Item - 2019.BU2.4

The Budget Committee:

1.  Deferred the consideration of item BU2.4 to the February 13, 2019 meeting of the Budget Committee along with the following motions:

Motion 3 by Councillor Brad Bradford:

"That:

City Planning

City Council request the Chief Planner and Executive Director, City Planning to report to the Budget Committee on the following for consideration prior to the 2020 Budget Process:

1. the amount of Section 37 funds (cash contributions) secured for affordable housing and affordable housing initiatives city-wide over the past 5 years (2014-2018).

Economic Development and Culture

City Council request the General Manager, Economic Development and Culture to report to the Budget Committee on the following for consideration prior to the 2020 Budget Process:

1. the metrics and tools that can be used to measure the impact on reducing vacant storefronts of the elimination of the vacant commercial and industrial tax rebate program.

Parks, Forestry and Recreation
 

City Council request the General Manager, Parks, Forestry and Recreation, in consultation with the General Manager, Toronto Water and the Chief Planner and Executive Director, City Planning to report to the Budget Committee on the following for consideration prior to the 2020 Budget Process: 

1. budget allocated for implementation of Toronto's Ravine Strategy."

Toronto Transit Commission

City Council request the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission to report to the Budget Committee on the following for consideration prior to the 2020 Budget Process:

1. request the Toronto Transit Commission and the City of Toronto have made to the Provincial and Federal Governments for operating and capital investment into Toronto’s transit system; and

2. the current and projected funds available from other levels of government in the 10-year capital budget, the time-periods for which the funding is available, and any additional funding requests that should be made to the Provincial and Federal Governments."

Motion 4 by Councillor Gary Crawford:

"That:

Auditor General

City Council request the Chief Financial Officer and Treasurer to work with City Divisions and Agencies to identify and include in future annual budget process documents the cost, cost reductions and revenue increases resulting from the Auditor General's reports and recommendations.

City Council request the Auditor General to include in future Auditor General's Annual Report, beginning in 2020, savings achieved by City Divisions and Agencies resulting from the implementation of the Auditor General's reports and recommendations.

Social Development Finance and Administration

City Council request the Executive Director, Social Development, Finance and Administration consider the following in the Poverty Reduction Strategy 2.0:

1.  an evaluation of additional youth spaces and/or youth hubs;

2.  an evaluation of the current Toronto Public Library Open House program; and

3.  the amount of the base budget as a result of the strategy by 2035.

Transportation Services

City Council request the General Manager, Transportation Services include following items be included in the review of winter maintenance requested by Mayor Tory:
 

1. cost and considerations for the delivery of enhanced snow clearing on
 

a. sidewalks on residential streets in every neighbourhood in Toronto;
 

b. pathways in Parks; and
 

c. enforcement of parking that obstructs Toronto Transit Commission and bike lanes; and
 

2. cost of increasing the amount of snow removal city-wide."

2.  Requested budget briefing notes as follows:

Corporate Services

1.  The Deputy City Manager, Corporate Services on:

a.  when it is anticipated that the St. Lawrence Market - South Construction project business case will be completed and whether it is anticipated that the project will be recommended for addition to the 10-year capital budget and plan at that time.

City Clerk’s Office

2.  The City Clerk on:

a.  the expected costs in the coming years to remain compliant with the Municipal Elections Act.

Economic Development and Culture

3.  The General Manager, Economic Development and Culture on:

a.  the specific areas that cuts are anticipated to be made in 2019 as part of the base expenditure review;

b.  the specific Economic Development and Culture services being examined for efficiencies in 2019;

c.  how savings were achieved in the area of Cost of Living Adjustment Expenditures in 2018;

d.  the specific funding that was reversed in 2018 to achieve one-time funding savings;

e.  what studies, if any, were originally planned to be initiated in 2019 that are being delayed to 2020 or later;

f.  whether delays to Building Condition Audits in the 2019 budget will risk increased costs or irreparable damage to heritage properties in the Economic Development and Culture portfolio;

g.  when the Major Special Events Reserve Fund would be exhausted, based on proposed and projected spending levels; and

h.  what groups are currently renting museum spaces and which among them represent equity-seeking or low-income groups.

