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From YouTube: Budget Committee - December 15, 2017
Description
Budget Committee, meeting 39, December 15
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12852
A
A
A
A
A
A
A
A
A
Good
morning,
I'd
like
to
call
this
meeting
to
order,
931
I
think
that's
a
great
time
to
start
to
want
to
welcome
everybody
here.
We
do
have
quorum
for
the
39th
meeting
of
the
Budget
Committee
as
usual.
If
you
want
to
watch,
you
can
watch
us
on
YouTube
at
Toronto,
City,
Council,
live
and
or
Toronto
dot,
see
a
slash
council
on
your
computer
at
tablet.
A
We
do
have
a
sundown
clause.
We
have
to
be
done
by
3:30
today,
but
I'm,
pretty
sure
we'll
probably
be
done
before
that,
so
any
declarations
of
conflict
seeing
none
I
just
want
to
go
over.
We
where
we
are
at
as
part
of
the
process.
We
are
now
in
day
three
of
the
presentations
from
from
staff
from
all
the
different
divisions
and
agencies.
A
You
do
all
the
preliminary
budget
notes
are
online
and
you
can
look
at
them
we'll.
Actually
we
have
a
budget
notes
that
are
available
today.
There
any
questions,
and
so
what
will
happen
is
we
will
finish
off
today.
We
have
one
more
day
which
is
Monday
and
that
will
wrap
up
that
portion
of
the
budget
process.
Where
we're
listening
to
staff.
A
Why
don't?
We
we're
gonna
do
a
bit
of
a
change
in
the
today.
The
city
manager
has
asked
if
we
could
move
on
the
list.
Other
city
programs-
if
we
could
do
that
one
first,
he
has
to
get
up
to
the
opening
of
the
subway.
So
he's
made
a
request.
If
we
could
do
his
item
first
now,
there's
no
presentation
or
question
there's
just
only
questions
and
answers
on
his
budget,
so
I
will
ask
if
there's
any
questions
on
the
city,
manager's
budget.
A
B
Yes,
here's
it's!
It's
with
respect
to
the
the
participatory
budgeting
pilot
I'm,
wondering
it
it's
it's
here
as
an
issue
for
discussion,
but
I'm
wondering
if,
if
the
the
the
notes
and
the
way
it's
been
addressed
into
in
in
in
the
actual
financials
of
the
budget,
take
into
account
that
the
final
reports
not
coming
now
until
til
May
at
the
very
earliest-
and
there
may
be
recommendations
at
that
time.
So
does
the
budget
take
into
account
that
council
may
direct
them
to
to
begin
work?
Well,
there's
still
be
the
staff
to
do
so.
Yes,.
C
For
that,
for
the
participatory
budgeting,
we
will
be
reporting
out
on
the
final
phase
in
January.
As
far
as
the
projects
and
the
dollar
amount
you're
correct,
we
will
be
reporting
in
q2
on
the
pilot
and
looking
at
recommendations
to
a
forward
to
council.
The
position
that
we
have
now,
which
is
a
temporary
position,
has
been
removed,
but
that
has
been
captured
with
a
vacant
position
and
strategic
and
corporate
policy
that
can
continue
on
that
work.
C
B
C
B
A
A
D
You
thank
you
to
the
members
of
the
Budget,
Committee
and
I
just
want
to
say
that
we
will
do
our
presentation,
20
minutes,
I
was
told
or
less
so
just
a
couple
things
I'd
like
to
just
open
it
up.
Obviously,
this
organization
and
the
chair
has
named
all
the
individuals
within
the
group
that
functions
the
role
that
we
play
is
to
deliver.
Obviously,
you
know
making
sure
that
we
drive
value
and
actually
through
sustainable
and
innovative
solutions
to
the
organization,
so
they
can
deliver.
D
So
the
organization
can
deliver
to
the
customers
at
the
end
of
the
day.
That's
our
role
and
to
make
sure
that
we
enable
the
organization
to
deliver
the
organization.
Actually
it
has
just
over
2200
employees,
which
is
a
vote
which
is
probably
about
five
or
six
percent
of
the
total
City
numbers
as
well.
Four
hundred
million
dollars
of
actual
operating
expense
gross,
and
it
has
just
over
2.4
billion
dollars
of
capital
from
a
10-year
perspective,
and
just
about
335
million
of
capital,
which
is
about
probably
about
9%
from
a
tenure
from
the
city
side.
D
So
it's
got
a
good
for
a
good
amount
of
dollars
here
to
be
able
to
deliver
and
has
a
huge
mandate
to
be
able
to
do
so.
If
I
go
to
the
next
page.
The
capital
assets
here,
I
think
the
important
part
of
this
page
is
just
really
talking
to
and
I
won't
go
through
it
in
detail
is
that
its
focus
it's
on
systems
and
tools.
It's
on
the
real
estate,
which
is
a
critical
part,
especially
the
vertical
infrastructure,
side
and
tied
in
with
a
new
agency
from
a
real
estate
and
unlocking
land
value.
D
It
also
has
a
fleet
vehicle
asset
base,
which
is
substantial
just
over
five
thousand,
and
obviously
it's
worth
billions
of
dollars.
You
see
on
this
page,
so
we
have
a
huge
asset
grouping
here
that
delivered
city
assets
on
the
next
page.
What
you'll
see
here
is
basically
this
is
the
group
overall,
it's
actually
about
85
percent
of
this
organization
is
focused
on
off
on
operating
and
I
would
also
say
about.
D
10
percent
is,
is
management
and
the
breasts
are
individuals
focused
on
on
key
projects
or
key
deliverables
and
and
then
obviously,
one
of
the
things
that
this
organization
does
at
the
end
of
day
is
enable
the
organization
overall
from
a
city
perspective
on
the
next
page,
staffing
trend.
I,
think
the
key
thing
here
for
us
to
outline
is
the
net
reduction
that
we
took
overall.
This
is
without
enhanced
services
at
this
point
in
time.
Our
new
services-
and
this
does
not
include
capital-
we've
reduced
by
11
individuals.
D
D
We
also
have
efficiencies
of
six
people,
which
is
really
important,
because
that's
how
we're
actually
we're
paid
to
do
this
to
make
sure
that
we're
efficient
in
the
way
we
deliver
service
to
so
that's
between
quite
a
few
of
the
groups,
so
you'll
see
a
decline,
year-over-year
and
then,
obviously,
on
page
23
and
24,
there's
more
detail
behind
that
and
we'll
or
that
in
more
detail.
If
we
go
to
the
accomplishments,
sorry,
the
vacancy
vacancy
right
now
here,
I
think
one
of
the
things
I
would
say
here
is:
we
have
had
a
huge
improvement.
D
So
these
are
the
things
that
I
would
stayed
in
this
chart
that
we're
being
important
from
that
perspective
and
we're
also
also
working
with
institutions,
other
other
universities
and
working
with
HR
and
looking
at
different
ways
of
how
we
actually
attract
talent,
and
we
also
have
more
dedicated
HR
folks
that
we've
asked
for
it
to
be
able
to
focus
on
our
portfolios
now
on
the
accomplishments,
obviously
great
accomplishments.
Overall,
there's
two
pages
of
it.
D
The
focus
here
really
is
on
modernization
transformation,
as
well
as
as
well
as
an
operational
effectiveness
which
you'll
see
here
through
the
presentation.
I
think
the
important
part
here
I
would
focus
on,
would
be
you
know,
city
building
and
how
we
plan,
obviously
making
sure
our
process
and
delivering
and
streamlining
our
service
delivery
is
really
critical
and
you'll,
see
that
here
and
making
sure
we're
more
efficient
and
effective
in
the
way
we
operate.
D
D
So
our
job
is
to
make
sure
that
we
do
that
on
a
regular
basis
and
looking
at
different
ways
of
tweaking
it
as
required
and
obviously
another
key
factor
here
is
the
climate
change
and
the
work
that
we're
doing
with
transform
tÃo.
So
these
are
key
accomplishments
that
the
team
is
working,
I'm,
sure
you
can
read
through
these
slides.
The
next
thing
is
on
the
operating
budget
just
hit
on
a
couple
things:
you
have
a
surplus
of
1.5
million.
D
Basically
what
I
would
say
this
is
mostly
salaries
in
particular,
and
there
is
a
there,
basically,
some
delays
in
some
of
our
capital
projects
and
it's
based
on
either
scope
change
or
readiness
at
the
end
the
day.
So
those
are
the
key
things
that
I
would
state
on
this
chart.
That
I
would
note
at
this
point
in
time,
and
it's
between
our
information
technology
side,
as
well
as
within
our
rfm
side,
to
Sully's
management
next
page
on
page
13.
