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From YouTube: Budget Committee - November 15, 2019
Description
Budget Committee, meeting 10, November 15, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=16909
Meeting Navigation:
0:08:56 - Call to order
Agenda Item:
0:10:06 - BU10.1 - 2020 Rate Supported Budget Launch (Ward All)
A
Morning,
everyone
morning,
if
we
could
just
quiet
down
we're
gonna,
get
going
thanks
very
much.
We
have
quorum
and
I'd
like
to
call
the
tenth
meeting
of
the
Budget
Committee
to
order
I'd
like
to
welcome
all
members
of
the
committee
and
members
of
council
and,
of
course,
members
of
the
public
in
the
media.
A
Thank
you
for
joining
us
this
morning,
I'd
like
to
start
by
acknowledging
that
the
land
we
are
meeting
on
today
is
the
traditional
territory
of
many
nations,
including
the
Mississauga's
of
the
credit,
the
Unown
ashab,
a
the
Chippewa
and
the
Jota
show
name
and
the
wind
a
people's
and
is
now
home
to
many
diverse
First,
Nations,
Inuit
and
maytee
people.
We
also
acknowledge
that
Toronto
is
covered
by
treaty
13
with
the
Mississauga's
of
the
credit.
So
this
is
a
special
meeting
of
the
budget
committee.
Today
we
are
excited
to
launch
the
2020
rate
supported
budgets.
A
You
can
watch
us
on
YouTube
at
Toronto,
City
Council,
live
or
follow
the
meeting
on
your
computer
tablet
or
smartphone
at
triple
toe
butyrin
OTA
/
council.
At
this
time,
I'd
like
to
ask
if
there's
any
declarations
of
interest
under
the
municipal
conflict
of
interest
Act,
seeing
none,
we
will
continue.
A
We
have
one
item
on
the
agenda
today
and
that
is
a
2020
rate
supported
budget
launched
city
officials
will
start
by
giving
us
some
presentations
on
the
staff
recommended
2020
operating
budget
and
the
2020
2029
capital
budget
and
plan
for
Toronto
water
and
solid
waste
management
services.
You
have
the
presentations
distributed
in
front
of
you
and
the
materials
are
now
as
of
9:30
a
few
minutes
ago
available
on
the
clerk's
website.
The
review
of
the
2020
rate
supported
budgets
will
be
considered
at
our
regular
Budget
Committee
meeting
on
Tuesday
November
25th.
A
The
agenda
for
that
meeting
was,
as
I
mentioned,
published
a
few
moments
ago
this
morning,
and
it
includes
the
staff
recommended
budgets
for
the
rate,
supported
programs,
public
presentations
and
deputations
on
the
2020
rate.
Supported
budgets
will
also
be
heard
on
that
meeting
on
November
25th
and
just
to
remind
my
colleagues,
the
purpose
of
our
meeting
this
special
meeting
this
morning
is
to
actually
introduce
the
rate
supported
budgets
to
the
and
to
the
public.
Will
be
taking
the
time
here
to
receive
that
information
receive
the
presentations,
understand
and
digest
it.
A
The
opportunity
to
act
on
that
information
will
be,
as
is
always
the
case
in
November
25th
meeting
as
in
previous
years,
and
will
hold
on
motions
and
actions
until
the
November
25th
meeting.
We
will
have
time
to
ask
questions
and
clarify
at
the
conclusion
of
each
presentation
and
with
that
I'd
like
to
turn
it
over
to
I
think
Toronto
water
leave.
It's
going
to
start
us
off
today
and
we'll
hear
from
staff.
B
Good
morning,
mr.
chair
I'm
gonna
walk
you
through
the
20/20
and,
as
you
mentioned,
the
the
ten
year
capital
plan
for
Toronto
water
will
get
into
the
overview
and
highlights.
But
before
we
do,
we
just
go
through
a
quick
review
of
what
we
do
in
Toronto
water
we're
one
of
the
largest
utilities
in
North
America.
We
operate
24
hours
a
day,
seven
days
a
week.
We
do
serve
over
3.6
million
residents
and
that
comprises
the
city
proper,
as
well
as
the
southern
part
of
York
Region
and
a
small
part
of
Peel
Region
for
wastewater.
B
With
respect
to
the
programs
that
we
operate,
we
we've
defined
them
into
three
broad
buckets,
essentially
water
treatment
and
supply
wastewater
collection
and
treatment
and
stormwater
management.
If
we
look
at
our
projected
production
volumes
for
next
year,
we
will
be
producing
greater
than
438
billion
litres
of
potable
water
during
the
year
and
then
maintaining
over
60
100
kilometers
of
water
mains
and
and
trunk
water
mains
transmission
mains.
In
addition,
we
then
receive
back
about
400
billion
and
the
reason
there's
a
big
difference
is
because
we
don't
receive
the
sewage
back
from
York
Region.
B
We
provide
them
the
potable
water,
but
not
the
sewage.
They
treat
that
in
a
different
location,
but
that
four
hundred
billion
litres
does
include
some
stormwater
that
we
have
to
manage
because
it's
mixed
with
our
combined
sewers,
and
so
we
maintain
over
50
100
kilometres
of
sanitary
and
combined
sewers.
So
in
the
older
part
of
the
city,
we
still
have
combined
sewers
and
then
our
stormwater.
We
are
making
significant
investments,
improving
our
stormwater
management
systems
throughout
the
city.
So
some
of
the
key
issues
and
risks
that
we
face.
B
One
big
emerging
issue
that
we're
starting
to
see
is
as
planning
for
growth.
We
have
been
growing
as
a
city
for
for
many
years,
but
the
pace
and
intensity
of
growth
is
is
accelerating
and
we're
seeing
it
concentrated
in
key
areas
and
that's
putting
some
some
pressures
on
the
infrastructure,
particularly
in
downtown
core
and
Midtown
Toronto
areas.
Another
thing
that
we're
seeing
with
redevelopment
is
issues
with
groundwater
and
groundwater
management.
B
Some
sites
are
going
into
areas
where
we
have
high
water
tables
and
as
we're
building
higher
buildings,
we're
building
deeper
parking
garages
and
our
sewers
are
designed
to
handle
some
groundwater.
But
not
the
volumes
that
were
being
experienced
at
some
sites,
so
that's
been
a
challenge
to
manage
another
issue.
B
Dealing
with
growth
is
that
the
way
we
have
our
development
charges
structured
right
now
with
some
exemptions,
there
is
a
shortfall
in
the
10-year
plan
of
about
483
million
dollars
that
has
to
be
drawn
from
the
toronto
water
capital
reserve
in
order
to
fund
growth
related
projects
basement
flooding
is
another
big
issue
is
a
lot
of
work
going
on.
We've
accelerated
that
program
and
I'll
speak
to
that
in
in
the
presentation
of
how
we've
accelerated
the
environmental
assessments
and
how
we're
ramping
up
our
capital
contributions
over
the
10-year
program.
B
So
it's
going
to
be
a
challenge
managing
all
that
work,
I
would
in
the
neighborhoods
and
and
managing
those
environmental
assessments.
Modernization
is
an
issue
that
is
hitting
us
now
is
we.
We
made
significant
investments
in
technology
over
the
last
20
years
to
get
efficiencies.
Well,
some
some
of
the
Suites
of
that
technology
are
starting
to
age
and
we're
gonna
have
to
replace
that
and
then,
of
course,
managing
our
financial,
our
financial
system,
our
reserve
balances
in
order
to
to
drive
our
state
a
good
state
of
good
repair
program
or
aging
infrastructure
issue.
B
So
those
are
the
bigger
challenges
how
how
we're
addressing
them.
Well,
on
the
growth
side,
we
do
have
a
number
of
studies
that
were
working
closely
with
planning
and
the
development
community
to
assess
the
infrastructure,
that's
needed
with
respect
to
the
storm
water
issues
and
basement
flooding
on
the
resiliency
side,
significant
increases
in
our
capital
plan
that
you
will
see.
B
That's
projecting
us
to
spend
over
the
next
ten
years,
just
on
the
wet
weather
component,
three
point:
eight,
seven
billion
a
big
jump
in
funding
for
basement
flooding,
you'll
see
that
in
the
presentation
as
well,
taking
it
over
two
billion
dollars
in
the
next
years,
as
well
as
investment
in
the
Adhan
and
central
waterfront
project,
which
we've
got
earmarked
1.37
billion.
Within
this
ten-year
slot,
we've
got
a
number
of
key
performance
measures
that
we
track.
B
One
of
the
indicators
we're
watching
closely
is
the
water
main
breaks
per
100
kilometers,
because
we've
been
doing
a
lot
of
investment
in
our
water
mains
over
the
last
ten
years
and
we're
starting
actually
to
see
us
come
below
our
target
levels.
