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From YouTube: Budget Committee - November 3, 2017
Description
Budget Committee, meeting 35, November 3, 2017
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12849
Meeting Navigation:
0:07:41 - Call to order
Budget Presentations:
0:09:15 - Presentation from Executive Director, Financial Planning
0:13:53 - Presentation from Toronto Water
1:36:38 - Presentation from Solid Waste Management Services
2:37:28 - Presentation from Toronto Parking Authority
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A
A
I'd
like
to
call
the
meeting
to
order,
if
we
can
please
I'd
like
to
welcome
everybody
back
to
the
2018
rates
supported
budget
launched
today
and
I
want
to
welcome
and
thank
all
my
budget
committee
members
for
showing
up
on
a
Friday
afternoon
again
calling
the
meeting
to
order
we'd
like
to
acknowledge
that
we
are
meeting
today
on
the
traditional
territory,
the
Mississauga's
of
the
new
credit
First
Nation,
the
Hood
nashoni,
the
Huron,
when
debt
and
home
to
many
diverse
indigenous
people
and
again
welcome
everybody.
This
is
the
35th
meeting
of
the
budget
committee.
A
It's
a
special
meeting
of
the
budget
committee,
which
is
a
launch
of
the
2018
rates,
supported
budget.
If
you
can,
you
can
watch
us
on
YouTube
at
Toronto,
City,
Hall
or
Toronto
City
Council
live
or
on
your
computer
tablet
or
smartphone
Donald
Ott's,
EA,
/
council
today,
we'll
be
having
will
have
presentations
from
the
three
rate-based,
the
water,
solid
waste
and
channel
parking
authority.
We
do
have
to
be
finished
just
with
the
sundown
Clause
4:00
p.m.
today,
and
so
what'll
happen.
A
We'll
have
again
the
overall
presentation
and
then
there
will
be
an
opportunity
to
question
the
presentation
next
week.
Next
Friday
I
believe
we
have
a
full
day
of
public
deputations
and
we'll
be
getting
into
I
guess
more
of
the
meat
of
the
budget
next
week.
But
today
is
just
to
ask
questions
on
the
presentation.
B
Thank
You
chair
good
afternoon
members
of
committee,
there's
gonna,
take
a
moment
to
go
through
a
couple
of
slides
just
to
set
context
for
us
today
as
we
begin
in
earnest
the
2018
budget
process.
So,
as
you
know,
in
addition
to
our
tax
supported
budget,
we
also
have
three
fee
supportive
budgets
trying
to
water,
solid
waste
management,
system.the
Toronto
parking
authority.
The
launch
of
this
part
of
the
process
is
today
November
3rd
and
we'll
be
coming
back
to
you,
the
tax-supported
budget
on
November
30th,
so
just
to
set
the
context
our
total
budget.
B
This
is
the
17
budget,
is
twelve
point
three
billion
dollars
and
these
three
particular
program
areas
make
up
14%
of
that
total
budget.
So
that's
the
portion
that
you
are
considering
as
we
begin
this
part
of
the
process.
Similarly,
on
the
capital
side
are
taking
your
capital
plan
in
2017
was
39
almost
40
billion
dollars,
and
this
group
of
program
areas
actually
represent
about
one-third
or
thirty
three
percent,
so
fairly
significant
investments
that
you'll
be
considering
in
this
timeframe.
So
just
at
the
highest
level,
you
have
Toronto
water.
B
Coming
first
to
you
today
what
is
being
recommended
here
overall,
on
the
right
side,
it's
a
five
percent
increase
as
planned
and
endorsed
by
council
in
previous
years.
If
you
recall,
we
had
a
nine
for
nine
program
and
then
council
gave
direction
to
plan
four
to
eight
percent
increases
to
five
percent
increases,
and
then
three
percent
after
that.
So
we
are
in
that
five
percent
phase,
and
this
budget
of
course
addresses
our
operating
service
delivery,
as
well
as
dealing
with
aging
infrastructure
and
our
wet
weather
flow
and
based
on
flooding
programs
for
solid
waste
management.
B
What
you
will
hear
today
is
a
recommended
rate
increase,
which
is
a
blended
rate
of
1.9
percent.
These
budgets
ensure
continued
service
delivery
of
our
waste
management
services
and
also
helps
us
to
advance
our
waste
diversion
goals
and,
finally,
the
Toronto
parking
authority.
This
budget
has
both
an
operating
and
capital
component
as
well
servicing
on
our
own
Street
off
street
and
bike
share
programs
and
ensuring
renewal,
as
well
as
service
improvement
and
growth
issues.
So
just
quickly
on
the
schedule
we're
here
today
to
launch
your
hearing
presentations,
it's
questions
and
answers
on
those
presentations.
B
Will
be
back
on
November
10th
for
more
in-depth
budget
briefings,
you'll
have
had
access
to
the
budget
notes
and
you
will
hear
from
the
public
on
these
three
program
areas.
We
wrap
up
on
the
27th
with
final
recommendations
from
this
committee
that
will
then
be
advanced
to
executive
committee
on
November
29th
and
then
to
Council
for
its
meeting
of
December,
6th
and
7th.
Thank
you.
A
C
Before
we
even
start
the
budget
process
for
the
year
I,
just
I
went
over
and
checked
to
make
sure
it
wasn't
just
my
age
showing
yes,
it's
true
than
on
the
the
toronto's
website.
Our
budget
page
there's
a
slide
in
the
rolling
slides,
but
for
the
average
person
who
opens
it.
If
it's
not
on
that
slide,
when
you
open
it,
you
start
searching
it
and
when
you
search
city
budget
2018,
it
doesn't
take
you
there
I
need
that
resolved
early
in
the
process
or
I'll
just
say
it.
C
At
the
beginning
of
every
meeting
city
budget,
2018
budget,
2018
budget
city
2018,
whatever
you
search,
it
ought
to
take
you
to
the
page.
If
the
slides
not
there,
when
you
open
the
website
and
we're
once
again
starting
the
year,
that's
not
the
case!
It
takes
you
to
some
key
dates,
page,
not
the
budget
page,
and
that
is
our
key
communication
vehicle.
Thank
you.
A
D
You
mr.
chair
walk
you
through
the
2018
Toronto
water
budget
presentation
and
what
I'll
do
is
I'm
going
to
highlight
a
few
slides
I'm
not
going
to
dwell
on
them
as
it's
a
lengthy
presentation,
that's
meant
for
for
you
to
read
and
and
ask
questions
off
of
it,
but
all
I'll
point
out
some
key
components
of
this
year's
budget
presentation.
So
just
at
a
glance
just
to
remind
everyone
to
give
context.
We
provide
drinking
water
to
3.6
million
people
that
includes
the
wholesale
delivery
to
residents
in
New,
York
Region
as
well.
D
D
The
program
map
for
Toronto
water
does
the
three
key
programs
that
you're
all
familiar
with
its
water
treatment
and
supply
its
wastewater
collection
and
treatment
and
its
stormwater
management.
The
organizational
structure.
Here's
a
chart
for
you
to
look
at
that.
We
have
six
directors
that
report
up
to
me
and
we
have
a
total
of
over
1,700
staff.
That's
budget
for
in
the
division,
some
of
the
key
program
challenges
and
the
program
challenges
is
the
entire
three
programs
in
capital.
D
The
one
big
challenge
that
we
had
faced
and
we
made
a
lot
of
progress
on
on
tackling,
is
putting
in
place
a
long-term
financial
strategy,
and
this
year's
budget
is
actually
presenting
the
last
of
a
multi-year
financing
strategy.
You
know
give
you
some
updates
and
the
slides
on
that
program.
We've
also
had
to
manage
declining
water
consumption
I've
brought
that
forward
in
the
past,
and
it
continues
to
be
a
trend.
I'll
be
talking
about
that
and
some
slides
and
showing
you
that,
on
a
per
capita
basis,
we've
been
seeing
continued
decline
in
water
consumption.
D
Aging
infrastructure
remains
our
priority.
Good
news
is:
we've
been
slowly
reducing
the
backlog.
We
still
have
a
ways
to
go.
It's
still
sitting
at
about
one
point:
four
billion
dollars
in
backlog,
Facebook
flooding
is
a
new
program,
the
challenging
program
to
get
ramped
up,
because
it's
covering
many
parts
of
the
city
and
I'll
be
talking
about
that.
D
We
are
strictly
regulated
that
you
know
and
the
key
component
of
managing
a
pay-as-you-go
model,
because
in
Toronto
water
there
is
no
debt.
We
need
to
make
sure
that
we
maintain
a
reserve
balance.
Otherwise,
we
would
have
to
take
on
debt
in
order
to
run
our
programs.
If
we
take
a
look
at
past
performance,
going
back
the
last
15
years
that
that
financing
strategy
that
we
put
in
place
in
2006,
it
was
it
was,
it
was
entirely
focused
on
growing
your
capital
program
and
in
particular
that
state
of
good
repair
program.
D
As
you
can
see
from
this
slide,
it
has
achieved
that
we
now
spend
the
bulk
of
the
money
that
we
generate
every
year
on
capital,
as
was
designed.
If
we
get
into
the
operating
budget.
Some
of
the
key
challenges
we
face
in
trotter
deal
with
our
first
objective
and
that's
trying
to
maintain
stable
operating
costs.
If
we're
going
to
raise
rates,
we
want
to
use
the
majority
of
that
rate
increase
to
fund
the
capital
program,
so
we're
trying
to
keep
our
operating
costs
low.
So
we
don't
use
that
rate
increase
to
to
fund
operating
costs.
D
Managing
the
assets
is
also
very
critical
for
us,
because
the
asset
base
is
so
large,
and
that
requires
us
to
have
solid
asset
management
plans
in
place
and
as
well.
We
provide
service
every
day.
So
how
do
we
improve
customer
service
yet
maintain
stable
operating
costs?
And
that's
where
we
look
at
efficiencies
and
technologies
to
help
us
achieve
that?
If
we
look
at
some
of
the
key
service
accomplishments
in
2017,
we've
maintained
compliance
at
all
our
facilities.
That's
why
do
I
keep
priorities
and
in
in
water
waste
water?
We
also
water
an
award
this
year.
D
Fourth
time
in
the
last
ten
years
that
trial
waters,
water
has
been
judged
the
best-tasting
in
Ontario.
So
we
won
that
again
in
2017
and
I'll
talk
about
the
improved
customer
service
and
technology
improvements.
Those
two
bullets
a
little
bit
more
in
the
next
slide,
so
I
won't
dwell
on
them
here.
The
basement,
flooding
is
a
program
that
we
continually
are
trying
to
ramp
up
and
I
want
to
highlight
in
our
capital
slide
some
of
the
projects
that
we
have
underway
there.
D
If
we
look
at
the
initiatives
that
we
kicked
off
in
2017
to
manage
our
operating
costs,
one
of
the
big
things
we've
done
is
early.
In
January,
we
restructured
several
of
our
units
to
create
a
new
customer
care
unit
within
Toronto
water,
and
this
will
take
us
a
couple
years
to
fully
implement,
but
the
objective
of
that
is
to
improve
the
handling
of
customer
service,
calls
and
centralize
it
into
one
area.
D
We
now
stat
in
the
2017
budget
year
and
it
did
generate
some
efficiency
savings
for
us
by
combining
some
entities
and
we're
now
into
the
implementation
stage.
So
in
2017
we
completed
restructuring
of
the
manager
positions.
We
are
now
going
through
the
supervisory
positions
and
we've
sat
down
already
preliminary
stages
with
the
unions
talking
about
the
reclassification
of
some
positions
in
future,
as
we
try
to
achieve
a
better
customer
service
alignment
within
Toronto
Water.
The
other
things
we're
doing
from
transformation.
D
Point
of
view
is
we're
launching
a
geometric
network
to
have
our
staff
in
the
field
more
more
fully
plugged
into
all
of
our
technologies
right
now,
staff.
Some
of
them
are
still
using
older
paper
technologies.
We
want
to
go
to
mobile
platforms.
To
do
that,
we
need
to
improve
our
network
capabilities
out
in
the
field
we
are
also
implementing.
D
This
year
we
signed
a
contract
for
a
new
work
management
system,
and-
and
this
will
be
as
shared
with
solid
waste
with
with
parks,
forestry,
recreation
and
transportation
services,
so
the
four
big
divisions
will
be
implementing
a
common
platform
for
work
management
that
contract
got
signed
this
year
and
we
begin
the
implementation
of
it.
In
addition
to
that,
we
are
modernizing
our
space
of
Metro
Hall
and
trying
to
densify
all
our
staff
and
metrologist
moved
out
and
they're
in
a
satellite
location
as
our
facilities
team
rebuilds
that
that
floor.
D
If
we
take
a
look
at
the
2017
year-end,
so
we've
got
now
that
our
revenue
data
going
through
this
cool
and
what
spring
and
summer
that
we
had
so
that
has
heard
our
revenue
projection.
Unlike
last
year
where
it
was
hot,
where
we
had
a
significant
increase
in
revenue
because
it
was
a
lot
more
water
being
used
this
year
we
had
the
opposite
effect,
so
we're
forecasting
that
we
will
be
short
on
revenue,
just
shy
of
12
million
dollars
of
below
our
target.
D
If
we
look
at
vacancy
rate,
our
vacancy
rate
right
now,
if
you
look
at
end
of
October,
is
showing
the
same
as
last
year,
but
the
trend
that
typically
happens
is
we
continue
with
our
hirings.
So
we
project
that
by
and
that
vacancy
rate
will
be
low,
will
go
below
the
8%,
which
is
better
than
last
year's
closeout.
We've
completed
the
year-to-date
over
440
hirings
and
we
only
had
about
230
exits.
So
we've
made
some
progress
on
our
vacancy
this
year.
D
The
rate
increase,
as
we've
announced
is,
is
recommended
to
be
5%
on
on
the
water
rate,
if
that's
approved,
that
will
generate
total
revenue
for
2018
year
of
one
point:
two:
eight
nine
billion
dollars
and
that
money
will
essentially
allocated
primarily
to
our
capital
programs
as
I
as
I
mentioned
earlier.
