Tax Supported BudgetDRAFT – December 17, 2019
london.ca/budget
ACKNOWLEDGEMENT We respectfully acknowledge that the City of London is located on the traditional territories of the Anishinaabeg,
Haudenosaunee, Lunaapeewak, and Attawandaron peoples, who have and have had longstanding relationships
with the land and the region. We would like to acknowledge the many longstanding treaty relationships between
Indigenous Nations and Canada. The City of London recognizes its relationships with the local First Nation
communities, including Chippewas of the Thames First Nation, Oneida Nation of the Thames, and Munsee
Delaware Nation. In the region, there are eight First Nation communities and a growing Indigenous urban
population. The City of London values the significant historical and contemporary contributions of local First
Nations as well as those First Nations, Métis and Inuit whose histories, languages, and cultures continue to
influence our vibrant community. We acknowledge them and others who care for the land and its past, present,
and future stewards.
TABLE OF CONTENTS
Message from the City Treasurer ................................................................................................. Page 1
Budget in Brief
2020-2023 Average Annual Tax Levy Increase ................................................................. Page 4
2020-2023 Operating Budget Highlights............................................................................ Page 5
2020-2023 Capital Budget Highlights ................................................................................ Page 7
2020-2020 Draft Budget Average Annual Cost of Municipal Services ............................... Page 8
2020-2023 Draft Budget Average Daily Cost of Municipal Services .................................. Page 9
Budget Recommendations ........................................................................................................ Page 10
Introduction to the Tax Supported 2020-2023 Multi-Year Budget ........................................... Page 17
Multi-Year Budgeting Background and Process ................................................................ Page 17
o Advantages of a Multi-Year Budget ....................................................................... Page 17
o Link to the 2019-2023 Strategic Plan ..................................................................... Page 17
o Annual Update Process ......................................................................................... Page 18
Community Engagement ................................................................................................... Page 20
Business Planning & Budgeting ........................................................................................ Page 20
Service Reviews ............................................................................................................... Page 20
Financial Policies and Principles ....................................................................................... Page 22
Economic Context ............................................................................................................. Page 24
How Does London Compare to Other Municipalities ......................................................... Page 29
Tax Policy ......................................................................................................................... Page 30
Assessment Growth .......................................................................................................... Page 33
The 2020-2023 Multi-Year Budget Overview ............................................................................. Page 34
Operating Summary .......................................................................................................... Page 34
Capital Summary .............................................................................................................. Page 43
Service Program Summaries – Operating & Capital .......................................................... Page 50
o Corporate Summary .............................................................................................. Page 51
o Culture................................................................................................................... Page 53
o Economic Prosperity .............................................................................................. Page 65
o Environmental Services ......................................................................................... Page 74
o Parks, Recreation and Neighbourhood Services ................................................... Page 85
o Planning & Development Services ......................................................................... Page 94
o Protective Services ................................................................................................ Page 102
o Social and Health Services .................................................................................... Page 113
o Transportation Services ......................................................................................... Page 126
o Corporate, Operational and Council Services ........................................................ Page 137
o Financial Management .......................................................................................... Page 146
TABLE OF CONTENTS (continued)
Reserve and Reserve Fund Overview ............................................................................... Page 150
Debt Overview .................................................................................................................. Page 158
Appendices
Appendix A - Capital Budget Detail ................................................................................... Page 166
Appendix B - Reserves/Reserve Funds ............................................................................ Page 201
Appendix C - Reconciliation of Tabled Budget to Public Sector Accounting Board
Financial Statement Budget .............................................................................................. Page 215
MESSAGE FROM THE CITY TREASURER
Photo: City Treasurer, Anna Lisa Barbon
His Worship Mayor Ed Holder, Members of London City Council, Residents of the City of London:
I am pleased to present the 2020-2023 Multi-Year Budget for City Council’s approval. We have always
endeavoured to take a long-term view with respect to financial matters when considering a budget. This has led
to many fiscally responsible decisions over the years that has allowed London to maintain a strong financial
position and retain its Aaa credit rating with stable outlook from Moody’s for 43 consecutive years. I would
recommend that Council consider a number of factors when reviewing and approving this multi-year budget:
Consider the average impact over the four years, not just the effect of one year
Ensure the budget is leading toward the accomplishment of Council’s strategic plan, but recognize that
balance in pacing of implementation is vital
Maintain the effective financial principles that have been employed by the City:
o Manage debt through an average debt cap
o Continue to move to pay-as-you-go financing for lifecycle renewal projects (keeping existing
assets in good working order)
o Use one-time money for one-time costs or revenue phase-in
o Ensure you have healthy reserve fund balances to mitigate or provide:
sufficient cash and liquidity to pay the bills;
weather economic storms;
cover emergencies/liabilities;
establish effective asset replacement practices; and
have a source to invest in economic stimulus initiatives
o Contain costs through innovation and effective procurement programs
o Alternate sources of revenue should be considered to cover only those expenses that are linked
to them; if the revenue disappears, so does the expense
o Avoid taking on more/new services without reviewing business cases and considering impacts to
future multi-year budget periods and evaluating long term exit strategies
o Ensure that the municipality has a strong voice that is heard with respect to legislative changes
and funding needs with other orders of government
Page 1
The City’s second multi-year budget comes with its own unique opportunities and challenges. With a new 2019-
2023 Strategic Plan, the multi-year budget both provides opportunities for maintaining existing services and
making additional investments while aiming to balance the impact on the tax levy by also considering
opportunities for reductions. These opportunities and challenges exist within the context of a recent change in
Provincial government and their priorities and fiscal challenges, which have become evident through the 2019-
2020 Provincial budget and other regulatory changes with multiple impacts to our municipality.
In order to help navigate the 2020-2023 Multi-Year-Budget, the budget has been and will be presented with a
number of decision points.
Firstly, the starting point will be the base budget; the budget and related tax levy increase resulting from existing
programs and services, including purchased services such as Land Ambulance. Civic Administration has taken
this opportunity to update and right size the budget across the Corporation and related agencies, boards and
commissions. A number of significant adjustments to the budget have been reflected in the base budget to help
relieve pressures on the tax levy. As such, the average annual tax levy increase for the base budget excluding
Land Ambulance and Provincial impacts is presented as 2.3%. Including Land Ambulance the average annual
tax levy increase is 2.7%.
One of the City’s guiding principles has traditionally been that Council should avoid taking on services/programs
where there is pressure to “fill in” for services/programs that have been reduced or discontinued by other levels
of government. In light of recent changes at the provincial level, the 2020-2023 Multi-Year Budget’s second
component is a reflection of provincial impacts. Certain provincial impacts relate to changes in cost-sharing
between the Province and municipalities, and the City has little choice but to adjust for these. The impact to the
average four year levy for these items is approximately 0.1%. In some cases, Council has the opportunity to
consider whether to fund a gap created by a provincial decision, although not doing so could have adverse
impacts on levels of service provided to the community. Provincial impacts where this discretion exists have
been presented for Council’s consideration with a potential impact of 0.4% to the four year average tax levy.
In an effort to maintain affordability for residents, Civic Administration is continuing its work in developing
business cases that will reduce the four year average tax levy. These reductions will need to be evaluated
carefully by Council as some of these cases will mean a reduction or elimination of services or programs. These
cases are near completion and will be presented to Council and the Public before budget deliberations and public
engagement activities begin in January.
The final key component of the budget are the additional investment business cases to provide more resources
to implement specific components of the 2019-2023 Strategic Plan. In evaluating the additional investment
cases, Civic Administration has presented the cases we have prioritized representing an average four year tax
levy impact of 0.6%. The remaining business cases for Council’s consideration would add another 0.7% impact
over the 2020-2023 period. With all these cases, Council has some options with respect to this list:
Decide which cases to approve and not approve;
Defer implementation of projects or service enhancements;
Spread implementation over a longer period of time, i.e. adjust the pace;
Look for alternative sources of funding (could use the concept of matching dollars)
As we now move into our second multi-year budget, I would like to remind all users to take care in reviewing the
documents and recognizing some figures will represent specific years within the 2020-2023 period while others
will represent a four year total or average. As in the previous cycle, we will be providing annual updates to the
multi-year budget, in order to deal with emergent issues.
Page 2
I would like to thank staff throughout the Corporation, Agencies, Boards and Commissions for their assistance in the preparation of this budget. The Financial Planning & Policy office would like to acknowledge the efforts of staff in all of the individual City of London Service Areas, including Financial Business Support, Development Finance, Financial Services and Corporate Communications for all the tremendous time, effort and assistance put forth to develop the 2020-2023 Multi-Year Budget. We are also thankful to City Council for their continued support.
Respectfully,
Anna Lisa Barbon, CPA, CGA
Managing Director, Corporate Services and City Treasurer, Chief Financial Officer
Page 3
BUDGET IN BRIEF
POTENTIAL 2020-2023 AVERAGE ANNUAL TAX LEVY
INCREASE
*To be determined.
Decision Points Recommended For Council’s Consideration
Potential 2020-2023 Average Levy Increase
1A: Base Budget excluding Land Ambulance & Provincial Impacts
2.3% - 2.3%
1B: Land Ambulance 0.4% - 0.4% 2: Provincial Impacts 0.1% 0.4% 0.5% Subtotal: Net Base Budget (Maintain Existing Service Levels)
2.8% 0.4% 3.2%
Decision Points Administratively Prioritized
For Council’s Consideration
Potential 2020-2023 Average Levy Increase
3: Potential Net Levy Reductions*
- - -
4: Additional Investments 0.6% 0.7% 1.3%
Decision Points
Recommended/Administratively
Prioritized
For Council’s Consideration
Potential 2020-2023 Average Levy Increase
Total Tax Levy Increase 3.4% 1.1% 4.5%
Page 4
2020-2023 OPERATING BUDGET HIGHLIGHTS
Throughout this document, 2020-2023 Multi-Year Operating net base budget or base budget will be presented
with the components to maintain existing service levels. These include the Base Budget, Land Ambulance and
Provincial Impacts. For 2020-2023, the Multi-Year Operating net base budget will be presented as follows:
The potential cost of municipal services for an average taxpayer with an average assessed residential property
value of $241,000 represents an average annual increase of $94 for the base budget. The total potential average
annual increase of 3.2% reflects a total increase over four years of $376.
The table below represents what the average annual increase to the taxpayer would be for average assessed
residential property values of $100,000 and $500,000 rather than the $241,000 average assessed valued used
in the table above.
Tax rates are applied to the current value assessment of each property as determined by the Municipal
Property Assessment Corporation (MPAC), which is an independent body formed by the Provincial
government and funded by municipalities. On an individual level, most taxpayers who own residential
properties will experience a tax change either above or below the average municipal property tax increase.
2020-2023 OPERATING BASE BUDGET OVERVIEW ($000's)
Operating Base Budget2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020-2023
Average %
Inc/(Dec)
Expenditure Budget 973,160 989,600 1,014,687 1,035,167 1,054,032
Net Budget (Tax Levy) 606,536 628,607 651,277 667,999 686,706
Tax Levy % Increase 3.6% 3.6% 2.6% 2.8% 3.2%
IMPACT TO RATE PAYERS
AVERAGE ASSESSED RESIDENTAL
PROPERTY VALUE100,000 500,000
2020-2023 Average Increase 3.2% 3.2%
Additional Cost for Net Base Budget 39 195
Total Potential Cost of Municipal
Services 1,281 6,403
Subject to rounding.
2020-2023 AVERAGE
IMPACT TO RATE PAYERS 2019 2020 2021 2022 20232020-2023
AVERAGE
AVERAGE ASSESSED RESIDENTAL
PROPERTY VALUE: 241,000
Total Potential Increase 3.6% 3.6% 2.6% 2.8% 3.2%
Additional Cost for Net Base Budget 103 107 78 88 94
Total Potential Cost of Municipal
Services 2,842 2,945 3,052 3,130 3,218 3,086
Subject to rounding.
Page 5
Total revenues in the 2020-2023 Multi-Year Budget total $4.1 billion. As shown in the chart below, the largest
source of revenue is property taxes which accounts for 64% of total revenues.
The allocation of 2020-2023 Multi-Year Budget operating expenditures by service program is show in
the chart below.
Page 6
2020-2023 CAPITAL BUDGET HIGHLIGHTS
$380
(33%)
Service Improvement projects provide a new or improved level of
service or address an emerging need (e.g. purchasing property for industrial land). These projects are optional, but the case may be
compelling.
Growth projects extend services into newly developed areas of the
City (e.g. a road widening to handle additional traffic from new subdivisions). Growth projects are not always immediately imperative,
but in the long run the City has a responsibility to provide adequate services to newly developed areas.
Total
$122
(11%)
$651
(56%)
Lifecycle Renewal projects maintain infrastructure that is in place
today (e.g. road resurfacing and replacing equipment). This is a high priority component of the capital budget. The goal is to keep systems
and facilities in good repair; regular planned maintenance is more affordable than reactive emergency repairs.
$1,153
2020-2023 Multi-Year
Budget
$978
(40%)
$199
(8%)
$1,293
(52%)
$2,471
2020-2029 Capital
Plan
Capital Budget
($ millions)
Page 7
Page 8
Page 9
BUDGET RECOMMENDATIONS a) That the 2020-2023 Multi-Year Budget tabling presentation BE RECEIVED for information.
Culture, amounts rounded to the nearest $1,000
b) That the net 2020-2023 Multi-Year Operating Budget for the following services within Culture BE ADOPTED:
i. Page 60 - Centennial Hall - $764,000 ii. Page 60 - Arts, Culture and Heritage Advisory and Funding - $9,869,000 iii. Page 60 - Museum London excluding provincial impacts - $7,499,000 iv. Page 60 - Museum London provincial impacts for consideration - $54,000 v. Page 60 - Eldon House - $1,206,000 vi. Page 60 - Heritage - $844,000 vii. Page 60 - London Public Library - $87,341,000
c) That the 2020-2023 Multi-Year Capital Budget for Culture BE ADOPTED:
i. Page 62 – Lifecycle Renewal Capital Budget - $7,984,000 ii. Page 62 – Growth Capital Budget - $6,186,000 iii. Page 62 – Service Improvement Capital Budget - $0
d) That the 2024-2029 Multi-Year Capital Forecast for Culture BE ADOPTED in principle:
i. Page 62 – Lifecycle Renewal Capital Forecast - $15,331,000 ii. Page 62 – Growth Capital Forecast - $0 iii. Page 62 – Service Improvement Capital Forecast - $0
Economic Prosperity, amounts rounded to the nearest $1,000
e) That the net 2020-2023 Multi-Year Operating Budget for the following services within Economic Prosperity BE ADOPTED:
i. Page 71 - Economic Development - $29,792,000 ii. Page 71 - Community Improvement/Business Improvement Areas - $981,000 iii. Page 71 - RBC Place London - $2,651,000 iv. Page 71 - Tourism & Sports Attraction - $8,254,000 v. Page 71 - Covent Garden Market - $0
f) That the 2020-2023 Multi-Year Capital Budget for Economic Prosperity BE ADOPTED:
i. Page 72 – Lifecycle Renewal Capital Budget - $3,565,000 ii. Page 72 – Growth Capital Budget - $5,150,000 iii. Page 72 – Service Improvement Capital Budget - $23,467,000
g) That the 2024-2029 Multi-Year Capital Forecast for Economic Prosperity BE ADOPTED in principle:
i. Page 72 – Lifecycle Renewal Capital Forecast - $5,092,000 ii. Page 72 – Growth Capital Forecast - $0 iii. Page 72 – Service Improvement Capital Forecast - $32,995,000
Page 10
Environmental Services, amounts rounded to the nearest $1,000
h) That the net 2020-2023 Multi-Year Operating Budget for the following services within Environmental Services BE ADOPTED:
i. Page 81 – Kettle Creek Conservation Authority excluding provincial impacts - $2,199,000 ii. Page 81 – Kettle Creek Conservation Authority provincial impacts for consideration - $133,000 iii. Page 81 – Lower Thames Valley Conservation Authority excluding provincial impacts- $680,000 iv. Page 81 – Lower Thames Valley Conservation Authority provincial impacts for consideration -
$19,000 v. Page 81 – Upper Thames River Conservation Authority excluding provincial impacts -
$16,171,000 vi. Page 81 – Upper Thames River Conservation Authority provincial impacts for consideration -
$451,000 vii. Page 80 – Environmental Action Programs and Reporting - $3,330,000 viii. Page 80 – Garbage Recycling and Composting - $82,011,000
i) That the 2020-2023 Multi-Year Capital Budget for Environmental Services BE ADOPTED:
i. Page 82 – Lifecycle Renewal Capital Budget - $8,790,000 ii. Page 82 – Growth Capital Budget - $0 iii. Page 82 – Service Improvement Capital Budget - $51,500,000
j) That the 2024-2029 Multi-Year Capital Forecast for Environmental Services BE ADOPTED in principle:
i. Page 82 – Lifecycle Renewal Capital Forecast - $9,315,000 ii. Page 82 – Growth Capital Forecast - $20,000,000 iii. Page 82 – Service Improvement Capital Forecast - $8,000,000
Parks, Recreation and Neighbourhood Services, amounts rounded to the nearest $1,000
k) That the net 2020-2023 Multi-Year Operating Budget for the following services within Parks, Recreation and Neighbourhood Services BE ADOPTED:
i. Page 90 – Neighbourhood and Recreation Services excluding provincial impacts - $95,041,000 ii. Page 90 – Neighbourhood and Recreation Services recommended provincial impacts -
$1,206,000 iii. Page 90 – Neighbourhood and Recreation Services provincial impacts for consideration -
$5,190,000 iv. Page 90 – Parks and Urban Forestry - $54,488,000
l) That the 2020-2023 Multi-Year Capital Budget for Parks, Recreation and Neighbourhood Services BE ADOPTED:
i. Page 91 – Lifecycle Renewal Capital Budget - $39,673,000 ii. Page 91 – Growth Capital Budget - $77,738,000 iii. Page 91 – Service Improvement Capital Budget - $11,026,000
m) That the 2024-2029 Multi-Year Capital Forecast for Parks, Recreation and Neighbourhood Services BE ADOPTED in principle:
i. Page 91 – Lifecycle Renewal Capital Forecast - $63,504,000 ii. Page 91 – Growth Capital Forecast - $36,766,000 iii. Page 91 – Service Improvement Capital Forecast - $13,200,000
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Planning and Development Services, amounts rounded to the nearest $1,000
n) That the net 2020-2023 Multi-Year Operating Budget for the following services within Planning and Development Services BE ADOPTED:
i. Page 99 – Building Approvals - $(1,821,000) ii. Page 99 – Planning Services - $18,311,000 iii. Page 99 – Development Services - $20,277,000
o) That the 2020-2023 Multi-Year Capital Budget for Planning and Development Services BE ADOPTED:
i. Page 100 – Lifecycle Renewal Capital Budget - $880,000 ii. Page 100 – Growth Capital Budget - $8,344,000 iii. Page 100 – Service Improvement Capital Budget - $552,000
p) That the 2024-2029 Multi-Year Capital Forecast for Planning and Development Services BE ADOPTED in principle:
i. Page 100 – Lifecycle Renewal Capital Forecast - $1,320,000 ii. Page 100 – Growth Capital Forecast - $1,918,000 iii. Page 100 – Service Improvement Capital Forecast - $600,000
Protective Services, amounts rounded to the nearest $1,000
q) That the net 2020-2023 Multi-Year Operating Budget for the following services within Protective Services BE ADOPTED:
i. Page 108 – Animal Services - $7,819,000 ii. Page 108 – By-Law Enforcement and Property Standards - $6,974,000 iii. Page 108 – Corporate Security and Emergency Management - $10,997,000 iv. Page 108 – Fire Services - $269,934,000 v. Page 108 – London Police Services excluding provincial impacts - $474,150,000 vi. Page 108 – London Police Services provincial impacts for consideration - $2,554,000
r) That the 2020-2023 Multi-Year Capital Budget for Protective Services BE ADOPTED:
i. Page 110 – Lifecycle Renewal Capital Budget - $37,173,000 ii. Page 110 – Growth Capital Budget - $46,389,000 iii. Page 110 – Service Improvement Capital Budget - $8,411,000
s) That the 2024-2029 Multi-Year Capital Forecast for Protective Services BE ADOPTED in principle:
i. Page 110 – Lifecycle Renewal Capital Forecast - $63,848,000 ii. Page 110 – Growth Capital Forecast - $40,258,000 iii. Page 110 – Service Improvement Capital Forecast - $6,696,000
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Social and Health Services, amounts rounded to the nearest $1,000
t) That the net 2020-2023 Multi-Year Operating Budget for the following services within Social and Health Services BE ADOPTED:
i. Page 121 – Housing Services - $47,721,000 ii. Page 121 – Housing Development Corporation - $9,689,000 iii. Page 121 – London and Middlesex Community Housing - $47,923,000 iv. Page 121 – Long Term Care - $21,494,000 v. Page 121 – Land Ambulance - $101,860,000 vi. Page 122 – Middlesex-London Health Unit excluding provincial impacts - $24,380,000 vii. Page 122 – Middlesex- London Health Unit recommended provincial impacts - $2,438,000 viii. Page 122 – Social and Community Support Services excluding provincial impacts - $65,672,000 ix. Page 122 – Social and Community Support Services provincial impacts for consideration -
$6,249,000
u) That the 2020-2023 Multi-Year Capital Budget for Social and Health Services BE ADOPTED:
i. Page 123 – Lifecycle Renewal Capital Budget - $11,217,000 ii. Page 123 – Growth Capital Budget - $0 iii. Page 123 – Service Improvement Capital Budget - $3,750,000
v) That the 2024-2029 Multi-Year Capital Forecast for Social and Health Services BE ADOPTED in principle:
i. Page 123 – Lifecycle Renewal Capital Forecast - $17,636,000 ii. Page 123 – Growth Capital Forecast - $0 iii. Page 123 – Service Improvement Capital Forecast - $5,000,000
Transportation Services, amounts rounded to the nearest $1,000
w) That the net 2020-2023 Multi-Year Operating Budget for the following services within Transportation Services BE ADOPTED:
i. Page 131 – Parking - $(15,051,000) ii. Page 131 – London Transit Commission excluding provincial impacts - $136,505,000 iii. Page 131 – London Transit Commission provincial impacts for consideration - $21,926,000 iv. Page 131 – Roadways - $183,961,000 v. Page 131 – Rapid Transit - $0
x) That the 2020-2023 Multi-Year Capital Budget for Transportation Services BE ADOPTED:
i. Page 133 – Lifecycle Renewal Capital Budget - $219,206,000 ii. Page 133 – Growth Capital Budget - $506,826,000 iii. Page 133 – Service Improvement Capital Budget - $18,295,000
y) That the 2024-2029 Multi-Year Capital Forecast for Transportation Services BE ADOPTED in principle:
i. Page 133 – Lifecycle Renewal Capital Forecast - $342,678,000 ii. Page 133 – Growth Capital Forecast - $543,499,000 iii. Page 133 – Service Improvement Capital Forecast - $7,800,000
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Corporate, Operational and Council Services, amounts rounded to the nearest $1,000
z) That the net 2020-2023 Multi-Year Operating Budget for the following services within Corporate,Operational and Council Services BE ADOPTED:
i. Page 142 – Corporate Services - $238,396,000ii. Page 142 – Corporate Planning and Administration - $8,623,000iii. Page 142 – Council Services - $15,812,000iv. Page 142 – Public Support Services - $9,860,000
aa) That the 2020-2023 Multi-Year Capital Budget for Corporate, Operational and Council Services BE ADOPTED:
i. Page 143 – Lifecycle Renewal Capital Budget - $51,726,000ii. Page 143 – Growth Capital Budget - $0iii. Page 143 – Service Improvement Capital Budget - $5,135,000
bb) That the 2024-2029 Multi-Year Capital Forecast for Corporate, Operational and Council Services BE ADOPTED in principle:
i. Page 143 – Lifecycle Renewal Capital Forecast - $79,180,000ii. Page 143 – Growth Capital Forecast - $0iii. Page 143 – Service Improvement Capital Forecast - $3,000,000
Financial Management, amounts rounded to the nearest $1,000
cc) That the net 2020-2023 Multi-Year Operating Budget for the following within Financial Management BE ADOPTED:
i. Page 149 – Capital Levy - $199,716,000ii. Page 149 – Debt Servicing - $139,244,000iii. Page 149 – Contributions to Capital Reserve Funds - $110,033,000iv. Page 149 – Contingencies - $72,534,000v. Page 149 – Other Corporate Revenue and Expenditures - $(59,806,000)vi. Page 149 – Finance - $26,041,000
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Business Cases for Reductions, amounts rounded to the nearest $1,000
dd) That the following 2020-2023 Multi-Year Budget business cases for potential net levy reductions BECONSIDERED:
i. To be determined
Business Cases for Additional Investments, amounts rounded to the nearest $1,000
ee) That the following 2020-2023 Multi-Year Budget business cases for additional investment that Civic Administration has prioritized BE APPROVED:
i. Business Case 1 – 60% Waste Diversion Action Plan – 2020-2023 Total: Investment$17,600,000; Net Levy $17,600,000
ii. Business Case 2 – Affordable Housing Community Improvement Plan – 2020-2023 Total:Investment $4,772,000; Net Levy $772,000
iii. Business Case 3A – Back to the River – Forks with Outlook – 2020-2023 Total: Investment$12,403,000; Net Levy $0
iv. Business Case 3B – Back to the River – One River Environmental Assessment ManagementImplementation – 2020-2023 Total: Investment $1,250,000; Net Levy $0
v. Business Case 3C – Back to the River – SoHo Environmental Assessment – 2020-2023 Total:Investment $500,000; Net Levy $0
vi. Business Case 4A – City of London Infrastructure Gap – 2020-2023 Total: Investment$3,000,000; Net Levy $3,000,000
vii. Business Case 5A – Climate Emergency Declaration – Develop Action Plan – 2020-2023 Total:Investment $50,000; Net Levy $0
viii. Business Case 6 – Coordinated Informed Response – 2020-2023 Total: Investment $6,703,000;Net Levy $6,703,000
ix. Business Case 7A – Core Area Action Plan – 2020-2023 Total: Investment $16,385,000; Net Levy$9,320,000
x. Business Case 8 – Dearness Home Auditorium Expansion - 2020-2023 Total: Investment$2,456,000; Net Levy $518,000
xi. Business Case 9 – Fanshawe College Innovation Village – 2020-2023 Total: Investment$3,000,000; Net Levy $0
xii. Business Case 10A – HDC Funding for Affordable Housing - 2020-2023 Total: Investment$850,000; Net Levy $850,000
xiii. Business Case 11A – Information Systems – Development Application Tracking Software – 2020-2023 Total: Investment $3,900,000; Net Levy $0
xiv. Business Case 11B – Information Systems – Human Capital Management System – 2020-2023Total: Investment $1,230,000; Net Levy $732,000
xv. Business Case 12 – LMCH Infrastructure Gap – 2020-2023 Total: Investment $15,518,000; NetLevy $5,000,000
xvi. Business Case 13 – Master Accommodation Plan – 2020-2023 Total: Investment $13,000,000;Net Levy $0
xvii. Business Case 14 – Operations Master Plan 2020 – 2020-2023 Total: Investment $5,118,000;Net Levy $0
xviii. Business Case 15 – Subsidized Transit Program – 2020-2023 Total: Investment $3,608,000; NetLevy $964,000
xix. Business Case 16 – T-Block Replacement/New Storage Building – 2020-2023 Total: Investment$901,000; Net Levy $0
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ff) That the following 2020-2023 Multi-Year Budget business cases for additional investment for Council’s consideration BE CONSIDERED:
i. Business Case 4B – City of London Infrastructure Gap – 2020-2023 Total: Investment$17,563,000; Net Levy $17,563,000
ii. Business Case 5B – Climate Emergency Declaration – Implementation – 2020-2023 Total:Investment $1,295,000; Net Levy $1,044,000
iii. Business Case 7B – Core Area Action Plan – 2020-2023 Total: Investment $9,775,000; Net Levy$9,625,000
iv. Business Case 10B – HDC Funding for Affordable Housing – 2020-2023 Total: Investment$2,800,000; Net Levy $2,800,000
v. Business Case 17A – Community Improvement Plan – Community Building Projects – 2020-2023Total: Investment $160,000; Net Levy $160,000
vi. Business Case 17B – Community Improvement Plan – Land Acquisition – 2020-2023 Total:Investment $400,000; Net Levy $400,000
vii. Business Case 18 – LMCH Co-Investment with CMHC – 2020-2023 Total: Investment$20,229,000; Net Levy $7,777,000
viii. Business Case 19 – LMCH Operating Staffing & Security – 2020-2023 Total: Investment$6,941,000; Net Levy $5,675,000
ix. Business Case 20 – London Public Library - Collections – 2020-2023 Total: Investment $600,000;Net Levy $600,000
x. Business Case 21 – Regeneration of Public Housing – 2020-2023 Total: Investment $5,250,000;Net Levy $5,250,000
xi. Business Case 22 – Smart City Strategy – 2020-2023 Total: Investment $466,000; Net Levy$466,000
xii. Business Case 23 – Street Light Local Improvement – 2020-2023 Total: Investment $832,000;Net Levy $512,000
xiii. Business Case 24 – WIFI in Recreation Centres for the Public – 2020-2023 Total: Investment$155,000; Net Levy $0
xiv. Business Case 25 – Winter Maintenance Program Support – 2020-2023 Total: Investment$4,220,000; Net Levy $4,220,000
Other Recommendations
gg) That the following 2020-2023 Multi-Year Budget overviews BE RECEIVED for information:
i. Reserve and Reserve Funds Overview (Page 150)ii. Debt Overview (Page 158)
hh) That the reconciliation of the tabled budget to the Public Sector Accounting Board financial statement budget BE RECEIVED for information (Page 215)
ii) That the following actions be taken with respect to the 2020-2023 Multi-Year Budget:
iii. The 2020-2023 corporate tax levy BE ADOPTED in the amount of $TBD, which represents anapproximate average annual increase of TBD% from rates; and 2020-2023 gross expendituresequal to $TBD
iv. The 2020 corporate tax levy BE ADOPTED in the amount of $TBD after recognizing $TBD ofincreased taxation from assessment growth; and 2020 gross expenditures equal to $TBD
v. That Civic Administration BE DIRECTED to bring forward any necessary by-laws regarding theoperating and capital budgets for introduction at Municipal Council
vi. That the Managing Director, Corporate Services and City Treasurer, Chief Financial Officer andthe City Clerk BE INSTRUCTED to prepare the 2020-2023 Tax Levy By-law for introduction andenactment by the Municipal Council at the appropriate time.
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INTRODUCTION TO THE TAX SUPPORTED 2020-2023 MULTI-YEAR BUDGET
MULTI-YEAR BUDGET BACKGROUND AND PROCESS
In May 2015, London City Council approved the implementation of a multi-year budget process. This resulted
in the City of London producing its first multi-year budget covering the 2016-2019 period. In May 2019,
development of the second multi-year budget started, covering a four year period, 2020-2023, that is linked to
Municipal Council’s 2019-2023 Strategic Plan.
This budget document is a financial roadmap to identify the resources required to achieve Council’s priorities
over the four-year term. In addition, the budget document will assist in drawing a connection between the 90-
plus services delivered by the City of London and the costs of new municipal investment while balancing the
City’s financial resources in a fiscally prudent manner.
ADVANTAGES OF A MULTI-YEAR BUDGET
The benefits of multi-year budgeting include:
Alignment of longer-term goals and objectives with longer-term funding plans;
Greater certainty is provided to tax payers/residents about the future direction of taxes and the timing of implementation of the Strategic Plan;
Improved accountability and transparency over spending plan changes (amendments to the Multi-Year Budget);
Flexible allocation of resources over time to accomplish goals/objectives;
More efficient use of time and resources as the organization is not in ‘perpetual budget mode’; and
Long-term financial planning supports maintenance of the City’s Aaa (stable) credit rating.
LINK TO THE 2019-2023 STRATEGIC PLAN
On April 23, 2019, Council approved the 2019-2023 Strategic Plan for the City of London. The Strategic Plan is
a foundational document approved by Council that sets the vision and focus for the next four years and beyond.
It identifies Council’s Vision, Mission, Values, and the Strategic Areas of Focus which include the following:
The development of Council’s Strategic Plan included extensive public engagement. The feedback was used to
create the Strategic Plan that contains the 159 strategies that will, when implemented, achieve the long-term
vision for the City of London.
STRENGTHENINGour Community
BUILDING a Sustainable City
GROWING our Economy
CREATING a Safe London for Women
and Girls
LEADING in Public Service
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Linking the Strategic Plan to the budget provides accountability between what is achieved and the cost to the
tax payer.
ANNUAL UPDATE PROCESS
Can Changes Be Made After the Multi-Year Budget Is Approved?
Yes, changes can be made to the budget after the 2020-2023 Multi-Year Budget is approved. An important
element of the multi-year budget is the annual update process. Commencing in 2021 and in each subsequent
year of the multi-year budget, Council is required by the Municipal Act, 2001 to review and readopt the budget
for that year. Any changes that are required to make the budget compliant with the provisions of the Municipal
Act, 2001, will be completed at this time. Annual updates will also provide Council the opportunity to adjust the
budget to provide flexibility for events or circumstances that require funding and resource adjustments.
As with the annual updates as part of the previous Multi-Year Budget, budget amendments will be categorized
as follows:
Budget amendments are required when the budget request is material in nature and cannot be absorbed within
the service area budget or the corporate budget.
Proposed changes to future years’ operating budgets are only brought forward and approved once per year.
Adjustments are limited to once per year, during the annual update period, to ensure that all requests are
considered together.
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THE BUDGET PROCESS
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COMMUNITY ENGAGEMENT
Budget decisions impact the daily lives of all citizens, making it essential that they are informed, consulted and
involved throughout the process – accordingly, this has been the focus of the 2020-2023 Multi-Year Budget
public engagement activities. It is important to note that these engagement activities complement the various
engagement initiatives that the City already undertakes. The Multi-Year Budget is driven by other processes,
notably the 2019-2023 Strategic Plan, which utilized various other public engagement tools and approaches
covering the public participation spectrum.
Civic Administration has put substantial efforts and resources into community engagement to improve its
engagement activities, with the aim of increasing the level of participation. Some of the elements used in Civic
Administration’s public engagement plan include:
Ensure multiple channels are utilized to communicate engagement opportunities;
Highlight the various forms of feedback submission available to the community;
Highlight how participation and feedback is being incorporated into the decision making process; and
Consideration of the times and location of events to increase accessibility.
