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From YouTube: Budget Committee - December 14, 2017 - Part 2
Description
Budget Committee, meeting 39, December 14 - Part 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=12852
Part 1: https://www.youtube.com/watch?v=fqC7dHGobIY
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B
B
Just
an
overview
of
the
the
request
that
I
that
I'm
making
on
behalf
of
my
office
today,
we
are
recommending
that
our
operating
budget
for
2018
be
set
at
1
million,
nine
hundred
and
eighty
five
thousand
dollars-
and
this
is
a
increase
of
nine
point-
seven
percent
from
our
2017
operating
budget,
but
an
effective
increase
of
only
three
point.
Eight
percent
from
our
2018
pro
forma
budget
and
I
will
explain
that
in
detail
in
a
few
moments,
but
essentially
there
are
two
components
to
my
operating
budget
request.
B
The
first
is
the
reversal
of
a
one-time
reduction
that
I
that
we
had
last
year
of
72
thousand
dollars,
that
reduction
came
from
our
budget
for
legal
services
and
investigative
and
outreach
expenses
and
I'm
asking
that
that
be
restored,
and
the
second
is
about
the
same
amount.
Seventy
three
thousand
dollars
for
a
new
staff
position
to
provide
urgently
needed
casework
support.
So
those
are
my
essential
requests.
I
believe
that
they're,
modest
and
I
will
amplify
on
them
briefly.
B
The
role
of
the
Ombudsman,
as
you
know,
is
a
key
aspect
of
the
government
governance
of
the
city.
We
have
a
legal
mandate,
which
is
our
statutory
obligation
to
investigate
decisions
and
recommendations
made
or
acts
done
or
not
done
in
the
administration
of
the
city,
and
that
includes
all
45
city
divisions
and
most
almost
all
city
agencies,
corporations
and
local
boards.
So
we
are
overseeing
on
behalf
of
close
to
three
million
Torontonians,
almost
50,000
public
servants.
B
The
core
business
of
the
office
is
that
we
listen
to
the
public.
First
and
foremost,
we
humanize
the
city
administration
for
people
who
believe
that
they
have
been
unfairly
treated
and
they
are
feeling
mistreated
and
alienated
when
they
come
to
us.
Secondly,
we
investigate
complaints
and
concerns.
We
help
the
city
administration
to
hold
itself
accountable
to
the
people
that
it
exists
to
serve
and,
of
course,
the
result
is
that
the
city
services
are
improved.
B
We
reduce
friction
between
individual
members
of
the
public
and
the
city
administration
by
evening,
the
playing
field
between
them
and
we
make
recommendations
to
improve
the
way
that
the
city
serves
its
people.
The
effect
of
this
is
enhanced
public
confidence
and
trust
in
the
government
of
the
City
of
Toronto
and
another
effect,
and
it's
important
in
the
context
of
the
discussion
that
you
are
having
today
is
that
it
saves
the
city
money
when
I
arrived
at
the
office
in
September
of
2016.
B
B
What's
the
essence
of
our
work-
and
this
is
this-
is
what
we
came
up
with
listening:
investigating
improving
city
services,
so
touching
briefly
on
the
listening
for
2017
we're
on
track
to
receive
over
650
complaints
from
members
of
the
public,
and
we
are
fully
accessible.
People
complain
to
our
office
in
person,
by
phone,
by
fax,
by
email
and
on
our
website.
We
have
access
to
basic
translation
services
for
complaints
in
over
a
hundred
languages.
B
We
only
look
into
complaints
after
the
person
has
made
reasonable
efforts
to
resolve
the
issue
directly
with
the
city,
division
or
organization.
We
feel
that
that's
not
only
the
responsibility,
but
it's
important
that
the
city
have
an
opportunity
to
solve
its
own
problems.
Before
before
we
get
involved.
We
seeks
responses
from
city
staff
to
complaints.
We
gather
information
with
an
open
mind.
B
This
is
a
process
that
involves
gathering
information
and
involves
mediation
in
many
cases
and
recommending
improvements
where
necessary,
and
we
call
this
new
process
conducting
an
inquiry,
and
we
have
adopted
this
new
process
expressly,
because
we
want
to
be
sure
that
we
use
the
public
resources
that
are
dedicated
to
our
work
in
the
most
effective
and
efficient
way
possible.
By
the
end
of
this
year,
we
will
have
completed
about
450
inquiries
if
we
stay
on
the
track
that
we're
on
now.
B
The
improving
city,
services,
large
and
small
improvements
result
from
the
work
of
Ombudsman
Toronto
and
that's
everything
from
changes
to
policies
and
procedures
and
bylaws
to
what
we
hope
is
a
ongoing
broad
culture,
change,
leading
to
better,
more
principled
and
fairer
public
service
at
its
core.
As
I
mentioned,
our
work
is
about
holding
the
city
accountable
in
the
duty
to
treat
everyone
with
whom
it
deals
fairly.
B
So
I
want
to
point
out
that
the
impact
is
both
broad
and
specific
in
terms
of
broad
citywide
improvements,
we've
made
more
than
400
recommendations
since
opening
for
improving
the
way
the
city
serves
people.
Recent
examples
of
the
broad-based
change
that
has
resulted
from
our
work
include
the
new
amps
system
for
parking
tickets
disputes,
improved
oversight
of
the
TTC's
enforcement
transit
enforcement
unit.
Excuse
me
and
also
expanded
a
more
transparent
winter
drop-in
services
for
people
experiencing
homelessness.
B
But
in
addition
to
the
broad
improvements,
we
also
ensure
fairness
and
individual
cases,
and
we
resolve
hundreds
of
these
every
year
and
there
was
a
striking
example
in
2017
that
I'll
remind
you
of.
It
was
about
a
vulnerable
elderly
man
who
came
to
our
office.
He
had
lost
his
house
in
a
tax
sale
to
the
city,
and
when
he
came
to
us,
he
was
destitute.
The
city
had
refused
to
pay
his
claim
to
the
four
hundred
and
sixty
thousand
dollars
remaining
the
surplus,
and
we
conducted
an
inquiry.
B
To
my
client,
this
result
could
not
have
been
achieved.
The
complainant
in
himself
said
thank
you
from
the
top
bottom
and
sides
of
my
heart
and
the
senior
city
staff
member
who
was
involved
in
this
case
said.
I
extend
my
thanks
to
the
Ombudsman's
office
for
their
leadership,
advice
and
guidance
in
this
matter
and
for
achieving
a
fair
resolution
to
a
very
difficult
situation.
B
So,
to
summarize,
the
impact
before
I
get
to
the
to
the
numbers,
which
I
know
is
what
you're
here
to
hear
about.
The
work
of
this
office
and
of
my
dedicated
team
provides
access
to
justice
for
the
public.
It
helps
to
ensure
that
best
practices
and
administrative
fairness
are
exercised
by
by
your
public
service,
who
serves
the
public
on
your
behalf.
B
B
We
issued
three
public
investigation
reports
and
four
public
inquiry
reports
so
far,
they're
listed
on
the
slide
and
beyond
our
casework.
There
are
highlights
that
I
wish
to
touch
on
one.
Is
this
new
and
more
nimble,
agile
way
of
working
that
we
call
inquiries
and
a
significant
aspect
of
that
is
that
we
are
now
doing
inquiry
reports
which
are
shorter
and
more
focused
than
investigation
reports
and
which
we
post
directly
to
our
website?
B
That
provides
transparency
for
the
public,
but
it
does
away
with
the
need
of
cluttering
up
the
council
agenda
with
a
report
that
maybe
does
not
have
the
broad-based
public
interest
that
is
required
for
for
it
to
be
taken
there.
So
it
gives
us
another
mechanism,
a
more
nimble,
more
efficient
mechanism
for
reporting
on
our
work.
B
Stakeholder
outreach,
of
course,
is
also
very
important
to
us,
and
we
have
done
a
great
deal
of
outreach,
both
the
community
and
the
city.
I
note
in
on
the
community
side
that
last
year
we
had
6,000
visits
to
our
website
this
year
we
already
have
over
20,000
and
in
terms
of
city
outreach.
We
have
put
a
great
new
emphasis
on
proactive
and
collaborative
ombudsman
ship
and
we
are
consulting
with
city
divisions
and
city
leaders
about
how
to
make
services
fairer.
B
Toronto
does
not
spend
a
lot
on
its
Ombudsman
office
and
I
have
a
couple
of
slides
I'm
not
going
to
review
them,
but
they
both
illustrate
how
lean
our
team
and
our
budget
really
are.
I
would
respectfully
submit
that
we
are
hitting
above
our
weight,
we're
getting
a
lot
done
with
the
public
funds
that
we
receive
and
the
city
gets
excellent
value
from
our
office.
When
you
can
compare
when
you
compare
it
to
other
offices
and
you
look
at
the
populations
that
are
being
served
and
so
on.
I
think
that's
evident.
B
So,
as
I
mentioned
this,
this
is
the
budget
request
that
we
are
making.
It
is
a
nine
point:
seven
percent
increase
over
2017
and
I
and
I,
of
course,
wish
to
explain
the
reason
for
that,
but
it
is
point
zero
one.
Eight
percent
of
the
city's
entire
budget
and
I
think
I
think
that's
important,
just
to
mention
by
way
of
context
like
every
part
of
the
city.
We
do
have
key
cost
drivers
that
are
unavoidable
and
those
are
listed
on
this
slide,
salary,
cost-of-living
increases
and
so
on.
B
The
recent
history
of
our
budget,
I
thought,
was
worth
showing
to
you.
Last
year
there
was
a
recommended
reduction
across
the
board,
a
directed
reduction
across
the
board
and
in
the
spirit
of
cooperation,
we
proposed
a
reduction
for
one
year
and
it
was
on
the
basis
that
I
would
review.
We
would
review
our
budgetary
needs
and
and
come
back
to
you
this
year
and
let
you
know
so
so
we
took
72,000
dollars
off
of
our
budget
for
Investigative
expenses.
B
So,
as
I
mentioned,
there
are
two
aspects
to
the
request
today.
The
one
is
the
restoration
of
the
seventy
two
point:
two
thousand
dollars
cut
last
year,
having
evaluated
the
situation,
it's
my
belief
and
I
urge
the
committee
to
to
acknowledge
that
this
these
funds
are
needed
for
us
to
be
able
to
fulfill
our
mandate.
