The Budget Committee:

1.         Requested the Deputy City Manager and Chief Financial Officer submit corporate reports to the March 2, 2015 meeting of the Executive Committee outlining the 2015 Capital Budget and 2016-2024 Capital Plan as recommended by the Budget Committee and the 2015 Operating Budget as recommended by the Budget Committee, including the following amendments:

a.         The 2015 Staff Recommended Operating Budget for City Planning be reduced by $0.525 million gross and net and 8.0 positions to reflect the deletion of new positions planned to enhance Area Studies; Heritage Conservation District (HDC) Plans / Studies; and the Strategic Initiatives, Policy & Analysis unit.

b.         Subject to approval of the above adjustment to the City Planning 2015 Operating Budget (Recommendation 1a), that the Capital from Current (CFC) funding be increased by $0.525 million gross and net.

c.         In maintaining the 2014 level of service for Heritage Conservation District Plans / Studies, that the City Planning 2015 – 2024 Capital Budget and Plan be reduced by $5.0 million gross and $4.635 million in debt funding over the 10-year period, reflecting an annual decrease of $0.5 million to the Heritage Conservation District Studies capital project (from $1.0 million per year to $0.5 million per year).

d.         The new requests from Office of the Ombudsman of $0.440 million for 6 positions and one-time office setup costs to address the increased caseloads of investigations of complaints in Items BU6.4f and BU6.4g and the new requests from the Office of the Integrity Commissioner of $0.299 million for 2 positions, external legal and investigative support and one-time office setup costs to respond to increased volumes of work in Item BU6.4e not be approved and that the total savings in the 2015 Staff Recommended Operating Budget of $0.739 million be reallocated to the following:

1.         Legal Services - $0.160 million to re-instate funding for the recommended deletion of a Solicitor position that supports and attends Ontario Municipal Board hearings and liquor license hearings included the 2015 Recommended Operating Budget; and

2.         Toronto Public Health - $0.579 million to the Student Nutrition Program.

e.         Amend Recommendation 2a in the report (February 12, 2015) from City Manager and the Deputy City Manager and Chief Financial Officer entitled "Loss of Toronto Pooling Compensation for Social Housing - Budget Strategy" [Item BU6.4x] by deleting "Childrens' Services by $150,000 gross and net" and add $150,000 to "Non Program Revenues - Parking" so it now reads, "Non program Revenues $4.150 million net and gross" 

f.          Amend the 2015 Recommended Parks, Forestry and Recreation Capital Budget to increase the capital sub-project known as Anthony Road Park Improvements in the amount of $195,000 to a total of $455,000. The project increase is to be funded as follows: $127,745.29 from the Ward 9 Reserve Fund XR2212 and $67,254.71 from the Section 42 Alternative Rate Cash-in-lieu from 855 Wilson Avenue (source account XR2213-4200613). These additional funds are required to supplement the sub-project in the 2015 Parks, Forestry and Recreation Recommended Capital Budget.

g.         Increase the Economic Development and Culture Capital Budget by increasing the project cost of the previously approved Toronto Centre of the Arts Main Stage Reconfiguration Project by $1.5 million gross, $0.0 net, fully funded from capital reserves ($0.6 million from XQ1060, and $0.9 million from XR3007) for a total project budget of $8.425 million gross, $3.4625 million net.

h.         Approve the following adjustments to the 2015 – 2024 Recommended Capital Budget and Plan for Transportation Services reflecting the need to address an increasing number of requests for high priority and large-scale transportation studies in addition to the existing backlog of requested studies:

1.         Increase funding for Engineering Studies by $1.830 million to $4.5 million in 2015 offset by reallocations of 2015 funding from Facility Improvements of $1.100 million; Salt Management of $0.200 million; and Laneways of $0.530 million.