The aim of the public engagement activities undertaken during development of the 2020-2023 Multi-Year Budget
was to gather feedback from the public on what their top priorities are in terms of services provided by the City
of London. Some of the consultation vehicles used for this included: setting up pop up events at locations
throughout the City, attending councillor ward meetings, an online survey and enhanced use of social media.
Subsequent to the tabling of the budget, there will be extensive public engagement efforts put in place to obtain
the public’s feedback on additional investments and potential opportunities for reductions being brought forward
that may impact the average annual tax levy increase.
BUSINESS PLANNING & BUDGETING
After Council approves its Strategic Plan and the Multi-Year Budget, Civic Administration will finalize corporate business plans that clearly outline the current state and future direction of each service. The business plans will identify the strategies and priorities that are driving the strategic direction of the service. All strategies and priorities must be aligned with Council’s Strategic Plan and the funding approved through the Multi-Year Budget. Throughout the Multi-Year Budget process, business plans will be modified for material changes that result from any amendments approved through the annual budget update process.
During the 2020-2023 Multi-Year Budget process, decisions about resources and pacing of implementation of strategies will need to be made by Council that support the Strategic Plan. Establishing priorities for additional investments will be a key step in developing the Multi-Year Budget.
SERVICE REVIEWS
Service Reviews are specifically identified as a strategic priority in Council’s 2019-2023 Strategic Plan under the Strategic Area of Focus “Leading in Public Service.” Civic Administration continues to undertake a Service Review program under Council’s direction with the aim of increasing efficiency and effectiveness of service delivery; it is an evaluation process in which a specific municipal service is systematically reviewed to drive a more efficient use of resources and to determine the most appropriate way to provide it. Since 2015, the City’s service review program has identified more than $4 million of incremental permanent savings which have been removed from the budget, as well as additional capacity to address other priorities. The City’s service review program is aimed at constantly searching for efficiencies in service delivery that could be used over time to either reduce the pressure on tax increases or expand the scope/accelerate delivery of the initiatives supporting the Strategic Plan. The figure below illustrates the various tools utilized by the current service review program and an accompanying description for each of the service review tools:
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Zero-Based Budgeting - Refers to the methodology of building a budget “from the ground up” to achieve the level of service planned.
Organizational Reviews - Help ensure service area organizational structures are designed to be able to deliver on Council’s Strategic Plan, leverage best practices, enhance collaboration and eliminate duplication within and across service areas with the goal to create effective and efficient organizational structures that provide optimum service delivery and flexibility for future growth and increased work demands.
“Deep Dive” Service Reviews – Provide an in-depth examination of service delivery and opportunities for associated cost savings. Reviews are prioritized based on a review of baseline information and community perspectives.
Asset Reviews - Administration undertakes a regular, comprehensive review of major City-owned assets to
assess the future of the assets and whether any candidates for disposal and sale emerge for Council
consideration.
Internal Audit - An independent, objective assurance and consulting activity designed to add value and
improve an organization's operations. It helps an organization accomplish its objectives by bringing a
systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and
governance processes.1
Program Reviews - Refers to the detailed analysis of existing programs (e.g., grants, loans, revenue streams) provided and/or delivered by the Corporation.
1 As defined by the Institute of Internal Auditors.
Service Review Tools
Zero-Based
Budgeting
Organizat-ional
Reviews
"Deep Dive"
Service Reviews
Asset Reviews
Internal Audit
Program Reviews
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FINANCIAL POLICIES AND PRINCIPLES
Financial planning and the adherence to strong financial principles and policies are critical to the success of any organization. Benefits of financial policies to an organization include, but are not limited to the following:
o Financial policies serve as the basis for financial control to ensure that the resources are spent and funded in a financially prudent manner that aligns with short and long term needs.
o Ensures that financial decision making is applied in a responsible and consistent manner. o Minimizes the cost of financing by ensuring the various funding sources are used in the most effective
manner while balancing the financial constraints and objectives of the organization.
The City of London has a number of key financial policies that have been approved by Council. These policies form the cornerstone for financial decision making at the municipality. Key principles and objectives from these policies, and other effective financial principles that have been employed in current and previous budget cycles, are listed below.
Policy Key Principles & Objectives
Multi-Year Budget Policy: To define the approach used for multi-year budgets.
A Multi-Year Budget is developed covering a four-year time period beginning in the second year of a new Council term.
Implementation of a Multi-Year Budget provides for alignment of longer-term goals and objectives with longer-term funding plans and provides greater certainty to tax payers.
Debt Management Policy: To establish objectives and strategies for managing debt.
The City shall strive to maintain a strong credit rating to assist in securing a favourable cost of borrowing.
The City shall limit debt financing as a source of funding in the capital plan through an internal debt cap. The current debt cap for property-tax supported debt is an average of up to $36 million per year over 10 years subject to further review as part of the Strategic Financial Plan update.
Debt financing shall be avoided as a source of funding for lifecycle renewal projects.
Assessment Growth Policy: To establish a priority framework for the allocation of assessment growth.
Growth pays for growth. For forecast purposes, assessment growth revenue will be assumed to be fully allocated to growth costs.
If assessment growth funding exceeds accumulated growth costs, the balance will be applied as follows:
o 50% to reduce authorized debt; o 50% to Capital Infrastructure Gap Reserve Fund.
Surplus/Deficit Policy: To establish a priority framework for the allocation of surpluses and funding for deficits.
All surpluses and deficits should be treated as one-time in nature. Surplus represents one-time savings and should only be considered a funding source for one-time expenditures.
A Property Tax Budget surplus shall be allocated as follows: o 50% to reduce authorized debt; o 25% to the Community Investment Reserve Fund; and o 25% to the Capital Infrastructure Gap Reserve Fund.
In the event of a Property Tax Budget deficit: o The City Treasurer shall drawdown from the Operating Budget
Contingency Reserve to balance year-end operations.
Reserve/Reserve Fund Policy: A policy governing the management and administration of reserves and reserve funds.
Provides details on guiding principles, primary objectives, key management and administrative responsibilities, and standards of care for reserves and reserve funds managed by the City.
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The City’s strong financial policies were a contributing factor to the municipality earning the Aaa credit rating for the 43rd consecutive year in 2019 and reaffirming that the City’s debt has the highest rating possible. Moody’s Investor Service states:
“...the City of London displays strong governance and management practices, such as the application of Multi-Year Budgets, which helps to promote stable operations. London's recent history of posting positive operating results, application of strict controls on debt issuance, and conservative debt and investment policies which limit their exposure to market related risks and help ensure relatively smooth debt servicing costs all act as evidence of the city's strong management and governance.”
Policy Key Principles & Objectives
Capital Budget & Financing Policy: To establish a framework for capital budgeting and financing.
Provides details on financing strategies to ensure capital budgets are monitoredwith a consistent approach and financed in a manner that places a priority onmaintaining long-term financial sustainability.
Other Key Financial Principles for Consideration
Other effective financial principles that have been employed in current and previous budget cycles for more than 15 years include:
View tax levy requirements on a long term basis (four year average) ratherthan focusing solely on a short-term annual basis.
Council should avoid taking on services/programs where there is pressure to“fill in” for services/programs that have been reduced or discontinued byother levels of government.
Use one-time money for one-time costs.
Alternate sources of revenue should be considered to cover only thoseexpenses that are linked to them. If the revenue disappears, so does theexpense.
When approving new initiatives, consider the total cost of the project, cashflow, operating costs after the initial completion of capital requirements, andthe benefits to the community.
Avoid taking on more/new services without reviewing business cases andconsidering long term exit strategies.
The City of London should determine its own capital priorities. Newinfrastructure programs introduced by the federal and/or provincialgovernments should be assessed relative to the capital needs and prioritiesof the City and ability to fund these initiatives.
Ensure Reserves and Reserve Funds are kept at an adequate level toensure the City:
o has sufficient cash to pay the bills (working capital);o can replace and rehabilitate capital infrastructure as required;o has a buffer for significant unanticipated expenditures or loss of
revenues beyond the control of the City;o maintains its Aaa credit rating which reduces the cost to borrow;o has a source to invest in economic stimulus initiatives.
Strategic use of reserves/reserve funds to phase in expenditure impacts overa four-year budget, if necessary, should be removed, at minimum, by the lastyear of the Multi-Year-Budget period.
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ECONOMIC CONTEXT
“London’s economy to grow at moderate pace.”2
Over the last five years, London’s GDP has expanded at an average annual pace of 1.8%. London’s healthy economic performance in recent years has in part been driven by strong growth in the region’s key manufacturing sector. Supported by key industrial projects and strong new home construction, including 2017’s 28-year high level of housing starts, the region’s construction industry is also expected to grow at a healthy pace. Meanwhile, solid performances in the health care sector, professional, scientific, technical services, finance, insurance, and real estate industries will help make up for moderate performances in other services industries, driving consistent gains in London’s overall services sector in the near term. London’s GDP is forecasted to grow steadily in the 1.6% to 1.8% per year range over the 2020-2023 Multi-Year Budget period. Canada’s economy picked up after the slowdown in late 2018 and early 2019 but global trade conflicts and related uncertainty will nevertheless continue to hold back activity somewhat2. According to the Conference Board of Canada projections for the year 2019, Canada’s GDP is forecasted to grow by 1.4% in the year and 1.8% between 2020 and 2023. London’s GDP growth relative to Canada and Ontario is expected to pick up slightly in the near term, with GDP forecast to advance by 1.6% in 2019 and 1.8% in 2020 (see table below). Real Gross Domestic Product Growth – Canada, Ontario and London2
Region 2016
Actual 2017
Actual 2018
Actual 2019
Forecast 2020
Forecast 2021
Forecast 2022
Forecast 2023
Forecast
Canada 1.1% 3.0% 1.8% 1.4% 2.0% 1.9% 1.6% 1.7%
Ontario 2.4% 2.8% 2.2% 1.2% 2.0% 1.8% 1.8% 1.8%
London 1.8% 2.0% 1.5% 1.6% 1.8% 1.8% 1.6% 1.7%
CONSUMER PRICE INDEX 2
An important measure within our economy is the Consumer Price Index (CPI). The CPI measure is used to determine the annual percentage increase or decrease (inflation/deflation) in the prices of goods and services used by average Canadian consumers. Increasing inflation means that every unit of currency buys a smaller amount of goods and services over a period of time; that is, a reduction in purchasing power. London is forecast to have an average annual increase of 2.1% increase in CPI over the 2020-2023 Multi-Year Budget period.
2 Source: Conference Board of Canada Metropolitan Outlook- Summer 2019
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Goods and Services within the CPI:
Food, Shelter, Transportation, Machinery and
Equipment, Clothing and Footwear, Health
and Personal Care, Household Operations
and Furnishings, Recreation Education and
Reading, Alcoholic Beverages and Tobacco,
Chemicals and Chemical Products.
Goods and Services within the MPI:
Labour, Contracted Services, Social
Assistance Costs and Transfers, Building
Maintenance and Rent, Equipment
Purchases and Leases and Maintenance,
Financial Costs (write-offs, debt, interest and
carrying costs), Specialized Supplies (salt,
asphalt, chemicals), Construction Services.
CPI MPI
While CPI is the most commonly used measure of inflation, its use within municipal budgeting must be tempered as it does not capture inflationary impacts that municipal governments face. To illustrate this fact, the following diagram compares the “basket of goods” used to calculate the CPI, versus the “basket of goods” that is required to provide services at the City of London (also known as a Municipal Price Index – MPI). Although the CPI is a valuable measure, it must not be the only consideration when evaluating inflation for the City of London.
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POPULATION & EMPLOYMENT TRENDS
According to Watson and Associates Economists, London population is forecast to grow at an average rate of
1.24% within the 2020-2023 Multi-Year Budget period reaching 429,700 by year 2023. The following is
projected population growth3:
London’s job market has been inconsistent in contrast to the economy’s steady output gains over the last few years, with an expansion of 3.7% in 2015 followed by an annual average contraction of 1.2% between 2016 and 2017, but ending 2018 with a 2.9% growth. Although job gains are forecast to continue in the near term, the pace of employment growth is expected to slow to 1.3% 2019 and 0.7% in 2020. Despite the job market’s uneven performance, the aging population and the accompanying rise in retirements has been putting downward pressure on London’s unemployment rate; after exceeding 8% in the early part of the decade, the jobless rate has since declined in seven of the past eight years, reaching 5.5% in 2018 with expectations of a further decline to an average of 5.2% for 2019, before rising back to 5.5% in 2020 and then averaging 5.4% between 2021 and 2023.4
3 Watson and Associates Economists Ltd 4 Source: Conference Board of Canada Metropolitan Outlook- Summer 2019
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UNEMPLOYMENT FIGURES & FORECAST – CANADA, ONTARIO AND LONDON5
THE UNITED STATES ECONOMY & CANADA/UNITED STATES EXCHANGE RATE
In 2018, 21% of the total population employed in London was by the industrial sector. Driven by solid exports, weak Canadian dollar and a healthy US demand, one of the key contributors to London’s economy, the manufacturing sector has shown strong performances. Rebounding from 2006-09 annual contractions, due to the Great Recession, average growth of 3.7% was experienced between 2010 and 2017, with a further increase of 3.3% in 2018. Growth of 2.8% is forecasted for 2019 and 2.4% in 2020 this is expected to continue with strong business investment.5 The manufacturing sector is forecasted to be the second largest employer by 2023 by the conference Board of Canada:
5 Source: Conference Board of Canada Metropolitan Outlook- Summer 2019
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An exchange rate is the price of one national currency, such as the Canadian dollar, expressed in terms of another currency, for example, the US dollar. A depreciation (fall) or appreciation (rise) in the value of the Canadian dollar will make Canadian goods and services less or more expensive for foreign buyers, and this will tend to boost or restrain their demand for our products. Between January 2017 and October 2019, the average US/Canadian exchange rate was 1.30 with the 2018 closing exchange rate at 1.3642. The present 2019 and 2020 US/Canadian exchange rate forecasts are 1.30 and 1.33 respectively.6
6 RBC Economics Macroeconomic Outlook September 2019
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HOW DOES LONDON COMPARE TO OTHER MUNICIPALITIES
BMA Management Consulting Inc. (BMA) publishes an annual Municipal Study (2019). Included in the report is
a section on relative taxes. The purpose of relative taxes is to compare “like” properties across various property
classifications for municipalities in Ontario with populations greater than 100,000. London is below the average
for all three property classifications.
Residential Comparison1 Commercial Comparison2 Industrial Comparison3
Municipality2019 Property
TaxesMunicipality
2019 Property
TaxesMunicipality
2019 Property
Taxes
Windsor $2,975 Oshawa $2.64 Chatham-Kent $1.02
Chatham-Kent $3,030 St. Catharines $2.87 Barrie $1.41
London $3,167 London $2.99 London $1.45
Brantford $3,439 Markham $3.00 Kitchener $1.51
Thunder Bay $3,496 Windsor $3.08 Kingston $1.68
St. Catharines $3,520 Burlington $3.14 Windsor $1.83
Kitchener $3,552 Hamilton $3.18 Waterloo $1.86
Milton $3,633 Milton $3.20 Brantford $1.93
Cambridge $3,823 Whitby $3.37 Cambridge $1.94
Greater Sudbury $3,851 Brantford $3.39 Oshawa $1.94
Toronto $4,014 Greater Sudbury $3.46 Clarington $1.95
Barrie $4,132 Clarington $3.48 Vaughan $1.95
Kingston $4,185 Vaughan $3.48 Thunder Bay $1.97
Waterloo $4,191 Chatham-Kent $3.51 St. Catharines $2.02
Guelph $4,222 Barrie $3.70 Richmond Hill $2.06
Burlington $4,231 Mississauga $3.72 Markham $2.15
Ottawa $4,282 Brampton $3.81 Guelph $2.17
Clarington $4,345 Richmond Hill $3.85 Whitby $2.17
Hamilton $4,400 Oakville $3.87 Mississauga $2.18
Oshawa $4,454 Kitchener $3.90 Brampton $2.41
Mississauga $4,541 Guelph $3.96 Burlington $2.60
Brampton $5,013 Cambridge $4.11 Milton $2.62
Markham $5,096 Thunder Bay $4.15 Hamilton $2.64
Whitby $5,281 Kingston $4.50 Ottawa $2.84
Vaughan $5,497 Waterloo $4.57 Oakville $2.96
Oakville $5,711 Ottawa $4.88 Greater Sudbury $3.51
Richmond Hill $5,900 Average $3.61 Average $2.11
Average $4,222
NOTES:
Caution: BMA data is based on a selection of sample properties within each municipality. Given the number of variables inherent in
sampling, the results should be used to provide overall trends rather than exact differences between municipalities.
1) Residential – BMA’s average residential taxes figure is calculated by dividing the total assessment for the residential property codes
by the number of properties in those codes. This is not equivalent to the average annual residential cost of $3,086 used in other places
in this document, which represents the cost for a residential property with an average assessed value of $241,000.
2) Commercial – Office Building Class – Selection was focused on buildings in prime locations within the municipality. Comparison of
taxes on a per square foot of gross leasable area basis.
3) Industrial – Standard Industrial – Under 125,000 sq. ft. Comparison of taxes on a per square foot of floor area basis.
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PROPERTY TAX POLICY
The property taxes for a particular property are determined by the following five (5) factors, of which only the first
two are controlled by the City:
1. Council approved tax levy;
2. Council approved tax policy;
3. Education tax policy (Provincial);
4. Change in assessed value of the property (determined by MPAC – an independent not-for-profit
corporation); and
5. Provincial legislation
COUNCIL APPROVED TAX LEVY
The Council approved budget identifies the amount of revenue to be raised from municipal property taxes, the
tax levy. The change in tax levy is the first factor affecting property tax changes. The tax levy is what is required
to support the overall approved budget required by the entire corporation. Once assessment growth is factored
in, the tax level is identified. The tax increases for the previous 2016-2019 Multi-Year Budget cycle were as
follows:
2016 2017 2018 2019
Overall Tax Level Increase
(as determined by Budget) 2.5% 2.9% 2.8% 2.7%
Using an analogy, the Council approved tax levy can be thought of as determining “how big the pie will be.”
TAX POLICY
The overall tax levy is supported by all property classes (residential, industrial, commercial, etc.). The level of
support from each property class is best represented by this pie chart reflecting the distribution for 2018, the last
full year.
Commercial20.6%
Industrial2.0%
Multi-Residential
5.7%
Residential71.2%
Other0.4%
2018 Municipal Taxes
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The percentage of the “pie” that is supported by each property class is determined by tax policy and the relative
size of the property class based on market value – in other words, tax policy affects “how the pie is sliced.” Tax
policy is approved annually by Council separately after budget approval (usually in April of each year).
The following chart shows the percentage increase in property tax for different property classes, as determined
by tax policy, for the 2016-2019 Multi-Year Budget cycle.
Average Tax Increase by Class
Excluding Education Tax 2016 2017 2018 2019
Residential 2.8% 1.9% 2.0% 1.8%
Multi-residential 2.8% 1.9% 2.0% 1.8%
Commercial 1.6% 6.9% 5.8% 5.8%
Industrial 1.2% 2.5% 2.1% 2.4%
EDUCATION TAX POLICY
The municipality is responsible for collecting education tax on the property tax bill and forwarding that amount to
the local school board. The Province determines the education tax rate each year for each property class. The
final average tax change by property class, including the education portion, is determined by adding the
education tax rate to the municipal tax rate – which is generally known in the spring once education rates are
provided by the Province. The impact of education tax for the 2016-2019 Multi-Year Budget cycle is illustrated
in the table below:
Average Tax Increase by Class
Including Education Tax 2016 2017 2018 2019
Residential 2.2% 1.1% 1.3% 1.2%
Multi-residential 2.7% 1.6% 1.8% 1.6%
Commercial 0.7% 6.2% 4.8% 4.5%
Industrial 0.3% -1.3% 0.6% 0.9%
As noted above, the residential tax increase, once factoring in tax policy and education tax policy, has been
significantly lower than the Council approved tax levy increase.
CHANGE IN ASSESSED VALUE
Tax rates are applied to the current value assessment of each property as determined by the Municipal Property
Assessment Corporation (MPAC), which is an independent body formed by the Provincial government and
funded by municipalities. The municipality does not receive any additional tax revenue when the existing
properties in the municipality experience an increase in assessed value.
On an individual level, the impact on the amount of property tax after a change in the assessed value of the
property is relative to how much the property’s assessed value changed compared to average change in
assessed value of all other properties in the municipality.
Most residential property owners will experience a tax change either above or below the average municipal
property tax increase. The following general rules can be used:
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o If the increase in the assessed value of your property is greater than the average increase in the assessed
value of all other properties in your property class, then you will likely experience an increase in your
property tax greater than the average municipal property tax change in your property class.
o If the increase in the assessed value of your property is relatively close to the average increase in the
assessed value of all other properties in your property class, then the increase in your property tax will
be relatively close to the average municipal property tax change in your property class.
o If the increase in the assessed value of your property is lower than the average increase in the assessed
value of all other properties in your property class, then you will likely experience an increase in your
property tax that is less than the average municipal property tax change in your property class.
PROVINCIAL LEGISLATION
Tax policy will also be affected by changes to Provincial legislation. For example: requirements for the capping
of tax increases, introduction of new classes (e.g. new multi residential classes), claw back rules, and restrictions
in setting tax ratios.
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ASSESSMENT GROWTH
WHAT IS ASSESSMENT GROWTH?
Municipal property development results in assessment growth. Thus as the City prospers with new homes and
businesses, the potential for an increase in the property tax revenue base occurs. Assessment growth generally
refers to the net increase in assessment attributable to new construction. These new homes and businesses
expect to receive the same municipal services that existing taxpayers receive. Assessment growth funds the
additional volume of municipal services such as: police and fire services, garbage collection, snow plowing,
roadways, transit, parks, recreation centres, libraries and other City programs, resulting primarily from the new
homes and businesses. The current value assessment of each property within a municipality is determined by
the Municipal Property Assessment Corporation (MPAC).
ALLOCATION OF ASSESSMENT GROWTH TAX REVENUE
Revenue from assessment growth is applied to the budget using the City’s Assessment Growth Policy. The
policy outlines the guiding principles for allocating assessment growth funding as follows:
1. Business Cases
Civic service areas, boards & commissions that incur costs to provide existing core services to new
growth areas are required to submit business cases to the City Treasurer or designate.
The first available assessment growth funds are applied to business cases approved by the City
Treasurer or designate.
2. Excess Funding
If assessment growth funding exceeds the growth costs in any one budget year, the balance will be
applied in that year as follows:
50% to reducing authorized debt on a one-time basis; and,
50% to the Capital Infrastructure Gap Reserve Fund on a one-time basis to mitigate growth in the
infrastructure gap.
3. Excess Growth Costs
If growth costs exceed available assessment growth funding then approved business cases will be
allocated funding according to the following priority order:
Flow through costs for business cases funded through assessment growth in the prior year;
Services that are aligned with those supported through Development Charges; and,
Business cases will be evaluated as to whether the service and/or funding could be deferred to
next year and whether significant service disruptions would occur if the service did not receive
the current year growth funding.
Unfunded business cases will be resubmitted for consideration in the following year.
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TAX SUPPORTED 2020-2023 MULTI-YEAR BUDGET OVERVIEW
OPERATING SUMMARY
In development of the budget, a number of distinctive components make up the total levy: the Base Budget,
including purchased services (specifically Land Ambulance Services), Provincial Impacts, Potential Reductions
and Additional Investments. Civic Administration has administratively prioritized additional investments with the
aim of achieving a net property tax levy increase approximately aligned with initially established targets for
additional investments. All remaining components have been presented as recommended or for Council’s
consideration.
These components collectively comprise the proposed tax levy as follows:
*To be determined
Decision Points Recommended For Council’s Consideration
Potential 2020-2023 Average Levy Increase
1A: Base Budget excluding Land Ambulance & Provincial Impacts
2.3% - 2.3%
1B: Land Ambulance 0.4% - 0.4% 2: Provincial Impacts 0.1% 0.4% 0.5% Subtotal: Net Base Budget (Maintain Existing Service Levels)
2.8% 0.4% 3.2%
Decision Points Administratively Prioritized
For Council’s Consideration
Potential 2020-2023 Average Levy Increase
3: Potential Net Levy Reductions*
- - -
4: Additional Investments 0.6% 0.7% 1.3%
Decision Points
Recommended/Administratively
Prioritized
For Council’s Consideration
Potential 2020-2023 Average Levy Increase
Total Tax Levy Increase 3.4% 1.1% 4.5%
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Throughout this document, 2020-2023 Multi-Year Operating net base budget or base budget will be presented
with the components to maintain existing service levels. These include the Base Budget, Land Ambulance and
Provincial Impacts. A summary of the gross expenditures and net levy from rates (levy without assessment
growth) is as follows:
The components that comprise the base budget can further be broken down as follows:
DECISION POINT 1: BASE BUDGET EXCLUDING PROVINCIAL IMPACTS
The Base Budget represents the costs to continue providing services the community relies upon throughout the
2020-2023 period. The figures include updated costs estimates, inflationary impacts/projections and forecasts
of other sources of revenue. The 2020-2023 Multi-Year Budget represents an opportunity to ‘reset’ the budget.
As the budget has been redeveloped for the upcoming four year budget cycle, this has also provided Civic
Administration an opportunity to evaluate the past budget against actual spending and help refine estimates and
assumptions in expenditures. In doing so, Civic Administration has made reductions in many areas while
balancing the City’s ability to maintain service. In order to help alleviate pressures in the base budget rate
increase, Civic Administration has incorporated a number of these reductions in the 2020-2023 Multi-Year
Budget. Some of these reductions have also come from London Police Service. It should be noted that some of
these changes reduce flexibility and available contingencies within the City’s budget. A summary of the
significant adjustments include:
2020-2023 Multi-Year Budget – Significant Net Levy Base Adjustments ($000’s)
2020-2023 OPERATING BASE BUDGET OVERVIEW ($000's)
Operating Base Budget2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020-2023
Average %
Inc/(Dec)
Expenditure Budget 973,160 989,600 1,014,687 1,035,167 1,054,032
Net Budget (Tax Levy) 606,536 628,607 651,277 667,999 686,706
Tax Levy % Increase 3.6% 3.6% 2.6% 2.8% 3.2%
Item2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020 - 2023
Total
2020 - 2023
Average
Tax Levy
Impact
Reserve Fund Contributions2 (567) (2,372) (2,542) (3,289) (8,770) -0.1%
Debt Servicing Costs (2,588) (3,677) (6,453) (6,899) (19,617) -0.3%
Anticipated Position Vacancy
Savings- (700) (1,675) (2,650) (5,025) -0.1%
Civic Service Adjustments1 (528) (896) (1,229) (1,159) (3,812) 0.0%
Capital Levy - - - (2,128) (2,128) -0.1%
Police Services Reduced
Budget Request- (96) (302) (964) (1,362) 0.0%
TOTAL (3,683) (7,741) (12,201) (17,089) (40,714) -0.7%
Subject to rounding.
2. Strategic Priorities and Policy Committee, meeting on October 28, 2019, Review of City Services For Potential Reductions
& Eliminations - Tax Supported Reserve Fund Contributions.
1. Adjustments identified in various areas including Transportation Services, Planning & Development Services, and Parks,
Recreation & Neighbourhood Services.
Page 35
After factoring in the previous noted reductions, the base budget excluding Land Ambulance and Provincial
Impacts can be summarized as follows:
Decision Point 1A: 2020-2023 Multi-Year Base Budget ($000’s)
Land Ambulance has been presented separately due to the significant increases over the 2020-2023 period and
impact on the City’s overall 2020-2023 average annual tax levy increase. The changes in expenditure is outside
of Civic Administration’s control given the County of Middlesex is the service manager for land ambulance
services in the City of London and Middlesex County.
Decision Point 1B: Land Ambulance ($000’s)
Service Program2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Culture 25,349 26,134 26,677 27,121 27,591 2,242 2.1%
Economic Prosperity 11,770 11,037 10,628 10,219 9,794 (1,976) -4.5%
Environmental Services 22,886 24,719 26,403 26,535 26,733 3,846 4.0%
Parks, Recreation &
Neighbourhood Services 36,886 37,133 37,290 37,470 37,636 750 0.5%
Planning & Development
Services 8,807 9,051 9,187 9,282 9,247 440 1.2%
Protective Services 179,928 185,760 190,282 195,037 198,795 18,867 2.5%
Social & Health Services1 51,583 52,508 53,682 54,841 55,848 4,265 2.0%
Transportation Services 72,884 74,223 76,056 77,009 78,128 5,244 1.8%
Corporate, Operational &
Council Services 66,076 66,707 67,710 68,800 69,475 3,399 1.3%
Financial Management 113,923 112,345 118,423 123,671 133,323 19,400 4.1%
TOTAL 590,093 599,617 616,338 629,983 646,570 56,477 2.3%
Annual $ Net Increase/ (Decrease) 9,524 16,721 13,645 16,587 14,119
Annual % Net Increase/ (Decrease) 1.6% 2.8% 2.2% 2.6% 2.3%
Subject to rounding.
Notes:
1. Social & Health Services excludes Land Ambulance.
Service2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Land Ambulance 16,443 20,812 24,461 27,275 29,312 12,869 15.8%
Annual $ Net Increase/ (Decrease) 4,368 3,649 2,815 2,037 3,217
Annual % Net Increase/ (Decrease) 26.6% 17.5% 11.5% 7.5% 15.8%
Subject to rounding.
Page 36
DECISION POINT 2: PROVINCIAL IMPACTS
On April 11, 2019, the new Government of Ontario tabled its first budget, titled Protecting What Matters Most.
The budget reflects a number of priorities, programs and direction, with a specific focus on reducing the provincial
deficit. The budget addressed a range of issues, with multiple items having impacts on municipal governments
and their respective budgets. Since the tabling of the provincial budget, a number of various regulations and
changes have also been identified which impact the City of London. Civic Administration has and continues to
review a number of elements for potential impacts on service delivery and the City’s budget.
One of the Corporation’s core financial principles is that Council avoid taking on services/programs where there is pressure to “fill in” for services/programs that have been reduced or discontinued by other levels of government. As such, Civic Administration has categorized these impacts as recommended and for Council consideration. Civic Administration has categorized changes to cost-sharing arrangements between the City and Province where the City has little discretion to avoid paying the greater share as “recommended”. All other impacts have been categorized as for Council’s consideration. Examples include funding reductions for partial or entire program/service delivery, or reductions of anticipated future funding for expansion of services. Regardless of the categorization, Council still needs to determine which impacts, if any, the City should fill in.
The impact of Provincial changes currently known and quantified on the 2020-2023 net operating tax levy are as follows:
Decision Point 2A: Summary of Provincial Impacts Recommended ($000’s)
Service Program2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
Parks, Recreation &
Neighbourhood Services - - 392 404 410
Social & Health Services - 610 610 610 610
TOTAL - 610 1,002 1,013 1,019
Subject to rounding.
Page 37
Description of Provincial Impacts Recommended
Decision Point 2B: Summary of Provincial Impacts for Consideration ($000’s)
Areas Impacted
Budget
Excluding
Provincial
Impacts
(Average)
Provincial
Impacts
(Average)
Budget to
Maintain
Existing
Service
Levels
(Average)
Parks, Recreation & Neighbourhood Services:
Neighbourhood and Recreation Services Child Care Administrative Cost Sharing Changes - Requirement
to cost-share Provincial funding for administrative costs on a 50-
50 basis. Previously only a minimum municipal contribution to
Child Care was specified. 0.6% 0.4% 2.8%1
Social & Health Services:
Middlesex-London Health UnitMunicipal Cost Sharing Changes - Impact of transition to 70-30
Provincial-Municipal cost-sharing for health units, noting that the
Municipal cost-share increase is capped at a 10% increase for
2020. Future year impacts are uncertain at this time.
0.0% 2.5% 2.5%
2020-2023 Multi-Year Budget
Note 1: Budget to Maintain Existing Service Levels for Parks, Recreation & Neighbourhood Services includes Provincial
Impacts from Decision Point 2B for consideration.
Service Program2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
Culture - 14 14 14 14
Environmental Services - 147 150 152 154
Parks, Recreation &
Neighbourhood Services - 75 1,705 1,705 1,705
Protective Services - 639 639 639 639
Social & Health Services - 1,212 1,488 1,737 1,812
Transportation Services - 5,482 5,482 5,482 5,482
TOTAL - 7,568 9,477 9,727 9,805
Subject to rounding.
Page 38
Description of Provincial Impacts for Consideration
Areas Impacted
Budget
Excluding
Provincial
Impacts
(Average)
Provincial
Impacts
(Average)
Budget to
Maintain
Existing
Service
Levels
(Average)
Culture:
Museum LondonDecrease in Provincial funding from the Ontario Arts Council 2.6% 0.2% 2.8%
Environmental Services:
Kettle Creek Conservation AuthorityHazard Program Funding Cut 1.2% 1.3% 2.5%
Environmental Services:
Lower Thames Valley Conservation AuthorityHazard Program Funding Cut 0.9% 0.6% 1.5%
Environmental Services:
Upper Thames River Conservation AuthorityHazard Program Funding Cut 3.1% 0.7% 3.8%
Parks, Recreation & Neighbourhood Services:
Neighbourhood and Recreation Services -Resources required for mandated implementation of Community
Safety & Well-Being Plan (0.1% average impact)
-Child Care Expansion Funding Cost Sharing Changes:
Requirement for the City to contribute 20% in order to access
Child Care Expansion funding that was previously 100% funded
by the Province, noting that the City could elect to not participate
in this funding. (1.7% average impact)
Protective Services:
London Police ServicesReduction in grant funding received from the Province under the
new Community Safety Program, replacing the former Community
Policing Partnerships Program, Safer Communities One
Thousand Officer Program and the Provincial Anti-Violence
Intervention Strategy Grant. 2.3% 0.2% 2.5%
Social & Health Services:
Social & Community Support ServicesPrimarily due to Ontario Works Provincial Cost of Administration
funding capped at 2018 levels 1.0% 2.7% 3.7%
Transportation Services:
London Transit CommissionCancellation of planned doubling of Provincial Gas Tax for transit
2.0% 3.9% 5.9%
2.8%10.6%
Note 1: Budget to Maintain Existing Service Levels for Parks, Recreation & Neighbourhood Services includes Provincial
Impacts from Decision Point 2A recommended.
