August 10, 1998
STRIKING COMMITTEE:
City Council on July 29, 30 and 31, 1998, in adopting, as amended, Clause No.1 contained
in Joint Report No.1 of The Corporate Services Committee and The Budget Committee,
headed "City of Toronto Year 2000 Project", directed, inter alia, that a Member of Council,
recommended by the Striking Committee, be appointed as a Lead for the Year 2000 Project.
for City Clerk
J. A. Abrams/csb
Encl.
Clause sent to:Strategic Policies and Priorities Committee
Striking Committee
Mayor, City of Toronto
Chief Administrative Officer
Commissioner of Corporate Services
Chief Financial Officer and Treasurer
City Solicitor
CITY CLERK
Clause embodied in Joint Report No. 1 of the Corporate Services Committee
and Budget Committee, as adopted by the Council of the City of Toronto at its
meeting held on July 29, 30 and 31, 1998.
1
City of Toronto Year 2000 Project
(City Council on July 29, 30and 31, 1998, amended this Clause by adding thereto the
following:
"It is further recommended that the joint report dated July 22, 1998, from the Chief
Administrative Officer and the Chief Financial Officer and Treasurer, embodying the
following recommendations, be adopted:
'It is recommended that:
(1)the Chief Administrative Officer be authorized to spend up to $1,500,000.00 in 1998 to
set-up, staff and acquire tools for the Year 2000 Project Office;
(2)the Chief Administrative Officer be authorized to spend up to $3,596,000.00 to complete
the inventory of the City's critical systems and begin their assessment and remedy;
(3)the total initial funding of $5,096,000.00 in recommendation Nos. (1) and (2) above be
provided from the Corporate Contingency Account;
(4)the Chief Administrative Officer be authorized to enter into the necessary agreements in
support of the above;
(5)the Chief Administrative Officer report on the expenditures to date of the $5,096,000.00
to the Strategic Policies and Priorities Committee at its first meeting in November; and
(6)the Chief Administrative Officer report to the Strategic Policies and Priorities
Committee at its first meeting in November on the work plan, including cost estimates, to
achieve the following milestones which will ensure business continuity through the Year
2000:
Year 2000 Project Critical Milestones |
Activity |
Deliverables |
Due Date |
Project Team
Operational |
Report to Council
Organization chart
Reporting Structure |
1998 July 31
|
Inventory and
Prioritization |
List of critical systems including their
current status |
1998 September
30 |
Assessment |
Cost estimate and schedule for remedy of
all critical systems |
1998 October 31 |
Remedy |
Year 2000 "ready" critical systems |
1999 April 30 |
Test and Re-implement |
Proven Year 2000 "ready" critical
systems |
1999 October 31 |
Millennium operational
Schedule |
Timetable for year-end cut-over |
1999 November 30 |
Contingency Planning |
Business continuity plans for all critical
business functions |
1999 April 30 |
Contingency Plan
Implementation |
Business continuity solution in place |
1999 October 31'
") |
|
|
|
The Corporate Services Committee and the Budget Committee jointly recommend:
(1)the adoption of the report (June 8, 1998) from the Commissioner of Corporate
Services, with the exception of Recommendations Nos. (9) and (10); and, subject to:
(a)amending Recommendation No. (2) by:
(i)adding after the words "Chief Administrative Officer", the words "and the
Mayor"; and
(ii)deleting therefrom the following words "after delivery of existing services", so that
Recommendation No. (2) now read as follows:
"(2)the Chief Administrative Officer and the Mayor be requested to declare the Year
2000 issue a top priority of the City, including the suspension of activities deemed
non-critical, in order to free up resources for deployment on Year 2000 initiatives, if
and when necessary";"
(b)amending Recommendation No. (3) by adding thereto the following:
"and that the Chief Administrative Officer and Chief Financial Officer and Treasurer
be requested to:
(i)develop an inventory list of priority projects, and a formal workplan with a
timetable of action and funding needed to implement this plan, as amended by the
foregoing recommendation, and provide a status report thereon to the Strategic
Policies and Priorities Committee on a monthly basis, until such time as the problem
has been resolved; and that the approved inventory list be made available and updated
on a regular basis and expanded to include:
(a)ballpark cost;
(b)whether it has been researched; and
(c)what the estimated completion date is;
(ii)include in the workplan, projects submitted by Agencies, Boards and Commissions
(including the co-ordination of the Police and the Toronto Transit Commission year
2000 action plan); and
(iii)report, through the Strategic Policies and Priorities Committee on a source of
funds for the Year 2000 Project, so that Recommendation No. (3) now read as follows:
"(3)the creation of the Year 2000 Office be approved to co-ordinate the inventory,
assessment, remedy, testing and compliance of critical business, operational and IT
systems, agreements and partnerships for the City of Toronto Departments, Agencies,
Boards and Commissions; and that the Chief Administrative Officer and Chief
Financial Officer and Treasurer be requested to:
(i)develop an inventory list of priority projects and a formal workplan with a
timetable of action and funding needed to implement this plan, as amended by the
foregoing recommendation, and provide a status report thereon to the Strategic
Policies and Priorities Committee on a monthly basis until such time as the problem
has been resolved; and that the approved inventory list be made available and updated
on a regular basis and expanded to include:
(a)ballpark cost;
(b)whether it has been researched; and
(c)what the estimated completion date is;
(ii)include in the workplan, projects submitted by Agencies, Boards and Commissions
(including the co-ordination of the Police and the Toronto Transit Commission
year2000 action plan); and
(iii)report, through the Strategic Policies and Priorities Committee on a source of
funds for the Year 2000 Project;";
(c)amending Recommendation No. (7) by adding thereto the following words, "such
report to be submitted to the Strategic Policies and Priorities Committee in September,
1998, so that Recommendation No. (7) now read as follows:
"(7)The City Solicitor with the assistance of the City Treasurer bring forward a
report, in camera, on the possible liabilities of the City, Council and the executive
management resulting from the Year2000 issue and the insurance protection available
to cover these liabilities, such report to be submitted to the Strategic Policies and
Priorities Committee in September, 1998;";
(2)that a Member of Council, recommended by the Striking Committee, be appointed
as a Lead for the Year 2000 Project; and
(3)that all matters pertaining to the Year 2000 Project be reported to Council through
the Strategic Policies and Priorities Committee.
The Corporate Services Committee and the Budget Committee jointly report, for the
information of Council, having:
(1)requested the Chief Administrative Officer and the Chief Financial Officer and Treasurer
to report to Council for its meeting scheduled to be held on July 29, 1998:
(a)on the workplan and estimated cost respecting Recommendation No. (9) embodied in the
report (June 8, 1998) from the Commissioner of Corporate Services;
(b)on the use of the $3 million referred to in the following motion (b) by Councillor David
Shiner; and
(c)respecting a workplan for the months of August, September and October, 1998; such
report to include a ballpark figure regarding the amount of funds that are required for these
three months; and
(2)referred Recommendations Nos. (9) and (10), together with the following motions
directly to Council for consideration with the aforementioned report from the Chief
Administrative Officer and Chief Financial Officer:
(a)Moved by Councillor Olivia Chow:
"That Recommendation No. (9) be amended by striking out all of the words after the words
"amount of $5 million ".
(b)Moved by Councillor David Shiner:
"(1)That Council support in principle Recommendation No.(9) respecting the $80 million
required for the Year 2000 Project; and that such funding be raised by debenturing; and
(2)adding to Recommendation No. (9) the following words "$2million of which be
allocated for Year 2000 office operation and $3 million for Year 2000 Projects".
(c)Moved by Councillor Blake F. Kinahan:
"That Recommendation No. (9) be amended by adding after the words "$5 million ", the
words, "and that Council authorize an amount of $2 million for 1998; and that such funds be
provided from the Corporate Contingency account."
(d)Moved by Councillor Olivia Chow:
"That Recommendation No. (10) be amended by adding thereto the following words,
"within the $5 million dollar budget approved."
The Corporate Services Committee and the Budget Committee jointly submits the
following report (June 8, 1998) from the Commissioner of Corporate Services:
Purpose:
To advise Council on Year 2000 issues and the potential impacts on the City. This report
represents the recommended strategy for addressing the City's Year 2000 issues and seeks
initial funding for remedy.
Funding Sources, Financial Implications and Impact Statement:
This report recommends that the City Treasurer bring forward a report on options for
funding the initial request of $85 million for the Year 2000 program.
The potential impacts of Year 2000 failures in the City's building, equipment and
information technology systems include:
(a)loss of life or personal injury to clients and/or staff due to accidents or diseases;
(b)loss of revenue due to an inability to collect money and/or undercharging clients;
(c)impaired ability to deliver services to clients;
(d)increased costs due to reinstatement of manual processes and/or increased re-work;
(e)lawsuits against the City by clients and/or staff who suffered negative impacts; and
(f)loss of confidence in the City on the part of clients, staff and/or other partners.
Recommendations:
In order to continue and intensify City's efforts to become Year 2000 ready, it is
recommended that:
(1)the general strategy outlined in this report be approved;
(2)the Chief Administrative Officer (CAO) be requested to declare the Year 2000 issue a
top priority of the City after delivery of existing services, including the suspension of
activities deemed non-critical, in order to free up resources for deployment on Year 2000
initiatives, if and when necessary;
(3)the creation of the Year 2000 Office be approved to co-ordinate the inventory,
assessment, remedy, testing and compliance of critical business, operational and IT systems,
agreements and partnerships for the City of Toronto Departments, Agencies, Boards and
Commissions;
(4)the Year 2000 Office be directed to implement the necessary financial controls for
managing this project;
(5)the Year 2000 office be authorised to establish a communications strategy aimed at
raising the level of awareness of the Year 2000 issue and what the City can do to address it;
(6)the goal of City-wide compliance with the International Standards Organization standard
ISO8601 for the formatting of dates and times in all electronic and printed material by the
end of the year 2003 be approved;
(7)the City Solicitor, with the assistance of the City Treasurer, bring forward a report
in-camera on the possible liabilities of the City, Council and the executive management
resulting from the Year 2000 issue and the insurance protection available to cover these
liabilities;
(8)the City Treasurer establish a policy that the purchase and acquisition of all goods and
services by the City of Toronto and its Agencies, Boards and Commissions be contingent on
the supplier demonstrating that both the supplier and its products are Year 2000 compliant;
(9)the City Treasurer bring forward, to the Budget Committee, a report on financial options
for funding the Year 2000 program, including initial funding for the establishment and
ongoing operation of the Year 2000 office over the next 2 years in the amount of $5 million
, and for establishing an initial reserve of $80 million to be administered jointly by Finance
and the Year 2000 Office to begin addressing the critical Year 2000 issues as identified
jointly by the business areas and the Year 2000 Office recognizing that significant additional
funds will be required once detailed plans are created at the departmental level;
(10)the CAO be granted one-time extraordinary authority to act on behalf of Council to
acquire the necessary goods and services to remedy the Year 2000 problem given the critical
timeframe with reporting back to the Corporate Services Committee at the earliest possible
opportunity;
(11)the accountability for Year 2000 compliance rest with the CAO, Commissioners, and
heads of Agencies, Boards and Commissions for their respective program mandate;
(12)the Year 2000 Office be directed to work with the Commissioner of Works and
Emergency Services Department to develop and test an emergency preparedness plan
specifically for Year 2000 failures; and
(13)the Corporate Services Committee forward this report to the Budget Committee for
review and approval of the financial requirements to address the Year 2000 issue.
