Year 2000 Priority One Business Functions

Status Report and Communication Plan

The Strategic Policies and Priorities Committee recommends the adoption of the following report (March 26, 1999) from the Commissioner of Corporate Services:

Purpose:

The Year 2000 Business Continuity Plan Status Report (March 1999) outlines the following information as requested by Council at its November 1998 meeting:

(i)status report of each priority 1year 2000 function;

(ii)status report on the ABC's and their state of readiness;

(iii)status report on expenditures for priority 1 year 2000 functions; and

(iv)change requests.

In addition, this report includes the Year 2000 Communication Plan for the City of Toronto.

Funding Sources:

No additional funding required.

Recommendations:

It is recommended that:

(1)the Communication Plan be approved; and

(2)the Strategic Policies and Priorities Committee refer this report to Council for approval.

Comments:

Key to the success of the City of Toronto's Year 2000 Project is communicating the progress that the City is making to ensure a smooth transition from 1999 into 2000. The Year 2000 Project Office, working with Corporate Communications, recommends a pro-active public communications approach to inform all interested parties about the City's state of readiness.

The document attached in Appendix 1 proposes a communications strategy to support the Year 2000 readiness efforts of the City of Toronto. It provides both a broad framework to guide all Year 2000 communications and a foundation for the detailed planning and implementation of a comprehensive public awareness campaign in the months leading up to January 1, 2000.

This is a strategy to inform and educate the public on the Year 2000 issue in general, and to explain what the city is doing to ensure essential public services function normally on January 1, 2000 and beyond. It is not designed to advise or dissuade any member of the public from taking personal action of any kind.

The fundamental objective is to instill and maintain public confidence and illustrate what the City is doing to ensure that it will be "business as usual" for Toronto's public services on January 1, 2000. The City's plan to ready its systems is on track and on target. We plan to deliver this message proactively and creatively by informing Toronto's communities of the city's plans for business continuity into the new millennium.

Status report on Priority One business functions:

Departmental Critical One Business Functions:

All Departments are on track. The remediation phase is to be completed by the end of April 1999 as the Project Office critical milestone. The Project Office continues to meet with the members of the Senior Management Team to provide them with information relevant to each of their business functions. The chart in Appendix 2 has been modified to show the percentage complete of project phases for each business function. The assessment of the contingency plans for each business function is complete. The proposed plans, an estimated budget and the key dates are being reviewed. Subject to approval from each Commissioner, this information will be reported in the next status report.

The Traffic Control Business Function within the Works and Emergency Department is nearing completion.

Status Report on Agencies, Boards and Commissions (ABCs):

The ABC Management Team delivered an "ABC Support Report" to the Year 2000 Steering Committee. This report contains the processes needed to establish City responsibilities for ABC's Year 2000 preparedness to enable the City to execute its responsibilities to ABCs selectively, yet consistently, with appropriate knowledge and consideration.

Meanwhile, the Year 2000 Project has proceeded to address Priority One business cases of the ABCs, and to identify Priority 2 and 3 business cases of ABCs, along with associated Department Business Cases. The table in Appendix 3 lists the 110 ABCs and identifies how the City's business cases relate to these ABCs.

Status report on the Toronto Transit Commission (TTC) March 11, 1999:

Summary:

Project plans to remediate business applications, technology infrastructure and embedded systems are in place. Seven major teams reporting to the TTC Year 2000 Project Office have been created and staffed with technical resources. User resource requirements for testing have been identified and commitments made. The seven teams, supporting approximately 45 project areas, include:

(i)Financial;

(ii)Transportation;

(iii)Work Order Maintenance and Materials;

(iv)Engineering;

(v)Corporate;

(vi)Technology Infrastructure; and

(vii)Embedded Systems.

The Detailed Assessment Report was finalized and distributed internally. The inventory of applications to be remediated was updated, and some fine-tuning of initial project plans is underway.

Current TTC remediation efforts are scheduled and expected to be completed by September 1999. Exceptions to this include a small number of replacement business applications, such as Scheduling, Timeline, and Engineering Document Control. Individual project plans are being tracked closely, and no critical delays are expected.

