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From YouTube: Budget Committee - February 4, 2019 - Part 1 of 2
Description
Budget Committee, meeting 2, February 4, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15451
Part 2 of 2: https://www.youtube.com/watch?v=mC7Yt26VLbY#t=7m24s
Meeting Navigation:
0:08:23 - Call to order
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I'd
like
to
call
the
meeting
to
order,
if
I
can
please
I
want
to
thank
everybody
for
coming.
This
is
the
first
part
of
the
2019
city
budget.
It's
an
opportunity,
we're
gonna,
be
able
to
have
presentations,
questions
from
all
the
agencies
and
divisions
all
across
the
city
today
and
Wednesday
we
are
set
aside
for
that.
There
is
a
calendar
that
I
believe
has
been
sent
out
to
everybody.
That
will
outline
that
and
I'll
of
course,
go
over
that
with
you
as
we
go
through
the
process
wanted
to.
A
As
you
will
see,
as
we're
going
through
the
process,
there
will
be
some
groups
that
we'll
be
presenting
others
that
won't
in
years
past.
We
have
had
three
or
four
days
to
go
through
the
presentations
today
or
this
year,
because
it's
a
election
year,
it's
been
compacted
two
into
two
days,
so
we've
had
to
make
some
decisions
on
who
presents
who
doesn't
present
but
I
mind.
A
So
I
want
to
call
this
meeting
to
order.
We
acknowledge
the
land
we
are
meeting
on
is
on
the
traditional
territory
of
the
many
nations,
including
the
Mississauga's
of
the
credit,
the
anise
anise
Lobby,
the
Chippewa,
the
whodunit
Shawnee
and
the
when
dead
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
métis
people's.
We
also
acknowledge
that
Toronto
was
covered
by
treaty
13
with
the
Mississauga's
of
the
new
credit.
As
I
said,
this
is
a
special
meeting
of
the
budget
committee
where
we're
reviewing
the
2019
capital
operating
and
rate
budgets.
A
B
C
A
If
you
need
more
information
on
any
particular
issue,
and
you
may
want
to
move
a
motion
for
a
briefing
note
request,
that
is
a
request
for
information
that
you
would
probably
want
to
have
come
forward
based
on
questions.
The
way
we
have
done
it
in
the
past
number,
one
make
sure
that
the
requests
get
into
the
clerk
as
soon
as
possible
and
the
clerk
and
will
will
forward
them
to
me
with
your
agreement.
What
I
want
to
do
is
bring
all
these
briefing
note
requests
in
we'll
review
them.
A
Sometimes
it
may
be
that
a
question
or
a
briefing
note,
can
be
asked
or
answered
by
a
staff
member,
and
you
may
not
necessarily
need
a
former
briefing
note
or
we
could
have
a
quick
conversation.
So
it's
always
important
that
we
review
all
of
them
we'll
be
moving.
All
these
briefing
note
requests
on
Wednesday
at
the
final
day
of
the
presentations
that'll,
give
staff
enough
time
to
bring
all
the
briefing
note
requests
together,
get
them
done
and
get
them
to
us
by
the
as
we
get
into
the
final
wrap
ups.
A
B
Yes,
just
on
a
point
of
order,
this
has
to
do
with
if
we
intend
to
move
something
that
impacts
a
rate
supported
budget
the
rate
in
past
years.
We've
moved
them
at
an
earlier
point
just
to
have
it
on
record
that
there's
an
intent
to
adjust
the
rate.
Can
the
clerk
remind
us
of
when
we
should
be
putting
those
forward,
specifically
the
industrial
water
surcharge
rate
I
would
like
to
have
changed.
A
A
B
A
Any
other
questions
process
might
why
don't
we
begin
we'll
be
having
a
presentation
from
the
Toronto
Police
Service.
So
why
don't
we
invite
them
to
come
up
so
we'll
be
doing
a
presentation
from
the
Toronto
Police
Service,
the
Toronto
Police
Services
Board,
and
the
parking
tag,
enforcement
and
operations.
D
Good
morning
and
thank
you
for
the
opportunity
to
present
to
you,
the
board
approved
2019
budget
requests
for
the
Toronto
Police
Service,
the
Services
parking
enforcement
unit
and
the
Toronto
Police
Services,
Board
I'm,
the
chair
of
the
board,
Andi
Pringle
and
with
me
today,
are
the
Chief
of
Police
Mark
Saunders,
the
chief
administrative
officer,
Tony
Veneziano,
and
the
Savina
dollar.
Well,
who
is
the
director
of
finance
and
business
management?
D
The
budgets
we're
presenting
have
been
developed
in
a
dynamic
period
where
we
continue
to
be
focused
on
transformation
and
organizational
change
and
I'd
like
to
begin
by
providing
some
information
about
the
legislative
context
of
which
we
operate.
As
you
know,
section
29
of
the
Police
Services
Act
requires
that
the
board
shall
submit
operating
capital
estimates
to
the
mis'able
Council
that
show
the
amounts
needed
to
maintain
the
police
service
and
to
pay
the
board's
operating
expenses.
D
As
you
know,
in
January
2017,
the
Joint
Board
and
service
transformational
traffic
force
released
its
final
report
entitled
the
action
plan.
The
way
forward,
with
32
recommendations
focused
on
modernization
and
transformation.
It
provided
a
variety
of
opportunities
for
sustained
savings
and
presented
a
modern
version
of
policing
in
this
city.
D
We
determined
we
are
determined
to
succeed
in
providing
trusted
and
effective
service
when
and
where
the
public
needs
us
responding
to
the
complex
needs
of
our
city
and
its
communities.
The
way
so
forward
also
serves
as
a
business
plan
for
the
Toronto
Police
Service
for
2017
through
2019.
The
board
worked
closely
with
the
service
and
the
city
programs
to
facilitate
aspects
of
this
report.
D
The
way
forward
is
still
very
much
a
work
in
process
in
its
progress
in
its
implementation,
but
challenges
remaining
to
be
met
and
issues
to
be
resolved,
but
the
board
is
determined
that
this
will
continue
to
be
both
a
priority
and
a
guiding
force
going
forward,
as
we
maintain
our
pursuit
of
excellence
in
policing.
At
its
meeting
on
the
24th
of
January
2019,
the
board
approved
the
Toronto
Police
Service
is
2019
net
operating
budget
request
of
1
billion
and
26
million
800
thousand,
which
represents
a
3
percent
increase
over
the
2018
approved
budget.
D
The
service
in
the
city
will
continue
to
benefit
from
the
savings
and
efficiencies
gained
since
2015.
The
board
believes
this
budget
request
continues:
the
services
commitment
to
fiscal
discipline
and
accountability
while
ensuring
the
service
is
resourced,
with
people,
technology
analytics
and
professional
capabilities
to
enable
our
modernization
journey
while
still
delivering
adequate
and
effective
policing.
I
believe
the
budgets
that
we
present
to
you
today,
for
your
approval
clearly
demonstrate
that
the
board
and
the
service
are
very
much
aware
and
cognizant
of
the
significant
fiscal
constraints
the
city
of
Toronto
is
facing.
D
At
the
same
time,
it
is
incumbent
upon
the
board
to
establish
a
budget
that
ensures
that
the
city
has
provided
policing
services
that
are
not
only
adequate
and
effective,
but
also
progressive
and
evolving.
I
believe
that
the
budget
we're
presenting
to
you
accomplishes
these
significant
objectives.
At
this
time,
I'd
like
to
introduce
Chief,
Mark
Saunders,
who
will
lead
the
discussion
on
the
services
budget
requests
following
this
I
will
provide
an
overview
of
the
board's
budget
and,
after
the
presentation
would
be
happy
to
answer
any
questions
you
may
have
thank.
E
You
chair
and
I
won't
take
a
lot
of
the
time.
The
deck
that
will
be
presented
will
be
presented
by
the
CEO
as
well
as
the
director,
but
just
a
quick
overview
of
responsibilities.
Chief
is
for
the
adequate
and
effective
delivery
of
services
to
enhance
the
Community
Safety
under
the
five
pillars
under
the
Police
Services
Act.
When
we
talk
about
the
modernization
plan
and
what
we're
trying
to
deliver,
it's
how
we
deliver
those
services
in
order
to
have
a
model
that
is
nimble
and
sustainable
in
today's
environment.
E
So
looking
at
the
playbook
and
things
that
we
have
to
do
to
make
those
necessary
changes
in
today's
environment,
I'll
talk
upon
three
aspects
with
respect
to
the
budget
and
why
it's
necessary
for
us
to
move
forward
with
this
request.
First
and
foremost,
we've
done
everything
that
we
can
when
it
comes
to
delivering
that
service.
E
When
we
talk
about
people
changing
the
way
in
which
we
provide
the
proper
resources
from
the
people
perspective,
whereas
before
it
was
full-time
police
officers
going
to
all
of
these
calls,
utilizing
special
constables
have
played
a
tremendous
role,
we've
piloted
it.
It's
successful,
it
works.
They
are
helping
with
relieving
frontline
pressures
so
that
my
folks,
with
gun
belts
on
have
the
ability
of
going
to
those
priority
wanted
priority.
E
E
This
is
a
gap
in
time
where
we
were
hiring
in
high
numbers,
which
means
at
this
present
time
people
are
leaving
in
large
numbers
as
well
too
so
having
the
ability
of
filling
that
gap
with
part
time
is
something
that's
necessary
for
us
to
move
in
place.
When
we
talk
about
our
alternate
delivery
processes,
we
have
changed
the
way
in
which
we've
been
doing
business,
to
be
still
delivering
the
necessary
requirements
under
law
and
also
providing
the
same
quality
but
changing
the
playbook
and
how
we
deliver.
E
If
we're
going
to
be
able
to
modernize
our
agency
and
when
we
talk
about
are
connected
officers
and
the
opportunity
to
expand
on
that,
the
productivity
that
we're
getting
when
we
untether
our
frontline
people
from
cars
and
into
communities,
it
has
been
a
fantastic
tool,
the
expansion
of
that,
as
well
as
looking
at
q4
having
the
body,
one
cameras
being
implemented
for
our
frontline
officers.
When
we
look
at
all
of
those
factors-
and
we
talk
about
the
two
critical
things
that
we
need
right
now-
the
frontline
pressures
are
very
high.
E
Our
calls
to
service
have
gone
up.
You've
read
the
papers,
you
have
an
understanding
of
what
the
issues
are
when
it
comes
to
crime
and
disorder
in
the
city
and
at
the
same
time.
The
second
aspect,
which
is
of
critical
importance
to
me,
is
a
gun
violence
reduction
plan,
utilizing
those
tools
that
are
necessary
to
keep
the
community
safe,
utilizing
new
methodology,
leveraging
technology
and
being
streamlined,
focused
intelligence-led
policing,
so
that
we're
not
disrupting
communities
but
actually
apprehending
those
that
are
the
ones
that
are
shooting
other
people.
F
We
also
returned
a
couple
of
facilities
to
the
city
that
you
can
now
use
to
for
other
operations
you
can
monetize
develop,
but
that
that
strategy
continues
we're
looking
for
areas
where
we
streamline
operations,
where
we
consolidate
operations,
so
that,
in
fact,
if
there's
opportunities
to
return
asses
to
the
city,
we
will,
and
we've
already
got
two
or
three
that
we've
identified-
that
we
basically
think
can
be
returned
to
the
city
and
that
the
city
can
use
for
other
purposes.
So
that
effort
is
continuing.
F
F
Overall,
our
pressures
continue
to
increase.
The
city
is
growing
tourism.
We
continue
to
be
the
leading
tourist
destination
in
Canada,
close
to
444
million
visitors,
we're
bound
by
legislation
cannabis
being
a
recent
example,
and
our
calls
for
service
continued
to
increase
the
other
thing.
This
changes,
the
landscape
or
the
nature
of
crime.
We're
now
dealing
with
cyber
crime,
increased
homicides,
events
of
national
security
guns
and
gangs.
