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From YouTube: Budget Committee - January 15, 2020 - Part 1 of 2
Description
Budget Committee, meeting 14, January 15, 2020 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17111
Part 2: https://www.youtube.com/watch?v=UUBq2eryDfo
Meeting Navigation:
0:05:48 - Call to order
A
If
they
are
here,
we
acknowledge
the
land
we
were
meeting
on
is
the
traditional
territory
of
the
many
nations,
including
Mississauga's,
at
the
credit,
the
ANA
schwabe,
the
Chippewa
who'd
nashoni
and
the
wind
up
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
métis
people's.
We
also
acknowledge
the
that
Toronto
was
covered
by
2013
with
the
Mississauga's
of
the
credit.
This
is
a
special
meeting
of
the
budget
committee,
which
is
the
review
of
the
2020
capital
and
operating
budgets.
You
can
watch
us
on
YouTube
honto,
City
Council
live.
A
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act?
Seeing
none
before
we
begin?
I
just
want
to
sort
of
give
us
some
comments
on
how
today,
in
the
next
couple
of
days,
they're
going
to
be
running
for
those
who
have
been
part
of
the
process
on
the
committee,
its
standard,
but
I
just
want
to
give
a
sense
of
what
to
expect
the
next
couple
of
days.
A
We
do
have
three
items
that
are
before
us:
bu
14.1,
which
is
the
2020
property
tax
rates
and
related
matters,
bu
14.2,
the
2020
capital
and
operating
budgets
and
bu
fourteen
point:
three:
additional
City
of
Toronto
reporting
requirements
as
a
result
of
Ontario
regulation
to
eight
six.
Oh
nine
budget
matters
expenses.
What
I'm
proposing
members
is
that
we
defer
items:
bu,
14.1
and
bu
14.3
to
our
wrap-up
meeting
on
January
28th,
and
then
what
we'll
do
at
that
meeting?
A
A
B
A
This
is
on
page
2
of
my
notes,
but
I,
let's
know
so
let
me
get
to
that.
We
will
actually
we'll
get
to
that.
So
you'll
be
how
you'll
be
able
to
have
briefing
note
requests.
We
will
actually
do
that
on
Friday.
We
always
do
it
on
the
third
day
of
presentations,
so
will
accumulate
and
you
can
put
in
if
you
have
a
briefing
note
request,
put
it
in
through
one
of
the
members
and
we'll
we'll
put
those
out
on
Friday.
But
again
that
will
be
happening
for
the
the
final
wrap-up.
A
A
So
we
won't
defer
that
if
you
get
your
briefing
note
request
and
I
think
it
just
needs
to
be
on
if
we
deferred
it's
not
on
the
floor,
so
we'll
just
give
it
nothing
changes
we're
not
making
a
decision
on
it,
but
it
will
just
be
on
the
floor
then
so
that
that'll
enable
you
to
get
you
briefed
Renault
requesting
on
that
door
through
a
member
on
your
okay
by
Friday.
Okay.
So
why
don't
we
do
it?
A
That's
carried
okay,
so
I
just
want
to
get
into
what
word
to
expect
over
the
next
three
days,
we're
gonna
be
hearing
presentations
and
ask
some
questions
of
divisions
and
agencies
about
their
budgets.
The
details
of
each
division
and
agency
budget
are
in
the
staff
recommended
budget
notes
which
are
available
online
I.
Just
do
one
about
members
know
the
public
know
that
we
there
was
a
change
in
the
presentation
schedule.
Yesterday
it
was
revised.
A
If
there's
any
concerns
from
any
members
on
the
ability
of
not
being
totally
prepped
for
those
particular
it's
basically
corporate
services
and
a
few
other
divisions
which
is
before
you.
If
you
have
any
questions
that
may
not
be
able
to
be
answered
today,
and
we
may
have
to
look
at
Thursday
more
than
willing
to
do
that,
but
the
request
came
from
staff
to
do
that
change
yesterday
afternoon.
So
I
just
want
to
let
everybody
know
why
that
happened.
A
C
A
C
A
That
that
understanding,
as
I
have
done
in
years
past,
that's
based
on
consultation
with
staff.
So
if
there,
if
there
is
any
requests
on
again
something
that
we
are
only
asking
questions
on
it,
you
feel
a
presentation
is
warranted.
Let's,
if
you
can
just
bring
that
to
my
attention
or
staffs
attention
and
as
we're
going
through
the
day,
we'll
be
able
to
look
at
and
you're
right,
I
want
to
make
sure
that
staff
every
opportunity
to
be
prepared.
A
C
Well,
there's
one
because
there
are
some
unique
things
in
it
and
I
think:
maybe
they
want
to
flesh
it
out
because
it
we've
changed
the
way
we
account
it,
and
that
is
the
parking
enforcement
unit.
I
see
that
has
no
presentation
QA
only
and
I
think
they
might
want
to
walk
us
through
it.
Yeah,
okay,
that's
tomorrow,
I
was
hoping
to
get
one
also
because
it's
really
an
evolving
organization
in
terms
of
what
we
are
expectations
of
them.
C
I
was
hoping
for
a
presentation
on
create
tio,
but
but
I
checked
what,
while
we
were
setting
up
here
and
because
of
the
way
it's
set
up,
they
hadn't
prepared
one.
So
we'll
we'll
do
our
best
with
QA,
but
I
think
I
think
any
organization,
that's
really
evolving
and
in
their
first
two
or
three
years
we
really
should
have
a
quick
walkthrough.
Okay,
yeah.
A
Again,
they're
here
and
I
think
they're
hearing,
they're
they're
hearing
that
okay.
Thank
you,
okay!
Thank
you
very
much
again
just
running
through
the
the
list.
Here
we
have
today
we'll
be
dealing
with
corporate
services.
Toronto
Public
Library,
Public,
Health,
Toronto,
Community,
Housing
Corporation,
and
we
will
be
asking
questions
on
finance,
Treasury
services
to
city
managers,
manager's
office,
legal
services,
city
clerk's
office,
the
City
Council
budget
and
the
office
of
the
mayor.
We
will
again
have
opportunity
to
ask
questions
of
create
a
oh
and
I
think.
A
Maybe
we
will
look
at
trying
to
do
a
bit
more
of
a
discussion
or
our
presentation
as
best
they
can,
under
the
circumstances,
from
the
request
from
the
member
members
of
the
Budget
Committee
and
visiting
members
of
council.
That
can
ask
questions.
Are
these
agencies,
so
staff
from
those
agencies
know
whether
they
can
make
themselves
available?
One
thing
I
will
do,
is
we
have
you
notice
and
I
will
ask,
is
probably
when
create
heel
comes
up?
We
have
some
of
the
smaller
agencies
arena.
Boards
management
can
be
associated.
A
The
community
centers
Exhibition
Place
heritage
et
alive,
etcetera,
I
request
in
a
little
while
just
want
to
make
sure
every
council
has
an
opportunity
to
come
here
that
if
there
are
no
questions
on
those
particular
agencies
and,
of
course,
they're
going
to
be
coming
up
later,
that
we
let
them
know
and
as
quickly
as
possible.
So
they
don't
have
to
be
waiting
around
all
day.
A
So
if
you
can
have
a
look
at
primarily
those
smaller
agencies
that
could
potentially
come
up
in
the
afternoon,
if
you
have
no
questions
and
I
want
to
ask
the
question
now,
because
I
want
to
make
sure
everybody
has
an
opportunity
to
get
here.
But
if
you
do
have
questions
we'll
make
sure
that
they
I
just
want
to
make
sure.
If
there's
no
questions
we're
just
going
to,
let
them
go.
A
Absolutely
so
we
can
do
that
now,
but
I
won't
I
mean
I,
won't
close
it
right
now,
in
the
event
that
there
are
some
councillors
are
listening
online
that
want
to
come
before
it.
So
if
you
can
name
some
of
the
agencies,
you'd
like
to
ask
questions
on
then
we'll
make
sure
that
they
they
will
be
here
they're
here
already.
We
just
want
to
make
sure
that
if
there's
no
questions,
we
just
want
ones.
D
C
A
A
E
Morning,
everyone
and
thank
you
to
the
chair
in
the
committee
I
will
and
I'm
Josie
Shelley.
For
those
who
don't
know
me.
Hopefully
you
do
by
now
and
I
have
Marco
Coco
with
me
with
our
corporate
services
team,
so
I'm
just
going
to
go
through
these
slides
and
hopefully
take
only
eight
to
ten
minutes
to
do
that
and
then
we'll
go
to
Q&A
with
with
the
groups
I'm
just
gonna
follow
through
the
slides,
I
guess.
E
The
key
thing
on
this
particular
slide
on
page
two:
it
really
talks
about
the
Mandate
of
the
organization
which
is
really
to
enable
and
support
programs
and
agencies
and
corporations
in
delivering
service
and
taking
a
leadership
role
around
the
climate
action
and
the
and
the
sustainability.
So
if
I
go
to
the
next
page,
it
talks
about
the
groups
and
the
five
in
particular
divisions
here
and
the
key.
The
key
thing
here
is
that
this
particular
slide
just
talks
about
the
delivery,
frontline
service
internally
and
externally
to
the
organization.
E
It
also
talks
about
enabling
maximizing
our
value
of
our
service
delivery
through
our
assets,
whether
its
fleet,
real
estate
or
the
technology
side
and
working
with
kratie
on
the
real
estate
side,
and
it
talks
about
providing
reliable
and
safe
and
compliance
service
across
the
organization
and
then
the
leadership
and
climate
in
climate
and
resilience
efforts
coordinating
with
many
many
stakeholders
within
the
organization
outside
the
organization.
So
that's
kind
of
the
met.
E
What
we
do
as
an
organization,
if
you
go
to
the
next
page,
this
is
page
floor
for
those
who
just
have
the
presentation
from
them.
Now
this
talks
about
the
corporate
services
priorities
and
it
aligns
to
the
corporate
strategic
plan
priorities
that
you
heard
from
Chris
and
Heather
last
leaked,
and
it
really
talks
about
how
we
obviously
aligned
to
the
corporate
the
overall
corporation
of
the
organization
and
how
we,
as
an
organization,
deliver
obviously
an
outcome:
a
better
better
service
for
the
the
residents
and
the
businesses.
Well,
you'll
see.
E
The
critical
part
here
is
the
asset
lifecycle
management,
making
sure
that
we're
unlocking
the
value
of
our
asses,
whether
their
fleet,
technology
or
real
estate,
and
making
sure
we
reinvest
back
into
the
organization
and
what
you'll
see
from
a
well-run
city
is
the
actual
modernization
service,
whether
it's
through
technology
or
business
process,
reengineering
and
improving
the
customer
experience
and
you
can
go
down
with
all
like
the
housing
one.
We
do
a
lot
of
work
with
Juliana
steam,
around
shelters
and
obviously
jorts
revitalization
and
then
obviously
the
latter
one.
E
There
is
a
tackling
the
climate
change
and
taking
that
leadership
role.
So
we
align
very
well
with
the
corporate
plan,
which
is
really
important
as
an
organization.
Well,
you'll
see
the
next.
The
next
page
really
talks
about
the
areas
of
focus
that
I
refer
to
the
four
of
them
and
the
key
outcomes
that
these
particular
areas
have
to
actually
work
through
and
improve.
Customer
experience
really
the
outcome.
E
There
is
to
be
consistent
in
the
way
we
deliver
customer
experience
and
making
sure
that
we
understand
how
businesses
and
residents
actually
interact
with
the
city
and
making
sure
we
understand
what
they
need
and
what
they
want.
Obviously,
improving
satisfaction
and
the
utilization
of
how
we
actually
use
our
service
being
very
simple
in
the
way
they
actually
come
into.
The
organization
is
really
critical
and
improving
time
to
market.
E
When
we
say
that
we
mean
that
we
understand
we
can
respond
based
on
the
changes
that
are
going
on
with
what
our
what
the
public
actually
needs
and
wants.
When
you
look
at
citywide
modernization,
what
you'll
see
there
is
really
around
ensuring
business
continuity
as
an
organization
which
is
really
critical
and
understanding
of
business
risks
robust
standards,
what
that
means
there
is
creating
standards
for
shared
platforms
for
skill
and
efficiency
and
making
sure
that
you
are
definitely
meeting
the
requirements
and
security,
privacy
and
accessibility.
E
One
of
the
platforms
are
working
on
right
now
is
the
client
relationship
management
platform
with
Salesforce,
and
that
really
is
an
important
one
that
we
scale
up
as
an
organization.
So
we
don't
have
too
many
platforms,
we
have
one
that's
more
concise
and
that's
one
of
them.
The
other
one
is
optimizing
service
channels
which
is
really
important
around
digital
first
principle,
and
it's
really
critical.
That's
what
the
that's,
what
the
public
wants?
E
That's,
what
we're
hearing
from
a
lot
and
it's
important
as
the
growth
continues
in
the
city
that
we
are
looking
at
different
ways
of
modern,
amazing
and
then
another
one
is
unlocking,
obviously
real-estate
for
city
services
to
make
sure
that
we
can't
create
the
space
necessary
modernizing
space.
One
of
good
examples
is
these
front
structures
or
those
temporary
structures
we
did
for
the
the
respite
sites.
If
you
go
to
the
lifecycle
asset
management.
Key
thing
here
is
our
outcome:
is
safe,
compliant
and
accessible
assets.
