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From YouTube: Budget Committee - January 23, 2018 - Part 1 of 2
Description
Budget Committee, meeting 41, January 23, 2018 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=13027
Part 2 of 2: https://www.youtube.com/watch?v=WdfdvKWLEgY#t=12m50s
Meeting Navigation:
0:07:26 - Call to order
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A
I'd
like
to
call
the
meeting
to
order,
we
had
a
natural
lull
I
thought
I'd
just
take
advantage
of
it.
I
do
believe
one
two,
three
four.
No
we
do
have.
We
do
have
a
quorum
yeah.
We
do
have
a
quorum
I'd
like
to
call
the
41st
meeting
of
the
Budget
Committee
to
order
I'd
like
to
welcome
all
of
the
members
of
the
committee
and
members
of
the
public
and,
of
course,
the
media
who
are
here
today.
A
We
acknowledge
that
we
are
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
HUD
nashoni
they're,
here
on
when
debt
and
home
to
many
diverse
and
indigenous
peoples.
As
usual,
I'd
like
to
remind
everybody
that
you
can
watch
us
on
YouTube
at
Toronto,
City,
Council,
live
or
follow
the
meeting
on
your
computer,
a
tablet
at
Toronto,
CA,
/
council.
Just
to
begin.
Are
there
any
declarations
of
interest
under
municipal
conflict
of
interest
Act,
seeing
none
councillors
we
have
and
committee
members.
We
have
two
items
on
the
agenda
today.
A
Our
first
item
is
the
final
wrap-up
meeting
for
2018
budget.
The
second
item
is
bu
41.2,
additional
City
of
Toronto
act,
reporting
requirements
as
a
result
of
recording
of
tangible
capital
assets.
I
do
want
to
remind
everybody
that
if
you
have
any
motions
to
please
get
them
into
the
clerk,
we
will
be
moving
motions
at
the
very
end
of
the
proceedings
today.
I
would
also
ask
if
there
are
any
members
that
we
do
have
two
confidential
matters.
Those
are
briefing
notes,
number
31
and
33.
A
A
A
C
C
A
What
we'll
be
doing
is
Josie
will
be
going
through.
All
the
supplementary
reports
and
briefing
notes
again
there'll
be
an
opportunity
to
ask
questions
on
those,
then,
after
that,
we
will
be
going
into
the
final
opportunity
to
ask
questions
and,
as
we
have
done
in
years,
past
it'll
be
questions
any
questions
on
cluster,
a
cluster
B
and
cluster
C
and
any
of
the
agencies.
So
that
will
be
one
last
opportunity
to
ask
questions
and
then,
from
there
we'll
be
going
into
motions
we're
going
to
be
starting
on.
A
So
what
we'll
be
doing
is
we'll
be
starting
on.
Josie
is
going
to
be
starting
on
capital
and
then
we'll
be
moving
into
operating,
and
then
then,
after
that
and
sort
of
timing.
What
I'm?
What
I'm
hoping
is
that
we
could
have
all
of
the
questions
answered
in
the
morning
session
will
probably
break
and
then
we'll
come
back
to
do.
A
A
Excellent
on
that
I'm
going
to
oh
and
finally,
we
need
to
well
I
will
be
requesting
that
the
chief
financial
officers
submit
to
the
executive
committee
has
a
special
meeting
on
February
6,
a
corporate
report
outlining
the
capital
and
operating
budget,
as
recommended
by
this
committee,
and
including
all
the
amendments
that
we
decide
to
do.
That
in
essence,
saying
is
all
the
decisions
that
we're
making
today
we'll
be
moving
off
to
executive
on
February
6
on
that
I
will
move
it
over
to
Josie
to
work
our
way
through.
A
C
Thank
You
mr.
chair
good
morning,
everyone
so
just
a
quick
recap
on
where
we
left
off
at
our
last
meeting,
because
we
had
a
sundown
clause
of
3:30.
We
were
able
to
actually
get
through
all
the
briefing
notes
that
were
before
you
at
the
last
meeting.
We
did
not
walk
through
any
of
the
other
reports
that
are
before
you
so
today.
It's
any
additional
briefing
notes
that
had
been
requested
from
last
meeting
to
this
meeting,
which
there
are
a
few
and
they've
been
circulated
to
all
members,
have
counseled
by
the
clerk.
C
There
are
packages
available
in
the
event
that
you
don't
have
access
to
them,
and
then
we
will
be
going
through
all
the
reports
that
we
never
got
a
chance
to
review
at
our
last
meeting.
For
those
of
you
who
are
electronic,
the
wrap-up
notes,
if
you
will
see,
for
example,
in
the
blue
pages
today,
we're
starting
with
page
25
and
you'll,
see
that
on
page
25
in
the
left
column.
C
A
Wanted
to
just
received
a
note
from
the
clerks
there's
two
confidential
items
that
are
before
us
I
just
want
to.
Let
you
know
what
they
are
in
the
event
that
you
do
want
to
go
into
camera
on
them.
The
first
one
is
BN
briefing,
note
number
31
the
impact
on
counter
and
customer
service
functions
of
proposed
reductions
in
the
office
of
the
treasurer's
2018
budget.
The
second
briefing
note
is
number
33
ordered
general's
annual
and
one-time
potential
savings
again
both
of
those
have
confidential
attachments.
A
C
We're
gonna
get
started,
then
so
I'm
going
to
turn
you
to
page
25
of
the
blue
sheets.
That's
essentially
everything
before
that
is
what
we
have
addressed
so
far
and
all
our
budget
committee
meetings
so
we're
starting
new
on
page
25
with
a
capital
briefing
note
request
that
came
from
the
last
meeting
and
it's
from
the
general
manager,
parks,
forestry
and
Recreation.
It's
Capitol
briefing
note
number
8.
That
was
just
most
recently
issued
to
you
on
January
19th
and
it
was
a.
C
It
was
a
request
for
a
breakdown
on
the
work
and
the
use
of
the
two
million
dollars,
that's
being
undertaken
to
ensure
swimmable
walkable
and
stable
waterfront
for
the
summer
of
2018.
So
the
briefing
note
highlights
that.
Yes,
in
fact,
two
million
dollars
is
included
in
the
10
year.
Capital
plan
and
page
25
highlights
how
those
funds
are
proposed
to
be
used
with
most
of
it,
going
to
1.2
million
of
it
going
to
bluffers
park
rehabilitation
of
shoreline
infrastructure.
C
Another
150,000
to
undertake
a
flood
study
in
the
Toronto
Island
Park
to
help
to
inform
a
longer-term
plan,
another
half
a
million
to
install
15
sump
locations
in
industrial
pumps
in
the
Toronto,
Island
Park,
to
help
with
further
mitigation
and
then
150,000
to
help
grade
and
sand
the
the
Ludi
lifeguard
station,
another
200
to
relocate
it.
So
if
you
have
any
questions
of
the
manager
of
parks,
forestry
and
Recreation
on
the
briefing
note
now
would
be
the
time
questions.
A
A
D
You,
the
staff
report
to
Executive
Committee
on
financial
impacts
due
to
high
lake
water
levels
in
waterfront
parkland
states
that
the
total
project
projected
costs
for
repairs
that
should
be
undertaken
in
2018
was
seven
point:
three
eight
million.
However,
only
two
million
is
available
in
the
2018
budget
and
that
protein
and
that
projects
that
cannot
be
completed
due
due
to
the
budget
constraints
will
be
considered
in
future
years.
So
how
will
you
prioritize
what
repairs
are
made
for
this
year?
2018
so.
E
Through
the
chair,
the
list
that
is
attached
and
on
page
25
of
budget
committee
agenda
is
the
prioritized
projects
for
2018.
Given
the
priorities
that
we've
identified
and
the
biggest
one
you
should
note
is
the
flood
mitigation
plan
that
will
be
undertaken
in
2018
as
well
as
you're
likely
aware.
The
water
levels
have
yet
to
return
to
normal.
So
there's
still
a
lot
of
work
to
be
done
on
planning
from
a
capital
perspective
both
for
2019
and
for
2020
and
beyond.
E
D
You
very
much
obviously,
with
the
high
water
level,
we
had
a
fair
amount
of
damage
along
the
western
beach
area.
I,
don't
see
any
money
coming
West
the
breakwater.
We
know
you
couldn't
even
see
it.
I
know
we
don't
own
it.
I
know:
TRCA
owns
it
with
the
harbour
people.
Are
we
looking
at
giving
TRCA
some
funding,
so
they
can
fix
it.
E
Through
you,
mr.
chair,
we
have
looked
at
the
western
beaches.
The
issue
that
we
continue
to
deal
with
is
that
the
lake
water
hasn't
returned
to
normal
levels
yet
and
we've
been
unable
to
do
a
full
assessment.
So
when
the
wake
lake
water
does
return,
we
can
better
identify
what
the
need
is
for
repairs
and
that
will
come
forward
likely
through
the
2018
budget
and
again,
as
I
noted
to
counselor
Troi,
see
if
there
is
anything
urgent
that
appears
in
the
spring
once
we
get
in,
there
will
certainly
be
bringing
those
forward
to
Council.
D
E
Correct
so
the
issue
right
now,
of
course,
is
that
the
floodwater
I
mean
the
water
is
still
up
to
a
certain
extent.
So
there
is
some
assessment
we're
doing
around
the
right
time
to
do
repairs
so
that
they
will
be.
You
know,
sturdy
and
and
actually
be
a
long-term
fix,
rather
than
an
ongoing
issue.
Okay,
thank
you.
E
F
The
chair-
it's
2
million
2
million
and
I,
see
it's
1.2
for
bluffers
200,000
for
the
island
350
for
the
beaches
for
the
Ludi
lifestation.
Are
there
not
other
sections
anywhere
in
the
waterfront?
That
needs
some
kind
of
upgrade.
Those
are
only
three
locations
after
the
flooding
I'm
a
little
concern,
or
is
there
a
list
of
all
of
the
issues
related
to
that
flood?
So.
E
Through
that,
through
the
chair,
you
know
we
as
mr.
Evans
is
indicating
we
don't
know
the
once
the
freeze-thaw
happens
at
the
end
of
the
winter.
We
don't
know
the
full
impact
of
any
other
items
that
may
be
identified.
So
this
is
what
we
know
right
now
and
if
other
items
come
forward
will
certainly
be
bringing
them
forward.
So
there.
F
Is
just
there
is
money
or
requirements
for
kind
of
general
cleanup?
Are
you
going
to
be
spending
money
in
that
way?
Is
that
coming
from
another
pot,
so
all
these
trees
that
are
lying
everywhere,
cherry
Beach
dog
park
was
decimated
actually
and
there's
a
lighthouse
lighthouse
life
station.
There
life-saving
station
there
and
I
just
I'm
a
little
under
I,
can't
really
understand
how
some
of
those
things
aren't
also
included.
That
is
what
the
public
is
looking
for.
So.
E
Through
the
chair,
we
have
identified
2017
the
impact
of
2017
operating
funds,
which
included
some
cleanup
before
the
end
of
2017.
We
have
included
in
the
report
that's
going
to
an
executive
committee,
the
full
impact
of
the
flooding
from
the
2017
operating
budget
and
capital
going
forward.
We
will
be
doing
our
usual
spring
cleanup
once
the
freeze-thaw
is
is
over
and
our
intention
would
be
to
clean
up
all
those
areas
as
part
of
our
regular
operating
budget.
So.
F
E
The
chair
in
each
spring,
we
look
at
where
the
biggest
needs
are,
and
we
reallocate
according
to
those
areas
in
the
city
that
need
it
most,
so
it
would
I.
Couldn't
you
know,
necessarily
suggest
a
specific
area
it
would
come
from
it
would
be
after
we
do
the
review
where
everything
needs
to
be
cleaned
up
in
the
spring.
What.
E
E
F
Workers
that
we
have
somebody
must
have
estimated
I'm
not
trying
to
be
difficult
to
just
know
all
of
the
things
that
exist
in
my
ward
that
we
expect
every
year
as
well
as
all
councillors.
Do
it
for
a
spring.
You
know
and
then
anything
on
the
waterfront.
There
is
going
to
be
an
extra
requirement
and
I'm
concerned
that
it's
not
taken
from
other
parts,
my
ward
or
any
other
wards
in
order
to
ensure
that
so
without
some
idea
that
you're
forecasting,
what
that's
going
to
cost
I'm
a
little
concerned
so.
E
Through
the
chair,
we
haven't
forecasted
any
additional
operating
budget
requests
around
spring
cleanup
at
this
time
should
note
that
every
year
as
mr.
