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From YouTube: Budget Committee - January 16, 2020 - Part 2 of 2
Description
Budget Committee - January 16, 2020 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17111
Part 1: https://www.youtube.com/watch?v=rMy3Cw_cmwM
Meeting Navigation:
0:07:55 - Meeting resume
A
C
See
that's
how
this
gavel
should
work
just
one
hit
and
everybody
is
quiet
like
very
quickly.
It
works
well,
first
of
all
we're
gonna
about.
We
do
have
quorum,
we're
get
about
to
begin
the
presentation
from
the
police
services
we
had
just
before
lunch.
The.
Where
are
we
here,
Toronto
atmospheric
fund?
C
C
Okay,
great,
so
we're
gonna
begin
with
Polly.
So
what
we
have
now
we
have
the
Toronto
Police
Services,
who
are
going
to
do
a
presentation
and
questions.
We
have
China
police
services
board
for
questions,
jono,
police
services,
parking
enforcement
unit,
questions
and
that
will
end
the
date
so
I
see
we
have
a
full
table.
If
you
maybe
introduce
yourselves
to
us
and
then
we'll
let
you
begin
the
presentation
with
yes.
A
Thank
you
very
much
chair
I'm,
Jim,
Hart
I'm,
the
chair
of
the
Toronto
Police
Services,
Board
and
I,
want
to
thank
you
for
the
opportunity
to
present
our
budgets
to
you
today.
The
budgets
went
to
our
board
on
December
the
16th
and
were
approved
there.
I
have
a
few
brief
comments
that
I'd
like
to
say
before
I
pass
it
on
to
the
chief.
During
this
budget
process,
the
board
and
service
took
a
number
of
steps
to
inform
and
engage
the
public
we
did
line
by
line
details
of
the
services
operating
budget.
A
We
released
those
publicly,
we
produced
detailed
fact
sheets
and
circulated
those
publicly
and
finally,
those
interested
in
in
deputy
making
deputations
had
two
opportunities
to
do
so,
one
at
our
budget
committee
and
one
at
our
board
meeting
in
December.
We
believe,
as
the
board
that
these
budgets
fulfill
the
expectations
of
the
public
delivering
effective
service
in
response
to
increasing
complex
needs
of
Toronto's
communities
like
to
draw
your
attention
no
to
one
element
in
the
2020
operating
budget.
A
The
board
has
worked
with
the
Toronto
Police
Association
and
the
service
to
bring
an
important,
an
unprecedented
shift
schedule
reforms
to
the
Toronto
Police
Service
for
the
first
time,
starting
this
year,
we're
matching
where
people
work
when
they
work
with
the
needs
of
this
city,
the
move
to
a
new
shift
schedule
or
create
a
positive
impact
right
across
the
city
of
Toronto,
with
more
officers
available
to
the
public
when
and
where
they're
needed.
The
most,
also
increasing
the
time
that
each
and
every
officer
has
to
spend
on
community
safety
and
community
engagement
activities.
A
D
Thank
you,
chair
chair
council
members,
I'm
pleased
to
introduce
the
presentation
of
our
2020
budget
to
you
this
afternoon.
This
is
a
result
of
many
months
of
work
and
discussions.
So
first
I
want
to
acknowledge
the
work
of
the
many
members
of
my
team
that
have
done
so
to
bring
us
to
this
point.
Our
budget
this
year
is
about
investing
in
people,
communities
and
technology
to
meet
the
needs
of
a
policing,
a
growing
city.
D
D
We
are
adding
resources
to
improve
public
safety,
to
address
pedestrian
and
traffic
safety
and
building
stronger
partnerships
through
the
expansion
of
our
neighborhood
community
officer
program,
we
have
a
track
record
of
fiscally
responsible
budgets.
We've
managed
a
zero
percent
increase
in
2017
and
the
zero
percent
increase
in
2018
and
delivered
100
million
dollars
in
efficiencies
while
implementing
our
modernization
plan.
Our
2020
operating
budget
request
is
three
point:
nine
percent
increase,
of
which
2.8
is
required
to
meet
the
collective
bargaining
agreement.
D
1%
of
the
quest
increase
will
fund
our
planned
investments.
These
investments,
combined
with
our
move
to
new
shift
schedules,
will
support
us
in
moving
towards
more
proactive
policing.
Public
safety
in
the
city
where
the
population
and
density
increases
annually
requires
innovation
and
investment.
Our
budget
proposes
investments
that
will
help
us
meet
the
evolving
requirements
of
policing
a
growing
city.
We
are
requesting
a
total
of
341
net
new
officers
in
order
to
support
the
service
in
moving
to
a
more
proactive
policing
and
enforcement
model.
D
The
additional
officers
will
augment
our
approach,
that
is
proactive,
intelligence-led
and
response
focused
to
keep
our
community
safe.
The
addition
of
these
new
officers
will
have
the
service
enhance
community
safety
and
allow
us
to
build
towards
increasing
proactive
policing.
We
will
talk
today
about
the
opportunities
and
the
challenges
facing
the
service,
including
our
new
shift
schedule,
and
how
this
new
initiative
will
support
the
service
and
moving
towards
more
proactive
policing.
