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From YouTube: Executive Committee - March 19, 2018 - Part 1 of 2
Description
Executive Committee, meeting 32, March 19, 2018 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=13016
Part 2 of 2: https://www.youtube.com/watch?v=YQJVDsKe8DA#t=5m57s
Meeting Navigation:
0:06:15 - Call to order
A
A
B
A
C
A
C
Have,
ladies
and
gentlemen,
a
quorum
this
morning
and
I
will
call
the
32nd
meeting
of
the
executive
committee
to
order
and
I'll
welcome
all
the
members
of
the
committee,
the
members
of
the
Scarborough
Community
Council,
other
members
of
City
Council
and,
of
course,
members
of
the
public
and
media
and
our
city
staff.
I'll
just
depart
from
the
usual
introductory
script
for
a
moment
to
say
that
I
believe
this
is
a
very
important
occasion.
C
There
have
been
a
couple
of
what
I'll
call
they
weren't
emergencies,
but
one
time
there
was
a
labor
disruption
on
when
there
was
a
committee
meeting
held
outside
of
City
Hall,
and
there
was
one
other
time
when
there
were
a
couple
of
thousand
people
expected
it
on
a
development
matter,
and
it
was
done.
But
this
is
the
first
time
that
proactively,
the
executive
committee
of
the
amalgamated
City
has
met
in
a
place
other
than
Toronto
City
Hall,
and
it
happened
because
I
felt
it
was
important
to
try
it
and
I'd
like
to
see
it
repeated.
C
If
we
can
deem
it
to
be
successful
and
I
guess.
That'll
require
some
examination
after
the
fact,
but
I
just
as
I've
come
to
know
so
well
on
this
job.
The
city
is
big.
The
city
is
diverse
in
many
respects,
but
it's
diverse
in
terms
of
where
people
live
and
where
they
do
their
business
and
the
notion
that
you
should
always
have
to
go
to
City
Hall
in
order
to
transact
business
and
the
notion
for
that
matter
that
all
business
should
be
transacted
at
City
Hall.
It
really
doesn't
stand
to
reason
in
a
city.
C
That's
this
big
and
in
this
day
and
age,
and
so
we're
here
today
to
do
our
normal
business.
We're
not
doing
any
business,
that's
different
than
we
would
be
doing
if
we
were
at
City
Hall,
but
I
think.
The
fact
is
we're
here
in
Scarborough
in
a
different
part
of
the
city,
hopefully
a
place
that
is
more
accessible
for
some
of
you
and
perhaps
a
little
less
so
for
others.
C
But
it
is
meant
to
sort
of
really
reinforce
the
message
that
we
are
one
city
and
that
we
want
the
members
of
the
executive
committee
of
some
of
whom
represent
areas
far
away
from
Scarborough
to
be
here,
to
be
doing
our
business
here
and
to
be
learning
while
we're
here
and
so
I
hope
that
we'll
be
able
to
evaluate
this
after
we've
done
it.
And
my
view
would
be
that
going
forward.
If
we're
here
that
we
can
try
to
do
this
in
other
parts
of
the
city
as
well.
C
But
it
did
require,
as
you
might
expect.
Some
extra
work
and
I
want
to
express
my
particular
gratitude
to
our
city
clerk
staff
because
they
had
to
organize
things
like
the
television
proceeding,
so
that
people
could
watch
the
meetings
as
they
can
when
they're
at
City
Hall
and
a
lot
of
those
other
kind
of
very
practical
things
that
go
with
having
a
meeting
and
I.
Very
much
appreciate.
As
we
would
at
any
of
our
meetings.
C
The
members
of
the
public
who
come
to
take
part
in
this
may
I
acknowledge,
as
we
do
at
the
beginning
of
all
of
our
meetings.
That
were
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
HOD
nashoni,
the
Huron,
when
debt
and
home
to
many
diverse
indigenous
peoples,
as
I
mentioned.
Of
course,
these
meetings
are
not
only
public,
but
they
are
made
available
to
the
public
on
YouTube,
at
Toronto,
City,
Council,
live
or
on
computer
tablet
or
smartphone
at
WOWT
RC.
A
council
now
before
we
proceed,
may
I.
C
Okay,
well,
seeing
none!
We
can
move
forward.
May
I
have
a
motion
to
confirm
the
minutes
of
the
executive
committee
meetings
of
January,
the
24th
and
February,
the
sixth
2018
councillor
Ainsley
councillor
McMahon,
all
those
in
favor
opposed
carried
now
for
those
of
you
who
are
here
to
speak
today,
and
we
have
quite
a
few
deputes,
especially
on
the
first
item
when
I
call
your
name.
What
I
will
do
is
maybe
I'll
call
ahead
two
or
three
names
and
there's
a
bench
just
over
here.
C
It's
not
the
penalty
bench
I
should
tell
you
by
the
way,
there's
a
fantastic
thing
that
I
have
here,
that
I
don't
have
at
city
hall.
It's
a
button.
I
can
press
that
says,
mute
all
microphones
and,
of
course,
now
that
I've
seen
that
we
have
this
at
the
Scarborough
Civic
Center
we're
gonna,
get
that
down
at
Toronto,
City
Hall
as
well.
It's
a
fantastic
button,
I
hope
I,
don't
have
to
use
it.
C
If
there's
anybody
in
the
room
who
wants
to
speak
to
an
item
but
hasn't
yet
signed
up
to
make
a
deputation,
please
come
to
the
front
of
the
room
and
speak
to
a
member
of
the
clerk's
team,
and
they
will
help
you
to
get
organized
before
we
proceed
to
run
down
the
agenda.
I
do
have
an
item
of
new
business
to
add
to
the
agenda,
and
it's
before
you
members,
the
Committee
on
pink
paper,
can
I
have
a
motion
to
add
this
new
business
councillor
shiner,
all
those
in
favor
opposed
care.
D
C
It's
coming
I'll
wait
to
call
the
question
on
that:
I
have
I,
have
it?
Thank
you.
Oh
that's
it.
That's
the
second
yeah
okay,
there's
actually
two
here,
one
that
I
did
have
in
my
own
book,
which
is
the
cycling
enabling
bylaw
and
transfer
payment
agreement,
and
then
there's
one
that
came
from
letter
from
councillor
shiner
concerning
some
section:
45
funds
for
a
parking
lot
expansion.
So
we
have
these
two
items
of
business
move
by
councillor
shiner.
All
those
in
favor
opposed
carry.
C
I've
discussed
this
matter
with
the
chair
of
the
French
language
advisory
committee,
and
so
we
will
bring
this
matter
to
the
City
Council
so
that
the
multilingual
information
provisions
policy
can
be
considered
because
I'm
I've
indicated
my
own
sympathy
with
the
fact
that
there
been
some
call
them
slip-ups.
With
respect
to
things.
We
should
have
been
doing
in
Canada's
other
official
language
besides
English,
so
let
us
now
proceed
with
the
rundown.
C
May
I
then,
have
a
motion
to
accept
the
recommendation
and
receive
the
report
moved
by
councillor
Giorgio
constant
McMahon.
All
those
in
favor
opposed
carry
item
32.3
financial
management
and
control
by
lower
view
and
update,
is
being
held
for
deputations
item
32.4
third
party
signed
tax
review
and
proposed
amendments
as
being
held
for
deputations
item
32.5
acreage
and
tonnage
taxation
system
for
railway
rights-of-way
may
I
have
a
motion
to
you're
holding
that
consort.
Ism.
A
C
C
Stop
being
provocative,
counselor
shiner
everybody
wants
to
come
to
Scarborough
at
all
times,
alright
item
a
thirty
two
point:
five,
so
that
was
carried
that
might
will
be
deferred
to
the
April
meeting.
I,
do
item
32
point
six
update
on
Toronto
Zoo
tripartite
agreement
is
being
held
for
deputations
item
32
point:
seven:
rehabilitation
of
Western
Channel
dock
wall
and
adjacent
waterfront
lands
that
move
the
staff
recommendation
by
councillor
shiner
councillor
McMahon.
All
those
in
favor
opposed
carry
item
32
point:
eight
strategic
development
of
low-carbon
thermal
energy
networks.
C
District
energy
may
have
a
motion
to
accept
the
recommendations
in
the
report.
Councillor
Ainsley
councillor
DiGiorgio,
all
those
in
favor
opposed
carry
Council
item
32
point:
nine
multi-year
service
plans
and
strategies
is
being
held
for
deputations
item
32
point
10
implementation
plan
for
dynamic
symbol
of
success.
May
I
have
a
motion
to
adopt
the
recommendation
in
the
report.
C
Councillor
palácio
all
those
in
favor
opposed
carried
item
32
point
11
indigenous
business
initiative,
a
motion
to
adopt
the
recommendation
from
the
Aboriginal
Affairs
Committee
councillor
McMahon,
all
those
in
favor
opposed
carried
item,
32
point
12,
home
ownership.
Funding
allocations
to
support
80
new
nonprofit,
affordable
ownership
homes
is
being
held
for
a
deputation
item;
32
point
13
property
tax
relief
to
support
new
transitional
housing
at
nine
Huntley.
Street
may
I
have
a
motion
to
accept
the
recommendation
of
the
Affordable
Housing
Committee
on
councillor
by
Lao.
C
All
those
in
favor
opposed
carried
item
32
point
14,
providing
property
tax
relief
for
the
new,
affordable
rental
homes
at
25,
Thunder
Grove
may
I
have
a
motion
adopting
the
recommendations
from
the
Affordable
Housing
Committee
councillor
deputy
mayor
by
Lao.
All
those
in
favor
opposed
to
carry
item,
32,
15
property
tax
relief
for
new
infill,
affordable
rental
homes
for
seniors
at
11:17
and
11
19
Gerrard
Street
East,
a
motion
from
deputy
mayor
by
Lao
of
moving
the
recommendations
of
the
affordable
housing.
A
C
Yes,
okay,
it's
not
marked!
Let
me
just
check
that
here
and
we'll
indeed
you're
right:
okay,
fine!
So
we'll
leave
that
one
for
help
for
deputations
item
32,
X,
32,
point
18
municipal,
license,
licensing
and
standards
update
on
heat
in
apartments
is
being
held
for
deputations
item
32
point
19,
City,
Planning,
2018
rental,
housing,
market
conditions
in
Toronto
motion
to
adopt
the
recommendation
held
by
deputy
mayor
bylaw
item
32
point:
20:
request
for
expansion
of
open
data
information
to
include
applications
for
above
the
guideline
rent
increases
motion
to
adopt
the
recommendations
from
the
tenant
issues.
C
Committee
moved
by
councillor,
Ainsley
councillor
McMahon,
all
those
in
favor
opposed
to
carried
item
32
2130,
2.21,
cryptocurrency
blockchain
in
the
City
of
Toronto,
and
this
will
be
held
for
deputations,
and
then
we
have
the
other
two
items
of
new
business
which
we
will
deal
with
later.
We
can't
we
can't
we
deal
with
them
now
or
you
can
so.
Let's
look
first
then,
at
what
would
become
I
guess,
item
32
point.
C
B
On
this,
thank
you
so
much
mayor
I
would
like
to
start
off
with
a
bit
of
appreciation
to
the
debt.
My
city
went
on
there,
I
believe
it
is
okay,
good
I
understand
you
have
a
mute
button,
but
I
do
want
to
extend
a
note
of
appreciation
to
to
the
deputy
city
managers.
This
is
signed
by
all
of
us,
the
interim
CEO
and
the
deputy
city
managers.
B
I
also
would
like
to
express
real
appreciation
for
a
fantastic
amount
of
work
by
by
staff,
largely
in
financial
planning,
and
also
a
few
other
functions
who
have
put
together
some
some
unique,
modeling
and
and
I
think
worked
very,
very
hard
on
the
preparation
of
the
report.
I
do
want
to
be
clear
that
the
report
actually
is
is
has
very
little
in
it.
B
The
station
of
this
has
been
a
little
bit
longer
than
you
would
have
expected.
I
also
would
like
to
spend
a
moment
of
appreciation
on
we
put
together
a
task
force
to
help
us
with
this,
including
a
number
of
outside
academics
and
others
to
help
us
do
a
little
bit
of
peer
review.
Make
sure
that
we're
comfortable
in
both
the
advice
and
and
the
structure
of
the
report
on
to
the
second
page
and
a
starting
point
is
actually
to
acknowledge
and
I
think
to
really
celebrate
the
the
reality
that
Toronto
has
experienced
extraordinary
success.
B
We
are
at
the
top
of
international
rankings
in
terms
of
growth
in
terms
of
of
investment
in
terms
of
development
indexes,
like
cranes
or
other
things
generally,
so
that
Toronto
is
really
among
among
the
fastest
growing
and
most
desirable
locations
globally.
We
are,
and
we
do
feel
that
we
can
see
that
we
can
feel
the
pace
of
development.
B
It's
a
little
bit
uneven
throughout
the
the
city,
but
it
is
a
huge
part
of
of
our
growth
and
our
success,
that's
to
a
considerable
extent
being
driven
by
financial
services
and
real
estate,
and
we
really
are
doing
very,
very
well
and
globally.
This
is
one
of
the
most
attractive
places
to
live,
to,
invest
and
to
prosper.
That's
success,
however,
does
not
completely
it
does.
B
It
sometimes
masks
and
sometimes
in
fact,
actually
drive
some
of
our
other
significant
challenges,
and
these
are
challenges
that
are
very
much
associated
with
with
the
pub
with
public
policy
and
and
traffic
congestion
and
and
the
absence
of
prior
transit
expansion.
The
affordability
pressures
on
housing
and
homes,
poverty
and
social
displacement
are
reality
in
our
city
and
that
growth
pressures
also
put
in
place
some
very
real
environmental
pressures.
I
think
in
many
respects.
B
But,
prior
to
that,
there
was
a
relatively
lengthy
period
of
under
investment
in
traffic
management,
in
transit,
expansion
in
affordable
housing
in
anti-poverty
programs
and
potentially
an
environment
as
well.
So
we
felt
that
that
basic
set
of
challenges
of
very
significant
growth,
but
a
handful
of
underlying
issues
that
do
require
do
require
addressing
and
do
require
some
work
and
councils.
B
And
while
that's
varied
and
we've
had
some
variations
on
that
in
the
last
15
years,
these
have
been
very
consistent
patterns
and
directions
over
the
history
of
the
amalgamated
city
of
Toronto
and
in
particular,
increases
unplanned
increases
in
taxes,
particularly
from
municipal
land
transfer.
Tax,
have
been
directed
largely
to
moderate
property
tax
increases,
so
the
city
through
City
Council,
has
been
relentlessly
focused
on
maintaining
affordability
over
the
last
four
years
or
so.
The
city
has
also
moved
to
address
some
of
the
gaps:
congestion,
poverty,
housing,
environment.
B
We
are
seeing
some
areas
of
reinvestment
that
actually
benefit
not
just
the
city
of
Toronto
but
are
actually
provincially
and
regionally
important,
and
that
includes
reinvestment
on
our
shelter
system.
Reinvestment
in
the
transportation
and
transit
network,
obviously
transform
tío
and
other
core
environmental
benefits.
So
we've
seen
this
focus
this
historic
focus
on
maintaining
affordability,
particularly
in
terms
of
property
tax
and
then
moving
towards
more
proactive
strategies
and
as
I'll
talk
about
in
the
next
little
while
the
challenges
to
make
both
of
those
real
at
the
same.
B
At
the
same
time,
I
do
want
to
spend
a
moment
on
on
annual
cost
control,
and
we
can
see
that
when
we
adjust
expense
over
when
we
adjust
it
for
inflation
and
population
growth,
it
is
in
fact
flat
actually
slightly
negative
over
a
period
of
time.