These adjustments will not change the Transportation Services 2015 Recommended Capital Budget.

i.          Approve 25 temporary positions at a cost of $1.750 million gross, zero net be added to the 2015 Recommended Operating Budget for Toronto Employment and Social Services to support the continued implementation and impact of the provincial Social Assistance Management System (SAMS) in Toronto Employment Social Services and Social Development Finance and Administration Divisions. These positions will be cost shared 50/50 with the province, with the City's $0.875 million share funded from the Ontario Works reserve fund.

j.          Adjust the 2015 Operating Budget for Policy Program Finance and Administration to reflect an increase of $0.140 million gross and $0 net to the Office of Emergency Management Budget, from a contribution from the Ontario Power Generation Inc, to further assist in the development, implementation and maintenance of a nuclear emergency management program.

k.         Amend Recommendation 2a.ii.a and 2a.ii.b in the report (February 12, 2015) from City Manager and the Deputy City Manager and Chief Financial Officer entitled "Loss of Toronto Pooling Compensation for Social Housing - Budget Strategy" [Item BU6.4x] to reflect the recommended adjustments by the Toronto Transit Commission in Operating Budget briefing note #46 and the Chair, Toronto Police Services Board in Item BU6.4ad so that it reads:

"a.          Toronto Transit Commission by 5 million gross and 5 million net.

 b.          Toronto Police Services by 4.1 million gross and 5 million net."

l.          Adjust the $5 million gross and net budget adjustment to the TTC 2015 Operating Budget recommended in the report (February 12, 2015) from City Manager and the Deputy City Manager and Chief Financial Officer entitled "Loss of Toronto Pooling Compensation for Social Housing - Budget Strategy" [Item BU6.4x] to be comprise the adjustments identified in the Operating Budget briefing note #46 "Specific Actions to Meet $5 Million TTC Budget Reduction Target" from the TTC, as follows:

1.         Reduce WSIB expenditures by $1.6 million to reflect lower than anticipated payouts experienced in 2014;

2.         Gapping to increase by 0.4% (from 2.6% to 3.0%) to reflect anticipated staffing levels, resulting in savings of $1.0 million;

3.         Reallocate $1.4 million of expenditures appropriately to the Capital Budget for the replacement and improvement of streetcar road infrastructure; and

4.         Reduce 40 positions from the recommended new and enhanced service priorities, resulting in $1.0 million in savings, including:

a.         20 Proof-of-Payment (POP) inspectors on streetcar routes; and

b.         20 Operator positions associated with the leased bus facility that will accommodate 50 new buses to facilitate the introduction of new peak period express service and reduce peak period wait times and crowding.

m.        Reduce the 2015 Staff Recommended Operating Budget for Economic Development and Culture by $0.500 million gross and $0.500 million revenue for $0 net, by eliminating the 2015 contribution, as well as future contributions, from the Design Exchange Reserve Fund (XR3012) and the associated expenditures, as this Reserve Fund will be receiving no further funding from the developer of the Toronto Stock Exchange site.

n.         Increase the 2015 Staff Recommended Operating Budget for Economic Development and Culture by $1.000 million gross and $1.000 million in revenues to reflect a $1.000 million increase in Provincial contributions to a total $2.000 million, for costs associated with the Pan Am Nathan Phillips Square Cultural Celebration events.

o.         Amend the 2015 Staff Recommended Operating Budget for Toronto Public Library of $187.890 million gross and $171.555 million net, representing a 2.3% net increase, in accordance with the Toronto Public Library Board's recommendation in Item BU6.4p as follows:

1.         Reverse the Staff recommended service changes (total savings of $0.506 million gross and net) comprised of:

a.         reduction in the library collections budget by $0.216 million gross and net; and

b.         standardization of service hours in Neighbourhood Branches for savings of $0.290 million gross and net; and

2.         Replace with the Toronto Public Library Board's recommended reductions (total savings of $0.200 million gross and $0.506 million net) comprised of:

a.         an additional withdrawal from the Development Charge Reserve of $0 gross, $0.306 million net; and

b.           a further reduction in the security guard budget of $0.200 million gross and net.

p.         Amend the 2015 Staff Recommended Operating Budget to provide funding for several Poverty Reduction Initiatives as follows:

1.         Reduce the Non Program Budget by $2.200 million gross and net.

2.         Increase the 2015 Recommended Operating Budgets for the following City Programs and Agencies

a.         Parks, Forestry and Recreation by $0.533 million gross and net and 9.2 new permanent positions comprised of:

1.         $0.130 million gross and net and 2 new permanent positions in 2015 with incremental funding of $0.016 million in 2016 for Youth Worker Expansion; and,

