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From YouTube: Executive Committee - February 6, 2018
Description
Executive Committee, meeting 31, February 6, 2018
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=13015
Meeting Navigation:
0:06:57 - call to order
Agenda Items:
0:09:18 - EX31.1 - 2018 Property Tax Rates and Related Matters (Ward All)
0:10:00 - EX31.2 - 2018 Capital and Operating Budgets (Ward All)
0:09:43 - EX31.3 - Additional City of Toronto Act Reporting Requirements as a Result of Recording of Tangible Capital Assets (Ward All)
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A
Pardon
these
proceedings
and
members
of
the
public
and
the
media
who
are
joining
us
as
well
I,
want
to
acknowledge
that
we're
meeting
today
on
the
traditional
territory
of
the
Mississauga's
of
the
new
credit
First
Nation,
the
hudna
Shawnee,
to
here
on
when
dad
and
home
to
many
diverse
indigenous
peoples.
You
can
watch
us
on
YouTube
at
Toronto,
City,
Council,
live
or
follow
the
meeting
on
your
computer
tablet
or
smartphone
at
wwr.
Our
hea
have
a
class
council.
Are
there
any
declarations
of
interest
under
the
municipal
conflict
of
interest
act?
A
And
if
so,
please
indicate
the
item
number
and
the
nature
of
the
interest
and
just
to
give
people
time
to
think
about
that.
I
will
start
I
have
to
a
number
one
information
and
technology.
I
would
like
to
declare
the
following
interest
because
of
my
interest
in
the
Rogers
organizations
which
provide
telephone
and
cellular
services,
wireless
devices,
internet
and
Wi-Fi
services
and
television
services
to
the
City
of
Toronto.
A
The
interest
is
in
the
2018
information
and
technology
operating
budget,
the
Toronto
Police
Services
budget,
the
Toronto
Transit
Commission
budget
and
the
Toronto
Community
Housing
Corporation
budget,
as
it
pertains
specifically
to
funds
allocated
to
expansion
and
provision
of
telephone,
wireless
internet
and
television
services.
The
second
one
is
with
regard
to
communications
and
news
services
and
again
because
of
my
interest
in
the
Rogers
organizations,
which
benefit
from
an
external
news
aggregation
service
contracted
by
the
city
of
Toronto.
A
Specifically,
the
interest
is
in
the
2018
strategic
communications
budget,
as
it
pertains
to
funds
allocated
for
the
provision
of
news
summary
services
provided
by
Canada
news
wire
and
that's
under
item.
Madam
Clerk
under
item
IX,
31.2
capital
and
operating
budgets.
Are
there
other
declarations
of
interest
councillor
Pasternak.
B
Yeah
Thank
You
mr.
mayor
and
moments
of
caution
and
to
declare
an
interest
in
operating
capital
allocations
for
Toronto
Public
Library.
Although
my
spouse
is
on
medical
leave,
she
is
technically
still
an
employee
of
Toronto,
Public,
Library
I
believe
there's
a
scattering
of
references
to
TPL.
So
if,
when
we
vote,
if
you
could
pull
those
out,
that'd
be
appreciated.
B
A
You
Council
passed
Mac
other
declarations
of
interest,
other
declarations
of
interest.
Okay,
then
we'll
move
straight
to
the
agenda
and
deal
first
with
Rhonda
rundown
on
the
agenda
item
IX
31.1,
2018
property
tax
rates
and
related
matters
do
I,
have
somebody
to
remove
the
recommendations
of
staff
in
items.
Ix
31.1
and
e
x31
0.18
moved
by
councillor
Crawford
second
councilor
of
men
and
Wong
deputy
mayor
all
those
in
favor
opposed
Carrie.
A
We
will
hold
item
IX
31.2
for
a
presentation
from
staff
item.
Ix
31.3
is
the
additional
city
of
toronto
act
reporting
requirements
as
a
result
of
recording
of
tangible
assets.
Again.
Would
somebody
like
to
move
the
recommendations
of
the
budget
committee
moved
by
councillor
Crawford,
all
those
in
favor
opposed
Carrie?
A
Now
we
will
move
to
consider
item
31.2,
the
2018
capital
and
operating
budgets
and
we'll
begin
with
a
presentation
from
the
city
manager,
the
interim
chief
financial
officer
and
the
executive
director
of
financial
planning.
What
I'd
like
to
suggest
members
of
the
committee
and
councillors
is
that
we
have
round
one
of
questions
or
one
round
of
questions
on
both
the
capital
and
operating
budgets,
which
can
include
questions
on
the
new
staff
reports.
A
Is
that
satisfactory
to
everybody
all
right?
That's
how
we'll
proceed
then
and
I
would
welcome
our
staff
and
just
say
in
advance
something
that
I've
said
before
I
think
not
here
this
year,
but
to
say
thank
you
in
advance
for
all
the
incredible
work
that
your
whole
team
behind
you
behind
you
meeting
not
geographically
today,
but
behind
you
that
work
with
you
have
done
all
year
on
getting
us
to
where
we
are
with
the
budget
process.
It's
I
know
for
my
own
exposure
to
it.
A
C
You
so
much
mayor
and-
and
let
me
start
off
by
echoing
the
mayor's
appreciation
for
for
the
really
fantastic
amount
of
work
done
by
by
staff
Jozy
la
vida,
as
always,
has
led
the
budget
process
joe
Farag
has
stepped
in
as
the
acting
CFO.
It
is
a
it
is
a
long
and
complicated
process,
but
but
I
do
think
that
staff
have
worked
extraordinarily
hard
to
meet
the
expectation
of
of
council
and
I
will
actually
start
on.
C
We're
tabled
as
part
of
the
preliminary
budget
we
assumed
as
a
starting
point
and
respecting
that
this
is
a
policy
choice
by
this
committee
and
a
policy
choice
by
ultimately
by
Council
in
terms
of
residential
property
tax.
We
set
as
the
initial
marker
associated
with
that
the
assumption
residential
property
tax,
increasing
at
the
rate
of
inflation
that
having
been
the
city's
policy
over
the
last
number
of
years.
So
we
used
that
as
a
starting
point.
C
As
a
marker,
we
further
incorporated
the
directions
provided
to
us
by
as
staff
by
city
agencies
appointed
by
Council,
and
that
includes
TTC
and
TC
HC,
and
within
that,
what
we
did
was
we
brought
in
the
TTC
revenue
package
of
no
fare
increase
using
that
as
a
baseline.
So
that's
our
starting
point
in
terms
of
our
understanding
of
council
expectations.
We
then
work
to
deliver
something
that
was
I.
Think
very
important
council
had
earlier
in
2017
established,
essentially
a
zero
target,
no
net
increase
for
city
programs
and
agencies.
C
Staff
worked
to
do
that
and
I
do
think
that
that
staff
were
overwhelmingly
successful
in
achieving
that
that
mark
frankly,
at
the
start
of
the
2017
budget
process,
we
did
think
it
would
be
a
stretch
to
achieve,
by
and
large
a
net
zero
a
zero
impact.
We
were
largely
able
to
to
achieve
that
and
in
fact
we
were
essentially
able,
through
that
process,
to
achieve
a
balanced
budget.
We
were
able
to
absorb
virtually
all
of
the
budget
based
budget
pressures
in
city
programs.
C
I'll
talk
about
that
in
a
little
bit
and
then
deliver
to
a
budget
committee,
axon
start
of
the
preliminary
budget,
a
modest
but
real
positive
variance
of
about
3.7
million
dollars
the
net
increase.
So
this
is
the
upper
right
hand
box.
There
was
very
modest:
the
net
increase
was
a
little
bit
under
1%,
and
that
was
driven
essentially
by
things
that
that
we
had
already
bought
and
they
were
shelter,
demand
on
city
programs
and
prior
year
decisions.
C
Essentially,
the
cost
of
opening
the
additional
level
of
service
in
the
TTC
associated
with
Toronto
York
subway
and
debt
servicing
costs.
We'll
talk
a
little
bit
about
the
debt
servicing
cost
as
we
go
through,
but
that
a
little
bit
less
than
1%
increase
as
a
starting
point
essentially
reflects
absolutely
flat
service
levels
and
then
pushing
back
very,
very
hard
on
any
inc.
Mental
expenditures
only
acknowledges
that
expenditure,
which
is,
in
effect
already
happened
already
legally
obligated.
C
The
meeting
the
shelter
demand
and,
of
course,
the
TTC
and
death
service
cost
one
of
the
reasons
that
the
budget
was
able
to
show
and
a
very
strong
reason
why
the
budget
was
able
to
show
on
a
preliminary
basis.
A
positive
variance
was
the
extraordinarily
strong
revenue
support
through
the
year
and
through
the
year,
land
transfer
tax
increased
by
eighty
five
million
dollars,
and
we
had
a
further
increase
of
fifty
five
million
dollars
in
assessment
growth
assessment
growth
is
an
annual
process.
We
do
understand
that
that
will
happen.
C
The
eighty
five
million
dollars
in
land
transfer
tax
is
a
very,
very
significant
increase
to
our
starting
point
for
the
preliminary
budget.
Having
said
that,
we
still
built
into
the
budget
a
small
number
of
short
term
measures.
These
are
not
large
relative
to
prior
years,
and
they
are
also
decisions
put
in
front
of
the
preliminary
budget
by
City
boards,
so
TCH
C
has
a
material.
Community.
C
Housing
has
a
bridge
of
about
eighteen
million
dollars
baked
into
the
built
into
the
twenty
into
the
2018
budget,
effectively
deferring
a
payment
in
a
sinking
fund
given
TCH
C's
financial
position.
It
simply
makes
no
sense.
They
fell
from
a
board
perspective
to
make
that
payment,
so
that's
deferred
until
at
least
2020.
There
were
also
some
reserve
drawers,
particularly
the
TTC
chose
to
in
order
to
limit
its
impact
on
the
net
increase,
chose
to
withdraw
about
fourteen
million
dollars
from
its
Stabilization
Reserve.
C
There
is
significant
incremental
spending
in
capital
and
that's
essentially
a
function
of
the
incremental
room
created
by
two
factors,
one
of
which
is
Josie
Levitas,
very,
very
hard
work
in
aligning
cash
flow
to
actually
directly
reflect
project
timing
and
actually
creating
a
little
bit
of
space
there
and
the
other
even
more
significant
measure
is
the
Ontario
gas
tax
that
was
announced
at
the
end
of
at
the
beginning
of
2017
actually
created.
2016.
C
Excuse
me
created
about
a
billion
dollars
of
mental
room
over
the
course
of
the
the
ten-year
plan,
so
that
is
the
preliminary
budget
at
launch
back
in
28
2017.
That
then
goes
to
Budget
Committee
and,
from
this
point
over
I'll,
be
presenting
the
outcome
from
Budget
Committee
as
a
recommended
Budget
Committee,
as
you
know,
as
a
subcommittee
of
executive.
C
So
this
is
recommended
by
Budget
Committee
to
two
executive
committee
and
essentially,
if
I
can
go
to
the
bottom
box,
their
Budget
Committee
indicates
that
that
recommends
to
this
committee
to
executive
that
there
be
an
incremental
124
million
dollars
worth
of
gross
expenditure,
that
nets
out
to
about
53
million.
That
includes,
and
then
the
details
of
that
are
in
the
sub
Beloit's
94
million
dollars,
of
which
29
is
net
impact
on
the
tax
base
for
poverty
reduction,
6
and
9,
respectively
for
transit
improvement
and
safe
mobility.
C
So,
ultimately,
the
highlight
numbers
are
up
in
the
upper
right-hand
section
of
the
note
where
gross
expenditure
goes
up
by
3.6
percent
and
that
expenditure
goes
down
up
by
3.2
percent
I'll
walk
through
that
that
box
in
just
in
the
next
page,
which
has
essentially
shows
how
that
those
percentages
get
broken
down
by
on
a
program
basis
and
city
programs
are
now
they
had
been
a
little
bit
lower.
They're
now
at
2.3
percent,
Accountability
offices
continue
to
grow
relatively
strongly,
albeit
off
a
relative
off
a
very
small
base.
C
Ttc
grows
by
four
4.5%
Toronto
Community
Housing
increases
at
essentially
the
rate
of
inflation.
Toronto
police
service
in
toronto.
