
saw
it
a
lot
in
my
15
years
here,
where
we
had
employees
that
were
here
left
and
came
back
returned
within
a
year.
A
J
The
the
first
half
of
year
has
been
good.
We
had
a
good
first
quarter
and
a
major
real
estate
profit
in
London
England,
with
the
sale
of
Latin
Hall
building
at
a
half
billion
dollar
profit.
So
the
returns
are
tracking,
very
well
so
far,
touchwood
in
the
first
five
months
or
so
of
the
year.
So
again,
all
three
cylinder,
all
four
cylinders
firing
nicely.
Thank
you.
K
So
we're
we
are
a
global
real
estate
investor,
as
I
said
about
15%
of
the
fund
is
invested
in
real
estate
and
where
we've
almost
got
half
of
that
now
invested
offshore.
So
there's
a
lot
of
risk
out
there
in
lots
of
sectors
of
investing
not
just
in
real
estate,
but
also
in
public
equity
prices
and,
frankly,
also
in
government
bonds,
as
interest
rates
begin
to
rise,
and
our
approach
to
that
is
quite
straightforward.
K
We
buy
the
best
quality
assets
because
we
believe
that
if
we
focus
on
quality
assets,
they
are
the
most
defensible
in
a
situation
where
there
is
a
cooling
off,
so
we
buy
the
best
quality
assets.
We
relent
the
sleep
focus
on
diversification
because
we
believe
that
we
it's
it's
impossible
to
call
it
perfectly.
Therefore,
by
staying
diversified
you
have
the
best
hedge
against
that
risk
and,
finally
keeping
liquid
so
that
if
markets
do
turn
against
us,
we
never
want
to
be
forced
to
sell
into
a
down
market.
J
We
would
also
have
a
very
small
exposure
to
residential.
You
know
if
your
concern
was
the
in
that
regard,
so
it's
principally
a
commercial
and
in
retail
portfolio
and
then,
as
Jonathan
said,
highly
diversified
us
major
capitals.
You
know
New
York,
Boston,
Washington,
London
small
amount
in
Paris,
which
has
worked
out
well
with
the
election
and
about
half
in
Canada,
spread
across
Canada
and
with
the
retail
malls,
specifically
the
very
large
high
quality
malls,
such
as
York
Dale
square,
one
and
Scarborough
town
centre.
A
Did
you
want
to
speak
nope
anybody
speak
nope,
okay,
I,
have
a
motion
I'm
going
to
move
the
City
Council
receive
this
report
for
information.
I
want
to
thank
all
the
gentlemen
for
coming
in
this
morning
and
I.
Give
annual
update
on
OMERS
I
originally
asked
for
this
as
the
chair
government
management,
because,
as
was
outlined
in
the
report,
you
know,
OMERS
has
a
substantial
investments
across
North,
America
and
emerging
economies
around
the
world.
A
There's
been
some
issues
that
they
outlined
in
this
report,
but
I
think
the
you
know
when
you
look
at
the
OMERS
in
total,
almost
over
93
I
think
it
was
ninety
three
point:
four
percent
fully
funded
and
on
track
towards
a
target
of
a
hundred
percent,
fully
funded
I.
Think
that
you
know
that's
a
really
great
news
story.
Just
some
of
the
reading
I've
been
doing
about.
You
know
assets
that
OMERS
has
total
assets
of
eighty
five
point:
two
billion
dollars
as
of
the
end
of
last
year,
which
grew
by
eight
billion
dollars.
A
So
I
want
to
thank
both
gentlemen,
that
are
representatives
on
those
two
boards
sub
boards
of
owners
for
all
the
work.
You're
doing,
and
thank
you
for
coming
in
this
morning
and
looking
forward
to
hearing
your
presentation
next
year.
Thank
you
very
much
and
a
motion
to
receive
for
information
on
favor
carried.
A
D
The
treasurer
Mike
anyway,
I
guess
the
obvious
question
is
our
investments.
Are
spending
on
consultants
are
up
60
percent
compared
to
last
year
and
I'm,
trying
to
understand
without
I
mean
I
started
going
through
every
single,
appendix
and
I
didn't
finish.
So?
Could
you
just
explain
overall
where
the
largest
increases
were
some
of
them?
Are?
You
know,
like
seventy
percent
more
in.
D
R&Amp;D
and
legal
and
technical
and
management
Isis
circled
as
the
top
increases
over
last
year.
Could
you
just
explain
why?
Because
I
know
the
city
manager
identified
this
as
well
in
his
introduction
on
discussion
on
the
budget
that
that
there
was
concern
about
our
increased
spending
on
consultants,
I'll.
F
D
B
The
chair,
I
believe
a
lot
of
the
consulting
has
to
do
with
transformation
that
is
undergoing
that
we're
undergoing
I
can
give
a
quick
overview.
Operating
expenditures
by
city
divisions
are
up:
1.3
million
with
the
solid
waste
recycling
program
study,
4.4
million
transportation,
review
of
construction
services,
procurement,
4.6
million
city
manager's
office
revenue
tools
and
asset,
optimization
studies,
4.3
million
operating
expenditures,
agencies
and
corporations.
The
TTC
has
spent
eight
hundred
thousand
done
functional
reviews
of
its
the
service
delivery
groups.
Sony
center
has
part
partnered
in
development
studies,
4.1
million
and.
D
D
F
Depends
through
mr.
chair,
so
there
is
a
small
non
program
budget
for
consulting,
but
many
divisions
will
have
some
small
budgets
related
to
consulting.
So,
if
you
look
on
the
button,
the
operating
side
on
page
five,
the
total
budget
is
about
5.6
million
bottom.
At
page
five,
that's
on
the
operating.
F
D
F
Would
vary
so,
for
example,
in
legal,
there's
and
I.
Don't
think
there's
anybody
from
legal
here,
but
there
are
certain
practices
that
they
do
certain
types
of
law
that
they
will
tend
to
go
out
on,
for
example,
the
largest
that
I
can
think
of
would
be
insurance
claims.
While
we
have
been
shifting
some
work
in-house
with
the
addition
of
I
think
we
added
three
lawyers
over
the
last
two
budget
cycles.
There
is
a
lot
of
that
work
is
outsourced,
so
it'll
vary
by
division
by
program
by
type
of
function.
F
F
D
I
understand
that
the
procure
I'm
just
trying
to
understand
is
there
an
overall
policy
around
when
and
how
consultants
are
used
and
whether
because
it
continues
to
rise
in
terms
of
cost,
it's
not
just
cost
its.
Are
there
just
like
with
IT,
we
found
that
each
division
was
doing
different
things
and
duplicating
efforts,
and
there
try.
We
try
to
sort
of
centralize
and
provide
more
central
oversight
on
I.t,
so
I'm
just
wondering
if
there's
such
a
thing,
we're.
F
Generally
through
chair
I,
don't
think
there's
a
policy,
because
the
city
is
so
big
and
diverse,
where
we
tend
to
use.
Consultants
is
where
there
is
an
infrequent
use
of
a
specific
skill
set
so,
for
example,
I
know,
and
on
some
of
our
IT
projects,
where
we
have
to
do
something
saying
in
SA
P
or
something
that
we
don't
do
frequently.
F
D
Noticed,
for
instance,
that
we're
using
KPMG
Deloitte
all
far
more
than
we
used
to
is
there?
Are
there
blanket
contracts
now
we're
also
doing
some
polling
we're
doing
polling
on
many
many
things
we
didn't
used
to
do
polling,
so
we've
got
polling
consultants
somewhere.
Is
that
a
blanket
contract
like
how
I've
noticed
surveys
a
bunch
of
surveys
like
there?
D
N
Through
the
chair
with
respect
to
polling,
there
was
a
contract
in
place
with
Ipsos
Reid,
which
we're
now
look
trying
to
look
at
a
different
way.
Moving
forward
with
respect
to
polling,
I'm,
not
sure
pulling
falls
under
the
consulting
service
expenditures
with
respect
to
consulting
most
of
the
time,
the
division
will
come
to
purchasing
and
we'll
do
a
call
for
a
consultant.
There
was
back
in
when
we
were
doing
the
service
reviews.
There
was
a
roster
at
that
time.
M
You
mr.
chair,
maybe
I'll
ask
some
questions
that
council
to
Davis
and
have
the
opportunity
to,
and
there
were
very
good
questions
I.
So
my
concern
is
very
similar.
We've
were
at
32
million
dollars
and
consulting
services
for
2016
and
I.
Think
the
increase
is
significant.
60
percent
increase
over
2015,
but
then
I
heard
that
the
increase
is
is
66
percent
so
buddy.
Can
you
clarify?
Why
does
it
say
60
59
percent,
on
the
front
page
of
the
report,
page
1
on
page
85.
F
M
F
F
As
Mike
pointed
out,
we
were
doing
a
lot
of
new
transformational
things
whether
it's
like
the
real
estate
review,
our
major
IT
transformational,
projects
like
the
purchasing
transformation
and
there's
some
others
that
we're
doing
that
would
account
for
the
increase,
but
as
a
relative
share
of
our
total
spending.
It's
actually
quite
small.
As.
M
Small,
as
it
is
it's
still,
twenty
six
million
dollars
on
the
capital
side,
which
you
indicated
is
the
highest
expenditure,
is
on
the
capital
side
and
I
understand
the
need
for
it.
But
it
is
there
any
way
of
reviewing
those,
maybe
looking
at
doing
more
in-house
or
could
this
be
dealt
with
in-house
for
the
most
part,
I.
F
F
You
know:
I
trust
the
judgment
of
our
divisions
that
they
do
look
at
that
I
think
it
is
generally
we
use
our
city
resources
first
and
where
we
cannot,
then
we
go
outside,
but
even
on
the
capital,
so
26,
26
million
dollars
on
our
capital
program
is
in
excess
of
three
billion
three
and
a
half
billion.
So
that's
under
1%
of
capital
spending,
okay,.
M
I,
probably
not
going
to
move
a
motion,
but
I
am
still
concerned
about
these.
Only
26
million
is
is
more
than
1%
of
our
tax
base.
If
we
were
to
measure
it
that
way,
and
it's
a
lot
we
can
do
with
with
that
kind
of
money
in
other
areas
of
the
city,
so
I
would
just
caution
that
we
watch
that
number
carefully
going
forward.
Thank
You
mr.
chair.
A
O
Thank
you.
Mr.
chair
I
have
a
few
questions
on
based
on
number
of
page
number.
Five
just
looking
at,
though
the
amount
relatively
speaking,
is
smaller
or
small.
The
the
percentage
variances
is
of
significance,
I'm
assuming
like
in
terms
of
what
happened
between
last
year
and
this
year,
what
happened?
It
went
between
budget
and
this
year
like
so
we,
for
example,
the
legal
was
only
about
3%
of
the
consulting
fee,
but
last
year
it
became
20%
of
the
consulting
fee.
O
If,
if
you
budget
it,
for
example,
management
to
be
around
1.5
and
we
got
to
2.3,
which
is
about
almost
44
percent
difference
or
something
like
which
is
you
know
it's,
you
know
which
is
significant
variance
in
so
so
is
there?
Is
there
particular
reasons?
I
mean
if
there
are
public
reasons,
if
no
our
public
reasons,
and
we
can
defer
it,
but
I
want
to
know
if
there's
been
particularly
that's.
F
O
Going
to
the
other
part
of
the
question
is:
is
there
any
frame?
I
know
each
division
is
different
and
their
needs
are
going
to
be
unique
depending
on
the
year
they
are
in,
but
is
there
general
guidelines
or
frameworks
of
of
consulting
use?
Like
you
mentioned,
something
about
this
is
for
specific
type
of
functions
that
are
not
not
ongoing
or
so
is.
Is
there
anything
that
we
have
as
a
policy
or
or
that
that
face?
You
know
this
is
when
city
would
engage
in
consultations
and
with
which?
What
would
we
be
following.
