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From YouTube: Budget Committee - January 10, 2020
Description
Budget Committee, meeting 13, January 10, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17078
Meeting Navigation:
0:11:43 - Call to order
Agenda Item:
0:13:11 - BU13.1 - 2020 Capital and Operating Budget Launch (Ward All)
A
A
A
A
A
B
No,
no
here
we
go
I
knew
it's
gonna,
be
a
to
gavel
day
when
I
heard
the
people
talking.
I
knew
I
want
to
thank
everybody
for
coming
to
the
opening
of
the
operating
budget
for
the
City
of
Toronto
I'd
like
to
call
the
13th
meeting
of
the
budget
committee
to
order,
of
course,
I'd
like
and
like
to
welcome
all
members
of
the
committee
members
of
council
and,
of
course,
the
public
and
the
media
that
are
here.
B
We
acknowledge
the
land
we
were
meeting
on
is
in
the
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
IANA
schwabe,
the
Chippewa,
the
Hood
nashoni
and
the
when
deaf
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
métis
people's.
We
also
acknowledge
that
Toronto
is
covered
by
treaty.
Thirteen
with
the
Mississauga's
of
the
credit.
B
B
The
agenda
for
the
2020
budget
review
meetings,
meeting
on
January,
15,
16th
and
17th
will
be
published
this
afternoon
after
the
meeting
adjourns
the
review
meeting
agenda
will
includes-
and
this
is
a
next
Wednesday
Thursday
and
Friday-
will
include
staff,
recommended
tax-supported
budgets
and
is
scheduled
for
the
detail,
presentations
from
city
divisions
and
agencies,
which
we
will
hear
next.
As
I
said
next
Wednesday
Thursday
Friday,
just
a
matter
of
process
for
four
council
members
and
I
repeated
every
year,
we
will
be
listening
to
staff
present
their
budgets
next
week.
B
We
will
be
doing
what
we'd
call
and
what
the
public
may
not
be
aware.
We
do
briefing
notes,
we
do
request
for
more
information
we'll.
Actually
we
won't
be
doing
that
until
Friday
standard
is
we
do
it
the
last
day
of
the
presentation?
So
if
any
counselors
have
based
on
the
information,
that's
been
provided.
Requests
for
briefing
notes
the
usual
get
them
into
the
clerk
as
soon
as
you
can,
and
but
we'll
be
doing
that
next
Friday.
The
agenda
will
also
include
budget
notes
for
the
tax,
supported
programs
and
agencies
in
the
City
of
Toronto.
B
I
would
like
to
thank
staff
for
their
incredibly
hard
work
that
has
been
happening
over
the
year
to
bring
these
budgets
and
preparing
all
the
budget
notes
in
a
very,
very
short
timeframe.
So
on
that
I'd
like
to
have
the
CFO
and
the
city
manager
present
the
2020
operating
budget,
what
will
happen
by
those?
So
after
the
operating
budget,
there
will
be
questions
of
staff
for
budget
committee
members
as
well
as
visiting
council
members,
but
it
will
be
only
on
the
presentation.
C
You
very
much
chair
and
I'd
like
to
echo
your
appreciation
to
the
many
men
and
women
of
the
Toronto
Public
Service
that
have
spent
the
time
to
put
together
a
budget
that
is
balanced
and
we're
very
proud
to
present
to
you.
It
must
be
budget
day,
I
am
wearing
a
tie,
which
is
usually
a
good
sign
with
that.
If
we
can
go
to
our
next
slide,
as
you
could
recall
before
Christmas,
and
in
fact
that
council,
you
approved
our
rate
budget.
C
But,
as
you
well
know,
critical
investments
have
to
be
and
are
going
to
be
made
in
transit
and
housing.
And,
of
course,
as
I've
indicated,
the
role
of
partnerships
no
different
than
previous
years
is
going
to
be
important
to
this
2020
budget.
Next
slide.
You
saw
this
last
year
and
I
will
continue
to
bring
it
up.
I
think
it's
always
from
a
level
setting
standpoint
important
to
understand
the
relationship
between
our
citizens,
our
Torontonians.
C
You
communicate
that
vision
by
giving
us
directions
and
that
direction
is
usually
grounded
in
good
advice
that
we
provide
you
and
together
we
formulate
a
strategy
for
delivering
what
is
essential
to
this
community
and
then,
of
course,
the
money
that
Torontonians
pay,
whether
it
be
taxes
or
fees.
Those
are
for
the
services
that
we
provide
and
the
expectation
that
they
have-
and,
of
course
you
have-
and
we
have
is-
that
we
able
to
demonstrate
value
for
that
money
in
the
services
that
we
deliver
next
slide.
C
So
I've
been
here
now
just
over
a
year
and
I
think
as
City
managers
typically
do
there's
a
few
things
that
we
the
steps
that
we
go
through
when
we
assume
new
positions
and
so
I'm
incredibly
proud
to
be
here.
Certainly
in
assuming
leadership.
The
first
thing
you
do
is
ask
questions
and
listen
to
answers,
and
it's
really
important
as
well
to
get
a
sense
of
the
culture
of
the
organization
that
you're
working
for
before
you
start
to
move
in
any
kind
of
particular
direction
and
in
reading
the
organization
it
really
is
about.
C
You
know
communicating
a
an
overall
philosophy,
and
in
my
case
you
know,
I'm
I
am
hugely
in
favor
of
empowering
staff
to
do
the
jobs
that
they're
paid
to
do,
and
so
communicating
that
to
the
organization
through
a
number
of
measures
is
going
to
be
important
and
has
been
done
and
then,
of
course,
assessing
talent
and
extending
reach.
So
I
mean
my
office.
C
Certainly
I've
spent
some
time
making
sure
that
I've
got
the
the
right
people
in
my
office
and
then
I
have
a
good
working
relationship
with
my
deputy
city
managers
and
CFO
and,
of
course,
then,
to
start
to
extend
my
reach
into
the
community,
whether
it
be
to
the
universities
and
colleges
or
to
the
health
sector
or
to
the
private
sector,
to
start
to
understand
what
their
needs
are.
So
I
can
better
assess
how
it
is
that
we're
going
to
be
able
to
meet
them.
C
Obviously
we
like
to
be
successful,
so
we
try
to
target
early
wins,
and
so
there
are
a
number
of
things
that
we've
done
and
we're
going
to
communicate
them
a
little
bit
in
the
next
few
minutes,
but
whether
it
be
a
strategic
plan
or
setting
the
culture
of
an
organization
based
on
feedback
from
staff
or
something
as
important,
as
you
know,
sitting
at
the
table
with
the
province
to
make
sure
that
the
city's
interests
in
transit
are
being
met.
And
so
these
are
things
that
are
important.
C
C
So
when
I
talk
about
leadership
in
this
organization,
I
think
about
not
just
those
that
are
those
that
are
competent,
but
I
also
look
at
character
of
leaders
that
are
heading
up
the
many
programs
that
we
have
here
and
making
sure
that
they
have
the
ability
to
lead
people
in
the
way
in
which
I
think
is
most
effective
and,
of
course,
to
inform
decision-making,
evidence-based
decision-making.
So
we
rely
on
data
anything
that
we're
putting
in
front
of
you.
C
We
need
to
be
able
to
back
it
up,
because
at
the
end
of
the
day,
you
are
rightfully
going
to
ask
questions.
We
have
to
answer
them.
Thirdly,
results
based
accountability.
Now
this
is
really
about
how
you
measure
performance
in
an
organization
and
Toronto
right
now
has
certain
aspects
of
its
Silva
service
that
is
engaged
in
what
we
call
results,
based:
accountability
in
and
its
simplest
form.
What
results
based
accountability
is:
how
much
do
you
do?
C
How
well
do
you
do
it
and
who's
better
off,
and
so
we
do
have
pockets
in
our
organization
that
report
their
their
their
performance
in
that
matter,
but
it's
not
being
done
across
the
organization
and
that's
something
I
think
is
important.