Police
service
board
continued
to
be
very
strongly
disciplined
with
a
zero
percent
increase.
Overall,
you
see
the
rest
of
the
numbers
there.
So
the
overall
service
delivery
package
increase
of
the
service
delivery.
Focused
programs
go
up
by
about
two
point:
one
percent
or
coincident,
with
the
rate
of
inflation,
capital
financing
and
the
operating
impacts
of
capital
financing.
So
to
be
very
clear,
this
isn't
the
capital
budget.
C
This
is
the
operating
ramifications
of
decisions
already
made
by
council
in
terms
of
capital.
Financing.
Does
continue
to
place
pressure
on
the
operating
side,
with
capital,
from
current
continuing
to
rise
in
accordance
with
council
policy,
that
is
a
near
twenty
percent
increase
council
will
ultimately
need
to
consider
whether
or
not
that
is
a
sustainable
rate
of
increase
and
whether
or
not
some
of
this
might
be
more
properly
financed
through
debt.
C
That
will
certainly
be
a
conversation
that
staff
will
bring
forward
as
part
of
the
2019
budget
process,
debt
charges
and
again
these
are
debt
charges
for
things.
Council
has
already
purchased
these
aren't
going
forward.
This
is
already
what's
what's
in.
The
plan
continues
to
grow
strongly
at
about
ten
percent.
So
that's
what
gives
the
total
capital
financing
of
nearly
fourteen
percent,
so
the
overall
net
budget
increase,
as
we
indicated
on
the
prior
page,
is
3.2
percent
driven
a
little
bit
by
increases
in
programming,
but
mostly
by
increases
in
debt
financing.
C
The
revenue
picture
is
on
the
next
slide,
gross
revenues
overall
rise
by
3.6
percent.
That's
the
overall
budget
impact,
that's
a
modest
increase
of
about
four
hundred
million
dollars
the
basis
for
that,
and
we
have
a
chart
that
explains
this
a
little
bit
later.
So,
while
graphic
so
I
won't
spend
much
time
on
this,
but
again
essentially
it
is
a
function
of
strong
ml.
Tt
growth
ml
TT
continued
to
increase
in
the
period
four.
The
preliminary
budget
put
forward
by
staff
to
the
budget
committee.
C
Consideration
Budget
Committee
therefore
had
at
its
availability
an
approx
extra
ten
million
dollars.
So
the
total
number,
not
the
total
number,
but
the
number
available
to
budget
committee
was
now
95
million
dollars.
So
that's
put
into
the
the
budget
assessment
budget
recommendations
by
Budget,
Committee
assessment
wrote
continued
to
rise
during
that
period
and
a
relatively
small
tax
penalty
revenue
increase
as
well,
so
the
revenue
picture
available
to
Budget
Committee
continues
to
be
overwhelmingly
positive
and
and
and
grew
even
from
the
staff
staff
budget.
C
Having
said
that,
even
with
that
growth,
Budget
Committee
is
recommending
to
this
committee
that
the
at
the
start
of
the
budget
process
there
be
an
additional
reserve
draw
against
two
areas:
the
first
being
the
shelter's
reserve
to
reflect
the
increased
expenditure
on
shelter
being
undertaken
in
the
course
of
this
year
and
the
about
14
million
dollars
from
the
tax
rate.
Stabilization
Fund
there's
also
a
one-time
ask
from
the
Toronto
parking
authority
for
a
dividend
of
approximate
of
3.4
million
dollars.
C
So
that's
the
overall
revenue
picture
again,
essentially,
a
function
of
very
strong,
continued
land
transfer
growth,
fully
incorporated
into
the
budget
and
reserve
draws
on
the
shelters
and
tax
rate
stabilization
to
show
that
in
graphic
terms,
ml
TT,
the
total
year
over
in
year-over-year
increase,
including
policy
change,
including
full
annual,
is
a
shion's
into
the
2018
budget
is
a
hundred
and
two
million
dollars.
Provincial
funding
contemned
contributes
an
incremental
68
million
dollars.
The
grand
total
of
property
tax
assessment
growth
is
68,
so
those
are
all
essentially
decisions
that
are
available.
C
Those
are
eventually
revenue
increases
available
without
any
council
decision.
These
are
things
that
have
happened
that
are
very
positive.
These
are
things
that
have
happened
because
of
the
very
strong
performance
of
the
provincial
economy
and
the
continued
uploads
and
other
things
associated
with
provincial
finance.
As
we
know,
the
provincial
finance
does
the
uploads
do
stop
at
the
end
of
this
year
in
terms
of
policy
choices
coming
from
Budget
Committee,
the
residential
tax
base
at
a
starting
point.
C
Obviously,
a
choice
made
by
this
council
but
is
initially
presented
at
two
point:
one
percent
user
increase
increase
relatively
slowly
relatively
modestly
relative
to
prior
years,
because
TTC
fairs
are
held
flat
through
that
period
and
a
number
of
other
changes.
Hotel
tax
is
a
policy
shift.
It's
not
particularly
large.
The
largest.
One,
though,
is,
is
investment
income
and
a
number
of
other
factors
associated
with
that.
C
So
that's
the
basic
revenue
picture
that
supports
the
the
budget
being
brought
to
you
by
Budget
Committee
I
will
spend
a
minute
on
land
transfer
tax
reliance,
because
that
is
the
strongest
element
of
the
budget
again
consistent.
What
was
done
in
2015,
2016
and
2017.
All
of
the
increase
is
put
into
the
base
revenue
budget.
C
The
concern
here
is
that
that
remains
a
potentially
cyclical
revenue.
It
has
not
been
cyclical
within
the
context
of
the
city
of
Toronto's
experience.
The
provincial
government
has
had
a
land
transfer
tax
for
a
longer
period
of
time.
It
has
been
cyclical
in
the
in
the
provincial
experience.
The
some
capacity
to
adjust
bullet
point
is:
is
there
as
a
marker
from
staff
and
our
acting
CFO?
C
Who
points
out
that
that
if
there
is
softness
in
the
number,
we
would
initially
recommend
to
council
that
they
look
at
the
forty
million
dollars,
part
of
that
directed
to
capital
as
a
starting
point.
That
would
require
an
adjustment
of
the
capital
program,
but
that
would
obviously
be
the
the
starting
point.
I
do
want
to
emphasize
that
the
January
results
too
are
steady
and
that,
in
fact
there
is
you
know
a
forty
five
million
dollar
estimate
exactly
on
track
with
budget
coming
in
this
just
a
month,
that's
passed
and
it
that
is
a
lagging
indicator.
C
That
is
something
that
that
one
of
these
things
that
that
you'll
see
the
the
any
change
you'll
see
well,
after
simply
because
price
or
volumes
may
fall,
but
but
the
the
impact
will
occur
later
because
we
collect
the
transfers
on
closing,
not
at
the
time
of
the
transaction
being
reported
to
draw
a
real
estate
board
or
or
other
mechanisms
just
to
spend
one
more
minute
on
this
and
I'll
repeat
the
point
a
little
bit
later.
But
but
we
spend
a
bunch
of
time
talking
about
cyclical
things.
C
The
budget
is,
is
the
reason
that
the
2018
budget
works
is
not
only
because
we
didn't
suffer
a
cyclical
downturn
in
the
numbers,
but
because
the
numbers
continued
to
increase
very
very
strongly.
So
this
is
a
very
different
budget
than
we
had
planned
in
the
2017
budget,
the
2017
at
this
time
last
year.
C
The
number
you
know
that
gap
was
closed
on
the
revenue
side
very
very
significantly,
by
land
transfer
tax
and
that
refers
to
to
the
net
pressure
on
page
10
and
I
apologize
for
the
small
print,
but
essentially
what's
happening
on
the
outlook
for
2019
and
2020
and
you'll,
see
the
numbers
of
301
and
217
I.
Frankly,
don't
put
a
huge
amount
of
weight
in
those
numbers
because,
as
counselors
have
learned
over
time,
those
numbers
are
oftentimes
work
down
over
the
course
of
the
year.
C
Programs
oftentimes
prevent
very
significant
pressures
as
part
of
the
early
budget
process
and
we
have
been
able
to
work
them
down
and
we're
able
to
work
them
down
essentially
two
to
zero
on
the
city
staff
over
over
the
over
the
time.
However,
there
are
two
things
that
that
have
become
apparent.
First,
is
that
that
overall,
by
the
time
were
through
the
budget,
much
of
those
expenditures
are
actually
realized
if
they're
not
realized
in
the
staff
budget.
C
C
What
has
actually
happened
and
the
reason
that
that
the
kind
of
consequences
that
are
the
concerns
we
flagged
in
2017
and
in
early
years,
essentially
have
not
been
realized
is
because,
over
the
last
four
years,
land
transfer
tax
has
increased
by
four
hundred
million
dollars,
so
an
average
increment
of
a
hundred
million
dollars
a
year
so
effectively.
That
is
the
basis
of
budget
planning
going
going
forward.
C
There
are
a
couple
of
other
notes
and
I
noted
it
in
passing
earlier,
but
this
is
the
last
year
of
the
provincial
uploads,
and
particularly
the
Ontario
Works
upload
provides
part
of
that
positive
variance
of
sixty
eight
million
dollars.
We
saw
earlier
in
terms
of
transfers
from
other
governments.
The
same
cost
drivers
that
we
saw
increasing
expense
in
this
year,
particularly
the
debt
charges
will
continue
to
escalate
in
2019
and
2020.
C
There
will
need
to
be
a
policy
conversation
about
capital
from
current
and
whether
or
not
that
continues
at
the
at
the
same
rate
of
increase.
Page
11
then
takes
us
to
the
future
policy
implications,
and
we
should
know
that
that
this
budget
does
make
very
very
significant
investment
from
Budget
Committee,
not
from
the
staff
budget,
but
very
significant
investment
from
the
Budget
Committee
in
core
programs
and
capital
priorities.
There
is
incremental
resources.
There
is
a
structural
gap
between
expense
and
revenue
and
structural
gap
offense.
We
refers
if
we
take
out
the
MLT
t.
C
That
is
a
good
indication
of
the
day
of
the
the
gap,
potential
gap
between
expense
and
revenue
on
a
going-forward
basis.
Obviously,
if
ml
TT
declines
will
have
an
issue,
but
even
if
ml
TT
does
not
continue
to
increase
at
the
same
rate,
there
will
need
to
be
some
budget
adjustments
in
2019
or
2020.
The
obvious
mechanics
will
that
be
obviously
an
increase
in
some
other
revenue
source
or
a
decrease
in
service
service
levels.
This
does
not
necessarily
have
to
be
property
tax.
C
There
are
other
revenue
measures
available
to
the
the
city,
and
the
concern
I
have
here
is
not
that
that
the
only
concern
I
have
here
is
the
divergence
between
increasing
levels
of
service
and
essentially
flat
base
budget
decision
making.
I
do
want
to
emphasize
that
that
true,
the
budget
directions.
C
That
counsel
has
provided
to
us
and
I'm,
going
to
reiterate,
I
believe
the
very
strong
work
by
staff
and
the
work
we've
done
with
Budget
Committee
total
spending
remains
as
we
adjust
it
very
much
under
control,
and
there
are
two
important
measures
associated
that
which
basically
normalize
for
for
inflation
and
other
factors.
If
you
look
at
on
the
twelfth
page
of
the
presentation,
we
can
see
that
total
spending,
when
adjusted
for
inflation
and
halation
growth
relative
to
2010,
is
flat.
C
It
shows
it
going
down,
but
but
in
practical
terms,
it's
essentially
flat
there's
been
a
shift
in
in
composition
with
TTC
and
other
areas,
growing
to
some
modest
extent.
Cost-Shared
programs,
reflecting
provincial
uploads,
dropping
a
little
bit
rate
programs
again
increasing
in
terms
of
the
total
total
spending
and
just
to
be
clear.
This
is
a
chart
that
shows
essentially
the
overall
impact.
C
Again,
the
numbers
are
stable
and
actually
a
little
bit
down
2017
over
2018,
reflecting
that
the
overall
economy
continues
to
grow
a
little
bit
more
rapidly
than
than
the
gross
city
budgets,
and
the
last
chart
is
just
simply
an
all
wind
chart
shows
everything
combined
just
to
give
a
sense
of
the
total.