D
E
E
So
our
priorities
are
to
maintain
sufficient
staffing
levels,
both
uniformed
and
civilian,
to
keep
a
growing
city
safe
to
enhance
our
capabilities
and
and
make
those
important
investments
towards
our
modernization
and
to
do
all
this
in
a
fiscally
responsible
discipline
and
accountable
way
that
that
that
emphasizes
value,
transparency
and
sustainability.
And
so
our
vision
is
to
be
in
intelligence-led
public
safety
organization
that
better
balances,
proactive
and
reactive
public
safety
services.
That's
enabled
in
advance
technologically
and
that's
properly
resourced
by
officers
and
civilians
to
keep
the
City
of
Toronto
safe.
E
And
so
you
can
see
that,
throughout
this
presentation,
we
are
going
to
be
emphasizing
that
the
need
to
work
with
our
communities
and
to
give
our
officers
more
time
to
do
that.
Proactive
work
in
terms
of
efficiencies.
We've
already
taken
steps
to
do
things
differently
and
not
not
keep
trying
to
do
the
same
thing
and
expect
different
results.
So
the
district
special
constable
program,
the
new
shift
schedule
that
both
the
chair
and
the
chief
talked
about
as
well
as
the
connected
officer
program,
are
all
examples
of
ways
of
doing
things.
E
E
In
terms
of
major
crime
indicators,
you
can
see
that
every
crime
indicator
is
up
and
from
15
to
2018
and
with
the
exception
of
robbery
and
homicides,
that
trend
has
continued
between
2018
and
2019
gun
calls.
Shooting
incidents
and
shooting
victims
have
all
increased
by
from
2015
to
2018
28
one
percent,
forty
eight
percent
and
46
percent
respectively
and
again,
that
trend
has
continued
into
2019
with
increases
in
every
category
as
well.
E
We're
also
dealing
with
different
legislative
impacts
and
and
and
different
types.
So
persons
in
crises
has
again
increased
by
over
20
percent.
Overdoses
have
gone
up
by
61
percent
and
threatened
suicide
by
almost
36
percent
from
2015
to
2018,
and
that
again,
that
trend
continues
into
2019,
and
that
requires
then
us
to
spend
more
time
on
those
calls,
meaning
with
the
requirement
for
more
resources.
In
order
to
be
able
to
do
those
important
things.
Our
vyses
jordan
requires
us
to
expedite
the
whole
process
as
we
go
through
the
judicial
and
court
process
to
18
months.
E
The
disclosure
of
9-1-1
tapes,
which
is
our
vs
ngt
again,
requires
us
to
disclose
audio
tapes
to
the
crown
upon
first
submission
and
then
we're
dealing
with
their.
What
everybody
else
is
dealing
presenteth
presumptive,
PTSD
legislation,
chronic
mental
health
tracts
stressed
and
then
next
generation,
9
1,
which
I
will
talk
about
later
call
for
services
in
terms
of
emergency
calls
for
service,
has
gone
up
between
2015
and
18
and
continued
to
go
up
in
in
19.
E
And
so
you
can
see
that
the
number
of
hours
that
we
spent
on
services,
as
well
as
the
number
of
calls
for
service,
as
both
both
increased,
but
our
complement
from
a
uniform
perspective,
has
actually
gone
down,
which
that
means
that
our
officers
are
doing
about
20%.
More
calls
for
service
as
a
result
of
that
these
are
a
key
priority.
Get
actions
and
I
think
they're
important,
so
I'm
going
to
improve
response
time
and
get
greater
coverage
in
peak
times,
which
is
what
the
chair
and
the
chief
both
spoke
to
in
terms
of
being.
E
Were
there
when
we
need.
You
need
us,
the
most
enhance
traffic
enforcement,
less
reliance
on
bringing
people
back
on
callbacks,
which
has
a
monetary,
a
financial
and
an
operational
sustainability
issue
of
related
to
it.
More
and
better
engagement
with
the
community
and
more
proactive
policing
and
ensuring
our
members
are
healthy
and
working
in
a
harassment
and
inclusive
and
has
been
free
and
discriminated
free
environments.
E
We
talked
about
the
major
crime
indicators
and
the
calls
for
service,
so
we
can
skip
over
that
and
now
the
numbers.
So
our
our
request
is
a
4.2
percent
increase
over
2019
projected
actual.
But
when
you
look
at
it
on
a
budget
to
budget
from
a
budget
to
budget
perspective
perspective,
it's
a
3.9
percent
increase
over
those
two
periods.
Then
our
compliment
is
basically
what
council
approved
a
number
of
years
ago.
E
70
we've
kept
that
the
same
for
now,
but
we
are
nowhere
near
hiring
to
that
complement,
we're
actually
at
around
70
450
and
that's
what's
funded
in
our
operating
budget.
The
projected
actuals,
like
other
departments,
have
been
adjusted
to
remove
interdepartmental
and
entered
both
charges
and
recoveries,
and
so
the
budget
and
the
projected
actuals
have
both
been
revised
to
reflect
that
change.
E
Most
of
the
money
for
the
programs
and
the
services
that
we
provide
come
from
the
property
tax
base.
We
do
get
money
for
court
security
about
four
million
dollars.
Forty
million
dollars
to
help
us
in
that
regard.
That's
part
of
an
overall
provincial
program.
We
get
grants
from
other
levels
of
government,
mainly
the
the
province,
and
then
we've
got
recoveries
like
pay
duty
for
our
pay
duty
program,
and
we
also
have
fees
and
sales
first
alarm
fees
or
false
alarm
fees,
criminal
reference
checks
and
clearance
letters.
