►
From YouTube: Budget Committee - January 15, 2020 - Part 2 of 2
Description
Budget Committee, meeting 14, January 15, 2020 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17111
Part 1: https://www.youtube.com/watch?v=9z7bHHYxACY
Meeting Navigation:
0:06:44 - Meeting resume
A
We
are
all
here:
I've
got
quorum
anyway,
so
we're
gonna
begin.
We
have
one
more
presentation
from
Toronto,
Community,
Housing
and
I
believe
T's
TRC
a
it
has.
Is
there
anybody
here
from
TRC
a
okay,
great,
we'll
get
to
you
right
after
this
presentation?
I
appreciate
you
being
here.
We
do
have
some
questions
so
we'll
invite
TRC
a
folks
to
come
up.
Well
sorry,
what
am
I
saying,
Toronto
community
a
TCH
see
it
was
a
tea
in
there
somewhere,
Toronto,
Community
Housing
for
presentation
and
questions,
and
you
can
begin
whenever
you're
ready.
B
So
we
are
very
pleased
to
be
given
an
opportunity
to
present
for
those
of
you
who
don't
know.
This
is
the
first
time
that
TCH
sees
budget
has
been
formally
presented
to
this
committee
as
part
of
the
budget
process.
Over
the
past
several
years,
we've
been
working
very
closely
with
city
staff
to
bring
our
budget
and
operations
closer
to
the
city,
and
it's
my
hope
that
in
this
presentation
today,
you'll
see
a
big
step
forward
in
giving
council
a
transparent
view
of
this
critical
public
asset.
B
So
today,
we'll
take
you
through
the
budget
that
has
been
approved
by
our
board,
Toronto
Community
Housing
and
show
you
how
the
city's
proposed
2020
budget
is
one
of
the
best
things
that
has
ever
happened
to
Toronto
Community
Housing.
The
city
budget
proposes
to
establish
permanent
capital
funding
and
a
new
funding
formula
which
will
ensure
that
TCH
see
tenants
can
benefit
from
quality
service
in
well-maintained
buildings
for
the
foreseeable
future.
B
And
what
we
mean
by
that
is
that,
through
the
permanent
funding
model,
we
will
be
receiving
160
million
a
year
in
capital,
complemented
with
the
1.34
billion
through
the
federal
government's
Co
investment
fund.
It
means
that
for
the
first
time
ever,
Toronto
Community
Housing
has
a
fully
funded
capital
plan
and
we'll
be
able
to
see
us
bring
all
of
our
portfolio
back
to
a
state
of
good
repair
by
2026.
B
Also
through
the
permanent
funding
model,
we
have
long
term
sustainable
funding
for
operations.
So
both
sides
of
the
equation
are
covered
through
the
permanent
funding
model,
both
operations
and
capital,
and
will
enable
us
to
serve
our
tenants
into
the
future.
So
I'd
like
to
start
on
slide,
4
talk
a
little
bit
about
who
we
serve
were
the
largest
landlord
in
Canada,
with
around
110,000
tenants
at
any
given
time.
Our
tenants
live
in
every
ward
in
the
city,
89%
of
them
pay
rent
tied
to
their
income
down
to
a
minimum
possible
rent
of
$85
a
month.
B
The
remainder
of
our
tenants
pay,
affordable
housing,
rents
and
overall,
the
median
household
income
of
our
tenants
is
less
than
$19,000
per
year.
At
its
most
basic
TCH,
C
is
in
the
business
of
providing
housing
to
low-income
families
at
a
very
low
cost.
We
pursue
this
goal
through
a
range
of
customer
service
activities.
B
Slide
6
provides
the
most
detailed
list
of
these
activities
and
speaks
to
how
we
plan
to
monitor
our
performance
going
forward.
Our
tenants
deserve
and
expect
quality
housing
and
quality
service
from
TCH
C,
and
we
are
actively
organizing
our
team
around
that
goal.