Contingency and continuity planning is well underway, to accommodate both IT application failures and external problems related to power supply, communications, and water which could significantly impact service. The TTC Year 2000 Project Office is working closely with TTC business units, as well as with the City's Year 2000 Office and Police in support of a consolidated Emergency Services planning effort.

Higher than expected costs are being realized, due to the scope of application and infrastructure concerns. The technology infrastructure in particular is quite obsolete and a greater replacement than initially budgeted will be required to create a stable and compliant environment. Current projections over the lifetime of the project show a budget shortfall of approximately $2.1 Million. An internal review of project costs and sources of funding is underway, and a full report to the Commission with a request for additional funding is being written. An overview of estimated project costs is attached in Appendix 4.

A communications strategy is currently under development at TTC. The TTC's Communication team will work closely with Corporate Communications to ensure the provision of accurate and consistent information.

Progress:

Details on progress by group, project, and project phase are represented in the Year 2000 Progress Chart (Appendix 5). The chart is updated on a weekly basis in concert with the update of the individual project plans. The chart represents the seven major phases of the TTC Year 2000 Project: Initiation, Inventory, Assessment, Remediation or Replacement, Testing, Implementation, and Post Implementation. The Y2K Compliant Date represents the forecast Implementation or Production completion date. The percentage complete is based on the amount of work accomplished. The column on the left lists the projects by team. Under each team are the high-level project areas. Many of these areas include multiple related applications. It is not unusual for an area to be in multiple phases at one point in time - for example, some applications are being tested, while other applications in the same project area are still being fixed. By reading left to right, one can determine the percent of work accomplished by project phase, and when the project is expected to be complete.

Highlights of Accomplishments:

Embedded Systems:

(i)Subway revenue vehicles, SRT cars, most subway work cars (RTs) and the Building Control System (METASYS) have been tested and are compliant;

(ii)No date functionality found in surface revenue vehicles;

(iii)Wilson CNG plant failed Y2K test, and required vendor upgrade. Subsequently re-tested and found compliant; and

(iv)System Management Centre for the Scarborough RT (SMC): Y2K tested, and date is incorrectly recorded on event logs after Jan 1, 2000. No impact to system. Technical Requirements for replacement have been written and are going to the April Commission meeting.

Financial:

(i)General Ledger system has been upgraded to most current version. Final testing for Y2K compliance is 50 percent complete;

(ii)Payroll and Interfaces: remediation completed, and testing is 75 percent complete;

(iii)Metropass Discount Plan: upgraded system goes into production by the end of March; and

(iv)Job Based Cost System: remediation has been completed except for final documentation, and testing is 75 percent complete.

Transportation:

Focus: Security (which includes the Security Occurrences database) and Service Planning applications (which includes Stops Administration and all the Counts) are remediated and unit tested.

Maintenance:

Maximo: Streetcar Way in production at Wilson and Greenwood.

Engineering:

The following systems have been identified as needing replacement:

(i)Time Keeping System (ETS and EMM);

(ii)Document Management;

(iii)Project Management; and

(iv)Drafts of requirements for replacement of these systems have been created.

Corporate and Other:

(i)Wheel Trans: Y2K Code Remediation has been completed. Testing started;

(ii)Wheel Trans IVR: RFP sent to Materials and Procurement;

(iii)Claims (Riskmaster): New application software installed on upgraded server; technical training taking place;

(iv)Timeline: detailed technical specs for 'full-blown' replacement written; management decision to install 'bare bones' system; and

(v)Corporate Client-Server applications: MADITUC (scheduling) replaced, tested, implemented into production, and Y2K certified.

IT Infrastructure:

(i)Desktop rollout completed in 12 of 26 departments: 1999 - Chief General Manager's Office (3), General Secretary's Office, Property Management, Pension Fund Society, Support Services, and Revenue Operations; 1998 - IT Services, Wheel Trans, Finance and Marketing.

(ii)Voice: Bell Station CM software replaced; and

(iii)Mainframe: VSE Y2K Test environment created; upgraded to VM/ESA 2.3 operating system in production.

