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From YouTube: Budget Committee - February 6, 2019 - Part 1 of 2
Description
Budget Committee, meeting 2, February 6, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15451
Part 2 of 2: https://www.youtube.com/watch?v=MWWreShVt7w#t=8m6s
Meeting Navigation:
0:11:33 - Meeting resume
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A
You
okay
I'd,
like
to
call
the
meeting
to
order,
please
if
everybody
can
grab
their
seats,
we
do
have
quorum
and
I'd
like
to
resume
the
second
meeting
of
the
Budget
Committee.
Now
today,
I'm
just
going
to
do
a
rundown
of
what
to
expect
in
the
next
couple
of
days.
This
is
the
second
and
final
day
of
budget
deliberations.
We're
gonna
be
hearing
from
the
remainder
of
the
boards
and
agencies
tomorrow,
we're
gonna
be
getting
into
the
public
deputations,
so
I
just
want
to.
Let
everyone
know
that
at
City,
Hall,
there's
gonna
be
two
subcommittees.
A
The
one
subcommittee
with
three
councilors
will
be
hearing
deputations
at
City
Hall
here
from
9:30
to
5:00
p.m.
and
then
6:00
p.m.
onwards.
Depending
on
how
many
deputations
there
will
be
there'll,
also
be
public
deputations
in
Scarborough,
Civic,
Center
from
3
to
5
p.m.
and
then
from
6
p.m.
onwards
next
week,
or
on
Monday
February
11th
will
the
subcommittee's
will
be
going
to
North
York
and
the
Etobicoke
Civic
Center's,
again
a
3
to
5
p.m.
ton
and
a
6
p.m.
onwards?
A
If
you
wish
to
present
to
the
budget
committees,
please
register
in
advance
to
the
city
clerk
by
emailing,
bu
c
at
toronto
CA
and
indicating
your
preferred
location
and
session.
So
today
we're
going
to
be
there's
a
number
of
presentations
from
the
accountability
officers
this
morning
and
there'll
be
a
presentation
from
the
TTC
this
afternoon.
I
just
want
to
let
everybody
know
they,
even
though
they're
with
the
for
accountability
officers.
A
A
In
fact,
some
of
the
briefing
notes
that
we've
seen
in
the
past
are
actually
more
reports,
as
opposed
to
briefing
notes,
so
it
gives
us
an
opportunity
to
at
least
review
them
to
make
sure
that
if
anything
staff
have
the
appropriate
time
to
be
able
to
do
that,
so
the
intent
is
to
ensure
that
any
briefing
note
request
comes
in
is
honored
and
is
moved.
But
if
you
could
just
get
them
in
by
lunch
would
be
good
because
we'll
be
moving
them
after
the
TTC
report.
A
So
it'll
be
actually
as
I
understand
in
the
afternoon.
The
CEO
wasn't
available
till
after
lunch.
So
depending
on
how
things
go
this
morning,
we
may
just
recess
a
bit
early,
but
we
were
again
because
they
couldn't
actually
make
it
till
after
lunch.
So
that's
how
we
worked
out
the
schedule
so
we'll
just
we'll
just
play
it
by
ear
and
we'll
see
how
the
morning
goes.
A
Why
don't
we
begin
with
so
we
have
the
rundown
of
what's
going
to
be
happening.
The
first
group
will
be
I,
guess
titled.
Other
agencies
there's
no
presentations,
but
there
will
be
questions
so
what
I
will
do?
I
will
just
run
down
the
name
of
each
of
the
agencies
and
I
do
I
know
we
have
the
representatives
there.
A
So
if
there's
any
questions
before
the
the
CEOs,
who
are
the
representatives,
get
up
we'll
assess
whether
there's
some
questions
and
if
there's
no
questions
and
we'll
just
move
on
to
the
next,
so
we
don't
have
a
lot
of
people
getting
up
with
no
questions.
So
we'll
begin
with
the
association
of
community
centers.
Are
there
any
questions
on
that.
A
B
Perfect,
perhaps
just
in
this
moment
of
agencies
in
their
entirety
and
have
if
there
are
no
questions
of
them,
have
them
just
dismiss
them.
I
have
them
go
back
at
work?
Does
that
does
that
make
sense?
Because
I
don't
have
many,
particularly
in
the
next
in
the
first
couple?
Okay,
does
that
make
sense,
yeah.
A
Okay,
so
why
don't
we
do
that,
so
we're
just
going
to
go
through
to
see
if
any
of
the
questions
on
any
of
the
agencies
or
divisions
are
your
actual
agencies?
Are
there?
So
we
have
a
community
center
of
Association
of
community
centers.
We're
gonna
have
questions
any
questions
on
an
exhibition
place.
Okay,
we
have
Exhibition
Place
heritage,
Toronto.
A
A
A
At
this
point,
I,
don't
see
any
questions.
Yonge
Dundas
Square
no
create
T,
Oh,
yeses
questions
with
that
Toronto
parking
authority
questions,
TRC
a
questions
and
the
Toronto
atmospheric
fund,
okay,
and
then
we
have
all
the
other
corporate
services.
Well,
let's
just
start
with
that.
For
now
so
association
of
community
centers
councillor
Bradford,
you
had
questions.
C
D
The
chair
on
page
19
of
the
analysts
notes,
there's
a
chart
that
provides
the
ratio
of
corps
to
program
funding,
so
the
basic
deal
for
the
AOC's
is
the
city
covers
their
core.
They
have
to
go
out
and
fundraise.
All
of
the
program
funding
this
chart
gives
you
the
comparison
between
the
ten
centers
on
how
much
they
fundraise
other.
C
D
C
D
Overall,
there
has
probably
been
a
slight
increase.
Some
centers
are
extremely
adept
at
raising
funds.
The
519
Church
Street
would
be
a
good
example
of
that
other
smaller
centers
without
some
of
the
local
assets
have
more
of
a
challenge.
We
have
been
working
with
them
and
encouraging
them
over
the
last
few
years
to
put
a
bit
more
attention
to
their
non
core
funding
and.
C
D
E
F
A
G
G
H
Exhibition
Place,
we
had
work
with
hydro
for
the
last
couple
of
years
because
they
were
going
to
take
it
over
because
I
wanted
the
capacity
to
service,
not
only
Exhibition
Place,
but
a
parallel
community.
They
have
decided
not
to
go
down
that
route
and
the
infrastructure
needs
to
be
fixed.
Otherwise
it
it's
deteriorating
it's
starting
to
fail
and
starting
effect
shows
and
with
the
opening
of
the
hotel
and
feel
and
everything
there
and
all
the
tenants.
It's
important
that
the
infrastructure
be
fixed
over
the
next
10
years.
So.
G
Because
that
infrastructure
is-
and
here
I'm
reading,
50
years
old,
has
reached
the
end
of
their
life
and
failure
to
proceed
could
result
in
electrical
system
failure
causing
substantial
financial
losses
to
Exhibition
Place
and
its
commercial
tenants
on
the
ground.
Yes,
so
we're
not
paying
for
that
in
this
budget,
we're
just
leaving
that
out
there
hanging
is
that
it
says
unmet
needs
yeah.
H
G
H
Three
mister
chair
right,
that's
true!
So
as
our
friends
that
Exhibition
Place
have
identified,
we
have
in
fact
been
able
to
accommodate
funding
for
the
first
couple
years,
so
they
could
get
started
with
the
most
critical
repairs
and
then,
as
we
come
to
the
next
year's
budget,
we'll
see
what
we
can
add
going
forward.
So
they'll
be
doing
this
employees.
G
A
A
I
J
We're
hoping
to
we're
evaluating
the
design
net,
dynamic
pricing
proposals
now
and
we
hope
to
have
a
decision
made
in
the
next
few
weeks
and
we
have
evaluated
all
our
systems
to
be
able
to
accommodate
the
quick
change
so
it
to
be
usually
about
eight
weeks
to
implement
the
dynamic
pricing.
Once
you've
selected,
the
appropriate
service
provider
and.
J
The
one
that
will
have
the
that's
gearing
up
to
have
an
impact
is,
first
of
all,
the
winter
Zuma
bailiff.
We
have
a
winter,
a
winter
vehicle
that
gets
individuals.
This
is
a
very
big
site,
so
easy
to
walk
around
in
the
summertime,
but
tough
to
walk
around
in
the
wintertime.
But
we
do
have
core
buildings
that
we
are
planning
to
have
a
short
and
zoomable
route.
That
would
take
visitors
from
the
main
entrance,
to
close
to
say
our
in
the
Millea
pavilion,
which
is
the
first
stop
along
the
route
from
the
main
stop.
J
I
J
J
That's
sitting
in
the
state
of
good
repair
now
is
for
our
Arang
outdoor
exhibits,
so
that
makes
up
about
half
of
what
the
state
of
good
repair
amount
is
for
2019
and
it's
a
carry
forward
from
2018
as
well,
so
that
project
is
in
design
right
now
and
for
opening
halfway
through
our
spring
of
2020
so
and
on
this
on
the
state
of
good
repair
side,
we
are:
we've
had
issues
with
state
of
good
repair.
Just
recently,
we
had
our
our
main
pavilions
into
Malaya
and
African
rainforest.
J
Are
the
high
peak
glass
circa
1974
they've
been
buildings
there
since
1974,
it's
very
difficult
there?
Arc
is
actually
significant,
so
we're
looking
at.
We
just
had
some
glass
panes
break
in
the
past
week,
which
we've
getting
getting
glass
is
one
thing,
but
getting
companies
that
will
actually
get
up
there
to
repair
them.
I
J
J
While
we,
we
actually
have
to
secure
so
first
priorities
to
secure
the
public
safety
from
what
inside,
so
we
had
to
close
close
sections,
but
which
is
now
fully
reopened
and
get
someone
in
to
fix
the
glass
right
away.
However,
the
larger
issue,
the
fact
that
those
are
basically
single
single
pane
glass
and
over
time,
we
will
have
to
through
state
of
good
repair,
get
those
Peaks
and
glass
of
those
two
pavilions
replaced.
J
I
J
We're
looking
we're
always
looking
at
a
large
menu
of
seasonal
events,
we're
actually
looking
at
broadening
and
getting
more
seasonal
events
that
will
come
early
in
the
year
and
also
finish
off
the
year
with,
with
you
know,
events
that
will
get
individuals
out
there
in
the
in
the
off
season
or
the
lower
season.
We
generally
have
don't
have
a
lot
of
trouble
attracting
people
during
the
summer
months.
J
However,
we
are
still
significantly
impacted
by
weather,
whether
that's
extreme
cold,
a
lot
of
extreme
cold
in
the
beginning
of
2018,
which
impacted
2018
and
also
heat
and
rain
during
the
summer,
but
and
a
lot
of
cold
so
far
this
year,
but
to
get
people
out,
we,
as
I,
said
the
winter
zoomable,
and
also
where
we're
entertaining
the
possibility
of
a
major
event
that
would
go
from
the
October
time
frame
through
the
end
of
March,
which
would
get
people
to
enjoy
something.
What.
J
New,
the
new
Toronto
Zoo
Wildlife
Conservancy,
we're
in
the
process
of
recruiting
an
executive
director
now
and
that'll,
be
posted
later
this
week,
and
we've
been
working
with
we
recruitment,
firm
k-ci
to
in
that
recruitment
and
we're
hoping
that
a
new
executive
director
with
the
ability
to
bring
on
some
new
staff
new
compliment
separate
legal
entity
from
the
Toronto
Zoo.
So
it's
not
part
of
the
its.
We
have
influence
over
their
budget,
but
it's
not
part
of
the
City
of
Toronto.
J
G
I'm,
looking
at
the
analysts
notes,
page
30-
and
this
is
the
unmet
capital-
needs
not
included
in
their
recommended
10
year,
capital
plan.
There
are
two
three
large
ones
there.
The
first
one
is
building
services
improvements,
so
this
says
that
you
require
12
and
a
half
million
dollars
to
address
service
and
maintenance
needs.
Can
you
give
me
a
sense
of
what
those
are
well.
J
Specifically,
the
building
and
services
unmet
needs
that
was
identified
in
our
recent
building
audit.
We
had
a
site
audit,
we
had
a
building
on
it
and
now
we're
in
the
process
of
a
sight
on
it.
This
year,
which
is
going
to
identify
all
the
priorities
from
a
SOG
our
standpoint
over
the
next
ten
years
and
and.
G
J
Well,
that's
right.
Our
debt
limit
right
now
is
our
debt
funding,
as
is
six
million
dollars.