The
total
impact
of
the
budget
and
recommendations
from
Budget
Committee
in
front
of
executive
committee.
The
overall
impact
on
both
expense
and
revenue
is
a
little
bit
under
13
million
dollars
on
the
expense
side.
C
The
vast
majority
of
that
is
devoted
to
service
delivery
and
on
the
revenue
piece
you
can
see.
The
the
breakdown
of
that
this
chart
is
just
to
give
a
sense
of
to
remind
us
that
the
City
of
Toronto
is
actually
a
pretty
big
business
that
when
you
take
it
all
in
all
into
consideration-
and
this
is
the
basis
of
that
of
the
earlier
per
capita
chart,
the
all
way
in
expense.
C
D
The
city
funds,
its
operating
budget,
was
projected
revenues
in
the
order
of
twelve
point
nine
billion
dollars,
as
shown
in
this
slide.
Most
of
this
revenue
has
already
been
largely
set
through
council
decisions
and
policies,
or
is
literally
not
within
the
control
of
City
Council,
as
in,
for
example,
federal
and
provincial
transfer
payments
in
the
in
the
bar
graph,
above
looking
at
it.
From
top
down
you'll
note
that
rates
have
already
been
set
for
Tonto
water
and
solid
waste
program
budgets.
D
These
were
adopted
by
council
some
two
months
ago,
as
Peter
said
earlier,
TTC
fares
have
been
debated
at
the
TTC
board
and
the
board
has
elected
to
freeze
the
fares
for
2018
user
fees
and
fines
have
been
optimized
within
Council
adopted
policies,
including
annual
escalation
policies
that
are
largely
baked
into
the
budget
already
transfers
predominantly
from
the
province.
I
think
they
account
for
about
93
to
95
percent
of
the
transfer.
Payments
have
been
set
by
provincial
program
parameters.
D
Reserves
both
program
as
well
as
corporate,
have
been
deployed
to
the
extent
possible,
and
these
include
things
like
employee
liability
reserves
and
insurance
reserve
funds.
Other
revenues,
such
as
investments,
income
and
accommodation
taxes
have
been
established
based
on
recent
new
regulatory
regimes.
You
may
recall
that
council
elected
to
proceed
with
the
prudent
investor
policies
which
will
provide
incremental
revenues
in
the
course
of
2018
and
beyond
as
well.
D
In
this
category,
there
is
dividend
income
that
we
received
from
Toronto
Hydro
2017
council
elected
to
amend
the
dividend
policy
rate
to
go
from
50%
to
60%
of
previous
years,
higher
income
and
land
transfer
tax.
As
Peter
noted,
we
moved
last
year
in
2017
to
harmonize
our
rates
with
the
province,
and
these,
as
have
been
previously
noted,
are
really
subject
to
real
estate
market
conditions,
so
which
leaves
us
really
to
the
largest
single
biggest
city
revenue
source,
which
is
property
taxation
and
that's
effectively
the
subject
of
the
slides
to
come.
D
So
in
Toronto
there
are
four
major
property
tax
classes
and
the
proposed
tax
rate
increase
for
each
of
these
classes
is
outlined.
In
this
slide,
the
residential
tax
rate
increase
is
proposed
in
a
2018
budget
to
be
a
2.1
percent,
which
is
in
line
with
the
the
cost
of
inflation
in
the
city
of
toronto.
D
Over
the
course
of
the
last
12
months
with
respect
to
the
multi
residential
tax
class,
the
province
moved
last
year
to
implement
a
regulation
to
shield
that
tax
class
from
any
future
increases,
most
notably
in
2017
and
again
in
2018,
with
respect
to
the
commercial
and
industrial
tax
classes.
Council
policy
has
seen
fit
to
reduce
the
burden
on
those
classes
and
the
commercial
and
industrial
rate
increases
will
be
1.05
and
0.7
percent
respectively.
D
Overall,
across
all
classes,
the
budget
would
propose
a
one
point:
four,
four:
seven
percent
increase,
so
these
are
really
the
implications
associated
with
the
budget,
but
there
are
other
implications
and
they're
reflected
in
the
following
slides
and
pack.
As
you
know,
the
municipal
property
assessment
corporation
assesses
the
value
of
all
properties
in
Ontario,
and
the
last
assessment
was
made
in
January
1st
of
2016,
and
that
assessment
is
used
for
taxation
years,
2017,
2018,
19
and
2020.
D
This
slide
illustrates
for
you.
The
relative
changes
across
all
classes
with
respect
to
property
values,
and
you
can
see
that
the
multi
residential
class
has
increased
at
a
greater
rate
than
the
average
which
would
but
for
the
provincial
regulation,
have
a
acted,
considerable
taxation
in
that
class.
Conversely,
industrial
would
have
faced
a
decrease.
D
E
D
Respect
to
how
we're
doing
in
terms
of
tax
ratio
implications
over
time,
this
slide
illustrates
for
you.
The
impact
of
the
council
adopted
policies
to
reduce
commercial
tax
ratios
over
time
historically
to
the
commercial
taxes
were
roughly
three
and
a
half
times
those
of
residential,
and
so
the
intent
of
the
policy
is
really
to
bring
down
the
commercial
rates
down
in
to
the
residential
rates.
As
you
could
see
from
the
slide,
the
line
the
orange
line
suggests
that
in
2018,
the
small
commercial
tax
ratio
will
in
fact
be
below
the
target,
which
was
two
point.
D
Five
it'll
be
two
point
four
for
the
Green
Line,
which
illustrates
the
multi
residential
tax
ratio
also
dropping
to
two
about
two
point.
Four,
and
this
will
be
achieved
in
fact,
in
2018,
some
two
years
ahead
of
the
2020
target,
the
large
commercial
and
industrial
tax
ratios
are
also
decreasing,
but
we
expect
them
to
reach
two
point:
five
by
2022
in
terms
of
the
implications
on
the
average
household.
D
D
This
last
slide
illustrates
how
much
an
average
homeowner
will
pay
for
the
different
programs
and
services,
as
you
can
see,
roughly
eighty
percent
of
the
tax
levy
funds,
six
key
programs,
including
police,
TTC
debt,
servicing
Fire,
Parks
and
Rec
and
TCH
C,
so
that
includes
the
tax
policy
impact
section
of
the
presentation,
I'm
just
going
to
pass
it
over
to
Josie,
who
will
take
you
through
the
2018
operating
capital
budgets.
Thank.
F
You
Joe
so
good
morning.
Everyone
I'm
gonna,
take
that
onion
and
pull
the
layers
back
a
few,
so
we
can
just
navigate
through
some
of
the
numbers,
so
you
have
a
better
some,
better
clarity
about
how
the
pieces
all
fit
together.
So
a
couple
slides
here
really
just
to
give
you
some
visuals
of
how
we
started
out
on
this
process.
F
When
we
opened
up
this
budget,
we
ended.
All
submissions
gave
us
a
ten
hundred
million
dollar
gap
between
our
costs
and
our
revenues,
and
we
employed
a
series
of
strategies.
That's
been
described
and
around
34
percent
of
that
we're
reductions
in
our
expenditures,
and
you
have
a
list
there
of
the
various
types
of
things
that
that
were
incurred,
including
efficiencies
working
with
program
areas
and
our
agencies
to
revise
their
estimates.
F
There
are
some
bridging
strategies
that
came
forward
about
48
million,
but
predominantly
what
we
were
seeing
in
this
in
this
graph
is
the
various
revenue
sources.
That'll
help
balance
this
budget
next
slide,
another
visual
for
you.
So
when
we
brought
this
budget
forward,
as
Peter
had
indicated,
it
was
balanced.
F
The
key
drivers,
which
are
on
the
right
side,
the
expenditure
side,
show
you
that
we
had
about
almost
three
hundred
and
ten
million
dollar
increase
year
over
year,
with
the
factors
identified
there,
those
that
are
external,
those
that
were
the
result
of
prior
year
decisions
as
well
as
a
few
other
things
offset
by
those
various
revenue
sources,
and
when
we
combine
that,
with
the
tax
rate
increase.
In
fact,
there
was
a
residual
that
you
see
at
the
top
left-hand
corner
in
that
bar
chart.
F
The
blue
one
of
3.7
million,
which
gave
a
bit
of
a
head
start
on
to
Budget
Committee
about
what
it
would
like
to
fund
in
terms
of
our
new.
An
enhanced
list
of
requests.
I
would
like
to
take
a
moment
on
the
next
slide
and
I
think
it's
the
the
last
key
point
about
the
preliminary
budget
and
that's
what
it
delivered
in
terms
of
our
contributions
to
TCH
see.
F
So
if
you
all
recall
that
in
2017
what
we
had
before
us
was
an
operating
budget
gap,
forty
CHC,
in
which
council
approved
thirty-one
million
dollars
to
close
that
gap.
Another
six
millions
to
have
a
six
million
to
help
with
the
Regent
Park
revitalization
and
that
really
essentially
stabilized
the
operating
budget
for
TC
HC
that
continues
into
2018.
In
fact,
they
have
some
efficiencies
that
are
being
invested
in
their
own
budget
to
help
improve
service
levels
for
repairs,
maintenance
and
cleansing
and
cleaning
sorry
cleansing
cleaning.
F
So
what
we're
seeing
in
this
budget
in
2018
really
is
a
an
investment
on
the
capital
side.
Council
had
asked
us
to
come
forward
with
a
two-year
interim
funding
solution
to
address
their
state
of
good
repair
and
for
the
first
time,
what
we
have
in
this
budget
when
it
was
launched
in
the
budget
before
you
from
Budget
Committee,
is
a
recommendation
to
include
279
million
dollars
of
city
debt
funding,
which
is
partnered,
in
fact,
with
a
hundred
and
twenty
million
of
provincial
funding
to
address
state
of
good
repair
for
two
years.
F
That
will
prevent
closures
for
this
two-year
period
until
such
time
as
we
deal
with
a
tenant's
first
strategy,
and
it
continues
those
revitalization
projects
that
are
in
flight.
So
what
is
before
you
as
a
committee
and
then
as
council,
is
seeking
authority
to
actually
increase
the
city's
contribution
to
TCH
C
as
a
shareholder
in
terms
of
actually
borrowing
debt
for
them?
F
Okay,
so
that
was
the
preliminary
budget.
This
is
a
bit
of
a
busy
slide,
but
essentially,
if
you
follow
it
with
me,
it
does
reflect
the
decisions
from
a
numeric
perspective
of
the
actions
that
Budget
Committee
took
its
recommendations.
So
we
had
two
elements
that
took
the
preliminary
budget
and
actually
reduced
it
by
six
point:
five
million
dollars,
one
was
an
expenditure
reduction
of
a
million
dollars.
The
other
to
remind
committee
was
five
and
a
half
million
dollars
that
was
sitting
in
the
budget
awaiting
as
a
placeholder.
F
It
comes
from
the
vacancy
rebate,
vacancy
rebate
decision
by
Council
last
year,
which
essentially
made
that
decision
to
eliminate
the
the
program.
50%
of
that
money
was
to
go
to
the
bottom
line
for
the
city
of
the
savings
and
the
other
50%
to
be
a
contribution
to
offset
the
cost
and
funding
of
poverty
reduction
measures,
as
well
as
distressed
retail
measures
with
the
part,
your
implementation
that
gave
us
another
and
a
half
million
dollars.
So
that
then
came
out
to
help
offset
the
increases.
The
next
grouping.
F
Essentially
a
fifty
three
million,
are
the
net
costs
associated
with
the
noon,
enhanced
recommendations
by
the
committee,
and
then
you
see
in
the
next
grouping
the
twenty
nine
million
of
funding
sources
that
help
augment
that
when
you
take
that
twenty
nine
million
and
combine
with
that
the
three
point:
seven
million
dollars
of
room,
as
well
as
the
incision
additional
assessment
growth
based
on
our
final
role,
that
balanced
the
budget
for
Budget
Committee.
So
what
we
end
up
with
is
the
eighty
six
percent
of
the
entire
budget.
F
Before
you
twelve
point,
nine
billion
is
a
total
city
budget,
and
so
the
budget,
that's
here
for
your
consideration,
is
eleven
point:
1
billion
representing
eighty
six
percent
of
the
entire
city
budget.