Budget:

(i)Current Actual/Probable shows $2.1M over budget;

(ii)Variance as per overheads to Steering Committee:

(iii)Y2K Technical Assistance: 2.3M;

(iv)IT Infrastructure: 1.2M;

(v)Internal Backfill: 620K; and

(vi)Will be bringing forward detailed budget report to April Commission meeting.

Contingency Planning:

(i)Business Operations: underway;

(ii)IT Applications: underway;

(iii)Y2K Contingency Planner now on board and reviewing plans created to date; and

(iv)Will bring overall structure and coordination.

Conclusions:

(1)expected to meet target of all level 1 and 2 applications Y2K ready by end of September 1999, with a few exceptions; and

(2)exceptions are all replacement projects: Timeline, SMC for SRT, Trapeze, and Engineering's Document Management system.

Status report from Toronto Police:

In the last update provided by Toronto Police, the Service indicated that they had formulated work teams to address three areas: Emergency Preparedness, Information Technology and Facilities. The following summaries have been prepared for each area to provide the City with the Services most recent accomplishments.

Emergency Preparedness:

Progress is continuing in the development of operational plans including critical contingencies. The Service is in the process of approaching Council for the authorization to purchase gas powered generators to provide electrical power to all operational divisions in the event of power interruptions.

A more accurate estimate of the time frame for completion of the Operational Plan and related contingencies is June to September 1999 and not at the end of the first quarter as previously reported.

Information Processing:

The Service is on track in converting and testing its information systems in keeping with system prioritization: A(Critical); B(Significant Impact); C(Noticeable Problems); and, D(Limited Impact). The status is as follows:

(i)Priority A: 95 percent of the remediation work for applications in this category is complete. They have not all been implemented as several are dependent on the deployment of the NT desktop operating system which will take place over the next five months;

(ii)Priority B: 5 of the 22 systems in this category are complete; the rest are expected to meet their target date.

(iii)Priority C: 3 of the 30 systems in this category are complete; the rest are expected to meet their target date; and

(iv)Priority D: the systems in this category have still not been addressed, due to their relative low priority.

During the next quarter, system owners will be developing Information Processing contingency plans to enable the Service to continue with the collection, recording and storage of information in the event of system failures.

Funding:

$1.2 million allocated to make the necessary information technology changes in 1998 has been expended. It is anticipated that the remaining funding of $1.35 million included in the Service's 1999 budget request to Council will be sufficient to complete the remaining aspects of priority A-C technology systems. Other funding may be required to address equipment updates such as video equipment and stand-alone unit-specific applications.

Facilities and Equipment:

An inventory of Service assets, which may not be Year 2000 compliant, is being prepared. Unit Commanders have been asked to identify equipment in their inventory, which will require updating. Remedial plans are to be implemented by Unit Commanders to ensure that the necessary modifications are made.

Y2K Leadership:

Future Y2K leadership within the Service will be guided by an Executive Management Committee comprised of senior level representatives of the Service including the Chief of Police.

In conclusion, the Service's planning activities are well underway and are on schedule.

Status report on the City of Toronto's expenditures:

Attached is a status report on the $149.6 million allocated to the Y2K project to remedy all Priority 1 business functions. As of February 28, 1999, a total of $21.2 million has been committed/spent. For February itself, $7.2 million has been committed. The majority of this expenditure is for resources, software licenses, hardware, servers, and network equipment. The current balance remaining is $128.3 million. See attachment 6.

Change requests:

The Steering Committee approved the following change requests at its March 24, 1999, meeting. Funds will be drawn from the Project Contingency Fund.

City Clerks - Request from Budget Committee:

The Budget Committee requested the Year 2000 Project Office to provide funds in the amount of $185,000.00 in the Capital Budget for the Year 2000 Project to cover the cost of three IT support resources to adequately address the Year 2000 and related issues in delivering the required level of IT support. The Y2K Steering Committee received the request for information at their meeting of March 24, 1999.

Community and Neighborhood Services:

Library has completed the first phase of user acceptance testing for the Integrated Library System. This has revealed that the amount of year 2000 testing is greater than was first assumed when the original budget was created and that testing requires a fully operational and independent platform. In addition, the original estimate did not include funding for both external and internal staff. Funding in the amount of $496,143.00 was requested to cover the above.

