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From YouTube: Budget Committee - December 18, 2017 - Part 2
Description
Budget Committee, meeting 39, December 18 - Part 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12852
Part 1: https://www.youtube.com/watch?v=yXE-STh3o2A
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A
I'd
like
to
call
the
meeting
back
to
order
hope
everybody
had
a
good
lunch.
We
are
gonna,
be
starting
now
on
the
last
division
and
the
largest
division
of
the
city,
the
the
police,
I'm
gonna,
be
doing
a
presentation
and
then
we'll
be
asking
questions
of
the
presentation
and
their
budget
after
that.
So
I
would
like
to
invite
the
chief
and
those
who
are
going
to
be
doing
the
presentation
up
to
the
up
to
the
mics.
B
B
The
role
of
the
City
Council
is
to
establish
an
overall
budget
for
the
bore
upon
reviewing
these
estimates.
Our
budget
review
process
this
year
was
founded
on
the
essential
principles
of
transparency
and
accessibility
to
the
public.
The
board
Budget
Committee
Abele,
chaired
by
councilor
Shelley
Carroll,
met
twice
in
public
first
for
a
public
budget
information
session
and
a
second
time
holding
a
meeting
to
review
budget
proposed
budget
and
format
recommendations
to
the
board.
B
In
addition,
detailed
budget
information
was
posted
on
the
services
and
the
board's
websites
for
the
public
and
other
interested
parties
to
see
I.
Think
it's
fair
to
say
this
year
we
went
much
further
than
we've
gone
before
in
making
those
as
that
transparent
and
available,
and
that
a
councillor,
Carol
I,
chaired
an
excellent
public
meeting
several
months
ago
on
the
on
the
on
the
whole
process
and
pleased
to
say
the
result
is
the
Toronto
Police
Service,
the
parking
enforcement
unit
and
the
Toronto
Police
Services
Board
have
all
met
the
City
target
of
0%
increase.
B
B
In
this
city,
it
outlined
a
plan
to
modernize
the
Toronto
Police
Service,
with
an
approach
that
cannot
that
we
cannot
meet
and
grow
the
policing
needs
without
or
with
the
old
policing
model.
And
so
we
need
this
new
vision
of
a
modern,
effective
police
service
that
makes
the
best
use
of
existing
resources,
while
leveraging
technology
information
and
working
with
our
communities.
B
I'm
pleased
to
say
that
today,
we're
on
track
to
achieve
changes
recommended
in
the
way
forward,
we're
determined
to
succeed
and
to
provide
trusted
and
efficient
service
when
and
where
the
public
needs
us
respond
to
the
complex
needs
of
our
community
and
particularly
working
with
the
community.
However,
as
you
know,
in
order
to
succeed,
we
need
to
continue
to
partner
with
the
city
and
we
need
the
city's
continued
support,
for
example,
in
facilitating
the
school
crossing
guard
transition
and
assuming
the
new,
broader
city
role
in
dealing
with
non
police.
B
Emergency
calls
through
3,
1,
1
and
diverting
other
non
police
calls,
such
as
noise,
complaints
to
city
divisions,
I,
believe
the
budgets
that
we
present
to
you
today
for
approval
I
clearly
demonstrate
that
the
board
and
the
service
are
very
much
cognizant
of
the
fiscal
reality
of
the
city
and
the
role
of
the
policemen's
play
within
it.
At
the
same
time,
it
is
incumbent
upon
the
board
to
establish
a
budget
that
ensures
that
the
city
is
provided
with
adequate
and
effective
policing
services.
I
believe
that
the
budget
we're
presenting
to
you
accomplishes
these
significant
objectives.
B
C
You
mr.
chair
mr.
budget,
chair
and
members
of
the
budget
committee
I'm
going
to
start
by
presenting
the
the
2018
operating
budget
request
for
the
Toronto
Police
Service,
and
so
we
start
with
fundamentals
around
our
mission,
which
is
basically
to
keep
and
provide
public
safety
services.
The
City
of
Toronto
to
keep
it
the
safest
and
best
place
to
be.
And
we
do
that
and
we're
guided
by
the
police
services
act.
C
That
requires
us
to
provide
services
around
crime
enforcement,
our
crime,
prevention
law
enforcement,
assistance
to
victims,
public
order,
maintenance
and
emergency
response
services,
and
he
talked
about
the
the
way
forward
report.
And
that
is
basically
our
strategic
plan
that
basically
drives
and
guides
how
we
will
modernize
the
services
that
we
provide
to
the
residents
and
visitors
to
the
City
of
Toronto.
C
Our
principles
are
based
on
active
accountability,
being
trusted
transparent
and
engage
the
inclusive
collaborative,
but
also
being
affordable
and
sustainable,
and
so
the
way
forward
report
is
basically
guiding
and
driving
us
and
being
where
the
public
needs
us.
The
most
embracing
partnerships
with
the
communities
that
are
so
important
to
delivering
public
safety
services
and
focusing
on
the
needs
of
a
large
city
needs
that
are
becoming
more
and
more
complex
as
the
city
grows
and
becomes
more
important.
C
This
slide
shows
a
history
and
you'll
see
that
in
2010
we
were
at
50
618
in
terms
of
our
approved
establishment,
and
at
that
time
we
were
actually
hiring.
So
you
see
the
the
straight
line.
There
is
our
approved
position
establishment,
so
we
were
hiring
to
that
number
in
2010
and,
as
you
can
see
through
the
years
through
civilian
ization
in
2015,
we
actually
Sevilla
Nuys.
So
we
went
down
on
that
approved
establishment
and
went
up
the
same
amount
on
the
civilian
side.
C
This
actually
shows
our
strategic
deployment.
Like
I
said
it
assumes.
160
people
are
going
to
be
retiring
or
leaving
and
separating
from
the
service
every
year,
and
it
shows
our
our
deployment
or
our
strategic
hiring
plan
for
the
next
three
years,
18,
19
and
20,
and
what
it
shows
is
that,
at
the
end,
by
the
end
of
nineteen
we'll
be
down
to
47
50,
which
was
the
number
that
we've
committed
to
and
then
we
in
2020
through
hiring.
We
will
maintain
that
number
at
around
47
50
as
well
on
the
civilian
side.