So,
just
a
couple
of
quick
slides
to
show
you
where
the
money
comes
from
and
where
the
money
goes
to
the
left.
F
The
next
slide
reminds
folks
that,
what's
sitting
in
this
budget
is
a
billion
dollars,
as
it
relates
to
the
operating
impact
of
capital.
So
not
only
do
we
have
the
debt
servicing
charges
from
the
borrowing
of
existing
approved
capital
projects.
We
also
have
the
capital
from
current
contribution,
and
then
we
have
another
thirty,
eight
million
in
that,
in
fact
to
actually
operate,
maintain
sustain
those
capital
projects
once
they're
completed
next
slide.
F
So
here's
a
visual
that
actually
allocates
I
shows
you
kind
of
the
scope
and
scale
of
what's
been
recommended
in
terms
of
our
new
service
and
enhancements.
We
have
grouped
them
and
in
fact,
if
you
have
received
various
packages,
there
are
some
appendices
that
take
these
categories
and
identify
all
the
new
enhanced
measures,
either
by
program
or
by
these
probe's.
F
Well,
there
are
many
here,
I
think
the
only
other
one
I'd
like
to
point
out
for
folks
is
the
last
one,
which
is
around
investments
that
help
improve
transit
and
safe
mobility.
So
Budget
Committee
has
recommended
the
reduction
in
bus
overcrowding
both
for
peak
and
off-peak.
So
it's
an
assist
of
about
a
million
this
year,
another
three
million
next
year,
the
2-hour
time-based
transfer,
the
implementation
of
traffic
enforcement
and
other
things
such
as
the
incident
management
response
on
expressways.
F
So
once
we
have
funding
for
all
these
programs,
we
actually
need
people
to
do
that
work.
So,
on
the
complement
side,
you
see
changes
in
our
service
delivery
of
about
183
positions,
reductions
in
the
base
budget
with
augmentation
based
on
our
new
enhanced,
and
there
are
various
aspects
of
those
numbers
most
notably
in
Children
Services
and
paramedics.
We're
opening
a
new
fire
station
and
the
TTC
in
particular
has
additional
operators
as
well
on
the
capital
side
and
next
slide.
F
We
also
have
an
increase
of
242
positions
and
that
is
really
to
help
support
the
capital
works
program
that
is
before
you
so
just
a
moment
on
a
couple
of
key
items
as
Peter
has
discussed
and
we've
discussed
at
length,
I
believe
on
our
land
transfer
tax.
This
is
just
a
slide
to
show
you
kind
of
the
the
overall
historical
perspective
of
what
we've
been
budgeting,
which
is
on
the
green
and
the
actual
experience
that
we've
been
seeing
in
the
blue
and
in
those
early
years
we
were
very
conservative
around
the
budget.
F
We
tried
to
maintain
a
split
between
what
we
were
budgeting
versus.
Our
actual
experience
where
we
are
today
is
rep.
The
M
land
transfer
tax
represents
7%
of
our
overall
revenue
sources.
The
40
million
dollars
that
we
refer
to
that's
budgeted,
as
in
that
number
being
contributed
to
capital,
represents
about
a
five
percent
buffer
so
that
since
2015
we've
been
doing
that
that
practice
of
matching
budget
to
actual
but
going
forward
and
you'll
see
in
the
in
the
numbers
for
19
and
20,
we
have
assumed
a
zero
increase
to
be
conservative.
F
The
second
last
point
here
really
is
around
the
bridging
strategies
we
are
lower
than
last
year,
with
the
gray
part
of
the
bar.
A
chart
represents
our
expenditures,
and
so
those
have
to
come
down
significantly.
The
blue
part
of
the
bar
represents
our
one-time
revenue
sources
and
reserve
drawers,
but
most
of
that
this
year
is
really
in
response
to
the
shelter
demand.
Twenty
four
and
a
half
million
dollars
of
that
52
million
dollars
is
directly
supporting
those
decisions.
F
Are
estimates
for
a
future
spending
of
460
million
in
total
costs
in
nineteen
and
360
in
2020,
based
on
some
revenue
sources
that
take
us
down
to
301
million
in
nineteen
and
to
sixteen
in
the
following
year,
but
in
those
pressures
for
2019
about
children,
fifty-seven
million
of
the
460
essentially
made
up
of
the
three
top
drivers,
the
reversal
of
our
one-time
bridging
strategies,
decision
impacts
from
this
year,
as
well
as
our
capital
financing.
So
that's
the
operating
budget
just
quickly
on
our
capital.
F
Again,
I
want
to
remind
folks
that
when
we
launch
the
budget,
we
came
forward
with
a
capital
plan
that
actually
added
1.1
billion
dollars
in
additional
investments
as
part
of
our
budget
directions.
We
said
that
if
we
were
able
to
find
additional
capacity,
our
key
priorities
would
be
high
needs
social
infrastructure,
ensuring
that
we
were
in
dealing
with
very
critical
state
of
good
repair,
a
Oda
compliance
as
well
as
projects
that
continue
our
progress
towards
modernization
and
innovation
and,
in
fact
that's
what
we
did
do
and
deliver.
So
how
did
we
do
that?
F
It's
very
busy
slide,
but
essentially
we
took
what
was
the
this.
Is
the
debt
view
by
year
of
our
10
year,
capital
plan,
and
essentially
we
compared
selves
annually
as
part
of
our
planning
and
our
debt
management?
What
is
in
a
in
the
budget
or
plan
per
year
against
our
debt
targets,
to
see
where
we
are
by
a
fair
amount
of
work
across
this
room
of
staff
that
are
here,
we
went
through
every
budget
to
try
to
align
projects
to
their
timing.
F
We've
implemented
stage
heating,
as
was
directed,
and
that
gave
us
some
room,
particularly
in
2018,
and
then,
when
you
take
the
next
row,
which
is
essentially
replacing
debt
with
gas
tax
funding
that
freed
up
sufficient
funding
of
1.1
billion.
That
allowed
us
to
include
those
various
project
categories.
As
a
result,
when
we
look
at
our
debt
servicing,
because
this
is
a
guide
that
we
do
use
for
both
our
capital
planning
and
budgeting,
as
well
as
to
try
to
manage
our
debt
affordability,
we
started
off
with
a
program.
F
For
you,
those
things
at
the
top,
which
were
those
that
we
brought
forward
part
of
the
preliminary
budget
and
then
the
second
half
of
this
chart
identifies
those
projects
that
were
added
at
Budget
Committee,
most
notably,
of
course,
is
the
investment
being
made
and
adding
11
additional
shelter
sites
for
a
total
of
about
one
hundred
and
seventy
nine
million
dollars,
as
well
as
some
incremental
funding
for
Union
Station
and
st.
Lawrence
North
redevelopment,
and
the
other
main
piece
here
is
accelerating
the
vision.
Zero
capital
works.
F
Next
slide,
so
as
a
result,
what
the
gain
is
before
you
is
a
10
year,
capital
plan,
the
entire
plan
at
forty
billion
for
the
for
the
city,
including
its
rate
programs,
and
for
your
consideration,
twenty
six
billion
or
sixty
five
percent.
So
the
next
couple,
slides
I,
will
just
go
through
quickly,
but
it's
there
for
your
information.
F
It
just
compares
where
the
money
is
being
spent
both
to
the
left
is
the
budget
for
the
current
year,
which
is
what
we
actually
appropriate
funds
for
and
on
the
right
side
is
the
10
year
capital
plan
very
similar
profiling
as
the
prior
year.
Then
we
look
at
the
types
of
projects
that
are
being
funded
by
our
general
categories
and
what
we're
seeing
here
on
in
both
cases
essentially
is
increasingly
a
split
between
state
of
good
repair
and
balancing
that
with
our
service
improvement
and
growth.
So
what
does
that
do
to
our
capital
plan?
F
Well,
the
spending
of
about
13
billion
in
the
state
of
good
repair
is
a
significant
amount
to
help
us
maintain
our
existing
assets
in
reliable
shape,
but
that
backlog
is
increasing
regardless,
and
if
you
turn
to
the
next
slide,
you
can
see
those
red
arrows
that
indicate
where
we
need
to
spend
more
time
and
focus.
Of
course,
the
challenge
will
be.
How
do
we
balance
that
with
state
of
good
repair
and
growth
projects
that
are
also
needed
to
address
service
demand
and
growth?
So
where's?
F
This
money
coming
from,
of
course,
on
the
left
side,
shows
the
capital
spending
our
funding
for
the
budget
and
its
various
sources,
with
the
green
ones
being
on
your
left-hand
side,
our
debt
servicing
our
debt
issuance
and
our
capital.
From
current,
representing
about
45%
of
our
funding
sources
on
the
right-hand
side,
those
same
funding
sources
are
again
about
44%,
but
the.
F
So,
as
a
result
of
the
ten
year
capital
plan
we
are
at,
there
is
a
debt
issuance,
of
course,
and
the
impact
of
the
debt
servicing
associated
with
that
and
when
you
look
at
the
debt
servicing
and
what
that
does
over
a
15-year
period,
we're
at
fourteen
point
nine
four
percent
still
under
just
under
the
50%
in
your
average
but
I've.
The
point
that
I'd
like
to
note
for
committee
is
the
first
two
years
are
quite
low,
so
we're
gonna
have
to
revisit
this
in
2019
as
we
prepare
for
the
next
year's
capital
plan.
A
Thank
you
very
much
to
all
three
of
you
and
to,
of
course,
the
whole
team
that
backed
you
up
so,
as
indicated
at
the
outset
of
the
meeting
that
would
lead
us
now
to
have
questions
of
staff,
which
would
be
questions
that
had
to
do
with
both
the
presentation.
But,
of
course
the
presentation
is
meant
to
be
a
summary
of
the
budget
itself,
and
so
I
will
ask
first.
A
A
G
A
F
So
three
mister
chair,
one
of
the
one
of
the
key
strategies
that
we
undertook
last
year
as
well
as
in
this
budget
process,
was
for
us
to
look
at
the
estimates
that
have
been
placed
in
the
budget
and
to
ensure
that
it
truly
reflected
the
timing
of
which
that
money
was
going
to
be
spent.
So
we
worked
with
program
areas
to
understand
where
they
were
in
their
various
projects.
What
kind
of
turnaround
times
might
be
require
when
that
money
would
be
necessary
and
aligned
the
cash
flow
funding
estimate
with
the
timing
and
value?
F
I
F
I
C
I
I
C
I
F
I
I
A
Understanding
counselor
trainer
was
that
it
was
the
Auditor
General
herself
who
indicated
she
couldn't
utilize
that
money,
but
that's
what
I
was
told,
but
I
somebody
may
want
to
answer
that.
I,
don't
know
your
time
is
up,
although
we
are
gonna
have
the
luxury
of
people
wish
of
a
second
round.
If,
if
we
need
to
so
you
could
come
back
to
it,
but
is
there
anybody
else
who
wants
to
add
to
what
miss
La
Veta
said
about
that
or
what
I
said?
I
mean
I'll.
Be
writing
what
I
recollect
I'm.
I
A
A
Was
little
is
the
Auditor
General
herself
that
had
some
comment
on
that,
but
I
could
be
wrong.
Okay,
well,
will
is
there
nobody
else
who
can
answer
a
question
on
that?
Okay?
Well,
we'll
have
to
take
a
note
of
that
one
and
see
if
we
can
get
somebody
to
answer
it.
Councilor
shiner,
it's
a
fair
question:
okay
I
had
counselor
Pasternak
next,
by
the
way
I
saw
counselor
well
he's
gone
now.
A
B
You,
mr.
mayor
and
my
understanding
is
these:
are
these
your
global
questions
beyond
just
the
presentation
we
we're
asking
about
the
entire
budget
package?
My
first
question
concerns
Toronto,
Community,
Housing
and
I
guess
shaped
the
social
housing
apartment
Improvement
Program
now
my
notes
indicate
that
we've
got
about
six
hundred
units
across
the
portfolio
that
are
no
longer
inhabitable.
That
needs
some
kind
of
level
of
data,
good
repair
to
make
them
happen
well
and
I'm
wondering
to
what
degree
this
transfer
from
the
province
can
be
used
to
get
those
units
onto
the
market.