Facilities Management

4.  The General Manager, Facilities Management on:

a. what the delays are in implementing TransformTO and how any delays might impact our ongoing CO2 reduction goals;

b. whether the deferral of payment towards the Accessibility for Ontarians with Disabilities Act put the City at risk of being out of compliance with the province mandated deadline;

c. an explanation for why there are missing Service Level targets, and an estimated date for when we might receive the information currently listed as "under development; and

d.  a list of all security cost changes, operating and capital.

Financial Planning

5.  The Executive Director, Financial Planning on:

a.  the estimated Unmet Capital Need of the City of Toronto over 10 years, net of the Toronto Transit Commission's stated $33b in unmet needs.

Policy, Planning, Finance and Administration

6.  The Executive Director, Policy, Planning, Finance and Administration on:

a.  why there is no declaration of Actual Levels to compare with the Approved Service Levels referenced on pages 25 and 26 of the Briefing Notes, and a list of what those levels are. 

Shelter, Support and Housing Administration

7.  The General Manager, Shelter, Support, and Housing Administration on:

a.  the number of Supportive Housing units scheduled to be built in Toronto in 2019, 2020, and 2021, along with details on their funding source, partnership agreements, and other resource information;

b.  a list of City funding requests submitted to the National Housing Strategy;

c.  a list of all funding by year as a result of the National Housing Strategy;

d.  report on outcomes of the discussion with the provincial government and operators of 24 hour drop in centres about the resources needed for operations and what the cost would be to increase resources;

e.  the cost for an additional 2.5 FTE from the Tenant Defence Fund for tenant hotline and Outreach work;

f.  any possible budget impacts on Neighbourhood Information Post’s trusteeship or rent bank programs in 2019;

g.  any opportunities to expand Neighbourhood Information Post’s trusteeship or rent bank programs in 2019;

h.  the current status and estimated cost of funding Regent Park phases 4 and 5, including the Social Development Plan and the new Community Safety Plan; and

i. in consultation with the Executive Director, Social Development, Finance and Administration, and the General Manager, Parks, Forestry and Recreation, on the estimated costs to install and continuously stock free menstrual hygiene product dispensers at all City-funded shelters, drop-in centres, Strong Neighbourhood Community Centres and other centres working with homeless, street-involved, and low-income women, girls, and trans individuals, as directed in Member Motion 43.15 headed "Access to Menstrual Hygiene Products in Shelters - by Councillor Kristyn Wong-Tam, seconded by Councillor Neethan Shan".

Social Development Finance and Administration

8.  The Executive Director, Social Development, Finance and Administration on:

a.  list of actions/steps from the July 2018 Immediate Steps to Reduce Gun Violence report that are unfunded;

b. in consultation with the City Librarian, provide a budget briefing note regarding the implementation of 20 additional supportive youth spaces, which includes:

1. identification of 20 appropriate sites for either Enhanced Youth Spaces (operated by Parks, Forestry and Recreation) or Youth Hubs (operated by Toronto Public Library); and

2. budget impact in 2019 of implementing the sites identified in Part a above.

Toronto and Region Conservation Authority

9.  The Chief Executive Officer, Toronto and Region Conservation Authority on:

a.  the cost of addressing the funding imbalance between municipalities over three years. 

Toronto Building

10.  The Chief Building Officer and Executive Director, Toronto Building on:

a.  a more detailed explanation of the "one-time CPI adjustment" referred to on page 10 of the 2019 Staff Recommended Operating Budget Notes - Toronto Building;

b.  what has led to the "Service and Rent" expenditures increases from 2017-2019; and

c.  why there are no achieved Service Levels for 2018 in Appendix 3 to the 2019 Staff Recommended Operating Budget Notes - Toronto Building, and a list of what those Service Levels are.

