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From YouTube: Budget Committee - December 14, 2017 - Part 1
Description
Budget Committee, meeting 39, December 14 - Part 1
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12852
Part 2: https://www.youtube.com/watch?v=ysWn7H7pDVA
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A
Can
I
have
everybody
take
the
seats,
please?
We
are
about
to
begin
the
meeting
I'd
like
to
welcome
everybody
to
the
resumption
of
the
39th
Budget
Committee
meeting
and
welcome
all
members
of
the
committee
and
public
as
usual.
You
can
watch
us
on
YouTube
at
Toronto,
City
Council
live
or
you
can
go
onto
your
tablet
or
smartphone,
eternal
CA
/
council.
A
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act,
seeing
none
just
want
to
go
over
what
we
have
done
and
what
we'll
be
doing
over
the
next
couple
of
days
we
have
been
listening
to
presentations
from
the
city,
divisions
and
agencies.
We
went
through
cluster
a
on
Tuesday
today
in
public
health.
A
Also,
today,
we're
going
to
be
hearing
from
the
for
accountability
offices,
the
TTC
and
cluster
be
details
of
the
division
agencies,
budgets,
they're
odd,
that
we
have
the
preliminary
budget
notes
that
are
online
and
there's
also
copies
of
the
budget
notes,
presentations
that
they'll
be
given
to
us
today.
Now
I've
asked
as
in
years
past,
some
divisions
will
have
presentations,
others
won't
and
they'll
just
be
questions
I.
A
Think
today,
we'll
have
a
presentation
on
cluster
B
and
also
on
TTC
at
the
end
of
today's
presentations
and
questions
we're
going
to
reconvene
tomorrow
morning
and
then
we'll
have
one
more
meeting
on
Monday
to
finish
up.
All
of
the
presentations
also
want
to
remind
everyone
or
councillors
that
if
you
have
any
budget
briefing,
note
motions
that
you
want
to
table,
please
get
it
into
the
clerk
as
soon
as
possible
and
give
the
clerk
permission
to
share
those
with
myself
and
staff.
A
B
Good
morning
to
you,
it's
a
small
matter
of
a
subway
official
opening
tomorrow,
revenue
service
on
Sunday
so
hope
to
see
as
many
of
you
as
possible
on
Sunday
for
the
official
opening
six
beautiful
new
stations,
the
culmination
of
literally
years
of
hard
work,
so
we're
very
proud
of
it
and
councillors.
I
did
give
the
chair
the
budget
chief.
My
apologies
I-
must
leave
unfortunately
by
10:15,
but
my
colleagues
will
still
be
here
if
you've
still
got
any
outstanding
questions
at
that
stage,
and
so
I
might
start
mr.
B
budget
chief,
just
with
some
quick
intros
I
think
you
know
my
colleagues
anyway
to
my
left
here.
His
Stephen
Conforti
who's,
the
head
of
Treasury
and
a
head
of
Finance
and
treasurer
for
the
TTC
to
Steve's
left
is
our
CFO
terrible.
We've
also
got
some
well
he's
disappeared,
Rick
Larry,
he's
coming
he's
here
somewhere
bit.
Leery
is
the
incoming
interim
CEO,
who
will
take
over
from
me
on
the
23rd
of
this
month
when
I
finished
my
last
day
being
the
22nd,
and
so
the
official
opening
is
tomorrow
invite-only
budget
and
politicians
of
media.
B
The
offenders
and
house
on
Saturday
afternoon
at
Finch,
West
and
the
and
then
the
public
opening
is
on
they.
Okay,
so
the
t
way
says
he
opens
to
the
public
on
Sunday
and
so
rich
Rick.
Some
way,
I
think
he
just
had
to
go
and
talk
to
the
mayor's
office,
and
then
we've
got
Alex
over
there
and
Jennifer
from
our
finance
team
as
well
and
I,
just
like
to
say.
B
That
I
believe
meets
the
city,
manager's
instructions
and
your
instructions
as
budget
chief,
we'll
deal
with
objects
first
and
we'll
come
on
to
capex,
with
our
pecks
we're
delivering
a
budget
that
if
you
took
out
the
impact
of
previous
years
or
prior
year's
decisions
such
as
opening
the
TYC,
which
obviously
comes
at
a
cost,
with
six
more
stations
such
as
prior
year,
decisions
around
the
collective
bargaining
agreement
and
the
introduction
of
presto.
This
budget
would
actually
be
14
million
less
than
last
year.
B
So
I
think
that's
a
key
point
and
we've
also
worked
really
hard
on
headcount.
Obviously,
headcount
needs
to
go
up
for
staffing,
six
new
stations
and,
but
actually
we've
been
very
thrifty
on
headcount
and
I.
Think
you're
you'll
be
pleased
with
what
you
see
within
the
document,
so
the
actual
subsidy
ask
and
if
we
draw
on
the
State
Fair
Stabilization
Reserve
is
an
additional
twenty
three
million
dollars,
which
I'd
say
is
the
best
that
we've
ever
achieved.
But
that
said,
we're
being
responsible,
we
maintain
service
levels.
B
We
have
built
a
budget
around
what
we
believe
to
be
the
predicted
ridership
number
and
don't
forget.
There's
also
no
fare
increase
as
an
offset
against
some
of
our
cost
pressures.
There's
no
fare
increase
for
2018,
so
those
are
the
headlines
and
here's
Rick
Rick
will
be
taking
over
CEO
from
the
23rd
I
think
we're
ready
to
go
we'll
go
through
our
pecks
first.
Thank
you.
Thank.
C
So
our
first
slide
just
outlines
for
you,
the
service
delivered
by
both
TTC
conventional
as
well
as
wheel,
trans,
okay,
sorry
just
getting
caught
up
here.
We
are,
though,
engaging
with
the
city
for
as
part
of
the
2019
budget
process,
to
try
to
bring
some
simplifications
to
this
busy
chart.
But
for
now
this
outlines
all
of
the
key
services
delivered
by
our
various
areas
from
a
high
level,
the
capital
asset
value
to
deliver
the
city's.
The
services
that
the
TTC
provides
to
the
city.
D
C
C
Our
staffing
trends
for
conventional
you'll
see
in
prior
years
it
was
largely
the
additions
were
added
for
to
accommodate
for
a
ridership
growth
in
2017.
They
were
mainly
driven
by
the
opening
of
the
tys
SE
and
then
for
2018
and
we'll
go
into
some
more
detail
in
later
slides
you'll
see,
there's
a
reduction
of
120
operating
positions
as
a
result
of
various
changes
which
will
take
you
through
them
in
2019.
C
So
in
the
last
quarter
our
groups
been
working
hard
to
fill
their
various
vacancies
and
for
operating
it's
going
to
be
0.9
is
the
current
estimates
for
operating
positions.
However,
we
continue
to
face
challenges
on
the
capital
side
to
fill
those
vacancies
just
because
of
the
skills
that
are
required
in
those
various
positions.
But
we
are
looking
at
ongoing
initiatives
and
including
apprenticeship
programs
to
address
those
gaps.
C
So
our
key
service
accomplishment
there's
been
many
and
I
know.
Andy
spoke
at
our
last
board,
many
meeting
on
them
just
to
name
a
few.
Obviously
the
TTC
was
named
North
America's,
best
transit
agency
for
2017.
So
that's
the
top
on
the
list.
But
equally
as
epic
is
the
opening
of
our
new
tu
ISS
c6
station
subway
on
Julie
I
guess
tomorrow.
B
C
Operating
budget
variance
as
of
October
31st
2017
year-to-date,
were
at
70
7.2
million
under
and
the
key
drivers
to
that
are
listed
here
on
the
slide,
including
the
stabilization
redraw.
No
stabilization
draw
14
million
dollars
and
then
on
TCC
expense
side.
There's
some
good
news
stories.
There
we've
had
improved
labor,
sorry
improved
vehicle
maintenance,
so
our
vehicles
are
turning
out
to
be
a
lot
more
reliable
than
we
originally
budgeted
and
that
resulted
in
a
savings
of
11
No.
C
So
key
issues
and
challenges
for
2018
and
beyond
for
the
current
year
budget.
Probably
your
decisions
as
Andy
was
saying,
as
well
as
the
legislative
bill.
148
impact
accounts
for
37
million
dollars
of
our
pressures
and
you'll,
see
later
on
that,
ultimately,
we've
been
able
to
bring
that
down
for
a
net
additional
subsidy
ask
of
a
little
over
twenty
three
point:
six
million.
C
So
essentially,
we've
cut
a
great
deal
out
of
our
2018
budget,
but
the
challenges
obviously
are
continuing
to
maintain
service
levels
and
accommodate
the
ridership
demand,
and
we're
also
continuing
to
luck
to
find
predictable
and
sustainable
long-term
funding
to
support
current
operation
and
future
growth
from
a
wheel
trans
perspective.
The
main
issue:
there
is
the
ao2
legislative
changes
in
implementation
of
the
family
of
service
model
and
our
challenges
again
are
continue
to
accommodate
the
increase
in
ridership
growth
demands
our
service
objectives
and
key
priority
actions
for
the
conventional
system.
C
Again,
we've
got
ridership
growth
as
being
our
key
service
objective
first,
followed
closely
by
enhancing
the
customer
experience,
as
well
as
our
to
our
financial
sustainability
and
the
action
items
to
address
these.
Our
ridership
growth
strategy,
which
is
coming
to
our
January
board
strategy,
meeting
complete
our
transition
to
presto
and
then
continue
with
our
various
business,
modernization
and
transformation
initiatives,
a
wheel,
trans
perspective,
key
service
objectives,
they're
accommodate
growing
ridership
demand,
facilitate
spontaneous
trip
making
and
the
to
address.
C
C
The
business,
modernization
and
transformation
initiatives-
everyone
should
be
aware
of
these,
which
is
to
highlight
them
from
TTC
conventional
service
perspective.
We've
got
ATC
octo,
the
new
station
model,
the
implementation
of
presto
and
then
the
vision
and
si
P
modernization
initiatives
and
with
wheel
trans
and
it's
our
family
of
service
model,
so
we'll
get
into
the
details
of
our
operating
budget.
But
we,
you
know,
as
I
said
as
I
mentioned
just
a
few
minutes
ago.
C
C
The
next
item
is
the
bill.
148
right
now,
we've
included
just
a
minimal
provision.
A
4.1
million
and
that
number
was
calculated
based
on
the
number
of
employees
that
took
to
emergency
days,
unpaid
in
2016.
So
then
we
assume
that
all
those
those
people
were
more
likely
than
not
to
take
them
in
2018.
Now
that
they're
paying,
but
just
to
give
you
the
scope
of
the
exposure
based
on
available
data
that
we
have
the
potential
cost
and
productivity
lost,
could
be
as
high
as
17
point.
C
6
million
and
again,
we've
we've
shaved
a
lot
of
our
base
budget
and
there's
obviously
going
to
be
a
potential
pressure.
If
the
current
trends
do
not
continue
into
2018
and
some
of
the
items
of
you
know,
our
higher
average
fare
we've
assumed
three
point:
two
cents
in
our
2018
budget
we've
assumed
that
there's
going
to
be
continued
reduction
in
benefit
claims.
C
So
this
slide
just
really
highlights
for
the
committee
where
the
money
goes
over.
Ninety
two
percent
goes
to
our
TTC
conventional
service,
with
eight
percent
going
to
wheel
trans
and
where
does
the
money
come
from
sixty
four
percent
from
user
fees?
Thirty,
six
percent
from
property
taxes.
Excuse
me
in
a
minor
a
little
bit
less
than
a
percent
from
the
transfers
from
capital.
C
So
from
a
high-level,
the
2018
preliminary
operating
budget,
we're
asking
for
an
additional
subsidy
of
twenty
three
point:
six
million
just
to
highlight
again
thirty
seven
point:
five
million
of
it
results
from
prior
year
decisions
and
lettuce,
legislative
changes
as
I've
outlined
on
slide
before,
but
twenty
five
point
three
million
is
tu
is
SC.
Presto
is
eight
point:
two
million
and
bill
148.
The
minimum
has
been
assumed,
they're
four
point
one.
So
all
other
items
result
in
a
net
reduction
of
fourteen
million
again
without
impacting
service
and
with
no
fare
increases
and.
B
C
So,
where
our
key
cost
drivers
again
you'll
see
at
the
top
there
they're
comprised
of
tys
SE
and
presto
some
other
items
to
note.
There
are
the
CBA
impact
from
prior
year
up
to
March,
which
is
the
end
of
the
current
CBA,
a
six
point,
seven
million
and
then
the
other
one
to
highlight
in
that
table.
There's
the
14
million
dollar
reversal
of
Stabilization
Reserve,
and
then
we
also
want
to
highlight
them
in
the
initial
budget
that
was
submitted
in
June.
C
So
what
actions
did
we
take
since
the
June
submission,
because
I
should
highlight
on
that
last
slide,
that
the
total
base
changes,
as
of
for
initial
submission,
was
about?
86
million
dollars
was
the
cost
drivers
and
pressures,
and
then
since
then-
and
you
know
the
budget
that
was
submitted
to
you,
we
identified
a
further
sixty
two
point:
four
in
reductions,
efficiencies
and
bridging
strategies
to
reduce
that
pressure
to
twenty
three
point:
six
million
dollars
and
the
key
items
there.
The
first
bucket
relates
to
revise,
forecast
and
cost
estimates.
C
They
totaled
a
reduction
of
fifteen
point
nine
million.
The
next
bucket
were
just
expenditure
reductions
identified
following
the
June
twelfth
submission
they
totaled
thirteen
point,
four
million
from
our
line-by-line
review.
There
was
further
reductions
of
fifteen
point,
six
million,
and
so
that
came
to
a
total
of
base
expenditure
changes
of
reduction
of
forty
four
point:
nine
million
dollars.