2.         $0.403 million gross and net and 7.2 positions in 2015 with incremental funding of $0.134 million in 2016 for Youth Lounges at 3 new sites;

b.         Shelter, Support and Housing Administration by $0.075 million gross and net for Enhanced Tenant Supports;

c.          Social Development, Finance and Administration by $0.554 million gross and net comprised of:

1.         $0.204 million gross and net in one-time funding for the Neighbourhood Improvement Area Resident Engagement;

2.         $0.200 million gross and net for the Youth Arts Employment and Training program; and,

3.          $0.150 million gross and net in one-time funding for the Seniors Community Transportation Pilot program.

d.         Toronto Employment and Social Services by $0.226 million gross and net comprised of:

1.          $0.026 million gross and net towards an inflationary increase for Hardship Fund; and,

2.           $0.200 million gross and net for the Employment Program for Single Parents

e.        Toronto Public Health by $0.437 million gross and net comprised of:

1.         $0.356 million gross and net to extend municipal funding for up to 27 new student nutrition programs to open in publically funded schools in higher need communities; and

2.         $0.081 million gross and net for the Mobile Good Food Market with incremental funding of $0.007 million in 2016

f.         Toronto Public Library by $0.375 million gross and net comprised of:

1.         $0.175 million gross and net for Library Access-Fine Forgiveness Pilot project; and,

2.         $0.200 million gross and net for Youth Hubs expansion in 4 new sites with incremental funding of $0.200 million in 2016

q.         Approve the new request of $0.192 million gross and $0.048 million net to begin the Day Nursery Immunization Program in the report (February 17, 2015) from the Medical Officer of Health [BU6.4aa] and that the City's cost-share be absorbed within the Toronto Public Health's 2015 staff recommended Operating Budget; and that Financial Planning staff work with the Medical Officer of Health to ensure any annualized cost for this new program is included in the 2016 Budget.

r.          Allocate $44,000 of the Council General Expense Budget to a fund to be used by Councillors for the provision of accessibility services to meet the requirements of the Accessibility for Ontarians with Disabilities Act during meetings or events.

2.       Recommends to the Executive Committee that City Council:

a.         Request the General Manager, Parks, Forestry and Recreation report to the May 19, 2015 Parks and Environment Committee meeting on the viability of extending the 2015-2016 outdoor artificial ice rink season, such report to include:

1.         participation statistics for the current 2014-2015 outdoor artificial ice rink season; and

2.         all viable options and associated costs related to extending the 2015 - 2016 outdoor artificial ice rink season.

b.         Amend the Entitlement related to the meeting of the Accessibility for Ontarians with Disabilities Act (AODA) in the Constituency Services and Office Budget Policy so that use of the $44,000 fund in Recommendation 1r above replaces the current entitlement of up to $1,000 per Councillor and provides that:

1.         use of this fund will be based on a first-come first-served basis;

2.         there is no limit per Councillor; and

3.         Councillors wishing to use this pooled fund must first contact the City Clerk's Office to ensure that funds are available.

c.         Direct that Confidential Operating Budget Briefing Note #20 remain confidential as it pertains to the security of the property of the municipality or local board.

3.         Recommends that the Executive Committee request the City Manager, prior to the 2016 Budget process, to report on provincial funding shortfalls to municipal projects and programs including shortfalls to:

a.           TTC operating and capital projects

b.           Housing

c.           Social Assistance

and to develop and submit for Council's consideration an advocacy campaign for fair and equitable municipal taxation reform based on the findings of this report.

The Budget Committee, at its meeting on February 13, 2015:

1.         Deferred final consideration of the 2015 Capital and Operating Budgets, until the February 20, 2015 meeting of the Budget Committee along with the following motions:

Motion 1 by Councillor Shelley Carroll

"That:

1.  Recommendation 220 be deleted:

220. City Council adopt the following change in policy such that City Council will no longer request the City Solicitor to:

a. provide services associated with liquor licences, including liquor licence applications; and

b. attend Ontario Municipal Board hearings resulting from the appeals of Committee of Adjustment decisions, unless:

i. the Chief Planner and Executive Director, City Planning has advised that City Planning staff are willing to support City Council’s position; and/or

ii. the Chief Planner and Executive Director, City Planning has advised City Council that the decision of the Committee of Adjustment could undermine the City’s Official Plan if the City did not attend the Ontario Municipal Board hearing.