February 4, 2019:

The Chair, Toronto Police Services Board, the Chief of Police, Toronto Police Service, the Chief Administrative Officer, Toronto Police Service and the Director, Finance and Business Management, Toronto Police Service gave a presentation on Toronto Police Service, Toronto Police Services Board and Parking Tag Enforcement and Operations on Staff Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

The Deputy City Manager, Community and Social Services gave a presentation on Staff Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

The Deputy City Manager, Infrastructure and Development Services gave a presentation on Staff Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

February 6, 2019:

The Auditor General gave a presentation on Recommended 2019 Operating Budget.

The Lobbyist Registrar gave a presentation on Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

The Ombudsman gave a presentation on Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

The Chief Executive Officer, the Chief Financial Officer and the Head of Finance and Treasurer, Toronto Transit Commission gave a presentation on Staff Recommended 2019 Operating Budget and 2019-2028 Capital Budget and Plan.

The Budget Committee will consider and make recommendations to the Executive Committee on the 2019 Capital and Operating Budgets.

The following schedule has been established for the consideration of the 2019 Staff Recommended Capital and Operating Budgets:

February 4, 2019:

Presentations:

Agencies
Toronto Police Service 
Toronto Police Services Board
Parking Tag Enforcement and Operations

Community and Social Services

Affordable Housing Office
Children's Services
Court Services
Economic Development and Culture
Toronto Paramedic Services
Long-Term Care Homes and Services
Parks, Forestry and Recreation
Shelter, Support and Housing Administration
Toronto Community Housing
Social Development, Finance and Administration
Toronto Employment and Social Services

Questions and answers only - no presentations:

Agencies
Toronto Public Health
Toronto Public Library

Presentations:

Infrastructure and Development Services
City Planning
Waterfront Revitalization Initiative (Capital only)
Engineering and Construction Services
Fire Services
Municipal Licensing and Standards
Policy, Planning, Finance and Administration
Toronto Building
Transportation Services
Solid Waste Management
Toronto Water

February 6, 2019:

Questions and answers only - no presentations:

Other Agencies
Association of Community Centres
Exhibition Place
Heritage Toronto 
Civic Theatres Toronto
Toronto Zoo
Arena Boards of Management
Yonge-Dundas Square
CreateTO
Toronto Parking Authority
Toronto and Region Conservation Authority
Toronto Atmospheric Fund

Presentations:

Accountability Officers
Auditor General's Office
Office of the Integrity Commissioner
Office of the Lobbyist Registrar
Office of the Ombudsman

Questions and answers only - no presentations:

Corporate Services
311 Toronto
Facilities, Real Estate, Environment and Energy
Fleet Services
Information and Technology

Financial and Treasury Services
Office of the Chief Financial Officer
Office of the Controller
Financial Services (Capital only)

Other City Programs
City Manager's Office
Legal Services
City Clerk's Office
City Council
Office of the Mayor

Presentation:

Agency
Toronto Transit Commission 

This report transmits to Budget Committee the recommended 2019 Operating Budget for the Auditor General's Office.

The Auditor General's report (Attachment 1) provides information to the Budget Committee on her Office's 2019 Operating Budget request. The report supplements the budget notes (Attachment 2) being submitted to the Budget Committee for consideration during its deliberation on the City's 2019 budget, which launches on January 28, 2019.

Chapter 3 of the Toronto Municipal Code states that "The Auditor General shall submit his or her annual budget request to the Audit Committee for consideration and recommendation to Council".

In normal circumstances, the budget of the Auditor General’s Office would be considered by the Audit Committee in October, prior to its submission to the Budget Committee. Due to the election and the compressed budget process time frame, this was not possible.

The Audit Committee will consider the Auditor General's report and 2019 Operating Budget request at its meeting on February 22, 2019. The Audit Committee will submit its recommendation regarding the Auditor General's 2019 Operating Budget to Council through Executive Committee at its meeting on March 4, 2019, so that the recommendations from both the Budget Committee and the Audit Committee are before the Executive Committee at the same time.