Council Reference/Background/History:
In a memorandum dated February 24, 1998, from the Commissioner of Corporate Services,
Department Heads were advised of a committee that had been established to amalgamate the
Year2000 programs of the former municipalities into a single program for the new city. The
new program was to build on the work already done while at the same time taking into
account the changes to the City's technology portfolio resulting from amalgamation
activities.
The Committee was directed by the Commissioner to produce three deliverables:
(a)a consolidated inventory of all affected systems which reflects amalgamation decisions;
(b)a summary of the efforts to date and an assessment of the City's overall degree of
compliance and state of readiness to deal with the Year 2000 issue; and
(c)an integrated action plan for any outstanding tasks identified by the assessment including
a budget submission if required.
The scope of the Year 2000 Committee's mandate covered all aspects of the Year 2000
issue. The Committee's mandate covered five distinct problems, which fall under the Year
2000 umbrella:
(a)input, output, storage and processing of dates beyond December 31, 1999;
(b)assignment of days of the week beyond December 31, 1999;
(c)recognition of the year 2000 as a leap year;
(d)use of specific dates such as September 9, 1999 as non-date markers;
(e)use of binary date representations with domains that end in the near future such as the
Global Positioning System date rollover on August 22, 1999.
The mandate of the Committee covered all systems which might be affected by any of the
above problems. Affected systems can be grouped into five distinct categories:
(a)operational (non-IT or embedded) systems such as elevators, time clocks, traffic lights,
telephone exchanges, personal organizers, etc.;
(b)business systems such as financial information systems, permit systems, tracking
systems, pre-printed forms, etc.;
(c)information technology (IT) systems such as computers, software, telecommunications,
etc.;
(d)agreements such as insurance policies, purchase contracts, licenses, maintenance
contracts, data provisioning arrangements, etc.; and
(e)external organizations whose Year 2000 failures would affect the operations of the city
such as suppliers, businesses, property owners, etc.
For examples of the above systems see Appendix 1 - Impacted System.
The Committee's mandate included the following organizations:
(a)the six departments of the City of Toronto;
(b)all extra-departmental units of the City of Toronto; and
(c)Agencies, Boards and Commissions of the City of Toronto.
A discussion of the Year 2000 issue always begs an answer to the question of how it
happened. As in the case of almost all crises, there is no one cause of the Year 2000
problem. The seed of the crisis began when programmers in the 1960's and 1970's dropped
the century from year data to save on storage space and speed up computations. Even today
in spite of much lower costs for storage space and CPU cycles there is still pressure from
users for doing more with less. Users always want programs to run faster. The problems
persisted through the 1980's into the 1990's as a result of the introduction of PC's and a new
wave of trying to squeeze the most out of cheaper hardware. Even when storage and speed
were not an issue programmers continued to use two digit years. Programmers tend to reuse
libraries of utility routines including date processing routines. Updating these routines to use
four digit years is a tedious maintenance task that kept being put off. Programmers never
expected their software to still be in use ten or 15 years after they had written it. Budget
pressures through several recent recessions kept organizations from investing in the
refurbishment of their information and process control assets. The extent of the problem
clearly shows that its cause is systemic rather than the result of negligence or malice.
The insidiousness of these problems can best be conveyed by describing in this report what
it takes for an asset to be considered Year 2000 compliant. Any asset, service, or system,
whether computerized or not, must be Year 2000 compliant. This is critical to the delivery
of services by the City of Toronto to its citizens. The major aim of insisting on compliance
to standards is to reduce risks to the health and safety of citizens, and minimize the liabilities
in case of year 2000 related failures by either the City, or other entities that it exchanges
information with. Compliance standards should encompass all computerised systems, and
any entity or equipment using microchips or an electronic/mechanical time clock.
Year 2000 Compliance:
Year 2000 conformity means that neither performance nor functionality is affected by dates
prior to, during, and after the year 2000. Specifically, to be compliant a system, process,
device, or piece of equipment, etc. must:
(1)function without error or interruption related to date data, specifically including errors or
interruptions from functions which may involve date data from more than one century;
(2)correctly process date information before and after midnight, December 31, 1999,
including but not limited to: accepting date input, providing date output and performing
calculations, comparisons on dates or portions of dates, and sorting date data. Date
interpretation and manipulations must be correct for all valid date values within the
application;
(3)function accurately and without interruption before, during, and after January 01, 2000,
without any change in operations associated with the advent of the new century;
(4)respond to two-digit year date input in a way that resolves the ambiguity in a defined and
predetermined manner, through the use of non-ambiguous algorithms or inference rules.
Interfacing software must make the same century assumptions when processing two-digit
years;
(5)correctly handle date field containing non-date information and correctly handle date
information in a non-date field;
(6)correctly process any date with a year specified as "99" or "00", regardless of other
subjective meanings attached to these values within a program. Special concern must be
directed at September 09, 1999, as a date (9999);
(7)not use particular date values as having special meanings; e.g., "99" to signify "no end
value" or "end of file", or "00" to denote "not applicable" or "end of file";
(8)process year 2000 (February 29, 2000) as a leap year;
(9)recognize that February 29, 2000, is a "real" date, so that on that and subsequent days,
including Saturdays and Sundays, correct date and time information will be available to
ensure proper functioning of the device or system;
(10)recognize that there are 366 days in 2000 and ensure that all calculations, especially
year-end ones, function correctly and produce accurate results;
(11)undertake correct week-of-the-year calculations. The 11th week of the year 2000 is
March13 through 19, not March 14 through 20;
(12)undertake correct day-of-the-week calculations. January 1, 2000, must appear as a
Saturday, and all subsequent dates must assigned to the correct day of the week;
(13)not cause any computerised or non-computerised function or asset to abort, terminate,
switch off/on at other than at the usual times, provide inappropriate information, or
otherwise malfunction;
(14)dates on automated or pre-printed forms, or for "screen display only" should not
automatically assume the century to be 19 in any date field. This generally results from an
internal hard-coded 19 for the century; and
(15)new potential acquisitions should be carefully evaluated as to the method of date
compliance they utilize. It is preferred that all dates be expressed explicitly in four (1999) or
eight (1999/12/31) digit format.
For assets having embedded electronic clocks/timing devices or microchips, that are not
necessarily IT assets (e.g., timers for lighting/heating, fire and burglar alarms, security and
surveillance systems, sprinklers and halon release systems, maintenance and navigational
microchips in vehicles, metre systems), the following compliance standards should be
agreed to with third parties:
(16)that the device will continue to function subsequent to its annual maintenance in 1999,
and will not be affected by manual or automatic setting of the next maintenance date to 2000
or00;
(17)that if the device is operating when its date/time setting moves on from 23:59:59 on
December 31, 1999, it will function correctly after the clock change, i.e., that it will
continue to function, no alarm conditions will be triggered, and no interruption or disruption
will result;
(18)that the clock change will not result in the loss or corruption of data needed for
functioning subsequently;
(19)that the device will function correctly when first:
(a)switched on;
(b)switched off; and
(c)maintained in the Year 2000.
(20)that the device will recognise that February 29, 2000 is a "rea"" date, so that on that and
subsequent days, including Saturdays and Sundays, correct date and time information will
be available to ensure proper functioning of the device;
(21)that the device will not switch on or off at an inappropriate time, as a consequence of a
Year2000 problem. It will continue to operate on its existing activity cycle; and
(22)that no replacement part or component, provided as part of any service or maintenance
agreement for any equipment, systems, asset, device, etc., be non-2000 compliant.
Potential Impacts:
No one can say for sure what the impacts of the Year 2000 issues are going to be. This
section will discuss potential impacts. The Committee was unable to fully determine what
the probabilities of these impacts are for the City. The examples given below will cover the
potential impacts of Year2000 failures in the City's computerised systems as well as the
potential impacts on the City of Year 2000 failures in the systems of external organizations.
Loss of life or personal injury to clients and/or staff:
(i)failure in a lifting platform's embedded control might suddenly cause the platform to
drop resulting in an injury to the operator;
(ii)a failure in the road traffic system might result in a car accident causing death or injury;
(iii)failure of an embedded controller in a water treatment plant may result in deaths or
illness due to a lack of drinkable water;
(iv)loss of access to correct immunization records could result in vaccinations being missed
resulting in disease;
(v)an extended power failure could lead to an increase in hypothermia due to a lack of
heating; and
(vi)failure of an embedded system in a manufacturing or nuclear power generating plant
could cause a toxic spill resulting in illness or death.
Loss of revenue:
(i)a revenue system failure might result in an inability to collect money;
(ii)a Year 2000 defect may result in issuing bills undercharging clients;
(iii)loss of access to our deposits due to one or more bank failures;
(iv)loss of business taxes due to Year 2000 directly or indirectly induced business failures;
and
(v)decreased use of chargeable services due to a local, regional, national or global
recession.
Impaired ability to deliver services to clients:
(i)recreation centres closed due to failures in the HVAC system;
(ii)shortage of critical supplies such as needles due to supplier failure;
(iii)closed airport results in staff being unable to return from their Christmas vacations; and
(iv)snow plows inoperable due to failure in embedded microprocessor.
Increased operating costs:
(i)due to reinstatement of manual processes;
(ii)staff having to handle an increase in client complaints due to errors in date information;
(iii)greater demand for emergency services due to increase in incidents;
(iv)greater demand for health services due to increased pollution and poverty; and
(v)greater demand for social services due to increased leaves for stress.
Lawsuits against the City by clients and/or staff who suffered negative impacts:
(i)death and personal injury lawsuits;
(ii)missed payments such as welfare; and
(iii)inconvenience caused by stuck elevators.
Loss of confidence in the City on the part of clients, staff and/or other partners:
(i)providing and/or acting on incorrect information;
(ii)inability to provide information or a service; and
(iii)we are not adequately prepared for an increase in emergencies.
Risk Factors:
According to Joe Boivin, Executive Director of the Global Millennium Foundation, there
are ten danger signs which indicate that an organization is at high risk of suffering a
significant negative impact as a result of the Year 2000 issue. Nine of the ten factors are
present in the City, which places the City in a high-risk category.
An organization is at highest risk if it fits into one or more of the following categories:
(1)argest employers;
(2)multinational;
(3)recent merger/acquisitions; and
(4)governments.
The City falls into all but the second category. Mr. Boivin also says that an organization is
at high risk if any of the following are true.
(5)Cannot produce cost projections:
None of the former municipalities had sufficiently detailed and accurate asset information
systems that would allow them to forecast the cost of a Year 2000 program. The
amalgamation into a single city and the downloading of services from the Province has
added uncertainty to the future of systems, buildings and organizations. The rationalization
of systems is progressing slowly because of the need to appoint senior managers with the
authority to make the decisions and the complexity of the issues involved. Even in a stable
organization the lack of a common understanding of the Year 2000 issue and standard
methods for arriving at estimates make it hard to produce reliable cost projections. Many
analysts are saying that the true cost will not be apparent until it is all over.
Most of our knowledge of the potential costs of the Year 2000 Program comes from the
experience of others. The Committee has been unable to find any example of an
organization similar to the City in size and diversity of services, which expects to pay less
than $50 million. The cost of resolving the Year 2000 issue in the Financial, HR and Payroll
systems alone has been variously estimated at up to $30 million and these are only three of
the hundreds of systems which must be remedied.
The Public Health Division is the furthest ahead in their Year 2000 planning. They have
identified $10 million worth of Year 2000 remedial work. Over and above the cost to fix the
problems are any costs the City might incur as a result of defects are missed and Year 2000
failures in external organizations.