E
Our
base
budget
is
about
a
three
percent
increased
three
point:
one
percent
increase
again
budget
to
project
it
actual.
It's
two
point:
nine
percent.
When
you
look
at
it
from
a
budget
to
budget
perspective,
as
the
chief
pointed
out,
the
main
reason
for
that
increase
is
almost
twenty:
nine
million
dollars
for
the
collector
or
two
point:
eight
percent
for
the
collective
agreement
impact
in
2020
there's
also
the
annualization
of
district
special
constables
crime,
analysts
that
we
civilian
eyes
and
court
officers
as
well
as
police
officers,
so
that
adds
another
4.2
million.
E
We
reduced
our
premium
pay
budget
by
six
million
dollars
budget
to
budget
in
2020,
basically,
premium
pay
at
that
level
that
we're
going
to-
and
a
lot
of
this
was
necessitated
by
the
reduction
uniformed
and
civilian
staff
simply
isn't
financially
operationally
sustainable.
Nor
is
it
good
for
our
people
from
a
wellness
perspective,
so
we
certainly
had
to
take
some
action
in
that
regard
in
terms
of
new
and
enhanced
priorities.
E
As
the
chief,
the
chief
pointed
out,
and
the
chair
pointed
out,
we're
investing
in
people
a
hundred
and
eighty
eight
new
positions,
140
Pru
officers,
forty
more
neighbourhood
officers
and
each
dedicated
traffic
enforcement
officers,
we're
also
adding
to
our
equity
and
inclusion,
a
human
rights
program
to
the
tune
of
400,000
and
hiring
five
more
staff.
In
that
area.
We
hope
to
implement
the
body-worn
program.
We've
deferred
the
actual
implementation
to
mid-year,
so
that
adds
a
two
and
a
half
million
dollar
cost.
And
then
we
want
to
reinstitute
leadership.
E
Training
and
leadership
is
such
an
important
part
of
any
organization,
and
we
have
to
invest
in
that.
If
we
expect
our
leaders
to
be
leaders
at
every
level
of
the
organization-
and
you
see
that
the
cost
of
all
those
on
a
net
basis
is
11
point
1
million
into
20
and
it
analyzes
to
21
point
4
million
in
21
and
onwards
in
terms
of
our
outlooks,
our
it's
basically
a
budget
to
budget
increasing
by
3.6
percent
and
four
point.
One
percent
and
I
think
on
a
budget
to
project.
E
And
so
you
can
see
that
we've
have
assets
totally
about
three
hundred
and
twenty
three
million
dollars
in
a
number
of
different
categories
that
allow
us
to
provide
public
safety
services
and
give
our
members
the
tools
that
they
need
to
provide
those
services
on
a
day
to
day
basis.
That
2323
million
does
not
include
real
property.
All
of
our
facilities
are
owned
by
the
city.
So
it's
not
included
in
that
number,
and
really
our
capital
assets
provide
the
necessary
infrastructure
to
keep
our
facilities
and
systems
in
a
state
of
good
repair.
E
Allow
us
to
replace
our
assets
on
a
lifecycle,
so
they're
always
working
the
way.
They
should
be
working.
Improving
decision
in
from
enhanced
information
for
decision
making,
enhancing
officer
and
Public
Safety.
All
of
those
again
will
help
us
achieve
a
reduced
facility
footprint
and
still
deliver
the
same
level
or
better
services,
additional
efficiencies
and
value-added
services
in
our
operation
and
enhance
public
trust
and
account
in
terms
of
our
capital
funding.
E
Our
ass
or
a
program
would
include
over
the
10-year
period,
six
hundred
and
seventeen
point
three
million,
and
that
includes
a
carry
forward
when
you
exclude
the
third
of
the
carry
forward.
It's
five
hundred
and
eighty
seven
million
twenty
to
twenty
nine
and
two
hundred
and
two
point:
nine
million
in
2020
on
or
on
a
net
basis.
E
Most
of
our
money
or
a
large
part
of
our
money
comes
from
our
vehicle
and
equipment
of
reserve
to
actually
help
replace
our
systems
and
and
assets,
and
we
fund
that
reserve
through
our
operating
budget,
and
so
it's
important
that
we
increase
or
ensure
that
the
health
of
that
Reaser
those
reserves
are
continued
so
that
we
can
actually
replace
the
equipment
that
we
need
to
replace.
We
also
have
fourteen
percent
of
it,
that's
funded.
It
helps
us
fund
through
development
charges
and
the
city
borrows
about
thirty
five
percent.
For
us.
E
For
the
remainder,
this
kind
of
gives
you
a
very
quick
breakdown
of,
what's
included
in
the
six
hundred
and
seventy
seventeen
million
dollars.
We've
got
infrastructure
both
to
improve
or
to
fix
our
aging
infrastructure,
but
also
to
move
forward
on
the
district
model
policing
which
we
are
committed
to
doing,
and
that
means
building
divisions
that
meet
our
operational
requirements
in
an
environment
where
we're
going
to
become
more
mobile,
we
need
instantaneous
information.
