►
From YouTube: Budget Committee - February 6, 2019 - Part 2 of 2
Description
Budget Committee, meeting 2, February 6, 2019 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15451
Part 1 of 2: https://www.youtube.com/watch?v=GLmtsqXYhM8#t=11m33s
Meeting Navigation:
0:08:06 - Meeting resume
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A
B
C
D
Through
the
chair,
it
would
be
described
at
a
high
level.
I
guess
if
you
look
at
the
table,
I'm,
not
sure
what
page
it's
on
that
speaks
to
the
state
of
good
repair
backlog,
there's
primarily
two
divisions
that
remain
transportation
and
parks,
forestry
and
Iraq,
where
we
need
to
do
a
little
bit
more
work.
But
over
the
last
three
years
the
state
of
good
repair
backlog
has
dropped
by
48
percent.
So
we're
on
the
right
track.
D
C
D
Through
the
chair
it
it
honestly
it's
a
wide
range
of
vehicles
from
from
light
duty
equipment
up
to
an
including
off-road
equipment
in
transportation
and
P.
Frs
is
similar
because
it's
across
parks,
across
forestry
and
and
in
recreation,
it
would
bore
mainly
be
light
duties,
and
you
know,
parks
and
forestry
and.
D
Through
the
chair,
we'll
be
reporting
back
in
q2
q3
of
this
year
with
the
2014
218
green
fleet
plan.
Wrap-Up
I
can
say
that
it
has
been
a
success.
I,
don't
have
any
more
specifics
beyond
that
at
this
point
and
at
the
same
time
we
will
be
coming
forward
with
the
2019
to
2023
green
fleet
plan
and
that's
for
the
entire
city's
fleet
right.
C
E
D
Certainly
through
the
chair,
the
alternative
service
delivery
model
adopted
in
2016
and
and
subject
into
2017
budget
approval,
what
that
was
is
is
organizationally
as
a
whole.
We
were,
we
were
failing,
we
weren't
doing
as
much
as
we
needed
to,
and
we
wanted
to
refocus
our
efforts
on
the
core
and
through
the
five-year
plan,
what
it
results
is:
cost
reduction
each
year
of
around
$700,000
across
the
city
and
there's
been
a
a
number
of
initiatives
that
I
can
certainly
expand
on
if
you'd
like
related
to
that.
E
D
The
chair
you're
exactly
right,
I
a
fix
on
fail,
so
if
you,
if
you
fix
something
after
it
breaks,
think
of
a
vehicle,
if
it
fails,
what's
the
first
thing
you
do,
you
have
to
tow
it
and
excess
downtime.
So
a
fix
on
fail
repair,
as
opposed
to
a
preventative
repair,
is
about
30
percent,
more
costly.
So
in
that
asd
report
based
on
2015
data,
we
were
20%
preventative
maintenance
up
to
as
of
the
end
of
2018,
52
or
56.
So
a
hundred
and
sixty
percent
improvement,
it's
where.
D
D
D
It
through
the
chair,
reducing
the
fleet
size,
so
the
the
theory
is,
if
you
look
at
the
older
model,
where
you
know,
you're
gonna
have
five
out
of
ten
vehicles
in
the
shop.
Well,
of
course,
you
keep
spares.
You
have
very
important
taxpayer
services
to
deliver.
So
if
you
are
turning
the
vehicles
around
your
fleet
availability,
is
there
you're
focusing
on
preventative
maintenance?
You
don't
need
as
many
vehicles
in
the
fleet
and
there's
less
cost,
so
yeah
you're
able
to
deliver
the
same
services
with
fewer
assets
on.
D
The
chair
there's
currently
there's
a
current
car
sure
program
with
two
car
share
companies
that
exists
right
now,
and
it's
open
to
all
city
divisions
and
agencies,
and
the
second
phase
of
that
is
making
better
use
of
our
existing
city
assets
where
we
put
technology
in
the
vehicle
so
that
we
can
share
them
across
divisional
ii
and
we
develop
a
cost
model
for
them.
Okay,.
F
So
I
am
looking
at
the
all
of
the
the
issues
for
discussion,
the
whole
the
whole
piece
around
cloud
solutions
and
I'm,
remembering
back
to
last
year's
budget.
When
we
were
looking
at
sustainability
of
the
structure
we
have,
but
also
starting
to
move
to
being
able
to
provide
system-wide
cloud
services,
but
I
see
that
it
looks
like
that
is
on
unfunded.
But
now
it's
unfunded
and
we're
also
going
to
be
unfunded
in
the
sustainment
reserve,
for
the
system
that
we
do
have.
F
G
The
excuse
me
through
the
chair,
counselor
I'm,
gonna,
try
and
answer
that
two-part
question,
specifically
as
it
relates
to
the
sustainment
reserve.
As
we
increase
our
technology
footprint,
which
means
it's
a
more
devices
more
technology.
We
draw
on
the
reserve
a
little
bit
more
in
the
lifecycle
replacement
of
hardware
and
software
depending
on
the
technology
we've
acquired.
It
has
a
different
refresh
schedule,
as
you
see
in
terms
of
the
sustainment
reserve
depleting
when
we
do
things
like
a
large
software
replacement
for
all
of
our
desktop
and
tablet
devices.
Yeah,
it's
a
big
draw.
G
It's
those
one-time
draws.
That's
really
once
every
five
years,
that's
making
a
big
dip
in
the
reserve
in
this
end
Reserve.
So
we
are
actually
working
with
financial
planning
to
see
what
kind
of
strategy
we
can
do
to
address
that.
So
it's
not
really
a
risk
to
our
services,
but
it
is
coming
up
with
an
optimal
financial
model
in
that
case,
so.
F
G
G
So
this
is
a
contribution
made
annually
from
the
non
program
budget.
It
was
the
solid
ation
of
when
we
actually
used
to
lease
our
computers.
Then
we
turn
that
into
a
Buy
and
so
that
funding
was
augmented
last
year
by
an
additional
millions.
So
that's
currently
what
we
have,
but
as
the
CIO
II
indicated
as
we
expand
the
footprint
and
we
have
more
items,
then
you
know
it's
that
level
of
funding
is
just
not
sustainable
for
all
of
it.
So
there's
work
being
done
on
rationalization
as
well,
and
some
policy
work
around
what
you
know.
G
F
F
F
So
their
senior
management
sees
the
need
of
an
in
the
system.
So
there's
a
steering
committee
there's
a
an
architecture
board,
so
you're
sort
of
looking
at
you
know
when
the
day
comes,
that
we
say:
you've
we're
gonna
fund
this
and
you've
got
to
do
it,
you're
ready
to
go,
but
we're
at
a
point
now,
where
we're
committing
staff
to
being
ready
to
go.
But
you
have
no
funding
model
to
proceed
with
it
is
that
where
we're
at
I'm.
G
G
F
G
A
chair
there's
various
factors.
Some,
while
you
move
to
cloud
solutions,
one
of
the
driving
factors
is
on-premise.
Solutions
are
decreasing,
they're,
not
even
available
anymore.
Most
vendors
are
just
offering
cloud
second
of
all,
there's
always
a
financial
component,
anything
that
we
select
to
make
sure
it
works
financially,
but
there's
also
integration.
Does
it
work
with
what
we
have
and
interoperability
making
sure
that
it
connects
with
other
devices
and
ultimately
allows
us
to
deliver
services
that
we
require
so
there's
various
factors
that
we
can
consider?
Finance
is
one
of
them,
but
not
the
only
one.
G
A
F
A
A
F
Will
I
will
be
happy
to
ask
it
over
the
television
looking
across
the
board
and
abilities
to
spend?
Is
there
an
adequate
amount
of
resource
devoted
to
high
capital
division
such
that
purchasing
is
not
impacting
each
divisions
ability
to
spend?
We
often
gain
insight
from
asking
that
same
question.
Every
year.
I
I
Involves
negotiating
contracts,
executing
contracts
etc.
So
when
we
look
at
the
time
horizon
of
a
hundred
days
being
the
target
time
line,
only
a
portion
of
that
natural
fact
represents
purchasing
activities,
there's
the
program
activity
as
I
mentioned
legal,
etc.
So
there
are
resources
that
are
dedicated
to
only
focusing
on
procurement
and,
as
you
may
be
aware,
there's
also
a
modernization
project
underway
to
advance
how
we
approach
purchasing
on
a
go-forward
basis
from
a
supply
chain
perspective
looking
at
themes
of
purchasing
rather
than
one
offs.
I
F
C
C
F
That's
scary:
the
questions
are
about
H
R
hold
on
a
second
and
having
to
now
he
gets
to
say
yeah.
This
is
what
being
paperless
gets
you
so
so
under
city
management,
city,
manager's
office,
first
of
all,
in
the
service
levels
for
strategic
and
corporate
policy,
the
the
policy
shop
there's
the
service
level
gives
descriptions
of
what
they
do,
one
of
them
being
including
meeting
council
requests
to
develop
new
policy,
but
there
are
no
metrics
just
a
description
that
those
are
things
the
the
columns
of.
F
J
I
guess
a
couple
of
points
here,
as
noted
in
the
in
the
overview,
there
are
obviously
been
a
number
of
vacancies
that
we
have
carried
throughout
the
years,
which
would
beg
the
question.
Are
we
able
to
kind
of
meet
the
standards
of
your
boats,
so
we
haven't
communicated
numerically
if
we're
able
to
keep
up.
So
that's
something
that
I
can
certainly
take
back
with
staff
and
and
see.
If
that's
something
that
we
could
in
fact
report
on.