F
We've
we've
created
a
deputy
chief
of
human
resources,
whose
main
focus
now
is
to
make
sure
that
the
people
have
the
competencies,
the
talents
and
the
tools
to
make
sure
that
they
can
do
their
jobs
effectively.
The
chief
mentioned
the
connected
officer
expansion
as
another
way
of
making
our
workforce
more
mobile.
Staffing
has
decreased,
we've
gone
down,
490
uniformed
officers
since
2015.
F
Our
civilian
strength
has
decreased
by
126
six,
our
overall
vacancy
rate
is
12
percent
plus
and
we're
expecting
to
lose
another
250
officers
and
a
hundred
civilians
in
2000
and
in
2019
and
these
reduced
staffing
levels.
These
increasing
calls
for
service
an
active
modernization
agenda
are
all
placing
a
strain
on
operations
and
staff
and
therefore
require
the
investment
that
we
are
requesting
in
our
2019
request,
and
so
our
budget
aims
to
provide
sufficient
resources
to
keep
the
lights
on
and
keep
ongoing
services
going,
but
also
to
maintain
public
safety
and
continue
our
transformation
objective.
F
The
chief
talked
about
the
district,
special
constables
and
the
retired
officers,
we're
also
looking
at
work.
The
police
officers
currently
perform
like
crime
analysis
and
basically,
what
we're
saying
we
don't
need
a
police
officer
to
do
that.
We
can
actually
hire
civilians,
who
are
better
trained,
who
have
the
knowledge
and
at
a
lower
rate,
and
so
we're
now.
F
Civilian
izing,
28
crime,
analyst
positions
across
the
service
and
putting
civilians
in
those
positions
and
then
returning
those
officers
to
frontline
where
they
should
be
providing
Public
Safety
services
and
that's
why
we
hired
them
we're
moving
continuing
to
move
from
a
divisional
to
a
district
model
of
policing
and
there's
consolidations
and
and
that's
not
a
physical
move.
Although
some
may
it's
not
blending
facilities,
it's
really
looking
at
the
way
that
we
provide
services
and
streamlining
them,
consolidating
doing
those
services
better
and
hopefully,
return
greater
assets
to
the
frontline.
F
At
this
last
meeting
of
the
2018
Council
adopted
a
number
of
different
strategies
and
motions.
Three
of
them
dealt
with
the
CCTV
shot,
spotter
and
neighborhood
officer
program.
There
are
no
monies
in
our
2019
budget
for
those
three
programs.
Those
were
promised
on
the
fact
that
we
would
ask
other
levels
of
government
to
perhaps
provide
funding
for
those.
We
did
pass
the
federal
government
through
the
National
crime
prevention
grants
for
CCTV
ShotSpotter
and
the
neighborhood
officer
program.
That
request
has
been
denied.
F
Our
grants
were
not
successful,
so
we
have
no
funds
in
our
budget
for
that.
With
respect
to
gun
violence,
the
province
did
give
us
19
million
out
of
25
million
that
they
announced
over
a
four
year
period.
So
we
basically
get
four
point:
nine
million
dollars
for
the
next
four
years
to
help
us
combat
gun
and
gang
violence
across
the
city.
F
We,
the
chief,
has
still
not
decided
whether
in
fact
that
is
even
required-
and
so
we'll
be
looking
at
that
as
the
summer
approaches,
and
we
see
how
crime
is
for
progressing
council
also
requested
that
we
hire
a
hundred
new
officers
immediately
funded
through
the
2018
tax
rate,
with
the
other
cost
to
be
part
of
our
19
budget,
and
so
in
2018.
In
the
December
class
we
actually
hired
134
recruits
and
the
ongoing
costs
of
these
recruits
are
incorporated
into
our
290
219
request,
and
so
those
are,
the
council
motions,
some
key
performance
indicators.
F
F
The
biggest
change
as
you
can
see,
that
is
a
homicide
which,
as
our
homicide
rates,
which
have
basically
gone
up
almost
50
percent
and
you
look
at
shooting
incidents.
They've
gone
up
from
392
to
426
a
nine
percent
change
since
2017
and
at
this
point,
I'm
going
to
turn
it
over
to
our
director
of
finance
and
business
management,
Sabina
Dhaliwal,
who
will
take
us
through
some
of
the
details
in
our
budget
request?
Thank
you.
G
Thank
you
so,
while
I'll
quickly
go
through
this
slide,
essentially
in
terms
of
how
the
police
funding
model
and
how
we're
funded,
primarily
through
property
tax,
but
there
is
a
portion
that
we
receive
from
other
levels
of
government,
so
provincial
federal
and
we're
not
on
there's
a
portion
that
our
user
fees,
so
things
like
pay,
duties,
record
checks,
and
then
we
have
our
reserves
and
we
have
introduced
departmental
recoveries
where
the
money
goes.
87%
of
our
budget
is
related
to
people.
We
are
people,
business
salaries,
benefits
premium
pay
in
terms
of
non
salary.
G
We
purchase
roughly
a
hundred
million
dollars
in
goods
and
services
on
any
given
year,
so
I
recommended
operating
budget.
It's
a
three
percent
increase
over
2018
that
follows,
as
was
mentioned
two
years
in
a
row
of
zero
percent,
and
that
represents
roughly
thirty
million
dollars
from
2018
to
nineteen.
What
this
buys
us
is
an
average
deployed
uniform
presence
of
forty
seven
thirty
additional
support
to
priority
response
in
the
form
of
the
civilian
ization
of
positions
and
programs
like
the
special
constables
and
in
the
hiring
between
the
sworn
and
civilian
ranks
of
over
800
positions.
G
So
salaries
salaries
is
really
premise
on.
In
2018
we
lost
over
400
members
on
the
uniformed
and
civilian
side.
We
continue
to
expect
that
that
rate
of
separation
will
continue
into
2019,
so
we
are
anticipating
at
least
another
250
uniformed
and
100
civilians
to
be
separated.
In
addition,
we
currently
have
a
vacancy
rate
of
12%
that
was
built
up
over
the
years,
so
some
of
the
salary
requirement
is
to
start
to
hire
back
up
to
more
sustainable
levels.
G
But
what
is
also
built
into
our
hiring
assumption
is:
is
13
million
dollars
of
gapping,
which
is
just
being
able
to
stagger
the
timing
of
all
of
these
hires
that
we
intend
to
do
I
mean
at
a
high
level
what
what's
included
our
board
approved,
impacts
that
were
approved
last
year
in
terms
of
our
communication
operator
positions?
This
is
911
eight
regulatory
standards,
as
well
as
a
continuation
of
some
of
our
HR
transformation
positions.
G
Civilian
ization
was
mentioned
a
few
times
and
it's
important
to
understand
that
concept,
because
it's
a
key
part
of
changing
the
way
we
do
our
work
and
changing
our
service
delivery
model.
So
we
are
taking
a
look
at
all
the
roles
in
the
service
and
really
looking
at.
Where
do
you
need
an
officer
with
the
officer
as
the
the
gun
to
do
that?
Work
and
where'd
you?
Where
can
you
supplement
that
with
a
civilian,
typically
at
a
lower
cost,
but
with
the
skills
to
still
perform
that
work
without
compromising
Public
Safety?
G
So
there's
a
number
of
civilian
ization
efforts
that
are
underway
and
additional
supports
with
the
goal
of
increasing
the
priority
response
capacity
and
focusing
our
uniformed
efforts
on
where
they're
most
needed.
In
addition,
as
I
mentioned,
our
vacancy
rate
is
12%
service
wide,
but
it's
actually
40%
just
on
the
civet
14%,
just
on
the
civilian
side.
G
So
what
all
of
this
hiring
translates
to
is
a
gradual
shift
in
our
service
delivery
model
in
2019,
and
this
is
predicated
based
on
how
many
people
we
think
we're
gonna.
That
will
separate
how
many
people
we
recruit.
But
the
plan
is
to
hire
about
320
uniformed
police
officers
and
roughly
a
hundred
and
eighty
four
positions
that
support
our
civilian
ization
efforts
because
of
how
we
are
staggering,
the
hiring
the
they
are
not
all
hired.
January
1st
those
184
positions
really
translate
to
90
full-time
equivalents
in
2019.
G
That
will
be
added
to
that
frontline
capacity
so
that,
overall,
you
have
47
30
average
uniformed
deployed,
which
is
down
significantly
over
the
years,
as
the
graph
shows
supplemented
by
90
civilian
eyes,
full-time
equivalents
that
will
then
fully
annualize
to
180
for
next
year.
But
this
is
the
gradual
shift
and
lands
between
uniformed
hiring,
as
well
as
a
civilian
ization,
to
provide
additional
frontline
support
premium
pay.
G
So
if
premium
pay
has
been
an
underfunded
under
budgeted
account
for
years
last,
this
year
alone,
so
the
2018
closing
we
are
projecting
to
be
over
20
million
above
our
original
premium
pay
budget.
So
we
took
a
look
at
what's
causing
the
premium
pay
over
the
last
number
of
years
and
there's
a
direct
correlation
between
premium
pay
and
our
staffing
levels.
G
We
backed
out
extraordinary
events
to
say
what
is
the
minimum
premium
pay
requirement
without
programs
like
summer
safety
without
extraordinary
events,
we
hope
to
never
repeat
like
the
down
for
Thor
or
young
and
Finch,
and
that
is
what
is
driving
the
eight
and
a
half
million
dollar
increase.
We
still
believe
that
that
is
the
minimum
required
that
this
is
an
account
that
will
continue
to
face
pressure
because
it's
subject
to
police
exigencies.
G
G
But
what
you'll
see
is
forty
percent
of
this
is
OMERS
and
then
the
balance
of
it
we've
recalibrated
a
bit
so
we've
reduced
where
we
could,
but
overall,
this
is
a
category
that
is
increasing
in
terms
of
health
care
costs
and
our
benefits,
but
the
the
net
impact
for
2019
is
essentially
zero
percent
year
over
year
contribution
to
reserves.
So
we
have
a
number
of
reserves
for
that
that
are
set
up
to
essentially
smooth
out
the
cost.
G
Where,
for
those
cost,
categories
that
are
subject
to
a
lot
of
fluctuation
vehicle
and
equipment,
reserve
makes
up
the
largest
part
of
this
increase.
We
modernize
as
we
move
to
from
cars
to
SUVs,
replace
the
life
cycle
of
that
equipment
is
more
costly.
We
are
looking
at
what
the
health
of
that
reserve
is
what
our
future
requirements
are,
and
we
predict
future
years
are
in
a
deficit
position.
So
this
is
the
year
we
need
to
be
able
to
put
a
little
bit
more
in
to
accommodate
our
future
costs.
G
Other
expenditures
represent
all
of
the
other
non
salaries,
so
rent
contracted
services.
You
know
some
of
the
training
legal
expenses
overall
computer
maintenance.
Overall,
if
you,
the
16.8
of
that
for
of
it,
is
actually
offset
by
reserves
by
our
modernization
reserve
and
that's
really
to
support
the
way
forward
in
our
modernization
initiatives
and
then
the
other
ones.
There
there's
a
mix,
you
know,
there's
computer
maintenance.
These
are
contractual
costs
that
had
economic
increases
built
in
operating
impacts
from
capital.
G
So,
as
a
project
completes
from
our
capital
program,
we
now
need
to
maintain
it,
so
it
reflects
costs
as
an
example
for
a
connected
officer
program.
It's
the
mobility
plans
so
that
we
can
continue
with
that
program
and
then
recruiting
recruiting
there.
There
are
one-time
costs
that
are
significant
related
to
the
recruiting
that
we're
doing
reven
revenues.
So,
as
I
mentioned,
in
addition
to
property
tax,
there
are
other
revenues
that
the
service
receives,
but
just
a
point
of
clarification.
All
of
these
revenues
have
other
expenditures
that
offset
it.
We're
not
we're
not
for
profit.