B
B
If
you
look
at
our
organizational
chart-
and
you
see
the
director
of
investigations
and
conflict
resolution
in
the
middle
there,
he
oversees
seven
staff,
all
of
whom
are
dealing
on
our
core
business,
which
is
casework
complaints,
and
there
is
no
support
presently
in
the
in
the
org
chart.
For
any
of
that,
the
director
has
no
support,
no
administrative
support,
neither
do
the
five
investigators
and
neither
do
the
two
complaints
analysts
and
that's
really
a
very
difficult
and
unsustainable
situation.
B
Just
to
conclude,
I
take
very
seriously
the
responsibility.
We
have
to
carefully
use
the
public
funds
the
council
allocates
to
the
work
of
my
office
in
the
public
interest
and,
as
I've
mentioned,
we
have
streamlined
our
processes
with
the
inquiries
and
inquiry
reports
in
an
effort
to
make
our
our
funds
go
further.
Secondly,
we
have
increased
our
approach
to
a
proactive
collaborative
on
Botsman
model,
where
we
can
actually
help
the
city
to
do
better
in
serving
the
public
fairly,
which
avoids
complaints,
enhances,
trust
and,
as
I've
mentioned,
saves
money
for
the
public.
B
Also,
as
I
mentioned,
our
ability
to
undertake
broad
systemic
and
investigations
is
severely
restricted
currently,
and
the
thing
about
those
investigations
is
that
they
help
the
most
people.
They
have
the
broadest
impact
and
they
also
have
the
potential
to
help
vulnerable
people
and
honorable
people
are
not
people
who
generally
come
and
make
complaints.
They
have
enough
problems
in
their
lives
and
they're
not
able
to
come
forward
and,
and
it
raised
their
grievances.
B
So
the
request
enhancement
that
I'm
asking
for
for
one
urgently
needed
support
position,
is
really
what
I
submit
to
you
and
what
I
believe
is
the
minimum
required
enhancement
to
try
to
address
those
those
shortcomings
that
were
that
we're
having
now
I
believe
that
the
office
is
providing
very
good
value
and
I.
Ask
you
to
closely
consider
this
moderate,
modest
enhancement
request
in
terms
of
our
capital
plan.
It
is
a
seven
hundred
thousand
dollar
investment
in
state
of
good
repair
for
our
case
management
system
in
2023.
D
B
C
B
E
B
F
B
B
F
B
F
B
F
F
F
Two-Thirds
within
seven
days
and
the
public
inquiry
reports,
how
do
you
determined?
How
do
you
determine
determine
if
a
topic
has
merit
for
investigation?
So
you
investigated
a
noise
complaint
in
MLS
I'm,
not
sure
what
that
is.
Yes,
something
about
the
committee
of
adjustment,
noticed
procedures
well,.
B
The
by
the
information
that
we
gather
our
analysis
of
the
issue
and
the
information,
and
then
we
determine
whether
we
believe
it's
in
the
public
interest
to
issue
a
report
so,
for
example,
for
the
noise
complaint,
one
that
that
you
refer
to.
We
made
recommendations
for
long-term
improvements
to
the
way
MLS
deals
with
noise
complaints
and
we
wanted
the
public
to
know
that
we
wanted
MLS
to
know
that
we
wanted
there
to
be
a
basis
for
follow-up.
For
that.
F
B
F
B
F
B
F
B
F
B
F
B
A
E
G
Mister
all
yours,
Thank
You
mr.
chair
members
of
committee
visiting
councillors,
members
of
the
public
good
afternoon,
I'm
here
to
present
the
cluster
B
budget
submission.
First
thanks
to
Carol
Morris
inning,
to
my
left,
Mary
Rousseau,
saying
to
over
Claire
mu
and
Lydia
Donaldson
for
helping
me
with
this
presentation.
We're
going
to
give
you
an
overview
of
the
cluster
service
performance,
key
issues
of
priority
actions
and
we're
going
to
give
you
both
an
old
operating
and
a
capital
overview
here
on.
G
The
next
slide
is
the
services
that
we
deliver
in
Citizens
Center
cluster
B,
which
is
a
short
form
for
planning
a
public
works.
You
see,
transportation,
engineering,
TTFN,
a
planning
policy
and
Finance
administration
municipal
license
the
standards,
Toronto
building
city
planning,
a
Toronto,
Fire
Service.
In
addition,
cluster
B
as
a
to
rate
supported
Toronto
water
and
solid
waste
management
services
and
on
the
next
slide,
you'll
see
that,
where
you'll
see
the
actual
organizational
chart,
the
nine
span
of
control
I
have
their
plus
plus
Lou
and
Jim.
G
A
total
complement
of
sixty
four
hundred
and
eighty-three
and
including
Toronto
water
and
solid
waste.
Its
ninety
three
hundred
and
sixty
one
staff,
a
big
program
so
I'm
gonna,
go.
Take
you
through
the
seven
program
areas
today
I'm
going
to
combine
the
key
accomplished
to
the
key
issues
and
parade
priority
items
for
each
of
the
divisions
on
a
logical
way.
I'm
not
going
to
I'm
not
going
to
group
them
by
cluster
I.
Hope,
that's
clear
for
you
to
understand
what
we've
done.
G
What
we're
facing
in
terms
of
issues
and
what
we're
undertaking
in
2018
to
respond
and
largely
just
the
sort
of
the
overview
is
largely
the
programs
remain
unchanged,
but
I
will
discuss
any
new
changes,
any
new
and
enhanced
items
as
we
go.
So
here
we
are
City
Planning.
They
go
first
because
they're,
a
c.b.c.
G
So
key
accomplishments
and
I
just
want
to
spend
a
few
tonight.
You
can
read
all
this
information
we
have
on
the
slide
deck,
but
just
a
few
things
so
just
volume.
Thirty,
eight
hundred
and
thirty
committee
of
adjustment
applications
and
325
325
community
planning
applications,
OPA
zoning,
safe
plans,
et
cetera,
two
hundred
registered
archaeological
sites.
241
are
key
electoral
assessment
and
eighteen
hundred
and
sixty-seven
Heritage's
applications.
So
the
volumes
are
large.
We've
got
a
robust
transportation
set
of
priorities.
You
can
see
things
like
King
Street,
Scarborough
subway
are
our
smart
track.
G
You've
seen
them
on
the
agenda:
zavin,
east
and
west
Finch
Park,
Lana
wood,
Blanco
stations,
we've
advanced
the
dog
mills,
crossing
planning
framework
and
significant
significant
work
has
been
done
on
Tia
core
for
the
downtown.
It's
a
very
significant
and
seminal
document
and
history
of
the
city.
We've
moved
along
the
rail
deck
park,
as
we
saw
in
last
council
a
whole
series
of
civic
improvements
and
there's
a
detailed
list
of
all
these
other
things
that
we've
caught
on
pages
52
52
for
your
consideration.
G
So
some
of
the
key
issues
and
priority
actions
to
respond
to
these
issues.
To
say
the
least,
we
have
an
increasing
demand
and
complexity
in
our
work
in
City,
Planning,
large
city
building
infrastructure,
large
underutilized
sites.
It's
especially
important
that
we
do
this
work.
In
light
of
the
announcement
of
the
new
Planning
Act,
it's
going
to
put
more
pressure
on
these
planning
studies.
G
You
can
see
the
volumes
in
committee
of
adjustment,
which
have
been
going
up
and
causing
extra
workload.
Workload
pressure
was
associated
with
the
fast-tracking
transit
initiatives.
Times
of
the
essence
on
many
of
these
things,
and
we
are
dedicated
team
is
under
considerable
pressure
to
produce
results.
G
So
this
is
not
only
meeting
that
target,
but
it's
meeting
the
target
with
greater
amounts
of
work.
We've
assumed
there's
a
Bruce
whom
responsibility
for
the
local
read
certain
local
road
resurfacing
program
from
transportation
services.
We
believe
that
there's
an
improvement
in
the
delivery
method
and
you
can
see
some
of
the
things
that
we've
done
in
resurfacing:
reconstructing
roads,
st.
G
G
We
finished
the
Prince
Edward
viaduct
work,
we've
done
a
lot
of
TTC
track
work.
We've
on
the
planning
side,
we've
received
86
percent
compliance
with
mandated
timelines
for
development
review.
That's
a
significant
improvement.
We've
got
a
ninety
nine
percent
compliance
for
approximately
seventy
two
hundred
utility
applications
and
we've
done
all
the
bridges
we've
done
from.
He
met
all
of
which
condition
assessments
within
within
target.
G
G
Why
does
that
get
a
laugh,
so
some
key
accomplishments
now
I
mean
I,
don't
even
know
how
to
say
how?
How
much
some
of
these
things?
How
much
works
here?
Implement
a
red
red
safety,
Oh,
an
apartment,
building
standards,
program,
completed
short-term
or
rental
regulations,
review
man,
what
a
piece
of
work
amended:
the
Toronto
musical
code
chapter,
349
animals,
always
an
interesting
time
at
our
committee.
G
Here's
one!
That's
not
big
a
number
27
cases,
but
big
an
impact
on
those
that
are
affected
the
spider
program,
the
specialized
program
for
individual
enhanced
responsiveness
solve
some
really
life-threatening,
really
difficult
issues
and
it's
a
testament
to
MLS,
but
also
all
the
other
related
divisions
that
support
that
effort.
Tremendous
effort
partner
with
the
Toronto
Police
to
address
illegal
marijuana,
automated
the
application
process
for
the
public
transportation
company
drivers
again,
a
huge
effort,
award-winning
effort
awarded
the
digital
transformation
award
and
the
excellence
in
municipal
systems
award
across
Canada
for
that
work.
G
Enhanced
public
engagement
by
using
social
media
with
over
30,000
views
and
completed
phase
one
of
our
data
Mart
project,
which
will
pay
off
in
spades
with
better
diagnostics
and
helped
identifying
places
of
problems
in
the
city.
So
key
issues,
priority
actions
we
going
to
implement
the
short
term,
rental,
bio,
nada,
not
just
a
little
throwaway
Klein.
It's
there's
a
lot
of
work
here.
We've
got
to
deal
with
potential
impacts
of
marijuana.
G
We've
got
a
shift
service
calls
from
Toronto
Police
in
terms
of
some
of
the
transformational
task
force,
recommendations
and
we've
got
business
transformation
for
rent
safety,
Oh,
short-term
rental
regulations,
a
series
of
legacy
applications
that
need
to
be
upgraded
and
continued
Phase.
