Transcript - Service Excellence Gaps Addressed - Service Excellence Committee

Service Excellence Gaps Addressed - Service Excellence Committee - March 23, 2026

Check. Check. Check. Morning everyone. My name is Councelor Steven Holidayiday. I'm the chair of the service excellence committee. The clerk has advised me that we have quorum. So I now like to call our meeting to order. Welcome everyone. Today's meeting is being held by video conference and in person at city hall in committee room number two. The meeting is also being livereamed online at youtube.com/torontoc city council live. Although we may be meeting in different locations today, the committee would like to acknowledge that the land we are meeting on is the traditional territory of many nations including the missagas of the credit, the anesnab, the chippoa, the hudnosi and the wendat peoples and is now home to many diverse first nations inuit and matei peoples. We also acknowledge that Toronto is covered by Treaty 13 with the Missagas of the Credit. If you're registered to speak at today's meeting, please listen for me to call your name. I will call speakers in the order that they appear on the list. The list of speakers can be viewed online by visiting the service excellence committee page at toronto.ca/counsel and clicking the speakers box for today's meeting. Members, the city clerk has provided all agenda materials on toronto.ca/counsel and on cmp, the clerk's meeting portal. I also want to remind you to please submit and approve your motions by email. Staff are available at svexc toronto.ca to help with motions. Are there any declarations of interest under the Municipal Conflict of Interest Act? If you do have an interest, please raise your hand and unmute your mic. Seeing none, we will proceed. May I have a motion to confirm the minutes from our last meeting on November 20th, 2025? Uh, Councelor Aninsley got his hand up first. All those in favor? Any opposed? That item carries. We have three items on our agenda today. Our first item is SE1 11.1 Customer Experience Division Annual Report 2025. Uh members, if you'll note, there's a revised attachment. Um and there is no pres I'm sorry, we do have a speaker registered. So I will hold that item. SE 11.2 two is leveraging data to drive service excellence in parks and recreation and transportation services. We do not have a speaker registered. Are there members wishing to hold this item? So we we'll we'll hold the item and we'll we'll get to that. Yep. SE 11.3 is the service standards dashboard an update on static and interactive reporting tools and we do have I think we have a presentation and we have a speaker registered for that. So those are the three items. We'll go back to the top of the list and look at SE 11.1 customer experience division annual report 2025. And we will welcome our first speaker uh who is Nicole Curado. Is Nicole in the room or online? Nicole's online. Good morning Nicole. It's Steven Holiday from the Service Excellence Committee. Can you hear me? Okay. Hi Nicole, it's Steven Holiday. Can you hear me? Okay. Yes, I can hear you. Welcome to the service excellence committee. You have five minutes to speak. Please go ahead. Well, what I noticed is that one of the top five calls was for injured animals and another one of the top five calls was for was for dead animals. both wildlife pickup and that's through Toronto Animal Services under municipal licensing and standards. That shows that people do take wildlife seriously and do care a lot about animals in Toronto. Um, but I there's there's some improvements could be made with that. For one, Toronto Animal Services is not 24/7. So many wildlife calls would actually be between 1:00 a.m. and 6:00 a.m. when Toronto Wildlife said Toronto Animal Services is just not available. And the police are not going to be handling those calls humanely and there's not going to be a good outcome if you have police handling them. But Toronto Animal Services is not licensed to rehabilitate wildlife. And sadly, what happens with the majority, if not all of the wildlife taken in, even if the animal is treatable, they usually end up being euthanized. Whereas Toronto does have a really good wildlife rehabilitation center. It's not run by the city. It's it's privately run, but the Toronto Wildlife Center could take in most if not all of the wildlife that Toronto Animal Services picks up. So, what I would like to see is 247 response, rapid response within 20 minutes of the call and all wildlife intake unless the animal is imminently dying and requires humane veterinary euthanasia immediately. that any animal who is treatable, any wild animal who's treatable should immediately be brought to the Toronto Wildlife Center and that the city should actually have Toronto Animal Services and the city of Toronto should actually have a written contract for the Toronto Wildlife Center with the Toronto Wildlife Center that Toronto Animal Services either picks up the animal, brings them directly to Toronto Wildlife Center or Toronto Wildlife Center also be a contractor to come out and pick up wild animals and bring animals directly to the Toronto Wildlife Center, having the Toronto Wildlife Center dispatchers come out and rescue the animal. So that and that would actually take away some of the burden on the city. I think that animals need to be taken far more seriously by this city, including wildlife, because the citizens care. Um, but the service doesn't always show the same care as what citizens would like or they might believe is actually happening. and dead animals. The other thing is we need to be looking at where animals are getting hit by cars. We need to be putting tunnels, bridges, and fences and and uh reducing speed limits because far too many animals are being killed or injured by cars. Well, that's all I was going to say. Any questions? Thank you for your deputation. Are there any members of the committee who wish to ask questions? Seeing none, thank you once again for joining us today. There's no other. Okay. Uh thank you. That was the our speaker. Are there questions of staff? I had one. Um my question is uh just about the 311 uh email channel. I noticed that in it it showed up in the annual report and in the annual report it talked about how it was reintroduced and I wondered if you could give a quick overview to the committee about how the email channel works because it's one of those channels that it's not interactive. um somebody sends in an email and it has what it has in it and it may or may not have everything as opposed to a call where there's dialogue and questions back and forth and I just wondered if you could just tell us how it works to the chair. Thank you for the question. Uh we launched the email services through 311 last July. It was a relaunch. Um the email is anyone any constituent can send us service request uh with the information. There may be a bit of back and forth if we are missing information. Um the difference between to your question between phoning or doing it online is that we would we're asking the specific questions that we need while the email we may have a bit it may be longer to respond. So, um, could you just tell us how the email is dealt with? Does somebody on the CXD team receive all the emails and then send them off to the divisions or do they create the service requests just like they would be a a telephone call taker? The latter counselor, we would take our agents are creating service requests based on the information that comes from the email. And if the email was unsatisfactory in so much that it didn't have everything, you know, they forgot to put the address or there was a specific missing, does the CXD staff person then create a a back and forth until they get everything they need? Is that how it works? That's correct. We would go and and respond back to the email uh requesting for additional information. My last question, it may be forward-looking, but are there technologies um I hesitate the word use the word artificial intelligence, but are there technologies that are smart in that they can analyze emails and text and either begin to provide an automated response or an automated sorting or queuing of the emails that would help make that channel faster or more efficient. I'm not saying we have it now, but is there opportunity for that sort of thing? Chair, um, we are investigating technologies. Um, in fact, we are testing a couple of technologies uh, both in a service request intake as well as responding to the public uh, but also for our own staff to be able to prioritize and and really give us insight into what's coming through. Right. Okay. Wonderful. Thank you. That was all my questions. Councelor Fletcher, thank you. So, um I believe the num most number of people call 311. That's what we see. They want that live connection. And but if you're emailing, what do you get back right away? Do you get back thank you or do you get a service number back right away or does it just go in a queue to the chair? What we send back on on emails is a is an automated response. Thank you for sending your email. And then as we go through in 24 hours is our SLA to respond. If we need additional information, we will go back with questions. If not, we will give them a service request number. And you'll email them back a service request. Correct. Um, okay. The other one is I do have somebody last week that was using AI to report things. So, you have a system, you can send it, but it might not be specific. So I gather um it's not a person. How how do we deal with bots or non real people that are sending things to 311 to have that interaction? Is there Yeah. No, that's a that's a great question. We've seen the similar bot created here in Toronto and San Francisco. Uh what we're seeing with these bots is for the user it's user friendly. it comes all the information comes in but the rework for the city is not automated. So that's why as Sonia mentioned we're working on our own automation internally that supports both the how we receive it but how we can action it because to your point counselor we a lot of information is missing and it takes a lot of back and forth to get the right information where if you call or if you send it through the online channels or self-s served channels we gather the right information because you're asked the right information. while the other option that we got last week that we saw um it's missing information so it takes longer for the residents and but the resident's name isn't there either it's anonymous so I guess that's the real question is if I call or I email now you