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From YouTube: Budget Committee - January 12, 2018 - Part 1 of 2
Description
Budget Committee, meeting 40, January 12, 2018 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=13026
Part 2 of 2 - https://www.youtube.com/watch?v=iGq3R_XlS8s
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Here
we
have
a
sundown
clause
today
being
Friday,
so
we
have
to
be
finished
at
3:30
p.m.
so
I'm
gonna
I'm,
going
to
discuss
that
in
just
a
second
about
how
we
I'm
looking
at
trying
to
manage
the
day
and
trying
to
get
through
that.
But
we
do
have
a
sundown
clause
of
3:30
p.m.
today.
So,
first
of
all,
are
there
any
declarations
of
interest
under
the
municipal
interests
of
municipal
conflict
of
interest
Act,
seeing
none.
A
Again,
you
have
every
opportunity
to
to
do
other
motions
on
the
budget
I
already
request.
We
won't
be
moving
any
motions
today
we
won't
be
speaking
on
the
budget
as
we
have
done
and
past
that
we
will
do
at
the
final
wrap-up
on
the
23rd.
But
there
will
be
briefing
note
motions
moved
today
on
that.
So
if
you
could
do
that,
we're
going
to
defer
any
other
decisions
till
the
death
to
the
23rd.
A
Let's
see
how
the
day
goes
in
the
event
that
we
need
to
do
say
a
second
round
more
than
willing
to
do
that,
but
again
I'm
just
trying
to
make
sure
that
at
the
beginning
of
the
meeting
we
can
ensure
that
we
could
get
done
by
three
three
I
don't
want
to
have
to
get
to
two
o'clock
and
realize
that
we
have
a
lot
of
work
to
do
so.
This
is
just
to
help
facilitate
that
and
we'll
see
how
the
day
goes.
As
I
said.
A
A
B
A
So
we
have
when
we
get
to
the
final
part
we
have
done
in
years
past.
We
do
final
questions
on
the
clusters
and
again
so
that's
where,
let's
see
how
things
go,
it'll
depend
on
the
amount
of
questions
I
want
to
give
a
bit
of
flexibility.
So,
in
the
event
that
we
need
a
second
round
to
write,
some
of
the
clusters
may
need
more
questions,
but
I
just
want
to
get
a
sense.
Last
year
we
were
fine.
A
But
again,
it's
a
little
different
this
year
because
of
the
3:30
time,
let's
just
sort
of
play
by
ear,
we'll
make
a
determination
by
the
end
of
the
day,
on
what
we
do
anyway.
All
in
favor
a
pose:
that's
carried
okay,
so
what
we're
gonna
do
now,
I'll
move
it
over
to
Josie
la
Vida
and,
as
you
recall,
she
will
kind
of
guide
us
through
the
I
know.
Does
everybody
have
the
the
packages
that
have
been
delivered,
I
believe
it'll
be
blue
sheets
and
green
sheets?
C
So
we
have
the
blue
sheets,
which
refers
to
the
summary
of
briefing
notes
and
reports
in
front
of
you
as
it
relates
to
the
capital
budget
and
plan,
and
then
you
have
a
much
thicker
document
which
are
the
operating
wrap-up
notes,
which
are
the
green
sheets
which
deal
with
the
operating
budget,
briefing,
notes
and
reports
that
are
before
you.
You
also
have
received
a
package
of
all
the
briefing
notes
that
were
requested
and
have
been
submitted
now
they
were
submitted
over
the
last
24
hours.
C
C
So
we're
just
keeping
a
full
record
of
all
the
briefing
notes
issued
for
both
budget
processes.
So
if
you
go
past
that
about
four
pages
in
there's
a
table
of
contents,
that
has
all
your
operating
briefing
notes
and
anything
that's
marked
new-
is
what
you
have
since
receives
that
are
brand
new
to
the
process
that
was
requested
as
a
result
of
the
last
round
of
meetings.
C
C
There's
briefing
note
number
seven
briefing
note
number
seven
has
four
pages,
and
then
you
have
the
table
of
contents
for
operating
okay
and
just
as
you
follow
in
the
left
hand
side
you
will
see
where
we
have
identified
the
briefing
note
number
and
if
it
says
new,
that
means
that's
brand
new
to
to
you
as
a
committee
and
as
members
of
council,
because
these
are
a
result
of
what
was
requested
from
the
last
meeting.
These
are
posted
as
we
speak,
they're
being
posted.
C
So
the
task
for
today
is
I'm
going
to
guide
you
through
this.
So
the
first
step.
The
first
step
is
we're
going
to
start
with
Capitol
and
we're
going
to
identify
any
briefing.
Note
requests.
I'm
gonna,
give
you
a
summary
of
that
and
I
know
you
have
not
read
it.
So
you
have
opportunity.
All
staff
are
here
to
answer
questions
but
I'll
provide
you
with
summary.
C
A
Yes,
counselor,
as
I
said,
there
will
be
a
bit
let's.
There
will
be
a
bit
of
flexibility
because
of
of
this.
So,
let's
just
as
we
go
through
today,
let's
see
how
things
are
again.
You
may
be
fine
when
Josie
does
the
explanation
and
we
may
not
have
any
other
questions,
but
let's
just
see
how
we
we
do
as
we
go
through
the
day.
D
A
A
E
F
E
A
Now
again
so
where
we
do
have
an
opportunity
is,
in
the
end,
as
I
said:
let's
see
how
things
go,
but
we
do
have
the
opportunity
with
a
final
wrap
and
that's
why
we
have
sometimes
a
final
wrap-up
is
to
ensure.
So
there
will
be
other
briefing
note,
requests,
I,
think
I,
know
two
or
three
that
are
coming
out
of
today
in
the
final
wrap-up.
We
ask
some
questions
on
those
briefing
notes,
of
course.
A
So
if
there
are
other
briefing
notes
that
we
have
here
that
we
may
need
to
ask
more
questions,
I
understand
so
we're
not
making
any
decisions
today,
so
we
may
have.
We
will
have
more
flexibility.
The
next
meeting
will
have
a
longer
time.
So
if
we
do
need
to
ask
more
questions
on
briefing
notes,
we
will
be
able
to
do
that.
So
I
don't
want
to
suggest
that
once
we've
gotten
through
this,
that's
it
you
know,
have
more
opportunity.
They'll,
always
I'll,
try
to
build
in
for
the
next
meeting
a
bit
more
opportunites
good.
So.
C
Through
you,
mr.
chair,
some
briefing
notes
are
quick
and
short
and
will
provide
the
kind
of
answers
that
you're
looking
for
and
others
probably
will
need
a
bit
more
time
to
delve
into
so
we
will.
We
will
keep
record
at
the
end
of
the
day,
of
those
things
that
you
want
further
discussion
on
for
the
next
meeting,
I
mean.
D
I
do
have
to
say
when
you
go
to
the
website
and
look
at
the
agenda
or
even
the
the
agenda
for
this
committee.
The
number
of
links
that
go
on
and
on
and
on
and
revised
analyst
notes,
and
it
is
overwhelming
I,
don't
know
how
anyone
out
there
could
possibly
navigate
through
this,
but
anyway,
that's
my
editorializing
for
now.
Thank
you
so.
C
Three
mr.
chair
way:
that's
we
hope
that
the
wrap-up
notes
help
bring
the
pieces
together.
So
we
will
use
this
as
the
guide
to
help
navigate
by
division,
divisional
issues,
okay,
so
we're
going
to
start
with
capital
which
are
the
blue
sheets
and
just
for
everyone's
information
on
the
front
page.
We've
done
a
financial
impact
summary.
C
So
we
will
deal
with
them
one
by
one,
just
a
summary
for
you,
okay,
so
the
first
section
starting
on
page
2,
page
6,
really
is
just
a
record
of
what
the
committee
either
had
before
it
or
requested
as
part
of
its
deliberations
back
in
December,
and
it
essentially
just
says
that
all
these
items
were
deferred
to
today's
meeting.
So
really
the
operative
page
for
everyone
to
start
on
is
page
7
and
we'll
start
going
through
all
the
different
pieces.
C
So,
at
the
top
of
page
7,
we
had
a
briefing
note
that
we
distributed
back
in
December,
which
was
a
summary
of
the
state
of
good
repair
backlog
for
the
City
of
Toronto.
It
brought
together
information
based
on
what
the
impact
based
on
the
ten
year
capital
plan
before
you,
and
what
impact
that
capital
plan
has
on
on
our
backlog.
As
a
result
of
the
preliminary
funding,
that's
built
into
the
SOG,
our
funding,
that's
built
into
the
10
year,
capital
plan.
C
A
C
Three
mr.
chair,
the
one
area
that
we
were
able
to
provide
additional
investment
in
was
for
all
their
AO
to
compliance.
So
that
was
our
priority
this
year.
So
there's
about
a
hundred
and
ninety
million
that
we've
placed
over
the
ten
years
to
deal
with
all
the
facilities
that
they
dealt
with.
So
that
was
our
primary.
That
was
our
priority
for
this
year,
but
they
still
have
challenges,
particularly
in
their
fire
stations
and
other
areas.
But
that
was
the
piece
that
we
wanted
to
get
in
this
year
and
do.
C
Yeah
we've
been
in
we've
been
in
year
by
year,
we
had
been
investing
some
of
that
250
in
the
last
couple
of
budget
cycles.
This
is
the
residual
was
190
Markel
192
that
we
actually
placed
in
the
entire
plan,
so
they
have
to
go
off
and
finish
all
their
audit
work.
But
you
know
if
there's
more,
that's
required.
Based
on
the
final
audits.
We
will
then
get
that
information,
but
we
wanted
to
provide
that
capacity.
D
D
Do
that
we
because
I've
been
raising
this
for
10
years?