C
C
This
shows
our
our
vacancy,
and
you
can
see
we're
about
ten
point,
four
percent-
it's
actually
a
little
bit
more
than
that,
because
on
the
civilian
side
anyway,
it's
because
we
have
part-timers
we're
actually
running
at
around
11
and
11
a
half
percent
in
terms
of
a
vacancy
rate.
Our
hiring
moratorium
covered
all
positions
right
across
the
service,
except
for
communication
operators,
and
the
other
message
I
just
want
to
deliver
here
is
that
we've
been
we've
been
through
the
hire
moratorium.
C
In
terms
of
key
accomplishments,
we
talked
about
it
from
our
hiring
and
promotion
moratorium
that
basically
allowed
us
to
right-size
the
organization.
It
allowed
us
to
change
processes
that
we're
still
doing
today
in
terms
of
creating
efficiencies,
so
that,
in
fact,
we
do
business
differently
and
better
and
therefore
are
able
to
do
it
with
fewer
people
and
with
an
investment
in
technology
that
gives
them
the
information
and
the
tools
to
actually
do
that
job.
Much
more
effectively.
C
We
did
return
to
facilities
to
the
city
as
a
result
of
consolidating
some
of
our
operations
and
those
facilities
were
worth
about
four
and
a
half
million
dollars,
but
we
also
shaved
250,000
dollars
off
our
bottom
line
in
terms
of
ongoing
support
savings.
We
disbanded
tavis
and
the
transit
patrol
unit
and,
like
I,
said
before
this
allowed
us
to
redeploy
those
officers
80
in
each
to
the
front
line,
so
that
we
continue
to
provide
services
to
meet
to
meet
demand.
C
C
We
basically
said:
if
we're
going
to
bring
in
the
best
and
the
brightest
and
people
with
the
right
competencies,
then
we
have
to
have
an
HR
organization
that
can
actually
effectively
support
and
allow
us
to
achieve
those
goals,
and
so
the
board
has
approved
a
reorganization
and
an
investment
to
enable
us
to
do
that.
We're
also
recognizing,
like
other
organizations,
that
mobility
in
terms
of
providing
services
is
critical
to
any
organization,
and
so
we
want
to
start
putting
mobile
devices
in
the
hands
of
our
officers
so
that
they
can
actually
provide
and
get
information.
C
In
terms
of
major
crime
indicators,
crime
was
actually
down
right
across
probably
North
America
in
the
first,
probably
from
2005
right
to
2015,
and
then
we
started
seeing
a
slight
increase,
and
so
in
2017
compared
to
2016.
Major
crime
is
up
above
4%.
Homicide
is
down
about
15%,
but
I
can
tell
you
that
it
shows
53
there
as
of
October
31st,
we're
now
up
to
61,
so
we're
basically
flat
in
terms
of
a
comparison
to
prior
year.
Shootings
are
down
in
2017
compared
to
2016,
but
you'll
see
that
they're
actually
still
up
from
2015.
C
C
The
other
thing
that's
changed
is
crime,
a
lot
of
the
crime
that
happens
now,
you
don't
see
a
lot
of
the
work
that
we
do
to
prevent
crime.
The
public
doesn't
see
so
the
evolution
to
cyber
crime
and
national
security
issues
that
we
work
with
with
our
our
federal
and
international
partners
are
things
that
the
public
might
not
see,
but
is
very
real
work
that
happens
each
and
every
day
terms
of
cost
escalations.
We
still
have
the
collective
agreement
settlement
in
2018.
C
That's
the
last
year
of
our
contract,
some
of
the
provisions
impact
our
costs,
whether
they
be
legal
and
dam,
medical,
invent
dental
benefits,
retention,
pay,
we've
built
in
economic
factors
that
the
city
has
provided
in
terms
of
other
increases.
We
have
transformational
related
costs
that
we
also
have
to
provide
for
so
that
we
can
make
those
important
investments
premium
pay
we
in
2018.
We
actually
predict
that
we're
going
to
be
over
spent
on
premium
pay
by
about
5
million
dollars.
C
So
certainly
that
is
a
pressure
that
we
have
to
deal
with
in
2018,
but
you
can
imagine
that
we're
trying
to
deal
with
this
pressure
with
you
know
reduced
staffing,
but
also
an
increase
in
special
events
and
other
events
that
are
occurring
across
the
city
that
require
the
police
and
our
partners
to
be
there
to
make
sure
that
the
public
is
safe
and
civilian
ization.
As
we
move
and
say
we
don't
need
a
police
officer
to
do
this
type
of
work.
C
We
want
to
hire
a
civilian
to
do
that,
a
less
cost
because
we
are
going
down
in
terms
of
our
uniform
establishment.
It
actually
costs
us
money,
but
it
will
cost
you
less
to
do
that
activity.
So
here
is
basically
we
want
to
improve
how
we
relate
to
the
public.
We
went.
Bono
enhance
the
services
that
we
deliver.
C
We
want
to
change
and
enhance
the
access
to
the
services,
so
more
online
reporting
and
perhaps
having
police
officer
instead
of
police
officers
taking
and
responding
to
calls
actually
have
civilians
doing
that
same
work
where
it
makes
sense
in
the
back
of
our
minds
as
we
through
and
do
all
this,
and
we've
now
received
0%
for
the
second
year
in
a
row.
We
want
to
do
this
in
an
affordable
and
sustainable
way,
and
we
want
to
do
it
recognizing
that
our
culture
has
to
change
in
order
for
us
to
move
forward
on
this
important
initiative.
C
So
I
talked
about
some
of
these
things.
We've
Andy
talked
about
the
life
guard
in
school
crossing
guards.
Life
guard
is
actually
going
to
happen
for
the
mace
spring
season.
The
school
crossing
guards
will
happen
the
following
year
and
we're
actually
working
with
transportation
to
try
to
reduce
the
number
of
police
officers
that
actually
have
to
sit
at
a
crossing
guard
location
when
somebody
doesn't
show
up
so
hopefully
we
can
do
that
without
using
police
officers
to
do
it.
I
talked
about
the
restructuring
of
our
HR.
C
Our
actual
gross
budget
is
about
1.1
4
million
or
1.4
billion
dollars.
Most
of
that
comes
from
the
property
tax
component.
We
also
get
provincial
grants.
We
have
user
fees,
we
recover
paid
duty
in
terms
of
both,
because
that
flows
through
us
that
that
also
is,
is
impacted
there.
And
then
we
have
reserve
funds
that
we
also
use
to
provide
services
with
our
budget
breakdown.