So
the
relative
affordability
of
city
services
has
not
deteriorated
over
time
and
has
in
fact
become
in
terms
of
share
of
GDP
or
what
it
actually
costs
people
as
a
share
of
of
their
income
per
person.
B
So
this
is
emblematic
of
a
government
that
has
focused
on
cost
control
and
has
actually
maintained
an
ability
to
hold
service
levels
relatively
constant
or
actually
increased
over
that
period
of
time,
but
holding
down
the
actual
cost
of
so
affordability
is
an
incredibly
important
goal
to
the
City
of
Toronto,
and
it
has
done
very,
very
well
in
terms
of
managing
cost
pressures
over
a
period
of
time,
but
City
Council
has
indicated
that
is
not
only
focused
in
on
cost
pressures.
It
is
also
indicated
a
desire
effectively
to
address
prior
periods
of
underinvestment
and
City.
B
Council
has
directed
and
staff
have
responded
with.
A
large
number
of
plans
indicate
that
that
indicate
a
desire,
and
these
plans
are
passed
by
very
high
majorities
at
Council,
that
that
speak
to
the
need
for
a
new
transit
network
and
John
Livy
has
led,
along
with
planning
a
very
significant
transit
network
expansion
plan
tenant
first
and
housing
under
the
leadership
of
deputy
city
manager.
Giuliani
has
has
put
in
place
an
overall
plan
to
to
stabilize
and
then
ultimately
reinvest
in
Toronto
Community
Housing
transform
tío
under
deputy
city
manager.
B
Yoli
has
obviously
figured
out
mechanisms
to
greatly
reduce
the
the
greenhouse
gas
footprint,
there's
also
a
long
term
waste
strategy,
a
comprehensive
congestion
management
plan,
a
variety
of
other
elements
that
are
there
of
these.
We
actually
have
really
good
visibility
in
how
to
fund
the
long
term.
Waste
management
strategy,
which
is
on
a
weight
base,
largely
dealt
with
separately
in
terms
of
City
Council.
The
majority,
not
all,
but
a
majority
of
the
rest
of
these
are
at
this
point
aspirational
not
yet
fully
funded.
B
We
would
never
actually
expect
them
to
be
fully
funded,
but
nevertheless
there
is
a
tension
between
the
vision
of
affordability
and
the
vision
of
significantly
increasing
the
service
expansion
associated
with
this
vision
of
the
City
of
Toronto.
This
is,
in
effect,
an
agenda
to
significantly
increase
the
public
policy
footprint
in
the
city
and
address
some
of
those
issues
that
have
actually
been
holding
us
back,
and
that
includes
the
poverty
that
includes
traffic
congestion.
That
includes
the
absence
of
adequate
transit
for
a
city
this
side
and
offset
of
some
of
the
environmental
pressures.
B
So
this
is
an
important
slide.
There's
an
important
hanyan
piece
to
this
report.
It
was
just
passed
by
by
executive
committee,
but
but
32.9
I
believe
it
is,
is
an
assembly
eventually
the
costing
of
these
programs
and
essentially
what
City
Council
has
endorsed
on
a
go-forward
basis.
To
put
these
investments
in
place,
essentially
the
the
dollar
values
it
will
cost
over
a
period
of
time
that
goes
out
to
2020
and
gives
a
pretty
good
sense
of
the
fiscal
footprint
of
these
strategies.
B
It
does
that
at
the
council
level,
not
necessarily
at
the
at
other
levels,
but
it
does
that
largely
I'm,
going
to
say
frankly
by
rote,
where,
if
there
is
an
issue,
we
tend
to
write
a
letter
to
to
the
province
we
set.
You
know
56
pieces
of
Correspondence
to
the
province.
30,
not
139.
Individual
requests
were
made
motions
at
a
council.
Quite
a
large
volume
of
those
this
is
frankly,
not
a
strategic
approach.
B
Despite
the
absence
of
a
strategic
approach,
we've
actually
been
relatively
successful.
Over
the
last
couple
of
years,
the
mayor
has
led
the
effort
to
put
in
place
road
tolls.
That
was
unfortunately,
from
my
perspective,
not
successful
provincial
standpoint,
but
I
think
that
did
leave
our
incremental
funding
through
the
provincial
gas
tax.
We
have
significant
provincial
childcare
funding.
We
have
an
expectation
and
now
a
reality
of
future
funding
for
transit
and
now
matching
money
from
the
from
the
government
of
Ontario.
B
As
we
expand
our
shelter
system,
it
is
absolutely
critical
that
shelter
system
also
bring
in
provincial
support
and
supports
for
mental
health
and
and
other
community
supports
and
those
are
largely
funded
and
driven
at
the
provincial
level.
So
there's
very
much
an
opportunity
to
augment
our
intergovernmental
funding
strategy
with
an
intergovernmental
service
strategy
as
well.
B
What
we
have
is
that
that
vision,
an
intergovernmental
vision,
a
service
delivery
vision
and
an
affordability
vision,
and
now
we
actually
have
to
stress
test
how
well
those
things
will
work
together
and
consistent
with
the
advice
of
past
city
managers
and
consistent
with
the
advice
of
a
number
of
external
reports.
We
actually
do
need
to
make
some
adjustments
in
order
to
make
sure
that
we
maintain
an
element
of
affordability
plus
if
the
City
Council
does
want
to
augment
service
levels
and
I'll
speak
in
some
detail
to
this
slide.
B
There
is
a
moderate
but
growing
risk
in
terms
of
being
able
to
deliver
on
existing
service
commitments
within
the
city
of
Toronto,
and
that
is
now
a
function
of
over
the
last
number
of
years.
The
city
has
actually
used
land
transfer
tax
to
maintain
low
residential
property
tax
rates
and
augment
services
at
the
same
time.
So
what
we
have
is
a
number
of
new
services
put
in
place,
funded
through
a
combination
of
reserves
and
and
land
transfer
tax
that
that
let
reserves
need
to
be
augmented
and
will
be
AG
mented
to
annual
surpluses.
B
But
the
land
transfer
tax
has
been
the
critical
piece
of
this.
If
land
transfer
tax
were
to
decline,
the
City
of
Toronto
would
in
fact
be
in
a
position
where
it
may
actually
have
to
cut
or
manage
the
impact
on
current
service
levels,
so
land
transfer
tax
is
baked
in
to
the
current
budget
fully
at
the
2017
level,
it's
not
forecast
to
expand,
but
if
that
were
to
show
some
softness
over
the
course
of
the
2018
year,
it
might
require
adjustment
likely
starting
in
the
2019
year.
I.
B
Don't
think
this
is
a
particularly
high
probability,
but
this
is
something
that
City
Council
does
need
to
be
aware
of.
Is
it
has
bait?
It
has
put
base
expense
against
a
potentially
volatile
revenue
source
and
in
a
Louisville
government,
that's
not
allowed
to
run
a
deficit
that
could
be
a
concern
and
could
require
corrective
action,
much
more
likely
and
and
as
a
level
of
certainty.
What
we
now
have
is
a
gap
between
service
commitments
and
revenue.
B
That
gap
has
been
managed
over
the
last
four
years
by
very
significant
increases
in
that
same
land
transfer
tax
land
transfer
tax,
if
it
does
not
continue
to
grow,
will
still
create
a
gap.
So
if
it
declines,
there
will
be
need
to
be
a
downward
adjustment
in
service
levels.
Existing
service
levels,
or
at
least
the
potential
for
that
or
alternative
revenue
sources,
need
to
be
capped,
property
tax
or
a
new
revenue
source.
Even
if
land
transfer
tax
stays
constant,
the
the
budget
may
be
under
pressure
in
2019.
B
The
reason
that
the
2018
budget
worked
out
is
because
there
was
a
windfall
land
transfer
tax
gain
in
twenty
17.
In
the
absence
of
that,
the
2018
budget
would
not
have
been
able
to
make
the
reinvestments
and
maintain
to
the
Atlantic
did
fidelity
with
the
service
enhancements
on
poverty
and
Toronto
York
subway
expansion
and
a
variety
of
other
things
that
were
actually
realized
through
the
the
budget.
So
this
is
something
that
council
needs
to
be
mindful
of
as
it
plans
its
forward
budget
to
other
things.
I
think
are
very
important
here.
B
We
do
need
and
there
are
further
opportunities
to
manage
and
modernize
city
services,
so
the
fiscal
strategies
on
the
expense
side
have
been
largely
focused
on
annual
targets.
They've
been
successful,
but
there's
relatively
small
number
of
programs
that
have
been
fundamentally
transformed
and
generally
City
Council
has
been
satisfied
with
maintaining
unit
costs
over
a
period
of
time.
B
It
is
not
very
oftentimes
directed
staff
to
lower
unit
costs
and
to
radically
change
the
service
delecti
model
and,
as
we
move
into
an
increasingly
digital
world,
there
are
certainly
opportunities
to
to
do
that
and
finally,
on
intergovernmental
transfers.
There
is
a
reality
here
that
the
City
of
Toronto
does
pay
for
a
large
number
of
services,
particularly
transit
and
housing,
that
provide
very
significant
regional
and
provincial
benefits.
We
are
paying
for
that
on
a
property
tax
base,
largely
funded
through
a
property
tax
base,
there's
lots
of
good
and
recent
academic
work.
B
The
other
thing
that
that
I
won't
put
too
much
of
an
emphasis
on,
but
I
think
councillors
will
understand
that
we
do
face
a
significantly
uncertain
intergovernmental
relationship
on
a
going-forward
basis,
and
we
may
need
to
be
more
nimble
than
we
have
in
the
past
in
terms
of
managing
that
that
relationship,
so
I
want
to
emphasize
that
all
of
these
are
challenges
to
the
ability
of
the
city
of
Toronto
to
manage
its
current
service
levels
or
to
expand
it's
current
service
levels.
None
of
these
are
risks
associated
with
core
solvency.
B
None
of
these
are
risks
associated
with
the
ability
of
the
City
of
Toronto
to
undertake
its
work
to
deliver
its
core
services.
The
city
is
very
well
managed.
Bondholders
should
be
very,
very
comfortable
with
the
capacity
investment
strategy
overall
reach.
Our
debt
levels
are
low,
there's
a
great
deal
of
material
in
the
background
in
the
appendices
that
talk
to
the
overall
fiscal
strength
of
the
city.
That
is
very,
very
strong.
B
The
risk
here
is
in
terms
of
councils
ability
to
deliver
on
the
vision
on
things
like
transform,
tío
on
the
anti-poverty
strategies
on
the
transit
and
others
on
a
going-forward
basis.
That's
the
risk,
not
a
risk
in
terms
of
our
core
capacity
for
service
levels.
Even
if
we
did
have
softening
in
land
transfer
tax,
it
would
make
for
difficult
decisions,
but
those
decisions
would
be,
in
my
view,
manageable.
So
the
challenge
here
is
around
the
ability
to
maintain
and
increase
service
levels,
not
some
core
challenge
of
solvency.
B
In
order
to
help
council
address
these
challenges,
the
report
goes
through
basically,
three
kind
of
fundamental
boxes.
The
first
and
it's
consistent
with
prior
advice,
is
to
better
link
policy
and
fiscal
to
make
sure
that
that
there
are
the
fiscal
tools
in
place
to
support
the
policy
of
expanding
public
services.
B
More
strategic
relationship
with
the
province
it
was
councillor
could
not
just
be
councils,
could
not
just
be
asking
for
things,
but
we
could
setting
up
a
Morse
chicken
and
hopefully
in
the
driver's
seat
relationship
with
the
the
province.
One
of
the
critical
things
here
is
the
role
of
Budget
Committee
budget
committee
serves
a
very
strong
role
as
a
challenge
function.
B
What
is
staff
we
would
like
is
for
Budget
Committee
not
only
to
serve
the
challenge
function,
but
to
actually
have
the
information
that
allows
it
to
establish
the
fiscal
framework
and
actually
set
a
more
strategic
direction
and
act
on
behalf
of
Executive
Committee.
Not
only
is
the
Challenge
function
and
the
allocation
function
of
fulfil
what
it
does
on
a
statutory
basis,
and
it
does
that
very
well,
but
to
actually
effectively
sees
the
the
strategic
leadership
on
behalf
of
Executive
Committee,
with
executive
committee
of
the
overall
fiscal
direction
of
the
city.
B
So
one
of
the
core
test
pieces
is
basically
will
the
chair
of.
Will
the
mayor
will
executive
committee?
Will
Budget
Committee
have
the
information
that
allows
it
not
only
to
challenge
us
to
function,
to
do
a
challenge
function
with
staff,
but
to
actually
understand
on
a
fundamental
basis
what
the
fiscal
future
is
and
how
the
that
program
and
service
levels
align
on
a
going-forward
basis.
B
We
have
emphasized
that
that
there
is
an
opportunity
with
the
new
term
of
council
to
undertake
this
there's
an
opportunity
effectively
to
implement
a
framework
and
key
actions
to
do
the
two
things
that
are
are
we
think
incredibly
important,
I,
dress
a
dress
and
make
sure
we're
completely
stable
in
terms
of
the
fiscal
challenges
and
support
Council
in
getting
the
large
investments.
That's
indicated
right
and
make
sure
that
there
is
an
opportunity
to
to
put
that
in
place.
The
framework
lays
out
the
long.
B
What
we
term
is
the
foundational
step
is
to
integrate
program
and
revenue
decisions,
and
this
is
not
new
advice
and
in
fact,
what
we
chosen
to
do
here
is
just
simply
to
plagiarize,
not
reinvent
the
wheel,
but
just
simply
take
a
very
sound
piece
advice
from
the
school
of
public
policy
and
governance
task
force,
entitled
a
blue
practical
blueprint
for
change.
Final
report
of
the
city
hall
task
force
in.
B
2017
and
have
the
mayor
deliver
an
annual
address
to
council
essentially
to
set
the
agenda
for
four
that
have
the
agenda
not
only
set
in
terms
of
program
terms,
but
also
set
out
and
integrate
the
fiscal
agenda
associated
with,
with
that
in
government
of
Ontario
Government
of
Canada.
We
have
a
combination
of
throwing
speeches
and
budgets
that
speak
to
multi-year
plans
that
speak
to
the
balance
of
an
agenda,
how
those
governments
will
accomplish
their
shared
goals.
B
Essential
to
that
on.
The
twelfth
page
is
the
notion
of
choice
and
and
because
of
rising
land
transfer
tax
and
because
the
true
bite
of
the
cost
of
the
investment
strategies
has
not
yet
been
realized.
The
City
of
Toronto
has
actually
been
able
to
effectively
choose
an
emphasis
on
program,
affordability
and
and
low
taxes
and
new
investments,
without
really
having
to
reconcile
those
our
view.
B
It
was
tempting,
frankly
for
city
staff
to
choose
one
of
these
paths
and
model
it
and
put
that
out
as
a
long-term
strategic
plan.
We
did
not
feel
that
was
appropriate.
We
felt
that
the
essence
of
this
was
council
direction
and
that,
from
a
core
standpoint
from
a
core
staff
standpoint,
we
deeply
respect
the
role
of
city
council,
the
executive
budget,
broader
counsel,
in
actually
making
those
core
choices.
So
what
we've
done
is
we've
modeled,
somewhat
arbitrarily
three
paths.
B
The
first
path
would
be
a
smaller
government
focus
on
services
to
property,
effectively
only
doing
what
statutorily
required
of
it
by
the
province
and
focusing
in
on
a
relatively
small
number
of
services,
largely
to
property
and
public
safety
associated
with
the
City
of
Toronto.
This
would
actually
mean
stepping
away
from
some
of
the
services
we
do
now.
