►
Description
Finance and Economic Development Committee meeting of October 6, 2020 - audio stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
B
A
A
A
D
Thank
you,
mr
mayor,
that
the
following
bylaw
of
the
city
of
ottawa,
be
given
three
readings
and
enacted
by
by
the
finance
economic
development
committee,
in
accordance
with
the
delegated
authority
by
law.
Three
reading
by
about
the
city
of
ottawa,
to
authorize
the
borrowing
of
the
money
and
bank
loan
in
principal
amount
of
six
six
million
toward
the
cost
of
certain
capital
works
after
silifaro.
D
A
D
Mr
mayor
blumenthal,
whereas
the
economic
development
and
innovation
department
has
been
undertaking
a
review
of
the
downtown
read
or
bia
boundaries,
following
a
request
from
this
bia
board
to
consider
a
boundary
adjustment
and
where
city
staff
have
been
consulting
with
the
downtown
guido
bia
board
to
finalize
the
proposed
boundary
maps
on
the
property
to
be
included,
therefore
be
resolved.
The
downtown
radio
business
improvement
area
boundary
adjustment
report.
We
refer
back
to
the
economic
development
and
innovation
department
for
further
review
on
consultation
with
the
downtown
rio
bia
board.
D
A
A
Planning
and
infrastructure,
urbanism
infrastructure,
brownfield
redevelopment,
community
improvement
plan,
update
and
amendments.
There's,
a
technical
amendment
from
councillor
harter
as
chair
of
the
planning
committee
staff
are
prepared
to
do
a
presentation.
Does
anyone
like
to
have
a
presentation
on
this
item
so
counselor
harder?
Can
you
introduce
the
technical
amendment
this
tries
to
capture
those
proposals,
as
I
understand
a
counselor
that
were
caught
in
the
the
process
to
get
them
through
before
the
new
rules
come
into
effect.
B
A
A
A
E
E
Thank
you
very
much,
and
this
is
a
an
item
that
was
brought
to
our
attention
by
our
finance
staff
and
dovetails
both
you
have
a
copy
in
front
of.
You
dovetails
both
a
request
from
our
city,
our
council
february
13
2013
to
the
province
of
ontario,
to
review
the
eligibility
criteria
and
limit
the
access
to
the
rebate
period
to
three
years
for
certain
kinds
of
derelict
properties,
and
also
upon
a
resolution
of
the
haldeman
county
council,
where
they
brought
this
to
the
minister
of
finance's
attention.
E
Essentially,
what
it
is
is
a
request
that
the
the
ministry
of
finance
go
back
and
look
at
the
legislation
with
respect
to
the
vacancy
rebate
program,
because
it's
been
found
that
it's
not
being
used
with
the
spirit
of
the
of
the
legislation.
The
spirit
of
legislation
is
such
that
that
properties,
if
they're
vacant,
there's
a
tax
break
to
the
owners
so
that
they
can
receive
that
tax
break
while
they're
trying
to
rent
it.
It's
not
meant
to
be
an
opportunity
for
them
to
get
out
of
paying
taxes.
E
So
it's
very
lengthy,
but
you
have
a
copy
in
front
of
you.
What
I'm
requesting
is
that
it
be
resolved
that
the
city
support
the
resolution
from
haldeman
county
and
request
that
the
minister
of
finance
and
the
minister
municipal
affairs
review
the
eligibility
criteria
for
property
tax
rebates
for
vacancies.
Pursuant
to
section
364.
The
municipal
act
2001
to
ensure
that
the
eligibility
criteria
reflects
the
intent
of
the
legislation
and
consider
the
impact
on
municipal
revenues.
A
A
So
there
are
two
issues
here:
there's
there's
one
that
is,
I
think,
very
relevant
that
counselor
taylor
has
brought
forward
so
that
we
close
any
loopholes
on
a
go
forward
basis.
But
also
we
have
that
outstanding
request
from
the
provincial
government
that
they
do
something
to
ensure
that
these
derelict
properties
are
not
being
rewarded
and
the
owners
are
not
being
rewarded
with
a
lower
tax
rate.
I
think
it's
patently
unfair
to
those
men
and
women
who
keep
their
built
buildings
in
good,
proper,
decent
condition.
F
F
F
F
G
We
absolutely
want
the
participation
from
all
the
communities
in
in
ottawa,
francophone
osgood
goldberg-
to
to
participate
in
ottawa
2017,
and
this
is
this
is
one
way
so
it
is.
It
is
a
an
important
and
thank
you
for
passing
the
the
motion
earlier
today
on
on
the
on
the
logos
and
the
branding
that
we
are
trying
to
get
going
for
auto
2017.
So.
D
Well,
thank
you
samir
and
for
your
good
work
on
a
committee
and
also
to
to
engage
our
community
at
large
with
the
2017,
also
for
your
endorsement
to
have
the
bia
of
the
city
of
ottawa
also
or
what
we
call
council
of
bia
to
be
involved.
So
I
want
to
thank
you
and
mr
mayor.
I
would
like
to
thank
michelle
our
french
language
manager,
for
working
closely
with
jamae,
presenting
our
comprehensive
business
plan
until
2018
fulfilled
testimony.
A
Proposed
2016-2018
budget,
we
have
the
process.
We
have
one
motion
from
council,
al
shantira
technical
amendment,
we'll
just
ask
him
to
present
that
then
I
have
some
remarks
and
we
have
a
presentation
and
then
counselor
egg
lie
has
a
direction
to
staff
and
then
we'll
open
it
up
for
questions.
So
council
al
shanterian,
a
technical
amendment
with
respect
to
the
dates.
D
Thank
you.
Thank
you,
mr
mayor.
This
technical
amendment
speak
about
the
budget
timeline,
whereas
the
report,
the
proposed
2016
budget
timeline
and
2016
2018
budget
direction,
including
a
proposed
2016
budget
timeline
and
document,
run
where
errors
in
the
date
listed
for
the
table
of
the
draft
budget
with
with
council
and
for
consideration
of
the
budget
for
the
ottawa
public
library
board
on
the
ottawa
public
health
board.
D
Therefore,
we
resolve
that
the
following
date
in
document
1
be
amended
as
followed
in
part
2
table
of
draft
budget
with
council
november
12
thursday
in
part
4
ottawa,
public
library
board
december
1st
tuesday,
in
part
four
public
health
board
december
7
monday
in
part
four
audit
committee
november
26
thursday.
This
is
the
amendment
any.
A
Questions
on
the
amendment
carried
okay,
I'd
like
to
begin
by
thanking
our
treasurer,
our
city
manager
and
their
teams
for
their
hard
work.
On
this
document.
Five
years
ago,
the
city
council
decided
to
bring
greater
financial
discipline
to
the
budget
process.
We
did
this
by
enacting
a
predictable,
affordable
tax
target.
It
allowed
us
to
set
a
goal
and
work
hard
to
deliver
on
that
commitment.
A
A
To
look
at
this
matter
before
us
today,
it
is
proposed
that
we
continue
this
fiscal
discipline.
In
brief,
the
budget
guidelines
document
lays
out
a
solid
plan
to
continue
this
predictable,
realistic
strategy.
It
also
asks
staff
to
come
back
with
recommended
efficiencies
and
solutions
that
do
not
affect
our
core
services
and
priorities.
A
And
that's
what
we'll
be
doing
in
the
coming
months:
in
a
three
billion
dollar
organization,
there
are
certainly
many
ways
to
save
money
and
find
efficiencies.
Maybe
there
are
five.
There
are
five
step
processes
that
only
need
three
steps.
Maybe
we
don't
need
so
many
levels
of
middle
management.
In
some
areas.
Maybe
there
are
buildings
and
properties
that
can
be
consolidated
or
can
be
sold.
A
It's
obvious
to
me
that
if
their
revenue
was
down
by
one
percent,
that
family
or
business
would
immediately
start
to
problem
solve,
they
would
find
solutions
for
pairing
back
their
spending.
I'm
certain
that
it
would
not
be
that
challenging
for
most
to
find
one
or
two
cents
out
of
every
dollar
to
save.
A
A
Bayview,
we
will
still
invest
record
amounts
in
affordable
housing
and
we
will
still
provide
excellent
core
services
and
frontline
services
at
an
affordable
price.