E
So
that's
a
clear
baseline
that
we
have
to
deliver
on
and
it's
something
we
continue
working
through
and
obviously
optimizing
the
city's
assets
to
achieve
the
greatest
value,
and
that
could
be
further
investment,
that's
required
and
also
integrating
how
we
actually
use
our
assets
as
an
organization
and
then
accelerating
data
analysis
or
open
data
using
information
for
decision
making.
Those
are
clear
outcomes
for
us
and
the
last
one
is
around
climate
action.
E
Resilience
was
just
critical,
and
this
really
is
some
of
the
implementation
of
transform,
TL
initiatives
and
you'll
see
this
2050
timeline
across
the
presentation.
That's
clearly
a
requirement
in
a
clear
outcome
for
us
for
Zero
Carbon
city
and
as
well
as
creating
a
more
resilient
city
and
the
leadership
role
we
take
there
now,
like
anything,
there's
always
off.
There's
risks
and
opportunities
as
I
see
this
page,
and
the
important
part
here
is
how
we
actually
deal
with
this
and
what
you'll
see
here.
E
E
What
we
mean
by
that
is
making
sure
you
put
that
human
centered
design,
so
the
actual
experience
that
a
client
or
a
the
public
want
to
see
and
actually
using
different
stakeholders
to
support
us
in
trying
to
do
this,
because
we
can't
do
this
all
ourselves
and
working
across
different
regulatory
barriers
and
also
cross
levels
of
government,
and
the
other
one.
Here,
too,
is
the
acceleration
of
digital
adoption.
E
This
is
really
important
because
you
want
to
realize
the
benefits
and
you
want
to
reinvest
and
standardize
the
platform's
as
an
organization
citywide,
modernization
like
any
any
group
within
the
city.
Osi
is
actually
the
organizational
readiness
to
actually
take
this
on.
The
change
of
this
is
substantial.
When
you've
got
a
lot
going
on,
you
have
to
be
able
to
actually
see
how
the
organization
is
ready
to
take
it
on
the
investments
that
we
make
as
an
organization
understanding
the
bounce
of
an
investment
of
risk
tolerance,
as
well
as
the
business
continuity
trying
to
manage.
E
That
is
really
important
as
an
organization
as
we
move
forward
in
some
of
the
modernization
that
we're
working
through
and
also
public
policies
procedures.
What
we're
what
we
mean
by
this
is
review
of
the
policies
of
practice
and
procedures
that
the
organization
has
to
support
the
growth
that
we're
going
through
and
trying
to
understand
the
digital
demand
and
the
solutions
that
are
being
asked
of
us
and
trying
to
actually
work
through
that
ecosystem
and
and
and
that
is
actually
challenging,
and
not
just
for
the
public
sector
also
for
the
private
sector.
E
Our
clients
are
internal
and
obviously
external
and
making
sure
that,
as
we're
trying
to
achieve
the
change
around
assets
and
trying
to
get
the
best
value
that
we
have
an
integrated
view
as
to
how
we're
looking
at
monetizing
optimizing
our
assets
and
then
modernizing
technology,
investments
of
the
environment
as
you're
actually
trying
to
manage
your
business
and
continue
operating
your
business.
Those
get
challenging
at
times
as
you're,
trying
to
modernize
climate
action
and
resilience
critical
here,
Net
Zero
before
2050
adoption,
that's
really
important
for
us
adoption
of
a
low-carbon
technology
and
feels
the
substitution.
E
That's
really
critical,
as
well
as
how
we
influence
and
stake
holders
and
get
the
change
that
we
need
as
a
city
and
as
a
organization
actions
around
these
four
focused
areas.
The
action
want
the
first
one
on
the
when
it
comes
to
the
customer.
Experience
is
the
operating
model.
We
are
looking
across
the
organization
how
we
actually
have
different
channels
to
support
the
organization
we've
been
working
as
a
group
for
the
last
two
three
months
as
to
how
that
would
look
like
and
making
sure
that
we're
optimizing,
the
channels
that
we
actually
work
with.
E
So
that
is
work
in
the
implementation
of
that
will
be
critical.
A
new
product
development
approach
will
actually
be
more
agile
as
to
how
we
get
services
out
to
the
market
or
the
public.
Short-Term
rentals
is
actually
one
that
we're
working
through
right.
Now
we
actually
created
a
group
within
our
structure
that
actually
is
around
customer
experience,
innovation
and
really
looking
at
improving
speed
and
usability
of
a
highly
go-to
market
and
you'll
see
more
of
that
throughout
this
year.
E
As
we
look
at
the
residential
side
and
the
actual
business
side,
developing
capacity
is
really
important,
developing
skills
and
to
scale
up
to
the
requirements
and
also
developing
a
foundational
client
relation
management
platform,
exploring
different
innovative
partnerships.
We
don't
believe
that
we
should
do
everything
ourselves.
We
believe
that
some
of
this
can
be
done.
We
do
partnerships
out
in
the
market.
I'll
give
you
an
example
on
the
client
relationship
management.
Our
previous
approach
would
have
been.
E
It
takes
us
about
a
year
and
a
half
to
get
some
service
out,
and
now
we
could
take
three
to
five
months
based
on
using
this
platform.
The
cost
of
it
actually
has
gone
down
by
three-quarters,
to
2/3
2/3
to
3/4,
so
that
to
us
is
actually
really
important
as
a
group
to
actually
get
to
deliver
down
our
priorities.
The
citywide
modernization,
proactive
investment
to
mitigate
risk
is
really
important,
as
you
do
business
continuity
and
that
could
be
cyber.
E
E
We
continue
down
the
path
we
are
in
our
third
year
of
the
incue
bation
of
the
five-year
plan,
and
we
have
actually
moved
quite
a
few
things
forward
with
some
of
our
organizations
like
toronto
parking
authority
and
others
and
we'll
continue
moving
that
forward,
and
the
key
thing
is
to
get
the
best
value
and
unlocking
the
land
and
reinvesting
back
to
the
organization.
We
got
a
man
Asheville
motion
from
Council
last
year,
as
we
were
doing
the
audit
reviews
around
fleet
and
IT.
E
You
know
one
of
the
things
that
you'll
hear
from
the
CTO
is
80%
would
be
going
to
the
cloud
and
20%
would
be
sitting
on
front.
The
other
one
is
lifecycle
asset
management,
one
of
the
things
you've
heard
from
the
CFO
and
and
and
the
city
manager
is
making
sure
that
we
have
a
lifecycle
asset
management
program
citywide
on
all
our
assets.
This
is
critical.
E
We
need
to
make
sure
that
we're
clear
about
where
the
asset
values
are
the
state
of
good
repair,
and
we
need
to
make
sure
that
we
have
a
system
and
a
practice
around
that
we've
actually
worked
very
hard
on
the
fire
and
life
safety
compliance
requirements.
We
are
in
a
very
good
place
from
an
oversight
citywide
around
this.
E
Many
of
you
are
very
familiar
with
this:
implementing
transform
she'll
continue
down
the
path
of
supporting
the
other
programs
developing
plans
around
the
client
emergency
2019
actual
report
that
we
went
through
that
is
coming
to
Council
this
year
in
q3
and
then
continue
with
the
green
fleet
plan.
We
have
a
five-year
plan.
We
continue
down
the
path,
so
that
is
the
focus
that
we
have
so
I
just
talked
about.
The
key
focus
ter
is
how
they
actually
align
to
this
bigger
city
discussions.
E
I've
talked
to
you
about
some
of
the
key
errors
of
the
outcomes,
as
well
as
the
issues
around
what
we
have
to
manage
and
the
actions
that
we're
moving
towards
them
well,
you'll,
see
here
around
the
financials
and
I
will
not
go
through
all
of
them
in
detail,
but
I
think
the
important
part
here
and
the
CFO
mentioned
this
Heather
said
this.
We
looked
at
our
last
five
years.
We
looked
at
the
trends.
We
looked
at
the
experience
that
we
actually
had
and
that's
what
you
have
in
front
of
you.
E
You
have
the
actual
last
five
years,
and
then
we
also
have
some
enhanced
services
that
you'll
see
in
the
next
page,
and
the
important
part
here
is
that
the
group
would
through
this
line
by
line,
because
we
want
to
make
sure
that
we
were
clear
that
what
we
were
asking
for
we're
meeting
the
service
levels
that
we
had
to
perform
and
the
outcomes
that
were
actually
putting
put
forward
in
front
of
you
in
the
previous
page.
What
you'll
see
here
on
the
next
page
is
and
I'll
just
talk
a
little
bit
about.
E
What's
in
there
it's
these
new
investments
that
we've
talked
about
the
enhanced
services
we
actually
prioritize.
We
looked
at
what
was
most
important
at
this
point
in
time
and
based
on
what
we
could
actually
manage
and
actually
execute
on
safety
and
security.
There
is
really
around
fire
life
safety,
you'll
see
39
positions
there
around
the
fire
life
safety,
and
then
you
also
see
cyber
security
and
the
FLS.
The
fire
life
is
about.
3.6
million
and
700,000
is
related
to
the
cyber
security,
and
we
continue
to
review
the
cyber
security
investment
requirements
there.
E
As
we
have
a
new
C,
so
that
was
hired
here
in
October
well,
you'll
see
here
on
climate
change.
We
have
about
3.7,
it's
it's
about
five
positions
from
transformed
teal
that
have
been
added
this
year
as
part
of
the
previous
budgets
and
then
about
2.9
million
and
13
positions
around
the
climate
action
plan,
and
then
what
you'll
see
on
the
100k
or
so
is
from
fleet
from
the
work
that
they
need
to
do
around
their
assets
and
to
people
there.
E
What
you'll
see
around
the
capital
side
is
our
role
as
an
organization
and
right
now
what
you're
seeing
here
is
really
the
actual
assets
that
are
sitting
within
the
divisions,
not
the
bigger
citywide
view,
which
will
be
working
for
the
next
few
years.
But
it's
optimizing.
The
greatest
value
of
these
assets,
making
sure
you're
you're,
making
strategic
decisions
on
how
you're
investing
into
these
assets
right
and
making
sure.
E
Also
we
look
at
owned
versus
not
owned,
and
these
are
things
that
we
look
at
when
we
look
at
all
the
assets
and
how
we
actually
manage
them.
That's
the
view
that
the
group
has
taken
and
a
critical
part
is
making
sure
that
we
have
an
asset
management
program
and
a
system
that
tracks
us
and
not
all
the
groups
have
that
in
the
organization
and
it's
something
we
need
to
work
towards.
E
There
are
really
around
a
quite
a
few
around
about
over
100
million
dollars
related
to
strategic,
complex
and
there's
an
investment
around
an
acquisition,
strategic
acquisition
that
went
live
the
report
some
time
last
year.
It
was
to
do
with
Richmond
and
the
Richmond
222
to
9
Richmond,
and
that
was
about
a
hundred
million
and
then
there's
further
work
on
finishing
off
Union
Station.
E
It
will
be
done
this
year,
another
key
projects
that
are
citywide
and
what
you'll
see
here
is
where
we
actually
spend
our
money
in
the
ten-year
plan,
and
last
page
is
what
I
was
actually
getting
at
it
really
and
if
I
had
to
you
know
people
question
you
know
have:
do
you
have
the
money
necessary?
We
have
the
money
money
necessary
to
deliver.
We
need
to
actually
make
sure
the
market
can
bear
what
we
actually
can
deliver
on
we're.
Not
the
only
group
that's
requesting
the
market
to
actually.
This
are
contractors
actually
work
with
us.
E
One
thing
that
I
would
say
is
Lda
is
a
really
big
requirement.
It
is
built
into
our
plan.
Our
ten-year
plan
is
200
million
dollars
that
we
have
in
our
particular
plan.
So
we
have
built
that
in
that
you
that's
in
that
ten-year
plan,
so
these
are
other
projects
that
we
have
to
work
through
as
an
organization
and
obviously
our
backlog.
E
We
continue
working
that
and
the
key
thing
is
working
with
Krejci
o
as
their
our
strategic
partner
and
looking
at
our
assets
to
make
sure
that
we
make
that
we
are
actually
investing
into
the
right
asset
pool
and
and
not
investing
into
things
that
actually
may
not
great
game
the
greatest
value
for
us.
So
that
is
it.
Thank
you
for
your
time.
Okay,
I'll
sit
down,
and
you
guys
can
ask
us
questions.
A
F
I
really
am
prepared
for
the
wrong
budgets,
so
in
terms
of
the
environment,
energy
division
I
noticed
that
there
are
a
number
of
reserve
accounts,
just
which
are
going
into
the
negative
in
this
year's
budget,
specifically
conservation
management
and
a
few
others
I'm
sorry
I'm,
just
trying
to
get
all
is
that
a
good
observation
that
the
reserve
accounts?
This
is
perfect,
relies
on
our
going.
G
F
There's
a
note
near
the
beginning
of
this
year's
analyst
notes
that
we
have-
and
this
is
something
I
raised
last
year
and
we
never
really
got
to
the
bottom
of
that.
We
are
having
to
we're
losing
some
opportunities
on
work
that
we
were
doing
because
of
the
loss
of
the
provincial
cap
and
trade.
I.
Read
that
correctly.
H
H
The
municipal
Challenge
Fund,
the
the
there
were
there
was
money
allocated
for
both
electric
vehicles
and
electric
vehicle
charging
that
isn't
there
anymore.
They
were
funding
low-carbon
initiatives
and
buildings.
It's
not
there
anymore,
basically,
conservation
programs
that
were
funded
by
the
province
through
the
I,
ESO
and
Toronto
Hydro.
Aren't
there
anymore.