E
Our
servers,
our
network
vehicles,
radio
replacement
and
the
infrastructure
around
that
that
we
do
with
Toronto
Fire
and
Toronto
paramedic
services,
we're
investing
in
body-worn
cameras,
the
automated
finger
fingerprint
identification
system
and
as
well
as
our
wireless
parking
and
parking
enforcement,
and
so
you
can
see
on
this
slide
that
the
majority
of
the
program
is
in
fact
draws
from
reserves
and
and
death
capacity
spend.
This
is
an
area
that
we
are
not
at
all
satisfied
with
in
terms
of
our
spend.
We
are
below,
certainly
where
we
want
to
be.
E
A
lot
of
the
reasons
are
the
main
reasons
for
that.
He
is
related
to
operational
readiness
because
of
a
lack
of
resources
in
some
of
the
areas.
So
certainly,
we've
been
working
with
the
city
to
recast
that
and
and
certainly
consider
achieve
ability
and
readiness
in
terms
of
our
program.
Some
of
the
programs.
E
We
had
a
very
healthy
committee
consultative
process
with
the
new
54:55
district
facility
that
whole
process
took
a
lot
longer
than
we
thought
at
almost
two
years,
so
we
are
now
in
a
position
where
a
lot
of
our
facilities,
as
well
as
our
information
technology,
persons
they're,
either
at
a
procurement
stage
or
we're
actually
we've
hired
architects
in
almost
every
one
of
them.
So
we're
ready
to
go
in.
E
E
The
first
phase
is
in
fact
included
in
our
request,
and
we've
actually
had
to
increase
it
to
reflect
better
and
more
up-to-date
information
that
we've
got
in
terms
of
that
first
phase,
but
there's
a
bigger
face
as
we
move
to
next
generation:
9
1,
9,
1
1
in
terms
of
additional
space
and
system
requirements.
The
fact
that
our
communication
operators
now
have
to
deal
with
data
and
video
will
increase
exponentially.
E
The
amount
of
time
that
they
will
need
to
actually
deal
with
those
resources
and,
while
we'll
try
to
mitigate
some
of
that
through
robotics
and
the
use
of
bots,
to
try
to
mitigate
some
of
that
increased
requirement.
There
is
no
doubt
in
our
mind
that
we
will
require
an
additional
resources
and
additional
space.
Even
now,
we've
taken
some
preliminary
steps
to
our
current
location
to
open
up
some
space
by
moving
another
unit
out.
That
is
a
very
short-term
fix.
E
We
are
looking
at
a
much
longer-term
fix
which
will
require
well,
we've
got
it
at
78
million.
That
is
a
very,
very
rough
rough
estimate.
It's
going
to
mean
a
lot
of
money,
it's
something
that
we
believe
we
should
be
doing
with
our
city
partners,
both
in
emergency
services
and
3-1-1.
We
think
think
that
there's
opportunities
in
terms
of
synergies
so
that,
if
we
do
it
together,
we
can
create
a
much
more
value
proposition,
as
well
as
a
much
more
efficient
and
effective
way
of
doing
things.
F
I'm
looking
at
appendix
knowing
which
are
the
reserves
and
I
haven't
finished
totaling
it
well.
First
of
all,
I
noticed
that
every
single
reserve,
both
your
internal
ones
and
the
corporate
reserves
as
a
drawdown
projected
over
a
three-year
period.
I
haven't
finished
totaling
it.
But
it
looks
to
me,
like
the
total,
is
in
the
range
of
about
30
million
dollars
over
the
next
three
years
and
drawdown
in
reserves.
F
E
F
F
G
So
in
the
new
officers
there
they're
in
the
in
the
review,
they
were
pretty
much.
They
were
pretty
much
counted
as
needing
to
go.
The
bulk
of
them
are
PR
use
and
then
and
then
there's
some
for
for
traffic
enforcement
to
support
vision,
zero
efforts,
but
in
the
presentation
today
we're
hearing
about
some
resource
issues
and
maybe
they're
not
all
uniform,
but
the
resource
issues
in
other
places.
You
know
getting
capital
spends
done.
I
worry
about
things
that
that
I
know
you.
G
G
Making
changes
in
terms
of
you
know,
training,
changes,
big
training,
initiatives
around
body,
worn
cameras
and
things
like
that.
Changing
behaviors
around
how
officers
deal
with
and
respond
to
calls
about
stress
caused
about
sexual
harassment.
Things
like
that.
Are
there
enough
resources
in
those
areas,
the
the
outside
of
PR.
You
are
there
enough
resources
there
will
some
of
these
140
in
reality
help
those
efforts.
E
D
D
G
And
I
think
I
know
it's
easier
to
explain
them
in
the
budget
as
these
are
going
to
traffic,
because
that's
the
for
us,
that's
a
focus,
vision,
zero
and
then
just
call
the
rest,
all
primary
response,
but
in
reality
of
the
divisions,
there's
the
primary
response
to
the
community
response.
Where
do
the
the
thing
that
we're
all
nervous
about?
Because
of
the
escalation
violence
and
in
some
of
our
neighborhoods
key
ones?
D
With
the
neighborhood
community
officer
program
that
this
budget
speaks
to
the
expansion
of
that,
so
if
there
are
any
gaps
in
things
where
we
had
and
we've
we'll
be
filling
those,
but
on
top
of
that
we'll
be
adding
to
newer
community
I,
believe
it's
ten
communities
in
total
that
will
be
added
on
to
they
work
out
of
a
different
command.