Okay,.
F
That
the
note
is
that
the
hiring
process
is
taking
a
long
time
and
I'm
wondering
if
we
could
look
at
that
in
terms
of
what
HR
zone
service
levels
are
because
it
what
well
it
tells
us
about
that
recruitment
average
number
of
days
to
fill
a
non-union
vacancy,
the
service
level
of
63,
the
63
days,
I,
should
say,
and
last
year
was
65,
for
instance,
only
slightly
above,
but
we
often
when
we're
asking
about
these
things.
Anecdotally,
we
hear
it
takes
longer
than
two
months
to
fill.
G
Think
I
mean
the
information
that
is
in
there
is
the
average.
However,
the
reasons
why
it
might
take
longer
in
any
circumstance
will
depend
on
the
particular
jobs.
In
some
cases
it
is
the
nature
of
the
position
and
they're
just
hard
to
fill
positions
and
in
some
cases
where
you
have
heard
from
divisions
about
challenges
with
recruitment.
Sometimes
it's
about
the
competitiveness
of
the
compensation
that's
being
offered.
G
F
G
The
process
you're
talking
about
there's
no
metric
for
how
long
it
takes
to
fill
Union
positions
is
that
the
question
yeah
okay,
the
I
mean
that
is
harder
to
anticipate
just
because
of
the
collective
agreement.
Rules
dictate
different
processes,
and
so
and
some
of
those
those
processes
are
outside
of
our
control
in
terms
of
it's
not
just
posting.
Sometimes
there
is
order
of
consideration.
There
are
a
number
of
factors
that
can
impact
those,
but
we
can
I
mean
we
can
certainly
look
to
see
what
metrics
we
have
and
can
provide
in
that
regard.
So.
F
F
Instance,
the
nature
of
our
business
is
all
the
way
up
to
two
community
planners.
That's
a
union
position,
and
yet
I
don't
have
a
metric
here
and
that
one
we
hear
every
year.
We
can't
get
them
hired
fast
enough
to
deal
with
our
growth.
So
the
question
is:
why
are
we
deleting
two
positions?
It
would
help
get
this
work
done.
Last.
G
F
G
A
C
I
C
E
I
Master
is
someone
who
goes
to
court
and
a
solicitor
is
someone
who
does
other
sorts
of
legal
work.
Actually
more
than
half
of
the
work
we
do
is
solicitors
work,
probably
along
the
lines
of
two
thirds
because
all
of
our
real
estate
lawyers,
our
solicitors,
all
of
our
lawyers
and
the
municipal,
Law,
Group,
art,
solicitors,
all
of
our
lawyers
and
transit
expansion,
our
solicitors
and
then
we
have
a
litigation
group
and
a
couple
of
groups
that
are
hybrids
like
planning
and
employment
law.
So.
E
I
That
being
said,
it's
early
days,
so
it's
difficult
for
us
to
tell
him
right
now.
We
have
we've
had
a
significant
increase
in
the
number
of
hearings
because
of
the
overlap
of
the
two
regimes
with
bill.
139
being
new
and
and
a
lot
of
applicant
applicants
rushed
to
put
their
applications
in
before
the
switch
over
to
the
new
regime.
E
I
K
I
There
are,
there
are
a
few
factors.
One
is
that
we've
had
quite
a
few
retirements
and
the
people
who've
retired,
were,
of
course,
senior
lawyers
and
they've
been
replaced
with
junior
lawyers.
We've
had
some
gapping
we've
also.
We
also
have
some
positions
approved
for
transit,
related
projects
and
because
there's
a
bit
of
uncertainty,
we
haven't
filled
them
yet
because.
E
I
You,
mr.
chair
the
we
do,
have
a
small
amount
of
outside
legal
that
comes
out
of
our
budget.
We
do
try
to
do
most
work
in-house
when
we
hire
outside
legal.
It
often
comes
from
the
budget
of
one
of
the
other
divisions,
because
it's
tied
to
a
particular
project
generally
a
large
project
where
we
don't
feel
we
have
capacity
so
I,
don't
have
stats
for
the
those
ones
because
they're
they're,
not
in
the
legal
services
budget,.
I
L
C
K
C
What
the
council
has
debated
on
several
occasions
and
I
suspect
will
again
debate
this
term.
The
issue
of
ranked
choice,
ballot,
II
I,
know
that
two
or
three
municipalities
in
the
province
of
Ontario
did
it.
For
the
first
time
this
election,
our
our
vote,
tabulators
capable
of
handling
ranked
choice,
balance
no.
C
K
I
think
I
think
I
just
want
to
reassure
the
members
of
the
committee
that
this
year
on
our
work
plan,
one
of
our
key
items
is
to
prepare
a
report
for
council.
We
are
currently
studying
the
options
that
Council
would
have
available
with
respect
to
equipment
and,
yes,
rank
choice
will
be
certainly
one
of
the
criteria
for
recommending
the
equipment.
Okay,.
C
C
K
I
can
take
a
stab
and
then
perhaps
financial
planning
can
jump
Ian.
The
reserve
fund
has
been
in
not
great
shape
over
the
last
number
of
of
years,
however,
we
have
been
able
from
the
surplus
each
year
to
put
sufficient
money
back
into
it,
to
bring
it
up
to
the
level
that
it
needs
to
be
we're
fine
for
the
next
few
years.
However,
I
think
what
you
need
to
understand,
mr.
K
C
K
F
I
wanted
to
ask
a
question
about
replacing
the
voting
machines,
but
to
someone
listening
will
seem
like
that's
all
we
care
about,
even
though
Kirk's
does
a
lot
of
things,
but
that
is
the
unmet
capital
need.
That's
highlighted,
and
that's
that's
why
we're
asking
I
know
it
was
some
surprise
the
cost
of
it,
because
we
have
been
talking
about
the
fact
that
we're
gonna
hit
the
wall
with
this
equipment
for
a
few
years
now,
but
the
the
amount
of
money
would
take
to
replace
it.
Am
I
imagining
this
or
has
it
gone
down?
K
K
Well,
that
would
that
would
depend
on
so
many
factors.
I
couldn't
possibly
guess
at
that
that
you
know
it
again
depends
on
the
option
that
we
we
use.
There
is
a
possibility,
certainly
the
equipment
that
we
have
has
been
extensively
used
by
other
municipalities
across
the
country
and
in
North
America
and
the
Philippines
right
and.
F
K
K
F
So
it
would
be
a
new
project
that
the
frustration
I
have
throughout
the
budget.
This
is
my
last
question.
Mr.
chair
I'm.
Sorry,
we
know
we
need
it
replaced.
We
know,
there's
a
deadline
on
this
and
in
a
way
it's
a
state
of
good
repair
issue,
because
you
know
we
need
this
equipment,
but
it's
not
going
to
work
for
us
in
2022.
Why
would
we
not,
since
we
are
contemplating
a
10
year,
capital
plan,
put
a
placeholder
in
the
budget
to
show
that
there
will
be
some
significant
expenditure
needed
in
the
out
years.
F
G
So
from
a
corporate
perspective,
the
unmet
need
list
is
in
fact
our
placeholder
place,
because
to
put
it
into
the
capital
plan,
need
some
funding.
So
I
think
I
said
this
the
other
day
that
anything
that
we
bring
into
the
capital
plan.
Is
it
just
a
placeholder
in
terms
of
an
estimate
we
would
have
to
make
room
in
the
10
year
plan
for
all
these
these
matters,
but.
F
G
G
We
don't
have
current
funding
today
for
all
these
elements
that
have
been
identified.
You
know
we
have
to
kind
of
triage
them
and
look
at
the
priorities
annually
to
see
what
we
can
actually
build
in,
and
we
know
we've
been
talking
with
the
clerk
for
at
least
what
five
years
you
leak
wait
longer.
You
know
the
visibility
of
knowing
that
these
voting
machines
are
coming
and
what's
the
best
way,
and
until
the
work
is
done,
that
the
clerk
has
identified
knowing
whether
we're
going
to
actually
purchase
or
lease
will
have
a
different
funding
strategy.
Okay,.
E
E
This
look
looks
much
more
like
a
piece
of
election
like
a
part
of
an
election
pamphlet
than
it
does
an
actual
like
staff
report,
because
when
you
compare
there's
not
even
a
key
accomplishments
section
in
the
city
councillors
area
and
I
can
guarantee
you
that
95%
of
what's
listed
here
could
also
be
written
in
that
section.
But
rather
in
that
section
it
says,
we've
gone
over
budget
and
not
a
single
word
about
the
number
of
meetings
attended.
E
If
the
recommendation
within
within
the
2019
analysts
notes
for
a
change,
a
percentage
change
to
the
office
budget,
is
it
twelve
point
nine
percent,
but
the
2018
budget,
analyst
notes
for
the
mayor's
office
didn't
predict
this
increase.
It
just
had
a
really
just
a
a
one
and
a
half
percent.
Two
percent
increase
in
the
mayor's
budget
I'm
just
wondering
who
would
have
written
in
that
13%
increase,
who
determined
or
made
the
request
for
that?
Was
it
clerks
or
was
it
the
mayor's
office?
The.
A
A
C
C
M
You
through
you
youth
Chia.
We
appreciate
the
opportunity
to
present
our
recommended
2019
operating
and
capital
budget,
as
well
as
the
plan.
Our
CFO
Dean
Wright
and
head
of
Finance
Steve
Conforti
will
walk
you
through
the
detail,
but
before
they
do
I'd
like
to
set
a
little
context,
it's
important
to
you,
our
customers
in
the
public,
understand
what's
driving
our
budget.