As
an
example,
we
run
more
long
term
care
homes
that
would
be
legally
required
legitimately.
B
Council
may
wish
to
take
a
small
government
approach
in
that
instance,
it
would
actually
be
possible
to
live
within
the
current
revenue
footprint
and,
in
fact,
over
a
period
of
time,
expenditures
would
likely
fall
not
only
adjusted
in
real
per
capita
terms,
but
actually,
even
in
nominal
dollar
terms,
expenditures
could
fall.
Legitimate
small
government
approach
could
be
undertaken.
Council
could
focus
on
maintaining
its
existing
service
levels
because
those
service
levels
have
been
supported
by
land
transfer
tax
and
in
our
modeling
we
hold
land
transfer
tax
and
transfer
meant
transfers
constant
over
a
period
of
time.
B
That
would
require
incremental
existing
incremental
own
source
revenues.
Approximately
a
billion
dollars
over
five
years
and
a
city
council
wants
to
make
good
on
the
myriad
plans
that
are
implied
and
voted
on
by
council
and
and
detailed
in
in
the
report.
32.9
of
this
same
agenda,
essentially
a
broader
city
building
agenda.
It
would
require
significant
incremental
revenue.
I
want
to
speak
to
the
modeling
here.
The
modeling
all
modeling
is
inherently
somewhat
arbitrary.
B
There's
a
variety
of
choices
about
how
we
treated
land
transfer
tax,
how
we
treated
transfers
from
other
governments,
the
rate
at
which
we
assumed
capital
accumulation,
interest
rates,
a
variety
of
other
things
that
that
are
are
arbitrary.
This
one
point-four
does
not
mean
that
there
will
be
a
deficit
of
1.4.
It
means
that
if
we
were
going
to
continue
with
the
service
levels,
that
council
has
directed
council
would
likely
require
something
on
the
order
of
1.4
million
dollars
worth
of
incremental
revenue
over
by
the
end
of
the
fifth
year.
B
B
As
a
staff,
member
I
do
not
think
that's
a
reasonable
strategy.
I
think
that
is
overly
risky,
but
it's
certainly
available
to
to
Council,
but
the
modeling
it's
fairly
detailed.
We
do
show
our
work
in
the
appendix
is
not
designed
to
provide
counsel
with
advice
about
which
of
those
paths
to
take.
That
is
your
choice.
As
elected
representatives,
it
is
designed
to
show
that
whatever
choice
is
taken
should
be
integrated
between
both
the
revenue
and
the
expenditure
approaches.
B
So
with
that
is
background,
and
assuming
that
that
City,
Council
and
and
at
the
start
of
a
term
on
an
annual
basis
after
City,
Council
or
City
Council,
will
have
a
an
overarching
strategic
vision
laid
out
by
the
mayor.
We
think
that
there
are
a
number
of
principles
that
that
regardless
of
direction
should
be
implemented,
and
the
first
is
that
we
think
City
Council
deserves
and
has
the
opportunity
to
have
better
information
in
terms
of
its
financial
planning
and
a
fair
amount
of
that
information.
B
We've
already
tried
to
establish
and
put
in
the
appendix
and
effectively.
The
idea
here
is
to
actually
have
a
multi-year
operating
budget.
We
have
a
multi-year
capital
budget.
We
feel
there
should
be
a
multi-year
operating
as
well.
That
will
allow
for
a
better
understanding
and
a
better
interaction
between
the
capital
and
the
operating
budget,
probably
allow
for
broader
and
more
informed
Civic
integration
and
certainly
will
allow
for
better
policy
and
financial
process.
Integration
number
two
is
improving
value
for
money.
B
I
do
believe
that
the
City
of
Toronto
has
done
a
very
good
job
with
the
tools
has
had
available
to
it.
So
far.
In
terms
of
managing
value
for
money-
and
we
can
see
that
service
levels
have
been
expanding
over
time,
but
when
adjusted
for
inflation
and
and
population
growth,
overall
costs
have
been
flat
even
down
a
bit,
but
still
modern
procurement
is
not
something.
B
There
is
an
opportunity
to
continue
to
pursue
a
digital
government
strategy
and
particularly
in
terms
of
modernizing
our
service
delivery
models
and
and
harmonizing
those
with
the
province,
particularly
as
we,
for
example,
expand
our
shelter
programs,
the
capital
and
funding
costs
is,
is
something
important
too
to
spend
time
on,
because
we
are
at
our
debt
limit
and
council
should
have
an
informed
discussion
about
whether
or
not
that
debt
limit
should
expand.
I
think,
frankly,
there
is
an
excellent
argument
that
the
city
counts.
That
city
can.
B
It
has
been
overly
conservative
on
debt
and
that,
as
we
are
entering
a
period
of
significant
capital
expansion,
making
up
for
periods
of
underinvestment,
the
City
Council
may
wish
to
expand
that
debt
limit.
It
may
also
want
to
look
at
the
capital
from
current
strategy
that
has
significantly
increased
capital
concurrent
over
a
time
to
the
point
where
capital
from
current
is
actually
competing
directly
with
operating
and
potentially
putting
an
overly
great
squeeze
on
on
operating.
This
is
an
important
conversation
and
one
which,
frankly,
deputy
city
managers
may
disagree.
B
B
She
was
the
path,
so
our
argument
is
choose
the
path
continue
to
focus
relentlessly
on
cost
control,
value
for
money,
affordability
of
overall
government,
even
with
those
our
modeling
suggests
strongly
that
if
the
City
Council
wants
to
choose
anything
but
a
very
narrow
program,
reduction
cost-cutting
focus
on
very
small
number
of
services,
it
will
require
additional
revenue,
and
that
does
require
a
conversation
and
expanded
conversation
around
securing
adequate
and
fair
revenue
over
time.
The
vast
majority
of
our
revenue
sources
have
been
flat
over
over
a
period
of
time.
B
B
It
needs
to
have
that
conversation
around
residential
property
tax,
the
volatility
and
potential
grow
and
land
transfer
tax,
the
share
of
user
fees,
how
we
fit
development
charges
and
other
elements
of
land,
land
tax
and,
of
course,
importantly,
and
a
companion
report
to
this-
indicates
the
volume
of
tax
and
fees
and
discounts
and
a
variety
of
other
things.
All
of
those
may
also
lead
to
an
opportunity
to
to
broaden
the
tax
base.
B
So,
as
counsel
comes
back
as
counsel
begins
to
consider
its
core
vision,
it
will
need
to
look
at,
and
there
will
be
an
opportunity
to
look
at
these
and
essentially
to
match
its
program
vision
with
its
expenditure
requirements.
One
piece
I
would
have
advice
and,
and
and
I
didn't
put
it
on
the
slide,
but
but
it
is
important
that
City
Council
there
are
a
limited
number
of
taxes
that
are
very
straightforward
and
effectively
tax.
B
Others,
hotel
transferred
hotel
taxes,
a
variety
of
others
we're
coming
close
to
maximizing
the
taxes
that
are
easy
that
that
you
know,
then
the
next
set
of
moves
will
actually
probably
require
a
relatively
significant
shift
in
tax
policy
and
that
will
need
some
combination
of
either
a
new
revenue
source
city
council
did
approve
a
a
road
pricing
mechanism
that
may
be
something
that
that
in
future
becomes
available.
If
not,
then
there
will
have
to
be
other
opportunities
to
broaden
revenue
that
to
raise
that
tax
base.
B
If
City
Council
wishes
to
maintain
the
investments
that
it
is
so
far
indicated,
it
desires
to
undertake
we're
coming
to
the
end
here,
but
I
do
want
to
emphasize
and
not
not
lose
sight
of
the
overall
fiscal
health
of
the
city,
and
it's
not
just
a
question
of
focusing
in
on
the
annual
balance
and
one
of
the
challenges
that
that
I
think
does
occur
in
fiscal
planning.
Is
that
that
the
way
we
structure
the
annual
budget
there's
oftentimes
a
very
large
gap?
B
That
gap
is
presented
on
an
unrealistically
large
basis,
because
it's
simply
staff
coming
in
and
saying?
Well,
if
I'm
going
to
maintain
everything
exactly
the
same
way,
it
is
we
make
no
decisions.
This
is
what
it
would
take,
and
then
it
looks
like
there's
a
huge
spending
deficit.
It
all
gets
managed
out.
Everybody
thinks
it's
all
good
and
that's
not
to
diminish
the
amazing
work
done
by
Josie
Joe
and
their
colleagues
on
making
that
actually
work.
B
But,
but
you
know
the
system
is
really
substantially
more
stable
than
that
or
has
been
up
to
this
this
point.
What
I
would
like
Council
to
look
at
and
spend
a
little
bit
more
time
on,
is
the
overall
kind
of
basic
fiscal
framework
and
and
I
think
in
most
of
these
cases,
the
numbers
are
actually
pretty
good
right
now,
we're
actually
in
pretty
good
shape,
but
I
think
City
Council
would
want
to
make
sure
that
it
has
a
good
understanding
of
its
debt
service
ratio.
A
good
understanding
of
reserves.
B
Reserves
finds
the
the
opportunity
to
replenish
those
an
opportunity
to
report
a
little
bit
more
cohesively
on
our
financial
health.
Matrix
and
I
do
believe
that
there
is
an
opportunity
to
continue
to
explore
the
revenue
performance
of
the
city's
assets
and
liabilities,
and
we
have
the
Toronto
parking
authority
and
emphasized
that
the
Board
of
Trade
put
out
a
report
I
think
in
2017
that
talked
about
the
opportunity
of
pairing
Toronto
parking
authority,
revenue
with
transit
transit
needs,
and
that
may
also
be
an
opportunity
available.
B
So
these
aren't
really
policy
directions
as
opportunities
to
increase
and
make
more
coherent
the
use
of
the
city's
balance
sheet
and
lever
that
as
as
appropriately
and
then.
Finally,
the
City
of
Toronto
does
actually
pay
a
critical,
critical
role
in
anchoring
the
overall
fiscal
health
of
the
province
and
the
region.
B
The
provincial
policy
can
be
maddeningly,
arbitrary
and,
and
the
city
has
traditionally
struggled
with
that.
It
is
struggled
with
the
downloads.
It's
struggled
with
the
with
the
uploads
and
understanding
that
the
ways
in
which
those
work,
something
that
is
fundamental,
is
that
the
City
of
Toronto
is
delivering
tremendous
value
for
money
for
the
rest
of
the
province
and
the
GTA
in
terms
of
our
disproportionate
share
of
transit
expansion,
our
disproportionate
share
of
transit
mobility.
B
Our
disproportionate
investment
on
a-goin
forward
basis
on
GHG
reduction
and
are
acutely
disproportionate
investment
in
housing
and
especially
on
a
going-forward
basis.
Having
that
dialogue
on
a
strategic
basis
with
the
province
of
Ontario
will
be
overwhelmingly
important,
and
if
we
want
program
success,
things
like
fair
integration
for
transit
things
like
making
sure
that
smart
track
is
done
on
a
sustainable,
workable
basis,
as
is
our
plan,
as
is
our
structure
to
do
now,
making
sure
that
we
are
structured
on
the
housing
component
and
that
housing
is
not
only
built
but
built
with
the
appropriate
supports.
B
Those
all
require
better
information,
better
integration
and,
frankly,
more
maturity
in
that
in
that
relationship.
That's
a
two-way
street
that
will
require
change
by
the
by
the
province
as
well,
but
that
is
an
effort.
I
think
we
need
to
from
a
council
perspective,
implement
as
strategically
as
possible,
and
that
will
start
off
with
having
a
dialogue
with
the
count
with
the
province.
That
says
here
is
our
vision.
Here
is
our
budgetary
vision.
B
Here
is
how
we
are
investing
in
these
areas
that
are
strategically
important
to
the
governments
of
Canada
and
Ontario,
and
looking
for
not
only
episodic
funding
but
strategic
and
stable
funding
in
areas
that
they
have
a
long-term
interest,
including
housing,
homelessness,
climate
change,
transit
expansion,
broader
mobility
and
and
others
I
do
want
to
emphasize.
In
closing
my
thanks
to
the
deputy
city
managers,
to
our
interim
chief
financial
officer
to
our
outside
advisors
and,
of
course,
to
the
public
who
have
offered
support
through
this.
B
This
is
not
intended
to
be
a
panacea
and
it
is
absolutely
not
intended
to
usurp
the
role
of
Council
in
making
these
decisions.
Our
vision
of
staff
is
that
council
is
able
to
make
even
better
more
informed
decisions
is
able
to
take
its
twin
commitments
for
affordability
and
service
expansion,
match
those
and
blend
them.
On
a
nice
wide
open
basis.
We
are
financially
stable.
We
are
a
well-run
municipality.
We
do
I
think,
frankly,
collectively
a
very
good
job.
B
This
is
an
opportunity
to
replenish
the
under
investment
of
the
recent
past
and
make
sure
the
city
is
not
only
on
sounds
foot
footing,
but
can
actually
address
the
challenges
that
that
we
all
know,
including
congestion,
housing,
poverty
and
the
need
to
reform
our
services
to
reflect
a
modern
digital
world.
Thank
you
so
much.
C
Thank
you
very
much,
mr.
Wallace,
and
now
what
I
propose
to
do.
Ladies
and
gentlemen,
is
this
with
your
concurrence
is
to
hear
the
deputes
and
I
think
this
room
allows
for
our
senior
staff
team
here
to
stay
in
place,
while
those
deputies
are
heard
and
they'll
come
up
here
just
on
the
other
side
of
the
front,
because
there's
a
10
of
them
and
I
think
that
would
be
best
to
hear
those
and
hear
the
questions.
They're
asked
of
them
and
then
have
questions
of
staff.
C
So
you
can
be
responding
to
the
entire
entirety
of
the
public
input,
as
well
as
your
presentation.
So
you're
welcome
to
stay
there
or
sit
down
back
here
as
you
wish,
and
if
the
committee
is
agreeable,
we'll
we'll
hear
the
deputies
next
and
and
questions
of
the
deputies
and
for
my
council
colleagues
who
are
visiting
not
sitting
in
this
inner
circle.
If
you're
anxious
to
ask
questions
of
the
deputies,
you'll
have
to
sort
of
signal
because
I
can't
see
as
easily
as
sometimes
it's
the
case
in
the
other
room.
C
So
please
just
make
sure
you
wave
at
somebody
and
there's
the
list
of
who's
here
so
and
you're
almost
welcome,
of
course,
as
well.
So
on
that
note
and
I
indicated
excuse
me,
I'd
indicated
that
I
would
call
people
down
sort
of
three
at
a
time
because
they
can
perhaps
then
get
ready
in
these
front
benches
here
to
be
in
the
the
Sports
hot
seat.
C
E
Thank
you
very
much
good
morning.
Thank
you
for
the
opportunity
to
speak
with
you
today.
My
name's
Scott
Travers
I'm,
the
president
of
the
Society
of
United
Professionals,
Local
160
of
if'
Pte.
We
represent
8,000
professional
workers
in
energy
law,
IT
and
research,
and
that
includes
the
engineers
at
Toronto
Hydro.
As
an
expert
of
energy
policy.
I
wanted
to
discuss
one
specific
component
of
the
long-term
financial
plan
with
you,
and
that
is
the
potential
Toronto
Hydro
privatization.
E
E
Poles
at
that
time
confirmed
that
selling
off
the
utility
was
deeply
unpopular
with
almost
seven
in
ten
Torontonians
opposing
the
idea
in
fall
of
2016
to
your
credit
mayor
Tory,
you
affirmed
your
support
for
keeping
Toronto
Hydro
public,
but
now
we
are
concerned
to
find
that
in
the
long
term
financial
plan,
Hydra
privatization
is
back
on
the
table
as
a
key
action
beyond
political
considerations.