F
H
Of
course,
where
we
continue
to
talk
to
both
parties
and
will
we
believe
that
there
is
a
role
of
both
the
province
and
the
federal
government
in
support
of
climate
change.
We're
hearing
the
federal
government
will
make
a
key
part
of
their
current
budget
around
climate
change,
which
is
which
is
positive
news
for
us.
But
you
know
we're
and
also
I
think
the
other
thing
that
we're
doing
is
looking
at
private
sector
investments
and,
as
you
know,
councilor.
H
F
H
What
that
means
is
that
we're
taking
a
longer
term
view
and
the
return
of
the
investments
that
we
make
so
the
dollars
that
the
city
invests
is
recoverable
debt
and
we
have
a
20-year
view
of
that
and
I
think.
What's
important
to
note.
There
is
for
every
dollar
that
so
this
is
over
the
last
two
to
three
years
for
every
dollar,
the
city
has
invested
a
recoverable
debt
money.
We've
seen
two
dollars
invested
by
the
private
sector
in
the
public
sector
to
go
along
with
that.
H
F
So
we
get
a
longer-term
return
and
that's
good,
because
that
allows
us
to
do
deeper
work.
Are
we
filling
in
as
much
money
or
as
many
projects,
rather
as
we
would
have
had
otherwise,
or
we
had
to
scale
back
the
number
of
projects
that
we
would
have
had
if
the
cap
and
trade
money
would
it
was
here,
I
think.
H
D
Thank
you
very
much
I'm
I'm
I'm
struggling
to
talk
to
compare
last
year's
budget
in
this
year's
budget.
So,
if
you
could
you
could
help
me
it's
a
little
bit
more
complex
in
this
division
because
energy
and
environment
you
got
to
tease
it
out
of
facilities,
facilities
in
real
estate
budget,
but
on
table
one
of
the
2019
budget.
No
it
it
separates
out
energy
and
environment
and
lists
the
net
expenditures
of
the
proposed
2019
operating
budget
to
be
35
million.
D
So
like
I'm
on
page
six
of
this
year's
analyst
notes-
and
it
says
in
table
one
and
Kurt-
please
correct
me
if
I'm
wrong,
that
the
net
expenditures
of
the
2019
actual
by
the
2019
budget
actuals
are
nine
million
correct
and
they
prove
positions
of
83
but
table
1.
On
page
10
of
the
2019
operating
budget,
analyst
notes
have
for
energy
and
environment
a
net
expenditures
anticipated
to
be
sorry,
yeah
net
expenditures
anticipated
to
be
35
million
through.
I
The
chair
counselor,
without
going
into
all
the
details,
I
believe
that's
the
utility
budget,
so
in
last
year's
facilities,
real
estate,
environment
and
energy
budget,
the
utility
costs
for
of
the
city
buildings
was
was
identified
under
that
service
area
within
facilities,
real
estate,
environment
and
energy,
now
fast
forward
into
2020.
That
utilities
budget
is
actually
part
of
the
corporate
real
estate
project.
Ok,
that's
a.
D
I
H
J
I
I
E
I
The
other
areas
would
be
if
we
recovered
greater
revenues
from
our
solar,
PV
programs,
so
that
would
be
on
the
revenue
side
on
the
upper
portion,
see
the
sundry
and
other
revenues
we
recovered
more
or
may
generate
more
revenues
than
we
had
planned.
So
the
offset
between
the
under
expenditures
and
the
over
collection
on
revenues
would
lead
to
that.
E
K
You
mister
so
my
first
question
is
councillor:
Layton
had
put
forward
a
motion
looking
at
net
zero
on
our
buildings
and
can
we
accelerate
thought
and
that
thought
would
come
back
through
this
budget
process?
So
is
that
coming
through
like
PFN
or
is
it
coming
through
corporate?
Where
will
we
see
that.
G
Through
the
chair
councillor,
we
have
a
briefing
note:
that's
been
submitted
for
review
that
details,
the
the
motion
looking
at
which
projects
we
could
revisit
from
a
net
0
we've
gone
back
to
all
the
divisions.
These
agencies
and
we've
identified
37
projects
with
a
value
of
approximately
850
million,
so
we
need
to
so
at
a
high
level.
G
We've
looked
at
what
the
incremental
cost
would
be
to
revisit
those
from
Net
Zero
and
we'll
be
reporting
back
in
q3
of
2020
to
the
infrastructure,
Environmental
Committee,
but
the
sort
of
the
the
the
variance
in
range
is
about
8
to
27
percent
of
the
project,
value
which
is
about
68
to
226
million,
but
through
the
course
of
this
year.
When
we
report
back
in
q3,
we'll
have
more
of
a
better
estimate
around
what
the
impact
will
really
be,
both
from
a
cost
and
schedule
on
those
projects.
G
K
H
K
H
K
There
may
be,
and
because
you
I
know
that
you've
budgeted
for
July
but
there's
potential
to
have
some
and
earlier
to
help
on
that
report.
Okay
and
then
my
last
question
is
its
environment.
Really
it's
it's
embedded
in
all
of
our
departments
and
so
both
transform,
Co
I,
know,
there's
components
that
are
through
Board
of
Health.
There
are
components
that
are
through
economic
development
through
the
GMAT
program,
for
example.
So
there's
a
little
bit
everywhere
for
both
transform,
teo
and
resilience.
K
H
Earlier
well,
last
year,
we
issued
a
status
update
report
on
where
we
were
transferring
so
basically
in
that
exercise,
the
IDI
pulled
the
city
to
see
what
was
going
on
around
the
city
in
terms
of
investment
and
activity
with
respect
to
transfer
and
tío.
Once
we
get
into
resilience,
it
will
be
the
same
thing.
H
C
G
Councillor
in
the
start
of
q2
Tori
through
the
chair
councillor
in
the
start
of
q2
2020,
we
will
be
bringing
forward
a
report,
a
status,
update
report
on
the
RFP
process
with
selecting
a
headless
C
in
the
terms
of
that.
So
right
now
we're
still
in
the
early
stages
of
the
project
and
yet
council
approval
to
proceed
from
that
point
to
actually
consider
moving
the
project
forward.
Okay,.
C
G
C
E
The
chair,
Krejci
Oh,
actually
the
lead
role
on
on
that
one
councillor
Carol
well,
maybe
Cray
chil
can
actually
talk
to
that
when
they
do
come
up,
but
it
definitely
is
a
housing
owl
site.
It's
actually
ready
to
go
to
market
we're
just
waiting
for
a
report
on
the
rent
control
report
that
was
asked
for
us
to
come
back
with
with
Krejci
o
and
the
affordable
housing
two
and
then
we'll
release
them
our
insight
as
an
RFP
to
the
market,
but
I'm
sure
Brian
can
talk
to
you
a
little
bit
more
about
it.
E
C
E
L
C
And
then
the
other
question
I
have
is
a
cluster
wide
question
in
corporate
services.
These
are
primarily
well,
maybe
the
most
conventional
one
is
three
one
one,
because
it's
it's
more
of
an
inside
service
based
thing,
but
they
by
and
large
they
have
survived
conventional
capital
funding
pictures
summer.
Chargeback
departments
and
revenues
are
coming
from
different
places,
but
I'm
wondering
if
you
could
just
take
me
through.
None
of
them
appears
to
have
a
conventional
just
capital
from
current
amount.
C
A
lot
of
them
have
reserves
that
are
committed
for
specific
things,
but
I'm
wondering
if
you
could
paint
a
picture
for
me
of
what
is
built
into
their
budget
that
is
sort
of
capital
from
current
do
do
the
are
these
budgets,
any
of
them
in
corporate
services
required
to
set
aside
their
capital
from
current
and
on
a
percentage
basis?
How
much
are
they
setting
aside.
E
So
through
the
chair,
I
don't
have
that
them
all
of
this.
These
numbers
in
front
of
it,
but
there
is
a
baseline
that
you're
asking
about.
We
do
have
a
baseline
and
if
I
and
I'm
just
going
to
generalize-
and
maybe
the
guys
can
actually
just
say
what
their
baseline
is,
but
there
is
a
baseline
to
actually
maintain
for
a
state
of
good
repair.
We
do
BCA's
on
a
regular
basis
and
the
investments
get
made
based
on
the
BCA's.
These
are
building
condition
audits
on
the
corporate
real
estate
side.
E
That
definitely
is
is
the
approach
we
take
and
it's
based
on
legislation
requirements
and
we
have
compliance
needs
that
we
have
to
work
through.
So
that's
the
real
estate
on
the
technology
side.
It's
definitely
based
on
there's
platforms
that
they
have
to
maintain
and
there's
operating
dollars
and,
as
we
move
more
to
the
cloud
it
becomes
more
operating,
it
does
become
capital
and
on
the
fleet
side,
there's
an
sog,
our
budget
quite
substantial
to
again
there's
a
life
cycle
of
fleet.
E
C
So
the
the
fleet
won,
the
fleet
won
its
it's
going
into
their
own
dedicated
reserves,
instead
of
just
a
base.
Cfc
that
would
go
back
to
you
know
the
central
general
ledger,
but
it
appears
to
have
it
dropped
a
bit
in
2019
and
now
we're
maintaining
it.
There
is
it.
Is
it
at
a
percentage
basis
that
is
going
to
be
able
to
keep
pace
with
state
of
good
repair,
or
is
it
tracking
to
increase
in
terms
of
state
of
good
repair,
I.
B
Through
the
chair
yeah
in
the
last
in
since
2016,
we've
made
some
great
progress
on
reducing
the
SOG,
our
backlog
69%,
to
be
exact
and
we're
continuing
to
make
progress.
But
there
is,
there
is
work
to
be
done
with
a
couple
of
divisions
yet
to
to
address
the
remaining
backlog,
which
is
about
47
million
dollars.
J
C
C
And
whatever,
so,
what
about
the
other
divisions?
What
is
their
contribution
to
capital
and
is
it?
Is
it
based
on
a
percentage
basis?
I'm
gonna
be
asking
this
across
the
board
by
the
way.
What
is
the
contribution
to
capital
from
current
in
everything?
So,
if
I'm
putting
you
guys
on
the
spot,
but
there
I'm
not
putting
anyone
else
on
the
spot.
I'm
gonna
ask
this
question
it's
kind
of
unconventional
in
these,
but
but
are
we
by
and
large,
through
whatever
accounting
means,
whether
it's
to
a
dedicated
reserve
or
not?
A
I
The
chair,
the
contribution
to
current
from
our
divisions,
aren't
direct.
It's
those
are
allocated
corporately.
The
vast
ogr
program,
let's
say
on
the
corporate
real
estate
side,
is
predominantly
funded
through
debt
funding,
which
corporate
capital
from
current
would
be
assigned
again
corporately
to
fund
a
portion
of
those
projects.
So
if
you
were
to
look
at
the
numbers
in
the
budget,
you
would
see
the
deadlines
and
the
capital
for
current
would
be
reflected
there
in
terms
of
contributions,
we
may
make
contributions
to
reserves
as
lloyd
outlined
with
respect
to
the
fleet
reserves.
A
Any
other
questions
committee
members,
just
any
other
questions
with
regard
to
counsel
Elena,
did
you
so
did
we?
We
haven't
being
a
bit
flexible
here
on
the
second
rounds
and
all
of
that
I
know
it's.
It's
I'm
just
trying
to
make
sure
we
have
all
the
questions
covered,
so
I'll
entertain
more
questions,
councillor
perks,.
F
So
back
to
energy
and
environment
I'm,
comparing
the
capital
plans
in
the
2019
to
28
budget
and
the
one
that's
currently
in
front
of
us
and
I've
noticed
three
capital
plans
in
your
department
that
are
being
substantially
reduced.
I
was
wondering
if
I
could
just
get
a
sense
of
what's
going
on
there.
The
first
is
the
renewable
energy
program
in
the
previous
10
year,
capital
plan.
It
was
at
twenty-one
million
five
and
this
year
it's
five
million
seven.
What's
changed
there.
G
F
Category
so
you've
moved
the
renewable
energy
program
into
the
transform
tio
program.
Okay,
so
that
takes
us
to
the
transform
tio
program
in
2019.
The
10
year.
Capital
plan
had
that
at
a
hundred
and
seventeen
million
this
year,
you're
proposing
the
10-year
plan
of
53
million
so
roughly
half
so,
even
though
you're
moving
other
stuff
into
it,
it's
it's
half
what
it
was.
Could
I
get
an
explanation
of
what's
happening
there.
F
H
H
The
province
removed
the
feed-in
tariff
program
altogether,
so
we
are
now
working
we're
taking
a
more
holistic
approach
to
building
so
the
specific
budgets
associated
with
renewables,
with
demand
management,
with
energy
conservation,
they're
now
being
rolled
into
a
more
holistic
view.
Well,
a
holistic.
F
View
or
not,
you
know
we're
increasing
the
amount
of
reduction
that
we
want
to
get
done.
That's
our
ten-year
plan,
one
of
the
ways
for
paying
for
that
reduction
is
vanished
and
I
see
nothing
here
to
compensate
for
it.
In
fact,
I
see
us
exiting
from
the
field,
so
no
work
will
be
done
to
try
to
promote
those
green
electricity
programs.
I.
H
F
G
F
G
There
was
a
significant
project
that
we
had
with
Toronto
Community
Housing
that
fell
under
transform
teo.
Additionally,
in
this
capital
budget,
you
will
see
that
the
we
have
another
project
which
Toronto
Community
Housing,
which
has
been
separated
out
from
transform
Co.
It's
that
twenty
eight
million
dollars
of
our
budget
this
year.
