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From YouTube: Budget Committee - January 28, 2020 - Part 1 of 2
Description
Budget Committee, meeting 15, January 28, 2020 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17114
Part 2 of 2: https://www.youtube.com/watch?v=sAed4oGaw8w
Meeting Navigation:
0:09:28 - Call to order
Agenda Items:
0:10:57 - BU15.1 - 2020 Property Tax Rates and Related Matters (Ward All)
0:12:01 - BU15.2 - 2020 Capital and Operating Budgets (Ward All)
0:10:57 - BU15.3 - Additional City of Toronto Reporting Requirement as a Result of Ontario Regulation 286/09, Budget Matters - Expenses (Ward All)
A
A
A
A
Can
I
begin
the
meeting,
please
it's
taking
advantage
of
a
little
lull
in
the
conversation
to
get
the
meeting
going.
It
worked
out
well,
first
of
all
welcome
everybody.
We
do
have
quorum
and
welcome
to
the
15th
meeting
of
the
budget
committee.
We
acknowledge
the
land
we
are
meeting
on
is
the
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
honor
schwabe,
the
Chippewa,
the
hood
and
Shawnee
and
the
wind
a
peoples
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
maytee
people.
A
We
also
acknowledge
that
Toronto
is
covered
by
treaty.
Thirteen
with
the
Mississauga's
of
the
credit.
You
of
course
can
watch
on
YouTube
at
Toronto,
City,
Council,
live
or
follow
on
your
tablet:
smart
phone
computer,
etc
at
Toronto,
CA,
/
Council.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act,
seeing
none?
This
is
part
of
the
process
in
the
budget
process,
which
is
called
a
wrap-up
meeting.
There
will
be
two
wrap-up
meetings.
A
We
generally
do
every
year
to
wrap-up
meeting,
so
this
will
be
the
first
of
the
two
wrap-up
meetings
to
deal
with
the
2020
capital
operating
budget.
So
there
are
three
items
on
the
agenda
today:
they
are
bu
15.1
and
2020
property
tax
rates
and
related
matters,
bu
15-point
to
2020
capital
and
operating
budgets
and
bu
fifteen
point
three:
additional
City
of
Toronto
reporting
requirement
as
we
as
the
result
of
Toronto
regulation.
286,
zero,
nine
budget
matters,
expenses
as
I
did
at
the
beginning
of
the
process.
A
I
propose
that
we
defer
items
bu,
15.1
and
bu
15.3
to
our
final
wrap-up
meeting
next
week,
February
4th,
so
members
can
ask
questions
and
move
motions
on
these
items
on
the
same
day
that
we
vote
on
the
budget
committee
record.
So
we
will
have
everything
happening
next
week
would
like
to
ask
with
regard
to
deferring
those
items.
Are
there
any
members
who
wish
to
hold
those
items
for
questions
of
staff
at
this
point
so
which
is
bu?
So
what
I'm
looking
at
doing
is
is
if
there's
nobody
has
questions
on
that.
A
Seeing
no
questions
on
those
particular
items
all
in
favor
of
deferring
item
bu
14.3
to
the
sorry,
all
in
favor
of
deferring
we'll
do
bu
15.1
to
the
budget
committee
meeting
next
week
on
the
favor
opposed.
That's
carried
all
in
favor
of
deferring
item
bu
14.3
to
the
budget
committee
meeting
next
week.
All
in
favor
opposed
that's
Carrie
next
process.
A
Each
item
for
each
item,
the
executive
director
of
financial
planning
is
going
to
present
to
us.
If
you
recall
last
year,
anybody
who
is
in
the
audience
we
used
to
have
what
was
called
these
blue
sheets
and
these
green
sheets
they're
a
fairly
long
legal
size
paper
and
lots
of
it.
Our
staff
have
come
back
with
a
different
process
to
hopefully
get
us
through
a
little,
not
necessarily
quicker,
but
more
understandably,
and
because
there
had
been
some
frustration,
I
guess
it's
the
best
way
to
describe
in
years
past.
A
A
We
didn't
get
all
of
them
from
last
week,
but
we'll
have
questions
on
all
the
briefing
notes
that
are
before
us
and
then
we're
gonna
go
through
after
that,
as
we
have
done
in
years
past
through
all
the
divisions
and
agencies
similar
to
what
we
did
when
we're
asking
questions
of
staff.
So
we'll
have
another
opportunity
if
your
questions
number
one
our
answer
to
the
briefing
notes
or
through
the
supplementary
reports,
there'll
be
one
opportunity
to
ask
any
more
questions.
A
So
it
could
take
a
bit
of
time,
but
I
find
that
this
is
the
best
place
to
make
sure
everybody
has
a
full
opportunity
to
ask
questions
again.
Also,
if
you
have
any
motions
that
you
want
to
move,
you
have
you're
entitled
to
move
motions
is
so
with
other
than
so.
We
have
motions
that
will
impact
the
budget
and
motions
for
briefing
notes.
If
you
want
to
move
a
motion
today,
you
can
move
it,
but
we
won't
make
a
decision
till
next
week
on
any
motion
you
can
have
move
the
motion
on
any
briefing.
A
C
B
It,
okay,
I,
think
that's
a
good
thing
to
tell
the
public
most
people
watching
on
TV
are
trying
to
follow
it
in
this
as
well.
Okay.
So
if
I
go
to
all
budget,
just
just
search,
Toronto
city
budgets,
2020
go
to
all
budget
documents,
all
briefing
notes
is
in
there.
Next
is
this
thing:
you're
now
gonna
walk
us
through.
Is
this
somewhere
on
the
net
paperless.
C
B
A
C
Thank
you.
Excuse
me,
so
if
everybody
has
the
blue
sheets
in
front
of
them
or
if
they
have
them
available
online,
what
we
have
in
front
of
us
are
the
different
supplementary
reports
that
are
making
their
way
to
budget
committee.
I'll
walk
through
each
of
these
beginning
with
15-point
to
a
a
which
is
a
report
from
medical
officer
of
Health
and
it's
the
Toronto
Public
Health
2020
operating
budget
request.
Within
this
report
itself,
there
are
nine
recommendations.
Seven
of
the
recommendations,
recommendations
to
see
I
are
consistent
with
the
staff
recommended
operating
budget.
C
There
are
differences
with
recommendations,
2a
and
2b.
The
differences
are
associated
with
timing
of
submission
and
some
work
that
happened,
post
submission
between
our
staff
and
staff
within
the
Board
of
Health.
That
has
to
do
with
reviewing
actual
dollars
needed,
based
on
revised
benefits
and
looking
at
2019
experience
and
staff
are
here
to
speak
to
the
report.
If
you
have
any
questions.
A
C
D
C
So
moving
to
item
B,
15.2
B,
it's
the
Toronto,
Public
Health,
2022,
2029,
capital,
budget
and
plan.
This
is
a
letter
from
the
Board
of
Health.
The
capital
plan
is
not
consistent
with
the
staff
recommended
budget,
but
the
discrepancy
is
purely
again
a
timing
issue
where
the
staff
recommend
budget
includes
about
781
thousand
dollars
in
carry-forward
funds
from
2019
carried
forward
into
2020.
So
there's
an
additional
780
thousand
in
the
staff
recommended
budget
to
complete
2019
work.
C
Item
15.2
C
is
a
report
from
the
medical
officer
of
Health,
the
Canadian
Institute
of
Health
Research
healthy
City
Research
initiative
planning
grant
for
implementing
healthy
urban
policy.
It
includes
a
recommendation
for
$65,000
gross
zero
net
to
receive
planning
and
dissemination
grant
for
the
canadian
institute
of
health
and
research.
This
is
consistent
with
the
staff
recommended
budget.
C
A
B
B
C
C
C
15.2
J
is
the
TTC
10
year
capital
plan.
So
this
is
the
capital
plan
that
would
have
been
approved
by
the
board
on
December
16th.
This
capital
plan
is
not
consistent
with
the
staff
recommended
budget.
The
staff
recommended
budget
includes
an
additional
four
point:
two
billion
dollars
leveraging
funds
available
through
the
city
building
fund,
which
was
approved
following
this
board
meeting
the
TTC
at
yesterday's
board
meeting
on
January
27th
did
consider
an
updated
capital
plan
and
that
has
been
transmitted
and
is
available
as
a
later
document.
A
F
The
through
the
chair,
the
report
that
I
think
was
just
transmitted
to
you
this
morning
identifies
a
total
of
1.6
billion
dollars
being
allocated
to
vehicles
and
what
we've
identified
in
the
report
that
was
at
the
board
yesterday
and
that's
before
you
now
is
the
funding
for
trains,
subway
trains,
one-third
of
the
cost
or
subway
trains.
So
it's
subject
to
full
funding.
F
It
also
includes
funding
for
up
to
sixty
streetcars
and
I'm,
just
finding
the
number
four
series
of
buses
as
well,
but
half
of
that
so
in
614
I've,
a
total
of
1572.
So
in
all
cases,
what
we've
identified
is
3.1
billion
being
out
allocated
to
critical
state
of
good
repair
and
a
net
1.1
billion
going
to
a
third
of
the
funding
for
three
types
of
modes
of
vehicle
purchases:
okay,.
G
Sure
I
don't
know
if
the
questions
fall
here
or
under
planning
later,
but
on
item
2
about
recommending
the
budget
for
included
in.
There
is
line
to
Scarborough
Scarborough,
subway
extension
and
waterfront
transit
so
for
the
Scarborough
subway
extension.
Are
we
going
to
be
under
the
new
transit
agreement?
Are
we
going
to
be
reimbursed
for
those
costs.
H
G
F
G
F
H
Through
you,
mr.
chair,
the
the
aspects
of
the
transit
planning
going
forward
in
the
new
context,
Rin
will
be
coming
in
a
report
later
this
year,
city
manager's
update
on
the
status
of
all
transit
projects.
I,
not
I,
don't
have
anything
in
front
of
me
right
now
to
give
you
that
answer
happy
to
follow
up
with
you.
If
something
has
been
allocated,
that's
far.
C
Through
the
chair,
maybe
just
to
add,
as
well
as
design
work,
fragment,
anis
had
been
budget
as
part
of
the
P
tip
I
believe
as
part
of
the
P
tip
program.
Cash
flowed
in
prior
years
of
seven
million
dollars.
Funds
that
are
available
to
be
carried
forward
would
ultimately
be
identified
for
carry
forward
into
2020
had
they
not
been
completed
so.
G
So
last
year
there
was
contagious
happening
on
the
English
knee
seller,
see
there
was
open
houses,
there
was
planning
and
it
seems
that,
based
on
this
budget
or
what's
come
forward,
that
it
has
been
viewed
as
that
work
was
supposed
to
stop
or
there
was
instruction
to
stop
I.
Don't
understand
why
it's
not
in
this
budget,
when
I've
never
seen
anything
saying
that
planning
or
design
work
should
be
stopped
in
association
with
the
Ontario
Toronto
transit
agreement.
So.
H
To
you,
mr.
chair,
any
answer,
I
give
you
right
now
councillor
McKelvey
would
be
uninformed.
Okay,
let
me
take
that
back.
We
don't
have
it
sitting
in
one
place
where
all
of
the
dollars
allocated
to
this
is
it's
readily
available.
If
I
can
get
back
to
you
happy
to
provide
a
briefing
note
on
that,
if
necessary,
or
we
can
have
that
conversation
yeah.
G
I
think
we
should
get
a
briefing
because
I
mean
I
think
the
waterfront
transit
is
in
the
similar
position
right.
It's
an
unfunded
project.
It's
like
they
go
to
East
LRT.
Yet
there's
planning
and
design
money
is
attributed
to
that
in
this
budget,
and
the
Eglinton
e
celerity
seems
to
have
just
been
forgotten.
Yeah.