(6)No program office:
All of the experts on the subject and any of the organizations, which appear to be
successfully addressing the Year 2000 issue, have implemented a program office. A key
recommendation of this report is the authorization to establish a Year 2000 Office for the
City of Toronto as outlined further in this report. It is anticipated that a significant number
of employees and contractors will need to be dedicated to finding and fixing Year 2000
defects.
(7)No status tracking/reporting:
The size of the Year 2000 program and the seriousness of the potential consequences dictate
hands-on management at the executive level. The Year 2000 Office will respond to
directions from the Audit and Corporate Services Committees, and will report project
updates on a monthly basis to the CAO and Senior Management Team.
(8)Lack of executive support:
The CAO and Commissioners are fully aware of the seriousness of the Year 2000 issues, but
senior management has been preoccupied with the amalgamation and the day-to-day
operations of the City. This report makes several recommendations to address the issue of
executive support. These include making the Year 2000 problem a top priority of the City,
the establishment of the Year 2000 Office, the creation of a communication strategy for
raising awareness in the business areas, and the accountability of the Commissioners and
Heads of the agencies, boards and commissions for Year 2000 compliance.
(9)Less than top priority:
This report recommends making the Year 2000 project a top priority of the City. Time does
not permit procrastination on this issue. The deadline is immovable.
(10)No accountability defined:
As the Year 2000 problem is a business problem, this report recommends that accountability
for implementing a suitable remedy to the problem be the responsibility of the CAO,
Commissioners and heads of the Agencies, Boards and Commissions for their specific
program mandate. The Year 2000 Office will provide support, advice and co-ordination to
these efforts, including the acquisition of experts.
Year 2000 Program Strategy:
The strategy consists of creating an inventory of all vulnerable systems and assigning each a
priority based on the probability and impact of a Year 2000 failure. Appendix 2 provides
more detail on the Year 2000 Program strategy. The priorities will be acted upon as follow:
(1)critical systems which must be fixed in time regardless of the cost;
(2)important systems which will be fixed as time and resources permit;
(3)systems which will be fixed only as resources become available; and
(4)systems which require no action due to a nil probability and/or nil impact.
Critical systems include those which have health and safety impacts or a large probability of
failure resulting in legal and/or large financial impacts.
A list of systems inventoried by the Year 2000 Committee as of May 22, 1998, and their
priorization, identified as Appendix 4, is on file with the City Clerk's Office.
Year 2000 Survey:
A survey was issued to all business areas to collect information with which to assess the
City's Year2000 readiness, estimate the cost of remedial work and prepare an action plan.
The survey results identified as Appendix 3 are on file with the City Clerk's Office.
There is not yet sufficient information available upon which to reasonably estimate the
City's Year2000 exposure. However, as of May 22, 1998, the Year 2000 survey currently
underway in the City has identified:
(a)thirty-one systems with health and safety impacts;
(ii)fifty-one systems with legal impacts; and
(iii)twenty-eight systems with financial impacts greater than $1M.
The survey also indicates a total of 227 systems with at least some chance of failing due to a
Year2000 defect. If we assume that the City, like many other organizations, has 4 times as
many operational systems as it does business and IT systems, then, based on the inventory
collected last summer, the City has 1500 times 5 or 7500 systems. If, as indicated by the
current survey, 10percent of these systems has a potential financial impact in excess of $1
million, then the City's financial exposure could be in excess of $750 million. This estimate
does not include the cost of possible lawsuits against the City as a result of deaths and
personal injuries. Nor does it include the costs of collateral damage caused by Year 2000
failures in external organizations.
Issues:
Communication
A communication strategy will be one of the first priorities of the Year 2000 Office to raise
the awareness of year 2000 issues.
This strategy will focus upon councillors, senior management, middle management and staff
of the City. A variety of communication vehicles such as presentations by consultants,
videos, and electronic bulletin boards will be utilised to reach the broad audience.
As this is a business problem with a fixed deadline that must be solved by the business
leaders working with the support and advice of the Year 2000 office, it is essential that
awareness be raised at all levels of the organization immediately.
Corporate Management:
A number of identified issues fall into the area of corporate management, which deals with
decisions that are in the best interests of the administration of the City including all
Agencies, Boards, and Commissions. These issues will be dealt with by the Senior
Management Team or delegated to the Year 2000 Project Director.
There are a large number of systems in the City that provide essentially the same function.
These range from public health to administrative systems such as payroll and finance.
Assuming that none or few of these systems are Year 2000 compliant, decisions will be
made as to which system will be assigned resources to bring it to a level of Year 2000
readiness. Given that most of the existing systems were designed for a specific business
requirement of a city or business unit, a detailed analysis will be completed to determine if
any existing system meets the business needs of the new City.
The survey asked respondents to assess the risk to their business or the public as a result of a
system failure or lack of service due to Year 2000. The majority of respondents did not
specifically address this issue or replied that they did not know. This combined with the
small number of surveys returned creates a large information gap in trying to assess the
city's ability to provide services in the year 2000 and beyond. Information remains to be
gathered on how or who would deal with leased versus owned property issues, HVAC
systems, card access systems or other embedded technology issues.
The Year 2000 Office proposes to undertake certain enterprise-wide initiatives which would
include:
(a)information and technology infrastructure which includes the network, server platforms
(including the mainframe) and desktops;
(b)facilities management which includes items such as HVAC (Heating, Ventilation and
Air Conditioning), elevators and security access systems; and
(c)fleet which includes fire engines, ambulances and other emergency vehicles.
The Operating Departments, Agencies, Boards and Commissions will be expected to work
with the Year 2000 office to remedy Year 2000 issues relating to Business and Operational
systems within their program mandate. The responsibilities of the Year 2000 office include:
(a)develop policies to govern the City's relationship with business partners;
(b)develop a communication strategy for responding to enquiries from the public,
businesses and other levels of government;
(c)prioritization of systems;
(d)provide advice on remedy strategies. This could include replacement or repair;
(e)jointly develop contingency plans for systems which cannot be remedied given the time
constraints;
(f)develop testing strategies to confirm compliance; and
(g)work with business partners to mitigate the risk to the City which could result from items
such as system interfaces, shared data, contracts and agreements.
External Organizations:
There are several issues related to external organizations. In order to better understand these
issues we have grouped external organizations into three categories: other levels of
government, suppliers and the community. The following paragraphs cover the issues for
each of these categories.
Other Levels of Government:
Industry Canada has created a task force called SOS 2000. The task force has made several
recommendations which impact the City's Year 2000 program. The first is that the City
make grants, loans and other financial assistance to external organizations dependent on that
organization having a formal Year 2000 program in place. The second recommendation of
the task force which impacts the City is a requirement to report Year 2000 readiness to the
Province who would in turn report to the task force. The City is not in a position at this time
to comply with any substantive reporting requirements. The Province is working on a
framework for addressing the Year 2000 issue with the municipalities. We have not received
any indication of the content of that framework. The City will take a proactive approach on
this issue and contact the Province at a senior level so as to influence the structure and
content of the framework being developed by the Province.
Community:
The category of external organizations that we have identified as the community refers to
everyone who might have an impact on the City should they suffer some sort of Year 2000
failure. Examples of impacts were discussed in the potential impacts section above. The
issue here is that the City is not prepared for the kinds of worst case scenarios that some
analysts are describing. The City has an obligation to safeguard its citizens from harm. The
question is how much do we spend on preventing and getting ready for these worst case
scenarios. The report recommends that Council authorizes the Year 2000 office to work with
the Commissioner of Works & Emergency Services Department to develop and test an
emergency preparedness plan specifically for Year 2000 failures.
External Suppliers:
There are three issues related to suppliers. The first has to do with determining a supplier's
importance to the conduct of the City's business. We have in excess of 13,000 suppliers.
The line departments must identify which of those suppliers are critical to the delivery of
their services. The departments will submit a list of their critical suppliers to the Year 2000
Office. The second issue relates to getting the required information from suppliers on the
Year 2000 compliance of their products and their readiness to face the Year 2000 (i.e., their
viability). Many of them consider the information to be too sensitive to share with us or are
concerned that the City might use it against them in possible future litigation. With the
assistance of Legal Services, a letter has been drafted to suppliers which informs them that
the City will not use the information they provide for litigation purposes nor will we
disclose it to anyone. The third issue related to suppliers is the lack of contingency plans
should critical suppliers be unable to deliver their products and/or services. An example of
this is the City's lack of a contingency plan should Ontario Hydro be unable to provide
electricity for an extended period of time.
Finance:
Funding is one of the critical success factors for the project in solving the Year 2000 issue.
The cost to solve the Year 2000 problem was estimated over $600 billion worldwide and the
Provincial Government of Ontario has reserves over $400 million for this purpose.
The City of Toronto, as a result of the amalgamation, could not start the Year 2000 project
until February 1998. The late start makes the estimate of funding required by the project
difficult. The cost estimate for the Year 2000 project should be based either on the number
of lines of coding to be fixed or application systems to be replaced. Currently, both figures
are not available. Therefore, the cost to fix the Year 2000 problem for the City is still
unknown and no departments have funds budgeted for the solution of the Year 2000
problem.
The establishment and ongoing operation of the Year 2000 Office is estimated at $5 million
for the remainder of 1998 and 1999. This will cover salaries, external consulting services,
communications, tools and general office expenses for the project.
The Year 2000 office is requesting initial funding of $80 million over two years for
beginning to remedy critical Year 2000 issues. This funding request covers the following
areas:
Technology Infrastructure:
Year 2000 compliant equipment has only been available on the market within the last 18
months. As a result the majority of the equipment owned by the City is non-compliant. The
$52 million for infrastructure is broken down into $2 million for networks, $10 million for
mainframe, $10 million for other server platforms and $30 million for desktops. Leasing
will be utilised as a method of reducing the cash flow impact on the City.
Facilities Management:
As the majority of our facilities have HVAC systems and elevators, we recognize that
corrective action will be required. Because information regarding the readiness of leased vs.
owned facilities is still unknown, for budgetary purposes we have recommend a preliminary
allocation of $5 million.
Fleet:
The Year 2000 project will focus on emergency service vehicles to ensure their availability.
As the information on their readiness is not available we recommend a preliminary
allocation of $5 million.
Business Applications and Operation Systems:
Critical departmental applications and operational systems such as Traffic Signals, Water
Treatment plants, Waste Water Treatment Plants, and the Hazardous Material Plants will
require significant upgrading for compliance. The assessment of these systems is still
ongoing. The initial request of $18million will be used to begin remedial action on the
critical systems identified to date. When detailed departmental plans have been developed, a
request for additional funding will be forwarded for approval.
The City will achieve additional benefits from the Year 2000 system replacements or
upgrades. These will include accelerated technology consolidation and rationalization and
the ability to implement strategic asset management while strengthening and rebuilding the
City's infrastructure.
Human Resources:
Staff with business-specific knowledge and skills are rare. As the year 2000 draws closer,
the demand on these staff will get higher and the cost to maintain them will rise as
envisaged by many Year 2000 analysts and experts. It is therefore recommended that
measures be implemented to keep as many as possible of the existing staff in the
Information Technology division of the previous seven municipalities who are
knowledgeable and experienced with various suppliers the City has.
Legal:
This is an initial outline of the legal issues relating to Year 2000 Compliance. It is a general
survey and is not intended to be exhaustive.
Existing Contracts:
A full legal audit will be performed on all agreements for computer and other technological,
date-dependant deliverables, including related or collateral support and maintenance
services. (The audit should include an examination of the suppliers with whom the City's
suppliers have an interface or other relationship, for if those secondary suppliers are not
Year 2000 Compliant the City's suppliers may not been able to continue providing
deliverables to the City, even though they themselves are compliant.) Priority should be
given to those agreements that are critical to the delivery of essential services by or to the
City.
