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From YouTube: Budget Committee - November 30, 2017
Description
Budget Committee, meeting 38, November 30, 2017
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12851
Meeting Navigation:
0:11:24 - Call to order
A
I'd
like
to
call
the
meeting
to
order,
if
I
can
please
I
believe
we
have
quorum
and
I'd
like
to
welcome
everybody
to
the
38th.
A
meeting
of
the
budget
committee
and
I'd
like
to
call
this
meeting
to
order,
of
course,
I'd
like
to
welcome
all
the
members
of
the
budget
committee
visiting
councillors
and
the
public
and
the
media.
We
acknowledge
that
we
are
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
hood
nashoni,
the
Huron,
when
dot
and
home
to
many
diverse
indigenous
peoples.
A
A
A
If
you
want
to
ask
a
question,
just
put
up
your
hand
and
don't
press
the
little
buttons
in
front
of
you
that
you
used
to
it's
just
like
a
regular
committee
and
just
again,
so
you
just
do
this
as
you
normally
do
and
I
will
acknowledge
you
and
put
you
on
the
list
so
on
that
I'm
going
to
pass
it
over
to
the
city
manager.
Who
is
going
to
give
us
a
presentation.
B
B
B
Okay
with
that,
as
a
metaphor,
harbinger
starting
point,
I'll
move
over
to
the
other
to
the
other
microphone.
My
apologies
for
that
as
staff.
We
always
face
a
slightly
challenging
dilemma
here,
as
we
try
and
be
both
comprehensive
and
not
abusive
of
your
time.
So
I'll
go
through
the
opening
slides
as
quickly
as
I
can,
while
leaving
some
room
for
others
to
go
through
the
more
detailed
material
and
because
of
the
nature
of
provincial
and
municipal
budgets,
is
very
important
to
actually
go
through
the
material
and
and
explain
as
clearly
as
we
can.
B
The
basis
of
the
the
preliminary
budget.
I
do
want
to
express
my
my
very
real
appreciation
to
the
extraordinary
amount
of
staff
work
being
done
by
city
staff
and
agencies
in
support
of
today's
preliminary
budget.
Launch
I
particularly
obviously
want
to
single
out
Joe
Farag,
our
acting
CFO
and
the
excellent
Josie
La
Veta
for
simply
extraordinary
efforts
in
getting
us
to
to
this
point.
If
I
can
jump
directly
to
slide
five,
please
and
just
simply
review
for
the
sake
of
completeness
some
of
the
fundamental
strengths
that
Toronto
brings
to
this
budget
process.
B
B
That's
actually
reflected
in
some
very
specific
statistics
and
if
we
just
look
at
the
kind
of
the
size
and
the
capacity
of
development-
and
this
is
just
simply
one
indication
but
the
number
of
high-rise
buildings
under
construction-
essentially
an
index
of
cranes-
we
are
a
global
in
the
amount
of
activity
taking
place
within
our
within
our
city.
It's
simply
extraordinary.
This
is
not
something
frankly
we
should
take
for
granted.
This
is
something
we
should
celebrate,
but
we
need
to
understand
that
this
is
something
that
that
is
both
driving.
B
B
Page
10
is,
is
very
small
print
I'll,
just
put
it
up
for
a
moment,
but
city
council
should
recognize
and
I
think
to
some
extent,
takes
some
credit
for
and
celebrate
the
reality
that
we
are
coming
to
this
budget.
From
a
very
strong
fiscal
position,
we
enjoy
very
solid
credit
ratings,
they've
been
stable
for
a
decade
and
a
half
I'll
show
a
couple
of
their
metrics
in
just
a
second
that
indicate
why
that
is
the
case,
but
but
in
a
very
fundamental
way
the
city
does
have
strong
fiscal
capacity.
B
This
earned
that
and
we
will
continue
to
earn
and
maintain
a
strong
credit
position.
Part
of
that
credit
position
is
our
strong
liquidity
position,
and
you
can
see
that
on
page
11
and
just
to
observe
that
that
increase
you
see
in
the
2016
is
a
function
of
shifting
from
bonds
into
more
liquid
assets
as
we
get
ready
for
the
new
investment
board.
Anticipation
of
higher
returns
in
terms
of
our
reserve
funds
last
slide.
B
I
want
to
show
here
and
spend
a
moment
on,
is
our
low
debt
burden
and
to
recognize
that
that
the
City
of
Toronto
has
been
prudent
over
a
period
of
time.
The
debt
is
manageable
and
the
preliminary
budget
we're
going
to
walk
through
today
leaves
the
budget
in
a
manageable,
persistent
and
consistent
with
council
expectations.
B
Page
13,
obviously,
reviews
reviews
our
ownership
of
large
enterprises
that
turn
out
significant
dividends
for
us,
particularly
Toronto,
Hydro
and
Toronto
parking
authority,
and
simply
that
the
last
slide
on
page
14,
before
I
get
into
the
meat
of
the
presentation
is
a
review
of
essentially
the
the
very
strong
fiscal
position
the
city
has
to
start
with.
Council
does
have
the
capacity
to
invest.
Council
is
in
a
position
where
it
has
fundamental
fiscal
choices
available
to
it.
B
This
launch
of
this
operating
budget
I'll
go
directly
now
into
the
city
manager's
overview
and
I'll
remind
us
very
quickly
if
I
may
the
construct
of
the
preliminary
budget-
and
this
is
not
a
staff
recommended
budget-
this
is
the
preliminary
budget.
This
is
essentially
as
far
as
the
staff
from
the
city
and
agencies
can
take
council
into
a
council
and
Budget
Committee
in
terms
of
the
existing
policy
direction.
B
So
what
we've
done
is
we've
simply
worked
to
maintain
the
existing
policy
direction,
as
that
relates
to
the
council
direction
on
expense
targets
NetZero
set
in
May,
which
allows
for
a
potential
property
residential
tax
paid
to
a
peg
to
inflation.
It
carries
forward
the
2017
earlier
policy
direction
on
business
property
tax
ratios,
it
maintains
councils
commitments
to
existing
service
levels
and
it
incorporates
agency
recommendations
by
the
TTC
TCH
C
Toronto,
Police
Services.
So
that's
the
basis.
The
basis
is
to
just
simply
bring
forward
as
part
of
this
preliminary
budget.
B
Essentially,
the
management
of
the
pressures
we
face
each
year
manage
that,
within
the
context
of
the
existing
policy
direction
from
city
from
from
the
council,
bring
that
forward.
As
far
as
we
as
far
as
we
can,
we
also
need
to
as
part
of
this
context,
address
pressures
that
are
essentially
legislated
or
are
unavoidable
things
that
City
Council
has
already
bought.
B
Essentially,
things
that
we
need
to
incorporate
have
no
policy
choice.
We
would
have
to
require
a
policy
change
in
order
to
avoid
those
pressures.
In
the
past
two
years,
we've
come
to
this
council
to
this
meeting,
with
a
variance,
a
negative
variance
with
a
gap
between
where
the
budget
has
taken
the
preliminary
budget
and
potential
budget
balance
at
a
low
property
tax
increase
pegged
to
inflation.
That
is
not
the
case
this
year.
B
This
year
we
worked
extraordinarily
hard,
as
we
did
in
prior
year,
so
but
we
do
have
a
modest
positive
variance
it's
about
3.3
million
dollars.
That
is
de
minimus.
That's
that's
within
the
margin
of
forecast
error.
Frankly,
for
a
huge
number
of
these
things,
but
in
contrast
to
prior
years
there
is
not
a
gap.
We
are
in
fact
presenting
you,
for
all
intents
and
purposes,
with
a
preliminary
budget
that
is
under
the
existing
policy
framework
balanced
as
a
starting
point
and
I'll
walk
through
that
in
the
next
couple
of
minutes.
B
I
do
think
it's
important
to
always
set
some
historical
context
and
provide
this
in
a
broader
framework
and
I
know.
Many
of
you
are
concerned
about
the
rate
of
spending
I
think
it's
very
important
to
put
that
in
terms
of
real
terms
adjusted
for
inflation,
and
you
can
see
that
that
over
a
period
of
time
and
in
fact,
over
the
last
eight
years,
the
real
growth
in
adjusted
for
inflation,
the
real
growth
in
City
expense
has
been
quite
modest
over
a
period
of
time.
That's
the
left
hand
set
of
bars.
B
That
has
allowed
the
TTC
and
a
few
other
areas
to
increase
as
a
share
of
City
expense.
You
can
also
see
that
rate
programs
in
concert
with
with
the
city's
overall
policy
towards
rate
programs,
have
been
increasing
as
a
share
of
the
city's
expense
when
adjusted
for
on
the
best
possible
basis,
which
is
both
inflation
and
and
population.
This
is
a
fundamental
way
to
measure
the
size
of
government
in
the
size
of
the
the
commitment
that
you
are
making
and
we
are
bringing
it
forward
as
part
of
the
preliminary
budget.
B
Rate
revenues
have
been
rising
modestly,
and
of
course
we
have
the
underlying
data
to
support
this
user
fees
have
pointed
out
in
prior
year
has
been
raising
rising
modestly,
but
the
real
increase
has
been
in
land
transfer.
Tax
and
I'll
speak
a
little
bit
later
about
the
role
of
land
transfer
tax.
In
underpinning
this,
this
preliminary
budget
next
slide
moves
to
the
meat
of
the
conversation
on
page
19,
as
the
budget
pressures
on
how
they
were
balanced,
as
in
all
other
years,
staff
started
off
this
budget
in
a
hole.
B
We
start
off
this
budget
because
the
nature
in
which
municipal
budgets
work,
where
we
simply
work
on
an
annual
basis,
we
work
backwards.
We
ask
each
division.
