►
From YouTube: Budget Committee - February 4, 2020
Description
Budget Committee, meeting 16, February 4, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17115
Meeting Navigation:
0:07:29 - Call to order
Agenda Items:
0:10:57 - BU16.1 - 2020 Property Tax Rates and Related Matters (Ward All)
0:24:30 - BU16.2 - 2020 Capital and Operating Budgets (Ward All)
2:49:49 - BU16.3 - Additional City of Toronto Reporting Requirement as a Result of Ontario Regulation 286/09, Budget Matters - Expenses (Ward All)
A
A
A
We
acknowledge
that
the
land
we
were
meeting
on
is
the
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit
dianna
schwabe,
the
Chippewa,
the
hood
nashoni,
and
when
deaf
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
métis
people's.
We
also
acknowledge
that
Toronto
is
covered
by
treaty.
Thirteen
with
the
Mississauga's
of
the
credit
you
of
course
can
watch
us
on
YouTube
at
Toronto.
City
live
journal,
City
Council,
live
on
your
computer
tablet,
smartphone
or
no
dot
CA
/
Council.
A
Seeing
none
today
is
the
final
round
of
budget
deliberations
and
where
decisions
will
be
made
today,
it's
our
as
I
said
the
16th
meeting,
there's
three
items
before
us:
bu
16.1,
2020
property
tax
rates
and
related
matters,
bu
16.2,
2020
capital
and
operating
budgets
and
be
used.
Sixteen
point:
three
additional
City
of
Toronto
reporting
requirements
as
a
result
of
the
entire
regulation
to
eight
six
zero
nine
budget
matters,
expenses.
What
I
have
to
propose
that
we
do
today,
members
is
that
we
will
consider
the
items
in
agenda
order.
A
So
the
first
item
will
be
the
item
on
the
property
tax
rates.
What
I
want
to
do
now
is
this
will
begin
with
that
we'll
work
our
way
down,
but
just
want
to
outline
what
we're
gonna
be
doing.
With
regard
to
bu
16.2
on
the
2020
capital
and
operating
budgets,
it'll
be
similar
to
last
week.
We
have
wrap-up
notes.
We
have
some
more
three
from
note
requests
that
have
come
in
they're,
distributed
on
blue
paper,
along
with
some
supplementary
reports.
A
We'll
have
an
opportunity
to
ask
questions
of
staff
on
these
reports
and
on
the
briefing
notes.
Once
we
have
done
that
we're
going
to
go
again
to
questions
of
service
groups
and
the
agencies,
there
is
a
sheet
I
believe
that
you
have
it's
similar
to
what
we've
done
last
week,
then
that'll
be
one
more
opportunity
to
ask
any
final
questions
on
anything
with
regard
to
the
budget,
then,
after
that
we'll
be
going
to
speaking
and
moving
motions.
A
Last
promotions
that
I
had
planned
to
be
moving
to
be
circulated
in
advance.
So
that
you
can
review
them
and
if
you
have
your
own
motions
that
you
want
to
circulate
just
let
the
clerk
know
one
they
will
advance
circulate
them
and
again,
if
you
have
any
draft
or
any
further
motions,
please
bring
them
to
my
attention
as
soon
as
possible.
A
Are
actually
getting
a
concurrent?
We
are
gonna
begin
with
the
first
item
on
the
agenda,
which
is
bu,
16.1,
2020
property
tax
rates
and
related
matters.
So
we're
going
to
actually
begin
with
that
item
questions.
So
what
I'll
begin
those
questions
of
staff
on
that
particular
item
and
then
we'll
go
into
speaking
and
then
we
will
dispense
of
that
item.
Then
we'll
go
on
to
16.2
and
then
we'll
go
into
the
blue
as
we
did
last.
We
could
be
just
similar
to
last,
but
the
blue
sheets
and
then
more
questions
on
the
overall
operating
that'll.
C
C
C
C
Maybe
just
a
question
to
the
chair:
is
this
the
appropriate
time
to
ask
about
briefing
notes
as
they
relate
to
other
revenue
tools,
because
there
there
was
a
briefing
note
in
relation
to
the
vacant
property
homes,
tax,
yeah,
I,
think
that
would
be
appropriate
and
that's
that's
all
right
and
and
the
municipal
land
transfer
tax.
Okay.
So
the
briefing
note
is
sort
of
light
on
details
about
how
we
would
implement
this.
How
long
would
it
take
to
implement
a
tool
like
that?
The
vacant
property
tax
tool.
F
F
C
F
C
F
So
through
the
chair,
realizing
that
the
purpose
of
this
particular
policy
is
not
revenue
based,
it's
actually
to
increase
the
number
of
units
that
are
in
the
rental
housing
market.
So
to
your
point
that
it
would
be
anticipated
that
if
the
policy
was
effective,
the
revenue
tools
would
go
down.
That
being
said,
that
becomes
an
unpredictable
revenue
source
and
hard
to
incorporate
that
revenue
source
into
an
operating
budget
when
you
have
reliable
operating
costs,
so.
F
Through
the
chair
and
when
we
look
at
the
vehicle
registration
fee,
what
we
have
to
remember
is
that
we
are
reliant
on
the
province
to
actually
help
implement,
so
one
we
would
need
partnerships
with
the
province
and
approval
of
the
province
to
do
that
for
the
collection.
So
that
is
an
element
that's
outside
of
our
control
and
that,
in
actual
fact,
increases
the
risk
as
to
whether
or
not
that
particular
tax
would
be
plausible
for
the
city.
Well,.
G
Through
the
chair,
the
amount
of
revenue
depends
on
the
rate,
but
generally
speaking,
$100
a
year
rate
brings
in
about
a
hundred
million
and
the
amount
of
time
to
implement,
as
as
the
CFO
mentioned,
depends
on
provincial
corroboration,
but
assuming
that
the
province
has
retained,
and
they
said
they
have
the
capacity
to
where
they're
their
programming
to
do
it,
it's
probably
in
the
order
of
a
minimum
of
four
to
six
months.
Okay,
thank
you.
C
No
one's
gonna
talk
to
the
tax
rate
to
it.
Yes,
thank
you
very
much.
I
missed
her
budget
chief,
no
I
think
it
took
us
all
of
a
bit
of
a
shock
when
the
mayor
after
trying
to
get
the
number
of
years,
but
after
five
years
of
saying
it's
sticking
to
the
rate
of
inflation,
we're
sticking,
we
can't
do
more
than
the
rate
of
inflation
and
then
the
tune
changed.
That's
not
a
bad
thing.
C
We
had
been
hoping
for
this
I
think,
though,
what
we've
seen
and
I
think
what
we're
gonna
see
in
some
of
the
motions
that
are
coming
forward
is
we
need
to
look
for
other
sources
of
revenue.
Property
tax
is
the
easiest
it's
the
fastest.
It
happens
in
the
blink
of
an
eye,
but
it's
not
the
fairest
approach.
We
know
that
it's
just
seem
to
be
the
one
that's
the
most
plausible
to
pass
at
City
Council
things
like
a
vacant,
a
vacant
home
tax.
C
Again,
art
like
this
is
could
be
a
reliable
tool,
but
it's
not
gonna
bring
in
the
amount
of
money
that
we
think
is
going
to
or
that
that's
gonna
solve
the
structural
problems
within
our
budget
that
only
reliable
revenue
tools
can
it's
also
not
the
goal,
as
we
heard
from
the
CFO.
It's
not
the
goal
of
that
tool
that
tools
to
try
to
increase
the
stock
of
housing
which
we've
seen
it
work
elsewhere.
It
just
has
a
lovely,
a
lovely
side
benefit
of
a
little
bit
of
revenue
to
go
into.
C
Perhaps
some
some
funds,
the
vehicle
registration
fee-
and
we
know
it's
not
a
popular
one,
but
I'm
gonna
remind
everyone.
What
happened
after
the
City
of
Toronto
canceled,
its
vehicle
registration,
the
province
doubled.
Theirs,
drivers
are
still
paying.
The
same
amount
is
just
you
know.
Who
gets
the
revenue
right
now?
Doug,
Ford,
Doug
Ford
is
getting
the
revenue
that
the
city
gave
up
almost
a
hundred.
It
wasn't
100
cuz,
it
wasn't
a
hundred
dollar
fee
at
that
point,
but
it
was
about
is
about
60
to
80
million.
C
We
gave
up
that
revenue
stream
that
revenue
stream
was
worth
more
than
one
percent
on
the
property
tax
belt.
It
was
actually
worth
more
like
two.
If
we
doubled
the
vehicle
registration
fee
now,
it
would
be
a
hundred
and
twenty
million
equivalent
to
a
roughly
4%
5%
tax
increase.
I
think
my
numbers
are
all
within
the
correct
ballpark
at
least
a
parking
levy.
C
Tax,
a
parking,
a
commercial
parking
levy
fee
would
be
the
same
reliable
source
of
revenue
that
were
offered
from
these
other
tools,
but
we've
ignored
them,
we've
ignored
them
and
it's
been
to
the
detriment
of
our
city
budget.
So
I
applaud
the
budget
chief
and
the
mayor
and
those
who
have
changed
their
tune
from
a
strictly
strictly
inflationary
increase
to
one
that
realizes
and
recognizes
the
importance
of
having
a
strong,
sustainable
budget
I
would
ask
them
to
go
a
little
bit
further
and
be
a
little
bit
more
bold
and
brave.
C
To
try
to
say
it's
not
only
about
a
little
bit
of
money
to
housing
or
a
lot
of
money
to
housing
and
transit,
because
we
know
those
holes
need
more
filling,
but
it's
about
the
general
state
and
health
of
our
overall
budget.
There
is
one
tool
that
councillor
Carroll
will
continue
to
to
champion
and
and
as
well
I
and
council
and
budget
chief
Crawford
I
think
has
learned
a
little
bit
more
about
and
that's
a
municipal
sales
tax.
C
That's
it
that's
a
subway
stop
a
year
and
and
half
a
billion
dollars
for
housing,
roughly
speaking
again,
I'm,
probably
just
within
an
order
of
magnitude
on
either
end.
We
have
to
start
thinking
with
that
in
mind.
So
congratulations
for
for
being
brave
enough
to
take
that
that
initial
step,
but
we
need
the
big
bold
jump
to
build
the
city
that
we
really
know
that
the
people
of
Toronto
deserve.
Thank
you
thank.
A
You
any
other
speakers,
I
will
speak
quickly.
Thank
You,
councillor
Layton,
you
and
I
do
agree
and
disagree
on
certain
things,
but
we
always
I
think
finally
come
down
to
a
balanced
position
on
the
budget.
I
will
say
very
clearly
that
I
think
this
is
a
strong
and
sustainable
budget.
I'll
get
into
some
of
my
remarks
when
we
get
on
to
the
operating
side,
but
with
regard
to
taxes
I
have
over
the
last
six
years.
A
A
Those
the
kind
of
things
that
I
have
always
focused
on
once
I
get
a
sense
that
we're
managing
the
money
well
and
from
my
perspective
and
the
mayor's
perspective,
that
is
when
I
would
look
at
considering
the
potential
of
raising
revenues
or
taxes,
as
I
have
done
with
regard
to
the
1.5%
City
Building
Fund.
