BUDGET ADVISORY COMMITTEE
AGENDA
MEETING No. 5
Date of Meeting: December 9 and 10, 1999 Enquiry: Betty Henderson
Time: 11:00 a.m. Administrator
Location: Committee Room 1 392-8088
City Hall bhender@toronto.ca
100 Queen Street West
DECLARATIONS OF INTEREST PURSUANT TO
THE MUNICIPAL CONFLICT OF INTEREST ACT.
CONFIRMATION OF MINUTES.
COMMUNICATIONS/REPORTS.
1. 2000-2004 CAPITAL BUDGET - FINAL REVIEW AND WRAP UP
1.1 TORONTO TRANSIT COMMISSION
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program of the Toronto Transit Commission, with a cash flow totalling $1,059.257 million TTC
projects excluding Sheppard and $318.832 million for the Sheppard Subway as outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Toronto Transit Commission consisting of 13 Prior Year - Change in Scope projects
with a cost of $128.524 million as recommended in Appendix "C1" be approved; these projects require a 2000 cash flow of
$50.024 million and commitments totalling $27.0 million in 2001; $20.6 million in 2002; $13.7 million in 2003; and $17.1
million in 2004;
(c) the 2000 Capital Budget for the Toronto Transit Commission consisting of 27 new projects with a cost of $116.921
million as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of $113.747 million and
commitments totalling $2.6 million in 2001; $0.3 million in 2002; $0.2 million in 2003; and $0.1 million in 2004;
(d) the operating budget impact that results in savings of $2.743 million in operating costs in 2000, $6.1 million in 2001,
$8.3 million in 2002, $9.2 million in 2003 and $9.7 million in 2004 from the Capital Program excluding Sheppard, and
increased expenditures of $0.65 million in 2002 and $0.5 million in 2003 and savings of $0.3 million in 2004 from the
Sheppard Subway be approved;
(e) the 2000 Capital Budget for the Toronto Transit Commission excluding Sheppard consisting of 12 Prior Year Projects
with a cost of $103.387 million as recommended in Appendix "G" be received;
(f) the 2000 Capital Budget for the Toronto Transit Commission - Sheppard Subway consisting of one Prior Year Project
with a cost of $185.710 million as recommended in Appendix "G" be received; and
(g) the second subway car acceleration initiative and other potential projects included in the TTC request not recommended
in this report be revisited if additional funding sources from the federal and/or provincial levels are received.
(No Material Attached - Report in Budget Binder)
1.1(a) Source: General Manager, Toronto Transit Commission
(November 5, 1999)
Advising that the Toronto Transit Commission, at its meeting held on November 3, 1999, forwarded to the Budget
Advisory Committee, and Council, the 2000-2004 Capital Program and 10 Year Capital Forecast for consideration.
1.1(b) Source: Chief General Manager, Toronto Transit Commission
(November 30, 1999)
Providing an update on the construction costs for the Sheppard Subway, including any overages.
1.2 TORONTO POLICE SERVICE
Source: Chief Administrative Officer
(November 12, 1999)
Recommending that:
(a) the 2000-2004 Capital Program of the Toronto Police Service, with a cash flow totalling $121.362 million as outlined in
Appendix "A" be received;
(b) the 2000 Capital Budget for the Toronto Police Service consisting of Prior Year - Change in Scope projects with a cost
of $13.563 million as recommended in Appendix "C1" be approved; these projects require a 2000 cash flow of
$4.313 million and commitments of $5.250 million in 2001 and $4.000 million in 2002;
(c) the 2000 Capital Budget for the Toronto Police Service consisting of 10 new projects with a total cost of $9.771 million
as recommended in Appendix "C2" be approved; the projects require a 2000 cash flow of $7.421 million in 2000 resulting
in a future year cash flow commitment of $2.350 million in 2001;
(d) the operating impacts that result in $0.195 million increase in gross operating costs in 2000 and decreased operating
costs of $1.783 million in 2001; $4.202 million in 2002; $3.562 million in 2003; and $3.562 million in 2004, respectively
be approved; and
(e) the 2000 Capital Budget for the Toronto Police Service consisting of six previously approved projects with a total cost
of $9.903 million over five years be approved; the projects require a 2000 cash flow of $8.602 million in 2000, and a future
year cash flow commitment of $1.295 million in 2001.
(No Material Attached - Report in Budget Binder)
1.2(a) Source: Chief of Police
(November 29, 1999)
Providing further information on the purchase of special Police vehicles; and recommending that this report be received for
information.
1.3 PUBLIC HEALTH
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Public Health, with a cash flow totalling $4.988 million be received;
(b) the 2000 Capital Budget request for Computer, Hardware and Software of $0.936 million in 2000 be re-submitted for
consideration with the 2001 Capital Budget process; and
(c) the Commissioner of Community and Neighbourhood Services, in consultation with the Acting Commissioner of
Corporate Services, be requested to prepare a comprehensive business case for this project for the 2001 Capital Budget
process, including the following:
(i) detailed cost estimates and financial implications;
(ii) potential savings that will be reflected in the program's Operating Budget;
(iii) FTE impact;
(iv) the timing of the costs and savings; and
(v) Provincial cost sharing to offset the cost of this investment.
(No Material Attached - Report in Budget Binder)
1.3(a) Source: Ekua Asabea Blair, Executive Director
Rexdale Community Health Centre
(November 28, 1999)
Submitting a petition with over 1000 signatures in support of a motion passed at the Board of Health on November 15,
1999, recommending that Public Health and the Rexdale Community Health Centre work together to provide publicly
funded dental care services to the Rexdale community.