H
I
F
So
through
the
chair,
the
10
year,
capital
plan
that
we
had
presented
to
the
board
initially
did
not
have
any
funding
for
vehicle
purchases.
So
as
such,
we
had
included
about
500
million
for
vehicle
overhauls.
With
the
added
funding.
We
were
able
to
repurpose
that
500
million
and
add
that
to
the
1.1
billion
of
the
funding
that
was
allocated
to
vehicle
purchases,
so
in
total
it's
1.6,
but
new
city
building
fund
funding
is
1.1
billion.
1.1.
F
F
Through
the
chair,
this
report
is
about
allocating
funding.
Only
the
discussion
at
the
board
today
was
that
separate
procurement
decisions
will
have
to
be
made
in
the
case
of
subway
trains.
We
would
need
full
funding
to
proceed,
so
we
can't
figure
yet
there
could
be
an
option
to
look
at
a
reduced
number
of
buses
and
streetcars
should
other
funding
not
come
become
available.
So.
F
F
C
I
I
I
J
E
I
E
J
J
C
The
next
item
is
veu
15.2,
l
again
a
letter
from
the
Toronto
Police
Services
Board,
concerning
the
independent
civilian
review
into
missing
persons.
Investigations
account
for
professional
services
and
review
requests
for
additional
budget
funding,
so
the
recommendation
is
to
approve
the
request
for
additional
funding
and
the
amount
of
1
million
to
be
allocated
to
the
review.
This
is
not
consistent
with
the
staff
recommended
budget.
This
item
was
considered
following
our
January
10th
budget
launch.
Additional
funding
of
1
million
dollars
would
be
required
to
implement
the
recommendations.
I
E
B
I'm,
just
wondering
about
that.
We've
got
the
briefing
note
on
the
neighborhood
officers
now,
and
so
they
form
part
of
the
increased
officers
that
are
put
there.
I'm
just
wondering
as
much
as
we
can't
tell
you
how
to
please.
This
are
going
to
be
an
opportunity
for
counselors
in
their
community
groups
to
be
able
to
apply
to
have
one
put
back
in
an
area
where
there
isn't
one
is
there.
Some
consultation
will
take
place
in
the
community
that
will
that
will
inform
I
want
to
say,
influence,
inform
the
deployment
of
the
forty
neighbourhood
officers
I'm.
E
E
B
And
I'm
asking
these
questions
because
I'm
wondering
if
I
need
a
motion,
I'm
wondering
if
it's
clear
well,
the
way
forward
said
we
needed
ten
more
in
in
the
officers
being
reduced
and
reduced
and
reduced
and
we're
putting
officers
back
now.
But
it's
not
a
matter
of
just
needing
ten
more
than
we're
there.
When
we
started
out
the
wave
forward,
some
officers
that
were
deployed
as
neighbourhood
officers
retired
and
have
been
gaped
will
that
will
those
positions
be
filled
as
well,
plus,
ten
more?
B
E
B
Want
to
put
you
on
the
spot,
but
I
know
a
neighborhood
where
that's
not
true.
So
that's
why
I'm
wondering
when,
if
we'll
get
an
opportunity
for
input,
we
that
a
neighborhood
lost
its
neighborhood
officer
uther
swinging
in
the
breeze
and
one
of
them
is
now
dead.
So
we
will
we
get
a
chance
to
give
you
input
and
make
sure
that
some
priority
goes
to
those
neighborhoods.
He
was
retired
and
has
been
gone
for
a
year,
not
replaced
I'm.
K
E
L
E
Before
they
can
actually
go
into
the
neighborhood,
we
make
sure
they
get
that
training.
That
training
is
done
two
or
three
times
a
year.
So
there
might
be
a
little
bit
of
a
gap
there,
but
I'd
be
interested
to
know
which
neighborhood
you're
speaking
of
okay,
but
we
will
be
expanding
to
ten
more.
But
the
goal
is
not
just
ten
more
at
some
point
in
time
or
our
stretch
goal
would
be
to
try
and
be
in
every
single
City
of
Toronto
neighborhood.
If
we
could
so.
E
We
have
these
metrics
in
place
and
I'm,
not
the
analytics
and
innovation
guy
or
team
there,
but
they
have
all
of
this
data
that
sets
that
they
use
and
they're
using
again
local
community
input
local
officer
input,
so
we're
not
we're
actually
talking
to
the
NCOs
that
are
already
deployed
out
there
in
that
meetings
about
you
know
what,
where
do?
They
think
it
could
be
it's
all
being
weighted
into
their
analytics,
including
the
the
crime
severity
index
from
Census
Canada?
E
B
A
You
got
your
interest
question
answers
answered
on
the
briefing
that
was
actually
a
briefing
note,
so
the
brief
note
is
there
bit
of
a
computer.
Hence
what
are
the
confusions
we
may
have
here?
Is
that
yeah?
So
that
way,
that's
where
those
questions
were
actually
directed
so
great
any
other
questions.
Okay,
next.
C
Next
item
is
bu
15.2
M,
which
is
the
letter
from
executive
committee
on
the
ravine
strategy
implementation.
So
we
have
recommendations
in
front
of
us
here.
These
recommendations
are
not
consistent
with
what's
currently
included
in
the
staff
recommended
operating
budget.
As
this
item
was
considered
following
the
2020
budget
launch,
there
should
be
two
points
here:
there's
one
that's
actually
missing,
so
I'll
speak
to
the
second
one.
C
So
the
first
point
is
additional
funding
of
six
hundred
and
fifty
seven
thousand
would
be
required
to
implement
the
ravine
litter
cleanup,
which
is
an
acceleration
of
2021
to
2020.
Sorry
we're
on
page
ten
and
a
second
item
that
should
be
on
here
as
well,
is
an
additional
600,000
to
implement
and
accelerate
funding
for
the
enhanced
invasive
species
management.
So
those
two
items
combined
would
total
about
one
point:
two:
five:
seven
million.
I
I
M
I
K
N
That
was
actually
my
question,
so
the
executive
committee
is
going
through
Council,
where
there
was
a
motion
made
by
the
mayor
to
add
those
funds.
So
what
if
we
approve
that
tomorrow
a
council,
so
then
it's
it's
been
approved
and
through
the
chair,
or
does
it
come
back
to
us
like?
That's?
That's
that's
actually
we're
little
confused
on
that
too.
So
it
becomes
in
theory,.
N
A
I
Very
quickly,
the
Capitol
recommendation
staff
have
suggested
they
take
a
year
to
find
the
sources
of
capital.
Are
there
any
additional
resources
required
to
ensure
that
the
Capitol
request
for
ravines
is
coming
in
the
2021
budget,
or
are
you
confident
you'll
be
able
to
bring
forward
a
full
capital.
M
Through
the
chair,
there
is
currently
in
the
in
the
in
our
2020
and
to
2029
capital
budget,
a
half
a
million
dollar
ravine
investment
piece.
Looking
at
some
of
these
items,
I
think
the
plan
would
be
that
we
would
access
some
of
that
funds
to
do
the
required
funding
strategy
and
plan
for
the
2021
budget.
I
M
M
C
Item
15
point
2
Q,
which
is
the
last
of
the
supplementary
reports,
is
an
item
transmitted
from
yesterday's
TTC
board
meeting.
So
this
is
a
letter
from
the
Toronto
Transit
Commission
board
on
the
acceleration,
the
subway
infrastructure
and
accelerated
vehicle
procurements.
So
going
through
the
recommendations.
Recommendation
1a
is
the
allocation
of
roughly
3.1
billion
dollars
to
subway
infrastructure
investments.
This
is
consistent
with
the
staff
recommended
capital
budget
recommendation.
C
1B
is
the
allocation
of
one
point:
one
four
billion
dollars
of
additional
funds
towards
vehicles.
Again
the
staff
recommended
budget
included
those
funds
for
vehicles.
What
this
report
does
is
further
break,
that
down
showing
two
hundred
and
twenty
three
million
for
subway
trains
and
preventative
maintenance,
seven
hundred
and
seventy
two
million
for
buses,
including
wheel,
trans
and
associated
infrastructure,
and
about
a
hundred
and
forty
million
for
streetcars.
G
A
H
Through
you,
mr.
chair,
we
do
know
that
there
is
funding
available
from
the
prior
PTF
program
approximately
over
three
million
dollars.
I
do
understand,
there's
actually
a
meeting
this
afternoon
in
respect
to
the
Eglinton
East
project,
so
that
we've
got
that
update.
Since
you
last
asked
and
there's
still
more
to
come
when
we
come
back
with
the
transit
priorities
report.
G
H
Through
you,
mr.
chair
is
well
on
Waterfront
Transit.
There
is
funding
sitting
between
TTC
waterfront
revitalization
and
a
corporate
initiatives
account
so
there's
allocations
for
various
components
of
the
projects.
That's
what
makes
it
difficult
to
answer
just
on
the
floor
happy
to
provide
that
in
a
briefing
note
of
the
current
state
of
funding.
That's
allocated,
okay,.
C
You
so
that's
the
end
of
the
supplementary
reports
that
were
brought
forward
for
today's
Budget
Committee
wrap-up
meeting.
What
we
do
have
in
front
of
you
section
2
of
the
wrap-up
notes,
which
are
on
page
15
are
the
33
briefing
notes
that
staff
were
prepared
from
requests
that
were
asked
during
the
budget
briefing
meetings
that
happened,
I
think
it
was
the
the
15th
of
January.
So
we've
broken
these
out,
so
you
should
have
a
package
that
was
made
available
to
you.
The
briefing
notes
are
also
available
online.
C
A
A
Yeah
that
I
think
it
would
that
be
beneficial
to
everybody
to
go
through
all
of
them
initially
just
to
see.
Okay,
if
you
don't
have
any
questions,
we
don't
have
any
questions.
Okay,
well,
there's
well,
there's
33
of
them
like
I'm,
open
to
the
committee
on
you
know
specific
ones
or
we
can
go.
We
can
run
down
quickly
through
them.
That
would
it's.
At
least
we
know
it'll
take
a
bit
of
time,
but
if
we
could
do
that,
maybe
that
at
least
we
get
through
them,
we.
C
C
There
are
2-3
within
economic
development
and
culture,
the
first
being
proposed
economic
development,
direct
program,
expenditures
by
sector,
the
second
being
citywide
investments
in
tourism
and
culture,
and
the
third
is
service
changes
in
economic
development
and
culture
from
2018
to
2020,
there's
another.
So.
A
What
I'm
seeing
this?
So?
Why
don't
we
work
on
questions
four,
seven
and
eight
there,
this
children's
services,
if
you're
fine
with
just
doing
we,
can
break
it
down
to
seven
and
eight,
but
I
thought:
let's
just
do
seven
and
eight
see
how
things
go
and
then
maybe
economic
development
in
Parks
and
Rec
of
that?
Okay,
okay,
so
what
is
it?
Okay
if
we
just
do
seven
and
eight
together?
Okay,
so
why
don't
we
just
do
seven
and
eight
together
I
think
staff
will
be
able
to
follow
through
so
being
councillor
Carol.
B
I
just
want
to
ask
questions
and-
and
it's
really
further
to
a
conversation
we've
already
had,
but
I
asked
an
anticipation,
because
I
know
folks
are
frustrated.
So
the
briefing
note
request
was
what,
if
we
kept
pace
with
the
strategy,
we
haven't
kept
pace
with
the
strategy,
but
apart
from
you
know,
if
we
were
to
put
in
this
money,
there
is
new
investment
here.
There
is
a
reinvestment
of
the
the
funds
we
don't
need
because
of
the
shift
of
after-school
care.
There
is
a
new
investment
here.
Is
there
no
through.
D
B
So
there
is
a
bit
of
a
cost-of-living
increase
part
of
the
reason
that
we've
been
able
to
piece
with
keep
pace
with
some
of
this
so
well.
