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From YouTube: Budget Committee - January 28, 2019
Description
Budget Committee, meeting 1, January 28, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15450
Meeting Navigation:
0:01:12 - Call to order
Agenda Items:
0:02:25 - BU1.1 - Election of Vice Chair - Budget Committee (Ward All)
0:03:10 - BU1.2 - Budget Subcommittees and Public Presentations on the 2019 Budget (Ward All)
0:03:45 - BU1.3 - 2019 Capital, Operating and Rate Budget Launch (Ward All)
A
A
A
A
A
A
A
A
A
I'd
like
to
call
the
meeting
to
order
please
we
have
quorum.
It's
the
first
meeting
of
the
budget
committee
for
2019
I'd
like
to
welcome
all
members
of
the
committee
and
members
of
council.
Of
course,
members
of
the
public
and
the
media
we
acknowledge
the
land
we
are
meeting
on
is
the
traditional
territory
of
the
many
nations,
including
the
Mississauga
of
the
credit,
be
honest,
Huawei,
the
Chippewa,
the
hood
nashoni
and
the
when
debt
peoples
and
is
now
home
to
many
diverse
First
Nations
Inuit
and
made
he
people's.
A
We
also
acknowledge
that
Toronto
is
covered
by
treaty
13
with
the
Mississauga's
of
the
new
credit.
This
is
a
special
meeting
of
the
budget
committee,
the
launch
of
the
2019
capital
operating
and
rate
budgets.
You
can
watch
us
on
YouTube
at
Toronto,
City,
Hall,
council
live
or
the
following
meeting
on
your
computer
tablet
or
smartphone
at
WWDC
a
slash
council.
Are
there
any
declarations
of
interest
under
the
municipal
interests,
seeing
none
first
term.
A
Thank
you.
Are
there
any
other
nominations
for
the
vice-chair
role,
going
twice
any
nominations
for
the
vice-chair
role
and
a
third
time,
any
nominations,
seeing
nominate,
no
more
nominations,
I
will
and,
after
all,
congratulate
councillor
Bradford
for
becoming
the
vice
chair
of
the
bunch
of
me.
Thank
you.
A
Our
second
item
of
business
is
the
budget
subcommittees
and
public
presentations
on
the
2019
budget.
I'm
also
I'm,
recommending
that
the
subcommittee's
be
established
to
hear
public
deputations
on
the
2019
capital
and
operating
budgets
just
to
let
everybody
know
a
little
different
than
we
have
done
in
years
past.
Because
of
the
constrained
timeline,
we
are
actually
doing
two
subcommittee
meetings
that
will
be
reaching
out
to
four
different
areas
of
the
city.
A
So
that's
what
will
be
happening
this
year,
we'll
be
expanding
that
probably
next
year,
once
we
have
more
opportunity
and
more
time
to
be
able
to
do
that,
so
all
in
favor
impose
that's
carry.
Our
third
item
is
the
2019
capital
operating
and
rate
budget
launch
and
staff
are
going
to
be
giving
a
presentation
on
the
2019
budget.
The
agenda
for
the
2019
budget
review
meeting
on
February
4th
sorry
on
February
4th
and
six
will
be
published
this
afternoon
after
this
meeting
adjourns.
A
The
review
meeting
agenda
will
include
the
staff
recommended
rate
and
tax
supported
budgets
and
the
schedule
for
the
detailed
presentations
from
city
divisions
and
agencies,
which
will
be
here
next
Monday
and
Wednesday.
The
agenda
will
also
include
the
budget
notes
for
the
rate
and
tax
supported
programs
and
agencies
in
the
City
of
Toronto.
Any
budget
notes
not
posted,
will
be
issued
as
supplementary
material
I'd
like
to
thank
staff
for
all
their
incredible
hard
work
that
they've
done
in
preparing
these
budget
notes
in
a
very
short
timeframe.
A
C
So,
thank
you
very
much.
Mr.
chairman
members
of
the
committee
it
dawned
on
me
over
this
weekend
that
this
is
the
tenth
budget
that
I
have
presented
and
recommended
to
an
elected
body.
Obviously,
the
first
one
is
the
city
manager
for
Toronto.
The
I
know
the
amount
of
effort
that
goes
into
being
ready
for
today
and
subsequent
meetings
that
we're
going
to
have
so,
and
none
of
this
happens,
I
think,
as
you
pointed
out
chairman
without
tremendous
effort
from
a
number
of
people
and
I
can
see.
Many
of
them
are
in
this
room
right
now.
C
So
the
way
that
this
presentation
is
going
to
unfold
I
will
give
a
very
much
a
high
level
presentation
of
the
I.
Think
the
the
key
elements
of
this.
This
year's
budget
Heather
will
drill
down
Heather
Taylor
our
CFO
and
treasurer
will
drill
down
a
bit
more
or
provide
more
detail,
as
it
relates
to
the
operating
and
rate
and
and
Josie
Lavina,
as
many
of
you
know
will
will
help
us
with
the
the
capital
presentation.
So
with
that,
maybe
we
can
get
started
so
next
slide.
C
This
is
my
practice.
I
generally
like
to
put
things
in
context
for
people,
so
we're
always
reminded
as
to
who
we
serve
and
what
our
respective
rules
are.
This
is
all
about
relationships
when
it's
all
said
and
done,
and
so
trying
to
tone
ian's
on
a
day
to
day
basis,
and
certainly
at
the
time
of
Elections,
make
clear
their
expectations
but,
more
importantly,
their
aspirations.
C
They
communicate
that
to
you,
the
elected
officials
each
and
every
day
and
as
I
point
out
during
the
election,
so
those
aspirations
and
those
expectations
in
return,
what
you
provide
them
as
leadership,
and
so
that's
really.
What
we're
here
today
is
to
begin
this
process
of
reviewing
our
2019
budget.
The
relationship
between
you
and
and
the
Torontonians
in
this
community
is,
is
one
where
you
together,
create
a
vision
for
this
community.
Now
from
there
there's
a
relationship
between
the
elected
body
and,
of
course,
the
public
service,
and
so
you
give
us
direction.
C
We
in
turn
managed
to
achieve.
What's
in
that
direction
and
together
we
would
call
that
a
strategy,
and
so
for
the
next
four
years.
There
are
many
things
that
we're
going
to
try
and
accomplish
together,
and
certainly
this
is
the
beginning
of
that
next
four
years
and
then
the
final
relationship
really
relates
to
tryna
Tony
ins
and
the
public
service.
Torontonians
give
us
taxes,
they
give
us
rates,
they
give
us
fees
and
we
in
return,
give
them
service
and
the
expectation
between
Torontonians
and
the
public
administration
is
based
on
value
for
money.
C
At
the
end
of
the
day,
they
want
the
services
that
they
need
and
we
in
turn
provide
it
to
them
in
a
manner
which
would
deem
there's
value
in
those
services
being
provided
and
at
the
center
of
all.
This
is
really
what
is
the
essence
of
public
service,
and
that
is
to
build
trust
and
confidence.
Years
ago,
the
Conference
Board
of
Canada
asked
a
couple
of
people
as
to
if
the
private
sector
is
about
earning
profit.
C
That
number
grows
to
3.1
million,
and
the
reason
for
that
is
because
there's
a
tremendous
economy
that
is
at
the
center
of
this
community,
and
so
many
many
people
from
the
outlying
region
find
their
way
to
Toronto
to
earn
a
living
and
as
an
urban
planner.
As
many
of
you
know,
I
can't
help
but
think
about
the
future,
and
we
have
as
a
result
of
information
given
to
us
by
the
province
in
terms
of
population,
employment,
growth.
C
We
are
expected
to
grow
this
community
by
2040
1
to
3.8
million
people,
and
so
that
is
borne
out
in
our
official
plan.
That's
borne
out
in
our
master
infrastructure
plans,
but
just
when
you
think
about
adding
almost
a
million
people
to
this
community,
recognizing
greenfield
development
really
doesn't
exist
anymore.
The
only
option
you
really
have
is
going
up
and
we
don't
have
the
opportunity
of
building
a
lot
more
roads.
C
Obviously,
so
we
have
to
make
the
best
use
of
the
roads
that
we
and
a
lot
of
this
is
going
to
drive
a
lot
of
the
decisions
that
we
make
not
just
this
year,
but
for
the
years
to
come.
So
when
you
think
about
that
million
people,
I
just
want
to
draw
your
attention
to
something:
that's
really
important,
because
it's
not
just
the
City
of
Toronto,
that's
expected
to
grow.
Sudden
Ontario
is
going
to
grow
right
now.
C
We
exist.
What
is
what
is
happening
is
really
a
city
is
transforming
into
more
of
a
regional
city,
and
so
I
say
that
and
I'll
leave
you
with
one
other
fact,
which
I
think
is
important
and
that
is
within
this
geography.
Within
this
urban
city
area,
there
is
something
called
the
Toronto
metropolitan
census
area.
The
GDP
of
the
Toronto
metropolitan
census
area
is
about
equivalent
to
the
GDP
of
Alberta
and
the
GDP
of
Quebec.
C
This
is
a
massively
important
economic
region
for
the
country,
so
investment
in
it
and
the
decisions
that
we're
going
to
make
are
incredibly
important.
Next
slide,
I
bring
this
to
your
attention
only
because
you'll
know
a
few
years
ago
there
was
a
core
service
delivery
review
that
identified
along
with
working
with
staff
that
we
deliver
150
plus
services
to
this
community,
and
you
can
take
that
hundred
and
50,
and
you
could
break
it
down
into
two
basic
categories:
one
we
would
call
citizen
facing
services
by
that.
C
These
are
themes,
I
think.
All
of
you
are
very
familiar
with.
Certainly
you
know
on
our
day
to
day
delivery
of
services,
but
also,
as
we
heard
through
the
election
housing
and
we
saw
last
Monday,
there
was
a
very
important
presentation
regarding
some
investment
that
we're
going
to
make
in
terms
of
rental
housing,
but
housing
is
becoming
more
and
more
of
an
issue
for
this
community.
I,
don't
need
to
tell
any
of
you
and
we
think
of
housing.
It
goes
well
beyond
just
rental
housing.
C
We
have
a
growing
number
of
people
who
are
certainly
struggling
in
this
community
and
there
are
needs
far
beyond
just
rental
housing,
because
we
have
a
shelter
system,
that's
in
need
of
investment,
and
we
have
been
making
those
investments
over
the
last
several
years.
Modernization
I
mean
you
don't
have
to
go
any
further
than
your
smartphone.
You
realize
that
the
way
that
we're
doing
business
is
in
fact
becoming
more
technology
driven,
and
so,
as
I
said,
you
know
moments
ago
about
20
years
ahead.
C
Imagine
20
years
behind
no
one
knew
of
uber,
no
one
knew
of
the
smartphone
in
the
manner
in
which
it
is
today.
So
a
lot
of
the
businesses
that
we're
taking
right
now
and
what
we're
doing
modernization,
certainly
through
smart
devices,
is
definitely
the
norm.
I
would
argue
as
well.
Modernization
is
not
just
about
technology
is
about
the
culture
of
the
organization
as
well.
So
keep
that
in
mind,
as
we
talk
more
about
it,
mobility,
just
those
were
clear.
It
is
transit.
