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From YouTube: Budget Committee - November 6, 2020
Description
Budget Committee, meeting 18, November 6, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=19471
A
Good
afternoon,
everyone,
my
name,
is
council
gary
crawford,
I'm
the
chair
of
the
budget
committee.
The
clerk
has
confirmed
that
we
have
quorum.
So
I'd
like
to
now
call
this
special
meeting
of
the
budget
committee
meeting
18
to
order
and
welcome
everyone.
This
is
the
I
guess,
the
official
launch
of
the
2021
budget
process.
A
A
A
A
Although
we
are
in
different
locations
and
meeting
remotely
today.
The
committee
would
like
to
acknowledge
that
the
land
we
are
meeting
on
is
the
traditional
territory
of
many
nations,
including
the
mississaugas
of
the
credit,
the
anashwabe,
the
chippewa,
the
hud
nashoni
and
the
wendat
peoples,
and
is
now
home
to
many
diverse
nations
inuit
and
metis
peoples.
A
A
Public
presentations
on
the
2021
rate
supported
budgets
will
be
heard
at
the
meeting
on
november
23rd.
Members
of
the
public
can
register
to
speak
about
the
2021
raid
budgets
at
that
meeting
by
emailing
the
budget
committee
at
clerics
at
at
toronto
dot
ca
on
that.
I
will
pass
it
over
to
staff
who
will
begin
the
presentations.
As
I
understand
we'll
start
with
toronto.
C
C
To
start
many
of
you
know.
Toronto
water
manages
one
of
the
largest
municipal
water
utilities
in
north
america.
Dan.
Can
I
get
the
next
slide,
we're
operating
24
hours
a
day.
Seven
days
a
week.
We
provide
services
to
over
3.6
million
people
in
toronto
and
portions
of
field
in
york
region.
We
provide
three
essential
services,
namely
safe
drinking
water,
wastewater
collection
and
treatment
and
storm
water
management.
C
Every
year
we
supply
over
435
billion
liters
safe
drinking
water
through
over
6
100
kilometers
warning.
We
also
collect,
treat
and
return
back
to
lake
ontario
over
400
billion
liters
of
wastewater
annually,
and
we
protect
private
and
public
lands
by
maintaining
safe
conveyance
of
storm
water
through
over
4
900
kilometers
of
storm
sewers.
C
C
C
We
have
been
able
to
reduce
the
annual
break
rate
to
below
our
target
level
for
the
past
several
years
during
normal
winters,
and
we
continue
to
invest
in
better
technologies
to
make
us
more
effective
and
efficient.
One
measure
we
use
to
look
at
is
the
kilometers
of
sanitary
sewers
that
we
cleaned
annually
today.
We
now
use
acoustic
sounding
technology
which
allows
us
to
detect
sewer
blockages
and,
more
importantly,
the
absence
of
sewer
blockages,
so
that
we
can
redirect
our
resources
to
where
we
need
them
rather
than
cleaning
sewers
that
don't
need
it.
C
We
continuously
monitor
and
track
the
work
that
we
do
using
many
different
metrics,
so
we
can
demonstrate
the
outcome
of
the
services
we
provide,
while
keeping
an
eye
on
being
effective
and
efficient
toronto.
Water
staff
have
developed
an
automated
performance
management
system
that
tracks
over
100
different
customer
service
and
operational
measures,
and
they
use
this
data
to
make
better
decisions
on
a
day-to-day
service
delivery
basis,
as
well
as
long-term
capital
planning
initiatives.
C
The
main
challenges
and
priorities.
The
toronto
water
remains
managing
a
positive
capital
reserve
balance
in
the
long
term,
while
building
a
large
capital
program
using
a
pay-as-you-go
strategy,
replacing
aging
infrastructure
to
reduce
the
state
of
good
repair
backlog,
modernizing
our
operations
and
customer
service
systems,
completing
an
aggressive
basement,
flooding
program
and
planning
for
future
growth
in
the
city.
C
One
of
the
most
significant
measures
put
in
place
to
manage
extreme
weather
events
is
the
basement
flooded
protection
program.
To
date
we
have
completed
42
of
67
basement
flighting
studies.
We
have
another
25
study
areas
that
are
ongoing
and
are
to
be
completed
over
the
next
three
years
by
the
end
of
2020.
C
C
Now,
if
we
go
on
to
the
operating
budget
request
for
2021.
with
the
recommended
1.5
rate
increase,
the
2021
operating
budget
is
forecasted
to
be
over
1.4
billion
dollars.
The
capital
contribution
for
2021
will
be
the
highest
ever
at
947
million
or
about
67
of
the
total
revenue
collected
for
the
end
of
2020.
C
We
are
forecasting
operating
expenditures
of
444.2
million
dollars.
