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From YouTube: Budget Committee - December 12, 2017
Description
Budget Committee, meeting 39, December 12
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12852
Meeting Navigation:
0:08:43 - Call to order
2:24:39 - Meeting resume
Budget Presentations and Questions:
0:12:48 - Citizen Centred Services "A"
0:42:57 - Toronto Paramedic Services
0:48:35 - Court Services
0:49:53 - Economic Development and Culture
1:20:13 - Long-Term Care Homes and Services
1:48:05 - Toronto Employment and Social Services
1:49:15 - Parks, Forestry and Recreation
2:03:50 - Shelter, Support and Housing Administration - TCHC
2:05:01 - Affordable Housing Office
2:09:41 - Children's Services
2:10:03 - Social Development, Finance and Administration
2:24:45 - Toronto Public Health
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D
D
D
D
We
acknowledge
that
we
are
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
first
nation,
the
HUD
nashoni,
the
Huron,
when
debt
and
home
to
many
diverse
and
indigenous
peoples,
and
if
you
want
to
watch
us
on
YouTube
at
Toronto,
City
Council
live
or
you
can
follow
on
your
computer
tablet
or
smartphone
at
Toronto
dot,
CA
/
council.
So,
while
I
remind
everybody
today
that
Hanukkah
begins
at
sundown
today,
so
we
are
gonna,
be
ending
at
3:30
today,.
D
So
anyway,
so
our
challenge
will
be
today
is
again.
If
we
do
not
get
we're,
gonna
be
doing
cluster
8
today,
if
we
don't
get
done
by
3:30,
we'll
be
moving
that
to
Thursday
so
I'm
hoping
that
again
with
Thursday,
we
have
a
big
agenda
as
well,
so
hoping
we
can
be
disciplined
enough
to
be
able
to
get
through
that,
but
we'll
see
we'll
have
to
just
play
it
by
ear.
D
Are
there
any
declarations
of
interest
and
a
municipal
conflict
of
interest
Act,
seeing
none
we're
gonna
get
to
the
presentation
shortly?
What
we'll
do
there'll
be
a
presentation
of
the
overall
cluster,
a
and
we'll
have
opportunity
to
ask
questions
and
then
we'll
get
into
the
details
of
each
division
so
go
through
each
division
and
all
councils
will
have
an
opportunity
to
ask
questions
on
each
division.
This
that
we've
done
this
pretty
much
every
year.
I
also
want.
If
there
are
any
motions
or
particularly
briefing
note
requests,
because
this
is
one
long
meeting.
D
I
would
request
that
you
get
them
into
the
clerk's
as
soon
as
possible,
so
by
the
end
of
the
week
we'll
be
able
to
compile
all
of
them
years.
We've
had
quite
a
few,
so
it
would
be
I
prefer
if
you
can
get
them
in
just
so
and
give
permission
from
the
clerk's
for
myself
and
Josey
to
be
able
to
review
them.
So
by
the
end
of
the
week,
we'll
get
a
sense
of
how
many
we
have
and
then
on
I
believe
next
week
or
on
Friday.
D
E
D
So
we
would
we
try
to
organize
them
as
best
as
possible
and
it
just
allows
staff
time
to
look
at
them
more
clearly
so,
but
if
you
can
do
that
as
quickly
as
possible,
that
would
be
much
appreciated
minute
at
the
last
moment
again,
this
is
a
multi-day
meeting
so
we'll
beginning
today
there
are
four
sessions
today,
there's
Thursday,
there's
Friday
and
then
there's
money
so
that
Monday
that'll
be
its
equivalent
of
one
full
meeting
any
other
questions.
Before
we
begin
the
presentations.
F
Good
morning,
mr.
chair
members
of
committee,
thank
you
for
the
opportunity
to
present
at
a
pretty
quick
summary
of
cluster
ease,
preliminary
2018
capital
and
operating
budget.
Well.
This
is
just
an
outline
of
today's
presentation
and
in
the
interest
of
time
to
try
and
speed
us
along
I'm
not
going
to
be
speaking
in
detail
to
all
of
the
slides.
F
We
will
respond
to
questions
at
the
end
and
we
provided
more
detailed
information
in
the
appendices,
and
this
is
just
a
list
of
those
appendices,
so
we're
just
going
to
start
with
a
quick
overview
of
the
cluster.
So
the
cluster
is
made
up
of
ten
divisions
or
program
areas
and
each
of
those
areas
are
responsible
for
delivering
a
variety
of
services.
F
Those
services
are
described
in
more
detail
within
the
budget,
notes
that
you
have-
and
we
also
have
a
number
of
capital
assets,
that
the
program
areas
maintain
and
operate
in
the
delivery
of
their
various
programs.
We
have
everything
from
child
care,
centers,
heritage
properties,
long-term
care,
homes,
ambulance
stations
right
through
to
shelters
and
our
extensive
network
of
parks
and
recreational
facilities
in
terms
of
our
workforce.
The
clusters
workforce
is
approximately
12,000
and
850
position.
F
This
next
slide
just
shows
the
staffing
trend,
excluding
capital
positions
from
2009
right
to
today,
and
then
the
outlook
for
2012
and
2020.
So
in
those
early
first
two
years
we
you'll
see
an
increase
there,
an
FTEs
and
that's
largely
driven
by
the
increasing
o,
W
or
social
assistance
caseload.
We
have
decreases
in
11
and
12,
and
those
are
largely
due
to
the
temporary
closure
of
Kipling
acres,
long-term
care
home
that
we
redeveloped
and
there's
various
efficiencies,
mostly
in
Toronto
and
social
services
and
parks,
forestry
and
Rec.
F
We
have
increases
from
13
to
16
and
those
are
largely
driven
by
the
opening
of
new
community
centers,
new
parks
and
recreational
facilities.
We
also
reopen
phase
one
of
Kipling
acres
and
brought
145
beds
back
on
stream,
and
we
added
over
those
four
years
two
hundred
and
twenty
paramedics
phased
in,
and
that
was
in
order
to
meet
a
growing
need
in
the
service
area
and
the
service
demand
area
and
that's
all
associated
with
the
growing
and
aging
population.
Here
at
the
city,
we
had
a
substantial
decrease
in
2017,
but
that's
primarily
the
cleanup
of
positions.
F
However,
we
did
invest
and
bring
in
additional
positions
within
Children,
Services
and
long-term
care
homes,
and
that
was
to
meet
legislative
requirements
worth
with
regard
to
resident
acuity
in
the
long-term
care
homes
and
to
meet
some
new
staffing,
legislated
staffing
ratios
and
Children's
Services,
and
those
increases
were
offset
by
decreases
again
largely
in
employment
and
social
services
and
Court
Services,
and
that's
associated
with
efficiencies
that
we're
bringing
in
with
the
drop
in
caseload.
As
well
as
the
introduction
of
the
administrative
penalty
system
for
parking
violations
in
2019.
F
We
anticipate
a
decrease
as
well
and
that's
again,
associated
with
the
decreasing
case
old
and
social
assistance,
and
so
we're
streamlining
our
operations
to
accommodate
that
and
in
2020
we
have
an
increase
there
of
approximately
18
positions
and
that's
due.
There
are
fully
funded
positions
by
the
province
and
it's
related
to
the
resident
acuity
in
our
long-term
care
homes.
F
Weird
I
think
we're
doing
extremely
well
this
year
in
terms
of
filling
our
fake
I'm.
Now,
just
gonna
quickly
provide
an
overview
of
the
operating
budget.
I'm
gonna
stir
it
very
quickly
touching
on
some
of
our
key
accomplishments.
In
2017
it
was
quite
a
productive
year
for
the
cluster
and
in
particular
the
work
we
did
in
helping
advance
councils,
poverty
reduction
objectives.
We
launched
the
open
door
program,
we
implemented
an
implementation
plan
for
the
first
phase
of
tenants
first,
which
is
our
TC
HC
transformation
and
the
transformation
of
the
broader
social
housing
sector.
F
We
increase
the
number
of
shelter
beds
by
18
percent.
Over
the
year
we
developed
and
launched
a
plan
on
how
to
grow
the
city's
childcare
system
to
better
meet
demand
and
affordability.
We
expanded
our
student
nutrition
program
and
we
moved
move
forward
and
developed
and
implemented
the
social
procurement
program,
and
it
was
the
first
program
of
its
kind
in
Canada
and
we
introduced
the
second
phase
of
our
human
services
integration.
So
last
year
we
consolidated
our
online
services
and
introduced
a
finder
tool
tool,
and
this
year
we
consolidated
67
different
intake
lines
into
one
number.
F
We
have
some
additional
achievements
here
on
this
slide
and
I
just
want
to
highlight
not
all
of
them,
but
the
work
that
was
done
in
terms
of
advancing
councils,
equity
and
inclusion
goals.
So
we
developed
the
anti
black
racism
action
plan,
the
Toronto
for
all
campaign
and
the
tool
that
the
staff
developed
in
order
to
bring
that
equity
perspective
to
the
city's
budget
review
process.
F
But
we
do
have
plans
in
place
to
help
meet
those
challenges
and
those
needs
and
I'm
not
going
to
name
them
all.
We've
reported
them
all
through
committee
and
council,
and
some
of
the
most
more
significant
ones
are
identified
here
on
the
slide.
As
always.
Business
transformation
and
modernization
continues
to
be
a
focus
for
the
cluster,
and
this
slide
just
captures
a
small
sampling
of
those
initiatives.