2020-2023 Multi-Year Budget
1.8%
Page 39
DECISION POINT 3: POTENTIAL REDUCTIONS
There are many fiscal challenges currently being faced by the City of London, many of which are outside of Civic Administration’s control, and it will therefore not be possible to achieve Council’s budget target without considering significant reductions. Civic Administration is developing business cases for potential reductions within civic service areas for Council’s consideration; these business cases may involve significant service delivery implications that could affect achieving priorities included in Council’s 2019-2023 Strategic Plan which Council will need to carefully consider. Agencies, boards and commissions have similarly been requested to develop opportunities for potential reductions. Civic Administration intends to provide these business cases at the regularly scheduled Strategic Priorities and Policy Committee meeting on January 7, 2020. This will allow these business cases to be available for public review and input at the scheduled Budget Open Houses on January 11th and January 15th, as well as the Public Participation Meeting on January 23rd so that Council can receive feedback from the public. The impact on the 2020-2023 tax levy will be determined based on the cases adopted by Council.
DECISION POINT 4: ADDITIONAL INVESTMENTS
While many strategies within the Strategic Plan can be accomplished within current funding levels, some strategies will require additional funding to implement. As part of the 2020-2023 Multi-Year Budget, Municipal Council is presented with additional investment business cases that contribute to the strategies contained in the 2019-2023 Strategic Plan. Linking the Strategic Plan to the budget provides accountability between what is achieved and the cost to the taxpayer. The 2020-2023 Multi-Year Budget will determine the pace of implementation of the 2019-2023 Strategic Plan. As such, Council must consider the impact in terms of:
speed versus cost; capacity to deliver; and ability to fund versus community impact/need
The additional investment business cases have been divided into two categories – “administratively prioritized” reflecting Civic Administration’s priorities in light of the fiscal challenges facing the municipality, with the balance presented “for consideration” by Council.
2020-2023 Additional Investments by Strategic Area of Focus ($000’s)
A total of 25 business cases are included in the 2020-2023 Multi-Year Budget that require Council decisions. Civic Administration has administratively prioritized 16 additional investments. A summary of the gross investment required for each of the 25 business cases is presented on the following page. For more information on each business case, please refer to the separate Business Case budget document.
STRATEGIC AREA OF FOCUSADMINISTRATIVELY
PRIORITIZED
FOR
CONSIDERATION
Strengthening our Community 31,166 25,681
Building a Sustainable City 53,929 39,919
Growing our Economy 3,000 866
Creating a Safe London for Women and Girls - -
Leading in Public Service 24,149 4,220
TOTAL GROSS INVESTMENT 112,244 70,686
Page 40
Decision Point 4: Additional Investments ($000’s)
# BUSINESS CASES
2020-2023 2024-2029
Decision Point 4A: ADDITIONAL INVESTMENTS ADMINISTRATIVELY PRIORITIZED
1 60% Waste Diversion Action Plan 17,600 39,000
2 Affordable Housing Community Improvement Plan 4,772 1,218
Back to the River:
Part A) Forks with outlook 12,403 -
Part B) One River Environmental Assessment Management
Implementation1,250 2,000
Part C) Soho Environmental Assessment 500 -
4A City of London Infrastructure Gap - Part A 3,000 6,000
5AClimate Emergency Declaration:
Part A - Develop Climate Emergency Action Plan (CEAP)50 -
6 Coordinated Informed Response 6,703 10,428
7A Core Area Action Plan - Part A 16,385 15,880
8 Dearness Home Auditorium Expansion 2,456 510
9 Fanshawe College Innovation Village 3,000 -
10A HDC Funding for Affordable Housing - Part A 850 3,000
Information Systems:
Part A) Development Application Tracking Software 3,900 1,300
Part B) Human Capital Management System 1,230 1,098
12 LMCH Infrastructure Gap 15,518 36,852
13 Master Accommodation Plan 13,000 134,377
14 Operations Master Plan 2020 5,118 14,704
15 Subsidized Transit Program 3,608 6,435
16 T-Block Replacement / New Storage Building 901 102
TOTAL ADMINISTRATIVELY PRIORITIZED 112,244 272,904
Decision Point 4B: ADDITIONAL INVESTMENTS FOR CONSIDERATION
4B City of London Infrastructure Gap - Part B 17,563 92,940
5BClimate Emergency Declaration
Part B - Implementation of CEAP Immediate Actions 1,295 1,890
7B Core Area Action Plan - Part B 9,775 14,430
10B HDC Funding for Affordable Housing - Part B 2,800 4,800
Community Improvement Plan:
Part A) Community Building Projects 160 300
Part B) Land Acquisition 400 600
18 LMCH - Co-Investment with CMHC 20,229 22,258
19 LMCH Operating Staffing & Security 6,941 14,347
20 London Public Library - Collections 600 900
21 Regeneration of Public Housing 5,250 15,000
22 Smart City Strategy 466 1,248
23 Street Light Local Improvement 832 1,401
24 Wifi in Recreation Facilities for the Public 155 -
25 Winter Maintenance Program Support 4,220 7,440
TOTAL FOR CONSIDERATION 70,686 177,554
TOTAL BUSINESS CASES 182,930 450,458
Subject to rounding.
GROSS INVESTMENT REQUESTED
3
11
17
Page 41
Additional Investments: Potential Tax Levy Impact ($000’s)
Summary of Decision Points 1 to 4
A summary of Council’s decision points and the corresponding annual tax levy impacts are as follows:
Potential 2020-2023 Tax Levy Impact ($000’s)
Business Cases2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020-2023
Average %
Inc/(Dec)
Administratively Prioritized 5,563 9,805 14,164 15,927
Tax Levy % Increase 0.9% 0.6% 0.6% 0.2% 0.6%
For Consideration 8,549 12,703 15,812 19,028
Tax Levy % Increase 1.4% 0.6% 0.4% 0.4% 0.7%
Total Potential $ Tax Levy Increase 14,112 22,508 29,976 34,955
Total Potential % Tax Levy Increase 2.3% 1.2% 1.0% 0.6% 1.3%
Subject to rounding.
Decision Point2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020-2023
Average %
Inc/(Dec)
Decision Point 1A (Recommended):
Base Budget Excluding Land Ambulance &
Provincial Budget Impacts
590,093 599,617 616,338 629,983 646,570
Tax Levy % Increase 1.6% 2.8% 2.2% 2.6% 2.3%
Decision Point 1B (Recommended):
Land Ambulance 16,443 20,812 24,461 27,275 29,312
Tax Levy % Increase 0.7% 0.5% 0.4% 0.2% 0.4%
Decision Point 2A (Recommended):
Provincial Impacts610 1,002 1,013 1,019
Tax Levy % Increase 0.1% 0.1% 0.0% 0.0% 0.1%
Decision Point 2B (For Consideration):
Provincial Impacts 7,568 9,477 9,727 9,805
Tax Levy % Increase 1.2% 0.3% 0.0% 0.0% 0.4%
Subtotal: Maintain Existing Service Levels 3.6% 3.6% 2.6% 2.8% 3.2%
Decision Point 3 (For Consideration):
Potential Net Levy Reductions
(To Be Determined)
- - - -
Decision Point 4A (Admin. Prioritized):
Additional Investments 5,563 9,805 14,164 15,927
Tax Levy % Increase 0.9% 0.6% 0.6% 0.2% 0.6%
Decision Point 4B (For Consideration):
Additional Investments 8,549 12,703 15,812 19,028
Tax Levy % Increase 1.4% 0.6% 0.4% 0.4% 0.7%
Total Potential Tax Levy % Increase 6.0% 4.8% 3.6% 3.4% 4.5%
Subject to rounding. Page 42
CAPITAL SUMMARY
The City of London’s capital budget is traditionally viewed in two parts; the multi-year capital budget (2020-2023),
and a forecast for the next six years (2024-2029). Together, these form the ten year capital plan. This ten year
plan helps Council meet long term objectives for the community and ensures good strategic financial planning
principles are maintained. Within the capital plan there are three classifications of capital projects:
Lifecycle Renewal projects maintain existing City assets. Creation of the City’s lifecycle renewal capital
budget is informed by many sources, including the Corporate Asset Management Plan.
Growth projects fund the construction of new assets that help the City grow. Creation of the City’s growth
capital budget is informed by the Development Charges Background Studies.
Service Improvement projects either improve service or address an emerging need. These projects are
predominantly established through development of Municipal Council’s Strategic Plan.
These classifications segregate capital projects based on their purpose. The 2020-2029 capital budget also
includes capital expenditures that will not result in the creation of a tangible asset (having physical substance).
The City’s proposed tax supported multi-year capital budget and forecast for the 2020 to 2029 period are
presented in the table below.
2020-2029 CAPITAL BUDGET ($000’s)
Subject to rounding
2020-2029 CAPITAL BUDGET SOURCES OF FINANCING ($000’s)
Subject to rounding
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Lifecycle Renewal 80,560 94,606 87,569 104,886 93,154 380,214 33.0% 597,903 978,118 39.6%
Growth 105,203 123,811 113,883 161,254 251,684 650,632 56.4% 642,440 1,293,073 52.3%
Service Improvement 19,506 60,785 13,384 15,054 32,912 122,135 10.6% 77,291 199,427 8.1%
Total Expenditures 205,269 279,201 214,837 281,194 377,750 1,152,982 1,317,635 2,470,617
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Tax Supported
Capital Levy 41,458 45,172 47,271 51,502 51,475 195,420 36.6% 337,029 532,449 43.5%
Debt 28,571 56,286 23,803 22,011 68,203 170,303 31.9% 105,476 275,779 22.5%
Reserve Fund 37,240 48,174 33,329 40,460 43,019 164,982 30.9% 244,874 409,856 33.5%
Other 2,450 790 2,116 708 - 3,613 0.7% 2,151 5,764 0.5%
Total Tax Supported 109,718 150,422 106,518 114,681 162,697 534,318 689,530 1,223,848
Non-Tax Supported
Debt 4,633 10,077 13,395 28,592 64,873 116,937 18.9% 131,349 248,286 19.9%
Reserve Fund 68,379 51,405 46,134 49,543 46,421 193,502 31.3% 234,219 427,721 34.3%
Federal Gas Tax 17,480 26,491 15,021 24,958 29,920 96,390 15.6% 95,331 191,721 15.4%
Federal Grants 2,205 16,596 16,829 32,936 38,294 104,656 16.9% 15,698 120,354 9.7%
Provincial Grants 2,720 16,448 16,901 30,469 35,080 98,897 16.0% 32,105 131,003 10.5%
Other Government (3,022) - - - - - -% 119,314 119,314 9.6%
Other 3,156 7,762 38 15 465 8,280 1.3% 90 8,370 0.7%
Total Non-Tax Supported 95,551 128,779 108,319 166,513 215,053 618,664 628,105 1,246,769
Total 205,269 279,201 214,837 281,194 377,750 1,152,982 1,317,635 2,470,617
Page 43
OTHER GOVERNMENT FUNDING Included in the 2020-2029 Capital Plan are significant investments the City has received from other levels of government.
On March 27, 2019, the Federal Government confirmed a one-time transfer of Federal Gas Tax to Canadian municipalities, equivalent to the previous 2019-2020 contribution, to address municipal infrastructure deficits. The City of London received a one-time transfer of $23.3 million in Federal Gas Tax from this program. The Association of Municipalities of Ontario is working with the federal government to encourage them to make this commitment permanent. In May 2019, Municipal Council approved $4.5 million of this one-time funding to install the Organic Rankine Cycle Equipment at the Greenway Wastewater Treatment Plant. The remainder of the one-time funding has been utilized to fund other capital budget needs in the 2020-2029 Capital Plan as illustrated in the table below.
Subject to rounding
As the City of London initially developed its Rapid Transit business case, the federal and provincial governments allocated a total of $376 million to London to support the $500 million plan. In early 2019, the federal government announced the Investing in Canada Infrastructure Program (ICIP), a cost-shared infrastructure funding program between the federal government, provinces and territories, and municipalities and other recipients. Applicable for the City of London is the Public Transit Infrastructure Stream (PTIS) and the Community, Culture and Recreation Stream.
On March 26, 2019, City Council approved a list of ten transit and transit-supportive projects, including three of the five corridors included in the Rapid Transit business case, to be submitted to the provincial and federal governments for funding under the ICIP–PTIS program. On June 25, 2019, the Government of Ontario approved $103.1 million to support these projects, followed by approval for $123.8 million from the Government of Canada on August 23, 2019. These investments are reflected in the 2020–2029 Capital Plan. When combined with the City of London’s contribution, these projects total $375 million of investment that will be made in the London community.
The ten projects funded under the ICIP – PTIS program include: 1. Downtown Loop (RTDOWNTOWN)2. East London Link (RTEAST)3. Wellington Gateway (RTSOUTH)4. Expansion Buses (MU1176)5. Bus Stop Amenities (MU1438)6. Intelligent Traffic Signals (TIMMS)7. Adelaide Street Underpass Active Transportation Connections (TS1306)8. Dundas Place Thames Valley Parkway Active Transportation Connection (TS1748)9. Dundas Street Old East Village Streetscape Improvements (TS1749)10. Oxford Street / Wharncliffe Road Intersection Improvements (TS1333)
2019 2020 2021 2022 2023 2024 Total
ES5272 - Greenway Organic Rankine 4,500 4,500
TS1202 - Victoria Bridge Replacement 8,023 8,023
MU104420 - Replacement Buses 500 500 500 6,903 500 8,903
TS144620 - Road Networks 435 342 777
TS176319 - Bridges Upgrades 500 500 122 1,1224,500 500 1,000 9,458 7,367 500 23,325
ONE-TIME FEDERAL GAS TAX ALLOCATION ($000's)
Page 44
Approximately $151 million of the original $376 million of other government funding allocated to London remains
available to support future discussions regarding all transit projects that would meet the ICIP-PTIS program
requirements.
The application process for the Community, Culture and Recreation Stream opened on September 3, 2019 to
support community infrastructure priorities across the province. Within days of the application process being
open, the City of London submitted applications for seven projects totalling $54.6 million, with $40.0 million
coming from the federal and provincial governments. These projects were consistent with needs identified in the
recently adopted Parks and Recreation Master Plan and the Corporate Asset Management Plan. Successful
applicants are to be notified in the summer of 2020, at which time updates to the City’s 2020-2029 Capital Plan
may be required.
LIFECYCLE RENEWAL CAPITAL BUDGET
Lifecycle Renewal projects maintain infrastructure that is in place today (e.g. projects that resurface roads,
replace roofs, and replace equipment). This is a high priority component of the capital budget. The goal is to
keep systems and facilities in good repair, and regular planned maintenance is more affordable in the long run
than reactive emergency repairs.
Subject to rounding
ASSET MANAGEMENT AND THE INFRASTRUCTURE GAP
Lifecycle Renewal projects not only address maintenance needs of existing assets, they also help mitigate the
infrastructure gap that is outlined in the City’s Corporate Asset Management Plan.
In January 2018, Ontario Regulation 588/17 – Asset Management Planning for Municipal Infrastructure came
into effect under the authority of the Infrastructure for Jobs and Prosperity Act, 2015. This regulation sets
milestones each municipality needs to meet in asset management reporting over the period from July 1, 2021 to
July 1, 2024. As the City of London progresses through these milestones better quality information will become
available to assist the City’s long-term financial planning for life cycle renewal investments.
On August 27, 2019 Municipal Council approved the City’s second edition of the City’s Asset Management Plan;
this Plan is compliant with O.Reg 588/17 for directly owned City assets. The 2019 Corporate Asset Management
Plan updates the replacement values and condition of the City’s existing tax supported assets as well as re-
quantified the City’s infrastructure gap from the original estimates provided in the 2014 Corporate Asset
Management Plan.
LIFECYCLE RENEWAL ($000's)
SOURCES OF FINANCING 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 20292020-2029
Total
Tax Supported
Capital Levy 36,885 36,737 42,789 43,732 37,942 45,182 43,498 45,207 44,678 49,969 50,822 440,556
Debt - 6,950 1,182 - - - - - - - - 8,132
Reserve Fund 24,555 28,064 25,797 33,501 30,386 35,609 36,183 33,013 31,140 37,356 36,055 327,104
Other 1,117 199 - - - - - - - - - 199
Total Tax Supported 62,558 71,951 69,768 77,233 68,328 80,791 79,680 78,221 75,818 87,325 86,877 775,991
Non-Tax Supported
Debt - - - - - - - - - - - -
Reserve Fund 715 1,425 365 1,155 315 590 2,140 205 740 1,755 315 9,005
Federal Gas Tax 16,230 18,542 14,521 23,458 20,875 15,609 15,503 14,397 13,196 13,050 12,575 161,727
Federal Grants - - - - - - - - - - - -
Provincial Grants 742 2,620 2,878 3,025 3,171 3,171 3,171 3,171 3,171 3,171 3,171 30,719
Other Government - - - - - - - - - - - -
Other 315 67 38 15 465 15 15 15 15 15 15 675
Total Non-Tax Supported 18,002 22,655 17,802 27,653 24,826 19,385 20,829 17,788 17,122 17,991 16,076 202,126
Total 80,560 94,606 87,569 104,886 93,154 100,177 100,510 96,008 92,939 105,316 102,954 978,118
Page 45
Since the City published the 2013 State of Infrastructure Report and 2014 Corporate Asset Management Plan,
Municipal Council made significant progress (through the 2016-2019 Multi-Year Budget) investing in areas such
as Transportation as well as setting aside funds in the Capital Infrastructure Gap Reserve Fund. The following
figure illustrates the improvement realized between 2014 and 2019 in the projected infrastructure gap.
The City’s tax supported assets represent approximately 93% of both the current and cumulative 10-year
infrastructure gaps quantified in the Corporate Asset Management Plan.
In addition to establishing and building up the Capital Infrastructure Gap Reserve Fund, Municipal Council has
also approved two financial policies that contribute one-time funding to this reserve fund:
The Surplus/Deficit Policy which contributes 25% of any remaining annual surplus to the Capital
Infrastructure Gap Reserve Fund; and,
The Assessment Growth Policy which contributes 50% of any excess growth funding to the Capital
Infrastructure Gap Reserve Fund.
The accumulation of funding in the Capital Infrastructure Gap Reserve Fund is a significant source of financing
within the 2020-2023 lifecycle renewal capital plan.
FINANCING STRATEGY FOR THE LIFECYCLE RENEWAL CAPITAL BUDGET
The Capital Budget and Financing Policy, endorsed by Council, guides the funding mix for each capital budget
classification. The plan calls for Lifecycle Renewal projects to be funded by capital levy and reserve funds, with
a reduced reliance on debt. This is referred to as “pay-as-you-go” funding. Debt is generally not an appropriate
funding source for the renewal of current assets. The City’s goal is to eliminate debt financing for lifecycle
renewal projects by the year 2022. The Lifecycle Renewal Budget of the 2020-2023 Multi-Year Budget achieves
this goal on time.
The benefits of moving to pay-as-you-go financing for Lifecycle Renewal projects include:
1) Reduces cost to the taxpayer in the long run for renewing and maintaining infrastructure.
Page 46
2) Creates intergenerational equity – those who benefit from the asset (through its use) pay for the assets
renewal.
3) Creates debt capacity for increased investment in growth and service improvement projects that benefit
future taxpayers.
GROWTH CAPITAL BUDGET
Growth projects extend services into newly developed areas of the City (e.g. a road widening to handle additional
traffic from new subdivisions). Growth projects are not always immediately imperative, but in the long run the
City has a responsibility to provide adequate services to newly developed areas.
Subject to rounding
The introduction of Bill 108, More Homes, More Choice Act, 2019 will have substantial impacts on the City’s
growth capital plan, including the sources of funding available to implement growth capital projects. The City is
currently undertaking efforts to update the 2019 Development Charges Background Study in accordance with
Bill 108; this update will be available in 2021 and will inform adjustments to the City’s growth capital budget.
The capital budget for growth over the multi-year budget period (2020-2023) increased $146 million primarily
due to the implementation of the 2019 Development Charges Background Study. This plan includes $500 million
for the rapid transit initiative, including road improvements and buses. The growth capital plan includes approved
funding from the Government of Ontario ($75.9 million) and Government of Canada ($91.1 million) to support
the East London Link, Wellington Gateway, and Downtown Loop projects.
As mentioned above, the South, East and Downtown rapid transit corridors were approved for funding through
the PTIS funding program. Although the North and West rapid transit corridors were not submitted for PTIS
funding, they continue to be included in the 2020 – 2023 Multi-Year Budget, with the same funding assumptions
for land acquisition costs that were applicable for the three approved corridors. It should be noted that two of the
other approved PTIS projects, the Intelligent Traffic Signals project and the Oxford-Wharncliffe Intersection
project, include work that was originally intended to be completed under the North and West corridors. Including
prior approved funding, the total budget for the five rapid transit corridors is $500 million.
GROWTH ($000's)
SOURCES OF FINANCING 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 20292020-2029
Total
Tax Supported
Capital Levy 2,142 268 180 4,093 7,383 2,455 6,433 7,075 6,491 2,620 4,223 41,221
Debt 27,885 33,934 21,974 18,512 63,119 23,857 43,316 5,691 8,090 4,888 2,213 225,595
Reserve Fund 58 40 - 581 - 115 - 76 14,816 15 - 15,643
Other 342 591 2,116 708 - - - 2,151 - - - 5,565
Total Tax Supported 30,426 34,833 24,270 23,894 70,502 26,426 49,749 14,995 29,397 7,523 6,436 288,024
Non-Tax Supported
Debt 4,650 10,077 13,395 28,592 64,873 14,776 57,757 14,036 3,862 15,103 25,816 248,286
Reserve Fund 66,793 49,980 45,769 48,388 46,106 43,442 51,461 39,789 36,494 32,413 24,875 418,716
Federal Gas Tax - - - - - - - - - - - -
Federal Grants 2,123 11,578 16,609 32,936 38,294 6,021 4,522 4,179 976 - - 115,116
Provincial Grants 1,937 9,648 13,840 27,444 31,909 5,017 3,768 3,482 813 - - 95,920
Other Government (3,038) - - - - 9,212 69,755 32,067 5,305 1,554 1,421 119,314
Other 2,312 7,695 - - - - - - - - - 7,695
Total Non-Tax Supported 74,777 88,978 89,614 137,360 181,182 78,467 187,263 93,553 47,449 49,070 52,113 1,005,048
Total 105,203 123,811 113,883 161,254 251,684 104,893 237,012 108,548 76,846 56,593 58,549 1,293,073
Page 47
FINANCING STRATEGY FOR THE GROWTH CAPITAL BUDGET
The Strategic Financial Plan requires Growth projects be primarily supported by development charges.
Development charges are collected when building permits are issued for new construction. Certain growth
projects (e.g. rapid transit) are also heavily dependent on support from other levels of government. Twenty-two
percent of the current ten year plan for growth is tax supported, primarily through debt (78% tax supported debt).
This tax supported portion is commonly referred to as the “non-growth” component; this portion is defined in the
Development Charges Background Study for each growth project. Using debt to fund the non-growth portion of
a growth capital project is an appropriate source of financing for the new assets being created that have long
useful lives.
Page 48
SERVICE IMPROVEMENT CAPITAL BUDGET
Service Improvement projects provide a new or improved level of service or address an emerging need (e.g.
purchasing property for industrial land, community facility improvements, etc.). These projects are optional, but
the case may be compelling.
Subject to rounding
STRATEGIC PLANNING & THE SERVICE IMPROVEMENT CAPITAL BUDGET
On April 23, 2019 Municipal Council approved the 2019-2023 Strategic Plan (the “Plan) for the City of London.
This Plan is built on input from the community throughout its development and also the foundation of past
strategic plans, master plans, and guiding documents that reflect the input of thousands of Londoners.
The 2019-2023 Strategic Plan sets the vision and focus of Council and
Administration for the next four years and is divided into five areas of focus:
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and Girls
Leading in Public Service
The expected results and strategies included in each area of focus provide direction for development of the
2020-2023 Multi-Year Budget which establishes the resources for, and pacing of, strategy implementation. While
some strategies included in the Plan can be accomplished within exisiting resources, others require additional
investment. These investments are presented during budget deliberations as buisness cases for Council’s
consideration. Once debated, Council approved business cases with capital budget implications are
predominantly reflected in the City’s Service Improvement Capital Budget.
FINANCING STRATEGY FOR THE SERVICE IMPROVEMENT CAPITAL BUDGET
The Capital Budget and Financing Policy for Service Improvement projects sees a mix of capital levy and
reserve funds, as well as debt and non-tax supported funding (Federal Gas Tax), depending on the nature of
each specific project. Funding in this capital project classification is primarily driven by decisions regarding
additional investment business cases through the budget deliberation process.
SERVICE IMPROVEMENT ($000's)
SOURCES OF FINANCING 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 20292020-2029
Total
Tax Supported
Capital Levy 2,430 8,167 4,302 3,677 6,150 5,125 4,150 3,150 5,650 5,650 4,650 50,672
Debt 686 15,402 647 3,499 5,084 4,921 10,000 - - - 2,500 42,052
Reserve Fund 12,627 20,070 7,532 6,378 12,633 5,378 3,998 - - - 11,119 67,108
Other 990 - - - - - - - - - - -
Total Tax Supported 16,734 43,639 12,481 13,554 23,867 15,424 18,148 3,150 5,650 5,650 18,269 159,832
Non-Tax Supported
Debt (17) - - - - - - - - - - -
Reserve Fund 871 - - - - - - - - - - -
Federal Gas Tax 1,250 7,948 500 1,500 9,045 3,500 500 500 5,500 500 500 29,993
Federal Grants 82 5,018 220 - - - - - - - - 5,238
Provincial Grants 41 4,180 183 - - - - - - - - 4,363
Other Government 16 - - - - - - - - - - -
Other 529 - - - - - - - - - - -
Total Non-Tax Supported 2,772 17,146 903 1,500 9,045 3,500 500 500 5,500 500 500 39,595
Total 19,506 60,785 13,384 15,054 32,912 18,924 18,648 3,650 11,150 6,150 18,769 199,427
Page 49
Page 50
CORPORATE SUMMARY
2020-2023 OPERATING BASE BUDGET OVERVIEW ($000's)
Operating Base Budget2019
Budget
2020
Budget
2021
Budget
2022
Budget
2023
Budget
2020-2023
Average %
Inc/(Dec)
Expenditure Budget 973,160 989,600 1,014,687 1,035,167 1,054,032
Net Budget (Tax Levy) 606,536 628,607 651,277 667,999 686,706
Tax Levy % Increase 3.6% 3.6% 2.6% 2.8% 3.2%
2020-2023 Multi-Year Budget ($000's)
Service Program
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
NET BUDGET
Culture1 25,349 26,880 26,148 27,348 26,691 27,791 27,134 28,262 27,605 2,256 2.2% 0.35$
Economic Prosperity 11,770 11,037 11,037 10,628 10,628 10,219 10,219 9,794 9,794 (1,976) -4.5% 0.13$
Environmental Services1 22,886 39,041 24,866 40,433 26,553 40,995 26,687 41,498 26,887 4,000 4.2% 0.34$
Parks, Recreation &
Neighbourhood Services1 36,886 110,476 37,208 113,326 39,388 114,273 39,579 115,149 39,751 2,865 1.9% 0.50$
Planning & Development
Services8,807 18,910 9,051 19,878 9,187 20,264 9,282 20,375 9,247 440 1.2% 0.12$
Protective Services1 179,928 199,830 186,399 204,532 190,920 209,490 195,675 213,232 199,434 19,505 2.6% 2.48$
Social & Health Services1 68,027 253,666 75,142 258,829 80,240 262,950 84,463 266,126 87,582 19,555 6.5% 1.05$
Transportation Services1 72,884 93,784 79,705 97,265 81,537 98,407 82,490 99,333 83,609 10,725 3.5% 1.05$
Corporate, Operational &
Council Services66,076 81,571 66,707 82,679 67,710 85,572 68,800 85,213 69,475 3,399 1.3% 0.88$
Financial Management 113,923 154,406 112,345 159,768 118,423 165,206 123,671 175,049 133,323 19,400 4.1% 1.57$
TOTAL 606,536 989,600 628,607 1,014,687 651,277 1,035,167 667,999 1,054,032 686,706 80,170 3.2% 8.45$
TOTAL 2020-2023 NET BUDGET 2,634,590
Subject to rounding.
Notes:
1 Provincial impacts are reflected in the figures above.
Page 51
2020-2029 CAPITAL BUDGET OVERVIEW ($000’s)
Service Program2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Culture Services 6,794 8,152 1,976 2,016 2,026 14,170 1.2% 15,331 29,501 1.2%
Economic Prosperity 12,625 4,018 8,655 7,420 12,088 32,181 2.8% 38,087 70,268 2.8%
Environmental Services 2,475 41,435 675 2,555 15,625 60,290 5.2% 37,315 97,605 4.0%
Parks, Recreation &
Neighbourhood Services26,501 24,800 22,834 22,171 58,632 128,437 11.1% 113,470 241,906 9.8%
Planning & Development
Services1,745 1,295 2,401 1,784 4,297 9,776 0.8% 3,838 13,614 0.6%
Protective Services 6,122 14,185 20,083 28,263 29,442 91,973 8.0% 110,801 202,774 8.2%
Social & Health Services 5,203 3,548 3,803 3,808 3,808 14,967 1.3% 22,636 37,603 1.5%
Transportation Services 130,679 168,236 143,240 197,894 234,957 744,327 64.6% 893,977 1,638,304 66.3%
Corporate, Operational &
Council Services13,124 13,532 11,171 15,283 16,874 56,861 4.9% 82,180 139,041 5.6%
Total 205,269 279,201 214,837 281,194 377,750 1,152,982 1,317,635 2,470,617
Subject to rounding.
Page 52
Page 53
Page 54
CULTURE HIGHLIGHTS
CENTENNIAL HALL
Overview:
Centennial Hall is a multi-purpose public venue for events such as concerts, dances, dinner dances, banquets, meetings and exhibitions. With
a total area of more than 14,000 square feet, Centennial Hall can accommodate more than 2,300 guests in its upper and lower levels.
2020-23 Highlights:
Existing five year agreement with Donald Jones Management Services (DJMS) expires in December of 2020. A request for renewal will come
forward in the spring of 2020 for 2021-2025.
Centennial Hall will continue to build relationships with more dance groups. DJMS feel the wedding business will continue to grow and concert
promoters will continue to keep Centennial Hall front and centre when booking tours. Our mandate is to keep rental charges reasonable to
continue to allow community groups to have a performance hall that they can afford.
Centennial Hall hosted the Country Music Association of Ontario Awards (CMAO) in 2017/2018 and have re-confirmed them again in 2020.
2020-23 Anticipated Risks and Challenges:
Renovations/repairs will be needed periodically due to the age of the building.
ARTS, CULTURE & HERITAGE ADVISORY & FUNDING
Overview:
The City acts as a central access point for cultural activities in the City through the promotion, collaboration, communication and sharing of
knowledge and resources for the cultural sector.
2020-23 Highlights:
Strengthening Our Community through engagement of Londoners in culture to increase community vibrancy and awareness. This includes
support to cultural events and activities across the City and continued investment in the Community Arts Investment Program and the Community
Heritage Investment Program.
Growing our Economy to develop a top quality workforce by increasing the number of local opportunities for post-secondary students in the
cultural sector.
Attracting new jobs and investments by working with multi-sector stakeholders to develop a Screen-Based Industry Strategy and creating a
vibrant entertainment district in the City of London.
2020-23 Anticipated Risks and Challenges:
Striking a closer balance between cultural initiatives that provide direct economic benefit and those that enhance quality of life.
Encouraging more financial investment in the culture sector.
Page 55
Supporting culture worker employment and increased standard of living through: internships, supports to entrepreneurs and part-time job
programs such as: Learning through the Arts, London Arts Live, Culture City X, and Museum School.
MUSEUM LONDON
Overview:
Museum London is Southwestern Ontario’s leading establishment for the collection and presentation of visual art and material culture. The
Museum is both a local cultural resource and a tourism attraction and supports the local economy. For more than 75 years, Museum London
has offered creative, thought-provoking exhibitions, education activities, and experiences that ignite curiosity, encourage exploration, and inspire
creativity. Our activities are guided by a mandate to collect, preserve, exhibit, and interpret the culture of the region and the nation, fostering
opportunities for artists to create and audiences to engage with the visual arts.
2020-23 Highlights:
Leverage the new Centre at the Forks to attract new individuals and visitors, and continue to invest in culture by ensuring that Londoners have
access to inclusive and diverse exhibitions and programming and actively promote Museum London as a go-to cultural destination.
Manage the infrastructure gap by implementing the asset management program in order to improve Museum London’s infrastructure.
Continue to provide networking opportunities for cultural workers in art, history, literature, music and digital technology focusing on on-site
training of staff/museology interns; exhibiting heritage and local/regional/national artists’ work; and supporting writers, musicians, digital experts
through partnerships.
2020-23 Anticipated Risks and Challenges:
Museum London has been notified regarding a 2020 reduction in its Ontario Arts Council Grant. It is unknown if there will be further Provincial
grant reductions.
Increased costs for facility maintenance and a potential for unplanned and unexpected infrastructure repairs due to aging infrastructure.
ELDON HOUSE
Overview:
Eldon House is a community museum dedicated to the preservation, presentation and interpretation of London Ontario’s “oldest home,” through
the lens of four generations of the Harris Family. Eldon House has a commitment to acquiring, conserving, researching, interpreting, promoting
and exhibiting material culture that best illustrates the history of Eldon House and London, the Harris family, and the people who worked in the
house from the period of 1834–1959. The heritage resources of Eldon House are held in the public trust and aim to provide meaningful and
enriching engagement, serving a diverse audience of visitors. As well as education and research, the Museum interprets and promotes local,
regional and national history.
2020-23 Highlights:
Preserving Our Valued Heritage Resources, focusing on the ongoing preservation and narratives associated with Eldon House, its artifacts,
diaries and grounds. In order to fully utilize the heritage assets of the site, professional collections management and conservation of the artifacts
Page 56
in combination with regularly changing the narratives/stories are continually a priority in order to preserve and protect the historical fabric of the
collection and heritage buildings, as well as to increase visitor interest and cultural connectivity.
Achieving Visitor Growth Through Diverse Experiences, involves the use of more virtual and interactive experiences on and off site, as well as
active efforts to engage with the key residential and business growth and infrastructure developments that are occurring in the Downtown area
in order to generate new visitation, partnerships and to build on other opportunities that are available.