Actually,
the
mat,
that's
how
long
we've
been
waiting
for
the
master
plan
and
that
I've
been
told
every
year.
We
can't
build
capital
in
any
reserve
for
some
for
projects
that
were
not
aware
of,
and
so
there
was
never
any
money
put
aside
in
anticipation
of
the
PF
in
our
master
plan.
C
So
three,
mr.
chair,
now
that
we
have
a
master
plan
I,
believe
that
that
plan
identified
that
a
lot
of
their
new
facility
quirements
were
being
we're
built-in
for
the
first
ten
years,
and
the
issue
for
us
will
be
again
trying
to
figure
out
strategically
where
the
sog
our
requirements
are
for
that
plan
and
what
we
need
to
fund
so
that'll
be
part
of
our
19
budget
process.
Now
that
we
have
a
plan
to
work
from
so
they
have
sog
are
built
in
and
we
are
is
there,
but.
C
D
C
C
So
three
mr.
chair,
the
next
one,
is
a
briefing
note
that
deals
with
both
operating
issues
and
capital
issues.
So
there
was
a
request.
That's
right.
There
was
a
report
and
our
into
reports
that
deal
with
our
capital
program.
So,
as
I
think
everyone
is
aware,
we
had
a
report
at
our
December
meeting,
dealing
with
the
shelter
infrastructure
plan
and
progress
report
I'm
on
page
7
under
cluster
a
items
and
what
it
asked
for
is
and,
as
you
know,
we
funded
ten
point:
six
million
dollars
out
of
the
th
seven
councillor.
C
D
C
D
C
D
C
C
Two:
okay:
okay,
so
there
are
three
specific
strategies
that
are
underway,
the
first
being
that
3-1-1
Toronto
is
in
the
first
phase
of
implementing
a
customer
relation
management
technology,
it's
working
with
Toronto,
water
and
MLS,
and
that
has
been
built
into
the
capital
plan.
The
second
element
to
this
strategy
is
work,
that's
being
done
to
migrate
services
from
the
service
counters
located
within
the
city
within
Civic
Center's
to
what,
through
what
we
call
digital
channels
by
2022.
C
So
that's
moving
from
traditional
things
like
telephone
encounter
to
online
and
mobile,
and
so
that
work
has
begun
with
the
first
set
to
be
done
by
the
first
quarter
of
2018,
and
the
third
piece
is
looking
at
migrating
services
to
five
integrated
counters
called
Toronto
at
your
service.
That
will
include
self-service
terminals.
I.
G
The
chair,
we
could
definitely
meet
afterwards
and
have
a
detailed
conversation
around
the
services
and
what
happened
and
what
it
means
to
the
customer
experience.
I
know
you
haven't
been
given
the
opportunity
to
review
the
briefing
note
as
of
yet
and
I
know
that
creates
a
little
bit
of
anxiety,
so
we
could
have
to
meet
in
another
format
to
have
the
conversation
around
that
no.
D
G
C
D
I
asked
is
the
money
in
the
budget.
Yes,
this
is
the
capital
side.
I
have
no
idea
on
the
operating
side,
so
maybe
we'll
find
out
when
we
get
to
the
operating
side,
if
they're
operating
in
packs
and
when
these
implementation
is
intended
to
go
into
place.
I
have
no
idea
about
the
implementation
of
this,
so
we
should
move
on,
but
this
is
not
the
way
to
learn
about
these
things.
D
C
D
Taking
from
the
counters,
are
we
no
longer
going
to
have
customer
service
counters?
The
idea
that
we
were
always
working
on?
As
we
were
going
to
have
customer
service
counters?
They
were
going
to
be
integrated.
They
were
going
to
be
generalized
staff,
who
could
answer
questions
on
a
whole
range
of
things.
They
were
going
to
be
cross-trained.
There
was
going
to
be
money
in
the
budget
on
both
the
operating
capital
side,
and
if
it's
going
to
be
done
in
2010.
C
G
Through
the
chair,
the
in
terms
of
the
counters
and
what-have-you,
there
is
an
endeavor
to
start
the
the
initial
pilot
as
of
the
end
of
next
year
into
2019,
with
the
physical
consequence.
Construction
of
that
in
regards
to
the
the
CRM,
the
pilot
will
be
implemented
by
q2
of
this
particular
year,
will
come
back
with
with
the
findings
of
that
and
regarding
some
moving
things.
Online.
We've
already
started
that
endeavor
and
we
expect
to
move
almost
17
services
during
this
year
on
to
the
online
platform.
D
B
Going
to
the
whole
Toronto
at
your
service,
which
is
the
count
we're
not
trying
to
be
difficult,
but
we're
just
shocked
that
we're
hearing
about
it
here
and
government
management
hasn't
looked
at
it
and
said:
oh,
that
sounds
like
a
nice
program.
Let's
proceed
so
so
it
must
be
in
the
schedule.
When
is
it
scheduled
to
tell
government
management?
They
have
this
wonderful
counter
program
called
Toronto
at
your
service
through.
G
B
So
they
so
they
so
it
has
been
to
committee,
it's
not
a
matter
of
it
going
to
committee
in
future,
and
if
we
receive
the
briefing
note
today
and
then
44
councilors,
whose
residents
go
to
these
Toronto
at
your
service
counters,
based
on
where
they
live.
If
there's
tweaking
that
needs
to
be
done,
will
they
will
they
come
to
budget
and
be
told
too
bad?
So
sad,
they
already
received
the
briefing
note,
or
will
they
have
an
opportunity
for
input
or
have
they
already
had
that
opportunity
through.
G
The
chair
they've
had
the
opportunity
that
we'll
continue
to
have
the
opportunity,
we're
not
doing
this
in
isolation
and
we're
making
sure
that
they're
there,
their
governments
there's
they're
there
resident
centric
initiatives
to
make
sure
we
get
needs
and
wants
in
consideration.
So
to
be
very
clear.
The
counters
will
not
disappear.
They'll
just
change
in
their
the
in
terms
are
there
at
their
delivery
model.
G
B
C
B
C
C
So,
as
you
know,
a
council
in
December
there
was
a
Rico
there
was
a
council
approved
funding
of
ten
point:
six
million
dollars
from
the
tax
Stabilization
Reserve
to
bring
forward
additional
spaces
for
shelter
youth.
We
were
also
asked
to
report
back
on
what
would
be
the
cost
of
adding
three
new
shelters
sites
at
a
hundred
beds
per
site,
so
300
beds.
So
we
have
a
briefing
note
here
that
talks
about
both
the
operating
and
the
capital
costs.
C
So
from
a
capital
perspective,
budget
briefing,
note
number
22
and
we
could
probably
just
deal
with
the
issue
in
its
entirety,
because
the
operating
side
is
sitting
in
the
operating
wrap-up
notes.
So
if
people
can
move
to
that
one,
there
is
a
table
on
page
two
of
the
briefing
note
that
essentially
is
identifying
the
cost
so
what's
being
proposed
for
three
sites,
two
of
which
would
be
acquired
and
one
which
would
be
leased.
C
The
capital
costs
to
acquire
and
to
construct
and
to
deal
with
the
third
site
from
a
renovation
perspective
is
44
million
dollars,
with
an
average
land
cost
of
about
10
million
and
about
7.1
million
to
bring
it
up
to
use
on
the
operating
side
for
this
year
to
run
three
sites.
It's
about
1.9,
almost
two
million
dollars.
On
average,
it's
about
four
million
dollars
to
run
a
100
bed
site,
so
you're,
seeing
the
financial
implications
over
two
years
and
to
do
the
capital
work.
C
B
It's
probably
the
same
question
everyone
has,
so
the
briefing
note
tells
us
what
budget
impacts
there
are
going
to
be.
But
all
we're
being
asked
to
do
today
is
to
move
a
motion
to
receive
her
information
or
the
funding
sources
and
the
budget
adjustments
are
or
staff
gonna
propose
funding
sources
since,
since
they
were
charged
to
do
this
or
they
not
here,
because
we're
expected
to
find
them.
C
Through
mr.
chair,
what
we're
essentially
saying
is
the
cost
to
run
the
shelter
will
be
added
to
your
list
of
your
41
million
dollars
and
to
do
the
capital
cost.
We
will
have
to
borrow
additional
debt,
which
has
an
operating
impact.
So
these
are.
This
adds
to
your
list
of
things
that
need
to
be
funded
as
you
deliberate
on
the
final
decisions
of
the
budget,
what's
not
funded
to
date,
but.
B
C
H
Think
it
was
the
beginning
of
a
December
that
this
request
came
forward
from
a
council
and
I
have
a
request
for
an
additional
briefing
note
to
look
at,
for
example,
the
post
April
15th
strategy,
given
that
a
number
of
respite
centers
were
opened,
it
was
found
to
be
inadequate,
more
were
opened
and
there
are
six
hundred
seven
hundred
folks
sleeping
in
respite
centers
and
they
are
due
to
closed
on
April
15th.
So
there's
that
piece.
So
that's
just
gonna
be
an
additional
briefing
note,
and
then
we
don't
need
to
move
anything
now.
H
I
E
E
I
So
through
the
Dreier
through
the
chair,
we
know
that
over
the
last
year
there's
been
a
30%
increase
in
demand
in
the
system,
it's
very
difficult
to
project
what
that
demand
might
be
going
forward.
Last
night
we
had
approximately
5,600
people
in
the
shelter
system
and
400
other
folks
in
respite
so
yeah.
So
we
know
that
there
is
a
demand
out
there
to
be
able
to
nail
it
down
to
a
specific
number
is
very
challenging
there.
Is
there
isn't
any
data
to
support
that
other
than
what
the
current
demand
is
today?
So.