What
you'll
see
here
is
key
issues
and
challenges.
D
Really
it's
trying
to
make
sure
that
we're
optimizing,
how
we
manage
our
buildings
at
the
same
time
as
you're,
actually
maximizing
the
capital
delivery
capabilities.
The
other
one
obviously
is
attracting
talent
which
I
talked
about
earlier.
The
readiness
is
really
important.
You're,
making
sure
that
that
the
the
end
of
the
delivery
and
the
demands
that
we
are
asked
are
asked
of,
that
we
are
able
and
and
ready
to
deliver
on
it
from
an
IT
and
all
and
from
a
facilities
perspective
that
were
there
to
deliver,
and
the
other
thing
also
would
I
would
state.
D
Here,
too,
is
the
change
in
business
processes,
which
is
what
we
actually
do.
Quite
a
bit
of,
work
on
and
process
is
actually
more
important,
sometimes
than
the
actual
system
itself
is
main,
maintaining
that
business
continuity
as
we're
changing
this
structure.
So
it's
really
important
and
that's
something
that
we
have
to
do
with
our
partners
across
the
city.
The
next
page
is
to
do
with
service
objectives.
D
I
kind
of
talked
about
as
I
was
talking
about
the
challenges
here:
integration
of
portfolio
planning,
one
of
the
key
initiatives
that
we
have
a
citywide
real
estate
in
making
sure
that
we're
integrated
from
a
city.
Why
perspective
we
will
be
working
with
the
TRA
to
come
back
with
that
portfolio
plan.
The
other
one
is
delivering
service
excellence.
That's
our
job!
That's
what
we
do.
D
That's,
what
we're
paid
to
do
and
making
sure
we're
changing
processes,
making
them
more
efficient
and
that's
in
the
digital
side
of
and
what
we're
doing
around
digital
becomes
a
real
factor
for
us.
The
people
development
is
a
big
focus
for
us
on
an
objective.
All
our
staff
have
these
requirements
within
their
performance
reviews
to
be
able
to
do
that.
Leveraging
partnerships,
especially
from
our
information
technology
group.
That
is
really
critical.
We
can't
do
everything
ourselves.
D
We
need
to
leverage
our
partnerships
internally
and
externally
in
the
market
as
well
as
becoming
it,
and
we
were
starting
to
see
that
a
data-driven
organization,
so
information
data
to
be
able
to
make
decision
making
and
that
becomes
an
important
part
and
reducing
our
environmental
footprint.
That
becomes
an
important
part
for
this
business
and
those
are
our
actual
objectives.
D
Everything
we
do
is
around
making
sure
that
we
look
at
systems
processes
in
the
way
in
which
we
deliver
to
deliver
quality
of
service
to
the
end
users
into
the
obviously
to
the
public
itself.
Next,
one
going
right
to
the
budget,
the
actual
pie
charts
in
here
the
on
the
left-hand
side.
I
would
tell
you
that
the
key
point
there
is
sixty
percent
of
what
you
see
here
in
cost
is
actually
salaries.
Two
hundred
thirty
four
million.
D
We
actually
hold
eight
percent
of
utilities
in
here,
which
is
about
thirty
three,
and
then
we
also
use
contracted
services,
which
is
about
25,
so
between
salaries,
utilities
and
contracted
services.
What
you
see
here
is
85%
of
this
pie
chart
here
and
on
the
right
hand,
side
and
the
way
in
which
we
actually
do
fund.
This
is
through
property
tax,
which
is
40%.
Obviously,
we
have
recovery
with
city
divisions
and
other
organizations
within
the
city
itself
about
30%
and
capital
recovery
of
about
11%,
so
that
is
the
actual
pie
chart
there.
D
When
we
look
at
the
actual
key
drivers,
cost
drivers-
and
one
thing
this
is
how
we
actually
built
up
to
2018
operating
budget.
What
you'll
see
here
is
we
had
obviously
a
five
million
dollar
pressure
point
here,
and
that
is
through
a
lot
of
what
you
see
in
the
waterfall
chart
here,
you'll
see
a
previous
year,
1.8
million
dollars
that
is
annualization
of
of
RT
in
our
environment
office.
You
also
see
progression
of
about
1.7
salaries
and
compensation,
and
then
you'll
see
inflation,
which
is
about
2.4.
D
We
just
do
with
our
contracts
that
we
have
with
suppliers
and
another
other
inflation
targets,
though,
and
then
what
we
have
to
offset.
It
is
also
actual
4
million
dollars
of
recovery
to
do
with
some
of
our
divisions
that
offset
some
of
the
pressure
points
as
well
as
capital.
So
we
have
a
five
million
dollar
pressure
point
that
we
had
to
actually
look
at.
If
you
go
to
the
next
page,
how
we're
actually
dealing
with
that?
What
you'll
see
here
is
that
we
had.
D
We
looked
at
it
from
many
different
aspects
over
here
and
right
now:
you'll
see
efficiencies
that
we've
brought
to
the
table
through
our
organizations.
You'll
see
also
different
ways
in
which
we
actually
looked
at
the
base
and
actually
delivering
this.
So
changing
our
sucking
at
standards
and
making
sure
that
we're
delivering
on
our
standards
and
then
what
you'll
see
on
the
1.8
million
dollars,
which
is
one
point,
seven,
seven
five.
D
All
of
it
you'll
see
that
in
the
next
page-
and
that's
just
over
a
million
dollars
too
so
we've
been
able
to
observe
about
900
of
the
base
as
well
as
another
million
dollars,
some
of
it,
and
not
all
of
it.
So
you'll
see
that
as
I
go
through
it.
So
we
have
an
eight
hundred
and
twenty
thousand
dollar
pressure
at
the
end
of
the
day.
So
the
next
page
is
what
you'll
see
there.
D
It
is
the
820
we
have
been
able
to
be
able
to,
with
most
of
the
organizations,
obviously
come
in
at
zero
variance
and
we've
been
able
to
get
us
down
to
about
0.5
per
site.
At
this
point
in
time,
which
is
quite
good
in
a
four
hundred
million
dollar
structure
of
this
nature,
the
next
page
is
new
enhanced.
This
particular
item
I
won't
talk
too
much
food,
but
it's
with
three
one,
one,
it's
basically
related
to
for
the
next
two
years
is
trying
to
Train
the
three
one
organization
that
today
does
well.
D
1.3
million
transactions
manages
that,
with
the
revenue
services
piece
in
trying
to
cross
train
our
staff,
so
we
have
to
actually
pull
people
off
their
jobs
to
do
the
cross
training.
So
that's
what
we're
asking
for
that
is
embedded
in
our
in
our
financials
right
now
from
a
budget
perspective.
The
next
page
is
the
compliment
changes
here,
I
kind
of
talked
about
a
little
bit
earlier,
but
it's
basically
focused
on
the
net
amount.
D
We
talked
about
the
11
people
on
the
operating
side
and
on
the
capital
side
we
have
an
actual
eight
request
there
and
to
do
specific
capital
projects
within
301
Toronto,
as
well
as
within
the
facilities,
management
structure
and
and
we'll
talk
a
little
bit
more
about
that
in
the
following
pages.
But
this
is
the
compliment
and
the
net
impact
is
about
2.9.
This
does
not
include
transform
tÃo,
which
is
in
the
which
I'll
talk
to
a
little
bit
about,
and
the
corporate
security
discussion
that
we
had
had
last
week
at
Council.
D
D
So
when
you
look
at
this
particular
this
particular
page,
what
we're
dealing
with
right
now
is
really
the
transformed
tio
piece
with
the
with
the
actual
security
one,
because
counsel
has
requested
us
to
go
back
and
and
come
back
in
March
of
2018
with
a
fuller
plan.
We
will
be
coming
back
with
with
that
request
at
that
point
in
time,
if
approved,
but
so
this
is
what
we're
this
is
below
the
line
at
this
point
in
time.
It's
not
part
of
the
budget.
D
That
is
in
front,
but
it
is
obviously
for
consideration
now
if
we
go
to
capital
few
milestones
on
the
capital
side,
very,
it's
very
clear
that
we
have
large
projects
here,
Union
Station,
st.
Lawrence
Market.
We
also
have
a
huge.
We
have
a
huge
amount
of
projects
within
this
state
of
good
repair
with
a
facilities
management
about
300.
We
have
a
huge
amount
of
run
energy
retrofits,
which
is
really
critical,
the
digital
projects
that
we
talked
about
actually
getting
to
a
digital,
a
world
and
that's
what
we're
trying
to
do.
D
The
whole
IT
partnerships
with
city
divisions.
