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From YouTube: Budget Committee - January 17, 2020 - Part 1 of 2
Description
Budget Committee - January 17, 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=6lTkDt-uH88
Meeting Navigation:
0:09:12 - Meeting resume
A
A
A
A
A
We
are
actually
remind
you
that
we
are
hearing
from
the
public
this
coming
Monday
and
Tuesday,
with
the
public,
deputations
and
I'm
just
going
to
go
over
for
everyone's
benefit.
What
will
be
happening
so
on
Monday
this
coming
Monday
January
20th,
the
subcommittee's
are
going
to
be
at
City
Hall
from
9:30
to
5:00
p.m.
and
6:00
p.m.
onwards,
and
then
at
Scarborough,
Civic
Center,
from
3
to
5
and
from
6
p.m.
onwards
that
is
on
Monday
on
Tuesday
we're
gonna
be
the
committees.
A
Subcommittees
will
be
at
North,
York
and
Etobicoke
centers
on
Tuesday,
January,
21st
from
3
to
5
and
then
from
6
p.m.
onwards.
If
you
wish
to
present
to
the
budget
subcommittees,
please
register
in
advance
with
the
city
clerk
by
emailing,
bu
c
at
toronto
CA
and
indicating
your
preferred
location
and
session,
and
just
a
reminder
to
anybody
who
wants
to
to
de
beauté.
We
generally
have
you
it's
not.
We
don't
want
you
to
be
de
PUE
ting
at
each
of
Scarborough
and
all
that.
A
So
if
you
have
a
deputation
choose
which
venue
you
want
to
do
that
and
put
your
name
down
for
that.
So
today,
we're
gonna,
be
hearing
presentations
on
staff
recommended
budgets
from
community
social
services
group
and
the
Toronto
Transit
Commission,
and
the
presentation
schedule
of
course,
is
at
the
back
of
the
room.
Also,
this
is
the
last
day
and
last
hours
of
getting
in
briefing
note
requests.
So
if
you
have
any
briefing
notes
and
I
say
this
every
day
and
every
year
get
them
in
as
soon
as
possible.
A
Anticipating
that
we'll
get
all
the
presentations
done
this
morning,
we'll
break
for
lunch
for
45
minutes
an
hour,
we'll
come
back
and
do
the
briefing
note
right
after
so
that's
that's
anticipated,
so
we
can
just
do
briefing
notes
very
quickly
after
lunch
and
and
we'd
be
done,
but
we
do
need
to
get
the
briefing
notes
in
as
soon
as
possible
other
than
that.
Are
there
any
other
questions
from
any
of
the
my
colleagues
about
this
morning?
B
B
So
in
terms
of
what
we
do,
community
and
social
services
is
very
much
focused
on
ensuring
that
all
Torontonians
and
neighborhoods
have
access
to
the
programs
and
services
they
need
to
enable
them
to
fully
participate
in
Toronto's,
very
vibrant,
social
and
economic
life,
and
then
in
an
alignment
with
the
city's
corporate
strategic
plan.
We
are
guided
by
counsels,
vision
of
Toronto
as
a
caring,
friendly,
dynamic
city
that
invests
in
quality
of
life.
B
We
do
prioritize
equity
and
we
set
our
sights
on
meeting
the
needs
of
more
are
more
vulnerable
population
in
order
to
support
and
nurture
of
Toronto.
For
all
and
much
of
the
work
that
we
do
in
community
and
social
services
done
in
partnership
with
other
governments,
community
organizations
and
partners,
institutions,
businesses
and
our
strengthening
relationships
with
indigenous
indigenous
people,
so
there's
10
program
areas
that
fall
under
community
and
social
services.
Each
of
those
program
areas
provides
a
variety
of
services
and,
as
I
mentioned,
there
are
full
budget
notes
on
each
of
those
divisions.
B
So
improving
quality
of
life
for
all
Torontonians
and
neighbourhoods
is
a
key
outcome
that
all
of
our
program
areas
helped
to
advance
and
to
deliver
on
this
outcome.
We
provide
a
range
of
services
within
each
of
the
divisions
with
respect
to
affordable
and
social
housing.
Childcare
and
family
supports
employment
and
social
assistance,
cultural
and
recreation
programs.
Our
parks
are
Senior
Services
and
the
list
does
go
on
a
second.
B
The
outcome
for
our
service
area
is
stronger,
safer,
more
resilient
and
equitable
communities
and,
as
you
can
see
by
the
range
of
deliverables
on
this
slide,
we
do
approach
community
safety
and
resiliency
holistically.
We
focus
on
determinants
of
well-being,
as
well
as
physical
and
natural
environments
and
taking
an
evidence-based
approach
in
all
that.
We
do
to
help
ensure
that
no
one
gets
left
behind.
B
We
support
communities
through
our
anti
violence,
youth,
engagement
and
crisis
response
programs
in
a
variety
of
other
services
and
by
in
Van
Singh
counsels,
poverty
reduction
and
confronting
anti
black
racism
strategies
in
terms
of
issues.
Many
of
the
issues
and
challenges
that
are
faced
by
community
and
social
services,
in
fact
by
the
city,
relate
to
the
changing
needs
of
a
growing
evolving,
an
increasingly
diverse
city,
as
well
as
the
high
levels
of
poverty,
inequality
and
vulnerability
that
many
of
our
residents
and
families
neighborhoods
are
experiencing.
B
Additionally,
given
that,
as
I
mentioned,
many
of
our
programs
are
legislated
funded
or
cost
shared
by
other
orders
of
government,
any
change
that
they
make
in
their
policy
directions.
There
are
at
legislation
or
regulations,
often
impact
our
service
delivery.
So
we
continually
monitor
and
participate
in
intergovernmental
discussions
and
consultations,
and
we
continue
to
leverage
both
federal
and
intial
programs
and
fundings
to
the
full
extent
possible
to
help
advance
councils
priorities.
As
you're
all
aware,
refugee
claimants
continue
to
arrive
to
the
city
on
a
steady
basis.
B
The
floor
has
been
pretty
steady
for
the
past
three
years,
we're
seeing,
on
average
17
new
arrivals
per
day.
So
we
think
this
is
a
new
norm
in
the
past
when
we
had
influx
of
refugees,
it
lasted
up
to
a
year
and
then
it
would
go
back
to
normal.
This
has
been
going
on
for
three
years,
so
we
have
requested
the
province,
the
federal
government
for
sustainable,
ongoing
annual
funding
in
the
range
of
77
million
to
help
meet
their
commitments
to
refugees,
but,
more
importantly,
to
help
the
city
maintain
the
over
2000
beds.
B
We
do
have
many
plans
and
strategies
in
place
that
council
has
approved
to
help
us
address
and
mitigate
the
issues
that
we're
facing,
and
we
continue
to
move
forward
on
implementing
these
I'm
not
going
to
list
them
all.
We
do
provide
regular
updates
on
where
are
at
to
committee
and
council,
and
we
also
post
those
updates
on
our
website.
So
I'll
now
talk
about
the
operating
budget,
so
the
2020
recommended
operating
budget
for
community
invests
3.9
billion
in
community
and
social
services.
B
28
percent
of
that
is
invested
employment
in
employment
and
social
services
and
25
percent
in
shelter,
support
and
housing
administration.
That
includes
a
251
million
dollar
subsidy
that
council
provides
to
tcht
each
year
and
then
Children,
Services
parks,
forestry
and
Recreation
account
for
16
percent
and
12
percent
of
that
investment
respectively,
respectively,
and
the
balance
of
the
investment
is
distributed
among
the
remaining
program
areas.
Now
in
terms
of
funding
sources,
I
mentioned
that
many
of
our
programs
are
cost
shared
with
other
governments.
B
B
Excuse
me
for
this
cause
our
operating
budget,
our
investments,
impact
families
and
neighborhoods
right
across
the
city,
and
we
manage
some
of
the
largest
social
and
communities
social
services
systems
in
all
of
Canada.
This
is
not
an
exhaustive
list,
but
it
is.
This
provide
a
sense
of
the
magnitude
and
scope
of
the
programs
and
services
that
we
investment,
invest
in
deliver
and
support.
B
27
percent,
a
1.5
billion
is
invested
in
service
improvements,
growth,
related
projects
account
for
22
percent
and
then
there's
63
million.
That's
invested
in
health
and
safety
and
legislated
projects
in
terms
of
funding
sources,
debt
funds,
62
percent
of
our
capital
plan
and
then
other
revenues
fund,
19
percent.
Those
other
revenues
include
planning
Act
revenues,
capital
from
current
third
third
party
funding.
B
So
as
you've
heard
in
Prior
presentations
this
year,
we've
amended
our
capital,
our
approach
to
capital
based
on
affordability,
achievability
project
readiness
and
the
markets
capacity
and
ability
to
deliver.
So
this
year's
process
introduces
a
stage
gating
process,
which
is
an
industry
best
practice
and
stage.
Gating
helps
us
ensure
that
we
better
reflect
the
timing
and
cost
of
our
capital
projects,
and
the
process
has
also
been
amended
to
allow
for
acceleration
of
funding
where
we
have
the
capacity
to
both
spend
and
procure
in
terms
of
good
repair.
B
B
A
Thank
you
very
much.
So
what
we'll
do
we'll
begin?
We'll
go
down
through
each
of
individual
divisions
for
questions
that
seems
to
be
the
most
productive
way
to
do
things
as
we
did
yesterday.
So
why
don't
I
start
with
Children's
Services
questions
of
staff
I'll
start
with
councillor
Layton?
Yes,
thank
you
very
much.
C
And
just
like
to
commend
staff
for
a
tough
here
in
Children
Services
with
a
lot
of
question
marks
coming
from
the
province
seems
like
we
were
on
track,
working
towards
our
goal
of
the
number
of
a
certain
number
of
subsidies
and
ratio
of
subsidized
spots,
but
that,
as
of
next
year,
we're
going
to
be
going
the
opposite
direction.
How
many
subsidies
would
be
required
to
maintain
our
40%
ratio
of
these
subsidies
to
spaces?
That
is
stated
as
our
minimum
goal
for
accessibility
in
our
child
care
growth
strategy.
D
D
D
Through
the
chair,
we
had
a
reduction
in
expansion
funding
this
year
from
the
province.
It
was
offset
by
a
one-time
contribution
that
was
approximately
fifteen
million
dollars.
So
in
order
to
continue
to
make
progress,
I
would
say
minimally
that
fifteen
million
dollars
in
expansion
funding
would
be
required
to
continue
on
the
trajectory
that
we
were
on
and
that's.
C
D
D
Through
the
chair,
approximately
three
million
dollars
annually
to
continue
to
sustain
and
have
make
a
minor
impact,
obviously
the
more
funding
that
we
can.
We
can
allocate
to
affordability
to
the
greater
the
impact,
but
minimally
a
2%
would
sustain
and
then
beyond
that
another
three
million
dollars
annually.
Okay,.
D
D
D
C
C
E
F
Yes,
I'm
it
sound
as
asking
questions
of
how
does
childcare
work
but
I'm
trying
to
get
at
where
the,
whether,
whether
it's
an
effect
of
the
budget
or
an
effective
of
the
provincial
cuts,
I
can't
find
a
note
in
here
that
that
gives
me
an
update.
That
tells
me
where
we're
at
in
terms
of
the
three
tiered
strategy
of
you
know
addressing
the
addressing
the
they're,
reducing
the
wait
list
for
subsidy
addressing
the
affordability
factor
for
full
fee
paying
parents,
and
we
were
also
working
on
addressing
the
living
wage
of
the
workers
within
wait.
F
D
So
the
growth
strategy
phase,
one
I-
think
that's
what
you're
referring
to,
which
did
have
targeted
investment
subsidies,
spaces
compensation
phase
one
was
completed,
December
31st
2019.
We
did
complete
it
as
originally
adopted.
That's
right.
We
had
the
available
resources
to
follow
the
plan.