Then
we
had
a
couple
of
base
revenue,
changes
of
fourteen
and
a
half
million,
and
then
the
last
group
is
service
efficiencies,
mainly
in
our
materials
and
procurement
group,
of
close
to
three
million.
C
C
The
next
box
really
summarizes
for
you
that
fourteen
million
dollars
so
essentially
we
found
a
net
51
million
in
reductions,
which
is
equivalent
to
point
four
of
our
2%
of
our
2017
budget
and
again
assumes
no
fair
increases
and
we're
maintaining
our
service
levels
from
a
position
perspective,
and
this
is
also
broken
down.
In
a
later
slide.
We've
taken
out
a
net
12
or
a
decrease
in
net
12
positions,
which
represents
120
operating
positions
that
were
reduced,
and
that
was
offset
by
an
increase
of
108
temporary
positions
to
support
our
capital
delivery.
C
From
2018
complement
change,
how
do
we
come
up
with
the
net
12
reduction,
the
Collector's
reduced
requirements
for
presto?
That's
51,
the
lower
construction
for
service
augmentation.
This
relates
the
Eglinton
crosstown
and
ultimately,
the
amount
of
augmentation
bus
augmentation
service
that
was
required
is
lower
than
what
was
initially
anticipated.
C
The
alignment
to
2017
service
levels
is
mainly
driven
by
the
delays
in
streetcars,
our
new
streetcars,
low-floor,
streetcars
and
obviously,
with
the
delays.
We
didn't
need
as
many
operators
and
then
the
last
one
was
the
tys
SCS,
the
26
new
positions
and
then
the
hundred-and-eight,
which
is
the
temporary
positions
to
support
our
capital
delivery.
C
Where
are
we
for
2019
20
he'll,
see
for
2019?
The
subsidy
asked
is
sixty
eight
point,
eight
million
dollars
and
if
we
look
at
the
detail,
the
first
item
there's
reversal
of
stabilization
in
reserve,
because
obviously
that's
a
one-time
funding
for
2018.
If
it's
taken
on
the
next
key
drivers,
presto
fees
and
that's
assuming
a
full
year
of
a
hundred
percent
adoption,
the
total
fees
payable
to
presto
will
be
31
point
three
million
and
you've
got
your
economic
factors
at
34
point
six
million.
C
But
with
the
full
adoption
of
presto,
we
will
Rep
Naiya
savings
of
13
million
relating
to
the
elimination
of
legacy,
fair
media,
and
he
had
a
big
driver
there
in
2019
is
the
projected
again
ridership
increase
as
it
relates
to
wheel,
trans
in
2020
and
the
net
subsidy.
Ask
is
thirteen
point:
three
million
and
the
table
starts
off
with
the
net
savings
relating
to
opto
of
twelve
point
four
million.
But
then
that's
going
to
be
offset
when
we
open
up
the
new
bus
garage
with
estimated
cost
of
eleven
point
three
million
economic
factors
for
2020.
C
And
on
the
last
slide
new
and
enhanced
services
not
included
in
the
budget,
this
is
our
time
based
transfer,
so
just
to
remind
everyone
that
a
TTC
Board
on
November
28th
approved
the
time
based
transfers.
But
this
is
not
currently
in
the
city's
preliminary
2018
operating
budget.
The
net
costs
for
2018
are
estimated
11
point:
1
million,
with
a
full
cost
of
twenty
point:
nine
million
upon
maturity
and
full
implementation
in
2020.
C
There
was
a
question
that
was
asked
at
the
budget
launch
Steve
and
I,
and
we
didn't
have
the
data
with
us.
It
was
related
to
the
honor
system
in
the
percentage
cost
to
the
TTC,
so,
based
on
the
last
audit
that
we
did
in
2011,
the
percentage
is
at
two
you'll
see
in
the
papers.
Today
there
was
a
study
that
was
leaked.
That's
claiming
that
percentage
is
at
four
point.
Four
percent,
and
currently
we've
got
executive,
has
some
concerns
in
terms
of
how
the
study
was
conducted
as
well
as
the
methodology
behind
it.
C
So
you
know
we
are
plans
right
now,
for
the
future
is
wait.
Till
presto
is
fully
implemented
and
we
will
conduct
a
full
audit
across
all
modes
and
use
our
fare
inspectors,
as
well
as
internal
audit,
to
validate
how
they're
defining
fare
evasion
and
how
they're
coming
up
with
their
percentages
and
population.
C
B
Think
it's
important
that
you
to
understand
ticking
with
regards.
What's
in
the
media
today,
we
can't
say
that
a
very
evasion
isn't
higher
than
the
last
official
figure
we
have,
but
we
need
to
deal
with
fat.
So
this
study
is
exactly
that.
It's
a
study,
I
have
not
actually
might
personally
seen
the
study
yet
so
I
don't
want
to
go
around
quoting
figures
until
we're
certain
that
they
are
statistically
correct.
B
We
intend
to
do
that
further
survey,
once
we've
got
presto
fully
in
which
eliminates
things
like
crash
gates
where
gates
are
left
open,
we're
also
actively
deploying
our
fare
inspectors
and
being
pretty
robust
actually
in
terms
of
fines.
Given
out
to
the
point
that
we
we
receive
quite
a
lot
of
complaints
about
the
alleged
lack
of
discretion
by
fare
inspectors,
so
we're
taking
it
very
seriously
and
with
this
study,
the
reason
it
hasn't
been
presented
to
our
Bourget
is
because
it's
exactly
that.
B
E
And
I'll
take
you
through
the
capital
program,
so
I'll
move
over
the
next
slide.
So
really
the
next
two
slides
speak
to
some
of
the
major
projects
that
were
completed
in
2017,
so
I
think
we've
mentioned
it
twice
and
I'll
mention
a
third
time
to
us.
I
see
is
going
to
be
officially
opening
tomorrow,
with
six
stations
going,
live
and
essentially
in
revenue
service
for
December
17th,
we've
also
procured
231
buses
that
have
been
delivered
in
2017,
as
well
as
an
additional
187
buses
that
have
been
commissioned.
E
We've
also
added
by
year,
end
we'll
have
added
25
bicycle
parking
stations
across
different
TTC
stations,
as
well
as
some
of
the
IT
initiative
reason
we
have
installed.
200
passenger
information
displays
they're
gonna,
provide
real-time
information
on
vehicle
arrivals
as
well
as
we
have
successfully
launched.
Pension
go
live
on
sa
P
in
November
of
2017.
B
Fyi,
when
the
subway
opens
on
Sunday,
that
section
is
powered
by
automatic
train
control
is
the
perineal
signalling
system
so
from
Sheppard
West
all
the
way
up
to
Vaughn
those
trains
are
driven
automatically
at
the
press
of
a
button,
there's
still
an
operator
on
the
front
and
the
guard
at
the
back,
but
that
is
the
first
phase
of
atc
and
that's
a
real
achievement
to
have
all
that
out.
So
far
in
the
testing
it's
gone
flawlessly.
So.
E
E
We're
continuing
the
development
of
the
portfolio
management
office,
including
prioritization,
of
funded
and
unfunded
projects,
as
well
as
implementation
of
the
stage-gate
approach.
We're
gonna
be
there
to
help
support
the
city
in
developing
a
financing
strategy
to
begin
to
start
chip
away
in
addressing
on
the
unfunded
list,
as
well
as
we
have
monthly
reviews,
both
the
TTC
and
the
city
on
the
pita
funding
program.
Ensuring
that
we're
monitoring
or
spend
rates,
we're
looking
with
our
anticipated
burn
rates,
are
identifying
where
there's
any
projects
that
are
our
risk
and
ensuring
we
have
substitutes
available.
E
If
there's
an
opportunity
to
do
so,
to
ensure
we're
maximizing
funding
as
well
as
our
ten-year
capital
program
includes
funding
to
support
transit
initiatives
first
and
foremost
to
complete
and
closeout
tys
SC
continue
implementation
of
the
Scarborough
subway
extension,
as
well
as
funding
included
for
design
work
associated
with
the
relief
line,
as
well
as
some
waterfront
transit,
specifically
exhibition
to
different
gate.
Loop.
E
So
the
next
slide
just
identifies
what
some
of
our
key
projects
are
included
in
the
10
year
capital
plan
and
just
give
you
a
bit
of
a
view.
This
number
here
does
include
carry
forward
funding
that
was
under
spending
17
anticipated
to
be
brought
forward
into
18
and
in
total
over
the
10-year
capital
program.
E
We
anticipate
to
spend
just
under
two
billion
dollars
for
vehicle
requirements,
which
is
roughly
thirty
percent
of
the
program,
as
well
as
seventy
percent
of
the
program,
or
about
four
and
a
half
billion
dollars
going
towards
infrastructure
projects,
with
one
of
the
most
significant
being
completion
of
our
easier
access.
Phase
three
project
at
just
under
five
hundred
million.
E
So
the
next
slide
shows,
in
terms
of
the
the
funded
ten-year
capital
program
where
the
money
goes,
as
well
as
where
the
money
comes
from.
I.
Think
what
you'll
see
in
our
ten-year
capital
program,
similar
to
many
city
programs,
is
the
lion's
share
of
our
funding,
is
directed
towards
sog
our
work
to
make
sure
that
our
our
assets
are
maintained
in
a
state
of
good
repair.
Some
significant
projects
that
you
would
see
in
there
would
be
the
replacement
of
aging
vehicles,
work
on
structures,
electrical
system
and
another
significant
component
would
be
tract
work.
E
Some
of
the
other
categories
that
we
would
have
would
be
service
improvement
at
3%
that
some
of
the
buses
that
will
bring
in
for
use
as
part
of
our
run
as
directed
program
as
well
as
station
priority
prioritization
projects
and
station
transformation
work
on
the
growth
related
projects
at
5%,
or
just
under
three
hundred
million
we've
got
the
land
acquisition
for
the
subway
maintenance
and
storage
facility,
as
well
as
completion
of
the
McNichol
bus
garage
and
then
within
the
legislative
component.
The
lion's
share
of
that
again
is
for
easier
access
projects.
E
In
terms
of
where
the
funding
comes
from
you'll
see,
the
the
PI's
there
that
are
shaded
so
essentially
in
the
blue
is
the
funding
that
we're
receiving
predominately
from
the
city
in
terms
of
debt
at
two
point,
four
billion
dollars,
as
well
as
from
the
capital
financing
reserve
at
264
million.
We
also
get
money
from
the
federal
government
at
just
under
2
billion,
predominantly
with
coming
from
the
federal
gas
tax
about
1.7
billion,
but
there's
also
money
in
there
and
for
2019
eighteen
and
nineteen
for
the
completion
of
key
to
phase
one
provincial
subsidy.
E
Just
under
a
billion
is
predominantly
the
gas
tax,
so
I
just
want
to
preface
the
the
table
based
on
the
board
approved
budget
and
how
it
was
funded.
There
are
some
differences
between
the
tenure
capital
plans.
The
city
has
and
I'll
walk
you
through
those
really
quickly.
Just
so,
we
can
essentially
reconcile
the
two.
E
The
next
slide
is
just
demonstrating
by
year,
where
our
funding
is
directed
between
the
cities,
categories
of
capital,
expenditures,
again
no
different
than
the
pie
chart.
I
showed
you
earlier.
82%
of
our
program
is
directed
towards
sog
are
again
to
ensure
that
our
assets
are
kept
in
a
state
of
good
repair.
E
The
next
slide
speaks
to
our
accumulated
backlog
for
stated
good
repair.
So
what
you're
seeing
is
you
are
seeing
that
it's
growing
from
2018
to
2020
20,
sorry
20
27,
where
we're
anticipating
our
backlog
to
be
427
million
dollars.
What
that
is,
is
a
product
of
some
of
the
reviews
that
we
did
on
our
capacity
to
spend.
We
looked
at
where
we
had
capital
needs,
but
we
weren't
able
to
address
it
based
on
our
ability
to
deliver
to
that
level
of
spending,
as
well
as
where
there
was
funding
limitations.
E
So
we've
identified
projects
that
would
be
included
in
our
capacity
to
spend
list.
Those
are
not
needs
that
don't
exist.
Those
needs
are
do
exist,
but
there's
an
issue
in
terms
of
our
ability
to
actually
spend
to
that
level
of
requirement
today,
as
well
as
funding
capacity
and
as
a
result
you're.
Seeing
that
our
sog
our
backlog
continues
to
grow
and
table
until
we're
able
to
address
both
of
those
issues.
E
E
So
the
next
slide
again
I
just
want
to
be
able
to
demonstrate
some
of
the
differences
in
terms
of
what's
in
front
of
you.
So
the
TTC
board
budget
on
the
expenditure
side
is
is
consistent
with
what
the
city
is
provided
in
the
preliminary
capital
program
for
the
TTC.
The
one
difference
that
you
do
see
is
the
city
has
been
able
to
additional
585
million
in
provincial
gas
tax
funding
based
on
the
provincial
announcement,
and
there
was
an
offset
reduction
equivalent
in
debt
funding.
E
This
change
has
allowed
the
city
to
be
able
to
address
some
critical
unfunded
capital
work
that
exists
in
social
housing
as
well
as
georgy
revitalization.
There
are
some
risks
with
gas
tax
funding
in
terms
of
any
decline
in
gas
consumption
or
shift
in
the
city
share
of
it.
But
we've
been
working
closely
with
the
city
and
there's
an
assurance
that
those
risks
are
going
to
be
dealt
with
fun
from
the
safe.
E
The
next
slide
is
the
operating
impacts
of
capital,
and
it's
really
the
cost
either
sustained
capital
programs
upon
completion,
as
well
as
any
savings
that
might
come
from
modernization
initiatives
and
what
you
see
is
really
a
combination
of
the
two.
Some
of
the
key
drivers
that
you'll
see
again
is
the
ongoing
impact
of
implementation
of
presto.