There
is
quite
a
few
projects
that
have
been
very
successful
here
and
a
lot
of
feedback
around
them
and
then
obviously
our
fleet
and
work
that
they're
doing
internally
as
well
as,
what's
all
of
the
ways,
those
are
really
key
success
factors-
and
we
have
seen
and
you'll
see
that
within
the
within
the
numbers
here
that
we've
had
some
real
improvement,
also
on
the
capital
execution.
D
If
I
go
right
to
the
capital
budget
variants,
you'll
see
that
every
quite
a
few,
the
organizations
have
actually
had
a
huge
improvement
here.
It
has
improved
13.2
points,
facilities
about
thirteen
point,
nine
and
environment
energy.
Nineteen
point
fourth,
so
that
really
talks
to
the
focus
and
the
real
planning
that
goes
on
to
be
able
to
deliver
these
capital
projects
and
on
the
facilities
management
site
on
its
own.
D
Without
some
of
the
bigger
projects
which
is
called
free
they
actually
last
year
they
were
at
about
5055
they're
at
70%
now,
which
is
great
to
see
as
well
as
they
have
in
there
committed
numbers
right
now
for
2017
going
to
2018.
They
have
50%
of
the
commitments
already
done,
so
we
should
have
a
good
2018
next
page
key
issues
and
challenges.
D
I'm
sure
you've
seen
a
lot
of
this
for
a
lot
of
us.
Completion
rates
are
really
important
for
us
here,
making
sure
we
deliver
a
Lda
and
resiliency
is
a
really
important
part
of
our
portfolio
and
you'll
see
an
AODA
has
over
100
million
dollars.
190
million
dollars
has
been
added
this
year
tools
processes
to
be
able
to
deliver
to
be
able
to
deliver
on
the
data-driven
organization.
That
is
what
we
need,
and
we
need
to
continue
working
through
that
as
an
organization.
The
other
thing
that's
really
important
here.
D
These
are
challenges
the
organizational
readiness
to
actually
accept
some
of
these
changes,
so
the
capacity
of
it
as
well
as
the
change
management
around
this
and
then
obviously
the
last
one-
is
balancing
between
dollars
and
actual
priorities
and
the
needs
of
the
organization's.
So
that
is
something
that
I'm
sure
all
of
us
actually
are
focused
on,
and
it's
a
challenge
not
just
with
this
organization.
D
The
service
objectives
at
the
end
of
the
day
are
really
around
making
sure
we
review
our
delivery
models
so
making
sure
that
our
models
internally
work
and
is
there
anything
else
we
should
look
at
that's
outside
and
we
have
that
with
the
fleet
organization
right
now.
The
other
one
also
is
making
sure
that
the
FM
organization
facilities
delivers
on
80%
of
the
sog.
D
Are
it
also
has
the
IT
organization
delivering
on
88%
of
its
projects
on
time
on
budget
and
as
well
as
making
sure
the
major
capital
projects,
and
we
have
some
of
them
right
now.
Some
of
them
are
obviously
have
been
around
whether
it's
Union
Station
or
st.
Lawrence
Market,
which
I'll
talk
a
little
bit
more
about
those
are
really
critical
and
obviously
driving
a
digital
environment.
Those
are
kind
of
the
focuses
that
we
have
as
an
organization
to
support
the
overall
service
requirements
within
the
city
itself.
D
So
on
the
tenure
plan,
I
would
say
that
from
our
perspective,
SOG
are
and
LifeSite
and
the
lifecycle
replacement
is
about
1.5
billion
dollars,
and
this
is
the
next
two
pages
here
and
it's
above
the
two
point,
four
or
five.
So
that's
substantially.
That's
a
60%
of
our
budget
itself
on
major
capital.
We
have
about
160
million
dollars
here,
first
st.
for
Union
Station,
st.
Lawrence
Market,
as
well
as
work
to
do
with
the
George
Street
movie
vitalization.
These
are
really
incredibly
important
projects
that
we
finish
off.
Union
Station
will
be
completed
this
year.
D
We
have
had
some
work
that
we're
doing
with
metro
links
on
the
work
that
they
need
to
do
overall
around
their
platform.
So
we
have
a
lot
of
work
still
to
do
there.
We
were
working
with
them,
so
the
intent
is
to
have
it
complete
this
year
and
Metrolink
is
asks
us
to
revisit
some
of
our
timelines
and
we're
doing
that
we'll
be
coming
back
to
Council
in
early
2018
and
also
transform
T
ough,
there's
a
budget
here
of
about
116
million
dollars,
and
that
is
really
important
as
part
of
moving
the.
D
Obviously,
our
climate
change
agenda
forward
al
da
is
about
196
million
dollars
and
all
over
all
our
technology
solution
and
our
channel
digital
is
just
over
75
million
all
and
also
those
are
our
10
year.
Capital
plans
are
substantial
and,
and
obviously
a
substantial
amount
of
the
the
dollars
are
included
in
here
to
be
able
to
move
the
agenda
forward
now
going
to
page
36,
which
is
the
par
charts
here.
D
What
I
would
say
here
on
page
36
is
that
62
percent
of
what
you
see
in
our
tenure
in
our
tenure
plan
is
to
do
with
the
state
of
good
repair
and
about
20
percent
with
service
improvement,
as
we
move
down
into
the
latter
2
to
3
years
of
the
10-year
plan,
you'll
see
less
on
service
improvement
and
more
on
state
of
good
repair
and,
and
that
is
obviously
very
purposeful,
because
we
don't
have
a
union
station.
We
won't
have
a
st.
Lawrence
Market.
D
So
that's
on
the
left-hand
side
on
the
right-hand
side,
obviously,
where
the
money
come
from,
it's
quite
clear:
its
debt
funded
at
one
point
1
billion
recoverable
of
debt.
Obviously,
we
have
that
as
well
as
reserves
of
about
a
billion
dollars
too.
So
that's
where
the
money
comes
from.
I
won't
go
through
this
curve.
I
just
talked
about
it,
the
service
improvements,
Nestle
gr
and
how
it
actually,
as
we
move
down
the
next
10
years,
you'll
see
a
decline
on
the
service
of
and
the
greater
value
on,
the
state
of
the
repair.
D
So
that's
what
we'll
be
doing,
and
so
this
may
change
a
little
bit.
But
what
you'll
see
here
is
the
intent
is
that
there's
some
Peaks
and
then
it
starts
declining
towards
the
end.
Next
page
is
the
funding
source
here.
I
went
through
that
earlier,
so
I'm
sure
you
can
leave
that
on
your
own
last
and
the
next
pages,
which
is
page
40.
D
This
really
is
the
operating
impact
of
capital,
which
is
just
over
600k
in
three
positions,
and
then
I'd
like
to
focus
a
little
bit
on
the
page
41,
which
is
related
to
the
the
unfunded
capital,
and
what
you'll
see
here
is
we've
actually
been
able
to
put
some
money
into
above
the
line.
Josie
Levitas
helped
us
quite
a
bit
in
trying
to
do
so,
and
we
do
have
money
for
some
of
the
generators
are
above
the
line
for
the
fireside.
D
We
do
have
money
on
office,
modernization
which
is
above
the
above
the
line,
we're
going
to
come
back
with
a
fuller
plan
on
office
modernization,
and
we
also
do
have
money
on
the
CR
implementation,
which
is
around
digital,
and
we
have
money
above
the
line
to
what
we'll
come
back
with
next
year
is
a
more
detailed
plan
around
some
of
these
particular
requirements
in
a
business
case
format
that
will
actually
be
long
more
longevity
than
it
is
right
now
on
the
one
year
by
year
basis.
So
that
is
my
presentation.
A
B
I'm
gonna
be
asking
in
more
detail
about
this
when
we
have
three
one
one
step
in
front
of
us:
I
just
wanted
to
ask
you
from
the
the
cluster
perspective,
what
sort
of
priority
you're
putting
on
the
the
issue
of
moving
some
of
the
9-1-1
calls
police
calls
into
the
3-1-1
realm?
Is
that
being
given
any
priority?
B
D
A
great
question
and
through
the
chair,
yes,
it
is
being
given
priority
and
and
obviously
Gary
your
can
talk
to
it
more.
Are
we
actually
working
with
MLS
and
police
on
a
plan
that
actually
outlines
the
milestones
that
we
need
to
get
to
because
we
have
over,
but
there's
about
nine
thousand
calls
that
we
know
of
right
now
and
we
do
get
calls
today.
D
D
B
F
F
D
Csr,
so
it's
the
page,
this
page
22,
that
is
the
what
we
included-
counsel
Davis.
This
is
the
incremental
requirement
to
do
the
training
between
our
CSRs,
the
traditional
CSR
versus
the
revenue
CSRs
and
just
doing
the
integration
and
that's
a
two-year
plan,
and
this
is
half
of
the
plan
right
now.
