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From YouTube: Budget Committee - May 13, 2016
Description
Budget Committee, meeting 21, May 13, 2016
Agenda and background materials: http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=11572
A
B
A
Won't
be
a
scary
meeting,
I'm
hoping
so
any
would
like
to
declare
the
meeting
of
the
budget
committee
to
order.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
act
great,
seeing
none
I
want
to
also
welcome
councillor
Burnside
to
his
first
meeting
of
the
Budget
Committee
and
welcome
counselor.
None
zyada
was
also
the
new
member
and
she's
not
here
this
one,
but
welcome
and.
A
I'm
sure
you'll
enjoy
the
journey
on
budget
committee
over
the
next
couple
months,
so
we'll
go
to.
We
have
two
items:
Oh
confirmation.
Yes,
so
at
confirmation
of
the
minutes,
councillor
Campbell
will
move
that
all
in
favor
opposed
that's
carried.
Okay,
we
have
two
items
today:
bu
21.1
the
operating
variance
report
for
the
three-month
period,
ending
March
31st
2016
will
begin
with
that.
Are
there
any
questions?
Oh
sorry,
you're
right,
you
know
what
we
have.
We
have
a
speaker.
No
Tim
McGuire
has
put
his
name
down
to
speak.
A
A
C
Yes,
maybe
I
can
make
mr.
McGuire
happy
by
by
asking
staff
if
they
would
like
to
comment
on
the
piece
of
Correspondence
that
we
got
from
the
bargaining
unit
because
it
really
speaks
to.
It
really
speaks
to
certainly
any
any
of
the
divisions
where
there
are
79
members,
but
but
the
issue
of
looking
at
gapping
at
this
point,
where
their
vacancies
staff,
don't
really
or
counsel
I,
should
say,
doesn't
really
turn
their
mind
to
it.
Until
summer
comes
and
then
they're
wondering
where
the
people
they
thought
would
be
there
in
parks
and
rec.
C
B
Through
you,
mr.
chair,
certainly
there
are
always
a
level
of
vacancies
that
you
will
see
in
the
variance
reports.
However,
we
don't
believe
that
the
vacancies
are
reflective
of
a
chronic
problem
in
filling
vacancies.
In
fact,
we
don't
have
a
problem
filling
vacancies
generally.
There
may
be
some
nice
jobs
that
are
harder
to
fill,
but
what
you
do
see
is
a
large
organization,
a
very
large
organization,
with
a
large
majority
of
our
positions
filled
from
within
so
75
to
80
percent
of
positions
filled
internally.
B
That
means,
when
you
go
to
fill
a
position
from
within,
you
now
have
a
domino
effect
and
you
create
another
vacancy
elsewhere.
So
when
you're
seeing
the
quarterly,
they
can
see
reports
what
you're,
seeing
in
the
first
quarter
and
then
you're
seeing
a
level
of
vacancies
in
the
second
quarter,
they're,
not
the
same
vacancies.
Different
vacancies
have
arisen
over
time.
B
There
are
a
number
of
strategies
that
we've
put
in
place
in
the
past
23
years,
in
particular,
to
try
and
address
the
time
it
takes
to
fill
vacancies
working
closely
with
hiring
managers
and
we've
been
able
to
improve
the
time.
We
have
also
taken
steps
to
anticipate
where
we
know
vacancies
will
arise.
So
you
know
if
we're
going
to
fill
a
Senior
Planner
from
within
with
a
planner
and
then
have
a
vacancy
and
planner
we're
doing
ongoing
job
posting
so
that
we
always
have
the
applications
coming
in.
That's
one
example.
B
C
We
here,
no,
it's
not
that
we're
having
trouble,
but
when
we
get
to
the
end
of
the
year
and
we're
actually
engaging
in
the
following
year's
budget
process
from
the
various
divisions,
we
say
well
how
come
you're
down
the
positions
we
gave
you
last
year
at
the
end
of
the
year.
The
answer
we
get
is
well
we'd
like
to
be.
We
meant
to
hire
those
people
but
we're
just
having
trouble
getting
through
the
process.
Getting
the
hiring
done
planning
spent.
C
It
took
two
years
to
get
the
thirty
planners
that
we
had
in
fact
built
into
the
budget.