Two
of
the
day
tomorrow,
check
PPF
na
LED
to
cluster
V
process
for
excellence,
Canada
bronze,
designation,
processed
over
56,000
vendor
invoices,
155
million
in
accounts,
receivable,
540
thousand
payroll
line
entries
for
payroll,
140
public
consultation
events,
support
om,
which
is
kind
of
put
in
this
presentation.
G
It's
a
direct
report
to
me
the
tremendous
work
and
great
response
and
doing
a
variety
of
things.
You
see
a
couple
things
here,
including
publications
and
action
plans
and
I
hope
you
noticed
the
upgrade
to
the
major
capital
construction
teo
in
view
it's
a
2.0
on
the
go
forward.
We've
got
more
technology
platforms,
we
have
the
challenges
of
attracting
good
staff
computer
skills
and
on
in
om
we're
implementing
the
disaster.
G
We
targeted,
600
residential
infill
sites,
advanced
divisional
succession
planning
program,
and
we
participate
in
a
number
of
provincial
federal
building
code
reviews.
Key
issues
trying
to
process
those
application.
High
staff
turnover
have
a
difficulty,
keeping
and
retaining
good
staff,
and
it's
a
technical
profession.
That's
difficult
to
recruit.
G
We've
done
a
lot
of
on-the-job,
training,
mentoring,
internship
program,
but
it's
continues
to
challenge
us
and
we've
got
a
new
building
code
coming.
We
expect
the
2018
for
the
province
that
will
require
some
of
our
processes
to
change.
They're
gonna
advance
as
they've
always
done.
A
look
at
leading
ii
service,
they
need
service
web
sites
currently
being
development
tested
and
we've
got
a
pilot
quality
assurance
unit,
inspection
services
underway
fire
services
big
year
for
fire.
G
Last
winter
we
had
a
series
of
big
fires,
including
the
fire
at
the
badminton
racket
club,
our
largest
deployment
ever
in
the
city
of
toronto,
larger
the
sun
rising
and
we've
got
some
very
interesting.
We've
heard
a
presentation
yesterday
at
the
emergency
management
program
committee,
on
having
deployed
as
many
units
as
we
had
managed
to
keep
the
city
were
operating
well
behind
it.
You
see
the
response
times,
they've
improved
and
we
still
be
are
challenged
by
travel
times
in
a
congested
city
on
the
inspection
side,
we've
inspected,
all
community,
TCH,
c
high-rise
and
seniors
building.
G
We
did
all
high-rise
buildings
in
the
city
and
we
also
did
50
sites
where
social
housing,
shelters,
support
and
housing
administration
where
clients
were
referred
to
speak
by
home
street
by
street
to
homes.
We
looked
at
those
sites
as
well
and
we
conclude
completed
a
number
of
capital
projects,
including
computer,
aided
dispatch
upgrades
and
mobile
devices,
and
one
pursuits
and
gas-producing
sarah
some
key
issues.
An
increasing
number
of
emergency
incidents,
increasing
WSIB
costs
the
presumptive
legislation
on
cancers,
as
creates
a
lot
of
fiscal
fiscal
pressure.
For
us.
G
We
continue
to
implement
the
transformation
plan
operationalizing
than
2015
to
test
19
master
fire
plan
this
year
were
introduced
or
required
to
do
the
national
fire
protection
association
1031
at
ten
thirty
five
level,
one
professional
qualifications
for
all
staff.
That's
a
new
pressure
that
we
had
not
anticipated.
We
continued
to
develop
and
implement
comprehensive
toronto
fire
services.
Inclusion
plan,
we've
heard
council
very
strong
views
on
that,
and
we
continue
to
forge
improvements
in
that
area.
G
We
develop
and
continue
to
implement
a
comprehensive
mental
health,
health
support
plan,
traumatic
stress
and
suicide
prevention
here
at
the
service
and
there's
some
significant
renovation
expansion,
relocation
required
for
fire
headquarters,
quartermaster
mechanical
public
education,
health
and
safety
of
the
community
and
staff
capital
items
like
defibrillators
personal
protective
equipment
you
saw
etc
are
in
our
plan.
We
need
to
develop
long-term
replacement
strategy
for
the
William
Lyon
Mackenzie
fire
boat
and
the
William
Thornton
fire
boat.
G
We
want
to
implement
a
comprehensive
operational
space
fire
code.
We
inspection
program,
enhance
fire
protective
service
levels
and
the
costs
pursue
mobile
technology,
solutions
for
inspection
enforcement
and
we've
continued
to
transition
in
our
dynamic
staging
of
vehicles
to
respond
effectively
to
incidents
and
finally,
transportation
I'm,
sorry,
penultimately
transportation
conditions,
a
management
plan,
the
key
complements
retimed
281
tropical
signals,
traffic
monitoring
signs
ten
kilometres
of
sidewalks.
We
kicked
off
the
King
Street
transit
pilot,
significant
effort
to
get
that
up
and
running
vision.
G
Zero
safety
plan
implemented
the
first
year
of
twelve
safety
zones,
forty-seven
pedestrian
safety
corridors,
school
safety
zones,
watch
of
speed
signs
created.
We
continue
to
rotate
the
for
mobile
watch
of
speeds,
increase
the
number
of
red
light
cameras
installed.
Fourteen
new
traffic
signals
at
twenty
two
pedestrians,
audible,
pedestrian
signals
and
cycling.
You
know
this
Bloor
Street
bike,
lane
pilot
project
and
implemented
a
second
year
of
the
ten
kilometre
installation
of
cycle
tracks,
bike
lanes
and
clock
to
floor
bike
lanes
and
we're
under
to
undertaking
a
comprehensive
review.
G
Excuse
me
we're
gonna,
continue
our
congestion
management
plan
to
facilitate
traffic
flow,
quicker
response
times
for
incident
management
and
I'll
discuss
that
in
a
minute,
curbside
management
strategies
continues.
Freight
and
good
movement
strategy
continues
implement
the
third
year
of
the
cycling
plan.
Continued
asset
management
management
strategy
for
agent,
roads,
infrastructure,
you'll,
see
in
the
state
could
repair
our
local
roads
continue
to
backlog
and
we've
got
some
other
issues.
G
Any
cluster
eight
waterfront
revitalization
initiative,
federal
provincial
funding
for
the
Portland's
came
in
June
of
last
year
or
this
year
a
big
move
for
the
move
forward
on
the
nationalization
of
the
Dodd
River,
the
Gardiner
East
EAA
was
proved
and
sets
the
stage
for
the
work
that
we're
doing
now.
We've
completed
construction
of
the
bentway
skating
trails
just
fall,
ready
to
open
Portland's
planning
framework
to
billionaires
island
precinct
plans
approved
detailed
aside
for
Cherry,
Street,
stormwater
and
lake
filling
is
completed.
G
Construction
started
detailed
aside
for
the
forty
arc,
pedestrian
cyclic
rate
has
been
completed
and
the
fabrication
is
underway
and
we'll
see
that
next
year
the
waterfront
transit
reset
you'll
see
coming
back
in
a
next
cycle
path.
Erskine
neighborhood
plan
will
be
finalized
and
we
had
some
major
things
done
through
Waterfront
Toronto,
water
rate,
water,
innovation
center
in
George,
Brown
College.
G
Second
waterfront
campus
building
were
approved
and
started
to
cut
childcare
facilities
in
the
East
Bay
front
transition
phase
two
of
Bayfront
is
registered
and
we
worked
very
closely
with
all
our
colleagues
across
many
divisions
for
the
West
Don
lands,
rental,
housing
opportunities.
We
took
a
report
back
in
the
fall
on
that
and
we're
quite
proud
of
that
key
issues.
Building
and
implementing
the
fort
lab
the
plant,
flood
Portland's
flood
protection
and
the
Cherry
Street
might
make
filling
with
bridges
and
a
new
river
mouth.
G
I
coordinate
several
large
infrastructure
projects
with
this
work,
pursue
federal
and
provincial
funding
for
transit,
continue
on
on
waterfront
1.0
finished
it
off
east,
be
front.
West
Don
lands
and
engage
sidewalk
side,
walk
on
key
side
and
further
discussion
on
their
involvement.
If
any
in
the
poor
lads
monitor
the
Billy
Bishop
Airport,
we
probably
going
to
see
some
action
on
the
ends
of
the
runways
there
because
of
the
safety
safety
zones
and
we're
going
to
install
that
Fort
York
pedestrian
cycle
bridge
and
see
for
the
look
on
the
bentway.
G
G
If
you
look
on
page
whatever
the
slide
moves
with
the
pie
charts,
and
so
when
we
do
every
year
you
can
see
fires
the
biggest
followed
by
transportation,
and
where
does
the
money
come
from
62
percent
property
tax
and
user
fees,
reserve
funds
and
subsidies
make
up
the
rest
makes
the
bail
it's
up.
Here's
the
money
slide.
G
Three
or
74%
of
the
year-over-year
gross
is
cost-of-living
progression
paid.
We
interval
most
bonus
fringe
benefits
inflation.
So
it's
a
pretty
sad
Pat
budget.
You
see
mostly
zeros
fire
up
a
little
bit
transportation
down
the
line
in
terms
of
staff.
Here's
some
staffing
changes
again,
mostly
zero
net
or
not
very
marginal
increase.
You
see
the
fire
implications
of
twenty
one
positions.
G
That's
got
ones
that
have
not
yet
actually
made
it
into
this
budget,
but
are
here
for
your
consideration.
You've
heard
the
discussion
previously
at
committee
and
council
around
traffic
wardens.
Today
there
are
11
positions
that
we
believe
are
warranted
for
a
1.6
million
dollar
net.
The
incident
management
response
to
keep
our
freeways
or
expressways
free-flowing
our
five
positions.
The
school
crossing
guard
program
comes
out
of
that
on
a
police
report,
so
there's
three
permit
positions
that
had
pressure
their
project
oversight
and
inspection
compliance.
G
We
think
these
are
really
needed
to
enhance
contract
management
coming
out
of
the
AG
report
on
paving
audit
road
to
mental
readiness,
there's
some
money
that
we
believe
would
be
helpful.
It's
only
a
hundred
thousand
dollars
to
roll
a
mental
health
and
safety,
resiliency
training
for
the
fire,
service,
post-traumatic
stress,
etc.
