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From YouTube: Budget Committee - February 4, 2019 - Part 2 of 2
Description
Budget Committee, meeting 2, February 4, 2019 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15451
Part 1 of 2: https://www.youtube.com/watch?v=qDTrX-TAcPw#t=8m23s
Meeting Navigation:
0:07:24 - Meeting resume
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B
Know
what
if
I
could
counselor
McKelvey
had
expressed
an
interest
in
asking
questions
of
that
particular
division?
Oh
did
you?
If,
if
we
could,
she
was
just
enthusiastic
about
and
asking
questions
so
we
could
just
hold
it
down.
Perhaps
do
a
couple
more
divisions
and
and
then
go
back,
I
I,
don't
know
what
our
questions
are
or
if
she
actually
has
them,
but
she
seemed
pretty
keen
on
asking
questions
on
that.
Why.
A
C
I'm,
pretty
sure
there'll
be
some
non
members
out
there
who
want
to
ask
questions
about
parks,
forestry
and
recreation
if
they're
TVs
are
on,
but
but
I
will
start
well.
We
started
talking
about
the
the
inflation
and
cost
recovery
combination
that
leads
us
to
four
point:
zero,
seven
percent-
that
is,
that
is
just
across
user
fees.
C
D
C
D
We'll
start
with
with
user
fees,
just
as
it
relates
to
what
you
see
in
the
budget
right
now,
so
as
noted
before,
there's
a
2.18
corporate
user
fee
inflation
rate
yeah
and
as
noted
and
mr.
Vita
can
join
in
if
need
be,
there's
then
an
analysis
of
what
we
call
basket
of
goods
which,
in
each
division
looks
at
the
inflationary
rates
that
are
in
that
division.
D
So,
as
an
example
of
PFN
are
when
we
started
with
the
2.18,
we
then
looked
at
additional
influences
inflationary
influences
on
the
division,
so
a
number
of
things
came
up
that
were
much
higher
than
the
2.18,
which
are
then
blended
into
the
inflationary
rate.
So
we
looked
at
our
salaries
going
up
1.8
9%.
D
We
had
a
minimum
wage
increase
of
2.5
percent
as
a
result
of
the
new
legislation
that
was
implemented
in
that
first
year
of
implementation,
which
had
a
fairly
substantial
impact,
and
we
were
also
looking
at
gas
hydro
and
some
of
our
in
traditional
charges,
gas
being
five
percent,
hydro
being
eight
point:
six
percent
and
our
individual
divisional
charges
being
anywhere
from
five
to
eight
percent.
So
these
things
are
all
put
together
in
this
basket
of
goods
and
then
there's
a
proportionate
percentage
that
comes
out.
That
gives
us
our
inflationary
rate
for
the
year.
D
So
as
a
result
of
these
things,
our
inflationary
rate
is
at
3.0.
Seven
percent,
then
do
a
comparator
with
other
municipalities
around
how
our
fees
fit
within
some
of
those
structures
in
the
areas
that
we
do
do
fees
and
and
everywhere,
look
at
where
we
are
either
too
expensive
or
not
expensive
enough.
In
relation
to
a
similar
kind
of
service
and
other
municipalities,
and
in
many
areas,
we've
found
that
our
fees
where
we
have
user
fees
are
substantially
lower
and
we
usually
go
in
the
GTA,
we'll
go
Mississauga.
D
You
know
Ajax
some
few
municipalities
in
New
York
Region
to
get
sort
of
an
idea
of
where
people
are
at.
So
that
was
where
the
additional
1%
came
in
when
it
comes
to
the
actual
number
of
spaces.
There
is
some
fluidity
in
the
number
of
spaces
based
on
the
age
group
and
and
other
factors,
so
with
the
growth
plan
that
was
accelerated
by
council
last
year,
which
added
twenty
thousand
spaces
in,
but
just
two
programs
that
were
over
enrolled.
D
So
as
an
example,
we
added
the
twenty
thousand
spaces,
but
really
is
a
direct
approach
to
trying
to
relieve
programs
that
had
substantial
wait
lists
so
those
program
registrations,
the
total
number
of
programs
went
up
and
I
have
breakdown,
of
which
programs
and
where
and
and
that
piece
of
it,
but
other
things
that
fluctuate
on
the
total
amount
of
space
in
in
programs
every
year.
Are
things
like
facility
closures
as
a
result
of
rehabilitation
projects?
D
Are
we
had
a
major
community
center
that
was
closed
last
year
and
for
a
part
of
the
year
before
we've
had
fluctuations
in
our
registration
in
as
an
example,
preschool
programs
where
the
legislation
has
changed
and
we
now
cannot
offer
you
know
programs
for
for
anyone
less
than
four
without
a
caregiver
presence.
So
these
are
the
types
of
things
overall
that
change
the
the
participation
rates,
but
in
all
the
twenty
thousand
spaces
that
were
funded
last
year,
went
to
the
appropriate
places
so
that
we
could
expand
those
programs
right.
C
D
Through
the
chair,
the
the
the
registration
process
is
is
fluid
and
it's
not
determined
by
whether
on
the
waiting
list
or
whether
you're
on
the
welcome
policy
or
whether
the
Center
is
a
free
Center
or
a
paid
Center.
You
go
in
through
the
same
process,
so
welcome
policy
as
an
example.
If
you've
qualified
for
welcome
policy
pre-qualified
for
welcome
policy,
you'll
have
the
welcome
policy
amount,
credited
to
your
account,
and
then
you
enter
the
regular
registration
process
just
like
anyone
else.
So
there's
no
difference
in
in
as
an
example.
C
C
Well,
the
only
thing
the
only
thing
left
about
welcome
policy,
then
is
it
dropped
by
600,000,
so
you're
pulling
that
out
and
adding
the
the
gross
spaces
back
in?
But
are
you
confident
that
that
drop
really
is
from
free
centers,
because
if
we're
raising
rates
and
I
understand
the
cost
recovery
program?
But
if
we're
raising
rates
there's
a
certain
percentage
of
welcome
policy,
people
who
see
camp
fees
are
now
so
much
that
I
don't
even
have
enough
in
my
account
by
summer.
So
I'm.
D
So
through
the
chair
and
and
and
this
was
actually
directed
by
counsel
several
years
ago-
around
welcome
policy
rates,
so
the
welcome
policy
entitlements
automatically
increase
at
the
same
rate
as
what
the
inflationary
rate
is
for
our
fees
and
programs
gets
a
lift
as
well.
Okay,
the
welcome
policy
entitlement
for
both
children
and
youth
would
go
up
by
the
four
point:
seven
oh
seven
per
second
this
year,
so
that
there
isn't
any
loss
of
affordability
for
that
group.
That
okay,
which
is
most
people
thank.
A
B
D
D
B
D
Litter
picking
in
ravines
there
was
an
expansion
of
the
parks,
Ambassador
Program,
that
was
recommended
through
the
parks
plan,
which
has
not
been
fully
implemented
but
has
been
partially
implemented
last
year.
There's
a
further
implementation
of
the
swim
to
survive
program
that
is
not
being
recommended
this
year
and
not
being
recommended
because
we've
actually
advanced
the
program
into
phase
four
of
the
program
and
there
isn't
any
surety
that
we'll
be
able
to
advance
it
any
further
this
year,
just
based
on
the
capacity
for
the
school
boards
to
to
pick
it
up.
D
E
Through
the
chair
so
phase
four
we've
thank
you.
We
have
fully
implemented
and
consisting
phase
five,
which
would
get
us
up
to
the
18,000
or
so
participants
we
can
implement
next
year
will
bring
about
based
on
available
funding
and
also
it
gives
us
an
opportunity
to
continue
to
build
our
partnership
with
TDSB,
because
we
do
need
them
to
bring
the
additional
schools
on
board,
which
takes
a
bit
of
time.
So
we're
comfortable
with
the
phasing
okay.
D
Just
to
bring
people
back
to
last
year,
we
did
expand
the
program
partially
last
year,
especially
in
relation
to
the
Downtown
Eastside
sort
of
response.
In
the
demand
for
program,
we
have
originally
recommended
many
more
positions.
We've
had
some
relief
through
the
partial
implementation
last
year.
There
still
is
some
unmet
demand
around
general
park,
supervision
from
Park
ambassadors,
but
currently
the
additional
resources
are
being
used
where
they're
most
required.
D
B
In
the
forestry
division,
we
were
speeding
up
the
timetable.
It
looks
like
they're,
speeding
up
quite
considerably
but
nothing's
changing
in
the
budget.
It's
predicting
the
wait
times
for
service
requests,
which
were
10
months
in
2018,
will
become
3
months
in
19.
Is
there
an
increase
in
the
budget
or
staffing
levels
through.
D
D
B
D
So
there
are
some
there's
a
list
of
different
reserves:
there's
some
forestry
that
called
that
pulls
from
reserves
based
on
the
forest
management
plan
that
was
approved
by
council
several
years
ago.
We
have,
in
this
budget,
pulled
a
little
bit
extra
from
reserves
to
ensure
that
the
service
level
remains
the
same.
Why.
D
B
D
You
know
there
are
there's
the
reserve
that
was
from
the
environmental
fund
from
several
years
ago,
which
is
what
we
use
around
the
operating
budget
and
is
depleting
I
think
there's
around
five
million,
where
12
million
left
for
future
years,
and
there
is
also
development
reserves.
So
when,
as
an
example
through
development
applications,
there
is
some
money,
that's
contributed
to
the
reserves
from
those
applications
that
are
then
invested
in
planting
strategies.
Okay,.
F
D
D
G
You
mr.
chair,
let's
look
at
the
capital
backlog,
shall
we
so
I'm?
Looking
at
page
26
of
the
analyst
notes
and
I
note
that
currently
the
backlog
as
a
percent
of
asset
value
is
15
point
1
percent
and
over
the
course
of
our
10
year
capital
plan,
it
increases
by
170,000
odd
dollars
to
about
20
point
3
percent,
so
we're
increasing
the
backlog
by
the
third
from
where
it
is
now
all
right.
I
got
that
roughly
right
through
the
chair.
B
G
B
G
G
B
G
G
D
D
G
D
The
parks
plan
is
effectively
over
in
in
last
year.
There
were
some
areas
of
the
parks
plan
and
we
did
report
out
on
this
at
parks
and
environment
last
year.
I
believe
that
we
were
very
successful
in
accomplishment
the
most
important
one
to
know
it
would
be
an
increase
in
the
small
sort
of
C
capital,
repairs
and
parks,
and
that
resulted
in
things
like
a
large
bench
replacement
program,
large
picnic
table
replacement
program
and
some
other
additional
rehab
components
are.
D
The
ones
outstanding
would
be
as
noted
here,
the
in
parks
ambassadors
program
and
the
expansion
of
that
was
not
achieved
to
the
extent
of
parts
plan.
There
were
also
increases
in
our
horticultural
resources
that
were
recommended
in
the
plan
that
were
not
achieved
over
the
five
years
of
the
plan,
and
there
was
also
recommendations
around
an
increase
in
overall
maintenance
and.
D
G
D
G
D
I
H
B
I
B
D
The
chair,
the
shared
an
exclusive
use
agreement
has
been,
as,
as
you
likely
know,
and
over
hold
for
several
years,
and
that
lease
came
up
I,
believe
eight
or
nine
years
ago,
and
we've
been,
you
know,
ongoing
negotiations
with
the
TDS
be
around
renewing
it.
We
are
just
beginning
a
process
around
renegotiating
the
pool
agreement.
We
had
extended
it
for
two
years
on
mutual
agreement
with
the
TDSB
and
now
we're
getting
to
a
period
where
we
need
to
renew
it
and
and
formalize.
The
next
stage
of
the
partnership
is
all
of
that
in
this
budget.
D
I
I
D
I
D
E
I
E
Our
exclusive
use
space
agreement
gives
us
exclusive
use
to
certain
spaces,
above
that
we
have
to
generally
permit
the
spaces
that
we
require
in
some
schools.
There
are
some
schools
that
have
a
more
unique
situation,
but
in
most
cases,
if
we
need
classrooms
gymnasiums,
they
currently
are
permitted
as
some
space
within
the
school's
our
exclusive
use.
We
would
continue
to
permit
those
spaces
and
we
have
to
get
the
consent
of
the
principal,
but.
I
D
C
E
C
D
The
chair
I
think
we
have
identified
a
estimate
around
what
it
would
cost
to
implement
such
a
program.
We
still
have
work
to
do
with
the
user
group
that
has
been
very
involved
in
this
in
coming
up
with
the
actual
outline
of
the
program,
but
we
have
estimated
as
an
example
how
many
hours
of
full
time
and
yeah,
but
those
Life,
Guards
costs
and
instructor
costs
might
be.
The
actual
program
still
needs
to
be
developed
to
a
certain
extent.
I.
C
Have
some
other
questions
so
I'm
just
gonna
wrap
it
up
in
one
thing
that
this
is
over
three
years:
it's
still
only
a
hundred
and
sixty
thousand
dollars,
and
if
this
pilot
succeeds
and
informs
you
something
are
there
other
aquatic
facilities
in
the
city
either
now
are
being
built
as
a
result
of
a
development
dollars.
We're
having
this
kind
of
approach
in
place
will
be
used
again.
C
D
The
chair,
certainly,
if
it's
a
pilot
that
that
that
that
is
deemed
to
be
successful.
It
is
something
that
we
could
use
throughout
the
city.
But
I
would
also
note
that
the
the
income
assistance
programs
that
we
have
the
number
of
free
programs
that
we
have
in
the
free
community
centers
that
we
have
also
go
a
long
way
towards
allowing
you
know
children
in
low
income,
families
and
neighborhoods
to
participate
in
those
programs
without
any
fees.
D
C
And
a
significant
cost
if
we
flip
all
the
way
to
page
42,
the
big
IT
programs,
they're
gonna,
help
you
manage
not
only
registrations
and
waitlist,
but
also
your
HR
function,
big
IT,
big
up
for
the
PF
in
our
region.
We
really
asked
for
a
business
case.
How
do
we
know?
How
do
we
know
that
that
what
the
what
the
not
only
what
the
costs
of
this
are
gonna
be
once
it's
done:
what's
the
cost
to
run
it
and
in
positions
and
dollars,
and
and
what
do
we
get
out
of
it?
C
D
Through
the
chair,
we
are
working
on
developing
more
clear
estimates
around
what
those
benefits
and
cost
savings
may
be,
noting
that
in
some
cases
we're
either
implementing
a
new
system
that
was
never
there
before.
So
we
don't
have
a
real
good
idea
of
what
those
cost
savings
may
be
so
as
an
example,
enterprise
work
management,
which
is
a
citywide
work
management
program.