Generally
six
million
dollars
a
new
debt
each
year,
and
it's
so
we
have
prioritized
accordingly,
so
the
items
that
are
most
imminent
and
the
highest
needs
are
within
our
current
debt
target
and
the
items
that
we
can't
fit
in
there
we
put
we've
identified
and
they're
unmet
needs,
but
these.
K
J
We're
not
yes,
so
big
drop
between
2017
and
2018.
We
had
a
significant
amount
of
sponsorship.
Assistance
with
the
five-year
panda
exhibit
so
that
not
naturally,
we
anticipated
a
decrease
in
2018,
not
to
the
extent
that
it
decreased,
but
we
are
hoping
through
its
we're,
not
quite
decided
yet
on
whether
or
not
the
we
look
at
sponsorships
as
more
a
business
development
side
of
the
offense
as
opposed
to
an
actual
fundraising
donation
side,
that's
more
of
the
business.
J
So
it's
likely
that
sponsorships
will
remain
within
the
zoo's
portfolio,
the
Toronto
Zoo,
as
opposed
to
moving
over
to
the
new
Conservancy.
But
we
are
actively
we
have
a
Business,
Development
Officer,
positioned
where
currently
it's
currently
vacant
the
individual
left
early
in
the
year,
and
we
are
actually
looking
to
re
kind
of
reorganize.
How
we're
going
to
be
looking
at
sponsorships.
L
Just
following
on
that
line
of
questioning
the
time
period
you
just
subscribe
is
the
time
period
during
which
there's
a
big
conversation
about
selling
the
zoo
and
now
we're
keeping
it
open.
But
we're
deferring
its
capital
is
your
direct
correlation
and
in
the
stability
of
the
organization
and
its
state
of
good
repair
to
the
attractiveness
to
sponsor
it
for
larger
sponsorships.
L
J
Sector
we're
up
against
the
the
special
needs
sector
in
terms
of
cancer,
research,
etc.
So
so
it's
it's
very
competitive,
but
our
brand
is
very
if
you,
if
you
look
at
how
strong
the
brand
is,
the
brand
is
very
strong
for
the
Toronto
Zoo
there's
a
lot
of
people
that
that
specifically
support
the
the
brand,
and
so
we
will.
We
feel
very
positive
about
you
know
with
with
making
improvements
gradually
through
the
capital
program.
J
The
support
that
we
get
from
the
city
and
also
our
operating
initiatives
to
is
widening
our
breaths
of
special
exhibits
all
year
round
and
bringing
in
a
vehicle
that
will
bring
people
around
the
zoo.
We
feel
very
plausible.
It's
the
sustainability
of
the
zoo,
it's
it's
I'm,
not
gonna,
say
it's.
It's
never
been
better,
but
it's
it's
heading
in
the
right
direction.
Okay,.
C
This
I
think
is
maybe
to
financial
planning
the
budget
and
I'm.
Just
specifically
looking
at
the
piece
about
the
Ted
Reeve
arena,
the
vinyl
bubble
structure
there
is
coming
towards
end-of-life
and
it
was
noted
in
the
notes
that
the
vinyl
is
contingent
on
capital
funding
being
available
within
the
parks,
forestry,
recreation,
capital
budget
and
plan.
I
was
just
wondering:
do
we
have
this
accounted
for,
specifically
in
the
PF
in
our
budget
for
2019
or
future
years?
H
G
This
is
just
sort
of
a
general
question
of
a
crate,
oh
and
how
we're
handling
public
assets
so
I,
don't
I,
don't
see
this
discussed
anywhere
here,
but
it
does
mention
the
housing.
Now
now
when
Krejci
Oh
was
established,
my
understanding
was
counsel
had
said
and
been
told
by
city
staff
that
the
purpose
was
not
to
dispose
of
city
assets
in
order
to
generate
revenue,
am
I,
correct.
E
G
That
I
wanted
to
make
sure
of
that,
because
I
read
in
a
recent
staff
report
that
if
we
didn't
use
some
of
our
surplus
land
for
housing
now
that
it
would
have
simply
been
sold
off
for
condos
and
I
wanted
to
get
it
clear.
Your
mandate
was
never
to
sell
any
of
our
land
for
condos.
It
was
always
to
use
our
land
for
city
building
purposes,
so.
E
Through
the
chair,
I'm,
just
gonna
just
play
back
a
little
bit
of
a
few
years.
What
we
had
done,
actually
the
old
built
ronald
a's
counterparts
there
there
had
been
surplus
properties
through
council
would
that
we
had
approval
and
aid
of
actually
the
problems
of
housing.
Now,
actually,
our
part
of
the
house
are
part
of
the
the
bill.
G
G
G
It
I
could
do
housing
now
staff
report
that
was
in
front
of
Council,
okay,
I
say
that
one
yes,
that
paragraph
appeared
there
and
I
just
wanted
to
make
sure,
because
some
people
in
the
public,
you
know
she
said
I've,
read
that
report
and
it
says
that
we
were
gonna,
sell
the
land
for
condos.
That
was
never
the
intention.
I
would.
G
C
E
C
E
C
C
E
I'd
like
to
correct
a
little
bit
of
that
councillor,
I'd
say
in
the
beginning
of
Bill
Toronto.
We
may
have
seen
that
as
as
actually
selling
the
assets
in
that
way,
but
in
the
last
few
years,
or
so
with
the
the
with
new
executive
folks,
there
they've
actually
started
to
change
that
and
we
started
to
see
a
lot
more
affordable
housing,
a
lot
more
city,
building
discussions
and
now
with
créteil,
we'll
see.
Obviously
it
accelerate.
That's.
F
There
is
a
lot
going
on
so
in
just
a
bit
of
background
to
create
create
teal.
We
took
the
legacy
staff
of
two
corporations:
Bill
Toronto
and
T
PLC.
There
were
a
lot
of
savings
realized
there
that
we
reinvested
into
the
new
pillars
that
we
added,
which
were
the
customer
relationship,
management
pillar
and
the
portfolio
strategy
pillar
this
year,
as
we've
dived
further
into
the
portfolio
strategy
pillar.
You
know:
we've
seen
that
there's
a
lot
of
work
to
be
done.
F
C
It's
important
work:
the
budgets
talking
about
the
portfolio
strategy,
budget,
references,
the
availability
of
surplus
city
properties
to
develop
as
a
stress
for
the
future
financial
sustainability,
create
tío.
You
know.
So
we
need
to
have
these
properties,
how
many
properties
have
been
deemed
surplus
and
are
awaiting
transfer
to
cRIO,
based
on
the
project
and
process.
E
Through
the
through
the
chair,
we'll
come
back
to
counter
Bradford
I.
Don't
have
that
with
me
right
now,
but
there
are
about
three
properties
that
from
the
housing
now
that
we'll
be
working
with,
but
all
the
surplus
kratie
all
has
quite
a
few
cerana
has
some
quite
a
few
surplus
still,
but
there's
none
that
are
hanging
hanging
out
there
right
now,
we'll
come
back
to.
E
C
Final
question:
the
budget
references
are
required
and,
and
in
our
meeting
I,
have
with
create
Co
as
well
like
a
change
to
the
current
financial
model
that
might
be
necessary
to
sustain
great
EO
over
the
long
term.
Can
you
outline
what
that
change
is
required
and
how
this
will
help
create
Tio's
long
term
sustainability
through.
E
The
through
the
chair,
what
we're
doing
with
financial
planning
in
the
city
of
toronto
is
joseph
live
Eden
and
Heather.
Our
CFO
we're
looking
at
the
actual.
Let's
the
financial
model
for
create
a
land
look
and
what
we
actually
want
to
work
with.
Citywide
is
looking
at
the
entire
capital
portfolio
from
a
city
perspective
and
actually
looking
at
the
operating
operate,
operating
costs
and
then
coming
back
with
what
the
actual
financial
model
should
look
like
for.
Krejci
o
creat
a
Liz,
an
enabler.
E
I
F
Through
the
chair,
so
I
don't
have
the
exact
numbers
in
front
of
me
here.
They
would
be
part
of
the
2018
notes,
but
on
average
there
was
about
three
million
dollars
of
savings
that
were
realized
by
combining
bill
trono
and
T
plc.
The
former
organizations
in
to
create
teo
and
those
savings
were
then
reinvested
into
building
out
our
new
pillars
in
terms
of
the
CRM
pillar
and
the
portfolio
strategy
pillar.
F
E
If
I
can
just
compliment
that
a
little
bit
through
the
chair,
when
we
went
to
council
back
in
2017,
2016
and
2017,
the
the
actual
model
was
approved
overall
from
a
citywide
real
estate
we
had
Ashley
stated
there
was
about
a
billion
dollars
of
operating
costs
and
just
over
a
billion
of
capital,
and
we
and
when
we
had
worked
with
Deloitte
regarding
what
the
possibility
could
be
from
a
benchmark
perspective.
We
had
talked
about
a
potential
operational
efficiency,
but
also
reinvesting
back
into
the
organization
of
about
five
to
10
percent
of
operating.
E
E
There's
a
three
year
incubation
we're
in
our
second
year
right
now,
where
it's
going
to
start
seeing
some
of
that
change,
especially
the
activities
could
be
in
consolidate
between
groups,
so
we'll
be
coming
back
in
2019
with
what
that
potential
efficiency
was
to
to
invest
back
into
the
organization.
So
that
is
kind
of
a
plan
we
planned
that
out
with
some
of
these
parameters
and
we'll
be
coming
back
with
that.
Okay,.
K
We
haven't
had
any
community
consultation
meetings
at
all,
so
with
the
new
model,
do
we
have
protection
for
the
community
that
we
don't
inform
them
after
the
sale
is
done
and
what
the
use
is
after
the
sale?
And
how
are
we
going
to
consult
with
the
community
in
the
future
because
we
haven't
had
any
consultation,
especially
when
the
land
is
contaminated
through.
E
The
chair-
and
there
is
a
process
of
protocol
through
through
how
we
actually
sell
land
and
I,
actually
and
and
the
one
that
you're
referring
to
counsel
Nancy
hata.
So
that
is
part
of
the
process
we
have
internally
in
the
city,
as
well
as
with
current
EO,
and
that
should
not
be
happening
going
forward.
B
All
right,
thank
you
very
much.
Okay,
so
can
I
just
get
this
straight,
so
you're
in
a
three-year
incubation
period
right
now,
where
you're
building
out
the
organization
so
you're
still
relying
on
facilities
in
real
estate
on
the
on
the
real
estate
management
end,
because
that
was
eventually
going
to
all
get
consumed
by
a
central
agency.
So.
E
Threw
the
chair
a
counter
Laden,
the
actual
organization,
the
model
that
we're
referring
to
has
the
the
planning,
the
strategy
and
the
client
relationship
management
under
kratie.
Oh
that's
about
60
people
or
so
and
then
the
rest
of
the
of
the
facilities
management,
day-to-day
management
and
transactional
a
she
says
was
in
the
city
and
that
we
were
not
going
to
move
that
piece
over
to
tell
you
the
truth.
E
B
E
Transition
if
I
threw
the
chair
for
what
it
is,
is
actually
any
of
the
development
that
has
been
done
in
other
agencies
or
corporations,
as
well
as
in
the
city,
would
be
actually
create
teals
mandate
as
for
planning
and
the
development.
So
they
look
at
holistically
as
well
as
the
overall
also
also
the
overall
client
relationship
management
working
with
counselors
working
with
the
the
programs,
and
so
that
is
actually
part
of
the
three-year
we've
actually
done
already.
E
Some
work
with
Toronto
parking
authority,
we've
actually
there's
work
already
being
done
by
Krejci
all
for
the
development
we've.
Also
on
the
city
side,
we've
actually
moved
the
leasing,
piece
of
parks
and
rock
into
the
the
real-estate
arm
of
the
city,
so
we're
starting
to
do
these
movements
of
the
activities.
But
one
thing
we
did
do
right
up
front
in
28th
2017
early
2018
was
the
authority
levels.
B
So
can
I
understand
this.
The
the
budget
notes
on
page
9,
this
I
get
these
costs,
the
the
annualization
of
positions
and
the
branding
the
reversal
of
the
one-time
branding
fee.
But
then,
when
you
start
getting
to
where
the
money
comes
in,
to
make
the
net
zero,
it's
the
savings
and
reallocation
of
professional
fees
to
build
Toronto
and
TPL
see.
Can
you
just
explain,
explain
that
for
our.
F
So
right
now
the
way
that
the
create
tiel
model
works
is
all
the
costs
that
are
incurred
in
create
teo
are
funded
through
the
revenue
that's
generated
from
Bill
Toronto
and
T
plc.