P
Through
the
chair
in
relation
to
the
question,
if
this
helps
in
relation
to
the
question
with
respect
to
legal
expenditures,
typically,
the
decision
to
retain
outside
counsel
arises
on
a
project-by-project
basis,
because
there's
an
identification
that
we
don't
have
a
skill
set
in
house
in
our
legal
services.
Division
to
assist
in
addressing
a
specific
legal
question-
that's
arisen
so,
rather
than
maintain
an
in-house
lawyer
to
practice
in
an
area
that
only
comes
up
quite
rarely
in
our
experience,
we'll
go
to
outside
counsel,
because
those
services
can
be
quite
specialized.
The
specialization
comes
with
an
expense.
P
So
it
doesn't
take
a
lot
of
special
projects
where
you're
requiring
a
specialized
skill
set
from
an
external
lawyer
for
the
cost
to
increase
significantly
that
can
that
can
without
getting
into
the
specifics
of
these
matters
that
can
give
rise
to
those
one-time
expenditures
that
look
like
the
high-water
mark
and
they
are
a
high-water
mark
to
the
extent
that
they
arise
infrequently
and
as
a
one-off.
If
that
helps
I
think.
O
I'm
clear,
with
the
reason
for
it
I'm
just
wondering
if
there's
like
a
checklist
or
a
framework
that
exists
within
the
city
for
not
just
legal
department,
but
research
and
development
or
management
that
that
we
can
look
at
to
kind
of
match
to
see.
Was
this
a
necessary
consultant
position
or
not?
And
and
how
is
that?
How
is
that
governed
overall
in
terms
of,
and
then
the
next
question
is?
Is
there
a
framework
I
heard?
O
B
Brought
like
I
can
handle
that
through
the
chair.
There
is
a
consultants,
hiring
policy
that
purchasing
and
materials
management
has
that
that
references,
that
the
city
should
only
utilize
consulting
services
when
staff
are
fully
occupied.
Special
projects
require
certain
tactical
capabilities.
The
advisor
services
sought
and
the
resulting
expenditure
can
be
justified
as
being
necessary
to
satisfy
program
requirements.
Independent
expertise
is
required
by
legislation
or
regulation.
B
Council
has
directed
the
use
of
external
assistance,
and/or
priority
capital
projects
require
greater
resources,
and
the
city
has
available
so
that
there
is
a
policy
that
purchasing
of
materials
management
which
is
involved
in
these
situations
and
even
in
approving
sole-source
requirements
ensures
is
undertaken.
Thank
you.
G
You
to
you
mr.
chair,
the
first
thing
that
struck
me
was
obviously
the
percentage
increase,
but
then,
as
I
doper,
it
appeared
that
a
lot
of
the
larger
item
dollar
items
were
as
a
result
of
council
directed
initiatives,
an
example
being
the
capital
review
at
the
TTC.
Then
we
have
to
bring
in
KPMG
to
do
that.
How
many
of
those
kind
of
items
that
we
see
in
that
list?
I,
don't
any
a
specific
number
are
actually
the
result
of
policy
initiatives
or
council
mandates
to
deuce
work.
That's
beyond
the
scope
or
capability
of
city
staff.
L
C
Thank
you
well,
I
too,
looked
at
it
and
thought
wow
it
has
grown,
and
then
I
started
to
think
about
my
own
ward.
And
so,
if
you
look
at,
if
you
look
at
the
list,
you'll
see
a
lot
of
environmental
assessments
that
are
being
done
outside
consultants
and
I
would
think
in
my
in
terms
of
my
question
that
that
would
be
in
a
very
expensive
proposition
to
have
a
full
full
office.
Who
would
do
those
sorts
of
assessments?
Is
that
correct.
C
In
terms
of
the
historical
aspect,
both
in
terms
of
the
North
Market,
which
we've
talked
about,
but
also
the
very
specific
lighting
programs
that
are
going
on
here
with
heritage
writing,
so
even
though
in,
for
example,
Union
Station,
we
have
an
expert
in
in
planning
and
in
in
heritage.
You
still
need
to
have
those
kinds
of
specialized
people,
and
that
would
certainly
not
be
somebody
would
want
to
retain
on
staff.
Is
that
right?
I
would.
C
F
C
F
A
F
B
A
I'm
just
saying
cuz,
some
of
my
colleagues
will
say
you
know
you
spend
three
million
dollars
on
consultants.
You
know
it
seems
to
be
going
up
or
you
know,
was
a
rationale
for
saving
them.
You
know
it
was
a
small
project
in
whatever
area
with
otherwise
would
have
hired
have
to
hire
somebody
full-time.
A
D
D
What
the
criteria
were
I'm,
not
sure
that
it's
purchasing
who
should
be
applying
the
policy,
but
it
might
be
useful
at
some
point
to
revisit
that
and
whether
or
not
there's
any
changes
that
might
be
required,
but
I'm
not
going
to
move
a
policy
today.
Otherwise,
maybe
it's
true:
what
counts
are
coal?
Second,
we
need
enough
consultant.
A
All
in
favor
of
receiving
this
report
for
information
carry
and
our
next
item,
sir
I
lost
my
sheet
on
item
number
12,
a
word
of
request
for
proposals:
number
2,
1,
1,
1,
6,
3,
1,
6,
0,
BSM,
Technologies
Limited,
for
the
provision
of
telematics
solutions.
We
have
one
speaker,
map,
Juliano
executive
vice
president
and
Canadian
Union,
Public
Employees,
local,
four,
one.
Six.
A
Morning,
sir,
you
have
five
minutes
to
speak
whenever
you're
ready
at
the
end
of
the
five
minutes.
Each
councillor
can
ask
you
questions
for
up
to
five
minutes,
and
then
we
have
a
next
portion
after
that.
We
can
ask
questions
to
staff
on
this
item
and
then
we'll
debate
it
after
that.
So
you
have
five
minutes
whenever
you're
ready.
Q
There
is
no
mention
of
the
city
CBO
our
ratings
and
how
that
compares
to
the
private
sector,
Seaver
our
ratings
or
other
jurisdictions,
and
if
the
staff
believes
that
these
cameras
will
truly
save
lives,
why
is
the
recommendation
to
install
in-cab
cameras
for
public
waste
collection
vehicles
only?
What
about
the
private
sector,
waste
collection
vehicles,
and
where
is
the
policy
discussion
at
Council
that
directed
staff
to
pursue
the
installation
of
these
in-cab
cameras?
Who
sees
the
video
surveillance
data?
Where
is
it
stored
and
for
how
long?
Q
None
of
these
questions
have
been
asked
or
answered?
According
to
the
solid
waste
division,
a
pilot
project
was
implemented
in
2014,
for
these
in-cab
cameras
has
it
been
completed?
If,
yes,
what
are
the
results?
Where
is
the
cost-benefit
analysis?
This
report
states
that,
while
these
benefits
cannot
be
quantified
at
this
time,
any
savings
as
a
result
of
telematics
will
be
included
in
future
years.
Budget
submissions.
So
stop
suggesting
taxpayers
spend
15
million
dollars
for
these
telematics
solutions
without
evidence
that
there
will
be
any
savings
or
improvement
to
safety.
Q
Local
4,
1
6
is
committed
to
adopting
measures
that
improve
safety.
No
driver
would
want
to
jeopardize
their
life
or
that
of
anyone
else,
purposely
driving
these
gaining
sorry
dangerously.
This
report
is
not
about
safety,
but
user
safety
as
an
excuse
to
install
spy
cams
surveillance
cameras
will
not
prevent
accidents
or
fatalities.
Local
4,
1
6
recommends
that
the
money's
instead
be
allocated
towards
programs
and
services
to
actually
mitigate
these
collisions
and
have
the
real
potential
to
save
lives.
Q
If
safety
is
really
the
motive
behind
this
recommendation,
these
monies
would
be
much
better
spent
on
investing
in
the
driver.
For
example,
currently
defensive
driving
training
is
provided
to
drivers
only
after
they
have
been
involved
in
two
collisions
or
accidents.
1
I
provide
defensive
driving
training
for
all
drivers
so
that
we
can
prevent
accidents
from
happening.
The
camera
that
spies
on
drivers
will
not
be
able
to
do
a
better
job
than
defensive
driver
training.
This
report
really
begs
the
question:
what
is
staffs
real
motive
on
behalf
of
the
city
of
solid
waste
workers?
Q
A
H
H
Q
H
But
none
of
your
drivers
through
the
chair,
I,
have
told
you
anything
about
this
pilot
project.
Nothing
not
of
the
the
the
people
that
you,
but
you
represent,
have
come
to
you
and
say:
there's
a
pilot
project
up
there
that
you
know
of
absolutely
not
so
if
none
of
them
have
told
you,
then,
if
this,
what
it
says
here
is
correct.
That
means
they
might
have
been
installed
without
the
workers,
knowing
possibly.
H
Q
H
Q
H
H
H
Before
then,
I
haven't
seen
them,
but
you
were
working
out
in
the
trucks
before
up.
Did
you
Debian
in
the
Chie,
haven't
seen
anything
inside
a
truck
that
they
took
a
camera
through
through
the
chair
in
the
yard?
Pp
I
mean
you
guys
talk
to
each
other.
Did
you
ever
hear
about
this?
So
for
whatever
you
know,
I
can
assume
that
this
is
probably
something
that
has
been
stated
here
but
never
tried.
This
is
the
first
time
I've
heard
of
it
would
I
understand
that
you
said
that
these
are
spike
amps.
H
Q
H
Q
I
could
tell
you
that
I
had
a.
We
were
called
to
a
meeting
with
the
solid
waste
division
in
regards
to
them
installing
spike
Kent
or
installing
ink
cap
cameras.
That's
all
we
know
they
didn't
provide
us
any
information
on
anything.
All
they
said
is
that
they
were
going
to
do
this,
which
it's
kind
of
concerning,
because
again,
we've
been
showing
our
willingness
to
work
with
the
city,
so
this
report
has
Lloyd's
name
on
it:
the
general
manager
from
fleet,
but
yet
I
had
them.
Q
H
H
Q
M
Yes,
thank
you,
mr.
chair,
so
can
I
just
bring
your
attention
to
page
8
so
and
I
heard
your
deputation.
Thank
you
very
well
preach
on
me
in,
but,
as
the
staff
report
says,
that
in
cab
camera
solution
facilitates
accident,
restructure
and
driver
coaching
that
are
based
on
video
recordings
of
the
incident.
M
Q
I,
don't
believe
that
there's
any
issues
with
what's
accidents
our
Seaview,
our
ratings
are
very
good,
we're
better
than
any
contractor.
That's
out
there,
so
I'm
not
sure
again
what
the
motive
is
for
these
in-cab
cameras
I'm.
So
just
so,
we
understand
so
you'd
install
an
in-cab
camera
right.
So
what
was
said
to
us?
Q
Is
you
install
an
in-cab
camera
that's
facing
forward
if
one
of
these
solid
waste
trucks
sideswipe
a
rearview
mirror
or
a
mirror
on
the
side
of
the
road,
it
will
not
trigger
the
camera,
because
the
truck
is
too
heavy,
too
big
to
feel
the
impact
of
a
mirror.
So
what
would
that
have
prevented
or
caught
for
that.
M
Q
M
Okay
and
the
second
part
of
the
staff
report
on
the
page
page,
eight,
the
third
last
paragraph,
the
use
of
in
cab
camera
solution-
is
resulted
in
significant
reduction
in
accidents
and
other
organizations.
I,
are
you
aware
of
this
report
in
this
history
on
on
successful
in
cab
cameras
that
have
resulted
in
reduced
accidents,
I'm.
Q
Not
aware
again,
I
wasn't
made
aware
of
this,
but
were
the
comparisons
with
the
City
of
Toronto.
There's
no
comparisons
here
so
I
mean
when,
if
I
were
to
give
you
okay
well
this
this
municipality
had
I,
don't
know
90
accidents
a
year.