But
it
is
really
in
the
work
that
happens
mostly
behind
the
scenes
that
maybe
people
aren't
necessarily
aware
of
in
the
general
public.
But
it's
that
kind
of
work.
A
That's
critically
important
and
that's
what,
when
I'm
looking
at,
where
I
want
and
feel
I
need
to
invest
in
the
city.
It's
that
work
that
enables
me
to
make
those
decisions,
and
some
of
them
are
difficult
from
my
perspective
and
raising
taxes,
but
I
do
that,
knowing
that
we
are
managing
the
money
well
for
the
citizens,
residents
of
the
city.
Hence
why
I'll
be
supporting
the
recommendations
from
staff
which
are
to
keep
the
prop
at
the
property
tax
at
the
rate
of
inflation
and
we'll
be
continuing
to
do
so
as
I
move
forward?
C
H
I
have
some
questions.
I
know
this
went
through
as
a
as
a
staff
report,
but
I
need
to
be
walked
through
it
again
in
the
context
of
now
looking
at
their
budgets
for
the
year,
I
wonder
if
he
can
tell
me
the
positions
that
are
going
to
come
out
of
these
divisions
and
go
into
this.
What
functions
were
they
fulfilling
in
the
in
the
divisions,
they're,
leaving
five
five
positions
out
of
Children's
Services,
for
instance
through.
I
You
mr.
chair,
the
positions
that
are
coming
over
our
case
worker
positions,
so
they
were
doing
frontline
phone
service
positions
and
online
processing
of
applications
in
their
divisions.
They
have
been
lifted
and
shifted
over
to
our
new
applications
and
Support
Center,
and
continue
to
provide
the
same
functions.
H
I
So,
at
the
present
time
we
have
skills
based
routing,
which
means
the
staff
who
were
previously
processing
Ontario
Works
applications
continue
to
provide
those
applications
and
we've
noticed
our
process.
Those
applications
and
we've
now
started
the
process
of
cross-training
people
so
that
they
are
able
to
take
on
the
functions
from
the
other
divisions
and
over
time.
All
of
the
staff
working
at
the
center
will
be
generalists.
H
I
That
case,
the
Lawhorn
was
lightly
different
functions
so
for
employment
and
sort
of
social
services
they
are
actually
taking
the
application
in
the
Sam
system,
doing
the
full
processing
taking
it
to
initial
eligibility
and
setting
up
an
appointment
in
the
local
area
office
where
they
can
meet
with
their
caseworker
for
the
first
time
and
do
individual
service
planning.
So
the
transactions
they're
completing
are
somewhat
more
complex
and
they
were
a
very
distinct
application.
Center.
I
H
I
I
H
A
You
counselor
any
other
questions
on
that
supplementary
okay,
so
we're
good
section,
two
now
briefing
notes:
these
were
the
notes
that
were
submitted
for
February
for
2020
and
so
begin
on.
The
corporate.
We
have
two
briefing
notes:
number
42
47
through
the
office
of
the
chief
financial
officer
and
treasurer.
They
are
vacant
home
tax
reports,
status
on
2020,
implement
implementation
impacts
and
briefing
note
47
MLT,
T
graduated
rates
are
the
questions
of
staff
on
those
two
briefing
notes:
counselor
Bradford
thanks.
J
F
Through
the
chair,
we're
working
with
a
consultant
who's
compiling
that
information
and
there
is
data
to
show
that
rental
properties
have
the
supply
of
rental
properties
has
improved.
However,
on
the
contrary
to
that,
we
know
that
the
number
of
units
that
are
deemed
to
be
vacant
in
Vancouver
has
declined.
However,
they're
in
a
price
category
that
might
not
be
deemed
affordable.
F
J
F
J
J
F
E
F
We
did
in
the
2020
budget
is
that
we
took
the
full
amount
and
we
took
about
30
million
and
we
put
that
into
a
reserve.
So
we
are
working
towards
weaning
ourselves
off
of
ML
TT,
fully
funding
operating
needs
and
migrating
or
shifting
towards
ML
TT
being
used
for
capital
purposes.
So
we
did
put
30
million
of
our
overall
ml
TT
into
our
capital
reserve.
F
J
F
G
H
A
A
H
H
So
well,
we're
probably
not
gonna
vote
on
until
after
lunch.
So
so
maybe
I
can
ask
that
question
offline
because
it's
gonna
be
important.
The
the
only
other
question
I
had
and
I'm
putting
you
on
the
spot,
I'm
wondering
about
what
is
the
complexity
of
doing
this?
If
we,
if
we
move
to
doing
this
tiered
MLT
T,
if
we
I
that
you
know
CalSTRS
want
to
move
to,
you
know
houses
over
3
million.
What
is
the
complexity
of
it
and
given
the
small
amount
of
revenue?
H
G
H
K
G
Is
that
we're
currently
harmonized
in
our
rates
with
the
province?
We
would
fall
off
that
yeah
coach.
By
increasing
revenue
we
would.
We
would
increase
marginally
budget
exposure
to
a
variable
revenue,
so
that's
a
consideration
and
then,
lastly,
as
a
tax
measure,
you
have
to
consider
that
it
is
a
very
narrow
incidence,
very
small
number
of
people
affected
and
generally
that's
not
the
ideal
approach
for
a
tax.
However,
as
a
modified
aspect
of
the
current
tax,
it's
it's
something.
The
council
can
certainly
consider.
Okay.
A
A
F
Learning
from
Vancouver
and
again
the
consultant
has
looked
at
Vancouver
as
the
closest
example
we
have.
They
took
18
months
as
a
runway
to
get
prepared
before
they
could
start
collecting
tax,
and
so
we
would
look
at
what
best
practices
they
implemented
as
well
as
lessons
learned.
So
I
can
go
into
the
details
as
to
why
2020
is
not
feasible
but
2020.
There
would
not
be
an
opportunity
to
generate
any
revenue.
Okay,.
A
F
F
H
Chair
come
on
just
to
ask
one
more
question
about
all
of
the
new
taxes
so
that
we
just
get
it
on
the
record.
It
I,
it's
just
I,
just
want
to
put
it
out
there
so
that
we're
thinking
of
it.
In
these
terms,
what
the
consultant
told
us
when
we,
when
we
got
revenue
tools
at
all
and
I,
mean
mr.
hatten-
is
probably
the
only
person
enough
likely
to
remember
this.
What
what
Hanson
told
us
is
any
new
tax.
G
Through
the
chair,
every
every
tax
is
different,
certainly
once
where
there's
already
an
existing
network
to
collect
it
like
we
had
with
vehicle
tax
and
land
transfer
tax.
Those
ones
were
relatively
quick
to
implement
where
you
have
to
develop
a
whole
new
mechanism
of
of
collection
and
enforcement
and
compliance.
It
takes
a
lot
longer
and
once
a
tax
is
in
place.
Generally
speaking,
it's
annualized
value
the
next
year.
So
you
know
it's
not
necessarily
three
years,
but
it
can
take
that
long.
If.
H
A
Okay,
thank
you.
Next,
we'll
go
on
to.
We
have
two
on
community
and
social
services.
Brief
in
note
number
forty
and
forty
one.
Forty
is
a
housing
secretariat,
investments
in
affordable
housing;
second
housing
Secretariat
in
these
DFO
housings,
the
entitled
housing
secretary,
annual
costs
of
fee
waivers
and
property
tax
exemptions
for
affordable
housing
and
I.
Just
wanted
to
four
members
introduce
abigail
bond.
Who
is
now
the
new
housing
Secretariat
director
she's
now
with
us,
so
welcome.
A
Going
once
Abigail
may
not
have
her
first
question
and
budget
okay.
Next
going
to
the
agencies,
we
have
three
for
Toronto,
Community,
Housing,
number,
43,
44
and
45.
They
are
entitled
city
funding
to
Toronto,
Community,
Housing,
Corporation,
TCH,
see
utility
utilities
and
other
budget
line
breakdown
and
TCH
see
incremental
spending
Ward
by
Ward
information
are
the
questions
on
these
briefing
notes.
H
It's
it's
a
purely
selfish
question.
It
won't
even
take
you
long.
You
probably
didn't
even
need
to
bring
your
binder
in
the
the
violence
reduction
program
targeted
across
the
city
and
the
the
the
amounts
vary
from
Ward
to
ward.
But
there
are
a
few,
including
my
own,
where
there's
a
common
amount
of
78,000.
So
is
that
that's
one
officer?
Is
that
basically,
what
that
amounts
to.
D
In,
in
essence,
is
counselor
Carol,
you
know
it
what
we
did
when
we
structured
the
violence
reduction
program.
We
looked
at
the
ten
hot
sites,
essentially
like
Toronto
Police
Services
does,
and
so
it
just
it
works
out
between
the
third-party
security
and
our
own
people.
That's
the
cost
allocated
to
that
particular
Ward.
It
may
not
exactly
be
an
FTE,
but
that's
the
that's.
The
allocation
of
the
numbers.
Okay,.
H
So
and
I'm
going
to
assume
that
that
the
proposal
here
is
based
on
need
and
incident
reports
and
that
for
the
year
within
the
TC
HC
budget
that
you
do
with
the
board
is,
is
this
now
there's
there's
a
gross
amount
for
this?
That's
almost
five
million
and
it
will
shift
from
year
to
year
or
or
would
if,
if
you
were
gonna,
do
any
more
work
here,
would
it
have
to
be
new
and
enhanced
and
we'd
have
to
go
through
that
brig
of
a
role
in
years?
I
think.
D
The
circumstances
will
direct
what
would
happen
in
the
future.
You
know
before
it
could
shift.
We
would
have
to
see
you
know
a
stabilization
or
a
reduction
in
a
community
to
say
we
can
actually
pull
resources
away
from
a
violence
reduction
program
so
that
I
think
that
and
I
think
I'm
answering
your
question.
Yeah.
H
Sort
of
well
come
right
at
what
I'm
getting
at
is
mine
could
be
seen
this
kind
of
low
based
on
what's
happening
right
now,
but
I'm
not
going
to
fuss
about
it,
because
currently
I
have
two
complexes
that
are
under
revitalization
and
okay,
but
if,
if
once
the
residents
are
all
moved
back,
if
a
if
a
problem
emerged,
would
the
board's
address
that
or
would
they
have
to
come
to
the
city?
Looking
for
more
resources.
D
Not
necessarily
you
mean,
certainly,
first,
the
the
staff
and
in
the
company
would
look
at
it
and
we
would
work
with
our
operations
team
and
our
CSU
team
to
say
how
can
we
solve
this
particular
issue?
It
may
be
something
as
simple
as
increasing
patrols
in
the
area.
It
may
require
something
that
is
of
a
higher
nature.
That
would
require
a
full-time
presence
and
so
to
some
degree
it
would
depend
on
what
the
circumstances
are.
Yeah.
D
D
May,
in
fact,
be
in
terms
of
where
they,
the
ten
priority
sites,
were
that
there
weren't
units
coming
into
into
Ward
five
I
have
to
assume
you
know,
since
we've
done
this
ward
breakdown,
and
it
doesn't
have
every
ward
in
it
that
in
fact,
there
wasn't
any
things
in
terms
of
where
the
threshold
cut
line
was
for
Ward.
