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From YouTube: Budget Committee - January 12, 2018 - Part 2 of 2
Description
Budget Committee, meeting 40, January 12, 2018 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=13026
Part 1 of 2 - https://www.youtube.com/watch?v=uSvpzzgTFhU
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B
I
think
we
left
off
on
page
34
on
the
issue
of
the
unmet
demands,
make
all
the
questions
where
we're
answered.
That
is
a
doubling
if
we
had
10,000
more
spaces,
page
36
briefly
note
number
18
was
request
to
what
would
be
required
to
address
unmet
demand
for
swim
to
survive.
So
we
do
have
funding
in
the
budget
in
the
unlist
in
the
list
of
unfunded
items.
B
C
B
Next,
one
on
page
37,
its
briefing
out
number
21,
again
parks
first
in
recreation,
this
one
is
requesting
information
about
what
funding
would
be
required
to
close
any
service
levels,
gaps
or
deficits,
as
it
relates
to
the
parks
Ambassador
Program.
In
this
case
the
division
has
funding
in
the
base
and
there
is
a
request
to
add
three
more
crews
of
$350,000
per
year.
B
Page
38,
this
is
the
operating
side
of
the
shelter
support
and
housing
budget
briefing.
Note
that
we
already
discussed
in
terms
of
the
operating
costs
associated
with
adding
the
three
shelter
sites
again.
I
think
we've
I'd
already
identified
that
it's
roughly
about
3.8
million
dollars
to
run
a
100
bed
facility
and
if
we
were
to
add
the
three
it
would
require
an
additional
2.1
million
in
this
year,
as
well
as
the
debt
servicing
for
the
44
million.
That
would
have
to
be
added
to
our
debt.
B
B
So
from
City
Council
there
was
a
report
adopted
December
5th
regarding
the
Toronto,
strong
neighbourhoods,
strategy,
2020
and
a
request
to
report
on
what
is
the
process
that
what
would
be
required
in
resources
to
develop
neighborhood
action
plans
for
all
wards
and
all
neighborhoods.
So
there's
two
components
to
this
in
the
budget
or
it's
right
in
the
list
of
noon.
Enhanced
requests.
There
is
a
request
for
750,000
phased
in
over
two
years
in
18,
it's
about
two
hundred,
twenty-six
thousand
in
nineteen,
another
five
hundred
twenty-four
thousand.
B
That
is
essentially
to
spread
the
existing
files
across
additional
staff.
So
it's
not
quite
as
concentrated
and
in
addition
to
respond
to
this
particular
request,
you
would
have
to
then
add
an
additional
four
hundred
eighty
five
thousand
dollars
for
six
new
positions
over
four
year
term
to
develop
those
plans.
D
Through
the
chair,
the
first
group
of
staff
that
ms
ladida
referred
to
our
permanent
positions,
the
it's
the
second
request
that
request
asking
what
would
it
take
to
develop?
Neighborhood
action
plans
in
non
neighborhood
improvement
areas
or
other
parts
of
the
city?
Those
are
the
temporary
positions
to
create
a
team
to
go
into
non
neighborhood
improvement
areas
to
develop
neighborhood
action
planning.
D
E
E
D
The
chair,
the
first
request
that,
as
Miss
Loretta
indicated,
is
in
that
43
million
number
okay
is
to
provide
increased
stopping
to
deal
with
the
thirty-one
neighborhood
improvement
areas
to
address
some
of
the
pressure.
I
think
you're,
referring
to
in
terms
of
the
increased
workload
per
Community
Development
Officer.
D
A
You
yeah
thanks
I,
think
that's
it
councils
I
just
wanted
to
bring
to
your
attention
we're
gonna,
be
hitting
them
shortly.
Number
of
briefing
note
number
thirty-one
office
of
the
treasurer
and
off
briefing
note
number
thirty-three
from
the
AG.
There
are
two
confidential
attachments,
so
if
you
could
put
two
I,
don't
know
if
you've
reviewed
them
yet,
but
as
we
get
to
them,
if
there
is
any
questions
in
in
camera,
we
would
have
to
go
into
camera.
I
would
suggest
we'll
have
to
figure
out
near
the
end
of
the
day.
E
E
B
Through
you,
mr.
chair,
we're
on
page
41,
there
were
two
other
requests
of
Social
Development
Finance
had
been
division,
one
regarding
of
a
development
of
social
secur
meant
policy
as
part
of
the
poverty
reduction
strategy,
and
what
would
take
two
to
do
that
work
in
the
second
on
the
implications
of
bill
148
on
our
CPF
grants.
These
will
be
coming
to
our
next
meeting.
They
are
not
before
us,
so
we'll
get
them
on
the
23rd
when
we
reconvene,
so
that's
it
for
cliff
for
cluster.
B
A
related
briefing
notes
now
we're
on
page
42,
and
we
have
three
of
them
as
it
relates
to
municipal
licensing
and
standards.
So
the
first
one
is
briefly
note
number
seven
that
was
distributed.
December
11th
and
it
deals
with
the
staffing
complement
required
for
the
enforcement
of
holistic,
centers
and
body
rub
parlors
and
so
what's
been
identified
is
in
order
to
strengthen
that
they
would
need
to
add
five
additional
staff
at
a
cost
of
680
mm.
B
What
was
also
requested
was
to
identify
any
funding
sources
and
essentially
what
the
general
manager
is
identifying
is
that,
since
there's
a
cap
on
the
number
of
licenses
that
it's
not
possible
to
generate
additional
revenue
cover
this
cost
from
those
licenses.
Unless
you
raise
you
eliminate
the
cap,
you
use
tax
funding.
Of
course,
what
are
the
other
options
or
we
increase
the
fees
which
are
quite
high.
A
B
Next,
one
is
briefing
note
number
eight.
It
too
was
distributed
on
November
11th.
It's
regarding
what
staffing
resources
would
be
required
to
enforce
legal
third
party
election
advent
advertising
and
again
the
division
is
advising
that
there
is
no
cost
impact.
They
will
be
using
existing
resources
about
four
to
six
missile
standard
officers,
so
that
will
be
deployed
to
deal
with
any
issues
in
this
coming
election.