That
is.
D
A
B
Yeah,
so
you
know
where
I'm
going
and
we
had
a
serious
discussion
about
this
at
you
know,
the
police
budget
is
where
it
is
and
you're
not
having
to
put
in
has
been
in
it
because
we're
down
six
hundred
officers,
but
we've
gone
down
the
officers
and
then
we've
not
made
the
changes.
So
this
has
to
happen
in
2018
or
you'll,
see
us
adding
the
officers
back
again.
So
it's
here
is
an
issue
for
discussion,
but
you've
met
your
target.
So
how
is
this
being
incorporated
in
training?
G
Through
the
chair,
the
challenges
around
the
nine
thousand
calls
we're
making
sure
that
we
do
the
proper
analytics
in
the
data
analysis
and
right
now
it
seems
that
there's
a
bit
of
duplication
around
about
9,000,
so
we're
actually
are
currently
managing
some
of
those
calls
initially
there's.
No,
not
another.
Additional
30,000
calls
that
were
working
with
TPS
to
make
sure
that
we
have
a
solid
plan
of
transition
and
also
understanding
the
impacts
and
the
communication
strategy
to
the
public,
because
at
the
end
of
the
day,
if
we
don't
responds,
we
look
at
this
number.
G
It
could
affect
the
ability
for
us
to
respond
out
to
the
public
in
a
timely
fashion.
So
we
we're
committed
actually
to
expediting
this
and
making
sure
these
incredible
changes
in
2018.
It
will
not
wait
till
2019,
because
we
want
to
make
sure
that
we
manage
the
impact
of
the
public,
but
also
the
brand
of
the
city.
Okay,.
B
And
a
certain
impact,
the
other
change
one
of
the
changes
is
going
to
be
the
crossing
guard
thing
which
will
take
until
till
2019.
We've
canceled
is
already
adopted
that
plan
that
will
have
an
impact
on
three-on-one
as
well.
Will
it
not
because
that
will
likely
become
the
place
where
people
call?
If,
if
there's
any
kind
of
crossing
guard
situation,
we
are
we
gonna
be
able
to
do
the
cross
training
to
be
ready
for
that.
G
Through
the
chair,
yes,
we
will
be
once
again.
It's
really
important
that
we
have
this
management
framework
set
up
between
MLS
3-1-1
and
thrown
up
la
police
to
make
sure
that
we
actually
capture
the
the
actual
scripting
and
the
nuances
and
also
the
time
of
events
to
make
sure
we
can.
We
can
actually
schedule
the
resources
appropriately.
So
we're
definitely
doing
that
and
I
expect
within
a
month
month
and
a
half
to
have
some
more
credible
analysis
towards
this
endeavor.
Okay,.
B
G
B
G
Regards
to
the
data,
we
have
different
systems,
so
we
are
working
together
with
the
Toronto
Police
Services,
because
their
database
is
in
there
and
technologies
a
little
different.
So
we're
very.
We
have
our
we're
very
acts.
We
have
our
data
readily
accessible,
but
we're
working
with
Toronto
police
to
make
sure
that
we
can
make
sure
we're
measuring
apples
to
apples
versus
different
experiences.
So
that's
taking
a
bit
of
time
because
we
want
to
make
sure
at
the
end
of
the
day
what
we
commit
to.
We
can
deliver
on
right.
B
Since
you're
talking
to
MLS
the
reason
I
asked
that
question
I
don't
know
if
you've
already
discussed
this
in
the
taskforce,
the
biggest
one.
The
biggest
bulk
of
these
is
that
the
the
constant
calls
that
are
going
to
9-1-1,
sadly,
mr.
chair,
which
is
which
is
a
real
waste
of
resources,
is
the
call
that
says
my
neighbor
is
chronically
parking
all
night.
There's
20,000
of
them,
which
makes
the
9,000
count
still
in
question
you're
getting
some
of
those.
B
Now
a
lot
of
them
are
going
to
911
expensive
place
to
send
the
wrong
call,
but
once
those
go
to
three
one,
one
dad
on
where
that's
happening,
our
word,
chronic
all-night
parking.
You
know
the
the
help
it
gives
MLS
to
figure
out
where
the
real
rooming
house
neighborhoods
are.
That
will
begin
to
be
available
to
counselors
I
want.
E
Remember
a
couple
years
ago
that
we
asked
and
actually
moved
to
motion
that
so
when
three
one
one
gets
complaints
from
constituents
and
they're
where
the
local
councillors
are
not
notified
of
these
calls
that
come
in
correct
and
that
we
had
asked
if
there's
any
way
that
the
councillors
can
get
notification
of.
In
fact,
the
calls
that
have
come
in
because
what
happened
is
that
constituents
will
call
us
weeks
later
and
yell
and
scream
and
say
have
caught
three
one.
One
nothing's
happened
and
Bob.
E
G
The
chair
actually
we're
revisiting
how
complaints
be
managed
entirely
across
the
enterprise.
So
what
what
are
you
experiencing
from
a
councillor
perspective?
It's
not
just
three
one
one,
but
several
divisions
that
do
things
to
how
they
manage
the
complaints
very
differently
and
their
own
unique
siloed
ways
which
does
not
provide
value
to
yourself
or
to
your
constituents.
G
E
Because
when
constituents
call
3-1-1,
they
think
they're
calling
you
they
think
they're
calling
the
councillor
and
they'll
call
the
counselor
and
say
oh
I
called
two
months
ago
and
you
didn't
respond,
but
but
they
didn't
call
us,
it
call
3-1-1
and
we
get
into
us.
I,
don't
know
if
other
counselors
have
that
issue.
But
I
do
a
lot
in
my
ward.
So
we
have
to
find
put
a
system
in
place
where
the
counselors
at
least,
are
aware
where
you
know
respond.
G
E
G
Have
a
listener
database
and
we
were
responsible
to
responding
so
for
a
good
example.
I
received
a
complaint
the
other
day
yesterday
around
how
we
were
able
to
how
we
actually
didn't
do
the
right
thing
in
regards
to
providing
a
resident
with
the
proper
contact
information
for
a
city
employee,
and
that
request
was
a
complaint
or
the
initial
complaint
was
against
3-1-1,
and
the
request
was
for
me
to
rectify
that
and
address
that
which
I
have
so
at
the
end
of
the
day.
G
G
Part
of
it
is
the
natural
attrition.
We
have
a
lot
of
people
that
are,
we've
actually
increased
in
terms
of
our
staffing
levels
as
well.
Therefore,
our
operating
capital
budget
will
also
be
impacted
by
that,
not
to
mention
from
unionized
environment
:.
Things
of
that
nature
then
impacts
the
day
to
day
costs,
because
we
are
in
a
unionized
environment
as
well.
F
G
The
chair,
so
we're
really
really
at
about
a
50/50
split
in
terms
of
the
FTE
allocation,
so
50%
of
our
staff
are
full-time
staff
when
50
percent
are
part-time
and
yeah,
and
one
of
the
reasons
for
that
to
be
honest
with
you
is
the
fact
that
flexibility
and
also
impact
in
the
quality
of
life
in
the
contact
center
world
that
we
manage.
Sometimes,
if
you
look
at
some
of
the
the
impact
to
our
staff
and
the
well-being
of
our
staff,
it
is
a
signature
situation
that
some
of
the
calls
are
pauses.
F
I
just
wanted
to
know
the
percentage
50/50
50/50
that
is
complete
shock
to
me
on
the
utilities
and
hydro
I,
know
you're
training
to
have
our
staff
be
able
to
answer
more
detailed
and
complex
tax
and
utility
questions
with
hydro.
I
recall,
moving
emotion
that
we
should
go
and
seek
funding
from
hydro
to
take
on
their
work.
So
I
presume
that
we're
doing
that
are
we
through.
G
The
chair,
yes,
we
are,
but
we've
agreed
on
a
particular
threshold
which
is
10%
so
once
their
volume
hits
our
our
operations
at
10%
or
greater
we're
charging
back
that
cost
and
we
have
a
regular
conversation,
the
monthly
basis
around
that
activity,
and
we
have
a
dollar
figure.
That's
associate
with
that
activity
right
now.
Okay,.
G
Is
through
the
chair,
but
it's
it's
one
of
those
particular
initiatives
that
can
be
very
transformational
to
the
C's,
not
just
the
three
one
one
and
it's
about
having
the
360
degree
view
of
the
customer
interactions
and
having
basically
a
an
omni,
an
omni-channel
environment.
So
that
means
our
residents.
