Minutes Confirmed on April 20, 2021

This meeting of the Budget Committee was held by electronic means and the proceedings of the Budget Committee were conducted publicly. 

These measures were necessary to comply with physical distancing requirements and as civic buildings were closed to the public.

The Budget Committee:

1. Elected Councillor Brad Bradford as Vice Chair of the Budget Committee for a term of office starting on January 20, 2021, and ending November 14, 2022.

There was 1 nomination. The Chair declared Councillor Brad Bradford the Vice Chair of the Budget Committee.

Election of the Vice Chair of the Budget Committee under Municipal Code Chapter 27, Council Procedures, Appendix A-2, for a term of office starting on January 20, 2021, and ending November 14, 2022.

The Budget Committee:

1.  Deferred consideration of item BU22.2 to the January 28, 2021 meeting of the Budget Committee.

2.  Requested budget briefing notes as follows:

Children's Services

The General Manager, Children's Services on:

1. Provincial and Federal one-time funding that flowed to Children's Service in 2020 and the impact of these funds on any change to the year-over-year budget for the division.

2. The change in the number of child care subsidies, children with extra support needs served and children served in EarlyON Child and Family Centres between the 2020 approved budget and the proposed 2021 budget.

3. The change in capital funding from the 2020 to proposed 2021 budgets for new child care centres.

4. New investments required from other levels of government in 2021 to stabilize the child care and early-years sector including funding for:

a.  enhanced cleaning;

b. additional Personal Protective Equipment beyond what the Ministry of Education is supplying directly;

c. additional staffing to meet COVID-19 health and safety requirements;

d. additional administration costs and to address short-term vacancies due to lower enrollment and mandatory closures as programs return to a full resumption of spaces and services; and

e. options for flexible funding models that allow the City to repurpose committed 2021 Provincial and Federal funding and opportunities to access existing childcare reserve funds for the purpose of stabilization.

5. The current strategy and assumptions on how to achieve growth plan targets and timelines and the resources needed from all levels of government to achieve this plan.

Economic Development and Culture

The General Manager, Economic Development and Culture on:

6. The potential economic impact of deferring $856 Million in capital spending, including but not limited to, impact on direct and indirect jobs.

7. Historical funding allocations for each of Toronto’s six Local Arts Service Organizations  and outline actions taken or planned to be taken to ensure the equitable distribution of Local Arts Service Organizations funding across these organizations.

Parks, Forestry and Recreation

The General Manager, Parks, Forestry and Recreation on:

8. Outdoor recreational capital investments, including ice skating and cricket facilities, and also identifying any opportunities to advance their development.

9. Options to begin funding the Toronto Ravine Strategy before 2023.

10. The cost to cover or eliminate the increase in user fees for recreational programming.

11. The cost of providing snow clearing on all park pathways.

12. The cost to retrofit park washrooms to be able to operate in winter conditions.

13. The costs, if any, are associated with Enhanced Youth Space Staff providing online/virtual programming for 2021.

14. The Inclusion of Barbara Hall Park redesign and the Corktown Dog Off-Leash Area in this year's capital plan.

Shelter, Support and Housing Administration

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

15. The delays for the George Street revitalization project, including the reason for significant cost increases.

16. How many additional hotel units or COVID-safe spaces are needed to accommodate space for everyone sleeping outside, and to account for flex space as necessary.

17. Barriers to providing new housing units and the steps staff are taking to resolve these challenges, including support or actions that could be taken by other levels of government.

Social Development, Finance and Administration

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

18. The current status of the TOWards peace program and any recommendations for expansion.

19. The costs to expand the TOWards Peace Program in Regent Park and other priority neighbourhoods, with a prioritized ranking.

20. The status of funding to the Toronto Youth Equity Strategy.

21. Emergency capital repairs needed to address the water penetration and damage coming into the building and reporting back on the quantum needed to address the problem, in consultation with the Executive Director of the 519.

22. The status of Partnership Opportunity Legacy funding, with a breakdown of previous projects that have been funded through Partnership Opportunity Legacy, and projects that are planned to receive Partnership Opportunity Legacy funds in the future.

Toronto Employment and Social Services

The General Manager, Toronto, Employment and Social Services on:

23. Ontario Works rates and increases in the past 20 years as compared with inflation and the cost of living in the City of Toronto.

24. The current gaps in access to information regarding the legal rights for tenants, and how this can be addressed through the Tenant Defence Fund. 