Five.
D
K
D
A
I'm,
sorry,
any
other
questions,
Oh
counselor
I
believe
counselor
Fletcher
did
you
have
some
okay?
She
got
a
questions
answered.
Okay,
we'll
go
on
to
the
final
briefing
note,
which
is
number
46
from
the
Toronto
Transit
Commission
breakdown,
a
proposed
additional
vehicles
in
the
Toronto
Transit
Commission
is
2022
2029
capital
budget
and
plan.
We
have
questions
from
Council,
your
McKelvey.
B
D
B
D
B
D
B
D
D
D
B
B
A
Thank
you
any
other
questions.
Okay,
so
now
we're
gonna
go
to
last
opportunity
for
questions
of
staff
broken
down
into
the
different
service
groups
and
agencies
similar
to
last
week.
So,
let's
begin
with
human
community
and
social
services
that
includes
children's
services,
economic
development
of
culture,
housing,
Secretariat
tasks,
channel
paramedics,
parks,
forestry,
shelter,
support
and
housing,
court
services,
senior
services
and
SD
FA.
C
L
L
L
C
L
L
C
H
So
I
think
I
think
I
asked
this
question
and
wrap
up
not
a
final
wrap-up
but
you're
gonna
have
to
refresh
my
memory
yeah,
because
it
was
three
million
2.8
million
we
talked
about.
If
we
were
to
move
a
motion
to
to
add
it.
If
we,
if
we
found
a
source
of
revenue,
we
moved
a
motion
to
add
the
3
million
you
would
have.
H
L
The
chair
councillor
Carol
right
now,
we
do
have
a
challenge
in
that
the
capital
projects
are
slow
to
be
delivered
right
and
those
spaces
right.
Those
spaces
are
opening
slow,
incrementally
the
biggest
pressure
will
be
in
the
third
quarter
when
we
expect
most
of
those
centers
to
start
opening.
So
right
now,
currently
until
those
new
spaces
open.
It's
a
it's
a
challenge
for
families.
We
can
allocate
the
fee
subsidy
but
they're
having
difficulty
finding
a
space
and
if.
H
L
H
Okay,
so
we're
so
we're
we're
actually
better
off
moving
emotion,
perhaps
we're
better
off
moving
emotion,
not
to
just
add
the
subsidies
right
now,
because
you
couldn't
really
use
them
until
the
final
quarter.
If
and
that
it's
still
an
if.
But
if
we
were
to
move
that
for
2021
that
we
wanted
to
know
how
many
subsidies
you
needed
in
new
centers
and
to
keep
us
on
track
for
the
growth
you
you
you
could
you
could
propose
an
amount
that
would
really
fulfill
the
growth
next
year,
plus
adds
some
to
to
keep
pace
with
the
strategy.
H
L
The
chair,
yes
I,
think
it
would
be
by
that
point
we
will
have
those
new
centers
opening.
We
have
our
projected
10
year,
capital
plan,
so
in
fact,
as
part
of
our
budget
every
year,
we
do
do
look
at
the
number
of
spaces
that
will
come
on
throughout
the
year
and
the
timing
of
those.
So
that
is
part
of
our
planning
process.
So
we
would
be
happy
to
include
that
assessment
in
our
2021
budget.
L
K
K
L
Have
been
very
clear,
both
the
division,
the
city
manager's
office,
have
been
very
clear
with
the
province
that,
in
order
to
grow
that,
we
need
to
rely
on
continued
investment
from
both
them
and
the
federal
government.
So
you
know
we're
very
clear
on
that.
The
province
is
currently
reviewing
its
funding
formula
this
year
and
we're
awaiting
information
on
that
and
their
new
childcare
plan
to
see,
if
that's
going,
to
provide
some
new
increased
provincial
investments.
K
L
K
A
Okay,
let's
go
on
next
to
infrastructure.
Oh
sorry,
I
did
have
a
question
with
regard
to
the
Cabbagetown
youth
center,
so
I
understand
there
was
a
briefing
note
requests
and
just
repeating
for
three
hundred
and
fifty
thousand
dollars
in
emergency
funding,
so
our
staff
reviewing
documents
provided
by
the
cyc
to
better
understand
what
the
needs
and
the
deaths
of
this
organization
are.
Yes,.
L
A
A
C
You
it'll
be
very
quick:
it's
just
the
the
effectiveness
of
the
eviction
prevention.
If
I
remember
this
correctly,
it
was
a
recommendation
from
an
inquiry
that
then
resulted
in
a
business
case.
That
said,
this
is
a
good
investment
that,
if
I
remember
correctly,
pays
three
to
one.
How
did
it
not
end
up
in
the
budget.
L
Counselor
I
think
when
we
were
analyzing
our
budget
with
the
significant
unfunded
pressure,
the
refugees
we
felt
at
this
time.
We
will
continue
the
existing
program,
so
we'll
continue
to
use
the
funding
that
we
have
to
help
families
that
are
at
risk
of
eviction.
But
at
this
point
we
didn't
want
to
expand
the
program
until
we
had
a
better
sense
of
the
stability
we
would
have
in
our
budget.
In.
L
L
C
L
We
fund
both
housing
allowances
so
that,
if
it's
a
financial
need
that
the
family
has
that
we
can
assist
them
in
maintaining
their
rent
or
relocating
the
family
to
another
unit
and
helping
them
with
their
rent.
We
also
have
a
prevention
fund.
So
if
the
reason
for
the
eviction
is
that
they've
fallen
into
arrears,
they
can
access
some
money
to
assist
them,
get
out
of
those
arrears
and
maintain
the
relationship
with
their
landlord.
Okay,.
A
H
Just
we
didn't
ask
any
parks,
questions,
it's
actually
a
recreation
question,
its
I'm
wondering
if
you
will
walk
us
through
the
the
mayor's
announcement,
adding
youth
centers
at
this
point.
What
will
be
the?
What
will
be
the
staffing
of
them
and
and
then
I
have
a
follow
up
question,
but
first
of
I
could
hear
the
staffing
through.
D
The
chair,
the
youth,
outreach
youth
outreach
worker
program.
We
have
thirty-one
youth
outreach
workers
across
the
city.
That
program
was
not
being
expanded
as
part
of
the
enhanced
youth
space
sites,
but
there
is
obvious
synergies
between
the
youth
outreach
workers
and
then
the
enhance
youth
basis
in
terms
of
making
contacts
with
youth
out
in
community,
referring
them
into
the
programming,
and
we
have
youth
outreach
workers
situated
geographically
and
many
of
the
sites
that
we're
considering
for
these
spaces.
Okay,.
H
D
D
Their
primary
hours
are
after-school
into
the
evening
weekend
days
and
then
daytime
access
is
either
through
partnership,
use
of
spaces
or
some
direct
programming
for
youth
that
art
in
school,
not
essentially
as
soon
as
the
youth,
recreation,
programmers,
hired,
Youth,
Advisory
Council
is
established
at
the
location
to
co.design
programming,
we're
ready
to
go
and
then
the
part
time
staff
fill
in
for
hours
that
the
yrp
isn't
on
site.
So.
H
I
lied,
I
have
one
more
question.
I
said
it
was
one
more
just
one
last
if
you
had
the
resources
in
future
years
with
these
centers
be
more
effective.
If
you
had
enough
staffing
that
similar
to
being
there
for
folks
after
school
and
evening,
if,
if
youth
could
know
that
for
at
least
eight
hours
both
weekend
days,
those
centers
are
gonna
be
open.
If
there
was
similar
to
the
open
hours
proposal
and
library,
if
there
was
a
community
center
open
hours
program
for
youth
centers,
could
we
could
we
greatly
improve
this
program?
I.
D
Think
we
could
always
look
at
how
to
enhance
the
service.
I
think
one
of
the
things
we'd
want
to
look
at
is
talking
to
the
youth
about
what
the
gap
is
or
perceived
gap
in
available
hours.
Community
centers
themselves
are
open
far
past.
You
know
the
enhance
use
base
is
necessarily
and
there's
lots
of
other
complementary
opportunities
for
youth
to
recreation
programming
in
our
centers
that
are,
in
some
cases
until
ten
or
eleven
o'clock
at
night
and
full
day
weekend.
D
K
Just
going
back
to
the
hours
of
the
community
centers,
so
in
Foster,
for
example,
we
working
with
the
youth
we
ask
that
the
hours
be
extended,
which
we
did,
which
is
working
very
well
I
mean
well
we're
open
later
in
the
day
and
then
opening
I
believe
to
9:00
at
night.
So
that's
working
well
and
that's
I.
Think
that's!
K
D
K
D
B
L
So
we
are
looking
at
how
to
expand
our
program
to
include
that.
We'll
look
at
that
when
we,
when
we
are
able
to
expand
our
program,
but
we
work
with
any
client
that
is
experiencing
an
eviction
so
specifically
engaging
that
group
would
be
something
that
we
would
look
to
when
we
do
expand
the
program.
L
Eviction,
prevention,
yeah,
so
we
we
have
a
number
of
things
that
we
fund.
We
fund
the
rent
bank,
which
also
provides
one-time
low-interest
loans
to
people
who
are
in
arrears.
We
also
fund
housing,
help
centers,
so
anyone
in
the
community
that's
out
there
looking
for
housing
or
need
support
in
housing.
They
can
access
that
in
their
community.
L
We
also
fund
a
tenant
hotline
for
tenants
experiencing
difficulty
with
their
landlord,
where
they
can
find
out
what
their
rights
are
as
a
tenant,
and
we
also
provide
a
grant
program
for
tenants
that
are
facing
above
guideline.
Rent
increases
for
them
to
hire
a
paralegal
to
represent
them
at
the
tenant
landlord
and
how.
B
L
We
would
use
a
variety
of
methods,
obviously
electronically
on
our
website,
but
a
lot
of
our
promotion
is
done
through
our
partners
in
the
community.
We
have
contracts
with
over
200
agencies
out
in
the
community,
so
through
their
expanded
networks,
we
would
make
sure
that
we
got
those
messages
out
to
people
who
would
be
eligible
for
those
programs
and.
B
B
M
L
M
L
M
L
M
M
N
N
D
L
L
A
A
B
Thank
You
mr.
chair.
My
first
question
is
about
the
resilience
strategy,
so
you've
spoken
about
transform,
teo
and
the
additional
positions
that
are
coming
in
for
that.
How
many
of
those
positions
are
dedicated
to
the
resilience
strategy?
So,
on
the
one
hand,
I
think
this
is
great
that
we're
we're
starting
look
at
resilience
and
everything
that
we
do
in
all
departments.
But
yet
we
still
do
need
to
have
like
that
coordinating
presence
in
the
city.
So
how
many
FTEs
from
that
will
be
allocated
to
the
resilience
strategy,
and
when
will
we
see
those
online
of.
O
B
O
E
B
B
O
The
work
program
we
have
in
2020
is
both
internal
and
external,
so
I
think
the
the
move
to
create
creme
has
changed
the
focus
for
funding
of
internal
projects
over
to
the
crown
group,
and
we
continue
to
work
with
them.
We
are
also
focused
quite
extensively
on
external
projects
and
we've
been
you
know.