Evans
is
indicating,
the
spring
cleanup
is
quite
fluid,
depending
on
on
what
the
conditions
are
so
I
couldn't
say
that
we
need
any
more
money
at
this
point
or
direct
it
towards
a
specific
thing.
The.
F
Just
last
question
is
somewhere
in
here
we
were
looking
at
perhaps
cutting
back
on
horticulture
in
our
budget
and
now
I'm
concerned
that
we
wanted
to
put
Hort
back,
that
we
might
be
taking
money
from
horticulture
in
order
to
fix
cherry
Beach
dog
park
in
order
to
move
all
the
large
trees
along
the
waterfront
that
fell
into
the
lake
or
fell
onto
the
land
in
order
to
bring
our
beaches
at
least
up
to
a
decent
level.
Compared
to
some
of
these
large
infrastructure
projects,
we
threw.
E
F
C
Thank
You
mr.
chair,
so
the
next
briefing
note
is
referred
to
on
on
page
26.
Now
it
is
an
operating
briefing
note
by
classification,
it's
number
46.
It
has
both
a
capital
component
and
an
operating
component
which
I'm
gonna
recommend.
Maybe
we
do
together
and
it
is
the
request
for
information
to
come
back
on
what
it
would
take
to
extend
respite
beds
beyond
April
15,
as
well
as
costs
related
to
opening
and
operating
a
thousand
additional
shelter
beds
as
soon
as
possible.
C
So
I'm
just
going
to
give
a
an
overview
of
the
content
of
the
briefing
note
and
then
I
know,
you'll
have
questions
of
the
general
manager.
So
briefing
note
number
46
deals
with
both
components
on
page
26
and
27
of
the
blue
sheets.
It
kind
of
highlights
the
capital
on
page
95
of
the
green
sheets.
It
highlights
the
operating
impacts,
so
I
will
just
summarize
quickly.
C
So
as
it
relates
to
the
700
respite
beds,
right
now,
the
city
has
14
million
sorry.
The
city
currently
has
funding
in
the
budget
to
April
15th,
which
is
the
sum
of
about
three
Aude
million
that
was
drawn
from
the
reserve.
As
part
of
the
regular
program
plus
council
in
December
and
drew
another
ten
point,
six
million
from
the
TAC
Stabilization
Reserve
one-time
funding
in
both
cases
it's
about
14
million
in
total,
it's
in
the
base
budget
to
get
you
to
April
15th.
C
What
this
briefing
note
says
to
extend
it
to
the
end
of
the
year.
It's
an
additional
fourteen
point,
zero
to
six
million
to
get
us
right
to
year-end,
and
so
that's
been
identified
as
the
operating
cost
associated
with
doing
that
respite
beds.
So
that's
seven
hundred
in
the
system.
Continuing
to
your
end
is
fourteen
million
dollars
now
to
deal
with
a
thousand
additional
beds.
C
What
we
have
built
into
the
budget
is
already
funding.
The
preliminary
budget
is
already
funding
to
open,
121
new
shelter
beds.
So
this
briefing
note
addresses
how
to
do
how
to
add
another
eight
hundred
and
eighty
shelter
beds
at
eleven
sites.
At
your
previous
meeting,
you
had
requested
a
briefing
note
on
three
shelter
sites
and
you
receive
that
information.
C
So
what
this
briefing
note
does
is
provide
them
a
three
year
plan
on
how
to
add
eight
hundred
and
eighty
beds
over
three
years
at
eleven
sites,
what's
being
recommended,
are
identified
by
the
the
general
manager
of
shelter,
support
and
housing,
along
with
work
done
with
our
facilities
and
real
estate.
Folks
is
that
nine
of
those
would
be
acquired
and
two
would
be
leased
over
the
three-year
period.
C
Okay
to
do
that,
it
requires
a
hundred
and
seventy
eight
point:
five,
six
million
to
a
quat
to
buy
land
construct
and
renovate
the
lease
sites
and
fit
up
all
the
sites.
And
so
the
briefing
note
forty
six
lays
out
the
cost
over
the
three
years,
which
essentially
requires
forty
three
point:
eight
million
in
2018,
sixty
two
million
in
nineteen
and
seventy
two
point:
six
million
in
2020,
so
that
that
kind
of
adds
those
pieces
up.
C
What
the
briefing
note
also
identifies
is
the
need
actually
for
additional
positions
to
improve
oversight
and
capacity
in
the
system,
so
it
has
identified
a
total
of
thirty
five
positions
as
well
to
be
added
seventeen
and
a
half
in
eighteen,
seventeen
and
a
half
in
nineteen.
At
seventeen
at
one
point,
seven
five
million
in
each
of
those
two
years.
The
final
cost
that's
being
added
to
this
requires
debt
servicing
for
the
new
capital
funding
for
the
capital
three-year
program.
C
So,
on
the
capital
side,
it's
one
hundred
and
seventy
eight
point:
five
million
on
the
operating
side
for
2018
to
extend
700
respite
spaces
to
year
end
and
to
actually
open
three
sites
in
eighteen
and
continue
the
additional
two
years
for
the
additional
880,
it's
18
million
and
$40,000
in
1831
million
in
nineteen.
Seventeen
point
two
million
in
20
and
almost
twelve
million
in
2021
for
a
total
of
78
point
three
million
dollars.
C
That's
on
table
one
okay
on
table
two
at
the
very
back
of
the
briefing
note,
what
has
been
highlighted
is
a
schedule
of
all
deliverables,
because,
in
addition
to
this
three-year
program
of
adding
spaces,
there
is
work
underway
in
the
program
to
actually
bring
more
sites
on.
So
it
identifies
for
you
that
there
is
work
for
new
permanent
shelters,
three
sites
for
the
hundred
twenty
one
beds,
work
for
the
new
ones
for
2018,
it's
another
three
plus
there's
replacement
for
two
there's
two
sites
for
replacement
and
George
Street
revitalization.
A
Thank
you
questions,
so
what
we're
gonna
do,
but
we
will
do
questions
of
operating
and
capital,
because
they're
all
together,
it'd
be
a
lot
easier
than
separating
them
to
do
questions
later
for
operating.
So
if
we
have
questions
on
the
operating
pretty
much
the
entire
brief
or
not
operating
capital.
G
So
I
think
I
know
the
answer,
but
just
to
confirm
and
for
public
consumption.
So
this
takes
care
of
the
thousand.
Basically
a
thousand
beds.
I
know
that
you
are
in
the
hunt
for
locations
in
that
and
because
it's
debt
financed
you're,
going
to
be
purchasing
properties
ASAP
the
eleven
that
you've
identified
for
new
shelters
in
the
George
Street
transition
that
totaled
something
like
fifteen.
Sixteen
sixteen
altogether
you're
in
the
hunt
for
properties
even
now
and
you'll
purchase
them
as
they
become
available.
Is
that
is
it
without
the
affair
to
say
through.
H
G
So
sixteen,
basically
sixty
my
maths
is
sixteen
seventeen
eighteen,
actually,
eighteen
counting
all
in
George
Church
transition,
new
permanent
replacement
and
new
permanent
shelters
as
sixteen
sites
you're
in
the
process
of
getting
them
now
and
once
you
get
them,
the
2019
and
2020
might
change.
If
you're
able
to
secure
sites
earlier
to
say
through.
G
And
lastly,
this
piece
does
not
include
the
strategy
that
we
have
for
not
yet
refugee
claimants
who
come
in
from
the
airport
or
come
in
through
various
means
who
are
now
in
our
hotels
and
we're
looking
to
just
reorganize
that
system
to
work
more
through
refugee
serving
agencies,
rather
than
us
contracting
directly
with
motel.
So
it
doesn't
have
a
financial
impact.
Well,
you'll
be
reporting
out
on
an
operational,
a
different
operational
strategy
at
a
later
point
through.
G
H
The
chair
we're
working
as
quickly
as
possible
many
divisions
in
the
City
of
Toronto
on
this
particular
piece.
We
know
when
we
look
back
at
the
last
number
of
years.
On
average,
it's
taken
about
18
months
to
open
a
site,
but
in
the
last
six
months,
there's
been
a
very
intense
focus
and
we
have
a
number
of
locations
identified,
and
we
believe
that,
although
this
is
a
challenging
plan,
that
it
is
something
that
we
would
be
able
to
pull
off.
H
Through
the
chair,
currently,
there
are
63
shelter
locations
in
the
city
that
the
city
provides.
Funding
to
ten
of
them
are
operated
by
the
city.
53
of
them
are
operated
by
other
community
agencies
and
partners.
The
exact
split
out
of
the
exact
number
of
beds-
I-
don't
have
that
right
in
front
of
me,
but
I
can
get
that
for
you.
So.
H
The
chair,
absolutely
through
this
process,
we've
actually
gone
and
done
a
third
party
audit
of
all
locations
and
within
the
shelter
system,
and
we
have
taken
advantage
of
all
space,
would
be
within
shelter
standards
to
ensure
that
we've
maximized
the
current
infrastructure
available
to
us.
So
that.
B
H
H
B
And
I'm
sorry
I'm,
referring
to
a
different
briefing
on
preferring
to
reefing
no
22,
which
also
discusses
this
topic,
and
it
says
that
operating
costs
to
run
the
three
shelters
is
estimated
at
3.8
million
per
year
for
each
shelter
400
beds,
which
is
about
ten
thousand
dollars
a
day
or
about
$100.
A
person
by
my
calculation
is
that
is
that
consistent
with
what
the
not-for-profits
would
or
that
those
are,
but
those
operating
costs?
B
H
G
I
H
So
we're
in
the
process
I
can
turn
this
over
to
real
estate,
but
we're
in
the
process
of
working
with
existing
landlords
and
there's
a
mix.
So
we
are
identifying
new
sites.
We
actually
have
acquired
some
sites
and
we're
in
the
process
of
of
acquiring
sites.
So
I'll
turn
it
over
to
my
colleagues
in
real
estate
too.
H
J
Right
now,
the
current
focus
is
on
on
the
list
and
making
sure
that
we
have
adequate
properties
to
look
at
to
consider
for
the
the
program
needs.
So
that's
a
combination
of
looking
at
privately
held
lands,
whether
we
can
acquire
those
or
sorry
lands
and
buildings,
of
course,
whether
we
can
acquire
those
lease
them
for
for
the
program
purposes.
So
we're
you
know,
as
is
mr.
Raftis,
has
mentioned.
J
I
J
K
Thank
you
very
much.
Mr.
chair
I,
want
to
understand
to
staff
is
with
respect
to
the
schedule
as
as
outlined
before
us.
What
type
of
acceleration
matters
and
techniques
can
you
employ?
So
we
don't
spread
out
the
construction
of
these
beds
over
three
years
as
opposed
to
one
year.
What
can
you
do
differently
that
you're
not
doing
differently
now
so.
J
K
J
Feasibility
is
done
on
a
site
by
site
basis.
So,
as
we
approach
a
site,
the
needs
of
each
site
are
unique.
So,
for
example,
we
we
look
at
a
site.
Does
it
have
basic
life
safety?
Does
it
have
adequate
washrooms,
shower
facilities
etc
to
meet
the
program
needs?
So
there
is
an
assessment
to
be
done
on
a
site
by
site
basis,
I
think
what
we're
going
to
end
up
doing
moving
forward
is
you
know,
making
decisions
on
facilities
while
doing
the
assessment
in
parallel
and.
K
J
Completely
agree
through
the
chair
counselor.
We
completely
agree
with
you,
so
you
know
one
of
the
ideas
that
we
put
forward
and
we've
been
using
a
SWOT
approach
in
terms
of
a
very
focused
approach
in
close
partnership
between
ssh,
a
the
real
estate
and
facilities
management
teams,
among
others,
and
we
want
to
focus
that
even
more
so
we're
looking
at
process
and
we're
looking
at
what
resources
we're
gonna
bring
to
bear
to
focus
on
this
even
more
to
ensure
that
we
execute
the
plan
as
we've
committed.
Okay,.
K
So
I'll
move
away
from
that
question.
For
now,
I
will
try
to
come
back
to
it
at
some
point.
With
respect
to
the
York
Detention
Center,
that's
located
350
for
George
Street,
the
provincial
youth
detention
center
I
see
that
it's
not
contained
in
the
briefing
note
as
a
facility
to
open
in
2018.
Is
there
a
reason
why
it's
not
contained,
and
though
so.
J
Through
the
chair,
so
we
are
gonna
operationalize,
that
site
starting
next
week.
Currently,
the
service
being
provided
out
of
that
site
would
provide
respite
service
level.