The
province
is
backing
out
and
you
know,
in
effect
it's
a
cut
they're
backing
out
to
the
tune
of
15
million,
but
they
did
give
us
this
one-time
increase.
What
does
that
mean
for
next
year
through
through
the
one-time
increase?
B
There
isn't
there's
only
an
overall
decrease
which
I
now
understand.
From
the
briefing
note,
the
overall
decrease
is
only
2.8,
but
what
happens
next
year?
We
have
this
one-time
increase
here.
Does
that
mean
next
year?
There's
no
way
to
to
apply
anything
to
any
part
of
our
children
services
growth
strategy
through.
D
The
chair,
the
one-time
increase,
although
the
province
confirms
our
funding
annually
so
that
may
continue,
but
it's
not
guaranteed
I
will
say
that
in
this
year
and
leading
into
2020
and
2021,
the
province
is
reviewing
both
their
funding
formula,
their
childcare
plan
and
their
policies,
as
well
as
the
federal
government,
is
also
just
recently
released
its
mandate
that
signals
new
investment
in
childcare.
So
we
are
anxiously
waiting
for
some
information
from
our
partners.
It
provincial
and
federal
levels
on
what
the
landscape
is
going
to
look
like,
and
that
will
inform
our
way
forward
and.
B
So
what
we're
left
with
the
2.8
decrease
in
funding
from
from
them
is
exactly
what
otherwise
I
think
if
it
was
situation
normal
that
event
number
2
point:
8
million,
that's
what
we
would
be
adding
to
subsidize
spaces,
that's
correct!
So
with
new
in
briefing
note,
seven
with
new
new
centers
coming
online.
If
we
were
saying
to
you
today,
okay,
you
can
have
the
money
for
those
new
subsidies.
When
would
there
be
a
new
Center
where
we
could
put
those
subsidies
through.
D
The
chair,
the
capital
programs,
are
we've
expanded
a
number
of
new
spaces
over
the
past
two
years.
We
expect
that
capital
growth
to
continue
in
2020,
however,
those
projects
are
slow
to
be
delivered,
they're
delivered
by
our
school
board
and
community
partners.
We
expect
the
new
spaces
to
come
on
board
closer
to
the
end
of
the
year,
typically
around
September,
particularly
kindergarten
and
school
age,
so
the
pressure
will
really
be
towards
the
third
or
fourth
quarter
of
the
year,
as
those
new
spaces
is
open.
Okay,.
I
D
The
chair,
that's
correct.
The
growth
strategy
actually
talks
about
adding
new
spaces
as
new
subsidies
together
both
need
to
go
together
and
to
ensure
access
for
families.
Currently,
we
are
trending
on
target
for
our
fee
subsidies.
What
we
are
finding
is
that
we're
on
target
for
the
fee
subsidy
request
we're
placing
children
in
all
wards
and
all
age
groups.
The
challenge
is
that
until
those
new
spaces
are
available,
families
are
having
difficulty
finding
a
space.
D
I
D
I
But
we're
trending
down
as
of
2020
because
of
the
provincial
cop,
correct
and
so
I
asked
a
question
in
the
last
meeting
and
that's
that's
what
prompted
the
briefing
note
about
how
much
money
would
be
needed
if,
if
we
were
to
continue
to
maintain
40
percent,
in
fact
try
to
grow
it,
but
they
maintain
it
and
then
on
page
two,
two
of
the
briefing
note
eight
it
says,
based
on
the
growth
in
licensed
childcare
spaces
projected
for
2020
Children's
Services,
will
require
additional
eleven.
Eleven
hundred
and
sixty
childcare
fee
subsidies
is
that
this
year,.
D
I
D
I
D
I
D
D
N
H
D
The
chair,
the
province,
has
not
allocated
additional
expansion
funding
at
this
time.
I
did
note
that
the
federal
mandate
letter
has
just
been
released
and
they've
signaled
continued
investment
in
the
early
years,
particularly
in
childcare
subsidies
and
spaces
for
kindergarten
and
school
age.
But
at
this
time
the
province
has
not
increased
the
expansion
target
well,.
L
D
D
D
The
chair,
given
the
changes
in
funding,
we
are
able
to
sustain
the
achievements
that
we've
made
in
the
first
phase
of
the
growth
strategy.
We've
been
able
to
stabilize
occupancy
funding,
which,
in
fact
is
an
affordability
measure
for
parents
and
we've
been
able
to
include
cost-of-living
increases
for
operators
which
again
supports
affordability.
Ok,.
L
D
D
The
chair,
the
growth
strategy,
was
approved
by
council.
It's
a
ten-year
strategy
with
targets
to
increase
childcare,
spaces
childcare
subsidies
and
increase
compensation
for
the
work
force
and
approve
affordability.
When
that
strategy
went
to
council,
there
was
a
commitment
from
council
that,
as
the
province
provincial
and
federal
governments
added
new
funding
for
growth
and
expansion,
the
city
would
add
a
20
percent
contribution,
subject
to
subject
to
the
budget
ability
so.
L
L
So
I
guess
a
question
that
I
would
have
if
we're
putting
in
7.2
million
dollars
on
this
this
year,
we're
back
stopping
another
provincial
cut.
Our
20%
is
mandated
or
predicated
on
the
fact
that
there's
investment
from
the
provincial
federal
government,
which
is
uncertain
at
this
time
are
we
is
this.
Actually
a
bigger
deal
than
a
lot
of
people
are
talking
about.
Are
we
at
risk
going
forward
of
the
financial
sustainability
of
this
program
from
the
city's
perspective
through.
D
The
chair,
the
growth
strategy,
is
definitely
an
ambitious
target.
It
is
a
10-year
target.
We
do
have
to
look
at
changes
in
provincial
and
federal
government
funding
allocations
and
investment.
We
do
have
to
rely
on
them
as
key
partners
in
order
to
achieve
the
strategy
so
well.
The
city
contribute
makes
a
contribution.
It's
important.
Without
those
investments
and
those
continued
contributions,
we
will
not
be
able
to
achieve
the
outcomes
fully.
Okay,.
L
N
Just
councillor
Bradford's
comment
concerned
that
we're
we
don't
know
what
the
province
is
doing,
so
we
don't
I
mean
if
they
don't
fund
us.
You
know
I
think
we
have
to
look
at
a
long
term
strategy.
Just
a
question
on
the
operating.
There
are
a
number
of
date,
new
daycare
centres
that
are
being
built
now
and
some
of
them
haven't
been
opened.
Yet
do
we
have
the
funding
to
operate
those
new
daycare
centres
that
are
being
built
as
we
speak
through.
D
The
chair,
yes,
we
do.
We
in
our
budget,
we
have
the
funding
available
for
operating
for
new
centres
that
are
planned
to
come
on.
In
addition,
the
province
did
commit
to
provide
operating
dollars
for
17
new
centres
through
the
previous
provincial
government.
Those
commitments
were
there,
so
we
do
have
funding.
Initially,
the
pressure
in
terms
of
the
operating
will
come
later
in
the
capital
plan
around
2024.
D
N
I
Quickly,
what
there's
there's
some
things
in
school
excluded
in
table,
one
that
it
lists
the
exclusions?
Is
there
any
way
to
get
that
number?
Just
maybe
is
a
revised
briefing
note
in
table
1
page
2,
a
briefing
note
9,
for
instance,
the
commercial
development
office
development
excludes
the
I
met,
grants
which
is
like
I,
don't
know
a
couple
billion
dollars.
I
Well,
it's
just
I
met.
That's
fine,
but
it's
I
met
its
excludes.
The
Opera
excludes
the
operations
of
the
film
permit
office,
excludes
sectoral
support
provided
by
other
city
divisions
such
as
the
green
market
accelerator.
But
then
tourism
says
that
it
includes
the
visitor
kiosk,
so
I'm
just
wondering.
Is
there
any
way
of
sort
of
standardizing
that
by
including
them
in
those
numbers?
I
know
it's
not
your
dollars,
but
so.
O
I
O
I
O
Challenge
with
I
met
is
that
the
grant
is
provided
by
type
of
building
rather
than
what
goes
on
in
the
building,
and
we
don't
necessarily
have
the
breakdown
by
the
activities
by
sector
in
the
building.
In
fact
that
we
don't,
we
only
know
that
they
qualify
for
the
for
the
criteria
of
the
heimet,
so
they
would
be
an
extensive
amount
of
work.
We
could
get
it,
but
it
would
take
some
significant
amount
of
time
to
do
that.
That's.
O
I
I
O
I
A
G
G
I,
don't
think
that
there's
a
sector
I
think
we
want
to
de
invest
in,
but
I
just
I.
Think
overall
I'd,
like
the
reason
I
asked
for
this
is
baseline-
is
I'd
like
to
see
over
time
if
we
truly
want
to
get
towards
Net
Zero,
and
all
of
that
then
we're
gonna
have
to
support
that
sector.
The
green
technology
sector,
so
I
think
I
just
wanted
that
baseline
number
so
that
year-over-year
we
can
show
we're
growing
that
economy,
and
so
maybe
just
those
other
numbers
that
support
it.
G
If
you
can
give
thought
over
this
year
to
giving
the
like
the
G
map
and
all
those
different
things
so
that
next
year
we
can
start
to
look
and
show
that
that
investment
in
green
technology
is
going
in
the
right
direction.
So
it's
not
possible
to
kind
of
improve
on
that
number,
particularly
for
green
technology.
Over
the
year
I'm.
L
L
Eglinton
crosstown,
you
know
to
me,
is
really
humble
man
over
and
over
in
this
city,
as
we
do,
transit
expansion
challenges
of
putting
large
infrastructure
projects
into
existing
neighborhoods.
Do
we
have?
Is
the
report
contemplating
new
strategies
related
to
the
impacts
associated
with
construction
and
transit
expansion?
Yes,
okay,
so
this
is
coming
back
in
the
spring,
which
makes
it
challenging
for
budget
2020.
If
there
are
programs
there
I
want
to
know
if
we
will
be
able
to
fund
those
either
through
variances
or
in
next
year's
budget.
L
C
Through
the
chair,
any
pressures
that
would
come
in
in
year,
we
would
need
to
evaluate
where
there
might
be
an
opportunity
to
offset
that
or
available
funds
that
have
been
identified
throughout
the
course
of
the
year
to
be
able
to
move
on
those
initiatives.
Otherwise,
they'd
be
considered
as
part
of
the
2021
budget
process
and.
O
L
N
Have
one
question
on
the
BIA,
so
there
are
a
number
of
new
BIA
s
that
are
started
up
in
the
past
year,
they're
going
through
committee
for
approval.
Have
we,
as
far
as
the
budget
for
the
BIA
s,
the
salt
program
and
other
the
other
programs?
Have
we?
We
have
money
in
the
budget
to
accommodate
all
the
new
BIA
s
that
are
coming
coming
in
so.
O
We
we
did
not
propose
any
additional
operating
funds
for
two
reasons.
One
is:
we've
had
some
mergers
of
BI,
so
numbers
go
up
and
then
they
come
down
a
little
bit
to
staff.
Are
there?
Are
there
are
BIA
s
that
are
becoming
very
sophisticated
and
require
less
staff
attention,
freeing
up
staff
to
spend
time
on
newer,
BIA
s
and
we're
hopeful
at
that
trend
will
continue.
On
the
capital
side,
we
are
still
trying
to
fine-tune
our
capital
requirements.
O
Our
spend
rate
on
BIA
capital
has
been
very
low
because
we
are
at
the
tail
end
of
planning
of
transportation
and
other
kinds
of
projects
that
are
much
bigger
and
more
extensive,
so
that
I
don't
believe
that
new
BIA
is
coming
on
board
will
suffer
either
in
the
operating
or
in
the
capital
budget
area.
Thank.