We
ask
each
agency
the
approximate
cost
of
the
service
levels
mandated
by
Council
what
that
will
cost
in
the
next
year
that
tends
to
produce
a
fairly
high
number
my
view.
It's
not
necessarily
a
useful
number.
It's
certainly
not
an
indication
of
overall
fiscal
stress.
B
Expenditure
direction
back
in
May
on
the
operating
budget
was
to
achieve
zero
on
the
net
side
of
the
equation,
and
we
have
come
very,
very
close
to
that
with
city
programs
achieving
about
a
little
bit
less
than
half
a
percent
increase
and
I'll
walk
through
some
of
that
that
the
basis
for
some
of
that
increase
in
a
couple
of
minutes,
but
a
very,
very
tight
expenditure
increase
accountability
office
just
growing.
It
looks
like
a
big
number:
it's
on
a
very,
very
small
base,
TTC
growing
by
3.4
percent.
B
The
actual
rate
of
growth
of
TTC
will
be
a
little
bit
higher
than
that,
because
there
are
some
non
program:
expenditures
for
future
wage
settlements
associated
with
the
TTC
that
are
excluded
from
that
number.
So
that's
an
unrealistically
known
low
number
in
terms
of
the
3.4
percent,
and
then
you
can
see
that
in
other
areas
we
are
the
TTC,
the
Toronto
Community
Housing.
He
is
benefiting
and
we're
bringing
forward
from
the
prior
years
in
investment,
but
in
terms
of
year-over-year
change
that
is
flat.
Toronto
police
services
again
remains
flat
your
over
a
year.
B
Other
agencies
there's
a
modest
decline
in
a
few
areas,
and
overall
agencies
increased
by
1.1
percent
in
this
calculation.
So
the
total
area
of
kind
of
essentially
controllable
service
operating
service,
the
the
area
that
that
we
can
reasonably
expect
to
to
control
what
council
targeted
with
their
net
zero
objective.
We
did
not
quite
get
there.
We
very
nearly
got
there
a
little
bit
less
than
1%
net
spending,
a
growth
on
the
controllable
expenditures.
B
There
are
other
expenditures
that
are
not
fundamentally
controllable,
even
with
a
policy
change
because
they
are
essentially
capital
from
current
would
be
a
policy
change,
but
we
brought
that
forward
that
increases,
as
it
has
over
the
last
number
of
years
by
about
20
percent
and
debt
charges,
reflecting
other
decisions
made
by
council
and
the
increased
investment
in
over
the
last
number
of
years
are
growing
at
an
annual
rate
of
approximately
10%
I.
Do
want
to
stress
that
that
this
has
been
a
challenging
budget
to
produce
within
that
0.4
percent
City
numbers.
B
What
we
actually
have
and
you'll
see
this
in
the
budget
notes
is
the
general
managers
of
the
city
divisions.
That
report
to
me
have
worked
with
extraordinary
diligence
and
we,
for
example,
have
held
transportation,
I
believe
to
net
zero
or
a
little
bit
better
and
much
the
same
thing
with
parks,
forestry
and
recreation
and
others.
So
management
has
delivered
exactly
what
council
asked
them
to
deliver
back
in
May.
This
is
exactly
what
we
were
asked
to
do
and
I
take
a
fundamental
pride
in
the
work
of
our
public
servants
in
delivering
on
councils
direction.
B
We
need
to
actually
bring
that
number
up
and
not
only
do
will
deal
with
the
disaggregate
ER,
but
show
that
that
plays
out
in
terms
of
the
overall
impact
of
the
budget
on
a
gross
basis
in
terms
of
the
2017
operating
budget
versus
the
2018
preliminary
operating
budget.
The
overall
change
is
2.9
percent.
The
revenue
change
overall
is
about
three
percent
and
on
a
net
basis,
the
overall
growth
and
expenditure
is
2.8
percent,
and
obviously
what
this
does
is
blends.
B
The
two
columns,
the
two
categories,
the
controllable
and
uncontrollable,
or
the
policy
change
and
the
non
policy
change
expenditures
on
the
earlier
page.
I
do
need
to
spend
a
moment
talking
about
how
we
actually
were
able
to
achieve
those
changes
and
some
of
the
areas
that
we
were
not
able
to
to
achieve
the
requested
net
zero
and
effectively.
We
were
only
unable
to
achieve
net
zero
or
or
the
no
increase
on
a
net
basis
in
areas
where
we
faced
external
external
changes
and
on
the
shelter's
we
faced
two
sets
of
external
changes.
B
Fire
services
are
rising
as
a
function
of
primarily
changes
in
WSIB
related
to
recognition
of
work-related
cancers
and
the
arbitration
impacts
from
a
recent
award
tax
deficiencies
again
outside
of
the
controllable
category.
But
those
are
a
function
of
tax
appeals
and
adjustments
coming
in
less
than
we
had
forecast.
B
These
are
things
that
could
be
changed
by
policy
choices
from
counsel
counsel
could,
for
example,
alter
the
funding
for
TCH,
C
or
others,
but
these
are
consistent
with
the
recommendations
by
those
by
those
agencies
from
TTC
TC
HC.
So
we
bring
them
forward
as
part
of
the
the
preliminary
budget.
I'll
just
simply
refer
and
I'm
coming
to
the
end
here,
but
the
core
features
of
this
this
budget
are,
we
do
achieved
initial
balance,
moderates
potus
of
variance
of
about
3.3
million
dollars.
B
We
are
able,
at
the
starting
point,
to
retain
the
existing
service
levels
mandated
by
counsel.
There
are
not-
and
this
is
a
difference
from
prior
years
reduction
proposals
being
put
on
the
table
and
I
need
to
emphasize
that
last
year,
when
we
did
put
reduction
proposals
on
the
table,
they
were
actually
rejected
by
by
counsel,
so
council
has
given
us
and
this
the
notion
of
this
budget
is
to
be
consistent
with
prior
account.
B
Prior
policy
and
prior
Direction
counsel
has
made
it
abundantly
clear
that
they
are
not
interested
in
reducing
some
areas
of
service,
despite
earlier
count
staff
recommendations
to
undertake
those
savings,
so
we
maintain
the
existing
service
levels
and
have
not
put
forward
reduction
proposals.
Obviously,
we've
accommodated
the
unavoidable
pressures,
including,
of
course,
our
interest
obligations.
We
have
been
able
and
Josie
La
Veta
will
walk
through
this
in
some
detail,
because
there
is
significant
progress
here
again
stated:
council
priorities
on
the
capital
side.
That
is
a
function
of
two
things.
B
At
this
day
in
November,
we
believe
that
the
most
likely
number
all
other
things
coming
in
is
about
793
million
dollars.
If
existing
trends
continue,
we
end
up
at
that
the
positive
variance
there.
The
incremental
gain,
is
eighty-five
million
dollars,
as
we
did
in
2016
and
2017,
not
2015.
There's
an
error
that
I
take
accountability
for
on
the
slide.
We
have
applied
the
full
value
of
that
to
the
preliminary
budget,
so
the
budget
balances
on
a
preliminary
basis
on
the
basis
of
the
strength
of
land
transfer
tax
in
a
year.
B
B
If
land
transfer
tax
softens
during
the
of
this
year,
we
can
bring
forward
changes
in
the
funding
directed
to
capital
as
an
example,
but
it
is
very
important
that
council
understand
that
this
budget
does
balance
on
a
preliminary
basis
on
the
basis
of
the
performance
of
land
transfer,
tax
land
transfer
tax
did
weaken
through
the
course
of
the
year.
We
understand
that
that
the
Toronto
real
estate
board
numbers
do
show
significant
variation
and
fluctuation
in
both
price
and
volume.
B
Those
signals
have
not
yet
shown
up
in
our
data,
although
the
very
end
of
this
year
does
appear
to
show
some
softening,
and
we
will
explain
that
in
a
more
detailed
slide
as
we
go
as
we
go
through.
There
are
other
factors
as
well
that
I
do
want
to
bring
to
the
attention
of
of
budget
committee.
We
do
have
moderate
bridging
strategies
associated
with
the
the
budget.
There
are
a
couple
of
reserve
drawers
that
we
will
explain.
There
are
also
some
changes
primarily
from
the
TTC.
B
There
is
also
the
bridging
strategy
associated
with
the
deferral
of
the
eventual
repayment
of
a
bond
floated
by
Toronto
Community
Housing,
not
the
deferral
of
the
payment,
just
the
deferral
of
a
an
account
to
save
for
that
payment,
so
these
are
smaller
than
they
are
in
prior
years,
but
they
are
an
indication
that
we
have
worked
very
hard
to
find
available
savings
and
that
we
have
pushed
the
envelope
on
on
this
year.
Service
standards
are
met
in
terms
of
the
raw
number.
B
B
Directions
on
parks
do
attempt
to
accommodate
population
growth-
that's
not
yet
built
into
these
numbers.
Over
the
past
year,
council
has
has
indicated
a
number
of
additional
spending
priorities
in
virtually
every
council
meeting.
There
are
more
spending
priorities
that
have
been
directed
towards
city
staff,
that
we've
been
able
to
accommodate
in
this
budget
and,
of
course,
because
the
budget
is
at
this
point
on
a
preliminary
balanced
basis.
B
Any
further
direction
by
council
to
accommodate
additional
spending
would
require
counsel
to
to
identify
offsets,
that's
different
than
prior
years,
where
we
required
and
council
to
identify
both
incremental
measures
to
reach
balance,
and
then
any
incremental
spending
would
require
require
additional
offsets.
But
at
this
point,
even
on
the
basis
of
the
base
budgets,
if
counsel
wishes
to
identify
and
invest
in
further
priorities
that
are
incorporated
here,
anything
net
new
or
new
and
enhanced,
we
would
require
identification
of
offsets.
