The Forum Research survey of 1,046 Torontonians conducted Monday after the release of city manager Joe Pennachetti’s recommended budget cuts, pegs Ford’s support at 42 per cent — a big drop from 57 per cent on June 1, and 60 per cent in late February.
Lorne Bozinoff, the Forum president independently tracking Ford’s support each quarter, said the mayor’s “very low” numbers are only likely to sink.
“This drop in support has come without any cutbacks actually coming into effect, we’re only at the idea stage,” Bozinoff said. “This is a ceiling — I think it’s going to get a lot worse for him before it gets better.
“He campaigned on a gravy train, none was found and the reality of cuts to services that residents rely on, often daily, is setting in. That has shaken public confidence in his ability to handle the job of mayor.”
The poll also found no public appetite for the major KPMG-suggested cuts Pennachetti is forwarding to the executive committee Monday as part of Ford’s solution to fix Toronto’s finances.
“It’s one thing to say, ‘look at this, look at that,’” Bozinoff said. “Now, when people see cuts in black and white, all of these things are extremely unpopular.
“It’s also the process, I think — the mayor’s people haven’t been very good at building public support. It’s all, ‘My way or the highway.’”
Ford dismissed Pennachetti’s suggested cuts as “just scraping the surface.”
Half of Etobicoke-York respondents approve of “the job Ford is doing,” down from 58 per cent in June. In Scarborough, his support is 49 per cent (down from 59 per cent); 43 per cent in North York (down from 69 per cent) and only 30 per cent in Toronto-East York (down from 44).
Ford took office Dec. 1 on a wave of popularity fuelled by his “Stop the gravy train” mantra. By comparison, former mayor David Miller enjoyed an 82 per cent approval rating in May 2004, six months into his first term.
Ford remains more popular with older Torontonians than young, while his disproportionately weak appeal for women is eroding further, the poll suggests.
But the budget isn’t Ford’s only problem. Since the last poll, Bozinoff said, Ford and his brother Doug have “squandered a lot of political capital” with controversies over refusing to attend Pride celebrations, a public feud with author Margaret Atwood over the fate of libraries, and the like.
The automated telephone poll’s margin of error is plus or minus 3 per cent, 19 times out of 20.
Here are respondents’ reactions to proposed budget cuts “in order to have a smaller increase in property taxes next year”:
• Some 84 per cent disapprove of cutting late-night TTC buses, ranging from 79 per cent in Scarborough to 88 per cent in the city’s core. “And that’s before the news broke Tuesday morning of major proposed transit cuts,” Bozinoff said.
• “Reducing the number of child care spaces” was opposed by 76 per cent. Pennachetti is recommending 2,000 subsidized spaces expire next year unless the province agrees to fund them.
• 73 per cent disapproved of closing or selling Toronto Zoo. Pennachetti suggests gauging interest for the “sale, lease, operation or other arrangement.”
• There is less opposition — 66 per cent — to selling or closing Riverdale Farm and/or the zoos at High Park and Centre Island.
• 70 per cent oppose reducing public library services and hours. Disapproval is highest in Toronto-East York (76 per cent) and lowest in Etobicoke-York (64 per cent). Some 79 per cent oppose closing branches.
• Selling some of the city’s 10 long-term care homes was opposed by 68 per cent. Pennachetti said that option requires further study.
• A halt to clearing snow left by plows across driveways got a thumb’s-down from 61 per cent. Opposition ranged from 50 per cent in the core — where residents don’t get the service — to 71 per cent in North York.
• 77 per cent disapprove of eliminating or reducing dental care to the poor.
• Some 61 per cent oppose selling the city’s three performing arts theatres — the St. Lawrence Centre, the Sony Centre, and the Toronto Centre for the Performing Arts. Pennachetti recommended soliciting interest in their “sale, lease, operation or other arrangement.”
• Selling “green P” and TTC parking lots was also rejected by 61 per cent. Pennachetti calls for a review of the sale or lease of the facilities.
Here are 10 areas of spending mentioned in city manager Joe Pennachetti’s recommendations for cost-cutting in the face of a $774 million budget gap expected in 2012.
Child care
The situation: Of 53,000 daycare spaces in Toronto, about 22,000 are subsidized jointly by the province and the city. An additional 2,000 are subsidized by the city alone at a cost of $24 million. A record 20,000 people are on the waiting list for subsidized daycare.
The recommendation: Reduce the 2,000 city-subsidized spaces through attrition in 2012 and cut them entirely in 2013, unless the province steps forward with cash to save them.
Libraries
The situation: The Toronto Public Library has 98 branches. More than a million people held library cards in 2010, 200,000 more than in 2009.
Recommendation: Reduce branch hours and days of operation. Consider closing some branches. Pennachetti’s report does not identify branches that could be closed.