Due
to
covet
19.
We
had
suspended
some
activities
and
slowed
down
hiring
to
reduce
expenditures.
As
we
studied
the
impact
of
the
pandemic
on
water
use
and
revenue,
I
will
speak
to
the
impact
that
cobit
19
has
had
on
water
consumption
patterns.
Later
in
this
presentation,
based
on
our
best
forecasting,
we
are
requesting
an
operating
budget
in
2021
of
468
million
dollars
to
run
the
daily
operation,
which
is
a
year-over-year
reduction
of
1.8
million
dollars
as
compared
to
last
year's
approved
budget.
C
C
A
breakdown
of
where
the
operating
funds
are
spent
is
shown
on
this
chart.
The
majority
of
the
operating
budget
is
used
to
procure
a
variety
of
goods
and
services
such
as
chemicals
and
utilities,
while
only
about
40
percent
of
the
budget
is
used
to
pay
the
salaries
and
benefits
of
toronto.
Water
staff.
C
C
C
C
C
C
We're
also
we've
also
been
successful
in
obtaining
110
million
dollars
in
funding
support
from
the
federal
government's
disaster
mitigation
and
adaptation
fund
for
two
very
large
basement
flooding
tunneling
projects
with
respect
to
the
capacity
to
spend
the
requested
2021
capital
funding.
Over
the
past
two
years,
we
have
exceeded
our
capital
delivery
target
toronto.
Water
staff,
along
with
our
terrific
engineering
and
construction
service
colleagues,
achieved
a
delivery
rate
of
97
in
2019,
and
we
are
forecasting
just
over
90
delivery
rates
this
year.
This
is
well
above
our
annual
target.
B
C
C
To
illustrate
that,
we
are
well
positioned
to
deliver
on
an
increased
capital
plan
at
this
point
in
time
we
have
already
have
63
percent
of
next
year's
projects
awarded
or
under
existing
contracts,
followed
by
about
22
percent
of
projects
that
are
usually
awarded
late
in
2020
or
early
in
2021
and
delivered
in
year
with
just
those
two
categories.
You
reach
the
85
target.
C
A
D
C
C
It
does
impact
your
capital
programs,
though,
so,
if,
if
you
do
make
modifications,
that's
what
I
was
stressing
with
with
the
last
slide,
you
know,
if
you
think,
of
the
water
rate
as
an
accelerated
pedal.
If
you
want
to
go
faster
with
capital,
you,
you
increase
the
rate.
If
you
want
to
slow
down
that
rate
increase,
you
need
to
slow
down
the
capital
program,
so
we
have
looked
at
how
much
money
we
would
have
to
take
out
of
our
program
what
adjustments
we
would
have
to
make
which
which
projects
we
would
have
to
defer.
D
Right
so
you're
saying
you
did
look
at
more
aggressive
reductions,
so
this
this
this
is
sort
of
it
might
be
the
sweet
spot.
It
shouldn't
create
an
unnecessary
bulge
later,
because
you
can
keep
basement
flooding
going
and
other
things
you
you,
you
don't
anticipate
having
to
go
back
to
something
higher
later
on,
barring,
of
course,
unforeseen
infrastructure
failure,
yeah.
C
So
so
this
the
the
1.5
percent,
allowed
us
to
sustain
the
programs.
We
made
adjustments
to
the
capital
program,
you'll
see
that
in
the
in
the
detailed
notes,
but
those
would
have
been
the
normal
adjustments
that
we
would
make
based
on.
You
know
the
project's
readiness,
whether
we
were
ready
to
tender,
whether
there
were
delays
in
deliverability.
C
C
Those
savings
that
we
get
from
the
operating
budget
were
put
into
the
model.
Some
of
that
offset
the
impact
of
the
rate
reduction
as
well
so
by
by
doing
that,
we
were
able
to
put
forward
a
capital
program
that
is
still
aggressive.
It
is
still
growing
still
meets
their
needs,
but
also
addresses
the
reduction
for
next
year.
D
Okay
and
and
just
one
last
question,
if
I
may,
mr
chair,
I
noticed
you,
you
did
operating
efficiencies,
but
I
noticed
on
the
the
the
the
the
graph
that
that
the
position
count
is
the
same
for
this
year.
There's
no
change!
There
are
all
those
positions
in
place
right
now
or
are
there
unhireds
within
that
position?
Count.
C
So
there
are
some
on
highers.
In
fact,
just
recently
there
was
a
report
that
went
forward
to
council,
where
we
added
21
positions
to
fund
much
to
be
funded
by
metrolink,
but
to
support
the
transit
program.
So
that's
why
you
don't
see
a
new
position
asked
because
it's
already
been
approved
and
inserted
in
the
base
budget
and
that's
why
you
see
the
salaries
and
benefits
going
up.