B
C
Good
morning,
everyone
thank
you,
Peter,
okay,
so
I'm
going
to
take
you
through
the
operating
budget.
That's
before
you
can
just
peel
it
back
a
little
bit,
so
you
can
get
a
few
more
details,
so
this
first
slides
down
we're
on
27,
really
is
just
putting
into
a
different
kind
of
visual,
some
of
the
key
factors
or
drivers
that
we're
seeing
in
this
particular
budget.
This
budgets
coming
has
an
increase
of
about
310
million
on
the
on
over
last
year.
C
So,
if
you're,
looking
on
the
right-hand
side,
the
key
drivers
that
we've
been
able
to
accommodate
that
reflect
this
increase
are
those
that
are
external
around
a
vote,
a
bowl
as
Peter
had
indicated,
as
well
as
those
that
are
here
because
of
prior
year,
decisions
primarily
around
our
capital
and,
of
course,
the
the
impacts
that
are
being
felt
at
the
TTC
from
two
of
their
major
capital
projects.
The
final
thing
that's
in
this,
of
course,
is
the
request
from
our
accountability
officers.
That's
before
you
for
consideration.
C
We
have
just
incorporated
that
request
into
our
numbers,
so
that
is
the
right-hand
side.
So,
on
the
left-hand
side,
if
we
look
at
the
revenues
that
we
have
balance
the
budget,
a
little
bit
more
detail
here
around
some
of
the
key
drivers-
user
fees
going
up
primarily
by
inflation,
TTC
ridership
volume
adjustment.
Only
as
we
said
there
is
no
fare
increase
built
into
this
budget.
C
This
is
the
last
year
of
our
upload,
so
we
have
twenty
two
million
dollars
of
additional
provincial
funding
in
our
test
budget,
and
that
brings
us
to
the
culmination
of
the
uploading
of
our
social
services
costs
a
little
bit
from
investment
income.
A
few
draws
from
reserves
as
a
result
of
our
bridging
strategies,
some
supplementary
taxes
and
a
bit
of
annualized
revenue
from
our
decision
last
year
from
implementing
the
hotel
and
lodging
tax,
not
eleven
million,
so
those
are
kind
of
our
service
and
and
and
programmatic
and
non
programmatic
increases.
C
When
you
bring
into
account
our
land
transfer,
tax
Peter
did
indicate
an
85
million
dollar
increase.
The
number
you're
seeing
here
also
accounts
for
seven
million
dollars
of
annual
ization
from
harmonization
of
the
rates
that
we
did
last
year.
So
it's
a
total
of
92
million.
Our
assessment
growth.
Currently
is
set
and
pegged
at
55
million.
This
is
our
best
information
at
this
point
in
time.
C
As
you
know,
we
get
the
final
assessment
rolls
in
December
and
we'll
be
re-evaluating
that,
with
any
updates
in
January
two
point:
one
percent,
a
residential
property
tax
rate
increase
for
the
purpose
of
balancing
the
budget.
We
need
fifty
seven
point,
six
million,
so
what
that
leaves
is
a
marginal
positive
variance,
which
is
that
little
dashed
point
at
the
top
of
the
revenues,
3.4
million,
which
is
available
for
any
service
expansion
considerations
that
you
may
have
through
this
process.
Okay,
next
slide.
As
Peter
indicated,
we
started
with
a
budget
pressure
of
510
million.
C
This
is
just
identifying
how
we
actually
dealt
with
that
pressure.
10%
of
it
was
from
bridging
strategies
and
I'll
go
into
that
in
a
little
bit
more
detail.
That
is
down
for
what
we
had
last
year
of
92
million.
Our
revenues
that
are
non-tax
related
was
contribute
about
a
16%,
and
you
have
the
list
there
that
I've
just
spoken
about
in
total
all
our
revenues,
together
with
land
transfer,
tax
and
property
tax
rates,
it
brings
together
56%
of
the
budget
being
balanced
by
revenues
and
another
34%
in
expenditure
changes.
C
If
I
can
just
take
a
moment
to
remind
the
members,
last
year
we
had
a
fifty-four
million
dollar
number
in
front
of
us,
which
was
a
value
that
would
have
been
requirement
increase
subsidy
to
TCH
to
help
deal
with
their
capital.
We
have
another
approach
this
year
and
so
that
54
million
dollars
is
no
longer
required
next
slide.
So
this
just
summarizes
the
bridging
strategies
we
have
seen
in
the
last
five
years
down
from
2017.
C
Twenty-Eight
million
dollars
of
this
year's
strategies-
our
draws
from
reserve,
most
notably
about
six
million
to
help
offset
a
council
directive
to
include
occupancy
grants
back
into
the
childcare
budget
and
a
TTC
motion
that
was
placed
two
days
ago
to
use
a
stabilization
reserve.
21
million
is
essentially
the
18
million
or
the
residual
part
of
the
72
million.
We
were
dressing
last
year,
which
is
the
deferral
of
the
sinking
fund
estimate
into
2020,
so
I
just
like
to
spend
a
moment
on
TC
HC.
C
So
we
have
clarity
about
how
this
budget,
both
operating
and
capital
address
it.
So
if
you
recall
last
year
there
was
an
investment
of
37
million
dollars,
made
31
into
the
base
budget,
which
helped
stabilize
their
operation
and
an
additional
six
million
in
debt
servicing
funds
that
we
gave
them
to
continue
with
Regent
Park
revitalization
that
continues
into
this
year,
and
that's
why
we
see
a
zero
subsidy
increase,
so
that's
restored
last
year's
operation
and
is
sustained
on
a
go-forward
basis.
C
In
fact,
when
we
get
to
the
details
of
TCH
C,
you
will
see
that
they've
had
some
efficiencies
and
they've
been
actually
able
to
reinvest
some
of
that
to
restore
some
service
standards
to
tenants,
particularly
around
maintenance
and
cleaning
and
repairs.
So
that's
really
a
good
news
story
in
terms
of
this
year's
budget,
what
you
will
see
on
the
capital
side
is
that
we've
actually
made
room
for
279
million
dollars
of
debt
funding.
We've
been
asked
through
the
tenants
first
report
by
counsel
to
look
at
a
two-year
interim
funding
solution.
C
That's
what
is
in
the
capital
plan
and
so
we'll
have
a
bit
more
discussion
about
that.
What
that
allows
us
to
do
is
fund
state
of
good
repair
backlog
for
two
years
and
fund
in-flight
revitalization
phases
of
capital
works
underway
for
that
two-year
period.
So
that's
in
this
budget
as
a
result
that
eliminates
the
54
million
dollar
subsidy
pressure.
C
Now
this
is
a
decision
of
councils,
because
this
is
the
first
time
that
the
city
is
actually
going
to
be
boring
on
behalf
of
our
TCH
Corporation,
and
so
that
is
a
recommendation
before
you
through
this
process,
but
I
think
the
the
the
impact
of
all
this,
of
course,
is
that
we
do
have
sufficient
funding
to
ensure
that
we
are
not
that
we
are
preventing
closures
over
the
next
two
years
next
slide.
So
this
is
what
the
budget
actually
looks
like.
C
C
C
So
let
me
just
take
a
moment
to
talk
a
little
bit
about
that
so
well,
we
see
the
capital
and
corporate
financing
as
a
key
part
of
the
funding,
that's
required
to
maintain
our
capital
program
in
flight.
We
also
have
operating
impacts
that
deal
with
the
completion
of
capital
projects
for
this
year.
It's
about
36
million
dollars
built
into
this
particular
budget,
most
of
it
being
driven,
of
course,
by
the
opening
of
tys
SC
and
the
cost
of
presto.
But
I
think.
C
C
Okay,
so
the
next
slide
just
a
little
bit
about
ml
TT.
So
we've
been
tracking
our
land
transfer
tax
really,
since
about
the
spring,
almost
on
a
weekly
and
now
almost
daily
basis.
What
this
is
showing
you
on
a
cumulative
basis
is
how
we're
performing
both
against
our
16
experienced
a
17
budget,
which
is
the
Green
Line,
and
then
the
blue
line
is
where
we
are
as
of
November
27th
in
terms
of
our
actual
experience.
So
the
third
quarter
variance
report.
C
We
identify
that
in
city
operations
who
are
at
about
0.5
0.4
percent.
Clearly
this
doesn't
tell
the
story,
but
instead
in
cluster
a
we
are
this.
These
results
of
just
a
point:
2
percent
increase
includes
18
million
dollars
of
funding
in
shelter,
support
and
housing
to
deal
with
the
shelter
demand
and
another
10
million
in
federal
funding
loss.
A
lot
of
the
pressure
showing
in
cluster
B
as
as
Peter
indicated,
is
from
fire,
and
we
have
some
decreases
as
a
result
of
our
work
through
the
process.
C
The
one
point
I'd
like
to
make
on
the
agency
side
is
that
you
will
see
a
new
budget
this
year,
the
toronto
realty
agency
budget
that'll
be
before
you
for
consideration.
As
you
know,
councils
approved
a
new
agency
to
work
strategically
on
our
on
our
reef,
our
real
estate
assets.
We
have
placed
a
number
here
in
2011.
It's
just
really
for
comparison
purposes,
because
it
only
comes
into
effect
in
January
2018.
The
17
number
reflects
the
some
of
our
t
plc
and
bill
toronto,
values
that
are
comparative
comparable
for
the
purposes
of
reviewing
this
budget.
C
On
a
non
program
side,
Kaplan
corporate
financing,
we've
identified
in
our
non
program
expenditures
the
drivers.