1.4 FIRE SERVICES
Source: Chief Administrative Officer
(November 11, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Fire Services, with a cash flow totalling $57.265 million as outlined in Appendix
"A" be received;
(b) the 2000 Capital Budget for Fire Services consisting of 14 new projects with a cost of $6.416 million as recommended
in Appendix "C2" be approved; these projects require a 2000 cash flow of $6.254 million and commitments totalling $.162
million in 2001;
(c) the 2000 Capital Budget for Fire Services consisting of one Prior Year - Change in Scope Project with cash flow
requirements of $.415 million in 2000 as recommended in Appendix "C1" be approved;
(d) the 2000 Capital Budget for Fire Services consisting of two Prior Year Projects with a cost of $19.480 million as
recommended in Appendix "G" be received;
(e) the net savings of $2,000.00 in 2000 be approved; and future operating impacts at a cost of $21,000.00 in 2001; savings
of $50,000.00 in 2002; savings of $121,000.00 in 2003 and savings of $346,000.00 in 2004 be received;
(f) the Commissioner of Works and Emergency Services be requested to provide a report to the Budget Advisory
Committee for the 2001 Capital Budget process on the training needs and facilities for the amalgamated Fire Services,
addressing: (a) the number of the facilities required; (b) the current usage statistics; (c) the revenue-generating potential;
and (d) the specific equipment needs; and
(g) a working group be established, consisting of representatives from Fire, Ambulance, Facilities and Finance to develop a
longer term Fire Station construction/re-construction plan to address needs for Fire Services and Ambulance Services; and
replacement of the aging infrastructure; it is further recommended that this working group report back to the Budget
Advisory Committee prior to consideration of the Fire Services' 2001 Capital Program.
(No Material Attached - Report in Budget Binder)
1.4(a) Source: Commissioner of Works and Emergency Services
(November 30, 1999)
Responding to the direction given staff by the Budget Advisory Committee at its meeting on November 17, 1999, to
confirm the scope of the Integrated Police and Fire Radio Communications System with regard to the future inclusion of
the Ambulance Services and the Works and Emergency Services Department; and recommending that this report be
received for information.
1.5 TORONTO ZOO
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Toronto Zoo, with a cash flow totalling $10.695 million as outlined in Appendix
"A" be received;
(b) the 2000 Capital Budget for the Toronto Zoo consisting of seven new Projects with a total project cost of $4.279
million, be approved; these projects require a 2000 cash flow of $3.401 million and a commitment for $0.878 million in
2001 as seen in Appendix "C2";
(c) the operating impact that results in increased net revenues of $46 thousand in 2000 and future years as increased
Zoomobile revenue is realized, be approved;
(d) the Pre-Engineering work for new Toronto Zoo projects become the first phase of these projects in future Capital
Program submissions, thus more correctly reflecting the true project cost; and
(e) the 2000 Capital Budget for the Toronto Zoo consisting of three Prior Year Projects with a cost of $5.819 million as
recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.5(a) Source: General Manager and Chief Executive Officer
(December 2, 1999)
Responding to a request by the Budget Advisory Committee for further information from the Toronto Zoo on the Capital
Works Program.
1.6 FACILITIES AND REAL ESTATE
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Facilities and Real Estate Division, with a cash flow totalling $22.828 million be
received;
(b) the 2000 Capital Budget for the Facilities and Real Estate Division consisting of 16 new projects with a cost of $18.320
million (gross) be approved; these projects require a 2000 cash flow of $18.320 million, with no future commitments and
no operating impacts;
(c) the Acting Commissioner of Corporate Services continue to develop a full assessment of the backlog of the projects
under the Division's jurisdiction as well as ongoing and cyclical State of Good Repair projects prior to the 2001 Capital
Budget cycle;
(d) the Acting Commissioner of Corporate Services report to Budget Advisory Committee in the 2001 Capital Budget
process on the $2 million provided for emergency repairs in the 2000 Capital Budget;
(e) the Chief Administrative Officer, in conjunction with the Acting Commissioner of Corporate Services and the
Commissioner of Economic Development, Culture and Tourism review the long-term plan for the use of Old City Hall
(60 Queen Street West) and report to the Policy and Finance Committee by August 2000;
(f) the Commissioner of Community and Neighbourhood Services and the Acting Commissioner of Corporate Services
report to the Budget Advisory Committee on the proposed additions to Association of Community Centres (AOCC) centre
buildings, assessing community needs in light of other City facilities, and in consideration of the future relationship of
AOCC agencies to the City; and that:
(i) the $1.5 million for addition to the 519 Church Street Community Centre be deferred; and
(ii) the $0.050 million for the initial phase of the addition to Swansea Town Hall (95 Lavinia), only be released pending the
above report and that the 2001 phase ($0.2 million) of the project be considered with the 2001 Capital Budget; and
(g) the 2000 Capital Budget for Facilities and Real Estate consisting of seven Prior Year Projects with a cost of $3.543
(gross) and $2.618 million (net) be received; future year cash flows for these projects are $2.143 million in 2001;
$1.843 million in 2002; and $1.043 million in 2003 with no operating impacts.
(No Material Attached - Report in Budget Binder)
1.7 FLEET MANAGEMENT SERVICES
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000 Capital Budget for the Fleet Management Services Division, consisting of two new projects with a cost of $1.2
million as recommended in Appendix "A" be received;
(b) Capital Project No. 204, entitled "Amalgamation of Fleet Maintenance Locations", consisting of total project costs of
$0.4 million be approved; and
(c) Capital Project No. 203, entitled "Emissions Testers", be deferred for consideration pending a report from staff on the
revised business case given recent changes to the Ontario Drive Clean Program; staff are requested to report back prior to
the final Budget Advisory Committee 'wrap-up' meeting on December 9, 1999.