C
Certainly
it
is
cycling,
it
is
walking,
but
we
do
not
lose
sight
of
the
fact
that
there
are
still
going
to
be
cars
and
trucks
in
this
community
and
I
find
it
really
interesting.
The
amount
of
time
that
we
focus
on
on
people
movement
and
we
spend
very
little
time
as
a
region
if
you
will
on
on
goods
movement.
So
that's
something
I
know
that
is
important
to
this
community.
If
you
want
to
continue
to
drive
its
economy,
financial
health
has
been
a
topic
that
I
know.
My
predecessors
have
talked
significantly
about.
C
C
Finally,
people
in
neighborhoods
there
has
been
so
much
in
the
news,
so
much
I
think
through
the
election
about
people
in
our
neighborhoods
that
find
themselves
struggling
in
ways
that
maybe
didn't
exist
to
the
magnitude
that
it
is
today,
but
certainly
it
has
become
an
issue
that
all
of
us
are
going
to
be
committed
to
having
to
address,
and
so
we
know
in
this
community
we're
watching
the
middle
class
shrink.
The
haves
and
have-nots
are
growing.
C
The
needs
of
the
people
that
are
struggling
in
our
neighborhoods
are
paramount,
and
this
budget
I
think
goes
some
distance
in
trying
to
address
some
of
those
challenges.
Next
slide.
The
next
three
or
four
slides
I'm
going
to
present
are
really
a
snapshot.
They're,
not
comprehensive
in
any
manner.
Just
to
point
out
some
of
the
good
work
that
the
previous
council
did
I
think
it's
important
to
kind
of
recognize
that
the
path
you've
been
on
and
the
path
we're
going
to
hopefully
continue
on
was
the
right
path
to
begin
with.
C
So
when
we
look
at
recreation,
for
example,
we
had
1.1
million
hours
of
recreation
involving
over
10
million
people
last
term
Ontario
Works.
Our
caseload
is
about
84,000
people
every
month
that
we
look
after,
but
last
term
of
council
we
had
over
a
hundred
thousand
people,
leave
Ontario
Works
for
employment,
or
at
least
to
start
a
job
placement
that
during
that
period
as
well,
we
had
almost
11,000
people
or
children
in
this
case
find
themselves
in
childcare
spaces.
C
Now
you
know,
I
will,
in
the
next
few
slides,
come
back
to
some
of
my
challenges,
so
I
don't
want
to
suggest
for
a
second,
it's
a
rosy
picture,
because
there
are
certainly
some
things
that
we
need
to
address
next
slide
housing.
As
you
know,
we
have
91
and
social
housing
units
across
the
city
that
were
many
of
which
were
built
about
40
or
50
years
ago.
C
We
have
about
2600
people
cared
for
in
permanent,
24-hour
long-term
care
facilities,
as
well
as
I,
say
here:
61
thousand
people,
access,
emergency,
shelter
and
I
was
just
talking
to
Paul
Raftis.
We
had
I
believe
last
night,
almost
96
percent
of
our
beds
occupied
and
then
refugees.
We
have
found
permanent
housing.
We
know
refugees
is
a
topic
that
is
over
the
last
couple
of
years
becoming
more
and
more
prevalent
and
something
that
we
have
to
address
in
this
budget
next
slide
mobility
again.
C
Ninety
nine
hundred
and
twenty
new
buses,
which
is
resulted
in
improving
our
reliability
and
meeting
our
ridership
growth
and
I
know.
During
the
last
term
of
council,
we
were
able
to
put
in
place
some
express
service
and
improve
some
other
service
that
have
been
waning
over
the
years
as
well.
Last
term
of
council
100,
kilometers,
Lane
kilometers
of
infrastructure
was
upgraded
to
improve,
in
which
cyclists
are
able
to
move
around
this
community
and
then
a
3.9
percent
reduction
in
missions
after
retiming
traffic
signals.
C
C
That's
always
a
good
thing
to
do,
and
then,
of
course,
our
online
activity
we
have
film
permits
or
higher
percent
online
100%
of
our
driver's
licenses
for
private
transportation
companies
are
issued
online
and
that
what
we're
finding
is
is
that
more
and
more
of
our
businesses
being
driven
to
our
web.
So,
as
you
can
see,
1313
hundred
percent
increase
on
online
lookups
for
services,
and
so
rather
than
calling
three
one
which
does
a
phenomenal
job.
C
People
are
finding
service
through
our
electronic
devices,
which
not
only
are
more
effective
but
are
certainly
more
cost
effective
and
then,
of
course,
last
last
term
of
counsel.
Significant
investment
time
and
effort
was
put
into
our
own
website,
and
so,
as
we
know
in
today's
today's
age,
we
know
that
digital
information
is
becoming
more
and
more
than
norm
next
slide
and
then,
of
course,
finance
sustainability.
C
Think
more
and
more,
we
have
to
strike
these
partnerships
next
slide
face.
What
we're
facing
I
mean
from
a
social
inequity
and
you
might
call
a
socio-economic
inequities
as
I
say,
you
have
a
challenge
here
in
Toronto
where
the
middle
class
is
shrinking
and
those
that
have
and
have-nots
those
numbers
are
growing.
C
We're
seeing
our
neighborhoods
become
more
racialized,
we're
seeing
through
the
fact
that
we
have
a
rental
or
a
housing
problem
where
vacancy
rate
is
floating
around
one
percent
that
increasingly
it's
becoming
more
and
more
difficult
to
find
adequate
housing
and
the
cost
of
that
housing
which
I'll
talk
about
in
a
minute
is
significant
climate
change.
It's
no
great
secret
we're
seeing
what
used
to
be
100
or
a
hundred
year
or
one
and
a
400-year
events
are
becoming
more
regular.
So
it's
forcing
us
to
have
to
find
ways
in
which
to
hold
back
the
water.
C
To
the
extent
we
can
we're
seeing
heat
events
and
cooling
events
that
are,
unlike
maybe
what
we
saw
again
20
years
ago.
Aging
infrastructure
is
another
critical
challenge
that
we're
facing
and
I
think
it
was
certainly
brought
to
bear
the
other
day
when
we
found
out
from
the
Toronto
Transit
Commission
that
it's
needs
over
the
next
10
to
15
years
or
in
the
order
of
about
thirty
three
billion
dollars,
which
is
about
a
500%
increase
from
what
we
understood
only
several
months
ago,
and
so
it's
not
that
you
know.
That
is
alarming.
C
There's
no
question
about
it,
but
the
fact
of
the
matter
is:
is
it's
good
that
we
have
an
eyes
wide,
open
approach
to
understanding
what
it
is
we
own
in
the
condition
it's
in?
We,
as
you
know,
are
required
by
the
province
this
year
to
generate
asset
management
strategies,
certainly
dealing
with
the
most
basic
of
our
infrastructure,
water,
wastewater
bridges,
infrastructure
of
that
kind.
Those
things
that
kind
of
work
needs
to
be
submitted
to
the
province
in
order
to
ensure
that
we're
going
to
continue
to
get
the
financial
support
that
we
need
from
them.
C
I
have
looked
at
this
organization.
I
think
there
is
some
additional
work.
We
need
to
do
on
asset
management
to
make
sure
that
we
have
a
holistic
picture
of
all
the
things
that
we
own,
what
condition
they're
in
and
what
it's
going
to
take
financially
to
deliver
them.
So
I
would
say
this
about
our
capital
program.
I
mean
I
know,
a
lot
of
great
work
has
gone
into
it,
but
when
you
have
those
kinds
of
pressures
presenting
themselves,
you
need
to
make
sure
that
you're
making
the
most
strategic
investments
over
the
next
10
years.
C
Housing
as
I've
already
mentioned,
is
a
major
challenge
that
we're
facing,
and,
yes
we're,
going
to
utilize
some
of
our
properties
to
see
if
we
can't
improve
the
amount
of
rental
housing.
But
again,
housing
is
not
just
the
bricks
and
mortar,
whether
it
be
those
are
struggling
in
poverty
than
our
need
of
shelters,
but
there's
a
whole
range
of
housing
that
we
have
to
look
at
building
or
putting
in
place.
C
But
I
want
to
draw
your
attention
to
more
than
just
the
bricks
and
mortar,
and
that
is
the
social
supports
that
are
necessary
to
help
people
live
out
decent
lives
in
their
homes
in
this
community
and
I.
Think
a
lot
of
that
effort
needs
to
be
looked
at
in
the
same
time
as
we
think
about
the
bricks
and
mortar
and,
of
course,
mobility.
C
Everyone
here
knows
the
investments
to
happen
from
a
transit
perspective,
but
we're
certainly
behind
the
game
when
it
comes
to
the
kinds
of
investments
that
need
to
be
made,
and
how
are
you
going
to
grow
this
community
to
a
million
people
and
continue
for
it
to
play
the
economic
role
that
it
needs
to
play?
I
think
is
going
to
be
something
all
of
us
are
going
to
have
to
figure
out
and
then
finally,
financial
sustainability.
How
do
you
pay
for
all
this
I
mean
that
is
always
going
to
be
the
challenge
and
I
know
Peter.
C
My
predecessor
talked
about
a
financial
cliff,
a
an
iceberg,
and,
and
certainly
when
I
look
at
the
tools
that
we
have
to
try
and
generate
the
revenue
that
we
need.
They
are
somewhat
limiting
I.
Think,
there's
more
that
maybe
we
need
to
think
about
when
it
comes
to
that
tool.
Chest
and
as
well.
I
would
argue
and
I'll
explain
this
in
a
few
minutes
that
I
think
the
role
of
the
federal
and
provincial
government
and
ourselves
needs
to
be
looked
at
and
how
it
is
that
we
could
make
more
important
strategic
investments
next
slide.
C
So
this
is
a
recommended
by
a
balanced
budget
that
we're
putting
forward
here,
I'm
going
to
address
that
asterisks
and
a
couple
of
slides.
There
is
a
qualifier
here
from
an
operating
tax
and
rate
perspective.
It's
in
at
about
thirteen
point.
Four:
six
billion
from
a
capital
tax
and
support
rate
supported
budget
perspective.
It's
in
at
about
forty
point:
six:
seven
billion
next
slide.
So
where
do
you
begin?
C
We
did
not
have
specific
direction
from
Council
in
terms
of
a
budget
target.
So
what
we
did
was
we
looked
to
the
decisions
that
council
18
had
made
the
past
term
of
council
and,
to
be
honest,
I
mean
as
a
city
manager
in
Hamilton
I,
don't
ever
recall,
not
trying
to
come
in
at
around
inflation,
and
so
that's
never
an
easy
task
to
be
quite
honest,
and
so
the
fact
that
the
city
operations
were
able
to
come
in
at
one
percent
over
what
was
budget
at
four
and
2018
is
actually
I.
C
Think
quite
an
effort
now
how
we
do
that
without
affecting
service
levels
is
never
an
easy
feat.
It
is
about
taking
advantage
of
continuous
improvement
work
that
does
go
on
this
organization
I've,
yet
to
me
to
senior
leaders
in
a
municipality
that
doesn't
always
look
at
the
way
in
which
they
deliver
the
service
and
try
and
find
better
ways
of
doing
it,
and
without
trying
to
put
undue
pressure
on
the
taxpayer.
Ttc
and
the
police
are
are
about
three
percent
over
what
they
what
they
were
given
last
year.
C
Ttc
is
playing
catch-up.