With
permanent
funding
in
hand,
our
board
approved
a
restructuring
that
the
company
is
currently
engaged
in,
aimed
at
d
centralizing,
how
we
provide
service
and
bringing
service
closer
to
our
tenants.
B
We've
begun
implementing
a
corporate
performance
measurement
system
that
we
call
service
quality
indicators.
We
have
reported
over
the
years
on
business
metrics
service
quality
indicators
are
the
first
time
that
we
will
be
measuring
at
a
very
granular
level.
Our
tenants
view
of
the
service
that
we
provide
frontline
staff
will
do
an
assessment.
How
clean
our
buildings,
how
well-maintained
our
buildings?
What
tenancy
management
service
do
we
provide?
How
are
we
doing
at
safety
and
community
support
when
we
have
tenant
leadership
in
play?
B
We
are
hosting
a
company-wide
election
April
16th,
with
tenant
leadership
in
play
early
in
the
spring.
We
will
also
engage
tenants
at
a
very
granular
level
at
a
building
level
in
in
reviewing
the
quality
of
service
that
we
provide
and
where
there's
a
discrepancy
between
what
frontline
staff
believe
they're
delivering
at
what
tenants
are
receiving
will
be
out
in
those
buildings.
Bringing
those
buildings
back
up
to
standard
and
the
fact
that
we
have
adequate
funding
both
capital
and
operating
will
enable
us
to
do
that.
B
C
It's
on
it's
on
so
under
building
operations,
recognizing
that
tenants
are
not
in
only
in
our
buildings,
from
nine
to
five.
We
are
expanding
weekend:
superintendent,
cleaning
and
maintenance
services.
We're
going
to
be
investing
in
pest
mitigation
to
prevent
property
damage
and
utilities
mean
one
of
our
highest
expenses.
We're
going
to
invest
in
energy
retrofits
to
reduce
rising
cost
of
utilities,
consumption
in
the
area
of
tenant
services,
as
Sheila
had
mentioned,
we
will
we
are
going
through
a
restructuring
and
we're
going
to
decentralize
operation.
C
So
currently
we
have
thirteen
operating
units
we're
going
to
decentralize
to
over
90
hubs
at
local
sites,
and
this
is
we're
going
to
provide
training
and
support
our
frontline
staff
to
address
tenant
and
building
needs
locally.
As
a
result,
it'll
be
more
quickly
provide
tenants
with
a
single
point
of
contact
at
their
buildings
and
we're
going
to
establish
a
new
tenant
resolutions
office
and
reestablishing
the
role
of
CEO
o
to
oversee
the
implementation
of
this.
C
In
addition,
under
tents,
services
is
implementation
of
this
integrate
seniors
model
in
in
eighteen
buildings
as
phase
one
community's
safety
and
supports
we're
going
to
expand
our
VRP
and
partner
with
TPS
and
local
agencies
to
develop
youth
action
programs
to
engage
high-risk
use
and
we're
going
to
continue
to
improve
safety
by
increasing
the
presence
of
officers
on
our
priority
sites
under
Building
repair
and
development.
Capital
continue
working.
C
The
building
capital
repair
plan
to
achieve
a
facility's
FCI
of
10
percent
by
2026
continue
to
invest
in
energy,
retrofits
and
accessibility,
accommodations
of
20%
of
our
units
by
2028
and
common
areas
by
a
hundred
in
130
buildings
in
development,
we're
going
to
continue
with
our
revitalization
in
our
revitalization
communities
and
looking
at
the
numbers,
we
have
a
635
million
dollar
operating
budget
for
2020.
It's
a
balanced
budget.
C
That's
board
approved
20,
we're
seeing
high
levels,
22
point:
1
million
dollar
increase
in
revenue
and
thirty
six
point:
seven
million
dollar
increase
in
expenses
over
the
2019
projected
actuals
I'll
go
into
more
details
in
the
next
few
slides.
One
of
the
other
items
to
highlight
is
the
2019
projected
actuals
are
coming
in.