G
I
think
is
worth
that
investment
and
an
employment
assistance
in
review
and
the
occlusion
plan
for
Toronto
Fire,
additional
two
hundred
million
dollars
or
two
hundred
thousand
dollars
would
assist
us
in
accelerating
and
seeing
that
program
fully
realized
okay
capital
I'm,
going
to
give
you
the
10-year
capitalist.
All
all
these
numbers
are
10
years
numbers.
If
you
want
to
go
to
pages
54
to
59
you'll,
see
the
2018
number
spot.
G
I
really
just
wanted
to
give
you
the
you
know
the
the
10-year
program,
because
it
seems
you
know
a
lot
of
those
programs,
so
the
capital
works
go
over
four
or
five
six
years,
you'll
see
the
big
numbers
and
transportation.
Much
of
that
is
the
Gardner,
almost
half
of
it,
and
most
of
it
comes
from
debt,
City,
Planning,
more
studies,
civic
improvements
and
getting
ready
for
changes,
challenges
on
our
Opie
and
zoning
new
Planning,
Act
etcetera.
G
All
we
used
to
be
small
numbers:
thirty
million
dollars,
Toronto
Fire
Services
station
B,
just
finishing
it
off
station,
a
finishing
it
off
station
cheese
Sunnybrook
would
be
a
new
cap
request,
but
it's
a
far
end
of
the
capital
10
year,
capital
plan
and
a
nice
training,
a
new
building,
small
1
million
dollars
and
then
equipment
and
upgrades
which
we
always
need
transportation.
Here
you
go:
FG
gardener,
two
point:
two:
nine:
nine
billion
major
roads,
local
roads,
another
big
big
numbers:
seven
hundred
million
dollar
numbers
bridges,
sidewalks
growth,
st.
G
Clair,
keeled,
old,
Weston,
six
points,
Scarlett,
Road,
Dundas,
Steel's,
widening
all
on
our
plans
previously,
all
being
advanced,
safe,
cycling,
infrastructure,
engineering.
You
can
see
the
list,
health
and
safety
all
pretty
standard
and
the
waterfront
revitalization
I
think
you
don't
hear.
Portland's
Cherry
Street
water
edge
promenades,
around
Bayside,
precinct
planning
in
West,
Don
lands,
public
art,
Betway,
Bathurst
E
and
here's
the
spending
and
it
this
will
smooth
out
you've
got
a
lot
in
2024.
G
A
You
mr.
Luo
me,
so
what
we'll
do
now
we'll
go
to
questions
of
the
overall
presentation?
We'll
have
an
opportunity
to
ask
if
you
have
a
question
more
specifically
on
a
division.
You
can
ideally
wait
for
that,
but
these
are
just
general
questions
on
the
presentation
and
then
we'll
go
through
each
of
the
divisions
that
were
in
there.
So
I'll
open
up
for
questions
over
all
questions
to
the
presentation.
A
C
Start
maybe
I'll
save
time
later,
when
you
go
to
Department
I
Department
on
the
planning
department
side
and
let
me
say
as
a
preface
to
the
question
both
on
st.
Claire
and
on
Eglinton
Eglinton
crosstown
Sinclair
I
forget
what
we
called
it.
It
was
very,
very
beneficial
to
do
the
work
prior,
recognizing
new
infrastructures
coming
in
and
my
concern
is:
are
we
do
we
have
enough
in
there
I
guess
it's
on
the
it's
on
the
capital
side
to
do
the
appropriate
Studies
on
the
avenues
where
growth
is
happening,
to
anticipate
development?
G
Mr.
chair
I
would
say
probably
not
and
I
do
say:
I
say
that
in
part
because
of
the
Royal
Assent
to
the
new
bill
in
part
because
of
the
new
bill,
the
new
planning,
Act
I,
think
the
new
planning
Act
is
going
to
put
an
creasing
emphasis
on
our
avenues,
in
particular,
where
we're
going
to
see
additional
growth
for
us
to
be
consistently
applying
a
standard,
Eglinton
connects
and
say,
Claire
were
very
good
examples
where
we
got
in
front
of
it.
G
It
is
going
to
give
us
the
steadfastness
we're
going
to
need
I,
think
as
staff
and
as
council
to
uniformly
to
guide
development
in
those
areas
you're
going
to
have
the
ability
not
to
be
subject
to
the
same
levels
of
Appeals
and
you're
gonna
want
some
more
consistency
so
right
now
we
probably
don't
have
enough,
but
I.
Think
as
we
go
through
this
year
and
get
ready
for
next
year.
We're
gonna
have
to
present
you
with
some
additional
so.
C
G
This
way,
either
way
we
couldn't
gear
it
up
fast
enough
to
anticipate
all
this.
Like
we
just
couldn't
gear
up.
We
we
have
such
difficulty
in
recruiting
top.
You
know
candidates
to
the
existing
positions
that
we
have
outstanding.
We
continue
to
work
as
hard
as
we
can
on
that.
But
if
we
were
to
gear
up
some
more,
we
would
just
wouldn't
get
that
we
just
couldn't
gear
up
fast
enough.
We
will
be
having
to
do
that
at
18mm.
C
G
C
G
G
Of
them
would
not
have
been
completed,
the
vast
majority
of
them
would
still
be
a
process
and
we
will
have
completed
a
whole
bunch
of
ones
that
were
in
the
queue
before
so.
Most
of
them
are
six
months,
nine
months
a
year
or
more,
and
so
if
they
come
in
in
June
they're
like
not
likely
to
have
been
dealt
with
in
year,
so
I
would
say
the
vast
majority
that
would
not
have
I
completed
and
but
we've
completed
a
whole
bunch
that
it
were
from
prior
years
from.
G
H
H
G
H
H
G
H
H
E
G
I
E
So
great
so
you
mentioned
avenues
and
there's
some
changes
to
this.
So
can
you
elaborate
at
this
point?
I,
don't
know
cuz,
it
just
got
Royal
Assent,
but
if
I'm
a
resident
to
living
off
of
an
Avenue,
are
there
any
benefits
to
me
from
these
new
changes
and
what
are
they
yeah
because
you've
said
it's
gonna
streamline
and
it's
gonna
bring
more
certainty
and
in.
G
Terms
of
OMB
reform,
I
think,
given
that
the
shift
now
is
to
the
local
government
for
its
the
decision-making
in
the
way
that
they've
structured
that
yeah
I
think
it's
going
to
change
a
lot
of
things
here.
It's
going
to
put
a
certain
rigor
and
some
of
the
staff
reports
that
we
haven't
had
previously
it's
going
to
require
certain
decorum
and
changing
the
way
that
you,
as
committee
and
council,
deal
with
applications.
G
So
it's
it's
gonna
up
the
level
of
rigor
in
that
piece,
but
you're,
very
gonna,
I
think
very
quickly
going
to
want
to
deal
with.
How
do
we
deal
with
these
things
on
a
consistency
basis?
So
right
now,
it's
that
that
is
so
somewhat
less
and
somewhat
seized
the
planning
documents
as
sort
of
force
on
which
you
can
make
amendments
to
change
things,
sort
of
willy
nilly
I.
Think
when
you
as
council
have
really
understand.
You've
got
the
final
decision
here.
G
You're
gonna
want
to
be
more
consistent
because
people
are
going
to
call
you
out
if
you're
not
and
as
a
result,
you're
gonna
be
asking
staff
please
what's
little,
what's
the
standard
and
weep
up
old
zoning
and
maybe
antiquated
planning
work
done
on
an
old
part
of
a
former
municipality
and
it
hasn't
been
updated.
You're
gonna
want
those
updates.
You're
gonna
want
those
Avenue
studies
to
be
to
be
in
place
that
you
can
rely
on
consistently
I,
believe
and
I.
Think
you're,
good
I
think
the
lens
is
going
to
change
and
I.
G
E
G
Not
sure
that
it
is
the
own
before
sending
things
back
to
you
because
of
that
I
think
you're
going
to
have
to
be
acutely
aware
of
the
opportunity
that
people
have
in
making
investments
in
the
city.
It
can't
be
everything's
unknown
right.
You
can't
end
up
not
investing
back
in
your
state's
you're.
Gonna
have
to
find
a
way
to
have
appropriate
investments,
probably
not,
as
you
know,
crazy
kind
of
applications
that
we
got
now
that
are
you
know
the
the
density
is
at
two
times
coverage
and
then
come
in
with
ten.
G
E
F
Growth,
so
in
your
cluster,
mr.
Liddy
you've
got
most
of
your
divisions,
came
in
at
0%,
I,
see
Toronto
Police
Service
down
at
the
bottom
of
my
sheet
came
in
at
0%,
and
the
fire
came
in
at
1.8%
at
any
and
I
know
why
it
came
in
at
1.8%.
It
was
because
of
the
arbitration
ruling,
but
at
any
point
in
time,
was
there
a
discussion
telling
toronto
fire
services
that,
irrespective
of
that
arbitration
agreement,
they
need
to
come
in
at
0%.
What.
G
G
F
We
have
on
slide
54
of
the
presentation,
I
guess
it's
I
gathered
that
the
city's
gonna
be
spending
five
hundred
and
forty
four
million
dollars
in
capital
expenditures
in
the
upcoming
year.
A
year
ago
we
had
Andy
Byford.
It
was
a
year
ago
came
came
asking
for
400
million
in
contingency
to
counter
claims
for
the
finishing
of
the
tys
SC,
and
we've
been
going
through
the
process
of
the
commission
of
hearing
how
those
claims
are
being
resolved.
F
G
Do
I
can
tell
you
this
budget
includes
contingencies
for
all
those
claims.
I
can
tell
you
that
over
90
percent
of
these
things
are
built
done
on
budget
on
on
schedule.
So
right,
maybe
it's
a
bit
of
a
apples
and
oranges.
Comparison
with
a
big
three
point:
one
two
billion
dollar
subway
versus
there
was
ladies,
but
we've
got
some
big
projects
in
here
that
Cox
will
bypass
sewers.
I
know,
that's
it's
a
water
program,
but
it's
a
big
one.
Okay
and
the
garden
is
a
big
project.
The.
G
J
G
G
H
G
I
What
we're
doing
is
starting
to
relook
at
the
prioritization
of
the
work
program,
so
we
have
a
work
report
coming
forward
to
Preservation
Board
and
to
planning
in
growth
management
committee
in
January.
That's
laying
out
with
the
capacity
of
staff
that
we've
got
the
number
of
studies
that
we
can
complete
in
2018
and
a
go
forward
strategy
to
to
prioritize
outstanding
requests
from
City
Council,
including
ones
that
date
back
some
time
in
order
to
systematically
accomplish
those
conservation,
district
studies
and
in
plans
over
the
next
couple
of
years.