F
A
G
H
Through
the
chair
to
councilor
Carol,
so
we
will
be
using
our
miscible
standards
officers
that
currently
respond
to
private
property
complaints,
as
well
as
our
other
complaints
on
the
public
realm
from
the
waste
division,
parks,
enforcement
and
or
licensing
enforcement.
That's
the
way
we've
always
dealt
with
dealing
with
the
election
sign
period
for
enforcement.
Is
we
use
our
existing
complement
of
resources
and
staff
and
reassign
them
to
dealing
with
election
sign
complaints
during
that
twenty
five
day
period,
leading
up
to
the
election,
but.
G
And,
and
when
you
say
you
ordinarily
do
is
it?
Is
it
in
similar
numbers,
because
the
the
reason
is
briefing
I
can't
even
remember
who
asked
for
it,
but
the
reason,
the
brief
you
know
it
was
asked
for
was
because
this
is
a
whole
new
realm
of
enforcement.
If
we,
if,
depending
on
what
the
take-up
is
on
using
this
sort
of
third
party
type
of
advertising,
it
could
be
a
lot
of
work.
So
is
this
is
four
to
six
the
usual
number
redeployed
yeah.
H
Through
the
chair
to
the
counselor,
that's
normally
what
we
stop
with
we've
been
taking
a
bit
of
a
cautionary
approach
in
this,
because
we
really
don't
know
the
volume
of
complaints
we
may
receive
third-parties
advertising.
We
have
over
200
officers
within
municipal
licensing
and
standards
that
we
can
avail
ourselves
to
should
the
volume
of
complaints
get
to
such
a
number
and
we
can't
respond
to
them
in
a
timely
manner,
we'll
bring
more
resources.
F
H
B
I
J
J
D
J
J
J
G
G
J
Again,
this
is
a
new
licensing
category
for
us,
and
this
is
our
first
year
of
experience,
so
it
is
higher
than
what
we
had
budgeted.
We
are
monitoring
this
yeah
and
again
in
2019,
we'll
be
bringing
forward
more
more
fulsome.
Once
we
have
a
trend,
data
trends
to
follow
right
experiences
and
recommending
or
proposing
any
changes.
Then,
okay,.
J
E
J
Counselor,
as
we've
noted
previously,
there
have
been
other
large-scale
reports
that
have
taken
our
attention,
and
so
we
will
be
reporting
back.
It's
a
large
body
of
work
that
needs
to
be
done
and
we've
started
that
work
and
so
I
think
it's
fair
to
say
it
will
be
2019
when
we
bring
that
fall.
So
one.
E
Of
the
real
concerns,
because
we
did
not
cap
put
any
caps
on
the
number
of
licenses
for
PTC
or
PT
season,
we
opened
the
market
fully
100%
to
them
and
we
have
a
cap
on
taxi
licenses.
We
were
going
to
look
at
their
share
of
the
marketplace
to
understand
the
impact
on
the
taxi
business
and
now
we're
not
going
to
do
that
report,
but
this
are
not
until
2019,
which
is
late.
J
Gives
us
an
early
indication
of
yet
friends
related
to
this
new
category
and
licensee.
We
are
going
to
be
working
through
2018,
with
our
brokerages
now
to
try
and
receive
and
set
up
a
sustainable
submission
of
their
data
as
well,
so
that
when
we
bring
the
report
forward
in
2019,
we'll
have
those
comparables
for
both
sides
to
be
able
to
bring
a
fulsome
analysis
forward
again.
This
is
very,
very
this.
E
J
F
B
F
I
K
Through
the
chair,
as
the
report
notes,
it's
a
delicate
balance
in
terms
of
our
position
in
terms
of
strengthening
our
internal
roster.
If
you
will,
as
well
as
using
external
consultants,
we
typically
use
external
consultants
on
multidisciplinary
projects
where
it's
a
multi
disciplines
of
engineering
of
specialties.
K
So
far
as
the
in-house
compliment
is
concerned,
our
concern
there
is
that
we
have
a
fairly
healthy
vacancy
complement
if
you
will-
and
we
were
working
with
Human
Resources
to
see
if
there
can
be
reconciliation
of
some
of
the
salaries
that
are
paid
to
some
of
the
higher
specialty
positions
where
there
is
a
very
competitive
market
right
now
within
the
construction
industry.
And
so
that's
what
we're
recommending
so.
K
F
K
K
E
K
E
You
currently
are
contracting
that
out
in
all
of
the
basement:
flooding
programs,
the
water
line,
connections,
the
you
are
doing,
contracted
out
ambassadors
or
services
you're
doing
contracted
out
consultation,
so
I
presume,
if
you're
bringing
creating
these
new
jobs.
The
new
contracts
for
that
kind
of
work
will
not
contain
these
people.
K
Through
the
chair
on
a
go-forward
basis,
the
intention
with
these
positions
is
actually
to
provide
additional
resources
in
areas
that
we've
seen
additional
growth
and
so,
for
example,
obviously,
as
you
recall,
the
local
road
resurfacing
program
is
now
being
delivered
by
engineering
construction
services
and
we
need
additional
support.
Ok,.
E
G
The
the
through
the
2018
budget
process
CCS,
is
requesting
additional
resources
to
support
delivery
of
the
sign
capital
program.
So
the
the
the
to
communications,
coordinators
and
three
coordinate
coordinator
outreach
and
special
projects
positions
are
those.
If
we
adopt
those
in
the
budget,
are
we
adopting
them
under
old
salary
levels
and
so
in
q2,
you're
gonna
come
and
tell
us
that
those
people
haven't
been
hired
yet
because
why
on
earth
would
they
come
to
work
for
us.
K
Through
through
the
chair,
we're
fortunate
that,
in
regards
to
these
positions,
we
are
I
believe
relatively
competitive
in
terms
of
our
salary
bands,
where
we
lose
competitiveness
is
on
the
hire
specialization,
early
and
Ranger
years
and
the
and
the
highly
specialized
engineering
positions.
But
you
know,
we've
been
fairly
competitive.
We
haven't
had
a
problem
in
recruiting
for
the
positions
that
we've
asked
support
for
for
next
year,
so.
G
In
these
basement
flooding
and
field,
ambassador
positions,
that's
a
different
skill
set
and
that's
where
people
say
we
overpaid
so
to
speak.
I
I'm
not
concerned
about
the
money,
actually
I
just
find
that
the
in-house
field
ambassador
is
far
more
interested
in
being
accountable
to
us.