have a direct connection when there is no direct connection how does that work they won't be getting any um direct information um or status inquiries they won't be getting any any updates if I don't have the right information of the individual that's requesting. You need to have somebody that's requested it, not just a server that's requested it. That's correct. But sometimes people call and they don't want to give us their information, but they just won't be able to get that information. Um, this is an automated uh app that now now we're dealing with an app. We're not dealing with the person. So, what's missing on their app is here's my name and everything and get back to me. it somehow hasn't hasn't done that yet. Okay. And then just um so you can't get the accurate information back. That's correct. And then I don't know if it also sends into the counselor account which I didn't get. So I don't know if there's um a spam server or anything. I don't know who's here from it. Yes. if there's a something that before a email hits my box that it's going to get kicked out if it's a bot or if it's something that isn't real. How does that work? Um chair, we do have technologies that we work on with with the cyber team on making sure that we're so so we use lots of mechanisms to make sure that emails are valid um through the the technologies that we already have. So if it was coming from one of these apps, would that not that would I don't what status would that have? So we we use what we're call like there is a screening process uh for emails that might come from a server or might come from a bot um that gets blocked before it makes it to your inbox. Yes. So, I think that's one of the issues as well with an app where people are asked to send things to 311 with their information because you don't know who it is. You can't get the correct information and as I saw it wasn't and then copying me. I didn't get it because I think it got, you know, taken out long before it ever got into into the server into my email. And that's where we do need um validation of where those emails are coming from. We do whitelist certain sites like if we find there's a site that is valid so it's sending valid emails we do whitel list it so that the emails actually make it through. So but that's an ongoing process that we work through with with any servers any kind of applications that might be sending emails. Is that the vendor that would be in touch with you or the app the app creator or who would be in touch with you? Yeah. Yes. And all right, good. Okay. Thank you. Thanks, Councelor Fletcher. Are there any other uh questions? Mr. Chair, councelor Crosantianti. Yeah, please go ahead. Sorry. Let me get my video. I thought it was on. Yeah. No, I' I've been on, Mr. Chair, this point of order. I just want to clarify uh that I missed a little piece in the beginning. Um my volume was muted and uh so we're currently dealing with 11.1. Uh there's no presentation from staff on this item. Correct. That is correct. Okay. Good. Thank you. So I do have just a couple of questions and I likely we likely will have a presentation on item three service standard. Would that be correct? That's correct. All right. Thank you. Um so thank you. Uh just a couple of of questions. In uh uh the customer experience annual report, there were two areas where there's a top five general inquiries uh were reported and then the top five service requests were reported. Um this is uh really good information for us to have particularly the top five. Does this information get uh sent to the uh responsible department heads so they're aware that uh these are the top five concerns of our constituents and these are the top five calls we're getting? How is this information sent to the departments and what do we do with it to the chair? uh we do have this information available not only to all our divisions in the city but also to our counselors. So this is information um available for for many years to the divisions. Um we're just this is a relaunch of data. I'll refer it to the division heads to to what they do with the data though. Okay, that's what I need to know. So we sent it to them. Uh and it I just believe it should be flagged. the these are very important issues that come up and um so how are they dealt with when it gets to the divisional area through the chair? So uh part of the feedback that they would get the responses will help help inform their strategic um decision-m as well as their resource allocation. So uh depending on what that feedback is, they'll consider that as part of their annual plan and as well as sort of their resource allocation depending on the issues that have been identified both through the 311 data and uh other data that's been collected at the divisional level. So every department will flag these as the top concerns and would they make immediate adjustments to begin to improve service and the level of service in these areas? uh through the chair. Yes, that's that's correct. So, what what based on the data that they would collect, they would share that with their staff and ensure that um they're incorporating that into their uh resource allocation, their planning um and make decisions based on on sort of some of that information that's been collected from 311. Thank you. Um so, we've don't have to talk about the uh past uh uh snow events that we've had. It's been pretty severe over the last number of months. Uh can somebody speak to the service level agreement between the city and the contractors uh when it comes to any damage uh for example snow plow uh or sidewalk um plows uh doing uh saw damage and that type of thing. How does that um uh what is the the responsibility of the contractor and the time that the contractor has under our service level agreement to respond? through the chair. Um, councelor, the the contractor is responsible for any damage they uh in do during the sidewalk plowing operation. Um, inevitably we do have damage of sod particularly in mild conditions. There is a service request for that. That complaint can come in. it goes to the contractor and they are expected to do that repair typically within uh 12 months but we find the majority of those repairs are done in the spring and the summer following the winter. So I need to be be very clear on this. So our service level agreement is so we actually uh have an agreement in place that states that the contractor has up to a year to do the repair. I just want to be clear on that. Is that what I just heard through the chair? That's correct. It's what our service level agreement is. All right. So I, you know, respectfully think that's just unacceptable. uh because as I think you just alluded to the fact that uh the in in actual um experience at least in my experience when a request comes in uh the uh actual service level is far better than that um and we generally get the particularly the minor repairs done within weeks if not within uh uh you know months. So it's done within the season. Uh is there And and my concern is this the information that is given to 311. Uh what would that be? How does that sound like? What what information do we give to our 311 operators when they report it out either to the counselor's offices or to our constituents? What do they tell them? So to the chair, we would provide the same information that um transportation services just mentioned. That is what we would give our residents. the one year. Okay. And thank you Danielle because you Danielle, you and I spoke about about this uh and um I was under the impression initially that the information is incorrect only because given our experience the uh the service is is provided in a much uh uh uh expedient way. So um thanks for that uh for that. That's it. Uh chair. Thanks councelor Croanti. Uh, councelor Aninsley, you had questions. Thank you, Mr. Chair. Um, I wanted to ask, so my this time of year being pothole season, um, so when I was driving to the GO train station this morning and I was driving through my ward to get there and I drove by a pothole that I thought I had reported over a month ago. Um, so when when I looked it up this morning, it did say submitted a month ago. I was just wondering, so if it goes into two months, does that I was wondering why there isn't a submitted date and it says a month ago is my first question. I can take this case um councelor Aninsley away um to give the right to get the right information as to why it's saying but I suspect that's the the service standard as we get back to to the residents when they submit the service request. Okay. And the timelines. Okay. Thank you. And then my next question I'm probably going to ask it again under number three. Um so I submitted it a month ago. my understanding timeline or the service standard for a pothole is uh 14 days. It's now March 23rd. Um on the website when I put in the SRO number, it says expected service delivery time March 3rd, 2026 at 11:12 a.m. which was 20 days ago. I'm just trying to understand like is there a flag that pops up somewhere that says you know you've missed your service standard or why have you missed your service standards to the chair. So when we are out of SLAs's the divisions um do see that we're out of SLAs's um and that's when we would action. Uh we also have pothole priority. So if it's a pothole priority number one, we would have to fix it in 24 hours versus the priority two which is 14 days. Okay. And then so when I looked that up, so transportation staff has obviously looked at and said, you know, status in progress. This request is being investigated, assessed, and or responded to. Additional work may be required if applicable. But how do I know as a city council a member of the public when they're looking up if it's a service standard one or sorry I missed that is the level of Yes. Yes. That is in transportation is about the pothole. That's a a great question uh question counselor. It's based on the answers um that you provide and we determine the priority. This is also to support no one trying to get on top of the line and and gaming the system to get priority one and every time they send a service request. Um but this is how we would let you know the service standard as soon as um we know if it's a priority one or two. So you would get an update based on that. So in your case it doesn't seem like you got priority one. No. And when they say in progress, so there's no they haven't given you a priority status. They're just saying it's in progress. So that is part of um Council Enley. We know we have a lot of work to to do on the closing the loop to better create transparency