It's
it's
not
unique
to
Toronto,
there's
other
municipalities
across
North
America
that
are
doing
this,
and
so
we
want
to
bring
that
best
practice
here
and,
of
course,
capital
investment.
All
of
you
know
we.
C
The
organizational
state
I'm
not
going
to
read
this,
but
organizational
stability
is
really
the
first
thing
that
you
do
as
a
city
manager
when
you
join
an
organization
like
this,
where
we
are
right
now
is
really
about
making
sure
that
we
are
as
effective
as
we
need
to
be.
So
we
have
a
corporate
strategic
plan
which
of
we're
very
clear
about
accountability.
We
are
enhancing
organizational
development.
C
We
are
making
sure
that
service
integration
is
happening
not
just
within
this
organization,
but
where
we
can
integrate
our
services
with
other
institutions,
I
think
is
going
to
be
important
to
address
some
of
the
challenges
we're
facing
and,
of
course,
the
organizational
flexibility
focusing
on
customers
and
making
sure
that
do
we
balance
the
scope
and
scale
of
departments,
and
then,
of
course,
as
that
is
completed,
we
then
make
sure
that
we
are
always
driving
efficiency.
Next
slide,
I
talked
about
a
corporate
strategic
plan.
I
presented
this
to
you
before.
C
In
fact,
last
year
in
December,
and,
of
course,
that
plan
there
is
a
vision
that
we
have
it's
a
vision.
That's
been
established
for
some
time,
trusting
confidence
which
I've
already
talked
about.
We
have
a
motto:
diversity
is
our
strength,
and
one
of
the
great
diverse
communities
in
the
world
ought
to
have
a
model
that
reflects
that.
Our
mission
is
to
serve
this
city
and
its
great
people
and,
of
course,
equity
and
equity,
comes
in
all
different
forms,
but
we
need
to
strive
to
create
sustained
equity
and
everything
we
do.
C
And,
of
course,
when
we
put
a
budget
forward,
there
is
going
to
be
an
expectation
that
there
is
an
equity
lens
being
applied
our
people
and
when
I
say
our
people
I
mean
our
Toronto
public
service.
We
have
a
workplace
culture
which
they've
defined
partnerships.
It's
the
only
way
we
get
anything
done,
whether
it's
within
the
organization
or
with
other
institutions
in
this
community
or
beyond
performance
I've
talked
to
both
the
priorities
that
you
have
here
are
the
priorities
that
we've
been
listening
to.
C
You
talked
about,
and
we
have
heard
from
the
community
financial
stand
ability
a
well-run
city,
maintaining
and
creating
housing
that's
affordable.
This
is
a
topic
that
we
know
is
near
and
dear
to
your
hearts
as
well
with
that
I
would
say
investing
in
people
in
neighbor
who
is
equally
important
and,
of
course,
keeping
Toronto
moving,
and
when
we
say
that
we
do
mean
transit,
but
we
do
mean
the
other
modes
of
which
people
move
as
well
as
Goods
and
then
finally,
and
not
last,
not
least,
but
tackling
climate
change
and
building
resiliency.
C
D
Thanks
Chris
I
do
also
want
to
echo
the
thanks
that
the
counselor,
as
well
as
Chris,
has
mentioned
with
regards
to
city
staff,
as
you
can
appreciate,
a
tax-supported
budget
is
contributed
to
by
all
members
of
the
organization
across
our
agencies,
as
well
as
our
program
areas
and
at
all
levels.
So
we
don't
often
say
thank
you
enough,
but
a
sincere
thank
you
to
everyone.
D
When
I
arrived
a
year
ago,
a
focus
of
mine
was
financial
sustainability
for
the
city
and
it
started
off
with
budget
modernization,
but,
as
we've
been
on
or
over
the
last
few
months,
it's
become
apparent
that
we
also
need
systems
and
processes
to
support
to
support
sustainability,
and
what
I'd
like
to
do
is
before
we
jump
into
the
budget.
Take
you
through
a
bit
of
work.
That's
been
going
on
so
in
order
to
achieve
financial
sustainability,
we
need
to
build
on
our
financial
reputation
and
rather
than
reading
this
slide.
D
I
just
want
to
simplify
this
by
saying
that
it's
really
important
that
we
have
a
plan
that
the
city
has
a
plan
that
one
is
affordable,
but
that
we
have
the
sufficient
resources
to
fund.
Not
only
what
we're
investing
in
today,
but
what
we're
committing
to
for
the
future.
The
next
thing
within
financial
sustainability,
as
I
mentioned,
affordability,
is
key
and
we
need
for
simplistically.
D
What
we
need
to
do
is
manage
the
amount
of
money
that
we're
collecting
today,
invest
that
money
and
ensure
that
we're
generating
enough
to
to
represent
what
we're,
spending
and
investing
in
the
current
year
as
well
as
committing
to
over
the
next
10
years.
With
regards
to
the
capital
plan,
some
of
the
work
that's
been
underway.
So,
as
you
know,
the
value-based
outcome
review
report
was
brought
to
Council
back
in
December.
D
This
report
that
was
prepared
by
Ernst
and
Young,
was
paid
for
by
the
province,
but
what
it
did
was
it
gave
us
the
opportunity
to
look
at
our
city
services,
look
for
opportunities
to
find
efficiencies,
look
at
how
we
could
do
business
better
and
all
by
all,
under
the
the
premise
of
preserving
the
existing
services,
the
budget
modernization
that
I
mentioned.
We
are
in
the
midst
of
a
four
year
budget.
Modernization
journey
and
I'm
gonna.
D
Take
you
through
what
the
the
differences
are
for
year
1,
but
what
our
focus
is
is
to
deliver
an
outcomes
based
multi-year
budget
at
the
end
of
this
year,
this
term
of
council,
in
addition
to
the
financial
systems,
we
need
systems,
processes
and
policies
that
will
support
informed
decision
making
from
an
innovation
perspective,
the
world
we
are
operating
in
is
changing
and
it's
changing
rapidly,
and
we
have
to
ensure
that
we
also
are
responding
to
that
change.
In
2019,
we
introduced
a
pilot
around
blockchain.
D
We
introduced
artificial
intelligence
and
we're
going
to
continue
to
build
on
that
in
2020
and
we're
also
going
to
enjoy
a
we
are
going
to
also
implement
implement
robotics.
All
of
these
innovative
processes
were
also
recommendations
that
came
out
of
the
value-based
outcome
review
in
June
of
2019.
We
submitted
a
capital
asset
framework
to
the
province,
and
this
was
the
framework.
D
How
we
work
will
change
and
again.
This
has
also
been
addressed
in
the
value-based
outcome
review.
What
we
need
to
ensure
is
that
we
have
the
appropriate
skill
sets
that
we
are
working
in
a
way
that
allows
us
to
be
nimble
and
flexible
and
responsive
to
the
evolving
workplace
that
we're
in
from
a
budget
modernization
perspective.
What
you're
going
to
experience
this
year
is
different.
D
We
have
prepared
a
budget,
we
are
recommending
a
budget,
that's
informed
by
actual
spending
trends,
so
we
have
looked
at
a
five-year
trend
that
is
informing
the
decisions
that
were
made
and
compiling
this
year's
budget.
Our
capital
budget
has
been
recast
and
it's
recast
to
ensure
that
we
are
going
to
better
reflect,
what's
achievable
and
what's
affordable.
D
So,
as
Chris
mentioned,
he
did
a
couple
of
highlights
with
regards
to
this
year's
budget.
Our
operating
budget
does
preserve
services,
it
does
make
new
investments
and
is
based
on
an
inflationary
increase.
The
capital
budget,
as
I
just
mentioned,
has
been
recast,
but
it
addresses
achievability
and
it
is
making
major
investments
in
both
transit
and
housing.
D
We
can't
do
this
alone,
and
this
is
a
theme
that
came
out
in
the
value-based
outcome
review.