We're
projecting
a
surplus
of
close
to
fifteen
million
dollars,
primarily
this
is
due
to
higher
residential
rents
that
we've
received
from
tenants
how
our
budget
is
funded.
C
Funding
from
operations,
funding
for
operations
for
TCH
primarily
comes
from
two
sources:
it's
residential
rent
and
the
city
subsidy.
So
residential
rent
is
three
hundred
forty
three
million
of
the
385
that
you
see
as
coming
from
TC
HC
and
then
the
city
subsidy
is
the
two
351
as
coming
in
through
the
permanent
funding
model
for
TC
H.
That
provides
a
level
funding
based
on
seventy
five
percent
of
average
market
rent,
and
this
will
be
adjusted
by
cost
factor
annually.
C
Using
this
new
funding
model,
TC
HS
subsidy
increases
from
two
hundred
thirty
nine
forecasted
in
2019
to
two
hundred
fifty
one
in
2020.
On
the
capital
side,
the
new
funding
model
allocates
one
hundred
and
sixty
million
dollars
towards
capital
on
the
base
base
budget.
This
is
to
maintain
our
services.
Revenues
increased
by
twenty
two
point:
1
million
dollars.
C
The
increase
is
mainly
due
to
the
city
subsidy
as
a
result
of
the
new
funding
model
and
residential
rent
increasing
as
a
result
as
we're
seeing
tenants,
income
increase
and
their
grant
is
calculate
based
on
percent
of
their
income
and
for
the
market
units.
It's
based
on
the
entries
of
the
ministry
guidelines
on
the
expenditure
sites,
15
point
1
million
dollar
increase
primarily
due
to
utilities
expenses
increasing
as
we're
seeing
rate
increases
in
hydro,
gas
and
water,
and
also
the
mortgage
P&I
is
increasing
as
we
take
on
the
new
loans.
C
Particular
one
of
them
is
the
CMHC
loan
for
2020
as
part
of
our
2020
budget
process.
We've
also
identified
efficiencies,
and
these
savings
are
reinvested
back
to
improve
services.
To
our
tenants.
Several
items
to
highlight
here
is
eleven
point:
eight
million
dollars
of
efficiencies
through
management
streamlining
as
part
of
the
restructure.
We
did
eliminate
several
head
office
management.
C
This
results
in
savings
of
1.93
million
under
IT
modernization,
we've
saved
from
retiring,
inefficient
legacy,
softwares
and
we've
also
reduced
software
licensing
costs
as
a
result
of
consolidation,
and
we
renegotiate
some
of
our
software
license
contracts
and
energy
efficiency
ads.
We're
making
the
capital
improvements
into
our
buildings,
theirs
we're
going
to
be
seeing
you
fish
more
energy-efficient
capital
improvements
and
we're
going
to
be
doing
tenant
education
to
improve
energy,
to
drive
energy-efficient
behavior.
C
Moving
on
to
what
we
are.
New
programs
and
investments
for
2020,
keep
in
mind
our
investments
for
2020,
our
focus
on
the
outcomes
that
we
had
mentioned
beginning
where
tenants
receive
consistent
service
to
meet
their
needs,
they
feel
safe
in
their
communities
and
they
benefit
from
quality
homes.
So,
keeping
these
in
mind,
these
are
the
certain
new
service
enhancement
that
we
are
investing
in
2020
under
demand.
Maintenance,
we're
renewing
demand
maintenance
contracts.
These
are
due
to
expire
this
year,
we're
seeing
double-digit,
increases
and
new
contracts
that
are
coming
online.
C
Enhanced
frontline
operations,
though
this
is
due
to
the
restructuring
where
we're
increasing
staff
coverage
in
communities
based
on
need
and
we're
decentralizing
operations
to
enable
frontline
staff
to
address
tenant
and
building
needs
more
quickly.
Expanding
evening
superintending
weekend
superintendents
a
pest
medication
I
mentioned
before
that
comes
at
a
price
tag
of
1.2
million
dollars,
fire
safety
inspections.