I
think
there's
further
discussion
that
we
need
to
have
with
the
province
and
the
province
infrastructure.
Ontario
have
been
great
partners
with
us
to
get
that
site
up
and
running
in
a
very
quick
way,
I
think
beyond
the
current
needs
for
the
respite.
We
need
to
have
further
conversations
with
them
about
that
and.
K
What
would
be
the
wraparound
services
that
would
that
you
would
be
introducing
in
that
new
facility,
as
as
far
as
I
can
tell
aside
from
administration
and
intake
costs,
do
any
of
these
new
facilities?
Any
of
them
have
the
wraparound
mental
health
addictions
harm
reduction
supports
that
we
need
so
that
people
can
eventually
transition
out
through.
H
The
chair,
so
with
the
thousand
new
shelter
beds,
we
are
piloting
the
new
approach
to
our
shelter
system
and
those
wraparound
services.
We've
identified
those
and
doing
everything
possible
to
make
that
happen
within
the
rest
bait
sites.
These.
This
is
a
new
approach
and
so
we're
working
with
the
Lynne
currently
to
identify
what
services
can
be
provided
at
those
locations.
You.
K
H
F
Wanted
to
indicate
before
Metrolinx
for
the
smart
tract
in
order
to
build
a
station
in
order
to
expand
the
tracks,
we
will
move
to
expropriate
property
in
order
to
achieve
that,
because
it's
a
really
important
thing
to
do
and
I'm
wondering
what
our
ability
is
to
expropriate
properties
in
order
to
ensure
a
supply
of
shelters
and
affordable
housing.
That
is
also
a
crisis
and
a
requirement
and
a
council
priority.
F
When
we
look
at
the
list
of
we've
lost
a
couple
of
places
already,
there
is
a
report
that
was
done
in
2014.
That
indicated
all
of
the
programs
that
are
currently
running
out
of
churches
and
since
then
two
churches
were
sold
to
developers
and
we
have
lost
a
shelter.
We've
had
to
recreate
them
and
spend
a
lot
of
time
and
effort
staff
effort
money.
Recreating
do
we
not
have
a
better
way
to
move
in
and
look
at
those
properties
earlier
and
actually
take
them
so.
J
Through
the
chair,
so
one
of
the
things
that
we've
done
is
we've
reached
out
in
a
formal
way
to
the
Archdiocese
of
to
several
faith-based
groups,
including
the
the
archdiocese
Catholic
Archdiocese,
United,
Church
archdiocese,
and
we're
making
a
request
for
properties
that
are
available.
That
would
that
would
suit
our
needs
right.
We.
J
The
chair,
that's
being
done
so
as
we
become,
as
we
become
aware
of
properties
available,
either
through
official
channels
or
through
other
channels
in
terms
of
understanding.
What's
out
in
the
community,
we
we
make
efforts
to
look
at
assess
and
reach
out
to
property
owners,
including
the
churches,
are.
F
F
I'm
asking
if
maybe
I'll
ask
the
general
our
DCM
are.
We
had
45
people
come
here
and
speak
to
us
at
CD
are
saying
we
need
shelters.
We
need
housing,
but
I'm,
asking
if
they've
been
asked
to
look
at
the
properties
that
they
know
of
that
could
be
available
at
churches
that
don't
have
a
lot
of
people
in
them
at
buildings
in
the
community
anywhere
in
the
city.
Have
they
been
asked
formally
to
assist
that
you're?
Aware
of
I
understanding.
F
Not
talking
I'm
talking
about
the
community
organizations
that
were
here
last
week,
the
coalition
to
end
homelessness
in
the
City
of
Toronto
they're,
very
active
they're,
very
vibrant.
It's
not
going
to
the
diocese
it's
going
to
the
Advocate.
Have
we
had
that
conversation
with
the
advocates
through.
H
The
chair
a
couple
of
pieces,
so
when
a
shelter
comes
up
that
is
in
you
know,
we're
gonna
lose
that
particular
shelter
such
as
Birkdale
we've
moved
forward
to
expropriate
locations
in
the
past,
not
always,
but
there
are
some
examples
of
that
and
last
year
we
had
a
successful
example
of
that
in
terms
of
working
with
the
advocates,
we're
very
close
ties
right
now
to
the
Toronto
Alliance
to
End,
Homelessness
and
working
on
a
rapid
housing
strategy
and
also
working
with
them
to
identify
how
we
can
best
identify
opportunities
in
the
community.
If.
J
A
C
Thank
You
mr.
chair,
so
we're
now
on
page
28,
so
the
following
two
pages
well
we'd
not
had
did
not
have
motions
place.
These
are
staff
identified
issues
for
which
we
are
identifying
the
need
to
make
some
amendments
to
the
2018
preliminary
capital
budget.
So
the
first
one
on
page
28
is
just
a
technical
amendment,
giving
the
general
manager
of
parks,
forestry
recreation
authority
to
enter
into
capital
delivery
agreements
with
waterfront
journal,
as
they
are
working
in
partnership
on
many
projects
that
support
waterfront
renewal.
C
So
we
will
be
requesting
the
committee
to
put
a
motion
forward
on
behalf
of
of
that
technical
amendment.
On
page
29,
we
have
two
situations
for
which
funding
has
come
in
to
the
city
and
has
been
secured.
The
first
one
is
in
transportation
services,
we've
received
$100,000
from
Bloomberg
philanthropies,
and
that
is
to
do
work
in
support
of
school
safety
zones.
So
we
are
requesting
that
the
tenure
that
the
2018
capital
budget
be
increased
by
a
hundred
thousand
zero
net.
C
From
these
from
this
one-time
grant
and
then
finally,
in
Toronto
Public
Health,
we
have
received
$19,000
from
the
provincial
government
to
top
up
a
project.
That's
in
the
capital
budget
for
2018,
so
we're
requesting
an
amendment
to
that
project
to
add
that
funding
and
spending
authority
to
the
to
the
capital
project.
So
there
any
questions
on
those
questions.
C
So
page
30
now
starts
the
various
reports
that
are
before
you,
for
which
we
have
not
had
a
conversation.
So
far,
so
the
first
one
on
page
30,
it's
bu,
41.1
X.
This
is
a
report
for
adoption.
It
is
outcome
of
the
third
year
of
a
three-year
pilot
project
on
participatory
budgeting.
These
projects
have
been
approved
by
the
various
communities
and
we
now
have
to
adjust
the
budget
and
the
funding
sources
to
enable
those
projects
to
get
into
the
ten
year
or
into
the
2018
budget,
so
that
we
can
execute
on
those.
C
Think
so
that's
for
adoption,
as
we
move
forward
the
next
one
on
top
of
page
32
parks
for
trading
recreation,
41.1,
AF
again
another
report
that
will
be
fair
consideration
for
adoption,
twenty-eight
bathra
Street,
reimbursing
Bill
Toronto
for
development
costs.
So
the
report
here
is
responds
to
the
directions
from
counsel
from
April
2017,
identifying
the
need
to
determine
what
costs
need
to
be
repaid
for
work
being
done
on
28
Bathurst
Street.
B
E
Through
the
chair
this,
this
piece
of
land
was
always
in
the
city's
asset
base,
so
it
had
been
given
to
Bill
Toronto
from
a
development
perspective
and
then
upon
further
consideration
around
the
parkland
efficiencies
in
the
area.
There
was
a
motion
to
bring
forward
that
we
assume
it
as
parkland
and
as
soon
costs
around
remediation
of
the
properties,
so
the
actual
cost
to
purchased
the
property
is
zero.
The
only
cost
is
the
the
refund.
Well,
the
you
know
the
costs
that
bill
Toronto
had
spent
in
potential
development
of
the
land.
B
B
D
C
300
chair
we're
now
moving
to
items
relating
to
cluster
B
page
32
is
a
letter
from
Public
Works
asking
the
budget
committee
to
consider
funding
required
to
implement
the
further
acceleration
expansion
of
the
road
safety
plan.
I
believe
we
discussed
this
at
our
last
meeting.
There's
a
capital
component
that
would
add
six
point:
three
million
dollars
over
18,
19
and
20,
as
well
as
an
operating
impact
to
that.
So
this
is
just
the
formal
request
that
that's
before
you
to
consider
questions.
K
Thank
you
very
much.
I
understand.
We
didn't
quite
get
to
deal
with
this
at
our
last
City
Council
meeting.
It
was
just
constantly
defer,
but
there
was
contained
in
that
that
original
report
that
there
was
going
to
be
some
consideration
to
solicit
third
party
private
financing
and
funding
I
noticed
that
you
no
longer
have
that
before
you've.
Just
aborted
that
option
through.
L
You
chaired,
we
did
take
a
look
at
that
donations
as
part
of
a
request
from
Council
I
believe
we
got
had
had
some
enquiries
over
time
about
individual
schools
who
wanted
to
accelerate
some
watcher
Speed
programs
based
on
feedback
that
we
received
during
the
budget
and
some
additional
research
that
we
did,
that
we
in
fact
have
removed
that
recommendation
and
I
believe
we
put
in
a
note
related
to
that.
Okay,.
K
Thank
you.
That's
that's
good,
because
didn't
think
that
we
should
count
on
that.
So
then
considering
the
the
report
that
we
have
before
us,
what
I
see
here
is
that
it
is
entirely
doable.
You
can
accelerate
this
road
safety
plan.
The
only
thing
missing
was
just
the
dollars.
So
if
we
gave
you
the
dollars
to
accelerate
that
plan
to
get
the
job
done,
you
can
get
it
done
sooner
correct
through.
L
K
L
Usually
have
some
resources:
if
we,
if
we
need
to
transfer
them
between
programs,
we
will
come
back
as
part
of
a
mid-year
adjustment.
It's
often
the
case
both
with
the
capital
and
and
often
with
operating
as
well.
Sometimes
when
we
understand
on
snow
removal,
for
example,
we'll
move
that
to
other
operating
programs
during
the
year.
Okay,.
K
Then
can
you
explain
to
me
the
the
requirement
for
perhaps
new
debt
financing
that
I
see
in
this
in
these
documents
and
what
the
incremental
debt
servicing
cost
is
about,
because
if
you
do
have
money
at
the
at
the
end
of
the
year,
and
we
see
these
adjustments?
What
is
this
all
about?
Why
are
we
looking
to
debt
servicing.
C
So
three
years
to
chair,
this
is
new
debt
that
we're
adding
to
the
10
year
capital
plan.
That
was
not
before
you.
So
in
fact,
just
to
be
clear.
We
have
three
requests
in
front
of
you
for
additional
the
new
debt
funding
not
built
into
the
plan
and
we're
identifying
the
associated
debt
service
with
each,
whether
it's
the
shelter
beds.
But
it's
this
item
and
then
there's
an
item
coming
up
shortly
on
st.
C
K
C
K
My
assumption
is
that
meant
that
many
of
these
road
reconstructions
are
not
complicated
matters,
we're
not
building
new
highways
or
we're
not
certainly
realigning
expressways,
and
this
does
not
look
like
a
very
large
quantum.
Six
million
odd
dollars
just
for
the
debt
service,
with
respect
to
your
year-end
and
the
reconciliation.
Any
adjustments
that
come
out
of
it
is
there
not
about
six
million
five
million
ten
million
left
over
year
over
a
year
and
more
so.
C
K
C
So
if
there
is
under
there
is
under
spending
it's
because
it's
a
project,
who's
that's
received
money
for
which
work
is
not
completed.
We
then
carry
it
forward
in
the
following
year
to
complete
that
work
and
if,
if
there
is
funding
left
over,
we
don't
know
that
until
the
project
is
completed
and
closed,
and
then
it
goes
back
to
source,
so
it's
not
necessarily
just
their
year-end.
Okay.
Thank
you
very
much.
Thank.
M
I'm
understanding
this,
the
the
additional
funding
request-
and
it
came
from
the
works
committee
originally
is
for
an
additional
I.
Don't
get
the
six
point
three,
but
anyway
the
debt
financing
costs
are
65,000,
said
we're
we're
talking
about
65,000
and
that's
in
2018
and
190,000
in
2019
and
161,000
in
2020.
So
that
doesn't
that's
not
six
point
three
million,
that
is
whatever
it
is
three
hundred
and
twenty
six
thousand.
That's
the
real
cost
financing.
C
C
M
C
Point
so
through
used
to
chair
what
we're
trying
to
identify
for
the
committee
is
that
we
have
various
requests
to
issue
new
debt
and
then
incrementally
what
that
impact
is
because
every
decision
has
impact
and
then
cumulative
Li
what
that
means.