H
Through
the
chair,
I,
don't
see
tche
here,
I'll
try
and
answer
your
question.
There
are
300
million
ORS,
there's
300
million
dollars
allocated
for
the
four
years
of
the
shape
funding
120
million
in
the
first
year.
Tch
C
tells
us
that
they
do
have
19
projects
identified
and
that
they
would
be
fully
spent
and
they'll
utilize.
All
of
that
money
in
that
first
year.
So.
A
We
don't
know
how
many
of
them
alright,
just
because
and
mr.
Rogers
was
kind
enough
to
answer
that
question
and
had
the
knowledge
I
just
think
we
should
make
a
call
if
you
have
questions
on
tcht
to
have
somebody
come
over
here.
It's
the
budget
meeting
for
the
City
of
Toronto,
of
which
there's
hundreds
of
millions
of
dollars
going
to
TCH,
see
and
I
would
like
to
ask
that
somebody
make
a
phone
call
to
ask
someone
to
come
over
here.
Yeah
I,
just
am
I'm
a
sounded
at
that,
so
good.
Something.
B
F
Three
to
chair
the
shake
money
that's
been
secured
so
far
of
80
million,
plus
an
additional
forty
million
is
part
of
that
two-year
interim
funding
that
we're
partnering
with
the
province
on
so
at
a
minimum.
It's
it's
to
ensure
there
are
no
more
closures
and
we're
working
with
the
TCH
on
which
projects
they
will
actually
be
applying
the
total
monies
in
the
next
two
years.
Oh,
it's.
B
F
You,
mr.
chair,
the
bill,
Toronto
does
pay
the
city
a
dividend
and
those
funds
actually
go
into
our
capital
financing
Reserve,
which
we
use
and
our
use
being
used
to
fund
this
capital
program.
So
there's
an
annual
amount
that
comes
to
us
about
twenty
five
million
dollars
over
and
above
that,
then
their
revenues.
Their
annual
operating
revenues
are
being
used
to
help
fund
create
to
you.
B
B
F
As
at
the
highest
level,
when
we
initiated
the
the
three-year
pilot,
we
identified
three
funding
source
depending
on
the
types
of
projects.
One
was
developed
public
realm
reserve,
the
other
was
parkland
dedication,
the
oven
was
a
neighborhood
improvement
funds,
and
so,
as
we've
been
going
through
each
of
the
three
years,
depending
on
the
nature
of
the
projects,
we
would
then
go
to
the
appropriate
funding
source
of
which
parkland
is
what
our.
H
B
Just
very
finely
I
last
question:
Toronto
water
tree-planting
budgets
is
going
up
from
1.95
million
to
four
point:
nine:
five
million.
My
understanding
is
when
toronto,
water
does
construction
and
work
forestry
or
transportation
comes
in
and
does
the
tree
planting
is
this?
Is
this
a
pivot
or
responsibility
shift.
F
Here's
your
chair,
if
it
believe
it's
just
a
recommendation
for
consideration
with
the
nineteen
budget
process,
that
when
we
look
at
that
rate
budget,
to
see
whether
we
do
go
up
from
1.9
to
a
larger
contribution.
So
it's
actually
not
a
decision
for
this
year.
But
what
the
Toronto
water
budget
has
helped
to
fund
tree
planting
in
areas
of
erosion,
control
and
ravines.
K
K
How
everyone
is
like
eleven
representation
you're
talking
about
the
structural
gap
that
exists
between
the
expense
and
the
which
results
in
a
continued
reliance?
Only
one
time
and
measures
is
how
do
you
propose
to
close
that
structural
gap
as
we
move
forward,
especially
when
you
are?
We
are
dealing
with
a
one-time
measures,
then
so.
C
I,
don't
think
we
are
proposing
to
deal
with
the
structural
gap.
I
think
it
is
a
1
is
an
annual
budget
cycle
at
at
this
point.
So
we
simply
show
to
council
that
there
is
a
gap
between
the
base
or
core
rate
of
expenditure,
growth
and
the
base
or
core
rate
of
revenue
growth.
That
gap
has
been
filled
by
the
last
number
of
years
through
a
combination
of
measures
I'm.
C
Frankly,
not
that
worried
about
some
of
the
reserve
drawers
we
generally
are
able
to
replenish
those
by
by
resort
to
the
by
use
of
the
the
surplus
that
naturally
occurs
through
prudent
management
over
the
course
of
the
year.
I
think
that
the
key
thing
that
I
think
counsel
is
understood
for
a
period
of
time
and
does
understand
well,
counselor
shiners
question
got
to
the
essence
of
it
is
that
the
budget
now
and
on
a
going-forward
basis
is
supported
by
a
very
high
degree
of
land
transfer
growth.
C
K
C
So
this
is
a
very
important
question
and
I
appreciate
it.
We
do
not
forecast
the
the
market,
we
we
simply
take
the
numbers,
as
they
are
there,
as
we
have
done
for
the
last
number
of
years.
As
Josie
indicated
earlier,
there
had
been
a
practice
of
building
prudence
into
those
numbers,
we've
stocked
that
we
now
bring
it
in
at
the
full,
the
full
value.
C
There
is
an
indication
that
that,
during
the
course
of
2017,
there
was
a
drop
in
price
and
volume
of
not
a
drive-in
price,
but
a
drop
in
volume
associated
with
the
with
residential
property
and
a
drop
in
price
within
the
year,
although
still
ending
up
higher
than
at
the
starting
point
of
the
year.
That
softness
has
been
reflected
to
some
extent
in
our
numbers,
but
that
that
softness
has
been
overshadowed
by
very
strong
increases
in
commercial
tax
revenue.
C
K
Is
like
number
23
with
regards
to
property
tax
increases?
He
suggested
that
the
total
impact
on
property
tax
increases
is
$82.00
and
per
year.
Now
we
also
have
to
deal
with
the
with
the
impact
that
in
some
neighborhoods
homogeneous
neighborhoods,
for
example,
locally
in
my
area.
There
are
areas
where
the
property
taxes
have
gone
up
as
a
result
of
the
impact
and
reassessment
by
30
40,
50
%,
so
in
actuality,
the
property
tax
increases
is
much
higher
than
82
dollars,
then,
as
he
suggests,
and
this
representation.
D
Through
the
chair,
the
city
has
ongoing
tax
policies
that
effectively
buffered
the
impact
of
these
unusual
tax
increases
and
they're,
largely
precipitated
by
a
current
value
assessment
and
in
the
two
programs
that
we
have
available
to
us
are
tax
cancellation,
which
cancels
any
increase
in
associated
taxes
for
vulnerable
citizens
in
namely
seniors
as
well
as
those
of
low
income.
We
also
have
a
tax
deferral
program
where
we.
K
Deferred
it
I
do
understand
that
in
the
captions
one
question
on
that
now
the
whole
thing
is
cap
based
on
the
market
value
of
the
property.
If
the
market
value
of
the
property
is
such,
where
most
people
won't
be
able
to
get
that
either
the
deferral
or
the
property
tax
cancellation
program,
are
we
taking
any
action
on
that
to
assist
what
we
increase
the
cap
on
those
final
question,
certainly.
D
With
respect,
there
are
those
two
programs
beyond
that:
there
is
really
nothing
available
to
homeowners
that
experience
significant
increases.
We
do
have
programs
that
mitigate
the
impact
on
non-residential
homeowners,
but,
aside
from
the
two
programs
that
I've
identified,
there's
nothing
beyond
that.
Thank.
K
L
D
D
L
The
gas
tax
and
I'm
gonna
come
back
to
the
other
stuff,
but
the
gas
tax.
What's
the
actual
amount
that
the
province
is
giving
to
Toronto
I
know
you
talked
about
the
ability
to
spend
on
capital,
but
what's
the
actual
annual
amount
of
funds
and
while
you're
looking
for
that,
is
it
in
line
with
what
I'll
say?
Toronto
residents
would
be
paying
in
additional
gas
types,
I
think
the
gas
tax
went
up
by
about
3.4
cents
per
litre
like?
Is
it
proportionate
to
what
Torontonians
are
paying
in
gas
tax?
L
L
L
L
D
L
So
a
few
so
when
we
make
those
comparisons,
they
could
be
a
little
bit
off
when
it
looks
like
our
our
property
taxes,
we
could
say
it's
below
the
average,
but
the
you
know
most
because
our
average
is
brought
down
by
this
condominium
mix
we're
not
completely
comparing
apples
to
apples.
Is
that
fair
to
say,
I.
C
Think
if
we
do
want
to
have
a
full
comparison
of
Toronto
versus
the
rest
of
the
GTA,
we
do
need
to
account
for
the
land
transfer
tax.
We
also
need
to
account
for
the
fact
that
the
Toronto
has
a
relatively
high
business
tax
proportion.
There's
a
different
service
mix
as
well.
Toronto
does
provide
very,
very
significant
resources
to
services
that
are
essentially
regional
services
like
the
TTC
right
and
I
think
increasingly
were
discovering
that,
with
our
shelter,
support
and
housing
as
well.
Okay,.
L
A
A
Was
how
do
thank
you?
May
I
just
clarify
one
thing
just
because
it
was
in
an
answer.
Question
you
asked
counselor
with
respect
to
the
traffic
wardens.
One
of
the
reasons
is
taking
a
bit
longer
is
because
they're
going
to
be
appointed
as
special
constables,
which
means
they
will
have
the
power
to
write
tickets
and
so
to
the
extent
that
there's
some
enforcement
possibly
involved
in
their
jobs.
G
D
G
2016
2017
2017
budget
2017
budget,
but
in
2016,
okay,
so
this
year
we're
investing
2279
million
into
TCH,
see
as
well
as
you're
saying
to
me.
This
building
fund
is
not
fully
transit,
which
I
was
under
the
impression.
My
mistake
and
I'm
disappointed
to
hear
that
so
we're
inviting
279
million
in
TCH
c-plus,
probably
taking
money
from
the
building
fund,
no.
D
Can
you
explain,
as
of
yet
I
mean
the
last
last
year,
was
the
first
tranche
of
the
city
building
fund?
Now
it's
going
to
be
another
tranche
to
a
total
of
1%.
We
put
the
proceeds
from
that
levy
into
a
reserve
fund
that
is
intended
to
fund
future
debt
service
associated
with
future
projects,
so
that
that
reserve
fund
has
yet
to
be
committed
for
a
specific
project.
D
G
F
Slide
34
gives
you
really
the
complement
changes
by
the
different
drivers
that
we
identify.
What's
the
total,
so
the
total,
if
you
don't
include
the
toronto
realty
agency
bottom
right-hand
corner
for
service
delivery
purposes,
is
187
point
seven.
So
what
we're
seeing
in
the
base
budget?
So
that's
the
first,
that's
the
most
left-hand
circle,
117
down
driven
by
prior
decisions,
operating
impacts
of
opening
new
facilities,
some
changes
in
the
base
and
efficiencies.
And
then,
when
we
add
the
new
enhanced
items
of
300
and
4.8
positions,
we
get
the
net
increase
of
187.
F
On
page
you
see
that
counselor
yeah
so
built
into
that.
Of
course,
we're
adding.
You
know,
paramedics
that
are
helping
with
preparation,
Children's
Services
for
child
care,
growth,
long-term
care
residents,
acuity,
provincially
funded.
We
have
increasing
staff
for
lifeguards
that
were
transferred
from
police
shelter.
Of
course,
there's
an
additional
capacity,
that's
being
recommended
there,
another
35
there
are
13
and
lamian
minute.
Municipal
licensing
and
standards
for
enforcement
of
body.
F
Rubs
Fire
has
more
for
a
new
station
facilities,
trying
to
transform
tio
I
we're
opening
up
a
new
Indigenous
Affairs
Office
that
siding
in
the
city
manager's
office.
Clerks
35
positions
for
the
election-
that's
required
for
this
coming
year
and
of
course,
we
have
some
additional
capacity
and
TTC
and
finally,
the
theatres
with
the
change
in
governance
that
we've
had
they're
increasing
their
activity
and
there
are
44
positions
for
programming
purposes
all
built
into
there.
F
G
G
Okay,
two
more
questions,
I
see
the
balancing
strategies,
so
these
balancing
strategies
are
actually
to
accommodate
the
increases,
the
what
what
I
call
them.