We
will
be
reporting
back
to
Council
in
2020
on
the
outcomes,
so
we
have
been
measuring
the
impact
and
the
outcomes
for
families
over
the
past
three
years.
D
F
D
Correct
and
I
would
just
add
that
this
budget
adds
a
new
city
investment
over
projected
actuals
to
ensure
that
we
are
preserving
services
and
sustaining
growth
so
that
we're
not
going
backwards.
It
allows
us
to
sustain
and
meet
cost
of
living,
but
coming
forward,
we
will
have
the
next
three-year
iteration
of
the
growth
strategy
and
we'll
be
bringing
that
to
Council
and
will.
F
D
Growth
strategy
is
very
much
reliant
on
funding
from
all
three
levels
of
government
and
both
the
federal
and
provincial
I
would
note
that
the
federal
government,
through
their
recent
mandate,
has
signaled
new
investments
in
childcare,
particularly
speaking
about
compensation
for
the
early
childhood
staff.
We
are
awaiting
more
information
on
that,
but
should
new
investments
from
the
federal
government
before
coming,
we
will
be
able
to
offer.
We
apply
those
directly
in
the
City
of
Toronto
to
improve
the
outcomes
for
that
workforce.
Okay,.
F
And
we
we,
we
heard
your
answer
on
launch
day,
that
the
reduction
in
positions
largely
impacted
by
being
able
to
move
some
of
those
art
programs
over
to
to
the
school
boards
to
run
directly.
But
in
the
notes
it
talks
about
there.
There
are
a
range
of
things
here
are
some
of
the
positions
admissions
that
the
business
of
moving
towards
online
means
testing
instead
of
everybody
having
to
go
to
meet
with
someone
in
person
or
their
positions
being
affected
by
other
changes,
or
is
the
whole
33?
D
The
chair,
you're
correct:
some
of
those
positions
were
about
a
service
realignment
where
children
we're
now
receiving
service
in
the
school.
We
do
have
eight
positions
that
are
a
result
of
the
ending
of
one
time:
provincial
programs,
technology
improvements,
moving
to
online
services
for
families
and
really
changes
in
the
provincial
reporting
the
province
has
we
begun
to
reduce
some
of
the
reporting
requirements
in
streamline
that
so
we've
been
able
to
reduce,
essentially
admin
positions
as
a
result
of
that,
okay,.
D
The
my
childcare
account
is
launched.
Yes,
we
have
approximately
15,000
families
now
using
that
for
their
simple
transactions.
The
piece
about
the
pay
stubs
is
actually
very
much
top
of
mind.
We're
enabling
families
now
to
be
able
to
upload
their
documents,
which
means
they
won't
have
to
bring
them
in.
That
will
continue
to
evolve
and
has
a
real
value
for
families.
Who
then
do
not
have
to
take
time
off
work
to
bring
in
simple
documents,
or
you
know,
do
simple
transactions
right.
G
Just
have
one
question
as
far
as
new
daycare
centers.
So
what
is
the
status
of
that?
Because
I
know
that
in
in
our
area
that
when
development
applications
come
in
and
and
some
of
them
have
been
approved
as
well-
is
that
we
encourage
the
applicant
to
to
build
a
daycare
center
for
the
city
and
to
provide
a
daycare
center.
So
where
are
we
at
that
as
building
new
centers?
So.
D
Sorry
through
the
chair,
we
have
a
10
year
capital
plan
and
that
we
will
be
adding
about
2900
new
spaces
this
year
and
over
the
10
years
about
7,000
spaces.
So
we
always
look
for
opportunities
through
new
developments
through
partnerships
with
school
boards.
When
there's
provincial
funding
allocations,
we
are
always
looking
for
opportunities
to
add
new
spaces
for
childcare,
because
there's
quite
a
need
for
that.
Yes,.
G
So,
where
are
we
at
at
that
point
on
the
status
of
that,
because
I
know
that
there's
been
a
number
of
development
applications
that
were
approved
in
in
our
area
where
a
daycare
center
is
being
built
part
of
the
development?
So
do
you
have
like
an
update
on
that
on
how
many
spaces
that
we
would
wait
in
the
very
near
future,
because
the
development
is
on
its
way
for.
D
2020
we'll
be
adding
2900
spaces
and
development
partially
from
development
partially
by
working
with
school
boards.
In
our
capital
plan,
it
actually
outlines
the
projects
that
are
committed
with
the
timing,
but
there's
also
other
development
and
section
37
projects
that
are
ongoing.
We
work
closely
with
the
developers
to
ensure
that
the
space
is
licensable
and
available.
So
you
know,
if
you
have
would
like
an
update
on
a
specific
project.
We'd
be
happy
to
know
it's.
G
C
I
have
one
additional
question
that
I
overlooked.
It
should
be
very
quick
if
you
would
mind
to
children's
services.
All
it
is
is
with
the
transitional
the
with
the
to
switch
over
to
the
in-school
program
that's
outlined
here.
Does
that
close
any
childcare,
centers,
not
programs,
knowing
that
some
of
these
programs
are
shifting,
does
they
close
any
centers.
D
Through
the
chair,
number
of
those
centers
remain
open
and
continue
to
provide
service
for
infant
toddler
and
preschool.
Some
of
the
center's
are
were
in
the
school,
so
although
the
children's
services
will
not
be
offering
the
service,
the
school
board
is
operating
the
service.
So
essentially
the
center
is
not
closed.
We're.
D
Mr.
chair
the
province
early
this
year,
signaled
changes
in
funding
and
cost
share
arrangements.
They
reversed
some
of
those
changes
in
2019,
resulting
in
about
a
2.8
million
dollar
shortfall
in
provincial
funding
going
into
2021
and
2022.
They
have
signaled
additional
changes
in
cost-sharing
and
administration.
We
do
not
have
the
details
on
that,
because
the
province
is
also
reviewing
their
current
funding
formula.
So
once
that
new
funding
formula
has
been
established
and
the
province
provides
us
with
detail,
we
can
estimate
what
the
impacts
will
be.
A
D
We
have
so
we
know
that
a
center
with
an
average
of
about
49
children,
the
annual
operating
pressure,
is
about
five
hundred
and
fifty
thousand
dollars.
The
province
has
committed
operating
funding
for
approximately
seventeen
of
those
projects.
So,
as
we've
reported
out
earlier
this
year,
there
will
be
an
operating
pressure
in
future
years,
but
we
don't
expect
that
pressure
to
materialize
until
approximately
twenty
24,
when
provincial
operating
funding
has
not
been
committed,
and
there
may
be
changes
through
federal
funding
or
provincial
direction
by
that
time.
Okay,.
C
H
Two
aspects
to
it:
we
are
doing
some
funding
for
that.
Already
part
of
the
funds
freed
up
from
the
cancellation
of
the
vacant.
Unirii
Bay
program
have
already
applied,
for
instance,
on
the
Eglinton
crosstown,
trying
to
help
their
additional
funds
need
a
policy
basis,
a
solid
policy
and
research
basis.
H
We
have
two
research
studies
in
the
field
right
now,
one
on
the
future
of
retail
to
help
understand
the
full
spectrum
of
forces
impacting
Main,
Street
retail
and
the
second
one
is
taking
a
look
at
what
other
jurisdictions
and
what
other
programming
would
make
sense
to
help
to
stress
retail.
Those
studies
are
being
finalized.
As
we
speak,
and
until
they're
finished,
we
don't
have
a
solid
basis
to
recommend
programming
going
forward.
H
C
H
Two
point:
five
million
for
both
the
year
public
art
and
increasing
the
investment
in
culture,
which
is
being
a
council
mandate
in
terms
of
the
$25
per
capita.
How
500,000
of
that
has
been
earmarked
for
one-time
your
public
art
and
part
of
the
remaining
2
million
will
be
used
to
help
the
public
art
on
a
recurring
basis,
all
getting
ready
for
the
year
2021,
which
is
they
announced
your
public
art,
can.
H
C
H
H
C
I
H
The
province
has
been
funding
several
entrepreneurship
programs
summer,
sorry,
startup
and
summer
camp.
None
of
the
exact
names
over
the
number
of
years
and
when
the
new
administration
took
came
in,
there
was
a
pause
and
some
of
the
funding.
So
our
funding
was
cut
in
2019
they've
reached
those
programs
in
a
more
robust
fashion
and
so
we're
now
getting
more
money.
It's
really
passed
through
money.
It's
grants
that
go
to
entrepreneurs
plus
some
money
for
the
administration
of
the
program
that
we
do
so.
I
I
H
I
H
I
We
have
new
programs
intended
to
address
distress,
retail
in
different
ways,
but
there
is
still
you
know
when
you
just
look
at
the
budget.
It's
a-you
know
there's
that
component
there
that
is
below
the
line.
In
this
context,
this
retail
environment
and
context,
do
we
need
to
be
doing
more
or
different
things
to
support
distress,
retail
Main
streets?
Yes,.
I
I
I
H
J
H
So
we're
working
closely
with
the
top
office
and
with
the
EE
D
in
terms
of
supporting
their
programs,
and
we
see
GMaps
as
we're
a
leader
in
that
G
map
for
everybody
else,
who's
not
a
familiar
with.
It
is
a
program
that
allows
City
divisions
to
test
and
pilot
energy-saving,
green,
sustainable
innovations,
so
we're
sitting
on
a
working
group.
We
have
one
staff
member
fully
devoted
to
it,
and
we
feel
that
the
cooperation
and
coordination
we're
doing
with
those
divisions
has
been
very
successful.
H
We
have
not
generally
broken
it
out
by
area
in
terms
of
the
number
of
jobs
created
the
amount
of
investment
attracted.
We
could
do
that
or
at
least
take
an
estimate
at
that
we
do
for
our
entrepreneurship
services.
We
do
follow-up
surveying
of
all
of
the
individuals
that
we
interact
with
for
other
programs.
We
measure
at
the
outset
what
applicants
say:
will
their
investment
in
space
or
the
number
of
new
jobs
created,
and
we
track
that
and
report
on
that,
and
we
can
do
that
by
geography.
H
We
currently
report
on
a
citywide
basis,
those
things
we
my
answers,
sound
more
comprehensive
than
the
reality
is
that
we
have
more.
We
could
do
in
terms
of
showing
results,
sort
of
a
results
based
accountability
framework
which
the
new
CFO
is
bringing
in,
and
the
chief
chief
of
staff
to
the
new
city
manager.
So
we're
working
on
that
our
programs,
where
we
have
direct
investments
that
are
easy,
identify.
H
F
F
H
There's
continuing
the
digital
Main
Street
program,
the
programs
to
support
retailers
on
Eglinton
Avenue
all
continue
what
there
is
anomaly
or
I'm,
not
sure
what
the
right
accounting
phrase
to
use.
There
is
money
still
set
aside,
but
we
have
two
studies
in
the
field:
counselor
one
on
retail
and
one
on
distressed
programming.
That
is
yet
to
report
out
to
be
completed,
so
we're
going
to
bring
that
to
Council
in
the
next
three
or
four
months
and
those
program.
H
F
F
H
H
F
When
that
report
comes
forward,
but
when
you
say
done
I'm
sorry
to
belabor
this,
but
when
you
say
down
the
road,
if
we
get
a
report
in
the
middle
of
the
year-
and
it
says
retail
is
distressed
in
the
following
places
and
we
should
be
doing
work.
Is
that
money
there
right
then?
And
there
or
do
we
have
to
wait
till
the
2021
budget
and
fight
for
it
as
a
new
and
enhanced
piece.
K
F
Are
we
are
we
thinking
of
it
in
the
context
of
how
much
money
we
loaded
into
the
budget
by
cancelling
the
vacancy
rebate
program,
so
that
the
work
is
in
that
that
that
range
in
scope,
because
that's
it
was
meant
to
replace
that
and
now
it
seems
like
we're
taking
the
vacancy
rebate
money
we
no
longer
have
to
pay
out
and
using
it
to
balance
the
budget.
So
the
thing
that
was
supposed
to
offset
it
is
not
gonna
be
fundable.