Okay,.
H
So
I
have
a
study
in
Weston,
that's
been
in
the
books
for
a
number
of
years
and
I
thought
it
was
my
understanding
and
because
we've
been
hiring
additional
staff.
It
seems
like
every
year
and
my
understanding
that
it
will
be
started
that
study
and
I'm
just
told
now
because
you're
understaffed,
it's
not
going
to
happen.
So
that's
a
concern
of
mine
too.
H
I
Through
the
chair
in
the
report,
we've
identified
the
outstanding
studies
and
we've
also
identified
a
criteria
under
which
we
will
consider
advancing
those
studies.
One
of
those
criteria
is
the
date
from
which
those
requests
originate
and
the
one
in
Weston
does
date
back
quite
a
while,
so
that
will
be
given
some
serious
consideration
2004
to
get
that
advanced
as
soon
as
possible.
Yeah.
H
H
I
Well,
I
can
I
can
tell
you
that
there's
I
believe
it's
23
staff
that
are
that
are
based
in
the
Etobicoke
office
and
not
unlike
the
other
offices.
We've
had
significant
turnover
of
staff
with
I
guess
I
like
to
call
it
staff
churn
with
exits
and
retirements
and
promotions
transfer
requests.
We
have
an
order
of
consideration
to
follow
and
we
do
that
through
the
HR
process.
I
This
year
overall
citywide
we've
processed
over
180
staff,
requisition
forms,
so
the
churn
and
that
that
represents
almost
half
of
our
staff
compliment
so
I
think
you
can
see
that
our
staff
are
have
highly
portable
skills.
They
move
around
the
organization
quite
a
bit
in
city
planning,
they
move
around
in
their
profession
quite
a
bit
and
we
are
at
the
same
time
dealing
with
continually
increasing
volumes
in
both
our
community
planning
in
our
committee
of
adjustment
world.
I
So
these
two
factors
and
the
whole
dynamic
really
of
staff
churn
and
turnover
is
a
challenge
I'm
not
going
to
say
that
it's
at
any
one
time
we
have
had
what
I
would
call
shortages
over
periods
of
time
from
the
compliment
and
we
managed
best.
We
can
to
fill
that
we're
on
track
to
hire
or
finish
hiring
so
that
we
can
get
to
close.
We
figure
about
25
to
30
vacancies
at
year-end
which,
for
division
of
some
400
odd
people,
isn't
isn't
such
a
bad
outcome.
Considering
the
amount
of
churn
that
we've
had
so.
H
C
I'm
having
my
notes
here
from
a
previous
previous
briefings
around
the
funding
of
some
of
these
plans-
and
this
is
a
much
of
question
to
Josie-
whether
we've
maximized
our
ability
to
use
development
charges
and
therefore
he's
the
pressure
on
just
the
regular
operating
budget.
Have
we
maximized
all
the
abilities
here
with
the
planners?
Yes,.
K
F
I
I
It's
it's
a
kind
of
a
complicated
answer
in
a
way
because,
historically,
there's
a
staff
compliment
there
that
serves
a
whole
range
of
of
planning
needs.
It's
not
just
driven
by
applications.
It's
driven
by
study
work,
that's
underway.
The
the
population
of
the
districts
is
you're
dealing
with
six
700,000
people
of
what.
I
It's
just
it
generates
a
certain
volume
of
activity
and
inquiries
and
demand
on
planning
services.
People
are
always
perhaps
thinking
about
about
doing
things
and
interacting
with
planning
staff,
so
there's
kind
of
a
base
need.
If
you
consider
people
honestly
taking
vacations
and
being
absent
from
the
office,
you
need
a
critical
mass
of
people
to
run
a
planning
office
all
right
so.
F
I
F
I
So
this
that's
correct:
we
we
had
authorization
and
they
were
hired
through
the
year,
just
finishing
coming
online
and
they
they
are
part
of
the
19
for
for
this
year
in
terms
of
converting
some
of
them
from
temp
to
perm,
okay.
So
there
there
are
a
focus
there
for
the
committee
of
adjustment,
of
course,
to
support
the
the
delivery
of
that
program,
because
we've
seen
those
numbers
continue,
I
mean
there's
their
sustaining
at
a
very
high
level.
We
had
a
record
year,
I
think
we're
closing
in
on
a
record
year
at
committee,
so
I.
I
We
believe
we
reset
the
the
applications
per
staff.
I
think
it
was
around
100
so
that
we
could
recalibrate
the
number
of
staff
to
support
that
volume.
So
that's
12
of
the
19
and
then
the
other
19
are
comprised
in
the
notes
of
staff
that
will
be
working
on
transit
planning
on
our
that
are
funded
by
the
TDC
staff
that
are
working
on
web
support,
which
currently
is
on
the
side
of
desk
and
we're
moving
that
into
a
dedicated
resource
so
and
then
the
see
of
a
office
to
finish
off
that
service.
So.
F
I
I
think
part
of
part
of
the
go
forward
for
2018,
as
we've
been
directed,
is
to
undertake
an
end-to-end
review
which
is
as
commenced.
The
end
end
review
will
be
quite
helpful
in
determining
a
lot
of
different
aspects
of
our
service
that
it
could
do
with
a
tune-up.
So
we're
looking
forward
to
undertaking
that
process
I
mean.
F
F
I
They're
they're
handled
by
a
team
there's
a
Senior
Planner
in
charter
that
works
in
committee
of
adjustments
in
a
deputy
secretary
treasurer
and
and
they
they
process
the
application
in
the
committee.
But
the
reviews
get
taken
undertaken
by
community
planning
staff.
The
actual
content
of
the
review.
Okay,
okay,.
A
C
C
The
issue
was
the
use
of
outside
engineers
and
the
cost
of
those
engineers
versus
having
some
additional
facility
inside.
Have
you
have
you
done
in
the
analysis
on
I
know
it's
a
net
plus
cost
going
out
on
what
that
cost
is
and
whether
there's
a
benefit
in
saint's
for
some
of
our
projects
or
for
additional
projects.
We
should
be
taking
some
of
that
work
inside.
L
Through
through
the
chair,
as
you
know,
we
we
restructured
the
organization
about
three
years
ago,
and
one
things
we
did
actually
look
at
is:
where
is
it
best
to
actually
contract
out
the
end
professional
engineering
services
versus
keeping
that
in-house?
And
so
typically
what
we
do
on
the
larger
scale
projects?
The
multidisciplinary
projects
we
contract
that
out?
We
just
don't
have
the
in-house
expertise
to
undertake
that
on
the
in-house
work
we
typically
have
assigned
to
that
work
to
our
transportation
infrastructure
section.
L
These
are
some
of
the
more
I'll
say,
challenging
projects
with
respect
to
work
with
a
BIA.
Is
the
TTC
streetcar
track
track
way,
as
well
as
our
Road
reconstruction
projects?
So
that's
the
in-house
sex
expertise
is
assigned
to
those
those
projects.
Notwithstanding,
all
of
that
on
any
project,
we
will
have
in-house
project
managers
and
whether
they
be
professional
engineers
or
professional
project
managers
assigned
they'll,
be
overseeing
an
engineer
consultant
assignment,
as
well
as
the
actual
construction
contracts
so
so
separate,
and
apart
from
that,
we
also
have
large
programs.
L
C
Are
the
people
that's
right,
so,
to
give
an
example,
concert
in
Seattle
might
be
attuned
to?
Is
you
hire
a
contractor
to
do
the
contract?
Then
you
hire
another
contractor
to
monitor
the
contractor,
but
that
second
contractor
is
working
for
the
city
on
our
side
of
the
fence,
and
so
is
there
any
efficiency
or
frankly,
at
this
point,
do
you
need
to
provide
a
briefing
note
to
us
and
would
there
be
any
operating
efficiencies
to
do
that
kind
of
analysis
between
now
and
the
time
you
report
back,
which
is
mid-january
through.
L
The
chair
we've
produced
that
that
sort
of
briefly
note
I
think
about
two
or
so
years
ago,
where
we
did
a
comparison
for
us.
The
benchmark
is
it's
the
cost
of
engineering
against
the
cost
of
the
capital,
that's
being
delivered,
so
it's
fairly
fairly
straightforward,
like
I,
said:
we've
done
it
a
couple
years
ago,
so
you've
done
it,
you
don't
need
to
do
it
again.
I,
don't
imagine
that
the
numbers
would
be
any
different
than
they
were
two
years
ago.
Okay,.
F
L
L
When
we,
when
we
set
up
a
contract
for
any
of
those
projects,
we
allow
for
a
ten
percent
contingency
allowance
and
on
the
linear
projects,
it's
absolutely
rare
to
actually
draw
on
the
contingency
and
most
of
the
time
we're
returning
money
back
to
the
city
when
we
caught
when
we
close
out
those
contracts,
and
typically
we
do
that
once
a
year
towards
the
end
of
the
year,
we'll
close
out
for
two
years
previous
and
it's
money
returned
back
to
the
city.
So.
L
Through
our
shop
on
average,
it's
you
know,
we're
forecasting,
eighty
percent.
At
the
end
of
the
year,
we
hit
80
percent
last
year,
so
we're
on
target,
notwithstanding
the
fact,
as
the
deputy
city
manager
noted,
that
we've
seen
about
a
seventy
seven
million
dollar
increase
in
the
overall
capital
budget,
that's
been
assigned
to
our
group.
What's.
L
Biggest
challenge
is
just
as
you've
heard
from
some
of
the
other
divisions.
It's
on
the
staff,
retention
and
recruitment.
You
know
we're
still
running
a
fairly
high
vacancy
rate,
and
one
of
the
challenges
we
have
is
for
our
professional
engineering
staff
and
project
managers
we're
competing
with
the
sector,
that
is,
that
is
very
hot
right
now,
in
the
construction
industry,
we're
competing
with
905
municipalities.
Are
they
even
paying
more
than
we
are
here
in
the
city,
we're
competing
against
the
contractors
who
are
hiring
for
the
same
type
of
expertise?
F
L
There's
a
combination
of
thing
so
we're
meeting
with
HR
to
see
whether
they're
on
some
of
the
strategic
positions,
we're
not
asking
for
a
wholesale
increase
in
all
of
the
salary
bands,
but
some
of
our
key
positions,
particularly
and
those
where
we
know
that
we've
had
some
challenges
in
recruitment,
is
to
look
at
expanding
the
salary
bands
to
where
they
are
today
and
I.