Despite
our
budget
challenges,
we
will
maintain
our
commitments
to
build
a
more
compassionate,
sustainable
and
dynamic
city.
I'm
asking
members
committee
and
council
to
show
sensible,
responsible
leadership
by
supporting
these
recommendations.
Today,
let's
maintain
our
commitment
to
set
a
low,
affordable
tax
target
for
the
coming
years.
With
an
uncertain
economy,
residents
are
seeing
their
own
personal
investments
and
retirement
plans
facing
some
challenging
times.
A
Let's
do
what
we
can
to
give
some
certainty
and
predictability
for
their
own
family
budget
and,
let's
not
forget
the
property
tax
bill
can
be
a
significant
expense
for
many
in
our
community
for
those
living
on
fixed
incomes,
particularly
our
seniors.
A
high
tax
bill
could
mean
the
difference
between
home
ownership
and
foreclosure.
A
Let's
not
download
our
own
budget
challenges
on
the
back
of
families.
We
need
to
be
cognizant
of
the
impact
on
our
small
businesses
as
well.
I've
walked
down
along
many
commercial
streets
in
the
downtown
core
and
I've
been
concerned
by
the
impact
that
impact
reassessments
will
have
on
business
owners.
The
municipal
property
assessment
corporation,
our
two
percent
tax,
will
pair
pale
in
comparison
to
what
they
might
feel
during
the
next
round
of
reassessments
in
two
thousand.
A
Seventeen
and
I've
seen
evidence
of
this
through
the
for
sale
or
lease
signs,
and
many
windows
on
bank
street
beechwood,
elgin
richmond
to
name
a
few.
Some
properties
in
the
corps
have
seen
a
tax
shift
of
up
to
8.5
percent
over
the
last
few
years.
Due
to
reassessment
even
before
council
considered
any
tax
increase
at
all,
we
need
to
keep
taxes
low
so
that
we
do
not
make
it
more
difficult
for
these
businesses
to
afford
office
or
storefront
space.
A
A
H
H
we're
going
to
talk
about
why
we
had
to
do
a
multi-year
approach
this
time,
what
we
are
proposing,
as
both
your
budget
envelopes,
your
tax
targets
and
the
strategies
both
for
the
city-wide
transit
and
for
water
and
sewer,
and
then
we
will
look
specifically
at
the
2016
time
table.
This
is
a
very
high
level
discussion,
as
it
always
is
at
time
at
when
we're
setting
the
budget
guideline.
H
I
know
you're
all
interested
in
knowing
the
details
about
what's
the
rate
going
increase
going
to
be
for
swimming
lessons
or
for
how
much
more
are
we
spending
on
fuel?
But
those
are
details
that
I
don't
have
at
this
point
in
time.
We
are
working
on
those
now
and
those
will
all
become
known
when
we
table
the
budget
on
november,
the
12th.
H
So
the
budget
process
that
you
approved
as
part
of
the
governance
report
basically
said
that
the
treasurer
would
come
to
committee
and
council
with
a
direction
report
prior
to
the
development
of
the
draft
budgets.
You
also
changed
your
consultation
process,
so
you
have
been
out
consulting
with
the
public
prior
to
the
draft
budgets
being
delivered
as
well.
H
H
So
this
would
allow
looking
at
it
over
a
longer
term,
allows
us
to
develop
and
implement
strategies
that
allow
us
to
achieve
your
term.
Priority
of
financial
sustainability
and
financial
sustainability
means
that
you're
keeping
your
tax
increases
at
an
affordable
level,
while
still
delivering
the
programs
and
services
that
your
residents
want
and
need,
and
maintaining
and
rehabilitating
the
infrastructure
that
we
are
responsible
for.
H
So
the
proposed
budget
directions
are
that
we
would
have
an
annual
increase
to
the
property
taxes
or
for
the
city-wide
levy.
The
city-wide
levy
pays
basically
for
all
city
services,
other
than
transit
and
a
portion
of
fire
at
1.75
percent,
and
that
this
translates
into
because
of
the
issue
that
we
have
with
the
commercial
ratios
and
the
way
we
actually
spread
property
taxes
over
the
properties
based
on
assessment
results
in
a
two
percent
increase
for
a
residential
property.
H
We
are
also
forecasting
that
your
additional
tax
revenues
you
will
generate
from
new
growth
on
the
assessment
role
is
at
one
point,
three
percent.
This
is
down
significantly
from
where
we
were
even
last
year.
We
were
at
one
point
seven,
I
think,
seven
five,
and
in
previous
years
we
were
at
two
percent.
What
you're
seeing
is,
while
the
number
the
percentage
is
lower.
H
The
the
dollar
value,
because
it's
on
a
bigger
base
is,
is
a
little
bit
larger,
but
1.3
percent
represents
basically
what
we're
seeing
out
there,
which
is
a
slowdown
in
the
overall
economy,
also
we're
requesting
that
the
boards
develop
their
budgets
within
their
pro
rata
share
of
the
tax
revenue.
So
what
does
that
look
like?
So?
A
tax
increase
of
1.75
percent
on
the
citywide
levy
only
generates
between
20.6
and
21.9
million
dollars.
H
So
the
allocation
based
on
the
what
you
adopted
in
the
government's
report
is
that
police
will
receive
an
increase
of
7.2
million
dollars
in
2016
and
will
increase
all
the
way
to
8
million
by
2018,
and
they
will
build
their
budget
in
accordance
with
that
public
health.
Very
small
portion
of
public
health
is
funded
from
the
municipality,
so
their
share
is
only
300
000
and
it
goes
up
to
400
000
by
2018.
H
public
library,
again,
not
a
particularly
large
allocation
to
them
because
of
the
size
of
their
budget.
A
million
dollars
in
tax
revenue
in
2016,
going
to
1.3
in
2018,
and
then
the
auditor
general,
because
he
is
outside
of
the
city
administration
gets
a
small
increase.
Forty
thousand
dollars
goes
up
to
fifty
thousand,
so
that
leaves
once
you
allocate
those
funds
to
the
various
other
boards,
and
agencies
leaves
27.4
million
in
2016
for
all
the
city
services
other
than
transit
and
rate,
and
that
goes
to
28
million
dollars
in
so
that's
the
envelope
size.
H
So
then,
the
next
thing
we
did
in
looking
at
this
in
a
multi-year
approach
was
we
looked
at?
What
do
we
need
to
fix
going
into
2016
and
then
what
are
our
pressures
are
ongoing
pressures
in
16,
17
and
18
from
all
the
other
activities
that
we
have
so
the
base
pressures
which
are
really
the
the
crux
of
what
we're
talking
about
for
2016,
include
things
like
addressing
the
winter
maintenance
costs,
bringing
that
budget
to
a
level.
H
So
those
are
the
base
pressures
going
into
2016,
but
then,
in
addition
to
that,
you
also
have
all
your
regular
pressures
to
maintain
the
services
that
you
have.
So
you
have
your
your
contract
settlements
in
2016..
You
have
changes
to
your
benefits.
You
have
increases
in
your
energy
costs.
Electricity,
in
particular,
is
is
rising
at
a
fairly
steep
rate,
and
you
have
inflation
on
all
your
goods
and
services,
and
then,
on
top
of
that,
you
have
your
growth,
so
we
still
have
new
infrastructure
that
we
have
to
maintain.
H
Maintaining
services
here
is
roughly
34
million
dollars
a
year
and
that's,
I
think,
is
based
on
very
fairly
conservative
assumptions
about
what
the
rate
of
of
inflation
will
be.
Growth
is
approximately
11
million
dollars
a
year
and
it
drops
in
2018
because
I
don't
think
we
have
any
facilities
opening
in
that
date
in
that
year,
your
strategic
initiatives,
that's
the
one
thing
I
can
talk
to
you
about
in
in
detail
ad
nauseam,
because
you've
already
approved
all
of
those
through
your
term
a
council
priority
setting
session.
H
You
already
have
established
what
strategic
initiatives
you
want
to
put
forward
and
how
they
will
be
funded.
So
you
have
projected
pressures
ranging
from
63
million
in
2016
to
52
million
in
2018.,
when
we
apply
the
taxes
that
we
had
on
the
other
side,
that
leaves
you
with
net
pressures
of
what
we
have
to
find
of
36
million
and
16
to
24
million
in
18..