As
I
said
at
the
TTC's
January
24th
board
meeting
the
TTC
is
a
very
large
integrated,
Transit
System.
M
We
move
more
people
per
day
on
just
our
streetcar
network
than
any
other
system
in
the
GTHA.
Our
talented
and
dedicated
employees
pull
off
the
miracle
of
moving
1.7
million
customers
each
business
day,
a
staggering
half
a
billion
customer
trips
per
year,
making
us
the
third
largest
transit
system
in
North
America
only
behind
Mexico
City
in
New
York
City.
If
our
bus
fleet
alone
was
a
standalone,
Transit
System,
it
would
be
the
fifth
largest
in
North
America.
This
was
a
very
difficult
budget
to
prepare
and
some
tough
decisions
had
to
be
made.
M
I'm
very
proud,
though,
that
every
single
minute
of
service,
every
single
service
improvement
and
every
single
customer
service
enhancement
has
been
maintained.
We
have
the
to
our
transfer,
hop-on
hop-off
TTC
go
discount,
fare
kids
ride
free.
We
have
the
line,
one
extension
Devon,
the
ten
minute
bus
network,
as
well
as
the
early
Sunday
openings
in
an
era
of
fiscal
restraint
affecting
all
levels
of
government
in
all
public
agencies.
M
A
year
ago,
we
also
struggled
to
consistently
put
out
100
percent
of
our
promised
streetcar
service
now,
augmented
with
buses,
and
as
we
wait
for
the
remainder
of
the
204
streetcars
to
come
from
a
body
at
the
end
of
this
year,
but
we're
typically
putting
out
at
least
100
percent
of
the
service
that
we
advertise.
I
was
clear
staff
during
this
budget
process
and
a
number
of
things
you
know
that
all
service
had
to
be
protected.
Every
service
improvement
every
customer
service
enhancement
over
the
last
four
years.
M
I
would
tell
you
that
we're
not
perfect
of
the
TTC.
The
TTC
has
a
big,
complicated,
aging
asset
mix
and
things
do
go
wrong.
The
extremely
cold
weather
and
the
heavy
snow
over
the
past
two
weeks
affected
our
subway
switches
and
we
had
to
pull
our
oldest
Street
cos
off
the
street.
Our
streetcars
are
older
than
40
years
old.
M
With
a
design
life
of
thirty
years,
I
often
tell
people
we
get
good
life
out
of
our
assets,
but
I
can
tell
you
that
today
our
service
is
better
than
it
was
five
years
ago
and
that
I'm
determined
to
continue
that
improvement
and
make
it
better
going
forward
now
before
I
turn
it
over
to
the
Dan
and
Steve
I'd
also
like
to
share
a
few
thoughts
about
our
capital
investment
plan.
A
15
year.
M
Look
ahead
at
our
state
of
good
repair
and
growth
needs,
as
some
of
you
is
know,
I'm
very
passionate
about
putting
out
the
service
that
we
advertise
and
I
need
to
take
a
hard
look
at
doing
that
today
and
going
forward
since
2014.
We
began
some
itemizing,
an
increasingly
long
list
of
unfunded
capital
requirements
for
state
of
good
repair
and
growth,
and
what
I'd
like
to
do
is
be
able
to
tell
you
what
the
fundamental
difference
between
these
two
important
needs
is.
M
State
of
good
repair
is
about
sustaining
what
you
have
and
growth
is
about
increasing
what
you
have
to
address.
Customers
needs
and
a
simple
example
of
this
is
that
we
put
out
over
1600
buses
every
day.
State
of
good
repair
would
be
maintaining
those
buses
and
replacing
them
at
the
end
of
their
life,
while
growth
is
about
buying
additional
buses
to
accommodate
the
population
growth
in
the
region.
So
each
year
we
put
between
10
and
15
additional
buses
on
service,
for
just
that,
I
would
say
that
I'd
have
to
be
clear
in
this
context.
M
What
we're
not
talking
about
when
we
mentioned
growth
is
expansion
when
I
stepped
into
the
acting
role
of
CEO.
A
year
ago,
I
became
concerned
about
how
the
TTC
reported
its
capital
needs
using
terms
like
funded
unfunded,
deferred
future
consideration
below
below
the
line
in
most
of
these
terms
have
been
used.
Interchangeably
I
was
also
concerned
about
the
fact
that
too
many
of
these
projects,
although
discussed
weren't
even
costed,
because
there
was
no
money.
M
None
of
these
have
been
funded
when
joint
and
Dan
Wright
joined
the
TTC
last
April
as
our
CFO
one
of
the
first
things
I
asked
him
to
do
was
take
make
a
top
priority
was
to
make
a
clear
picture
of
the
TTC's
capital
needs
for
the
2019
budget
process,
and
that
document
is
before
you
today.
So
with
that,
what
I'll
do
now
is
I'll
turn
it
over
to
Dan
and
Steve
and
walk
you
through
the
2019
operating
and
capital
budgets,
as
well
as
the
the
new
plan.
So
thank
you.
Thank.
H
You
very
much
Rick
and
through
the
chair,
Thank
You
counselors,
for
permitting
us
to
be
here
today
to
talk
about
our
2019
operating
budget
and
our
tenure
capital,
budget
and
plan
and
15-year
capital
investment
plan.
As
Rick
said,
when
we
sat
down
last
spring
to
have
a
first
look
at
the
2019
budget,
he
made
four
things
very
clear.
First,
he
we
had
to
consistently
deliver
the
service
that
we
advertised.
We
had
to
respond
to
customer
demand
for
service,
including
maintaining,
as
he
put
it
at
the
time,
maintaining
every
minute
of
service
that
we
had.
H
We
had
to
be
thinking
long-term,
about
preserving
system,
reliability
and
improving
existing
capacity,
and
we
had
to
be
thinking
about
protecting
revenue
responsibly
and
respectfully,
and
that's
part
of
that.
The
challenge
there
are
others,
but
calling
out
those
four
in
particular,
that's
the
part
of
the
challenge
that
he
he
gave
to
us
as
we
started
to
have
a
first
kick
of
the
2019
budget.
We
also
had
to
be
mindful
of
board
adopted
strategies
and
plans
and
there's
several
that
we
could
call
it,
but
focusing
in
particular
on
just
three.
H
First
of
all,
the
corporate
plan
and
that's
a
whole
presentation
in
itself,
but
those
of
you
are
familiar
with
the
corporate
plan
will
know
that
the
critical
path
number
one
was
transformed
for
financial
sustainability
and
what
struck
me
is
curious.
When
I
joined
the
TTC
was,
why
would
transform
for
financial
sustainability
be
number
one?
H
So
Steve
will
be
talking
to
you
more
about
that
in
a
few
minutes,
but
not
very
much
as
we
thought
about
how
do
we
make
transform
for
financial
sustainability
means
something
it's
not
just
coming
cap
in
hand
asking
for
more
money,
it's
also
being
clear
on
what
we
need.
Why
we
need
it,
and
and
and
as
I'll
talk
about
in
a
minute,
transforming
how
we
have.
We
run
the
business
to
make
sure
we're
as
efficient
and
effective
as
pasta.
Possible.
H
Presto
is
a
third
one
that
I'm
calling
out
here.
For
a
couple
of
reasons,
it
seems
remarkable
to
me
that,
just
a
few
months
ago
we
were
20-30
percent
presto
usage.
As
of
last
week,
we're
78
percent
of
fairs
being
paid
with
presto.
So
it
is
now
our
predominant
payment
system,
it's
imperative.
We
get
this
right,
it's
imperative
that
it
worked
for
our
customers.
It's
also
imperative
that
we
make
maximum
use
of
it.
Presto
is
giving
us
new
fare
policy
and
pricing
options,
for
example
the
two-hour
transfer.
H
Some
of
you
may
be
aware
that
the
analytics
are
a
little
rough,
a
little
bit
approximate,
but
roughly
three
percent
or
so
of
our
riders
are
taking
advantage
of
the
two-hour
transfer.
It's
been
quite
a
hit,
even
in
the
early
months.
It's
also
going
to
give
us
data
to
inform
pricing
service
planning,
fair
inspection,
it's
a
tool
that
we've
just
never
had
before
coming
back
to
business,
modernization
and
transformation-
just
so
much
going
on
here
and
if
there
are
any
questions
on
that
Rick
course.
H
Steve
I
would
be
happy
to
answer
them,
but
one
in
particular
to
focus
on
is
our
commitment
in
the
corporate
plan
to
conduct
a
comprehensive
review
of
all
the
services.
We
provide
what
we
do
in-house
what
others
can
help
us
do,
including
shared
services
with
city
programs
and
and
agencies,
and
more
on
that
and
in
the
months
to
come,
sometimes
I
think
being
part
of
the
TTC
that
I
might
be
in
professional
sports.
H
The
number
of
metrics
that
we
chalk
track
and
report
on
monthly
is
extraordinary
for
you
who
are
not
familiar
with
our
monthly
CEO
report,
just
chock-a-block
full
of
how
we
are
constantly
measuring
ourselves,
and
so
here
we
have
three.
They
are
on
time
performance
for
a
bus,
streetcar
and
subway,
but
there's
just
so
much
that
we
track
in
order
to
understand
their
performance
and
try
and
improve
I
want
to
spend
a
bit
of
time
on
this
slide
slide.
13
in
your
package.
There's
a
lot
going
on
here.