So
we're
tracking
that
closely
and
we're
hoping
the
long-term
trend
remains
positive,
that
that
stays
lower
when
we
get
into
the
operating
budget
before
we
get
into
the
specific
2020
budget,
I
thought
we
would
look
backwards
in
time,
and
so
we
did
an
analysis
of
the
last
20
years.
B
This
council
has
made
a
commitment
to
raise
rates
significantly
over
that
time
period
with
the
objective
of
putting
that
money
into
the
capital
program.
This
slide,
this
analysis
shows
that
that
objective
was
met.
We
we
essentially
analyzed
the
operating
cussin.
These
are
actual
costs.
These
are
dollars
spent
for
the
last
19
years.
If
you
take
that
red
line,
that's
our
operating
cost
component
and
you
average
that
increase
out
over
that
19
year
period.
It's
about
an
annual
increase
about
one
percent.
B
So
that
means,
if
you
take
out
inflation,
we
were
actually
able
to
lower
costs
over
that
time.
On
a
normalized
basis,
where
did
all
the
rate
increase
go
all
that
additional
money?
It
went
into
growing.
The
capital
program,
as
you
could
see
in
2001,
was
just
over
a
hundred
million
dollars
this
year.
We're
planning
to
actually
spend
890
million
with
a
plan
of
2020
to
spend
over
a
billion
dollars.
B
Where
does
the
money
come
from?
The
bulk
of
the
money
comes
from
water
users.
It
comes
through
the
water,
the
water
meters
that
we've
installed
so
92
percent
of
the
revenue
generated
from
meters.
In
addition,
there
are
some
other
revenue
streams
with
our
user
fees
and
we
do
have
some
grants
that
have
been
committed
by
the
federal
government
as
well
as
some
monies
from
York
Region
and
transfers
from
capital.
B
If
we
then
just
look
at
the
operating
component
so
that
slide,
I
showed
you
the
one
point:
three
nine
billion.
If
we
take
out
the
capital
contribution
that
66
percent,
that
leaves
us
the
operating
pie
of
four
hundred
and
sixty
nine
million
dollars,
whereas
that
money
spent
just
under
forty
percent
is
spent
on
salaries
and
benefits.
B
That's
a
little
bit
different
than
some
other
divisions
that
that
you
might
see
in
the
coming
few
months,
where
it's
heavily
dependent
on
salary
dollars,
we're
more
of
an
industrial
type
division
and
we
procure
and
buy
a
lot
of
goods
and
services
and
I
have
to
pay
for
utility.
So
there
are
large
expenditures,
for
example
our
hydro
electricity
consumption
is
about
sixty
million
dollars
a
year,
and
so
we
have
to
deal
with
the
vagaries
of
inflation
and
other
rate
increases
and
within
our
budget.
B
So
if
we
look
at
some
of
the
key
cost
drivers
in
the
base
budget,
if
you
look
at
the
services
and
rent
line-item,
you'll
see
a
big
jump
in
that
item.
The
big
driver
in
in
that
component
really
is
that
the
transferring
of
the
of
the
utility
cut
program.
We
started
changing
that
program
from
transportation,
implementing
that
to
Toronto
water,
implementing
the
repairs
to
their
cuts
last
year.
B
So
we
we
put
some
money
into
the
budget
in
2019
and
we
said
the
council
would
take
us
about
three
years
to
do
that
that
official
transfer
over,
and
so
this
is
the
second
phase,
where
we're
adding
additional
monies
into
Toronto
water,
as
we
slowly
ramp
up
and
deal
with
the
utility
cuts,
the
Toronto
Water
are
making
right.
Now
there
is
a
third
phase
which
will
happen
next
year
and
you'll
see
that
in
the
outlooks.
B
If
we
go
to
the
I,
don't
know
if
we
have
it
here,
but
you'll
see
it
in
the
analysts
notes
we're
projecting
that
that
driver
will
still
be
there
and
overtime.
That's
coming
out
of
our
ID
sees
that
we
used
to
give
the
transportation.
So
it
is
just
a
realigning
of
services,
but
we
have
to
put
in
our
operating
budget.
In
addition,
you'll
see
materials
and
supplies
being
higher.
B
Now
those
were
the
drivers
that
went
up.
We
did
find
some
savings
and
efficiencies
as
we
went
through
budget
work.
If
you,
if
you
look
at
this
slide
our
line
by
line
review,
we
reduced
some
of
our
budget
by
over
five
million
dollars
on
the
line
by
line
review.
We
also,
even
though
electricity
rates
are
going
up.
B
We
look
closely
at
how
we
consume
that
electricity
and
we
found
another
4.7
million
in
efficiencies
and
just
how
we
use
electricity
so
that
there's
a
reduction
there
and
another
item
is
a
revenue
increase
as
part
of
auditor
general
review
that
we
had
on
the
York
Region
agreement.
We
went
back
to
York
Region
and
negotiated
an
amendment
to
the
agreement
which
council
approved
last
year
and
that
will
give
us
an
additional
3.8
million
in
revenue
on
the
new
and
in
hats,
we're
coming
forward
and
saying
we
need
to
reinvest
in
modernizing
or
technology.
B
So
we
need
to.
We
need
to
put
in
some
resources
to
help
us
implement
the
changes
we
need
to
or
technology
platforms,
and
so
the
new
net
hats
is
asking
for
an
additional
four
position.
Some
of
that
will
be
funded
from
the
capital
and
that's
why
you
see
a
net
of
108
while
the
gross
is
394
and
if
you
want
to
get
into
details
a
lot
of
it
is
about
managing
or
data.
B
We
generate
a
lot
of
data
and
try
water
and
we
need
to
set
up
a
better
data
warehouse
because
all
of
the
trends
and
future
are
already
used
that
data
to
work
smarter
and
to
provide
customers
with
better
data.
We
have
to
get
organized
to
do
that.
In
addition,
we
have
to
look
at
managing
the
cyber
security
issue
and
then,
on
top
of
that,
this
is
another
position
which
ty
is
trying
to
tie
together
to
new
enterprise
systems.
One
is
dealing
with
the
work
management
system.
B
That's
rolling
out
with
several
divisions
and
the
other
one
is
the
rollout
of
the
new
customer
relationship
management
system
with
3-1-1.
We
need
a
staff
person
to
help
us
coordinate
the
rollout
of
two
of
those
two
large
systems
here
are
the
20,
21
and
2022
outlooks.
If
you
look
at
the
permanent
service,
surface
restoration
number,
the
7.8
million
on
that
slide-
that's
where
I
was
talking
about
next
year,
adding
the
final
phase
of
the
transfer
of
the
permanent
utility
cut
repair
program.
B
If
we
get
into
the
capital
budget,
I
won't
dwell
on
this
slide.
This
is
the
value
of
the
book
value.
Call
it
that
depreciated
book
value
of
our
assets
broken
down
by
the
three
program
areas,
and
and
where
does
the
money
come
from
on
funding
the
capital
program?
The
bulk
of
it
comes
from
our
reserve
because
we
are
pay-as-you-go
financing
model
right
now
we
draw
from
our
capital
reserve
and
our
plan
is
to
to
fund
the
bulk
of
the
program
out
of
that
reserve.
B
But
we
do
have
some
other
reserves
we
can
draw
from,
such
as
the
development
charge
Reserve,
as
well
as
a
contribution
from
York
Region,
as
we
expand
infrastructure
that
services
them.
What
will
the
capital
plan
buy
you
that
we're
presenting?
Well,
it's
going
to
buy
you
over
the
next
10
years,
investments
of
four
and
a
half
billion
dollars
in
water
treatment
and
supply
five
point:
nine
billion
dollars
in
wastewater
treatment
and
collection
projects
and
4.2
billion
dollars
in
stormwater
management
projects.
B
The
ten-year
gross
the
capital
budget
for
all
and
water
and
IO
is
projected
to
be
just
just
shy
of
four
fourteen
point:
five
billion
dollars
and
broken
down
into
these
various
categories.
Now,
if
we
look
at
where
the
growth
is
going
to
happen
over
the
next
ten
years,
what
you'll
see
is
the
the
underground
infrastructure,
the
sewers
the
water
mains
will
continue
to
have
heavy
investment
and,
as
we
do
deal
with
their
state
of
good
repair
backlog,
the
the
the
the
significant
portion
of
our
capital
program
will
be
to
replace
that
infrastructure.
B
You
also
see
basement
flooding,
that's
the
gray
band,
just
underneath
the
gold
band
that
is
jumping
up
significantly,
as
we
have
some
large
projects
coming
through
and
basement
flooding
and
we've
accelerated
the
environmental
assessments.