As
you
can
see,
it's
pretty
front
end
loaded,
it's
a
very
heavy
number
for
2016,
and
then
it
gets
significantly
lighter
in
the
last
two
years.
H
So
how
are
we
going
to
deal
with
that?
Roughly
80
million
dollars
in
in
pressures
over
the
next
three
years?
There's
a
number
of
strategies
that
we're
putting
forward.
These
are
just
examples.
These
are
not
exclusive.
There
are
will
be
a
number
of
other
items
that
will
be
identified
and
put
forward
and
presented
to
you
as
part
of
the
budget,
but
right
now
we
know
that
we
need
to
identify
reductions
that
do
not
affect
service
delivery,
service,
delivery
standards
and
so
on
are
the
responsibility
of
council
to
change
not
of
the
administration.
H
So
our
objective
is
to
find
opportunities
and
ways
to
deliver
the
same
services,
but
at
less
cost
we
will
be
reviewing
and
adjusting
all
the
current
revenue
budgets.
So,
for
example,
sponsorship
will
go
down,
but
there
are
other
areas
where
we
know
that
we've
overachieved
revenues
and
we
will
be
adjusting
those
upwards.
H
H
H
We
will
also
be
looking
at
establishing
a
corporate
efficiency
target
that
will
generate
productivity
savings
from
across
the
corporation
writ
large.
Some
of
these
include
looking
at
administrative
restructuring.
Are
there
areas
that
can
be
consolidated,
centralized
or
even
decentralized?
If
that
makes
more
sense,
can
we
rationalize
our
accommodations?
H
The
city
of
ottawa
is
a
big
user
of
space.
We
have
a
lot
of
buildings.
What
can
we
do
to
make
certain
that
we've
got
the
facilities
that
we
have
are
fully
utilized
and
the
ones
we
don't
need
are
disposed
of?
Reviewing
the
summer
student
program,
we
have
hire
a
large
number
of
summer
students.
A
look
at
that
as
to
whether
that's
an
effective
use
of
of
taxpayers
dollars
is
probably
warranted
at
this
time
and
then
another
example
is
reviewing
fleet
standards.
How
many
vehicles
do
we
have?
Who
are
they
assigned
to?
H
What
are
they
used
for?
Is
there
another
way
to
provide
that
fleet,
but
maybe
with
a
different,
a
different
program,
more
pooling,
as
opposed
to
individual
allocation
of
vehicles?
The
next
thing,
we'll
be
doing
is
we'll
be
establishing
specific,
departmental
efficiency
targets
based
on
an
operational
review
of
various
areas.
Already
we
know
that
we
will
have
targets
assigned
to
winter
operations,
and
mr
wally's
already
been
talking
about
the
work
that
he's
having
done
by
kpmg
to
identify
areas
where
they
can
reduce
their
costs.
H
The
problem
that
I
identified
before,
though,
is
because
we
need
a
long-term
strategy,
because
it's
so
front-ended
what
we're
recommending
is
that
for
2016
and
17
is
that
we
bring
in
a
one-time
source
of
revenue
to
able
basically
to
give
us
enough
runway,
to
launch
an
efficiency
program
and
find
the
savings
that
are
needed.
So
for
2016.
H
We
are
recommending
that
the
fleet
and
equipment
reserve
that
we,
I
think
the
mayor
said.
We
were
going
on
a
truck
diet,
that
we
defer
the
replacement
of
the
23
million
dollars
in
vehicles
that
were
planned
for
2016,
and
instead
we
use
some
of
that
money
to
actually
go
into
as
a
one-time
source
of
revenue.
To
offset
some
of
the
pressures
in
2016.
H
Allowing
us
to
then
find
the
solutions
for
those
pressures
in
17
and
18.,
while
23
million
in
deferral
of
purchases
of
fleet
might
seem
dramatic.
I
will
tell
you
that
the
plan
is
to,
if
there's
increased,
maintenance,
that's
required
to
allow
some
of
the
fleet
money
in
the
reserve
to
go
back
to
augment
the
maintenance.
If
there
are
cases
that
need
to
be
where
a
vehicle
actually
does
need
to
be
replaced
that
when
you
look
at
it,
there's
no
other
decision
to
be
made
that
will
come
back
and
be
dealt
with
on
a
case-by-case
basis.
H
H
It
becomes
a
little
bit
more
in
17
and
18,
but
strategies
around
that
then
there's
efficiencies
and
base
adjustments,
we're
looking
between
anywhere
between
13
and
you
can
see
it
grows.
The
efficiency
grows
to
almost
18
million
dollars
in
2018,
and
then
we
bring
in
the
one-time
funding
from
the
fleet
reserve
of
eleven
and
a
half
million.
So
there
you're
balanced
in
2016.
and,
as
you
know,
we
are
required
to
table
a
balanced
budget,
but
that
11
and
a
half
million
of
one
time
gets
carried
forward
into
2017
and
again.
H
So
the
base
pressures
for
transit.
Again,
we
have
significant
issues
from
2015
that
need
to
be
addressed
in
2016.,
primarily
around
maintenance
costs.
But
we've
also
identified
that
the
insurance
claims
provision
needs
to
be
increased
and
we
have
a
an
adjustment
that
needs
to
be
made
in
our
projections
for
fair
revenues,
given
the
basically
flat
small
decrease
in
ridership
that
we're
seeing
this
year,
and
then,
on
top
of
that,
you
add
all
the
maintained
costs
which
are
the
future
increases
in
their
labor
contracts,
inflation's
on
energy
goods
and
services.
H
So
the
base
adjustments
for
transit
in
2016
are
significant.
13.9
million
dollars
is
what
we
need
to
adjust
for,
based
on
what
they're
achieving
in
2015.
they
have
roughly
between
10
to
15
million
dollars
a
year
in
maintained
costs.
2018
is
a
bit
of
an
odd
year.
We
put
an
asterisk
beside
it.
You'll
notice
that
their
maintain
costs
are
23
million.
H
But
right
now
with
what
we
know,
there's
a
23.5
million
dollar
just
to
maintain.
There
is
no
growth
forecasted
for
transit
services.
Over
those
three
years
in
a
lot
in
accordance
with
what
you
had
approved
as
their
affordability
model,
so
looking
at
their
what
two
and
a
half
percent
tax
increase
generates
for
them
and
their
share
of
assessment
growth,
they
have
between
nine
to
ten
million
dollars
to
offset
those
pressures
which
leaves
them
with
net
pressures
between
of
approximately
15
million
dollars
and
it's
lower
in
2017..
H
So
how
is
transit
planning
to
deal
with
those
pressures?
First
of
all
is
they
are
establishing
an
efficiency
target
and
they
will
have
base
budget
adjustments
and
they
will
generate
to
generate
productivity
improvements.
They
have
already
started
the
reorganization
work
that
they
need
to
do
to
get
themselves
ready
for
20,
mid
2018
and
what
structure
they
need
to
have
in
that
time,
and
that
will
continue.
H
They
will
be
looking
at
revenue
options
consisting
of
a
pricing
review
of
the
various
fare
instruments,
sufficient
to
move
that
toward
council's
revenue
cost
target
of
55
percent.
If
they
do
not
move
towards
it,
the
intent
is
that
they
would
actually
try
to
maintain
what
they
already
had
and
not
to
move
away
from
it.
H
H
Revenues
basically
and
user
fees
are
pretty
much
constant,
six
six
and
it
jumps
up
in
2018
because
there's
assumptions
about
ridership
and
what
opening
the
confederation
line
will
do
to
in
terms
of
ridership
so
again,
there's
they
have
found
ways
or
they
will
find
ways
to
balance
this.
At
the
end
of
the
day
between
the
tax
increase
and
what
they've
gone
on
for
budget
strategies,
you
will
have
a
balanced
budget
for
your
transit
services,
water
and
sewer
budgets.
H
So,
just
quickly,
looking
at
the
capital
budgets,
the
capital
budgets,
as
you
know,
are
built
based
on
a
whole
bunch
of
planning
that
you,
as
council,
have
approved
over
the
years.