We
know
what
investment
has
to
be
made
in
that
system,
and
the
police
I
think
we're
somewhat
flatlined
for
a
couple
of
years,
which
does
warrant
at
some
point
in
time,
certainly
for
them
too,
as
their
board
has
approved,
to
make
substantial
investment
in
the
service
they
provide.
Other
agencies
and
total
would
average
in
at
1.8
percent
above
2018
next
slide.
How
did
we
do
it?
So
how
do
we
balance
this
budget?
Now
we
as
a
as
a
target,
certainly
residential
property
tax,
to
try
and
peg
it
to
inflation.
C
Inflation
is
coming
in
at
about
two
point:
five:
five
percent,
as
you
well
know,
that
we
deal
with
a
blended
tax
rate
which
looks
at
residential
multi,
residential
industrial,
commercial
and
when
you
blend
all
of
them
together,
it
comes
in
at
about
1.8
percent.
Your
water
rate
increase
is
3
percent,
which
I
know
years
ago.
You
had
a
nine
over
nine
period
where
you
had
to
make
substantial
investments.
C
So
the
good
news,
I
guess,
is
that
those
days
are
hopefully
behind
us
and
that
we
don't
have
to
deal
with
substantial
increases
like
that
solid
waste,
increased
2.2
percent
TTC
fare
increases
decided
the
other
day
in
a
$0.10
a
ride.
Now
the
and
I
draw
your
attention
to
the
asterisks,
the
forty
five
million
dollars.
C
As
you
well
know,
for
years,
the
City
of
Toronto
had
provided
in
a
shelter
system,
some
amount
somewhere
in
the
order
of
about
four
to
five
hundred
beds
were
always
available
for
those
that
were
refugees
that
were
coming
into
this
country
and,
in
particular,
a
major
urban
center
like
Toronto.
So
it's
not
as
if
that
this
community
hadn't
been
supporting
refugees
and
their
plight
to
try
and
find
a
new
life
in
the
in
a
great
country
like
ours.
So
that
was
always
there.
C
We
have
right
now
as
a
result
of
some
monies
that
have
come
our
way
from
the
federal
government
for
the
2018
program
we've
received
in
the
order
of
twenty
six
million
dollars
in
Meritor.
Ii.
Right
now,
as
you
well
know,
is
in
Ottawa
speaking
with
the
Prime
Minister
about
a
range
of
things,
one
of
which
is
the
support
that
we
need
from
the
federal
government
for
what
is
now
a
volume
of
refugees
that
doesn't
appear
to
be
decreasing.
C
In
fact,
it
seems
to
be
kind
of
stabilizing,
and
so
our
expectation
is
that
the
federal
government
will
continue
to
take
its
responsibilities
and
continue
to
provide
funding,
and
in
this
case,
what
we're
looking
for
for
the
operating
cost
of
the
revenue
of
the
refugees
that
are
in
our
community
that
we
are
looking
for
them
to
before
this
budget
ends
come
through
with
forty
five
million
dollars
capital
contribution
reduction.
This
is
another
way
of
looking
at.
It
is
the
pay-as-you-go
for
capital.
C
We
are
looking
at
about
a
forty
six
million
dollars
reduction
in
that
contribution
and
we'll
get
into
the
specifics
of
what
effect
is
haves.
If
any.
In
this
case,
it
will
not
affect
principally
what
we're
doing
in
2019,
but
there
is
an
opportunity
to
reduce
that
debt
fee
by
forty
six
million
dollars.
As
pointed
out
now,
this
next
item,
the
the
solid
waste
for
bait
rebate
reduction
program-
I,
got
to
tell
you
as
a
city
manager
in
Hamilton,
when
I
heard
that
Toronto
has
was
switching
its
waste
program
on
to
the
utility
bill.
C
D
C
It
did
open
my
eyes,
but
I
think
this
is
a
multi-year
strategy
that
we're
going
to
suggest
here,
one
that
you
know
begins
with
a
reduction
in
the
rebate
of
35
million,
and
it
certainly
will
what
we're
looking
to
do.
I
believe
is
to
eliminate
the
large
bin
and
then
over
a
three-year
period,
start
to
draw
back
the
rebate
for
the
medium
and
small
and
then
the
last
item
savings
target.
C
That
is
something
that
I
want
to
commit
to
you,
that
is,
that
is
principally
dealing
with
the
non-union
rank-and-file
I've,
been
here
about
five
months
about
a
hundred
business
days.
I've
had
a
good
opportunity
to
look
at
the
organization
how
its
structured,
how
it
runs
and
I
think
there
are
opportunities
to,
above
and
beyond
the
the
gapping
that
we
have
in
there
in
our
budget
to
look
at
other
savings.
Looking
at
positions
to
see
whether
or
not
there's
an
opportunity
to
consolidate
some
of
the
the
services
that
are
provided
through
the
non-union.
C
So
I
am
looking
at
the
structure
of
the
organization
and
and
principally
when
I
say
that
I
am
looking
at
and
I
used
a
capital
C
corporate
services.
So
when
I
look
at
that,
I
don't
mean
just
the
group
that
Josie's
responsible
for
overseeing
corporate
services
to
me
is
the
CMO
it
is.
It
is
our
finance
and
admin
area,
as
well
as
at
the
area
that
that
Josie
looks
after
and
and
I
do
believe.
Ten
million
dollars
is
something
that
we
can
find
savings
to
address
in
this
year's
budget.
C
I,
don't
see
this
as
a
one-time
thing,
I
know
there
was
a
report
directing
the
city
manager
I
think
in
2017
to
look
at
is
there
a
way
in
which
the
the
non-union
and
in
particular
leadership
could
be
looked
at
from
efficiency
standpoint
and
generate
some
savings
and
not
affect
services
and
I
do
believe
there
are
some
opportunities,
so
I
do
want
to
look
at
vacancies.
I
do
want
to
look
at
the
organizational
design.
C
I
do
think
that
there's
a
way
in
which
to
deliver
the
services
that
we
need
to
in
a
more
effective
and
maybe
even
cheaper
way.
Next
slide,
I
think
it's
important
for
everyone
to
always
understand
where
the
money
goes
and
again
we're
focused
on
the
operating
tax,
supportive
budget,
which
is
worth
about
eleven
point:
five
billion
of
the
thirteen
point,
five
billion,
but
in
big
picture
items
the
cost-shared
social
programs
are
worth.
C
As
you
see
here,
the
numbers
three
point:
three
billion
and
again
that's
not
to
suggest
for
a
second
that
that's
all
on
our
taxpayers
backs,
or
certainly
there
is
transfers
that
come
from
the
from
the
provincial
government
and
some
to
some
extent
from
the
federal,
so
that
covers
the
full
breadth
of
social
programs.
Ttc
again
the
fare
box
offsets
that
figure
quite
a
bit,
but
nonetheless
there
is
a
significant
investment
in
TDC
emergency
services
and
so
on.
So
I
don't
need
to
read
it
for
you,
but
you
can
see
how
things
do
break
down.
C
We'll
give
you
some
more
information
about
this
and
Heather's
presentation
next
slide.
So
I
do
want
to
focus,
though,
there's
about
three
hundred
and
eight
million
dollars
that
we
want
to
make
sure
is
put
into
the
base,
and
this
was
work
that
was
started
by
you
last
term
of
council
services
that
were
approved
last
term
of
council.
That
we
believe
need
to
obviously
be
supported
and
and
become
part
of
our
regular
budgeting.
C
So
when
we
talk
about
poverty
reduction
in
well-being
at
one
hundred
and
seventy
eight
point
two
million-
we
are
talking
about
investments
in
our
shelters,
respite
centers
and
additional
shelter
beds,
which,
in
2019
we're
looking
to
add
about
four
hundred
transit
fare
equity
phase.
One
child
care
growth
and
expansion.
C
Some
of
that
deals
with
transform
teo
investments,
as
well
as
the
expand
tree
care
maintenance
program
and,
of
course,
the
last
modernizing
city
government
I
have
not
given
you
a
specific
target
as
to
what
we
think
that
we're
going
to
be
able
to
achieve
in
our
modernizing
program.
That's
something
I'm
working
with
the
DCMS
on
and
hope
to
come
back
as
to
what
we
might
be
able
to
achieve,
not
so
much
in
2019,
but
in
2020
and
beyond
next
slide
and,
of
course,
here's
our
capital
program.
C
At
forty
point,
six
seven
billion
I
mean
this
is
very,
very
high
level,
but
it
gives
you
a
sense
of
how
monies
are
being
invested
in
2019.
So
you
get
a
sense
of
additional
thousand
shelter.
Beds
are
being
added
a
62
million
basement
flooding,
a
relief
of
58
million
and
as
well
as
maintaining
transportation,
infrastructure,
308,
TC,
HC,
state
of
good
repair,
almost
200
million
being
invested,
and
then
transit
projects
and
infrastructure
and
vehicles
at
three
hundred
and
ninety-three
million
next
slide.
C
You
know,
somewhere
between
a
hundred
and
two
hundred
dollars
a
month
just
to
maintain
smartphones
and
cable
and
things
of
that
nature.
But
there
are
a
number
of
costs
that
I
just
want
to
point
out
that
certainly
fire
exceed
what
is
the
monthly
cost
of
the
services
that
we
provide
at
Trauma
next
slide.
I
just
want
to
say
this.
C
In
the
next
20
years,
I
mean
I
myself
I'm
at
the
tail
end
of
the
baby
boomers
will
all
be
retired
in
about
10
years,
if
we're
lucky,
some
of
us
are,
are
lucky
enough
to
have
pensions
and
benefits
many
that
are
retiring
or
retiring
into
poverty.
I,
look
at
health
care,
I
know
in
the
next
15
years.
The
number
of
people
eighty-five
years
of
age
and
over
are
going
to
quadruple
the
number
they
live
to
a
hundred
they're,
going
to
increase
by
a
factor
of
five
I
know:
health
care
costs
right
now.
C
Provincially
is
worth
about
forty-four
percent
of
the
provincial
budget,
there's
every
reason
to
believe
in
the
next
10
to
15
years
that
will
top
fifty
percent.
So
when
I
start
thinking
about
transfer
payments
and
how
much
we
can
rely
on
transfer
payments,
I
think
there's
going
to
be
increased
pressure
to
deal
with
the
healthcare
needs
and
then
I
think
about
these.
Two
people
are
in
the
picture
here.
We
as
a
policy
want
people
to
live
out
their
lives
in
their
home.
That
is
becoming
increasingly
more
difficult.
C
It
is
so
that
you
can
counter
the
effects
of
social
isolation.
You
have
to
have
a
robust
transit
system,
so
significant
investments
need
to
be
there,
but
social
supports
are
going
to
be
increasingly
more
important
and
making
sure
that
we
are
able
to
meet
the
needs
of
an
aging
population
is
not
going
to
be
an
inexpensive
affair
and
then
I
think
about
Generation
Y
and
they
think
about
Millennials
I
know.
Increasingly,
the
job
market
is
becoming
more
precarious.
C
The
idea
of
a
permanent
job
is
becoming
a
thing
of
the
past,
and
we
know
that
we
have
many
youth
in
this
community
that
are
looking
for
that.
First
experience
that
opportunity
to
work
to
gain
some
experience
to
enter
the
job
market
and
for
many,
the
employment
rates
are
unacceptable.