The
these
key
investments,
the
balancing
strategies
are
to
address
the
key
investments,
not
really
to
balance
the
budget.
That's
my
first
question
and
are
some
of
those
things
really
the
jurisdiction
of
the
province,
and
my
last
question
is
fair
wage
I'd
like
to
understand
the
impacts
of
fair
wage
on
our
budgets,
because
yesterday
I
got
a
call
from
a
tennis
club
saying
they
want
to
put
in
new
lights.
G
G
F
I'll
take
the
strategy
question.
So
in
2018
there
it's
a
combination
of
pieces,
the
what
we
see
from
the
Budget
Committee
recommended
adjustments.
We
see
the
use
of
the
stabilization
tax
rate,
stabilization
Reserve
and
the
one-time
dividend
from
the
parking
authority,
but
that
is
essentially
directed
at
the
additional
sheltered
demand
and
the
overall
investments
that
are
being
made.
F
We
didn't
have
some
things
in
the
in
the
base
budget
as
well,
that
were
tied
to
some
decisions
that
were
made
like
the
TTC
Stabilization
Reserve,
which
helped
bring
the
base
budget
down,
as
well
as
some
other
smaller
pieces.
We
have
a
piece
in
there
for
childcare
expansion,
the
occupant
in
the
occupancy
Grant
reinstatement
last
year
that
was
a
draw
5.8
from
a
reserve,
that's
built
into
the
base
budget
and
so
for
two
year
period.
Until
such
time
as
there
are
discussions
with
the
school
board
on
that.
C
So,
generally
speaking,
you
Serbs
are
drawn
down
to
reflect
if
the
reserve,
as
a
capital
reserve
it's
drawn
down
in
response
to
capital
if
the
reserves
are
are
generally
associated
or
that
that
the
one-time
measures
are
are
usually
used.
When
you
have
a
belief
that
that
the
next
year
will
be
better,
it's
slightly
unusual
to
be
touching
the
reserves
at
a
time
when
or
the
the
1-year
strategies.
At
a
time
when
we
have
been
had
significant
revenue
increases,
unplanned
revenue
increases
during
the
course
of
the
year.
H
A
G
Morning,
everyone,
so
this
is
just
a
question
actually
for
for
me,
but
for
councillor
Layton
who's
in
here
earlier
and
is
unable
to
ask
now,
but
just
a
clarification
with
our
amazing
transform
T
ou
Climate
Change
Action
Plan.
There
was
a
couple
figures
bouncing
around
and
I
think
there
could
still
be
some
confusion.
There
was
six
point,
seven
million,
and
now
it's
two
point
five
and
just
to
clarify
why
that
is
and
how
we
are
still
fully
funding
it.
At
two
point:
five
Thank.
E
You
counselor
I
think
perhaps
the
best
way
to
look
at
answering
that
question
is
to
look
in
terms
of
the
the
resources
that
the
budget
is
supporting.
So
when
we
put
the
numbers
together
back
a
year
ago,
we
were
in
contemplating
over
a
three
or
four
year
period
of
hiring
about
52
people
to
implement
the
measures
that
we
identified
in
transform
tio.
When
you
look
at
the
budget
that
we
put
forward
today,
we
believe
that
that's
pretty
much
the
same
thing.
E
We've
got
six
people
approved
by
council
in
2017
the
budget
before
you
this
year
has
25
actually
27
people
in
2018
and
a
further
ten
in
2019.
When
you
add
to
that
shelter,
support
and
housing
had
an
addition
of
three
people
which
are
provincially
funded.
That
gets
us
up
to
I,
believe
45.
When
you
look
at
the
things
that
have
changed,
Social
Development
and
housing
had
a
request
for
staff,
but
they
got
a.
They
got
a
grant
from
the
province
in
the
order
of
three
hundred
million
dollars.
So
they
don't
need
that
anymore.
J
H
J
J
F
J
H
F
J
The
the
budget
also
includes
I
believe
Budget,
Committee
and
I
just
want
to
confirm
the
money
for
the
TTC
to
increase
capacity
on
the
on
peak
times.
Four
bus
routes
is
that
correct,
that's
correct,
and
in
some
routes
we
would
need
to
have
some
garages
ready,
including
the
McNichol
garage,
for
example,
to
increase
capacity
on
some
routes
like
the
Dufferin
route.
Is
there
when
do?
We
expect
that
to
be
ready.
F
J
H
A
Thank
you,
long-term
thanks,
Casa
bi-lo
members
of
the
committee
wishing
to
ask
questions
on
ground
number.
One
I
had
didn't
do.
Ask
questions
already,
surpass
you
second
row
now
I'm
gonna
ask
him
on
the
first
round.
I
wanted
to
give
everybody
else
a
chance.
First
can
I
just
ask
a
few
questions:
I'm,
not
sure
who
could
answer
them,
but
I
just
want
to
go
through
because
councillor
Robinson
was
asking
about
the
staffing
and
I
just
want
to
go
through.
A
A
F
A
F
F
A
A
F
A
A
And
the
five
employees
for
the
quick,
clear
squads
to
help
move
traffic
better
in
the
city-
yes,
okay,
so
that's
just
some
of
those
are
all
correct,
all
those
traditions
that
are
being
created
for
those
purposes.
Yes,
thank
you
just
on
the
reserves
it
was
mentioned
earlier.
On
that
we're
doing
some
drawdown
would
I
be
correct
that
when
we
draw
down
from
reserves
assuming
the
city,
maybe
you
could
just
tell
me
first
of
all
is
the
city
anticipating
I
know
these
numbers
aren't
finalized?
D
A
D
A
D
A
F
A
F
A
F
A
A
And
I
had
one
more
question
in
that
regard.
Oh
just
if
you
could
take
me
through
and
I
guess
it
is
on
the
slide.
You
happen
to
have
up
here,
whatever
slide
37.
If
you
looked
at
the
sort
of
bridging
strategies
as
they
come
to
be
called
here,
could
you
just
talk
about
how
those
bridging
strategies
compare
to
other
years
that
are
shown
on
the
slide
and
even
going
before.
F
As
you
can
see,
we've
we've
segmented
them
between
the
blue,
which
are
reserve
drawers,
and
so
you
can
see
the
variability
there
in
terms
of
the
reserve,
draw
use
versus
the
use
of
other
kinds
of
expenditure
items
for
the
purposes
of
of
the
balancing
the
budget.
I
think
the
most
notable
one
in
2015
is
that
seventy
two
million
dollars
of
the
whole
hundred
and
ten-
and
that
was
essentially
the
reduction,
the
one-time
reduction
that
we
did
to
capital
from
current
to
deal
with
the
loss
in
the
Toronto
pooling
comp
compensation.
A
Would
I
be
correcting
what
we
did
that
year
that
showed
the
quite
a
bit
of
higher
number
on
these
bridging
strategies
where
we
took
a
loss
of
revenue
which,
as
I
recall,
is
86
million
dollars,
maybe
owes
more
and
we
spread
it
out
over
time
so
that
the
impact
on
the
city's
finances
would
be
would
be
spread
out
over
time
and
that's
why
you
see
that
big
spike
in
that
year?
That's.
A
So
we've
now,
as
of
this
budget,
using
a
bit
of
that
I'll
call
it
that
gray
area
we
see
or
I
get
no,
no,
it's
not
the
gray
area.
Yes,
the
gray
area
finishes
that
off
it
spread
it
out
over
that
time,
including
this
year,
and
now
it's
done
and
that
even
with
that
which
is
really
taking
something
back
from
2015
up
to
2018,
we
have
a
number.
How
would
you
describe
where
the
number
ends
up
at
76
million
between
reserve
draws
and
one-time
items
relative
to
the
other
years?
F
Compared
to
the
use
of
surplus,
this
is
still
a
smaller
number,
because
we
had
a
fair
amount
of
work
that
we
did
as
a
city
of
staff
to
eliminate
that
that
surplus
from
the
as
a
revenue
source.
So
you
can
see
relatively
speaking,
that
on
the
expenditure
side
you
know,
52
million
are
sorry
on
the
reserve
side.
F
52
million
is
really
kind
of
one
of
the
higher
numbers
that
we're
seeing,
but
it
is
in
response
to
you
know,
a
critical
situation
as
a
city
that
we
have
faced
and
on
the
expenditure
side
in
terms
of
deferrals,
it's
much
lower,
so
you
know
presumably
the
next
year
we'll
it
will
address
the
replenishing
of
the
reserve
and
making
sure
that
the
shelter
system
is
more
sustainable
on
a
tax
funded
basis.
And
then
the
strategy
should
come
down.
Thank.
A
You
that's
a
that
was
reached
10
minutes,
which
is
2
times
5
the
previous
person
plus
myself.
So
my
time
is
up.
Are
there
any
other
questions
on
round
one
as
it
were
any
other
councillors,
members
of
the
committee
or
not?
Who
wish
to
ask
questions?
Does
that
mean
we
need
to
have
around
2
I
mean
I?
Think
people
want
to
have
you
I
think
councillor
Pasternak
or
Council
at
co-ed,
so
please
go
ahead.
K
Thank
You
mr.
mayor,
we
think
the
child
care
aspect
recently,
their
provincial
government.
They
made
an
announcement
to
as
many
and
charcoal
spaces
throughout
the
province.
So
my
question
is
within
Syria
trono:
do
we
have
the
numbers
of
how
many
spaces
will
be
created
within
Syria
trono
and
in
how
much
was
located
for
that.
H
K
H
H
K
H
H
K
K
H
K
H
You,
mr.
chair,
the
the
benefits
of
the
customer,
the
opportunities
to
get
on
and
off
transit
as
much
as
possible.
During
the
true
hour
timeframe,
there's
been
many
customers,
a
much
focus
on
the
fact
that
it's
inconvenient
for
people
to
pay
and
then
have
to
get
off
and
they
get
have
to
pay
again.
So
it's
a
huge
individual
benefit
financially
to
the
riders
increase.
The
ridership
as
well.
K
H
K
B
H
L
L
G
You
very
much,
unfortunately,
I
missed
council
last
week,
but
poverty
reduction
was
before
council
and
one
of
the
questions
I
wanted
to
ask
and
what
I
noted
through
the
report
is
that
yet
things
weren't
being
measured
and
I,
just
wonder
how
we
improve,
or
we
address
issues
if
they're,
not
if
we're
not
measuring
these
initiatives
and
programs.
So
if
somebody
could
address
the
measuring
through.
H
The
mayor,
specific
initiatives
and
programs
are
certainly
measured
and
we
do
report
on
outputs
from
those
the
report
talked
about
the
evaluation
of
the
strategy
overall
and
the
need
to
deepen
our
evaluation.
There
is
a
recommendation
in
this
budget
for
resources
to
assist
us
in
that
overall
evaluation
of
the
strategy,
so.
G
G
Okay
and
to
Parks
and
Recreation,
it
was
some
time
ago,
I
feel
like
maybe
a
year
or
so
a
council.
We
were
talking
about
your
registration
process.
You
were
indicating
that
a
lot
of
people
sign
up
for
programs
and
then
don't
actually
attend
the
programs,
and
you
had
no
way
at
the
time
to
measure
that,
because
there
was
no
way
to
calculate
it
or
compile
that
information
has
we're
now
adding
a
number
of
spots
here
20.
So
it
looks
like
20,000.
Have
you
addressed
that
issue
so
through.
H
You,
mr.
mayor
we've
tried
to
address
that
issue
with
the
manual
processes
that
have
been
implemented
over
the
last
year,
which
includes
tracking,
when
individuals
attend
programs
and
if
they're
not
attended
within
the
first
three
classes,
contacting
them
asking
them
to
withdraw
and
bringing
people
in
from
the
waiting
lists.
So
we
are
addressing
it
as
best.
We
can
currently
we're
hoping
that
when
we
implement
our
new
registration
permitting
software,
that
there
will
be
some
automation
of
that
process,
so.
H
G
H
A
I
might
just
ask
a
couple,
then
I'll
reset
the
clock.
If
I
can
just
just
on
again
the
last
line
of
questioning,
because
I
want
people
to
be
very
clear
who
are
watching
or
who
are
looking
at
the
record
later,
do
we
have
some
doubt
about
whether
they're
the
about
the
veracity
or
the
accuracy
of
the
waiting
lists,
which
are
far
I,
mean
frankly
in
excess
of
20,000
new
recreation
spaces?