N
I
M
I
Okay
with
that
yeah
great
now,
one
line
on
page
two,
it
like
honestly
shocked
and
that's
the
first,
how
many
trees
could
be
planted
in
the
City
of
Toronto
with
additional
funds
and
the
first
bullet
is.
There
is
currently
no
further
space
for
additional
trees
to
be
planted
on
public
land.
Is
that
actually
the
case
through.
M
The
chair
I
mean
we
have
you
know
and
in
the
tree
canopy
study
as
well.
We
know
that
we
have
used
much
of
the
available
public
lands.
Certainly
new
land
comes
up
through
various
public
realm
studies
and
new
parks
that
are
developed
in
the
rest
of
it,
and
that
would
be
a
target
for
planting
more
trees
on
public
lands.
M
But
a
lot
of
the
strategy
right
now
is
focused
on
planting
trees
on
private
property,
which
is
why
we
have
the
incentives
built
in
around
matching
funds
with
private
property
owners
and
businesses
who
have
a
lot
of
available
space.
The
other
spaces
that
we
look
at
our
schools
and
academic
institutions
where
there
is
larger
sort
of
spaces
to
play
with,
but
a
lot
of
our
own
parks
have
been
planted.
You
know
quite
up
to
a
maximum
level
over
the
past
ten
years
and.
M
Through
the
chairs,
I
mean
that's,
certainly
part
of
the
program,
so
if
there
is
interest-
and
we
have
some
resources
to
assist
with
front
yard,
trees
and
and
and
you
know,
trees
in
any
public
lands
and
helping
homeowners
with
that.
But
it's
still
not
a
huge
portion
of
the
tree
planting
that
goes
on.
Okay,.
C
I
You
very
much
your
briefing
note
lays
out
that
the
city's
2004
interdepartmental
protocol
on
encampments
is
currently
under
review
to
improve
our
work
based
on
recent
experiences
and
to
meet
the
requirements
of
a
new
housing
charter.
Can
you
tell
me
when
you
expect
that
report
will
come
with
new
recommendations.
D
I
D
I
D
I
I
D
D
I
D
Is
there
at
reach
time
I'm
in
front?
They
do
there
are
known
encampments
in
those
locations,
and
so
they
spend
a
lot
of
their
time
visiting
the
known
places
that
people
tend
to
encamped.
They
also
once
they
connect
with
clients.
They
stay
in
touch
with
them
via
cellphone,
and
so
they
typically
know
where
to
reach
people
as
well,
so
making
those
prior
arrangements
and.
I
D
I
I'm,
just
as
a
final
point,
your
briefing
note
appendix
four
includes
a
business
case
for
a
proposed
expansion
of
the
innovation
prevention
program,
but
it's
not
included
in
the
staff
recommended
budget.
You
mentioned
that
this
expansion
would
enable
an
increase
in
the
number
of
households
served
by
the
program
from
four
hundred
and
thirty
three
to
eight
hundred
and
prevent
homelessness
of
more
than
2500
people.
Can
you
elaborate
on
the
benefits
we
would
see
if
an
expansion
of
this
program,
the
risk
inhabiting
not
funding
the
expansion?
That's
your
last
question.
D
Yes,
so
this
the
epic
program
helps
us
focus
on
the
reducing
the
inflow
into
homelessness,
so
it
connects
with
people
that
are
at
imminent
risk
of
eviction
and
stabilizes
them
in
their
homes.
It's
a
mobile
team
they're
able
to
do
a
variety
of
things
such
as
attend
the
tenant
landlord
board
with
clients
to
make
sure
that
their
rights
are
being
upheld.
They
provide
housing,
assistance,
financial
supports
and
referrals
to
additional
services.
We
reckoned
that
the
return
on
investment
for
epic
is
probably
three
to
one
cost
of
a
shelter
bed.
D
A
G
This
follows
on
questions
that
I
received
at
a
town
hall.
We
had
on
Sunday
about
the
fair,
fair
pass
and
I,
don't
know
if
it's
in
this
briefing
note
or
outside,
but
either
way,
I
had
committed
to
asking
the
question
so
I'm
just
wondering
if
we
can
get
a
breakdown
on
what's
included
in
phase
2
of
the
fair
pass
vs.
phase
3
and
there
seem
to
be
some
confusion
about
moving
on
to
phase
3
when
phase
2
wasn't
completed.
P
We
had
intention
to
include
low-income
residents,
who
were
also
receiving
housing
allowance
subsidies,
but
ran
into
an
administrative
challenge
that
made
it
more
efficient
to
include
them
in
phase
3
phase.
2
is
still
being
rolled
out,
so
I
think
that's
important
to
note
it.
It's.
There
are
residents
receiving
subsidies
who
have
applied
for
the
card
and
are
using
the
card
face.
We
are
now
in
development
for
phase
3
with
rollout
plan
for
April
20-21.
P
That
will
include
all
other
low-income
Torontonians
meet
our
eligibility
requirement,
which
is
the
low
income
measure
plus
15%,
and
most
of
those
folks
wouldn't
be
in
receipt
of
city
subsidies
already,
and
that
is
when
we
anticipate
being
able
to
bring
the
fair
pass
program
to
its
full
implementation.
Over
21
20
year,
2022.
G
Ok,
so
really
you
you're
not
jumping
Phase
two,
because
you
have
to
do
that
in
Phase.
Three,
like
so
getting
to
phase
3
does
include
all
those
that
would
have
been
eligible
under
that
phase.
2,
it's
just
your
administrative
Lea.
It's
been
problematic.
Ok,
what
is
the
amount
of
money
that
has
been
in
but
is
being
invested
in
the
fair,
fair
passed
this
year.
G
P
Are
being
as
ambitious
as
possible
related
to
phase
2,
the
work
in
2020
is
to
try
to
figure
out
the
most
efficient
way
to
assess
incomes
that
doesn't
provide
additional
burdens
for
low-income
Torontonians,
who
would
be
eligible
for
phase
3.
There
is
an
automated
income
verification
pilot
underway
through
revenue
services
with
CRE
and
we're
hoping
to
staff
have
been
working
with
Revenue
Services
to
see
if
we
can
leverage
that
I'll
it
initiative
for
phase
three
okay.
Thank
you.
J
J
J
A
B
So
so
beg
to
differ
old,
planner,
can4t,
open
hours
does
actually
belong
here.
Part
of
the
Toronto
youths
strategy.
Yes,
is
open
hours
because
we
can.
We
can
put
the
greatest
youth
centers,
we
want
in
libraries,
but
if
the
doors
locked
no
one's
using
it,
you
can't
stop
it
because
they're
not
allowed
in.
B
So,
if
you
look
at
the
part
of
the
briefing
note
that
talks
about
an
investment
thus
far
in
youth,
the
the
initial
investment
we
made
in
the
open
hours
plan
is
in
there
because
it's
really
meaningful
and
in
there
and
a
dollar
value
sure
the
dollars
sit
in
the
library
budget,
but
it's
part
of
the
strategy.
So
my
question
is
this:
we
have,
we
have
a
couple
of
youth
spaces
this
year
we
go
to
the
line,
that's
2020
budget.
We
have
enhanced
youth
spaces.
B
M
Through
through
through
the
budget
chair,
we
haven't
picked
locations
of
those
yet
allowed
any
location
generally.
What
what
the
process
that
we've
undertaken
in
selecting
those
locations
is
first
doing
a
gap,
analysis
of
where
there's
a
a
lack
of
youth,
especially
youth,
recreational
services,
and
then
we
look
for
spaces
either
in
our
own
facilities
or
partnering
with
with
other
organizations.
So
it
really
depends
on
what's
happening
in
that
particular
neighborhood
around
where
that
location
would
be,
but
we
wouldn't
rule
out
any
location
or
any
partner
in
that
process.
So.
B
B
M
The
chair,
that's
exactly
what
we
would
look
at
so
there
would
be
some
criteria
around
the
hours
of
operation
around
where
one
of
those
recreational
youth
hubs
would
be
or
the
enhanced
youth
centers.
Keeping
in
mind
that
different
service
providers
have
different
programs
in
different
hours
and
generally
on
the
recreational
side
and
there's
a
number
of
other
considerations
that
our
friends
and
social
development,
finance,
administration
and
libraries
look
at.
M
B
If
I
can
ask,
while
we're
still
in
in
SDF
na,
if
I
can
ask
this
question
on
this
briefing
note,
this
is
why
mr.
chair,
this
is
why
I
moved
to
trying
to
move
forward
with
the
open
our
strategy
in
library
last
year,
because
it
sure
it
improves
library
services,
but
it
also
gets
us
at
a
strategy
here
at
home
in
the
city
Corp.
It's
part
of
the
Toronto
youth
equity
strategy.
B
If
we
do
library
open
hours,
we
know
we're
providing
something
else
for
you
that
that
is
direction
at
the
right
path,
and
we
know
that
the
spaces
in
the
library
have
a
really
good
success
rate
of
adding
that
homework
level,
the
academic
level,
adding
that
into
their
space.
It's
just
somehow
conducive.
So
the
question
that
I
would
ask
of
SDF
in
a
management
is:
if,
when
we
get
to
the
library
budget,
we
were
able
somehow
if
we
can
find
a
funding
source.
B
P
The
youth
service
review
is
looking
at
all
the
youth
programs
that
various
city
divisions
and
agencies
deliver
beyond
those
that
were
including
and
beyond
those
that
were
in
the
youth
equity
strategy
and
council
is
expecting
that
we
have
some
comment
on
their
effectiveness.
Yes,
okay,
fantastic
Thank,.
N
P
To
the
chair,
as
you
recall,
30
2.7
million
dollars
of
applications
was
directed
by
council
in
2018.
We
have
received
6.5
million
dollars
from
the
federal
government
towards
one
of
the
initiatives
which
is
focused
on
community
healing
and
that
initiative
is
being
implemented
and
showing
real
promise.
So
that
leaves
another
twenty
six
point:
two
million
dollars
of
unfunded
initiatives,
staff
and
meritorious
to
encourage
our
federal
partners
to
invest
in
those
priorities.
So
we.
P
There's
ongoing
conversations.
I
must
point
out,
however,
that
the
original
thirty
2.7
million
was
to
the
national
was
to
the
federal
government
through
the
National
Crime
Prevention
Program.
That
program
has
allocated
its
fifty
million
dollar
funding
pot
nationally.
So
it's
not
currently
the
avenue
that
staff
are
looking
at
okay,.
N
M
Really
chair
I
mean
certainly
I.
You
know,
I
should
say
that
community,
centers
and
community
recreation
facilities
are
generally
have
the
most
the
longest
hours,
which
is
why
they
often
become
a
place
where
we
would
offer
those
services
because
of
the
availability
both
of
space
and
and
the
hours
that
the
building
is
open
and.
M
The
chair
that
we
have
experience
that
I
should
say:
we've
also
experienced
in
areas
the
city
where
there
may
not
be
a
local
community
center
and
a
gap
in
services.
We
have
found
alternative
locations
with
partners
that
is
not
in
a
community
center,
but
not
only
because
there
isn't
a
community
center
in
the
specific
area
that
we're
looking
to
provide
the
service
yeah.
A
Any
other
questions
I
have
a
few
I.
Just
don't
agree
from
note
in
Holland,
just
be
from
note
number
19
about
the
Cabbagetown
use
center.
It
says
in
the
report
that
the
city
reduced
a
grant
that
they
received
back
in
2010
ten
years
ago.
Can
you
tell
me
why
that
would
have
been
reduced
and
if
there
were
any
other
centers
that
reduce
at
the
same
time,.
P
To
the
chair
previously
so
before
2010,
the
Cabbagetown
Youth
Center
received
a
major
recreation
grant
through
parks,
forestry
and
recreation.
Those
grants
no
longer
exists,
they've
been
absorbed
into
other
broader
community
grants
through
Social
Development.