So
as
we
complete
those
environmental
assessments
we'll
be
able
to
move
into
construction,
so
we're
gonna
grow
the
basement
flooding
program
to
to
fund
over
200
million
dollars
of
projects
for
the
next
three
or
four
years,
and
then
hover
just
below
200
million
over
the
remaining
ten
years,
and
then
you'll
see
the
growth
in
that
orange
band.
B
That's
the
stormwater
management
and
the
don
and
central
waterfront
projects
that
we
have
here's
a
breakdown
looking
at
it
from
a
different
lens
and
the
bulk
of
the
money
will
go
to
our
state
of
good
repair
program
that
will
deal
with
our
backlog.
We
also
have
significant
new
investments,
dealing
with
service
improvements
and
that's
the
basement,
flooding
and
the
wet
weather
flow
program.
That's
dealing
with
the
the
inner
harbor
issues
as
well.
We
have
to
manage
their
legislative
and
growth
related
projects.
B
So
the
total
10-year
program
of
fourteen
point
four
eight
billion
dollars
the
the
bulk
of
the
funding
will
come
from
our
reserve.
We,
we
are
going
to
get
some
money
from
the
federal
government
over
that
time
period
about
a
hundred
million
dollars
towards
two
projects
dealing
with
stormwater
management
within
the
city.
B
Now
that
that
is
a
big
jump
if
you're
looking
at
the
capital
program-
and
so
the
question
is,
can
we
get
all
that
work
done
so
this
year?
We're
forecasting
actually
to
be
at
a
completion
rate
of
ninety
three
percent,
so
above
our
eighty-five
percent
target,
we're
planning
to
spend
eight
hundred
and
ninety
million
dollars,
and
this
plan
in
front
of
you
for
2020
is
to
take
the
gross
program
up
to
1.2
billion.
B
The
target
at
eighty-five
percent
would
be
just
over
a
billion
dollars,
a
billion
in
35,
so
we
need
to
grow
the
program
by
about
a
hundred
and
forty
five
million
over
what
we
spent
this
year.
So
the
question
is,
can
you
can
you
do
that?
And
so
in
this
chart
here
we
did
an
analysis
and
if
we
look
at
what
we
have
under
signed
contract
so
not
committed
but
signed
actual
contract
under
way.
Sixty-One
percent
of
the
program
is
signed,
contract
and
work
underway
already.
So
that's
just
continuing
on
with
with
multi-year
projects.
B
Twenty-One
percent
of
the
program
are
the
in
year
projects
we
have,
and
that
would
be
the
water
main
realigning
the
smaller
standalone
water
mains
and
those
are
typically
one-year
projects
and
we
complete
that
that
set
of
projects
are
relatively
easily
another
10%
of
our
program
funds.
Third
party
so
transfers
the
TRCA
etc,
so
that
is
cash
out
the
door
always
and
and
then
there's
still
another
six
percent.
B
That's
in
procurement,
where
we're
tendering
right
about
now,
so
we're
quite
confident
that
we
will
be
able
to
hit
the
target
of
spending
over
a
billion
dollars
in
2020
and
and
why,
if
we
look
at
some
specific
projects,
so
this
is
the
2019
of
of
key
projects.
We've
been
working
on
some
very
large
ticket
items
that
have
been
underway
for
quite
some
time,
so
the
doníts
central
waterfront
phase
one.
B
If
we
look
at
this
chart
here,
that's
essentially
building
a
ten
point:
five
kilometre
tunnel
along
the
lower
Don
and
that's
the
phase
one
of
dealing
with
the
inner
harbor
issue.
We
have
that
project
is
let
and
constructions
going.
That
is
actually
the
shaft
location,
bridges
Bay,
that's
lakeshore,
Boulevard!
B
If
you
know
the
TTC
car
Barnard
Leslie,
that's
the
shaft
location
right
now,
we're
about
to
put
a
tunnel
boring
machine
down
there
in
a
number
of
weeks,
it's
coming
before
Christmas
and
we'll
start
the
tunneling
work,
it'll
head
towards
the
city
and
follow
that
path,
and
so
that
work
will
be
well
underway.
And
so,
if
you
look
at
the
2019
year,
we'd
let
about
five
hundred
million
dollars
worth
of
five
hundred
and
ten
million
dollars
worth
of
projects
for
2020.
B
Even
though
I
mentioned
that
we
have
so
many
so
much
work
already
signed
up
we're
going
to
let
another
555
million
dollars
worth
of
projects.
So
that's
the
ones
that
are
in
progress
and
and
some
of
those
are
tied
together
and
one
of
the
things
that
we
did
and
it
was
tied
to
a
report
that
we
brought
forward
to
to
council
recently
was
looking
at.
Could
we
accelerate
the
dawn
and
central
waterfront
project?
We
have
to
find
the
financing
for
that.
B
We
need
to
find
an
additional
1.2
billion
dollars
over
that
10
years
in
order
to
get
that
work
done.
But
what
we
have
put
in
this
budget
is
is
the
engineering
component,
which
is
25
million
dollars,
so
we've
accelerated
the
engineering
component,
so
at
least
we
could
start
design
work
on
that
inner
harbor.
While
we
keep
looking
at
how
we
finance
that
project,
the
state
of
good
repair
funding,
as
I
mentioned
to
you,
is
a
key
component
of
our
program,
and
if
we
keep
funding
at
the
same
levels,
our
backlog
will
continue
to
reduce.
B
If
we
get
in
now
to
the
rate
it's
what
we're
recommending
is
a
three
percent
increase
and
surprise
we've
telecasted
that
many
years
in
a
row
and
and
and
and
we
need
that
money
to
grow-
that
program-
that
capital
program,
but
some
of
the
things
we
have
to
look
at
when
we
do
the
modeling
is
consumption
and
population
growth.
So
we
always
show
you
this
slide
and
our
our
consumption
still
continues
to
go
downwards,
which
is
a
good
thing
that
means
people
are
being
efficient
in
their
use
of
water.
B
The
one
thing
that
we
do
notice
is
the
population
that
that
that
slope
is
starting
to
increase
faster
than
we've
seen
in
the
past,
and
so
that's
something
that
we
are
trending,
because
when
we
look
at
this
pattern,
this
pattern
shows
you
consumption
each
year
over
the
months.
So
you
can
see
the
peak
in
the
summertime.
We
always
sell
more
water
in
the
summer,
because
it's
hotter
and
people
are
watering
the
gardens.
B
But
what
we
do
is
we
analyze
the
winter
months,
because
that's
when
we
should
see
a
normal
use
of
water
based
on
the
population,
we're
starting
to
see
that
that's
climbing
and
that
could
be
a
reflection
that
that
population
is
going
up.
So,
even
though
we're
becoming
more
efficient
in
the
use
of
water,
we
might
be
hitting
a
point
where
the
two
lines
are
crossing.
We
don't
believe
we're
there
yet,
but
we're
gonna
watch
it
very
closely.
We're
gonna
report
back
next
year,
if
we
think
that's
a
longer
term
trend.
B
If
we
look
at
the
impact
of
the
water
rate
increases,
we
always
show
you
this
slide.
So
this
this
line
above
here
would
be
if
people
kept
their
consumption
at
the
same
steady
rate
of
when
we
started
increasing
water
rates,
they
would
be
paying
at
a
much
higher
rate,
but
people
have
adjusted
their
consumption.
Habits
have
changed
their
appliances
to
higher
efficiency,
so
they've
blunted
the
effect
of
the
water
rate
increases,
which
is
a
good
thing
again.
They've
been
able
to
manage
the
impacts
of
the
increases.
B
If
we
look
at
how
do
we
compare
them
with
the
three
percent
increase,
we
still
remain
very
competitive
with
our
local
neighbors
pele
remains
the
lowest
even
with
the
addition
in
mississauga
of
a
stormwater
charge.
We
are.
We
remain
the
second
lowest
on
the
industrial
side.
We
we
are
still
within
the
lower
band,
even
with
this
increase.
So
what
does
the
rate
increase
impact
mean
to
the
average
household?
B
It's
27
dollars
more
a
year
when
you
compare
the
the
total
consumption,
the
average
consumption.
This
is
an
interesting
number
when,
when
we
started
the
campaign,
the
average
consumption
per
household
was
about
340
cubic
meters
a
year,
it's
down
to
230.
So
there's
the
effect
of
people
using
less
water
per
household,
so
the
the.
B
So
we
think
that's
great
value
for
our
residents,
so
the
outlook
plaque,
because
we
always
have
to
show
you
how
we
fund
that
capital
program
we've
maintained
the
3
percent
increases
over
that
time
period
and
as
we
have
to
manage
that
reserve
balance.
So
we
don't
bottom
it
out
because
you
could
see
in
2026
and
2027.
We
do
start
to
get
down
to
low
numbers
in
the
reserve,
as
we
complete
some
of
the
very
large
projects
that
we
have.
So
that's
our
presentation
and
happy
to
take
some
questions.