We
installed
these
cameras,
they've
brought
it
down
to
60,
there's
no
comparisons
to
the
City
of
Toronto
anywhere,
so
I'm,
not
sure
where
they're
getting
those
numbers
from
or
the
early
should
have
provided
the
numbers
to
to
the
committee.
M
Q
Q
M
D
Q
Q
Q
Q
Q
C
C
A
R
Year
mr.
chair,
the
pilot
project
that
was
mentioned
in
2014
never
went
ahead.
Actually
part
of
part
of
what's
happened
here
as
a
consolidation
of
a
number
of
different
telematics
contracts
into
one
larger
contract,
which
is
now
before
us
as
the
result
of
an
RFP.
So
that
project
was
never
never
moved
ahead
and
there
were
no
cameras
in
CHEM
is
installed
with
me.
So.
H
Okay,
so
www
want
wanna,
see
a
dot,
slash,
WPS
slats
portal,
sorry
I
mean
I
can
go
on
4.2
retrofit
of
word
monitoring,
slash
coaching
devices,
there's
a
pilot
project
underway
in
the
collection
area
of
district
4s
WMS
will
evaluate
the
results.
This
pilot
commenced
in
late
2014
and
will
be
completed
in
2015.
Was
this
a
reality
or
a
fictional?
My
imagination.
L
Through
you,
mr.
chair
item,
4.2
actually
comes
out
of
the
Ernst
&
Young
safety
review,
where
they
recommended
technology
like
this,
to
help
improve
the
performance
and
the
safety
of
our
staff
and
of
our
residents
and
the
communities
that
they
service.
If
it
says
ongoing,
that
is,
that
is,
in
fact
misleading.
The
intent
was
to
undertake
a
pilot
and,
and
as
the
the
GM
fleet
indicated
when
in
threw
the
chair,
it
says
this
pilot.
H
A
A
L
H
L
R
H
My
question
to
the
chair
to
mr.
potchuck:
in
order
for
you
to
put
our
in
our
feet:
don't
you
need
some
direction
of
council
in
order
to
do
this,
I
mean
or
you
just
go
ahead,
and
then
you
know
this
is
something
likely
to
be
done
when
we
go
ahead
and
do
it,
how
does
it
work
out?
I'm
sorry,
I'm
I
might
not
have
enough
knowledge
for.
N
H
R
H
R
Through
mr.
chair
again,
looking
at
looking
at
the
devices,
the
telematics
device,
the
in-cab
camera
and
so
forth,
based
on
industry
analysis,
other
public
fleets
across
North,
America
private
fleets
across
North
America,
this
is
typically
where
the
greatest
return
on
investment
is
large
trucks,
high
traffic
areas,
congestion
and
so
forth.
Based
on
the
severity
and
accidents
to
date,
there's
definitely
an
opportunity
how
many.
H
R
H
G
R
R
Mr.
chair,
if
we
went
back
four
years
ago
to
be
exact,
we
were
at
a
conditional
rating
of
seventy
two
point:
five,
not
very
good,
and
we've
done
some
extensive
work
with
our
client
divisions.
They've
worked
with
their
drivers
a
lot
of
manual
time
and
effort
to
bring
down
that
rating
to
where
it
is
right.
Now
how.
G
R
The
chair-
that's
that's
correct,
so
to
explain
what
this
draw
parallel,
if
you
think
of
telematics
as
say
a
Microsoft
Office
suite
of
services
and
where
you
might
have
word
in
Excel
and
PowerPoint
telematics,
we
have
in
cab
cameras,
commercial
vehicle
operator,
registration,
pre
trip,
monitoring,
vehicle
location
devices
and
sensor
based
devices
for
monitoring
whether
a
vehicle
might
be
plowing,
sanding,
salting
sweeping
so
forth.
So.
R
R
The
chair
nope
so
again,
the
full
suite
that
I
mentioned
is
available
to
everyone,
and
the
method
for
proceeding
is
based
on
best
initial
value.
Does
it
mean
that
it
will
be
with
solid
waste?
Only?
No,
absolutely
not.
There
could
be
benefits
with
other
divisions
going
forward,
but
those
need
to
be
assessed
on
a
case-by-case
basis.
R
G
G
R
So
through
the
chair,
the
telematics
device
itself
is
five
hundred
dollars
installed.
Five
hundred
and
fifteen
to
be
exact
and
the
in-cab
camera
is
eight
hundred
dollars
installed
and
to
add
to
that
the
return
on
investment
through
one
collision.
If
you
can
avoid
one
collision,
that's
paid
for
itself.
R
Let
the
solid
waste
folks
speak
to
this,
where
the
vehicle
might
be
at
the
curb
and
a
vehicle
pulls
in
front
of
them,
just
as
they're
pulling
ahead,
and
both
parties
or
or
the
solid
waste
might
end
up
with
the
fault
of
an
accident
because
it
becomes
story-related,
whereas
the
camera,
what
it
does
when
that
trigger
event
occurs,
is
it
records
eight
seconds
before
the
event,
so
it's
running
in
a
loop
up
to
four
seconds
after
the
event
that
it
gives
fact-based
evidence
of
what
occurred
during
that
time.
So.
R
R
The
chair,
if
I,
understand
the
question
Edie,
so
the
C
vor
is
bit
as
correct
is
calculated.
It's
a
fairly
complex
formula
based
on
incidence,
severity
of
incidence,
mileage,
traveled
and
so
forth,
and
what
what
this
does
is
it
allows
us
to
identify
opportunities
for
improvement.
So
it's
not
about
discipline,
it's
about
coaching,
behaviors
and
opportunities
for
improvement,
identifying
where
there
may
be
risk
and
that
unusual
force
area
things
like
that
are
there.
R
A
D
N
I'll
start
and
if
Jeremy
manager
fleet
has
anything
to
add
the
the
recommendation
is
for
the
GM
fleet
to
negotiate
and
execute
an
agreement
based
on
the
terms
and
conditions
of
the
RFP.
So
in
theory,
yes,
you
could
negotiate
that
component
depending
on
how
its
separated
out
and
would
see
if
there's
any
some.
D
R
D
D
All
right,
would
you
be
surprised
to
know
what
the
Occupational
Health
and
Safety
Committee
the
only
thing
that
has
come
up
that
was
over
and
over
and
over
request
requested
over
and
over
again
for
safety
reasons
from
solid
waste,
we're
a
heated,
adjustable
passenger
side
mirrors
and
we
refused
and
refused
and
refused
to
put
them
in.
Would
you
be
surprised
to
hear
that.
R
D
Forward
and
we'll
put
them
in,
but
not
we
have
refused
to
put
them
in
when
the
drivers
themselves
have
asked
for
them
anyway,
plowing
and
salting
trucks
I
didn't
think
we
were
doing
any
in-house,
plowing
and
salting
do
will.
Does
this
mean
we
will
require
all
of
this
technology
to
be
included
in
the
contracted
services
and
do
they
then
have
to
enter
into
purchasing
from
under
this
contract
or
how
will
that
work.
R
The
chairs,
so
there
is
some
services
provided
in-house
by
transportation.
The
devices
also
exist
on
approximately
1300
contracted
units
with
transportation
services,
and
it
identifies
when
the
plow
is
up
or
down
when
they're
salting
or
when
they're
sweeping
or
sanding
and
so
forth,
and
anything
beyond
that
transportation.
Stuff
can
answer.
If
you
have
questions.
D
S
The
chair,
there's
still
approximately
20
I,
think
salt
trucks
in
the
Toronto
and
East
York
district
in
house
that
have
GPS
on
them
and
have
had
since
about
2002.
There
are
no
encap
cameras,
though,
and
no
plans
to
install
in
cab
cameras
on
the
contracted
side
of
our
winter
fleet.
Approximately
1,300
pieces
of
contracted
equipment
will
have
or
have
had,
GPS
installed
on
them,
a
phased
in
approach,
but
also
going
back
as
far
as
2002
with.
D
L
Through
you,
mr.
chair
I'm,
not
quite
sure
about
Miller
but
gfl,
who
has
won
two
of
our
largest
contracts
for
solid
waste
collection,
they
both
have
telematics
systems
in
their
trucks.
That's
something
we
didn't
have
to
spec.
That's
just
an
industry
practice
that
most
always
fleets
have
now
for
locational
services,
all
that
sort
of
stuff
they
don't
have
in
cab
cameras
yet,
but
certainly
that
is
the
direction
that
most
private
fleets
are
moving
in
now.
So.
M
Howhow
did
this
issue
with
respect
to
cameras
find
its
way
into
the
RFP
I
know
you
just
ask
that:
doesn't
there
have
to
be
some
process
before
we
go
through
an
RFP
process
and
the
expense
of
going
through
an
RFP?
Should
there
not
be
some
discussion
and
debate
that
deals
with
the
various
different
policies
and
maybe
procedures
and
justifications?
M
How
did
it
do
that,
and
without
any
debate
that
I'm
aware
of
I,
don't
recall
any
debate
on
council
any
discussion,
but
with
respect
to
this
any
feedback
from
anybody?
It
goes
directly
or
indirectly
impacted
by
cameras
too,
in
any
discussion
of
potential
procedures
and
justification
policies
and
how
this
would
work
all
that
and
my
thinking
should
take
place
first
before
we
actually
go
out
to
an
RFP
on
anything
for
that
matter.
R
The
chair,
so
as
mentioned
by
transportation
staff
telematics
has
actually
existed
in
city
vehicles
for
approximately
15
years,
so
this
is.
This
is
just
continuing
on
with
that.
It
was
previously
done
under
about
five
different
contract.
The
prior
to
this
we
worked
on
consolidating
all
of
those
contracts
into
one.
This
is
one
contract
for
potentially
up
to
ten
years,
so
this
is
continuing
on
with
work.
That's
been
in
place
for
the
last
15
years,
I.
M
Understand
it's
continued
on
with
work,
but
this
is
a
very
specific
issues
where
we
are
going
to
be
purchasing
cameras
to
install
in
a
specific
fleet
of
vehicles
only
not
in
others,
and
it
only
makes
sense
that
we
would
have
extracted
this
particular
one
issue
and
discussed
it.
There
was
a
report
from
Ernst
and
Young,
as
you
indicated,
that
even
spoke
to
a
pilot
project
which
one
hand
the
understanding
was
that
it
was
complete,
but
we
just
found
out
today
there
was
no
pilot
project,
so
there
are
a
number
of
things
that
need
to
happen.
R
Through
the
chair
again
with
continuing
on
with
the
overtime
and
the
advancement
of
technology
and
so
forth,
additional
devices
information
technologies
become
available.
The
in-cab
cameras
is
just
one
of
a
larger
suite,
I
paralleled
it
to
Microsoft
Office
it's
one
of
a
larger
suite
of
services
that
are
available
under
telematics.
It
does
not
mean
you
have
to
select
that
it
just
means
that
it's
available.
R
Again
through
mr.
chair,
when
we're
dealing
with
so
the
in-cab
cameras-
and
it's
mentioned
by
some
of
the
previous
staff
in
industry,
with
respect
to
the
greatest
benefit
for
collision
avoidance,
risk
mitigation
and
so
forth.
The
in-cab
camera,
in
conjunction
with
the
telematics
device,
which
also
does
a
number
of
the
things
that
you've
talked
about,
that
you
through
insurance
companies.
It.
That
is
the
full
suite
of
services
and
more.
M
R
R
M
C
Think
I
was
next
and
I
know
the
counselor
Davis
asked
a
fair
number,
as
did
the
deputy
mayor
Crisanta,
so
I
think
I've
now
got
the
number
that
I
was
looking
for,
which
was
the
15
million
dollars
over
ten
years.
So
my
my
question
is
the
aside
from
all
those
other
concerns.
Would
it
surprise
you
that,
when
we
put
and
when
we
discussed
putting
in
car
cameras
for
police
as
well
as
body
cameras,
took
several
years
of
discussion
both
with
the
police,
as
well
as
with
the
public.