When
the
project
goes
pear-shaped
and
we
need
to
have
a
meeting,
you
can
actually
be
ordered
to
attend,
said
meeting
yeah,
so
it
isn't
in
here
but
I'm.
Assuming
that
the
field
ambassadors
would,
through
ECS,
be
working
on
capital
that
has
both
tax-supported
and
rate
supported,
so
toronto.
G
This
gives
us
more
more
people,
but
in
turn,
if
I
want
to
are
there
people
here
from
Toronto
water,
I'm,
still
I'm,
still,
okay,
I'm
still
working
with
Toronto
water
on
on
it
in
a
capital
project?
If
you
turn
the
water
off
on
the
street,
they
knock
on
the
door
of
every
homeowner
and
the
one
and
only
caretaker
in
an
apartment
building
and
the
the
500
or
so
people
living
upstairs
have
no
idea
why
their
water
just
got
turned
off.
If
we
have
these
extra
people
coming
in
is
there?
G
L
B
We're
on
page
44
we're
not
going
to
begin
some
notes
with
fire
services.
So
briefing
note
number
26
is
a
request
around.
What
strategy
is
in
a
recommended
course
would
be
required
to
address
the
concerns
regarding
the
recent
fire
safety
issues
involving
Toronto
Community,
Housing,
Corporation
26
did
I,
say
something
else.
Sorry.
G
B
So
there's
a
briefing
note
here
from
the
fire
chief
what's
been
identified
is
a
strategy
around
creating
a
permanent
task
force
dedicated
to
TCH
fire
safety
that
would
require
25
additional
permanent
positions,
funding
of
1.9
million
in
2018
and
900,000
in
2019
for
a
total
of
2.8,
as
well
as
a
proposal
to
establish
a
fire
safety,
education
and
marketing
campaign
cost
to
50,000
in
2018
an
additional
250
and
19
for
a
total
cost
of
300,000.
These
are
not
in
the
budget
and
would
be
added
to
the
list.
Questions.
B
Okay,
we
can
move
along
yeah.
Okay,
number
27
is
a
request
from
the
fire
chief
on
the
impact
of
workplace
safety
and
insurance
board
or
WSIB
and
presumptive
illness.
So
that's
here
before
you
providing
data
to
the
end
of
November
around
the
expenses
incurred
by
by
this
division,
which
are
thirteen
point
four
million
dollars
in
2017.
L
M
G
G
L
The
chariot
correct
counselor,
so
we
have
a
number
of
shift
sick
time
or
sick
day
calculation
and
the
way
that
we
presented
is
difficult
because
we
have
a
number
of
shifts
that
it.
You
know
all
kinds
of
them
that
go
from
eight
hours
or
seven
hours,
actually
through
24
hours
any
if
an
Operations
firefighter
is
off
sick
for
a
24
hour
shift,
it
costs
them
two
sick
days
to
take
the
24
and
and
to
answer
your
question.
L
G
I
could
I
can
remember
budgets
long
ago
of
you
know
in
the
12-day
range,
and
that
was
when
we
started
looking
at
things.
So
quite
apart
from
the
flu
we
have
outstanding
in
the
new
and
enhanced
you
had.
This
is
a
banner
year
for
you,
the
firefighters
came
and
they
didn't
say
a
single
bad
thing
about
the
chief
or
his
budget.
They
just
say
they
only
wanted
one
thing
which
was
to
do
with
mental
health
and
wellness,
and
it's
a
pretty
small
price
tag.
G
Is
there
a
way
to
to
get
that
program
off
the
ground
this
year?
Given
that
the
the
price
tag
of
it
I
think
if
it
was
less
than
a
hundred
thousand
dollars,
is
that
was
that,
starting,
it
part
the
way
through
the
year
and
so
I'm
only
looking
at
a
few
months
salaries
that
way
it's
so
low
just
to
get
at
mental
health
and
wellness
project
started
through.
G
G
L
Continuation
funding
we,
we
started
the
rollout
of
our
2mr
this
year.
It's
a
program,
that's
operated
by
the
Canadian,
Mental
Health
Commission
and
at
their
direction.
It
starts
from
the
top
of
the
leadership
pyramid
and
works
down.
So
in
2017
we
completed
that
training
for
all
of
our
people
up
to
and
including
the
district
chief
level
right.
The
additional
funding
will
simply
allow
us
to
roll
that
program.
I
would,
over
2018
and
partially
2019
to
all
of
our
captains
and
firefighters,
on
the
job
right.
G
So
this
is,
this
is
a
continuation
of
something
that's
already
started
and,
and
if
you
don't
do
the
captain's,
then
the
people
who
are
really
gonna
be
the
first
two
he'll
hear
that
someone
is
unwell
and
needs
help.
The
captain's
are
not
gonna
won't
have
been
trained
so
they're.
There.
Therefore,
there
wouldn't
have
been
much
point
in
training
you,
for
instance,
because
there
you're,
not
the
first
person
they're
gonna
tell
through.
L
The
chair
again
at
the
direction
or
the
recommendation
of
Canadian
Mental
Health
Commission.
We
actually
train
everyone
in
a
leadership
position.
First,
it's
an
eight-hour
training
program
for
leaders
and
a
four-hour
training
program
for
first
responders
yeah.
The
reason
for
that
the
additional
leadership
training
is
to
is
to
provide
us
to
provide
the
leaders
and
officers
on
the
job
with
the
ability
to
recognize
signs
and
symptoms
and
to
understand
how
to
address
when
how
to
deal
with
it.
When
someone
comes
forward
and
ask
for
help,
okay,.
I
L
What
that
buys
us?
There
are
three
through
the
chair:
the
employment
systems,
review
counselor
is
the
body
of
work
or
the
scope
of
consulting
work
that
we
were
asked
to
move
forward
by
Community
Development
Recreation
Committee.
So
that
is
a
sum
of
money
to
retain
a
qualified
consultant
to
have
a
to
have
that
consultant.
L
Come
in
to
toronto,
fire
services
and
analyze,
not
only
our
recruitment
processes,
but
all
aspects
of
TFS
operations
and
TFS
environment
for
the
primary
purpose
of
a
dot
of
establishing
or
identifying
things
like
systemic
barriers
and
any
issues
we
may
be
unaware
of
that
are
contributing
to
any
any
type
of
negative
environment
within
the
within
the
service.