Economic Development Cultural and Tourism:

Zoo:

Additional funds are required for a year 2000 coordinator for the Zoo to be able to provide quality assurance of the project plans and to report on the status of the Y2K remediation and testing to the Project Office. Previously, funds were allocated for the infrastructure, which included desktops, server, network and printers, however no staff was included to monitor and report on the status. Funding in the amount of $190,000.00 is requested for the coordinator and for minimal remediation of maintenance management, admissions and financial software upgrades as well as additional training, testing and data conversion.

Exhibition:

A request for additional funding in the amount of $153,200.00 to replace 183 Desktop PC's which are not year 2000 ready. These were not included in the original business cases.

External Partnership and Agreement:

Funding in the amount of $115,200.00 was requested to hire four Junior Analysts to complete a review of 2,000 vendors of information systems for the External Partnership and Agreement area of the project. It is projected that these analysts will review 50 vendors per week per person.

Conclusion:

The City of Toronto's Year 2000 readiness program is moving forward as anticipated. Council will continue to receive program reports as requested.

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Appendix 1

City of Toronto - Year 2000

Communications Strategy

March, 1999

1.0Introduction:

This communications strategy supports the Year 2000 readiness efforts of the City of Toronto. It provides a framework to guide all Year 2000 communications and a foundation for the planning and implementation of a comprehensive public awareness campaign in the months leading up to January 1, 2000.

This is a strategy to inform and educate the public on the Year 2000 issue in general, and to explain what the city is doing to ensure essential public services function normally on January 1, 2000 and beyond. It is not designed to advise or dissuade any member of the public from taking personal action of any kind.

The city will act responsibly to foster understanding of the Year 2000 issue One of the greatest Year 2000 threats comes from the fear that could be generated by irresponsible and/or alarmist statements made in the public domain. The city will provide a steady flow of sound information throughout 1999 informing residents of the work being undertaken to ensure a smooth transition into the new century.

At the same time residents and other interested parties will want to make decisions near the end of the year appropriate to their own circumstances. Other government organizations, e.g.EMO, have or plan to have information regarding emergency preparedness, available for distribution if requested. The City will support and cooperate in these distributions.

There may be those who attempt to generate fear or profit by calling on Toronto residents to take specific action. The city can only ask residents to assess the credibility of these sources and act as they see fit.

Our fundamental objective is to instill public confidence and illustrate what the city is doing to ensure that it will be "business as usual" for Toronto's public services on January 1, 2000 and beyond. The city's plan to ready its systems is on track and on target. We plan to deliver this message proactively - by informing Toronto's communities of the city's plans for business continuity into the new millennium.

2.0The Approach:

The City will take the following approach in carrying out a proactive public information program that encompasses all ongoing developments associated with the city's preparedness efforts:

(a)implement a broad, sustained communications program to establish and maintain awareness and momentum;

(b)undertake targeted communications projects that will address the specific needs and concerns of key audiences;

(c)highlight Toronto's commitment to creating and carrying out one of the most comprehensive Year 2000 preparedness efforts in all of North America; and

(d)establish Toronto as a forward-thinking city that has been aggressively undertaking Year 2000 preparations since the new city's formation.

3.0Situation:

In Toronto, the Year 2000 bug will have an impact on communities and businesses of virtually every size, even if their computer systems are fully prepared. Readying the city for Year 2000 requires two equally important streams of activity - - readying the systems and communicating this readiness to Toronto's residents, businesses, daily commuters and visitors.

In the months ahead, major business and public sector agencies will begin announcing changes to their normal operations around the date change. At times, public concern could grow or abate. Since few, if any, organizations can state with 100 percent certainty at this time that there will not be some form of problem, it is important to plan and execute communications strategies with care.

According to media reports and correspondence, there is some fear among people that the "millenium bug" may cause a crisis because they don't know what to expect. The "unknown" and "change" factors represented by the turn of a new millennium are enough to give certain audiences reason for panic. Such fears may be irrational and unjustified, but they are nonetheless real.