F
The
appendices
provide
more
detailed
information
and
all
of
the
transformation
initiatives
are
centered
around
our
clients
and
our
customers
and
how
best
to
improve
services
and
service
outcomes,
and
that's
both
from
a
system
perspective,
a
system-wide
perspective,
as
well
as
a
service
level
perspective,
so
we'll
now
just
look
quickly
at
the
operating
budget.
So
the
2018
gross
operating
budget
for
cluster,
a
is
Landsat
3.6
billion
dollars,
and
a
third
of
that
1.1
billion
is
dedicated
to
employment
and
social
services.
F
A
quarter
is
allocated
to
housing
and
then
children's
services
and
parks,
forestry
and
recreation
each
account
for
15%
and
13%,
respectively
of
our
growths
budget
and
in
terms
of
funding,
which
is
the
PI
on
the
right
hand,
side
57%
of
our
budget
is
funded
through
provincial
and
federal
subsidy.
So
we
have
a
lot
of
cost
shared
programs.
A
third
is
funded
through
the
property
tax
base
and
user
fees
generate
just
under
five
percent
of
our
funds.
F
This
next
slide
just
summarizes
the
2008
gross
and
net
luminary
budget
by
program
area,
with
a
comparison
to
2017
and
despite
some
pretty
significant
pressures
that
we
were
facing
the
clusters
overall
budget,
including
the
subsidy
that
the
city
provides
to
Toronto
Community
Housing
is
just
over
the
2017
approved
budget.
So
we
came
in
at
0.2%.
F
Herkie
pressures
continue
to
be
focused
in
that
housing
area.
We
have
the
continued
loss
of
federal
funds,
that's
associated
with
the
expiry
of
operating
agreements
and
the
demand
for
shelters
continues
to
rise
and
that
results
in
an
18
million
dollar
pressure
for
2018
we
have
normal
year-over-year
cost
of
living
and
inflationary
increases
and
then
offsetting.
Those
pressures
is
the
provincial
upload
of
Ontario.
F
Works
in
2018
is
the
last
year
of
that
upload,
so
that's
20,
just
under
22
million
this
year,
so
that
it
presents
a
net
pressure
of
just
under
25
million
to
help
alleviate
or
mitigate
some
of
those
pressures
and
divisions
undertook
a
pretty
detailed
review
of
their
budgets
and
their
services
to
help
identify
sustainable
reduction
options.
This
slide
summarizes
the
changes,
so
in
total
they
identified
twenty
two
point:
seven
million
the
line
by
line
review
generated
three
million
based
revenue,
changes
generated
five
point.
F
Six
and
that's
largely
just
inflationary
increases
on
our
user
fees,
plus
a
three
million
dollar
draw
from
our
social
housing
reserve
service
efficiencies
which
I,
which
I'm
going
to
talk
to
on
the
next
slide,
contributed
five
point:
three
million.
We
have
some
minor
service
adjustments
in
economic
development
of
culture
that
total
one
hundred
and
thirty
thousand
and
revenue
adjustments
brought
in
six
eight
point:
six
million,
but
those
revenues
are,
adjustments
are
just
there
draws
from
reserves
in
the
areas
of
Children's,
Services
and
employment
and
social
services.
F
F
The
preliminary
budget
also
includes
some
additional
resources
in
the
area
of
long-term
care
homes.
Those
resources
and
the
costs
associated
with
them
are
fully
funded
by
the
province
and
it's
in
order
to
meet
those
legislative
standards
that
I
referred
to
with
respect
to
residents
acuity
in
terms
of
new
services.
The
preliminary
budget
does
include
the
utility
locate
service
for
BIA
switch
counsel
discussed
last
week.
F
Now
there
are
a
number
of
new
and
enhanced
services
that
are
not
included
in
this
2018
preliminary
budget,
but
they
are
provided
for
budget
committees,
consideration
and
review
they're
detailed
in
the
notes
and
they're
summarized
in
slide
65
to
68
of
this
presentation
in
the
appendices
section
looking
forward
to
the
next
two
years.
We
anticipate
net
incremental
impacts
of
around
four
point,
seven
and
four
point:
eight
percent
in
nineteen
and
twenty,
and
in
both
those
years
we
have
identified
the
continued
loss
of
federal
funding
for
social
housing.
It's
quite
substantial,
but
particularly
in
by
2020.
F
It
hits
20
million.
But
we
are
hopeful
with
the
announcement
of
the
national
housing
strategy
that
the
federal
government
will
begin
to
reinvest
those
monies
back
into
social
housing.
But
at
this
point
in
time
we
don't
have
enough
detail
with
on
that
announcement
to
actually
confirm
that,
so
we've
left
those
in
for
now
in
2020.
F
We
also
have
a
twenty-one
million
dollar
pressure
and
TCH
C
and
that's
related
to
the
sinking
fund
contribution
that
contributions
been
deferred
to
2020,
pending
the
development
of
a
long-term
funding
model
for
our
housing
corporation
now
before
I
wrap
up
the
operating
budget
review
I
do
want
to
quickly
review
TCH
C's
budget.
So
just
as
a
reminder,
the
city
subsidy
for
TC
HC
is
budgeted
and
administered
under
shelter,
support
and
housing
administration
a
you
were.
F
Tc
HC,
due
to
identify-
and
these
pressures
were
confirmed
through
the
mayor's
task
force
and
the
staff
review
some
significant,
ongoing
operating
pressures
and
largely
driven
by
stagnant
revenues
and
increasing
operating
costs,
particularly
in
the
area
of
utilities.
So,
in
response
to
that,
City
Council
last
year
increased
the
annual
subsidy
to
the
Housing
Corporation
by
37
million
and
that's
really
helped
stabilize
the
operation.
F
So
for
2018
the
plan
includes
two
hundred
and
sixteen
million
and
in
nineteen
just
over
63
million.
So
this
is
the
first
time
that
the
city
is
actually
going
to
be
borrowing
on
behalf
of
its
housing
corporation
and
this
investment
over
the
next
two
years
will
allow
TC
HC
to
continue
to
move
forward
with
this
capital
repair
program
and
avoid
any
further
unit
closures
and
it'll
also
allow
it
to
continue
with
current
phases
of
council
approved
revitalization
projects.
F
It
also
eliminates
that
fifty
four
million
dollar
pressure-
that's
from
operating
subsidy
side
with
relation
to
the
capital
repair
backlog
and,
as
I
mentioned,
that
eighteen
million
dollar
sinking
fund
contribution
will
be
addressed
through
the
long
term.
Funding
strategy-
that's
currently
being
developed
and
we'll
be
reporting
about
later
so
TC
HD
is
overall
budget
is
one
billion
dollars
that
covers
both
operating
and
capital.
F
The
vast
majority
of
our
budgets
dedicated
to
building
repairs,
capital
development
utilities
and
debt
repayment
and
in
terms
of
funding
sources,
which
is
a
pie
chart
on
the
right
residential
rents,
met
fund
approximately
a
third
of
the
budget,
the
city's
operating
subsidy
funds
apart
about
23%
and
the
city
debt
funding
that
we're
taking
out
for
the
first
time
will
fund
around
21%
of
that
budget.
I'm
gonna
quickly
review
our
10
year.
Capital
plan.
Major
projects
in
the
ten-year
plan,
we're
very
I'm
very
excited
to
say,
include
George
Street
revitalization.
F
We
also
have
21
new
childcare
centers
and
that's
in
support
of
our
growth
strategy.
New
community
centers
are
going
to
be
coming
online
as
well
as
more
parks,
we're
gonna
be
replacing
the
ferry
boats.
We
have
two
more
multifunctional
paramedic
stations
coming
a
lot
online.
The
first
one
came
online
this
year
and
we
have,
as
I
mentioned,
we're
going
to
continue
with
the
in-flight
revitalization
projects
for
TC
HC
and,
of
course,
state
of
good
repair
continues
to
be
a
focus
for
the
cluster
in
2018,
in
that
this
particular
upcoming
year.
F
The
ten
year
capital
plan
in
total,
total
six
point,
six
billion
and
approximately
half
of
that
is
dedicated
to
parks
for
stream
recreation
and
now,
with
the
George
Street
being
brought
above
the
valign.
A
third
of
our
capital
plan
is
now
dedicated
to
sshe
and
George
Street
is
budgeted
under
there.
The
balance
is
distributed
by
some
of
her
among
some
of
our
other
programs,
and
the
funding,
which
is
the
chart
pie
chart
on
the
right
you'll
see
that
the
majority
is
funded
through
debt.
F
1.8
billion
of
that
is
funded
through
debt,
and
then
we
have
reserve
funds,
development
charges
and
other
revenues
making
up
the
difference.
The
ten
year
capital
plan
is
dominated
by
state
of
good
repair
and
service
improvements.
They'll
combine
those
two
areas
represent
40%
each
of
the
plan
so
80%
in
total,
and
then
growth
related
accounts
for
14%
of
the
the
capital
plan.
F
Looking
at
our
state
of
good
repair
backlog,
so
in
2018
we're
just
over
five
million
in
terms
of
the
backlog
it
does
peak
at
six
hundred
and
fifty
eight
million
in
2026,
and
it
drops
slightly
and
then
in
2027
and
then
there's
a
number
of
projects
that
are
currently
below
the
line
are
not
included
in
the
10
year
capital
plan,
one
of
the
more
significant
ones
being
the
redevelopment.