Building Our Capabilities to Deliver, these enablers include increasing the staff and volunteer skills and levels in order to drive the multiple
dimensions of the current operations and proposed Eldon House strategies. It also involves developing a culture of continuous improvement,
innovation and creativity, flexibility and adaptability.
2020-23 Anticipated Risks and Challenges:
There is limited capacity to grow with the current staffing.
Security of assets and staff/visitors in light of growing issues of vandalism and deviant behavior evidenced regularly on site.
The depth of community awareness and understanding of what Eldon House is.
HERITAGE
Overview:
The City administers the heritage planning program to conserve the community’s cultural heritage resources pursuant to the provisions of the
Ontario Heritage Act. In addition, the City owns and manages 17 heritage properties containing buildings and additional heritage attributes and
is the steward of their long-term conservation.
2020-23 Highlights:
Complete Heritage Places 2.0 and complete municipally owned heritage buildings conservation master plan.
Implement Official Plan policies, heritage conservation district plans and guidelines in the review of development proposals.
Review alterations to heritage properties.
Complete Great Talbot Heritage Conservation District (HCD), Gibbons Park HCD.
Conserve heritage properties through heritage designation.
Identify & conserve archaeological resources through assessment.
2020-23 Anticipated Risks and Challenges:
As new properties are added to the City’s Heritage Register as a result of the creation of new HCD’s there will be increasing staff resources
required to review and approve Heritage Alteration Permits that may be required for properties in these new HCD’s.
Page 57
LONDON PUBLIC LIBRARY
Overview:
London Public Library (LPL) provides public library services for all London residents in-person, by telephone, and e-mail through the Central
Library and a network of 15 branches located strategically in London neighbourhoods and a Virtual Online Branch. LPL is recognized for being
a leader in providing relevant, accessible and high quality core services including the provision of Collections & Lending Services; Information
& Programming Services; Technologies; Community Spaces; and Community Engagement and Development.
2020-23 Highlights:
Improve community literacy and increase opportunities for all Londoners through ongoing community partnerships, such as the Age Friendly
Network and Child & Youth Network. As well as, strengthen and expand partnerships with First Nations and Indigenous service providers.
Ensure accessibility to all Londoners through the use of technology, collections and facility improvements. Provide safe and welcoming
community gathering spaces.
Build upon interactive programs and community engagement to increase the variety of programs offered and improve overall attendance. For
example, expand Science, Technology, Engineering, and Math (STEM) programming system wide; continue to offer seniors programs at satellite
locations and increase community knowledge and action through programs offered in partnership with the City.
2020-23 Anticipated Risks and Challenges:
Given the recent change in Provincial government and various budget cuts, the future of the Provincial Library Operating Grant (PLOG) is
uncertain. This represents approximately $600,000 in annual funding for LPL. A reduction, or the elimination, of this operating grant would
result in a decrease to overall service levels provided by LPL, if an alternative source of financing cannot be secured.
With personnel costs representing approximately 68% of total expenditures for LPL, the financial impact of changes to the existing Collective
Agreement (expiring December 31, 2019) and minimum wage as per the Employment Standards Act can have a significant impact to the overall
budget.
As per Ontario Regulation 588/17, all municipalities are required to implement a strategic Asset Management Plan that encompasses all
municipal assets, including those owned and operated by the Boards & Commissions, by July 2023. As of December 31, 2018, LPL’s historical
cost for all tangible capital assets is $60.7 million with an estimated replacement value of $142.4 million. This includes 16 Library locations
throughout the City, totalling over 325,300 square feet and over 871,000 collection items for free public access. Without sufficient funding, there
could be a negative impact to level of service provided at each branch (inconsistencies across the City, barriers to accessibility) and poorly
maintained capital assets will widen the infrastructure gap.
Page 58
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Culture
Strengthening our
Community
Building a Sustainable
City
Growing our
Economy
Creating a Safe London for Women and
Girls
Leading in Public
Service
Centennial Hall
Arts, Culture & Heritage Advisory & Funding
Museum London
Eldon House Heritage
London Public Library
Page 59
OPERATING OVERVIEW CULTURE
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
CULTURE
Centennial Hall 191 848 191 848 191 848 191 848 191 0 0.0% 0.00$
Arts, Culture & Heritage
Advisory & Funding2,373 2,515 2,440 2,467 2,467 2,479 2,479 2,482 2,482 109 1.1% 0.03$
Museum London2 1,740 1,835 1,835 1,866 1,866 1,911 1,911 1,941 1,941 200 2.8% 0.02$
Eldon House 290 295 295 299 299 304 304 308 308 18 1.5% 0.00$
Heritage 204 199 199 208 208 217 217 221 221 17 2.1% 0.00$
Library Services 20,551 21,188 21,188 21,660 21,660 22,032 22,032 22,461 22,461 1,910 2.2% 0.28$
TOTAL CULTURE 25,349 26,880 26,148 27,348 26,691 27,791 27,134 28,262 27,605 2,256 2.2% 0.35$
TOTAL 2020-2023 NET BUDGET 107,578
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial
reporting systems.
2. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are for Consideration.
Culture - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
Museum London excluding
Provincial Impacts1,740 1,821 1,821 1,852 1,852 1,897 1,897 1,927 1,927 186 2.6% 0.02$
For Consideration -
Decrease in Provincial
funding from the Ontario Arts
Council
- 14 14 14 14 14 14 14 14 14 0.2% -$
Museum London Total
including Provincial
Impacts
1,740 1,835 1,835 1,866 1,866 1,911 1,911 1,941 1,941 200 2.8% 0.02$
Subject to rounding.
Page 60
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Centennial Hall - - - - -
Arts, Culture & Heritage Advisory & Funding 2.0 2.0 2.0 2.0 2.0
Museum London 22.5 22.8 22.8 22.8 22.8
Eldon House 4.5 4.5 4.5 4.5 4.5
Heritage 2.0 2.0 2.0 2.0 2.0
London Public Library 199.5 200.5 200.5 200.5 202.5
Total 230.5 231.8 231.8 231.8 233.8
Page 61
CAPITAL OVERVIEW CULTURE
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 2,176 1,966 1,976 2,016 2,026 7,984 56.3% 15,331 23,315 79.0%
Growth 4,618 6,186 - - - 6,186 43.7% - 6,186 21.0%
Service Improvement - - - - - - -% - - -%
Total 6,794 8,152 1,976 2,016 2,026 14,170 15,331 29,501
Source of Financing
Capital Levy 1,077 1,102 1,112 1,102 1,112 4,428 31.2% 6,892 11,320 38.4%
Reserve Funds 1,120 889 864 914 914 3,581 25.3% 8,439 12,020 40.7%
Debt 1,219 3,767 - - - 3,767 26.6% - 3,767 12.8%
Other - - - - - - -% - - -%
Non-Tax Supported 3,378 2,394 - - - 2,394 16.9% - 2,394 8.1%
Total 6,794 8,152 1,976 2,016 2,026 14,170 15,331 29,501
Subject to rounding.
CULTURE SERVICES ($000's)
Page 62
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Culture Services
CS184120 Museum London Repairs Life Cycle 350 360 350 360 1,420 2,380 3,800
CS618620 Centennial Hall Upgrades Life Cycle 180 180 180 180 720 1,080 1,800
CS1670 Public Art Restoration Life Cycle 169 169 169 169 676 1,014 1,690
Heritage
CS232420 Mun Owned Heritage Buildings Life Cycle 497 497 497 497 1,988 2,982 4,970
CS2154 Heritage Conservation Life Cycle 75 75 75 75 300 450 750
Library Services
CS3540 Library Facility Renewal Plan Life Cycle 475 475 525 525 2,000 6,105 8,105
RC3464 Northwest Branch Library Growth 750 5,936 5,936 5,936
CS3341 Library Integrated IT System Life Cycle 220 220 220 220 880 1,320 2,200
Page 63
INFRASTRUCTURE PROFILE OF CULTURE SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Culture Services assets, as detailed in the 2019 Corporate Asset Management Plan. This illustration does not include the London Public Library or Museum London. Approximately 53% of the City‘s Cultural assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
6.1%
61.2%37.7% 53.8%
17.4%
9.4%
13.6%
43.3%30.4%
100.0%
16.9%
98.9%
0%
20%
40%
60%
80%
100%
$91.0M $61.0M $20.7M $8.2M $1.0M
Culture ServicesOverall
Heritage Arts andEntertainments
Public Art andMonuments
Site Work
Culture Services - Asset Condition
Very Good Good Fair Poor Very Poor
Page 64
Page 65
Page 66
ECONOMIC PROSPERITY HIGHLIGHTS
ECONOMIC DEVELOPMENT
Overview:
These City services work in our community to improve the economic well-being of Londoners through the attraction of new companies, growth
of existing business as well as entrepreneurship support activities. This is mainly provided through purchase of service agreements which
include: London Economic Development Corporation, Small Business Centre, and Tech Alliance. This grouping also captures contributions to
the Economic Development Reserve Fund.
2020-23 Highlights:
Attract new foreign direct investment and jobs in London.
Increase activity to support retention and long-term growth of existing businesses.
Connect businesses to skilled talent pools.
2020-23 Anticipated Risks and Challenges:
External factors such as global economic conditions, exchange rates, government incentives and protectionism policies contribute to the
competitive environment for business investments.
Attracting and retaining skilled workforce and building capacity to match available talent to employer needs.
COMMUNITY IMPROVEMENT/ BIA
Overview:
The City currently provides incentives to private property owners under the provision of eight Community Improvement Plans (CIP’s) for the
purposes of making improvements to properties. The City also provides support to Business Improvement Areas (BIA’s).
2020-23 Highlights:
Complete the Lambeth Area CIP, complete the Affordable Housing CIP.
Implement Neighbourhood CIP’s (Downtown, Old East Village, SoHo, Hamilton Road, Lambeth).
Implement Closed School Strategy to add open space and/or affordable housing within CIP areas.
Update incentive marketing materials, support business improvement areas, prepare BIA creation/expansion manual.
Report on the State of the Downtown bi-annually.
Continue the procurement process for the Old Victoria Hospital Lands.
Review regeneration tools for Hyde Park area.
Rezone the Hamilton Road Corridor, Lambeth Main Street Corridor to streamline approval processes.
Page 67
2020-23 Anticipated Risks and Challenges:
The Hamilton Road BIA was established, and the Downtown and Old East Village BIAs expanded to include additional businesses. This results
in additional pressures on staff time to support local businesses.
Two additional Community Improvement Plans (CIPs), Lambeth and Hamilton Road, were added and the Downtown CIP was expanded. This
results in more properties being eligible for financial incentives, which in turn increases staff requirements for processing applications.
City Planning anticipates the establishment of an Affordable Housing CIP which we foresee as increasing staff workload significantly. Additional
staff resources will be required.
City Planning also anticipates the establishment of a Core Area CIP coming out of the Core Area Action Plan (or the combination of existing
CIPs), including the addition of new incentives, which we foresee as increasing staff workload significantly.
RBC PLACE LONDON
Overview:
RBC Place London is London’s premier gathering place, where knowledge is shared, new connections are made and experiences delight. The
hosting of conventions, conferences and multi-day events attracts new visitors and dollars to the community which drives the economy. Non-
resident event delegates directly spend on average $341 per day visiting London. Annually, RBC Place London generates $18 - $21 million in
direct spend positively impacting London.
2020-23 Highlights:
Leading with excellence to ensure all guest experiences are delightful and facility is operationally efficient achieving total revenue of $6.7 million
in 2020 with economic impact of $22 million increasing to $24 million by 2024.
Connector of People and Ideas: Positioning RBC Place London as the preferred venue in Southwestern Ontario for meeting and sharing,
attracting more groups to meet in London and acting as facilitator of new connections for the community.
RBC Place London Block Development – execute on the vision of a flexible, iconic gathering place working with partners and the community.
2020-23 Anticipated Risks and Challenges:
Increased competition: The convention marketplace in Ontario and Canada is extremely capital intensive and competitive. New entrants attract
groups with new destinations or new facilities. Customers are seeking unique venues to meet so the competition has expanded outside the
convention industry to all large facilities where groups gather (new facility is scheduled to open in Cambridge in 2019).
Potential downturns in the economy negatively impacting corporate meetings, gatherings and convention attendance resulting in reduced
revenue, lower utilization and ability to generate an operational surplus.
Limited capital to invest in this 26 year old building impacting future competitiveness of RBC Place London.
Page 68
TOURISM & SPORTS ATTRACTION
Overview:
Tourism London is the lead marketing agency for a vibrant regional tourism industry, facilitating a range of marketing programs and activities
which are responsive to market needs. Tourism London acts as the voice of tourism industry within the City of London and the community at
large.
2020-23 Highlights:
Key bids being prepared for major music and sport events as well as major conventions in London.
Working to strategically align with Parks and Recreation’s Service/Strategic Plan as per new changes to Tourism London reporting.
Partnerships will expand to include partners related to the programming and engagement of Dundas Place as Tourism London is the physical
gateway to the flex street.
2020-23 Anticipated Risks and Challenges:
Uncertainty around Tourism London budget and the use of Municipal Accommodation Tax funding.
Service agreement uncertainty.
COVENT GARDEN MARKET
Overview:
The Covent Garden Market provides a space for the community to gather and independent businesses to provide goods and services, promoting
local small businesses.
2020-23 Highlights:
Creating lasting relationships with festival coordinators (six festivals in 2019).
Monitor sales and increase target marketing to increase market traffic.
Maintain high level of tenant satisfaction.
2020-23 Anticipated Risks and Challenges:
Construction, homelessness and drug issues in the downtown core driving away business, tenants and interest in having festivals located at the
market.
Page 69
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Economic Prosperity
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Economic Development
Community Improvement/BIA
RBC Place London
Tourism & Sports Attraction
Covent Garden Market
Page 70
OPERATING OVERVIEW ECONOMIC PROSPERITY
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
%
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
ECONOMIC PROSPERITY
Economic Development 8,829 8,109 8,109 7,666 7,666 7,228 7,228 6,789 6,789 (2,040) -6.4% 0.10$
Community Improvement /
Business Improvement Areas240 242 242 245 245 247 247 247 247 7 0.8% 0.00$
RBC Place London 638 648 648 658 658 668 668 678 678 39 1.5% 0.01$
Tourism & Sports Attraction 2,062 2,037 2,037 2,059 2,059 2,077 2,077 2,080 2,080 18 0.2% 0.02$
Covent Garden Market - - - - - - - - - 0 0.0% -$
TOTAL ECONOMIC
PROSPERITY11,770 11,037 11,037 10,628 10,628 10,219 10,219 9,794 9,794 (1,976) -4.5% 0.13$
TOTAL 2020-2023 NET BUDGET 41,678
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial
reporting systems.
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Economic Development 3.0 3.0 3.0 3.0 3.0
Community Improvement / Business Improvement
Areas 1.0 1.0 1.0 1.0 1.0
RBC Place London 54.0 54.0 54.0 54.0 54.0
Tourism & Sports Attraction 14.5 14.5 14.5 14.5 14.5
Covent Garden Market 5.3 5.3 5.3 5.3 5.3
Total 77.8 77.8 77.8 77.8 77.8
Page 71
CAPITAL OVERVIEW ECONOMIC PROSPERITY
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 2,153 540 1,123 992 910 3,565 11.1% 5,092 8,656 12.3%
Growth - - - 150 5,000 5,150 16.0% - 5,150 7.3%
Service Improvement 10,472 3,478 7,532 6,278 6,178 23,467 -% 32,995 56,462 -%
Total 12,625 4,018 8,655 7,420 12,088 32,181 38,087 70,268
Source of Financing
Capital Levy - - - - - - -% - - -%
Reserve Funds 12,542 3,966 8,632 7,270 6,638 26,506 82.4% 25,587 52,093 74.1%
Debt (164) - - - 2,500 2,500 7.8% 12,500 15,000 21.3%
Other - - - - - - -% - - -%
Non-Tax Supported 247 52 23 150 2,950 3,175 9.9% - 3,175 4.5%
Total 12,625 4,018 8,655 7,420 12,088 32,181 38,087 70,268
Subject to rounding.
ECONOMIC PROSPERITY ($000's)
Page 72
INFRASTRUCTURE PROFILE OF ECONOMIC PROSPERITY
The assets used to deliver service under the City’s Economic Prosperity service program area are not included in the scope of the City’s Corporate
Asset Management Plan; therefore an infrastructure profile is not presented for this area.
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Economic Development
ID1150 ILDS Internal Servicing Service Improvement 9,839 2,400 5,654 4,400 4,300 16,754 30,679 47,433
TS1308 Hwy 401 Interchange Projects Growth 20,000 5,000 5,000 5,000
GG1721-9 Fanshawe College - Kingsmills Service Improvement 4,500 900 900 900 900 3,600 900 4,500
ID1145 Future Industrial Land Acquisition Service Improvement 35,288 800 800 800 2,400 2,400
ID2169 ILDS External Transportation
ServicingService Improvement 1,169 103 103 103 103 413 1,341 1,754
RBC Place London
EP176520 Convention Centre Repairs Life Cycle 488 1,100 992 460 3,040 5,092 8,131
Covent Garden Market
EP1780 Covent Garden Market Roof
ReplacementLife Cycle 450 450 450
Page 73
Page 74
Page 75
ENVIRONMENTAL SERVICES HIGHLIGHTS
CONSERVATION AUTHORITIES
Overview:
Three conservation authorities, Kettle Creek Conservation Authority (KCCA), Lower Thames Valley Conservation Authority (LTVCA), and Upper
Thames River Conservation Authority (UTRCA), ensure the conservation, restoration and responsible management of water, land and natural
environments.
2020-23 Highlights:
Kettle Creek Conservation Authority
In an effort towards continuous improvement, KCCA will work with member municipalities to accommodate loss of Provincial funding and
maintain a consistent level and standard of programs and services with the least impact to the municipal levy by pursuing revenue generating
opportunities such as Wi-Fi services in campgrounds, expanded rental opportunities and events at conservation areas, etc. as well as cost
containment measures including shared services.
As a tributary to Lake Erie, a source of drinking water, KCCA is committed to working collaboratively with a variety of agencies to reduce
phosphorous loadings by undertaking erosion control projects, tree planting, wetland creation and other projects as identified in the Lake Erie
Action Plan.
Continue to mitigate climate change and the loss of forest cover by pursuing funding opportunities and planting on average 50,000 trees per
year throughout the watershed, maintaining status as Reforest London’s top tree planter and bolstering wetland cover by undertaking wetland
creation projects through the Elgin Clean Water Program and the Kettle Creek Clean Water Initiative with at least 3 hectares of wetland per
year.
Lower Thames Valley Conservation Authority
Key actions include planting of trees, and creation of wetlands and tall grass prairies in the Lower Thames Watershed.
Upper Thames River Conservation Authority
Completion of the Strategic Targets by the end of 2021.
Maintaining service levels in critical flood control activities with the support of municipal partners.
Increasing attention in Planning and Regulations due to Bill 108 and City of London service level changes.
Page 76
2020-23 Anticipated Risks and Challenges:
The recent changes made to the Conservation Authorities Act have the potential to significantly impact the operating budgets of conservation
authorities and as an extension, municipal budgets. The full effects of legislative changes are not yet known and budgets may need to be
adjusted depending on the extent of future announcements.
ENVIRONMENTAL ACTION PROGRAMS & REPORTING
Overview:
Environmental Action and Reporting (Environmental Programs) works in collaboration with other key stakeholders at a local, regional, provincial,
and national level on environmental projects and initiatives and is committed to being easily accessible to the citizens and businesses of London.
Environmental Programs applies practical municipal and private sector experience with a focus on climate change mitigation and adaptation,
community energy planning, active transportation, transportation demand management, urban watershed management, natural landscaping,
community capacity building and community outreach focusing primarily on the built environment.
2020-23 Highlights:
Development and implementation of the Climate Change/Severe Weather Adaptation Strategy for London's built infrastructure.
Address Council’s Climate Emergency Declaration through actions and reporting.
Development and implementation of the 2019-2023 Community Energy Action Plan.
2020-23 Anticipated Risks and Challenges:
The Provincial Government has significantly reduced resources allocated for climate change mitigation & adaptation, which has resulted in fewer
programs and incentives to assist Londoners and London businesses to take action on climate change.
Changes to the Federal Government (minority government versus majority government) may change the direction of the climate change
initiatives federally and provincially.
A significant severe weather event could occur prior to the completion of the Climate Change/Severe Weather Adaptation Strategy, which could
negatively impact public opinion on the City’s commitment to climate change adaptation.
Page 77
GARBAGE RECYCLING & COMPOSTING
Overview:
The City provides garbage collection and disposal services to single and multi-family homes in the community, with certain services (e.g.
disposal) extended to the business sector. The City also provides garbage collection to commercial customers located on residential routes
(approximately 1,000 customers). The City provides recycling and leaf and yard waste collection and management to residents of the
community, with recyclable processing provided to other municipalities in Southwestern Ontario.
2020-23 Highlights:
Completion of Individual Environmental Assessment (EA) for the Expansion of the W12A Landfill Site. The Terms of Reference (ToR) for the
Individual EA were approved in July 2019. The work over the 2020-2023 period will involve completing the required technical studies, reviewing
the results with the various stakeholder groups and completing the required Environmental Protection Act (EPA) and Ontario Water Resources
Act (OWRA) approvals for the approved, expanded site. It is expected that this work will be complete and the expanded site will be able to
accept waste in summer/fall of 2023.
Implementation of the 60% Waste Diversion Action Plan, including implementing a curbside Green Bin Program for the management of organics,
subject to the approval of the Additional Investment Business Case.
Follow and participate in the consultations and mechanisms proposed/developed to transition the existing Blue Box Recycling Program to a full
producer responsibility model where industry will be responsible for both funding and operations of the Blue Box Recycling Program.
2020-23 Anticipated Risks and Challenges:
Tipping fee revenue from the W12A Landfill Site can fluctuate significantly from year to year depending on the strength of the economy, external
competition, Provincial direction for higher diversion from the industrial, commercial and institutional sectors, and overall marketplace factors
dealing with the quantity of garbage being handled at private landfill sites in southwestern Ontario and Michigan (United States).
Uncertainty in global markets for recovered materials sold from the Material Recovery Facility (MRF) is expected to continue to reduce revenues
for these items for the majority of the 2020-2023 budget period.
Details and timing of the switch to full producer responsibility (both operations and funding) of the Blue Box Recycling Program will provide some
levels of uncertainty for the 2020-2023 budget period.
Legislation, regulations and expectations from Provincial regulators continues to increase at waste management facilities (e.g. health and safety,
environmental protection, neighbourhood impacts, etc.). Further investments in these areas is anticipated.
Page 78
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Environmental Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Kettle Creek Conservation Authority
Lower Thames Valley Conservation Authority
Upper Thames Valley Conservation Authority
Environmental Action Programs & Reporting
Garbage Recycling & Composting
Page 79
OPERATING OVERVIEW ENVIRONMENTAL SERVICES
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
ENVIRONMENTAL SERVICES
Kettle Creek Conservation
Authority2 551 557 557 574 574 591 591 609 609 58 2.5% 0.01$
Lower Thames Valley Conservation
Authority2 169 170 170 173 173 177 177 179 179 11 1.5% -$
Upper Thames River Conservation
Authority2 3,720 3,920 3,920 4,150 4,150 4,233 4,233 4,318 4,318 598 3.8% 0.05$
Environmental Action Programs &
Reporting796 948 820 957 830 965 838 969 842 46 1.4% 0.02$
Garbage, Recycling & Composting 17,651 33,445 19,398 34,578 20,826 35,029 20,849 35,422 20,939 3,288 4.5% 0.26$
TOTAL ENVIRONMENTAL
SERVICES 22,886 39,041 24,866 40,433 26,553 40,995 26,687 41,498 26,887 4,000 4.2% 0.34$
TOTAL 2020-2023 NET BUDGET 104,993
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial reporting systems.
2. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are for Consideration.
Page 80
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Kettle Creek Conservation Authority 20.0 19.0 19.0 19.0 19.0
Lower Thames Valley Conservation Authority 29.0 28.0 28.0 28.0 28.0
Upper Thames River Conservation Authority 128.0 127.3 129.0 131.0 131.0
Environmental Action Programs & Reporting 5.0 5.0 5.0 5.0 5.0
Garbage, Recycling & Composting 105.8 102.8 101.8 102.8 101.8
Total 287.8 282.1 282.8 285.8 284.8
Environmental Services - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
Kettle Creek Conservation Authority
excluding Provincial Impacts551 524 524 541 541 558 558 576 576 25 1.2% 0.01$
For Consideration - Hazard
Program Funding Cut- 33 33 33 33 33 33 33 33 33 1.3% -$
Kettle Creek Conservation
Authority Total including
Provincial Impacts
551 557 557 574 574 591 591 609 609 58 2.5% 0.01$
Lower Thames Valley Conservation
Authority excluding Provincial
Impacts
169 165 165 168 168 172 172 174 174 6 0.9% -$
For Consideration - Hazard
Program Funding Cut- 5 5 5 5 5 5 5 5 5 0.6% -$
Lower Thames Valley
Conservation Authority Total
including Provincial Impacts
169 170 170 173 173 177 177 179 179 11 1.5% -$
Upper Thames Valley Conservation
Authority excluding Provincial
Impacts
3,720 3,810 3,810 4,038 4,038 4,119 4,119 4,202 4,202 482 3.1% 0.05$
For Consideration - Hazard
Program Funding Cut- 110 110 112 112 114 114 116 116 116 0.7% -$
Upper Thames Valley
Conservation Authority Total
including Provincial Impacts
3,720 3,920 3,920 4,150 4,150 4,233 4,233 4,318 4,318 598 3.8% 0.05$
Subject to rounding.
Page 81
CAPITAL OVERVIEW ENVIRONMENTAL SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 1,170 5,935 675 1,555 625 8,790 14.6% 9,315 18,105 18.5%
Growth - - - - - - -% 20,000 20,000 20.5%
Service Improvement 1,305 35,500 - 1,000 15,000 51,500 85.4% 8,000 59,500 61.0%
Total 2,475 41,435 675 2,555 15,625 60,290 37,315 97,605
Source of Financing
Capital Levy 145 - - - - - -% - - -%
Reserve Funds 553 16,352 - - 6,455 22,807 37.8% 14,816 37,623 38.5%
Debt - 11,700 - - - 11,700 19.4% - 11,700 12.0%
Other 380 - - - - - -% - - -%
Non-Tax Supported 1,397 13,383 675 2,555 9,170 25,783 42.8% 22,499 48,282 49.5%
Total 2,475 41,435 675 2,555 15,625 60,290 37,315 97,605
Subject to rounding.
ENVIRONMENTAL SERVICES ($000's)
Page 82
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Environmental Action Programs
EV6020 Active Transportation Life Cycle 300 300 300 300 1,200 1,800 3,000
Garbage Recycling & Composting
SW6050 New & Emerging Solid Waste Service Improvement 500 35,500 35,500 35,500
SW6080 Long Term Disposal Capacity Service Improvement 1,000 15,000 16,000 8,000 24,000
SW6020 Organic Waste Diversion Growth 20,000 20,000
SW602120 W12A New Cell Construction Life Cycle 4,600 4,600 4,600
SW6530 Material Recovery Facility Life Cycle 60 230 50 450 730 2,835 3,565
SW604020 Landfill Gas Collection Life Cycle 370 100 370 100 940 2,020 2,960
SW601420 W12A Ancillary Life Cycle 300 150 300 150 900 1,650 2,550
Page 83
INFRASTRUCTURE PROFILE OF ENVIRONMENTAL SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Environmental Services assets, as detailed in the 2019 Corporate Asset Management Plan. Approximately 93% of the City‘s Environmental Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
12.3%22.7%
51.6% 73.9% 32.7%
29.6%25.8%
32.8%
6.9%
0%
20%
40%
60%
80%
100%
$85.0M $33.5M $51.5M
Environmental ServicesOverall
Solid Waste Diversion Solid Waste Disposal
Environmental Services - Asset Condition
Very Good Good Fair Poor Very Poor
Page 84
Page 85
Page 86
PARKS, RECREATION AND NEIGHBOURHOOD SERVICES HIGHLIGHTS
NEIGHBOURHOOD & RECREATION SERVICES
Overview:
Provides accessible, quality spaces for community recreation programs, activities, and neighbourhood gatherings as well as activities and
programs that enhance the health and well-being of Londoners and community based organizations. Neighbourhood and Recreation Services
also provides a broad spectrum of amazing recreational opportunities for the community, including but not limited to: aquatics and arena services,
sports services, special events facilitation, golf, and Storybook Gardens. Other valuable services provided by Neighbourhood & Recreation
Services include community and neighbourhood development and children and youth services.
2020-23 Highlights:
Child Care and Early Years System:
o In collaboration with the Ministry of Education and other partners, the City of London is supporting the development of new licensed child
care spaces and expansion of the Child Care and Early Years system including an Indigenous-led Child Care and EarlyON Child and
Family Centre.
o Through extensive consultation throughout the London and Middlesex community of children, families and service providers, the 2019-
2023 Child Care and Early Years Service System Plan (Plan) was developed. The London-focused part of the Plan established the
following three primary goals for our community to focus on over the next four years:
Moving beyond collaboration, coordination, and co-location to an integrated, family-centred model of service delivery across the
entire service system;
Enhancing the early years programs and services through the development of a network of Family Centres to provide identifiable,
accessible, family-friendly access points to the service system;
Strengthening the licensed child care sector to enhance the accessibility, responsiveness, affordability, and quality of the system.
Allocate municipal funding through programs such as the London Community Grants Program and the Neighbourhood Small Events Fund and
Neighbourhood Decision Making Program to advance priorities outlined in the Strategic Plan for the City of London.
Aquatics - Opening of the new East Community Centre and Pool.
Arenas - Design and construct the Southeast Arena and Community Centre.
Storybook Gardens - The addition of a pavilion to provide additional covered programming and rentable space.
Sports Services - Increase baseball diamond inventory through development of Sports Parks as well as the lighting of diamonds where possible.
Recreation Administration - Work with business partners to successfully implement and support the ongoing operation of our new Recreation
Management System (PerfectMind).
Parks Planning & Design - We will continue to expand and enhance the Thames Valley Parkway to link all areas of the City.
Page 87
2020-23 Anticipated Risks and Challenges:
Provincial Impacts on Child Care and Early Years Funding:
o As of March 2020, the Federal-Provincial bilateral Agreement to administer the Canada-Ontario Early Learning and Child Care (ELCC)
Funding to Service System Managers, comes to an end. Accordingly, ELCC Funding may terminate as of March 2020. It is not yet known
whether the Federal-Provincial bilateral Agreement will be re-executed to maintain this funding allocation beyond March 2020.
o The Provincial Government has announced a series of upcoming changes to Child Care and Early Years funding allocations. These
changes include a 50% reduction to maximum allowable Administration funding, from 10% to 5%. This funding change is anticipated to
be introduced in 2021.
o The Provincially funded Fee Stabilization Support Funding envelope ended as of March 2019. As of 2020, the City will receive no Fee
Stabilization Support Funding.
o Provincial changes include the requirement for municipalities to cost-share all Administration funding on a 50%/50% basis and the
requirement that municipalities’ cost-share all Expansion Plan funding on an 80%/20% basis (the municipality being responsible for 20%).
The funding changes are anticipated to be introduced in 2021.
o The City strongly supports strategic expansion and growth within the Child Care and Early Years System. The Provincial Funding required
to support the growth and expansion is lacking and uncertain.
o There is a very strong and growing demand for Provincial Funding to support Child Care Fee Subsidy in our community, to allow families
to access Licensed Child Care. The demand for Child Care Fee Subsidy resulted in a waitlist being implemented as of November 2019 to
ensure that services did not exceed available Provincial Funding. As of early-September 2019, the waitlist for Child Care Fee Subsidy in
London exceeds 650 children.
Through the allocation of municipal grants to not-for-profits, there are cost pressures on grant budgets through the London Community Grants
Program:
o 2020: The multi-year granting stream received 71 applications with requests totalling $27.5M (a total of $9.3M was available), the innovation
and capital granting stream received 26 applications with requests totalling $4.3M (a total of $496,000 was available).
o In April 2019, Municipal Council approved a policy change to address requests greater than the innovation and capital grant stream’s
annual budget amount. The update includes a new process that will allow projects to be reviewed by a community review panel using the
London Community Grants Program process and criteria. Projects recommended by the community review panel will then be referred to
the budget process. This may help to alleviate some of the cost pressures within the innovation and capital grant stream.
Golf - Capital requirements will need to be funded through golf reserve fund.
Storybook Gardens - Seeking funding to introduce a new attraction to Storybook Gardens to attract and retain visitors and support park growth.
Sports Services - Limited land available within the Urban Growth Boundary (UGB) for additional diamonds or fields.
Special Events - Policy changes driven by event organizers and the community.
Parks & Horticulture - Geese activity in our major parks is becoming problematic. Staff will be seeking a solution within the framework of the
City’s Humane Wildlife Conflict Policy.
Parks Planning & Design - Bill 108 is changing the Development Charges Act which may have a significant impact on the City’s ability to pay
for the development of new parks.
Page 88
PARKS & URBAN FORESTRY
Overview:
Parks and Urban Forestry provides three unique services to the management of trees and natural spaces. Parks and Horticulture provides
property management, maintenance and care of City parks, open spaces and roadsides, as well as risk management and grounds maintenance
at all City buildings. Parks & Natural Areas Planning & Design provides professional & technical services for the planning, design and
construction of new and existing parks and pathway systems. It also carries out the assessment, planning, protection, and management of the
City’s natural heritage system. Urban Forestry provides professional and technical services (including tree planting, pruning, trimming and
removal services) and develops policies, guidelines, strategies, by-laws and plans related to the protection, maintenance, forest health and
planting of trees.
2020-23 Highlights:
The Tree Protection By-law and Boulevard Tree Protection By-law are new and help preserve our urban forest.
2020-23 Anticipated Risks and Challenges:
Trees are at risk due to Asian Long-Horned Beetle, Oak Wilt, Gypsy Moth and Maple decline due to opportunistic fungi. We are monitoring with
input from other agency experts and applying treatments that are available.