E
E
H
H
H
I
I
F
Yes,
there
have
been
two
things,
one
for
the
hope,
shelter
that
originally
was
120
beds
on
the
call
Street.
Is
that
correct,
really
chair,
that's
correct,
and
now
it's
60
beds,
so
add-on
Leslie,
that's
forward
down
60
beds
that
have
to
be
replaced
somewhere
in
the
original
will
call
Street
shelter
through.
I
F
I
F
I
F
C
So
this
will
be
a
motion
that
we
will
need
to
bring
forward
for
consideration
in
the
next
meeting.
But
this
is
just
we've
been
advised
that
Toronto
Public
Health,
who
has
a
project
in
their
10
year
capital
plan
slated
for
completion
in
2018,
has
just
received
a
dish
a
little
bit
of
additional
money
about
19,000
from
the
province.
And
so
when
we
come
to
the
end
of
our
our
deliberations,
we
will
have
have
to
amend
the
budget
to
reflect
the
additional
additional
funding
from
the
provincial
government.
Okay,
okay,
page
12
age,.
A
C
It
identifies
14
community
improvement
projects
that
have
been
approved
through
the
community,
and
so
this
is
the
request
to
amend
the
budget.
So
we
reflect
those
14
projects
in
two
budgets,
one
in
parks,
forestry
and
Recreation
690,000
on
the
blue
sheets.
On
page
12,
it
actually
lists
all
the
different
projects
that
have
been
added,
and
these
are
all
being
funded
from
the
parkland
acquisition
reserved,
as
well
as
from
transportation
for
another
15,000
they'll
be
coming
from
the
public
realm
reserve.
This
is
the
last
of
the
three-year
pilot.
That's
been
going
on
in
three
neighborhoods.
C
C
Right
top
of
page
14,
you
have
a
letter
from
Public
Works,
asking
that
the
budget
committee
consider
accelerating
the
road
safety
plan
in
2018
rather
than
2019,
and
so
what
we
understand
is
acceleration
would
require
the
addition
of
6.3
million
over
three
years
added
to
the
transportations
capital
budget.
It's
outlined
on
page
14
in
the
response
so
2.5
and
18
2.1
and
19
another
1.7
in
2020
as
well.
If
we
do
this,
it
actually
would
reduce
the
operating
budget
side.
It
would
lower.
C
Some
operating
costs
have
been
built
into
the
plan
into
our
budget
by
a
total
of
six
hundred
thousand
over
three
years,
as
there
wouldn't
be
some
need
for
some
of
those
operating
elements
to
be
costed.
So
so
that's
a
decision
that'll
be
before
you
again.
This
is
an
increase
in
debt
as
well.
If
we
proceed
on
this
basis,.
B
Well,
there's
a
works
committee
member
here
they
may
already
know
about
this
and
I.
Just
don't!
Maybe
I
have
to
go
back
and
read
this
the
notes
but
ie,
including
in
house.
The
reduction
in
operating
includes
a
reduction
of
in-house
maintenance
of
the
watch.
Your
speed
program.
People
are
always
asking
for
the
watch,
your
speed
program
to
be
expanded.
How
is
it
going
to
be
reduced
in
operating
cost.
J
B
J
B
D
J
D
J
A
C
We're
still
on
page
14.
The
next
item
is
BU
40.1
P,
which
is
a
letter
transmitted
from
Public
Works
to
the
Budget
Committee,
asking
that
there
be
consideration
given
to
the
multi-use
trail,
Centennial,
College,
progress,
campus
and
military
on
Military
Trail
Road
with
project.
So
this
I
believe
was
a
member
motion
asking
that
we
look
at
a
project
that
would
connect
the
Centennial
College
Progress
campus
and
Military
Trail.
Road
we've
been
advised.
This
just
came
through
as
of
November
2017.
C
B
Another
change
made
to
the
website
I
can't
get
to
an
agenda
I'm
trying
to
get
to
the
online
version
this
agenda
today,
I
can't
get
there
I,
just
I
wanted
to
look
at
40.1.
Oh
I
can't
get
there,
but
what
if
I,
was
a
member
of
the
public
and
I
thought?
What's
on
the
agenda
for
today?
How
would
I
get
there?
We
have
no
room
in
this
room
for
the
members
of
the
public,
but
if
I
were
watching
at
home
and
I
suddenly
wanted
to
go
to
the
hyperlink
of
this
I
can't
find
it.
C
Top
of
page
15,
so
the
next
item-
that's
before
you
is
a
report
BU
41
W,
and
it's
from
the
deputy
city
manager
of
cluster
B
in
the
acting
chief
financial
officer
entitled
Portland's
flood
protection.
Essentially,
it's
just
seeking
Authority
seeking
delegated
authority
to
the
deputy
city
manager
and
the.
A
C
So
this
particular
report
sees
thority
to
execute
a
contribution
agreement
with
the
federal
provincial
governments.
As
you
know,
this
is
a
three
government
project.
It's
built
into
the
10
year,
capital
plan.
Each
party
is
contributing
four
hundred
and
sixteen
point
seven
million,
and
so
this
is
just
seeking
authority
to
do
that,
and
we
will
need
to
have
that
authority
as
we
proceed
through
to
enable
us
to
move
forward
on
this
project.
H
Absolutely
I
have
a
three.
This
is
just
a
question
on
process
Josie,
so
we
have
these
blue
sheets
now.
Should
we
should
hang
on
to
these
blue
sheets
because,
as
you're
giving
me
Meishan
I'm
putting
down
those
support,
not
support
war?
Well,
we
get
a
fresh
copy
of
these
next
week
because
we're
gonna
be
asking
for
more
of
them.
Yes,.
C
H
C
A
C
C
The
three
mr.
chair,
just
so
everyone
is
clear:
there
are
reports
that
get
sent
to
committee
that
are
distributed
as
my
understanding
with
the
agenda
at
the
time
we
have
meetings.
So
if
it
was
an
early
item
which
is
dated
December
5th,
they
would
have
been
part
of
a
first
circulation.
We
now
have
another
circulation
of
reports
that
are
for
today,
so
so
saying
that
December
5th
was
a
posted
item
from
before
which
I
can't
tell.
D
C
Next
item
is
facilities
real
estate,
energy
environment,
it's
a
report
that
was
at
City,
Council,
November,
7th,
8th
and
9th
on
the
update
and
next
steps
of
the
potential
relocation
of
the
Etobicoke
Civic
Center
Council
refer
to
request
for
three
and
a
half
million
dollars
to
undertake
the
study.
That's
required
for
this
project
to
begin.
What
we
are
identifying
here
is
that
those
funds
are
included
in
the
10
year,
capital
plan
for
facilities,
real
estate,
environment
and
energy
and
and
funded.
L
C
L
C
3
mr.
chair
just
to
be
clear,
this
is
part
of
a
stage
gating
approach
project
just
much
like
our
other
major
projects.
So
this
is
the
first
stage
is
to
do
the
initial
planning
and
design.
So
we
can
come
back
then,
as
an
understanding
of
the
full
scope
and
cost.
So
first
stage
is
just
do
that
work.
That's
the
only
thing.
That's
in
the
10
year,
capital
plan
is
the
funding
to
do
stage.
1.
C
Okay,
so
the
next
series
of
items
that
are
in
the
tenure-
sorry
in
the
capital,
wrap-up
notes,
really
relate
to
transmittals
that
come
from
our
accountability.
Offices
in
some
of
our
boards
just
start
a
bottom
of
page
15
and
it's
their
transmittals
on
their
requests
and
or
board
approved
capital
plans,
and
so
I
would
just
quickly
go
through
these
and
indicate
whether
it's
consistent
with
what's
in
the
10
year,
capital
plan
or
not
so
the
first
one
is
office
of
the
lobbyist
registered.
So
there
I
did.
C
She
has
identified
the
need
for
$700,000
in
her
10
year,
capital
plan
to
do
state
of
good
repair
work
on
her
system.
That
700
is
included
in
the
10
year,
capital
plan
next
page
office
of
the
ombudsman.
Another
$700,000
request
for
2023
that
that's
for
a
case
management
system.
That's
just
ensure
in
the
future
that
there
is
that
it's
maintained,
so
that
is
included
in
the
10
year.
Capital
plan.
Okay,
as
we
now
move
to
any.
A
C
C
C
F
F
C
Three
much
a
chair.
The
report
that
you
will
be
seeing
shortly
at
the
next
executive
committee
identifies
a
planning
process
for
which
site
development
will
occur.
We
don't
know
other
than
the
police
site.
What
specifically
will
go
on
that
other
site
that'll
have
to
come
back
as
part
of
the
tenure
capital
budgeting
process
to
understand
what
other
elements
might
fall
in
there.
They
are
not
funded.
How.
F
C
I
will
not
sure
who's
here,
but
Tony.
The
minutes,
the
atmosphere
from
police
but
I
think
we
have
a
couple
of
issues
with
that
particular
site.
One
is
ensuring
that
there
is
good
site
development
to
know
what
to
place
on
that
site,
but
we
also
have
the
police
54
55
division
project,
which
is
part
of
their
transformation,
that
we
want
to
make
sure
moves
as
a
first
favi
I.
F
G
F
F
F
F
D
H
D
And
55
division
had
a
capital
allocation
attached
to
it
in
the
state
of
good
repair
budget
somewhere
I'm,
not
familiar
with
55s
capital,
but
I
assume.
If
we're
merging,
55
and
54,
they
will
be
capital
associated
with
both
of
those
that's
been
the
pitch
that
they
will
end
up
being
more
cost-effective
on
the
operating
side,
but
and
that
we
would
save
replacing
both
of
those
sites.
So
where's
the
55
division,
capital
money.
So.
G
G
Was
I
think
about
eight
million
dollars
and
that's
just
by
memory.