(No Material Attached - Report in Budget Binder)
1.8 CITY CLERK
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that the 2000-2004 Capital Program for the City Clerk, with a cash flow totalling $12.05 million as
outlined in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.9 CULTURE
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Culture Division, with a cash flow totalling $90.34 million as outlined in
Appendix "A" be received;
(b) the 2000 Capital Budget for the Culture Division consisting of five new projects with a cost of $3.86 million as
recommended in Appendix "A" be approved; these projects require a one-year cash flow only;
(c) the 2000 Capital Budget for the Culture Division consisting of one Prior Year - Change in Scope project with a cost of
$3.65 million as recommended in Appendix "C1" be approved;
(d) the operating budget impact that results in a net cost of $37 thousand in 2000, $63 thousand in 2001, $55 thousand in
2002, $38 thousand in 2003 and $32 thousand in 2004 be approved;
(e) the Commissioner of Economic Development, Culture and Tourism proceed with a Cultural Facilities Masterplan
including needs assessment and business cases for new Arts facilities, including the Oakwood - Vaughan Arts Centre, in
future years as a part of business planning prior to the 2001 Capital cycle;
(f) the Commissioner of Economic Development, Culture and Tourism work with the Friends of Fort York, and other
community groups to identify partnership opportunities for the Fort York Visitors Centre for possible sharing of space and
costs and report back prior to the 2001 Capital cycle;
(g) the following actions be taken to support the required capital maintenance and restoration of Casa Loma and its
associated buildings:
(i) effective in 2001, rental revenue from Casa Loma, the Casa Loma Stables and the separately leased Casa Loma Hunt
Lodge be transferred to a reserve dedicated to capital maintenance of these City properties; that this reserve be applied to
these ongoing capital maintenance projects starting in 2001; and that the 2001 Operating Budget of the Facilities and Real
Estate Division be adjusted accordingly;
(ii) funding for the projects for rewiring and boiler replacement for the Casa Loma Hunt Lodge (Casa Loma Residential
Building) be deferred, pending a report back from the Acting Commissioner of Corporate Services that a lease agreement is
in place and that revenue from the lease will be allocated to the reserve for maintenance of Casa Loma, the Stables and the
Hunt Lodge; and
(iii) future lease agreements for all of the Casa Loma properties be negotiated in conjunction with the Commissioner of
Economic Development, Culture and Tourism and in consideration of the need to ensure a State of Good Repair for these
properties over time; and
(h) the 2000 Capital Budget for the Culture Division consisting of one Prior Year Project with cash flow carry-forward and
2000 approved cost totalling $0.7 million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.10 ECONOMIC DEVELOPMENT
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Economic Development Division, with a cash flow totalling $20.925 million as
outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Economic Development Division consisting of three new projects with a gross 2000
cost of $2.786 million as recommended in Appendix "A" be approved; these projects require a 2000 cash flow of
$2.786 million and are based on one-year capital project proposals; no future year cash flow commitments or Operating
Budget impacts result from approval of the 2000 Capital Program; and
(c) the Commissioner of Economic Development, Culture and Tourism and the Acting Commissioner of Urban Planning
and Development Services be requested to prepare amendments to the City's Community Improvement Plans under Section
28 of the Planning Act to permit grants under the Commercial Façade Improvement Program to be disbursed by cheque
rather than tax credit in all areas of the City.
(No Material Attached - Report in Budget Binder)
1.10(a) Source: Commissioner of Economic Development, Culture and Tourism
(November 30, 1999)
Recommending that:
(1) this report be received for information and considered along with other reports at the final 'wrap-up' of the Budget
Advisory Committee; and
(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.
1.11 PARKS AND RECREATION
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Parks and Recreation Division, with a cash flow totalling $343.352 million as
outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Parks and Recreation Division consisting of eight prior year projects with a change in
scope with a cost of $13.12 million as recommended in Appendix "C1" be approved; these projects require a 2000 cash
flow of $11.82 million and commitments totalling $1.3 million in 2001;
(c) the 2000 Capital Budget for the Parks and Recreation Division consisting of 13 new projects with a cost of $39.233
million as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of $24.118 million and
commitments totalling $8.717 million in 2001 and $6.398 million in 2002;
(d) the recommended operating budget impact of $0.275 million emanating from the approval of the 2000 Capital Budget
be considered within the overall scope of the Parks and Recreation program's 2000 Operating Budget submission;
(e) the Commissioner of Economic Development, Culture and Tourism be requested to report back in consultation with the
Chief Financial Officer and Treasurer on the feasibility of establishing a reserve for golf course maintenance that will be
funded through a surcharge on golf green fees;
(f) the Commissioner of Economic Development, Culture and Tourism be requested to report back in consultation with the
Acting Commissioner of Corporate Services prior to the 2001 Capital Budget process on:
(i) the backlog related to the "State of Good Repair" of Parks and Recreation facilities; and
(ii) how the backlog will be addressed in the 2001-2005 Capital Program request for the Parks and Recreation Division;
(g) the Commissioner of Economic Development, Culture and Tourism be requested to report back on the availability of
reserve and development charge funding that can be applied to the St. James Town Recreation Centre sub-project as part of
the 2001-2005 Capital Program request;
(h) the Commissioner of Economic Development, Culture and Tourism be requested to consider the proposed York,
Western North York, Parkdale and South Etobicoke Recreation Centres in the Long-Term Plan for Parks and Recreation
Facilities - All Wards and that the Plan also encompass the proposed expansion of existing Parks and Recreation facilities;
(i) the Long-Term Plan for Parks and Recreation Facilities - All Wards be considered within the context of the Program's
2001-2010 Capital Program request; and
(j) the 2000 Capital Budget for Parks and Recreation consisting of thirteen prior year projects with a cost of $37.698
million as recommended in Appendix "G" be received; these projects require a 2000 cash flow of $29.301 million and
commitments totalling $8.397 million in 2001.