F
That's
not
quite
the
question
I
asked
the
ten
year
plan
showed
fifty
million
dollars
that
seems
to
have
gone
nowhere
moment
ago.
I
heard
that
it
will
show
up
in
other
departmental
budgets.
So
if
I
go
looking
at
other
departmental
budgets
for
energy
and
electricity
efficiency,
programs,
I
will
find
that
work.
I
Through
the
chair,
so
in
the
corporate
real
estate
budget
as
an
example,
we
have
an
energy
conservation
and
demand
management
budget
of
thirty
million
dollars.
Okay,
so
that
that's
I
was
one
of
those
so
similar
to
the
response
through
councillor
Layton
in
terms
of
a
split
between
environment
and
energy
in
corporate
real
estate.
That's
one
of
the
items
that
fell
under
corporate
real
estate,
okay,
so
I.
A
G
Plan
has
been
revisited
to
address
achievability
in
the
past.
The
capital
plan
has
been
somewhere
in
the
neighborhood
of
60
to
62
percent
spent
based
on
what
was
budgeted.
So
what
we've
done
is
we're
trying
to
address
the
achievability
and
what
that
means
is
that
we've
looked
at
assumptions
that
were
built
into
the
capital
plan
and
that
involves
projects.
So
the
timing,
the
appropriate
timing
of
projects,
the
appropriate
estimates
belonging
to
projects
to
better
enhance
what
we
can
truly
deliver.
So,
when
you're,
looking
for
specific
items
from
20
19
s,
budget.
M
D
You
very
much
a
significant
part
of
the
new,
an
enhanced
service
for
energy
and
environment
this
year
is
in
the
the
green
will
project
I.
Just
because,
because
the
green
will
project
is
something
sort
of
new
and
old,
it
wasn't
in
the
initial
short
term
strategies,
unless
what
it
is
is
the
first
strategy
which
is
enhanced
the
better
building
partnership.
Is
it
safe
to
say
that
that
is
essentially
the
green?
Well,
the.
H
Green
wheel
program
is
a
new
program
that
was
announced
by
the
mayor
in
October
of
last
year
in
advance
of
his
trip
to
the
c40
meeting
at
Copenhagen.
He
convened
a
meeting
in
his
office
of
eleven
large
property
managers,
Oxford
Brookfield
facilities,
management,
the
universities,
hospitals
and
basically
challenged
them
to
contribute
to
the
city's
goal
of
Net
Zero
by
2050,
and
the
Green
Weald
programme
was
was
what
he
created
to
allow
or
to
or
to
direct
the
commercial,
largely
sector
in
Toronto
to
move
towards
the
Net
Zero
by
2050.
H
D
In
general,
it
just
sounds
like
now:
we've
got
a
bit
a
bit
of
overlap
here,
so
I,
just
I
just
want
to
make
sure
we're
putting
our
investments
where
it's
useful,
because
this
green
will
wasn't
something
that
was
talked
about
in
the
strategies
and
then
appeared
as
if
from
nowhere
and
and
took
a
bunch
of
mandate
over
an
existing
program.
The
city
had.
That
was
doing
quite
well.
If
I'd
like
it's
the
first,
the
first
in
our
recommendations
of
our
short-term
strategies,
yeah.
D
Well,
will
these
green
well
positions
be
housed
within
the
better
building
partnership?
Yes,
okay.
Thank
you.
Just
I'm
trying
to
figure
out
a
way
to
ask
this
question
much
like
councillor
Carroll,
that
of
every
budget,
and
so
I
don't
mean
it's
just
the
energy
and
environment
and
office.
Just
is
first
and
I.
Think
a
lot
of
us
are
kind
of
struggling
through
this.
This
this
change
in
budget
and
in
the
way
the
budget
is
happening.
So
how
much?
How
many
FTEs
does
the
proposed
budget.
D
D
To
equate
ten
million
in
FTEs
it
would
be
93
positions.
Yes,
so
those
would
be
bodies
in
roles
for
12
months
of
the
year.
We
know
that
that's
not
the
case.
Like
gapping
happens,
people
like
it.
It
takes
time
to
hire
good
people.
All
of
you
were
hired
over
the
course
of
X
amount
of
time
and
I'm
glad
that
we
took
that
time
to
find
amazing
candidates,
but
the
hundreds
of
the
ten
million
dollars
is
93
positions.
I
D
E
Four
three
one:
a
lot
of
answers:
I
just
wanted
to
just
overall
counselor
late
and
there's
a
chair,
sorry
we're
very
outcome
driven
here
and
what
you'll
heard
that
from
the
CFO
earlier
in
the
presentation.
Last
week,
all
of
the
what
you'll
see
in
front
of
you,
the
from
the
budget,
it's
all
driven
what
we
need
to
actually
get
to
the
outcomes,
so
I
just
want
make
sure
we
preffer
to
that
as
you're
asking
the
question.
Okay,
sorry,
Gary
I
threw.
D
F
The
chair,
a
budget
number,
is
183,
that's
what
we're
totally
buddy
par
for
people
within
three
one,
one:
okay,
I
get
to
remember:
there's
a
combination
of
part-time
and
full-time
staff
as
well
as
management
and
business
analysts
as
well.
So,
if
we're
looking
from
an
operational
perspective,
which
is
really
the
CSRs
that
are
managing
the
day-to-day
interactions,
they
represent
approximately
of
the
123
102,
sorry
out
of
the
183
124
positions.
D
F
The
chair,
one
of
the
reasons
why
we're
doing
it
we're
being
realistic
with
the
money
to
spend
and
how
we've
made
the
service
level.
So
we've
already
met
that
service
level,
so
we
don't
necessarily
want
to
overspend
public
funds
and
what-have-you.
Another
contributing
factor
at
all
affects
our
FTE,
that's
on
the
capital
side
and
how
it
would
perform
on
that
capital
side.
So
if
we
look
at
overall,
unfortunately,
we
have
a
very
strong
year
in
terms
of
the
capital
delivery,
but
based
upon
our
performance,
we
don't
fully
staff.
C
While
we're
on
3:1
it's
a
service
level
question
on
its
on
page
9,
if
we're
looking
at
the
performance
measures
at
the
end,
the
service
level
picture
is
sort
of
status
quo.
We
like
where
we
are
but
I'm
just
wondering
why,
if,
if
we're
doing
better
than
that-
and
it
seems
like
seems
like
you
really
look
to
do-
that
in
terms
of
the
very
bottom
one
first
contact
resolution
rate-
are
we
able
to
either
solve
it
in
that
first
contact
or
send
it
where
it
needs
to
go
in
the
first
contact?
C
Because
that's
the
happiest
resident
we
seem
to
have
been
able
to
steadily
grow
it
to
85
and
yet
we're
leaving
the
service
levels
down
there
at
70%?
That's
that's
gonna,
be
our
only
guarantee
going
forward.
If
you
have
been
able
to
for
so
many
years
now
will
be
over
70%.
Why
would
we
not
just
adjust
that
service
level
through.
F
C
Because
it
because
they
have
been
at
80%
since
2017,
which
is,
is
laudable
but
I'd
like
to
I'd
like
to
stay
there,
the
other
thing
is
I'm
wondering
if
you
track
what
resolution
means,
because
sometimes
what
happens
is
we're
looking
at
this
service
level
on
the
budget
and
you've
got
an
idea
of
what
that
means,
but
in
fact
a
lot
of
the
calls
while
they
well,
they
think
they're
done
and
they've
closed
the
file.
Those
are
the
calls
that
often
end
up
in
the
counselor's
office.
C
The
file
is
closed,
but
I
don't
know
what's
happening
and
it
means
they
dispatch
service
to
happen
and
you're
tracking
it
as
a
closed
file.
But
but
the
crew
never
arrived
and
the
service
didn't
actually
happen.
Is
there?
Is
there
a
mechanism?
That's
measuring
that
to
make
sure
that
that
your
metrics
for
your
your
CSRs
matches
what
happens
out
in
the
neighborhood,
where
the
request
for
the
services
through.
F
C
F
And
in
regards
to
the
first
call
resolution,
they're
more
focused
on
the
the
more
Tier
one
type
of
calls,
because
that's
the
one
that
could
be
readily
addressed
so,
for
example,
where
do
I
get
married,
you
know
where's
the
location
so
on
and
so
forth.
Those
are
things
that
are
resolved
at
that
point
in
time
in
the
call.
So
if
our
service
request
is
created,
that
issue
is
not
resolved.
It's
now
created
as
a
tier
2
item
and
tracked
accordingly,
so
FCR
would
not
necessarily
relate
to
that
protecting
particular
activity.
F
C
A
F
A
B
Through
the
chair,
what
it
really
is
is
focusing
on
on
continuous
improvement
in
in
industry.
The
medium
and
heavy
vehicles
become
highly
specialized
to
go
through
two
to
three
manufacturers.
There
may
only
be
one
or
two
dealers
in
the
city
that
can
provide
it.
So
what
we're
looking
at
doing
to
improve
efficiency
is
bringing
some
of
that
work
back
in-house
and
to
improve
our
supervision
and
accountability
and
compliance
with
legislative,
Health
and
Safety
and
signing
authority
requirements
across
the
city.
Making
the
change
to
to.
N
D
A
You
councillor,
okay,
so
we're
go
to
create
a
just
prior
to
that.
I
just
hasn't
mentioned
prior
I
just
wanted
to
be
clear.
If
there
are
any
questions
for
the
below
agencies,
arena
Boards
of
Management
Association
of
community
centers,
Exhibition
Place,
tu,
Live
or
Toronto
Zoo.
Does
anybody
have
questions
on
those?
A
If
not,
then
what
I'll
do
is
release
those
staff
members
who
may
be
here
for
those
particular
agencies,
so
you
don't
have
to
stick
around
any
any
longer,
but
we
do
have
will
have
questions
on
heritage,
Toronto,
Toronto
region,
Conservation,
Authority
and
in
Dundas
Square
and,
of
course,
the
other
three
agencies,
library,
health
and
TCH-
see
we'll
go
now
to
create
tio.
There
is
no
presentation,
questions
and
answers.
A
Only
I
recognize
the
counselor
Carol
was
potentially
asked
for
presentation,
I'm
not
expecting
a
full
presentation
of
now,
but
I've
create
tio
people
can
come
forward
and
what
I
will
do
is
just
if
you
have
any
maybe
opening
remarks
with
regard
to
your
budget,
and
then
we
can
have
questions
from
that.
Thanks.
O
Mr.
chair
I,
don't
really
have
any
I
did
not
have
prepared
comments
or
remarks,
but
it
might
be
a
just
a
good
opportunity
to
talk
a
little
bit
about
create
Co
and
what
what
what
we've
been
up
to
the
organization
has
been
in
existence
now
for
for
two
years
and
I
am
a
CPA.
But
our
numbers
don't
tell
the
story
of
what
what
we
do
as
an
organization,
because
the
organization
has
evolved
out
of
Bill,
Toronto
and
Toronto
port
nuns,
and
it
is
now
an
agency
that
actually
provides
services
for
the
rest
of
the
city.
O
And
so
therefore,
it's
not
something
we're
quote/unquote
charging
for,
but
a
lot
of
the
stuff
we're
doing
is
both
high
profile
and
and
low
profile
and
I
would
say.
Since
I've
been
at
the
organization
now
about
a
year
now,
it's
almost
a
year.
I
am
incredibly
impressed
by
the
city,
fathers
and
mothers
and
making
this
decision
to
consolidate
real
estate
operations
in
one
place,
because
I
don't
know
how
it
could
have
got
done
in
the
past
without
survey.
O
An
agency
that
has
this
sort
of
Authority
and
perhaps
the
vision,
did
to
execute
on
a
lot
of
the
things
that's
the
create
tio
does,
and
so
the
question
is
what
does
create
tio
do,
and
these
are
some
notes
that
I
just
jotted
off
and
I'll.
Try
not
to
be
too
lengthy
in
my
comments,
but
didn't
we've
got
a
series
of
high
profile
things.
O
We
do
and
low
profile
things
the
high
profile
things
are:
housing
now
Etobicoke
civic
center,
a
modern
tio
support
to
things
like
the
Union,
Station
offices,
20,
Portland's,
and
really
thinking
big
picture
on
Toronto
Portland's.
Not
the
day-to-day
property
management
stuff
that
has
always
been
done.
Adelaide
fire
hall
was,
was
a
something
that
the
organization
worked
on
rail
deck
part.
O
So,
though,
I
would
describe
those
as
big
pitcher
things
that
we've
been
working
on
and
what
we
do
with
those
things
is
we
essentially
spend
staff
money,
we
have
a
about
sixty
staff
in
the
organization,
and
so
it
doesn't
generate
cash
per
se.
It
really
just
it
generates
activity
and
outcomes
that
benefit
the
city,
and
then
we
have
a
whole
bunch
of
small
things
that
we
do.
I
call
those
lower
prop
profile
items,
property
management
on
the
portland's
and
vice
and
insights
on
various
things,
including
Toronto
parking
authority.
O
The
the
new
housing
now
sites,
because
we're
not
finished,
we've
only
started
with
eleven
and
we've
got
to
find
more.
The
Parkdale
hub
we've
got
land
sales,
we're
still
executing,
which
I
would
argue,
is
just
the
old
bill.
Toronto
268
Street,
which
was
an
exhausting
Etobicoke
for
live
in
Victoria,
Park,
4620,
Eglinton
Avenue.
O
It's
that's
gonna
be
another
one
that
we're
going
to
be
looking
at
in
terms
of
well.