So
we're
dealing
with
a
challenge
that
right
now
extends
for
certainly
the
next
20
years.
C
This
is
what
Peter
had
talked
about
in
terms
of
a
strategy
that
we
now
need
to
deliver
for
you,
so
improving
our
value
for
money,
certainly
through
modernization,
we'll
find
better
ways
to
deliver
services
and
no
question
technology
will
be
somewhat
helpful
there,
but
other
things,
such
as
procurement
processes,
as
well
as
shared
services,
are
ways
in
which
we
can
certainly
improve
on
value
for
money.
Secure,
adequate
and
fair
revenue
I
mean
when
we
think
about
that
I
mean
we
have
not
talked,
but
we
will
talk
in
some
detail
about
the
land
transfer
tax.
C
This
community
know
how
money
is
being
invested
and
I'll
end
on
this
point
before
I
turn
it
over
to
Heather,
better
integration
with
the
province
and
federal
policies.
I
think
that
almost
needs
to
be
thought
of
differently.
I
can't
help
it
when
I've
come
here
and
I.
Look
at
all
the
things
that
are
on
the
backs
of
you
to
decide
how
much
to
spend
on
housing,
transit
and,
in
some
cases,
400
series
highways,
which
are
your
responsibility
to
look
after.
There
almost
needs
to
be
a
conversation
about
what
municipalities
ultimately
ought
to
be.
C
Looking
after
I
know
the
Toronto
act,
we
have
a
set
of
tools
that
we
can
access
to.
Try
and
raise
the
revenue,
but
before
you
start
really
kind
of
you
know,
exhausting
those
tools
and
their
abilities,
I
think
you
do
have
to
look
at
the
cost
side
of
your
balance
sheet.
You
know
what
are
your
expenses,
and
does
it
really
still
make
sense
that
we
are
expected
to
somehow
address
all
these
needs,
and
so
I
look
at
this,
not
just
from
a
city
perspective,
but
I.
C
Look
at
it
from
a
regional
perspective
and
I
think
it's
important
that
you
know
we
do
have
a
regional
system,
transit
system
that
supports
the
economy
of
this
region
again
recognizing
how
it
is
important
to
the
country
to
the
province,
and
so
certainly
that
conversation
which
I
think
Meritor
either
day
did
have
a
number
of
meet
or
did
have
a
meeting
with
a
number
of
mayor's.
You
know,
I
would
like
to
think
that
the
mayor's
in
southern
Ontario
and
chairs
that
that
reside
within
the
GTHA
could
work
together
to
have
a
common
voice.
C
E
Thanks
Chris
I'd
like
to
just
take
a
second
to
acknowledge
the
staff
that
have
worked
tirelessly
to
put
this
budget
together.
Staff
at
all
levels
across
all
divisions
throughout
the
city
administration
participated,
and
this
is
a
product
of
a
very,
very
great
collaboration
at
the
onset.
What
I'd
like
to
do
is
share
with
you
some
of
the
principles
that
we
adopted
during
the
creation
of
the
budget,
so
first
off
equity.
E
First
off
all
programs
and
agencies
have
adopted
equity
focused
budgeting
in
consideration,
was
given
to
potential
equity
impacts
and
included
in
program
and
agency
budget
notes
that
you
will
see
shortly.
Secondly,
as
Chris
mentioned
during
the
year
the
election
in
the
absence
of
council
direction,
it
was
decided
that
we
would
target
a
cost-of-living
increase
on
the
property
backspace
and
which
is
consistent
with
the
practice
that
has
occurred
in
the
city
for
the
last
four
years.
The
third
leads
the
budget
was
created
with
the
goals
of
preserving
the
service
levels
that
citizens
experienced
in
2018.
E
The
budget
reflects
the
continued
investments
and
strategies
that
were
adopted
in
2018.
In
addition,
the
city
takes
seriously
Auditor
General
recommendations
and
where
the
recommendations
have
been
implemented,
we
have
linked
program
savings
and
reflected
those
again
in
the
budget.
Notes
that
you
will
receive
shortly.
In
addition
to
this,
we
I
do
want
to
highlight
that
information.
Detailed
information
on
this
budget
on
these
presentations
will
be
available
online
after
this
meeting.
It's
our
effort
to
assure
that
the
citizens
are
assisted
in
understanding
exactly
where
the
money
is
coming
from
and
where
the
money
is
being
spent.
E
Next
slide
next
slide.
Okay,
so
the
overall
budget,
the
operating
budget,
the
operating
tax
and
rate
budget
is
thirteen
point
four
six
billion.
This
is
a
key
document
that
outlines
how
much
the
money,
how
much
money
the
city
will
bring
in
and
how
much
will
be
spent
in
2019
to
deliver
on
legislative
programs,
critical
services
and
approved
council
strategies
in
years
where
there
is
an
election,
we
actually
present
a
budget
that
combines
both
the
rate
and
the
operating
together.
E
So
as
you'll
see
on
this
slide
to
the
left,
the
tax
supported
operating
budget
is
eleven
point.
Four
six
billion
I'm
gonna
speak
to
this
in
a
moment
and
on
the
right,
you'll
see
that
the
rate
supported
operating
budget
is
1.9
billion,
and
this
is
generated
through
targeted
rates
next
slide
for
our
key
support.
Key
rate
supported
budgets,
I'd
like
to
first
talk
about
water.
So
what
are
what
we
have
is
an
annualized
three
percent
increase.
E
As
you
know,
water
has
been
set
up
as
a
fully
supported
utility
and,
as
Chris
pointed
out,
the
the
years
of
nine
percent
over
nine
years
are
behind
us.
This
year
we
are
proposing
an
annualized
three
percent
increase
for
which
is
aligned
with
council
approval.
Past
council
approval.
This
water
rate
will
generate
one
point:
three:
three
billion
dollars
for
the
city.
What
does
this
mean?
For
an
average
household,
an
average
household
used
to
uses
240
cubic
meters
of
water?
This
results
in
an
annual
increase
of
$27.
E
The
projected
annual
cost
for
a
household
in
2019
will
be
nine
hundred
and
forty
dollars
in
the
solid
waste
we
are
proposing
a
2.2
percent,
blended
rate
increase.
So
next
slide,
please
the
solid
waste
management
services.
Oh
sorry
back
sight.
My
apologies,
solid
waste
management
is
a
rate
based
program
where
residents
pay
fees
for
the
services
that
they
receive,
based
on
the
size
of
their
garbage
bins.
E
So
the
volume
based
rate
structure
was
designed
to
encourage
residents
to
divert
as
much
as
possible
away
from
landfill
residents,
with
the
largest
garbage
bins
pay
the
most
and
those
with
the
smallest
pay.
The
least
a
two
point:
two
percent
blended
rate
increase
is
expected
to
generate
approximately
ten
point:
eight
million
dollars
in
additional
fees.
It
is
also
recommended
that
this
be
retroactive
to
January.
First,
a
blended
rate
means
that
the
rate
increases
vary
based
on
the
customer
group.
Multi-Residential
properties
which
are
apartment,
buildings
and
condos
have
a
recommended
rate
increase
of
one
percent.
E
Single-Family
residential
and
residential
units
above
commercial
properties
have
a
recommended
rate
increase
of
two
percent
non
residential
customers,
and
this
includes
industrial,
commercial,
institutional
properties,
schools
and
agencies
and
corporations
have
recommended
have
a
recommended
rate
increase
of
five
point.
Two
percent
differential
rates
per
customer
will
allow
for
full
cost
recovery
by
customer
by
customer
type,
which
will
result
in
greater
financials.
E
E
Okay,
now
I'm
gonna
speak
about
the
city's
operating
budget.
On
this
slide,
you'll
see
two
charts:
where
does
the
money
come
from
and
where
does
the
money
go?
So,
let's
talk
about
where
the
money
comes
from,
so
first
off
you
can
see
that
the
property
tax
generates
4.3
billion.
This
reflects
the
residential
property
tax
increase
of
two
point:
five:
five
percent.
It
also
addresses
the
fact
that
the
cost
of
living
increase
will
result
in
138
million
additional
revenue
from
growth
of
the
assessment.
E
Growth,
federal
and
provincial
funding
is
a
key
source
of
funding
that
Chris
mentioned.
This
comprises
twenty
two
and
a
half
percent
of
the
city's
overall
revenue.
This
revenue
reflects
grants
and
subsidies
of
2.6
billion
from
other
orders
of
government
funding
is
used
to
help
offset
legislative
programs
such
as
social
assistance,
child
care,
public
health,
social
housing
to
name
a
few.
Ninety-Nine
point
nine
percent
of
this
number
is
actually
based
on
signed
agreements
that
we
have
already.
E
The
city
has
requested
forty
five
million
in
federal
funding
to
offset
shelter
costs
for
refugees,
as
Chris
mentioned,
and
the
continuation
of
federal
funding
of
eight
million
for
social
housing.
In
addition,
it
includes
a
request
of
ten
million
in
funding
from
the
province
to
assist
with
policing
effectiveness
and
modernization
user
fees
as
the
next
category
user
fees
of
the
city's
large
third
largest
source
of
funding.
The
city
collects
approximately
2.2
billion
in
user
fees
annually,
and
this
is
through
the
approximately
2,600
individual
user
fees.
E
The
TTC
last
week
the
TTC
board
approved
a
10%
fare
increase.
The
increase
will
generate
additional
fare
revenue
of
twenty
five
point:
six
million
this
fare.
This
fare
revenue
actually
only
covers
off
66%
of
the
TTC
s
operating
costs.
The
fare
revenue
will
offset
the
operating
costs
of
the
two-hour
time-based
transfers
and
increase
capacity
to
relieve
overcrowding.
E
In
other
revenue,
we
have
supplementary
supplementary
taxation
and
transfers
from
Toronto
parking.
Our
land
transfer
tax.
We
are
budgeting
approximately
a
total
of
just
over
700
million,
which
represents
6
percent
of
the
city's
revenue.
This
is
aligned
with
our
experience
in
2018.
As
you
know,
ml
TT
is
not
a
predictable
source
of
revenue
and
it
is
directly
correlated
to
the
real
estate
market
in
both
volume
and
house
prices-
investment
income.
This
reflects
income
generated
on
cities,
investments
and
includes
an
annual
dividend
from
the
Toronto
Hydro.
E
E
Emergency
services
includes
fire
services,
which
is
83
fire
stations
and
eight
support
facilities,
Toronto
paramedic
services,
which
is
45
ambulance
stations
and
over
220
ambulances
and
our
Toronto
Police
Service
in
our
corporate
and
capital
financing.
This
includes
capital
from
current,
as
well
as
our
debt
charges.
We
are
planning
to
issue
nine
hundred
and
fifty
million
in
new
debt
in
2019
and,
as
a
result,
the
total
net
balance
of
our
debt
will
be
five
point:
five,
nine.
By
the
end
of
2019.
E
In
other
city
operations,
there
are
costs
that
reflect
the
infrastructure
of
or
the
the
infrastructure
of
the
city
operations.
So
this
includes
corporate
services,
court
services,
city
planning,
affordable
housing,
engineering
services.