When
you
look
around
the
city,
we
were
pretty
successful
in
working
with
the
private
sector
to
develop
initiatives
that
are
in
support
of
transform
tío.
So.
B
O
B
F
Through
the
chair,
so
in
the
past
there
have
been
in
your
adjustments.
Typically,
when
there
are,
we
identify
sources
of
funding
so
that
there
is
obviously
we
have
to
have
a
balanced
budget.
So
we
have
to
actually
wait
and
see
what
the
magnitude
of
that
is
and
whether
or
not
the
funding
sources
are
external
in
the
sense
of
partnerships
or
whether
or
not
they're
internal,
in
the
sense
of
potential
savings
that
have
been
identified.
Okay,.
B
F
O
O
Again,
there
are
two
planets
coming
forward
this
year.
The
first
one
basically
takes
us
through
2020
2021
that
was
underway
prior
to
the
creation
of
the
climate
emergency,
one
of
the
other
one
of
the
initiatives
from
the
climate
emergency
declaration
when
with
the
creation
of
a
Net
Zero
plan
and
that
will
come
in
q4,
so
the
2020
2021
plan
and
Q
2
and
Q
4
will
be
the
net
0
plan.
So.
A
F
A
A
A
A
I
A
A
So
here's
a
quote:
do
we
have
questions
for
the
Auditor
General
I?
Think
we
do
integrity,
commissioner?
Are
there
or
just
I
think
we're
going
to
see?
Do
we
have
questions
of
the
integrity?
Commissioner?
No,
the
lobbyists
Registrar.
Do
we
have
questions?
I
have
questions
at
the
okay
so
lobbyist
and
we
had
the
Albans
Ombudsman
yeah.
We
do
have
questions
okay,
so
there's
no
qui
just
want
to
clear
it.
There's
no
questions
for
the
integrity,
commissioner,
okay,
so
I
don't
think
we
need
to
require
or
ask
the
integrity
Commission
to
come.
A
F
N
F
B
A
A
A
C
You
very
much
some
original
questions
were
brought
up
earlier
by
councillor
Carroll,
with
parks,
forestry
and
recreation
about
the
usefulness,
sorry
I'll.
Let
you
get
comfortable
to
just
perhaps
not
speak
so
quickly.
Just
on
questioning
the
usefulness
of
the
youth
hubs
versus
extended
hours,
could
you
enlighten
to
enlighten
us
as
to
what
you
think
the
most
effective
means
of
engaging
the
communities,
particularly
youth,
would
be
in
the
case
of
the
public
library?
Is
it
youth
hubs
or
is
it
extended
hours
or
do
you
have
a
magic
formula
of
the
two.
E
E
The
capacity
is
in
us
in
a
smaller
room
and
it
it's,
the
funding
of
them
is
less
because
the
locations
are
lower.
We're
proposing
with
this
addition
to
have
23
youth
tubs
across
the
city
when
we
have
a
hundred
branches.
So
obviously
it
is
a
targeted
issue
and
we
focus
them
in
neighborhood,
improvement
areas
and
I,
and
we
did.
We
are
providing
enough
support
in
the
youth
house.
E
For
those
youth
open
hours
plan
is
a
comprehensive
plan
across
the
city
to
expand
hours
in
many
in
80
branches,
and
it
obviously
would
impact
way
more
people
in
way
more
neighborhoods.
So
you
thumbs
are
great
and
they're
talked
about
they're
targeted
and
it's
limited,
although
it
is
it,
they
form
a
very
important
function
for
youth
safety
and
community
safety.
E
Somewhat
go
hand-in-hand,
for
example,
some
of
the
youth
hubs
are
not
open
every
night
to
the
week,
so
our
open
hours
plan
allows
those
branches
with
youth
hubs
to
be
open
every
night
of
the
week,
so
they
do
supplement
each
other,
and
you
know
again:
it's
one
is
more
targeted
and
one
is
more
general,
but
they
both
form
a
very
important
function,
and
it
depends
on
kind
of
what
the
current
focus
is
based
on
limited
resources,
how
we
want
to
target
the
resources?
Okay,.
H
D
E
In
the
listing
we
provided
to
our
board
and-
and
we
provided
to
councilors-
there's
actually
5
more
youth
hubs
on
the
list,
but
because
we
have
capital
projects
that
are
planned
for
those
branches
in
the
future.
It
would
make
more
sense
to
just
build
them
into
those
capital
projects
yeah
at
the
youth
hubs
at
the
time
and
just
get
them
all
done
at
the
same
time,
and
so
we
put
them
as
I
kind
of
more
forward-looking
listing
right.
H
H
So
the
question
is
this:
full
disclosure
I'm,
not
in
the
library
board,
but
I'm-
a
fan
of
the
open,
our
strategy
as
well
you're,
you're
you're
being
offered
by
the
mayor's
announcements.
Eight
new
centers,
but
given
the
board's
deliberation,
the
board,
the
board,
actually
I,
understand,
passed
a
resolution
to
to
continue
to
demand
the
support
so
that
they
could
make
a
start
at
the
open
our
strategy,
rather
than
dribs
and
drabs
to
to
to
tackle
it.
H
The
way
the
strategy
was
designed
if
we
took
the
dollars
that
are
coming
to
you
for
eight,
you
centers
I,
did
a
combination
of
those
two
things.
Would
it
be
possible
financially
for
you
to
divide
it
up?
Could
you
apply
the
dollars
in
sort
of
precise
amounts?
Is
there
is
there
a
component
of
open
hours
where
you
could
do
some
open
hours
and
open
five
centers
or
some
combination
thereof,
so
that
we
would
be
meeting
the
board's
resolution
and
addressing
youth
there's.
E
There
is
one
possible
strategy:
instead
of
taking
the
whole
2
million
for
1.8
million
dollars
and
putting
all
the
youth
hubs,
we
could
possibly
open
the
youth
hubs
a
little
bit
later
in
the
year,
take
some
of
that
money
and
find
some
of
the
open
hours
associated
with
those
branches
with
the
youth
hubs
and
use
the
same
funding
envelope.
The
impact,
though,
is
in
the
second
year
you
have
a
greater
financial
impact
and
that
what
you
just
described.
E
Hours
exactly,
it
is
exactly
because
those
youth
hubs
would
have
longer
hours
and
it'd
be
more
open.
More
evenings
and
you'd
then
achieve
some
open
hours,
as
well
as
the
youth
outs,
but
you
would
have
a
bigger
pressure
in
the
following
year.
So
it's
a
different
way
of
funding
and
it's
a
little
bit
more
offensive
over
two
years.
So.
H
E
H
B
Thank
you
so
we're
discussing
the
merits
of
youth
hubs
or
open
hours
or
all
these
things,
and
that's
great
that
we're
talking
about
this
around
this
table.
But
what
community,
engagement
and
sort
of
discussions
have
you
had
with
the
actual
people
that
are
using
these
spaces
to
see
what
their
preferences,
because
I'd
rather
hear
from
them?
So
what
kind
of
community
engagement
have
you
done
along
the
issues
of
youth
hubs
and
open
hours?
Well,.
E
We
just
gone
through
extensive
community
community
engagement
through
last
year,
as
we
formulated
their
new
strategic
plan.
We
consulted
with
everyone
of
all
different
types
of
users.
It
was,
and
we
did
an
extensive
consultation
with
the
both
external
as
well
as
internal
partners
as
well
as
our
customers.
E
Overwhelmingly,
we
heard
that
there's
a
great
need
for
additional
hours
in
the
branches,
but
we've
also
we've
also
engaged
the
youth
hub
participants
in
in
seeing
how
the
outcome
is
there,
and
we
have
many
metrics
from
dealing
with
the
youth
hub,
but
participants
and
they
they're.
You
know
we
have
some
of
the
stats
or
94%
and
really
appreciate
the
youth
hubs.
E
90
percent
of
youth
agree.
They
feel
safe
and
relaxed
in
the
hub
and
so
on.
So
when
we
speak
to
the
people
who
go
to
these
hubs,
we
get
very
favorable
responses
from
them
because
their
youth
also
and
they're
looking
for
youth
spaces.
So
we
do
get
we
get
all
our
responses.
Are
we
want
more
hours?
We
want
more
services
and
the
services
include
you
thumbs.
So
we
do
have
a
lot
of
stats
and
I
know,
tell
evidence
and
responses
to
our
questions,
supporting
both
so.
B
Given
the
very
favorable
responses
that
you
have
around
news
hubs,
is
that
the
basis
for
the
recommendation
to
expand
on
those
youth
hubs
so
that
we're
reaching
other
areas
and
reaching
new
youth
and
going
into
other
areas
that
don't
have
those
services
available?
So
it's
gets
broader
reach
overall,
definitely.
E
B
K
E
E
K
E
J
E
Was
approved
by
the
board
in
2006,
oh
six,
six
yeah
it
was,
and
since
then,
we've
managed
to
actually
make
significant
progress
and
the
original
plan
we've
achieved.
30%
of
the
plan,
mainly
through
reinvesting
of
efficiencies
through
opening
new
to
new
branches,
as
well
as
getting
additional
Sun
funding
for
Sunday's,
true
with
the
poverty
reduction
strategy.
So
it's
been
a
multi-pronged
approach,
although
most
of
the
advancement
have
been
made
through
efficiencies,
so
we've
achieved
30%.
E
J
We're
increasing
it
a
lot
right
now,
like
you
just
said.
What
did
you
say
ten
point
three:
is
that
the
number
you
said
million
I,
guess
I'm
wondering
so
2006
14
years
ago
the
plan
was
developed
and
we've
implemented.
30%
exactly.
Is
that
so
it's
like
we're
happy
with
that
sure
I
guess,
but
we're
making
the
investments
now.
Did
it
just
get
off
to
a
slow
start?
E
J
The
need
is
what
the
board
bringing
forward
now
in
acceleration
effort,
because
for
the
previous
14
years
or
ten
years
or
whatever
not
a
lot
was
done
on.
None
in
the
first
just
I,
I
guess
I'm
trying
to
understand
how
it
goes
from
2006,
14
years
later,
30%
putting
more
money
into
it
now
than
then
has
ever
historically
been
done.
But
I
think.
E
E
M
M
E
Worth
never
any
staff
in
the
branches
ever
ever.
What
has
happened
is
those
branches
have
28
hours
of
service
that
are
staffed?
All
we
did
was
extend
the
hours
beyond
the
28
hours
left
the
doors
so
that
you
could
fob
in
and
fob
out
and
there
is
no
staff
in
there.
So
we're
not
introducing
staff
left
libraries
we're
extending
hours
to
the
public
out
staff
without
staff
correct
so.
M
M
M
E
M
Talking
about
staff
that
may
not
have
a
space,
they
may
have
a
community
center.
Are
those
staff
aligned
and
I?
Don't
think
you
can
answer
that
because
I
don't
think
mr.
Robbins
knows
about
that.
So
that
is
have
there
been
any
incidents
in
any
of
the
youth
hubs
that
you
are
worried
about
in
any
way,
I
would.
D
M
A
A
A
E
A
C
N
Budget
request
was
for
two
additional
positions.
One
was
for
a
position
to
support
the
registry
team.