There
was
also
monies
for
a
new
54
division
which
at
the
time
we
estimate
it
to
be
and
that
that
estimate
has
changed
over
time
to
now
about
thirty
nine
million
dollars.
Those
have
all
been
collapsed
into,
or
at
least
the
ones
that
don't
include.
54
and
55
have
been
collapsed
into
a
facilities,
realignment,
optimization
project
which
goes
beyond
just
54
and
55
and
looks
at
a
number
of
different
facilities.
D
D
G
D
D
C
Well,
he's
looking
for
numbers
I'll
just
start
just
to
understand
the
transformation
program
of
work.
What
the
police
port
is
doing
is
reviewing
all
their
boundaries
and
all
their
all.
The
plans
that
were
all
the
stations
that
were
planned
for
renovation
or
replacement
was
all
collapsed
into
one
line
until
they
understood
what
all
those
boundaries
are.
Two
years
ago
when
we
had
separate
projects
for
54
and
55,
those
were
merged
into
one,
and
so
was
the
money.
C
D
G
B
B
G
A
C
So
page
16
we're
dealing
with
the
transmittal
from
the
Board
of
Health
on
the
Toronto
Public
Health
10
year
capital
plans.
So
it
is
substantially
consistent
with
what
you
have
in
the
ten
year
preliminary
capital
plan
before
you.
The
adjustments
are
there's
two
sets
of
adjustments
that
make
it
different.
One
is
some
of
the
technology
projects
that
had
been
through
a
citywide
review.
C
Priorities
have
been
amended
both
in
terms
of
timing
and
in
our
ability
to
proceed
based
on
readiness
and
we've
also
adjusted
for
some
carry
forward
funding
that
we've
added
to
the
10
year,
capital
plan
of
the
budget
and
for
18
based
on
where
they
are
in
their
completion
of
that
project,
but
substantive
ly,
similar
based
on
the
recommendations
and
the
MOH
is
here.
If
you
have
questions
any.
C
Page
18
I
believe
that's
our
last
one
on
capital,
so
this
is
a
transmittal
from
the
TTC
Commission
recommending
their
10
year,
capital
plan
of
10-point,
almost
three
billion
dollars,
that
is
both
for
their
conventional
program
of
almost
6.3
billion,
as
well
as
the
final
costs
associated
with
the
the
Spadina
subway
extension
that
is
now
open.
So
there's
116
million
to
complete
that
and
then
some
additional
funding
to
continue
the
planning
on
the
scarborough.
C
So
that
is
one
s
and
then
so
what
has
been
funded?
Both
sides
is
the
same
on
page
19.
There
are
two
other
recommendations
asking
that
we
work.
The
chief
financial
officer
and
city
manager
work
with
the
TTC
on
some
funding
strategies
to
deal
with
their
2.7
billion
below
the
line
that
we
were
not
able
to
fund
and
finally,
some
authority
to
procure
and
continue
with
bicycle
parking
at
90
TC
stations,
for
which
funding
has
is
included.
E
E
E
J
Through
the
charity,
so
I'll
look
through
and
try
to
get
that
break
out,
essentially
in
terms
of
the
categories
of
capital
expenditures.
82%
of
it
is
s
ogr,
which
does
include
some
vehicles
itself.
Another
three
percent
would
be
service
improvements,
five
percent
for
growth
and
10%
for
legislated
projects,
I'll
scan
through
the
notes
and
see,
if
I
can
give
you
some
quantities
in
terms
of
the
actual
fleets
versus
thank.
A
D
J
M
B
D
J
So
all
of
the
stations
have
to
be
fully
ao2
compliance
within
the
ten
year
plan,
so
we
have
just
under
five
hundred
million
in
the
plan
dedicated
to
easier
access.
The
only
two
stations
that
are
not
in
the
plan,
as
of
yet
is
I,
believe
Islington
and
warden,
and
that's
based
on
initial
or
further
reviews
that
are
being
done
to
determine
exactly
how
those
stations
can
be
made
accessible.
We're.
M
D
D
C
Page
2
and
page
3
of
the
green
sheets
has
a
summary
of
financial
implications
of
everything
for
which
there
is
a
financial
impact
associated
with
either
a
referral
or
report,
as
well
as
anything
coming
from
out
of
briefing
notes
that
have
been
requested.
But
what
I
really
would
like
you
to
focus
on
is
at
the
very
top
so
that
we're
really
crystal
clear
around
the
financial
status
of
the
operating
budget.
C
So
when
we
launched
the
budget,
as
you
know,
we
had
a
the
base
budget,
which
was
fully
funded
and
what
was
available
with
an
additional
3.4
million
as
a
result
of
the
additional
moving
to
the
2.1
cent
at
inflation.
So
what
we
had
said
to
everyone
was
that
the
base
budget
was
fully
funded
and
there
was
an
additional
3.4
million.
We
also
said
to
folks
that
built
into
the
operating
budget
in
the
non
program
expenditure
budget
was
the
vacancy
rebate
savings.
B
C
Which
councils
directed
that
half
of
it
be
used
towards
poverty
reduction,
as
well
as
any
retail
relief
programs
and
because
of
some
of
the
delay
what
we
had
available
in
the
base?
We've
held
it
as
an
expenditure.
Until
you
decide
what
you
want
to
do.
So
it's
a
holding
play
a
placeholder,
5.5
million.
So
as
we
entered
this
process,
we
said
that
the
base
was
covered
and
you
had
up
8.9
million
dollars
to
put
towards
any
new
enhanced
investments.
C
We
are
now
in
a
situation
where
the
5.5
is
still
in
the
base
as
an
offset
the
3.4,
based
on
our
latest
assessment
information,
has
turned
that
into
our
rates
that
gives
us
generates
actually
3.7
million
and
the
assessment
growth
estimate
that
we
had
built
into
the
budget.
When
we
launched
the
budget
was
55
million.
We
received
the
final
roll,
it's
now
been
updated
and
there
is
an
additional
13
point:
3
million
in
assessment
for
2018.
C
So
that's
the
thirteen
point,
two
nine
OH
so
those
first
three
lines:
5.5
net
372,
5.2
and
thirteen
point:
two:
nine
Oh
total
twenty
two
point:
five
one:
six
million.
So,
as
you
deliberate
on
the
noon,
enhance
investments
that
that
you
are
considering
and
any
other
financial
implications
on
the
operating
budget
that
are
in
this
list.
There
is
22
point
five
million
dollars
available
for
investments
to
support
investments.
Well,
you
see
in
the
next
line,
is
forty
one
to
nine
0.6?
C
That's
the
sum
of
the
list
of
noon
enhanced
that
you
have
are
before
you
for
consideration
and
then
what
we've
identified
here
are
the
additional
values
associated
with
other
items
that
have
been
identified
through
briefing
notes
and
reports
that
have
been
referred
for
consideration
or
for
which
I
had
staff
have
identified
an
input
implication
based
on
the
request.
That's
come
forward
so
from
coming
from
referrals
and
reports,
that's
net
120,000
for
2018
with
some
additional
savings.
D
C
D
So
you
because
you've
only
got
forty
one
point:
two:
nine
net
yep,
that's
fine!
Thank
you
No!
So
that's
forty,
its
41.3
net,
but
there's
fifty
three
point:
eight
four,
four:
six
in
revenue
in
a
not
included
in
the
budget
line
of
new
and
enhanced
a
new
enhanced
has
a
total
value
of
nine
five
white
was
ever
in
that
column
outside
the
budget.
I,
don't
know
so.
C
That's
all
the
essentially
it's
all
the
childcare
growth
strategy,
all
bundled
up
together.
That's
what
that
is.
That's
why
it's
the
things
that
are
in
that
list.
Some
of
them
have
revenues
associated
with
them,
absolute,
so
ninety
five
million
in
expenditures
or
total
cost
that
would
cause
the
city
on
a
tax
basis,
forty
two
million-
and
then
you
add
this
list
of
other
items
that
have
so
far
been
identified.
B
B
B
C
D
B
L
C
L
C
So
we're
gonna
start
on
page
24,
what's
in
between
what
we
just
saw
and
is
just
really
all
the
requests
that
you
adopt.
It's
just
a
record
of
your
actions
for
requests,
so
operatively
we're
starting
on
page
24,
which
takes
us
back
to
briefing
notes
that
were
circulated
very
early
in
the
process
for
which
I
think
we've
had
some
questions
about.
So
I
will
assume
to
go
a
little
bit
more
quickly
on
these
before
we
get
to
the
new.
C
So
the
briefing
note
number
2,
which
was
distributed
back
in
December,
which
was
just
identifying
all
the
inflationary
increase
estimates
calculations
that
we
use
both
for
building
the
budget
as
well
as
the
basis
for
calculating
user
fees
by
on
a
program
specific
basis,
and
so
that's
just
really
there.
For
your
information.
There.
No
questions
I'll
move
to
the
next
one,
which
is
on
gapping
levels,.
D
Have
been
trying
to
get
at
what
are
the
inflation
costs
of
contracts
so
that
we've
better
understand?
We
understand
the
inflation
costs
of
wage
increases.
We
understand
the
inflation
cost
of
goods
and
services
that
are
contained.
You've
got
some
fancy
formula
now
at
every
division
is
different
to
create
there,
the
inflationary
factor
within
divisions,
but
how
much
are
are
contracted
out
services
costing
us
in
inflation.
Is
there
way
to
capture
that
in
and
I
think
we
asked
for
a
briefing
note
on
that
last
year,.
C
As
soon
as
to
chair
I
think
that
they
would
be
a
to
as
well
programmed
specific
because
it
we
could
define
if
you're
talking
about
contracted
services
versus
other
kinds
of
contracts
on
salt.
You
know
there's.
So
we
just
have
to
be
really
crystal
clear.