You
can
see
as
usual,
about
88%
of
it
is
for
salary
benefits
and
premium
pay
and
about
the
another.
C
12%
is
for
non-salaried
related
dollars
and
what
that
budget
buys
and
we're
actually
in
the
process
of
also
modernizing
this
in
terms
of
the
various
programs
law
enforcement,
71
percent,
which
includes
the
investigative
part
of
its
not
just
responding
to
calls
community
prevention
initiatives
and
programs,
9%
infrastructure
and
administration,
which
is
about
4
percent
of
our
budget.
As
Andy
mentioned
for
the
second
year
in
a
row,
we
are
coming
in
at
zero.
C
The
net
effect
is
zero
terms
of
significant
pressure
like
17.4
for
salary
settlement,
and
we
we've
been
deferring
making
incremental
contributions
to
our
reserve,
which,
in
my
view,
is,
is
not
a
good
financial
strategy,
so
we're
actually
trying
to
make
those
contributions
that
have
included
them
in
our
budget
this
year.
I
think
I've
covered
most
of
these.
This
is
basically
a
chart
that
shows
the
basic
cost
drivers
and
certainly,
if
there's
any
questions
like
I'm
happy
to
answer
that.
That's
the
slide
that
we
talked
about
key
points
around
88%
of
our
budget.
C
The
rest
is
over
the
last
few
years
and
I
think
this
applies
not
only
to
the
police
but
probably
city
divisions
and
programs,
where
we've
cut
a
lot
of
them.
What
we
call
non
salary,
discretionary
type
expenses
as
best
we
can
and
we're
basically
very
close
to
the
bone
so
where
we
can
make
an
impact,
is
on
where
the
bulk
of
our
budget
is
and
that's
on
the
peak
of
the
people
side
and
that's
what
we're
trying
to
do
by.
C
It's
always
wise
to
look
at
beyond
18.
And
so,
if
you
look
at
our
outlook,
we're
assuming
because
we
don't
have
a
collective
agreement
for
19
and
20
we're
assuming
a
salary
settlement
in
and
around
the
rate
of
inflation,
let's
say
2%
and
so
right
now
we're
projecting
an
increase
of
3.1
percent
in
nineteen
and
2.6
percent
in
20.
C
C
So
our
objective,
like
any
organization
again,
if
you
look
at
the
bay,
you
look
at
any
we're
going
to
a
lot
organization.
Spaces
is
very,
very
critical
and
it's
very
expensive,
and
so
as
organizations
move
to
a
more
mobile
footprint
for
shopping
or
whatever
we're
basically
doing
the
same,
we
don't
need
as
many
divisions
that
we
currently
have.
We
want
to
consult
consolidate
those
divisions.
It
will
save
us
money,
not
only
short
term
but
long
term.
C
It
will
allow
us
to
return
key
assets
to
the
city
that
the
city
can
then
use
strategically
as
they
see
fit.
So
this
is
a
win-win
I
think
for
everybody,
and
it
does
an
impact.
We
don't
dispatch
from
division.
Our
officers
are
on
the
street,
so
basically
we're
moving
very,
very
aggressively
on
on
that,
so
we're
looking
at
facilities
realignment.
C
C
We,
as
I
said,
returned
to
some
facilities
to
the
city.
We
talked
about
the
connected
officer
program
that
basically
is
going
to
put
700
devices
in
our
officers
hands
in
2018
we're
not
using
City
money
for
that
we're
actually
using
a
provincial
grant
to
actually
achieve
that
with
with
a
great
help
of
city,
real
estate
and
City
Planning.
We've
now
actually
shortlisted
three
sites
for
consolidated,
54
and
55
division
and
the
preferred
site
will
be
scheduled
to
go
to
executive
committee
in
in
January.
C
C
We're
also
moving
on
a
cradle-to-grave
payroll
HR
system,
we've
already
done
quite
a
workaround,
streamlining
and
automating
the
the
administrative
process
for
training
and
actual
super
supervisory
approval
of
that
training.
We're
working
and
we
just
got
award
of
the
contract
for
radio
replacement,
and
this
contract
again
was
done
with
the
city
divisions
in
mind
as
well.
So
our
contract
is
now
available
to
city
works,
EMS
fire
and
they
get
the
same
pricing
that
we
do
in
terms
of
volume
discounts.
So
it's
it's
a
win-win
again.
C
Four
and
a
good
example
of
a
procurement,
our
capital
variance.
We
are
not
spending
where
we'd
like
to
be
a
lot
of.
That
is
because
we
don't
want
to
just
spend
for
the
sake
of
spending.
We
want
to
make
sure
that
we
spend
the
money
correctly.
Some
staffing
shortages
have
also
impacted
our
ability
to
move
forward
on
certain
things,
but
we
are
moving
forward
and
basically
are
confident
that
in
futures
will
start
our
spending
rate,
which
should
increase,
reserve
funding,
certainly
from
where
I
sit,
we're.
C
Finally,
taking
some
action
to
deal
with
that
issue
on
a
more
sustained
longer-term
basis
by
by
actually
making
some
needed
contributions,
but
as
we
move
into
more
technology,
more
technology
moy
means
more
equipment,
which
means
more
pressure
on
the
reserve
funding
in
terms
of
contributions.
So
that's
something
that
we
have
to
keep
in
mind
facility
to
realignment.
I've
talked
about,
and
we
certainly
moving
forward
very
aggressively
on
that
connected
officers.
I've
talked
about
that
is
not
in
our
capital
program,
but
we
envision
it
strategically.
C
Probably
in
our
program,
starting
in
nineteen
body-worn
cameras,
we
did
a
pilot.
They
were
well
supported
by
both
the
public
and
our
officers.
It
does
like
connected
officer
involved
a
significant
total
cost
of
ownership,
both
capital,
one-time
and
ongoing
in
terms
of
operating
costs.
So
we're
going
to
look
at
this
and
connected
officer
from
a
total
value,
benefit
perspective
and
then
looking
at
the
overall
cost
from
a
one-time
in
ongoing
perspective
as
well
and
then
relative
to
other
projects
that
we
have
in
the
pipeline.
C
This
slide
basically
shows
that,
on
average,
we're
on
target
to
meet
our
capital
targets
that
the
the
city
established
for
us,
in
terms
of
where
our
money
goes
most
of
it
goes
to
facilities
and
information
technology.