So
we
get
two
different
answers,
depending
on
whether
we're
talking
about
the
mid-year
variance
report
or
we're
into
the
budget
process
and
depending
on
whether
we're
talking
the
HR
or
we're
talking
to
the
actual
directors
and
GM's
of
the
divisions.
C
So
now,
I'm
wondering
is
the
issue
that
your
process
and
HR
has
gotten
better
and
you
can
you
can
post
if
people
want,
because
there's
lots
of
inter
no
response,
and
so,
if
you
want
to
hire
you
can
hire,
but
in
order
to
meet
targets,
divisions
are
waiting
later
and
later
into
the
year
to
even
tell
HR
they
want
to
hire.
That
position
is.
Is
that
what's
going
on?
Here?
Is
the
gapping
more
of
a
budgetary
thing,
and
so
the
hires
are
possible,
but
they're,
just
waiting
till
later
and
later
and
later.
What.
D
A
three
mr.
chair,
the
one
comment,
I,
would
say
in
q1
when
we
do
add
additional
staff.
In
the
last
few
years
we
have
added
additional
planning,
step
or
even
retirement
or
retirement,
because
they
will
often
happen
when
the
budget
doesn't
get
approved.
Till
this
year
was
februari
17th,
its
most
likely
than
on
March
31st.
Those
positions
will
still
be
vacant
because
they
can't
hire
any
new
ones
until
the
budget
gets
approved
at
council.
So
you
will
get
some
of
that
happening
in
q1.
So.
D
C
C
E
E
D
D
D
E
D
E
D
E
D
Is
it
hard
to
tell
I
mean
it's
hard
to
tell
given
the
inherent
fluctuations
and
growth
in
in
the
real
estate
market,
both
in
prices
and
in
transactions?
I
can't
say
with
any
certainty
what
it
will
be
at
the
end
of
the
year.
We
are
working,
though,
on
our
budget
planning
going
forward
with.
You
know
that
18
to
20
million
dollars
that
we
have
realized
in
the
first
quarter
and
even
in
April
all.
C
Yes,
I
I
have
great
sympathy
for
the
the
motion
being
suggested
in
the
correspondence
who
got
from
the
bargaining
unit
and
maybe
maybe
for
different
reasons.
I
have
a
little
more
optimism
than
then.
This
reflects
in
terms
of
hiring
strategies.
It's
it's
gradual,
but
I'm,
seeing
a
change
and
and
and
some
improvements
to
the
process,
certainly
divisional
Stafford
less
grumbly
about
it
than
they
were.
You
know
at
its
height
three
years
ago,
but
I'm
inclined
to
commit
today
to
to
come
to
executive
to
back
up
the
the
budget
chief.
C
If
you
were
to
move
this
motion,
there
I
think
it's
really
important
for
the
whole
executive
for
the
chairs
of
the
committee's
to
know
that
this
is
being
moved
and
that
we
are
compiling
this
information,
because
the
the
three
nugget
points
in
this
motion
are
the
endless
conversation.
We
have
every
budget
process,
whether
with
the
members
who've
been
to
the
detail
review,
but
but
but
pretty
much
every
time.
C
The
budget
committee,
if
you
think
about
it
with
our
guests,
are
colleagues
who
are
outside
the
Budget
Committee
generally
come,
and
these
are
the
questions
they're
asking
over
and
over
again,
and
so
too.
I
really
think
a
leading
to
the
budget
process
would
be
too
if
the
it's
a
concerns
with
these
things
or
urban
myths,
let's
get
it
in
a
report
and
and
and
and
put
it
to
bed
if
there
are
various
problems,
and
we
do
need
to
be
taking
a
look
at
whether
or
not
in
fact
the
people
plan
we
adopted
years
ago.
C
The
talent
strategy
is
is,
is
actually
properly
integrated
with
our
efficiency
exercise,
so
that
so
that
we're
being
realistic
about
it,
I
think
we
ought
to
to
give
staff
the
opportunity
to
do
it,
but
first
of
all
mr.
McGuire
would
like
to
speak
to
it,
and
and
you'll
have
to
do
that
at
executive,
but
I
think
moving
it.