E
The
next
list
is
a
breakdown
of
our
unfunded
projects
and
it's
really
broken
into
two
categories,
so
the
first
categories
or
capacity
to
spend
initiatives
our
projects.
So
again,
this
is
work
that
exists.
The
need
is
there,
but
we've
been
able
to
reduce
our
budget,
our
cash
flows
against
each
of
those
projects,
based
on
what
our
historical
spending
rates
have
been
against
each
of
these
in
total,
that
adds
up
to
427
million,
and
this
is
the
breakdown
of
the
projects
by
year,
where
we've
taken
the
reductions.
E
I
think
one
important
noise
notes
that
we'll
get
to
on
the
next
it
is
we
are.
We
are
essentially
running
out
of
time
in
terms
of
when
we
can
continue
to
defer
these
projects.
So
in
terms
of
the
affordability
levels,
there
is
2.7
billion
of
unfunded
projects.
The
unfunded
list
was
first
created
in
2014,
trying
to
look
at
ways
and
opportunities
to
be
able
to
add
funding
to
the
capital
program
to
begin
to
address
these
base
capital
requirements.
E
But
ultimately,
if
we're
not
able
to
fully
address
these
capital
needs,
there
are
potential
impacts
that
could
begin
as
early
as
2021
that
we
do
need
to
bring
to
your
attention
really
in
two
categories:
one
on
vehicle
replacement
that,
if
we're
not
able
to
replace
aging
vehicles,
there
is
limitation
on
service
delivery
possibilities
as
well
as
matted
added
maintenance
costs
on
our
operating
budget
associated
with
failure
to
replace
the
fleet
in
terms
of
our
aging
infrastructure.
Again,
there's
potential
service
disruption,
that's
associated
with
infrastructure.
E
It's
not
properly
cut
to
a
state
of
good
repair,
but
as
well
as
again
operating
impacts
arising
from
maintenance
costs
that
are
then
shifted
to
operating
more
in
a
reactive
type
maintenance
program.
So
there
is
a
recommendation
in
the
city's
budget
notes
in
terms
of
developing
a
financing
strategy
over
the
coming
years
to
try
to
address
this
and
that's
something.
We're
gonna
have
to
continue
to
work
on
to
deal
with.
E
So
the
next
few
slides
take
us
out
of
our
base
capital
program
and
speak
to
the
for
transit
expansion,
initiatives
that
are
still
within
the
TTC
capital
overall
capital
program.
The
first
table
is
associated
with
tys
SC
and
is
really
just
the
remaining
two
hundred
million
dollars
that
is
sitting
out
there
for
the
closeout
cost
and
remaining
finalization
of
payments
that
that
will
occur
in
2018.
E
Following
the
opening
of
the
extension.
The
next
slide
speaks
to
star
Scarborough
Subway.
We
still
have
a
three
point:
five,
six
million
dollar
total
project
cost
that
remains
unchanged
billion.
Sorry
that
remains
unchanged.
This
is
just
showing
our
cash
flows
and
when
you're
looking
over
the
10-year
window,
which
is
the
10
year
capital
plan,
it
shows
that
there's
about
3.4
billion
dollars
of
cash
flows
over
that
10
year.
The
next
slide
are
two
projects
that
were
actually
transferred
over
to
the
city's.
E
Our
sorry
to
the
TTC
Capital
program
from
the
city
in
November
they're,
both
strictly
for
design
work
and
the
first
is
on
the
relief
line
and
the
second
is
design
work
associated
with
water
for
in
transit,
from
exhibition
to
the
Dufferin
gate.
And
that
concludes
our
presentation.
I.
Guess
we
open
the
floor
to
any
questions
that
you
might
have.
F
B
F
E
So
technically
there
was
an
assumption
of
ridership
growth
in
wheeled
trans
for
2017.
The
assumption
was
that
would
grow
by
20
percent.
On
average,
you've
been
seeing
it
grow
by
about
11
or
12
percent
associated
with
aging
population,
as
well
as
impacts
from
changes
in
terms
of
who
would
be
allowed
to
ride
on
wheel
trans.
What
we're
seeing
is
that
we
haven't
experienced
the
full
twenty
percent
growth,
but
we're
continuing
to
experience
the
1010
percent
range.
Okay,.
F
E
It's
both
so
it's
it's.
There
is
a
transaction
fee
at
five
and
a
quarter
percent,
but
we're
calling
them
transition
costs
because
there
are
savings
to
be
achieved
in
future
through
presto
implementation.
So
what
you
see
is
most
of
the
costs
are
within
the
early
years
and
the
savings
would
come
in
the
following
years.
So.
F
B
Me
answer
that
the
the
five
and
a
quarter
sounds
like
a
lot.
The
other
GTA
agencies
like
Durham
Region
for
Brampton
Transit.
They
pay
over
nine
percent
and
they
would
dearly
love
to
have
the
deal
that
we
have
so
I.
Think
it's
true
today
that
Metrolinx
presto
would
like
to
renegotiate
our
contract
and
go
beyond
but
go
up
from
the
five.
We
see
no
reason
to
flex
on
that.
We
don't
intend
to
do.
That.
Is
that
up
to
us
is
that
a
plus?
B
Well,
it's
always
that
up
to
us,
there's,
no
reason
why
we
would
we
would
Institute
a
reopener
metrics
have
have
floated
that
idea
for
various
reasons,
but
my
advice
to
this
committee
would
be,
unless
there's
a
compelling
reason
and
a
some
kind
of
a
benefit
that
would
accrue
to
us.
Why
would
we
move
off?
What
is
a
very
good
deal?
Okay,.
F
And
on
page
35,
I
know
that
mr.
can4t
talked
about
the
backlogs
in
state
of
good
repair
and
that's
always
concerning
because
we
never
have
enough
money
to
actually
get
the
things
that
we
need
built
and
if
you
look
on
slide,
30
page
35
you've
got
516
million
I
guess
this
is
over
10
years
from
development
charges.
What
is
the
growth
related
total
cost
that
we
have
to
implement
over
those
10
years?
Where
are
we?
E
E
If
you
look
at
the
DC
percentage,
I
think
that
there
is
an
opportunity
and
I
know
the
city
is
continuing
to
do
work
on
the
background
study
that
there's
likely
an
opportunity
for
us
to
try
to
leverage
and
maximize
more
DC
funding
in
the
capital
program
and
that's
an
initiative
that
we're
gonna
continue
to
undertake
for
the
19
budget.
Okay,.
E
So
if
actually
so,
you
look
at
the
DC
reserve,
the
continuity
schedule
on
the
DC
we're
actually
spending
essentially
most
of
the
DC
revenue
that's
coming
in
today,
but
based
on
the
projects
that
we
have
funded
in
the
growth
components
associated
with
those.
There
is
actually
an
opportunity
of
DC
revenue.
That's
coming
in
today
that
we
need
to
ensure
we've
got
eligibility
to
apply
it
against.
Okay,.
B
B
No
I
didn't
forget
about
it
for
2018
the
overall
service
offer
in
terms
of
a
net
of
the
additional
service
we
have
to
run.
Forty
Weiss
I
see
is
the
same,
but
in
future,
as
we're
saying,
we
will
have
to
have
additional
subsidy,
because
ridership
we're
predicting
will
will
pick
up
again,
but
for
the
the
points
you've
raised
with
me
when
I
can
see,
we
haven't
forgotten
those
at
a
very
high
level
budget
like
that
they
were
be
reflective
but
they're
the
kind
of
changes
we
can
make
via
our
normal
board
for
change
process.
B
B
B
B
B
But
they
have
to
tap
and
so
councilor
the
only
way
that
you
will
get
away
away
from
that
68
inspectors
is
a
very
thin
blue
line
when
you
divide
them
up
by
three
shifts
per
day
and
vacation
and
six
sick
days.
So
there's
a
limit
to
to
what
they
can
achieve
in
a
day
really
I'd
love
to
have
300
fare
inspectors,
but
I,
don't
I
have
not
submitted
that
because
I
know
I
won't
get
them
so.
B
G
G
G
B
That
we
could
have
achieved
because
with
a
much
bigger
street
car
and
still
only
one
Operator,
they
their
vehicles
are
inherently
more
efficient.
That's
point
number
one
point
number
two:
there's
a
cost
to
the
TTC
because
we're
having
to
maintain
older
vehicles
that
should
have
been
scrapped
by
now,
so
we're
accumulating
all
of
these
costs
we're
maintaining
a
ledger
of
these
costs
and
we
are
in
discussions,
commercial
discussions
and
litigation
with
Bombardier
over
these
costs.
So.
G
E
H
C
B
H
H
H
D
H
D
Of
payment
so
on
the
new
Street
cause,
the
operator
does
not
interact
with
the
the
customer
right.
Remember:
they're,
in
a
in
a
confined
area
in
look
and
that's
why
we
put
equipment
on
the
rear
to
two
machines
on
each
train
that
would
distribute
them.
Let
people
pay,
as
well
as
the
ability
to
tap
okay.
H
E
H
Light
38,
so
so
federal
and
provincial
funding
this
year,
you
know,
is,
to
the
tune
of
you,
know:
five
hundred
and
thirty
million
dollars,
but
then
you're
assuming
by
2021
you've
got
that
you've
got
it
flatlined
federal,
provincial
funding
it
at
you
know
just
over
two
hundred
million
dollars.
I,
don't
understand
that
so.
E
What
you
see
over
the
length
of
the
tenure
capital
program,
the
federal
funding
and
the
provincial
funding
that
we
have
in
the
budget
is,
is
consistent
with
the
federal
gas
tax
and
the
provincial
gas
tax.
What
you
have
in
the
earlier
years
on
the
federal
side,
is
the
gas
tax
coupled
with
PETA
funding
and
on
the
provincial
side.
What
you'll
have
is
the
provincial
gas
tax,
coupled
with
some
LRV
funding
that
we
have
based
on
an
agreement
that's
in
place,
but.
H
E
E
H
All
right
now,
Andy
said
that
we
have
will
have
a
TC,
Ric
well,
Andy
said
we'll
have
a
TC
on
the
york
Spadina
subway,
you
know
from
the
you
know,
was
it
from
Downsview
on
up,
but
he
said
we'll
still
have
to
two
persons
on
the
train.
Why
is
that?
Because?
Because
on
the
shepherd
line
we
have
a
TC
and
it's
a
one-person
operator
right.
D
If
it
did
part
of
going
to
the
single,
preferring
person
operation
is
to
have
a
TC
on
the
entire
line,
so
they're
going
to
have
all
ATC
installed
by
2020
right,
I'm
gonna
go
parallel,
play
fair
for
the
one,
the
Train
operation,
but
could
we
know
a
boy
report
that
was
presented
a
few
months
ago,
say
within
six
months
ago
about
equipment
that
we
required
on
the
trains
but
camera
systems
to
monitor
along
the
side
of
the
vehicle
and
inside
the
vehicle
so
that
we
have
the
operator
have
that
ability?
Okay,.
H
C
H
E
H
I
E
E
We
do
a
revenue
count
as
well
and
then
we
would
try
to
reconcile
the
two
but
there's
there's
differences
in
terms
of
aborting
versus
a
revenue
trip
as
well,
because
you
understand
there
might
be
a
transfer,
so
there
might
not
be
a
revenue
associated
with
that,
but
we
do
a
revenue
cow.
We
do
a
trip
study
and
based
on
that
information,
the
two
groups
talk
together
and
try
to
make
a
determination.
E
I
E
But
I
guess
what
we're
actually
seeing
those
are.
Average
fares
are
going
up,
which
means
that
there's
more
of
the
revenues
increasing
at
a
greater
rate
than
our
ridership
counts
are
increasing.
So
it's
actually
the
opposite
in
terms
of
what
we're
seen.
There's
reasons
for
that
and
all
like
that,
it's
people
moving
off
the
Metro
pass
and
going
to
a
single
ride,
but
that's
what
the
data
is
showing
us
today.
I
I
C
D
I
D
Really
what
we
do
is
we
match
the
inspectors
with
the
streetcar
system,
recognizing
its
proof
of
payment,
the
we
actually
tried
to
schedule
the
number
of
inspectors
based
on
where
the
ridership
is
and
we
move
them
around
through
the
11
routes
and
they
focus
on
areas
where
they
track
higher
fare
evasion
than
others.
So,
overall,
the
goal
is
to
chin
SPECT,
the
between
4
and
5
percent
of
overall
ridership
on
a
daily
basis,
all
right
and
try
to
get
the
fear
of
Asian
rate
down
under
2%.
D
I
Sorry,
I,
that's
good
enough
for
me.
So
if
you
were
doing
a
comparison,
you're
saying
about
a
four
and
a
half
percent
inspection
rate,
how
would
that
compared
to
the
what
they
do
in
London
in
the
UK,
recognizing
that
you
actually
have
to
prove
that
when
you
get
off
that
you
paid
when
you
got
on
right,
there's
a
lot
there's
a
lot
more
stringent,
but
how
many
inspectors
would
there
be
so.
D
I
We
are
in
line
they're
like
okay,
that's
good
the
from
what
the
article
said,
which
kind
of
made
sense
the
risk
is
being
exacerbated
by
changes
made
in
the
system
in
the
last
six
years,
right
all
right.
So
why
would
you
assume
that
the?
Why
would
you
still
use
a
number
that
assume
in
2011
a
two
percent
number
when
you
know
that
the
the
risks
of
fare
invasion
have
evasion
have
actually
gone
up?
Why
would
you
be
using
that
old
number.
D
I'll
take
that
down,
because
that's
the
latest
number
that
the
TTS
has
based
on
a
system-wide
review.
I
can
speak
from
an
industry
standard
that
most
of
us
in
the
industry
recognized
this
somewhere.
It
could
be
two
or
three
percent
fare
evasion
at
any
one
time
we
do
have
outliers
like
in
the
the
report.