with the public on what to expect on what are the next steps. So that is what we're doing and coming back in May to report on as part of closing the loop. Okay. Thank you. Thank you very much. Thank you, Mr. Chair. Thank you. Were there any further questions of staff? Seeing none, members wishing to speak on this item. I'm more than happy to speak. Uh, no, no, we're good. the uh just dealing with a matter but the motion's not going to go before this item. So members um the the recommendations before us are that the committee receive the report uh which I actually thought was a shame because it was a really good report and that it didn't go further. So, just so members know, I'm working on a motion uh for item number three that will invite the customer experience division to send an introductory letter about the dashboard on that item, but that they would include this with it. Um, and that was, I guess, my creative way to move the report along. Uh, unless members have another idea. I'm satisfied otherwise to receive it, but knowing that that motion, if it's passed, would move this annual report. Um, but I just generally want to say thank you. It's an excellent report and you know it tells the story of customer experience division but I think it really tells the story of Toronto and tells a story about what happened over the year and what's been important to Torononians. A million and a half calls um almost a million of those are just for information. and you look and and see what's important to people for information. You know, it's it's substantially property tax, vacant homes tax, utility bill payments, parking, uh water utility bills, and we find out in 2026, we're going to take a deeper look at what people are calling about and how we're doing with respect to uh service metrics on tax and utility lines. Uh but also there's a there's an entire page dedicated to what happened in February 2025 with the winter storm, right? You know, over uh over 20,000 or in the vicinity of 20,000 service requests in the top five. I mean, that's a lot of calls. Uh and you know, and I asked questions about the email channel and of course, we've got the story about parks integration that we're going to hear more about later on. Uh so, just I just wanted to say that I'm grateful for this and I just encourage people to take a look at it. It's it's not a toone. It's uh it's a highlight. And uh as I said, it gives you a little sampling or a little flavor of what's what the heartbeat of the city is. And I think one of our next items is going to tell us how we can really take a closer look at that. But um it's I um staff have my gratitude for the work on this. And um I would not simply recommend the the recommendations here to simply receive it had I not had a plan to forward this in another way. So thank you for that. Anyone else wishing to speak? Councelor Aninsley. Y thank you M. Thank you Mr. Chair. Um I'll happily support that. You know I think everybody needs to read this. I hope all of our colleagues will read it. that's full of a lot of uh data and information about how we deliver services in the city of Toronto and how we deal with some of the the problems around those services. Um I want to thank Dan Danielle and your team for all of the work uh over the past year, everything they've done in moving our customer service excellent division forward. I represent the city of Toronto on a number of different boards, uh, Federation of Canadian Municipalities, Association of Municipalities of Ontario, for example, and I always have, uh, counselors and staff from different municipalities, um, asking me about how our 311 center works, how our customer service division center works, and now I have souvenirs to hand out, uh, to take back to their municipalities so they can learn more um, from what we're doing. So, thank you very much, Mr. Sure. Thank you. Anyone else wishing to speak? Councelor Fletcher. Ditto. Ditto. All right. Uh I'll reluctantly move the motion to uh receive the item knowing full well we're going to deal with it somewhere else. But uh all those in favor? Any opposed? That item carries. Okay. On to the uh the second item uh SE 11.2 two, which is leveraging data to drive service excellence in parks and recreation and transportation services. Uh, cancer held, are there any questions to staff? Uh, I've got a couple. I just set my timer. Okay. um buried in the report which I don't have in front of me, it talks about the Maximo system uh and other subsystems that allow transportation services to get and the GPS system that allow transportation to gain insights on the service requests. And I wondered if if uh staff could expand a little bit on how those work and how they're different from what we see on the dashboards or the basic information about the service requests. How are you using that information to go further with your work and your planning? That might even cover parks. I'm sorry because I think that also involve their their part in the report. Uh through you, Mr. Chair. Um the Maximo system includes a hotspot mapping which we use to identify trends and we can use that to uh direct our resources for proactive repair of of potholes in particular. Okay. And then how does the GPS I mean in just a basic sense what is the GPS telling you about I think it's uh winter related requests. Thought that was in here. I think it's called the GPS dashboard. Uh through Mr. Chair, are are you referring to plow tio which we shows where services have been provided in various hours? Well, there's a there's a table in uh on page seven and and what it talks about is business intelligence tools and they leverage um Maximo and they leverage the GPS uh dashboard and then the last piece of course is the listening to Toronto survey. So, it just talks about GPS tracking of contractor deployment and review of winter service requests uh to determine the status of the route completion in the GPS dashboard. And I just wondered how we were using that information in terms of planning and and making things better in the division and ultimately better outcomes. It's just kind of a general question. Yeah. Sorry, that's a good example of uh what we did this past January and February with regards to the major snow event. So, we used the the uh the GPS data through a dashboard to identify where the contractors had performed service, if they met the service requirements, meaning the maximum operating time, if they left the depot um in accordance to the contract requirements. So in addition to determining where the contractor performed work, we also were able to determine if they were meeting the requirements um within the contract using that dashboard. Thank you. Um my other question is for parks and I just wondered if parks could expand a little bit on uh what surprised me in this report was that a substantial number of requests have to do with lighting. And I guess when we think of all the things in our parks, you know, lighting is just one of them. But could could we hear a little bit more about the kinds of calls people are making about lighting? Uh through you, chair. Uh yes. So lighting represents approximately 14% of the um of the uh calls service requests that were made uh related to um parks uh service requests specific to lighting are lighting um bulbs that are out uh perhaps bulbs that have been damaged are the typical types of SRS that we received. So are they are they lights that light up a pathway or are they lights that light up a sports field? It could be one or the other. Okay. Um, the other thing that jumped out at me as well from the report was that uh litter um and and garbage and that sort of thing was um a prevalent service request. And I just wondered if uh and maybe this is asking you to speculate, but we don't have a full year's worth of information. This was the fall that this was looking at, but will litter continue to be a top item to think about with respect to parks? uh through you chair. Yes. Litter was approximately 18% of all of our service requests. Um and litter is sort of various uh different categories. Anything from scattered l litter to uh dumping to sharp objects to um drug paraphernalia and also hazardous materials. Um it does uh continue to be um evenly it's okay. it does continue to evenly be um a uh service request that is high for us and one that is uh something that we are delving into uh to help sort of um allocate our resources uh to be able to address sort of what we're Thank you. Are there any other questions councelor Fletcher? Uh just I'll just ask uh Mr. Keller if you've tracked where the hot spots are litter-wise in parks. So through the chair um solid waste tracks hotspots for um SRS related to overflowing um bins and and illegal dumping. We we track that and and we allocate resources accordingly. Um if we look back at the uh previous report um our service level standard met in parks is is 98% for garbage and 100% for litter. So recycling sorry do you have the hot spots tracked for parks? Yes we have hotspots identified for parks and um so I'm just think it will be good to go to the next level here. I see from listening to to so 311 data is geographically specific. Correct. Yes. Correct. So we have this many sites where there's garbage or this many sites with uh with lights issues or etc etc. So you can track that and we can know that. Listening to Toronto does not do the same thing. Is that correct? Uh through the chair. Yes, that's correct. it would track general sentiments around things like cleanliness, but not um specific to like litters per se, but a general theme around cleanliness in that example. So, I'm just unclear whose decision it was to add listening to Toronto to specific our first specific data from 311 parks data. I think it was 38,000. Was it 38,000 over 3.5 months? Do I have that right or 83? Do I have it backwards? Which number was it? Could you hold that time, chair, please? Well, everybody will chair. Chair, chair, Stephen, hold the time, please. Well, you didn't ever put it on, so that's fantastic. This is this touchscreen. I swear I touched the button, but how many How many service requests were there over 3.5 months? Pardon? Apologies. 3,084 service requests over the three and a half months. 