Our
goal
is
actually
where
you
see
more
42
percent.
Excuse
me
on
facilities
and
then
33
percent
on
technology.
C
You'll
see
that
60%
percent
of
our
capital
program
is
for
state
of
good
repair,
but
because
we
are
moving
with
a
lot
of
transformation
issues.
The
other
third
is
for
service
improvements.
Around
bi
technologies,
TPS
archiving
facilities
realignment
our
backlog
is
going
down,
and
if
we
reduce
the
number
of
facilities,
it
will
continue
to
go
down
because
we'll
have
fewer
facilities
to
actually
keep
in
the
state
of
good
repair.
So
that's
something
that
was
very
in
tune.
C
This
is
just
shows
that
by
for
funding
source,
it's
the
same
chart
as
the
other
one,
just
in
a
different
format.
One
thing
that
we
in
the
city
finance
people
are
very
cognizant
on.
As
we
move
forward
on
capital
projects,
you
can't
just
look
at
the
cost
of
the
project
itself
and
the
debt
that
it
might
attract
or
require,
or
the
reserve
fund
that
that
we
need
to
actually
pay
for
it.
You've
got
to
look
at
the
ongoing
costs.
C
A
lot
of
these
things
as
we
invest
in
technology
require
that
that
technology
be
replaced,
require
that
that
technology
be
supported
and
maintained,
and
so
there's
pressures
that
come
there.
So,
certainly
from
a
decision
maker
perspective,
we
want
to
make
sure
that
both
our
board,
the
chief
and
this
committee
here
in
City
Council,
are
aware
of
the
total
cost.
When
you
make
these
types
of
decisions,
the
unfunded
capital
projects
are
basically
and
I,
talked
about
them
connected
officer
and
body-worn
camera.
C
We
really
want
to
move
very
carefully
on
both,
but
especially
body,
worn
camera,
because
it
is
significant
in
terms
of
the
the
cost
others
have
jumped
into
this
and
now
are
regretting
it.
So
if
we
do
go
and
this
moves
forward,
certainly
we
want
to
make
sure
that
we
do
it
the
right
way
and
I'll
very
quickly
go
through
parking
enforcement,
so
our
job
on
parking
enforcement
is
basically
to
ensure
and
help
and
work
with
transportation
to
assist
with
the
safe
and
orderly
flow
of
traffic.
C
We
basically
do
that
by
enforcing
by
laws
that
have
been
enacted
by
the
city
and
basically
try
to
change
behavior
by
by
ensuring
compliance
or
supporting
compliance.
Our
parking
enforcement
officers
do
do
more
than
that
because
they
work
with
us.
There
are
in
another
budget.
They
help
us
with
stolen
vehicle
recoveries.
They
basically
are
another
set
of
eyes
on
the
street
that
can
help
our
police
officers
actually
do
their
job
more
effectively.
C
D
Thanks
Tony
and
the
Toronto
Police
Services
Board
is
a
seven
member
body
appointed
and
mandated
under
the
Police
Services
Act
to
provide,
through
civilian
governance,
adequate
and
effective
Police
Service
in
Toronto.
In
accordance
with
the
provisions
of
the
Act,
the
board
has
six
full-time
staff
members
who
are
not
members
of
the
Toronto
Police
Service.
They
are
independently
employed
by
the
board
and
are
excluded
from
membership
in
either
the
Toronto
Police
Association
or
the
senior
officers
organization.
D
D
In
terms
of
our
2017
key
service
accomplishments,
the
board,
in
collaboration
with
the
Chief
of
Police,
introduced
and
approved
the
final
report
of
the
transformational
taskforce.
The
way
forward.
For
its
part,
the
board
has
retained
an
organizational
change
management
consultant
to
provide
the
board,
with
independent
advice,
with
respect
to
the
progress
of
implementation
of
the
way
forward.
The
board
recruited
and
appointed
three
new
deputy
Chiefs
of
Police
the
board
approved
a
new
procedural
bylaw
governing
its
operations.
D
The
board
will
consider
the
toronto
police
services
first
ever
a
mental
health
strategy,
not
in
fact
in
2017,
but
we
anticipate
in
early
2018
and
finally,
in
2017,
the
Board
approved
its
response
to
the
coroner's
inquest
into
the
death
of
Andrew
loku
and
approved
the
three
recommendations
that
had
been
directed
to
the
board
in
terms
of
our
2017
operating
budget
variants.
We're
projecting
a
negligible
variance
mainly
due
to
the
fact
that
we
did
have
one
vacant
position
for
a
short
time
earlier
this
year,
key
challenges
and
issues
for
2018.
D
As
you
may
be
aware,
revisions
to
the
Police
Services
Act
were
introduced
by
the
province
late
this
year.
We
are
currently
assessing
those
for
cost
and
service
delivery
implications,
as
Tony
mentioned
in
his
presentation.
The
collective
agreements
with
the
Toronto
Police
Association
and
the
senior
officers
organization
expired
December,
31st
2018.
The
board
will
be
in
a
bargaining
position
at
the
end
of
2018.
D
In
terms
of
our
2018
operating
budget,
you'll
notice,
our
budget
is
roughly
divided
into
thirds.
A
third
is
related
to
labor
relations,
legal
costs
and
the
charge
back
from
the
city
for
the
services
of
city,
legal,
another
third
for
salaries
and
benefits,
and
a
final
third,
which
is
non
salary,
expenditures
and
reserve
contributions.
D
E
It's
a
pre-emptive
question:
I'm
asking
the
question
about
complement
because
I
know
it
will
come
up
when
we
get
to
Council
there's
the
snapshot
complement
that
we
actually
have
today,
but
the
the
recommendation.
Some
counselors
will
just
zip
through
the
budget,
reading
the
recommendations
and
there
we're
recommending
that
the
the
approved
complement
be
5440
and
the
staff
cost
would
be
2,000.
I
can't
remember
the
number,
but
but
in
both
cases
it's
significantly
higher
than
the
actual
today.
Why
do
we
approve
that
that
higher
number,
as
our
approved
compliment,
just
to
remind
folks
for
that
delivery.
C
Actually
we're
not,
but
it's
a
very
good
question,
I
think
at
some
point
we
do
need
to
adjust
that
yeah
from
a
board
approved
and
usually
we
do
that
we
we
used
to
do
it
as
part
of
the
budget
presentation.