Thank.
A
Think
you're
on
the
wrong
briefing.
Note,
that's
the
next
one
we'll
be
doing
that
briefing
note
next!
Oh.
N
M
Go
ahead,
we're
good
thanks,
I'm
through
so
I'm
I'm
a
little
confused
about
the
conversion.
Here,
it
says,
for
the
purposes
of
comparing
six
tasks
with
other
city
divisions.
This
data
is
to
convert,
is
converted
to
standard
8.4
hour
days
by
corporate
payroll.
So
are
they
just
taking
whatever
number?
Are
they
basing
the
days
on
twelve
hours
and
then
multiplying
out
and
converting
back
to
eight
point?
Four.
M
Correct
okay!
Thank
you.
That's
fine!
On
the
briefing
note
on
page
three,
it
says
employees
approved
for
long
term.
Disability
benefits
have
the
unilateral
option
of
remaining
on
sick
time,
as
opposed
to
transitioning
to
Ltd
immediately
upon
approval,
so
they're
approved
for
long
term
disability,
but
they,
if
I'm
understanding
correctly
it
correct
me
if
I'm
wrong,
they're
approved
for
long.
M
If,
when
someone
is
approved
for
Ltd,
they
have
the
option
of
just
running
out
their
sick
time
at
a
hundred
percent,
as
opposed
to
going
down
to
that
seventy
five
percent
is
that
correct,
you're,
correct
counselor
is
that
I
presume
it's
in
the
contract?
Is
that
something
that
would
be
standard
province-wide
for
firefighters
through.
L
B
Okay,
we're
on
briefing
note
number
twenty-nine,
page
46,
and
this
was
a
request
on
a
briefing
note
to
summarize
the
service
levels
being
provided
on
Toronto
Island.
So
this
briefing
note
highlights
what
those
service
levels
are,
including
the
types
of
responses
that
are
provided
on
the
Toronto
Islands,
such
as
medical
fire
and
so
on.
M
Okay-
and
you
have
171
calls
so
35
percent
of
the
time
or
35
percent
of
your
calls
are
in
the
remaining
8
months,
which
I
did
my
math
ahead
of
time
as
60
calls.
Would
you
agree?
That's
one
call
every
four
days:
I
would
counselor
okay,
so
we
know
it's
2.7
million
for
the
station
for
eight
months
of
the
year,
it's
1.8
million
and
if
you're
doing
60
calls
that's
$30,000
per
call
correct.
M
And
above
in
on
page
3,
I'm,
sorry
on
page
3,
you
said
the
per
capita
cost
citywide
is
165
dollars
on
the
island.
It
would
be
$4,500
per
capita
because
you
have
600
residents,
but
they're
only
300
households,
and
if
you
take
those
8
months,
if
you
take
so
per
household,
you
said
there
are
2
people
per
household
4500,
bucks
per
person.
The
cost
of
providing
service
is
$9,000
pure
per
household.
M
M
L
L
The
chair
we,
we
certainly
have
looked
at
this
counselor,
that
the
challenge
we
have
that
we're
obviously
is
is
is
very
clear
that
we
can't
we
simply
can't
get
people
there
in
a
timely
enough
manner.
There
are
five
people
assigned
to
the
island
that
gives
one
crew
that
that's
the
the
minimum
number
of
people
that
we
need
to
arrive
at
a
fire
and
begin
operations
or
begin
a
very
quick
rescue
attempt.
While
we,
while
we
are
assembling
additional
crews
from
the
mainland
to
transporting
them
over
on
vote,
one.
A
L
G
The
one
breakdown
that
I
was
hoping
to
see
here
is
between
the
residents
on
the
island
and
incidents
everywhere
else
on
the
island,
because
well
there
are
335
responses.
It
first
lists
every
incident
with
every
visitor
to
the
island.
So
what
what's
the
breakdown
there?
What
percentage
of
the
work
they
do
is
work
with
everything
else
going
on
in
the
island
through.
L
The
chair,
I,
don't
I,
don't
have
that
specific
data
councillor,
but
I
can
tell
you
that
of
the
total
emergency
response
volume
that
our
crew
responds
to
about.
66
percent
of
those
calls
are
medical,
so
reasonable
reason
reasonable
to
expect
that
a
number
a
likely
a
significant
number
of
those
medical
calls,
certainly
through
the
June
through
September
period,
will
deal
with
visitors.
G
L
G
And
now-
and
this
is
a
busy
event
park
and
you're
doing
things
in
parks
if
in
a
in
a
in
a
division
that
say,
has
Sunnybrook
Edwards
Gardens
in
it
or
hi
Park
picnic
area
in
it
calls
go
up
there
as
well.
Don't
they
we
incurred
the
cost,
because,
basically,
if
you're
gonna
put
out
a
fire,
you're
gonna
send
a
firefighter
to
put
out
the
fire
through.
L
The
chair,
that's
correct,
and
it
our
response
protocols
are
the
same
on
the
island
as
they
are
on
the
mainland,
the
only
variants
on
the
island
we
deploy
the
single
crew,
that's
based
on
the
island
and
in
the
event
of
a
reported
fire.
We
assemble
additional
crews.
We
take
them
out
of
the
South
command
so
out
of
our
downtown
stations,
they
assemble
they're
loaded
on
to
the
fire
boat
and
they
proceed
over.
G
And
lastly,
what
one
more
question-
god
forbid,
we
have
another
flood,
we
don't
have
another
flood.
We
can
go
back
to
having
big
events
like
having
a
having
a
concert
on
the
island-
pardon
the
pun,
say:
Arcade
Fire
was
coming
back
to
the
to
the
island
for
a
massive
concert.
You
know
your
crew
has
to
just
be
on
guard
for
that
entire
function
through.
L
The
chair,
that's
correct,
that
crew
would
be
there.
We
also
through
our
event
planning
processes
and
that
emergency
planning
process
is
for
large-scale
events.
It's
possible
that
we
would
up
staff
on
the
island
as
well,
yeah,
not
uncommon
for
us
to
increase
our
marine,
our
marine
capacity
and
marine
resources
during
those
times,
and
we
may
in
fact
position
or
pre
position.