G
So
recovery
is:
we've
adjusted
the
interdepartmental
recoveries
to
reflect
the
transfer
of
the
crossing
guard
program.
We
are
assuming
similar
provincial
grant
levels
to
what
we
received
in
2018,
so
the
big
ones,
the
notable
ones,
support
security,
prisoner
transfer,
transportation
guns
and
ganc
grant,
as
well
as
pen
user
fees.
There's
a
minor
change
just
related
to
how
we
respond
to
alarms
residential
and
commercial
alarms
and
reserved
fundings.
This
is
really
the
draw
to
offset
expenditures
that
we
have
related
to
our
modernization.
So.
F
Mr.
chair,
the
slide
shows
our
ask
it's
a
one
point:
one:
seven
billion
dollar
on
the
gross
basis,
one
point:
zero:
two:
six:
a
billion
on
a
net
basis.
It's
a
thirty
point.
Three
million
increase
over
2018,
but
I
want
to
just
talk
about
very
quickly.
Some
of
the
challenges
that
that
and
risks
that
we
face
currently
not
included
in
this
budget
is
the
neighborhood
officer
program
expansion.
F
Right
now
we
have
neighborhood
officers
in
33
neighborhoods
across
the
city,
we'd
like
to
expand
that
to
60,
but
that
takes
additional
funds
to
do
it,
which
we
currently
don't
have.
So
certainly
that's
an
area
that
we
would
we'll
continue
to
pursue
with
the
city
and
hopefully
other
levels
of
government
we're
not
really
sure
on
the
impact
of
the
Cannabis
legislation.
It
only
came
into
effect
in
October,
so
we
do
have
some
very
little
funds.
F
We've
got
about
$400,000
in
our
budget,
for
that
which
is
offset
we're,
assuming
that
we're
going
to
get
funded
for
that.
So
it's
a
zero
percent
impact
mentioned
before
CCTV
expansion
is
not
included
and
then
some
of
the
risks
is
on
premium
pay.
You
say:
well,
it's
on
up
eight
and
a
half
million.
That
should
be
enough.
The
reality
is
that
we're
gonna
be
watching
that
account
very
closely
because
we
are
still
our
staffing
level
is
still
not
where
we
like
it
to
be
both
civilian
and
uniformed.
F
So
certainly
that
may
be
an
effect,
but
we
will
be
monitoring
that
very
closely.
The
budget
also
assumes
that
we're
going
to
get
court
security
and
pem
funding
from
the
province.
We
have
not
heard
to
the
contrary,
so
we
are
assuming
that.
That
is
something
that
we'll
be
getting,
and
you
can
see
it's
a
forty
million
and
ten
million
dollar
bill
respectively
and
as
Savina
mentioned,
we
are
we
in
order
to
acknowledge
the
fiscal
realities
that
the
city
is
facing.
F
We
wanted
to
make
sure
that
we
balanced
our
need
with
the
the
the
the
realities
and
the
challenges
that
the
city's
facing,
and
so
we
were
very
aggressive
with
our
gapping
in
order
to
achieve
the
3%
increase
that
may
come
back
and
require
a
revisit
because
we
don't
know
which
people
are
going
to
be
leaving
and
if
it's
the
positions
that
we
require,
that
could
put
some
pressure
on
our
budget
and
so
we'll
be
monitoring
that
closely
as
well
and
that's
our
operating
budget.
Mr.
F
G
So
we'll
get
we'll
dive
right
into
the
capital,
our
capital
program.
So
that's
the
the
capital
program
is
really
reflective
of
some
of
the
major
projects
and
milestones
that
we've
achieved
in
2018
and
and
builds
on
on
new
projects
and
continues
others.
So
we
just
completed
a
peer-to-peer
site
which
is
really
our
disaster
recovery
plan.
G
We
continue
to
transform
our
corporate
support,
which
is
really
around
HR
transformation
and
making
best
use
of
our
resources
and
the
tools
that
allow
us
to
do
that
and
then
various
other
kind
of
lifecycle,
replacements
and
state
of
goods
repair.
Overall,
the
capital
program
reflects
a
few
objectives.
One
enable
enable
a
technology
and
intelligence
based
policing
model.
So
there
are
projects
that
are
related
to
technology
related
to
BI.
G
It
is
also
where
we
upgrade
all
of
our
vehicle
and
equipment,
so
any
major
system
upgrades
happen
through
a
capital
program
enable
officer
mobility,
so
that
speaks
really
to
the
connected
officer
program
as
well
as
realign
and
optimize
our
infrastructure
in
support
of
a
district
policing
model.
Overall,
we
are
meeting
the
city's
debt
target
on
average
in
the
first
five
years
and
in
the
second
five
year.
So
over
the
10-year
program
we
are
meeting
the
target.
There
is
fluctuations
year-over-year
related
to
cash
flow,
especially
when
it
comes
to
our
facilities,
programs.
G
G
Overall,
what
this
essentially
buys
us
over
the
10-year
cycle,
but
also
specifically
in
2019,
it's
going
through
the
procurement
process
for
body,
one
camera,
so
just
getting
to
the
point
of
better
understanding
the
cost
and
better
understanding
the
solution
maturing.
What
is
already
deployed
from
a
connected
officer
program,
continuing
our
state
of
goods,
repair
on
our
facilities,
continuing
progress
on
our
district
policing
model
and
other
life
cycles
and
continuing
our
hrms
and
HR
transformation
initiatives,
specific
projects
so
inst
categories.
G
There
is
all
infrastructure
component
and
IT
component
vehicles,
communications
and
then,
and
then
the
equipment
side,
and
then
the
this
really
reflects
the
various
categories.
Whether
it's
legislated
state
of
good
repair,
so
for
US
state
of
goods
repair
has
quite
a
bit
of
our
capital
program
assigned
to
it,
as
well
as
certain
legislative
components
and
then
service
improvements.
Those
are
our
main
three
categories
that
our
projects
fall
into
and
then.
G
Lastly,
we
wanted
to
quickly
touch
on
what
are
the
unfunded
components
that
still
require
ongoing
discussion
in
terms
of
how
they
will
eventually
either
make
their
way
in
or
how
we
will
do
that
prioritization.
So
the
body
worn
camera
piece
of
it
as
I
mentioned
2019,
covers
the
procurement
part
of
it.
We
will
have
a
better
sense
of
what
it
costs
at
some
point
this
year
to
then
figure
out.
How
does
that
fit
in
to
the
2020
onwards?
Capital
program,
expanding
the
connected
officer
program.
So
currently
the
program
covers
the
700
devices
that
we've
deployed.
G
Further
expansion
of
that
is
still
we're
figuring
out
how
to
include
that
in
global
searches.
Is
a
data
and
analytics
program,
CCTV
expansion,
as
a
CEO
mentioned,
we
first
went
the
federal
grant
route
to
get
that
funded.
That
hasn't
happened.
So
we
it's
just
it's
subject
to
future
discussions
on
how
we
incorporate
that
I'm
ng911
there's
a
first
phase
of
it
that
is
included
in
our
in
our
program
and
it's
really
the
technical
upgrade
component.
There's
a
future
phase.
G
So
so
our
parking
program
is
really
it's
very
much
shared
and
joint
with
the
city.
We
do
the
parking
enforcement
really.
Our
focus
is
the
safe
and
orderly
flow
of
traffic,
and
and
through
that
we
have
parking
enforcement
and
parking
tags.
It's
very
much
shared,
though
with
the
city,
so
the
items
in
grey
are
what
the
city
does
in
terms
of
collecting
the
fine
in
managing
the
dispute
resolution.
G
We
really
just
do
the
enforcement
piece
2018
successes,
so
we
have
overall
reduced
court
attendance,
which
was
also
results
in
reduced
premium
pay
because
of
the
new
upgraded
administrate
Enel
tee
system
program.
We
have
an
online
reporting
tool
now
for
immediate
parking
complaints,
which
is
less
manual.
As
a
result,
we
issued
over
2
million
parking
tags
and
towed
approximately
30,000
vehicles
and
addressed
over
150,000
parking
concerns
for
our
2019
budget.
It
is
flat
year-over-year,
it
does
factor
in
maintaining
existing
level
of
staffing
levels,
so
we
factored
in
just
attrition
and
separations.
G
We
do
have
a
pilot
currently
underway
that
we're
evaluating
that
actually
moves
some
of
our
parking
officers
closer
to
the
core,
which
is
primarily
where
they
enforce
and
as
a
result
of
coming
in
flat.
We
are
ongoing
monitoring
the
inflationary
pressures
that
we
are
inherently
a
build
built
into
our
zero
percent
increase.
So,
overall,
our
budget
is
0%.
There's
minor
ups
and
downs,
the
big
one
is
our
premium
pay
we've
seen
reduced
because
we're
not
attending
court.
G
D
The
board
is
facing
a
number
of
significant
current
challenges,
as
the
demand
for
adequate
and
effective
policing
increases
due
to
population
growth
and
the
inflammation
implementation
of
transformation,
as
it
continues,
the
board
must
incur
address
increasingly
complex
community
concerns
and
governance
issues
among
the
key
items
of
priority
this
year.
The
board
remains
focused
on
how
police
officers
can
best
respond
to
people
who
are
dealing
with
mental
health
and
addiction
issues,
as
well
as
how
to
support
employee
health
and
wellness
programs
internally.
D
In
addition,
we
continue
to
build
on
our
work
in
confronting
issues
of
bias,
including
a
critical
examination
of
the
board's
policy
on
collection,
use
and
reporting
of
demographic
statistics,
which
includes
race-based
data
in
April
2018.
The
board
established
a
new
anti
racism
advisory
panel
and
this
work
will
continue
through
2019
and
into
the
future.
D
We're
also
poised
to
respond
to
anticipate
the
changes
as
a
result
of
the
safer
Ontario
act
and
other
new
amended
legislation
relative
to
policing
in
the
boards
in
2018,
the
board
appointed
reviewer
to
conduct
an
independent
review
of
the
board's
policies,
as
well
as
the
service
procedures
and
practice
in
relation
to
missing
person
investigations.
The
review
commenced
in
September
2018
in
2019.
This
remains
a
priority
as
we
enter
the
second
year
of
our
missing
persons,
investigation
review
with
a
focus
on
policies
and
procedures
governing
missing
persons
investigations.
D
The
board
also
remains
focused
on
significant
policy
issues
and
emerging
matters
most
important
among
them.
The
Cannabis
changes
in
Street
checks,
regulation
and
community
engagements
and
community
engagement
and
partnerships,
the
board
office
and
its
staff
is
critical
to
the
board's
ability
to
carry
out
its
important
governance
function.
D
The
board
staff
members
provide
policy
and
research
and
strategic
advice
to
the
board
and
to
the
chair
ensuring
that
communications
are
shared
widely
through
its
website
and
social
media
and
responding
to
an
ever
increasing
number
of
enquiries
from
the
public
and
organizations
and
engaging
with
key
stakeholders
on
a
variety
of
issues
as
a
result
of
new
and
growing
challenges.
The
boards
2019
budget
includes
money
for
proposed
improvements
to
the
office.
D
It
includes
funds
for
a
new
role
for
strategic
audit
and
governance,
which
would
analyze
Toronto
Police
Service
procedures
in
relation
to
board
policies,
enhance
international
best
practices,
research
and
monitor
implementation
of
recommendations.
Funding
is
also
included
to
provide
additional
support
for
public
inquiries
and
advisory
panels
and
greater
professionalization
of
the
board
staff.
So
we're
reading
about
three
increases.
One
is
a
new
full-time
role
for
a
senior
advisor
strategic
audit
and
governance.
The
2019
request
would
total
one
hundred
and
four
thousand
dollars
a
new
half-time
role
for
administrative
assistant.
D
The
2019
request
would
tell
the
26,000
$300
and
then
the
recap,
classification
of
an
existing
administrative
assistant
role
to
an
executive
assistant
Raburn,
a
director
with
the
responsibility
for
more
of
the
the
public
response
and
answering
public
questions
and
the
2019
request
for
that.