Privatization
is
simply
bad
policy,
so
long
term
financial
plan
speaks
to
the
desire
for
sustainable,
long
term
solutions
to
Toronto's
budget
crunch
selling.
E
Even
a
portion
of
Toronto
Hydro
undermines
that
very
goal.
You
might
get
a
one-time
cash
infusion
from
a
sell-off,
but
every
year
you'll
be
left
with
less
and
less
of
the
dividend
payment
as
it
shrinks.
As
an
example,
look
at
the
sale
of
hydro
one,
the
government
insisted
that
its
use
of
the
cash
from
the
hydro
one
sale
would
be
so
smart
that
it
was
worth
losing
the
dividend.
But
when
that
privatization
was
assessed
by
the
financial
accountability
officer,
he
found
exactly
the
opposite
trading.
The
annual
dividend
for
a
one-time
cash
infusion
is
shortchanging
Ontarians.
E
The
FAO
has
said
that
taxpayers
would
have
saved
1.8
billion
dollars
if
the
Ontario
government
had
not
used
the
sale
of
hydro
one
assets
to
fund
investment,
the
reality
is
Toronto.
Hydro
performs
well
as
an
investment,
according
to
analysis
done
by
former
TD
chief
economist
Doug
Peters
back
in
2016.
Over
the
last
decade,
Toronto
Hydro
has
provided
a
five
percent
dividend
yield
and
a
nine
point.
Four
percent
return
on
equity
based
on
those
numbers.
E
This
means
the
city
would
suffer
an
8
million
dollar
annual
loss
from
the
sale
of
only
10%
of
Toronto
Hydro
and
a
39
million
dollar
annual
loss
from
the
sale
of
49
percent
of
the
company,
and
these
numbers
are
conservative
because
they
were
done
in
2016
before
last
summer's
increase
in
shares
by
the
city.
I'll
note
that
in
the
current
report
from
Toronto
Hydro,
they
have
stated
that
they're
on
track
for
a
forty
nine
million
dollar
dividend
in
2018.
E
These
numbers
add
weight
to
a
study
that
we
commissioned
from
MPR
associates
on
the
economics
of
electron
electricity
distribution
in
Ontario.
That
report
found
that,
on
average,
privately
owned,
local
distribution
companies
have
higher
costs
and
lower
reliability
than
publicly
owned
ones.
It's
no
wonder
that
polls
in
2016
showed
a
strong
majority
of
Toronto.
Voters
would
not
vote
for
a
councillor
who
supported
Toronto
Hydro
privatization.
E
C
F
Very
much
for
coming
I'm,
not
sure
if
you
had
the
opportunity
to
read
the
results
of
the
consultation
I
think
maybe
you
made
a
short
reference
to
it,
but
the
consultation
if
you'll
see
in
appendix
3
said
there
was
very
strong
opposition
from
the
public
to
the
sale
of
assets,
especially
those
supporting
vital
services
are
those
generating
revenue
for
the
city.
You
also
gave
us
some
information
about
what
the
public
feels
about
the
privatization
of
Toronto
Hydro.
E
Yes,
we
we
had,
there
was
a
poll
conducted
in
2016
and
over
70
percent
of
the
public
were
opposed
to
the
sale
of
Toronto
Hydro,
and
the
question
was
asked:
if
they
would
vote
for
a
councillor
who
had
supported
the
sale
of
Toronto
Hydro
and
a
strong
majority
I,
don't
have
the
number
exact
number
in
front
of
me.
I
believe
it
was
over.
60
percent
said
they
would
not
vote
for
a
councillor
supported
the
sale
are.
F
F
E
F
G
Thank
you
very
much
mr.
mayor
and
thank
you
for
your
deputation
mr.
Travers
I
wanted
to
just
ask
with
respect
to
seeing
the
option
or
exploring
the
option
of
privatization
in
any
sell-off
of
hydro
again
in
this
long-term
fiscal
fiscal
plan,
recognising
that
it
was
only
2016
that
we
made
some
very
clear
to
settle
some
clear
political
direction
in
the
city.
What
was
your
reaction
when
you,
when
you
saw
that
it
was
once
again
before
us
as
an
option?
I.
E
G
Recognize
that
this
may
be
very
difficult
for
you
to
answer,
but
why
do
you
think
it's
back
in
here
considering
council
took
a
clear
position
that,
through
the
consultations,
the
the
general
public
had
said,
this
is
not
something
that
they
would
widely
support.
Why
do
you
think
it
made
it
back
into
this
report?
I.
E
Don't
know
exactly
we
did
hear
during
the
presentation
that
there
was
a
lot
of
previous
ideas
brought
forward,
so
perhaps
it
was
simply.
It
was
carried
forward
from
previous
plans,
but
it
was
surprising
to
me
because
it
is
so
inconsistent
with
the
overall
goal
of
the
plan,
which
is
to
have
long
term
stable
revenue
and
Toronto
Hydro
provides
one
of
the
best
sources,
a
very
stable
revenue.
Well,
ownership
of
Toronto
Hydro
also
allows
for
the
city
to
exercise
its
broader
policy
objectives,
both
of
which
are
goals
of
the
study.
G
Respect
to
the
Toronto
Public
Service
that
provides
council
with
its
very
best
advice,
understanding
that,
through
the
consultation
process,
there
is
why
its
opposition
to
any
sale
of
these
assets,
and
yet
we
we
sit
here
with
this
tension
before
us
once
again,
and
you
have
no
idea
why
it
sits
here
and
certainly
I
think
there
may
be
a
few
of
us
wondering
why.
Why
is
it
back?
Can
you
give
us
one
guess
on
on
what
would
be
the
the
reason
why
this
keeps
resurfacing?
One
guess.
E
G
H
H
Councillors
directly
heard
from
members
of
the
public
in
opposition
to
this,
given
that
that's
the
accountability
that
you're
relying
on
to
try
to
protect
Toronto
Hydro
from
sale,
do
you
believe
that
council
should
have
full
access
to
anything,
Toronto
Hydro,
any
work?
Toronto
Hydro
has
done
to
prepare
for
privatization.
Any
study
they've
done
and
be
fully
informed
as
to
any
money
they
have
spent
or
consultants
they've
retained
in
pursuing
privatizing
Toronto
Hydro.
A
That
this
is
a
bad
idea.
I
would
like
to
know.
Has
there
been
some
sort
of
an
analysis
done
around
equity?
We
would
like
to
see
our
decisions
be
made
in
terms
of
Howard
decision
impact,
the
most
vulnerable,
most
marginalized
communities
within
the
City
of
Toronto.
Can
you
tell
us
a
little
bit
more
about
if
there
has
been
any
consideration
given
through
your
analysis,
on
what
kind
of
impact
this
would
have
on
the
most
marginalized
populations
in
the
city.
E
As
I
mentioned,
we
did
have
a
report
that
showed
privatized
distribution
systems
are
generally
more
expensive
and
less
reliable
and
I
think
a
key
point
to
keep
in
mind
when
you
talk
about
the
impact
on
marginalized
communities.
Electricity
is
a
fundamental
requirement
of
living
in
an
urban
environment.
E
The
electricity
is
done
through
the
rate
base,
rather
than
through
a
tax
base.
So
it's
not
a
progressive
method
of
recovering
the
cost,
which
is
to
say
low-income
families
will
pay
a
disproportionately
higher
percentage
of
their
income
for
electricity,
so
anything
that
increases
the
rate
for
electricity
will
have
a
disproportionately
higher
impact
on
more
marginalized
communities.
C
Thank
you,
Thanks
counter
chen
other
visiting
numbers
of
counsel.
Okay,
if
there
are
none,
then
perhaps
I
just
would
ask
you
a
couple
of
questions
and
I'll
turn
to
my
colleagues
and
I'll
start
the
clock
on
myself,
sir.
Thank
you
again
for
coming.
First
of
all,
you're
prepared
to
acknowledge
I'm
sure
that
staff
will
often
propose
options
or
alternatives
or
list
them
in
writing,
especially
a
very
complete
report
like
this,
because
they
want
to
present
a
full
range
of
options,
as
opposed
to
recommendations
or
as
opposed
to
suggesting
a
particular
action.
E
C
And-
and
just
it's
looking
at
the
report
here,
would
you
also
agree
with
me?
There
is
no
recommendation
actually
in
this
report.
It's
simply
there's
a
mention
of
the
fact
that
there
are
two
large
revenue
generating
assets:
Toronto,
Hydro
and
Toronto
parking
authority
that
have
the
potential
to
produce
increased
income
and
talk
about
different
capital
structures.
But
there
is
no
recommendation
in
this
report
to
privatize
or
sell
hydro
or
do
agree
with
that.
E
E
Similarly
to
what
we
saw
in
Hydra
one
where
the
position
going
into
the
process
by
the
government
was
unlocking
value
and
then
it
was
later
revealed
that
that
was
meant
to
be
clearly
privatization,
so
I
think
if
there's
a
plan
to
privatize
Hydra,
no
hydro,
the
residents
need
to
know
that
and
I
think
it
should
be
clear
and
I
would
welcome
clarity
today,
perhaps
through
a
motion
to
laughs
not
to
pursue
privatization.
All.
C
That
indicates
any
change
whatsoever
in
my
position
that
you
articulated
earlier
on
that
this
is
not
an
option
that
I
wish
to
see
pursued
I'm
only
one
member
of
the
council,
but
I
am
the
mayor
as
well
and
have
you
had
any
indication
whatsoever
from
anywhere
you
talked
earlier
about
indications
of
stuff?
Have
you
seen
anything
at
all
that
would
indicate
that
my
position
has
changed
on
this.
No.
C
I
Thank
you
very
much
mr.
mayor
committee,
members
for
the
opportunity
to
speak
this
morning:
I'm
deed
Gideon,
Foreman
policy,
analyst
with
the
David
Suzuki
Foundation
and
I'm
here,
to
highlight
the
importance
of
embracing
new
revenue
tools
to
fund
key
services,
including
public
transit.
So
that's
that's
the
one
piece
of
mr.
Wallace
and
his
co-authors
report
that
I
wanted
to
to
talk
about
very
briefly,
I
think
the
need
for
more
transit
funding
is
clear.
As
the
city
manager
and
his
co-authors
arguing.
I
They
were
report
and
I
quote
our
Road
transit
and
active
transportation
options
are
not
sufficient
to
move
goods
and
people
efficiently.
Excuse
me,
this
has
been
exacerbated
by
an
extended
period
of
under
invested
under
investment.
Unquote,
I
should
add
that
I'm
not
suggesting
hire
TTC
fares,
a
city
doesn't
incentivize
transit
use
by
making
it
more
expensive.
As
mr.
Wallace
and
his
co-authors
point
out,
more
than
60%
of
the
TTC's
revenue
already
comes
from
riders,
which
is
quote
considerably
more
than
any
other
large
transit
operator
in
North.
I
America
and
fares
continue
to
increase
unquote
if
transit
is
to
expand
as
it
must,
the
city
needs.
Other
tools,
not
fare
hikes
to
pay
for
it.
Council
is
to
be
commended
for
its
effort
to
enact
tolls
on
the
Gardiner,
Expressway
and
Don
Valley
Parkway.
This
measure
would
have
reduced
congestion
while
providing,
in
our
view,
badly
needed
transit
dollars,
but
in
the
wake
of
the
provinces,
unfortunate
decision
to
quash
the
tolls,
here's
a
simple
message
for
council-
please
don't
give
up.
I
Please
continue
to
pursue
new
revenue
tools
with
the
potentially
new
provincial
government
just
weeks
from
now
and
one
that
may
not
be
sympathetic
to
our
need
for
strong
public
services,
it's
especially
important
that
the
city
develop
its
own
revenue
sources.
As
you
know,
the
City
of
Toronto
active
permits
a
range
of
new
tools.
I
would
just
like
to
highlight
two
of
them
today:
an
alcohol
tax
and
a
levy
on
commercial
parking
lots.
I
Canadian
Center
for
Policy
Alternatives,
says
a
five
percent
tax
on
alcohol
sold
at
outlets
such
as
LCBO
and
the
beer
store
could
generate
about
77
million
dollars
annually.
If
the
rate
were
10
percent,
KPMG
says
the
city.
Could
net
as
much
as
151
million
dollars
a
year?
The
parking
levy
would
be
a
fee
paid
by
law
donors,
as
you
know,
a
non
residential
parking
spaces
Center
for
Policy
Alternatives
estimates
that
could
generate
175
million
dollars
annually.
I
Kpmg
puts
the
potential
revenue
much
higher
as
much
as
five
hundred
and
thirty
five
million
dollars
a
year,
but
even
at
the
low
end
the
revenue
is
significant
and
could
make
a
major
contribution
to
the
TTC's
budget.
Of
course,
these
tools
have
benefits
beyond
the
financial.
The
Wellesley
Institute
says
that
increasing
the
price
of
alcohol
reduces
acute
and
chronic
harm
related
to
drinking
amongst
all
age
groups,
and
because
youth
and
heavy
drinkers
are
especially
sensitive
to
cost
increases.
The
tax
could
be
beneficial
for
those
who
most
need
to
curb
their
drinking.
I
In
a
paper
published
by
the
U
of
T's
monk,
school
professors,
Harry
kitchen
and
Enid,
slack,
say,
and
I
quote,
efficient
parking
levies
or
taxes
could
help
reduce
the
volume
of
traffic
leading
to
less
ingestion
and
faster
trips.
Unquote
and
I
know
that
our
city
manager
concurs
I
realized.
There
is
some
resistance
to
these
proposed
tools,
but
let's
remember
they
would
generate
hundreds
of
millions
of
dollars
for
transit,
clean
our
air
support,
public
health
and
reduce
gridlock.
I
In
other
words,
they
would
benefit
not
only
TTC
users
but
all
Torontonians,
and
if
we
don't
embrace
new
revenue
tools
and
implement
them
in
short
order,
how
will
we
continue
to
grow
and
maintain
the
transit
system?
So
many
of
us
rely
on
every
single
day.
I
will
leave
you
with
that
question.
Thank
You
mr.
mayor,
thank.
H
You,
mr.
mayor
Gideon,
so
you
saw
the
city
managers
presentation.
You
gave
us
three
broad
options.
One
was
just
to
deliver
services
to
property,
one
is
to
keep
services
roughly
at
the
level
they're
at
now,
and
one
is
to
expand
service.
It's
broader
city,
building
the
broader
city,
building
I.
Take
it
from
your
remarks.
You
favor
that
third
one
we.
I
H
Had
multiple
efforts,
where
we've
tried
to
get
a
decision
through
council
about
which
of
those
futures
we
want
and
whether
we're
prepared
to
pay
for
them
well,
we've
always
sort
of
backed
off
at
the
last
minute.
Do
you
think
we
should
actually
bring
this
issue
to
Council
and
have
a
full
debate
for
all
of
us,
especially
those
of
us
who
are
considering
running
for
re-election,
to
plant
our
flag
about
whether
we
want
to
build
the
city
and
raise
the
revenues
to
do
that
or
not
I.
I
H
F
Perks
took
my
first
question.
My
second
is
in
December
2016.
When
we
were
considering
the
revenue
options,
we
actually
referred
specifically
those
options
to
this
process
for
consideration:
income
tax,
commercial
parking,
tax
sales,
tax,
alcohol
tax.
Would
you
say
that
those
options
have
been
sufficiently
examined
in
this
report,
as
directed
by
counsel?
Have.
I
They
been
sufficiently
examined
in
the
current
report.
Yes,
I
think.