The focus of the contract review will be the representations and warranties (express and
implied, statutory or otherwise), disclaimers, exclusions and limitations of damages and
other liabilities, limitation periods (statutory or otherwise), copyright ownership, moral
rights, trade secrets and other intellectual property rights clauses, confidentiality clauses,
indemnities, force majeure clauses, entire agreement clauses (of note here is the issue of
whether the agreement includes advertising and other promotional material -- really,
representations -- that may have induced the City to enter into the agreement) and remedies
contained in the agreements as they relate to the duties and liabilities of suppliers or the City
or both with respect to the Year 2000 problem. Among the statutes that have a bearing on
these matters are the Municipal Act, Sales of Goods Act, Limitation Act, and Copyright Act.
(As of this writing, it does not appear that any federal or Ontario legislation has been
enacted requiring suppliers or, for that matter, the City to be Year 2000 Complaint.) Key
questions here include who is responsible for identifying and correcting Year 2000
problems, including their cost; who is actually permitted to correct the problems and under
what conditions; and who owns the corrections. In regard to source code trust or escrow
agreements, it should be determined whether a Year 2000 problem entitles the City to a
release of source code to make any necessary corrections. In that regard it should be
remembered that for some systems the first critical date of compliance could be as early as
January 1, 1999.
As noted earlier, inquiries will be made of existing suppliers on the state of their Year 2000
compliance. Consideration should be given to establishing a list of alternative suppliers in
the event that existing suppliers are not Year 2000 Compliant and cannot be so by the
critical dates established in the City's Year 2000 Action Plan or may be affected by the
inability of others to be compliant. This is a crucial component of emergency or contingency
planning and should be incorporated in the City's existing or proposed plan.
New Contracts:
A broad Year 2000 warranty will be included in all agreements for new computer and other
technological, date-dependant deliverables and, most importantly, in the procurement
documents that lead to these agreements. (Renewals of existing agreements should
incorporate the warranty as well.) The warranty should extend to subcontractors and
suppliers of the prime supplier and also provide for a demonstration by the supplier or
testing by the City that the supplier's deliverables are Year2000 Compliant. The remedies
available to the City arising from a breach of the Year 2000 warranty should be specified.
Year 2000 Compliance assurances and remedies will be negotiated in any agreement with a
supplier retained by the City to provide conversion and other Year 2000 remedial services.
Such agreement should also address the issues of confidentiality, copyright ownership,
moral rights and other intellectual property rights. Non-solicitation and non-substitution
clauses may also be in order.
Given the workload facing the City, very careful consideration should be given to whether
to proceed with new major computer or other technology-related projects until the City has
addressed its own Year 2000 problems sufficiently. However, whenever the project is
intended to replace, as part of the City's amalgamation process, all of the existing systems of
the seven old municipalities for a particular service, all or some of which systems may not
be Year 2000 compliant, with one new system, which can be required to be Year 2000
compliant and can be completed by March 31, 1999, there is much merit to proceeding with
the project. If the City does decide to proceed, careful due diligence must be exercised when
hiring the supplier for the project and comprehensive Year 2000 assurances must be
negotiated in the project agreement. Performance of the project must take into account the
critical dates for general Year 2000 Compliance, for, while the system produced by the
project may be compliant, other systems that may or may not have bearing on its operation
might not be. A properly drafted excusable delay clause will be crucial here.
Directors and Officers Liability:
Failure of the Council and its Officers to address adequately the Year 2000 problem may
result in personal liability. It is incumbent on them to institute and implement appropriate
measures, such as the present Assessment Report and Action Plan, and monitor them to
address the problem. Such due diligence is also essential in defending the City corporation
itself against claims in the event of Year2000 problems.
Insurance:
Existing City insurance policies, including without limitation Directors and Officers
Liability Insurance Policies, will be examined to determine whether they cover Year 2000
problem claims. If they do not, then the insurance market will be explored to see if such
coverage can be obtained.
Agreements with existing and new suppliers must ensure that, where permitted, the City has
been named or added as an additional insured and that the insurance coverage extends at
least to the year2001. The actual insurance policies will be examined to see whether Year
2000 problem claims are excluded.
(3)Employment:
Human resources issues were addressed briefly earlier in this Report. Where it is necessary
to retain the services of outside programmers to assist the correction of internal Year 2000
problems, written employment contracts will be required. Besides compensation issues, the
contracts must address such matters as confidentiality and the ownership of copyright in
corrected deliverables and the waiver of moral rights in them. Non-competition clauses may
also be in order.
Disclosure:
The City may be required to disclose in its financial statements the Year 2000 problem as a
contingency. Advice on this issue will be obtained from the Finance Department.
Litigation:
All efforts of the City to address the Year 2000 problem will be thoroughly and
systematically documented. A clear and effective reporting structure must be established to
implement and monitor conversion and other remedial measures. It is important that the City
be able to demonstrate that it acted in a reasonable, prudent and timely manner in addressing
the Year 2000 problem. This is part of the due diligence that the City, its Council and
officers must perform to defend the City against Year 2000 problem claims and to advance
claims, if need be, against non-Year 2000 compliant suppliers and others. The present
Assessment Report and Action Plan is the initiating document in this process.
Privileged communications must be identified and preserved. This legal privilege may also
affect how the City's action plan is executed.
In so far as the liability of suppliers for Year 2000 non-compliance is concerned, while a
conciliatory approach is preferred and is being pursued, provincial statutory limitation
periods and other legal considerations may of necessity require the City to start actions
before the turn of the century to preserve its legal rights. Alternative dispute resolution
provides an alternative to litigation.
Consideration should be given to requesting the senior levels of government to impose a
limit on the damages that the City may suffer as a result of Year 2000 problem claims.
Conclusions:
The initial surveys collected by the Year 2000 Committee from the City Departments,
Agencies, Boards and Commissions have confirmed that there are significant Year 2000
issues to be dealt with to mitigate the risk to both the City and the public. As the timeline for
resolving these issues is fixed, it is critical that the Year 2000 Office receive approval from
Council to proceed in the remedy of these issues based on the strategy outlined and that the
necessary funding be approved to enable the implementation of appropriate remedies.
Contact Name:
Lana Viinamae
Year 2000 Project Executive
392-4548
--------
Appendix 1 - Impacted Systems
The following are examples of systems, agreements and external organizations which could
be impacted by the Year 2000 issue:
Operational Systems:
fire alarmssprinklersburglar alarms
process control alarmslighting controlscard access
elevatorstime clocks (payroll)date stamp devices
scanners (OCR, cheques, etc.)digital camerasphotocopiers
fax machinestraffic controlsUPS systems
navigational aidstelephone exchangesmetres (utility)
climate controls (HVAC)security systemsvideo systems
thermostatswater flow controlsaccess control systems
traffic lightsmicrochips (engine timing, etc.)real-time clocks
time locks on vaultsradiospersonal organizers
car park barriershousehold appliancestelephones
monitoring systems
Business Systems:
payrolltime and labourfinancial
revenue collectionpaymentsdocument management
records managementdocument imagingGIS
human resourcestraining and developmentoffice applications
licensingpermittinghealth and safety
public healthdispatchscheduling
purchasingmaintenance managementasset management
inventory systemstracking systemsgraphics systems
statistical analysis toolsland information systemsregistration
information holdingcatalogue systemsbilling
pre-printed forms
Information Technology Systems:
PC'sUNIX workstationsfile servers
print serversfax serverscommunication servers
Web serversapplication serversdata servers
mainframesfrontend processorsASCII terminals
X terminalsnetwork concentratorsnetwork routers
network bridgesnetwork switchesnetwork hubs
Information Technology Systems: (Cont'd)
cluster controllersvoice mailgateways
firewallsnetwork interface devicesprinters
card readerstape readersimage processor
storage devicesCD-ROM writerstape robots
network operating systemsoperating systemscommunications software
remote access softwaresecurity softwaree-mail
calendaring softwareoffice softwareproject management software
DBMSfile management softwarebackup software
network management softwareserver administration softwaretelephony software
CASEcompilerstesting tools
debuggerseditorstransaction monitors
help desk softwaredesktop management softwareprotocol stacks
librariesfirmwareutility programs
anti-virus software
Agreements:
purchaseleaselicense
maintenancesupportoutsourcing
serviceconsultingdevelopment
data provisioningdata salesinsurance policies
External Organizations:
suppliersvendorsdevelopers
utilitiesProvinceFederal government
banksoutsourcing providersservice delivery partners
telecommunications providersInternet service providersproperty owners
Note:An example of how property owners might affect City operations as a result of Year
2000 failures in their homes or businesses would be their fire and burglar alarm systems
might generate thousands of false alarms on January 1, 2000, diverting emergency services
away from real emergencies.
--------
Appendix 2 - Year 2000 Strategy
The Year 2000 Program is divided into five phases: Plan, Assess, Remedy, Test and
Re-implement. There is overlap between phases and some re-iteration especially among the
first three phases.
The planning phase consists of three steps: inventory, determination of business impacts and
setting of priorities. The Committee has begun assembling an inventory of systems by
surveying departments. The survey will be discussed in more detail in the next section. The
inventory will continue to play a key role throughout the process as individual systems are
tracked through the process. Departments are being asked to estimate the impact on the
business of the City of a Year2000 failure in the system. Finally, the systems will be
assigned a priority to ensure that the City's most critical systems go through the remaining
phases first. The priority assigned to the system is derived from the triage matrix given in
table A 2.1.
Table A 2.1 Triage Plan - Priority by Impact vs. Probability:
|
Certain |
High |
Medium |
Low |
None |
Unknown |
Safety |
1 |
1 |
1 |
1 |
4 |
1 |
Legal |
1 |
1 |
2 |
2 |
4 |
1 |
>$1M |
1 |
1 |
2 |
3 |
4 |
1 |
$0.1-1M |
2 |
2 |
3 |
3 |
4 |
2 |
<$100K |
3 |
3 |
3 |
3 |
4 |
3 |
Repute |
3 |
3 |
3 |
3 |
4 |
3 |
None |
4 |
4 |
4 |
4 |
4 |
4 |
Unknown |
2 |
2 |
3 |
3 |
4 |
|
The strategy consists of inventorying all vulnerable systems and assigning each a priority
based on the probability and impact of a Year 2000 failure. The priorities will be acted upon
as follow:
(1)critical systems which must be fixed in time regardless of the cost;
(2)important systems which will be fixed as time and resources permit;
(3)systems which will be fixed only as resources become available; and
(4)systems which require no action due to a nil probability and/or nil impact.
Critical systems include those which have health and safety impacts or a large probability of
failure resulting in legal and/or large financial impacts.
Appendix 4 lists the systems inventoried by the Year 2000 Committee as of May 22, 1998,
and their prioritization.
The assessment phase consists of determining whether or not the system is Year 2000
compliant, estimating the effort/cost of fixing the defects uncovered, and selecting the
option to be applied. Generally speaking there are 4 possible options which can be applied:
modify, replace, abandon, and let fail. If the option selected is not abandon, contingency
planning should be initiated in case the system is not remedied in time or it fails anyway. In
the case of external organizations the contingency planning includes developing and testing
an emergency preparedness plan.
It will not always be possible to assess the compliance of operational systems. The experts
are advising organizations to replace such operational systems if they are critical to the
business of the organization. For purchased systems the vendor should be asked to formally
document what their method of compliance is, the following is a list of typical date
compliance methodologies. Those with Asterisks are not considered to be adequately
compliant and any service, system, or asset using them will have to be independently
examined as to its acceptability and ability to function appropriately. Ideally, all dates
should be explicit, four (ISO 8601:1988) or eight digit fields.