A
I
happened
to
be
there
to
announce
the
20,000
and
it
was
spread
across
swimming
as
I
recall,
summer
camps,
just
let's
pick
swimming
in
summer
camps
as
two
examples
on
the
swimming.
If
you
take
into
account
the
fact
there
may
be,
some
people
who
sign
up
and
don't
show
up.
Is
there
still
a
waiting
list
for
many
swimming
programs
across
the
city
in
different
areas?
Mr.
A
H
We
believe
it's
real.
You
know.
We
estimate
that
some
of
the
fluidity
on
the
waiting
list
may
be
around
10%
based
on
people
double
double
poking
themselves,
on
various
wait
lists
as
an
example
waiting
for
a
chance
to
get
into
a
program.
So
there
may
be
some
repetitive
waitlist
users,
but
there
certainly
is
a
real
need.
So.
H
A
About
50
percent
you'd
still
have
almost
a
hundred
thousand
people
waiting.
That's
an
I
correct
that
you've
categorized
so
the
program's,
the
twenty
thousand
spaces
that
are
added
or
not
just
being
added
kind
of
across
the
board,
but
they're
being
added,
in
particular
in
response
to
the
areas
of
the
greatest
apparent.
That's.
H
Waiting
list-
that's
correct,
mr.
mayor,
so
we've
we've
looked
at
the
areas
of
the
city
by
district,
where
those
waiting
lists
are
and
will
be
proportionately,
allocating
the
additional
spaces
based
on
where
the
wait
lists
are
greatest
in
those
areas
of
the
city
proportionately,
based
on
percentage
of
the
total
twenty
thousand
spots.
Thank.
A
You
very
much
other
questions
in
the
second
round,
because
otherwise
we
would
move
to
speeches
okay
going
once
going
twice.
Alright,
then
those
wishing
to
speak
I
don't
have
a
list
at
the
moment,
councillor
Crawford
will
speak.
First,
is
the
budget
chief
and
thank
you
very
much
to
our
public
service
colleagues
for
answering
those
question
capture
property.
M
M
M
The
next
one
is
that
the
fire
services
budget
committee
recommendations
be
increased
by
eight
hundred
and
six
thousand.
That
has
to
do
with
a
budget
report
on
increasing
fire
safety
at
TCH,
see
buildings
and
then
the
last
one
is
recommendations
three
to
ten
in
the
letter,
January
23rd
2018
from
the
budget
committee
to
be
adopted.
So
those
are
the
motions
that
I
will
be
moving
before
I
begin.
I
need
to
thank
staff
on
the
incredible
amount
of
work
that
they've
done.
M
The
budget
process
and
I've
been
involved
in
this
in
four
years,
really
starts
almost
the
day
after
we
actually
bout,
we
balance
and
bring
the
the
budget
into
place.
So
it's
almost
a
22
12-month
period
that
they
go
through
and
I
just
wanted
to.
Thank
them
for
that.
I
also
want
to
thank
the
Budget
Committee
for
an
incredible
amount
of
work
that
they've
been
doing
over
the
last
three
or
four
months
and,
of
course-
and
we
don't
always
mention
this,
but
the
public.
M
The
fact
that
we
have
had
a
lot
of
public
deputations
all
across
the
city
and
given
the
public
that
our
opportunity
to
to
input
information
into
the
budgets
I
want
to
thank
them
and
on
with
staff
the
beginning
of
the
process
they
bought
us
brought
us
a
balanced
budget
and
they
did
an
incredibly
hard
work,
not
only
this
year,
but
I
think
over
the
last
three
years
that
has
enabled
them
to
get
to
a
balanced
budget.
They've
looked
at
efficiencies,
they've
looked
at
modernization,
they've
looked
at.
M
How
do
we
transform
this
city
into
a
21st
century
city,
different
ways
of
delivering
services
and
really
when
you
look
at
the
sort
of
prudent
management
that
really
needs
to
play,
take
place
when
you're
running
a
city
this
size?
They
have
done
that
and
I
think
what
they've
also
done
is
they've
found
the
balance
that
is
very
much
inherent
as
part
of
this
budget,
so
I
want
to
thank
them.
This
is
a
good
news.
Budget
Toronto
is
a
robust
and
growing
city
and
we
are
seeing
the
benefits
in
this
budget
today.
M
For
the
fourth
year
in
a
row,
we've
been
keeping
property
tax
rate
at
or
below
the
rate
of
inflation.
We
are
keeping
taxes,
we
are
keeping
life
in
the
city,
affordable
for
the
residents
of
this
city,
but
at
the
same
time
we
are
holding
our
line
on
taxes,
but
at
the
same
time,
what
we're
also
doing
and
you've
seen
it
in
this
budget.
We
are
investing
in
the
city,
which
is
another
creaky
component
of
moving
this
city
forward.
In
this
budget,
we
have
over
50
million
dollars
of
key
investments
all
across
the
city.
M
We
also-
and
we
talked
about
the
importance
of
the
capital
work
that
needs
to
happen
in
this
budget.
We
have
over
an
extra
billion
dollars
of
new
investments
that
we're
doing
all
across
the
city,
90%
of
the
new
and
enhanced
that
have
come
to
us
through
the
process
we
have
been
able
to
include
into
the
budget
that's
at
50
million
dollars
that
90
percent
has
increased
to
about
20
percent.
M
When
we
had
a
budget
above
four
years
ago,
at
the
beginning
of
this
term,
we
weren't
able
to
put
in
the
kind
of
investments
we
wanted,
but
through
the
work
that
our
staff
and
I
think
the
budget
committee
have
been
doing,
we've
been
able
to
put
in
over
90%
of
those
neun
enhanced
items
and
then
go
through
some
of
those
items.
We've
heard
a
lot
of
them
already,
but
I
just
want
to
highlight
a
few
of
them
when
you're
looking
at
the
TTC
to
our
time,
based
transfers
that
are
going
to
be
start
this
year.
M
M
We
are
in
this
budget
putting
in
all
of
the
recommended
initiatives
that
have
to
take
place
this
year,
and
that,
of
course
includes
no
Toronto
Community
Housing
units
that
will
be
closed
over
a
thousand
shelter
beds,
more
childcare
spaces,
additional
youth
hub
and
youth
hubs
and
libraries,
and
that's
just
to
name
a
few
we're
giving
in
this
budget
the
auditor-general
more
money.
So
she
can
go
back
and
look
for
more
savings
that
we
need
to
find.
So
we
can
continue
the
kind
of
investments
we
want
to
do.
M
Of
course,
we're
fully
funding
transform
tío
we're
adding
20,000
more
at
correct
recreational
spaces.
10,000
more
that
had
was
anticipated
with
the
with
the
budget
from
the
from
the
city
manager
we're
accelerating
the
commit
commitment
to
vision,
zero,
which
is
incredibly
important
to
the
residents
across
this
city.
We
are
also
increasing
arts
funding
to
$25
per
capita
and
we're
beginning
a
process
to
grow
our
investments
in
the
arts
over
time.
So
this
is
a
budget
that
is
affordable
to
the
residents
of
the
city.
M
It
is
keeping
property
taxes
low,
but
at
the
same
time
it
is
investing
in
the
incredibly
important
programs
that
we
need
to
do
across
the
city.
So
I
just
want
to
thank
and
congratulate
everyone
on
the
budget
committee
and,
of
course,
staff
for
what
we're
doing
in
moving
forward
to
Council
in
a
couple
of
weeks
on,
from
my
perspective,
a
very
good
news
budget
for
the
city.
Thank
you.
A
Thank
You
councillor
Crawford,
and
thank
you
for
your
hard
work
and
leadership
on
this
too.
In
terms
of
the
time
spent
to
which
I
know
has
been
very
substantial.
As
the
budget
chief
other
members
of
committee
I
didn't
ask
by
the
way
I
apologize
for
members
of
the
council,
you
asked
to
speak
first
and
you
did,
but
if
I
can
revert
back
to
members
of
the
City
Council
who
are
here
was
with
us,
not
members
of
the
committee
who
wish
to
speak,
we
can
go
to
Council
in
Seattle
next,
yes,.
J
A
A
G
Everyone
involved
look
at
the
full
house
here
today
of
smiley
faces
their
favorite
place
to
be,
and,
of
course,
the
budget
committee
and
the
budget
chair,
Gary
Crawford,
who
I
think
has
his
Hawaiian
chipped
book
for
right
after
council
I
think
this
is
a
great
news
budget
and
especially
from
a
sustainable
point
of
view,
from
an
environmental
point
of
view
and
I
just
wanted
to
do
a
big
shout
out
to
the
transform
tio
team
under
Josie
and
Jim
Baxter's
leadership
and
with
miss
Furyk
fun.
They've
done
great
work.
G
To
put
us,
bring
us
back
to
kind
of
Toronto
the
green
again,
so
we
are
fully
funding
our
transform
tío
climate
action,
Climate
Change
Action
Plan,
which
we
should
and
we
are
a
role
model
to
two
other
world-class
cities,
and
so
we
should
be
and
I
just
want
to
talk
about
the
great
things
we're
doing
with
chance
from
tío.
We
are
advancing
all
our
approved
strategies
and
the
three
acceleration
campaigns
which
include
immobilizing,
low-carbon
neighbourhoods,
workforce
development
for
high-performance
buildings
and
exploring
the
implications
and
opportunities
for
electric
mobility.
G
B
We
were
always
under
the
impression
when
the
university's
benign
extension
opened
somewhere
in
the
vicinity
of
200
buses
would
be
taken
off
the
road.
We
want
to
see
whether
that
is
in
fact
correct
off
those
routes
and
whether
that
capacity
has
been
put
onto
overcrowding
routes
and
we're
expecting
a
report
back
by
City
Council
I,
just
like
to
echo
the
thanks
to
to
the
budget
chief
to
our
city
staff
and,
of
course,
the
budget
committee
I
used
to
sit
on
the
Budget
Committee,
some
of
the
most
fond
memories,
and
it
was
al.
B
It's
a
lot
of
work,
a
lot
of
hours
dealing
with
an
enormous
array
of
complex
issues.
Looking
at
the
budget
before
us,
there
is
some
concerns
about
our
debt
ceiling
concerns
about
staffing
levels,
but
in
general
it's
a
good,
strong
budget
that
I
think
will
meet
all
of
our
our
service
needs
across
the
city,
as
well
as
the
ability
to
keep
property
tax
increases
at
the
rate
of
inflation.
We
all
know
that
we
have
an
aging
population
and
more
and
more
seniors
want
to
age
in
place.
They
want
it.
B
They
want
to
stay
in
the
home
that
they
live
in
for
many
years.
Putting
upward
pressure
on
the
property
tax
would
force
them
out
of
their
homes,
something
that
that
is
something
we
don't
want
to
see.
At
the
same
time,
young
couples
to
get
going.
We
know
housing
costs
are
very
expensive,
but
we
don't
want
to
add
to
that
with
with
enormous
property
tax
increases.
B
So
we
want
young
couples
to
move
to
the
city
to
get
going
to
own
their
own
home,
and
we
also
want
our
seniors
population
who
have
contributed
so
much
of
this
great
city
not
to
be
pushed
out
of
their
home,
so
the
tax
rate
is
where
it
should
be,
and
in
any
kind
of
motion
to
council
to
increase.
That
would
would
in
fact
be
detrimental
to
both
our
young
people
in
the
city
who
won't
own
their
own
homes
and
our
seniors
on
the
housing
side.
B
That's
been
taken
off
to
to
restore
it,
but
also
to
make
sure
it's
in
a
good
state
of
repair
so
that
it
doesn't
affect
the
health
and
safety
of
the
wider,
wider
building
and
I'll
be
pursuing
this
issue
at
Council.
Clearly,
on
the
daycare
side,
our
daycare
policy
is
robust.
The
goal
over
the
next
four
years
of
5,000
spots
with
40
to
50%
subsidized
is
a
major
social
goal.
B
It
is
perhaps
the
most
constructive
social
policy
of
the
last
generation
where
it
gives
families
the
great
opportunity
to
try
to
go
back
to
school
to
to
work.