Your
transportation
master
plan,
your
infrastructure
services,
master
plan,
your
development
charges,
background
study,
but
as
well,
you
have
your
state
of
good
repair.
Your
capital
asset
plan
that
infrastructure
services
looks
after
they
all
inform
what
you're
going
to
be
spending
for
capital
in
the
next
three
years.
H
The
strategic
initiatives
are
already
set.
That
is,
you
approve
those
as
part
of
your
term
or
council
priority
setting
session.
So
you
know
exactly
which
capital
projects
will
be
included
in
the
budget
for
the
next
three
years:
the
debt
financing.
Again,
we
are
limited
by
your
fiscal
framework,
which
basically
has
us
only
issuing
or
authorizing
debt
equivalent
to
the
amount
that's
retiring
in
the
year.
Unless
it's
for
a
project,
that's
considered
a
legacy
project,
and
I
do
not
believe
we
have
any
well.
H
I
did
haven't
seen
any
yet
in
this
next
three
years.
Again,
though,
we
are
addressing
your
the
big
concern
that
was
raised.
In
the
last
time,
we
had
the
long-range
financial
plan,
which
was
how
much
you're
spending
on
rehabilitation
of
the
assets
you
currently
own,
and
there
are
additional
funds
built
into
this
budget
in
each
of
the
three
years
to
increase
the
amount
of
contribution
to
capital
beyond
inflation.
H
Look
like
this,
as
you
can
see,
on
the
very
first
line
for
tax
support,
renewal
of
city
assets,
you're
increasing
that
every
year
your
growth
is
there's
some
big
growth
numbers
sort
of
back-ended,
but
this
would
reflect
what
you
had
approved
as
part
of
the
development
charges.
Background
study
and
the
strategic
initiatives
are
all
ones
that
you
have
already
approved
through
the
si
process.
H
The
big
strategic
initiative
in
2018,
which
is
the
causing
the
221,
is
that
your
first
or
your
first
big
chunk
of
stage
2
of
light
rail
rate
supported,
is
roughly
it's
going
from
288
to
307
million
over
the
time
period.
You're
continuing
to
invest
in
the
renewal
of
rate
supported
assets
to
be
able
to
provide
those
valuable
services
to
residents
so
the
timetable.
As
we
mentioned
november
12th,
all
the
budgets
will
be
tabled
with
the
council
and
the
various
boards
and
commissions.
H
A
G
G
We
only
have
so
many
reserves
and
we
don't
want
to
have
to
rely
on
them
to
parachute
us
out
of
these
these
situations
again
and
again,
however,
I
believe
two
percent
can
work
if
it's
coupled
with
a
more
formal
and
rigorous
approach
to
cost
savings.
I
don't
want
to
find
out
too
late
that
these
initiatives
are
not
happening
or
they
or
that
they
are
not
as
effective
as
they
are
predicted
to
be.
D
Yeah,
thank
you,
mr
mayor,
and,
and
I
know
I
will
be
all
over
the
map
with
those
questions,
but
I
need
to
understand
them.
So
in
order
for
me
to
prepare
for
the
budget
so-
and
I
know
maybe
later
on
in
a
budget
detail,
book
will
show
that,
are
we
expecting
the
same
endowment
from
hydro
ottawa
this
year
than
we
did
in
the
last
year
or
the
number
less
or
more.
H
D
H
The
unfunded
liability
is
it's
a
bit
of
a
tricky
question
only
because
what
you're
getting
is
an
actuarial
number
and
the
biggest
driver
on
what
that
number
is
is
what
the
discount
rate
is
the
rate
of
interest.
So
in
a
low
interest
rate
environment
that
number
gets
bigger.
So
if
the
interest
rates
go
up
isabelle
and
I
will
look
like
heroes
because
that
number
will
drop,
but
we
will
not
have
done
anything.
H
So
what
we
have,
though,
is
a
plan
in
place
to
deal
with
unfunded
liabilities
that
was
approved
a
couple
of
years
ago.
We
are
looking
at
that
again
and
we'll
be
bringing
that
forward
to
fedco
in
the
new
year
to
reconsider
what
we
had
on
the
list
and
and
our
strategies
moving
forward.
You
know
you're
making
progress
in
some
areas.
H
Your
vacation
liability,
for
example,
is,
is
gradually
shrinking,
but
when
wsib
adds
on
a
whole
list
of
new
cancers
that
number's
going
to
go
up-
and
the
question
is-
is
how
are
you
addressing
that
in
your
budget?
So
we
are
addressing
those
liabilities
that
come
real
in
any
year
in
the
budget,
but
your
unfunded
portion,
the
part
that
the
actuaries
tell
you
that's
the
value
of
everything,
your
you
have
unfunded
and
it
goes
out
for
25
years
or
whatever
the
question
becomes.
H
How
much
of
that
do
you
actually
want
to
have
set
aside
or
how
much
do
you
or
do
you
just
want
to
deal
with
it
each
budget
as
it
comes
as
it
materializes?
So
I'm
sorry,
I
can't
give
you
a
better
answer
at
this
point
in
time,
but
we
are
planning
on
bringing
that
back
to
you
to
make
certain
you
understand
where
we
are
with
unfunded
liabilities
and
how
comfortable
you
are
with
the
strategies
that
we've
adopted
and
and
the
progress
we're
making
to
date.
D
D
Perhaps
we
have-
and
I
think
that's
a
quite
a
bit
of
a
saving
from
from
the
capital
budget
is
some
of
that
funding
is
in
the
in
the
capital,
is
going
to
be
transferred
to
operation,
because
right
now
we're
no
longer
collecting
for
this,
and
that's
quite
a
bit
of
number
so
like
first
of
all,
kudos
to
staff
or
coming
that
way,
dealing
with
something,
because
the
technology
is
changing
a
lot
quicker
than
what
we
are
changing
our.
So
it
is
a
good
idea
not
to
be
in
a
purchase
versus
leasing
or
upgrading.
H
So
we'll
be
looking
at
that
with
a
number
of
the
things
that
the
city
does.
It
is
a
is
probably
a
prime
example.
Do
we
need
to
have
all
those
servers
or
is
there
a
way
that
we
can
move
those
out
into?
I
hate
to
use
the
word,
but
the
cloud
like
can
it
can
it
be
provided
by
the
private
sector
and
the
city
gets
out
of
the
direct
delivery
or
ownership
of
those
particular
assets?
H
So
that's
a
continual
ongoing
discussion
that
we're
having
and
it'll
probably
be
accelerated
as
a
result
of
of
looking
at
trying
to
find
savings
within
the
budget,
because,
typically,
what
you
find
is
that
your
contribution
to
capital
will
be
a
little
bit
higher
than
your
lease
cost,
because
you've
built
in
there.
The
fact
that
you
need
to
replace
it
in
at
a
later
date.
D
H
D
H
J
Thank
you,
mr
mayor,
with
respect
to
council
aguila's
motion.
I
believe
that's
entirely
consistent
with
the
committee's
approach
to
date
for
seeking
efficiencies
that
will
produce
savings
for
the
taxpayer.
However,
I
must
say
I'm
surprised
that
we're
not
already
doing
that
as
part
of
our
management
process
here
in
the
city
I'll,
be
looking
for
staff
to
place
a
very
clear
priority
on
the
potential
reductions
that
target
administrative
costs
versus
the
core
services
that
our
residents
depend
on.
J
We
can
all
remember
back
in
all
405
when
there
was
talks
about
cutting
how
often
we
are
stopping
cutting
the
grass
reducing
snow
plowing.
That's
not
where
we're
looking
for
the
savings,
I'm
hoping
that
we
can
stay
focused
on
that.
I'd
like
to
ask
a
couple
specific
questions.
If
I
made
to
what
the
treasurer's
presentation
included,
you
highlighted
in
their
sponsorship,
what's
your
your
plan
with
the
sponsorship
piece
here.
H
The
sponsorship
budget
is
under
achieved
by
about
a
million
and
a
half
dollars
every
year.
It's
just
to
bring
it
down
to
reduce
it
by
the
million
and
a
half
so
it'll
be
at
the
level
that
we
actually
are
cheating,
so
it
won't
cause
a
deficit,
so
the
program
will
continue,
but
it's
just
being
realistic
about
what
the
actual
revenue
target
is
for
that
program.