C
We
did
take
some
of
it
down
and
we
will
be
looking
at
our
salaries
carefully,
like
all
other
divisions
this
year,
because
we
do
have
to
watch
the
consumption
water
consumption
issue,
we
still
have
to
deal
with
the
impact
of
covis.
We
need
to
see
what
rebounds
and
when
we
have
seen
reductions
in
the
in
the
downtown
core,
for
example,
there's
less
water
being
used
in
some
of
these
office
buildings,
so
we're
being
careful
on
on
what
positions
we
fill.
E
Yes,
thank
you
very
much
and
I
would
echo
counselor
carol's
a
sentiment.
It
is
good
to
see
you,
mr
d,
geronimo.
Congratulations
on
what
is
a
a
very
good
looking
state
of
good
repair
backlog
outlook
for
the
coming
decade.
I
I
think,
if,
if
all
of
our
divisions
had
his
charts
like
that,
I
think
I
I
think
many
of
us
would
sleep
a
little
bit
better
at
night,
it's
nice
to
have
your
own
funding
stream,
though
I
would
say
that
that
gets
above
inflation
increases
on
an
annual
basis.
E
I'll
just
add
that
as
an
editorial,
so
we
had
at
infrastructure
and
environment.
Last
week
we
earlier
this
week
we
had
a
report
on
the
agenda
about
about
basement
flooding
changes
to
the
basement
flooding
program,
and
I
suspect
that
was
a
result
from
recommendation
16
of
last
year's
budget,
which
asked
directly
for
you
to
report
back,
which
I
think
is
is
by
the
third
quarter
or
in
the
third
quarter,
which
I
think
gives
perfect
timing
for
going
into
into
the
budget
process.
E
I
would
like
to
ask,
though,
because
there's
something
missing
from
last
year's
budget,
and
I
hate
to
point
that
out,
because
you
leave
very
few
eyes
undotted,
but
recommendations,
12
and
13
haven't
been
yet
addressed,
and
this
is
pertaining
to,
as
you
can
probably
guess,
our
stormwater
management
fee
that
for
years
we've
been
suggesting
so
recommendation.
13
was
that
you'd
report
back
on
the
consultation
by
the
budget
process
for
2021.
E
I'm
just
wondering
what
the
status
of
that
is.
If
we
could
expect
the
consultation.
As
far
as
I
understand,
at
least
from
people,
I've
talked
to
I'm
not
sure
that
we've
brought
it
out
to
the
public.
Yet
perhaps
there's
been
something
going
on
with
the
major
water
con
or
the
major
stormwater
producers
that
this
might
impact.
C
E
Lou
I
went,
I
waited
seven
years
for
the
industrial
water
surcharge.
I
think
I
can
wait
a
couple
more
months
for
the
storm
water
management
fee,
but
just
know
it
will
be.
The
same
tenacity
will
be
taken
on
this
particular
issue.
So
thank
you
very
much
and
congratulations
on
bringing
forward.
I
think
what
is
a
a
fairly
pragmatic
budget,
given
the
circumstances.
F
Yeah,
thank
you
lou.
Thank
you
very
much
now.
As
you
know,
good
news.
Last
week
we
we
made
an
announcement
with
the
mayor
and
the
the
minister
minister,
mckinney
and
minister
I'll
saying
about
the
funding
the
grant
the
money
that
we
receive
from
the
federal
government.
As
far
as
the
rock
cliff
area.
C
F
C
What
we
will
be
doing
in
toronto,
water
is,
we
will
be
re
reevaluating,
the
basic
flooding
study
area
for
rock
cliff
and
realigning
the
solutions
to
match
the
work
that
the
trca
and
transportation
services
will
undertake
in
that
area,
and
we
do
have
that
money
in
the
the
near-term
budget
to
do
that.
Local
improvement.
In
addition
to
that,
there
is
the
other
basement,
flooding
study
that
we're
doing
the
larger
black
creek
sanitary
trunk,
sewer
ea
that
you're,
aware
of
which
is
much
larger,
but
also
benefits
rock
cliff
in
in
this
budget.
C
A
G
So
first,
I
just
wanted
to
to
thank
the
team
in
solid
ways
to
help
prepare
this
budget,
adam
gerard
and
john
oswald,
as
well
as
the
the
dedicated
team
in
in
ppfna
with
analisa
and
lola,
and
we
couldn't
do
it
without
the
the
support
of
steve
mcfordy
and
david
troy
on
in
their
side
as
well.
So
it's
really
this
budget's
really
a
culmination
of
the
hard
work
and
dedication
of
the
team
and
we'll
get
right
into
it.
So
you
know
what
does
solid
waste
do?