F
Yeah
yeah,
you
see
my
concern.
Yes,
I'm,
just
wondering
if,
in
future
reporting,
we
can
always
remind
ourselves
of
the
revenue
we
captured
by
discontinuing
that
rebate,
we
phased
it
out
over
three
years.
It
was
enough
money
to
make
sure
we
could
always
handle
depressed
and
distressed
retail
strips.
We
have
future
transit
bills
all
over
town.
So
the
idea
of
distressed
retail
and
places
is
not
gonna.
It's
not
gonna
go
away.
F
G
H
G
H
B
C
B
You'll
recall
much
of
what
monies
we
used
to
finance
our
affordable
housing
projects
comes
from
other
orders
of
government
and
from
city
and
for
forgone
revenues
from
the
city.
So,
as
those
projects
come
forward,
we
will
come
forward
and
work
with
quick
finance
planning
on
how
best
to
find
those
fundings,
but
good
portion
of
that
is
got
is
from
foregone
revenue,
so
you
won't
necessarily
see
it
as
a
budget
line.
Okay,.
C
B
Our
target
opened
to
every
year
for
the
past
ten
years
before
we
Council
adopted,
a
new
plan
was
around
thousand
new,
affordable
housing
units
per
year
and
the
funding
as
I
say,
came
largely
from
provincial
and
federal
funding
and
the
reserve.
We
do
collect
DC's
that
are
directed
to
affordable
housing
and
forgone
revenues
like
the
the
waving
of
permit
fees,
etc.
B
C
On
page,
seven
and
I
know
this
value
is
very
small,
but
when
you
see
a
nine
thousand
percent
increase,
it
kind
of
caused
your
your
your
level
of
interest
to
spike
under
other
expenditures,
the
the
2019
actual
to
staff
recommended
base
budget
goes
up
quite
considerably.
What
is,
is
there
something
specific,
that's
related
to.
B
B
C
B
That's
correct
counsel
asked
us
to
report
back
on.
They've
asked
us
to
establish
the
housing
commissioner
and
just
to
report
back
on
how
best
to
do
that,
whether
you
leverage
an
existing
office
or
whether
you
create
a
whole
new
position,
so
we'll
be
reporting
back
in
the
fall
on
how
to
do
that.
So
will
we
all
I.
C
B
Direction
was
to
establish
the
office,
but
there
was
a
number
of
options
that
we
could
use.
So
the
reason
we
didn't
make
a
specific
recommendation
in
the
housing
now
report
was
that
we're
working
with
our
the
city,
manager's
office
and
intergovernmental,
to
look
at
whether
we
should
be
leveraging
one
of
the
existing
accountability
officers
to
fulfill
that
function
or
whether
we
should
be
creating
a
whole
new
position
in
office.
That's
what
we'll
be
reporting
back
on
and
we'll
work
with
financial
planning
on
estimating
the
costs
and
a
funding
source
and.
C
L
L
L
C
L
The
chair,
that
is,
the
savings
that
are
projected,
are
projected
over
time.
Those
savings
will
not
be
in
2020,
but
they're
related
to
reduced
administration
and
duplication.
So
when
clients
enter
our
system,
they'll
be
telling
their
story
once
we'll
be
documenting
the
details.
The
case
once
for
the
three
divisions,
and
so
there
are
savings
of
that
type-
do.
L
Yes,
people
are
entering
our
system
now
through
three
separate
programs
and
three
separate
applications.
So
often
they
do
have
to
retell
their
story.
One
of
our
successes
is
that
in
2019
in
December
we
did
launch
our
integrated
call
channel
for
the
three
divisions,
so
that
has
been
launched
a
single
number
where
clients
call
we
are
taking
the
call
in
an
integrated
way
documenting
their
needs
across
the
three
divisions.
C
L
What
you're
looking
at
is
the
reserve
fund.
It
is
winding
down,
so
the
amount
of
money
that
is
available
is
winding
down.
We
have
been
working
to
reform
that
program,
we're
now
calling
it
technology
investments
for
families
and
we're
integrating
it
with
in
service
planning
for
families
in
general.
There
is
more
of
a
focused
approach,
given
the
current
environment
of
availability
of
technology
in
libraries
and
schools,
etc.
We'll
be
focusing
our
investments
on
children
with
special
needs,
so.
F
M
Thank
you
for
the
question
counselor,
so
the
request
for
service
the
increases
are
to
the
demand
of
the
service
that
we're
experiencing
now,
so
that
the
challenge
we
have
right
now
is
our
response
to
critical
patients.
They're
our
performances
is,
is
dropping.
So,
if
I
refer
you
to
page
11,
the
story
is
I
can
walk
you
through
the
charts.
They
talk
a
little
bit.
M
Mm-Hmm,
so,
as
you
can
see
in
the
first
chart,
it
speaks
to
the
call
volume
is
the
increases
that
we've
seen
over
the
last
multiple
years
is
in
red
and
our
performance
in
terms
of
response
to
critical
patients
is
identified
by
the
blocks,
and
you
can
see
it's
gone
up.
The
response
time
standard
is
set
by
the
province
in
terms
of
the
ability
to
reach
those
critical
patients.
So
you
can
see
how
it's
dropped.
What
hasn't
happened
over
the
past
three
years
is
an
increase
in
the
number
of
staff
to
support
the
response.
F
M
F
M
F
M
D
M
F
We
still
do
the
onboarding
and
the
training
and
then
the
funding
comes
later.
Absolutely
so
that's
the
piece!
That's
the
piece
I
was
worried
about,
because
this
is
a
lot
of
positions.
Are
you
confident
you
have
the
capacity
to
onboard
that
many
in
one
year?
What's
our
regime
for
how
we
bring
them
in
because
that's
that's
a
lot
coming
in
in
one
year,
I
haven't,
haven't
seen
the
division
do
that
before.
So,
if
we
got
a,
we
got
to
be
the
upfront
funder
of
the
onboarding
process.
C
M
F
F
M
J
M
In
2020,
it's
not
being
expanded
so
the
past
the
past
few
years
we've
been
invested,
the
city
has
been
investing
in
community
paramedics
and
the
community
paramedic
program
is
looking
at
frequent
users
of
EMS
and
linking
them
with
community
service
and
health
care
services
to
avoid
the
call
to
EMS.
So
we've
been
very
successful
at
visiting
those
patients.
So
this
past
year
we
were
able
to
visit
500
of
those
patients,
and
we've
seen
we
expect
to
see
over
time
about
a
25%
reduction
in
calls
of
those
folks
have
for
us.
M
We've
also
started
to
identify
locations
and
of
high
EMS
users
and
some
of
those
involve
tcht
buildings
with
a
lot
of
seniors.
So
just
in
visiting
three
buildings
this
year,
we've
also
seen
a
reduction
of
15%
and
there
calls
back
to
us
so
the
modernization
component
that
the
province
has
started.
The
consultation
is,
is
progressing
this
year,
we're
really
focusing
with
them
on
new
models
of
care,
so
new
models
of
care
speak
to
alternate
destinations,
treatment,
leave
programs,
different
access
for
services
for
patient
cohorts,
because
currently
paramedic
services
must
transport
patients
to
hospital
emergency
departments.
M
So
the
challenge
we
run
in
with
hospital
emergency
departments
is
they'll,
throw
footage
the
throughput
issue,
so
paramedics
sit
and
wait
for
transfer
of
care
to
occur
quite
a
long
time.
So
the
goal
is
to
improve
the
alternate
destination
location
ability
to
reduce
the
time
on
task.
So
we
can
or
free
up
paramedics
sooner
and
they'll,
be
available
for
calls.
M
J
How
are
you
modernizing
what
the
paramedics
are
doing
at
that
time
so
that
you
can
get
it
faster
like?
Are
they
shearing
off
on
their
lunch
breaks
at
that
time?
Do
they
both
need
to
say
with
patience?
Are
they
allowed
to
pull
multiple
patients
together
like
how?
How
are
we
able
to
use
that
time
more
effectively,
given
that
it's
not
our
struggle
to
prevent
the
province
is
creating
that
problem?
For
us,
how
can
we
request.
M
M
Question
so
we
have
policies
and
processes
that
allow
paramedics
to
double
up
certain
patients
that
they
can
look
after
one
paramedic
paramedic
and
look
after
multiple
patients
based
on
acuity.
So
the
challenge
at
times
is
that
the
two
paramedics
will
have
to
look
after
that
one
patient
the
province
provides
funding
through,
through
our
service
directly
to
the
hospitals,
to
fund
beds
in
the
hallways
that
paramedics
can
transfer
patients
to
so
they
provide
nursing
staff
for
those
patients
so
ongoing
process
there.
M
We
also
have
two
mechanism,
so
our
I
have
a
dedicated
person
that
provides
hospitals
with
their
updated
performance
reports.
We
give
them
a
report
card
so
every
day
information
is
shared
back
and
forth
in
real-time
and
that
they
get
a
report
card
on
performance
with
respect
to
the
other
hospitals
with
regard
to
their
to
transfer
of
care
time.
We
also
meet
quarterly
with
the
IDI
leads
of
each
Hospital
to
talk
about
their
distribution
of
patients
and
the
amount
of
time
it
takes
paramedics
to
transfer
of
care
off.
A
N
Through
the
chair,
as
noted
on
in
the
in
the
analysts,
notes
the
forestry
budget,
the
service
level
actually
remains
unchanged,
except
for
some
adjustments.
We've
made
on
the
EAB
program.
We
have
made
a
change
around
our
cash
in
lieu
program,
which
used
to
be
contributed
from
a
revenue
and
expense
basis
into
the
budget.
We're
now
contributing
contributing
it
directly
to
the
reserve
so
as
it
appears
as
a
revenue
loss,
there's
also
an
offsetting
expenditure
and
it's
all
sort
of
comes
out
evenly
around
the
contribution
we're
now
making
directly
to
the
tree,
canopy
reserve.
So.
N
C
N
N
Yet
because
of
the
agreement
around
the
remediation
and
the
erosion
control
pieces
that
need
to
be
completed,
we
do
already
do
some
maintenance
and
tommy
Thompson
Park,
and
this
request
was
based
on
our
observation
of
the
amount
of
use
of
tommy,
Thompson
Park
and
an
increased
need
for
some
additional
maintenance
and
operating
support
in
the
park.
So
the
service
level
will
remain
as
it
is
right
now
and
not
be
increased
in
this
budget
year.
So.
N
N
C
N
Correct
I'm
not
sure
which
page
you're
looking
at
but
in
general,
our
state
of
good
repair
funding
has
increased
quite
substantially
over
the
last
four
or
five
years,
as
you
can
see
in
the
charts.
So
we're
we're.
Projecting
our
2019
state
of
good
repair
spending
to
be
close
to
ninety
percent.
I
think
it's
88%
on
the
state
of
good
repair
line
and
our
overall
capacity
to
spend
in
our
current
budget,
the
overall
capital
budget
at
about
78%.
N
Is
through
the
chair
we
have,
for
the
last
four
or
five
years,
worked
quite
hard
to
try
and
get
our
spend
rate
up
and
that's
been
a
planned
approach
with
our
partners
in
financial
planning.
We've
increased
the
amount
of
staff
we
have
on
the
state
of
good
repair,
a
piece
of
it
so
that
we've
been
able
to
advance
more
contracts
more
expeditiously
and
get
more
work
done
so
you've.
C
C
N
C
Just
trying
to
write
down
the
answers,
as
as
you
give
them
on
the
ravine
strategy
that
was
released
last
week,
great
work,
the
anticipated
impacts,
aren't
felt
till
future
years.
Knowing
that
the
strategy
is
complete,
if
approved,
could
work
begin
towards
the
end
of
2020
on
the
operational
elements
of
the
plan
through.
N
The
chair,
we
are
positioned
and
we
can
answer
these
questions
during
the
ravine
strategy
as
well.