That's
for
the
audit
that
was
taking
place
here
that
we
have
to
review.
We
recognize
that,
but
over
the
course
of
the
last
few
years
is
the
initiatives
that
have
taken
place
to
try
to
limit
the
variation
that
can
take
place.
D
I
You
recognize
foreigner,
I
just
have
to
have
only
last
question:
they're
gonna
light
huggers
No,
so
you
recognize
it's
probably
a
situation,
that's
worse
than
two
percent
right.
Okay,
that's
not
a
question!
That's
a
that
was
a
rhetorical
once
to
have
one
last
in
and
sorry
I
just
want
to
get
my
questions
in
so
for
the
last
four
for
the
inspectors
on
the
on
the
street
cars
because
I
think
you've
sort
of
said.
That's
probably
where
a
bulk
of
situation
of
fare
evasion
arises.
What
what
are
they
finding
in
terms
of
evasion
rates?
Those.
D
Evasion
rates
are
reported
actually
from
the
inspectors;
they
tally
it
every
day,
bring
it
back
to
the
office,
and
we
have
it
analyzed.
So
we
go
by
route
time
of
day
and
then
so
that's
where
they
put
the
placement
of
the
inspectors.
So
that
comes
directly
from
the
people
in
the
field
and
we'll
start.
What
is
that
percentage?
Four
to
five
percent
inspection
with
a
one
is
six
one
point:
seven
eight
fare
evasion
right
in
that's
right
with
the
industry.
What
we
do
is
we
talk
about.
D
We
originally
request
we're
looking
for
about
a
hundred
inspectors
and
we
decided
at
the
time
would
inch
it
up
to
get
to
that
sweet
spot.
So
we
didn't
ask
for
too
much,
and
yet
we
do
know
in
the
future.
When
we
go
to
presto,
the
likelihoods
will
need
a
few
more
okay.
Thank
you
very
much.
Thank
You
counselor.
J
C
We
do
not
plan
to
do
a
full
audit.
Keep
in
mind.
The
article
was
based
on
a
draft
study
completed.
The
full
audit
will
be
done
once
Presto's
fully
implemented,
because
that's
the
only
time
across
all
our
modes
that
you
can
ask
somebody
for
proof
of
payment.
Currently
proof
of
payments
only
required
on
streetcars.
It's.
J
J
C
C
J
See:
okay,
okay,
so
just
on
that
I
don't
see
any
revenue
from
Metro
links
for
that
lost
revenue
related
to
failure
of
the
equipment-
and
you
know
I've
gotten
lots
of
complaints
on
it.
I'm
sure
others
have
as
well
I
know
others
have
as
well
have
we
do.
We
have
a
handle
on
what
that
loss
revenue
is
from
failure
of
equipment.
We.
C
D
D
J
C
J
J
J
Would
know
they
were
paying
seventy
five
percent
of
capital,
but
they
were
paying
I.
Think
it's
just
it's
a
rhetorical
question.
I
know
the
answer,
but
I
think
it's
it's
it's
good
for
the
budget
committee
to
hear
that
if
we
had,
if
we
continued
the
historical
trend,
not
counting
the
last
few
years,
that's
seven
hundred
thirteen,
the
hit
to
the
city
would
be
35.
J
356,
356
million
dollars
and
356
million
dollars
come
from
the
province
to
help
pay
for
things
like
York
Region
residents
taking
public
transit
because
we're
the
City
of
Toronto
is
paying
for
that.
Taxpayer
is
paying
for
that,
the
extension
to
highway
7
and
so
on.
So
really
from
a
fairness,
equity
point
of
view.
The
province
owes
us
by.
If
you
look
at
historical
patterns
about
350,
we're
out
three
hundred
fifty
six
million
dollars
that
we
used
to
receive
that
we're
not
receiving
this
year
from
the
province.
Does
that
be
fair
to
say.
D
There
are
approximately
round
numbers
50
to
60
buses
that
are
being
reallocated
throughout
the
system,
recognizing
the
opening
of
the
subway.
That
said,
this
budget
really
incorporates
the
fact
that,
because
the
bomb
body
of
vehicles
are
so
late,
we
continually
have
to
put
more
and
more
buses
on
streetcar
routes.
There
was
a
point
in
time
just
a
few
years
ago,
where
we
were
putting
202
streetcars
out
in
a
daily
basis,
we're
down
to
about
160,
and
our
forecast
going
into
February
is
in
the
150
155
range.
So.
J
D
J
So
let
me
ask
you
this,
so
the
big
like
there
is
so
much
good
in
this
budget,
like
on
the
capital
side,
on
the
fair
side,
on
the
to
our
transfer
on
the
fair
equity
strategy,
assuming
that
it
gets
funded
a
side
of
things.
The
one
issue
that
that
came
in
this
morning,
I
get
it
I'm
standing
there
on
the
streetcar
and
cross
like
this
and
I
here.
A
little
conversation
did,
you
see,
think
we're
sardines
in
here,
I'm
crowding
in
overcrowding.
J
D
In
the
peak
period
of
time
it
wouldn't
make
much
difference,
we
don't
have
any
more
buses,
we
put
every
bus
on
the
street.
We
possibly
can
we're
now
up
to
about
a
hundred
and
two
percent
of
a
bus
availability
for
the
first
time
and
since
the
TTC
remembers-
and
we
put
every
bus
that
we
possibly
can
we
address
where
the
locations
are
off-peak,
we're
trying
to
do
something
very
similar.
D
K
D
So
we're
not
adding
some
significant
amount
of
money
in
2018
recognizing
the
ridership
growth
in
2017
was
significant
significantly
less
than
we
had
planned
fall.
We
had
planned
for
about
a
20%
increase
in
ridership,
recognizing
the
AODA
changes
in
2017,
and
we
only
see
in
1213
percent
11:8
varies
so
in
2018.
That
budget
is
being
reallocated
to
the
continued
11%
growth
in
2018.
D
K
K
D
K
D
Yes,
that's
my
idea:
I
apologize
right,
that's
my
understanding!
They
call
it
a
pilot
because
we're
trying
to
test
these
new
means
of
providing
service
in
different
areas
we're
trying
to.
We
know
it
takes
a
little
bit
of
time
to
generate
ridership.
That's
why
we
call
it
a
pilot,
we'll
take
a
look
at
it,
assess
it
after
it
here
and
then
just
continue
on.
It
may
need
some
tweaks,
I'm,
not
sure
yeah,
okay,.
K
A
A
L
So
first
I'd
like
to
welcome
I,
know
Jan
she's,
my
assistant
auditor,
general
and
out
I
would
also
like
to
recognize
some
grace
young
from
the
clerk's
office,
who
assisted
with
the
preparation
of
the
presentation
by
way
of
background
I've,
come
here
a
few
years
and
you
understand
what
I
would
I
do.
I
think
we
have
a
fraud,
noise
hotline.
We
have
our
performance
audits,
but
I
wanted
to
move
to.
The
first
slide
to
just
speak
a
little
bit
about
the
importance
of
the
Auditor
General's
role.
L
So
as
City
Council
members,
you
are
responsible
for
the
accountability
of
operations
and
my
role
is
to
provide
the
information
to
assist
you
with
that
role
so
days,
hotel.
The
former
Auditor
General
of
Canada
mentioned
that
the
auto
general.
It
was
important
to
help
with
identifying
some
fundamental
issues,
helping
city
council
to
improve
its
oversight.
So
that's
important,
so
I'm
going
to
speak.
First
of
all,
do
a
little
more
background
on
our
accomplishments
I'm
going
to
talk
about
how
we're
moving
forward
and
then
I'm
gonna
speak
in
relation
to
risks.
L
It's
in
relation
to
key
accomplishments.
The
last
year
we
ended
up
doing
18
performance
audit
reports
and
in-depth
investigation
reports.
We
have
a
hundred
and
eighty
nine
recommendations
and
you'll
see
an
increase
from
2016
to
2017
because
of
a
budget
increase
of
a
million
dollars.
We've
identified
this
year,
61
million
in
potential
new
savings
that
are
yet
to
be
realized
from
audits
done
this
year
and
we've
also
realized.
L
That
number
has
increased
from
prior
years.
So
if
I
can
look
at
the
next
slide
and
I
know,
you
can
assist
me
with
with
this
slide.
Essentially,
the
blue
represents
the
savings
that
we
have
are
already
reported,
and
then
we
have
the
kind
of
white
the
light,
the
light
area
there
pretention
new
savings
waiting
to
be
realized.
So
last
year
in
2016
we
identified
potential
savings
that
have
yet
to
be
implemented.
Management
is
working
on
those
and
we've
identified
through
our
increased
funding,
a
higher
amount,
61%
61
million
for
potential
for
going
forward.
L
A
L
So,
just
to
recap:
for
the
78
million
dollars,
it's
a
one-time
and
projected
five-year
cost
over
five
years,
and
it's
theirs
from
previously
issued
audits.
So
it
takes
time
for
management
to
implement
when
they
do.
We
calculate
those
costs,
but
for
new
areas.
There's
61
million
dollars
that
we've
identified
this
year
for
going
forward
management
will
be
implementing
this
year-end
part
of
next
year.
I
know
what
you
asked
about
my
assistant
daughter
general,
just
to
do
a
quick
review
of
this
slide,
which
shows
the
additional
savings
realized
in
2017
related
to
the
prior
year's
reports.
L
M
There
were
five
previously
audit
issued
audit
reports
that
are
listed
last
slide,
which
pretty
much
over
the
course
of
five
years
will
realize.
Seventy
eight
million
dollars
in
savings
and
the
two
that
I
wanted
to
highlight
are
the
37
million
dollars
in
cost
savings
related
to
the
2014
implementation
of
recommendations
from
the
2014
TTC
bus
maintenance,
bus,
warranty
audit.
They
changed
their
processes
to
identify
bus,
warranties
that
can
be
pursued
for
warranty
claims
and
have
verified
that
we
there
are
projected
savings
of
that
expected
to
be
37
million
dollars.
M
And
then
the
other
major
report
with
recommendations
that
have
been
implemented
in
the
current
year
is
related
to
improving
controls
over
property
tax
assessments.
So
new
systems
were
implemented
to
increase
Assessment
Appeals,
which
allow
them
to
have
an
increase
of
property
taxes,
retro
actively
and
prospectively
collected.
So.
L
What
you
will
notice
just
from
the
prior
slide,
what
you'll
notice
is
in
the
improving
the
controls
over
property
taxes?
In
that
one,
we
actually
estimated
much
lower
we're
conservative
conservative
in
our
estimates
and
then
what
happens?
Is
we
wait
until
the
recommendation
has
been
implemented?
We,
you
know,
work
with
management
from
that
perspective,
and
then
weary
audit
and
verify
with
management
that
these
savings
of
one-time
of
two
million
dollars
and
annual
recurring
of
five
million
dollars
will
continue
to
come
through
and
the
bus
maintenance,
and
you
heard
that
the
buses
are
more
reliable.
L
We
had
three
quarters
of
a
year
that
we
were
able
to
redeploy
the
million
dollars
that
we
that
this
Budget
Committee
did
provide
to
us,
and
so
what
we
wanted
to
do
was
if
we
extend
it
out,
it's
we.
We
fast-tracked
audits,
we
staffed
audits
and
made
them
did
more
work
in
certain
areas
and
so
the
realized
potential
saving
the
potential
savings
going
forward
from
that
work
is
about
61
million
dollars
over
five
years
and
it
includes
pursuing
market
parts
blanket
contracts.
Ttc
is
still
here.
I've
got
notes
from
from
mr.
L
Byford
that
they
are
actively
putting
out
an
RFP
to
realize
savings
in
this
area.
The
exact
numbers
we
don't
know,
but
we
believe
that
they're
going
to
be
substantial
based
on
work,
we've
done
so
just
and
the
return
on
investment
it
content.
It
goes
up
for
every
million
for
every
dollar
invested,
there's
about
8.3
that
we
expect
by
when
we
report
out
in
February
2018
in
savings.
So
again,
this
is
one-time
savings
plus
any
recurring
savings
over
five
years,
and
we
stop
there.
L
L
We
look
at
venerable
Atia
of
IT,
so
there
are
many
projects
that
we
undertake
to
make
sure
that
we
have
other
controls
in
place
and
the
risk
may
be
in
IT
and
you
may
not
see
a
saving
in
revenue
in
in
cost,
but
the
long-term
cost
and
vulnerability
to
the
city
is
the
vulnerabilities.
Everything
is
reduced,
so
we
have
many
benefits,
just
besides
being
money
through
the
door.
L
So
the
major
achievements.
When
we
look,
we
have
13
performance
audits
and
five
major
investigations.
We
have
additional
61
million
dollars
going
forward
that
we've
identified
this
year.
We
have
more
recommendations
and
the
city
has
realized
already
71
78
million
dollars
that
it's
a
new
one-time
savings
and
annual
recurring
savings.
I
should
mention
that
at
this
point
we
have
hired
to
do
this.
What
we've
done
is
we've
hired
from
the
lowest
level
out
of
analysts,
because
the
budget
committee
had
projected
next
slide.
L
Because
of
that,
what
we've
done
is
we've
hired
temporary
staff
at
a
low
level
to
be
able
to
achieve
and
realize
the
most
of
user
resources
the
most
efficiently
and
to
build
up
knowledge
and
capacity
within
the
office,
because
we've
had
significant
turnover
so
included
in
the
projects
this
year,
you're
mentioning
TTC
revenue
we
have
had
on
our
plan
TTC
revenue.
It
was
due
to
start
in
the
fall,
but
we
were
asked
because
management
was
so
busy
with
getting
the
the
subway
opened.
L
They
asked
for
three
months
reprieve
and
to
start
in
January,
so
our
revenue
audit
of
TTC
operations
is
going
to
commence
in
January.