If
yeah
thanks.
C
Yeah,
okay,
so
I
guess
I'm
going
to
page
hamburger,
page
six
slide,
six!
Yes,
so
so
the
issue
of
growth
that
you
spent
some
time
on
this
in
terms
of
accommodating
growth
through
through
your
capital
plan,
you're
already
having
to
top
up
what
you
spend
in
development
charges
withdraws
on
our
reserve.
Just
to
do
growth
projects
have
Toronto.
Water
had
had
a
chance
to
do
any
kind
of
predictions
of
how
you
would
have
to
accommodate
any
change
that
might
come
as
a
result
of
the
Planning
Act
change
bill,
108
or
you're.
C
B
If
at
this
point
in
time,
we're
collecting
the
development
charges
earlier
as
we
are
now
and
they
get
deferred
that
we
collect
development
charges
later
in
that
cycle,
then
that
means
we're
going
to
have
to
either
fund
that
capital
project
to
a
greater
degree
from
reserve
or
borrow
against
it
and
then
pay
later.
When
we
get
the
money
right,
it's
going
to
change
the
way
we
have
to
finance
growth,
potentially
depending
on
the
way
the
regs
are
structured
right.
B
Will
go
so
the
issue
that
identified
here
is
not
the
timing
issue.
This
is
one
with
respect
to
the
exemptions
that
we
have
yeah
based
on
the
type
of
development
that's
occurring
and
whether
they
pay
development
charges
or
not,
and
so
so
that's
an
issue,
because
when
we
do
that
split
we're
not
we're
not
getting
the
full
cost
of
it.
That
sewer
is
taking
flows
from
commercial
buildings
and
residential
buildings.
B
C
B
Yeah
yeah,
you
can,
you
can
definitely
there's
there's
too
I'd,
say
two
or
three
key
things
that
drive
that
efficiency
within
what
you've
seen
in
that
slide.
Investing
in
in
state
of
good
repair
is
one
of
the
big
drivers.
Absolutely
as
we
replace
out
old
equipment.
It
allows
us
to
be
more
efficient.
Just
give
you
example
on
you
know:
treatment
plants
changing
out
an
old
pump
or
mortar
or
motor
that
you
used
to
use
a
lot
of
electricity
I
put
in
new
pumps.
B
C
B
So
we
are
doing
that
analysis
still
and
what
we
saw
was
was
that
and
we're
comparing
against
the
tenders,
because
we're
tendering
and
getting
ashphalt
like
everybody
else's
yeah,
so
we're
checking
against
the
unit
rates
and
the
variability
on
that
and
right
now
we're
seeing
that
it's
it's
it's
it's
about
the
same.
If
not,
the
first
round
of
contracts
were
slightly
more.
It's
only
because
a
lot
of
the
asphalt
companies
weren't
used
to
the
new
contracts
that
we
structured,
it's
a
faster
delivery.
B
B
D
Thank
you
so,
as
far
as
the
acceleration
of
an
a4
basement
flooding,
so
the
motion
that
we
put
forward
at
Council
last
month
tossed
the
province.
So
that
is
not
part
of
that,
because
we
don't
know
what
the
answer
is
from
the
province.
But
when
we
do
get
that
so
that
would
that
would
that
bully
see
a
lot
of
savings
from
that,
as
well
as
far
as
the
delays
so.
B
Some
mr.
chair,
the
the
motion
that
got
moved
Zac
actually
is
helpful,
because
what
we
accelerated
was
the
timing
of
when
we
were
going
to
do
the
studies
and
getting
it
out
under
contract.
So
now
we
have
the
whole
city
under
contract.
The
motion
that
that
you're
put
forward
is
actually
changing
the
time
period
and
some
of
the
rules,
that
of
how
to
do
the
EA
with
the
province
that
will
still
help
us.
We
want
to
keep
chasing
that
to
see
if
we
get
shortened.
The
the
time
period
require
a
complaint.
Those
studies
so.
B
D
D
B
So
then,
that's
it's
a
different
type
of
analysis.
If
you're
looking
at
like
the
the
savings,
a
budget
over
budget
and
net,
if
that's
what
you're
asking
I'm,
not
sure
if
you're
asking
that
you
do
that
analysis,
what
what
we're
presenting
is
actually
a
reduction
of
budget
over
budget
of
1.5%
all
of
these
numbers,
but
what
we're
showing
you
is
the
budget
against
actual
right.
So
so
that's
what
we've
done
is
we've
reduced
the
budget
amount
from
that
basic.
D
D
I
know
and
I
think
that
that's
what
I
had
asked
for
last
year
when
we
went
to
the
budget,
not
just
for
you
but
for
all
the
departments,
so
hopefully
we'll
see
that
the
increase
and
I
and
I
did
bring
that
up.
I
know
that
you
know
I
know
that
we
started
whatare.
Did
we
start
when
we
had
12%
and
then
we
went
nine?
What
what
air
was
that.
B
D
D
Is
there
any
way
at
one
point
that
we
can
receive
a
summary
from
you
war
by
Wars,
showing
to
our
constituents
of
back
gs4
increase
in
your
water
rates
every
year
started
12
those
three,
but
this
is
what
we
have
done
in
in
your
particular
area,
because
I
think
it's
important
because
residents
when
they
when
they
hear
they
happen
an
increase
in
water
and
they
don't
know
where
this
is
and
what's
what?
What
have
you
done
with
it?
Nothing's
been
done
in
our
area.
So
at
one
point,
I'd
like
to
see
that.
B
B
Because
I
don't
see
it,
you'll
see
you'll
see
it
in
the
basement.
Flooding
briefing
note,
that's
the
package
that
was
released
to
you.
So,
as
the
chair
mentioned
at
the
beginning
of
the
meeting,
there's
a
series
of
documents
that
you'll
receive
you'll
receive
the
rate
budget,
companion
reports
and
every
year
we
give
you
the
basement,
flooding
briefing
note
that
shows
the
work
that's
underway
over
the
next
five
years,
as
well
as
the
EAS
that
are
underway.
You
have
a
biggie
I,
just.
B
So
J
so,
for
example,
on
on
the
water
side,
we've
made
investments
in
technology
that
that
the
way
we
pump
water
around
saves
is
we
we
pump
it
there
very
strategically.
Now
that
saves
us
money,
it's
using
less
air
in
in
wastewater
treatment
in
the
aeration
tanks,
by
managing
the
blowers
better,
while
still
maintaining
performance.
Those
are
all
efficiency
measures,
so
do.
B
B
E
I
could
if
I
could
recommend
as
part
of
there's
a
there's
a
graph
in
here,
showing
the
cost
and
amounts
total
amounts
of
water.
Add
a
third
axis
and
show
your
energy
consumption,
because
I
think
in
recent
years,
despite
growing
population
despite
reducing
water
demand,
I
think
your
energy
efficiency.
Also,
we.
B
B
E
E
B
So
there's
a
staff
report
that
you
will
see
in
the
package
we
were
asked
in
March
when
we
approved
the
the
2019
budget
to
provide
a
report
to
to
Council
which
we've
done
assigned
myself
and
Michael
Williams
the
general
manager
of
economic
development
culture.
It
lists
a
variety
of
things
that
we
want
to
look
at,
so
we're
asking
permission
from
Council
to
do
some
consultation
with
a
broader
stakeholder
group
on
a
number
of
issues.
Okay,.
E
B
E
B
So
that's
that's
just
to
project
it
if
you're
looking
at
2019
number
yeah
so
that
that's
our
projected
target
we
haven't
yet
completed
the
year
and
I,
don't
know
what
that
final
number
will
come
in
at
as
you
can
see
in
other
years,
we
exceeded
our
target,
so
we
might
come
out
ahead
again
once
we
tally
up
the
2019
year.
Okay,
thank
you.
B
B
No,
we
haven't
produced
a
bit,
but
it
actually
closely
matches
so
we
we
have
been
seeing
downward
trends
in
in
total
volume
coming
at
our
treatment
plants.
But
there's
where
you
see
the
fluctuations
based
on
how
wet
the
year
is.
So
if
we
see
several
large
storm
events
that
will
skew
the
average
up,
because
you'll
have
these
spikes
so,
for
example,
at
the
Ash
bridges
Bay
plant
when
we
get
a
big
storm,
the
flow
volumes
can
double
or
triple
on
us
within
hours
and
we
have
to
manage
that
flow.
B
So
all
of
that
volume
gets
calculated.
So
we
have
a
really
wet
rainy
year.
You're
gonna
see
that
number
creep
up.
It's
the
same
thing
we
have
to
normalize
out
the
storms,
see
if
we
could
see
what
what
are
called
the
dry
weather
flows.