3,084 to start with and then um we can you can look and see where those came from but we don't have that data. We don't have that plotted here to understand location location location through the chair. We do know where the locations are. They are not provided in the report but we can generally tell you that approximately 40% it's in the Toronto East York district. um the other districts are spread out evenly um amongst the other. I'm just looking for where the spots are the clusters. Um and I think that's an important thing always for your service, not service requests. So probably chair, I'm going to ask to have that come back graphically. Um I mean we could run that in my office, but I think we'll get you to run that. the um so I'm just questioning the listening to Toronto. It's really nice, but it's quite subjective. It's not somebody that we don't know where that's coming from. So we don't know where the lighting in parks. This notion that people are afraid to go in in parks at night sounds like part of it comes from listening to Toronto. Is that right? I saw that and we've talked about that before. Yes, that's correct. So there's there was general again it's a to evaluate the general sentiment of residents throughout this. I don't think that's correct. So I understand that's what you think but I think we need to test that because it might be where the lights are. How do we relate lighting to not feeling safe? Could be neighborhoods could be police data could be things are going on in parks that aren't related to lighting. And I don't want to conflate the two. So, I don't know how to do this, but I don't think that it's scientific. And 311 to me is data scientific. It's where we actually have data. We now have we now have um parks on and now to have the layer of somebody felt something rather than somebody saw something specific. I'm concerned that it's involved in this report and I don't know how to proceed with that. So the listening to Toronto surveys is is used to sort of and I mentioned this before the general sentiment and and in addition to the the data results from 311 and other um survey results that the individual divisions will run. Um it's all used in combination to sort of determine where uh service improvements need to occur. Um so the listening to Toronto survey really isn't a catch-all for everything. It's really just to help determine those sort of overall sentiments and then um use that in in conjunction with some of the other divisional surveys that the divisions use. Um so using those all in collaboration to help determine where service levels can be improved or where errors need to be addressed, but I don't see it in the annual report. Is it in here in terms of the listening to Toronto survey? Uh no, that the annual report is uh an report that CXD has produced. Um and so so I guess my point is and I'll speak about that Mr. Chair and try to have something where it's not here how people feel and what is it that you're feeling and I'll speak about the parks and being worried at night and all the rest of that as a kind of a general conflation of the two lights and worried at night because we don't know how many. The other question is the this is the trends that you're identifying but we have no idea what they were before we started identifying them because we weren't tracking were correct. So maybe there was always lights out we just didn't know that question that was a question not this was a question to parks. Sorry can you repeat that? Well there was always lights out. We just didn't know how many because we weren't tracking through 311. Now we know that lighting is an issue. We're acting surprised. Lighting is an issue, but it could have always been an issue. The same as litter could have always. Garbage has always been an issue, but we never had a baseline and now we do. So, were there no lighting problems before or all we're finding is that people that were identifying it and able to track the service requests? No, I would agree given the number of light fixtures across the city. There are thousands of light fixtures across the city. Now, we have the ability for the public to let us know when a light fixture is out to allow us to then document it and go out and be able to replace it when required. So, I would agree with your um sort of summary there, but they could always have called in and be sent over to get the light fixed. It's just there was no tracking previously. That is correct. Okay. Thank you. Uh further questions? I with the committee's indulgence, I just going to go to a second round because I want to pick up on something councelor Fletcher asked if I can get this touch screen to work. Um, councelor Fletcher asked about lighting and the geographic distribution. Do I understand it correctly that the dashboard that we're going to talk about in the next item, we could go and filter down and see a heat map by ward. Is that is that there by ward? We can see the heat map. On a later phase, we'll go down to this level of information. Okay. Yeah. Let me get to the address. So, we have three and a half months of information. And so as time passes, we'll learn more about lighting, especially in the spring when more people are out in the park. Is it possible that CXD or parks or together a product could be developed that could show us a more granular either a heat map or something down to the park level that shows lighting requests? Even if it's preliminary, it's just looking at the model, the structure. Is that doable? Is that easy or is that hard? That's definitely doable, counselor. We'll take this as a as a future phase for the counselor dashboards. Okay. Uh thank you. That was all my questions. Members wishing to speak. What a motion on the lighting. No, I you know I just I just want to say that because the report says or I heard you know we're a little surprised about the lighting uh because we don't hear about that. We hear about litter all the time. We read about this overflowing that's overflowing. I understand we're going to get something more granular. All it tells me is that those were happening all along but now we're tracking. People didn't start calling in about lights because they could call 311. They were already calling. It's just now we know. So, um that's tracking for the division and then public tracking which we all think is so important. And then the number of things, the top one, litter and garbage, park lighting maintenance, general maintenance, what those issues are will be interesting to know. The snow, park pathway, trails maintenance. So, um, already we're getting a really good sense of what's happening. There's ones that I would say are maintenance related parks. So, there's grass maintenance, there's park sign maintenance, there's ornamental plant maintenance, there's park lighting maintenance, there's uh the other one, there's just general maintenance. And I don't know if that's over, if you lay those over, if you're finding that there's certain parks where all of those things are taking place or are they throughout the system because it's the first time we're able to have a look here and we know that parks are on everybody's mind. They're the most loved place in the world. You're so lucky uh Miss Kavakasa oversee these green spaces. So I think it's great to just keep drilling down a little bit chair and maybe get that granular back on the parks issues so that um we know those hot spots. In fact, I know a few that Mr. Kellaher and I know about on the parks. Are they on the boulevard side? Are they deep in the parks? Is it constant? Is it chronic? in order to be able to snuff some of these things out early. If they're if they're chronic and there are a number of them in the same parks, then I think from my standpoint and your standpoint now that we know that then that's going to get special attention right away in order to make sure that's not happening. And then I'll just say about listening Toronto, which I think is great to have that where people's sentiments about the city are quite clear. I don't think it has a place in um in this park survey and I don't know why we could listen to Toronto about the we could have it in on congestion. We know how people feel and so that might drive certain things but for me it was the lighting and parks being dangerous. Which parks do people feel aren't safe at night? Every park generally or certain parks in which case what happens in those ones? Are they places where there have been fights? Are there uh gangs? Are there no lights? are it just what makes people feel that way rather than in general because at night does that mean 3:00 in the morning? Does that mean after dark? I don't know. So I really have a problem with that being a so-called data source in this report and I would ask that it be fixed actually because this is already been a headline that said uh people don't feel safe in parks at night. based on this report. And I don't think that's right because we don't know if that's really true or if they're just talking about their park. Thank you, councelor. So, chair, I'd like to know how to deal with that. Councelor Aninsley. Yep. Uh thank you, Mr. Chair. So, I have a motion with two uh recommendations. Uh they're very similar. One's for the general manager of parks and recreation and the other for general manager transportation services. Also general manager of Toronto water and general manager solid waste. Um I'm asking general manager parks and recreation and transportation both to report back to this committee through the executive committee at our May 14th meeting on how they use 311 data as well as other data sources to identify trends and make service improvements. And the other one is for Toronto Water and Solid Waste Management. Uh I was told they needed more time to collect this information and report back. So I'm asking for them to report back on July 6th on how they use 311 data as well as other data sources to identify trends and make service improvements. Thank you. Thank you. The clerk's just asked for a moment to get that motion up. motions. Mhm. Okay. Uh, thank you. Just thank you everyone's patience. We're just getting the motions and the system up and running here. Uh, I did want to speak and I did want to move a motion. So, my motion uh asks um staff to take a look at what Toronto Hydro has been doing with respect to street lighting. Uh and I I can tell you uh they've got a great system. Uh if you have a street light out, you go on their website, you go to the map, you find the street light, you click on it, you answer some questions, and a truck comes like a day or two later, maybe a little more, and they fix a light. And I my experience with it is great. Uh I'm not suggesting that we adopt the system or you I'm not even going to suggest what it could be. All this motion is is to take a look at that. Uh knowing that we're dealing with lighting. And in fact, if you click on the uh the lighting system and the street light requests, it