2.  The Legal Services gapping rate be increased by 0.4%, from 2.1% to 2.5%."

Motion 2 by Councillor Mike Layton:

"That City Council:

1.  Allocate $45,000 of the Council General Expense Budget to a fund to be used by Councillors for the provision of accessibility services to meet the requirements of the Accessibility for Ontarians with Disabilities Act during meetings or events.

2.  Amend the Entitlement related to the meeting of the Accessibility for Ontarians with Disabilities Act (AODA) in the Constituency Services and Office Budget Policy so that use of this fund replaces the current entitlement of up to $1,000 per Councillor and provides that:

a.  use of this fund will be based on a first-come first-served basis;

b.  there is no limit per Councillor; and

c.  Councillors wishing to use this pooled fund must first contact the City Clerk's Office to ensure that funds are available."

Motion 3 by Councillor Gary Crawford

"That City Council approve 25 temporary positions at a cost of $1.750 million gross, zero net be added to the 2015 Recommended Operating Budget for Toronto Employment and Social Services to support the continued implementation and impact of the provincial Social Assistance Management System (SAMS) in Toronto Employment Social Services and Social Development Finance & Administration Divisions. These positions will be cost shared 50/50 with the province, with the City's $0.875 million share funded from the Ontario Works reserve fund."

Motion 4 by Councillor Gary Crawford

"That City Council grant approval to amend the 2015 Recommended Parks, Forestry and Recreation Capital Budget to increase the capital sub-project known as Anthony Road Park Improvements in the amount of $195,000 to a total of $455,000. The project increase is to be funded as follows: $127,745.29 from the Ward 9 Reserve Fund XR2212 and $67,254.71 from the Section 42 Alternative Rate Cash-in-lieu from 855 Wilson Avenue (source account XR2213-4200613). These additional funds are required to supplement the sub-project in the 2015 Parks, Forestry & Recreation Recommended Capital Budget."

Motion 5 by Councillor Gary Crawford

"That City Council increase the Economic Development and Culture Capital Budget by increasing the project cost of the previously approved Toronto Centre of the Arts Main Stage Reconfiguration Project by $1.5 million gross, $0.0 net, fully funded from capital reserves ($0.6 million from XQ1060, and $0.9 million from XR3007) for a total project budget of $8.425 million gross, $3.4625 million net."

Motion 6 by Councillor Gary Crawford

"That Executive Committee request the City Manager, prior to the 2016 Budget process:

1.  Report on provincial funding shortfalls to municipal projects and programs including shortfalls to:

a. TTC operating and capital projects

b. Housing

c. Social Assistance

2. Develop and submit for Council's consideration an advocacy campaign for fair and equitable municipal taxation reform based on the findings of this report."

Motion 7 by Councillor Gary Crawford

"That Executive Committee request the City Manager to report, prior to the 2016 Budget Process, on the full range of revenue tools available to Toronto City Council since the passing of the City of Toronto Act and include options to raise funds for transit and infrastructure and the potential annual revenue for each tool, where possible."

2.         Requested the City Manager and the Deputy City Manager and Chief Financial Officer to report to the Budget Committee Final Wrap-up meeting on February 20, 2015 on strategies to fund the shortfall for the third installment of the Student Nutrition Program.

3.         Requested Legal Services to provide a more complete answer to the questions raised in the request for Operating Budget Briefing Note #24, in particular question "c".

This report requests a Budget Committee recommendation for City Council to approve the Auditor General's Office 2015-2024 Capital Budget and Plan.  The Auditor General has never submitted a capital request and it is anticipated that this will be the only capital request submitted during the Auditor General's seven-year term.

The Auditor General's request is for $695,000 over the 10 year period for the state of good repair of the complaint management system and for the implementation of new audit management software.

1.         The plan includes a request for $565,000 to be funded over a two year period for the development of a replacement fraud and waste complaint management system for the Auditor General's Forensic Unit.