That
is
truly
the
base
that
the
people
use
and
there
we've
actually
been
seeing
that
going
down
over
the
last
few
years
to
match
the
water
consumption
number
we're
starting
to
hit
a
line,
though,
where
thats
leveling
up
as
well,
which
you
would
expect
as
more
people
come
in.
B
F
B
So
so,
yes,
so
if
we
so
I'll
walk
you
through
very
quickly
a
couple
slides
so
the
first
one
here,
if
we
look
at
plants
and
facilities,
you
see
that's
the
blue
band
here
and
you
see
that
rise
sharply
over
the
next
few
years
and
then
tail
off.
The
bulk
of
the
investment
here
is
upgrades
in
the
wastewater
treatment
plants.
There
are
investments
going
in
our
water
treatment
plants.
Well,
just
so
we're
clear,
but
the
big
dollars
are
going
into
our
wastewater
treatment
plants.
B
If
we
look
at
some
specific
projects
on
this
slide
here
so
slide,
30
and
31,
we
highlight
some
very
specific
projects
so
in,
for
example,
ash
bridges,
Bay,
that's
what
the
ABT
p
is:
ash
bridges,
bate
treatment
plant,
the
HTP
is
a
humber
treatment
plant,
so
these
are
upgrades
to
large
treatment
tanks
that
we
have
so
the
secondary
upgrades
at
humber
significant
part.
That's
the
heart
of
the
treatment
process.
We've
been
upgrading
all
of
the
inner
workings
of
that
hadn't
been
done
since
the
plat
I
think
was
probably
the
early
90s
had
been
done.
B
So
we're
changing
that
out.
There's
huge
investments
in
Highland,
Creek
you'll
see
that
as
well
HTTP
a
little
lower.
So
that's
the
2019
2020
you'll
see
a
continued
investment
as
bridges
Bay
as
well
as
Highland
Creek.
We
have
some
some
large
projects
rolling
out
over
the
next
few
years
at
the
Highland
Creek
plant.
How.
F
B
We
so
we
have
to
take
care
yeah,
so
we
we
have
to
track
daily
information
and
we
have
to
provide
that
to
the
ministry
on
a
monthly
basis.
So
we
have
daily
results
of
treatment
performance
throughout
each
of
the
plants
that
gets
submitted
to
the
ministry
on
a
monthly
basis,
and
then
every
year
we
have
to
create
an
annual
part
of
which
we
post
online
on
our
website
and
make
available
to
the
public
to
see
the
treatment
performance
of
each
of
our
treatment
plants.
Thank.
A
G
All
right,
first
of
all,
I'd
just
like
to
thank
my
team
in
solid
waste
and
FPD
and
PPF
na
for
all
the
work
that
they
did
to
help
put
this
budget
together.
It
takes
a
lot
of
people
a
lot
of
time
and
a
lot
of
effort
to
make
sure
that
this
gets
done
and
gets
done.
Well,
so
I
just
like
to
thank
everybody
who
helped
put
this
together.
G
The
solid
waste
management
is
an
integrated
system,
meaning
all
of
our
parts
work
together
and
when
there's
a
change
in
one
aspect,
they
it
impacts
other
components
of
the
system.
So,
as
you
see
here
with
the
with
the
loops
that
touch
multiple
service
levels,
if
something
happens
in
collections,
it
will
impact
processing,
something
happens
in
residual
management.
It
will
affect
City
beautification.
So
it's
it's
a
holistic
system
that
each
part
in
and
of
itself
isn't
separate.
They
that
they
do
link
together,
solid
waste
management.
G
We
manage
seven
transfer
stations
to
organics
processing
facilities,
landfills
and
over
700
million
dollars
worth
of
capital
assets,
but
what
is
seen
by
the
residents
and
here's
a
great
example
of
what
is
actually
seen
from
the
work
that
we
do
every
day,
so
the
top
left
is
after
the
Raptors
parade.
I
know
everybody
had
a
great
time
there.
The
bottom
left
is
after
solid
waste
management
had
its
turn
at
the
same
spot.
G
So,
as
you
can
see,
it's
nice
and
clean
with
our
help
from
our
amazing
crew
at
litter
operations
and
the
top
right
is
our
collection
vehicles
and
they
collect
the
material.
That's
put
out
every
day
by
the
residents
of
the
City
of
Toronto,
but
what
actually
makes
it
work
and
this
slide
it's
it's
busy,
there's
a
lot
of
pictures
and
the
reason
behind
that
is
because
we
are
a
very
busy
group
and
we
do
a
lot
of
things
behind
the
scenes
to
make
the
work
happen
on
the
street.
G
G
Some
of
the
highlights
from
this
year
are
we
finally
commissioned
the
disco
road
operating
the
organics
processing
facility.
We've
installed
our
third
fill
station
for
compressed
natural
gas.
We've
developed
or
we're
developing
a
single-use,
take
away
strategy,
and
we
received
multiple
national
and
international
awards.
G
Overall,
the
program
outcomes
for
solid
waste
art
to
safely
and
efficiently
collect
material
from
almost
900
thousand
homes,
businesses
and
public
spaces.
And
to
do
this,
we
have
to
ensure
that
our
fleet
is
safe
and
our
staff
is
well-trained.
The
the
next
outcome
is
to
manage
all
the
material
that
we
collect
at
the
curb
and
at
our
transfer
station.
So
it's
close
to
almost
nine
it's
over
900,000
tons,
and
we
do
this
by
looking
for
to
effectively
manage
our
contracts
and
seek
value
for
money.
G
Finally,
we
look
to
maximize
our
resource
value
and
the
assets
within
the
system,
and
by
that
we
we
develop
a
very
robust
asset
management
plan.
We
study
and
implement
different
optimization
and
efficiency
measures
and
again
we're
looking
to
generate
natural
gas,
renewable
natural
gas
from
the
materials
that
we
collect
in
our
green
bin
system,
as
well
as
at
our
landfill
operations.
G
So
the
extended
producer
responsibility.
The
challenge
here
is
that
the
the
province
announced
a
few
months
ago
that
we'll
be
moving
to
a
full
system
where
the
producers
will
become
accountable
for
100%
of
the
cost
to
manage
the
recyclable
items
put
in
the
blue
bin.
What
we
don't
know
right
now
is
what
that
system
will
look
like,
so
there
are
potential
impacts
to
the
to
the
city,
so
we
have
a
team.
G
That's
been
put
together
to
address
a
lot
of
those
impacts,
so
we
can
inform
council,
as
we
get
informed
by
the
province
on
the
changes
to
the
regulations
that
are
being
proposed.
We've
built
in
our
budget,
a
15
million
dollar
savings
or
or
funding
from
the
province
through
the
producers
in
a
way
in
in
2023.
That's
when
we
believe
the
EPR
will
be
fully
implemented.
G
There's
a
there's
changes
right
now
being
proposed
by
the
provincial
government
by
the
federal
government
and
the
producers
themselves.
There's
a
lot
of
romance
right
now
on
getting
rid
of
plastic
and
and
changing
to
other
recyclable
items
and
looking
to
four
items
that
can't
be
recyclable.
The
challenges
is
just
because
it
says
recyclable
doesn't
mean
it
is,
and
just
because
it
says
it's
compostable
doesn't
mean
it
is.
But
at
the
end
of
the
day
the
city
is
left,
holding
that
material
and
being
tasked
with
managing
it.
G
So
we
need
to
make
sure
that
whatever
products
are
being
communicated
to
residents
as
being
green
is
being
recyclable
as
being
compostable.
That
the
message
is
factual
and
true.
The
City
of
Toronto
represents
almost
10
percent
of
the
Canadian
population.
So
we
need
to
make
sure
that
we
protect
our
own
systems,
but
generally
the
systems
with
the
other
municipalities
and
cities
in
the
country
as
well,
because
we're
all
fairly
similar
in
the
work
that
we
do
and
the
messages
that
are
being
put
out.
G
So
on
that
the
organics
capacity
is
a
challenge
within
the
City
of
Toronto
right
now,
our
internal
capacity
is
a
hundred
and
thirty
thousand
tonnes.
We
generate
close
to
160
170
thousand
tonnes
of
organics
every
year.
That
number
is
projected
to
increase
year
over
year.
What
we
need
to
be
able
to
develop
is
a
a
new
system,
a
third
anaerobic
digestion
facility
that
can
handle
not
just
the
the
increased
demand,
but
any
risk
that
comes
from
a
potential
shutdown
at
one
of
our
existing
facilities
as
well.
G
There's
not
enough
capacity
within
the
province
of
Ontario
to
manage
the
materials
that
are
in
our
system
right
now.
So
we
need
to
make
sure
that
we
have
a
robust
facility
and
operating
system
to
be
able
to
handle
all
the
growth
in
the
compost
and
organics
matter
in
order
to
fund
that
we
need
a
sustainable
utility
rate.