Our
parks
branch
has
never
had
an
award
management
program,
so
part
of
going
through
the
development
of
that
program
is
being
able
to
identify
what
some
of
those
savings
may
be.
D
The
registration
replacement
program
again.
This
is
a
program
that
already
exists,
we're
replacing
it
with
a
better
program
that
is
more
customer
focused
and
we'll
have
a
better
customer
benefit
likely
than
a
cost
savings
benefit.
So
there
are
a
number
of
different
benefits
that
we'll
be
working
into
that
more
detailed
report,
so.
D
C
A
A
Percent,
okay,
so
again,
when
we
were
budgeting,
give
you
X
amount
for
your
capital,
spend
you're
doing
so
many
seventy-five
percent
of
it,
and
you
just
carry
forward
every
year.
What
what?
What's?
Why
would
it
only
be
I
know
it's
an
increase
in,
but
what
would
be
the
the
major
contributing
factors
to.
D
A
number
of
contributing
factors
there's
an
example,
our
spend
rate
on
our
state
of
good
repair.
Our
debt
funded
projects
is
substantially
higher
because
of
the
rate
that
those
projects
can
go
forward.
With
things
that
may
impact
the
spend
rate
would
be
our
ability
to
acquire
land
in
a
given
year
as
an
example,
if
we've
budgeted
a
land
acquisition
and
that
negotiation
carries
over
to
the
next
year.
D
All
of
those
funds,
although
approved
in
the
budget,
would
be
carried
over
for
another
year
if
we're
building
a
large
project
as
an
example,
and
there
are
issues
around
the
land
and
mediation
of
the
land
that
made
slow
the
project
down
and
those
funds
would
be
carried
over
to
the
next
year.
So
wherever
we
can
we're
spending
it
as
quickly
as
we
can
and
working
with
finance
staff
in
an
appropriate
stage,
gating
process,
so
that
the
appropriate
funds
are
in
the
appropriate
year.
So.
D
B
B
D
D
Officer
to
look
at
the
flooding
of
waterfront
parks
in
that
strategy,
they're
all
funded
by
capital
funds,
so
there
isn't
any
increase
to
the
budget,
and
it's
been
our
experience
that
if
we
can
support
the
delivery
of
capital
budgets
through
some
additional
staff,
we
are
our
delivery
rate,
is
faster
and
better.
So.
D
The
chair,
there
is
still
a
cycle
of
capital
development,
regardless
of
how
many
staff
that
we
have
working
on
it
so
as
daniel
has
referenced,
there's
a
design
process,
there's
a
tendering
and
and
procurement
process
and
then
there's
a
development
process.
So
the
two-year
period
is,
is
a
reasonable
period
for
many
of
these
projects.
I'm
not
sure
what
we
could
do
to
reduce
that
planning
cycle.
So.
B
We
have
struggled
in
the
past
because
of
a
lack
of
resources,
but
we've
with
having
additional
people
on
staff,
we're
able
to
improve
our
planning
and
that
part
of
that
planning
is
being
able
to
come
up
with
realistic
projections
on
timelines
for
projects,
and
that's
one
of
the
reasons
that
our
stated
time
frame
now
its
two-year
kind
of
a
two-year
critical
path,
rather
than
trying
to
implement
a
project
in
one
year.
When
we
know
it's
not
feasible
because
of
the
system
because
of
the
procurement
process
and
other
means
so
I
get.
B
The
line
of
my
questioning
is
trying
to
argue
for
the
staff
to
be
permanent,
because
I
think
we're
finding
a
delay
in
the
in,
in
the
lack
of
staff
capacity,
to
manage
these
projects
through
and
keeping
in
mind.
They
are
capital,
they
don't
work
towards
our
operating
tax-supported
budget.
Many
of
them
are
supported
by
development
charges.
It
may
be
in
our
best
interest
to
keep
these
people
around
and
activate
this
money
faster,
but
that's
not
a
question.
Thank
you.
B
A
A
J
Thank
You
mr.
chair,
in
the
presentation
we
saw
earlier
aging,
demographics
were
listed
as
one
of
the
challenges
and
so
I'm
just
wondering
if
you
could
speak
to
what
is
the
peak
in
number
of
seniors
like
how
many
more
seniors
will
we
have
next
year
versus
the
year
after,
and
how
do
you
see
that
growing
over
time,
I.
J
J
Then
for
the
operations
budget,
so
this
would
be
your
community-based
programs
and
I'm
just
wondering
we're
looking
at
capital
on
ten
years.
Should
we
is
this
an
area
where
we
need
to
be
looking
at
operations
on
a
longer
cycle
as
well,
knowing
that
each
year,
the
number
of
seniors
going
that
will
be
the
demand
for
those
community-based
programs
will
be
higher
like?
How
are
we
preparing
for
these
increase
in
operations
costs
going
forward.
L
Through
the
chair,
we
are
planning
our
operating
on
longer
term
basis.
Now
we're
part
of
the
overall
city's
plan
to
have
forecasts,
and
even
in
this
year's
budget
notes,
you
will
see
that
there
is
some
forecasting
on
operating
planning.
Most
of
the
costs
associated
with
the
programs
operated
by
long-term
care,
homes
and
services
are
kind
of
controlled,
based
on
the
fixed
number
of
beds
that
we
would
operate
their
approved
beds
and
the
Community
Programs
is
primarily
tied
to
the
amount
of
provincial
funding
that
we
receive
and.
J
And
the
last
question
is
we
have
a
youth
equity
strategy
of
poverty
reduction
strategy?
Is
there
something
similar
for
seniors,
that's
kind
of
looking
at
how
we're
integrating
and
bringing
all
these
programs
together
going
forward?
Is
that
something
that
we
should
be
planning
on
doing?
Maybe
in
the
next
few
fiscal
years
through.
K
B
L
Through
the
chair,
yes,
that
is
a
number
of
actions
that
we
take.
It's
part
of
our
longer-term
plan
of
finding
efficiencies
year
over
year,
so
we
identify
number
of
savings
and
they
just
get
consolidated
enrolled
into
this
overall
number.
It
involves
everything
from
looking
at
each
one
of
our
homes,
each
one
of
our
program,
areas,
service
areas
and
identifying
where
there
is
some
savings
that
can
be
achieved
in
addition
to
that,
we've
also
done
some
minor
restructuring
that
gets
captured
in
this
number.
B
I
think
we're
gonna
because
of
the
discussion
last
year
about
lack
of
additional
staff
time
for
training
the
paid
stuff
I'm
for
training.
If
I
remember
correctly,
we're
gonna
need
to
get
much
more
specific
with
this.
What
does
where
do
we
save
these
hours,
because
it
looks
like
there's
point
nine
positions
in
consolidating
and
streamlining
operations
and
then
some
other
positions
in
the
administrative
reduction
I'm,
just
I'm
really
curious
as
to
how
like
did.
L
So
sorry
counselor,
my
response
was
specific
to
the
one
business
case.
So
as
far
as
the
administrative
restructuring
that
particular
areas,
our
support
staff,
where
we
had
identified
some
opportunity
to
eliminate
some
positions
that
were
vacant,
that
we
could
use
those
positions
and
create
higher
skilled
positions
and
the
use
of
some
automation
and
also
reviewing
and
changing
some
of
our
business
practices.
So
we
streamline
some
of
our
processes.
So,
overall,
yes,
there
was
a
reduction
of
four
FTEs
equivalent
through
this
process
that
we
did-
and
this
is
our
support
staff.
L
L
The
ten
long-term
care
homes
and
at
our
head
office,
so
we
centralized
some
functions.
We
had
also
put
in
some
higher
level
positions
in
the
homes
and
that's
the
net
result
those
four
FTEs
and
savings.
As
far
as
the
other
business
case,
we
had
done
some
changes
in
our
model
of
care,
so
we
did
look
at
our
management
structure.
B
L
So
through
the
chair,
yes,
what
we
did
there
was
that
was
the
one
I
had
just
mentioned,
where
we
are
using
staff,
realigning
some
of
the
work
processes.
So
frankly,
it
was
a
decrease
in
some
of
our
registered
staff
and
an
equivalent
increase
in
hours
of
service
with
non
registered
staff
and
that
produced
the
savings.
So
what's.
L
B
L
Through
the
chair,
the
user
fees
are
established
under
provincial
regulation
and
it's
a
complicated
process,
because
what
happens
is
residents
who
are
in
basic
accommodation
are
eligible
to
receive
a
rate
reduction
and
that
rate
reduction
is
funded
through
provincial
subsidies.
So
each
year
we
have
to
determine
how
many
residents
are
eligible
for
a
rate
reduction
based
on
the
fees
that
are
established,
and
so
this
year's
budget
was
a
little
bit
of
a
correction
for
us
as
to
how
many
people
were
getting
reductions
in
fees.
C
Yes,
I'm
actually
not
going
to
be
that
specific
about
the
budget,
but
but
I
did
a
lot
of
zipping
to
the
back
and
looking
at
service
levels,
for
a
budget
that
I
reviewed
and
for
this
division,
the
service
levels,
don't
tell
you
anything,
I'm
wondering.
Is
there
a
plan
to
get
to
where
they
would
actually
tell
us
the
level
of
service
such
that
would
really?
It
would
really
to
tell
me
that
resident
care
long-stay
is
is
approved
for
being
provided
366
days
a
year
365
in
other
years.
Does
it
tell
me
what
happens
there?
C
It
doesn't
tell
me
what
our
service
standards
are
as
a
service
level
is
supposed
to
tell
me
how
many
times
does
a
long
term
caregiver
actually
make
contact
with
a
long
term
stay
person?
Yes,
sir?
Is
there
any
any
ambition
to
to
attack
that
in
service
levels
such
that
we
would
really
be
able
to
tell
the
level
of
care
by
looking
at
service
levels
so
that
we
would
know
if
our
staffing
was
what
it
should
be.
L
That
would
be
I,
guess
consumable
by
the
public.
We
do
work
with
other
service
providers.
The
municipal
benchmarking
network
has
been
looking
at
service
levels
at
how
to
measure
and
compare
so.
We
use
the
the
ones
that
we
use
for
public
reporting
have
been
the
number
of
days
available.
Our
case-mix
index,
which
is
an
indicator
of
your
care
levels
relative
to
the
provincial
averages,
and
we
also
use
customer
satisfaction,
but.
C
That's
but
that's
not
what
I
see
on
the
on
the
service
level.
Page
I
just
see
that
long-term
care,
if
you're
in
a
home,
is
available
365
days
a
year
and
if
you're
in
the
home
personal
care
is
available
52
weeks
a
year.
That
doesn't
tell
me
anything
about
our
what
that
means.
What
our
level
of
service
is,
what
does
personal
care
mean,
therefore,
how
many?
How
many
hours
is
available
to
each
client?
Do
you
need
more
staff,
less
staff
at
I?
C
If
there
was
any
change,
you
see
what
I'm
saying
if
there
was
any
change
in
that
how
we're
serving
people
inside
a
long-term
care
home
based
on
our
staffing,
it
wouldn't
show
up
in
service
levels
here,
because
the
home
would
still
be
open
365
days
a
year,
I
just
I
have
no
way
of
measuring
and
service
levels.
What
happens
inside
that
place
so
is
there
to
to
finance
staff
who
monitor
service
levels
before
we
adopt
them
ever
say?
Can
we
get
a
little
more
detail?
Your
division?
C
L
I
can
respond
from
from
the
divisions
vantage
point.
Perhaps
it
is
the
selection
of
which
ones
have
been
used
to
present
here.
So
these
have
been
volume
indicators,
as
opposed
to
service
level
indicators,
and
we
could
look
at
in
consultation
with
financial
planning
in
future
years
as
to
maybe
a
different
mixture
of
of
indicators
that
could
be
provided
here.
That.
C
Would
be
helpful
because
there
there
seems
to
be,
if
you
don't
mind
my
saying
mr.
chair
I'm,
putting
it
here
in
the
form
of
a
question,
but
it
seems
to
me
that
if
in
some
services
we
can
you
know
in
hard
service,
you
can
tell
me
that
the
snow
has
to
be
exactly
a
certain
number
of
centimeters
deep
and
then
we'll
come
out
and
shovel
it.
C
A
G
N
G
Oh
I
understand,
you've
got
other
needs,
but
I'm
just
I'm,
correct
you're.
Yes,
the
state
of
good
repair
backlog
doubles
over
the
ten-year
plan
correct
as
a
percentage
of
asset
value.
Okay,
it
and
some
of
that's
reflected
further
on
the
note
on
page
32
table
8,
where
you
talk
about
the
unmet
capital
needs.
G
N
G
It
would
be
a
need
that
we
might
have
to
meet
next
year,
instead
yeah
down
the
road
or
down
the
road.
Okay
in
terms
of
and
I,
don't
know.
If
this
is
you
who
needs
to
give
me
some
advice
or
MS
la
Vida
or
her
home.
So
I
heard
earlier
in
the
day
that
the
capital
plan
for
TCH,
which
has
talked
about
in
here
and
they
don't
come
and
do
a
separate
thing.
So
I
can't
ask
them.
G
Oh
okay,
so
the
capital
plan
that
was
shown
in
the
budget
highlight
document
that
we
got
at
the
bidding
beginning
showed
that
the
capital,
the
backlog
as
a
percentage
of
asset
value,
increases
by
about
80
percent
over
the
course
of
the
10
year.
Capital
plan
that
we
have
in
front
of
us.
First
of
all,
I
want
to
confirm
that
that's
accurate.
G
And
I
know
that
we
put
an
awful
lot
of
effort
in
the
last
few
years
in
defining
funding
for
two
so
that
we
weren't
closing
units
as
the
result
of
the
city
not
stepping
up
and
helping
you
get.
Those
repairs
done
and
I
know
that
we're
good
for
this
year,
but
seeing
that
backlog
climb
again,
when
do
we
start
closing
units
again,
as
there
was
if
the
city
doesn't
come
forward,
it's.
H
G
H
G
G
H
And
Sheila,
if
you
hold
tight
for
me,
please
I
will
so
I
just
want
to
make
sure
I
understand
the
numbers
correctly.
So
in
the
analyst
notes,
page
33,
so
the
projected
tenure
capital
state
of
good
repair
backlog
from
2019
2028
is
it's
a
three
billion
dollars
without
city
funding?
It
will
grow
to
three
point,
one
six
three
point
with
it
without
city
funding
after
2019.
Okay,
so
I
seen
here
so
through
it
says,
through
a
variety
of
funding
strategies.
H
Tch
see,
is
able
to
address
one
point:
one:
three
billion
of
the
3.4
billion
requirement,
leaving
a
funding
gap
of
2.3
billion
I
just
want
to
understand
what
the
state
of
good
repair
backlog
is
because
I
so
is
TCH
see
planning
to
address
a
little
over
a
billion
of
the
backlog
on
its
own
over
what
time
period
from
2019
to
2028
when
I'm
looking
so
the.