We
all
know
what
daycare
provide
and
certainly,
as
a
father
of
four
I
can
tell
you
that
affordable
daycare
is
a
major
priority
throughout
throughout
the
city
regarding
our
supportive
housing
and
our
shelter
system,
City
Council
and
the
chair.
B
B
Numerous
councils
came
out
of
community
development
of
recreation
and,
of
course,
the
funding
envelope
is
here
too,
to
not
only
expand
the
shelter
system
to
extend
it
through
more
months
of
the
year
and,
of
course,
our
new
agreement
with
the
province
of
Ontario
for
for
various
medical
and
mental
health
supports
is
transformative
so
from
those
three
policy,
the
housing,
the
daycare
and
the
shelter
I.
Think
we've
we've
got
it
right
here
on
the
tax
side,
we've
got
it
right
and
once
again,
I
think
I.
E
Thank
You
Mara,
Tori
I
want
to
start
I,
have
a
budget
or
sorry
a
motion
I'd
like
to
move
it's
basically
a
technical
amendment
to
something
was
passed
at
the
Transportation
Committee
in
the
fall.
This
has
to
do
with
two
bridges
that
I'm
trying
to
get
built
along
with
councilor
deber
maker
in
the
Highland
Creek
ravine
system
between
Military
Trail
and
Centennial
Campus.
That
has
a
bit
of
a
background.
If
you're
at
the
south
end
of
Centennial
Campus,
you
can
actually
go
to
a
sign
that
says
Morningside
Park
this
way
and
appoint
South
Morningside
Park.
E
You
would
have
to
wait
across
Highland
Creek
at
least
twice
before
you
ever
get
to
Morningside
Park.
These
bridges
were
washed
out
a
number
of
years
ago
and
they
were
never
replaced,
but
I
was
told.
I
had
to
make
some
technical
amendments
to
the
motion
around
the
cycling
Network
plan.
There's
no
money
committed
in
this
budget.
It's
basically
looking
at
how
we
can
move
forward
on
this
project
so
to
the
budget.
I
want
to
thank
the
budget
committee
for
all
the
work
that
they've
done.
E
Bringing
this
budget
forward
I
know
somebody
that
sat
on
the
Budget
Committee
under
former
mayor
Miller
I
know
it's
it's
never
easy.
It's
a
lot
of
work!
There's
numerous
meetings,
you
don't
ever
get
credit
for
or
recognized
for
so
I
want
to
thank
them
for
all
their
hard
work.
Saying
that,
though,
I
also
want
to
recognize
the
challenges
that
we
still
have
before
us
and
I'm
gonna
speak
on
a
bit
of
a
personal
loan
for
as
a
city
councilor
from
Scarborough
I
have
five
priority
neighborhoods
in
my
ward
to
get
here
this
morning.
E
Most
days
when
I
come
to
City
Hall
I
take
the
GO
train
back
and
forth
from
Gilbert
station
and
I
walk
up
a
street
today
when
I
walked
up
Bay
Street,
it
was
frigid.
I
couldn't
get
up,
Bay
Street
fast
enough,
but
as
I
walked
up
Bay
Street
from
Union
Station
on
both
sides
of
Bay
Street
I
passed,
eight
homeless
people.
You
know.
Homelessness
in
this
city
is
still
a
huge
issue
and
it's
not
something
that's
just
in
the
downtown
core.
E
It's
very
crowded,
I
know
that
we
put
money
once
again
towards
that,
but
I
think
it's
something
that
we
need
to
continue
to
work
at
I
appreciate
all
the
money
we
put
into
TCH
see
but
I
get
regular
calls
from
my
buildings
about
elevator
service
and
how
long
it
takes
elevators
to
get
repaired.
I
had
one
building
get
my
award,
it
took
two
months.
They
had
three
out
of
four
elevators
at
his
service
and
it
took
close
to
three
months
before
they
were
all
fully
operational
again.
E
That's
another
priority
that
I'm
gonna
continue
to
watch
and
make
sure
that
we
can
look
after
saying
that
I
want
to
thank
everybody
on
the
budget
committee
once
again
for
their
work.
Mayor
Tory,
for
your
guidance
on
on
our
budget
and
I
hope
that
my
motion
that
I
put
forward
can
be
supported.
Thank
you.
A
Thank
you,
council,
Ainsley,
others
wishing
to
speak
well,
I
will
just
say
a
few
words
if
I
might
then,
first
of
all
and
I'll
just
reset
the
clock
here.
First
of
all
to
extend
my
thanks
as
I've
done
already,
but
I
want
to
echo
everybody's
words
to
the
city
staff
who
work
on
this
all
year
and
to
the
budget
committee
who
work
on
it
most
of
the
year
and
especially
the
budget.
A
chair,
councillor
Crawford,
why
anybody
would
volunteer
for
this
job,
I,
don't
know,
but
it's
a
tough
job.
A
This
is
not
just
a
city
that
had
traffic
and
transit
problems
that
had
largely
been
ignored
in
terms
of
significant
investment
for
a
number
of
years,
but
it's
a
city,
that's
rapidly
growing
city,
that's
rapidly
growing,
so
that
when
we
introduce
things
such
as
improved
bus
service
or
when
we
had
introduced
things
like
a
low-income
fare
pass
to
our
transfer
traffic
warden
smart
signal
technology.
These
are
investments
we
make
that
have
a
cost.
A
I
talked
earlier
on
and
ask
some
questions
of
staff
about
the
positions
that
go
with
them:
27,
bus
operators,
80
police
officers,
16
traffic
wardens,
five,
quick,
clear
squad,
employees
and
so
on.
These
are
to
make
life
better
in
the
city
on
traffic
and
transportation,
which
is
a
major
challenge
for
people.
It's
a
major
issue
with
respect
to
the
economy
and
it's
a
major
issue
with
respect
to
equity
because
of
people
who
can't
find
their
way
easily
to
a
job.
A
We
won't
find
it
as
easy
to
be
in
a
job
and
I
think
there
are
equity
issues
that
relate
to
that.
Secondly,
we're
making
significant
investments
in
housing
and
in
the
shelter
system
and,
of
course
our
preeminent
challenge
has
to
be
to
improve
the
supply
of
affordable
housing
and
supportive
housing.
I
think
where
we
are
with
respect
to
mental
health
and
I've
said
this
a
number
of
times,
I'm
gonna
keep
saying
it.
A
I'm
gonna
say
it
at
the
big
city
mayors
meeting
coming
up
this
month,
I
doing
everything
we
can
to
continue
to
raise
the
profile
of
the
mental
health
issue,
because
there
are
hundreds
of
people
staying
in
our
shelters
at
night.
Where
not
only
is
that
occupying
shelter
capacity,
that's
not
the
issue.
The
issue
is
that
is
not
the
right
place
for
them
to
be
in
a
city
that
would
hold
itself
out
as
humane
and
in
a
health
system
that
would
hold
itself
out
as
caring
for
people
who
need
help.
A
You
wouldn't
say
to
somebody
who
had
a
heart
condition.
Well,
you
know
just
stay
at
home
or
go
to
a
shelter
and
rest
up,
and
hopefully
things
will
get
better.
You
take
them
to
the
hospital
and
you
treat
them
or
you
take
them
to
some
kind
of
a
clinic
and
you
treat
them
and
so
we're
making
investments
in
in
shelter.
A
There
will
be
a
continuing
discussion
about
whether
it's
enough,
but
I've
shown
myself
and
a
number
of
members
of
council
have
willing
to
look
at
the
situation
as
it
evolves
and
make
additional
investments
in
this
budget
provides
for
those
the
budget
and
it's
been
little
noted.
The
budget
provides
for
270
million
dollars,
investment
in
repairing
Toronto,
Community
Housing,
and
in
the
past
there
were
various
mechanisms
used
on
the
resources
of
Toronto,
Community
Housing
itself
to
mortgage
and
remortgage
and
refinance.
A
But
now
you
have
the
city
saying
that
is
ultimately,
our
responsibility
is
the
shareholder
of
that
corporation
and
and
more
important
than
whether
we're
the
shareholder
of
the
corporation.
We
are
the
city
government
that
oversees
the
life
of
those
residents
who
live
in
those
units,
and
this
will
allow
us
not
to
close
units,
otherwise
that
would
have
had
to
be
closed
in
2018
and
I.
A
Councillor
Pasternak
referred
to
demographics
is
in
the
budget
in
the
capital
plan
in
the
capital
plan,
millions
in
in
additional
shelter,
space,
continuing,
affordable
housing
initiatives,
investments
in
the
quality
of
life,
and
that
includes
80
police
officers,
to
take
account
of
some
concerns
that
have
come
up
during
the
course
of
the
modernization
of
the
police
forces,
20,000
rec
spaces.
You
heard
the
general
manager
talked
about
the
fact.
Those
waiting
lists
are
real.
A
If
I
may
have
that,
if
I
can
have
the
deputy
mayor
grant
me
an
extra
30
seconds,
you
know
I
I
told
my
kids
for
years
and
I
now
tell
my
grandchildren
the
story
of
the
three
bears
remember
it
was
the
porridge
was
too
hot
and
the
porridge
was
too
cold
and
the
porridge
was
just
right.
Well,
I
have
some
counselors
and
other
critics
out
there
who
say
that
we're
not
investing
enough
for
the
city,
we're
not
spending
or
taxing
enough.
We
should
tax
more
and
spend
more.
A
A
Four
years
in
a
row,
four
years
in
a
row
and
we've
managed
to
make
each
of
those
years,
including
this
year,
very
significant,
invest
in
the
lives
of
the
people
who
live
in
the
city,
the
things
they
need,
the
transit
system,
better,
shelters,
better
housing
and
better
programs
that
affect
their
quality
of
life,
including
forward-looking
things
like
transform
to
you,
I'm,
actually
proud
of
that
I'm
proud
that
we
have
struck
that
balance,
which
is
exactly
what
I
think
people
want
us
to
do.
It
comes
back
to
the
three
bears.
A
You
know
too
much
too
little
just
right
and
I
think
that
we
have
got
this
just
right
in
terms
of
that
combination
of
investments
needed
to
make
a
great
city
and
making
sure
we
keep
it
affordable
by
keeping
the
rate
of
increase
in
taxation
to
inflation,
which
I
think
is
a
reasonable
metric
at
this
point
in
our
history.
So
I,
thank
you
for
your
attention
and
I'll.
Ask
if
there's
anybody
else
who
wishes
to
speak
after
that
councillor
I.
M
Just
had
a
quick
technical
amendment
do
I
have
to
move
same
one,
it's
just
an
addition
from
motion,
a
their
recommendations
and
items.
Ax
31.2,
a1,
e^x,
31.2
aj,
which
I've
already
moved
and
e^x
31.2
al
be
adopted.
So
just
had
to
add
one
report,
nothing
changing
just
one
more
report
had
to
go
Thank.
A
You
councillor
covert.
Now
we
have
a
couple
of
people:
a
counselor,
pastor,
actor
myself
left
to
pay
attention
as
we
go
through
here.
We'll
have
to
excuse
ourselves
for
some
of
this
because
of
declared
interest.
But
madam
clerk
I'll
rely
on
you
to
help
me
with
where
we
start
motion
a
which
we'll
put
up.
A
So
the
motion
is
in
front
of
you
and
this
is
moved
by
the
budget
chair.
All
those
in
favor
opposed
carried
motion
be
from
councillor
Crawford
as
well,
that
these
are
some
of
the
housekeeping
motions
he
just
put.
This
is
in
front
of
you.
You
can
see
it
all.
Those
in
favor
opposed
to
carry
motions
see
similarly
for
the
TTC.
All
those
in
favor
opposed
carried
motion
D
also
coming
from
councillor
Crawford
on
the
fire
services
TCH
C
program,
all
those
in
favor
opposed
Carrie.
A
A
I
F
A
A
H
In
favor
of
part,
5
part
6
of
motion
of
motion
by
councillor
Crawford
to
adopt
the
balance
of
the
item
as
amended,
that
was
in
favor
councillor
Ainsley
kasib
allow
Kessler
Burnside
councillor
Crawford
Islamic
man,
deputy
mayor
minam,
Wong
mayor
to
Tesla
Palacio
counselor
Pasternak,
councillor
Robinson.
Those
opposed
motion
carries
unanimously.
Miss
me
is.