This approach is consistent with the past practice taken following the 2014 election. The current Budget Chief and the former Chair of the Audit Committee have been updated on the approach being taken this year.

This report transmits to Budget Committee the recommended 2019 Operating Budget for the Office of the Integrity Commissioner (the "Office" or the "OIC").

This report seeks Budget Committee's recommendation for City Council to approve the Office of the Lobbyist Registrar's 2019 Operating Budget Request of $1.490 million gross and net and its 2019-2028 Capital Budget and Plan.

This report transmits to Budget Committee the Ombudsman's recommendation for Ombudsman Toronto's 2019 Operating Budget and Ombudsman Toronto's 2019-2028 Capital Budget and Plan.

City Council on June 26, 27, 28 and 29, 2018, adopted Motion MM43.48 as amended and has directed the Budget Committee to consider as part of the 2019 Budget Process, a one time increase in funding to Toronto Community Housing to fully compensate them for any reduction in Toronto Community Housing profit from the Leslie Nymark revitalization project due to development charge increases related to construction delays.

City Council on June 26, 27, 28 and 29, 2018, adopted Item PW30.5 as amended, and among other things has directed the Budget Committee to consider funding the implementation of Community Safety Zones at every school in Toronto, including high schools and private schools, as part of the 2019 Budget Process.

City Council on December 4, 5 and 13, 2018, in adopting MM1.11 on Implementation of Additional Road Safety Measures and Accelerating the Vision Zero Road Safety Plan, has directed the Budget Committee to consider as part of the 2019 Budget Process the allocation of additional funds to Vision Zero in order to facilitate the accelerated rollout of vital elements of the Vision Zero Project.

The purpose of this report is to recommend the Board of Directors of CreateTO to approve the CreateTO 2019 budget.

This report summarizes the findings from Toronto's 2015 to 2017 participatory budgeting pilot. The City of Toronto piloted participatory budgeting in the former Ward 33 and the Neighbourhood Improvement Areas of Oakridge in the former Ward 35, and Rustic in the former Ward 12. The findings from the pilot suggest that participatory budgeting may be an appropriate method of public participation under certain conditions, but has limitations and should be understood within the City's broader objectives and civic engagement strategy.

Many people use the term "participatory budgeting" to describe a wide range of civic engagement methods related to budgets, such as consultations, online budget guides and calculators, or public deputations or hearings.

However, participatory budgeting is distinct from other budget consultations and specifically refers to a method that invites the public to propose ideas, vote and have the final say on how a portion of a government's budget will be allocated.

The Pilot evaluation, along with research on participatory budgeting in other jurisdictions, found that:

- Residents seek and value clear information and ongoing opportunities to be more involved in decisions which affect their neighbourhoods, including local improvements and infrastructure planning;

- The public would like more opportunities to speak directly with City staff on a wide range of issues that are important to them, and appreciate engagement processes which include ways for them meet their neighbours, local groups and their Councillor; and

- Participatory budgeting supports specific types of decisions and can benefit communities, but has limited reach, is resource-intensive and can result in frustration, divisions within communities and a mismatch of investments against broader community needs.

 
Staff will share the feedback, templates, materials, and evaluation reports developed during the Pilot with City Councillors, City Divisions and community partners who may choose to host a participatory budgeting process or use participatory budgeting in their work.

The City Manager's Office will continue to review the City's civic engagement strategies to support decision making using a mix of appropriate engagement methodologies to involve and engage more residents on more issues than might be possible through participatory budgeting alone, including in capital infrastructure or local improvement decisions.

This report includes information on potential operating and capital costs, should City Council wish to consider implementing participatory budgeting more broadly in the future.

The full Participatory Budgeting Pilot evaluation report is available at https://www.toronto.ca/community-people/get-involved/participatory-budgeting/ and data from participant surveys and community improvement ideas suggested by residents can be found in the City's Open Data Catalogue https://www.toronto.ca/city-government/data-research-maps/open-data/open-data-catalogue/.