However,
from
the
history
that
we
can
piece
together
in
the
short
time
we've
had,
it
seemed
that
there
might
have
been
concerns
at
that
time
around
the
organization's
administration
and
performance
that
shifted
them
from
receiving
a
major
grant
to
a
minor
programming
grant.
Okay.
P
Yes,
so
on
page
3
you'll
see
a
star
chart
that
speaks
to
the
granting
history,
so
they
have.
They
continue
to
receive
city
funding
through
Social
Development
and
Children's
Services,
but
the
amount
is
about
70
to
80
thousand
a
year
since
2013
and
we've
been
fairly
consistent
at
that
level.
For
the
last
step.
A
P
Did
provide
a
funding
plan
and
there
are
some
concerns.
Staff
have
some
concerns
about
some
of
the
areas
that
they
propose
to
use
some
of
those
funds.
So
if
counsel
wish
to
provide
emergency
operating
funding,
which
would
be
an
atypical
and
unique
situation,
we
would
assess
that
amount
to
be
far
less
than
300
again.
A
P
Largest
expenditure
is
towards
salary,
for
program
staff
and
for
the
executive
director
that
is
their
largest
line.
They
also
have
a
fairly
significant
line
towards
equipment
purchases,
as
well
as
to
office
office
supplies.
So
staff
are
trying
to
break
that
down
and
understand
why
an
organization
that
this
size
may
spend
seventy
one
thousand
dollars
a
year
on
office
supplies
so.
P
A
P
Is
not,
it
is
not
the
practice
of
the
of
the
city
to
provide
this
level
of
emergency
operating
funding.
What
typically
happens
through
our
funding
envelope
is
an
organisation
that
finds
themselves
in
this
predicament.
Is
it
eligible
for
emergency
funding,
that's
usually
to
support
a
consultant
to
help
them
either
develop
a
restructuring
plan
or
to
wind
down,
and
that
depends
on
the
organization
that
amount
is
typically
between
fifteen
to
thirty
thousand
has.
A
P
Certainly
does,
as
you
can
imagine,
through
social
developments
granting
program,
we
spend
21
million
dollars
a
year
in
various
grants
to
hundreds
of
organizations
where
oversubscribed.
For
that
this
is
not
the
first
time
and
it
certainly
won't
be
the
last
time
that
organisations
will
come
to
the
city
to
ask
us
for
support.
P
Usually,
though,
organizations
are
coming
much
earlier
in
their
planning
cycle,
we
have
had
to
say
no
to
this
kind
of
request
in
the
past,
so
we
are
concerned
about
setting
a
precedent.
We
are
concerned
about
equity
and
we're
also
concerned
that,
should
council
move
ahead
and
set
this
precedent
that
it
goes
beyond
the
the
standing
envelope
funding
envelope.
So
this
would
have
to
be
beyond
that
and
that
we'd
have
to
have
some
very
move.
Q
Thank
you
very
much
mr.
chair
and
for
the
indulgence
I
apologize.
I
was
trying
to
come
out
of
my
there
meeting
as
quickly
as
possible,
but
just
staying
on
topic
on
the
topic
of
Cabbagetown
youth
center.
With
respect
to
the
funding
that
the
City
of
Toronto
at
one
point
in
time,
provided
through
what
was
available,
the
the
quantum
back
in
2010,
we
funding
them
to
the
tune
of
over
one
hundred
and
fifty
five
thousand
dollars
at
that
particular
point
in
time.
Is
that
correct?
Q
Yes,
3-2
programs,
yes,
and
and-
and
we
continue
to
do
that
in
2011-
they
received
about
a
hundred
and
fifty
four
thousand
dollars
and
over
one
hundred
and
ten
thousand
dollars
in
2012.
So
there
has
been
a
gradual
decline
of
city
funding
and
supports
to
this
organization
over
the
last
ten
years.
Is
that
not
correct?
Yes?.
Q
P
Q
P
350
children
and
youth
through
its
various
programs.
We
have
done
a
preliminary
analysis,
so
should
the
organization
need
to
close,
there
are
other
organizations
within
the
area
area
who
provides
some
similar
components
of
programming.
Conversations
and
service
planning
could
happen
to
ensure
to
minimize
the
impact
of
their
closure.
So.
Q
The
fact
that
they
have
stated
to
us
at
this
committee
that
there
that
they
are
that
imminent
closure
for
them
would
be
the
end
of
this
month.
Is
there
enough
transition
time
to
make
sure
that
those
young
people,
the
children
and
youth
in
the
Cabbagetown
Youth
Center,
can't
transition
directly
into
City
of
Toronto
facilities
and
programs
because
they're
there
it's
it's
now
January
28th,
they
say
that
they
have
enough
just
enough
to
open
the
doors
open
to
the
end
of
this
month.
That's
three
days
away.
Do
you
have
enough
transition
time
so.
P
Not
for
a
three
day
period,
but
the
information
that
we
have
received
from
the
organization
places
city
funding,
any
emergency
city
funding
to
begin
in
April,
so
between
now
and
April,
I
think
that
there
is
an
opportunity
to
try
to
determine
how
three
hundred
and
fifty
children
in
this
area
could
access.
Other
programs,
while
parks,
forestry
and
Recreation
does
not
have
a
funding
relationship
with
this
organization.
P
Q
What
happens
by
the
time
the
organization
closed
at
the
end
of
this
month
to
the
time
that
funding
could
flow
in
April
to
the
time
that
you
can
get
these
kids
to
the
front
of
the
line
and
and
skip
over
the
wait
list
for
recreation
programs?
What
happens
during
that
period
of
time,
including
what
happens
to
the
1,600
kids
that
are
part
of
the
summer
day,
camp
programs?
Q
P
Should
the
summer
program,
especially
the
ones
funded
through
Children's
Services,
if
those
must
close
Children's
Services,
will
work
with
other
providers
in
the
area
as
I
mentioned
previously,
the
agency
has
noted
that
the
the
city
funding
wouldn't
have
to
come
into
play
until
April.
So
presumably
they
have
some
kind
of
plan
to
get
from
today
until
April.
M
Through
the
chair,
you
know
there
is
different
I,
don't
have
the
specific
information
for
the
two
facilities.
I
can
certainly
get
that
for
you
and
the
wait
list
would
be
different
depending
on
the
program
interest.
So
you
know,
as
as
Denise
has
indicated,
we
would
be
part
of
the
service
planning
around.
Is
it
doesn't.
M
M
C
C
Q
Yeah
no
thank
you
very
much
with
respect
to
the
the
model
around
deploying
officers
to
do
MLS
investigations
like
what
is
the
general
tracking
time
by
the
time
the
complaint
comes
in
to
the
home
that
the
Oakland
file
is
open
and
a
physical
report
and
physical
investigation
is
underway.
What's
that
period
of
time,.
R
The
the
come,
the
complexity
of
our
work
and
as
our
volumes
increase,
the
complexity
increases
again,
it's
very
difficult.
Each
investigation
is
unique.
Each
is
different.
We
obviously
try
to
close
them
as
soon
as
possible,
but
it's
one
of
the
challenges
that
we
have
in
establishing
service
standards.
To
say
that
you
could
close
an
investigation
in
ten
days
or
in
30
days
is
a
challenge
that
we
that
we
have.
What.
R
The
shortest
one
possible,
however,
it's
important
that
we
do
not
sacrifice
speed
for
accuracy,
and
we
want
to
make
sure
that
these
are
also
not
reoccurring.
So
again,
we
want
to
make
sure
that
we're
getting
compliance
and
how
we
get
compliance
in
a
number
of
different
ways
is
what
we're
trying
to
achieve
speed
is
important.
Accuracy
is
more
important,
so.
R
Q
R
It's
a
body
of
work,
we're
undertaking.
This
matter
has
been
before
government
licensing
and
government
twice
already
there's
another
report
coming
in
March.
We
are
working
towards
service
standards.
We
do
need
to
find
the
right
levels
because
we
do
want
to
strive
and
we
want
to
also
give
the
public
a
sense
of
when
their
complaint
will
be
addressed.
R
Q
Would
be
helpful
with
respect
to
the
rent
safety
o
program?
Obviously
it's
it's
a
new
program.
Still
getting
information
out,
they're
still
trying
to
get
buildings
registered
I
recognize
that
the
that
the
hours
of
investigation,
especially
on
the
weekend,
are
relatively
short
from
8
a.m.
to
before
in
the
afternoon.
Do
you
have
enough
staff
to
do
the
to
do
the
inspection,
as
well
as
the
enforcement
for
rent
safety?
Oh.
R
The
rent
safety
o
program
has
30
officers
we
are
what's
important
is
that
we
make
sure
we
that
we
limit
the
number
of
vacancies
in
that
area
over
the
summer.
We
had
some
vacancies
there,
so
we,
you
know
it
has
a
direct
impact
on
doing
our
inspections,
so
we
are
at
full
capacity.
Now
we
have
just
hired
14
people
in
December
and
we
hired
another
37
in
the
summer.
Q
R
There's
there's
two
components:
there's
the
inspection,
which
is
when
we
do
the
evaluations
and
there's
the
audits
so
which
is
which
take
longer
so
again,
I
think
it
is
a
manageable
workload
with
30
people
for
3500
buildings.
The
challenges
is
what
you've
experienced
in
your
ward,
with
with
some
the
situations
that
have
happened
in
st.
James
town,
but
this
program
is
turning
landlords
mind
to
make
sure
that
they
have
all
these
plans
in
place
to
be
able
to
deal
with
emergencies
is.
Q
There
is
there
a
estimated
service
level
that
again
we're
trying
to
achieve
so
look
by
the
time,
a
tenant
files,
a
complaint
and
the
time
an
officer
goes
up
to
investigate,
write
up
a
report
either
fine
or
issue
fine
or
issue
warnings
to
the
landlord
to
the
time.
The
file
is
closed.
What's
the?
What?
What
can
I
tell
the
local
resins
the
local
tenants
that,
yes,
we'll
get
you
a
solution
in
10
days,
15
days,
30
days,
60
days,
what
can
I
tell
them
through.
F
Q
F
Q
F
Through
the
chair,
so
a
60
day
file
might
be
a
file
that
involves
perhaps
some
ashphalt
ashphalt
repair
and
in
the
winter
you
wouldn't
be
able
to
do
that.
So
we
would
get
about
longer
compliance
time
for
that.
If
we
have
equipment
that
requires
special
parts
like
elevators
that
might
require
even
more
than
60
days,
because
the
parts
and
the
availability
of
the
parts.
B
R
So
we're
close
533
is
the
entire
division.
We
have
believe
right
now.
We
are
around
27
vacancies,
many
of
which
are
posted
and
they
also
the
challenge
with
enforcement.
Is
these
aren't
one
of
positions
we
do
bring
in
larger
classes
and
that's
why
again,
we
brought
in
two
classes.
Last
year,
this
briefing
note
gets
specific
to
enforcement
officers,
which
we
have
268
broken
into
three
areas.
So.
B
R
B
R
B
And
I
ask
on
behalf
of
some
of
my
counselors
I've
recently
had
my
quarterly
meeting
with
my
MLS
officer
went
very
well.
It
was
a
great
you
know:
all-in-one
update
on
files
that
never
quite
close,
but
when
we
went
to
this
model
of
particularly
in
North
York
but
I,
believe
there
were
similar
efficiencies
in
in
the
for
service
districts,
and
this
is
for
the
the
generals.
B
Investigation
Services
officers,
there
they're
now
stationed
in
fewer
places,
but
the
assurance
was
but
they're
going
to
come
to
where,
where
you
are
and
meet,
do
an
update
with
you
on
a
quarterly
basis,
so
that
you,
you
really
well
they're
out
in
the
field
and
hard
to
get
in
touch
with
you're
gonna.
Have
this
check
in
with
them?
Does
this
model
now
that
they're
here
is
that
gonna
happen
that
happen
on
a
consistent
basis?