Guess.
The
other
point
is
the
councillor
noted.
We
are
actually
hiring
professional
engineers,
consultants
to
actually
undertake
the
work,
and
particularly
in
areas
where
we've
had
difficulty
in
recruiting.
So.
F
L
So
that
that
becomes
a
challenge
for
us,
I
think
from
the
time
that
an
individual
has
noted
that
they
are,
they
are
retiring
to
the
time
that
we
actually
have
a
warm
body
in
that
seat.
There's
a
protracted
process,
as
you
can
appreciate
it
and
protract
the
timeline
no
differently,
I
think
for
any
of
the
other
divisions,
but
it
becomes
complicated
for
us
because
the
industry,
the
construction
industry
right
now,
is
the
hottest
that
we've
seen
it
in
a
long
time
cut.
C
Councilman
havoc,
yes,
thank
you
very
much.
I
want
to
ask
about
sir.
My
little
bible
has
become
this
appendix
a
three-point
of
four
in
the
original
preliminary
operating
cost
expenditure
budget,
because
these
are
the
things
that
are
not
in
the
budget,
but
that
have
been
requested
by
by
staff
or
somewhat
staff
or
counsel
at
some
point
or
other,
and
it's
the
road
to
mental
readiness,
training
and
the
employment
systems
review
and
inclusion
plan.
Those
two
in
particular
like
what
are
we
buying.
If
we
as
council
decide
to
support
those
two
initiatives.
M
Through
the
chair
counselor,
the
road
to
mental
readiness
program
is
a
firefighter
mental
health
and
resiliency
training
program
that
we
have
started
to
roll
out.
So
it
is
it's
an
important
piece
of
our
training.
It
rolls
it
is
a
result
of,
or
comes
out
of,
our
our
mental
health
plan
and
suicide
prevention
plan.
We
started
the
rollout
of
that
this
year.
It
is
it's
a
program
administered
by
the
Canadian
Mental
Health
Commission
at
their
recommendation.
We
we
deliver
that
from
the
top
down.
M
C
M
Correct
counselor,
so
this
this
is
a
it's
a
fantastic
program.
I've
completed
it
myself,
so
it
is.
It
provides
staff
with
with
some
training
and
education
aid
to
help
to
help
an
individual
understand
when
they've
been
exposed
to
something
that
is
problematic
for
them
when
they,
when
they
are
experiencing
symptoms
on
a
mental
health
continuum
that
would
require
them
to
go
and
get
go
and
get
professional
help.
M
Ultimately,
our
goal
with
this
is
twofold:
it
is
a
to
keep
our
folks
healthy
and
do
what
we
can
do
to
address.
What's
been
a
troubling
suicide
problem
in
our
profession.
Ultimately,
the
long-term
goal
of
this
will
be
to
bring
some
control
and
prevention
to
some
of
our
WSIB
costs.
Ultimately,
the
goal,
of
course,
being
to
prevent
things
like
post-traumatic
stress
disorder,.
M
M
Through
the
discussions
over
the
past
year
and
a
half
or
so
with
at
CDR,
the
committee
made
the
recommendation
that
we
give
consideration
to
engaging
a
qualified
third
party
professional
consultant
in
the
form
of
an
employment
systems
review
to
come
into
TFS
and
analyze,
not
only
all
aspects
of
our
recruitment
process,
but
literally
all
aspects
of
our
service.
For
the
purposes
of
helping
us
to
to
understand
barriers.
We
may
be
unaware
of
and
ultimately
to
make
recommendations
to
eliminate
barriers.
H
M
The
chair
in
in
2017
2016,
correct
Jim
in
2016,
we
we
adjusted
our
service
levels
and
reallocated
resources
on
a
priority
basis
for
the
inspection
of
certain
occupancy
types
and
that
certainly
included
Toronto,
Community
Housing.
So
from
2016
forward
and
of
course,
into
this
year,
our
fire
prevention
personnel
have
inspected
every
Toronto,
Community
Housing,
every
TCH,
high-rise,
residential
building,
every
TCH
seniors
building.
So
those
have
been
those
have
been
completed
in
addition
to
every
high-rise,
residential
building
in
the
City
of
Toronto.
H
A
F
M
F
M
The
chair,
all
almost
always
tiered
response
is
there,
are
a
set
of
criteria
by
which
or
for
which
Toronto
Fire
Services
is
tiered
or
dispatched,
alongside
and
in
support
of
paramedics.
That
criteria
is
set
by
the
the
base
hospital
medical
directors
by
the
doctors,
with
the
particular
expertise
when
the
medical
professionals
determined
that
there
is
a
reasonable
probability
or
a
reasonable
likelihood
that
fire
service
response
will
make
and
will
make
a
net
positive
difference
in
patient
outcome.
They
they
direct
that
were
that
we're
tiered
and
added.
M
M
M
The
chair-
it's
actually
not
a
measure
of
rather
than
counselor,
it's
a
measure
of
deploying
the
closest
resource
with
the
net
goal
of
having
the
fastest
response
time
to
that
emergency.
So
when,
when
critical
I'll
give
you
an
example
for
something
like
a
heart
attack
when
a
heart
attack
incident
comes
that's
a
tiered
response.
This
system
will
deploy
both
the
fire
service
and
the
paramedic
services
in
order
to
ensure
that
we
get
we're
able
to
to
have
trained
and
equipped
emergency
personnel
arrive
on
that
scene
in
the
shortest
amount
of
time
possible.
So.
F
M
Threw
the
chair
a
little
difficult
for
me
to
speculate
counselor
the
one
of
the
things
that
makes
the
tiered
response
criteria.
The
tiered
response
program
work
is
the
fire
service.
Deployment
model
is
different
than
the
paramedic
services
deployment
model.
So
because
the
because
Fire
Service
has
a
dual
responsibility.
We
are.
We
have
responsibility
for
human
risk
mitigation
if
you
will
so
things
like
protecting
people,
but
we
also
have
an
obligation
for
property
risk
mitigation.
M
For
that
reason,
fire
services
is
deployed
strategically
across
the
city,
with,
of
course,
fire
stations
in
MO
in
all
in
each
community
and
in
reasonable
travel
distances
from
each
other.
The
paramedic
deployment
model,
although
I'm,
not
the
expert
in
in
chief
mackenz
deployment
model,
the
paramedic
model
is
different
than
that
by
utilizing
the
two
concurrently
we
can.
We
can
maximize
the
level
of
service
provided
to
a
residence
in
the
time
of
the
medical
emergency,
so.
F
We
can
maximize
the
level
of
service,
but
we
might
also
have
an
excessive
level
of
service
in
some
circumstances.
Now
the
the
new,
the
the
budget
is
up.
Eight
million
dollars
as
I
was
questioning
a
mr.
levy
about
what
would
it
have
taken
for
toronto
fire
services
to
come
in
at
the
target
of
zero
percent
through.
M
The
chair
we
we
did
that
assessment
counselor
and
that
was
that
was
submitted
with
our
initial
budget
submission.
In
order
for
us
to
reach
the
net
zero
target,
it
would
require
two
things:
a
or
first
off
the
crew
required
to
open
the
Downsview
station
would
not
be
added
so
there
would.
There
would
be
a
relocation
of
resources
or
a
relocation
of
a
crew
to
open
that
station
with
a
net
impact,
and
in
addition
to
that,
there
would
be
a
reduction
of
three
frontline
trucks
and
crews
in
order
to
meet
NetZero
could.
M
They
stated
councillor
yes
and
that
that
was
part
of
the
assessment.
We
did
the
impact
assessment
on
that
in
accordance
with
the
fire
protection
Prevention
Act
City
Council
always
maintains
the
right
and
responsibility
for
setting
the
fire
protection
service
levels
in
the
city.
If,
if
directed,
we
absolutely
could
open
that
station
with
a
relocated
crew,
although
there
would
be
there
would
be
service
level
implications
as
a
result
of
doing
that.
Okay,
Thank.
E
D
Through
the
chair,
as
the
chief
indicated
following
the
February
2016
fire,
the
chief
directed
a
service
level
adjustment
to
prioritized
to
the
TCH,
high-rise
and
seniors
buildings,
we
have
not
reallocated
resources
to
inspect
the
remainder
of
the
2100
buildings
at
Toronto,
residential
buildings
of
Toronto
community
has
so.
For
example,
we
have
not
inspected
the
72
mid-rise
buildings,
29
low-rise
buildings
or
the
almost
1,000
townhomes
in.
D
D
The
final
calculations
that
we
have
done
is
between
2010
and
2017.
Toronto
Fire
Service
has
responded
to
51
major
fires
which
meets
the
provincial
threshold
requiring
investigations.
Those
26
fire
of
those
51
fires
26,
were
deemed
to
have
major
violations
that
contributed
to
loss
of
life,
and/or
spread
of
fire
of
those
26
fires.
We
had
24
fatalities
and
19
critical
injuries,
so
that
provides
a
synopsis
so.
E
M
M
J
You
through
you
you're
identified
for
I'll,
say
maybe
a
bit
of
a
sick
time
issue
by
my
calculations,
if
you're
using
the
eight-hour
day,
which
is
kind
of
the
standard,
but
my
calculations
in
late
August,
maybe
even
late
september,
the
toronto
fire
is
on
on
target
for
about
15
days
per
employee.
Is
that
fairly
accurate.
M
J
M
M
The
chair
absolutely
so
we
we
are,
to
the
extent
that
we
can.
We
are
managing
attendance
as
aggressively
as
possible.
I
will
say
counselor
that
we
are
challenged
by
some
some
now
historical
factors
within
the
collective
agreement
in
2003
arbitrator,
tip
litski,
awarded
and
implemented
an
attendance
management
program
that,
since
has
been
very
difficult
for
us
in
that
it
sets
a
lower
threshold
so
that
the
the
gateway,
if
you
will
at
which
people
enter
the
attendance
management
program,
was
arbitrarily
set
at
nine
days.
M
J
J
M
The
chair
at
this
point
no
counselor
when,
when
someone
when
one
of
our
staff
members
phones
in
sick,
the
information
were
provided
is
simply
to
be
advised
to
be
informed
that
they
are
sick
and
unable
to
report
to
work
and
there's
an
estimation
as
to
when
they
expect
to
be
able
to
return
to
work.
Okay,
thanks.