Other
crews
on
the
island,
if
the
if
the
occupant
load
and
expected
attendance
is,
is
high.
Thank.
A
B
We're
on
to
number
brief,
you
know
number
30,
it's
the
final
fire
one.
This
is
a
briefing
note
request
to
provide
an
update
on
the
time,
the
fire
services
transformation
plan.
They
have
six
objectives,
they're
highlighted
by
each
of
the
arrows
on
page
47.
I
won't
go
through
them
as
I'm
trying
to
keep
an
eye
on
our
time.
The
chief
can
provide
any
update
that
you
might
want
on
any
one
of
those
objectives.
B
So
that
concludes
briefing
notes
relating
to
cluster
B,
we're
now
moving
to
internal
corporate
services.
So
briefing
note
number
10,
which
was
distributed
on
December
15th
deals
of
transform,
t
o
2018
operating
budget.
So
if
I
just
made
highlight
in
the
briefing
notes,
we've
provided
the
full
history,
so
people
have
clarity
about
how
we've
gotten
to
where
we
are
today,
but
I.
Think
the
operative
piece
is
that
in
the
last
year's
budget
they
saw
an
acceleration.
We
have
330,000
approved
for
six
position.
18
budget
includes
the
annualized
cost.
B
Of
fact
we
have
on
the
list
of
items
not
included,
but
for
consideration.
2.3
million
from
this
division
to
deal
with
the
strategies
for
18.
It
is
different
from
the
six
million
dollar
number
that
was
reported
and
the
briefing
mode
identifies.
There
are
various
factors
why
they
are
listed
on
page
51,
including
the
fact
that
we
had
some
funding
approved
last
year.
There
staggered
hiring
they've,
made
some
adjustments
to
the
approach
on
some
strategies,
some
modifications
based
on
external
funding
and
funding.
That's
now
in
the
fleet
budget.
A
So
just
a
quick
question
so
that
the
six
million
dollar
heard
a
few
of
us
had
heard
through
the
deputation
process
that
they
want
full
funding
of
the
six
million
dollars
that
was
in
the
budget
or
was
part
of
the
plan.
But
in
fact
I
mean
and
most
of
the
deputies
mentioned.
Two
point:
four:
two
point:
five,
so
can
you
clarify
the
difference
between
two
two
point?
Five
and
the
six
million.
O
Sorry
through
the
chair,
the
six
point:
seven
million
dollars
was
the
number
that
was
presented
last
January
in
the
budget
submission
and
the
Assumption
there
was
that
it
was
a
program
that
that
was
advanced.
There
were
certain
process
to
get
to
be
fully
funded
over
a
period
of
two
or
three
years.
The
six
point,
seven
assumed
that
we
were
fully
funded
in
2017
and
that
the
positions
that
would
have
been
deployed
in
2018
would
have
been
there
for
the
entire
12-month
period,
and
that's
not
the
case.
O
What
this,
what
the
the
2018
budget
proposes
is
that
we
hire
ten
people
in
April
of
this
year,
15
in
July
of
this
year
and
a
further
ten
in
April
of
next
year.
So
as
we
phase
it
in
by
the
time
we
get
fully
funded
in
2020,
we
will
be
fully
funded
at
about
seven
million
dollars.
So
as
we
phase
this
in,
we
are
going
to
be
at
the
same
level
of
capability
that
was
submitted
in
2016
at
the
end
of
last
year.
Okay,.
G
If
we,
if
we
proceed,
if
we
were
to
put
them
in
the
budget
now
so
that
we've
got
the
10
and
the
15
are
we
are
we
flagging
for
all
the
other
partners?
Does
the
if
we
fund
at
all
we're
letting
the
green
municipal?
You
know
we're
proceeding
on
all
fronts
and
expect
a
lot
of
paperwork
from
us
such
that
we
very
quickly
start
to
see
the
some
of
the
big
moves.
Absolutely.
O
We
have
and
again
through
the
chair,
we
have
started
work
on
hiring
the
ten
people
in
April.
Normally
we
wouldn't
begin
until
after
the
budgets
approved,
but
we've
got
job
descriptions
done.
Paperwork
is
underway
so
that
the
machinery
has
started
on
that
hiring
process.
So
once
we
get
approval,
if
it
is
granted
in
April
or
I'm
in
February,
we'll
be
in
a
really
good
position
to
start,
we've
also
been
working
with
external
partners.
We
know
that
the
province
through
the
cap-and-trade
system
has
got
a
municipal
Challenge
Fund
for
for
dispersing
the
cap-and-trade
dollars.
O
G
G
O
Sure
we
would
recall
that
when
we,
the
transform
tiel
programs
were
submitted.
There
were
two
phase
as
an
early
phase.
It
went
to
2020
and
then
in
july
we
got
approval
to
go
out
to
2050
the
longer-term
strategy
right.
The
funding
period
corresponds
to
that
short-term
phase
that
we
presented
a
year
ago.
Okay,.
G
And
last
question:
we
asked
this
of
deputies,
but
but
it's
not
it's
not
fair,
to
ask
it
of
outside
experts
and
not
ask
you
if
we
were
if
we
were
to
leave
this
outside
budget.
We
didn't
do
this
this
piece
at
the
very
least
the
two
and
a
half
of
hiring,
if
we
don't
do
do
that
in
in
2018
what
happens
to
the
the
the
goal
in
this
in
this
whole
plan,
which
is
2050
everything.
O
Slips
right,
I
mean,
and
some
of
it
perhaps
critically,
because
we,
you
know,
we
presented
information
to
Council
last
year,
which
basically
showed
that
we
have.
We
have
a
large
gap.
Council
has
directed
us
to
reduce
our
greenhouse
gas
emissions
by
80
percent
of
the
1990
apples
by
2050,
and
we
take
that
as
a
serious
commitment.
If
we
are
late
starting
if
we're
deferred
everything
slips,
the
other
thing
is
right.
Now,
with
the
three
levels
of
government
are
aligned.
O
E
O
O
B
E
P
B
E
B
A
B
One
is
number
32
asking
the
city
clerk
to
provide
a
budget
briefing
note
on
the
number
of
counselors
that
rent
constituency
offices
outside
of
civic
centers
and
the
cost
associated
with
that
and
the
number
of
counselors
that
rent
them
inside
of
civic
centers.