Another
was
for
a
junior
counsel
to
support
the
investigative
unit.
In
short,
the
the
model
is
approaching
a
growth
phase.
It's
been
in
place
for
over
ten
years
and
it
has
provided
there
are
transparency
required
to
ensure
there's
integrity
and
government
decision-making
in
today's
world,
driven
by
technology,
where
you
have
social
media
and
multiple
influences
coming
in
through
different
platforms
per
port
purporting
to
articulate
facts
and
influence,
emotions
and
possibly
shape
public
policy
decisions.
N
The
fact
that
the
city
has
such
an
advanced
model
in
lobbyist
regulation
a
model,
in
fact,
which
is
a
marvel
and
a
Vanessa
pearl
level,
not
just
in
Canada
but
in
North.
America
stands
to
your
credit,
and
what
I
would
like
to
do
is
to
assist
Council
with
my
best
advice
into
what
we
could
use
to
forage
through
with
certain
other
investments.
N
You've
made
such
as
the
recent
transformation
of
the
platform
with
improved
technology,
which
we,
which
has
launched
us
to
be
able
to
be
used
by
mobile
devices
and
allow
for
open
text
searching,
may
very
much
like
the
way
people
do
business
so
we're
getting
there.
We
have
a
case
management
system
to
insist
on
native
unit
and
we
are
moving
forward
with
a
new
administrative
monetary
penalty
system,
which
will
be
the
first
ever
at
the
municipal
level
in
Canada.
So
council
has
approved
many
initiatives
which
will
enable
us
to
continue
forward.
N
However,
the
investigative
unit
is
the
foundation
upon
which,
in
the
legal
advice
and
the
support,
the
proactive
advice
that
comes
from
that
unit
is
what
guarantees
compliance
and
hence
begets
more
registrations
and
has
a
model
that
actually
works.
So
in
tandem
with
the
fact
that
business
is
ever
more
complex,
both
in
the
private
sector
and
hence
here
at
the
city,
in
facilitating
that
relationship
building
and
getting
the
objectives
accomplished
that
you
have
before
you
at
City
Council.
In
order
to
ensure
that
our
office
can
continue
to
assist
with
timely
investigations
and
good
service
to
lobbyists.
N
And
member
of
the
public,
these
two
positions
would
be
invaluable
right
now,
our
Investigations
Unit
is
presented
with
the
challenge
of
providing
the
advice
to
assist
through
legislative
change,
technological
change
and
providing
upfront
advice
of
which
has
been
the
cornerstone
of
our
breach
prevention
program,
and
when
you
have
resources
directed
to
all
that,
it's
it's
difficult
to
to
do
that
without
something
being
compromised,
our
resources
basically
are
being
absorbed
by
supporting
outreach
and
facilitating
the
model.
The.
C
N
Yes,
so
so
at
the
current
time
that
the
Registrar
has
the
power
to
impose
bans,
we
have
the
power
to
take
a
matter
to
provincial
prosecution.
We
have,
we
will
have
when
the
administrative
monetary
penalties
comes
in
another
avenue
where
we
may.
We
may
deal
with
the
matter
very
similar
to
the
way
that
the
administrative
monetary
penalties
are
being
used
now
with
the
city
through
parking
tickets.
N
So,
in
a
registry
analysis
from
a
regulators
point
of
view,
the
principle
is
that
let
the
offender
bear
the
cost
of
regulation,
and
so
it's
just
an
easier
way
to
be
for
us
to
be
more
responsive
and
laying
an
infraction
when
someone
is
late
with
their
registration.
It
adds
to
our
manual
of
enforcement.
Power
is,
is
the
bottom
line,
the.
N
C
A
H
The
description,
I
think
yeah
yeah
just
couple
of
questions.
The
description
for
these.
These
new
positions
talks
about
meeting
the
statutory
requirement,
the
statutory
requirement
for
education
outreach.
What
is
our
statutory
requirement
if
we're
having
a
lobbyist
registrar,
you
provide
the
the
education
outreach
to
the
community.
Well,.
N
Well,
education
and
outreach
is
fundamental
to
any
regulatory
model,
so
so
you,
what
you
have
under
coda
and
under
the
code,
is
an
obligation
to
to
maintain
the
registry
and
and
enforce
its
utility
and
make
sure
that
it's
working
and
make
sure
that
the
rules
are
being
applied
and
compliance
is
being
effected.
You
also
have
a
statutory
role
in
investigation
which
isn't
regulated
under
the
legislation,
education
and
outreach.
It's
not
enumerated
in
the
legislation,
however,
that
is
that
is
foundational
to
being
successful.
N
In
other
words,
if
the
stakeholders
don't
understand
their
obligations,
right,
don't
understand
how
the
rules
apply
to
them,
and
likewise,
if
we
don't
have
the
resources
to
work
with
city
staff
and
counselors
staff
and
counselors,
who
are
on
the
frontline
of
receiving
the
communications
so
that
you
can
all
get
to.
Yes,
that
is
you
receive
the
communications.
The
the
lobbyists
have
a
plan.
The
the
transparency
is
affected
to
the
registry,
the
code
of
conducts
being
followed.
That
requires
support
and
education
tools.
N
It
requires
us
to
write
interpretation
bulletins
for
best
practice
that
it
requires
us
to
take
meetings
both
with
public
office
holders
to
and
with
and
with
lobbyists
with
members
of
the
public.
Who
may
ask
for
clarification
on
what's
on
the
registry?
That's
important
too,
because
you
don't
want
people
writing
articles
per
se
misinterpreting.
What's
there,
we
want
to
help
people
get
to
the
information
that
they're
looking
for
it.
N
It's
challenging
we've
risen
to
the
task
of
using
social
media
and
all
the
technology
tools,
but
we've
had
to
repurpose
people
that
are
on
the
registry
in
order
to
facilitate
that,
and
do
that.
So
we've
already
used
our
due
diligence
and
training
staff
with
new
skills,
utilizing
technology
doing
things
by
web,
but
our
vision
is
to
work
with
the
technology
to
get
to
an
ultimate
result:
we're
not
trying
to
hold
on
to
what
we
have.
We
want
to
grow
because
your
business
as
a
city
is
growing.
N
H
The
metric
indicator
in
here
shows
that
you
have
not
only
is
the
job
becoming
more
complex,
but
you
you
actually
have
literally
more
demand.
There
are
more
numbers
of
people
you
need
to
track.
You
have
growth
here,
and
the
number
of
communications
necessary
out
has
looks
like
almost
tripled.
So
you
you,
you
just
plain,
can't
go
on
with
the
number
of
positions
and
you
have
eight
FTS.
How
long
have
you
had
those
10
years?
That's
been
your
compliment
for
10
years
and
at
that
time,
from
2010
to
now.
N
K
N
A
Actual,
why
don't
we
just
got
outside
councillors?
We
we
have
been
following
the
practice
so
far
today,
so
why
don't
we
do
that?
But
outside
council
is
first,
we
actually
put
them
on
hold,
because
a
few
of
the
moment
in
the
room
at
the
time
so
we're
coming
back
to
this
will
be
the
last
questioning
of
the
day.
Councillor
Fletcher.
M
P
The
urgent
need
is
simply
without
more
people.
We
cannot
keep
up
with
the
volume
of
complaints.
The
volume
of
complaints
has
increased
by
41%
over
the
last
three
years,
and
our
staff
compliment
of
12
FTEs,
including
myself,
has
been
static
since
2015,
we
have
had
to
reduce
our
service
standards.
I
have
a
staff
who
is
working
as
hard
as
they
possibly
can.
As
through
you.
Mr.
chair,
as
as
you
mentioned,
councillor
Fletcher
I
have
made
requests
to
three
years
running.
P
Basically,
the
first
year
I
got
here,
I
proposed
a
reduction
because
that's
what
I
was
told
was
expected
of
me
and
I
thought
I
would
take
stock
of
the
needs
of
the
office
and
and
then
come
back
to
budget
for
three
years.
Running
I
have
made
a
very
modest
but
absolutely
essential
request
for
my
office
to
have
two
new
people
to
deal
with
the
public
I'm.
P
M
I
just
want
to
go
back
to
that.
41%
increases
in
people
in
your
touch
with
you
or
complaints,
ones.
That
would
need
a
fall
time,
so
just
for
an
example
of
people
may
call,
and
it
might
not
be
a
complaint
that
you
can
deal
with,
or
it
could
be
something
that
could
be
handled
quickly
of
that
41%.
Could
you
give
us
an
idea
how
many
of
those
would
be
substantial
that
they
required
this?
Look?
P
The
41%
through
you,
mr.
chair,
the
41%
increase,
is
in
complaints
so
that
those
are
members
of
the
public
who
are
contacting
us
because
they
believe
that
they've
been
unfairly
treated
in
receiving
a
city
service
as
councillor
Fletcher
you've
pointed
out.
In
some
cases
they
have
come
to
us
too
early
because
they
haven't
been
able
to
figure
out
the
city's
complaints
processes
and
we
send
the
back.
P
In
some
cases,
they've
come
to
the
wrong
place
and
we
send
them
elsewhere,
but
each
one
of
those
members
of
the
public
needs
to
be
responded
to
and
assisted
of
the
of
that
number
of
complaints.
I
don't
have
the
number
handy,
but
certainly
the
vast
majority
end
up
in
what
we
call
an
inquiry
Oh
to
recall,
which
requires
us
to
look
into
the
problem,
to
contact
city
staff,
to
review
documents,
etc,
etc.
Make
recommendations
for
improved
processes.
M
So
we
only
really
see
the
the
big
reports
that
come
forward
when
there's
been
a
large
investigation,
but
you
have
a
whole
series
of
I'm
just
going
to
call
them
fixes
in
there.
You
do
report
out
to
us
where
systems
need
repair,
but
not
as
clearly
as
when
you
have
a
big
investigation.
Am
I
right
through.
P
You,
mr.
chair,
the
work
of
any
ombudsman
takes
place
mostly
behind
the
scenes,
if
I
can
put
it
that
way,
I
believe
in
a
model
which
is
less
about
public
reports
and
certainly
never
about
shaming
or
blaming
anyone,
but
rather
about
working
constructively
to
make
the
city
help
the
city
serve
people
better
and
every
year.
In
my
annual
report,
we
have
testimonials
not
just
from
members
of
the
public
about
from
senior
city
staff
from
city
councilors
about
the
positive
impact
that
all
that
worked
at.
H
P
H
Inside
non
independent
in
any
corporate
division,
if
they
had
a
growth
of
caseload
of
43.3%,
as
it
says
here
on
page
10
of
the
notes,
we
would
either
increase
the
staff
because
we
have
a
service
level
expectation
or
we
would
actually
adjust
downward
your
service
level
and
say
don't
do
as
much.
We
haven't
done
that
in
43.3%
of
growth,
you've
continued
to
to
have
the
same
level.
Please
do
it
all
take
all
the
calls
and
any
one
of
them
that
warrants
investigation,
investigate!
Please!
That's
our!
That's
our
instruction
to
you
through.