R
R
C
That's
the
one
that
the
vice
president
spoke
to.
The
vice
president
also
suggested
that
if
we
really
are
interested
in
safety,
which
hasn't
seemed
to
come
to
the
safety
committee,
health
and
safety
committee,
that
perhaps
what
we
should
do
is
to
make
it
a
make
defensive
driving
available
to
all
members
who
are
driving
for
solid
waste
rather
than
those
who
have
had
several
accidents.
Have
you
considered
that
it.
R
Threw
the
chair
so
as
part
of
drivers
licenses
upgrades
so
upgrading
from
a
G
to
a
D
class
and
so
forth
that
defensive
driving
course
is
mandatory.
So
those
are
things
that
have
typically
happened,
that,
like
any
of
us,
know
over
time
when
you're
trained
in
something
and
I
myself
would
know
that
sometimes
you
tend
to
forget.
We
get
into
habits,
we
forget
things.
This
is
just
a
fact,
based
method
to
identify
opportunities,
risk
areas
and
make
data-driven
improvements,
and
it's
in
line
with
the
city
of
Toronto's
vision,
zero
plan,
road
safety
plan
right.
R
C
A
Yes,
all
right,
so
we
have
two
loud:
outside
councillors:
go
first,
okay,
sorry,
and
before
we
go
to
a
second
round,
I
just
wanted
to
ask
so
when
looking
at
inside
cameras
versus
and
outside
cameras
from
a
safety
perspective
from
the
reading,
I've
done
that
often
so
they
can
operate
separate
from
each
other
that
often
the
companies
that
are
using
them
for
safe
from
a
safety
perspective.
They
need
both
the
inside
and
the
outside
cameras.
Can
we
just
deal
with
the
outside
cameras.
R
Through
the
chair,
so
the
in-cab
camera,
the
provider
under
which
it's
comes
from,
it
is
one
the
unit,
so
it's
an
internal
camera
external
camera
and
it
that
way
during
an
event
such
as
a
collision
event.
It
occurs
what's
happening
outside
the
vehicle
and
and
inside
the
vehicle
simultaneously.
Is
it
possible
to
do
something
with
the
inside
cameras
to
disable
that,
of
course,
it's
possible,
but
it's
that's
the
way
that
they
currently
are.
Okay,.
A
And
then,
in
terms
of
just
operating
with
an
outside
camera,
for
instance,
there's
an
unfortunate
accident
four
or
five
years
ago
now
I
believe
we're.
So
many
child
was
killed
in
South
Eastern
Scarborough.
Would
an
in-cab
camera
have
helped
in
that
investigation
or
because
you
know
if
a
driver's
texting
or
I
don't
know
what
else
they
could
be
doing
in
the
cab?
Not
you
know
paying
attention
just
like
when
you're
driving
a
car
you
go
through
that
investigation,
it's
done
without
an
inside
camera,
so.
R
I
threw
the
chair
again.
That
incident
was
before
my
time
with
the
city.
I
can't
speculate
on
any
incident
that
might
have
happened.
I
can
say
that
factually
based
on
industry,
they
do
help
and
they
have
helped,
and
it's
through
data
driven
improvements,
identifying
issues,
opportunities
for
improvement
and
coaching.
It's
it's
not
so
much
about
discipline,
but
about
coaching
thinking
of
a
sports
team
approach
of
of
coaching
and
improving
together
is
really
what
it's
about.
Okay
and.
A
Then
another
question
ahead
of
it:
I
guess
all
of
these
contracts
and
it
has
to
do
with
open
data,
and
you
know
we
have
transportation
put
in
a
program
about
snow
plowing,
using
open
data
to
track
snow
plows.
So
you
can
look
up
online
quickly
when
your
snow
plow
is
coming.
We
talked
about
doing
that
with
library
bookmobiles
your
garbage
truck
when
it's
coming,
so
it's
easier
for
people
customer
service.
Why
have
we
baked
in
the
the
concept
or
the
use
of
open
date
entity?
All
of
these
through.
R
R
A
J
A
H
On
May
17th
2017
I
had
a
meeting
with
Jim
McKay
Rob
Borbon
and
Roy
brilli
in
my
office.
I
had
I
want
to
thank
them
for
coming
and
I
had
communicated
with
the
mr.
mchabe
before,
and
he
told
me
that
this
was
coming
up.
One
of
the
questions
that
I've
asked
of
them
and
staff
was
there
and
I
wanted
to
confirm
this
by
asking
them
what's
up?
Does
any
other.
H
Users
in
our
city
have
encap
cameras
like
the
private.
The
people
out
in
the
GFL
and
I
was
told
yes
that
they
have
staffers
present
I
took
notes,
and
today
we
find
out
that
gfl
does
not
have
this.
I
could
have
misheard
but
certainly
my
hand
did
not
miss
striked.
We
also
see
today
that
staff
have
written
on
4.2
that
this
was
done
and
2014-2015.
H
This
is
a
public
document,
and
now
we
find
out
that
this
wasn't
done.
Maybe
we
misunderstood,
or
maybe
we
don't
know
if
the
glass
was
half
filled
or
half
empty.
I've
got
great
concerns
about
having
a
camera
on
me
if
I'm
working,
I'm
sure
that
all
of
us
are
feeling
the
same.
Certainly
don't
want
a
camera
on
you
when
you're
working
public
figures
to
have
the
camera
on
them.
H
I
say
to
you
that
until
we
get
more
information
on
how
this
is
going
to
affect
until
we,
the
Union
is
spoken
to-
and
everybody
else
agrees
to
this-
that
this
item,
especially
the
in-cab
cameras,
be
removed
from
the
from
the
RFP
and
everything
else
do
to
proceed,
and
then
that
once
we
find
out
how
C
or
C,
vor
or
C
are
barovia,
you
know
how
they
are
affecting.
This
is
the
gothy
the
vehicles
and
how
we
get
into
accidents
that
we
have
a
conversation
with
the
experts.
H
Don't
think
that
we've
heard
that
from
the
Ombudsman
or
anybody
else,
I
think
we
need
to
hear
that,
because
if
we
go
through
this
process
and
then
the
Ombudsman
dives
into
it-
and
we
find
out
that
whoops,
we
shouldn't
have
done
this
because
it's
a
disrespect
to
privacy
or
has
privacy
issues,
then
we're
going
to
have
to
dismount
them.
We
already
bought
them.
We
have
not
asked
the
accountability
officers
that
this
is
something
that
we
should
be
going
down
and
I
have
to
tell
you.
H
H
G
You
very
much
and
I'll,
be
very
brief.
I
tend
to
agree
with
the
approach
of
removing
this.
This
notion
of
in-cab
cameras
from
this
contract.
The
locational
piece
I,
think,
is
very
helpful
and
useful
and
and
sufficiently
randomized
enough
that
it's
not
pointing
to
particularly
at
individuals
in
this
case
on
a
division
like
if
we
saw
it
across
the
board
of
council
made
a
decision
that
across
the
board
we
were
going
to
pursue
this
policy
or
or
at
least
it
was
important
enough
that
or
had
a
cost
savings
enough.
G
That
we
should
that
we
should
adopted
his
policy
across
the
board
and
that's
one
thing,
but
but
for
it
to
appear
like
this
in
before
we
had
an
opportunity
to
discuss
this
at
Council
and
in
singling
out
one
division.
I
just
think
our
time
is
probably
better
spent,
focusing
on
on
what
we
can
all
agree
upon
around
the
locations
and
tracking
and
some
of
the
other
functionality.
G
A
C
Now
sue
Davis
has
a
motion,
and
so
I'll
leave
that
and
then
speak
to
what
I
suspect
it
is.
But
you
know
I've
got
some
real
problems
when
what
I
hear
is
is
asset
management
versus
resources
for
people
and
and
the
reason
that
I
have.
That
is
that
you
know
it's
people
that
drive
trucks.
It's
not
trucks
that
drive
trucks.
C
You
know
with
police,
they
have
a
huge
amount
of
interaction
with
the
public
interaction
with
crime,
interaction
with
danger,
interaction
that
eventually
goes
to
the
courts,
and
so
it
was
very
important
for
us
to
have
that
kind
of
knowledge,
both
as
a
protector
for
the
public
and
a
protector
for
the
for
the
officer.
That's
not
the
case
here
and
I
feel
very
much
like
this
division
is
being
targeted.
You
know,
we've
just
finally,
I
think
begun
to
have
some
morale
come
back
some
some
feeling
good
about
their
job.
C
C
D
So
I'd
like
to
move
a
motion
that
recommendation
one
be
amended
to
direct
the
general
manager
fleet
services
to
exclude
the
in-camera
in
cab
camera
equipment
in
negotiating
the
agreement
with
BSM
technologies
and
to
reduce
the
contract
value
accordingly.
I
too
have
concerns
about
the
process.
That's
been
used
to
bring
this
here.
This
is
a
very
significant
policy.
It's
a
very
significant
labor
management
policy.
D
Everyone
across
the
table
should
have
known
that
this
would
be
contentious
and
that
we
would
end
up
in
a
battle
with
our
employees
over
this
issue.
So
I
regret
that
we
are
debating
this
technology
in
within
an
RFP
report,
a
contract
report
as
opposed
to
a
debating
this
either
in
an
attendance
management
or
labor
relation
the
labor
relations
context.
We
haven't
heard
about
this
anywhere
else
now.
I
understand
there
was
some
argument
or
some
information
that
was
given
today,
that
it
was
a
recommendation
of
KPMG
and
that
it
was
in
the
budget.
D
I,
don't
remember
any
recommendation
from
KPMG
that
said
put
in
camera
in
cab
cameras
now
I
just
saw
a
report
that
they
made
that
recommendation
I.
Don't
remember
seeing
that
maybe
there's
an
efficiency
study,
that's
buried
somewhere,
but
we
didn't
see
that
I,
don't
recall
it
being
in
a
budget
document.
It
certainly
wasn't
highlighted.
If
I
went
back
to
the
analyst
notes,
maybe
I
could
find
it
in
solid
waste.
Analyst
notes,
I,
don't
know,
but
there
are
too
small
I
hear
right.
D
Think
if
we'd
had
this
debate
before,
we
wouldn't
be
even
here
today
having
to
to
deal
with
it
in
the
context
of
a
contract,
I'm,
not
sure
if
we've
looked
at
are
we
do?
We
have
provisions
in
our
collective
agreement
to
allow
this
I
suspect
there
hasn't
been
any
negotiations
of
that
I
suspect
that
the
city
would
argue
it
was
management,
rights
or
whatever,
and
there
will
be
a
grievance.
D
Every
single
bargaining
unit
that
has
had
surveillance
like
this
has
taken
these
things
to
grievance,
I'm
sure,
there's
jurisprudence,
but
we've
not
had
an
opportunity
even
here.
What
of
the
court
said
about
this?
This
is
a
much
bigger
question
is
about
invasion
of
personal
privacy
and
the
extent
to
which
management
can
do
that,
and
that
has
not
happened
in
this
debate.
It's
come
through
a
procurement
contract.
D
D
I,
don't
know
if
that's
if,
if
we
followed
the
video
surveillance
policy,
it
requires
that
we
go
through
a
very
detailed
analysis
and
submission
to
look
at
whether
or
not
we
are
violating
the
personal
privacy
of
constituents.
The
Toronto
Police
has
its
own
policy
around
the
video
surveillance.
I,
don't
know
if
this
has
gone
through
that
filter
before
it
came
here
today.
I
suspect
not
so
I
think
this
is
premature,
not
well
thought
out
and
potentially,
as
all
the
other
speakers
have
said,
it's
not
going
to
contribute
to
good
staff
morale.
D
Nor
do
I
believe
that
it's
going
to
contribute
to
safety.
The
question
about
safety,
I
think
is
something
that
has
to
be
discussed
in
in
a
different
place.
The
GPS,
obviously
that's
something
that
is
useful
and
nobody
is
objecting
to
that.