We
know
we
need
partnerships,
and
so
this
year's
budgets
also
worth
like
the
need
for
continued
investments
by
other
levels
of
government,
so
the
numbers
that
everybody
wants
to
see
our
total
operating
tax
and
rates
supported
budget,
that
staff
are
recommending
total
thirteen
point.
Five
three
billion
the
rate
supported
budget
was
already
approved
by
council
back
in
December.
Our
ten
year.
Capital
plan
reflects
forty
three
point:
four
six
billion.
D
D
The
operating
budget
is
a
key
document
that
outlines
how
much
money
the
city
will
bring
in
and
how
much
it
will
be
invested
in
2020
to
deliver
on
legislative
programs
services
and
approved
council
strategies.
What
I'd
like
to
clarify
is
that
this
is
a
cash
budget.
Municipalities
are
legislatively
required
to
balance
their
budgets.
This
means
that
the
cash
that
we
generate
is
reflective
of
the
cash
that
we're
investing
in
or
that
we're
committing
to.
D
So
when
we've
built
the
budget,
it's
founded
on
five
principles.
The
first
one
is
preserving
existing
services.
The
second
is
that
we
have
benchmarked
the
tax
increase
to
inflation.
We
continue
to
invest
in
council
priorities
and
key
challenges,
and
this
also
reflects
the
modernized
budget
process
that
I
that
I
spoke
to
a
moment
ago.
It
considers
equity
impacts
on
all
Torontonians.
D
So
I'm
going
to
share
with
you
an
overview
as
Chris
mentioned,
it's
a
staff
recommended
balanced
budget.
It
preserves
the
existing
services,
we
are
making
new
investments
to
the
total
of
67
million
in
new
or
enhanced
investments
this
year.
It
continues
with
government
partnerships,
there's
an
expectation
that
the
federal
government
will
continue
to
support
our
refugee
program.
D
D
D
What's
important
to
understand,
as
I
mentioned,
we
must
have
a
balanced
budget.
So
what
I'd
like
to
do
is
share
with
you.
Where
is
our
funding
sources
coming
from
and
where
is
the
money
being
invested?
Our
property
tax
is
our
predictable
and
most
reliable
form
of
income,
and
it
comprises
38%
of
our
total
income
stream.
We
do
have
federal
and
provincial
funding
that
we
receive
for
co-investments
for
cost-shared
programs,
but
I
would
like
to
highlight
that
there
is
77
million
in
our
budget
this
year.
D
That
represents
the
expectation
that
the
federal
government
will
can
two
new
to
fund
our
refugee
program.
That
77
million
is
based
and
supported
on
the
information
that
and
the
experience
that
the
city
has
had
over
the
last
couple
of
years.
We
have
the
TTC
fare
box,
user
fees,
I'd
like
to
bring
your
attention
to
the
reserves.
D
These
reserves
are
dedicated
funding
sources
which
are
supported
by
annual
contributions,
for
example,
insurance
claims,
employee
liability
and
sick
leave
reserves
to
name
a
couple
where
the
money
is
invested,
so
our
cost
shared
social
programs
is
the
key
area
of
where
city
is
investing
its
money,
3.3
billion
dollars.
On
an
annual
basis,
and
as
I
previously
spoke
about
on
the
the
generation
side
is
that
this
represents
not
only
the
city's
portion,
but
the
amounts
coming
from
the
federal
and
provincial
governments.
D
The
cost
of
operating
our
transit
system
constitutes
eighteen
and
a
half
percent
of
the
total
expenditures
of
this
budget
emergency
services.
So
this
is
our
ambulance.
This
is
our
police
force.
This
is
our
fire
services,
corporate
and
capital
financing,
so
corporate
and
capital
financing
represents
what
we
are
paying
to
invest
in
our
capital
infrastructure.
That
includes
not
only
our
debt
servicing
costs,
but
in
addition
to
that,
how
much
are
we
contributing
from
our
operating
budget
to
our
capital
budget?
D
D
I'd
like
to
share
with
you
some
highlights
from
the
investments
of
sixty
seven
million:
we've
pocketed
them
into
five
main
themes
within
poverty
reduction
in
public
health.
We
will
be
investing
nine
million
in
low-income
seniors,
dental
programs
in
parks.
We
will
be
investing
to
fund
increased
recreational
programs,
additional
youth
spaces
and
additional
youth
hubs.
We
will
be
instituting
phase
three
of
the
transit
fare
equity
program
in
climate
change.
D
As
you
will
recall,
in
2019,
the
city
declared
a
climate
change
emergency
and
we
are
investing
money
to
ensure
that
we
have
a
plan
to
achieve
Net
Zero
by
2050,
but
looking
at
the
feasibility
to
accelerate
that
to
2040
we're
investing
in
our
parks
in
an
hour
tree
canopy
in
safety
and
security.
Some
highlights
are
here
that
we're
investing
in
a
hundred
and
eighty
eight
new
officers
for
our
police
force.
We
are
investing
in
new
paramedics.
We
have
71
new
paramedic
service
staff.
D
We
are
investing
in
keeping
our
buildings
safe,
fire
and
life
safety
program.
In
addition
to
that,
we
are
investing
in
road
safety,
making
vision,
zero
investments
in
the
transit
area,
and
this
is
on
the
operational
side.
We
are
investing
in
increased
service
reliability,
and
this
includes
this
includes
adding
over
a
hundred
thousand
added
service
hours
that
will
require
an
additional
121
transit
operators
in
other
city
priorities.
D
D
Now
as
Chris
and
I
have
both
mentioned.
This
is
a
staff
recommended
balanced
budget.
What
we've
done
is
we've
made.
It
look
really
easy:
we've
summarized
for
you,
some
of
the
balancing
strategies
that
are
incorporated
this
year.
So
as
mentioned,
we
have
a
2%
inflationary
increase
on
the
residential
tax
rate
that
generates
63
million
dollars
annually.
In
addition
to
that
that
there
has
been
a
TTC
fare
increase
approved
by
the
TTC
board,
which
will
generate
32
million.
D
As
you
all
know,
municipal
land
transfer
tax
fluctuates
from
year
to
year
and
we
are
taking
some
of
the
increase
that
we've
experienced
in
2019
and
including
that
in
the
2020
budget,
as
committed
last
year,
when
a
policy
was
adopted
to
remove
and
eliminate
the
solid
waste
rebate,
we
are
in
year,
two
of
years
of
three-year
elimination.
This
will
save
us
twenty
five
million
dollars.
The
value-based
outcome,
review
identified
opportunities
for
us
to
find
efficiencies.
I'll
go
over
that
in
a
few
minutes,
but
we
have
put
51
million
dollars
in
this
deers
plan.
D
As
I
mentioned,
we
have
gone
to
a
budgeting
over.
We
have
gone
to
a
budget
that
is
based
on
actuals
rather
than
a
budget
over
budget,
and
through
that
exercise
we
have
found
efficiencies
and
we
have
identified
opportunities
to
reduce
the
amount
that
is
being
allocated
out
to
programs.
That
does
not
necessarily
mean
it's
a
cut.
What
it
means
is
that
we
have
the
appropriate
resources
based
and
informed
by
our
actual
historical
results,
and
in
addition
to
that,
our
agencies
and
program
areas
have
offered
up
another
hundred
and
eight
million
dollars
in
savings.
D
The
value
based
outcome
review
informed
us
that
there
are
opportunities
to
do
our
business
differently.
We
have
committed
to
51
million
dollars
in
savings,
and
this
will
be
achieved
over
a
two-year
period.
The
main
component
of
the
savings
is
how
we
procure
when
you
look
at
our
procurement.
We
are
going
to
be
changing
how
we
work,
how
we
procure
we
will
be
looking
at
procuring
in
a
different
time
frame.
We
will
be
looking
at
coordinated
procurement
and
we
will
be
looking
at
procure
and
coordinating
it
across
all
cities
and
agencies.
D
As
I
mentioned,
we
have
a
77
million
dollar
expectation
that
the
federal
government
will
continue
to
support
our
refugee
program.