G
So
you
know
why
do
we
do
this,
and
this
will
be
a
theme
throughout
the
budget
in
the
presentation
in
terms
of
our
outcomes,
and
we
do
this
to
make
sure
that
waste
is
collected
in
a
timely,
safe,
reliable
and
efficient
manner,
and
that
waste
is
managed
in
an
innovative
and
environmentally
friendly
and
fiscal
sustainable
manner.
And
what
are
the
services
that
we
do
provide
city
beautification?
So
that's
litter,
pickup
and
parks,
bin
collection,
as
well
as
residual
management.
G
G
Compliance
in
all
manners
is
100
and
we
couldn't
do
that
without
the
the
great
team
in
transfer
and
and
operations
with
daryl
your
warski
as
the
director
and
and
nadine
kerr
as
the
director
as
well
within
the
collections
profile.
As
you
can
see
here,
we
are
99.97
reliable
in
terms
of
our
collection.
So
what
this
means
is
that
on
in
any
given
year,
the
the
dedicated
folks
in
solid
waste
collection
led
by
lisa
duncan,
have
almost
70
million
touch
points
with
the
residents
in
toronto
and
99.9.
G
Seven
percent
of
those
are
collected
on
time
when
we
say
that
they're
going
to
be
collected
and,
of
course,
we're
not
perfect,
but
this
is
pretty
darn
close.
The
the
service
levels
that
we
provide
with
regards
to
environment
days,
not
to
get
into
the
the
covid
challenges,
but
we
were
able
to
provide
seven
this
year
versus
the
the
normal
minimum
26
up
to
51.
next
year.
G
Our
target
is
to
provide
seven
transfer
station
e
days
at
the
beginning
of
the
year
in
the
spring,
and
and
hopefully
the
the
coveted
piece
will
pass
and
we
can
offer
26
later
on
in
the
year
as
we
normally
do
in
the
communities.
But
if
covet
persists,
we
will
transition
those
26
in
community
e-days
to
transfer
station
days
and
that's
same
for
2022
target
as
well.
If,
if
kovid
is
has
passed
by
that
time,
we
will
again
offer
up
to
the
the
51
that
we've
historically
done.
G
G
What
we're
investing
in
this
year
is
is
a
number
of
fronts,
and
it
continues
on
our
investment
from
last
year's
budget,
where
we
are
moving
towards
outfitting
our
vehicles
with
side
guards
and
other
telematics
solutions,
gps
to
ensure
that
we
have
a
higher
level
of
safety
for
our
staff.
But
one
of
the
other
pieces
that
has
been
brought
in
this
year
is
a
new
training
center
at
the
kiel
valley,
landfill,
and
what
we've
been
able
to
do
is
increase
the
hours
of
training
for
our
our
occur.
G
The
the
next
rba
measure
is,
is
you
know
we
can
go
through
a
number
of
different
financial
metrics?
You
know
I'm
a
numbers
nerd
and
a
finance
guy,
and
I
could
probably
talk
about
that
for
for
hours
if
not
days,
but
I
think
what
really
matters
to
the
the
resident
and
the
customer
is
is
how
much
the
the
fee
is
going
to
go
up
year
over
year.
G
With
with
that
one
and
a
half
percent
funding
going
to
reserves
to
fund
our
capital
program,
the
the
challenge
with
the
utility
rate
is
we've
built
in
extended
producer
responsibility,
savings
into
our
overall
program
at
and
maintaining
a
three
percent
annual
increase.
However,
if
if
there
are
changes
to
the
regulations,
as
we
see
them
right
now
and
epr
does
not
come
to
fruition,
then
the
rate
would
ultimately
have
to
increase
to
defund
those
those
costs.
G
The
the
bottom
chart
really
identifies
and
isolates
the
percentage
of
green
bin
material
and
blue
bin
material.
That's
in
the
bin
that
can
actually
be
recycled
or
actually
be
used
in
a
beneficial
way
on
the
on
the
green
bin
side.
So,
as
you
can
see,
green
bin
materials
have
dropped
from
around
80
to
around
76
77
percent
and
we're
trying,
through
a
number
of
measures
in
this
budget,
to
to
bring
that
back
up.
G
We
will
be
looking
at
items
that
are
currently
in
the
system
and
items
that
the
province
has
recommended
to
be
put
into
the
system
to
see
if
there's
an
environmental
and
fiscal
efficacy
in
our
program
to
take
them,
because
not
all
organic
management
facilities
are
built,
the
same
and
and
the
drop
I
think,
really
can
be
attributed
to
some
of
the
the
challenging
packaging.
That's
in
the
in
the
industry,
right
now
with
the
labeling
of
compostable
and
biodegradable.
G
The
the
key
challenges
and
priorities
for
2021
and
really
for
multiple
years
moving
forward
is
the
extent
of
producer
responsibility.