The
list
is
quite
long
in
corporate
accounts
we
have
funding
of
employee
related
liabilities,
we
have
the
solid
waste
rebate,
we
have
tax
deficiencies
and
we
have
assessment
cost
with
impact
in
the
governance
and
corporate
services
enabling
the
frontline
services,
the
costs
related
to
3
1
1,
the
auditor-general
city
manager's
office,
our
accountability
officers
facilities,
real
estate
are
included
in
this
category.
E
E
The
strategies
commenced
in
2018,
some
were
completed
and
come
and
are
ongoing
and
some
are
continuation
of
the
strategy
implementation.
The
major
themes
of
these
strategies
are
poverty
reduction
and
well-being.
As
you
can
see,
it's
a
hundred
and
seventy
eight
million.
What
this
represents
is
additional
childcare
subsidies,
Child
and
Family
Center
programs
in
the
shelter
costs.
We
in
actual
fact
have
additional
capacity
for
the
refugee
files,
as
well
as
additional
shelter
beds
in
the
transit
fare
equity
category.
We
had
two
phases:
one
was
to
provide
transit
access
for
clients
on
SP
and
o
w.
E
The
second
phase
was
to
allow
clients
who
receive
child
care
subsidies
within
the
National
Crime
Prevention.
We
have
monies
targeted
for
supporting
programs
for
vulnerable
youth
in
the
Toronto
youth
equity
strategy.
We
have
2.6
million,
and
this
involves
youth
development,
programs,
youth
violence,
intervention
and
alternatives
to
criminalization
and,
lastly,
enforcement
of
the
new
cannabis
laws.
E
Basically,
these
are
costs
for
the
enforcement
officers
in
the
area
of
the
city
building
and
mobility
70
point
nine
million.
This
includes
additional
TTC
operators
to
abide
by
the
employees.
Standards
Act.
We
have
the
two-hour
transfer,
we
have
the
presto
transition
and
we
have
monies
to
alleviate
the
overcrowding
on
buses
in
environmental
sustainability.
We
have
to
twelve
point
two
million,
which
includes
investments
on
work
for
the
community,
energy
planning
and
low-carbon
thermal
networks,
as
well
as
an
expansion
of
tree
care
and
maintenance
program.
E
E
Some
of
the
monies
will
be
invested
in
studies
to
relate
to
service
reviews
of
offsetting
printing,
switching
to
direct
purchasing
of
light
vehicles
from
a
manufacturer
of
from
manufacturers,
cyber
security
awareness
and
organizational
reviews
next
slide,
please.
So,
as
Chris
mentioned,
there
were
multiple
strategies
on
how
we
got
to
a
balanced
budget.
What
I'd
like
to
do
is
just
go
into
detail
in
a
few
specific
areas.
E
Firstly,
federal
government
contribution
for
additional
costs
and
shelters.
The
city
has
experienced
a
year-over-year
increase
of
over
a
hundred
percent
in
refugee
accommodation.
The
City
of
Toronto
continues
to
request,
from
both
the
federal
and
provincial
god
to
establish
an
effective
regional
strategy
for
Ontario
that
would
help
improve
intergovernmental
collaboration
and
help
manage
the
increased
volume.
E
The
city
has
also
received
twenty
six
million
in
federal
funding,
as
Chris
mentioned
earlier,
as
well
as
three
million
from
the
province,
which
indicates
they
are
supportive
of
this
project.
The
federal
government
has
acknowledged
the
pressure
this
is
put
on
the
city
next
slide,
MLT
t.
So
in
prior
years
there
have
been
discussions
surrounding
the
unpredictability
of
MLT
t
revenue
and
the
reliance
on
its
funding
were
funding
of
recurring
programs.
E
As
the
actual
revenue
continued
to
exceed
our
expectations
in
prior
years,
it
enabled
us
to
not
only
absorb
the
rising
costs
of
operating
expenses,
but
also
allowed
us
to
expand
our
services
to
meet
demands.
The
use
of
our
revenue
source,
that's
dependent
on
external
factors
beyond
our
control,
such
as
consumer
behavior
in
the
real
estate
market,
does
create
a
risk
for
the
poor
of
the
city.
The
latest
actual
revenue
points
toward
reduction
in
revenue
of
approximately
83
million
dollars.
E
So
we
do
need
a
strategy
to
wean
ourselves
away
from
MLT
t
funding
city
operations
to
MLT
t
funding
capital.
There
will
always
be
a
portion
of
ML
TT
that
is
reliable
and
what
we
would
like
to
pursue
is
anything
beyond
the
reliable
component
be
dedicated
to
building
capital
infrastructure
for
2019.
We
have
reduced
our
annual
capital
from
current
and
contribution
by
46
million
to
help
mitigate
the
anticipated
decrease
in
the
ML
TT
revenue.
E
With
regards
to
the
long
term
waste
strategy,
Council
adopted
the
city's
long
term
waste
management
strategy
in
2016,
which
recommended
that
solid
waste
management
services
become
a
fully
self-sufficient
and
sustainable
utility.
The
strategy
from
2016
also
set
a
goal
of
diverting
70%
of
Toronto's
waste
away
from
landfills
by
2026.
E
Currently,
the
residential
diversion
rate
is
53
percent,
most
solid
waste
management
services,
single-family
and
multi-residential.
Ratepayers
currently
receive
a
rebate
or
a
credit
on
each
utility
bill
funded
from
the
property
tax
base.
We
are
recommending
that
the
solid
waste
rebate,
single-family
and
multi-residential
be
completely
phased
out
over
the
next
four
years.
The
proposed
reductions
to
the
single-family
residential
rebate
in
2019
will
provide
35
million
to
the
property
tax
budget
and
help
to
achieve
the
city's
diversion
targets.
E
The
volume
based
rate
structure
is
intended
to
provide
an
incentive
for
residents
to
reduce
their
waste
and
divert
more
away
from
Lin
once
the
rebate
is
phased
out.
Those
who
produce
more
garbage
will
still
pay
more
than
those
who
produce
less.
We
need
to
move
towards
finding
a
way
to
incent
citizens
to
throw
out
less
garbage
and
help
achieve
diversion
targets,
move
to
a
model
where
truly
pay
for
what
you
throw
out
while
making
solid
waste.
E
A
true
utility
rate
program
is
based
on
a
user
pay
model
to
minimize
the
impact
of
reductions
to
the
solid
waste
rebate.
On
low-income,
ratepayers,
solid
waste
management
services
is
recommending
a
single-family
residential
low
income,
Relief
Program,
which
will
be
incorporated
into
the
existing
water
rate
program.
E
Households
having
a
come
below
the
eligibility
threshold
of
50,000
will
be
eligible.
The
city's
long
term
waste
management
strategy
recommends
that
solid
waste
management
services
become
a
fully
self-sufficient
and
sustainable
utility
phasing
out
the
rebate
will
support
the
transition
to
a
model
where
operating
expenses
are
fully
covered
by
revenues
and
property.
Tax
subsidies
are
no
longer
part
of
the
financial
model.
E
Single-Family
residential
large
garbage
bin
rebates
will
be
phased
out
in
2019.
The
medium
garbage
bin
rebate
will
be
phased
out
over
two
years.
The
small
garbage
bin
rebate
will
be
phased
out
over
three
years.
The
multi
residential
rebate
will
be
phased
out
over
three
years
beginning
in
2020.
It
will
not
be
reduced
in
2019
to
allow
for
the
implementation
of
a
proposed
multi
residential,
mandatory
diversion
program.
Phasing
out
the
rebate
does
not
change
the
principles
behind
the
volume-based
rate
structure.
Even
when
the
rebate
is
completely
phased
out.
E
So
this
slide
shows
how
the
2019
combined
tax-supported
program
is
a
hundred
and
thirty-eight
million
dollars
more
than
last
year.
This
budget
has
been
built
by
preserving
the
service
levels
experienced
in
2018.
The
budget
is
balanced
by
61
million
in
assessment
growth
and
77
million
by
the
by
the
blended
tax
rate,
increase
of
1.8%.
E
On
a
net
basis,
the
net
budget
reflects
a
service
delivery,
cost
increase
of
1.9
percent,
both
Toronto
Police
and
TCC
boards
have
approved
budgets
3%
over
2018
and,
as
Chris
mentioned,
the
city
operation
budgets
have
come
in
1
percent.
Over
2018.
The
debt
charges
do
comply
with
the
city's
policy
of
maintaining
a
debt
service
ratio
where
the
debt
servicing
costs
should
not
exceed
15%
of
the
total
total
tax
levy.
This
is
part
of
the
budget
that
we
use
to
calculate
the
recommended
property
tax
rates.
E
What
does
this
mean
to
households
in
Toronto
now
that
the
net
budget
would
like
to
share
what
it
means
in
an
everyday
context?
As
you
can
see
from
this
slide,
you
will
notice
that
two
thirds
of
your
tax
bill
is
dedicating
to
keeping
the
city
safe,
keeping
the
city
moving
and
investing
in
building,
maintaining
and
enhancing
the
city's
infrastructure.
The
average
tax
bill
in
2019
will
be
three
thousand
twenty
dollars,
which
is
an
increase
of
one
hundred
and
four
dollars
annually.
E
So
the
2019
tax
rates,
so,
as
we've
mentioned,
the
residential
tax
rate
is
a
cost-of-living
increase
of
two
point:
five,
five
percent:
the
commercial
tax
rate
is
one
point
two
eight
percent,
which
continues
the
policy
of
increases
equal
to
50
percent
of
the
residential
tax
rate.
The
multi
residential
tax
remains
the
same
level
as
2018,
which
also
continues
the
policy
of
freezing
this
rate
and
0.85
percent
for
industrial,
which
is
increasing
by
1/3
compared
to
the
residential
tax
rate.
This
gives
us
a
blended
increase
of
1.8%.
E
So
next
we
have
the
city's
capital
budget
and
plan
this
forty
point:
seven
billion
dollar
ten
year,
capital
budget
and
plan
will
guide
decisions
on
what
investments
will
be
made
to
purchase,
build
and
repair
city
infrastructure
in
2019
staff
will
present
a
strategic
asset
management
policy
and
plan
for
city
council
to
adopt
July
1st.
This
will
be
submitted
to
the
province,
the
first
asset
management
plan,
as
per
regulation
588
as
17.
Once
the
policy
is
approved,
it
will
be
completed
by
2021
for
our
core
assets,
namely
water,
wastewater
and
stormwater
infrastructure.
E
As
we
build
and
update
our
asset
management
plans,
the
information
we
gather
and
learn
will
impact
our
ten-year
plan
going
forward.
We
need
to
learn
more
and
address
the
new
information
the
TTC
released
last
week
about
their
capital
needs.
It's
prudent.
We
look
at
the
city's
plan
to
ensure
we
are
understanding
critical
projects,
the
state
of
good
repair,
financing,
needs
and
capacities
within
the
markets,
as
well
as
our
own
organization.
We
are
reducing
the
capital
contribution
as
mentioned
earlier,
and
we
are
able
to
continue
to
support
the
2019
priorities.
E
F
Thank
You
Heather
good
morning,
chair
Crawford
committee
members,
visiting
councillors,
colleagues
and
the
public,
so
I'm
going
to
spend
a
few
minutes,
giving
you
an
overview
of
our
capital
plan.
That's
the
plan
that
funds
our
current
assets,
as
well
as
our
future
assets,
to
support
our
service
delivery.
This
slide,
so
in
total
tax
and
rate
supported,
combine
our
ten
year.