If
I
could
the
backlog
by
2028
without
federal
funding
without
provincial
funding.
Without
the
city's
hundred
and
sixty
million
a
year,
the
total
backlog
will
grow
to
three
point.
H
H
So
that
assumes
just
to
be
clear
that
assumes
no
federal
or
additional
city
funding
or
provincial
okay,
okay
I'm,
following
up
on
councillor,
perks
questions.
If
there
is
no
announcement
of
additional
federal,
provincial
or
city
funding,
significant
units
will
have
to
start
being
closed
in
2021
if
there
is
no
announcement
correct.
Okay,
thank
you.
A
O
O
Oh
one
hundred
and
seventy
three
point
one,
and
so
you
said
that
you've
been
able
to
reduce
the
unit's
closed-closed
four
to
five
hundred
and
eighty
right
and
you're
planning
to
reduce
that
this
year
to
reopen
over
a
hundred
units
again,
if,
if
the
funding
continues
yes,
so
what
we've
been
doing
is
always
you've
always
had
your
capital
plan
funded
every
year,
correct,
correct
you
always
every
year
have
come
to
this
committee
and
shown
us
if
we
don't
fund
the
plan.
This
is
what
will
happen
correct.
Is
that
what
you're
doing
today,
we.
O
Said
yes,
so
if
we
don't
fund
like
we
did
this
year
and
last
year
and
the
year
before,
what
you're
showing
us
is
without
city,
provincial
and
federal
fund,
this
is
what's
happened.
You
had
you're
not
showing
anything
different
from
what
you've.
What
you've
shown
us
the
past
four
years
that
we've
increased
your
funding
for
capital,
correct.
H
O
O
O
C
Following
along
the
same
attack,
so
if,
when
I'm,
looking
at
the
the
state
of
good
repair,
funding
and
and
backlog
I
mean
I'm
talking
about
TCH
see
now,
but
as
it
is
presented
in
your
budget,
so
page
22
when
I'm
looking
at
Soaker
funding
and
backlog
here
am
I.
Looking
at
exactly
what
we've
been
talking
about
here,
I
see
a
168
in
2018
173,
that's
TC,
HC,
plus
whatever
you
were
were
using
in
the
rest
of
the
division.
Is
that
what
that
chart
is.
Does
that
include
TC
HC
through.
C
N
So
through
the
chair,
we've
got
a
number
of
projects
going:
George
Street,
revitalization,
a
o
da,
as
well
as
the
George
Street
transition
plan
leading
into
the
closure
of
Seton
House
right.
There's
a
number
of
pieces
there.
The
regular
state
of
good
repair
budget
is
nine
hundred
thousand
well
tur
support
housing,
regular.
N
C
It
seems
to
me
you
could
at
least
put
in
a
hundred
million
dollars
in
housing
so
that
there
are,
there
is
a
10
year,
capital
placeholder,
because
if
not
I'm,
just
gonna
go
nuts
using
that
available
debt.
Why
wouldn't
I?
Why
is
there
not
a
placeholder
for
these
things
in
body-worn
cameras
this
morning?
They
have
no
idea
how
much
they're
gonna
cost,
but
they
know
they're
spending
a
million
this
year
they
put
a
placeholder
of
2
million
next
year
and
3
million
the
next
year.
C
C
O
G
C
C
C
So
if
we
know
that's
not
tenable,
and
we
know
we're
coming
back
with
a
plan
and
a
10-year
plan
is
notional
for
the
5-year
dollars
have
to
real.
The
10-year
plan
is
notional.
Why
are
we
not
using
placeholders
anymore
and
I'm?
Really
really
not
joking
I'm,
a
sound
theatrical
but
I'm?
Really,
not
joking,
because,
though
I'm
talking
about
what
is
a
normal
practice,
why
are
we
not
engaging
it
any
longer?
Three.
O
C
O
C
What
the
real
answer
is
is
that
the
fact
that
it's
not
in
the
budget
later
I
should
not
be
calmed
by
the
fact
that
there's
a
plan
coming
later
this
year,
because
that
plan
will
have
no
funding
and
beyond
next
year
we
have
no
capital
funding
to
give
TCH
see
is
what
you
are
saying.
Have
we
hit
the
wall
now
so.
O
Three,
mr.
chair,
we
are
based
on
the
work
that
we've
done
for
this
ten
year
plan.
We
are
capped,
but
we
continue
to
do
work
with
all
our
program
areas
annually
as
we
go
through
the
review.
We
brought
in
debt
capacity
this
year
of
almost
seven
hundred
billion
dollars
that
we
critical
state
of
good
repair.
It
just
wasn't
those
items.
We
will
continue
to
do
that.
Work
based
on
spending
rate
stage,
gating
all
the
things
that
we
talk
about,
which
annually
has
brought
us
the
capacity.
O
We
have
more
work
to
do
with
everyone,
because
we're
still
at
65
to
70%,
and
we
also
will
look
at
other
funding
sources
as
we
are
identified
in
the
in
the
presentation
as
well.
So
those
are
all
things
that
continue
to
be
a
major
effort
for
the
city
to
find
the
room
to
do
the
things
that
we
need
to
do.
Thank.
F
N
F
N
Through
the
chair,
we
are
definitely
working
on
that
particular
site.
We
look
at
all
of
those
factors
working
with
other
divisions
within
the
city
and
move
forward
on
a
plan.
If
the,
if
the
site
is
not
feasible,
then
we
have,
then
we
abandon
the
site
which
we've
abandoned
many
sites.
You
know
through
the
last
couple
of
years
in
terms
of
Runnymede,
we
could
look
at
very
those
specific
questions.
Well,
it's.
F
Not
just
right,
it's
just
all
of
them
like
before
we
lease
a
facility
for
shell
for
shelter.
Why
don't
we?
Why
don't
we
have
staff
or
why
aren't
we
checking
these
facilities
out
that
there
you
know
that
there
are
no
issues
that
are
going
to
happen
a
year
two
years
later,
because
then
you're
waiting,
there's
all
these
delays
and
why
aren't
we
checking
through.
N
B
B
B
Like
so,
okay,
well,
I'm
gonna
go
and
find
it,
but
like
it's
the
list
of
the
list
that
we've
provided
in
the
briefing
note
today,
just
like
for
the
record
all
this
stuff,
we
referred
to.
Stop
that's,
providing
that
that's
provided
in
the
briefing
note
ten,
not
ten,
four
or
three
three,
the
new
and
enhanced
car
service
requests
not
included.
The
list
is
feeling
a
little
light.
B
N
N
A
A
B
G
B
To
be
fair,
if
to
be
fair,
no,
if
I
and
I
could
ask
this
all
individually
or
as
a
rhetorical
question,
they
said
it
was
food,
it
was,
it
was
hydro
utility
cost,
which
I
assume
are
the
same
for
these
partners
in
the
seat.
It's
like.
When
we
want
to
raise
more
money,
we
use
a
higher
inflation.
We
want
to
give
less
money,
we
use
a
lower
inflation.
Our.
A
Okay,
next
we're
gonna
go
so
the
next
two
agencies
we're
gonna,
get
into
a
presentation
from
infrastructure
development
services,
but
first
we'll
do
questions
of
Public
Health
and
questions
of
the
Toronto
Public
Library.
So
do
we
have
questions
of
public
health?
Counselor
yeah
I
was
gonna,
say
it's
not
nuns
II
out
of
there.
A
H
H
A
H
I
admit
my
numbers
are
tiny
here,
so
I'm,
looking
at
a
net
of
256
927
gross
256
million
nine
hundred
and
twenty-seven
gross
256
million,
that
was
the
Board
of
Health
approved
budget.
What
is
the
staff
presented
budget
here
presented
budget
through
the
chair
was
two
hundred
and
fifty
four
nine
hundred
and
seventy
nine
point
two,
and
so
that
that
gap
between
the
two
is
what
if
your
math
is
better
than
mine.
I
assume
it
is
through
the
chair.
H
That's
a
dangerous
assumption,
but
it
is
1947
point,
seven
1
million
sorry,
yes,
1
million
nine
hundred
and
forty
seven
thousand
1
million
nine
hundred
and
seventy
747
747,
okay,
so
the
1.9
million.
So
the
Board
of
Health,
the
Board
of
Health,
has
a
Budget
Committee
which
did
a
deep
dive
into
the
budget
and
presented
the
Board
of
Health.
With
a
budget.
The
Board
of
Health
presented
a
budget
at
256
million,
but
the
budget
I'm
looking
at
in
front
of
me,
is
1.9
million
less.
H
Care
of
increases
for
one
time,
funding
some
base
changes,
some
increases
for
the
hundred
percent
funded
provincial
programs,
as
well
as
some
increased
costs
dealing
with
our
sis,
because
we
had
longer
operating
hours
and
all
that
information
could
actually
be
found
on
page
36
of
the
budget
notes
so
but
clarify
for
it.
So
what
program
did
the
Board
of
Health
approve
to
be
included
in
the
budget?
But
the
staff
budget
in
front
of
me
does
not
include
so
I
understand.
There
were
some
minor
adjustments
made,
but
what
program
is
not
being
included
here?
H
I
think
there's
a
student
nutrition
program,
that's
correct
the
student
nutrition
program.
So
what
student?
What
is
the
amount?
What
student
nutrition
program
was
supported
by
the
Board
of
Health?
What
is
not
in
front
of
us
here?
It
would
be
the
student
attrition
program
for
independent
schools
and
what
is
the
student
nutrition
program
for
independent
schools
so
through
the
chair?
This
is
a
program
or
a
proposed
expansion
for
a
program
that
is
existed
for
quite
some
time
in
the
city.
K
H
Through
the
chair,
it's
a
total
of
six
hundred
and
twenty
five
thousand
dollars.
Six
hundred
and
twenty
five
thousand
dollars
net
net.
That's
the
city's
contribution,
okay
and
the
difference
that
1.9
million
dollar
difference
between
the
Board
of
Health
budget
and
the
budget
in
front
of
us
is
that
the
only
programmatic
reduction,
the
expansion
in
Student
News
program
or
is
there
another
program
that
was
that
had
a
reduction
or
was
not
included.
H
H
H
Point
sorry,
1
million
net
219,000
net,
so
sorry
just
so
I'm
on
the
same
page,
so
the
Board
of
Health
approved
the
expansion
of
the
student
nutrition
program
at
625
thousand
net
and
an
increase
for
the
Toronto
Food
Policy
Council
at
two
hundred
nineteen
thousand
net.
Are
there
any
other
programs
that
the
Board
of
Health
approved
budget
that
the
Board
of
Health
approved
in
the
budget
that
are
not
here?
That's
through
the
chair?
That's
everything!
Okay!
Thank
you
very
much.
Any.
A
A
Okay,
now
at
least
I
do
have
a
request
from
councillor
nan
zyada
that
she
had
some
questions
she's
just
out
for
the
moment.
So
if
it's
okay
with
everybody,
would
you
can
get
back
in
her
chair?
If
you
know
the
questions
you
can
answer
some,
but
no,
if
I'm
just
gonna
hold
this
down
just
just
to
allow
her
to
ask
her
questions
when
she
goes
back
so
board.
Hala
can
just
wait
for
a
few
minutes.
Let's
do
library
and
then
we'll
go
back
to
a
public
library.
G
G
You
started
my
time:
I,
better
start
asking
him
if
you're
not
settled
in
I,
see
in
the
summary
of
the
budget
notes
the
analyst
notes,
there's
an
increase
in
tenant
leasing
and
room
rental
revenues,
I
I
I
assume
that's
just
an
annual
increase
you're.
Putting
in
what
percent
increases
that
those
leases.
H
K
G
Thank
you
going
to
my
favorite
questions
about
the
capital
program,
which
I
think
are
on
she's
nine
and
ten.
No
Lord
I've
lost
the
the
capital
backlog
as
a
percent
of
assets.
So
currently
it
sits
at
about
five
and
a
half
percent
and
the
plan
the
10
year
capital
plan
has
that
increasing
by
about
a
hundred
and
fifty
percent,
so
that
it'll
be
twelve
percent
at
the
end
of
it.
H
That's
based
on
a
building
condition
assessment,
that's
about
five
years
old
and
we
recently
completed
a
facility's
master
plan.
We
revisited
some
of
her
assumptions
or
feeling
is
that
those
numbers
are
very
low
and
should
be
more
like
in
the
range
of
about
double
those
numbers,
we're
in
the
process
of
updating
or
for
building
condition
assessment
this
year,
and
we
will
be
coming
back
with
an
updated
SOG
our
backlog.
Well,
we
feel
those
numbers-
a
six
percent
and
12
percent
are
probably
closer
to
10
percent
and
20
percent.
Based
on
what
we've
all
known
from.
G
From
your
latest,
though,
they
backlog
ten
years
from
now
with
our
current
capital
plan
will
be
twice
what
it
currently
is,
approximately
yes,
okay,
that's
helpful
to
know.
Turning
to
page
thirty,
in
the
analyst
notes,
I
see
that
there
are
three
new
libraries
or
three
new
library
projects,
including
the
city
hall,
relocation
and
five
plan
repairs
so
for
a
total
of
eight
branches
that
are
listed
as
unmet
capital
needs
in
the
ten-year
plan.
So
those
are
things
from
you
know.
I
know
you
did
a
lot
of
work.
G
G
And
going
to
the
service
levels,
so
page
43
and
I
see
that
with
the
library
materials
budget
on
a
per
capita
basis
that
the
collections
getting
smaller
I
see
that
two
pages
over
in
terms
of
the
library
space
per
hundred
thousand
its
declining
I,
see
on
page
47
in
terms
of
the
amount
of
internet
access
per
capita.
That's
declining.
So
the
the
the
budget
that
we
have
here
in
a
variety
of
service
levels.
H
G
C
Councillor
Burke's
was
asking
about
the
the
unmet
state,
a
good
repair
backlog
growing
over
time.
It
goes
from
68
million
to
a
hundred
forty
five
million
in
backlog.
There
is
within
libraries,
though,
a
lot
of
improvement
going
on
this
development
charge
base.
That's
growth
based
is
there?
Is
there
part
of
the
facilities
index
evaluation?
Does
that
include
looking
at
what,
in
that
backlog
could
be
taken
care
of
while
they're
doing
growth
projects
as
well?
Well,.
H
Certainly,
every
project
that
we
work
on
every
branch
renovation
we
address
both
service
improvements,
as
well
as
data
good
repair
needs
as
well.
Expansion
and
growth
needs.
So
most
projects
address
all
three
issues.
We
never
only
just
do
SOG
our
work.
We
always
address
surface
needs
while
we're
there.
It's
a
better
investment.