So
that
briefing
note
is
number
32
and
it's
before
you
and
it's
described
on
the
next
page.
C
C
C
C
So
there's
there's
so
so
I,
sorry
how
many
we
have
eleven
councilors
outside
the
Civic
Center's
and
it's
a
hundred
and
sixty
three
thousand
dollars
is
that
a
figure
that
is
that
is
that
is
that
a
historically
is
a
figure
that
has
historically
been
you
know
in
that
range
has.
Is
this
something
that's
gone
on
for
years
and
years
so.
B
To
you,
mr.
chair,
there
was
a
decision
made.
This
is
a
policy
decision
made
a
few
years
ago
where
to
actually
allow
for
this,
as
some
councillors
we're
experiencing
issues
with
having
offices
outside
of
City
Hall,
and
so
there
was
a
decision,
I
think
through
a
budget
process
that
that'd
be
charged
to
this
this
budget.
At
the
time
there
was
some
funding
provided,
but
I
think
it
was
based
on
aspects.
We
didn't
know
how
many
people
would
actually
have
them
and
I
think
there
was
about
funding
for
about
three.
C
F
E
E
A
B
So
the
next
one
is
briefing
note
number
33
bottom
of
page
52.
This
briefing
note
is
a
request
from
the
Auditor
General
to
report
back
on
savings
from
items
identified
in
her
presentation.
It
has
a
confidential
attachment.
So
the
briefing
note
is
a
public
document.
If
there
is
a
discussion
on
the
confidential
attachment,
this
too
would
have
to
go
in-camera
for
discussion.
So
you
decide
whether
we
proceed.
E
B
F
B
Chief
Librarian
asking
what
would
it
take
to
fully
fund
the
library's
open
hours
plan
beginning
in
2019?
So
the
briefing
note
is
here:
the
budget,
as
we
know
with
and
haida,
has
an
item
in
the
list
of
items
not
funded
that
forms
part
of
the
poverty
reduction
for
this
year's
installation.
So
that's
five
hundred
seventy
four
thousand
to
be
considered.
If
we,
then,
if
that
were
assumed
to
be
funded,
then
in
order
to
complete
the
plan
over
the
four-year
period
would
require
three
point:
four
million
dollars
each
year,
starting
from
nineteen
from
2019
to
2022.
G
We
we
we
heard
from
the
the
employee
group
on
this
one
at
the
the
deputation.
They
said
it's
basically
an
okay
budget,
except
that
you're
losing
four
and
a
half
equivalent
FTE.
So
if
this
open
hours
plan
were
to
be
added
back
and
then
that
proposal
in
the
budget
because
of
the
way
they're
staffing
is
structured,
now
it's
purely
librarians
and
pages,
so
the
way
they're
structured.
Now,
if
we
were
to
put
the
open
hours
start
off
into
the
plan,
you'll
likely
need
those
four
and
a
half
tewi
in
in
ours
just
to
to
staff.
G
G
G
G
G
G
One
of
the
the
key
neighborhood
areas
in
in
our
original
priority
neighborhood
strategy
was
Malvern
and
to
drive
through
Fairview
in
my
own
Ward,
on
my
way
having
to
go
out
to
Malvern
last
night
to
pick
up
my
grandson
for
basketball,
I
had
to
stop
by
Fairview
Mall
and
there's
my
lovely
library
in
the
peanut
open
at
at
nine
o'clock,
well
open
until
nine
o'clock
last
night,
I
had
to
go
to
Malvern
of
all
places
and
at
8:15
that
library
was
closing
down.
That
just
makes
no
sense.
G
P
First,
priorities
to
open
our
largest
and
busiest
libraries
first,
because
they're
the
most
accessible
and
currently
Malvern
is
a
district
branch
and
it
is
open
longer
hours
than
a
neighborhood
branch.
But
our
plan
has
it
opening
even
more
hours,
but
at
this
point
Sunday's
are
the
most
in-demand.
We've
heard
that
over
and
over
again
and
it's
limited
service
right
now
and
we'd
like
to
expand
that
service.
That's
our
first
priority
excellent.
P
P
E
E
E
So
what
you're
saying
is
for
14
million?
We
could
do
the
entire
open
hours
vision,
which
was
four
I,
mean
I'm,
not
gonna,
get
into
all
the
details,
but
it
would
be
fair
right
across
the
system,
with
the
big
branches
opened.
A
certain
set
of
hours,
including
including
I,
think
there
was
late
night
hours.
There
was
going
to
be
every
Regional
Library,
every
district
library
opened
for
the
same
set
of
hours,
in
other
words
it
harmonized
and
made
fair
across
the
whole
system,
the
same
set
of
operating
hours
for
each
type
of
library.
That's.
P
E
P
E
P
B
N
P
P
N
P
C
Campbell,
thank
you
that
mr.
chair,
through
you
do
you
do
a
sort
of
a
breakdown
by
a
costing
breakdown
to
see
which
you
know
from
an
efficiency
standpoint.
Cost
per
visit
earth
like
some
of
these
ones.
Some
of
these
I
mean
I,
don't
know
what
the
staffing
levels
are
in
these
libraries,
but
you
know:
there's
council,
none
zyada
pointed
out
some
of
these
libraries.
The
sunday
usage
is
not
that
significant
on.
P
C
P
Is
one
of
them
more?
Is
this
it's
the
message
we
get
every
time
we
do.
Public
consultation
is
that
people
want
libraries
open
on
Sundays
people
are
changing
their
patterns
of
work,
school
and
play,
and
we
feel
Sunday's
is
is
very
much
in
demand
per
hour.
It's
our
highest
usage
of
any
day
of
the
week.
What's
the
busiest
day
of
the
week,
it's
Saturday
because
we're
open
8
to
10
hours,
but
Sunday's,
because
we're
only
over
3
and
a
half
hours
per
hour,
Sundays
or
busiest
day
when
the
branch
is
open.
What's.
P
P
Yes,
so
we
have
a
staffing
model
that
recognizes
all
the
activity
in
the
library
between
visits,
computer
use,
reference,
questions,
programming
and
so
on.
We
know
exactly
what
usage
is.