What
your
focus
is,
if
it's
around
professional
services,
because
they
will
be
dependent
on
when
you
procure
and
have
not
good,
not
good,.
D
And
those
things
that
are
contracted
in
multi-year
contracts,
sometimes
we
have
has
seven
year
contracts
with
inflation
built
into
them.
I
know
recently
they
fed
Cola
as
the
factor
for
increasing
the
annualized
cost
of
those
contracts,
but
some
of
them
did
not.
They
had
fixed
percentage
increases
and
I,
don't
know
how
we
captured
generally.
Are
we
paying
more
in
particularly
human
service
costs?
Then
we
are
had
we
done
it
differently.
D
C
D
So
all
of
the
basement
flooding
work.
Now
we've
contracted
out
the
program
management
we've
contracted
out
all
the
project
supervision
we
have
layered
on
another
whole
layer
of
contract
management
and
I
have
no
idea
whether
we
are
that's
a
good
use
of
our
resources
or
whether
we
just
should
have
hired
a
bunch
more
probe
project
managers,
there's
no
way
to
know
which
is
a
better
approach.
So.
C
D
I
know
in
the
absence,
in
the
absence
of
having
sufficient
staffing
in
many
areas,
we
are
contracting
things
out.
Yesterday,
we've
contracted
out
the
golf
course
review.
You
know
we're
contracting
out.
You
know
studies
all
over
the
place.
Now
we
never
used
to.
We
we're
like
I,
have
no
idea
whether
this
grows
in
how
much
we've
grown
in
consulting,
although
I'm
sure,
there's
a
consulting
report
somewhere
that
usually
is
and
whether
it
would
be
more
efficient
to
do
it
internally.
J
Through
the
chair,
there's
a
an
excellent
briefing
note:
that's
been
developed
by
engineering
and
construction
services,
it's
any
agenda,
a
look
for
it.
I
just
read
it
last
night
late
last
night,
but
it
provides
you
with
an
assessment
of
the
cost
of
contracting
out
services
versus
retaining
the
internal
capacity
to
Developmental.
Services
I
will
so.
It
gives
a
good
benchmark
on
the
implications
of
contracting
out
I'll.
C
B
Because
when
you
go
to
it
to
the
briefing
notes
section
of
the
toronto
city
budget,
2018
page
I'm
time
in
I'm
insane,
I'm
trying
to
go
paperless
here.
If
I
go
looking
for
briefing
note
number
two
on
the
website
under
toronto
city
budget
2018,
what
I
find
is
briefing
note
number
two,
which
is
an
operating
briefing
note
on
economic
factors
so
or
there
are
they're,
overlapping
and
and
duplicated
number
systems
are.
A
B
B
B
B
Have
we
made
us,
have
we
made
an
over
if
we
made
started
in
capital,
there's
a
one,
two,
three
four:
five:
six
seven
number
system
and
in
operating
there's
one
two,
three,
four,
five,
six
seven
number
system
and
in
rate
supported,
there's
another
number
system.
That
is
also
one
two
three
four
five,
six
seven
is
that
my
challenge
this
morning,
no.
C
C
C
B
C
A
C
So
this
two
was
distributed
early
on
December
12th
from
our
last
round
of
meetings.
Numbered
briefly
note
number
three
operating
from
page
24
counselor,
and
this
was
the
2018
gapping
levels
across
the
entire
organization
and
what
it's
showing
in
comparison
to
2017,
that
the
average
gap
in
rate
is
actually
decreased
to
one
point:
three,
so
just
marginally
compared
to
one
point,
four
in
2017.
A
D
No,
at
the
same
time,
I'm
reading
the
briefing
note
about
why
we
have
no
staff
doing
ECS
work
because
we
can't
get
them
at
certain
rates
and
now
I'm
trying
they
can
see
on
top.
If
you
go
through
the
city's
directory
and
you
look
at
all
the
names
vacant
acting
vacant
vacant
acting,
it
is
astounding
how
many
positions
in
the
current
structure
are
vacant.
So
what's
percentage
of
vacancies.
B
C
Three
mr.
chair,
the
as
you
can
appreciate,
the
level
of
vacancies
is
a
fluid
number.
It's
a
dynamic
number,
because
there
is
a
lot
of
turnover
and
I
think,
as
staff
have
been
saying
there,
the
attrition
rates
are
increasing
as
retirements
increase.
Yes,
there
is
a
brief.
You
know
it
will
come
to
shortly
from
our
colleagues
in
HR.
C
D
C
Briefing
note
number
four,
which
also
was
distributed
back
on
December
12th,
summarizes
all
the
changes
in
user
fees
that
are
in
the
2008
preliminary
operating
budget.
This
would
have
been
supplemental
to
what
was
being
posted
and
given
notice
on
at
the
time
that
we
started
the
budget
process
back
in
December.
But
as
a
summary,
the
fee
changes
that
we
are
seeing
in
this
round
are
summarized
on
page
25.
So
there
are
fees
that
are
approved
automatically
with
an
inflationary
increase
for
this
year.
D
C
C
C
D
D
D
Other
thing
that's
always
raised
with
this
by
councillor
shiner
and
I'll
be
councillor
shiner.
Today
we
raise
our
fees
based
on
certain
service
levels.
How
do
we
make
sure
that
we
are
delivering
the
service
levels
that
those
user
fees
are
supposed
to
deliver?
For
instance,
as
you
point
out,
the
planning
fees
went
up
hugely
a
portion
of
those
went
to
buildings,
a
portion
of
those
they
were
distributed
across
all
of
the
divisions
that
had
development
roles.
C
So
three
mr.
chair
I
think
that,
well
you
know,
every
division
will
have
some
challenge
around
attrition
and
turnover,
but
where
we
have
seen
volumes
increase,
including
in
this
budget,
we
have
added,
you
know
the
revenues
to
bring
in
additional
staff.
So
we
have
a
volume,
increase
actually
implant
in
the
planning
budget
for
committee
of
adjustment
built
into
this
budget
to
deal
with
the
increased
demand
and
we've
been
able
to
use
that
revenue
to
supplement
where
there
has
been
a
need
to
deal
with
demands
so
that
they
are
dealing
with
those
services.
D
Because
that's
the
question
I
think
I've
asked
it
every
budget
meeting.
Where
are
we
and
how
are
we
accommodating
growth
and
demand
and
I?
Don't
think
I
see
it
in
terms
of
additional
staff
to
deal
with
demand
the
growth
strategies
I
understand
we're
developing
strategies
that
are
clear:
we're
going
to
expand
and
grow
certain
services,
but
in
other
areas
where
there
isn't
clear
demand
or
growth
identified,
like
building
permits
and
so
on.
C
3
mr.
chair,
we
treated
as
a
usually
as
a
base
budget
change
of
volume
change,
so
you
would
see
in
various
budgets
where
we
have
adjusted
and
added
staff
and/or
funding
to
deal
with
volume,
so
whether
that
in
the
past
has
been
in
the
area
of
Oh
W,
where
we've
had
caseload
increase
rate
or
where,
in
particular,
the
city
committee
of
adjustment
volume
increase,
we've
built
that
into
the
base.
So
it
just
really
depends
on
the
take
your
area.
C
C
So
what
we
essentially
do
every
set
of
budget
notes
has,
at
the
back
and
appendix
that
itemizes
all
the
plant
draws
and/or
contributions
where
we
know
it,
and
then
this
briefly
note
both
on
operating
and
capital-
and
this
briefly
note
rises
it
up
across
the
city
so
that
that
people
have
this
information,
and
this
has
been
asked
for
in
the
bath.
So
it's
really
just
information
around
that
and
it's
been
revised.
A
D
D
Because
I'm
trying
to
figure
out
how
to
deal
with
this
issue,
there
was
initially
we
have
just
spent
all
of
the
capital
for
potential
acquisition
of
school
board,
properties,
fields,
etc.
I,
don't
know
what
that
was
exactly
called.
It
was
called
the
school
acquisitions
whatever,
and
there
were
supposed
to
be
a
report
on
how
to
replenish
that
Reserve,
which
was
about
twelve
million
dollars
when
it
started.
D
J
Through
the
chair,
it's
our
full
intention
to
report
out
on
this.
It's
not
necessarily
required
that
we
deal
with
it
as
part
of
the
budget
process.
It
can
be
reported
out
on
its
own.
As
you
know,
counselor
the
province
has
put
a
moratorium
on
school
sales,
and
so
the
the
issue
is
not
urgent
in
the
sense
that
we
can
afford
to
report
out
within
a
month
or
two
on
the
funding
options
that
are
available
to
us.
Okay,.
J
M
D
M
M
D
M
C
Great,
so
we're
at
the
bottom
of
page
26a,
it's
briefing
note
number
six,
it
qu
is
distributed
December
twelfth
and
it
is
the
culmination
of
the
equity
impact
review
briefing
note.
As
you
know,
this
is
the
second
year
in
which
the
city
is
putting
an
equity
lens
on
all
of
the
potential
recommended
adjustments
to
the
to
the
budget,
both
in
terms
of
what
might
be
changing
in
terms
of
existing
services
in
the
base
budget.
Revenue
changes,
as
well
as
any
of
the
noon.
Enhanced
items
that
have
been
in
the
list
before
committee,
since
the
launch.
C
Mr.
chair
page
27
briefing
note
number
9.
This
was
before
you
as
well
and
was
slightly
revised.
I
think
it's
been
reissued,
it's
the
Toronto
poverty
reduction
strategy,
it's
before
you
and
it
identifies
the
work
plan
for
2018
that
it
includes
55
initiatives
that
would
be
implemented
both
with
existing
resources
as
well.
An
external
funding
and
20
initiatives
that
have
a
combined
impact
of
sixty
three
point:
six
million
gross
thirteen
point,
seven
million
nett
and
they
are
all
on
the
list
as
part
of
the
41
million
in
front
of
you
for
consideration.