That's
our
that's
our
major
funding
source.
So
that's
how
we
get
to
net
zero
is
we're
incurring
primarily
GA
costs
in
create
tio
to
support
the
city's
real
estate
objectives
and
those
costs
are
being
funded
through
the
ongoing
revenue
and
operations
from
Bill,
Toronto
and
T
plc.
F
F
In
the
built
on
o
budget,
they
show
up
as
GNA
costs.
So,
if
you
look
at
the
bill
Toronto
there
is
a
G
and
a
cost
which
shows
a
management
fee
that
it's
paying
to
create
T
o.
We
have
service
agreements
between
the
two
corporations
and
the
agency,
and
both
corporations
are
paying
on
management
fee
to
create
tio.
Because,
again,
all
the
management
functions
are
happening
at
the
agency
for
the
corporations.
B
F
These
relate
to
legal
fees
related
to
the
asset
sitting
up
the
corporation's
audit
fees,
any
consulting
fees.
That
would
happen
at
that
level,
so
those
were
costs
that
have
been
reduced
out
of
the
create
tio
budget,
because
again
not
agency
costs
and
attributed
directly
to
the
Corpse.
That
also
includes
board
fees
as
well.
If.
B
I
could
just
as
a
final
note,
in
reviewing
your
projects
online.
You
list
a
property
at
20
Bathurst.
The
city
is
actually
determined.
That's
gonna
be
a
park.
It's
listed
as
a
potential
for
mixed-use
development.
It's
been
that
way
for
several
years
now,
so
you
may
want
to
update
your
portfolio
on
the
website.
That's.
A
You
counselor
okay,
next
we'll
go
to
turn
on
parking.
I
just
want
to
mention
to
members
that
the
TTC
I
have
just
informed
me.
They
actually
can
get
here
before
lunch.
So,
depending
on
how
we
go,
we
may
have
an
opportunity
to
have
then
present
to
us,
so
we'll
just
see
how
things
go
in
the
in
the
morning.
C
M
Yes,
it
depends
where
it's
built,
but
we
definitely
see
a
huge
revenue
where
bike
share
stations
are
located
on
waterfront
trails
or
park
trails.
Casual
use
is
very
high,
so
that
has
made
a
significant
improvement.
King
Street
pilot
is
actually
we
placed
a
number
of
stations
right
on
King
Street
as
well,
that
have
seen
an
increase
in
casual
use
as
well
as
helped
us
meet
the
commuter
traffic
that
is
increased
along
King
Street
as
well
by
bicycle.
C
Kind
of
building
on
that,
when
we
look
at
successful
cycle
tracks
and
bike
lanes,
Adelaide
in
Richmond,
obviously
tremendous
success,
the
Bloor
Street
pilot.
Do
you
see
a
notable
increase
in
the
use
of
these
stations
and
the
amount
of
bike
share
that
comes
in
and
out
of
those
particular
docking
stations.
M
Through
the
chair,
I'd
have
to
do
a
deeper
dive
on
the
numbers,
but
yes,
so
in
general.
My
observation
is
that
places
like
Adelaide
and
Richmond
have
seen
an
increase.
We've
had
an
increase
in
trips
we've
also
overall,
the
bike
share
program
has
been
in
growing
and
in
use.
So
it's
hard
to
distinguish
between
or
overall
growth
and
growth
for
a
particular
bike.
M
M
That's
a
harder
one
to
distinguish,
because
we've
had
stations
there
for
a
long
time,
okay
and
but
and
the
general
expansion
north
of
Bloor
Street
that
we've
been
doing
drives
up
use.
Okay,
so
but,
for
example,
a
street
like
Davenport,
we
have
stations
along
there
and
and
I
think
I
could
say
that
we,
the
use
we
do
get
on,
say,
Christie
and
Davenport
is
related
to
the
bike
lanes
as.
C
M
Through
the
chair,
yes,
so
one
of
the
questions
that
large
sponsors
have
is
our
valuation.
What
is
what
is
the
financial
value?
I
would
get
in
return
for
sponsoring
such
a
project,
and
it
is
has
a
lot
to
do
with
our
ridership,
our
membership,
our
membership,
that
we
have
like
annual
members,
our
contact
lists,
and
so,
as
we
add
new
stations,
the
number
of
riders
increases
for
every
station.
C
One
of
the
challenges
as
we
expand
the
network
out,
which
is
great
and
something
we
have
to
do-
is
the
30-minute
time
window.
So,
if
you're
coming
from
the
further
ends
of
the
east
or
the
west
and
you're
trying
to
get
downtown,
you
want
to
make
commuting
by
bicycle
part
of
your
routine.
You
want
to
use
bike
share.
You
got
30
minutes
to
do
it.
That
might
have
you
guys
thought
about
that.
Is
that
something
that
you're
looking
into?
M
Yes,
we
do
look
into
that,
and
our
average
annual
member
travels
approximately
16
minutes.
Our
casual
users,
travel
closer
to
30
minutes
and
increasing
the
overage
in
time
is
what
we
call
that
30
minutes
to
say
something
like
45.
There
would
be
a
reduction
in
revenue
from
casual
users
if
we
did
that,
we
have
been
looking
at
it
in
terms
of
annual
and
having
made
a
decision
to
change
it
at
this
time.
So.
C
Do
you
have
a
sense
of
from
the
I
guess
the
elasticity
of
that?
How
much
revenue
you're
you
must
know
how
much
revenue
you're
collecting
from
overages
versus
the
opportunity
of
perhaps
I
guess
the
challenge
is
just.
If
you
have
to
dock
like
halfway
through
a
ride,
then
it's
not
really
a
very
convenient
option
for
commuting.
M
M
C
A
G
You
very
much
I'm,
looking
at
pages
32
and
33
about
the
parking
rate
increase
for
eight
car
parks
and
I
was
a
little
surprised.
It
says
in
here
that
when
you
do
parking
rate
increases
that
goes
to
your
board.
I
was
just
trying
to
understand
how,
like,
when
you're,
setting
the
parking
rates
on
street
of
meters
or
in
a
one
of
your
car
parks.
Do
we
do
like
a
market
survey
of
each
area
of
the
city
to
see
what
the
private
prices
are?
Do
we
look
at
demand?
How
does
that
all
work?
Yes,.
N
G
N
N
G
G
I
G
I,
don't
know
who
to
ask
this
question
either.
Probably
not
you
but
I
know
that
we
have
been
measuring
the
heck
out
of
everything
having
to
do
with
the
King
Street
pilot.
Are
we
finding
that
there
is
a
giant
need
to
have
parking
discounts,
or
are
we
finding
that
more
people
are
arriving
in
the
area
than
used
to
arrive
in
the
area?
Are
we
finding
the
business
receipts
are
up?
Are
we
finding
those
kinds
of
things.
G
Mr.
chair
I
I
made
a
good
an
honest
effort
to
get
all
the
briefing
note.
Requests
written
up,
I'm
and
I.
Didn't
hadn't
anticipated
this
one,
but
if
we're
gonna
continue
to
ask
the
parking
authority
to
forego
a
million
dollars
in
revenue,
I'm
gonna
need
to
know
whether
that's
necessary.
So
maybe
that's
a
another
note.
I
should
write
up.
L
It's
just
following
on
councillor
perks,
line
of
inquiry.
I
didn't
know
that
we
could
move
parking
rate
changes
for
on
street
parking
through
council.
Would
that
be?
Would
it
would
it
would
that
take
the
form
of
a
request
to
the
board,
or
could
we
simply
require
them
to
do
an
economic
development
analysis
and
adjust
their
rates
accordingly?.
N
L
So,
if
the
so,
if
the
business
model
of
a
street
well
not
a
model,
but
the
business
evolution
of
a
street
is
such
that
it's
now
full
of
restaurants,
where
people
are
paying
$200
for
a
meal
and
they're
still
only
paying
four
dollars
to
park
there.
We
could
actually
address
that
through
council
by
direction.
N
Yes,
and
traditionally
you
have
in
fact,
and
right
now
we're
on
a
three-year
reporting
cycle.
With
respect
to
the
on
street,
when
last
last
October
September
went
through
government
management
committee,
a
large
report,
we
effectively
changed
the
rates
at
80
percent
of
the
location
increased
the
rates
at
about
80%
of
the
metered
locations
in
the
city.
We
did.
N
L
N
L
Low
to
begin
with
so
50
percent
of
three
dollars
is
four
dollars
and
fifty
cents
yeah,
so
so
to
be
fair
to
the
board
you're
you
you
prefer
that
three-year
cycle.
Yes,
so
having
done
it
last
year,
we
could
contemplate
this
if,
if,
for
instance,
the
budget
is
under
pressure
in
2020
and
we
anticipate
that
it
will
be,
we
could
if
we
wanted
to
be
thoughtful
about
it,
we
could
come
back
in
the
2020
saying
we
need
you
to
move
it
up
a
year.
Well,.
K
N
Along
Eglinton
we've
purchased
in
the
last
five
I
gonna,
say
five
years.
It's
around
that
time,
I
think
four
or
five
properties
for
parking
lots,
mm-hmm,
a
couple
of
which
have
been
opened
and
there's
one
under
construction.
Now,
I'd
call
adonia.
So
we
have
been
responding
to
the
Metrolinx
project
along
Eglinton,
okay,.
K
A
B
M
B
M
M
Recall
it
and
it's
not
too
dissimilar
to
today.
Okay,
it's
usually
about
30%
of
total
revenue
is
coming
from
the
source
other
than
user
fees.
So
it
could
be
advertising,
it
could
be
a
subsidy.
It
could
be
a
sponsor
that
that's
been
pretty
Universal
across
North
America,
if
you're
having
the
same
type
of
service
level
that
we
provide
I'm.
M
The
feasibility
study,
the
internal
parking
authority
did
a
couple
of
years
ago
to
expand
to
over
5,000
bikes,
basically
looked
at
areas
where
we
would
have
the
similar
cost
recovery
as
the
original
program
and
beyond
that,
the
chances
of
that
recovery
are
decreased.
So
it's
basically
one
station
per
thousand
residence
we're
likely
to
make
seventy
percent
use
your
fee
revenue
so
once
and
be
happy
to
sit
down
and
discuss
that.
B
Okay,
just
two
more
questions,
one
there's
a
line
that
says
reduced
equipment
repair.
So
that's
a
cost
shave
it
a
cost
savings
to
meet
to
achieve
the
target.
So
what
what's
the
consequence
of?
Not
repairing
our
equipment?
I
I,
don't
think
this
is
bike.
Share.
Specific
I
think
this
is
across
the
board.
No.
B
B
Okay,
the
the
last
question,
the
the
revenue
loss
from
car2go
operations.
So
there's
a
lot
of
stories
about
why
we
no
longer
have
card
ago
or
in
the
city,
and
one
of
them
related
to
the
relationship
that
car
to
go
ahead
with
the
the
TPA
I'm
just
curious
about
what
we
did.
We
initiate
the
removal
of
car
to
go
cars
from
TPA
Lots,
or
was
it
car
to
go?
That
said,
no
we'd
no
longer
want
to
have
this
relationship
with
you.
So.
N
A
Thank
you,
I
just
had
a
quick
question
with
regard
to.
We
just
recently
passed
the
the
housing
now
report
last
week
at
Council
with
the
11
properties
as
part
of
that
there's
of
and
I
have
to
the
properties
of
my
word,
but
there's
a
potential
loss
of
significant
commuter
parking.
Have
you
had
any
conversations?
Will
you
be
having
any
conversations
may
be
premature,
I'm,
not
sure,
with
city
staff,
on
any
opportunities
to
replace
some
of
the
significant
community
park
that
may
be
created
from
these
properties?
We've.
N
Had
a
number
of
discussions
with
créteil
and
res
services
over
that
issue,
it's
a
very
challenging
thing
to
do
because
of
the
economic
profile
of
commuter
parking
lots,
but
we're
certainly
pursuing
them
in
one
project
which
is
underway.
Now
is
that
Viserion
station,
where
we're
building
parking
in
conjunction
with
a
community
center,
which
we
think
will
be
underused
during
the
day
so
there'll
be
a
cross
use
of
commuter
parking
in
that
location.
So.
A
You
haven't
looked
at
other
opportunities
in
and
around
whether
it's
on
those
specific
sites
or
reasonably
close
to
any
opportunities.
So
again,
when
I'm,
looking
at
just
my
two
words
or
one
of
the
we
losing
upwards
of
900
can
be
potential
900
commuter
spots
and
and
it
could
be
him
back
to
that
so
I'm
just
want
to
get
a
sense.