The
purpose
of
this
report
was
too
broadly
urge
council
to
consider
tools,
so
those
specific
ones
weren't
highlighted,
but
I-
think
that
it
would
be
valuable
for
council
to
have
that
robust
debate
about
the
the
revenue
tools.
I
suggested
a
couple
today
that
I
thought
were
particularly
useful
because
they
are
able
we
are
able
to
do
them
immediately
under
the
City
of
Toronto
act.
But
a
more
robust
debate
on
a
whole
range
of
revenue
tools,
in
my
view,
would
be
welcomed.
F
I
F
C
I
F
I
F
I
Guy
did
not
fall
and
I
think.
If
you
look
around
successful
cities
around
the
world
theorem,
they
are
deploying
a
variety
of
road
pricing
tools.
You
have
to
figure
out
the
right
one
for
your
city,
but
Gordon
charges,
parking
levies,
motor
vehicle
registration,
taxes,
road
tolls,
I
think
we
need
to
look
at
the
full
range
and
successful
cities
around
the
world
have
done
that.
Thank
you.
A
I
I
A
A
What
happened
there
and
we
did
pass
and
adopt
a
hotel
attacks
and,
of
course,
we've
had
a
billboard
tax
for
for
some
years.
So
it's
not
like
we're
doing
nothing.
It's
just
that
we're
beholding
to
a
provincial
government.
Wouldn't
you
say
that
has
to
pass
statute
to
make
sure
that
that
we
have
the
power
to
do
so,
not.
I
Wholly
beholden
to
the
provincial
government
in
the
in
the
unfortunate
case
of
the
road
tolls.
Yes,
we
were
very
supportive
and
are
very
supportive
of
the
road
tolls.
It
was
unfortunate.
The
province
decided
not
to
allow
us
to
go
forward,
but,
as
you
know,
there
were
a
number
of
tools
that
the
city
could
employ
right
now
under
the
City
of
Toronto
Act,
and
we're
urging
you
to
pick
some
of
those
we've
highlighted
a
couple
today.
There
are
others
as
well.
I
The
motor
vehicle
registration
tax
is
another
that
you're
permitted
to
bring
in
would
contribute,
importantly
to
City
revenues,
and
we
would
suggest
you
look
at
that
as
well.
So,
yes,
the
province
is
something
of
a
barrier
here,
but
we
also
believe
the
city
could
do
some
things
in
the
absence
of
further
provincial
authority,
one.
A
I
I
We
wouldn't
surprise
me:
I,
have
heard
concerns
along
that
line.
Mr.
mayor
I
guess
I
would
urge
you,
in
my
humble
opinion,
to
continue
to
try
to
pursue
that
notwithstanding
some
of
the
impediments
that
we
have
have
seen
up
to
this
point,
but
it
is
worth
considering
the
the
continuing
to
pursue
that
I.
I
know
that
this
is
not
easy,
but
we
do
need
to
find
some
new
revenue
tools.
I
think
the
alcohol
tax
is
practical.
C
I
We
would
acknowledge
that
there
are
certainly
impediments
to
some
of
these.
Let's
begin
with
the
ones
that
we
can
do
now
under
the
City
of
Toronto
Act.
Mr.
mayor
I
would
suggest,
and
the
alcohol
tax
notwithstanding
the
difficulties
you've
raised
is
permitted
and
I
would
say
it's
worth
pursuing
along
with
the
commercial
parking
since.
C
You
mentioned
the
alcohol
tax
again,
the
other
way.
Of
course
you
could
collect
this
is
by
trying
to
have
a
tax
on
a
drink
at
a
bar
and
you'll
acknowledge
there
that
the
way
the
HST
and
and
and
other
taxes
on
drinks
are
collected,
it's
virtually
impossible
to
have
a
city
dedicated
tax,
put
onto
a
drink
at
a
bar
and
yes
elected
they,
because
the
HST
is
not
collected
that
way,
it's
estimated
in
Ottawa
and
they
send
a
cheque,
certainly.
I
C
C
Mr.
Rosenberg
and
then
just
to
get
the
next
couple
down
if
we
could
Jenelle
Skerritt
social
planning,
toronto
and
warden
woods,
community
center
and
Edina
LeBeau
Canadian
Association
of
Retired
Persons.
So
if
they
want
to
just
come
down
to
the
front
area
here,
then
we
can
be
ready
to
keep
moving
forward
and
mr.
Rosenberg
thank
you
for
coming
today,
and
you
have
five
minutes.
J
Okay,
I'm
Michael,
Rosenberg
and
I
want
to
talk
about
how
the
issue
of
priorities
and
direction
is
being
dealt
with
here
in
the
public
consultation
part.
It's
very
clear.
You
have
sentences
like
prevailing
sentiment
among
participants
is
that
expenses
can
be
better
managed
by
establishing
and
following
through
on
clear,
long-term
strategic
goals
and
priorities,
and
you
have
a
whole
section
in
the
consultation
part
about
balancing
priorities,
but
in
other
respects
this
has
become
lost.
J
The
question
of
setting
priorities
is
not
the
question
of
the
size
of
government
at
any
given
level
of
government
or
size.
You
can
spend
money
differently
than
the
way
you
do.
So,
in
fact,
on
the
the
chart
of
the
main
options,
there
really
should
be
an
option
D,
which
is
maintain
the
size
of
government,
do
not
maintain
existing
service
levels,
and
we
heard
today
today's
version
of
the
you
can't
do.
That
argument
was,
you
can't
combine
a
and
C,
but
in
fact
you
can
combine
a
and
C.
J
So,
yes,
we
have
a
bit
of
acceptance
of
the
concept
of
setting
directions
and
priorities,
but
once
again
were
given
a
framework
which
actually
doesn't
include
that
as
one
of
the
options,
so
the
absolute
minimum
that
you
can
do
here
is
add
an
option
D,
which
would
say,
maintain
the
size
of
government,
but
do
not
maintain
existing
service
levels
and
then
to
add
on
to
the
the
5.
The
5
branch
chart
that
you
have
here,
a
6
which
would
specify
specifically
to
talk
about
setting
priorities
as
one
of
the
principles.
J
So
if
you
did
that,
then
you
would
actually
have
a
report,
so
I
would
suggest
that
you
actually
refer
this
back
to
staff
as
you
intend
to,
but
with
instructions
to
add
those
options
to
for
consideration,
because
for
some
reason
we
just
haven't
had
that.
We've
talked
a
lot
about
principles
and
we've
talked
a
lot
about
directions
and
priorities,
but
the
the
terminology
has
always
been
done
in
such
a
way
that
the
question
of
priorities
has
been
confused
with
the
question
of
revenue
or
size
of
government.
J
Those
are
two
separate
questions
and
in
the
capital
budget
you
kind
of
handle
them
as
separate
questions
in
the
sense
that
you
prioritized
all
of
the
various
things
you
could
do
in
capital,
and
then
you
decide
separately
from
that.
What
is
above
the
line
and
what
is
below
the
line,
so
you
do
in
the
capital
consideration
allow
for
the
fact
that,
regardless
of
the
size
of
total
spending,
there
is
still
a
prioritization
question
in
the
operating
budget.
J
You've
done
the
exact
opposite,
and
you
have
basically
said
that
if
the
size
of
government
doesn't
change,
it's
a
status
quo
and
you've
used
various
other
languages
throughout
time,
and
today
it's
that
you
can't
combine
a
and
C
argument,
but
in
fact
you
can
do
that,
regardless
of
whether
the
size
of
government
changes
or
not,
you
can
increase
some
spending
and
decrease
other
spending.
In
fact,
even
if
the
size
of
government
were
to
shrink,
it's
still
possible
that
certain
spending
areas
would
increase.
J
Conversely,
even
if
the
size
of
government
were
to
grow,
you
could
still
be
decreasing
certain
items.
So
it's
certainly
the
case
that
if
the
size
of
government
did
not
change,
you
could
change
your
priorities
and
increase
some
things
and
decrease
others.
So
I
want
you
to
specifically
decide
and
recognize
for
once
and
for
all
now
that
that
is
an
option
and
that
the
prioritization
question
exists
separately
from
the
revenue
question
and
to
make
sure
that
staff
understands
that
and
acts
on
it
in
giving
you
options
that
include
that
kind
of
option.
Thank
you
thank.
C
K
Thank
you
for
the
opportunity
to
speak
to
you
today,
especially
here
in
Scarborough.
It's
great
to
see
all
here.
My
name
is
my
name
is
Janelle
Sierra
and
I'm,
a
member
of
the
board
of
directors
for
social
planning
Toronto
and
the
executive
director
of
warden
woods
community
center,
which
is
a
member
organization
of
social
planning.
Toronto
first
I
want
to
take
a
moment
to
thank
the
city
manager,
Peter
Wallace,
for
his
exceptional
and
dedicated
service
to
the
city,
and
we
wish
him
well.
Mr.
Wallace
has
consistently
provided
evidence
base
straight-to-the-point
analysis
on
city
finances.
K
He's
pointed
out
a
number
of
occasions.
The
disconnection
between
the
commitments
that
City
Council
makes
to
address
urgent
needs
and
improve
the
lives
of
Toronto
residents
and
City
Council's
long-held
practice
of
starving
the
city
of
needed
revenue
to
make
good
on
those
commitments
to
create
a
better,
fairer
Toronto.
In
fact,
the
city
manager
has
left
us
with
a
parting
gift.
The
long-term
financial
plan
makes
clear
that
Toronto
City
Council
cannot
continue
on
its
current
course
of
maintaining
below
inflation,
property
tax
rate
increases
and
rejecting
revenue
tools.
K
Unless
it's
prepared
to
make
deep
and
damaging
service
cuts,
that
will
hurt
our
communities
and,
in
particular
those
residents
who
are
already
struggling
in
our
city.
It
was
startling
to
learn
that
in
five
short
years
the
city
could
face
a
one
point:
four,
two
billion
dollar
funding
shortfall
if
it
fails
to
alter
its
current
financial
path.
Funding
levels
are
already
inadequate
to
support
urgently
needed
city
services.
K
The
impact
is
evident
from
long
wait,
lists
for
affordable
housing,
recreational
programs
and
childcare,
the
underfunding
of
council
approved
strategies
and
service
plans
and
the
considerable
inventory
of
unfunded
capital
projects.
We
simply
cannot
go
on
this
way.
On
many
occasions.
Over
the
years
social
planning
toronto
has
called
on
the
mayor
and
city
council
to
adopt
property
tax
increases
and
revenue
tools
that
would
generate
funding
to
support
needed
city
services
in
accordance
with
council,
approved
strategies
and
service
plans.
K
We
have
called
on
council
to
rethink
its
budget
process
by
starting
with
councils
vision
for
Toronto,
identifying
its
program
and
service
priorities,
costing
its
plans
and
making
decisions
about
how
to
pay
for
it
in
an
equitable
fashion.
We
have
urged
city
council
to
adopt
an
intersectional
gender
lens
to
assess
the
equity
impacts
of
budget
decisions.
K
Community
needs
to
be
at
the
center
of
the
budget
making
process.
Instead,
the
process
has
been
dominated
by
arbitrary,
across-the-board
service
cuts,
property
tax
rate
increases
that
are
insufficient
to
provide
revenues
that
cover
the
cost
of
maintaining
current
service
levels
and
the
use
of
unsustainable
one-time
reserve
funding
to
balance
the
budget
and
the
over
reliance
on
the
municipal
land
transfer
tax,
which
requires
redhot
housing
markets
in
perpetuity
in
the
current
budget
process.
Meeting
the
urgent
needs
of
the
city,
reducing
inequities
and
creating
an
inclusive
City
are
far
down
on
the
priority
list.
K
The
long
term
financial
plan
makes
clear
that,
even
in
the
short
term,
the
city
will
be
facing
serious
challenges.
If
council
does
not
face
up
to
the
need
for
action
to
ensure
adequate
revenue
levels
to
support
critical
programs
and
services,
we
urge
members
of
the
executive
committee
to
adopt
this
report
and
bring
the
long
term
financial
plan
forward
to
the
full
City
Council
for
discussion
and
debate.
The
findings
and
analysis
in
the
long
term.
Financial
plan
are
important
and
alarming.
This
is
arguably
the
most
critical
report
to
come
forward
during
this
term
of
council.
K
G
Thank
you
very
much
for
your
deputation
I
want
to
ask
with
respect
to
your
your
assertion
that
that
the
city
budget
should
have
an
intersection
on
gender
based
analysis
lens
over
its
work
right
now,
in
this
long-term
fiscal
plan,
it
is
not
even
it
is
referenced,
but
it
doesn't
exist.
Is
that
correct?
Is
that
how
you
read
it
as
well?
That's.
K
How
I
read
it
as
well
and
and
what
I'm
referring
to
there
is
the
fact
that
many
of
the
people
in
the
communities
that
warden
woods,
for
example,
serves
they
do
not
have
just
one
way
of
addressing
or
one
complexity
that
brings
their
issues
to
the
center.
They
are
dealing
with
multiple
realities
and
I
think
that
any
solution
that
really
affects
and
impacts
people's
lives
has
to
take
into
account
those
intersectionalities.
G
So,
therefore,
if
we
are
making
decisions
around
the
financial
health
of
the
city,
recognizing
that
it
will
have
service
level
impacts,
it
will
have
financial
impacts
on
the
residents,
and
some
of
the
residents
are
perhaps
more
vulnerable.
If
we
don't
have
the
intersectional
gender
equity
lens
over
any
of
the
long-term
fiscal
strategies
moving
forward
over
any
of
the
budgetary
decisions
moving
forward,
this
will
have
an
equal
impact
on
communities.
That's
correct.
K
G
In
thank
you
in
2015,
2016
and
most
recently,
and
this
last
budget
cycle
city
council
has
asked
and
directed
staff
to
ensure
that
the
the
the
upcoming
budgets
would
have
an
intersectional
gender
equity
lens
every
single
time.
It's
come
back
without
the
work
completed
in
the
report
itself.
It
says
that
we
need
to
develop
a
strategy
for
disaggregated
data
collection.
It's
been
three
years
since
council
has
has
formally
requested
this
and
I
know
going
back.
It's
been
over
10
years
since
City
Council
prior
City
Council's
have
said.
G
K
Actually
not
sure
that
why
it's
not
happening
because
it
has
been
talked
about
and
supported
in
some
of
the
policies
coming
forth
from
the
city
and
some
of
the
many
of
the
recommendations
in
staff
reports
and
so
on.
So
I
think
we
need
to
have
more
of
a
commitment
to
to
collecting
disaggregated
data
and
I'm
actually
not
sure
why
it
isn't
being
moved
forward.
Because
I
think
there
have
been
consistent
recommendations
and
there
has
been
consistent
support
voiced
for
it
and.
G
When
we
don't
have
the
disaggregated
data,
despite
years
of
council,
asking
for
a
disaggregated
data
to
be
collected,
what
does
that
do
for
the
decision
making
process
we've
just
been
out
just
before
us
was
outlined
five:
five
or
six
streams
of
how
we
actually
prioritize
and
make
decision-making
through
a
decision-making
framework
and
yet
the
one
critical
piece
that
actually
helps
us
guide.
All
that
is
missing.
G
K
If
you
don't
have
information
that
is
precise
and
specific
to
the
groups
that
you
are
trying
to
assist
and
address
their
their
issues,
then
you're
not
going
to
have
solutions
that
impact
those
groups
in
a
way
that
is
meaningful
and
effective.
So
the
collection
of
the
data
on
a
disaggregated
basis
gives
you
that
specific
information
about
about
those
groups
that
I
think
that
that
is
what
is
necessary
in
order
to
form
solutions
we
we
could
not
create
one
solution
to
fit
based
on
data.