So
we
have
to
think
about
it
overall,
as
a
city
and
not
just
item
by
item.
B
L
L
N
L
L
L
B
L
L
B
B
Then
two
quick
follow-up
questions.
When
will
we
receive
a
report
back
because
I
have
received
some
information
from
your
staff
from
Sheldon
cool
on
the
effectiveness
of
these
they
seem
effective.
When
will
we
receive
a
report
back
from
staff
generally?
How
this
is
proceeding
because
we're
making
considerable
investment?
It
would
be
nice
to
know.
You
know
from
a
staff
standpoint
that
cars
are
slowing
down
and
by
how
much.
L
B
All
right
and
then
my
final
question
is
when,
when
we
approved
this
program
we
said
we
were
doing
so
only
in
school
zones,
which
was
something
I
didn't
really
agree
with
I
mean.
Is
it
possible
that
it
will
that
we
have
staff
given
any
thought
to
having
the
program
go
into
areas
other
than
school
zones?
So.
L
B
A
You
Thank
You
counselor
I'm
gonna
go
to
counselor
Annunziata
next,
just
one
declare
on
because
it's
a
very
busy
day
I
just
want
to
clarify
process
and
we're.
I'm
gonna
deviate
just
for
this
questions,
but
we
do
questions
of
counselors
on
the
committee
first
then
we
go
to
outside.
I
I'm,
not
gonna,
be
jumping
back
and
forth.
So
we
make
sure
if
you
have
questions
that
they're
ready
after
this
item
we're
doing
a
little
bit
of
jumping
again.
We
have
so
much.
We
need
to
do
so.
I
L
So
through
you,
we
could
move
them,
but
their
intention
is
in
a
location
that
the
data
has
shown
us.
That
speed
is
a
continuing
issue,
and
so
we
put
them
there
to
continue
to
reinforce
that
message.
It's
another
reason
why
we
have
expanded
significantly
the
number
of
mobile
signs,
because
there's
also
a
need
to
deploy
those
as
well
and
those
are
much
easier
to
move
around
rather
than
taking
them
up
and
putting
it
back
down
again.
Yeah.
I
K
L
We
did
a
review
of
that
location
and
found
that
speed
was
no
longer
an
issue
and
we
found
there
was
a
much
more
pressing
need.
Typically
there
in
there
and
the
school
zones
are
the
senior
safety
zones
as
a
package
of
other
things
right,
so
I
think
the
intention
would
be
to
keep
them
in
place.
If
we
found
they
were
no
longer
effective,
they're
just
a
pole-mounted
sign.
We
could
there.
F
Are
a
lot
of
cities
that
already
have
done
this
work,
we're
kind
of
coming
late
to
the
party
in
a
sense,
but
the
vendors
when
we
go
to
FCM
there
are
a
lot
of
vendors
there
with
these
type
of
signs.
How
did
we
do
our
call
out
in
order
to
determine
best
sign
for
our
city
most
noticeable,
one
that
people
will
actually
take
notice
of
after
a
while
and
there's?
What
was
our
process
for
these
Watchers
Food
Sciences
through.
L
You
we
did
a
call
I
believe
we
did
a
typical
RFP
process
to
get
a
vendor
to
get
the
quantity
of
signs
and
we
did
a
review
of
the
the
technology.
The
staff
has
been
partnering
with
other
major
cities
who
have
pretty
robust
vision,
zero
programs
such
as
New,
York
and
other
locations
to
look
at
what
they
find
to
be
the
most
sort
of
strategic
and
tactical
deployments,
and
that's
what
they've
they've
gone
with,
as
well
as
the
typical
bid
process
to
to
encourage
vendors
to
bid
okay.
F
F
L
L
D
D
C
We're
in
the
middle
of
page
33,
again
transportation
services,
a
letter
from
Public,
Works
and
infrastructure
and
title
multi-use
trail
Centennial,
College,
progress,
campus
and
Military
Trail
Road,
referring
that
for
consideration.
So
the
response
from
staff
indicate.
Firstly,
it's
there
is
no
funding
in
the
budget
for
this,
and
work
is
required
actually
to
have
discussions
with
parks,
forestry
and
Recreation
and
TRC
a
to
evaluate
connections.
So
it's
not
a
project
at
this
point
type
and
require
requires
coordination,
collaboration
amongst
the
three
groups
and
something
to
receive.
C
Next
item
is
page
as
a
report
from
the
deputy
city
manager
cluster,
be
in
the
acting
chief
financial
officer
entitled
Portland's
flood
protection,
so
this
report
is
here
simply
to
provide
authorization
to
execute
contribution
agreement
with
the
federal
provincial
governments
and
Waterfront
Toronto,
so
we
may
deliver
on
that
project.
So
this
is
just
the
authority
required,
so
we
would
recommend
adoption
of
those
recommendations,
questions.
C
So
now
we're
on
page
34.
So
this
is
a
letter
from
City
Council
and
it's
deliberation
on
an
update
of
next
steps
on
the
potential
relocation
of
the
Etobicoke
Civic
Center
referred
the
request
for
the
three
and
a
half
million
dollars
required
again
as
a
stage
gate,
one
kind
of
review
to
begin
that
work
there.
It
is
in
the
budget.
So
that's
there
for
your
information,
there's
really
no
action
to
undo
except
to
understand.
It's
been
built
into
the
preliminary
capital
budget
and
plan.
C
I
O
Mr.
chair
view,
mr.
chair,
the
project
was
on
schedule
and
cost
to
complete
March
of
this
year
with
the
moat
covers
to
come
lead
in
June
of
this
year,
but
the
middle
of
last
year
became
apparent
to
us
that
connective
work
that
was
required
to
be
performed
by
Metrolinx
for
us
to
complete
our
work
was
not
available
to
us
for
very,
very
good
reasons,
because
our
business
partner
Metrolinx
has
a
need
to
change
their
design,
which
I
totally
respect
so
to
accommodate.
O
This
we've
come
here
today
to
ask
for
the
budget
increase
to
enable
us
to
ensure
that
the
project
will
complete
this
year
and
we
won't
have
any
problems
due
to
the
upcoming
recess
of
committees
and
councils.
So
this
will
fund
us
through
February
of
next
year,
we'll
be
coming
to
GMC
next
month.
Should
it
be
approved
to
parsimoniously,
amend
our
contracts,
we're
not
going
to
give
it
all
out
in
the
first
instance,
but
we
need
to
manage
a
fluid
situation
with
our
business
partner,
which
is
not
fully
resolved
today
and
at
the
staff
level.
O
We
continue
to
work
very
closely
together
to
ensure
and
mitigate
any
additional
cost
or
delay,
but
our
respective
leadership
are
aware
of
it
and
and
Metrolinx
is
said
for
their
part,
that
it's
a
tribute
to
them
that
they'll
make
good
on
it.
But
essentially
it
has
to
flow
through
the
city.
So
we're
here
for
this
additional
budget
to
allow
events
to
unfold
in
a
professional
and
rational
fashion
and
to
bring
the
project
to
completion.
So.
I
C
N
N
I'm
going
so
I'm
gonna
finish
that
line
of
questioning
so
they're
so
they're
in
for
so
they're
in
for
almost
two
hundred
million
on
this
additional
cost,
you
said
make
good
so
they're
just
waiting
for
an
evaluation
if
it
turns
out
the
whole
twenty
odd
million
additional
is
all
attributable
to
our
having
to
coordinate
with
their
timing.
Then
they'd
be
all
in
for
all
of
it.
Right.
J
N
D
N
That's
a
Karelian
me
too
Thank
You,
mr.
chair,
those
are
my
quick.
Oh
I
had
one
other
question
I'm
just
wondering
if,
if
we're
still
confident
on
this
of
our
recoverable
debt
assumptions,
cuz
I
see
the
numbers
the
same
as
it's
always
been:
190
million.
Do
we
really
reevaluate
that?
Because
we're
so
far
down
the
line
now
we
know
really
who's
moving
into
the
retail
concourse,
we're
still
confident
of
our
assumptions.
Yes,.
P
B
O
Through
you,
mr.
chair,
the
intent
is
that
we
will,
but
we
cannot
at
this
time,
because
we
are
still
working
out
what
the
least
cost
and
schedule
benefits
are
together
with
them.
They
are
our
business
partner
at
my
staff
level,
I
have
every
confidence
that
their
staff
understand
the
situation
and
that
they
will
be
a
fair
and
equitable
and
good
business
partner.
O
However,
as
the
situation
is
unfolding
now
and
we're
still
dealing
with
the
best
solution
and
mitigating
the
what
is
happening,
we
don't
have
an
accounting
at
this
point
in
time
with
which
to
state
a
claim
to
Karelian.
We
have
put
them
on
written
notice.
Sorry
Metrolinx,
naturally
billion
on
the
brain,
but
through
to
Metrolinx,
but
we
have
put
them
on
written
notice
through
through
documented
letters
from
the
city
to
Metro
links
of
the
order
of
magnitude
of
the
cost
that
we're
looking
at,
but
because
it
remains
to
be
settled.
B
O
O
Through
you,
mr.
chair,
the
7
million
is
for
consultant
cost.
It
includes
legal
costs,
the
intent
there
is
it's
approximately
2
million
dollars
within
that
amount.
The
other
is
attributable
to
the
extension
of
time
for
the
design,
consultants
and
the
administrative
consultants,
the
city's
own
over
time.
My
time,
my
time,
my
team's
time
everyone's
time
becomes
attributable
to
the
project
when
it
extends
for
almost
an
additional
year.
A
Thank
You
counsel
to
you
under
so
there
again,
the
report
is
based
on
the
23
million
dollars
of
more
funding.
The
I
think
what
you're
looking
for
has
to
do
with
the
overall
project,
but
that's
not
technically
divorce,
yep,
okay,
outside
counselors,
for
questions,
seeing
none
we'll
move
on
to
the
next
okay.
C
So
3
was
chair.
Should
that
report
should
council
agree
to
the
additional
twenty
two
point:
eight
million
dollars.
That
report
would
have
to
be
adopted.
Okay,
next
item
top
of
page
35,
it's
bu,
41.1
8h.
It
is
regarding
the
redevelopment
of
st.
Lawrence
Market
North
again,
an
amendment
to
the
the
projects
capital
budget
what's
been
identified
here
is
the
need
for
an
additional
nine
point:
five
million
dollars
to
the
total
project
cost
on
page
35.
It
kind
of
highlights
what
the
key
drivers
of
that
are
primarily
for
a
lot
of
the
archaeological
work.
N
It'll
seem
like
I'm
lobbying
soft
ones,
because
I
already
asked
some
questions
and
and
half
have
them.
So
this
additional
funds
were
putting
it
that
the
additional
debt
funded
does
not
include
what
people
will
be
most
familiar
with
in
the
media,
which
is
dealing
with
the
heritage
piece.
The
archeologist
found
that's
already
been
funded
by
the
counselor's
office.
I
understand
through.
D
N
And
the
the
so
the
original
estimate
of
91
and
the
debt
recovery
in
this
same
question,
there
been
some
revisions
and
the
the
archeological
find
slowed
things
down
this.
This
gets
us
back
up
to
we're
ready
to
go
and
are
we
still
confident
of
the
recoverable
debt
in
this
scenario,
because
I
notice,
it's
the
same
amount
that
I
remember
so
well
so.
B
D
This
is
our
through
the
chair,
councillor
Campbell.
This
is
a.
We
have
a
contingency
we
put
in
here
too,
as
you'll
see
at
5%,
and
we
are
confident
at
this
point
in
time
that
this
makes
a
lot
of
sense.
That's
what
we're
putting
forward
in
front
of
you.
We
have
to
wait
for
the
tender
as
you
as
you
would.
As
you
would
probably
know,
some
of
the
archaeological
work
that
we
had
to
do
on
ministry
requirements
were
things
that
would
not
have
been
part
of
our
original
estimate
or
budget.
D
B
B
B
K
Thank
you
very
much
when
excavating
in
the
the
old
city
of
Toronto,
it
is
not
uncommon
that
we
see
remnants
and
artifacts
turned
up
during
the
dig.
Is
that
correct
good
chair,
that's
correct,
so
it
would
be
somewhat
anticipated,
although
maybe
not
is
exactly
expected
that
there
there
could
be
sites
all
across
downtown
Toronto
where
this
happens,
and
that
would
be
correct.
That
is
correct
and
when
those
archeological
sites
do
turn
up,
there
is
a
there's,
a
particular
protocol
that
is
enacted
that
we
must
follow.
K
D
Let
our
colleagues
talk
through
the
chair,
we're
dealing
with
the
listing
or
designation
of
a
heritage
property
in
this
instance.