If
there's
any
opportunity
to
look.
N
A
N
A
I
P
I
And
so
it
says
in
the
report
that
it
will
have
a
list
of
the
sites
that
require
restoration
and
the
costs
of
that.
When
you
prepare
that
report,
will
you
also
give
the
cost
of
doing
nothing?
So
if
we
don't
invest
in
these
ravines,
what
is
the
cost
that
would
be
associated
with
the
increased
flooding
and
pressures
from
urbanization?
Well,
will
you
be
able
to
give
us
a
ballpark
on
that
as
well
through.
P
I
H
So
for
the
Scarborough
waterfront
project,
we
do
have
our
final
environmental
assessment
in
front
of
the
Minister
of
Environment.
Right
now
they
are
currently
just
finished
finishing
their
ministry
review,
which
will
be
sent
out
to
the
public
very
shortly
for
a
number
of
weeks
for
them
to
review.
At
this
point,
they
have
not
highlighted
any
issues
that
have
arisen
as
a
result
of
the
review.
H
So
we
could
advance
some
discussions
on
who
might
be
responsible
for
what
elements
of
funding
and
to
make
sure
that
we're
meeting
all
this,
the
city's
priorities
as
well
and
one
of
the
priorities,
has
been
the
Brimley
road
improvements
to
separate
pedestrians
from
the
car
access.
So
we
want
to
be
as
prepared
as
possible
to
advance
that
as
quickly
as
possible
to
2019.
If
we
do
have
a
positive
decision
from
the
minister.
I
P
Absolutely
so
through
the
chair,
we've
been
working
with
the
Toronto
Wildlife
Centre
in
order
to
get
them
ready
to
get
into
a
state
of
move-in
condition.
They
believe
that
at
some
time
this
year
they
didn't
need
to
move
in
to
the
new
lands,
so
we're
currently
working
with
them
on
creating
the
property,
doing
some
work
on
the
site
and
also
as
you've
seen
in
council.
P
The
new
motion
that
went
through
to
do
some
services
on
the
barn
and
the
house
there
in
order
to
get
them
up
and
running
when
they
need
to
be
in
addition
to
that
they're
still
looking
for
additional
funding
from
the
city,
you
know
to
help
build
the
larger
sites.
So
so
we've
done
our
roadshow
for
the
last
couple
years
to
our
municipalities,
trying
to
drum
up
support.
We've
had
some
difficulties
in
doing
so,
but
we're
committed
to
them
to
continue
helping
and
promoting
as
much
as
we
can
and.
I
While
I
I
think
it's
great
that
we're
gonna
have
this
temporary
solution
for
the
Wildlife
Center
kind
of
like
a
MASH
unit,
it's
been
described
to
me:
do
you
worry
that
having
this
temporary
solution
hinders
the
ability
to
get
the
permanent
solution
and
the
funding
going
forward?
Are
you
confident
that
we'll
be
able
to
get
this
funding
from
our
partners?
Sure.
P
L
P
So
through
the
chair
overall
TRCA
is
made
up
of
several
partner
municipalities.
We
have
the
City
of
Toronto,
which
is
our
largest.
We
have
York
Region,
Durham,
peel
and
then
mono
and
Torino
as
well.
The
way
the
CVA
formula
works
our
current
value
assessment.
We
get
that
every
year
from
our
provincial
ministry
and
then
from
that
we
allocate
the
the
portion
of
value
to
each
of
our
partner
recipes.
So
you'll
see
in
the
share
for
Toronto
is
about
65%.
P
L
And
do
do
we
simply
take
the
request,
you
do
the
budget
and
then
65%
and
we
decide
whether
or
not
we're
giving
it
all
to
you
or
something
less
than
that.
Does
our
contribution
have
an
impact
plus
or
minus
on
the
on
the
rest
of
the
municipalities
are
doing
simply
we
simply
present
whatever
it
is.
You've
asked
for
well
I,
guess
what
I'm
trying
to
get
at
is.
How
do
you
respond
to
the
targets
we're
setting
versus
how
an
inside
division
entirely
reliant
on
the
city
was
trying
to
response
to
our
targets
so.
P
Through
the
chair,
we
do
a
great
job
working
with
staff
in
order
to
determine
what
we're
able
to
go
in
that's
because
of
the
way
the
CVA
formula
works.
Theoretically,
if
peel
goes
in
up
3%
in
Toronto
we're
only
good
to
go
in
up
1%,
it
suddenly
throws
off
the
formula.
So,
as
you'll
see
on
the
document
on
page
25
there's
a
row,
there
called
non
CVA
levy,
which
is
the
portion
which
is
not
allocated
properly
anymore.
P
P
L
L
If
in
parks
we
are
suspending
funding,
any
kind
of
state
of
good
repair
maintenance
or
addressing
of
naturalized
paths,
trail
ways
that
are
adjacent
to
TRC
a
is
that
gonna
have
an
impact
on
that
area.
If
we,
if
we're
not
doing
our
maintenance,
does
that
those
have
an
impact
on
your
work,
absolutely.
P
We
do
our
best
to
work
with
the
parks
and
forestry
team
on
the
work
that
they're
doing
and
I
like
in
the
similar
to
the
work
that
we're
doing
in
the
meadow
way
right
now,
where
we're
working
in
concert
and,
as
you
said,
a
lot
of
the
parks
that
in
the
lands
are
adjacent
to
each
other.
So
we
do
try
and
work
as
as
as
best
as
possible
to
establish
the
priority
work
that
needs
to
get
done
so.
L
Their
budget
this
year
says,
don't
don't
add
anything.
There
they're
they're,
slowly
winding
down
any
kind
of
focus
on
that
and
the
capital
plan,
and
they
presented
us
yesterday
that
that
could
present
a
challenge
if
you've
committed
capital
in
those
areas
where
you
had
planned
on
working
with
them.
Yeah.
P
It
definitely
does
present
a
challenge
and
I
think
if
I
read
the
report
correctly,
I
think
it
said
in
ten
years
and
all
the
trails
would
be
in
a
state
of
disrepair
yep
which
definitely
puts
us
at
odds
and
when
the
public
is
trying
to
use
the
trails,
and
they
don't
understand
that
the
money
is
not
coming
from
TRC
a
or
it's
not
coming
from
about
the
City
of
Toronto,
then
it
just
creates
a
larger
issue.
Thank.
A
Had
a
quick
question
with
regard
to
the
Scarborough
waterfront
project,
so
last
year
you
had
brought
the
below-the-line
request
for
about
140
million
dollars
as
I
understand.
So
it
is
that
the
Ministry
of
the
Environment
you
waiting
for
the
final
approvals
that
should
be
coming
out,
hopefully
this
year
or
soon,
but
you
did
mentioned
a
request
for
detailed
design
dollars
and
I
think
primarily
around
the
Brimley
Road
reconstruction.
So
can
you
clarify
what
that
actually
is?
H
H
A
We'll
just
three:
okay,
$300,000
I'm,
just
a
question
to
financial
planning
with
regard
to
this
asked
and
Indian
all
dependent
on,
of
course,
the
Ministry
of
the
Environment
to
move
them
forward
on
this.
Do
we
have
capacity
on
I'm
concerned
about
the
standard
for
$5,000,
whether
it's
needed,
or
do
we
have
the
ability
or
capacity
on
the
city
side
on
moving
forward
on
the
Brimley
road
reconstruction
as
quickly
as
possible?
So.
H
Through
you,
mr.
chair,
we're
just
trying
to
get
the
breakdown,
but
if
you
look
on
page
18
of
the
notes,
with
a
total
of
four
point-
nine
million
dollars
on
the
first
line,
all
the
infrastructure
management,
it's
actually
has
funding
built
into
that
over
a
two
year
period
to
do
two
things:
continued
design,
work
on
Scarborough
waterfront
as
they
wait
for
the
EI
and,
secondly,
to
do
the
design
work
for
bring
the
roads
and
the
reconstruction.
So
we
have
accelerated
that,
based
on
the
recommendation
from
Y.
A
A
No
just
checking
I
know:
council
care
wasn't
here
before.
Okay,
so
next
we're
gonna
be,
is
counselor
counselor
Layton
can
I
just
I
just
need
you
here
so
I.
Just
this
is
just
for
the
benefit
of
we
have
the
accountability
officers
coming
they're
gonna
do
a
presentation,
then
we
also
have
TTC
coming
so
I
want
to
get
a
sense
of
where
we
are
on
questions
on
the
second
tranche,
which
is
corporate
services,
financial,
Treasury
and
other
city
programs.
A
So
now
that
we
have
all
the
counselors
here,
if
possible,
to
run
down
and
if
there's
no
questions
on
any
particular
division,
they
don't
necessarily
have
to
be
here
because
I
don't
know
how
long
that'll
take.
So
it's
just
to
benefit
them.
So
let
me
run
down
very
quickly:
3
1
1
Toronto.
Do
we
have
questions,
ok
facilities?
We
have
questions,
fleet
services,
ok,
information
and
Technology
IT
questions.
Ok
looks
like
we're
going
to
be
asking
questions
if
office
of
the
CFO
well.
The
CFO
has
to
be
here
anyway,
so
office
of
the
controller.
A
A
A
Q
Thank
you
good
morning,
chair
members
of
the
committee
I,
first
of
all,
I'd
like
to
say
that
this
is
our
recommended
budget,
but
I'd
like
to
thank
my
team,
who
put
it
together.
It
was
ina
Chan,
Jane,
yang
they're,
both
assistant
Auditor
General's,
also
grace
young
from
the
city
manager's
office
and
neural
mojo
from
my
office.
There
are
three
key
messages
that
I'd
like
to
convey
within
this
presentation:
number
one.
Q
We
are
a
net
positive
benefit
to
the
city,
the
recommendations
that
we
identify
do
generate
through
the
implementation
and
the
symbiotic
relationship
with
the
city
divisions.
They
do
generate
positive
savings
for
the
city
number
two.
This
is
a
stand,
pat
budget,
we're
not
asking
for
additional
funding,
we'd
like
to
stay
at
the
level
that
we
have,
and
it
is
a
challenge
to
work
within
that.
Q
So,
referring
to
our
slides,
we
we've
provided
you
with
the
full
slide
presentation
based
on
the
templates
that
are
provided
to
the
city,
but
I'm
only
going
to
speak
to
nine
of
them.
This
provides
an
overview
of
my
mandate
and
how
the
relationships
work
for
clarity
for
the
new
counselors
that
specifically
under
the
City
of
Toronto
act.
Q
My
role
is
to
assist
city
council
in
holding
itself
and
city
administration
accountable
for
the
quality
of
stewardship
over
public
funds
and
for
the
achievement
of
value
in
operations,
and
essentially
city
council
directs
the
city
to
accomplish
certain
mandates
and
they're
responsible
to
make
sure
the
city
city
council
is
responsible
to
make
sure
the
city
has
controls
in
place.
City
management
carries
that
with
the
work
and
reports
back.
Q
My
role
is
to
take
an
independent
objective
review
of
the
work
being
conducted
the
city
and
provide
that
information
to
City
Council,
its
City
Council's
role
to
hold
people
to
hold
the
city
accountable.
It's
not
my
role.
I
just
provide
a
bit
more
transparency,
a
bit
more
objectivity,
there's
three
business
lines.
We
have
performance
audits,
we
all
included
in
their
friend
there's
financial
audits,
compliance
audits,
value-for-money
audits,
and
then
we
have
the
fraud
and
waste
hotline
and
there's
two
pieces
to
that.
Q
One
of
the
complaints
that
come
in
and
the
second
is
in
order
to
protect
people
who
are
I
would
say:
whistleblowers
are
people
who
have
identified
waste
and
want
us
to
investigate.
City
council
through
the
City
of
Toronto
Act
has
provided
to
us
the
mandate
to
investigate
allegations
of
reprisal
and
the
reason
I
mention
it
this
year
is
because
we
are
fine
to
get
a
challenge.
Q
Those
allegations
have
to
be
addressed
in
a
very
quick
way
because
it
does
affect
people
and
so
we're
getting
a
few
of
those,
and
our
challenge
is
really
to
keep
managing
to
deliver
on
those.
So
that's
that
that's
a
little
bit
of
a
challenge
in
our
budget
and
our
IT
and
not
a
strategy,
is
an
area
that
I've
taken
on
since
I've
been
here
down
to
the
numbers.
We
have
numbers
up
here
on
performance,
but
what
I
can
say
is
there's
certain
numbers
we
can
control
and
certain
numbers.