That
is
the
objective
65
percent
of
that
revenue
will
go
into
capital
contributions.
When
we
started
this
program
back
in
2006,
we
had
about
40%
only
going
to
capital
60
going
to
operating.
So
within
that
time
period.
We've
we've
completely
reversed
that
trend.
D
If
we
look
at
the
funding
sources,
the
bulk
of
it
comes
from
the
sale
of
water,
the
water
that
goes
through
the
meter
and
and
what
we
charge
people
we
do
get
other
revenues
from
fees
and
charges
and
from
selling
wholesale
to
York.
Region
as
well
as
some
from
other
capital
recovers,
if
we
just
take
now
the
the
breakdown
sorry.
D
If
we
go
to
the
operating
slide,
if
we
take
just
the
operating
component,
that
I
was
discussing,
what
we're
forecasting
to
spend
in
the
2018
budget
is
four
hundred
forty
six
million
dollars
to
operate
the
facilities.
That
then
leads
us
all
the
rest
of
that
money
over
860
area,
sorry,
eight
hundred
and
thirty
million
dollars
to
go
to
capital
contribution.
If
you
look
at
the
breakdown
of
that
on
the
salary
side,
40%
of
operating
expenditures
or
salary
and
the
rest
are
made
up
of
procuring
all
kinds
of
other
services.
D
If
we
take
a
look
at
the
high-level
summary
of
the
2018
based
budget,
I'll
walk
you
through
key
line
items,
so
the
objective
this
year
was
to
have
essentially
a
zero,
if
not
better,
it's
compared
to
last
year's
budget,
and
this
year
we
were
able
to
bring
forward
a
net
decrease
in
the
overall
budget.
So
half
a
percentage
point
decrease
as
compared
to
last
year,
and
that
was
achieved
by
offsetting
some
pressures
that
we
had
about
nine
point:
nine
million
dollars
starting
pressure.
D
In
addition
to
that,
this
budget
does
have
an
increase
in
FTEs
and
there's
nine
full-time
equivalents
being
requested,
and
they
are
broken
down
as
one
being
identified
last
year,
tied
to
new
capital
coming
online
and
our
Humber
plat,
three
of
them
being
tied
to
capital
programs,
one
specifically
a
Toronto
water
capital
program,
and
that
is,
as
I
mentioned
earlier,
the
implementation
of
the
enterprise
work
management
system.
We
need
a
systems
integrator
now
that
we
have
a
contract
in
place
to
start
that
system.
D
Two
of
them
are
being
requested
to
coordinate
with
the
TTC
for
the
Scarborough
subway
project.
So
we've
been
asked
to
provide
additional
resources
to
support
that
program
and
then
the
other
five
have
been
identified
to
help
support
our
reviews
of
ground
water
applications
to
keep
the
development
process
moving
along.
We
do
have
a
team
there,
but
there's
a
backlog
and
processing
the
applications,
and
this
will
be
fully
funded
from
revenues.
We
generate
from
private
water
agreements,
so
there
is
no
net
impact
to
our
budget.
D
Here's
a
slide
that
shows
you
the
breakdown
of
the
starting
pressures.
Nine
point:
nine
million,
a
variety
of
different
pressures
that
we
face
here
are
the
cost
reductions
that
we
identified
over
seven
million
dollars
and
then
the
additional
revenues.
This
is
how
we
were
able
to
offset
or
meet
the
objective
of
coming
in
at
zero
or
below.
D
We
do
have
one
new
and
enhanced
service
request,
we're
not
showing
it
as
an
FTE
on
our
budget,
because
that
FTE
is
actually
in
the
strategic
communication
budget
we,
but
we
will
be
funding
it.
We're
asking
for
an
additional
senior
communications
coordinator
as
we
need
to
build
our
digital
communication
strategy.
We're
working
on
that
now.
Our
customers
are
more
and
more
using
social
media
and
digital
media
to
communicate
with
us,
and
we
need
to
put
in
place
not
only
the
strategy
but
the
resource
to
help
us
manage
that.
D
So
this
is
an
anticipation
of
growing
our
customer
service
and
our
customer
care
center.
If
we
look
outwards
of
2019
and
2020
there's
a
number
of
different
pressures,
the
usual
pressure
is
the
only
one
that
I'd
highlight
here
as
a
concern
for
us
and
we
need
to
track
is
increases
in
electricity
costs.
D
We
are
subject
to
what
the
province
does
with
electricity
pricing,
because
electricity
is
one
of
the
largest
commodities
that
we
buy.
We
spend
over
sixty
million
a
year
in
electricity,
so
if
they
see
big
jumps,
provincially
of
8%
an
eight
point,
five,
as
it's
being
discussed,
it
will
impact
our
budget
and
we're
gonna
have
to
manage
that
pressure
in
2019
and
2020
I'll.
Take
you
now,
through
the
capital
budget
capital
budget
challenges
key
one
that
I
want
to
highlight
on
this
slide.
It's
it's
emerging
right
now
is
planning
for
growth.
D
Growth
is
now
starting
to
put
pressure
on
components
of
our
existing
rate.
This
year,
for
example,
in
order
to
fund
some
of
the
growth
programs
that
we
have
over
the
10
years,
we
will
have
to
take
about
200
million
dollars
out
of
the
regular
reserve,
because
development
charges
are
not
generating
enough
revenue
over
the
10-year
period
to
cover
wastewater
and
stormwater
projects.
We
essentially
will
deplete
them
and
I
have
a
slide.
I'll
show
you
on
that,
with
with
respect
it
on
the
capital
side,
some
of
the
key
accomplishments
I
won't
get
into
specific
projects.
D
You
can
see
them
there,
but
right
now
the
program
is
evenly
distributed
between
water
treatment,
supply,
water
treatment
and
collection
and
stormwater,
which
is
a
growing
program
and
you'll
see
that
grow
over
time,
our
capital
spending
year
over
a
year.
We
started
the
year
actually
at
a
great
pace,
but
it
did.
It
did
slow
down
a
bit
and
we've
had
some
issues
getting
some
tenders
out
on
the
street
and
some
contracts
awarded.
So
good
news
is,
we
are
ahead
of
last
year,
spend
rate,
which
is
which
is
good
news,
but
the
pace
of
growth.
D
It
has
declined
a
bit
so
we're
projecting
to
close
out
the
year
and
just
slightly
below
80
percent.
If
that
trend
continues,
we
do
see
a
spike
in
booking
expenditures
in
that
last
month
in
December,
so
there
is
a
chance
that
we
can
come
in
higher
than
80
percent,
but
this
is
our
best
forecast
right
now
and
here's
a
chart
showing
you
our
budgeted
versus
actual
spend
rates
over
the
last
number
of
years.
D
The
2018
capital
budget,
that's
being
requested
for
approval,
has
a
total
gross
value
of
964
million
dollars,
so
just
shy
of
a
billion
dollars.
The
the
bulk
of
that
money
is
going
towards
our
underground
infrastructure
and
some
major
key
upgrades
and
our
Platts
and
and
facilities
facilities
include
pumping
stations
and
reservoirs
throughout
the
system.
D
If
we
look
at
the
category
by
funding
source,
the
the
bulk
of
the
funding
is
coming
from
the
capital
reserve.
It's
dealing
with
our
state
of
good
repair
or
Health
and
Safety
and
legislative
issues.
We
do
have
some
funding
from
development
charges,
but
it's
only
the
five
percent
forecasted
for
2018
and
then
York
Region
is
also
contributing
some
money.
The
breakdown
on
the
category,
as
you
can
see
for
2018,
sixty-one
percent
of
it
goes
towards
our
state
of
good
repair
program
and
that's
the
deal
with
the
backlog.
D
Here's
a
slide
just
showing
you
a
comparison
of
our
capital
plan,
year-over-year.
What
we
showed
you
last
year,
what
we're
showing
you
this
year,
what
changes
we
made
and
what
happens
then
to
the
reserve?
That's
the
the
two
lines
there.
So
we
have
to
keep
that
reserve
from
from
going
below
zero
and
that's
why
you
see
a
bottom
out
in
2024
2025
our
capital
plan
by
category
again
over
ten
years
now
you
can
see
the
bulk
of
the
money
remains
instead
of
state
of
good
repair
programs.
D
But
one
of
the
key
things
you
see
is
a
growth
in
the
service
improvement
that
includes
basement
flooding
and
west
wet
weather
flow
projects,
our
capital
plan
by
asset
class.
You
can
look
at
that
and
see
the
breakdown
stormwater
grows
considerably
during
those
ten
years.
The
overview,
then,
for
the
ten
year
plan
the
program
now,
if
the
plan
and
is
approved,
is
twelve
point.
Eight
billion
dollars
over
ten
years
with
the
with
the
bulk
of
it
slowly,
switching
over
to
wastewater
treatment
and
collection.
D
As
you
can
see,
if
we
continue
with
our
capital
plan,
we
will
eliminate
the
backlog
by
about
2024
2025,
so
we're
good
news
is:
we've
been
chipping
away
at
it?
It's
slowly
been
decreasing
since
2009,
and
with
the
large
jump
we
see
in
funding.
In
these
years,
we
will
see
a
big
drop
in
our
state
of
good
repair
backlog.
Now
talk
about
the
growth
related
projects
very
quickly.
D
Here's
here
are
the
programs
that
are
in
place
right
now
that
are
tied
to
the
growth
related
projects
that
we've
identified
and
their
water
mains,
their
sewers,
their
pumping
station
upgrades
and
there,
as
well
as
some
environmental
assessments
that
are
underway
that
are
identifying
future
needs.
When
we
look
at
programming
those
projects,
in
addition
to
ones
that
we
suspect
in
that
ten-year,
are
going
to
need
to
be
planned.
Our
forecast
shows
that
the
wastewater
reserve
and
the
stormwater
reserves
essentially
go
into
negative
positions
on
the
water
side.
D
Here's
a
summary
of
our
major
projects
in
2017
I
won't
dwell
on
those
I
do
want
to
focus
on
these.
These
are
some
of
the
projects
that
will
be
awarded
and
in
construction
will
be
starting
very
soon
in
2018.
If
we
take
a
look
at
these
set
of
projects
alone-
and
this
is-
this
is
only
a
handful
of
projects
when
we
have
several
hundred
in
Toronto
water
every
year.
Those
contracts
alone
equate
to
1.6
billion
dollars
of
commitments,
some
very,
very
large
projects,
starting
ones
that
have
been
planned
for
many
years.
D
You
can
see
a
picture
up
here.
This
graphic
shows
the
new
outfall
that
we're
building
out
of
ash
bridges,
Bay
three
kilometres
out
into
the
lake
that
will
be
awarded
later
on
in
2018
as
well.
Odd
on
out
for
tender
right
now
is
the
first
phase
construction
of
the
dawn
tunnel
project.
We
also
have
new
pumping
stations
to
build
so
very,
very
large
projects
that
will
update
budget
committee
as
we
make
progress
on
those
projects.
D
There
are
some
unknown
issues,
though,
that
remain
the
development
charges
is
one
of
them
that
I
talked
about
the
other
one
that
remains
unknown
is
the
unfunded.
Trca
capital
needs.
We.
We
have
now
obtained
a
list
from
them
that
show
over
400
million
dollars
of
unfunded
needs
from
TRCA,
and
we
have
been
unable
to
go
through
some
of
the
big
items
in
there.
For
example,
since
we
had
that
very
wet
spring
with
the
with
the
high
lake
levels,
there's
been
a
lot
of
erosion
that
happened.
Trca
has
just
identified.
D
Roughly
a
hundred
million
might
be
needed
to
do
some
shoreline
rehabilitation
over
ten
years.
We
do
not
have
project
specific
information,
so
we're
still
discussing
with
them
what
that
means
and
we
need
to
sit
down
and
talk
about
which
ones
are
water
related,
which
ones
are
property
related,
because
this
this
will
impact
both
property
tax
budgets
as
well
as
the
water
budget.
The
other
issue
that
that's
a
large
one
is
the
identification
of
the
EEA
for
the
Scarborough
waterfront
trail.
D
It's
a
hundred
and
seventy
million
dollars
last
year
was
budgeted
at
51
million.
We
are
going
through
the
details
of
that
EA.
Now
we
see
a
hundred
and
seventy
million
dollars,
but
in
addition
to
that,
there's
references
to
other
monies
that
need
to
be
budgeted.
Another
22
million
dollars
for
a
long
term
erosion
plant
on
top
of
the
170.
D
So
we're
still
trying
to
understand
exactly
all
the
numbers
and
we're
not
ready
yet
to
to
start
saying
to
council
that
these
projects
are
ready
to
go,
there's
more
work
required
for
us
to
analyze
the
environmental
assessment
and
those
cost
impacts,
the
incremental
operating
impact
of
capital.
Here's
a
breakdown
of
what's
coming
down
the
line
of
new
capital
as
it
comes
online
within
the
plants.
D
We're
just
giving
you
forecast,
we
always
try
to
mitigate
those
every
budget
year,
see
if
we
can
absorb
some
of
these,
but
at
the
same
time
it
it's
incumbent
on
us
to
identify
that
there's
pressures
coming
service
levels.
This
information
is
data,
that's
published
and
so
I'm
not
going
to
dwell
on
these.
D
You
can
look
at
them
and
if
you
have
questions
now
or
even
the
subsequent
budget
committees,
please
ask
them
and
I'll
for
you:
here's
our
service
standards
that
we
published
through
3-1-1
to
make
available
online,
and
so
now
I
get
into
the
recommended
water
rate.
So
the
water
rate
for
for
this
year
we
always
have
to
look
at
consumption
as
I
mentioned,
so
we
because
last
year
was
a
nomally
year
for
us.
We
had
record
revenues
because
it
was
very
warm
first
time
in
a
long
time
we
had
to
discount
that
number.
D
D
So,
by
doing
that,
we
are
recommending
that
consumption
should
be
targeted
at
1.5
percent
below
the
2015
actual
and
that's
the
amount
of
water
that
we
that
will
be
consumed
and
then
go
forward
each
year
after
that,
further
half
a
percentage
point
drop,
and
so
that's
just
to
have
a
conservative
estimate
as
we
forecast
future
revenues
our
expenditure
rates
as
identified
82
percent
for
2017
and
85
going
forward
the
rate
increase.
