Together We Can

Bring Change
To City Hall
What is Wrong
with City Hall?
Spending at City Hall is
Out of Control. Toronto
Can’t Go On Like This…
THE PROBLEM about penny pinching. The reason we need to get
value for our money is because we want to have
I began this campaign by talking about the need money to spend on the values we believe in.
to bring responsibility back to the way we run our
City’s finances. The facts are not pretty:
As with any household, the City cannot continue On average, for the past 7 years, City Hall spending has
to spend more than it takes in. But I understand that been growing by just under 6% a year – but our ability
Toronto cannot “cut its way to greatness”. It’s not all to pay for it with property tax has been growing by only
3% a year.
Spending has increased That 3% gap explains the annual struggle to
an average 5.9% a year balance the budget. Budget pressures cause City Hall
10000 to put off the programs and services we need today.
They prevent us from making long term investments.
9000
City Council’s failure to address this gap has
8000 damaged its credibility with other levels of government.
7000 This is simply unsustainable. The Board of Trade warns
6000
that unless we fix the gap, Toronto’s deficit will grow
to $1.194 billion by 2019. (The Growing Chasm: An
5000
Analysis and Forecast of the City of Toronto’s Finances.)
4000 If that were to happen, it could only lead to drastic cuts
3000 in services, huge tax increases and a decline of our city.
Toronto is a wealthy city. If City Hall is properly
2000
managed, we can afford the services we need. But
1000
right now we have two big problems:
0
2002 2003 2004 2005 2006 2007 2008 • Toronto’s politicians spend too much.
Spending • Toronto’s politicians do not deliver value for money.

2
Fix the Finances of
the City of Toronto
Steps Towards THE FIX
I will get Toronto’s fiscal house in order and restore
Toronto’s fiscal credibility with taxpayers and with
other levels of government.
We’ll use the savings to invest in priorities we all
share, like serving underserved communities and
expanding public transit.
How?
Tinkering around the edges of a $9.2 billion operating
budget will not get Toronto to a better place. I will
tackle the problem:
1. Leadership Starts at the Top
2. Get City Costs Under Control
3. Reduce City Debt to Allow us to
Invest in Infrastructure
4. Reform the Budget Process
5. Getting Our Own House in Order
1. Leadership Starts
at the Top
I will set annual efficiency savings targets.
• The Board of Trade estimates that the City of
Toronto could save $100 million if it was to
achieve 10% efficiencies on its billion dollar
annual purchasing budget.
3
• To achieve these goals will require a motivated
team, and getting the most out of a team requires
authentic leadership.
• I pledge to cut my own salary by 10% and freeze it
for the duration of my term as mayor.
• I will request that all councillors do the same.
• I will pledge to honour the goal set by the Province of
Ontario of no new pay raises for non-union staff, and
have that as a starting point for all union negotiations.
2. Get City Costs
Under Control
• Order an independent, 3rd party, sweeping audit
of all City finances.
• Freeze all discretionary spending.
• No more sole sourcing on City contracts.
Get wages in line:
• I will find the right balance between a fair wage for
our workers and fair value for taxpayers.
• I will not ask taxpayers to subsidize wage increases
three times what they themselves are receiving.
• Personnel expenses are nearly 50% of
expenditures – growing by 6.5% a year on
average. I will reverse this trend.
The “Must Do” Recommendations
Proposed by Toronto’s Board of Trade
(Toronto Board of Trade: Bridging the Chasm: Fixing the City’s Finances – Final Recommendations)

Existing collective agreements must be honoured,
but as they expire there will be opportunities for
reinventing service levels and costs. By 2015,
Toronto would:
• Save over $133 million a year by redesigning
service to take advantage of vacancies arising from
retirement.
• Save over $50 million a year by reducing the cost
per tonne of household waste collection to 125%
of the average of other GTA regional municipalities’
contracted waste collection services. This would
be implemented in 2014 and 2015 -- the first two
years of a new collective agreement for City staff.
• Save over $63 million by reducing the size of
the TTC and general workforce by 4% over 2 years
and keeping the average increase in costs to only
3% (rather than the current 6%). This would be
implemented between 2011 and 2015 .
• Save over $68 million by limiting the increase in
costs of Police Services to only 3% per year, rather
than the current 6%. This would be implemented
between 2011 and 2015.
• Save over $46 million a year (over 4 years) by
opening services to competition by qualified service
providers.
• Save over $100 million a year by achieving a
10% savings on City procurement.