2.         A new audit management software that will improve staff efficiency in completing audits and result in the ability for staff to conduct and complete more audits at a cost of $130,000.

The Forensic Unit is integral to the Auditor General's Office and the fraud and waste complaint management database is a key component to enabling the Unit to conduct its work.  The current database is nearing the end of its useful life and has limited functionality.  The Auditor General will leverage the database system used by the Toronto Ombudsman's Office and customize it to meet unique needs of the Office.

Customizing the existing Ombudsman's complaint management system is required to meet specific workflow and reporting requirements of the Auditor General's Office.  The replacement system will provide a secure environment to track process and analyze fraud and waste allegations over the next 10 years.  

In off-election years, the Auditor General's budget is usually submitted to the Audit Committee in November, prior to submission to the Budget Committee.  The 2014 municipal election resulted in a compressed budget process time frame and as the first 2015 Audit Committee is scheduled for February 27, 2015 submission to the Audit Committee prior to the Budget Committee was not possible. 

As a result, an approved budget will be submitted at the February Audit Committee for information along with the Audit Work Plan.   

The Budget Committee Chair and the former Chair of the Audit Committee have been apprised of this change.

This report provides information relating to the 2015 budget for the Auditor General's Office and a recommended budget for approval by the Budget Committee.

The Auditor General's 2015 budget request is $4,716,600.  This equates to a $31.5 thousand (0.67 per cent) increase over the 2014 Council approved budget. 

In normal circumstances the budget of the Auditor General's Office would be tabled with the Audit Committee sometime in November, prior to submission to the Budget Committee.  Due to the election and the compressed budget process time frame, this was not possible.  The current process is consistent with the approach taken following the 2010 election.

Discussions were held with the City Clerk's Office and it was determined that a direct submission of the 2015 budget to Budget Committee would be appropriate.

The current Budget Chief and the former Chair of the Audit Committee have been updated on the approach being taken this year, and that is consistent in past practice.

This report seeks Budget Committee’s recommendation for City Council to approve the Office of Lobbyist Registrar’s 2015-2024 Capital Budget and Plan.  This 10-Year Capital Budget and Plan enables the Office of the Lobbyist Registrar (OLR) to continue to provide and maintain an accessible, publicly available online lobbyist registry as required by the City of Toronto Act, 2006, s. 165.  The Capital Budget and Plan totals $0.660 million over the period from 2015 to 2024 for a capital project for State of Good Repair and development of critical features of the Lobbyist Registry system.

This report requests that Budget Committee recommends that City Council approve the Office of the Ombudsman's 2015 - 2024 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 2015 operating budget for the Office of the Ombudsman, including a recommended full-year 2015 operating budget of $2,110.5 thousand gross and net for approval by City Council.

The purpose of this report is to provide the Budget Committee with the 2015-2024 capital program request for the Toronto Police Service (the "Service").

The purpose of this report is to provide the Budget Committee with the 2015 operating budget request for the Toronto Police Service (the "Service").

The purpose of this report is to provide the Budget Committee with the proposed 2015 net operating budget for the Toronto Police Services Board ('the Board').

The purpose of this report is to provide the Budget Committee with the 2015 operating budget request for the Toronto Police Service - Parking Enforcement Unit.

This report provides a status update on the recommendations outlined in the staff report titled Vehicle Capital Reserve Contribution Shortfalls, dated November 21, 2013. The report projected the City's Vehicle and Equipment Replacement Reserve will be in a deficit position of $5.004 million by 2017 and highlighted the potential growth to the City's vehicle replacement backlog and increase in age of the vehicles due to the lack of adequate funding.

Following the November 2013 Report, Fleet Services and Financial Planning have developed and began to implement a strategy consisting of three point action plan in order to attain a multi-year plan that will eliminate the backlog of vehicle replacements and fund each division's optimal vehicle replacements requirements.

The strategy has already yielded positive results. Overall, the deficit balance of the Reserves has improved from the forecasted deficit position of $5.004 million at the end of 2017, to the current forecasted deficit position of $0.698 million at the end of 2019. As the strategy continues to be implemented, it will address the forecasted deficit prior to 2019 by optimizing replacement requirements with lifecycles, change in business practices, and balancing contributions with optimal replacements.