Well.
C
Right
but
but
I'm
thinking,
if
not
not
a
not
a
nestled
gr
project
but
a
growth
project.
Oh
good
I'll
use
an
example
in
my
ward,
because
it's
a
very
small
one
but
I
imagine
you
have
bigger
ones
elsewhere.
In
the
system,
tiny
little
Pleasant,
View
branch
will
somewhere
in
the
next
couple
of
years,
we'll
finally
get
it.
The
section
37
monies
that
are
contributing
to
doing
a
what
is
a
growth
related
thing,
they're
putting
in
automated
checkout
putting
in
a
printer
studio
and
such
so
been
designated
in
a
growth
program?
C
H
H
C
H
C
Not
only
one
operating
question
that
mr.
chair
in
in
in
terms
of
the
number
of
positions
and
and
hours
of
operation,
it
was
hard
for
me
to
tell
because
I
didn't
do
a
deep
dive
into
this
one,
as
I
did
with
some
other
divisions,
but
I'm
just
wondering
there.
There
isn't
a
huge
growth
in
positions,
but
there
was
the
North
York
Library.
The
Central
Library
over
a
Yonge
Street
coming
back
on
stream
would
have
meant
to
growth
in
positions.
K
C
C
A
F
H
H
A
M
When,
in
doubt,
I'm
calling
on
fire
to
fix
this
there,
we
go
all
right
all
right.
So
thank
you
good
afternoon.
Thank
you
for
the
opportunity
to
present
on
infrastructure
and
development
services.
Compilation
of
numerous
divisions
I
do
want
to
start
by
thanking
everybody
that
works
so
hard
on.
Putting
this
together,
I
know,
we've
had
a
compressed
time
line
and
have
had
some
very
hardworking
and
talented
people
trying
to
make
this
as
painless
as
possible.
So
just
thank
you
to
them.
M
So
when
we
talk
about
infrastructure
and
development
services,
formerly
known
as
cluster
B,
we
look
at
the
types
of
services
that
we
provide
in
the
areas
that
we
focus
on
with
city
building,
mobility,
infrastructure,
renewal
development,
Community
Safety
and
across
many
many
services
that
the
people
that
live
in
this
city
enjoy
every
day.
This
is
supported
through
a
number
of
council
adopted
strategies
and
plans,
and
they
go
from
very
large
foundational
pieces,
such
as
our
official
plan
to
very
localized
focused
issues.
M
Such
as
our
residential
infill
strategy
and
everything
in
between
certainly
vision,
zero
and
our
master
fire
plan
are
a
couple
of
key
strategies
that
help
advance
community
safety.
All
of
these
services
are
delivered.
Ids
is
a
compilation
of
approximately
nine
different
divisions.
We
also
have
a
couple
of
embedded
divisions
with
OEM
and
MC
IC,
that
does
the
capital
infrastructure
coordination.
We
are
approximately
8700
FTE
on
the
operating
side,
with
capital
staff
about
ninety
four
hundred.
M
So
this
is
day
four
in
this
role
and
it's
a
great
opportunity
for
me
to
look
all
the
great
work
that
these
divisions
in
our
service
area
deliver.
So
what
we've
chosen
to
do,
instead
of
going
division
by
division
with
accomplishments,
is
really
look
at.
You
know
those
those
themes
and
those
ways
that
the
divisions
collectively
contribute
to
advancing
mobility
for
one.
So
what
some
of
our
key
key
successes,
2015
to
2017
with
the
traffic
signal
to
retiming,
is
starting
to
result
in
some
good,
meaningful
savings
of
time.
M
For
folks,
our
King
Street
pilot
project
is
certainly
showing
some
improved
commute
times
for
transit
in
the
afternoon.
The
afternoon
rush
the
implementation
of
vision,
zero.
We
are
accelerating
as
per
councils
direction
and
support
last
year
and
continuing
to
install
red-light
camera
locations,
at
which
we've
seen
a
significant
reduction
in
serious
injuries
and
fatalities.
So
definitely
investments
worth
well
worth
the
time
and
money
and
we're
expanding
the
cycling
Network.
M
Well,
we
look
at
what
we
do
as
far
as
city
building
and
vitality,
there's
a
number
of
frameworks
and
and
really
large
plans
that
the
service
area
delivered
last
year,
two
of
which
talk
about
teal
core
in
Midtown
and
focus
are
two
of
the
largest
area
plans
that
have
been
completed
and
certainly
gives
us
some
growth
management
frameworks.
That
includes
not
just
the
built
environment,
but
also
those
hard
and
soft
infrastructure
pieces
that
really
build
a
community.
M
At
the
same
time,
we've
worked
at
mitigating
local
impacts
from
residential
infill,
led
by
Toronto
Building,
supported
by
numerous
divisions,
MLS
fine
division
that
it
is
as
implemented.
These
are
I
had
to
do
a
plug
once
I
love
you
all
equally
now,
but
at
the
implementation
of
our
apartment
building
program
and
the
rent
safety
o
is
certainly
going
to
be
a
program
that
that
reaps
benefits
as
we
go
forward.
M
Incredibly,
almost
sick
atchoo
projects
I've
been
told
substantial
impact
all
going
towards
improving
the
quality
of
the
water
that
we
enjoy
in
our
Inner
Harbor.
The
Don
River
of
Taylor
Massey
Creek,
the
rehabilitation
of
the
F
of
the
Gardiner
Expressway
massive
undertaking
last
year
awarded
the
contract
this
year.
We're
going
to
start
construction
and
I
understand
the
whole
thing's
going
to
be
done
by
2026.
Michael
Deandra
has
committed
to
that
no
pressure,
as
well
as
advancing
our
long-term
waste
management
strategy.
Again,
a
number
of
initiatives
there,
including
the
the
opportunity
to
sell
renewable
natural
gas.
M
So
a
lot
of
very
interesting
things
happening
the
green
bins
that
everybody
has
come
to
enjoy
and
the
raccoons
less.
So
now,
we've
seen
a
70
percent
decline
in
the
number
of
service
requests,
with
the
rollout
of
these
new
bins.
So
I
think
we're
seeing
some
great
success
for
for
folks
that
way,
another
large
infrastructure
project
again
another
signature
was
around
the
Portland's
flood
protection
and
what
that
is
going
to
do
through
a
tripartite
contribution,
a
one
point:
two
billion
dollar
project
and
it's
gonna
unlock
290
hectares
of
land
for
development.
M
So,
in
addition
to
doing
building
and
and
we've
also
been
educating
a
lot
of
what
we
do
requires,
it
requires
the
community
to
participate,
whether
it
be
through
behavior
change
or
whether
it
simply
be
through
letting
them
know
how
to
dispose
of
garbage
properly
or
how
to
manage
their
pets
appropriately.
So
a
lot
of
activity
in
this
service
area
on
public
education,
keeping
people
informed
and
hopefully,
hopefully,
engaged
so
with
all
that.
Of
course,
we
have
our
challenges
as
well,
as
many
have
spoken
about
growing
and
changing
city.
So
we
are.
M
We
are
seeing
a
number,
an
increasing
number
of
very
large,
high-priority
large-scale
projects,
many
intergovernmental,
certainly
with
transit
planning
and
the
expansion
of
transit,
we're
seeing
in
the
city
the
waterfront
revitalization
as
well.
The
demands
you
know
from
building
permits
and
other
licensing
permits,
I
guess,
victims
of
our
success.
M
We
do
see
those
increases
in
volumes
and
the
naturally
the
the
extent
of
work
that
comes
from
that
at
the
same
time,
managing
traffic
congestion
and
the
lake
we're
focusing
on
community
public
engagement,
as
I
mentioned
previously,
really
driving
behavior
change,
getting
people
involved
and
engaged
in
in
how
we
operate
our
communities
and
making
them
more
liveable
through
educating
on
proper
waste
management,
and
certainly
something
that
will
be
a
focus
this
year
is
on
road
safety
challenges
from
the
infrastructure
maintenance
repair.
We
have
an
aging
infrastructure.
M
There's
been
a
lot
of
discussion
today,
thus
far
on
state
of
good
repair
and
the
backlog,
and
will
speak
to
that
a
little
bit.
But
that
is
always
you
know
it's
certainly
a
challenge
for
us
as
well
and
keeping
pace
with
with
our
growing
capital
plan.
Certainly,
there
have
been
challenges
and
retune
of
attracting
and
retaining
some
skilled
talent.
We
needed
some
of
our
divisions,
which
has
some
an
impact
on
our
ability
to
deliver
on
some
of
the
capital,
but
we're
continuing
to
to
work
through
that.
M
Our
other
challenge,
as
previously
referenced
as
well
as
why
the
addressing
emerging
needs
is
really
the
the
more
frequent
impact
of
weather
events.
Are
that
we're
seeing
1
in
100
year,
storms
a
little
bit
more
frequently,
some
with
with
significant
impacts.
I
know,
councillor
Nunziata
had
some
challenges
in
her
ward
this
year
in
August,
when
I
100
and
a
1
and
100
year
rainfall
fell
and
sat
right
in
your
area.
So
certainly,
how
do
we,
as
a
city,
address
that?
How
do
we
prepare?
M
What
do
we
need
to
do
from
our
infrastructure
standpoint
as
well
as
what
do
we
do
with
our
emergency
management
response?
We
all
know
of
the
couple
of
issues
we've
had
with
private
residential
buildings,
falling
victim
to
significant
impacts
and
our
need
to
respond
and
help
those
folks
so,
as
we
think,
through
this
I'm
working
to
get
this
in
15
minutes.
M
You
will
see
a
little
bit
later,
the
capital
plan,
and
that
will
highlight
some
of
the
larger
initiatives
underway.
I've
already
mentioned
the
focus
on
vision,
zero,
our
cycling,
Network
and
making
sure
people
that
are
on
our
streets
can
be
so
can
be
there
safely
and
responding
to.
As
I
mentioned,
the
extreme
weather
events
and
looking
at
what
we
can
do
from
an
infrastructure
standpoint
as
well
as
a
response
standpoint,
we
have
a
number
of
initiatives
going
on
from
a
business
modernization,
transformation
standpoint.
M
A
couple
of
these
really
involved
cross
divisional
projects
janie
from
PFN
are
mentioned:
enterprise
work
management
system.
That
also
includes
three
divisions
in
IDs,
as
well
as
an
initiative
with
MLS
and
Toronto
Fire
on
looking
at
a
system
that
will
help
integrate
enforcement
and
inspection.
I
thought
I'd
take
just
a
minute
to
speak
to
an
item
that
came
up
to
the
corporate
presentation,
which
is
about
the
rebate
and
solid
waste.
There
is
a
slide,
therefore,
you
can
have
a
look
through
the
numbers.
M
I
think
it's
pretty
self-explanatory,
but
it
does
show
what
the
anticipated
impact
is
for
citizens
each
of
these
years
as
the
rebate
is
phased
out.
Solid
waste
management
is
a
utility
and
the
focus
or
goal
has
been
to
move
it
to
a
user
base
pay-as-you-go
facility.
Just
as
Toronto
water
is
so
we
thought
we
try
to
display
the
impact
of
the
rebate
this
way.
M
So
when
you
see
the
extra
large
bin
actually
was
phased
out
a
couple
of
years
ago,
and
the
current
annual
cost
in
a
homeowner
is
approximately
497
dollars
per
year,
as
we
roll
out
on
the
large
bin
they'll
be
at
347,
and
so
on.
Two
year
phase-out
for
medium
and
three
year,
phase-out
for
small
each
of
these
results
and
approximately
anywhere
from
a
dollar
thirty
to
a
dollar
fifty
ish
increase
per
week
per
homeowner.
M
Another
certainly
another
item.
We're
looking
at
a
waste
management
is
a
multi-year
financial
strategy
and
looking
at
their
facility
plans
as
well
so
from
an
operating
budget
standpoint
IES
and
its
totality
represents
approximately
2.9
billion
gross
budget.
You
can
see
the
distribution,
certainly
a
large
extent
of
that
comes
from
our
good
friends
in
Toronto
water
at
1.3
billion
and
the
rest
is
distributed
around.
M
Negotiate
the
collective
agreement
settlement
and
the
cost
of
salaries
is
the
biggest
chunk
of
that
and
Toronto
building,
as
well
as
upsizing
or
right-sizing
their
contribution,
which
has
not
been
subject
to
inflation
over
the
past
number
of
years.
So
talking
about
the
net
operating
impacts
are
the
key
cost
drivers.
Certainly
we
are
seeing
some
economic
factors
as
far
as
winter,
maintenance
and
other
maintenance
contracts
go
and
the
largest
ones
being
the
salaries.
We
are
ninety
four
hundred
positions,
all
subject
to
salary
increases
and,
of
course,
a
large
large
percent
of
our
budget.
M
So
you'll
see
that
that's
a
significant
contributor
to
our
cost
drivers,
we're
showing
in
the
new
and
enhanced
service
request,
there's
three
that
are
there's
a
number
of
them
spread
out:
one
and
twos,
the
largest
ones,
being
11
people
for
fire
safety,
Quality,
Assurance
inspections,
a
critical
continuation
of
an
effort
that
was
undertaken
last
year
to
make
sure
we
have
fire
safety
and
our
premises
and
additional
resources
for
MLS
to
deal
with
the
illegal
cannabis,
storefronts
and
Toronto
water
additional
positions
to
deal
utility
cuts.
Some
of
these
are
funded.
M
M
Sixty
eight
percent,
actually
out
of
the
way
these
are
funded,
it
looks
like
68
percent
is
out
of
reserves
and
22
percent
relies
on
debt
to
fund
on
the
next
slide.
We're
talking
what
is
some
of
those
specific
projects
that
are
captured
in
the
10-year
plan
and,
on
the
right
hand,
side.
Those
projects
that
are
plan
for
2019
and
you'll
see
a
lot
of
them
as
I
referenced
earlier
about
our
successes,
our
challenges
and
our
priority
actions.
M
The
conversation
of
today
about
accumulated
backlog.
So
as
a
division
with
these
two
assets,
these
two
divisions
of
Transportation
Toronto
water.
We
see
a
backlog
of
approximately
0.3%
on
the
as
a
total
of
the
asset
value
when
they
split
that
out
between
the
value
of
the
assets
and
the
relevant
backlog
that
exists.
Transportation
is
actually
sitting
approximately
eleven
point.
M
Seven
percent
of
its
asset
value
in
backlog
in
toronto,
water
at
five
percent-
and
you
can
see
over
the
ten
years
the
significant
investment
that
toronto
water
is
making
the
projects
they've
approved
the
work
that
they're
doing,
and
we
see
that
backlog
state
at
state
of
good
repair
backlog
declining
over
time.