There
also
flags
for
all
your
fellow
chairs
of
committees,
our
mr.
chair,
that
we're
putting
this
all
together
for
you
in
one
report,
so
it
will
be.
C
It
will
be
a
great
lead
into
the
the
following
year's
budget
process
and,
as
we
know,
our
budgets
now
do
go
and
draft
form
to
standing
committees
and
so
to
have
this
created
and
have
them
look
at
it.
Before
standing
committee.
Questions
are
asked
because
they're
again,
the
gap
in
gapping,
gapping
question
and
answered
rises
up
a
never
standing
committee.
Let's
let
staff
speak
to
it
specifically,
but
I
think
it
would
be
a
stronger
action
to
move
it,
an
executive
as
to
ml
TT.
C
My
colleague
mentioned
it
in
the
increase
and
I
was
heartened
by
that
the
night
before
and
then
it
woke
up
this
morning
and
Globe
and
Mail
real
estate
is
saying
we're
running
out
of
stock
and
while
the
prices
are
still
going
up,
you're
going
to
see
way
fewer
transactions
this
year
and,
as
we
know,
that's
a
big
part
of
our
growth
is
the
numbers
of
transactions.
It's
just
been
such
volume,
so,
while
they're
still
they'll
still
be
lots
of
condos
to
go
around,
you
know
a
bellwether
that
things
are
changing
is
integral
house.
C
That's
that's
been
on
the
market,
for
20
million
is
still
sitting
there.
Has
it
sold
yet
so
those
types
of
boone's
to
our
Lantern
from
tax,
we're
great
that
part's
slowing
down
so
I'm
I'm
inclined
to
say,
don't
think
of
that
as
surplus.
We
can
use
to
balance
next
year's
budget
because
if
you
may
have
a
really
different
picture
at
the
end
of
the
year
and
in
any
case
we
we
started
last
year's
by
a
budget
process
with
the
city
manager's
conversation
that
we
shouldn't
be
counting
on
500
million
to
balance
the
budget.
C
A
C
Yes,
so
hang
on,
hang
on
a
second
I.
Don't
remember
that,
always
being
our
practice.
Is
it
because
of
the
amount
of
money
here?
And
secondly,
when
that
happens,
is
it
automatic
return
or
is
it
a
call
to
the
ministry
of
finance
to
say
you
know
we
have
all
these
other
partnership
projects
something
closed
out.
We've
got
ten
million
that
that
came
from
you.
Do
you
want
us
to
apply
it
to
other
things
in
the
list?
We
do
we
go
through
that
exercise,
dreams.
C
C
D
E
So
in
the
preparation
of
this
report
for
the
first
quarter,
what
would
actions
the
staff
do
with
these
with
this
information?
What
does
the
city
manager?
What
does
that?
What
does
mr.
Rossini
do?
What
does
the
you
know
what
I
mean,
because
you
mentioned
earlier,
that
you
know
you,
you
have
a
desire
that
people
get
on
with
it,
but
what
internally,
what
happens.
D
So
Mr
Seeney
has
two
hats:
I
have
a
deputy
city
manager,
hatnin
CFO
hat
as
my
deputy
city
manager,
hat
I.
Look
at
our
results,
particularly
in
IT
in
financial
services,
which
are
IT
related
projects,
corporate
and
facilities,
and
you
know
we
have
discussions
at
around
our
senior
management
table.
I
have
dashboards
that
we
get
that
we
monitor
and
I
am
on
my
guys
for
capital
delivery
and
so,
for
example,
in
facilities.
D
We've
done
a
reorg
on
the
project
management
side
because
we
were
tracking
in
and
around
that
sixty
percent
and
we
want
to
get
to
eighty
percent
completion.
So
we've
taken
some
specific
measures
in
Josie's
shop
and
sunil
sharma
shop
and
facilities
management
in
design
construction.
To
try
to
move
the
markers
up.
We
are
also
doing
monthly
reporting.
D
Much
more
was
reporting
on
the
IT
site,
for
example,
we've
instituted
in
the
last
two
years,
a
brand
new
IT
capital
reporting
process
and
whereas,
at
one
point
in
time
we
were
having
sixty
percent
of
projects
reporting
in
I'm
happy
to
report
now,
we've
got
ninety
five
percent
of
projects
reporting
in
on
a
monthly
basis.