This
is
two
initiatives.
We're
going
to
do
is
to
support
preventive
maintenance
on
fire
life
safety.
These
are
required
by
fire
code
regulations
and
then
expansion
of
our
fire
of
our
violence
reduction
program.
C
There's
going
to
be
two
initiatives
related
to
violence
reduction
program,
one
under
the
CSU,
where
we're
expanding,
put
putting
in
temporary
third
party
security
at
high
incidence
sites
until
our
special
constables
can
be
trained
to
bring
on
full-time
as
well
as
we
have
TCS
our
youth
programs,
which
we're
going
to
target
twenty
six
thousand
youths
living
in
tcht.
Where
we're
going
to
expanding
the
existing
youth
programs
to
address
employment
addiction,
mental
has
health
services
to
engage
the
high
Ritz
use.
The
final
item
on
that
is
the
3.7
million
dollars
for
the
seniors
integrated
service
model.
C
C
Our
10
year,
capital
plan
is
3.4
billion
dollars
over
10
years
for
2020.
Our
capital
budget
is
481
million
dollars,
350
million
for
building
capital,
repair
and
131
for
development,
in
terms
of
where
the
money
comes
from
for
tches
building
capital
repair
program.
2020
is
a
turning
point
for
the
company,
because
we
now
have
a
fully
funded
ten-year
program
where
we
have
identified
and
confirmed
sources
of
funding
which
allows
us
to
make
longer-term
strategic
decisions.
C
As
mentioned
earlier
as
part
of
the
permanent
funding
model,
the
city
subsidy
to
CCHD
will
include
160
million
dollars
annually
for
the
building
repair
program.
Also
in
partnership
with
the
federal
government,
we
finalize
the
loan
agreement
with
TC
HC
at
the
end
of
2019.
That
provides
one
point:
three
four
billion
dollars
over
the
next
nine
years.
So
this
is
a
combination
of
loans
and
grants
about
500
million
is
the
grant
component
and
800
million
dollars
is
alone.
C
C
This
save
good
repair
backlog.
This
just
give
us
an
app
shot
of
the
10
year,
accumulate,
backlog
and
you'll
see
over
the
next
10
years.
The
backlog
does
come
down
to
from
1.6
to
1.2
billion
dollars.
It's
16.3%
FCI
right
now
we're
driving
down
to
10
percent
acceptable
level.
It
will
never
go
to
zero
because
it's
tempered
we're
living
with
the
we
believe
the
10%
is
a
fair
indicator
and
I
think
that's
I
will
open
the
floor
up
to
questions.
D
Thanks
so
the
the
the
issue
of
the
security
span
were
putting
in
third-party
security,
training,
special
constables,
but
I'm
wondering
if
there's
also
an
interaction
going
on
in
the
additional
full
police
officers.
What
we
asked
is
that
there
would
be
more
youth
policing
going
on
more.
You
know,
community-based
neighbourhood
officers
and
often
they're,
based
in
such
a
way
that
they're
able
to
cover
and
interact
with
youth,
primarily
in
larger
tcht
complexes.
So
are
they
part
of
this
plan,
or
are
we
just
hoping
in
these
high
incidence
sites
to
put
more
special
constables?
B
D
D
Yeah,
okay
and
the
other
thing
is
going
into
capital
in
terms
of
the
state
of
good
repair,
there's
their
state
of
good
repair
and
then
there's
coordinated
coordination
of
capital
such
that,
along
with
repairing
things
that
have
fallen
into
disrepair.
We're
also
looking
at
a
design
issue
that
was
part
of
the
problem
long
ago.
Is
that
work
going
on
so
that
if
we're
spending
this
much
money,
we're
also
addressing
some
of
the
flaws
and
design
that
create
the
problems?
Correct.
B
So
my
history
told
me
that
when
Toronto
Community
Housing
properties
were
built
under
whatever
government,
the
majority
of
them
were
built
mean
so
that
people
didn't
get
too
comfortable
in
housing
yeah
and
as
we
go
through
and
do
deep,
retrofits
in
towers.