So
I
hope
that
we
can
proceed
with
this
contract
and
eliminate
the
provision
of
the
in-cab
cameras
which,
at
this
point,
if
I'd
been
identified
as
job.
D
Yes,
as
just
for
solid
waste,
but
we
heard
today
that
they're
looking
at
doing
this
for
all
the
other
fleet,
so
this
is
a
big
policy
question
that
was
going
to
be
just
slipped
through
on
a
procurement
that
we
happen
to
see
on
a
table
and
I,
don't
think!
That's
the
where
the
policy
debate
should
have
taken
place.
Okay,.
A
A
Any
questions
of
the
mover,
nope
say
none
so
Kells
or
Davis
I
wrote
the
intent
of
what
you're
trying
to
move.
Would
you
take
it
as
a
friendly
amendment
if
I
amended
yours
to
include
the
council's
further
consultation
with
the
Union,
the
Health
and
Safety
Committee,
to
look
at
opportunities
for
cameras,
future
use
of
ink
app
cameras?
D
O
Thank
You
mr.
chair
I
won't
be
moving.
A
new
motion.
I
will
be
supporting
a
councillor
Davis
motion
I
also
feel
the
process
isn't
very
clear
to
me
and
I.
Don't
think
something
as
significant
as
this
has
had
enough
consultation
and
background
information
on
many
issues,
including
rail,
Labor,
Relations,
privacy
and
health
and
safety
issues.
O
M
You
mr.
chair
and
so
I
wholeheartedly
agree
with
councillor
Davis
I.
Think
that's
a
good
motion.
It's
a
motion
that
I
hope
that
this
committee
will
adapt
adopt
unanimously
and
and
so
at
the
risk
of
sounding
repetitive.
There
are
so
many
things
to
discuss.
This
is
a
big
issue,
respect
to
policy,
it's
a
big
issue
with
respect
to
procedures
and
I'm,
primarily
justification
and
we're,
starting
with
when
one
one
particular
division
and
excluding
everything
west
of
Yonge,
Street
and,
of
course,
other
divisions.
A
A
So
I'm
going
to
move
the
City
Council
direct,
the
general
manager
of
Fleet
Services
in
consultation
with
a
general
manager
solidly
service,
is
another
appropriate
staff
to
consult
with
city
unions
in
the
Health
and
Safety
committees
regarding
the
use
of
Inc
camera
equipment
and
report
back
to
the
appropriate
committee
and
I'm
going
to
move.
This
I
understand
the
intent
of
councillor
Davis's
motion
but
I've.
A
Also
over
the
last
week,
I've
been
doing
a
lot
of
reading
about
inking
in
cab
cameras
and
you
know,
and
the
the
tie-in
between
an
in-cab
camera
and
the
outdoor
camera
the
outside
camera
and,
in
particular,
when
it
comes
to
solid
waste
trucks.
I
understand
the
perspective
of
the
union
that
they
see
this
as
an
intrusion
on
their
work
environment
in
the
cab,
but
I
think
it's
also
important
from
a
public
safety
perspective
and
looking
after
our
residents
that
we
have
the
for
this
safety
system
to
work
properly,
there
needs
to
be
an
in-cab
cab.
A
The
camera,
as
well
as
anode,
side,
cab,
camera
component
and
I
need
more
coffee.
So
so
that's
what
I'm
moving
the
other
point
that
I
raised
in
my
questioning
around
the
open
data
portion
or
component
of
this
contract
making
sure
it's
that
it's
within
this
contract,
because
as
we've
as
we
strive
to
move
forward
the
city
and
the
21st
century
and
using
modern
technology,
I
think
it's
very
important
that
we
have
our
options
available
to
us.
As
I
mentioned
earlier,
there's
already
an
app
that's
used
for
snowplows
in
determining
when
your
snowplow
arrives,
I!
A
Think
it's
just
as
important.
We
have
that
opportunity
to
look
at
from
a
public
service
perspective
about
when
your
garbage
truck
is
arriving
bookmobiles
in
the
Toronto
Public
Library,
understanding
where
the
bookmobiles
are
so
I'll,
be
supporting
this
amendment
to
the
staff
recommendations
and
go
from
there.
Thank
you
questions,
councillor
Chris
auntie
you
take
the
chair.
Councillor
Davis
has
a
question
to
me.
D
A
A
A
J
O
O
A
A
Recorded
okay
recorded
all
in
favor
councillor
McConnell,
councillor,
Cole
councillor
course:
auntie
councillor,
Davis
councillor,
Shan
opposed
councillor,
Ainsley
and
that
passes
and
then
there's
my
motion
on
favor
councillor,
Cole,
council,
Ainsley
opposed
sorry.
I
know
if
we
need
a
recorded
vote
going
to
reportable
yep.
Okay
comes
councillor,
:
councillor,
Ainsley
opposed
councillor,
McConnell
councillor,
croissant,
a
councillor
Davis
councillor
Shan,
and
that
item
losses
on
favor
of
the
report.
As
amended.
C
A
C
C
A
A
So
just
a
just
for
everybody.
That's
new
to
this
or
haven't
done
this
before
so
the
deputy
chief
unit
has
five
minutes
to
address
the
committee.
Each
member
of
the
committee
has
up
to
five
minutes
to
ask
the
deputy
questions.
After
this
we
ask
questions
of
staff
and
then
we
have
a
debate
over
the
item
so
as
block
e
at
five
minutes.
Whenever
you're
ready,
there's
a
microphone
in
front
of
you.
If
you
press,
the
yellow
button
is
on
and
whenever
you're
ready.
E
My
my
on
here
yeah,
okay,
thanks
thanks
very
much
for
this
opportunity.
I
really
appreciate
this
opportunity
to
talk
to
City
counselors
about
this
really
important
issue.
So
in
July
of
2013
City
Council
asked
staff
to
develop
a
job
quality
index
that
was
almost
five
years
ago.
A
lot
can
be
accomplished
in
five
years.
E
E
We've
also
seen
a
review
of
the
entire
legislative
structure
around
where
in
Ontario,
through
the
changing
workplace
review
and
we've
also
seen
a
tremendous
community,
Union
and
others
involvement
to
really
have
a
community
campaign
to
really
outline
and
bring
to
the
forefront
the
importance
of
decent
work
and
really
how
decent
work
goes
beyond
just
what
people
are
paid
but
includes
the
importance
of
availability
of
sick
days.
In
the
the
importance
of
some
advance
notice
in
scheduling.
E
The
city
has
developed
in
response
to
that
the
poverty
reduction
strategy,
and
in
that
poverty
reduction
strategy,
there
has
been
a
focus
on
in
on
decent
work,
but
in
the
absence
of
action
that
poverty
reduction
strategy
remains
just
words
on
paper
much.
We
do
know
from
our
research
that
much
of
the
inequality
and
poverty
in
this
city
is
the
result
of
labor
market
outcomes
and
a
colleague
of
ours.
E
John
Stapleton
has
a
really
apt
description
of
it,
where
we
are
just
turning
into
a
giant
Downton
Abbey
with
the
wealthy
working
on
Bay,
Street
and
in
high-tech,
and
then
an
army
of
low
paid
workers
making
or
Latta
lattes
and
taking
care
of
our
children,
while
living
in
poverty
and
I
know
that
there
has
been
progress
in
the
up
in
the
fair
wage
policy
and
that's
absolutely
to
be
applauded.
But
that
is
really
insufficient.
E
The
health
impacts
of
low-wage
work
are
well
documented,
as
well
as
the
impact
on
community
engagement
and
family
lives,
and
these
impacts
include
having
to
work
when
you're
sick,
having
a
great
deal
of
uncertainty
around
your
children
and
child
care
and
elder
care,
scheduling
and
the
impact
of
income
variability
in
unpaid
wages
on
family
households,
household
income.
So
I
really
urge
counselors
to
use
your
power
and
your
responsibility
to
ensure
that
before
renewing
this
contract
for
cleaning
services,
the
following
conditions
are
our
determinant
set
out
in
a
in
a
job
quality
index
and
met.
E
One
is
paying
a
living
wage
which
is
1852
in
the
City
of
Toronto,
providing
for
seven
paid
sick
days.
Providing
for
scheduling
certainty
with
a
two
week
schedule
equal
pay
for
equal
work,
which
means
regardless
whether
that
work
has
contracted
out
with
whether
they
are
part-time
workers
or
full-time
workers,
the
same
rate
of
pay
and
finally,
some
measures
to
ensure
that
people
are
paid
on
time
and
they
aren't
waiting
months
for
their
paycheck.
While
of
course,
their
landlords
will
not
wait
months
to
have
their
rent
paid.
So
really
I.
E
E
Third
of
all,
if
the
legislation
actually
winds
up
providing
higher
than
these
minimum
standards,
then
the
contractors
will
be
held
to
those,
obviously,
those
legislative
standards
and
I
think
that
council
moving
in
this
would
really
signal
to
the
provincial
government
that
there
is
support
for
decent
work
and
for
poverty
reduction
measures
and
for
that
kind
of
double
efficiency,
of
using
your
money
wisely
from
the
largest
government.
You
know
other
government
in
Ontario
or,
as
we
like
to
say
the
six
largest
government
in
Canada.
So
I
am
bemused
by
that.
By
that
argument,
okay,.
A
P
A
P
Again,
my
name
is
Tim
McGuire
and
president
of
cUPE
Local,
79
City
of
Toronto
inside
workers
and
others.
I
want
to
start
by
playing
a
video
of
one
of
our
members,
who
is
a
cleaner
at
Union
Station.
His
name
is
Carlo
and
he's
worked
for
the
city
for
three
years.
He
is
a
part-time,
cleaner
and
before
he
worked
for
the
city,
he
worked
for
impact
cleaning.
The
company
that
has
a
contract
to
provide
cleaning
services
in
the
midst
of
the
what's
called
I
guess,
a
mixed
service
contract.
L
I
assigned
on
Union
Station
I'm
the
afternoon
for
person
at
that
time,
workplace
rights
to
it.
It's
been
two
years
now:
yeah
I
work
with
in
public
two
years,
and
now
it's
almost
two
years
now
in
situ.
So
when
I
would
believe
that,
like
if
you're,
cleaner,
you're
just
a
cleaner
and
then
when
it
comes
to
the
peril,
there
are
their
salaries
very
low.
When
it
comes
to,
like
you
know,
job
secured:
it's
not
that's
the
purpose.
You
know
we
don't
have
benefits.
L
You
know
we
just
rely
on
the
when
the
barrel
comes
and
there's
no
schedule
that
the
it
says
that
you're
going
to
be
good
here,
like
it's
going
to
be
permanent
or
something
so
you
still
have
a
fear
here.
Instead,
yeah
enough
feel
comfort,
there
I'm
uncomfortable
with
that
and
then
run
CD.
They
provide
a
lot
of
trainings
they
can.
They
can
send
you
to
this
trainings.
You
can
defend
yourself
and
then
the
salary
is
very
fear.
Fair
enough
to
my
situation.
I
can
live
right,
like
I
can
do
things.
L
I
want
so
yeah,
it's
very
nice
to
see
you
going,
but
one
of
the
issues
is
like
I
have
to
know
the
schedule
in
pencil.
I
can
manage
my
personal
life
too,
with
my
sons
and
since
I'm
a
single
father.
So
it's
very
important
to
to
know
my
schedule
in
advance.
Like
a
you
know,
two
weeks
in
advance
will
be
great.
Will
help
me
a
lot.
L
The
body
man
is,
you
know
I
want
to
keep
my
job
like
you
know,
I,
don't
want
to
leave.
I
want
City
of
Toronto
give
that
workplace
I
want
City
of
Toronto,
maintain
the
cleaning
job
there
like
where
the
front
line
or
there
when
it
comes
to
cleanliness,
because
that
is
like
a
major
landmark
of
the
city.
You
know
station
I
want
City
to
be
proud
right,
like
I
was
maintaining
this.