Toronto Paramedic Services

The Chief and General Manager, Toronto Paramedic Services on:

25. How much Full Time Equivalent time is spent by front line paramedics in a supervisory role and, if those Full Time Equivalents weren't included as front line workers in the Full-time to Part-time ratio and how would the ratio change. 

City Planning

The Chief Planner and Executive Director, City Planning on:

26. The potential to increase planning fees in 2021 and the financial impact that increasing fees will have on the Operating Budget.

Municipal Licensing and Standards

The Executive Director, Municipal Licensing and Standards on:

27. A breakdown of the current numbers of staff in non-generalized enforcement units and budgeted staffing increases for those units, (e.g., costs, number of staff and timing of hirings).

28. A breakdown of the professional services required in 2021 for external regulatory and compliance audit services to ensure compliance with Vehicles-for-Hire and Short-Term Rentals by-laws.

Toronto Fire Services

The Fire Chief and General Manager, Toronto Fire Services on:
 

29. Changes over the past five years in budget allocations for Workplace Safety and Insurance Board related absences and comparing those budget allocations to actual absences under WSIB.

30. Staffing policy and budget changes that have been made in response to increasing numbers of Workplace Safety and Insurance Board absences.

Transit Expansion Office

The Executive Director, Transit Expansion Office on: 

31. The status of Public Transit Infrastructure Fund 1 and 2 funds, including their allocation, spend and expiration dates.

32. A breakdown of the funding sources for the 2021 Operating ($9.1 Million) and Capital budgets.

33. A breakdown of 2021 Full Time Equivalents working on the Eglinton East LRT and Waterfront LRT. 

Transportation Services

The General Manager, Transportation Services on:

34. The capital cost of expanding the number of speed enforcement cameras.

35. The operating funds required to make CafeTO and ActiveTO permanent fixtures in the budget based on current usage.

36. The additional high level estimated costs resulting from the City's transportation infrastructure maintenance backlog.

Environment and Energy

The Director, Environment and Energy on:

37. The timeline, budget and Full Time Equivalents associated with 2021 reports, including the TransformTO net-zero report.

38. In consultation with the City Manager, on:

a. detailing the current status of climate emergency declaration commitments that were supposed to be delivered in 2020 and 2021, including:

i. which of these commitments will be delivered in 2021;

ii. what the proposed level of staffing, in Full Time Equivalents, for each commitment; and

iii. for those commitments that won’t be delivered in 2021, what additional staffing would be needed to deliver each of them in 2021; and

b. listing climate-related initiatives undertaken by each division or agency in 2021, funding amount allocated to each initiative, and if possible, the expected emission reduction impact of each initiative. 

Office of the Chief Financial Officer and Treasurer

The Chief Financial Officer and Treasurer on:

39. Detailing the necessary considerations required in order to implement a small business property tax subclass.

City Manager

The City Manager on:

40. The City's contingency plan in the event that the remaining $856 million in required COVID-19 relief funding is not received from the Provincial and/or Federal governments, including the impact on each division and agency's capital budgets, in consultation with the Chief Financial Officer and Treasurer.

41. The City's proposed 2021 investments related to Resilience, including:

a. the financial distribution amongst various City Divisions and a breakdown by tax-supported Operating and Capital budgets, as well as rate-supported budgets; and

b. the number of Full Time Equivalents dedicated towards coordinating and executing the Resilience strategy.

 
42. The prioritization and alignment of resources in the City Manager’s Office to manage the City’s post-pandemic recovery and rebuild strategy.

43. The City's proposed 2021 investments contributing to greenhouse-gas reduction (i.e. TransformTO), including:

a. the financial distribution amongst various City Divisions, and a breakdown by tax-supported operating and capital budgets, as well as rate-supported budgets; and

b. a costed list of shovel-ready, or near-shovel-ready, capital projects that could be advanced should funding for net zero projects become available from other levels of government.

44. City-wide staffing levels over the last 5 years, including staff who have accepted the Voluntary Separation Program package; and the impact of the Voluntary Separation Program on staffing levels.

45. The potential revenue from a Luxury Home Tax, with higher rates applied to the Municipal Land Transfer Tax for homes worth $2 Million or more and for homes with $3 Million or more, including the additional revenues the City would have received annually in past 5 years, the projected revenues for 2021.