G
If
they,
if
they
choose
to
use
the
phone
channel,
they
can,
they
can
use
the
they
can
use
email,
they
can
go
on
fax,
they
can
go
on
the
computer
online
and
they
can
do
a
lot
of
self
service
as
well,
and
what
we're
trying
to
do
basically
is
catch
up
to
the
rest
of
society
that
are
using
digital
technology
and
platforms.
So
our
residents,
our
consumers,
our
businesses,
already
use
this
to
the
banks.
Another
areas
of
investments
in
interaction
from
a
city's
perspective
we're
a
bit
behind
there.
What.
G
What
what
is
it?
It's?
It's,
a
solution.
It's
a
technology!
It's
an
engagement!
It
is.
It
is
software
that
allows
us
to
interact
with
the
consumer
that
manages
also
our
interactions
with
our
clients.
So
a
good
example,
our
phone
channel
right
now
per
transaction.
If
we're
look
we're
talking
about,
let's
say
arbitrarily
1.5
million
transactions,
the
cost
per
transaction,
it's
approximately
$16
per
transaction
now
leveraging
this
new
technology.
The
cost
per
transaction
goes
down
to
anywhere
from
10
cents
per
transaction
to
$1,
I.
G
F
C
F
Do
you
measure,
what's
always
been
an
issue
for
our
says,
say:
there's
a
Toronto
water
complaint,
there's
a
burst
pipe
frozen,
pipe
all
that
stuff
and
we
went
through
this
during
the
storm.
Yes,
what
happened
was
your
response
times
were
good
and
you
passed
it
on
to
Toronto
water,
and
then
it
went
into
some
black
hole.
So
how
are
you
improving
the
information
flow
and
the
end
delivery
of
the
service?
G
Skew
the
chair,
that's
a
fantastic
question
and
with
the
new
technology
that
we're
looking
at
we'll
have
those
metrics
and
that's
about
enhancing
the
customer
experience.
So
it's
not
just
you
know,
taking
that
incident
and
saying
we're
on
it.
It's
about
measuring
the
activities
and
the
milestones
towards
rectifying
that,
and
not
only
us
having
that
data,
but
our
residents
having
that
access
to
that
data
as
well.
Okay,.
A
A
D
That's
part
of
it,
and
definitely
that
was
it
was
didn't
all
come
in
last
year
in
that
fashion,
but
that's
what
you're
funding
now
for
the
full
project.
That's
in
the
budget.
It's
not
there
is
the
20-odd
headcount
plus
at
2
points
some
odd
million
dollars.
That
is
not
in
this
budget.
It's
been
it's
here
in
front
of
the
budget
committee
and
obviously
we're
is
it's
below
the
line
at
this
point
in
time
it's
not
funded,
but
we
have
to
your
point
counselor.
E
A
B
I
will
just
add
I'm,
looking
at
the
new
briefing
note,
which
is
helpful,
so
I'm,
looking
at
the
the
this
scoring
system
that
you're
using
so
we
created
a
strategy
and
now,
as
we
get
to
the
year,
there's
a
scoring
system
that
looks
at
at
okay.
If
we
can't
do
it
all.
What
are
we
going
to
do
is
that
that's.
B
When
we
expect,
because
there's
so
much
not
including
here
I,
expect
this
to
be
one
of
the
superstars
of
the
deputation
nights,
we're
probably
gonna
have
the
the
you
know
the
environmental
community,
the
fans
of
transform
tÃo
are
probably
gonna,
be
showing
up
to
make
deputations
is
this?
Is
this
prioritization?
Is
it
so
these
need
to
reflect
back
to
the
public
so
that
we
can
say
these
are
the
things
that
are
included
and
here's?
Why
so
that,
then,
then
they
can
they
can.
B
D
Through
the
chair,
you
definitely
are
correct
there.
There
will
be
many
people
that
support
this
I
think
what
the
public
need.
Many
others
will
that
we
have
a
plan
and
that
it's
been
methodically
thought
of
and
how
we
actually
do
this
throughout
the
next
two
to
three
years
and
that's
what
you'll
see
here
is
there's
an
engagement
strategy
here,
which
is
really
critical
with
the
public
and
and
I
think
that
this
has
momentum
and
it
continues
into
the
following
year
too.
F
So
Thank
You
councillor
Carroll,
for
pointing
at
the
briefing
note.
Yes,
this
is
exactly
what
people
feared
that
there
would
be
this
ranking
with
that
motion
so,
but
it
takes
you
can
go
to
the
next
page
and
find
the
costs
and
then
put
it
against
the
columns.
It
seems
to
me,
I
mean
if
we're
going
to
go
through
this
exercise.
You
might
as
well
have
put
the
costs
associated
with
each
of
these
beside
it,
but.
F
H
F
One
of
them
was
the
on
the
service
performance
measures.
The
volume
of
this
is
on
page
18
of
the
notes.
The
volume
of
facilities,
maintenance,
work
where
the
orders
are
completed
have
fallen
quite
significantly
in
2017,
but
they
go
up
again
in
2018,
so
I'm
just
wondering
how
you're
addressing
facilities
maintenance,
completion.
F
There
are
a
number
of
service
standards
in
here
that
are
very
low,
like
completion
rates
on
page
17,
completion
rates
at
48%,
for
instance,
for
asset
facility
management
preservation
or
those
these
are
discontinued
yeah
anyway,
the
facilities
volume
of
facilities
maintenance,
work,
orders
completed.
Maybe
you
can
address
that
yep.
C
So
through
the
chair,
as
we
start
to
have
greater
reliance
on
preventive
or
planned
maintenance,
the
volume
would
reduce
the
number
of
work
orders
using
the
reactive
maintenance.
You
have
a
higher
volume
of
work
orders.
So
as
we
progress
to
introduce
new
technology
and
the
preventive
maintenance
plans,
you'd
see
a
drop.
F
F
C
C
C
F
A
D
F
I
I
I
I
I
I
F
A
A
D
Welcome
welcome
again
to
begin
when
you're
ready,
I
have
beside
me:
Antoinette
tomato
who's,
the
transition
lead
in
term
CEO
for
the
new
agency,
who
has
been
with
us
the
last
couple
of
months
and
jasprit.
The
CFO
for
the
new
agency
also
and
I'll,
be
here
to
support
them
as
they
go
through
the
presentation
with
the
two
of
the
TRA.
J
Thank
you,
given
that
there
has
been
a
lot
of
review
by
council
to
approve
the
Mandate
of
this
agency
and
the
launching
of
this
organization
over
the
last
several
months.
I
thought
I
would
save
us
time
and
not
drive
you
through
all
those
details
and
really
provide
you.
Some
highlights
on
the
Mandate
of
the
organization
and
the
new
service
delivery
model
and
the
structure
and
review
a
bit
of
the
complexity
of
this
organization.
J
So
if
I
can
point
you
to
slide
6,
which
highlights
the
Mandate
of
the
agency
and
the
mandate
is
all
about
enabling
city
building
its
program
focused
making
sure
that
that's
taken
into
consideration
and
really
taking
you
know
an
approach
with
managing
the
portfolio
from
a
governance.
Standpoint,
stewardship
stewardship-
and
you
know
the
city-
has
a
very
complex
and
vast
portfolio
of
properties
and
really
having
that
one
place
that
you
have
oversight
of
it.
If
you
look
at
slide
7,
there
is
an
overview
of
the
integrated
service
delivery
model.
J
We
are
in
the
early
stages
of
the
evolution
of
the
TRA
and
there's
really
two
pillars
to
that
structure.
If
I
can
call
it
that
the
TRA
is
going
to
be
responsible
for
managing
the
city's
real
estate
portfolio,
develop
city
buildings
and
lands
for
municipal
purposes
and
deliver
client
focused
real
estate.
Solutions
to
city
divisions,
agencies
and
corporations
will
be
working
hand-in-hand
with
the
DCM
and
her
team,
who
will
be
responsible
for
the
facilities,
management
and
real
estate
services
teams
who
are
focused
on
the
coordination
and
execution
of
day-to-day
activities.
J
As
you
can
see
in
slide,
8,
the
integrated
service
delivery
model
will
evolve
over
time,
we're
in
the
early
stages
and
it's
going
to
be
a
journey
and
the
approach
and
you've
heard
the
term
I
think
Josie's
used
it.
A
lot
which,
I
think
is
you
know
the
right
way
to
approach
this
is
to
crawl
before
you
walk
before
you
run,
although
I
sometimes
feel
that
we
need
to
run
but
we're
following
that
that
approach.
J
If
you
look
at
slide
9,
you
have
the
TRA
governance
structure.
We
have
a
new
board
made
up
of
nine
directors,
which
includes
three
councilors,
which
were
recently
appointed
by
Council.