L
P
The
two
things
that
are
maybe
three
things
that
I've
learned
about
the
cleaners
at
Union
Station
as
parallel
to
all
these
other
city
workers,
particularly
cleaning,
is
how
proud,
Carlo
and
his
colleagues
at
Union
Station
are
of
the
work
they
do
for
the
city.
Union
Station
is
a
gateway
to
our
city
and
they
are
very
proud
of
the
work
they
do
in
and
in
their
relations
with
shopkeepers
and
public.
That
goes
through.
That
gateway
to
the
city,
they're
very
proud
of
the
work
yeah.
P
The
other
thing
about
Union
Station,
a
little
bit
of
history
in
recent
history
for
us
is
it
used
to
be.
The
case
said
that
Union
Station
that
the
contractor
there
subcontracted
sometimes
to
undocumented
workers
who
could
not
be
found
to
have
their
wages
paid
to
them,
and
it
was
the
work
of
this
committee
or
others
at
City
County
as
a
whole
that
looked
at
the
issue
and
wanted
to
ensure
that
decent
jobs
with
decent
conditions
that
the
fair
wage
was
raised
in
other
aspects
of
cleaning,
because
we
know
what
that
industry
is
like.
P
Unless
we
put
measures
in
place
to
watch
and
as
you
notice
saw
from
Carlo,
the
city
can
still
do
better.
He
does
not
yet
know
two
weeks
in
advance
of
his
schedule
so
that
he
can
plan
his
life
with
his
son.
What
his
schedule
looks
like
the
city
has
to
step
up
to
the
plate
and
do
better
and
one
of
the
ways
it
can
do,
that
is
to
actually
adopt
standards
like
the
ones
outlined
earlier
paid
sick
days,
fair
scheduling,
equal
pay
for
equal
work,
a
living
wage.
P
The
work
is
already
done
adopted
like
other
jurisdictions
are
and
getting
paid
on
time.
We
also
recommend
two
other
things:
proper
monitoring
and
enforcement
of
our
standards.
What's
in
the
report
is
not
sufficient.
What's
in
this
report,
talks
about
a
vague
decent
standard,
decent
jobs
and
a
vague
monitoring
process,
we
need
decent
standards
to
go
with
those
decent
jobs.
Inequality
is
the
issue
of
our
time.
The
City
of
Toronto
should
be
a
leader
lead,
not
wait
for
the
provincial
politics
to
determine
what
the
standards
will
be
in
this
province.
Okay,.
A
S
This
has
led
to
increasing
precarity
for
those
struggling
to
find
stable,
full-time
work
and
it's
leading
to
a
new
class
of
workers
without
any
of
the
standard
benefits
of
regular
employment,
including
things
like
the
right
to
be
paid
on
time,
the
right
to
a
safe
work
environment,
not
to
mention
access
to
income,
security
measures,
health
and
dental
benefits,
sick
pay
or
a
pension.
There's
virtually
no
protection
for
from
abuse
of
labor
laws
and
standards
heck.
You
can't
even
be
sure
of
a
regular
work
schedule
from
week
to
week,
and
how
do
you
plan
your
life?
S
S
More
and
more
workers
who
are
connecting
to
the
urban
worker
project
are
bringing
stories
of
contract,
non-payment,
wage
theft,
Mis
classification,
no
benefits,
and
when
they
do
get
paid,
it
can
be
below
minimum
wage,
a
minimum
wage
that
is
itself
completely
inadequate
for
any
worker
living
in
this
city.
We
hear
stories
of
workers
working
on
contract
for
a
company
and
getting
paid
much
less
than
others
doing
the
exact
same
work
who
are
their
full-time
permanent
employees.
S
Now,
while
it's
true,
the
provincial
government
has
undertaken
a
sweeping
review
of
Ontario's
labor
laws
and
standards
and
is
signalling
that
it
will
act
upon
the
reports
final
recommendations.
Soon.
No
one
knows
what
of
the
hundreds
of
recommendations.
It
will
act
upon
how
comprehensive
this
action
will
be
or
when
new
rules
will
kick
in,
and
you
know
I'm
not
a
cynic,
but
we
all
know
governments
at
all
ever
levels.
S
Commission
reports,
all
the
time
that
gather
dust
with
recommendations
not
acted
upon,
but
regardless
of
what
happens
at
the
provincial
level
and
I
really
do
hope
that
the
government
will
and
amantha
reports
recommendations
because
there's
a
lot-
that's
good
in
it.
But
there
are
many,
including
myself,
who
feel
that
the
recommendations
don't
go
far
enough
in
shoring
up
the
instability
in
too
many
workers
lives
or
laying
firm
planks
in
the
building
of
a
stronger
floor
for
all
workers.
S
It
isn't
enough
anymore
to
simply
count
the
number
of
full-time
and
part-time
jobs
created
in
in
the
economy,
whether
it's
at
the
city,
provincial
or
federal
level.
We
also
need
a
better,
a
better
measure.
We
also
need
to
better
measure
the
quality
of
these
jobs.
This
is
so
vital.
Does
this
job
come
with
benefits
a
pension,
sick,
pay,
health
and
safety
protections?
Does
this
employer
have
a
solid
record
of
adhering
to
a
robust,
decent
work
framework?
Does
this
employer
pay
its
contract
workers
on
time?
S
These
are
all
questions
we
need
answers
to,
and
so
I'm
here
before
you
urging
you
to
move
forward
on
a
job
quality
assessment
tool.
We
know
the
broad
parameters
of
what
is
now
on
the
table
at
the
provincial
level
and
we're
looking
forward
to
action
there,
but
that
shouldn't
preclude
the
city
from
acting
now,
you
have
an
incredible
opportunity
to
be
a
leader
to
meaningfully
confront
the
changing
nature
of
work.
Now,
workers
need
model
employers
to
raise
the
bar
on
standards.
S
Today,
with
this
kind
of
leadership
at
the
city,
the
bar
for
all
employers
will
be
raised
in
both
the
private
and
public
sectors
right
across
the
city
and
as
your
progress
report
notes
and
I'm,
just
going
to
quote
it
here,
no
other
city
in
Canada
is
currently
promoting
a
decent
work
agenda.
However,
other
cities
are
interested
in
learning
from
Toronto's
experience,
so
by
moving
forward
now
on
a
job
quality
assessment
tool,
the
City
of
Toronto
can
have
a
positive
impact
on
work
standards
far
beyond
the
boundaries
of
the
city.
S
Indeed,
action
like
this
by
the
city
could
even
impact
provincial
changes
in
the
future,
as
the
city
becomes
less
and
less
affordable
for
low
and
middle
income
Torontonians.
The
response
to
the
changing
nature
of
work
is
crucial
to
the
future
livability
and
viability
of
our
city.
If
regular
workers
and
their
families,
young
people
can't
afford
to
live
and
work
in
the
city
they
were
born
in
or
the
city
they.
S
G
Layton,
thank
you
very
much
and
just
just
really
quickly.
There
didn't
seem
to
be
much
in
the
report
about
the
contract.
It
would
work
like
individuals
that
are
contracted.
Rather
they
look
to
companies
hiring
individuals.
Are
there
any
other
or
any
recommendations
you
think
could
be
included
in
order
to
address
these
like
individual
contractors?
Well,.
S
S
D
What
used
to
be
what
what
it
used
to
be
called
the
one
big
one
that
was
primarily
secretaries?
Kelly
girls
used
to
be
called
Kelly,
girls
actually
mm-hmm.
It's
now
called
Kelly
services
or-
and
there
are
many
others
do
you
see
much
prevalence
of
those
agencies
and
are
there
any
particular
and
specific
ways
that
we
should
be
looking
at
regulating
if
or
the
provincial
government
intervening
in
those
with
those
agencies.
S
Absolutely
the
four
workers
engaged
in
in
the
temp
agency
cycle.
It's
it's
a
situation,
that's
increasingly
difficult,
where
they're
simply
simply
unclear
on
the
workers
side
who
the
employer
is
yes
and
therefore
you
can't
enforce
the
rules
that
are
that
are
out
there
right
now
that
are
on
the
books
right
now,
at
the
provincial
level.
I
think
that
we
need
significant
tightening
of
those
rules.
It's
incredibly
frustrating
for
workers
in
that
situation
and
not
not
to
mention
the
fact
that
that
the
actual
hourly
rate
that's
paid
for
the
work
that
they
do.
D
S
Your
it's
a
huge
report,
so
you've
got
me
on
the
spot
there,
but
what's
or
what,
but
but
but
what
we're.
But
what
many
of
those
defeating
today
will
say
is,
is
you
know,
is
minimum
standards
that
we
need
to
see
in
work
in
general
pertain
to
all
workers,
whether
that
whether
you're
working
for
a
temp
agency
or
not.
D
What
I
found
interesting
and
I'm
sure
you
won't
find
surprising
is
that
one
of
the
largest
employers
is
part
of
an
international,
a
global
company,
and
they
have
exclusive.
They
have
a
contract
that
they
must
use
and
they
have
exclusive
an
exclusivity
contract
with
Kelly
services
that
they
must
use
to
hire
everyone
except
management,
mm-hm.
S
D
S
We're
seeing
it
we're
seeing
it
everywhere
and
we're
also
seeing
it
in
publics
among
public
sector
employers
too
I
don't
at
all
levels
of
government,
and
this
is
why
this
is
so
important
today.
This
conversation
around
around
what
what's
the
city's
response
and
reaction
to
the
changing
nature
of
work?
S
Is
the
city
going
to
be
a
leader
in
in
in
building
a
new
framework
that
that's
that
supports
all
workers,
or
what
are
we
going
to
miss
that
opportunity
and
I
would
argue
today
that
the
the
recommendation
that
the
city
wait
to
see
what
the
province
puts
on
the
table,
while
we
know
that
jus
Jetta
that
that
could
take
quite
some
time-
and
none
of
it
is
clear,
but
what's
clear,
is
what
we
have
before
us
today
and
what
what's
possible
for
council
to
act
upon
today?
Thank
you.
S
A
L
Hello
to
the
counselors
here
today
and
I
want
to
start
just
by
saying
thank
you
for
allowing
me
this
time
to
speak
and
allowing
me
this
platform
to
speak
my
mind
today.
So
let
me
just
start
by
saying
my
name
is
Nasir
Abbot
I'm
a
24
year
old,
Pakistani,
Canadian
and
I'm,
a
freelance
media
producer
currently
living
and
working
in
the
city
of
Toronto.
L
A
little
bit
about
myself.
A
son
of
two
Pakistani
refugees
to
Canada
I
grew
up
in
extreme
poverty.
I've
been
working
my
entire
life
to
get
myself
out
of
that,
to
lift
myself
out
of
that
situation
and
I'm,
finding
that
it's
increasingly
ever
harder
to
do
this,
when,
even
though
I've
been
working
tirelessly
for
the
last
five
or
six
years
of
my
life,
I
can't
assure
myself
anything
past
a
six-month
contract,
and
this
is
not
to
say,
I'm
working
in
small
locations.
I've
worked
on
huge
projects.
L
That's
because
you
guys
today
have
a
very
unique
opportunity
here
to
be
an
example,
to
set
an
example,
not
only
for
other
municipalities
and
provinces
across
the
country,
but
for
private
sector
employers
as
well
across
this
country.
You
know
a
lot
of
people
on
the
right
tend
to
love.
This
expression
of
you
know
rising
tide
lifts
all
boats,
but
why
can't
we
apply
that
to
Labor
Standards?
Why
can't
we
apply
that
and
be
an
example
to
other
employers
and
show
people
that
actually
giving
workers
actual
rights
and
giving
them
a
standard?
L
You
know
the
rate
of
living
will
actually
improve
their
lives
and
improve
the
lives
of
those
employers
as
well.