People need to know that the city is hard at work to ensure a smooth transition. They need assurance that the city is concerned about their well-being, and taking steps to inform the public about Year 2000 issues that may affect them as the clock ticks down.

At the same time many different stakeholders -- both individuals and organizations -- will be putting Year 2000-related messages into the public domain. These stakeholders include:

(a)Toronto's essential services providers - the organizations that bring power, heat, and the ability to communicate to homes and businesses (e.g., Ontario Hydro, Bell Canada, Enbridge Consumers Gas, Cable companies);

(b)emergency preparedness units - the organizations that provide and protect public order, stability, and safety (e.g., police, health care providers, courts);

(c)other levels of government - federal, provincial;

(d)corporate Toronto - the businesses that people will use to benchmark Year 2000 readiness (e.g., financial institutions, the TSE, etc.);

(e)grassroots organizations - from religious assemblies to community organizations to advocacy groups; and

(f)Media - television, radio and print outlets and individual journalists -- providing and amplifying both objective and subjective commentary.

These stakeholders will influence the success of this plan, because their views, public commentary and involvement will shape the public's perception of the Year 2000 challenge in general and the city's initiatives in particular.

In the meantime, the city has not been idle, and has built a strong foundation for Year 2000 communications.

It is worth noting that just a few weeks after the new city was formed in January 1998, Toronto began one of the most comprehensive Year 2000 preparedness efforts in all of North America. (This combined effort built on the work already started in the former municipalities.)

First steps included identifying the plan's five key components:

(a)taking inventory of all priority systems;

(b)assessing their state of readiness;

(c)remedying them where necessary;

(d)testing the new systems; and

(e)implementing them.

The allotment of $150 million to tackle these key components and the establishment of a full-time Year 2000 Project Team were critical milestones. Today, Toronto finds itself in the midst of remedying and testing systems, and expects to be in full implementation mode this fall.

In addition, the city's participation and proactive communications surrounding the recent Ontario Hydro test aided our Year 2000 communications effort. The test was both successful (i.e., there was no interruption of power) and a good case study in responsible precautions and public communications.

In summary, while the sheer scope of this project is a significant challenge for the city, the opportunities for successful communications are abundant.

4.0Audiences:

(a)Councillors;

(b)residents;

(c)residents with special communications needs (e.g., some seniors, people with disabilities, people with language barriers, the homeless);

(d)alarmists - i.e., those who could raise undue public concern about the impact of the millennium bug on the city;

(e)business owners and managers;

(f)employees of the city and its Agencies, Boards and Commissions;

(g)non-resident workers who come to the city for business; and

(h)Visitors to Toronto.

The media (as a means of reaching key audiences):

(a)electronic media - - Local television and radio stations ;

(b)English language daily newspapers (Star, Globe, Post, Sun);

(c)multilingual media;

(d)community newspapers;

(e)technology trade publications;

(f)specialty publications that serve key audiences (e.g., seniors, the homeless).

5.0Key Messages:

(a)overall message - Our goal is business as usual for all city services on January1,2000.

(b)What we're doing - Just a few weeks after the new city was formed in January 1998, Toronto began one of the most comprehensive Year 2000 preparedness efforts in all of North America. Our plan has five components:

(i)taking inventory of all priority systems;

(ii)assessing their state of readiness;

(iii)remedying them where necessary;

(iv)testing the new systems; and

(v)implementing them.

(c)Our plan is extremely comprehensive - covering all city services and coordinating closely with other service delivery agencies such as the police, Toronto Hydro and the TTC. We're confirming the Year 2000 readiness of all city suppliers. We're training all staff. We're looking at both information systems and embedded chips in non-IT systems.

(d)This program is a high priority for the city. We have a full-time Year 2000 team that reports directly to the Strategic Policies and Priorities Committee, a Standing Committee of Council. All city Commissioners have direct responsibility for implementing the program within their sectors.

(e)The city's program is on track and on target. We are remedying and testing other systems, and look forward to full implementation in the fall of 1999.