Capital
plan
amounts
to
both
almost
41
billion
dollars
over
the
ten-year
period.
F
The
tax
side
is
about
twenty
seven,
twenty
six
point:
three
billion
and
our
rate
side
is
fourteen
point
four
billion
fairly
similar
to
what
we
saw
in
last
year's
plan.
But
I
think.
One
key
point
to
note
is
that
in
the
toronto
water
capital
plan,
what
we're
seeing
from
18
to
19
is
almost
a
doubling
of
the
spending,
given
the
sizeable
expenditures
that
are
coming
forward
next
slide.
Let's
just
take
a
moment
on
the
ten-year
rate
program.
F
This
is
in
total
the
the
combined
planned
by
the
3d
product
by
the
various
project
categories,
but
I'd
like
to
focus
on
the
state
of
good
repair
and
service
improvement,
clearly
on
the
state
of
good
repair.
Lion's
share
of
that
is
the
Toronto
water
program
that
7
billion
dollars
a
lot
of
that
going
to
the
typical
kinds
of
infrastructure
investments,
but
also
I,
think
significantly.
We
also
have
about
two
billion
dollars
in
there
for
our
treatment
plants,
so
those
are
some
key
things
there
on
the
service
improvement
side
as
well.
F
So
that's
another
significant
project
that
that's
in
this
capital
plan
the
case
of
Toronto
parking
Authority's,
pretty
well
levelled
out
from
what
we
saw
in
the
last
ten
year
program,
with
a
focus
really
on
their
on
their
parking
lots
and
some
opportunities
for
development
in
solid
waste,
but
we're
the
focus
there
is
on
the
waste
strategy.
The
only
other
point
to
note
in
toronto
parking
authorities
we're
seeing
an
expansion
of
above
the
bike
share
program
about
12
and
a
half
million
dollars.
F
F
Twenty
six
point
two
billion
and
about
seventy
percent-
is
being
funded
and
dedicated
towards
our
mobility
objectives,
with
our
transit
expansion,
TTC
and
transportation
services,
capital
plans,
combined,
of
course,
in
our
transit
expansion
area.
It's
the
funding
for
our
Scarborough
subway,
as
well
as
our
SPARC
track
stations,
I,
don't
in
West,
there's
some
planning
money
in
there
for
our
waterfront
exhibition
to
Dufferin
loop,
as
well
as
the
relief
line,
and
it's
the
close
out
of
our
Spadina
subway
extension
project
that
opened
last
year.
F
F
130
million
this
year
for
critical
bridge
rehabilitation,
transportation
did
in
fact
identify
some
new
needs
at
about
500
million,
so
we
were
able
to
put
some
money
and,
in
the
first
three
years,
just
two
other
points
to
make
here
on
the
left-hand
side
of
parks,
forestry
and
recreation
that
1.9
billion
includes
about
500
million
of
projects
reflected
in
the
master
facilities
plan.
So
there's
funding
in
there
to
at
least
provisionally
identify
some
of
the
needs
identified
in
that
plan
and
then
in
shelter,
support
and
housing.
F
In
addition
to
the
regular
program
that
we
had
last
year
with
some
amendments
to
it,
we
did
add
in
fact
783
million
dollars
of
new
capital
investments.
So,
with
a
combination
of
looking
at
our
spending
and
aligning
that
to
timelines,
we
were
able
to
adjust
the
the
cash
flows
and
open
up
some
space.
There
was
some
other
things
that
helped
us
and
we
were
able
to
add
what
we
thought
were
the
most
critical
below
the
line
or
unmet
needs.
F
The
high
lack
high
lake
flooding
damage
and
wind
storm
damage,
repairs
that
PF
nar
had
identified
and,
of
course,
we've
accommodated
the
reduction
of
the
46
million,
our
Capitol
concurrent
funding
as
this
entire
package.
So
let's
just
spend
a
moment
on
the
expenditure
side
here,
so
this
table
at
the
top
shows
you
by
year
by
the
different
project
categories
that
we
have,
how
much
funding
is
and
spending
is
being
planned
in
each
of
the
ten
year
period.
F
So
if
I
could
just
draw
your
attention
to
2019
the
sum
of
that
column,
that
2.9
billion
is
our
capital
budget.
That's
being
recommended
for
2019
and
added
to
that
is
another
1.1
billion
in
funds
being
carried
forward
from
the
prior
year
for
projects
that
have
not
been
been
completed
must,
over
the
10-year
period
of
get,
as
you
can
see,
it's
26
billion
dollars
that
represents
about
49
percent
of
our
entire
allocated
spending.
F
When
you
compare
that
really
to
the
two
charts
below
and
we
and
we
pulled
the
2011
to
2020
10
year
capital
plan,
what
we
were
spending
in
state
of
good
repair
funding
in
this
10
year,
capital
plan
is
equivalent
to
the
entire
capital
plan.
We
had
back
in
2011,
so
significant
funding
going
to
some
of
our
highest
needs
next
slide.
We
could
just
spend
a
moment
on
state
of
good
repair
because,
as
Chris
highlighted,
it
is
one
of
our
key
challenges
and
aging
infrastructure
is
something
that
we
are
trying
to
focus
on.
F
F
What's
the
impact
of
the
12
billion
dollars
on
our
state
of
good
repair
backlog,
we
track
as
a
city
the
value
of
our
assets,
we
track
what
we
should
be
spending,
and
then
we
assess
from
that,
what
portion
of
the
funding
that
we
got
actually
advanced
or
the
maintenance
or
the
repair
of
those
of
those
eight
assets
versus
where
do
we
have
actually
a
backlog?
So
the
red
line
here
shows
the
actual
accumulated
backlog
over
the
10-year
period
as
a
result
of
the
12
billion
dollars,
that's
being
invested
now.
F
This
is
tax
and
rate,
so
it's
actually
more.
But
if
you
look
at
on
the
face
of
it,
it's
saying
we're
holding
our
own,
with
essentially
rising
and
in
absolute
dollar
values
from
about
eight
billion
to
about
nine
and
a
half
billion.
However,
when
you
pull
out
two
key
investments
that
we
have
in
this
10
year,
capital
plan,
one
in
Toronto
waters
case
our
state
of
good
repair
in
the
nine
for
nine
program,
it
virtually
eliminates
the
backlog.
F
F
What
it's
saying
to
you
is
that
for
the
assets
remaining,
when
you
exclude
those
that
are
backlog
and
2018
s,
4.2
billion
its
rising
and
I'm,
doubling
to
about
nine
point,
two
billion.
So
it's
deep,
but
it's
steeper
than
what
we
saw
even
in
2018,
because
we
have
included
the
TCH
seed
backlog
down
into
these
numbers
and
as
people
are
maturing
and
getting
better
updated
information
on
their
assets.
We're
also
seeing
through
condition,
audits
that
our
assets
are
not,
as
you
know,
not
as
good
as
we
had
had
in
the
information
before
transportation.
F
F
For
those
of
you,
who've
seen
this
chart
before
they
can
assistant
Li
continue
to
be
on
the
rise.
We
have
made
some
additional
investments
in
areas
where
we
could,
with
some
of
the
758
million,
but
not
as
much
as
we
would
like
to
have
given
where
we
are
in
our
debt
servicing.
In
our
capacity,
however,
we
will
be
coming
back,
especially
on
the
TCH
C,
which
is
the
last
line
of
that
first
group
with
a
plan,
as
we
deal
with
the
entire
program
around
housing.
F
Next
slide
on
the
funding
side
of
the
house
same
ten-year
chart,
as
you
can
see
over
the
10-year
period,
what
the
values
are
by
the
different
sources:
federal
provincial
funding
overall
at
31%
development
charges
and
our
reserve
funds,
where
we're
trying
to
max
all
opportunities:
another
22%
recoverable
debt
at
8%
and
our
combined
pay-as-you-go
or
capital
from
current
and
our
debt
fundings
and
40%.
So
pretty
much,
we've
tried
to
maximize
all
our
funding
sources
that
we
have
when
you
look
at
the
comparison
over
the
same
period
that
2011
to
20
persons,
the
19
to
28.
F
Our
partnership.
Funding,
of
course,
has
increased
in
proportion
to
the
projects
that
we
have
in
there,
but
we
are
utilizing
every
funds
from
the
programs
that
the
federal
provincial
governments
have
two
points
that
I
just
want
to
draw
to
your
attention
as
a
result
of
the
reduction
in
the
capital.
From
current,
you
will
see
that
the
2019
capital
from
current
number
at
340
million
that
reflects
that
reduction
and
it
shows
what
we
need
to
maintain
this
plan
at
426
for
next
year.
F
So
that's
a
that
will
be
a
significant
increase
and
we'll
be
working
on
a
strategy
to
deal
with
that.
The
final
point
there
is,
if
you
look
at
27
to
28
on
the
debt
side,
you
actually
see
no
numbers
and
that's
because
there's
no
new
debt
being
issued
in
this
plan
as
a
result
of
the
significant
amount
of
debt
that
is
being
identified
in
2019
and
2020
next
day
and
from
a
debt
service
ratio
perspective.
F
As
most
of
you
know,
we
have
a
policy
that
we
try
to
contain
the
percentage
of
our
debt
servicing
to
no
more
than
15
percent
of
our
property
tax
revenue.
The
peak
in
the
middle.
Take
us
close
to
the
16,
but
with
some
under
spending
or
under
some
elements
under
in
2019
as
well
as
2028,
we
are
able
to
stay
within
the
15
percent
and
leave
a
little
bit
of
flexibility
in
the
event
of
any
interest
rates,
but
we
do
have
some
significant
investments
and
increases
coming
to
us
as
a
result
of
the
capital
work.
F
F
We
have
city
building
objectives
that
we
are
all
trying
to
achieve
this
doesn't
we
have
to
also
take
into
account
the
TTC
capital
investment
plan
and,
as
mentioned
earlier,
we
will
be
working
with
TTC
to
understand
it
better,
to
understand
the
priorities,
the
timing
and
to
integrate
it
into
our
capital
planning
process.
Transit
expansion
partially
funded
other
projects
not
yet
funded,
and
we
also
have
a
fair
amount
of
unmet
needs
that
we're
looking
at.
F
In
terms
of
our
housing
stock,
whether
it's
our
social
or
senior,
as
well
as
any
affordable
housing
objectives,
next
slide,
so
with
the
unmet
needs,
we
really
need
to
think
about
some
of
the
funding
strategies
to
pursue
those
there's
various
actions
that
that
we're
recommending
first
and
foremostly.
We
believe
that,
for
the
2020
budget
process
we
need
to
reassess
recalibrate
re4
casts.
We
can
pick
a
word,
but
essentially
look
at
the
10
year.
F
Capital
plan
visa
V
are
spending
V,
the
V,
the
capital
project,
delivery
approaches,
and
we
think
about
the
the
way
that
the
estimates
are
they're,
given
the
amount
of
kerry
ford
funding
that
happens
year
over
a
year
with
that,
we
also
need
to
mature
our
asset
management
practice.
You
heard
from
heather
that
we
are
working
on
a
policy
for
council
in
compliance
with
legislation
and
that's
really
just
the
first
step
of
having
a
common
strategic
and
integrated
approach
across
all
our
city
programs
and
agencies.
F
Thirdly,
we
really
need
to
integrate
the
plans
that
come
from
official
planning,
service
and
master
planning
and,
of
course,
our
capital
plans.