Really
there
are
the
tax
deficiencies
as
well
as
an
increase
in
our
teks
of
eleven
point:
seven
million
dollars
on
the
revenue
side,
land
transfer,
tax,
supplementary
hotel
investment
earnings
highlight
those
changes.
C
Okay,
a
little
bit
about
our
complement,
then
so
what
this
budget
does
is
it
adjusts
our
complements
or
you
might
have
to
bring
the
paper
up
so
I
can
see
it
122
down
in
terms
of
our
base
budget
with
an
addition
of
another
50
and
I'll.
Explain
that
in
a
few
moments,
but
as
you
can
see,
we
have
a
lot
of
black
and
Red's,
but
essentially
what
we're
showing
here
is
that
we
have
adjustments
downward
based
on
efficiencies
that
have
been
achieved
or
from
prior
year
decisions,
but
we're
also
adding
positions
for
various
purposes.
C
So,
in
cluster
a
we
have
14
additional
paramedics
that
we'll
be
helping
to
deal
with
vehicle
and
equipment.
Preparation
in
our
long
term
cares
now
there
are
almost
18
positions
for
resident
acuity
and
cluster
B
we're
opening
a
new
fire
station,
so
there's
21
new
firefighters
for
the
Downsview
station.
Let's
not
forget
the
city
clerks
ad
staff,
the
municipal
election
this
year
and
the
Auditor
General
has
added
another
14.
C
Finally,
in
our
agency
area,
we
have
a
series
of
adjustments
in
TTC
and
we're
also
adding
some
for
operators
and
dispatchers,
and
our
theatres,
particularly
Sony,
and
now
that
we've
amalgamated
them
are
increasing
their
programming
and
that'll
bring
another
45
positions.
So
overall
we're
down
by
53
down
by
60
some-odd
positions.
We
have
some
noone
enhance,
as
we've
mentioned,
that
are
built
into
this
budget.
C
They
are
mostly
almost
entirely
to
support
current
service
delivery
and
I'll
be
profiling
that
in
a
second
we've
split
out
for
you
on
the
next
slide,
positions
that
are
being
added
as
a
result
of
capital
project
delivery,
they
tend
to
be
temporary
in
nature,
they
come
and
go
with
projects,
and
so
what
this
is
showing?
You
is
an
ad
of
230
positions
and
that's
just
indicative
of
the
level
of
capital
activity.
That's
going
on
in
this
organization.
Many
of
them,
as
you
can
see,
are
our
marginal
in
TTC.
C
It's
mostly
for
state
of
good
repair
projects.
So,
just
to
be
crystal
clear,
we
have
built
into
this
preliminary
budget
fourteen
point:
seven
million
dollars
of
gross
expenditures
for
what
we
are
calling
support
to
current
service
and
capital
project
delivery.
There
is
no
net
impact
on
the
budget
on
the
net
budget.
They
are
fully
funded
from
sustainable
sources,
whether
it's
from
capital
projects
from
third
parties
such
as
Metro
links
to
help
with
various
transit
activities,
but
here's
a
categorization
of
the
types
of
things
that
these
positions
will
be
achieving
that's
built
into
the
budget.
C
So
that
is
what
we
call
included
in
the
preliminary
budget.
The
next
slide
highlights
the
level
of
service
expansion
requests
categorized
really
by
kind
of
how
Council
has
provided
direction
on
them.
These
are
not
included
in
the
budget,
so
that
totals
about
95
million
gross
41
point
three
million
dollars
net.
So
when
we
refer
to
the
additional
room
that
was
made
available,
that
would
be
in
part
for
consideration
available
for
consideration
in
this
list.
That
council,
committee
and
council
would
be
deliberating.
C
In
addition,
I
just
want
to
remind
members
that
we
had
a
vacancy
rebate
program
that
was
eliminated
last
year.
The
council
direction
was
that
50%
would
come
to
the
city
as
savings.
50%
would
then
be
attributable
to
both
poverty
reduction
and
retail
distress.
So
what's
available
in
this
budget
is
another
5.5
million,
which
is
a
partial
implementation
of
that
rebate,
elimination.
C
So
it
is
sitting
as
an
expense
at
the
moment,
but
as
you
deliberate
on
those
two
sets
of
expansion
considerations,
there
will
be
a
5.5
million
dollars
available
over
and
above
the
3.4
million
for
expansion
in
those
two
areas.
The
last
thing
I
would
like
to
just
highlight
for
folks
is
that
we've
had
council
ask
us
to
continue
our
work
on
the
doing
equity
analysis
as
it
relates
to
the
budget
process.
So
we
started
that
in
17.
C
C
D
Thank
You
Josie
good
morning,
everyone,
mr.
chair,
I,
just
have
a
handful
of
slides
and
I
promise
not
to
take
more
than
10
minutes
counsel,
as
you
may
recall,
has
previously
directed
me
to
provide
you
with
a
tax
impact
analysis
at
the
time
of
budget
launch,
and
the
reason
for
doing
so
is
that
we
want
to
advise
this
committee
as
well
as
the
public,
not
just
the
budget
related
tax
implications,
but
also
other
implications,
namely
related
to
CVA
and
provincial,
as
well
as
Council
adopted
policies
dealing
with
taxation.
D
This
slide
illustrates
for
you,
the
2018
budget
implications
from
a
tax
perspective.
As
Peter
said,
the
residential
tax
rate
increase
is
pegged
to
the
rate
of
inflation
in
Toronto,
and
that
is
at
2.1
percent.
With
respect
to
the
multi
residential
tax
class,
the
province
implemented
a
regulation
last
year
that
freezes
the
multi
residential
tax
ratio.
D
D
Provides
you
know
the
fact
that
impact
assesses
the
values
of
all
properties
in
Ontario
and
the
last
assessment
was
based
on
valuations,
as
at
January
1st
of
2016.
Those
valuations
are
essentially
used
to
determine
property
taxes
for
2017
to
2022
tax
years
slide.
44
highlights
for
you
the
impact
associated
with
these
reassessments
on
different
classes.
D
So
when
the
assessment
of
property
values
took
place
in
2016,
the
values
within
each
of
the
classes
appreciated
at
different
rates
and,
as
you
can
see
from
the
slide,
the
multi
residential
class
appreciated
a
much
higher
rate
than
the
average
and
accordingly,
but
for
provincial
intervention.
Last
year,
the
multi
residential
class
would
have
experienced
a
much
higher
tax
burden.
Conversely,
as
you'll
see,
the
industrial
property
tax
class
had
a
lower
rate
than
the
overall
city
average,
and
that
burden
would
have
been
lower
with
respect
to
slide
45.
D
The
next
column
illustrates
the
impact
of
the
city
building
levy.
This
is
the
0.5%
on
residential
levy
that
is
intended
to
fund
city
building
capital
projects.
The
third
column
illustrates
the
current
value
assessment
and
regulatory
implications
associated
with
the
tax
increases.
The
second
to
last
column
identifies
the
impacts
as
a
result
of
specific
council
policy
to
reduce
non-residential
tax
ratios
and
the
provinces.
Recent
intervention,
with
respect
to
the
multi
risk
tax
class
in
total
the
far
right-hand
column,
illustrates
the
total
impact
across
the
city
and
you'll
see
the
bottom
right
handed
number
it's
in
red.
D
This
next
slide
provides
what
I
just
said
in
just
a
barf
chart
format
and,
as
you
can
see,
the
combined
impact
of
the
budget.
Cva
City,
Building
Fund,
as
well
as
council
and
provincial
policies,
amount
to
an
overall
tax
increase
of
two
point.
Eight
nine
percent
on
a
residential
sector
slide
47
shows
how
the
enhancing
Toronto
business
climate
policy
of
reducing
commercial
and
residential
tax
rates
will
continue
in
the
2018
budget.
D
What
you
see
here
is
that
the
small
commercial
tax
ratio
will
actually
fall
to
2.4
percent
in
2018,
which
is
actually
below
the
target
of
2.5.
Large
commercial
and
industrial
properties
are
expected
to
reach
that
target
by
2022
slide.
48
presents
the
tax
impacts
on
the
average
residential
property
in
the
city
and
based
on
the
current
preliminary
estimates,
an
increase
of
roughly
eight
dollars
is
projected
as
a
result
of
CVA
and
policy
and
regulatory
impacts
on
the
average
residential
homeowner.
D
The
budgetary
impact
is
expected
to
be
about
$59.
With
respect
to
the
city
levy,
the
increase
is
expected
to
be
about
$14
for
a
total
increase
of
81
dollars
on
the
average
residential
homeowner
slide.
49
illustrates
how
much
an
average
homeowner
will
pay
for
the
different
programs
and
services
that
are
provided
by
the
city
and,
as
you
can
see
from
this
slide,
roughly
3/4,
actually
more
than
three-quarters
of
the
tax
levy
funds,
six
programs,
namely
police
TTC
debt
charges,
Fire
Services,
Parks
and
Rec
and
TC
HC.
D
C
C
Innovation
projects
that
achieve
financial
benefits
and
finally
high
needs
social
infrastructure
and,
as
a
result
of
that
work,
I'm
proud
to
say
that
we
have
done
that
next
slide.
So,
as
we
start
the
process
and
what
guides
us
in
our
capital,
planning
and
budgeting
process
is
really
how
much
debt
we
can
borrow
based
on
the
incremental
costs
of
debt
servicing
and
staying
within
the
guideline
of
15
percent
of
property
taxes.
C
As
you
know,
last
year
that
was
relaxed
to
an
average
of
15%
and
the
2017
capital
plan
actually
had
us
averaging
at
14.8
for
when
we
started
this
process
in
the
spring.
The
debt
targets
that
we
issued
to
everyone
I
had
us
at
fourteen
point,
six,
nine,
and
that
was
the
starting
point
for
the
work
that
we
did
next
slide.