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Parks, Recreation &
Neighbourhood Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Neighbourhood & Recreation Services
Parks & Urban Forestry
Page 89
OPERATING OVERVIEW PARKS, RECREATION & NEIGHBOURHOOD SERVICES
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net %
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
PARKS, RECREATION & NEIGHBOURHOOD SERVICES
Neighbourhood & Recreation Services1 23,343 96,911 23,699 99,686 25,803 100,548 25,910 101,366 26,025 2,682 2.8% 0.33$
Parks & Urban Forestry 13,543 13,565 13,509 13,641 13,584 13,725 13,669 13,783 13,727 183 0.3% 0.17$
TOTAL PARKS, RECREATION &
NEIGHBOURHOOD SERVICES 36,886 110,476 37,208 113,326 39,388 114,273 39,579 115,149 39,751 2,865 1.9% 0.50$
TOTAL 2020-2023 NET BUDGET 155,926
Subject to rounding.
Notes:
1. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are Recommended and for Consideration.
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Neighbourhood & Recreation Services 443.7 440.5 441.5 441.6 441.8
Parks & Urban Forestry 115.5 112.5 112.5 112.5 112.5
Total 559.2 553.0 554.0 554.1 554.3
Parks, Recreation & Neighbourhood Services - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net %
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
Neighbourhood and Recreation Services
excluding Provincial Impacts23,343 96,836 23,624 97,589 23,706 98,439 23,801 99,251 23,910 567 0.6% 0.31$
Recommended - Child Care
Administrative Municipal Cost Sharing
Changes
- - - 392 392 404 404 410 410 410 0.4% -$
For Consideration - Child Care
Expansion Funding Municipal Cost
Sharing Changes
- - - 1,630 1,630 1,630 1,630 1,630 1,630 1,630 1.7% 0.02$
For Consideration - Mandated
implementation of Community Safety &
Well-Being Plan
- 75 75 75 75 75 75 75 75 75 0.1% -$
Neighbourhood and Recreation
Services Total including Provincial
Impacts
23,343 96,911 23,699 99,686 25,803 100,548 25,910 101,366 26,025 2,682 2.8% 0.33$
Subject to rounding.
Page 90
CAPITAL OVERVIEW PARKS, RECREATION & NEIGHBOURHOOD SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 9,193 9,451 9,426 10,756 10,041 39,673 30.9% 63,504 103,177 42.7%
Growth 14,409 11,123 10,608 9,415 46,592 77,738 60.5% 36,766 114,504 47.3%
Service Improvement 2,899 4,226 2,800 2,000 2,000 11,026 8.6% 13,200 24,226 10.0%
Total 26,501 24,800 22,834 22,171 58,632 128,437 113,470 241,906
Source of Financing
Capital Levy 9,492 9,589 9,131 8,377 7,971 35,068 27.3% 51,095 86,163 35.6%
Reserve Funds 1,085 3,547 2,430 3,838 3,371 13,186 10.3% 28,547 41,733 17.3%
Debt 9,035 2,943 4,997 4,119 32,476 44,534 34.7% 16,564 61,098 25.3%
Other 714 - - - - - -% - - -%
Non-Tax Supported 6,176 8,720 6,276 5,837 14,815 35,648 27.8% 17,263 52,912 21.9%
Total 26,501 24,800 22,834 22,171 58,632 128,437 113,470 241,906
Subject to rounding.
PARKS, RECREATION & NEIGHBOURHOOD SERVICES ($000's)
Page 91
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Neighbourhood & Recreation Services
RC220120 Recreation Facilities Life Cycle 3,759 3,239 4,259 3,239 14,496 25,034 39,530
RC2757 Northwest Multi Purpose Rec
CentreGrowth 4,000 2,700 25,285 31,985 31,985
RC2813 North Neighbourhood Community
CentreGrowth 2,000 2,000 11,452 13,452
RC2758 South East Multi Purpose Rec
Centre - Arena AnchoredGrowth 25,956 11,584 11,584 11,584
RC2783 New Spray Pad (2019-2023) Growth 500 500 500 1,500 1,000 2,500
RC2602 Farquharson Arena
Decommission & RenovationService Improvement 125 2,186 2,186 2,186
RC2445 Senior Centres Life Cycle Life Cycle 1,680 256 256 116 126 754 1,026 1,780
Parks & Urban Forestry
UF2047 Urban Forest Strategy Service Improvement 1,200 1,400 1,600 1,600 5,800 9,600 15,400
PK204319 New Major Open Space (2019-
2023)Growth 270 2,012 930 551 3,557 7,050 2,851 9,901
PK102320 Maintain District Parks Life Cycle 850 885 885 950 3,570 5,980 9,550
RC274920 Park Facilities Mjr Upgrades Life Cycle 555 846 1,340 1,260 4,001 4,675 8,676
PK301919 New Urban Parks (2019-2023) Growth 910 2,456 1,091 618 364 4,529 2,730 7,259
PK212419 New Thames Valley Parkway Growth 1,406 2,093 1,177 1,177 785 5,232 327 5,559
PK218519 New Pedestrian Bridges and
Tunnels (2019-2023)Growth 2,325 525 500 1,575 4,925 525 5,450
PK213520 Maintain Thames Valley
ParkwayLife Cycle 425 425 425 475 1,750 3,050 4,800
Page 92
INFRASTRUCTURE PROFILE OF PARKS, RECREATION AND NEIGHBOURHOOD SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Parks, Recreation and Neighbourhood Services assets, as detailed in the 2019 Corporate Asset Management Plan. Approximately 74% of the City‘s Parks, Recreation and Neighbourhood Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
13.9% 18.0%31.1%
34.8%43.6%
28.1%
29.3%
24.9%
25.0%
26.7%
21.1%
14.3%
9.4%
22.5%
8.5%10.9%
22.0%8.8%
0%
20%
40%
60%
80%
100%
$961.7M $402.1M $372.3M $187.3M
Parks, Recreation andNeighbourhood Services
Overall
Urban Forestry Recreation Parks
Parks, Recreation and Neighbourhood Services - Asset Condition
Very Good Good Fair Poor Very Poor N/A
Page 93
Page 94
Page 95
PLANNING & DEVELOPMENT SERVICES HIGHLIGHTS
BUILDING APPROVALS
Overview
Building Approvals serves the building industry and the public through building permit issuance and related inspections.
2020-23 Highlights:
There will be an increase of five staff in 2020 and one in 2021; the additional staff are required to meet provincially legislated prescribed
timeframes to process building permits. A 2017 audit conducted by Deloitte that provincially legislated prescribed timeframes were not being
met.
Enhancements to the Building portal providing ‘real-time’ permit application review status.
Establish remote/fully mobile work facilities for all inspection staff.
2020-23 Anticipated Risks and Challenges:
Ongoing legislative changes pertaining to the Building Code Act and maintenance requirements and reports for existing buildings.
Ensure all staff maintain or upgrade their Provincial qualifications as required by the Ministry of Municipal Affairs.
Province-wide shortage of qualified building official applicants – succession planning issues.
PLANNING SERVICES
Overview:
Guides growth and development in the City through a number of different measures, including but not limited to overseeing the City’s official
plan and zoning bylaw, coordinating Geographic Information Systems services for the City, undertaking long-range planning and research and
providing long-range guidance on planning-related matters to other City functions.
2020-23 Highlights:
Planning Policy – zoning, London Plan, urban growth, affordable housing, secondary plans, industrial lands, legislative changes.
Sustainability & Resiliency – climate emergency, green city strategy, resiliency strategy, environmental management, master plans.
City Building & Design – urban design, infill and intensification, secondary plans, specific initiatives.
Urban Regeneration – core area, music/entertainment, urban agriculture, closed schools, downtown, corridors.
Smart Cities – implementation plan, steering committee.
Economic Partnerships – engage post-secondary institutions in City studio and increase partners.
Page 96
2020-23 Anticipated Risks and Challenges:
Bill 108 and changes to the Planning Act will require staff to evaluate and alter existing regulations and policies.
The Climate Emergency Declaration by Council will require considerable staff time in order to evaluate and implement recommendations,
including significant coordination with other service areas.
The Core Area Action Plan was tabled in 2019, and outlines immediate action items that will require significant staff attention and resources
over the 2020-2022 timeframe. Coordination with other service areas will be a large component of this as well.
On-going changes to Provincial policy and legislation can be unpredictable and require staff to adjust work programs to accommodate
responding to this legislation within mandated timelines. This can put additional pressure on staff time as well as on the ability to deliver other
projects.
DEVELOPMENT SERVICES
Overview:
Development Services fosters development that advances Council’s policies, by-laws and standards to build a great City. Our work meets the
needs of both the development community and the broader community with timely, quality development approvals that are in the public interest.
Development Services also meets the needs of various City departments and other stakeholders such as the London Economic Development
Corporation.
2020-23 Highlights:
Service delivery enhancements: Digital Application Tracker (subject to funding approval), Site Plan Continuous Improvement (Lean Six Sigma
follow-up), Condominium Process Review and Lean Six Sigma Process Reviews (zoning, subdivisions, consents/minor variances, customer
service).
Provincial Bill 108 included changes to the Planning Act, reducing approval timelines for Official Plan Amendments (210 to 120 days), Zoning
By-law Amendments (150 to 90 days) and Plans of Subdivision (180 to 120 days). To meet the new targets while maintaining regulatory review
and community engagement, there will be the need to hire four new staff members to process applications, which will cost approximately
$400,000 and be funded through additional user fees.
2020-23 Anticipated Risks and Challenges:
Revised Planning Act timeframes in relation to development application requests and enhanced community consultation.
Sufficiency of Development Charges revenues to maintain construction timelines for major growth infrastructure.
Page 97
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Planning & Development
Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Building Approvals
Planning Services
Development Services
Page 98
OPERATING OVERVIEW PLANNING & DEVELOPMENT
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Building Approvals 56.4 61.6 61.6 61.6 61.6
Planning Services 32.3 32.3 32.3 32.3 32.3
Development Services 67.0 71.6 76.1 75.6 75.6
Total 155.7 165.5 170.0 169.5 169.5
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
PLANNING & DEVELOPMENT SERVICES
Building Approvals (499) 6,700 (472) 6,894 (428) 7,052 (420) 7,082 (500) (1) -0.6% (0.01)$
Planning Services 4,237 4,593 4,454 4,685 4,546 4,772 4,633 4,817 4,678 441 2.5% 0.06$
Development Services 5,069 7,618 5,069 8,300 5,069 8,440 5,069 8,476 5,069 0 0.0% 0.07$
TOTAL PLANNING &
DEVELOPMENT SERVICES 8,807 18,910 9,051 19,878 9,187 20,264 9,282 20,375 9,247 440 1.2% 0.12$
TOTAL 2020-2023 NET BUDGET 36,767
Subject to rounding.
Page 99
CAPITAL OVERVIEW PLANNING & DEVELOPMENT
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 550 220 220 220 220 880 9.0% 1,320 2,200 16.2%
Growth 815 948 2,056 1,364 3,977 8,344 85.4% 1,918 10,262 75.4%
Service Improvement 380 127 125 200 100 552 5.6% 600 1,152 8.5%
Total 1,745 1,295 2,401 1,784 4,297 9,776 3,838 13,614
Source of Financing
Capital Levy 581 495 420 422 562 1,899 19.4% 2,033 3,932 28.9%
Reserve Funds 705 30 15 335 15 396 4.0% 298 693 5.1%
Debt - 112 1,246 - 2,492 3,849 39.4% - 3,849 28.3%
Other 15 - - - - - -% - - -%
Non-Tax Supported 444 658 720 1,026 1,228 3,632 37.2% 1,507 5,139 37.8%
Total 1,745 1,295 2,401 1,784 4,297 9,776 3,838 13,614
Subject to rounding.
PLANNING & DEVELOPMENT SERVICES ($000's)
Page 100
INFRASTRUCTURE PROFILE OF PLANNING & DEVELOPMENT
The assets used to deliver service under the City’s Planning & Development service program area are not included in the scope of the City’s Corporate
Asset Management Plan; therefore an infrastructure profile is not presented for this area.
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Planning Services
PD216219 New Civic Spaces 2019-2023 Growth 1,570 3,140 4,710 4,710
PD224320 Maintain Environmentally
Significant AreasLifecycle 220 220 220 220 880 1,320 2,200
PD2179 New ESA Conservation Master
PlansGrowth 358 358 717 358 1,075
PD1218 London's Downtown Plan - Small
Scale ProjectsService Improvement 100 100 100 100 100 400 600 1,000
Development Services
GG1036 DC Process Consultant 2029 Growth 500 500
GG1035 DC Process Consultant 2024 Growth 50 450 450 450
Page 101
Page 102
Page 103
PROTECTIVE SERVICES HIGHLIGHTS
ANIMAL SERVICES
Overview:
Administers the licensing, management, care and adoption of cats and dogs in the community. In addition, Animal Services works with other
community organizations to foster animal welfare.
2020-23 Highlights:
Continue to maintain London’s status as a pro-adoption “no-kill” companion animal municipality.
2020-23 Anticipated Risks and Challenges:
Contract renewal uncertainty – the Veterinary Services contract for the operation of London Animal Shelter Services is set to expire.
BY-LAW ENFORCEMENT & PROPERTY STANDARDS
Overview:
Ensures compliance with the City’s by-laws, both on public and private properties. Enforcement and compliance is conducted on a proactive
approach through specific initiatives and blitzes and in response to community complaints.
2020-23 Highlights:
Continue to review existing by-laws in an effort to meet demands for public safety, consumer protection and nuisance control.
2020-23 Anticipated Risks and Challenges:
The concern of homelessness continues to have an impact in the community, and requires more resources to monitor and maintain public safety
and security. Continued requests for pro-active enforcement initiatives presents resource challenges.
CORPORATE SECURITY & EMERGENCY MANAGEMENT
Overview:
Corporate Security and Emergency Management provides external and internal services regarding emergency and security matters. Corporate
Security is responsible for the protection of all city assets including people and infrastructure. Programs include infrastructure protective systems,
security audits, fire safety, downtown camera management, incident and emergency response, guard services, event security planning and
executive protection. In addition we are key partners in community safety through management of community protests and events, participation
in the Informed Response Program and Community Safety Audits. Emergency Management is a legislative service that focuses on (i)
Page 104
emergency response, training, partner engagement and collaboration and (ii) business continuity, public education, awareness and community
emergency notification and (iii) emergency communications.
2020-23 Highlights:
Security Services will continue to partner on the Informed Response Program and expand our involvement in relation to safety issues in the
downtown area of London by completing audits and implementing key recommendations.
Security Services will continue to focus on asset protection and community safety including expanded efforts related to Rapid Transit and
additional facilities as part of our growing community.
2020-23 Anticipated Risks and Challenges:
There continues to be increased concern regarding the safety of our community both in general and in relation to City facilities including parks.
Incident frequency is increasing as the City grows and we will need to find innovative ways and partnerships to meet the challenges we are
seeing in our community.
It is anticipated that there will be increased emergency events as the impacts of climate change starts to impact our community. This will strain
resources and increase reliance on the public to play a larger role in mitigating and responding to emergency situations.
LONDON FIRE SERVICES
Overview:
The London Fire Department (LFD) responds to various types of fire and other emergency calls, including but not limited to structure fires, car
fires, water & ice rescue, motor vehicle collisions in the city and Highways 401 and 402 and cardiac related events. The LFD also conducts Fire
Code inspections, prosecutes noncompliant property owners and tenants, investigates the cause and origin of fires and delivers public fire and
life safety education programs.
2020-23 Highlights:
LFD has planned for a Comprehensive Risk Assessment and Master Fire Plan to be completed in 2020; the department continues to monitor
high-rise development that continues throughout all response zones causing strain on resources and deployment. This will be considered in
development of the Master Fire Plan.
The department continues to monitor growth in the southeast part of the City, more specifically the residential development east of Summerside
subdivision, as well as industrial and institutional growth in Innovation Park, with Station 15 construction expected to be completed in 2022 and
operational in 2023.
LFD is planning for the addition of an aerial company in 2022 to be considered in the development of the Master Fire Plan.
Public education and fire safety inspection programs are being focused on the areas of the City that have been identified as more prone to fires.
Prevention activities such as the fire safety marketing campaign are focused on the areas of concern, the demographic customer base specific
to the area, and the most prevalent ignition sources found in each area.
Page 105
2020-23 Anticipated Risks and Challenges:
The current redeployment plan focuses on maximizing service levels within the Urban Growth Boundary (UGB). The system is being stressed
as new growth occurs at the periphery of the UGB. This is particularly the case where high density occupancies are permitted. Developments
are already being approved in areas where response times are extremely strained, but also where no hydrants exist, which is of concern to the
LFD and will be addressed through the Comprehensive Risk Assessment and Master Fire Plan.
Fires in high-rise buildings require a greater complement of firefighters than do smaller residential occupancies. With an increase in the number
of high-rises, particularly at the periphery of the UGB, a resource review is required to explore the need for an additional aerial and staffing. In
anticipation, an additional aerial company is included within the 10-year capital plan.
In 2014, the Province recognized several new cancers within its presumptive legislation to be introduced in 2014 to 2017, inclusive. Lung cancer
was added in 2016 and skin cancer was added in 2017. These changes have a significant budget impact in the short term, as well as going
forward. It should be noted that in 2016 the Province also recognized Post Traumatic Stress Disorder (PTSD).
Presently, the Fire Prevention Division is encountering staffing challenges for a variety of reasons, most notably the ability to hire trained and
competent Inspectors due to the Province’s training model. The Department plans to continue to initiate recruitments until a full complement is
reached which is expected by 2022.
LONDON POLICE SERVICES
Overview:
The primary mandate of the London Police Service (LPS) remains consistent—“to enhance the safety and security of the citizens of London.” The Provincial Adequacy Standards mandate five core functions to be addressed by all police services in Ontario. They are: Crime Prevention, Law Enforcement, Assistance to Victims of Crime, Public Order Maintenance and Emergency Response. Success in accomplishing this mandate is achieved by: providing optimum public safety and security to enhance the quality of life in the community; fostering trusting, caring partnerships with the community in all its diversity; developing effective communications within our organization and with those we serve; promoting a safe and equitable workplace, allowing for the professional development of employees to their fullest potential; promoting training and lifelong learning; and acquiring and using resources efficiently and responsibly.
Page 106
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Protective Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Animal Services
By-Law Enforcement & Property Standards
Corporate Security & Emergency Management
London Fire Services
London Police Services
Page 107
OPERATING OVERVIEW PROTECTIVE SERVICES
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
PROTECTIVE SERVICES
Animal Services 1,815 3,081 1,812 3,179 1,910 3,237 2,006 3,296 2,091 275 3.6% 0.02$
By-Law Enforcement &
Property Standards1,743 4,884 1,743 5,040 1,743 5,258 1,743 5,247 1,743 0 0.0% 0.03$
Corporate Security &
Emergency Management2,600 2,736 2,691 2,779 2,733 2,820 2,773 2,848 2,800 200 1.9% 0.03$
Fire Services 62,183 65,647 65,412 66,932 66,693 68,296 68,054 70,020 69,774 7,592 2.9% 0.87$
London Police Services2 111,586 123,481 114,740 126,602 117,840 129,879 121,099 131,821 123,025 11,438 2.5% 1.53$
TOTAL PROTECTIVE
SERVICES 179,928 199,830 186,399 204,532 190,920 209,490 195,675 213,232 199,434 19,505 2.6% 2.48$
TOTAL 2020-2023 NET BUDGET 772,428
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial reporting
systems.
2. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are for Consideration.
Protective Services - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
London Police Services
excluding Provincial Impacts111,586 122,842 114,101 125,963 117,201 129,240 120,460 131,182 122,386 10,799 2.3% 1.52$
For Consideration - Reduction
in grant funding received from
the Province
- 639 639 639 639 639 639 639 639 639 0.2% 0.01$
London Police Services
Total including Provincial
Impacts
111,586 123,481 114,740 126,602 117,840 129,879 121,099 131,821 123,025 11,438 2.5% 1.53$
Subject to rounding.
Page 108
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Animal Services 1.6 1.6 1.6 1.6 1.6
By-Law Enforcement & Property Standards 43.0 48.0 49.0 50.0 50.0
Corporate Security & Emergency Management 12.0 12.0 12.0 12.0 12.0
Fire Services 416.5 416.5 416.5 416.5 416.5
London Police Services 852.0 857.0 857.0 857.0 857.0
Total 1,325.1 1,335.1 1,336.1 1,337.1 1,337.1
Page 109
CAPITAL OVERVIEW PROTECTIVE SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 5,168 10,880 9,304 8,403 8,587 37,173 40.4% 63,848 101,021 49.8%
Growth 51 52 10,252 16,034 20,052 46,389 50.4% 40,258 86,646 42.7%
Service Improvement 903 3,254 527 3,826 804 8,411 9.1% 6,696 15,107 7.5%
Total 6,122 14,185 20,083 28,263 29,442 91,973 110,801 202,774
Source of Financing
Capital Levy 1,793 10,199 4,904 4,007 5,236 24,346 26.5% 39,587 63,933 31.5%
Reserve Funds 3,609 3,735 4,727 5,084 4,071 17,617 19.2% 26,036 43,653 21.5%
Debt 410 - 9,108 13,811 17,758 40,677 44.2% 40,270 80,947 39.9%
Other 250 199 - - - 199 0.2% - 199 0.1%
Non-Tax Supported 60 52 1,344 5,361 2,377 9,133 9.9% 4,909 14,042 6.9%
Total 6,122 14,185 20,083 28,263 29,442 91,973 110,801 202,774
Subject to rounding.
PROTECTIVE SERVICES ($000's)
Page 110
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Corporate Security & Emergency
Management
GG1055 One Voice Communications
InfrastructureLife Cycle 9,493 800 800 800 800 3,200 5,000 8,200
GG1589 Facil Mtce-Security Measures Life Cycle 1,195 250 250 250 250 1,000 1,325 2,325
Fire Services
FS115220 Emergency Fire Vehicle Life Cycle 52 505 770 938 2,265 11,780 14,045
FS117620 Fire Stations LCR Life Cycle 960 1,550 760 750 4,020 4,780 8,800
FS1092 Ph2-Replacement & Relocation of
Fire Training TowerService Improvement 804 804 6,696 7,500
FS112320 Replace Firefighter Equipment Life Cycle 150 699 656 714 2,219 4,514 6,733
FS1087/FS1088/FS1089 New Fire Station
15Growth 500 200 4,178 4,378 4,378
FS1090 Relocate Existing Resources To
New Fire Station No. 16Service Improvement 750 200 3,499 3,699 3,699
Police Services
PP4462 Police Headquarters Expansion Growth 10,000 10,000 20,000 40,000 40,000 80,000
PP431420 Replace Police Vehicles Life Cycle 2,444 2,366 1,916 2,201 8,927 12,545 21,472
PP4295 Police Technology Equipment Life Cycle 1,733 647 671 1,293 4,345 7,469 11,813
PP444420 Police Headquarters Building
RepairsLife Cycle 625 650 675 700 2,650 4,725 7,375
PP4405 Police Portable Radio User Gear
ReplacementLife Cycle 1,080 2,014 2,014 4,568 6,582
PP4291 Police Misc Equipment Purchase Life Cycle 662 1,083 411 756 2,912 2,657 5,568
PP4471 Police Leasehold Improvements Service Improvement 2,000 2,000 2,000
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INFRASTRUCTURE PROFILE OF PROTECTIVE SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Protective Services assets, as detailed in the 2019 Corporate Asset Management Plan. The Plan does not include asset information for London Police Services. Approximately 62% of the City‘s Protective Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
9.9%22.0% 15.4%
12.2%12.0%
20.9%
39.6% 47.5%
26.6%
28.4%
27.6%32.7% 22.0%
18.2%
10.7% 8.6%
31.9%
0%
20%
40%
60%
80%
100%
$105.3M $63.8M $17.9M $23.6M
Protective Services - FireOverall
Fire Stations and Facilities Emergency Fire Vehicles Non-Emergency FireVehicles & Equipment
Protective Services - Asset Condition
Very Good Good Fair Poor Very Poor
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SOCIAL AND HEALTH SERVICES HIGHLIGHTS
HOUSING SERVICES
Overview:
Responsible for the funding and administration of social housing programs, oversight of affordable housing through the Housing Development
Corporation, the maintenance of the coordinated access/centralized wait list system, and legislative and local policy compliance. Housing
Services monitors provider and program compliance with legislation, develops housing policies, administers subsidies and provides assistance
and advice to stakeholders.
2020-23 Highlights:
As identified through the 2019-2023 City’s Strategic Plan, the Housing Division will focus on Strengthening the Support for Individuals and
Families in need of affordable housing by delivering on the Homeless Prevention and Housing Updated 5 Year Plan; the 2020-2023 Multi-Year
Budget has identified the resources required to implement this plan.
With the investments from the Federal & Provincial governments, the Housing Division will focus on supporting social housing providers with
expiring operation agreements.
Continue to collaborate with HDC and LMCH with public housing regeneration activities.
2020-23 Anticipated Risks and Challenges:
The continued challenge of ensuring adequate affordable and appropriate housing options for individuals and families in our community
continues to be a concern. Challenges of homelessness and the need for additional support services to maintain housing, especially for the
most vulnerable in the community, continues to persist. Housing Division will continue to explore additional housing options and supports to
assist individuals and families towards housing stability.
The implementation of new initiatives from the Federal and Provincial governments through the National Housing Strategy and Ontario’s
Community Housing Renewal Strategy will provide opportunities for the City to create new and additional opportunities for individuals and
families within our community. The municipality has received approved allocations of funding under the Canada Ontario Community Housing
Initiative (COCHI) and Ontario Priorities Housing Initiative (OPHI) from 2019/20 to 2021/22. Funding for subsequent years is unknown. It will be
important for the Housing Division to ensure the timely and prudent use of these funds.
Provincially funded Strong Communities Rent Supplement program ($924K) is scheduled to expire in March 2023 without provincial commitment
to continue this program or funding.
HOUSING DEVELOPMENT CORPORATION (HDC)
Overview:
A municipal corporation mandated with the development of affordable housing in London and Middlesex County. As the lead agency for the
development of new affordable housing, HDC works with the City’s Housing Services division, third party developers and other parties to
Page 115
stimulate and sustain affordable housing development through the provision of financial incentives for new affordable housing units. HDC
collaborates with London & Middlesex Community Housing (LMCH) on the revitalization of the LMCH’s public housing stock by assisting in the
capacity of a consultant in the building, planning, financing and development process
2020-23 Highlights:
Work with the City on affordable housing bonusing within multi-residential developments.
Work with the City on creating an affordable housing Community Improvement Plan to advance affordable housing city-wide.
Activate surplus and other strategic lands to advance developments inclusive of new affordable housing.
2020-23 Anticipated Risks and Challenges:
Should federal/provincial programs discontinue funding, it would put pressure on local governments to solely fund affordable housing.
There is pressure to create more units as the social housing waitlists continue to grow.
Rising market housing costs.
LONDON & MIDDLESEX COMMUNITY HOUSING (LMCH)
Overview:
A municipal corporation mandated with the ownership and maintenance of 3,282 rent-geared-to-income social housing units. LMCH’s range of
services include tenant services, facilities management, facilities renewal and corporate support services (finance, human resources,
procurement). LMCH coordinates its efforts with those of the City and other community organizations to provide necessary supports to its
residents.
2020-23 Highlights:
Core Business Activities – LMCH will continue to make progress in our core areas of service. Developing LMCH’s role in the delivery of housing
across the continuum through incremental adjustments in service and housing options. A continuous improvement approach in which all staff
seek out, support and implement changes to make the services we provide better quality and more cost-effective, is the strategy for systemic
and direct service progress.
CMHC Co-Investment Application – Subject to Municipal Council approval of the Additional Investment Business Case, Civic Administration and
LMCH will continue to engage in discussions with CMHC to negotiate funding principles and to determine the extent of the municipal contribution
and loan guarantee with respect to the Co-Investment repair/renewal funding application. The objective of these negotiations will be to maximize
available funding while limiting the net tax levy impact based on what the City can afford.
Regeneration Public Housing Plan – To advance the regeneration strategy for LMCH by identifying and collaborating with community members
in determining site options and development plans for implementation. Sites will be prioritized using categories of land use planning, social
aspects, financial feasibility of development and asset management. Development of full site plans for prioritized sites will be developed and
evaluated by a City’s Champions Table for feasibility and opportunity with reporting to Council for endorsement. The City of London and HDC
will continue to be key partners in promoting and initiating the regeneration activities that are determined to be best in service of our community.
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2020-23 Anticipated Risks and Challenges:
Decline in unit quality that become increasingly expensive to operate and lifecycle renewal costs accelerating leading to risk of unit closure and
potential reduction in RGI housing units.
LMCH is at risk of not meeting security standards under the Residential Tenancies Act: Safety and reasonable enjoyment of tenants.
Work Refusals and increased WSIB/ Health and Safety Complaints.
Health and safety of staff including burn out, vicarious trauma, serious injury, etc.
Inadequate service delivery of core business including vacancy, maintenance, tenant services and customer service.
Increased cases of unsuccessful tenancies and unstable buildings or sites.
Negative social impacts including decline in the well-being and health of tenants.
Additional and significant unplanned capital costs.
LONG TERM CARE
Overview:
Dearness Home provides medical, nursing, personal, therapeutic, respite and social work services to 243 residents from the London-Middlesex
catchment area. Dearness Home assists people to age with dignity who are otherwise unable to care for themselves due to medical or physical
conditions and who are unable to obtain appropriate supports from other means.
2020-23 Highlights:
A proposed addition (subject to budget approval) of a large auditorium will allow an excellent environment for our residents to view or participate
in events, as Dearness Home currently cannot accommodate larger events in the very small events area. This ability, together with the flexibility
to sub-divide the new auditorium into small sections and run concurrent events, would greatly expand the number and potential variety of events
housed.
Commission on Accreditation of Rehabilitation Facilities (CARF) Accreditation was achieved in June 2019 and will be renewed in the summer
of 2022. The Adult Day Program & Wellness Centre will continue to take part in an accreditation survey that assists service providers in
improving the quality of their services, demonstrating value, and meeting internationally recognized organizational and program standards. The
accreditation process applies sets of standards to service areas and business practices during an on-site survey. Accreditation also
demonstrates a provider's commitment to enhance its performance, manage its risk, and distinguish its service delivery. We will be planning to
repeat our current 3 Year Excellence Standard when we are revisited by CARF in June 2022.
2020-23 Anticipated Risks and Challenges:
Should the auditorium not be constructed, the current, extremely small area for facility events will continue to diminish the opportunity for our long term care residents to enjoy communal events. It will also mean that for larger events residents will continue to be exposed to poor sightlines and drafts when seating is expanded into the lobby area (due to structural pillars and the proximity to the main exit). Failing to construct will mean the Home will also not gain the ability to sub-divide the large auditorium with sliding walls to create separate spaces for multiple concurrent events (for example: a resident entertainment, staff education and a community meeting).
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The demand for increased care levels will likely continue to challenge the level of care that the Adult Day Program can currently provide: that is
the limit to the number of clients who need medical assistance or help eating or transferring that our staffing can provide. We will continue to
carefully assess all new clients to ensure the quality of our service and the safety of clients and staff.
LAND AMBULANCE
Overview:
Middlesex-London Paramedic Service (MLPS) is responsible for providing 24‐hour emergency and non‐emergency pre-hospital medical care
and transportation to individuals experiencing injury or illness. MLPS strives to deliver an efficient and high quality emergency response and
care service to the communities of London and Middlesex, with required provincial targets and standards as a minimum service level, and to
contribute to the health of the communities through active collaboration with other health care, community and emergency services partners.
MIDDLESEX-LONDON HEALTH UNIT
Overview:
The Middlesex‐London Health Unit (Health Unit) aims to ensure both City and County residents have access to the public health services they
need. From monitoring the region for communicable diseases, to developing programs and services for local families at all stages of their
children’s development and working with community partners to ensure the safety of the food we eat, the water we drink and the air we breathe,
the Health Unit plays an important role in our community. The Health Unit is dedicated to preventing illness and injury, promoting and protecting
one’s health, and improving quality of life.
SOCIAL & COMMUNITY SUPPORT SERVICES
Overview:
Homeless Prevention seeks to achieve a coordinated and integrated outcome focused approach to solve the experience of homelessness for
individuals and families.
Immigration Services aims to foster economic growth and promote a caring city through community partnerships that attract, support and retain
immigrants to the community.
Subsidized Transit provides affordable transportation in order to help remove and prevent barriers that affect a person’s ability to gain and
maintain employment, access health care, and pursue recreational, educational and social activities for themselves and their family.
Social Assistance under the Ontario Works Act, includes but is not limited to Income and Employment Support, Discretionary Benefits, Life
Stabilization, and Educational Supports.
2020-23 Highlights:
The Ministry of Children, Community, and Social Services launched a multi-year Social Assistance Reform Plan in 2019 and as the Service
Manager the City of London is required to ensure all Ministry priorities are met over the coming years, by determining assistance eligibility within
4 days on 75% of all Ontario Works applications.
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Ontario Works clients will receive enhanced customer service through rapid intake processing, enhanced eligibility processing, and strict
adherence to client participation in employment activities.
Develop a sustainable and integrated business plan for five subsidized transit programs including: Subsidized Transit for the Visually Impaired;
Children 12 and Under Ride for Free; Income-Related Transit Program for Individuals 18 Years of Age and Over; Subsidized Transit for Youth
Ages 13 up to and Including 17; and Subsidized Transit for Seniors. The integrated business plan will be developed in collaboration with the
London Transit Commission (LTC) to support affordable transit so that Londoners can move around the city safely in a manner that meets their
need that is simple and easy to access.
2020-23 Anticipated Risks and Challenges:
The Ministry of Children, Community, and Social Services has stipulated that any failure to achieve the increased outcomes targets would result
in an up-to 15% financial claw-back on employment funding. For the City of London that would equate to roughly $1,300,000.
o The Ministry of Children, Community, and Social Services have frozen the City of London Ontario Works Cost of Administration funding
for both 2019 and 2020 to the 2018 end of year actuals causing significant financial pressures as well as staffing and resourcing constraints.
The Province of Ontario has launched a comprehensive and disruptive Employment Transformation plan that will see the responsibility of
employment services for those on Social Assistance move from municipalities to a Service System Manager that could be from the Private, Non-
Profit, or Public Sector and will manage services for the entire economic region.
o Employment Transformation efforts are set to conclude prior to the end of the City of London Multi-Year Budget term. Should the City of
London not be selected as the regional Service System Manager for Employment Services, the bulk of the 100% Ministry funding ($8.9
million) for employment services the City receives will end.