So
I
am
on
my
guys
to
stay
on
top
of
that
and
I
know
in
through
my
colleagues
and
the
other
clusters.
They
are
doing
the
same
to
drive
better
capital
delivery
performance,
you
know,
like
then
lose
shop.
D
Transportation
is
moving
the
marker
as
well,
so
as
as
deputy
city
managers
that
are
that's
what
we're
doing
as
CFO
I'm.
Basically
doing
the
same
thing
like
you
know,
I
I
do
look
at
this
and
I'm
worried
that
when
we
consists
consistently
have
five
to
ten
percent
delivery
in
the
first
quarter,
we
need
to
do
a
little
better.
So
we
are
looking
at
what
are
ways
that
we
can
do
to
start
getting
ahead
of
projects
earlier
and
not
just
have
it
to
wait
on.
D
Budget
being
approved,
which
is
you
know,
in
February
right,
there
are:
some
municipality-
have
gone
to
pre,
approving
portions
of
the
capital
budget
to
move
the
marker
for
what's
the
cook
sorry
good
Josie
has
also
worked
with,
with
the
divisions,
to
bundle
contracts
to
move
them
forward
faster
to
a
budget
projects
as
programs
and
move
those
entire
programs
faster,
as
opposed
to,
if
I've
got
no
ash
faulting
of
five
roofs
to
do,
let's
bundle
them
together
and
get
those
out
faster.
So
there
are
things
on
the
operational
side
that
we
are
doing
as
well.
E
D
If
the
spending
is
going
to
occur
right,
you
wouldn't
budget
in
15,
something
that
you
don't
think
you're
gonna
spend
and
in
20
until
2016,
because
it
just
makes
your
15
results.
Look
worse.
So
no,
so
we
were
a
cash-flow
budget.
We
budget
when
we
think
we're
going
to
expend
the
funds
and
q1
there's
a
we're,
always
behind
the
eight
ball,
because
no
the
budgets
not
going
to
get
approved
till
sometime
between
january
thirtieth
and
februari
thirties
and.
E
D
There
should
not
be
because,
in
preparation
of
the
budgets,
people
understand
that
the
budget
isn't
going
to
be
approved,
January
first,
so
they
should
be
taking
that
into
consideration,
and
you
would
hope
that
they
should
be
taking
them
to
consideration
the
development
of
in
the
corporation
and
the
numbers
of
the
budgets
that
they
put
together.
I
just.
F
May
add
I
mean
if
you
look
at
our
budget.
Almost
a
third
of
the
budget
is
funding,
that's
being
carried
for
it
from
the
prior
year,
where
they
haven't
completed
that
so
usually
in
that
first
quarter,
they're,
focusing
in
on
the
completion
of
the
projects
that
are
still
underway
as
they're
ramping
up
the
new
projects.
That
councils
are
proving
through
the
plan
so
and
with
multi-year
approvals
and
contracts.
There's
that
ability
to
keep
those
at
least
previously
approved
projects.
C
I've
already
asked
the
question:
you
didn't:
have
any
questions
and
I'm
just
I
love
the
dashboard
format,
love
in
it,
but
I'm
just
wondering
just
so
that
I'm,
clear
cuz.
You
know
what
counselors
are
going
to
look
at
they're,
going
to
swirl
through
them
and
look
at
parks
and
rec
as
counselors
loves
our
perks
capital.
C
Well,
it's
I'm,
just
anticipating
the
need
of
the
counselors
outside
this
committee.
When
you
see
the
red
in
parks
is
it
is
that
is
that
a
symptom
of
moving
to
the
dashboard
format
when
they
say
six
months
or
more
behind
and
therefore
we're
coloring
this
in
it
red
as
red?
Does
that
mean
six
months
behind
what
staff
hoped
they
would
do?
We
hope
to
have
this
off
the
ground
in
June,
or
is
it
because
they
haven't
started
it
now
and
they're
reporting
in
the
first
quarter?
C
C
Okay,
so
there
are
things
they
hope
to
be
doing
in
May
that
they
won't
so
this.