This
is
the
last
year
of
the
planned
program.
D
It's
a
5%
that
we're
recommending
subsequent
to
that,
it's
it
we've
plugged
in
3%
as
being
an
a
nominal
rate,
but
then
council
could
look
at
inflationary
or
3%,
but
it
can
also
look
at
other
issues
that
I'll
identify
at
election
years
of
what.
But
it
has
the
opportunity
to
discuss
the
fluctuating
rates.
Now,
if
we
look
at
population
and
water
consumption,
we
continue
to
grow
as
a
population
where
a
2.8
million
within
the
city
proper.
But
as
you
can
see,
total
per
capita
consumption
continues
to
drop,
except
for
the
one
year
where
2016.
D
There
was
a
big
blip.
If
we
take
a
look
at
this
year,
particularly
because
it
was
so
cold
and
wet
in
the
spring
and
summer,
that
is
a
record
low
for
June.
That's
what
this
slide
is
showing
you.
This
is
the
lowest
consumption
we've
had
ever
at
this
size
of
a
population.
So,
as
you
can
see,
this
is
a
sustained
consumption
drop.
You
know,
city.
If
we
look
at
the
rate,
how
do
we
compare
residentially,
we're
still
in
the
lower
band
of
municipalities?
D
And
now
our
rate
increases
will
start
to
stabilize
on
the
large
industrial
side,
we
still
remain
competitive
as
well.
If
we
look
at
the
impact
of
rate
increases
to
the
homeowners,
what
we
do
here,
we
plot
what
a
homeowner
would
pay
if
they
did
not
have
that
decreased
consumption
because
they
have
modified
their
consumption,
and
so
the
actual
impact
of
rate
increases.
Here's
the
declining
consumption
they've
been
able
to
mitigate
some
of
the
rate
increases
by
offsetting
consumption.
D
The
2018
5%
increase
then,
would
equate
to
the
average
residential
homeowner
who
now
consumes
about
260
cubic
meters
a
year
total
cost
in
in
2017
would
be
942
dollars.
That
would
increase
by
forty
seven
dollars
to
nine
hundred
and
eighty
nine
dollars.
That
equates
to
it
in
2018,
two
dollars
and
seventy
one
cents
per
day
for
your
family
for
operating
and
capital
costs,
and
that's
for
drinking
water,
wastewater
and
stormwater.
D
So
we
still
think
that
that's
great
value
for
for
what
you're
getting
so
projected
water
rate
increase,
then
over
the
10
years
for
for
our
financial
planning
purposes,
as
I
did
identified
earlier,
it's
5%
in
election
year
in
the
past
councils
have
considered
making
the
3%
and
annualized
3%.
That
means
at
budget
time,
which
happens
then
in
February
and
March.
You
could
consider
a
three
percent
three
point:
six
percent
increase
or
a
three
percent
entirely
up
to
Council
to
make
that
determination,
and
that
is
the
end
of
the
presentation.
D
A
E
You
mr.
chair
Lou,
thank
you
very
much
for
that
presentation.
Lots
of
information
in
there
I
want
to
focus
on
I
guess
the
biggest
train
wreck,
that's
down
the
road,
and
that
is
basically
our
inability
in
the
future
to
fund
growth,
related
infrastructure
on
the
turn
on
water
side.
So
you're
essentially
saying.
If
we
look
at
page
slide,
42
that
taxpayers
young
families,
children,
they
will
be
subsidizing.
The
development
community
for
their
growth
related
needs
to
the
tune
of
357
million
over
ten
years.
So.
D
We've
not
programmed
that
what
we're
showing
you
is
a
forecast
that
if
you
leave
the
development
charge
rate
as
is,
and
our
best
guess
of
projects
that
need
to
be
constructed,
then
you
would
end
up
with
these
deficit
positions
over
time.
Right
right
now,
there's
there's
two
issues:
one.
We
cannot
fully
recover
the
full
cost
by
law
of
you
know.
D
Some
of
our
growth
related
projects
rate
payers
do
have
to
absorb
some
components
of
that
some
projects
are
a
hundred
percent,
and
so
we
try
to
maximize
those
but
based
on
the
the
present
funding
rates
and
the
projects
that
we've
got
in
our
plan
now
and
that
we
anticipate
will
come
in
the
10-year
budget
plan.
We
will
be
in
negative
positions
in
two
of
the
key
reserves,
so.
D
F
G
D
Proceed,
it
would
then
be
funded
out
of
the
capital
reserve
yeah,
as
I
indicated
right
now,
in
order
to
keep
our
program
balanced
and
and
and
and
identify
that
those
projects
proceed.
We
have
already
identified
in
the
capital
plan
about
200
million
dollars
worth
of
monies
coming
out
of
the
regular
reserve
to
fund
some
growth
related
projects.
So
that's
in
the
plan.
Now
our
objective
is
to
try
to
reintroduce
that
into
the
development
charge.
Discussion,
that's
going
to
happen
and
shift
that
back
out.
E
So,
let's
be
clear:
this
is
just
on
water.
We're
gonna
be
short
to
300
million
dollars
over
the
next
years,
where
taxpayers
are
on
the
hook
for
a
very
profitable
development
industry
to
attain
the
infrastructure
they
need
to
build
their
buildings.
This
is
what
this
document
is
saying
so
now,
so
thank
you
for
that.
So
can
I
now
go
to
our
finance
staff,
the
Liberal
government
in
the
in
the
last
few
years
they
did
review
the
development
charges
by
law.
Is
that
correct?
Yes,.
E
Place
about
a
year
or
so
ago,
and
we
we
spoke
loud
and
clearly
to
the
province
on
the
challenges
that
a
development
charges
by
law
has
that
really
doesn't
speak
to
the
needs
of
infill
sites
that
Toronto
faces
versus
what
greenfield
sites
face
in
the
GTA.
So
the
development
charges
Act,
was
implemented
enacted
about
20
years
ago,
and
it
was
largely
intended
to
service
greenfield
types
of
development.
It
wasn't
really
well
suited
for
urban
types
of
municipalities.
E
E
E
Do
you
have
you
guys
looked
at
this
and
said
we're
gonna
squeeze
the
heck
out
of
this
thing
and
we're
still
350
short
or
you
saying
we're
350
short,
but
we're
gonna
have
a
discussion
see
if
we
can
close
the
gap
and
can
we
close
it
entirely?
So
the
the
bylaw
has
a
life
expectancy
of
five
years.
It's
it's
expected
to
expire
middle
of
2018,
so
we're
coming
forward
with
a
background
study
and
a
new
development
charge
by
law
for
council
consideration
in
January.
That
will
be
before
the
executive
committee.
A
you
know.
E
I
cannot
speculate
as
to
what
the
bylaw
rates
will
be
at
this
time,
but
certainly
the
objective
is
to
maximize
the
rates
to
the
extent
permitted
by
legislation
by
legislation.
Okay,
so
you
you
still
anticipate
that
we
won't
be
able
to
close
a
gap
and
taxpayers
and
families
in
the
city
will
be
continuing
to
to
subsidize
the
development
community
in
this
in
this
city
through
you
chose
reflective
of
every
other
year
for
the
last.
H
E
C
Well,
I'm,
actually
I
think
I'll
actually
start
with
the
the
more
local
thing
and
then
I'll
go
back
to
the
big
numbers.
If
we
go
to
slide
49
those
service
standards,
I
am
just
wondering
we're
not
asking
for
for
extra
operating
staff,
but
I
note
that
in
service
standards,
those
two
things
that
take
investigation,
that
that
are
really
staff,
intensive
work,
water,
surface
line,
leaking
water
service
line,
low
pressure.
Where
it
takes
a
lot
of
customer
interaction,
then
it
takes
a
lot
of
investigations.
C
Constituency
work
on
our
end,
I,
so
I
know
it's
a
huge
amount
of
work
on
your
end
as
well,
and
then
the
solution
itself
takes
a
while
to
figure
out
and
the
implement
and
we're
we're
always
below
in
this
service
standard.
This
is
a
tough
thing
to
tackle.
Do
you
have
enough
resources
to
do
this?
Is
this
where
we're
gapping,
and
is
this
where
we
need
to
get
some
people
in,
because
these
are
really
tough
files
and
counselors
offices.
D
D
And
to
increase
the
ability
for
Toronto
Water
staff
to
communicate
more
effectively
and
regularly
with
counsellors
office,
but
also
with
residents
so
essentially
just
to
describe
it
the
best
way.
I
can
right
now
the
way
we've
been
managing
it
is
we
staff
going
out
there
and
they're
responsible
for
a
whole
basket
of
different
things
that
that
they
were
doing
repairing
things,
checking
things
and
what
we've
done
now
is
we
pulled
apart
those
tasks
and
we've
divided
it
into
pure
operational
things.
They
stay
in
operations,
but
that
front
end.
D
First,
response:
triage
investigative
work
that
basket
of
services
has
gone
to
this
newer
group
and
we're
going
to
start
training
people
to
just
focus
on
that.
So
that's
what
we're
finding
is
people
were
getting
bogged
down,
doing
more
of
the
operational
stuff.
They
couldn't
get
to
these
other
ones
as
quickly
as
they
would
like.
So
it's
a
different
way
of
triaging
yeah.
G
D
C
If
I
can
have
one
other
mr.
chair,
because
the
detailed
stuff
I
can
look
at
in
the
analyst
notes,
but
I
noticed
when,
when
you
were
talking
about
capital
spending
where,
where
we
haven't
got
it
done,
where
the
money's
still
sitting
around
is
where
you
you
said
there
were
some
issues
getting
tenders
out.
Yes,.
D
C
D
Any
more
resources,
so
we
have.
We
do
fund
dedicated
resources
in
in
purchasing
both
on
the
operating
and
capital
side.
I,
believe
some
of
the
challenges
have
been
tied
around
the
restructuring
and
change.
That's
happening
in
purchasing
itself
as
well.
It
is
trying
to
streamline
and
and
implement
new
ways
of
doing
things,
so
some
of
the
tenders
have
been
slower
and
getting
out
than
what
we
would
like
just
the
tail
end
of
this
year.
We
started
off
really
good,
but
so
we
have
plenty
of
resources.
D
Now
we
just
need
to
realignment
to
happen,
and,
and
so
we
can
start
pushing
the
work
out
so
I
believe
we
budgeted
enough.
It's
now
getting
the
work
out
the
door,
but
you
don't
need
more
resources
to
get
the
work
out.
That
I,
don't
think
more
bodies
will
help
us
when
you're,
when
you're,
going
through
a
process
change,
which
is
what
purchasing
is
going
through
right
now,
you
know
more
bodies
aren't
going
to
help
push
them
out
the
door.
The
tenders
are
ready.
We
just
need
people
pushing
them
out
to
the
market.
For
us.
D
A
D
D
So
whenever
we
go
and
do
a
watermain
will
change
out
the
substandard
services
right
now,
a
lot
of
the
water
main
work
that
we've
been
doing,
I've
been
on
arterial,
roads
or
in
other
areas
where
we're
not
finding
as
many
led
services
as
we
were
finding
say
even
five
six
years
ago,
where
a
lot
of
the
water
main
work
was
on
streets
where
they
had
a
lot
more
led
services.
So
we've
been
not
hitting
that
target
number.
D
D
With
respect
to
speeding
that
program
up,
one
of
the
key
things
that
we
brought
forward
to
council
several
years
ago
is
you
you
do
not
want
to
do
a
lead
service,
our
partial
debt
service
replacement
program,
which
is
what
we
were
doing
in
2007
2008.
You
don't
want
to
be
doing
that
anymore.
You
would
do
want
to
coordinate
it
when
you're
doing
your
infrastructure,
so
it's
really
driven
by
the
water
main
program,
so
accelerating
any
standalone
program.
We
would
never
recommend
that
in
fact,
we
recommend
going
against
that
lost.
A
D
So
the
numbers
that
we
calculate
so
there's
there's
two
components
to
that:
well,
we'll
call
it
non
total
non-revenue
water.
It
equates
about
fourteen
to
fifteen
percent
of
our
production.
Now
in
that
non
revenue,
we
know
that
some
get
used
by
parks,
forestry
and
recreation
by
firefighting,
etc.
So
we
backed
those
numbers
out.
We
end
up
with
a
lost
water
of
about
nine
to
ten
percent
of
our
system,
and
are
we
going
in
the
right
direction
there
so
standpoint
from
what
we
see.
Yes
on
the
lost
water,
we're
going
in
the
right
direction.
D
We
do
have
actually
a
dedicated
team
on
leak
detection
that
has
a
program
and
they're
going
out
and
putting
in
sensors
in
their
system.
There's
been
one
of
our
one
of
our
slides,
I
didn't
highlight
it,
but
maybe
I.
Well
now
we
are
putting
in
all
kinds
of
sensors
into
our
system.
We
just
started
that
this
year
our
plan
is
to
have
pressure
sensors
out
in
what
used
to
be
dump
pipes.
We
had
no
information
coming
from
them
in
about
a
year.
D
We're
gonna
have
over
200
sensors
out
in
the
field,
giving
us
what's
happening
that
you
can
use
that
to
pinpoint
whether
we
have
problems
in
their
system,
and
we
can
correlate
that
with
our
meter
data,
because
we
have
much
better
meter
data
as
well.
So
that's
all
tied
to
our
long-term
plan
to
find
find
these
water
losses.
Okay,
I'm
good
there,
the.
D
D
A
specific
formula,
it's
tied
to
an
agreement.
We
did
have
that
reviewed
by
the
Auditor
General
last
year
and
it
was
a
recommendation
to
to
look
at
renegotiating
the
cost,
the
capital
component
of
of
that
agreement,
and
we
did
approach
York
Region
and
asked
them
to
see
about
changing
that
component
and
we've
actually
embarked
on
a
a
joint
engineering
assignment
to
try
to
calculate
that.
Unfortunately,
if
they
don't
want
to
amend
that
they
don't
have
to
yet.
D
A
G
D
From
the
funding
perspective,
the
program
has
sufficient
monies
in
it.