G
G
The
next
major
risk
for
the
city,
but
the
the
industry
in
general,
is
the
lack
of
landfill
space
within
the
province.
So
right
now,
regardless
of
the
work
that
we
do,
we're
looking
at
having
a
landfill,
our
Green
Lane
landfill
full
in
around
twenty
thirty
four
to
twenty,
thirty,
seven,
plus
or
minus
a
or
two,
and
it
takes
10
to
15
years
to
site
and
get
that
required
approvals
to
build
a
landfill.
So
we
are.
We
need
to
start
that
planning
process.
G
Now
we
need
to
set
aside
funding
for
that
now
and
we've
we've
incorporated
that
into
our
budget.
We
also
need
to
look
at
other
measures,
not
just
landfilling
energy,
from
waste
and
working
with
regional
partners
to
ensure
that
the
material
at
end-of-life
is
managed
in
the
most
appropriate
and
environmentally
sustainable
manner
in
terms
of
health
and
safety.
G
Continued
focus
on
that
through
the
vision,
zero,
2.0
and
installing
side
guards
and
cameras
on
our
equipment
in
order
to
make
sure
that
our
residents,
our
visitors
and
our
staff
are
a
health,
healthy
and
accident-free,
and
finally,
taking
control
of
some
of
our
climate
change
resiliency
projects.
So
with
our
anaerobic
digestion
facility,
we
can
add
on
systems
that
can
turn
that
gas
into
renewable
natural
gas,
put
it
into
the
pipelines
and
use
it
it's
a
source
of
revenue.
It
will
reduce
greenhouse
gas
emissions,
and
that
is
also
the
same
with
our
our
landfill.
G
So
some
of
our
key
measures
again
the
useful
life
of
Green
Lane.
We
have
approximately
15
years
right
now
at
the
facility,
based
on
the
tonnage
--is
that
currently
come
in
and
I'll
talk
about
in
the
in
the
presentation.
Some
measures
that
we
can
develop
to
limit
some
of
the
material
that
we
do
get
in
order
to
sustain
the
life
of
the
landfill
a
little
bit
longer.
G
Ultimately,
one
of
the
pieces
that
we've
been
communicating
quite
a
lot
on
is
our
diversion
rate
and
in
the
2026
there's
a
2026
target
that
was
built
into
the
long-term,
a
waste
management
strategy
that
was
adopted
by
council
in
2016
to
hit
a
70%
diversion
rate
that
will
not
be
achievable
for
the
city
and
that's
not
a
bad
thing,
so
the
divisions
main
focus
is
on
reduce
reuse,
then
recycle.
So
we
want
to
reduce
the
amount
of
material
that
comes
into
the
system,
so
we
don't
have
to
pay
to
process
it.
G
We
don't
have
to
pay
to
manage
it.
When
we
do
manage
it,
we
want
to
be
able
to
recycle
it,
but
with
the
volumes
of
material
that
we're
seeing
right
now
in
our
audits
and
in
our
in
our
garbage
stream,
the
we
need
around
a
hundred
and
fifty
thousand
tons
of
recycling
and
organics
pulled
out
of
the
garbage
bag
and
there's
only
around
150
thousand
tons
of
that
in
the
garbage
bag.
So
we
would
have
to
get
a
hundred
percent
compliance
or
or
more,
which
is
not
reasonable.
G
G
As
you
can
see
here,
the
the
vast
majority
of
our
revenues
comes
from
our
user
fees.
Some
comes
from
the
provincial
blue
box
system
and
our
our
sale
of
blue
box
material,
but
for
the
most
part,
our
key
drivers
within
the
solid
waste
system
is
inflation
and
volume.
Those
are
the
two
pieces
that
drive
the
the
costs
in
their
system.
G
So
the
new
and
enhanced
service
that
we're
looking
to
implement
this
year
is
the
onboarding
of
our
renewable
natural
gas
operations
at
Dufferin.
We
plan
to
have
renewable
natural
gas
put
into
the
system
in
q2
of
2020,
but
that
will
come
at
a
cost
of
approximately
2.5
million.
We
are
also
looking
to
offset
that
with
revenue
of
2.5
million,
so
the
net
impact
is
zero.
G
So,
as
you
can
see
here,
when
we
look
down
at
the
the
projected
2021
2022
outlook,
our
costs
are
increasing
generally
by
inflation,
as
I
just
mentioned,
but
the
the
biggest
impact
that
we
see
here
is
the
net
contribution
to
capital.
So
our
our
the
amount
that
we're
setting
aside
every
year
to
go
into
our
reserves
is
decreasing
and
at
the
same
time,
the
demands
on
that
reserve
are
increasing.
G
On
our
capital
budget
again,
the
outcomes
are
the
exact
same
that
we
have
in
our
operating
because
they
are
the
outcomes
of
our
entire
division.
But
the
priority
actions
that
we
have
in
capital
now
are
to
implement
council's
vision
or
direction
on
vision,
zero,
complete
all
of
the
state
of
good
repair
items
that
we
need
to
address
at
our
transfer
stations
at
our
yards
and,
of
course,
our
landfills
and
make
sure
that
all
legislative
and
health
and
safety
requirements
dressed
immediately.
G
The
next
pieces
are
to
build
and
commissioned
the
third
ad.
So
a
plan
this
year
and
it's
a
multi-year
project,
it'll,
probably
take
seven
to
eight
years
to
to
build
and
commissioned.
But
we
need
to
start
that
planning
process.
Now
it
wasn't
envisioned
in
the
long-term,
solid
waste
management
strategy
to
be
advanced.
This
quick
we're
actually
advancing
it
10
to
12
years
sooner
than
what
was
provided
two
years
ago,
but
the
need
and
the
risk
assessment
for
that
requires
us
to
to
advance
it.
G
G
So,
as
I
mentioned,
the
the
organics
processing
capacity
is
a
risk,
a
long-term
risk,
and
we
were
addressing
that
in
this
year's
budget
by
advancing
some
capital
to
to
move
that
forward
faster
than
what
was
currently
or
previously
planned.
We
are
looking
to
develop
or
we
have
developed
a
sustainable
rate
model
that
allows
us
to
build
out
for
the
next
10
years,
the
requirements
that
we
need
for
this
10
year
window.
G
We
do,
of
course,
have
requirements
in
the
15
and
20
year
window
that
will
have
to
be
funded
within
the
10
year
window
and
and
we'll
address
those
in
a
bit.
But
one
of
the
challenging
pieces
is.
We
need
to
make
sure
that
we
set
aside
enough
money
to
fund
for
some
of
those
major
capital
items
that
are
outside
of
the
10
year
window,
one
of
them
being
either
a
new
landfill
and
expand
landfill
or
energy
from
waste.
G
And,
of
course,
those
items
are
going
to
be
researched
and
brought
forward
to
Council
for
debate
and
direction.
But
in
order
for
us
to
be
able
to
provide
our
best
professional
advice,
we
need
to
investigate
everything
and
really
come
back
to
Council
and
then
seek
direction
on
on
those
options.
And,
finally,
the
the
risk
on
the
the
climate
change.
Resiliency
piece
is
the
the
pricing
strategies
right
now
within
the
provincial
and
the
federal
government.
G
So
overall,
as
I
mentioned,
our
asset
value
is
700
million
dollars
and
over
the
next
ten
years
we
are
looking
to
spend
approximately
770
million
dollars
on
our
existing
assets
to
maintain
them
to
develop
them
and
then
to
build
out
new
programming.
And
this
is
funded
solely
by
the
residents
of
the
City
of
Toronto.
We
don't
receive
any
provincial
funding.
G
Here
is
the
the
10-year
window
of
our
capital
program.
It's
been
smoothed
out
over
the
10-year
window
in
order
to
manage
our
cash
flow
and
our
anticipated
ability
to
deliver
the
projects
the
the
biggest
bump
is
in
20
24,
25
and
26
on
the
top
there,
and
that
is
from
our
growth
related
projects
of
the
third
anaerobic
digestion
facility.
So
that's
our
major
growth
item
that
were
building
into
this
year's
capital
plan.
G
Our
historic
ability
to
deliver
our
capital
program
has
been
approximately
60%
of
our
of
our
capital
budget
and,
as
you
can
see,
with
the
red
line
that
that
was
the
approved
capital
budget
and
then
below.
There
is
what
we
actually
were
able
to
deliver
in
those
respective
years.
What
we've
done
is
we've
really
looked
at
our
ability
to
deliver
our
capital
projects
this
year
and
our
capital
budget
asked
isn't
like
it
was
in
in
2017
or
18.
G
Well
above
100
million
it's
at
80
million
dollars
this
year,
which
is
comprises
of
approximately
50
to
55
million
dollars
of
new
money
for
this
year,
but
also
around
25
to
30
million
dollars
of
carry
forward
money
and
again.