What
could
be
done
with
this?
It's
not
gonna
be
restarted
as
and
it's
a
drag
roads
I
think
you
were
concerned
about.
That
was
not
what
was
it
yeah?
It
was
wrong
word
and
and
just
so,
what
what
are
we
gonna
be
doing?
What
are
we
can
working
on?
Why
are
we
spending
this
money?
O
So
the
big
issue
that
we
need
to
do
lots
of
work
on
is
understanding
the
supply
which
is
getting
a
better
handle
on
these
eight
tiles
and
I.
Think
it's
8400
properties,
but
we
think
actually
they're
more.
We've
been
doing
some
work
on
trying
to
line
up
our
records
with
those
of
Tara
net
and
try
to
better
understand
where
all
these
properties
and
how
can
they
best
be
managed
and
then
on.
O
So
that's
the
supply
side
of
the
city's
assets
and
then
there's
the
demand
side
and
the
demand
side
is
all
the
divisions,
agencies
and
the
things
that
they
want
to
do
with
their
their
their
operations,
be
at
a
fire
hall.
Toronto
Public
Health
a
new
parking
lot.
Any
sort
of
thing
like
that,
so
our
job
is
to
try
and
take
all
this
stuff
and
create
a
sense,
well
outcome.
That
is
that
it
provides
a
net
gain
to
the
city.
So
what
do
we
spend
our
time
to?
O
What
kind
of
concerns
me
in
our
organization
is
properly
allocating
our
limited
human
resources,
which
is
staff
and,
like
I,
said,
we've
got
sixty
people
if
you've
got
eighty
four
hundred
properties
to
study.
You
can
quickly
chew
up
those
sixty
people,
so
so
we
have
to
spend
our
time
thoughtfully,
not
just
you
know
running
around
trying
to
get
a
handle
on
every
single
property.
So
so
it's
so
when
we,
when
we
look
at
this,
we
have
to
decide
which
goes
first
and
that
therein
lies
an
opportunity
for
us.
O
So
what
other
challenges
for
us
as
an
organization
is
making
sure
our
work
is
not
only
understood
transparent,
but
it
was
also
appreciated,
because
what
would
concern
me
is
as
an
organization
as
if
we're
just
spending
money
on
staff.
People
are
going
to
start
to
say.
Well,
what
are
you
guys
actually
doing,
and
so
we
are,
we
are
doing
a
lot
and
I
think
I,
just
sort
of
highlighted
them.
O
Other
things
that
are
on
our
plate
include
the
Toronto
Portland's
with
the
redirection
of
the
don
river,
that's
going
to
create
a
huge
opportunity
and
that
that
the
title
to
that
property
resides
under
create
CEO,
and
so
that's
something
that
we're
gonna
get
more
and
more
involved
in
in
the
past.
I'll
create
CEO,
which
was
Toronto
Portland's
did
was
just
manage
the
the
leases
on
those
properties
which
was
just
derelict
industrial
lands,
but
that
whole
world
is
going
to
change
in
the
next
five
years
as
and
when
the
property
is
remediated.
O
Villiers
island
has
created
that
there
is
a
huge
opportunity
for
the
city
to
create
incredibly
valuable
land
and
valuable
opportunities
for
the
public
good,
and
so
the
last
challenge
that
we
have
as
an
organization
is
our
financial
sustainability.
It
used
to
be
in
this
organization
that
everything
was
funded
through
the
sale
of
lands
and
revenues
from
leases.
As
we
move
away
from
that
activity,
we
are
now
going
into
a
cash
flow
deficit
situation.
O
The
organization
has
cashflow
surplus
or
cash
surplus,
I
should
say,
but
we're
going
cash
flow
negative
in
2020
and
it's
it's
I'm
not
here
to
tell
you
it's
a
problem
today
or
in
2020,
but
we
expect
by
the
end
of
2023,
will
be
out
of
cash,
and
so
that
will
be
a
problem
which
we
will
be
asking
the
city
to
help
us
deal
with,
because
unless
we
find
a
new
source
of
capital
which
is
funding
from
the
city,
there
will
definitely
be
an
issue
with
our
ability
to
do
everything.
We
hope
to
do
so.
O
A
C
This
is
a
this
is
an
evolving
thing
and
you
sort
of
painted
that
picture
to
the
point
where
it
doesn't
clearly
from
the
the
budget
notes
we
have,
it
doesn't
really
fit
into
our
format.
Yet
all
of
the
appendices
are
just
not
applicable,
not
applicable,
not
applicable.
So
when
the
projects
that
you
outlined
do
I
find
them
still
sitting
in
other
places,
will
we
buy
next
year
see
these
appendices
filled
in
with
project
updates
those
sorts
of
things
so
that,
in
terms
of
this
capital
picture,
that
does
not
look
great
by
2023.
C
C
E
If
I'm
a
councillor
Carol
as
a
chair
just
to
support
Brian,
one
of
the
things
that
we
are
doing
and
we're
working
with
the
CFO
group
is
actually
looking
at
all
the
capital
city
wide
around
all
of
the
buildings
and
the
investments
that
need
to
be
made
and
looking
at
that,
more
of
an
integrated
view
of
how
we
can
invest
to
assist
and
Brian
needs
that
whole
view.
So
he
can
so
we
can
actually
bring
options
to
council
and
committee
as
to
how
we
invest
right
now.
E
What
we
need
to
do,
what
we're
doing
right
now
is
getting
all
the
assets
into
one
system
at
some
point
and
looking
at
what
where
they
are
at
in
their
life
cycle
and
the
the
biggest
opportunity
is
some
of
the
integrations
that
will
occur
as
to
how
to
co-locate
and
how
to
actually
look
at
real
estate,
not
individually
but
together.
So
that's
the
work
that
Brian
and
the
team
are
working
through,
but
we
do
need
to
consolidate
the
capital.
E
C
There's
a
total
in
this.
Just
this
cluster
alone,
Corporate
Services
there's
a
shortage
of
17
million
dollars
in
terms
of
contribution
to
capital
reserves.
If,
if
you
wanted
to
keep
the
the
sort
of
industry
standard
of
setting
aside
ten
plus
ten
percent,
whether
on
the
general
ledger
in
a
specific
dedicated
reserve
and
we're
well
short
on
a
percentage
basis,
not
a
dollar
basis,
so
I
see
why
create
was
saying
to
do
the
work
by
2023
they're
out
of
money.
So
is
there
a
guideline?
Are
we
taking
a
holiday
from
it?
C
E
The
important
part
and
I'll
use
the
citywide
real
estate,
the
actual
assets
we
have.
We
have
8400
properties,
or
so
we
have
we
an
example
of
the
office
of
modernization.
What
Brian
and
the
team
did
that
they
looked
at
that
portfolio.
We
had
three
over
three
million
square
feet.
We
actually
have
said
that
we
are
going
to
reduce
that
by
by
at
least
one-third
the
reinvestment
of
that
goes
back
into
the
portfolio
or
to
city
building,
so
we
need
to
go
through
and
the
comparable
size
exactly.
We
need
to
look
at
our
asset
types.
E
C
Does
it
goes
a
long
way,
but
so
maybe
maybe
what
we
need
to
do
going
forward?
It's
it's
hard
to.
It
is
hard
to
fit
this
model
into
it
into
our
convention
format,
but
maybe
maybe
what
we
need
to
do
going
forward
is
to
track
that
that
modern
tío
progress
how
much
cash
it
produces
to
allow
us
to
generate
it
into
investment
in
our
overall
capital
program.
Maybe
we
need
to
track
that
absolutely
does
it
grow,
or
does
it
really
just
keep?
Are
we
trading
water?
Just
you
need
to
know
that
cluster
wide
agreed.
E
And
I'll
give.
That
is
a
great
example
that
those
eight
properties
are
worth
over
four
hundred
million
dollars
there
is
an
investor
requires
to
invest
into
the
modernizing
of
our
buildings,
but
it
also
has
a
return.
Our
paper
30
million
in
the
next
in
five
years
that
we
will
have
per
year
that
we
would
not
have
done
if
we
had
not
done
that
project
and-
and
we
will
be
tracking
that
throughout
the
year
and
into
execution,
because
that's
a
massive
change
for
the
organization
also
absolutely.
M
Overall
basis,
the
capital
plan
is
funded
on
a
corporate
perspective.
We
don't
rely
on
individual
programs
or
divisions
to
contribute
to
CFCs.
So
we
don't
look
at
each
individual
program.
We
look
at
it
corporately
when
we
build
the
capital
plan.
We
do
look
at
individual
projects,
funding
sources
and
we
pull
from
it,
but
I'm
I
just
want
to
make
sure
that
there's
a
you
know
an
understanding,
a
consistent
understanding
that
CFCs
actually
come
corporately
and
corporately.
We
fund
I
get.
C
C
That's
why
the
lines
still
sitting
there
in
the
chart,
so
you
want
to
take
it
out,
take
it
out,
but
in
some
of
the
divisions,
the
numbers
still
there
and
some
it's
not
someone's
going
into
dedicated
reserves
and
I
get
that,
but
maybe
what
we
need
by
the
end
of
this
presentation.
The
reason
I'm
asking
this
is
I
want
to
make
sure
that
the
city
building
levy
can,
by
the
end
of
the
three
years,
still
be
going
to
the
things
we
think
it's
going
to.
C
A
You
seeing
no
other
questions,
I
believe
why
don't
we
go
in
and
thank
you
very
much
for
our
Crito
for
coming.
Let's
move
on
to
finance
treasury
services
I'm
just
going
on
the
list
here,
so
there's
no
presentations,
questions
and
answers.
Only
we'll
start
with
the
office
of
the
chief
financial
officer
are
the
questions.
A
K
I
just
wanted
to
ask
the
city
manager
I
thought
that
the
Brazilian
strategy,
the
first
one,
was
released
last
year
through
your
office
and
I
thought
it
was
a
fantastic
report,
but
I'm
just
wondering.
Does
the
management
of
that
continue
to
reside
in
your
office
or
has
it?
Where
is
that
and
where
would
we
find
that
in
this
year's
city
budget
the
management
aspect
of
it
so.
O
K
A
C
I'm
racing
to
do
this
because
I
actually
didn't
finish
preparing
for
this
chunk
to
know
we
were
doing
it.
It's
it's
about
the
City
Clerk's
office.
I,
know
I,
know
it
was
released
this
morning,
but
I
have
not
had
time
to
read
it
and
it
is
about
how
we
deal
with
that
looming.
What
are
we
doing
about
voting
tabulator
machines?
A
node
has
been
released
that
is
somewhere.
I
haven't
read
it
yet
because
that
I
was
concerned,
but
I
did
read
the
budget
that
there's
there
six
million
a
year.
A
A
C
That's:
okay!
That's
what
this
is
right!
This
that's
what
this
is.
So
so
here's
an
interesting
question
because
we
are
scrambling
here.
If
we
keep
track
of
things
we
we
know
we
have
a
question,
but
we're
not
ready
for
it.
Can
we
have
sort
of
a
something
at
the
end
of
the
end
of
the
the
process
of
review
where
you
know,
if
we've
got
questions,
they're,
not
gotcha,
questions
that
may
be
a
DCM
can
quickly
answer.
If
we've
got
this
backlog
of.
A
A
We
always
have
an
opportunity
for
more
questions
at
the
wrap
ups
I
recognize
and
if
there's
any
specific
questions
that
we
may
be
able
to
deal
with
in
the
next
couple
of
days
again,
recognizing
that
we
did
there
was
a
change
today
in
the
presentations,
and
some
of
you
may
know
totally
up
to
so.
If
there's
a
bit
of
flexibility,
if
there's
anything
on
any
of
these
before
us,
we
may
need
an
answer
tomorrow.
Great,
we
can
provide
that.
If
not,
then
we
always
have
that
opportunity
wrap
ups
to
continue
with
any
other
final
questions.
A
A
A
A
A
P
A
Well,
counsel
we'll
have
to.
Unfortunately,
the
legal
services
are
not
here,
we'll
come
back,
okay,
we'll
get
them
down
to
be
able
answer
the
question
for
you:
okay,
so
legal!
So
why
don't
we
just
hold
legal
services
if
we
can
have
somebody
from
legal
services
come
down
and
we
will
when
they
get
here,
we'll
answer
those
questions?
A
F
I
and
again
I
apologize,
I
didn't
have
time
to
properly
prepare
for
this.
But
my
my
very
quick
read
is
our
contribution
to
the
election
reserve
is
not
in
line
with
what
we
typically
do
in
not
on
election
years.
I
thought
that
we
typically
contribute
a
quarter
of
the
cost
of
an
election
each
year
so
that
we
don't
have
it
as
a
big
lump
sum.
But
I
noticed
that
I
didn't
seem
to
be
able
to
find
that
contribution
this
year
did
I
read
it
wrong.
In
my
haste,.
F
C
G
In
respect
of
the
election
equipment,
let
me
address
these
various
issues.
With
respect
to
the
vote
counting
equipment
councillor,
we
will
be
reporting
back
later
this
year
on
the
plan
for
council
to
either
acquire
in
some
ferry
voting
equipment.
That
funding
is
not
currently
in
the
budget.
We
have
discussed
over
the
years
with
financial
planning
how
best
to
proceed
to
ensure
that
this
is
available
at
the
correct
time,
this
plan
will
be
coming
forward.
The
council
will
need
to
address
that
issue.
G
C
G
A
Okay,
he's
off
the
hook
now:
okay,
what
we'll
do
now,
if
there's
anybody
from
legal
here?