M
Just
going
to
speak
and
I'm
not
on
the
budget
committee,
but
first
I
just
want
to
thank
all
the
members
of
council,
including
in
this
reduced
council,
for
the
amount
of
time
and
attention
that
they
spend
on
the
budget
committee,
because
our
jobs
are
much
greater
and
to
mr.
chair
for
I
think
you
said
six
years
now
that
you've
done
this
and
I
can't
imagine
the
time,
commitment
that
everybody
gives
here,
including
all
of
your
public
consultations,
so
I'll.
Thank
you
and
then
the
staff
and
I'll
just
quickly
say.
M
My
two
areas
of
interests
here
are
ensuring
that,
with
any
money
around
eviction
prevention
that
we
are
adding
renovations
and
making
sure
we're
wisely
using
staff
to
meet.
What's
the
newest
trend
which
is
buying
buildings
and
throwing
everybody
out
of
them
and
it's
happening
or
buying
houses
and
throwing
people
out,
because
that
is
really
having
a
severe
impact
on
being
able
to
afford
affordable
housing.
And
we
can't
hardly
keep
up
with
the
number
of
people
that
are
being
evicted.
M
We
can't
build
housing
as
fast
as
people
are
now
being
renovated
out
of
their
out
of
their
places.
That
they've
lived
for
quite
a
long
time
and
the
second
I
just
want
to
ask
you
to
reconsider
the
Ombudsman's
request,
because
it
has
been
three
years.
That
was
my
motion
that
she
referred
to
about
taking
it
out
of
the
TCC
budget,
which
wasn't
appropriate
apparently
and
I.
Forget
I
apologize
for
that.
You
can't
direct
in
that
way,
but
I
do
know
that
her
caseload
is
very
heavy
and
I
do
think.
M
It's
such
an
important
feature
for
us
to
be
able
to
continuously
improve
service
that
the
public
gets
from
our
great
staff
at
the
city
or
a
great
staff
and
agencies,
and
to
be
able
to
review
trends
and
to
be
able
to
adjust.
So
I
know
it's
not
recommended
here,
but
that
is
I
and
I'm
not
able
to
move
in
emotions,
but
I'm,
just
suggesting
that
that's
one
cut
that
our
removal
that
I
think
isn't
as
well
thought
out
as
it
could
be.
Mr.
chair.
A
So
much
Thank
You
councillor,
we'll
take
it
into
committee
I'm,
going
to
speak
first
I
do
have
a
series
of
motions
that
have
been
circulated
on
pink
paper,
so
we
will
have
the
clerk's
indulgence
to
begin
going
through
them.
The
first
is
motion
a
I'm
not
going
to
read
it
there's
a
lot
there,
but
she
will
go
down
that
these
are
primarily
additions
to
the
tea
budget.
I.
A
A
A
Motion
G
that
council
direct
the
confidential
information
contained
in
the
confidential
attachment
one
to
the
report.
September
10
2009
from
the
chief
executive
officer
create
EO
remain
confidential
in
its
entirety
as
it
deals
with
personal
map,
personnel
matters
about
identifiable
persons
and
labor
relations
and
number
2
that
City
Council
direct
that
the
confidential
information
contained
in
confidential
attachment
1
to
the
report.
September
19
2019
from
the
medical
officer
of
Health
remain
confidential
in
its
entirety,
as
it
relates
to
personal
matters
about
identify
individuals,
including
municipal
or
local
board.
A
Employees
and
labor
relations
or
employee
negotiations,
so
I'll
be
moving.
Those
first
of
all
I
do
want
to
thank
staff
all
across
the
system
for
weeks
and
if
not
months,
of
work
that
has
been
happening
behind
the
scenes
that
I,
don't
think
I
mean
I
even
sometimes
find
it
hard
to
grasp
the
amount
of
work
that
happens
behind
the
scenes.
So
I
want
to
thank
all
the
staff
all
across
the
city.
I
also
want
to
thank
all
of
the
public
who
came
out.
A
Hundreds
of
people
came
out
for
discussions
with
all
of
the
budget
committee
members
and
other
councillors
across
the
city
again,
I
want
to
thank
them
they're
an
incredibly
part
incredibly
important
part
of
the
process
and
I
want
to
thank
them
for
coming
out
and,
of
course,
to
all
the
the
budget
committee,
members
and
and
counselors
who
came
to
this
process
over
the
last
I
believe,
40
or
42
days
for
your
work
and
commitment.
You
really
get
to
understand
how
a
city
works
when
you
see
how
the
dollars
are
spent.
A
Overall,
over
eight
hundred
ninety
million
dollars
in
savings,
we
have
found
over
the
last
five
years
within
these
budgets
that
you
see
before
us
in
this
year's
budget
alone,
over
a
hundred
million
dollars
in
efficiencies
and
savings.
It's
also
incredibly
important
to
me
is
that
we
are
fiscally
responsible
and
prudent
as
a
city
and
I
think
we
have
recognized
that
and
shown
that
through
this
budget,
we
need
to
keep
our
reserves
healthy
and
strong
and
I
think
they
are
healthy
and
strong.
A
We
actually
have
made
investments
into
our
reserves
at
this
point
in
the
process
where
we
have
not
necessarily
done
in
years
past,
so
I'm
glad
that
we're
in
continuing
to
do
in
investments
into
our
reserves.
When
you
look
at
our
investment
board,
this
is
a
new
board
that
we
formed
a
couple
of
years
ago
gives
us
a
look.
We
went
to
the
province,
we
had
had
to
get
permission
to
really
change
how
we
invest
it,
not
a
lot,
not
a
lot
of
risk,
but
in
doing
that
in
managing
the
five
billion
dollars
in
reserves.
A
This
year
we
have
in
our
budget
over
seventy
million
dollars
more
than
we
did
this
year
than
we
did
last
year,
just
through
prudent,
responsible
investing
of
the
reserves,
we
have
been
managing
and
trying
to
look
at
how
we
manage
our
capital
much
better
and
I.
Think
you
have
seen
through
the
work
of
the
CFO
on
their
team,
how
we're
starting
to
look
at
Rio
mod,
not
reimagine,
but
looking
at
our
capital
plan
and
reinvesting,
we
have
done
increased
investments
in
state
of
good
repair
all
across
the
system
in
this
budget.
A
The
other
focus
that
I'm
friend
and
I
guess
philosophy
that
I
work
with
regard
to
my
role
is
I,
want
to
move
the
city
forward
with
investments
in
key
areas
and
again
existing
all
exhort
protecting
all
existing
services
and
having
enhancements
this
budget
does
that
we
have
saved
and
we
have
protected
all
existing
services
and
there
enhancements
over
$70,000,000.
If
this
budget
is
approved,
housing
we
are
building
and
we
will
continue
to
build
more
affordable
housing.
There's
more
for
the
environment
in
this
budget,
there's
more
police
officers,
more
TTC
operators
and
more
paramedics.
A
When
you
look
at
transit
alone,
this
is
the
most.
This
budget
is
the
most
significant
investment
in
upgrading
our
transit
system
in
the
city's
history.
Our
2029
capital
plan
is
eleven
point:
nine
billion
dollars
for
the
TTC,
almost
double
the
capital
plan
that
we
had
last
year.
We
have
extended
the
city
building
fund
and
in
that
we're
going
to
be
able
to
build
new
Subway's
signal
systems,
new
buses
and
streetcars.
A
C
I
can
probably
guess
the
answer
to
this,
but
I'm
gonna,
I'm
gonna.
Ask
it
anyhow.
Would
you
consider
a
friendly
amendment
to
table
three
of
motion,
1c
that
restores
the
money
to
and
staff
positions
to,
the
accountability
officers
and
instead
fund
those
by
an
increased
reduction
from
the
mo
TT
contribution
to
the
tax
Stabilization
Reserve?
C
A
You
for
your
question,
counselor
I,
guess,
with
the
greatest
of
respect
for
you
and,
of
course,
the
the
accountability
officers
I
will
I
will
stick
with
my
motion.
There
will
be
opportunities
through
executive
and
through
council
to
do
changes
to
this,
but
at
this
point,
I'm
comfortable
with
what
I
have
moved.
A
J
J
To
my
mind,
this
is
much
less
about
the
revenue
side
and
it's
really
more
intended
to
drive
a
policy
outcome
which
is
to
introduce
more
rental
supply
in
a
city
that,
frankly,
desperately
needs
it.
In
this
case,
you
know,
I
think
it's
a
smart
direction
to
go
in,
because
this
is
an
existing
supply
that
is
currently
built.
It
currently
exists
and
it's
there
and
we're
just
providing
the
incentive
to
to
introduce
that
so
that
that
can
be
absorbed
in
the
market.
J
So
I
want
to
understand
that
fully
and
I'd,
like
this
information
to
come
back,
I
appreciate
in
the
comments
we
heard
from
the
CFO.
This
will
take
some
time,
but
it
is
something
that's
important
and
something
I
want
to
see.
Move
forward,
I
also
like
to
acknowledge
councillor
Cressey
and
deputy
mayor
and
a
bail
out
for
their
work
on
this
deputy
mayor
brought
this
forward
last
term
of
Council
and
we're
getting
closer
to
the
decision
point.
J
The
second
motion
is
something
I've
discuss
with
Park
staff
and
it
responds
to
some
of
the
correspondence
we've
received
from
the
Toronto
skateboard
committee,
which
was
founded
in
Beach's
East
York
by
former
councillor
Janet
Davis,
I.
Think
she's
watching
right
now,
hey
Janet
and
I-
think
that
you
know
this
recognises
that
construction
costs
across
the
industry
are
increasing,
particularly
with
respect
to
concrete
the
Toronto
skateboard
committee
is
plugged
in
on
that,
and
so
we're
just
asking
staff
to
take
a
look
at
the
numbers
that
they
have
allocated
and
report
back
through
2021
budget
process.
J
One
any
adjustments
that
are
needed,
like
our
budget
chair
I,
would
like
thank
everyone.
Who's
been
involved
in
preparing
these
budgets.
It
is
a
ton
of
time
and
a
ton
of
energy
on
the
committee
side,
but
even
more
so
on
the
staff
side.
Tweaking
these
budgets
really
does
come
at
the
margins
in
this
committee
here
at
Council.
J
But
we
know
that
the
hard
work
is
happening
behind
the
scenes,
with
the
staff
making
sure
that
our
programs
keep
running
we're,
maintaining
funding
we're
increasing
services
where
possible
and
we're
making
sure
that
the
fundamentals
of
the
City
of
Toronto
are
being
delivered.
This
was
a
unique
year,
an
exciting
opportunity,
in
my
mind,
to
work
with
the
city
building
fund
and
I
would
like
to
you
know,
tip
the
cap
to
the
mayor
and
our
budget
chief
for
for
their
leadership
on
that
and
steering
it
through
this
process.
J
When
it
comes
to
affordable
housing
and
transit
investment,
we
know
we
need
to
do
more,
and
this
is
a
response
to
that.
I
will
say
that
in
a
city
as
complex
as
Toronto,
we
are
always
going
to
have
more
needs
that
we
alone
are
going
to
be
able
to
pay
for
I.
Think
that
that's
actually
a
result
of
our
ambition
as
a
city,
but
we're
not
going
to
be
able
to
meet
those
ambitions
until
we
have
alignment
across
all
levels
of
government
and
Toronto
the
City
of
Toronto,
our
colleagues.