With
total
18900,
the
total
of
the
total
2019
cost
increase
is
one
hundred
and
forty
nine
thousand
two
hundred
four
really
the
additional
one
and
a
half
positions
plus
the
reclassification
of
the
existing
position.
D
The
board's
total
proposed
2019
net
operating
budget
is
therefore
two
million.
Four
hundred
fifty
eight
thousand
three
hundred
over
the
2018
adjusted
budget
of
two
million
three
hundred
nine
thousand
one
hundred.
So
that's
the
increase
of
one
hundred
and
forty
nine
thousand
two
hundred
I
should
be
noted
that
all
other
aspects
of
the
board's
operating
budget
would
see
a
zero
percent
increase.
D
H
Good
morning,
thank
you
for
your
presentation.
So
if
I'm
reading
this
correctly
you're
asking
for
three
percent
or
thirty
million
increase
on
the
operating
budget
over
last
year,
I
note
in
the
analyst
notes.
It
says
that
you've
also
entered
collective
bargaining,
but
the
ask
here
doesn't
include
any
money
for
that
collective
bargaining.
It.
H
H
C
H
F
F
F
H
H
I
J
H
H
B
B
F
B
F
E
E
So
when
we
talk
about
putting
the
right
resource
in
right
place
at
the
right
time,
this
is
what
speaks
to
that.
So
the
special
constable
program
are
officers.
Well,
we've
got
a
lot
of
special
consulate,
but
this
the
special
consoles
that
are
going
to
the
districts.
They
will
assist
the
frontline
officers,
so
they
are
in
uniform.
E
E
One
hiring
to
get
them
on
the
road
you're
talking
six
to
seven
months
so
they're
faster
to
put
in
they
are
directly
related
to
relieving
the
frontline
pressures
and
assisting
the
frontline
people
and
through
our
pilot
project,
we
found
tremendous
success,
especially
in
those
areas
and
those
divisions,
the
districts
that
have
a
lot
more
capacity
than
other
divisions
and
so
we're
expanding
the
program.
We're
expanding,
how
to
utilize
the
special
constables
to
the
best
of
our
ability
in
the
district
model
and
we're
seeing
great
success
stories
behind
that.
Okay,.
F
B
F
So
the
aggressive
gapping
will
not
be
on
services
that
are,
the
public
would
see
so
911
operators,
court
services.
Those
types
of
things
that
are
people
see
everyday,
really
won't
be
impacted,
but
it
will
impact
the
support
that
we
provide
to
our
frontline
officers,
and
our
goal
is
to
try
to
minimize
that
impact
by
prioritizing
where
we
hire
and
really
looking
at
what
the
impact
is.
Gonna
be,
and
you
know
prioritize
that
ahead
of
one
that
perhaps
can
wait.
F
F
Your
is
that's
more
people
are
gonna.
Leave
that
we,
in
fact
we
we
will
find
ourselves
in
positions
that
are
people
are
leaving
in
positions
that
we
really
have
to
fill
and
fill.
Ideally,
so
our
pace
of
hiring
might
actually
increase,
and
that
could
create
a
pressure.
So
we're
going
to
monitor
that
and
make
sure
that
we
can
manage
it
as
best
we
can
and.
B
F
K
That's
a
shame
I
just
put
in
my
mouth
so
well.
Let's
start
here
premium
pay
because
we
got
a
couple
of
new
counselors
on
the
committee.
It's
an
issue
this
year
because
it's
happened
and
your
your
position
count
is
down.
So
let's
start
with
what
is
premium
pay?
Who
gets
it?
Is
it
different
across
the
classes,
just
a
quick
101
I'll.
F
Start
off
basically
there's
three
categories
that
what
we
call
free
mean
pay.
The
first
category
is
somebody's
on
a
call.
It's
the
end
of
their
shift.
They
have
to
stay
a
little
bit
longer
to
actually
complete
the
call,
because
you
wouldn't
want
somebody
else
to
come
in
so
that's
basically
overtime,
yeah.
We
also
have
to
turn
court
for
various
cases,
and
so
usually
that's
on
with
using
on
off
days,
so
that
people
can
actually
investigate
on
their
on
days.
F
L
K
You're
working
on
reducing
it,
but
there's
a
certain
amount
of
base
premium
pay,
that's
that
has
to
be
built
into
calls
because
we
want
them
to
finish
a
call,
there's
a
certain
amount
that
has
to
be
built
into
quartz,
because
we
don't
want
them
to
abandon.
If
they're
they're
waiting
for
a
hearing
and
with
a
victim,
we
don't
want
them
to
walk
away
and
call
backs
while
you're
eight-point-five
up.
This
was
an
extraordinary
year
for
callbacks.
K
E
That
is
correct,
I'm,
certainly
not
going
to
define
2018
as
a
normal
year.
It
certainly
was
not
for
many
aspects
and
we're
not
gonna
use
that
as
a
litmus
test
for
what
our
numbers
look
like.
But
I
can
tell
you
one
of
the
issues
that
we
do
have
is
with
our
frontline
numbers
of
47
30
or
with
our
uniform
in
section
47,
30
or
40
703.
E
If
we
have
those
resources
feeding
into
that
aspect
of
policing,
what
it
does
is,
it
frees
up
the
frontline
uniformed
officers
from
in
ten
those
calls,
and
so
when
we
put
that
back
and
forth
in
relation
to
certain
durations
that
do
have
tremendous
capacity
when
it
comes
to
priority
one
priority.
251
division
is
one
of
the
case
in
points.
It
has
the
highest
rate
of
priority.
K
That's
because
that's
where
I'm
going
at
a
certain
amount
of
it
you
you
can
calculate,
but
are
you
while
we're
doing
the
way
forward
and
while
we're
doing
reductions,
are
you
tracking
also
any
of
those
where
you're
just
straight
short-handed,
so
that
you're
not
vulnerable
to
that
accusation
that
your
your
officer
compliment
is
too
low?
We
anticipate
will
hear
that
from
the
Association
until
the
way
forward
is
done.
Are
you
tracking
separately
to
make
sure
that
you
can?
You
can
competently
say?
That's
not
the
case.
Yeah.
E
It
depends
on
the
narrative
that
you
want
to
take.
Is
it's
easy
to
create
the
fear
and
ya
have
the
right
solutions?
When
we
talk
about
the
modernization
plan,
it's
the
summer
fall
parts
equaling
the
whole.
It's
not
just
about
getting
bodies
out.
It's
as
I
stated
earlier,
leveraging
technology
alternate
delivery
methodology
as
well
too,
and
having
the
ability
of
also
reinforcing
that
back-end.
E
So
when
we
talk
about
the
awesome
delivery,
when
we
talk
about
the
various
things
where
we're
not
going
to
anymore
so
unverified
long
reports
for
calls,
for
example,
right
looking
at
things,
we
don't
need
to
do
anymore
or
doing
the
research
to
figure
out.
How
do
we
do
it
differently?
These
are
all
factors
into
the
frontline
pressures,
so
it's
not
just
officer
leaves.
Therefore
we
need
to
replace
the
officer.
E
It's
a
whole
host
of
things,
we're
always
monitoring
to
see
what
we
are
doing
and
what
we
need
to
do
to
fill
those
gaps,
to
make
sure
that
we
do
provide
the
adequate
and
effective
policing
it's
monitored
on
a
regular
basis.
We
have
those
meetings
from
an
executive
level
and
to
make
sure
that
we
have
the
the
right
balance.
It's
never
going
to
be
a
straight
line
and
you
can
never
plan
for
crisis
now.
K
In
the
the
the
the
total
positions,
civilian
and
uniformed
7880,
one,
the
actual
projected
actuals.
Actually
it's
almost
a
under
that,
so
the
question
is,
is
before
I
know:
there's
a
plan
to
higher
up
and
and
get
those
strategic
positions
into
place,
but
as
there
also
been
a
review
functioning
with
that
few
downs,
there
been
a
review
to
look
at
any
of
that
could
just
be
deleted.
Did
that
review
take
place
among
civilian
staff.
F
That
is
something
hoc
and
civilian
staff.
That's
something
that
we're
gonna
be
working
on
this
year
to
see
well
what
positions
are
still
necessary
after
the
moratorium
right.
What
positions
can
then
be?
What
we'd
have
to
look
at
the
impact
of
actually
eliminating
that
position,
so
that
that
exercise
is
something
that
we
are
planning
on
doing:
okay,.
K
M
E
E
We
always
anticipate
because
we
look
at
our
trends
and
our
patterns
and
we
plan
ahead
and
that
plan
is
going
on
right
now
to
look
at
what
are
the
opportunities?
What
are
the
issues
that
are
out
there
when
it
comes
to
gun
violence,
and
can
we
do
it
through
people?
Can
we
utilize
it
through
technology
and
when
you
look
at
the
results
that
we
have,
the
results
are
very
good,
but
I.
E
M
E
Absolutely
and
again,
this
is
where
the
plug
in
is
when,
when
we
have
different,
it's
not
a
one
size
fits
all
right
across
the
city.
The
north
west,
end
of
the
city
has
historically
had
the
highest
gun
violence
across
the
city,
but
when
we
talk
about
the
neighborhood
officer
program
and
the
benefits
from
it,
looking
at
local
issues
and
working
with
and
creating
stronger
partnerships,
gleans
us
a
tremendous
amount
of
intelligence
and
helps
us
tremendously
cost
savings,
because
the
public
and
the
communities
know
where
the
issues
are
number
two.
E
When
you
strengthen
those
relationships,
you
get
richer
information
and
we
know-
and
we
have
seen
with
respect
to
the
quality
of
information
that
is
coming
from
the
neighbor
dollar
program
and
how
it
plugs
into
our
existing
intelligence
entities,
the
results
of
being
tremendous
and
so
we're
looking
for
it
at
doing
the
research
to
see.
How
can
we
enhance
that?
We
had
a
meeting
just
a
couple
of
weeks
ago
to
figure
out
what
methodology
for
tracking
and
measuring
what
can
we?
What
have
we
learned
from
this
new
program?
E
And
how
can
we
make
it
a
force
multiplier
with
the
frontline,
as
well
as
with
the
specialized
folks
as
well,
and
we're
seeing
very
good
results?
Very
positive
results,
not
just
on
a
community
relationship
piece
but
from
the
intelligence
piece
as
well
strictly
to
the
gun,
violence
piece
as
well
just.
M
E
There
are
a
multitude
of
avenues
when
it
comes
to
strengthening
community
relationships,
so
on
a
monthly
basis.
All
the
districts
have
the
community
police
liaison
committee,
where
it's
co-chaired
by
the
the
district
commander
as
well
as
a
member
from
the
city
are
from
the
that
particular
community
right
across
the
service.
We
have
our
consultative
committees
as
well,
which
meets
on
a
monthly
basis.
We
also
have
the
neighborhood
officer
programs,
our
community
response
units
right
across
the
entire
city
on
a
regular
basis
or
continuing
to
enhance
the
relationships.
So
it's
not
just
neighbor
to
officer
program.
E
There
is
the
commonality
of
having
all
of
those
entities
report
up
to
the
executives.
We
have
an
understanding
of
what
the
pulse
is
right
across
the
city,
we're
always
looking
for
the
vulnerabilities.
What
are
the
issues?
Where
are
the
fragments
within
the
community
relationships?
What
do
we
need
to
do
to
develop
them?
And-
and
so
it's
a
very
cohesive
piece
and
it's
evergreen,
so
we're
always
learning
we're,
never
settling
with
what
we
have.
E
E
Well,
the
neighborhood
officer
pilot
speaks
to
the
program
that
is
going
to
be
full-time
at
some
point
in
time.
The
methodology
behind
it
is
it's
a
combination
of
working
with
academics
to
figure
out.
How
do
we
define
and
how
do
we
measure
properly
working
with
the
community
and
also
with
us?