Q
We
can't
the
numbers
that
we
don't
control
the
number,
the
complaints
that
come
in
there's,
640
complaints,
Quebec
come
into
the
hotline
and
that's
about
a
thousand
allegations
Plus
and
we
don't
control,
we
help
to
influence,
but
we
don't
control
the
amounts
of
the
savings
we.
We
can't
control
a
number
of
recommendations.
We
can
control
some
other
outputs,
like
the
number
of
investigations,
but
truly
I
only
count
my
performance
and
my
outcomes
based
on
transformation
and
continuous
improvement
that
happens
within
the
city.
Q
So,
when
I
look
at
the
amount
of
money
that
this
with
the
city's
cooperation
and
and
and
they've
implemented
the
recommendations,
we
can
show
that
each
year
we
for
every
dollar
invested,
what
we
can
say
is
over
five
years
we
compared
five-year
value
invested
in
my
office
to
the
five
years
in
efficiencies
identified
implemented,
and
you
can
show
there's
a
probably
a
one
to
ten
relationship.
Let
me
give
you
a
quick
example
on
that.
Q
We
had
a
recommendation
in
relation
to
York
Fire,
York
Region
water
agreement,
and
we
saw
an
opportunity
for
a
win-win
relationship
between
the
city
and
New
York
Region.
So
we
provided
the
recommendation
to
renegotiate
aspects
of
that
agreement
based
on
Luda.
Geronimo
is
really
taking
that
and
taking
the
bull
by
the
horns
and
renegotiating
that
over
the
next
five
years.
There's
going
to
be
it
probably
at
least
thirty,
three
million,
maybe
up
to
fifty
million
additional
volumes
being
purchased
by
York
Region,
which
is
a
results
in
additional
revenues.
Q
Coming
back
to
the
city
to
help
to
defray
the
infrastructure
costs
that
have
already
been
put
in
place.
So
that's
the
kind
of
recommendation
we
make
that
one
recommendation
pays
for
my
office
and
probably
the
accountability
framework
for
the
next
five
years
at
the
current
funding.
So
it
just
gives
you
an
example
and
that
agreement
was
signed
and
accepted
by
York
York
Region
Council.
So
the
next
slide
get
into
my
challenges.
Q
We
had
a
significant
a
number
of
retirements
when
I
started
just
before
I
started
and
then
actually
in
the
initial
part
of
my
term,
and
so
what
I'm
doing
is
growing
stuff
within
the
office
through
training
and
cross
across
work
to
make
sure
and
to
make
sure
that
they
have
a
skills.
They
need
also
provided
the
most
development
opportunities,
so
seventy
percent
of
the
people
within
my
office
they're
in
their
positions
for
less
than
three
years.
It's
working
but
I,
think
in
order
to
retain
staff
and
to
continue
to
develop
for
the
future.
Q
We
should
be
solidifying
some
temporary
staff
at
the
lowest
level
speak.
We're
going
to
have
upcoming
retirements
in
I
will
be
completed
within
another
two
and
a
little
bit
years,
maybe
almost
almost
three
years,
there's
another
significant
retirement
at
the
top,
so
we're
going
to
be
bringing
staff
up
through
the
organization.
So
this
is
part
of
my
succession
plan.
Q
It's
hard
to
retain
temporary
staff
when
there's
opportunities,
permanent
opportunities
out
there
so
again,
I'm
not
asking
for
more
money
this
year,
but
I'm
asking
you
to
assist
me
with
stabilizing
my
organization,
so
there's
three
key
strategies
that
I'm
using
number
one
I'm
making
requests
in
this
budget
if
it's
possible
to
help
to
solidify
those
for
positions.
In
the
past
two
years,
this
council
has
assisted
by
providing
additional
temporary
funding
to
my
office.
Should
that
funding
go
in
the
future.
Q
The
net
impact
of
these
four
positions
is
four
hundred
thousand
because
they're
at
the
lowest
level.
The
second
and
the
third
items
in
my
key
strategies
are
to
continue
to
develop
a
skilled
workforce
and
to
create
capacity
by
cross-training
and
I'm
focused
on
those
items
we
have
this
year
become
a
CPA
certified
training
office.
We
have
been
reviewed
internationally
and
our
training
is
some
of
the
best
that
that's
the
feedback
that
we
have
and
we're
growing
and
we're
focusing
on
development
opportunities,
I'd
like
to
retain
the
temporary
staff.
Q
So
moving
to
our
work
plan,
our
work
plan
is
presented
before
the
Audit
Committee
on
February
22nd.
There's
a
number
of
projects
in
there
this
year,
there's
we're
working
on
some
shelter,
housing
and
support,
we're
working
on
some
affordable
housing,
we're
looking
at
opportunities
and
the
fleet
services
we're
still
working
on
Parks
and
Recreation.
We're
looking
on
some
big
and
we're
looking
at
some
big
engineering
projects
that
we're
auditing
right
now
that
plan.
So
what
happens?
Is
our
work
plan?
Our
budget?
Q
Our
outcomes
for
the
year
are
presented
on
the
22nd
to
the
audit
committee
and
they
look
at
everything
together
and
do
an
analysis
of
it,
and
then
they
make
a
recommendation
to
Council
regarding
the
projects
and
the
budget
as
well.
As
the
budget
committee
makes
their
separate
recommendation
getting
to
the
numbers
in
2017
and
2018
I
received
a
million
the
first
year
and
I
think
a
half
a
million
last
year,
and
we
focused
on
projects
that
identified
opportunities
for
savings.
The
city
has
taken
those
savings
and
that
they
act.
Q
They
really
have
on
those
areas
really
initiated
implementation,
for
example
85%
of
the
amount
in
2017
and
2018.
Oh
sorry,
in
2018,
87
percent
of
the
savings
identified
for
2018
and
their
savings
that
have
been
realized
meeting
like
the
York
Region
contract.
It's
implemented
come
from
2016
2017
recommendations,
so
management
has
put
a
focus
on
that
and
I'd
like
to
thank
them
for
those
efforts.
Q
Truly,
the
savings
outweigh
the
costs
and
we
only
count
savings
when
they're
actually
implemented,
although
there's
still
potential
saving
on
the
books.
Only
when
the
work
has
been
done
and
implemented.
Do
we
identify
that
saving
and
then
make
a
projection
over
five
years
if
there
is
a
reoccurring
element
to
it?
And
finally,
what
I
can
say
is
not
only
in
relation
to
money.
We
talk
about
money,
but
there's
so
many
other
benefits.
I
look
at
projects
like
the
York
fire
investigation.
Q
That
really
really
is
helping
to
identify
safety
issues
across
the
city
and
potentially
across
the
province,
and
the
Toronto
Fire
has
been
able
to
secure
some
convictions
in
relation
to
that
just
recently
and
and
some
fines,
and
that
would
be
a
kind
of
project
that
would
come
up.
That
has
a
non-financial
benefit
in
relation
to
the
court
services,
trying
to
make
sure
that
everybody
is
treated
in
a
consistent
manner
based
on
legislation
and
that's
important
and
around
the
urban
forestry.
Q
Q
The
normal
budget
operating
budget
increases
zero
known
at
new
dollars.
We're
asking
for
a
sustainment
of
the
current
investment.
We
will
continue
to
work
as
diligent
as
we
are
and
we're
asking
for
securing
of
the
temporary
positions
that
were
granted
last
year
and
they're
at
the
most
junior
throughout
the
most
junior
level.
So
with
that,
I
just
like
to
reiterate
the
key
messages:
we're
delivering
value,
it's
a
stand,
pat
budget
subject
to
the
securing
of
the
temp
temporary
positions,
and
we
continue
to
provide
long
term
benefit.
Thank
you.
L
Q
L
Q
Correct
and
it
won't,
it
won't
stop.
There's
some
key
projects
that
we
we
need
to
get
to
some
major
engineering
projects,
we're
doing
a
large
winter
maintenance
project
next
year.
That's
a
concern.
It's
been.
It's
already
been
identified
as
horizon
and
we're
doing
that
next
year.
We
do
have
a
lot
of
complaints
on
on
that
and
there's
large
contracts
you're
going
to
renegotiate
your
winter
maintenance
contracts
within
the
next
three
years.
Q
Q
J
Q
To
that,
and
so
we've
invested,
you
know
we're
doing
our
part
by
investing
in
be
extra
time
at
our
time
and
certified
becoming
a
certified
CPA
office
so
that
they
can
get
their
accredited
n
chose.
And
then
we,
you
know,
have
a
specifically
designed
training
program
that
that
really
is
reinvesting
over
and
over
in
people
who
are
just
coming
on
temporary.
It
doesn't
really
make
any
sense.
Okay,.
Q
Q
Depends
on
really
the
number
of
projects
that
we
do,
but
we
we
select
our
projects
based
on
risk.
In
other
words,
there
are
some
projects
that
don't
have
any
savings.
It
depends
on
the
risk
to
the
city.
Now
the
risk
to
the
city
can
be
not
having
money
in
the
budget,
but
the
risk
could
be,
for
example,
it
could
be
the
hacking
of
the
IT
system.
It
could
be
buildings
burning
down,
it
can
be
so
you
can
it's
not
always
a
wonder
one,
so
you
might
get
less,
but
it's
definitely
positive.
Q
Like
anything,
I
would
say
four
to
five
dollars
is
a
good
year,
and
it's
it's
not
it's
not.
We
are
required
by
law
to
report
back.
So
it's
not
something
that
I'm
thinking.
Oh
look
at
us
that
kind
of
thing:
it's
not
the
way
that
we
work
and
it
doesn't
work
unless
we
have
the
full
cooperation
of
the
city
management
and
they
are
focused
on
where
they
can
make
a
difference
in
relation
to
those
things
that
are
efficiency
and
saving
later
they
are
focused
on
those
items
and.
Q
Q
This
year,
we've
had
an
international
peer
review
that
found
us
to
be
at
the
top
level
of
the
audit
offices
and
the
international
peer
review
committee
team
came
in
and
the
reason
that's
important
is
because
we
have
to
operate
based
on
fairness
and
to
back
up
the
what
we
say,
and
so
it
really
is
important
to
thee
and
I'm
required
by
law
to
comply
with
standards.
We
have
other
projects
underway
that
we
have.
We
have
are,
of
course,
our
CPA
training
program,
which
was
to
develop
this
year.
Q
So
there's
a
number
of
initiatives
underway
and
I
can
also
say
that
what
we
produce
is
not
actually
all
on
the
books.
There
are
ongoing
investigations
that
may
never
see
the
light
of
day
if
it
turns
out
that
there
is
nothing
wrong,
but
it
doesn't
stop
us
from
doing
those
make
that
major
piece
of
work.
So
behind
the
scenes,
there's
lots
going
on
the
last
thing.
I
can
say
is
some
of
the
projects
that
happen.
Q
Q
So
there's
a
number,
so
we
look
at
financial
controls
in
projects.
We
also
look
at
the
economy,
efficiency
and
effectiveness,
and
we
say
value
for
money.
It's
whether
the
the
management
has
implemented
the
council's
recommendation
in
a
cost-effective
manner,
and
so
we
look
at
that.
We
look
at
IT
security.
We
look
at
any
risks
to
the
city,
so
that's
part
of
our
audit.
So
it's
performance
that
we
call
that
performance
audit
and
then
there's
some
financial
control.
Audit
we're
doing
a
cache
minute
management
reserve
audit
this
year
and
then
the
last
piece
is
IT.
Would.
I
Q
You
yeah,
yes,
I,
think
the
the
city
itself
actually
is
good
news.
So
there's
lots
of
great
leaders
I
think
the
challenge
is
in
a
state
of
flux,
in
the
state
of
change
with
the
city
and
with
growing
and
and
reducing
budgets.
When
you
have
a
large
and
you
have
sometimes
you
have
older
older
sectors
like,
for
example,
in
the
transportation
sector.
You
know
the
structure
that
it
came
into
the
city
with
thirty
years
ago,
or
you
know
20.
It
was
the
same
so
we're
modernizing.
As
you
make
those
changes,
there
are
opportunities
for
efficiencies.
Q
I
always
liken
it
to
squeezing
the
toothpaste,
there's
two
kinds
of
people,
somebody
who
grabs
the
toothpaste
and
you
get
some
efficiencies
and
then
there's
others
like
my
husband
who
rules
who
rolls
it
up
to
make
sure
it
gets
everything
out
of
it.
And
so
you
have
to
grab
the
toothpaste
and
brush
your
teeth,
but
you
also
have
to
roll
that
go
back
and
roll
it
out
to
make
sure
you
get
everything
out
of
it.