Under
the
Interior
Heritage
Act
staff
have
reviewed
the
the
discovery
of
heritage
attributes
and
it
worked
with
facilities
and
real
estate
to
identify
an
appropriate
interpretation
plan.
The
kind
of
interpretation
plan
that
we
would
we
would
secure
through
the
development
approval
process,
and
that
would
be
the
same
as
it
would
be
through
any
development
process.
As
as
councillor
mentioned,
this
would
be
applicable
to
any
private
or
public
developer
throughout
throughout
the
city.
D
K
D
Not
an
option,
and
it's
it's
actually
it's
a
risk.
It's
a
risk
to
any
private
developer.
It
would
be
a
risk
to
the
city.
You
can't
always
predict
what
you're
going
to
find.
No
building
permits
were
pulled
for
that
more
than
150
years
ago,
but
so
we,
it
is
a
process
of
discovery.
It's
a
process
of
collaboration
to
figure
out
what
the
best
and
truest
way
would
be
for
us
to
properly
properly
interpret
and
tell
that
story
to
future
generation
and.
K
Then
finally,
the
the
additional
funds
required
to
create
a
proper
interpretation
plan
to
preserve
the
site,
I
guess
to
create
a
new
cultural
asset
that
has
to
be
prominently
displayed
and
explained.
Will
that
cost
be
recovered
in
the
long
term
by
adding
additional
value
historical
value
in
treating
on
as
an
asset
to
this
building?
Oh
well,.
D
From
a
planning
point
of
view,
certainly,
and
from
an
economic
development
and
tourism
point
of
view,
the
the
market
gallery
that
exists
currently
at
the
market
is
an
attraction
to
the
ambience
and
the
character
of
the
area,
and
this
will
only
add
to
that
and
make
it
continue
to
be
one
of
the
most
celebrated
historic
parts
of
the
city.
Okay,.
C
Okay,
three
mr.
chair,
we're
now
on
page
36
and
the
next
series
of
items
are
essentially
budget
transfers
from
our
accountability
officers
and
some
of
our
agencies.
So
I'll
move
pretty
quickly
through
these
the
first
two
one
from
the
office
of
the
lobbyist
register,
the
other
from
the
office
of
the
ombudsman.
Their
requests
are
built
into
the
10
year
capital
plan,
so
it
is
consistent,
Toronto,
Police,
Services
again,
their
request
is
consistent
with
what's
in
the
10
year,
capital
plans.
That's
before
you
on
page
37,
Toronto,
Public
Health.
C
It
is
different
and
we
highlight
on
page
37
that
there
are
some
technology
projects
that
had
been
identified
by
the
board
that
went
through
a
corporate
Technology
Review
process
that
happened
citywide
at
the
city,
so
they
are
not
recommended.
They've
been
deferred
based
on
their
readiness,
so
we
would
say
that
would
be
received.
So
that
is
the
difference.
Now.
On
page
38
for
TTC
41.1
s-so,
the
commission
has
brought
forward
a
10
year
capital
plan.
C
What
is
before
you
in
the
preliminary
10
year,
capital
plan
is
consistent
with
what's
been
recommended
by
the
board,
but
we
have
an
amendment
that
is
for
budget
committees.
Consideration
as
it
relates
to
a
decision,
a
discussion
on
the
two-hour
time-based
transfer,
so
as
part
of
the
cost
of
that
that
was
identified
by
TTC
five
million
of
it,
which,
if
committee,
were
to
consider
favorably
adding
that
to
the
budget
this
year.
Five
million
of
it
is
towards
making
some
software
adjustments.
C
So
we
would
recommend
an
adjustment
to
the
ten
year
to
the
2018
budget
for
TTC
that
we
fund
that
from
our
capital
financing
Reserve
on
a
one-time
basis,
okay
and
then
finally,
mr.
chair,
that
takes
us
to
our
final
two
motions,
which
is
essentially
once
you
wrap
up
your
decisions
on
your
capital
program
that
you
ask
us
come
back
with
a
report
on
your
behalf
and
you
adopt
the
10
year
capital
plan
as
amended.
Thank.
A
C
So
a
much
larger
package,
but
we
are
moving
to
page
85.
The
previous
pieces
are
all
about
what
we
have
done
so
far
in
the
process,
so
you
did
have
some
additional
requests
for
briefing
notes.
So
on
page
85,
we'll
start
with
some
corporate
briefing
notes
that
was
directed
at
the
city
manager
that
the
acting
chief
financial
officer
has
provided
its
budget
briefing
note
number
forty
requesting
what
the
potential
impact
is
of
rebound,
seeing
the
province
of
Ontario
business
education
tax
rates.
C
So
rather
than
going
through
this
long
explanation,
it
I
mean
essentially
highlight
some
previous
initiatives
by
the
provincial
government,
with
some
policy
reform
options
that
are
out
there,
but
and
what
that
impact
would
mean
to
the
City
of
Toronto.
So
the
acting
CFO
is
here
to
answer
any
questions.
On
that
briefing
note.
C
Page
86
bottom,
its
briefing
note
number
41
a
second
request
to
look
at
the
feasibility
and
economic
impact
of
additional
scheduled
that
annual
reductions
to
the
commercial
to
residential
property
tax
ratio
over
both
the
years
and
cycles,
including
its
impact
on
the
city's
financial
outlook,
affordability
of
the
commercial
residential,
real
estate
markets
and
competitiveness
of
Toronto
business.
In
comparison
with
surrounding
municipalities.
C
Q
Q
Q
All
of
these
other
classes
are
in
terms
of
tax
ratios
they're
compared
to
the
residential
class,
and
so
it's
expressed
as
a
ratio,
but
each
tax
rate
within
those
classes
are
in
fact
differential,
and
so
so
they
have
different
tax
rates
across
classes.
And
if
the
question
is,
how
do
we
compare
relative
to
the
905,
we're
still
relatively
higher
to
the
905.
G
My
question
is
actually
within
within
Toronto,
so
you
in
the
historically
for
the
past
several
years
since
we've
started
this
process,
a
1%
when
we
say
one
percent
tax
increase.
What
we
really
mean
is
a
one
percent
tax
increase
for
single-family
residential
and
only
yes
0.33
or
0.4
0.5
for
the
other
classes.
It's
not
that
we've
achieved
the
ratios
that
we
want
for
small,
commercial
and
multi-residential.
Q
Multi-Residential
has
to
actually
be
two
times
so
we've
achieved
the
council
policy
of
going
to
two
and
a
half
we're
still
not.
We
do
not
still
have
access
to
the
entire
tax
base.
So
when
we
step
what
we
say,
1%
increase
in
the
residential
tax
rate,
we
will
still
be
talking
about
half
a
percent
for
the
other
cap
classes
for
a
while.
Yet
Wow.
Q
Q
G
Q
N
Yes,
so
when
we
did
enhancing
Toronto's
business
climate,
the
2.5
was,
it
was
not
just
about
as
I
recall
this
a
long
time
ago,
but
as
I
recall,
it
wasn't
just
about
parity
with
the
GTA,
but
that
that
was
that
was
also
a
good
comparator.
Two
and
a
half
to
one
was
a
good
comparator,
looking
at
a
sampling
of
global
cities.
So
my
question
is:
is
it
a
regular
part
of
our
provincial
conversations?
N
Is
it
contemplated
in
the
long-term
financial
plan,
etc,
etc,
wherever
it
can
be
to
make
the
case
to
the
province
that
for
a
tax
base
as
generous
as
ours,
two
to
one
really
doesn't
give
us
the
flexibility
we
want.
If
we
want
to
advantage
small
business
over
large
business,
for
instance,
or
industrial
over
or
over
a
class
office
space
two
to
one
doesn't
give
us
the
the
flexibility
to
do
that
unless
we're
willing
to
take
some
business
classes
below.
Q
That's
a
fair
assessment:
I
think
we
collectively
with
Revenue
Services
engaged
the
province
on
an
annual
basis
and
discussions
about
matters
such
as
tax
policy
and
we've
put
put
forward.
The
objective
of
having
council
make
a
determination
as
to
how
it
wishes
to
tax.
It's
it's
constituencies,
and
so
our
ask
of
the
province
has
always
been
that
we
be
permitted
the
flexibility
to
determine
our
tax
policies
without
any
kind
of
provincial
interference.
If
you
will
could.
N
Q
A
M
M
Q
So
certainly
I
can
confirm
that
from
a
global
ranking
perspective,
we
are
probably
one
of
the
most
the
most
competitive
jurisdictions
internationally
and
that
has
been
reported
out
the
past
five
six,
a
half
a
dozen
years
in
terms
of
whether
or
not
we
ought
to
have
access
to
additional
revenue
options,
revenue
tools,
given
the
types
of
services
that
we
provide
I
mean
we
did
report
that
out
in
December
of
2016
to
Council.
We
examined
a
number
of
revenue
options.
M
You
not
agree
that,
in
order
to
continue
to
be
a
successful
City,
it
shouldn't
just
be.
We
have
the
lowest
tax
environment,
but
that
we
actually
have
good
services
that
are
expanding
to
meet
the
growth
in
our
city
and
to
meet
the
needs
of
our
city
and
that
the
tax
environment
has
got
to
change.
If
we're
going
to
do
that.
Yes,.
Q
I
would
wholeheartedly
agree
with
that,
and
there
is
a
couple
of
reports
that
are
going
to
executive
committee,
in
fact
tomorrow
that
suggest
that
we
have
to
keep
up
with
the
growth
that
the
City
of
Toronto
is
experiencing
and,
to
that
extent
we're
introducing
enhancement
of
development
charges
and
other
revenue
options.
Okay,.
J
D
Q
D
Q
B
Right,
it's
in
again
it's
in
follow
up
on
their
commercial
tax
class,
so
some
commercial
tax
payers
will
pay
half
the
residential
rate,
but
others
that
are
getting
reassessed.
Small
businesses
in
areas
where
property
values
are
rising,
you
know
appreciably
will
be
very,
very
hardly
hit.
How
does
that?
So?
How
do
we
balance
that
get
balanced
out.
Q
So
that's
a
really
good
question:
I
mean
from
at
the
class
the
commercial
industrial
classes
bear
half
of
the
increase
in
taxes
that
are
presented
on
on
the
residential.
However,
within
the
class,
to
the
extent
that
different
property
specific
properties
appreciate
a
greater
rate
than
the
average,
they
are
likely
to
attract
more
of
a
tax
burden
within
the
class.
We
are,
as
I
mentioned,
before,
taking
a
report
to
Executive
Committee
tomorrow
to
mitigate
those
impacts
within
within
the
class.
Q
B
Q
C
The
request
of
the
general
manager
Children's
Services,
to
provide
a
note
identifying
the
level
of
funding
required
to
achieve
each
1%
reduction
in
child
care
fees
in
the
child
care
growth
strategy,
so
that
informations
come
back
top
of
page
89
and
essentially
what
it
identifies
is
a
1%
reductions
process
is
approximately
3
million
per
year
to
achieve
that
and
the
target
is
identified
in
Australia
G's,
a
10%
fee
reduction
for
those
fees
in
the
top
1/3
and
that's
a
total
investment.
Thirty
point:
five
million
to
achieve
that
target.
P
P
N
I
just
ask
just
to
expand
on
that,
so
that
so
that
people
hear
it
the
issue
is:
there
are
some
that
are
way
higher
than
others.
So,
while
we're
addressing
affordability,
you're
you're
going
to
go
at
the
outliers
first,
those
that
are
that
are
the
high
Tyus
numbers
that
that
the
media
zeroes
in
on
so
you're
gonna
you're
gonna,
bring
affordability
to
the
to
the
the
highest
outlier
fees
first
and
try
and
balance
them.
Am
I
right?
That's.
N
So
we
actually
in
requesting
a
briefing
note
this
way
we
kind
of
created
a
challenge
for
you
haven't
we
cuz
you
have
to
you
have
to
you,
have
to
invest
some
of
the
money
coming
to
the
province
to
substituent
crease,
the
number
of
subsidized
spaces.
You
also
have
to
make
affordable
spaces
and
you
also
have
to
make
living
wages
for
the
workers.
Oh
all,
in
the
same
strategy.
That's
the
balance.
You're
trying
to
achieve
am
I
right.
That's.
P
N
P
G
P
The
two
million
dollars
this
year
is
going
towards
the
ANA
schwabe
child
care
and
child
and
Family
Center.
We
have
carry
forward.
This
is
a
unique
year
because
of
the
timing
of
the
provincial
and
federal
money
in
2017.