B
Because,
if
not,
if
that
didn't
work
out,
I'd
for
sure
see
a
budget
request
next
year
to
make
that
possible,
wouldn't
I,
see
the
chair,
I'm,
okay
and
is
that
we're
expecting
you
to
come
back
and
and
planning's
have
to
come
back
in
the
zoning
sense
to
begin
the
work
to
deal
with
the
suburban
issue
of
rooming
houses,
rooming
houses
where
they're
illegal,
not
those
that
are
legal,
calm
down,
so
that's
gonna
happen.
We
understand
that
to
be
happening
this
year.
B
R
It
is
a
body
of
work
that
we're
doing
this
year
with
our
colleagues
in
City
of
planning,
if
approved,
and
if
it
does
go
to
the
other
areas
of
the
city.
It
is
something
that
we
would
have
to
definitely
address
that
there
would
be
enforcement
needs.
We
do
not
have
the
appropriate
enforcement,
and
we
also
need
to
understand
clearly
from
council
what
the
enforcement
objective
is.
Our
enforcement
objective
is
to
people
are
living
in
safe
housing.
Others
have
an
objective
of
D
housing,
which
we
do
not
want
to
do
so.
R
B
I
Thank
you
very
much
I'm
just
trying
to
get
clarity
about
how
many
staff
members
are
responsible
or
how
many
FTEs
are
responsible
for
short-term
rentals,
because
this
is
gonna
come
online
and
it's
gonna
be
a
lot
of
work.
So,
in
the
fourth
bullet
point
on
page
two
there's
some
compliance
and
reporting
staff,
a
team
of
five
that
supports
data-driven
enforcement,
but
that's
both
vehicle
for
hire
and
short-term
rental,
or
is
that
that's
more
such
as
vehicle
for
hire
and
short-term
rental?
Can
you
give
me
an
idea
about
how
much
we
can
up
there?
R
Sorry
so
that
so
that
that
team
of
compliance
officers,
which
is
where
we're
looking
at
doing
it
through
data
discovery
or
more
model,
more
comparable
to
the
CRA,
where
you're
doing
it
digitally
and
looking
at
data,
it
is
a
team
of
five.
We
currently
have
four
people
permanent,
the
one
that
we
do
have
a
vacancy
in
that
area
and
they
split
their
time
between
vehicle
for
hire
and
short-term
rental.
Once
short-term
rental
is
on
board
with
the
registration.
Obviously
they
will
spend
more
time
on
that
right
now,
they're,
primarily
on
vehicle
for
hire.
R
R
This
is
a
program
we
we
know
it's
going
to
be
busy
in
that
first
year
we
are
going
to
have
to
look
at
existing
resources
and
we're
gonna
have
to
monitor
that
there
is
a
revenue
component
with
short-term
rentals
and
if
we
need
additional
staff,
it's
something
that
we
would
have
to
to
look
at
again,
the
once
the
rules
are
in
place
and
they're
easy
to
follow
and
easy
to
understand.
We
are
hoping
that
the
majority
of
Toronto
residents
and
primary
residents
follow
the
rules
so.
I
If
I
memory
curry,
if
my
memory
is
correct,
the
service
standards
currently
in
the
in
the
budget
notes,
the
2020
budget
notes
said
that
in
the
last
couple
years,
we've
missed
our
targets
for
enforcement,
not
by
much
I,
don't
believe,
but
we're
missing
them.
Given
the
influx
like
it's
gonna,
be
there
are
tens
of
thousands
of
units
that
might
need
to
be
inspected
if
the
god
forbid
forbid
the
the
platform
doesn't
cooperate,
which
it
doesn't
seem
like
they
will
we're
gonna,
be
needing
a
whole
lot
more
energy
dedicated
to
that.
I
R
Our
plan
is
to
to
monitor
it
and
work
through
it
closely
as
they
come
online
you're
right.
We
have
been
forecasting
approximately
20,000
people
participating
in
this
space.
They
do
not
require
a
inspection
or
an
in
the
investigation.
The
bulk
of
the
work
and
the
complaints
has
been
around
the
party
house,
and
that
is
where
we
would
put
our
focus
with
the
officers
we
have.
If
it
morphs
into
other
areas,
we
would
again
look
at
out
locating
resources
within
our
within
our
investigation
services
group.
I
R
A
division
we're
very
early,
we're
heavily
funded
on
user
fees,
around
80
percent
and
20
percent
on
the
tax
base,
the
investigations
with
property
standards
and
such
is
not
necessarily
a
cost
recovery.
A
lot
of
that
is
on
the
tax
base.
The
rent
safe
program
is
primarily
cost
recovery.
Short-Term
rentals
does
have
a
revenue
component
that
we
will
allocate
towards
those
areas.
Okay,.
R
I
N
N
H
See
through
you,
mr.
chair
I,
think
this
is
something
we've
reviewed
in
the
past
counselor
Nunziata
and
depending
on
the
nature
of
the
offense
which,
by
law
it's
issued
under
the
authorities,
we
have
to
apply
it
generally.
It's
been
know
that
fines
administered
through
the
courts
are
not
a
cost
recovery
method
there
it's
a
matter
of
punitive
impact,
so
we
have
not
explored
further
changes
in
legislation.
Well,.
N
I
do
know
that
when
there's
a
problem
with
a
property
where
there's
been
notices
given
and
where
there's
accumulation
of
garbage-
and
it
goes
on
for
months
and
months
and
then
the
city
can
go
in
and
hire
and
go
in
and
clean
up
the
property
and
and
and
charge
the
fees
on
the
property
tax.
So
why
can't
we
do
this
with
these
repeat
offenders,
that
we
were
spending
a
lot
of
money
on
resources,
but
yet
we're
not
collecting
the
fines.
N
H
Can't
they
change
it.
That
is
something
I
think
we
looked
at
a
number
of
years
ago,
but
remedial
action.
We
have
a
very
specific
authority
that
permits
us
to
do
that
after
an
orders
issued
and
there's
non-compliance,
the
issuance
of
fines
in
the
way
that's
funneled
through
the
courts
is
a
very
different.
That's
Provincial,
Offences
Act
and
a
different
body
of
legislations.
So.
R
F
N
F
J
Look
how
happy
councillor
Annunziata
looks
right
now.
I
want
to
get
a
picture
of
that
face.
I
only
asked
because
something
counselor
was
said
in
answer
to
councillor
Carroll
a
syllogism
occurred
to
me,
which
I
didn't
have
before
syllogism,
so
so
the
first
premise
is
something
that
was
said
to
me
by
Ms
cook
at
a
previous
Budget
Committee
meeting,
which
is,
we
are
not
putting
the
resources
in
this
budget
to
improve
the
administration
of
the
existing
rooming
house
system,
because
we
have
a
report
coming
in
March.
N
J
J
Conclusion
of
those
two
premises
is
that,
despite
the
fact
that
your
department
has
told
me
every
year
for
as
long
as
I
can
remember
and
I
admit,
I'm
getting
older
and
my
memory
isn't
as
good
as
it
used
to
be
that
the
improvement
of
the
administration
of
the
rooming
house
system
is
imminent.
I
am
now
finding
out
that
it's
going
to
be
2021
at
the
earliest
before
I
see
those
improvements.
R
So
no
your
memory
council
perks
is
very
good.
We've
had
this
discussion
before
the
that
the
resources
that
I'm
speaking
of
is
to
these
suburban
areas
and
make
sure
that
we
have
appropriate.
We
need
to
look
at
how
we
currently
resource
the
current
rooming
house
Commission
and
the
administration
of
it
we're
working
with
the
affordable
housing
office
to
move
the
admittance
thing
there
and
about
our
own
process
related
to
the
Commission
you're
right.
We
do
need
to
make
some
improvements
there.
So.
J
Can
so
I
guess
I'm
gonna
have
to
interrogate
this
a
little
further?
Can
you
show
me
where
in
the
budget
be
at
affordable
housing
or
clerks
or
your
office,
where
the
necessary
resources
so
that
we
are
properly
inspecting
the
existing
rooming
houses
properly
following
them
up
properly
notifying
the
community
properly
resourcing
the
Commissioner,
making
sure
that
fire,
Public
Health
and
your
department
are
coordinating
the
inspections
properly,
because
none
of
that
is
currently
happening?
Where
is
the
money
in
this
budget
to
do
those
tasks.
H
So
three
of
mr.
chair
and
I
also
recall
your
memory,
counselor
parks,
you're,
absolutely
correct,
certainly
there's
an
element
of
the
administrative
side
of
this
and
the
existing
context
of
the
volume
of
rooming
houses.
We
have
in
areas
that
are
permitted
that
should
be
able
to
be
done.
Fine
through
this
year,
administrative
Lee.
What.
H
There
has
not
been
a
specific
budget
line
allocated
for
any
internal
changes
that
need
to
happen
this
year.
However,
there
is
the
bigger
conversation
about
how
we're
going
to
extend
multi
tenant
homes
across
the
city
and
what
that
that
structure
would
need
to
look.
It
looked
like
to
support
that,
both
from
an
administrative
and
and
enforcement
lens,
so
there's
two
components:
one
dealing
with
the
existing
and
the
changes
that
you've
been
long
waiting
for
that
need
to
get
done
within
the
existing
framework
that
we
have
and
the
report
coming
forward.
H
C
Sure
so,
within
transportation
services
we
have
five
briefing
notes:
the
first
being
vision,
zero
road
safety
plan
funding
to
date,
the
second
again
on
vision,
zero
road
safety
plan,
the
distribution
by
community
council
area.
Another
briefing
note
on
looking
at
a
six
point:
five
percent
increase
in
the
monthly
permit
parking
rates,
one
on
cycling,
infrastructure
within
the
capital
and
capital
by
delivery
and
the
last
on
projects
that
can
accelerate
the
vision,
zero
implementation,
any.
A
L
Through
the
chair,
the
the
the
first
contract
for
the
Gardner
rehabilitation,
as
you
recall,
was
awarded
in
2018
award
value
was
in
the
order
of
three
hundred
nine
million
at
this
stage
were
well
into
the
construction
of
that
project
and
so
that
if
the
project
or
the
contract
was
cancelled,
you
know
it
would
be
some
significant
serious
implications
for
the
city
in
that
regard.
The
but.
M
L
J
J
J
O
L
We
need
to
recognize
that
this
current
phase
is,
is
part
of
the
gardener
hybrid
option
that
that
counsel
had
supported.
This
is
the
first
stage
there's
a
second
stage
between,
and
so
this
first
contract
is
between
Jarvis
and
cherry
street.
The
next
phase
is
cherry
to
the
DVP
as
part
of
the
what
council
had
deemed
to
be
the
the
hybrid
option,
yeah.
J
L
L
Q
S
Q
Q
Q
Q
K
Through
the
Carol
I'll,
pull
that
number
up
in
a
second
but
I'll
just
clarify
that
what
a
senior
safety
zone
is.
It's
it's
a
zone
around
a
location
with
a
large
amount
of
seniors
living
in
the
population
and
it
right
now
the
only
elements
that
a
senior
safety
zone
includes
are
a
reduction
in
the
or
an
improvement
in
the
walking
length
of
time,
a
reduction
in
the
walking
speed
at
signals
and
improve
in
the
in
the
zebra
crossings
and
compus
cuit
II
of
those
signals.
There
were
64
senior
safety
zones
installed
in
20.
K
Sorry,
a
correction,
that's
64.
To
date,
we
are
going
back
in
reviewing
the
quality
of
the
engineering
improvements
in
safety
zones,
so
that
for
senior
safety
zones
are
not
just
the
reduced
walking
speed
and
the
and
the
zebra
markings
that
we
have
engineering
improvements
being
looked
at
for
those
locations
as
well.
So.