Unfortunately,
in
transportation,
it's
still
sitting
in
and
around
that
eleven
and
eleven
and
a
half
or
twelve
percent
over
that
time
line.
M
A
Thank
You
Tracy
on
any
overall
questions.
Just
on
council
of
parts
had
a
few
overall
questions
on
the
whole
area.
Did
you
have
any
questions
that
maybe
pertain
to
that
and
then
we
could
get
into
the
individual
ones
on
the
divisions
I'm
just
throwing
it
out
there
councillor
perks.
If
you
good,
okay,
okay,
then,
let's
go.
G
M
Through
mr.
budget
chair,
I
can
share
with
you
as
yet
I
don't
have
a
plan,
but
I
will
be
having
a
place.
So
mr.
G,
Andry
and
I
have
a
date
set
to
sit
down
and
talk
about
what
the
challenges
are.
I,
don't
know
if
the
prior
plans
included
drilling
down
to
the
pipeline
of
folks
are
in
school
or
coming
out
of
school.
I
guess
I'll
be
reviewing
the
last
three
or
four
plans
identifying
what
of
those
did
or
did
not
work.
Certainly,
there
needs
to
be
a
discussion
about
compensation
levels.
M
C
C
I
want
to
ask
this
generally,
because
it's
further
to
the
conversation
that
we
had
in
our
meet
and
greet,
which
is
the
coordination
across,
we
see
the
gardener
coming,
we
see
a
lot
of
roadwork,
we
see
a
ton
of
water
work,
we
see
basement
flooding
and
then
beyond.
Our
own
work
is
all
that
underground
and
overhead
infrastructure
that
the
private
sector
is
doing.
Are
we
putting
any
additional
funds
into
coordination
here
because
we're
still
not
getting
there
so.
M
Through
mr.
chair
I
do
not
believe
that
this
budget
includes
additional
funds
or
resources
for
the
capital
coordination.
I
do
as
we've
discussed,
know
that
there
have
been
challenges
where
that
coordination
needs
to
be
better
could
have
been
better,
certainly
as
I'm
you
know
getting
into
the
position
further.
That
is
a
that
is
one
of
those
key
things.
I
want
to
get
a
better
understanding
of
understanding
where
our
challenges
are.
If
some
of
it
relates
to
relationship
with
the
utilities,
then
we
need
to
fix
that,
and
we
need
to
work
on
that.
M
If
some
of
it
is
simply
overload
of
coordination,
then
we
need
to
look
at
that.
I
would
also
suggest
that
you
know
coming
in
somewhat
blind
at
this
point,
the
extent
to
which
we're
programming
out
our
capital
plans
and
how
the
utilities
or
others
you
know,
hydro,
Rodgers,
etc,
are
planning
out
their
capital
plans.
So
as
I
get
a
better
sense
of
that,
I
think
well
be
I'll,
be
better
suited
to
give
you
an
answer,
and
whether
or
not
additional
resources
are
required
from
capital
infrastructure
standpoint
more.
M
C
C
M
O3O
mr.
budget
chair
I
think
councillor
Carol
when
we
look
at
the
number,
the
the
sheer
volume
of
work
that
we're
doing
the
dollars
that
we're
spending
and
the
dollars
that
we
need
to
have
been
going
forward.
It's
critically
incumbent
upon
us
to
make
sure
that
we
are
doing
that
as
efficiently
as
we
can
I,
don't
think
that
we
can
afford
cutting
up
or
pulling
up
a
roadway
that
we
just
paved
yeah.
We
can't
afford
to
do
that.
So
you
know
meeting
with
the
team
that
is.
M
Are
the
experts
on
this
I
certainly
am
NOT
yeah,
but
meeting
with
with
ECS
folks,
transportation,
Toronto,
water
and
really
understanding.
What's
working?
What's
not
working,
we
need
to
do
that
now.
Will
I
have
it
fixed
by
the
end
of
the
year,
I'd
like
to
tell
you?
Yes,
that's
the
goal,
but
certainly
understand
some
of
the
key
drivers
behind
where
things
are
maybe
missing.
Why
they're
missing
and
the
other
thing
I
would
overlay
onto
that
is
the
substantial
transit
expansion
projects
that
are
going
on
right?
M
That's
the
city
right
right
and
I
do
know
as
well
transportation.
Certainly,
when
they're
doing
a
major
road
reconstruction
they're,
looking
at
the
opportunity
as
well
to
embed
Complete,
Streets
and
green
design
into
that
work,
and
you
don't
have
a
full
public
realm
where
we
can
yeah
so
there's
gonna
be
a
lot
of
discussion
about
how
we
coordinate
and
where
we
can
maybe
be
improved
or
leverage
the
best
practice
that
we
already
have.
Okay.
Thank
you.
G
G
G
G
So
so
in
2015
I
asked
these
questions
and
2015
I
was
told
no
money's
getting
put
into
her
reserve,
because
these
are
complex
applications
and
then
in
2016
I
was
told
the
same
thing
in
2017
I've
been
told
that,
and
this
year
I've
been
told
that
don't
we
ever
spend
the
money,
because
every
year
your
net
contributing
to
the
reserve
I've
never
seen
a
year
where
there
was
a
net
draw.
The.
P
Through
the
through
the
chair,
the
reserve
is
relatively
new,
actually
I
believe
two
years
old.
Now,
if
I'm,
recalling
correctly
levena
and
I,
have
had
this
conversation
any
in
any
event,
certainly
with
the
cities,
with
the
divisions,
end-to-end
review
underway
and
expected
to
report
out
in
the
next
quarter,
I'm,
anticipating
that
the
use
of
that
reserve
will
come
into
play
in
next
year's
budget.
P
The
our
revenue
has
been
above
plan
for
a
couple
of
years
and
the
reserve
has
built
up
but
I'm,
anticipating
being
able
to
employ
that
reserve
strategically,
because
we
also
have
to
remember
that
it's
it
is
for
when
we
have
a
downturn
and
I'm
not
expecting
one
right.
You
never
know
the
size
of
applications
that
are
application.
Fees
for
some
applications
have
been
quite
large,
but
in
a
year,
for
example,
where
we
won't
have
one
of
those
large
or
a
couple
of
large
applications.
Our
revenues
could
be
closer
to
plan.
So.
G
G
O
That
pays
for
all
of
the
cities,
yes
for
all
the
programs
involved
and
the
only
thing
that
goes
into
reserve
from
that
would
be
the
capital
contribution
so
when
they're
working
on
their
capital
pieces.
So
so
there's
that
piece
and
then
separately
from
that
we
created
the
reserve
about
four
years
ago.
Yeah.
G
O
G
G
O
G
G
P
P
B
Thank
you
very
much
to
our
chief
planner.
This
is
on
the
appendix
three
that
the
2019
service
levels
I.
It
is
great
to
see
the
proposal
to
help
us
out
with
a
committee
of
committee
of
adjustment
applications
I,
think
the
proposal
that's
before
it
makes
a
lot
of
sense
and
because
we're
not
meeting
the
the
target.
Well,
we've
got
75%
within
sixty
days
now.
The
question
is
I'd
like
to
drill
down
a
little
bit
more
and
find
other
places.
We
may
be
able
to
make
up
some
of
that.
B
P
Hc
DQ
is
perhaps
got
a
list
of
maybe
a
couple
of
dozen
in
front
of
me,
and
there
are
many
that
are
ongoing.
Many
that
are
projected
to
commence
in
this
year
and
you'll
recall
that
the
ACD
process
is
through
two
steps.
You
do
a
study
and
then
a
plan
so
like
a
conveyor
belt,
we've
got
a
number
underway
moving
through
both
the
study
and
plan
phase
of
the
work.
So
you
can
do
how.
P
P
B
P
B
I
think
I
think
that
would
be
helpful.
Cuz
I
think
you're
gonna
have
a
briefing
note
in
your
future
about
how
we
might
eliminate
that
backlog
to
help
move
things
for
it.
On
another
point,
the
addition
of
a
staff
member
around
the
Exhibition
Place
master
plan
I
think,
is
a
really
important
step,
and
and
and
thank
you
for
for
putting
that
in
specifically
because
there's
there's
gonna,
there's
a
great
need
and
it's
right
now.
Thank
you.
B
F
Program
so
two
years
ago
we
were
told
by
the
chief
planner
that
she
needed
additional
planners
to
complete
and
to
study
some
of
the
districts
that
have
been
in
the
queue
for
a
number
of
years.
For
example,
gonna
give
you
Weston,
and
we
approved
a
budget
and
I
don't
even
see
I,
don't
even
see
that
even
on
your
list,
so
I
don't
understand
why
we're
told
one
year
that
you
need
additional
planners
to
do
a
project
and
then,
two
years
later,
it's
not
even
on
the
list.
You've
taken
it
off
the
list.
So.
P
Can
just
provided
general
comments
fair
last
January
2018
City
Planning
produced
a
report
through
PGM
that
summarized
the
state
of
the
situation
with
heritage
studies
and
offered
up
the
road
map
for
future
age,
CDs
and
and
prioritization
of
the
work
associated
with
heritage,
I'm
quite
prepared
to
come
back
to
planning
and
Housing
Committee
this
spring,
with
an
update.
Our
progress
on
both
the
status
of
the
HCBS
and
our
designations.
I
can
tell
you
that
wesson,
for
example,
on
a
study
phase,
is
planned
to
commence
this
year.
How.
P
F
P
P
G
F
A
P
F
P
F
A
J
J
J
We'll
see
it
on
their
their
budget
and
how
did
they
interface
then,
on
that
project?
With
this
because
I
know
on
the
front
page
here,
it
was
boasted
about
one
of
the
projects-
oh
right
here
so
added
to
Toronto's
in
Victoria's
shoreline
space
with
the
port
inhyun
Waterfront
Park.
So
that's
why
I
was
just
wondering
why
this
one's
on
here
and
the
other?
It's
not
so.
H
Generally
speaking,
our
work
is
focused
on
the
central
waterfront
and
we
did
two
projects
a
number
of
years
ago
when
in
Etobicoke,
one
in
Scarborough
but
large,
largely
we're
focused
on
the
central
waterfront,
TRCA
parks,
forestry
and
recreation,
transportation
and
water
involved
in
other
projects
in
the
waterfront
areas,
east
and
west
of
the
downtown.
Okay.
J
C
Just
a
quick
one,
it's
my
it's
my
usual
question.
I
had
really
no
issues
in
this.
Just
the
the
following
on
the
coordination
question
that
I
asked
the
deputy
city
manager,
where
we're
taking
along
on
basement
flooding
mitigation
projects,
I
see
another
54
million
going
into
basement.
Flooding
projects
are
those
those
is
that
spread
out
amongst
a
number
of
small
projects,
or
is
it
one
or
two
major
ones.
N
That's
right
through
the
chair
for
2019,
we
have
a
number
of
neighborhoods.
If
you
will,
where
based
on
flooding
projects
are
planned,
we
awarded
a
number
of
contracts
last
year
were
in
the
throes
of
preparing
a
few
tenders
for
this
year
as
well.
So
so
the
work
in
terms
of
construction
this
year
is
in
the
neighborhoods
not
too
dissimilar
to
what
you
experienced
in
your
own
work
and.
N
Q
3/3
of
mr.
chair
just
to
give
you
more
details
on
your
previous
question.
The
briefing
notes
for
the
basement
flooding
program
were
distributed
today,
so
you
will
see
the
the
projects
listed
and
you
will
see
them
more,
which
projects
will
be
proceeding
in
2019
by
Ward
by
councillors
they're
in
the
supplementary
information.
So
all
the
details
are
there
so
that'll
answer
your
specific
questions
on
where
the
work
is
occurring
over
the
next
few
years.
Q
Did
last
night,
with
respect
to
your
question
on
how
we
program
the
work?
Yes,
we
are
still
following
the
council
approved
policy
where,
once
we
complete
an
environmental
assessment,
any
projects
that
are
directly
related
to
sanitary
sewers
immediately
proceed
into
the
capital
program
if
they're
storm
related
in
less
than
30
mm
or
benefiting
household,
and
they
take
care
of
large
number
of
homes.
They
also
proceed
into
the
capital
program
immediately.
Q
C
Q
B
Just
one
very
quick
question:
I'm
just
curious,
and
this
isn't
a
criticism,
so
please
don't
don't
take
us
as
one
there.
A
number
of
the
new
positions
are
in
senior
communications
roles
is
like
that.
That
seems
to
be
what's
what
what
we
went.
What
we
found
is
is
like,
is
there
some
specific
reason
for
that,
or
is
that
not
the
case.
N
Through
the
chair
we
there
was
a
budget
asked
last
year
for
two
additional
positions
on
the
communications
and
issues
management
support
one
was
directed
to
the
local
roads
program,
as
you
can
appreciate
the
number
of
calls
that
we
typically
get
for
that
and
then
the
other
was
to
support
the
basement
program.
Those
are
positions
last
year.
C
So
fire
services
I
see
us
sticking
to
the
same
position
count
as
we
go
through
the
years
of
budgets,
but
we
still
keep
coming
in
and
actuals
we're
just
under
that
with
the
the
actuals
are
the
the
budget
is
always
whatever
thousand
two
hundred
and
twelve.
We
always
come
in
under
that
two
hundred
so
have
have
the
positions
been
reviewed.
Are
we
keeping
to
that
number
of
the
the
was
at
seven
thousand?
Two
hundred
and
twelve
I've
lost
my
internet
for
a
second
year,
no
three
thousand
to
two
hundred
and
twelve.
R
The
chair,
it's
it's
really,
it's
got
its
gapping
and
a
perpetual
vacancy
count
counselor.
We
have
a
tough
time.
We
continuously
and
right
now
are
going
through
a
very
high
period
of
very
high,
attrition
and
turnover,
and
we
simply
there's
a
cap
or
a
limit
to
the
number
of
people
we
can
put
through
the
Toronto
Fire
Academy
at
any
given
point
in
time.
So
we
we
generally
are
running
a
slight
vacancy
count
across
the
year
or
through
the
year.
Okay,.
C
C
R
Through
the
chair,
we,
we
were
actually
approved
to
add
the
crew
for
the
Downsview
fire
station
in
the
2018
budget.
As
a
result
of
a
delay
in
the
construction
of
that
station,
we
made
the
decision
to
defer
delay
the
implementation
of
that
crew,
so
that
crew,
which
is
a
new
additional
crew
for
Downsview,
is
scheduled
to
commence
I,
think
it's
October
October
1st
of
2019,
and
then
there
is
forecasted
subsequent
additional
crew
to
open
Woodbine
in
2021.
R
R
The
chair
that
the
allocation
of
the
physical
truck-
so
not
not
the
necessarily
the
people
the
trucks
depend
on.
We
really
look
at
the
need
overall.