Sometimes
we
tend
to
figure
out
that
we
know
what
value
is,
but
using
the
academic
approach,
using
the
opportunities
of
working
with
the
communities
to
have
their
voice
have
equal
voice.
Learning.
E
How
we
can
leverage
from
the
technology
with
our
connected
officer
is
a
classic
example
and
figuring
out
the
framework
from
the
pilot
perspective,
so
that
we
can
build
out
from
that.
Getting
it
right
from
a
pilot
perspective.
Smaller
contained
gives
us
the
opportunity
to
look
at
what
the
nuances
are
and
then
expanding
it
is
is
exactly
the
what
we're
trying
to
do
right
now,
so
it's
in
pilot
form
right
now
and
we're
looking
for
the
opportunities
for
that
expansion
piece.
But
it
also
speaks
to
my
number
one
priority
now,
which
is
relieving
the
frontline
pressures.
E
But
the
calls
are
up.
The
guns
are
prevalent
and
and
right
now,
from
an
auto
safety
perspective.
That
is
my
priority.
To
make
sure
I
have
the
right
number
of
frontline
people
working
with
technology,
working
on
delivering
our
ultimate
delivery
methodology
and
putting
all
of
those
pieces
together
to
figure
out
what
that
number
should
be
so.
N
It
will
cease
to
be
called
a
pilot
when
you
get
the
full
complement
of
neighborhood
officers
that
you
like
to
go
to
all
priority
neighborhoods.
So
it's
not
necessarily
a
change
in
techniques
or
methods
you're
using
it's
just
still
called
a
pilot,
because
right
now
it
hasn't
been
fully
implemented
across
the
whole
city.
That's.
E
Correct
and
that's
under
the
leadership
of
deputy
Yuen
right
now
who
reports
on
a
regular
basis
so
that
anytime,
we
have
to
fill
in
those
gaps
or
any
time
there's
an
ability
to
learn
from
it
to
figure
out
how
we
can
develop
and
expand
and
have
more
value
in
that
program.
So
yeah,
that's
correct
and.
N
E
Of
us,
the
government
have
been
participants.
The
federal
government
about
two
weeks
ago
just
gave
us
a
couple
of
million
to
to
help
deal
with
that
neighbor
dollar
program
and
have
different
plugins
and
working
with
the
the
city.
The
city
has
had
some
tremendous
input
with
other
organizations
as
well
to
figure
out
how
we
can
collectively
maximize
on
developing
stronger
relationships.
Thank.
N
F
N
N
N
L
L
E
L
F
Now
our
officers
are
located
in
the
east
northeast
part
of
the
city
as
well
as
the
north
part
west
part
of
the
city,
and
our
analysis
is
showing
that
70%
of
all
tags
issued
are
in
the
core,
and
so
one
of
the
pilots
has
been
started.
That
started
is
basically
moving
those
officers
closer
to
the
where
they
enforce,
so
they
could
be
more
effective
in
terms
of
changing
behavior,
by
enforcing
by
laws
and
and
and
therefore
helping
to
move
traffic.
Better
we've
started
that
pilot.
It's
been
very
successful
right
now.
F
They
actually
lose
probably
two
hours
just
commuting
back
and
forth
from
where
they,
where
they
actually
go
to
start
their
day
and
where
they
actually
enforced.
We
want
to
change
that.
We
want
to
put
them
closer
to
where
they
enforce
that
they're
much
more
effective,
much
more
efficient
and
basically
be
able
to
meet
the
objective
of
traffic
flow.
Yeah.
L
F
Would
certainly,
we
would
vacate
with
our
current
set
facility
in
the
northwest
part
of
the
city,
and
so
we
would
save
that
at
least
but
I
think
what
you're
really
looking
at
is
increased
efficiency
and
effectiveness
in
terms
of
enforcement,
mostly
changing
behavior,
so
that
traffic
in
fact
does
flow
a
little
bit
better.
Yeah.
A
K
Well,
I'll
stay
on
parking
tags
for
a
minute,
then,
since
we're
there
I'm
parking
tags
that
there's
a
metric
there
for
officers
responded
to
parking
requests.
Parking
calls
out
to
responded
to
and
is
relatively
consistent
around
160,000
is
that
they
responded
to
every
call,
or
is
there
metric
missing
here
of
calls
they
weren't
able
to
respond
to
I.
F
Can't
really
answer
that
question,
but
I
can
tell
you
that
of
the
two
million
calls
that
we
get
in
91
150,000
of
those
are
for
parking
complaints.
What
we've
done
now
is
actually
give
people
the
ability
to
make
those
complaints
online,
which
then
relieves
our
911
operators
and
allows
the
folks
focus
on
true
emergency
calls.
Certainly,
we
can
get
the
information
in
terms
of
how
well
we
respond
to
those
concerns
if
I
can
call
not.
K
F
Don't
know
that
yet
we
just
actually
just
started
that
that
that
time,
so
certainly
that's
something
that
we're
gonna,
monitor,
I,
think
success
would
look
like
as
close
as
as
many
as
we
could
get
online,
which
certainly
again
relieve
our
front
our
9-1-1
pressure,
because
they
should
be
focusing
on
true
emergency
calls.
Okay
and.
K
Does
that
include
there's
the
call
for
there's
illegal
parking
in
front
of
this
house
every
night
somebody's
got
to
come
by
general
parking
problem.
If
someone
says
there's
got
to
be
a
blitz,
because
this
street
is
always
having
having
people
parking
and
parking
saying
they're
going
in
to
get
a
coffee,
and
then
the
car
just
stays
there.
So
there's
those
general
Street
requests
come
and
tag
this
car
right
now.
Is
that
factored
in
here
to
these
calls,
because
they're
sort
of
like
proactive
calls?
Are
they
factored
in
here?
I'm.
K
So
that's
that's
another
piece
of
unmet
demand
that
I'm
wondering
about
the
it's.
Probably
the
range
of
things
in
the
downtown
core.
In
my
area.
It's
the
it's.
The
the
rooming
house
thing
come
and
tag
these
cars
they're
parking
all
night
in
front
of
what
I
know
is
a
rooming
house.
So,
if
we're
having
an
increase
in
demand
over
the
next
couple
of
years,
just
these
calls
come
and
tag
this
car
right
now,
but
we're
not
in
this
metric,
including
can
you
generally
come
and
blitz
this
neighborhood?
That's
an
unmet.
K
K
K
Because
if
it,
if
there's
an
equation
between
the
revenue
coming
here
and
the
officers
needed
to
meet
unmet,
need,
we
gotta
look
at
it
yeah,
okay,
another
one
I'm,
hope
you'll
indulge
me
I'm,
not
quite
understanding
in
the
in
the
board's
budget,
how
the
missing-persons
inquiry
is
being
funded.
That's
funding
coming
from
from
Council,
but
it
says
that
the
cost
left
over
there's
still
a
180
thousand
or
is
it
1.8?
K
G
K
G
K
A
D
A
Next,
we
are
going
into
presentations
from
community
and
social
services,
so
just
to
create
it.
What
we'll
do
is
we'll
be
a
presentation
from
their
DCM
on
the
entire
cluster
I
guess
the
cluster
a
after
that
we
will
actually
go
and
do
questions
of
each
individual
division
on
the
way
down
according
to
your
sheet,
which
is
the
review
schedule
sheet,
so
I'll
just
give
a
minute
or
two
just
to
switch
over
and
then
we'll
begin
with
that.
A
O
Morning,
everyone
thank
you
for
this
opportunity
to
present
community
and
social
services
budget.
So
the
presentation
is
just
going
to
provide
a
very
high-level
overview
of
our
capital
and
operating
budget.
There
is
more
detail
provided
in
the
appendices
and,
of
course,
in
the
budget
notes
I'm
not
going
to
be
speaking
in
detail
to
all
of
the
slides,
but
of
course,
we're
all
going
to
be
here
to
answer
questions
at
the
end.
So
that's
just
a
list
of
the
appendices
and
we're
going
to
start
just
with
a
brief
overview
of
the
program
areas.
O
So
community
and
social
services
includes
ten
program
areas
they're
each
responsible
for
delivering
a
variety
of
services.
Those
services
are
identified
in
this
slide
and
they're
described
in
the
budget
notes.
The
next
two
slides
just
highlight
some
of
the
key
capital
assets
that
the
program
areas
maintain
and
operate
in
the
delivery
of
their
various
services
and
there's
quite
a
variety
ranging
from
child
care,
heritage,
ambulance
stations
or
social
assistance
offices
right
through
to
shelters
and
our
extensive
network
of
park
and
parks
and
recreation
assets
commute
in
terms
of
our
workforce.
O
It's
just
over
13,000
100
positions.
That
includes
221
positions
for
capital
and
22
percent.
22
percent
of
the
positions
are
2,900,
approximately
are
temporary
positions
and
a
lot
of
those
are
in
parks,
forestry
and
recreation.
In
fact,
our
entire
1/3
of
our
entire
workforce
is
in
parks,
forestry
and
Recreation.
O
So
we're
now
going
to
move
to
budget
highlights
and
I'm
just
going
to
start
by
just
reviewing
some
of
2018
ski
achievements
and
experiences.
So
I
would
say
that
last
year
was
a
challenging
year,
not
only
for
our
cluster
but
for
the
city,
but
I
think
it
was
also
a
pretty
productive
year.
We
did
continue
to
advance
councils,
poverty
reduction
strategy,
approving
new,
affordable
housing
units,
adding
childcare
spaces,
as
well
as
fee
subsidies,
transforming
TCH,
C's
rooming
houses
into
supportive
housing
for
vulnerable
tenants,
and
that
includes
tenants
with
some
pretty
complex
needs.
O
We
connected
over
7,000
youth
to
employment
and
over
8,000
individuals
and
families
to
housing.
We
also
supported
over
5
thousand
households
with
housing
allowances
so
that
they
could
stay
housed
and
we
expanded
our
shelter
and
our
respite
programs
by
1600,
shelter,
beds
and
400
respite
sites.
In
fact,
since
2016
we've
actually
added
approximately
3000
shelter
beds
and
we're
now
up
to
approximately
800
respite
sites,
we've
also
launched
councils,
a
transit,
fair,
Pass,
Program
or
fair
equity
transit
fare
equity
program
phase.
One
of
that
program
was
launched.
O
We
issued
over
37,000
passes
to
eligible
social
assistance
clients.
We
established
the
confronting
anti
black
racism
unit
abouts
to
oversee
and
manage
the
implementation
of
council's
action
plan
to
confront
anti
black
racism
and
I
think
you're.
All
aware
that
February
is
Black,
History
Month
and
we're
so
excited
that
our
newly
established
black
staff
network
of
almost
400
staff
is
hosting
the
first-ever
corporate
launch
for
Black
History
Month
tomorrow
evening
in
the
rotunda
from
6:00
to
8:00.
So
we're
hoping
to
see
many
of
you
there.
O
The
city
also
negotiated
our
first
community
benefits
agreement
as
part
of
the
expanded
woodbine
gaming
and
that's
the
first
of
agreement,
if
it
in
its
kind
in
Canada,
are
all
very
proud
of
that
now.
Sadly,
2018
was
also
a
year
marked
with
increased
violence
and
tragedy
in
our
communities
and
our
small
but
mighty
crisis
response
unit
responded
to
over
650,
violent
and
traumatic
events
across
the
city.
On
a
more
positive
note,
we
launched
the
for
public
benefit
policy
and
that's
to
focus
on
strengthening
our
relationship
with
the
nonprofit
sector.
O
We
work
very
closely
with
the
nonprofit
sector
in
helping
advance
a
lot
of
our
poverty
reduction
goals
and
other
priorities
that
the
council
has.
We've
reached,
the
council's
Art
and
Culture
investment
goal
of
$25
per
capita
and
Toronto's
film
and
television
industry
attracted
production
activity,
that's
valued
in
the
range
of
over
1.8
billion
dollars.