Q
K
Correct
because
the
senior
safety
zone
I
said
it
said
it's
just
signage
signal,
timing,
changes
and
markings,
and
we
want
to
go
and
increase
the
quality
of
those
senior
safety
zones
through
engineering
measures
before
introducing
more
signed
and
signal
timing
changes
in
senior
safety
zones.
Thank
you.
Q
K
Currently
have
an
active
contract
for
both
the
engineering
review
of
the
existing
senior
safety
zones,
as
well
as
a
senior
safety
engagement
strategy,
which
is
doing
walkabouts
with
seniors
who
live
in
those
zones
to
get
their
feedback
and
we'll
be
putting
those
projects
into
the
capital
plan.
Once
we
have
that
well
underway,
we
can
look
at
adding
new
senior
safety
zones.
That's
that's.
Q
K
Some
of
the
cycling
infrastructure
that
was
identified
for
that
25
kilometre
mark
are,
is
still
being
constructed.
It's
projects
that
were
designed
tendered
and
are
under
construction,
but
carry
over
into
the
2020
season,
so
we'll
see
more
numbers
of
the
kilometers
picked
up
as
those
projects
get
completed.
Okay
through.
S
The
chair
could
I
just
add
to
that
I
think.
There's
I
just
wanted
to
underscore
that
we
received
generously
a
fair
amount
of
resourcing
both
from
the
province
and
the
feds
in
in
eighteen,
seventeen,
eighteen
and
I
believe
in
2019
as
well.
Many
of
the
criteria
of
those
projects
through
peat,
through
the
Ontario
Municipal
cycling,
grant
required
us
to
do
a
fair
amount
of
design
work
on
projects
in
order
to
make
them
eligible
to
spend
that
money
and
we
wanted
to
be
able
to
leverage
the
existing
city
dollars.
S
So
many
of
the
design
staff
that
work
on
design
and
delivery
of
those
projects
were
really
focused
on
trying
to
move
projects
forward
faster,
so
I
think
you're
going
to
see
an
uptick
in
delivery
over
the
next
few
years,
when
we've
really
been
focused
on
design
of
system
improvements
to
take
advantage
of
that
leveraged
funding
opportunities.
Thank.
S
Through
the
chair,
we
were
asked
to
look
at
a
six
point:
five
percent
increase
to
parking
permits
across
the
board
by
Councillor
perks,
which
matches
the
amount
that
the
TPA
increased
their
rates,
and
so
we
looked
at
that
and
that's
what
this
briefing
note
identifies.
Our
proposal
is
more
modest
than
that.
K
N
S
Our
our
recommendation
is
to
increase
fees
for
the
on
street.
Permit
parking,
focusing
mostly
the
increase
on
those
Parkers
who
have
either
second
cars
that
they
want
to
park
or
on
special
event
and
visitor
permits.
So
those
folks
who
the
only
alternative
they
have
is
to
park
on
street
we've
kept
those
increases,
relatively
modest
I,
think
it's
the
cost
of
inflation.
S
S
Believe
vision,
sir,
has
been
accelerated
3
times,
we've
worked
through
our
reorganization
to
maybe
four
times,
maybe
five
times
side
do
I
hear
six
times.
It's
been
accelerated
a
number
of
times.
Anybody
have
six,
oh
yeah,
well,
I
was
wondering.
Is
the
numbers
keep
rollin,
so
we've
accelerated
it
a
number
times.
We've
accelerated
for
a
few
programmatic
reasons
to
improve
and
increase
the
roll
out
on
school
safety
zones
to
increase
the
budget
overall.
To
look
at
some
very
targeted
programs
improve
automated
speed
enforcement.
Add
more
red
light
cameras,
things
of
that
nature.
S
Through
our
reorganization,
we
looked
at
moving
staff
around
to
fill
areas
of
program
where
we
really
needed
more
staffing,
and
at
this
point
we've
done
that
and
we
believe
that
the
best
way
to
accelerate
our
delivery
is
to
add
additional
staff
in
the
vision,
zero
programs-
and
we
have
have
a
breakdown
of
where
we're
proposing
to
add
those
staff.
The.
S
Will
be
starting
well
if
they
get
approved
in
the
budget,
we'll
probably
won't
get
them
the
staff
actually
in
place
till
mid-year,
and
then
we
would
put
them
to
work.
You
know
immediately,
but
my
guess
is
you'd
see
the
huge
uptick
in
later
half
of
2020
into
2021
and
beyond.
Those
would
be
permanent
staff
or
requested.
Okay.
S
Well,
we
would
have
existing
staffing
in
place
in
our
consultant
support
this
year.
So
our
program,
the
the
program
of
work
that
we've
articulated
in
2020
to
deliver
under
vision,
zero,
would
still
stand
as
we
bring
on
new
staff.
We
can
accelerate
projects
and
and
hopefully
bring
others
forward
to
deliver
them
faster
briefing.
K
K
B
B
S
The
chair
so
first
off
I,
wanted
to
identify
that
the
staff
through
one
of
these
accelerations
has
completely
cleared
the
backlog
of
traffic
calming
programs
projects
so
we're
working
on
the
go
forward.
We
have
four
hundred
and
ten
thousand
budgeted
for
traffic
coming
in
2020.
That
budget
is
articulated
in
year,
and
so,
as
you
know,
traffic
economy
projects
have
to
go
through
community
councils
to
be
approved,
there's
often
polling
required,
and
so
we
programmed
that
budget.
S
In
year
we
have
a
couple
of
projects
that
are
currently
and
the
ones
that
are
indicated
in
the
briefing
note
that
they've
currently
been
programmed
based
on
their
approvals
and
that,
as
others
get
approved,
we
will.
We
will
move
that
forward.
We
also
have
the
ability
up
to
a
certain
point
if
we
have
more
traffic
calming
projects
in
areas
of
the
city
to
move
some
money
around
and
make
sure
that
we
can
accelerate
those
as
quickly
as
we
can
I'll.
K
B
B
We
shouldn't
really
go
looking
for
what's
the
fairness
and
where's
the
more
money,
because
the
other
component
here
is,
if
it's
not
approved,
it's
not
in
the
briefing
note,
because
of
that
right,
sizing
of
capital,
there's
no
point
in
putting
it
in
here
to
make
it
look,
even
if,
if
that
ability
to
spend
isn't
gonna
be
there
what's
in,
here
is
what
you
have
the
ability
to
spend
and
you
still
have
the
ability
to
react
in
your
requests.
That's
about
where
we're
at
right.
K
Certainly,
the
ability
to
spend
is
critical
to
the
way
our
budget
is
programmed
I'll
just
say
that
what's
in
this
particular
briefing
note
for
the
2020
projects
doesn't
reflect
the
budget
if
reflects
the
programmed
projects.
So
if
you
looked
at
that
traffic
calming
line
and
add
it
up,
then
I'm
the
dollar
value
for
program
projects
right
now,
because
it's
programmed
in
year
it
doesn't
match
it's
not
as
much
as
the
full
value
of
that
program
will
still
be
adding
projects
up
to
our
ability
to
spend
right.
B
S
Correct
that's
correct,
Anna
and
I
also
think
the
ability
to
be
flexible
with
the
recent
with
the
funding
and
bring
it
forward
when
we
have
the
capacity
to
spend
it,
which
is
what
we
did
with
the
local
roads
program.
This
year,
we
were
able
to
spend
well
beyond
what
we
had
in
the
budget,
and
so
we
were
in
so
it
works
both
ways.
I
guess,
if,
as
we
improve
our
ability
to
spend
the
flexibility
to
be
able
to
move
that,
those
resources
forward
is
is
much
appreciated.
Yes,.
I
Just
very
quickly,
there
are
all
these
breakdowns
based
on
community
councillor.
It
can
someone
give
me
the
population
of
the
community
councils,
because
it
seems
like
a
much
more
fair
way
of
representing
this
is
per
capita
spending,
because
the
Toronto
needs
to
our
community
council
is
quite
a
bit
larger.
Is
my
understanding,
population
and
the
other
one
by
I'm
just
out.
Does
anyone
have
an
idea
of
the
population
breakdown
of
the
four
community.
N
A
I
I
N
I
Has
nothing
absolutely
nothing
to
do
with
that?
Okay,
so
if
I
could,
if
I
could
get
back
to
to
to
to
my
questions
so
on
the
cycle,
the
underspending
on
the
cycling
files
is
safe
to
say
that
we
were
under
spent,
because
other
levels
of
government
gave
us
money
and
that
meant
we
had
to
start
focusing
on
other
projects.
They
didn't
give
us
money
to
save
complete
projects
we
had
partially
completed.
I
I
K
I
S
You
I
just
think
it's
important
to
reflect
also
that,
on
the
actual
spend
there's
a
number
of
components,
including
coordination
that
actually
have
an
impact
and
there's
multiple
priorities,
as
you
know.
So,
when
we
look
at
trying
to
coordinate
these
projects
so
we're
not
creating
disruption
through
construction
over
and
over
again,
and-
and
that
is
a
that
is
a
significant
issue
that
does
impact
our
the
year
of
delivery-
that
these
programs
come
forward.
Okay,.
G
You
so
I
had
asked
for
this
briefing
note
and
part
of
that
was
that
you've
identified
that
there's
higher
ksi
and
Scarborough
in
particular,
compared
to
other
areas,
and
so
I
wanted
to
break
down
by
what
you're
doing
so.
Do
you
feel
that
your
breakdown
is
reflective
of
what
you're,
seeing
in
terms
of
trends
across
the
city,
to
both
the
different
community
councils,
but
then
within
each
Community
Council
the
way
you're
spending
in
there
as
well,
where
some
is
that
middlings
versus
other
things
through.
K
The
shared
council,
that's
a
great
question,
because
what
we're
trying
to
do
is
shift
from
what
has
historically
been
a
request
based
road
safety
program
into
one,
that's
data-driven
and
proactive,
and
that
new
strategy
only
came
about
from
taking
the
vision,
0
2.0
report
to
Council
in
July,
and
some
of
these
projects
are
multi-year
projects
either
the
year
before
or
two
or
three
years
before
delivery.
And
so
it's
going
to
take
us
some
time
to
get
that
that
shift.
K
These
numbers
don't
reflect
the
the
disproportionate
amount
of
killed
and
serious
injuries
in
Scarborough
or
another
suburban
areas.
We
have,
though,
started
to
make
that
change
with
the
more
near-term
programs.
We
did
another
cut
of
the
spend
rate
of
this
data
that
we've
we've
just
presented
to
you
in
the
briefing
note
which
it
did:
a
distribution
of
the
vision,
zero
spending
for
proactive
measures,
non
request
based
by
population
and
that
number
had
33
percent
investment
in
Scarborough.
Where
we
see
the
the
largest
concern.
G
And
this
is
also
building
on
a
previous
request
about
the
school
zones
and
looking
at
all
the
different
projects
that
happened
in
there,
and
in
that
you
mentioned
that
mid-block
crossings
continue
to
be
one
of
the
the
most
important
to
address
for
child
safe
for
you,
safety,
child,
a
new
safety,
and
you
mentioned
that
there
were
accelerations
in
this
year
for
mid-block
crossings.
Can
you
break
that
piece
out?
I.
S
Sorry
so
two
of
the
staff
that
we
asked
for
as
part
of
our
vision,
zero
asked
our
focus
specifically
on
delivery
of
traffic
signals,
including
mid-block
crossings.
We
have
4.6
million
in
the
budget
overall
for
signals
and
that's
additional
1.2
over
our
2019
ask
and
so
again
as
we
fulfill
those
requests
and
we
have
more
locations
data-driven
that
we
want
to
include
those
mid-block
crossings.
We
have
to
do
coordination
with
the
TTC
to
make
sure
that
we're
aligning
the
bus
stops
or
the
transit
stops
with
those
crossings.