We've
also
done
it
when
we
go
to
the
board
with
our
organizational
chart
in
February
of
next
year
and
basically
get
approval.
E
Even
then
you
wouldn't,
for
instance,
it
hasn't
been
adjusted
for
a
while,
but
you
wouldn't
go
all
the
way
down
to
what
is
the
snapshot
today,
you
would
still
want
to
be
able
to
respond
to
a
sudden
uptick
in
any
kind
of
behavior,
so
it's
the
what's
approved
and
what
our
budget
has
us
have
on
on
on
staff.
It's
never
gonna
be
exactly
the
same.
Alright.
C
So
we've
got
two
numbers:
we'll
talk
about
the
actual
approved
establishment,
which
is
approved.
Positions
on
the
uniform
side
is
54
48
and
basically
we're
gonna,
be
on
average
at
in
2018
v.
4870
48
seven
means
that
we're
assuming
160
people
will
leave
and
that
we
hire
about
80
people
to
replace
them
in
2000.
F
C
F
C
C
F
C
F
Okay,
so
is
that
a
studied
number,
fifty
four
forty
eight
then
or
like?
Where
does
that
number
come
from
and
will?
Is
there
a
process
to
say?
Okay,
you
know
what
all
the
technological
changes
change
in
practice,
governance,
reviews
and
so
on.
We
think
that
we,
as
all
things
being
equal
and
they
never
are
crime-
goes
up.
Crime
goes
down.
F
C
Right
now
and
that
you
can
certainly
chime
in
on
this
as
well
right
now,
our
number
is
47.
Fifty
now
having
said
that,
we're
not
going
to
get
there
until
the
end
of
next
year
next
year.
2019
now
stuff
may
happen
in
between,
but
certainly
the
chief
can
can
answer
that
question,
but
right
now
what
we're
budgeting
towards
and
what
our
strategic
plan
is.
4750
right,
okay,.
F
G
So
that
there
is
still
a
lot
of
work
to
be
done,
counselor
we
for
the
first
time
in
I,
think
policing
history
through
technology
were
able
to
actually
use
data,
use
analytics
to
really
look
at
what
that
number
should
be.
What
do
we
do
on
a
day-to-day
basis?
What
are
the
patterns
and
trends
that
are
associated
with
our
particular
industry?
What
things
are
we
doing
that
we
should
not
be
doing
so?
There
are
a
lot
of,
as
you
stated,
a
lot
of
moving
parts
that
will
allow
us
to
have
that
determination.
G
But
the
one
thing
that
we
will
be
able
to
provide
at
the
end
of
the
day
is
a
more
concrete
number
as
to
how
many
uniformed
officers
within
our
industry
we're
going
to
require
and
how
many
other
members
from
the
civilian
side
of
policing
will
be
able
to
determine
a
more
definitive
number
and
be
able
to
validate
it
through
analytics.
All.
F
H
103
he
was
your
chair
on
the
lifeguards
at
the
last
council
meeting
or
two
meetings
ago.
We
actually
transferred
the
funds
from
the
police
services
operating
budget
to
parks,
forestry
and
recreation,
so
that
budget
is
actually
sitting
there
and
they
are
planning
the
work
to
actually
begin
delivery
of
that
service.
For
this
bring
in
terms
of
the
crossing.
F
H
In
terms
of
parks,
forestry
and
recreation
that
amount
shifted
over
to
to
recreation
staff,
you
will
see
a
net
new
amount.
That's
being
requested
in
the
unfunded
list
for
PFN
are
because
we
have
a
different
cost
structure.
Then
then,
the
police
service
had
so
there's
a
little
incremental
cost
to
the
city
as
a
result
of
that
cost
structure.
So.
I
H
F
F
F
C
I'll,
try
max
what
you
want
in
part
of.
It
is
just
covering
overtime,
because
if
we
had
them
go
or
sort
of
for
the
courts
to
go
to
courts,
because
if
we
had
them
go
during
their
on-duty,
basically
it
would
take
them
away
from
from
actually
doing
the
enforcement.
But
I'll
let
Mac
for
try
to
to
give
you
a
better
answer.
Just
in
terms
so.
I
F
A
That's
we're
getting
into
okay
you're
at
seven
and
a
half
minute,
so
why
don't
we?
Why
don't
I
like
you're
gonna,
have
to
hold
the
last
question
this
is
this
is
well
if
you
want
to
come
back
and
come
back,
I
understand
that,
but
we're
just
sort
of
trying
to
be
fair
with
everybody
councillor
Campbell's
next,
thank
you.
Thank
You,
mr.
chair,
well,
I
would
just
like
to
say
good
job
on
the
budget
coming
in
at
0%
and
aleko
counselor
of
Avox
Komets
good
to
see
you
or
chief
Saunders.
A
G
Yeah
I
would
love
to,
unfortunately,
that
that's
all
it
has
been.
This
talk,
I
think
gone
are
the
days
where
people
are.
People
are
more
interested
in
efficiency
and
effectiveness
of
having
roads
being
obeyed
and
being
safe.
We've
got
5600
kilometers
of
Road.
My
numbers
of
uniformed
officers
are
shrinking,
so
the
police
demand
is
a
factor
that
I
think
we
need
to
start
changing
the
narrative.
There
is
technology
that
is
out
there
that
can
be
of
tremendous
value.
G
In
the
mean
time,
one
of
the
things
we
have
done
is
using
the
existing
analytics,
we're
able
to
see
where
those
hotspots
are
across
the
city.
We
have
enhanced
our
deployment
from
a
strategic
perspective.
So
with
our
limited
resources,
we
are
putting
officers
in
those
places
that
data
is
showing
us
the
when
and
where,
and
why
and
we're
getting
results
in
reduction
in
those
particular
areas.
Ok,.
G
In
in
in
all,
let
me
let
me
phrase
that
differently.
When
we
talk
about
police
I,
think
most
people
are
thinking
a
you
know,
from
person
in
a
uniform
car
going
from
caller
call,
I
have
hundreds
of
specialized
officers
that
are
out
whether
it
be
drug
enforcement,
whether
it
be
gun
and
gang
right
and
all
those
other
units
so
honor
about
a
regular
basis.
We
will
have
hundreds
that
are
there
that
can
be
pointed
in
any
given
time,
depending
on
on
the
critical
situation,
but
for
the
standard
primary
response
unit.