J
Here
we
do
a
lot
of
heavy
lifting
for
the
entire
GTHA
for
the
province
and
for
the
feds,
and
so
you
see
that
in
the
deputations
all
the
time
residents
talking
about
things
that
they
want
us
to
address
like
gun,
violence.
Well,
there's
there's
a
bit
of
a
jurisdictional
nightmare
and
the
mayor's
announcement
yesterday
showed
a
major
step
in
doing
that,
but
we're
not
going
to
be
able
to
tackle
the
root
causes
violence
unless
we
have
governments
that
really
really
can
do
something
about
inequality
in
the
city.
J
So
we
all
need
to
work
together
on
that
transit
expansion
is
the
same
story
politically
sensitive
subject,
but
we
actually
need
collaborative
partners
and
the
provincial
and
federal
governments
who
can
raise
debt
and
fund
these
million-dollar
projects
and
make
Toronto
a
priority
and
I.
Think
if
you
you
know
when
we
talk
about
housing,
you
look
at
briefing
note
40.
If
you
haven't
already
the
last
five
years,
the
city
of
Toronto
has
brought
1.2
billion
dollars
to
the
table
to
develop
new,
affordable
housing.
J
The
province
in
the
last
10
years
has
brought
193
million,
that's
including
operating,
so
there
is
a
huge
discrepancy
there
and,
frankly,
that's
just
not
sustainable.
So
the
budget
decisions
that
we've
made
this
year,
including
the
twenty
three
point
four
billion
city
building
fund-
puts
us
in
a
strong
position
to
be
at
the
negotiating
table,
identifies
our
priorities
and
now
it's
time
to
turn
the
screws
on
these
these
partners
and
make
sure
that
they're
stepping
up
in
a
big
way
as
well.
J
All
closing
just
saying
I
really
do
enjoy
my
time
on
the
Budget
Committee,
particularly
the
opportunities
to
connect
with
residents.
I
did
the
tour
this
year.
I
was
in
Scarborough
always
have
a
great
time
out
there.
North
York
was
pretty
good
too,
and
it
is
an
opportunity
to
really
hear
from
residents
about
what's
important
to
them.
Appreciated
the
East
York
Town
Hall.
We
did
with
councillor
Fletcher
as
well.
This
is
this
is
an
important
part
of
the
process.
J
A
C
Your
motion-
yes,
it's
a
yeah,
have
you
can
so
with
the
report
coming
out?
Do
you
know
if
any
of
this
is
currently
being
covered
by
the
consultant's
report?
I
think
I
agree
with
the
intent
of
it.
I
just
want
to
make
sure
we're
not
adding
work
that
might
delay
the
report.
Coming
back,
I
changed
the
parameters
of
a
report.
The
intention.
C
J
K
I
do
have
a
motion
put
it
on
the
screen:
City
Council
request
a
provincial
federal
government
to
commit
to
increased
funding
for
childcare
subsidies
and
spaces
in
Toronto
and
their
upcoming
budgets
and
as
well
City
Council
conveyed
to
the
provincial
and
federal
governments,
the
city
of
Toronto's,
committed
to
funding
20%
of
the
combined
support
for
childcare
by
the
by
those
governments
in
the
importance
of
an
accessible
and
affordable
childcare
system
for
the
economic
and
social
health
of
Toronto,
and
that
childcare
is
the
responsibility
of
all
three
levels
of
government.
So
that's
my
motion.
K
K
They
know,
but
the
first
time
in
the
city
and
unfortunate
we
didn't
have
coffee,
but
now
you
could
see
why
we're
building
a
new
Civic
Center
right
well
deserving.
So
thank
you.
So
I
also
want
to
thank
the
mayor's
announcement
yesterday
for
the
six
million
dollar
and
funding
for
use
in
crime
services.
It
communities
and
community
violence.
K
So
I
know
that,
unfortunately,
we
can't
fund
and
add
to
all
the
requests
that
we
that
we
heard
from
the
deputies
but
I
feel
that
what
we've
added
in
the
budget
and
and
what's
before
us
as
councillor
Crawford,
indicated
it's
a
balanced
budget
and
I
think
that
we've
added
money
into
the
budget
to
add
some
of
these
services
back
into
the
budget
and
and
I'm
happy
with
the
way.
The
way
the
budget
is
and
that
how
we've
increased
it
to
identify
the
needs
of
certain
parts
of
the
city.
So
thank
you
for
that.
K
C
F
the
City
Council
requests
the
general
manager
transportation
services
to
include
sufficient
funding
as
part
of
the
2021
capital
budget
process
to
maintain
the
cycling
for
structure
budget
at
a
level
of
at
least
$16
60
million
annually.
The
City
Council
urged
the
federal
government
through
infrastructure
Canada,
to
allocate
new
funding
for
municipalities
for
urban
cycling
infrastructure
in
order
to
improve
safety
and
support
can,
as
climate
change
commitments
gee.
C
This
is
a
long
one,
but
essentially
it's
to
to
get
support
to
Ritu
for
a
report
to
come
back
on,
rien
reinstating
the
personal
vehicle
tax
age
and
so
I
hadn't
seen
councillor
Bradford's
motion
before
this.
But
this
was
just
this.
Is
the
Budget
Committee
advised
the
executive
committee
that
it
supports
a
vacant
a
vacant
home
tax
at
a
rate
that
will
motivate
property
owners
to
sell
and
rent
out
their
vacant
homes
to
be
implemented
as
soon
as
possible?
Subject
to
consideration
of
the
forthcoming
report
requested
an
item
yes
10.7.
C
C
Let
me
just
say:
congratulations
to
this,
to
the
CFO
and
to
the
financial
planning
staff
on
bringing
forward
what
is
a
major
shift
in
the
way
that
the
city
does
its
budgets
I
think
there
were
probably
some
some
learning
experiences
along
the
way,
but
it
was
a
monumental
effort
that
that
you've
gone
through
so
kudos
kudos
to
you.
I
also
wanted
to
thank
the
key,
the
community
at
large
and
the
public
for
getting
involved
every
time.
We
start
this
process,
there's
jockeying
about.
C
What's
it
not
in
the
budget
where
we
should
be
making
additional
investments
and
there's
a
lot
of
individuals
and
organizations
that
spend
a
lot
of
time
reaching
out
a
lot
of
their
personal
time
reaching
out
trying
to
help
shape
the
budget?
We
get
a
lot
of
emails.
We
get
a
lot
of
requests
for
meetings,
we
host
a
lot
of
meetings
with
them
and
it
has
results.
C
Every
year
we
see
changes
and
councillor
Bradford
mentioned
it's
mostly
at
the
margins,
and
it
is
we're
not
shifting
billions
upon
billions
of
the
thirteen
billion
dollar
budget
because
of
a
couple
phone
calls,
but
at
the
same
time
it
is
making
a
difference.
The
mayor
has
and-
and
and
this
hasn't
happened
in
the
past.
C
But
it
allows
allowed
us
to
focus
our
attention
on
other
things
and
other
changes
in
the
budget.
We
wanted
to
see
so
kudos
to
the
community
in
public
for
for
their
involvement.
If
we've
had
a
lot
of,
we
tried
to
frame
a
lot
of
budgets
in
certain
ways.
There
was
a
budget
a
couple
years
ago,
where
we
kind
of
borrowed
money
from
ourselves.
We
call
that
the
shell
game
budget
there's
been
some
treading
water
budgets
in
the
past,
like
we
go
through
a
little
branding
exercise
every
time
to
find
out
what
sticks
right.
I.
C
And,
what's
gonna
happen,
if
those
investment
investments
are
made
in
childcare,
we
actually
the
expansion
we're
doing
those
childcare.
Centers
are
in
danger
of
failing
financial
collapse
because
we're
not
associating-
and
we
don't
have
enough
subsidies
to
go
to
those
centers
to
make
them
viable
in
the
communities
that
are
sorely
underserved
with
child
care
in
the
city.
Public
health
is
the
same
thing
who
would
think
about
cutting
public
health
in
the
last
three
weeks?
Hands
up?
C
Who
here
would
say:
Public
Health,
that's
kind
of
a
nice
to
have
one
of
those
sort
of
things.
Yeah
no
hands
are
going
up,
but
six
months
from
now,
when
the
when
the
province
hasn't
changed
their
mind,
we're
gonna
be
fighting
for
it
again
and
if
there's
not
an
international
crisis,
public
health
crisis,
it's
gonna
be
that
much
harder.
C
So
we
have
to
be
vigilant
with
this
or
budgets
are
gonna
get
worse
and
it's
gonna
be
harder
and
harder
to
cover
them
federal
government's
the
same
right,
we're
putting
in
all
this
extra
money
to
to
fight
violence
and
poverty
reduction,
but
they
they're
on
hold
on
some
key
announcements.
There's
a
seventy
five
million
dollar
hole
in
our
budget
because
of
because
of
pressure.
C
That's
been
put
on
our
city
that
will
take
like
to
be
honest:
I
don't
want
us
to
escape
going
anyone,
we're
gonna,
take
this
and
we're
gonna
work
as
hard
as
we
can
to
serve
those
new
Canadians
and
everyone
experiencing
homelessness,
but
we're
not
getting
the
resource
we
need
from
the
other
levels
of
the
government.
So
what
do
we
do?
We
got
to
look
for
other
sources
of
revenue.
C
C
We
have
to
look
for
hundreds
of
millions
and
billions
of
dollars,
and
it's
gonna
start
with
using
the
tools
we
have
there's
not
many
of
them,
and
then
it's
gonna
take
a
sustained
efforts
for
us
to
fight
and
mobilize
support
in
our
communities
for
the
larger
tools
that
we
need
for
the
future
prosperity
very
quickly.
I'll
go
through.
We
need
to
fund
transform
tío.
We
can't
wait
until
July
of
2021
to
get
boots
on
the
ground,
the
housing
Secretariat.
We
just
passed
the
motion
to
make
housing
a
human
right.
C
We've
come
up
with
a
way
to
say,
don't
put
all
the
money
in
but
use
a
reserve
to
draw
some
of
the
money
if
necessary,
when
when
staff
are
ready
to
figure
out
where
its
housed,
they
need
to
put
that
into
effect.
The
mayor's
funding
ravines,
which
is
fantastic,
the
TTC
our
fares
keep
going
up.
Our
service
isn't
keeping
pace,
we
need
to
deliver
better
services
and
it
needs
to
be
more
affordable.
So
I
think
we
should
have
a
goal
at
50%.
C
It's
slightly
arbitrary
I
get
it,
but
I
thought
it
was
an
important
point,
an
important
point
to
make
on
transportation
services.
If
Pete,
if
doesn't
continue,
our
cycling
budget
gets
cut
in
half
as
of
2021
sixteen
million
to
eight
million.
We
need
Pete
if
we
need
the
PETA
funding
to
continue
and
we
need
a
strategy
if
the
feds
I'm
gonna
do
it
and
then
I
have
the
vehicle
registration
tax
and
the
vacant
home
tax.
That
sends
a
message
to
the
executive
committee
that
that
we
think
we
should
undertake
those
things.
Thank
you
very
much.
H
I'm
moving
an
amendment
to
to
your
motion.