There's
a
number
of
other
successes
that
are
identified
on
this
slide.
I'm,
not
going
to
speak
to
them
all
in
the
interest
of
time.
O
But
I
do
want
to
highlight
that
councils
contribution
to
TCH,
see
state
of
good
repair,
actually
allowed
TC
HC
to
bring
back
online
143
units
that
had
actually
been
previously
closed.
So
that's
quite
an
accomplishment
in
terms
of
challenges.
I
think
a
lot
of
the
challenges
that
community
and
social
services
face
are
faced
with
similar
to
other
challenges
across
the
city,
but
the
different
program
areas
are
seeing
and
I
think
it's
largely
related
to
the
changing
needs
of
a
growing
and
evolving
city,
but
in
community
and
social
services
were
particularly
challenged.
O
Trying
to
meet
the
complex
needs
of
toronto's,
more
vulnerable
residents,
families
and
communities
we're
seeing
an
aging
population,
youth
unemployment,
you're
all
familiar
with
the
affordability
issue,
there's
precarious
employment
and
a
growing
social
and
income
divide
and
across
our
different
neighborhoods,
but
we're
very
much
focused
on
making
things
better
and
council
has
adopted.
Oh
sorry,
before
I
move
on
to
that,
the
there's
also
other
challenges
in
terms
of
provincial
changes.
You're.
O
All
aware
that
a
lot
of
our
services
that
we
do
in
community
and
social
services
are
legislated
and
funded
by
the
province
and
therefore,
as
they
as
the
province,
looks
and
examines
some
of
its
areas
like
housing
and
social
assistance.
We
place
close
attention
and
we
participate
in
provincial
consultations
because
any
changes
there
could
impact
our
service
delivery.
But
we're
always
focused
on
continuing
to
leverage
to
the
full
extent
possible,
any
provincial
or
federal
programs
to
help
advance
councils
priorities
now
refugee
claimants.
They
continue
to
arrive
into
the
city
of
this
at
a
steady
pace.
O
So,
unlike
other
influxes,
that
we've
seen
over
the
years
on
refugees,
they've
lasted
for
around
a
year
and
then
they've
gone
back
to
normal
levels.
This
influx
or
surge
in
refugees
has
been
pretty
consistent
for
the
past
two
years
and
I
think
we've
come
to
realise
that
this
may
be
the
new
norm
and
recognizing
that
we
have
asked
the
federal
government
to
provide
annual
ongoing
funding
to
help
sustain
the
2,500
beds
that
have
been
added
to
our
shelter
system
to
accommodate
this
continued
surge
in
refugee
claimants.
O
So,
as
I
mentioned,
we
do
have
plans
and
strategies
in
place
that
counsels
of
proof
to
help
us
overcome
and
address
the
challenges
and
needs
that
we're
seeing
and
we're
going
to
continue
to
move
forward
on
advancing
these
strategies.
I'm
not
going
to
name
them
all.
Many
of
you
are
familiar
with
them
and
we
do
provide
regular
status
reports
on
where
we're
at
to
committee
and
council
and
those
reports
are
also
posted
on
the
city's
website.
O
So
other
key
priorities
for
2019
are
going
to
include
scaling
up
our
capacity
to
deliver
more
affordable
housing.
We
are
developing
a
new
housing
plan.
Our
current
plan
expires
this
year
and
we're
bringing
forward
later
this
year,
the
new
10-year
plan
for
housing
and
that's
to
understand
and
address
the
needs
across
the
full
spectrum
of
housing,
whether
it
be
shelters,
long-term
care
homes
trying
to
transitional
and
supportive
housing
and
affordable
housing
and,
of
course,
we're
going
to
be
focused
on
implementing
councils
recently
approved
housing
now
program.
O
We're
also
stepping
back
and
doing
the
full,
comprehensive
review
of
all
the
youth
services
that
are
provided
by
the
city
to
understand,
what's
truly
effective
and
what's
really
driving
to
the
outcomes
that
we
need,
as
a
city
will
be
bringing
for
the
next
term
action
plan.
So
for
this
term
of
council
there'll
be
a
new
action
plan
coming
forward
on
how
we
drive
and
continue
to
move
forward
on
the
20
year.
Poverty
reduction
strategy,
so
we
just
completed
the
first
term
action
plan
and
will
bring
me
being
bringing
back
the
next
one
shortly.
O
We'll
continue
to
monitor
and
manage
the
demand
for
shelter
services
and
we're
continuing
to
deliver
on
council's
promise
to
add
1,000
new
shelter
beds
by
2020.
So
there's
400
plans
for
2019
and
the
balanced
but
500
the
are
needed
to
come
to
reach
that
thousand
or
plan
for
2020
and
we're
going
to
be
reporting
back
on
councils
asked
on
how
best
to
create
services
of
seniors
housing
and
services
entity
for
the
city,
and
that
should
be
coming
before
council
of
adjourns
this
summer.
O
So
business
transformation
and
modernization
is
a
key
focus
not
only
for
community
and
social
services,
but
all
the
program
areas
across
the
city.
This
slide
only
gives
you
a
very
small
sampling
of,
what's
being
done,
there's
more
detailed
listing
in
the
appendices,
but
please
know
that
all
of
our
transformations
are
always
focused
on
our
clients
and
our
customers
and
how
best
to
improve
services
and
outcomes
for
both
for
families,
for
individuals
and
for
communities,
and
we
always
look
from
both
a
system-wide
perspective
as
well
as
a
service
level
perspective.
O
So
now
we're
get
into
the
operating
budget
and
the
2019
gross
operating
budget,
that's
being
recommended
for
community
and
social
services
is
approximately
four
billion
dollars
and
almost
thirty
percent
of
that
is
for
employment
and
social
services.
Twenty
five,
twenty
five
percent
is
dedicated
to
shelter,
housing,
an
administrative
Minnesota,
Housing
Administration.
That
includes
two
hundred
and
forty
three
million
dollars.
That's
the
subsidy
that
the
city
provides
to
TC,
HC,
Children,
Services
and
parks,
forestry
and
Recreation
account
for
16
percent
and
12
percent
respectively,
and
the
balances
divided
among
the
remaining
program
areas.
O
Now,
in
terms
of
funding
sources,
that's
the
pie
chart
on
the
right.
As
I
mentioned.
Many
of
our
programs
are
cost
shared
with
other
orders
of
government.
So
it's
not
surprising
to
see
that
59
percent
of
our
funding
sources
come
from
provincial
and
federal
subsidies.
A
third
comes
from
the
property
tax
base
and
use
their
fees
makeup
just
on
just
under
five
percent.
O
O
So
in
terms
of
our
key
cost
driver,
we
have
our
most
significant
pressure
is
just
annualizing
the
cost
of
three
different
shelter
programs
that
were
approved
last
year.
So
the
addition
of
the
2,500
beds
for
Refugees
the
cost
of
expanding
our
respite
services
to
be
a
year-round
twenty
seven,
seven
day
a
week
service
and
the
opening
of
seven
new
shelters
to
meet
that
thousand
new
beds
by
2020.
We
also
have
our
normal
pressures
that
you're
familiar
with
that.
We
see
every
year
related
to
inflation,
annualization
of
new
services
and
operating
impacts
of
capital
offsetting.
O
These
pressures
are
some
revenue
changes,
so
we
have
increased
court
fines
that
are
largely
associated
with
the
expansion
of
red
light
cameras
across
the
city.
We
have
some
additional
provincial
funding
and
paramedic
services
for
their
communication
center
and
ambulance
operations.
We
have
an
inflationary
increase
on
user
fees
and
we
do
have
a
1%
above
inflation
increase
on
parks,
forestry
and
recreation
fees.
O
We
do
have
some
service
efficiencies,
largely
related
to
streamlining
and
consolidation
of
operations,
and
that's
largely
in
the
test
area
with
and
some
in
long
term
care
and
there's
a
forty
five
million
dollar
ask
from
the
federal
government
so
forth.
So
I
just
want
to
highlight
the
fact
that
this
forty
five
million
dollar
federal
funding
ask
is,
over
and
above
the
twelve
million
dollars,
that's
embedded
in
our
base
budget
for
shelters
that
covers
the
cost
of
400
beds
that
we
have
in
our
shelter
system.
That
for
years,
has
accommodated
refugees
and
newcomers
to
the
city.
O
So,
in
terms
of
new
and
enhanced
I
mentioned
that
there's
eight
point:
eight
on
a
net
basis,
that's
been
added
across
nine
different
program
areas.
The
details
are
in
the
appendices
just
to
highlight
some
key
enhancements.
We
are
recommending
a
three
point:
seven
million
dollar
contribution
to
child
care,
and
that's
the
20%
that
the
city
as
council
has
asked
us
to
maintain
in
terms
of
matching
provincial
funding.
We
have
2.4
million
for
phase
2
of
transit
fare
equity.
2.5
million
is
going
towards
the
youth
equity
strategy.
O
So
on
the
operating
side,
the
2019
subsidy,
as
I
mentioned,
is
slightly
lower
and
that's
because
of
the
expiring
mortgage
arrangements
on
the
capital.
So
they
have
465
mortgage
agreements
that
have
now
expired,
so
the
amount
they
have
to
pay
out
and
mortgages
has
gone
down
and
we
pay
that
based
on
actuals,
okay.
So,
on
the
capital
side,
the
tenure
plan,
the
council
approve,
on
the
as
part
of
the
interim
funding
strategy
included
to
South
2016
million
for
2018
and
62
million
for
19,
and
that
62
million
is
embedded
in
the
ten
year
recommended
plan.
O
That's
before
you
today
that
278
million
over
the
two
years
allows
tcht
to
continue
moving
forward
on
its
capital
repair
program
and
continuing
development
on
revitalization
projects
of
it
are
in
flight.
The
council
has
already
approved
the
ten-year
plan,
however,
doesn't
include
anything
for
2020
and
beyond,
and
that's
because
we
were
asked
to
come
back
with
a
permanent
funding
formula
to
address
TCC,
she's
operating
and
capital
later
this
year,
well
in
advance
of
the
2020
budget.
O
Okay,
this
is
just
a
summary
of
TCH
sees
a
capital
and
operating
budget.
They
look
at
it
combined
and
you'll
see
that
the
vast
majority
is
dedicated
to
building
repairs,
utilities
and
debt
payments
and
in
terms
of
the
funding
sources,
30
percent
of
their
budget
is
covered
from
residential
rents
and
then
the
city's
operating
subsidy
and
the
debt
funding
cover
approximately
29%.
O
So
we're
now
quickly
look
at
our
capital
budget.
So
major
projects
and
the
10
year
capital
plan
and
include
advancing
the
city
and
council
approved
facilities,
master
plan
for
recreation,
that's
including
a
lot
of
new
community
centers,
pools
arena
and
other
recreational
facilities
very
exciting
as
a
George
Street
revitalization
project,
well,
which
we'll
see
seen
house
redeveloped
into
an
integrated
community
facility
with
a
community
hub
long
term
care
and
housing
across
a
broad
spectrum
of
needs,
so
right
from
not
only
shelters
but
transitional
and
supportive
housing
as
well
as
affordable
housing.
O
So
the
10
year,
capital
plan
totals
almost
3.2
billion.
Almost
60%
of
that
is
directed
to
parks,
forestry
and
Recreation.
28%
is
directed
to
shelter,
support
and
housing
administration
and
the
George
Street
revitalization
project.
The
balance
is
distributed
among
other
program
areas
in
terms
of
the
funding
sources.
O
O
So,
just
in
conclusion,
there
are
a
number
of
projects
that
are
not
included
in
the
10
year
capital
plan,
but
the
most
significant
of
those
are
the
5
long-term
care
homes
that
the
city
owns
and
operates
and
runs
that
need
to
be
redeveloped
in
order
to
comply
with
new
design
standards.
So
we
will
be
working
closely
with
the
financial
planning
through
the
2020
budget
to
see
how
we
can
bring
some
of
those
above
the
line
for
future
years.
That
concludes
my
presentation
and
we'll
be
happy
to
answer
any
questions.
A
Thank
you
know
a
couple
things:
do
we
have
any
question
what
we
generally
do
is
we
go
through
each
individual
division
go
on.
The
list
is
affordable
house
and
Children's
Services
court
services.
All
the
way
down.
If
you
have-
and
these
are
the
analyst
notes-
that's
how
we've
done
it
in
the
past
it'll
give
more
opportunity
to
get
a
little
more
in.
So
if
everyone's
okay
with
that
well
we'll
begin.
Okay,
so
we'll
begin
we'll
start
at
the
top
of
the
page,
affordable
housing.
H
P
P
P
Okay,
counselor
counselor
picks
through
the
chair.
If
I
could
forget
to
indicate
as
well
that
we
are
awaiting
news
from
the
provincial
government
as
to
whether
they
will
honor
year
six
of
the
program
with
the
program
called,
which
would
be
effective.
The
first
of
2019
and
in
the
absence
of
getting
a
positive
response
for
the
program,
it
will
not
be
possible
to
deliver
that
program.
What's.
H
H
C
So
through
the
chair,
our
staff,
working
with
the
shelter
providers,
do
the
work
to
find
housing
for
individuals
from
the
shelter
system
that
has
dramatically
increased
over
the
last
two
years.
This
is
an
estimate
estimate
based
on
the
current
level
of
demand
that
we're
seeing
in
the
shelter
system
today
so
and
that's
why
you're,
seeing
that
flat
line
into
the
future
so.
H
H
O
H
I
P
The
chair,
there
are
three
particular
projects
that
are
underway
now,
which
include
the
revitalization
within
the
st.
Hilda's
towers,
where
there's
170
vacant
units
currently
as
well.
The
389
Church
Street
project
will
open
in
2020.
That's
the
conversion
of
the
Toronto
Community
Housing
property.
All
of
those
units
will
have
supports
attached
to
those
and
as
well.
The
Winchester
homes
are
also
actually
today,
the
interior
demolition
has
started
so
we're
anticipating
there
be
in
excess
of
300
supportive
housing
units
that
would
be
opening
in
2020,
2021
and.
P
Q
P
Q
P
P
Through
the
chair,
we're
reliant
upon
the
organizations
that
would
sponsor
projects,
the
city
itself
is
not
a
developer
in
that
respect,
and
we
have
supported
the
wood
green
community
group
with
a
project
on
Gerrard
Street,
which
is
the
one
project
in
Toronto
that
is
perceived
co-investment
funding.
So.
P
Q
Guess
and
I
don't
mean
to
probe
too
deep
I'm
just
trying
to
understand
it
so
as
it
relates
to
supportive
housing.
The
city's
role
today
is
to
look
at
the
housing
now
program,
with
respect
to
some
into
partner,
with
nonprofits,
towards
seeking
funds
from
the
federal
government
and
perhaps
to
administer
funds
through
the
provincial
government.
That
is
the
extent
of
our
supportive
housing
work
today.
Would
that
right
through.
M
P
Thank
you
for
the
question
through
the
chair.
The
most
specific
ask
relates
to
the
programme
that
was
approved
last
week.
City
council,
through
the
housing
now
initiative,
to
seek
federal
support
in
the
form
of
low-interest
financing
for
those
10,000
housing
units,
the
rental
housing
component
of
those,
as
well
as
rent,
supp
and
other
supports
that
residents
would
require.
P
P
M
P
Through
the
charity,
the
inclusionary
zoning
is
a
matter
that
our
planning
department
will
be
reporting
back
to
the
Planning
and
Housing
Committee
on
in
the
second
quarter
of
this
year.
It's
a
complicated
policy
insofar
as
the
city
has
to
amend
the
Official
Plan
to
achieve
it,
and
then
the
minister
has
to
approve
it
at
the
province
relative
to
going
it
alone.
P
M
The
report
notes
desired
changes
for
the
inclusionary
zoning
policy,
resulting
from
kind
of
a
lack
of
municipal
flexibility.
There
are
there
changes
that
we
should
be
advocating
for
to
make
that
policy
more
flexible
and
increase
the
ability
for
us
to
deliver
on
that
anything
that
we
should
be
calling.
P
Out
through
the
Jared
I
think
the
regulations
I
was
heavily
involved
both
with
the
legislation
and
the
regulations
with
the
province
and
with
our
chief
planner
are
fairly
broad
and
and
are
not
as
are
not
prescriptive,
in
the
sense
that
it
allows
all
the
fair
amount
of
flexibility
for
the
city.
The
real
question
will
be
whether
the
province
leaves
those
regulations
in
place
and
allows
us
the
discretion
that
they
currently
exists.
Okay,.
B
Thank
you
very
much
just
a
couple
of
questions,
so
the
housing
now
report
that
was
passed,
there's
a
pretty
complex,
sorry,
come
sort
of
perks,
can
use
and
now
I
get
to
see
Sean
the
housing.
Now
it
was
a
pretty
complex
arrangement
of
staff
involvement
in
in
the
projects.
Could
you
discuss
what
pressures
that
might
put
on
the
affordable
housing
office,
specifically
through
the
work?
Did
we
give
you?
Yes,.
P
No,
they,
if
you
look
at
the
presentation
before
you
in
terms
of
the
budget,
notes,
there's
close
to
50
projects
that
are
being
monitored
and
and
are
active
in
our
office,
particularly
as
a
result
of
the
open
door
program
as
well,
and
so
with
respect
to
the
pressures.
That's
why
the
proposal
that
was
approved
by
council
last
week
included
the
additional
staff
positions,
including
the
Housing
Secretariat,
which
was
to
essentially
get
some
reinforcements
I.
Could.
O
B
I
B
I
B
I
Three
you,
mr.
chair,
it
was
intended
as
a
funding
source
for
both
housing
and
transit
and
for
the
purposes
of
the
work
being
done
here
through
the
housing.
Now
we
are
essentially
delivery,
drawing
on
the
reserve
in
cash,
not
in
debt
and
putting
that
into
the
affordable
housing
reserve
fund
to
then
be
used
for
the
combination
of
all
the
efforts
outlined
in
the
house
and.
B
I
O
B
On
the
on
page
10
of
the
analyst
notes,
it
just
did
just
a
very
quick
question.
Then,
last
year
of
the
year
prior
year's
budget,
we
did
we
not
transfer
money
to
the
affordable
housing
office
to
do
their
own
legal
support
or
am
I
getting
it
in
Reverse.
Did
we
dedicate
legal
support
outside
of
the
affordable
housing
office?
I
just
recalled
that
we've
had
this
conversation
before
and
I'm
wondering
if,
rather
than
an
interdepartmental
transfer,
wouldn't
it
be
better
to
move
another
legal
body
into
affordable
housing
or
am
I
getting
am
I
getting
it
reversed.
B
H
A
H
In
the
in
the
presentation
towards
the
start,
II
listed
a
number
of
city
strategies
are
anti-poverty
strategy,
fair
equity,
there's,
a
whole
series
of
them
that
were
listed
and
one
of
the
problems
I've
been
having
reading
the
analyst
notes
of
individual
departments
that
deliver
pieces
of
those
services
is
I.
Can't
I
I
can
find
we're
doing
Project
X
as
part
of
that
strategy,
but
I
can't
find
any
reference
to
how
the
departmental
budgets
are
doing
in
terms
of
the
timing
approved
by
counsel.
So
council
said
we're.
H
H
O
H
O
With
regard
to
poverty
reduction,
we
actually
I
believe
there
should
be
a
briefing
note
before
you,
but
we
also
report
out
annually
on
each
of
them
each
of
these
strategies
in
terms
of
status
and
where
we're
at
either
annually
or
biannually,
depending
on
the
length,
but
we
normally
provide
updates
to
counsel
and
to
committee,
and
those
updates
are
also
posted
on
on
the
city's
website.
I
already
reduction,
I
believe,
there's
a
briefing
note:
that's
been
I'm,
not.
H
Asking
specifically
about
I'm
just
asking
a
generic
question,
so
I
can't
evaluate
the
budget
in
front
of
me
against
those
strategies
unless
I
go
and
look
up
each
individual
strategy
and
read
through
every
departments
budget
to
see
whether
it's
on
pace
with
what
we
approved.
You
don't
have
a
summary
somewhere
of
how
well
we're
doing
with
these.
Well.
O
Through
the
chair,
that's
correct,
it's
something
we
could
consider
for
for
future,
but
you're
correct.
If
there's
nothing
that
summarizes
each
of
them
and
the
analyst
notes
the
analyst
notes
are
done
by
program
area,
but
I
can
we
can
work
for
the
financial
planning
to
try
and
provide
that
in
a
briefing
note
format
for
each
of
the
major
strategies,
I.
H
Don't
want
to
sound
snarky
here,
but
I
mean
where,
in
each
of
the
analysts
notes
where
you
do
something
under
one
of
these
strategies,
you
you
say
successes
this
year
and
then
you
list
the
thing
you're
doing
under
those
strategies.
There's
no
complementary
thing
saying
failures
this
year,
where
we
didn't
do
the
thing
that
we
said
was
supposed
to
happen
this
year
for
that
strategy
through.
C
The
chair,
there
are
two
briefing
notes,
briefing
note
number
five
on
the
Toronto
Youth
equity
strategy,
which
identify
both
the
successes
and
the
work
yet
to
be
done,
and
the
overall
cross
corporate
investments
so
I
have
that
for
youth
equity.
Okay,
you
on
briefing
note
number
six.
There
is
a
similar
summary
for
the
poverty
reduction
strategy:
okay,
good
other
strategies.
We
haven't
done
that
across
corporate
summary.
A
O
So
through
the
chair,
we've
always
worked
with
the
province
and
other
nonprofit
sector
organizations
to
build
supportive
housing
as
part
of
the
new
housing
plan.
So
our
housing
plan,
that's
being
wrapped
up
now,
focused
largely
on
affordable
housing.
The
new
housing
plan
is
going
to
look
at
understand
and
look
at
the
full
spectrum
of
housing
needs,
so
we're
hoping
that
that
I
can
promise.
You
that'll
be
a
lot
more
encompassing
in
terms
of
what
we
need
right
through
the
full
spectrum,
so
from
shelters
to
support
of
transitional
long-term
care
and
affordable
housing.
O
So
we
continue,
as
I
said
in
my
presentation.
We
will
always
focus
on
leveraging
provincial
and
federal
programs
to
help
advance
that
goal
supportive
housing.
We
always
a
lot
of
the
supports
that
are
required,
are
gonna,
be
in
the
health
area
which
we
have
to
work
with
the
lens
or
the
province
on
trying
to
integrate
those
in
with
with
the
rooming
houses
at
tcht.
We
were
very
successful
in
transforming
those
rooming
houses
to
over
200
of
them
to
supportive
housing
and
we'll
continue
to
do
that
work
so.
O
Through
the
chair,
ssa,
chair
and
affordable
housing
work
jointly
on
doing
the
submissions
to
the
province
and
the
feds.
We
do
it
because
we
want
to
make
sure
it's
we've
captured
everything
that
so
they
tend
to
work
quite
closely
together
and
then
affordable
housing.
If
there's
actual
new
development
that
needs
to
an
RFP
that
has
to
bolt
for
construction
and
actually
new
development.
O
Q
O
Q
That's
on
mental
health
services,
but
in
terms
of
a
home
building
fund
out
of
the
province,
we
do
not
have
any
information
of
new
funding
coming,
not
if
it's
not
at
this
time.
So
on
the
federal
level
that
nine
hundred
million
or
so
price
tag
for
the
eighteen
thousand
units
that
council
has
directed.
Is
there
a
current
formal
request
in
through
the
city
to
the
National
Housing
Strategy?
Q
For
that
nine
hundred
million
dollars
to
build
because
I
know
we
have
a
request
in
through
the
National
Housing
Strategy
for
nine
hundred
or
so
million
dollars
for
TC
HC
state
of
good
repair?
But
is
there
a
formal
request
in
for
supportive
housing
dollars?
My
previous
question
was
to
Shaw
to
the
affordable
housing
office
earlier,
and
he
was
saying
we
only
partner
with
nonprofits
for
those
asks,
but
I
guess
I'm,
asking
whether
we
have
formally
put
in
a
request
to
the
feds
as
the
city
for
supportive
housing.
O
Is
a
chair,
my
understanding
is
that
we
put
in
funding
to
build
additional,
affordable
housing
units.
Then,
once
we
get
funding
for
the
affordable,
affordable
housing
units,
including
the
ones
that
we've
had
identified
under
housing.
Now
we
do
have
that
director
from
Council
to
look
at
bringing
in
supports
into
those
units,
so
they
go
from
being
not
only
affordable
but
also
supportive,
and
that's
that's
how
we
leverage
those
dollars
I'm,
not
of
aware
of
a
specific
federal
program
dedicated
to
supportive
housing.
Q
B
O
It's
connected
so,
as
you
are
aware,
last
year,
we,
our
provincial
funding
for
social
assistance,
has
gone
down
because
the
case
late
caseload
has
gone
down.
So
in
order
as
we
streamline
our
processes
in
order
to
downsize
to
meet
that
new
level
of
provincial
funding,
we
have
use
that
reserve
to
help
transition
us
from
where
we
are
to
where
we
need
to
be.
O
C
I
B
Okay,
thank
you.
The
what
inflationary
rate
was
used
like
how
did
we
calculate
the
inflationary
rate
used
for
the
whole
city
versus
this
cluster?
Like?
Is
there
a
breakdown?
I'm
just
really
curious
about
how
how
we
came
up
with
the
number
for
the
entire
budget
versus
the
number
being
used
by
divisions.
I
So
three
mr.
chair
annually
will
me
establish
the
directions
for
the
budget.
General
CPI
Toronto
amount
that
we
use
as
a
general
amount,
but
then
there
are
specific
amounts
associated
particular
expenditures,
so
it
really
depends
what
we're
applying
it
to
so,
for
example,
you
know
food
might
have
its
own.
We
have
a
list
right,
then
there's
a
generic
amount
and
then,
when
folks
are
determining
their
inflationary
increases
for
user
fees,
that's
based
on
a
basket
of
goods,
so.
C
The
chair
we
use
three
point:
zero.
Seven
is
the
base
inflationary
increase
looking
at
what
we
call
a
basket
of
goods
within
the
division,
looking
at
all
of
the
inflationary
impacts
in
the
divisions
such
as
contracted
services,
utilities,
all
kinds
of
other
things
that
play
into
it,
and
we
use
three
point:
zero,
seven
percent-
and
we
also
this
year,
I
was
noted
in
deputy
city
manager.
Mutation
have
also
presented
an
additional
1%
on
top
of
that
for
a
total
of
four
point:
oh
seven
percent,
so
don't
increase
on
Oliver
I.
B
A
C
H
H
I
H
On
that
I'm
still
not
quite
certain
about
it,
I
thought
council
had
said
to
match
the
federal
and
provincial
monies.
We
got
the
federal
and
provincial
twenty
percent
matching,
but
here
we're
not
matching
it
in
this
year,
we're
spreading
out
catching
it
up
over
five
years.
Am
I
understanding
that
right?
Yes,.
I
H
I
B
H
I'm
just
trying
to
find
the
number
I'm
trying
to
find
it
in
every
department
and
I'm
afraid
that
I
didn't
get
to
it
for
you
in
your
10
year,
capital
plan.
How
are
we
doing
with
backlog
as
a
percentage
of
asset
value
over
the
10
year,
capital
plan?
Where
are
we
now?
Where
will
will
be
at
the
end
of
the
tax
again.
I
I
K
So
the
new
money
coming
in
we're
some
of
it
goes
to
to
creating
new
subsidies,
but
some
of
it
goes
to
affordability
and
that's
what
that's
code
for
is
is
trying
to
to
give
relief
to
the
full
p
paying
parents
that's
correct.
So
how
do
we
prioritize
where
that
goes?
Is
it
just
wherever
the
highest
fee
is
that's
where
we
go
in.
K
K
And
then
I'm
wondering
because
I'm
gonna
be
asking
for
for
a
report
on
this
later
in
the
year.
Well,
we've
been
adding
spaces,
we
haven't
changed
the
conditions
of
the
subsidies
for
some
time.
I
understand,
I,
don't
see
anything
in
here.
You
know,
for
instance,
that
the
income
thresholds
you
paid
this
much
if
your
income
is
under
such-and-such,
we
haven't
been
updating
or
changing
that
in
any
way
through
the.
I
K
I
K
I
K
For
instance,
I
mean
I,
had
it
in
my
personal
family,
I
saw
what
happens
when
you
have.
This
change.
I
then
found
out
that
there
are
cases
where
people
go
from
300
a
month
to
full
fee
simply
by
changing
the
threshold,
but
there's
there's
no
phasing
of
that.
It's
you
have
two
weeks
to
get
a
new
fee.
That's.
K
So
if
the
assessment-
and
they
said
okay-
we're
we're
changing
your
your
childcare
a
fee
per
month
by
a
thousand
dollars,
we
are
not
allowed
to
look
at
phasing
that
if
we
wanted
to
backfill
that
with
with
city
funds,
could
we
could
we
say
to
those
people
the
province
wants
you
to
do
this.
Two
weeks
from
now,
we
are
going
to
phase
that
you
have
a
month
and
a
half
to
get
to
that
amount.
We
we
couldn't
do
that.
We
would
be
jeopardizing
something
if
we
did
that
we.
K
K
I
K
A
K
I
B
I
We've
been
we'd
have
phased
in
the
city's
contribution
to
ensure
that
sv
subsidies
are
added.
We
actually
have
physical
spaces
for
those
subsidies.
So
we've
tried:
we've
looked
at
the
timing
of
when
new
capital
projects
will
be
delivered
over
the
next
three
to
four
years
and
then
time
the
subsidies
to
coincide
with
those
new
spaces.
So.
B
I
B
Instead
of
adding
six
hundred
and
your
phase
into
we're,
adding
another
200
210
210,
so
the
difference
is
about
five
hundred
and
forty
five.
Fifty
that
our
subsidies,
that
will
be
at
the
end
of
the
five
year,
our
five-year
phase-in,
were
there
any
conditions
on
the
federal
and
provincial
money
around
how
fast
the
city's
twenty
percent
needed
to
be
activated
through.
I
I
Through
the
chair,
it's
a
combination,
so
we
have
a
number
of
capital
projects
that
are
going
on
about
60%
of
those
projects
are
in
schools
or
facilities,
Catholic
and
public
school
boards.
We
also
have
a
number
of
projects
that
are
in
new
facilities
where
we
partner
with
parks,
forestry
and
recreation
community
housing.
So
it's
a
combination.
Okay,.
L
I
L
K
K
That's
what
I
couldn't
see
you,
so
it's
divided
up
into
its
various
services.
You
know
business
services,
arts
and
culture,
etc.
But
when
I
go
to
the
the
chart
about
looking
at
19
against
past
years,
then
it's
not
broken
down
into
those
clusters.
Is
it
possible
for
you
to
to
do
that
for
me
off
the
top
of
your
head,
or
should
what
I
have
to
order
that,
in
the
briefing
note.
J
K
J
In
general,
we
have
four
client-facing
sections.
We
call
business
pro
services
have
been
generally
flatlined,
although
there's
some
net
zero
increases
this
year.
The
other
three
sections
are
all
cultural,
and
each
of
them
have,
over
the
last
few
years,
received
extra
funding
as
a
result
of
increased.
The
$2
per
capita
Toronto
Global
has
had
no
impact
on
our
core
funding
because
it
was
being
funded
externally
to
the
city
through
and
when
investor
all
was
around
and
it
stays
externally
balanced.
Since
then,
due
to
t
plc,
ted,
co-create,
ok,.
J
K
J
K
J
K
And
then
in
general,
in
in
terms
of
arts
and
culture,
I
didn't
have
time
to
delve
more
deeply
into
this.
So
I
apologize.
If
it's
outlined
in
the
analyst
notes
they
haven't
got
to
it
yet,
but
the
while
we
have
different
different
names
for
them.
Now
the
majors
versus
the
minors
versus
the
lassos
themselves
is
is
the
strategy
for
for
the
lassos
on
track,
such
that
as
are
available
as
they're
as
they're
able
to
provide
services
we're
equitably
floating
all
boats
in
terms
of
the
the
local
Service
Organizations
Wow.
K
K
J
K
Okay,
so
we
did
do
some,
we
just
have
if
we
flatline
this
year,
we
haven't
completed
so
that's
another
thing
that
we
would
have
to
catch
up
in
future
years.
Correct
okay,
to
meet
unmet
demand,
I
had
one
other
I'm.
Sorry,
mr.
chair,
let
me
just
check
no
I
I
may
just
order
the
breakdown
according
to
the
service
buckets
I
may
ask
for
a
briefing
note
that
we
do
get
look
at
the
last
two
years.
Thanks
great.
J
L
L
The
bi
A's
I
have
have
there
been.
Has
there
been
an
increase
last
year
we
discussed
and
I,
don't
know
if
it
would
be
in
your
budget,
or
would
it
be
in
the
waste
budget
that
we
were
going
to
ask
the
BIA
s
to
pay
for
the
cost
of
special
events,
because
that
isn't
your
budget
or
whose
budget
is
that
in
I.
L
J
L
C
M
J
Pretty
hard
to
measure
that
in
an
ideal
time
and
at
a
time
right
now
with
extra
tax
loads
I
would
be
hard.
I,
don't
have
the
data,
so
in
short
answers,
I,
don't
have
the
data.
Second
answer
is
I.
Don't
think
the
data
will
ever
be
clear
because
of
the
we
brought
in
or
that
provincial
government
brought
in
the
reassessment
and
that
effect
impacted
many
retail
strips
just
proportionately.
J
J
M
J
A
B
J
B
Sorry
so
the
reversal
of
the
one
time
BIA
one
time
locate
services
are
also
listed
in
business
services.
Below
my
my
first
question
was
about,
and
this
might
not
have
been
clear-
was
the
prior
year
impacts.
It
says
its
reversal
of
one-time
funding
and
cola
expenditures.
Can
you
explain
how
and
what
the
two
hundred
and
twenty
thousand
dollars
were.
J
B
B
B
B
J
C
B
A
N
You
my
question
is
very
broad
I'm,
just
wondering
if
you
could
speak
to
what
your
process
is
for
review,
to
look
at
equity,
to
see
that
your
programs
are
creating
growth
across
the
entire
city
and
that
they're
balanced
out.
So
we're
not
just
getting
growth
in
one
area
in
particular,
but
everyone
is
benefitting
by
economic
growth.
J
Thank
you
for
focusing
on
that
area.
We
recently
did
a
divisional
resourcing
strategic
plan.
If
you
can
call
it
that
inclusion
and
equity
is
the
number
one
focus
of
that.
We
are
currently
doing
an
equity
audit
so
trying
to
understand
how
all
our
programs
currently
are
spread
towards
or
not
towards
geography
and
towards
equity
seeking
groups.
J
We
know
that
some
of
our
programs,
such
as
our
majors,
are
heavily
concentrated
in
the
downtown
core
and
we're
focusing
more
and
more
of
our
efforts
in
distributing
and
supporting
culture
outside
the
core
and
also
supporting
job
creation
outside
the
core.
So
we
will
have
definitive
numbers
as
to
the
degrees
of
imbalance
that
we
have
and
our
efforts
to
rebalance,
which
we
continue
to
do
both
directly
with
our
own
programming
and
also
in
those
areas
where
we
program
third
parties
and
encouraging
them.