They
are
not
that
primary
response.
You
know
the
priority
response.
You
speaks
to
the
the
emergent
calls.
The
the
folks
in
the
uniforms
that
respond
to
the
radio
calls
how.
G
D
G
H
E
The
way
the
pay
duty
program
works
is
we
actually
pay,
so
we
get
requests
from
organizations.
We
actually
pay
the
officers
through
our
through
our
payroll
and
then
we
actually
charge
the
organization's.
The
cost
of
that
pay
duty,
plus
a
15%
administrative
fee,
so
that
recovery
so
you'll
have
the
cost
in
our
cost
and
then
the
recovery,
but
there's
also
a
15%
administration
item.
That's
that's!
That's
there
to
cover
our
cost
to
administer
the
actual
program.
H
So
the
twenty
four
point:
seven
million-
represents
all
the
paid
duty
yeah
there.
We
never
have
events
where
we
have
to
send
staff
out
outside
above
and
beyond
pay
duty
requests.
That's
not
captured
because
I'm
thinking
of
some
of
the
big
events
where
we
actually
have
to
have
more
office
and
staff
up
there
and
I'm
curious.
Does
that
actually
get
charged
back?
Do
we
recoup
that
cost
at
all,
or
is
that
just
the
cost
of
doing
the
business
right.
E
H
That
was
a
follow
up.
Question
I
wanted
to
talk
about
the
paid
Duty
process
and
how
we
can
that's
that's
feedback
that
I
get
all
that
I
hear
often
is
it's
challenging
both
on
the
policing
side
and
on
the
event
organization
side
to
secure
the
paid
duty
officers
which
we
need
to
have
the
events
run
safe
safely?
Do
we
have
a
process
in
place?
Who
are
we
trying
to
how
we're
going
to
close
that
gap?
I'm.
D
One
of
the
opportunities
that
we
have
is
with
the
shift
with
the
shift
the
pilot
project
that
we
have.
There
will
be
more
resources
available
to
help
us
with
those
types
of
events,
because
there'll
be
more
officers
that
will
be
out
on
the
road
but
number
two,
which
is
which
is
bigger,
something
that
I've
asked
for
for
quite
some
time.
D
Working
with
the
city
on
special
events,
there's
a
massive
gap
there
and
I've
noticed
it
for
years
now
and
we're
in
the
process
of
having
those
candid
conversations
and
really
streamlining
what
can
be
done
in
having
security
at
the
forefront
of
the
decision-making
that
comes
to
the
events
in
the
future.
Just
curious.
D
H
E
H
Just
shifting
quickly
road
safety
and
traffic
enforcement
I'm
really
pleased
as
I
think
we
all
are
to
see
aid
officers
coming
on
for
vision,
zero.
That's
that's
really
important
with
transportation
services
but
I
also
and
when
I
communicate
to
the
public.
You
know
also
talk
about
140
new
priority
response
unit
officers
that
will
be
helping
with
the
enforcement.
D
Give
a
more
generalized
answer,
because
the
shift
schedule
was
something
that's
net
new
first
I
can
speak
to
yes
having
to
aid
officers
that
will
be
dedicated
to
the
traffic
enforcement
piece
really
is
very
small
elements
of
what
the
big
picture
is
so
first
off
we
do
right.
We
stop
hundreds
of
thousands
of
vehicles
a
year.
Some
get
cautions,
some
get
warmed
in
some
get
tickets.
So
that's
the
one
piece,
but
now
with
having
our
officers
that
will
work
on
a
70/30
break
down
30%
of
proactive
policing.
D
It
gives
my
divisions
the
opportunity
of
prioritizing
what
is
the
priority
within
their
neighborhoods
there,
communities
and
proactively.
Where
do
we
put
them?
So,
if
I'm
in
a
neighborhood
where
the
gang
subculture
is
very
high,
I'm
going
to
suggest
and
I'm
more
likely
to
have
them
in
their
proactive
time,
conduct
monitoring
of
that
and
less
on
a
traffic
piece.
D
However,
there
will
be
a
noticeable
increase
from
the
service
as
a
whole,
with
my
priority
response
units
that
are
out
there
to
ensure
that
the
traffic
enforcement
is
one
of
the
forefronts
things
that
will
be
looked
at.
Everything
will
be
measured
in
in
accordance
to
make
sure
that
we
can
report
back
to
the
board
as
to
what
our
plans
are,
what
we
are
actually
doing
when
it
comes
to
the
projects
and
initiatives
that
we
have.
H
D
Will
be
strategic
led
through
command,
but,
yes,
there
will
be
measuring
tools
in
place
to
see
what
each
division
does
and
if
they're
not
doing
that,
then
what
is
the
offset
that
they're
doing?
What
do
they
do
and
why
are
they
doing
it?
So
we're
sticking
to
our
intelligence-led
piece
and
and
part
of
the
reduction
of
the
numbers
is
about
not
toes
patting
the
books.
It's
about
making
sure
that
our
actions
from
a
traffic
enforcement
was
intelligence-led.
So
where
are
the
claisen
happening?
D
That
is
something
that
is
going
to
be
a
game
changer
if
it
is
used
properly,
allowing
my
officers
the
opportunity
of
looking
at
the
aggressive
and
dangerous
driving
that
is
causing
carnage
and
having
things
that
are
enforcing
the
law
on
the
other
aspects
of
traffic
and
roadway
safety.