At its meeting on November 19, 2019, the Board of Heath forwarded the report (October 30, 2018) from the Medical Officer of Health to the City of Toronto's Budget Committee for its consideration during the 2019 Budget Process.

At its meeting on November 19, 2018, the Board of Health forwarded the report (November 8, 2018) from the Medical Officer of Health to the City of Toronto's Budget Committee for its consideration during the 2019 Budget Process.

At its meeting on January 24, 2019, the Toronto Transit Commission Board adopted the recommendations in the report titled "Toronto Transit Commission 15-Year Capital Investment Plan and 2019-2028 Capital Budget and Plan" and, among other things:

1. Forwarded the Capital Investment Plan to the Budget Committee and the City Manager to inform the City's Long-term Financial Plan; and

2. Forwarded this report to the Budget Committee and the City Manager as the official 2019-2028 Capital Budget and Plan submission for the Toronto Transit Commission.

At its meeting on Thursday, January 24, 2019 the Toronto Transit Commission Board adopted the recommendations in the report titled "2019 Toronto Transit Commission and Wheel-Trans Operating Budgets" and forwarded this report to the Budget Committee and the City Manager as the official 2019 Operating Budget submission for the Toronto Transit Commission.

At a meeting held on January 24, 2019, the Toronto Police Services Board was in receipt of a report dated January 16, 2019 containing the 2019 operating budget request for the Toronto Police Services Board.

At a meeting held on January 24, 2019, the Toronto Police Services Board was in receipt of a report dated January 17, 2019 from Chief of Police Mark Saunders containing the 2019 operating budget request for the Toronto Police Service.

At a meeting held on January 24, 2019, the Toronto Police Services Board was in receipt of a report dated January 11, 2019 from Chief of Police Mark Saunders containing the 2019 operating budget request for the Toronto Police Service - Parking Enforcement Unit.

At its meeting held on January 24, 2019, the Toronto Police Services Board was in receipt of a report dated January 10, 2019 from Chief of Police Mark Saunders containing the Toronto Police Service's 2019-2028 Capital Program Request.

In 2018, the City of Toronto reached its longstanding target of directly investing $25 per capita in culture (including the arts, film and entertainment industries, and museums and heritage). The 2018 per capita is calculated using Statistics Canada's census population of 2.7 million people in 2016. This target was first established as part of the Culture Plan for the Creative City in 2003, when Toronto was investing $14 per capita with a population of 2.4 million people.

The City of Toronto has made significant progress. While all the impacts of increased cultural investment cannot be attributed solely to City funding, the sector has performed well overall, increasing earned revenues, expanding programming partnerships, and funding new positions to support the film and music sectors. New signature programs such as Cultural Hotspot, and two new local arts service organizations, North York Arts and East End Arts are the direct result of increased investment.

However, issues of equity and access to arts and heritage programs, affordable and sustainable space, adoption of new technologies and talent retention outside the downtown core remain.

Significant events have a large economic and tourism impact and play an important role in promoting Toronto as an international destination. Such events can advance City priorities and strategies, create jobs, attract visitors, and leave lasting legacies for the community. Given the volume of such events seeking the City's support, City Council adopted on June 7, 2016 the City of Toronto Bidding and Hosting Strategy for Significant Special Events providing a framework for managing and evaluating significant event opportunities in Toronto. Among the key objectives of the report was a commitment to identify dedicated resources to support competitive event opportunities that provide a high return on investment for the City.

This report recommends that the total new funding included in the 2019 Staff Recommended Operating Budget of $750,000 gross and $0 net, fully funded from the Major Special Events Reserve Fund be awarded to support the 2019 successful applicant organizations. It also recommends that a plan to establish ongoing tax base funding for the Toronto Significant Event Investment Program be submitted to the 2020 Budget Process for consideration.