(a)Date expansion; options:
-CCYYMMDD
-DDMMCCYY
(b)Date windowing; options:
-Pivot Year (implied century)*
- Fixed/Sliding Window*
Windowing techniques are especially weak where it is necessary to process data that can
span more than 100 years (e.g., pension, medical, insurance, legal) and carry future
exposures. Calculations can also be erroneous when data span centuries especially when
using the implied century method (e.g.,if 2 digit value > 50 assume 20th century, < 50
assume 21st century). While not a desirable method given the time constraints on converting
existing applications, this method is a more time efficient (3 to 4times faster) way of
ensuring compliance than attempting to convert all dates to 4 or 8 digit format. However this
would be a temporary fix and a more permanent solution would have to be implemented in
the longer term.
(c)Century byte/bit; options:
-if century byte;
-contiguous;
-located elsewhere in the record;
-if century bit; and
-location and format.
(d)Date encapsulation:
(e)Date encryption*
The code of programs developed in house needs to be inspected. In some cases there are
tools available to assess program source code. Agreements will need to be reviewed to
determine if they represent a Year 2000 exposure. Finally, external organizations will be
asked to disclose the details of their Year 2000 programs. Getting information from other
organizations may be problematic if they feel they would be relinquishing competitive
advantage or if they perceive that the City is looking to assign liability.
If the conclusion of the assessment is that the system should be modified or replaced, the
system moves through the remaining phases of the process. In the case of external
organizations modification consists of working with them to increase their awareness of the
issue and helping them address it.
The testing phase is the most demanding especially on users. It is generally accepted that
this phase represents between 50percent and 60percent of the work. Not only do the fixes
have to be tested but the rest of the system must be thoroughly tested as well to make sure
that the fixes have not introduced any new defects.
Re-implementation requires the usual steps of installation, documentation, training,
acceptance testing and cut over.
A Year 2000 Office is being established to shepherd the process. The Program Office will:
(i)document the process in greater detail;
(ii)train program participants;
(iii)monitor progress; and
(iv)act as the focal point for communication with external organizations and citizens; and
(v)identify and mitigate all Year 2000 liabilities.
A Year 2000 consultant will be engaged to advise on the design and staffing of the Program
Office. Staffing for the senior positions in the Program Office is already underway.
--------
Appendix 3 - Year 2000 Survey Results as of 1998 May 22
The purpose of the survey is to collect information with which to assess the City's Year
2000 readiness, estimate the cost of remedial work and prepare an action plan for the
remainder of the millennium. We need to know:
(i)what systems the City is likely to be operating into the new millennium;
(ii)which of these systems is likely to fail due to a Year 2000 bug;
(iii)which of these systems is likely to provide incorrect information without actually
failing;
(iv)what the impact is on the City and its clients of failures in these systems or groups of
them;
(v)the relationships between systems to understand the inheritance of criticality;
(vi)the terms of license agreements and purchase contracts to understand liabilities;
(vii)what actions have been taken to ensure that future acquisitions of systems are
compliant;
(viii)the terms of support contracts to reduce the risk of re-infection of a tested system;
(ix)what the plans are for the system such as decommissioning or replacement and when;
(x)what external organizations the City is dependent on;
(xi)what the impact is on the City and its clients of a Year 2000 failure at these
organizations;
(xii)the terms of agreements between the City and these organizations to understand
liabilities; and
(xiii)what contingency plans are in place to mitigate the impact of failures (e.g., insurance).
The following tables (A3.1 to A3.5) are a summary of the survey results as of May 22, 1998.
Last summer an inventory was created for the IT directors for their transition report. That
inventory had 1518 business and IT systems in it. Table A3.1 shows the number of
responses received to date broken down by the impact of a Year 2000 failure versus the
probability of a Year 2000 failure. A response may have multiple impacts but has only one
probability. A large number of responses did not provide one or both pieces of information
so were counted as unknown. Note that the table shows 110 high impact systems of which
only 7 have a nil probability of a Year 2000 failure.
Table A3.1 Survey Results - Impact vs. Probability
|
Unknown |
Nil |
Low |
Medium |
High |
Certain |
Total |
Unknown |
186 |
12 |
10 |
2 |
14 |
27 |
251 |
Nil |
7 |
16 |
7 |
2 |
1 |
0 |
33 |
Confidence |
3 |
6 |
42 |
31 |
27 |
26 |
46 |
<$100K |
1 |
0 |
16 |
20 |
5 |
4 |
46 |
<$1M |
1 |
0 |
1 |
3 |
3 |
2 |
10 |
>$1M |
1 |
2 |
3 |
3 |
12 |
7 |
28 |
Legal |
0 |
5 |
7 |
4 |
16 |
19 |
51 |
Safety |
0 |
0 |
7 |
4 |
14 |
6 |
31 |
Table A3.2 provides the number of responses broken down by department and priority. The
priority is derived from table A1.1 using the most severe impact and the probability of
occurrence.
Table A3.2 Survey Results - Departments vs. Priorities
|
1 |
2 |
3 |
4 |
Unknown |
Total |
Community and Neighbourhood |
22 |
14 |
42 |
7 |
25 |
110 |
Corporate Services |
8 |
24 |
32 |
27 |
91 |
182 |
Economic Dev, Culture and Tourism |
|
1 |
|
|
10 |
11 |
Finance |
|
10 |
6 |
9 |
49 |
74 |
Urban Planning and Development |
7 |
2 |
47 |
11 |
7 |
74 |
Works and Emergency Services |
|
9 |
|
|
4 |
13 |
Total |
37 |
60 |
127 |
54 |
186 |
464 |
Table A3.3 is similar to table A3.2 except that the counts are broken down by categories of
systems rather than departments.
Table A3.3 Survey Results - Categories vs. Priorities
|
1 |
2 |
3 |
4 |
Unknown |
Total |
Operational Systems |
6 |
3 |
3 |
3 |
2 |
17 |
Business Systems |
24 |
28 |
88 |
28 |
58 |
226 |
Information Technology Systems |
2 |
25 |
35 |
23 |
80 |
165 |
Agreements |
5 |
|
1 |
|
26 |
32 |
External Organizations |
|
4 |
|
|
20 |
24 |
Total |
37 |
60 |
127 |
54 |
186 |
464 |
Table A3.4 provides a break down of the responses by departments and categories of
systems.
Table A3.4 Survey Results - Departments vs Categories
|
Op Sys |
Bus Sys |
IT Sys |
Agree |
Ext Orgs |
Total |
Community and Neighbourhood |
7 |
69 |
5 |
5 |
24 |
110 |
Corporate Services |
4 |
37 |
114 |
27 |
|
182 |
Economic Dev, Culture and Tourism |
|
|
11 |
|
|
11 |
Finance |
2 |
54 |
18 |
|
|
74 |
Urban Planning and Development |
1 |
59 |
14 |
|
|
74 |
Works and Emergency Services |
3 |
7 |
3 |
|
|
13 |
Total |
17 |
226 |
165 |
32 |
24 |
464 |
As the above tables show, most of the responses to date have been business or IT systems.
The numbers of operational systems is expected to increase dramatically as Works,
Facilities Management and Parks submit more responses. Departments have not put a very
high priority on inventorying agreements and external organizations. However, we can get
some indication of the number of suppliers the City deals with. The vendor table in the
former City of Toronto's purchasing system has just over 13,000 entries. Only the
departments can indicate the these suppliers' criticality to their service delivery.
Table A3.5 provides the counts by departments and categories of systems where the
respondent indicated that the system was scheduled to be replaced. Replacing these numbers
of systems over the next 19 months will put a severe strain on the resources of the City.
Table A3.5 Survey Results - Number of Systems to be Replaced by Departments vs
Categories
|
Op Sys |
Bus Sys |
IT Sys |
Agree |
Ext Orgs |
Total |
Community and Neighbourhood |
|
20 |
|
|
|
20 |
Corporate Services |
1 |
6 |
6 |
|
|
13 |
Economic Dev, Culture and Tourism |
|
|
|
|
|
|
Finance |
2 |
16 |
|
|
|
18 |
Urban Planning and Development |
|
14 |
1 |
|
|
15 |
Works and Emergency Services |
|
|
|
|
|
|
Total |
3 |
56 |
7 |
|
|
66 |
Appendix 4 - List of Systems in Year 2000 Inventory as of May 22·Appendix 4 - List of Systems in Year 2000
Inventory as of May 22
Dept |
Type |
Priority |
System Name |
ID |
cns |
Agreement |
1 |
PMI (Hobart) Kitchen Equipment
Service - Hostels |
474 |
cns |
Agreement |
1 |
Precision Elevators Service
Agreement |
468 |
cns |
Agreement |
1 |
Northern Alarm Protection Security
Monitoring - Hostels |
473 |
cns |
Agreement |
1 |
Grinnell Fire Alarm System Service
Agreement - Hostels |
470 |
cns |
Agreement |
1 |
Security Link Fire Alarm Monitoring
- Hostels |
472 |
cns |
Business |
|
Ontario Government Pharmaceutical |
377 |
cns |
Business |
|
Dun & Bradstreet Financials -
MTHCL |
477 |
cns |
Business |
|
Animal Management System |
17 |
cns |
Business |
|
Tenant Management System -
MTHCL |
478 |
cns |
Business |
1 |
CISS |
396 |
cns |
Business |
1 |
RDIS |
400 |
cns |
Business |
1 |
Client Intake System |
373 |
cns |
Business |
1 |
Environmental Health Information
System |
368 |
cns |
Business |
1 |
Dental Management Information
System |
370 |
cns |
Business |
1 |
Dental Information System |
380 |
cns |
Business |
1 |
IRIS |
397 |
cns |
Business |
1 |
North York Nursing Information
System |
367 |
cns |
Business |
1 |
School Health Records |
366 |
cns |
Business |
1 |
Municipal Assistance Information
Network |
12 |
cns |
Business |
1 |
Community Health Status - SPSS |
369 |
cns |
Business |
2 |
Historical Land Use Database |
385 |
cns |
Business |
2 |
HELPS |
399 |
cns |
Business |
2 |
Womb with a View |
376 |
cns |
Business |
2 |
BIOS |
395 |
cns |
Business |
2 |
DIS |
402 |
cns |
Business |
2 |
TimeKeeper |
15 |
cns |
Business |
2 |
CINOT |
401 |
cns |
Business |
2 |
Careworker Technology |
11 |
cns |
Business |
2 |
Time & Activity Tracking |
374 |
cns |
Business |
3 |
MS Excel for Mac v.5.0 |
453 |
cns |
Business |
3 |
Sexual Health Clinic Information
System |
390 |
cns |
Business |
3 |
Census Data for 1991 and 1996 |
391 |
cns |
Business |
3 |
EpiInfo v.5/6 |
392 |
cns |
Business |
3 |
Quark Express v.3.3.1 |
451 |