So
what
this
chart
tries
to
show.
You
is
really
the
efforts
of
all
city
programs
and
agencies
together
in
the
work
around
realigning
our
cash
flow
spending.
C
So
having
started
at
the
very
top.
This
is
the
debt
view
of
the
capital
plan.
With
eleven
point
three
billion
the
realignment
gave
us,
particularly
in
2018,
the
red
shows
debt
room
capacity
and
overall
we
compare
that
to
the
debt
to
targets
that
we
issued.
We
created
capacity
in
those
areas
where
you
see
numbers
in
red.
That
was
step
one
and
when
we
took
a
look
well,
what
does
that
do
to
our
debt
charge
capacity
as
well,
we're
still
staying
within
the
average
of
the
15
percent?
C
That's
the
next
slide
and
the
red
line
shows
you
that
at
fourteen
point,
five
five
percent,
that's
the
average
after
the
smoothing
effort.
The
next
slide
then
says
when
you
take
that
capacity
from
realignment,
which
is
the
top
row-
and
you
add,
the
impact
of
assigning
the
the
upcoming
gas
provincial
gas
tax
incremental
two
cents,
that's
being
planned
over
the
ten-year
period
that
gives
you
capacity
of
an
additional
debt
of
1.1
billion
dollars.
So
the
first
thing
we
did
was
place
two
key
priorities:
one
George
Street
revitalization-
and
this
shows
the
cash
flow.
C
The
debt
requirements
for
that
program,
as
well
as
the
interim
capital
funding
for
TCH,
see
I
just
want
to
take
a
moment
to
explain
what
those
two
numbers
mean.
So
if
you
were
aware
of
what
the
board
had
requested
of
the
city,
they
identified
that
TCH
see
needed
a
hundred
and
sixty
million
dollars
annually
for
the
state
of
good
repair,
a
backlog
as
well.
They
had
identified
in
at
least
the
fallout.
C
The
first
two
years
costs
associated
our
funding
associated
with
those
in
flight
revitalization
projects,
so
the
phases
that
are
currently
underway
so
the
216
million
in
year.
One
is
the
hundred
and
sixty
million
for
state
of
good
repair
backlog,
funding,
plus
56
million
for
those
in
flight
revitalization
projects
in
year,
two
that
number
drops
to
63
million,
because
160
million
is
the
requirement
for
backlog.
C
However,
we
have
a
hundred
and
twenty
million
that
we
are
getting
through
the
provincial
government
and
the
city,
then,
is
contributing
the
residual
of
40
million
for
that
purpose,
plus
23
for
revitalization
projects.
So
over
the
two
years
we
have
enough
funding
in
place
to
continue
with
the
backlog,
prevent
further
closures
and
continue
through
the
revitalization,
quite
frankly
in
partnership
with
the
provincial
government.
C
So
that
was
the
first
two
pieces
and
then
we
identified
other
critical
needs
that
total
about
319
million
dollars
in
additional
debt
and
as
a
result,
we
were
able
to
add
a
billion
in
84
million
dollars.
So
slide,
56
just
highlights
at
a
higher
a
little
bit
more
of
a
detailed
level.
Some
of
the
key
elements
that
have
been
built
into
that
additional
investment
room,
so
we
have
funded
all
a
Oda
compliance
requirements
that
we
are
aware
of,
including
some
studies
in
areas
where
some
divisions
and
agencies
are
still
trying
to
assess
that.
C
But
any
we
have
built
funding
in
place
to
have
that
capacity
provided
to
to
all
our
programs
and
agencies.
We
have
some
critical
SOG
are
over
and
above,
which
was
our
first
priority,
which
was
around
the
state
of
good
repair
of
our
social
infrastructure,
modernization,
innovation,
including
continuing
with
the
18
installment
of
our
office,
modernization
program,
we've
also
built
in
funding
for
three
major
studies
that
are
underway
as
a
result
of
reports
that
council
has
either
just
considered.
C
C
So
now
just
quickly
go
through
a
few
numbers
with
you
slide.
So
the
one
year
capital
budget,
not
including
carry
Ford
funding,
is
2.9
billion.
You
can
see
the
splits
both
in
terms
of
the
program
areas
to
your
left,
as
well
as
the
categories
of
spending
over
50%
of
state
of
good
repair
and
most
of
it
going
to
transit
and
transportation,
as
we
have
seen
in
prior
years.
The
next
slide
shows
you,
your
10
year,
capital
program
for
tax
supported
spending.
C
It's
twenty
five
point,
seven
billion
very
similar
in
profile
to
what
we
see
in
in
year.
One
of
the
ten
year
plan
next
slide
gives
you
the
funding
sources
associated
with
both
the
budget
to
the
left
and
the
plan
to
the
right.
The
key
difference
between
the
two
in
terms
of
how,
where
the
money
comes
from
on
the
budget
side.
In
on
the
left-hand
side,
we
can
see
that
debt
contributes
32%
and
CFC
at
12.
C
Together,
it's
44
percent
over
the
ten-year
period,
it's
still
44
percent,
but
it's
really
a
50/50
sharing
of
that
expense
as
we
grow
the
CFC
contributions
in
our
operating
budget
based
on
our
current
practice,
and
that
really
brings
down
the
debt
servicing
costs
into
the
future
and
the
only
other
addition
that
we
see
there,
of
course,
is
the
additional
provincial
gas
tax
that
we
have
put
in
for
planning
purposes.
So,
in
terms
of
our
backlog
last
year,
I
believe
I
showed
you
a
chart.
That
actually
said
you
know.
C
Backlog
was
coming
down
a
bit,
but
when
you
peel
back
the
Gardiner
Expressway
major
investment
from
that,
it's
actually
trending
hop,
and
so
what
you're,
seeing
here
with
that
Gardner
excluded,
is
that
at
the
moment,
we're
seeing
it
going
up
from
four
or
almost
five
percent
to
about
7.8
percent
as
a
percentage
of
replacement
value,
and
that
is
really
despite
a
lot
of
investments.
We've
made.
So
we
have
continued
53%
of
state
of
good
repair
funding
our
priority
this
year,
as
I
said,
was
in
to
our
social
infrastructure.
C
We
have
put
a
little
bit
of
money
into
different
areas,
but
in
slide
63
you
can
see
some
area
is
actually
decreasing,
but
some
key
areas
that
were
still
on
watch
and
that
will
continue
to
be
priorities
as
we
move
forward.
The
one
thing
that
that
we've,
that
we're
dealing
with
in
kinds
of
this
information
that
we
track
is
that
divisions
and
agencies
continue
to
update
the
condition
of
their
infrastructure.
So
this
becomes
the
fluid
assessment
and
as
we
get
that
refreshed
annually,
we
continue
to
then
reevaluate,
where
the
highest
level
of
need
is.
C
Finally,
the
debt
servicing
associated
this
capital
plan
you
can
see
here
is
provided
both
on
Agana
absolute
value,
so
by
2027
775
million
dollars
associated
with
that.
It's
there
on
an
incremental
value
as
well,
and
what
that
shows
you
is
that,
at
the
end
of
the
ten
year
period,
our
net
debt
will
be
at
5.7
billion
dollars.
There's
one
year
in
there,
where
you
see
incremental
debt
servicing
going
down
2022
by
21
million.
That's
because
we're
retiring
648
million
of
debt
in
that
year,
so
just
to
wrap
up
on
budget
process.
C
We
are
at
the
beginning
of
the
public
portion
of
this
process.
Today
the
dates
are
set
out
for
you,
the
next
round
of
meetings
between
today
and
into
January
start
in
two
weeks
where
we
will
have
programmed
by
program
and
agency
discussions
following
the
holidays.
We
have
our
public
deputation
process
in
January.
C
We
wrap
up
and
move
into
executive
and
then
Council
for
approval
just
before
Valentine's
Day
want
to
and
remind
you
that
we
have
a
budget
website
that
we
continue
to
improve
to
ensure
that
we
have
information
and
education
and
engagement
for
the
public
as
well
as
for
all
interested
councillors.
Who
would
like
to
do
it
delve
a
little
bit
deeper
and
I?
Leave
you
with
the
key
date
and
mr.
chair
that
ends
our
presentation.
A
Thank
You
Josie,
Peter
and
Joe,
and
all
of
your
staff
staffs
across
the
city
for
the
incredible
work
that
you've
done
over
the
last
year
and
getting
the
budget
together.
So
I
want
to
thank
you
for
that
work.
We
are
now
going
to
be
taking
questions
on
the
presentation
from
councillors
and
I
will
begin,
as
tradition
has
been
with,
the
budget
committee
is
to
have
the
budget
committee
ask
questions
first
and
then
outside
councillors,
sorry
counselor,
Davis
I,
know
your
hands
already
there,
but
you
get
to
look.
A
E
D
Very
scary,
yes,
through
you
check
the
overall
debt,
the
debt
should
be
looked
at
in
three
different
categories:
there's
the
tax
supported
debt,
which
is
essentially
the
bonds
that
the
city
issues
to
support
the
the
Kappa
program
that
tax
supported
debt
is
roughly
six
billion
dollars
outstanding.
There
is,
however,
a
sinking
fund
provision
to
retire
that
debt,
so
we
accumulate
sinking
funds
roughly
in
the
order
of
about
two
billions,
so
the
net
debt
is
tax
supported.
That
is
four
billion
dollars.
D
In
addition
to
that
debt,
there
are
that
that
is
outstanding
on
that's
taken
out
by
the
agencies,
typically
TC
HC,
most
notably
TCH,
see
if
they
have
debt
outstanding
of
roughly
five
hundred
million.
So
on
a
consolidated
basis.