We
we
don't
know
what
the
landscape
of
that
is.
Yet
we
do
have
draft
regulations
and
and
we're
going
to
comment
on
those
to
the
province,
but
where
they
land
we're
still
not
sure,
but
we
have
a
great
team.
That's
been
put
together
by
annette
cena
to
move
that
forward.
Also
on
the
organics
processing
capacity.
G
G
But
one
of
the
the
risks
that's
been
put
forward
by
the
provincial
government
is
that
local
municipalities,
who
cite
landfills
now
have
a
in
essence,
a
veto
on
on
approving
that
landfill
in
their
community,
as
well
as
communities
that
are
within
three
and
a
half.
Kilometers
of
the
landfill
also
have
that
ability
to
challenge
the
landfill
being
excited
and,
of
course,
the
the
challenge
with
with
mitigating
the
financial
impacts
for
residents
with
covet.
G
As
mentioned,
we
will
hold
the
line
at
around
one
and
a
half
percent
rate
increase
versus
the
the
2.7
percent
that
was
forecasted
last
year,
and
that
will
impact
us
by
around
three
million
dollars
per
year
and
compounded
over
the
the
10-year
horizon
it.
It
doesn't
have
a
an
impact
right
now
on
our
on
our
capital
program
or
our
our
reserve
funding
program.
G
As
long
as
we
revert
back
to
the
three
percent
projections
that
was
presented
last
year
as
well
as
this
year,
so
the
priority
actions
for
for
2021
really
align
with
the
risks
and
challenges,
climate
change
and
resiliency
that
builds
on
the
renewable
natural
gas
front,
extended
producer
responsibility.
We've
had
the
team
that's
aligned
to
help
us
transition
on
that
we're
working
on
organics
management
capacity.
G
The
landfill
capacity
constraints
are
being
investigated
right
now
and,
of
course,
our
priority
action
is:
is
health
and
safety,
advancing
vision,
zero
and
ensuring
that
our
our
staff
and
the
residents
in
the
city
and
the
visitors
are
are
safe
within
in
the
community
from
any
injury,
so
the
the
impacts
of
of
coven
in
the
recovery.
As
mentioned,
the
the
drop
from
the
estimated
2.7
increase
in
2021
down
to
a
one
and
a
half
percent,
is
around
a
three
million
dollar
impact
for
the
division.
G
We've
also
been
able
to
mitigate
some
of
the
the
impacts
financial
impacts
through
the
hiring
slowdown,
the
voluntary
separation
payment
and
another
other
staffing
measures.
We
we
don't
have
any
financial
impacts
from
cohid
capital,
wise
and
service
level,
as
I
mentioned
previously
on
environment
days.
G
G
Here's,
the
the
cost
drivers
instead
of
the
the
previous
view,
which
was
a
service
level.
This
is
the
specific
cost
drivers
and
you
know
just
draw
your
attention
again.
It's
it's
the
20.39
million
dollars,
variance
from
projection
to
our
budget,
which
is
really
driven
through
the
the
less
materials
coming
in
at
our
transfer
station
and
therefore
less
cost
for
us
to
process.
The
the
real
highlight
is
that
the
budget
year
over
year
is
being
maintained
at
a
flat
rate,
and
and
so
how
did
we
we
go
about
doing
this?
G
The
the
other
changes
is
a
slight
reduction
in
our
advertising
and
education
budget
to
align
it
to
historical
trends
of
our
spending.
We
don't
envision
that
it
will
impact
our
ability
to
continue
with
the
great
messaging
that
our
communications
folks
push
out
as
well
as
we're
looking
to
modernize
the
calendars
and
put
them
on
the
internet
and
have
digital
copies
versus
printed
copies.
G
The
the
other
piece
is
the
the
oversized
fee.
So
this
is
for
your
bulky
items
that
are
put
out
at
the
curb
every
couple
weeks
and
the
the
fee
has
has
increased
by
just
a
little
bit
less
than
four
dollars
to
make
the
overall
annual
fee
just
slightly
less
than
twenty
dollars.
And
when
you
look
at
a
value
for
money
perspective,
if
you
needed
to
get
a
refrigerator
or
a
couch
or
or
a
mattress
removed
from
your
house,
and
you
called
one
of
the
1
800
collection.
G
Folks
up,
it
likely
cost
you
20
for
them
to
pop
out
to
your
house
and
the
the
city
is
able
to
deliver
that
service
on
a
bi-weekly
basis
for
as
much
material
as
as
you
put
out
in
terms
of
bulky
for
a
flat
fee
of
20.
So
the
adjustment
in
that
is
is
related
to
strictly
cost
recovery
and
then
again
in
terms
of
balancing
actions,
we're
looking
at
hiring
slowdown
and
some
of
the
other
initiatives
that
have
been
rolled
forward.