A
C
A
Okay
and
I
noticed
the
and
then
then
that's
it
and
then
what
yeah?
Okay,
then
you
got
to
find
more.
So
in
regard
to
the
budget,
you
came
in
at0
that
five
million
certainly
helped.
You
won't
have
that
next
year.
Where
else
is
the?
Is
there
much
more
you?
Is
there
much
more
wiggle
room
in
the
police
budget,
not.
C
Really
certainly
we're
doing
our
best
to
do
at
least
the
same
with
less
you
can
see.
Our
numbers
in
terms
of
you
know
we're
down
seven
hundred
officers
and
probably
another
200
civilians,
so
we're
trying
to
actually
create
a
much
more
sustainable
fiscal
model
without
impacting
service,
in
fact,
hopefully
improving
service,
but
in
terms
of
finding
additional
dollars.
That's
why
you
see
our
outlook?
We
actually
see
I
mean
this
is
a
second
year
we've
come
in
at
zero.
G
C
G
Want
to
answer
to
that
question
that
same
question
and
be
a
little
bit
more
direct
sir
one
of
the
things
we're
finding
through
our
research
is.
There
are
a
tremendous
amount
of
things
that
we,
as
an
agency
of
doing
that
we
should
not
be
doing,
and
so
looking
at
the
alternative
measures
is
something
that's
critical
as
well
as
we
move
forward
and
the
use
of
technology
is
going
to
be
something
that
is
going
to
be
tremendously
important
as
well.
So
there
are
a
lot
of
things,
for
example,
that
the
theft
of
liquor
theft
of
gas.
G
We
do
thousands
of
these
types
of
calls
that
take
in
an
ordinate
amount
of
time
to
do
from
an
administrative
process.
We
don't
need
to
send
a
2-car
police
officer
to
do
that.
We're
doing
that
right
now,
because
it's
a
matter
of
public
education.
It's
a
matter
of
getting
this
the
city
comfortable
with
the
change
of
things
that
we
are
not
going
to
be
going
to.
But
when
we
say
we're
not
going
to
it,
it
doesn't
mean
we're
going
to
compromise
on
a
safety
in
any
way,
shape
or
form
it's
about
being
more
practical.
G
A
C
A
C
But
a
good
chunk
of
that
is
our
utilities
bill
at
our
Police
College.
It's
about
a
million
dollar
increase
because
of
an
error
that
the
hydro
made
way
back
when
so
they
finally
caught
it
they've
now
built
it's
not
a
statute
of
limitations
on
the
air
three
years,
you're
absolutely
right,
two
years,
and
so
it
actually
has
created
about
a
million
dollar
pressure
for
us
in
2018,
we'll.
I
G
Different
different
recommendations
have
different
timelines.
Counselor
I
think
I
can
tell
you
the
things
that
that
we
as
an
organization,
are
in
full
control
of.
We
have
the
opportunity
of
having
more
definitive
timelines,
but
certain
things
have
been
done
already
so,
for
example,
the
disbanding
of
tablets
that
was
done
when
we
look
at
the
connected
officer
we're
moving
ahead
with
that
next
year,
we're
looking
at
deploying
700
more.
We
started
out
with
a
pilot
project
35.
I
G
Those
officers
were
already
deployed
in
different
areas
of
the
service
when
the
initial
decision
to
make
we've
made
to
suspend
I
did
not
move
those
officers
into
the
Catholic
school
board.
In
fact,
I
kept
the
Catholic
school
board
numbers
the
same.
I
did
not
increase
them
in
any
way
shape
or
form
to
wait
for
the
outcome
of
the
district
school
board,
and
so
we
redeployed
those
officers
I
believe
some
of
the
community.
Some
of
the
front
line
and
I
mean
that
door
is
not
closed.
G
G
G
G
I
G
Would
have
to
look
to
see
if
that
has
been
made
by
the
public
and
the
Association
has
made
their
quest
for
callbacks
and
we
are
entering
discussions
with
them.
We
have
set
the
parameters
for
callbacks
and
if,
if
the
requirements
are
made
based
on
the
requirements,
then
we'll
issue
those
callbacks
so.
I
If
I
ask
for
a
briefing
note
on
that,
your
baby,
to
give
it
to
me
at
a
later
date
sure,
yes,
okay,
so
we
get
a
lot
of
calls
and
other
members,
because
I
mentioned
for
enforcement
as
far
as
cars,
not
you
know,
speeding,
not
stopping
at
stop
signs,
rolling,
stop
signs
and
all
that
we
get
so
many
calls
like
that.
So,
rather
than
send
out
our
resources
on
those
calls
which
we
do
get
a
lot
up
and
the
officer
should
be
on
the
street,
you
know
I'm,
making
the
streets
safer.
I
G
I
G
I
C
Understanding,
as
the
chief
indicated
was,
if
we
want
to
extend
that
to
other
like
prohibited,
turns
or
speeding
or
whatever.
That
would
require
some
some
discussion
with
the
province
in
terms
of
our
ability,
the
city's
ability
to
do
that.
We
would
obviously
work
with
City,
probably
transportation,
to
provide
information
on
where
they
might
deploy
those
cameras.
So.
I
G
B
Several
times
before,
Council
Campbell
saying
the
same
thing
you
know,
ninety
percent
of
our
budget
is
our
people
and
the
city
continues
to
grow.
The
pressures
are
going
to
continue
to
grow,
you're
talking
about
the
traffic
and
the
concerns
you're.
Getting
we've
got
to
be
able
to
embrace
the
technology
to
be
able
to
do
that.
Otherwise
it
means
more
bodies.
So
we
have
asked
for
some
time
that
we
be-
and
we
understand
that
it's
it's.
I
I
If
I
was
tasked
for
a
briefing
note
on
the
breakdown
of
by
division,
I'm
interested
in
the
average
number
of
officers
on
patrol
at
any
given
time
broken
down
by
police
division
for
the
past
five
years,
including
the
project
projected
numbers
for
2018,
would
you
be
able
to
give
me
that
briefing,
no
individual
divisions,
the
breakdown?
Yes,.
G
G
The
short
answer
is
yes,
yes,
yes,
we
have.
It
is
not
a
and
I
want
to
be
very
clear
on
this
I.
Don't
think
that
there
is
this,
this
resistance
or
pushback
I,
just
think
that
we
don't
necessarily
understand
the
timelines.