H
A
D
H
The
more
detailed
report
will
be
on
community
benefits
agreements
and
then
there's
going
to
be
one
on
HIPAA
grants
and
how
they're
gonna
manage
bill
148
minimum,
especially
in
particular
the
minimum
wage
piece
for
our
community
partners.
Okay,
you
have
questions
or
other
things,
that's
different,
but
those
two
pieces
will
be
coming
later.
H
D
D
C
Its
strategy,
so
three,
mr.
chair,
we,
we
believed
I
believed
that
keeping
it
all
together
so
that
it
wasn't
partly
in
and
partly
out,
would
actually
be
less
confusing
and
so
keeping
in
in
its
entirety.
The
child
care
growth
costs,
whether
it's
fun
from
the
province
or
whether
the
piece
is
funded
from
the
city,
as
one
package
would
be
clearer,
more
transparent
to
everybody
by
having
it
in
one
place
and
because
there's
a
piece
of
it.
C
That
requires
consideration
about
the
funding
source,
it's
all
in
new,
and
it
is
an
expansion
right
and
so
poverty
reduction.
It's
also,
in
many
cases,
a
change
in
service
level.
That
is
the
determining
factor
of
why
something
is
in
new,
regardless
of
the
funding
source.
That,
too,
is
in
there
as
a
package.
D
A
C
So
the
next
is
a
briefing
note
from
the
acting
CFO.
It's
entitled
it's
number
11
that
she
was
new
so
now
we're
starting
with
all
new
briefing
notes
on
the
city's
credit
rating
performance.
I.
Believe
that,
as
we
launched
the
budget,
we
had
been
asked
to
report
around,
you
know
the
city's
credit
rating
and
what
impacts
our
ability
to
borrow
in
the
cost
of
borrowing
and
I'll.
Leave
this
to
the
acting
CFO
to
discuss.
C
E
J
E
J
Government
of
Canada
has
a
triple-a
rating.
Our
madhavan's
does
not
the
province
of
Ontario,
for
example,
has
a
double
eight-?
Well,
that's
not
a
surprise.
So
so
there
are
a
number
of
credit
fundamentals
that
rating
agencies
look
at.
They
look
at
liquidity.
That
is
the
amount
of
reserves
that
we
have.
They
look
at
the
debt
per
capita
of
an
issuing
entity.
Okay,
so
so.
E
J
C
Okay,
so
mr.
chair
we're
now
at
the
top
of
page
29,
still
dealing
with
corporate
wide
issues,
briefing
note
number
12
again
at
the
launch.
We
were
asked
to
bring
back
detailing
how
much
is
in
this
budget
on
efficiency
savings,
and
so
what
we
have
before
you
note
that
highlights
the
impact
on
the
18
budget.
In
terms
of
the
savings
built
into
this
into
the
into
this
particular
budget.
You
can
see
the
table
on
page
29
there
as
a
summary
in
the
briefly
note
as
well
that
in
2017
we
had
efficiency
savings
of
23
million.
C
What's
built
into
18
is
the
incremental
savings
arising
from
their
implementation
in
2018,
so
that's
2
million
in
the
base,
as
well
as
an
additional
21
million
in
a
new
efficiency.
Saving
costs
are
savings
of
21
million,
so
another
23
million
this
year.
Incidentally,
with
those
efficiency
savings
we'll
see
incremental
savings
in
2019
of
another
6
million
at
the
end
of
their
implementation.
So
the
briefing
know
identifies
what
those
items
are
built
into
the
budget
on
page
2,
&
3,
with
more
details
at
the
back,
which
coincide
with
the
table.
C
So
three,
mr.
mr.
chair,
what
you
asked
for
was
what
we
could
do
was
identify.
What
are
the
efficiencies
that
are
in
built
into
the
budget
and
our
the
discussion
at
our
last
meeting
was
that
going
forward
for
next
year.
We
would
identify
like
this
list,
which
ones
are
as
a
result
of
AG
recommendations.
I
believe
there
is
one
here
are
some
of
it
and
I'd
have
to
ask
the
TTC
to
elaborate,
but
some
of
the
contract
management,
work
and
review
that
happened
in
TTC
has
resulted
in
some
savings
being
reflected
in
this
budget.
C
A
M
No,
the
efficient
through
you,
mr.
chair,
the
efficiency
savings
and
Children's
Services
was
really
through
our
increased
automation
of
various
services,
so
reduction
by
reduction
in
printing
and
paper
production,
which
we
were
able
to
generate
putting
more
services
online
for
parents
and
operators.
D
D
C
Three
mister
chair:
the
budget
directions
that
were
at
Council
when
we
set
the
target
had
identified
certain
strategies
to
look
at,
as
part
of
you
know,
looking
for
efficiencies,
and
so
when
there
are
vacant
positions
and
or
positions
becoming
vacant
through
attrition,
it
gives
staff
an
ability
to
then
look
at
how
something
might
be
organized,
whether
it's
a
change
to
a
process
or
how
workload
is
distributed
and
from
that
identify
efficiencies.
So.
D
C
Okay,
so
I'm
just
going
to
because
we
seem
to
be
developed
a
bit
of
a
jive
here.
The
next
new
briefing
note
that
you
have
is
number
fourteen.
Although
number
thirteen
was
distributed,
I
just
gonna
stay
on
this
one
page
twenty-nine.
So
there
was
a
request
for
the
city
managed
to
provide
a
briefing
note
on
the
number
of
temporary
and
permanent
part-time
and
full-time
staffed
by
division
and
provide
some
commentary
on
how
to
renew
the
public
service
given
current
and
future
retirements.
So
you
have
that
briefing
note
in
front
of
you.
It's
number
fourteen.
H
H
J
Through
the
chair,
we
don't
have
the
five-year
trend
here,
but
I
could
tell
you
that,
certainly
for
the
part-time,
it's
reflective
of
operational
need
in
particular
division.
So
of
course,
the
bulk
of
those
positions
are
the
rec
workers,
but
then
it
focuses
on
those
divisions
that
have
historically
traditionally
had
an
operational
need
for
part-time,
whether
its
shelters
or
children's
services
or
security
guards.
So
it's
not
I,
don't
believe
we
would
see
an
increased
trend
for
part-time.
The
numbers
on
the
temporary
side
reflect
a
combination.
H
J
Don't
want
to
speak
generically
because
you
know
there
is
every
business
is
different,
but
my
sense
would
be
that
the
number
of
part-time
positions
are
created
based
on
an
operational
need.
So
we
created
part-time
positions,
4-2-3-1
run
operation
or
there's
a
deliberate
decision
to
have
part-time
positions
to
cover
off.
Before
and
after
school
childcare
operational,
not
to
see
and
on.
J
The
temporary
side,
the
benefits
there
are
not
substantive:
there
aren't
savings
and
differences
in
benefits;
entitlement,
for
example,
for
the
most
part
between
temp
and
perm.
So
again,
it's
more
the
need,
the
particular
operational
need
that
will
drive
whether
or
not
we're
filling
a
position
with
a
temporary
employee
or
a
permanent.
So.
H
A
human
resource
request,
a
new
job,
would
come
sooner
or
later
comes
to
you
right
to
fill
it.
Do
you
have
a
box
that
you
tickets
that
says?
Okay?
Is
this
really
a
full-time
position
and
you're
trying
to
call
it
game
game
the
system
to
save
on
the
budget
sign
morning
today,
as
a
good
employer
I
think
we
want
to
create
full-time
positions,
so
people
can
both
do
good
work,
but
also
lead,
don't
have
to
string
together
three
part-time
jobs
to
make
a
living.
So.
J
I
would
say
that
four
divisions
filling
positions
temporarily.
It
is
a
deliberate
thoughtful
position.
Divisions
don't
want
to
fill
temporarily
where
they
have
a
permanent
need.
It
costs
more
money
in
the
long
run.
It's
disruptive
to
the
organization,
so
I
think
that
it
is
not
a
cost.
Saving
strategy
temporary
are
being
filled
to
fulfill
a
specific
need,
either
a
temporary
project
or
a
backfill
of
a
position
that
is
owned
by
so
a
permanent
employee.
You.
H
D
Litical
question
I
think
I,
but
I
agree
it
that
I
was.
This
is
the
first
time
I've
seen
this.
This
is
my
briefing
notes.
Request
and
I
am
really
shocked
at
the
number
of
temporary
employees
here,
so
why?
Why
would
there
be
in
solid
waste,
for
instance,
almost
300,
temporary
employees
or
or
what
about
paramedics?
Why
do
we
have
429
temporary
paramedics.
D
There
are
certain
departments
that
are
male-dominated
that
will
not
have
the
same
kind
of
vacancy
rate
as
those
where
they're
female
to
the
one
leaves,
although
there
are
parental,
leaves,
obviously
that
men
go
on
now,
so
it's
probably
evened
out
more,
but
there
are
just
the
number
of
temporary
employees
is
really
surprising
to
me.
Why
would
somebody.
D
D
E
D
And
fifty
jobs,
sorry
I
got
it
wrongful
employees.
Sixteen
hundred
and
fifty
employees
and
four
hundred
and
twenty
nine
of
them
are
temporary.
This
is
just
one
example
and
thirty-five
or
part-time
I
know
we
moved
to
this
part-time
I.
Don't
know
why
I'm
looking
at
you
mister
Raftis,
but
you
moved
to
the
part-time
model,
but
there's
429
here
identified
as
temps.
D
I
I
D
All
right,
I
will
and
there's
some
in
here
like
bargaining
unit
in
solid
waste.
You
don't
have
a
lot
of
temps
in
solid
waste.