All
employees
currently
in
B,
T
and
T
plc
will
be
transferred
to
this
new
agency.
We're
not
asking
for
more
money
and
just
breed
will
review
the
financials.
In
a
couple
of
minutes,
the
two
corpse
will
be
used
as
vehicles
to
support
non
municipal
projects
and
that's
within
the
btvehicle
and
operational
at
t
plc
with
the
Portland's.
J
K
Thanks
Internet
so
before
I
get
into
the
tre
budget.
Just
turn
this
on
my
apologies
before
I
get
into
the
TRA
budget,
it's
important
to
understand
what
expenditures
make
part
make
up
part
of
this
budget
and,
more
importantly,
how
those
expenditures
will
be
offset
by
revenue
from
the
agency
to
get
to
our
net
0
position.
The
eleven
point:
four
million
in
total
GNA
costs
that
you
see
it's
highlighted
in
green
on
slide
13
here.
That
represents
the
total
expenses
of
the
agency,
and
these
costs
will
be.
K
Thank
you
in
order
to
cover
the
service
fees
that
will
be
charged
to
them
through
the
agency,
and
that's
really
what
we
were
trying
to
highlight
on
this
slide,
as
Antoinette
mentioned
on
slide
9.
Even
though
the
agency
and
the
corporation
are
three
distinct
separate
entities
from
a
governance
management
oversight
perspective,
it's
really
the
TRA,
that's
looking
at
the
whole
model
and
through
previous
discussions
that
we've
had
with
several
of
the
folks
around
the
table.
Here,
we've
constantly
been
asked
what
this
consolidated
view
would
look
like.
K
So
that's
why
we've
put
this
slide
here,
really
as
information
purposes,
so
everyone
can
see
how
does
it
all
come
together
and
what
does
it
look
like
moving
on
to
the
next
slide?
This
represents
the
the
detail
of
the
expenses
for
the
TRA
budget,
so,
in
order
to
put
these
this
budget
together,
the
process
that
was
undertaken
was
that
each
Corporation
T
PLC
and
the
Toronto
went
through
their
regular
budgeting
process
assuming
business
as
usual.
K
At
that
point,
the
HR
and
administration
costs
were
extracted
from
the
corporations
and
brought
into
the
Toronto
Realty
agency,
and
that's
what
you
see
in
the
TP
LC
and
Bill
Toronto
columns
here
on
slide
14
and
that's
what
we
refer
to
as
our
opening
budget,
that
you'll
see
on
slide
21
as
well.
The
next
column
they're
labeled
adjustments
for
consolidation-
that
is
you
know.
K
Taking
a
look
at
those
individual
line
items,
we
can
see
that
the
bulk
of
the
costs
do
relate
to
HR
costs,
and
this
is
typical
of
a
service
organization.
I'll
take
a
moment
and
I'll
just
walk
through
the
adjustments
for
each
line
item
just
to
provide
a
little
more
context
and
detail
into
what's
making
those
up
so
starting
off
with
HR
costs.
We've
got
one
hundred
and
sixty
three
thousand.
K
That's
really
just
additional
audit
fees
related
to
the
new
agency,
marketing
and
communications
that
twenty
five
thousand
is
the
result
of
we've
got
70k
of
one-time
costs
relating
to
new
branding
initiatives
and
the
website
redesign
for
the
new
agency
and
that's
being
offset
by
about
forty
five
thousand
dollars
worth
of
CRM
savings
related
to
CRM
cost.
That
will
now
be
done
in-house
versus
being
outsourced
previously.
K
Looking
at
the
occupancy
cost,
there
we've
got
savings
of
about
three
hundred
and
forty
six
thousand
that
relates
to
the
sub
savings
resulting
from
subleasing
TPL
sees
current
office
space.
So
that's
what's
sitting
there,
the
board
fees,
adjustment
of
106-
that's
really
made
up
of
you
know:
we've
added
two
hundred
and
thirty
thousand
related
to
board
fees
for
the
new
toronto
realty
agency
and
we've
subtracted
the
one
twenty
four
you
see,
they're
related
to
build
toronto,
because
of
course
that
will
no
longer
be
required
as
we're
all
being
governed
under
the
TRA.
K
So
that
gets
us
to
our
total.
Oh
sorry,
office
services
as
well.
We've
got
save
savings
there
of
about
one
hundred
and
twenty
four
thousand,
and
that
really
relates
to
efficiencies
created
from
co-locating.
The
two
corporations
that
takes
us
to
our
total
of
eleven
point:
four
million
dollars,
which
is
our
twenty
eighteen
budget
and
compared
to
twenty
seventeen.
That
reflects
a
point.
Two
percent
decrease
from
the
combined
twenty
seventeen
budgets
of
t
plc
and
bill
toronto,
so
to
end
to
Annette's
point
from
a
total
basis.
K
I
also
want
to
draw
your
attention
to
the
asterisks
that
you
see
right
under
the
the
chart
on
slide
14.
What
this
highlights
is
that
on
November
27th,
when
we
presented
our
budget
to
our
board,
the
board
had
recommended
that
we
add
a
contingency
for
human
resources
and
professional
services
in
the
amount
of
eight
hundred
and
seventy
nine
thousand,
which
represents
ten
percent
of
HR
costs.
This
is
outlined
on
slide
24.
K
This
provision
would
allow
for
tra
to
be
agile
and
adapt
to
any
unpredictable
demands.
As
we
become
operational,
it's
important
to
note
that
this
provision
is
not
included
in
the
eleven
point.
Four
million
that
you
see
in
total
expenses
here
and
has
is
being
referred
to
the
2018
budget
process
for
council
consideration
as
a
below
the
line
item
item.
J
J
As
you
can
see
from
the
slide,
there
were
many
activities
involved
in
establishing
the
real
estate
model
and
getting
the
agency
set
up
from
an
engagement
perspective.
The
conversations
have
started
to
happen
among
divisions,
agencies,
corporations,
to
help
everyone
understand
the
mandate
and
we're
starting
to
see
collaboration
happening
on
this
holistic
approach
with
real
estate
projects
starting
to
emerge.
So
it's
very
exciting
when
you
think
about
things
like
the
Etobicoke
Civic
Center,
the
rail
deck
park
and
their
colocation
opportunities
just
to
name
a
few.
J
This
is
a
significant
change
for
staff
as
well,
and
although
the
team
is
quite
excited
about
the
opportunities
that
it
will
present,
there
were
some
difficult
decisions
that
were
made
to
transition
to
this
new
structure
and
I.
Believe
we've
made
the
right
decisions
for
the
startup
of
the
organization
and
I
do
want
to
acknowledge
that
the
team
you
know,
while
all
this
was
going
on
both
within
T,
PLC
and
BT,
have
done
an
amazing
job
of
just
keeping
the
project's
done.
J
I
call
it
keep
the
we
on
the
bus
and
keep
going
and
that's
happened,
and
we
want
to
make
sure
that
that
continues
in
the
new
year
as
well
slide
70
provides
a
summary
of
what
we
believe
the
focus
needs
to
be
going
forward
to
date.
We've
done
a
lot
of
good
planning
and
thinking
around
the
model,
but
we
need
to
operationalize
it
now
part
of
it
is
building
out
the
TRA
functions.
Then
you
tra
functions
and
that's
the
CRM
and
the
portfolio
strategy
team.
J
For
example,
the
Portland's
flood
protection
project
will
impact
the
recurring
revenue
from
leases
and
licenses,
and
the
availability
of
surplus
lands
to
develop
to
fight
to
develop
financial
returns
from
non
municipal
development
will
also
be
critical.
I
can
wrap
up
with
slide
18.
You
know
the
to
2018.
Preliminary
operating
budget
will
allow
tra
to
implement
the
new
real
estate
services
model.
J
You
know,
I
won't
read
through
each
of
the
item.
I
think
you
know
slide.
18
summarizes
the
key
service
objectives
and
what
our
priority
actions
are
and
we've
spoken
through
them
and
highlighted
them
through
the
presentation
and
I'd
like
to
thank
you
for
the
opportunity
to
be
here
and
I
hope
you
answer
any
questions.
Thank.
J
Yeah
and
but
our
board
has
directed
us
to
ask
for
the
additional
amounts
and
what
is
it
for
it's
for
to
give
us
the
flexibility
as
projects
come
to
be
able
to
address
resourcing
needs.
So
you
know
there
is
an
anticipation
that
we
will,
as
we
go
through
the
portfolio,
identify
new
opportunities.
So
there
was
concern
that
we
would
not
have
the
flexibility
to
respond
as
quickly
as
we
should.
So
that
was
the
concern
of
the
board.