M
J
M
Through
the
chair,
I
could
tell
you
counselor
that
in
in
2016,
so
last
year,
the
total
emergency
incident
volume
on
the
island
was
171
emergency
incidents
our
highest
our
highest
months
in
any
given
year,
the
flood
the
year
with
the
flood.
Of
course,
this
year's
been
a
little
bit
of
an
anomaly,
but
in
a
normal
year
highest
volumes
are
in
June
through
September,
with
July
being
the
highest
month
across
the
earth.
J
J
Is
there
way
too,
and
just
touching
on
councilor
Campbell's
question?
Is
there
a
way
to
somehow
integrate
like?
It
seems
to
me
that
what
do
you
say
there
were
171
calls.
That's
about
15
calls
a
month
or
one
every
two
days.
This
seems
to
me
to
be
a
really
poor
use
of
our
resources
and
the
paramedics
resources.
Is
there
a
way
to
somehow
integrate
and
put
those
two
services
somehow
have
firefighters
that
are
because
I
know
there
are
various
programs
across
the
province?
M
Through
the
chair,
we
as
I
said
earlier
counselor
that
the
the
right
and
responsibility
to
set
the
protection
levels
on
the
island
lies
lies
or
city
councils.
So
there
is
really
nothing
precluding
City
Council
from
directing
any
particular
service
level
on
the
island.
There
is
a
fire
crew.
There
24,
my
understanding
is
chief
maquette
can
deploys
a
paramedic
crew
24/7
as
well
on
the
island.
So
medical
calls
are
the
that
is
the
highest
percentage
of
emergency
call
volume
on
the
island.
A
C
N
N
Backyard:
chicken
crew
and
hens
hands
yeah,
sorry,
the
backyard
hen
crew.
Once
we've
assessed
what
the
pilot
looks
like
then
we'll
be
able
to
determine
what
impacts
that
might
be
where
we're
anticipating.
This
is
a
study
time
that
we'd
be
better
served
and
Council
will
be
better
served
for
us
to
have
some
data
on
what
the
impacts
are
in
advance
of
making
any
resource
requests
like.
N
C
N
You
mr.
budget,
chair,
I'm,
not
sure
which
particular
standard
you're
speaking
about
counselor
may
have
Akai
can
say
that
the
matter
of
the
service
level
standards
and
the
metric,
the
metrics,
are
a
significant
body
of
work
that
we've
been
working
through
and
undertaking
into
next
year
to
really
right-size
them.
They
were
set
quite
some
time
ago.
N
You
know
an
example
would
be
one
of
the
the
service
standards
we
have
is
a
48-hour
response
to
a
noise
compliant
a
response
to
a
noise
complaint,
48-hour
response
to
a
dog
off
leash
complaint,
and
we
have
to
look
at
those
in
the
context
of
the
expectations
and
once
we've
implemented
some
of
the
work
on
our
business
analytics
and
being
able
to
be
a
little
bit
more
predictive
on
where
we
think
we
need
to
be
I'm.
Expecting
those
service
level
standards
to
shift.
N
Certainly
I
would
say
that
there
has
been
an
impact
to
our
ability
to
respond,
because
we
did
have
to
deal
with
the
onslaught
of
the
well
the
proliferation
of
illegal
marijuana
dispensaries,
which
took
six
staff
out
of
the
existing
compliment
and
redeployed
to
that
purpose.
So
we
may
see
a
little
bit
of
a
slide
on
the
number
of
days
to
respond
in
that
regard.
N
So
there's
been
a
number
of
factors
all
that
is
well
that
we
did
take
a
little
bit
longer
this
year
again
to
hire
we
just
hired
26
new
MSOs,
so
we
spent
eight
months
of
the
year,
almost
down
that
number
plus
the
time
to
Train
etc.
So
you
know
we're
still
stabilizing
on
that
front,
but
I
don't
think
it's
necessarily
a
direct
correlation
to
staff
shortage
from
an
overall
compliment
perspective.
At
this
point.
C
N
Through
mr.
budget
chair
that
we
have
been
very
much
involved
in
the
dialogue
around
what
the
municipal
impact
may
be
on
the
legalization
of
recreational
use
cannabis,
there
has
been
some
work
as
well
done
to
try
to
quantify
what
we
think,
those
dollars
and
resource
impacts
and
look
like
now
that
we
somewhat
understand
the
regime
that
we
may
have
to
deal
with.
We
don't
fully
understand
on
the
con
on
the
consumption
side
where
that
may
impact
as
far
as
parks
enforcement
cetera.
A
H
N
H
N
Do
through
mr.
budget
chair,
one
of
the
things
I
have
done,
counselor
new
zyada
is
through
through
the
various
changes.
That's
occurred
in
the
organization
added
additional
staff
into
the
policy
side.
We
have
I
think
about
160,
outstanding
directives
and
part
of
our
challenges
as
we
get
rid
of
one.
We
inherit
three,
so
you
know
the
the
ability
to
serve
council
and
so
far
as
answering
back
on
those
that
are
priority
to
the
community.
We're
doing
our
best
set
but
more
to
come.
N
I
think
there
is
an
opportunity
for
us
internally
to
address
some
of
the
backlog
where
we've
bundled
different
directives
into
projects.
I
will
say
some
of
those
projects
are
significant
they're
undertaking,
such
as
the
review
of
our
licensing
bylaw.
So
it
is
a
priority.
We
have
added
additional
staff,
including
temporary
staff,
but
as
I'm
sure
everyone
else
experiences
there's
a
bit
of
a
turn
as
very
talented.
Smart
people
end
up
with
other
opera
and
we
seek
to
bring
some
more
in.
So
you
know
it's
it's
a
bit
of
a
battle,
but
I
think
I.
N
Think
really.
The
important
piece
for
this
is
that
we
stay
focused
on
what
the
priorities
from
a
policy
perspective
are,
and
unfortunately
that
means
that
in
some
cases
some
of
the
one-off
types
of
requests
end
up
getting
moved
to
the
bottom
of
the
list.
Unfortunately,
I
don't
know
that
we'll
ever
catch
up
wholly
unless
there's
no
additional
requests
for
reports.
I'll
leave
that
one
with
you.
J
N
Actually,
thank
you
for
the
question
through
you,
mr.
budget
chair
in
prior
years,
we
have
been.
We
have
had
an
improvement
in
our
reduction
in
sick
time
for
2017,
so
we
are
not
one
of
the
top
fliers,
though
we
are
unfortunately
still
in
the
top
four
or
five
so
on
all
affiliations.
That
average
sick
days
were
at
7.1
days
when
you
back
out
those
absences
that
are
greater
than
40
days.
N
N
N
A
O
N
N
3
and
mr.
budget
chair,
that
is
absolutely
one
of
the
goals,
and
we
do
have
that
embedded
in
the
bylaw
to
be
able
to
do
that.
Absolutely
we're
aware
ways
away
from
being
able
to
implement
administrative
penalties.
The
city
is
just
transitioned
on
the
parking
tag
side,
we
have
had
discussions
in
the
context
of
our
plans
for
our
new
systems
that
we
are
able
to
facilitate
administrative
penalties
as
well.
It
is
a
'can't
body
of
work
from
a
technology
standpoint,
as
well
as
a
staffing
resource
standpoint,
to
develop
positions
such
as
hearing
officers
etc.
N
O
O
N
Three
mr.
budget
chair,
we,
the
the
bulk
of
that
monies,
comes
from
the
30
cent
per
trip
fee.
The
budget
last
year,
I
believe
we
budgeted
forty
nine
thousand
forty
nine
thousand
five
hundred
trips
per
day
this
year,
we're
budgeting
at
57,000
trips
per
day,
so
that
is
the
that
is
the
Delta.
The
nine
hundred
some
odd
thousand
incremental
revenue
coming
from
the
PTC
are.
O
O
N
So
through
you,
mr.
budget
chair,
as
I,
did
mention
previously
councillor
Davis,
we
are,
we
are
still
recasting
how
we
are
pulling
the
performance
measures
and
whether
they
are
actually
applicable
and
really
tell
the
story
about
the
service
levels
that
we
provide.
There
has
been
and
I'm
just
a
get
business
licensing
as
far
as
some
of
the
measures,
but
we're
actually
performing
better
than
we
had
anticipated,
though
in
others,
as
I
mentioned,
council
Irma
havoc,
we
did
have
to
redeploy
a.
N
We
had
to
redeploy
some
staff
to
deal
with
some
pressing
issues
such
as
the
illegal
cannabis
dispensaries.
We
also
had
a
significant
number
of
vacancies
that
took
us
longer
in
the
year
to
hire
than
we
had
anticipated
overall
we're
not
too
far
off
but
I.
The
the
issue
of
service
levels.
Performance
measures
is
a
large
body
of
work
that
we
are
still
focusing
on
and
hope
to
make
significant
gains
on
through
2018.
So
we
can
tell
our
story
in
a
more
meaningful
way.
O
O
The
chair,
counselor
we've
been
implementing
a
number
of
counter
management
strategies
and
our
current
percentage
of
clients,
waiting,
20
minutes
or
less
are
78%,
which
is
up
significantly
from
2014,
for
example,
where
it
was
61%
and
the
average
way
time
to
see.
Customers.
Client
services
representative
is
13
minutes
in
2017
again
up
significantly
in
2015,
it
was
19,
so
we
are
employing
strategies
to
deal
with
those
bulges
in
the
bulk
of
the
middle
of
the
afternoon.
The
lunch
periods
where
we
get
those
rushes
and
we're
monitoring
that
closely
Thank.
A
A
H
A
C
Up
every
time,
okay,
it's
I've
learned
in
grade
school,
put
your
hand
up
real
fast.
The
teacher
will
notice
you
so
I
have
seven
areas
that
and
I'm
really
wondering
which
ones
may
or
may
not
require
a
briefing
note
so
that
you
know
to
not
take
up
too
much
time
here.
So
one
is
decreasing.
Winter
maintenance
I
know
that
we've
done
you're
proposing
doing
a
little
bit
given
historic
averages.
C
P
P
C
K
C
K
C
C
To
figure
that
out,
yeah.
Okay,
great!
Thank
you!
That's
in
a
good
line
crossing
guards!
So
now
that's
in
your
budget
are
we
are
we
taking
it
from
the
police
budget,
or
are
we
just
adding
it
to
these?
But
these
folks
budget
like
it
seems
to
me
that
it's
it's
an
interdepartmental
shift
and
it
shouldn't
be
seen
as
a
pressure
on
these
folks.