G
Citywide,
the
the
overall
outlooks
and
projections
for
our
budget
are
are
consistent
with
with
last
year.
Assuming
that
we
are
provided
three
percent
in
2022
and
2023,
the
the
transfer
to
reserves
is
stable
to
fund
our
overall
capital
program
and
ensure
that
we
have
a
a
conservative
balance
between
debt
and
reserve
payments.
G
The
the
capital
budget,
so
solid
waste,
has
almost
800
million
dollars
of
assets
and
similar
to
toronto.
Water.
This
number
is
reflective
of
a
depreciated
cost,
and
the
replacement
cost
of
some
of
our
facilities
would
definitely
exceed
the
the
asset
value
that
we
have
here.
More
specifically,
we
have
a
number
of
transfer
stations
that
are
50
60,
even
70
years
old,
that
are
maintained
to
state-of-the-art
maintenance.
But
again,
when
we
look
at
the
book
value
the
asset
value,
it's,
it
doesn't
reflect
the
the
actual
replacement
value
of
our
assets.
G
G
Is
100
dedicated
to
the
the
three
first
nations
communities
that
are
close
to
the
to
the
landfill
and
making
sure
that
we
have
a
constructive
collaborative
work
arrangement
in
order
to
move
this
very
important
project
forward,
the
the
capital
program
is
funded,
as
I
mentioned
before,
from
recoverable
debt
and
from
reserve
money,
and
it's
right
here.
It's
around
a
50
50
split
over
the
10-year
horizon,
and
it
does
vary
year
over
year
based
on
the
the
types
of
assets
that
are
being
developed.
G
Our
capacity
to
spend
this
year,
as
as
you
can
imagine,
with
some
of
the
the
issues
with
covert
and
and
staffing
challenges.
Working
from
from
home
has
been
balanced
with
with
the
past
number
of
years,
but
we're
looking
at
increasing
our
ability
to
spend
this
year
through
some
adjustments
within
our
organization
and
additional
accountabilities
on
our
construction
teams
to
end
procurement
teams
to
drive
this
spend
rate
forward.
B
Start
thanks
very
much
mr
chair
and
thanks
for
the
presentation
matt,
I
have
sort
of
two
lines
of
questioning
that
I'm
curious
about
in
your
key
challenges.
You
list
the
lack
of
organics
processing
and
further
on
you
talk
about
building
a
third
digester.
Does
the
third
digester
deal
with
that
or
do
we
still
have
an
issue.
G
B
G
So
through
you,
mr
chair
of
the
council,
the
the
education
budget
was
reduced
by
approximately
one
million
dollars
this
year
and,
and
that
was
really
for
the
communication
pieces
and
and
we're
looking
at
different
ways
to
digitize
our
service.
Offering
and
really
looking
at
streamlining
the
the
budget
ask
to
what
our
historical
spend
rate
has
been.
We
don't
anticipate
any
impact
with
with
our
overall
communications
ability.
B
G
G
G
B
I'm
utterly
powerful
and
it
must
be
that
I'm
I'm
slow
today.
But
if
I'm
looking
at
page
nine,
I'm
looking
it's
the
operating
budget
submission
I'm
looking
at.
Oh,
that's
I'm
looking
at
revenues
oops
okay,
so
we
are
losing
a
million
out
of
education
and
enforcement
right,
okay,
and
so
we
had
budgeted
five
and
only
spent
three.
Why
are
we
not
trying
to
bring
our
spending
back
up.
G
So
counselor
the
the
historic
kind
of
spending
trajectory
that
that's
available
aligns
with
with
our
budget
that
we've
put
forward.
Also,
one
of
the
other
impacts
is
the
the
moving
of
the
calendar,
which
is
around
an
eight
hundred
thousand
dollar
expense,
we're
moving
that
to
a
digital
offering
versus
versus
the
the
hard
copy.
So,
overall,
the
the
reduction
is
around
1.8
million
dollars
net
in
in
that
so.
G
B
B
B
G
So
through
you
counselor,
mr
chair
to
the
council,
the
the
the
contracted
equipment
in
district,
one
and
district
two
have
gps
and
they're
monitored,
and
the
in-house
equipment
in
district
three
and
four
they
do
not
have
gps,
they're,
actively
managed
and
monitored
by
the
supervisors
on
the
road,
and
that's
part
of
the
work
that
we're
looking
to
to
do
in
terms
of
the
telematics
is
to
ensure
that
gps
is
is
on
our
fleet.
So
we
can
better
manage
the
routes
and
then
look
for
efficiencies
in
that
front.
B
G
So
through
you,
mr
chair,
the
counselor,
we've
we're
doing
a
pilot
right
now
with
a
number
of
technologies
to
identify
the
service
provisions
and
and
the
scope
of
work
that
we'd
like
to
see
on
the
final
product.