When
it
comes
forward
next
week,
we
are
prepared
on
many
of
the
operational
items
to
advance
them
as
as
fast
as
the
money
is
available,
especially
on
the
operating
side.
Where
we're
talking
about
seasonal
positions
that
can
be
put
in
place
as
as
soon
as
we
need
them,
and.
C
N
F
F
Some
of
the
concern
that
that
I
hear
from
residents
are
more
in
the
in
the
heavy
duty
issues
with
in
maintenance,
relocating
storm
damage,
trees,
things
like
that,
the
bigger
work
and-
and
there
are
places
and
where,
where
there's
a
stark
contrast
between
the
TRCA
area
and
you
get
to
the
line
and
then
and
then
our
policy
seems
to
be
just
leave
it
where
it
is
and
let
the
tree
decompose
unless
it's
flooding
a
water
course
or
something
like
that.
What
about
that
beyond
the
litter?
Pickup?
F
N
Through
the
through
the
chair,
there's
a
number
of
different
investments
that
are
recommended
in
the
ravine
strategy:
litter
pickup,
an
invasive
species
management
SAR.
The
two
are
the
two
items
that
we
hear
the
most
from
residents
about
around
their
largest
concern
on
the
naturalisation
piece
of
it.
We
are
experiencing
changes
in
the
in
the
urban
forests
within
the
ravine,
and
we
we
talked
a
little
bit
about
those
when
the
tree
canopy
study
came
forward
last
week.
I
think
the
answer
to
that
is.
N
We
have
funds
already
operating
funds
allocated
within
the
ravine
system
on
an
annual
basis
to
do
naturalization
and
management
of
those
areas.
I
think
now
that
the
strategy
has
been
approved,
we
need
to
revisit
especially
some
of
those
sensitive
areas,
see
if
we
need
to
change
and
reallocate
some
of
our
dollars
towards
those
things.
Okay,.
F
So
if
it's
addressed
on
an
operating
basis,
so
if
the
big
thing
happened,
you
know
if
if
there
there
was
a
big
hit
from
extreme
weather
or
something
like
that,
you
know
you
don't
necessarily
have
to
do
it
immediately.
But
at
that
point,
are
we
into
the
realm
of
let's
propose
a
capital
project
and
go
in
and
renate
relies
a
ravine.
That's
a
bit
messed
up
through.
N
Through
the
chair,
that's
certainly
we
can
do
both
of
those
things
and-
and
we
have
done
a
number
of
different
approaches-
an
example-
and
this
year's
budget
is
with
the
disaster
mitigation
and
disaster
mitigation.
Relief
Team
F
funding
we're
actually
seeing
a
a
two-year
spend
to
the
items
that
you're
talking
about
which
is
looking
at
the
damage.
That's
been
done,
not
just
the
urban
forests,
but
also
to
a
number
of
different
areas
and
how
to
remediate
some
of
that
damage
so
that
it
doesn't
get
anywhere.
So
there's
a
number
of
different
ways.
N
N
That,
through
the
chair,
this
is
a
cost
share
program,
first
of
all,
with
the
Red
Cross,
but
but
also
with
the
school
board.
So,
as
you
know
that
we're
the
coming
to
the
end
of
a
four
or
five
year
program
around
how
to
implement
the
full
scope
of
this
program,
so
we
do
believe
we
can
move.
You
know
we
know
the
cost
very
well
around
what
it
costs
we're,
not
talking
about
a
10-week
program,
it's
a
very
short
program
that
has
the
capacity
to
accomplish
its
goals
quite
quickly
and
I.
F
F
N
Through
the
through
the
chair,
it's
ten
over
three
years
and
I
should
say
this
plan,
the
one
that
is
in
this
year's
budget
replicates
the
plan
that
we
implemented
several
years
ago
on
the
first
ten,
and
has
these
centers
that
we
did.
We've
updated
the
budget
numbers
you
know
based
on
inflation
and
we've
based
them
on
a
nought
model
that
is
currently
operating
and
works.
Well,
so
we
are
pretty
confident
in
the
numbers
and
the
staffing
structures
that
we've
put
forward,
that
they
can
advance
this
program
appropriately.
Okay,
just.
F
Based
on
the
existing
program
that
we
have
it'll
take
me
over
so
that,
but
the
other
thing
will
happen
this
year,
we
will
finally
get
back
the
youth
strategy
review
and,
and
it
was
told
to
go
abroad
so
well.
Well,
we
well
we're
happy
when
we
go
in
there
and
we
see
happy
youth
and
we
see
youth
in
that
space
that
should
be
in
that
space
and
that's
great
if
the
youth
strategy
review
recommends
any
change
or
any
add-on,
there's
no
real
flex
in
there
for
this.
At
that
point
we
would
kind
of
have
to.
N
Through
the
chair,
we
are
embedded
with
the
team
and
Social
Development
and
Finance
around
the
youth
strategy.
So
all
of
these
items-
program,
options
and
considerations
are
being
discussed
broadly
I'm,
looking
at
Chris
right
now,
if
she
wants
to
add-
but
you
know
the
the
youth
centers
and
the
implementation
of
these
additional
youth
centers
in
our
discussions
to
date,
fit
very
well
with
the
strategy
and
considerations
that
are
moving
forward.
N
J
Thank
you.
I
just
want
to
talk
about
the
ravine
strategy
numbers
now
that
the
report
is
out.
I
know
that
that's
going
forward
you're
looking
at
about
2.5
million
for
litter
and
evasive
species
additional
in
2021.
Can
you
just
confirm
the
amount
for
2020
that
could
be
added
to
so
you
could
ramp
up
right.
N
So
through
the
chair,
the
the
strategy
and
the
report
going
forward
exactly
finding
next
week
does
not
have
any
recommendations
for
any
funding
in
2020.
All
of
the
the
funding
recommendations
in
the
report.
Reports
start
in
2021
so
that
that
has
been
the
staff
recommendations.
There
has
been
some
other
discussion
politically,
not
through
staff
around
advancing
some
of
those
items
earlier
into
the
2020
budget.
So.
N
The
chair
we
do,
we
can.
We
can
pivot
the
program,
especially
on
the
operating
piece
as
quickly
as
as
we
need
to,
as
I've
indicated
in
a
couple
discussions.
These
are
seasonal
positions
that
can
be
advanced
through
a
larger
hiring
pool.
So
there
are
some
considerations
if
it
is
council's
desire
for
us
to
speed
up
the
implementation
of
it.
N
Chair,
certainly,
we
could
on
the
invasive
species
piece.
You
know
it
might
be
a
slower
implementation
in
2020,
a
partial
implementation
in
2020,
but
certainly
on
the
litter
pickup,
which
is
largely
a
seasonal
item
from
April
until
October.
That
would
be
something
that
would
we
could
implement
with
little
effort
and
in
2020
and
on.
J
N
Through
through
through
the
chair,
the
unfunded
capital
piece
and,
as
noted
in
the
strategy,
is
there's
a
lot
that
is
funded
already
in
the
city's
overall
capital
budget.
Approximately
450
million
dollars
I
believe
there
remains
through
the
strategy
strategies,
recommendations,
one
hundred
and
four
point:
five
million
dollars
of
unfunded
capital
items
in
the
ten
priority
investment
areas
that
the
ravine
strategy
identifies.
J
J
And
then
my
last
question
is
now
that
you've
gone
through
this
ravine
exercise.
You
pulled
all
the
different
departments
together
that
need
to
be
at
the
table.
You've
looked
for
efficiencies.
Have
you
been
able
to
look
at
that
in
a
dollar
value?
What
sort
of
savings
you're
able
to
achieve
now
that
you're
looking
at
the
ravines
in
a
holistic
way?
J
So,
for
example,
if
you're
going
into
an
area,
you
are
doing
the
green
infrastructure
upgrades
as
long
with
the
litter
cleanup
along
with
the
invasive
species
like
there
is,
there
is
savings
to
be
had
there,
but
have
you
put
a
dollar
value
on
that?
So
we
could
see
what
the
return
on
investment
chair.
N
It's
a
great
question:
I
think
there's
a
not
been
done
to
a
level
of
detail,
yet
I
think
on
a
go-forward
basis,
once
we
put
the
coordinating
unit
in
place,
that
will
certainly
be
one
of
the
things
that
we
begin
to
track,
as
well
as
the
increased
value
and
return
on
investment
and
the
environmental
outcomes
that
were
achieving
through
that
approach
as
well
so
know.
You
know
specifically
in
the
report,
but
certainly
yes
as
an
outcome
and
a
goal
of
what
we
want
to
achieve.
Moving
forward
and.
J
Then
my
final
question
is
just
so:
it's
it's
confirmed
on
the
record.
The
current
valuation
of
the
ecosystem
services
that
you've
now
calculated
through
this
work
is
822
million
dollars
annually.
That's
correct
and
then
do
you
look
at
that,
as
are
you
going
to
be
reevaluated
that
on
an
annual
basis,
so
we
can
see
that
as
we
invest,
that
value
is
going
up
should.
G
N
G
N
C
N
N
N
G
Okay,
now
I
want
to
talk
about
tree
pruning
so
at
the
audit
committee
a
few
months
ago,
and
there
were
some
recommendations
that
were
bought
for
it
by
the
Auditor
General
and
tree
pruning,
and
also
the
time
how
long
it
takes
forever.
When
a
request
comes
in
for
tree
pruning,
we've
been
telling
our
constituent
takes
a
year
or
more
so.
Can
you
tell
us
for
the
salad?
N
So,
through
the
through
the
chair,
we
are
reporting
back
through
audit
committee,
I
believe
in
the
next
few
months
on
the
status
of
many
of
those
recommendations.
This
budget
does
have
an
additional
I
believe
$200,000
in
it
to
start
responding
to
some
of
the
resource
issues
that
we
had
around
the
audit
that
will
resolve
some
of
those
issues
as
well,
so
in
specific
to
tree
pruning.
We
are
working
on
the
auditors
recommendations
as
well
as
working
with
the
vendors
that
we
currently
have
in
place.
N
A
N
A
I
Thanks
very
much
to
the
chair,
we've
been
talking
a
lot
about
the
impacts
of
bill
108
over
our
discussions
and
I
recognize
that
page
four
we're
discussing
this
as
one
of
the
key
challenges
and
Riggs
absent
the
new
regulations
for
how
we're
gonna,
secure,
parkland
and
secure
that
those
finances.
Can
you
briefly
just
explain
what
how
that
uncertainty
is
having
a
budget
impact
in
how
we're
contemplating
that
going
forward.
So.
N
The
10-year
plan
that
you
have
before
you
does
represent
the
plan
that
we
put
forward
based
on
the
implementation
of
bill,
108
being
cost
neutral
to
us,
so
so
that
the
funds
that
we
were
receiving
through
all
of
those
different
funding
sources
continued
until
the
regulations
for
bill
108
are
known.
We
will
not
know
the
full
impact
of
of
what
that
impact
might
be
on
the
10
year.
N
Capital
plan
I
believe
it's
over
700
million
dollars
over
ten
years
that
will
be
dependent
on
on
those
sources
of
funding,
and
we
will
be
looking
to
replace
those
funds
within
the
budget
to
move
forward.
Alternatively,
we'll
have
to
be
adjusting
the
10
year
capital
plan
based
on
the
funds
that
the
new
regulations
bring
forward
so.
I
I
So
cut
accurately
identified
as
a
risk
at
this
point.
That's
correct!
Okay,
picking
up
on
that,
we've
got
177
million
for
park
land
acquisition
in
the
budget,
which
is
great,
but
the
10
year
capital
plan
it's
at
2:24,
0.7
million.
So
we're
seeing
a
lot
right
now,
but
over
ten
years
it's
less
it's.
It
is
through
the
chair.
We're
not
loaded
right
now,
I'm.
N
Gonna
ask
Ann
Marie
to
correct
me
if
I'm
wrong,
but
which
I
might
be,
but
my
understanding
is
through
the
new
regulations.