J
Why
would
we
not
look
at
moving
that
program
to
somebody
like
economic
development?
That
knows
how
to
go
out
and
promote
new
business
and
and
seek
out
opportunities
like
that,
because
I
agree
with
you.
The
program
is
under
achieving
it's
been
very
frustrating
for
me
for
the
last
four
years
to
try
to
work
within
the
program
as
it's
established
today.
I'd
rather
see
we
just
take
it
apart
and
put
something
better
together,
because
it
does
have
great
potential.
I
We
came
up
with
some
different
strategies
in
terms
of
who
to
target
in
what
segments,
and
so
that
work
has
happened,
and,
frankly,
it's
with
that
work
that
we've
been
able
to
achieve
the
base
that
we
have
my
own
view.
I
share
the
treasurer's
perspective
that
that
is
a
realistic
target
for
revenues
at
this
point
in
time,
and
I
would
not
feel
comfortable
budgeting
continuing
to
budget
higher
revenues
and
that
it's
a
it's
a
deficit
that
we're
planning
for
in
the
budget.
J
I
don't
have
a
problem,
mr
patrick,
with
changing
the
budget
amount.
The
problem
I
have
is
with
the
approach.
For
example,
I
have
two
of
the
properties
that
are
on
that
list
that
came
out
when
the
program
was
first
introduced.
I
have
yet
in
four
years
to
have
anybody
come
to
me
with
a
proposal
for
those
properties.
The
only
proposals
we
have
evaluated
are
proposals
that
I
went
out
and
put
together
as
the
ward
councillor
or
sought
out
people
that
might
be
interested
in
doing
this.
J
I
So
chair,
the
I'm
familiar
with
the
two
initiatives
that
you're
talking
about
the
sponsorship
program
was
a
much
was
a
broader
program.
Part
of
the
problem
that
we've
had
frankly
in
terms
of
achieving
the
corporate
revenue
target
is
that
some
of
those
significant
projects,
like
the
ones
that
you've
highlighted
counselors,
are
involved
in.
They
feel
very
strongly
about
and
they're
looking
for,
the
revenue
that's
generated
from
those
to
be
reinvested
in
those
facilities
or
in
their
wards.
I
That's
part
of
the
reason
that
that
corporate
revenue
target
has
not
been
able
to
be
achieved,
but
I
I
hear
what
you're
saying,
which
is
you'd
like
to
see
some
advancement
on
initiatives
like
the
two
year
awards.
We
will
make
sure
that
that
happens,
but
I
really
think
we
should
adjust
the
budget
downwards,
and
I
hear
you
supporting.
I
agree.
Thank
you.
J
The
other
question
I
have
mr
mayor
is,
we
know
a
big
part
of
this
budget
and
every
year's
budget
is
to
do
with
our
salary
costs
and
we've
been
affected
by
the
arbitration
rulings.
The
the
I
find
it
frustrating
and
I
attended
with
councillor
taylor
and
brocklington
and
cheryl
schenkel
this
summer
to
actually
meet
with
the
provincial
minister
responsible
and
ask
them
to
to
recognize
that
this
municipality
has
budget
discipline
and
we
bring
in
the
two
percent
targets
and
we
ask
all
our
managers
to
respect
those
two
percent
targets.
J
One
of
the
suggestions
I'd
like
to
have
as
part
of
this
that
maybe
staff
could
look
at
and
report
back
to
us
is
some
sort
of
a
means
or
a
program
where
we
establish
a
dollar
figure
for
those
budgets
instead
of
a
percentage
target
and
that
way,
no
matter
what
the
arbitrator
rules.
That's
the
dollar
value
that
those
salaries
are
going
to
cost
us.
So
if
that
means
we
have
to
find
higher
efficiencies
to
deliver
2.5
versus
2
percent
on
the
salary
budgets,
then
we
would
work
with
the
stakeholders
to
do
so.
I
Chair,
I
can
tell
you
that
in
the
numbers
that
the
treasurer's
presented
to
this
this
morning,
we
have
made
a
provision
that
we
think
is
conservative,
in
that
it
is
at
the
high
end
of
what
we
would
expect
to
see
from
arbitration,
and
that
was
your
council
recall
in
the
2015
surplus
deficit
report
that
just
went
to
council.
We
had
budgeted
for
something
at
the
lower
end
of
that
settlement,
arbitrated
award
range
and
that
cost
us
in
terms
of
a
deficit
this
year,
so
we've.
I
What
we're
recommending
here
is
that
we
would
estimate
the
higher
end
of
the
range,
which
creates
a
larger
gap
which
identifies
you
know,
target
for
base
adjustments
and
efficiencies
that's
higher.
If
we
are
able
to
achieve
lower
than
that
through
higher
negotiations
or
well-prepared
arbitration
briefs,
then
that
will
be
a
contribution
towards
the
the
base
adjustment
target
that
we're
recommending
to
you
today.
I
So
we've
included
in
the
estimates,
the
the
maintenance
costs,
an
estimate,
a
dollar
value,
as
you
were
saying
earlier,
that
represents
what
we
think
would
be
the
higher
end
of
the
range
that
we
might
expect
to
see,
either
from
settlements
or
arbitrated
awards.
We
want
to
be
that's
when
I
said
we're
being
conservative
about
that.
We
want
to
include,
provide
for
the
higher
end
of
the
range
negotiate
or
conduct
an
arbitration
process
to
try
to
achieve
something.
J
Thank
you.
One
other
point
is
the
to
add
to
this
list.
I
didn't
see
it
in
here.
We
know
that
we
have
surplus
property
that
we
like
to
dispose
of
I'm
wondering
if
we
can
come
up
with
a
process
to
expedite
that
process.
You
know
it's.
We
often
see
one
or
two
pieces
of
property
on
an
agenda
here
at
fedco,
for
example.
J
I
Chair
more
than
possible,
in
fact,
that's
something
that
mr
mcnair
and
his
team
have
been
working
on
over
the
last
several
weeks.
We
actually
just
briefed
the
mayor
last
week
on
the
scope
of
what
we're
planning
to
roll
out
that
will
also
look
at
administrative
space,
also
properties,
program
properties
and
potential
efficiencies
we
can
make
in
the
footprint
of
those,
as
well
as
identifying
the
most
extensive
program
of
surplus
property
disposition
that
we
can
over
the
next
three
years
in
order
to
meet
some
of
the
targets
that
are
in
these
numbers.
J
Thank
you
and
page
14.
We
talk
about
the
strategic
initiatives
in
your
report
and
I
just
have
a
question
because
we,
the
first
big
paragraph,
says
as
approved
by
council
all
new
capital
strategic
initiatives,
that's
reflected
in
the
terms
the
council
priorities
report
are
to
be
funded
by
from
the
annual
20
million
capital
envelope,
but
in
table
five
we're
showing
strategic
initiatives
being
24
million
71
growing
to
221..
H
Then,
what
we've
included
in
there
is
because
you're
doing
20
million
of
tax
dollars,
but
there's
some
development
charges
in
there
there's
some
revenues
in
there.
So
that's
actually
the
amount,
and
that
also
includes
transit
in
there
as
well.
So
that's
why
the
number
doesn't
quite
line
up,
but
it
is
everything
that
you've
approved
plus
what
was
in
what's
being
funded
from
sis
not
coming
from
taxation.
J
And
is
it
possible,
as
part
of
your
review,
to
also
re
review
the
city's
reserves?
We
have
significant
savings
in
there.
This
year
is
one
of
the
years
that
the
reserves
are
really
going
to
come
through
for
us,
I'm
just
wondering
if
we're
going
to
start
doing
a
review
of
all
our
costs
and
where
our
money
is
and
where
it's
going,
would
it
not
be
prudent
to
do
a
review
of
the
reserve
levels
make
sure
that
they're
appropriate?
Maybe
they
can
come
down?
Maybe
they
should
be
up,
but
that
review
should
take
place.
B
That's
not
that
that
is
one
of
the
areas
that
we've
been
looking
at
and
and
looking
at
other
municipalities
and
how
they've
been
looking
at
that
they've
been
we've
spoken
to
other
municipalities,
on
how
they've
managed
their
overall
reserves
percentage
levels
compared
to
operations
or
other
metrics
to
actually
manage
it
to
a
level
that
helps
to
smooth
overall
operations.