So.
K
Through
you,
mr.
chair,
we're
take
the
city
is
taking
through
transportation
responsibility
over
yes
for
the
crossing
guard
program,
but
on
a
transition
or
interim
basis,
police
services
will
continue
to
deliver
it
until
transportation
can
actually
get
up
and
running.
We
have
to
get
the
contracts
in
place,
so
we
took
the
money
from
the
budget
from
one
from
police
over
here
and
then
the
we're
charging
back
or
the
police
will
continue
to
do
the
work
and
recover
from
the
city
in
that
interim
period.
K
Will
be
left
so
we
were
able
to
actually
transfer
the
direct
costs
and
half
of
the
indirect
cost
from
police
services
for
their
existing
crossing
guard
expenses.
The
difference
that
you
see
here
is
a
new
request.
Is
the
fact
that
we
don't
have
that
capacity
to
used
as
a
backfill
police
officers
when
a
crossing
guard
doesn't
show
up,
because
that
did
not
cost
them.
They
would
redeploy
officers,
so
our
contract
with
the
city
as
a
deliverer
down
has
to
take
into
account,
which
is
a
cost,
that
the
police
services
budget
did
not
have
directly.
K
C
Okay,
okay
I
have
two
on
cycling
and
here's
kind
of
what
I'd
like
to
do
and
I.
Just
like
your
opinion
on
it,
we
have
a
10-year
cycling
plan,
we've
gotten
some
good
investments
from
the
province.
We
also
have
the
Eglinton
cycling
piece
that
is
is
here
that
starts
spending
in
2022.
If
we
were
to
say
to
you
to
prepare
something
for
2019,
so
not
2018
but
2019
to
say
you
know
what,
let's,
as
a
council,
establish
a
goal
to
do
it
this
term?
P
You,
mr.
chair,
we
are
planning
on
rebase
lining
and
looking
at
our
cycling
portfolio
and
coming
back
to
council
in
2019
with
those
with
those
programs
in
terms
of
what
the
end
date
would
be.
It's
a
it's
a
10
year,
capital
outlook,
so
I'm
I
can't
commit
at
this
point
that
we
could
get
that
done
within
one
term
of
council,
but
we're
certainly
with
the
influx
of
resources
from
the
province.
We
certainly
have
the
need
to
look
at
all
those
projects
over
the
course
of
our
current
plan,
so.
C
A
P
You
we
actually
have
a
goal
to
start
work
on
our
next
phase
of
our
walking
strategy
or
an
active
and
healthy
City
strategy.
Where
we'll
again
look
at
the
funding
for
new
infrastructure,
we've
never
had
a
challenge
in
having
more
sidewalks
forecasted
that
we
could
construct
within
our
capital
budget.
So
we
don't
see
a
shortfall
at
this
time
with
our
plans
as
they
currently
are.
Okay,.
A
C
F
P
P
I
think
that
the
as
we
get
more
technology-
and
we
know
through
the
King
Street
pilot
as
we
start
to
look
more
repeatedly
at
travel
times
and
safety,
information
and
volumes,
we
are
learning
more
about
what
impact
cycling
facilities
actually
have
on
congestion,
and
so
we'll
continue
to
monitor
that.
So.
F
I'm
thinking
specifically
of
the
Bloor
bike
lanes,
which
I
supported,
but
the
data
showed
that
a
lot
of
cyclists
had
left
DuPont
and
DuPont
I,
don't
know
how
many
years
ago,
but
was
reduced
to
one
lane
and
in
the
morning
when
I
come
to
work,
I,
miss
DuPont,
I
come
along
Dundas,
but
I
see
a
very
long
line
of
gridlock
that
extends
from
a
net
eastward.
So
under
what
circumstances
would
city
transportation
look
at
saying?
F
B
P
Further
to
your
question,
I
think
that
as
I
as
we
get
more
data
about
the
impacts
on
the
network,
and
we
have
more
repeatable
data
on
volumes
and
where
traffic
is
going
and
how
it's
shifting
throughout
the
system,
we
will
certainly
consider
cycling
facilities
as
part
of
that
mix.
As
an
overall
look
at
how
the
transportation
network
is
performing,
and
we
would
we
would
come
back
with
with
projects
and
programs
based
on
that
information.
Okay,.
F
The
in
the
I
have
a
bike:
I
rode
the
blue
bike
lanes,
okay,
so
the
in
the
presentation.
This
is
something
I've
also
heard
heard
from
from
our
transportation
people
in
Etobicoke.
There's
an
automated
survey
to
update
pavement
and
right-of-way
asset
inventories
and
there's
a
truck
that's
going
around.
I
guess
is
that
work
been
completed.
Do.
P
You
that
work
has
just
been
completed
in
terms
of
the
field
work.
It's
an
exciting
program,
it's
the
first
time
that
we've
had
actual
data-driven
pavement
condition,
information
around
which
to
base
our
capital
program
and
our
state
of
good
repair
and
understand
our
backlog.
What
we
do
not
yet
have
is
a
full
analysis
of
all
of
that
data
so
and
in
2018
second
quarter
we
will.
We
will
have
that
full
analysis
around
which
to
base
our
asset
inventories
moving
forward
as
well
as
life
cycle
costing,
as
well
as
our
state
of
good
repair
backlog.
P
P
You,
the
consultant,
is
actually
doing
a
pilot
study
on
a
smaller
number
of
roadways
to
look
at.
It
actually
captures
a
pretty
significant
share
of
the
assets,
not
just
the
pavement
condition
which
it
does
through
data
pavement
penetrating
radar.
Thank
you
right
so,
but
it
also
looks
at
the
vertical
assets
as
well
looks
at
signs.
It
looks
at
signals
and
so
sidewalk
condition,
and
so
we're
looking
to
see
how
reliable
that
data
is
around
which
to
base
our
asset
inventories
on
each
of
those
asset
classes.
So
we're
doing
the
pilot
first.
P
F
So
a
couple
more
questions,
the
the
watcher
speed,
the
the
school
safety
zone
signs
are
very
good
and
and
I've
called
Sheldon
ku
and
found
out
that
the
data
shows
that
they're
effective,
which
is
which
is
great
news.
The
the
mobile
watch,
your
speed
program,
trailers,
I've,
heard
I've
heard
from
some
of
our
people
that
were
getting
more
of
those.
Is
that
but
but
this
just
says,
you're
the
the
PowerPoint
presentation
doesn't
say
that
or
we
have
we
have.
We
decided
to
buy
more
of
those
because
they're.
P
Through
you,
we
have
both
the
permanent
ones
and
the
mobile
ones,
and
the
acceleration
report
that
we
did
for
vision.
Zero
talked
about
our
proposal
for
for
each
of
those
we're
planning
to
increase
to
40
for
the
total
number
of
watcher
speed
signs
rotated
throughout
the
city,
so
those
are
the
mobile
ones
so
increased
to
44.
We.
P
F
H
F
Is
transportation
services
doing
to
move
the
people
that
are
trying
to
get
in
and
out
of
the
city
down
to
the
Gardiner
Expressway,
so
those
that
are
going
traveling
down
Bay
Street
down
Jarvis
down
Spadina
down
University
Avenue
to
get
to
the
Gardiner
Expressway,
which
is
a
traffic
nightmare
almost
all
day
now,
I
mean
from
mid-afternoon
till
sometimes
we
Lisa.
We
leave
here
at
8:00,
8:00
8:30
at
night,
and
it's
still
congested
what?
What
resources?
F
A
P
H
H
P
You
mister
chair,
so
Dundas
and
Bloor
I
believe
the
location,
I'm
thinking
of
as
a
senior
safety
zone,
and
so
all
of
this
is
a
vision,
zero
program.
So
we
look
at
the
data
around
where
we
have
collisions.
We
look
at
where
we
have
speeding
challenges.
We
look
at
the
configuration
of
where
we
think
those
signs
would
make
a
difference
and
that's
where
we
deploy
them.
There
are
specific
locations
in
your
in
your
area
where
you
want
us
to
take
a
second
look:
we're
happy
to
do
that.
So.
P
H
P
H
H
H
P
P
P
H
Q
And
mr.
chair,
so
Bell
part
of
me
has
had
unaccelerated
home
to
five
program,
and
this
is
year
two
of
a
three-year
program.
So
a
number
of
the
permits
and
activities
that
have
been
taking
place
this
year,
just
from
Bell
alone,
is
close
to
10,000
permits.
However,
they
do
pay
a
fee
for
that
and,
as
of
January
1st,
they
will
be
responsible
to
fully
restore
the
Boulevard,
the
sidewalk
or
the
roadway
as
a
permanent
restoration.
Q
So
right
now
any
activity
that's
taking
place
between
now
and
the
end
of
the
winter
season.
Unfortunately,
yeah
not
be
restored
just
because
of
the
weather
itself
concrete
back
here,
if
that's
required.
If,
however,
they
are
leaving
machinery
or
if
they
are
leaving
a
mess
equipment
in
then
absolutely
that
is
something
that
should
be
referred
to.
Transportation
services
and
an
enforcement
officer
will
visit
the
location,
okay,.
Q
A
O
P
L
G
O
O
F
P
O
O
O
P
O
P
O
Why
are
we
hiring
temporary
people
when
we
know
that
development
review
is
exponentially,
greater
and
and
and
knowing
that
we
now
have
development
charges
or
new
user
fees
that
have
been
given
to
transportation
services
for
the
review,
I
assume
that
we
should
have
an
ongoing.
This
is
a
temporary
two-year
position
for
traffic
planning,
technologists
generated
from
the
development
application
review.
Why
wouldn't
we
make
that
a
permanent
positions
through.
P
O
O
We
have
not
seen
for
a
long
time
at
least
I
haven't,
maybe
I
missed
it,
which
is
the
aunt
we
used
again
annual
report
on
where
we
were
on
our
street
and
furniture
rollout
are.
We
are
we
up
to
date
in
the
street
furniture
rollout
from
astral?
Have
they
put
on
the
street
all
of
the
furniture
they
were
supposed
to.
P
Through
you,
we
are
up
to
date.
The
hundred
thousand
that's
in
here
is
to
have
some
dedicated
time
to
address
those
bus,
stop
relocations
promptly
with
with
TTC's
recommendations,
and
we
actually
are
in
the
process
of
doing
a
10-year
review
of
that
contract
with
astral
right
now
and
we'll
be
coming
back
with
a
report
when
later
in
2018.