It's
something
that
we
would
like
to
happen
sooner
than
later,
and
we
understand
the
city
is
busy,
but
from
our
perspective,
we
think
that
that
is
something
that's
critical.
I
have
had
discussions
with
you
on
this
in
a
pastor
and
I.
G
B
I
could
just
add
to
that
cancer
inside
that
you
know
we
former
Chief
Blair,
asked
for
that
as
well
again,
I
come
back
to
the
essential
point
that
the
costs
are
gonna
continue.
The
pressures
on
please
see
as
the
city
grows.
This
is
going
to
continue
we're
talking
about
the
body,
cameras
and
all
those
things
that
the
one
way
you
can
hold
the
line
on
these
things
is
by
leveraging
the
technology,
as
you
pointed
out,
and
doing
it
broadly.
So,
the
sooner
we
start
right.
Do
it?
Bono,
absolutely.
J
Think
they're
about
180
to
200
thousand,
stop
signs
in
the
city
right
and
I.
Think
you
have
two
officers
per
division.
Doing
traffic
I
don't
know
was
that
34
I
mean
you
know
you
can
see
where
that
goes.
I
just
haven't
like
I
know
there
was
that
push
for
what
used
to
be
called
photo.
Raider
I
just
haven't
seen
the
push
beyond
that.
But
anyway
that
was
my
one
question:
how
much
is
presumptive
illness
costing
the
service.
J
C
Think
any
time
an
organization
goes
through
changes,
this
is
not
tinkering.
Changes
is
massive
change.
You're
gonna
have
a
huge
creat
stress
and
anxiety,
so
I
think
that
may
be
one
factor.
The
moratorium
in
terms
of
of
not
filling
positions
could
be
another
factor,
and
certainly
it's
a
it's
a
priority
for
us
to
actually
try
to
get
to
what
the
root
cause
is,
so
that
we
could
take
the
necessary
action.
Our
absenteeism
was
actually
very
good
until
15
and
then
it
kind
of.
C
J
C
J
B
J
Yes,
okay,
the
the
senior
officers
they
have
a
car
provided
correct,
make
superintendent,
that's
correct,
okay,
and
if
that
superintendent
happens
to
and
all
the
expenses
are
covered.
Obviously,
if
that
superintendent
happened
to
live
in
Barrie,
are
we
paying
for
that
superintendent
to
get
back
and
forth
to
work.
J
J
Sorry
I
don't
mean
paying
their
for
their
time
for
their
car,
so
we
we
provide
a
car.
You
provide
a
car
that
they
use
whenever,
with
their
use
of
that
car
be
could
be
to
and
from
work,
so
essentially
we're
paying
gas
wear-and-tear
everything
for
them
to
live
in
Barrie
and
work
in
Toronto
if
they
live
in
Barrie.
Yes,
that's
correct,
okay,
so
some
last
question
as
part
of
the
contract
in
lieu
of
overtime.
They
get
three
weeks
extra
vacation.
G
It's
not
deemed
as
holidays.
It's
then
I
can
pay
for
the
time
that
they
put
in
on
a
regular
basis.
You
know
the
commanders
have
town
hall.
Meetings
are
going
to
different
functions
on
a
regular
basis,
so
if
they
start
at
7:00
o'clock
and
end
at
10:00
o'clock,
which
most
of
them
do
that's
not
included
in
the
overtime
packet.
So
over
the
course
of
the
year,
the
compensation
is
those
senior
officer
days.
The.
G
H
G
H
G
The
actual
54
and
55
have
have
done
the
amalgamation
piece,
but
when
it
comes
to
the
true
district
model,
there
are
other
elements
that
we're
looking
at
we're.
Looking
at
putting
in
wagons
we're
looking
at
modifying,
it's
called
the
CIS.
You
that's
looking
at
the
calls
that
the
front
line
shouldn't
be
going
to
and
they're
okay.
G
H
G
H
H
G
There
a
couple
of
things,
one
of
the
things
that
I'm
advised
is
that
the
province
is
putting
together
a
task
force,
Amalgamated
services
and
jurisdictions
that
are
working
in
conjunction
with
the
u
nipple
services.
In
order
to
create
the
enforcement
piece.
My
ask
is
for
funding
for
the
training
for
officers
for
the
drive
recognition.
People
that
are
impaired,
I
think
that
it's
a
costly,
it's
a
costly
process
to
train
officers,
and
so
I
want
to
make
sure
that
that
is
definitely
one
of
the
pieces
in
which
we
would
like
are.
H
G
G
H
Would
ask
more
about
traffic
and
parking
and
how
it
fits
into
vision,
zero,
but
strategy
I'm,
not
exactly
sure,
but
I
know.
All
of
us
are
interested
in
understanding.
How
do
we
get
better
parking
enforcement
and
traffic
enforcement
and
how
it
connects
with
the
vision,
zero
strategy
for
the
city?
Is
there
somewhere?
We
can
go,
look
for
that
or
are
they
connected
at
all.
G
We
are,
we
are
part
of
the
vision,
zero.
We
have
been
included
in
a
lot
of
the
data
analysis
so
that
the
city
could
have
an
understanding
of
where
the
the
pressure
points
were
across
the
city.
From
an
organizational
perspective,
I
have
amalgamated
the
traffic
and
parking
under
one
command,
which
wasn't
before
so
I
understand
that
that
alignment
is
important
and
also
the
alignment
of
working
with
the
city
is
critical.
G
H
G
H
C
E
I,
just
the
one
thing
that
I
forgot
earlier
so
I.
Thank
you.
Miss
mr.
chair
for
the
indulgence
forgot
to
ask
earlier
to
follow
up
on
a
question
that
we
asked
this
morning
of
3-1-1
services
with
respect
to
the
transfer
of
some
of
the
non-emergency
calls
that
we're
trying
to
pull
out
of
911
over
to
3-1-1
their
their
assurances
this
morning
were
based
on
the
timely
and
unconstrained
sharing
of
data.
E
That's
apparently
what
what
we
need
to
make
sure
that
we're
getting
the
numbers
right
and
we're
able
to
keep
up
the
standard
that
people
expected
from
911
when
they
called
there,
and
these
are
non-emergency.
The
parking
calls
the
ones
that
transformational
course
wants
to
move.
But
they're
really
still
waiting
on
a
data
exchange
is
the
is
it?