A
Thank
You
counsel,
any
other
questions
I
just
so
I
just
want
to
clarify
the
Soviet,
so
the
the
additional
requests
of
eight
hundred
and
seventy
nine
thousand
dollars
for
the
contingency.
So
in
the
event
that
we
don't
support
that
we
don't
give
it
to
you,
do
you
have
the
ability
to
deal
with
any
items
that
may
be
coming
up
during
the
year
as
I
understand
that
when
this
was
made
at
the
board,
it
was
primarily
for
contingency.
So
there
would
be
no
timing.
A
J
A
H
Chair
so
I
think
slide.
20
actually
gives
gives
a
really
good
picture
of
what
the
agency
has
done.
I
think
you
heard
that
they
took
the
base
budgets
of
G
PLC
and
build
and
recalibrated
it
based
on
what
the
new
agency
should
look
like
so
in
in
city
budgets,
speak.
So
what
you
have
is
a
a
base
budget.
That's
been
reduced
to
show
the
consolidation
it's
it
has
new
and
enhanced
funding.
H
That's
been
included
to
allow
for
the
two
new
mandates
that
are
part
of
the
new
model
and
that's
the
eleven
point,
four
million
and
then
there's
an
additional
on
slide.
24,
the
879
contingency
request
from
the
board,
so
there's
always
an
opera
and
that's
and
that's
over
and
above
and
that's
what's
below
the
line.
So
I
believe
that
if
committee
council
did
not
proceed
with
this
for
this
year,
they
still
have
some
capacity
an
opportunity
to
come
back
through
variance
report.
D
So
one
of
the
things
that
we've
talked
as
a
model
because
we
were
working
all
together,
we
will
be
looking
and
prioritizing
together
and
we'll
work
with
tra
with
my
organization
and
others
to
be
able
to
do
that.
And
if
we
get
to
that
point
that
Josie
just
referred
to,
we
will
come
back
with
the
variance
report.
Okay,.
F
J
We
move
out,
did
people
know?
Yes,
we
rolled
out
the
new
structure
in
the
end
of
October
staff
have
been
apprised
and
we've
added
ten
new
positions,
for
you
know
that
our
new
roles,
the
new
capabilities
that
this
organization
will
have
there
were
built-in
redundancies,
because
you
had
two
separate
organizations
and
there
were
similar
roles.
You
know
what
kinds.
A
F
Just
want
to
be
assured
that
the
kind
for
instance
you
know
that
projects
that
build
was
working
on
are
going
ahead
and
that
the
kind
of
jobs
that
were
necessary
to
make
projects
successful
and
complete
moving
forward
with
those
projects
that
we
haven't
eliminated
those
jobs.
If
there
was
duplication
of
administrative
functions,
that
kind
of
thing
I
just
wanted
a
more
general
sense
of
where
the
changes
were
but
I'd
like
to
go
into
camera.
I.
Guess
it's!
What.
A
A
D
A
F
A
L
Good
morning,
everybody
joining
me
is
mr.
Bhushan,
canny
and
Bruce
is
the
director
of
finance
administration
of
the
office
of
the
CFO,
we're
just
getting
ready
and
I
think
the
presentation
will
be
up
shortly.
I
just
wanted
to
refer
you.
This
won't
take
very
long
at
all.
I'll,
probably
do
it
within
15
minutes
give
or
take
slide
for
illustrates
for
you,
the
program
map,
which
provides
the
types
of
services
that
the
office
provides.
L
This
program
map
essentially
mirrors
the
organizational
chart
which
is
shown
on
the
next
slide
in
terms
of
staff
complement.
We
have
776
positions
within
the
financial
services
cluster.
The
majority
of
these
positions,
some
657,
are
within
the
treasurer's
oversight,
where
the
bulk
of
financial
and
transactional
processes
are
undertaken,
and
these
would
include
areas
within
accounting,
payroll
purchasing
and
revenue
services.
L
The
next
slide
shows
our
historical
staffing
levels.
You
can
see
that
our
foot
rent
has
declined
over
the
past
decade
from
a
staff
compliment
of
900
positions
back
in
2009
to
742
in
2017.
That's
effectively
a
decrease
of
some
160
positions
over
a
decade.
Our
2018
budget
submission,
however,
requests
the
addition
of
three
positions
which
will
bring
the
total
from
742
to
745.
L
That's,
of
course,
if
it's
approved
in
terms
of
our
vacancy
rate,
we're
making
really
good
progress
on
filling
vacancies,
and
we
expect
that
our
year-end
variants
rate
to
be
in
the
order
about
2.7
percent.
Mr.
chair,
the
next
four
slides,
slides
9
to
12
just
highlight
for
your
achievements
in
2017
I
couldn't
possibly
give
it
enough
justice
and
the
time
that
I
have
available
so
I'm
just
gonna
focus
on
a
handful
of
key
achievements,
and
you
know
you
have
the
presentation
before
you
and
I
would
invite
you
to
read
it
at
your
leisure.
L
L
In
delivering
the
2018
budget
and
the
budget
process
and
the
tremendous
effort
that's
gone
into
that
initiative,
you
know
we
brought
forward
the
rate
supported
budgets
which
were
approved
at
the
last
council
meeting
and
again
a
tremendous
amount
of
efforts
being
undertaken
to
support
the
2018
tax-supported
budget.
That
group
has
also
completed
the
financial
control
bylaw
in
2017,
which
will
be
brought
forward
in
q1
of
2018.
L
Yes,
councillor
Davison,
the
anticipation
I
know
is
killing
you,
so
our
corporate
finance
group
provided
considerable
support
to
a
number
of
key
city
building
initiatives,
not
the
least
of
which
is
the
Toronto
York
Spadina
subway
extension,
which
is
going
into
operations,
I,
believe
the
Sunday
and
there's
an
opening
ceremony.
This
morning,
we've
been
there
from
day,
one
that
was
about
a
decade
ago,
providing
financial
oversight
and
support
and
councillor
Carroll's
intimately
familiar
with
with
those
relationships.
L
Corp
corporate
finance
was
also
involved
in
2017
and
completing
a
DC
background,
study
and
I
know
councillor
dis.
Yet
it
was
not
so
much
intimately
familiar
with
this,
but
he
is
deeply
engaged
in
that
process.
We're
gonna
be
introducing
a
DC
bylaw
early
in
the
new
year,
expect
it
to
be
before
executive
committee,
either
January
or
the
second
meeting
in
the
new
year
that
bylaw
will
bring
to
the
city
hundreds
of
millions
of
additional
revenue
to
help
support
our
capital
program
in
2017.
L
In
addition
to
that,
for
the
10th
consecutive
year,
we
received
the
prestigious
GFO
a
Canadian
Award
for
financial
reporting,
tremendous
accomplishment
of
Remus.
If
I
didn't
mentioned
some
of
the
long
and
key
performance
metrics
that
we've
achieved
over
the
course
of
the
year.
These
are
sort
of
day-to-day
activities
that
that
we're
engaged
in
and
I
just
want
to
highlight
some
of
the
key
metrics
and
accounting
services.
For
example,
they
processed
some
500,000
invoices
paying
in
excess
of
ten
billion
dollars
to
vendors.
L
If
Michaels,
here,
Michael
Patrick,
who
heads
our
procurement
office,
they
processed
1.8
billion
dollars
in
goods
and
services
in
terms
of
key
service
issues
and
priorities
for
2018
I'm,
just
gonna
put
them
in
essentially
two
buckets.
The
first
deals
with
financial
policy
and
financial
oversight
and
governance,
and
these
these
types
of
initiatives,
these
types
of
priorities,
essentially
focus
on
introducing
a
financial,
a
long-term
fiscal
plan.
L
L
In
addition
to
that,
we'll
be
dealing
with
a
number
of
key
and
very
complex
legislative
matters,
including,
for
example,
we're
probably
going
to
be
bringing
for
council
consideration
the
introduction
of
a
hotel
tax
and
possibly
attacks
on
short-term
rentals,
that's
likely
to
be
before
executive
committee
in
the
first
quarter
of
next
year.
We're
also
monitoring
a
whole
host
of
legislative
and
regulatory
regimes
that
could
potentially
impact
our
businesses
and
processes
and
they're
highlighted
for
you
on
slide
14.
L
The
other
three
areas
will
focus
on
technology
platform
upgrades
predominantly
upgrades
to
our
payroll
system,
financial
accounting
system
attacks
and
utility
billing
systems,
just
I'm
going
to
move
really
quickly
to
slide
18
which
identifies
for
you
our
gross
budget
of
ninety
two
point:
eight
million
dollars,
it's
being
funded
primarily
from
the
revenue
sources
that
are
indicated
on
the
right
chart.