“These measures would deliver $460 million

annually by 2015. That won’t get us the whole
way – but they are the right start in the right
areas, and I am committed to delivering these
savings – at a minimum. They will get
our own house in order and
allow us to better negotiate
with the provincial and
federal governments.”
Rocco Rossi

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continued from page 3

Hiring Freeze:
Rocco Rossi is
• Freeze hiring: Right now, our City workforce has a 6% turnover every a businessman,
year. By keeping half of these positions vacant, within two years it will
lower the budget by over $250 million dollars.
not a
Re-invent the way we deliver services. professional
• Work with City employees and union leadership to change the way we
work. Nothing will reduce the cost of government like productivity gains!
politician.
• In the 21st century why do we have people in booths collecting paper “The most important skill I can bring
tickets and tokens at the TTC? to you as Mayor is my experience

• Why do we have the highest cost to collect household waste in the GTA? overseeing large organizations.
You can’t fix City Hall’s financial
• I will pursue outsourcing, managed competition and alternative service
problems if you can’t read a balance
delivery for services like waste collection, road repairs and parks and
sheet. You have to know how to pick
recreation.
priorities, deliver on deadlines and
• I will invite all qualified bidders -- including unions -- to compete for the
on budget. I will lead employees with
right to deliver services at a price we can afford.
a positive vision.”
• Opportunity to save over $46 million per year through managed
My business and non-profit
competition of non-essential services.
leadership experience includes:
• Contracted waste collection could save up to $50 million per year.
• The Boston Consulting Group

• Torstar Corporation
Steps Towards THE FIX • Labatt/Interbrew

3. Reduce City Debt to Allow us • Advanced Material

Resources Inc.
to Invest in Infrastructure • MGI Software
The City of Toronto currently pays about $450 million each year to
• The Heart & Stroke
service its debt (interest and principal).
Foundation
• At an average annual increase of 14.6% between 2002 and 2008, this of Ontario 
particular expense is growing faster than any other incurred by the City.

• I will pay down the debt by monetizing some or all of Toronto Hydro,
selling a minority share in Enwave, and selling or leasing surplus land.
The City owns approximately $18 billion dollars in land holdings.

5
“For those who say monetizing
assets is off the table, I simply
ask: How are you going to deal
with the debt?” Rocco Rossi

Steps Towards THE FIX OUTSIDE WORKERS

LABOUR
COSTS

4. Reform the Budget ($) +4%

Process 500,000

Toronto’s challenges are long term challenges – but

614,578.1 651,883.1 661,968.8
Toronto has a one-year operating budget. The annual
budget process is divorced from any long term plan.
We will never fix Toronto’s finances if we do not start 0
2009 PROJECTED 2010 BUDGET 2011 OUTLOOK
planning for the long term. ACTUALS

• I will introduce multi-year budgeting to improve
the focus of Council on long term issues. Multi-
year budgeting will make it easier for the public to
hold accountable the Mayor, Council and staff for
performance over the term of Council.
• Over 30% of spending is in the control of over
a hundred agencies, boards, commissions and
corporations. In this “bottom up” system, each
entity prepares its own budget and passes it up
for approval. Because of this, your City has little

• I will formally link the new budget planning influence over almost 30% of the spending it funds.

process to the long term strategic plan of
Council, to ensure that budget decisions are made
in the context of Toronto’s strategic plan. This
includes combining the operating and
capital budgets.
• I will replace this “bottom up” budget making with
a balanced approach that puts “what Toronto can
afford” in proper balance with “what the agency
needs”. This will make spending more accountable
to the public.

6
“We must put our own house in
order first. We can’t ask the unions
to fund tax cuts or freezes either.”
Rocco Rossi

5. Get Our Own House
in Order
Toronto must do a better job of fixing its own
problems before we can get the help we need
from other governments.
• We simply cannot expect other levels of government
to bail out Toronto, until we have done everything to
fix our own finances.
• Some people say that Toronto’s money woes are
too big to fix with better management. The facts
say otherwise.
• From 2002 to 2009, Toronto’s politicians allowed
labour costs to increase an average of 6.5% per year.
• But during this time, private sector wage growth
and growth in the GDP hovered around 2%.
• If at the bargaining table the rate of increase was
held to just 3%, Toronto would have saved $380
million dollars per year.
• This would have virtually eliminated the shortfall
this year.
“The inequality of asking taxpayers to
fund benefits much more generous than
they themselves enjoy was recognized
in the 2009 municipal worker’s strike.”
T ORONTO BOARD OF TRADE The Growing Chasm:
An Analysis and Forecast of the City of Toronto’s
Finances

7
Rocco Rossi’s Action Plan: Finances

REAL CHANGE –
NOT SMALL CHANGE.