There
is
information
and
data
to
demonstrate
to
the
federal
government
that
we
have
a
demand
that
the
city
continues
to
attract
refugees
on
an
irregular
basis.
This
77
million
is
above
the
request
of
2019,
but
our
experience
in
the
data
that
shows
from
that
experience
is
that
the
true
cost
of
the
flow
of
the
refugees
coming
into
the
city
and
housing
them
in
our
shelter
programs
will
require
77
million
dollars.
D
We
can't
be
silent
on
partnerships,
as
I
just
mentioned.
There
is
an
expectation
that
the
federal
government
will
contribute
to
support
us
on
the
refugee
file,
but
a
year
ago
we
did
not
have
a
partnership
with
the
province
around
our
subways,
so
this
year
and
I'll
speak
to
it
in
the
capital
plan,
we
are
able
to
address
the
fact
that
the
monies
in
previous
years
focused
on
expansion,
can
be
redirected
to
state
of
good
repair.
D
D
What
I'd
like
to
do
now
is
say
what
does
or
share
with
you
the
everyday
impact
of
our
property
tax.
So,
as
mentioned
it's
an
inflationary
increase
that
inflation
rate
of
2%
is
based
on
a
12-month
CPI
rate.
It
was
taken
in
November.
This
is
the
timing
of
us
compiling
our
budget,
and
we
do
have
city
policy
as
well
as
provincial
regulations
that
require
our
commercial
or
industrial
and
our
multi
residential
rates
to
be
an
a
reflection
of
our
residential
rate.
D
D
We
have
talked
about
the
city
building
fund
levy,
the
extension
that
was
approved
by
council
in
December.
This
levy
that
is
going
to
occur
over
the
next
six
years
will
support
us
in
funding,
transit
and
housing
needs
to
the
total
to
the
tune
of
six
point
six
billion.
This
continuation
of
this
extension
of
the
city
building
fund
will
in
actual
fact
impact
the
average
tax
bill
by
forty
five
dollars.
D
D
The
total
tax
bill
for
the
average
resident
in
Toronto
will
be
three
thousand
one
hundred
and
forty
one,
which
is
a
reflection
of
a
hundred
and
six
dollar
increase.
Where
does
your
money
go?
How
do
we
invest
your
money
for
the
city
services?
Seventy
three
percent,
as
you
can
see,
from
the
yellow
bars.
Seventy
three
percent
of
the
average
tax
bill
will
pay
for
Public
Safety
it'll,
keep
the
city
moving
and
invest
in
the
city's
infrastructure.
D
Now,
I'm
going
to
switch
to
the
capital
budget,
the
capital
budget
is
a
plan
that
guides
our
decisions
on
our
investments,
not
only
how
much
we're
investing,
but
when
we're
investing.
So
the
guiding
principles
for
capital
budget
is
that
we
had
to
address
the
achievability,
the
affordability
of
the
capital
plan.
It
reflects
recent
council
commitments,
it
reflects
other
government
partnerships
and
it
develops,
and
it's
the
initiation
of
the
development
of
a
capital
asset
management
plan.
I
just
want
to
explain
what
achieve
ability
and
affordability
actually
means.
D
So
a
year
ago,
when
Chris
and
I
were
presenting
our
first
City
of
Toronto
budgets,
we
actually
identified
the
need
to
recast
the
capital
plan.
We
knew
that
the
historical
rates
of
achieving
approximately
sixty
to
sixty
two
percent
of
the
capital
budget
needed
to
be
addressed.
In
addition
to
that,
the
value
based
outcome
review
also
signaled
the
achieve
ability
and
affordability
concerns
and
risks
by
E&Y.
D
What
we
are
doing
this
year
is
introducing
and
furthering
in
some
instances,
industry
best
practices
around
stage
gating
of
projects.
What
this
means
is
that
we
are
going
to
have
a
better
estimate
of
not
only
what
we
need
to
spend,
but
when
we
need
to
spend
it
City
Council
has
a
policy
of
a
debt
service
ratio
of
less
than
15%.
D
D
I'd
like
to
give
you
a
bit
of
an
overview
about
the
capital
budget,
we
are
investing
a
total
of
13.2
billion
in
transit.
This
nearly
doubles.
The
investment
in
state
of
good
repair,
the
city
building
fund
levy
that
has
been
extended
is
now
going
to
support
6.6
billion
dedicated
in
transit
and
housing.
As
I
mentioned
a
year
ago,
we
did
not
have
an
arrangement,
a
co-investment
partnership,
with
the
federal
to
fund
the
backlog
of
state
of
good
repair
for
Toronto
Community
Housing
Corporation.
D
We
have
received
one
point:
three,
four
billion
from
the
federal
government
and
we
are
putting
in
1.6
billion
into
the
capital
plan,
as
mentioned
before
we
also
a
year
ago,
did
not
have
a
partnership
with
the
provincial
government
with
regards
to
transit.
This
arrangement
has
allowed
us
to
redirect
our
funds
and
invest
them
in
the
state
of
good
repair,
and
these
are
the
funds
that
had
been
originally
dedicated
to
expansion.
D
D
So
the
city
building
fund
levy
supports
7.3
billion
over
the
next
ten
years.
We
do
issue
debt
on
an
annual
basis
and
we
will
continue
to
do
so.
We
do
contribute
from
our
current
operations
money
into
the
capital
plan.
We
do
receive
money
from
the
federal
government
for
infrastructure
development,
as
well
as
gas
tax
money.
D
We
do
draw
from
reserves.
The
capital
financing
reserves,
the
capital
financing
Reserve
is
funded
by
M
L
TT
on
an
annual
basis.
We
receive
provincial
gas
tax
funding,
we
have
recoverable
debt
and
we
also
have
DCs
section
37
s
and
section
42
s.
But
more
importantly,
where
is
the
money
being
invested?
As
I
mentioned?
We're
almost
we're
nearly
doubling
our
state
of
good
repair
investment
in
transit.
We
are
now
going
to
be
spending
almost
47%
of
our
overall
capital
plan
on
transit.
D
We
are
investing
in
housing,
we
are
investing
2.6
billion
dollars
in
housing,
but
we
are
also
contributing
2.7
billion
through
foregone
revenue
into
our
housing
tío
plan
transportation,
which
is
our
road
rehab,
including
the
gardener
we
have
eighteen
percent
of
our
budget
dedicated
to
road
rehab
and
the
Gardner
environment.
So
this
is
for
flood
mitigation
and
park
development
and
our
Toronto
regional
Conservation
Authority.
Our
corporate
real
estate
reflects
our
buildings
and
key
key
projects
such
as
st.
Lawrence
Market
in
the
other
category.
This
represents
our
fleet,
our
library
renewals,
as
well
as
repairs.
D
D
So,
finally,
to
summarize
our
budget
for
2020,
our
operating
budget
is
based
on
an
input.
Our
tax
operating
budget
is
based
on
an
inflationary
tax
increase
that
preserves
services
but
makes
new
investments
our
capital
budget
has.
It
has
addressed
achievability
as
well
as
making
significant
investments
in
transit
and
housing
and
our
partnerships.
We
have
new
partnerships,
but
we
expect
existing
partnerships
to
continue.
D
So
the
budget
schedule
today
is
our
launch
and
over
the
next
couple
of
weeks
we
have
additional
budget
committee
meetings
that
will
allow
program
Ares
to
prepare
to
present
and
explained
more
details
around
their
plans.
There
are
opportunities
also
for
the
public,
to
get
involved
for
public
deputations
for
writing
in
writing.
Deputations
for
us
to
focus
on
a
budget
committee
wrap
up
by
the
end
of
January
to
go
to
executive
committee
mid-february
and
to
take
to
Council
by
the
end
of
February
as
well.
D
There
are
opportunities,
many
opportunities
for
the
public
to
get
involved
by
making,
as
I
mentioned
deputations
in
person
written
deputations
just
to
go
online
and
review
the
materials
which
will
be
posted
on
our
website
following
this
meeting,
but
we
look
forward
to
continued
conversation
around
the
2020
budget.