G
Yes,
my
understanding,
I
there
is
a
relationship
with
the
strategic
management
and
with
the
city.
I
can't
talk
on
the
what
the
scope
is,
but
my
understanding
is
that
there
was
alignment
from
the
start
of
this
year.
So
I
was
assuming
that
under
that
relationship,
part
of
the
issue,
as
as
we're
handing
or
willing
to
work
with
the
city
that
the
the
data
through
and
veronik
sand
through
the
other
tools
were
also
a
part
of
the
conversation
with
the
city.
So
I'm
surprised.
G
E
G
As
you
know,
council
is
sitting
on
the
board.
One
of
the
things
that
we
have
been
very
effective
with
and
continue
to
learn
more
ways
is
the
sharing
of
data.
So
we
have
increasingly
provided
data
not
just
from
a
Community
Safety
portal,
but
also
from
communities,
say
service
portal,
and
that
is
something
is
ongoing.
So
the
data
sharing
is
something
that
was
once
something
we
reluctant
to
do,
but
I
think
you've
seen
through
our
behavior
over
the
past,
while
that
that
is
shifted
dramatically
excellent.
A
A
H
Frustrating
is
the
amount
parking
tags
that
are
not
the
areas
that
are
not
being
enforced.
All
the
non
permit
parking
areas
simply
you
do
not
enforce
overnight
parking.
Wouldn't
there
be
a
lot
of
money
to
be
made
if
somebody
just
started
enforcing
in
a
proactive
way
other
than
by
complaint,
I
mean
every
street.
Has
this
packed?
Don't
phone
no
complaints
and
then
we
won't
get
tickets
and
so
they
park
overnight.
I.
B
H
You
say:
Cabbagetown,
that's
cuz,
there's
permit
parking
down
there,
everybody's
guests
get
ticketed.
If
there's
permit
parking
flipping
over
sides,
you
get
to
get
it
in
15
minutes,
but
in
half
of
my
ward
there
is
no
permit
parking
and
they
park
on
the
street
all
the
time
overnight,
no
consequences
once
in
a
while
to
get
a
ticket.
H
I
H
A
Don't
attribute
that
to
me
I
can
correct
me
if
I'm
wrong.
Excuse
me
for
said
correct
me
if
I'm
wrong,
but
I,
don't
know
if
that's
a
police
that
may
be
a
city
policy,
you
follow
the
policy
on
parking
yourself,
so
there
wouldn't
that
be
a
policy
decision
that
the
city
would
determine.
Instead
of
something
that
you
would
decide
on
what
they're
good
to
parking.
That's
I
I,
don't
know
whether
or
not
that's
a
police
enforcement
or
police
port
issue,
as
opposed
to
a
city
us
determining
the
policies
on
parking
permit
parking,
no.
H
K
You
mr.
chair,
the
issuance
to
date
in
terms
of
parking
ticket
revenues
at
q3.
We
were
projecting.
We
were
about
96%
of
budgeted,
so
we
expect
to
be
close
or
this
year
in
terms
of
revenues,
actual
versus
budgeted
for
2018,
where
we're
projecting
slightly
lower
issuance
at
two
point:
one:
five
million
tickets,
which
is
a
slight
decrease
over
2017,
and
our
revenue
figures
are
projected
for
tickets,
issued
the
revenue
total
revenue
for
the
program.
It's
a
107
0.9,
0.7
million.
K
We
are
basing
that
on
information
that
we've
had
from
Toronto
Police
Service
in
their
enforcement
unit
and
also
in
the
level
of
compliance
that
we
are
seeing,
that
is
seeing
fewer
tickets
issued
because
people
are
the
compliance
rate,
is
actually
up.
People
are
actually
able
to
pay
by
cell
phone
when
they
have
parking
tickets
that
has
contributed
to
fewer
tickets
being
issued,
and
the
higher
fines
for
Russia
were
offenses
they're
still,
in
effect,.
J
Just
to
follow
up
on
that
the
the
parking
that
three-hour
parking-
and
this
is
actually
through
you
to
the
chief
chief-
you
would
remember
this-
was
a
nut
at
this
situation-
occurred
in
the
1990s,
probably
around
92.
Prior
to
that
time,
the
three
hour
by
law
was
enforced
like
every
other
municipality,
in
terms
of
just
the
police
going
out
and
enforcement
enforcing
it.
J
A
Okay
counselors.
We
are
now
finished
all
of
the
presentations
from
all
the
agencies
and
divisions,
and
we
have
we're
going
to
I've,
compiled
and
I
think
the
clerk
has
them
almost
ready.
The
briefing
note
requests
that
we
have
received
over
the
last
four
days:
councilman
havoc
they're,
the
one
that
I'd
mentioned
to
you
has
been
removed,
that
you
can
actually
find
that
information.
Jodi
Josie,
we'll
get
you
about
that,
but
I
think
we've
we
have
done
all
the
other
ones,
there's
nothing!
All
of
them
seem
to
be
fine.
F
F
A
So,
the
next
step
we
will
have
the
public
deputations
in
January
and
then,
when
we
get
into
our
wrap
ups,
that's
where
by
then
all
of
these
briefing
notes
will
have
come
in.
There
are
I
think
three
wrap
up
to
this
to
wrap-up
sessions.
So
after
the
first
obsession,
if
there's
any
other
questions,
any
other
potential
briefing
notes
generally,
there
aren't
I,
don't
think
we've
seen
any
in
the
past
or
very
few
you'll
have
an
opportunity
to
again
have
one
more.
F
F
F
I
A
The
what
what
is
before
you
is
all
of
the
requests
that
you
have
brought
to
the
clerk
Oh,
your
your
your
requests.
Counselor
have
come
to
the
clerk.
We
have
reviewed
all
of
them,
so
if
you
have
given
your
request
to
the
clerk
and
other
than
the
one
from
councillor
Mavic,
that
was
already
in
the
notes.
They're
all
in
this
motion.
D
A
D
H
H
A
Yeah
I,
just
I,
just
want
to
get
the
the
little
correction
for
that
there
we
go
counselor.
It's
now
up
what
you
wanted
just
to
make
sure.
Okay,
all
in
favor,
opposed
that's
carried
Merry
Christmas
have
a
happy
new
year,
we'll
see
everybody
in
the
new
year.
Yeah.
Thank
everybody.
Next
is
the
public
deputations
in
January.