We
actually
have
to
account
for
how
we
are
going
to
spend
our
the
the
reserves
that
we
have
in
parkland
acquisition
in
past
years.
We
would
bring
those
funds
forward,
as
projects
were
identified
right.
P
N
Than
putting
them
in
various
years
of
the
budget,
so
what
we've
done
in
this
budget
in
a
you
know
to
try
and
demonstrate
the
the
use
and
the
spending
of
those
funds
is
actually
allocate
them
in
various
reserves
towards
the
projects
that
we
know
may
be
forthcoming.
So
you
know
those
those
funds,
of
course,
may
change
and
those
lines
may
change
based
on
you
know
the
some
projects
going
forward,
the
pace
of
when
projects
go
forward
and
the
affordability
of
the
various
acquisitions
know
that
we
want
to
pursue.
Does
that
answer
your
question.
I
N
Q
The
so
the
2:24
there's
two
components
of
it.
There
was
already
47
million
in
our
previous
capital
plan,
the
2019
plan,
the
177
reflects
what
was
in
our
reserves.
So
we
fully
have.
We
fully
allocated
the
reserves
over
basically
nine
years.
We
did
not
project
any
increase
in
terms
of
the
parkland
land
acquisition
piece
because
we've
basically
put
in
our
placeholder
through
the
through
the
the
other,
the
CBC
component
of
our
budget,
to
reflect
that
once
we
get
the
regulation
we'll
be
able
to
better
project
what
we
will
receive.
F
I
Okay,
just
watching
the
clock.
Thank
you.
That's
helpful
on
a
more
local
note,
specifically
with
capital
page
31
funding,
24
2023
and
2024
Gledhill
Park
splashpad
I'm
just
curious
what
the
like,
what
the
lifespan
is
of
a
splash
pad,
because
we've
got
50
K
and
20
page
31,
50
K
in
2023
and
600,000
2024
and
I
was
just
wondering.
Is
that
based
on
design
consultation
in
2023
and
then
construction
in
2024
are.
N
Long
it
lasts
could
be
10
15
years,
I
mean
you
know,
there's
all
kinds
of
considerations
around.
You
know
the
erosion
and
concrete,
and
you
know
in
different
things
around
the
basis
and
the
amount
of
use,
but
once
they're
installed
with
the
appropriate
maintenance
and
changing
valves
and
the
rest
of
it,
they
can
love
it.
Or
you
know
many
many
years
and.
A
C
E
Through
the
chair,
yes,
we
have
a
new
housing
allowance
program
that
we're
implementing,
and
so
it's
allowing
for
a
ramp
up
over
time.
We're
also
projecting
some
additional
pressure
from
the
ongoing
vacancy
rate
and
cost
of
housing
in
Toronto
that,
in
fact,
it
might
slow
the
flow
of
people
moving
into
housing.
Sorry.
E
Well,
that
the
decrease
in
the
people
housed
would
be
the
reasons
I
discussed.
The
increase
of
people
on
the
wait
list
would
be
our
ongoing
efforts
to
ensure
that
people
who
are
eligible
to
be
on
the
wait
list
are
in
fact
put
on
the
wait
list,
so
we're
doing
a
lot
more
outreach
to
our
shelters
and
drop-in
programs
to
ensure
that
they
are
putting
people
on
the
wait
list
as
soon
as
so.
We
make
contact
with
them.
So.
E
C
E
Well,
we'll
be
working
with
the
housing
Secretariat,
the
development
of
new,
affordable
housing.
We
are
making
some
improvements
and
changes
as
a
result
of
the
two
audits
that
we've
had
on
the
implementation
of
our
centralized
waitlist
solution
and
also
on
the
use
of
our
rent
gear.
Two
income
units.
C
E
E
C
That
the
federal
government
didn't
didn't
give
us
the
money
for
all
of
the
gun.
Violence
programs
that
we
requested
I
think
that
it's
a
very
real
possibility
that
is
they're
gonna,
come
up
short
in
this
regard,
so
I
think
a
contingency
plan
is
is
would
be
well-advised.
Can
you
explain?
There's
a
second
bullet
point
under
the
federal
funding,
federal
funding
changes
header
on
page
nine
I,
just
don't
understand
it,
and
so
just
need
some
some
clarity
about
what
what,
in
fact
it
means.
C
B
The
second
bullet-
we,
if
you
recall
we
doesn't
say
J-
was
successful
and
get
over
getting
federal
funding
that
we
enable
durum,
peel
and
Hamilton
to
be
able
to
house
some
of
our
some
of
the
refugees,
the
challenges
in
finding
housing
strictly
in
Toronto
with
the
housing
market.
So
we
engaged
with
the
regions
to
see
who
would
be
willing
to
participate
and
the
federal
government.
The
federal
government
provided
funding
for
us
to
be
able
to
work
with
those
municipalities
and
how
some
of
the
refugees
that
are
willing
to
go
to
those
areas
to
get
housed.
B
E
So
through
the
chair,
yes,
we
made
a
request
for
money
for
a
regional
response
to
support
people
to
move
out
of
Toronto.
We
received
seventeen
million
dollars
because
of
the
difference
in
the
fiscal
years
between
the
city
of
Toronto
and
the
provincial
government.
We
can
continue
to
spend
that
money
through
to
the
end
of
March,
and
so
the
six
million
represents
the
portion
of
that
seventeen
that
will
be
spent
in
2020.
Does
that
money
run
out?
E
C
You
ICI
7.10
requested
a
business
case
for
the
expansion
of
the
eviction
prevention
program
and
it
was
to
be
included
in
the
2020
base
budget
submission.
But
it's
listed
as
a
new
and
enhanced,
not
included
in
the
report
as
a
business
case
been
done
and
and
what
would
the
impacts
of
these
programs
be.
E
Council,
yes,
we
did,
we
did
do
a
business
and
we
looked
at
those
opportunities.
The
20/20
budget
focuses
on
stabilizing
our
services
and
preserving
our
service
levels.
We
did
feel
we
needed
to
focus
on
the
areas
of
highest
vulnerability
and
also
on
supporting
increased
housing
opportunities.
Given
the
unfunded
gap
that
we
had,
we
didn't
feel
at
this
point
that
we
could
make
new
requests
beyond
that.
K
I
J
E
P
C
C
C
B
C
A
O
As
part
of
the
larger
confronting
anti
black
racism
action
plan,
there
is
a
commitment
to
for
training
of
staff
in
the
TTC,
the
police,
as
well
as
the
City
of
Toronto,
as
well
as
for
us
to
provide
advice,
counsel
and
support
towards
changing
improvements
in
how
the
TTC
changed.
Does
training
recruitment
and
service
delivery.
So.
I
I
O
Through
the
chair,
the
fare
pass
program
has
implemented
phase,
one
which
applied
to
low-income
residents
receiving
Ontario,
Works
and
ODSP.
In
this
September
2019,
we
expanded
to
Phase
two
of
the
program
which
applies
to
residents
who
are
in
receipt
of
child
care
subsidies
and
then
phase.
Three
is
what
the
next
role
that
will
look
like
that
will
include
all
low-income
residents
who
meet
the
low-income
measure
plus
15%.
O
That's
an
anticipated
370
thousand
eligible
Torontonians.
We
expect
about
a
hundred,
and
ten
of
them
will
thousand
will
want
to
take
advantage
of
the
program
based
on
past
experience.
So
we
are
keeping
on
track
with
what
we
enter.
What
we
originally
plan
the
rollout
to
be
there
has
been
some
challenges
in
thinking
about
and
planning
for,
Phase
three,
but
the
resources
that
are
part
of
the
budget
is
to
allow
us
to
have
the
development
supports
to
be
ready
for
an
April
20-21
implementation
of
Phase,
three
okay.
A
R
Thank
you
very
much.
Mr.
chair
I
appreciate
the
indulgence
with
respect
to
the
the
component.
That's
not
included
in
the
budget
and
that's
specifically
the
region
Park
Social,
Development,
Plan
and
in
the
budgetary
requirements
there.
We
learned
that
the
Economic
Community
Development
meeting
that
we
were
that
this
was
a
vital
piece
of
the
region
park.
Revitalization
there
was,
it
was
about
investing
in
people
not
just
in
the
building,
but
right
now,
as
it
sits
in
this
budget,
that's
recommended
by
staff
that
vital
piece
to
the
success
of
revitalization
is
not
included.
O
Submitted
a
business
case
as
directed
by
committee
and
council,
with
a
request
of
635,000
to
improve
performance
in
social
and
economic
development
areas
of
the
plan.
There
is
certainly
from
an
SDS
TFA
perspective.
We
continue
to
believe
that
that
investment
is
important,
but
at
this
time
it
is
not
part
of
the
recommended
budget
and
the.
R
O
Sto
phase
role
is
to
first
provide
coordination
of
all
the
city
interests
to
support
the
social
development
plan.
It
is
also
in
line
with
our
mandate
to
ensure
that
community
engagement
and
the
community
services,
both
community,
lead
and
city
lead,
are
accurately
an
effectively
part
of
the
social
development
and
the
revitalization
process,
and
will.
R
O
R
If,
without
the
funding
is
difficult
to
advance
the
outcomes
of
that
plan,
but
can
it
be
done?
Can
you
do
this
work
without
any
staff
in
the
field
on
the
ground,
in
the
community,
coordinating
the
the
city's
interests
and
aligning
it
with
a
mandate
of
revitalization?
How
do
we
do
this
without
staff?
It.
O
Would
be
very
difficult
to
do
and
on
top
of
it
would
be
very
challenging
to
do.
We
do
have
community
partners
who
have
pledged
resources
to
support
the
plan
in
concert
with
the
city,
so
without
a
city
contribution
those
outcomes
will
also
be
limited.
We
won't
be
able
to
leverage
effectively
those
external
partnership
funds
recognizing.
R
O
As
you
know,
councillor
in
those
other
revite
revitalization
situations,
their
community
are
looking
to
Regent
Park
as
the
first
and
example
to
learn
from
so
certainly
our
inability
to
effectively
support
community
engagement
and
the
delivery
of
the
social
development
plan
will
be
cautious
lesson,
perhaps
for
the
other.
Revitalization.
R
And
just
to
be
clear,
a
yes
or
no
answer
be
helpful.
Is
that
the
city's
responsibility
to
ensure
the
success
of
the
revitalization,
the
city
is
a
partner,
absolutely
okay,
a
question
regarding
the
Cabbagetown
Youth
Center.
There
was
a
motion
that
I
had
tabled
to
specifically
report
back
out
through
the
budget
process
on
the
feasibility
of
the
city,
stepping
into
to
provide
some
supports,
even
if
it's
an
interim
measure
to
help
financially
float.
R
O
C
O
So
through
that
report
there
was
a
suite
of
initiatives
that
SDF
a
advanced,
including
twenty
thirty,
two
million
dollars
of
applications
to
the
federal
government,
while
some
of
the
initiatives
are
the
ones
that
are
most
ready
and
staff
deem
are
impactful,
are
funded
within
the
new
and
enhance.
There
are
other
initiatives
that
absolutely
could
be
funded
communities
with
federal
participation.
O
O
C
A
Okay,
thank
you.
Thank
you
appreciate
that.
Are
there
any
other
questions
on
this
division?
Seeing
none
I
want
to.
Thank
you.
First
of
all,
I
just
want
to
thank
everybody
from
the
community
and
social
services,
all
the
staff,
who
have
worked
incredibly
hard
to
pull
all
this
together,
a
lot
of
great
work
and
just
want
to
thank
everybody.
Our
next
I
did
I
asked.
F
F
R
A
I'm,
just
just
I'm
gonna
work,
I'm
gonna
call
a
20-minute
recess.
We
only
have
questions
left,
I,
think
counsel,
Caroline
SDF,
a
so
I,
don't
think
we
need
any
of
the
now
we're
gonna
do
TTC
the
we're
gonna
still
working
at
noon.
We're
going
to
try
to
do
it
for
noon.