We
have
five
long-term
care
homes
that
we
still
need
to
redevelop
to
meet
legislative
design
standards,
but
George
Street
is
to
kick
off
it's
developing.
D
So
what
we'll
do
now
is
we'll
go
through
a
questions,
questions
on
the
presentation.
We
will
be
get
enough
that
you
get
into
questions
specifically
on
any
division,
we're
going
to
be
going
through.
So
if
you
have
questions
on
a
specific
division,
we'll
be
getting
into
those
in
detail
after
that,
so
just
these
are
more
just
general
questions
of
the
presentation.
G
F
G
F
Land
has
been
acquired
through,
so
there
was
George
Street.
We
had
certain
phases
approved
in
the
earlier
years
and
part
of
that
was
acquiring
the
site.
So
my
if
I'm,
recalling
correctly
all
of
the
land
that
we
need
to
purchase,
has
been
purchased,
and
this
is
really
being
able
to
move
forward
with
the
actual
demolition
and
construction
of
the
new
site
and
then.
F
G
H
Three
mister
chair
when
we
presented
the
budget
on
the
30th
of
November
through
the
capital
programming
work
that
we
did.
We
identified
sort
of
two
strategies
that
we
used.
One
was
looking
at
everyone's
cash
flow
funding
and
aligning
it
to
project
timing
and
readiness
and
that
actually
created
some
debt
room
as
we
smoothed
out
those
cash
flows
over
the
ten-year
period
that
gave
us
some
extra
debt
capacity,
and
then
we
also
are
planning
for
the
additional
provincial
gas
tax
funding
that
we're
getting,
which.
H
About
158
million
dollars
here
once
it
comes
up
to
the
four
cents
that
gave
us
about
another
billion
dollars
of
capacity
through
the
ten
year
period
combined,
we
took
that
capacity
and
identified
four
key
priority
areas
that
we
would
then
bring
above
the
line.
Critical
social
infrastructure
was
one,
so
that
was
how
we
have
been
able
to
accommodate
the
TC
HC
additional
state
of
good
repair
funding
for
two
years:
George
Street,
critical
state
of
good
repair,
hey
Oda
compliance
and
some
transformation
projects.
H
C
Just
a
quick
question:
cuz
it
in
this
presentation
or
tche
is
gonna
present
specifically,
but
in
this
presentation
we've
combined
the
operating
and
capital,
which
is
just
as
well
because
it's
it's
own
separate
corporation.
We
only
need
the
snapshot
but
I'm
having
trouble
understanding,
there's
the
interim
funding
strategy
that
talks
about
having
279
funded
from
debt
and
then
in
the
pie
chart
it's
it.
It
says:
city
capital,
debt
fund,
it
said
a
subsidy
216
million.
So
there's
there's
an
extra
piece
that
I'm
missing.
F
F
C
We're
gonna
move
forward,
and,
while
we're
doing
this
program,
there
is
still
there
is
still
cluster
looks
to
make
sure
that
that
that,
while
we're
using
them
with
with
debt
to
catch
up
with
state
of
good
repair
operating
is,
is
still
operating
to
a
zero
balance,
not
a
deficit.
All
the
debt
is
going
to
capital,
not
operating,
okay,
yeah.
Okay,
thank
you.
Those
are
my
questions.
Thank.
I
I
I
F
Of
the
so
council
asked
us
to
develop
an
interim
funding
model
for
the
next
two
years
until
we
have
time
to
get
work
out
with
corporate
finance
and
TCH
see
what
a
longer
term
sustainable
model
might
look
like.
So
for
these
first
two
years,
18
and
19,
the
city
for
this
first
time
is
going
to
be
borrowing
debt
in
order
to
allow
TCH
seat
to
continue
with
its
capital
repair
program.
So
we
don't
have
to
shut
down
any
more
units.
So.
F
H
H
H
I
F
I
F
I
H
H
H
J
Do
we
get
a
list
of
what
actually
has
been
done
or
you
know
which
buildings
are
being
done
because
every
year
we're
putting
money
into
it
and
then
I
hear
from
tenants
and
buildings?
Oh
well,
nothing's
being
done
nothing's
being
done.
So
what
are
we
actually
doing
and
stayed
a
good
repair?
Do
we
get
that
list
so.
K
J
F
H
M
H
K
J
K
You
some
information
on
the
waiting.
Yes,
so
there
are
currently
about
90,000
households
on
the
waiting
list.
6,000
new
households
are
added
to
the
waiting
list
every
year
and
three
thousand
households
are
housed.
So
every
year
you
see
an
increase
of
approximately
three
thousand
households
to
the
waiting
list.
K
D
Thank
you
any
outside
any
other
counselors
in
the
committee,
not
any
outside
counselors
for
questions
we'll
have
another
opportunities
as
we
walk
down
the
list
of
this
questions
on
TC
8c.
So,
okay,
okay,
seeing
none!
Thank
you
very
much
Juliana.
So
what
we're
gonna
do
we
have
all
of
the
the
pertinent
staff
are
in
the
room,
so
you
have
a
list
in
front
of
you
and
we'll
work
down
through
the
divisions
on
questions.
So
the
first
is
Toronto
paramedic
services.
D
G
L
Chair
yep,
thank
you
for
the
question.
Last
year,
we
hired
56
new
FTE
paramedics
that
were
funded
from
the
province.
That
was
part
of
the
220
FDA
commitment
from
counsel
over
four
years.
They
were
all
hired
and
in
terms
of
outcomes,
our
performance
response
time
performance
continues
to
improve
we're
11
minutes
24
seconds
in
in
2016.
We've
increased
our
unit
hours
to
respond
to
that
3
to
5
percent
growth
that
we
experience
every
year
and
call
demand.
G
Ok
and
are
there
any
moves
in
the
department
too,
for
you
know,
looking
for
service
efficiencies
or
you
know,
you've
got
you've,
got
your
own.
You've
got
your
own
places,
fire
departments
got
their
own
places.
Are
there
any
collocation
initiatives
underway?
You
tell
me
a
little
bit
about
that
through.
L
The
chair,
our
multifunction
station
project,
the
first
one
came
in
line
this
fall
and
October
on
the
Wilson
Street
and
in
Ward.
9
was
one
of
our
first
moves
in
terms
of
efficiencies
so
that
project
it's
outlined
in
our
inner
capital
budget
notes
on
page
3,
speaks
to
the
efficiencies
of
a
large
scale
operation
where
paramedics
are
focused
on
paramedics,
responding
to
calls
and
we've
incorporated
logistics
staff
in
supporting
the
paramedics
and
cleaning
stocking
via
that
returns
unit
hours
into
the
organization
and
turns
out
onto
the
street.
L
G
L
It's
it's
a
difficult
question
to
answer
at
times
in
terms
of
the.
After
all,
the
time
expenditures
they
are
related
to
full
shift
over
time
are
called.
Amman
still
can
increase.
Is
that
three
to
five
percent
and
we
do
find
ourselves
delayed
at
hospital
at
times,
however,
that
is
stabilized
over
the
the
last
couple
of
years
with
support
from
the
province
and
moving
forward
to
those
pieces
and
shift
over
time
that
contributes
to
overtime
costs
as
well
as
a
as
well
as
absenteeism
and
we've
been
working
towards
a
very
fairly
effective
mechanism.
L
L
Through
the
chair,
we've
been
working
very
very
diligently
with
her
absenteeism.
Our
sick
time
is
down
a
few
years
back.
It
was
about
eleven
days
per
year
and
this
year
we're
on
target
for
nine
days
per
year,
so
we're
very
diligent
at
managing
that
it's
one
of
our
key
performance
indicators.
So
we
manage
it
daily
and
work
significant
effort.
Okay,
Thank
You.
I
L
This
mentioned
through
the
chair:
it's
one
of
our
key
performance
indicators
or
a
management
team,
poor
Don
at
monthly.
We
met
we,
we
follow
our
sick
time
on
a
daily
basis
and
we
follow
our
staff
very
very
carefully,
and
it's
also
tied
to
our
our
employee,
health
and
wellness
program.
So
we
follow
up
with
our
staff
in
terms
of
their
wellness
on
a
regular
basis.
L
We
use
wellness
checks
with
our
staff
to
follow
up,
as
well
as
our
workload
component
since
we've
added
the
additional
unit,
hours
and
paramedics
on
the
to
respond
to
calls
our
workload
it's
much
more
balanced
and
we're
supporting
our
staff
in
that
way,
with
some
other
aspects
of
our
wellness
program.
So
we've
added
additional
support
in
terms
of
a
targeted
program
for
that
perspective,
implemented
Road
to
metal
readiness,
which
is
a
which
is
a
best
practice
to
openly
abided
by.
L
D
D
D
G
Well,
I'll
ask
a
question
to
do
my
job
as
a
city
councilor,
we
can.
We
talked
a
little
bit
about
I
know:
arts,
arts
funding
is
a
major
part
of
your
of
your
mandate.
And
can
you
talk
a
little
bit
about
the
economic
development
aspect
in
terms
of
attracting
companies
to
come
to
Toronto
and
what's
been
successful,
what's
working
sort
of
a
note
on
a
cost-benefit
basis?
How
much
were
how
much
are
we
investing
to
bring
companies
here
and
what
are
some
of
the
outcomes
so.