8
“My plan will fix the budget without the
need for big tax hikes or major service cuts.
Only I have committed to all these actions –
and they are just a start. All the other ideas
by all the other candidates are small change
by comparison.”

Beware: Some professional politicians are

offering immediate property tax freezes or cuts as
the solutions. That’s the same ‘vote for me’ trick
that helped get Toronto into the mess it’s in now.
We have to control
our spending.
Steps Towards THE FIX
Savings Rocco’s Plan to trim $460 Million
That’s the path to a from the budget by 2015

responsible budget. $264M Respect all existing labour agreements, but

manage vacancies, and hold increases in new
Existing collective agreements to 3% (down from the current 6%).

$100M By achieving a 10% savings on City

agreements will be procurement. (Others have estimated that this
opportunity could be as high as $200 million).
honoured, but as
$50M Reduce the cost per tonne of household
they expire, there will waste collection to 125% of the average of
other GTA regional municipalities’ contracted
be opportunities for waste collection services through outsourcing/
managed competition.
reinventing service $46M Competition for appropriate non-essential
services.
levels and costs.
Note: T wo additional key steps will be a principle-based agreement with the Province on
TTC operating funding and reform of future pension benefits for new employees.

9
Rocco Rossi’s Action Plan: Transit

Transit City Plus

“We have the best 1970s transit system in
the world. The problem is that it’s 2010.”

“We’re getting over 500,000 new people in the next twenty years
in the city, and many more in the region as a whole. That’s either a
fabulous economic opportunity or a recipe for total gridlock disaster.”

We need to
build now.
My “Transit City Plus”
plan commits $4.5 billion over
10 years, in addition to provincial
and federal commitments.
This allows us to:

• Build 2km of subway plus a new station

each year in addition to what provincial
and federal funds will build.

• Better and rapid bus service.

• Implement a regional system:

TTC to cooperate with Metrolinx to give
you better service across the GTA.

• Implement the Presto Smart Card: no

more paper tickets, tokens or transfers.

• Appoint a new TTC Board comprised of

experts and citizens, not politicians.

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Moving You Faster
“Torontonians want subways, and as their Mayor,
I will deliver.”

Moving you faster means a balanced system – How do we pay for it?
drivers, cyclists, transit users, pedestrians all have Currently, Toronto pays $450 million a year in
to work together. My plan: interest charges on its long term debt.
If we monetize certain assets we have now, like
• Separate, safe and integrated bike network that
Enwave, Toronto Hydro, and surplus land we can raise
includes four new major downtown bike
enough money to pay off that debt. This would free
lanes separated from traffic by a curb. Remove
up the $450 million we pay now in interest charges
the recently installed bike lane on Jarvis which is
on the longterm debt, to invest in subways. This is the
dangerous.
only realistic plan to invest now in the transit plan we
• Rapid bridge replacement program as is done
desperately need.
elsewhere in Ontario. It reduces installation of new
Does the City need to own assets like Toronto
bridges down to days as opposed to months, hence
Hydro? There is nothing Toronto needs more than
ending traffic congestion due to construction.
subways to fix our long term gridlock problem.
• Expert study examining the feasibility and cost of Building subways today will give us a solution for
linking by tunnel the Allen Expressway with the the next 100 years. Hydro rates are set by the
Gardiner/Lakeshore. Almost half of all Torontonians Province and not by local utilities.
support the Tunnel. I’m suggesting that we study it
first, then proceed accordingly.

• Appoint Construction Czar to ensure that all

projects are completed on budget and on time.

• Support a fixed link to the Island Airport.

• Invest in improvements at key intersections.

• Improve signaling with better traffic light

coordination.

• I will NOT tear down the Gardiner.

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Rocco Rossi’s Action Plan: For A Better Toronto

Jobs and Investment

“We must communicate our strength to
the world. We need a real strategy to foster
small business job growth from within.”

Build and strengthen Toronto and the GTA as Efficient government will make Toronto more attractive
sector hubs, leading the world in the areas of: for job-creation. I know from first-hand experience
as a business leader that large companies invest in
• Financial services
regions – not municipalities. As your Mayor, I will:
• State-of-art engineering
• Lead the region to create Invest GTA.
• Biomedical
• Bring much needed jobs to Toronto and the region,
• Arts/culture
and to compete internationally as a team.
• IT and communications • Lead the strongest Business Advisory Council in
• Design/architecture the country to represent the GTA as a competitive
• Universities/colleges economic region.