H
So
let
me
unpack
it,
and
this
is
very
much
coming
from
my
perspective
as
CFO
there's,
so
many
things
that
we
could
look
at,
but
one
of
the
things
that
I'm,
of
course
interested
in
as
many
of
us
are,
is
this
question
of
how
healthy
is
the
system
from
the
point
of
view
of
ridership?
There's
a
lot
going
on
in
this
chart,
but,
first
of
all
a
couple
of
definitions.
We
refer
to
ride
or
ridership.
Sometimes
we
use
the
word
revenue.
Ridership
a
ride
is
somebody's
journey,
so
you
get
on
the
system.
H
You
do
whatever
you're
doing
you
get
off
the
system
if
it's
a
ride.
If,
during
your
ride,
you
were
on
the
bus
and
then
you
were
on
the
streetcar
that's
to
boardings,
because
you
were
on
the
bus
and
then
you
were
on
the
streetcar,
but
it's
one
ride,
and
so
one
of
the
questions
that
we've
been
grappling
with
is
why
is
ridership
falling
because
everyone
talks
about
how
the
system
seems
as
crowded
as
ever
Steve
likes
to
say
that,
even
though
measured
ridership
is
going
down
a
bit,
you
still
can't
take
your
knapsack
off.
H
You
still
have
to
take
your
knapsack
off
on
the
subway
in
the
morning
coming
in,
and
so
what
this
chart
shows
is
between
2015
and
2019
forecasts.
What
is
going
on
with
four
things?
What's
going
on
with
ridership
revenue
ridership?
What's
going
on
with
boardings
total
revenues
and
average
fare,
the
blue
bar
is
what's
going
on
with
ridership
baseline
to
100
in
2015,
and
you
can
see
in
2016
2017
2018.
H
The
blue
bar
goes
down,
which
means
that
our
measured
ridership
is
going
down,
but
oddly
enough
boardings
are
going
up
and
and
that's
consistent
with
what
people
are
experiencing,
the
the
system
seems
busier
than
ever
and
what
breaks
the
tie?
One
going
down.
One
going
up
is
the
Green
Line
passenger
revenue
and
what
that
shows
is
passenger.
Even
though
ridership
revenue
ridership
is
going
down,
actual
revenue
is
going
up
and
when
you
adjust
for
a
fare
increase
two
years
ago,
revenue
is
still
going
up
a
little
bit
over
the
last
four
years.
H
So
what
that
tells
me
is
that
a
few
things
are
going
on.
Certainly
one
of
the
things
that
is
going
on
is
that
the
Presto
transition
is
likely
contributed
to
lower
measured,
ridership
and
I'm
glad
that
we're
now
at
80%
use
of
presto,
because
that's
going
to
give
us
a
solid
baseline,
we
mean
now
we're
not
transitioning
from
one
way
of
measuring
riders
to
another
way.
We
have
a
solid
and
in
fact,
better
technology
with
which
to
measure
our
ridership
and
if
I
can
sum
it
up
from
the
point
of
view
of
a
CFO.
H
This
is
a
picture.
This
picture
is
of
a
healthy
transit
system
where
you
have
higher
boardings.
You
have
stable,
in
fact,
slightly
increasing
revenue.
This
is
a
from
a
point
of
view.
Are
people
using
the
system?
This
is
a
system
that,
with
all
the
challenges
that
Rick
mentioned,
although
all
the
ways
that
we
we
are
striving
to
be
better.
H
This
is
a
system
that,
at
least
from
a
ridership
point
of
view,
is
a
is
a
system
in
good
shape,
assisted
me
that
we
can
even
be
proud
of
I'm
going
to
do
a
few
slides
in
the
operating
budget,
and
then
Steve
will
go.
Take
us
through
the
the
capital
picture
where
the
money
goes
to
point.
1
billion
dollars
goes
93
percent
into
what
we
call
the
conventional
service,
and
our
second
service
is
the
wheel.
H
Tran
service
got
7%
and
where
the
money
comes
from,
you
can
see
the
various
sources
here
and
a
tip
of
the
hat
to
the
support
that
we
get
from
the
city,
because
this
this,
where
the
money
comes
from,
does
not
include
debt
service,
which
the
city
carries
on
the
TTC's
behalf
for
all
the
capital
funding
that
you've
given
us
and
that's
quite
a
significant
contribution
to
the
TTC
as
well,
which
we
greatly
appreciate
and
depend
on.
In
summary,
here
you
can
see
the
2018
projected
actual
what
we're
requesting
for
2019.
H
It's
the
dot
points
at
the
bottom
that
tell
the
story
is
763
million
dollar
subsidy
increase
request,
all
2018
service
improvements,
maintained
and
annualized.
I
can't
tell
you
how
many
times
I
went
to
Rick
and
said
Rick
I,
don't
know
how
we're
gonna
be
able
to
do
this
and
Rick
would
throw
me
out
of
his
office
and
say
we
have
to
find
a
way
to
maintain
every
second
of
service
and
so
to
get
there.
H
We
asked
our
board
to
approve
a
10
cent,
fare
increase,
effective
April,
1st
2019
and
we
require
are
requesting
an
increase
in
city
funding
of
22
million
dollars.
We
were
very
reluctant
to
do
this,
as
I
said
to
the
TTC
board
back
on
January
24th
Rick
kept
saying
to
me:
no
increase
in
subsidy
request,
no
fare
increase
and
it
was
very
late
in
the
process
that
we
finally
realized
that
this
was
something
that
we
were
going
to
have
to
do.
This
page
is
I,
have
a
look
at
what
it
was.
H
We
started
with
opening
pressures
of
a
hundred
and
eighty
million
dollars.
We
worked
it
down
to
96
and
you
can
see
here
what
we
were
left
with
was
46
million
dollars
in
in
council
directions
which
were
very
excited
to
be
implementing
in
terms
of,
for
example,
the
two-hour
transfer,
the
annualization
of
capacity
improvements,
the
little
bit
of
additional
service
being
put
out
to
a
dear
to
our
service
standards,
and
then,
of
course,
we
had
the
external
events,
collective
bargaining,
diesel
price.
What's
going
on
with
bus
augmentation?
H
Well,
the
Eglinton,
crosstown
and
construction
happens,
and
we
bridged
that
96
million
with
four
different
paths
which
we're
happy
to
talk
about
in
question
time,
if
or
any,
but
essentially
it
didn't.
It
wasn't
intended
to
be
more
or
less
than
even
slit.
It's
just
the
way
it
worked
out,
but
about
twenty
four
million
dollars
in
efficiencies
that
we
we
identified.
Twenty
four
million
dollars
worth
of
a
variety
of
possible
reductions,
totaling
thirty,
two
million.
In
fact,
we
found
a
couple
more
so
totaling,
thirty,
four
thirty
five
million
dollars.
H
So
we
need
to
make
twenty
four
million
of
that
stick
and
then
the
funding
increased
with
twenty
two
million
and,
as
I
say,
the
the
the
funding
increase,
which
we
reluctantly
request
are
requesting
and
and
the
ten
cent
fare
increase,
excluding
the
adult
cash
fare,
which
we
are
very
reluctantly
requesting
cumulative
base
reduction,
I'm
mindful
at
the
time
so
I'm
going
to
turn
it
over
to
Steve
right
away.
But
suffice
to
say
this
chart
is
a
cumulative
funding
increase
over
the
last
four
years
and
what
it
shows
is.
N
Thanks
Dan,
so
I'll
run
you
through
a
few
capital
slides
that
we
have
for
our
ten-year
recommended
capital,
budget
and
plan.
Really
what
we
have
in
the
TTC
is
is
two
separate
capital
budgets
and
plans,
there's
the
base
capital
budget
and
plan
of
about
six
and
a
half
billion
dollars
in
funding,
as
well
as
another
3.8
billion
for
our
transit
expansion
projects.
What
you
have
here
in
front
of
you
is
a
list
of
some
of
the
major
projects
that
are
included
in
there.
N
So
six
and
a
half
billion
dollars
on
our
base
capital
program
is
split
between
the
five
capital
categories,
the
largest
being
our
state
of
good
repair
funding.
So
state
of
good
repair
takes
up
about
77
percent
of
our
base
funding
and
that's
a
mix
mostly
of
our
basic.
Are
our
standard
state
of
good
repair
programs
like
track
work,
traction
power,
but
as
well
as
our
bus
replacement
program,
some
of
the
other
categories
that
we
would
have
in
here.
Health
and
safety
growth.
You
know,
McNichol
bus
garage
would
be
included
in
the
growth
legislative.
N
That's
ongoing,
like
our
McNichol
bus
garage
obligations,
like
our
share
of
funding
on
the
PT
program
or
the
continuation
of
previous
obligations
or
orders
like
our
streetcar
orders
or
our
bus
purchases,
the
next
slide.
So
the
next
slide
is
a
it's
a
chart
that
shows
our
growing
state
of
good
repair
backlog.
N
One
thing
I
want
to
be
clear
about
with
this:
is
this
chart
really
focuses
on
our
capacity
to
spend
reductions
knee
that
we
have
that
must
be
met,
but
we
don't
have
the
capacity
to
deliver
to
so
it's
a
combination
of
not
having
the
funds,
but
also
not
demonstrating
that
we're
spending
to
that
level.
What
this
does
not
include
is
is
any
of
the
unfunded
projects
that
have
been
identified
as
part
of
our
capital
investment
plan.
This
is
strictly
the
impact
growing
from
under
50
million
to
over
700
million
of
our
capacity
spent
reductions.