TTC
The situation: Ridership has risen steadily since 2003 and now serves about 1.5 million riders every weekday. Many routes operate at capacity, and officials expect a bump of 15 million more rides next year. But the TTC faces an $85 million operating shortfall, and Mayor Rob Ford said he does not want a fare hike.
The recommendation: Consider reducing or eliminating Blue Night service (24 routes that run between 1:30 a.m. and 5 a.m.) or charging higher fares for it. Change the TTC’s “crowding standard” to increase the threshold before more vehicles are added to busy routes.
Social Services
The situation: More than 600,000 Torontonians are classified as low-income. More people are using food banks than ever before. More than 65,000 households are on the affordable-housing wait list.
The recommendation: No new affordable housing development. Reduce the housing loan program. End a program that gives poor families access to dental care. End program that helps non-city organizations deliver Christmas presents to poor families. Eliminate Hardship Fund, which helps people who aren’t on welfare but face financial pressure to pay for funerals, dental and vision care, prescription drugs and emergency medical costs.
Long-term Care
The situation: City runs 10 long-term care centres and provides daytime recreation and social programs for seniors. KPMG suggested privatizing nine of the seniors’ homes.
The recommendation: Transfer “most” city-run long-term care centres to non-profit community groups, or sell them. Eliminate seniors’ day programs or find a community agency willing to take them on.
Garbage
The situation: Garbage collection, already privatized in Etobicoke, will be contracted-out west of Yonge St. by next summer.
The recommendation: Eliminate free garbage-bag tags and Community Environment Days, which offer a way to dispose of hazardous waste and recycle larger items.
Police
The situation: Of the Toronto police operating budget ($915 million), 85 per cent is salary and benefits. Ford has told Chief Bill Blair — like all service managers — to find 10 per cent in cuts, which Blair has said will mean the loss of 750 officers and 400 civilian workers.
The recommendation: Consider reducing the size of the police force “through budgetary means” — which the report vaguely states could be achieved through attrition, voluntary severance and/or one-officer patrols. Eliminate the requirement for paid-duty police officers at construction sites “where possible.”
Streets
The situation: KPMG found that 96 per cent of the city’s $1 billion annual operating budget for public works covers essential services, so little could be saved here.
The recommendation: Reduce snow removal and street cleaning to “minimum standards.” Eliminate windrow-clearing program. Reduce snow clearing in parks and open spaces.
Zoos and farms
The situation: Ford has openly talked about his desire to sell the Toronto Zoo, which saw a 12 per cent drop in attendance last year. The city’s parks department also runs the free and much smaller High Park zoo and Riverdale Farm — which local community groups have vociferously rallied to support.
The recommendation: Sell the Toronto Zoo. Sell Riverdale Farm and High Park zoo, or close them if a buyer can’t be found. Transfer Black Creek urban farm to Toronto and Region Conservation Authority.
Theatres, museums, other attractions
The city operates a number of large theatres, such as the St. Lawrence Centre for the Arts, the Sony Centre for the Performing Arts and the Toronto Centre for the Arts, as well as a handful of small museums and heritage houses, such as Fort York, Gibson House and the Spadina Museum.
The recommendation: Sell the theatres and close the museums with the least attendance and lowest revenues.
City staff is backing away from a controversial proposal to close library branches, but only for the time being.
At a meeting of the board that governs Toronto’s library system Tuesday, city manager Joe Pennachetti said shuttering or combining libraries should still be considered in future, but that he would advise city hall to hold off in the coming year.
•Mayor’s newly released budget strategy sets stage for battles
•Toronto’s cost-cutting plan puts subsidized daycare, zoos on the block
•Privatization fears: Much ado about nothing?
* TTC proposes fare hike
“What I’m recommending is that there be a review between the city and the library board to see if there are any possibilities,” he said, adding that he would urge the city to do the same for all facilities it owns, such as community centres.
The library system is under orders from Mayor Rob Ford’s administration to cut 10 per cent of its budget as the city tries to slay a projected $774-million deficit.
A series of potential cuts, including closing branches and reducing hours at others, were outlined by auditors KPMG in a report over the summer, provoking a backlash from library supporters and leading to a high-profile feud between Councillor Doug Ford, the mayor’s brother, and author Margaret Atwood.
“I was very heartened to see the level of support for libraries, it’s stunning,” said board member and Councillor Janet Davis, an opponent of the mayor. “[Closing libraries] is not an efficiency decision, it absolutely is a policy decision and it should be done with the board and with public consultation.”
The board has been presented with a range of other cost-saving suggestions – including offering buyouts to more than three dozen library staff and combining administrative functions with other city departments. It voted Tuesday to defer cutting decisions to its next meeting in October, after city-hired consultants have finished further efficiency studies.
With the current board’s term set to expire in the interim, the move effectively punts the decisions to a new board that may contain more of the mayor’s supporters.
Outgoing board members also took the opportunity to poke Mr. Ford in the eye by backing motions pledging support for keeping branches open, preserving opening hours and committing to a public consultation on service cuts.