We
know
exactly
what
staffing
levels
is
for
each
library,
depending
on
how
many
floors
are
in
the
library
and
so
on,
so
we
have
gone
through
that
process
and
we
are
in
the
process
now
of
you,
know,
reimplemented
again,
reevaluating
it
and
moving
staff
around
as
well.
Okay,
thank
you.
G
If
all
your
stores
are
called
subway,
they
should
all
be
open
the
same
hours,
because
that
drives
customers
to
every
single
branch
of
your
retail
operation,
and
there
was
science
in
that
report
to
indicate
that
the
same
was
true
for
libraries,
while
rich
view
is
very
busy
and
it's
great.
The
14,000
people
go
there.
There
was
a
time
when
Fairview
library,
which
has
36,000
people
go
to
it.
G
On
that
day,
on
Sunday
was
the
only
the
only
library
open
in
four
miles
around,
and
so
it's
it's
visits
and
circulation
is
high
and
always
has
been
high.
But
when
we
said
we're
not
going
to
pick
and
choose
we're
just
gonna
open
them
all
that
we
got
surprising
over
projection
and
growth
in
every
library
and
lots
of
circulation,
because
you
just
plain
knew
that
libraries
were
open
on
Sunday
and
if,
if
you
just
knew
that
all
of
them
were
open
till
9:30,
you
would
also
see
more
usage
from
that.
G
P
Recognize
that
their
resources
are
limited
and
therefore
we
have
to
invest
where
we
get
the
blackk
maximum
return
for
investment.
Therefore,
we
do
have
bands
of
hours
where
we
find
we
will
invest
more
hours
in
certain
locations
and
less
hours
and
other
locations,
because
we
feel
that
the
best
use
of
staff
and
the
best
return
to
the
city
for
its
investment.
So
we
don't
have
everybody
hope
until
9:30.
If
we
don't
think
that's
a
good
strategy,
but.
G
A
B
Okay,
number
37
is
the
final
one
regarding
the
Toronto
Public
Library,
it's
a
request
around
the
number
of
youth
hubs
in
in
the
city,
their
locations,
hours
of
operation
costs
and
attendance.
So
that's
been
provided
just
to
note
that
now
this
is
the
third
year
in
the
request
to
add
to
the
number
of
youth
hubs.
It's
part
of
the
poverty
reduction,
it's
on
the
list
and
would
require
additional
funding
as
part
of
the
41
million
dollars.
A
C
The
Campbell
discipline
mr.
chair,
so
these
are
these-
are
obviously
these
are
being
received
well
by
youth.
78
percent
are
comfortable,
you
know
in
talking
to
coordinators
and
tutors,
and
so
on.
Attendance
is
very
good.
My
question
is
in
in
all
of
in
all
of
the
West
End
of
the
city,
where
I
come
from
there's
only
one
youth
hub
and
it's
up
in
Ward
one
nothing
in
Ward
2,
which
is
council
for
its
war,
then
were
three
councillor
holidays,
Ward,
nothing
in
Ward's,
five
or
six.
Why?
Why
is
that?
The
case.
E
P
C
F
P
Well
that
we
focused
on
ni
a
is
only
for
youth
hubs
and
I'm
sure
there
ni
is
in
those
areas,
but
we've
been
very
selective
in
asking
for
funding
for
youth
hubs.
Maria
sugars
in
the
West,
maybe
not
as
far
as
the
Etobicoke
and
Albion,
is
in
the
northwest.
So
the
West
we
do
have
branches
in
the
West.
There's.
C
B
E
B
Item:
okay,
we're
now
moving
on
to
TTC
briefing
note
number
39
was
a
request
of
the
chief
executive
officer
of
the
TTC
I,
come
back
on
two
items:
options
to
address
bus
overcrowding,
providing
the
cost
and
the
benefits
and
the
adequacy
of
the
current
bus
fleet
and
garages
to
accommodate
modest
ridership
growth
and
overcrowding.
The
briefing
note
that's
before
you
actually
has
lovely
diagrams
to
actually
demonstrate
or
identify
what
overcrowding
stand.
B
The
crowding
overcrowding
standards
are
both
for
peak
and
off-peak,
and
what
the
briefing
note
identifies
is
in
order
to
maintain
that
current
standards
would
require
12
and
a
half
million
dollars,
but
there
are
not
enough
buses
to
do
that.
So
they've
identified
another
option
of
what
would
be
required
to
sustain
overcrowding
to
30%
an
off-peak,
and
that
would
be
a
four
million
dollar
cost
at
1
million
this
year.
An
additional
3
million
next.
I
I
I
Q
I
So
that's
about
1.2
million
for
one
third
of
the
year,
okay
and
then
on
the
other
one.
Given
that
we're
into
the
year
you
could
do,
you
could
do
nine
million.
How
long
would
it
take
for
it
to
be?
Actually
if
we
were
to
give
you
instructions
in
February,
given
board
periods
in
that?
How
long
would
it
take
to
to
get
implemented
just
for.
Q
Loading
standard
that
would
take
that
would
take
us
into
next
year
because
we
are
already
in
terms
of
our
planning
process.
We
are
already
planning
the
board
period,
the
changes
in
the
board
period
for
April
and
and
and
therefore,
by
the
time
the
money
becomes
available.
It
would
be
around
about
September
September.
I
Okay,
so
really
that's
a
third
of
the
year
that
nine
million
dollars-
if
we
wanted
to
do
it,
we,
if
you
started
in
September
that
we
adhere
to
our
standard.
You
could
do
that
for
three
million
costs
in
in
two
thousand
and
18,
and
noting
that,
of
course,
for
2019
you'd
have
to
add
with
your
2/3
of
the
year
beyond
that
so
total.
If
we
really
wanted
to
adhere
to
our
loading
standards
in
the
realm
of
do
ability,
we
would
need
three
million
dollars
for
off-peak
and
1.2
million
dollars
for
peak.
That's
correct,
okay!
G
G
Q
G
G
B
So
police
services
that
side
leave.
Our
final
briefing
note
for
today,
number
38
bottom
of
page
58
was
a
request
on
Kate,
provide
the
uniformed
establishment
and
deployment
history
broken
down
by
police
division
for
the
period
2013,
the
17
ejection
for
18
of
the
number
officers
on
patrol
at
any
given
time.
So
that
has
been
provided
there.