G
A
second
part
of
that
request
that
was
looking
at
breaking
down
the
school
safety
zones
in
ways
to
accelerate
was
to
look
at
how
we
can
move
between
projects
within
year
so
that,
if
some
are
trending
behind,
we
can
accelerate
and
try
to
get
to
a
closer
percentage
total
spend.
So
that
wasn't
reported
back
in
that
request.
So
what
can
be
done?
And
how
are
you
looking
at
the
way,
you're
doing
contract
management
to
improve
and
are
there
ways
to
adjust
throughout
the
year
towards
the
different
areas?
If
some
are
behind
versus
accelerate
ahead.
K
Through
the
chair,
it's
very
challenging
to
shift
spending
in
year,
except
for
the
in
year,
based
programs,
things
like
traffic
calming
and
then
the
other
ones
that
are
in
ear
programmed
are
automated
speed
in
school
crossing
guards,
which
are
in
the
case
of
automated
speed
enforcement.
That's
distributed,
I,
don't
know
on
an
even
basis
of
current
across
the
wards
and
school
crossing
guards
is
a
request
based
program
traffic
signal
modifications.
K
Another
thing
that
we
can
shift
some
funds
based
on
ability
to
spend
in
year,
but
the
projects
that
are
programmed
for
the
following
year
or
two
or
three
years
out.
We
can't
necessarily
shift
spending
in
year
to
the
same
extent,
there's
there's
some
ability
around
traffic-calming,
specifically
through.
S
The
chair
that
I
do
believe
that
one
of
the
main
things
we
have
focused
on
is
trying
to
deal
with
the
other
components
of
smooth
delivery
so
about
cash
flowing
projects
more
effectively
and
about
ensuring
that
we
have
the
right
hand
offs
in
the
right
communication
in
the
right
training
for
our
project
manager,
so
that
the
year
that
we
identify
the
the
project
dollars
to
be
spent
and
implemented
of
the
year
that
we
can
actually
do
that
work,
and
so
that
that
has
resulted
in
something
shifting
around
and
I.
Think
we'll
still
continue
to
see.
A
K
Through
the
chair
that
money
is
in
the
budget
for
the
design
and
the
construction
of
the
Scarlett
Road
bridge
that
we
are
currently
doing
an
assessment
of
property
required
to
construct
that,
and
once
we
identify
what
the
value
of
the
property
acquisition
required
is,
then
we
will
bring
that
forward
as
a
budget
request.
I.
N
C
Next,
thank
you.
So,
moving
on
to
corporate
services,
we
have
three
briefing
notes
all
from
within
the
Environment
and
Energy
Office.
The
first
is
capital
projects
in
the
2020
budget
related
to
transform
tío
plan.
The
second
is
the
help
and
high-rise
retrofits
program,
and
the
third
is
the
breakdown
of
spending
and
outcomes
outlined
in
the
commitments
made
in
our
climate
emergency
declaration
related
to
targeted
reductions
in
transportation
and
buildings,
emissions.
J
Thank
you.
Thank
you
for
the
briefing
note
I,
don't
think
it
answered
quite
the
question.
I
was
after
and
I've
since
had
a
separate
briefing
from
your
department.
I
just
wanted
to
surface
a
few
things
and
make
sure
I
understood
them.
So
in
the
2019
10-year
approved
capital
budget,
it
was
three
hundred
and
eight
million
dollars.
J
J
T
E
That's
not
for
that
one,
specifically,
it's
nothing
to
do
with
the
province,
it's
more
to
do
with
our
ability
to
actually
deliver
on
the
projects,
not
having
placeholder
projects
out
in
future
years,
developing
plans
for
those
and
then
coming
forward
with
the
budget.
Ask
on
implementation
that
that's
the
the
the
ecdm
program,
the
energy
conservation
demand
management
is
a
city
funded
program.
There's
there's
no
provincial
funding
for
that
program,
but.
J
E
It's
not
that
I,
don't
think
it's
not
that
we
don't
want
to
do
it.
It's
it's
more
developing
plans
to
implement
actual
projects,
as
opposed
to
just
having
placeholder
values
in
there,
our
ability
to
actually
deliver
on
projects,
and
and
on
top
of
that,
the
shift
that
we
have
now
in
terms
of
our
goals
and
our
targets
from
what
was
there
when
we
were
developing
the
budget
to
the
nut,
zero
environment.
So.
J
That
done,
okay,
so
that
being
said,
in
total
91
million
dollars
that
was
budgeted
for
energy
efficiency
conservation
and
green
electricity,
that
was
in
the
ten-year
plan
is
not
in
the
10-year
class.
Our
goals
of
getting
to
80%
reduction
depended
on
that
plan.
Now
we
have
increased
the
goal
of
becoming
to
becoming
carbon
neutral.
How
is
it
that,
by
reducing
our
investment
in
these
two
areas,
we
get
further.
E
E
I
I
T
Are
some
of
those
are
included
in
this
I
think
out
of
the
ten
projects,
the
Westwood
Theatreland?
She
took
a
Koch
Civic
Center
area,
that's
still
under
development.
We're
still
planning
that
several
there's
the
Markham
district
as
well
down
on
remember
the
name
of
the
street.
It's
it's
still
being
developed.
There
are
the
only
two
that
are.
There
were
two
local
carbon
thermal
networks
that
were
pulled
out
all
of
the
others,
the
the
TTC
buses
they're,
all
underway.
The.
T
Municipal
challenge
fund
originally
provided
in
the
order
of
52
million
dollars
to
the
city
when
the
new
regime
took
took,
took
off
jeem
years
old,
almost
basically,
they
wanted
51
million
dollars
returned
and
as
a
result
of
that,
those
two
projects
were
eliminated.
The
other
ones
were
funded
through
the
city.
We
continue
to
move
forward,
so
different
divisions,
so
the
TTC
are
investing
in
60,
electric
buses,
for
example.
I
T
T
T
I
think
part
of
that
over
time,
right
and
I
think
part
of
our
strategy
is
to
be
stronger.
You
know
the
fact
you
know,
let's
not
be
as
dependent
as
we
have
been
in
the
past
for
provincial
and
federal
programs.
We
will
take
the
money.
We
continue
to
seek
it
out,
but
our
goal
is
to
be
as
resilient
as
we
can
and
not
be
as
reliant
on
external
sources
of
Finance.
So
can
I.
I
T
I
I
E
A
G
G
T
G
And
then
the
last
is
in
councilor
late
now,
some
of
these
Christmas
too,
but
I
just
want
it.
To
be
crystal
clear,
we
had
asked
for
suggestions
on
advancement
of
our
own
buildings
and
infrastructure
that
are
currently
under
development
and
basically
the
way
the
briefing
note
requests
is
like
don't
do
anything
now,
but
there
would
be
a
report
box.
So
when
would
we
receive
that
report
back.
T
T
T
T
G
B
Well,
I
just
want
to
ask
little
questions
about
the
little
programs,
the
help
and
high
rise
programs,
so
we're
winding
down
the
the
20
million
that
was
there.
There's
a
couple
things
in
the
briefing
note
it
talks
about
one
of
the
limitations
on
the
help
program.
Is
it
talks
about
the
reluctance
on
the
part
of
some
lenders
to
participate
in
the
program
itself?
By
that
you
mean
homeowners,
Thanks
right,
oh
banks.
B
T
B
Don't
want
to
give
up
their
own
status
right.
Okay,
so
do
you
think
that's
is
that
a
function
of
the
program
just
not
being
big
enough
if
it's
a
small
program,
so
they
can
just
sort
of
go
like
that
and
say
go
away.
If
we
were
putting
more
into
this,
would
it
be
harder
for
them
to
to
come
out
and
publicly
say
no,
we're,
not
gonna.
Let
that
happen.
I'm.
T
T
B
T
B
So
we're
continuing
to
ask
the
staff
to
not
only
the
work
where
someone
wants
to
do
this,
but
is
there
an
engagement
plan
that
continues
to
look
at
as
more
and
more
people
are
feeling
safe,
engaging
in
this
that
there's
an
outreach
program
to
make
sure
that
the
take-up
continues
to
grow,
not
shrink?
Yes,.
T
M
T
B
B
How
do
we
protect
a
program
like
this
in
a
in
a
right,
sizing,
recasting
of
capital
type
of
budget
formula?
Are
your
these
funds
protected
such
that
they
wouldn't
say?
Well,
only
50
homes
took
you
up
and
we
funded
you
486,
so
we'll
we'll
take
the
30
the
dollars
for
doing
30
homes
back
this
this
this
capital
fund
for
these
programs
is
not
going
to
end
up
right,
sighs
just
because
people
didn't
take
you
up
this
year,
yeah.
E
I
think
I
think
there's
less
risk
of
that,
especially
these
are
funded
from
a
reserve.
It's
a
it's
a
dedicated
source
to
fund
this
program,
there's
a
purpose
for
the
program,
there's
I'm,
presumably
a
beginning
and
an
end.
Of
course.
It
doesn't
necessarily
have
to
end
they'll
come
back
with
with
you
know,
revisions
to
it
or
extension,
so
I
don't
think
it
would
fall
and
I
know
we
were
going
through
the
work
over
the
summer
and
recasting
the
program
and
looking
recasting
the
capital
program
and
looking
at
changes.
B
So
can
I
just
can
I
just
take
that
to
me
and
I
just
want
to
wrap
this
up.
So
what
you
mean
is
well.
The
twenty
million
dollars
may
be
winding
down
we're
in
the
last
quarter
of
it.
There
is
a
plan
to
to
add
other
funds
to
the
program
later
on.
That
will
come
to
us
in
a
report
and
if
it
was,
if
you
were
gonna
wind
it
down
and
say
no
more
20
million
dollars,
we
aren't
adding
to
the
funds.
T
B
A
I'm
gonna
extend
just
for
a
few
minutes
to
do
a
quick
rundown
of
the
agencies.
The
request
is,
is
if
we
don't
have
any
questions
on
individual
agencies
divisions,
the
staff
don't
have
to
come
back
after
lunch.
I
just
want
to
make
sure
I.
Just
don't
want
to
have
staff
come
back
with
no
questions,
so
are
they
on
the
final
with
finance
and
Treasury
services
area?
Are
there
any
questions
on
those
briefing
notes.
A
A
Okay
with
regard
to
everybody,
has
these
sheets
and
fan
of
them
ahead
of
them
at
again
on
what
we'll
be
doing
next
is
going
to
service
groups
and
agencies,
so
I'm
just
wondering
on,
can
you
so
you've
got
community
and
social
services?
What
questions
would
you
if
you
can
just
give
me
the
so
you
get
the
housing
secretary,
any
other
questions
on
that
section.
A
A
That's
a
good
yeah
financial
services,
so
well,
we'll
make
sure
they're
here
for
you.
Okay,
what
about
the
accountability,
office,
accountability,
officers
and
agencies
there's
create,
so
our
Public
Library
already
is
any
I'm
just
looking
to
create
t
OU
libraries
coming
back
Public
Health
we
answered
up
and
we
have
think
we
had.
Okay,
TC
HC
arena
boards
exhibition
heritage
to
your
live,
so
any
so
have
plea
how
about
Toronto
Police
Service.
Have
we
answered
all
the
questions
for
Toronto,
Police,
Service,
okay,
the
Board,
of
course,
a
parking
enforcement
Chandra
Atmospheric
fund?
What
about
the
TTC.
A
Okay,
why
don't
we
bring
the
TTC
back
and
I'm
just
wondering
if
somebody
could
mate
I
didn't
know:
council
Layton's,
not
here
he
may
just
be
in
his
office
I
just
I'm
just
wondering
if
somebody
could
maybe
go
speak
with
him.
I
just
just
I
just
want
to
make
sure
I
don't
want
to
enter
on
him
at
all.
Okay,
so
if
we
can
get
in
touch
with
ve
or
some
of
the
clerk's
just
so
we
can
make
sure
those
if
anybody
else
is
missing
that
he
needs
to
speak
questions.