Okay,
so
why
don't
we
go
on
to?
We
now
are
going
into
the
agencies
of
the
library,
public
health
Toronto,
Community
Housing.
Each
of
them
will
have
a
presentation,
so
we
will
then
I'll
invite
the
public
library
to
come
up
and
what
we'll
do
is
we'll
after
this
presentation
and
questions,
if
legal
are
here,
we'll
jump
back
to
that
welcome.
A
A
Okay,
okay,
well
goes
again
legal
just
showed
up,
but
that
weekend
we'll
go
through
question.
Do
we
have?
We
do
have
a
number
of
questions,
so
why
don't
we
just
libraries
already
here?
Why
don't
we
go
through
that
presentation
and
then
we'll
jump
back
to
legal?
If
that's,
okay,
okay,
go
ahead!
Okay,.
Q
Good
morning,
everyone
I'm
Vicki
balsa
city,
librarian
and
Larry
Husum,
our
Director
of
Finance,
is
here
to
present
with
me
and
we're
going
to
keep
this
short
you'll
see
in
this
presentation.
Three
key
drivers
for
Toronto
Public
Library's
budget;
first
we're
operating
with
an
incredibly
complex
and
diverse
urban
environment,
with
digital
disruption
and
constant
change,
creating
both
opportunity
and
challenges.
This
is
changing
the
kinds
of
services
we
need
to
offer,
how
we
offer
them
and
how
our
staff
need
to
be
trained
and
supported
to
deliver
them.
Q
Secondly,
our
key
strategies
and
priority
actions
are
evidence-based
and
outcome
driven.
We
are
uniquely
positioned
to
help
Torontonians
improve
their
economic,
cultural
and
social
well-being,
while
also
helping
to
advance
key
city
priorities,
including
poverty
reduction,
Community
Safety
and
economic
growth,
and
thirdly,
increasing
demand
for
our
services.
Changing
customer
expectations
that
our
fiscal
environments
are
driving
us
to
innovate
and
modernize
our
library
services
to
increase
our
efficiency
and
improve
customers
experiences.
Q
What
we
do
at
the
library
goes
beyond
just
books.
Tpl
is
the
vital
active
ingredient
that
informs
and
inspires
Toronto
and
its
communities,
making
the
city
and
its
residents
more
resilient.
More
knowledgeable.
More
connected
and
more
successful-
and
we
do
this
by
empowering
Torontonians
to
thrive
in
the
digital
age
and
the
global
knowledge
economy
through
easy
access
to
technology,
lifelong
learning
and
diverse
cultural
and
leisure
experiences
where,
when
and
how
our
customers
need
us-
and
that
means
it's
online
in
our
branches
and
in
the
community.
Q
This
slide
illustrates
the
library's
core
services
and
service
delivery
channels.
This
is
who
we
are,
what
we
do,
why
we
matter
and
how
we
do
it
and
helps
guide
our
business
and
strategic
planning,
ensuring
that
we
stay
focused
on
the
unique
value
that
the
library
delivers
to
the
residents
of
Toronto.
Q
This
slide
speaks
to
the
value
of
TPL
s,
economic
impact
and
what
we
offer
beyond
what
we
actually
do.
Tpl
creates
over
1
billion
dollars,
I
mean
economic
impact
that
city
and
we
are
the
biggest
and
busiest
urban
Public
Library
System
in
North
America,
and
by
some
measures.
The
busiest
in
the
world,
more
than
two-thirds
of
Torontonians
use
us
every
year
and
our
services
are
very
much
in
demand.
Q
The
opening
of
two
new
new
hubs
and
increased
Sunday
service
has
helped
us
break
down
barriers
and
expand
access
to
library,
services,
leveraging
our
existing
infrastructure
and
we
rolled
out
a
number
of
modernization
projects
that
have
improved
customer
experience
and
satisfaction,
as
well
as
staff
efficiency,
including
a
number
of
self-serve
options
for
our
customers,
and
we
continue
to
deliver
award-winning
branch
renovations.
Our
Albion
branch
received
three
architectural
words
awards
in
2019,
including
one
from
the
American
Institute
of
Architects.
Q
In
terms
of
key
service
outcomes,
they're
tied
to
our
new
strategic
plan,
priorities
which
are
listed
here
under
the
outcome
category
and
they
were
developed
after
extensive
community
consultation
and
customer
consultation
and
we're
in
the
process
of
developing
KPIs
to
and
metrics
to
measure
these
outcomes
using
an
updated
accountability
framework.
And
then
you
can
also
see
that
this
slide
shows
what
our
cuz
the,
what
the
outcomes
are
and
the
way
that
they
support
the
city's
priority
outcomes
in
terms
of
key
service
issues
and
risks.
Q
Increasing
demand
for
vital
our
services
is
certainly
a
key
service
issue.
I've
mentioned
the
use
and
demand
for
a
broad
range
of
library.
Service
continues
to
remain
high
and
we
see
increased
demand
for
a
broad
range
of
functions
and
activities,
including
quiet
and
group
study,
programming,
youth
hubs,
digital
innovation
and
more
and
then,
of
course,
there's
modernization
and
transformation.
The
impacts
of
digital
disruption
also
affect
library,
service,
TPL
delivers
technology
as
a
service
and
I.
Think
that's
important
to
recognize.
Q
Q
There
are
also
some
key
service
issues
that
reflect
our
physical
infrastructure.
Several
TPL
capital
projects
require
relocation,
and/or
expansion
in
order
to
respond
to
population
growth,
creating
incremental
impacts
to
the
operating
budget.
In
addition,
our
state
of
good
repair
backlog
is
expected
to
grow
to
167
million
or
12%
of
asset
value
by
the
end
of
2029
and
finally
under
bill.
108
soft
services,
such
as
the
library,
would
no
longer
be
eligible
for
DC
funding
or
section
37
funding
from
developers
and
will
be
replaced
by
community
benefits
charges.
Q
Bill
108
also
eliminates
the
use
of
development
charges
for
library
collections,
which
will
create
potentially
a
four
million
dollar
pressure.
So
we
are
awaiting
the
regulations
to
know
the
full
bill
impact
of
the
bill.
The
library
is
taking
several
actions
to
address
these
key
service
issues
and
risks.
A
major
focus
is
to
leverage
our
extensive
Umbridge
infrastructure
investment
to
increase
access
to
library,
services
and
support
the
city's
key
service
priorities,
including
poverty
reduction,
seniors
and
youth
community
safety.
Q
So
we
focused
on
expanding
open
hours
so
that
we
can
increase
access
to
that
space
and
the
important
services
we
offer
in
it.
We
are
continuing
our
capital
renovations
projects
to
improve
an
increase
space
to
meet
the
continued
public
demand
and
population
growth
and
expand
our
after
school
and
out
of
school
resources
and
supports
for
children
and
youth
through
our
youth
hubs.
Q
We
will
continue
to
find
cost-saving
and
efficiencies
through
rationalization
of
our
selection
processes
and
procurement
and
ongoing
business
process
re-engineering
and
last
year
we
finalized
the
library's
facilities
master
plan
and
in
2020
we
will
be
updating
our
building
condition.
Assessment,
these
tools
will
help
us
prioritize
our
investments
in
branch,
renovations
and
expansions
that
respond
to
both
population
growth
and
address
our
state
of
good
repair
backlog.
Q
Q
However,
what
I
will
highlight
is
that
these
efficiencies
and
modernization
efforts
have
allowed
us
to
increase
services
while
reducing
operating
costs,
which
you
can
see
here
with
a
14
percent
reduction
in
our
staffing
since
1998.
Our
focus
on
efficiency
and
continuous
improvement
is
also
allowed
to
keep
the
library's
base
budget
increase
over
the
past
nine
years
at
37
percent
below
the
rate
of
inflation
in
terms
of
our
key
performance
measures
to
keep
performance
measures
for
library
service,
our
open
hours
per
100,000
population
and
total
cost
per
use.
Q
As
you
can
see
in
the
first
chart,
our
service
level
for
open
hours
has
decreased
over
the
past
four
years
and
is
projected
to
continue
to
decline,
as
the
expansion
of
open
hours
is
not
keeping
pace
with
Toronto's
growing
population
in
the
second
chart,
TPL
achieves
a
median
cost
per
use
against
its
provincial
comparators,
and
this
is
better
than
expected,
given
the
additional
cost.
Tpl
incurs
operating
a
significantly
larger
branch
infrastructure
and
delivering
research
and
reference
services
through
the
Toronto
reference
library.
Q
The
only
such
facility
in
Canada
and
another
key
performance
indicator
we
track
is
overall
customer
satisfaction,
a
measure
we
survey
every
four
years
and
is
very
important
for
us
in
2019
over-salt
satisfaction
rating
remains
very
high
at
over
90%,
an
incredibly
strong
endorsement
of
library
services,
particularly
for
a
retail
based
public
servus.
And
finally,
my
last
slide
just
gives
you
an
example
of
our
outcome.
Measures
dashboard.
N
So
the
recommended
2020
budget
is
an
increase
of
2.3
percent
or
4.4
million
dollars.
It's
a
base
increase
of
1.9
percent
in
service
enhancements
of
4.0
point
4
percent,
which
we'll
get
to
in
a
moment
how
the
library
the
operating
budget
is
funded.
Ninety
percent
of
the
funding
comes
from
the
city's
property
tax
base.
Four
point:
three
percent
of
our
budget
is
funded
from
self
generated.
N
Revenues
increase,
including
customer,
finds
the
province,
funds
about
2.7
percent
of
our
budget
or
5.6
million
dollars,
and
that
hasn't
increased
for
over
20
years,
and
we
also
fund
collections
from
development
charges
at
Vikram
mentioned
of
4.3
million
dollars,
which
is
2
percent
of
the
budget
for
the
base
budget
of
1.9
percent
increase.
This
is
the
budget
that
was
requested
by
the
board
and
it's
fully
funded.
Apart
from
the
regular
inflationary
pressures,
I'll
discuss
three
particular
items.
N
One
of
them
is
staffing.
Our
staffing
numbers
here
only
include
benefits
as
well
as
progression.
Cola
is
not
included
as
similar
to
the
city,
we're
under
collective
bargaining.
Right
now.
Our
security
guard
service
is
contracted
out
in
responding
to
number
security
issues
across
the
city.
We
are
experiencing
pressures
on
that
contract
as
we
go
into
2020
and
for
the
collections
Vikram
mentioned.
We
have
pressures
on
the
collections,
as
well
as
the
exchange
rate.
N
Tpl
invests
in
technology
not
only
to
modernize
their
services,
but
also
we
offer
technology
as
a
service
to
the
public.
More
and
more
as
we
move
our
services
to
the
cloud
as
well
as
as
we
increase
our
technology
offerings,
this
is
creating
pressures
on
the
technology
side
in
2020.
For
the
first
time
we'll
be
budgeting
for
funding
from
the
foundation,
so
we
included
a
million
dollars
of
budget
from
the
foundation
as
well
as
associated
million
dollars
of
costs.
Offset
that
funding.
N
N
Turning
to
the
enhancements
that
are
recommended
in
the
budget.
There
are
two
Knuth
youth
hubs
in
this
budget,
which
brings
our
total
to
15
youth
hubs,
and
it's
a
6th
year.
Funding
for
youth
hubs,
which
is
a
very
popular
program
included,
also
is
funding
for
eight
additional
seasonal
Sunday
service
branches.
That
brings
our
total
to
58
branches,
now
offering
a
Sunday
service,
which
is
a
hundred
percent
increase
for
the
last
six
years,
and
the
19
of
those
branches
offer
service
year-round
and
there's
also
funding
for
to
support
digital
programming.
N
This
chart
just
shows
the
outlook
for
2021
and
22
and
I.
It
does
not
include
Cola,
as
I
mentioned
earlier,
because
of
collective
bargaining
and,
as
we
mentioned
earlier,
bill
108
will
impact
funding
of
the
use
of
funding
for
collections
because
right
now,
development
charges,
funds,
4.3
million
dollar
collections.
So
we're
still
waiting
to
see
the
regulations
and
if
it
does
impact
funding
for
collections
and
visa,
the
outlook
will
have
to
be
adjusted
for
that
pressure.
N
Funding
for
the
10
year,
capital
program,
seventy
six
percent
comes
from
debt
and
the
other
major
funding
source
of
19
percent
comes
from
development
charges,
which
will
be
replaced
by
community
benefits,
charges
and
again
we're
waiting
for
the
regulations.
But
those
are
the
numbers
we're
using
at
this
point,
our
overall
capital
program
of
416
million
dollars.
I
will
note
that
21
percent
of
accountable
program
release
technology
as
technologies.
It
is
a
service
that
the
library
provides
to
the
public.
The
416
million
capital
program.
N
Also
I,
will
note,
is
a
hundred
million
dollars
higher
than
last
year's
10
year
capital
program.
It
is
a
thirty
two
percent
increase
in
their
all
program
and,
as
you
may
recall,
the
budget
committee
has
talked
about
increasing
funding
for
the
libraries
capital
budget,
and
this
is
a
significant
increase
in
the
budget.
N
Our
building
condition
assessment
this
year,
combined
with
our
facilities
master
plan,
will
give
us
a
more
accurate
outlook
for
next
year's
capital
budget
submission
our
capital
needs
constraints.
There
are
five
projects
on
this
listing
of
which,
for
them
involve
multiple
city
partners
and
agencies,
and
these
are
future
projects
which
will
need
to
be
addressed
in
future
capital.