The
city's
overall
debt
on
net
basis
is
roughly
four
point:
five
billion.
E
So,
but
but
we're
paying
so
I
next
is
about
a
discrepancy
in
the
number
of
the
amount
that
we're
paying
on
an
annual
basis,
so
on
slide
20.
If
I'm
reading
it
right,
debt
charges
are
five
hundred
and
fifty
five
million
and
on
slide
32
I'm
seeing
debt
charges
of
six
hundred
and
three
million
am
I.
Looking
at
two
different
numbers.
D
E
Manager
there's
we
always
receive
a
cautionary
tale
on
the
potential
detrimental
impact
of
an
MLT
t
drop
and
we,
you
know,
we
sort
of
we,
we
exercise
prudence,
but
we
keep
going
with
the
number
that
we
had
the
year
before.
So
first
question
is:
what
what's
the
city
going
to
do?
If
there's
a
10
to
20
percent
drop
in
the
first
quarter
of
the
MLT
t,
what
contingencies
would
we
put
in
place
and
and
how?
How
quickly
would
we
see
that
and
what
an
impact,
our
service
levels
on
our
budget
so.
B
We
obviously
don't
know
how
that
would
impact.
We
obviously
undertaken
a
very
close
analysis
of
the
numbers.
We've
worked
with
the
province
and
provincial
officials
to
try
and
understand
whether
they
have
any
incremental
insight
into
essentially
the
lags
that
may
may
affect,
because
we
have
seen
a
change
in
the
market
that
has
not
yet
at
least
up
until
the
third
week
of
November,
showing
up
strongly
in
our
in
our
numbers.
So
this
is
frankly
a
very
specific
econometrics
challenge
that
we
don't
have
much
insight
into.
B
We
are
proposing
the
same
we've
built
into
the
basis,
the
preliminary
budget,
exactly
the
same
set
of
assumptions
or
the
same
decision
rules
as
we
did
prior
years
as
in
prior
years.
If
there
were
to
be
a
reduction
in
the
growth
in
ml
TT
or
simply
a
reduction
in
the
absolute
value
of
ml
TT,
a
couple
of
things
would
happen.
We
step
back
and
look
at
the
overall
position
of
the
budget.
B
At
that
point
in
time
there
may
be
a
little
bit
of
additional
assessment
growth
or
other
things,
there's
always
a
little
bit
of
understanding
about
whether
or
not
there
are
hedges
that
appear
in
the
in
the
budget,
but
that's
step.
One
step
two
would
be
to
come
back
with
counsel
and
and
propose
potential
policy
shifts,
and
the
policy
shifts
that
I
I
signaled
right
there
is.
B
E
Yeah
and
I'm
just
getting
back
to
the
cautionary
tale,
there's
no
cautionary
tale
about
the
rising
charge
of
debt
servicing.
It's
now
makes
up
almost
two-thirds
of
what
we
spend
to
subsidize
the
TTC
at
over
at
over
five
hundred
million
and
that
that's
going
to
continue
to
rise
to
the
point
where
we're
going
to
be
spending
on
us.
You
know
in
a
few
years,
700
million
in
debt
charges.
B
Answer
the
question
then
ask
Joe
to
to
provide
additional
pieces
that
the
city's
debt
is
quite
moderate.
Overall,
the
city
has
a
relatively
conservative
policy.
Much
more
conservative
and
the
province
would
allow
us
to
have
it
limit
city
debt
to
tax
supported
debt
to
to
15
percent
of
the
tax
supported
piece
in
terms
of
the
core
debt.
We
talked
about
some
of
the
other
things
that
are
consolidated
and
even
with
the
consolidation,
as
I
indicated
at
the
start,
that's
well
within
the
tolerance
of
of
the
rating
agencies.
B
However,
you
are
absolutely
right:
council
has
in
prior
years,
made
a
number
of
decisions
to
invest
in
incremental
capital.
It's
already
bought
that
that
capital
that
shows
up
in
the
debt
line
that
interest
on
debt
or
that
that
additional
operating
cost
is
rising
at
approximately
this
year.
Ten,
ten
percent-
that's
not
a
cautionary
tale,
that's
a
reality,
because
we
do
budgets
on
a
one-year
basis.
Sometimes
it's
surprising
to
counselors
to
learn
that
they
have
prior
committed
that,
but
that
is
not
that's
not
a
surprise
that
simply
into
the
decisions
that
council
has
taken
earlier.
B
F
Sorry
are
we:
are
we
standing
we're
not
standing?
Okay,
I
do
I
have
a
bunch
of
questions.
I
suspect
we
might
get
into
a
second
round.
So
the
questions
that
I'll
stick
to
here
follow
on
councillor
Campbell's
questions
with
respect
to
the
debt.
You
started
the
presentation,
mr.
city
manager,
with
conversations
about
our
rating
agencies.
I,
know
I
can't
ask
for
particular
things
to
be
delivered
today,
but
I
will
be
asking
if
council
could
be
provided
with
the
full
script
of
the
the
rating
agencies.
F
Those
the
three
bonding
agencies,
reviews
we're
still
Double
A
I,
don't
see
pluses
we're
still
Double
A
and
now
one
double-a
one.
So
so
if
we
could
see
the
full
comment,
we
see
the
best
comments
there,
but,
but
if
there,
if
there
are
cautionary
comments
in
there,
we
want
to
hear
them
so
I'll
be
asking
for
those
with
respect
to
debt.
F
Most
of
the
comment
that
we
have
in
here
is
based
on
our
own
policy
around
how
much
we
want
to
commit
to
debt
servicing
and
on
a
on
a
base
on
the
basis
of
percentage
of
budget,
but
I
continue
to
to
wish
so
that
council
understood
when
you
say
we're
relatively
moderate
in
terms
of
debt
that
we
could
know.
What
is
our
debt?
Actual
debt
issued
right
now,
not
not
committed
over
time
but
actual
debt
issue
right
now
and
what
is
that
on?
A
per
capita
ratio?
F
I
do
also
wish
we
had
some
idea
of
the
comparison
of
ourselves
with
like
cities,
so
that
we
understood
not
just
our
own
policy
about
how
we
want
to
do
the
debt
servicing,
but
where
our
actual
debt
issue
is
on
a
per
capita
basis
with
respect
to
others.
Is
it
possible
to
get
that
early
on
in
the
process.
D
Certainly,
the
the
rating
agencies
do
in
fact,
look
at
these
types
of
debt.
Metrics
and
the
agencies
do
compare
the
city
across
similar
jurisdictions
within
North
America.
So
we
certainly
can
provide
you
with
that
information
on
a
per
capita
basis,
as
well
as
our
future
capacity
to
absorb
additional
debt
to
meet
capital
requirements
right.
D
The
the
rating
agencies
both
look
at
both
metrics.
They
look
at
the
fiscal
capacity
of
the
city
to
a
take
on
additional
debt
and
the
revenue
sources
that
would
fund
that
additional
debt,
as
well
as
the
diversification
of
the
city's
economy.
To
ensure
that,
from
a
long-term
perspective,
that
the
economic
fundamentals
of
the
city
are
positive
enough
to
ensure
that
that
future.
That
is
repaid
and.
F
You
understand
that
my
reason
for
asking
those
questions
are
not
so
that
we're
we're
we're
limiting
ourselves
to
just
measuring
ourselves
against
our
own
policy,
but
the
other
metrics
allow
us
to
understand
whether
or
not
at
this
point
in
time
our
policy
is
actually
best
serving
the
city.
That's
that's
my
reason
for
wind.
You
know
we
can't
review
our
policy.
Can
we,
unless
we
have
those
other
metrics
before
us.
D
B
Just
to
be
abundantly
clear,
I
did
go
through
the
metrics
in
the
approach
of
the
the
rating
agencies.
Just
to
make
sure
the
council
understood
that
you
are
in
a
position
of
solid
fundamentals,
and
that
does
allow
you
choice
and
that
that
you
are
not
constrained
by
the
rating
agencies
and-
and
we
want
to
be
very
careful-
never
to
be
constrained
by
the
rating
agencies.
But
I
wanted
to
confirm
that
we
are
in
a
solid
overall
place
and
that
does
allow
Council
choice.
Thank.
A
Thank
you
very
much.
I'm
on
the
page
of
50,
55
and
I
just
want
to
make
sure
I
understand
this.
Clearly
last
year
the
or
maybe
it
was
two
years
ago,
the
struggle
was
a
2.6
billion
dollar
cost
for
revitalizing
TCH
C.
Then,
if
I
remember
right
about
a
third
of,
it
was
dealt
with
through
refinancing
joint
partnerships
and
so
on.
C
A
Bottom
line
are
we
able
to
say
to
our
public
the
value
proposition
that
look
one
way
or
the
other?
We
will,
within
a
10
year
period
by
2027
funds,
state
of
good
repair,
40
seats.
That
piece
there's
a
lot
of
other
housing
pieces
that
we
need
to
attend
to
bracket
that
for
a
second
but
at
least
state
of
good
repair.
It
is
more
or
less
done
so.
G
A
Okay,
so
almost
almost
there
well
we're
good
for
another
couple
more
years,
anyway:
okay
and
then
the
jurist
revitalization,
just
because
it's
just
above
there.
That
includes
basically
the
all
the
work
related
to
Seton
house,
and
that
includes
the
various
shelters
that
will
be
required
as
kind
of
swing
space.
To
accommodate
that
that's.
A
A
Great
okay
and
then
the
last
question
is
this,
and
maybe
you
said
it,
my
apologies.
I
was
a
bit
late,
all
the
different
wearing
my
poverty
reduction
hat,
all
the
different
pieces
in
that
from
different
departments.
Is
that
assumed
in
these
numbers
or
are
they
things
that
we
have
to
work
through
the
political
process?