cns |
Business |
3 |
EpiInfo v.6.02 |
393 |
cns |
Business |
3 |
Aldus Freehand v.3.11 |
462 |
cns |
Business |
3 |
Quark Express v.3.3.2 |
452 |
cns |
Business |
3 |
FileMaker Pro for Mac v3.0 |
454 |
cns |
Business |
3 |
MS Power Point for Mac v.4.0 |
455 |
cns |
Business |
3 |
Adobe Photoshop for Mac v.3.0 |
456 |
cns |
Business |
3 |
WordPerfect for Mac v.3.5 |
465 |
cns |
Business |
3 |
Adobe Acrobat for Mac v.3.0 |
457 |
cns |
Business |
3 |
GONET |
398 |
cns |
Business |
3 |
Macromedia Frehand v.7.0 |
463 |
cns |
Business |
3 |
After Dark for Mac v.3.0 |
458 |
cns |
Business |
3 |
Aldus Freehand for Mac v.2.0 |
459 |
cns |
Business |
3 |
Dog Licensing System |
389 |
cns |
Business |
3 |
EpiMap v.2 |
394 |
cns |
Business |
3 |
Resident Financial Management
System |
8 |
cns |
Business |
3 |
Client Information Management
System |
18 |
cns |
Business |
3 |
Ontario Works Technology |
10 |
cns |
Business |
3 |
Careload Management Reporting
System |
6 |
cns |
Business |
3 |
HFA - Client Management System III |
5 |
cns |
Business |
3 |
Automated Resident Classification
System |
4 |
cns |
Business |
3 |
Food and Nutrition System |
3 |
cns |
Business |
3 |
Inmagic Library Application |
371 |
cns |
Business |
3 |
Community Services DB (Blue Book) |
372 |
cns |
Business |
3 |
Emergency Answering System -
MTHCL |
482 |
cns |
Business |
3 |
Building Management System -
MTHCL |
481 |
cns |
Business |
3 |
Adult Wellness Guide |
375 |
cns |
Business |
3 |
Birth Registration |
379 |
cns |
Business |
3 |
Dental Equipment Inventory |
381 |
cns |
Business |
3 |
Environmental Complaints Register |
382 |
cns |
Business |
3 |
Housing Registry - MTHCL |
480 |
cns |
Business |
3 |
Environmental Records Registry |
383 |
cns |
Business |
3 |
Performance Appraisal Database |
386 |
cns |
Business |
3 |
Prenatal Class Registrations |
387 |
cns |
Business |
4 |
TB |
388 |
cns |
Business |
4 |
Staff Education System |
13 |
cns |
Business |
4 |
AIDS/DAPP grants |
378 |
cns |
Business |
4 |
Fixed Asset Inventory System |
14 |
cns |
Business |
4 |
Children Services Information
System |
423 |
cns |
Business |
4 |
Food Policy Council Grants |
384 |
cns |
Business |
4 |
Housing Management System -
MTHCL |
479 |
cns |
External Organization |
MetaComm Inc. |
413 |
cns |
External Organization |
International Image Services Inc. |
421 |
cns |
External Organization |
CDA Newswire Ltd. |
419 |
cns |
External Organization |
B.G.M. Colour Lab |
417 |
cns |
External Organization |
Benjamin Film Laboratories |
416 |
cns |
External Organization |
SHL Computer Innovations |
415 |
cns |
External Organization |
Value Added Systems |
414 |
cns |
External Organization |
Media Reach |
422 |
cns |
External Organization |
Network Associates International
B.V. |
412 |
cns |
External Organization |
Onet Networking |
411 |
cns |
External Organization |
Bell Canada - Centrex |
410 |
cns |
External Organization |
Tandex Technologies |
409 |
cns |
External Organization |
Dell Canada |
408 |
cns |
External Organization |
Cisco Systems |
407 |
cns |
External Organization |
Commerx Computer Services Inc. |
405 |
cns |
External Organization |
Quatro Group Software Systems |
403 |
cns |
External Organization |
CFA Communications |
420 |
cns |
External Organization |
HP Canada |
406 |
cns |
External Organization |
Exhibition Place Board of Governors |
418 |
cns |
External Organization |
2 |
Dental |
1 |
cns |
External Organization |
2 |
Direct Bank Deposit System |
9 |
cns |
External Organization |
2 |
Income Reporting System |
7 |
cns |
External Organization |
2 |
Drug Card System |
2 |
cns |
Information Technology |
2 |
PC's, FAX modems, Printers,
Business Application Softwares,
Anti-Vires Software, E-mail,
Software Licenses, Telephones,
Internet Browsers. |
16 |
cns |
Information Technology |
3 |
Systems Help Desk - MTHCL |
483 |
cns |
Information Technology |
3 |
Sam Anti-Virus for Mac v.4.5.1 |
464 |
cns |
Information Technology |
3 |
MacIntosh System 7.5.3 |
461 |
cns |
Information Technology |
3 |
MacIntosh System 7 |
460 |
cns |
Operational |
Bank of Montreal Purchase Card -
MTHCL |
484 |
cns |
Operational |
1 |
Miura Hot Water Boiler - Hostels |
476 |
cns |
Operational |
1 |
Northern Alarm Protection Security
Video Equipment - Hostels |
475 |
cns |
Operational |
1 |
Ram Air HVAC - Hostels |
471 |
cns |
Operational |
1 |
Grinnell Fire Alarm System - Hostels |
469 |
cns |
Operational |
1 |
Precision Elevators - Hostels |
467 |
cns |
Operational |
1 |
MES Controls Building Automation -
Hostels |
466 |
cs |
Agreement |
|
Tenex Data Corp. - East York |
427 |
cs |
Agreement |
|
Quadrant System Inc. - East York |
450 |
cs |
Agreement |
|
Pitney Bowes - East York |
430 |
cs |
Agreement |
|
Misco Canada Inc. |
426 |
cs |
Agreement |
|
Cycom Services Inc. - East York |
431 |
cs |
Agreement |
|
SRB International Limited - East
York |
449 |
cs |
Agreement |
|
Corel License Program - East York |
424 |
cs |
Agreement |
|
Data Processing Design Inc. - East
York |
433 |
cs |
Agreement |
|
GE Capital Technology Service
Contract - East York |
425 |
cs |
Agreement |
|
Mailing Innovations Ltd. - East York |
429 |
cs |
Agreement |
|
Informix Software - East York |
443 |
cs |
Agreement |
|
Info 2000 Inc. |
439 |
cs |
Agreement |
|
Hewlett Packard Canada - East York |
437 |
cs |
Agreement |
|
Informix Software - East York |
436 |
cs |
Agreement |
|
Brambles Canada Inc. - East York |
432 |
cs |
Agreement |
|
Bell & Howell - East York |
435 |
cs |
Agreement |
|
Digital Equipment of Canada - East
York |
448 |
cs |
Agreement |
|
Gray Matter Software Corp. - East
York |
438 |
cs |
Agreement |
|
Crain Drummond Inc. - East York |
442 |
cs |
Agreement |
|
Bell Canada - East York |
440 |
cs |
Agreement |
|
Data General Canada - East York |
444 |
cs |
Agreement |
|
Strategic Concepts Group - East York |
445 |
cs |
Agreement |
|
Authentex - East York |
446 |
cs |
Agreement |
|
Bentley Systems Inc. - East York |
434 |
cs |
Agreement |
|
QMS Canada Inc. - East York |
447 |
cs |
Agreement |
|
Datamex Technologies Inc. - East
York |
441 |
cs |
Agreement |
3 |
Gandalf Data Limited - East York |
428 |
cs |
Business |
|
Banner Human Resources HRIS
system |
98 |
cs |
Business |
|
SFG (Solutions for Government)
Payroll System |
103 |
cs |
Business |
|
Fire Applications |
47 |
cs |
Business |
|
License/Fees |
28 |
cs |
Business |
|
Cyborg Payroll System |
99 |
cs |
Business |
|
ADP - HRIS |
97 |
cs |
Business |
|
SFG - Payroll System |
96 |
cs |
Business |
|
PeopleSoft - HRIS |
95 |
cs |
Business |
|
Occupancy Database Maintenance |
88 |
cs |
Business |
|
Fleet Management System - Works |
19 |
cs |
Business |
|
Health Applications |
22 |
cs |
Business |
|
Property Management / Planning |
25 |
cs |
Business |
|
HRIS - Cyborg |
100 |
cs |
Business |
|
Desktop Software |
44 |
cs |
Business |
|
WIMS, SIMS, and RIMS |
23 |
cs |
Business |
|
CHRS (Canadian Human Resources
System) HRIS |
101 |
cs |
Business |
|
OMI (Organization Metrics Inc.)
HRIS |
104 |
cs |
Business |
1 |
Water Billing and Receivables |
116 |
cs |
Business |
1 |
GL , Acct. Receivable, Acct Payable |
78 |
cs |
Business |
1 |
Building Permits & Enforcement |
112 |
cs |
Business |
1 |
Dog Tag Permits Billing &
Receivables |
113 |
cs |
Business |
1 |
Municipal Receivable Systems |
118 |
cs |
Business |
1 |
Payroll |
136 |
cs |
Business |
2 |
Equipment Revenue / Expense
Processing |
123 |
cs |
Business |
2 |
PC Docs Classic - Legal |
486 |
cs |
Business |
2 |
MANAC Time Docketing/Practice
Management - Legal |
487 |
cs |
Business |
3 |
P.O. Requisitions |
127 |
cs |
Business |
3 |
Facility Scheduling |
126 |
cs |
Business |
3 |
Unix Applications |
131 |
cs |
Business |
3 |
ADM PLUS |
84 |
cs |
Business |
3 |
Compliant Tracking |
130 |
cs |
Business |
4 |
Program Registration System |
132 |
cs |
Business |
4 |
Financial Applications |
29 |
cs |
Business |
4 |
Records Management Maintenance
and Reporting |
134 |
cs |
Business |
4 |
Municipal Tax Billing & Receivables |
115 |
cs |
Business |
4 |
Employee Training Control &
Reporting (Fire) |
114 |
cs |
Business |
4 |
Fire Incident Logging and Reporting |
111 |
cs |
Information Technology |
51 |
cs |
Information Technology |
37 |
cs |
Information Technology |
53 |
cs |
Information Technology |
54 |
cs |
Information Technology |
56 |
cs |
Information Technology |
50 |
cs |
Information Technology |
Novell 4.11 |
49 |
cs |
Information Technology |
65 |
cs |
Information Technology |
58 |
cs |
Information Technology |
59 |
cs |
Information Technology |
61 |
cs |
Information Technology |
62 |
cs |
Information Technology |
63 |
cs |
Information Technology |
Groupwise 4.1A |
64 |
cs |
Information Technology |
57 |
cs |
Information Technology |
Production FIS Server |
139 |
cs |
Information Technology |
Terminal Server |
81 |
cs |
Information Technology |
Primary Domain Controller |
121 |
cs |
Information Technology |
Print Spooling |
122 |
cs |
Information Technology |
DNS Server |
119 |
cs |
Information Technology |
87 |
cs |
Information Technology |
Terminal Server |
89 |
cs |
Information Technology |
Halon Edwards Custom 6500 Fire
Alarm Control |
110 |
cs |
Information Technology |
117 |
cs |
Information Technology |
124 |
cs |
Information Technology |
76 |
cs |
Information Technology |
75 |
cs |
Information Technology |
74 |
cs |
Information Technology |
73 |
cs |
Information Technology |
WINDD |
120 |
cs |
Information Technology |
71 |
cs |
Information Technology |
94 |
cs |
Information Technology |
34 |
cs |
Information Technology |
137.15.16.15? |
77 |
cs |
Information Technology |
40 |
cs |
Information Technology |
41 |
cs |
Information Technology |
42 |
cs |
Information Technology |
36 |
cs |
Information Technology |
31 |
cs |
Information Technology |
43 |
cs |
Information Technology |
38 |
cs |
Information Technology |
45 |
cs |
Information Technology |
39 |
cs |
Information Technology |
48 |
cs |
Information Technology |
46 |
cs |
Information Technology |
33 |
cs |
Information Technology |
27 |
cs |
Information Technology |
35 |
cs |
Information Technology |
1 |
Storage Manager |
138 |
cs |
Information Technology |
1 |
SDCSIT9 |
334 |
cs |
Information Technology |
2 |
PTOIBM1A |
337 |
cs |
Information Technology |
2 |
PTONCR1A |
336 |
cs |
Information Technology |
2 |
argo |
335 |
cs |
Information Technology |
2 |
LIEBERT Computer Room A/C |
125 |
