Item - 2016.BU16.1

The Budget Committee:

1. Deferred consideration of item BU16.1 to the January 18, 2016 meeting of the Budget Committee.

2. Requested budget briefing notes as follows:

Citizen Centred Services "A"

Affordable Housing

1.  The Director, Affordable Housing Office, on line by line detailed expenditures for office supplies, conferences and travel.

Children's Services

The General Manager, Children's Services, on:

2.  line by line detailed expenditures for office supplies and travel.

3.    a.  the number of spaces, and in what age groups, that are not currently covered by a purchase of service contract; particularly centres that have service contracts for other age groups and also the current vacancy rate.

b. the estimated number of new licensed spaces that will be created in 2016 and 2017 and the age groups for these spaces.

Economic Development and Culture

The General Manager, Economic Development and Culture, on:

4.  a gross/net comparison of the 2014 budget actuals to the 2016 proposed Economic Development and Culture Division budget, demonstrating the Division's trend, net of Pan Am spending and funding.

5.  the economic and employment impact of freezing Arts and Culture funding.

Parks, Forestry and Recreation

The General Manager, Parks, Forestry and Recreation, on:

6.    a. Parks' "small capital" projects backlog and the amount required to address small capital needs.

b. what can be done for hardship cases with respect to fees for lawn bowling clubs, as some clubs are reporting hardship and some have closed down.

7.  line by line detailed expenditures and explanation for increase over 2015 for:

a. Miscellaneous materials and supplies

b. Recreational and educational supplies

c. Machinery and Equipment - Recreational and Educational

d. Repairs and Maintenance - Other

e. Repairs and Maintenance – Ice Rink Refrigeration

f.  Rental of Trailers

g. Training and Development - External

8.  the Youth Spaces program, including usage rates and program outcomes of the 2014 and 2015 roll out and a description of the proposed 2016 enhancements and program objectives.

9.  how much capital has been allocated to Skateboard Park state of good repair and new facilities, as requested by Council in two previous budgets.

The Deputy City Manager and Chief Financial Officer, in consultation with the General Manager, Parks, Forestry and Recreation, on:

10.  how the City could fund the Mayor's tree protecting goal of increasing the planting budget by $7 million per year by 2018.

Shelter, Support and Housing Administration

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

11.  line by line detailed expenditures for training, conference and office supplies.

12.  a. the reductions in the base budget

b. the cold weather drop-ins "new and enhanced service", showing the breakdown of the $416,000 requested expenditure.

13.  Toronto Community Housing Corporation expenditures in 2013, 2014, 2015, and the 2016 request for the following cost categories:

-Mailing

-Advertising and Promotion

-Office Supplies

-Travel

-Training/Conferences

-Material and Equipment – Communications

-Rental of Office Equipment

-Contracted Services – Renovations

-Material and Equipment Hand Tools

-Professional and Tech-Management Fees

-Catering Services

-Uniforms

Toronto Public Health

14.  The Medical Officer of Health, on the federal government's role in funding the City's Student Nutrition Program, including:

a. a review the commitments made;

b. a costing out of the dollars required to have the federal government match existing city and provincial monies; and

c. any necessary advocacy advice.

Citizen Centred Services "B"

Engineering and Construction Services

15. The Executive Director, Engineering and Construction Services, on:

a. the cost of contracted project management services vs. in-house project management

b. inflation costs for project management contracts.

City Planning

16.  The Chief Planner and Executive Director, City Planning, on:

a. the current backlog of requested area studies that includes timeline for completion with current staff levels and potential timeline for completion with increased staff resources.

b. the current backlog of properties to be evaluated for potential heritage value, that includes timeline for completion with current staff levels and potential timeline for completion with increased staff resources.

Transportation Services

The General Manager, Transportation Services, on:

17. the capital funding required to build a minimum bicycle grid by 2018, with specific quanta required for 2016, 2017, and 2018, including responses to the following questions about bicycle infrastructure planning:

a. What is the current 2015 level of bicycle infrastructure funding? What is proposed for 2016? What are the projects under consideration?

b. Specific to the Eglinton corridor alongside the Metrolinx project, what are the costs and strategies around this project? What is the projected timing for this project?

18.  a.  a detailed list of bike lanes and off street bike trails construction projects over the past three years and their location from start to finish; and

b. a detailed list of shovel ready bike lane and trail projects for 2016.

Fire Services

19.  The Fire Chief and General Manager, Fire Services, on:

a. vertical Response times and resources required to address safety concerns associated with vertical response times.

b. impacts to the Fire Underwriters' Survey of delay in hiring Fire Prevention Officers.

Municipal Licensing and Standards

20.  The Executive Director, Municipal Licensing and Standards, with an assessment of the staffing complement necessary to provide overnight and weekend enforcement of noise by-laws, whether through additional full time employees or shift changes.

Internal Services

Revenue Services

21.  The Director, Revenue Services, the General Manager, Transportation Services and the Director, Court Services, on revenues from on-street permit parking including: permit fees, voluntarily-paid fines, court-ordered fines for Toronto and East York District.