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A Safer City
“I believe that a safe city starts with keeping
kids in the classrooms and community centres
and away from guns and gangs.”

Create safer communities and streets by:

• Finding savings on the administrative side of the police services budget

(cleaning, maintenance etc).

• Redeploy officers into communities and away from traffic court by implementing
an on-line and mail-in appeal process for traffic tickets.

• Reduce tensions between parking enforcement officers and drivers by

implementing a ten minute grace period at parking meters.

• Take a tougher approach on bail compliance: redeploy officers

to address the problem of “catch and release”.

• Work with police and communities to expand the

use of police cameras in problem areas.

• Implement a zero tolerance policy for

pan handling.

• Take a tougher approach on graffiti

and tagging.

• Champion a federal ban on handguns.

• Support the Toronto Police Chief’s call to

keep the federal gun registry.

• Transform the 16 identified

underutilized schools into full service
neighbourhood community centres.

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Rocco Rossi’s Action Plan: For A Better Toronto

A City Built For Everyone

“Our city cannot achieve its full economic potential

without newcomers. I support and encourage
immigrants and newcomers to Toronto, and
welcome the talents, skills, innovation and
entrepreneurial spirit they bring.” Rocco Rossi

14
Rocco Rossi’s Real Change. • Fully fund City pools and other recreation
amenities right through the summer.
• Toronto Good Ideas Fund (TGIF), includes a
City Hall Suggestion Box and web/phone access • Create a discount TTC pass for citizens who
designed to engage Torontonians in sharing their receive social assistance.
ideas for a better, more efficient, more responsive
• Fast-track the TTC’s plan for a fully-accessible
City Hall.
subway system by four years.
• Commence a global search for the next Chief
Planner who will report directly to the Mayor.

• Appoint a Planning Ombudsman to end

costly disputes.

• More secondary zoning plans to help plan for

smart growth that respects neighbourhoods.

• Pool 50% of Section 37 fees into a new City

Builder’s Fund to develop projects in Toronto’s
priority neighbourhoods.

• Build an Events Master Plan to sustain and

grow top-tier events.

• Revisit the Harmonized By-law to allow for

greater flexibility for neighbourhoods
and businesses.

• Share Heritage Funds with the entire city,

not just downtown.

• Raise Creative City arts and culture investments

to $25 per capita.

• Champion the cause of making the Rouge Valley

a national park.

• Partner with the Toronto District School Board on

a long-term capital plan for pools and other
recreational facilities.

15
Rocco Rossi’s Action Plan: Democratic Reform

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RESPECT, RECALL:
REAL CHANGE.
“I’m the only candidate with a plan for recall and term
limits. I’m the only candidate with a paid-for plan to
improve gridlock and get the city moving. I already have
a plan to deliver $460 million a year in savings by 2015
-- and I won’t stop there.”

Recall is my guarantee to you. I will

do as I say. I am a businessman, not a
professional politician. Toronto has never
before elected a Mayor who was not a
professional politician. It is time to take a
business approach to running the City.
Real Change, Rocco Rossi style

• Right to Recall: allows voters to

recall politicians in between elections
in cases where they break public trust
and don’t deliver on promises.

• Reduce size of council to 22, and add 4 Deputy Mayors elected at large from each borough to create
a new Board of Control to manage priorities. New council size 26 and Mayor = 27. This governance plan
makes Council more efficient, and ensures that each corner of the city has strong representation
at the highest levels. The Deputy Mayors/Board of Control will be appointed on day one when taking office
rather than waiting until the next election for it to take effect.

• On-line and phone voting for next election to improve voter turnout and get all Torontonians more engaged.

• Term limits - 2 term max for Mayor, 3 term max for Councillor.

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Rocco Rossi’s Action Plan: Financial Summary

Balancing the Budget in 2011

Toronto’s Fiscal Crisis:
The bad news and the good news…

THE PROBLEM A. Expected Gap: 2011:

The bad news is that Toronto staff forecast that the
new Council will have to find $503 million in cuts or
new revenue to balance the budget for 2011.
The “good news” is that last year, Toronto’s budget
process started with an $821 million “shortfall” –
and ended in a “surplus”.
Toronto needs more help from the province and
from labour unions to make our city more financially
viable. But, we cannot expect that help until we get
our own house in order. We also cannot expect to get
the help we need if it is to fund tax freezes or cuts.
Structural Budget Framework
1. Initial budget pressure $503
2. Property Tax Stabilization Reserve less $76
3. Projected year end surplus (2010) less $150
4. Expected Gap for 2011 budget = 277
B. New City Revenue 2011
5. Increased Property Tax Revenue 109
6. Total New Revenue 109
C. Restraint Measures
7. Existing City Savings Targets 56
8. Further Restraint Strategies Needed
to balance budget 136