Q
K
The
one
question
that
I've
been
asking
so
where
what
am
I
gonna
get
to
list
where
did
I
get
the
list
on?
As
you
know,
I've
asked
that
every
year
is
on
the
millions
of
dollars
that
you've
been
able
to
achieve
in
savings
in
the
various
departments
and
the
recommendations
you
made.
So
where
can
we
see
that
in
in
the
departments
that
the
rocks
a
line
item
where
it
shows
that
they've
actually
saved
the
amount
that
you
projected
and
that
they
should
have
saved?
Do
we
see
that
in
their
budget?
Thank.
Q
You
thank
you
and,
through
you,
chair,
I'm
gonna,
ask
Iona
to
kindly
put
up
a
table
and
I'm
gonna
take
two
bites
at
the
Apple.
The
first
is
we
did
listen
last
year
and
we
worked
with
the
financial
planning
and
Josie
Lapidus
group
to
identify
and
for
staff
to
record
in
their
budget
when
they
do
have
a
saving
and
I
know.
If
you
can
put
it
up
to
one
example,
maybe
maybe
quartz
if
that
would
be
a
good
one.
Q
It's
not
in
this
slide
deck,
but
so
that's
the
first
thing.
So
this
would
be
an
example
of
what
you
would
see
with
in
your
briefing
notes
that
you're
you're,
not
your
briefing
notes
or
your
analyst
notes.
You
will
see
where
they
reference
the
Auditor
General's
Office.
What
we
have
done
is
we've
taken
each
of
these
counselor
and
we've
prepared
a
table
and
that
table
is
we
have
it
done
so
if
you
request
it,
we
will
provide
that
to
you
with
the
supporting
documentation
of
everything
in
the
notes.
Q
This
table
is
in
our
and
and
report
the
reason
it
isn't
here
today
because
it's
a
timing
issue
we're
trying
to
see.
What's
happening
and
with
being
included
in
the
budget
and
preparing
the
table
and
it's
a
bit
of
a
moving
target
but
we're
comfortable
providing
you
with
it.
If
you
request
it
through
briefing
note,
so
we
in.
K
European
we've
actually
had
there
were
actual
savings
in
the
departments.
But
yes,
I,
remember,
I,
remember
a
couple
of
the
budgets
where
there
was
a
request
to
increase
the
budget,
because
in
the
following
years
there
would
be
a
savings
of
a
few
million.
You
know
millions
of
dollars
so
have
we
achieved
so
I
just
yes
make
sure
that
we
we've
achieved
the
savings
that
that
was
predicted
and
we.
Q
Q
That
would
be
the
gray
above
the
green
bar
okay,
so
that
what
we
identified
this
year,
because
we've
continued
to
take
that
million
dollars
and
do
extra
projects
and
do
a
deeper
dive.
There's
a
hundred
and
one
million-
that's
realized.
The
yellow
is
the
york
region
that
I
just
spoke
about
and
then
there's
some
other
potential
that
is
on
the
gray
in
the
top.
So
it
is
coming
through
it's
tied
into
the
budget.
The
divisions
do
agree,
and
we
work
through
that
with
the
CFO.
Q
A
Outside
writing
up
a
quick
little
briefing,
note
request
just
so
the
auditor-general
can
get
it
to
us,
so
we
can
actually
review
that
as
part
of
the
budget
you
know
so
it
is
here.
We
just
have
to
formally
ask
for
it.
In
the
briefing
note
any
other
questions.
Okay,
thank
you
very
much.
We
will
now
go
on
to
the
office
of
the
law.
Lobbyist,
registrar,.
O
Our
office
I'd
also
like
to
thank
Betty
al
Connie,
Volpe,
Steven
little
John
and
Karen
Hutchison
for
their
assistance
in
preparing
these
materials.
For
you,
what
you
have
before
you
is
information,
we've
populated
to
satisfy
your
template,
but
in
the
interest
of
time
for
everyone
I'm
pleased
to
just
give
you
a
very
quick
run-through
on
all
the
slides.
O
So
if
we
go
to
the
office
math,
just
to
remind
everyone
of
the
important
mandate,
our
office
provides
to
all
of
our
city,
stakeholders
for
transparency
and
accountability
and
how
government
decisions
are
made,
in
other
words,
who's
speaking
to
who
and
about
what
all.
That
information
is
captured
on
our
registry
and
the
ethical
standards
at
which
we
hold
our
stakeholders,
who
do
engage
with
you
and
what
those
standards
are
and
how
we
adhere
to
those
standards.
As
a
group
of
stakeholders
is
something
that's
governed
by
the
lobbyist
code
of
conduct.
O
So
in
essence,
we
have
a
staff
team
who
delivers
their
expertise
divided
into
two
units,
there's
a
team
that
takes
care
of
the
lobbyists
registry.
It's
a
small
group
but
mighty,
there's
three
lobbyists
registry
advisors
who
take
care
of
maintaining
the
registry,
providing
advice
and
also
taking
shared
responsibilities
with
our
investigative
unit
in
delivering.
O
Education
opportunities
and
maintaining
our
website,
the
other
group
of
our
staff
is
the
Investigations
Unit
who's
tasked
with
the
important
role
of
ensuring
there's
enforcement.
The
rules
that
you
have
codified
in
the
bylaw
that
reflect
your
values
for
transparency
need
to
have
credibility
behind
them
and
they
need
to
have
a
detrimental
effect
by
in
letting
the
public
know
that
these
rules
will
be
enforced
and
there
were
penalties
imposed
when
an
investigation
is
complete
and
if
it,
it
brings
forward
that
a
breach
has
in
fact
happened.
O
So
if
we
go
to
the
next
slide,
I
can
summarize
that
quickly
by
letting
you
know
that
there
is
basically
three
functions
for
regulation
to
work
and
that's
a
registry
system.
That's
the
lens
for
the
public,
and
the
second
thing
is
education
and
outreach,
and
you
have,
thirdly,
an
enforcement
which
I
just
outlined.
O
We
have
to
recognize
that
when
you're
doing
robust
education
activities,
you're
actually
taking
away
from
your
ability
to
do
the
registry
service
in
a
quick
and
timely
fashion,
you're
you're
putting
strain
on
the
investigation
using
because
you'll
get
compliance
at
the
front
end
through
the
registrations
that
you
require.
However,
the
speed
and
length
of
time
that
we
are
able
to
deliver
our
investigations
is
is
being
compromised.
So
if
we
go
to
our
experiences
and
successes
quickly,
I
just
want
to
highlight
for
you
in
a
tangible
way
what
transparency
really
means.
O
So
last
year
and
2018
there
were.
There
were
fourth
approximately
four
thousand
lobbying
communications
in
that
one
year
alone
that
were
captured
on
our
registry.
And
if
you
go
to
point
2
and
point
three
with
respect
to
the
registry
team,
what
their
work
is
and
engaged
in
on
a
daily
basis
is
bringing
that
to
life,
capturing
those
4,000
lobbying
communications
and
what
it
looks
like
is
1835
active
lobbyist
registrations
for
the
year
and
2702
active
subject
matter
registrations.
O
And
so,
if
you
pull
go
to
point
three,
what
you'll
see
is
the
total
number
of
transactions,
in
other
words,
that
it
takes
to
support
a
registry
that
shows
you
the
through
the
3,800
lobbying
communications,
also
behind
those
3,800
lobbying
communications
as
the
work
of
our
investigations
unit
at
point
number:
four:
they
provide
advice
and
opinions
upfront.
They
also
engage
throughout
the
year
in
consultations
with
all
public
office
holders,
including
city
staff
councils,
who
may
be
engaging
with
with
various
lobbyists
and
a
providing
advice
and
how
to
redirect
lobbyists
to
comply.
So
with
230
consultations.
O
You're
seeing
the
work
of
the
two
units
give
rise
to
the
meaningful
information.
That's
behind
the
registry
and
point
six
and
seven
are
just
simple
examples
of
the
type
of
education
and
outreach
that
the
two
units
are
trying
to
push
together.
At
the
same
time
as
delivering
the
what
their
mandate
requires
them
to
do
so
with
respect
to
the
challenges
that
want
to
highlight
I
think
I,
the
first
point
really
summarizes
it.
O
However,
the
current
staff
complement
has
not
changed
since
2009,
so
the
outreach
activities
and
the
provision
of
advanced
opinions
and
consultations
are
being
performed
at
the
detrimental
cost
to
formal
investigations,
so
the
invest
inquires,
an
investigations
capacity
to
take
on
new
matters
is
restricted
and
there's
delays
in
the
land
in
the
length
of
the
investigative
process.
So
the
with
that,
combined
with
the
increased
complexity
of
legal
issues
and
the
recent
expansion
of
the
olr
enforcement
powers,
is
giving
rise
to
this
need
for
for
an
influx
of
additional
resources.
O
Also,
we
are
trying
very
hard
to
come
forward
to
the
21st
century
and
there's
there
are
some
capital
asks
that
I'm
going
to
review
with
you
today
that
both
pertain
to
technology
upgrades.
So
there
that
also
presents
some
challenges
to
the
staff,
who
not
only
have
to
plan
for
that,
but
we
have
to
budget
for
it
and
it's
all
in
addition
to
their
existing
duties,
to
fulfill
the
mandate
it's
becoming
increasingly
challenging.
O
So
if
we
go
to
the
priority,
actions
like
I
can
summarize
for
you
quickly
that
in
some,
what
I'm
asking
for
today
is
one
additional
position
for
the
registry
unit.
Another
position
for
the
Investigations
Unit
and
I'm,
asking
for
some
additional
sums
of
money
for
the
investigative
unit
in
the
sum
of
25,000
for
investigation
costs
and
$25,000
for
legal
costs,
and
they
are
outlined
according
to
your
format,
further
on
in
the
presentation.
But
when
I
described
the
priority
actions
on
this
page.
It's
that
this
is
the
context
for
that
us.
O
So
we
think
in
being
provided
with
these
and
Smits.
The
additional
monetary
resources
for
inquiries
and
investigations
will
enable
us
to
keep
pace
with
the
with
the
complex
cases
in
a
timely
manner.
The
additional
money
for
external
legal
advice
and
for
a
junior
counsel
will
ensure
that
the
utmost
due
diligence
is
taken
given
the
contentious
nature
of
our
investigations
and
the
possibility
of
judicial
review.
I
just
want
to
emphasize
that
when
our
office
does
an
investigation,
we
are
investigating
people
who
are
not
privy
or
not
part
of
the
city.
O
And
this
will
alleviate
the
demand
on
this
investigations,
units
already
limited
resources
and
where
we
are
confident
that
the
amount
of
time
and
info
in
an
investigation
would
be
completed
and
will
be
reduced
and
the
additional
position
for
the
lobbyist
registry
and
stakeholder
outreach
advisor
will
enable
the
that
registry
unit
to
continue
to
deliver
timely
and
accurate
services
to
the
public
and
lobbyists.
So
I
just
want
to
underscore
I.
Don't
have
the
ability
to
give
you
tangible
things
and
in
the
way,
other
services
do.
O
It's
invaluable
because
I
do
believe
that
if
the
public
does
have
the
transparency
that's
outlined
in
the
bylaw,
you
will
have
the
public's
trust
and
confidence
and
the
decisions
that
you
come
to
will
be
more
likely
to
be
supported
by
the
public
because
they
will
be
viewed
as
having
been
arrived
at
in
a
fair
manner,
with
all
the
information
that
that
they
would
need
to
know
about.
Who
may
have
influenced
that
decision,
and
they
may
be
able
to
say
that
they'd
like
to
or
not
also
have
a
say
in
that
with
you.
O
So
let's
take
a
look
quickly,
I'm
coming
to
the
end,
but
there's
this
is
just
a
visual
representation
of
what
I'd
like
to
call
your
success,
because
you
can
see
from
the
year
that
we
started
tracking
these
numbers
in
2010.
The
registry
has
captures
continue
to
capture
on
an
exponential
growth
blind,
more
and
more
communications,
which
means,
if
we
go
to
the
words
of
Madam
Justice
Bellamy,
in
that
we
want
to
nourish
and
nurture
an
ethical
culture.
O
You
veer
achieving
that
and
you're
getting
better
at
it
every
year,
because
it's
year-over-year
growth,
your
stakeholders
are
complying
and
they're,
showing
you
all
of
their
communications.
So
it's
also
a
testament
to
the
fact
that
the
work
that
our
office
is
doing
in
outreach
and
education
is
being
effective
because
the
model
is
being
used,
and
that
is
really
ultimately
the
goal.