So,
let's
take
a
20-minute
recess
right
now,
just
so
we
can
go
so
20-minute
recess
back
in
20
minutes
and
we'll
go
from
there.
C
A
If
everybody
can,
please
grab
their
seats,
so
we
can
begin
the
meeting.
We
are
just
finishing
up:
social
development,
finance
and
administration
and
prior
to
the
false
alarm,
we
were
asking
questions
and
I
believe
counsel.
That
Carol
did
have
the
floor
for
questions
so
I,
don't
know
if
you'd
started.
I'll
just
start
your
time
again
at
five
minutes:
counselor,
okay,.
F
F
E
F
Okay
in
in
we
were
talking
about
the
phase
three
of
the
past
program
within
the
funding
that
you
have
there.
Is
there
a
promotion
program,
because
now,
if
we
move
to
that,
the
low-income
resident
who's
at
at
low
income
measure
plus
15%
captured
in
that
or
some
of
the
people
who
may
be
working
fit
into
that,
nevertheless
would
but
are
proud
of
the
fact
that
they
that
they
don't
access
any
subsidy
programs.
How
do
we
get
to
them
and
and
make
sure
that
they
that
they
take
advantage
of?
O
F
F
B
F
Well,
I,
don't
want
to
generate
we've
already
asked
questions
and,
and
most
of
the
committee
members
here
know
what
those
programs
are,
but
I
would
love
it
to
be
a
more
consistent
thing
if
it's
not
included
I'd
still
like
to
have
the
blurb.
That
goes
with
the
numbers,
so
that
so
that
people
know
how
we
we
chose.
What
we
did
include
and
didn't
include
just
a
format
issue
for
later
and
I
had
one
other
thing.
Oh
I
think
I
believe.
F
O
F
Okay,
one
other
question.
Mr.
chair:
we
have
a
program
in
here
to
enhance
the
CCR
P
program,
federally
I'm,
just
wondering
about
the
health
of
that
division.
If
that
doesn't
come
through
because
you
know,
sadly,
we've
had
a
huge
amount
of
need
for
it.
This
year,
it
has
grown
to
the
point
where
the
person
who
was
responding
to
crises
in
my
area
was
not
well
by
the
end
of
the
year
from
overwork
and
and
then
we
had
another
incident,
a
really
tragic
random
shooting.
F
A
You
very
much
and
again
thanks
to
all
the
staff
from
that
section,
we
are
now
ready
to
go
on
to
the
TTC
members
I've
just
spoken
with
them.
They
have
about
a
15
to
20
minute
presentation,
so
I'm
gonna
suggest
that
we
actually
work
if
we
have
to
go
a
little
bit
after
12:30,
so
we
can
get
the
TTC
done
we'll
take
it.
A
We
do
need
an
hour
break,
unfortunately,
to
deal
with
a
lot
of
the
briefing
note,
requests
we'll
come
back
after
lunch,
and
that
will
probably
be
the
only
thing
on
the
agenda
if
that
works
for
everybody.
So
I
just
want
to
extend
the
meeting
past
12:30
recess
to
complete
the
presentation
of
the
TTC
on
favor
opposed.
That's
carried,
welcome
everyone
from
the
TTC.
A
A
A
S
You
very
much
through
you,
chair
good
morning,
sheriff
good
morning,
members
of
the
budget
committee
as
well
as
colleagues
I'm
pleased
to
present
the
TTC's
2020
operating
budget
antonia
capital
plan.
For
your
consideration.
I
would
like
to
thank
Josie
la
Vida
who
joined
us
at
the
TTC
this
past
July.
While
this
is
her
first
budget
as
the
with
the
TTC,
this
does
represent
her
third
budget
with
myself
in
collaboration
for
2020.
S
She
has
helped
the
TTC
align
its
operating
requirements
on
achieving
our
outcomes
and
has
recalibrated
our
taenia
capital
plan
to
focus
on
establishing
a
steady
state
program
that
ensures
we
are
addressing
a
critical
capital
work
to
support
our
service
delivery
that
is
achievable
within
the
available
funding,
and
on
that
note,
I
would
like
to
emphasize
that
we
at
the
TTC
are
extremely
cognizant
of
the
fiscal
challenges
facing
the
city
in
competing
service
priorities.
It
must
address.
We
greatly
appreciate
the
funding
support
that
it
has
been
provided
to
us,
especially
on
the
capital
side
this
year.
S
S
These
would
include
being
an
efficient
system
to
achieve
fiscal
sustainability,
providing
seamlessness
and
reliable,
reliable
service
to
ensure
customer
satisfaction
being
an
inclusive
and
accessible
organization
and
service
provider,
while
preparing
for
future
demand
to
ensure
system
resiliency
to
keep
people
moving,
I
would
like
to
take
a
moment
and
share
a
number
of
our
achievements.
If
I,
could
you
know
previous
investments
in
service
improvements
have
resulted
in
a
number
of
following
things?
S
We
are
meeting
or
exceeding
targets
on
getting
the
service
that
we
advertised
onto
the
street
every
day,
we're
more
flexible
to
respond
to
service
disruptions,
and
last
year
we
had
a
reduction
in
our
operator,
overtime
of
twenty
one
percent,
or
approximately
seven
million
dollars
we're
adding
over
a
hundred
and
twenty
thousand
service
hours
or
120
our
21
operators
to
maintain
and
improve
our
service.
A
five-year
service
plan
will
guide
our
service
to
improve
for
improvements
over
the
next
five
years.
As
for
customer
satisfaction,
it's
on
the
increase.
S
Our
last
survey
was
up
one
point
to
81
percent:
we're
now
reviewing
our
non
core
operations
and
examining
how
do
we
do
business
differently
while
respecting
the
great
people
who
serve
the
TTC
in
this
city?
We
have
31
million
dollars
in
efficiencies
and
budget
reductions
included
in
this
budget,
and
future
benefits
will
be
realized,
as
we
undertake
a
comprehensive
business
transformation
program
to
identify
opportunities
over
the
next
few
years.
We're
collaborating
with
key
city
partners
and
have
leveraged
shared
service
opportunities
with
IT
and
purchasing
and
more.
S
S
To
that
end,
we
have
requested
50
additional
constables
for
a
strategic
employment,
we're
deeply
committed
to
ensuring
that
the
TTC
is
an
inclusive
and
accessible
organization
and
so
provider
we're
implementing
an
anti-racism
strategy
in
collaboration
with
the
city,
as
well
as
establishing
an
independent
complaint
complaints
office.
And,
finally,
we
need
to
prepare
for
the
future
to
keep
pace
with
the
service
demand
and
expansion
of
transit
within
the
city
and
the
transit
network.
S
Even
with
all
our
efforts,
I
am
still
concerned
be
honest
with
you
about
our
collective
ability
of
our
costs
and
funding
structure,
to
keep
pace
with
the
demand
for
service
and
associated
infrastructure
to
keep
Toronto
moving.
So
with
that,
thank
you
for
allowing
me
to
have
opening
remarks.
I'll
turn
it
over
to
Joseph
unit
presentation,
okay,.
T
Thank
you
Rick
good
morning.
All
I
guess
that's
just
about
good
afternoon.
So
I
will
be
your
guide
in
providing
it
with
an
overview
and
highlights
of
the
TTC's
2020
operating
budget
and
the
10
year
capital
plan
for
some
committee
members
who
are
on
the
TTC
board.
The
capital
plan
that
you
will
see
today
is
different
than
what
the
board
actually
approved
and
we'll
be
talking
about
that.
T
As
you
know,
the
TTC
is
here
to
help
keep
people
moving
by
providing
friendly,
safe
and
effective
transit
services
to
everyone
that
lives
works
and
visits
Toronto,
and
we
also
play
a
critical
role
in
supporting
the
city's
social,
economic
and
environmental
objectives
and
ensuring
that
we
are
improving
mobility.
So
what
do
we
do?
We
have
two
services,
the
prologue.
T
We
provide
reliable
transit
service
that
draws
on
its
high
standards,
customer
care
and
draws
from
our
rich
traditions
of
safety,
service
and
courtesy
to
services,
conventional
service
that
provides
9.6
million
service
hours,
254
million
service
kilometers
annually
and
a
wheel
trans
service
that
provides
door-to-door
accessible
transit
for
passengers
with
any
disability.
We
also
manage
maintain
an
infrastructure
and
fleet
that
helps
support
those
services
24
hours
per
day,
seven
days
a
week
and
for
2028
the
projected
533
and
a
half
writers.
T
So
as
an
entity,
this
TTC
has
established
service
objectives
to
achieve
four
key
outcomes,
and
these
are
guiding
us
in
2020,
but
also
will
continue
to
guide
us
through
the
term
of
council
and
we've
used
these
four
to
help
allocate
our
resources
so
that
they
are
focused
on
achieving
those
outcomes.
I
believe
Rick
has
identified
them
so
we'll,
not
repeat
them
so
to
keep
going.
T
All
of
that,
but
I
think
the
collective
issue
that
we
would
like
to
leave
this
committee
with
is
that
ability
for
our
cost
and
funding
structure
to
a
preserve
the
service
gains
that
we've
made
and
be
keep
pace
with
the
current
and
future
service
demands
and
growth.
That's
coming
so
I
just
like
to
spend
a
few
minutes
to
explore
that
issue.
A
little
bit
deeper,
so
we've
seen
a
lot
of
improvements
to
the
bay
to
the
TTC,
particularly
in
the
last
term
of
council.
A
lot
of
them
are
on
this
slide.
T
T
We've
seen
some
of
the
these
are
some
of
the
capacity
improvements
that
we
actually
see
in
the
network
in
2018
the
pink
light
and
dark
pink
lines
identify
where
we
have
an
extended
or
Express
system
in
the
East
and
West.
Sorry,
those
are
the
green.
The
peak
periods
is
in
pink
and
the
off-peak
is
the
and
it's
closely
in
the
East
and
West
in
2019
we
made
improvements
throughout
the
entire
network
and
that's
the
colors
that
you
see
there
in
the
pink.
T
Given
these
investments,
we've
actually
seen
some
measurable
results.
We
were
able
to
deliver
the
service
we
advertised
that
we've
seen
an
increase
in
service,
reliability
and
and
resiliency,
so
our
service
vehicles
that
are
in
service
are
now
being
delivered
at
a
hundred
percent.
Our
subway
capacity
delivery,
19
performance
is
actually
showing
quite
sound
results
line.
One
which
is
to
the
left
is
exceeding
our
targets
in
2018,
and
line
2
on
the
right
has
not
only
exceeded
our
18
results,
but
also
our
19
targets,
and
that
many
times
has
reached
over
a
hundred
percent.
T
We've
also
seen
from
these
investments
that
there's
been
a
significant
reduction
in
service
vehicle
short
turns
so
forty,
eight
percent
reduction
in
our
buses
since
June
chart
to
the
left
and
streetcars
65
percent
reduction
since
May
chart
to
the
right
as
well.
Key
investments
in
adding
operators
since
in
the
last
two
years
has
allowed
us
to
improve
our
service
delivery,
eliminate
service
cancellations
and
we've
been
able
to
reduce
our
operator
over
time
by
seven
million
dollars
or
twenty-one
percent
since
April
2018,
and
we
continue
to
work
on
new
strategies
to
continue
that
downward
trend.
T
T
So
in
this
particular
budget,
what
we
are
trying,
what
we've
ensured
is
that
we're
preserving
the
service
that
we
have
and
that
the
new
funding
of
3.7
million
for
year,
one
of
our
service
plan,
is
committed
to
improving
those
surface
transit
schedules
and,
to
start
we'll
be
looking
at
improvements
made
on
certain
lines
as
well
as
additional
things
that'll
be
rolled
out
through
the
air.
So,
while
we've
been
reporting,
our
ridership
revenue
in
2019
is
being
below
target.
Our
service
demand
is
ax.
T
Hi,
where
you
can
see
from
this
chart,
are
the
red
bars
which
actually
identified
vehicle
boardings.