So
we
have
a
carry
forward
this
year.
That
is
going
into
fee
subsidies
from
the
federal
government
and
then
in
2019.
The
city's
contribution
will
pick
up
those
subsidies
I
see.
G
Okay
got
it
so
your
briefing
note
here
talks
not
about
individual
subsidies
to
needy
or
parents
that
go
through
an
income
test
and
so
on,
but
your
briefing
notes
speaks
to
if
we
want
to
address
the
overall
cost
that
it
is
basically
each
percent
that
you
want
to
decrease
parental
causes.
$3,000,000
here,
that's.
P
A
C
Mr.
chair
we're
on
page
89
we're
moving
now
to
parks,
forestry
and
Recreation.
Its
operating
budget
briefing
note
number
20.
This
was
requested.
Sorry,
this
is
in
response
to
requests
from
City
Council
that
adopt
a
report
on
the
Toronto
ravine
strategy
and
asked
the
general
manager
of
sought
ways
to
coordinate
with
transportation
parks,
forestry
recreation
to
develop
a
regular
maintenance
litter
strategy
and
to
bring
that
forward
through
the
process.
K
E
The
chair,
that's
correct.
The
the
the
especially
the
waste
collection
approach
is
more
on
a
complaint
basis.
Given
that
there's,
you
know
approximately
4,000
hectares
of
ravine
lands
that
are
not
necessarily
all
maintained
through
the
year,
so
we
don't
have
eyes
on
all
those
hectares.
All
the
time.
K
And
would
you
say
that
the
the
number
of
sort
of
concentration
of
litter
and
perhaps
commercial
activity,
including
encampments
in
the
ravines,
with
human
activity,
like
living
activity,
that
has
increased
dramatically
over
the
past
two
years?
Would
you
say
that's
the
correct
through
the
chair?
I
would
grieve
that,
yes
and
and
because
we
don't
have
any
service
levels
in
this
particular
budget,
we're
still
not
making
any
recommendations
on
enhancing
the
level
of
service
like
there's
no
complaint
basis.
K
E
The
chair,
yet
we
agree
that
the
litter
system
and
the
amount
of
litter
in
the
ravine
is
growing
and
isn't
unacceptable
levels.
Given
the
environmental
issues
of
you.
As
you've
noted.
We've
also
noted,
in
the
briefing
note
that
real
strategic
response
to
this
issue
needs
to
come
forward
from
a
number
of
different
aligned
divisions,
including
Toronto
water
and
solid
waste
and
PF
gnar
and
transportation,
and
we
haven't
been
able
to
do
enough
background
at
this
point
to
put
forward
what
we
think
is
a
strategic
approach
to
this.
Considering.
K
There's
400
sorry,
four
thousand
hectares
of
ravine
land
I
think
it's
safe
to
say
that
there's
probably
a
few
identifiable
hot
zones,
so
you
don't
need
to
necessarily
survey
the
four
thousand
acres
you
can
actually
identify
based
on
where
the
complaints
are
coming
in
where
the
3
1
1
calls
are
coming
in.
Where
there's
a
larger
concentration
of
activity,
could
you
not
through.
E
E
The
chair,
we
could
you
know
in
you
know
we
could
consider.
We
don't
have
the
funds
available
in
this
budget
to
increase
that
amount
of
maintenance
in
the
Rabine
system.
You
know
with
the
consideration
of
councilors
the
direction
of
council.
We
could
certainly
add
crews
to
look
at
that
in
the
interim.
If
that's
the
consideration
that
council
and
Budget
Committee
wants
to
pursue
and.
K
Would
you
be
able
to
give
us
some
some
parameters
and
guidance
of
what
might
be
a
supplementary
crew?
That's
added
this
year
to
make
sure
that
we
we
don't
let
the
state
of
the
ravines
completely
fall
to
the
side,
but
but
as
a
measure
for
the
hot
zones
where
we
do
see
encampments,
where
we
do
see
large
concentration
of
garbage
and
perhaps
even
fires
that
can
be
started.
Can
we
can
we
get
some
some
estimated
staffing
levels
from
you
of
what
it
would
take
for
us
to
least
deal
with
the
hot
zones
so.
E
Through
the
chair,
just
in
general,
the
cost
to
add
a
four
person
crew
as
an
example
for
each
four-person
crew
is
anywhere
between
150
and
175
thousand
dollars,
depending
on
how
many
crews
would
be
added.
So
there's
different
levels
of
consideration
just
to
deal
with
the
hotspots
and
not
actually,
you
know,
come
up
with
a
strategic
approach
that
would
deal
with
the
entire
system,
but.
K
E
The
chair
we
we
do
as
you've
indicated
respond
to
the
301
calls
and
complaints
that
we
receive.
Sometimes
we
do
it
in
coordination
with
Toronto
water
or
with
transportation
services,
depending
on
what
the
issue
is
and
what
equipment
is
required.
So
it's
not
always
PFN
or
that
response,
but
quite
often
it
is
if.
K
E
E
C
A
C
Three
two
chair:
the
next
three
briefing
notes
relate
to
Social,
Development,
Finance
and
Administration
requests
that
have
come
back.
The
first
at
the
bottom
of
page
90,
its
request
around,
what's
required
to
develop,
to
advance
the
development
of
the
social
procurement
policy
initiative
of
the
Toronto
poverty
reduction
strategy
and
what
resources
required
to
undertake
this
work.
So
the
briefing
note
highlights
a
fair
amount
of
work.
That's
been
done
to
date,
noting
that
a
position
had
been
added
previously
in
our
purchasing
materials
management
division.
So
a
lot
of
movement
has
happened
there.
C
G
R
G
I'm,
asking
for
understanding
was
that
it
is
possible
to
enhance
and
given
that
the
best
poverty
reduction
strategy
is
a
job
that
that
there
was
some
opportunities
to
actually
do
this
work
faster
so
that
we
expand
the
community
Bennett
benefits
framework
at
an
earlier
date.
To
do
that,
your
department
needed
more
resources.
There
are
no
numbers
here
so
through.
R
The
chair,
the
social
procurement
policy
implementation
in
particular,
there
has
been
significant
uptake
and
we've
been
very
pleased
with
the
amount
of
uptake
it
has
caused
a
challenge
in
terms
of
processing
all
of
the
interests
there
are
resource
constraints
on
how
we
can
further
develop
and
implement
the
social
procurement
program
at
the
city.
Additional
resources
would
be
extremely
helpful
and
critical
to
the
implement
for
their
deeper
implementation
of
that.
For
that,
that's
not
here.
R
R
G
Would
you
be
open
to
or
in
what
like
now
I
have
to
ask?
Well
what
would
it
save,
because
you
know
this
is
our
last
meeting
directly
reporting
directly
to
Council
if
get
given
that
there
are
are
real
good
possibilities
and
we
want
to
hit
the
next
term
of
council
running,
not
walking
but
running
what
would
be
the
resource
requirements
that
you
could
start
to
set
in
place
towards
the
end
of
2018,
which
is
what
I
thought
this
report
would
address
for
you
to
be
able
to
well
certainly
community
benefits,
but
also
social
procurement.
G
R
G
A
N
One
more
question,
because
this
is
this
is
frustrating
because
this
is
this
is
a
thing
that
was
voted
on
in
the
last
term,
not
this
term
and
we're
not
gonna
really
begin
to
feel
its
effects
in
in
broad
strokes
until
the
next
term.
If
we're,
if
we're
gonna,
do
an
additional
report,
could
we
get
a
few
good
news
stories
that
really
demonstrate
what
it
does
because
we
talked
about
you
know
some?
Can
five
hundred
fifty
thousand
dollars
worth
went
to
to
equity,
seeking
groups
or
diverse
contractors,
etc?
R
J
R
C
Okay,
we're
at
the
top
of
page
92
is
briefing
note
number
44
again
asking
the
executive
director
to
provide
a
budget
briefing
note
on
the
cost
implications
to
can
see
pip
recipients
of
bill
148
and
possible
strategies
to
resolve.
So
the
briefing
note
elements
are
highlighted
on
page
92,
essentially,
if
the
grant
program
recipients
are
responsible
for
funding
their
own
staff,
so
there
is
no
direct
financial
impact
as
as
a
result,
there
is
some
work.
C
G
Yes,
I
guess:
I'm,
not
I,
understand
the
report.
I
guess
I'm
not
happy
with
the
reports
of
this.
Hence
my
my
question.
I.
Think
all
of
us
in
this
room
recognized
that
any
social
service
agency
is
an
autonomous
agency
and
we
can
certainly
not
be
responsible
for
the
full
tab
of
any
any
outside
additional
budget
pressures
that
they
may
have,
and
the
minimum
wage
increase
is
an
outside
budget
pressure.
G
To
say
our
piece
of
it
is
this
and
to
fund
that
piece
and
take
responsibility
for
it
costs
that
those
agencies
are
occurring
because
we
are
their
funder,
a
guesstimate
would
be
or
an
estimate
would
be
X
amount
of
dollars
to
cover
that
piece,
rather
than
put
it
all
on
them
to
do
extra
fundraising,
bake
sales,
acts,
ask
other
other
foundations
and
so
on.
Is
that
a
calculable
number,
and
would
that
number
be
able
to
be
provided
either
to
the
executive
or
to
council
I?
R
And
based
on
the
survey
data,
we
understand
that
the
magnitude
will
be
relatively
small.
Most
agencies
are
funding
beyond
minimum
wage
now,
so
the
intent
of
the
briefing
note
is
to
give
committee
and
council
a
sense
of
the
scope
of
the
impact
on
the
funded
agencies.
Hopefully,
we've
done
that
there
is
a
request
before
Budget
Committee,
for
an
enhancement
of
450,000
in
the
community
services
partnership
program.
We.
G
R
G
R
R
N
I'm
gonna
I'm
troubled
now
I'm
gonna
have
to
ask
some
questions
that
that,
despite
the
fact
that
we
share
politics,
I'm
not
gonna,
be
making
my
colleague
happy
I'm
concerned
about
the
equity
piece
here.
If,
if
we
were
to
move
a
motion
to
top
people
up
for
minimum
wage
in
what
is
an
external
grant,
we're
we're
advantaging
people
based
on
their
business
model
and
giving
nothing
to
people
who
happen
to
have
a
business
model
of
paying
people
more
than
what
bill
148
subscribes.
Every
not!
Is
that
not
a
problem
through.
R
N
If
I
may
ask
isn't
the
more
important
question
whether
or
not
we're
just
keeping
pace
with
the
economy
and
economics
of
running
these
agencies
at
all,
if
we're
we're
providing
inflation
or
times
nothing
year
after
year
after
year,
in
the
budget,
isn't
the
overall
envelope
the
the
bigger
challenge
for
the
growing
number
of
agencies
who
are
providing
services?
We
are
not
providing
ourselves.
It.
R
C
Its
brief.
He
note
number
45
again
of
the
executive
director
has
provided
a
briefing
note
in
response
to
emotion,
a
members
motion
from
Council
regarding
closing
the
service
gap
in
the
Downtown
East
revitalization
area.
So
it
was
a
request
around
again
identifying
resources
required
to
address
these
community
challenges
that
have
been
brought
forward
and
it
identifies
the
need
for
a
12-month
period
to
identify
one
individual
or
one
resource
that
would
assist
in
supporting
the
work.
That's
being
done,
page
94,
you
know,
that's
and
I
would
have
a
cost
of
84,000
this
year.
N
N
N
K
Thank
you
very
much
and
thank
you
to
staff.
For
this
briefing
note
it's
a
great
interest
to
the
local
communities
that
I
serve
as
well
as
counselor,
Troi's
II,
and
probably
anybody
who
comes
to
visit
the
downtown
area.
I
want
to
just
I,
want
to
dig
a
little
bit
deeper
because
there's
a
lot
of
alarming
information,
and
here
with
respect
to
crime
rates,
having
gone
up
with
respect
to
the
entire
needs,
with
respect
to
mental
health
supports
and-
and
these
are
not
just
single
digit
increases.
K
R
One
of
the
through
the
chair,
one
of
the
key
challenges,
is
the
report.
The
report
doesn't
talk
about
the
significant
need
indicated
in
the
Downtown
East.
It
also
talks
about
the
significant
current
levels
of
service,
so
there
are
many
many
services
in
the
Downtown
East.
The
question
that
emerges
or
the
the
clarity
is
that
services
are
not
connected
in
the
way
that
they
need
to
be.
We
have
a
bunch
of
programs.
K
My
understanding
that
there's,
at
least
at
least
the
situation
tables
that
are
that
are
organized
one,
is
focus.