Replacing vehicles and equipment based on optimum life is one of the key pillars of a good fleet optimization model. As an asset begins to reach high operating hours and/or kilometres, unscheduled downtime and associated maintenance costs can begin to escalate. Timing of the replacement of vehicles and equipment is impacted by vehicle type, and the nature and intensity of its use. Effective lifecycle analysis and timely replacement are important for controlling vehicle costs, availability, reliability and safety.

The Toronto Board of Health on November 17, 2014, considered a report (August 1, 2014) from the Medical Officer of on Student Nutrition Program: Five-Year Plan Status Update and 2015 Operating Budget Request.

At its meeting on January 19, 2015, the Library Board considered the 2015 operating budget being recommended by City staff representing a 2.3% increase, which includes a $0.216 million cut to the collections budget and a proposal to standardize service hours at neighbourhood branches, with 24 branches losing hours and 31 branches gaining hours for a net increase of 28 weekly hours, for a saving of $0.290 million.

At the meeting, the Library Board adopted the following recommendation:

1.         reconfirms its rejection of the City staff-recommended cut to the collections budget of $0.216 million and changes to open hours at neighbourhood branches resulting in a savings of $0.290 million, and approves the following:

a.         revises the further reduction to the security guard budget from $0.513 million to $0.200 million for a revised annual budget of $1.313 million; and

b.         revises the increase in the draw from development charges reserve from $0.507 million to $0.306 million, for a revised annual draw of$3.476 million, to fund collections;

resulting in a revised 2015 operating budget request of$171.555 million net ($188.196 million gross), which maintains open hours and collections, and meets the City staff-recommended net budget increase of 2.3%.

As noted in the recommendation, the Board's revised budget represents a 2.3% increase, which is the same budget increase being recommended by City staff. Details of the Board revised 2015 budget are shown in the following table:

[See table in the letter (January 22, 2015)
from the City Librarian and Chair, Toronto Public Library Board]

Participatory Budgeting (PB) is a specific type of engagement process where city residents propose and vote on community investment projects, funded through a pre-determined portion of the municipal budget. PB is used across a range of jurisdictions around the world and continues to grow.  The benefits of PB include greater transparency in government, increased civic engagement of residents, strengthened and empowered communities and local budget decisions.

This report recommends a Participatory Budgeting (PB) Pilot for Toronto in 2015 in three (3) areas of the City to allocate up to $150,000 of capital funding each for community improvement projects identified through a PB process. The three (3) pilot areas are: Ward 33 and two Neighbourhood Improvement Areas - Oakridge in the East District (in Ward 35) and Rustic in the West District (in Ward 12). 

The PB pilot will follow the key elements for PB and use a range of outreach and engagement methods tailored to each pilot area. Standard education, communication and information materials will be developed and used across all pilot areas.  Partners and local networks will also be leveraged for community outreach and engagement.  Councillors from the PB pilot areas will play a key role with staff in the process including convening community meetings, supporting outreach and engagement and facilitating proposal development. The community-identified improvement projects will be reported out to City Council to confirm final funding sources for inclusion in the City's 2015 Capital Budget.

The timing for the PB pilot is:

-           March 2015 – Council approval of PB Pilot,

-           April/May 2015 – A series of community meetings to educate residents about PB, identify project ideas and identify community delegates; and

-           May 2015 to September 2015 – Proposal development and community vote to select projects.

The PB pilot will be evaluated and the City Manager will report further to City Council on its results and recommendations for a Participatory Budgeting process for inclusion in the 2016 and future years' budget process.

At its meeting on Monday, February 2, 2015 the Toronto Transit Commission Board considered the attached report entitled “2015 TTC and Wheel-Trans Operating Budgets”.