Human Resources

22.  The Executive Director, Human Resources, in consultation with the Deputy City Manager and Chief Financial Officer, on the following as it relates to non-union employees:

a. detailed information on the Financial impact of progression pay specifically noting the number of employees affected and the average rate of increase that is forecasted in 2016.

b. What is the impact of a freeze of the 2015 year end staffing level actuals (not 2015 approved budget)?

311

23.  The Director, 311, on the 20 most common inquiries and service requests by category received by 311 in 2014 and 2015.

Deputy City Manager and Chief Financial Officer

The Deputy City Manager and Chief Financial Officer, on:

24.  the areas of the budget where inflation might be automatically included in the base operating budget (for example, Student Nutrition Programs and Community Partnership and Investment Program grants).

25.  the tax stabilization reserve, which includes:

a. List of each one-time draw since 2011, and the details of the use of the draw.

b. Terms of Reference for the use of the reserve.

26.  a. the cost of inflation in contracted services over 2015, by division and cost centre, and compared with in-house services.

b. the cost of consulting services, by division, for 2011 – 2016, and any available information on inflation costs.

c. user fees versus fines as user fees can only be cost-recovery, specifically addressing the following questions:

i. What are the rules/policies for creating or increasing City fines for such things as building without a building permit; violating property standards, operating without a business licence, illegal dumping, illegal signs, operating an illegal rooming house, destroying protected trees, or installing an illegal parking pad?

ii. How much does the City collect in fine revenue in addition to parking tag revenue?

d. the revenue and collection model for hotel tax revenue currently being collected by Toronto Hotels.

City Manager

27.  The City Manager, on new revenue tools that could fund Council approved directions (Operating and Capital), including consideration of:

a.  tools for which the City has legal authority to implement in 2016; and

b.  tools for which the City would require provincial authority, including expected annual revenue cost to administration and other impacts.

Toronto Police Services

The Chair, Toronto Police Services Board, on:

28.  a. line by line detailed expenditures for training, conferences and office supplies.

b. an explanation and line by line detailed expenditures of $7 million increase for services and rents from 2014 to 2016.

29.  paid duty police work, specifically addressing the following questions:

a. How much has been paid in the last five years by City Divisions and Agencies, Boards and Commissions' on paid duty?

b. What is the status of the Toronto Police Service Board reviewing policies related to paid duty with respect to reducing costs for both the private and public sectors? If the blockage is with Provincial legislation, what steps have been taken/ can be taken to allow for cheaper alternatives?

Toronto Transit Commission

The Chief Executive Officer, Toronto Transit Commission, on:

30.  a. a breakdown of where the identified $10 million in savings would come from.

b. a line by line detailed expenditures on service and rents and the reason for increase from 2013 – 2016.

c. a line by line detailed expenditures for training and conferences.

31.  the impact to riders, ride times and vehicle frequency of new/enhanced service requests including:

a.  bus service reliability

b.  bus reliability centred maintenance

c.  streetcar service reliability

d.  new and enhanced express bus service

e.  subway service reliability

f.  Line 1: 3 minute or better service

32.  the business case for hiring additional fare inspectors.

Accountability Officers

33.  The Accountability Officers, on detailed expenditures in the 2013, 2014, 2015 and the 2016 request for the following cost categories:

-Mailing

-Advertising and Promotion

-Office Supplies

-Travel

-Training/Conferences

-Material and Equipment - Communications

-Rental of Office Equipment

-Contracted Services – Renovations

-Material and Equipment Hand Tools

-Professional and Tech-Management Fees

and for the 2016 figures, separate out base budget from total budget request into two columns.

January 5, 2016

The Deputy City Manager, Cluster A gave a presentation on Cluster A 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

The Vice Chair, Toronto Police Services Board, the Executive Director, Toronto Police Services Board, the Chief of Police, the Chief Administrative Officer, and the Director, Finance, Toronto Police Service gave a presentation on Toronto Police Service (including Parking and Board budgets) - 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

January 6, 2016

The Chair, Board of Health and the Medical Officer of Health gave a presentation on Toronto Public Health 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

The Deputy City Manager, Cluster B gave a presentation on Cluster B 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

January 8, 2016

The Chief Executive Officer and the Chief Financial and Administration Officer, Toronto Transit Commission gave a presentation on Toronto Transit Commission - 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

The Deputy City Manager and Chief Financial Officer gave a presentation on Internal Services - 2016 Preliminary Operating Budget and 2016 - 2025 Preliminary Capital Budget and Plan.

January 11, 2016

The Chair, Board of Directors of the Toronto Community Housing and the President and Chief Executive Officer gave a presentation on Toronto Community Housing Corporation 2016 Budget.

The Auditor General gave a presentation on Auditor General's Office 2016 Operating Budget Request and 2016-2025 Capital Request and Plan.

The Integrity Commissioner gave a presentation on Office of the Integrity Commissioner - 2016 Operating Budget.