(No Material Attached - Report in Budget Binder)
1.12 EXHIBITION PLACE
Source: Chief Administrative Officer
(November 5, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Exhibition Place, with a cash flow totalling $32.4 million as outlined in Appendix
"A", be received;
(b) the 2000 Capital Budget for Exhibition Place consisting of seven new projects with one-year cash flow of $4.245
million as recommended in Appendix "A" be approved; these projects require no future year cash flow;
(c) the Operating Budget impact that results in savings of $75 thousand in operating costs in 2000, and each year thereafter,
be approved; and
(d) the 2000 Capital Budget of Exhibition Place consisting of prior year projects with a cash flow carry-forward of $1.43
million as recommended in Appendix "G", be received.
(No Material Attached - Report in Budget Binder)
1.12(a) Source: Interim General Manager, Exhibition Place
(November 17, 1999)
Responding to a request from the Budget Advisory Committee on November 15, 1999, for additional information with
respect to capital expenditures related to the Food Building at Exhibition Place; and recommending that this report be
received for information.
1.13 TORONTO PUBLIC LIBRARY
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program request of the Toronto Public Library, with a cash flow totalling $69.700 million as
outlined in Appendix "A" be received;
(b) with respect to the Maria A. Shchuka District Library Reconstruction project (gross and net project cost $5.460
million):
(i) year 2000 cash flow request of $3.590 million be reduced by $3.424 million to $0.166 million (inclusive of $0.100
million unspent from 1999), to reflect the revised work plan for the project as discussed during the review process, and to
provide additional funding to complete the design studies;
(ii) commencement of the project be subject to the Toronto Public Library providing a report on the results of the design
studies for reconstruction, for which $0.150 million was approved in the 1999 Capital Budget, and an additional $0.066
recommended in 2000; and
(iii) the Commissioner of Community and Neighbourhood Services and the Toronto Public Library be requested to report
jointly, in time for the 2001 Capital Budget process, on the implications of the City's "Let's Build" affordable housing
initiative on this project;
(c) with respect to the Leaside Neighbourhood Library Reconstruction project (gross and net project cost $2.540 million),
the commencement of this project be subject to:
(i) Budget Advisory Committee's consideration of the Toronto Public Library's response to the following directive 1999
approved Capital Budget:
"The City Librarian report back to the Budget Advisory Committee during the year 2000 Capital Budget process outlining
cost savings due to efficiencies in staffing and maintenance."; and
(ii) a report be submitted by the City Librarian to the Budget Advisory Committee on the details and need to increase
project costs by $0.500 million, which is included in the 2000 Capital Budget submission;
(d) with respect to the Malvern District Library Expansion project (gross $4.408 million and net $3.691 million project
cost):
(i) this project be deferred for consideration with the year 2001 Capital Budget process to allow the program time to
complete all appropriate needs assessments to justify expansion of facilities at this site; and
(ii) the Toronto Public Library report in time for the year 2001 Capital Budget process on the needs assessment and
justification for the expansion of the existing facility from 15,000 square feet to 25,000 square feet;
(e) with respect to the Toronto Reference Library Renovation project (gross $0.900 million and net $0.300 million project
cost), the commencement of this project be contingent on the Toronto Public Library securing full funding of $0.600
million from the Toronto Star;
(f) with respect to the Dawes Road Neighbourhood Library Renovation project, (gross project cost $0.750 million):
(i) the project be approved strictly for critical structural repairs (roof and stairs), and necessary building system upgrades as
identified in the Consultant (Norr) report; and
(ii) the project be contingent on the following:
(1) the Toronto Public Library report, in consultation with City Solicitor, on the Toronto Public Library's responsibility for
repairs/maintenance and other costs due to the Toronto Public Library's 53 percent ownership of common elements of the
condominium structure in which the Library is situated;
(2) the Toronto Public Library securing appropriate co-owners legal agreement for their share of the costs, satisfactory to
the City Solicitor; and
(3) the co-owners share of this project cost be credited as recoveries in the project, and City funding be limited to the net
cost after such recoveries;
(g) with respect to the St. James Town Library Construction project, (gross and net project cost $0.150 million), the 2000
request of $0.150 million for consulting work be approved, subject to:
(i) the Budget Advisory Committee's consideration of consulting costs included in the Economic Development, Culture and
Tourism Capital Budget request for this project; and
(ii) the Toronto Public Library's response to the following recommendation in its report (May 10, 1999), received by the
Budget Committee at it's meeting of May 25, 1999:
"The priority for the St. James Town Branch be determined based on the outcome of the Library Board's branch review and
in conjunction with the results of the Parks and Recreation study."; and
(h) the 2000 Capital Budget for the Toronto Public Library consisting of five Prior Year Projects, with a cost of $4.041
million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.13(a) Source: City Librarian
(December 1, 1999)
Recommending that the Budget Advisory Committee recommend to Council the addition of $0.300 million dollars to the
Toronto Public Library Board's 2000 capital budget for renovations on the Main Floor of the Toronto Reference Library.
1.13(b) Source: City Librarian
(December 1, 1999)
Providing the Budget Advisory Committee with background to the proposed Rouge Library which was identified in the
former Scarborough Public Library Board's capital program, and the relationship of this proposed facility to the Toronto
Public Library's current branch planning; and recommending that this report be received for information.
1.13(c) Source: City Librarian
(December 1, 1999)
Providing the Budget Advisory Committee with maps of the district libraries, additional information concerning the Library
current inventory of libraries, and a copy of the Toronto Public Library's branch planning study, entitled "Reinvesting in our
Future"; and recommending that this report be received for information.
1.13(d) Source: City Librarian
(December 1, 1999)
Responding to the request from the Budget Advisory Committee that the City Librarian report back on the feasibility of
reducing the size and scope of the Maria A. Shchuka District Library so that it is not deemed to be a district library and to
rationalize the reconstruction; and recommending that this report be received for information.