Thank
you.
B
B
She
has
always
been
our
honorary
Budget
Committee
member
and
she's
gonna
she's
gonna
continue
doing
that
as
a
private
citizen.
Now
so,
unfortunately
she
won't
be
able
to
ask
questions
but
I
think
in
spirit
many
of
her
I'm
not
worried
about
that.
I
was
anticipating
and
looking
forward
to
that
so
anyway.
So
what
we'll
do
is
we
will
go
to
questions
of
staff
on
the
presentation,
the
overall
budget
and
I'll
begin
with
outside
counselors?
Who
would
like
to
ask
questions?
Councillor
perks
so.
E
E
E
F
The
chair,
the
details
on
the
changes
in
the
SOG,
our
backlog
will
be
available
in
each
of
the
detailed
budget
notes
for
the
programs.
Overall,
the
backlog
will
grow
to
the
eight
billion
dollars
over
the
10-year
term.
The
significant
changes
of
that
would
be
within
the
transportation
services
area,
as
well
as
within
corporate
real
estate
and
city
facilities,
as
well
as
within
TTC
and.
E
E
Seemed
to
be
declining
in
the
first
year
of
the
program
are
we
move
compared
to
the
2019
10-year
plan,
the
2020
10-year
plan
it
looks
to
my
I,
like
the
total
spend
is
decreasing?
Is
there
going
to
be
a
list
of
the
capital
programs
that
have
been
pushed
off
or
cut
fall
together
or
exactly
be
provided
to
us.
F
Through
the
chair,
the
overall
capital
program
when
compared
to
last
year's
capital
program
will
increase
by
but
1.7
billion.
Overall,
there
has
been
some
adjustments
as
we
recast
and
review
our
ability
and
achieve
ability
to
spend
our
capital
spend
rates.
There
are
some
reductions
within
city
programs.
You
have
some
reductions
within
transportation.
I
teen
fleet
would
probably
be
the
the
three
biggest
ones.
What
we're
continuing
to
work
with
those
programs,
as
well
as
we've,
made
some
changes
in
the
way
that
we
allow
for
programs
to
accelerate
funding.
F
E
F
E
G
H
E
H
B
H
G
D
D
Through
the
chair,
so
when
we
go
out
to
service
our
debt,
the
debt
ranges
timelines.
Some
debt
is
repaid
over
ten
years.
Some
is
20.
Some
is
30
depending
on
the
mix
of
our
debt,
the
debt
service,
the
debt
charges
reflect
not
only
the
cash
required
on
an
interest
basis,
but
also
the
the
principal
and
so
depending
on
the
mix
of
our
debt.
We
might
have
a
shorter
timeframe
that
might
be
required
to
repay
versus
a
longer
time,
so
it
actually
just
depends
on
the
mix
of
our
debt
instruments.
I.
G
Guess
my
question
is
with
respect
to
the
100
million
dollar.
That's
that's
gone
up
over
the
past
12
months,
just
exclusively
for
debt
service,
so
we're
talking
about
paying
interest
rates,
which
somebody
else
is
benefiting.
Nobody
in
no
the
taxpayers
aren't
getting
greater
value
for
that
for
that
payment.
What
has
caused
that?
100
million
dollar
jump
through.
D
D
G
You're
saying
that
the
the
cost
employing
is
going
down,
but
the
amount
borrowed
is
going
up,
that's
correct,
that's
correct
and
with
respect
to
with
respect
to
any
of
the
projects
that
have
gone
over
budget
that
we
had
not
allocated
in
sufficient
contingencies,
for
does
that
then
become
a
capital
debt.
Is
that
how
we
finance
that,
so,
whether
it's,
for
example,
if
we
get
a
surprise,
additional
surprise
bill
in
the
gardener,
or
we
see
the
north
market
being
over
budgeted
behind
construction
schedule?
How
do
we
finance
that,
when
the
contingency
doesn't
cover
it.
D
Through
the
chair,
as
mentioned
when
we
went
through
the
capital
slide,
there
are
multiple
funding
sources,
so
it
does
depend
on
which
capital
program
you're
specifically
relating
to
when
it's
a
federal
grant
we
interned
submit.
So
if
something
was
to
go
over
budget
and
it
was
federally
funded,
it
wouldn't
necessarily
be
debt.
If
it's
a
program
that
is
primarily
debt
funded,
then
teach
is
specific
to
your
question
then,
yes,
it
would
be
dead.
You
also
saw
that
the
contribution
from
our
current
operations
also
funds
capital
projects.
D
H
F
Through
the
chair,
the
decision
funding
on
the
gardener
program
is
not
substantially
changed
through
the
2020
budget.
The
funding
approved
for
the
gardener
was
approved
in
prior
years
and
has
not
had
any
impact
on
him.
The
projects
that
we
would
include
in
the
program
in
this
year's
tenure
capital
budgeting
plan.
F
So
in
prior
year,
budgets,
where
there's
an
identification
of
available
funding
sources
to
be
applied
towards
the
gardener,
the
gardener
would
have
been
able
to
utilize
those
funding
sources,
as
opposed
to
those
funding
sources
being
applied
to
other
projects.
Those
decisions
would
have
been
made
in
past
budgets.
This
budget
reflects
those
prior
decisions,
but.
H
I
Thank
you
very
much
I'm
on
page
22
of
the
slide
deck,
and
can
we
just
talk
through
I'm
trying
to
figure
out
where
we're
gonna
have
to
look
to
get
some
of
the
details
for
these
numbers,
because
this
is
essentially
half
of
the
ledger
of
how
we're
balancing
the
budget
on
the
the
third
point,
municipal
land
transfer,
net
change.
So
is
that
we're
making
an
assumption
that
it
will
be
31
million
dollars
more
next
year?.
F
Through
the
chair,
as
in
past
years,
we're
budgeting
MLT
t
revenue
consistent
with
our
2019
experience.
One
of
the
major
changes
that
were
making
this
year
is
of
the
increase
that
we're
experiencing
in
2019
above
above
the
budget,
we're
not
applying
all
of
it
to
support
ongoing
operations.
In
fact,
approximately
half
of
the
increase
is
being
applied
to
help
grow.
The
health
of
our
reserves
attack.
I
F
So
what
we've
seen
through
the
chair?
Well,
we
seen
this
year
is
an
expected
increase
of
approximately
64
million
in
the
tiny
ml
TT,
and
what
we've
done
is
of
that
increase.
31
million
has
gone
towards
operations
to
be
able
to
support
the
ongoing
expenses
of
operations
to
preserve
and
expand
city
services.
I
I
C
I
The
the
solid
waste
rebate
year,
two
of
three
is
his
next
year's
rebate,
the
same
amount
that
will
get
to
the
budget
or
is
it
less
because
this
year
the
rebate
was
half
of
the
small
and
I
get
to
talk
about
the
rebate.
Everyone
I
get
to
talk
about
the
rebate,
half
of
the
small
and
the
rest
of
the
medium
through.
F
I
D
Through
the
chair,
when
we
look
at
contract
compliance
of
2
million,
we
know
that
that
will
be
a
continuing
theme.
When
we
look
at
procurement,
we
know
that
that
will
be
a
continuing
theme
so
because
we
are
going
to
be
budgeting
based
on
our
actual
experience.
That
is
going
to
be
expected
to
be
repeated.
D
I
F
Through
the
chair,
the
efficiencies
line
demonstrates
actions
that
were
taken
to
be
able
to
deliver
services
more
efficient,
maintaining
services.
The
program
and
agency
line
similar
to
past
years
is
where
we
would
work
with
our
programs
and
agencies
on
the
initial
pressures
that
were
identified
at
the
beginning
of
the
process
and
and
looking
at
opportunities
to
be
able
to
accommodate
those
some
of
those
pressures
without
impacting
service
law
without
impacting
service
levels.
Now.