We
have
one
specifically
for
focus
51.
We
also
have
a
table
where
the
Toronto
central
lens
brings
all
the
service
providers
that
they
that
they
fund
together
and
there's
ongoing
work.
That
needs
to
be
done
with
a
Downtown
East.
Revitalization
group.
What
I
don't
understand
is
why
is
it
with
those
three
ongoing
tables
where
the
service
providers
are
coming
together?
Why
this
hasn't
been
done
sooner.
R
Through
the
chair,
that's
a
very
good
question
councillor
in
part,
those
three
tables
existing
tables
have
very
defined,
focus
and
mandates.
So
the
focus
table
is
about
responding
to
individual
situations
of
elevated
risk.
It's
very
individual
focus
not
dealing
with
the
systems
issues.
The
Lim
funded
coordination
project
is
health
focused.
The
problem
is,
we
need
to
develop
the
system
that
integrates
the
health,
the
housing
and
the
other
kinds
of
supports
for
the
Downtown
East.
And
that's
that's
the
recommendation.
That's
before
you.
R
K
Some
of
the
is
some
of
the
priority
services
that
the
community
service
providers
said
that
we're
absolutely
critical
to
sort
of
out
to
accelerate
as
quickly
as
possible
would
include
additional
health
and
outreach
workers,
additional
mental
health
workers
and
public
health
nurses,
additional
supplements
when
it
comes
to
two
basic
rents,
but
I,
don't
see
any
of
that
and
we
did
break
it
down
into
five-year
strategies
and
12-month
strategies,
but
I
don't
see
any
of
that
being
recommended
here.
All
you
have
is
service
coordination.
Can
you
help
me
understand
why
it's
left
left
off
the
table?
K
R
We
did
also
include,
in
the
briefing
note
the
need
for
additional
harm
reduction
resources.
We
are
also
coordinating
with
colleagues
and
shelter,
support
and
housing
in
terms
of
the
efforts
that
they
are
making
in
the
broader
shelter
crisis
in
the
Downtown
East,
specifically
so
leveraging
all
of
those
different
players
and
pieces
of
work.
Thank.
C
Okay,
so
we
are
at
page
95.
The
next
briefing
note
is
the
one
about
the
thousand
beds
which
we
have
dealt
with
in
combination
with
the
Capitals,
so
we
have
now
concluded
all
review
of
incremental
or
new
briefing
notes
before
committee.
So
if
I
can
move
you
now
to
page
98,
so
we
have
four
items
before
committee
again.
These
are
motions
that
are
being
identified
by
staff
as
a
result
of
some
things
that
have
occurred
in
the
interim,
the
first
at
the
bottom
of
page
98,
as
we
all
know,
at
councils
meeting
in
December.
C
So
in
December,
when
council
approved
the
ten
point,
six
million,
we
just
need
technical
Authority
for
the
GM
to
actually
spend
the
money.
So
we
need
to
reflect
that
in
the
budget.
So
there's
a
motion
that
we've
provided
to
ensure
that
the
general
manager
has
the
authorities
to
do
that.
On
page
99,
the
United
Way
has
provided
funding
to
the
city
of
150,000
on
a
one-time
basis.
So
this
is
a
motion
to
increase
the
fund,
the
budget
to
reflect
receipt
and
use
of
those
funds.
C
At
the
top
of
page
100,
a
$20,000
grant
from
Howe
jackman
Foundation
has
been
provided
to
City
Planning.
So
it's
about
adjusting
the
budget
to
receive
those
funds
and
allow
for
that
authority.
And
finally,
at
the
bottom
of
page
100,
the
Toronto
Public
Health
staff
have
received
funding
from
the
province
of
another
million
and
29,
and
we
have
highlighted
for
four
members
and
and
councillors
how
that
money
is
to
be
allocated
NetZero,
it's
a
one-time
grant.
So
we
would
have
to
add
that
to
the
budget
and
we
have
a
motion
to
deal
with
that.
C
Good,
okay,
top
of
page
102,
so
now
we're
looking
at
any
reports
and
referrals
to
the
budget
process
for
communities
consideration.
So
102
was
an
item
that
was
before
City
Council
back
in
June,
when
we
were
asked
to
submit
the
implementation
costs
for
various
approved
service
plans,
and
that
was
referred
to
committee
for
consideration.
Many
of
the
neun
enhanced
items
that
have
been
on
the
list
distributed
for
for
counselor
for
committee's
consideration,
actually
our
priority
actions
to
implement
many
of
these
plans.
So
those
are
really
before
you
in
a
substantive
way.
C
The
bottom
of
page
102
is
a
letter.
It's
a
member
of
motion
from
City
Council
regarding
a
Massey,
Hall,
revitalization
project.
We
have
no
project
in
the
budget.
It's
not
a
city-owned
project
in
general.
These
are
matters
that
we
have
dealt
with
really
through
a
three
part,
I'd
time
to
tripartite
kind
of
an
agreement.
So
that
is
there's
nothing
before
you
in
in
this
regard.
So
at
this
point
to
be
received.
Okay
next
item,
so
in
the
middle
of
page
103,
it's
been
you
41-point
ad
one
ad
letter
from
City
Council.
C
It's
a
report
that
had
been
considered
on
December
18th
or
at
the
last
council
meeting
regarding
the
utility
locates
for
business
improvement
areas
as
required
by
the
Ontario
underground
infrastructure
notification
act
so
referred.
The
recommendation
initially
was
that
the
city
pay
for
50%
on
behalf
of
the
BIA
s.
Costs
council
then
made
a
decision
to
the
city
fund,
a
hundred
percent
of
the
BIA
s
cost
for
utility
locates.
So
in
economic
development
there
is
already
one
hundred
and
sixty
six
thousand
that
was
built
into
the
preliminary
budget.
C
C
C
Right
next
item:
bottom
of
page
103,
bu,
41.1,
M
again
a
letter
from
City
Council
regarding
tree
protection
enforcement,
asking
committee
Budget
Committee
to
consider
the
creation
of
seven
permanent
full-time
positions
to
address
the
need
for
tree
protection.
So
they
didn't.
If
we
look
on
the
next
page,
what
we've
identified
is
that
it
is
on
the
list
of
items
to
be
considered
as
part
of
the
2018
budget
process.
C
So
if
you
were
to
to
approve
that
that
would
be
hundred
ninety
seven
thousand
gross
zero
net,
as
these
will
be,
these
funds
will
be
recovered
from
fee
and
inspection
fees.
Okay.
Next
item
is
bottom
of
page
104
letter
from
City
Council
regarding
the
community
recreation
mm
18
to
20
growth
plan
and
waitlist
management
again
referred
to
committee,
to
address
what
might
be
required
to
accelerate
the
number
of
spaces
up
to
20,000
spaces.
C
So
in
the
list
of
items
that
are
before
you
for
consideration
a
noon,
there
is
a
request
for
10,000
spaces,
and
so
that's
on
the
list.
If
you
were
to
double
it,
which
the
program
advises
could
be
done
for
2018.
That
would
require
an
additional
four
hundred.
Eighty
two
thousand
gross
three
hundred
eighty
six
thousand
net
and
additional
eleven
point,
one
FTE,
so
that
would
take
you
from
where
we
are
from
the
2017
approved
level
up
by
an
increment
of
ten,
that's
already
on
the
list
in
an
additional
ten
thousand.
That
would
be
supplemental
funding.
C
C
So
twenty
thousand
is
nine.
Sixty
five
is
in
the
41
million
list
right,
neither
of
which
are
in
the
per
in
the
preliminary
budget,
so
in
total
it
would
require
additional
funding
of
nine
hundred
sixty
five
thousand
gross
in
seven
hundred
seventy
three
thousand
dollars
net
and
twenty
two
point:
three
positions:
okay,.
C
Sorry,
the
second,
so
if
we
turn
the
page
on
106,
the
second
part
of
that
request
was
what
would
it
take
to
fully
implement
the
goal
of
deliveries
from
survive
by
2021?
So
what
what
this
identifies
here
on
page
107
is
that
there
is
an
enhanced
request
that
would
provide
additional
capacity
of
150
of
the
phase
three
for
2018
and
that
would
another
9,000
students
took
to
the
goal
of
the
22,000
students,
which
is
the
end
that
we're
trying
to
do
by
2021.
So
that's
on
the
list
of
the
41
million
as
well.
C
N
Can
I
ask
a
question?
I
just
want
to
ask
the
question
of
how
the
costs
were
arrived
at,
because
if,
if
we
were
in
these
two
in
the
creating
additional
recreation
spaces
and
creating
additional
swim
to
survive
clients,
how
were
the
costs
arrived
at
is
this?
Is
this
counting
on
Oh
counsel,
surprised
us
and
allowed
us
to
do
more?
We
probably
couldn't
get
going
until
September.
Was
that
sort
of
consideration
already
factored
into
the
cost.
E
So
through
that
through
the
chair,
some
of
that
is
absolutely
part
of
the
consideration.
Okay,
in
the
growth
of
recreation
programs
report,
there
would
be
some
implementation
starting
in
summer
2018,
and
then
there
would
be
with
summer
camp
programs
as
an
example,
and
then
there
would
be
additional
programs
factored
in
in
2019
that
would
go
into
the
2019
2020
school
year,
so
to
speak.
N
E
Through
the
chair,
we'd
really
have
to
take
a
look
at
our
staffing
capacity
at
this
time
in
the
season.
Certainly,
you
know
the
closer
we
come
to
summer.
Believe
it
or
not,
our
application
deadline
is
early.
February
we'd
have
to
look
at
the
capacity
at
how
fast
we
can
ramp
up
within
this
period
of
time.
Okay,.
N
E
G
B
G
My
question
was:
was
that's
phase
3
phase
4?
If
my
notes
are
right
there,
your
notes,
it's
another
154,000,
and
that
would
take
you
up
to
while
much
closer
to
22,000,
then
you'd
have
one
year
left
that
we
could
do
for
the
first
term
for
the
first
year
of
the
next
term.
Can
you
do
an
additional
by
just
my
rough
math
would
be
something
like
an
additional
three
and
a
half
four
thousand
kids.
If
you
had
the
funds
to
do
it
to.
G
E
If
I
can
through
the
chair
just
just
to
add
the
expansion
of
the
program
also
depends
on
some
agreements
with
the
school
boards,
so
I
think
part
of
the
answer
is:
if
the
school
boards
are
willing-
and
you
know
in
collaboration
to
ramp
up
the
program,
we
could
ramp
it
up
at
a
different
pace,
but
we've
put
in
the
budget
what
we
think
is
reasonable.
In
one
year
we
didn't
certainly
work
towards
increased
levels.
If
that's
the
desire
and
see
how
far
we
can
get
with
that.
Okay.
E
The
charile
as
mr.
Dayton
to
play
with
specifics,
but
the
program
has
actually
been
going
on
for
quite
some
time.
It
was
originally
funded
at
a
base
level
through
the
Life
Saving
Society
and
through
the
recreation
service
plan,
Council
directed
and
approved
the
recommendation
to
expand
the
program
beyond
the
capacity
that
the
Life
Saving
Society
has
to
deliver
and
Alaska
we
to
speak
to
the
specific
levels
or.
D
B
It
goes
through
the
school
year
September
to
June.
We
would
assuming
we
were
successful
in
funding
the
phase
three
in
2018
we'd
be
at
twelve
thousand
to
fifty
phase
four
2019
15500
phase
five
2020
year,
2020,
eighteen
thousand,
seven,
fifty
to
the
twenty
two
thousand,
which
is
the
great
for
capacity
in
2021
and.
D
The
purpose
was
to
ensure
that
all
grade
four
students
or
children
starting
grade
four
would
be
able
to
survive
if
they
found
themselves
in
water
above
their
head
correct.
Are
there
any
other
measures
being
taken
to
ensure
that
those
with
whatever
the
the
difference
in
the
number
is
that
13,000
children
will
be
protected
from
well.
B
I
mean
this
assumes
that
none
of
those
children
are
any
in
any
other,
learn
to
swim
programs
right
now,
therefore,
by
the
city.
So
you
know
this
is
the
the
benefit
of
this
program.
Is
it
brings
children
in
during
the
academic
day
to
our
swimming
pools
that
doesn't
rely
on
the
parents,
registering
them
or
taking
them?
It
doesn't
require
that
they
have
swimming
suits
because
they
actually
use
their
clothing
as
a
way
of
managing.
You
know
a
saturated
fall
into
water
and
the
happiness
of
that.
B
E
I
can
just
add
through
the
chair
it's
your
question.