How
is
that
funded?
It's
predominantly
funded
by
the
waste
management
reserve,
which
is
funded
from
the
rate
as
well
as
recoverable
debt
at
which
is
the
principal
interest.
G
This
represents
25%
of
that
target,
so
these
projects
are
critical
to
meeting
the
transform
teo
targets,
they're
critical
to
improving
our
climate
change
profile
or
a
climate
profile
and
our
resiliency
projects
as
well,
and
not
just
on
the
climate
change
resiliency
piece
too.
But
when
we
look
at
managing
food
differently,
managing
that
material
differently
and
then
managing
our
relationships
with
the
First
Nations
communities
in
Toronto
and
and
outside
near
or
landfill.
It
also
builds
into
the
resiliency
of
our
of
our
overall
program
with
the
the
recommended
budget
framework.
G
Our
state
of
good
repair
backlog
is
fully
funded.
We
are
working
very
diligently
this
year
to
to
push
out
those
projects,
we're
working
hand
in
glove
with
p.m.
MD
and
Mike
patch
Locke
and
his
group,
and
a
number
of
other
stakeholders
from
this
within
the
city
to
to
see.
If
how
we
can
do
things
differently,
to
make
sure
that
we
get
our
capital
spent.
G
So
it's
it's,
although
when
we
look
at
the
the
increase
of
approximately
2.5
percent
on
our
rate,
it
equates
to
anywhere
between
six
and
twelve
dollars
per
year
for
the
family
or
a
home
to
have
solid
waste
management
collection
which,
which
I
believe
is
a
great
deal,
especially
if
you
were
to
think
of
the
time
and
effort
it
would
take
for
you
to
take
all
that
material
yourself.
Every
week
to
the
local
transfer
station
pay
the
tipping
fee
and
all
the
time
that
time
is
money
it
would
take
to
to
make
up
the
difference.
G
G
What
we
see
here
over
over
time
with
our
with
our
plan,
is
the
red
bars
indicate
the
money
coming
out
of
the
reserve,
so
in
the
first
four
to
five
years,
there's
more
money
coming
out
of
our
capital
reserve
than
going
in
and
because
of
that,
the
Green
Line
shows
the
the
balance
in
the
reserves
or
a
reserve.
Balance
is
dipping
quite
quite
substantially
and
that
is
not
sustainable.
We
need
a
good,
healthy
reserve
balance
in
order
to
fund
long
term
capital
projects
within
the
division.
G
G
That
project
has
a
fun
as
a
requirement
of
approximately
310
million
dollars.
No
funding
has
been
identified
and
no
funding
has
been
approved
within
the
current
program
when
the
strategy
was
approved
and
it's
not
built
into
our
capital
program
right
now.
Staff
are
currently
studying
that
just
to
understand
the
efficacy
of
it,
what
it
can
deliver
the
benefits
than
the
values
behind
it
and
we
will
be
returning
to
Council
in
2020,
with
an
update
on
that.
So
we
didn't
want
to
put
anything
into
this
year's
budget,
anticipating
that
that
project
would
happen
or
not.
G
So
we've
left
that
discussion
up
until
next
year
and
if
the
council's
direction
is
to
move
forward
with
that
project,
then
we
will
amend
our
2021
budget
at
that
time
to
incorporate
the
the
funding
of
that
300
million
dollar
project.
So
in
order
to
ensure
that
we
have
like
I,
mentioned
a
fair
rate,
it's
adequately
funding
our
reserves
and
that
residents
and
council
know
what
we're
funding.
G
We
need
to
develop
a
a
longer-term
rate
model
and
so
we'll
be
developing
that
this
year
and
likely
into
next
year,
depending
on
what
comes
from
the
DEP
our
discussion
with
the
province.
What
the
regulations
look
like
once
they
are
our
draft
it
up
and
set.
So
there's
there's
lots
to
lots
of
work
to
do
on
the
financial
aspect
of
solid
waste
moving
forward.
So
I
just
like
to
say
thank
you
to
to
the
committee
for
listening
and
again.
Thank
you
to
the
team
who
helped
put
this
together.
A
E
G
So
through
you,
chair
to
the
councillor,
we
are
currently
investigating
that,
but
that
was
part
of
the
long-term.
Solid
waste
management
strategy
was
to
review
the
the
efficacy
of
that
project
to
make
sure
that
it
met
the
deliverables,
and
we
have
gone
through
a
number
of
reports
right
now
where
we
believe
we
can
come
back
to
Council
in
early
to
mid
2020,
with
a
complete
update
on
that
project
and
get
Direction
moving
forward.
I.
E
E
We
have
asked
several
times
about
how
we
might
advance
the
anaerobic
digesters
faster,
because
we
know
the
capacity
might
not
be
there
to
deal
with
the
amount
of
organic
waste
if
we
actually
succeed
in
diverting
it
from
multi
unit
residential,
for
instance,
is
there
any
way
of
advancing
that
work
and
I'm
gonna?
Ask
the
same
question
about
the
RNG
if
I
get
such
low-hanging
fruit
from
a
climate
perspective,
and
it's
such
a
good
story,
that's
got
to
be
one
of
the
best
things
that
is
coming
out
of
solid
waste
management
right
now.
E
G
I
believe
there's
there's
a
possibility
that
that
can
be
done.
The
the
big
challenge
on
the
third
ad
is
site
selection,
so
we
need
to
find
a
site
we're
currently
looking
at
our
transfer
station
network
right
now
to
see
if
it
can
be
placed
at
one
of
our
larger
yards
without
impacting
our
full
transfer
station
capabilities
that,
depending
on
the
outcome
of
that,
we
may
be
able
to
to
move
that
quicker,
but
again
in
the
capital
budget.
G
The
way
it's
structured
is
the
we
have
some
ability
to
to
adjust
our
funding
stretch
to
to
move
afford.
If
that
does
come
about
with
the
R&G
file,
we
are
moving
that
as
fast
as
we
can
at
Dufferin.
So
we
should
be
producing
natural,
get
renewable
natural
gas
next
year
we
will
be
and
the
this
the
Disco
Road
facility.
G
The
challenge
ultimately
will
be
getting
environmental
approvals
at
that
site,
making
sure
we
have
good
consultation
and
Buy
in
with
our
First
Nations
partners
in
and
around
that
our
facility
there
and
that
will
that
will
drive
our
delivery
date.
So
we
are,
we
could
likely
move
that
forward
if
we
get
consensus
and
buy-in
quicker.
G
What
we've
done
is
we've
structured
our
team
to
have
an
outreach
and
stakeholder
engagement
manager
who
will
work
closely
with
the
First
Nations
communities
on
the
trying
to
advance
this
project,
but
for
those
environmental
approvals
I,
don't
think
more
staff
power
would
be
able
to
get
that
done.
That's.
E
We
can
do
this
waste
piece
faster
than
I
think
we
can
do
a
lot
of
the
transportation
or
building
pieces
and
it
would
be
I
think
an
enormous
feather
in
the
cap
of
our
mayor
of
our
city
of
yourself,
representing
the
department,
if
we
can
achieve
that
just
just
about
as
fast
as
we
can,
and
it
is
given
the
the
the
potency
of
methane
as
a
greenhouse
gas,
it's
it's
enormous
ly
beneficial
to
do
this.
The
delays
to
the
EPR
has
that
come
at
a
cost
to
the
city.
G
Well,
the
delays
with
EPR
is
it's
transitioning
from
a
shared
system
where
we
get
up
to
50%
of
our
costs
are
covered
it's
around
45%.
If
we
move
to
fully
EPR,
it
will
be
100%
of
those
costs.
So
there
is
a
delay
every
day
that
we
don't
transition
because
we're
not
getting
either
the
funding
or
the
efficiencies
that.
E
E
It
may
be
cost
to
recycle
more,
but
it
would
be
useful
to
know
that
as
a
communications
tool,
when
we're
talking
to
provincial
colleagues
and
the
media
about
why
this
is
so
important
that
it
move
ahead
quickly,
because
it's
been
a
lot
of
years
in
the
making
and
it's
about
time
they
they
moved
on
it.
Thank
you.
C
So
so
we're
not
really
getting
there
in
terms
of
changing
as
much
as
we
need
to
it.
We
we're
not
really
getting
to
target
in
terms
of
diversion,
and
you
have
some
goals
in
here,
but
I
noticed
that
the
community
outreach
manager
of
stakeholder
and
community
outreach
is
a
job
currently
being
posted.
So
what
has
been
happening
in
year
2019?
C
G
We
we
continue.
We've
always
done
outreach
through
communications
through
through
our
media
piece
with
we
have
ambassador
programs
in
the
communities
working
in
condo
buildings
working
in
multi
residential
sectors.
We
have
our
outreach
component.