(f)Communication: The City of Toronto has a responsibility to communicate with and educate the public on this important issue. We already have a dedicated telephone hotline to handle public enquiries. In the months ahead, we will implement a proactive communications plan to ensure public awareness of our plans for business continuity in the City of Toronto.

Note:Communication activities will also include information on the City's Emergency Preparedness Plan - a plan that exists to address any extraordinary phenomenon - as well as preparedness advice from other government agencies.

6.0Goals:

Business goals:

(i)to maintain business continuity on January 1, 2000 and beyond, and to plan for contingencies; and

(ii)to be recognized as a forward-thinking city that has been tackling Year 2000 concerns in a proactive manner since the new city's formation.

Communications goals:

(i)to develop awareness among audiences of the city's efforts to prepare for the Year2000;

(ii)to create further understanding of the Year 2000 issue - i.e., it may cause inconveniences, but not emergencies;

(iii)to build and maintain confidence in the city's plan and those responsible for its implementation;

(iv)to be a key educator on policies and plans in place to deal with Year 2000 issues; and

(v)to cultivate relationships with an expanding network of community leaders and journalists.

7.0Strategy:

(1)Broad public communications: The first information most audiences receive about the city's state of readiness should come from the city itself. Communications will be ongoing and interactive, giving members of the public opportunities to ask questions and offer input. While communications will be ongoing, our efforts will be heightened during the following times:

(1)Spring 1999 - when we will begin to get information out to the public on a broad scale;

(2)September , 1999 - when the public is likely to display more focused interest about the millennium bug;

(3)December, 1999 - when interest/concern is expected to reach its peak; and

(4)January 2000 - whether problems occur or not.

(2)Communications partnerships: To build awareness, understanding and confidence among audiences, the city will use the expertise of city staff and enlist the aid of organizations with substantial contact with residents, workers, tourists, etc.

(3)Communicate success, build confidence: Build public confidence by promotion of successful tests, key achievements, and milestones in the city's preparations. Demonstrate that elected officials and staff (a) consider Year 2000 readiness a top priority, and (b) have a plan to ensure business as usual on January 1, 2000.

(4)Address "alarmist" communications: In a city of Toronto's size, we may encounter any number of challenges between now and the end of the year - i.e., doomsday prophecies and unfounded rumours from alarmists or Y2K profiteers. We will strive to anticipate and contain such issues with responsible, factual information.

(5)"Special needs" communications: City staff and organizations will be enlisted to help reach those who may be more difficult to contact through standard communications channels. These individuals may include, but are not limited to the disabled, people with language difficulties, some seniors and the homeless.

(6)December 31, at midnight: City staff will be available through the media to inform and reassure audiences about the status of city services. Telephone lines that handle public inquiries are planned to be staffed overnight and on New Year's Day.

8.0Tactics:

Broad public communications:

(1)Year 2000 Information Line: Maintain a telephone line, answered by city staff, to respond to public inquiries and obtain public input and comments. Access Toronto staff will also be equipped to handle general inquiries on Year 2000 issues.

(2)Year 2000 Website: The city's website will be updated frequently to highlight progress and build confidence.

(3)Briefings for City Councillors: Equip councillors with detailed information about Year 2000 issues and the city's activities by:

(i)scheduling opportunities for councillors to receive group briefings - at which Year 2000 staff will convey information and discuss any local issues; and

(ii)developing Year 2000 material that councillors can use in their newsletters.

(4)Media briefings: Brief journalists covering city affairs and Year 2000 issues.

(5)Public information sessions/information fairs: Held at City Hall and the civic centres; each could be hosted by the local community council chair and ward councillors, with senior staff on hand to answer questions. It is recommended that there be three rounds of meetings: May, September and December. This proposal refers to meetings the city would organize proactively. In addition city staff would be available to attend third-party meetings throughout the year that may require a city spokesperson(s) on Year 2000 preparedness.

(6)Use "Year 2000: Business as Usual" on city mailings, postage metre messages, etc.

(7)Community liaison: Employing the expertise of the Community and Neighbourhood Services Department, assign a dedicated liaison to community groups with questions about Year 2000 issues.