N
So
I'll
take
a
quick
second
just
to
speak
about
the
capital
investment
plan,
so
the
TTC
is,
as
Rick
had
mentioned
earlier,
we
released
a
15
year
capital
investment
plan
following
a
comprehensive
review
of
all
of
our
state
of
good
repair
needs
and
our
capital
requirements
needed
to
support
ridership
growth.
I
will
note
that
we
have
actually
brought
some
hard
copies
of
our
capital
investment
plan.
We've
left
them
with
the
clerk
so
they're
available
for
anyone
like
our
hardcopy
and
those
can
be
available
to
you.
Otherwise
they
are
available
on
the
TTC
website.
N
N
So
the
capital
investment
plan
identified
thirty
three
and
a
half
billion
in
capital
funding
requirements
over
the
15
year
planning
period
and
nearly
24
billion
of
that
is
needed
within
the
ten
year
time
frame.
What
this
chart
shows
you
is
the
funding
that
we
have
available
in
the
ten
years,
as
well
as
funding
that
we
expect
over
the
next
15
years,
based
on
current
funding
levels,
and
it
shows
that
we
have
about
seventeen
point
five
billion
worth
of
unfunded
projects
within
the
ten
year
planning
period.
N
One
thing
I
do
want
to
note
and
there's
a
solid
black
line
that
you'll
see
there.
What
that
line
actually
represents
is
the
average
amount
of
funding
that
we
have
received
annual
funding
that
we
have
received
over
the
last
six
years
and
what
it
shows
is
that
annually
we've
actually
received
1.2
billion
dollars,
and
you
do
see
a
decline
in
that.
But
one
thing
that
I
want
to
stress
is
through
every
budget
process.
We
continue
to
work
with
city
finance
and
look
for
opportunities
to
find
more
funds
to
come
into
our
ten
year
plan.
N
This
has
been,
you
know
the
city's
identified
new
or
accelerated
funding
in
the
past
to
be
able
to
get
to
that
level.
We've
also
worked.
There's
been
new
funding
programs
like
PTF,
one
that
was
identified
through
the
fence
to
bring
up
our
funding
levels
as
well
as
funding
programs
initiated
through
the
province
like
the
LRV
funding
program
that
we
got
for
the
new
streetcars.
N
So
if
that
1.2
billion
dollar
annually
was
to
be
able
to
continue
throughout
the
course
of
the
10
or
15
years,
that
would
be
a
dramatic
reduction
in
the
amount
of
unfunded
projects
that
we
currently
have
and
if
I
take
you
to
the
next
slide.
So
this
and
I
apologize
it's
it's
somewhat
difficult
to
see.
N
But
what
this
details
is
really
that
seventeen
point:
five
billion
dollar
list
of
unfunded
capital
projects,
I'm
not
going
to
take
you
through
each
and
every
single
one
of
them,
but
just
some
of
the
key
projects
and
I
know
that
Rick
had
mentioned
a
few
of
them
earlier,
but
line
one
capacity
enhancements
about
5.5
billion,
currently
unfunded
Bloor
young
capacity
improvements
over
a
billion
dollars.
That
is
not
currently
funded.
N
The
ninth
bus
garage,
we
have
the
funds
available
for
land
acquisition,
early
design,
work
and
some
other
requirements,
but
the
key
portions
of
that
capital
projects
remain
unfunded
of
the
three
and
350
million
the
purchase
of
buses
and
Rick
had
mentioned
this.
We
we
have
funding
to
be
able
to
purchase
additional
new
buses
over
the
next
couple
of
years,
but
then
the
funding
really
does
start
to
dry
up.
It
gets
to
a
point
where
we
don't
have
money
to
purchase
within
three
years
and
we
don't
currently
have
funding
available
for
line
two
80
series
signaling.
C
Will
say
that
my
former
colleague
did
send
me
a
cheat
sheet
on
one
department:
okay,
can
all
guess
which
department
that
was
yes.
Thank
you
very
much
that
was
quite
informative.
I
want
to
turn
back
to
the
slide
13
about
ridership
and
revenue
trends,
and
it
was
very
helpful
to
have
the
distinction
between.
C
M
N
C
H
C
It's
about
one
and
a
half,
so
it's
about
a
one
and
a
half
percent
increase
in
service
hours.
It's
about
half
a
percent,
half
a
percent
in
increase
in
service
hours.
Thank
you.
I'm,
tired
I've
been
doing
this
all
day,
so
I
wish
there
was
someone
here
from
planning,
but
my
memory
is
that
the
population
of
the
City
of
Toronto
is
growing
by
over
one
percent
a
year.
Is
that
right?
Does
anyone
know
that
it's
growing
by
about
35,000.
C
H
Well,
I
think
what
would
be
perhaps
useful
through
the
chair
councillor
is.
It
would
be
interesting
to
be
requested
to
come
back
with
a
briefing
note,
having
a
look
at
the
long
view,
because
the
increase
in
service
hours
isn't
just
the
50,000
there
other
thing
going
on.
We
were
at
nine
million
service
hours
just
a
couple
of
years
ago.
Yes,.
H
C
Put
together
something
in
writing,
because
there
are
two
pieces
to
this,
that
I
think
are
really
worth
us.
Understanding,
better
I
believe
that
our
growth
in
service
hours
has
not
been
keeping
up
with
the
rate
of
population
growth,
which
is
astonishing
to
me,
because
our
official
plan
and
every
single
development
review
application
is
based
on
the
idea
of
that
development.
Access
to
public
transit
service,
the
theory
being
that
we're
supposed
to
be
getting
a
higher
percentage
of
nutrient
onehans
taking
transit
than
currently
do.
But
the
math
would
suggest
that
other
what.
H
It's
just
a
couple
of
points
of
clarification.
Our
actual
service
hours
across
all
modes
are
up
two
percent
in
the
nineteen
budget
compared
to
eighteen
forecast,
but
I
I
think
even
that
is
potentially
misleading.
If
you
were
to,
if
I
were
to
anticipate
what
your
question
next
question
might
be,
because
a
new
streetcar
carries
more
passengers
than
an
old
streetcar.
So
I
think
that
it
would
be
interesting
to
take
a
look
at
system
capacity,
not
just
in
terms
of
stem
capacity
and
overall
and
compare
that
to.
C
Because
what
I
would
really
like
to
understand,
you
know
I
want
to
get
beyond
what
I
see
when
I
turn
on
cp24
and
there's
someone
standing
behind
a
podium
saying
making
Toronto
better
or
whatever
it
is
they're
saying
I
want
to
understand
if
there
were
actually
on
a
per
capita
basis,
improving
transit
service.
My
contention
would
be
over
the
last
four
years.
No,
but
I'd
like
to
actually
know
that.
M
Take
that
three
each
year,
so
where
we're
going
with
this
is
we
currently
have
about
70
buses
a
day
running
streetcar
service
and
as
you're
aware,
there
was
a
point
of
time
when
we
had
202
streetcars
operating.
That
number
is
now
down
in
the
150
140
150
range
I
keep
trying
to
board
the
Dufferin
by
and
it's
supplemented
with
its
supplemented
with
buses
all
right
at
the
end
of
2019,
we
believe
will
have
wearing
the
204
streetcars
on
order
to.
A
C
F
This
is
just
foundational
stuff,
for,
if
we
are
looking
through,
the
unmet
need
there's
a
sort
of
an
industry
standard
for
if
we
want
to
order
buses,
if
we
want
to
order
streetcars,
if
we
want
to
order
subway
cars
from
the
time
council
makes
the
decision
how
long
to
come
up
with
the
specs.
How
long
to
procure
how
long
to
build
so
say
we
decided
that's
a
scary
bus
number.
We
want
order,
use
some
buses.
What
what
time
frame
are
we
looking.
M
F
M
F
So
if
we
want
to
get
biggest
bang
for
our
buck
or
we
want
to
smooth
this
out-
and
we
and
ultimately
we're
gonna
need
all
of
the
above-
we
can
use
these
time
frames
to
start
looking
at.
If
you
had
a
big
amount
of
money
and
you
could
put
it
into
every
capital
year
for
the
next
ten
years,
you
could
have
buses
coming
here,
knowing
that
you're
not
gonna
have
to
pay
for
trains
for
seven
years
at
a
minimum.
M
Treat
each
year
what
I
look
at
is
I,
look
at
the
life
cycle
of
a
vehicle
and
what
we
have
today
and
that's
what
this
capital
investment
and
plan
document
is
its
life
cycle
replacement
costs,
okay,
for
instance,
when
we
talk
about
lying
to,
we
know
that
in
2026
they
hit
30
years
old,
the
oldest
ones,
all
right.
We're
gonna
have
to
put
money
into
the
overhaul
I'm.
Knowing
there's
not
money
available
to
replace
the
entire
portfolio
of
street
house
else's,
have
a
12
year
life
as
your.
We
are
13
we
get
13
years.
F
Is
it
fair
to
say
that
transit
is
fairly
unique
to
you
know,
there's
unmet
need
across
the
system.
We've
been
highlighting
that
and
all
of
our
questions
for
two
days,
but
is
it
fair
to
say
so,
because
these
vehicle
buys
in
the
length
of
time
it
takes
to
actually
have
them
delivered
from
the
from
the
political
decision
to
it's.
Working
in
the
system
is
such
that
this
division,
more
than
any
other
really
to
be
able
to
meet
what
what
the
politicians
might
want.
F
J
M
So
the
size
of
the
fleet
is
roughly
2000
vehicles
and,
as
I
mentioned,
we
have
about
70
of
those
vehicles
on
a
daily
basis
providing
service
of
street
count.