Mr.
chair,
the
council,
Crawford's
motion,
one
a
be
amended
so
that
the
four
positions
highlighted
in
table
3,
that
being
the
accountability
office
requests,
be
funded
from
the
tax
stabilization
reserve
for
an
amount
of
three
hundred
and
sixty
nine
thousand
one
hundred
dollars
very
small
amount.
H
H
But
here
we
are
in
a
year
where
we're
about
to
reach
three
million
and
I
will
say
it
again
when
we
do
when
they
announce
that
there
are
three
million
people
in
the
City
of
Toronto.
We
will
then
be
the
only
municipality
in
the
world
with
a
population
of
3
million
or
more
that
has
no
access
to
either
a
sales
tax
or
an
income
tax
collected
by
payroll
or
both
the
only
major
city
in
the
world.
H
That's
what
happens.
That's
that's
what
we
can
celebrate
on
the
day
of
3
million,
so
we
have
to
keep
talking
about
it
and
hope
that
other
governments
that
can
provide
the
permission
to
do
so
hear
it,
and
we
should
be
talking
to
other
municipalities
about
it
too,
but
we
don't
belong
to
their
association,
so
we
can
only
talk
to
them
at
the
federal
thing.
The
budget
itself.
H
There
are
the
great
news
stories
in
here.
Adding
to
the
CBF
is
a
great
news
story,
something
that
we've
all
worked
for
a
long
time.
Recasting
the
capital
is
a
great
news
story.
What
it
makes
possible
and
transit
and
housing
on
the
capital
side
is
great,
but
we
are
still
very
tight
and
operating
we've
had
to
well.
We
had
a
commitment
to
add
30
million
more
to
ml
TT
for
a
total
of
70.
We
pulled
back
and
and
filled
some
holes.
It's
wonderful
to
spend
money
on
on
youth,
we're
still
waiting
for
the
youth
services.
H
Review
I'd
prefer
to
be
more
strategic.
But
if
we
open
these
these
centers,
as
announced
yesterday
and
don't
play
around
with
it,
then
we
aren't,
then
we
aren't
going
so
far
as
to
not
have
any
future
dollars
left
to
do
whatever
that
Youth
Services
review
might
recommend
so
I'm
just
gonna
say
thank
you
for
opening
them
and
wait
to
see
what
happens
because
the
ultimate
goal.
H
For
me,
the
ultimate
efficacy
of
a
Youth
Center,
is
if,
if
a
child
knows
that,
if
the
community
center
is
open,
that
space
was
open
to
that's
the
dream
and
we're
not
actually
even
working
on
that
dream.
We
don't
have
an
official
strategy
to
work
on
that
dream
and
so
I'm
prepared
to
wait
until
the
youth
services
review
arrives.
H
But
I
will
bet
you
dollars
to
donuts
that
that's
what
it's
going
to
say
and
I've
known
that,
since
a
youth
died
shaking
the
locked
door
park,
reporters
community
center,
hoping
you
might
be
able
to
get
in
to
where
the
youth
space
was
and
he
was
shot
in
the
back
doing
so.
He
knew
where
to
go,
but
it
wasn't
gonna
be
open
when
he
got
there.
H
H
Same
goes
for
library
hubs
that
the
reason
open
hours
is,
if
you
have
30
kids
in
the
Youth
Center
at
8
o'clock,
8
o'clock,
we're
saying
to
them
come
on
kids,
you
go
out.
You
go,
go
we'll
race
around
in
the
peanut,
because
we're
closing,
then
you
haven't,
got
the
dream:
youth
hub,
you're,
not
all
the
way
there
yet.
So
we
have
to
work
on
that.
H
But
in
the
meantime
we
have
one
thing
here
for
three
hundred
and
sixty
nine
thousand
dollars
not
a
lot
when
you
consider
you're
already
drawing
over
five
million
out
of
that.
That
reserve
we
have
to
address
the
ten
year
and
five
year
needs
and
those
accountability
offices,
because
no
one
else
can
they're
independent
offices,
the
only
people
who
can
say
they
made
any
recommendation
and
fail
those
offices,
which
means
we
failed
in
our
accountability
and
transparency.
H
We
can't
blame
staff,
we
can't
say:
oh
that's,
the
staff
recommended
budget,
because
only
we
recommend
on
those
budgets
and
three
years
in
a
row
now
who
said
thanks
for
sharing?
No,
you
can't
have
anything
for
ten
years
the
the
budget
has
been
static
in
the
lobbyists
registry
and
we
really
ought
to
care
about
that
one
and
for
five
years
in
the
Ombuds.
Well,
you
went
a
little
over
four
councillor,
Leighton,
so
I'm
just
gonna
say.
If
you
don't
pass
this,
you
have
no
one
to
blame,
but
yourselves
Thank,
You
councillor
and.
A
B
Chair
I
just
want
to
start
by
thinking
all
the
city
staff
that
contributed
to
this
budget
and,
in
particular
our
CFO,
who
is
really
leading
this
initiative
to
modernize
the
budget
and
I
really
did
enjoy
this
process
and
was
very
satisfied
with
all
the
answers
that
I
was
given
and,
in
particular,
with
the
briefing
note
request
that
I
put
forward
in
that
in
additional
information.
So
I
just
like
to
thank
you
for
leading
that
process.
B
There's
three
things
that
really
I
am
very
proud
that
we're
doing
in
this
budget
and
that
came
from
the
staff
recommendations
coming
forward,
and
the
first
is
the
expansion
of
transform
TL
with
the
additional
hires.
They
have
a
huge
undertaking
this
year
to
report
back
in
the
spring,
on
the
plan
for
2021
to
2023,
but
also
on
becoming
that
zero
body
by
2050
and
possibly
by
2040,
and
so
I'm
very
excited
that
we're
making
that
big
investment
this
year.
B
Even
though
we
are
making
the
much-needed
investments
in
transit,
those
stops
still
won't
be
open
for
some
time
and
in
addition,
we
continue
to
have
challenges
with
the
SRT
that
that
require,
unfortunately,
our
residents
to
get
off
that
transit
in
on
to
the
bus.
And
the
third
is
the
investment
in
Toronto
Police.
And
that's
because
residents
have
been
telling
me
that
they'd
like
to
see
more
officers
and
a
return
to
some
the
numbers,
and
so
the
188.
B
Not
new,
is
something
that
I'm
very
happy
to
see
and
I
know
that
the
residents
in
my
community
in
particular
as
well,
but
in
addition
to
that
I,
want
to
thank
councillor
Crawford
for
the
amendment
that
he's
bringing
forward
to
the
budget
and
I'm
very
happy
to
support,
because
that
really
does
reflect
what
we
heard
through
the
community
consultation
process.
And
at
that
we
heard
about
the
importance
of
investing
in
these
views,
youth,
violence
prevention
programs
and
the
youth
hubs
and
at
the
Scarborough
Civic
Center.
B
The
additional
investment
in
the
youth
hubs
that
we're
seeing
I've,
attended
events
at
the
Melbourne
youth
hub
and
was
able
to
watch.
One
group
in
particular
that
uses
it
wave
art
that
did
a
storyboarding
with
youth
and
mentoring
them
in
the
arts
and
I
was
able
to
watch
their
creative
process
from
storyboarding.
All
the
way
to
an
art
exhibit
that
they
launched
last
Friday
at
Scarborough
arts.
B
So
if
we
build
these
centres,
they
will
use
them
and
they
are
having
a
huge
impact
and
I
think
that
we
have
to
not
just
look
at
numbers,
but
look
at
people
and
those
individual
stories
because
they're,
incredibly
powerful.
So
I'm
really
happy
by
the
amendment
that
you're
bringing
forward
today
to
invest
additional
funds
in
that
and
in
addition,
the
funds
on
the
ravine
strategy,
because
that's
something
else
that
we've
been
hearing
about
for
a
very
long
time.
B
I
continuously
get
emails
about
litter
in
our
ravines
and
how
neglected
people
feel
that
spaces
and
how
they
want
to
see
that
revitalized,
so
I'm,
very
excited
by
the
investments
to
advance
invasive
species
management,
litter,
cleanup
and
also
potentially
capital.
Should
that
funding
come
forward
from
other
other
levels
of
government
and
I
think
we
all
have
to
continue
to
advocate
for
that
capital.
B
Seeing
me
continue
to
put
pressure
on
that,
and
so
the
first
was
the
briefing
note
that
asked
for
the
investments
that
we're
making
in
green
technology
and
I
think
we
now
have
that
baseline
and
we
know
how
much
we're
investing
and
if
we
really
want
to
be
successful
in
being
Net
Zero
by
2050,
and
if
we
want
to
continue
to
be
the
leaders
that
I
think
we
are,
we
need
to
be
amplifying
and
transforming
that
industry
so
that
we
can
be
successful.
The
second
was
I
asked
for
a
briefing
note
about
vision,
zero
and
I.
B
Think
remaining
making
great
strides
on
that.
We
have
we're
turning
over
the
requests
for
mid-block
crossings
in
Scarborough,
we're
starting
to
put
them
in.
But
if
you
look
at
the
funding
and
the
way
it's
distributed,
I
don't
think
there
were
we're
distributing
it
along
with
K
KP
eyes
and
the
killed
in
story.
Ks
is
killed
and
seriously
injured,
and
that
should
be
the
metrics
that
is
determining
the
funding
and
is
not
being
distributed
fairly
in
that
so
I'd
like
to
see
that
that
starts
to
shift
and
that
we're
also
tracking
the
vision,
zero
process.
B
In
the
and
the
metrics
around
that
to
show
that
our
investments
are
working
when
the
final
thing
that
I
think
we've
really
set
baseline
for
next
year
is-
and
we
are
gonna-
have
a
big
report
at
the
end
of
this
year.
That
will
be
important
is
on
net
zero
and
moving
towards
net
zero,
and
we
asked
for
a
briefing
note
that
was
talking
about
the
new
buildings
that
we
are
building
and
we
truly
want
to
be
leaders,
and
we
want
to
encourage
the
private
sector
to
go
Net
Zero.
B
We
need
to
lead
by
example,
and
so
when
we
have
new
facilities
that
are
opening
in
the
next
few
years,
we
need
to
find
a
way
to
make
those
buildings
Net,
Zero
and
I.
Have
the
perfect
example
in
my
community
I
have
a
community
center
opening
in
2023
in
the
area
of
Joyce
tremor
Park,
and
it's
going
to
have
a
facility
life,
that's
well
beyond
2050.
So
why
are
we
going
to
build
it
and
not
go
Net?
B
Zero
now
I
think
we
have
to
look
at
that
investment
very
closely
and
make
the
additional
investments,
because
they'll
have
be
a
huge
return
on
investment
on
that
I
just
wanted
to
flag
those
three
briefing
notes
specifically
because
there
was
rationale
for
why
I
asked
for
them,
even
though
I'm
not
making
motions
on
it
today,
but
you
will
expect
to
hear
from
me
about
that
going
forward
through
this
year.
Thank
you,
Thank
You,
counselor,.
A
A
C
A
L
C
A
A
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in
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on
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favor
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all
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favor
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G
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favor
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favor.
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motion
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councillor
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Councillor
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Please
favor.