We're
hopeful
to
have
them
on
our
vehicles
within
the
next
18
months
and
we're
working
diligently
with
fleet
services
to
to
make
sure
that
we
get
it
them
as
soon
as
possible.
B
A
D
D
G
D
G
So
that's
kind
of
scaled
it
back,
but
we've
actually
developed
a
new
unit
within
solid
waste
of
we
called
engagement
and
stakeholder
engagement.
So
we
we
have
a
number
of
individuals
that
will
be
moving
forward
with
that
from
a
staff
perspective,
and
it's
just
a
matter
of
balancing
out
when
is
the
best
time
to
bring
them
on
board
with
the
copic
challenges
that
we
have
right
now.
E
E
G
E
Okay,
on
the
your
first
slide
or
your
first
set
of
slides
with
the
service
levels,
I
I
think
we're
going
to
probably
ask
at
some
point
in
time
for
a
breakdown
of
the
collection
piece.
The
first
bullet
point,
because
I
think
this
year,
more
than
others-
and
I
think
we
can
anticipate
next
year-
we're
seeing
increased
use
in
our
green
spaces,
and
that
is
an
end
without
people
inside
restaurants
and
eating
outside
that's
generating
a
significant
amount
of
waste.
E
I
think
most
counselors
have
probably
felt
this
that
the
amount
of
waste
being
produced
is
above
average
in
their
green
spaces,
and
we
may
need
to
allocate
additional
resources
for
clearing
those.
So
it
would
be
interesting
to
see
sort
of
how
that
frequency
is
determined
and
what
it
is
for
parks
versus
streets
versus
litter,
litter
collection
on
slide
on
slide
19.
You
have
a
budget
versus
actual
graph,
and
I'm
just
curious
because-
and
I
might
be-
I
might
be
reading
this
incorrectly-
it
appears
this
is
on
slide
19.
E
G
Yeah
the
the
challenge
with
the
the
2020
numbers,
counselors,
there's
a
lot
of
it's
aligned
with
the
the
dufferin
expansion
and
there
were
some
challenges
in
getting
to
substantial
completion
which
we're
still
trying
to
to
iron
out
right
now
with
with
the
vendor
and
as
well
as
just
regular
challenges.
With
with
with
procurements
and
managing
some
of
the
contractors
which
which,
again
with
our
team,
we
we've
looked
at
that
and
how
to
increase
that
this
year.
G
Moving
forward,
we've
we're
bringing
on
a
number
of
staff
within
infrastructure
and
resource
management
and
we're
also
looking
at
how
we
do
things
in
our
transfer
station
landfill
operations
group
to
to
bring
that
number
up
and
more
than
happy
to
kind
of
walk
through
the
breakdown
of
what
those
projects
are
with
you
and
not
a
problem.
But
the
majority
of
it
would
be
the
larger
expansion
of
of
the
dufferin
organics
management
facility.
E
G
G
So
solid,
solid
waste
in
general
has
that
revenue
source
being
a
rate-based
program
and
what
we've
done
is
we
look
at
the
capital
projects
to
align
them
to
useful
life
and
see
which
ones
would
be
best
allocated
with
debt
versus
reserve
funding,
and
then
those
projects
are
funded
with
debt.
That
debt
is
then
subsequently
over
the
10
or
15
or
20
year.
Duration
of
of
that
debenture
is
paid
off
by
the
solid
waste
rate
payer
through
the
program.
H
G
Through
mr
chair
to
the
council,
what
we've
planned
on
is
is
seven
transfer
station
days
in
the
spring,
just
due
to
the
covid
situation
that
we're
in
and
then
having
the
26
events
in
the
in
the
summer
to
fall
all
coveted
dependent.
If,
if,
through
the
the
medical
officer
of
health,
it's
deemed
that
we
shouldn't
have
those
community
events.
We
will
then
offer
seven
additional
transfer
station
days
in
the
in
the
summer
and
the
fall.
H
Okay,
thank
you
because
the
one
that
there
was
only
one
in
scarborough
for
650,
000
people
and
lineups
were
up
around
the
corner
well
over
a
kilometer
long.
So
if,
if,
if
you
just
use
that
model,
it
sounds
much
better
to
have
one
in
the
spring
and
and
in
the
fall
council
laden
started
to
touch
a
little
bit
on
this
about,
like
the
changes
that
we've
seen
in
behavior
this
year.
Is
there
do
you
know
total
volume
wise
where
you're
falling
out
so
there's
been?
H
G
So
so
generally,
it's
it's
flat
like
the
the
green
bin
program
is,
is
up
around
one
percent
sort
of
about
three
thousand
tons
in
in.
In
total,
the
the
garbage
is
around
one
percent.