So
we
are
looking
at
best
practices
in
that
area.
J
Thank
you,
and
last
one
for
me,
for
today,
anyway,
is
invoicing
billing.
Can
we
look
at
whether,
for
example,
we
would
be
better
off
going
to
a
hydro
ottawa
to
have
our
water
and
tax
bills
processed
or
is?
Is
the
city
system
more
efficient
and
then
maybe
we
should
be
switching
or
adding
more
to
it,
such
as
hydro.
H
A
very
timely
question
counselor
because
we've
just
finished
that
review
and
unfortunately
ottawa
hydro,
couldn't
compete
with
the
private
sector.
So
we
will
continue
to
have
our
own
system
for
billing
and
there's
just
it
was
going
to
cost
us
more
money
to
go
to
the
hydro
system
than
to
have
our
own
system.
But.
J
Why
is
it
like?
We
brought
this
up
under
service
on
ottawa
a
couple
years
ago,
the
fact
that
someone
was
being
charged,
I
think
forty
or
fifty
dollars
to
have
photocopies.
You
know
I'm
hearing
every
week
from
people
that
are
being
charged.
Fifty
sixty
dollars
just
to
change
the
address
on
their
accounts,
and
you
know
very,
very
simple
processes,
and
yet
we're
charging
these
outrageous
fees
for
it.
I
thought
under
service
ottawa,
we
were
going
to
deal
get
away
with
like
take
that
away,
but
clearly
we're
not.
So
what
can
we
do.
H
So,
first
of
all
we
have
now
you
can
get
your
water
bills
online.
Anybody
who
gets
a
water
bill
can
go
on
to
my
service
ottawa
and
see
their
actual
bill
and
print
it
from
their
own
printer.
So
they
do
not
have
to
come
to
us
and
request
a
photocopy
of
their
water
bill,
and
when
we
instituted
that
fee
counselor,
we
were
processing
something
like
20
000
requests
a
year.
It
dropped
down
to
4
000..
H
So
that's
the
significant
amount
of
work
that
was
taken
off
of
our
plate
just
because
of
the
institution
of
a
fee.
We
currently
have
we've
reduced
the
water
fee
for
when
you
change
your
name
on
a
water
bill,
but
we
still
have
a
fee
or-
and
that
is
because
we
have
to
go
in
and
it's
not
a
case
of
just
changing
the
the
name.
You
actually
have
to
go
in
and
allocate
what's
the
date.
What
was
the
water
consumption
at
that
date
start
a
new
account.
H
It's
a
more
difficult
process
than
you
would
think,
and
we
have
done
a
process
where
we
have
captured.
How
much
are
the
costs
actually
and
that's
what
we're
charging
you
approved
that
a
couple
of
years
ago,
when
you
approved
a
a
document,
which
is
our
procedure
in
figuring
out
how
we
calculate
our
fees
and
that's
the
rate
we're
at
with
the
movement
from
having
to
send
a
meter
reader
out
to
actually
take
a
read
to
what
we
get
now
the
electronic
information
inside.
H
A
I
Thank
you,
chair,
just
counselor,
you
had
started
off
your
comments
and
expressing
support
for
councillor
eyes
motion,
but
also
some
surprise
that
we
aren't
already
doing
that
work,
and
I
just
want
to
make
sure
that
you
don't
need
to
be
surprised.
We
do
do
a
lot
of
the
elements
of
that
motion,
in
particular,
focusing
on
the
status
of
actual
expenditures
against
budget
and
variances.
I
But
the
emotion
you
know
goes
beyond
that
and
talks
about
what
I
focused
on
was,
and
I
think
the
intent
of
the
motion
is
that
council
would
like
to
see
a
more
formalized
comprehensive
process,
particularly
particularly
with
respect
to
identifying
efficiencies
and
reporting
on
how
management
intends
to
achieve
those
efficiencies
and
then
actual
success.
In
doing
so.
I
C
Thank
you,
mr
mayor.
I
have
a
number
of
questions
I
just
wanted
to
start
by
saying.
I
certainly
absolutely
agree
with
you
that
it
is
incumbent
upon
this
council
to
work
hard
to
keep
taxes
as
low
as
possible
and
to
be
as
efficient
as
we
can
with
every
tax
dollar
that
we
spend.
I
didn't,
however,
agree
with
your
initial
statement
that
every
member
of
this
committee
campaigned
on
two
percent
or
less
because
I
I
didn't
campaign
on
a
number,
and
I
just
wanted
to
make
that
point.
C
My
first
question
to
you
is
around
what
appears
to
be
a
recommendation
to
one
multi-year
operating
deficits
and
then
backfill
the
deficit
with
capital
one-time
resources.
My
impression
was
that
local
governments
aren't
allowed
to
run
deficits.
Maybe
this
is
a
paper
exercise,
but
it
appears
like
a
deficit
in
the
way
that
it's
presented.
So
can
you
just
comment
on
the
legislation
and
how
much
flexibility
there
is.
H
The
legislation
requires
that
we
have
a
balanced
budget,
which
means
that
our
revenues
have
to
match
our
expenditures
and
that's
exactly
what
we're
proposing
here,
so
the
expenditures
that
additional
expenditures
in
2016
will
be
partially
offset
by
taking
money
that
would
have
been
spent
on
fleet
and
spending
it
on
something
else.
But
it's
it's
it's
all
tax
dollars,
so,
whether
you
spend
it
on
a
vehicle
or
whether
you
spend
it
on
winter
maintenance,
it's
still
a
tax
dollar,
so
it's
balanced
at
the
end.
C
C
H
C
H
No
because
a
lot
of
the
pressures
that
you
have
in
2016,
first
of
all,
some
of
that
is
coming
from
the
water
area,
so
that's
dealt
with
outside
of
this.
A
number
of
those
things
were
again
one
time
which
we
don't
anticipate
to
repeat
so
we're
not
we're
not
adjusting
for
one-time
issues
in
the
budget
so,
but
your
target
overall
is
about
four
percent.
C
H
C
I
I
just
want
to
understand
what
they
like
what
the
target
is,
but
I
we
can
talk
about
that
a
little
bit
more
offline,
mr
kirkpatrick,
my
next
question
to
you
is
to
you
in
terms
of
these
efficiencies.
Last
year
I
was
asking
when
we
built
the
budget
about
how
much
risk
was
built
into
the
budget,
because
I
I
was
quite
concerned
that
there
were
things
in
there
that
were
unattainable
and
unachievable,
and
we
were
going
to
end
up
with
a
deficit
which
seems
to
have
come
to
pass.
C
So
I
guess,
when
we're
looking
at
building
a
2016
budget
with
efficiency
targets
and
there's
not
a
lot
of
narrative
around
those
efficiency
targets
and
how
we're
going
to
achieve
that.
Mr
kirkpatrick,
I
want
to
hear
from
you
where
you
start
to
find
those
efficiencies
and
how
confident
you
are
in
the
attainability
of
that.
I
I
You
know
we're
looking
at
about
a
30
million
dollar
target
over
those
three
years
and,
as
the
treasurer
is
indicating
in
our
presentation,
that
is
very
front-ended,
but
we
were
recommending
a
strategy
in
order
to,
as
in
the
treasurer's
words,
to
create
some
runway
for
ourselves.
That
would
allow
us,
you
know
a
target
of
about
8
million,
10
million
and
12
million
in
2016,
17
and
18.,
given
that
strategy
to
create
that
runway,
I
that
will
be
work
for
sure,
but
I
am
comfortable
with
savings
targets
in
that
range.
I
C
I
just
wanted
to
give
you
my
priority.
As
a
member
of
council
in
terms
of
finding
efficiencies
and
the
city
treasurer
said
that
we
would
assign
efficiencies
across
the
corporation
to
all
departments,
my
preference
would
be
to
to
look
for
more
efficiencies
internal
to
the
organization
than
frontline
services,
so
the
ones
that
are
in
the
community.
C
The
things
that
interface
with
the
with
the
residents
every
day
are
the
ones
that
I
think
should
be
the
last
to
be
addressed,
the
ones
that
are
internal
here,
our
programs
and
our
systems,
and
the
way
that
we
deliver
services
that
really
doesn't
have
a
big
impact
on
the
public.