says if it's a light in a park, call 311. It literally says that on the hydro website. So I just wondered I I'm wondering out loud through emotion. Is there something that we can learn from the hydro system? Are there opportunities? Are there better pathways for coordination so that it's uh seamless for citizens? Um as I said that very efficient uh maybe a few more few more than a few seconds but certainly within a minute or two you can report a request and it gets dealt with and I thought that was a great customer service experience. Um just in general about this report I I find it fascinating. Uh, it tells us a few things. It tells us with respect to parks, knowing only three and a half months worth of information that the listening to Toronto survey that talked about people's concern with washrooms wasn't the top issue. It was important and there was some correlation there. And it's not to say that we should take our eyes off of it, but definitely uh the cleanliness of litter and parks is is really important to people. that may be seasonally adjusted because of the period that we were receiving these requests and also lighting and that's something that I didn't expect to see but it's there and I think councelor Fletcher raised a really interesting point though is is that a proxy for where people are feeling uh perhaps uh concerned about their safety or have an interest in the safety I don't know but there's definitely a way to take a look and I thought that was exciting uh and maybe lighting is perhaps a story of if you look back to this annual report, you'll find out that the top service request in the city is a damaged residential bin lid. Well, I know people call my office about that once in a while, but it's definitely not the top call to a counselor's office. And I think that tells me something that it's not a top call in my office because I think Solid Waste is doing a fine job handling fixing that issue. People may be calling 311, but it's being dealt with and it's not being escalated. So, is that maybe a story about lighting and that people are calling it in and it's getting fixed and it's not something that we have to talk about further because it happens. I don't know what the answer is, but I do know that there's a really good information source now and and it's becoming more and more granular. So, I think we'll hear a little bit more about that in a minute, but I just again want to express my gratitude for the work in this report. Uh, are there other members wishing to speak? I did have a motion there. So, councelor Fletcher, a motion has come together. Did you want to give that to the committee? And thank you to the clerk for putting that together. Just want to see I just want to see the clusters when we get back together again, please. There it is. The geog geographic distribution. So basically overlaid. Great. Yeah. Okay. Thank you very much. Great motion. Any uh any other members wishing to speak? Seeing none, I'm going to go by memory here, but we've got uh councelor An's got is it one or multiple? Uh just one with two parts. So on councelor Aninsley's amendment, all those in favor? Any opposed? That carries. Uh on my amendment concerning the uh looking at the Toronto hydro system. All those in favor? Any opposed? That carries. And on councelor Fletcher's motion uh concerning the geography. All those in favor? Any opposed? And that carries. And on the item as amended, all those in favor? Any opposed? That carries. Uh thank you. We'll go to item number SE 11.3, which is the service standards dashboard. an update on static and interactive reporting tools. Just going to confer with the clerk. Uh so there's a staff presentation on this and then we do have a speaker following. So welcome to the CXD team. We'll give them a moment to set up. We're just trying to put it on the screen. Awesome. Welcome. Please go ahead as soon as you're ready. Thank you. And good morning everyone. My name is Danielle Sarapim. I'm the customer experience division head. uh with me today uh happy to have Rebecca Patrick, manager of strategy for the customer experience division. We're very pleased to be here today to prevent uh present our city services standard dashboards long awaited. Uh before we begin uh I want to acknowledge and thank the many partners who have contributed to this work including the public our residents. This has been a truly collaborative effort with strong partnership from technology services for their support in building the platform helping us move towards a more modern, interactive and sustainable tool reporting tool. I would also like to thank the counselors in this committee and your offices for the feedback you've provided throughout the process. Your input has shaped how these dashboards were developed, how information is explained, and how data is presented. So today we're excited to show you what we have so far and this is um a step forward in how we work and position the city for clear transparent public reporting. Next slide please. Okay. So this slide outlines our road map to publicly report on performance standards for the integrated divisions into 311. So those are six divisions. Phase one, we spoke in October, it was our static dashboards. We're now in phase two. So phase two, our interactive dashboards, which launched, happy to say last Friday on the 311 website. We're also launching an enhanced counselor dashboard this week, today that is more intuitive, ward focused, and designed specifically for counselors and their staff. So look out for more emails from us in the next coming days for training and a briefing note. Looking ahead, where do we go next? So phase three focuses on automating the dashboards in partnership with technology services and divisions integrated to 311 to ensure that the data remains current and we can represent our data live. And that's where we want to go with the Toronto data platform. And finally, phase four, as we build in and integrate more divisions into 311, we will do the same for the future divisions. So, this slide outlines how we responded to council direction, which asks us to provide greater detail in the dashboard, uh an overview of each service and clear description of the service levels. So in response uh we enhanced the recently released Q3 and Q4 static dashboard. So we are adding we added more clearance explanations throughout including what each metric is measuring adding descriptors like was it responded was it completed to reduce any confusion and misinterpretation. We also introduce a glossery of terms for every service included in the dashboard providing a plain language overview of the service and associated service standards. This will support users to level set service standards expectations and understand their timelines for their service requests. Overall, this work directly reflects counselor feedback and ensures a dashboard are not just transparent but also clear, accessible and meaningful for both the counselors and the public. So moving on to the interactive public dashboard. So we will now no longer need any static dashboards. Uh what we would really like to focus today is this launch. So this dashboard, these dashboards replace the new the need for the future static versions and bring all 301 related service requests across our integrated divisions. The data is refresh monthly for the public dashboard. It includes up to seven years worth of historical information and allows users to filter by word, date, service category, and division, making it easier to explore, understand service data, come up with trending, and so forth. We've also built in plain language features, including a detailed service index, glosseries, and direct links to the 311 portal to explore your neighborhood maps to support clearer interpretation of the data and help connect the residents and our customers to where they want to go next as they explore the public dashboard. So most importantly this matter become uh this matters because it delivers more comprehensive data, a faster and more intuitive user experience and greater transparency enabling residents, counselors and staff to independently access and explore service performance. So how do we do this? So the customer experience service design team engage a range of external partners digital citizen advisors group civic tech Toronto University of Toronto Toronto public library in addition to internal partners like counselors to gather feedback from end users and understand what residents value most in public dashboards. Across these conversations the feedback was very consistent. Residents want clarity at first glance, plain language, simple, well ststructured views and service categories that reflect how they see the the city. At the same time, we look to leading jurisdiction scans such as New York City that use similar interactive dashboards to provide transparency and help residents better understand service performance. So together with this public feedback and jurisdictional scans directly shape the design of our dashboards which we will be showing later in this demo. So how did we address the public feedback we received this year as we launched this? So based on user input, we added a clear how-to guide to help residents understand how to use the key features of the dashboard and navigate the information more effectively. We also adjusted language throughout the dashboard to ensure it's simple, plain, and understandable to the general public, reducing the risk for misinterpretation. In addition, we updated the mapping features to improve legends, increasing visual size, and enhancing color contrast, making the information easier to interpret it at a glance. This is a not one-time exercise. We will continue to refine and improve the dashboards based on feedback submitted through the toronto.ca or through 311, ensuring the tool remains clear, accessible, and updated. In addition to the public dashboards, we're very happy to launch our new counselor dashboards. These dashboards are designed specifically for counselors and their staff with a strong emphasis on intuitive selfserve reporting. We get over a thousand requests a year for reporting and this is where you can now go and gather your information. They provide word specific views, topic based reports, enabling quick access to the information that matters most to your residents without the need to request custom reports. Counselors can now selfserve independently explore the data and generate reports on trending issues. For example, during the winter storm events, a winter specific dashboard was submitted daily. Now