In
fact,
this
year
we
had
to
take
some
money
out
of
the
back
end
of
the
ten
year
and
that's
tied
to
when
we
analyzed
the
ability
to
deliver
on
the
on
the
vast
majority
of
the
program.
As
we
get
more
environmental
assessments
completed,
some
of
the
projects
are
bogging
down
and
that
they're
difficult
to
build
because
we
have
to
acquire
either
easements
or
even
acquire
private
property.
D
So
some
of
the
projects,
we'd
love
to
build,
are
taking
a
lot
longer
to
get
out
the
door,
so
we've
had
to
adjust
our
cash
flow
because
of
that
there's
been
no
other
reason.
Why
we've
taken
money
out?
It's
only
because
it's
taking
longer
to
accomplish
certain
tasks,
and
otherwise,
if
we
could
go
faster,
we
would
come
to
you
and
say
put
more
money
back
into
this
program.
Yeah.
D
So
long,
likewise,
as
I
indicated,
one
of
the
key
lectures
that
we're
running
into
I'll
give
you
a
perfect
example.
One
one
of
the
solutions
that
we
need
to
do
in
a
particular
Ward
is
to
put
a
new
outfall
in
between
two
properties.
So
now
we
have
two
homeowners
to
talk
to
and
put
a
pipe
and
get
an
easement
between
their
properties
to
put
enough
all
in
a
ravine
to
negotiate
that
to
sit
down.
D
That
takes
time
and
in
fact
one
of
the
things
I
didn't
highlight
in
here,
but
there
is
a
request
on
the
capital
side,
for
us
to
fund
for
staff
in
real
estate
law,
be
a
senior
lawyer,
a
junior
lawyer,
and
to
conveyancers
to
help
expedite
the
expropriation
end
or
land
acquisition
component.
So
we
can
get
the
basement
flooding
projects
back
on
track.
Well,.
G
In
some
parts
it's
taking
years,
which
is
really
unacceptable
because
we
justify
to
our
constituents
the
reason
for
the
water
increase
every
year.
It
started
off
when
my
last
man
David
mayor,
9
percent
water,
increase
every
year,
that
the
reason
for
this
is
that
we're
doing
these
projects-
and
here
we
are
10
15
years
later,
and
we
still
are
waiting
because
there's
problems.
You
know
really
it's
hard
to
justify
that
to
your
constituents
for
the
increase
and
then
we're
not
doing
anything.
Mr.
D
Chary
gets
the
only
way
I
can
answer.
That
is
the
money
will
be
there
when
we're
ready
to
deliver
the
project
because
of
the
funding
commitment,
and
so
it's
part
of
the
budget,
release
and
I
believe
the
informations
going
live
later
on.
Today,
you
will
get
the
5-year
update
on
the
capital
projects
for
basement
flooding,
specifically
the
project
for
2018,
1920
cetera,
as
well
as
updates
on
award
basis
of
what's
going
on.
D
D
D
We
would
bring
forward
a
plan
that
would
readjust
it
again
because
one
of
the
priorities
that
we've
heard
from
Council
is
basement
flooding
project.
So
it's
that
part
of
our
exercise
when
we
set
the
ten-year
plan.
If
we
know
we
can
deliver
more,
we
will
be
coming
forward
and
recommending
an
Inc
increase
to
that
program
and
we
will
offset
it
with
a
lesser
priority
capital
project.
D
That's
on
that
specific
call,
we
would
not
have
met
that
standard
and
that's
why,
where
you
see,
we
did
not
hit
our
performance
objectives,
so
this
data
is
saying
that,
for
example,
a
possible
water
main
break.
Our
standard
is
to
have
someone
investigate
that
within
a
two-hour
period
and
as
of
this
year,
we're
at
eighty
two
point:
seven
percent
of
the
time
our
targets,
eighty-five
percent
of
the
time,
because
we
know
we
can't
do
it
a
hundred
percent
of
the
time
because
of
spikes
or
volume
issues,
and
so
this
year
hasn't
been
too
bad.
D
But
where
you
do
see,
the
problem
is
a
lot.
The
line
that's
leaking
getting
out.
That's
usually
the
service
lines
where
people
reporting
it
and
that's
where
the
restructuring
in
Toronto
water
that
customer
care
unit
that
I'm
talking
about
is
focusing
on
improving
those
objectives.
Those
standards
that
we
have
in
place
we're
not
meeting
those
ones
as
often
as
we
should
Thank.
E
C
E
D
C
D
E
D
E
Because
when
you
look
at
the
spending,
you
were
spending
in
2007-2008
you're
spending,
two
hundred
and
fifty
to
three
hundred
and
ten
million
yes
and
then
the
flush
with
money.
The
expenditure
is
double
on
capital
to
the
so
now
we're
spending
we're
spending
literally
double
that
I
mean,
wouldn't
you
as
the
general
manager
of
water,
want
to
know
if
all
of
those
monies
are
being
well
spent.
D
Mr.
chair,
so
when
I
can
tell
you
from
general,
you
asked
me
specific
numbers:
do
I
have
percentages,
I,
don't
have
that.
What
I
can
tell
you
from
from
our
general
review,
because
we
do
track
that
when
we
sit
down
and
do
our
capital
program,
we
are
working
with
the
project
managers
on
ECS
to
try
to
close
out
existing
projects
and
commitment
and
as
well
when
we
do
budgeting
and
tendering.
We
are
looking
at
how
close
they
are
with
estimates,
so
I'd
say
for
for
the
vast
majority
of
the
program,
the
it's
working
quite
well.
D
We
do
have
certain
projects
where
we
do
have
challenges
and
they
they
typically
will
be
contractor
related
and
in
other
cases
it
could
be
design
related.
We
could
have
issues
with
either
the
consultant
engineer
that
designed
the
project
and
is
really
not
the
contractors
fault,
it's
a
design
issue
or
could
be
the
contractor
delivery.
And
what
we'll
do-
and
you
do
have
litigation
we
will
pursue
and
and
and
and
and
claim
damages
against
either
one
of
those
parties.
So.
E
You
so
you're
telling
me
there
are
some
internal
controls
to
measure
sort
of
the
effectiveness
of
the
way
the
whole
capital
plan
is
unfolding,
but
you
do
have
a
report
out
to
Council
on
how
well
it's
unfolding.
In
other
words,
do
we
ever
receive
a
report
that
says
that
we
are
spending
six
hundred
eighty
million
dollars
and
it's
being
spent
on
the
most
efficient?
E
A
meaningful
way
means
possible
because
13
billion
over
10
years
is
a
lot
to
ask
from
taxpayers.
I,
don't
know
what
it
was
the
previous
10
years,
but
we've
we've
had
in
all
of
these
increases,
and
it's
all
mostly
I
mean
it
is
a
sink
punting,
pardon
the
pun,
but
it's
a
sink
hole
of
money
and
capital
intensive,
absolutely
very
capital,
intensive
and
I've.
You
know:
I
visited
the
wastewater
plant
down
it's
at
Humber
Bay
this
this
week
and
I
can
see
it
but
I
it's
hard
to
get
confidence
that
the
money
is
being
spent.
D
What
you're
saying
mr.
chair
and
what
I
would
say
to
you
is
that
engineering
and
construction
services,
when
they
bring
for
their
budget,
their
metrics
and
their
service
levels
identify
those
those
very
issues,
because
that
is
their
business,
is
the
capital
delivery
side
and,
and
that's
what
we
ask
of
them.
Please
show
us
your
metrics.
Please
show
us
that
you're
performing
efficiently
and
so
they're,
giving
us
those
metrics
as
they
present
in
their
budget,
so
that
will
come
forward
when
you
see
the
ECS
budget,
which
will
occur
as
part
of
the
property
tax
discussion.
So.
D
Believe
through
the
budget
process,
when
ECS
presents
its
service
standards
like
I'm,
showing
you,
the
metrics
that
we
use
ECS
has
developed
a
number
of
metrics
that
they
present
to
Council
on
how
they
complete
their
projects,
transportation
and
water
projects,
and
it
shows
whether
they're
being
efficient
in
the
delivery
of
those
projects.
Okay,
so
we
have
our
internal
discussions
and
they
also
present
to
you
as
committee
and
council,
okay
Burnside
next.
E
D
Mr.
charity,
it-
that
is
if
it
is
storm
related
projects
if
it
is
a
sand,
a
sanitary
pipe.
So
if
we
identify
in
the
environmental
assessment
that
we
have
deficient
or
substandard
sanitary
pipes,
they
get
programmed
automatically,
because
that
is
environmental
and
health
in
it
and
a
health
issue.
Stormwater
is
the
one
component
that
council
said:
if
you
find
you
want
to
upgrade
stormwater
pipes,
you
then
use
the
$32,000
per
benefiting
household
cap.
Okay,.
D
E
D
Correct
they
would
have
to
wait
for
the
normal
life
cycle
change.
So
if
we
did
not
have
a
basement
flooding
program
and
and
people
had
issues,
it
would
be
now
prioritizing
every
pipe
in
the
city
and
you're
now
dealing
with
the
most
critical
one,
and
so
people
are
waiting
a
long
time.
What
the
basement
flooding
program
did
is
allowed
us
to
prioritize
deficiencies
that
we
identify
and
have
some
go
earlier,
but
based
more
on
that
amount,
then
it
falls
into
the
regular
programming.
So.
D
D
The
long
term
plan
is
tied
to
our
wet
weather
flow
master
plan
and
and
and
it
is
a
long-term
plan-
and
so
it's
a
combination
of
doing
source
control
at
site,
doing
disconnections
where
it
makes
sense
removing
storm
water
from
going
into
combine.
If
we
can
do
that
and
we're
doing
that
as
we
find
it
and
then
the
larger
programs,
which
are
the
creation
of
the
tunnels,
which
you
see
a
keeper
right
so.
D
What
happened
well,
I'll,
give
you
the
history
on
that
basement.
Flooding
was
a
part
of
the
original
what
lay
around,
but
it
was
a
very
small
part
until
we
had
very
large
storms,
and
what
we
had
to
do
is
pull
that
piece
of
row.
That
program
and
now
we
show
you
both,
but
it's
been
flooding
really
is
a
wet
weather
issue.
When
is
volume
and
the
other
wouldn't
squamous.
D
D
I'll
say
it
again:
it
is
a
priority.
State
of
good
repair
is
a
priority,
and
what
we
need
to
do
is
make
sure
we
have
sufficient
money
and,
as
I
showed
you
on
the
previous
slide,
our
reserves
do
bottom
out
and
by
2027
so
to
accelerate
all
of
those
projects
and
growth
as
well.
We
have
to
manage,
you
can
only
put
so
many
projects
in.
If
we
had
more
money,
we
could
accelerate
those
projects
as.
E
E
D
A
Want
to
remind
everybody,
we
have
a
sundown
clause
for
4:00
p.m.
I
will
do
want
to
get
to
solid
waste
and
internal
parking,
but
specifically
solid
waste,
so
I
just
want
to
when
you're
asking
those
questions.
We
also
have
another
opportunity
next
Friday,
to
have
questions
as
well.
This
is
not
your
only
opportunity
to
delve
into
that.
So
just
one
hour,
if
you
don't
get
your
questions
done
today,
we
will
have
another
opportunity
next
week,
go
to
outside
counselors
now
counselor
Fletcher.
To
begin
thank.
I
I
I
D
There's
also
going
to
be
work
on
a
landform
project
that
we're
doing
jointly
with
TRCA
to
address
some
erosion
issues
and
to
give
us
the
land
to
build
a
high
rate
treatment
facility
to
handle
the
flows
from
the
tunnel
that
will
come
from
the
dawn,
and
on
top
of
that,
we're
going
to
also
do
the
ultraviolet
disinfection
system
all
within
that
area.
So
we
need
to
do
some
work
on
a
roadway
in
look
this.
D
I
I
When
we're
dealing
with
areas
that
are
prone
to
basement
flooding,
which
I
know
in
the
East
End,
we
have
quite
a
number
of
them.
Yesterday
water
travels
to
the
sewage
treatment
plant
and
it's
built
up
quite
heavily.
So
is
there
anything
special
you're
looking
at
any
extra
costs
on
new
developments
or
any
type
of
constriction
on
them
in
order
to
make
sure
that
they
don't
add
to
the
already
problematic
issue
of
basement
flooding
in
the
East
End
of
Toronto?
Yes,.
D
One
of
the
key
things
that
we
bring
forward
is
Toronto
water.
Whenever
we
review
a
development,
application
is
one.
Is
it
in
a
basement,
flooding
area
where
we
have
surcharging
concerns?
If
that
is
the
case,
we
will
identify
that
we
have
concerns
with
that
development
application
and
unless
those
are
addressed,
we
would
recommend
that
that
development
be
placed
on
a
whole
provision
until
the
servicing
aspects
are
addressed
and
that's
happened
with
some
of
the
files
other
files,
the
developers
have
work
with
us
to
mitigate
those
those
problems.
So.
I
D
We
do
not
have
a
project
identified
as
growth
related
and
I
showed
a
slide
earlier,
where
we
do
have
some
projects
identified.
But
let's
say
it's
in
an
area
where
we
don't,
we
would
say
to
them,
they
have
to
wait
till
the
infrastructure
is
upgraded
or
if
they
want
to
proceed.
They're
gonna
have
to
fund
that
upgrade.
Ok.
I
D
I
D
I
Understand
so
we
can
expect
from
them
a
description
of
each
one
of
these
and
the
costing
yes,
just
as
you
have
given
us
part
of
their
process
as
part
of
their
submission.
That's
correct
and,
lastly,
I
see
that
the
sewage
treatment
plant
it's
880
million
for
there's
many
more
millions,
though
what
would
you
say
the
upgrade
to
the
plant
currently
is
here
10-year.
D
D
D
J
A
D
A
J
D
J
D
D
D
Oh,
no,
it
was
going
to
take
out
of
the
revenue
stream.
We
generate
well
one
point:
two:
eight
nine
billion,
roughly
280
million
of
that
revenue
stream
would
have
been
removed
off
of
that
and
we
would
have
just
charged
people
differently
for
that.