And
we
think
that
collectively,
we're
excited
about.
What's
going
to
happen
this
year
with
the
introduction
of
the
the
traffic
technology,
that's
going
to
be
in
place,
and
hopefully
an
opportunity
for
expansion
once
we
measure
and
show
that
the
research
working
with
the
city
thank.
B
You
mr.
chair,
on
page
12,
you
have
your
key
priority
actions
and
and
I
apologize
I
was
trying
to
find
the
budget
notes
that
you're
bringing
a
copy
with
me.
But
in
terms
of
the
funding
that
you
requesting,
do
you
also
break
it
down
by
priority
area
so
that
it's
possible
to
see
where,
in
particular,
the
new
enhanced
asks
are
going
against
those
by
priorities.
E
So
it
will
in
terms
of
how
do
we
deploy
that's
a
chief
and
command
decision,
in
terms
of
which
ones
we
go
with.
First,
the
investment
that
we're
making
for
the
hundred
and
eighty
eight
positions
like
I
said,
is
about
11
point
1
million
altogether
in
in
2020
annualizing
to
15
million
in
in
2021,
so
it
really
how
which
ones
go.
First
is
really
a
chief
command
decision,
so
certainly
I,
think
traffic
and
the
priority
response
unit
may
go,
may
be
the
priority
and
then
the
neighborhood
officers
would
follow,
but.
B
E
B
B
B
Residents
tell
me
that
if
they
have
a
call
and
the
officers
come,
they
say
there's
a
long
wait,
I,
don't
know
if
that's
true
or
not
I'll
leave
that
to
you
to
interpret
and
so
there's
a
feeling
that
they're
under-resourced.
So
do
you
have
through
that
investment
in
having
140?
Do
you
know
what
your
expectation
is
to
improve
wait
times
and
call
times
like?
Is
there
a
metric
that
you're
working
towards
that
you've
modeled
with
that
hundred
and
forty
officers?
Okay,.
D
So
so
what
has
happened
with
and
with
this
shift
scheduling?
What
is
allowed
us
to
do
is
through
years
of
comprehensive
work
with
utilizing
technology
to
find
out
what
our
capacities
are,
where
it's
happening,
what
time
is
happening?
How
long
it's
taking
to
do
the
calls
and
then
working
with
the
first
pilot
project
was
we
took
41
division
and
looks
at
it
from
a
practical
perspective.
D
So
how
does
the
theory
meet
the
application
and
then
working
through
the
association
with
the
board,
we
were
able
to
crunch
out
what
the
exact
number
is
necessary
in
order
for
us
to
properly
measure
our
response
times.
Our
deployments
right
across
the
city,
so
the
140
is
to
fit
the
shift
scheduling
model
that
we
are
piloting
and
it's
through
experts
in
law
enforcement
deployment
across
the
world
with
the
technology
to
see
whether
or
not
a
answers
to
be,
and
if
that's
the
case,
then
there
should
be
a
noticeable
difference
in
response
times
to
emergent
calls.
D
There
are
some
things
we
have
to
do.
I
think
collectively,
with
counsel
and
educating
our
public
gone
are
the
days
because
you
call,
we
show
up,
we've
changed
our
delivery
method
in
many
ways
and
some
people
are
frustrated.
It
doesn't
diminish
the
quality
of
service
that
we
deliver,
but
it's
done
differently.
So
there
are
a
host
of
different
things.
If
we're
talking
about
the
emergency,
the
the
probably
ones,
two
three
there'll
be
a
noticeable
difference
in
response
times,
even
though
right
now
the
response
times
are
good.
D
We
do
have
one
offs
and
that's
gonna
happen
when
you've
got
two
million
radio
calls
a
year,
but
by
and
large
we
are
doing
a
fantastic
job,
but
this
should
ideally
enhance
and
there
should
be
a
noticeable
difference
to
the
community
with
the
amount
of
resources
and
the
response
times
to
the
calls
that
come
in
from
a
priority
perspective,
and
as
we
look
at
other
delivery
methods
when
it
comes
to
the
non-emergent,
which
represents
approximately
40%
of
our
radio,
calls
we're
looking
at
opportunities
to
see
how
we
can
increase
that
through
other
methodology.
Okay,.
B
Great-
and
you
said
there
was
an
educational
piece
to
that.
So
are
you
looking
at
rolling
out
something
to
inform
people
of
that,
because
I
think
it's
important
for
them
to
understand
the
way
that
the
call
process
works
and
how
that's
changed
from
you
know
our
parents
and
great-great
grandparents
generation
yeah.
D
No,
we
have,
and
we
will
continue,
we
understand
it.
There
will
be
I,
guess
a
community
cultural
change
to
this,
and
it
doesn't
happen
overnight.
It
takes
a
period
of
time
we're
seeing
an
increase
and
with
the
introduction
of
next
gen
911,
it
will
be
a
lot
more
compelling
because
when
you
come
in
it
may
not
necessarily
be
a
person
you're
talking
to
it
could
go
to
a
bot
or
it
could
go
right
into
the
system
itself
and
then
generate
what
resources
are
necessary
in
order
to
respond
to
that
type
of
call
and.