N
N
They
have
a
range
of
strategies,
much
like
investor
Anto
did
they
include
missions
to
different
target
markets
and
they
target
different
segment
sectors
and
different
geographies.
The
u.s.
being
a
prime
one.
Europe
China
are
the
leading
ones
some
parts
of
year
they
target
missions.
They
target
individual
companies,
a
prime
Ono,
obviously,
as
the
Amazon
bid
that
came
up
so.
G
N
The
in
terms
of
foreign
direct
investment
that
role
has
been
taken
over
for
nine
years,
because
investor
Anto
took
it
over
when
it
was
founded
in
2009
and
then
toronto
global.
So
we
in
economic
development
culture
support
those
efforts.
For
instance,
many
companies
are
interested
in
sector
specific
information.
We
have
10
12
sector
specialists,
so
we
will
ask
those
folks
to
support
toronto
global
when
they're
pitching
to
a
particular
company.
Ok,.
N
N
G
N
From
from
a
trade
perspective
over
the
years,
we
formed
a
relationship
with
Austin
and
we've
gone
down
there,
and
so
there's
been
investments
in
the
music
industry
as
a
result
of
that,
our
trips
to
China
have
resulted
in
a
number
of
major
investment,
Screenland
being
probably
the
most
famous
one,
but
there
are
other
other
investments
from
that,
and
our
European
invested
trips
to
Israel
to
UK
to
a
couple
of
other
countries,
resulted
in
a
number
of
tech
companies
moving
here
to
invest
in
it
in
the
city
and
startup.
Here,
okay,.
G
N
Currently,
preparing
a
report
to
answer
that
very
question:
we
partner
with
the
World
Trade
Center,
which
is
a
Shana
Regional
Board
of
Trade,
subsidiary
and
they've,
been
providing
both
training
to
Toronto,
based
companies,
they're
a
tap
program
and
a
101
which
is
an
introductory
program.
They've
been
tracking
very
closely
and
had
some
positive
results.
I
just
can't
I
don't
have
the
report
yet,
but
it
will
be
in
front
of
you
before
the
end
of
the
budget
consideration
process.
Thank.
C
Thank
you.
Mr.
Williams
got
half
the
way
there
I
was
they
some
people
jumped
when
they,
when
the
whole
budget
was
launched,
and
they
saw
that
that
shrinkage
in
the
budget,
which
is
primarily
from
Canada
150,
but
it's
kind
of
blended
with
what's
happening
with
global
Toronto.
Isn't
it
so?
We
now
have
a
new
way
of
moving
money
in
and
out
it
does.
That
is
that
amount,
changing
and.
N
Also
that
that
hasn't
affected
our
net
budget
at
all,
really,
okay,
because
on
the
Canada
150
that
was
drawn
from
a
reserve,
so
the
the
money's
there
were
a
net
zero
to
our
operating
budget,
but
our
gross
drop
significantly
as
a
result
of
the
ending
of
that
program.
With
respect
to
monies
that
we
put
in
to
our
international
activities,
they
were
supported
from
funds
that
came
from
Toronto
Portland's
company
into
non
program
revenue
and
then
are
transferred
to
our
budget,
so
those
are
net
zero
as
well.
C
And
some
specific
things
mr.
chair
on
the
service
changes
that
we
we
see
it
a
change
in
there,
a
lot
of
museum
rates
are
going
up
and
at
the
same
time,
the
thing
that
was
managed
through
the
library
is
with
sunlight.
The
museum
pass
is
disappearing,
is
economic
development
because
they've
lost
their
sponsorship?
Is
economic
development
or
the
partnership?
Bob
is
helping
and
trying
to
keep
that
program
alive,
because
if
the
rates
are
going
up
and
at
the
same
time
that
the
free
pass
is
disappearing
for
low-income
and
new
Canadians,
we
got
a
problem.
N
Right,
no,
we
continue
through
our
through
both
the
top
office
at
our
own
director,
a
sponsorship.
A
good
example.
Most
recently
is
McKenzie
investments
contribute
as
part
of
their
150
program,
making
the
entrance
to
our
museums
free
for
two
months
this
year,
which
is
a
great
trial,
because
we
think
that
may
be
an
opportunity
to
involve
more
companies
in
making
more
widely
accessed
access
to
our
cultural
facilities.
I,
don't
have
a
question
for
you.
I
don't
have
an
answer
for
your
question
with
regard
to
the
library
program
and
I'll,
get
that
for
you,
counselor
yeah,.
C
If
we
could,
we
could
figure
out
so
that
so
that
we're
communicating
it
the
right
way
if
we're
gonna
go
with
time
specific
sponsorships
versus
the
past
sponsorship,
whichever,
but
if
there
there
can
be
some
working
together
to
make
sure
that
accessibility
is
addressed
and
then
the
other
one
is
the
squares
program.
No
candidate,
Atmel
Lastman's
for
them's
fightin
words.
N
N
C
N
N
C
Okay,
if
I
got
time
for
one
more
question,
mr.
chair
and
lastly,
culture
grants
minor
and
major,
we
we
expect
on
deputation
day
we're
going
to
hear
about
their
future
plans
that
you
know
if,
if
we,
if
we
get
to
$25,
we
we
have
array
achieved
2001
funding
levels
for
other
cities,
but
we
expect
they'll
be
coming
and
presenting
their
new
program.
C
N
We
are
in
18
going
to
go
through
a
major
review
of
our
grants,
programs
for
the
majors
to
examine
whether
our
funding
is
meeting
all
of
the
city's
goals
with
regard
to
equity,
diversity,
geographic
else
wires,
and
who
we
will
report
back.
The
council
will
do
a
lot
of
close
consultation
with
the
community.
Obviously,
in
that
process,
it'll
take
the
whole
year
to
do
that.
N
N
J
Just
one
question:
it's
wonderful!
You
know
the
question
was
asked
you're,
promoting
all
this
businesses
new
businesses
to
come
into
the
city,
but
what
are
we
actually
doing
and
helping
the
suburbs
where
we
have
vacant
buildings,
vacant
storefronts,
depressed
area
where
we
need
help
and
we're
not
getting
it?
So
why
are
we
not
concentrating
in
some
of
these
areas
that
need
the
support
and
not
just
downtown.
N
So,
with
the
existing
resources,
we
do
the
best
we
can
but
you'll
notice
in
in
in
our
budget
that
there
is
a
below
the
line.
Item
focused
on
distress,
retail
areas
there
being
four
or
five
counsel
motions
asking
us
to
look
into
that.
So
there
is
a
series
of
immediate
steps
to
take,
and
one
of
them
affects
your
ward
along
Eglinton
and
to
a
study
to
take
a
look
at
the
full
complexity
of
retail.
N
Because
not
only
do
we
have
issues
in
many
strips
if
we
will,
but
we
also
have
an
overall
a
challenge
of
online
shopping
and
the
shifts
there
that
are
exacerbating
some
of
the
issues.
So
we
are
doing
that.
You'll.
Remember.
That
counsel
has
already
indicated
directionally
that
some
of
the
money
saved
from
the
vacant
you
know
rebate
cancellation
will
be
directed
to
this
purpose
and
we
will
be
presenting
and
during
the
course
of
this
year,
a
report
to
Council
with
detailed
recommendations
on
how
we
can
best
address
these
issues.
J
I
I
N
It
can
be
either
a
trip
that
we
would
do
that
Toronto
Global
would
be
supporting
us
or
Toronto.
Global
is
just
starting,
so
an
example
would
be
Toronto.
Global
took
a
mission
to
New
York
City
about
a
month
ago.
The
mayor
helped
lead
that
mission
and
we
as
staff
go
in
support
of
that
to
line
up
meetings
to
make
sure
that
we
can
follow
through
on
all
of
the
meetings
that
are
relevant
to
a
potential
investment
in
Toronto
to
reach
out
and
form
stronger
bonds
with
organizations
locally
in
New
York.
N
N
I
think
our
role
would
be
the
same
as
it
has
been
I
think
as
they
get
up
and
running,
they
will
have
more
trips.
Now
we
have
a
limited
budget
to
be
able
to
accompany
them
on
all
of
them,
and
many
of
those
it
won't
be
appropriate
to
us
to
accompany
it,
but
I
can
see
it
happening
on
a
occasional
basis
that
we
would
physically
accompany
them.
We
would
certainly
provide
background
information
for
them
on
any
trip
and,
more
importantly,
when
they
develop
a
lead
of
a
company.
I
I
N
I
E
M
E
N
What
that
particular
study
that
I
referred
to
so
that
list
has
three
different
buckets
of
expenditures:
to
do
actually:
two
buckets
of
expenditures
so
or
three.
Sorry,
no
three!
So
one
is
below
the
line.
Cultural
suggested
allocation
of
the
two
million
like
councillor
Carroll
alluded
to,
which
is
the
last
two
million
to
make
to
$25.00
per
capita
target.
If
the
budget
committee
and
councils
so
issues
and.
N
Culture,
major
cultural
organizations,
museums,
the
music
strategy,
New
Year's,
Eve,
public
art,
those
are
the
three
in
Toronto
Arts
Council.
Is
there
too
and
increased
grants
to
specialized
collection,
museums,
those
those
items
all
add
up
to
two
million
dollars
and
there's
staffs
recommendation
of
an
allocation?
If
council
so
wished
of
two
million
to
make
to
$25
per
capita
I'll
target?
The
council
committed
to.