The current budget for subsidized transit does not meet the current need of the program; without an increase in funding or a change to eligibility,
subsidized transit will continue to run a deficit annually.
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LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Social & Health Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Housing Services
Housing Development Corporation
London & Middlesex Community Housing
Long Term Care Land Ambulance
Middlesex-London Health Unit
Social & Community Support Services
Page 120
OPERATING OVERVIEW SOCIAL & HEALTH SERVICES 2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
SOCIAL & HEALTH SERVICES
Housing Services 11,554 23,392 11,600 23,366 11,820 23,320 12,038 23,471 12,263 709 1.5% 0.15$
Housing Development
Corporation 2,292 2,343 2,343 2,395 2,395 2,448 2,448 2,503 2,503 211 2.2% 0.03$
London & Middlesex
Community Housing10,440 11,195 11,195 11,690 11,690 12,229 12,229 12,809 12,809 2,369 5.3% 0.15$
Long Term Care 5,130 24,152 5,290 24,322 5,368 24,455 5,408 24,569 5,427 297 1.4% 0.07$
Land Ambulance 16,443 20,812 20,812 24,461 24,461 27,275 27,275 29,312 29,312 12,869 15.8% 0.33$
Middlesex-London Health
Unit26,095 6,705 6,705 6,705 6,705 6,705 6,705 6,705 6,705 610 2.5% 0.09$
Social & Community Support
Services2 16,072 165,066 17,197 165,890 17,802 166,517 18,359 166,759 18,563 2,492 3.7% 0.23$
TOTAL SOCIAL & HEALTH
SERVICES 68,027 253,666 75,142 258,829 80,240 262,950 84,463 266,126 87,582 19,555 6.5% 1.05$
TOTAL 2020-2023 NET BUDGET 327,426
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial
reporting systems.
2. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are Recommended and for Consideration.
Page 121
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Housing Services 19.3 20.3 20.3 20.3 20.3
Housing Development Corporation 6.0 6.0 6.0 6.0 6.0
London & Middlesex Community Housing 67.6 67.6 67.6 67.6 67.6
Long Term Care 229.7 237.5 237.5 237.5 237.5
Middlesex-London Health Unit 275.9 275.9 275.9 275.9 275.9
Social & Community Support Services 274.6 265.0 265.0 265.0 265.0
Total 873.1 872.3 872.3 872.3 872.3
Social & Health Services - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
Middlesex-London Health Unit
excluding Provincial Impacts6,095 6,095 6,095 6,095 6,095 6,095 6,095 6,095 6,095 (0) 0.0% 0.08$
Recommended - Municipal
Cost Sharing Changes- 610 610 610 610 610 610 610 610 610 2.5% 0.01$
Middlesex-London Health
Unit Total including
Provincial Impacts
6,095 6,705 6,705 6,705 6,705 6,705 6,705 6,705 6,705 610 2.5% 0.09$
Social & Community Support
Services - excluding
Provincial Impacts
16,072 163,854 15,985 164,402 16,314 164,780 16,622 164,947 16,751 680 1.0% 0.21$
For Consideration -
Provincial Cost of
Administration Funding for
Ontario Works Capped at
2018 Levels
- 1,212 1,212 1,488 1,488 1,737 1,737 1,812 1,812 1,812 2.7% 0.02$
Social & Community
Support Services - Total
including Provincial
Impacts
16,072 165,066 17,197 165,890 17,802 166,517 18,359 166,759 18,563 2,492 3.7% 0.23$
Subject to rounding.
Page 122
CAPITAL OVERVIEW SOCIAL & HEALTH SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 3,366 2,798 2,803 2,808 2,808 11,217 74.9% 17,636 28,853 76.7%
Growth - - - - - - -% - - -%
Service Improvement 1,837 750 1,000 1,000 1,000 3,750 25.1% 5,000 8,750 23.3%
Total 5,203 3,548 3,803 3,808 3,808 14,967 22,636 37,603
Source of Financing
Capital Levy 879 840 1,095 1,100 1,100 4,135 27.6% 6,168 10,303 27.4%
Reserve Funds 4,294 2,708 2,708 2,708 2,708 10,832 72.4% 16,468 27,300 72.6%
Debt - - - - - - -% - - -%
Other - - - - - - -% - - -%
Non-Tax Supported 30 - - - - - -% - - -%
Total 5,203 3,548 3,803 3,808 3,808 14,967 22,636 37,603
Subject to rounding.
SOCIAL & HEALTH SERVICES ($000's)
Page 123
Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Housing Services
PH2640 Regenerating Public Housing Plan Service Improvement 750 750 1,000 1,000 1,000 3,750 5,000 8,750
London & Middlesex Community
Housing
LMH261820 Public Housing Major
UpgradesLife Cycle 2,208 2,208 2,208 2,208 8,832 13,248 22,080
Long Term Care
DH162020 Dearness Major Upgrades Life Cycle 500 500 500 500 2,000 3,220 5,220
Social & Community Support Services
SH2755 Ontario Works Capital
ReplacementLife Cycle 138 90 95 100 100 385 1,168 1,553
Page 124
INFRASTRUCTURE PROFILE OF SOCIAL AND HEALTH SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Social and Health Services assets, as detailed in the 2019 Corporate Asset Management Plan. Approximately 98% of the City‘s Social and Health Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
11.9%
91.1% 95.8%
10.2%
6.5% 4.2%
45.8%
25.9%
6.1%
0%
20%
40%
60%
80%
100%
$64.6m $61.1 M $3.5 M
Social and Health Services -Dearness Home
Overall
Dearness Home Building and Sitework
Equipment
Social and Health Services - Asset Condition
Very Good Good Fair Poor Very Poor
Page 125
Page 126
Page 127
TRANSPORTATION SERVICES HIGHLIGHTS
PARKING
Overview
This service provides access to convenient short‐term on‐street parking and long‐term off‐street parking to support businesses, commercial and
institutional facilities and entertainment venues. This is important for a variety of reasons such as ensuring traffic flows during peak times,
emergency vehicles have access to buildings and water connections and persons with accessibility parking permits have access to designated
accessible parking spaces.
2020-23 Highlights:
Implementation of the Downtown Parking Strategy financial model and ongoing exploration of partnerships in order to accomplish strategic
goals.
Implement a variety of technology improvements to allow for enhanced revenue generation including replacing equipment and implementing
license plate recognition technology.
2020-23 Anticipated Risks and Challenges:
The future of Downtown stability and growth requires focused strategies on parking supply and accessibility.
Reduction and/or relocation of on-street parking spaces results in reduced potential revenues and impacts accessibility to short-term parking
spaces.
Risks to Parking Services would be impacted if the proposed technology/hardware improvements are not implemented, including loss in revenue
and risks to the Corporation such as the inability to enforce parking violations and Payment Card Industry (PCI) non-compliance.
LONDON TRANSIT COMMISSION
Overview:
London Transit Commission is responsible for the provision of both conventional and specialized public transit service to all Londoners. London
Transit’s vision is to be “The valued and trusted mobility choice for Londoners.” This vision will be attained through delivering on its mission
statement, which is, “Moving Londoners – progressively, reliably and affordably.”
2020-23 Highlights:
Implement LTC’s 2020-2024 Five Year Conventional and Specialized Service Plans.
o Conventional: Increasing by an additional 70,400 service hours over the period
o Specialized: Increasing by an additional 24,000 service hours over the period.
Implement LTC Ridership Growth Strategy.
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2020-23 Anticipated Risks and Challenges:
Implementation of fare increases while mitigating often associated ridership declines.
Working closely with the transit industry and Provincial government to maintain the Provincial Gas Tax funding as a stable source of funding to
offset operating costs and fund capital improvements.
ROADWAYS
Overview:
Roadway Maintenance - The City performs a range of maintenance activities on its 3,729 lane kilometres of roads and 1,541 lane kilometres of
sidewalk, including street sweeping, pothole patching, utility cut repairs, curb and gutter repairs.
Roadway Planning & Design – Manages the planning, renewal, growth and improvement of the City’s transportation network. Services include
the delivery of transportation lifecycle renewal and growth capital programs including active transportation.
Winter Maintenance – The City undertakes a range of winter maintenance activities on its road and sidewalk network, including but not limited
to winter roads patrolling to monitor conditions, snow plowing, ice prevention and snow removal.
Traffic Control & Street Lights – The City provides pedestrian/vehicular traffic control, appropriate lighting, and signage and pavement markings.
2020-23 Highlights:
Manage congestion and travel times through implementation of the strategic program of road improvements identified in the Smart Moves
Transportation Master Plan.
The City of London maintains roadways and sidewalks in accordance with the Provincial Minimum Maintenance Standards for Municipal
Highways (MMS), Regulation 239/02. This Provincial regulation under the Municipal Act specifies minimum maintenance standards that includes
the maintenance of related roads, sidewalk and bike lanes. Winter standards include thresholds to deploy resources and time to complete the
work after the snowfall ends.
Implementation of the Transportation Intelligent Mobility Management System (TIMMS) will defer the need to widen the roads by optimizing the
capacity of the existing roads. The goals of this project are to reduce intersection delays, ensure shorter travel times for transit users and drivers
and prepare London’s transportation network for the future by installing transit signal priority and other traffic signal improvements – such as
sensors and video cameras – along major corridors.
2020-23 Anticipated Risks and Challenges:
The timing of winter weather events influences the impact on the road, sidewalk and bike lane users. If the snowfall ends by the late evening,
City forces have time to clear most routes before the beginning of the school or work day. Early morning snow events are more impactful as
snow crews navigate through the system in traffic.
Timely approval of the various contracts required to implement along with project coordination including third parties.
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RAPID TRANSIT
Overview:
Rapid Transit manages the planning, design, and construction of the City’s bus rapid transit system. This includes coordination with renewal
and system improvements of underground infrastructure along the rapid transit corridors and active transportation connections to transit.
2020-23 Highlights:
Revitalize 5.9 kms (Downtown Loop & part of the East London Link Connection) of arterial roadway as a rapid transit corridor including renewal
of underground infrastructure, street-scaping and active transportation connections to transit.
2020-23 Anticipated Risks and Challenges:
An aggressive schedule is required in order to take full advantage of Provincial and Federal funding. A high level of coordination with municipal
service partners and private utilities will be required to advance the design and construction within the desired timeframe.
A significant amount of land acquisition is required in order to construct the project. This will have to be undertaken earlier in the design process
than typical in order to meet the aggressive construction schedule.
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Transportation Services
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Parking
London Transit Commission
Roadways Rapid Transit
Page 130
OPERATING OVERVIEW TRANSPORTATION SERVICES
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net %
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
TRANSPORTATION SERVICES
Parking (3,592) 3,472 (3,648) 3,992 (3,718) 4,136 (3,844) 4,139 (3,841) (249) -1.7% (0.05)$
London Transit Commission2 32,831 37,860 37,860 39,367 39,367 40,161 40,161 41,044 41,044 8,213 5.9% 0.51$
Roadways 43,645 52,372 45,493 53,826 45,889 54,030 46,173 54,071 46,407 2,762 1.6% 0.59$
Rapid Transit - 80 - 80 - 80 - 80 - 0 0.0% -$
TOTAL TRANSPORTATION
SERVICES 72,884 93,784 79,705 97,265 81,537 98,407 82,490 99,333 83,609 10,725 3.5% 1.05$
TOTAL 2020-2023 NET BUDGET 327,341
Subject to rounding.
Notes:
1. Boards and Commissions are reported as the net expenditure to the City with the exception of the London Police Service which contains gross expenditures and non-tax revenue as a result of shared financial
reporting systems.
2. Provincial impacts are reflected in the figures above; the table below details the Provincial Impacts that are for Consideration.
Transportation Services - Budget Breakdown of Provincial Impacts
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net %
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
London Transit Commission
excluding Provincial Impacts32,831 32,378 32,378 33,885 33,885 34,679 34,679 35,562 35,562 2,731 2.0% 0.44$
For Consideration -
Elimination of planned
doubling of provincial gas tax
- 5,482 5,482 5,482 5,482 5,482 5,482 5,482 5,482 5,482 3.9% 0.07$
London Transit
Commission Total including
Provincial Impacts
32,831 37,860 37,860 39,367 39,367 40,161 40,161 41,044 41,044 8,213 5.9% 0.51$
Subject to rounding.
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Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Parking 10.3 11.6 11.6 11.6 11.7
London Transit Commission 598.8 598.8 598.8 598.8 598.8
Roadways 254.6 253.2 253.2 253.2 253.2
Rapid Transit 14.0 11.0 11.0 11.0 11.0
Total 877.7 874.6 874.6 874.6 874.7
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CAPITAL OVERVIEW TRANSPORTATION SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 44,864 50,139 51,672 63,553 53,843 219,206 29.5% 342,678 561,885 34.3%
Growth 85,310 105,502 90,968 134,291 176,064 506,826 68.1% 543,499 1,050,325 64.1%
Service Improvement 505 12,595 600 50 5,050 18,295 2.5% 7,800 26,095 1.6%
Total 130,679 168,236 143,240 197,894 234,957 744,327 893,977 1,638,304
Source of Financing
Capital Levy 26,186 20,875 28,291 34,089 30,977 114,233 15.3% 217,569 331,802 20.3%
Reserve Funds 2,977 6,341 5,900 7,932 6,990 27,162 3.6% 59,188 86,350 5.3%
Debt 17,796 37,410 8,152 4,082 12,977 62,621 8.4% 36,142 98,762 6.0%
Other 578 591 2,116 708 - 3,414 0.5% 2,151 5,565 0.3%
Non-Tax Supported 83,142 103,020 98,781 151,084 184,013 536,898 72.1% 578,927 1,115,825 68.1%
Total 130,679 168,236 143,240 197,894 234,957 744,327 893,977 1,638,304
Subject to rounding.
TRANSPORTATION SERVICES ($000's)
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Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)Classification Life-to-
Date 2020 2021 2022 2023 2020-2023Total 2024-2029 2020-2029
TotalLondon Transit Commission
MU104420 Bus Purchase Replacement Life Cycle 9,488 10,081 10,419 10,756 40,744 64,535 105,279
MU1176 Conventional Transit (Growth) PTIS Growth 1,155 2,097 4,065 4,065 3,252 13,477 10,568 24,045
MU1450 Highbury Facility Demolition Service Improvement 7,500 7,500
RoadwaysTS144620/TS301420 Road Networks Improvements Life Cycle 22,320 24,975 25,444 25,913 98,651 165,383 264,034
TS176320 Bridges Major Upgrades Life Cycle 5,208 5,275 5,342 5,409 21,233 33,868 55,101
TS406720 Traffic Signals - Mtce Life Cycle 4,199 4,266 4,343 4,370 17,177 29,339 46,516
TS1306 Adelaide Street Grade Growth 20,350 37,925 37,925 37,925
TS512320 Street Light Maintenance Life Cycle 2,844 2,977 3,111 3,184 12,116 21,258 33,375
TS1355-1 Wharncliffe Rd - Becher St to Springbank Dr Growth 16,428 24,969 24,969 24,969
TIMMS - Transportation Intelligent Mobility Mngmt System Growth 2,356 2,356 2,356 2,356 2,356 9,425 5,049 14,474
TS1329 Colonel Talbot Rd - 300m South of Southdale Rd to James St Growth 700 849 11,129 12,678 12,678
TS1202 Victoria Bridge Replacement Life Cycle 800 10,040 10,840 10,840
TS1749 Dundas Street Old East Village Streetscape Improvements - PTIS Service Improvement 8,200 8,200 8,200
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Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Rapid Transit
RTNORTH North Connection Growth 5,036 131,668 131,668
RTSOUTH Wellington Gateway (South) Growth 11,918 6,248 4,114 11,759 87,978 110,099 14,128 124,227
RTEAST East London Link Growth 5,213 9,924 16,179 73,814 12,074 111,991 6,609 118,600
RTWEST West Connection Growth 3,568 9,000 750 9,750 60,400 70,150
RTDOWNTOWN Downtown Loop Growth 3,719 310 24,587 465 361 25,723 177 25,900
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INFRASTRUCTURE PROFILE OF TRANSPORTATION SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Transportation Services assets, as detailed in the 2019 Corporate Asset Management Plan. Approximately 80% of the City‘s Transportation Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
30.2%38.5%
16.4%
19.9%
24.6%
13.0%
74.4%
30.4%20.2%
76.5%20.2%
5.5%
16.3% 16.5% 14.7%
20.5%
20.2%29.9%
0%
20%
40%
60%
80%
100%
$2,474.8M $1,781.2M $434.7M $253.0M $5.8M
TransportationServicesOverall
Roadways Structures Traffic Parking
Transportation Services - Asset Condition
Very Good Good Fair Poor Very Poor
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CORPORATE, OPERATIONAL AND COUNCIL SERVICES HIGHLIGHTS
CORPORATE SERVICES
Overview:
Corporate Services delivers an array of centralized internal administrative services to all service areas within the City of London. The services provided for within Corporate Services include: Accessibility for Ontarians with Disabilities (AODA) service supports, Asset Management, Dispatch, Energy Conservation, Facilities, Fleet Management, Geomatics, Human Resources, Human Rights, Legal Services, Finance Payroll Services, Purchasing, Realty Services, Risk Management, Information Technology (ITS) and Employee Systems. These centralized services ensure the effective and efficient delivery of internal administrative services.
2020-23 Highlights:
Information Technology Services (ITS) will deliver 250 digital solutions resulting in enhanced service delivery, including some of the highlighted projects:
o High Performing and Secure Computing Environment – Information Security: Our risk approach to Information Security will be evolved through a number of projects delivering enhanced cybersecurity governance, prevention, detection and response;
o Applications that Increase Corporate Efficiency and Effectiveness – Artificial Intelligence Homelessness Predictor: An artificial neural network will be created that can support social services in predicting who is likely to become homeless resulting in enhanced and optimized service delivery;
o Investing in People, Planning and Processes – Continuous Improvement: ITS has trained all managers in Lean Six sigma, implemented Continuous Improvement (CI) across all work areas and connected the CI process directly to annual business planning.
The organization strives to incorporate the accessibility principles of independence, dignity, integration and equal opportunity into each of our municipal services. The 2018-2021 Multi-Year Accessibility Plan outlines the path that the City of London will take to identify and remove accessibility barriers while taking proactive steps to enhance the accessibility of our municipal services.
Development and implementation of the 2019-2023 Corporate Energy Conservation and Demand Management (CDM) Plan. This will include implementation of over 30 actions in 4 years including a longer term plan that covers Provincial and Federal long-term planning horizons.
2020-23 Anticipated Risks and Challenges:
Without ITS infrastructure, applications and support, the majority of public services provided by the City of London would cease to function. The organization strives to be a leader in accessibility by incorporating accessibility principles into service areas. This requires the organization
to look beyond the legislative requirements and into the importance of incorporating accessibility into our business processes. The Provincial government has significantly reduced resources allocated for climate change mitigation, which has resulted in fewer programs
and incentives to assist the City of London with energy conservation and fleet greening activities
CORPORATE PLANNING & ADMINISTRATION
Overview:
This area provides leadership and direction to the organization, focusing and aligning all corporate activities to the results identified in Council’s Strategic Plan.
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2020-23 Highlights:
Increase the efficiency and effectiveness of service delivery while delivering quality programs and services and exceptional customer experiences.
Continue to improve accountability and transparency in decision making through public reporting on the achievement of Council’s Strategic Plan, the annual Citizen Satisfaction Survey, open data and other corporate reporting.
Continue to reduce barriers to access City services and information through the development and implementation of processes to increase information sharing and collaboration across the organization.
2020-23 Anticipated Risks and Challenges:
Shifting priorities and emerging circumstances may lead to changes in Strategic Plan implementation plan action and/or metrics and targets. Customer satisfaction metrics represent residents’ perceptions of City services and may vary year to year without clear explanation.
COUNCIL SERVICES
Overview:
It is the role of Municipal Council to represent the public; to consider the well‐being and interests of the municipality; to develop and evaluate the policies and programs of the municipality; to determine which services the municipality provides; to ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of Council; to ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality; to maintain the financial integrity of the municipality; and to carry out the duties of a municipal council under the Municipal Act, 2001 or any other Act.
2020-23 Highlights:
Supporting community engagement by supporting Advisory Committee mandates to advise City Council on relevant and important issues for residents.
Support for Councillors in handling constituency matters and coordinating representation in external associations and Boards. Increase access to information to support the administration of the municipal elections. Launch election data in a visual and user friendly format.
Continue research and engagement to identify new and emerging election trends. Jobs Now Taskforce to submit 4-year business plan for Council consideration designed to improve London’s labour force
employment/participation rate; facilitate connections between business leaders and City of London staff/departments; initiate discussions with area municipalities; advocate on behalf of London with senior government ministers at Provincial and Federal levels; increase efficiency and consistency for administrative and regulatory processes.
2020-23 Anticipated Risks and Challenges:
Increased public engagement initiatives and significant municipal projects have increased communications handled by the office, which has placed additional demands on support staff.
At the direction of Municipal Council, the City Clerk’s Office is undertaking a comprehensive review of all Advisory Committees, including Terms of Reference for each committee. This review may affect the number of committees, their composition, and/or their mandates.
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PUBLIC SUPPORT SERVICES
Overview:
Public Support Services includes the following: Administration of Justice (Provincial Offenses Administration ‐ POA), Taxation, Corporate Communications, Customer Relations, Licensing and Certificates, Cafeteria and Information & Archive Management. POA provides court services for the public and justice stakeholders; Taxation provides the system through which the City’s primary source of revenue is managed (tax billing, tax collection and payment processing); Corporate Communications plays an integral role in informing and engaging Londoners on a variety of activities and accomplishments of Council and Services Areas; Customer Relations provides front line services in responding to residents/customers and connecting them with the services they need in a timely, professional and personalized manner; Licensing and Certificates provides for a variety of regulatory affairs such as licenses (marriage, raffles, bingos), permits and certificates (vital statistics, foreign pensions); Cafeteria allows for City Hall visitors (citizens, businesses, community groups, Municipal Council and employees) to quickly get a meal while conducting municipal business; Information & Archive Management oversees the City’s records from creation through retention to disposition and administers the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA).
2020-23 Highlights:
Develop and deliver a corporate communications strategy that will lay the foundation for enhanced communications and community engagement, including the delivery of staff training and tools.
Promote and strengthen continuous improvement practices through improved court scheduling efficiency and partnering with London Police Service to enhance electronic information exchanges.
Reduce barriers to access City services by expanding services online and services offered at counters in addition to expanding hours of services on weekdays.
2020-23 Anticipated Risks and Challenges:
As communities become more sophisticated in how they receive information and channels continue to fragment, there could be difficulty reaching the public with the information required to receive, participate in and/or influence City services and initiatives.
Part XIV.1 of Bill 65 - Safer School Zones Act, 2017, allows for Automated Speed Enforcement (ASE). Roadway Lighting & Traffic Control is pursuing this safety program, and the result will be an increased number of enforced violations under the Highway Traffic Act requiring additional Court resources to support. It is unclear whether projections will align with driver and defendant behaviour upon implementation of the ASE program.
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Corporate, Operational and Council Services Operating Highlights
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women
and Girls
Leading in Public Service
Corporate Services Corporate Planning & Administration
Council Services
Public Support Services
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OPERATING OVERVIEW CORPORATE, OPERATIONAL AND COUNCIL SERVICES
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net %
Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
CORPORATE, OPERATIONAL AND COUNCIL SERVICES
Corporate Services 57,768 64,082 58,465 64,908 59,226 65,732 60,079 66,348 60,626 2,859 1.2% 0.77$
Corporate Planning &
Administration2,176 2,296 2,110 2,327 2,138 2,229 2,171 2,263 2,204 28 0.3% 0.03$
Council Services 3,879 4,053 3,894 4,093 3,939 6,051 3,976 4,930 4,002 123 0.8% 0.05$
Public Support Services 2,253 11,140 2,238 11,351 2,406 11,560 2,573 11,673 2,643 390 4.1% 0.03$
TOTAL CORPORATE,
OPERATIONAL AND
COUNCIL SERVICES
66,076 81,571 66,707 82,679 67,710 85,572 68,800 85,213 69,475 3,399 1.3% 0.88$
TOTAL 2020-2023 NET BUDGET 272,691
Subject to rounding.
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Corporate Services 362.4 361.5 361.5 361.5 361.5
Corporate Planning & Administration 12.0 13.0 13.0 12.0 12.0
Council Services 35.8 34.4 35.4 40.4 34.9
Public Support Services 75.5 74.9 74.9 74.9 74.9
Total 485.7 483.8 484.8 488.8 483.3
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CAPITAL OVERVIEW CORPORATE, OPERATIONAL AND COUNCIL SERVICES
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Classification
Lifecycle Renewal 11,921 12,677 10,371 14,583 14,094 51,726 91.0% 79,180 130,906 94.1%
Growth - - - - - - -% - - -%
Service Improvement 1,204 855 800 700 2,780 5,135 9.0% 3,000 8,135 5.9%
Total 13,124 13,532 11,171 15,283 16,874 56,861 82,180 139,041
Source of Financing
Capital Levy 1,305 2,071 2,317 2,405 4,517 11,310 19.9% 13,685 24,995 18.0%
Reserve Funds 10,354 10,606 8,054 12,379 11,857 42,895 75.4% 65,495 108,390 78.0%
Debt 275 355 300 - - 655 1.2% - 655 0.5%
Other 513 - - - - - -% - - -%
Non-Tax Supported 677 500 500 500 500 2,000 3.5% 3,000 5,000 3.6%
Total 13,124 13,532 11,171 15,283 16,874 56,861 82,180 139,041
Subject to rounding.
CORPORATE, OPERATIONAL & COUNCIL SERVICES ($000's)
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Major & Notable Capital Works in Ten Year Plan 2020-2029 ($000's)
ClassificationLife-to-
Date2020 2021 2022 2023
2020-2023
Total2024-2029
2020-2029
Total
Corporate Services
ME202001 Vehicle & Equipment Repl-TCA Life Cycle 5,885 4,462 6,764 5,447 22,558 37,107 59,665
IT3012 End User Devices & Productivity Tools Life Cycle 4,099 650 1,683 936 1,168 4,437 8,535 12,972
GG1050 Corporate Systems Update Life Cycle 9,275 400 900 1,000 1,175 3,475 7,025 10,500
GG155520 City Hall Major Upgrades Life Cycle 1,000 1,000 1,000 1,000 4,000 6,000 10,000
TS620020 Operation Facilities Life Cycle 770 750 770 2,247 4,537 4,660 9,197
IT3022 Network Modernization Life Cycle 50 50 2,780 50 2,930 4,871 7,801
IT3025 Storage, Server Backup Restoration Life Cycle 2,500 2,050 4,550 3,030 7,580
TS621720 Facility Energy Mgmt Service Improvement 500 500 500 500 2,000 3,000 5,000
Public Support Services
GGSERVLN0000 Service London Service Improvement 3,056 355 300 200 2,280 3,135 3,135
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6.1%18.1% 17.5%
29.6%
31.7%
24.4%
95.3%44.3%6.4%
14.6%
29.2%50.9%
33.5%
64.0%
6.9% 8.7%
0%
20%
40%
60%
80%
100%
$348.8M $57.4M $244.6M $8.8M $38.0M
Corporate,Operational & Council
ServicesOverall
Fleet Corporate Facilities Corporate Security &Emergency
Management
InformationTechnology
INFRASTRUCTURE PROFILE OF CORPORATE, OPERATIONAL & COUNCIL SERVICES The chart below shows the replacement value and condition that is attributable to the municipally owned Corporate, Operational & Council Services assets, as detailed in the 2019 Corporate Asset Management Plan. Approximately 42% of the City‘s Corporate, Operational & Council Services assets are in Fair to Very Good condition, with the remainder assessed as in poor or very poor condition, indicating a need for investment in the short to medium term.
Corporate, Operational & Council Services Asset Condition
Very Good Good Fair Poor Very Poor
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FINANCIAL MANAGEMENT HIGHLIGHTS
Overview:
Corporate Financing provides sound financial leadership, planning, advice and reporting to Council, the Corporation and the community. This
service area also oversees the financial activities of the City including the funding of capital projects through capital levy, reserve fund
contributions, and debt financing as well as manages personnel and legal contingency costs. In addition, Corporate Financing manages revenue
that is corporate in nature such as grants and subsidies, investment income, taxation and other general income.
2020-23 Highlights:
Implement the investment strategy aimed at maximizing investment returns (interest income) while still ensuring adherence to statutory
requirements, preservation of capital, and maintenance of liquidity.
The City is initiating a number of major systems projects that will required the expertise of Financial Services staff. Staff will be involved in the
planning, development documentation, process reengineering, testing, procedure creation, interface design and training for these new
implementations.
2020-23 Anticipated Risks and Challenges:
Interest rates continue to remain at historically low levels. While this is beneficial when it comes to issuing debt to finance the City’s capital
projects, generating acceptable returns on the City’s financial assets is challenging. Continued efforts will be undertaken to optimize the City’s
investment returns within the parameters of the City’s approved Investment Policy.
Considerable investments are anticipated through the 2020-2023 Multi-Year Budget in order to implement Council’s 2019-2023 Strategic Plan.
Balancing the need for community investment with the Corporation’s financial policies and principles will be of paramount importance. Public
engagement through the budget process will be a significant focus to ensure that the community understands this balancing act.
LINKING THE STRATEGIC PLAN TO THE BASE BUDGET
Financial Management
Strengthening our Community
Building a Sustainable City
Growing our Economy
Creating a Safe London for Women and
Girls
Leading in Public Service
Capital Financing
Other Related Financing
Finance
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OPERATING OVERVIEW FINANCIAL MANAGEMENT
2020-2023 Multi-Year Budget ($000's)
Service Grouping
2019 Net
Revised
Budget
2020
Expense
2020
Net Budget
2021
Expense
2021
Net Budget
2022
Expense
2022
Net Budget
2023
Expense
2023
Net Budget
2020 - 2023
Net
Increase/
(Decrease)
2020 - 2023
Average
Annual Net
% Increase/
(Decrease)
Average
Daily Tax
Payer
Impact
FINANCIAL MANAGEMENT
Corporate Financing
Capital Financing
Capital Levy 46,254 47,269 47,269 49,397 49,397 51,525 51,525 51,525 51,525 5,271 2.8% 0.64$
Debt Servicing 40,865 37,127 37,127 36,039 36,039 33,263 33,263 32,816 32,816 (8,049) -5.3% 0.45$
Contribution to Capital
Reserve Funds 28,095 26,480 26,480 26,615 26,615 27,850 27,850 29,087 29,087 993 1.0% 0.35$
Other Related Financing
Contingencies 6,136 10,075 10,075 14,326 14,326 19,443 19,443 28,689 28,689 22,553 47.4% 0.23$
Other Corporate Revenues
& Expenditures(13,727) 24,768 (14,968) 24,559 (14,436) 24,161 (15,000) 23,924 (15,402) (1,675) 3.0% (0.19)$
Finance 6,301 8,687 6,362 8,832 6,482 8,964 6,589 9,008 6,608 307 1.2% 0.08$
TOTAL FINANCIAL
MANAGEMENT 113,923 154,406 112,345 159,768 118,423 165,206 123,671 175,049 133,323 19,400 4.1% 1.56$
TOTAL 2020-2023 NET BUDGET 487,762
Subject to rounding.
Staffing SummarySTAFFING - Full-Time Equivalents #
2019 2020 2021 2022 2023
Corporate Financing - - - - -
Other Related Financing - - - - -
Finance 91.4 91.4 91.4 88.4 88.4
Total 91.4 91.4 91.4 88.4 88.4
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RESERVE AND RESERVE FUND OVERVIEW
Reserves and reserve funds are an important element of the City’s Multi-Year Budget and long term strategic financial plan as they allow the City to
set aside funds (savings) for known and unknown future events. Examples of future events include, but are not limited to: provisions for the
replacement and rehabilitation of existing assets, funds for new capital assets (growth or service improvement), funding long term contingencies and
potential liabilities, and providing a buffer for anticipated and unanticipated expenditures (social or economic investment opportunities) or loss of
revenues beyond the control of the City (changes in senior government funding).
The following diagram illustrates how reserves and reserve funds are connected to the various components of the City’s budget.
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The potential consequences of not having adequate reserve and reserve fund levels are:
Increased cost of short-term borrowing – A lack of sufficient reserves and reserve funds available to meet operational needs may require the City to potentially seek short term financing from external sources at an increased cost to the City.
Loss of Aaa credit rating – Moody’s, the City’s credit rating agency, has outlined that maintaining reserve and reserve fund levels assist the City in achieving its credit rating. A drop in this rating would increase the overall cost of borrowing resulting in a direct impact to the City’s operating & capital budgets.
Reduction in capital plan – Reserve and reserve fund balances assist in financing the capital plan of the City. A reduction in balances would require the City to reduce the capital plan, if all else remained equal.
Inability to invest in strategic priorities – A lack of sufficient reserves and reserve funds may lead to missed opportunities to spur economic and social growth beneficial to the long term success of the City’s various internal and external stakeholders.
Improper intergenerational equity – By not setting aside funds now to pay for costs that are going to occur in the future (examples include unfunded liabilities and capital asset renewal and replacement), the burden to pay is passed to future generations who did not receive the benefits associated with the cost.
The above noted purposes and potential consequences associated with reserves and reserve funds are periodically reviewed (review cycles include:
long term planning, budget development and budget monitoring) to assess the adequacy of reserve and reserve fund balances and the
appropriateness of tax supported and non-tax supported contributions and draws. These financial planning exercises ensure the City’s reserve and
reserve fund portfolio is justified and supports the objectives of:
Minimizing fluctuations in taxes,
Reducing tax supported debt,
Assisting the City in achieving a strong credit rating,
Investing in capital infrastructure,
Achieving Strategic Plan priorities, and
Supporting intergenerational equity. For budget purposes the City defines reserves and reserve funds as follows:
Reserve: An appropriation from net revenue and/or cost savings at the discretion of Council, after the provision for all known expenditures. Reserves
have no reference to any specific asset and do not require the physical segregation of money or assets as in the case of a reserve fund. Council may
set up reserves for any purpose for which they have the authority to spend money and they are generally used to mitigate the impact of fluctuations
in operating or capital costs and revenues. Currently, the City maintains two reserves (Operating Budget Contingency Reserve and Operating
Efficiency, Effectiveness and Economy Reserve) to mitigate budgetary fluctuations.