B
D
So,
as
I
spoke
through
earlier,
it's
not
a
representation
of
what
the
enforcement
looks
like
across
the
city
and
I
spoke
early
and
I
said
that
we
we
stopped
hundreds
of
thousands
of
vehicles
every
single
year.
Adding
eight
is
not
what's
going
to
help
the
equation.
It
has
to
be
holistic.
So
not
only
do
we
have
that
we're
gonna
have
the
technology
piece
in
which
the
city
is
going
to
work
with
us
to
to
get
that
you'll
see
a
reduction
there
and
again
by
having
our
officers.
D
If
our
numbers
crunch
out
right,
they'll
have
30
percent
of
proactive
time,
so
that
will
give
us
the
opportunity
of
having
more
opportunities
of
of
traffic
enforcement,
whether
it
be
speeding
or
aggressive
driving
or
any
of
those
other
factors,
our
big
four,
and
so
there
there
will
be
a
noticeable
difference.
I
anticipate
by
the
year
end
and
we'll
be
able
to
report
through
the
board
what
those
numbers
look
like
and
what
the
differences
are.
D
D
H
Quick,
very
quick,
sorry,
so
Division
5455
wanted
to
just
touch
base
very
quickly
on
the
dampened
garage
project.
Appendix
5
I
know
we're
close
to
procuring
the
architectural
services.
If
we
haven't
already
done
that
when
we
presented
this
to
the
public
during
the
site
selection
process,
it
was
I
think
we
were
targeting
twenty.
Twenty-One
completion
is
that
correct,
I
think.
E
We're
trying
to
do
everything
we
can
working
with
the
city
to
try
to
achieve
that
and
try
to
shorten
that
timeline,
but
it
all
depends
on
how
quickly
we
can
move
forward
on
some
of
the
permits
and
studies
that
that
can
that's
steel,
so
we're
doing
environmental
work
right
now
in
terms
of
some
of
the
mitigate
some
of
the
religions
that
we
have
to
do.
We
are
in
the
process
of
hiring
an
architect,
and
so
that
will
certainly
help
so
I'd
say
2023
is
a
good
bet,
so.
H
E
Actually
already
started
that
process
to
see
where
we
can
sort
of
squeeze
things
a
bit
and
and
shorten
that
timeline,
but
I'm,
giving
you
a
sort
of
a
worst-case
scenario.
If
we
can
take
steps
working
with
our
city
partners
in
real
estate
and
create
Ron
tow,
we
will
do
everything
that
we
can
we're
just
as
anxious
as
everybody
else
to
get
that
thing
built,
get
the
facility
built
and
in
the
community
as
quickly
as
possible.
So
we
will
work,
continue
to
work
and
with
your
office
counselor
to
try
to
get
all
that
done.
H
D
C
And
I
appreciate
thank
you
for
your
presentation
and
for
coming
here
today,
so
now
we're
going
on
next
to
please
Services
Board,
which
is
a
little
bit
different,
of
course,
than
police
services.
Other
questions
on
the
police
services
now
we're
doing
questions.
If
there
are
any
questions
on
the
Police
Services
Board,
seeing
none,
let's
go
to
Toronto
Police
Services
parking
enforcement
unit.
I
know
counselor
perks
had
some
questions,
so
this
is
all
wait
a
minute.
There
is
no
presentation.
G
G
C
C
I
Sure
so,
I'll
just
quickly
I'll
quickly
talk
to
parking
tags
enforcement
and
operations.
Essentially,
this
is
a
program
that
we
have
enforcement,
that's
embedded
within
the
Toronto
Police
Service,
but
then
we
also
have
revenue
tags,
the
revenue
component,
as
well
as
as
well
as
revenue
services,
court
services
and
legal
services
that
all
support
the
Union.
I
So
if
I
go
through
it,
I
just
want
to
speak
to
the
fact
of
what
you
would
see
in
the
budget
notes
that
we
have
this
year
and
what
you
would
see
is
the
parking
enforcement
unit
expenditures
and
some
small
revenues
within
the
budget
notes.
What
you
won't
see
in
there
is
you've
got
parking
tags
revenues
which
were
embedded
in
non-program.
You
also
have
the
support
services
between
revenue,
services,
processing
tribunal,
administration
within
court
services
and
legal
support.
So
in
the
past
there
had
been
an
IG
CIDR
relationship
with
the
elimination
of
that
relationship.
I
I
So
what
you
see
in
front
of
you
on
this
slide
is
essentially
the
gross
expenditures
and
revenues
that
you
would
see
within
the
budget
notes
for
the
Toronto
Police
Services
parking
enforcement
unit.
This
reflects
the
cost,
continue
to
provide
the
service
and
deliver
the
outcomes.
You'll
see
that
there's
there's
a
change
of
about
three
million
dollars,
predominantly
within
salaries
and
benefits
associated
with
inflationary
increases
in
those
costs
go
to
the
next
slide.
I
On
this
slide,
you
would
see
some
of
the
other
revenue
sources
and
in
expenses
that
are
associated
with
helping
to
support
and
deliver
the
services
you
would
see
within
the
non
program
budget
the
parking
tag,
revenues
which
for
2020
are
about
a
hundred
and
two
million
reflecting
about
a
two
percent
increase
or
1.8
million
dollar
increase
from
2019
actuals
and
then
below
that
in
the
support
services.