It's
going
to
be
an
independent
look
at
what's
coming
through
the
door
press
toll
and
to
end
service.
It's
it's
going
to
be
a
very
large
on
it,
but
it's
going
to
potentially
answer
some
of
the
questions
that
you
had
today.
L
Ttc
has
been
aware
that
we're
going
to
that
audit
for
about
two
years
the
last
last
work
planet
was
on
and
this
this
work
plan
we're
also
looking
at
Toronto
Community,
Housing
parks,
forestry
and
recreation
planning
from
end
to
end
at
the
city.
We're
looking
at
that,
so
there's
a
lot
that
is
getting
underway.
This
year
we
are
coordinating
with
the
transformation
office
and
we're
coordinating
with
internal
audit
I'm
we're
coordinating
with
other
reviews
and
and
even
every
six
months
with
the
transformation
office
we
meet,
and
we
have.
L
Sorry
is
80%
of
our
budget
is
salaries,
and
then
we
have
only
about
16
percent,
that
is
for
some
specialists.
4
percent
is
for
they're
running,
really
running
of
the
office
and
professor
office
and
professional
certifications
so
we're
basically
people
based
and
I
think
this
is
my
most
important
slide.
Actually,
we
are
an
organization
in
transformation.
L
70
percent
of
the
people
in
my
office
are
new
to
their
positions.
If,
from
the
over
the
last
three
years,
70
percent
are
new
to
their
positions,
the
blue
block
and
the
reason
is
because
the
office
had
several
retirements
over
the
past
five
years.
So
over
the
last
five
point,
five
years,
43
percent
of
professional
staff
have
retired
or
have
have
moved
on
generally,
we
have
stability
when
people
come
and
what
we
do
is
we
try
to
grow
staff.
So
that's
significant.
L
We
have
30%
that
are
temporary
and
the
focus
is
on
educating
keeping
city
knowledge
here
and
the
last
the
last
staff
who
are
new
position.
So
all
of
the
executive
are
in
their
new
positions.
Some
have
been
with
the
office
before,
but
they're
new
to
their
positions,
the
forensic
staff.
You
can
see
the
blue
lines,
the
bottom
line
of
blue.
What
we're
doing
is
we're
succession
planning
and
looking
long-term
for
the
city.
These
people
get
the
best
skills,
the
best
training,
the
best
citywide
view,
and
we
grow
them
through
the
system.
L
So
they
understand
city
operations
so
in
we
are
hiring
at
the
very
odd
it
analysts,
not
even
an
auditor
when
I
started.
There
was
one
auditor
to
do
the
work
and
there
were
managers
and
seniors
and
it
was
top-heavy.
What
we're
doing
is
we're
training
bringing
in
below
the
auditor
audit
analysts
at
the
very
lowest
level
and
growing
for
succession
planning.
So
over
the
next
five
years,
people
can
stabilize
within
their
positions,
so
we've
hired
on
a
temporary
basis.
That's
our
biggest
risk,
because
we
do
we
expend
resources
to
hire.
L
We
speak
ten
different
languages
in
the
office.
We
have
excellent
staff
and
they
want
to
be
here
to
make
a
difference.
So
that's
our
biggest
risk.
That's
why
we
took
the
approach.
We
did
we're
not
going
to
be
doing
more
hiring
at
this
level,
but
we're
going
to
be
looking
to
stabilize
the
the
resources
we
have.
L
Five
of
the
1.5
potentially
to
redeploy
I
am
even
though
we
put
in
1.5
that
was
back
in
September
for
our
October
I
am
comfortable
that
we're
able
to
deliver
the
projects
in
our
work
plan
within
that
that
just
additional
1
million
dollars
so
I'll
leave
that
to
the
Budget
Committee
to
to
think
about
further.
So,
to
recap:
we've
done
everything
you've
asked
us
to
do.
We
have
provided
the
potential
for
savings
and
we've
realized
significant
savings,
and
the
savings,
in
my
view,
are
still
conservative.
We
don't
want
to
over
promise
and
under
deliver.
L
We
have
made
a
request
of
1.5
million,
but
because
we
had
a
leg
in
hiring
and
because
we
are
because
of
the
timing
of
certain
projects,
there's
I
don't
think
I'm
going
to
be
using
up
in
an
efficient
manner,
the
last
the
last
half
million.
So
that's
available
to
redeploy.
So
if
I
received
what
I
received
last
year,
plus
just
1
million
for
this
year,
we
will
be
able
to
deliver
on
that
I,
because
I
don't
want
to
push
and
not
use
it
in
an
efficient
way.
L
L
We
have
additional
slides
on
more
savings,
but
I
think
you
have
the
picture
of
what
we're
doing
just
to
recap:
the
projects
we
plan
to
do
besides
the
revenue
project
for
TTC
City
Planning
Division,
we're
looking
at
shelters,
we're
looking
at
the
administration
of
social
housing,
we're
looking
at
the
community
CHD
IT
parks,
rec
vendor
direct
billing,
so
we
have
a
lot
that
we
have
underway
now
and
a
lot
that
we
need
to
deliver
on
for
next
year.
Thank
you.
Thank.
A
G
78
point:
1
million
dollars
in
new
realized
savings
and
then
also
potential
savings.
The
problem
that
I
have
and
and
I
know
that
you
audit
to
ensure
that
in
fact
that
they've
they
they
did
have
the
savings
that
was
projected.
The
problem
that
I
have
is
when
we
look
at
all
the
budgets
and
all
the
audits
that
you've
done
I
don't
see
anywhere
in
their
budget.
Individual
budgets
that
show
this
is
the
savings
that
were
accumulated
through
the
audit
report.
We
say
their
savings,
but
I,
don't
see
it
anywhere
in
anybody's
budget
that
we
bet.
G
L
Through
you,
mr.
chair
I,
agree,
better
information
can
be
had
and
I'll
give
you
one
example
of
a
division.
That's
done
this
and
the
potential
is
and
well
would
to
see
if
we
can
make
the
link,
so
we
can't
control
what
divisions
put
in
their
budget,
but
this
is
a
good
example,
so
we
performed
an
audit
of
city
cleaning
services
in
2016,
this
2016
20
2016,
and
that
year
the
facilities
group
identified-
and
you
see
on
the
board
to
the
budget
committee
to
the
budget
committee.
L
L
L
M
L
G
L
In
the
we,
we
don't
control
what
divisions
put
into
their
budgets,
but
what
I
can't
we
do
outline
in
our
annual
report
in
February
this?
The
actual
realized
savings
for
the
next
five
years,
based
on
the
implementation
of
staff
that
they
have
done,
but
we
can
potentially
I
think
we've
done
most
of
our
work
and
we're
just
not.
We
can
probably
provide
a
table
of
the
78
million
dollars.
It's
in
maybe.
L
A
K
Through
through
you,
mr.
chair
I,
think
that
at
least
the
only
area
that
I
know
that
there's
a
savings
being
reflected
in
the
budget
this
year
is
a
presentation
you
just
had
from
the
TTC
the
efficiencies
that
they
identified
started
to
show
some
of
the
impact
of
the
work
from
the
review
that
the
Auditor
General
did.
K
But
we,
through
our
budget
notes,
try
to
identify
if
there's
a
cost
associated
with
it,
implement
a
of
an
Ag
recommendation
where
there's
been
requests
a
for
more
oversight
and
then
the
efficiency
piece
people
identify
them,
but
don't
necessarily
always
make
the
link.
So
if
that's
what
you're
asking
for,
we
could
work
with
the
Auditor
General
to
do
some
better
documentation
going
forward,
but
in
terms
of
the
information
I
think
that
you're,
just
speaking
of
then
I,
think
a
briefing
note
would
be
a
great
idea.
K
G
F
You,
mr.
chair,
my
question
is
to
the
Auditor
General
when
I
read
your
reports
or
your
audits.
I
noticed
that
there
are
lots
of
reference
to
data
analytics
and
I
know
since
I've
gotten
here
to
City,
Hall
I've
certainly
tried
to
put
motions
forward
and
get
the
city
and
their
divisions
using
data
and
analytics,
and
the
answer
I
usually
get.
Is
it's
going
to
cost
us
millions
and
millions
of
dollars
for
software
to
undertake
this
type
of
stuff?
How
many
millions
have
you
spent
on
software
to
be
able
to
use
data
analytics
in
your
reporting.
L
So
to
answer
your
question
for
the
entire
office,
including
all
the
licenses
and
everything
about
30,000
a
year-
and
that's
that's
not
conserved,
that's
that's!
You
know
max.
So
that's
that's
what
we
do
or
how
you
think
about
the
data
I
think
is
right.
That
shift
is
important.
It's
not
just
having
data,
it's
just,
of
course,.
L
F
The
data
you're
accumulating
through
data
analytics
is
this
information
that
you've
asked
for,
and
you
have
been
unable
to
ascertain
from
divisions,
or
is
this
something
above
and
beyond
what
most
apartments
should
already
be
doing
in
terms
of
looking
at?
Like
you
know,
every
department
has
troves
of
information
coming
into
it.
Do
you
see
us
utilizing
that
information
in
a
positive
way
to
to
see
the
patterns
where
we
can
better
manage?
Are
we
doing
a
good
job
in
our
divisions
of
looking
at
data
I.
L
Think
I
think
the
way
for
it
is
looking
at
data,
but
I
think
it's
really
being
smart
about
what
you
need.
So
a
good
example
might
be
for
the
for
the
we
did
work
just
recently
in
the
municipal
licensing
and
in
the
positive
inspections.
For
me,
logically
I
would
want
to
know
where
each
of
the
specters
were
in,
which
which
war
did
they
inspect
in?
Where
did
they
go?
How
many
times
the
veins
businesses?
What
was
the
nature
of
the
business?
L
So
we
took
that
information
gave
it
to
a
student
that
we
had,
and
we
did
some
analysis
on
that.
We
could
see.
You
know
where
they're
visiting
pubs
and
we're
where
they're
visiting
you
know
coffee
shops
or
where
they're
visiting
other
things
and
the
challenge
is
the
data
has
to
be
reliable
and
there
may
be
challenges
and
I
think
there
were
some
challenges
in
the
division
with
that,
but
whatever
you
have
it's
important
to
think.
Where
are
my
people?
How
are
they
working?
How
is
it
being
deployed?
L
Is
it
efficient
and
and
that's
where
the
data
is?
That's
where
I
that's
the
way
I
look
at
it.
So
I
think
analysis
of
data
is
a
way
forward
because
it
helps
you
to
manage
better,
but
you
don't.
It
doesn't
have
to
be
always
complicated.
Just
think
about
what
you
need
and
then
and
then
we
kind
of
tell
the
story
around
that
right.
L
L
A
J
L
L
J
J
J
For
us
to
do
our
due
diligence
at
the
on
the
budget
committee
and
given
that
last
year
was
nine
five
point:
nine
million.
The
question
that
we
have
to
ask
is:
ok.
Let's
say
we
can't
afford
seven
point
four:
four:
four:
we
can
only
afford
five
point:
nine,
what
falls
off
the
table
or
gets
pushed
I've.
L
Identified
that
in
my
work
plan
and
what
falls
off
the
table
is
there's
a
one-year
high
biggest
risks.
Right
now
is
the
biggest
I
guess
enough
drivers
and
wasn't
be
brisk.
Drivers
is
Human
Resources
and
the
driving
of
that,
and
so
that
would
we've
identified
that
that
might
not
be
done.
The
there's
centralized
social
housing,
waitlist
operational
planning
across
the
city,
cash
management,
investment
policies
and
operational
audit
of
fleets,
and
then
some
of
the
procurement
around
some
major
capital
projects
and
Toronto
Hydro.
So
we've
identified
in
table
three
to
our
work
plan.
A
H
M
Mr.
sure,
it's
so
when
we
conducted
the
investor
owner
on
it,
one
of
the
recommendations
was
to
look
at
what
is
the
optimal
way
to
fund
and
strategize
foreign
investor
direct
investment
in
Toronto,
and
so
we
had
recommended
that
counsel
decide
how
to
proceed
and
what
the
optimal
funding
was.
Counsel
decided
to
take
part
in
a
regional
agency.
So
as
with
the
folding
of
investor
warm
to
the
wind
up
of
investor
Anto,
the
the
funding
towards
foreign
investment
investment.
H
M
L
When
we
can
identify
that,
if
the
action
is
being
taken
pursuant
to
our
recommendation,
management
has
implemented
and
then
and
in
many
cases
come
up
with
their
own
figures.
We've
identified
in
the
tables
to
our
report
that
we
have
to
became
sufficient
evidence
to
show
that
it's
come
it's
the
impetus
for
this
to
happen
is
from
our
recommendations.
A
good
example
is
TTC
and
some
of
their
maintenance.
H
M
Report
was
reported
in
2014
under
the
previous
Auditor
General
right
at
the
end
of
his
term,
and
the
recommendation
was
for
the
city
manager
to
determine
approach
for
the
city's
efforts
to
promote
Toronto
as
an
investment
attraction,
the
advantages
and
disadvantages
of
a
regional
economic
development
agency
and
the
recommended
levels
of
funding.
So
at
that
time,
investor
Anto
annual
operating
costs
were
2.6
million
dollars.
My
understanding
is
now
the
with
the
wind
up
the
the
grant
towards
toronto.
Global
will
be
about
point
nine
million,
so
that's
a
reduction
and
funding
towards
it.
So.
H
You
want
to
move
on
to
move
on
and
you
you've
got
you've
got
savings
for
the
TTC
of
this
is
on
to
the
on
slide
seven
and
on
slide
six
on
slide.
Six
you've
got
review
of
Toronto
TTC
bus
maintenance
department,
eight
million
dollar
one-time
savings;
five
point:
eight
million
dollar
recurring
savings
for
total
37
million,
which
is
a
big
number,
and
then
procurement
practices
and
proving
materials
management
purchasing
policies,
six
million
for
total
of
forty
minute.