we can save that report for future visions on the counselor dashboards for your review. Like our public dashboard, you have access to seven years worth of data across 311 related service requests. And you'll be able to filter by word, date, service category, and division. And this information is going to be refreshed daily. You'll also be able to bookmark views and download the data for your records. and we are working with technology services on getting this dashboard on the channels on TV in counselor's offices allowing you to watch the citywide performance dashboards in your office. So please look out for a communication from us uh including a briefing note and training for your office on how to use this tool. Importantly, the counselor dashboard matters because it delivers a faster, more intuitive experience than the current BI tool, which is a business intelligence tool that needs a little bit of a facelift, making it easier to explore our data, allowing each counselor to focus on the services and issues that matters most to our constituents. And now we will play a brief video make walking you through the existing features of our interactive service standard dashboard for the public. The service standard dashboard brings together seven years of 301 related data from open data into one place that's easier to explore, filter, and drill into. Use filters to narrow what you see. Click on charts to update the rest of the page and hover over visuals to view additional details. When you select a value, such as service, category, ward, or division, the dashboard automatically updates all related charts, making it easy to explore patterns and trends. You can also use focus mode to expand any visual and see it in greater detail. If you need the underlying data, you can click on the three dots in the corner of a chart or table to export it for further analysis. This page provides an overview of service requests submitted through 311 with seven years of data. At the top, you'll see the total number of service requests created as well as the number addressed by city divisions. Service levels show whether requests were addressed within an established service standard. You can compare and contrast services and understand how your requests are being fulfilled by city divisions. The map and chart show how service requests are distributed across the city. Darker areas indicate higher volumes, and you can quickly compare activity across different wards. This section focuses on 311 call data, including average wait time, total calls answered, percentage of calls answered within 75 seconds, and average call time. trend lines show how metrics change over time. There's also the service request guide that allows you to search for services by keyword and quickly review descriptions and expected service timelines or standards. This dashboard's designed to help you explore data in a clear and interactive way, and it's a step forward in advancing transparency and accountability of city services. Thank you for listening to our presentation today. I'm happy to to answer any questions. Thank you. Uh we do have a speaker which we will go to. Our speaker is Ingred Budet. is ah good morning. Welcome Ingred to the service excellence committee. Thank you. It's great to be here. Are you all set? I think so. Thank you. You've got five minutes. Please proceed. Excellent. Good morning everyone. My name is Ingred Budet. I'm founder and executive director of No More Noise Toronto and it is wonderful to be here today in person. Um you know it's a really good day when your name shows up in a city of Toronto slide. That's really that's wonderful. So No More Noise Toronto is a federal not for profofit. We now have a leadership team of 18 people. We're data driven and processoriented. So we love this committee and really I mean we've got thousands of supporters but really who doesn't want a good night's sleep? I think we all do and we're really lucky to be able to be collaborating um across city divisions to help reduce noise and uh in 2025 I had a meeting with the open data portal and I included that slide because I felt like I finally arrived. I'm like yes we're getting somewhere. We're also a member of the night economy external working group and thanks to councelor Paul Aninsley for for his actions there. So we want to restore urban calm is what we what we're we're dialing ourselves down into. And how are we doing that? Well, we're being engaged. we're showing up here. Um, and so we want to thank you for including us in your uh in your development process. You're pri prioritizing inclusion, transparency, and open data. And that's all really good stuff. We also uh kind of were born at Civic Techch Toronto. So there's a really nice community uh developing Toronto regarding open data and using the and techies using their civic using their skills for good. So I'm I I appreciate being a part of this. Um just a little note about the dashboard. looks great, userfriendly. I'm very glad to see here that the BI needs a little bit of a an update. It's not necessarily so user friendly. So, on LinkedIn, I saw that the city of North Bay has used um an EZRI experience builder for their dashboard. So, I know that's in the uh in the um in the works. So I would be remiss if we didn't talk about service level agreements a little bit because in the last meeting here we were in November 20th we I questioned the 100% achievement of the noise bylaw standard service level agreements and we were talking about what's being measured and what I see here is that in the top right box you see the word is investigated where a lot of the other service level agreements have resolved removed they are they are not just initiations of action they are actually that the action has been completed. So, really nice to see that you're keeping us up to date. And now this looks a little bit better. 84 90 91%. That looks a little bit more realistic. And I was like, "Oh, what's changed?" Well, now the wording is responded to. So, yes, that's great. That's good. That's a good start. But resolution is still not being tracked. And that's what people want when they have noise issues. They want to have it resolved. I am on an email chain where it's almost 200 days that somebody has been reporting about a stationary noise outside of their unit and outside of their home and in their bedroom. Their bedroom they cannot sleep in. Their home is not um hospitable to them. So we need to track resolution. So what's next? I saw that anonymous posting is there which is great. I know a lot of people were looking at that. But what about reporting on the length of time to resolve? Right? That's what people want. They want a good night's sleep. And how about a survey after every single request is closed for a five-star rating and maybe some feedback. Quick little quick little response. We now have AI that can assimilate all of those answers very quickly and provide that back to you. And how about more ways to report noise? There's apps all over the place now. In the UK, they've got a noise app that is actually collecting and um and um uh assimilating all the information that has to do with a case and those cases are being brought to court and that ev that evidence is being used there. Of course, we landed on the map with our not 311 noise report. Well, we're going to come back with a version two, something like a community noise report, something like that. But, um I would be remiss if I didn't mention Better My City and Arouchi Nath. This is what she created and what we have here. I can't see my timer, but I'm just going to go ahead here. A student spots, this is how it's described. A student spots a faded crosswalk or a malfunctioning walk signal, snaps a photo from their mobile, and the app does the rest. Hallelujah. Using device GPS, AI image classification in Toronto's Open 311 and Ward data sets to autogenerate a structured municipal report in under 60 seconds. Wow, wouldn't that be amazing? And Arouchi Nath has been one of our first supporters. I asked her if she'd help us build an app and she said, "I'd love to." So, watch out. No, just kidding. She's wonderful and smart, and it's really nice to see that there's some familiar faces in that picture there that gave her the second award. Wonderful. So, I'm asking this committee and the city really to be bold. Harness the opportunity in front of you with groups like us and people like Arouchi Nath that has passion and brains. create or support apps, build transparency, improve processes, and ask for feedback with the closure of every case. If you don't measure those metrics, they won't be managed, and that is how you'll build a healthy and livable worldclass city. Cities don't need to be loud. Thank you. Thank you, Ingred. And that was pretty good considering you couldn't see the timer as you got 10 seconds. There is a question from committee members. Yes. just I'm interested in 200 days of sending something in. Would that person not call their counselor or call the mayor's office at that point? I think they have and it's just fallen literally on silent ears. Okay. And then you heard my question about the app and that uh just an AI sending something in isn't quite the same. It's not getting the same response. So, I'm very clear on that. went into didn't even make it into my inbox. It's been cancelled. It's been shot out of the air before it managed to get there. Yes. And I think that we have a certain limited resources. So if somebody wants to say something, I have to hear that somebody, not an app that's telling me something because it can really Would you not agree with that? Oh, I agree. Be careful with those resources that Absolutely. And that's where technology is advancing almost faster than we can keep up with it. And so I I 100% agree with you, but I think there's also there's technology is advancing, but it's not advancing and saying, "Oh, Paula Fletcher sent that and you have to get back to her." It's the email address of the app, not there's there's everything considered there. This is would you not agree that number one job of the city is to protect um our information because once somebody gets in, think of all the information that we're hosting here. Like there's nothing more important than the biggest firewall possible. So I appreciate all your thoughts, but I do need to know that you understand that very well. Absolutely. So needs to be a person need to know they're real. can't just be sending something in and complaining it didn't get in when first and foremost and perhaps you might think we need to make that a little clear