But
combined
would
have
been
around
one
point:
two:
eight
nine
million.
We
would
not
have
been
generating
more
revenue
from
that
that.
J
C
D
D
One
of
the
issues
the
council
said
is
go
out
and
look
at
how
you
can
make
up
that
loss
revenue.
You
can
either
do
that
by
looking
at
storm
water
or
what
we
decided
was
to
raise
rates
beyond
the
nine
years
and
nine
percent,
and
so
it
made
the
decision
to
just
charge
extra
rates
at
that
time.
So
I
believe
that's
what
that
conversation
also.
J
J
A
A
D
D
D
A
D
A
A
A
D
A
A
A
D
A
D
K
D
Mr.
cherrick,
so
if
I,
if
I
tie
it
into
councillor
Layton's
question,
he
said
you're
discharging
to
the
environment,
and
this
is
actually
the
key
discharge
to
the
environment
from
the
ash
bridges
Bay
plant.
So
this
is
where,
after
we
treat
all
of
the
sewage,
we
receive
a
bridges
Bay.
We
discharged
the
clean
wastewater
into
the
lake
right
now.
At
present,
we
have
an
older
all
fault
constructed
in
in
the
50s.
D
D
K
D
What
we're
proposing
to
build
is
something
much
larger
than
what
we
have
now,
and
so
this
will
be
three
kilometers
out
into
the
lake
and
the
diffuser
run,
which
is
that
band.
That's
highlighted,
if
I.
If
you
can
you
see
that
this
area
right
here,
would
be
a
kilometer
in
length
itself,
so
we'll
get
much
better
mixing
in
the
lake
and
what
is
the
riser
and
what
is
a
riser,
essentially,
if
you
think
of
it
as
a
pipe
that
sits
on
top
of
the
pipe
that's
coming
out.
D
In
fact,
this
pipe
will
be
a
tunnel
through
rock,
so
we're
gonna
tunnel
through
Rock,
and
then
these
shafts
are
gonna
come
up
through
the
rock
okay
and
on
top
of
it,
we'll
have
a
cap
for
the
diffuser
head
and
that'll.
Have
then
a
series
of
these
discharge
points
a
kilometer
in
length,
so
the
whole
pipe
will
be
three
kilometers
out
in
the
lake
baby.
Risers
come
out
and
they'll
discharge.
K
Three
mr.
chair
I
just
wanted
to
check
on
slide
45.
It
says
in
the
unfunded
TRCA
capital
needs,
there's
the
Scarborough
Bluffs
West
study
ei.
If
my
memory
is
correct,
councillor
Ainsley
move
demotion
to
fund
that
through
one
of
your
reserve
accounts.
So
why
would
it
be
in
an
unfunded
category
when
it's
actually
been
approved
and
funded
by
counsel?
If
my
memory
is
correct
through.
D
K
D
Again,
I
would
I
would
say
yes
if
our
objective
is
only
to
maintain
what
we
have
with
with
some
service
improvements,
and
the
answer
would
be
no.
If
we
wanted
all
of
the
service
improvements
that
we're
talking
about,
which
would
be
accelerating
the
wet
weather
flow,
accelerating
basement
flooding,
then
we
don't
have
enough
money.
That's
why
those
programs
are
moving
more
slowly
because
we're
trying
to
match
it
to
the
revenue
stream
and
if.
K
We
were
to
want
to
and
I'm
assuming
you
would
advise
us
that
we
should
do
all
of
those
good
things
because
you've
got
them
recommended
to
us.
So
what
would
it
take?
Is
it
the
same
as
councillor
burns
similar
to
councilor
burn
sites?
Question
you
if
we
wanted
to
achieve
those
objectives,
what
increase
would
we
need
would
be
5%
for
three
years
or
what
ballpark
would
that
be?
It.
D
Would
be
in
that
I
would
think
I
would
go
back
to
the
other
example.
I'd
say
it
would
probably
be
upwards
of
the
eight
to
nine
to
ten
percent
range
for
three
or
four
years
in
order
to
generate
several
hundred
million
more
clear
revenue
a
year,
because
those
are
big
projects,
the
ones
that
need
to
come.
In
you
know
each
set
of
the
wet
weather
flow
projects
is
three
four:
five
hundred
million
dollar
range
and.
K
E
A
A
A
Welcome
Jim
I
will
pass
the
mic
over
to
you
and
again,
just
just
quickly
can
I.
Please
have
on
the
left
hand,
side
here
can
I.
Please
have
the
staff
Ludi
Lu,
you
can
the
group
over
there
it's
very
hard
to
hear
I
can't
even
hear
Jim's
from
here.
So
if
we
can
ask
everybody
to
quiet
down,
thank
you.
Okay,
all.
F
Right
good
afternoon,
mr.
chair
members
of
Budget
Committee
I
will
try
to
be
as
brief
as
possible,
given
the
time
that
we've
got
left
today.
I
am
going
to
start
with
the
answer
and
then
show
you
how
I
got
there.
So
the
first
slide
is
basically
a
summary
of
what
our
2018
budget
looks
like
for
solid
waste
management
services,
division,
we're
not
proposing
any
new
fees
other
than
what
we've
already
got
today,
we're
not
making
any
changes
to
service
levels,
we're
requesting
no
new
permanent
full-time
equivalents
or
staff.
F
F
F
So,
just
to
brag
on
behalf
of
all
of
my
staff
would
do
a
fantastic
job
every
day,
just
a
few
things
that
we
have
accomplished:
we're
rolling
out
and
just
nearing
completion,
rolling
out
of
monthly
billing
for
all
our
multi
multi
residential
customers.
This
is
something
that
came
through
customer
service
feedback
is
that
they
want
monthly
billing
so
that
they
can.
They
can
occur
it
on
a
monthly
basis
in
the
next
couple
of
weeks.
F
It
isn't
quite
live
yet
we're
actually
launching
the
solid
waste
store,
which
will
be
an
online
store
to
purchase
bag
tags
to
start
so
you
don't
have
to
go
to
Canadian
Tire
anymore,
to
purchase
those
you
can
simply
buy
them.
Online
pay
for
them
online
and
they'll
be
shipped
to
your
household,
so
a
much
more
convenient
option
for
our
customers.
F
Green
bin
2.0
rollout
will
be
complete
within
the
next
couple
of
weeks
and
will
certainly
be
inform
all
of
you
and
when
we're
substantially
complete
on
doing
that
doing
lots
of
work
on
the
contamination
side,
which
I'll
speak
to
in
a
minute
we've
been
investing
in
some
electronic
apps
for
our
parks
and
Nights
collection
to
improve
the
efficiency
there.
We
have
developed
a
coffee
pod
testing
methodology
was
just
certainly
front
and
center
in
the
news
over
the
last
couple
of
days
and
I'm
sure
will
be
for
the
next
couple
of
days.
F
We've
got
a
renewable
natural
gas
consultant
retainer
on
board
now,
so
our
consultant
is
on
board
to
help
us
with
our
renewable
natural
gas
projects
that
we
brought
forward
a
summary
to
public
works
committee.
Last
year
we
successfully
completed
the
mayor's
towering
challenge,
which
we
got
a
lot
of
really
good
insight
specific
to
different
buildings
on
things
that
they
are
doing
to
improve
waste
diversion.
F
So
we're
going
through
all
that
information
now
and
then
trying
to
apply
it
to
some
of
the
other,
more
problem
buildings
that
we've
got
and
we
received
two
international
solid
waste
association
of
North,
America
Awards
for
our
long-term
strategy
and
for
the
Green
Lane
landfill.
The
organization
chart
that
you
see
in
front
of
you
is
essentially
the
same
as
what
it
was.
Last
year,
we've
been
doing
some
minor
reorganization
through
division,
but
nothing
at
certainly
at
the
higher
level
to
make
any
difference
here
on
our
staffing.
F
So,
as
I
mentioned
note,
no
new
permanent
full-time
equivalents
are
being
requested.
We
are
going
to
be
requesting
three
temporary
capital
funded
positions
to
support
in
the
implementation
of
our
capital
program.
One
of
the
things
a
couple
things
I
will
flag
for
you
on
this
slide.
We
are
still
having
some
difficulty
in
rehiring,
really
two
types
of
employees:
skilled
trades
engineers,
electricians,
millwrights,
are
very
difficult
to
find
in
the
industry
right
now
and
we
are
still
having
some
challenges:
retaining
our
salt
waste
collection
operators,
our
actual
drivers.
F
These
are
DZ
positions,
and
this
is
more
of
an
industry
issue
for
both
of
these
types
of
positions.
There's
just
a
shortage
in
the
industry
right
now,
so
we've
implemented
a
number
of
different
things
to
try
and
approach
this.
So
we've
got
a
people
services
consultant
now
within
the
division
that
helps
with
all
our
recruitment
activities.
We've
developed
some
a
solid
waste
collection
operator
in
training
programs,
so
we
can
bring
nearly
qualified
individuals
in
and
actually
just
train
them
up
to
be
the
individuals
that
we
need
recognizing.
F
There
are
some
individuals
out
there
that
may
have
a
DS
ed,
but
they
need
some
additional
training
in
order
to
actually
be
able
to
drive
the
trucks
that
we
have
and-
and
we
put
a
lot
of
focus
on
our
attendance
management
program,
which
is
working
very
well
so
I
think
we
are
the
lowest
of
all
the
frontline
divisions
in
terms
of
illness
days
outstanding
in
terms
of
key
priority
actions.
Top
of
the
list
is
our
blue
bin
program
contamination
reduction.
F
This
has
a
huge
financial
opportunity
for
us
not
just
to
improve
the
quality
of
the
material
and
the
environmental
implications
around
it.
But
for
every
percentage
point
that
we
can
drop
our
contamination
and
our
blue
bin,
we
reduce
our
costs
by
around
$600,000
we're
hovering
at
26%
right
now,
if
we
go
up
over
27%,
that's
an
immediate
equivalent
of
five
million
dollars
a
year
of
additional
cost
to
process
that
material.
F
So
we're
doing
everything
that
we
can
right
now
to
avoid
that
we're
commissioning
the
Dufferin
organics
processing
facility,
which
is
our
second
facility
that
receives
green
bin
material,
we're
working
on
renewable
natural
gas
infrastructure
and
some
future
revenue
streams
that
will
be
non
rate
based
revenue
that
will
help
offset
our
parading
and
capital
costs.
We
are
extensively
involved
with
the
province
and
various
stakeholders
and
and
all
of
our
neighboring
municipalities
and
the
GTA
and
across
to
Ontario
on
the
waste-free
Ontario
Act
negotiations.
F
This
is
a
new
piece
of
legislation
that
the
province
is
introduced,
which
could
have
some
pretty
significant
implications
in
the
future
on
how
we
actually
manage
waste
here
in
the
city.
Now
we're
looking
at
opportunities
for
the
Dufferin
material
recovery
facility,
which
is
our
old
recycling
facility,
that
we
don't
use
now
different
ways
to
develop
it
to
perhaps
use
it
as
a
means
to
process
some
of
this
higher
contaminated
material
to
improve
the
quality.
F
We're
we've
got
a
whole
project
underway
now
for
reviewing
all
of
our
key
performance
indicators
so
that
we
are
collecting
better
data
to
assess
the
performance
of
our
operations
and
and
have
more
sort
of
real-time
information
on
exactly
what's
happening
out
in
the
field.
Doing
lots
of
work
on
textiles
diversion
so
once
you
pull
out
all
the
blue
bin
recyclable
material,
all
the
organic
material,
the
next
big
piece
of
that
garbage
bag
is
actually
textiles
right
now,
so
that's
a
target
for
us
to
start
diverting
that
material
and
then
implementation
of
business
intelligence
technology.
F
Again
this
is
automating
some
of
our
KPIs,
so
we
have
a
better
day-to-day
understanding
of
the
flow
of
materials
and
the
cost
of
the
flow
of
those
materials
so
that
we
can
be
constantly
improving
and
becoming
more
efficient.
Some
of
the
challenges
that
we
have
in
our
budget-
fleet
maintenance
and
the
fuel
IDC
over
to
our
friends
and
fleet
services.
This
is
as
I
mentioned
last
year
because
of
the
delay
in
purchasing
some
trucks.
The
fleet
is
still
older
than
what
it
should
be.
F
We
do
have
new
trucks
arriving
every
day
that
were
purchased
back
in
2015,
so
that
is
helping.
It
certainly
brought
some
of
our
costs
down.
This
pressure
will
largely
disappear
in
2019,
as
the
new
trucks
start
to
arrive.
So,
if
you
remember
in
our
budget
last
year,
we
we
proposed,
and
it
was
approved
a
fleet
true
up
or
we
go
and
purchase
a
number
of
new
trucks.
F
Those
trucks
have
all
been
purchased
now,
they're
there
they're
being
built
as
we
speak
and
they'll
start
rolling
in
next
year,
so
that
will
really
help
with
some
of
our
operating
costs.
On
the
fleet
side,
the
increased
Lubin
contamination
rachels
I
spoke
to.
We
are
still
losing
multi
residential
customers
to
private
operators.
We've
put
in
a
process
to
track
what
is
actually
happening
with
the
buildings
after
they
leave
our
service
because
a
condition
to
be
on
our
services
you've
got
to
have
garbage
recycling
and
organics
as
a
condition
of
service.
F
So
we
will
be
bringing
something
forward
in
the
new
year
to
look
at
leveling
that
playing
field
to
make
sure
that
that
doesn't
it
doesn't
to
me
it
doesn't
matter
who
provides
the
service
as
long
as
they
are,
providing
that
three
stream
level
of
service
existing
in
new
contract
terms
with
escalation
factors
which
I'll
show
you
the
graph
in
a
minute
and
then
single-family
customers
in
response
to
downsizing
the
they're,
reducing
the
rebate.
On
the
on
some
of
our
bins,
we
have
more
customers
moving
to
single-family
to
the
small
bins.
F
So
in
terms
of
what
our
operating
budget
looks
like
for
gross
expenditures
and
revenues
on
the
Left.
This
is
where
the
money
comes
from
to
support
the
division
and
then
on
the
right
it.