The Board adopted the recommendation in the report, as follows:

“It is recommended that the Board:

1.         Approve the 2015 TTC Operating Budget as detailed in this report and as summarized in Appendix A;

2.         Approve the 2015 Wheel-Trans Operating Budget as detailed later in this report and as summarized in Appendix B;

3.         Approve, effective March 1, 2015:

-           a 10 cent increase in the price of a single adult token and a proportionate increase in all other fares (except for cash and children’s fares);

-           a one-trip increase in the price of the Adult Metropass; and

-           children aged 12 and under will ride for free

            as detailed in this report and set out in Appendix C

4.         Forward this report to the City of Toronto for submission into the City Budget process and for  confirmation of the 2015 operating subsidy levels;

5.         Forward this report to the Metrolinx Board; and

6.         Forward this report to the Ontario Minister of Transportation”.

The Board also adopted the following ancillary motions:

i.          That Staff report back by May 2015 on a more rigorous TTC budget process involving the TTC Board.

ii.         That social service agencies that purchased bulk TTC tokens are offered tokens at the same cost in 2015 as in 2014; the maximum number of discounted tokens to be equal to the amount purchased in 2014.

iii.        That the TTC with the City petition the Province to restore operating subsidies to the TTC to historic levels as part of its 2015 budget; and that the TTC work with the City to develop an advocacy plan in 2015 to that end.

iv.        That the TTC reaffirm its commitment to discounted fares for low income residents and that TTC work with the City and outside stakeholders prior to the 2016 TTC budget with a plan within the context of a poverty reduction strategy.

v.         That staff:

a.         develop a draft campaign to achieve a Provincial Operating Subsidy on a per rider basis; and

b.         consult with the City Manager's office before bringing the requested draft campaign to the TTC Board.

The foregoing is forwarded for submission into the City Budget process and for confirmation of the 2015 operating subsidy levels.

The Budget Subcommittee for City Hall and Scarborough Civic Centre Consultation received for information, the public presentations and the communications submitted by members of the public, at its meetings of:

February 2, 2015 (City Hall)

Meeting 1 - 9:30 a.m. to 5:00 p.m.; and

Meeting 2 - 6:00 p.m.

and

February 3, 2015 (Scarborough Civic Centre)

Meeting 3 - 3:00 p.m. to 5:00 p.m.; and

Meeting 4 - 6:00 p.m.

The Budget Subcommittee for Etobicoke Civic Centre and North York Civic Centre Consultation received for information, the public presentations and the communications submitted by members of the public, at its meetings of:

February 2, 2015 (Etobicoke Civic Centre)

Meeting 1 - 3:00 p.m. to 5:00 p.m.; and

Meeting 2 - 6:00 p.m.

and 

February 3, 2015 (North York Civic Centre)

Meeting 3 - 3:00 p.m. to 5:00 p.m.; and

Meeting 4 - 6:00 p.m. onwards.

The purpose of this report is to respond to Budget Committee direction to recommend a short term financing strategy to replace the loss of Toronto Pooling Compensation (TPC) grants for Social Housing from the Province.  At the same time, staff have recommended budget adjustments to begin to address the funding shortfall on a permanent basis in 2015.

The recommended strategy is based on spreading the budget impact of the TPC grants elimination over four years to allow time to identify budget adjustments to mitigate the revenue loss and a related increase in capital financing costs.  The interim operating shortfall would be managed by temporarily reducing capital contributions in the operating budget by an aggregate of $130 million over three years, and commensurately increasing (short term) debt financed capital. 

The recommended financing approach is to use internal borrowing rather than bank loans or public debenture issues, for reasons of administrative simplicity, cost and flexibility. The City's long term fiscal strategy would be maintained as the borrowing would be paid off within 6 years, Capital From Current funding fully restored, including scheduled increases, and, according to current forecasts, the debt service ratio maintained below the 15% of property tax revenues threshold. Nevertheless, staff propose to undertake a thorough review of the 2016-2025 capital plan to identify projects that might be deferred and report back to the Budget Committee early in the 2016 Budget process.

This report seeks approval to amend the 2015 Recommended Operating Budget for Social Development, Finance and Administration (SDFA) to receive a one-time Provincial grant for the development of a Youth Asset Mapping Tool.

The 2015 Recommended Operating Budget for SDFA prior to the announcement of the additional Provincial grant is $46.707 million gross and $30.416 million net. The incremental impact will increase the 2015 Recommended Operating Budget for SDFA by $0.130 million gross, $0 net, and increase the Recommended Staff Complement by 1 temporary position.

The development of a Youth Asset Mapping Tool will support improved planning and delivery of youth-serving programs and services, supporting the implementation of the Toronto Youth Equity Strategy.