You
know
that's
why
I'm
here
advocating
specifically
for
equal
pay
for
equal
work,
a
living
wage,
that's
tied
to
inflation,
getting
paid
on
time
and
actual
security,
because
we
all
know
that
for
young
workers
and
a
lot
of
a
lot
of
older
workers
as
well
we're
all
just
a
stone's
throw
away
from
being
back
in
poverty.
L
So
I'll
keep
it
short
and
I'll
wrap
up
by
saying
that
you
know
if
we
don't
stand
up
for
the
rights
of
city
workers
today,
what
message
are
you
sending
to
my
generation
and
my
cohorts
in
the
future
who
struggle
to
find
gainful
employment?
So
please
councillors,
please
help
my
generation
by
helping
these
city
workers.
Thank
you.
A
T
All
I,
first
of
all
want
to
thank
the
government
management
committee
for
the
opportunity
to
depute
today,
typically
I,
consider
myself
an
articulate
individual,
but
as
of
late
I've,
been
feeling
somewhat
demoralized
I
earn
a
livelihood
as
an
editor
and
a
proofreader,
and
for
the
first
time
in
my
14-year
career,
I
have
actually
seriously
considered
whether
I
have
to
transition
to
a
new
career
and
the
someone
who's
turning
53
this
year.
I
find
that
prospect
very,
very
daunting.
T
The
reality
is
is
that
how
urban
workers
in
the
City
of
Toronto
find
work
nowadays
and
how
urban
workers
find
work
are
very,
very
different.
The
landscape
has
changed
dramatically.
I
work
primarily
as
a
freelancer,
true
freelancer
procures
his
or
her
own
clients,
but
I've
also
had
I've
also
had
to
augment
my
income.
I
am
a
temporary
workers.
Sometimes
sometimes
I
am
a
contract
worker
on
a
payroll.
This
past
winter
I
was
a
subcontractor.
T
T
T
T
Of
course,
the
client
will
ask
whether
you
can
work
home
remotely,
because
if
you
go
in
for
half
a
day,
you
have
to
be
paid
for
a
minimum
of
four
hours,
it's
impossible
to
find
other
work
with
other
staffing
agencies.
If
you
don't
know
from
week
to
week
when
your
client
wants
you
in
on,
on
which
days
I
mentioned
before
that,
I
have
to
augment
my
income,
because
I
can't
always
earn
it
through
my
freelance
clients.
In
the
last
10
years,
I
have
been
a
score
for
the
Ontario
secondary
school
literacy
test.
I.
T
Think
many
of
you
know
that
every
year,
150,000
students
in
the
province
of
Ontario
write
a
test
and
you
need
scores
to
score
these
tests.
Counselor
Davis
had
mentioned
Kelly
services.
I.
Think
many
in
this
room
are
familiar
with
the
Drake
staffing
agency,
so
in
the
last
ten
years,
I've
taken
on
this
work
in
the
month
of
April
anywhere
from
three
to
nine
days
and
I've
met
people
who
have
been
doing
this
since
the
late
90s
in
the
late
90s,
the
rate
of
pay
was
$150
a
day
and
hot
lunch
was
included
this
year.
T
My
rate
of
pay
was
$150
a
day
that
gives
you
of
an
idea
of
that
the
compensation
hasn't
been
commensurate
with
cost
of
living
and
other
factors.
For
example,
I
was
fortunate.
I
finished
work
after
nine
days
on
August,
the
16th
I
got
paid
on
May.
The
19th
I
had
to
wait
only
36
days.
There
are
people,
however,
who
worked
only
three
days
and
they
had
to
wake
wake
up
to
six
weeks
in
order
to
be
paid.
T
T
Contract
position
at
one
of
the
largest
telecommuting
telecommuting
telecommunications
companies
in
Canada
I
was
hired
by
a
business
entity
that
subcontracted
the
work.
To
me.
Little
did
I
know
that
the
subcontractor
his
company
in
turn
was
subcontracted
by
an
advertising
agency
and
then,
finally,
this
ad
agency
invoiced
the
telecommunications
firm
I
could
only
invoice
at
an
hourly
rate
of
$30
an
hour
which
is
well
below
what
many
freelance
editors
and
proofreaders
have
to
charge
in
order
to
make
a
decent
income
annually.
T
T
The
deputed
before
me
mentioned,
if
the
City
of
Toronto
as
a
public
sector
employer
and
an
employer
that
Awards
many
contracts
can
be
a
shining
example
to
the
citizens
of
Toronto
I
believe
that
private
sector
employers
will
indeed
take
note
of
the
government
management
committee
and
the
City
of
Toronto
adopting
some
very,
very
much
needed
recommendations.
Thank
you.
A
L
My
name
is
Sean
Maher
I
work
at
the
social
Planning
Council,
and
we
do
evidence-based
policy
analysis
and
public
policy
reform
work,
and
that
requires
us
at
times
to
come
forward
and
provide
critical
advice
to
the
city
on
public
policy.
So
it's
nice
to
be
coming
here
today
to
tell
the
city
that
we
think
you're
absolutely
right
about
a
whole
bunch
of
things
that,
in
a
lot
of
cases
that
we
were
wrong
about
the
first
of
those
is
about
the
initial
steps
in
this
process.
L
Not
that
long
ago
we
were
advocating
quite
vociferous
ly
that
we
needed
a
living
wage
of
the
City
of
Toronto
and
instead
council
came
back
and
said
actually
a
living
wage
is
a
bit
short-sighted.
It's
not
a
comprehensive
analysis
of
what
the
challenges
are.
What
we
need
is
a
job
quality
assessment
tool
that
thinks
coherently
about
security
and
stability
and
working
conditions.
It
was
a
moment
of
impressive
insight
for
counsel
and
counsel
was
exactly
right
about.
L
So
it
makes
a
lot
of
sense
to
while
we
wait
for
the
province
to
move
forward
on
the
changing
workplace
review
and
the
very
thoughtful
recommendations
that
are
in
it
to
continue
to
move
forward
as
an
employer
at
the
City
of
Toronto.
The
idea
is
recommended
by
the
other
deputies
today
around
sick
days
around
work.
L
Predictability:
around
fair
scheduling
around
living
wages
are
all
things
the
city
can
move
forward
with
as
the
province
moves
forward
on
their
work
and
I
encourage
the
committee
not
to
figuratively
cross
your
fingers
and
hope
that
Ontario
government
comes
through,
but
instead
to
take
this
opportunity
to
move
pork
forward
so
that
we
can
deliver
for
working
people
and
aren't
leaving
the
debate
the
fate
of
working
people
in
the
City
of
Toronto
to
the
municipal
efficiency
of
Queen's
Park.
Thank
you
very
much.
A
C
I
have
first
of
all
questions
I
of
on
the
assessment
tool
and
why
it
isn't
ready
today,
and
so
can
you
explain
to
us
first
of
all
why
some
of
the
deputies
said
it's
been
in
the
works
for
five
years,
but
my
understanding
is,
it's
really
was
only
started
really
in
the
fall
when
when
you're
given
direction.
Secondly,
why
would
you
wait
for
the
announcement
from
the
province
and
what
is
the
timing
of
you
coming
back
with
the
actual
assessment
tool.
L
L
Given
the
the
work
at
the
province
and
the
timing
of
the
provincial
government
providing
a
response,
we
felt
that
it
was
relevant
to
inform
our
advice
to
Council
with
respect
to
the
tool.
What
I
would
clarify
for
committee
members
and
deput
ins
is.
There
is
absolutely
a
commitment
on
the
part
of
staff
to
deliver
this
tool
by
the
end
of
the
year
and.
C
There
was
a
list
of
things
that
were
pretty
well
brought
forward
by
all
of
the
deputes
sick
days.
Fair
share,
scheduling,
living
wage,
equal
pay
and
getting
paid
on
time
are
those
things
that
if
we
referred
those
to
you,
you
would
be
able
to
consider
those
if
I'm,
assuming
you
were
considering
them
anyway,
but
but
that
would
be
highlighted
in
terms
of
the
reporting
back
absolutely.
C
L
One
of
the
elements
of
policy
approach
that
we're
working
through
now
is
whether
or
not
it's
a
carrot
or
stick
approach,
and
there
are
pros
and
cons.
So
we
are
working
that,
through
with
our
colleagues,
the
other
important
piece
of
work
that
we
have
to
get
to
is
broader
consultations
with
the
labor
sector,
with
the
employment
sector
with
the
nonprofit
service
provider
sector.
Before
we
finalize
our
advice
to
committee
and
council
and.
C
L
C
C
C
C
D
Sort
of
line
of
questions-
one
of
them
is
contracts
and
whether
or
not
we
have
a
list
of
all
of
the
work
and
the
job
classes
that
have
been
contracted
out
over
the
last
few
years
that
are
being
delivered
through
contracted
services.
Is
there
like
a
summary
anywhere
numbers
of
jobs
and
the
contracts
may
be
who
the
contractors
are.
N
P
If
I
can,
my
understanding
is
that
decisions
to
contract
out
work
to
third
parties
who
typically
made
on
a
division
at
the
divisional
level,
there
are
a
certain
collective
agreement
obligations
that
need
to
be
met.
As
part
of
that
process,
it
may
be
possible
to
amalgamate,
as
Michael
suggested,
a
list
of
those
incidents
where
that
work
has
been
contracted
out,
but
I
don't
believe
that
a
list
exists
at
present
because.
D
Each
budget
that
I've
been
here
there
be
more
jobs
contracted
out
and
I.
Think
it'd
be
very
useful
to
understand
the
scope
of
our
own
contracting
out
they're
all
supposed
to
be
covered
governed
by
the
fair
wage
policy,
but
there
may
be
other
policies
that
will
emerge
out
of
this.
That
we
would
want
to
understand
the
scope
of
so
is
that
a
piece
of
work
that
could
be
included
in
the
work
that
s
DFA
is
doing?
We.
D
Know
that
when
you
contract
out,
you
don't
know
necessarily
how
many
jobs
there
are,
but
I
know
in
the
solid
waste
contract,
it's
very
specific
about
how
many
employees
would
be
on
the
trucks
how
many
trucks
all
of
that
was
in
that
contract
I'm
just
trying
to
get
a
sense
of
the
scope
of
contracted
work
at
the
City
of
Toronto.
If
you
could
include
that
that
would
be
helpful.
D
So
the
number
of
contracts
that
type
the
job
classes
and
types
of
work
I
think
we've
contracted
out
more
technical
work,
I
think
we've
contracted
out
other
work.
The
other
thing
I
wanted
to
understand
is
if
we're
to
have
a
quality
jobs,
living
wage,
fair
wage
policy
that
we
are
going
to
apply
to
outside
contractors.
Have
we
looked
at
the
impact
if
those
same
conditions
were
applied
to
employees
at
City
of
Toronto.
L
D
L
D
Thirdly,
on
contract
its
or
on
temp
agencies,
is
there
some
way
that
we
might
be
able
to
build
into
contracts
and
I,
don't
even
know
what
the
impact
would
be.
It
might
actually
not
even
be
doable,
but
is
it?
Is
there
a
way
to
find
out
what
one,
whether
the
city
is
using
temp
agencies
in
any
of
the
work
it
does
or
in
any
of
the
work
it
contracts.
N
Through
the
chair,
we
could
definitely
determine
whether
the
city
directly
is
using
any
temp
agencies
through
contracts.
That
will
be
more
difficult,
not
those
work
with
the
fair
wage
office
to
see
if
we
can
determine
it,
but
it
would
go
to
the
question
of
how
their
subcontracting,
the
employees
and
and
for
that
job
it
wouldn't
necessarily
be
easily
determined
in
the
contracts
not
across
the
board.
Not
every
contract
is
requesting
a
list
of
subcontractors
going
down
the
line
and.
D
Could
we
consider
a
policy
around
that,
because
I
know
that
using
these
temporary
agencies
is
with
temporary
agencies
are
horrible
employers
and
because
they're
not
employers,
they
avoid
all
of
these
basic
benefits
and
workplace
conditions
around
hours
of
work,
scheduling
and
all
of
that
they
they.