This
is
the
only
I
would
say
universal
approach
to
water
protection
or
that
you
know
we're
taking
and
should
also
create
a
council
with
providing
and
pass
the
funds
to
extend
this
program
because
we're
delivering
it
at
a
higher
level
than
any
other
municipality
right
now.
But
mister
Dayton's
point
I
think
you
know.
Certainly
there
are
many
kids
in
grade
four
that
have
participated
in
learn
to
swim.
Lessons
already
proportion.
E
D
E
The
charity-
this
is
a
very
specific
program,
swim
to
survive
that
was
developed
by
the
Life
Saving
Society.
So
there
are
no
other
programs
at
this
basic
level
that
provide.
You
know
these
three
lesson
approach.
There's,
certainly
once
you
get
into
higher
levels
of
credentials
and
leadership,
programs
that
you
know
provide
all
kinds
of
training
around
do.
D
C
Thank
You
mr.
chair,
just
mindful
of
the
time
before
lunch,
so
I'm
gonna
try
and
get
through
the
balance
of
these
green
sheets.
If
we
can
we're
now
looking
at
various
reports
that
are
before
us
we're
on
page
108,
so
City
Council
sent
a
report
forward
regarding
the
new
supports
and
housing
for
survivors
of
human
trafficking
recommending
that
we
fund
this
ad
NetZero
we
did.
We
do
need
to
adjust
the
budget
for
this,
so
motion
is
requested
so
that
we
can
actually
reflect
this
in
the
in
the
2018
preliminary
budget
for
shelter,
support
and
housing.
A
C
D
R
C
Next
item
page
109,
it's
BU,
41
1,
AE,
a
report
from
the
general
manager
we've
received
funding
of
the
shape
program,
funding
which
is
specific
Ontario
climate
action
plan,
social
housing
apartment
Improvement
Program.
So
this
is
also
about
ensuring
that
we
have
funds
to
provide
the
authority.
If
you
recall,
when
we
launched
the
budget,
we
said
we
were
partnering
with
the
province
in
the
funding
of
our
state
of
good
repair
for
our
community
social
housing
area.
Our
assumption
was,
120
million
would
be
coming
from.
C
Then
that
says,
80
million
of
that
that's
been
secured,
so
that's
available
for
us
to
continue
our
work
with
TCH
see
as
well.
There
is
a
request
in
here
to
put
some
funding
as
part
of
the
program
eligibility,
an
tssh,
a
that's
zero
net,
it's
the
bottom
of
page
110,
so
that
there
are
three
staff
made
available
to
help
administer
the
program
and
another
million
to
million
and
70,000
to
actually
work
on
updating
the
building
condition,
assessment
of
the
the
stock,
completing
energy
audits
and
doing
some
data
collection.
C
C
Okay,
so
we're
on
page
111,
bu
41.1,
said
letter
from
council
December
18th
regarding
the
Toronto
action
plan
to
confront
anti
black
racism.
So
there
is
an
item
in
the
noon,
enhance
list
that
addresses
the
costs
associated
with
implementing
this,
which
is
nine
hundred
ninety
five
thousand
gross
and
net
four
five
new
positions.
So
that's
before
you
for
consideration.
C
The
next
item
is
BU
41.1
V,
it's
the
letter
from
executive
committee
regarding
fire
prevention
rise
buildings
requesting
that
we
could.
The
committee
consider,
including
here,
that
fire
services
consider
including
funding
and
is
in
their
operating
budget.
In
fact,
it's
in
their
capital
plan
as
a
project,
so
it's
in
place
to
undertake
the
work
as
in
contemplated
top
of
pay
or
on
page
112,
bu
41
1.
Oh
it's
a
letter
regarding
the
vision,
Sarah
Road
Safety
acceleration.
We've
already
dealt
with
this
on
Capitol.
This
was
the
operating
component
associated
with
that
acceleration.
C
That
identified
an
operating
reduction
as
a
result
of
accelerating
the
work
on
the
capital
side
and
we've
and
I
believe
we've
discussed
that
both
of
the
previous
meeting
and
now
bottom
of
page
112,
b41,
1a,
B,
again
a
letter
dated
from
City
Council
of
December
18th
regarding
the
establishment
of
an
engine
indigenous
affairs
office
of
the
City
of
Toronto.
There
is
a
request
on
the
list
for
four
additional
positions:
$480,000
gross
and
net
to
staff,
a
new
office
plus
another
40,000
to
retain
external
consultant.
That's
on
the
list
for
consideration!
C
It's
called
its
entitle
executive
management,
indigenous
cultural
competency,
training
recommending
that
consideration
be
given
to
include
that
in
the
budget.
So
because
this
came
to
us
late,
it
is
not
on
the
list.
It
is
$14,000,
I,
think
I
believe
on
a
one-time
basis
and
it's
actually
training
for
members
of
council
and
their
staff.
So
it's
a
bit
of
a
misnomer
year.
It's
that's,
not
executive
management.
It's
actually
for
for
you,
folks,
okay,
so
that
would
be
14,000
to
add.
So
those
are
the
transcripts
from
council
now
starting
at
the
bottom
page.
C
113
are
many
of
the
transmittals
that
again
come
from
our
ability,
officers
and
agencies,
as
relates
to
the
budget.
That's
before
you,
so
bu
41.1,
a
honor
to
general's
office
letter
dated
recommending
the
budget,
the
the
budget
that
is
in
before
you
is
seven
hundred
and
seventy
seven
point
four
four
five
million
and,
as
you
recall,
included
an
additional
1.5
million
highlighted
on
page
114
to
undertake
additional
work,
value-for-money
audits
and
investigations.
C
The
next
one
is
a
transmittal
from
the
office
of
the
integrity.
Commissioner,
the
request
that
was
put
before
you
is
eight
hundred
and
sixty
six
point
nine
thousand
dollars
the
base
budget
in
the
money
is
that
we've
provided
in
the
preliminary
operating
budget
is
five
twelve.
The
additional
three
thirty
five
is
on
the
list
of
noon:
enhanced
top
of
page
115
office
of
the
lobbyist
register
similar
treatment.
The
request
is
one
point,
six,
four,
four
million
one
point:
one
one:
nine
is
in
the
preliminary
operating
budget.
C
The
request
for
news
for
new
funding
of
four
fifty
five
and
two
positions
is
sitting
on
your
list
of
noon.
Enhanced
consideration.
Finally,
ombudsman
toronto.
There
is
a
recommendation
there
for
one
point:
nine,
eight:
five
million
the
budget
has
a
base
of
one
point:
one
nine:
two,
with
a
new
enhanced
request
of
seventy
three
thousand
and
one
position
sitting
in
your
list
of
noon.
Enhanced
there's
been
okay
to
continue
page
115
at
the
bottom
transmittal
from
Toronto
Public
Health,
the
Board
of
Health
a
request.
C
So
those
are
before
you
on
the
list
and
if
we
continue
on
page
117,
bu
41.1
J,
it's
a
well
that's
a
continuation.
Sorry
bu
41.1
k
is
a
separate
letter
from
the
Board
of
Health
just
on
the
student
nutrition.
So
that's
similar
to
what's
on
the
list
and
that's
before
you.
We
turn
the
page
on
to
118
and
another
transmitter
from
the
Board
of
Health
a
regarding
the
increased
funding.
It's
a
15%
top-up
to
the
Toronto
urban
health
fund.
That's
on
your
list
for
consideration!
C
Okay!
So
that's
it
for
the
Board
of
Health
on
page
119,
it's
a
transmittal
from
the
our
new
Toronto
Realty
Agency,
identifying
base
budget
as
well
as
an
incremental
increase
of
eight
hundred
and
seventy
nine
thousand
their
own
net
as
a
contingency
fund.
To
give
the
agency
some
ability
to
address
transition
issues
as
it's
in
its
first
year
of
transition
into
a
new
agency.
C
C
Enhanced
list
and
when
we
dealt
with
capital
I
had
advised
that
5
million
of
that
11
point
one
is
actually
can
be
actually
made
part
of
capital
so
that
if
you
were
to
agree
and
recommend
the
two
hour
time
base
transfer
on
the
operating
budget
side,
it
would
be
a
six
point.
1
million
dollar
increase
for
2018
okay.
C
So
as
we
go
through
this
page,
120
is
just
really
responding
to
each
of
the
recommendations.
The
wheel
tray
budget
is
the
same
as
what's
in
the
budget
before
you
from
the
launch
and
then
there's
some
additional
items.
Turning
to
page
121,
there
is
a
recommendation
made
from
the
board
regarding
the
loading
standards
in
off-peak
hours.
C
This
provides
the
details
of
that
11
point
1
million
and,
as
you
see
on
page
122,
the
last
item
is
that
five
million
for
presto
changes-
justice,
presto
system
changes
to
allow
for
the
time
functionality,
Toronto,
Police,
Service,
page
122,
is
a
treadmill
from
the
board
on
the
Toronto
Police
Services
2018
budget.
What
you
have
before
you
is
consistent
on
the
board
side.
The
preliminary
budget
is
actually
lower
than
what
the
board
recommended,
because
we
has,
since
transmedia
justments,
to
the
board
to
the
police
budget
for
the
transfers
first
for
crossing
guards
and
lifeguards.
C
C
A
Questions
on
those
I
didn't
see
any
so.
Thank
you.
I
appreciate
all
that
work
Josie.
That
was
a
lot
of
work.
We
have
about
10
minutes
to
lunchtime
and
recess.
So
if
we
all
just
what
I'm
the
next
process
step
is
to
go
through
any
last
minute
questions
on
the
clusters-
and
this
is
an
opportunity
for
anything
else
that
has
not
been
answered.
A
So
why
don't
I
proceed
Muslims?
Who
a
Muslim
or
how
far
wouldn't
get
in
ten
minutes
here
so
cluster,
a
which
is
affordable,
housing,
children's
services,
court
services,
active
and
Culture,
long-term
care
parks,
forestry,
recreation,
shelter,
support
housing,
administration,
Social,
Development,
Toronto,
employment
and
paramedic
services
are
the
only
last
questions
on
that
cluster
No.
A
Okay,
seeing
none
no
part,
but
your
parks
and
forests
to
you
if
there
any
last
questions
on
it,
so
Parks
and
forestry
would
be
part
of
this.
Okay
cluster
be
close
to
be
just
to
so.
You
know
a
city
planning,
engineering,
construction
services,
fire
services,
MLS
policy,
planning,
Finance
and
Administration
Toronto
building
transportation
services.
Any
final
questions
on
that
councillor
Mavic,
yes,.
G
To
the
fire
chief
in
appendix
3.4,
one
of
the
possibilities
for
funding
is
the
just
trying
to
find
how
it's
listed
here.
Employment
systems
review
inclusion
plan.
Can
you
speak
to
what
the
it's
an
added
cost,
a
one-time
cost
one-time
cost
of
$200,000?
What
are
you,
what
are
you
proposing
to
do
with
that?
That
funds,
those
funds
through.
R
R
R
R
The
chair,
many
councillors,
there's
been
a
lot
of
ongoing
work
and
a
lot
of
effort.
We
have
done
a
full
review
and
collaboration
with
our
partners
at
equity,
diversity,
human
rights
and
human
resources
on
all
aspects
of
our
community
outreach
and
recruitment
processes.
The
process
by
which
we
identify
and
retain
and
recruit
people
have
all
been
changed.
The
selection,
matrix
matrices
have
been
changed.
A
number
of
the
factors
that
in
the
past
were
were
used
to
rank
candidates
and
move
them
through
this.
R
The
chair
that
the
work
that's
ongoing
will
certainly
continue.
Counselor
the
employment
systems
review
would
simply
inform
inform
the
plan.
One
thing
one
thing
I
should
also
note
counselor
is
we've
also
formed
an
inclusion
working
group
that
is
comprised
of
members
of
our
staff,
a
diverse
and
diverse
cross-section
and
members
of
our
staff,
who
are
also
working
concurrently
with
the
plan
and
in
forming
from
the
ground
up.
If
you
will
our
efforts
ongoing,
so
it's
fantastic.
A
Thank
You
councillor
see
no
other
questions
on
cluster
B.
We
have
about
five
minutes
left
I
just
will
see
so
we're
doing
cluster
C.
Now
these
are
internal
services,
including
3-1-1
facilities,
real
estate
finance
fleet
information
technology,
office
of
the
DS
DCM
and
the
treasurer
city,
manager's
office
and
other
city
programs.
Any
questions
on
those
any
questions
on
the
last
would
be
any
agencies,
boards
and
commissions.