We
are
addressing
those
aspects.
So
we
take
care
of
the
clotting,
the
windows,
the
systems,
the
elevators,
but
we
also
have
a
hard
look
at
common
spaces
and
how
tenants
Rea
utilize
on-site
and
and
how
they
use
the
exterior
spaces
that
also
provide
Community,
Development
and
a
way
for
tenants
to
come
together.
E
D
The
in
the
in
the
cut
we
recently
had
a
conversation,
we're
working
on
that
that
project
in
in
my
high
incident
problem,
site
and
I
use
this
as
an
example,
but
it's
also
one
that
I
specifically
want
solved
it's
a
design
issue
as
much
as
anything.
There
is
a
beat-up
laundry
room,
but
the
biggest
problem
with
that
laundry
room
is
it?
Has
this
unsecured
access
to
the
street
right?
D
So
it's
a
very
attractive
place
and
then
within
it,
without
supervision,
the
supply
room
you
can
also
get
into
and
just
I,
don't
and
and
and
lion
weight
sort
of
thing.
So
something
like
that
would
require.
We
have
to
get
rid
of
this
outside
entrance
or
secure
it
or
something
like
that.
That
would
be
an
add-on
to
stay
to
go
to
repair,
but
it'll
still
get
addressed
as
you
go
along.
That's.
B
D
If
you're
going
to
be
moving
into
complexes
around
the
map,
speeding
up
the
rate
at
which
you
do
sort
of
state
of
good
repair,
but
at
the
same
time
decentralizing
who's
sort
of
supervising
that
site
will
they
get
a
little
training
on
what
you
do
when
the
capital
crew
comes
on
site
and
what
your
capital
schedule
is
in
this
area,
so
that
they're
ready
to
help
the
tenants
through
it.
Even
though
there's
sort
of
a
new
decentralized
type
of
staff,
so.
B
B
D
F
We
have
new
funding
introduced
and
supports
for
tron
community
housing.
We've
also
found
efficiencies
and
savings
on
the
operating
side.
We're
looking
at
the
state
of
good
repair,
we're
driving
that
down
I'm
wondering
if
any
of
the
savings
on
the
operational
side
have
also
been
translated
to
the
capital
side.
C
At
this
point,
the
surplus
will
not
so
the
operation
side
will
continue
to
be
on
the
operation
side.
This
capital
funding
is
segregated
and
that's
fully
funded
already
through
the
160
plus
the.
So,
if
you
look
at
the
subsea
in
total,
I
would
say
yes
because
there's
160
as
part
of
the
city,
subsidy,
permanent
funding
model
does
go
towards
capital.
Okay,.
F
F
F
F
So
we're
on
the
right
track
there
10%.
We
want
to
be
good
news
story.
Can
you
tell
us
if
there's
allocation
in
2024
TCH
to
make
submissions
on
future
housing
now
calls?
That
was
something
that
we
talked
about
having
a
submission
from
public
providers
public
bids,
we
discuss
that
at
Council
wondered
if
that's
contemplated
at
all
in
the
2020
budget,
so.
F
B
F
B
F
B
E
Through
the
chair,
I
just
want
to
clarify,
the
council
did
approve
a
new
revitalization
framework
for
TCH
see
and
they
asked
that
the
Housing
Secretariat
take
the
lead
when
TC
HC
is
doing
a
revitalization
are
looking
at
in,
fills
to
see
if
there
is
an
opportunity
to
build
additional,
affordable
rentals
on
those
sites.
So
it's
good
that
process
has
been
kicked
off
through.
F
Fair
enough
and
then
I
guess
last
question
2019.
In
addition
to
tenants.
First
and
we've
talked
about
in
council,
Carol's
questions
the
decentralization
of
the
operations
big
play
there
on
page
8.
It
notes
that
we're
hiring
116
front
lines,
uch
staff.