I
How
are
we
going
to
be
able
to
tell
if
our
budgets
are
we're
budgeting
into
actuals,
whether
or
not
things
like
gapping
or
holding
positions
vacant
in
prior
years
that
have
persisted
and
we've
had
we
had
these
conversations
throughout
so
I
know
you
can't
be
surprised.
How
are
we
gonna
be
able
to
tell
that
that
won't
impact
a
service
level
in
this
sort
of
new
way
of
doing
the
budget?
So.
D
Through
the
chair,
we
don't
have
gapping
this
year,
so
our
numbers
are
informed
by
the
actual
needs
that
the
city
has
experienced
that
are
required
to
deliver
on
the
existing
services
and
the
existing
service
levels.
So
we
have
eliminated
the
concept
of
gapping,
so
salary
and
wages
have
been
adjusted
for
the
experience
that
staff
have
had
in
previous
years
and.
D
Through
the
chair,
one
of
the
the
components
of
our
budget
modernization
is
to
actually
focus
on
outcomes,
so
we
are
focused
on
what
are
the
outcomes
each
of
the
program
areas
is
trying
to
achieve.
So
we
are
we're
not
as
concerned
about
the
the
complement,
as
we
are
concerned
about
the
the
outcome,
we're
looking
at
cost
drivers
of
that
outcome,
but
we're
focused
on
the
actual
outcome.
D
A
Very
much
through
the
chair
and
my
questions
are
gonna
kind
of
be
focused
on
the
modernization
process
of
our
budget.
Today,
that's
mainly
what
we
have
in
front
of
us
here,
so
as
we're
looking
to
modernize
the
budget.
This
is
a
process
that
we
kind
of
started
last
year
and
are
embarking
on
going
forward.
I.
Think
that's
great
I'm
wondering
there
was
a
lot
of
discussion
around
outcome
space
budgeting
to
help
keep
our
services
operating
more
efficiently.
Could
you
explain
how
an
outcomes-based
approach
will
actually
achieve
that.
D
When
we
initiated
the
the
budget
modernization
process,
there
was
annex
a
lot
of
consultation
about
what
people
experienced
what
they
understood.
It
was
a
very
technical,
focused
budget
that
was
not
necessarily
emphasizing
what
we
felt
the
value
of
the
city
services
represented
and
so
by
shifting
the
conversation
to
outcomes,
Chris
mentioned
results
based
accountability.
So
what
are
we
trying
to
achieve
when
we
spend
money?
What
are
what
are
we
trying
to
achieve?
A
I
think
the
metrics
and
the
metrics
that
we
choose
to
emphasize
perhaps
being
ones
that
resonate
with
Torontonians
the
most.
Are
we
anticipating
that,
as
this
modernization
continues
to
evolve
over
the
next
several
years,
we
will
be
seeing
more
engagement?
Do
we
have
any
metrics
to
evaluate
how
Torontonians
are
actually
engaging
with
with
our
budget,
and
if,
if
this
is
actually
going
to
achieve
that
through.
D
The
chair,
the
modernization
process,
will
get
us
to
a
position
where
we
will
have
a
multi-year
perspective
and
we
will.
We
would
like
to
think
that
we
will
be
consulting
with
the
public
upfront
rather
than
at
the
the
end
of
the
budget
process,
but
it's
an
evolution.
It's
an
evolution
in
in
how
we
convey
the
information
that.
A
C
Through
the
chair
of
the
short
answer
to
that
question
is
yes,
the
good
news
and
in
terms
of
results,
based
accountability,
you
have
certain
services
and
your
organization
that
already
do
our
BA,
your
fire
department.
Does
it
as
well
as
your
public
health
now
taking
that
best
practice
and
applying
it
across
the
organization.
So
there
will
be
a
need
to
do
more
upfront
consultation,
and
so
we
will
have
I
think
a
better
opportunity
to
know
what
people
are
experiencing
and
be
able
to
reflect
it.
C
A
Seeing
up
on
that,
the
results
based
accountability.
How
does
that?
What
does
that
look
like
in
some
of
our
longer-term
plans,
whether
that's
our
you
know,
housing,
tio,
new
program
or
five-year
service
plan
of
the
TTC?
What
would
that
look
like
you
know,
sort
of
at
a
high
level
on
long
term
plans
like
that.
C
A
I
would
like
to
see
that
considered
a
little
bit
in
the
context
of
perhaps
those
two
programs
in
particular
or
others.
I
guess
with
the
last
question,
I
just
something
that
I
and
many
folks,
both
on
the
political
and
civil
service
side
find
frustrating,
is
spend
rates
and
not
getting
the
dollars
at
the
door.
So
we
make
a
policy
decision
and
we
decide
all
right.
This
is
something
that
we
want
to
do
we
allocate
money
and
then
we
spend
like
60%
of
it
and
don't
achieve
the
outcomes
that
we
want.
C
I
think
through
the
chair
that
you're
hitting
the
really
essence
of
what
bothered
some
of
us
last
year
when
we
saw
the
over
about
a
five
year
period
of
spend
rate
of
somewhere
between
60
to
62
percent
of
your
capital
program.
We
know
what's
going
on
in
other
parts
of
the
country
in
terms
of
in
a
normal
or
a
better
example
of
spend
rates,
as
at
least
75
percent
or
better
and-
and
so
that's
really
part
of
the
modernization
of
our
capital
program.
C
That
Heather's
talked
about
is
to
you
know,
make
sure
that
you
know
when
we
put
projects
in
front
of
you
that
you
know
we
can
demonstrate
that
they're.
In
fact,
getting
done
in
the
manner
in
which
we
predict
it
and
those
projects
that
are
ready,
that
if
we
can
advance
them
earlier,
that
we
want
to
do
it,
and
and
along
with
that-
and
one
thing
we
haven't
said
here
is:
is
that
the
actual
value
you
get
for
your
capital
dollar
should
matter
to
all
of
us?
C
And
so,
when
you
issue
construction
work
at
certain
times
in
the
year,
and
you
don't
have
the
flexibility
to
issue
it
at
other
times
a
year
when
the
market,
maybe
a
little
bit
more
receptive
to
what
you're
offering
you
don't
always
get
as
good
value
as
you
can.
So
that's
one
of
the
things
that
we
want
to
bring
forward
here
is
the
opportunity
to
bring
capital
work
into
the
market
at
such
a
point
in
time
to
get
maybe
the
best
value
for
that
dollar.
Thank.
J
Thank
You
mr.
chair
I'm,
just
looking
through
what
this
means
for
the
average
homeowner
and
they
I
just
want,
make
sure
I
have
the
numbers
right
so
I
think
it's
61
dollars
in
property,
tax,
$45
for
the
levy
and
then
I
was
just
wondering
if
somebody
could
just
resize
what
was
the
increase
for
garbage
in
water,
because
then
we
could
kind
of
get
the
complete
picture
and
I
didn't
see.
Those
numbers
in
this
presentation
here.
J
You
could
get
it
at
the
same
kind
of
comparison
like
on
the
dollar
value
per
homeowner
and
just
I
think
it's
important.
We
look
at
that
kind
of
as
a
package,
because
then
we
also
have
$0.10
fare
increase
right.
So
when
we're
looking
at
affordability,
we
have
to
look
at
everything.
That's
coming
out
of
people's
pockets
on
a
annual
basis.
Page
55
I
just
had
a
question
about
the
comparators.
F
The
chairs
so
we're
providing
different
views
of
the
costs
of
the
residents
so
slide.
55
gives
a
comparison
purely
on
the
property
tax,
but
acknowledging
that
solid
waste
is
not
on
the
city's
property
tax,
but
as
in
other
municipalities,
we
provide
the
other
slide
to
give
a
comparison.
An
apples-to-apples
comparison
so.
J
J
D
So
through
the
chair,
capital
is
budgeted
differently
because
it's
not
based
on
on
historical,
because
each
project
is
different.
So
what
we're
doing
is
we're
looking
at
what
triggered
the
differences
in
the
sense
of.