So
if
we
go
to
significant
issues,
I
think
that
I
just
want
to
respectfully
underscore
that
you
know
without
the
enhancements.
O
My
best
advice
to
you
is
that
timely,
accurate
and
efficient
services
to
the
public
may
be
compromised,
keeping
pace
with
complex
investigations.
Cases
in
a
timely
manner
with
appropriate
responses
will
be
compromised
and
there
is
a
risk
of
decreased
compliance
with
the
disclosure
requirements
in
the
bylaw,
and
that
starts
to
have
a
negative
effect
in
that.
When
you
don't
have
the
compliance
you
need,
you
get
the
spin-off,
effective,
more
complaints,
more
breaches,
more
investigations
and
we
have
a
small
office.
O
What
we
want
to
do
is
continue
to
focus
our
energies
on
proactive
solutions
like
providing
the
outreach
and
helping
people
comply.
So
I
think
we
can
move
on
to
the
next
page,
which
outlines
the
capital
asks.
So,
oh,
actually
one
more
page,
a
few
more
pages
on
on
the
on
the
there.
We
go
sorry
we're
still
long
the
on
the
operating
budget,
so
the
request
is
almost
1.5
million
dollars
and
in
terms
of
where
the
funding
is
coming
from,
it's
a
hundred
percent
from
from
the
tax
dollars.
O
The
ask
that
I'm
making
in
terms
of
the
operating
budget-
and
this
this
remember-
is
pertaining
to
the
two
staff
persons
and
their
sum
of
money
to
assist
with
investigations.
It's
almost
twenty
four
percent
increase
from
the
previous
year
in
terms
of
what
the
base
expenditure
changes
are,
the
it's.
The
biggest
things
are
Cola
and
progression
pay.
O
Yes
and
so
I
think
I've
already
gone
over
the
enhancements,
so
I
think
we
can
go
over
to
the
capital
budget
ass
now.
So
these
capital
budget
asks
are
part
of
what
we
need
for
modernization
and
for
up
crease
up
scene,
so
with
an
online
registry,
we're
totally
technology
dependent
in
terms
of
being
able
to
deliver
on
the
disclosure
part
of
our
mandate.
O
O
Our
existing
case
management
system
for
the
Investigations
Unit
has
been
decommissioned,
and
what
this
is
for
is
for
a
replacement
to
that
and
we're
hoping
to
leverage
off
of
the
system
that
was
purchased
by
the
Ombudsman
as
office
last
year.
So
both
of
these
are
technology
tools
that
are
important
for
us
in
terms
of
being
able
to
be
efficient
and
to
be
able
to
move
forward
in
delivering
that
the
transparency
required.
O
If
we
look
at
the
year-over-year
spread
of
that,
the
blue
is
that
is
what
you
see
in
2019
is
for
the
case
management
system
for
the
Investigations
Unit
and
the
three
bars
in
the
red
in
2024,
2025
and
2026
represent
the
reiteration
in
the
next
cycle
for
the
the
upgrade
to
the
lobbyist
registry
and
the
rest
are
just
appendices.
So
thank
you
very
much.
If
you
have
any
questions
through
the
chair,
I'll
be
happy
to
answer
them.
Questions.
L
O
O
L
L
O
Load
that
okay,
so
this
might
be
the
source
of
the
confusion.
Yes,
we
did
a
repositioning
and
repurposing
of
the
three
registry
advisor
positions
and
we
changed
their
job
descriptions
to
include
the
job
duties
of
stakeholder
outreach.
So
the
actual
job
title
for
the
three
advisors
is
now
lobbyists
registering
a
stakeholder
outreach
advisor.
O
L
O
Is
an
existing
plan
as
far
as
best
as
our
office
can
plan
that
there
is
robust
engagement,
that
we
do
with
respect
to
social
media
Terp
rotational
attends
newsletters
training
sessions,
work
with
other
government
and
ongoing
training
with
public
office
holders.
It's
a
bit
challenging
to
have
a
work
plan
in
my
office.
For
this
reason
we
can't
predict
the
number
of
complaints
and
therefore
we
can't
predict
the
types
of
investigations
and-
and
we
like
to
tie
together
the
teaching
that
we
do
with
the
outcome
of
an
investigation.
O
O
O
R
Good
morning,
mr.
chair
and
members
of
the
budget
committee
I'm
pleased
to
present
a
brief
overview
of
my
office's
2019
budget
this
morning
and
I.
Thank
you
very
much
for
the
opportunity
to
do
so.
Like
my
colleagues
before
me,
I'd
like
to
just
make
a
special
thank
you
to
grace
Young,
who
is
a
manager
of
financial
planning
and
reporting
in
the
City
Clerk's
office.
Grace
works
with
us
all
year,
long
to
help
us
with
our
budget
planning
and
reporting,
and
we're
very
grateful
for
it.
R
In
terms
of
what
Ombudsman
Toronto
does
we
are,
as
you
know,
mandated
by
the
City
of
Toronto
act,
the
city
is
required
to
have
an
ombudsman
and
we
are
an
independent
and
effective
voice
for
fairness
in
the
City
of
Toronto.
Specifically,
we
listen
to
the
public's
concerns
about
city
services
and
administration.
We
investigate
by
asking
questions,
gathering
information
and
analyzing
the
evidence
that
we
obtain.
We
explore
ways
to
resolve
individual
cases
without
taking
sides,
and
we
shine
a
light
on
problems,
and
importantly,
we
recommend
system
improvements
in
addition
to
this
reactive
or
investigative
work.
R
We
also
proactively
consult
with
city
staff
and
we
inform
and
show
them
what
the
requirements
of
administrative
fairness
are.
We
have
the
really
three
lines
of
business.
The
first
is
the
complaints
resolution
and
the
investigative
work.
The
second
is
the
proactive
consultation
with
city
staff
to
help
them
serve
the
public
better,
and
the
third
is
outreach
both
to
the
public
and
also
to
city
staff.
R
We
had
a
very
productive
year
in
2018
we
handled
2111
cases
using
more
efficient
processes
which
I'll
outline
in
a
moment
that
was
a
28
percent
increase
in
complaints
from
2017
92
percent
of
the
cases
we
handled
in
2018
were
closed
that
year
and
60%
were
closed.
Within
30
days,
we
published
seven
reports
with
56
formal
recommendations
and
consulted
with
city
staff
on
12
different
projects
to
enhance
the
fairness
of
the
of
the
systems
or
processes
that
were
being
designed.
We
also
held
about
a
hundred
stakeholder
outreach
sessions
of
various
kinds,
including
presentations,
meetings,
etc.
R
In
terms
of
our
public
reports,
the
the
most
notable
ones
that
I'd
like
to
mention
are
just
to
remind
you
that,
a
year
ago
now
we
issued
an
inquiry
report
on
the
winter
respite
services
for
people
experiencing
homelessness
in
the
city,
and
our
report
directly
led
to
major
improvements
in
the
communication
and
coordination
of
those
very
important
services
for
some
of
the
most
vulnerable
people
in
our
city.
It
also
led
to
new
service
standards
for
respite
sites,
which
did
not
previously
exist.
R
As
I
mentioned,
the
volume
of
complaints
has
increased
significantly
27
percent
over
the
past
year,
and
we
have
not
had
any
increase
in
funding
for
staff.
The
complexity
of
complaints
has
also
increased
I
think
you
know.
We
all
know
that
the
complexity
of
this
city's
government
has
increased,
and
so
understanding
where
problems
have
arose
have
arisen,
excuse
me
and
what
systems
might
need
to
be
examined
to
address
those
has
become
increasingly
difficult
and
it
takes
longer.
R
R
We
undertook
some
significant
business,
modernization
and
transformation
in
2018
and
I
can
confidently
tell
you
that
we
are
using
every
dollar
that
City
Council
allocates
to
us
in
the
best
and
most
effective
and
efficient
way
that
we
can.
The
first
thing
is
the
Ombudsman
Toronto
inquiry.
It's
a
new--it's,
a
new,
informal,
flexible
and
nimble
tool
that
we
are
using
to
consider
an
issue
gather
information
and
resolve
the
problem
as
quickly
as
we
can.
Sometimes
it
takes
a
short
time.
R
The
second
major
innovation
that
we,
our
transformation,
that
we
underwent
in
2018
you
heard
about
it
from
my
colleague
a
lobbyist
registrar-
was
that
we
purchased
and
implemented
a
new
case
management
system,
and
this
is
specifically
designed
for
Ombudsman
offices.
It
came
from
Australia
after
a
very
exhaustive
and
comprehensive
procurement
process,
and
it
has
improved
our
capacity
to
record
our
work
and
to
analyze
our
casework
to
find
trends
to
see
where
fairness
problems
are
arising
and
figure
out
proactive
ways
of
addressing
them.
R
It
makes
us
better
able
to
capture
the
complexities
of
our
work
and
to
strategically
in
ficient
lis,
deploy
our
resources.
I
think
I
mentioned
these
performance
measures
already.
In
order
to
be
effective,
we
have
to
handle
every
case
as
quickly
as
we
can
and
give
it
the
resources
that
it
needs,
but
no
more
frankly,
the
good
news
is
that
in
2018
we
did
close
92
percent
of
the
cases
that
we
opened
in
the
year
that
we
handled
that
year.
R
R
We
have
two
complaints,
analysts,
which
are
the
people
who
do
the
intake
of
complaints,
and
we
have
only
five
investigators
and
frankly,
all
seven
of
those
people
are
finding
themselves
very
bogged
down
with
the
number
of
complaints
and
issues
that
they're
being
asked
to
address
every
day
next,
one
so
in
terms
of
our
significant
issues.
Really,
as
you
can
see
on
this
on
this
graph,
the
numbers
of
case
number
of
cases
has
been
steadily
increasing
and
our
budget
has
not.
R
My
recommendation
for
2019
is
really
a
very
simple
one:
I'm
recommending
that
council
approved
my
base
budget
plus
a
modest,
a
very
modest
increase
of
a
hundred
and
sixty
seven
thousand
dollars,
which
will
fund
two
very
much
needed
staff
positions.
I'll
explain
what
those
are
in
just
a
moment
in
terms
of
our
base
budget,
the
key
cost
drivers
are
simple:
it
totals
just
about
sixty
thousand
dollars.
Almost
all
of
it
is
for
staff,
and
the
eleven
thousand
remaining
is
for
computer
software
and
hardware
that
are
required
to
sustain
our
case
management
system.
R
In
terms
of
the
new
and
enhanced
services
request,
the
recommendation
is
to
fund
two
new
positions,
one
for
a
complaints
analyst,
which
are
the
staff
who
conduct
the
intake
for
complaints
and
who
handle
the
the
simple
and
and
quickest
cases
on
behalf
of
the
office
and
that's
in
addition
to
the
two,
only
two
that
we
have
currently
the
second
new
staff
person
that
I'm
recommending
is
an
additional
investigator.
Over
and
above
the
five
that
we
have
to
handle
the
more
complex
cases.
R
Our
enhancement
request
represents
point
zero,
zero
one.
Four
percent
of
the
2019
staff
recommended
gross
expenditure
levy
budget
of
eleven
point:
six,
three,
six
billion
dollars.
What
we
are
asking
for
is
in
many
senses,
a
drop
in
the
bucket
I
would
say
in
terms
of
the
of
the
big
decisions
and
the
big
numbers
that
you
are
dealing
with,
but
it
will
make
a
very
real
difference
to
the
effectiveness
of
the
Ombudsman's
office.
This
is
not
about
growing
my
office
or
expanding
our
services.
R
This
is
about
keeping
up
with
service
pressures
and
giving
the
public
and
the
city
the
service
that
it
deserves.
I
will
just
want
to
take
this
opportunity
to
thank
and
commend
my
very
small
team
express
my
appreciation
for
their
dedication
and
the
excellent
work
that
they
do
to
serve
the
public
and
the
city
as
part
of
our
our
office.
R
A
G
G
Looking
at
the
percentage
of
calls
that
are
answered
within
the
specified
seventy-five
seconds
that
you
know
you
had
a
bit
of
a
downturn
last
year
you
were
down.
You
were
off
five
percent
from
Target.
Can
you
explain
to
me
what
the
plant
and
but
you're,
showing
that
you're
back
to
target
next
year?
Can
you
explain
to
me
how
you're
making
up
that
five
percent
difference
through.
S
The
chair,
absolutely
what
basically
happened
was
we
had
to
deal
with
a
series
of
absenteeism
'z
that
happen
within
organization,
so
what
we
did
was
we
established
a
roundtable
with
the
appropriate
stakeholders,
such
as
HR,
LR
and
so
forth.