E
N
I
believe
the
I
believe
Josie
wanted
to
comment
on
that
to
know
that
that's
coming
from
the
reserve
that
comes
from
a
reserve
and
then
the
balance
of
the
items
are
with
respect
to
getting
going
on,
helping
on
the
read
distress,
retail
areas,
which
is
immediate
funding,
and
that
would,
if
they
agreed
to
that,
would
come
out
of
the
vacant
unit.
Rebate.
Savings
that
are
going
to
begin
begin
not
be
full
but
begin
in
2018,
hey.
E
So
the
last
question
then,
for
me
anyway,
is
the
there
was
a
delegation
that
came
from
the
not
exactly
sure
Toronto
Arts
Council
Foundation
talking
about
the
two
million
two
million
I
was
I,
thought
that
what
they
meant
was
to
take
it
to
$25
they
needed.
They
thought
because
they
had
said
okay,
we'll
pass
last
year
because
or
two
years
ago,
because
the
Pan
Am
Games,
and
before
that
it
was
something
else
and
they
were
asking.
When
is
when?
E
N
So
torn
Arts
Council
has
got
a
very
significant
funding.
I
think
we've
added
seventeen
and
a
half
million
dollars
in
total
or
fifteen,
and
a
half
million
dollars
in
total
and
of
that
I.
Think
thirty
or
forty
percent
has
already
gone
to
the
Toronto
Arts
Council,
so
we've
been
significantly
I
think
their
grants
are
up
forty
or
fifty
percent.
Now
as
a
result
of
this
increased
funding,
this
is
just
the
last
trash
if
you
will
and
their
share
of
that
tranch,
which
in
this
case
is
25
percent
I.
D
N
Style,
it's
just
a
staff
led
process
based
upon
our
consultations
during
the
year
with
all
of
our
key
cultural
stakeholders
and
against
an
assessment
of
ensuring
that
councils
priorities
with
regard
to
diversity,
both
geographically
and
ethno-cultural
II
were
met,
was
based
upon
trying
to
balance
out
some
of
the
groups
that
had
started
from
very
small
base
and
needed
sort
of
a
higher
than
a
percent.
The
flat
percentage
increase
across
the
board.
N
It
was
based
on
the
needs,
as
we
interpreted
it,
of
different
programs,
so
ease,
for
instance,
on
the
small
and
medium-sized
specialized
museums.
Moca
is
restarting
operations,
so
we
wanted
to
put
a
little
extra
into
that
harbor
front.
We
are
trying
to
help
stabilize
that
organization,
so
we
wanted
to
assign
some
extra
money
to
that.
So
there
are
a
number
of
special
circumstances.
We
are
also
taking
into
account.
Okay,.
D
N
D
D
N
I'm
just
being
corrected
by
my
colleagues,
it's
166,
okay,
we
had
felt
that
we
could
figure
out
a
way
to
manage
that
half
of
it
I
kind
of
like
councillor
Fletcher
suggestion
on
the
floor
last
week
of
using
the
vacant
unirii
bade.
We
have
to
figure
out
whether
that's
possible
or
not,
and
so
we
don't
have
to
take
a
look
at
ours,
our
budget
and
and
and
and
figure
it
out.
We
will
figure
it
out.
Okay,.
D
But
there's
at
this
point
in
added
pressure
of
160
thousand
dollars
that
we
have
very
good
okay
and
on
the
the
major
cultural
events,
I
believe
the
FIFA
World
Cup
is
what
is.
Are
we
looking
at
making
a
commitment
to
that
or
will
that
have
an
impact
or
any
kind
of
decision
we
may
have
to
make
this
year.
N
There
is
no
need
to
spend
money
today
on
the
bid
for
the
World
Cup.
We
will
bring
a
report
to
executive
and
council
in
January
with
a
recommendation
whether
to
sign
some
agreements
that
we're
being
asked
to
sign
that
would
have
some
financial
commitments
down
the
road.
We
will
need
to
work
with
finance
corporate
finance
as
to
what
some
of
the
strategies
would
be
to
do
that
we
have
seven
six
seven
year,
I
mean
the
World.
Cup
is
almost
nine
years
away.
N
M
N
M
M
H
M
N
N
N
N
N
N
M
N
M
M
N
Is
now
it
is
now
we
had
city
TV
for
a
long
time
held
a
New
Year's
celebration,
which
was
cost.
We
didn't
invest
anything
in,
say,
TV
production.
They
then
decided
to
switch
to
a
rebroadcast
of
major
elements
of
New
York
City's
new
year's
eve
for
their
own
business
reasons.
We
sought
out
other
media
outlets
to
take
over
the
city
role.
We
did
not
find.
N
M
G
G
O
Sorry
so,
yes
counselor,
that
particular
adjustment
is
made
each
year
by
the
Ministry
of
Health
and
long-term
care.
The
adjustment
is
reflecting
rising
levels
of
care,
complexity
of
care,
and
it's
done
on
a
case
mix
index
basis.
This
particular
budget
adjustment
also
includes
other
changes
such
as
increases
in
food
that
is
provided
to
residents.
You
may
recall
last
year,
sorry
earlier
this
year,
the
province
invested
a
significant
amount
in
in
raw
food.
This
is
reflected
on
an
annualized
basis
as
well
plus
there's
other
changes
to
meet
legislative
standards.
There.
G
O
Through
the
chair
that
is
correct
what
the
adjustment
that
was
made
for
2017,
we
typically
would
backfill
for
staff
when
they
go
for
mandatory
training
and
as
a
result
of
last
year's
reduction,
we
changed
how
we
do
mandatory
training.
We've
have
shorter
training
periods
and
we're
relying
heavily
on
the
city's
enterprise
learning
initiative
system,
and
so
the
training
is
now
provided
through
half
hour
45-minute
snippets
of
time
when
we
can
pull
staff
from
the
from
the
floors
did.
G
O
G
O
It
could
be
a
range
of
those
because
we
do
as
I
say
we're
still
in
the
process
of
analyzing,
where
the
various
concerns
are
I.
Think
the
general
comment
we
hear
most
is
insufficient
staff
levels
and
we
have
certainly
over
the
last
several
years,
not
seen
the
the
kind
of
adjustments
that
is
really
needed
relative
to
the
care
levels
of
the
residents
that
we
are
serving.
G
O
The
chair,
yes
counselor.
We
have
a
Family
Council
in
each
one
of
our
homes,
even
before
this
became
part
of
the
legislation.
The
City
of
Toronto
had
a
tradition
of
having
family
committees,
because
we
are
very
strong
on
on
stakeholder
engagement.
We
also
have
resident
councils
in
every
home
as
well,
so
that
we
have
a
formal
forum,
plus
we
have
other
ways
and
means
of
connecting
with
residents
and
their
families.
So.
O
O
Ministry
of
Health
and
term
care
have
process
where
they
have
an
annual
and
visit.
If
I
can
call
it
that
to
each
home
where
they
do
a
full
inspection,
they
also
will
arrive
if
ever
and
whenever
there
is
a
complaint,
whether
it
be
from
a
resident
from
staff
from
families,
so
they
will
come
in
for
those
investigations.
They
will
also
investigate
whenever
there
is
what
is
described
as
a
critical
incident,
whether
it
be
a
fall
or
another
situation
that
we
have
to
report.
O
J
O
At
Kipling
acres
we
have
a
few
services
are
provided
at
the
Kipling
acres
location.
We
have
always
had
one
of
the
city's
children's
day
centres
there.
We
also
operate
an
Adult
Day
Program
out
of
Kipling
acres
and
specific
to
the
phase
2
opening
parks,
forestry
and
Recreation.
They
have
that
had
been
located
on
the
same
property,
West
acres,
which
is
a
senior's
Community
Centre,
and
it
was
an
aging
building
not
properly
or
not,
well,
heated,
etc.
O
So
we
had
space
that
we
were
able
to
accommodate
them,
and
it's
provided
a
wonderful
interaction
that
residents
volunteers
can
interact
with
this
recreational
centre
and
we're
also
getting
some
of
those
individuals
to
serve
as
volunteers
and
our
homes
too.
So
it's
a
wonderful
way
of
bringing
the
community
into
the
home.
Ok,.
E
Thank
you
very
much,
I'm
just
wondering
about
the
dinner
service.
So
last
year
I
recall
right.
We
made
some
cuts
on
the
dinner
service
and
are
we
doing
that
again
this
year
or
tell
me
the
pluses
and
the
minuses
of
that,
because
I
think
the
promise
threw
in
some
money
we
cut
last
year
and
I
think
to
meet
your
zero
increase.
You
cut
some
as
well.
There
tell
us
about
that.
O
O
So
we
adjust
our
staffing
levels
depending
on
number
of
meals
that
we
supply
to
agencies
for
meals
and
wheel
service
we
have
to
when
it
comes
to
meal
service,
whether
it
is
a
resident
meal
or
a
non
resident
meal,
meet
minimum
staffing
standards
and
we
have
set
our
staffing
standards
at
the
legislated
minimums
for
providing
services
to
residents
and
for
non-resident
meals.
So
there
will
be
that
adjustment
for
the
non-resident
meals,
but
it's
not
an
erosion
of
service.
It's
a
maintaining
of
the
service.
E
O
Sorry,
it's
based
on
the
number
of
meals
that
we
prepare
I
see.