“Other libraries look up to Toronto as a system that has persevered over the years, and it’s sad we’ve had to go down this road, of deciding what to cut and what to keep,” said Okeima Lawrence, one of the outgoing members.
Councillor Paul Ainslie, a member of the mayor’s executive, rebuked left-leaning board members for proposing measures that would add to the system’s budget rather than reduce it.
For the most part, however, the mood was subdued in comparison to previous meetings, when opponents of the cuts have packed the room.
It did hear from the librarians’ union, which argued against immediate buyouts and asked that the impact of reduced staff be assessed.
“You’re being asked to march people out the door without knowing the impact,” union president Maureen O’Reilly said.
East-end library user Murray Lumley also took to the microphone to plead for the city to consider raising more revenues rather than chopping spending.
“The people of Toronto are clear: They do not want these cuts and they are willing to pay more,” he said.
Toronto's Two New Deputy City Managers Will Start Their Duties August 8, 2011
On August 8, 2011 Toronto City’s new Deputy City Managers will be Brenda Patterson and John Livey.
Patterson will serve as The Deputy City Manager – Cluster A.
Livey will serve as The Deputy City Manager – Cluster B.
Here is a pecking order of some senior executive representatives from Toronto Divisions to manage the strategic response and support site operations by mobilizing necessary resources during an emergency event (The City of Toronto Emergency Plan
April, 2009).
1. Mayor (Chair)
2. Deputy Mayor
3. City Manager
4. The Deputy City Manager – Cluster A
5. The Deputy City Manager – Cluster B
6. The Deputy City Manager and Chief Financial Officer
7. Chief of Police
8. Fire Chief and General Manager of Fire Services
9. Chief and General Manager of Emergency Medical Services
10. Medical Officer of Health
11. Director of Strategic Communications
12. Executive Director of Human Resources
13. Chief and General Manager of Toronto Transit Commission
14. General Manager of Transportation Services
15. General Manager of Toronto Water
16. General Manager of Shelter, Support and Housing Administration
17. City Solicitor
18. City Treasurer
19. Chief Corporate Officer
20. Chief Building Official and Executive Director of Toronto Building
21. General Manager of Parks, Forestry and Recreation
22. General Manager of Solid Waste Management Services
23. Executive Director of Facilities and Real Estate
24. Chief Information Officer
25. Manger of Risk Management and Insurance
26. Director of the Office of Emergency Management
27. City Clerk
In order to understand the duties of both Deputy City Managers of Clusters A and B, it is worthwhile to have a look at the following City of Toronto’s administrative structure:
Administrative Structure
November 15, 2010:
The City Manager
Joseph Pennachetti
The City Manager is the head of the public service and is accountable to City Council for ensuring that Council approved policies and programs are effectively delivered by members of the Toronto Public Service.
The City Manager:
•is responsible for efficient and effective delivery of services, policy direction and program delivery of all City divisions,
•provides Council with a single point of administrative accountability and strategic leadership, and
•provides organizational leadership to the Toronto Public Service
The Deputy City Managers
The City Manager is assisted in delivering City-wide administrative governance and oversight by three Deputy City Managers (DCMs), one of whom is also the Chief Financial Officer.
The Deputy City Managers:
•report to the City Manager,
•is responsible for the management, administration, performance oversight and financial, budget and resource allocation for a number of City divisions,
•also lead City-wide initiatives, as assigned by the City Manager,
•promoting collaboration and innovation across the organization to
•ensure horizontal integration between programs and the delivery of corporate objectives and Council priorities
The Deputy City Manager – Cluster A oversees the following Division Heads:
•Affordable Housing Office
•311 Toronto
•Public Health
•Toronto Office of Partnerships
•Employment & Social Services
•Long-Term Care Homes & Services
•Parks, Forestry & Recreation
•Shelter, Support & Housing Administration
•Social Development, Finance & Administration
The Deputy City Manager – Cluster B (Planning and Public Works) oversees the following Division Heads:
•Major Capital Infrastructure Coordination Office
•Office of Emergency Management
•City Planning
•Fire Services
•Municipal Licensing & Standards
•Policy, Planning, Finance & Administration
•Solid Waste Mgmt. Services
•Toronto Environment Office
•Waterfront Secretariat
•Technical Services
•Toronto Water
•Transportation Services
Role of Senior Management
The City’s senior management, including the City Manager, Deputy City Managers (DCMs), and Division Heads are collectively responsible for establishing, maintaining, and monitoring the City’s internal control system.
Specifically, the City Manager, in consultation with the senior management team, is responsible for identifying the administrative areas of greatest risk and for ensuring that adequate controls are in place to safeguard the City’s assets.
The Deputy City Managers have oversight responsibility to ensure adherence to City policies and procedures within their cluster.
The Chief Financial Officer is responsible for designing, implementing and supporting effective internal controls regarding policies and procedures for the City’s financial transactions.
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