1.14 HOMES FOR THE AGED
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Homes for the Aged Division, with a cash flow totalling $42.376 million as
outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Homes for the Aged Division consisting of one new project with a total cost of $38.0
million as recommended in Appendix "C2" be approved. This project requires a 2000 cash flow of $2.0 million and
commitments totalling $10.0 million in 2001; $10.0 million in 2002; $10.0 million in 2003; and $6.0 million in 2004;
(c) the commencement of the construction phase totalling $38.0 million be approved subject to provision of a report by the
Commissioner of Community and Neighbourhood Services in response to the following Council directive made during the
1999 Capital process that: "The Commissioner of Community and Neighbourhood Services, in consultation with the Chief
Financial Officer and Treasurer, be requested to report to the Budget Advisory Committee on the financial implications of
renovating and rebuilding the two older facilities (379 beds) before the construction phase of this project begins";
(d) the Commissioner of Community and Neighbourhood Services, in consultation with the Chief Financial Officer and
Treasurer, be requested to include the appropriate financing costs incurred by the City during the construction phase of the
Site Redevelopment Project, in the final costs submitted to the Province for cost sharing; and
(e) the 2000 Capital Budget for the Homes for the Aged Division consisting of two Prior Year Projects with a cost of
$4.376 million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.14(a) Source: Commissioner of Community and Neighbourhood Services
(December 3, 1999)
Providing additional information related to the outdoor amenities required at Cummer Lodge; and recommending that this
report be received for information.
1.15 SHELTER, HOUSING AND SUPPORT
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Shelter, Housing and Support Division, with a cash flow totalling $12.963
million as outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Shelter, Housing and Support Division consisting of one new project (Family Shelter
Project) with a cost of $8.000 million as recommended in Appendix "A" be approved with the following conditions:
(i) project approval be contingent on securing 50 percent cost-sharing with the Province; and
(ii) the Acting Commissioner of Corporate Services and the Commissioner of Community and Neighbourhood Services be
requested to review and report back jointly on whether appropriate accommodation (land and/or buildings) is available in
the City's facility and real-estate portfolio, that could be considered a best fit for this purpose; and
(c) the 2000 Capital Budget for the Shelter, Housing and Support Division consisting of two Prior Year Projects with a cost
of $4.963 million as recommended in Appendix "A" be received.
(No Material Attached - Report in Budget Binder)
1.16 SOCIAL SERVICES
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program submission of Social Services, with a cash flow totalling $13.238 million be received;
(b) the 2000 Capital Budget request of $13.238 million total project costs for relocating two Social Services offices,
beginning in 2000 be deferred, and that the Commissioner of Community and Neighbourhood Services be requested to
report to the Budget Advisory Committee on an appropriate extension of the current leases (e.g. short-term two to three
years or the usual five years), for the two offices in Etobicoke and Scarborough that are intended to be re-housed in the
proposed new locations which are the subject of this Capital Project; and
(c) the Acting Commissioner of Corporate Services and the Commissioner of Community and Neighbourhood Services, be
requested to report in time for the Final Budget Advisory Committee Review and Wrap-up (scheduled for December 9, 10
and 13, 1999) on the business case for this project, including detailed cost estimates and financial implications.
(No Material Attached - Report in Budget Binder)
1.16(a) Source: Commissioner of Community and Neighbourhood Services
(November 29, 1999)
Recommending that:
(1) the 2000 Capital Budget request of $13,238 million projected costs for relocating two Social Services offices beginning
in 2000 be deferred until the Corporate Master plan is completed and approved; and
(2) that the Social Services Division negotiate through Corporate Services lease renewals for the sites located at 220
Attwell Drive and 5639 Finch Avenue East for terms up to, but not exceeding five years.
1.17 CHILDREN'S SERVICES
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that the 2000 Capital Budget for the Children's Services Division consisting of one new project (Child
Care Centre - 5182/5200 Yonge Street), with cash flow of $2.0 million as recommended in Appendix "A" be approved
subject to:
(a) the Commissioner of Community and Neighbourhood Services, in consultation with the City Solicitor, securing full
funding for the project from Sam-Sor Enterprises Inc. and Imperial Oil Limited; and
(b) the Commissioner of Community and Neighbourhood Services be requested to report to the Community Services
Committee on this project, including detailed cost estimates, design and construction work plan for the completion of this
project, and confirm that the project cost will not exceed $2.0 million.
(No Material Attached - Report in Budget Binder)
1.18 URBAN PLANNING AND DEVELOPMENT SERVICES
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Urban Planning and Development Services, with a cash flow totalling $36.828
million as outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for Urban Planning and Development Services consisting of two new projects with a cost of
$1.602 million as recommended in Appendix "C-2" be approved; these projects require a 2000 cash flow of $1.602 million,
with no future year commitments;
(c) the Acting Commissioner of Urban Planning and Development Services be requested to forward the report, entitled
"Strategic Priorities for Civic Improvements - Capital Projects", to the Budget Advisory Committee for consideration of the
priorities identified for the Routes and Places streetscaping projects;
(d) the Acting Commissioner of Urban Planning and Development Services, in conjunction with the Commissioner of
Economic Development, Culture and Tourism and the Chief Administrative Officer be requested to jointly design one
integrated program for civic improvements and report back to the final Budget Advisory Committee meeting of December
9, 10 and 13, 1999;
(e) the Acting Commissioner of Urban Planning and Development Services, in conjunction with the Executive Director,
Information Technology Division, be requested to report to the final Budget Advisory Committee meeting of December 9,
10 and 13, 1999 on the proposal for the IBMS Implementation and Support project (HITEC); the report will provide details
of the cost of each technology component of the project, examine options for phasing the project and verify the Operating
Budget impact;
(f) the Acting Commissioner of Urban Planning and Development Services be requested to provide a business case that
supports the Interactive Voice Response component of the IBMS (HITEC) project, with clear linkages defined to the
departmental business plan to ensure compliance with corporate standards; and
(g) the 2000 Capital Budget for Urban Planning and Development Services consisting of two prior year projects with a cost
of $0.498 million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.19 THE TORONTO AND REGION CONSERVATION AUTHORITY
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program of The Toronto and Region Conservation Authority with a cash flow totalling $40.675
million, as outlined in Appendix "A", be received;
(b) the 2000 Capital Budget for The Toronto and Region Conservation Authority consisting of six new projects with a cost
of $4.95 million, as recommended in Appendix "C2", be approved; these projects require a 2000 cash flow of $4.95 million
with no future year commitments;
(c) the 2000 cash flow requirement of the Black Creek Pioneer Village Attraction Development project be approved on the
condition that prior to Budget Advisory Committee 'wrap-up', The Toronto and Region Conservation Authority report on
details of its implementation plans and the possibility of other sources of funding the project; and
(d) the 2000 Capital Budget for The Toronto and Region Conservation Authority consisting of one prior year project with a
cost of $1.0 million, as recommended in Appendix "A", be received.