There
should
not
be
a
lot
of
temps
in
solid
waste,
I
mean
they
get
hired
there
on
rate,
so
I
will
yeah
could
could
I
have
the
digital
version
of
this
table
so
that
I
can
play
with
it.
Thank.
F
A
very
quick
question:
I
have
around
the
accountability
offices
and
then
the
Sea
of
Oz
office
and
I
was
under
the
impression
and
maybe
shown
here
in
these
numbers
that
we
were
going
to
be
shifting
some
of
the
staff
responsibilities
from
the
Auditor
General
into
a
more
internal
audit
function
within
your
division.
I
believe
mr.
CFO
is
that
reflected
here
in
these
numbers,
so.
F
C
F
C
C
So
we're
on
page
30
and
of
the
green.
It's
briefing
note
number
13
I
just
went
in
this
order,
so
not
to
confuse
you
more,
but
annually
we
provide
a
corporate
review
of
all
the
position.
Changes
reflected
in
the
budget
so
ought
to
be
really
clear
that
the
briefing
note
you
just
dealt
with
was
actually
headcount
the
number
of
people
that
are
here
at
the
city
and
their
classification.
C
What
this
briefing
note
talks
about
is
the
number
of
approved
positions
in
the
complement,
so
the
establishment
or
complement
is
this
briefing
note
and
the
changes
reflected
as
a
result
of
this.
This
budget,
which
is
different
than
the
strength
or
the
bums
in
seats,
so
to
speak,
count
that
you
just
dealt
with
in
the
previous
briefing
note
so
once
about
the
planned
positions,
then,
is
what
the
actual
bodies
that
are
in
those
positions.
So
what
this
briefing
note
highlights,
which
we
did
describe
at
the
launch
page
third
briefing
out
13.
C
So
what
this
briefing
note
does
describe,
as
we
did
at
the
lodge
the
changes
in
an
approved
positions,
and
so
what
we
highlight
for
you
are
those
positions
that
are
associated
with
delivering
service
or
we
call
our
operating
positions.
It's
page
to
the
briefing
note,
and
then
we
identify
those
that
are
permanent
and
those
that
are
temporary,
and
then
we
have
capital
positions
that
are
for
project
delivery
and
they
are
permanent
or
temporary.
C
That's
going
down,
we
have
capital
positions
going
up
as
a
result
of
delivering
new
capital
projects
and
noon
enhanced.
Overall,
on
the
operating
side,
the
number
of
positions
is
decreasing
by
61.5
on
the
capital
size.
The
number
of
positions
are
increasing
by
two
hundred
thirty
point,
four
and
I
think
that's
reflective
really
of
the
level
capital
activity
that
that
the
city
is
undertaking.
In
its
10-year
plan,
questions.
D
What
I
don't
understand
is
last
year,
for
instance,
there
were
no
net
reductions
in
capital,
so
why
I
understand
you
higher
project
managers
or
IT
people
or
whatever
for
specific
projects,
but
then
somewhere
you're
supposed
to
take
them
back
out.
So
I
don't
see
where
the
taking
out
of
the
capital
project
people
are
so
threes,
you
just
rolled
them
over.
So.
C
C
So
behind
this
briefly,
you
know
is
a
program
by
program,
description
of
everything,
of
what
all
the
changes
are
on
page
5
of
the
briefing
note
for
delivery
of
capital
projects,
it
actually
describes
in
each
of
the
areas
what's
going
up
and
what's
going
down
so
internal
corporate
services,
you
can
see
at
the
very
bottom
of
page.
5
is
a
decrease
of
5
positions,
no
longer
required.
Okay
for.
C
It's
under
the
gym,
it's
under
the
category
of
delivery
of
capital
projects.
We
put
all
of
that
in
that
prior
impacts,
as
if,
in
fact,
you
added
a
service
enhancement
in
2017
that
added
positions
and
there
are
more
positions
showing
up
in
18.
So
that's
really
around
service
investments.
Anything
do
capital
is
under
capital
project
delivery.
D
C
It
did
really
depends.
A
lot
of
these
projects
are
running
concurrently.
There
is
expertise,
that's
built
up,
but
remember
that
we've
got
people
coming
on
who
are
subject
matter
experts
and
if
there's
many
projects
going
on
at
one
time
we're
trying
to
make
sure
that
they
all
are
getting
fat
as
well.
C
As
you
know,
technical
positions
that
are
required
for
integration
and
analyst
positions
where
there's
an
opportunity
with
one
project
ending,
they
will
potentially
move
on
to
another
project
if
it's
viable,
but
then
you
know,
one
gets
counted
as
a
decrease
and
another
one
gets
counted
as
an
increase
doesn't
mean
the
expertise
goes
away.
It
all
depends
any.
C
A
C
H
H
N
Are
a
number
of
assessments
that
get
appealed?
The
downtown
commercial
and
industrial
assessments
are
the
most
complex
and
less
homogeneous,
and
they
are
typically
appealed
year
after
year.
The
assessment
review
board
does
have
a
process
in
place
to
adjudicate
these
sooner
we're
hoping
to
see
that
actually
happen.
The
appeal
loss
piece
is
something
that
provincially
legislatively.
They
gave
us
the
ability,
starting
last
year
to
actually
adjust
the
opening
rate
to
account
for
those
appeals,
so
this
is
actually
something
new
that
was
there
last
year.
L
N
Typically,
a
property
owner
will
appeal
until
the
appeal
is
heard.
There
were
cases
where
appeals
would
not
be
heard
for
eight
or
ten
years.
That
is
not
as
bad
anymore,
and
certainly
the
assessment
Review
Board
has
a
process
in
place
to
deal
with
those
a
lot
sooner
because
we
have
four-year
reassessments.
N
E
N
Outlier
happens
to
be
a
property
that
increased
by
greater
than
a
hundred
percent
or
decreased
by
greater
than
twenty
five
percent,
because
we
adjust
our
axes
each
year
for
the
effect
of
the
phasing
of
reassessments
taking
out
those
outliers
actually
changes
the
average
growth
for
each
class
and
therefore,
by
doing
that,
we're
adjusting
this
and
bringing
in
additional
revenue
the
province.
Does
this
other
municipalities
do
this
as
well?
It's
it's
something
that
we
actually
have
rear
minds
check
and
that's
why
we
didn't
actually
have
really
good
information
on
this
until
early
this
week
under.
K
N
Might
increase
by
a
hundred
percent
is
because
it's
it's
wrong
and
it's
being
appealed.
It
could
be
because
they
actually
did
some
betterments
that
were
never
picked
up
as
growth,
and
this
gives
us
the
opportunity
to
exclude
them
from
the
averages
and
and
that's
why
it
results
in
additional
income.
In.
E
C
You
that
completes
the
set
of
corporator
citywide
briefing.
Note
topic
so
now
we'll
be
moving
into
all
the
program.
Specific
briefing
notes,
so
we're
at
the
bottom
of
page
40.
Sorry
31.
The
first
being
briefing
note
number
16
for
Children's
Services.
This
is
a
request
to
identify
all
the
provincial
monies
that
are
specifically
devoted
to
targeted
fee
subsidies
versus
all
affordability.
So
that
briefing
notes
before
you
and
the
wrap-up
notes,
summarize
the
number
of
childcare
subsidies
built
into
the
18
budget,
total
of
twenty
eight
thousand
nine.
C
Seventy
five,
if
you
turn
the
next
page,
not
included
yet
is
an
additional
eight
hundred
and
twenty
five
and
that's
on
the
list
of
new
enhancements.
We've
also
been
advised
that
there's
additional
funding,
that's
coming
from
the
province,
that'll
add
another
five
hundred
and
fifty
there's
a
report.
They'll
be
coming
to
executive
committee
on
all
those
final
amendments
to
the
Children's
Service
budgets.
So
we
have
one
place
with
all
that
information.
A
B
Iii
know
that
the
825
are
not
included,
but
it's
kind
of
it's
frustrating
the
way.
The
briefing
note
is
written,
so
the
total
number
of
in
the
preliminary
budget
we
have
twenty,
eight
thousand
plus
almost
twenty
nine
funding
for
childcare
Pisa,
resulting
from
the
new
provincial
investments,
also
includes
eight
hundred
and
twenty
five
new
subsidies
funding
for
the
eight
hundred
and
twenty
five
new
substance
subsidies
is
not
included.
B
C
We
were
trying
a
three
which
chair
or
trying
to
keep
all
like
things
together,
a
it's
part
of
the
expense.
It
does
have
the
20
percent
contribution
component.
That's
part
of
that
overall
piece.
The
fact
that
part
of
it
is
funded
from
the
provincial
federal
government
is
a
great
thing,
but
it
is
one
package
of
information
and
it
is
an
expansion
to
the
program
and
it
is
part
of
the
poverty
reduction
and
we
thought
we
were
bringing
clarity
to
the
system
for
all
the
things
that
are
associated
with
poverty
reduction.
H
So,
during
the
deputation
I
asked
a
lot
of
folks
who
came
forward
to
make
deputations.
What's
more
important.
Subsidies
are
overall
affordability
and
actually
I.
Think
the
in
the
court
of
public
opinion
they
were,
they
were
more
or
less
split
on
it
as
I
understand
it,
the
appendix
3.4,
where
is
the
lane
by
the
way?
H
M
H
M
M
D
M
D
M
D
D
But
out
of
1,600-
yes,
that's
correct
right!
So
I
don't
know
about
you,
but
to
me
that
considering
all
the
millions
doesn't
move
the
yardsticks
enough,
so
what
I'm
wondering
is
whether
or
not
we
could
look
at
expediting
the
investments
in
affordability
and
could
we
shift
what
well?
Let
me
back
up,
because
I
will
talk
about
affordability,
some
more.