They
are
actually
on
the
increase.
The
blue,
the
blue
bars
Israeli
our
ridership
revenue.
Now
there
are
reasons
for
why
there
are
some
adjustments
to
the
revenue,
but
essentially
the
key
point
here
is
that
ridership
revenue
is
not
keeping
pace
with
a
combined
effect
of
service
demands
and
cost
escalation.
T
We
also
would
like
to
just
show
you
that
we
have
seen
significant
investment
from
the
city
in
the
last
number
of
years,
forty
percent
or
two
hundred
and
sixteen
million
from
2014
or
an
average
of
43
million
per
year,
and
this
year
the
request
or
the
recommended
amount-
is
26,
almost
27
million
representing
three
and
a
half
percent.
So
it's
been
on
the
up
rights
to
deal
with
a
lot
of
these
service
improvements,
but
we
acknowledge
that
the
city
continues
to
face
fiscal
challenges
and
we
will
have
some
coming
forward
as
well.
T
So
what
are
we
doing
about
this?
So
we
have
a
series
of
actions
and
how
we're
responding.
So
on
the
service
side,
a
series
of
things
that
are
being
done,
I'm
not
going
to
go
through
each
one
in
terms
of
survey
or
preserving
service
levels.
We
have
a
series
of
actions
that
Rick
highlighted
some,
but
that's
not
only
to
deal
with
our
readiness,
but
our
cost
structure,
and
this
budget
reflects
the
beginning
of
that
with
31
million
dollars
in
efficiencies
we're
taking
actions
on
a
revenue
side
of
the
house.
T
So
we
can
continue
to
protect
that
so
there's
a
series
of
efforts
underway
to
ensure
that
we
have
strategic
deployment
of
our
enforcement
staff
to
actually
focus
in
on
our
fare
evasion
and
we're
taking
various
steps
around
our
presto
and
fare
media
and
our
stop
selling
of
tokens
that
will
assist
with
that.
And,
finally,
we
have
the
additional
transit
enforcement
officers
as
well
on
the
capital
side,
they're,
a
series
of
actions
being
taken
and
obviously
the
first.
What
is
the
leveraging
of
the
city
building
fund
tune?
That's
focused
on
our
subway
infrastructure
and
vehicle
purchases.
T
T
So
where
does
this
money
come
from?
As
you
can
see,
the
lion's
share
of
this
or
fifty-nine
percent
of
the
funding
sources
just
to
support
this
budget
comes
from
passenger
wherever
you
city
funding,
makes
up
37
percent
and
then
the
ancillary
revenues
below,
in
terms
of
that
increase
for
2020
of
to
meet
this
budget.
To
balance
this
budget,
there's
sort
of
three
specific
items
to
the
right:
our
revenue,
protection
and
cost
recovery
actions.
T
Since
March
2017,
a
ten
cent
fare
increase
has
been
recommended
by
the
board
that
represents
ten
cents
on
all
on.
All
fares
accept
idle
cash
that
stays
at
three
dollars,
and
twenty
five
cents
and
that'll
generate
thirty
one
point:
four
million
effective,
March
first
and
of
course,
the
city
funding
of
twenty
seven
million
or
three
and
a
half
percent.
He
cost
drivers.
So
we
look
at
what's
driving
this
budget,
our
expenditure
increases.
T
Our
expenditures
are
increasing
by
four
point:
seven
percent,
while
our
revenues
are
increasing,
when
you
exclude
a
reserve
draw
by
two
percent,
key
drivers
really
is
inflation,
our
wages
and
our
energy
costs.
Although
we've
taken
actions
to
mitigate
some
of
those
energies
through
edging
and
shared
services,
preserving
the
service
levels
that
we've
identified,
dealing
with
some
non-recurring
under
expenditures
and,
of
course,
31
million
dollars
in
efficiencies.
N
T
Our
list
of
efficiencies
that
we
have
built
into
this
budget
so
like
every
year,
we
look
at
our
actual
experience
and
we
adjust
where
we
can
in
2000.
In
nineteen
we
had
over
twenty
million
dollars
of
under
spending
of
which
about
six
of
it
was
non,
was
recurring,
and
so
we've
built
that
into
the
base.
We
have
many
implement
recommendations
that
were
implementing
from
former
AG
recommendations
and
that's
providing
savings
from
bus
maintenance,
warranty,
warranty,
recoveries
as
an
bus,
maintenance,
after-market
part
savings.
T
Some
other
areas
that
I'd
like
to
highlight
it's
the
shared
services.
So
as
as
Rick
mentioned,
we're
collaborating
with
our
partners
and
what
we've
what
this
reflects
and
the
seven
million
there
is
the
same
contract
that
the
city
has
had
for
diesel
fuel
as
well
as
some
edging,
and
so
that's
given
us
some
good
results
on
the
service
delivery
side.
That
is
the
beginning
of
our
business
transformation
program
and
we
are
looking
at
all
our
non
core
operations
and
looking
at
different
ways
to
to
do
business
there.
T
Just
a
last
note,
we
do
still
have
an
unspecified
reduction
of
2.6
million.
However,
that's
been
matched
against
2.6
million
in
one
time,
new
new
requests,
so
that
will
not
have
an
impact
and
next
year.
So
we
look
at
what's
what
new
service
investments
are
included
in
this
budget.
The
first
year
of
the
service
plan,
which
is
the
first
line
improving
our
service
transit
schedules,
is
been
included
here.
We're
looking
to
reduce
wait
times
for
the
call
centers
are
looking
at
some
third-party
assistance
on
that.
T
The
next
two
items
address
issues
and
some
recommendations
coming
out
of
Ombudsman's
report
and
we're
establishing
an
anti-racism
unit
and
working
very
closely
with
the
city's
anti
racism
anti
black
racism
unit
here
at
the
city
to
to
implement
that
at
the
TTC
business
transformation,
which
is
a
one-time
cost,
is
actually
an
office.
That's
being
set
up
to
deal
with
the
program
that
we're
laying
out
and
to
help
us
prepare
for
the
future.
We're
looking
at
our
full
fare
structure
and
how
we
collect
into
the
future
so
that
we
are
prepared
moving
forward.
T
T
So
it's
quite
extensive,
as
you
can
see,
and
given
that
extensive
inventory,
the
TTC
in
2019
established
introduced
its
first
15-year
capital
investment
plan
really
to
provide
a
clear
view
of,
what's
required
over
the
15-year
period
to
ensure
there
is
increased
focus
on
state
of
good
repair
and
growth
requirements
to
provide
a
distinction
between
what's
funded
and
what's
not
funded
and
the
impact
of
not
funding
that
and,
of
course,
to
have
a
multi-year
planning
tool.
So
that's
been
updated.
So
here's
an
overview
of
what
this
says.
The
CIP
looks
like
this
year.
T
It's
thirty-five
billion
dollars
after
a
series
of
adjustments
and
to
the
left,
you
can
see
that
almost
50,
just
over
50%,
is
for
line
one
in
line.
Two
was
another
25%
for
vehicles.
When
you
look
at
it
by
category
it's
over
when
you
combine
health
safety
legislated
in
the
state
of
good
repair,
it's
almost
sixty
two
percent
of
this
15-year
needs
that
have
been
identified
in
our
CIP,
so
the
portion
that's
funded
is
our
10
year
capital
plan.
It's
now
eleven
point.
T
Nine
billion
dollars,
that
is
a
number,
is
much
higher
than
the
seven
point
six
billion.
We
saw
at
the
teeth
at
the
board
in
December,
so
as
a
base
program.
What
we
chose
to
do
what
we
achieve
to
do
this
year
was
establish
a
steady
state
of
good
repair
maintenance
programs.
So
they
were
consistent
numbers
profiled
over
the
10
years,
so
that
people
can
plan
for
the
future
ensure
that
all
in-flight
projects
were
fully
funded
so
that
they
could
be
completed.
T
So
what
have
we
done
so
with
Council's
approval
of
the
increase
to
the
city,
building
fund
levy
and,
of
course,
their
direction
to
reflect
that
in
this
2020
budget
launch?
Our
capital
plan
was
adjusted
from
when
the
time
that
the
board
had
reviewed
it,
and
we
have
incorporated
key
capital
investment
priorities
to
in
accordance
with
the
additional
funding
the
focus
there
has
been
on
subway
infrastructure,
because
that
has
been
where
need
has
been
most
great
and
so
we've
actually
allocated
out
that
to
various
projects.
T
So
we've
included
line
1
and
line
2
capacity
enhancements,
as
well
as
a
state
of
good
repair
in
our
sog,
our
basic
subway
infrastructure
program
and
as
well,
we've
added
the
line
to
automatic
train
control.
We
have
an
additional
1.1
billion
that
we
have
allocated
to
the
purchase
of
additional
vehicles,
but
the
subject
of
how
that
money
will
be
dispersed
between
its
various
components
is
a
subject
of
a
report
to
the
January
27th
TTC
board
meeting
and
those
decisions
will
be
made
there
and
transmitted
back
to
this
committee
on
the
28th.
T
T
So
when
you
look
at
what
that
profile
says
this,
you
know
this
particular
chart
shows
on
the
left
side
what
those
values
are,
and
you
can
see
that
the
very
large
left-hand
corner,
the
big
blue
portion
of
this
pie
is
the
recoverable
debt,
which
reflects
the
debt
that
we
will
be
able
to
issue
as
a
result
of
that
levy
and
on
the
right
hand,
side.
You
can
see
that
much
of
this
money
or
over
fifty
five
percent
is
going
to
state
of
good
repair,
but
it's
significant.
T
Thirty-Two
percent
is
going
to
service
improvement
as
a
result
of
those
additions.
The
next
couple
slides
just
breaks
down
the
10
year.
Capital
plan
by
projects
and
I
won't
go
through
them
and
they're
here
for
your
information
and
so
slide,
34
outlaw
and
sort
of
our
key
for
there,
with
most
of
it
being
buildings
and
structures
and
on
the
next
slide,
our
capacity
improvements,
which
are
the
ones
we
just
spoke
about,
which
are
the
new
additions
on
slide
35.
T
So
with
the
need
to
be
able
to
ensure
that
our
funding
actually
will
get
spent
and
that
we're
aligning
our
cash
flows.
We
have
recalibrated
our
10
year.
Capital
plan,
as
you
can
see,
2020
is
actually
lower
than
both
then
the
last
number
of
years,
and
so
we've
smoothed
that
out
as
showing
you
in
that
profile.
T
The
next
slide
just
essentially
identifies
the
extent
to
which
you
know
a
lot
of
the
work
is
committed
and
we're
doing
more
work
to
ensure
that
staff
have
the
capacity
and
the
tools
to
to
actually
get
the
work
done.
So
our
funding
for
this
ten
year
program
as
I
as
I
mentioned,
is
outlined
here
most
notably,
of
course,
is
the
recoverable
debt
of
seven
billion
dollars.
T
Finally,
so
that's
the
ten
year
capital
plan.
So
when
we
go
back
to
this,
the
capital
investment
plan,
what
does
that
mean
for
the
overall
15
year
period?
So
the
portion
that
you're,
seeing
now
in
color
it
represents
the
funded
portion
of
the
fifth
of
the
first
ten
years
of
this
of
the
CIP?
That's
worth
eleven
point:
nine
billion.
When
you
then
add
the
portion
that
could
not
be
funded
in
the
first
ten
years
as
identified.
That's
another
ten
point,
six
billion
of
unfunded.
T
When
we
then
look
into
the
following
five
years,
if
we
take
the
base
funding,
just
the
base
funding
and
not
the
added
CBF
and
extrapolate
that
into
the
following
five
years,
that
would
give
us
another
2.6
billion
of
funding
and
which
means
that
the
latter
part
that
we've
identified
in
the
ten-year
period
is
6.4
billion.
That's
unfunded,
so
in
total,
I
have
a
thirty-five
billion
dollar
program.