H
H
L
H
H
I'm
looking
at
the
TTC
deck
and
the
TTC
deck
was
fairly
comprehensive
in
terms
of
their
savings.
They've
gone
through
presto
tys
to
see
you
know,
will
transit,
ridership
and
so
on
even
itemizing
items
of
just
300,000
and
under
service
efficiency.
It's
less
than
three
million
and
you've
claimed
6
million.
So
for
me,
there's
a
bit
of
a
gap.
I.
L
Support
but
I
can't
say
the
numbers
are
audited
and
I
can
also
say
that
when
Rich
Wong
was
before
the
Audit,
Committee
I
think
was
back
in
I,
don't
know
if
it's
junior
October
he
was
saying
that
the
buses
are
more
reliable,
based
on
the
implementation
of
recommendations
and
the
warranties
and
and
the
numbers
around
that
have
been
audited
and
are
included
here.
I
believe
also
here
is
Rick.
Cleary
could
also
speak
to,
for
example,
wheel,
trans,
and
then
we
don't.
We
don't
just
take
it.
An.
H
K
L
L
K
K
Miss
Nevada,
so
this
is
not
a
new
and
enhanced.
What
is
it
so
three
was
to
chair.
We
really
have
two
position
on
this
because
we
don't
get
involved
in
the
oversight
of
of
the
budget
and
ensuring
consistency
with
the
rest
of
the
organization,
because
they're
independent
officers,
but
the
recommendation
that
was
made
last
year
was
looking
at
a
three
year
view
to
provide
additional
funding
for
value-for-money
audits
of
my
understanding
was
subject
to
the
annual
audit
work
plan,
which
you
approved
at
Council
last
week.
I
still
don't
understand
so
it's
approved
it's
a
given.
K
L
You
counselor
I
was
deployed
a
million
dollars
and
I
used
that
to
produce
results
and
to
plan
for
the
next
two
years.
That
was
what's
needed
to
be
able
to
meet
the
objectives
given
to
me
by
counsel
and
out
of
committee.
I
did
not
ask
counselor
for
that
money.
Last
year.
I
did
not
make
I'm
just
yeah
just
asking.
K
L
K
A
I'll
figure
that
out
later
just
I
think
just
to
help
staff
I
think
one
of
the
challenges
they
have.
They
don't
have
an
ability
to
decide
whether
it's
going
to
go
in
the
base
or
new
and
enhanced.
It
automatically
goes
into
the
base.
The
requests,
because
it's
out
of
their
purview,
so
I
think
that's
where
what
they're
trying
to
say
right.
K
L
It's
dependent
on
the
work
plan.
First
of
all,
it's
time
limited
because
I
believe
I
mean
it
was
actually
this
committee
that
requested
that
we
deploy
and
I
believe
it's
to
identify
the
efficiencies
to
get
them
in
place
earlier,
so
that
the
city
can
identify
savings
but
also
efficiencies
and
better
operation.
But
counselor
I've
also
identified
that
of
the
1.5
million
I've.
L
Only,
even
though
my
budget
said
that
today,
because
we've
done
a
lot
analysis
as
the
year
progressed
and
there
were
some
projects
that
were
delayed,
I've
identified
that
it's
really
the
new
the
budget
for
this
year
is
an
additional
1
million,
not
1.5,
so
I
just
wanted
to.
Let
you
know
that
so
the
delivery
of
our
projects
within
that
is
because
we
want
to
make
sure
we're
deploying
it
in
a
very
efficient
way.
So,
just
for
clarity,
you
might
need
to
make
a
motion
to
that
effect
so
that
it
is
so
clear,
but
Thank.
A
N
N
I'm
pleased
to
be
here
to
present
to
you
the
budget
requests
of
the
office
of
the
integrity
commissioner
for
2018.
I
also
would
like
to
acknowledge
the
assistance
of
grace
young
from
the
office
of
the
clerk,
who
is
instrumental
in
helping
my
office
prepare
for
today's
appearance
and
in
preparing
my
budget.
N
These
requests
are
similar
to
the
requests
I've
made
in
the
past,
but
there
is
a
particular
urgency
to
the
request
this
year
because
of
some
important
legislative
changes
that
are
coming
because
of
provincial
legislation.
Changes
in
bill,
68
and
I
will
tell
you
about
that
in
more
detail
in
a
few
minutes
when
compared
against
the
base
of
my
budget,
it
is
a
significant
request
that
I'm
making,
however
I,
think
it's
important
to
note
that
the
enhancements
make
up
only
a
very
small
portion
of
the
Toronto's
city
of
Toronto's
preliminary
budget.
N
For
my
presentation
today,
I
would
like
to
first
briefly
describe
and
remind
all
of
you.
I
know
you're
well
familiar
with
the
duties
of
my
office,
I'd
like
to
provide
you
with
an
overview
of
the
output
of
my
office
for
2017
and
a
bit
of
a
looking
back
to
see
how
we're
keeping
pace
with
years
before
and
that
I'd
like
to
provide
you
with
more
details
about
the
enhancement
requests,
I'm,
making
I.
N
Wish
to
emphasize
again
that
the
need
for
the
enhancements
of
this
year
is
particularly
acute
because
of
legislation.
Changes
in
Toronto
City
Council
is
not
the
only
council
in
Ontario
right
now.
That
is
wrestling
with
this
issue.
So
councils
across
Ontario
are
facing
requests
for
enhanced
funding
in
this
area
because
of
provincial
legislation.
Changes.
N
As
you
all
know,
my
duties
consist
of
four
main
functions:
I
provide
advice,
I
carry
out
investigations,
I,
provide
education
and
outreach,
and
I
provide
policy,
advice
and
guidance
to
Council
and
local
boards.
I
want
to
emphasize
for
you
that
the
the
people
who
can
come
to
my
office
to
seek
advice
is
about
approximately
a
thousand
people,
so
the
City
Council
is
the
smallest
component
of
that.
But
there
are
many
as
I
know.
N
So
let
me
drill
down
a
little
bit
to
tell
you
a
little
bit
about
what
my
office's
output
is
for.
2017
I'm
projected
projecting
that
we're
going
to
be
resolving
approximately
200
requests
for
advice
to
members
of
council,
and
that
includes
that
that
is,
can
include
multiple
requests
from
members
of
council
I'm,
also
providing
advice
to
approximately
25
different
local
boards
and
in
the
City
of
Toronto
for
2017
I've
received
22,
formal
complaints
and
five
informal
complaints
about
members
of
council
and
local
boards.
I've
conducted
more
than
25
training
sessions
to
local
boards.
N
I've
carried
out
a
significant
policy
review,
which
involved
consultation
and
research
and
analysis
to
issue
interpretation
bulletins
and
to
provide
reports
to
council
on
significant
matters
such
as
whether
or
not
the
local
board
code
of
conduct
needs
to
be
revised
to
consider
the
new
duties
of
the
investment
board
in
the
realty
board
and
councillors.
Involvement
in
fundraising.
N
If
we
look
back
we're,
usually
in
the
same
range
of
requests
for
advice
in
any
given
year.
The
big
change
is
that
more
of
the
requests
for
advice
are
coming
from
the
local
board
sector
and,
in
my
opinion,
that's
a
really
good
news
story.
Many
local
boards,
as
I
mentioned,
you
are
very.
We
are
all
very
lucky
here
in
Toronto
to
have
so
many
volunteer
local
board
members,
but
they
encounter
the
same
issues
that
councillors
do
when
it
comes
to
conflict
of
interest
in
code
of
conduct.
Matters.
N
I'm
I
prioritize
in
my
office
the
response
time
for
giving
advice,
because
if
a
member
of
council
or
a
local
board
can
get
timely
advice,
then
then
there
will
be
much
less
need
for
investigation.
So
it's
important
to
me
that
I
can
respond
to
requests
for
advice.
I
try
my
best
to
do
it
on
a
on
the
same
day,
the
advice
is
received.
N
Sometimes
we
tip
over
that,
but
more
often
than
not
we're
providing
advice
within
two
days
or
less
to
people
who
request
advice
from
our
office,
and
this
to
me
is
a
really
key
priority
for
the
office
and
I
believe
that
it
helps
members
of
council
and
local
board
to
avoid
be
entering
into
situations
that
could
give
rise
to
investigations.
I
can't
say
the
same
for
the
efficiency
rate
when
it
comes
to
dealing
with
formal
complaints.
This
slide
is
a
snapshot
of
the
complaints
that
we
receive
in
any
given
year.
N
There
was
an
aberration
in
2015,
where
we
received
34
complaints
that
one
individual
filed
about
18
complaints
about
the
same
issues.
So
it's
not
it's
out
of
sync,
but
one
thing:
that's
remarkable
to
me:
if
you
look
back
and
I've
averaged
the
the
three
years
before
2015,
we
actually
get
a
fairly
constant
number
of
formal
complaints
in
Toronto.
Again
it
has
shifted
a
little
bit
from
you
know.
It
always
is
moving
around
about
whether
the
complaints
about
members
of
council
or
members
of
local
boards.
N
So
this
is
this
another
way
to
look
at
the
same
information,
but
it
has
a
little
bit
more
information.
That's
concerning
to
me
on
the
bottom,
half
of
the
slide,
frankly
we're
taking
too
long
to
resolve
complaints.
The
average
time
it
takes
my
office
to
resolve
an
investigated
complaint
is
271
days,
the
the
shortest
amount
of
time
it
takes
since
I've
started
tracking
this,
which
is
January
1st
2015,
is
139
days.
The
longest
time
it's
taken
is
five
hundred
and
fourteen
days.
This
is
an
unacceptable
rate
at
which
we
are
completing
complaints.
N
N
Their
angle
on
the
same
information
is
just
to
show
you
the
efficiency
rate
of
complaints
and
complaints
out.
It's
not
the
most
useful
slide
because,
of
course,
the
complaint
received
in
november/december
is
not
going
to
be
completed
if
it
requires
an
investigation
that
year,
but
I
am,
as
I
mentioned
a
few
minutes
ago,
trying
to
develop
some
metrics
that
you
can
use
on
an
objective
basis
to
understand
the
output
of
the
office
and,
as
I
know,
you'll
appreciate.
I
can't
provide
much
more
information
about
the
progress
of
cases
in
any
particular
matter.
N
Even
if
things
were
not
going
to
change
the
numbers
that
I
just
presented
to
you
with
respect
to
investigations
are
not
acceptable
and
I
would
still
be
here
asking
for
new
resources
to
help
me
in
my
office
meet
the
needs
and
to
improve
the
timeliness
of
investigation
completion,
but
there
are
significant
new
duties
that
are
coming
to
my
office
and,
as
you've
heard
me
say
before,
this
is
a
change
that
is
coming
across
Ontario.
So
all
municipal
councils
are
now
faced
with
funding
resources
for
these
changes,
but
effective,
March
2019.
N
My
office
will
have
the
statutory
duty
to
provide
advice
to
members
to
Council
and
local
boards
about
the
application
of
the
municipal
conflict
of
interest
Act,
and
this
is
going
to
be
the
one
that's
going
to
be
the
biggest
drain
on
resources
to
provide
to
receivers
complaints
about
contravention
of
the
municipal
conflict
of
interest
act.
So,
as
members
of
council
know
up
until
now,
those
complaints
would
go
to
court
in
my
office
would
have
no
role
in
relation
to
those
complaints.
N
N
So
in
my
office
we
have
a
very
small
team.
It's
me
and
two
other
people.
The
main
component
of
our
budget
is
related
to
salary.
We
have
a
very
small
non
salary
budget
at
present
and
the
way
that
that
resource,
though
the
way
that
those
resources
are
used
just
to
give
you
an
idea,
is
usually
related
to
investigation
support.
N
So
my
office
engages
in
a
full
range
of
activities
associated
with
complex
investigations
such
as
document
and
record
review,
issuing
summonses
interviewing
multiple
witnesses,
provision
of
conduct,
money,
engaging
in
carrying
out
corporate
searches,
land,
title
searches,
courthouse
searches,
open
source,
internet
searches,
use
of
external
investigation,
support
to
help
with
investigations
or
interviews.
I
also
I'm
challenged
in
my
jurisdiction
from
time
to
time
by
people
subject
to
complaints
and
so
I'm
required
to
engage
outside
legal
services
to
respond.
N
All
of
that
to
say
is
that
the
need
for
new
resources,
in
my
opinion,
is
acute.
The
average
time
to
complete
cases
is
too
high
as
it
is
and,
more
importantly,
in
the
future,
it
won't
comply
with
the
new
law
and
the
office.
My
office
is
unable,
frankly,
to
deal
with,
inappropriately
with
high
volume
cases
or
complex
cases,
and
I
want
my
office
to
be
able
to
do
that.
I
want
the
City
of
Toronto
to
be
able
to
do
that.
N
So
just
be
wrapping
up
in
a
few
minutes,
but
I'll
just
give
you
a
bit
more
information
about
the
the
particular
requests
I'm
making.
So
I
am
seeking
an
external
legal
and
investigation
support
budget.
So
what
this
is
not
is
a
request
for
a
new
permanent
resource.
So
I
don't
have
the
evidence
to
come
to
you
today
and
say
that
I
think
I
could
keep
another
full-time,
investigator
engaged.
N
I,
don't
know
that,
and
so
my
my
best
judgment
is
to
recommend
to
you
that
you
provide
my
office
with
a
stable
budget
that
I
can
use
on
a
contingency
basis
to
deploy
in
a
way
that
makes
the
most
sense
based
on
the
cases
that
come
before
the
office.
So
whether
that
means
I
need
someone
to
help
with
document
review
with
interviews
with
inter
open-source
internet
research,
legal
analysis
I'll
be
able
to
deploy
the
resources
in
a
way
that
responds
to
the
case
the
case
load.