Tax-Supported
piece
accounts
for
about
forty-one
percent
of
the
budget.
L
At
thirty
seven
point:
nine
million,
with
the
balance
being
funded
from
reserves
and
IDRs
I
slide
19
shows
the
probit
the
progress
that
we've
collectively
made
to
achieve
a
zero
percent
target.
Last
year,
our
net
budget
was
thirty,
seven
point,
eight
five
million
and
again
our
request
this
year
is
the
same.
No
change
I
slide
20,
and
it
shows
for
you
the
pressures
that
we
embarked
going
into
the
2018
budget
process.
L
These
pressures
amounted
to
about
seven
hundred
and
sixty
thousand
dollars,
and
if
you
refer
to
slides
21
and
22
21,
we
found
a
number
of
efficiencies
that
dealt
with
half
those
pressures
at
three
hundred
and
eighty
thousand
and
slide
22
identifies
the
other
half
where
you
are
recommending
very
modest
revenue
strategies,
primarily
inflationary
increase,
Tiffy's
to
bridge
the
gap
and
meet
the
zero
budget
target
in
terms
of
new
and
enhanced
services.
That's
indicated
on
slide
23.
We
have
requested
we're
requesting
two
positions
to
support
the
new
newly
created
Toronto
Investment
Board
I
mentioned
that
earlier.
L
This
is
the
board
that
will
be
implementing
council's
investment
policies
and
the
two
positions
that
are
requested.
One
resides
in
corporate
finance,
the
other
and
accounting
services
and
we're
also
seeking
three
temporary
positions
up
until
2020
to
support
the
merger
of
the
city's
five
legacy:
pension
funds
with
OMERS
a
new
and
enhanced
services
that
are
not
included
in
the
2018
budget.
L
We,
the
AG
in
her
report
recent
report,
asked
us
to
look
at
an
administrative
fee,
the
viability
or
the
appropriateness
of
having
an
administrative
fee.
That's
charged
for
processing
refunds
to
people
that
have
overpaid,
so
customers
that
have,
in
fact
you
know,
given
the
city
more
than
as
properly
do.
She
asked
us
to
look
at
whether
we
should
charge
a
fee
for
providing
them
with
refunds.
We
don't
think
that's
an
appropriate
thing
to
be
doing,
and
hence
it's
not
included
in
the
budget.
L
L
The
these
are
four
really
investments
in
primarily
system
upgrades
in
the
area
showing
in
the
pie
chart
to
the
left
in
revenue,
services,
accounting
purchasing
and
the
chart
on
the
right
illustrates
for
you.
The
funding
sources
that
are
proposed
to
fund
those
investments
about
75%
of
the
funding
will
come
from
tax
supported
debt.
The
balance
from
reserves
slide
31
identifies
the
key
projects
that
are
included
in
that
10
year
capital
program.
Again,
as
I
mentioned
earlier,
primarily
financial
services
upgrades
to
systems
and
platforms
slide.
L
32
provides
a
profile
of
the
capital
plan,
the
bulk
of
which,
as
you'll
note,
is
related
to
state
of
good
repair
and
service
and
improvements.
And
finally,
mr.
chair
slide,
33
just
provides
you
with
the
funding
sources.
Again,
the
bulk
of
the
funding
source
is
is
from
tax
supported
debt.
That
concludes
my
presentation.
Thank
you
very.
B
On
the
fee
that
that
is
included
in
the
proposal
that
the
fee
around
when,
when
when
a
customer
gets
bounced
out
of
the
pre
authorized
payment
plan
for
property
taxes
because
they
they
were
NSF,
and
so
they
get
they
the
minute
they're
NSF
we
bounced
them
out
of
pre,
authorized
payment
and
I,
don't
know
how
many
times
through
on
one
deals
with
it.
But
we
often
deal
with
you
know,
maybe
half
a
dozen
times
a
year.
Each
counselor's
office
as
44
ends
up
dealing
with
the
person
who
didn't
notice.
B
mortgage
payment.
They
don't
cancel
all
pre-authorized
payment
functions
for
later.
They
simply
call
him
and
say:
didn't
go
through
this
this
month.
We're
gonna
put
you
an
overdraft
fix
this
or
we
got
a
problem,
but
there's
a
they
have
a
warning
system
for
their
own
and
the
constant
said
at
a
similar
case
where
it
was
my
hydro
bill.
The
financial
institution
overdrew
me
and
it
didn't
change
my
pre
authorized
payment
plan
or
anything
and
I
cleaned
up
my
act
in
a
couple
of
days.
B
C
B
B
C
B
E
C
E
Thank
you,
that's
good,
so
just
a
question
I
remember
at
one
point:
we
had
a
huge
percentage
of
uncollected
revenue,
you
know
from
invoices
and
they
were
overdue.
When
we
had,
we
had
issues
with
collecting.
What
is
the
percentage
now
as
far
as
because
I
know
when
the
invoices
were
coming
in
and
we
were
not
sending
them
out
so
is
it
a.
L
With
respect
to
property
taxes,
which
are,
you
know,
account
for
4.1
billion
dollars
of
our
revenue.
Yeah,
the
vast
majority
of
property
taxpayers
do
pay
on
time.
There's
only
a
very
small
fraction
in
Casey
can
supplement
to
my
answer.
There's
a
very
small
fraction
that
don't
pay
on
time
and
knows
that
don't
pay
on
time
are
assessed.
You
know
penalties
as
well
as
interest,
but.
E
K
K
E
K
F
L
C
F
You're
reporting
on
that
in
large.
You
know
this
thing
here:
you're
coming
back
in
March,
but
you're
also
dealing
with
revenue
tools
and
you
identified
2,
but
there
were
others
that
you're
still
and
supposed
to
be
reporting
back
on.
Are
you
suggesting
now
that
Hotel
tax
and
short-term
rental
are
the
two
where
we
are
going
to
be
recommending
new
revenues
and
none
of
the
others.
L
No,
that's
not
that's
not
what
I'm
suggesting
at
all.
In
fact,
I
should
have
clarified
that
we're
supporting
the
city
manager
in
the
development
of
the
long
term
fiscal
plan
and
it
will
be
effectively
the
city
manager's
report
to
which
we
address
other
revenue
options,
but
it
baked
into
this
budget,
is
where
we're
realizing
that
we
are
in
fact
implementing
a
hotel
tax
in
accordance
with
council
instructions.
L
So
council
did
give
its
mine
too,
to
that
revenue
tool
last
year,
instructed
us
to
go
engaged
with
the
province
on
getting
the
appropriate
legislation
that
legislation
has
been
tabled,
and
we
expect
to
be
before
executive
committee
in
the
new
year
with
the
proposal
dealing
with
the
hotel
tax,
as
well
as
potentially
the
attacks
on
short-term
rentals,
with
respect
to
other
revenue
options
that
will
be
considered
as
part
of
the
city.
Manager's
work.
Okay,.
F
And
as
well,
you
also
have
leverage
city
assets
and
other
non
debt
strategies
to
generate
funding
for
unmet
capital
needs
and
offset
new
debt
requirements.
Are
we
talking
again
about
asset
sales,
such
as
hydro
and
the
Toronto
parking
authority?
Are
we
really
going
to
go
back
over
that
and
this
term
of
office
if.
C
Through
you,
mr.
chair,
this
fee
is
for
the
transfer,
and
it
was
specifically
for
fees
that
are
associated
with
the
transfer
of
unpaid
utility
amounts
at
condominium
properties,
and
so
because
the
condominium
corporation
is
being
billed
for
utility
for
the
entire
building.
If
those
utility
charges
remain
unpaid
by
the
condominium
corporation.
At
some
point,
we
have
to
undertake
to
take
that
bill,
divide
it
amongst
all
of
the
unit
holders
and
apportion
the
the
unpaid
amount
to
the
unit
holders.
F
F
I
have
seen
the
service
counter
review
identified
in
the
overall
strategy.
The
overall
presentation
that
Josie
did
and
I
know
that
financial
services,
the
tax
counters,
are
part
of
that.
When
are
we
going
to
see
the
counter
strategy?
So
we
understand
what
services
are
going
to
be
available
in
which
Civic
Center's.
H
H
A
F
There
was
a
mediation
pilot
project
and
I'm
wondering
I
saw
it
was
under
spent
or
underutilized
and
I'm
wondering,
and
so
there
were
reductions
made
if
I
recall
so
I'm
wondering
whether
is
that
first
of
all,
is
that
the
case
and
or
is
that
under
court
services?
Maybe
it's
under
court
services?
Are
you?
Are
we
expanding
that
am
I
asking
the
wrong
question
for
the
wrong
budget
for.