(No Material Attached - Report in Budget Binder)
1.20 TORONTO PARKING AUTHORITY
Source: Chief Administrative Officer
(November 12, 1999)
Recommending that:
(a) the 2000-2004 Capital Program of the Toronto Parking Authority, with a cash flow totalling $89.581 million as outlined
in Appendix "A" be received;
(b) the 2000 Capital Budget for the Toronto Parking Authority consisting of seven Prior Year - Change in Scope Projects
with a cost of $8.770 million as recommended in Appendix "C1" be approved; these projects require a 2000 cash flow of
$7.950 million and a commitment of $0.820 million in 2001;
(c) the 2000 Capital Budget for the Toronto Parking Authority consisting of seven New Projects with a cost of $13.8
million as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of $7.5 million and
commitments totalling $6.3 million in 2001;
(d) that if, after five years from the date of approval, an authorization for a project remains unspent and no expenditures are
committed against it, then the authorization should be cancelled and the funds returned to the City, unless the Toronto
Parking Authority can justify the retention of the project approval beyond the current year as part of the annual capital
budget review process;
(e) the operating impact that results in net revenues of $16 thousand in 2000, $1.905 million in 2001, $2.027 million in
2002, $2.152 million in 2003 and 2004 once the various parking facilities are operational, be approved; and
(f) the 2000 Capital Budget for the Toronto Parking Authority consisting of fifteen Prior Year Projects with a cost of
$16.865 million in 2000 as recommended in Appendix "G" be received; these projects require commitments of $8.921
million in 2001 and $2.250 million in 2002.
(No Material Attached - Report in Budget Binder)
1.21 TRANSPORTATION
Source: Chief Administrative Officer
(November 12, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Transportation Division, with a cash flow totalling $1,288.533 million as
outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Transportation Division consisting of 50 new projects with a cost of $229.906 million
as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of $127.643 million and
commitments of $25.530 million in 2001, $15.020 million in 2002, $7.760 million in 2003 and $8.060 million in 2004;
(c) the 2000 Capital Budget for the Transportation Division consisting of six Prior Year Projects - Change in Scope, with a
cash flow for 2000 of $30.250 million as recommended in Appendix "C1" be approved; and
(d) the 2000 Capital Budget for the Transportation Division consisting of one Previously Approved Project with a cash
flow of $4.2 million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.22 AMBULANCE SERVICES
Source: Chief Administrative Officer
(November 12, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Ambulance Services, with a cash flow totalling $18.680 million be received;
(b) the 2000 Capital Budget for Ambulance Services consisting of one Prior Year - Change in Scope project with a cost of
$0.510 million as recommended in Appendix "C1" be approved; this project requires a 2000 cash flow of $0.510 million in
the Year 2000;
(c) the 2000 Capital Budget for Ambulance Services consisting of four new projects with a total cost of $6.009 million
(gross) and $1.229 million (net) as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of
$4.092 million (gross) and $1.107 (net) and commitments totalling $1.917 million (gross) and $0.122 million (net) in 2001;
(d) the General Manager of Ambulance Services be requested to report back to the Budget Advisory Committee before
conclusion of the 2000 budget review to confirm whether 100 percent Provincial funding will be available for financing of
the AVTEC and BACC projects;
(e) the General Manager of Ambulance Services and the Chief Financial Officer and Treasurer be requested to report back
on efforts to secure a formal cost-sharing arrangement with the Province in support of Ambulance Services' Capital and
Operating expenditures, including a mechanism for determining eligibility for 50 percent versus 100 percent Provincial
funding;
(f) the General Manager of Ambulance Services be requested to report back on the success of the efforts to secure 50
percent funding for the Vehicle Venting Emissions and Monitor Defibrillator projects; and
(g) a working group be established, consisting of representatives from Fire, Ambulance, Facilities and Finance to develop a
longer term Fire Station construction/reconstruction plan to address needs for Fire Services and Ambulance Services; and
replacement of the aging infrastructure; it is further recommended that this working group report back to the Budget
Advisory Committee prior to consideration of the Ambulance Services' 2001 Capital Program.
(No Material Attached - Report in Budget Binder)
1.22(a) Source: Commissioner of Works and Emergency Services
(November 26, 1999)
Responding to recommendations arising out of the Budget Advisory Committee meeting on November 17, 1999, respecting
the Ambulance Services 2000-2004 Capital Program; and recommending that this report be received for information.