cs |
Information Technology |
2 |
Terminal Server |
90 |
cs |
Information Technology |
2 |
Treminal Server |
91 |
cs |
Information Technology |
2 |
Terminal Server |
109 |
cs |
Information Technology |
2 |
Terminal Server |
92 |
cs |
Information Technology |
2 |
Terminal Server |
93 |
cs |
Information Technology |
2 |
Terminal Server |
106 |
cs |
Information Technology |
2 |
Treminal Server |
107 |
cs |
Information Technology |
2 |
Terminal Server |
105 |
cs |
Information Technology |
2 |
terminal Server |
108 |
cs |
Information Technology |
2 |
IBM System/36 - Legal |
485 |
cs |
Information Technology |
2 |
Treminal Server |
102 |
cs |
Information Technology |
2 |
Terminal Server |
72 |
cs |
Information Technology |
2 |
Terminal Server |
32 |
cs |
Information Technology |
2 |
Terminal Server |
83 |
cs |
Information Technology |
2 |
Terminal Server |
82 |
cs |
Information Technology |
2 |
|
60 |
cs |
Information Technology |
3 |
Mail Gateway |
52 |
cs |
Information Technology |
3 |
Lotus Notes Clustered Servers -
Change & Problem Management
System (CPMS) |
364 |
cs |
Information Technology |
3 |
HP107 |
347 |
cs |
Information Technology |
3 |
CA Unicenter/TNG |
342 |
cs |
Information Technology |
3 |
Electronic Mail - cc:Mail LAN Based
Routers |
350 |
cs |
Information Technology |
3 |
Lan Rover |
137 |
cs |
Information Technology |
3 |
Backup |
79 |
cs |
Information Technology |
3 |
Router |
133 |
cs |
Information Technology |
3 |
SDCSIT7 |
341 |
cs |
Information Technology |
3 |
Lotus Notes Clustered Servers -
Change & Problem Management
System (CPMS) |
365 |
cs |
Information Technology |
3 |
PTOSUN1A |
340 |
cs |
Information Technology |
3 |
Electronic Mail - cc:Mail NT Router |
349 |
cs |
Information Technology |
3 |
SDCSIT10 |
343 |
cs |
Information Technology |
3 |
HP301 |
345 |
cs |
Information Technology |
3 |
ptoivr1a |
363 |
cs |
Information Technology |
3 |
Novell GroupWise 4.1a and 5.2
E-Mail System |
85 |
cs |
Information Technology |
3 |
GSDHP101 |
346 |
cs |
Information Technology |
3 |
CC7 |
358 |
cs |
Information Technology |
3 |
SDCSIT15 |
360 |
cs |
Information Technology |
3 |
Electronic Mail - Notes Infrastructure |
338 |
cs |
Information Technology |
3 |
Electronic Mail -cc:Mail
Infrastructure |
339 |
cs |
Information Technology |
3 |
Electronic Mail - cc:Mail Remote
Based Routers |
348 |
cs |
Information Technology |
3 |
|
55 |
cs |
Information Technology |
4 |
PTOIBM2A |
344 |
cs |
Information Technology |
4 |
Application Server |
30 |
cs |
Information Technology |
4 |
SDCSIT3 |
351 |
cs |
Information Technology |
4 |
SDCSIT5 |
361 |
cs |
Information Technology |
4 |
Audit Program Generator for
Windows |
80 |
cs |
Information Technology |
4 |
HFA_replica |
68 |
cs |
Information Technology |
4 |
SDCSIT1 |
69 |
cs |
Information Technology |
4 |
SDCSIT5A |
359 |
cs |
Information Technology |
4 |
SDCSIT3B |
362 |
cs |
Information Technology |
4 |
Desktop - Hardware |
20 |
cs |
Information Technology |
4 |
Word Processing |
128 |
cs |
Information Technology |
4 |
Router |
129 |
cs |
Information Technology |
4 |
E-Mail Server |
21 |
cs |
Information Technology |
4 |
SDCSIT11 |
354 |
cs |
Information Technology |
4 |
Network Component |
26 |
cs |
Information Technology |
4 |
HFA_replica |
357 |
cs |
Information Technology |
4 |
PAC_replica |
356 |
cs |
Information Technology |
4 |
Works_replica |
355 |
cs |
Information Technology |
4 |
Novell Network Server |
24 |
cs |
Information Technology |
4 |
SDCSIT14 |
353 |
cs |
Information Technology |
4 |
Interactive Data Extraction and
Analysis |
86 |
cs |
Operational |
2 |
Branch Exchanger |
135 |
cs |
Operational |
3 |
Electronic Mail - cc: Mail Remote
Based Routers |
66 |
cs |
Operational |
3 |
Electronic Mail - cc: Mail
Infrastructure |
67 |
cs |
Operational |
3 |
Pitney Bowes PD22 |
70 |
edct |
Information Technology |
172 |
edct |
Information Technology |
171 |
edct |
Information Technology |
170 |
edct |
Information Technology |
168 |
edct |
Information Technology |
166 |
edct |
Information Technology |
165 |
edct |
Information Technology |
162 |
edct |
Information Technology |
164 |
edct |
Information Technology |
163 |
edct |
Information Technology |
169 |
edct |
Information Technology |
2 |
|
167 |
fin |
Business |
|
Payroll - Holding Unit |
177 |
fin |
Business |
|
3rd Party Insurance |
173 |
fin |
Business |
|
Internal Insurance |
174 |
fin |
Business |
|
Finance Interest Calculation |
175 |
fin |
Business |
|
Policy Bank Reconciliation |
176 |
fin |
Business |
|
Transportation MMS Job Costing
Interface to TES |
232 |
fin |
Business |
|
Budget Modelling System |
213 |
fin |
Business |
|
HFA Timekeeper |
218 |
fin |
Business |
|
Tapes received from WCB |
219 |
fin |
Business |
|
Pension Payroll & Administration |
220 |
fin |
Business |
|
Property Values |
221 |
fin |
Business |
|
Early Retirees |
224 |
fin |
Business |
|
Payroll - Payroll Liabilities |
178 |
fin |
Business |
|
Crew Schedulling |
231 |
fin |
Business |
|
Special Payments |
190 |
fin |
Business |
|
Time Entry System |
233 |
fin |
Business |
|
Honoriarium |
234 |
fin |
Business |
|
Bottom Line |
239 |
fin |
Business |
|
Debt Modelling |
240 |
fin |
Business |
|
Investments |
242 |
fin |
Business |
|
Parking Tag System |
244 |
fin |
Business |
|
Interfaces to provincial systems |
245 |
fin |
Business |
|
Claims Management |
230 |
fin |
Business |
|
Sick Pay |
191 |
fin |
Business |
|
Pensions |
179 |
fin |
Business |
|
Payroll - Tradesman Payroll |
180 |
fin |
Business |
|
Year End Liabilities |
181 |
fin |
Business |
|
Sun Life External Interface |
182 |
fin |
Business |
|
Cyborg |
183 |
fin |
Business |
|
Conference & Business Travel |
184 |
fin |
Business |
|
Avantax |
216 |
fin |
Business |
|
Long Term Disability |
187 |
fin |
Business |
|
Capital Budgeting System |
211 |
fin |
Business |
|
Scarborough Fleet Management
System |
195 |
fin |
Business |
|
Banner (Financial Information
System) |
200 |
fin |
Business |
|
Computron A/P & Purchasing |
185 |
fin |
Business |
2 |
Scarborough Purchasing, Inventory
and Accounts Payable |
193 |
fin |
Business |
2 |
Automated Purchasing System |
202 |
fin |
Business |
2 |
Various Labour Distribution Systems |
204 |
fin |
Business |
2 |
Water Revenue System |
241 |
fin |
Business |
2 |
Scarborough Tax System |
207 |
fin |
Business |
2 |
Scarborough General Ledger |
210 |
fin |
Business |
2 |
Scarborough Accounts Receivable
System |
208 |
fin |
Business |
3 |
Banner Finance, HR/Payroll Systems |
203 |
fin |
Business |
3 |
Departmental Budget Analysis
System |
189 |
fin |
Business |
3 |
Scarborough Printing Costs |
209 |
fin |
Business |
3 |
Material Inventory System |
206 |
fin |
Business |
3 |
Link up Version 3.5 (Cheque Writer) |
199 |
fin |
Business |
4 |
Computron G/L, A/R, Fixed Assets |
188 |
fin |
Business |
4 |
Cyborg Payroll |
212 |
fin |
Business |
4 |
SAP |
205 |
fin |
Business |
4 |
Tax Manager 2000 |
196 |
fin |
Business |
4 |
CSD38 Cash Receipts System |
194 |
fin |
Business |
4 |
CSD25 GWA - Cashed Cheque Info
System |
192 |
fin |
Information Technology |
238 |
fin |
Information Technology |
226 |
fin |
Information Technology |
243 |
fin |
Information Technology |
227 |
fin |
Information Technology |
235 |
fin |
Information Technology |
229 |
fin |
Information Technology |
228 |
fin |
Information Technology |
246 |
fin |
Information Technology |
237 |
fin |
Information Technology |
186 |
fin |
Information Technology |
223 |
fin |
Information Technology |
217 |
fin |
Information Technology |
214 |
fin |
Information Technology |
2 |
|
222 |
fin |
Information Technology |
2 |
CIBC PC Gateway |
215 |
fin |
Information Technology |
2 |
|
225 |
fin |
Information Technology |
3 |
Telephone and Voice Mail |
201 |
fin |
Information Technology |
4 |
BRASS - Budgeting Technology Inc. |
236 |
fin |
Operational |
4 |
Banner Payroll System |
198 |
fin |
Operational |
4 |
ACCPAC General Ledger & A/P
Module |
197 |
upds |
Business |
|
Application Tracking & Monitoring
System |
308 |
upds |
Business |
1 |
East York Building Permitting
System |
279 |
upds |
Business |
1 |
Property Information Letters |
278 |
upds |
Business |
1 |
East York Building Inspection
System |
283 |
upds |
Business |
1 |
INSP/Inspection Routing |
298 |
upds |
Business |
1 |
Enforcement |
299 |
upds |
Business |
1 |
Rooming House Licence Application |
301 |
upds |
Business |
1 |
Building Permits System |
300 |
upds |
Business |
2 |
City of Toronto Hearings and
Operational Systems |
287 |
upds |
Business |
2 |
Land Agreements System |
276 |
upds |
Business |
3 |
Sheppard East Corridor Database |
255 |
upds |
Business |
3 |
Interim Property Database |
303 |
upds |
Business |
3 |
Staff Administration System |
253 |
upds |
Business |
3 |
3-D MODELLING SYSTEM
-ARCHICAD 5.0 /ARCHISITE |
307 |
upds |
Business |
3 |
Computer-Aided-Drafting CAD
System - Microstation SE/ 95 |
272 |
upds |
Business |
3 |
East York Complaint Tracking
System |
273 |
upds |
Business |
3 |
Development Control Tracking
System |
274 |
upds |
Business |
3 |
Departmental Job Inventory |
275 |
upds |
Business |
3 |
Land Use Information System |
277 |
upds |
Business |
3 |
Committee of Adjustment Tracking
System |
269 |
upds |
Business |
3 |
ARCView 3.0 / Zephyr & MapInfo
4.0 |
304 |
upds |
Business |
3 |
Committee/Council Motion Tracking
System |
268 |
upds |
Business |
3 |
East York Desktop GIS |
284 |
upds |
Business |
3 |
Geographic Information System |
302 |
upds |
Business |
3 |
Planning Server - PLN |
297 |
upds |
Business |
3 |
Building Permit Tracking System |
288 |
upds |
Business |
3 |
Committee of Adjustment Decision
System |
296 |
upds |
Business |
3 |
Planning Server - PLNFS01 |
295 |
upds |
Business |
3 |
Zoning By-Law Tracking System |
247 |
upds |
Business |
3 |
MGE GIS Software / Integraph GIS
Software |
294 |
upds |
Business |
3 |
Departmental Correspondence
Tracking System |
280 |
upds |
Business |
3 |
Condominium Application Tracking
Systems |
258 |
upds |
Business |
3 |
Planning Accounting Tracking
System |
248 |
upds |
Business |
3 |
Ward Information System |
319 |
upds |
Business |
3 |
Site Plan Application Tracking
System |
250 |
upds |
Business |
3 |
Inventories for Retail, Office,
Apartment, Hotel/Motel |
318 |
upds |
Business |
3 |
Yonge Corridor Database |
252 |
upds |
Business |
3 |
Street Numbering Tracking System |
254 |