This
is
where
it
goes
so,
the
ones
on
the
left
that
I
would
highlight
for
you,
you
can
see
user
fees
and
the
and
the
funded
portion
through
the
rebates
is
by
far
the
largest
amount
sundry
revenues.
We've
got
the
Green
Lane
landfill.
There.
F
What
this
looks
like
in
terms
of
committed
versus
variable
expenses,
I
wanted
to
put
this
slide
up
just
so,
you
can
see
how
much
of
our
expenses
are
are
somewhat
committed.
These
are
either
contracted
services
that
are
long-term
contracts
with
built
in
escalation
clauses
already
the
work
that
we
need
to
do
it
at
Green
Lane.
In
order
to
sustain
that
asset
to
for
disposal
over
the
long
term,
some
of
our
ID
C's
contribution
of
the
fund,
so
we
can
maintain
state
of
good
repair.
F
So
we
run
you
know,
are
the
2018
impact
of
CPI
alone
is
around
four
point:
six
million
dollars
we've
been
able
to
go
through
identify
some
different
efficiencies
through
the
system
and
offset
that
by
both
four
point,
1
million.
So
we're
coming
in
with
a
net
pressure
of
a
roughly
half
a
million
dollars
on
a
four
hundred
million
dollar
budget
coming
into
the
18
budget.
So
we
got
very,
very
close
to
zero,
but
just
not
quite
there
in
terms
of
pressures,
so
we
I
mentioned
priced
escalations
on
some
of
our
contracts
that
are
built.
F
In
already.
We
have
a
few
things
in
the
solid
waste
division.
That's
probably
unique
to
the
solid
waste
division
in
the
city.
Where
we
have
volume
fluctuations,
we
have
some
of
our
contracts,
kind
of
like
glue
with
the
sale
of
water
depending
on
how
much
water
gets
sold.
It
impacts
your
financials.
We
have
similar
types
of
fluctuations
where
the
amount
of
garbage
that
gets
produced.
In
some
cases
we're
paying
for
that
on
a
per
ton
basis.
If
you
have
less
garbage,
you
pay
less.
If
you
have
more,
you
pay
more.
F
So
there
are
fluctuations
in
the
system.
We
also
have
other
sensitivities
like
the
pricing
and
the
commodity
market,
so
sale
of
recycled
materials
can
be
up
or
down
a
couple
million
dollars
a
year
depending
on
how
the
markets
are
doing.
We
we
have
issues
now,
potentially
with
some
sale
of
recyclables
because
of
a
new
foreign
policy
called
national
sword
program
that
China
has
put
in
place.
So
we
are,
our
financials
are
directly
impacted
by
foreign
policy,
from
some
of
these
other
international
and
and
and
I've
quite
distant
countries
where
some
of
our
materials
go.
F
So
you
can
see.
Overall,
we
got
to
0.1
percent.
We're
target
was
0,
we
got
to
0.1
percent
and
then
the
recommended
below,
or
the
revenue
changes,
the
recommended
rate
increase,
which
we'll
show
you
in
a
minute
and
then
some
of
the
other
revenue
streams.
In
some
cases,
our
price
of
recyclables
is
doing
better
than
what
we
had.
We
had
planned
for
or
we're
forecasting
it'll
come
in
a
little
bit
higher
and
then
just
other
recoveries
Salem.
F
You
know
the
materials,
those
sorts
of
things
in
terms
of
our
capital
budget,
so
the
priorities
here
are
completion
of
the
Dufferin
organics
processing
facility
and
Disko
organics
facilities.
Those
are
both
ongoing
construction
projects
that
will
be
completed
in
2018,
maintaining
our
assets
or
transfer
stations
and
our
diversion
facilities
and
investing
in
state
of
good
repair
to
to
maintain
those
facilities.
Landfill
cell
development
is
something
that
we
is
a
constant
ongoing
as
we
have
to
manage.
Garber
we've
got
to
continue
develop
cells
to
put
that
garbage
in
our
long-term
waste
management
strategy
implementation.
F
We
have
160
closed
landfills
that
were
responsible
for
so
we've
got
perpetual
care
of
all
those
landfills.
We've
got
for
ongoing
biogas
utilisation
projects,
which
will
be
a
future
revenue
stream
for
the
division
to
help
offset
our
costs
to
a
radio
replacement
is
a
partnership
between
solid
waste
transportation,
water,
at
least
three
of
us
I.
F
Think
there's
a
fourth
in
there
as
well,
where
we're
looking
at
consolidating
all
of
our
resources,
moving
forward
with
one
option
for
our
radios
that
we
use
and
in
other
various
modernization
and
transformation
projects,
the
10-year
capital
budget
plan,
as
you
can
see,
for
18
114
million
overall
in
the
10-year
capital.
This
drops
off
over
time
to
down
as
low
as
2025
we're
around
forty
five
forty
six
million
dollars.
F
So
we
are
having
a
dip
in
terms
of
our
total
capital
expenditures
over
the
next
little
while
and
then
we'll
see
a
spike,
as
you
can
see
in
the
the
future
projection
later
on,
which
I'll
show
you,
we've
got
about
40
450
million
outside
of
our
ten-year
forecast.
So
when
I
say
that
the
rate
that's
we're
bringing
forward
is
is
acceptable
for
the
10
year
forecast.
That's
an
act,
an
accurate
statement,
but
we
are
gonna,
have
some
major
capital
that
we're
gonna
have
to
invest
in
outside
of
that
10-year
forecast.
F
In
terms
of
funding
how
that
money
actually
gets
used,
you
can
see
on
the
the
graph
and
the
left
there.
It's
a
combination
of
legislated
state
of
good
repair,
various
servants
and
service
improvements
that
we
make
and
then
some
growth
related
initiatives
as
well
and
then
on
the
right.
You
can
see
our
split
between
recoverable
debt
and
how
we
actually
financed
through
the
reserves
right
now.
Solid
waste
has
270
6.8
million
in
total
debt
against
the
division,
and
certainly
we're
looking
at
ways
to
reduce
that
debt
overall.
F
Finally,
I'll
talk
about
the
rates,
so
this
is
what
the
rate
proposal
looks
like.
If
you
remember
last
year,
we
brought
forward
a
blended
rate
which,
recognizing
that
our
cost
by
customer
type,
go
off
and
go
up
and
down
differentially
between
customer
type,
year-over-year
so
for
multi
residential
it'll
be
a
1%
increase,
which
is
the
same
as
last
year:
single-family
and
residential
of
commercials,
a
2%
which
is
the
same
as
last
year.
Bag
tags,
bin
purchases,
other
more
commodity
type,
things
that
we
offer
are
going
up.
F
His
rate
of
inflation,
the
commercial
DAC
schools
and
tipping
is
going
up
by
five
point.
Two
percent,
which
again
is
the
same
as
last
year,
which
brings
us
into
the
blended
rate
of
one
point:
nine,
which
is
a
little
bit
lower
than
last
year,
which
was
at
two
point
two,
this
this
slide
deck
does
not
talk
about
the
potential
rebate,
changes
and
what
that
may
look
like
that
comes
forward
as
part
of
the
tax
budget
program
in
terms
of
what
that
looks
like
in
hard
cost
to
the
resident.
F
F
F
So
that
so
right
now
we're
you
know
over
the
last
nine
years,
we're
running
at
around
a
1.6
percent
rate
increase
average.
So
we
are
trailing
the
rate
of
inflation
year-over-year.
How
will
that
money
gets
spent
largely
for
capital
reserves,
for
state
of
good
repair
at
the
transfer
stations
and
our
organics
processing
facilities,
and
in
that
2018
operating
expenditure
pressure
that
we
weren't
able
to
mitigate
in
terms
of
where
that
money
gets
spent
or
whether
it's
committed
or
not?
You
can
see
for
the
18
budget.
F
The
money
is
already
either
a
part
of
legislation
that
we're
required
to
do
in
order
to
comply
with
legislation,
it's
already
contractually
committed
or
its
state
of
good
repair
activities
that
are,
for
the
most
part
already
underway.
What
does
that
do
to
our
reserve?
So
this
is
what
our
reserve
looks
like
over
the
10
period,
assuming
about
an
85%
spend
rate
on
capital.
Were
forecasting
will
be
at
about
77%
at
end
of
year
this
year
between
75
and
77?
F
So
if
we
continue
a
rate
of
inflation
increase
year
over
year
by
2027,
we'll
have
roughly
65
million
in
the
reserve
but
recognize
in
the
longer
term.
Beyond
that
10-year
forecast,
as
I
said,
we've
got
about
450
million
in
capital
that
will
have
to
be
spent.
This
reserve
will
not
necessarily
be
sufficient
to
do
that.
F
So
again,
lots
of
unknowns
at
this
point
that
we're
talking
beyond
ten
years
out
as
to
how
we
move
forward
with
this,
but
I
will
say
that
there
are
a
number
of
we're
not
bringing
forward
a
multi-year
plan
like
we
did
last
year
and
the
reason
that
we're
not
bringing
forward
the
multi-year
plan
is,
there's
a
lot
of
unknowns
and
variables
in
the
solid
waste
industry
right
now
that
could
impact
what
our
financials
will
look
like
over
the
next
ten
years.
So
to
give
you
an
example
of
a
few
we've
got
our
contamination
program.
F
If
we
can
get
our
contamination
and
check
that
could
very
real
very
well
reduce
our
operating
pressures
by
several
million
dollars
a
year.
We've
got
the
new
legislation
for
blue
box
recycling,
which
basically
says
right
now
we're
supposed
to
get
roughly
50%
of
the
cost
for
our
from
stewards.
From
the
you
know:
Walmart's
Procter,
&,
Gamble's,
uni,
leavers
of
the
world.
We
end
up
getting
about
43
percent
of
that
cost.
Year-Over-Year
the
new
legislation
will
fund
a
hundred
percent
of
that
program.
How
that's
all
gonna
work?
We
don't
know.
Yet.
F
This
is
all
in
discussion
with
the
province
and
all
on
and
all
of
their
parties,
but
it
could
be
a
significant
cost
reduction
to
the
city
year-over-year
and
the
the
other
thing
to
other
things.
We've
got
our
renewable
natural
gas
projects
that
once
they
come
online
that
will
be
a
rep,
a
net
positive
revenue
stream
to
the
city.
They
will
be
able
to
help
offset
future
rate
increases
and
then
we've
also
got
development
charges
under
the
amendments
to
the
development
charges.
F
Solid
waste
is
now
eligible
for
the
first
time
to
apply
development
charges
to
growth
related
projects
in
the
city.
That's
never
been
allowed
before
under
the
legislation,
so
we
are
still
working
through
what
that
would
look
like.
We
don't
have
enough
information
right
now
through
that
process,
because
it
is
brand-new
to
bring
for
it
in
the
18
budget,
but
it's
certainly
something
that
we
can
look
forward
to
bringing
into
the
19
project.
F
So
there's
there's
four
major
changes
that
are
happening
in
the
industry
right
now,
all
in
a
state
of
flux,
we
will
know
more
within
the
next
six
to
eight
months,
so
what
we
decided
was
we
would
bring
forward
a
budget
for
the
18
year.
This
is
the
budget
for
the
18
year
and
then
once
we
know
have
a
much
better
line
of
sight
on
all
those
other
variables
and
unknowns.
F
C
We
go
back
to
well
quickly,
just
back
to
page
six.
This
is
just
something
I
heard
at
the
zero
waste
conference
this
week.
You,
you
noted
that
you're
researching
what
to
do
about
improving
the
textile
diversion
because
that's
a
that's
the
the
next
most
present
thing
in
the
stream,
but
there
was
discussion
at
the
conference
this
week,
the
annual
general
meeting
for
the
National
zero
waste
conference
that
textile
diversion,
which
is
a
shipping
to
Africa
and
shipping,
to
China
that
that
increasing
these
places
are
saying
we
won't
take
it.
C
F
So
we're
looking
at
all
those
different
options
right
now
there
there
was
just
a
recent
announcement
as
much
as
last
week
made
about
a
number
of
East
African
countries,
which
is
the
primary
source
or
destination
for
a
lot
of
used.
Textiles
in
North
America
right
now,
they're
now
indicating
that
they're
cutting
off
that
that's
the
ply
of
material
to
build
up
their
own
economies
to
manufacture
their
own.
It
was
going
largely
to
those
countries
for
reuse,
which
means
you
know
again
we're
subject
to
fluctuations
and
markets
and
commodities.
That's
another
commodity.
F
So
our
textile
research
is
looking
at
there.
When
we
when
place,
collects
textiles,
some
of
it
goes
into
a
Value
Village.
The
higher
quality
material
will
go
for
reuse
locally.
Lower
quality
materials
may
go
somewhere
else.
Some
of
it
may
get
shredded
and
used
in
different
industrial
processes
as
shredded
textiles.
So
there's
all
these
different
options
so
we're
looking
at
what
are
all
those
different
options,
but
we're
also
looking
at
you
know
what
we
don't
want
to
end
up.
F
C
Right
so,
if
those
things
start
to
change
on
sort
of
the
global
scale,
the
other
one
they
were
talking
about
was
getting
to
the
point
where,
where,
when
we
are
sending
things
when
we
are
marketing
things
out,
16
percent
of
the
revenue
has
to
do
with
the
sale
of
recyclables
and
other
revenue
sources
and
another
six
and
extended
producer
responsibility.
There's
another
conversation,
they're
gonna
pack.
Next
and
people
like
that.
We're
organizations
like
that
we're
there
and
talking
about
we
don't
want
to
just
keep
paying
stewardship
funding
you're
telling
us.
C
What
we
have
to
do
is
stop
creating
colored
bottles
like
an
orange
bottle
to
represent
Gatorade
we'd,
rather
spend
the
money
on
changing
our
product
to
what
you
want
and
give
you
less
money.
But
we,
a
fair
chunk
of
our
budget,
is
counting
on
that
EP.
Our
money
coming
to
us
are
you
forecasting
and
allowing
for
that.
If
those
changes
came,
our
our
financial
model
would
continue
to
work.
F
Those
types
of
changes-
you're
referring
to
our
financial
model-
would
actually
improve
overall.