Why
did
we
not
achieve
a
higher
percentage
than
60?
So
when
I
mentioned
that
we're
introducing
stage
gating,
which
is
an
industry
best
practice?
D
It's
about
how
you
estimate
and
how
your
estimates
mature
over
the
planning
cycle,
and
so
when
we
talk
about
better
understanding
of
timing
of
when
we
actually
need
the
cash,
a
better
understanding
of
when
we're
going
to
have
solid
estimates
that
allow
us
to
allocate
the
funding
offsets
to
it.
That
is
what
we've
done
with
regards
to
stage
gating
and
achievability.
Now,.
D
D
So,
as
mentioned
that
we
also
are
adopting
policies
and
processes
that
allow
us
to
look
at
our
capital
plan
and
know
that
perhaps
we
go
into
the
market
at
a
different
time
to
get
a
better
price
or
we
are
gonna
start
procuring
on
a
12
month
basis
versus
only
on
a
nine
month
basis.
If
a
plan
is
if
a
project
is
in
the
capital
plan
and
it
can
be
accelerated
to
get
better
results,
then
we're
able
now
to
accelerate
it.
J
Perfect,
that's
what
I
was
interested
in.
Is
this
acceleration
that
if
we
were
to
scale
back
to
budgeting
against
actuals,
but
yet
we
were
actually
achieving
the
successes
that
we'd
like
to?
Is
there
ways
to
accelerate
so
you're
working?
Not
all
in
will
that
be
presented
to
us
in
some
ways,
through
this
process
or
offline
on
how
that
process
is
being
updated
for
the
way
we're
doing
the
budgeting
with
the
capital.
F
Through
the
through
the
chair,
yes,
we've
we've
we've
built
some
materials
in
Terra
internally
that
speak
to
some
of
the
changes
that
we're
making
in
the
processes
to
help
facilitate
higher
capital
spending
and
ensure
we're
getting
in
front
of
the
market
prior
to
budgets.
So
that's
available.
We
can
make
it
available
to
Council
and.
J
Then
my
last
question
is
in
terms
of
saying
that,
through
this
budget
there's
no
decrease
in
services.
What
is
the
process
that
we
have
for
for
program
closeout?
Because
sometimes
the
program
is
just
not
working,
so
we
actually
do
want
to
decrease
that
service.
So
we
don't
want
to
just
indefinitely
keep
programs
there,
services
that
are
out
of
date
or
not
working.
So
how
is
that
decision
being
made
through
the
this
budget
process?.
D
So
through
the
chair,
if,
if
there
was
a
program
that
was
intended
to
be
sunsetted
in
the
sense
of
you
know
a
time
limited
funding
mechanism
from
another
level
of
government,
that
would
be
flagged
so
that
wouldn't
be
captured
in
that
same
bucket.
If
there
was
a
program
that
was
being
evaluated,
that
we
didn't
feel
the
outcomes
we're
driving
the
right
results
again.
Now
that
we're
focused
on
outcomes
that
would
enable
us
and
position
us
and
have
the
data
to
inform
that
conversation
to
have
with
council
I.
G
I'm
already
on,
thank
you
well
get
my
I'll
get
my
usual
question
out
of
the
way.
First,
the
the
the
debt
ceiling
slide,
whose
page
I
have
now
forgotten
Oh
page
52
so
is,
is
the
the
we
now
have
a
little
space
between
our
budget
and
the
debt
ceiling
is
how
much
of
that
is.
The
impact
of
increasing
the
city
levy
is
the
city
levy
included
on
that
red
lines
through.
F
The
chair:
no,
that
is
not
the
impact
to
the
city.
Oh,
that's
the
impact
of
through
the
process
this
year,
one
of
our
objectives
was
to
ensure
that
we
were
maintaining
under
the
15%
limit
in
each
and
every
year,
the
city
building
levy,
because
it
has
its
own
dedicated
sources,
not
of
revenue,
is
not
applied
against
this
limit.
G
G
The
if
we
move
from
budget
to
our
financial
statement,
which
will
chill
due
later
this
year,
I
what
I'm,
what
I'm
trying
to
measure
is
solvency.
What's
our
debt
per
capita
ratio,
as
I
asked
every
year
and
hope
every
year
that
it
will
be
a
slide
in
the
presentation?
Yet
never
is
what
is
our
actual
debt
per
capita
ratio
in
the
City
of
Toronto?
G
Today
chair,
we
can
get
that.
That
would
be
wonderful
I.
You
get
a
briefing
note
that
way.
If
we
book
the
levy
in
and
I
understand
that
it
is
so
debit
dedicated
that
there's
a
danger
in
it
I'm
just
trying
to
predict
what
will
really
look
like
at
the
end
of
the
year.
So
if
I
could
get
a
briefing
note,
that
really
tells
people
what
every
Torontonian
would
pay
tomorrow
to
make
us
solvent.
That
would
be
wonderful
in
the
in
comparisons
property
taxes
with
the
GTA
in
Ottawa.
G
G
G
So
in
anticipation
of
when
we
get
into
the
more
detailed
questions
when
we're
doing
that
the
budget
next
week
there
there
are,
there
are
different
kinds
of
reductions
here
in
the
operating
budget,
there's
pulling
out
the
gap,
positions,
there's
something
called
value-based
savings
and
then
there's
there's
real,
more
traditional
efficiencies
with
real
cuts.
Will
we
get
a
more
detailed
overview
of
that
51
million
in
value-based
savings?
G
D
F
G
Okay
and
the
you
sort
of
told
us
a
bit
about
the
procurement
piece
that
doing
things
a
different
way.
You
think
you
can,
you
can
achieve
20
million
each
year,
that's
pretty
huge!
How
much
of
that
is
doing
it
a
different
way.
You
still
have
to
abide
by
the
laws-
I'm,
not
too
nervous
about
that.
How
much
that
is
doing
it
a
different
way
versus
really
doing
that,
addressing
capacity
to
spend
and
we're
just
plain
not
going
to
be
doing
any
procurement,
so
we're
gonna,
save
cuz.
These
things
he's
not
gonna
have
to
buy
through.
D
The
chair,
actually,
this
is
not
on
the
capital
side
whatsoever.
This
is
all
on
the
operating
side.
We
do
have
a
pipeline
of
opportunities
where
we
are
considering
as
I
mentioned,
purchasing
power.
So
it's
it's.
A
term
used
called
category
management
and
so
by
by
coordinating
purchasing
across
the
city
rather
than
in
pockets
at
different
times
throughout
the
year,
we
can
actually
utilize
our
purchasing
power
to
get
better
pricing,
in
addition
to
that
by
procuring
12
months
of
the
year
versus
just
in
certain
months,
is
also
opportunity
for
us
to
find
additional
savings.
G
G
Okay,
so
you
already
have
a
measure
of
whether
or
not
it
can
succeed.
Okay,
okay,
that
that
gives
me
great
comfort,
yeah.
Last
but
not
least,
when
I
do
look,
if
I
can
go
back
to
child
care
for
a
minute,
I
see
33
positions
down,
I,
don't
know
how
much
of
that
is
eliminating
gapping,
how
much
gapping
altogether
is
positions
just
disappeared
and
if
they
ever
wanted
to
come
back,
they'd
be
new
and
enhanced?
Is
that
part
of
the
thirty
three
positions
gone
in
child
care.
G
H
Rationalization
so
we
had
under
the
legislation.
School
boards
are
now
required
to
operate
before
and
after
school
programs
where
there's
a
demand,
so
a
number
of
our
directly
operated
before
and
after
school
programs
have
transferred
into
the
schools
and
are
now
being
operated
by
school
board's,
ensuring
that
children
are
receiving
the
service
same
service
in
the
school
with
their
peers.
So
most
of
those
positions
relates
to
that
change
in
services.
G
G
H
H
H
I.
Just
have
one
question
and
first
of
all
thank
you
very
much
for
the
presentation.
Just
the
one
question.