We
have
many
good
plans,
but
many
unfunded
plans
and
it's
a
really
important
piece
that
we
bring
those
pieces
together.
In
some
cases
we
have
overlap.
In
other
cases,
we
have
very
disparate
and
competing
needs,
and
so
we
really
need
to
take
those
things
and
bring
them
into
one
view
and
I
would
say
one
longer
view
we
are.
You
know.
F
Traditionally,
we've
been
looking
at
a
ten-year
view,
increasingly
it's
more
important
that
we
move
that
out
to
a
15
to
20
25
year
view,
so
we
could
actually
plan
accordingly
to
do
so.
We
also,
then,
of
course,
once
we
have
that
we
really
need
to
set
citywide
priorities
and
and
determine
what's
that
right
balance
between
the
state
of
good
repair
that
we
see
that
it's
increasing
from
our
backlog,
as
well
as
the
extent
to
which
we
can
manage
all
the
wonderful
projects
that
are
being
identified
on
a
go-forward
basis,
all
good
projects
councillor.
F
Finally,
of
course,
once
we
have
kind
of
the
the
plan
figured
out,
we
need
to
continue
to
work
and
work
on
our
funding
capacity.
So,
despite
the
reduction
that
we're
seeing
this
year,
we
are
recommending
that
the
capital
from
current
growth
strategy
continue,
although
it
will
be
looking
and
reassessing
at
what
rate
that
we
continue
our
practice.
F
According
to
our
surplus
management
policy,
that
75%
of
any
surplus
goes
to
capital
that
we
redirect
our
land
transfer
tax
from
operating
to
capital
at
some
level
over
time,
as
Heather
mentioned,
so
that
we
can
ensure
that
what
is
predictable
is
in
the
operating
budget
and,
what's
in
capital,
actually
grows
from
the
40
million
that
we
have.
Today.
F
We
are
maximizing
our
DC
funding,
but
we
also
need
to
ensure
that
we
are
leveraging
our
city
assets
through
various
development
projects
and
are
reinvesting
proceeds
from
land
sales
and
finally
partnering
with
other
orders
of
government
being
able
to
take
advantage
of
their
other
programs
and
working
with
the
private
sector
in
many
different
ways,
our
areas
and
strategies
that
we
need
to
focus
on
finally
budget
schedule
so
we're
here
today.
It's
the
launch.
F
We
have
two
dates:
coming
up
in
February,
4th
and
6,
where
they'll
have
a
deeper,
you
will
have
an
opportunity
to
have
a
deeper
review
of
the
budgets
on
a
program
and
agency
basis,
On,
February,
7th
and
11th.
The
public
has
an
opportunity
to
provide
its
input
and
then
we're
back
into
a
budget
committee
on
the
13th
and
again
on
the
20th
for
more
exploration,
questions,
answers,
briefing,
notes
and
final
decisions
with
those
final
recommendations
to
Executive
Committee
on
March
4th
and
to
Council
on
March
7.
F
Finally,
our
budget
website
that
we
have
had
continues
and
I
just
like
to
remind
councilors
for
you.
This
is
where
the
budget
notes
sit.
Last
year,
we
consolidated
our
capital
and
operating
reports
to
Council
this
year.
We
have
consolidated
our
Kaplan
operating
notes
for
your
review.
So
when
you
are
looking
for
those
budget
notes,
you
will
have
one
per
program
and
I
welcome
the
public
also
to
that
site
for
its
information,
and
with
that
mr.
chair.
A
Thank
you
very
much
for
a
very
detailed
presentation.
We
are
now
going
to
be
opening
it
up
to
questions
on
the
presentation
from
councilors
will
go
to
outside
councillors.
First
and
councillor
perks,
I
would
assume
you
have
a
few
I
do
I
do
Oh
where
to
start
so
first
of
all,
I
want
to
make
sure
I
heard
something
correctly.
Mr.
city
manager,
you
said
that
you
were
looking
for
ten
million
dollars
in
additional
savings
that
aren't
identified
in
here.
Did
I
hear
that
number
correctly.
A
A
A
We
had
a
very
good
first
six
months
and
then
it
tailed
off
badly,
so
you're,
presuming
that
it
bounces
back
to
a
midpoint
in
order
for
us
to
get
the
same
revenue
right,
because
right
now
we're
we're
not
doing
as
well
as
we
did
on
average
in
18,
so
we're
presuming
that
it
bounces
back
the
market
improves
from
where
it
is
currently
in
order
to
get
that
same
revenue.
Is
that
correct.
C
A
On
top
of
the
10
million
in
unallocated
cuts
that
you've
described
here,
I
wasn't
at
the
TTC,
but
my
understanding
is
they
had
twenty
four
million
dollars
in
unallocated
cuts
and
we're
also
counting
on
the
federal
government
to
come
forward
with
19
million
dollars.
In
addition
for
our
shelter
system
to
what
they
gave
us
in
1845.
A
C
B
So
we
incurred
costs
since
2000,
2017
and
18
of
65
million
dollars
included
to
bring
up
28,
add
in
2500
additional
bets,
the
26
million
that
the
feds
gave
us
goes
towards
the
costs
we've
already
incurred.
If
we
want
to
sustain
those
beds
into
2019
in
future
years,
if
we're
gonna
need
roughly
just
over
45
million
dollars
a
year
to
do
that
so
because
the
flow
of
refugees
has
been
pretty
consistent
over
the
last
over
8
18
months
or
so,
we
do
not
anticipate.
We
have
there's
no
indication
that
that
flow
is
going
to
decrease.
A
We
can,
we
can
argue
whether
the
crisis
in
our
shelter
system
has
anything
to
do
with
refugees,
so
what
I
was
trying
to
get
to?
If
you
take
the
unallocated
within
the
the
city's
main
budget,
D
unallocated
within
the
TTC
and
this
45,
there
are
79
million
dollars
on
the
operating
side
that
we're
hoping
we
find
as.
C
G
A
I
didn't
say
it's
unreasonable,
I
just
said
you
can't
tell
me
where
it
is
now.
Well,
that's
tell
me
that
so
when
I
phone
that
is
correct,
a
regional
director
for
transportation
services,
West
that
there
won't
be
someone
in
that
job
next
year,
you
did
somewhere
across
the
corporation
some
10
million
dollars
where
the
bodies
will
disappear.
But
you
don't
know
where.
A
D
Start
because
nobody
else
is
ready
cancer
perks,
a
zeroed
in
on
on
some
of
my
concerns.
I
noted
that
in
the
capital
presentation
that
we
talked
about
that,
we
that
we
really
should
shift
out
of
our
reliance
on
municipal
land
transfer
tax
to
some
extent
and
operating
and
shift
it
over
to
capital,
so
that
when
we
have
fluctuations,
it's
easier
to
defer
capital
than
to
lay
off
people.
I
agree
with
that
assumption.
D
I've
agreed
with
it
since
we
hit
500
million,
but
if
we're
assuming
the
same
amount
of
ML
TT
revenue
this
year,
which
is
in
and
of
itself
risky,
why
are
we
not
starting
to
try
to
make
that
shift?
Why
are
we
not?
In
okay,
say
we
do
make
727
million
in
ml
TT
again
next
year?
Are
you
waiting
for
council
direction
to
say,
let's
take
20
of
that
and
shift
it
over
to
capital?
Is
it?
Is
it
up
to
council
to
move
that
motion?
So
three.
F
Mr.
chair
I
would
say
not
in
terms
of
a
motion
but
just
to
appreciate
that
we
are
in
19
the
loss
and
if
you
recall
what
we
had
did
in
previous
years,
is
we
kind
of
waited
to
see
what
the
experience
was
in
many
ways
this
creates
a
new
baseline
and-
and
so,
if
the,
if
the
MLT
team
experienced
by
the
end
of
19
were
actually
higher
rather
than
increasing
the
operating
budget
amount,
we
would
add
that
to
capital,
and
then,
where
we
have
capacity,
we
could
actually
bring
that
baseline
lower.
F
So
that
would
be
kind
of
the
strategy
to
start.
We
didn't
have
the
financial
capacity
to
bring
them
ml
TT
lower
than
the
83
million
right
here,
but
that
does
select
anything
above
the
83
that
we
flee
rich
experience
next
year,
instead
of
budgeting
more
in
the
operating
budget,
we
would
put
it
into
capital
and
keep
this
as
the
baseline.
Okay,.
D
I'm
gonna
ask
some
more
questions
about
that
when
we
get
into
our
own
committee
meetings,
because
I
want
to
suggest
a
different
strategy,
but
the
the
other
thing
I
wanted
to
talk
about
was
reducing
the
CFC
when
we
got
to
the
capital
plan,
I
think
you
made
it
a
presentation
where
you
showed
us
in
in
in
future
years
in
the
plan
you're,
assuming
that
this
would
be
the
only
year
we
have
to
do
that
reduction
in
CFC
and
we
would
get
back
on
track.
The
following
year
am
I.
Did
I
hear
that
right
so
through.
F
F
D
D
So
if
ml
TT
decreases
chances
of
mitigating
this,
because
it'll
will
end
up
going
back
to
it
to
mitigate
our
problem
and
we
won't
be
smoothing
in
2020.
We
would
then
just
push
out
the
smoothing
a
couple
more
years,
which
means
we're
now
well
off
track
of
CFC,
which
brings
me
to
my
next
question:
not
this
year,
but
next
year
we're
going
to
go
over
the
ceiling
and
debt
servicing.
D
Now
I
always
ask
the
question:
what
is
our
actual
issue
debt
and
what
is
our
debt
per
capita
ratio
at
this
moment?
Because,
because
that's
very
meaningful
to
me,
it's
one
thing
to
look
at
a
ceiling.
But
if
the
ceiling
is
based
on
not
having
properly
increase
our
property
tax
to
meet
our
expenses,
our
ceiling
is
artificially
low.
So
what
is
our
actual
debt
per
capita
ratio
right
now?
What
have
we
got?
An
actual
issue?
Debt
and
if
tomorrow
we
went
belly-up
and
everyone
told
me
it
had
to
help
us
pay
it
back.
B
D
H
Thank
you
very
much,
just
a
couple,
quick
questions
on
the
the
additional
handout
that
we
receive.
The
appendix
1.1
has
the
staff
recommended
operating
budget
by
service
I.
Think
it's
the
second
section.
These
are
the
staff
recommended
new
and
enhanced
priorities
right,
so
these
are
baked
into
the
budget,
so
where's
the
list
of
unfund
priorities
it's
typically
last
year.
It
was
appended
on
to
this
at
the
rear.
It's
edited.
This
is
here's
what's
funded
and
then
here's
the
council
priorities
that
were
unfunded
where's.
That
list
do
we
have
it
three.
F
H
The
budget
I
in
individual
departments-
it's
not
all,
brought
together
for
us
again.
Okay,
we
may
want
to
have
a
briefing
note
to
that
effect.
Justice.
It
was
presented
so
well
last
year
that
made
it
very
very
clear
on
the
solid
waste
management
piece
on
slide
33,
it
talks
about
savings
of
a
certain
number.
H
F
H
So,
if
we
could
just
get
that
and
I'm
sure,
I
can
ask
it
directly
of
solid
waste
management
and
I'm
just
serving
notice
that
they'll
get
a
question
along
lines
on.