A
some
residents
might
not
like
the
outreach
when
their
Ben
gets
rejected
if
it's
full
of
of
garbage,
but
that
is
again
a
part
of
outreach
and
education.
So
we
do.
We
do
work
on
our
community
outreach
and
engagement.
G
The
focus
of
this
position
is
to
consolidate
some
of
that
into
one
lead
manager
who
can
help
really
focus
those
efforts,
as
well
as
provide
more
focus
on
some
of
the
outreach
pieces
that
we
have
been
missing
in
the
past,
which
I
firmly
believe
we
haven't
engaged
with
our
indigenous
communities.
The
way
that
we
should,
and
hopefully
this
process
will
will
move
us
to
more
of
a
a
collaborative
approach
at
our
landfills,
but
also
working
within
the
boundaries
of
the
city
as
well.
C
The
indigenous
outreaches
is
a
an
important
question.
You
have
to
achieve
the
consensus
there
in
order
for
us
to
even
proceed
with
the
RNG
project
at
Green,
Lane,
I,
think
I,
don't
think
it
has
happened,
but
I
haven't
been
on
works
for
a
while,
but
but
we
really
even
opened
that
program
at
all
by
having
some
politicians
come
down
and
and
indicate
to
the
band's.
All
of
the
bands
involved
that
that,
yes,
in
fact,
the
the
conversation
we're
having
with
staff
is
on
our
behalf.
We're
fully
committed
to
this.
C
G
C
G
Didn't
want
to
go
discuss
these
options
with
the
communities,
perhaps
cause
celebration
or
angst
where
council
might
not
be
in
support
of
support
of
those
programs.
Once
we
get
support
of
the
renewable
natural
gas
at
the
landfill,
we
will
be
reaching
out
to
the
to
the
Chiefs
of
the
three
communities
and
structure
that,
in
a
in
a
way
that
we
can
get
as
much
consultation
on
buying.
G
C
So
if
you
can
break
it
out
for
me,
how
much
are
we
investing
in
outreach
and
education
overall,
and
am
I
hearing
it
right
in
the
answers
I've
heard
so
far?
That
actually
is
now
kind
of
a
catch-all
that
includes
also
some.
It
also
includes
compliance,
outreach,
there's
so
there's
compliance,
outreach,
there's,
also
sort
of
stakeholder
relations
outreach
to
further
projects
such
as
you
know,
working
with
the
band
surrounding
Green
Lane,
but
also
the
education
itself
that
is
going
to
drive
diversion
amongst
our
customers.
All
of
that
is
now
one
pot.
G
You,
mr.
cherry
the
council,
that's
something
I
have
to
bring
back
in
a
briefing
Oh
for
you
that
an
itemized
list,
because
a
lot
of
those
activities
are
embedded
within
collections,
for
instance
on
the
diversion
planning
on
this
on
the
curb
and
what
we'll
do
is
we
can
get
a
cost
for
that
I
know
we
spend
close
to
or
more
than
three
million
dollars
on
our
education
and
community
outreach
piece
through
communications
and
our
team.
But
in
order
to
give
you
the
accurate
number,
all
I
need
to
take
that
back
and
get
that.
Okay.
C
G
We
went
through
a
consultation
process
with
with
a
provincial
advisor
David
Lindsay
for
I
think
it
was
probably
two
months
to
where
his
role
was
to
try
to
get
consensus
between
municipalities
and
Industry
and
the
provincial
government
he
put
out
his
paper
on.
What
he
believes
is
the
is
the
best
way
forward
for
the
provincial
government.
We
were
at
the
table.
We
lobbied
very
hard
for
the
residents
to
ensure
that
collection
stayed
the
same.
G
The
materials
in
the
blue
box
stayed
the
same
and
there
was
minimal
to
no
disruption
for
the
residents
of
Toronto,
and
our
system
based
is
generally
was
consistent
and
right
now
the
province
is,
is
drafting
draft
regulations.
We
don't
have
a
date
when
those
are
going
to
be
released
and
my
understanding
is
once
they're
released.
There
will
be
a
window,
hopefully
a
very
large
and
robust
window
for
us
to
be
able
to
consult
on
those,
but
the
dates
have
not
been
provided
to
us
yet
and.
F
Through
that,
as
you
say,
you
want
to
make
sure
that
everything
we
have
recycled
we're
recycling
right
now.
Can
we
can
keep
recycling
right
now
have
what
is
the
highest
standard?
Who
recycles
the
most
in
in
the
province
like
the
most
things,
not
necessarily
volume,
I
think
we're
obviously
volume,
but
the
most
materials
or
types
of
materials.
So.
G
F
For
the
outreach
that
needs
to
be
done
and
for
the
the
Green
Lane
and
for
the
natural
gas,
how
does
a
municipality
x'
engagement
with
First
Nations
differ
like
what
is
our
duty
to
consults
responsibilities,
because
it's
hip
arrests
with
the
crown?
So
how
are
we
interfacing
with
the
crown
on
this?
So.
G
Through
you,
mr.
chair
to
the
councillor,
I,
don't
know
we
have
in
a
digital
affairs
office
here,
that's
led
by
Selina
young
and
she
will
be
the
conduit
for
solid
waste
and
our
team
in
any
negotiations
and
discussions
and
consultations
with
First
Nations
communities
in
federal
government
the
province
in
order
to
get
the
the
buy-in
and
the
environmental
approvals
to
move
forward
with
this
project
and.
D
I
just
want
to
talk
about
enforcement,
so
there
are
parts
of
the
city
and
where
people
residents
and
some
of
these
strip
malls,
where
you
have
resident
residential,
the
top
and
retail,
where
they
don't
recycle
sorry,
but
they
don't
recycle.
They
just
sold
a
garbage
out
that
they
they
put
the
recycling
in
the
garbage
bin
and
and
and
it's
constantly
over
and
over
again.
D
G
D
H
G
H
G
D
G
We
need
transfer
stations
where
residents
have
access
easy
access
to
them.
If
we
reduce
the
number
of
transfer
stations
in
our
system,
which
I,
don't
think,
is
doable,
but
if
we
were
able
to
then
there'd
likely
be
a
customer-service
impact
to
our
residents
in
terms
of
yards.
What
they
do
is
they
allow
us
to
efficiently
and
actively
deploy
our
equipment
when
needed
throughout
the
city.
H
So
I'm
following
that,
one
as
you
are,
but
just
you
have
a
new
program
now
that
you're
going
to
be
giving
out
grants.
Can
you
just
tell
us
a
little
bit
more
about
the
what
your
budget
is
and
how
many
people
are
there?
What
your
budget
is
employee
side,
what
your
budget
is
grant
wise
and
how
many
people
are
employed
so.
G
We
have
community
community
grant
program
and
the
vast
majority
of
those
are
are
set
and
I
believe
the
budgets
close
to
two
million
dollars
for
that
program.
What
we
can
do
in
order
for
you
to
see
all
of
the
the
community
organizations
that
are
received,
funding
or
will
receive
funding.
We
can
draft
up
a
note
for
you
or
for
the
committee
just
so
that
you
are
fully
up
to
date
on
everybody
that
is
getting
funding
and
that
way
we
don't
I,
don't
want
to
miss
a
couple
here
right.
G
H
G
Df
na
there
are
in
the
community
there
developing
programs,
we
work
with
them
to
develop
certain
initiatives
within
identified
communities.
What
we
can
do
is
we
can
come
back
with
a
with
a
briefing
note
on
the
specific
budgets
in
SDF
na
with
in
solid
waste,
any
ID
C's
that
move
back
and
forth
between
the
tonight
DC.
What
we
give
interdivisional
charge
there
you
go,
what
we
fund
them
and
they
fund
us.
Yes,
right.
G
H
G
Sure
so
the
reason
behind
solid
waste
having
staff
is
for
us
to
be
able
to
direct
the
solid
waste
component
of
the
community
grants
aspect
of
our
program.
We
are
not
economic
developers,
we
don't
work
in
SDF
na
and
have
those
connections.
That's
why
we
leverage
those
groups
in
order
for
them
to
to
advance
these
programs,
but
we'll
get
you
whatever
information.
You
need
yeah.
A
Councillor
fletcher,
okay,
are
we
okay
on
questions,
then
we're
all
good
all
right
at
this
point,
I'd
like
to
recognize
the
CFO's
internal
audit
process,
as
we
know,
prioritized
the
key
divisions
for
us
to
hear
from
and
review
a
committee
today
that
was
water
and
solid
waste.
The
budget
notes
are
now
posted
online
on
the
budget
website,
but
I
do
want
to
point
out
and
acknowledge
that
we
do
have
trial
parking
authority
here,
our
CEO
Robin
Oliphant.
If
anyone
has
questions
for
TPA,
we
can
bring
them
forward
and
you
can
ask
those
questions.