So
as
we
look
forward,
we
know
that
those
70
vehicles
in
2020
would
you
already
of
them,
should
be
freed
up
to
go
back
to
the
bus
fleet.
We
also
know
that
when
cross
town
opens
in
2021
that
frees
up
additional
vehicles
on
the
bus
fleet
and
Finch
as
well,
so
what
we
look
into
the
future.
M
We
know
that
we
have
a
hundred
two
hundred
and
twenty
five
vehicles
that
will
accommodate
us
in
the
next
few
years,
all
right
to
address
growth,
and
we
also
know
that
McNichol
garage
would
be
be
serviceable
by
the
third
to
fourth
quarter
of
2020
as
well.
So
when
you
look
at
the
capital
investments
that
I'm
really
looking
out
on
2021
on,
but
that
needs
off
a
replacement
for
vehicles,
keeping
reliability
and
consistency
for
what
we
have
today
and.
J
In
terms
of
your
asked
to
the
city,
you're
asking
for
an
additional
22
million
more
this
year
and
I
was
wondering
if
you
could
put
that
into
perspective
for
me
as
the
newbie.
What
how
is
that
as
a
percentage
increase
compared
to
what
you've
done
in
previous
years,
so
it's
three
percent
more
this
year
is
that
traditional
or
it's.
H
The
through
you
chair,
it
is
the
lowest
increase.
If
you
combine
conventional
and
wheeled
transit
is
the
lowest
increase
in
ten
years.
It
is
half
of
the
amount
of
increase
over
the
last
four
years,
so
by
both
recent
standards,
it's
quite
a
bit
lower,
and
even
by
looking
back
10
years,
it
is
the
lowest
increase
that
we
have
requested
and
in
quite
some
time
and.
J
H
H
Maybe
you
defer
a
little
bit
to
Rick
on
this
as
well,
but
this
is
something
that
we
gave
thought
to,
and
this
is
this
is
forever
coming
up
whenever
we
are
posing
a
fare
increase,
and
so
a
few
things
happened,
we
limited
the
fair's
fair
increased
to
five
cents,
rather
than
the
ten
that
it
might
have
been.
Other
things
are
helping
like
the
two-hour
transfer
and
the
kids
ride
free
the
the
city's
program,
we're
supporting
the
city
and
its
expansion
of
its
fares
fare
program.
J
For
those
that
ride
a
lot
it
looks
like
this
year.
You
just
want
to
see
my
math
is
right
here,
so
you
have
about
twenty
five
point:
eight,
twenty
six
million
more
and
revenue
from
the
ten
cent
increase,
and
it
looks
like
that's
less
than
the
the
thirty
four
million
that
it
costs
to
bring
in
that
hop-on
hop-off.
Is
that
correct?
So
right?
So
there
is
potential
savings
for
some
folks
to
have
with
the
two-hour
transfer
overall
I.
N
Through
the
chair,
the
full-year
cost
of
the
two-hour
transfer
those
introduced
last
year
is
twenty
point:
five
million.
In
addition
to
that,
there
were
capacity
improvements
that
were
added
last
year.
The
full
cost
of
those
capacity
improvements
were
thirteen
point
five
million.
So
the
two
initiatives
combined
is
where
you're
you're
north
of
thirty
million
dollars
an
added
cost
and.
H
We've
got
the
main
thing
in
the
budget.
Visa
V
fare
evasion
is
in
terms
of
personnel.
Is
that
we've
added
seventy
positions,
which
will
be
primarily
fare
inspectors
and
then
some
transit
enforcement
and
three
supervisory
administrative
positions
to
support
the
the
70
positions
coming
on
I'm,
not
mistaken.
That
will
bring
our
number
of
fare
inspectors
once
they're
all
on
board
up
to
a
hundred
and
thirteen.
H
J
M
We
chair,
we
continue
to
address
that
primarily
on
overtime
and
with
all
honesty.
We
know
that,
during
that
cold
weather
spell
that
the
systems
on
the
SRT
failed-
and
we
just
automatically
go
to
a
backup
plan-
is
to
bust
that
line
with
the
age
of
it.
We're
in
the
process
of
redoing
the
vehicles
again,
all
right,
but
the
the
life
useful
life
of
that
system
is
coming
to
an
end.
We're
really
trying
to
maintain
it
to
2026.
At
this
point,.
L
H
L
M
Take
that
through
your
chair,
I
would
say
no
the
practice
in
the
field
recognizing
how
crowded
these
free
cows
were.
His
operators
were
opening
the
back
to
us
and
when
we
did
audits
of
those
riding
the
street
cause,
we
saw
I
believe
the
numbers
in
the
60%
range
of
customers
that
actually
had
a
Metro
pass
on
them
going
to
the
back
door,
whether
they
were
showing
it
or
not.
M
So
the
implementation
of
the
proof
of
payment
was
more
of
a
transition
recognizing
that
the
new
street
cars
that
were
purchased
years
ago
and
as
they
rolled
in
have
the
operator
in
a
cab
in
the
front.
So
although
we
started
it
a
few
years
earlier
to
maximize
the
movement
of
vehicles,
I
would
say
that,
because
of
that
now
what
we
realized
was,
as
we
were
transitioning
to
the
presto
card
right
with
our
fare
inspectors
as
they're
out
there.
M
It
was
much
easier
for
them
to
inspect
fears
when
they
were
looking
at
people
holding
a
card
now
for
your
inspectors
have
to
actually
ask
the
person.
Can
you
tap
the
presto
card
for
me?
So
I
can
get
the
color
indication
and
they
in
the
verbage
that
says
you
paid.
So
it
takes
a
little
bit
more
time
now
than
it
did
before,
and
we're
gonna
get
better
numbers
as
we
move
forward
with
that.
Yeah.
L
H
H
We
are
incurring
extra
costs.
We
have
service
standards
for
buses,
as
you
can
imagine,
Eglinton
crosstown
is
affecting
Eglinton
as
a
through
fare,
both
for
all
riders,
all
drivers,
but
also
TTC
vehicles
across
the
city.
You
imagine
how
many
of
our
bus
routes,
north
and
south
and
they're
going
to
cross
town
cuts
pretty
much
the
full
width
of
the
city,
a
remarkable
proportion.
H
A
bus
costs
about
ninety
eight
dollars
fully
costed,
that's
a
third-party
validated
number,
and
so
we
know
how
many
buses
we've
had
to
put
on
across
all
of
these
bus
routes
in
order
to
maintain
our
service
standards
and
that
cost
is
in
the
budget,
see
that
the
number
of
eight
million
dollars.
The
reason
it's
in
the
budget
as
an
item
is
that
we
are
in
discussions
with
Metro
links
about
getting
reimbursed
for
that
eight
million
dollar
car.
L
L
Guesses,
page
seven,
where
you
for
November
2017,
November,
2018,
you've
got
monk
dentists
here
planned
to
2022
bus
as
actual
222,
so
a
hundred
percent
improved
service.
Can
you
tell
me
exactly
what
that
was
what
what
was
that
service
improvements
and
where?
Where
was
it,
it
says,
Mount,
Dennis,
I
just
want
to
know
exactly
so.
H
L
H
We
measure
every
morning
we
are
measuring
how
many
four,
and
similarly
for
the
streetcars
and
similarly
for
the
subways
yeah,
how
many
buses
did
we
plan
to
put
out
and
and
I
can
tell
you
Rick
is
absolutely.
There
is
a
reason
why
it's
all
green
checkmarks
on
the
right
hand,
side
at
night
Rick
is
absolutely
adamant.
Every
every
planned
bus
goes
out
actual.
H
E
N
Sure
through
the
chair,
so
we
can
look
at
a
subsidy
per
ride
calculation,
which
is
essentially
just
looking
at
our
estimated
ridership
and
dividing
the
the
amount
of
funding
that
we
would
receive
through
City
subsidy.
The
other
calculation
that
that
is,
one
that
has
generally
used
through
Opta
is
what
is
called
the
RC
ratio
revenue
to
cost,
which
is
essentially
looking
at
the
amount
of
funds
that
are
coming
from
the
fare
box.
H
So
this
is
something
that
I've
taken
an
interest
in,
because
I
was
interested
and
I
mentioned
this-
that
the
TTC
board
meeting
a
couple
of
weeks
ago.
I
was
interested
with
the
statement
that
we
were
the
lowest
funded
of
all
the
major
transit
systems
in
North
America
and
the
first
system
and
I'll
give
full
credit
to
Joe
for
Ag
of
the
city
who
suggested
that
I.
Look
at
this.
H
He
didn't
suggest
any
particular
city,
but
the
first
one
I
happened
to
look
out
was
Montreal
and
I
noticed
that
Montreal's
funding
ratio,
which
they
report
to
Optive,
which
is
the
industry
association,
that
all
the
transit
systems
tumble
their
their
numbers
into
Montreal,
gives
a
chunk
of
the
debt
service,
support
to
its
transit
system
to
the
transit
system.
And
then
the
transit
system
pays
interest
on
its
billions
of
dollars
worth
of
debt,
whereas
in
the
case
of
Toronto
the
city
carries
that
debt
service
cost.
H
So
if
you'd
have
a
look
at
the
subsidy,
whether
its
per
rider
on
an
RC
basis
in
Montreal
versus
Toronto,
you
have
to
make
sure
that
you,
you
back,
that
in
so
I
we've
taken
on.