1.23 SOLID WASTE MANAGEMENT
Source: Chief Administrative Officer
(November 10, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Solid Waste Management Division, with a cash flow totalling $127.461 million
as outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Solid Waste Management consisting of two Prior Year - Change in Scope Projects with
a cost of $2.822 million as recommended in Appendix "C1" be approved; the increase in cost for these projects is $1.6
million and mainly reflects a project expansion to include new diversion initiatives as part of the TIRM Project RFP
process and Material Recovery Facilities upgrades to handle more types of recyclable materials in accordance with
Council's policy respecting waste diversion targets; these projects require a 2000 cash flow of $2.424 million and
commitments of $.298 million in 2001 and $.100 million in 2002;
(c) the 2000 Capital Budget for the Solid Waste Management consisting of three New Projects with a cost of $2.094
million as recommended in Appendix "C2" be approved; these projects require a 2000 cash flow of $1.528 million and
commitments totalling $.566 million in 2001;
(d) the operating impact that results in expenditures of $148 thousand in 2000, $766 thousand in 2001, $1.4 million in 2002
and savings of $2.8 million in 2003 and $9.2 million in 2004 once expected savings from various recycling facilities are
realized, be approved;
(e) the Chief Financial Officer and Treasurer review the status of the Perpetual Care Reserve for Landfills and report back,
in consultation with the General Manager of Solid Waste Management, on any required change to the paid tonnage
contribution rate to ensure that adequate funding is available to cover the future expenditure requirements for the perpetual
care of landfills;
(f) the Commissioner of Works and Emergency Services be requested to report on the progress in securing an extension of
the City of Vaughan's by-law to allow the City of Toronto to operate the Avondale Composting Facility beyond May 2000;
and
(g) the 2000 Capital Budget for the Solid Waste Management consisting of three Prior Year Projects with a cost of $17.126
million as recommended in Appendix "G" be received.
(No Material Attached - Report in Budget Binder)
1.24 WORKS AND EMERGENCY SERVICES
Source: Chief Administrative Officer
(November 12, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for Works and Emergency Services, with a cash flow totalling $7.100 million as
outlined in Appendix "A" be received; and
(b) the 2000 Capital Budget for Works and Emergency Services consisting of five new projects with a cost of $3.400
million as recommended in Appendix "A" be approved; these projects require a 2000 cash flow of $2.600 million and
commitments totalling $.800 million in 2001.
(No Material Attached - Report in Budget Binder)
1.25 INFORMATION AND TECHNOLOGY
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that:
(a) the 2000-2004 Capital Program for the Information and Technology Division, with a cash flow totalling $54.715
million as outlined in Appendix "A" be received;
(b) the 2000 Capital Budget for the Information and Technology Division consisting of five new projects with a cost of
$20.649 million as recommended in Appendix "A" be approved; these projects require a 2000 cash flow of $8.346 million
and commitments totalling $8.747 million in 2001; $2.177 million in 2002; $0.727 million in 2003; and $0.652 million in
2004;
(c) the Operating Budget impact associated with the recommended projects included in 2000-2004 Capital Program for the
Information and Technology Division, be reviewed and reassessed by the Acting Commissioner of Corporate Services in
conjunction with City departments for potential future reduction in operating costs for server maintenance and licenses as
systems are decommissioned or retired with the implementation of the capital projects and a report brought forward to
Budget Advisory Committee prior to final 'wrap-up' of the 2000 Operating Budget;
(d) the Information and Technology Division in consultation with the City departments develop, for Council approval prior
to the 2001-2005 Capital Budget request, a corporate Information and Technology strategic plan and multi-year capital
investment program that:
(i) outlines and addresses corporate infrastructure and other corporate Information and Technology requirements;
(ii) identifies and provides solutions to operational needs;
(iii) provides a link between corporate and operational capital requirements for Information and Technology; and
(iv) provides a framework for the 2001-2005 Information and Technology Projects;
(e) with regard to the Data Warehousing Strategy and Pilot sub-project, the amount of $750.0 thousand be approved to
carry out the feasibility study and the program be directed to bring forward to the Budget Advisory Committee the
recommendations of the feasibility study as part of their 2001-2005 Capital Budget request; and
(f) with regard to the Electronic Service Delivery Project, the Acting Commissioner of Corporate Services bring forward to
the Budget Advisory Committee prior to the final 'wrap-up' of the 2000 Operating Budget, as part of the Information and
Technology strategic plan, the departmental components that will enable the City to use this technology to allow online
services together with the operational savings and benefits that will be realized in the various operating departments.
(No Material Attached - Report in Budget Binder)
1.26 TRANSITION PROJECTS/Y2K
(Report to follow)
1.27 FINANCE DEPARTMENT
Source: Chief Administrative Officer
(November 9, 1999)
Recommending that the 2000 Capital Budget for the Finance Department consisting of two new projects with a total
project cost of $1.55 million as recommended in Appendix "A" be approved; these projects do not require any new
borrowing as capital/operating funds exist.
(No Material Attached - Report in Budget Binder)
1.28 TEDCO
Source: Chief Administrative Officer
(November 5, 1999)
Recommending that:
(a) TEDCO submit its 2000-2004 Capital Works program on a five year project cost and cashflow basis, to the Chief
Financial Officer and Treasurer, prior to Capital project activity, either previously approved, or new in nature;
(b) TEDCO's proposed 2000-2004 Capital Works program be reviewed by the Chief Financial Officer and Treasurer, and
relevant Committees of Council, as conducted during the annual Capital Budget process; and
(c) TEDCO review all previously approved projects and any project activity or requests planned for future years, for the
purpose of assessing changes in scope or activity, and updating priorities, and that this reassessment be conducted prior to a
Capital Budget submission to the City of Toronto, for its consideration and approval.