THE FIX 9. Total Restraint Measures 192

My plan shows how to balance the 2011 Budget

D. New Programs
with or without a new deal on provincial funding for
10. Total Rossi New Investments 24
the TTC.
E. Contingent Revenues
11. “Wished-for” Provincial TTC Contribution 100-250

Notes F. Summary - Ends of the Spectrum

1. From City 2010 Budget. If no Contingent If Contingent
2. From City 2010 Budget. Revenue Revenue realized
3. From City Operating Variance Report (June 2010).
5. F rom City 2010 Budget (assessment growth and tax increase geared to A. Gap for 2011 Budget -277 -277
inflation).
6. U nlike Smitherman plan, does not assume provincial contribution. See E.
B. New Revenue +109 +109
7. From City 2010 Budget.
8. Initiatives needed in year one to balance budget using attrition, freezing C. Total Restraint
discretionary spending, expanding outsourcing, and procurement improvements.
Measures +192 +192
9. U nlike Smitherman Plan, does not include reckless “capital from current”
measures.
10. Includes Arts Funding Increase fully implemented in Year one; and other
D. Rossi Investments -24 -24
pledges implemented over time.
11. The range represents hopeful projections made by Mr. Smitherman and E. Contingent Revenue 0 100-250
by City Council. I will negotiate with The Province to assume a principal-
based share of TTC operating costs. Until agreement is reached, any such 12. Totals Balanced Surplus:
contribution should be treated only as contingent revenue. Clearly, province 100-250
will not fund a surplus. So really a longer term funding priority.
($ = Millions)

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Two Challenges
1. Fix the Annual Fixing the Fiscal Gap
Budget Crisis 2011-2014: Longer
• First in 2011 Term Measures
• And then permanently • But just because the budget balanced, it does
not mean that everything is fine.

2. Start Building Again • Balancing the Budget in 2011 is just the first
task. The unsustainable revenue gap will get
 e need to fix the finances so we can
W worse unless we take steps to make over the
invest in the things we value – like way we deliver services.
fixing gridlock and investing in priority • Long term savings measures will deliver
neighbourhoods while slowing the structural change to the city and deliver over
growth of taxes and service fees. $460 million dollars worth of savings by 2015.

THE PROBLEM Steps Towards THE FIX

Unsustainable Revenue Gap Savings Rocco’s Plan to trim $460 Million
($Million) from the budget by 2015
1000
900
$264M Respect all existing labour agreements, but
manage vacancies, and hold increases in new
800 agreements to 3% (down from the current 6%).
700
$100M By achieving a 10% savings on City
600 procurement. (Others have estimated that this
500 opportunity could be as high as $200 million).
400
$50M Reduce the cost per tonne of household
300 waste collection to 125% of the average of
200 other GTA regional municipalities’ contracted
waste collection services through outsourcing/
100 managed competition.
0
2011 2012 2013 2014 2015 $46M Competition for appropriate non-essential
services.
Unsustainable Revenue Gap

Note: T wo additional key steps will be a principle-based agreement with the Province on
TTC operating funding and reform of future pension benefits for new employees.

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You Can Be A Part
of Real Change -
VOTE ROCCO ROSSI FOR MAYOR

Contact the Campaign Office “I believe that entering politics should

185 Avenue Road
Toronto, Ontario M5R 2J2
(416) 848-6005
website: www.roccorossi.com
Facebook: facebook.com/roccorossi
Twitter: twitter.com/roccothevoteTO
be a calling to public service, not just
another job or career. My philosophy is:
get elected - get the job done -
then move aside and let new people
with fresh ideas serve the public.”
-Rocco Rossi

Linkedin: linkedin.com/in/roccorossi

Youtube: youtube.com/roccoformayor

Flickr: flickr.com/photos/roccorossi

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Together We Can
Bring Change
To City Hall
Now and
for Future
Generations
Campaign Office
185 Avenue Road
Toronto, Ontario M5R 2J2
(416) 848-6005

website: www.roccorossi.com

Facebook: facebook.com/roccorossi

Twitter: twitter.com/roccothevoteTO

Linkedin: linkedin.com/in/roccorossi

Youtube: youtube.com/roccoformayor

Flickr: flickr.com/photos/roccorossi