Reserve Fund: Funds that have been set aside by a by-law of the City. As a result, reserve funds are either “discretionary”, being those set up by
Council or “obligatory”, being those set up by virtue of senior government statute or agreement. The use of reserve funds is restricted to a specific
purpose. Reserve fund balances are segregated from general cash balances managed by the City. Like reserves, Council may set up reserve funds
for any purpose for which they have the authority to spend money. Currently, for the tax supported budget, the City maintains 71 reserve funds.
Examples of reserve funds include: City Facilities Reserve Fund, Economic Development Reserve Fund and Unfunded Liability Reserve Fund.
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RESERVE AND RESERVE FUND 2020-2023 MULTI-YEAR BUDGET HIGHLIGHTS
TAX SUPPORTED CONTRIBUTIONS
The operating budget is impacted by contributions that are made from current year taxation into the applicable reserve or reserve fund. When
determining the amount of a contribution required to a reserve or reserve fund Civic Administration considers, among other things: the purpose of the
fund, the certainty of commitments in the fund, best practices/standards, economic factors and affordability (tax and non-tax impacts). As such, the
2020-2023 Multi-Year Budget tax supported contributions result in a modest net increase of $636 thousand over the 4 year period. This increase is
net of $3.3 million in net tax supported budget savings approved by Council on November 12, 2019, as part of the Review of City Services for Potential
Reductions & Eliminations – Tax Supported Reserve Fund Contributions report. The following table highlights the total tax supported contributions
and year-over-year increases/decreases.
Note 1: The above total tax supported contributions exclude contributions from Agencies, Boards & Commissions and rate based budgets.
These figures do not include the impact of Additional Investment Business Cases. Each business case included in the 2020-2023 Multi-Year Budget
outlines financing requirements that, depending on the case, may impact the final approved contributions and drawdowns in the City’s reserves and
reserve funds.
TAX RATE STABILIZATION DRAWS
Reserves and reserve funds also support the base operating budget by funding one-time costs and smoothing tax levy impacts. The following table
outlines the 2020-2023 Multi-Year Budget base operating budget reserve and reserve fund draws related to one-time costs and tax rate
stabilization.
Tax Supported Contributions
Summary ($000's)
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Total Tax Supported Contributions 1 57,886 55,991 56,386 57,515 58,522 228,414
Year-Over-Year Incr./(Decr.) N/A (1,895) 395 1,128 1,007 636
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Notes:
1) As previously reported, it is the City’s goal to eliminate the general tax rate stabilization draw by 2020.
2) The annual draw of $944 thousand from the Public Utility Commission Reserve Fund represents a portion of the annual earnings realized on the original investment of $70 million.
Additionally, as resolved by Council at its meeting of October 1, 2019, a projected contribution of $4.5 million has been added to the Operating Budget
Contingency Reserve to smooth the impact of budgetary pressures associated with Provincial funding and cost-sharing changes impacting the City
of London’s 2020-2023 Multi-Year Budget.
RESERVE AND RESERVE FUND BALANCES
As a City grows so does its need for sufficient reserve and reserve fund balances to support an expanded asset base, service levels, liability exposures,
etc. The balance held in each category of reserves and reserve funds depends on many factors, including but not limited to:
The nature of the revenues and/or expenditures associated with the fund e.g. short term cyclical capital expenditures versus long term liability
expenditures;
The accuracy of projections;
The value of the asset base; and
Governing legislation/best practice standards.
Over the course of the 2020-2023 Multi-Year Budget the City’s reserve and reserve fund balances range from $471 million in 2020 to $512 million in
2023. The following table outlines the 2020-2023 Multi-Year Budget reserve and reserve fund balances.
Tax Rate Stabilization Draws ($000's)2020
Projected
2021
Projected
2022
Projected
2023
Projected
2020-2023
Total
General Tax Rate Stabilization 1 850 - - - 850
Waste Diversion Program 1,280 900 - - 2,180
Development Services Provincial Impacts 70 192 - - 262
Continuous Improvement Project Management 130 132 - - 262
Film & Multi-Media Project 75 - - - 75
Resiliency Strategy 20 20 20 20 80
Public Utility Commission Reserve Fund Draw 2 944 944 944 944 3,776
Total Tax Rate Stabilization Draws 3,369 2,188 964 964 7,485
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Notes:
1) Capital Asset Renewal & Replacement, Capital Asset Growth, Special Projects & New Initiatives and Contingencies/Stabilization & Risk Management categories of reserves and
reserve funds represent the City’s discretionary holdings.
2) The total projected balances of reserves and reserves are increasing because forecasted contributions are included, but future drawdowns are not included until approved by
Council; this administrative practice particularly impacts the Special Projects & New Initiatives and Contingency/Stabilization & Risk Management categories of reserves and reserve
funds.
These balances are a strong indicator of the City’s continued ability to support its operations, the needs of existing infrastructure, special projects that
present themselves in the future as well as growth. Despite these significant savings several of the City’s key reserves and reserve funds continue
to be below established targets. Through the Multi-Year Budget process, Surplus/Deficit Policy and Assessment Growth Policy, Civic Administration
is managing these pressures and making progress towards achieving target balances.
RESERVE AND RESERVE FUND CATEGORIES & CURRENT TRENDS
The City maintains reserves and reserve funds within the following categories to achieve long term financial stability and flexibility.
OBLIGATORY:
Funds created when senior government legislation or agreement requires that revenue received for special purposes be segregated from the general
revenues of the municipality. Obligatory reserve funds are to be used solely for the purpose prescribed for them by legislation or agreement and
represent the City’s largest portion of non-tax supported reserve funds, i.e. the funding source for these reserve funds do not impact the City’s tax
levy. This category of reserve funds includes funds established as part of the City’s Development Charges by-law and Federal Government gas tax
grant program.
CAPITAL ASSET RENEWAL & REPLACEMENT (CARR):
Funds established to provide financing for the repair and maintenance of existing City assets to ensure city-owned assets do not deteriorate over
time. This category of reserve funds is primarily linked to the City’s Corporate Asset Management Plan (AMP). As identified in the 2019 AMP, based
on the City’s existing capital plan, the infrastructure gap is expected to grow from the current gap of $167.9 million to $568.8 million within the next
decade. Failing to address needs of existing infrastructure will result in inaccessible assets or assets that are not in optimal use.
Reserve/Reserve Fund Balances
By Category ($000's)
2020
Projected
2021
Projected
2022
Projected
2023
Projected
% of
Portfolio
Obligatory 49,326 50,747 42,993 35,457 9%
Capital Asset Renewal & Replacement 1
92,624 104,290 108,824 113,008 21%
Capital Asset Growth 1
13,346 13,049 16,301 14,463 3%
Specific Projects & New Initiatives 1
145,562 155,470 165,120 178,335 33%
Contingencies/Stabilization & Risk Management 1
170,040 166,862 167,906 170,680 34%
Total Projected Balances 2
470,898 490,418 501,144 511,944 100%
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The table below illustrates the proportion of the City’s 2020-2023 tax supported lifecycle renewal (LCR) capital budget that is funded via reserve funds;
on average 31% of the 4 year LCR capital budget will be funded with reserve funds, which is in line with the City’s Capital Budget and Financing
Policy target range. Therefore future contributions and proactive management of this category of funds will play a significant role managing the
infrastructure gap.
The following table highlights the annual contributions and year-over-year increases for Capital Asset Renewal & Replacement Reserve Funds that
are required in the 2020-2023 Multi-Year Budget to support lifecycle renewal activities.
Note 1: The above total tax supported contributions exclude contributions from Agencies, Boards & Commissions and rate based budgets.
CAPITAL ASSET GROWTH:
Funds established to provide funding to new capital initiatives while allowing the City to stabilize the cost of purchasing major capital assets by
spreading the cost over multiple years. The Capital Asset Growth category supports industrial land development as well as several development
charge (DC) incentive programs introduced by the City. As a result of recent Community Improvement Plans service reviews and updated forecasts
within this category of funds, the 2020-2023 base budget includes the following recommended tax supported contribution reductions.
Capital Budget Lifecycle Renewal Budget
Financed by Tax Supported Reserve Funds ($000's)
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Lifecycle Renewal (LCR) Budget 94,606 87,569 104,886 93,154 380,214
Tax Supported Reserve Fund Financing 28,064 25,797 33,501 30,386 117,748
% of Budget Financed by Tax Supported Reserve
Funds30% 29% 32% 33% 31%
CARR Tax Supported Contributions
Summary ($000's)
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Total Tax Supported Contributions 1 31,106 31,655 33,879 35,202 36,981 137,716
Year-Over-Year Incr./(Decr.) N/A 549 2,224 1,323 1,779 5,875
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Note 1: The above total tax supported contributions exclude contributions from Agencies, Boards & Commissions and rate based budgets.
Civic Administration is confident these tax supported contribution savings will not materially impact Council’s ability to deliver these programs.
SPECIAL PROJECTS & NEW INITIATIVES (SPNI):
Funds established to save for planned or unanticipated projects or expenses that may arise. Key areas these type of funds allow Council to save for
include:
Strategic Plan additional investments, for example Fanshawe College Downtown Campus and London Urban Forestry Strategy;
Community Improvement Plans (grants and loans) that stimulate targeted reinvestment, coordinate planning efforts, preserve neighbourhood and
heritage character, enhance industrial and other business opportunities, and aid in the cleanup of contaminated sites.
Economic development initiatives, including but not limited to the creation of long-term employment; and
Investments that play a pivotal role in achieving efficiencies, effectiveness and economy within the City’s budget, which may subsequently be paid
back or result in a future reduction to tax supported budgets.
As per the November 12, 2019, Council approved Review of City Services for Potential Reductions & Eliminations – Tax Supported Reserve Fund
Contributions Report, the 2020-2023 tax supported contributions within this category have been reduced. The following table highlights the total
annual contributions and year-over-year decreases.
Note 1: The above total tax supported contributions exclude contributions from Agencies, Boards & Commissions and rate based budgets.
Growth Tax Supported Contributions
Summary ($000's)
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Institutional DC Incentives 3,592 2,400 2,400 2,400 2,400 9,600
Industrial DC Incentives 2,200 2,200 2,200 2,200 2,200 8,800
Residential DC Incentives 2,000 1,500 1,500 1,500 1,500 6,000
Industrial Land 1,892 1,892 1,892 1,892 1,892 7,568
Industrial Oversizing 400 200 200 200 200 800
Total Tax Supported Contributions 10,084 8,192 8,192 8,192 8,192 32,768
Year-Over-Year Incr./(Decr.) N/A (1,892) - - - (1,892)
SPNI Tax Supported Contributions
Summary ($000's)
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Total Tax Supported Contributions 1 11,861 11,243 9,355 9,100 8,267 37,965
Year-Over-Year Incr./(Decr.) N/A (618) (1,888) (255) (834) (3,595)
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Civic Administration is confident that these tax supported contribution savings will not materially impact Council’s ability to deliver the various programs
supported through this category of funds or to invest in 2020-2023 additional investment business cases.
CONTINGENCY/STABILIZATION & RISK MANAGEMENT (CSRM):
Funds set aside to offset future obligations, and mitigate unforeseen events in order to stabilize the tax rate. These funds also contribute to the City’s
working funds that are required for operating expenditures incurred before taxes are collected. As per the November 12, 2019, Council approved
Review of City Services for Potential Reductions & Eliminations – Tax Supported Reserve Fund Contributions Report, the 2020-2023 tax supported
contributions within this category are modestly increasing as a result of self-insurance financing needs. The following table highlights the total annual
contributions and year-over-year increases.
Note 1: The above total tax supported contributions exclude contributions from Agencies, Boards & Commissions and rate based budgets.
Lastly, when considering the appropriateness of contributions and balances within this category of reserves and reserve funds it is important to note
that the City has shortfalls relative to target balances such as:
$47 million shortfall within the Operating Budget Contingency Reserve and Efficiency, Effectiveness and Economy Reserve as of December 31,
2018; and
$35 million shortfall within the Unfunded Liability Reserve Fund as of December 31, 2018.
On an annual basis, through the City’s Surplus/Deficit Policy, consideration is given to contributing a portion of the annual surplus, if any, to the funds’
above to gradually reduce/eliminate the target variances.
CSRM Tax Supported Contributions
Summary ($000's)
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Total Tax Supported Contributions 1 4,835 4,901 4,960 5,021 5,083 19,964
Year-Over-Year Incr./(Decr.) N/A 66 59 61 62 248
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DEBT OVERVIEW
THE CITY OF LONDON STRIVES TO ACHIEVE AND SUSTAIN A HEALTHY FINANCIAL POSITION AND DEBT
MANAGEMENT IS A KEY COMPONENT As noted as part of the strategy “Continue to ensure the strength and sustainability of London’s finances” in the 2019-2023 Strategic Plan, the City
of London strives to ensure that finances are transparent and well-planned to balance equity and affordability over the long term. Debt management
is a key component of the City’s finances.
Debt financing is a source of funding for capital projects, along with capital levy and reserve funds. Generally, capital projects provide benefits to residents over a number of years and therefore it is appropriate to spread the cost of paying for a project over the same benefit period. Use of debt to fund projects with long term benefit to the community balances the generation of tax payer that pays for the project with the same generation of tax payer who will receive the benefit(s) of the project.
Summary of Debt Process: From Authorization to Payments (Property Tax Budget)
Page 158
AUTHORIZATION OF DEBT FINANCING
During the budget approval process, Council approves the capital plan and along with that, the financing for capital projects in the plan, including debt. This is the point at which debt financing is authorized. Once authorized, spending on capital projects begins. When the project is complete or substantially complete debt can then be issued.
ISSUING DEBT
The City predominantly issues debentures on complete and substantially complete capital projects. Partial debt issuances on large capital projects also occur but are far less common. Generally, the City issues debt through the capital markets using a fiscal agent or through government programs. The timing of issuances is dependent on market conditions and cash requirements.
PAYMENTS ON DEBT
Issued debt requires principal and interest payments. These payments form part of the base operating budget. The principal and interest payments on issued debt are permanent; issued debt is not callable, however the City can, and regularly does, reduce the amount of debt that is authorized in the capital plan but not yet issued. This is accomplished by substituting other sources of financing that become available during the course of a year in place of debt that was previously required when the capital plan was originally built; this is referred to as “debt substitution”.
The Council approved Debt Management Policy establishes objectives and strategies for managing debt. The key components of this strategy are:
1. Limiting and Reducing Authorized Debt;
2. Minimizing Risk Associated with Issuing Debt; and
3. Minimizing Debt Servicing Costs.
KEY COMPONENT OF DEBT MANAGEMENT STRATEGY:
1. Limiting and Reducing Authorized Debt
a. Financing the Capital Plan – Generally, capital projects build assets that provide benefits to residents over a number of years and
therefore it is appropriate to spread their cost over the period that the newly constructed assets benefit the community. Using debt
financing as a source of funding in this context is appropriate. However, lifecycle renewal projects which maintain existing assets are
more appropriately funded through current year sources (pay-as-you go financing), i.e. current year property taxation that is transferred
to capital (known as capital levy). The City limits the amount of authorized debt in its capital plan by utilizing pay-as-you-go financing
for lifecycle renewal projects in lieu of debt financing.
b. Reducing Authorized Debt - Consistent with Council policy, the City allocates 50% of reported year-end surplus and 50% of unallocated
assessment growth funding to reduce authorized debt. The City also reduces debt through its debt substitution program. Issued
debentures are not callable; therefore, the City cannot reduce issued debt any sooner than the scheduled maturity date.
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c. Internal Debt Cap - As part of the Multi-Year Budget, Municipal Council approves financing for the City’s Capital Plan. Debt is part of
this financing along with capital levy and reserve funds. As part of the City’s strategy to limit debt, the City introduced a debt cap in
2003. In 2010, the City’s internal debt cap limit was revised to an average of $26 million per year over a 10-year period for tax-supported
initiatives. At the time, as part of the 2010 Approved Budget, the property tax-supported capital plan averaged $67.7 million per year
over a 10-year period. A debt financing cap of $26 million per year equated to 38% debt financing for the 10-year capital plan. Since
2010, the City’s 10-year capital budget has grown from approximately $677 million in 2010 to over $1.2 billion as proposed in the 2020-
2023 Multi-Year Budget. The debt cap had remained static at $26 million throughout this period.
As per the City’s Debt Management Policy, the City Treasurer has the authority to set and modify the internal debt cap such that the
internal debt cap meets the City’s long-term financing strategies. For the 2020-2023 Multi-Year Budget, the City’s internal debt cap
has been revised to an average of $36 million per year over a 10-year period for tax supported initiatives.
The debt cap has been revised to reflect growth in the City’s capital budget while still maintaining a conservative approach to the use
of debt, staying well-under the provincially legislated limit for debt and debt servicing costs. As part of the 2020-2023 Multi-Year Budget,
the City’s tax-supported capital plan averages $122 million per year over the 10-year capital plan. A debt cap of $36 million per year
would equate to 29% debt financing for the City’s proposed 10-year capital plan. The debt cap will be subject to further review as part
of the update to the City’s Strategic Financial Plan.
0
20
40
60
80
100
120
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
($ m
illi
on
s)
Property Tax Supported Capital Budget vs. Debt Cap
Average Annual Capital Budget Average Annual Debt Cap
Debt Cap revised from $26 million to
$36 million
Page 160
KEY COMPONENT OF DEBT MANAGEMENT STRATEGY:
2. Minimizing Debt Servicing Costs The City strives to minimize the cost of financing by structuring debt to achieve the lower possible overall cost within the constraints of the prevailing capital market conditions while meeting the goals and objectives of the approved borrowing plan. The following are some of the strategies employed by the City to minimize debt servicing costs:
a. Setting targets for debt servicing cost – Setting targets for debt servicing costs allows the City to limit the tax burden on current and future taxpayers and ensures delivery of the capital plan.
Page 161
b. Maintain a Strong Credit Rating - For 2019, the City of London received the highest possible credit rating from Moody’s, Aaa, for the 43rd consecutive year. This contributes to the City of London’s favourable cost of borrowing on long-term financing, which may be between 3 to 5 basis points in comparison to being rated Aa depending on market conditions. This translates to between $0.8 million to $1.4 million of interest costs avoided on a 10-year borrowing program of $50 million.
c. Issuing Debt Over a 10-year Term – Generally, Civic Administration recommends issuing 10-year term debentures as opposed to 20-year term debentures because the interest savings to the taxpayer in the long-term is significant. However, there are unique projects that are significant in value which may warrant issuing a debenture with a term that is longer than 10 years, for example 20-year debentures were issued for Budweiser Gardens.
Excerpt from Moody’s Investors Service Credit Analysis Report, September 20, 2019:
“The credit profile of the City of London (Aaa stable) reflects the strong protection to bondholders stemming from a relatively low debt burden, low interest expense and sizeable levels of reserves relative to outstanding debt.”
Page 162
KEY COMPONENT OF DEBT MANAGEMENT STRATEGY:
3. Minimizing Risk Associated with Issuing Debt Also included in the debt management policy are strategies used to minimize risk associated with issuing debt. Some of the risks include:
a. Over-issuing Debt on Projects - the City shall not issue long-term financing on capital projects until they are substantially complete or
a discernable phase is complete.
b. Market Conditions - The timing and amount of debt issued in a given year shall be at the discretion of the City Treasurer.
c. Interest Rate - The City’s general practice is to issue debt denominated in Canadian dollars with fixed interest rates over the term.
d. Securing Appropriate Forms of Financing – Debt financing shall be secured for either a temporary or long-term basis dependent on the
purpose.
CURRENT DEBT LEVELS
In 2019, the City of London issued $49.4 million of debentures in the capital markets at an all-in-rate of 2.655% for a 10-year term. Total issued debt
for 2019 is $300.5 million as shown in the chart below.
Debt Levels for 2019 ($ millions)
CategoryDec 31, 2018 Issued in
2019
Retired in
2019
Dec 31,
2019 (1)
Authorized
2019
Total
Potential
General Property Taxes 163.4 22.8 30.4 155.8 95.1 250.9
Wastewater 50.3 - 8.7 41.7 3.8 45.4
Water 1.2 - 0.3 0.9 - 0.9
Rate Supported Reserve Funds 14.6 - 4.3 10.2 2.9 13.1
Subtotal 229.5 22.8 43.7 208.6 101.8 310.4
Joint Water Boards - City's Share 14.4 - 2.2 12.3 2.4 14.7
City Services Reserve Funds 61.0 26.6 8.0 79.6 116.3 196.0
Total Debt Level 305.0 49.4 53.9 300.5 220.6 521.0
Amounts are subject to rounding.
(1) Outstanding debt level is subject to completion of 2019 financial statement audit.
Page 163
LOOKING AHEAD The City has continued on the path of employing tighter controls for authorizing new debt. The City’s debt cap, along with debt substitution allocations in accordance with the Council approved Surplus/Deficit, Assessment Growth and Debt Management Policies have contributed to significantly reducing debt levels over the term of the previous Multi-Year Budget. This has resulted in lower projected debt servicing costs for property tax supported initiatives over the 2020 – 2023 Multi-Year Budget in comparison to the previous Multi-Year Budget. The Debt Servicing Budget is projected to decrease from $39.7 million in 2019 to $32.8 million in 2023, a reduction of $6.9 million over the 2020 – 2023 Multi-Year Budget. The graph below shows the Property Tax Supported debt levels and servicing costs from 2016 to 2019 with forecasts through to 2025. Debt servicing costs for projected future issuances are calculated using interest rate forecasts published by the “Big Five Canadian Banks.”
0
5
10
15
20
25
30
35
40
45
50
0
20
40
60
80
100
120
140
160
180
200
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Deb
t S
erv
icin
g C
osts
($ m
illi
on
s)
Deb
t L
evel ($
mil
lio
ns)
Property Tax Supported Debt Levels and Servicing Costs
Issued Debt Servicing Costs
WHERE WE ARE WHERE WE ARE HEADED
Page 164
Additional Investment Business Cases
The 2020 – 2023 Multi-Year Budget includes Additional Investment Business Cases proposed to be financed through long-term debt. The potential impacts of these business cases are not reflected in the debt figures presented in this section. If all business cases with debt servicing costs are approved (administratively prioritized and for Council consideration), based on forecasted interest rates there would be additional debt servicing costs totaling $8.7 million over the 2020-2023 Multi-Year Budget and $36.8 million over the 2024-2029 forecast period. Potential debt servicing costs are quantified as an increase to the tax levy in each applicable business case. The additional debt financing required to fund additional investment business cases (administratively prioritized and for Council consideration) can be accommodated within the $36 million debt cap for property tax supported initiatives.
Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
General Property Taxes 39,715 37,127 36,039 33,263 32,816 29,722 30,065 31,291 33,228 34,226 34,442 Wastewater & Treatment 11,229 9,748 9,193 5,838 4,725 4,402 3,716 5,639 6,182 6,701 5,275 Water 406 350 349 112 111 - - - - - - Rate Supported Reserve Funds 4,814 4,810 2,230 2,559 1,556 838 338 338 338 338 1,493 Joint Water Boards - City's Share 2,496 2,496 2,491 2,483 1,669 1,516 1,505 718 307 - - City Services Reserve Funds 9,992 12,493 17,486 20,257 23,480 25,767 27,617 32,701 40,701 44,075 51,583 Subtotal - Other Corporate 28,937 29,898 31,750 31,250 31,541 32,524 33,176 39,396 47,529 50,402 58,350 Total Corporate 68,652 67,025 67,789 64,513 64,357 62,246 63,241 70,687 80,757 84,628 92,792
Budget2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
General Property Taxes 155,812 144,657 139,400 142,356 145,725 154,877 163,945 172,063 178,468 184,071 189,659 Wastewater & Treatment 41,663 33,008 24,662 19,456 15,217 11,184 7,732 23,815 28,906 30,235 33,533 Water 876 549 213 108 - - - - - - - Rate Supported Reserve Funds 10,239 6,303 7,789 5,331 3,793 2,921 2,528 2,125 1,711 13,286 11,788 Joint Water Boards - City's Share 12,265 10,043 7,776 5,464 3,909 2,471 1,007 305 - - - City Services Reserve Funds 79,631 112,764 133,678 151,128 158,879 154,972 188,338 240,802 240,554 283,655 239,720 Subtotal - Other Corporate 144,674 162,667 174,118 181,486 181,798 171,548 199,605 267,047 255,332 313,568 274,292 Total Corporate 300,486 307,324 313,518 323,842 327,523 326,424 363,550 439,109 433,799 497,639 463,951 Subject to rounding.Notes:1. Other Corporate includes Wastewater, Water and Reserve Fund Supported Budgets.
2020-2023 DEBT DETAIL WITH FORECASTS ($000's)
Annual Debt Servicing Costs Requested Budget Forecast
Issued Debt Levels at Year-End Requested Budget Forecast
Page 165
APPENDIX A - CAPITAL BUDGET DETAIL
2020-2029 CAPITAL BUDGET ($000’s)
Subject to rounding.
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Lifecycle Renewal 80,560 94,606 87,569 104,886 93,154 380,214 33.0% 597,903 978,118 39.6%
Growth 105,203 123,811 113,883 161,254 251,684 650,632 56.4% 642,440 1,293,073 52.3%
Service Improvement 19,506 60,785 13,384 15,054 32,912 122,135 10.6% 77,291 199,427 8.1%
Total Expenditures 205,269 279,201 214,837 281,194 377,750 1,152,982 1,317,635 2,470,617
Page 166
2020-2029 CAPITAL BUDGET SOURCES OF FINANCING ($000’s)
Subject to rounding.
2019
Revised
2020
Proposed
2021
Proposed
2022
Proposed
2023
Proposed
2020-2023
Total
Percentage
2020-2023
Total
2024-2029
Forecast
2020-2029
Total
Percentage
2020-2029
Total
Tax Supported
Capital Levy 41,458 45,172 47,271 51,502 51,475 195,420 36.6% 337,029 532,449 43.5%
Debt 28,571 56,286 23,803 22,011 68,203 170,303 31.9% 105,476 275,779 22.5%
Reserve Fund 37,240 48,174 33,329 40,460 43,019 164,982 30.9% 244,874 409,856 33.5%
Other 2,450 790 2,116 708 - 3,613 0.7% 2,151 5,764 0.5%
Total Tax Supported 109,718 150,422 106,518 114,681 162,697 534,318 689,530 1,223,848
Non-Tax Supported
Debt 4,633 10,077 13,395 28,592 64,873 116,937 18.9% 131,349 248,286 19.9%
Reserve Fund 68,379 51,405 46,134 49,543 46,421 193,502 31.3% 234,219 427,721 34.3%
Federal Gas Tax 17,480 26,491 15,021 24,958 29,920 96,390 15.6% 95,331 191,721 15.4%
Federal Grants 2,205 16,596 16,829 32,936 38,294 104,656 16.9% 15,698 120,354 9.7%
Provincial Grants 2,720 16,448 16,901 30,469 35,080 98,897 16.0% 32,105 131,003 10.5%
Other Government (3,022) - - - - - -% 119,314 119,314 9.6%
Other 3,156 7,762 38 15 465 8,280 1.3% 90 8,370 0.7%
Total Non-Tax Supported 95,551 128,779 108,319 166,513 215,053 618,664 628,105 1,246,769
Total 205,269 279,201 214,837 281,194 377,750 1,152,982 1,317,635 2,470,617
Page 167
LIFECYCLE RENEWAL CAPITAL BUDGET
Subject to rounding.
LIFECYCLE RENEWAL ($000's)EXPENDITURES BY SERVICE PROGRAM
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total Project
Cost
Culture 2,176 1,966 1,976 2,016 2,026 1,921 2,151 2,676 2,861 2,861 2,861 23,315 25,491
Economic Prosperity 2,153 540 1,123 992 910 1,050 868 679 955 940 600 8,656 10,809
Environmental Services 1,170 5,935 675 1,555 625 1,490 2,500 1,500 1,275 1,700 850 18,105 19,275
Parks, Recreation & Neighbourhood Services 9,193 9,451 9,426 10,756 10,041 11,700 11,399 9,989 10,174 9,974 10,269 103,177 112,369
Planning & Development Services 550 220 220 220 220 220 220 220 220 220 220 2,200 2,750
Protective Services 5,168 10,880 9,304 8,403 8,587 12,451 10,466 10,688 6,166 13,977 10,101 101,021 106,189
Social & Health Services 3,366 2,798 2,803 2,808 2,808 2,808 2,808 2,943 3,018 3,021 3,038 28,853 32,219
Transportation Services 44,864 50,139 51,672 63,553 53,843 54,886 55,580 56,274 57,572 59,326 59,042 561,885 606,749
Corporate, Operational & Council Services 11,921 12,677 10,371 14,583 14,094 13,651 14,519 11,041 10,699 13,297 15,973 130,906 142,826
TOTAL LIFECYCLE RENEWAL 80,560 94,606 87,569 104,886 93,154 100,177 100,510 96,008 92,939 105,316 102,954 978,118 1,058,678
Page 168
Subject to rounding.
LIFECYCLE RENEWAL ($000's)CULTURE
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
CULTURE SERVICES
CS1670 Public Art Restoration 169 169 169 169 169 169 169 169 169 169 1,690 1,690
CS184120 Museum London Repairs 350 360 350 360 350 360 410 420 420 420 3,800 3,800
CS618620 Centennial Hall Upgrades 180 180 180 180 180 180 180 180 180 180 1,800 1,800
Previously Approved Projects Provided For Prior Year
Comparison Purposes 699 699
TOTAL CULTURE SERVICES 699 699 709 699 709 699 709 759 769 769 769 7,290 7,989
HERITAGE
CS2154 Heritage Conservation 75 75 75 75 75 75 75 75 75 75 750 750
CS232420 Mun Owned Heritage Buildings 497 497 497 497 497 497 497 497 497 497 4,970 4,970
Previously Approved Projects Provided For Prior Year
Comparison Purposes 551 551
TOTAL HERITAGE 551 572 572 572 572 572 572 572 572 572 572 5,720 6,271
LIBRARY SERVICES
CS3341 Library Integrated IT System 220 220 220 220 220 220 220 220 220 220 2,200 2,200
CS3540 Library Facility Renewal Plan 475 475 525 525 430 650 1,125 1,300 1,300 1,300 8,105 8,105
Previously Approved Projects Provided For Prior Year
Comparison Purposes 926 926
TOTAL LIBRARY SERVICES 926 695 695 745 745 650 870 1,345 1,520 1,520 1,520 10,305 11,231
TOTAL CULTURE 2,176 1,966 1,976 2,016 2,026 1,921 2,151 2,676 2,861 2,861 2,861 23,315 25,491
Page 169
Subject to rounding.
LIFECYCLE RENEWAL ($000's)ECONOMIC PROSPERITY
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
RBC PLACE LONDON
EP176520 RBC Place London Repairs 488 1,100 992 460 1,050 868 679 955 940 600 8,131 8,131
Previously Approved Projects Provided For Prior Year
Comparison Purposes2,053 2,053
TOTAL RBC PLACE LONDON 2,053 488 1,100 992 460 1,050 868 679 955 940 600 8,131 10,184
COVENT GARDEN MARKET
EP1780 Covent Garden Market Roof Replacement 450 450 450
EP1782 Covent Garden Market Relamping of Current
Energy Efficient Lighting64 23 23 87
EP1784 Covent Garden Market Parking Garage
Painting50 52 52 102
Previously Approved Projects Provided For Prior Year
Comparison Purposes(14) (14)
TOTAL COVENT GARDEN MARKET 100 52 23 - 450 - - - - - - 525 625
TOTAL ECONOMIC PROSPERITY 2,153 540 1,123 992 910 1,050 868 679 955 940 600 8,656 10,809
Page 170
Subject to rounding.
LIFECYCLE RENEWAL ($000's)ENVIRONMENTAL SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ENVIRONMENTAL ACTION PROGRAMS
EV6020 Active Transportation 300 300 300 300 300 300 300 300 300 300 3,000 3,000
Previously Approved Projects Provided For Prior Year
Comparison Purposes300 300
TOTAL ENVIRONMENTAL ACTION PROGRAMS 300 300 300 300 300 300 300 300 300 300 300 3,000 3,300
GARBAGE RECYCLING & COMPOSTING
SW6025 Waste Diversion 60 60 60 200 200 580 580
SW6530 Material Recovery Facility 230 50 450 385 1,825 425 200 3,565 3,565
SW601420 W12A Ancillary 300 150 300 150 300 150 300 300 300 300 2,550 2,550
SW602120 W12A New Cell Construction 4,600 4,600 4,600
SW604020 Landfill Gas Collection 370 100 370 100 370 150 600 150 600 150 2,960 2,960
SW608720 Closed Landfill Management 75 75 75 75 75 75 100 100 100 100 850 850
Previously Approved Projects Provided For Prior Year
Comparison Purposes870 870
TOTAL GARBAGE RECYCLING & COMPOSTING 870 5,635 375 1,255 325 1,190 2,200 1,200 975 1,400 550 15,105 15,975
TOTAL ENVIRONMENTAL SERVICES 1,170 5,935 675 1,555 625 1,490 2,500 1,500 1,275 1,700 850 18,105 19,275
Page 171
Subject to rounding.
LIFECYCLE RENEWAL ($000's)PARKS, RECREATION & NEIGHBOURHOOD SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
NEIGHBOURHOOD & RECREATION SERVICES
RC2070 Customer Service Systems 55 55 55 55 55 275 275
RC2445 Senior Centres Lifecycle Renewal 120 256 256 116 126 116 126 256 256 136 136 1,780 1,900
RC2620 Update Security Systems
Recreation Facilities100 100 120 120 130 130 600 700
RC220120 Recreation Facilities 3,759 3,239 4,259 3,239 5,084 5,302 3,637 3,637 3,637 3,737 39,530 39,530
RC288120 Golf Course Lifecycle Upgrades 150 150 150 150 150 150 150 150 150 150 1,500 1,500
Previously Approved Projects Provided For
Prior Year Comparison Purposes3,902 3,902
TOTAL NEIGHBOURHOOD &
RECREATION SERVICES4,122 4,220 3,745 4,580 3,635 5,405 5,698 4,098 4,173 3,978 4,153 43,685 47,807
PARKS & URBAN FORESTRY
PK1070 Victoria Park Upgrades 110 110 110 110 110 550 550
PK102320 Maintain District Parks 850 885 885 950 950 950 1,020 1,020 1,020 1,020 9,550 9,550
PK117320 Springbank Park Upgrades 440 440 440 440 440 440 440 440 440 440 4,400 4,400
PK128220 Maintain Neighbourhood Parks 570 570 570 570 570 570 570 570 570 570 5,700 5,700
PK206320 Maintain Open Space 740 740 850 900 900 900 900 900 950 950 8,730 8,730
PK213520 Maintain Thames Valley
Parkway 425 425 425 475 475 475 525 525 525 525 4,800 4,800
PK217320 Maintain Sportspark 310 325 325 360 360 360 390 390 430 430 3,680 3,680
PK302020 Maintain Urban Parks 550 550 550 550 550 550 550 550 550 550 5,500 5,500
RC274920 Park Facilities Mjr Upgrades 555 846 1,340 1,260 1,260 555 705 705 720 730 8,676 8,676
Page 172
Subject to rounding.