I
think
that
we
need
to
start
there
and
look
for
how
we
might
change
our
operations
internally
to
address
these
efficiencies,
as
opposed
to
externally
front
line
services
to
the
community.
So
that
would
just
be
my
view
as
a
call.
Okay.
I
Thank
you,
chairman
fina
councillor.
I
think
I
know
what
your
the
intent
is,
but
just
to
be
clear,
we'll
be
looking
for
efficiencies
everywhere
and,
as
you
know,
most
of
our
spending
is
in
the
front
line
service
area,
so
it'll
be
winter.
Maintenance
is
a
good
example
of
that
you've
already
heard
at
the
last
fedco
meeting,
some
of
mr
wiley's
plans
to
try
to
identify
efficiencies
in
winter
maintenance.
I
I
think,
if
I
just
be
clear,
I
think
what
you're
talking
about
is
you
don't
want
to
see
service
level,
adjustments
in
frontline
services,
and
we
understand
that
use
the
language
that
the
mayor
used
in
his
presentation.
We
get
that
the
council's
focus
is
to
protect
core
services
and
council
service
priorities
and
we'll
do
so.
C
I
So
we
do
have
a
policy
watch
as
an
example.
I
was
just
in
discussions
with
mr
carlton
of
fcm
last
month
and
we'll
be
having
some
phone
calls
with
some
of
this
myself
and
some
of
my
peers
in
some
of
the
major
canadian
cities.
A
lot
of
that's
very
focused,
as
you
might
expect,
on
infrastructure
and
capital
programs.
But
there
is
the
potential
we
think
for
results
of
the
federal
election
to
have
impacts
on
things
like
social
housing
and
others.
I
So,
and
I
know
you're
very
well
versed
in
these
things,
counselor,
but
most
of
the
policy
agenda
items
that
fcm
does
a
good
job
on
behalf
of
the
canadian
municipalities
and
in
pushing
the
federal
government
on
from
a
policy
perspective,
we're
watching
all
of
those,
and
there
is
the
potential
depending
on
what
happens
in
that
election
or
the
election
that
may
follow
shortly
thereafter
to
have
an
effect
on
the
budget
frame
for
this
city
over
the
next
three
years.
Okay,.
I
It
will
there'll
be
a
period
of
three
or
four
months
following
the
election
before
the
policy
agenda
of
the
new
government
is
established
and
then,
as
I
mentioned,
it's
possible,
I
think
if
you're
looking
at
the
polling
results
right
now
that
that
government
could
be
in
flux.
So
I
don't
think
that
there's
a
lot
of
potential
to
affect
the
2016
budget,
but
certainly
the
17
and
18
views.
C
C
Thank
you,
and
just
one
final,
a
question.
Councillor
hugely
raised
the
issue
of
reserves
and
seem
to
suggest
that
our
reserves
are
in
good
state
and
that
wasn't
my
impression
at
all.
In
fact,
I
thought
we
had
depleted
our
general
capital
reserves
to
the
point
that
we
had
to
cut
our
2015
capital
program
to
shore
up
the
the
money
needed
now.
C
I
of
course
know
that
we
have
money
in
development
charge
reserves,
but
that
money
is
collected
under
a
specific
development
charge
by
law
and
only
allowed
to
be
used
for
the
specific
reasons
that
it
was
collected.
So
I
just
wondered
if
you
could
comment
on
the
overall
state
and
health
of
our
general
capital
reserves.
H
So,
first
of
all,
we
didn't
cut
our
2015
capital
program.
What
we
did
was
we
went
in
and
we
closed
projects
that
were
finished,
that
had
money
left
on
them
or
where
we
knew
tenders
had
come
in
that
were
lower,
so
they
would
eventually
have
surplus,
and
we
brought
that
money
back
to
deal
with
your
2015
deficit.
H
The
state
of
our
reserves
is
it's
mixed.
Quite
honestly,
there
are
some
reserves
which
I
think
have
probably
have
too
much
money
in
them,
and
I
don't
know
if
we
have
a
way
of
adjusting
that
in
the
future,
and
there
are
some
reserves
which
I
think
do
not
have
sufficient
funds
in
them.
But
I
don't
want
to
prejudge
this
at
this
point
in
time.
H
This
is
part
of
the
work
that
isabelle
and
her
group
are
looking
at,
is
how
what
should
be
the
amount
that
we
have
in
each
reserve
to
allow
us
to
have
the
flexibility
to
to
deal
with
with
things
that
come
up
all
of
a
sudden
and
what
are
sort
of
the
best
practices
out
there.
But,
honestly,
my
own
impression
counselor
is
that
it's
a
mixed
bag.
Some
are
really
good,
some,
not
so
good.
E
E
Providing
me
with
the
information-
and
I
just
want
to
put
the
plug
in
right
now-
that
as
we
kind
of
embark
upon
this
cliff
dive
into
what
kind
of
efficiencies
we
can
look
at,
I'm
I'm
always
conscious
and
guided
by
the
fact
that,
as
much
as
we
provide
services
with
assets
like
trucks-
and
you
know
in
parks
and
that
kind
of
thing
by
and
large
they're
delivered
by
our
people
and
our
people
are
a
huge
cost
for
us
and
they
can
be
a
huge
tool.
But
they
can
also
be
a
pressure.
E
So
you
know
when
I
look
at
the
numbers
that
were
provided
from
2009
to
now.
Our
net
fte
count
in
the
city
has
gone
down,
but
our
pressure
budget
pressure
because
of
those
going
on
a
long-term
disability,
has
gone
up
by
about
seven
million
dollars
in
that
same
period.
So
you
know,
there's
a
there's
a
tipping
point
somewhere.
E
I
want
to
make
sure
that
we're
putting
the
appropriate
pressure
on
you
know
the
administration
in
order
to
find
efficiencies
and
deliver
those
things
that
we're
putting
the
pressure
on
our
systems
that
we're
putting
the
pressure
on
our
processes.
But
we're
not
putting
a
disproportionate
amount
of
pressure
on
our
staff
to
the
point
where
you
know
they're
struggling
to
deliver
some
of
what
we're
asking.
I
Mr
kirbatrick,
thank
you
chair.
I
couldn't
agree
more
with
that.
You
know
the
the
dynamic
that
counselor
taylor
has
is
speaking
to,
and
I
can
tell
you
just
as
recently
as
last
week,
the
executive
committee
met
with
marion
phillips
of
hr
and
we
were
looking
at
some
high-level
statistics
with
respect
to
leave
particularly
disability
overtime.
I
I
There's
a
lot
of
things
that
are
happening
demographically
with
the
city's
workforce
in
terms
of
aging.
But,
frankly,
we
see
that
you
know
you
can
focus
on
a
city-wide
statistic,
but
you
really
need
to
get
down
to
a
departmental
and
even
into
a
work
unit
level
to
see
the
the
variances
that
exist
below
or
above
that
average.
L
Thank
you,
mr
mayor
and
good
morning,
in
the
interest
of
time.
I'll,
just
get
straight
to
my
questions,
does
fedco
receive
a
semi-annual
or
annual
list
of
either
surplus
properties
to
the
city's
needs
or
underutilized
properties
that
we
potentially
own,
but
have
the
possibility
of
amalgamating
one
building
with
another
and
then
selling
the
other
building
off?
Does
that
exist.
I
I
don't
think
it
has
come
as
a
consolidated
report,
but
I
can
tell
you,
as
part
of
my
answer
to
council
hubley's
question
earlier,
that
program
of
space
review,
as
well
as
a
a
three-year
program
to
disposable
property,
we'll
be
bringing
that
as
a
report
to
fedco
in
the
new
year
in
terms
of
identifying
the
properties
that
we
would
like
this
committee
to
say.
Yes,
go,
sell
those
properties
over
the
next
three
years
right.
A
Just
on
that
I
know,
councillor
monette
also
asked
for
a
comprehensive
list,
so
it's
certainly
on
my
agenda
and
other
members
of
council,
because
it's
a
the
challenge
we
have
when
we
have
surplus
property
that
is
not
sold.
It's
a
two-time
loss.
We
lose
the
one-time
sale
which
we
go
to
the
capital
fund
and
we
lose
ongoing
property
tax
revenue.