K
F
K
I
did
yes.
I
did
I
believe
that
it
is
important
for
council
to
have
the
opportunity
to
debate
on
the
issues,
to
ask
questions
and
to
have
that
discussion,
because
it
is
one
of
the
most
critical
issues
that
the
city
is
facing.
It
is
about
how
we're
spending
the
money,
what
we're
choosing
to
prioritize
and
spend
the
money
on
and
how
we're
generating
revenue
to
finance
the
the
spending
in
the
future
I.
F
I
note
as
well
that
in
this
agenda
is
a
report.
Council
did
approve
having,
along
with
the
financial
strategy
report,
the
multi
service
plans
and
strategies
report,
which
is
also
here
as
e^x
32.9.
You
made
reference
to
all
of
the
various
strategies
that
we've
adopted
to
address
the
service
needs
and
priorities
for
our
communities.
K
Absolutely
and
I
think
that
so
does
the
council.
So
that
was
my
next
question.
Well,
it
seems
that
that
is
the
case
because
I
what
up
from
what
I've
heard
the
council
has
expressed
a
commitment
to
these
services
and
programs.
What
isn't
there
according
to
this
report,
is
the
money
to
you
it
and
the
know
the
know-how
of
where
to
generate
the
revenue
to
sustain
those
programs
in
the
long
term.
K
F
K
Speaking
putting
my
agency
hat
on
being
funded
sort
of
in
one
year,
spurts
and
not
being
able
to
to
really
fund
or
sorry
support
programs
and
see
the
impact
over
multiple
years
is
a
bit
of
a
challenge
that
we
we
face
in
terms
of
adequate
planning
and
service
driven.
So
we
play
a
very
it's.
It's
an
interesting
tightrope
that
you
walk
to,
try
and
get
everything
impacts
reported
in
in
just
one
service
year.
K
F
E
A
You
so
you
talked
a
little
bit
about
community
engagement
in
the
budget
process
so
that
it
becomes
a
little
bit
more
reflective
of
the
needs
in
the
community.
How
important
is
having
meetings
like
this
in
Scarborough
for
X
I,
don't
know
if
this
is
your
first
time
to
get
people
to
here.
You
know
we
talked
about
intersectionality
as
well.
Racialized
communities
are
highly
concentrated
in
the
in
the
Etobicoke,
not
York
and
Scarborough
area.
So
how
is
how
should
the
process
be
changed?.
E
K
I
am
so
happy
to
see
Council
here
in
Scarborough,
the
executive
committee
of
Council
here
at
Carver,
because
I
think
it
is
important
to
recognize
that
we
are
definitely
a
part
of
the
city
and
that
the
issues
of
people
in
Scarborough
are
important
as
well
or
the
issues
that,
on
the
reverse,
the
issues
that
council
debates
and
discusses
are
important
to
the
residents
of
Scarborough
as
well.
So
I
I
think
it
is
important.
Tonight.
I
actually
applaud
the
initiative
to
come
out
here
and
I
I
do
hope.
K
C
You
thanks
counselor
Shen
members
of
the
committee
wishing
to
ask
to
step
in
and
any
questions
all
right.
Well,
thank
you
very
much
for
your
time.
Miss
Garrett
and
appreciate
your
input,
miss
Adina,
Lobo,
Canadian,
Association
of
Retired
Persons
and
then
again
just
to
stay
out
of
the
list
here.
Sarah
Clement,
agha,
Brenda,
Thompson,
Derrick
Moran
are
the
next
three
that
come
after
after
miss
Leveaux,
so
welcome.
Thank.
L
You
very
much
my
name
is
Adina
LeBeau
I
am
the
ambassador
for
carp,
Toronto
and
also
chair
of
the
Budget
Committee
for
the
Toronto
seniors
forum
at
City
Hall.
Thank
you
for
the
opportunity
to
come
out
to
Scarborough
today.
The
long
term
financial
plan
is
a
very
important
document
and
we
appreciate
the
analysis
and
detail
that
staff
provided
in
the
report.
However,
we
disagree
fundamentally
that
there
are
three
options.
L
There
is
only
one
option
for
council
to
choose:
option
three:
broader
city
building
the
other
two
program
cuts
and
our
maintaining
services
at
2018
levels
for
the
long
term
are
non-starters,
because
the
city's
population
and
needs
are
growing
by
leaps
pounds
and
projections
over
the
next
four
to
five
years.
Don't
show
this
growth
slowing
down,
but
speeding
up,
Toronto
City
Council
for
many
years
has
avoided
dealing
with
its
revenue
generation
challenge,
but
must
take
this
on
now.
The
long
term
plan
shows
that
the
chickens
are
coming
home
to
roost.
L
If
the
city
keeps
to
its
current
practices
of
setting
property
tax
rate
increases
solo,
while
not
introducing
any
new
using
the
revenue
tools,
the
city
could
have
a
one
point.
Four
two
billion
dollar
funding
gap
in
five
years-
and
this
is
unacceptable
seniors-
are
not
only
big-time
voters.
We
are
deeply
concerned
about
our
children,
our
grandchildren
and
our
great-grandchildren
futures.
L
We
are
all
about
making
the
city
a
better,
more
inclusive
and
equitable
place
for
everyone,
and
finding
new
revenue
sources
is
part
and
parcel
of
councils
ongoing
mandate.
We
definitely
do
not
want
these
challenges,
kick
down
the
road
and
passed
on
to
our
children
and
grandchildren
and
are
looking
for
municipal
leaders
who
will
take
on
the
challenge
and
we
will
be
out
in
full
force
and
support
you
for
the
next
municipal
election.
L
If
you
do,
Council
has
approved
several
strategies
that
need
to
be
funded,
and
we
will
talk
about
that
later
today,
including
the
poverty
reduction
strategy,
Toronto
senior
strategy,
fair,
pass
program,
strong
neighbourhoods,
youth
equity,
newcomer
housing,
opportunities,
Toronto,
Recreation,
Services,
child
care,
climate
action
and
middle
high
childhood
strategy.
Solutions
must
be
found
for
the
increasing
numbers,
a
hundred
and
one
thousand
that
are
on
the
social,
housing,
waitlist
and
solutions
to
the
dangerous
critical
situation
of
the
TTC.
L
During
rush
hour,
the
hundred
and
eighty
nine
thousand
on
the
recreation
waiting
list
and
the
three-year
waitlist
for
vulnerable
seniors
to
get
dental
care,
15,000
children,
waiting
for
childcare
spaces
and
Toronto's
27%
child
poverty
rates
the
highest
in
Canada,
and
we
also
have
52%
of
the
workers
who
don't
have
stable
and
secure
jobs.
The
numbers
will
only
get
larger
now
is
the
time
to
start
doing
something,
invest
and
reverse
the
trend.
In
order
to
act,
we
need
both
creative
thinking
by
Council
and
cooperation
by
all
orders
of
government.
L
The
City
of
Toronto
needs
to
show
it
serious
by
using
its
available
revenue
tools
to
prime
the
pump
we
have
to
ante
up
in
order
to
get
other
orders
of
government
to
contribute
their
share.
A
property
tax,
1%
increase
would
cost
the
average
homeowner
of
a
six
hundred
and
twenty
four
thousand
dollar
property.
An
additional
twenty
eight
dollars
per
year.
That's
fifty
cents
a
week,
two
percent,
fifty
six
dollars
and
each
point
brings
us
three
six
million
dollars
into
our
kitty
and
then
there's
the
amount
of
operating
money.
L
L
Lastly,
I
understand
that
the
long-term
financial
plan
may
not
be
brought
forward
to
Toronto
City
Council
for
debate.
I
urge
strongly
urge
Executive
Committee
to
bring
this
plan
forward
now
for
discussion.
It's
about
the
future
of
our
city.
It
should
be
the
basis
and
foundation
for
the
upcoming
election
campaigns,
educating
voters
and
getting
feedback
from
them
as
to
what
they
want
for
our
great
city.
It's
really
important
that
the
councillors
know
about
nothing
could
be
more
and
what
you
will
learn
during
this
process
is
absolutely
critical
for
the
future
of
our
city.
C
M
Hello,
thank
you
Mary
Merritt
or
Ethan
counselor's.
The
overall
messages
of
this
excellent
report,
I,
think
they're
being
repeated
not
just
here,
but
to
all
the
residents
in
Toronto.
Two
of
the
most
important
messages
that
I
got
from
this
report
is,
firstly,
that
there's
a
serious
misalignment
between
council
priorities
and
council
funding.
It's
it's
huge,
and
the
second
important
message
to
me
was
that
relying
on
current
funding
sources
means
that
the
city
will
be
unable
to
maintain
current
service
levels,
which
is
a
serious
concern
to
me,
because
I
think
current
service
levels
are
already
insufficient.
M
So
the
idea
of
reducing
even
those
service
levels
is
problematic.
So
I
came
to
here
to
ask
you
the
following:
firstly,
to
show
that
you
take
this
like
I,
said
excellent,
comprehensive
reports
seriously
by
please
taking
it
to
the
full
council
meeting
so
that
it
can
be
discussed
now
and
not
in
seven
or
eight
months,
and
I
would
recommend
that
as
a
council,
we
do
commit
to
a
or
you
do
commit
to
a
city
building
direction.
My
second
ask
is
that
you
listen
to
the
recommendation
in
the
report
of
increased
engagement
of
the
public.
M
In
the
budget,
I
think
people
need
to
be
included
in
the
process
before
the
budgets
are
completed,
not
after.
Thirdly,
in
line
with
the
problem
of
the
misalignment
between
council
priorities
and
council
funding,
we
need
to
be
looking
at
increased,
including
funding
commitments
and
costing
when
council
is
adopting
policies
and
plans.
M
Finally,
I
would
just
like
to
everyone
to
examine
the
language
around
maintaining
affordability.
This
was
a
big
it's
on
our
side.
It's
in
a
lot
of
the
communications
that
were
maintaining
affordability
as
a
city.
We
are
not
maintaining
affordability,
we're
maintaining
low
taxes
and,
yes,
we
have
low
low
property
taxes
lower
than
most
of
the
GTHA,
but
no
we
are
not
an
affordable
city.
Housing
is
not
affordable.
Transit
is
not
affordable
to
many
childcare
is
not
affordable
to
many.
M
So
the
idea
that
we're
maintaining
affordability
is
is
to
me
and
to
many
many
residents
is
not
accurate.
Thank
you
very
much
for
your
time.
Thank
you
very
much
for
this
report
and
thank
you
for
coming
to
Scarborough.
I
I.
Don't
live
in
Scarborough,
but
I
came
out
for
this
meeting
and
I'm
glad
to
have
the
opportunity
to
do
so.
G
Thank
you
very
much,
sir
I'm
over
here.
Sorry
with
respect
to
the
importance
of
having
this
report
be
before
City
Council
and
perhaps
having
city
council
take
a
position
on
the
the
city's
future
long
term
before
the
election.
How
how
important
is
that
is?
Is
there
something
that
critically
has
to
be
done,
or
is
this
something
that
that
we
should
hunt
down
the
the
road,
as
suggested
by
the
city
manager,
from.
M
My
perspective
and
I,
it's
certainly
critical
that
it's
done,
because
it
affects
every
single
thing
we
do
in
the
city.
It
affects
how
we
run
the
city,
it
affects
the
future,
it
affects
the
present
and
it
the
time
is
now
it's
it
shouldn't
be
many
months
from
now,
so
I
think
it's
critical
that
it
goes
to
Council
with
a
lot
of
work
has
been
put
into
this.
It's
very
important.
The
messages
are
important,
so
it
should
go
to
council,
not
just
a
committee
and.
G
And
should
it
not
go
to
City
Council?
How
do
we
have
this
conversation
around
new
revenue
tools
regarding
the
the
future
long-term
fiscal
health
of
the
city
like?
How
do
we
have
that
discussion
on
the
even
of
election
if
we
don't
get
it
before
council
like
this,
is
that
something
happens
on
the
campaign
trail?
Is
that
happen
like
I'm,
just
trying
to
figure
out
how
do
we?
How
do
we
have
that
discussion
in
a
much
broader
and
in
holistic
way,
but
before
we
go
to
the
polls?
Oh.
M
Yeah,
that's
a
really
good
question,
I
mean.
Obviously
the
media
will
bring
the
up.
This
will
be
on
the
campaign
trail,
but
it's
really
it's
so
crucial
that
the
city
shows
it
is
important
as
a
council,
because
residents
should
not
have
to
do
all
this
work
themselves.
It's
the
reports
been
made
by
bringing
it
to
full
council.
It
affords
residents
the
opportunity
of
learning
more
about
it.
So
there
are
other
ways
of
getting
this
information
out
there,
but
the
best
way
would
be
through
a
council
meeting
and.
G
M
By
talking
about
whether
we're
taking
a
city
building
direction
that
deals
with
affordable
by
talking
about
what
service
levels
we
can
expect
or
how
that
services,
those
service
levels
may
be
cut
that
that
all
has
ramifications
for
affordability,
I,
think
the
city's
plans
and
priorities
that
have
been
adopted,
talks
about
affordability
and
this
plan
tells
us
that
we
can't
afford
to
implement
those
other
priorities.
So
that
to
me,
that's
how
it
addresses
the
affordability
question
in.
G
This
report,
it
also
speaks
to
the
possibility
of
additional
user
fees.
It
also
talks
about
you
know,
asset
optimization,
so
that's
oftentimes
is
a
code
word
for
perhaps
privatization
like
that
could
drive
some
some
costs
up.
How
does
this
report
line
up
with
with
the
concept
and
the
pursuit
of
built,
building
more
affordable,
City.
M
I'm,
not
sure
I
can
you
know
I
can
answer
a
detailed
question
about
you
know
which
part
there's
a
lot
of
parts
in
the
report
that
point
to
good
directions
to
take
in
the
future.
The
user
fees
to
me
is
it's
not
one
of
them,
but
I
think
there's
other
areas
that
it
points
to
good
options
for,
for
our
city,
like
I,
said,
increased
engagement,
looking
at
new
revenue
tool,
privatization
also
I,
don't
think.
M
That's
a
good
idea
and
I'm
glad
to
hear
mayor
Tory
clarify
his
position
that
he
is
opposed
to
privatizing,
Toronto
Hydro,
but
I.
Think
there's
so
much
in
here
that
to
look
at
it
more
fully,
we
can
find
we
can
find
what
we
need
and
we
have
it
in
other
city
plans
as
well
to
to
say
how
we
make
our
city
more
affordable.
Okay,.
C
You
councillor
Davis
any
other
councillors
wishing
to
ask
questions
thanks
very
much
for
your
deputation.
Then
we
have
just
to
make
sure
again.
We
get
people
lined
up.
We
have
Brenda
Thompson
next
and
then
Derrick
Moran
and
Fred
chilsen.
So
we
could
get
people
in
position.
That
would
be
great
and
miss
Thompson
over
to
you.
Thank.
N
You,
mayor
Tori,
Tori
and
members
of
the
executive
and
members
of
council
I
just
wanted
to
take
a
moment
to
thank
mr.
Wallace
for
his
report
and
I'm.
Sorry
that
Ottawa
has
scooped
him
up,
because
I
think
he
brought
some
much-needed
clarity
to
Toronto
and
and
I
will
definitely
miss
his
his
keen
eye.
I
think
I'd
like
to
talk
about
how
the
long-term
financial
plan
affects
the
fair
transit
program
and
the
TTC
ridership
growth
strategy.
N
Also
one
of
the
realities
of
Scarborough
is
that
if
you're
a
low-income
person
and
you
need
to
get
groceries,
chances
are
you're
going
to
be
taking
a
bus.