That's
before
me,
I.
N
Have
a
very
small
budget
right
now
for
legal
services
and
it
because
of
the
small
size
of
it.
I'm
not
able
to
use
the
budget
strategically
or
properly
with
a
proper
budget.
I
would
be
able
to
engage
in
the
of
a
roster.
I
would
be
able
to
implement
a
strategic
procurement
policy
for
the
services
and
I
wish
to
emphasize.
It
would
only
be
used
if
the
need
presented
I.
N
Have
more
information
about
the
type
of
services
that
I
would
deploy,
but
I'll
get
to
the
end
of
my
presentation
and
I'll
answer.
Any
questions
that
you
may
have
the
other
request
I'm
making
is
to
establish
a
temporary
training
and
outreach
officer.
As
you
heard
me
say,
the
changes
that
are
coming
are
significant
and
many
people
who
are
in
the
service
of
the
city
of
China
are
going
to
be
going
to
need
training
to
understand
what
it
means
to
them.
N
I
do
my
best
with
the
resources
we
have
and
this
year
I'm
proud
to
say
that
I
was
out
to
25
different
local
boards
to
provide
training.
In
my
opinion,
this
is
a
really
important
function
of
the
office,
because
if
the
training
is
done
properly,
then
there'll
be
less
contraventions
and
less
need
for
investigation.
I
also
have
found
that
meeting
with
local
boards.
Sometimes
it's
a
way
to
help
a
board
facilitate
a
resolution
to
problems
that
they're
having
that
they
might
not
be
able
to
resolve
on
their
own.
N
All
of
this
to
say,
I'd
like
to
be
able
to
provide
education
outreach
to
the
sector
in
a
more
strategic
manner
and
I'd
like
to
develop
more
modern
resources
to
do
it.
So
online
training
tools,
more
interactive
training
tools
and
the
reason
why
I
think
it
should
be
temporary
is
because
I
expect
that,
once
we
establish
a
foundation
of
the
training,
resources
will
then
be
able
to
move
to
a
more
of
a
maintenance
mode.
N
So,
to
summarise,
my
request
is
that
Budget
Committee
recommend
to
City
Council
that
it
approved
my
total
budget
request
of
eight
hundred
and
sixty
six
point
nine
thousand,
and
this
does
consist
of
a
significant
enhancement
requests
which
are
set
out
there
in
the
second
bullet
and
I'm
here
to
say
that
if
you
are
in
engaging
in
prioritization
which
I
nice,
you
are
the
most
urgent
of
the
requests
is
the
external
legal
and
investigative
support
budget,
and
my
final
few
remarks
are
that
this
is
a
this.
Is
the
third
or
fourth
time
I've
made
this
request?
N
H
You
thank
you
for
your
presentation.
Thank
you
for
all
your
work
this
past
year
now
you
said
that
it
takes
270
days
during
71
days
to
resolve
some
of
the
more
complex
cases,
but
isn't
I
mean
isn't
part
of
that?
Just
because
it's
difficult
to
get
information
from
people,
people
don't
reply
in
a
in
a
timely
fashion,
and
it's
just
you
know
a
bit
of
a
challenge
putting
things
together
when
people
are
away
or
they
don't
respond.
N
B
H
H
H
H
H
N
In
2017
we
had,
we
concluded
a
number
of
cases
or
a
few
cases
about
Arena
boards
and
as
a
result
of
that,
I
prepared
an
interpretation
bulletin
that
you
know,
through
the
cases
I
learned
that
there
was
a
trend
or
an
issue
there.
That
was
being
that
there
was
of
concern
and
so
I
didn't
expect
everybody
to
read
the
lengthy
reports
so
I
converted
that
into
an
interpretation
bulletin
for
the
eight
arena
boards
that
are
exist
in
Toronto
and
I've.
H
N
Through
your
chair,
the
there
so
I'm
not
seeking
a
new
position
for
an
investigative
function,
I'm
seeking
a
budget
for
external
support
yeah
and
that
so
the
types
of
things
that
I
could
use
that
service
that
budget
for
are
assisting
with
document
review
so
sometimes
in
investigations.
I
will
obtain
thousands
of
records
in
electronic
form
that
need
to
be
reviewed,
and
so
this
could
take
me
several
days
or
weeks
to
go
through
the
records.
If
I
had
the
ability
to
use
an
external
source,
there
is
software
and
expertise
around
that
I.
N
A
You
any
other
questions
actually
I'll.
Just
I'll
ask
my
questions
first
and
we'll
go
to
the
other
side,
counselors
Valerie,
just
with
regard
to
again,
we
normally
there's
a
certain
template
that
I
see
on
all
the
other
divisions
and
agencies.
So
this
is
a
little
bit
different
than
what
I
tend
to
see
so
I
just
wanted
to
and
I
think
it's
on
page,
the
last
page.
So
you
you
are,
you
have
about
a
five
hundred
and
thirty
thousand
dollar
budget
and
you
are
looking
at
with
new
enhancements,
bringing
it
up
to
about
eight.
N
A
We're
good,
no,
you
you
sent,
there
are
some
new
legislative
duties
that
will
be
coming
down
in
2019.
What
part
of
the
three
hundred
and
fifty
five
thousand
dollar
ask
is,
is
is
pretty
much
no
to
an
enhanced.
Will
we'll
have
to
be
doing
it
anyway,
based
on
new
legislation
that
will
be
coming
down?
Is
that
have
you
cleared.
N
N
K
N
So
I
came
on
board
just
about
a
month
before
the
last
election.
There
was
a
significant
backlog
at
that
time,
but
it
wasn't
all
attributable
I
would
say
to
the
election.
At
that
time
the
office
only
had
only
a
part-time
Commissioner,
so
that
would
be
part
of
it.
There
is
a
blackout
period
in
an
election
year
from
August
first,
so
that
minimizes
some
of
the
potential
election
related
complaints.
N
N
K
Not
really
a
blackout
period,
I
guess
it's
a
kind
of
blackout
period
anyway.
What
I
was
trying
to
understand
is
also
so
you're
saying
the
average
number
of
days
for
an
investigated
complaint
is
271
calendar
days
or
work
days.
That's
calendar
days,
calendar
days.
It's
still
a
significant
time
and
53
are
just
50.
Wait
53
days
investigating
those
that
you
dismissed
so.
N
N
K
K
N
K
Is
there
a
comparator
with
other
integrity
commissioners
in
terms
of
how
much
discretion
you've
got
discretion,
I
mean
not
discretionary
use,
your
obviously
your
judgement
of
as
to
which
ones
you
would
dismiss,
which
ones
you
do
a
formal
and
complete
investigation
on
is
there?
Are
there
any
benchmarks.
N
So
through
your
chair,
there
are
I'm
not
aware
of
any,
but
Toronto
is
the
largest
most
developed
program
that
exists
right
now.
At
the
municipal
level,
the
Vaughn
Vaughn
may
come
close
in
Ottawa
might
come
close,
but
the
council's
are
so
much
smaller
that
it
wouldn't.
It
doesn't
seem
to
me
that
it
would
be
properly
comparable.
I
think
our
Toronto's
elected
and
appointed
officials
base
is
so
much
larger
that
it
will
always
be
hard
to
compare
it
to
another
jurisdiction
and.
K
N
Through
mr.
budget
chair
absolutely
I
have
a
very
one
of
my
most
frequent
interactions
is
with
the
BIA
office
because
of
the
activity
mainly
related
to
training
for
the
VI,
A's
and
I
absolutely
will
be
working
with
that
office
to
develop
training,
and
they
are
advantaged,
in
my
opinion,
based
compared
to
many
boards
in
Toronto
because
of
the
support
provided
by
the
BIA
office.
N
But
if
I
could
just
turn
back
to
the
reason
why
I
underlined
why
the
training
and
outreach
coordinator
position
is
important
is
because
I'd
like
to
be
able
to
do
that
in
a
more
strategic
way.
So,
right
now
as
as
you'll
know
and
other
councillors
here
know,
I
go
myself
to
eat
at
these
boards
and
it's
great,
but
it's
not
an
efficient
use
of
my
time
or
their
time
if
there
could
be
a
more
strategic,
more
professional,
user-friendly
training
method
available.
Thank.
A
A
So
well
yeah
we're
going
to
try
to
get
through
these
two,
ideally
the
two
presentations
in
the
next
half
hour.
If
we
can
so
I'd
asked
if
we
could
just
get
through
the
deck
as
quickly
as
possible,
so
we
can
get
through
the
next
two
and
then
we'll
be
doing
cluster
B
in
the
afternoon.
So
there'll
be
a
presentation
on
cluster
B
and
then
there'll
be
questions
of
the
individual
divisions.
A
O
Thank
you
very
much
for
allowing
me
to
walk
you
through
my
presentation
and
and
our
request
for
new
enhancements
I'd
like
to
thank
grace
young
and
for
all
her
support
in
helping
to
prepare
this
presentation.
I'd
also
like
to
thank
my
staff
because
they
deliver
the
transparency,
that's
mandated
through
the
bylaw,
and
they
had
a
great
deal
of
input
into
this
report
as
well,
and
I
hope
that
I
can
help
you
to
understand
better
about
how
I
I
believe
these
enhancements
will
enable
us
to
continue
the
good
work
that
we're
doing.
O
I'll
try
to
be
brief
and
I'll
try
to
focus
on
on
where
I
need
you
to
understand
what
we've
done
and
what
we've
been
successful
at
and
where
we'd
like
to
go
in
the
future.
With
with
our
enhancements
and
I
guess.
This
is
a
story
about
what
got
here
today
may
not
be
what's
going
to
get
us
to
where
we
want
to
be
in
the
future,
and
so
part
of
what
I
have
to
do
is
help.
O
O
This
slide
simply
tells
you
how
the
breadth
of
our
of
our
scope
for
lobbying
oversight
crosses
over
to
our
public
service
employees,
all
the
members
of
council
and
our
local
boards,
and
when
we
speak
of
the
number
of
active
lobbyists,
which
is
approximately
1,600
and
the
number
of
subject
matters
that
they
Lobby
about,
which
is
about
2,500.
You
can
have
an
understanding
for
the
robust
nature
of
our
program
and
the
importance
of
when
we
speak
of
transparency.
A
O
So
our
mandate
is
entrenched
in
statute
and
it's
supporting
the
values
that
you've
underscored
in
your
strategic
plan,
namely
open
government
by
design,
engaging
the
public,
strengthening
our
public
service
governance
and
improving
customer
service,
and
it's
my
goal
to
help.
You
understand
how
the
enhancements
that
I'm
requesting
are
really
to
underscore
that
so,
in
order
for,
for
any
regulator
really
to
be
effective,
there's
three
important
functions
that
they
have
to
be
able
to
do
well
in
order
to
in
order
to
seed
with
it
with
the
regulatory
model.
O
O
So
at
this
current
time
our
office
is
operating
without
a
dedicated
staff
resource
allocated
to
outreach
and
education.
There
has
been
year
after
year
increases
to
register
activity,
but
the
staff
compliment
has
not
changed
since
2009,
so
registration
transactions
processed
annually
have
been
increased
by
four
hundred
and
thirty,
two
percent
from
two
hundred
and
forty
two
to
two
thousand
four
hundred
and
forty
three
to
twenty
ten
to
twelve
thousand
nine
hundred
and
ninety
and
2017.
So
without
having
changed
our
staff
compliment
we're
now.
O
Our
office
is
now
dealing
with
processing,
almost
twelve,
more
than
twelve
thousand
transactions
a
year,
and
the
number
of
registered
lobbyists
has
also
increased
to
around
1,700.
The
current
challenges
to
service
level.
Also
are
by
the
fact
that,
with
better
education
with
better
compliances,
people
learn
how
to
comply,
and
you
get
you
get
more
subject.
Matters
registered,
so
success
begets
more
success
and
the
increase
in
registry
activity
volume
is
putting
the
delivery
of
timely
and
accurate
services
at
risk.
O
The
intended
outcome
of
increased
transparency
and
ease
of
use
from
the
state
of
good
repair
project
is
expected
to
increase
the
volume
of
activity.
As
I
say,
success
begets
more
success.
If
the
system
is
easier
to
use,
you
will
have
more
people
using
it,
and
that
is
actually
the
ultimate
outcome
that
you
do
want.
O
So,
if
you
can
see
from
this
grid,
if
you
compare
where
we
were
at
the
beginning
of
this
program,
you
have
a
good
news
story.
You
you've
seen
an
exponential
increase
over
the
years
in
the
use
of
the
lobbying
registered
registry
system
as
a
disclosure
tool
with
the
number
of
lobbyist
registrations
being
protests
on
the
rise
subject.
Matter
registrations
are
up
and
active
registrations
are
up
as
well
consistently
year-over-year
the
outreach
activity
that
we've
done
and
we've
done
over
the
years
has
increased
the
public's
awareness.
O
You
can
see
our
website
visitor
up
and
our
searches
are
up
with
respect
to
the
support
that
I've
asked
for
for
statutory
investigation,
and
our
legal
requirements
under
resourcing
has
result.
Didn't
delays
in
the
length
of
the
investigation,
processes
and
restrictions
on
our
capacity
to
take
on
new
matters
increases
in
the
number
of
outreach
initiatives
undertaken
by
this
unit
are
putting
further
strain
on
already
limited
resources,
while
the
number
of
formal
inquiries
has
decreased.
Due
to
the
success
of
early
resolution
initiatives,
the
complexity
of
the
matters
has
increased.
O
O
If
you're
aware
of
a
recent
media
report
that
the
federal
office
of
lobbying,
the
lobbying
commissioner
has
requested
$400,000
to
assist
with
the
cost
of
of
an
open
challenge
in
court,
this
is
a
real
risk
for
for
for
our
regulatory
offices
and
and
I'm
just
pointing
this
out
to
you,
because
our
office
is
not
under
guns
undergone
such
a
challenge
as
of
yet
but
in.