So
if
you
take
our
entire
recycling
program,
very
very
rough
numbers
at
roughly
sixty
million
dollars,
a
total
cost
yeah,
roughly
twenty
million
dollars
of
that
we
recover
through
the
sale
of
recyclable
material,
which
leaves
us
with
40,
roughly
20
of
that
we
get
through
stewardship
funding
and
my
other
20
is
a
net
cost
to
the
city.
F
Under
this
new
program
under
the
new
legislation
that
20
million
of
net
cost
would
be
paid
for
by
the
stewards
as
well,
so
that
basically
frees
up
20
million
dollars
of
operating
costs
year
over
year
in
the
solid
waste
budget.
But
again
this
is
all
dependent
on
how
that
transition
happens.
What
the
terms
of
agreement
are,
there's
a
lot
of
unknowns
as
to
exactly
how
that
would
work,
but.
C
C
Where
are
they
going
and
what
happens
to
their
diversion
and
and
you've
researched
it?
You
say:
you've
been
tracking
them
and
some
of
them
are
picking
up
private
collectors
and
you're
finding
out
they're
not
doing
any
diversion
at
all
in
some
cases
are
down
to
one
stream.
Are
we
doing
any
kind
of
researcher
consultant
work
that
looks
at
getting
to
the
point
where
we
have
the
ability
to
legislate,
or
at
least
ask
the
other
government
to
legislate
so
that
whether
you
go
private
or
go
with
us?
You
have
to
do
three
streams.
Yes,.
F
We
are,
we've
actually
done
a
lot
of
that
work
already,
and
we've
even
reached
out
to
the
business
community
to
have
an
initial
round
of
consultation
on
that
to
get
their
perspective.
We
are,
we
are
doing
it,
but
the
province
is
also
doing
it
in
parallel.
Right
now,
the
province
is
responsible
for
those
activities
in
the
enforcement.
Okay.
F
They
are
reviewing
their
legislation
as
well,
so
we're
trying
to
work
in
parallel
so
that
we
don't
preamp
them
and
and
voluntarily
accept
a
download
for
you
know
this
program
and
all
the
enforcement
that
would
go
along
with
it,
but
at
the
same
time
to
make
sure
that
it
meets
what
we're
going
to
be
looking
for
as
well.
Okay,.
E
E
F
F
That's
that's
part
of
a
review
that
we're
looking
at
right
now
is
how
do
our
fees
compare
for
the
level
of
service
that
we're
providing,
but
to
remember
we're
providing
garbage
recycling
in
organics
part
of
our
fee?
If
you
move
down
to
simply
a
garbage
collection
or
just
a
garbage
and
recycling
collection,
the
fees
will
be
less
right.
Okay,.
E
F
That's
actually
one
of
the
recommendations
that
came
through
the
long-term
strategy,
centralized
Depot's
that
people
could
come
to,
but
also
mobile,
Depot's
for
large
multi
res
complexes
that
we
can
actually
bring
a
Depot
to
the
complex.
Again.
It's
it's
in
the
strategy.
It's
pushed
out
into
another
couple
of
years,
because
we
don't
want
to
necessarily
develop
a
system
to
manage
some
of
these
products
that
the
stewards
will
take
over
or
be
responsible
for
and
then
not
be
willing
to
fund.
F
E
F
E
Now
do
you
know
does?
Is
there
any
way
to
measure
the
bin
capacity
on
on
pick-up
day,
in
other
words,
that
the
total
capacity
of
all
of
the
recycle,
the
bins
that
are
accepting
recycled
goods
from
households
across
Toronto
in
any
given
day?
So
we
do
because
we
would
know
we
know
the
type
of
bin
that
people
people
have.
But
we
do
do.
We
know
the
capacity
of
the
bins
when
they're
being
picked
up
when
they're
when
the
stuff
is
being
picked
up.
We.
F
E
F
E
The
course
of
a
cycle
which
is
a
two-week
cycle
of
pick
up,
you
know
the
total
number,
the
capacity
of
the
bins
and
then
you
do
know
the
total
capacity
are
the
total
tons
that
are
picked
up.
I
mean
it
could
be
so
so
you
would
know
if
maybe
the
bins
were
at
80
percent
or
75
percent.
If
you
did,
if
you
did
that
calculation,
would
you
not.
F
F
E
F
F
A
E
Thank
you.
It's
true
you!
So,
if
you're
looking
at
garbage
pick
up
just
garbage
specifically
know
specifically
garbage,
not
recycling,
if
you
broke
it
down
into
two
components,
you
actually
have
the
garbage
you're
picking
up
and
you
have
the
cost
of
actually
going
there
right
and
the
cost
of
going
to
each
house
sometime,
but
residential
is
obviously
the
same,
irrespective
of
the
size
of
the
bin.
What
is
the
cost
of
going
to
each
household
I.
E
F
Cost
on
average,
so
if
I
can
draw
your
attention
to
slide
18
top
row
of
going
left
to
right,
so
that's
a
small
bin.
The
2017
gross
cost
is
two
hundred
and
forty
nine
dollars
and
sixty
seven
cents.
The
resident
in
twenty
seventeen
dollars
is
paying
through
the
rate
program.
Twenty
two
dollars
and
sixty
six
cents
and
in
the
rest
is
the
rest
of
that
cost
is
covered
through
the
tax
program
through
an
internal
transfer
from
the
tax
program
into
the
rate
program.
Thanks.
E
F
That's
part
of
the
annual
discussion
on
phasing
out
of
the
rebate,
which
is
part
of
the
tax
based
discussion
last
year.
We
did
phase
it
out
again
and-
and
that
has
happened
over
the
last
couple
of
years,
we'll
have
to
bring
forward
a
plan
whatever
that
may
look
like
as
part
of
the
tax
budget
program.
Okay,.
F
E
F
You
don't
mind
just
for
Mike
yeah,
for
a
single
family
right
now.
What
we're
doing
is
we've
got
teams
of
staff
going
out
and
reviewing
each
bin
they're
lifting
the
lids
and
identifying
if
they
find
contaminated
material
in
there,
they
will
tag
that
bin.
If
they
go
back
out
a
second
time,
they
will
push
that
bin
back
and
we
refuse
to
collect
it
until
they
clean
it
up.
F
That's
lifting
lids
and
we're
finding
about
5%
of
the
bins
lifting
lids
we're
now
going
on
a
second
route
where
we
actually
identify
well,
we'll
put
a
rear
packer
on
the
road
so
that
we
can
actually
dump
that
bin
to
see
the
full
contents
of
the
bin
and
we're
finding
15
to
20
percent
of
residents
are
actually
putting
stuff
into
the
recycling
that
they
shouldn't
be
and
same
thing.
So,
the
next
time
we'll
flag
that
household
we'll
push
it
back
and
will
refuse
to
collect
until
they
clean
it
up.
Okay,.
E
E
And
then
so
they
go
and
they
they'll
these
five
or
15%
whatever
the
number
is
they
put
a
tag
on
it
and
then
I
guess
they
presumably
go
back
the
next
week
to
check
again
or
two
weeks
later.
That's
good.
Then
the
person
hasn't
gotten
a
message
can't
read:
maybe
I
don't
know
and
then
at
that
point
they
push
it
back
and
then
at
what
point
do
they
actually
get.
F
F
Remain
hopeful
counselors
that
we
will
be
able
to
implement
behavior
change?
Yes,
100%
of
that
15%!
No,
but
I
believe
we
can.
We
can
get
it
down
to
a
much
lower
percentage,
doing
what
we're
doing
right
now
and
then
I
think.
Eventually,
we
will
get
into
a
situation
where
we've
gotta
start
charging
individuals
for
doing
okay
and
then.
F
D
F
Mechanically
or
just
people
both
mechanically
and
people,
and
they
will
pull
out
all
the
garbage,
they
will
also
pull
out
all
the
recycling
that
has
been
contaminated
by
the
garbage.
So
all
that
high-quality
paper
fiber
that's
been
contaminated.
That
contaminated
fiber
has
to
get
pulled
out
and
sent
to
landfill
as
well.
Okay,.
F
G
Just
to
touch
on
nine
counts
of
Burnside
question
as
well,
so
we
didn't
walk
about
this
morning.
All
right!
Thank
you.
So
we
did
notice
when
we
did
the
walk
about.
There
were
a
number
garbage
bags
that
they
had
rental
material
in
it.
That
was
just
sitting
there
and
then
also
recycling
bins,
which
had
garbage
right,
really
nothing.
So
my
question
goes
back
to
what
counts
of
Burnside
as
far
as
the
enforcement.
G
Does
somebody
report
it
to
you
or
to
the
staff
and
say
this
this
materials
here
and
that
you
need
to
go
and
charge
them
or
enforce
the
bylaw
like?
How
does
it
get
reported
this
morning
got
reported
because
I
was
with
you,
but
what?
How
does
it
get
reported
any
other
time
so
because
they
do
this
all
the
time
right
right.
F
Through
you,
mr.
chair,
we
saw
two
things
this
morning.
We
saw
blue
bins
that
were
full
of
garbage,
which
would
follow
our
process
where
we
push
them
back
and
not
collect
them.
We
also
saw
just
bags
of
garbage
put
out
on
the
street
with
no
tags
on
them
bags
of
garbage
put
it
on
the
street
with
no
tags
on
them.
We
immediately
call
that
address
into
our
our
colleagues
over
at
MLS
and
they'll.
G
F
G
G
F
The
program
has
been
very
successful.
We
have
collected
it's
part
of
the
the
quarterly
utility
bill
that
that
all
customers
get
or
monthly
utility
bill.
They
get
and
it's
been,
and
it
was
it's
that
money
is
being
put
towards
that
that
process
of
collecting
all
that
bulk
material.
So
that
program
has
been
implemented
and
has
been
very
successful
and.
F
G
F
It's
it's
fine
and
I
believe
we're
not
actually
increasing
that
cost
at
all
this
year,
we're
keeping
it
flat
at
the
eight
dollars
it's
been
successful,
but
again
the
cost
to
manage
that
program
is
dependent
on
how
much
material
at
the
end
of
the
year
gets
put
out.
So
so
we're
we're
doing
very
well
in
that
project.
Right
now.
Okay,.
A
A
B
A
A
F
What
it's
it's
this
is:
it's
it's
extremely
complicated.
It's
probably
a
half-hour
discussion
on
just
how
the
rebate
works
and
I
would
get
actually
the
executive
director
of
financial
planning
to
have
that
discussion,
but
changing
the
rebate
doesn't
actually
impact
the
solid
waste
budget
financials.
In
any
way.
Oh.
A
F
A
F
A
F
It's
a
so
we
do
feedback
interviews
if
we
lose
a
customer
will
welcome
talk
to
them
and
we
get
feedback.
Sometimes
it's
a
it's
a
service
complaint
that
they
will
leave
in
other
cases.
It's
we've
been
too
aggressive
with
our
requirements
for
diversion
and
it's
just
easier
to
throw
it
into
a
garbage
bin
or
under
a
recycling
bin
and
get
rid
of
it
and
not
have
an
organics
program.
So
they
leave
our
system.
There's
a
number
of
different
complaints
that
we
get.
A
A
Great
and
lastly,
like
I'm,
actually
hearing
quit
I'm,
not
sure
if
I
should
address
your
to
human
resources,
but
I
am
hearing
a
lot
of
that.
We
just
don't
have
the
person
power
a
lot
of
retirements
coming
up.
Is
this
something
that
you're
working
with
that
George
Brown
colleges
of
the
world
and
and
so
on,
or
is
that
something
that
we
should
do
on
a
citywide
basis,
given
that
same
thing
is
happening
in
many
a
department
I.
F
Threw
you
mister
chair,
I,
can't
comment
on
all
the
other
departments,
but
I
would
say
both.
We
are
actively
working
now
in
reaching
out
to
universities,
to
try
and
and
attract
new
talent.
We
do
bring
on
co-op
placements.
We
bring
on
Toronto
urban
fellows
all
the
time,
so
we've
had
some
really
good
success,
with
bringing
students
into
the
division
and
and
trying
to
basically
because
we
have
so
much
trouble
recruiting
already
experienced
people,
bring
them
in
young
and
and
train
them
to
be
able
to
be
the
people
that
we
need.
Okay,.
E
F
F
J
You
I
noticed
the
commercial
DAX
which
I
gathers
has
new
way
to
do
call
ABCs
schools
and
tipping
or
5.2
percent.
So
are
we
going
to
charge
our
own
ABCs
5.2
percent,
which
means
we're
just
going
to
have
to
they're
going
to
have
to
pay
somewhere
else
and
then
the
commercial
does
that
effect?
What
I
have
heard
from
our
BIA
is
that
they've
been
told
that
their
charges
are
going
up
significantly
for
next
year
and
added
most
recent
BIA
meeting
they're
talking
about
all
pulling
out
and
going
private.
J
F
Did
you,
mr.
chair,
we
have
a
complex
model
that
I
done
it
that
allocates
all
of
our
specific
costs
to
the
different
types
of
customers
that
we
service,
and
this
is
a
customer
that
has
been
getting
relatively
cheap
service
for
a
number
of
years.
So
that's
why,
over
the
last
year
it
was
it
was
this
way
and
again
this
year
we've
had
to
increase,
there's
more
than
some
others
to
make
sure
that
they
are
actually
paying
the
cost
of
the
services
that.
J
G
J
J
Could
you
please
tell
me
more
about
what
you
said
with
the
provincial
and
city
government,
because
we've
got
direction
to
do
that?
You
have
direction
to
do
that
and
I'm
wondering.
Are
you
going
to
report
out
on
this
in
more
detail,
because
I
I
think
everyone
is
quite
interested
in
understanding
the
authority
we
have
to
enforce
versus
what
the
provincial
government
is
doing
right.
F
Through
you,
mr.
chair,
yes,
you're,
absolutely
right
right
now,
the
province
is
responsible
for
this
legislation
and
enforcement.
They
are
reviewing
that
as
we
speak
through
amendments
to
the
City
of
Toronto
Act,
we
were
successful
in
getting
that
amendment
that
we
also
now
have
these
powers
to
be
able
to
do
so.