You're
not
gonna,
have
a
15
minute,
walk
to
a
grocery
store.
Just
for
an
example:
I
live
on
close
to
Kingston
Road,
there's
a
lot
of
Toronto
Community
Housing
on
Kingston
Road,
but
it's
not
within
walking
distance
of
a
grocery
store.
You
have
to
take
a
bus,
certainly
with
the
ridership
growth
strategy.
N
I
was
very
happy
to
see
that
there
was
improvements
to
service
on
the
Markham
102,
but
there's
still
a
lot
of
overcrowding
on
the
17,
birch,
Mount
bus
and
also
on
the
54
Lawrence
east
bust,
and
this
is
happening
at
2:00,
2:00
p.m.
in
the
afternoon
or
10:30
in
the
morning.
So
I
don't
think
we
should
have
overcrowding
in
a
city
like
Toronto.
We
have
2.8
million
people,
almost
half
of
them
take
transit,
but
there
are
much
bigger
cities
in
Toronto,
Tokyo
Shanghai,
where
they
don't
have
almost
10
times
as
many
people.
N
Certainly,
there's
been
a
lot
of
work
by
TTC
riders
trying
to
get
the
province
to
fund
TTC
services
and
they've
also
asked
the
city,
the
TTC
Commission,
to
put
more
funding
into
TTC
services,
and
it
ends
up
being
just
this
little
circular
dance
where
the
city
says.
Well,
we
don't
have
the
money
and
then
you
go
to
the
province
and
they
say
well.
N
The
city
won't
raise
their
property
taxes,
so
we're
not
giving
them
any
money
and
I
think
that
that
dance
has
to
stop
and
we
have
to
actually
sit
down
and
seriously
contribute
something
toward
that
goal.
There
are
700
million
dollars
needed
for
transit
service
to
improve
it
adequately
in
Toronto
and
I.
N
Think
both
parties
have
to
give
a
little
bit
on
that
I
guess
in
conclusion,
I
would
just
say:
please
don't
cut
services
and
don't
just
maintain
them
either
raise
new,
raise
new
revenue
to
make
good
on
your
promise
and
address
these
much-needed
improvements,
keep
it
public
and
please
bring
it
to
Council.
Thank
you.
C
A
N
I
think
there's
going
to
be
with
the
current
transit
plan,
there's
going
to
be
a
bus,
a
new
bus
terminal
with
2040
T,
C
bus
bays
next
to
the
Scarborough
town
centre.
That
tells
me
we're
going
to
have
more
people
taking
buses
and
we
did
before
and
that
we
really
need
to
have
that
service
in
place.
Okay,.
A
A
N
A
N
A
C
First
of
all,
because
you
made
reference
to
some
of
these
things
and
I
wasn't
clear
that
the
reference
you
know
acknowledged,
for
example,
on
the
fare
equity
past
that
for
the
first
time
ever,
there
is
funding
this
year
to
begin
the
implementation
of
a
fare.
Could
he
pass
for
the
first
time
and
you'll
acknowledge
that
that
is
happening,
and
it's
been
part
of
our
poverty
reduction
strategy?
C
Yes,
all
right,
and
then
the
same
we've
talked
about
the
shopping
example
and
you'd
acknowledge
I'm
sure
that
the
hop-on
hop-off
transfer
is
meant
to
precisely
address
some
of
the
kinds
of
people
you
talked
about,
who
have
to
take
the
bus
or
choose
to
take
transit.
We
like
them
to
choose
to
take
transit
to
go
shopping
and
that
if
they
can
do
their
shopping
within,
say
the
two-hour
window,
that's
likely
to
be
picked
that
this
would
allow
them
to
do
that
at
a
an
attractive
cost.
In
other
words,
they
don't
have
to
pay
twice.
Yeah.
N
C
O
Just
want
to
say
about
me
speaking
at
this
meeting.
This
shall
not
be
deemed
to
be
in
any
way
my
consent,
Express
are
implied
and
doing
so
is
fraud.
God
bless
her
Majesty.
The
Queen
and
long
live
her
Majesty.
The
Queen.
You
know
I,
think
like
to
think
of
this.
Lady
is
the
matriarch
of
the
Northern
District
Library.
O
O
O
Participants
suggested
potential
solutions
to
this
challenge
include
expanding
the
open
data
program
to
include
more
topics
and
sources,
creating
more
dialogue
and
opportunities,
and
here's
the
best
part
for
the
public
to
ask
questions
and
I
he's
not
here
right
now,
geez
and
I
just
wanted
again
thank
before
he
leaves
city
manager,
Peter
Wallace,
who
not
many
people,
know
this
answered,
Miguel's
simple
question
that
Miguel
had
for
him
at
that
initial
Toronto
parking
authority
meeting.
Because
of
that
whole
you
know
the
OPP
is
investigating
things.
O
O
If
you
guys
can
ask
us
questions,
we
should
be
able
to
spend
five
minutes
asking
you
guys,
questions
and
this
expensive
city
staff
for
that
we're
all
stuck
paying
for
I
did
a
freedom
of
information
on
it
and
what
I
got
was
a
signed
letter
from
Daphne
Donaldson,
saying
the
council
procedures
do
not
include
a
provision
on
the
public's
ability
to
ask
questions
of
staff
or
members
of
council
during
council
or
committee
meetings.
As
a
result
of
this,
the
public
does
not
have
this
right.
O
She
implies
in
here
that
we
don't
have
that
right
unless
you
people
that
go
around
every
four
years
begging
for
our
vote,
give
us
that
right.
Well,
a
guy
named
Scott
Duncan
on
Twitter
weighed
on
this.
He
doesn't
even
really
like
me
and
what
he
said
was
seriously
seriously.
She
just
said:
Daphne
Donaldson,
that
if
the
City
of
Toronto
doesn't
explicitly
grant
a
right,
then
you
don't
have
it
let
that
sink
in
I'm
here
to
tell
you
all.
My
rights
and
freedoms
do
not
come
from
public
servants
that
Joe
Penna
Chetty.
O
C
C
D
Okay,
thank
you.
My
name
is
Fred
sorry,
my
name
is
Fred
chilsen
I'm,
the
recording
secretary
at
local,
79
and
I
grew
up
in
downtown
Toronto.
The
old
city
I
grew
up
in
the
East
End
and
I
had
a
father
who
worked
for
the
city,
so
I
was
able
to
always
have
this
idea
of
the
city
being
this
place
on
the
hill,
where
people
provided
services
that
people
needed.
You
know
if
you
were
down
on
your
luck.
The
city
would
help
you
with
the
hand
up
to
kind
of
get
you
back
on
your
feet.
D
Those
days
are
starting
to
become
fewer
and
fewer
for
our
staff.
We
don't
feel
that
sense
of
there's
a
pride
in
public
service,
but
there's
also
a
stress
when
you
go
into
work.
Thinking
am
I
next
when
I
say
that
we
see
the
cuts
happen.
All
the
time
now,
the
report
had
stated:
there's
27
directly
employed
staff,
the
City
of
Toronto
20,000
of
them
are
local
79,
not
sure
many
of
you
aware,
but
the
majority
of
our
membership
is
actually
part-time.
That's
the
status
that
we've
created
with
positions
that
aren't
being
filled
left
and
right.
D
In
the
2018
budget
there
were
cuts
to
trying
to
employment
social
services.
There
were
cuts
to
Toronto
court
services
in
the
division,
I
come
from
a
long
term
care
we've
had
outbreaks
going
on
in
almost
all
ten
of
our
long
term
care
homes
for
months
as
a
result
of
just
not
having
enough,
we
have
the
staff
there,
but
we
don't
have
them
on
shift.
That's
a
decision
made
by
the
city
we
have.
Our
service
levels
are
decreasing.
D
D
At
the
end
of
the
year,
the
city
employees,
employee,
a
and
employee
B
and
throughout
the
year
employee,
a
say
in
June
decides
you
know
what
I
don't
want
to
be
here
anymore
and
they
leave
now,
instead
of
the
city,
hiring
somebody
to
do
the
work
of
employee,
a
the
city
says:
hey
employee,
B,
you're
gonna.
Do
the
rest
of
that
work
and
the
city
saves
that
funding
that's
an
example
of
gapping
we're
seeing
that
happen
all
over
in
every
city,
division
all
over
the
place
and
is
creating
massive
massive
stress
for
our
membership.
D
D
The
other
major
problem
that
we're
going
to
start
seeing
is
that
you're
gonna
have
a
massive
graying
of
your
public
service.
They're
all
retiring
I'm
thankful,
I'm,
32
I've
been
at
the
city
since
I
was
16
so
but
I'm
I'm
a
variable
praise
everybody
else.
Most
of
our
membership
is
in
their
50s,
the
close
to
sixty
with
almost
30
years
of
service,
they're
all
gonna
retire,
and
there
really
is
no
plan
for
the
city
to
turn
around
and
hire
all
these
people
to
all
these
positions
that
we
really
need
them
to
do.
D
The
other
major
thing
that's
happening
is
you
said
it
earlier
that
we're
relying
on
a
tech
change,
but
in
a
lot
of
her
divisions
there
is
no
budgets
actually
Trainer
people
in
that
the
newer
technologies
that
are
emerging
in
the
work
they
do
when
people
get
deleted.
In
some
circumstances,
the
city
hasn't
kept
up
on
the
training
that
they
need.
So
what
happens?
Is
they
don't
have
the
training,
so
they
go
to
do
the
test
and
they
lose
the
test
and
they
fail
the
test
and
then
now
they're
out
of
a
job.
D
That's
a
problem
with
the
growing
demand
on
tech.
We
should
be
at
the
forefront
and
making
sure
people
are,
you
know,
capable
and
able
to
do
the
work
and
that's
an
onus
on
the
employer
to
provide
that
with
regard
to
the
assets,
the
city
can't
keep
budgeting
off
the
backs
of
our
membership.
We've
seen
this
happen
all
the
time
for
the
last
couple
years,
we've
seen
cuts
happen
and
the
cuts
happened
to
the
public
service
over
and
over
and
over
with
trona
community
housing,
for
example.
D
Our
membership
also
includes
people
who
are
at
Toronto,
Community,
Housing
and
they're
scared
because
they
see
the
tennis
first
report.
They
see
the
parts
in
it
that
speak
to
off,
offloading
to
not
for
profits
and
in
the
report
it
speaks
to
nine
billion
dollars
in
assets
that
tronic
media
Housing
owns.
It
also
speaks
to
optimizing
those
revenue
assets,
so
our
membership
obviously
has
significant
concerns
as
to
what
that
entails
and
what
the
city
intends
to
do
with
those
people
who
are
actually
in
those
public
housing
units.
Are
they
going
to
be
renewed?
D
Are
they
going
to
be?
Are
we
going
to
see
the
gentrification
of
these
neighborhoods,
where
they've
grown
up,
they've
established
ties
and
now
they're
being
forced
out
to
another
neighborhood
and
they're
told
they're
gonna
come
back,
but
they
most
of
them
actually
don't
come
back.
That's
the
rally
we're
hearing
for
my
people
who
work
in
Toronto
Community
Housing.
D
D
We
want
to
approach
the
table,
though,
as
partners
not
to
help.
So
when
there's
something
happening,
you
call
us,
so
we
can
say,
hey,
look.
We
can
notify
our
membership,
we
have
ways
of
dealing
of
addressing
them
in
a
way
that
might
diffuse
some
of
the
tensions
that
may
come
up
and
it's
frustrating
for
us
when
you
go
through
this
report
and
the
very
back
of
it,
it
names
all
the
lobbyists
corporations
that
have
come
and
not
one
of
the
cities
unions
is
consulted.
It
doesn't
make
us
feel
like
our
our
input
is
valued.
C
F
F
D
Say
for
us
it
also
speaks
there's
a
pertinent
that
directly
speaks
to
our
IT
department
at
the
City
of
Toronto
and
specifically
outsourcing
it.
So
we
see
that
and
then
we
see
words
like
efficiencies
and
we
start
seeing
other
tie-ins
to
it.
Then
we
start
thinking
of
the
napa
auto
deal
that
happened
a
few
years
ago
and
we
start
looking
at
other
ways
where
the
city
is
going.
Hey,
look,
there's
people
lurking
around
the
edges
here
and
I.
Remember
see
it.
They
speak
to
the
contractors,
they
know.
F
F
Just
add
one
last
question:
the
services
that
you
provide
through
QP
79
are
generally
well
many
of
the
core
services
and
I
guess
when
you've
just
said,
you
support
option
3,
that
it
is
a
vision
for
the
city
that
actually
delivers
those
services
at
either
current
or
expanded
service
levels.
Would
that
capture
the
position
of
your
Union
and
that
you
have
an
interest
in
building
the
city
100%.
D
F
G
Thank
you
very
much.
Mr.
mayor
and
through
you,
I
want
to
ask
a
question
regarding
the
the
sick
days
and
and
perhaps
lost
productivity
as
as
members
of
QP,
as
the
public
service
are
being
asked
to
do
more
more
with
less
and
less
through.
This
measure,
called
gapping
has
has
QP
measured
the
the
the
the
human
impact
of
gapping
on
the
membership.
We've.
D
Started:
we've
our
health
and
safety.
We
have
two
health
&
safety
consultants
that
are
booked
off
full-time
for
us,
they've
been
examining
the
rates
and
we've
noticed
significant
increases
in
amount
of
people
taking
lost
days
as
a
result
to
workplace
stress
as
well
as
some
of
our
divisions
really
deal
with
primarily
the
public
directly,
such
as
child
care
and
long-term
care.
We
actually
had
increases
in
violent
occurrences
happening
in
the
workplace
with
workplace
violence
and.
D
Definitely
go
down
because
if
we
don't
have
anybody's
there
to
do
the
work
or
you're
bringing
in
someone
who's,
not
I'll
use
long
term
care
as
an
example,
we
have
something
called
the
continuity
of
care
and
long
term
care,
which
means
you
are
served
by
the
same
people
over
and
over.
So
the
resident
knows
who's
there.
D
That's
similar,
in
other
circumstances,
where,
if
you're
bringing
in
somebody
in
the
cover
off,
you
want
to
make
sure
that
they
know
the
ins
and
outs
of
the
D
of
the
work
you're
doing
to
make
sure
you're,
giving
the
best
possible
care
and
the
best
possible
service
to
the
people.
You're
you're,
working
with
and.
G
D
100%
I
mean
you
know
we
we
care
a
lot
about
the
people,
we
serve
they're
almost
like
our
families
and
when
we
start
having
concerns
about
how
we
can
deliver
that
service-
and
you
know,
there's
roadblocks
put
in
it,
becomes
very
discouraging,
and
after
years
and
years
of
it,
you
start
getting
hopeless.
That's
why
we're
here
to
push
back
and
kind
of
say
you
know
what
enough
is
enough?
We're
gonna
make
sure
we
fight
for
the
services
we
provide.
What.
D
Low
it's
low,
we
were
striving
from
leadership
and
we
want
to
see
investments
in
the
work.
We
do
to
know
that
our
work
is
valued
and
us
as
employees
are
valued
as
well
and
just
saying
workplace
wellness
doesn't
necessarily
encapsulate
exactly.
You
know
it's
one
thing
to
have
a
barbecue,
it's
nothing
to
say,
hey!
You
know
what
you're
doing
such
a
good
job,
we're
going
to
make
sure
we're
giving
you
the
sources
that
keep
doing
that
good
job.
We're
not
seeing
that
currently.
So.
G
This
this
report,
that
are
the
long-term
fiscal
plan,
speaks
about
the
Toronto
Public
Service
agencies
and
corporations
staff
needing
to
work
together
to
to
find
the
solution
to
bring
us
to
financial
stability,
to
deliver
the
service
levels
that
residents
have
come
to
expect
and
and
what
you're
saying
doesn't
line
up
with
what
the
report
is
saying
that
is
needed.