Do
you
ever
break
down
of
how
many
of
those
staff
will
be
deployed
or
where
they'll
be
deployed
throughout
the
decentralized
model?
Yes,.
B
G
B
G
B
G
G
What
looked
at
additional
things
beyond
the
seniors
integrated
reducing
the
vacancy
rates
in
the
seniors
integrated
service
model,
particularly
around
a
waitlist
and
reducing
vacancy
rates
outside
of
the
seniors
integrated
service
model?
What
what
are
we
doing
to
address
the
Auditor
General's
Council.
B
I'm
really
pleased
to
report
that,
as
of
December
31st,
the
company
is
running
at
one
point:
seven,
six
percent
vacancy
rate,
which
is
the
lowest
that
we've
ever
seen
we're
down
under
a
thousand
vacant
units.
The
majority
of
those
are
in
one
two
and
three-bedroom
units
that
are
being
consumed
as
we
address
the
over
housed.
Waitlist
we've
got
about
two
hundred
and
twenty
vacant
bachelors
that
we
are
working
with
shelter,
support
and
housing
on
a
strategy
to
fill
those
effectively.
G
G
C
G
B
B
G
E
B
E
As
far
as
the
repairs
of
our
some
of
our
buildings
that
are
beyond
repair,
some
of
them
are
sold
like
do
we
like
what
do
we?
What
are
we
doing
about
these
buildings?
Are
we
looking
at
maybe
possibly
a
redeveloping
and
and
and
building
you
know
new
communities,
because
some
of
these
buildings
for
spending
millions
of
dollars
and
repairs
and
really
what
it
comes
to
a
point
where
it's
even
beyond
that
we're
just
throwing
away
money,
and
so
do
you
have
a
list
of
what
buildings
were
looking
at
yeah.
B
We
don't
and
generally
you
know,
if
a
high-rise
building
with
a
concrete
frame,
anything
above
8
storeys,
you
can
do
a
deep
retrofit
on.
You
know,
work
on
the
ground
plane,
get
the
ground
surface
community
support
working
better.
You
can
replace
clotting
windows
systems,
bring
the
towers
back
up
into
shape
where
we
have
the
biggest
issues,
with
the
condition
of
facilities
and
stick-built
townhouses
mm-hmm
like
fur
growth
right
so.
B
B
E
C
E
A
A
G
And
they
should
be
relatively
quick.
Most
of
them
have
to
do
with
the
provincial
changes
to
the
conservation
authority
mandate.
I'm
trying
to
recall
the
bill
name
gets
there,
changes
to
the
Planning,
Act
I,
guess
they're,
just
calling
it
in
in
the
report
I'm
wondering
how
that
has
impacted
the
2020
budget.
H
First,
it's
referred
to
in
this
document
is
bill
108
in
terms
of
how
it
sits
and
the
provincial
funding.
As
you
may
remember,
last
year,
when
we
came
to
talk,
our
transfer
payment
had
been
cut
in
half
to
the
tune
of
about
$400,000,
and
we
had
found
that
money
within
our
budget.
So
we
tried
to
find
some
efficiencies
to
make
that
up.
H
G
G
D
H
Was
playing
catch
up
for
a
few
years
yeah
so
for
this
year,
I
believe
the
catch
up
is
about
two
hundred
thousand
dollars
and
changed
yeah
for
the
next
two
years.
It's
about
seven
hundred
thousand
dollars
and
change,
and
then
with
that
you
would
then
be
caught
up
with
the
other
municipalities.
Okay,.
D
And
so
then,
the
only
other
thing
there
there
will
be
pressure
fade
if
all
the
municipalities
funded
the
way
we
do
out
of
Toronto
water
and
Toronto
waters
capital
program,
big
reliance
on
on
development
charges.
Are
there
any?
Are
there
direct
impacts
from
bill
108
for
her
TRC
air,
or
only
if
the
municipalities
themselves
have
development
charge,
impacts
from
the
changes
in
bill
108.