(No Material Attached - Report in Budget Binder)
1.29 TORONTO PORT AUTHORITY (TPA)
Source: Chief Administrative Officer
(November 5, 1999)
Recommending that:
(a) TPA submit its 2000-2004 Capital Works program on a five year project cost and cash flow basis, to the Chief Financial
Officer and Treasurer, prior to Capital project activity, either previously approved, or new in nature; and
(b) TPA's proposed 2000-2004 Capital Works program be reviewed by the Chief Financial Officer and Treasurer, and
relevant Committees of Council, as conducted during the annual Capital Budget process.
(No Material Attached - Report in Budget Binder)
STANDING COMMITTEES AND OTHER COMMITTEES
1.30 PLANNING AND TRANSPORTATION COMMITTEE
Source: City Clerk
(December 2, 1999)
Advising that the Planning and Transportation Committee on November 29, 1999, having conducted a preliminary review
of the 2000-2004 Capital Budget, recommended to the Budget Advisory Committee, the following:
(1) that the original submission of $6.1 million for Civic Improvements be reinstated in the 2000-2004 Capital Budget;
(2) that the amount of $80,000.00, recommended by the Chief Administrative Officer, for streetscape improvements in the
West Toronto Junction area be approved; and
(3) that City officials be requested to coordinate each project with the work of other departments and agencies.
1.31 ECONOMIC DEVELOPMENT AND PARKS COMMITTEE
Source: City Clerk
(December 1, 1999)
Advising that the Economic Development and Parks Committee on November 29, 1999, recommended to the Budget
Advisory Committee the adoption of the 2000-2004 Capital Budget under the purview of the Economic Development and
Parks Committee, subject to the following amendments:
(1) Lawrence Heights - reinstate $243,000.00 for the installation of a Waterpark in the year 2000;
(2) Commercial Façade Improvement Program - reinstate the originally requested funding in the amount of $936,000.00 in
the year 2000;
(3) Leaside Memorial Community Gardens Pool - be added to the Parks and Recreation 2000 Capital Budget, being a gross
expenditure of $175,000.00 and net expenditure of zero, with the funds to be repaid to the City of Toronto through
Leaside's debenture program;
(4) Kingsview Water Park - add the following words to the end of the project "and/or other north end Ward 3 parks";
(5) Maryvale/Wexford Community Centre - accelerate $140,000.00 from 2001 to 2000 for a fitness facility;
(6) Recreation Facilities - funds be made available in the year 2002 to commence construction of a Recreation Centre at the
'Wabash Avenue' site;
(7) Employment Area Revitalization Program - reinstate $53,000.00 in the year 2000 for preliminary signage and gateway
markers for the Industrial Area in South Etobicoke;
(8) Forest Management of Natural Areas and Ravines - funds be allocated in the 2000 Capital Budget; and further that the
Commissioner of Economic Development, Culture and Tourism be requested to report to the Budget Advisory Committee
for its meeting of December 9, 1999, as to an appropriate minimum amount of funds for this purpose;
(9) Pinepoint Indoor Bocce Courts - consideration be given to accelerating 50 percent of the monies ($400,000.00)
stipulated for this project from the year 2002 to 2000; and further that the said funds be used to build a two pad indoor
bocce facility at Kipling Community Centre with improvements to Ourland Community facility and a two pad outdoor
court be built in Ward 4 with the balance of $400,000.00 to be included for 2003;
(10) Gerrard India Bazaar BIA - the City be requested to match the $65,000.00 raised by the Gerrard India Bazaar BIA for a
gross Capital Budget of $130,000.00 in the year 2000;
(11) BIA Streetscape Program - funds in the amount of $1.857 million be approved for the subject program;
(12) Kidstown - $900,000.00 be included in the Year 2001 Capital Budget for the subject project and be approved during
the 2000 Capital Budget deliberations as a 2001 commitment;
(13) funds be included in the 2000 Capital budget for feasibility studies to examine the possible expansion of the Bayview
Arena Site and the future of the Edithvale Community Centre; and further that the Commissioner of Economic
Development, Culture and Tourism be requested to report to the Budget Advisory Committee for its meeting of December
9, 1999 on the costs associated with the aforementioned feasibility studies;
(14) Silverview Ball Diamond Rebuild - funds in the amount of $50,000.00 be accelerated to the year 2000 from 2002 for
the subject project; and
(15) Glendora Park Tennis Courts - funds in the amount of $105,000.00 be accelerated to the year 2000 from 2002 for the
subject project.
1.31(a) Source: Commissioner of Economic Development, Culture and Tourism
(December 1, 1999)
Recommending that:
(1) the information contained in this report be received for consideration in the overall Capital Works Program 'wrap-up' of
the Budget Advisory Committee; and
(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.
1.32 ADMINISTRATION COMMITTEE
(Report to follow)
1.33 WORKS COMMITTEE
(Report to follow)
1.34 COMMUNITY SERVICES COMMITTEE
Source: City Clerk
(December 1, 1999)
Advising that the Community Services Committee on December 1, 1999, recommended to the Budget Advisory Committee
the adoption of the following Capital Budgets under the auspices of the Community Services Committee:
(1) Children's Services;
(2) Homes for the Aged;
(3) Shelter, Housing and Support;
(4) Social Services;
(5) Ambulance Services; and
(6) Fire Services.
1.35 POLICY AND FINANCE COMMITTEE
(Report to follow)
1.36 BOARD OF HEALTH
(Report to follow)
COMMUNITY COUNCILS
1.37 EAST YORK COMMUNITY COUNCIL
(Report to follow)
1.38 ETOBICOKE COMMUNITY COUNCIL
(Report to follow)
1.39 NORTH YORK COMMUNITY COUNCIL
(Report to follow)
1.40 SCARBOROUGH COMMUNITY COUNCIL
(Report to follow)
1.41 TORONTO COMMUNITY COUNCIL
(Report to follow)
1.42 YORK COMMUNITY COUNCIL
(Report to follow)
ANY OTHER MATTERS