Look
at
these
predominant
cases
that
people
were
abusing
the
system
in
some
way
shape
or
form.
S
G
S
Regards
to
some
of
those
things
we
had
to
do
through
the
chair
of
apologize,
we
had
to
deal
with
sometimes
deflating
the
the
resident
or
the
or
the
client.
What
takes
a
bit
more
time,
just
sorry
deal
with
what
deflating
the
or
the
escalation
with
the
escalation.
Okay.
So
in
some
cases,
because
of
the
complexity,
you
have
to
take
a
bit
more
time
on
the
call
and
instead
of
looking
from
per
transaction,
you
won't
have
humanists
humanistic
approach
in
terms
of
addressing
some
of
the
the
residents
emotional
concerns.
So.
S
S
Through
the
chair,
yes,
we
are
we're
basically
at
this
point
in
time,
referring
to
particular
integrations
public
health
and
also
with
Toronto
buildings,
and
what
we
want
to
do
basically,
is
we
want
to
test
the
new
technology
that
actually
made
integrations
much
more
effective,
efficient,
a
much
more
cost
effective
as
well.
We
did
a
pilot
in
last
year,
which
we
demonstrated
some
new
technologies
and
new
process
improvements
that
actually
reinforce
that
okay.
G
S
S
There
is
there
is,
there
are
conversations
between
our
divisions,
because
there
was
an
initial
last
to
remove
from
three
one
one.
We
then,
with
the
new
leadership
that
came
on
board,
we
started
having
proactive
conversations
about
reintegrating
back
to
three
one
one,
but
there
has
not
been
a
concrete
commitment
as
of
yet
so
there.
H
N
L
S
Ability
to
spend
is
we
reroute.
Through
the
chair,
we
moved
our
provost
focus
from
three
one,
one
specifically
to
Toronto
your
service
and
a
larger
enterprise
approach
in
some
cases.
A
good
example
is
that
with
the
CRM
and
we're
looking
at
the
enterprise,
the
client
relationship
management
solution,
sorry
and
we're
looking
at
from
an
enterprise
level
versus
a
three
one,
one
lens
which
changes
the
scope
and
complexities
which
created
a
little
bit
more
delay
and
the
rollout
of
that
particular
initiative.
L
E
Through
the
through
the
chair,
what
we
are
doing,
counselor
we're
actually
going
to
be
coming
back
through
2020,
was
a
full
plan
on
the
integrations
across
all
the
divisions
citywide
with
the
client
relationship
platform,
and
that
will
be
the
request
it's
going
to.
Actually,
there
is
a
lag
in
system
that
today
that
we
use
that
we
are
actually
moving
into
a
different
system.
That's
cloud-based
to
your
point
that
will
be
an
enterprise
solution,
but
we're
coming
in
2020
once
we
actually
have
the
business
case
completely
done.
L
E
S
L
L
Next,
we
have
a
number
of
capital
needs
across
a
number
of
divisions
where
we've
cut
things
in
half,
when
we
suddenly
have
to
double
them.
Next
year
we
have
a
number
of
things
with
no
placeholder
chief
among
them,
TC
HC
and
yours
isn't
in
there
either
so
next
year,
when
we
do
fold
this
into
the
plan,
it's
a
big
jump
in
in
next
year's
10-year
plan,
potentially.
S
L
Then,
if
I
could
jump
to
the
service
level
pages
that
are
in
the
30s
here,
they
are
tell
me
about
business
intelligence.
This
is
this
is
something
that
everyone's
supposed
to
be
trained
in,
remind
me,
because
I
remember
giving
a
presentation
about
it,
but
I
note
in
the
service
levels,
where
we're
really
not
getting
to
everyone
involved,
a
number
of
users
trained
in
business
intelligence
reporting
tool,
the
gold,
for
instance,
this
year,
was
48
only
10,
we're
achieved.
S
Through
the
chair,
the
BI
tool
is
actually
open
up
to
the
counselors,
as
well
as
the
the
the
stakeholders
that
we
actually
service
and
it
entails
about
a
three-hour
training
sessions.
Have
we've
met
with
new
counselors
as
well.
That's
come
on
board
and
they're.
Actually
starting
to
get
trained
on
that
particular
platform
is.
S
S
L
S
L
S
S
And
we
make
sure
that
they're
absolutely
staffed
a
hundred
percent
to
peak
to
manage
that
particular
load
and
we
actually
extend
hours
and
shifts
accordingly,
depending
on
the
volumes
of
the
nuances
that
occur
that
day.
We
definitely
for
the
last
four
years.
I've
managed
that
service
level
well
over
80%
and
for
the
most
part
of
last
year.
S
We
did
that
less
than
two
quarters
that
we
managed
some
absenteeism
that
we've
addressed
and
one
of
the
things
that
we've
done
to
also
make
sure
that
we've
addressed,
that
is,
we've
changed
a
staffing
individual
and
brought
a
staffing
person,
that's
very
focused
on
LR
and
HR.
That's
now
part
of
our
complements
that
are
dealing
with
some
of
the
the
the
negative
behaviors
okay.
A
G
So,
starting
with
transform
teo
so
I
couldn't
find
a
single
number
anywhere
for
what
they
planned
or
with
a
20-19
expenditures
on
transform.
Teo
are
so
I
went
through
all
the
different
projects
that
were
in
the
short-term
strategy
and
I
added
them
up
and
I
got
to
5
point
4
4,
1
million.
Is
that
roughly
what
you
know
it
to
be?
G
G
T
G
So
we're
behind
what
was
provided
in
the
briefing
note
correct
okay.
So
what
so?
That's
one
piece
I
wanted
to
establish.
The
second
piece
is
my
recollection
was
that
a
number
of
the
actions
that
we
foresaw
on
the
transform
tío
project
were
dependent
on
some
revenues
from
the
provincial
carbon
pricing
am
I
remembering
right.
There.
T
T
When
we,
when
you
look
at
the
cap
and
trade
dollars,
none
of
the
strategies
that
we
were
going
to
implement
were
really
dependent
on
them.
The
business
cases
were
whole
without
those
cap
and
trade
dollars.
There's
no
doubt
that
we
saw
a
role
for
all
three
levels
of
government.
As
we
rolled
out
the
plan
and
I
still
do.
Okay,.
G
Well,
I'll
leave
that
for
another
day
because
I'm
curious
about
it,
but
I've
only
got
a
few
minutes.
Okay,
so
the
other
thing
that
I
recall
is
that,
in
order
to
meet
the
greenhouse
gas
reduction
targets
that
we
had,
the
there
wasn't
a
lot
of
wiggle
room
in
the
plan.
A
and
B,
as
you
told
me,
over
and
over
and
over
again
early
action
gets
bigger
results.
So
by
not
doing
about
a
third
of
what
we
had
originally
planned
to
do.
How
much
does
that
put
us
off
target
in
terms
of
our
reductions?
Well,.
T
G
Terms
of
that
that
that's
that's
good
to
know,
but
I
asked
a
very
specific
question,
which
is
in
the
original
design
of
the
program
you
had
projects
coming
on
in
certain
years
in
order
to
get
create
reductions.
We've
now
just
agreed
that
you're
a
third
short
in
this
year's
budget.
In
terms
of
the
resources
you
were
bringing
on
to
deliver
those
projects
and
I'm
wondering
as
a
result
of
being
a
third
short.
How
does
that
impact
our
ability
to
meet
the
targets
going
forward?.
G
T
Know
what
council
I
would
go
to
staffing
levels?
We
were
approved
last
year
to
hire
twenty
five
people
six
the
year
before
and
ten
this
year
and
I
think
we're
basically
on
track.
There,
we've
been
very
successful,
working
with
other
divisions
and
with
we've
been
hugely
successful,
working
with
the
private
sector
in
advancing
the
cause
of
transform,
TR
Jim.
G
I
T
I
T
Been
working
very
closely
with
the
resiliency
office,
the
creation
was
really
created
through
the
efforts
of
the
environment
and
energy
division,
and
we've
been
consulting
with
the
CRO
throughout
the
two-year
tenure
of
his
term,
and
you
know
clearly
resilience
as
a
is
related.
I
think
mitigation
adaptation
go
together
and
we've
made
sure
that
those
conversations
have
been
happening
throughout
the
last
two
years
and.
I
T
I
M
N
I
T
B
H
B
H
So,
though,
the
complexity
of
some
of
those
projects
and
some
of
those
some
of
those
could
be
also
property
acquisitions.
In
cases
where
the
timing
doesn't
line
up
where
there's
negotiated
deals
that
haven't
been
secured
by
year-end,
then
there
wouldn't
be
any
spending
in
those
categories
and
they
would
have
a
large
impact
or
a
significant
impact
on
a
consolidated.
F
Through
the
chair
over
the
past
few
years,
we've
enhanced
our
building
condition
assessment
program
to
better
assess
properties
than
we
have
in
previous
years.
We've
added
in
building
resiliency
towards
mechanical
electrical
systems,
as
well
as
adding
in
equipment
changes
to
look
at
equipment
that
would
address
reducing
ghd's
by
2040
in
existing
buildings.
So
in
previous
years
the
BCA's
were
more
basic,
we've
actually
enhanced
them
and
that's
why
there's
a
big
jump
from
nineteen
to
twenty.
B
E
So
through
the
chair,
looking
at
the
entire
portfolio,
it
it's
at
63%,
but
when
you
pull
out
actually
two
acquisitions
and
Union
Station
and
st.
Lawrence
Market,
it's
about
seventy
three
percent,
but
the
basic
sog
are
to
your
question.
Councillor
Layton,
for
what
Patrick
was
talking
about,
was
actually
it's
about
85
percent,
so
this
group
has
actually
have
gone
from
53
to
55
in
2016
2015
up
to
about
85%,
now
I'm,
a
completion,
okay,
okay,.
B
B
B
A
C
C
Through
the
chair
I,
can
you
be
a
little
bit
more
specific
on
which
types
of
the
asset
sales
you're,
referring
to
I'm,
basically
trying
to
determine
how
we
are
identifying
buildings
in
our
portfolio
that
we
would
like
to
potentially
sell
and
how
we
ensure
that
we
still
have
adequate
space
for
city
employees
through
the
chair?
Those
types.
P
A
G
Turning
to
page
25
chart
3
I
just
want
to
make
sure
I'm
reading
this
correctly.
Currently,
the
accumulated
backlog
for
facilities
is
328
million
and
that's
about
8.5%
of
the
offset
value
and
at
the
end
of
the
ten
year
program
it
will
be
six
hundred
and
thirty,
six
million
or
fifteen
percent
of
the
program
am
I.
Reading
that
right,
that's.
G
F
So
now
what
we're
doing
is
looking
at
at
how
we
can
actually
look
at
a
three
year
horizon.
Look
at
different
asset
classes,
where
we
can
create
more
of
a
program
approach
to
delivery,
which
allows
us
to
then
allow
contractors
to
them
purchase
in
bulk
and
provide
savings
through
the
tenders,
because
what
we
do
is
when
we're
looking
at
at
the
amount
of
funding.
That's
provided
we'd
go
through
and
do
as
many
projects
on
an
annualized
basis
and
then,
if
excess
funds
come
up,
we
try
to
deal
with
the
backlog
in
that
fashion.
I'm.
F
We've
just
started
rolling
that
out
in
the
past
year
councillor,
so
our
goal
is
moving
forward,
is
to
strategize,
looking
always
at
at
a
three
year
horizon
right
and
look
where
we
can
program
or
program
create
bundles
of
projects.
We
also
want
to,
you
know,
sit
down
with
with
p.m.
MD
as
well
look
at
supply
train
strategies
as
well.
So,
for
example,
if
we
knew
looking
three
to
five
years
out,
we
needed
to
buy
say
a
hundred
HVAC
systems
or
HVAC
units.
We
would
sit
down
with
p.m.
G
So
that's
all
helpful,
no
I'm,
just
I'm
trying
to
understand
a
different
thing,
though
so
the
kinds
of
things
went
on
and
I'm,
seeing
every
single
year
in
the
capital
plan
the
backlog
increases.
So
that's
just
to
give
me
a
sense.
What
worries
you
most
is
it
that
we're
falling
behind
a
mechanical
electrical?
Is
it
that
we're
falling
behind
on
reroofing?
Is
that
we're
falling
behind
on
through
a
building
envelope,
given
that
every
single
year
the
backlog
is
increasing?
What
are
the
consequences
for
the
management
of
the
facilities
that
fall
under
your
division?
I
mean.