So
the
staffing
ratio
deals
with
the
number
of
meals
that
we
serve
to
residents
where
we
have
to
have
a
certain
number
of
dietician
hours,
a
certain
number
of
food
handler
hours
and
also
when
it
comes
to
supervision,
because
the
money
that
is
provided
by
the
province
it
comes
in.
If
you
will
a
funding
envelope
where
private
sector
can
produce
profit.
So
they
have
prescribed
staffing
standards
that
need
to
be
met
and
we
use
those
staffing
standards
to
meet
compliance.
E
E
O
That
is
a
good
question.
There
is
expansion
now
being
planned
by
the
Ministry
of
Health
and
long-term
care
because
of
the
aging
population.
They
have
already
indicated
an
additional
5,000
beds
to
be
allocated
throughout
the
province.
There
is
a
desire
to
increase
the
number
of
beds
currently
there's
84
long-term
care
homes
in
Toronto,
ten
of
which
our
city
owned
and
operated
which
supply
just
over
15,000
long-term
care
beds.
O
We
don't
know
exactly
the
number
of
homes
that
are
planning
on
closing,
but
it
is
increasing
the
pressure
and
if
you
noticed
on
the
budget
notes
page
two,
it
shows
the
relative
number
of
beds
long-term
care
beds
that
are
available
in
Toronto,
including
all
operators,
is
lower
than
the
provincial
average.
So
so
there's
a
problem
that
is
going
to
happen
in
a
few
years
time.
So.
E
Are
you
reporting
to
CD
and
are
on
that,
like
that?
This
is
more
long-range
thing,
so
I'm
not
sure
it'll
affect
this
year's
budget
capital
budget,
but
how?
How
do
we
get
that
in
the
right
line?
So
you
can
report
out
to
council
that,
and
especially
if
private
operators
are
moving
outside
Toronto,
that
will
only
increase
pressure
on
players
like
ourselves
to
provide
inside
Toronto
and,
of
course,
a
lot
of
that
is
provincially
funded.
So
how
what's
the
line
to?
How
do
we
get
that
conversation
going.
O
Right
now,
the
information
just
as
I've
responded
here
is
the
anecdotal.
We
don't
have
hard
numbers
to
to
supply
as
to
how
many
beds
are
potentially
going
to
be
closed.
How
many
long-term
care
homes
in
Toronto
are
going
to
close,
even
the
number
of
beds
that
are
being
planned
for
a
location,
because
the
the
province
has
not
yet
allocated
where
the
beds
are
to
go
across
the
province,
so
I
mean
it
would
be
largely
an
information
report
with
mainly
anecdotal
type
information.
So
I
don't
have
anything
of
real
substance.
Look.
F
In
mind
as
well
that
the
we're
working
through
on
the
tenants
first
report,
the
development
of
a
senior
strategy
and
a
seniors
entity
and
we're
working
very
closely
with
the
lens
and
the
province
on
what
that
might
look
like,
because
the
province
very
much
has
an
an
interest
in
supporting
seniors.
They
realize
that
that's
a
growing
segment
of
our
population,
so
there'll
be
more
information
coming
forward.
So.
E
C
We
we
see
about
a
million
dollars
worth
of
efficiencies,
to
bring
you
down
to
your
target
and
and
there
they're
sort
of
loosely
described
as
as
work
in
in
how
we
deliver
dinner
service
and
and
that
that
was
the
place
we
went
for
efficiencies
last
year,
but
we
also
see
additional
funds
coming
in
from
from
the
province.
There
too,
we
got
a
1
million
efficiency,
but
we
have
two
million
coming
in.
How
can
you
assure
us
that
we're
not
making
efficiencies
and
really
just
covering
off
on
that
by
spending
the
provinces,
funds
or
the
provinces?
O
What
I
can
assure
you
when
it
comes
to
the
areas
of
Nursing
and
personal
care?
We
have
not
decreased
our
staffing
levels
and
because
our
care
levels
are
increasing,
so
the
additional
resources
that
are
provided
by
the
Minister
of
Health
and
long-term
care
do
get
allocated
across
to
the
10
homes.
It's
it's
really
a
nominal
amount.
When
you
look
at
it
because
we
do
operate
seven
days
a
week,
24
hours,
so
additional
staffing
may
appear
on
a
night
shift,
for
instance,
on
a
weekend
where
a
family
may
not
see
that
that
increase.
O
C
O
Comes
through
the
chair
there,
the
way
we
are
funded,
the
the
funding
comes
in
in
little
pieces,
so
food
money
you
have
to
spend
to
get
food
dollars.
It
all
has
to
be
spent
there,
the
efficiencies
that
we've
come
up
with
much
of
our
efficiencies
through
a
line-by-line
review.
So
half
of
that
million
would
be
adjusting
where
there's
some
reduced
hydro
costs
or
energy
type
roles.
So
so
that
takes
care
of
part
of
that.
C
And
counsel
did
we
talked
about
that
last
year,
in
council
did
no
and
I
think
I
think
there
was
a
report
to
see
the
are
as
well
for
where,
in
some
cases,
we're
realigning
so
that
registered
nurses
become
nurse
practitioners.
In
some
cases
where
you
know
it's
a
matter
of
sort
of
palliative
care
skills
the
nurse
practitioner
might
have,
but
are
we
keeping?
C
Is
there
a
long-term
care
standard
for
that
and
are
we
keeping
to
those
standards
so
that
well
we
can
reimagine
some
positions
as
a
registered
nurse
could
actually
be
a
nurse
practitioner
we're
keeping
within
a
high
bar
of
standards.
I
I
asked
because,
as
you
know,
we're
supposed
to
be
setting
the
bar
for
private
long
term
care
homes.
Are
we
maintaining
that
high
standard?
As
we
read
ascribe
these
nursing
positions.
O
Through
the
chair,
absolutely
we
are
maintaining
our
our
standards.
Nurse
practitioners
are
funded
separately
than
any
other
funding,
so
you
cannot
takes
a
registered
nursing
hours
and
invested
in
nurse
practitioners
or
nurse
practitioners.
Discrete
funding,
there's
also
other
discrete
funding
that
is
provided
in
order
to
support
particular
initiatives
such
as
behavioral
supports
as
an
example.
So,
as
far
as
staffing
standards
in
nursing
are
concerned,
they
are
mainly
defined
on
an
outcome
basis,
so
you
do
not
have
hard
ratios
in
nursing
that
you
would
see
say
in
food
production
and
service.
O
So
so
we
continuously
are
looking
at
best
practices
leading
practices
out
there,
ensuring
that
we
are
meeting
the
standards
that
are
legislated
and
also
in
ensuring
that
we're
providing
the
highest
quality
care.
So
we
have
done
a
lot
of
work
around
our
model
of
care
and
recently
towards
further
automation
there
in
electronic
health
care
record.
As
an
example,
we've
we've
relooked
at
the
scope
of
practice
of
our
registered
staff
and
thinking
in
terms
of
what's
work
could
be
done
by
other
staff.
So,
yes,
very
much.
O
M
F
As
I
mentioned,
we
are
working
quite
closely
with
them
because
we
want
to
understand
what
the
pressures
are
within
the
city,
but
it
it's
very
much
the
Lynn's
that
are
the
lead
on
that
so
and,
as
you
will
be
working
through
through
the
work
we're
doing
with
the
senior
strategy
and
the
seniors
entity
on
what
that
might
look
like
them
and
we'll
bring
that
information
forward.
Okay,
so
we
develop
it
so.
M
It
looks
to
me
like
from
page
30
I
may
be
wrong,
but
that
long-term
care,
not
page
31
of
these
other
diagrams
you've
got
here.
Oh
page
18,
long-term
care
homes
we
spend
261.
Do
you
see
it
there?
7.3
percent
of
the
budget,
page
18?
And
then
we
look
down
there.
It's
forty
seven
point.
Four!
So
do
we
get
the
rest
of
that
funding?
The
the
Delta
there
does
that
come
from
the
province?
Where
does
the
Delta?
Where
does
the
money
come
from
majority
and
we
don't
spend
with
debt
with
property
taxes.
M
M
M
M
F
F
Of
the
work
we're
doing
through
the
seniors
strategy
and
the
seniors
entity
and
transforming
our
social
housing
network
is
looking
at
what
we,
if,
as
we
develop
future
long-term
care
homes,
whether
we
should
be
accommodating
a
more
affordable
housing
above
those
homes.
So
we're
looking
at
a
variety
of
strategies
on
how
we
might
be
able
to
address
it.
So.
M
F
M
F
D
G
E
A
G
A
G
G
G
A
G
A
Through
you,
mr.
chair,
the
York
Community
Center
programs
are
doing
very,
very
well
on
their
very,
very
full.
We
have
not
experienced
any
reduction
in
program,
registration
and
other
areas
of
the
city.
As
a
result,
we
have
adjusted
some
programs
as
an
example
at
the
Centennial
recreation
center,
which
was
nearby
and
refocused
those
programs
to
youth,
but
we
have
not
seen
a
reduction
we've
actually
seen,
as
we've
documented
in
a
report
to
Community
Development
equation.
Recently,
an
increase
in
the
amount
of
wait-listed
participants.
We
have
currently
okay.
D
E
The
capital
side
do
we
still
have
that
I
heard
that
I
haven't
gone
through
the
capital
side,
detail,
we've
eliminated
or
you've
eliminated
these
small
capital
projects
on
a
per
Ward
basis,
so
someone
needs
benches
are
knocked
down
or
the
road
is
in
disrepair.