from the city side that our first job is to protect our massive amount of information that we we control so we don't have a a breach of any kind. Would you not agree with that? I would agree. Great. That's good to know. I appreciate it. Thank you. Thank you. I have to go to a different meeting. Thank you. I I I had my own question. Okay. um can work this timer. There we go. Um have you had a chance to see the new dashboard? I did have a look at it. Yes, I had a sneak preview. So, I I pulled up noise. I'm looking at it here. Um any guesses where the I was looking at the heat map because I was interested where they are. Any guesses where the top noise complaints come from? Vehicle noise from counselor pastor Max Ward. Okay, you got you got more than me. I mean, I got counselor pastor Max Ward and I was surprised by that. Yeah, so was I. And uh the second of course, you know, sort of clustered around the downtown. Yes. But given there's this uh additional level of data that's out there and there's more and more coming, how do you see a group like um No More Noise Toronto or any advocate group cobbling this together into Toronto's story? Because I I would put to you that with noise in Toronto, there is there's a way there's an elevator pitch where you could say, you know, it it's very prevalent in counselor pastor Max Ward. It's very prevalent in downtown and there's a couple of spots and here's what the data tells us and here's the different kinds of noise that people are complaining about. How do you get to that point? Or or is that something you're actively working on? Because I always ask that question, what's the problem? And maybe it's a few problems we're trying to solve with this, but it now jumps out at you. And I I was I was surprised by this map. There's like a dark red box on, you know, on on the north end of the city. Mhm. Um, thank you for your question. So I think when you're when you're so it's called noise complaints and we're really lucky to actually have a good relationship with Leo Budco and the manager of the noise team and he said Ingret there has to be a complaintant because the definition of noise is unwanted sound. Well there's a new definition of noise coming out that's unwanted and or harmful sound. So um so the the other thing so I I bring that up because complaint means there's something wrong with me you know is that that's how I look at it that there's a problem with me and many people feel that for noise they're like okay so I want to report about this but am I the problem am I this and then maybe they report it but they don't see a response they don't they don't see an adequate response back to response time so when you look at those kind of reporting I don't think that those numbers are accurate yet because there isn't the trust with the city, but there's also this learned hopelessness and helplessness that people feel. So when you really want to look at the hotspots and you want to create an accurate picture of what the noise issues are, which is I think what your question is is what are the noise issues across the province, when, how, all of those other things. Well, thanks to these developments, we're going to be able to look into that data and then really understand what those noise issues are. I can say that every time I ask just about any audience, what is your number one noise source? Loud vehicles. And we can't really we can report them as a data point, which was a nice also improvement. Um, but they but there's still no action taken on those loud vehicles and they are the number one noise source. Number two is amplified sound and that's the number one noise report that comes to the city. And so that's where we as a group are we're focusing on those two. But until you create that level of trust, you create that ease of reporting and we remove those barriers of am I the problem. Um you you may not get that accurate picture that you're looking for. All of these things are a step in the right direction though. I do want to say thank you. Uh any further questions of the speaker? Seeing none, thank you for joining us. Thank you for having me. Uh questions of staff on this item. Councelor Hinsley. Yep. Uh thank you, Mr. Chair. Um I want to start off by thanking staff for all their amazing work they've done on the both the public facing facing dashboard and the counselor one. I'm looking forward to lots of daily reading of the stats in my ward and and uh what's being done. I did have a couple of questions though. Um I mentioned earlier around completion rate and how we determine on the dashboard or if there is a way to determine what the completion rate is for SRO's to the chair. Um we do have the service level standards um counselor and that will show the the rate the average rate of completion from the service standards set with the divisions. That's what we're showing. But will it can we determine so so it tells at the service standard rate but how do we know can we tell from the dashboard the percentage of time I guess I'm asking that that standard is met that is what we are reporting on on the service level the percent the average time that is being completed based on the service standards. Okay. So, so it's the agreement it's it's the average percentage on the service level agreement. Okay. And then there is there a way to determine from the dashboard what the the intake method is because I know we're still have a lot of people like I happily use the app my staff email stuff in but I understand there's still lots of people using the call center. I'm just wondering is there a way to have that intake method so we know if it's trending up or down or if more work needs to be done because I know the phone calls are much more expensive for us than electronically. So we're we're tracking on the aggregate level right now um not by channel uh but we can take this this away counselor. Okay. And then um I guess the other question I was wondering about was repeat demand. How we determine if a is there a way to determine if a resident or myself is repeatedly sending the same SRO in? Yes. Yes. So today we track duplicates. So we are able to to share that um and we have that information. what we do, we send one request to the division, but we do get back to the different residents that have the same service request. Okay. And then the other question and I asked about that the other day on the one dashboard, it's it has the total number of SROs that come in and then beside it completed and then there's a gap and how does that get dealt with, right? Um and it all depends on the service standards with each division. So some of them may be like over a year like we heard earlier today. So that's why some percentages are not onetoone relation. It may carry from last year. So as we show the this report as of 2026 January it's carrying things over from last year. Um so it's not a onetoone ratio. And is there a way for me as a counselor to go on the counselor's dashboard to click on that difference to see like where the largest number of this finished SRO's are? Let me take that away. Today the dashboard doesn't include the duplicates that we see. Um so we can take that away. Okay. All right. Thank you. Thank you, Mr. Chair. Thank you. Further questions? Uh, yes, Mr. Chair. Councelor Grasanti, go ahead. Uh, yes. So, first off, um, yeah, excellent presentation. Thank you very much for for that and really look forward to seeing this enhanced uh, dashboard. Um, particularly the neighborhood maps, seven years of data. How did you come to uh, that number seven years and why not 10 or five? normally uh retention um regulations come to seven years and that's what we we've decided to to go with. Okay, you got to pick a number. That's a good answer. Thank you. Councelor Aninsley's question about tracking duplicates and so uh do you currently actually track them or you're in the process of of working that out? We have that information um available in our source systems. All right. Will that be provided then in in the report and the next meeting? I can take that away, counselor, and see how I I can show you that that information. We also have we have duplications, we have cancellations. Um there's various um service requests um that are not here and I can I can work with you on that separately. Sure. Thank you. So, uh, so Ingred who spoke earlier, uh, she pointed out that noise complaints are very complex and we all have them citywide and God knows I got my share up here as well and and we all do our best to, uh, mitigate that and resolve those issues. But to the question about um, tracking the actual complaints that got resolved, right now in the report I see in front of me, it says 84, 90, and 91%. that these are a percentage of requests responded to uh within 5 to 10 days. So we responded to this number of noise complaints. Um do we track the resolutions of these complaints as well and they're just not shown here through the chair? Yes, we do internally. Okay. Can we provide that information because that'd be an interesting number to have in front of us to see how um what our success rate is in in dealing with noise complaints. We will work with CXD on this one. We'll take it back. Okay. Yeah, those are my questions. Thank you and and great report. Thanks so much. Thank you. Uh I'll ask a couple. So, I uh am looking at this dashboard and because it's now interactive, you can uh change the settings and look at different things. And I I looked at noise specifically. One of the things that jumped out at me with just this example is that the number of service requests created is higher than the number of requests addressed by city divisions. In the case of noise, it's significantly different. But could you just walk me through some of the reasons why those two numbers are different? I thought I heard a little bit before about duplicates and so on, but is there is there part of the story that those two boxes are telling me? I'll just speak on noise specifically. Right. I'm right here. Thank you. Uh yes, repeat complaintants are um a factor in noise for sure. Yeah. The other thing that uh noise is very interesting about and I alluded to it in the questions is if you look at the map you find out that downtown like a lot of the requests it's a busy spot. Um, we we saw that in the report about parks, but uh, York Center jumps out and it jumps out a lot. So, I I did filter it a little bit. Moving motor vehicle noise. Uh, and I, if I've got my filters right, uh, in 2025, there was like 2,000 complaints. And then you look at the other awards, they're all in the tens, maybe a hundred. Is there