How
will
how
your
membership,
the
Toronto,
Public
Service,
that's
represented
by
QP?
How
will
you
be
able
to
really
in
the
in
the
in
the
band
under
the
banner
of
collaboration
and
partnership?
G
D
I
mean
we
do
represent
20,000
people
who
live
and
work
in
the
City
of
Toronto.
There
is
an
election
happening
very
shortly
and
we
will
be
supporting
people
who
support,
building
the
city
up
and
not
cutting
out
services.
That's
the
initial
way.
The
second
way
is,
we
will
work
with
you,
but
we
want
to
be
treated
as
partners.
You
know
we
don't
want
to
be
as
be
pushed
aside
and
having
to
deal
with
the
scraps.
We
want
to
make
sure
we
can
do
the
job.
G
D
C
P
Sorry
I
thank
the
good
government
of
you
guys
new
committee
give
me
a
chance
to
speak
about
micro-sim.
I.
Think
me
mainly
I
want
to
express
my
concern
of
the
over
expansion
of
a
subway
to
stuff
from
Canada
station
of
how
people's
money
to
be
spent
estimated
2.5
billion.
While
we
have
three
existence
of
percent
LRT,
does
it
system?
Why
spend
so
much
dollars?
Privacy,
the
copper
or
this.
E
P
P
P
P
C
P
C
C
Q
You
Mara
Tori
and
Thank
You
counselors
Thank
You
executive
committee.
Thank
you
for
coming
out
here
to
Scarborough
and
thank
you
for
the
opportunity
for
us
to
discuss
with
you.
This
important
report
and
I
certainly
hope
that
council
gets
to
discuss
it
as
well.
I
I
think
it's
it's
counterintuitive
in
a
way
that
council
wouldn't
have
the
opportunity
to
discuss
something
so
important
as
the
long
term
financial
plan.
Q
My
one
concern
about
the
report
is
that
it
doesn't
really
mention
an
important
factor
that
we
have
to
deal
with,
which
is
a
factor
of
climate
change
and
I.
Think
that
it's
it's
the
bear
in
the
background
in
terms
of
the
reference
to
environmental
issues,
but
I
understand
that
back
in
when
David
Miller
was
mayor
of
the
city,
council
made
a
decision
that
policies
and
decisions
would
be
examined
with
through
the
lens
of
climate
change
and
I.
Q
Think
it's
really
a
even
more
important
now
considering
what
we've
seen
over
the
course
of
several
years
with
an
ice
storm
with
floods.
You
wonder,
what's
going
to
happen
next
and
I
really
believe
that
council
has
to
take
an
expansion
view
for
our
city.
We
need
to.
We
have
to
expand
our
revenues
and
we
have
to
expand
our
services,
because
I
feel
that
if
we
don't
do
that,
Toronto
will
not
be
resilient.
Q
Toronto
will
not
be
able
to
deal
with
the
factors
that
it's
dealing
with
another
for
me
in
watching
you
know,
being
a
somewhat
avid
council
watcher
over
the
last
year's
I
think
this
report
is
really
important
in
terms
of
what
it
brings
to
council.
What
it
reinforces
about
the
need
for
more
information
for
council
to
make
decisions
on
the
basis
of
information
and
evidence
and
study
I
feel
that
in
looking
at
the
long
term,
revenue
issue
the
long
term
financial
issue.
Q
I
really
think
that
in
managing
the
funds
that
we
have
right
now,
the
Scarborough
subway
extension.
It's
the
wrong
decision
compared
to,
for
example,
they
egg
linked
in
East
LRT,
which
could
be
built
so
much
more
quickly
at
less
expense
and
could
help
29,000
people
immediately
who
live
in
our
priority
neighborhoods
in
Scarborough
similarily.
The
plan
I
think
smart
track
is
a
fine
idea,
but
to
replace
the
four
stops
on
the
Scarborough
RT
that
are
going
to
be
shut
down
by
the
Scarborough
subway
extension
and
trying
to
replace
that
with
a
stop
at
Lawrence
East.
Q
C
G
Thank
you
very
much.
Mr.
mayor
and
through
youth
question
to
our
deputy
enta,
the
city
manager
outlines
the
five
key
principles
and
the
decision-making
framework.
One
of
them
is
the
value
for
money
concept
and
make
sure
we
improve
that.
But
city
council
has,
on
numerous
occasions
now
deliberately
voted
against
seeking
information
to
determine
whether
or
not
a
project,
a
capital
project
of
significant
cost
is
gonna
deliver
residents
of
Toronto
value
for
money.
G
Q
It's
astonishing
to
me
that
council
actually
voted
against
value-for-money
assessment.
It's
counsel
had
the
opportunity
to
ask
the
its
own
Auditor
General
to
perform
that
function
for
it,
and-
and
it's
astonishing
to
me
that
it
did
that
it
counsel
should
not
have
done.
That
counsel
should
use
all
the
tools
that
it
has
at
hand
in
order
for
it
to
exercise
white
stewardship
of
the
revenues
that
it
is
asking
its
its
citizens
to
contribute.
Q
So
as
part
of
it
and
counsel
I
understand
is
also
voted
against
prioritizing
its
transit
decisions,
which
I
think
is
also
astonishing,
so
I
think
for
council
to
have
the
benefit
of
discussing
this
report.
That
I
think
will
change,
maybe
will
hopefully
change
some
of
the
practices.
I
really
feel
that
council
needs
to
have
all
the
all
the
information
that
it
can
have
access
to
to
make
these
important
decisions.
G
The
the
principles
outlined
in
the
decision-making
framework
are
simply
guiding
principles.
It's
not
a
it's!
Not
it's
not
suggesting
that
we,
we
recalibrate
how
we
we
make
these
business
decisions,
they're
saying
if
you
want
to
use
these
principles,
these
principles
are
there
to
help
guide
your
decision-making
in
every
single
report
that
has
fiscal
impact.
There
usually
is
some
detailed
information
about
what
the
cost
of
a
particular
item.
That's
before
council
for
discussion.
Would
it
be
helpful
for
us
to
build
in
the
value
for
money,
proposition
or
auditing
tools
into
into
the
reports?
G
G
F
Is
we
voted
as
a
council
to
pay
all
the
100%
of
the
operating
costs
of
all
of
the
new
LRT
s
and
I'm
not
sure
that
we've
accommodated
that
in
this
plan,
I'm
going
to
ask
that?
Do
you
think
that
was
a
wise
decision
in
the
absence
of
an
understanding
of
what
the
fair
integration
is
going
to
mean
for
our
city?
Well,.
Q
F
Ad
iqual
operating
cost,
which
is
the
degree
to
which
the
provincial
government
may
subsidize
those
operations,
is
a
different
question.
I
think
not
whether
we
should
operate
I
guess
my
question
is
it's
got
to
do
with
whether
or
not
that
was
informed
to
agree
to
pick
up
100
percent
of
the
operating
cost
without
understanding
what
the
provincial
revenue
might
be
when
we
still
have
in
place
the
very
early
master
agreement
that
goes
back
to
I,
think
2000,
and
what
year
of
10.
Q
C
Thank
you,
councillor,
Davis
anybody
else,
questions
of
this
deputy,
if
not
well,
thank
you
very
much
for
your
time.
Okay.
That
would
then
bring
us
now.
If
we
can
have
our
staff,
we
can
at
least
get
a
start
on
questions
of
staff,
because
I'm
sure
there'll
be
a
fair
number
of
those
and
so
I'm
happy
to
take
a
speaker's
list
from
the
visiting
councillors.
First
and
I
see
councillor
Burke's
hand
up
there
and
councillor
Wong
cam
councillor
Davis,
okay,
so
we.
H
You
mr.
mayor
to
the
city
manager,
I
note
on
page
three
of
the
Appendix
the
longer
document
there,
a
number
of
bullet
points,
the
third
one
is
the
gap
between
service
commitments
and
revenue.
I
want
to
quote
what
you
say
here:
there
is
a
growing
gap
between
the
levels
of
spending
required
to
meet
councils,
directions
and
available
funding.
H
H
B
H
The
gap
thank
you,
I
wanted
to
make
sure
I
understood
something.
When
you
were
talking
about
the
size
of
that
gap,
you
gave
out
two
numbers:
900
million
operating
and
1.4.
If
you
include
the
capital-
and
you
referred
to
it
as
cumulative
I-
want
to
make
sure
that
I've
read
the
tip
the
chart
that
you
attached.
That's
the
900
and
1.4
are
the
actual
annual
gaps.
When
we
get
to
the
fifth
year
of
your
forecast.
Is
that
correct?
They.
B
Won't
actually
be
the
annual
gaps,
because
that
would
presume
that
the
gaps
weren't
closed
at
any
given
year.
They
will
in
fact
be
factually
closed,
but
the
the
gap
between
the
way
to
understand
this
is
not
in
absolute
terms,
but
in
relative
terms.
Yes,
it's
the
modeling
is
all
relative
under
those
assumptions,
however,
over
a
period
of
time,
there
would
be
a
gap
between
what
council
had
wanted
to
pay
for
and
what
it
could
pay
for
on
the
order
of
1.4
million
dollars.
One
point:
four
billion
one.
H
B
H
H
13,
you
have
a
couple
of
bullet
points
about
them,
setting
directions
and
priorities
for
the
city,
the
second
of
which
you
say
that
it's
important
imperative
that
the
vision,
integrate
expenditures
and
revenues.
Beyond
this,
the
mayor
and
executive
committee
could
have
broad
scope
to
determine
and
modify
the
combination
of
programs
and
strategies.
I'm
just
wondering
did
you
review
that
suggestion
against
section
22,
1
sub
1
sub
a
of
the
City
of
Toronto
Act?
It
states
that
Council
cannot
delegate
the
power
to
adopt
or
amend
the
budget
of
the
City
of
Toronto.
There's.
B
No
planned
governance
change
in
be
embodied
in
this
report.
What
we're
actually
asking
for
is
is
City
Council
to
take
on
what
we
believe
is
properly
the
mandate
executive
to
take
on
properly
the
mandate,
which
is
to
integrate
and
think
more
strategically.
Overall,
it's
not
there's
no
contemplation
of
taking
authorities
away
from
broader
council,
as
you
point
out,
that's
defined
in
the
City
of
Toronto
act.
So
so.
H
B
H
B
It
is
targeted,
but
but
against
a
range.
So
this
is
a
critical
point
and
it
was
made
earlier
by
a
Deputy
enter
round
prior
ization
prior
ization
is
absolutely
critical.
Any
reduction
should
not
be
done
on
across-the-board
basis,
they
be
done
on
a
targeted
basis,
but
it
should
be
against
a
range
or
or
whatever
are
seen
to
be
lower
priorities.
The
range
should
not
automatically
exclude
agencies,
it
should,
in
fact,
include
agencies
well,.
H
I
understand
the
point
about
agencies,
but
so
you
are
not
advocating
that
there
be
a
set
number
in
each
department
and
each
two
agency
just
right
across
the
board
you're
saying:
if
you
want
to
make
reductions,
they
should
be
specific
and
they
should
come
from
some
kind
of
priority
setting
exercise
of
council.
That
is
correct.
Yes,
okay,
thank
you.
H
On
page
27,
you
talk
about
five-year
reviews
of
services,
you
use
phrases
like
shed
services
in
various
places
and
that
there
be
some
sort
of
an
analysis
done
looking
at
what's
a
core
service
and
that
there
be
a
tool
evaluating
all
other
services.
How
does
that
differ
from
the
KPMG
core
service
review
that
we
did
five
years
ago?
Kpmg.
B
H
H
H
G
You
very
much
mr.
mayor
and
through
you
to
our
city
manager
in
the
at
the
end
of
2016,
you've
provided
the
you
provided
the
executive
committee
and
City
Council
and
update
on
the
long-term
fiscal
plan
report
and-
and
my
understanding
was
that
this
this
document-
that's
now
before
us-
was
supposed
to
come
out
in
the
second
quarter
of
2017
I
recognize
it
was
late.
It
was.
This
report
was
supposed
to
inform
us
moving
into
the
2018
budget.
G
It's
now
here
the
2018
budget
is
adopted,
but
in
your
report
in
2016
you
also
clearly
outline
that
City
Council
would
be
provided
with
some
advice
through
the
executive
committee,
and
the
City
Council
should
be
should
be
discussing
this
report.
But
in
this
report
now
your
recommendation
is
that
the
executive
committee
request
you
to
go
back
and
do
some
some
additional
investigations.
How
did
that
change?
Why
are
we
not
going
back
to
City
Council
the.
B
The
choice
about
whether
or
not
there
is
a
referral
to
City
Council
could
be
raised
at
this
committee.
The
focus
on
the
report
is
actually
getting
the
work
done
and
requesting
that
staff
engage
in
a
number
of
what
we
view
as
staff
necessary
additional
incremental
steps,
including
it's
quite
a
quite
a
significant
agenda
and
I
believe
that
the
chief
financial
officer
and
the
director
of
financial
planning
both
have
considerable
work
to
do
and
I
think
the
focus
on
the
report
is
initiating
that
work
at
the
staff
level.
G
But
but
you
would
not
object
to
city
council
actually
receiving
this
report
before
them
at
the
next
next
week's
meeting,
even
though
you
didn't
make
that
recommendation
in
in
this
report,
this
report
clearly
says
Executive.
Committee
is
going
to
make
this
request
of
you,
but
you
actually
meant
to
say
what
did
you
mean
to
say
that
this
was
supposed
to
go
to
City
Council,
the.
B
G
B
G
B
I
I
G
Just
to
clarify
the
question
is:
what
would
take
precedent
would
be
a
recommendation
of
this
committee,
or
would
it
be
the
recommendation
of
staff,
even
without
this
committee
advising
it
or
would
it
be
councils
last
direction
from
2016?
That
staff
was
to
bring
back
the
long-term
fiscal
directions
plan.
F
C
C
A
Mr.
chair
I
think
she'd,
rather
the
community's
attention
that
all
directions
that
are
made
during
a
term
of
office
do
not
automatically
carry
over
to
the
new
term,
so
it
would
really
be
up
to
the
city
manager
to
assess
the
situation
and
decide
when
and
how
the
matter
would
come
back
before.
Committee
or
council,
then.
G
That
opens
up
another
question
for
me.
If,
if
this
city
manager
is
saying
that
the
report
will
come
back
even
without
the
executive
direction,
that
his
intention
is
to
bring
back
a
fuller,
detailed,
long-term
fiscal
plan
report
in
the
new
term
of
council,
so
the
new
council
can
make
decision,
you're
saying
that
that
may
not
necessarily
happen
it
may
not
survive
this
cycle.
Is
that
correct.
A
Well,
mr.
chair
I
guess
all
I'm
pointing
I
was
the
rule
and
the
procedures
which
say
that
council
directions
expire
with
the
end
of
the
term.
It's
very
often
city
staff,
understand
that
matters
have
been
discussed
in
the
previous
term,
deserve
a
report
or
need
require
report
in
the
next
term
and
they
rely
on.
They
rely
on
their
own
assessment
of
that
situation.
But
so
I
can't
predict
what
the
city
manager
might
do
in
the
new
term
and.
B
G
It
not
make
sense
for
us
to
ensure
that
this
report
and
all
the
good
work
that
went
into
building
this
report
survived
this
city
manager
as
well
as
this
term
of
counsel.
Oh,
why
delay
this
there's,
there's
not
a
lot
and
that's
new
in
this
report.
Why?
Why
would
we
delay
this
work
until
the
new
term
of
counsel.