46. The equity impacts of keeping the property tax increase to 0.7 percent including what assessment of these impacts staff conduced to inform the setting of this property tax increase.

Toronto Public Library

The City Librarian, in consultation with the General Manager, Social Development, Finance and Administration, on:

47. The costs, if any, associated with the Youth Hub Staff providing online/virtual programming for 2021.

Toronto Transit Commission

The Chief Executive Officer, Toronto Transit Commission, in consultation with the Chief Financial Officer and Treasurer, on:
 
48. Identifying capital projects within the Toronto Transit Commission's 2021-2030 capital plan where funding from federal or provincial governments is not yet secured.

49. Impacts that will result from the absence of requested federal and provincial capital funding commitments in 2021 for the Toronto Transit Commission, including but not limited to impacts on vehicle procurement plans, State of Good Repair backlog or planned capital delivery.

January 20, 2021

The Deputy City Manager, Community and Social Services gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for the Community and Social Services Group.

The Medical Officer of Health gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for Toronto Public Health.

The President and Chief Executive Officer, Toronto Community Housing Corporation gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for the Toronto Community Housing Corporation.

January 21, 2021

The Deputy City Manager, Infrastructure and Development Services gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for the Infrastructure and Development Services Group.

The City Librarian gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for Toronto Public Library.

The Chief Financial Officer, Toronto Transit Commission gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for the Toronto Transit Commission.

The Chair, Toronto Police Services Board and the Chief, Toronto Police Service gave a presentation on the Staff Recommended 2021 Operating Budget and 2021-2030 Capital Budget and Plan for the Toronto Police Service.

January 22, 2021

The Deputy City Manager, Corporate Services gave a presentation on the Staff Recommended 2021 Operating Budget and 2021 - 2030 Capital Budget and Plan for the Corporate Services Group.

The Budget Committee will consider and make recommendations to the Executive Committee on the 2021 Capital and Operating Budgets.

The following schedule has been established for the consideration of the 2021 Staff Recommended Capital and Operating Budgets:

Wednesday, January 20, 2021

Service Group Presentation:

Community and Social Services:

Children's Services
Economic Development and Culture
Housing Secretariat
Toronto Employment and Social Services
Toronto Paramedic Services  
Parks, Forestry and Recreation

Shelter, Support and Housing Administration
Court Services
Seniors Services and Long Term Care
Social Development, Finance and Administration

Agencies:

Toronto Public Health
Toronto Community Housing Corporation 

Questions and answers only - no presentations:

Accountability Officers:

Office of the Auditor General
Office of the Integrity Commissioner
Office of the Lobbyist Registrar
Ombudsman Toronto

Thursday, January 21, 2021

Service Group Presentation:

Infrastructure and Development Services:

City Planning
Municipal Licensing and Standards
Toronto Fire Services
Transportation Services
Engineering and Construction Services
Office of Emergency Management
Policy Planning, Finance & Administration
Toronto Building
Transit Expansion Office
Waterfront Revitalization Initiative

Agencies:

Toronto Public Library
Toronto Transit Commission  
Toronto Police Service  

Questions and answers only - no presentations:

Agencies:

Toronto Police Services Board  
Toronto Police Services Parking Enforcement Unit  
Arena Boards of Management  
Association of Community Centres   
Exhibition Place  
Heritage Toronto  
TO Live  
Toronto Atmospheric Fund  
Toronto and Region Conservation Authority  
Toronto Zoo  
Yonge - Dundas Square

Friday, January 22, 2021

Service Group Presentation:

Corporate Services:

311 Toronto
Corporate Real Estate Management
Environment & Energy
Fleet Services
Office of the Chief Information Security Officer  
Technology Services

Questions and answers only - no presentations:

Agencies:

CreateTO

Finance and Treasury Services:  
Office of the Chief Financial Officer and Treasurer  
Office of the Controller  

Other:

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

At it's meeting on November 16, 2020, the Board of Health considered Item HL23.3, "Toronto Public Health 2021 Operating Budget Request" and made recommendations to City Council.

This report outlines the Toronto Public Health (TPH) 2021 Operating Budget Submission for consideration by the Board of Health. TPH's 2021 Operating Budget Submission totals $344,596.4 thousand gross, $127,383.9 thousand net, and 2,486.3 positions.