It's.
C
The
latter
counselor
so
to
be
crystal
clear,
I
had
a
slide.
I'll
just
give
me
one
second,
that
identified
about
14
million
dollars
of
elements,
various
initiatives
that
are
included.
They
tend
to
be
things
around
capital,
project
delivery
and
helping
to
support
the
ongoing
service
delivery.
But
what
you
are
asking
is
not
included,
and
it's
slide
just
one.
Second,
it's.
C
A
C
37
is
what's
in
and
they're
in
because
they
had
no
net
impact
on
the
tax
and
really
are
really
service
neutral,
except
in
a
couple
of
spots.
The
next
slide
slide.
38
sums
up
all
the
noon,
enhance
requests
that
have
either
been
have
some
consideration
by
council
been
referred
to
the
budget
process
and
you
can
see
poverty
reduction
there
in
the
middle
at
60
million
gross
10.8.
Based
on
the
original
plan.
C
A
C
B
And
I
need
to
be
crystal
clear
on
that
that
9
million
dollars
is
over
and
above
the
technical,
achieving
of
balance
in
the
preliminary
budget.
There
is
a
policy
choice
available
to
counsel
whether
or
not
that
is
directed
towards
incremental
prudence,
for
example
relative
to
the
risk
of
land
transfer
tax,
whether
or
not
that's
directed
to
incremental
capital
projects,
whether
or
not
it's
directed
to
those
priorities
or
other
anything
beyond
that,
if
it
were
to
be
directed
to
the
projects,
would
require
offsets.
That
is
the
maximum
potential
offset.
We
have
identified
to
date,
Thank.
G
On
page
38,
it's
the
5.5
million
dollars
in
additional
bacon
serie
savings.
Can
you
explain
that
to
me
because
it's
my
understanding
that
did
the
province
not
sold
that
up
as
far
as
the
implementation
of
the
vacancy
rate
we
savings
and
is
that
the
full
savings
or
would
is
their
anticipated
future
savings
once
the
province
approves
it
I
I'm,
not
sure.
If
you
can
explain
that
to
me,
I'll
start.
C
In
an
okay
joke
nad:
yes,
yes,
and
yes
to
all
your
questions,
so
essentially
last
year,
council
wreck
the
elimination
of
the
program.
It's
worth
about
twenty
three
million
dollars
in
total.
Fifty
percent
was
to
come
to
the
city's
bottom
line
as
savings
and
the
other
fifty
percent
to
help
fund
poverty
reduction
and
the
commercial
distress
initiatives.
There
has
been
a
delay
in
the
implementation
of
this
so
we're
off
by
about
half
a
year,
so
what
you're
seeing
here
is
50%
of
the
50%
of
the
savings.
C
So
in
other
words,
we
have
been
eight
we'll
be
able
to
realize
in
2018.
The
portion
that
is
coming
to
the
city
of
the
final
quarter
amount
this
five
and
a
half
and
then
in
2019
we'll
see
another
six
million
dollars
because
of
the
delay
we
needed
to
hold
back
that
other
half
to
continue
processing
into
the
end
of
June
of
18.
So.
G
G
G
C
E
B
C
G
C
E
C
E
C
C
D
So
sorry,
if
I
could
just
clarify
his
Levitas
answer,
we're
expecting
808
million
in
2018
on
a
net
basis
that
will
be
800
million
because
there
are
administrative
costs
and
of
that
amount.
We're
anticipating,
40
council
policy
is
that
we
take
five
percent
of
that
amount
and
allocate
it
to
capital.
So
this
budget
from
an
operating
perspective,
only
relies
on
760
million
dollars
from.
E
B
So
it's
not
it's
not
a
forecast
to
be
very
clear.
Ml
TT
is
a
fundamentally
different
animal
from
the
majority
of
our
revenue
sources.
We
have
revenue
sources
that
very
modestly,
with
use
fees
and
a
variety
of
other
things.
They
tend
to
be
for
castable
and
we
understand
them.
We
baked
them
in
with
a
small
number
of
with
it
relatively
tight
tolerance
on
other
fees,
primarily
landtran,
primarily
property
tax.
We
they
are
extraordinarily
accurate.
B
We
tend
to
get
them
there,
they're
structured
in
a
way
that
that
we're
very
highly
confident
of
the
the
projection
or
the
the
arithmetic
going
forward
land
transfer
tax
is
a
fundamentally
different
piece.
It
has
increased
dramatically
in
a
way
that
has
not
been
anticipated.
It
has
the
potential
to
be
a
cyclical
revenue
source.
We
are
not
jurisdiction
that
has
traditionally
relied
on
cyclical
revenue
sources,
nor
have
we
had
much
experience
in
understanding
and
building
in
cyclical
revenue
sources.
B
The
decision
we
have
made
with
the
the
approach
we
have
put
in
the
preliminary
budget
is
consistent
in
a
preliminary
budget
fashion,
with
the
approach
endorsed
by
counsel
in
prior
years,
which
is
to
simply
assume
that
the
rate
or
the
the
pattern
of
the
past
year
continues
for
the
next
year.
Council
has
expressed
comfort
with
that
in
prior
years,
and
in
fact
the
increase
is
the
basis.
C
D
E
But
my
real
really
important
question
to
me
is
--slide.
There's
a
comparison
of
slide,
42
to
slide
45
you're,
trying
to
understand
the
purpose
of
slide
42,
given
it
looks
like
45
the
reality
and
we're
really
OE,
and
when
we
have
these
discussions
about
property
tax,
it
really
comes
down
to
residential.
No
one
is
really
focused
on
the
others.
So
what
is
the
purpose
of
42.
D
42
illustrates
the
tax
impact
associated
with
adopting
a
this
budget
slide.
46,
however,
illustrates
impacts
that
are
beyond
the
tax
rate
increase
that's
related
to
the
budget,
and
these
include
things
like
current
value
assessment
shifts,
as
well
as
policies
that
promote
the
shifting
of
taxes
from
industrial
commercial
classes
on
to
residential
over
time,
and
so
that
is
the
combined
impact
illustrated
in
in
slide
46.
Okay,.
E
So
so,
just
just
to
confirm
the
the
reality
and
I'm
not
arguing
through
reality.
I
just
want
to
make
sure
that
we're
talking
about
the
same
thing
given
the
city
building
fund
and
this
thing
called
policy
which
I'm
still
a
little
bit
shaky
on
the
actual
increase
to
to
residential
tax
rates
will
be
two
point.
Eight
nine
percent
and
inflation
is
pegged
at
two
point.
One.
D
E
B
The
other
matters,
because
what
u.s.
council
have
available
to
fund
programs
is
the
one
point.
Four.
Seven.
Sorry
could
you
repeat
that
there's
some
noise?
They
both
matter
because,
first
of
all,
the
structure
of
property
tax
matters
in
terms
of
the
impact,
unemployment
and
other
aspects,
but
it
also
matters
because
well,
the
increase
is,
as
you
point
out
two
point:
three:
seven:
the
increase
available
to
counsel
to
fund
overall
programs
is
one
point.
Four,
seven.
E
E
D
A
H
Thank
you,
I
guess.
My
first
question
has
to
do
then,
and
it's
similar
to
councilman
havoc.
So
we
have
42
million
dollars
of
unfunded
requests
that
have
come
from
capital
and
we
have
8.9
million
to
potentially
fund
those.
Is
that
correct,
85
million
95
million
gross
yes
and
40
1.3
million
net
that's
correct
councillor.
These
are
so.
We've
got
43
million
of
unfunded,
with
8
million
to
potentially
pay
for
it,
9
yep
8
9.
How
did
you
select
the
ones
that
are
included
in
the
budget?
C
H
H
C
Three
mister
chairs,
the
directions
that
we
received
from
Council
said
to
be
directed
to
included
in
the
submission,
and
it's
before
you.
It's
been
referred
to
the
budget
process
for
consideration
with
other
priorities.
There
is
one
recommendation
in
which
we
were
asked
to
put
something
into
the
Children's
Services
budget,
which
we
have
and
we
were
asked
to
identify
a
funding
source
which
we
have,
which
is
one
of
the
bridging
strategies,
we're
bringing
forward
in
the
preliminary
base.
C
H
C
But
I
think
the
final,
if
I
may
just
a
final
point
of
distinction
that
Peter
raised
is
what
we
have
brought
forward
in
the
preliminary
budget.
Is
policy
neutral,
its
existing
service
levels
and
the
14
million
essentially
do
that
it's
either
volume
or
continued
service
delivery,
the
41
million
nett
that
is
really
about
expanding
service.
H
This
is,
this
is
a
question
of
whether
direction
was
given
by
counsel
to
include
it
in
the
budget
and
once
again,
I
had
a
very
different
understanding
of
what
was
going
to
be
included.
That
would
produce
a
budget
pressure.
We
recognized
that,
but
it
was
not
as
a
new
and
enhanced
it
was
to
be
included,
but
in
any
event,
I'm
not
going
to
argue
for
that
again.
State
of
good
repair
is
growing
for
libraries,
recreation.
What
other?
Where
are
the
other
big
pressures?
Our
state
of
good
repair,
yeah.
C
So
a
slide
63,
you
can
see
the
trend
line
on
the
right-hand
side,
the
key
ones
that
identified
here
facilities,
management
parks,
forestry,
recreation
in
certain
areas
are
growing
TTC,
as
we
aren't
able
to
accommodate
all
and
complete
all
the
state
of
good
repair
work
there
TRC
a
and
is
actually
going
down,
but
library.
So.
H
We
have
as
well
just
approved
a
facilities,
master
plan
and
I
know
we're
looking
for
an
implementation
for
2019.