You
continue
to
see
within
the
appropriate
divisions,
the
costs
related
to
supporting
this
function
within
revenue,
services,
court
services
and
legal
services.
I
You
see
a
small
decrease
in
those
expenses,
that's
related
to
efficiencies
that
were
approved
and
realized
in
2019,
reflecting
full-year
costs
to
those
again.
The
dollars
are
in
here
continue
to
be
able
to
support
providing
service,
so
the
last
slide
just
combines
all
three.
This
is
consistent
with
what
you
would
have
seen
before:
a
change
within
the
IDC
IDR
relationships.
I
Looking
at
the
change
in
costs
within
the
parking
enforcement,
as
well
as
the
increase
in
revenues,
you
have
a
total
net
revenue
of
about
forty
three
million
dollars,
which
is
about
five
hundred
thousand
dollars
less
than
last
year,
again
just
reflective
of
the
cost
to
continue
to
deliver
these
outcomes.
So
we
do
have
staff
here
from
all
the
different
areas
that
provide
support
to
this
unit
and
they're
they're
willing
and
able
to
answer
any
questions
that
you
might
have.
I
F
Risk
of
coloring
outside
the
lines
a
little
bit.
Some
of
my
questions
have
to
do
with
what
you
presented
here,
but
as
it
respects
traffic
there's
a
similar
relationship
with
traffic
tickets,
in
that
it
shows
up
through
three
different
divisions
or
sums.
Court
services,
sums,
police
and
you've
done
the
same
thing
with
them
this
year.
With
that
cost
and
revenues
system
this
year.
So.
I
What
I've
presented
here
is
really
a
change
because
of
ID
see
id
ours
on
the
parking
tags
budget
in
terms
of
traffic
tickets.
There
is
no
change
in
the
relationships
through
the
budget
this
year.
It's
always
been
that
you
would
have
costs
for
for
traffic
enforcement
embedded
within
the
police
budget,
and
then
we
would
also
have
costs
embedded
within
the
court
services
budget
both
to
support
the
the
court
component
of
that,
as
well
as
any
collection
of
revenues.
Okay,.
I
F
F
B
F
F
B
F
D
G
With
respect
to
where
the
revenue
went
down
and
and
as
it's
sort
of
teeny-tiny
growth
since
then
is
some
of
the
stuff
you
were
talking
about
before
some
of
the
technology,
we're
gonna
use
to
make
sure
that
we
have
a
community
response
with
respected.
You
know
criminal,
offenses
and
stuff
good,
some
of
that
technology
be
brought
to
bear
so
that
we
could
start
growing
the
projection
of
what
we
should
be
seeing
in
terms
of
parking
and
traffic
enforcement
as
well.
D
Yeah,
yes,
absolutely
it
is
the
discussion
that
the
organization
has
been
advocating
for
four
years
now
on
that
and
and
the
reason
for
the
drop
are
twofold.
First
and
foremost,
number
one
we're
responsible
for
enforcement
and
education,
education,
that's
a
stronger
piece,
because
we've
learned
that
education
does
in
fact
save
lives.
D
We
feel
that
we're
having
a
stronger
impact
than
just
doing
the
arbitrary
pro
right
turn
or
things
along
those
lines,
but
the
replacement
for
that
speaks
to
the
technology.
There
are
opportunities
to
fill
those
gaps
that
can
produce
exactly
what
people
are
looking
for,
not
for
revenue
but
for
saving
lives,
because
we
know
that
that
technology
in
countries
where
it
is
used
reduces
fatalities
by
20
percent.
D
G
And
for
part
for
parking
enforcement-
specifically,
it's
it's
it's
roughly.
It's
usually
roughly
around
400
officers
that
are
that
are
part
of
that
unit.
It's
always
somewhere
around
there
and
that's
been
constant
for
a
while.
Now
it's
it's
you're,
less
likely
to
see
a
big
bump
up
from
using
technology.
There
I
would
imagine
because
they
basically
want
if
they're
working
an
area,
they
know
where
the
hot
spots
are,
where
they're
there's
always
going
to
be
a
problem
of
parking
blocking
traffic
and
they
just
they
go
there
anyway.
D
But
again
what
we
did
in
2012
is
reefs,
which,
from
the
numbers
game
to
the
first
and
foremost
intelligence-led
what
is
causing
most
collisions,
and
we
knew
that
that
in
Russia
our
roots
and
things
along
those
lines,
the
more
you
can
keep
those
lanes
clear,
the
the
better
the
chances
of
reduction
in
the
collisions
and
impact
with
pedestrians,
cyclists
and
everything.
So
switching
from
the
capacity
to
the
intelligence-led
cause
that
reduction
and
we've
consultants
led
principles,
because
we
feel
that
that
is
a
much
more
important
factor.
Right.
C
C
Maybe
a
couple
of
them
too
just
came
in
so
if
you
have
any
briefing
note
requests
trying
to
get
them
in
as
soon
as
possible,
depending
on
the
volume
of
them,
there's
always
organization
that
the
clerk
has
to
do
tomorrow
may
potentially
be
a
busy
day,
because
we
have
to
be
up
at
3:30
I'm,
not
anticipating
it,
but
well.
We
will
make
the
decision
by
Friday
but
again,
depending
on
the
volume.
Sometimes
she's
had
upwards
of
30
or
40
of
them.