(8)'Year 2000 Householder' - Information brochure to Toronto households: Distribute brochures to households and businesses -- focusing on general awareness, explaining the city's preparations and providing contact information. Initial distribution would take place in the following ways:

(i)by mail to all residents and businesses;

(ii)available at councillors' offices;

(iii)available at City Hall, Metro Hall and all civic centres through Access Toronto; and

(iv)at city-sponsored events, libraries, community centres, LCBO outlets, Beer Stores, etc.

(9)Information kits: Citizens and businesses could obtain more detailed information available through Access Toronto, by mail, upon request via the Year 2000 information line or the Internet site. Elements would include:

(i)an introductory letter describing the city's Year 2000 activities;

(ii)a compendium of the city's news releases and fact sheets on the Year 2000 initiative;

(iii)copies of information from other government agencies;

(iv)public reports identifying the city's 84 priority systems and reporting their status.

(10)Awareness Leaflet - Insert with water bills and other city mailings: A simple leaflet promoting awareness of the city's Year 2000 plans, inviting recipients to call for more information or to visit the Website.

(11)Transit advertising: Investigate the costs/benefits/necessity of TTC ads.

(12)Explore opportunities for a city-sponsored information exchange forum with major service providers (public and private sector).

(13)Coordinate the flow of information with other jurisdictions and municipalities in the GTA: The City of Toronto's Year 2000 plan compares favourably to similar organizations in North America. Our objective here is to coordinate communications strategies with the province, agencies and other GTA municipalities.

(14)Media communications surrounding key events: After key events that relate to the readiness of Toronto's public services (e.g., Ontario Hydro test in March), the city would alert the media, highlighting the significance of the test in ensuring that it will be "business as usual on January 1st."

(15)Promotion of success stories: Invite Toronto businesses, organizations and service providers to share their Year 2000 success stories.

(16)First Night: Staff charged with implementing Year 2000 communications will collaborate with organizers of celebratory activities (e.g., the city's "First Night" New Year's Eve party) to ensure incorporation of the city's "business as usual" message.

(17)Year 2000 response letters and fact sheets: It's important that public inquiries - especially those that are alarmist in nature - be addressed promptly. The city will develop targeted responses and special fact sheets that will assist staff in their telephone, e-mail, and mail responses.

(18)Internal communications: As the year unfolds, regular communications with city staff continues to be essential - to update them on the city's preparedness efforts and to update them on procedures to deal with public inquiries.

(19)Rapid response: If required, city spokespeople will respond quickly to public statements by others regarding the city's state of Year 2000 readiness.

(20)Media monitoring: Monitor media coverage for any Year 2000 issues on a daily basis

(21)Research: The city will monitor phone calls, E-mails, inquiries to Access Toronto staff, correspondence, media reports, existing research, the results of potential focus group tests and Year 2000 activities in some comparable jurisdictions. The city will also explore opportunities to conduct public opinion research to identify and gauge Year 2000 questions/concerns. The results would inform public communications, help equip the city to anticipate problems before they occur and form a basis for evaluating the effectiveness of this strategy. Research could be conducted in two phases -- first in the spring (to identify baseline awareness and concerns) and again in the fall.

"Special needs" communications and community liaison:

The city plans to designate a liaison to community organizations and groups representing individuals with special needs.

This liaison will be supported by the provision of multilingual materials, multilingual media relations, materials in alternative formats, e.g., for vision and hearing impaired.

Seniors:

Seniors are a key group that may have more health risks, mobility challenges and lack of familiarity with technology. A variety of additional tactics will be employed to ensure that the necessary information reaches them. These will include:

(i)Seeking the advice of seniors' organizations;

(ii)briefings for seniors' publications and TV programs;

(iii)special distribution of information flyers at drugstores, health clinics and seniors' homes.

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The following persons appeared before the Strategic Policies and Priorities Committee in connection with the foregoing matter:

-Mr. Bob Olsen; and

-Mr. Eric Hellman.

(Copies of Appendices 1, 2, 4, 5 and 6 attached to the foregoing report were forwarded to all Members of Council with the April 7, 1999, agenda of the Strategic Policies and Priorities Committee and copies thereof are also on file in the office of the City Clerk.)