Submissions
in
closing,
I'd
like
to
just
reiterate
that
the
library
appreciates
the
support
it
has
received
on
the
service
enhancements
in
the
operating
budget
and
also
acknowledges
a
significant
increase
on
the
capital
funding
for
the
next
ten
years.
N
A
Q
F
F
N
F
And
you
know,
I'm
obviously
concerned
that
you're
not
planning
to
spend
that
I
recall.
We
had
something
of
a
conversation
at
the
board
about
this
problem,
and
some
of
the
constraint
was
faced.
Was
this
notion
of
capacity
to
spend
what
steps
are
taken
in
this
budget
to
improve
the
Toronto
Public
Library's
capacity
to
spend
capital
so
that
we
can
tackle
this
state
of
good
repair
problem?.
N
F
That's
kind
of
you
and
very
generous,
but
I
noticed
again
that
there
is
a
60
percent
projected
increase
in
the
state
of
good
repair
backlog
at
the
Toronto
Public
Library,
whether
the
city
is
giving
you
more
money
this
year
or
not
and
I'm
wondering
what
the
plan
is,
that
you've
worked
out
between
yourself
and
corporate
finance
so
that
we
don't
see
a
60%
increase
in
the
state
of
good
repair
backlog
in
the
Toronto
Public
Library
or
if
there's
no
such
plan.
That's
fine
just
tell
me
that
well.
F
Maybe
I
can
ask
the
CEO
the
CFO,
then
obviously
we
don't
want
the
backlog
of
our
state
of
good
repair
for
our
libraries
to
increase
by
60
percent
over
the
next
10
years.
My
understanding
is
the
capital
allocations
are
being
made
now
on
capacity
to
spend.
What
are
you
recommending?
We
do
so.
The
Toronto
Public
Library
has
the
capacity
to
spend
on
its
state
of
good
repair
backlog
so
that
we
don't
wind
up
and
not
circumstance.
J
Through
the
chair,
so
with
regards
to
the
Toronto
Public
Library's
capital
program
and
really
all
the
capital
programs
across
the
city,
we've
tried
to
make
some
changes
in
how
we
practice
of
our
financial
practices
to
be
able
to
enable
ability
to
spend
more
on
an
annual
basis.
So
it
was
specific
to
the
library
we've
actually
added
funds
to
the
10
year
capital.
Mr.
F
J
The
chair,
we're
working
with
our
programs
to
allow
them
to
be
able
to
procure
in
advance
of
the
budget
process
where
they
have
approvals
within
the
year.
We're
trying
to
go
to
a
model
similar
to
what
we've
seen
with
Toronto
water,
where
70%
of
their
capital
program
is
procured
in
advance
of
the
capital
of
the
budget
year.
That's
going
to
allow
us
to
be
able
to
get
into
some
of
the
market
capacity
that
we
have
as
well
as,
hopefully,
some
better
raises
to
be
able
to
let
the
dollars
be
extended
further.
So.
K
You
mr.
chair,
thank
you
for
coming
in
I.
Think
you
already
know
what
my
question
is
going
to
be
on
Friday.
There
were
reports
in
French
media
that
there
was
going
to
be
a
significant
cut
to
the
French
collection
at
the
City
of
Toronto
Public
Library's
I
was
just
wondering
if
you
could
clarify
what
changes
are
happening
to
the
French
collection,
but
also
the
budget
for
French
the
French
collection.
K
Q
There
we've
been
looking
at
their
French
use
and
we're
very
concerned.
Adult
French
materials
has
dropped
24%,
they
used
to
dropped
over
five
years
and
that's
a
very
concerning
trend
and
it's
not
in
keeping
with
the
use
of
our
other
French
services,
so
French
programs
and
book
clubs
and
everything
being
very
well-used.
So
we've
taken
a
very
hard
look
at
our
French
adult
print.
Q
K
Think
from
discussions
that
I've
had
with
you
earlier
in
the
week,
the
goal
is
net
new
15000,
so
I
think
55,000
were
coming
out
of
circulation
because
they
were
deemed
old
or
not
being
used.
But
then
there's
20,000
news,
so
you're,
looking
at
a
knot
of
15,000
thousand
growing
into
the
collection
for
this
year
alone,
and
then
also
can
you
just
speak
to
what
sort
of
public
engagement
is
happening
in
terms
with
the
French
community
in
terms
of
this
collection
throughout
the
rest
of
the
second.
Q
Q
K
Q
K
Q
Look
at
every
year
we
look
at
the
demographics,
the
use
of
the
in
terms
of
youth,
the
use
of
the
collect,
the
collections
in
those
areas
and
the
geographic
distribution,
and
so
we
did
not
have
community
consultation
per
se.
But
what
we
do
is
we
look
at
all
of
the
data
that
we
have
about
the
locations
for
new
youth
hubs
and
ensure
there's
equitable
distribution
across
the
city
and
make
sure
there
are
neighborhood
improvement
areas
and
these
to
brand
these
to
new
youth
hubs
are
in
neighborhood
improvement
areas.
Q
On
you,
I
do
North
York
central
as
Walter
Stewart,
Mount,
Denis,
Agincourt,
Parkdale,
Don,
Mills,
Kennedy,
Eglinton
and
Weston,
and
then
there
are
five
more
that
would
need
that
are
scheduled,
but
there
are
renovations
involved
and
that's
Albert,
Campbell
bridle
wood,
Northern,
District,
Dawes,
road
and
Etobicoke.
So.
K
Thank
you
on
page
39,
Appendix
1,
the
10
year
capital
plan
I
noticed
that
a
number
of
projects
are
relocation
and
expansion.
There's
a
number
of
them
of
libraries,
so
are
the
ones
that
you're,
relocating
and
expanding.
Are
you
in
fact
closing
a
library
and
relocating
it
to
a
new
to
a
new
area
and
and
well
isn't
existing
the
renovations
and
then
what's
happening
to
the
old
site?
Well,.
Q
K
K
K
Q
C
Q
The
Federation
of
Ontario
public
libraries
is,
and
the
Ontario
Library
Association
are
working
together
to
advocate
and
to
try
to
influence
the
the
regulations
so
that
community
beyond
miss
charges
can
be
used
for
collections
because
they've
done
a
survey
great
identified
it.
So
a
number
of
libraries
across
Ontario
use
have
used
development
charges
to
help
fund
collections
right.
C
And
we
were
giving
a
regular
amount
year
after
year
after
year
that
that
four
point
three
that
you're
referencing,
that
that
was
based
on
an
agreed-upon
ratio
developed
a
long
time
ago.
Yes,
so
the
rumor
is
that
they're.
The
reason
we
still
don't
have
regulations
is
that
they're
realizing
people
really
don't
like
bill
108
turns
out.
So
so
can
we
make
the
argument
that
that
that
really,
that
really
should
be
hived
off,
because
a
lot
of
what
legislatively
made
it
possible?
C
C
Q
Well,
it's
a
bit
of
both
it's
it's
mainly
more
security,
because
we've
had
to
increase
our
security
across
the
library
system
as
a
result
of
incidents
we've
experienced
at
the
library.
So
we
have
a
plan
that
was
part
of
our
in
terms
of
where
we
have
security
guards,
but
there
are
certainly
times
when
we've
had
to
add
security
service
in
response
to
incidents
which
have
added
to
our
costs,
sure.
C
Over
time,
yes,
but
I'm,
just
thinking
of
this
year
and
last
year,
because
I
see
sort
of
a
uniform
increase,
it's
it's
2.9
percent,
this
year,
service
and
rinse,
and
but
but
a
very
similar
increase
last
year.
So
I'm
wondering
do
we
have
like
a
blanket
contract
inflationary
clause
that
is
just
gonna
drive
that
up
at
a
predictable
rate,
because
it's
it's
approaching
a
million.
N
So
we
use
all
the
economic
factors
and
the
city
gives
us
or
our
general
contracts.
Well,
when
it
comes
to
security,
we
have
a
particular
contract
right
and
that
one
has
economic
increases
built
into
it
as
well
as
as
Vickers
said,
we've
had
to
increase
the
number
of
cars
we
have
and
that's
also
driving
the
cost
increase.
It's.
C
C
Said
to
check
because
it
looked
like
we
had
a
contract
that
was
at
an
annual
well
over
inflation,
yeah,
so
open
hours.
If
we
can
go
back
to
open
hours
and
and
and
before
anybody
starts.
Writing
some
terrible
note
about
me:
I
love,
you
spaces,
I've
I
love,
my
own
use
face
at
Fairview
library,
but
we
are
adding
youth
spaces
every
year
and
just
parking
open
hours,
and
both
things
are
good
for
youth.
Q
The
first
open
hours
planned,
the
library
had
that
was
endorsed
and
it
was
endorsed
by
the
board
was
2006,
and
then
we
were
asked
by
Budget
Committee
and
density
council
in
2018
to
come
up
with
an
updated
costing
and
updated
open
hours
plan
which
we
did
and
we-
and
we
were
asked
at
last
year
to
bring
up
this
forward.
422
2020
budget
process,
okay,.
C
Q
We
haven't
started
it,
but
I
do
have
to
say.
We
have
achieved
a
lot
of
increases
in
our
Sunday
open
hours,
poverty
reduction
initiative
and
the
support
of
the
Budget
Committee
and
City
Council.
So
we
we
do,
we
haven't.
You
know
we
we've
we've
got
we
with
this
year,
we'll
have
58
Sunday
locations,
which
is
tremendous
and
19
of
those
are
year-round.
Okay,.
A
C
So
you
see,
if
youths
and
they
continue
to
increase
I'm,
hoping
also
as
part
of
the
youth
strategy
review,
there's
a
conversation
going
on
there
in
that
conversation
about,
what's
best
for
youth,
do
we
just
discuss
the
hubs?
Are
we
also
discussing
how
they
would
benefit
from
open
hours
so
that
we
could
end
up
with
a
balance?
At
some
point,
we.
Q
D
N
Decrease
so
Foundation
funding,
as
you
know,
and
fundraising,
is
opportunistic,
that's
a
great
extent
and
also
there
it's
a
combination
of
kind
of
annual
fundraising
as
well
as
multi-year
commitments
so,
for
example,
or
TD
Summer
Reading
Club,
TD
Bank.
We
just
signed
a
3-year
agreement,
so
we're
willing
to
budget
for
committed
funding
committed,
multi-or
funding
are
the
funding,
that's
opportunistic
and
unknown
I.
Don't
think
it's
we
should
budget
for,
and
so
the
million
dollars
of
the
2.7
million
dollars
is
what
we
know
is
committed
and
ongoing.
N
D
N
Q
D
Q
N
In
doing
the
line
by
line,
we
look
at
every
line.
Spending
historic
as
well
as
going
forward
one
year
that
we
always
seem
to
have.
Findings
is
in
the
library,
a
section
where
we
buy
the
books
and
process
them
and
get
them
on
the
shelves.
So
we
did
find
some
savings
again
this
year
and
then
the
rest
of
them
tend
to
be
quite
small
in
terms
of
just
how
the
hair
is
I
mean
we
reduced
their
travel
budget
and
so
on.
A
Thank
you.
Seeing
no
more
questions,
I
appreciate
the
time
you
spend
with
us
today.
Thank
you.
So
what
we're
gonna
do
it's
notice
about
five
to
twelve
we're
gonna.
Do
legal
services,
questions
cuz
legal
is
here
depending
on
how
long
that
takes
we'll
see
if
we
can
squeeze
in
public
health
or
some
component
of
public
health
prior
to
that
lunch
break.
D
P
Appeared
to
us
when
we
looked
at
previous
years
that
the
that
last
year
was
a
bit
of
an
anomaly,
so
we
have
estimated
that
next
year,
or
this
year,
actually
will
be,
will
be
back
to
the
45,000
number
they're
worse.
The
number
of
significant
projects
last
year
that
required
a
lot
of
legal
advice,
construction
act,
vision,
zero,
Gardiner
rehabilitation.
That
being
said,
that's,
that
is
our
best
estimate
and,
of
course,
there
could
be
unique
projects
going
forward
that
take
up
a
lot
of
time,
and
we
may,
we
may
again
see
the
higher
number
so.
D
P
Well,
two
things:
one
is
the
truth.
Is
lawyers
work
a
lot
of
extra
hours?
Lawyers
tend
to
run
through
there
yeah
the
loo
time
very
early
in
the
year
and
but
secondly,
there
are
opportunities
for
in
your
adjustments
and
we
would
certainly
monitor
and
and
raise
that
necessary.
We
could
look
at
additional
staffing
so.
P
D
P
G
Traditionally,
the
the
title
itself
is
the
one
that's
used
in
SA
P
in
previous
budgets,
depending
on
the
year.
Sometimes
we
recover
things
for
user
fees,
most
of
them
happen
through
our
real
estate
section
and
what
we
do
is
we
have
a
small
cost
item
that
is
in
there
that
matches
that
of
the
external
law
firms.
If
we're
doing
real
estate
work,
so
we
recover
the
costs,
it's
actually
a
lot
cheaper
than
external
law
firms
and.
G
K
Just
one
question
so:
outside
legal
services
other
than
the
t
lab
hearings,
some
of
these
hearings
that
we've
had
until
me
that
have
been
there
for
some
of
them
five
or
six
years.
Can
you
tell
me
what
is
the
total
amount
that
we
have
been
spending
or
we
continue
to
spend
on
outside
legal
services?
The.
P
Legal
services
divisions,
budget
for
outside
legal
services
is
actually
quite
low.