Yes,
so
we're
working
on
a
document
right
now
that
will
report
back.
Our
target
is
February
public
works
committee
to
bring
great.
J
F
F
J
A
You
Council,
that's
your
last
question.
Councillor
do
bear
makes
of
them
again.
Folks
we
have
like
a
half
hour
or
really
trying
to
want
to
give
Shana
parking
authority
the
bill.
You
have
every
opportunity
to
ask
questions
next
week.
This
is
not
your
last
chance
to
ask
questions.
We
do
have
to
respect
the
Toronto
parking
authority
have
been
here
for
a
couple
of
hours.
We
have
to
give
them
their
fair
time.
K
F
Through
you,
mr.
chair,
yes,
that's
the
next
step
of
the
program
that
we
are
looking
at
is
how
we
would
actually
implement
that
and,
and
part
of
it
is,
do
we
have
to
go
to
full
bylaw
inspectors,
or
could
we
do
it
as
a
cost
recovery
program
using
staff,
which
would
be
a
lower
cost
operating
option
with
still
the
same
effect?
Okay,.
K
And
I
would
imagine
like
we
do
in
our
apartment
buildings.
If
one
of
my
kids
throws
their
pair
of
running
shoes
in
my
blue
bin
and
your
inspector
comes
I'd
still
be
at
maybe
95
or
99
percent
pure
recycling
material,
so
you
probably
wouldn't
I'm
assuming
charge
people
the
first
time.
You
don't
charge
anybody
now,
but
I'm,
assuming
on
a
cost
recovery
basis.
You'd
have
somebody
like
many
people.
Your
first
time
is
a
grace
period.
Oops
your
kids
through
running
shoes
in
the
green
bin.
Please
don't
do
it
again.
Oh
there's
some
lasagna
in
here.
K
F
K
K
So
my
blue
bin
and
I
don't
want
to
challenge
you
so
that
you'll
go
to
my
house,
but
I
guess
is
my
blue
bin
is
probably
98%
pure
if
not
higher
My,
partner
and
I
have
philosophical
kin
discussions
about
what
to
do
with
the
string
and
we
we
go
to
the
waste
wizard.
So
if
my
bin
is
at
95
percent
pure,
that
means
my
neighbors
might
not
be
at
26
percent
contaminants,
but
at
50
percent
contaminants,
that's
correct,
there'll,
be
some
bad
apples
or
some
non
caring
citizens
that
are
putting
everything
in
their
recycling
bin.
K
K
No,
you
said
about
one
third
of
the
buildings.
The
high-rises
have
gone
out
to
opted
out.
I'll
call
it
of
our
system.
To
me
that's
about
a
thousand
five
hundred
partment
buildings.
We
had
about
five
thousand
buildings
I'm,
seeing
somebody
shake
to
it.
We
have
about
five
thousand
buildings
in
the
City
of
Toronto,
roughly
roughly
yes
and
we've
got,
then
that
means
about
a
thousand
five
hundred
property
owners.
Buildings
have
opted
out
of
our
system.
So
far.
That's.
F
You,
mr.
chair,
and
we
found
this
out
through
the
mayor's
towering
challenge.
We
had
a
number
of
buildings,
apply
to
be
a
part
of
that
challenge
who
were
not
on
our
service,
who
are
some
of
the
best
diverters
in
the
city
on
a
private
service,
so
I
wouldn't
necessarily
characterize
it.
That
way,
not.
K
F
K
F
G
F
F
F
The
material
going
to
the
flare
right
now
will
be
redirected
to
a
station
that
will
clean
that
gas
Andry
inject
it
back
into
the
pipeline,
and
then
we
can
pull
an
equivalent
amount
off
at
our
collections
yards
to
fuel
our
CNG
trucks,
to
go
out
and
collect
more
organic
material
to
create
more
fuel
to
fuel
our
trucks,
and
it's
it's
circular:
okay,
great
Thank,
You.
Mr.
chair.
K
F
I
F
F
I
I
I
I
think
Kathryn
in
Seattle
would
be
happy
to
know
that
was
happy
as
well
and
then
on
the
contamination
project.
I
guess
as
well,
because
these
are
all
these
are
all
matric
you're
measuring
things
now
how
things
are
going.
So
where
are
the
two
areas
or
where's
the
area
that
you're
piloting
your
your
stamp
up?
Can
contamination
project.
F
I
F
I
I
I
F
F
Any
any,
so
our
guys
would
go
through
the
supervisor
staff
through
contracted
services
and
then
ultimately
through
city
staff.
But
there
are
other
calls
that
come
in
as
well
about
you
know
an
illegal
set
out
or
illegal
dumping,
which
all
goes
through
3
1
1
as
well,
and
when
our
staff
rode
on
the
street
they're
looking
for
contamination.
But
they
may
be
finding
other
things.
But.
I
F
F
You
mr.
chair
some
of
these
actions.
We've
only
started
as
recently
as
the
last
few
weeks,
so
we
are
just
building
that
baseline.
Now
we
want
to
work
through
the
entire
city
once
to
build
the
baseline
and
we
need
to
go
back
out
and
visit
all
those
properties,
a
second
time
to
see
if
we've
had
a
change
in
behavior
and
then
go
back
go
to
third
time.
So
we
want
to
get
through
the
entire
city
once
to
establish
the
foundation
and
the
baseline
and
and
we'll
start
monitoring
performance
of
this
initiative
against
the
baseline.
I
A
F
A
Have
just
like
we
got
about
25
minutes
left
chocolate,
Tonto
parking
authority
have
are
coming
up
to
do
the
deck
they
had
a
50-page
duck.
My
recommendations
is
to
the
committee
is
that
we
allow
them
to
present,
but
we
won't
be
able
to
ask
questions
until
the
next
meeting.
It's
as
we
went
far
too
long
today
on
questions,
so
they
have
every
opportunity
to
present
to
us,
as
the
other
divisions
did.
A
So
my
suggestion
is:
if
we
allow
them
to
at
least
present
till
four
o'clock,
and
then
we
next
week
we
will
have
an
opportunity
for
questions,
but
again
and
and
if
possible,
if
we
can
whip
through
your
deck
as
expediently
as
possible.
That
would
be
great
because
we
do
need
to
be
need
to
be
done
by
4:00.
Yes,.
H
Thanks
mr.
chair,
we
have
no
intention
of
going
through
the
50
slides
in
detail,
we'll
hit
the
highlights.
Thank
you
just
to
introduce
ourselves
I'm
Andy,
Cora
pesky,
the
temporary
lead
at
parking
authority
and
Robin
Oliphant.
Our
our
vice
president
of
finance
and
administration
will
be
running
through
our
deck
and.
A
L
Thank
you.
Mister
Budget
Committee
quickly
roll
through
these
slides
for
you.
Our
key
highlights
for
the
2018
budget
include
a
72
million
dollar
distribution,
estimated
for
2017
and
a
further
81
million
in
2018.
In
terms
of
how
our
green
pea
dollar
is
spent
for
2018,
we
are
forecasting
50
cents
on
the
dollar,
being
a
return
of
operating
profit
to
the
city
of
36
cents
and
municipal
taxes
of
14
cents.
2017
will
be
comparable
at
approximately
49
cents
in
terms
of
parking
operation
performance
for
the
2017
forecast.
We
are
expecting
to
come
in
on
budget.
L
We
have
had
some
early
car
park
closures
in
our
off-street
facilities,
which
is
adversely
affecting
our
revenues.
However,
the
success
of
the
green
pea
app
is
offsetting
that
in
terms
of
operating
expenses,
we
have
some
reductions
in
material
supplies
and
timing.
Differences
in
the
rollout
of
the
green
pea
mobile
app,
which
is
allowing
us
to
come
in
on
budget
for
the
Toronto
bike
share,
were
estimating
an
operating
deficit
of
690
thousand.
This
is
primarily
because
of
the
timing
of
receipt
of
sponsorship.
Funds
for
2017.
L
Currently,
negotiations
are
in
progress
and
we're
expecting
to
bridge
that
shortfall
in
2017
and
into
2018.
We
are
estimating
a
subsidy
per
ride
of
about
45
cents
or
18
percent
of
the
operating
budget,
which
is
favorably
comparable
to
other
city
programs,
the
2018
budget
for
the
operating
parking
operations.
Sorry
we're
expecting
actually
three
point:
five
million
increase,
year-over-year
five
point:
six
percent:
this
is
really
driven
from
our
rate
review,
comprehensive
rate
review
that
was
recently
conducted
and
is
strongly
driven
from
our
on
street
operations
and
quickly
to
bike
share.
L
The
2018
budget
were
forecasting
a
deficit
of
four
hundred
ten
thousand
or
sixteen
percent
subsidy
per
ride,
which
is
a
reduction
down
to
eight
percent
of
the
operating
budget.
The
revenue
next
year
for
bike
share
is
expected
to
grow
from
the
expansion
of
the
bike
share
network.
The
adoption
in
2017
has
been
quite
strong
and
we're
expecting
that
to
continue
into
2018,
with
a
20
percent
increase
in
ridership
all
right,
year-over-year
our
base
budget
pressures
overall
on
a
combined
basis
for
expecting
increases
of
3.1
million
or
4.9
percent.
L
72
million
of
these
projects
are
unspent,
balance
has
been
either
cancelled
or
deferred
and
in
2018
our
focus
on
capital
expenditures
is
in
the
state
of
good
repair,
as
well
as
specified
service
improvement
projects
and
over
the
next
nine
years.
A
lot
of
our
projects
are
identified
against
service
improvements,
but
they
are
provisional
at
this
time
and
subject
to
change.
L
We
have
identified
areas
in
need
or
opportunities
for
improvement
and,
as
time
comes
close
here,
we
will
have
closer
details
on
that
and
but
at
the
time
they're
subject
to
to
change
in
our
2018
capital
plan
by
funding
source.
We
do
not
initiate
any
projects
unless
we
have
fully
funding
opportunities
and
in
the
case
of
our
provisional
projects,
we
look
forward
in
the
future
to
ensure
that
they
are
covered
by
a
third
party
or
joint
venture
arrangements.
L
C
Just
a
quick
one,
you
were
talking
about
not
proceeding
unless
you
have
third-party
partnerships
and
such
is
that
why
we
see
a
lot
of
capitals
being
funded
by
air
right
sales
and
things
like
that.
Is
that
because
those
are
finished,
real
estate
transactions-
and
you
don't
include
you-
know
those
cases
in
later
years,
just
because
you
haven't
done
them
yet.
Is
there
more
potential
in
those
out
years?
Are
there
other
areas
where
you
have
air
rates
potential.
L
C
And
I
only
had
one
other
question:
I
was
joking
before
I
just
had
one
question
when
you
closing
the
parking
lot
that
I
use
whenever
I
go
to
get
my
hair
done,
however,
I'm
asking
it
because
I
see
Bay
and
lakeshore
plus
other
lot
so
I'm
assuming
it's
in
there
but
I
didn't
know
there
was
a
plan
to
close
the
Bay
Street
lakeshore
parking
lot.
That's
another
big
revenue
earner.
It
looks
like
the
ones
that
you
were
closing
for
real
bread-and-butter
locations
for
those
all
happening
in
the
same
year.
That's
a
throat
the
plan,
the.
H
H
C
H
C
H
C
H
I
mean
a
number
of
spaces
in
that
particular
facility
are
not
going
to
be
what
was
lost.
They
won't
entirely
make
it
up,
but,
for
example,
in
that
neighborhood
we've
just
completed
an
addition
of
two
floors
on
the
Hayden
church
garage
so
and
we're
also
looking
at
various
other
initiatives.
Other
possible
partnerships
in
the
Bloor
Yorkville
neighborhood
area,
young
Yorkville
area,
okay,.
C
C
Right
and
is
it
safe
to
say
the
revenue
is
up
and
you
you
mentioned
the
app.
Is
it
safe
to
say
the
projection
that
we
had
that
if
we
went
to
app
base
paying
for
the
pain
display
on
the
street,
that
we
would
see
an
update,
because
people
would
refill
the
meter
using
the
app
and
and
so
can
you
quantify
that
what's
been
the
benefit
of
doing
the
app?
Yes.
H
The
app
has
been
a
huge
success,
both
anecdotally
and
by
the
numbers
up
to
we,
we
just
launched
on
the
street
last
year
about
this
time.
In
fact,
last
week
was
the
first
anniversary
and
we're
projecting
by
year-end
that
app
will
have
taken
up
to
about
11
million
transactions,
so
we're
pacing
well
over
30%
of
the
uncontrolled
facilities.
People
are
using
the
app
as
opposed
to
the
equipment.
Excellent.
J
H
J
H
Year,
for
example,
we've
been
working
very
closely
with
transportation
services,
so
there's
a
number
of
them.
Excuse
me
there's
a
number
of
on
street
locations
where
the
area
has
changed
or
just
historically
it's
been
one,
our
free
parking
or
no
parking
where
we
could
implement
parking,
and
this
year
we've
been
successful
in
generating
about
500
new
spaces,
new
pace
spaces,
and
that
process
is
continuing.
So
we're
working
our
way
through
the
city.
H
It's
kind
of
a
fairly
analytical
intensive
process,
but
we
are
able
to
identify
new
locations
where
paid
parking
would
be
viable
and
also
as
far
as
King
Street
goes.
There
have
been
a
couple
of
reports
in
front
of
Community,
Council
and
City
Council
already,
but
the
plan
is
to
try
and
offset
on
the
flanking
streets
so
where
there's
opportunities
to
implement
paid
parking
which
would
be
displaced
from
King
Street,
we'll
try
and
take
advantage.
H
H
H
H
J
J
H
J
H
J
E
Councillor
Dave
sure
wanted
to
take
that
offline,
cuz
you're
well
past
your
time,
I
just
stopped
the
clock.
Okay.
Thank
you
very
much
for
the
presentation
and
the
answers
to
the
questions.
We
just
need
a
motion
for
procedural
purposes
to
keep
the
staff
happy
that
the
item
be
received
for
information
bouncing
on
Gianna's
all
moved
all
in
favor.