I
think
it
used
to
be
50
thousand
per
ward
and
I
think
it
went
to
a
hundred
at
one
point.
So.
A
I
You,
mr.
chair,
that's
the
parks
rehab
program
last
year
in
the
2017
budget.
It
was
at
1.75
million
this
year.
We've
raised
it
to
4
million
sorry,
the
4
million
dollars,
and
that
does
get
distributed
into
the
four
districts
and
then
down
to
the
wards
through
the
parks,
Technical
Services,
section,
okay,.
E
A
J
Question
not
about
my
community
center
No,
just
just
a
question:
I
knew
on
new
playgrounds
in
the
various
Ward's.
Whenever
there's
a
new
playground
in
particular
Park,
we
hire
a
consultant,
we
hire
designer,
and
then
we
we
pick
the
company
that's
going
to
bring
in
that
there's
different
choices
to
bring
in
the
playground.
So
is
there
not
a
way
of
savings?
If
we,
if
councillor
Campbell
is
do
is,
is
he
has
a
new
playground,
councilman
havoc
myself?
Can
we
not
just
do
that?
J
All
at
the
same
time
use
the
same,
consult
and
use
the
same
come?
Would
there
not
be
a
huge
savings,
rather
because
I'm
told
that
every
playground
that
we
do
every
park
like
we're
spending
all
this
additional
money,
I
mean
the
playground
itself,
doesn't
cost
anything.
It's
all
the
consulting
fees
and
everything
else
that
we're
paying
for
is
there
any
week.
We
could
consolidate
that
and
and
do
them
all
at
the
same
time
and
use
the
same
consultant
I
mean
it
makes
sense.
You.
A
Mr.
chair,
we
do
do
some
of
that
pooling
of
consultants
and-
and
you
know
what
we
call
blanket
orders
around.
Some
equipment
should
note
that
every
Park
and
every
playground
replacement
is
a
little
bit
different
based
on
the
geography
in
a
location
of
that
particular
program
and
some
of
the
background
work
may
be
different,
around
utility,
locates
and
all
kinds
of
other
things
that
may
be
involved
concrete,
laying
and
the
rest
of
it.
We
are
actually
with
mr.
A
Schreiner
staff,
reviewing
exactly
what
you're
speaking
about
right
now
for
the
playground
program
coming
up
over
the
next
several
years
to
see
if
there
is
any
further
pooling
of
contracts
that
we
can
do
for
playground,
equipment
and
consultants.
So
it's
a
great
question
and
I
know.
Mike
wants
to
add
something
to
that
through.
I
You
mr.
chair
well
during
the
2017
capital
budget,
Council
approved
two
temporary
landscape
architects
to
help
address
the
the
playground
program
and
what
they've
done
they
work
in-house
and
they
have
help
eliminate
the
the
fees
that
are
going
towards
the
consultants
by
doing
a
lot
of
the
work
in-house.
So
we
have
also
approached
it
that
way
as
well
to
help.
H
J
Because,
whenever
I,
whenever
I've
seen
a
breakdown
on
a
costing
and
a
playground,
it's
for
example,
let's
say
the
budget
is
150,
for
example,
right
the
playground
itself
cost,
maybe
50
towels
and
the
rest
is
for
consulting
fees
like
it's
ridiculous.
So
we
just
really
have
to
look
at
that,
because
I
believe
there's
a
lot
of
savings
there.
If
we
can
consolidate
some
of
that
sure.
A
A
E
A
E
A
E
G
A
G
C
A
G
G
A
G
A
Chair
it
does,
it
depends
on
the
location,
so,
as
an
example,
I
can
think
of
two
right
now.
You
know
that
one
has
the
pebbled
surface
and
is
fully
irrigated
right
and
it's
been
installed
and
at
some
cost
another
is
in
a
natural
area
of
the
park
that
is
away
from
other
areas
of
the
park
that
is
naturally
fenced
through
the
bones
and
other
things.
So.
B
A
D
C
Just
just
to
follow
up
on
this,
have
we
ever
had?
We
ever
had
a
review
back.
You
know,
because
we
started
dog
parks,
you
know
kind
of
on
a
wing
and
a
prayer
and
and
using
other
city
examples
some
of
them.
Some
of
them
have
been
problems
and,
and
others
have
not
a
fair
chunk
of
them,
I
believe
or
section
37
funded.
Have
we
ever
had
a
review
back
on
on
how
the
model
is
serving
us
and
and
what
it
amounts
to
in
staff
time
that
sort
of
thing
through.
A
C
D
D
E
H
E
E
H
D
E
Have
one
and
actually
I'm
glad
that
Paul
is
still
in
the
room,
so
ask
this:
who
funds
a
place
like
some
of
it,
which
is
in
my
ward,
which
is
not
a
shelter,
but
it
is
a
transitional,
very,
very
short-term
housing.
So
it's
it's
in
between
supportive
housing
and
shelter.
We
have
this
category
called
transitional
housing.
Is
that
part
of
your
portfolio
or
is
it
part
of
a
shelter
house,
supportive
housing?
It's.
H
E
But
which
is
related
to
Nami
res,
so
they
have
a
shelter
piece
like
I
know
that
that's
you're
at
the
end
of
the
day,
that's
your
under
your
bailiwick,
but
then
they
have
once
you're
in
a
shelter
and
you're
deemed
to
be
kind
of
in
a
good
Pat
on
a
good
path.
You
go
to
tomb
of
it
you're
there
for
up
to
six
months,
more
or
less
and
then
you're
ready
for
entry
into
the
community.
So
the
tomb
of
it
pieces
what
I'm?
What
I'm
interested
in
on
a
system-wide
basis.
K
E
K
Through
the
chair,
the
homes
for
good
program,
the
total
amount
of
money
is
ninety
million
dollars,
thirty-six
approximately
thirty
six
million
of
that
will
be
capital
money
and
approximately
fifty
four
million
of
it
will
be
operating
over
three
years.
So
the
end
of
seventeen
and
the
fiscal
year
is
different
for
the
province
than
the
city.
The
end
of
seventeen
is
about
foreign
change.
From
an
operational
point
of
view
into
eighteen
year,
about
twenty-four
million
and
into
nineteen
year,
approximately
twenty
four
million
on
the
operating
side
and.
E
E
E
K
D
D
E
Questions
the
only
reason
why
I'm
raising
it
is
because
it's
not
on
in
appendix
3.4
and
so
I
feel
I
want
to
ask
about
frankly,
social
procurement.
You
know
more
and
more
people
linking
it
with
the
poverty
reduction
strategy.
As
I
read
it.
Social
procurement
is
about
community
benefits,
it's
about
women,
equity,
and
it's
also
about.
E
Do
do
we
have?
We
are
recognizing
that
other
jurisdictions
in
the
United
States
England
are
well
developed
in
these
policy
areas.
Is
it
not
fair
to
say
that
this
is
going
to
be
one
of
the
key
areas
for
us
as
a
city
on
a
go-forward
basis,
and
so
to
set
it
up
in
2018
to
make
sure
we're
on
solid
policy
ground
would
be
a
good
thing.
P
Through
the
chair,
in
fact,
we
have
been
said
spending
the
last
couple
of
years
setting
up
the
policy
foundation
for
what
is
broadly
termed
community
benefits,
of
which
social
procurement
is
one
form
of
community
benefit.
Council
has
a
social
procurement
policy.
Council
has
resourced
both
purchasing
and
social
development,
to
implement
that
policy
to
secure
employment
objectives
and
supply
chain
diversity
objectives.
P
E
P
Next
phase
of
development
through
the
chair
is
the
creation
of
the
community
benefits
framework,
which
would
be
an
overarching
policy,
an
additional
stop
to
move
that
work.
If
we
had
additional
staff,
the
work
would
move
faster.
We
anticipate
coming
forward
with
community
benefits
framework
early
in
the
new
term,.
G
P
Are
focused
in
communities
with
the
highest
incidence
of
violence,
so
we
work
with
residents
and
neighborhoods
who
experience
violence
both
to
address
the
community
trauma
as
a
result
of
a
violent
incident,
but
also
working
with
residents
to
build
their
capacity
to
manage
future
violent
incidents.
So
in
in
it
would
be
primarily
in
the
neighborhood
improvement
areas
across
the
city,
but
not
restricted
in
any
way
to
those
neighborhoods
and.
P
D
J
P
J
D
Councillors,
the
next
we
have
now
next
is
Tonto
Public
Health.
Now
we're
going
to
be
doing
a
presentation,
we're
a
little
ahead
of
schedule,
so
I,
don't
think
everybody
from
the
Board
of
Health
the
MOH
isn't
here
yet
well,
we
do
we've
actually
been
going
through
the
schedule
fairly
quickly,
but
I
do
believe
she's
on
her
way.
The
MOH
is
on
her
way.
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
B
It
is
on
am
I,
not
speaking
loud
enough.
Usually
that
doesn't
seem
to
be
the
problem,
at
least
according
to
my
family.
Is
that
better?
Is
it?
Can
you
hear
me
now?
Okay,
perfect
so
good
morning,
I'm,
dr.
Eileen,
Davila,
I'm,
the
medical
officer
of
Health
and
here
to
present
the
Toronto
Public
Health
2018
preliminary
operating
budget
and
2018
to
2027
preliminary
capital
budget
and
plan
with
me
today
is
Ria's
Katra
he's
our
manager
in
finance
and
administration,
and
he
will
be
helping
me
get
through
this
presentation
and
in
particular
advancing
the
slides
for
us.