So
maybe
it's
just
me,
but
this
capital
from
current
thing,
I
need
I,
think
we
needed
to
delve
into
just
a
little
bit
more
so
by
reducing
the
amount
that's
dedicated
for
capital
from
current.
What
does
that
do
to
our
capital
budget
in
2019.
F
So
through
mr.
chair,
if
you
take
a
look
at
this
slide,
it's
the
year,
1
2019
capital
from
current
number,
it's
340
million.
That
is
the
reduced
number.
What
essentially
happened
through
this
tender
through
this
administrative
review
process
is
we
we
had
room
to
add
new
investments,
we
added
46
million
dollars.
Less
is
what
we
did
to
accommodate
and
balanced
the
budget.
So.
H
F
F
H
Let's
take
it
from
a
different
angle
on
the
next
slide.
What
would
happen
if
the
number
was
46
million?
What
would
happen
to
our
debt
servicing
charges
if
we
removed
46
mil
if
we
removed
46
million
of
debt
just
by
investing
46
million
dollars
more
into
capital
from
current,
and
not
relying
on
issuing
more
debt?
F
F
H
Get
that
but
but
but
my
point
is
what,
if
we
either
just
didn't,
replace
it
with
projects
and
pay
down
our
debt
in
2019?
That
would
then
last
over
the
next
10
years
or,
however
long
it
took
to
pay
it
back
rest
of
it
like
what
or
if
we
hadn't
put
that
investment
in
I'm,
just
wondering
that
caring
cost
of
forty
six
million
dollars
that
we
could
have
paid
down
our
debt.
Had
we
not
just
readjusted
this
last
question
because
there's
a
cost
associated
with
it
right.
F
It
was
roughly
about
the
same
I.
Don't
have
that
with
me,
but
overall
it
was
about
a
three
billion
again.
We
roughly
put
in
about
three
billion
dollars
annually
in
in
capital
funding
for
the
budget
or
the
one-year
budget,
and
we
end
up
bringing
forward
about
a
billion
dollars
and
carry
forward
funding.
So
it
ends
up
being
about
four
billion
annually
and
we
have
stuck
to
the
both
the
fifty
percent
allocation
of
state
of
good
repair.
So.
B
If
you're,
looking
at
the
slides
on
page
47
2019,
it
comes
in
at
two
point:
nine,
eight
billion
and
next
year,
there's
a
jump
of
five
hundred
million
and
I
was
wondering
if
you
could
speak
to
that,
and
also
to
the
point
that
you
had
on
saying
that
you
were
going
to
further
look
into
the
ability
to
deliver
on
this.
So
I'm
just
wondering
what
is
gonna
be
done
in
this
year
in
preparation
for
this
additional
500
million
next
year.
What
would
that
involve
so.
F
B
F
So
that
that
jump
is
that
you're
seeing
is
primarily
in
our
growth,
related
projects
and
I
believe
that's
coming
from
our
our
probably
our
transportation
area,
I'm,
not
quite
sure
the
details,
but
what
we
will
be
doing
is
looking
at
these
estimates
program,
an
agency,
individual
estimates
and
of
trying
to
look
at
their
alignment
with
the
actual
project
timing.
We
do
stage
stage
gating
assessment,
so
are
we
looking
and
locking
things
out
and
looking
at
their
actual
average
spending
capacity?
F
Seven
hundred
and
fifty
eight
million
dollars
of
new
investment,
but
there's
more
work
to
be
done
and
we're
working
collaboratively
collaboratively
with
all
our
partners
and
I
think
there's
a
greater
understanding
appreciation
of
our
need
to
be
able
to
be
a
bit
more
predictable
around
what
it
truly
takes
to
deliver,
because
there
are
various
factors
that
impact,
whether
its
market,
whether
it's
you
know
our
ability
to
actually
get
the
kind
of
awards
that
we're
hoping.
Sometimes
we
have
to
reissue.
Sometimes
it's
public
consultation.
F
Taking
time
sometimes
it's
you
know,
sites
that
we
explore
and
suddenly
there's
things
that
we
find
that
we,
you
know,
didn't
anticipate
and
it
takes
more
time.
So
how
do
we
better
plan
for
and
anticipate
that
and
then
line
our
project
estimates
with
that
that
will
create
an
adjustment
in
the
actual
alignment
of
the
spending.
It
doesn't
take
away
from
the
approval
of
the
funds
overall
for
the
project.
It's
just
the
timing
of
when
we
actually
pay
it
and.
B
How
confident
are
you
in
these
changes
from
2019
2020
2021,
because
you're
going
up
five
hundred
billion
five
hundred
million
and
then
down
five
hundred
million?
And
do
you
see
that
there's
fluidness
between
2020
2021
or
are
you
confident
again
that
and
your
ability
to
deliver
those
that
big
jump
and
then
followed
by
a
big
decrease?
So
this.
F
Is
reflective
of
the
work
of
the
entire
organization
and
the
administrative
review
process
that
we
do
in
the
some
late
summer?
Early
fall
is
a
deep,
an
alibi
of
all
these
projects,
and
so
what
we
have
here
is
the
summation
of
the
confidence
of
everyone
in
this
organization,
based
on
our
best
information,
to
do
that
and
just
to
be
clear
that
this
reflects
the
the
some
of
different
projects
right.
So
the
project's
timing
and
placing
and
when
they're
ready
to
go
is
what
these
numbers
are
showing
you
program
by
program.
F
F
When
you
start
getting
into
the
service
improvement
in
growth
projects,
they
tend
to
be
a
bit
lower,
primarily
because
you
are
partnering
with
others
you're,
you
know
so,
for
example,
if
we
went
through
the
whole
p-type
program
where
we
received
money
from
the
federal
government,
you
know
that
was
a
long
process
in
order
to
actually
execute
on
the
work
so
coordinating
with
other
other
partners.
You
know
the
things
that
I
mentioned
earlier.
F
F
I
think
the
city
manager
identified
there's
a
fair
amount
of
work.
That's
going
on
this
organization
to
try
to
look
at
how
we
modernize
our
processes,
so
some
of
them
are
technology,
basse,
so
they're
a
project
setter
that
are
funded
that
are
continuing
that
work.
So
our
accounting
services
area,
for
example,
we're
looking
at
our
best
practices
and
how
do
we
implement
technology
to
better
have
standardized
and
common
processes?
We
haven't
looked
at
this
really
since
the
SA
P
implementation
post
amalgamation
in
HR
we're
modernizing
those
processes
as
well.
F
B
F
So
three
mr.chair
we
in
addition
to
having
our
project
categories.
We
also
have
them
by
status.
So
anything
that's
previously
approved.
We
identify
that
versus
a
new
project.
There
are
thousands
of
those
across
the
entire
organization.
So
if
there's
something
more
specific
counselor
that
you're
interested
in,
we
could
talk
about
what
that
might
be
but
its
route.
But
when
we
say
we
carry
forward
money
money
that
says
that
a
project
is
underway,
didn't
finish
what
it
was
planning
on
doing
and
we
let
it
continue
to
complete
and.
F
So
we
identified
so
in
the
budget
notes
we're
identifying
kinda.
What
are
the
key
changes
if
something's
canceled
it'll
be
highlighted
in
year,
when
we
come
to
Budget,
Committee
and
divisions
or
agencies
need
to
change
the
plan.
Accelerator
defer
I
mean
those
things
come
forward
for
a
reason,
one
is
the
financial
accountability.
The
other
is
the
transparency
of
what
happens
to
what
council
approves.
Okay,.
F
Mr.
chair
it,
the
rate,
the
rate
itself
is
always
retroactive
to
January
1st
and
there's
usually
an
adjustment.
Oh
okay,
all
right
so
always
clearly
that
that
would
happen.
I
just
like
to
clarify
one
point
on
the
rebate
program,
all
right.
If
I
can
so
we
talked
about
a
low-income
relief
program,
I
need
to
be
clear
that
it's
a
it's
similar
to
the
Toronto
water
program,
which
is
for
seniors
and
disabled
low
income,
not
all
low
income.
B
G
You
councillor
Bradford
thanks
very
much
and
thanks
for
all
the
work
that
you
guys
have
done
on
this.
Is
this
great
information
for
us
to
kind
of
delve
into
over
the
next
few
weeks
this
morning,
I
just
wanted
to
touch
base
on
the
long-term,
solid
waste
strategy.
A
couple
questions
on
that,
so
we've
been
since
2007
doing
volume
based
rate
systems
for
our
waste
collection,
correct,
correct,
and
since
we
brought
that
that
in
there's
being
a
historic
subsidy
on
that
since
2007
three.
F
F
F
Correct
we
did
make
efforts
a
few
years
ago
and
eliminated
the
rebate
on
the
large
bin,
but
then
it
had
since
been
held,
and
so
one
of
the
issues
is
on
the
multi
residential
side,
where
we
don't
have,
we
need
to
put
a
policy
or
by
law
in
place
to
ensure
that
there's
parity
with
those
providers
who
also
support
the
multi
residential
size.
So
there's
work,
that's
being
done
in
19
to
do
that.
So
now
we
can
have
a
full
plan
over
the
40
year
period
that
actually
sees
us
move
to
full
use.
G
And
so
and
the
goal
from
a
waste
diversion
waste
diversion
Bowl
was
70%,
as
you
have
here,
and
in
2017
residential
diversion
we
got
to
53%.
Do
you
anticipate
or
as
part
of
this,
is
there
an
anticipation
that
will
close
that
gap
from
53
to
70,
with
the
reduction
of
the
subsidy?
Have
we
thought
about
how
that
might
play
out
so.
F
G
Through
the
chair,
the
the
packages
will
be
put
in
front
of
council
in
2019,
where
we
look
at
putting
in
a
policy
to
deal
with
monthly
residential
programs
is
really
going
to
be
the
key
component.
No
we'll
change
that
53
percent
number
we've
been
we've
been
kind
of
stable
at
that
number
for
a
while
we've
tried,
as
best
we
can,
and
in
the
single
family
and
and
and
and
the
homes
right
now
that
have
the
bin
programs.
G
We
know
we
can
improve
that,
because
we've
seen
contamination
rates
that
we
can
improve,
but
it
is
really
to
put
in
a
new
policy
for
multi
residential
units
across
the
city.
We
will
then
see
that
number
jumped
closer
to
70
percent.
Okay,
so
the
multi
read
pieces
super
important.
It
is.
It
is
very
important
not
only
to
meet
our
diversion
targets,
but
also
to
put
in
place
a
fair,
fair
system,
so
the
those
buildings
right
now
that
use
private
haulers
will
also
have
the
version
programs
right
now,
they're
not
required
or
mandated
to
do,
that.
G
G
F
A
You
very
much
councillor,
it's
11:30,
we
guess
we'll
be
a
journey.
We
will
have
our
first
I
guess
in-depth
meeting.
Oh
I
have
to
do
it.
Yes,
sorry
about
that
I'd
like
to
move
that
this
side
and
be
received
for
information,
Oh
favorite
pose
carried
we'll
be
meeting.
The
analysts
notes
by
the
way
will
become
available,
I.
Think
right
now
we
will
be
meeting
on
those
analysis
and
analysts
notes
next
week
on
February
4th,
where
we'll
get
into
much
much
more
detail
with
presentations
from
all
the
divisions.