As
a
little
project
that
we're
going
to
go
into
the
financial
statements
of
the
major
transit
systems
that
we
would
consider
to
be
comparators,
New,
York,
Chicago,
Montreal
Vancouver
and
just
make
sure
that
we're
kind
of.
A
H
E
M
Through
chair
I
would
tell
you
that
today,
compared
to
just
three
years
ago
that
the
percentage
of
failure
of
equipment
and
service
has
dropped
about
seven
or
eight
percent
and
I'll
use
it
for
this,
for
example,
in
buses.
Just
three
years
ago,
out
of
the
a
1600
buses
that
went
out
and
serviced
a
day,
it
wasn't
uncommon
for
a
hundred
to
one
hundred
and
twenty
five
bus
buses
a
day
to
break
down
a
service
have
to
be
towed
back
a
limp
back
in
service.
M
Today
we
measure
that
in
the
CEOs
reported
about
one
and
a
half
percent,
so
it's
significantly
down.
So
when
we
talk
about
the
reliability
of
our
service,
we're
talking
about
on-time
performance
and
being
there
and
they
talk
about
providing
what
we
have
Tai's.
But
how
did
that
is
not
just
the
operating
pot?
It's
the
maintenance
pot
as
well,
and
the
vehicles
that
we're
maintaining
and
being
maintained
differently.
So
they
don't
break
down
in
service
to
negatively
impact
our
customers.
So
what's.
M
Two
things:
it's
a
combination
of
new
vehicles
and
preventative
maintenance.
Our
overhaul
practices
at
our
Harvey
and
Duncan
shops
are
extremely
different
today
than
they
were
just
three
to
five
years
ago.
It's
about
funding,
it's
about
teaching
it's
about
kidding
as
a
materials
management.
It's
having
things
there
to
fix
them
correct
the
first
time
so.
E
E
I
just
want
to
get
get
to
the
point
that
we're
funding
the
correct
level
of
maintenance
for
the
new
vehicles,
so
they
don't
end
up
like
the
position
we
were
in
a
couple
years
ago.
If
I
could
beg
the
indulgence
of
the
committee.
I
have
one
more
question
and
it's
to
our
CFO
just
about,
but
can
we
use
refundable
debt
for
some
of
these
vehicles
because
they
are
a
revenue
source
and
why?
Why
wouldn't
we
because
they
wouldn't
pay,
they
wouldn't
pay
the
entire
way
back.
G
H
Ag
had
a
number
of
very
helpful
recommendations
when
I
arrived,
I
certainly
made
a
point
of
reading
recent
AG
reports
and
her
reports
relating
to
both
materials
and
also
telecommunications,
where
to
that
I
looked
at
she
just
going
from
memory.
One
of
the
things
that
she
was
encouraging
us
to
look
at
is
how
we
did
how
we
handled
cores.
H
She
also
felt
that
we
could
do
a
better
job
of
taking
advantage
of
aftermarket
warranties
for
we're
not
buying
from
OEMs
we're
buying
from
after
market
suppliers,
making
sure
that
they
actually
honor
their
their
warranties.
She
forget
suppliers
so
aftermarket
suppliers.
So
so,
if
you
have
a
brake
part
and
you
buy
it
from
the
the
bus
company
that
comes
at
a
higher
price,
but
it
also
comes
with
easier
more.
We
were
finding.
H
H
Through
you,
chair,
I'm
gonna
go
out
in
a
bit
of
a
limb
here
and
say
that,
yes,
she
did
estimate
savings
were
possible
in
the
in
the
current
budget
year
that
were
in
2019
of
two
million
dollars,
but
she
told
me
conversationally
that
she
thought
we
could
do
better.
I
spoke
with
Rick
about
it
and
with
the
procurement
group
and
I
am
completely
satisfied.
We're
gonna
do
better
than
that.
H
O
O
O
One
of
the
metrics
I
like
to
look
at
is
the
percentage
of
on-time
departures
and
on
some
routes
we
do
really
well
on
that
on
others.
We're
still
improving.
Is
there
a
reason
that
we
always
measure
at
the
terminal
at
the
at
the
endpoint
terminus
versus
somewhere,
where
you
might
have
higher
ridership
like
midstream,
for
example,.
M
Well,
the
way
we
look
at
it
is
we
look
at
how
we
advertise
our
service
to
the
public
leaving
in
terminals.
We
also
measure
midpoint,
but
the
intent
here
is,
if
you're
not
leaving
on
the
ends
on
time.
How
can
you
get
to
midpoints
on
time,
so
we
actually
are
in
the
process
of
installing
a
new
cat
AVL.
We
call
that
vision
system
computer-aided
dispatch
system,
so
it
allows
us
to
give
better
information
in
the
future,
so
we
can
refine
our
schedules
and.
O
O
O
O
A
C
All
yours,
thank
you
very
much
so
yesterday
morning,
when
I
was
sandwiched
between
two
constituents
on
the
Dundas
bus,
one
was
standing
on
my
foot
and
the
other
had
an
elbow
in
my
eye.
One
of
them
asked
me
when
we're
gonna
get
the
streetcars
back
and
I'm
wondering
if,
in
this
budget
were
showing
a
plan
to
order
the
follow-on
cars
or,
if
we're
just
going
to.
M
You
chair
part
of
the
capital
investment
plan
document,
is
to
just
identify
just
the
VAT.
In
June
of
last
year
we
took
a
report
to
the
board
answering
the
question
of
what
the
process
would
be
and
how
long
it
would
take
and
who
would
provide
them
in
the
funding
section.
There
is
no
funding
in
October
of
last
year.
The
opportunity
I.
H
Predict
through
the
chair
I
would
predict
that
if
we
were
to
take
advantage
of
what's
available
to
us
under
the
Bombardier
contract,
if
that
were
of
interest,
that
would
be
faster
than
starting
from
scratch.
But
I
would
also
say
that
some
voices
are
saying
that
no
even
starting
from
scratch,
because
some
manufacturers
are
so
clever
and
so
fast
they
could
a
nervous
giving
you
a
definitive
answer.
But
ordinarily,
one
would
predict
that
if
you
take
advantage
of
an
option
under
an
existing
contract,
it
would
be
faster
than
starting
from
scratch.
Okay,.
C
M
C
C
C
We
started
through
that
process
with
Mom
bar
da
we're
figuring
out
how
to
make
them
work.
We
went
to
someone
new,
you
say
we're
already
at
the
window
five
years.
We
would
have
not
necessarily
the
same
as
Bombardier,
but
we
would
have
a
period
at
the
beginning
as
we
were
introducing
them,
where
there
would
be
a
much
higher
failure
rate
than
what
we
would
expect
with
a
vehicle
that
we
had
experience
with
when.
M
You
say
much
higher
value
and
I
do
a
comparison
of
what
we
have
today
in
the
reliability
of
the
existing
vehicles.
First,
as
the
Bombardier
vehicles,
you're
talking,
you
know
3,000
kilometers
between
failure,
because
it's
a
15,000,
so
the
expect
of
the
contract
requires
35,000.
K
it'll,
take
us
a
while
to
get
there
but
anything's
better
than
what
we
have
is
when
I
talk
in
those
that
contact
that
thank
you,
I,
think
I.
A
You
counsel,
any
other
questions
for
TTC,
seeing
none.
Thank
you
very
much
and
appreciate
the
time
and
the
patience
waiting
all
day
for
most
of
the
day
anyway.
Okay
colleagues,
we're
gonna
take
about
a
ten-minute
recess.
As
we
do.
Every
year
we
have
a
multitude
of
briefing
note.
Requests
coming
in
we've
been
reviewing
a
number
of
them.
A
The
combination
of
some
of
them
actually
look
like
larger
reports
and
and
may
not
be
able
to
be
handled
by
staff
as
a
briefing
notes
so
and
we're
just
trying
to
get
them
all
into
one
larger
briefing
notes,
so
we're
gonna
take
about
ten
minutes,
we'll
come
back
and
then
we'll
run
down
the
entire
briefing
note,
there's,
there's
25
or
so
that
I've
seen
so
there's
quite
a
few.
We
just
have
to
kind
of
go
through
it
most
of
them,
as
I
said.
A
Some
probably
won't
make
it
through
it's
not
that
we
don't
want
to
I
guess
there
are
some
that
are
just
staff,
couldn't
complete
them
in
a
year
a
week
or
two
weeks,
because
the
team
do
not
pre
from
notes
direction
or
report
request.
So
anyway,
we're
just
figuring
all
that
out
and
we'll
be
back,
let's
take
a
10-minute
recess
and
we'll
be
back
on
them,
we'll
be
done
fairly
quickly.
After
that.
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
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A
A
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A
A
A
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A
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A
A
A
A
A
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A
A
A
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A
A
A
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A
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A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
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A
A
A
A
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A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
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A
A
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A
Okay,
I
think
we
have
it
all
together,
so
just
really
quickly,
just
to
give
a
rundown
we're
gonna
be
doing
briefings
to
some
briefing
note
requests
that
are
going
to
be
coming
up.
First,
after
that
there
are
a
couple
of
motions
or
report
requests
that
we're
going
to
be
referring
to
the
next
meeting
and
I
believe
I
know:
councillor
Leighton,
you
have
one
motion
and
I
have
I
believe
one
motion
as
well,
so
we're
not
going
to
knock
the
only
we're
only
going
to
make
decisions
on
briefing
notes.
A
K
A
B
E
E
Facilities
management
provide
a
briefing
note
on
one:
what
the
delays
of
implementing
transform
teo
and
how
any
delays
might
impact
our
ongoing
co2
reduction
goals.