something that this tells us like is there a story behind it? I mean this is just an example. Yeah. So we are actively investigating this one. It is from one address. So we suspect and this is back to the conversation about bots. We suspect that there's something automated. So we are looking into this. Yes. Okay. Um, and so the that's the I think that's the the amazingness about these dashboards, right? Is that you can now look at stories and things that are strange, things that stand out. So I guess my my general question, and I'll pick on your team, but I guess it applies to any of the management team. When reports are brought to council for various policy changes or or asks of city council, has staff traditionally relied on the service request information? Will staff rely on things like the dashboard to tell the story about something in particular? And you know, another thing about noise is you can see this really interesting saw to pattern that happens every year. almost the same way. Uh, and you can see kind of like two spikes each summer and that those are the busiest times that these complaints come in. That's kind of interesting, right? There must be something that's driving that. So, does does this information now get used by the management team to work with public policy decisions or resource planning? So, from MLS perspective, I would say absolutely. We are highly data driven and it all starts with our service requests through 311. We get we get service requests in other channels of course but yes absolutely every time we um bring forward a a bylaw change for example we start with the data as part of our um research and development of recommendations. Uh it's it also goes into our resource allocations. uh it you know the seasonal impacts that you've identified there is how we we uh um determine our staffing levels uh at different parts times of the year. So absolutely we we um count on this data in our everyday work for sure. Thank you. It's all my questions. Um members wishing to speak. Councelor Aninsley. Thank you Mr. Chair. Uh, I do have a motion that I would like to move. Hang on. Uh, thank you, Mr. Chair. Thank you, the clerks. Uh so my motion is the executive committee requests a city manager to report by the first quarter of 2027 on a citywide require requirement or program that when service performance standards are missed or there's persistence performance gaps the responsible division develop a corrective action plan identifying the cause clear timelines for improvement a named accountability lead impacts were applicable and public summary updates aligned with closing the loop approach which we just saw in the uh annual report from the customer service division. And and Mr. Chair, I put this forward um you know, we have a lot of data uh that we collect through 311 and the customer service division. Um you alluded to it earlier in your questions to staff to MLS. Um you know, I it's great to have all the data, but I think I'd like to see a proactive approach from staff on how they're using the data. you know, really what they do with it, that it's not just sitting there. And as counselors, we can look at a dashboard every month. Um, but I'd really like to know what they're doing with it. Um, and if they're not using it, I'd like to know why. And, you know, not to pick on the transportation services uh committee or sorry, transportation services uh division, but it is pothole season. Um, I just had one of my monthly town hall meetings. Uh, you know, generally the highest complaint or concerns from residents of speeding and people running through traffic signs at this point of the year, it's potholes. It's pothole season. It's probably the number one complaint that I got at my uh town hall town hall last month. So this morning, for example, to get from my house to the GO train station to drive through my ward, I drove past three different potholes that I know I know that I filed SRO service request orders with. Uh the first one I drove by when I looked it up, it actually said it was completed two weeks ago, which it hasn't been done. Uh the next one it was said it was I filed it on March 11th. Uh when I looked up the SRO number it said it was completed on March 12th. Well, it's not done. Uh the the third one that I drove by it was filed on March sorry it was filed in the middle of February as I asked uh the head of our customer service division earlier on the 311 website. It says filed a month ago and it was uh should have been done on March 3rd at 11:59 a.m. which I appreciate that timeline, but here we are March 23rd and that pothole is not done. So, I would really like to understand when staff give us timelines, how they're met or not met, why they're not met. Uh, and if they have, as was mentioned earlier, around potholes, there's different levels of a pothole. I would like that outlined in 311 for myself as a counselor. So, when I have a resident say to me, counselor, can you deal with the pothole? It's at the foot of my driveway. I send it to 311. And then a month ago, I run into them somewhere and they're like, "Counselor, the pothole is still not done." And when I look it up on my phone, I'm like, "Well, you know, Mr. Anley, it was done a month ago." Well, counselor, if you want to drive by my house or come by my house and have a cup of coffee, I will show you the pothole is clearly still at the bottom of my driveway. So, um, I would like a report back on these actions, and I'd ask for the committee's report. Thank you very much. Thank you. Uh other members wishing to speak. Uh seeing none, I will speak and I have a motion. May I ask that the motion Yeah. So members, I uh I alluded to these these before. Uh there's two parts to it, but essentially it asks the um the CXD folks to provide some information to members of council about the dashboard and to include the annual plan in there because I think that's um good reading and it it reads together. Uh but what I really want to say is I'm incredibly excited uh about what I see in front of me and everyone should be. I think that this is remarkable. As councelor Aninsley was talking about potholes, I was pulling up uh information right in front of me about where potholes are occurring in the city, how many calls have been made, and in seconds I can tell you that the pothole calls are the highest right now that they have been in seven years. And that's the data that's on the screen. And that kind of feels about right. Uh cuz I've been out on the roads, too. And I can tell you which parts of the city have the most number of calls now. They're all fairly close. They're in several hundreds, I think, per month. Uh, but there's several thousand calls that are out here. Uh, and you know, if I spent more time, I could trace this back over the years. But, uh, as things become more granular, we can really start to see the the neighborhoods that have pothole calls. There is a limitation there. uh there is a limitation in that these are the the neighborhoods in which people take the time to call in. I don't know if that's uniform across the city in terms of people's participation. And that opens a second conversation about how do we encourage places where maybe there are less calls than there ought to be because the roads are just as bad uh and is there a gap there that needs to be filled. But all great questions that I don't think we're going to solve today at the committee, but we couldn't even ask them or get prompted to ask them without the information that we've got in front of us. Uh so this is this is great work. Um I look forward to every member of council having these tools at their fingertips uh to go into the work that is done in making good public policy. Uh because it is so quick and easy now to see the reality of the 1.5 million calls um and the types of things that people are calling us about. And you know there's this great graph that you can get on the dashboard, right? I call it a saw to. But if you've ever seen um a heartbeat or a pulse, right? There's a very distinct line to it. It's repetitive and the valves open and close in the heart and it, you know, it's signaled in those electrical signals and it kind of reminds me of what I see on here. And and it is truly the pulse of the city. And if you understand this information and what it's telling you, I think you really understand what people are asking for out there in the 416, and I think it's important that we're always cognizant of people's expectations of the city, and this gives it to us right here. Um, so great work, fabulous work. Uh, and keep up with it because I know there's there you've got more plans. Um, so with that, um, I will ask to vote on the two amendments. I would I would just add Sorry. Yeah. Go ahead, Councelor Croissanti. Sorry, I I would put my hand up. Maybe you didn't see me, but no, I also just want to uh echo what has been said and uh we we have to have tools is one thing, but how we use these tools is uh really where the magic comes from. Um, you know, we have an enhanced dashboard. We have neighborhood maps, seven years of data. These the these are are great new tools to have at our disposal, but at the end of the day, our constituents want to feel that they're getting enhanced customer service experience as well. So, I would um encourage every department to u take this information. That's powerful information to have, but if we don't act on it, and councelor An's motion is is an important motion that that speaks to that as well. Uh, so it's uh the it's it's one thing to report service levels, but we also need to include and report on the resolutions to all these um level of service. You know when we have uh just like the noise uh issue itself very complex issue uh we have 82.5% uh level of of u service but that speaks to the u the number of of phone interactions but it doesn't speak to the resolution. So there's a bit more work to be done but thank you very much. We've got a great opportunities here ahead of us and I know that all this will result in better service for our constituents across the city. Thank you. Thank you, Councelor Croanti. So on councelor Aninsley's amendment, all those in favor? Any opposed? That's carried. On my amendment, all those in favor? Any opposed? That's carried. And on the item as amended, all those in favor, any opposed, that is carried. Madam clerk, I'm just confirming with you that we have dealt with all matters of business. That concludes business. That is a conclusion of the business for today. Thank you very much everyone. Meeting adjourned.

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