This
is
a
bit
of
speech.
I
will
speak
to
that
when
I
get
to
that.
But
I
noticed
that
in
in
the
document
that
is
the
report,
the
changing
workplaces
review.
P
Terrible,
so
it
is
a
complicated
issue.
I
understand
from
the
statement
that
the
minister
issued
on
the
same
day
that
the
final
report
from
the
changing
workplace
project
was
released,
that
the
province
is
intent
is
to
issue
its
formal
response
to
the
recommendations
in
that
report
within
the
week
it
was
issued
six
days
ago,
which
means
it's
due
tomorrow,
so
we
may
know
sooner
rather
than
later.
What
the
provinces
intention
is
in
relation
to
issues
like
this
one.
P
From
the
city's
perspective
as
a
party
who
contracts
for
the
provision
of
services,
there
would
be
limits
to
what
the
city
there
would
be
challenges
in
terms
of
the
kind
of
contractual
provision
that
the
city
might
impose
without
stepping
into
the
shoes
of
being
the
actual
employer
itself,
and
there
may
be
reasons
why
the
city
wants
to
maintain.
As
far
as
it
is
concerned,
its
own
distance
between
the
individual,
the
contractors
with
whom
we
contract
and
the
individuals
that
they
import
the
employee.
But
it
is
certainly
counselor.
A
O
Just
a
very
quick
question
with
respect
to
this
review
and
the
recommendations:
did
we
have
a
comparison
of
what
already
exists
within
our
contractor
says?
So
there
was
a
question
about
how
many
of
our
work,
how
much
or
how
many
employees
are
there
through
contracted
services
of
cities
engaging-
and
this
is
part
of
the
work-
that's
related
to
job
quality
of
those
individuals
I'm.
Assuming
so
have
you
looked
at
the
current
situation
and
I'd
like
an
environmental
scan
type
of
thing
or
not
through.
N
The
chair
there
wasn't
a
specific
look
at
that.
This
came
out
of
when
custodial
services
was
contracted
out,
and
that
was
that's
a
primary
driver
behind
looking
at
this,
although
not
the
only
type
of
service
to
be
examined.
But
as
we
look
to
develop
the
framework
for
the
the
policy,
we'll
have
to
look
to
see
how
it
could
apply
in
more
than
just
the
real
services
section
it
would
be
cross.
How
would
apply
to
any
contract?
The
city
puts
out.
O
So
a
particular
section
of
the
contracted
employees
were
looked
at,
but
not
the
entire
spectrum
in
terms
of
looking
at
current
status.
So
we
heard
the
two
weeks
notice,
for
example,
from
one
particular
contracted
out
service,
but
is
there
other
contracted
out
services
that
have
similar
concerns
or
have
we
looked
at
any
of
those
things?
As
a
general.
O
A
A
It
covers
paid
sick
days,
fair
scheduling,
equal
pay
for
equal
full-time
work,
a
living
wage,
getting
paid
on
time,
a
plan
and
required
resources
for
monitoring
and
forcing
these
new
standards
and
city
contracts,
and
also
plans,
programs
or
policies
needed
to
ensure
fair
and
equitable
hiring
practices
are
being
employed
by
contractors.
I'm
moving
this
in
for
many
different
reasons,
first
and
foremost
as
a
city
councilor
from
Eastern,
Toronto
and
Scarborough.
My
word
has
for
neighborhood
improvement
areas
within
within
its
boundaries,
if
not
adjacent
to
it.
A
Part
of
the
concerns
that
I
have
is
that
many
many
people
that
I
deal
with
and
live
in,
my
ward
or
not
are
not
only
working
one
part-time
job,
they're
working,
two
part-time
jobs
to
try
and
make
ends
meet,
and
you
know
they
deal
with
almost
all
the
issues
that
have
I
lined
in
this
motion
and
I.
Think
as
a
City
of
Toronto,
the
largest
city
in
Canada
in
the
21st
century,
we
are
miscible.
A
I
think
that's
very
important
just
as
a
quality
of
life
when
it
comes
to
fair
scheduling,
equal
pay
for
equal
work,
I
could
speak
all
day
about
that
paid.
Sick
days
is
another
very
important
component
of
trying
to
make
ends
meet
I.
You
know
more
often
than
not,
especially
in
a
non
unionized
environment.
I
hear
about
people
that
you
know
they
go
to
work
set.
They
go
to
work
sick
because
they're
worried
if
they
don't
show
up
and
do
their
ship
that
they're
going
to
be
fired
a
living
wage.
A
You
know,
I,
don't
think
we
can
expect
families
to
live
people
to
try
and
make
ends
meet
when
they're
working
below
the
poverty
line.
So
you
know
all
of
these
things
taken,
as
one
I
think
are
very
important,
with
municipal
government
need
to
be
leading
the
way
and
not
following
others
by
example.
So
I
hope
everybody
can
support
this
motion.
Thank
you.
C
A
C
D
But
I
am
concerned
about
the
City
of
Toronto
as
being
one
of
the
contribute
I'm
concerned
about
the
City
of
Toronto
being
one
of
the
contributors
to
precarious
work.
We
continue
to
use
and
I
have
another
motion.
That's
going
to
the
employee
and
labor
relations
committee
whenever
it
meets,
but
it
talks
to
the
number
of
temporary
employees
and
contract
employees
that
we
have
in
the
city
of
Toronto,
and
it
seems
to
me
almost
every
time
we
see
jobs
added
their
temps
and
people
are
not
getting
permanent
work
at
the
City
of
Toronto.
D
I'm
also
concerned
that
we
may
have
situations
where
we
are
not
paying
a
living
wage
and
we
are
not
paying
equal
pay
for
equal
work
between
full-time
and
part-time
jobs,
but
primarily
I'm
concerned
about
is
contracting
out.
We
can't
talk
on
one
hand
about
being
a
good
employer
and,
at
the
same
time
contributing
to
contracting
out
contributing
to
precarious
work
and
I
really
do
want
to
understand.
Do
we
use
or
support
temp
agencies?
D
To
me,
the
temp
agency
market
has
expanded
and
expand
and
expanded
and
to
the
point
that
most
newcomers
who
are
challenged-
and
this
has
been
the
experience
in
my
ward-
to
find
any
work
to
get
any
experience
with
the
Canadian
labor
market
are
signing
on
being
asked
to
sign
exclusivity
agreements
with
one
company
over
another
and
I.
Do
want
to
thank
the
deputies.
D
I,
don't
know
if
they're
still
here
who
were
sharing
their
personal
experiences
of
employment
in
this
kind
of
market,
but
it
is
inhumane,
the
kind
of
conditions
that
people
are
being
expected
to
work
in
these
days.
So
you
sign
on
to
Kelly
services
and
Kelly
Services
says
you
can't
work
for
the
competitor,
but
we'll
give
you.
You
know
six
hours
notice
that
you're
going
to
come
in
and
work
three
hours
on
Saturday
to
pack
boxes
at
you
know
the
local
local
cookie
factory,
and
there
is
no
predictability
to
it.
D
The
other
thing
that's
frightening
is
that
that
same
particular
cookie
factory
has
an
exclusive
agreement
across
North
America
to
use
Kelly
services
to
do
all
of
their
employment
and
hiring,
and
they
no
longer
have
an
HR
department
that
deals
with
hiring
only
senior
management.
So
all
the
people
that
come
into
that
factory
now
anything
below
management
is
hired
through
Kelly
and
they
are
hiring
people
who
are
not
employees
of
anybody,
no
benefits,
no
predictable,
no
predictability
and
somehow
people
are
expected
to
earn
a
living.
D
The
use
of
those
agencies
we
do
apply
to
subcontractors,
the
same
provisions
for
the
fair
wage
policy.
If
our
fair
wage
policy
can
apply
the
same
condition
to
subcontractors,
then
there
has
to
be
some
way.
We
can
apply
similar
conditions
to
come
to
subcontractors
of
other
kinds
of
conditions
like
this.
So
with
that,
thank
you
very
much.
I'll
be
supporting
the
recommendation.
D
O
Thank
You
mr.
chair
I'm,
supportive
of
the
motion
assault,
but
I
also
want
to
kind
of
get
a
sense
of
the
extent
of
contracted
out
work
as
a
whole
as
a
city,
the
number
of
position,
the
type
of
work
that
that
kind
of
the
scales
are
on
the
wages
and
so
on.
The
key
piece
in
in
your
motion,
mr.
chair
I,
agree
with
this:
the
monitoring
and
the
enforcing
part
of
it.
O
You
know
if
he
can
get
a
fair
sense
of
how
widely
we
are
underperforming
in
some
of
the
things
in
your
motion
right
now,
it
will
be
hard
for
us
to
kind
of
feel
the
kind
of
work
that's
necessary
to
bring
it
up
to
standard
so
I,
don't
know
how
many
of
our
contracted
services
currently
only
give
two
days
or
six
days
or
no
days
of
sick
days.
We
don't
know
how
many
of
them
are
more
than
30
days
or
in
terms
of
implementing
things.
So
these
are
minimum
things.
O
C
Now
I
will
be
brief.
I
think
that
this
is
the
right
direction
to
and
I
am
very
regretful
that
we
don't
have
this
in
place
in
order
to
look
at
the
impact
contract
which,
as
you
know,
I
had
a
lot
of
difficulty
with
and
but
on
the
other
hand,
I
was
give
us
some
opportunity
to
make
sure
that
some
of
these
things
are
embedded,
as
has
been
described
and
I'm
sure
we
will
be
doing
that
before
this
goes
to
Council.
C
On
the
other
hand,
I
would
say
that
I
want
this
report
to
be
good,
as
was
the
accessibility,
fair,
fair,
good
and
implementable,
and,
as
was
the
social
procurement,
good
and
implementable,
it's
all
very
well
to
have
something
that
that
is
completed
and
you
can
tick
off
on
our
on
our
list
of
requirements
for
this
year.
For
the
for
the
poverty
reduction.
You'll.
C
Remember
that
that's
about
94
items
but
I
do
want
to
make
sure
that
each
one
of
those
items
is
not
just
a
dusty
report,
but
rather
is
a
real
move
forward,
as
the
poverty
reduction
strategy
requires,
because
this
is
about
systemic
change
and
that's
the
most
important
piece
of
this:
it's
not
the
amount
of
money
we
throw
at
it
it's
about
how
we
do
our
business
and
how
we
change
the
way
we
do
our
business.
Those
are
two
examples
of
where
I
think
we'll
make
significant
change.
C
C
I
think
we're
all
looking
at
that
and
I
think
that
we've
had
too
many
times
that
we've
had
to
listen
to
poor
custodial
staff,
who
always
are
the
target
of
our
of
our
underbelly
of
contracting
outs.
So
you
know
I,
think
that
this
is
well
supported
by
council,
but
we
have
to
have
a
report
that
is
doable.
Implementable,
has
targets
and
also
has
the
buy-in
of
our
divisions
so
that
they
actually
deliver.
So
to
me,
I,
don't
mind
taking
the
time.
C
I
would
say
that
it's
important
during
that
period
of
time
that
there
would
be
a
broader
consultation
once
we're
close
and
perhaps
even
before
we
get
close
to
hear
from
people
as
to
you
know
the
sorts
of
things
that
should
be
in
it
and
I
encourage
staff
to
continue
their
discussions
internally
to
make
sure
that,
once
this
is
put
in
place,
all
divisions,
all
general
managers
understand
what
their
what
their
requirements
are.
Thank
you.
A
Thank
You
councillor,
so
that's
it
you
and
speak
no
you're
good
okay.
So
we
have
my
motion
on
the
board.
All
in
favor
that's
unanimous,
and
then
we
have
sorry.
Our
last
item
was
number
14
which
councillor
Cole
held,
which
was
the
union
stage
from
a
vitalization
project,
and
he's
left
would
suddenly
like
to
move
the
recommendations.