As
far
as
the
savings
included
in
the
savings
is
that
because,
as
you
know,
in
the
past
couple
years,
the
Auditor
General's
are
out
for
the
number
of
recommendations
where
we
can
find
savings
efficiencies.
If
the
savings
included
in
that
in
the
amount
of
the
savings
that
we
have
accumulated
through.
F
The
chair
yeah
so
in
reviewing
each
of
the
programs
budgets
as
they
came
forward
and
you'll
see
it
in
your
detailed
budget
notes,
there's
a
section
in
there
for
savings
that
were
generated
through
AG
recommendations
and
that
would
form
part
of
the
the
ability
for
us
to
find
program
and
agency
savings
through
the
course
of
the
budget
reviews.
Okay,.
D
Through
the
chair,
you,
if
you
refer
to
slide
49
I,
think
it's
49.
The
reserve
is
forecasted
to
be
approximately
96
million.
We
target
to
have
2%
of
the
tax
levy
as
our
balance,
as
you
can
see,
on
the
chart
on
the
right,
the
2020
balance
is
forecasted
to
be
the
highest.
It's
ever
been.
That
being
said,
I
want
to
qualify
that
statement
as
much
as
we
are
making
a
concerted
effort
to
make
it
healthier
and
it
appears
to
be
healthier.
We
also
have
to
have
a
contingency
fund.
D
So,
as
you
know,
we've
put
in
a
an
expectation
that
the
federal
government
will
continue
to
fund
the
refugee
file.
We
have
to
have
a
safety
net
if
there
wasn't,
if
there
was
any
shortfall
in
that
commitment,
we
would
have
to
tap
into
the
tax
Stabilization
Reserve,
so
as
much
as
it
is
getting
healthy.
We
also
know
that
there
are
some
contingencies
that
we
earmark
to
offset
it
so.
B
As
part
again,
it's
critically
important
that
that
tax
stabilization
be
as
healthy
as
possible
going
into
the
budget
process
in
years
past,
just
maybe
comment.
There
has
been
criticisms
that
we've
been
using
one-time
reserves,
primarily
the
tax
stabilization
to
balance
the
budget
with
this
2020
budget.
That's
not
the
case
through.
D
The
chairs-
that's
correct:
it's
not
the
case
this
year
we're
making
a
concerted
effort
to
actually
limit
the
amount
of
withdrawals
and
ensure
that
we
are
contributing
to
the
serve,
which
is
what
Steve
spoke
to
earlier.
With
regards
to
taking
some
of
the
MLT
t
increase
from
2019
s,
experience
and
directly,
attributing
it
to
this
reserved
perfect.
B
B
Councillor
perks,
that
is
really
up
to
the
committee
to
have
a
second
round.
Are
there
other
councillors
who
want?
Are
there
other
council
councils
that
have
more
questions
or
understanding
the
challenge?
Of
course,
in
this
meeting
it's
we
want
to
just
get
start
digging
deep
into
the
budget.
I
respect
that.
So,
if
the
questions
are
generally
on
the
presentation,
I'd
probably
be
fine.
If
the
other
members
are.
G
E
D
E
F
Through
the
chair,
through
the
practice
that
we
described,
there
was
actually
very
few
positions
that
were
identified
and
eliminated
if
a
position
was
intended
to
be
filled
for
the
course
of
the
year
at
some
point
in
the
course
of
the
year.
But
it
was
currently
vacant
that
position
would
remain
in
the
program
only
in
the
extent
where
it
was
understood
and
reflected
that
there
wouldn't
be
an
opportunity
to
fill
it
over
the
course
of
the
year.
Would
we've
taken
it
out?
F
I
Because
I
I've
been
been
seeing
some
of
this
back
and
forth
and
and
I
think
that
that's
where
there's
a
disconnect,
it
would
be
more
fair
to
say
you
could
calculate
the
number
of
FTE
hours
that
are
not
budgeted
not
budgeted
for
in
the
in
the
2020
budget
over
the
2019
budget,
because
essentially
we
took
the
gapping
and
eliminated
it
and
said
we're
just
hiring
later
in
the
year.
So
we're
gonna
make
the
estimates
for
the
salaries
lower
right.
D
So
through
the
chair,
what
we're
trying
to
get
at
this
year
is
that
the
focus
of
the
numbers
is:
what
are
we
trying
to
deliver?
What
are
the
outcomes
that
the
investments
that
we're
making
in
our
trying
to
achieve,
and
so
by
looking
at
what
are
the
resources
we
need
to
deliver
on
an
outcome?
That's
was
the
focus
of
our
budget.
So
when
we
looked
at
sorry
on
wages,
we
were
looking
at
the
outcomes:
what
level
of
salaries
and
wages
how
many
staff
did
we
need
to
deliver
on
that
service?
D
That
was
the
cost
driver
when
you
look
at
the,
but
they
visit
the
budget
notes
for
each
program.
That
is
what
we're
talking
about
we're
talking
about
what
investment
is
needed
to
deliver
on
specific
outcomes,
we've
gotten
away
from
a
conversation
about
gapping
we've
looked
at
what
are
the
actual
resources
needed
to
deliver?
The
outcomes
that
were
cheap
will.
F
I
Then
how
will
we
know
when
the
expectation
is
that
they'll
fill
that
position,
because
essentially
no
work
would
be
done
on
that
file
until
the
position
was
filled
but
is
is?
Is
there
a
six-month
delay
in
hiring
a
position
like
that?
Because
of
well
and
what
would
have
traditionally
been
pickup
is
gapping.
So.
D
Through
the
chair,
that's
where
I
want
to
just
redirect
the
conversation
to
what
is
the
outcome
if
there
is
a
specific
project
or
outcome,
that's
coming
out
of
an
initiative,
let's
say
a
report.
We
are
focused
on
delivering
the
outcome,
and
so
the
commitment
that
staff
are
making
are
they're
asking
for
the
resources
to
ensure
that
the
timelines
or
the
product
for
that
outcome
are
achieved.
So
it
has
nothing
to
do
with
specifically
trying
to
decide.
When
is
someone
going
to
be
hired?
It's
about?
D
I
Think
this
is
where
it
becomes
difficult
for
us
to
be
assured
that
we're
meeting
certain
service
levels,
if
they're
not
predefined,
as
in
a
response
back
to
a
resident
within
five
hours
or
like
it
when
it
gets
let
more
more
general
or
it's
based
on
reports,
cut
being
coming
back
or
programs
being
implemented
that
don't
have
deliverables
that
are
that
specific
I.
Just
think
it
makes
it's
going
to
be
a
little
hard
for
us
to
adjust
in
this.
To
this
particular
point,
Thank.
G
If
I
could
just
clarify
when
we
will
have
the
details
on
site
I'm,
looking
at
the
budget
page
I'm
watching
the
symphony
of
services,
video
right
now,
I'm,
not
watching
it
was
sound.
Maybe
it's
better
was
sound,
but
when
will
the
details
be
coming
up
on
the
page,
there
was
a
bit
of
a
confusion
about
boat.
What
you
said
early
in
the
presentation
about
next
week.
Will
we
have
the
weekend
to
read
stuff
through.
F
The
chair,
the
materials,
are
going
to
be
available
on
the
clerk's
site
through
the
agenda,
I
believe
by
the
end
of
this
meeting
or
by
noon.
After
that,
there's
a
process
that's
taking
place
between
our
communication,
staffing
clerks,
where
they
pull
the
materials
from
the
agenda
site
and
put
them
on
to
the
budget
website.
I'm
being
told
that
I'll
take
a
couple
of
hours.
Okay,
so.
G
B
You
and
I
want
to
again
thank
Chris,
of
course,
Heather
Steven
and
all
your
teams
on
the
great
work
and
putting
this
together
and
we'll
be
seeing
everybody.
Oh,
we
have
to
receive
the
report
for
information.
It's
all
in
favor
opposed
that's
carried.
We
just
did.
Thank
you
very
much
and
we'll
see
everybody
next
week
at
the
reviews.