In
the
best
example,
I
can
give
you
is
in
North
York
and
that
what
we
call
North
command
the
North
quadrant
of
the
city.
We've
identified
a
need
for
a
specialized
high-rise
response
apparatus,
so
we
make
those
decisions.
C
R
R
The
chair,
that's
correct,
so
we,
the
the
actual
distribution
of
the
trucks
and
cruises,
is
fluid
all
the
time.
So,
if
you
look
at
the
map
of
the
City
of
Toronto
as
we
sit
in
this
room,
those
those
trucks
and
crews
are
moving
throughout
the
city.
As
we
talk
so
they're
there
perpetually
being
moved.
That's
part
of
the
dynamic
staging
program.
It
is
also
not
uncommon
for
us,
in
fact,
right
now,
where
we're
in
the
early
stages
or
the
middle
of
a
comprehensive
review
in
north.
R
That
looks
at
whether
there
are
opportunities
for
us
to
optimize
service
coverage
by
repositioning
existing
trucks,
so
changing
the
physical
location
or
their
home
location,
not
changing
the
delivery
of
any
service
level,
not
reducing
or
adding
any
resources,
but
simply
optimizing
the
location
of
them.
So
that
work
goes
on
all
the
time
that
it's
going
on
now.
Yet
what
there's
there's?
R
B
M
So
through
you,
mr.
chair
similarly
week,
sorry
hide
me:
we
we
always
have
a
significant
volume
of
vacancies
in
our
MSO
ranks.
It
took
us
longer
again
this
year,
2018
to
hire
that
we
have
brought
on
a
class
of
826
just
a
couple
of
months
ago,
so
that
that
is
as
a
result
of
the
timing
to
hire
at
large
volume
for
our
division.
So.
B
M
Three
of
mr.
chair
what
we've
done
is
moved
to
more
of
a
perpetual
posting
and
we're
going
to
look
at
bringing
on
smaller
cadres
of
people
more
frequently
through
the
year.
So
again
that
takes
we're
taking
some
different
initiatives
as
far
as
aligning
the
training
opportunities
for
the
staff
as
well
to
make
sure
that
we
can
be
hiring
people
more
frequently
and
keep
the
seats
filled.
M
S
H
M
M
So
from
an
enforcement
perspective,
approved
positions
and
investigation
services,
approximately
121
in
our
public
spaces
team
under
our
bylaw
enforcement
group,
is
29
in
our
our
licensing.
Ble
licensing
group
is
about
62
in
our
Animal
Services
emergency
mobile
response
team
is
about
12,
so
that
brings
us
to
235.
There
is
an
ask
in
this
year's
budget
which
brings
us
up
to
251
and
that.
M
M
H
B
H
H
H
B
S
Through
the
chair
to
councillor
latent,
all
three
divisions
may
investigating
noise
complaints
so,
for
instance,
an
animal
related
noise
complaint
would
be
possibly
investigated
by
Toronto
Animal
Services.
If
it's
noise
coming
from
a
private
property
investigation
services
would
do
the
investigation
of
its
noise
coming
from
a
licensed
establishment
than
our
bylaw
enforcement
unit.
Now.
B
S
A
bit
of
a
difficult
I'll,
try
and
answer
as
succinctly
as
I
can
so
investigation
services
that
do
noise,
complaints
on
private
property,
our
officers
working
from
6:00
a.m.
till
7
p.m.
Monday
to
Friday,
and
then
we
have
weekend
shifts
during
the
day
hour
by
law
enforcement
unit,
has
a
bit
more
of
a
complex
shift,
which
I'll
turn
to
my
colleague
for
by.
G
F
S
Yes,
the
initial
funding
that
we
received
from
the
province
was
a
total
of
3
million
dollars
was
the
first
funding
amount
provided
to
the
city,
but
that
included
not
just
Misbah
licensing
standards.
That
was
court
services
as
well,
and
legal
services
were
part
they
ask
we
put
in
for
funding
and/or
we've
identified
for
using,
though
some
of
that
funding
we're.
F
S
The
chair,
so
non
police
related
calls
that
being
noise
issues
are
being
directed
to
the
city
for
the
appropriate
response
and
utilizing
the
appropriate
resources.
We
have
if
it's
an
establishment,
as
you
described,
where
it's
a
recurring
event
and
we
will
set
and
organize
a
proper
investigation
of
that
illegal
nightclub.
It's
because
it's
not
a
one
time
of
event.
It's
it's.
Those
illegal
nightclubs
or
booze
gangs
are
recurrent.
So
we
would
coordinate
with
our
other
enforcement
partners
to
do
a
coordinated
enforcement
action.
They're
not
just
MLS,
responding
to
the
noise
issue
and.
F
H
F
M
So
through
you,
mr.
chair,
as
Carlton
mentioned,
we
do
have
ongoing
meetings
with
the
AG
Co.
That
is
heightened
again,
since
the
AGCO
now
has
responsibility
for
the
licensing
of
the
cannabis
retail
storefronts.
So
certainly
you
know
if
we
will
have
a
look
at
what
is
where
we
left
off
and
what
is
it
of
your
concern?
That's
not
being
addressed.
I
know.
This
has
been
a
bit
of
a
complex
issue.
F
M
E
Through
the
chair
in
in
our
budget
present
or
in
our
budget,
we
have
added
additional
resources
to
Toronto
building
on
a
temporary
basis
and
their
plan
review
type
positions
to
help
us
with
our
review
of
work.
What
we
have
found
in
the
past
is
that
we've
been
able
to
manage
our
workload
and
meet
our
KPIs
our
targets
on
that.
However,
there
was
a
cost
of
doing
that
and
it
was
done
a
lot
through
overtime.
G
Like
I
just
see
some
of
the
like,
so
this
is
appendix
3.
Page
24,
like
I,
was
looking
at
some
of
the
service
standards,
and
I
saw
numbers
like
that
in
a
few
places
within
Toronto
buildings
and
they're,
just
a
lot
lower
than
the
frequency
with
which
we
meet
our
targets
for
like
plan
review
out
of
the
planning
department,
these
are
very
low.
Okay,
that's
our
goal,
even
with
the
new
staff
through.
E
The
chair,
dot
target
has
stayed
around
the
same
for
the
last
number
of
years,
so
it's
around
60
to
65%
in
there
you're
talking
about
the
zoning
certificate
or
a
plan
review,
which
is
on
zoning,
that
we
are
meeting
that
target
with
the
stuff
that
we
have.
That
whole
program
is
something
that's
under
review
right
now
and
hopefully
that
we
can
improve
it
through
streamlining
the
way
we
carry
out
those
reviews.
A
C
C
98%
of
the
time
95%
of
the
time
building
inspections
investigations
would
be
where
we've
sent
people,
because
we
we've
called
for
people
to
come,
because
we,
we
can't
believe
they've
been
inspected
sort
of
scenarios.
Those
are
all
happening
in
in
the
allotted.
Usually
it's
two
days
timeframe
through.
C
Given
that
this
is
a
cost
recovery
department,
does
it
not
mean
that
we
are
we're
focused
on
meeting
the
demand,
90
95%
of
the
time
in
terms
of
inspecting
once
they're
done,
but
the
review
to
get
a
development
off
the
ground
and
on
its
way
that
is
required
from
building
from
the
very
people
who
are
paying
for
your
division?
That's
that's
the
thing
that's
being
being
kept
waiting.
Is
there
and
60%
is
our
goal
in
2019?
C
E
The
chair,
that
is,
our
goal
through
our
program
review.
What
I
would
say
is
it
gets
complicated
doing
those
plan
reviews
for
the
permit,
where
we're
checking
them
for
compliance.
What
often
happens
is
this
was
what
affects
the
targets?
A
lot
of
time,
there's
prescribed
times
that
we
need
to
meet
those
targets.
C
So,
if
we're
going
back
to
do
these
service
levels
again,
could
that
be
articulated
in
there
in
some
way
I
know
we
want
to
keep
them
simple,
but
so
that
service
levels
indicated
some
sort
of
and
I
only
ask
because
it's
a
cost
recovery
type
of
department.
Could
we
get
to
the
point
where
the
commitment
is,
if
you,
if
you
meet,
if
you
meet
your
responses
needed,
we
will
meet
ours
80%
of
the
time
such
that
that
the
service
level
was
really
geared
to.
C
E
F
E
From
the
perspective
of
getting
more
clear
around
what
our
expectations,
often,
what
I
find
as
regulators,
we
do
a
good
job
of
knowing
what's
required,
but
sometimes
there's
some
opportunities
to
get
more
clear
or
what
what
the
expectations
are
from
the
industry
is
submitting
them.
So
part
of
this
program
review
would
be
looking
at
ways
to
strengthen
the
way
we
do
that
and.
F
E
The
chair,
I
believe
the
interdivisional
working
group
that
you're
talking
about
as
part
of
our
residential
infill
strategy,
so
part
of
our
in
residential
infill
strategy
with
the
whole
purpose
is,
is
look
for
opportunities
to
improve
the
negative
impacts.
I
would
say
a
residential
infill
and
can
establish
neighborhoods
what
we
put
together
as
an
inter
divisional
group
that
comes
together
on
a
regular
basis,
and
that
group
is
looking
for
strategies
to
better
improve
the
way
we
respond
to
those
issues
in
a
more
collaborative
way
and
dealing
with
it
in
a
much
more
efficient
way.
Thank.
F
A
G
I've
got
notes
on
this
one:
okay,
oh
I,
like
that
laugh
of
yours,
mr.
chair,
so
diving
right
in
so
we
got
the
overview
presentation
of
the
whole
division
in
terms
of
how
we're
doing
all
this
great
work
in
terms
of
capital.
Could
you
tell
me
if
I'm
understanding
this
correctly?
If
you
take
the
Gardner
out
of
the
transportation
capital
project,
our
state
of
good
repair
backlog
basically
triples.
Is
that
correct.
G
And
there
were
some
real
shockers
in
here
for
me
Bridget.
Could
you
tell
me
the
story
like
I
know?
Actually,
I
won't
go
there,
because
I
don't
have
enough
time
for
that.
One
going
to
page
34,
which
is
the
unmet
capital,
needs
program.
Piece
I
see
that
of
the
69
million
dollars
that
you
asked
for
in
terms
of
cycling
infrastructure.
G
I
I
I
G
I
The
speaker-
it's
not
a
specific
through
the
chair,
excuse
me
and
not
a
specific
list
of
projects,
because
we
are
currently
re
cash
flowing,
given
the
influx
of
funds
that
came
from
the
federal
government
through
the
P
tip
program
and
from
the
provincial
government
through
the
entire
municipal
community
cycling
fund.
Right
now,
I
can
say
that
for
the
2019
budget
there
isn't
a
there
isn't
an
unfunded
amount
in
the
2019
unfunded
announced
starts
I'm
trying.
G
To
understand,
because
we're
making
certain
choices
in
terms
of
our
long
term
financial
planning
about
how
much
money
we're
putting
aside
for
capital
and
how
much
money
we're
putting
in
for
capital
from
current
that
are
having
an
impact
on
our
capital
plan
down
the
road.
Oh
I
said
Road
and
I'm
trying
to
understand.
Given
the
affordability
targets
provided
by
the
city
in
the
10
year,
capital
plan,
you've
said
you're
going
to
be
about
70
million
short
for
what
you'd
like
to
do
in
the
next
10
years.
I
Through
the
chair,
the
range
of
major
corridor
studies
that
council
asked
for
future
future
consideration,
which
will
be
reported
on
in
the
report
I
mentioned
to
council
later
this
year
and
a
range
of
cycle
tracks
and
bike
lanes
and
trails
projects
throughout
the
term
of
the
ten
year
capital
plan.
So.
G
Continuing
along
the
theme
of
unmet
capital
needs
on
page
44
am
I
correct
if
I'm
reading
just
below
above
where
it
says
the
word
Eglinton
connects
that
this
budget
is
short.
One
hundred
and
eighty-seven
point
five
million
dollars
in
terms
of
what
we
would
have
to
do
to
build
the
smart
track
stations.
H
G
J
Thank
You
mr.
chair,
it
looks
like
on
page
33
of
the
budget
notes.
It
talks
about
historically
from
2012
to
2017
transportation
services
had
an
average
annual
spending
rate
of
61%,
and
that
last
year
that
was
63%
and
which
is
slightly
above
so
I'm
just
wondering
it
seems
like
this
is
something
that
happens
year
over
year
and
and
if
this
trend
continued
this
year,
it
would
be
176
million
under
spend,
and
so
are
we
I
mean.
K
So
through
the
chair,
certainly,
we've
had
a
challenge
over
the
last
number
of
years
in
terms
of
carryover
dollars
on
the
capital,
we've
done
a
fair
amount
of
work
to
cash
flow.
Our
capital
works
over
the
over
the
few
years,
and
so
we've
actually
come
in
with
less
carry
forward
in
order
to
address
the
fact
that
some
of
the
projects
either
through
tendering
or
through
coordination,
or
because
they
needed
to
match
up
with
other
projects
gotten
bumped
to
to
another
year.
K
J
K
Typically,
our
delivery
is
through
our
partners
in
ECS
nine
times
out
of
ten
and
so
working
with
them
to
ensure
that
we
are
have
early
information
about
issues
related
to
delivery,
but
also
so
that
the
projects
are
being
scoped
early
and
we're
managing
them
in
such
a
way
that
we
can
get
the
public
engagement
done
early
enough,
that
we
don't
have
surprises
along
the
way,
which
has
been
part
of
the
challenge
as
to
why
some
of
these
projects
have
bumped
out
here
over
here.
So.
J
I
appreciate
that
you
know
when
you're
building
infrastructure
there's
hidden
surprises,
especially
with
state
of
good
repair
and
different
things
like
that,
and
what
you
thought
was
the
case
may
not
be
so,
but
is
there
almost
like
a
be
list
of
projects
that
are
simpler,
that
you
could
advance
any
given
year
as
other
projects
are
behind
like?
Is
there
anything
ever
from
2020,
for
example,
that
we
know
could
be
accelerated
into
the
q3
q4
of
2019
through.
K
The
chair,
so
we
have
that
conversation
on
the
regular
with
our
colleagues
in
ECS,
because
it
takes
a
fair
amount
of
design
dollars
to
get
a
project
ready
to
go
to
tender.
We
do
do
our
best
within
the
year.
We
have
a
coordination
meeting
every
month
where
we
look
through
the
projects
of
the
following
year
to
see
where
we
can
better
streamline
and
make
sure
that
we're
moving
our
delivery
forward.
It
is
not
always
as
easy
and
and
quite
frankly,
there's
not
a
lot
of
low-hanging
fruit.