Some
highlights
here
on
page
59
of
the
wrap-up
notes
that
identifies
that
what
is
being
provided
in
terms
of
patrol
and
the
establishment
versus
strength
which.
N
R
Exactly
its
frontline
officers
on
the
street,
their
work
in
divisions
as
well
as
our
community
response
group.
It
also
includes
traffic
services,
so
these
are
all
the
officers
that
basically
work
in
a
division
and
are
responding
to
priority
calls
or
working
with
the
community,
and
so
you
see
that
the
number
is
4,000
into
that,
whereas
our
establishment
is
54
48,
so
it
doesn't
include
homicide,
sex
crimes,
ETF
and
all
the
specialized
units.
Okay,.
R
R
You
know
signing
into
our
CAD
system,
so
you'll
see
it
actually
shows
and
it
breaks
down
by
hours,
three
shifts
how
many
officers
on
average
we
would
have
on
the
street
in
2017,
where
we
had
on
the
street
in
2017,
broken
down
by
division
and
by
shift
and
so
you'll
see
that
if
twelve
division
basically
had
at
any
point
in
time
or
didn't
today,
they
had
twelve
fifteen
during
evening
hours
and
thirteen
during
night
hours.
So.
N
R
This
is
based
on
our
people.
Signing
into
CAD
and
I,
realize
that
some
of
our
divisions
actually
have
fewer
cars
on
the
street.
Maybe
three:
four
cars
for
a
shift
and
we're
looking
at
that
in
terms
of
trying
to
make
sure
that
we
have
other
avenues
to
and
we're
actually
implemented
other
things
that
will
help
those
people
respond
to
calls.
N
R
M
G
R
Actually,
the
type
of
thinking
that
we
were
now
encouraging,
we
have
to
start
thinking
beyond
our
boundaries
and
actually
avail
ourselves
to
other
resources,
and
we
actually
have
at
the
Toronto
Police
operation
center.
That
actually
does
that,
so
that
we're
basically
deploying
our
officers
where
we
need
them
the
most
right.
G
So
the
point
of
having
someone
actually
overseeing
two
divisions
and
and
and
really
having
a
grand
overview
is
to
is
to
know
where
trainings
going
on
to
know
where
there
might
be
a
reason
why
we
need
to
beef
up
over
here
beef
up
over
there
and
if
we,
if
we
rush
some
of
the
the
bigger
components
of
way
forward,
the
connected
officer
and
and
and
the
tech
pieces
that
go
into
to
the
supervisory
ranks.
We're
not
only
doing
that
now,
but
we're
gonna
get
better
at
it.
Absolutely.
R
E
R
E
R
F
F
R
F
R
B
A
A
Counsel
I
respect
that,
but
they
had
every
opportunity
to
be
here
today
to
ask
questions,
and
we
have
I'm
sorry
I
respect
that,
but
they
should
have
been
here
today
to
ask
questions
just
to
hold
it
back
for
another
day,
so
they
can
be
here,
I'll
put
it
to
the
committee,
but
I'm.
You
know
if
they
had
their
opportunity
to
ask
questions
today.
A
I
A
You
know
what
that
maybe
we
should
do
yours
first.
This
is
there's
no
time
for
that.
I'm
not
expecting
this
before
that
before
council.
This
is
just
to
bring
in
at
some
point
to
the
the
process.
So
I
think
it's
been
circulated.
I'm
not
gonna,
read
it
it's
do.
We
have
it
up
in
the
screen.
Yes,
there,
okay.
A
It's
to
go
back
to
the
one
remember
how
we
were
doing
the
1/3
and
1/3
I
did
the
last
two
years,
we've
been
doing
point
5
or
half
of
it.
This
is
a
report
just
to
get
back
to
where
we
were
at
the
130.
This
is
a
council,
unfortunately
not
on
the
committee,
so
you
can't
vote.
So
that's
not
really
up
to
you.
It's
up
to
the
committee
to
support
this.
You
can
moan
if
you
want
absolutely
all
in
favor.
A
A
A
F
I
A
I
A
N
A
S
On
motion
number
number,
one
in
the
motion:
all
those
in
favor
of
councillor
Carroll
and
counselor,
my
havoc
all
those
opposed
councillor,
Burnside
counselor,
Campbell,
councillor,
Crawford
and
constant
nunzio's.
The
motion
fails
on
number
two:
all
those
in
favor
I've
councillor
a
Campbell
councillor,
Burnside
councillor,
Campbell,
councillor,
Crawford,
councillor
Mavic
and
councillor
Annunziata.
The
number
carries.
F
S
S
All
those
opposed
councillor
Burnside
councillor
Campbell
councillor
Crawford
councillor
Annunziata,
fails
number
four,
all
those
in
favor
councillor,
Carroll
and
counts
them
havoc.
All
those
opposed
councillor,
Burnside
concert
cannonball
councillor
Crawford
and
council
Annunziata.
It
fails
number
five,
all
those
in
favor.
S
Councillor
Carroll
council,
Irma
havoc
all
those
opposed
councillor
Burnside
to
councillor
Campbell,
councillor,
Crawford
and
calcine
and
zyada
fails
on
number
six,
all
those
in
favor
councillor,
Carol
and
councillor
my
havoc.
All
those
opposed
councillor,
Burnside
councillor,
Campbell,
councillor,
Crawford
and
calcine
and
zyada
fails
on
number
seven,
all
those
in
favor
councillor,
Campbell
and
councillor
my
havoc.
All
those
opposed
kalsa
Burnside
councillor
Campbell
councillor
Crawford
councillor
Annunziata,
fails
on
number
eight,
all
those
in
favor,
councillor,
Campbell,
sorry,
counselor,
Carol
and
councillor
Mavic.
S
A
G
S
Number:
nine,
all
those
in
favor
councillor,
Campbell
councillor,
Carol,
councilman,
havoc
and
councillor
Nunziata.
All
those
opposed
councillor,
Burnside
and
councillor
Crawford
passes
number
ten,
all
those
in
favor
councillor,
Carroll
and
councillor
Mavic.
All
those
opposed
on
number
ten,
all
those
in
favor
councillor,
Burnside,
councillor,
Carol
and
councillor
muhabba
call
those
opposed
councillor
Campbell
councillor
Crawford
councillor,
Nunziata
Mountain
fails
with
the
tie
on
number
11,
all
those
in
favor.