This submission is $64,173.5 thousand gross and $56,554.8 thousand net higher than the Restated 2020 Operating Budget. This submission also reflects an increase of 460.4 positions above the Restated 2020 Operating Budget. The increases to the 2021 Operating Budget Submission is predominately related to the additional staffing and resources for TPH's COVID-19 response to be funded by the Ministry of Health.

The 2021 Operating Budget Submission includes 2020 in-year changes, 2021 base changes, pending Council approval, and a 2021 service enhancement as detailed in the recommendations included in this report.

At it's meeting on November 16, 2020, the Board of Health considered Item HL23.4, "Toronto Public Health 2021-2030 Capital Budget and Plan Request" and made recommendations to City Council.

This report provides an overview of the Toronto Public Health 2021 Capital Budget and 2022-2030 Plan Request.

Toronto Public Health is recommending a 2021-2030 Capital Budget and Plan of $31.792 million, including a 2021 Capital Budget of $3.065 million with future year commitments of $5.982 million and future year estimates of $22.745 million. This 10-Year Capital Budget and Plan Request will provide funding for eighteen projects.

At its meeting on December 4, 2020, the Board of Directors of CreateTO considered Item RA19.3, titled "CreateTO 2021 Operating Budget" and made recommendations to City Council.

The 2021 CreateTO Operating Budget represents a decrease of $0.062 million over the 2020 budget.

The 2021 CreateTO Operating Budget includes the addition of one fulltime position, a portfolio strategy analyst, increasing the total staffing complement to 69 employees.

At its meeting on November 19, 2020, the Audit Committee considered Item AU7.6, titled "Auditor General's Office 2021 Operating Budget" and made recommendations to City Council.

In accordance with Chapter 3 of the Toronto Municipal Code, the Auditor General is submitting her 2021 Operating Budget request to the Audit Committee for consideration and recommendation to City Council.

The attached report provides information relating to the Auditor General's 2021 Operating Budget request of $6.651 million. This is slightly less than the base budget request last year and is equal to 1/20th of one per cent, or 0.05 per cent, of the City's 2020 Approved Adjusted Budget. Within the requested base budget, the Auditor General is seeking to convert five temporary contract staff positions to permanent positions as part of an organizational restructure. This will result in a net zero budget impact; conversion costs will be absorbed in the base budget.

The budget request supports the Auditor General providing the same level of capacity to undertake value for money audits and investigations as in previous years. The Auditor General recognizes the City's ongoing financial pressures, especially with a focus on identifying savings and/or efficiencies. That being said, the benefits of performance audits that the Auditor General brings are that much more valuable. As highlighted in the Auditor General's Annual Reports, past audit reports have realized millions of dollars in cost savings, avoided costs, and identified revenue increases and new revenues.

The Auditor General's 2021 Work Plan is being presented to the Audit Committee at the same meeting as this 2021 Budget Request.

This report transmits to Budget Committee the Ombudsman's recommendation for Ombudsman Toronto's 2021 Operating Budget and Ombudsman Toronto's 2021-2030 Capital Plan.

This report transmits to Budget Committee the recommended 2021 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 Toronto Lobbyist Registrar’s 2021 Operating Budget Request of $1.236 million gross and net, and its 2022-2030 Capital Plan.

At its meeting on Monday, December 21, 2020, the TTC Board considered a report  (December 21, 2020) from the Interim Chief Financial Officer titled “TTC 15-Year Capital Investment Plan & 2021-2030 Capital Budget & Plan”.

The Board adopted the recommendations in the staff report, as follows:

1. Approve the staff recommended TTC 2021-2030 Base Capital Budget & Plan of $11.689 billion as outlined in Appendix A of the report (December 21, 2020) from the Interim Chief Financial Officer.

2. Approve the staff recommended TTC 2021-2030 Capital Budget & Plan of $217.781 million for Transit Expansion Projects including the completion of the remaining scope for the Toronto-York Spadina Subway Extension, SRT Life Extension Overhaul for Line 2 Subway Extension (formerly Scarborough Subway Extension) and Waterfront Transit as outlined in Appendix A of report (December 21, 2020) from the Interim Chief Financial Officer.

3. Forward this report to the City Budget Committee and the City Manager as the official 2021-2030 Capital Budget and Plan submission for the Toronto Transit Commission.

At its meeting on December 21, 2020, the Toronto Transit Commission Board considered a report (December 21, 2020) from the Interim Financial Chief Officer titled “2021 Toronto Transit Commission and Wheel-Trans Operating Budgets”.
  