So
this
is
this
is
what
brings
you
back
to
and
it
it
relates
to
counselor
Campbell's
questions
I
I
long
for
the
days
when
we
were
adopting
capital
in
that
in
December
and
it's
a
big
to
go
back
would
be
a
big
shift,
but
it
does
address
that
symptom
and
how
difficult
would
it
be
to
look
at
doing
that
there?
C
It
has
there's
a
long
list
of
benefits
to
it
and
and
there's
I
know,
there's
hardship,
but
there
is
the
issue
of
first
of
all.
Councillors
can
actually
read
the
capital
program
and
understand
because
they're
not
being
overwhelmed
by
both
budgets
at
that
time,
but
it
does
allow
particularly
those
divisions,
and
maybe
you
could
speak
to
this,
where
there
has
to
be.
Even
though
we've
adopted
in
the
budget.
There
then
needs
to
be
follow-up
interaction,
I.
C
You
know,
I
spent
an
hour
yesterday
morning
with
two
members
of
staff
and
a
couple
of
project
champions
from
the
PB
pilot
before
they
could
proceed
with
a
small
project
that
was
adopted.
There's
there's
a
certain
amount
of
interaction
with
the
community
and
the
counselor
that
has
to
take
place
in
public
realm
unit
and
in
some
parts
of
transportation
in
pf
and
our,
and
if
we
top
the
budget
in
December.
Those
meetings
are
not
happening
in
April
and
May
they're
happening
in
january-february
and
the
tenders
out
in
March.
D
Through
you,
mr.
chair,
there
are
some
in
spans
that
do
that
they
tend
to
be
smaller.
Most
of
the
larger
municipalities
in
the
GTA.
Do
not
do
that
anymore.
The
complexities
around
the
capital
budget
and
how
it
drives
the
overall
financial
planning
is
huge.
So
if
you
look
at
our
budget
and
one
of
the
main
drivers
that
we're
saying
is
look,
we
got
this
huge.
It
was
22
billion
dollar
shortfall
over
ten
years,
you're
going
to
see
an
even
bigger
number
in
the
financial
plan,
because
we've
added
some
more
transit
projects.
D
You
need
to
look
at
that
in
the
context
of
the
wider
picture
and
come
up
with
the
fiscal
plan
and
a
financial
plan
around
the
entire
budget.
So
looking
at
one
piece
in
isolation
of
the
other
I
think
does
a
disservice
to
councillors
who
are
trying
to
manage
the
entire
city
and
see
what
are
their
priorities
and
capital
is
a
huge
driver
on
the
overall
budget.
D
So,
if
I'm
coming
to
you
in
December
and
saying
here,
approve
this
capital
budget
with
this
increase
in
debt
charges
and
CFC,
and
it
has
this
huge
tax
increase
or
tax
impact,
and
you
haven't
seen
the
other
part
of
the
budget,
the
operating
part.
How,
realistically,
how
can
you
make
that
decision?
So
I
think
it's
untenable
to
ring
to
bring
the
capital
budget
ahead
of
the
operating
I.
Think
council,
Council
budget
committee
executive
committee
need
to
see
both
pieces
together.
D
C
I
ask
one
follow-up,
though
then
I
hear
those
arguments
very
strongly
now,
but
if
we,
if
we
do
a
good
job
of
our
long-term
fiscal
plan,
we
do
a
good
job
of
the
city.
Manager's
biggest
wish
that
we
that
we
actually
turn
our
minds
to
our
funding
model.
If,
if
we
have
a
long-term
overall
picture,
much
more
nailed
down
and
adopted,
could
we
come
back
and
look
at
this,
then
I.
D
D
Know
he
can't
there
are
things
that
I
want
to
do
that
we
can
move.
The
marker
forward,
like
some
municipality
zuv,
have
done
moved
to
pre-approvals
of
the
capital
budget,
so
so
so,
for
example,
regular
programs
that
have
a
regular
aspect
to
them
like
road
resurfacing,
water
main
replacements
that
you
know
aren't
going
to
go
from
something:
20
something's
up
a
Lisa
move,
let's
pre-approve
a
quarter
or
a
third
of
that
budget,
so
that
you
can
move
up
on
on
tendering
and
be
ahead
of
the
game.
Yes,
that's
something
that
we
could
look
so.