The
the
recycling
is,
is
down
around
six
thousand
tons,
so
around
four
percent
and
the
organics
program
is
down
slightly
around
one
percent,
so
around
a
thousand
tons
or
so
so
you
know
on
a
a
confidence
level,
a
statistical,
it's
it's
really
it's
flat.
G
H
H
I
know
you've
been
working
really
hard
on
that
and
then
my
last
question
is
I
I
in
my
mind
I
it
may
not
show
up
statistically,
I
do
feel
like
single
use
is
up,
and
maybe
maybe
consumerism
in
general,
and
some
things
is
down
and
single
uses
up
and
that's
why
you're
coming
in
flat,
but
is
in
terms
of
you,
spoke
about
education
and
stuff
like
that.
Like
is
everything
included
in
here,
fully
funding
your
single-use
study
and
the
phase-up
phase
out
of
those
materials
and
that
kind
of
educational
portion
of
things.
G
So
the
with
regards
is,
through
you
accounts,
mr
chair
to
the
counselor.
With
regards
to
the
single
use
initiative.
There's
you
know
a
challenge
with
the
federal
government's
recent
announcement
of
phasing
out
the
some
single
use
items,
so
we
want
to
make
sure
that
we
are
aligned
with
their
approach
and
and
not
implementing
measures
that
are
incongruent
to
their
policy
pieces.
So
we
we
are
funded
divisionally
to
to
move
that
forward.
F
G
F
F
F
And
just
a
comment
as
far
as
the
environment
days,
and
so
I
had
one
as
well
at
the
transfer
station
on
ingram
and
I'll,
tell
you
like
it
was
the
it
was
bumper
to
bumper.
People
were
all
on
all
the
streets
waiting
to
get
in,
so
it
was
very
successful
and-
and
I
want
to
congratulate
your
staff
as
well
when
it
came
to
the
composting
that
they
were
assisting
the
the
the
residents
and
putting
the
compost
in
their
trunk
and
it
was
really
appreciated.
F
A
D
D
They
really
get
go
to
the
transfer
station.
It's
free
today
and
everything's
gonna
happen
in
one
place.
They
seem
economically
efficient,
labor,
efficient
and
everything
else.
So
I'm
hoping
you
will
look
at
that
this
year,
maybe
not
within
the
2020
budget
but
or
2021
I
should
say,
but
going
forward,
reaching
some
sort
of
compromise
with
environment
days,
because
the
community
seems
to
love
doing
them
directly
at
the
transfer
station.
D
B
H
Thank
you
very
much
good
afternoon.
Thank
you.
Heather
I'd
like
to
first
start
by
thanking
all
of
our
employees
as
well
for
responding
quickly
to
the
exceptional
challenges
created
by
covid,
supporting
city
initiatives
and
working
quickly
and
tirelessly
to
remove
or
relocate
equipment
while
working
remotely
excuse
me.
A
H
Because
of
your
dedication.
Tpa
has
met
all
of
the
challenges
of
a
very
difficult
year.
Oh
sorry,
focusing
on
slide
10.
I
would
like
to
to
highlight
the
coveted
impacts
to
our
operations
and
how
we
are
addressing
the
recovery
throughout
2020.
Our
focus
remained
on
managing
cash
flow,
prioritizing
strategic
projects
to
ensure
sustainable
operations
and
a
strong
recovery
post
pandemic.
H
H
Software
success
factors
and
sap
analytics
applications
for
2021.
Our
focus
continues
on
managing
risk
and
a
great
uncertainty
in
preserving
our
cash
flow.
We
will
be
replacing
end
of
life
customer
facing
software
and
systems,
particularly
our
permitting
and
reservation
system
to
modernize
our
parking
management
services
offering
in
order
to
support
meeting
our
revenue,
growth
targets
and
sustainability
by
offering
professional
competitive
parking
services
to
other
city
agencies,
developers
and
property
owners.
H
A
A
H
H
As
a
result,
program
losses
are
expected
in
2020
and
21
for
law
sponsorship
as
ridership
revenue.
Growth
alone
is
not
sufficient
to
cover
operating
costs.
A
further
system
expansion
is
not
being
budgeted
or
contemplated
for
2021
at
this
time.
That's
that's
our
highlights
and
we're
happy
to
answer
any
questions
you
may
have.
Thank
you.
D
Mr
chair,
I
have
a
procedural
question.
Yes,
because
this
is
maybe
you
can
help
me,
because
I
know
that
the
for
obvious
reasons,
the
budget
schedule
had
to
happen
sort
of
last
minute
parking
authority
is
one
where,
where
I
really
like
to
dive
into
capital,
when
will
we
get
the
the
full
length
printed
reports?
When,
when
will
we
have
the
analyst
notes.