The Board adopted the recommendations in the staff report, as follows:

1. Approve the recommended 2021 Toronto Transit Commission Conventional Operating Budget of $2.034 billion in gross expenditures, revenues of $0.562 billion in revenues and a net funding requirement of $1.472 billion, inclusive of the $794.6 million TTC Conventional COVID-19 financial impact, as detailed in the report (December 21, 2020) from the Interim Financial Chief Officer.

2. Approve the recommended 2021 Wheel-Trans Budget of $118.6 million in gross expenditures, $4.3 million in revenues and a net funding requirement of $114.3 million, inclusive of the $1.8 million Wheel-Trans COVID-19 financial impact, as detailed in the report (December 21, 2020) from the Interim Financial Chief Officer.

3. Request City Council to authorize a special contribution to the Toronto Transit Commission  Stabilization Reserve, equal to the proceeds to be received from the anticipated settlement with Metrolinx, to provide a funding source for Light Rail Transit construction disruption service.

4. Approve a 2021 year-end workforce complement of 16,313 positions, reflecting an increase of 69 positions to support service delivery and 77 positions for capital project delivery, as described in Appendix C to the report (December 21, 2020) from the Interim Financial Chief Officer.

5. Forward this report to the City Budget Committee and the City Manager as the official 2021 Operating Budget submission for the Toronto Transit Commission.

At its meeting on October 26, 2020, the Board of Governors of Exhibition Place considered Item EP14.2, titled "2021 Operating Budget" and made recommendations to City Council.

On August 7th, the City Manager's Office provided the preliminary 2020 Budget Process, Directions, and Guidelines for all City Divisions and Agencies for 2020 which is subject to change. Until such other direction is given the Board is following last years directive to all City Divisions and Agencies which is to submit a zero change budget year over year.

In preparing our budget plan, we have taken into consideration the financial impacts of COVID-19, and therefore have provided for a 0 percent COLA increase and 0 percent pay for Performance increases for 2021 per Council directives. There is still some uncertainty as to the future financial impacts and the extent of COVID-19, and it is still too early to assess 2021 operating impact. Exhibition Place staff have developed a 2021 status quo Operating Budget that is consistent with 2020 budget principles with a nil ($0) increase over the 2020 Operating Budget. This preliminary budget plan will not have an impact on the City property tax base year-over-year. Wages and benefits cost saving from delaying in hiring replacements for management staff who retired in 2020, temporary laid off of casual/temporary staff, and reduction in volume of base building maintenance and overtime.

Staff are optimistic that although the volatility of COVID-19 may not be completely gone, the exhibition business will return to some normalcy in a COVID-19 world, but are aware that measures may have to be taken again for 2021 with similar financial impact as in 2020. The measures taken to mitigate the risk of additional lost business or increase in costs due to COVID-19 is that all non-essential costs have been delayed/deferred, and discretionary expenditures such as travel, training, etc. has been eliminated. COVID-19 costs include both ongoing day to day service costs, as well as, restart/recover/rebuild costs.

At its meeting on January 13, 2021, the Toronto Police Services Board was in receipt of a report (December 29, 2021) from the Chief of Police with regard to the following budget requests:

- Toronto Police Service - 2021 Operating Budget Request;
- Toronto Police Service - 2021-2030 Capital Program Request;
- Toronto Police Service Parking Enforcement Unit - 2021 Operating Budget Request; and,
- Toronto Police Services Board - 2021 Operating Budget

At its meeting on December 10, 2020, the Executive Committee considered Item EX19.23 titled "Board’s Independent Review into Missing Persons Investigations Request to Extend Timeline and Increase Budget" and referred the item to the Budget Committee.

At its virtual meeting held on November 24, 2020, the Toronto Police Services Board (Board) was in receipt of a report, dated November 11, 2020, from Ryan Teschner, Executive Director & Chief of Staff, with respect to the above noted matter.

The Board approved the foregoing report and agreed to forward a copy to the City’s Executive Committee to allocate and transfer to the Board additional funding for the Review in an amount not to exceed $700,000, and request that such funds be made available to the Board as of the date of the request, and until the conclusion of the Review.

A copy of Board Minute No. P185/2020 regarding this matter is attached.

Announcements

The Chair gratefully acknowledged that the land the Budget Committee was meeting on is the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Metis peoples. The Chair also acknowledged that Toronto is covered by Treaty 13 with the Mississaugas of the Credit.