T
T
Of
course,
the
biggest
issue,
of
course,
being
our
vehicles
and
so
part
of
what
we've
tried
to
do
with
the
funding
that
we
have
allocated
is
the
extent
to
which
we
can
leverage
that,
to
our
greatest
degree,
because
there
still
amount
and
of
course
there
are
series
of
facilities
that
need
to
go
with
all
of
that
and
streetcars
and
other
kind
of
stairs
state
of
good
repair.
So
what
does
that
do
to
our
backlog?
T
So
this
is
a
number
you've
never
seen
before,
and
it
is
only
just
being
placed
in
here
to
kind
of
deposit
it.
In
the
past
there
was
never
really
an
s
OG
når
sog,
our
backlog
number
provided
for
the
TTC
it
really
reflected
whatever
was
there
was
the
amount
that
we
were
reducing
because
of
her
capacity
to
spend
in
review.
T
What
we've
done
just
for
now
is
placed
the
unfunded
state
of
good
repair
portion
of
the
capital
investment
plan
below
the
line,
so
that
we
can
keep
that
and
track
that,
but
this
number
will
be
refined
as
we
continue
to
do
our
work
through
to
the
2021
budget
process
and
with
that
I
conclude
the
presentation.
Thank
you.
A
R
T
T
R
T
T
There's
that
there
is
a
step
in
between,
and
that
is
we
had
been
requested
when
the
board
dealt
with
its
capital
plan
that
will
report
back
on
an
accelerated
vehicle
procurement
plan.
We
were
doing
that
anyway
now,
with
the
additional
funding
that
didn't
exist,
because
basically
council
approved
it
the
following
day,
we
will
be
going
back
with
that
report.
We've
allocated
the
1
billion
there
and
then
that
will
come
back
here.
They
will
amend
a
recommended
budget
and
that's
what
guide
will
and
that
will
come
back
here.
R
And
that's
what
council
will
vote
for?
Yes,
okay,
thank
you
very
much,
that's
very
helpful
and
with
respect
to
the
the
50
constables
that
are
gonna,
be
hired,
I
guess,
there's
sort
of
fair
enforcement.
You
say
that
it
costs
us.
It
will
cost
us
three
million
dollars
to
to
roll
out
that
particular
new
program
to
generate
ten
million
dollars
of
recaptured.
I
guess
fear
loss.
Is
that
a
is
that
us
is
that
a
good
business
transaction?
T
So
through
a
chair,
we
believe
that
there
is
I
think
that
there's
a
few
things
that
are
changing
so
we
have
had
constables
prior.
We
had
inspectors
also
approved
last
year,
and
now
this
is
additional
constables.
Our
deployment
strategy
is
being
informed
by
many
things,
including
presto
data
and
other
things,
to
help
target
that
but
I
think.
R
Sometimes,
on
the
on
the
queen
line,
I
see
like
two
or
three
enforcement
officers
all
boarding
this
this,
the
similar
streetcar
and
I-
wonder
if
that's
like.
How
is
how
is
that
staffing
level
being
deployed
but
I'll
leave
it
for
now
this
state
of
good
repair
backlog,
there's
been
so
many
numbers
that
are
bantered
around
it's
a
little
bit
confusing
to
know
what's
included
and
what's
not,
but
me
between
three
point:
five,
seven
point,
eight
twenty
point:
seven,
the
true
state
of
good
repair.
What
does
it
include?
What
is
it
not
include
and
is?
T
What
we're
showing
as
the
backlog
number
is
the
amount
in
the
first
ten
years
that
we've
identified
that
a
state
of
good
repair
needs
that
has
not
been
funded
yeah,
they
said,
and
then
this
is
just
a
preliminary
number
because,
as
you
can
appreciate
the
addition
of
some
of
these
new
projects,
well,
we
call
them
service
improvement.
Like
the
capacity
improvements.
There
is
a
significant
state
of
good
repair
component
to
it,
so
we'll
be
refining
that.
But
this
is
a
first
attempt
to
kind
of
start
capturing
that
increase
so.
R
We'll
see
some
additional
news,
they'll
be
drilled
down
more
details,
more
specific
neck
light
Michael.
Thank
you,
I
think
I.
Remember,
maybe
one
last
question
the
Yonge
and
Bloor
capacity
improvement
in
the
in
this
particular
in
the
in
your
notes.
It
says
that
you're
going
to
be
making
improvements
and
enhancements
it's
gonna,
roll
out
to
2029
I
mean
just
every
every
year
there
seems
to
be
a
quantum
that's
allocated.
When
will
that
actually
be
finished?.
T
T
C
T
C
T
S
Yeah
I'll
handle
down,
we've
implemented
a
we
call,
it
vision
our
computer-aided
dispatching
system
in
the
last
two
years,
and
we
have
staff
that
work
on
a
weekly
basis,
revising
our
schedules
and
tracking
the
movement
of
buses.
One
of
the
things
that
we've
reported
to
the
board
a
number
of
times
is
now
that
we
have
a
streetcar
and
bus
fleets,
all
right
that
are
reliable.
You
saw
the
major
reduction
in
short,
turns,
for
instance,
we've
had
similar
cases
occur
when
it
comes
to.
S
C
S
That's
correct
know
this
I
wouldn't
say
it's
an
obstacle:
we
do
a
number
of
board
periods,
10
or
11
Boyd
periods.
We
call
them
when
we
change
schedules
on
a
regular
basis
based
on
seasonal
events
happening
within
the
city
and
also
addressing
the
construction
within
the
city.
So
what
we've
taught
staff
over
the
last
two
or
three
years
is
how
to
use
this
new
software
use
the
data
to
make
these
seasonal
adjustments.
So
what
we're
starting
to
see
is
some
real
strides
and
routes.
C
C
Given,
given
that
it
was
explained
to
us
that
on
slide
41
a
lot
of
that
state
of
good
repair
that
we
we
start
to
see
three
years
from
now,
four
years
from
now,
when
would
we
have
to
make
that
decision
about
purchasing
additional
streetcars
and
buses
and
trains
for
that
matter?
When
would
we
have
to
make
that
decision
in
order
for
us
and
got
to
start
to
then
have
the
duct
tape
buses
back
together
right.
S
So
the
when
we
will
have
in
the
report
an
identified
number
of
buses
and
streetcars
they
would
like
to
have
as
part
of
the
funding
has
been
made
available.
It
would
literally
over
the
next
12
to
18
months.
It
becomes
critical
when
we
start
looking
to
the
future.
We
do
know
the
2026
is
the
day
that
you
said
it
would
keep,
makes
us
nervous
beyond
2026.
The
2027
timeframe
does
make
us
nervous.
That
was
with
the
intent
of
the
report
that
was
released
in
January
of
last
year.
Just
to
start
the
conversation.
C
Okay,
thank
you,
I,
just
switching
gears
a
little
bit
and
pardon
the
pun,
but
where's
the
bicycle
parking.
Why
was
bicycle
parking
removed
from
the
budget?
I
have
a
note
here
that
there
was
some
bicycle
parking
element
that
was
removed
from
the
budget.
It's
probably
just
transferred
to
another
division,
I
just.
T
J
J
T
Through
the
chair,
we've
added
an
additional
4.1
billion
of
city
building
fund
we
had
already
had
when
you
we
were
at
the
board,
counselor
the
young
Bloor
and
it's
paying
for
the
the
city
share
that
we
didn't
have
that
assumed.
So
that's
4.6,
and
then
we
have
another
100,
almost
two
hundred
million
dollars
of
federal
gas
tax
money.
So.
Q
Just
to
add
to
that
through
the
chair,
if
you
remember
in
the
budget
presentation
in
a
couple
of
the
out
years
and
and
I
apologize,
I
don't
have
in
front
of
me,
there
were
dotted
boxes
and
and
I
responded
to
a
question
that
was
built
on
that
and
I
said,
because
we're
moving
to
a
stage
gating
process.
We
didn't
have
sound
estimates
or
timing.
That
would
an
actual
fact
be
able
to
put
those
projects.
Q
But
we
know
it's
going
to
be
allocated
to
transit
and
housing
in
those
approximate
in
those
years
for
those
amounts,
so
those
were
placeholders
to
reflect
the
6.6
billion
total,
but
not
specifically
identified
as
projects
we're
just
identifying
that
they're
in
the
plan.
But
we
have
yet
to
develop
the
estimates
and
the
timing
to
reflect
those
projects.
So
there's.
Q
So
through
the
chair,
the
work
regarding
the
capital
plan
is
going
to
be
an
evolution.
So
as
we
go
through
prioritization
exercise,
the
TTC
will
be
informing
us
of
prioritization
around
there,
their
vehicle
acquisitions
state
of
good
repair,
etc.
So
that
money
has
to
be
specifically
targeted
against
transportation.
So
again,
as
though
as
the
as
the
overall
plan
matures,
we
will
have
better
informed
information
to
help
it
council
make
those
decisions
so.
J
G
T
G
Q
G
So
they're
hired
in
twenty
twenty
two
twenty
three
anyways
and
they're
paying
for
those
but
Metrolinx,
is
paying
for
them.
Yeah
yeah
I
understand
that
okay
now
concerned
about
the
fare
evasion,
so
we
lost
a
lot
of
money
in
2018
millions
of
dollars.
Through
that,
can
you
tell
me
I
know
that
you're
making
attempts
on
hiring.
You
know
staff
on
what
what
was
the
total
loss
in
2019.
T
Through
the
chair,
the
art
ageneral
came
through
and
did
some
observations
to
try
to
quantify
extracting
out
from
those
was
about
sixty
five
million
dollars
subsequently
stuff
at
the
TTC
has
also
gone
out
to
kind
of
audit
that
to
see
whether
we
could
come
up
with
similar
kinds
of
estimates,
and
so
we
have
just
finished
that
work
and
we've
identified
that
that
is
about
within
the
range
of
what
we
think
is
happening
out
there
as
well,
with
most
of
it
being
on
streetcars.
So.
G
S
Correct
we
have
a
report,
they'll
be
going
to
the
board
and
February
24th
addressing
this
issue.
We
didn't
audit
a
year
after
the
AG
did
her
audit
in
an
area
of
which
we
were.
We
had
very
much
open
stations
without
turnstiles
in
the
mid
furcal
during
the
whole
transition
to
presto.
At
the
end
of
last
year,
we
were
able
to
finally
close
the
system
in
the
stations
whereby
we
didn't
no
longer
have
those
empty
those
open
gates.
G
I
Q
Through
the
chair,
there's
we're
paying
for
some
legacy,
fare
media
processing
still
at
our
revenue,
Outbreak
operations
facility
and
also
for
the
presto
Commission.
At
the
same
time,
a
revenue
operations
department
also
includes
cash
collections,
so
in
on
the
legacy
side
and
clean
the
cash
collections
around
20
million
dollars.
In
addition,
then,
to
our
presto
Commission's.
On
top
of
that
sorry,
how
many
million
so
revenue
operations
supporting
both
cash
collections
and
legacy?
Fair
media,
it's
around
20
million
dollars
and
then
there's
about
50
million
dollars
for
the
pesto.
I
Q
T
T
I
P
T
I
T
T
I
K
The
I
just
think
it
would
be
important
to
note
as
well
that
the
last
DC
bylaw
that
identified
the
eligible
projects
predated
a
lot
of
the
increased
projects
that
we've
added
to
the
TTC
10
year.
Capital
plan.
So
moving
forward
toward
towards
the
next
DC
bylaw,
there's
an
opportunity
to
define
further
eligible
projects
and
potentially
increase
the
level
of
DC
funding
allocated
to
TTC.
So.
K
I
Great
and
then
maybe
the
last
question
I'm
seeing
like
on
that
same
slide,
sort
of
a
I
guess
when
we
get
on
to
the
2029
projection
over
that
ten
years,
we're
looking
at
the
federal
and
provincial
funding,
obviously
a
much
smaller
portion.
How?
How
do
we
anticipate
what
that's
gonna
come
in
at
what
that
looks
like
are
those
conversations
that
we're
having
with
them.