K
One
of
the
things
we
did
with
regard
to
delivery
is
we
transferred
our
local
roads,
paving
projects
over
to
ECS
and
2018
I
believe
was
the
beginning
of
that
in
17,
but
we've
also
looked
at
that
now
over
a
three
year
time
frame,
so
we're
really
trying
to
get
more
projects
in
design
early
on
so
that
we
can
tender
over
a
time
frame
where
we
have
some
more
predictability.
So
we
are
working
through
a
number
of
those
issues
and
we'll
continue
to
do
so
and.
J
Then
my
last
question
is,
for
example,
you
have
on
page
22
table
for
the
summary
of
capital
projects
by
category
and,
while
I
think
it's
great
that
we're
looking
at
this
as
a
budgetary
point
of
view
in
terms
of
dollars,
I'm
I'm
personally
more
interested
in
schedule
and
in
times
of
years,
and
is
there
a
thought
that
going
forward
instead
of
just
reporting
on
money,
we
could
actually
report
on
schedule
because
again,
I
am
worried
about
communities,
get
very
frustrated
when
they
think
a
project
is
happening
and
it's
not.
But
it
can.
I
Through
the
chair,
certainly
when
you
look
at
the
summary
of
capital
projects
by
category
that
you've
identified
that
the
year
that
the
funds
are
in,
there
is
background
information
that
we
have
on
the
project,
planning
and
delivery
planning
side
around,
whether
those
funds
are
allocated
to
design
property
acquisition
or
construction
costs,
and
so
on
a
project-by-project
basis.
We
we
have
that
information
and
share
that
with
councillors
in
the
public
as
it's
available
clearly
for
those
major
growth
projects,
probably
like
some
of
the
ones
you're.
Thinking
of
thank
you
thank.
C
C
Prioritization
that
still
happens
over
the
calendar.
That
still
happens,
yes,
interpretation,
yes,
so
when
we
see
local
and
major
roads,
rehabilitation,
three
billion
or
three
billion
worth
of
unfunded
in
in
the
you
know
the
big
general
presentation
getting
those
into
into
a
plan
getting
that
scheduled
that
that
comes
down
to
transportations
capital
planning
division,
that's
correct!
So
how
do
is
there
a
similar
sort
of
metric
that
do
we
have
an
up-to-date
index
of
of
what
needs
to
be
done?
C
If
these
are
unmet,
three
billion
worth
of
unmet,
should
we
just
say
we're
not
doing
roads,
anymore
and
and
I
can't
tell
you
when
our
road
is
done
or
are
we
still,
even
though
we're
up
to
three
billion
that
that
our
unfunded,
we
still
have
them
prioritized
if
we
have
the
funds?
This
is
where
we'll
go.
I
After
the
chair
in
2018,
we
undertook
a
pavement
condition
index
exercise
of
every
kilometer
of
road
in
the
city,
so
we
do
have
very
good
information
about
condition
of
our
assets
and
what
we're
doing
now
is
looking
at
how
to
prioritize
that
in
the
most
cost
efficient
way
possible,
as
well
as
working
with
our
delivery
partners
about
how
to
increase
the
capacity
to
get
more
Road
kilometers
built
in
or
rehabilitated
in
any
given
year.
Okay
and.
C
H
H
Yes,
2018,
for
example,
if
we
take
out
the
PTF
work
in
the
Gardiner,
so
work,
which
is
outside
of
our
control,
our
delivery
rates,
almost
seventy
six
percent,
so
given
their
a
large
elements
of
the
program
which
are
outside
of
our
control,
that
that's
actually
historically,
that's,
probably
one
of
the
best
delivery
rates
we've
ever
achieved.
I'd
also
said
that
also,
in
the
context
of
that
includes
the
additional
22
million
dollars
which
council
gave
us
only
in
July
council
to
put
towards
the
road
safety
plan
and
acceleration
of
that.
C
We
still
have
I
need
a
quick
answer
to
this
one
because
they
still
have
a
service
level
question.
Do
we
still
have
the
the
the
practice
for
you
that
you
know
if,
if,
if
a
significant
number
of
projects
that
were
adopting
today
are
bumped
the
the
list,
a
list
B
process?
If
some
of
these
are
bumped,
you
can
pull
forward
some
that
would
have
been
in
future
years
that
don't
present
engineering
difficulties.
We
still
have
that
practice
open
to
you
to
your
division
through.
I
C
It
just
isn't
coming
so
that
three
one
one
and
every
counselor's
office
was
not
actually
answering
this
phone
call
over
and
over
and
over
again,
very,
very,
very
angry
calls
and
in
fact,
when
I
crack
open
the
service
level
book,
they
have
no
hope
of
the
windrow
truck
coming
in
the
first
take
is
not
supposed
to,
and
why
do
we
not
have
a
communication
strategy
around
the
fact
that
those
two
services
have
become
D
linked
through
service
levels?
Last.
K
Through
the
chairs,
so
I
think
that
the
you
know
the
goal
and
the
and
the
results,
especially
in
a
storm
like
the
one
that
we
just
had
the
goal
of
getting
the
wind
rose
cleared
soon.
Thereafter,
the
plow
service
level
happens
very
often
that
plow
has
to
come
through
a
number
of
times
be
frank.
Those
wind
rows
get
opened,
and
certainly
the
challenge
with
the
storm
like
the
one
we
just
had
with
lots
of
blowing
snow
and
an
increasing
mounting
height
of
wind
rows.
K
That
then
puts
that
back
into
the
into
the
driveways
makes
it
equally
challenging,
which
means
that
there's
often
lots
of
cleanup
that
has
to
happen
after
even
when
the
wind
rows
do
get
opened
within
approximate
time.
Even
if
the
service
level
isn't
aligned
and
I
would
agree
with
you,
that
the
service
levels
are
in
the
budget
are
ones
that,
as
we
work
through
the
next
winter
contract,
which
is
coming
up
within
the
next
few
years,
we
really
do
need
to
do
a
deep
dive
and
make
sure
that
we've
aligned
those
service
levels,
but.
C
But
but
there
is
of
financial
costs
attached
that
is
there
not
because
right
now
we
have
a
service
level
for
plowing
that
is
anywhere
depending
on
the
storm
from
from
two
to
three
hours
right
up
to
16
hours
and
that's
after
the
snow
gets
to
that
deep,
but
not
until
after
the
storm
is
over.
Can
we
start
the
clock
rolling
that
says
72
hours
from
now,
someone
will
come
by
and
clear
your
window
I
have
having
explained
that
to
my
residents.
I
have
many
of
them
saying
then
what
is
the
point?
K
Through
you,
the
the
window,
clearing
is,
you
know,
we
get
lots
of
concerns
and
challenges
around
windrow
clearing.
Everything
from
the
windrow
clearance
is
not
wide
enough
that
it
should
be
for
the
entire
length
of
the
frontage
or
the
entire
length
of
the
driveway
versus
just
the
three
meters.
The
amount
of
time
that
it
takes
to
get
them
cleared.
The
service
is
also
not
one,
of
course,
that
we
offer
citywide
and
so
the
the
highest
priority
and
I
think
the
service
levels
reflect.
K
This
is
to
get
the
roads
cleared
as
quickly
as
we
can
and
ensure
that
there's
access
so
I
hear
what
you're
saying
about
the
discrepancy
between
the
service
level
timeframe
and
I.
Think
that
you
know,
certainly
we
can
get
to
I,
could
do
a
little
bit
of
deeper
dive
with
my
my
folks
and
my
snow
removal
folks
to
talk
about
what
the
discrepancy
is
between
the
timing
but
they're
they're
gonna
focus
on
the
roads
and
the
sidewalks
as
high
as
priority.
Why
I.
F
Just
on
that
point,
someone
that's
received
hundreds
hundreds
of
calls
so
areas
that
don't
have
that
service.
Well,
even
the
areas
that
did
have
them.
We
never
did
do
it,
but
the
areas
that
don't
have
it,
then
what
can
we
do
for
those
residents
that
don't
have
that
service
and
they're
out
there
at
6:00
in
the
morning,
clearing
their
driveways
and
then
we
come
along
and
we
throw
the
snow
back
to
their
driveways.
So
can
we
not
help
these
poor
residents
that
don't
have
that
service?
K
K
At
a
certain
topical
has
in
North
York
at
a
certain
point,
we
do
have
senior
clearing,
and
you
know
solid
waste
helps
us
with
that.
We
also
have
our
own
folks
that
if
people
have
signed
up
that
there
is
assistance
for
people
to
help
get
them
out
from
under
the
snow
when
they're
seniors
and
need
additional
assistance
and
that's
what
our
service
levels
focus
on
yeah.
F
But
other
than
the
seniors
like
I,
think
what's
frustrating
the
residents.
What
I
heard
in
the
last
storm
is
that
we
went
out
there,
we
shoveled
and
everything's
fine
and
then
all
of
a
sudden
were
blocked
in
again.
So
that's
what's
frustrating
for
them,
so
they,
some
of
them,
are
even
saying,
don't
even
bother
coming
down
the
street
because
we
probably
can
get
out
a
lot
easier.
So
I
I
don't
know.
Maybe
we
have
to
look
at
that
service
because
I
mean
not
it's
only
when
we
have
well
because
of
this
storm.
O
F
F
F
You
know
that's
been
dug
up
along
Eglinton,
Avenue,
probably
all
the
way
all
the
way
to
these
ten
so
who
exactly
is
Metrolinx
responsible
for
we
redoing
the
all
of
Eglinton,
Avenue,
repaving
or
or
does
city,
and
then
we
charge
Matt
Rollings,
because
I
see
that
you
got
some
money
in
the
budget
yeah.
So.
H
K
F
B
K
B
A
sidewalk
adjacent
a
City
facility
are
supposed
to
be
clear,
cleared
by
13
hours.
Is
it
under
the
the
13
hour
one
or
is
there
a
different
thing?
Sidewalks
sanding
it
with
there's
a
72
and
a
13
I
just
there
with
sidewalks
in
Ward
in
word,
11
that
within
five
days
as
of
Sunday,
we
still
were
impassable
and.
K
We
met
we
hit
as
far
as
I've
been
informed
by
my
staff.
We
hit
all
of
our
service
levels
for
each
of
the
individual
pieces,
which
does
not
mean
that,
with
all
the
blowing
snow
and
the
height
of
the
snow,
that
many
other,
we
had
a
lot
of
service
requests
that
we've
been
working
through
up
till
I,
think
Thursday
we'll
be
done
with
them.
But
we
did
four
rounds
on
high
volume,
sidewalks
plowing,
where
we
have
accessibility
to
plow
and
two
rounds
on
the
low
volume
sidewalks
during
the
big
part
of
the
storm.
I.
B
K
Was
just
gonna
say
that
part
of
the
other
challenge
that
we
face,
and
it
was
significant
on
the
bike
lanes
this
time
as
well
as
on
sidewalks?
Is
that
because
there's
such
a
small
amount
of
space,
especially
in
downtown
streets,
a
lot
of
times
either
private
businesses,
private
property
owners
or
people
digging
out
their
cars,
will
then
also
put
snow
back
in
places
that
have
already
been
cleared?
And
so
I
know
that?
K
B
Here's
the
point
I
was
trying
to
make
from
that.
As
on
page
17,
it
says
that,
as
a
result
of
spending
performance
full,
you
focused
a
line-by-line
review
where
you
and
you
decided
to
reduce
the
amount
for
winter
maintenance
by
1.5
nine
million
dollars,
so
we're
actually
reducing
the
number.
The
amount
going
and
budgeted
to
winter
maintenance
based
on
us
having
say
we're
achieving
the
100
percent.
But
that's
knowing
that
we're
not
well.
K
Through
the
councillors
through
the
chair,
so
we
did
a
five-year
look
at
our
winter
service
levels
in
our
budget
and
the
amount
that
we
proposed
to
reduce
to
hit
our
zero
target
is
well
within
I
mean
we
understand
most
years
and
I.
Think
part
of
the
challenge
is
the
snow
removal,
which
is.
We
did
some
limited
snow
removal
in
this
storm
and
continue
to
do
it.
We're
still
out
there
doing
some
snow
removal
now
is
where
the
significant
amount
of
cost
comes
in,
but
in
terms
of
the
average
spend
on
winter
maintenance
year
over
year.
B
K
So
through
the
chair,
so
we
we
have
enacted
snow
removal
as
part
of
this
snow
response.
We've
been
doing
it
in
the
priority
areas.
Certainly
in
bus
stops
in
locations
where
there
are
no
parked
cars,
which
is
part
of
the
challenge.
I've
done
a
fair
amount
of
looking
at
our
friends
in
Montreal
and
they
do
a
lot
of
towing
before
they
go
out
and
do
their
snow
removal
and
they
also
rely
heavily
on
snow
removal.
So
we've
been
doing
snow
removal
through
this
through
this
storm
process
and
we'll
continue
to
do
it
through
till
I.
B
Now
one
more
question
is:
do
you
have
what's
your
most
comical
service
level,
because
I
think
the
one
that
that's
60
days
for
removal
of
snow
that's
piled
too
high
is
actually
probably
the
funniest
one
for
them.
It
says
clear
within
60
days
of
snow
piled
too
high
on
a
Boulevard.
If
there's
a
funnier
one
I'd
love
to
I'd
love
to
know
that
one's
pretty
pretty
good,
though
Thank.
N
Thanks
very
much
through
the
chair,
just
questions
as
it
relates
to
snow
clearing
of
bike
lanes.
I
got
a
lot
of
questions
about
the
timing
of
like
Lane
clearing
versus
sidewalk,
clearing
always
contentious.
Could
we
just
talk
about
how
that
works?
The
contracts,
the
timing,
how
how
the
equipment
goes
out
on
that.
K
Through
the
chairs,
so
we
have
a
conference
call
report
in
through
throughout
the
city,
with
all
of
our
snow
removal.
Experts
probably
twice
a
day
during
most
of
the
storms,
and
so
the
the
deployment
of
our
snow
removal
on
separated
bike
lanes
and
the
trails
that
we
look
after
the
salting
of
them
and
the
plowing
of
them
happens
early
on
in
most
of
these
storms.
In
fact,
we
did
five
rounds.
This
this
storm
on
Martin
had
been
trail
to
Humber,
Bay
Trail
and
the
separated
bike
lanes.
K
I
know
from
just
traveling
in
a
couple
days
that
a
lot
of
the
again,
not
not
it's,
not
because
the
businesses
and
residences
want
to
impact
the
bike
lane.
It's
often
because
they
don't
have
anywhere
else
to
put
the
snow,
and
so
we
do
have,
especially
in
the
downtown
a
significant
challenge
with
the
historic
storage
capacity
for
snow,
and
so
that's
why
it
requires
so
many
rounds.
But
those
service
levels
are
triggered
very
early
on
in
the
storm.
I.
Couldn't
give
you
an
exact
timeframe,
but
pretty
early
on
in
the
storm
is.