The
city's
contribution
for
this
year
should
have
been
in
order
to
achieve
20%
should
have
been
11
point.
2
million.
Is
that
correct?
That
is.
D
So,
instead
of
putting
11
point
2
million
in
this
year,
it
is
put
into
a
capital
investment
in
the
Anishinaabe
childcare
center
for
2
million
this
year.
2
million
next
year,
1.6
the
third
year
and
some
additional
operating
money
with
the
intent
of
reinvesting.
That
in
2020
in
the
operating
budget,
is
that
if
I
captured,
that.
A
A
M
M
A
C
Okay,
three
mr.
chair
page
33,
so
now
we're
into
economic
development.
It's
briefing
note
number
17
request
was
to
provide
a
list
of
the
particulars
around
the
11
trade
missions
in
2017,
the
international
trade,
so
that's
been
provided
along
with,
what's
planned
for
2018
and
the
overall
expenses
for
both
which
I
believe
councillor
Carol
asked.
E
K
So
why
the
length,
because
I'm,
trying
to
maximize
the
efficiency
of
travel?
So
if
we're
in
Europe,
if
people
are
traveling
an
economic
development
of
culture
in
Europe,
then
they
would-
and
these
are
important
cities
to
promote
Toronto
that
have
made
sense
to
put
them
together.
There
was
also
some
events
going
on
that
made
sense
to
string
them
together
for
this
trip,
so.
K
E
So
it
says
to
provide
delegates
with
market
opportunities
in
the
UK
EU,
strengthen
existing
partnerships,
further
Toronto's
economic
interests
in
Europe,
and
gain
a
strong
understanding
of
two
of
the
largest
and
influential
countries,
UK
and
Italy,
and
the
European
Union.
So
that
was
the
that
was
the
goal,
and
so
what
were
them?
What
were
the
outcomes
of
that
so
and
again,
a
strong
understanding
who
gained
the
strong
understanding
of
the
UK
and
Italy
the.
K
E
I
know,
councillor
Carroll
will
also
have
some
questions.
I
want
to
ask
about
next
year's
plan
and
in
next
year's
plan
there's
their
two
trips
planned.
One
is
for
the
spring
lines.
Fashion
show
at
in
London,
and
one
is
for
the
fall
lines.
Fashion
show
in
London
at
Canada
house
swearing
how
that
sort
of
City
business
is
gonna
further
the
interests
of
Toronto.
That's
your
last
question.
So.
K
From
from
not
every
trip
is
yet
being
approved,
none
of
these
trips,
in
fact,
is
that,
for
maybe
the
first
couple
have
been
approved,
it
would
be
unlikely
that
we
would
send
somebody
to
two
of
those
fashion
shows
probably
one
fashion.
Industry
is
a
very
important
industry
in
this
city.
Now
the
foot,
the
city
funds,
a
fashion
incubator,
and
so
it's
important
for
us
to
promote
our
up-and-coming
fashion.
Companies
at
these
international
shows
so
when
it
says
a
fashion,
show
sort
of
doesn't
get
into
the
full
complexities
of
a
trade
show.
K
B
L
B
B
B
And
I
know
that
you
know
I
was
surprised
to
learn
that
that
when
I
went
on
a
trade
mission
2016
that
that
someone
had
taken
the
entire
trip
in
advance
but
I
don't
see
any
listing
of
advance
trips
here
but
I'm.
Looking
at
the
briefing
note
for
the
first
time,
I
did
ask
about
any
advanced
travel
there.
K
B
J
K
K
L
K
B
J
K
K
There
were
a
number
of
tourism
is
one
clear.
An
important
measure
from
the
point
of
view
of
Italy
is
an
important
market
for
Toronto
for
tourists,
inbound
tourists,
so
that
was
a
key
element.
Food
manufacturing
is
another
element
and
councilor
croissant
a
and
staff.
This
is
a
number
of
food
manufacturing
concerns
in
that
area
that
are
looking
seriously
addicts
at
opening
operations
in
the
Toronto
area,
so
that
came
out
of
it
as
well.
So.
J
J
J
Okay
well
next
year,
I'll
ask
about
those
live,
leaves
I'll,
make
sure
I
follow
up
with
that,
but
do
counselors
need
to
go
to
these
things
like
I
understand,
like
is
not
most
of
the
work
done
by
staff.
Okay,
I'm
trying
to
understand
the
relationship
between
a
counselor
going
on
a
trip
and
staff
going
on
the
trip,
so,
whether
it's
Italy
or
the
questions
counselor
Campbell
last
is
not
the
follow-up
and
and
is
not
most
of
the
behind
the
scenes.
Work
really
done
by
staff.
J
K
K
J
K
K
New
relationship
formed
in
2017
these
relationships
are
our
community
to
community.
The
leaders
are,
representatives
of
the
leaders
of
the
communities
are
expected
to
be
part
of
them,
so
when
they
come
here,
they
bring
mayors,
and
when
we
go
there,
we
bring
a
representative
council
whether
samara
or
is
delegate.
Thank.
J
L
K
K
K
L
That
would
be
very
easy,
but,
okay,
my
question
is
as
well
so
when
these
trips,
when
when
these
members
accounts,
will
go
on
these
trips,
do
they
report
back?
Do
they
give
a
briefing
note
or
some
report
to
economic
development
or
what
happened
on
the
trip?
Whatever
do,
we
know
what
they
did
and
what
they
ate,
or
nothing
like
in
Italy.
Was
it
a
lot
of
Pizza?
What
was
it
dude?
K
C
A
C
Now
in
pfn
our
page
34,
so
there
was
a
request
for
briefing
note
top
of
page
34
to
address
unmet
demand
for
recreational
programs.
So
just
a
bit
of
back
up
here,
there
was
actually
a
report.
They
went
to
Council
that
approved
the
Community
Recreation
18a
2020
growth
plan
and
waitlist
management
report,
which
identified
the
need
to
expand
the
number
of
spaces
in
registered
instructional
programs
by
60,000,
with
10,000
in
18
and
25
in
each
of
the
years,
19
and
20.
C
What
this
request
is
asking
and
what
the
briefie
note
is
identifying
is
whether
we
can
double
the
number
of
spaces
in
2018
to
20,000.
So
the
budget
on
the
list
of
unfunded
includes
a
request
to
fund
10,000
at
a
cost
of
386
thousand
net.
If
you
want
to
double
it,
then
you
would
have
to
double
the
value
that
particular
request
to
722,
seven
hundred
seven
hundred
seventy
three
thousand
net,
and
then
you
would
have
a
plan
that
would
see
25
thousand
in
each
of
the
following
two
years.
So
that's
the
financial
impact.
E
You
three
mr.
chair,
there
was
a
there
was
a
report,
requests
for
parks,
forestry
and
recreation
on
the
cost
of
providing
free
programming
and
I.
Believe
it's
39.
Community
centers
is
that
correct,
39
community
centers
through
the
chair
there
are
39
free
community
centers,
so
that
report
has
never
been
written
and
we're
looking
at
facing
long
lines
of
unmet
demands
because
there's
not
enough
funding,
and
yet
we
have
free
programming
for
all
in
39
community
centers.
E
Do
you
have
any
kind
of
estimate
as
to
what
the
cost
is
to
the
city
for
providing
for
free
programming
at
39
community
centers?
Through
the
chair,
we
had
come
back
to
to
CDR
with
the
free
center
two-year
study.
We
responded
to
any
briefing
request
for
estimates
of
foregone
revenue
so
to
speak
with
respect
to
those
centers.
At
that
time.
E
L
E
L
E
Would
be
great
okay,
so
so
the
you
saying
the
cost
of
running
the
programs
because
you
through-
in
other
words,
if
you
didn't,
have
the
the
free
program,
but
instead,
if
you
had
a
welcome
program,
you'd
have
some
revenues
coming
in,
but
then
there
would
still
be
a
lot
of
free
programming.
So
was
that
you
said
it's
around
10
million
dollars
well,
we'll
get
we'll
get
the
copy
of
the
report
and
and
and
reconfirm
the
numbers
from
that
report.
E
But
this
this
briefing
note
and
the
the
idea
about
recreation
growth
plan
is
both
expanding
programming
at
fee
based
as
well
as
free
centers.
So
it's
not
just
focused
on
free
centers
right.
The
purpose
of
this
strategy,
as
directed
by
so
to
take
a
look
at
an
as
approved
by
council,
was
around
meeting
unmet
demand
across
the
city,
and
there
are
some
programs
that
we've
identified
here
that
have
a
cost
recovery
associated
with
them.
So
those
programs
would
be
dispersed
a
quarter.
So
there's
a
waitlist
I.
E
Imagine
you've
done
the
work,
but
it
wasn't
asked
for
in
the
reports
on
I
understand
why
it's
not
here,
but
do
you
do?
You
have
a
clear
understanding
as
to
what
people
are
waiting
for.
Are
they
waiting
for
yoga?
Are
they
waiting,
for
you
know
children's
swimming
classes?
What
are
they?
What
are
they
waiting
for?
So
when
we
brought
the
growth
plan
for
the
primary
programs
that
are
in
highest
demand
our
summer
camps,
we
can
learn
to
swim,
followed
by
general
interest
grants
that
all
makes
sense.
Okay,
thank
you.
Thank
you.
Mr.
A
You
we're
gonna
recess
now,
unfortunately,
have
to
continue
after
that.
Counselors
just
want
to
let
everyone
know.
We
are
maybe
halfway
through
the
briefing
notes.
When
we
get
back
at
1:30,
we
have
two
hours
and
then
we're
gonna
have
to
recess
I.
Do
please
make
sure
there
are
any
briefing
note
requests
coming
into
the
clerk
if
you
get
them
in
last
minute,
I
can't
guarantee
that
they'll
be
supported.
Thank
you.