So
we
have
a
very
aggressive
strategy
to
pick
up
the
pace
of
selling
properties
that
are
considered
surplus
and
I
thank
members
of
council
for
their
their
input
on
that.
L
L
L
L
Okay
and
with
respect
to
capital
projects
that
are
projected,
I
assume
staff,
have
looked
at
the
capital
projects
for
both
short
term
medium
and
long
term.
For
the
city,
there
are
some
that
I
know
we
would
not
consider
postponing
like
lrt,
for
example,
but
are
there
other,
smaller
or
medium-term
sized
capital
projects
that
the
city
could
postpone
and
not
spend
those
monies
in
the
next
one
to
three
years
without
negatively
affecting
what
it
would
cost
taxpayers
to
embark
on
those
capital
projects?
If
we
deferred
it
three
years.
H
You
basically
have
three
categories
of
capital.
The
first
one
is
the
strategic
initiatives
which
you've
already
approved.
Those
are
things
you
want
to
see
go
forward.
The
second
one
is
your
growth
projects
and
those
are
determined
by
your
development
charges,
background
study
and
the
amount
of
development
charges
that
we
receive.
So
that's
all
and
it's
almost
to
a
large
part.
L
We
had
very
localized
services
being
provided
to
employees
and
then,
over
the
last
few
years,
a
shift
to
more
centralized
approach
where
services
that
were
provided
in
the
department
were
no
longer
provided.
You
would
call
1
800
number
and
have
that
services
then
just
similar.
Now,
if
I
have
questions
related
to
omers
my
own
personal
benefits,
I
don't
speak
to
anyone
at
city
hall.
I
call
a
1-800
number
and
that
operator
deals
with
other
requests
that
come
all
over
ontario.
L
So
I'm
sure
we've
we've
considered
that,
but
certainly
questions
get
raised
and
even
constituents
suggest
that
we
look
at
what
services
are
provided
internally
to
our
employees
or
internally
to
our
own
residents
and
thinking
about
working
with
other
municipalities
for
service
delivery.
So
it
would
not
take
away
the
services
that
our
own
residents
receive
or
even
our
own
employees,
it's
just
a
way
to
streamline
and
through
economies
of
scale,
save
money.
L
I
K
K
K
I
think,
if
you
look
at
one
thing:
we've
we
had
a
budget
consultation
with
councillor,
tierney,
blah
and
redtech
at
placer
orleans
and
myself
the
comments
we
were
getting
from
the
residents
overall
was:
they
were
glad
that
we
were
keeping
it
at
two
percent
and
that
this
was
going
to
be
what
we
could
plan
on
and
butchered
on
and
two
and
there's
an
example
of
the
council
that
did
go
the
other
route.
He
was
a
councilman
that
I
sat
on
county
realtor,
interior
we
signed
on
councillor.
K
K
One
thing
that
we've
learned
from
2010
to
2015
is
stability
in
the
budget
is
what
what
is
important
for
the
residents
of
ottawa.
We
have
seen
it
over
and
over
again
the
last
five
years
when
it
comes
to
public
consultation,
the
public
is
saying
saying
stay
the
course
what's
important
for
the
resident
is
not
zero
is
is
stability.
K
K
In
fact,
in
the
past
councils
from
2010
to
2015,
we've
been
able
to
meet
our
goal
and
come
in
under
under
what
was
stated,
and
I
hope
that
we
work
hard
as
a
council
and
achieve
that.
Once
again,
just
some
words
of
advice
from
someone
who's
been
true
for
years
that
I
would
not
really
want
to
go
to
a
land
experience
again.
Thank
you,
mr
mayor.
G
Thank
you,
mr.
I
just
want
to
follow
up
one
of
the
comments
made
by
the
treasurer
around
the
reserves
and
and
the
feeling
that
some
reserves
of
too
much
and
some
reserves
are
too
little
and
I'm
thinking
this
particular
plan,
for
example,
we're
taking
quite
a
bit
out
of
the
fleet,
reserves
and,
and
so
I'd
be
curious.
I
guess
this
is
an
answer,
a
question
to
you
and
also
a
question
to
legal.
First
of
all,
when
do
you
think
you
might
be
able
to
tell
us?
G
K
H
H
The
vehicle
reserve
is
funded
strictly
from
tax
dollars.
So
that's
why
you
could
use
it
to
go
into
the
tax
supported
budget.
You
could
not
use
that
reserve
to
go
into
the
rate
supported
budget
and
you
cannot
use
that
reserve
to
go
into
the
transit
budget,
but
you
can
use
it
for
the
tax
supported
budgets
of
the
city
of
ottawa,
every
one
of
your
reserves
so,
as
as
the
city,
treasurer
or
city
solicitor
indicated
have
specific
uses.
Some
of
those
are
very
general.
Some
of
those
uses
may
have
changed
over
time.
H
I
question
the
need
for
the
number
of
reserves
we
have
given
the
fact
that,
at
the
end
of
the
day,
everybody
relies
on
the
city-wide
reserve.
So
why
am
I
doing
all
this
accounting
to
have
all
these
little
bits
of
money
all
over
the
place?
For
all
these
special
interest
areas,
quite
frankly,
that's
part
of
the
strategy
that
we
need
to
come
forward
with.
We
were
not
planning
on
coming
forward
with
that
review
of
the
reserves
till
probably
late
in
2016,
but
we'll
see
whether
we
can
accelerate
that
or
not.
Okay,.
G
I
guess
where
I
was
going
with
this
is,
and
I'm
still
a
little
confused
is:
if,
if
you're
not
allowed
to
do
it,
then
why
would
you
expend
the
resources
and
looking
at
it?
So
I'm
still
a
little
bit
between
the
two
legal
and
finances
to
whether
if
you
go
through
the
exercise,
you'll
actually
be
allowed
to
move
things
around.
K
M
M
We
haven't
reviewed
our
whole
management
structure
for
some
time
now
and
we
have
gone
to
a
lot
of
work
to
do
using
technology
to
change
the
way
we
do
things
and
we
do
still
have
a
lot
of
levels
in
the
city
and
everything
else.
So
it's
part
of
this
efficiency
type
of
thing
that
we're
going
to
do.
Are
we
going
to
take
a
very
strong
look?
I
Chair
the
the
report
identifies
some
examples
of
the
kinds
of
reviews
that
staff
are
recommending
that
we
undertake.
One
of
those
you'll
see
in
the
report
is
an
administrative
review.
We
chose
that
term
with
some
thought
behind
it.
We
will
be
looking
at
the
management
structure
of
this
city,
the
portfolios,
the
spans
of
control
that
are
in
within
that
management
structure,
but
we'll
also
be
looking
at
below
management
to
all
levels
of
administration
to
see.
If
there's
opportunities
to
change.
M
Yeah,
I
think
doing
it
by
department,
doesn't
work
as
well
as
having
the
overall
view
of
it,
because
there
may
be
some
things
being
duplicated
in
the
big
organization.
That
does
happen
and
we've
been
know.
I
know
we've
been
trying
to
bring
things
back
so
that
we
don't
have
this
department
having
this
facility
and
that
one
wanting
something
in
and
not
sharing,
which.
M
A
lot
of
new
city
manager
in
that
person
obviously
is
going
to
want
to
have
a
hard
look
on
it.
Okay,
but
the
the
other
question
one
right,
because
I
chair
auto
community
lands.
We
are
putting
our
report
for
the
last
term
of
council
at
next
council
meeting,
which
has
brought
considerable
funds
into
the
city,
but
we
don't
get
all
the
properties
for
sale,
and
so
I
think,
there's
been
some
review
of
some
of
the
various
tiny
little
things
that
that
just
the
staff
deal
with
on
a
day-to-day
basis.
M
They
tend
to
get
the
larger
ones,
but
we're
going
to
run
out
of
properties
to
sell.
Sometimes.
So
I
think
it's
important
that
we
look
at
everything
we
have
and
the
other
aspect
of
it
is
when
we
know
we're
going
to
need
land
in
a
few
years
time,
whether
we
shouldn't
be
moving
forward
in
some
things
ahead
of
time,
because
if
we
wait,
it
usually
costs
two
to
three
times
more.