But
how
could
we
not
be
investing
more
capital
money,
even
in
this
budget,
when
we
know
that
we've
asked
to
address
decade's
worth
of
infrastructure
and
recreation
that
has
been
not
funded
properly
so
through.
H
C
G
You
very
much
in
the
funny
papers:
I,
don't
know
what
to
come.
So
appendices
I
see
that
we
don't
have.
We
are
not,
including
in
the
2018
preliminary
operating
budget
lifeguards
and
crossing
guards,
which
are
two
programs.
We
have
been
made
aware
that
the
Toronto
Police
are
going
to
be
handing
to
the
city.
How
are
we
going
to
continue
these
very
important,
life-saving
programs
if
we're
not
paying
for
them?.
C
G
C
G
Next
one
I
also
see
not
included
in
this
budget.
Right
now
is
the
two-hour
transfer
on
presto,
but
the
mayor's
made
announcements
that
this
is
going
ahead,
but
it's
not
in
the
budget
is
that
again
councilors
got
to
stand
up
and
say
you
know
the
mayor
wants
us
in
the
budget.
We
want
this
in
the
budget.
We
need
that
funding.
C
G
The
same
sort
of
thing
with
immunization
of
school
pupils,
Act,
which
is
mandated
by
the
province
that
we
do
this,
but
it's
the
share
our
shared
portion
yet
again
is
not
in
the
budget,
so
we
will
have
to
stand
up
and
request
that
and
find
a
resource
source
for
it
somewhere.
I
also
noticed
that
transform
tio
is
not
in
this
budget,
and
we
understand,
as
counsel
and
from
the
report,
it
was
unanimously
voted
on.
G
C
G
So
we
would
have
to
find
the
money
again
for
that
and
again
I'm,
just
gonna
I'm,
just
gonna
leave.
Why
didn't
I
just
read
off
a
couple
of
which
I'm
really
surprised
aren't
in
tenants.
First,
implementation
is
not
in
the
budget
student
nutrition,
which
it
was
a
five
year
program,
but
we
made
a
six
year
program,
so
I
call
it
my
six
and
five.
The
enhancements
nor
the
cost-of-living
increase
are
in
this
budget.
That's
correct!.
C
G
G
Okay,
so
the
poverty
reduction
side
we
could
use
for
our
student
nutrition.
We
could
use
it
for
the
libraries
opening
Sunday
hours,
Wi-Fi
enhancements
and
youth
hubs.
We
could
at
decide
to
allocate
some
a
portion
of
that
5.5
to
those
programs
because
they
do
come
under
poverty
reduction,
correct.
That
would
be
true.
Okay,
thank
you.
That's
my
question.
Thank.
A
You
very
much
I
just
want
to
clarify
counselors
I,
just
a
lot
of
questions
coming
from
some
of
our
colleagues
with
regard
to
things
that
aren't
in
the
budget
in
the
budget,
we
are
following
the
same
process
as
we
did
last
year.
Items
that
came
through
counsel
through
various
forms
were
referred
to.
The
budget
process.
I
was
very
clear
when
I
looked
at
items
coming
into
Council,
that
I
supported
them
didn't
support
them,
but
I
want
to
make
sure
they
follow
a
proper
process
which
is
coming
to
the
budget
process.
A
I
Perks
next,
thank
you
very
much
mr.
chair,
starting
with
slide
25.
It
says
here
that
service
standards
are
not
adjusted
for
population
growth.
Are
there
broad
categories
of
service
that
are
each
individual
reserves
less
service
as
a
result
of
this
budget
than
they
did
last
year
in
broad
categories?
I?
Don't.
I
I
That
I'm,
not
I
and
just
for
all
the
other
questions.
Please
take
it
as
understood
that
you
that
I
understand
that
you're
following
council
direction.
I
don't
need
that
added
to
the
answers
of
my
questions
on
slide.
28,
the
TCH
see
sinking
fund
that
your
that
there's
a
reduction
in
the
city
contribution.
What
is
the
effect
of
that
that
the
18
million
dollar
reduction
in
the
contribution
to
the
TCH
see
sinking
fund
so.
G
What
we're
doing
is
just
deferring
putting
money
aside
to
repay
the
debt
which
matures
in
2030
so
we'll
have
as
part
of
our
long
term.
So
as
I
say,
this
is
our
interim
financing
strategy
for
TCH
C
and
the
long-term
strategy
that
we're
bringing
forward
in
what
19th
will
a
comment
will
look
at
that
and
how
we
fund
that
so.
I
Would
it
be
fair
to
say
we
had?
We
have
a
big
whack
of
cash?
We
have
to
pay
somewhere
down
the
road
to
have
prevent
a
shock
to
the
system
that
puts
our
ability
to
pay
that
bill
at
risk.
We've
been
paying
off
in
regular
contributions,
but
this
year
we're
not
doing
that
to
the
tune
of
18
million
dollars.
So.
G
Through
the
chair,
just
to
clarify
up
until
this
point,
TCH
C
has
not
had
a
plan
putting
money
away
to
the
sinking,
front
soul
and
we're
coming
up
for
accommodating.
That's
we're
gonna,
bring
forward
options
on
how
we
accommodate
that,
within
our
long
term,
financing
strategy
for
TC
HC.
We
are
looking
at
options
for.
I
G
It's
when
we
became
aware
that
TC
HC
had
taken
out
this
bullet
bond
that
would
come
due
in
twenty
thirty
something
working
with
them
and
in
discussions
with
them,
we
thought
it
would
be
prudent
to
come
up
with
a
plan
on
how
we
start
putting
money
aside
until
we
you
pay
that
when
it
comes
to
and
we're
gonna
be
addressing
those
strategies
through
our
long-term
financing
strategy
for
TC
HC.
So.
I
I
Thank
you
moving
to
slide
29
I
see.
This
is
where
we
we
talk
about
the
can
that
we
kick
down
the
road
or
the
bridging
the
bridging
strategy
or
where
the
bridge
lands.
I.
Don't
know,
I
see
a
number
of
previous
years
where
we've
drawn
money
from
reserves
and
this
year
we're
only
or
other
bridging
strategies.
This
year,
it's
49
have
we
wiped
out
all
the
bridges,
all
the
can
that
we've
kicked
down
the
road
in
previous
years
or
are
they
some
of
that
cumulative.
C
Okay,
mr.
chair,
we
had
actually
wiped
out
some
of
the
bridging
strategies
that
we
had
in
the
childcare
program
in
2017
and
made
that
whole.
However,
we
have
six
million
coming
back
in
this
year
to
fund
the
occupancy
grants
as
a
result
of
the
direction
from
Council
as
a
interim
measure,
shelter,
support
and
housing
that
was
significant
as
28
million
in
2014.
We
are
down
to
three
million
this
year.
If.
I
C
I
E
Thank
You
mr.
chairman,
on
slide
20
I
just
want
to
try
and
understand
the
relationship
between
them.
I'm
looking
at
capital
from
a
current
and
I
noticed
that
there's
been
quite
a
a
jump
unlike
prior
years,
not
that
it's
not
a
good
thing,
I'm
just
asking.
So
we
have
a
roughly
a
20
percent
increase
in
capital
from
current.
Can
you
help
me
understand
the
relationship
that
that
might
have
with
the
tax
increase,
in
other
words,
that
there
had
been
only
a
10%
increase
in
capital
from
current?
E
B
The
preliminary
budget,
as
I
indicated,
used
an
assumed
rate
of
inflation
that
was
the
basis
for
the
calculation
that
council
endorsed,
assumed
rate
of
residential
property
tax
increased
at
the
rate
of
inflation
that
was
baked
into
or
built
into,
the
spending
objective
that
council
endorsed
back
in
May
and
we
have
largely
met
in
this
year.
So
that
would
not
change
the
numbers
on
page
42.
What
it
would
change
is
the
stack
associated
with
incremental
room
or
larger
positive
balance
from
the
preliminary
budget,
but
it
would
not
change
the
tax.
B
J
J
Is
that
correct?
That's
crazy,
thank
you
and
then
just
gonna
look
at
which
ones
were
actually
council
referred
to
the
budget
process
in
this
list
and
I
know.
Transform
teo
was
very
consciously
referred
to
the
budget
process
and
left
out
of
last
year's
budget
was
I.
Think
was
actually
referred
from
last
year
at
our
budget.
Would
I
be
right
to
think
that
so.
C
J
C
J
But
I
think
that
was
council
I'm
just
asking
of
what
so
you
didn't.
You
didn't
assume
that
that's
what
council
wanted,
because
that's
not
the
answer
that
I'm
getting
so
I'm
just
trying
to
understand
when
we've
given
a
direction,
how
it's
being
interpreted
so
the
SH
Armstrong
pool
is
now
back
up
here.
That
was
that
looks
like
it's
not
funded
for
2018.
Is
it
in
the
lease
with
the
school
board.
G
J
J
So
it's
not
and
the
same
at
the
Aboriginal,
Affairs
Office
it
didn't
make
the
didn't,
make
the
budget
that's
correct
and
about
forty-one
million
dollars
that
isn't
available.
Where
would
you
identify
the
flex
funding
to
make
up
some
of
that
difference?
How
much
is
available?
Where
would
it
be
identified
so.
C
J
D
E
J
D
A
You
as
any
other
visiting
members
who
want
to
ask
questions:
okay,
I'm
councillor,
Carol,
sorry
I'm
at
the
will
of
the
committee
here
with
regard
to
a
second
round
understanding,
folks,
that
this
is
just
the
beginning
of
a
process.
There
will
be
many
opportunities
to
continue
having
the
conversations
and
get
a
lot
more
in
depth,
so
I'll
leave
it
up
to
the
committee
to
if
they
want
to.