upds |
Business |
3 |
Rental Residential Property Inventory
Database |
256 |
upds |
Business |
3 |
Planning Mailing System |
270 |
upds |
Business |
3 |
Official Plan and Zoning Amendment
Tracking System |
257 |
upds |
Business |
3 |
Arc/Info GIS Software |
293 |
upds |
Business |
3 |
Official Plan Amendment Tracking
System |
260 |
upds |
Business |
3 |
Software that is not City Standard |
315 |
upds |
Business |
3 |
Mapping, Information and Graphics
Management System |
262 |
upds |
Business |
3 |
Office Space Database |
263 |
upds |
Business |
3 |
Planning Label (Filing) System |
264 |
upds |
Business |
3 |
Computer Inventory Tracking System |
265 |
upds |
Business |
3 |
Novell; WP; cc mail; organizer; on
net; netscape; norton anti virus; win
3.1, win 95 |
311 |
upds |
Business |
3 |
Development Applications Tracking
System |
310 |
upds |
Business |
4 |
POWERMAC 7500/9600 |
316 |
upds |
Business |
4 |
Licensing System |
271 |
upds |
Business |
4 |
GIS - MapInfo Software |
289 |
upds |
Business |
4 |
Don River Task Force File
Management and Mailing System |
286 |
upds |
Business |
4 |
East York Property Notification
System |
285 |
upds |
Business |
4 |
East York Committee of Adjustment
Database |
282 |
upds |
Business |
4 |
East York Apartment Inventory |
281 |
upds |
Business |
4 |
Policy and Research Information
Management System |
266 |
upds |
Business |
4 |
GIS - ArcView Software |
292 |
upds |
Information Technology |
314 |
upds |
Information Technology |
313 |
upds |
Information Technology |
312 |
upds |
Information Technology |
309 |
upds |
Information Technology |
305 |
upds |
Information Technology |
320 |
upds |
Information Technology |
3 |
Work Station, Hubs |
291 |
upds |
Information Technology |
3 |
Optus FACSys 3.0a - Fax Server (2) |
259 |
upds |
Information Technology |
3 |
Windows NT Server 4.0 |
251 |
upds |
Information Technology |
3 |
Oracle Relational Database
Management System |
249 |
upds |
Information Technology |
3 |
Optus FACSys 3.01 - Fax Server (1) |
267 |
upds |
Information Technology |
3 |
Adobe Acrobat 3.0 |
306 |
upds |
Information Technology |
3 |
North York Civic Centre - Ground
Floor Shared Netware Server |
261 |
upds |
Information Technology |
4 |
Novell Server |
290 |
upds |
Operational |
4 |
CITYVIEW |
317 |
wes |
Business |
2 |
Garage Work Order |
325 |
wes |
Business |
2 |
Maintenance Mgt System |
330 |
wes |
Business |
2 |
Resource Mgt |
329 |
wes |
Business |
2 |
Fleet Mgt |
328 |
wes |
Business |
2 |
Budget Planning |
326 |
wes |
Business |
2 |
Fuel-Issues |
324 |
wes |
Business |
2 |
Sewer Connection |
321 |
wes |
Information Technology |
331 |
wes |
Information Technology |
332 |
wes |
Information Technology |
327 |
wes |
Operational |
Backflow Prevention Device
Tracking & Monitoring |
322 |
wes |
Operational |
2 |
Fuel Dispensing System |
323 |
wes |
Operational |
2 |
Traffic Counters |
333 |
The Corporate Services Committee and the Budget Committee jointly report, for the
information of Council, having also had before it, a communication (May 26, 1998) from
the City Clerk, advising that the Audit Committee on May 21, 1998, directed that:
(1)the report prepared by the City Auditor dated March 4, 1998, related to the Year 2000 be
forwarded to the Corporate Services Committee and that the concerns expressed in the
report by the City Auditor be conveyed to the Committee;
(2)the Corporate Services Committee be advised that there are end of year 1998 time
critical issues with respect to Year 2000 and the Audit Committee is concerned that the
Corporation is not moving quickly enough to address these issues; and
(3)the Budget Committee be advised that funds may be required to address Year 2000
issues in a timely fashion.
--------
The Corporate Services Committee and the Budget Committee jointly report, for the
information of Council, having also had before it during consideration of the foregoing
matter, a communication (July14, 1998) from the City Clerk, advising that City Council, at
its meeting held July 8, 9 and 10, 1998, had before it Clause No. 37 of Report No.9 of The
Corporate Services Committee, headed "Other Items Considered by the Committee"; and
that Council directed that the aforementioned Clause be received as information, subject to
striking out and referring Item (f) embodied in such Clause back to the Corporate Services
Committee for further consideration.
(A copy of the reports (May 7, 1998) from the Commissioner of Corporate Services (March
4, 1998) from the City Auditor; and the communication (February 16, 1998) from the City
Auditor addressed to the Commissioner of Corporate Services, respecting the Year 2000
issues, was forwarded to all Members of Council with the agenda of the joint meeting of the
Corporate Services Committee and the Budget Committee, and a copy thereof is also on file
in the office of the City Clerk.)
(City Council on July 29, 30 and 31, 1998, had before it, during consideration of the
foregoing Clause, the following joint report (July 22, 1998) from the Chief Administrative
Officer and the Chief Financial Officer and Treasurer:
Purpose:
To respond to the request made by the joint Corporate Services and Budget Committee at
their meeting of July 21, 1998 reproduced below:
(C)requested the Chief Administrative Officer and the Chief Financial Officer and
Treasurer to report to Council for its meeting scheduled to be held on July 29, 1998:
(a)on the workplan and estimated cost respecting Recommendation No. (9);
(b)on the use of the $3 million dollars referred to in the foregoing motion (B) by Councillor
David Shiner; and
(c)respecting a workplan for the months of August, September, and October, 1998, such
report to include a ballpark figure regarding the amount of funds that are required for these
three months.
Funding Sources, Financial Implications and Impact Statement:
This report provides the additional details requested by the joint committee on the work
plan for the Year 2000 project and specifically requests authority to spend $1,500,000.00 to
establish the Year 2000 Project Office and $3,596,000.00 to complete the inventory and
begin the assessment and remedy of systems. These funds will come from contingency.
A detailed work plan and cost estimate for making the rest of the City's critical systems Year
2000 ready will be completed by October 31, 1998.
Recommendations:
'It is recommended that:
(1)the Chief Administrative Officer be authorized to spend up to $1,500,000.00 in 1998 to
set-up, staff and acquire tools for the Year 2000 Project Office;
(2)the Chief Administrative Officer be authorized to spend up to $3,596,000.00 to complete
the inventory of the City's critical systems and begin their assessment and remedy;
(3)the total initial funding of $5,096,000.00 in recommendation Nos. (1) and (2) above be
provided from the Corporate Contingency Account;
(4)the Chief Administrative Officer be authorized to enter into the necessary agreements in
support of the above;
(5)the Chief Administrative Officer report on the expenditures to date of the $5,096,000.00
to the Strategic Policies and Priorities Committee at its first meeting in November; and
(6)the Chief Administrative Officer report to the Strategic Priorities Committee at its first
meeting in November on the work plan, including cost estimates, to achieve the following
milestones which will ensure business continuity through the Year 2000."
Year 2000 Project Critical Milestones |
Activity |
Deliverables |
Due Date |
Project Team
Operational |
Report to Council
Organization chart
Reporting Structure |
1998 July 31
|
Inventory &
Prioritization |
List of critical systems including their
current status |
1998 September 30 |
Assessment |
Cost estimate and schedule for remedy of
all critical systems |
1998 October 31 |
Remedy |
Year 2000 "ready" critical systems |
1999 April 30 |
Test & Re-implement |
Proven Year 2000 "ready" critical systems |
1999 October 31 |
Millennium operational
Schedule |
Timetable for year-end cut-over |
1999 November 30 |
Contingency Planning |
Business continuity plans for all critical
business functions |
1999 April 30 |
Contingency Plan
Implementation |
Business continuity solution in place |
1999 October 31 |
Council Reference/Background/History:
At a joint meeting of the Corporate Services and Budget Committees held on July 21, 1998
the Chief Administrative Officer and the Chief Financial Officer and Treasurer were asked
to provide additional details on the work plan and budget for the 3-month period beginning
August 1, 1998.
The following tables outline the total projected budget for the Year 2000 project to October
31, 1998. This budget is broken into funding for the Year 2000 Project Office and funding
for work to ensure Year 2000 readiness of systems.
Year 2000 Project Office to October 31, 1998 |
Activity |
Deliverables |
Cost |
Set-up of office |
Year 2000 methodology
Expert knowledge/skills transfer
Proven remedies/strategies |
$500,000 |
Staffing |
Salary & Benefits for 15 people |
$375,000 |
Tools |
Equipment & supplies for staff
Tools to support inventory, assessment,
correspondence tracking, information
repository & project reporting
Training for staff |
$625,000 |
|
Year 2000 Project Office Total |
$1,500,000 |
Year 2000 Readiness to October 31, 1998 |
Activity |
Deliverables |
Cost |
Completion of Inventory
(Problem Identification) |
Complete list of systems with all
information needed to support assessment
and corporate reporting. |
|
|
Review of critical business systems |
$41,000 |
|
Inventory of 20,000 PC's and ongoing
monitoring of readiness/compliance |
$1,000,000 |
|
Inventory of 600 Servers and mainframe,
rationalization and migration plan |
$600,000 |
|
Network rationalization |
$100,000 |
|
Inventory of all facilities and relevant plant
information including status (owned/lease)
and use |
$600,000 |
|
Inventory of vehicles |
$45,000 |
|
Inventory Sub-total |
$2,386,000 |
Assessment
(Design Solution) |
Readiness status and cost estimate to
remedy of all critical business systems |
$410,000 |
|
Assessment Sub-total |
$410,000 |
Remedy to date
(Corrective Action) |
Traffic lights |
$800,000 |
|
Remedy Sub-total |
$800,000 |
|
Year 2000 Readiness Total |
$3,596,000 |
|
Year 2000 Project to October 31, 1998
Grand Total |
$5,096,000 |
Comments and/or Discussion and/or Justification: