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From YouTube: Budget Committee - January 16, 2020 - Part 1 of 2
Description
Budget Committee - January 16, 2020 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17111
Part 2: https://www.youtube.com/watch?v=oDzlX7l7wMw
Meeting Navigation:
0:11:00 - Meeting resume
A
A
A
Do
have
quorum,
I'd
like
to
resume
I,
know
she's,
but
she's
trained
me
well,
I'd
like
to
resume
the
14th
meeting
of
the
Budget
Committee
today
we're
gonna
be
hearing
presentations
on
staff,
recommended
budgets
for
the
accountability
officers,
the
infrastructure
and
development
service
group
and
the
Toronto
Police
Service.
We're
also
gonna
have
an
opportunity
to
ask
questions
of
the
Toronto
Police
Services
Board
tronto
police
services,
parking
enforcement
unit
and
the
Toronto
atmospheric
fund.
A
The
presentations
schedule
is
available
at
the
back
of
the
room
for
anybody
who
wants
it
at
the
end
of
today's
presentations
and
questions,
we're
gonna
recess
and
reconvene
again
tomorrow
morning
to
continue
hearing
more
presentations
and
asking
more
questions
again.
I
just
want
to
remind
members
that
if
you
have
any
motions
or
requests
for
briefing
notes
to
get
them
or
submit
them
as
soon
as
possible
to
the
clerk
and
these
motions,
with
your
permission,
will
be
shared
with
myself
and
the
executive
director.
We
will
make
a
we'll
vote
on
them
all
tomorrow.
A
After
we're
finished,
recognizing
Friday
is
with
the
sundown
Clause.
We
have
to
be
done
by
believe
2:30
or
3:30,
so
we
want
to
be
able
to
get
get
to
that
and
I
want
to
have
it
organized
well
enough,
so
we
don't
have
to
go
beyond
that
depending
on
how
we
tomorrow
goes
as
this
is
a
multi-day
meeting.
We
will
be
taking
the
I'm
just
repeating
myself
here,
so
I
won't
have
to
say
that.
Are
there
any
questions
before
we
begin
from
any
members
great,
so
why
don't?
A
A
C
Good
morning,
budget
chief
and
committee
I
have
a
slide
deck
of
about
16
slides.
There
was
also
a
budget
report
that
was
prepared
and
and
given
to
the
audit
committee
in
October,
along
with
the
world
plan,
but
the
budget
is
deferred
until
this
process
happened.
So
you
have
a
budget
reports.
You
have
budget
notes,
I'm
going
to
of
the
16
slides
I'm,
going
to
go
over
five,
a
five
or
six
of
them,
but
we're
available
for
as
much
detail
and
discussion
as
you
require.
C
So
the
first.
The
nature
of
our
office,
as
you
know,
relates
to
bringing
a
transparent
picture
of
what's
happening
to
assure
city
council
that
what
you
want
to
happen
is
actually
happening,
and
so,
if
we
focus
on
outcomes
it
relates
to
that
assurance.
But
the
byproduct
of
that
is
helping
to
identify
areas
of
improvement
that
can
help
make
sure
that
the
city's
monies
are
spent,
as
you
intend
them
to
be
spent.
So
this
year
we've
had
a
number
of
audits
and
the
outcomes
of
those
audits
relate
to
TTC,
identifying
opportunities
to
reduce
fare
evasion.
C
C
That
would
be
an
example
where
there
would
be
a
quantification
in
the
future
if
we
can
reduce
the
vacancy
rate,
because
those
would
be
units
that
you
would
normally
have
to
build
in
order
to
put
people
in,
but
also
the
non-quantifiable
benefit
is
getting
people
from
the
homeless
shelters
into
a
bachelor
unit
or
getting
somebody
who's
on
waitlist
for
a
while
with
a
family
inter
unit.
That's
the
non-quantifiable
benefit
tree
maintenance
of
asset
management,
electronic
billing
change
management
and
engineering.
C
Revitalization,
that
was
an
area
councillor
Fletcher
felt
that
the
audit
report
was
really
helpful
to
inform
the
revitalization
and
the
affordable
housing
discussion.
So
there's
been
a
lot
of
audits,
there's
been
15
audits
and
investigation
reports
and
a
number
of
recommendations,
and
it's
not
about
its
part.
We
are
only
one
piece
of
a
catalyst
of
change.
Management
takes
us
on
and
really
makes
the
change
happen.
So
it's
very
good.
C
C
The
federal
government
has
a
a
national
department
that
assists
with
identification
of
cyber
risks
and
we've
taken
that
and
applied
that
lens
over
the
city
of
Toronto
and
we're
helping
to
identify
key
risk
areas
and
key
systems
and
the
City
Council
and
has
a
want,
have
wants
me
to
continue
with
that
work
and
identify
as
quickly
as
possible
any
high
risk
areas
of
key
infrastructure,
while
the
city
is
getting
underway
with
their
cyber
program.
The
other
risk
area
is
fraud
and
waste
this
year
because
of
cyber
change
in
our
systems.
C
We've
changed
our
updated
and
changed
our
system
of
how
we
manage
complaints.
We
have
some
backlog
of
some
complaints
and
the
other
thing
we
found
is,
as
we
were
doing
our
audits
this
year
we
had
to
invest
more
fraud
and
waste
resources,
so,
for
example,
with
rgi,
we
had
a
sense
of
teams
over
over
the
city
to
verify
some
of
the
files,
because
we
found
some
fraud
in
there
that
the
city
needed
to
know
about
to
make
sure
that
our
fraud
risk
of
fraud.
So
we
can
plug
those
holes.
C
C
C
Priority
actions,
one
we're
asking
for
your
continued
support
and
we're
saying
that
one
twentieth
of
one
percent
is
our
budget.
We
have
one
twentieth
of
one
percent,
we're
asking
for
the
same
thing
and
a
temporary
increase
to
address
the
needs
that
have
come
up
following
our
October
2018
report
to
the
Audit
Committee,
which
are
the
cyber
needs
and
and
some
of
these
fraud
needs.
C
You
know
we're
really
I-
think
we're
funded
at
the
right
level.
I
think
it's
lean,
but
I
think
it's
it's
it's
it's
not
something
that
I
think
it's
something
that
we
can
work
with.
If
it's
just
that
temporary
increases
this
year
to
address
some
of
those
cyber
risks
and
the
police
assessment,
and
then
we
won't
need
that
next
year
in
our
where
the
money
goes.
So
ninety
two
percent
of
our
budget
goes
to
staff.
C
The
rest
to
about
two
hundred
thousand
are
actually
more
about.
400
thousand
goes
to
professional
services,
also
audit
and
investigation
software
and
training.
So
that's
all
outlined
on
the
on
the
current
wheel.
So
essentially,
most
of
the
money
goes
to
staff
and
we've
had
to
rebuild
the
office
because
there's
been
a
lot
of
retirements
and
we've
been
doing
the
training
to
make
sure
that
happens.
C
This
slide
I'm
going
to
point
out
a
couple
of
numbers
here.
The
2019
projected
actuals.
It
has
a
number
in
there
of
eight
hundred
and
ninety
thousand,
that's
actually
about
two
hundred
thousand
dollars
higher
than
what
it
actually
is.
It
was
a
projection,
but
some
of
the
projects
actually
spilled
into
2020,
so
we
didn't
spend
what
we
thought
were
going
to
spend
because
the
work
was
delayed.
So
actually
we
have
a
piece
of
that
relates
to
the
audit
software
about.
C
Yeah
so
on
the
wheel,
you'll
see
the
audit
software
expenses
and
then
there's
some
training
so
this
so
this
accounts
for
most
of
it,
the
other
bit.
What
relates
to
contracts
for
specialist
cyber
real-estate
things
that
we
needed
to
conduct
the
oddest
forensics
things
like
that
last
year
there
was
about
a
million
dollars
that
we
said
was
temporary,
that
we
needed
to
have
flexibility
and
we
didn't
staff
with
it.
C
While
so
that's
what
we've
done
so
essentially,
it's
not
that
number
it's
about
six
hundred
thousand,
but
only
about
four
hundred
thousand,
was
related
to
some
specialists
and
then
the
rest
relates
to
you
know:
software
training,
those
kinds
of
things,
so
we
can
provide
more
detail
around
that
and
as
much
as
you
need.
So
the
final
slide
relates
to
just
giving
you
a
high-level
summary
our
budgets
about.
It
is
six
point:
seven
million
dollars,
that's
one
twentieth
of
1%,
of
what
the
city
budget
is.
C
C
We
are
addressing
some
high
risk
because
of
some
backlog
and
the
fraud
related
to
implementing
a
new
system
that
was
at
risk
and
some
cyber,
and
so
we
you
know
we
need
some
flexibility,
but
we
feel
we
can
work
within
that.
If,
if
this
is,
if
your
supporters
in
this
way
to
make
sure
we
get
this
done
so
we've
produced
value,
we
have
user
budget
wisely
and
going
forward.
We
feel
that
the
city
will
continue
to
get
value
through
it's
organization
with
our
work.
Any
questions,
questions.
A
D
C
I
can
barely
hear
you
is
your
mic
done,
but
it's
on
yeah.
So
your
question
is
this:
is
the
first
time
yeah
at
least
services,
and
but
is
it
correct?
It
would
be
asked
me
to
do
a
specific
project,
but
never
has
the
office
been
able
to
do
a
full
risk
assessment
to
identify
key
projects
that
will
help
to
bring
value
to
the
police
force
and
to
the
city
and
then
cyber
on
top
of
that.
So
it's
the
first
time
so.
D
C
Just
as
an
introduction,
I
think
that's
a
very
important
initiative.
I
know
that
the
budget
group
also
with
Steven
come
40
does
agree
with
that.
The
challenge
in
the
past
we
with
the
budget
timing.
We
were
able
to
do
it.
The
change
this
year
slowed
it
down
a
bit
as
far
as
the
qualification,
because
what
happens
is
a
unit
identifies
costs
and
benefits,
and
then
we
go
in
and
Riyad
it
and
Rivera
fie,
so
Steven,
40
and
I
have
met.
C
So
we
did
it
for
2018
this
year
with
the
change
it
didn't
quite
come
because
we
have
to
go
in
and
audit
so,
for
example,
TTC
identified
a
potential
saving
of
seven
million
dollars
in
their
budget
related
to.
We
have
to
go
back,
verify
wait
for
that
to
happen.
Wait
for
a
year.
Is
that
stabilized
right
and
then
we'll
bring
it
in
take
some
time
yeah.
So
we
want
to
work
with
the
divisions
more
to
make
that
happen
and
with
Stephen
on
board
the
new
team,
the
new
budget
we're
going
to
build
that
in.
C
D
Because
I
think
it's
important
because
when
being
on
the
Audit
Committee,
you
see
the
the
savings
potential
savings
and
some
of
them
you're
absolutely
correct.
It
will
probably
take
a
year
or
two
before
you
can
actually
see
them,
but
you
know,
for
example,
the
tree
pruning
and
TTC
it's
important
to
me
that
when
we
go
through
the
budget
that
we
actually
see
the
savings
that
were
achieved
through
those
recommendations
from
the
various
departments,
so
we
know
that
there
was
savings
and
that
they've
taken
those
savings
and
included
part
of
their
budget.
Would
you
have
I?
D
This
is
something
I
don't
need
now,
but
in
the
past
four
years,
in
all
your
audits,
be
because
I
know
that
there's
been
a
number
of
recommendations
and
you
know
a
lot
of
savings
that
we
have.
You
have
been
able
to
identify
the
total
amount
of
the
savings
overall
that
you've
been
that
you've
had
during
your
audit.
D
C
E
C
I'm
going
to
speak
to
my
office,
but
I
think
some
of
it
and
the
other
AOS
can
speak
to
their
office
under
the
accounting
standards
under
the
audit
standards.
We
absolutely
need
their
expertise
before
we
report
and
I'm
sure
they
have
the
same
kind
of
need,
and
then
you
can't
it's
like
Forrest
Gump,
you
open
a
box
of
chocolates.
You
really
don't
know,
what's
happening
until
you
get
into
it
and
which
experts
you're
going
to
need.
C
C
Trouble,
sorry,
thank
you,
so
to
make
sure
the
money
is
going
where
you
where
it
needs
to.
When
you
open
a
box,
you
never
know
what
you're
going
to
find.
What
we
find
is
there
is
a
with
a
bucket.
We
may
have
a
temporary
staff
where
you
get
a
lot
of
value
from,
but
you
still
need
to
call
any
experts
as
you
need
them.
C
So
we
need
flexibility
and
yes,
there
are
times
when
you
need
to
pull
in
more
resources
than
you
think
you
need
it
it's
hard
to
predict,
but
you
and
you
and
we
were
pretty
stable
and
we
think
we're
going
to
be
okay
next
year.
Based
on
this,
but
I
do
believe
that
when
you
need
the
expert,
you
need
the
expert
right
and
you
need
flexibility
to
get
that.
So.
E
C
What
we
do
is
you'll
see
this
year
that
we're
returning
about
300,000.
So
what
we
do
is
we
think,
okay,
we're
going
to
probably
need
a
certain
amount
and
some
flexibility,
and
if
we
don't
use
that
piece
its
returned
to
the
city
rather
than
going
each
time
because
it's
like
today,
there's
something
happening,
I
would
get
a
call
about.
Ransomware
I
need
a
ransomware
expert
on
that
now,
yeah.
E
C
C
You
can't
disclose
your
hand
all
the
time
as
an
investigation
or
an
audit
where
there's
a
problem,
but
the
city's
always
been
cooperative
I,
just
personally
keep
a
little
bit
there
and
if
I
have
to
return
three
hundred
thousand
or
something
where
I
didn't
use
the
expert
or
that
we
stretched
her
times
out
and
I
felt
comfortable
doing
that.
That
was
fine,
so
I
do
believe.
These
offices
need
that
it
was
recognized
by
dais
hotel
when
they
set
up
the
office
to
have
the
flexibility
to
go
back
and
forth
in
the
budget.
C
A
F
C
Catch-Up,
it's
third-party
expertise,
it's
cyber
related,
so
we
use
our
team
to
be
the
base
and
the
in
the
knowledge
and
then
we
bring
in
the
experts
as
we
need
them,
and
but
we
manage
the
project
in-house.
So
it
would
be
people
who
have
some
forensic
background,
for
example,
to
help
us
to
catch
up
on
some
of
the
Forensic
Files
and
close
them
down,
and
then
it
would
be
cyber
experts
and
bring
them
in,
but
we're
managing
and
driving
the
project.
C
F
C
Have
a
choice:
I
have
to
do
the
cyber,
so
I'm
going
to
need
to
take
that
six
hundred,
seventy-five
thousand
dollars
and
then
drop
projects
like
I
have
Toronto
building,
which
is
in
desperate
need
of
a
review
to
make
sure
that
the
new
CBO
is
set
up
for
success
so
that
one
will
be
pushed
down.
So
I'd
push
Parks
down,
I'd
push
certain
things
down,
and
the
other
thing
is.
This
is
catch-up.
It's
not
something
that's
going
to
be
ongoing.
C
This
is
to
get
to
bridge
between
the
city,
getting
their
cyber
program
really
rolling
and
giving
you
the
independence
around
critical
system.
So
that
has
to
be
done.
I
would
have
to
draw
up
other
other
projects,
and
that
would
be
a
discussion,
probably
with
the
Audit
Committee,
which
ones
would
stay
and
go,
and
that
kind
of
thing,
but
as.
F
C
Of
course,
every
office
is
different
and
we
are
trying
to
look
at
what
other
offices
are
doing
across
the
country
and
in
other
countries,
and
then
what
we
try
to
do
is
normalize
what
each
office
is
doing.
Some
offices
have
so
we
have
an
internal
audit
group
in
the
city
and
then
in
police.
We
take
all
the
internal
audit
budget,
our
budget
see.
What
are
you
dedicating
to
audit?
We
comparator,
for
example,
Chicago
and
we'll
say:
okay
Chicago
doesn't
have
transit
in
there.
C
You
know
something
so
we'll
make
all
the
programs
and
try
to
normalize
it.
It's
something
that
offices
are
looking
at
to
use.
I
can
say,
there's
been
a
number
of
studies,
there's
been
a
KPMG
has
come
in
and
looked
at
our
office.
Other
studies
that
came
in
and
said
we're
basically
lean.
I
think
this
is
reasonable,
so
I
think
it's
the
right
level.
It's
reasonable.
It's
one
twentieth
of
one
percent
and
I.
C
Look
at
the
value,
for
example,
if
the
wait
list
what
it
gets
goes
down
to
one
point:
seven,
six
and
part
of
that
percent
and
that
part
of
that
is
attributed
to
identify
the
efficiencies
to
get
the
vacancies
filled
and
moving
people
along.
If
you
don't
have
to
build
a
hundred
units,
that's
thirty
three
million
dollars
so
we're
we
think
the
value
is
there.
The
cyber
thing
has
come
up
across
the
country.
C
I
mean
it's,
it's
something
that
we're
all
dealing
with
and
and
it's
the
new
norm
so
I
think
it's
a
reasonable
budget
and
I,
don't
think
it's
too
much
compared
to
Montreal
Auditor
General.
Even
when
you
add
in
financial
statements,
there
are
much
more
than
0.6
percent,
but
that
they
also
have
point
zero
five
percent
for
the
inspector
general
in
Montreal,
which
just
looks
at
contracts,
and
then
you
have
the
the
the
corruption
programs
in
Quebec.
So
four,
we
cover
all
of
that
and
we
have
the
power
to
cover
all
of
that.
C
C
So
there
was
a
study,
a
national
study
that
was
undertaken
by
that
cane
on
ability,
Canadian,
a
audit
and
accountability
Foundation
and
except
for
the
UK,
we're
the
only
office
that
actually
quantifies
our
saving
in
North
America
that
they
can
well
in
Canada
for
sure
out
of
the
twenty
two
offices
in
Canada,
and
that
was
because
he
you
committee,
asked
for
the
to
demonstrate
the
value.
Is
it's
become
something
that
subtract
like
important
now
to
demonstrate
value
for
reporting
back?
C
Normally,
it
would
take
the
auto
general
for
candidates
that
it
takes
some
eighteen
months
to
do
an
audit
and
it
takes
them
about
two
or
three
years
to
follow
up
I.
Don't
think,
that's
timely
enough!
You
can't
I
think
for
me.
I
feel
that
you
we
try
to
face
it,
so
you
can
start
working
on
a
piece
one
piece
of
cyber.
Well,
we
get
the
next
piece
going
and
then
you're
ready
with
the
next
piece.
So
we
try
to
chunk
it.
So
it
does
that
answer
your
question.
Are
you
looking
for
something.
F
I
wasn't
wondering
if
there's
an
industry
standard
that
we
could
measure
benchmark
ourselves
against
as
to
whether
we're
a
whether
you're
able
to
achieve
what
you
need
to
with
the
budget
allotment
that
you
get
or
if
it's
something
that
needs
more
stable
investment.
But
it
doesn't
sound
like
there
is
sort
of
an
industry
standard
because
it
sounds
like
we
may
be
out
front
of
most
I.
C
Think
we're,
but
right
so
I
think
we're
fighting
above
our
weight
in
relation
to
the
money
that
we
have
and
what
we're
able
to
deliver.
It's
because
you
know:
we've
stabilized
the
office
people
haven't
left
in
the
last
five
years:
I
haven't
except
to
go
to
other
jobs.
We've
truly
worked
hard
with
the
city,
so
I
think
it's
I
think
it's
reasonable.
G
Jonathan
body
I
was
appointed
as
integrity
commissioner
on
November
30th
2019,
and
this
is
my
first
appearance
before
council,
or
at
least
a
committee
of
Council
and
I
would
like
to
thank
you
for
your
welcome
this
morning.
I
know
you
are
familiar
with
the
work
of
my
office
and
the
role
it
plays
as
part
of
the
city's
accountability
framework.
This
morning,
in
the
time
allotted
to
me,
I
would
like
to
explain
my
office's
budgetary
recommendations.
G
In
short,
roughly
2/3
of
my
office's
recommended
operating
budget
covers
salaries
and
benefits.
For
us,
it's
three
existing
positions.
That's
my
position
as
commissioner,
a
legal
counsel
position
and
an
intake
assistant.
Most
of
the
remaining
third
of
my
office's
recommended
operating
budget
is
earmarked
for
purchasing
specialized
legal
and
investigative
services,
very
similar
to
the
sorts
of
expertise
that
the
Auditor
General
was
speaking
about
before.
G
As
you
know,
the
city's
budget
process
this
year
is
comparing
a
business
units
requested
operating
with
budget
against
what
was
actually
spent
by
that
business
unit
in
the
previous
year
for
the
office
of
the
integrity.
Commissioner,
it
means
that
the
proposed
2020
operating
budget
reflects
a
year-over-year
change
of
70.5%
and
that's
about
300
fifteen
thousand
dollars,
and
the
reason
for
this
is
twofold.
G
First,
there
was
a
substantial
underspend
by
the
office
last
year
as
the
position
of
legal
counsel,
which
was
new,
was
not
filled
for
several
months
and
that
resulted
in
an
under
spend
of
a
hundred
twenty-five
thousand
dollars
last
year,
as
it
has
done.
Second,
as
it
is
done
in
the
past,
my
office
is
requesting
funding
this
year.
Two
hundred
thousand
dollars
to
have
the
ability
to
retain
external,
legal
and
investigative
services.
This
funding
has
been
recommended
for
several
years
running,
but
never
approved.
G
I
hope
this
will
be
the
last
year
my
office
make
such
a
request
and
I
will
explain
why
in
a
moment,
I
am
very
cognizant
of
the
city's
budgetary
realities
and
my
recommendations
take
them
into
account
in
two
ways.
First,
I
am
NOT
asking
for
additional
staffing
and
I
have
filled
the
vacant
legal
position
in
my
office.
G
Instead,
I
believe
that
budgeting
for
specialized
legal
and
investigative
services
is
best
provided
by
having
a
dedicated
reserve
fund
for
my
office.
For
this
reason,
I
have
included
a
budgetary
recommendation
that
the
city
manager
and
chief
financial
officer
report
to
Council
on
how
to
establish
such
a
reserve
fund
establishing
such
a
reserve
fund
would
do
three
things.
G
G
E
This
is
right.
It's
similar
to
the
question.
I
was
asking
the
AG
the
idea
of
establishing
the
reserve
fund
you're
in
an
awkward
position,
because
you,
you
have
to
ask
us
first
independent
officers
as
far
as
if
you
could
have
worked
this
out
with
staff
in
advance.
We
look
at
your
budgets
as
raw
budgets,
but
it
has
the
as
the
proposal
been
fleshed
out
outside
of
the
just
presenting
your
budget
here.
Have
you
had
a
discussion
about
the
the
establishment
of
the
reserve,
or
should
we
recommend
that
executive
do
that?
Well,.
G
It's
meant
to
it's
meant
to
provide
more
consistency
and
predictability
and
that
right
challenges
and
I
think
we
have
seen
this
before,
where
the
person
in
my
position
has
to
come
every
year
to
ask
for
this
big
contingent
yeah,
not
knowing,
because,
as
the
Auditor
General
has
said,
I
don't
have
a
crystal
ball
to
tell.
If
this
is
going
to
be
the
year
of
the
big
investigation,
it
could
be
this
year,
it
could
be
next
year.
It
could
be
the
third
year
of
my
mandate.
It
may
never
happen
in
my
mandate
right.
E
G
E
The
middle
of
the
year,
so
so
mr.
chair,
so
the
so
the
other
question
is
it's
a
process
question
the
recommendation
is
there
that
the
city
manager
and
that
the
CFO
should
consider
it
that
just
now
follows
along
to
wrap-up,
does
does
Budget
Committee
adopting
that
recommendation?
Does
that
mean?
Is
that
a
statement
to
executive
Budget
Committee
endorses
the
idea
of
setting
up
that
reserve
and
and
request
a
report
and
does
the
money
follow
with
it?
Will
we
be
adopting
the
money
at
that
time?
E
That's
the
process
piece
I'm
wondering
about,
because
if,
if
the
report
takes
a
little
time
to
write
and
comes
after
the
budget
is
adopted,
is
the
money
there
to
set
up
the
reserve?
It's
a
small
amount,
but
I
just
want
to
make
sure
the
process
gets
followed
smoothly
because
I
endorsed
this
idea
and
I?
Think
by
and
large
it's
likely
that
budget
and
and
executive
will
do
so.
A
H
A
K
E
A
F
F
F
G
F
G
This
is
my
appraisal
of
the
situation.
Two
hundred
and
seventy
nine
has
been
a
median
and
that's
them
that's
the
median
we
have
had.
We
have
had
matters
which
have
taken
seven
hundred
days
to
complete
and
and
in
saying
that
I
emphasize
that
that
is.
That
is
no
adverse
comment
against
my
predecessor.
It's
a
reality
of
the
resources
devoted
for
this
office,
because
the
challenge
we
face
is
not
a
volume
of
complaints.
G
But
there
are
practical
realities
that
that
I
have
to
face,
and
in
this
and
what's
different
from
my
predecessors
time
is.
There
are
some
very
stringent
times
in
place
under
the
municipal
conflict-of-interest
Act
for
me
to
now
perform
and
complete
my
work.
So
you
had
asked
previously
about
through
you,
mr.
chair
to
you
to
the
councillor
about
industry
standards.
I
now
have
a
statutory
standard
where
I'm
I
should
be
completing
my
work
within
a
hundred
and
eighty
days.
What
happens.
F
G
Is
a
concise
and
what
the
consequence
is
is
that
the
person
who
has
come
to
me
has
has
no
check
on
their
ability
to
then
take
the
application
to
court
okay,
so
they
can
go
right
away.
So
this
is
a.
This
is
like
my
submission
to
counsel
would
be.
They
want
me
to
complete
those
matters
within
180
days,
because
those
matters
can
land
a
couple
of
different
ways.
G
They
can
I
make
an
application
or
I
see
that
there
is
no
basis
to
proceed
with
an
application,
and
that
is-
and
that's
a
report-
that's
important,
whereas
if
it
just
times
out
the
court
who
who
would
be
reviewing,
this
has
no
benefit
of
that
finding
for
recommendation
from
the
integrity.
Commissioner.
So.
F
B
In
short,
they
ask
that
my
office
is
making
this
year
is
for
two
staff
positions
and
what
I'm,
showing
you
on
slide.
9
is
a
bit
of
our
success
story,
so
you
can
better
understand
why
we
believe
these
two
positions
are
our
best
recommendation
for
how
we
can
approach
continuing
our
success
over
the
next
10
years.
B
So
if
you
look
at
the
lobbying
communications
reported
at
year-end,
comparing
the
years
to
2011
and
2019
you'll
see
when
the
model
was
first
launched
in
2011,
you
had
somewhere
in
the
neighborhood
of
2000
and
some
lobbying
communications
that
were
being
reported
annually
and
thanks
to
the
work
of
everyone
in
this
room,
all
the
public
office
holders
of
City
of
Toronto,
including
all
council
members,
their
staff
and
all
city
staff.
This
model
has
been
embraced.
It's
your
success!
B
Ten
years
later,
through
teaching
coaching
directing
lobbyists,
who
are
communicating
with
all
of
you
to
do
the
right
thing
to
be
transparent
and
to
interact
with
you
the
way,
the
city
as
enumerated,
it's
standards
for
such
communications.
We
now
have
a
model
that
is
reporting
basically
on
an
annual
basis
and
at
around
six
thousand
a
year
the
year
that
just
ended
had
7,200
lobbying
communications
reported.
B
That
is
a
championship
accomplishment
for
any
government
in
to
be
able
to
have
a
vision
for
transparency
and
make
it
happen
behind
this
work
is
the
dedicated
work
of
two
investigative
staff
who
are
providing
legal
advice,
applying
facts
to
law,
amending
legislation
working
to
make
your
model
better.
You've
got
three
registry
advisers
who
are
on
the
front
line,
giving
advice
to
all
of
you
giving
advice
to
lobbyists
and
the
net
result
is
you've
moved
from.
B
If
you
look
at
this
list,
the
the
charts
on
the
the
other
side
on
page
one
you've
got
in
in
2011
when
you
first
started
your
model,
you
see
where
the
number
of
transactions
that
were
required
to
be
processed.
In
order
to
give
you
the
reports
you
need
has
increased
by
about
four
hundred
percent
to
about
somewhere
around
twelve
thousand
transactions
at
the
end
of
2019
in
order
to
produce
the
work
that
gives
us
the
transparency
that
we
want.
B
The
challenge
for
our
office
is
that
our
staff
compliment
has
not
changed
since
2011,
and
hence
we
want
to
let
you
understand
that
the
value
that
our
office
brings
you
and
what
the
model
that
you've
all
upheld
is
that
when
you
go
to
the
registry-
and
you
see
those
communications,
you
are
giving
the
public
evidence
of
your
trustworthiness
and
evidence
that
your
decision-making
process
is
open
for
everyone
to
understand.
Who
is
influencing
that.
B
You
have
committed
to
a
new
case
management
system
which
we're
hoping
to
launch
in
the
spring
you've
committed
to
enabling
our
office
to
implement
a
new
administrative
monetary
penalty
system
with
when
it
comes
to
the
City
of
Toronto
and
is
in
and
is
in
fact
enacted
will
be
the
first
administrative
monetary
penalty
system
at
the
municipal
level
in
Canada,
and
so
these
legislative
changes.
These
systemic
improvements
validate
your
commitment
to
what
our
office
does
and
the
transparency
you
want
to
deliver.
B
However,
the
net
result
of
the
growth
is
that
the
more
immediate
demands
of
advanced
breach
prevention
and
attending
to
all
this
legislative
and
technological
change
as
absorbed
the
time
available
to
conduct
inquiries,
and
unfortunately,
it's
lengthening
the
time
required
to
conduct
them.
So
in
order
to
handle
the
volume
and
to
be
able
to
live
er
timely
service,
we
would
benefit
from
an
additional
registry
and
outreach
advisor
and
in
order
to
ensure
that
our
office
is
able
to
be
effective
in
terms
of
deterrence,
because
our
compliance
arm
through
our
investigative
unit
is
effective.
B
A
L
Welcome
good
morning,
thank
you
very
much
learning
two
members
of
the
committee.
My
name
is
Susan
Eau,
Claire
and
I'm.
The
Ombudsman
beside
me
as
grace
young
and
grace,
is
with
the
City
Clerk's
department
and
supports
three
of
the
four
accountability
offices
in
our
budget
planning,
forecasting
and
reporting.
So
I
just
want
to
thank
her
very
much
for
all
her
help.
L
Ombudsman
Toronto
is
a
tiny
office
with
a
very
big
broad
and
I
would
submit
important
mandate.
The
essence
of
my
budget
recommendation
today
is
this:
in
order
to
keep
up
with
the
increased
demand
on
our
services,
we
need
funds
for
two
new
full-time
staff
positions,
one
complaints
analyst,
which
is
what
we
call
the
people
who
do
intake
with
the
public
and
one
investigator
like
my
colleagues,
I,
have
presented
a
full
deck
of
slides,
but
I
will
skip
through
some
of
them
quite
quickly.
L
To
get
to
the
crux
of
the
matter,
the
committee,
the
public
and
the
staff
I
hope
all
know
what
my
office
does.
We
call
ourselves
the
public's
bridge
to
fairness.
We
oversee
the
administration
of
the
city
and
how
it
serves
people
and
our
vast
jurisdiction
includes
responding
to
complaints
and
investigating
concerns
about
unfairness
and
maladministration
in
all
45
city
divisions,
plus
Toronto
Community
Housing,
plus
the
TTC
Toronto
Hydro,
all
adjudicative
boards,
among
others,
and
we
do
this
of
course,
on
behalf
of
city
council.
L
Most
of
what
we
do
is
respond
next
slide.
Sorry,
most
of
what
we
do
is
we
respond
to
the
public's
complaints
by
investigating
and
trying
to
resolve
problems
that
have
arisen
in
their
dealings
with
city
administration.
We
also
do
systemic
investigations
and
consultations
and,
within
each
case,
the
work
of
my
team
shows
city
staff
and
the
public
what
fair
service
requires
and
what
it
looks
like.
L
Our
work
results
in
three
broad
categories
of
outcomes.
The
public's
complaints
are
independently
and
fairly
addressed.
City
systems
for
serving
people
are
improved
and
they
work
better
for
the
people
that
they're
designed
to
serve
and
city
staff
treats
people
in
a
way
that
is
fair
here
on
this
slide
is
the
crux
of
our
budgetary
problem.
L
Cases
are
taking
longer
to
get
completed.
We
keep
stats
on
that
and
the
average
or
the
duration
of
cases
generally
is
going
up
and
really
importantly,
we
are
finding
ourselves
without
the
necessary
resources
to
undertake
important
systemic
investigations
and
to
do
proactive
consultations
with
city
staff
to
help
them
serve
people
better
and
avoid
complaints
in
the
first
place.
L
L
Last
year,
council
passed
a
motion
suggesting
that
Toronto
City
Council
or
excuse
me
that
Toronto
Community
Housing
Corporation
should
fund
this
need,
because
we
do
a
lot
of
work
overseeing
that
that
organization
you
have
before
you
a
budget
note
from
the
city
manager's
office,
explaining
quite
correctly
in
my
submission
that
it's
not
appropriate
for
Toronto
Community
Housing
to
be
funding
the
work
of
an
independent
office.
It
it
impinges
on
the
independence
of
the
office.
It
suggests
that
council
is
directing
how
the
money
should
be
spent,
but
you
know
there's
no
question.
L
I
would
submit
that
this
need
exists.
It's
only
gotten
greater
and
I'm
back
with
the
same
request
that
I
was
here
last
year.
As
a
result.
Sorry,
just
going
back
for
a
moment
as
a
result
of
the
investigations
and
consideration
by
the
city
manager's
office.
We
did
not
get
the
requested
and
voted
on
enhancement
last
year,
so
this
is
the
the
bottom
line.
The
recommended
recommended
operating
budget
is
just
over
two
million
dollars
over
90
percent
of
our
budget
goes
to
our
staff
and
the
increase
that
I'm
looking
for
is
highlighted
there.
L
L
F
L
The
service
levels
I
was
referring
to
are
how
quickly
we
will
respond
to
people's
phone
calls
and
written
communications
and
I
actually
do
think
that
we
will
be
able
to
go
back
to
our
prior
service
levels.
It's
a
matter
of
days,
but
when
a
member
of
the
public
has
a
complaint,
it
may
be
a
very
urgent
matter.
F
L
L
L
A
K
K
So
there's
a
motivation
for
us
to
get
through
the
presentation
today
and
really
onto
the
the
detailed
conversation
and
the
answer
to
the
questions
that
I
know
you
all
have
so
first
I'd
like
to
say,
I'm
joined
by
annalisa
minority,
my
executive
director
of
policy
planning
finance
and
admin,
our
centralized
support
in
IDs
and
a
quick
thank
you
to
our
CFO
for
taking
us
through
a
new
approach
to
the
budget
at
the
modernization
journey
that
we're
on.
Thank
you
to
her
team
and
our
team
for
everything.
K
Of
course,
you've
already
spoken
with
them,
as
you
approve
the
rate
budget,
but
I
would
be
remiss
if
I
didn't
acknowledge
their
role
in
partnership
with
all
of
the
services
that
the
entire
group
does
and
that
the
city
provides.
It
also
includes
a
new
office
set
up
in
2019,
which
is
the
transit
expansion
office.
K
You
know,
instead
of
going
through
everything
that
it
is
that
we
do.
We
took
an
effort
at
trying
to
really
roll
up
what
all
of
the
different
program
areas
do,
how
they
contribute
to
together
to
deliver
a
city
that
we
all
want
and
and
deliver
the
outcomes
that
we're
all
seeking
to
achieve,
and
in
so
doing
you
know,
I,
look
at
what
we
provide
and
we
we
plan
we
review.
We
enable
be
it
developments
or
roads.
K
We
partner,
build
and
maintain
infrastructure
and
in
communities
we
inspect
and
enforce
to
make
sure
quality
standards
are
maintained
and
really
we
engage
respond
and
serve
the
public
in
various
ways,
including
those
related
to
life
safety.
So
the
real
magic
I
believe
in
this
group
is
when
all
of
these
comes
together,
come
together
and
focus
on
these
particular
groups,
and
we've
chosen
an
approach
talking
about
safe
and
resilient
neighborhoods
and
all
the
work
that
we
do
that
feeds
into
the
delivery
of
that
for
our
communities.
K
The
effort
that
goes
into
mobility
and
how
we
people
move
and
goods
move
around
the
city
and
all
the
efforts
that
go
into
accommodating
and
enabling
that
managing
the
assets
and
investing
in
the
assets
that
we
have
to
meet
the
growing
needs
of
the
city
and
the
region
really
and
what
we
do
for
our
staff
and
how
we
enable
our
leaders
and
our
staff
to
deliver
on
the
services
and
achieve
the
outcomes
we
we
terribly
need.
In
that
respect,
we
meet
and
we
contribute
to
all
of
the
corporate
priorities
that
have
been
set
out.
K
When
we
talk
about
some
of
the
issues
that
we
face-
they're-
not
they're,
not
new
they're,
not
unique
to
us,
but
I-
think
they're,
absolutely
worth
discussing
in
the
context
of
the
services
that
we
deliver.
Certainly
in
our
city
manager
and
I
had
a
conversation
this
morning
and
the
the
comment
he
made
was.
K
The
pace
of
growth
in
Toronto
is
breathtaking
and
I
thought:
well,
that's
a
fantastic
way
to
articulate
what
it
is
that
we
are
facing
with
a
growing
and
changing
city
the
demands
on
our
infrastructure,
the
demands
on
our
roads,
the
increasing
verticality
of
the
city
and
how
that
impacts
our
fire
services.
So
these
are
all
the
issues
and
risks
that
we
have
and
the
things
we
need
to
address,
as
well
as
the
behavior
change
that
we
need
our
public
to
join
with
us
with.
K
We
can
make
all
the
efforts
possible
to
change
the
way
roads,
operate,
change,
speeds,
get
people
to
pay
attention
to
fire
prevention,
but
we
need
that
partnership
with
the
community,
otherwise
we'll
there
achieve
the
outcomes
that
we
are
seeking
to
do.
Talking
about.
I've
already
talked
about
the
infrastructure
and
our
ability
and
need
to
make
sure
we
have
integrated
systems
that
our
our
assets
are
maintaining
their
their
structural
integrity
and
their
usability
for
the
users
of
the
road.
K
And,
of
course
we
have
tens
of
billions
of
dollars
in
assets
that
we
are
responsible
for
and
they
all
as
we
are
aging.
So
how
we
respond
to
that
and
really
the
the
continuous
march
of
technology
and
the
expectations
our
public
has
in
our
ability
to
deliver
services
deliver
the
the
results
that
they
want
to
see
and
their
ability
to
access
us
on
demand.
So
you
know
facing
that
technology.
March
is
also
another
one
of
those
things
that
we
need
to
address.
K
Think
one
of
the
very
important
things
we're
focused
on
is
building
out
more
partnerships,
partnerships
to
deliver
infrastructure
partnerships
to
deliver
programs
and
partnerships
with
the
community
to
to
better
their
their
living
conditions.
So,
as
we
go
into
what
the
budgets
represent
at
a
very
high
level
IDs,
we
are
approximately
three
billion
dollars
inclusive
of
the
rate
program.
The
tax
based
harsh
portion
that
we're
talking
about
today
is
about
1.2
billion
from
the
property
tax.
You'll
see
that
we
we
take
approximately
sixty
point
five
percent
or
sixty
point,
sixty
point.
K
Five
percent
of
our
budget
is
attributed
to
the
property
tax.
The
balance
is
covered
through
revenues
that
come
in
through
various
sources,
user
fees
license
and
permit,
etc.
In
addition
to
this,
in
this
year's
budget,
we've
talked
about
new
and
enhanced
asks
focused
under
the
safety
and
security
and
other
city
priorities.
K
In
total,
this
represents
an
investment
of
an
incremental
twenty
eight
FTE
on
the
capital
side,
their
10
year,
capital,
recast,
you'll,
see
in
front
of
you
is
proximately
5.5
billion.
This
is
and
75%
of
which
is
attributed
to
state
of
good
repair.
The
10-year
plan
was
informed
by
a
significant
body
of
work
undertaken
by
staff
and
what
we
did
and
what
staff
did
was
looked
at
the
past
five
years
of
our
achievability.
What
have
we
been
able
to
deliver?
K
What
have
we
been
able
to
achieve
and
on
the
other
side,
what
is
the
state
of
those
projects
that
we
have
planned
as
far
as
their
state
of
readiness
to
deliver?
I?
Think
it's
very
important
to
note
that
you'll
see
in
2019,
where
we're
projecting
to
end
and
I
think
this
is
an
example
of
the
the
enormous
work
done
in
the
divisions
to
deliver
be
a
transportation
in
ECS,
notably,
our
chief
engineer
speaks
about
the
scale
and
nature
of
the
projects
that
we
are
delivering
in
this
city
as
far
as
civil
infrastructure,
which
is
unprecedented.
K
That
has
very
much
informed
our
approach
and,
as
I
said
looking
at,
where
the
projects
are
and
early
in
their
lifecycle
and
budgeting
appropriately
accordingly
and
achieve
ibly
one
of
the
things
we
did
discover
and,
as
our
chief
engineer
led,
the
in
partnership
with
Toronto
water
was
the
use
of
a
multi-year
procurement
approach
was
used
in
the
water
infrastructure
and
I
know.
Michael
is
looking
at
engaging
that
type
of
an
approach
now
that
we
have
this
opportunity
on
our
local
road
resurfacing
program
in
2020,
so
we'll
definitely
start
to
benefit
and
advance
projects.
K
Well,
while
we
have
these
new
tools
to
use
so
projects
that
are
in
the
plan,
you
can
see
a
very
high
level.
Well,
nice
pictures,
sorry
I,
know
a
lot
of
discussion
about
the
gardener
at
the
extent
of
money
being
invested
there.
The
one
thing
that
I
think
gets
lost
in
the
conversation
sometimes
is.
That
is
the
entire
length
of
the
gardener
from
the
427
to
the
Don
Valley
Parkway
18
kilometers
of
roadway
of
highway
7
kilometres,
elevated
11
kilometers
at
grade.
K
So
it
is
an
investment
in
a
significant,
significant
asset
that
we
own
that
helps
move
the
city,
the
state
of
good
repair
yeah.
This
gives
you
the
picture
inclusive
of
the
gardener,
but
I
think
when
we
take
the
gardener
out,
you'll,
see
where,
where
we
are
looking
at
at
the
end
of
this
10-year
plan,
it's
nine
and
a
half
and
I've
lost
lunch.
K
The
I
think
the
important
message
to
look
at
here
is
that
we
we
do
have
significant
value
of
asset.
We
do
have
assets
that
need
attention,
but
at
the
same
time
we've
got
plans
underway
and
I
know
Barbara
and
the
transportation
group
and
I
don't
want
to
steal
her
thunder,
but
are
certainly
taking
this
a
very,
very
strategic
lens
on
what
we
are
doing
in
respect
to
our
road
infrastructure.
They've
undertaken
road
condition,
assessments
and
continue
to
do
so.
K
So
we
have
a
better
picture
out
of
our
state
of
good
repair,
as
does
Michael
with
our
bridges.
So
you
know
it's
it's
to
acknowledge
the
extent
of
the
investments
that
we
need
to
make
and
the
critical
reason
why
we
need
to
be
strategic
in
how
we
spend
our
money,
because
our
state
of
good
repair
overall
across
the
city
across
all
asset
classes
is,
is
quite
the
thing
and
certainly
will
benefit
from
the
work
that
our
CFO
is
leading
on.
K
The
plan
on
capital
asset
management
and
we
are
going
to
mature
those
processes
in
respect
to
particularly
on
the
roads.
I
know,
transportation
is
working
on
a
road
asset
plan
strategy
to
tie
into
the
broader
capital
plan
asset
management
plan
for
2021.
The
constraints
speak
to
some
of
those
things.
I've
identified
been
identified
in
the
state
of
good
repair
backlog
and
also
other
future
needs
from
a
capital
perspective
that
are
not
currently
residing
in
the
10-year
plan,
so
very
high
level.
I
think
I
just
leave
you
with
a
thank
you
very
much.
K
I
appreciate
the
opportunity
to
to
front-end
the
discussion
that
we're
having
in
ten
minutes
is
extremely
difficult
or
nine-and-a-half
extremely
difficult
to
articulate
the
contributions.
The
efforts,
the
achievements
and
everything
that
the
all
the
service
areas
in
all
the
divisions
in
the
service
area
provide
and
I
certainly
have
not
done
it
justice,
but
I
hope
it
gives
you
a
sense
of
the
amount
at
which
this
group
contributes
to
the
city.
So
thank
you
and
the
team
is
ready.
A
F
A
F
I
Through
the
chair
that
metric
reflects
our
initial
notice
that
is
sent
to
applicants,
so
it's
only
one
small
part
of
the
development
review
process.
To
answer
your
question
directly,
whether
you
know
our
objective
overall
is
to
achieve
the
best
outcome
we
can
with
a
development
review
something
that
implements
the
Official
Plan
of
the
city,
the
decision
to
approve
or
not
approve
that
that
development,
our
service
level
is
around
9
to
18
months,
but
that
is
being
reviewed
in
the
context
of
our
end-to-end
review.
I
Read
of
that
in
relation
to,
though
the
the
ultimate
pressure
that
it
puts
on
us,
we
obviously
want
to
make
effective
and
efficient
decisions.
The
city
needs
to
do
both.
We
have
a
time
clock
on
us
with
provincial
legislation
and
that
time
clock
has
gotten
tighter
with
the
new
bill
108,
so
everything
and
anything
that
we
can
do
to
make
both
efficient
and
effective
decisions,
we're
quite
mindful
of.
I
Our
average,
when
we
last
looked
at
the
data
and
again
it's
not
a
reflection
of
exact
2019
data,
because
we
don't
have
a
fully
functioning
system
on
these
metrics.
But
when
we
last
looked
at
it,
we
did
an
assessment
of
a
believe.
It
was
700
files
and
came
in
an
average
eighteen
months
for
the
official
plan
and
zoning
part
of
the
decision
and.
I
That
is
one
of
the
reasons
why
we've
included
resort
SAS,
because
we
have
a
legislative
imperative
now
to
to
be
able
to
provide
counsel
with
that
information
as
to
whether
or
not
it
chooses
to
designate
or
not
the
property,
and
that
obviously
goes
to
our
point
of
view
on
the
overall
application.
If
we
know
we're
working
with
a
heritage
resource
or
not,
or
how
that
heritage
resource
might
need
to
be
modified
in
order
for
us
to
command
an
application.
F
I
Know
the
the
recast
of
the
of
the
capital
is
is
based
on
our
capacity
to
spend
that
we
have,
coincidentally,
a
work
program
report
on
planning
and
Housing
Committee
next
week,
and
it
has
an
updated
list
of
our
achievements
in
2019
and
our
projection
projected
achievements
in
2020
and
there
are
a
number
of
a
CDs
that
are
listed
in
that
report
that
are
identified
for
completion
in
2020.
So
we're
continuing
with
our
ACD
program,
we're
just
recasting
the
spend
to
better
reflect
our
ability
to
spend
okay.
Thank
you.
I
I
D
I
However,
when
we
reviewed
our
development
review
system
and
reported
out
last
year
on
it,
what
so
called
end
to
end
review,
we
did
concur
that
we
could
improve
the
way
we
do
and
work
the
system
overall,
and
it
very
much
reflects
what
you
just
described
in
your
question,
and
that
is
the
direction
that
we're
headed
toward
again.
We
do
that
practice,
my
view,
is
we
don't
do
it
enough
or
systematically,
and
that's
the
effort
of
the
end
end
review
so.
D
I
Is
the
way
that
were
organized
our
operating
model,
and
this
again
was
the
conclusion
and
the
deep
dive
that
was
done
with
the
end
end
review
is
that
our
operating
model
isn't
necessarily
structured
to
enable
that
to
function.
We
are
a
very
large
municipality.
We
have
distributed
staff,
we
we
have
technology
challenges,
our
technology
dates
back
probably
20
years
in
terms
of
the
systems
that
were
using
our
project
management,
skill
set
could
be
better
improved
and
again
that
was
openly
acknowledged
in
the
end
and
review,
but
both
by
staff
and
by
applicants.
I
Things
do
get
stuck.
That
was
another
issue
that
was
identified
again
by
staff
and
by
applicants.
The
quality
of
submissions
was
an
issue.
These
were
all
factors
that
were
included
in
the
end
end
review
and
it's
very
much
driving
the
intent
of
the
change
that
we
want
to
implement
that
we
are
implementing.
I
A
M
Then,
okay,
very
quickly,
then
through
the
chair
to
the
chief
planner.
Yesterday,
we
heard
from
legal
services
that,
despite
what
the
province
perhaps
intended
with
bill,
108
applications
are
now
more
complicated
based
on
those
legislative
changes,
and
this
budget
outlines
additional
staffing
to
handle
the
applications.
I
I
would
say-
and
we
were
interestingly
talking
about
this
this
morning,
looking
at
our
you
know
or
appeal
record,
and
it
it
did
take
a
bit
of
a
dip
in
2018
and
2019,
and
we
we
theorized
that
that
is
because
the
rules
have
gone
through
at
least
two
or
maybe
two
and
a
half
complete
resets
and
applicants,
as
well
as
the
city
are
waiting
for
the
rules
to
play
out
completely.
They
have
not
been
fully
implemented
through
the
regular
regulations
that
come
with
the
bills,
but
it
it
is
essentially.
I
Respect
to
committee
of
adjustment,
I,
don't
believe
so.
We've
been
implemented
a
number
of
operational
improvements,
our
south
district
performance
by
because
of
its
volume,
always
lags
behind,
but
the
other
three
committee
adjustments
are
performing
quite
well
and
pretty
close
to
the
bone.
When
it
comes
to
the
service
that
standard
that
the
legislation
sets
out,
we
can't
get
much
better,
but
we're
not
seeing
an
uptick
on
appeals
or
some
sort
of
other
pressure.
I
We
we
generally
get
about
10%
of
our
of
our
applications
in
and
around
4,000
applications
a
year
just
under
that,
and
we
usually
run
at
about
a
10%
appeal
rate
and
that
has
not
significantly
changed,
maybe
maybe
dipped
a
little
bit.
Some
of
that
has
been
as
a
result
of
cleaning
up
our
zoning
bylaw
as
well,
which
makes
things
clear
for
people
who
want
to
propose
changes.
I,
don't.
M
I
I
would
say
very
few:
it's
more
about
a
difference
of
opinion
as
to
whether
or
not
the
committee
approved
or
refused,
and
whether
or
not
the
applicant
liked
that
decision
I
think
that's
the
majority
of
the
driver
for
the
CFA
appeals.
The
other
appeals
that
we
get
for
community
planning
applications
I
do
not
have
a
statistic:
breaking
out
appeals
based
on
time
versus
appeals
based
on
differences
of
opinion,
but
my
opinion
would
be
that
we
do
not
get
very
many
based
on
time.
I
N
I
N
So,
by
going
back
to
the
system
that
has
de
novo
and
all
of
those
wonderful,
exciting
ways
for
developers
to
take
us
to
hearings,
given
that
we
can't
put
the
cost
of
preparing
and
attending
a
hearing
on
to
development
fees,
is
there
any
adjustment
in
application
fees?
Is
there
any
adjustment
in
this
budget
towards
anticipating
a
higher
volume
of
Appeals
that
we
have
to
pay
for
of
general
revenue
through.
I
The
chairs,
so
our
fee
review,
was
last
undertaken
in
2016
and
what
we
and
what
is
in
the
budget
is
an
inflation
factor
we
intend
to
we,
we
had
intended
to
do
a
fee
review,
a
normal
pace
of
every
two
to
three
four
years.
It's
not
delayed
it
a
bit
only
because
of
the
end
end
review
and
what
we
will
do
once
we
look
at
the
process
coming
out
of
the
end.
N
I
Believe
not
we
do
when
we
did
the
last
fee
review.
The
development
review
or
the
development
fee
includes
a
legal
component
I
believe
it's
around
7%,
which
would
cover
the
normal
costs
of
legal
services
associated
with
an
application,
but
I
believe
you
are
correct
that
it
doesn't
extend
into
the
OMB
world,
but.
I
N
I
N
I
To
be
honest,
I
have
not
made
that
calculation
I.
Think.
If
you
you
looked
at
the
hopeful
like
at
a
number
of
units
per
year,
let's
say
a
thousand
affordable
housing
units
times
a
fee.
We
could.
We
could
do
that
calculation
and
get
a
measure
of
the
of
the
budget
impact,
but
I
would
have
to
think
and
do
a
little
bit
more
work
on
that
I
would.
A
We'll
get
back
to
process
and
do
outside
councilors
will
do
councillor
perks.
First,
council
perk
will
do
council
perks
first
and
then
we'll
go
to
a
committee.
Mind
you
in
years
past.
We
have
actually
done
the
opposite
by
the
weekend.
I'm
just
gonna
try
consistently
and
let's
do
council
person,
okay,
so
counselor,
counselor,
Layton,
then
Carol.
Thank.
F
F
The
notes-
yeah
I-
don't
have
the
the
page
number
here,
but
it
the
notes,
anticipate
I,
think
it's
here
on
page
two
in
the
goals
and
metrics
that
we're
actually
expecting
to
see
a
four
thousand.
This
is
like
roughly
a
10%
reduction,
maybe
a
7%
reduction
in
the
number
of
Licensing
and
permit
issuance
and
renewals
I'm
just
wondering
why
we
expect
to
see
such
a
drop.
Such
a
drop-off
yeah.
O
That's
a
it's
a
good
question:
I'm
I'm,
seeing
that
number
like
in
a
different
light
right
now,
because
you
think
they
may
be
going
up.
But
this
this
involves
a
number
of
things
from
pet
licensing
to
noise
exemptions
to
patio
permits
which,
in
in
all
cases,
should
actually
be
climbing,
rather
than
reducing.
O
F
O
When
the
report
was
a
brought
forward
to
Council
at
the
end
of
2017,
we
included
a
number
of
positions,
including
enforcement
and
administration.
The
appeal
has
taken
two
years,
and
now
it
we
are
coming
upon
it
quickly
this
year
to
be
in
place.
We
we
have.
We
are
also
going
to
be
looking
at
this
differently
from
an
enforcement
perspective,
the
the
party
houses
and
the
things
that
are
that
are
in
the
media.
O
F
Just
made
it
out
of
my
list
of
briefing
note
requests
just
with
with
that
one
sorry
to
let
so
on
page
10,
you
have
these
performance
measures.
These
obviously
aren't
all
of
your
performance
measures,
but
the
ones
that
are
here
actually
sorry
I'm
gonna
bring
up
page
10
here,
show
a
decrease
in
the
so
first
off
the
invest,
the
the
percentage
of
five-day
responses
to
non-emergency.
It
shows
a
decrease
compared
to
2000,
16,
17
and
18
down
as
much
as
11
percent
from
2000
18.
The
next
one
we're
seeing
the
same
thing.
O
So
I'll
start
with
the
first
one.
A
lot
of
it
is
in
past
we've
had
in
this
year.
Particular
we
had
a
number
of
vacancies
in
the
enforcement
area.
Vacancies
in
our
world
attribute
directly
to
our
service
responses.
The
good
news
is
that
we
have
hired
two
tranches
of
bylaw
officers,
a
class
of
37
in
a
class
of
14
for
a
total
of
51
the
first
time
ever.
We've
introduced
two
classes
in
one
year
and
we
are
filling
those
vacancies
and
we
expect
to
see
a
turn
in
our
performance.
O
The
other
issue
is
really
the
complexity
of
the
work
that
our
staff
are
dealing
with.
A
lot
of
our
stuff
is
not
transactional,
and
it
does
take
longer
to
do
then
than
the
five
days
and,
as
we've
heard
from
the
the
first
three
presentations
with
investigations
and
response
times,
it
is
important
that
we
acknowledge
the
receipt
of
it,
but
the
investigation
itself
can
take
lengthy
time.
F
So,
in
in
past
years,
you've
had,
if
I
remember
correctly,
you've
listed
more
performance
measures.
I'm
just
wondering
is
that
information
available
anywhere
at
the
length
of
time
it
takes
to
respond
to
a
noise
complaint
to
getting
a
complaint
about
off-leash
dogs,
the
like
I,
distinctly
remember
seeing
performance
measures
at
least
listed
in
another
document
for
MLS
I'm
wondering
if
there's
somewhere
else,
that
I
could
look
for
this
information.
K
Through
you,
mr.
chair
I,
believe
in
the
approach
to
the
notes
this
year,
we've
taken
those
those
granular
measures
out.
I
do
believe
that
corporately
there's
been
a
rolled-up
report
that
presents
service
levels,
so
they
may
be
getting
captured
there.
That's
why
you're
not
seeing
them
in
these
notes
have.
F
E
I'm,
just
I'm
concerned
about
the
this
short-term
rental
news
that
we're
just
going
to
handle
this
growing
issue
with
existing
staff.
Can
we
look
at
we
look
at
historically
princess
went
once
we
once
we
got
through
figuring
out
our
uber
pieces
did
that
require
additional
staff
once
we
did
through
the
adjustment
between
taxi
reform
and
and
licensing
uber
did
that
take
additional
staff.
O
Yes,
as
we've
introduced
new
programs
since
basically
2016,
we've
incremental
II
added
positions
to
deal
with
it,
the
short-term
rentals
did
have
5
positions
included
in
that
it
included
3m
SOS
and
an
administrative
person
and
a
a
compliance
piece.
We
don't
know
the
nature
of
the
volume
of
complaints
and
for
us
to
be
prudent,
we
needed
to
have
a
you
know,
six
to
12
months,
understanding
of
what
sacs
happening.
E
O
So
the
the
someone's
running,
a
hotel
in
your
area-
that's
definitely
a
call
3-1-1.
We
will
go
and
investigate
we
do
these
address
by
address,
but
these
are.
These
complaints
are
again
large
number
now,
but
we
see
them
declining
once
people
are
understanding
of
the
rules.
The
second
piece
of
the
compliance
is
the.
If
we
have
20,000
people
register
with
us,
we
would
do.
E
Okay
and
just
that
I
hunted
around
for
it.
Maybe
it's
a
bit
previous
that,
within
the
notes,
I
couldn't
find
whether
or
not
you're
resourcing
yourself
and
whether
or
not
you're,
properly
projecting
revenues
that
might
come
in
towards
or
yourself
for
that
for
the
the
confluence
of
issues
that
all
hit
two
homes,
which
is,
which
is
the
short-term
rentals,
the
vacancy
issue.
E
You
know
people
leaving
a
giant
foe,
chateaus,
empty
and-
and
we
have
to
enforce
that
somehow
and
then.
Lastly,
the
issue
that
we're
going
to
tackle
this
year,
rooming
houses
both
updating
the
rules,
then
finding
a
way
to
apply
those
in
the
suburbs
and
and
partnering
with
the
the
action
around
zoning.
How
that
takes
place
in
the
suburbs?
Are
there
the
resources
in
here
for
you
to
first
of
all,
take
part
in
that
exercise,
and
and
should
the
council
adopt
something
in
year?
Are
you
ready
to
roll
or,
or
whatever
decision
is
taken?
O
Great
question:
the
I'll
start
with
the
broader
perspective
of
you
know:
2011
and
2012.
We
deleted
15
kind
of
enforcement
positions
and
they've
been
brought
back
incrementally
over
the
last
number
of
years.
So
we
are,
we
have
60
more
positions
in
our
division
than
we
did
in
2016,
so
we
are.
We
have
increased
positions
and
we
have
hired
from
the
rooming
house
perspective.
That
is
something
that
it
would
either
be
in
year
or
in
2021,
as
we
go
through
the
process
to
determine
it
once
it
has
to
be
approved
by
committee
and
council.
O
So
that's
that's
important
and
prudent
upon
us
not
to
put
resources
it
if
they
work
in
there,
but
we
do
see
a
significant
amount
of
work
with
illegal
rooming
houses
and
bringing
people
in
transitioning
to
legal.
There
would
be
a
lot
of
work
and
we
see
it
kind
of
comparable
to
our
rent,
safe
program
that
has
a
number
of
officers
and
a
number
of
ships
and
a
number
of
supervisors
to
deal
with
the
quality,
to
ensure
that
the
quality
of
housing
is
there
and
the
volume
of
work
that
we
expect.
Okay,.
E
So
so
a
lot
will
not
happen
till
2021,
but
you
feel
confident
that
I
can
be
confident
saying
in
2020
while
we're
doing
this
deliberation
over
suburban
rooming
house.
Now
we
solve
that
issue.
While
we're
doing
this,
robust
enforcement
of
all
the
illegal
ones
is
still
going
on.
You
feel
comfortable
with
that
statement.
O
E
O
L
O
To
make
significant
movement
in
art,
with
our
service
standards
and
with
the
impact
we're
having
in
our
community,
we
need
priorities
that
that
are
that
are
acceptable
to
the
public
that
are
acceptable
to
us
that
are
acceptable,
that
we
can
deliver
when
we
do
have
priorities
as
we've
introduced
through
the
new
noise
team,
and
we
have
introduced
through
our
Animal
Services
team.
We
have
seen
success
where
we
do
not
have
priorities
and
we're
chasing
our
tail
and
we're
doing
a
hundred
things.
We
do
not
see
the
same
success.
E
E
M
M
O
There
are
more
people
in
our
city,
which
means
there
are
more
domestic
animals.
We
continue
to
increase
the
number
of
animals
and
wildlife
in
our
city
and
coyote
sightings
are
becoming
more
prevalent.
We
are
doing
a
lot
of
work
related
to
public
education.
People
are
feeding
coyotes,
and
that
is
why
we
have
coyotes,
along
with
the
habitat
issue,
so
the
combination
of
both
so
we
need
to
educate,
and
we
need
to
know
that
we
can
coexist
with
wildlife.
O
M
Thanks
on
page
three
and
four,
it's
noted
that
we
have
challenges
with
enforcement.
I
think
that's
probably
consistent
across
the
animal,
a
sport
folio,
but,
as
my
colleagues
we're
talking
about
our
ability,
a
key
priority
action
to
actually
be
able
to
implement
short-term
rental
and
the
registration
by
law.
How
many
units?
Just
for
my
clarification,
are
we
expecting
to
be
reintroduced
to
the
rental
housing
market
as
a
result
of
these
new
regs
and.
O
The
number
that
I've
used
in
the
past
and
through
our
various
work
with
planning
and
others,
is
around
five
thousand
the
its
it's
the
primary
residence.
So
the
key
component
of
short-term
rental
is
to
be
a
primary
residence
and
your
primary
residence
only,
and
so
this
takes
away
those
who
have
their
primary
residence
and
four
or
five
or
six
or
ten
investment
properties,
and
you
can
only
list
one
of
those.
So
we
feel
strongly
that
a
number
of
those
investment
properties
will
come
off
the
market
for
short
term
and
hopefully
made
available
for
long
term.
O
M
O
The
enforcement
process
is
one
to
have
a
clear
set
of
rules
for
people
to
follow.
If
you
want
to
participate
in
this
area
need
to
register
with
the
City
of
Toronto.
If
we
give
you
a
registration
number
once
we
validate
that
it
is
your
primary
residence,
you
can
advertise
on
an
Airbnb
or
a
VRBO
or
any
other
platform
that
you
so
choose,
and
we,
if
you
are
not
a
registered
number,
we
can
be
monitoring
their
websites.
We
can
be
looking
through
complaints.
O
We
can
do
a
number
of
things
through
our
database
and
that's
why
it's
important
that
this
is
built.
The
technology
today
is
different
than
it
was
in
2017.
We
want
to
ensure
we
get
this
right,
so
we're
ensuring
we
have
the
latest
and
greatest
technology
that
allows
us
to
take
the
data
in
and
be
able
to
disseminate
it
to
do
the
enforcement
that's
expected
by
the
communities
and
by
yourselves.
If.
M
O
The
process
is
through
three
one
one:
if
it's
a
complaint
about
a
party
house,
we
would
in,
we
would
go,
and
we
investigate
we
do
these
again
address
by
address.
They
are
all
unique
and
we
we
do
have
teams
that
work
on
them.
Does
it
take
away
from
their
other
work?
The
short
answer
is
yes,
but
the
other
piece
is
really
driving
the
enforcement
through
through
data
and
ensuring
people
are
doing
these
through
their
primary
residents
and
their
primary
residents
only
and.
M
I
guess
it
could
be
challenging.
Do
we
have
the
means
to
investigate
whether
or
not
something
actually
is
a
primary
residence,
or
somebody
just
puts
a
a
name
on
a
laneway
house
or
something
and
indicates
that
that's
a
primary
residence
but
in
fact
somebody's
not
living
there
as
a
primary
residence?
How
do
you?
How
do
you
manage
that
right.
O
So
that's
a
that's
a
challenge
we've
identified
early
on.
We
know
it's
going
to
be
difficult.
We
will
be
working
with
our
partners
in
other
levels
of
government.
The
key
component
is
your
driver's
license
issued
by
MTO,
which
we
can
use
to
validate.
We
are
partnering
also
with
Revenue
Services,
because
there
is
I'm
useful,
a
combination,
tax
component
here
as
well,
so
they
have
their
own
data
on
impact
and
they
have.
We
have
data
on
a
number
of
residents
in
the
City
of
Toronto
that
pay
property
taxes.
O
D
O
So
again,
a
challenging
file,
the
the
ones
that
are
not
participating
the
illegal
ones.
They
continue
to
do
so
because
there's
a
very
low
cost
to
them.
If
they
lose
it,
they
lose
it.
What
we
are
doing
is
is
working
with
our
colleagues
in
transportation
and
solid
waste
and
and
purchasing
to
have
a
contract
so
that
we
can
remove
them.
We
as
a
division,
don't
have
the
ability
to
are
the
vehicles
to
do
such,
but
we
do
need
to
do
these
blitzes
regularly
and
we
do
need
to
do
a
lot
of
public
education
of
people.
O
D
Well,
a
lot
of
them
are
not
bringing
clothing
they're
bringing
waste
to
some
of
them.
My
next
question
is
about
cannabis,
so
have
we
been
have
we
received
funding
from
the
province
as
far
as
the
enforcement
end
of
it,
with
some
of
these
legal
ones
and
like
so?
Where
do
we
say?
Where
are
we
at
that
point?.
O
The
city
has
received
over
eight
million
dollars,
but
this
is
prior
on
police,
legal,
ourselves,
Toronto,
Public,
Health
and
courts.
So
again
in
this
year
again,
once
we
opted
in,
we
receive
two
tranches
of
three
million
dollars
each
roughly,
and
a
lot
of
that
goes
to
funding
the
work
that
we
do
with
the
police.
We
have
been
successful
in
closing
down
a
number
of
of
these
over
over
80%.
We
still
have
you
know
eight
to
ten
illegal
dispensaries
that
are
still
up
and
running
I.
Think
it's
important
here
again.
The
education
component,
cannabis
is
legal.
O
D
O
There
is
a
notice
period
where
you
and
your
community
can
provide
input
back
to
them.
There's
the
I
believe
is
14
or
15
days
right.
The
city's
role
in
we
received
those
as
well,
and
if
we
knew
of
activity,
illegal
activity
or
problems
at
that
property,
we
would
identify
that
as
well.
If
some
of
the
illegal
dispensaries
had
been
at
that
location
had
been
involved
with
a
new
applicant,
we
do
provide
that
information
as
well.
So.
D
O
O
N
My
notes
eventually
I
want
to
I
want
to
go
to
the
topic
of
rooming
houses,
but
not
the
piece
about
the
potential
for
expanding
them.
I
want
to
go
to
two
other
pieces.
Over
the
years,
we've
had
numerous
conversations
about
the
supports
for
the
tribunal
process
and
in
making
some
investments
in
the
increasingly
complex
enforcement
problems.
O
So
the
short
answer,
as
far
as
a
an
investment
or
a
new
and
enhanced
that
is,
we
do
not
haven't
asked.
We
continue
to
partner
with
Toronto
Fire
and
Public
Health.
On
on
this,
we
recognize
it
is.
We
haven't
solved
the
issue
in
the
last
three
years
and
it's
something
that
we
need
to
do,
but
we're
doing
it
within
within
existing
resources.
O
O
N
O
Not
in
our
particular
budget,
the
we
are
trying
to
again
partner
with
city
clerk's,
who
has
a
lot
of
experience
in
in
administrating
these
types
of
tribunals
and
commissions
when
they
are
set
up,
that
they
are
hired
appropriately
and
then
they
are
again
educated
on
the
the
rules
and
responsibilities
within
the
rooming
house
by
law.
So.
K
Through
you,
mr.
chair
I,
mean
certainly,
this
issue
will
be
coming
to
the
fore
when
we
report
back
in
multi
tenant
homes,
and
it
has
been
my
commitment
to
you
over
the
past
three
years
that
we
were
gonna
get
resolution
to
this.
So
we
are
having
a
common
to
be
having
more
conversations
about
what
we
can
do
to
bring
action
to
it.
I
appreciate
your
frustration,
I
share
it.
We
all
share
it,
and
certainly
that
does
not
speak
to
the
lack
of
commitment
we
have
to
getting
it
resolved.
N
N
For
the
last
six
years
we've
been
under
achieving
that
it's
supposed
to
be
90
and
we've
been
achieving
82
last
year.
It
actually
declined
down
to
81
and
I.
Don't
see,
I,
see
the
projection
continuing
out
at
82
percent.
What
is
the
plan
and
what,
where
is
it
dealt
with
in
this
budget?
To
get
to
the
service
standard
for
on-time
response
through.
J
The
chair
so
you're
correct
councilor,
in
that
there
are
two
principal
KPIs
that
are
in
that
are
in
place
established
under
NFPA
1710
for
our
performance.
The
first
is
total
response
time.
That's
the
first
truck
arrival
time.
The
second
is
what
we
call
effective
firefighting
force.
That's
the
amount
of
time.
It
takes
us
to
assemble
the
number
of
people
on
scene.
We
need
to
actually
fight
the
fire,
so
your
your
assessment
of
that
is
correct.
J
What
I
can
say
is
there
is
a
a
first
time
and
a
very
important
investment
that
is
occurring
and
taking
place
in
this
budget
in
the
form
of
the
launch
of
what
we've
referred
to
as
a
value-based
staffing
pilot
project.
This
is
the
first
time
that
Toronto,
Fire
Services
will
have
funding
available
to
begin
to
replace
full-time
personnel
that
are
out
of
the
workplace
as
a
result
of
WSIB
approved
illness
and
injury.
J
By
doing
that,
we
are
confident
that
not
only
will
we
stop
that
downward
curve,
but
our
projections
are
in
fact
that
we
will
turn
that
curve
and
return
in
2020
with
a
positive,
a
positive
performance
increase.
So
that's
answer
number
one
counselor.
The
second
answer
is:
we
are
in
the
midst
now
of
what
we,
what
we
refer
to
as
an
Operations
deployment
review,
that
work
is
ongoing
and
we
have
committed.
In
fact,
we've
been
directed
to
Court
back
to
Council
in
advance
of
the
2021
budget
process.
J
That
will
be
a
comprehensive
report
that
will
look
at
all
aspects
of
our
service
performance
and
will
make
any
recommendations
or
make
you
make
you
aware
of
the
details
and
the
needs
if,
if,
if
we
determine
those
needs-
and
he
needs
relating
to
our
our
compliance
performance
and
service
delivery.
So
if.
N
J
To
clarify
through
the
chair
we
are,
we
are
projecting,
based
on
the
implant,
the
implementation
of
the
value-based
staffing
pilot.
We
are
projecting
that
there
will
be
a
service
level
performance
I,
believe
it's
projected
at
a
1%
increase,
so
stopping
the
downward
turning
and
improving
that
performance.
That's
returning
to
where
you've.
N
J
N
J
That's
correct
and
through
the
chair,
that's
part
of
the
work
that
that
our
CFO
and
team
lead
with
respect
to
the
capital
recast
and
in
essence
counselor.
All
that
is
is
harmonizing
the
actual
projected
cash
flows
against
our
ability
to
spend.
So
there's
a
the
amount
of
lead
time
required
to
the
reserve.
N
Have
you
fire?
It's
not
I'm.
Sorry.
Maybe
the
CFO
can
explain
this
to
me.
Capacity
to
spend
and
contribution
the
reserves
are
not
related
questions.
Why
are
we
taking
six
million?
When
do
we
normally
contribute
six
million
to
the
vehicle
reserve
this
year?
We're
not
doing
it
we're
taking
a
holiday
and
next
year
we're
paying
in
twelve
that
doesn't
that's
not
a
capacity
to
spend
problem?
Why
are
we
doing.
P
Through
the
chair,
so
when
we
looked
at
what
the
capital
spend
was
going
to
be
well,
look
at
what
the
capital
spend
is
'm,
based
on
that
run,
a
continuity
schedule
against
the
reserve
to
see
when
the
money
has
to
be
contributed.
Based
on
when
it's
going
to
be
drawn.
Through
that
review,
we
identified
that
six
million
contribution
wasn't
required
this
year,
but
we'd
need
it
in
the
future
years,
and
that
was
the
adjustment
that
was
made
so
correct.
N
Me
if
I'm
wrong,
isn't
the
whole
idea
behind
a
reserve
to
smooth
the
capital
costs,
so
you
don't
pay
it
all
at
once
and
the
year
after
year
after
year,
we've
been
contributing
six
million
to
the
vehicle
reserved
for
fire.
The
capital
plan
that
I'm
shown
here
says
we're
not
going
to
put
six
million
in
this
year.
We're
gonna
put
12
in
next
year.
L
Q
P
E
So
this
really
follows
on
with
what
I
was
asking
yesterday
long
ago,
we
used
to
slap
divisions
on
the
hand
who
said
I
could
balance
my
budget.
If
you
just,
let
me
take
a
holiday
from
this
vehicle
reserve
here,
and
we
would
tell
them
no,
you
may
not
in
this
recasting,
have
we
somehow
arrived
at
a
different
amount
that
is
needed,
our
fire
trucks
suddenly
getting
cheaper
every
year,
such
that
we
that
we
don't
think
we're
gonna
need
a
big
amount
of
money.
J
No
counselor
there
they're
absolutely
not
getting
cheaper,
as,
as
my
colleague
explained
this,
is
it's
really
just
a
projection
as
to
what
the
what
the
contribution
needs
to
be
in
2020
in
order
for
us
to
actually
spend
the
money
and
to
spend
the
capital
dollars
in
against
the
trucks
that
are
being
ordered
and
the
vehicles
that
are
being
both
procured
and
replaced,
and
then
once
we
get
back
into
2020
2021.
Of
course,
that
needs
to
be
right
sized
again
so.
E
J
E
A
Thank
you
any
other
questions
on
first
services.
I
do
have
one
quick
I
just
wanted
a
question
to
the
CFO
I'm
trying
to
understand
this
whole
recast,
and-
and
this
is
a
conversation-
that's
probably
going
to
happen
on
a
number
of
the
different
ones.
So
can
you
just
again
what
we're
doing
with
these
reserves
is
ensuring
that
we
have
the
adequate
amounts
in
the
bank
when
we
need
to
spend
them
and
with
regard
to
fire
services,
when
we
have
to
spend
money
on
fire
trucks,
so
we're
not
actually
saying
we
can't
buy
these
trucks.
L
To
project
what
cash
requirements
we
have
and
when
and
based
as
Steve
mentioned
on
a
continuity
schedule,
a
future
projected
anticipation
of
when
our
spends
are
needed,
we
have
better
aligned
the
need
for
resources
to
align
with
when
we're
going
to
send
them.
So
it's
a
supply
and
demand
issue.
Thank.
A
A
A
D
N
At
the
in
the
council
budget
debate
last
year,
I
put
a
motion
forward,
which
council
approved
that
in
time
for
this
year's
budget,
you
would
bring
a
report
on
our
on
street
parking
charges
and
how
they
relate
to
the
market
and
whether
there
was
room
to
increase
them.
I
couldn't
find
that
report
in
the
budget
launch.
Where
is
it.
R
N
Feet
might
be
helpful
if
you're
not
doing
what
councils
asked
you
to
do
for
the
budget
here
to
put
into
something
in
the
notes.
So
I
know
where
it's
going:
okay,
I'm
now
on.
If
on
the
on
street
parking
fees,
some
of
them
are
going
up
by
more
than
inflation,
but
the
core
one,
which
is
your
plain
vanila
I'm,
just
applying
I,
don't
have
a
special
circumstance.
That's
just
inflationary!
Am
I
right,
but
done
through.
N
And
these
just
may
be
to
the
clerk's
or
somebody
I
don't
know
there
are
some
in
some
instances
in
which
we
increase
fees
where
we
have
to
have
a
statutory
meeting.
We
don't
have
to
do
that
for
on-street
parking.
Do
we
or
it's
legal
or
anybody,
I
know
that
for
certain
kinds
of
fees
we
have
to
notify
the
something
we
have
to
put
out
a
notice
and
have
a
meeting
about
that.
Is
that
the
case
with
this
fee
I.
P
N
They
user
fees.
Okay,
thank
you.
That's
helpful.
So
if
I
were,
for
example,
to
look
at
the
parking
fee,
increase,
that's
being
applied
to
people
who
have
access
to
a
parking
spot
and
that's
the
special
case
and
that's
been
increased
by
some
percentage
and
say:
I
want
to
apply
the
same
percentage
to
all
parking
fees
on
street
parking
fees.
I
wouldn't
need
to
give
additional
notice.
I
could
just
do
that
at
Council.
N
Well,
it
actually
knows
I'm
on
the
de
quadrupling
of
the
state
of
good
repair
backlog
for
all
the
transportation,
except
for
the
Gardner
when
a
road
is
in
a
poor
state
of
repair.
In
other
words,
it's
backlogged
the
cost.
We
incur
costs
in
terms
of
having
to
patch
having
to
pay
out
additional
insurance
claims
for
vehicles
that
so
on
and
so
forth,
on
sort
of
a
lifecycle
basis
which
costs
us
more
keeping
a
state
of
with
keeping
a
road
in
a
state
of
good
repair
or
pushing
the
repairs
off.
R
Through
the
chair,
the
best
practice
in
in
paving
management
is
to
be
able
to
catch
the
roads
at
a
point
where
they've
lived,
a
fair
amount
of
their
service
life,
but
before
they
require
reconstruction
and
so
part
of
having
a
comprehensive
asset
management
program,
which
we
have
recently
upgraded
with
some
significant
data
so
that
we
actually
know
the
state
of
good
repair
of
our
roads
is
to
be
able
to
catch
those
roads
at
the
right
point
so
that
we
can
ultimately
lower
the
overall
costs
by
getting
the
life
cycle
in
the
right
place.
So
over.
R
As
you
know,
patching
potholes
over
and
over
and
over
again
are
doing
interim
repairs
is
really
a
stopgap
measure.
The
goal
is
that
we
have
are
our
roads
on
at
a
high
level
of
pavement
quality
higher
than
it
is
today.
Most
of
our
roads
are
40
to
50
years
old,
and
most
of
them
are
all
coming
due
in
terms
of
their
their
updates
and
and
trying
to
minimize
the
number
of
patches
that
we're
doing
and
getting
them
at
a
place
where
we
actually
have
them
either
resurfaced
or
the
most
expensive
option
is
reconstruction.
Thank.
N
Q
R
Through
the
chair,
thank
you
for
that
question.
The
overarching
statement
around
no
equity
impacts
I
am
NOT
going
to
be
able
to
respond
to
directly.
We
believe
that
each
of
our
program
areas
when
we
are
making
modifications
or
even
making
decisions
about
how
we
spend
dollars
on
transportation
does
have
and
the
potential
to
improve
the
lives
of
equities
seeking
groups,
and
so
we
have
started
as
I
think
you're
aware
of
doing
full
equity
analysis,
including
demographic
data,
built
into
all
of
our
major
projects.
So
certainly
our
vision,
zero
plan
was
based
on
that.
R
Q
Would
it
be,
am
I
correct
to
suggest
that
perhaps
you
need
to
update
this
budget
no
to
reflect
what
those
equity
impacts
are,
because
only
3%
of
the
transportation
is
going
towards
cycling.
Infrastructure
3%
is
is
going
towards
vision,
zero,
which
protects
the
most
vulnerable
road
users,
and
so
out
of
the
the
quantum
of
the
of
this
budget.
Only
6%
is
really
targeting
those
who
are
going
to
be
most
vulnerable
with
respect
to
safety
and
and
an
access
to
roads.
How
can
how
can
we
say
that
there's
no
equity
impact.
R
The
chair,
I
will
certainly
work
with
our
our
corporate
financial
planning
partners.
To
look
at
that
particular
statement.
I
just
wanted
to
give
a
little
bit
of
perspective
on
how
we've
defined
the
the
capital
budget
in
terms
of
buckets
so
so
40%
of
state
of
good
repair,
some
of
which
does
include
improvements
and
enhancements
for
our
pedestrians
and
cyclists.
And
then
the
other
piece
of
that
is
the
growth
projects
which
are
bucketed
is
6%
of
the
budget
on
growth
projects.
R
Q
I
appreciate
that
thank
you
for
that
explanation,
I
guess,
without
knowing
that
this
aggregated
data
piece,
meaning
who
is
actually
using
the
roads
who
are
using
the
the
the
the
sidewalks?
How
do
you
keep
everybody
safe
who
are
actually
the
drivers?
Are
they
predominantly
a
particular
gender?
Do
they
predominantly
belong
to
a
particular
group
of
individuals?
R
The
chair,
understood
I,
believe
that
that
deep
dive
that
is
so
necessary
that
you
describe
is
something
that
we
did
is
part
of
the
vision,
zero
plan,
with
the
impetus
of
looking
at
our
most
vulnerable
users
in
the
places
where
we
were
seeing
the
most
killed
in
serious
injury
crashes
in
Scarborough.
But
as
part
of
that
we
did
an
assessment
of
all
the
four
districts
of
the
to
be
able
to
use
as
a
comparator
and
I.
R
M
H
Through
the
chair,
that's
it's
partly
based
on
that
and
it's
partly
based
on
a
change
in
the
infrastructure
funding
for
cycling
from
the
provincial
government,
which
phases
out
after
2020
and
funding
for
cycling
structure
from
the
federal
government
which
phases
out
after
this
year
as
well.
Interesting.
M
H
M
H
S
M
We
will
need
to
to
watch
that
cycling.
Community,
myself
included,
has
been
talking
about
the
three
kilometers
bike
lanes
installed
in
2019
and
how
we
can
meet
the
goal
set
out
in
our
cycling
network
plan.
I
just
want
to
confirm
one
more
time
that
we
do
not
have
capital
constraints
with
respect
to
the
cycling
Network
plan
for
our
planning
and
delivery
of
that
infrastructure
in
2020
and
2021.
M
M
Upgrades,
okay,
you
know
we're
not
we're
not
where
we
want
to
be
on
vision,
zero
of
course,
2019.
It
was
a
long
way
from
the
mark,
but
I
know
we're
all
working
very,
very
hard
on
that.
With
3%
of
our
10
year,
capital
plan
being
dedicated
to
vision.
Zero.
Can
you
walk
me
through
how
the
division
went
about
spending
the
budget
priorities
for
vision,
zero,
related
to
other
projects,
so,
for
example,
in
our
new
and
enhance,
we
have
15
positions
recommended
for
vision,
0,
implementation
and
11
to
implement
the
capital
projects?
R
M
M
H
M
H
Haven't
been
any
specific
commitments
from
the
federal
government
at
this
time,
the
funding
that
we
have
been
using
for
cycling
infrastructure
up
behind
cycling
infrastructure
was
the
federal
public
transit
infrastructure
fund,
of
which
some
was
for
active
transportation,
and
that
fund
expires
this
year
in
March
of
2020.
Last.
M
P
P
M
H
Q
Thank
You
mr.
chair
transportation
had
spoken
I
believe
last
year
that
you
were
doing
some
reorganization
internally
and
looking
at
the
way
you're
doing
scheduling.
Can
you
just
speak
to
that
and
where
you're
at
in
that
process
and
those
that
realized
any
sort
of
efficiencies
that
that
you're
starting
to
see
and
realize
through.
R
So
we
have
moved
to
fair
in
a
number
of
positions
around
I'll
take
Jacqueline's
team
as
an
example.
She
oversees
design
and
project
management.
Previously,
all
of
the
design
work
that
happened
in
the
division
happened
in
many
different
places,
and
there
was
a
lot
of
coordination
needed.
The
bulk
of
that
work
now
happens
in
her
team.
R
R
The
chair,
absolutely
and
I
think
we're
going
to
start
to
see
the
benefits
of
those
in
future
years,
especially
on
some
of
these
more
significant
program
areas
like
vision,
zero
in
the
cycling
plan,
but
I
will
say
that
have
been
working
same
team
but
in
different
seats,
pretty
diligently
on
our
improving
our
ability
to
spend
capital,
and
this
year
we've
seen
a
very
significant
jump
I
think
last
year
it
was
fifty
five
point:
five
percent
in
this
year.
It's
almost
82
percent
in
terms
of
our
ability
to
spend
on
our
existing
capital
program
that.
Q
Is
a
really
big
improvement,
so
congratulations
on
vision,
zero.
Your
staff
provided
an
excellent
report
to
the
infrastructure
and
Environment
Committee
that
looked
at
the
different
programs
that
were
happening
in
front
of
the
school
zones
and
made
some
very
good
recommendations
on
how
we
should
be
deploying
those
resources
to
protect
our
youth.
In
particular,
it
was
pointed
out
that
mid-block
crossings
were
continuing
to
be
a
significant
problem
and
that
you
would
be
taking
steps
through
this
budget
to
accelerate
that.
Q
R
So
making
improvements
there
again,
that's
not
only
in
the
operations
side
of
the
design
side,
but
it's
also
on
the
delivery
side
so
trying
to
move
those
pieces
forward
faster.
The
other
piece
that
I
don't
want
to
underscore
is
the
the
dollars
that
are
in
there
for
the
partnership
with
the
police
on
the
enforcement
program.
Q
Then
my
last
question
is
speaking
specifically
to
Scarborough
and
recognizing
that
it
has
a
higher
percentage
of
fatalities,
are
killed
and
seriously
injured.
How
does
the
budget
reflect
that
that
that
need
that
were
that?
That
need
might
be
greater
in
different
parts
of
the
city?
Is
there
a
breakdown
by
section
of
the
city
for
how
funds
on
vision,
zero
are
being
deployed.
R
S
R
Million
additional
for
signal
delivery.
The
scarborough
safety
action
plan
did
an
analysis
and
an
assessment
of
the
factors
that
contribute
to
and
the
data
that
we're
tracking,
around
pedestrian
and
cyclist
safety
and
scarborough
certainly
has
the
biggest
most
significant
jump
in
terms
of
people
who
are
being
impacted
by
those
crashes.
We
are
prioritizing
our
programs.
As
you
know,
many
of
our
programs,
especially
for
the
larger
capital
investments,
are
coordinated
across
multiple
areas
and
they
often
take
a
number
of
years
to
be
able
to
get
out
on
the
street.
R
F
R
R
R
R
R
The
chair,
we
are,
in
fact
I
just
met
with
staff
yesterday
to
look
at
the
maps
pegged
where
the
seniors
saved
senior
housing
is
across
the
city
and
the
wards
that
don't
currently
have
that
clearing.
We
have
four
of
the
eight
machines
currently
here
and
we'll
start
to
roll
that
program
forward.
As
soon
as
we
have
the
full
complement.
We're
also
going
to
get
information
out
to
the
counselors
on
where
that
trial
is
gonna,
take
place
in
advance
of
starting
it.
F
F
F
S
F
85
sorry
I
just
caught
the
five
that's
good.
Thank
you
for
clarifying
is
there
reason
why
the
the
cycling
delivery
rate
was
so
low
and
I
like
I'm,
not
trying
to
catch
you
here
in
anything,
I
know
how
difficult
difficult
and
complex
implementing
some
of
these
projects
are
is
just
sometimes
I
know
that
if
we
did
have
more
staff
on
the
delivery
project
management
side
of
things,
we
may
be
able
to
advance
them
faster.
So
is
there?
Is
there
a
reason
why.
H
Yes,
through
the
chair,
some
most
projects
are
proceeding
as
scheduled,
but
there
were
some
projects
experiencing
delays
due
to
coordination
and
complexity
of
the
design
and
third
party
approval
issues,
particularly
for
the
public
transit
infrastructure
fund,
PETA
funded
recycling
projects
which
are
significant
in
scale,
the
lower
down
trail
widening
construction
and
they
and
the
Western
alrea
path
design
in
coordination
with
Metrolinx
active
Eglinton
connects.
So
those
are
our
major
projects
that
will
result
in
future
kilometers
delivered
but
are
very
complex.
At
this
stage.
The.
F
Back
on
the
service
levels
for
snow
clearing,
and
how
did
we
really
never
track
service
requests
for
sidewalk
driveways
bus
stops
and
walkways?
Because
on
the
on
the
service
level?
And
thank
you
to
the
various
staff
who
sent
me
the
the
report
on
service
levels,
the
one
that
says
new
service
that
that's
a
new
service
level.
So
we
don't
have
any
past
data
I'm
just
like
like.
Have
we
never
been
tracking?
The
number
of
calls
we've
gotten
about
Sai
clearing
and/or
didn't
have
a
didn't,
have
a
service
standard
for
it
through.
F
R
F
A
You
I
just
want
to
do
a
quick
time.
We
have
about
15
more
minutes.
We
have
a
number
of
different
divisions,
so
I'm
just
gonna
ask
we
also
have
police
coming
up
at
1:30,
so
I
just
want
to
run
down
quickly
if
there
any
questions
of
any
of
these
divisions
and
if
not,
then
maybe
they
can
be
excused.
So
let
me
run
down
and
get
questions
on
engineering
and
construction
services.
Okay,
we
have
one
policy
and
emergency
management
policy
planning,
finance
and
administration.
N
A
To
sorry,
yeah,
transit
expenses,
yeah
waterfront,
revitalization
waterfront
revitalization,
to
have
any
okay
so
on
those
well
just
on
the
anyway.
The
PPF
na
and
water.
Revitalization
won't
be
needed
after
lunch
just
well.
We
can
actually,
let's
we
got
15
minutes.
So
let's
see
how,
let's
so,
why
don't
we
do
it?
Let's,
let's
just
work
our
way
down:
engineering
and
construction
outside
counselors,
perks,
first
I
believe
we
can.
We
can
whip
a
few
of
these
off.
That
would
be
great
I.
N
Am
looking
at
the
analysts
notes
for
ECS
I'm,
looking
at
page
8
table
2,
which
is
the
key
drivers,
I'm
looking
at
salaries
and
benefits,
and
there's
a
note
saying
that
the
increase
there
is
for
inflation
and
17
new
positions
and
enhanced
vacancy
management.
But
so
my
question
is
this:
I
want
to
return
to
one
of
my
annual
hobby
horses,
which
is
our
when
we
do
major
construction
projects,
road
repair,
etc.
N
N
T
T
T
Is
it's
very
active
at
this
point
in
the
forecast
for
the
next
ten
years?
Continues:
growth
in
that
area,
so
you
know
we're
at
a
competitive
disadvantage
from
a
salary
compensation,
so
there
is
work
that
has
started,
and
our
hope
is
that
by
the
end
of
this
year,
there'll
be
a
correction,
certainly
for
some
of
our
key
positions.
To
answer
your
question
in
regards
to:
when
do
we
hire
project
managers?
External?
You
know,
we've
been
quite
strategic
on
I'll,
say
some
on
our
local
roads
or
work
within
the
municipal
right-of-way.
T
Most
of
that
work
is
done
through
in-house
expertise
where
there
has
been
a
bump
up,
as
was
referenced
in
the
DCMS
presentation.
We've
gone
external
just
from
a
capacity
standpoint,
but
our
hope
is
on
the
go
forward
that
if
we
can
narrow
the
gap
with
respect
to
our
vacancies,
a
lot
more
of
that
work
will
be
done
in-house.
So.
T
Three,
a
charity,
it's
our
expectation
based
on
the
analysts.
Note
work
based
on
the
budget
notes
that
you've
seen
is
that
we
actually
narrow
the
gap
with
respect
to
vacancies
and,
to
a
large
extent
that
will
be
attributed
to
the
work
that
we're
doing
with
public
it
with
people
in
equity
in
regards
to
the
compensation
levels.
So.
E
It
wasn't
going
to,
but
this
kind
of
brings
it
up.
So
we're
struggling
with
this
we're
struggling
with
this
we're
gonna
get
a
report
back
on
it,
and
it's
not
it's
not
directly
related
to
the
budget
right
now,
but
I
just
want
to
note
at
this
junk
that
one
of
the
things
that
we
encounter
when
we
when
we
go
out
to
the
colleges,
whether
private
or
the
public
colleges
where
they're
teaching
such
things
as
as
capital,
project
management
and
and
the
accounting
of
and
etc,
etc.
T
The
chair
we've
embarked
on
a
number
of
recruitment
strategies.
Co-Op
is
one
we
have
also
engaged
with
the
universities
with
respect
to
their
program
as
well,
so
that
we
have
students
that
are
at
some
point
through
their
engineering
program
to
come
in
and
work
with
us.
We
made
a
concerted
effort
to
augment
our
our
resources
during
the
summer
time
with
part-time
inspectors.
E
T
The
chair,
that's
that'll,
be
something
that
we
look
at
as
well,
whether
we
form
wise.
Currently,
it's
been
out
on
an
informal
basis.
We
hashed
out
to
the
community
colleges
and
the
universities,
but
certainly
to
your
point
on
with
respect
on
the
community
colleges
and
some
of
our
technicians,
technologists
or
survey.
Crews,
though,
is
a
route
that
we
need
to
look
at
absolutely
okay,.
A
N
N
N
But
but
it
is,
you
know
we
put
the
City
of
Toronto
produced
ahead
of
the
storm
in
2009
ten
years
ago,
where
we
catalogued
the
concerns
around
increased
flooding,
the
risks
to
our
water
infrastructure,
the
risks
of
massive
heat
waves
such
as
those
that
have
been
experienced
in
Central,
Europe
and
and
continental
United
States,
and
here
we
are
10
years
later
and
it's
a
work
in
progress,
I
I.
What
is
it
going
to
take
and
to
get
to
beef
up
our
ability
to
deal
with
weather-related
emergencies
so.
K
Through
you,
mr.
chair,
I'll,
I'll,
take
that
answer
so
councillor
perks,
certainly
through
the
resilience
strategy.
The
issue
of
urban
flooding,
the
heat
islands
that
we
can
experience
in
our
city
is
top
of
mind.
Just
this
week,
the
director
of
OEM
myself,
our
resilience
lead
and
a
member
of
Toronto
Water,
spoke
about
the
next
steps
on
advancing
on
a
flood,
a
flood
tool
so
absolute
from
a
resilience
standpoint
across
the
city.
It
is
absolutely
in
focus.
Yes,
we
do
have
work
to
do
on
it,
but
we
do
have
foundational
work
done
in
respect
to
heat.
K
Certainly,
the
heat
relief
Network
and
the
efforts
taken
there,
as
well
as
through
our
Green,
Streets
and
other
other
programs
that
are
focused
on
resilience
needs.
So
it's
absolutely
a
focus
area.
I
did
not
do
it
in
the
presentation.
I
was
trying
to
roll
up
ten
divisions
into
one,
but
to
say
that
resilience
is
on
front
plate
for
this
fair.
N
Enough
could
we
expect,
as
part
of
the
report
on
the
updating,
transform,
teal
or
some
other
place,
and
in
your
report
that
says
these
are
the
weather
conditions
that
we're
expecting
and
the
piece
that
I
always
seem
neglected
is
heat,
and
here
is
our
strategy
for
emerge,
emergency
preparedness
and
council.
This
is
what
it's
going
to
cost
you
to
be
ready,
so.
K
K
In
my
view,
the
issue
of
urban
flooding
and
councillor
Nunziata
knows
that
quite
keenly
the
issue
of
heat
and
how
those
two
things
coincide,
as
well
as
the
issue
of
heat
related
to
our
tall
towers
and
resilience
in
our
neighborhoods
so
and
councillor
wong-tam
certainly
can
relate
to
that.
So
all
of
those
things
will
be
coming
back
as
it
relates
to
and
that's
a
conversation,
DCM
julie
and
I
are
having
on
how
this
relates
and
can
come
together
with
the
info
environment,
work
and
transform
to
you
well.
N
Okay,
I
did
I
just
I'll,
say
it
one
more
time:
heat
I
mean
public
health
put
out
a
report.
I
think
it
was
six
years
ago
that
found
it.
Several
hundred
thousand
Torontonians
would
be
at
risk
if
we
got
the
kind
of
four-day
above
35
degree
weather
that
everyone
projects
we're
going
to
start
experiencing
routinely
through.
K
You,
mr.
chair,
absolutely
in
fact,
we
recently
undertook
a
bit
of
an
exercise
on
how
the
city
would
respond.
Our
level
of
readiness,
if
we
had
at
a
prolonged
heat
event,
so
heat
and
the
heat
relief
network
and
the
commitment
to
us
continuing
to
provide,
find
opportunities
to
provide
relief
in
the
instances
of
extreme
heat,
is
absolutely
one
of
the
pillars
of
this
strategy
and
work
forward.
K
A
E
I
was
just
I
just
wanted
to
highlight
in
Toronto
building
I
just
wanted
to
know
if,
if
there
are
any
updates
needed
here
in
terms
of
cost
recovery
projections,
because
we
were
discussing
in
in
economic
developed
the
other
day,
that
there's
suddenly
been
a
downturn
in
activity
in
people,
picking
up
building
permits
and
in
requirements
for
inspection
and
things
like
that,
even
though
it
seems
like
we're
bustling,
we
suddenly
saw
this
dip,
whether
it's
created
by
the
the
sector
holding
its
breath
because
of
bill
108
or
whatever
do
all.
The
projections
here
still
stand
through.
A
Just
a
question
I'm
just
trying
to
do
wondering
if
it
makes
sense
just
to
extend
a
little
bit
to
get
Trant
this
group
done
you
had
so
you
had
councilor,
you
have
Toronto
building
questions,
okay
and
then
councillor
perks,
you
had
one
okay.
So
let's,
let's
extend
just
to
finish.
These
two
sounds
as
if
they'd
be
quick,
so
motion
to
move
to
extend
well
posed,
approved,
carried.
A
M
We've
been
working
with
Toronto
building
very
closely
as
a
result
of
from
the
bridge
stuff
in
Crescent,
Town
and
I
wanted
to
talk
about
the
proactive
inspections
and
enforcement.
I
know
that
we're
doing
everything
we
can
to
advance
the
proactive
stuff
enforcement
inspections
on
bad
actors.
When
I
look
at
the
budget
on
page
10
for
2021
and
2022
outlook,
I
see
that
we're
you
know
we're
trying
to
keep
the
cost
down
and
stay
lean
and
we're
gonna
shift
around
some
of
the
people
who
are
currently
working
on
transit
expansion
projects.
Right
now.
M
That's
my
understanding
of
it.
My
question
is
how
we're
thinking
about
increasing
that
enforcement
for
for
the
bad
property
property
owners
for
the
people
that
that
need
to
proactively
us
to
go
out
and
do
that
work
to
coordinate
across
divisions
to
make
sure
that
you
know
nothing's
slipping
through
the
cracks
and
that
we
are
actually
proactively.
On
top
of
this
in
advance
of
issues
arising
through.
M
M
And
then
just
kind
of
actually
that's
a
good
segue
following
up
on
that,
so
I'm
really
obviously
interested
in
the
structural
stuff
like
our
garages
or
pedestrian
bridges.
We
need
to
be
proactive
on
that
I'm,
also
interested
in
how
we're
lining
up
on
some
of
our
policy
goals
like
protecting
tenants
in
rental
properties,
protecting
tenants
in
affordable
housing
and
all
the
enforcement
issues.
This
might
be
a
broader
MLS
question,
but
how
we're
merging
merging
things.
Q
So
threw
the
chair,
I
would
say
it
is
probably
a
more
broader
question.
What
I
can
speak
to
in
Toronto
building
is
where
there's
an
opportunities
for
us
to
help
in
that
regard,
we
do
move
in
and
help
on
that
also
through
our
program
review,
which
is
going
to
look
at
all
of
our
services.
That
could
be
something
could
come
out
of
that
program
review
as
a
result
of
that.
Okay,.
A
A
Perfect,
okay,
so
what
just?
Let
everybody
I
know?
Councillor
Layton's,
not
here
afterwards.
He
has
something
to
go
in
his
ward.
Just
want
to
make
sure
everybody
here
is
back
at
1:30
for
quorum
issues,
I
think
we're
fine,
but
we
have
police
actually
just
police
after
lunch
with
the
presentation
and
then
Toronto
atmospheric
fund
police
services,
parking
enforcement
unit
and
police
services
board
at
1:30.
So
we
recess
till
1:30.