Two
that
this
probably
should
be
the
general
manager
of
energy
and
environment.
Just
just
don't
we
it's
our
director
of
energy
and
environment
that
Josie
Stanton
who's,
the
general
manager
of
facilities
management.
A
A
E
E
I
will
highlight
the
last
one,
which
is
about
snow
maintenance,
that
some
of
the
items
are
similar
to
a
letter
that
the
mayor
wrote
that
asks
for
a
report
I'll
just
note
to
everyone
that
that
carries
absolutely
zero
weight
with
actual
actually
with
staff,
given
what
the
mayor's
powers
are
under
the
City
of
Toronto
Act,
and
this
would
allow
us
to
have
this
document
in
front
of
us
in
the
2012
dealing
with
the
2019
budget.
I
hadn't
seen
the
mayor's
letter
because
we
didn't
vote
on
it.
E
It
was
just
something
that
they
wrote
and
submitted
to
the
media
and
so
I
end
to
and
to
our
general
manager
of
Transportation
I,
for
one
would
love
to
see
if
we
could
enhance
enhance
winter
maintenance
for
next
year
rather
than
us
continue
to
get
calls
about
how
terrible
it
is
to
get
around
the
city
of
Toronto
after
major
snowfalls.
That's
it
Oh.
Should
I
introduce
the
other
pieces
as
well?
No.
A
F
Similarly,
I
have
some
emotions
that
I'm
moving
on
behalf
of
other
councillors
and
then
a
couple
of
my
own
that
are
that
are
much
shorter
economic
development
that
the
general
manager,
avec
dev.
The
specific
briefing
notes
on
the
following
specific
areas
that
cuts
are
anticipated
to
be
made
in
2019
as
part
of
the
base
expenditure
review
that
there's
a
there's,
a
sum
for
base
expenditure
review,
but
no
breakdown
of
what
was
used
to
come
up
with
it,
specific
active
culture,
services
being
examined
for
efficient
seasons,
20
19.
Because,
again
that's
that's.
That's
the
base
statement.
F
So,
what's
being
examined
how
savings
were
achieved
in
the
area
of
cost
of
living
adjustment
expenditures,
the
specific
funding
that
was
reversed
in
2018
to
achieve
one-time
funding
savings?
What
studies,
if
any,
were
originally
planned
to
be
initiated
in
2019
that
are
being
delayed
to
2020
or
later
whether
delays
to
building
condition
audits
in
the
2019
budget
will
risk
increased
costs
or
reparable
damage
to
heritage
properties
in
the
active
and
culture
portfolio.
F
The
current
status
and
estimated
cost
of
funding,
Regent
Park
phases
four
and
five,
including
the
social
development
plan
and
the
new
community
safety
plan
and
in
consultation
with
the
executive
directors,
Social
Development
finances
have
been
and
the
general
manager
PF
and
are
on
the
estimated
cost
to
install
and
continuously
stock
free,
menstrual
hygiene,
product
dispensers
at
all,
city,
funded,
shelters,
drop-in,
centers,
strong
neighborhood,
community
centers
and
other
centers
working
with
homeless,
Street
involved
and
low-income
women,
girls
and
trans
individuals.
As
directed
that
that
is
being
moved
because
there
was
a
motion
to
that
effect.
F
F
You'll
recall
I,
asked
that
question
that
there
is
a
funding
imbalance
and
at
five
percent,
it's
significant.
So
if
we
took
a
multi-year
approach
to
to
addressing
the
funding
imbalance,
what
would
that
look
like
in
our
multi-year
outlook
is
what
I'm
getting
at
there
and
finally
TTC?
That
really
isn't
the
topic
here,
because,
but
what
I
want
is,
is
the
unmet
need
net
of
TTC?
So
really?
F
Unmet
need
is
mentioned
throughout
the
the
corporate
budget,
I'd
really
like
the
grand
total
of
it,
and
then
we'll
really
know
I
could
go
through
every
analyst
note
and
pull
it
out
myself,
because
they
each
each
has
done
a
good
job
of
quantifying
and
spelling
it
out
for
us,
but
I'd
like
it
in
one
sheet.
That
will
be
more
helpful
for
me
and
communicating
what
my
goals
are
financially
over
the
next
number
of
years.
A
You
have
they'll
come
up,
you
I
believe
as
I
understand.
These
aren't
briefing
note
requests,
but
there
are
motions.
That'll
be
referred
to
the
next
right
to
the
next
well
to
the
next
to
the
first
wrap-up.
But
these
were
these:
are
referral
motions
so
they're,
so
they're
kind
of
tabled,
I
guess
until
the
next
meeting,
as
opposed
to
voting
on
them
today
we
have
to
vote
for
referring
them
technically.
O
A
Okay,
I
believe
I'm.
Next,
the
this
is
on
a
bu
2.4.
These
are
again
referral
motions
coming
to
the
next
wrap-up
one:
that's
I!
Guess:
city
council
requests
the
executive
director
social
development
finance
administration
to
consider
the
following
in
poverty
reduction
strategy,
evaluation
of
additional
youth
spaces,
the
Toronto
Public
Library,
open
house
program
and
the
the
amount
of
the
base
budget
as
a
result
of
the
strategy
by
2035.
A
The
second
one
is
also
referring
to
the
Auditor
General
and
bringing
back
reports
number
four
councillor
lateness
deals
with
me,
mayor,
Tories
announcement
or
request
on
transportation
services,
the
costs
of
consideration
for
delivery
of
enhanced
no
service,
clearing
on
sidewalks
on
residential
streets
in
every
neighborhood
pathways
and
parks
enforcement
of
park,
parking
that
obstructs
Toronto,
Transit,
Commission
and
bike
lanes,
and
the
cost
of
increasing
the
amount
of
snow
removal
citywide.
So
that
takes
care
of
your
concern
on
your
brief
and
no
request.
A
A
A
E
B
A
These
are
these:
are
reports
not
briefing,
no
requests
the
next
one
facilities
real
estate,
Environment
and
Energy
will
do
it
if
we
could
do
it,
add
Siri
Adam.
So
we
have
one
two,
three
four
and
five
number
one.
All
in
favor
opposed
number
one
loses
number
councillor.
Layton
wants
it
recorded
all
in
favor
on.
A
A
B
A
B
A
B
A
B
A
A
B
B
C
B
B
A
So
these
these
ones
are
all
being
referred,
and
now
we
can
uncomfortable
just
doing
this
as
a
package
just
to
get
them
referred
to
the
next
budget
meeting.
We
don't
make
a
decision
on
the
novel
we
will
and
in
final
wrap
up,
so
they
just
being
yeah,
so
these
will
be
just
included
there.
So
there
are
uncomfortable
counsel.
Would
you
like
them
as
a
package.
A
A
E
I
have
two
motions
one,
and
it
should
come
as
no
surprise
that
the
general
manager
Toronto
water-
oh,
this
is
asking
for
a
briefing
note
on
the
water
surcharge
program,
industrial
water
surcharge
program
and
then
motion
number
two,
which
I
have
it
on
good
authority.
That
Lew
already
has
this
information
prepared,
yeah
and
then
number
two
that
that
is
the
motion
itself.
E
That's
a
direct,
effective
January,
1,
2019,
City
Council
approved
the
industrial
water
surcharge
program
formula
for
the
calculation
of
surcharge
fees
be
applied
to
all
treatable
parameters
that
exceed
the
sewer
use.
The
sewer
bylaw
limits,
instead
of
only
one
parameter
that
exceeds
the
sewer
bylaw
limits
by
the
greatest
amount,
allowing
full
cost
recovery
for
wastewater
services
provided
by
the
city
such
surcharge,
to
be
phased
in
over
six
year
period
to
mitigate
impacts
to
existing
companies.
I'll
reserve
any
speech
on
it.
The
water
budget.
When
we
deal
with
councillor.
A
A
Have
it's
a
briefing
note
request
that
the
general
manager
Toronto
want
to
provide
a
briefing
notes
that
examines
the
options
for
modifying
the
block
to
water
rate,
to
provide
economic
benefits
for
large
water
consumption
manufacturers
and
present
the
implications
for
the
increase
of
the
discount
using
a
rate
of
1%
to
5%
and
consider
a
phase-in
of
the
options
over
the
number
of
years.
This
is
on
behalf
of
councilor
the
chair,
councillor
Thompson,
councillor
Thompson.
This
was
a
request
on
favor.
Oh.
B
B
A
B
A
A
E
B
A
I'm
going
on
the
advice
of
the
clerk
there's
a
number
of
different
items.
We
have
to
do
one
two
three
and
four,
so
we
have
to
do
them
individually
and
is
that
oh,
so
we
are
done
Thank
you
very
I
want
to
put
by
the
way.
I
just
want
to
thank
the
clerk
staff
for
is
a
lot
of
work.
That's
involved
in
we'd
go
through
this
every
year
and
it's
always
a
challenge.
I
just
want
to
thank
the
clerk
staff
for
pulling
it
off
another
year
and
the
staff
who
thank
you
very
much.
A
So
we
are
now
thank
you.
We're
done
till
the
first
wrap-up,
oh
yeah,
so
we
brought
you
the
wrap-up,
but
we
also
have
a
some
of
us
are
back
here.
I
would
encourage
subcommittee
members
who
aren't
here
tomorrow,
if
you
want
to
come
to
see
what
it's
like
councillor,
Bradford
and
McKelvey
during
the
day,
you're
invited
but
you're,
not
on
the
committee,
but
you're
allowed
to
give.
You
could
show.