It's
just
over
a
hundred
thousand
dollars
and
it's
used
almost
exclusively
for
employment
law
matters
pertaining
to
our
own
staff,
because,
unlike
other
divisions,
we
cannot
rely
on
our
own
employment
law
lawyers
to
to
provide
advice
on
those
matters.
External
legal
for
other
divisions
and
agencies
generally
comes
through
my
office.
I
am
consulted
to
determine
whether
we
can
handle
it
in-house
and
if
I
determine
that,
we
can't
in
consultation
with
my
staff
in
the
division.
P
Then
we
manage
the
selection
process
for
an
external
firm
I
sign
the
retainer
and
we
review
all
of
the
invoices.
But
in
fact
the
fees
themselves
are
paid
by
the
other
division.
For
example,
external
legal
on
the
Gardner
rehabilitation
is
paid
for
by
engineering
and
construction
services
and
they
work
that
we
always
have
an
in-house
lawyer
who
works
with
the
external
legal
I.
Wonder,
though,
if
you're
asking
specifically
about.
K
Getting
money
because
I
know
that
we
do.
We
are
sitting
at
the
only
when
we
for
a
few
issues
where
we've
been
there
actually
for
five
years
plus
there
are
and
we're
paying
for
all
these
legal
fees.
I'm
just
curious
to
know
exactly
how
much
are
we
spending
I
mean
that
this
is
these
hearings
are
going
on
for
years,
so.
P
I'm
aware
of
a
couple
of
larger
planning
matters
that
we
have
retained,
external
counsel
for
one
is
the
employment
lands
and
the
other
is
heritage
matters
right
and
those
are
well.
They
were
retained
through
my
office
and
my
office
has
a
lawyer
assigned
to
work
with
the
external
counsel.
The
fees
are
actually
play
paid
for
from
the
budget
of
the
planning
department,
so
they
would
have
those
numbers
so.
L
Great
thanks
so
looking
at
the
legal
services
budget,
we
have
here
new
and
enhanced
services
related
to
automatic
speed
enforcement
and
vision,
zero,
and
it
mentions
that
the
level
of
dedicated
support
for
transportation
services
has
proven
insufficient.
So
just
wondering
from
legal
services.
What
the
plan
is
here
and
to
help
support
those
goals
and
what
specifically
the
money
is
going
towards.
P
We
have
one
lawyer
in
the
municipal
group
who
will
assist
the
lawyers
currently
assigned
to
transportation,
with
providing
advice
on
all
those
initiatives,
and
we
also
have
enhanced
port
through
prosecutions
because
of
course,
there
will
be
additional
tickets
and
it
prosecutions
flowing
from
that.
So.
L
P
P
P
P
L
P
Year
ago,
I
would
have
said
that
we
were
looking
at
an
increase
in
the
solicitor's,
we're
going
to
decrease
in
the
hearing
work
because
of
the
the
new
procedures
for
hearings.
They
would
have
streamlined
now
we're
looking
at
an
increase
again
with
the
new
procedures
in
the
amount
of
time
that
lawyers
have
to
spend
preparing
for
an
attending
hearings.
So
we
have,
we
believe
we
have
adequate
staffing
in
the
budget.
P
L
P
L
M
L
I
agree
fair
enough
and
then
lastly,
page
three
budgets
listing
legal
support
for
proposed
subway
transit
expansion
and
then
under
the
key
challenges
and
risks.
Could
that's
that's
where
that's
identified?
Could
you
explain
or
elaborate
a
little
bit
more
city
illegals
perspective
on
key
challenges,
risks
with
respect
to
subway
transit
expansion?
Certainly.
P
There
are
two
pieces
to
that:
one
is
the
solicitors
work
involved
in
advising
city
staff
on
the
negotiations
with
metro
links
and
the
province,
because
there
will
be
a
number
of
agreements
flowing
out
of
that
process
and
they're
fairly
complex.
The
other
is
the
the
actual
real-estate
work
coming
flowing
from
that.
So
there
will
be
property
acquisition,
for
example,
right.
L
P
P
Have
a
very
good
relationship
with
TTC
legal.
They
do,
of
course,
have
their
in-house
legal
and
we
do
some
legal
work
for
them
because
they're
a
city
agency,
like
other
city
agencies,
they
can
make
an
arrangement
through
my
office
to
have
us
do
some
legal
work.
So
we
do
some
property
acquisition
work
for
them,
because
we
have
the
expropriation
expertise
any.
L
A
Questions
seeing
none,
we
will
know,
we
I
think
we
have
some
time
to
get
through
the
presentation,
we'll
see
how
the
questions
go
with
regard
to
public
health,
so
we'll
invite
them
to
come
up
just
councillor.
Cara
notified
my
heritage,
Toronto's
heritage
Toronto
here
their
questions,
the
questions
that
she
had
have
been
answered,
so
she
no
longer
requires
any
questions.
Does
anybody
else
have
questions
of
heritage
in
Toronto?
Okay?
So,
if
they're
not
in
the
room
or
they're
listening,
we
will
be
done
with
heritage.
Toronto
questions.
M
Well,
it's
not
to
go
so
thank
you
to
the
members
of
the
committee
I'm,
dr.
Eileen,
Davila,
medical
officer
of
health
I'm,
very
pleased
to
be
here
to
present
on
Toronto
Public
Health
and
the
staff
recommended
budget
for
2020
and
the
focus
of
the
presentation.
I
will
just
take
you
through
a
very,
very
brief
presentation
and
just
a
few
of
the
slides,
rather
than
going
through
the
whole
deck.
So
why
don't
we
go
ahead
and
advance
through
the
slides
and
I'm
gonna?
M
Take
you
straight
to
slide
number
four,
just
to
give
you
a
sense
as
to
what
is
the
return
on
investment?
What
is
the
value
in
respect
of
investing
in
public
health?
So,
if
you
can
take
us
to
slide,
four
I'll
tell
you
that
there
is
a
strong
value
to
investing
in
public
health.
When
we
look
back
at
history,
we
know
that
over
the
last
hundred
years,
for
example,
30
years
of
life
have
been
added
on
to
average.
Life
expectancy
and
25
out
of
those
30
years
are
actually
due
to
public
health
investments.
M
If
we
go
back
to
slide
number
four
you'll
see
some
very
concrete
examples.
As
to
the
cost
savings
that
are
derived
through
investing
in
public
health-
and
these
are
savings
that
are
derived
in
healthcare
and
social
services
in
justice,
in
many
systems
that
have
direct
impact
on
our
daily
lives,
moving
to
the
next
slide.
These
are
this
just
to
provide
you
a
bit
of
an
overview
with
respect
to
how
this
has
manifested
in
particular
numbers
in
Toronto.
M
What
investments
in
public
health
have
actually
provided
to
Torontonians,
whether
we're
talking
about
communicable
diseases,
practices
like
breast
feeding
and
nutrition
issues
like
smoking,
and
the
impact
that
we've
been
able
to
have
as
a
public
health
system
on
decreasing
smoking
and
therefore
in
prolonging
life
and
improving
health
for
residents
of
this
city.
So
what
do
we
do?
At
public
health?
I
could
probably
take
up
far
more
than
the
few
minutes
that
are
in
front
of
me.
M
So
what
does
that
mean
in
terms
of
outcomes
when
I
speak
about
Public
Health?
Two
broad
audiences
I
talk
about
our
objectives
as
public
health
and
those
objectives
are
to
improve
the
health
status
of
the
population,
to
reduce
disparities
in
in
patan
population
health
status
and
as
well
to
prepare
for
and
respond
to
outbreaks
and
emergencies.
So
you're,
not
surprised
or
you
shouldn't
be
surprised
to
see
that
that's
how
our
outcomes
are
largely
framed
that
our
outcomes
seek.
We
seek
to
prepare
for
and
respond
to
outbreaks
and
emergencies.
M
We
seek
to
improve
the
health
status
of
the
population
and
we
seek
to
identify
important
and
emerging
trends
that
have
impact
on
health
of
our
population
and
that
drive
inequities
in
health
status,
and
you
can
see
here
on
the
slide
that
there
are
a
number
of
things
that
we
fundamentally
need
to
do
in
public
health.
They
are
categorized
here
in
respect
of
the
different
outcomes,
but
when
we
look
overall
at
what
public
health
does,
we
assess
health
status,
we
determine
what
interventions
are
effective
and
in
terms
of
addressing
challenges
or
augmenting
protective
factors.
M
We
invest
in
those
interventions
that
actually
make
sense,
and
then
we
assess
yet
again
to
see
whether
we're
having
the
desired
impact
just
to
give
you
a
high-level
sense
as
to
what
the
key
challenges
are
and
key
risks
for
2020
and
beyond.
Look
like
governance
and
funding
would
be
at
the
top
of
the
list.
There
have
been
some
modernization
efforts
put
forward
by
our
provincial
counterparts
that
started
this
year
and
have
introduced
uncertainty,
as
indicated
in
this
slide
in
the
public
health
sector,
and
that
clearly
applies
to
us
here
in
the
city.
M
We
also
know
that
we
have
significant
challenges
around
addressing
health
inequities
and
the
needs
meeting
the
health
needs
of
a
very
diverse
and
an
increasingly
diverse
population.
And,
finally,
we
are
concerned
in
respect
of
addressing
the
social
determinants
of
health
and
ensuring
that
we're
able
to
implement
effective
public
health
interventions
to
address
these
issues.
So
what
actions
are
we
engaging
in
in
order
to
address
these
challenges
and
these
risks
with
respect
to
governance
and
funding?
We
know
that
there
is
currently
a
process,
a
consultation
process,
that's
being
undertaken
by
our
provincial
counterparts.
M
They
have
issued
a
discussion
paper
entitled,
like
health.
Modernization
were
actively
participating
and
responding
to
that
paper
and
participating
in
consultation
opportunities
as
they
arise,
and
clearly
one
of
the
things
that
we
need
to
do
is
to
adapt
to
the
funding
and
governance
decisions
that
have
been
taken
thus
far
by
the
provincial
government,
while
still
protecting
and
promoting
the
health
of
Torontonians
and
when
we
look
specifically
at
what
this
means
in
this
budget,
you'll
note
that
there's
just
a
little
over
five
million
dollars
gross
in
efficiencies
that
have
been
put
forward
by
Toronto
Public
Health.
M
In
order
to
address
the
particular
funding
challenges
that
have
been
placed
in
front
of
us
and
that
these
have
been
done
without
impacting
service
and,
more
importantly,
without
impacting
health
status.
There
are
a
number
of
actions,
as
listed
on
the
slide
in
terms
of
addressing
health
inequities
and
the
needs
of
a
diverse
population
and,
in
particular
around
the
social
determinants
of
health.
But
with
that,
looking
at
the
time,
I
will
wrap
up.
My
remarks
and
I
am
very
happy.
B
B
M
M
B
M
B
April
cut
from
the
province
was
going
to
be
65
million
cut
this
year,
85
million
next
year
and
a
little
over
a
hundred
million
on
a
go-forward
basis
after
that's
correct,
okay
in
August,
so
you
know,
let
me
step
back
in
May
the
province
announced
they
were
reversing.
That
decision
is
that
correct.
They
said
they
were
putting.
B
B
M
B
B
B
B
M
M
M
D
A
Seeing
none
thank
you
very
much
presentations
cause.
We
have
about
10
minutes
left.
We
have
Jonah
community
housing
as
a
presentation.
We
also
have
some
questions
on
I,
guess:
TRCA,
yonge
and
dundas
I'm,
just
wondering,
if
maybe
on
some
of
the
smaller
ones.
If
the
question,
if
the
people
are
here,
we
can
ask
those
questions
to
dispense
of
them
that
waited.
A
D
G
Accounts
for
one
full-time
staff,
member
24/7
365,
the
additional
amount
was
to
cover
the
gap
and
meet
the
recommendations
of
both
a
report
conducted
by
Public,
Safety
Canada
and
the
city's
corporate
security
department
to
bring
that
complement
of
staff
from
1
to
2
full-time
24/7.
So
let
me
just
get
this
straight.
D
Is
a
small
budget,
so
I
don't
expect
that
all
my
colleagues
I've
spent
a
lot
of
time
on
it,
but
the
young
Dundas
Square
contracted
out
a
report
that
was
done
by
the
corporate
security
team
along
with
some
specialists,
and
they
came
back
and
recommended
a
course
of
action.
But
what's
in
front
of
us
here
is
the
status
quo.
It's
rank
doesn't
include
the
additional
resources
current
at
that
report
recommended
okay,
thank
you.
D
N
F
D
Can
someone
explain
to
me
why
this
didn't
the
recommendations
coming
forward
just
to
one
like
it
if
our
own
corporate
security
have
recommended
additional
resources
are
necessary?
Strikes
me
that,
like
we
might
want
to
question
legal
services
about
this,
then
what
position
is
this
putting
us
in?
If
there
is
a
security
incident
on
the
site,
which
I
know
happens
regularly,.
J
Through
the
chair
and
reviewing
all
of
the
new
and
enhanced
requests,
we
had
certain
filters
that
we
were
looking
at.
One
of
those
filters
was
also
in
terms
of
what
might
be
able
to
be
accommodated
through
other
programs.
Other
agencies,
other
divisions.
We
know
through
the
2020
budget
that
we
we
have
some
added
investments
within
the
police
service
and
in
conversations
with
the
police
services,
we're
continuing
to
talk
about
how
they
might
be
able
to
add
and
continue
to
add
support
to
the
area.
Have
we
done
any
analysis.