N
K
There's
a
difference
through
you
chair,
there's
a
different
service
level
standard
so
for
high-volume
sidewalks.
The
service
level
is
triggered
at
two
centimeters
of
snow
and
the
bike
lanes
are
triggered
at
five
centimeters
of
snow.
So
it
does
happen
with
the
high
volume,
pedestrian
sidewalks
first
and
then
at
five
centimeters.
It
triggers
the
the
bike
lanes
and
trails
generally,
we
salt
at
the
same
time.
So
when
we
go
out
and
do
rounds
of
salting
and
we're
expecting
a
storm,
we're
gonna
salt,
the
bike
lanes.
At
the
same
time,
we
saw
the
pedestrian
ways.
I
I
Activating
salt
to
melt
ice
is
different
because
of
the
weight
of
vehicles
that
is
for
bikes,
which
obviously
don't
have
the
same
weight
and
volume
on
that
on
that
salt,
and
so
there
is
a
there's,
a
machine
that
goes
that
has
that
drags
tired,
tires
small
tires
across
the
cycle
tracks
to
help
activate
the
salt
as
an
example.
So.
N
A
G
S
C
I,
thank
you
for
this.
The
the
the
per
person
equations
on
the
bin
was
not
included
in
the
in
the
launch
presentation,
and
so
this
is
a
welcome
slide,
but
we
we
had
someone
say
to
us
and
in
terms
of
doing
the
rebate
that
we
we
have
raised
the
small
bin
so
much
that
we
there
is
now
no
incentive
to
having
a
small
bin
and
I
and
I
I
can't
do
the
math
in
my
head,
because
the
numbers
are
all
so
awkward
now.
C
And
there
was
there
was
some
work
going
on
in
my
area
and
indeed
lots
of
Scarborough,
where
we
think
we
have.
We
think
we
may
have
rooming
houses,
but
but
in
areas
where
there,
where
they
are
not
legal,
there
was
some
work
going
on
to
monitor
the
waste
there
and
then
forced
do
better
at
enforcing
how
they
deal
with
their
solid
waste
such
that,
while
they
may
be
illegal,
rooming
houses.
There
was
going
to
be
some
work
done
on.
C
S
C
Environment
days
we
refresh
my
memory.
We
we
made
a
motion
in
Council
last
week.
Well,
we
get
a
briefing
note
on
on
what
happens,
what
the
financial
impact
is
or
should
we
simply
subtract
the
note
that
we
got
earlier
but
I
think
I
think
was
purple
the
cost
of
the
cost
of
the
the
change
in
delivery.
That
was
that
was
proposed
in
this
budget,
which
is
25
through.
S
C
S
C
A
J
S
S
J
S
B
S
S
B
S
Have
partnered
with
Enbridge
to
move
forward
on
a
model
in
order
to
capture
the
natural
gas
turn
it
into
renewable
natural
gas?
And,
right
now
it
looks
like
we'll
have
a
net
positive
financial
impact
from
that
investment.
So
why
are
they
so
keen
to
funding
through
you,
mr.
chair
I,
think
they
see
the
opportunities
both
from
a
fun
actual
perspective,
as
well
as
environmental
stewardship
perspective,
to
advance
renewable
natural
gas
in
their
system,
as
there
are
a
lot
of
residents
in
Toronto
that
would
like
to
use
that,
including
the
City
of
Toronto
in
our
wastefully.
B
S
You,
mr.
chair
to
the
councillor
there
has
been
some
some
slight
delays
working
through
purchasing.
We
have
identified
some
of
those
roadblocks
and
we're
working
actively
to
to
make
sure
that
they
are
addressed
moving
forward
in
order
to
advance
our
capital
projects
and
other
projects
expeditiously.
B
Can
you
describe
what
those
delays
are
I'm
just
wondering?
Is
there
anything
we
can
do
at
this
budget
committee
to
help
move
that
forward,
because
you're
not
the
only
division
where
the
RFP
process
slows
us
down
a
little
bit,
not
to
say
that
that
folks
aren't
doing
their
job?
They
just
may
need
resources
to
do
it
more
effectively
through.
S
You,
mr.
chair
to
the
councillor
solid
waste,
has
invested
in
the
purchasing
department
by
providing
funds
to
higher
dedicated
buyers.
I
think
that
there's
opportunity
for
us
to
work
together
with
purchasing
to
move
capital
projects
forward.
What
I've
instructed
my
staff
to
do
just
recently
was
to
develop
a
multi-year
procurement
plan
in
order
for
us
to
be
able
to
smooth
out
our
procurements
in
order
to
balance
our
resources
with
our
needs.
S
A
G
G
Q
Q
Q
Mr.
cherry,
yes,
we
generate
digester
gas,
which
is
composed
significantly
of
methane
at
our
wastewater
treatment
plants
and
we
use
it
for
different
purposes.
So,
at
the
humber
treatment
plant,
for
example,
we
recapture
the
methane-
and
we
use
it
to
run
a
cogeneration
facility
where
we
do
generate
electricity
to
offset
our
electricity
demands
so
that
that
system
is
in
place
and
used
by
Toronto
water
at
ash
bridges
plant,
where
we
have
a
very
large
digester
facility,
set
up
all
the
extra
gas
that
we
generate
in
the
winter.
Q
We
use
actually
the
heat,
our
buildings
and
the
digester.
So
we
reuse
that
we
have
done
studies
in
the
past
to
try
to
see
whether
we
should
use
it
for
other
purposes
such
as
putting
it
into
the
gas
grid
the
same
way
as
solid
waste.
Looked
at
it.
However,
when
when
we
look
at
the
capital
required
and
the
scrubbing
technologies,
we
can
offset
our
own
expenditures
and
use
the
gas
ourselves.
So
that's
what
we
typically
do
with
the
digester
gas.
Q
Now
we
will
look
at
in
future
as
we
upgrade
technologies,
but
we'll
make
sure
we'll
utilize
as
much
gas
as
possible
at
Highland
Creek.
We
have
a
small
digester
complex,
in
fact
in
the
capital
budget.
If
you
look,
there's
significant
upgrades
going
on
at
that
plant
into
digesters.
We
also
use
that
gas
within
the
plant
to
offset
costs.
Q
There
is
a
large
project
going
on
to
replace
the
the
old
incineration
units
there
with
brand
new
technologies
and
as
part
of
that
assessment,
we're
looking
at
whether
we
can
do
some
heat
recovery
off
of
those
units
as
well.
So
we
we
always
try
to
do
an
integrated
system
where
we
can
to
offset
our
own
operating
costs
first,
because
it's
cheaper
and
if
we
can
then
send
some
for
a
revenue
source.
We'll
look
at
that
as
well,
and.
J
Q
Through
mr.
chair,
yes,
usually
it
requires
us
to
sign
an
agreement
with
Toronto
Hydro,
where
we
have,
for
example,
the
Humber
plant.
We
do
have
an
agreement
with
Toronto
Hydro
of
how
we
wheel
that
back
up
into
the
grid
and
we
had
to
make
investments
on
on
the
metering
component
of
it.
We
do
have
some
other
installations-
they're
small
in
scale,
for
example,
at
the
Horgan
water
treatment
plant.
We
have
a
photovoltaic
set
up
where
we're
generating
electricity
from
that
we
also
have
natural
gas
backup
units
at
that
plant,
which
we
can
run
an
offset.
Q
Our
peak
demand
again.
We
try
to
work
closely
with
Toronto
Hydro
to
curtail
our
electricity
use
first,
because
we're
one
of
the
largest
electricity
users
in
the
city,
so
anything
we
can
do
to
shedload
or
when
they
have
a
peeking
demand
situation.
We
will
use
our
own
equipment
first
to
take
the
pressure
off
Toronto
Hydro.
We
do
get
compensated
for
some
of
that.
We
also
get
savings
on
the
global
adjustment
factor
if
we
work
jointly
with
them
and
we've
been
able
to
reduce
some
of
our
hydro
bills
over
the
years
by
implementing
those
technologies.
B
Q
Through
you,
mr.
chair,
if
you're
talking
about
the
increase
in
in
in
fee
or
revenue-
and
you
know-
and
volume
well
in
volume,
with
respect
to
volume,
no,
we
have
not
done
a
calculation
yet
to
see
year
over
a
year.
But
when
we
do
look
back
over
time,
say
the
last
ten
years.
What
we're
seeing
is
is
that
there
hasn't
been
a
significant
increase
in
annual
rainfall.
Events.
Q
What's
been
happening,
ear
incidents,
it's
severe
incidents,
it's
it's
it's
one
or
two
storms
with
very
significant
rainfall
events,
so
a
high
intensity,
short
duration
and
isolated
within
parts
of
the
city
that
completely
overwhelmed
the
stormwater
system
and
you're.
Seeing
this
right
across
North
America,
many
urban
areas
are
experiencing
the
same
effect.
So
it's
not.
You
know
more
rain
over
the
year.
It
is
a
lot
of
rain
in
a
very
short
period
of
time
that
fills
everything
up
very
quickly.
So.
Q
Q
What
we've
been
looking
at
is
what
is
the
cost
and
what
level
of
treatment
should
we
provide
for
storm
retention
right
now,
councils
policy
is
probably
one
of
the
most
aggressive
foreign
urban
area
where
we
can
take
storm
up
a
storm
level
protection
up
to
a
hundred
year.
Storm
event.
If
we
were
to
drape
that
right
across
the
city,
we
wouldn't
be
generating
enough
funds
that
construct
that
kind
of
infrastructure.
So,
therefore,
that's
why
we
have
it
targeted
as
we're
doing
our
basement,
flooding
EAS
and
try
to
put
it
first
in
those
chronic
flooding
areas.
Q
B
Now
have
the
Canadian
water
and
wastewater
Association
changed
their
position
about
full
cost
accounting
as
to
something
like
this,
have
you
changed
your
position
about
the
appropriateness
of
this?
Has
our
Auditor
General
issued
a
report
that
said
Oh
notwithstanding
our
earlier
recommendation
to
implement
full
cost
recovery
on
a
program
like
this,
you
shouldn't,
let's
just
let
these
companies
not
pay
the
full
cost
of
the
pollution
they
put
into
our
our
system.
It's.
Q
Through
mr.
chair
as
I've
answered
in
previous
years,
my
role
is
to
provide
you
the
the
costs
of
the
program
on
a
full
cost
recovery
basis,
which
we
did
then
it's
up
to
council
to
decide
whether
it
wants
to
charge
the
user
fee
at
the
full
cost
recovery
rate
or
whether,
for
other
policy
reasons
it
wants
to
modify
it
as
it
did.
So.
In
this
case,
it
did
modify
it,
but
we
do
annually
look
at
the
full
cost
recovery
and
we
will
report
back
periodically
and
what
is
the
full
cost
to
treat
so
remind.
B
Q
Mr.
chair,
when
we
brought
that
report
report
forward,
we
had
not
looked
at
the
industrial
waste
surcharge
agreement
fee
structure,
how
we
were
charging,
how
we
were
calculating
the
cost
for
treatment
for
many
years
since
prior
to
amalgamation.
So
this
was
the
first
time
that
we
did
a
full
detailed
review
and
we
did
a
best
man,
best
management
practices,
review
right
across
North
America.
So,
based
on
what
we
found
out
in
the
market,
we
had
recommended
that
to
the
city.
Q
You,
mr.
chair,
but
what
we
find
is
what
I
call
an
extreme
weather
event
would
be
a
storm
event
that
would
be
approaching
over
a
50
to
60
year
event,
if
India,
if
it
was
short
duration,
but
it
dropped
that
much
rainfall
you
can
overwhelm
a
small
part
of
the
city.
We've
seen
that
before
typically
it
would
be
a
storm
event
that
exceeds
a
1
in
100
year.
Storm
event:
that's
when
we
see
widespread
with
multiple
homes,
if
not
hundreds
of
homes,
flooding
and
with.
N
Q
Correct
we've
been
keeping
a
record
for
many
years
of
homes
that
have
had
flooding
in
areas
where
we
see
and
high
rising
ponding,
and
so
there
are
parts
of
the
city,
especially
low-lying
areas,
communities
that
were
built
in
in
in
little
dips
and
valleys.
We
wouldn't
use
those
standards
today
they
were
built
that
way.
You
know
many
generations
ago,
and
and
so
what
we
have
is
those
areas
identified
and
those
are
the
areas
that
we've
already
studied
or
we're
in
the
process
of
studying.
Q
N
Q
Mistress
that's
correct.
We
have.
We
have
the
the
mix
going
on.
We
have
the
situation
where
we're
catching
up
on
some
of
the
backlog.
If
you
read
our
documentation
on
the
existing
backlog,
the
area
where
we
have
the
largest
backlog
is
in
the
underground
infrastructure,
and
so,
when
you're
dealing
with
with
that
fact,
you
will
have
collapses
that
occur
on
sewers
or
water
mains
bursting.
On
top
of
that,
we're
trying
to
improve
the
service
level
and
that's
what
the
basement
flooding
program
is.
Q
N
You
you
do
note,
though,
that
we
are
having
more
of
this
extreme
weather,
and
this
is
you
know,
and
we've
identified
it
as
a
challenge.
Of
course,
we've
also
seen
like
very
recently
how
this
manifests
in
places
like
260
Wellesley,
frozen
pipes
bursting.
What
lessons
learned?
Would
you
say
that
we
have
from
Toronto
water
and
what
are
we
doing
to
address
and
anticipate
these
sort
of
swings
that
seem
to
be
coming
at.
Q
Us
so
the
lessons
that
we've
learned
as
an
operator
that
could
translate
to
too
many
organizations
is
you
you
need
to
kind
of
prepare
for
those
contingencies.
Make
sure
that
you
know
you
debrief.
After
these
events,
you
put
in
place
some
additional
resources,
so,
in
the
event
that
occurs
again,
everybody's
trained,
you
know
where
the
resources
are.
You
can
lies
much
more
quickly.
That's
what
we
found
is
you
got
to
be
much
more
agile
and
adaptable
as
an
organization,
because
you
know
it's
going
to
hit
again.
Q
Mr.
chair,
we
work
very
closely
with
the
Office
of
Emergency
Management.
We
do
multiple
drills
with
them,
some
specifically
to
run
our
own
scenarios
as
we
have
requirements
under
the
Safe
Drinking
Water
Act,
to
test
that
our
emergency
plan,
but
we'll
work
with
them.
We
also
will
coordinate
with
other
divisions.
We
work
with,
for
example,
Toronto
Hydro,
on
coordinating
our
infrastructure,
so
they
know
where
our
critical
infrastructure
is
and
they
can
reenergize
the
grid
in
the
key
locations.
We've
got
black
coordination.
We
work
with
Toronto
Fire.