B
So
before
you,
you
have
our
agenda
and
just
to
take
you
very
quickly
through
this,
as
I
know,
you
have
quite
a
bit
of
material
to
cover
and
all
the
slides
in
front
of
you,
Public
Health
is
a
service
that
is
operated
indeed
at
the
municipal
level,
but
derives
its
mandate
and
power
through
provincial
legislation,
namely
the
provincial
health
protection
and
promotion
act
and
the
Ontario
Public
Health
standards.
The
main
objectives
of
Public
Health
are
to
improve
the
health
status
of
the
population
and
to
reduce
disparities
in
health
status.
D
E
D
B
We'll
just
move
on
then
to
the
next
slide.
Just
to
give
you
a
sense
as
to
how
we're
organized
I
did
indicate
that
we're,
we
drive
our
powers
of
mandates
through
the
provincial
government.
There
are
Ontario
public
health
standards.
They
divide
our
functions
as
indicated
on
this
map.
High
level
here
is
our
staffing
trend.
I
know
you've
had
over
the
years
opportunity
to
see
this.
B
Summary
in
front
of
you,
you
have
a
high-level
summary
of
the
2018
preliminary
operating
budget,
where
you
know
it
does
propose
a
gross
expenditure
budget
of
about
two
hundred
and
forty
seven
point:
1
million
dollars
and
on
the
slide,
you
have
a
sense
as
to
where
the
money
comes
from.
I
will
remind
you
that
public
health
programs
are
largely
cost
shared
with
the
province
at
a
75,
provincial
subsidy
and
25
percent
of
the
money's
coming
from
the
municipality.
B
There
are
also
hundred
percent
municipal,
funded
programs
and
a
hundred
percent
provincially
funded
programs,
service
objectives
and
key
priority
actions
are,
as
indicated
on
this
slide
and
they're.
In
line
with
our
general
mandate,
which
I've
indicated
to
you
is
to
improve
the
health
status
of
the
population
and
reduce
disparities
by
taking
a
prevention
approach
and
focusing
on
health
at
a
population
level,
I
won't
go
through
all
the
details.
I
think
this
slide
is
quite
self-explanatory.
B
B
As
you
can
see
there,
we
have
undertaken
a
line-by-line
review
and
effected
some
changes
to
the
budget
reductions
to
the
budget
to
the
tune
of
just
under
$60,000
debt.
When
it
comes
to
base
expenditure
changes,
there
have
been
some.
There
are
operational
and
support
efficiencies
proposed,
and
this
in
the
middle
part
of
the
slide.
B
B
This
I
understand
is
something
that
came
before
council
last
year
and
that
a
plan
was
proposed
and
agreed
to
with
respect
to
making
sure
that
we're
able
to
meet
our
obligations
under
the
immunization
of
school
pupils
act
so
that
we
can
actually
adequately
screen
all
students
in
our
schools
to
make
sure
that
they're
adequately
covered
against
vaccine
preventable
diseases.
In
addition,
the
Board
of
Health
recommended
certain
new
and
enhanced
funding,
as
indicated
on
this
slide
to
the
Toronto
urban
health
fund.
B
This
particular
fund
is
a
program
that
is
aimed
towards
HIV
prevention,
substance,
use,
misuse
and
use
prevention
and
as
well,
youth
resilience
and
mental
health.
There
are
particular
requests.
This
is
with
respect
to
tough.
It
is
a
five-year
plan.
The
request
that's
being
made
here
in
terms
of
new
and
enhanced
is
to
allow
for
year
four
of
a
five-year
program.
B
Finally,
there
is
also
a
new
and
enhanced
service,
that's
recommended
by
the
Board
of
Health
in
respect
of
the
student
nutrition
program.
These
categories
again
would
look
familiar
to
members
of
the
budget
committee
and
presumably
as
well
to
members
of
council
writ
large.
The
student
nutrition
program
is
a
hundred
percent
municipal
funded,
and
it
is
a
program
by
which
food
is
provided
to
kid.
Children
at
schools
largely
premise
don
need,
so
this
is
a
program
that
has
been
in
place
for
several
years.
2018
I
believe,
would
be
year.
B
So
you'll
see
as
indicated
on
this
slide,
the
total
increase
associated
with
all
these
new
and
enhanced
proposals
would
bring
the
the
budget
increase
to
just
a
little
under
five
percent
relative
to
the
2017
net
operating
budget
high
level
summary
on
capital
budget.
When
we
talk
about
capital
budget
items
in
the
public
health
realm
this,
it's
all
related
to
information
and
technology
enhancements.
There
are,
as
indicated
on
this
slide.
Some
technology
enhances
enhancements.
B
Excuse
me
that
are
legislated
and
required
of
us
in
order
to
participate
appropriately
in
programs,
particularly
around
infectious
disease
control
at
the
provincial
level.
So
there
are
provincial
software
requirements
that
were
expected
to
maintain
the
rest
actually
is
related
to
ensuring
that
our
technology
is
maintained
at
a
certain
state
of
good
repair
and
as
well
towards
information
and
technology
projects
that
allow
us
to
enhance
our
service
delivery.
So
with
that
I
can
end
my
presentation
and
I'm
happy
to
take
any
questions
that
you
may
have
questions.
D
Also
I
don't
know
if
I
just
I
need
to
make
you
aware
there
is
some
confidential
briefing
or
not
be
from
outside
reports
that
were
also
part
of
the
presentation,
so
I
just
want
to
make
counsel
that
there's
one
in
specific
on
the
independent
schools.
Just
to
make
you
aware,
if
you
haven't
reviewed
it,
you
should
review
it.
B
L
G
B
G
B
I
can
tell
you
that
the
way
the
program
has
been
implemented
has
been
with
need
in
mind.
So
it's
the
idea
of
actually
looking
at
the
needs
in
terms
of
the
schools
and
its
premise
on
actually
very
validated
data
that
happens
from
the
provincial
level.
So
there's
a
list
of
schools
that
actually
does
characterize
needs
within
schools.
Learning.
B
G
G
This
program
has
been
around
for
many
years
many
years
yeah,
and
one
would
think
that
the
most
the
most
schools
in
areas
of
highest
need
would
have
been
priority.
Schools
that
would
have
received
it
in
the
first
few
years
and
then,
as
more
schools
are
added,
they
become
of
a
lower
priority
and
at
some
point
in
time
the
there's,
not
the
nutrition
program,
wind
up
going
into
areas
that
are
not
of
high
need,
and-
and
are
you
and
and
do
you
do
any
work
to
ascertain.
B
Through
the
chair,
you're,
quite
right
that
you
know
the
given
that
the
emphasis
has
been
to
try
to
direct
towards
those
of
highest
need.
First
over
time,
you
are
moving
towards
schools
of
lower
need,
but
that's
not
it's
not
that
straightforward
I
would
say
in
general.
That
is
the
case,
but
you
have
to
recall
that
when
it
comes
to
actually
introducing
the
student
nutrition
program
into
schools,
there's
a
question
of
need,
but
there
also
has
to
be.
B
There
is
also
an
assessment
and
a
question
of
readiness
of
the
school
community
in
order
to
actually
introduce
the
program.
It's
not
just
a
question
of
money.
You
actually
have
to
have
a
certain
amount
of
human
resource
or
volunteer
or
otherwise
in
order
to
actually
successfully
launch
the
program,
and
some
schools
are
just
not
ready
to
do
that.
So.
G
B
G
G
On
the
other
hand,
if
you're
in
a
school
I
mean
am
I
in
my
neighborhoods,
you
might
have
a
school
it's
in
a
relatively
high
high
income
area,
with
a
small
proportion
of
children
who
are
from
high
or
from
low
income
families
and
then
and
then
the
program
will
appear
and
I'm
thinking.
Well
now
we
wind
up
feeding,
rich
kids
and
I'm
sure
that
I'm
sure
there
must
be
instances
where
that's
occurring
in
this
program.
Yes,.
B
And
one
could
argue
that
that
might
actually
even
be
happening
in
the
highest
needs
schools,
but,
as
you
indicated,
the
evidence
does
show-
and
we
have
done
extensive
research
into
this
question-
that
a
universal
program
is
the
best
way
to
ensure
that
those
who
actually
most
need
the
service
are
actually
getting
it.
Unless
just
to
let
you
know
in
respect
of
the
number
of
schools
in
2017,
600
schools
were
on
the
progress
600.
G
B
D
You
counselor
seeing
no
other
questions.
Thank
you
very
much
for
your
presentation.
Thank
you
councillors.
We
are
now
recessed
until
no,
no,
so
what
we're
doing
is
we're
gonna
gather
all
the
briefing
notes
and
just
review
a
number.
So
what
has
happened
in
years?
Past
councillors,
we've
looked
at
some
of
these
briefing
notes.
In
fact
they
can
almost
be
to
be
answered.
D
You
know
outside
of
the
briefing
or
things
so
just
staff
will
have
a
look
at
them
all
and
we'll
look
and
again,
probably
we
don't
technically
do
this
until
Monday,
so
the
last
last
part
of
the
meeting
and
then
but
but
again
getting
them
in.
So
we
can
have
a
look
at
them,
some
of
our
quite
complex,
and
there
answers.