We
are
increasingly
becoming
our
litigious
society,
and
our
office
needs
to
be
prepared,
particularly
with
the
new
amendments
through
quota
and
the
new.
O
The
new
powers
that
you
gave
in
in
2016
to
our
office
to
impose
bans
so
I,
just
part
of
this
request,
is
for
casting
because
we
want
to
continue
to
be
for
effective.
External
legal
advice
will
be
required
above
and
beyond
internal
resources,
including
the
requested
junior
counsel
position
because
of
the
contentious
nature
of
the
inquiries
and
the
possibility
of
judicial
review.
Due
diligence
must
be
taken.
O
As
I've
said,
the
recent
legislative
changes
that
have
been
adopted
through
bill
68,
we'll
just
briefly
remind
you-
there's-
been
an
increase
to
the
limitation
period
from
six
months
to
two
years,
and
also
that
we've
been
granted
by
the
province,
the
ability
to
impose
administrative
sanctions
and
penalties,
and
back
in
2016
as
I
say
you,
you
did
broaden
my
enforcement
powers
to
include
temporary
bans.
So
how
will
this
impact
the
the
investigative
unit?
O
Well,
we're
anticipating
an
increase
in
volume
of
investigations,
possible
legal
challenges
and
the
implementation
of
the
new
enforcement's
is
going
to
require
us
to
support
that,
for
example,
we're
going
to
be
working
with
our
staff
partners
in
the
city
to
develop
the
policy
develop
the
framework.
Although
the
administrative
penalties
are
not
our
citywide.
Yes,
there
will
be
our
prosecution
team
that
will
be
developing
the
the
structure,
but
our
office
is
going
to
have
to
in
contribute
what
we
feel
would
be
appropriate,
appropriate
penalties
and
amount
of
the
monetary
scheme.
O
That
would
reflect
what
we
would
want
to
enforce
disclosure
and
ethics
in
our
office.
So
I
want
to
share
with
you
some
of
the
things
that
the
current
staff
has
been
asked
to
do
in
this
particular
year,
so
that
you
can
understand
how
important
education
and
outreach
is
to
to
making
this
model
work.
We've
hosted
in
this
year,
14
training
sessions
attended
by
245
members
of
the
public
and
lobbyists
we've
given
21
presentations
to
city
staff
for
388
city
employees.
We
have
given
six
presentations
to
external
organizations
to
about
a
hundred
or
so
attendees.
O
We've
posted
up
to
two
thousand
three
hundred
and
fifteen
communications
on
social
media
regarding
best
practices
and
lobbying
by
law
compliance.
We
provided
outreach
at
a
social
procurement,
networking
event
reaching
approximately
eighty
to
a
hundred
different
vendors,
which
I
believe
will
help
further
compliance.
O
We've
held
a
hundred
and
eight
meetings
with
city,
public
office
holders
and
I've
held
eleven
meetings
with
public
office
holders
and
other
levels
of
and
I
think
that
that's
important
to
note
because
we're
the
largest
regulator
of
lobbying
activity
as
far
as
municipal
governments
go
in
Canada,
but
we're
also
a
leader
across
other
governments
in
the
country.
The
size
and
scope
of
the
way
we
regulate.
O
Lobbying
is
larger
than
than
some
of
the
provinces,
really
we're
on
par
with
the
federal
government
and
the
province
of
Ontario
in
terms
of
being
leaders
and
how
this
should
be
done,
and
our
office
is
consultant
often
for
advice
and
to
share
our
successes
and
our
and
our
best
practices.
I
wanted
to
show
you
this
quickly
so
that
you
could
see
come.
You
know,
comparing
last
year
to
this
point
to
this
year.
To
this
point,
everything's
growing
in
terms
of
rely
being
activity
I
do
believe
that
this
this
is
a
trend.
O
That's
going
to
continue
and
our
office
wants
to
be
there
ready
to
provide
effective
services
so
that
we
can
you'll
see
that
this
year
alone,
our
total
registration
transactions
processes
up
20%.
So
the
trend
that
you
saw
from
2010
I
don't
have
any
reason
to
believe
that
that's
going
to
change
in
the
future
I
only
have
reason
to
believe
that
will
continue
to
grow,
which
is
a
good
thing.
That's
the
transparency
that
that
you're
asking
us
to
deliver
under
the
bylaw,
so
I
want
to
pause
for
a
moment
on
the
investment.
O
The
assessment
and
inquiries
slide
for
a
moment,
because
I
know
you're
gonna.
Ask
me
why
it
is
that
the
numbers
are
going
down
in
terms
of
the
number
of
inquiries.
So
in
a
nutshell,
a
quiet
inquiries
appear
to
be
down
because
preventive
initiatives
by
the
inquiries
and
investigations
unit
are
up
and
are
resulting
in
compliance
without
the
resort
to
formal
inquiries.
O
So
again,
if
you
think
back
to
the
slides,
I've
shown
you,
then
registrations
are
going
up
and
it
makes
sense
that
the
number
of
inquiries
are
going
down
because
you're
getting
compliance
at
the
front
end.
So
the
function
of
the
inquiries
and
investigations
unit
has
evolved
from
its
inception
the
first
few
years.
O
So
in
other
words,
the
lobbyist
can
turn
to
our
our
robust
precedent
list
and
learn
how
they
have
to
comply
and
your
and
that's
why
you're
seeing
the
trend
appear
to
be
going
down.
But
in
fact
this
is
a
good
news
story,
because
it
means
you're
getting
more
compliance.
Now,
your
you
might
ask
me:
why
is
it
that
you're
asking
for
funds
for
investigations
and
inquiries?
If
you're
seeing
the
trend
go
down-
and
my
answer
to
that
is
the
there's-
an
increased
complexity
to
the
issues
that
are
being
investigated.
O
The
availability
of
evidence,
specifically
electronic
communications
held
by
the
city
arm,
are
provided
by
third
party
email
providers
and
the
the
availability
of
witnesses.
The
need
for
specialized
experts
are
outside
legal
advice.
The
number
of
firms
are
lobbyists
involved
on
any
given
filed
as
numerous
the
increased
number
of
lobbyists
that
retain
legal
counsel
to
represent
them
during
an
investigation
process.
O
O
The
number
of
prevent
protect
potential
contraventions
of
the
lobbying
by
a
lot
to
it
to
investigate
it
to
be
investigated.
The
sheer
volume
of
documents
and
data
to
be
examined
and
analyzed,
and
the
increasingly
complex
and
nuanced
issues
brought
to
us
by
lobbyists
through
our
advanced
opinion
process,
take
a
significant
amount
of
time
to
answer
which
consequently
divides
the
attention
of
the
investigation
staff.
So
essentially
because
I
don't
have
a
full
time
resource
person
doing
education
and
outreach.
I've
got
two
units.
O
One
registry,
one
investigative:
the
registry-
is
being
split
into
in
terms
of
propelling
to
provide
outreach
and
cope
with
launching
a
new
platform
and
dealing
with
increased
activity,
and
the
other
unit
is
being
split
in
several
directions
as
well,
because
they're
supporting
the
education
and
outreach
plus
there
they've
moved
into
these
new
initiatives
where
they're
doing
front-end
advice,
and
it's
just.
There
is
a
risk
that
we
won't
be
able
to
juggle
all
the
balls
in
the
air
and
keep
them
going.
O
O
O
The
decrease
in
compliance
with
the
disclosure
requirements
is
a
risk
because
when
you
don't
have
the
registry
activity
happening,
because
people
don't
understand
or
then
then
you're
gonna
end
up
having
a
snowball
effect
on
the
other
side,
with
more
investigations
and
complaints.
So
number
four
is
the
public
may
lose
confidence
and
the
LRA's
ability
to
provide
service.
O
There
could
be
a
negative
impact
on
your
own
important
goals
too.
In
your
strategic
plan
towards
open
government
and
citizen
engagement
and
the
olr
can't
guarantee
that
the
objectives
of
better
enforcement
higher
compliance
that
underline
the
new
legislative
changes
will
be
met.
So
so
we
we
really
do
believe
that
without
a
bit
more
support,
there's
a
risk
to
our
mandate
in
terms
of
the
numbers
and
I
have
to
confess
when
I
went
to
law.
School
I
left
my
math
brain
somewhere
else.
O
So
I
always
I'd
like
to
have
grace
beside
me,
because
it
seems
like
I'm
reading
in
a
different
language
when
I
look
at
numbers,
particularly
when
they're
in
a
chart
but
gross
the
the
new
enhanced
is
four
hundred
and
forty
four
thousand
and
the
new
approved
positions
is
to
the
total
budget.
Request
is
1
million
six
hundred
and
forty
four
thousand.
O
This
is
a
budget
change
of
forty
two
point:
five
percent,
the
key
cost
drivers
are
salaries
and
benefits.
This
last
light
is
just
summarizes.
What
I
just
said
and
and
and
you've
got
a
pie
chart
to
show
you
that
it's
really
the
salaries
are
the
main
cost
drivers.
So
I
alluded
to
the
state
of
good
repair
project.
O
Everything
is
on
time
and
on
budget
with
respect
to
the
state
of
good
repair
project.
Its
cost
was
in
and
around
six
hundred
and
sixteen
million
dollars
which
calls
on
this
sorry
six
hundred
and
sixty
thousand
wow.
It
was
competing
with
the
TTC
there
for
a
Bennett,
no
six
and
$60,000.
So
it's
important
to
enable
the
registry
to
continue
to
function,
to
comply
with
statutory
obligations
and
to
meet
the
requirements
of
users
and
to
conform
to
the
city
and
industry.
Technological
standards.
O
A
You
very
much
now
just
a
bit
of
housekeeping.
We
have
about
10
minutes.
Left
I
was
hoping
to
get
through
all
the
accountability
offices.
We
have
an
option
to
to
extend
to
finish
I,
don't
know
whether
or
not
that
would
be
I
mean
I,
don't
know,
timing
wise,
how
that
will
be
or
we'll
have
to
just
come
back
at
1:30,
and
we
haven't
asked
quite
we're
not
gonna
get
into
the
last
one
before
12:30
to
do
Avenue
again
and
I,
don't
know
again.
The
challenge
I
think
we
have
with
accountability.
A
Why
so
I
would
recommend
or
suggest
in
future,
to
to
consider
following
the
templates
that
we
provide
because
they
are
actually
there
for
a
reason
it's
to
assist?
It's
good.
It's
to
assist
you
to
assist
us
to
understand
your
ask
at
the
end,
so
what
we
I'll
leave
it
up
did
we
want
it
we'll
probably
just
break
at
12:30.
A
H
O
Me,
let
me
explain
it
this
way.
If
you
look
at
registry
outreach
and
education
and
then
investigations
and
compliance,
the
education
and
outreach
is
the
hamburger
meat.
It's
the
meat
in
the
hamburger.
When
you
don't
have
robust
education
and
outreach,
you
don't
have
people
aware
that
the
legislation
exists,
so
you
don't
have
people
going
to
register.
O
You
also
don't
have
mentors
of
members
of
the
public
or
or
stakeholders
who
would
call
our
office
to
complain
about
a
about
a
matter
to
investigate
so
when
you're
weak
at
education
and
outreach
you're
going
to
have
fewer
registrations,
which
ultimately
would
suggest
that
you
have
less
compliance
and
you're,
not
servicing
the
public.
With
the
transparency,
the
the
registry
tool
is
the
transparency
it's
the
tool,
that's
the
window
of
the
dialogue
between
lobbyists.
You've.
H
O
Know
not
we
have,
but
typically,
let's
just
take
it
point
by
point.
Typically
without
a
designated
person
who
is
is
engaging
in
communications.
It
has
to
be
something
that
our
staff
has
to
be
pulled
off
other
items.
In
order
to
do,
for
example,
we
only
were
ever
able
to
provide
training
to
30
people
a
year
through
our
through
our
training
sessions.
This
year,
we've
repurposed
stuff
in
that
we've
taken
two
people
off
of
the
registry.
H
N
O
Non
registration
and
then
the
ethical
issues
could
range
from
breach
of
confidentiality
undue
influence.
It's
a
it's
a
broad
range,
but
remember
that
underscores
transparency,
because
in
our
jurisdiction
here
we're
saying
that
communications
with
a
public
office
holder
have
to
be
disclosed,
but
they
also
have
to
be
ethical.
Other
jurisdictions,
don't
go
that
far.
They
might
just
require
registrations,
but
in
this
city,
you've
codified
that
when
a
person
is
providing
information
to
you
as
a
lobbyist,
not
only
do
they
have
to
register
it,
but
they
have
to
deal
with
you
as
an
ethical,
professional,
okay,.
O
H
O
O
O
It's
it's
nowhere
near
that,
and
the
reason
for
that
is
I
do
have
legal
counsel
in
in
the
office,
and
I
do
have
an
investigator
I
do
have
an
investigator
who
is
a
lawyer
in
our
office.
However,
where
we've
been
we've
been
not
taking,
the
leap
is
because
legal
external
costs
can
be
exponential
overnight
right.
G
O
So
we've
been
extremely
cautious
and
conservative,
trying
to
exhaust
every
possible
way
of
resolving
something
and
narrowing
the
legal
issues
with
the
staff.
We
have,
however,
going
forward
we're
noticing
that
the
nature
and
complexity
of
the
issues
we're
dealing
with
is
intensifying
and
we're
no
longer
going
to
may
no
longer
be
able
to
do
that.
Even
though
counsel
gives
me
the
$125,000
I'm
not
going
to
commit
to
spending
it,
but
I
am
advising
you
that
I
may
be
thrust
into
a
situation
where
I
may
have
no
choice.
The
federal
lobbying
commissioner
was
taken
to
court.