The Lobbyist Registrar gave a presentation on Office of the Lobbyist Registrar - 2016 Operating Budget and 2016-2025 Capital Budget and Plan.

The Interim Ombudsman gave a presentation on Office of the Ombudsman - 2016 Operating Budget.

At its meeting of October 23, 2015, the Audit Committee approved the Auditor General's Office 2016-2025 Capital Budget and Plan at $0.244 million with cash flows of $0.244 million in 2016, and directed that it be forwarded to the Budget Committee.

This report seeks Budget Committee's recommendation for City Council to approve the Office of the Lobbyist Registrar's 2016 Operating Budget Request of $1,143.1 thousand net.  The 2016 Operating Budget Request represents a 1.7 percent increase over the 2015 Approved Operating Budget.  There is no change in approved staff positions as a result of the 2016 Operating Budget Request.

The purpose of this report is to provide the Budget Committee with the 2016-2025 capital program request for the Toronto Police Service (the "Service").

The purpose of this report is to provide the Budget Committee with the 2016 operating budget request for the Toronto Police Service - Parking Enforcement Unit.

The purpose of this report is to provide the Budget Committee with the proposed 2016 net operating budget for the Toronto Police Services Board ("the Board").

At its meeting on November 30, 2015, the Board of Health forwarded the report (November 16, 2015) from the Medical Officer of Health, to the City's Budget Committee for its consideration during the 2016 budget process.

At its meeting on September 25, 2015, the Board of Directors of the Toronto Atmospheric Fund submitted Toronto Atmospheric Fund's Draft 2016 Budget to the City's 2016 budget process for Council's approval.

At its meeting of June 30, 2015, the Executive Committee referred the presentations to the Budget Committee, the City Manager and the Deputy City Manager and Chief Financial Officer, for consideration as part of the 2016 Budget Process.

At its meeting of June 24, 2015, the Community Development and Recreation Committee forwarded the presentations from staff to the Budget Committee, the City Manager and the Deputy City Manager and Chief Financial Officer, for consideration as part of the 2016 Budget Process.

At its meeting of June 23, 2015, the Economic Development Committeea forwarded the presentations to the Budget Committee, the City Manager and the Deputy City Manager and Chief Financial Officer, for consideration as part of the 2016 Budget Process.

At its meeting of June 25, 2015, the Licensing and Standards Committee referred the presentation from the Executive Director, Municipal Licensing and Standards to the Budget Committee, the City Manager and the Deputy City Manager and Chief Financial Officer for consideration as part of the 2016 Budget process.

At its meeting of September 16, 2015, the Planning and Growth Management Committee forwarded the revised presentation (September 16, 2015) from City Planning to the Budget Committee, the City Manager and the Deputy City Manager and Chief Financial Officer, for consideration as part of the 2016 Budget Process, and advised that it supports a 2016 budget for City Planning and City Building without gapping.

This report requests that Budget Committee recommends that City Council approve the Office of the Ombudsman’s 2016 - 2025 Capital Budget and Plan.  The plan includes a requirement of $1.230 million over the 10-year period for state of good repair maintenance of the case management system.

This report details information about the 2016 operating budget for the Office of the Ombudsman, including a recommended full-year 2016 operating budget of $1,975.4 thousand gross and net for approval by City Council.

This report details information related to the 2016 Operating Budget for the Office of the Integrity Commissioner (the "Office" or the "OIC") and recommends a full-year 2016 budget of $793.3 thousand for consideration by the Budget Committee.  This includes base budget pressures of $51.4 thousand and enhancements of $314.1 thousand.

The purpose of this report is to provide the Budget Committee with the 2016 revised operating budget request for the Toronto Police Service (the "Service").

City staff undertook a Participatory Budgeting (PB) in 2015 in three areas of the City: Rustic in Ward 12 and Oakridge in Ward 35, both Neighbourhood Improvement Areas (NIAs), and Ward 33.  Participatory Budgeting (PB) is a process where residents propose, develop and vote on projects funded by the government, to improve their City.

The City of Toronto piloted a PB process in 2015 that resulted in the communities selecting seven (7) community improvement projects at a total cost of $435,000.  This report authorizes the Deputy City Manager and Chief Financial Officer to fund the cost of these community improvements in the amount of $370.000 gross, $0 debt from the Parkland Acquisition Reserve Fund; and $65,000 gross, $0 debt from the Public Realm Reserve Fund. 

The findings of the City's pilot, and research from other PB initiatives around the world, suggest that the benefits of PB are often incremental when a PB process is implemented over several budget cycles, is a priority of the government, meets the needs of the community, adequately resourced and subject to ongoing evaluation. 

This report recommends that the 2015 pilot be extended for 2016 and 2017 in the same wards and that the capital funding allocation for each area is increased from $150,000 to $250,000.   The pilot extension requires a temporary position at a cost of $138,000 in the City Manager’s Office 2016 Operating Budget to coordinate the PB process and project evaluation. The pilot extension will conclude with a comprehensive evaluation and report to City Council in 2018.