Subject to rounding.
LIFECYCLE RENEWAL ($000's)PARKS, RECREATION & NEIGHBOURHOOD SERVICES (cont'd)
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
PARKS & URBAN FORESTRY (cont'd)
UF112920 Downtown Street Tree Planting 225 225 225 225 225 225 225 225 225 225 2,250 2,250
UF123520 Street Tree Planting 411 411 411 411 411 411 411 411 411 411 4,110 4,110
UF275420 Woodland Management 105 105 105 105 105 105 105 105 105 105 1,046 1,046
UF276820 Woodland Features 50 50 50 50 50 50 50 50 50 50 500 500
Previously Approved Projects Provided For
Prior Year Comparison Purposes5,071 5,071
TOTAL PARKS & URBAN FORESTRY 5,071 5,231 5,681 6,176 6,406 6,296 5,701 5,891 6,001 5,996 6,116 59,492 64,563
TOTAL PARKS, RECREATION &
NEIGHBOURHOOD SERVICES9,193 9,451 9,426 10,756 10,041 11,700 11,399 9,989 10,174 9,974 10,269 103,177 112,369
LIFECYCLE RENEWAL ($000's)PLANNING & DEVELOPMENT SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
PLANNING SERVICES
PD224320 Maintain Environmentally Significant Areas 220 220 220 220 220 220 220 220 220 220 2,200 2,200
Previously Approved Projects Provided For Prior Year
Comparison Purposes550 550
TOTAL PLANNING SERVICES 550 220 220 220 220 220 220 220 220 220 220 2,200 2,750
TOTAL PLANNING & DEVELOPMENT
SERVICES550 220 220 220 220 220 220 220 220 220 220 2,200 2,750
Page 173
Subject to rounding.
LIFECYCLE RENEWAL ($000's)PROTECTIVE SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
CORPORATE SECURITY & EMERGENCY MANAGEMENT
GG1055 One Voice Communications Infrastructure 750 800 800 800 800 800 800 800 850 850 900 8,200 8,950
GG1589 Facil Mtce-Security Measures 150 250 250 250 250 250 250 255 255 155 160 2,325 2,475
GG1600 Emergency Management 50 50 50 50 50 50 50 75 75 75 80 605 655
TOTAL CORPORATE SECURITY & EMERGENCY
MANAGEMENT950 1,100 1,100 1,100 1,100 1,100 1,100 1,130 1,180 1,080 1,140 11,130 12,080
FIRE SERVICES
FS1046 Fire Replace Portable Radios Phase 2 239 1,269 68 274 1,457 3,307 3,307
FS104220 Non Emergency Fire Vehicles 230 135 130 80 646 264 1,486 1,486
FS112320 Replace Firefighter Equipment 150 699 656 714 389 1,386 405 254 1,452 629 6,733 6,733
FS115220 Emergency Fire Vehicle 52 505 770 938 2,130 2,700 3,047 15 3,428 460 14,045 14,045
FS117620 Fire Stations Lifecycle Renewal 960 1,550 760 750 760 750 810 810 820 830 8,800 8,800
Previously Approved Projects Provided For Prior Year
Comparison Purposes1,653 1,653
TOTAL FIRE SERVICES 1,653 1,401 2,984 3,455 2,537 3,409 4,984 4,908 1,079 6,238 3,376 34,371 36,024
Page 174
Subject to rounding.
LIFECYCLE RENEWAL ($000's)PROTECTIVE SERVICES (cont'd)
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
POLICE SERVICES
PP4291 Police Misc Equipment Purchase 662 1,083 411 756 246 428 696 390 596 299 5,568 5,568
PP4295 Police Technology Equipment 1,733 647 671 1,293 2,128 1,061 921 893 1,417 1,049 11,813 11,813
PP4325 911 Communications Upgrades 900 175 175 380 380 2,010 2,010
PP4405 Police Portable Radio User Gear Replacement 2,014 2,581 1,987 6,582 6,582
PP4406 Police Storage Server 300 400 700 700
PP431420 Replace Police Vehicles 2,444 2,366 1,916 2,201 1,882 2,143 1,857 1,825 1,833 3,006 21,472 21,472
PP444420 Police Headquarters Building Repairs 625 650 675 700 725 750 775 800 825 850 7,375 7,375
Previously Approved Projects Provided For Prior Year
Comparison Purposes2,565 2,565
TOTAL POLICE SERVICES 2,565 8,379 5,220 3,848 4,950 7,942 4,382 4,649 3,908 6,658 5,585 55,521 58,085
TOTAL PROTECTIVE SERVICES 5,168 10,880 9,304 8,403 8,587 12,451 10,466 10,688 6,166 13,977 10,101 101,021 106,189
Page 175
Subject to rounding.
LIFECYCLE RENEWAL ($000's)SOCIAL & HEALTH SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
LONDON & MIDDLESEX COMMUNITY HOUSING
LMH261820 Public Housing Major Upgrades 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 22,080 22,080
Previously Approved Projects Provided For Prior Year
Comparison Purposes2,708 2,708
TOTAL LONG TERM CARE 2,708 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 22,080 24,788
LONG TERM CARE
DH162020 Dearness Major Upgrades 500 500 500 500 500 500 550 550 550 570 5,220 5,220
Previously Approved Projects Provided For Prior Year
Comparison Purposes450 450
TOTAL LONG TERM CARE 450 500 500 500 500 500 500 550 550 550 570 5,220 5,670
SOCIAL & COMMUNITY SUPPORT SERVICES
SH2755 Ontario Works Capital Replacement 138 90 95 100 100 100 100 185 260 263 260 1,553 1,691
Previously Approved Projects Provided For Prior Year
Comparison Purposes70 70
TOTAL SOCIAL & COMMUNITY SUPPORT
SERVICES208 90 95 100 100 100 100 185 260 263 260 1,553 1,761
TOTAL SOCIAL & HEALTH SERVICES 3,366 2,798 2,803 2,808 2,808 2,808 2,808 2,943 3,018 3,021 3,038 28,853 32,219
Page 176
Subject to rounding.
LIFECYCLE RENEWAL ($000's)TRANSPORTATION SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
PARKING
TS4212 Replace Parking Administrative Software
System 500 500 500
TS4214 Technology Replacement On Individual Meters 300 300 300
TS4215 Master Meter Replacement 1,350 1,350 1,350
TS4216 Parking & Enforcement System Upgrades 690 690 690
Previously Approved Projects Provided For Prior Year
Comparison Purposes890 890
TOTAL PARKING 890 990 - 500 - - - - - 1,350 - 2,840 3,730
LONDON TRANSIT COMMISSION
MU104420 Bus Purchase Replacement 9,488 10,081 10,419 10,756 10,756 10,756 10,756 10,756 10,756 10,756 105,279 105,279
MU113620 Existing Facility Upgrade 500 500 500 500 500 500 500 500 500 500 5,000 5,000
Previously Approved Projects Provided For Prior Year
Comparison Purposes4,966 4,966
TOTAL LONDON TRANSIT COMMISSION 4,966 9,988 10,581 10,919 11,256 11,256 11,256 11,256 11,256 11,256 11,256 110,279 115,246
Page 177
Subject to rounding.
LIFECYCLE RENEWAL ($000's)TRANSPORTATION SERVICES (cont'd)
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ROADWAYS
TS1138 Road Safety Strategy 250 254 258 261 265 269 273 277 282 286 290 2,716 2,966
TS1202 Victoria Bridge Replacement 800 10,040 10,840 10,840
TS3228 Downtown Streetscape Program 50 50 50 50 50 50 50 50 50 50 50 500 550
TS4040 Miscellaneous Traffic Studies 100 102 103 105 106 108 109 111 113 114 116 1,086 1,186
TS116520 Warranted Sidewalks 558 567 575 584 593 601 610 620 629 638 5,975 5,975
TS125420 Localized Roadworks 543 551 559 568 576 585 594 603 612 621 5,812 5,812
TS144620 Road Networks Improvements (Main) 12,196 14,651 14,919 15,187 15,455 15,722 15,990 16,263 16,537 16,801 153,720 153,720
TS176320 Bridges Major Upgrades 5,208 5,275 5,342 5,409 5,476 5,543 5,610 5,678 5,746 5,816 55,101 55,101
TS301420 Road Network Improvements (Local & Rural) 10,123 10,324 10,525 10,726 10,927 11,128 11,329 11,530 11,734 11,969 110,314 110,314
TS303720 Sidewalk Repairs & Replacement 1,504 1,537 1,571 1,604 1,638 1,671 1,705 1,738 1,773 1,808 16,549 16,549
TS331020 Road Surface Treatment 400 400 400 400 400 400 400 400 400 400 4,000 4,000
TS405820 Traffic Calming Program 76 77 78 79 80 82 83 84 85 87 812 812
TS406720 Traffic Signals - Mtce 4,199 4,266 4,343 4,370 4,586 4,653 4,720 4,917 5,115 5,350 46,516 46,516
TS512320 Street Light Maintenance 2,844 2,977 3,111 3,184 3,418 3,451 3,485 3,535 3,585 3,785 33,375 33,375
TS618120 Salt And Sand Dome LCR 305 55 255 55 55 55 55 505 55 55 1,450 1,450
Previously Approved Projects Provided For Prior Year
Comparison Purposes38,607 38,607
TOTAL ROADWAYS 39,007 39,161 41,091 52,134 42,587 43,630 44,324 45,018 46,316 46,720 47,786 448,766 487,773
TOTAL TRANSPORTATION SERVICES 44,864 50,139 51,672 63,553 53,843 54,886 55,580 56,274 57,572 59,326 59,042 561,885 606,749
Page 178
Subject to rounding.
LIFECYCLE RENEWAL ($000's)CORPORATE, OPERATIONAL & COUNCIL SERVICES
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
CORPORATE SERVICES
GG1050 Corporate Systems Update 450 400 900 1,000 1,175 925 1,075 1,450 1,150 1,175 1,250 10,500 10,950
GG1320 Courts Admin Building Upgrades 824 Dundas
Street 62 62 62 62 62 310 310
GG1346 Corporate Asset Management Dev 550 300 200 400 200 1,650 1,650
GG1350 Corporate Asset Mgmt Software System and
Consultants 200 50 100 100 450 450
IT3010 Application, Data, Information & Process 417 300 400 300 400 300 400 300 435 323 445 3,603 4,020
IT3012 End User Devices & Productivity Tools 917 650 1,683 936 1,168 1,304 1,973 1,358 999 907 1,994 12,972 13,889
IT3018 Security Event And Incident Management
Replacement15 15 15 165 15 15 15 165 18 19 19 461 476
IT3022 Network Modernization 50 50 50 2,780 50 1,535 50 250 55 57 2,924 7,801 7,851
IT3025 Storage, Server Backup Restoration 1,600 2,500 2,050 650 2,380 7,580 9,180
ME1206 Fuel System Management 912 50 50 50 50 50 50 50 50 50 50 500 1,412
ME1407 Fleet And Equipment Mntce Mgmt 75 75 150 150
TS1025 Survey Equipment Replacement 200 200 200
GG154520 Municipal Buildings LCR 534 342 571 342 362 342 362 342 362 362 3,921 3,921
GG154820 Normal School Maintenance 120 80 130 80 130 120 220 130 80 130 1,220 1,220
GG155520 City Hall Major Upgrades 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 10,000
ME202001 Vehicle & Equipment Repl-TCA 5,885 4,462 6,764 5,447 7,177 8,018 4,451 5,312 5,539 6,610 59,665 59,665
ME202002 2020 V&E Repl - Non-TCA 65 88 55 71 71 31 62 148 54 80 727 727
TS620020 Operation Facilities 770 750 770 2,247 720 720 810 810 790 810 9,197 9,197
Previously Approved Projects Provided For Prior Year
Comparison Purposes7,559 7,559
TOTAL CORPORATE SERVICES 11,921 12,677 10,371 14,583 14,094 13,651 14,519 11,041 10,699 13,297 15,973 130,906 142,826
TOTAL CORPORATE, OPERATIONAL &
COUNCIL SERVICES11,921 12,677 10,371 14,583 14,094 13,651 14,519 11,041 10,699 13,297 15,973 130,906 142,826
Page 179
GROWTH CAPITAL BUDGET
Subject to rounding.
Subject to rounding.
GROWTH ($000's)
EXPENDITURES BY SERVICE PROGRAM
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
Culture 1,500 4,618 6,186 6,186 12,304
Economic Prosperity 22,000 150 5,000 5,150 27,150
Environmental Services 20,000 20,000 20,000
Parks, Recreation &
Neighbourhood Services120,563 14,409 11,123 10,608 9,415 46,592 3,826 15,598 3,005 12,507 1,830 114,504 249,476
Planning & Development
Services5,461 815 948 2,056 1,364 3,977 319 93 835 548 123 10,262 16,538
Protective Services 3,309 51 52 10,252 16,034 20,052 20,052 20,052 52 52 52 86,646 90,007
Social & Health Services
Transportation Services 203,034 85,310 105,502 90,968 134,291 176,064 80,697 201,269 104,657 43,739 54,588 58,549 1,050,325 1,338,669
Corporate, Operational &
Council Services674 674
TOTAL GROWTH 356,542 105,203 123,811 113,883 161,254 251,684 104,893 237,012 108,548 76,846 56,593 58,549 1,293,073 1,754,818
GROWTH ($000's)
CULTURE SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
LIBRARY SERVICES
RC3464 Northwest Branch Library 750 5,936 5,936 6,686
RC3468 LSA 12-Northwest Collections 250 250 250
Previously Approved Projects Provided For Prior Year
Comparison Totals750 4,618 5,368
TOTAL LIBRARY SERVICES 1,500 4,618 6,186 - - - - - - - - - 6,186 12,304
TOTAL CULTURE 1,500 4,618 6,186 - - - - - - - - - 6,186 12,304
Page 180
Subject to rounding.
Subject to rounding.
GROWTH (000's)
ECONOMIC PROSPERITY
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ECONOMIC DEVELOPMENT
ID1148 Industrial Development Strategy 150 150 150
TS1308 Hwy 401 Interchange Projects 20,000 5,000 5,000 25,000
Previously Approved Projects Provided For Prior Year
Comparison Totals2,000 2,000
TOTAL ECONOMIC DEVELOPMENT 22,000 - - - 150 5,000 - - - - - - 5,150 27,150
TOTAL ECONOMIC PROSPERITY 22,000 - - - 150 5,000 - - - - - - 5,150 27,150
GROWTH (000's)
ENVIRONMENTAL SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
GARBAGE, RECYCLING & COMPOSTING
SW6020 Organic Waste Diversion Facility 20,000 20,000 20,000
TOTAL GARBAGE, RECYCLING & COMPOSTING - - - - - - - - - 20,000 - - 20,000 20,000
TOTAL ENVIRONMENTAL SERVICES - - - - - - - - - 20,000 - - 20,000 20,000
Page 181
Subject to rounding.
GROWTH (000's)
PARKS, RECREATION & NEIGHBOURHOOD SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
NEIGHBOURHOOD & RECREATION SERVICES
RC2012 Master Plan Update (2021) Parks & Recreation 150 150 150
RC2013 Master Plan Update (2027) Parks & Recreation 350 350 350
RC2757 Northwest Multi Purpose Rec Centre 4,000 2,700 25,285 31,985 31,985
RC2758 South East Multi Purpose Rec Centre - Arena
Anchored17,588 8,368 11,584 11,584 37,539
RC2783 New Spray Pad (2019-2023) 500 500 500 500 500 2,500 2,500
RC2813 North Neighbourhood Community Centre 2,000 1,100 10,352 13,452 13,452
RC2814 Central Neighbourhood Community Centre 2,000 1,100 10,352 13,452 13,452
Previously Approved Projects Provided For Prior Year
Comparison Totals80,753 150 80,903
TOTAL NEIGHBOURHOOD & RECREATION
SERVICES98,341 8,518 500 4,150 3,200 39,369 1,100 12,852 1,100 11,202 - - 73,473 180,332
Page 182
Subject to rounding.
GROWTH (000's)
PARKS, RECREATION & NEIGHBOURHOOD SERVICES (cont'd)
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
PARKS & URBAN FORESTRY
UF2080 Urban Forestry Studies Impacted by Growth 50 100 100 100 100 50 500 500
PK103319 New District Parks (2019-2023) 1,458 141 987 204 784 784 2,900 4,358
PK138219 Neighbourhood Parks (2019-2023) 222 394 185 115 440 246 180 90 65 1,715 1,937
PK204319 New Major Open Space (2019-2023) 270 2,012 930 551 3,557 719 719 719 694 9,901 10,171
PK212419 New Thames Valley Parkway 1,406 2,093 1,177 1,177 785 327 5,559 6,965
PK218119 New Sportspark (2019-2023) 1,694 1,905 1,482 3,387 5,081
PK218519 New Pedestrian Bridges and Tunnels (2019-
2023) 2,325 525 500 1,575 525 5,450 5,450
PK223019 New Field House (2019-2023) 300 600 500 500 500 500 500 3,100 3,400
PK301919 New Urban Parks (2019-2023) 910 2,456 1,091 618 364 546 546 546 546 546 7,259 8,169
UF276519 Woodland Parks (2019-2023) 602 95 185 198 90 90 1,260 1,260
Previously Approved Projects Provided For Prior Year
Comparison Totals22,222 (368) 21,854
TOTAL PARKS & URBAN FORESTRY 22,222 5,891 10,623 6,458 6,215 7,223 2,726 2,746 1,905 1,305 1,830 - 41,031 69,144
TOTAL PARKS, RECREATION &
NEIGHBOURHOOD SERVICES120,563 14,409 11,123 10,608 9,415 46,592 3,826 15,598 3,005 12,507 1,830 - 114,504 249,476
Page 183
Subject to rounding.
GROWTH (000's)
PLANNING & DEVELOPMENT SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
DEVELOPMENT SERVICES
GG1035 DC Process Consultant 2024 50 450 450 500
GG1036 DC Process Consultant 2029 500 500 500
PD1036 Post Development EIS Monitoring 40 41 42 43 44 45 46 301 301
Previously Approved Projects Provided For Prior Year
Comparison Totals850 850
TOTAL DEVELOPMENT SERVICES 850 50 40 41 492 43 44 45 46 500 - - 1,251 2,151
PLANNING SERVICES
PD2155 Growth Related Secondary Plans 300 75 75 75 75 75 75 375 750
PD2156 Rapid Transit Village Secondary Plan (2019-
2023) 75 56 56 56 56 225 300
PD2157 Planning Official Plan Review 410 410 410
PD2158 Planning Zoning By-Law Update 307 307 307
PD2161 Rapid Transit Corridor Plans 128 128 128 128 512 512
PD2174 Subwatershed Studies (2019-2023) Review and
Implementation Update (Parks & Rec) 40 40 40 40 40 160 200
PD2175 Planning Community Improvement Plans 200 200 200 400
PD2176 Urban Design Guidelines Subdivision and Infill 154 154 154
PD2179 New ESA Conservation Master Plans 358 358 358 1,075 1,075
PD216219 New Civic Spaces 2019-2023 1,570 3,140 4,710 4,710
PD225319 New Environmentally Significant Areas (2019-
2023) 250 67 163 211 48 48 48 48 883 883
Previously Approved Projects Provided For Prior Year
Comparison Totals4,311 375 4,686
TOTAL PLANNING SERVICES 4,611 765 908 2,015 872 3,934 275 48 789 48 123 - 9,011 14,387
TOTAL PLANNING & DEVELOPMENT
SERVICES5,461 815 948 2,056 1,364 3,977 319 93 835 548 123 - 10,262 16,538
Page 184
Subject to rounding.
GROWTH (000's)
PROTECTIVE SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
FIRE SERVICES
FS1043 Aerial Company- Central London 1,805 1,805 1,805
FS1087 Fire Station 15 - New Station 500 200 3,157 3,357 3,857
FS1088 Fire Fighter Outfitting - Station 15 121 121 121
FS1089 Quint - Station 15 Vehicle 900 900 900
Previously Approved Projects Provided For Prior Year
Comparison Totals2,809 (500) 2,309
TOTAL FIRE SERVICES 2,809 - - 200 5,983 - - - - - - - 6,183 8,992
POLICE SERVICES
PP4462 Police Headquarters Expansion 10,000 10,000 20,000 20,000 20,000 80,000 80,000
PP446519 Officer Outfitting Due to Growth (2019-2023) 51 52 52 52 52 52 52 52 52 52 464 515
Previously Approved Projects Provided For Prior Year
Comparison Totals500 500
TOTAL POLICE SERVICES 500 51 52 10,052 10,052 20,052 20,052 20,052 52 52 52 - 80,464 81,015
TOTAL PROTECTIVE SERVICES 3,309 51 52 10,252 16,034 20,052 20,052 20,052 52 52 52 - 86,646 90,007
Page 185
Subject to rounding.
GROWTH (000's)
TRANSPORTATION SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
LONDON TRANSIT COMMISSION
MU1176 Conventional Transit (Growth) PTIS 1,155 2,097 4,065 4,065 3,252 3,252 2,439 2,439 2,439 24,045 25,200
TOTAL LONDON TRANSIT COMMISSION - 1,155 2,097 4,065 4,065 3,252 3,252 2,439 2,439 2,439 - - 24,045 25,200
ROADWAYS
TS1040 Transportation Master Plan Update 2022 750 750 750
TS1043 Transportation Development Charges Studies
2024 300 300 300
TS1044 Cycling Master Plan 200 200 200
TS1045 Transportation Development Charges Studies
2029 300 300 300
TS1134 Intersection - Richmond St & Fanshawe Park
Rd3,950 1,900 5,400 1,345 8,645 12,595
TS1306 Adelaide Street Grade Seperation CPR Tracks 7,550 12,800 37,925 37,925 58,275
TS1309 Intersection - Hamilton Rd & Highbury Ave 990 2,306 3,362 5,083 10,751 11,741
TS1329 Colonel Talbot Rd - 300M South of Southdale
to James Street 700 849 11,129 12,678 12,678
TS1330 Intersection- Hamilton Rd & Commissioners Rd
(Roundabout) 985 656 7,458 9,099 9,099
TS1331 Intersection- Hamilton Rd & Gore Rd
(Roundabout) 800 313 275 3,124 4,512 4,512
TS1332 Intersection- Oxford St & Gideon Rd
(Roundabout) 300 275 3,251 3,826 3,826
TS1333 Intersection - Oxford St & Wharncliffe Rd
(PTIS) 3,438 3,438 3,438
TS1334 Intersection- Pack Rd & Colonel Talbot Rd 464 1,943 2,406 2,406
TS1335 Intersection - Sunningdale Rd & Hyde Park Rd 359 904 2,775 3,679 4,038
TS1336 Intersection- Southdale - Colonel Talbot Rd
(Roundabout) 300 3,884 4,184 4,184
Page 186
Subject to rounding.
GROWTH (000's)
TRANSPORTATION SERVICES (cont'd)
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ROADWAYS (cont'd)
TS1354 Wonderland Rd Widening - Sunningdale Rd to
Fanshawe Park Rd 1,421 1,421 1,421
TS1357 Bostwick Rd Upgrades - Pack Rd to Southdale
Rd 212 51 3,088 3,351 3,351
TS1358 Pack Rd - Colonel Talbot Rd to Bostwick Rd 180 180 180
TS1359 Windermere Road - Western Rd to Richmond
St 354 120 236 3,243 3,953 3,953
TS1363 South St & Grey St (2 Way Conversion) 59 665 724 724
TS1364 Sunningdale - Highbury Ave to Clarke Rd 500 781 9,636 10,918 10,918
TS1365 Sunningdale - Hyde Park Rd To Wonderland
Rd North 500 450 736 11,736 13,422 13,422
TS1366 White Oak Road - Exeter Rd to 400m South 382 1,838 2,220 2,220
TS1406 Sunningdale -South Wenige Dr To Highbury
Ave Upgrades437 50 128 636 4,259 5,074 5,512
TS1408 Wickerson -Southdale to 650m N Southdale
Upgrades2,580 54 912 966 3,545
TS1411 Kilally - Webster St to Clarke Rd 572 572 572
TS1412 Pond Mills Underpass-Hwy 401 (City Share) 1,500 1,500 1,500
TS1455 Bostwick Road - Pack Rd to Wharncliffe Rd 669 5,630 1,197 13,530 21,025 21,025
TS1472 Oxford St West - Sanitorium Rd to
Commissioners Rd 800 2,434 3,234 3,234
TS1476 Clarke Rd Widening VMP Extension to
Fanshawe Park Rd593 461 2,663 3,124 3,717
TS1491 Veterans Memorial Parkway - Oxford St to
Huron St 2,326 2,326 2,326
TS1496 Sunningdale Road Widening - 150m W of
Richmond to 150m E of Richmond 153 4,867 5,020 5,020
TS1522 Intersection - Dingman - White Oak Rd
(Roundabout) 114 233 432 354 4,915 5,935 6,049
Page 187
Subject to rounding.
GROWTH (000's)TRANSPORTATION SERVICES (cont'd)
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ROADWAYS (cont'd)
TS1576 Intersection - Exeter Rd & Wellington St
Improvements 2,000 1,590 1,094 2,684 4,684
TS1617 Operations Centre (North) 21,476 21,476 21,476
TS1627 Philip Aziz - Western Rd to Thames River 2,490 88 88 2,578
TS1636 Advance Purchase Of Land (2019-2023) 440 440 440 440 484 165 169 173 177 182 186 2,856 3,296
TS1670 Intersection - Sarnia/Philip Aziz - Western Rd 928 7,484 8,412 8,412
TS1745 Victoria Bridge Bike Lanes 3,300 3,300 3,300
TS1746 Dingman Dr - Hwy 401 Bridge To Wellington Rd 114 2,211 8,641 10,852 10,966
TS1747 Dingman Dr - Hwy 401 Bridge (City Share) 4,722 4,722 4,722
TS4079 Traffic Management Centre Ph 2 310 310 310
TIMMS Transportation Intelligent Mobility Mngmt System 2,356 2,356 2,356 2,356 2,356 1,010 1,010 1,010 1,010 1,010 14,474 16,830
TS103119 Long Term Corridor Protection EA Studies
(2019-2023) 300 122 122 122 130 132 134 136 138 140 1,175 1,475
TS1035-1 Wonderland Road Widening Exeter Rd to Hwy
402 378 1,576 738 20,311 23,003 23,003
TS104119 Traffic Impact Studies (2019-2023) 100 100 100 100 106 108 109 111 113 114 961 1,061
TS104219 Transportation Master Plan Monitoring
Program (2019-2023) 35 35 35 35 37 38 38 39 39 40 336 371
TS126419 Rural Intersections (2019-2023) 400 100 100 100 100 100 100 100 100 100 127 1,027 1,427
TS1302-2 Commissioners Road West - Wonderland Rd
to Cranbrook Rd 1,587 1,587 1,587
TS1348-1 Wonderland Road Widening - Riverside Dr to
Springbank Dr 1,010 1,126 1,238 1,115 3,480 4,489
TS1348-2 Wonderland Road Widening - Springbank Dr
to Commissioners Rd 431 288 340 4,729 5,788 5,788
Page 188
Subject to rounding.
GROWTH (000's)
TRANSPORTATION SERVICES (cont'd)
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
ROADWAYS (cont'd)
TS1348-7 Wonderland Road Widening - Commissioners
Rd to Southdale Rd 547 653 19,510 20,709 20,709
TS1348-8 Intersection- Oxford - Wonderland 332 4,341 4,673 4,673
TS1348-9 Intersection- Riverside - Wonderland 500 220 800 10,423 11,943 11,943
TS1353-2 Adelaide St North - Fanshawe Park Rd to
Sunningdale Rd 358 731 6,697 7,428 7,786
TS1355-1 Wharncliffe Rd - Becher St to Sprinkbank Dr 3,761 12,666 24,969 24,969 41,396
TS137119 Road Class Oversizing City Share (2019-
2023) 200 200 200 200 218 93 95 97 99 102 104 1,408 1,608
TS1407-2 Southdale - Wickerson Rd to Byronhills Dr 1,043 5,750 700 3,797 4,497 11,290
TS1472-2 Oxford St West Widening - Commissioners
Rd to Westdel Bourne 400 220 315 8,814 9,749 9,749
TS1477-3 Hyde Park Road - Oxford Intersection
Improvements310 48 248 2,817 3,114 3,424
TS1479-1 Bradley Ave - Dearness Dr To Pond Mills Rd 721 1,390 1,832 19,882 23,825 23,825
TS1496-3 Sunningdale Rd - Wonderland Rd to 150m W
of Richmond St 1,050 978 300 671 19,756 20,726 22,755
TS1496-4 Sunningdale Rd - 150M East of Richmond St
to Bluebell Rd 522 660 8,621 9,804 9,804
TS1496-5 Sunningdale Rd - Adelaide St to Bluebell Rd 326 531 632 16,403 17,891 17,891
TS1523-2 Bradley Ave Extension - Jalna Blvd to
Wharncliffe Rd 797 500 1,270 644 8,509 10,423 11,720
TS1523-3 Bradley Ave Extension - Wonderland Rd to
Bostwick Rd 1,499 583 7,573 9,655 9,655
TS1629-1 Southdale Road West - Bostwick Rd to Pine
Valley Dr501 423 197 3,489 290 4,398 4,899
TS1629-2 Southdale Road West - Bostwick Rd to
Colonel Talbot Rd111 556 541 1,097 1,208
TS165119 Minor Roadworks - Channelization (2019-
2023) 840 840 840 840 923 315 323 331 338 347 355 5,451 6,291
Page 189
Subject to rounding.
GROWTH (000's)TRANSPORTATION SERVICES (cont'd)
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total 2020-2029
Total Project Cost
ROADWAYS (cont'd)
TS165319 Minor Road Works - Sidewalks (2019-2023) 444 444 444 444 488 166 170 173 177 181 186 2,874 3,319
TS165419 Minor Road Works - Streetlights (2019-2023) 620 620 620 620 679 229 234 239 244 249 254 3,987 4,606
TS165519 Minor Rd Works - Traffic Signals (2019-2023) 943 943 943 943 1,033 350 358 366 374 382 390 6,080 7,023
TS173919 Active Transportation (2019-2023) 2,674 2,674 2,674 2,674 2,940 1,004 1,028 1,052 1,078 1,103 1,130 17,356 20,030
TS180219 Strategic Links (2019-2023) 1,338 1,338 1,338 1,338 1,471 502 514 527 539 552 565 8,685 10,023 TS2172-1 Hamilton Road - Old Victoria to Victoria Memorial Parkway 668 1,783 447 5,084 7,982 7,982
TS416519 Urban Intersections (2019-2023) 2,000 2,000 2,000 2,000 2,188 746 763 780 798 816 834 12,924 14,924 TS1348-10 Intersection - Springbank Dr & Wonderland Rd 474 708 8,716 9,899 9,899
Previously Approved Projects Provided For Prior Year Comparison Purposes 157,529 24,705 182,234
TOTAL ROADWAYS 185,059 72,675 86,924 42,023 35,189 71,649 42,630 83,694 50,479 34,066 52,469 56,611 555,734 813,469
RAPID TRANSIT
RTEAST East London Link Rapid Transit Parent Project 6,695 (1,481) 9,924 16,179 73,814 12,074 1,309 975 4,325 118,600 123,813
RTWEST West Connection Rapid Transit Parent Project 2,334 1,235 9,000 750 4,613 42,970 10,648 1,011 670 489 70,150 73,718 RTNORTH North Connection Rapid Transit Parent Project 2,699 2,338 19,456 70,009 33,082 6,223 1,449 1,449 131,668 136,704
RTSOUTH Wellington Gateway (South) Rapid Transit Parent Project 5,184 6,735 6,248 4,114 11,759 87,978 9,261 1,183 3,684 124,227 136,145
RTDOWNTOWN Downtown Loop Rapid Transit Parent Project 1,064 2,654 310 24,587 465 361 177 25,900 29,619
TOTAL RAPID TRANSIT 17,975 11,480 16,482 44,880 95,038 101,163 34,816 115,137 51,739 7,234 2,119 1,938 470,545 500,000 TOTAL TRANSPORTATION SERVICES 203,034 85,310 105,502 90,968 134,291 176,064 80,697 201,269 104,657 43,739 54,588 58,549 1,050,325 1,338,669
Page 190
Subject to rounding.
GROWTH (000's)
CORPORATE, OPERATIONAL & COUNCIL SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
CORPORATE SERVICES
Previously Approved Projects Provided For Prior Year
Comparison Totals674 674
TOTAL CORPORATE SERVICES 674 - - - - - - - - - - - 674
TOTAL CORPORATE, OPERATIONAL &
COUNCIL SERVICES674 - - - - - - - - - - - 674
Page 191
SERVICE IMPROVEMENT CAPITAL BUDGET
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
EXPENDITURES BY SERVICE PROGRAM
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
Culture 2,700 2,700
Economic Prosperity 114,982 10,472 3,478 7,532 6,278 6,178 5,378 13,998 13,619 56,462 181,916
Environmental Services 29,635 1,305 35,500 1,000 15,000 3,000 5,000 59,500 90,440
Parks, Recreation & Neighbourhood Services 24,003 2,899 4,226 2,800 2,000 2,000 2,200 3,000 2,000 2,000 2,000 2,000 24,226 51,129
Planning & Development Services 1,714 380 127 125 200 100 100 100 100 100 100 100 1,152 3,246
Protective Services 1,939 903 3,254 527 3,826 804 6,696 15,107 17,950
Social & Health Services 3,365 1,837 750 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 8,750 13,952
Transportation Services 55,030 505 12,595 600 50 5,050 50 50 50 2,550 2,550 2,550 26,095 81,630
Corporate, Operational & Council Services 12,247 1,204 855 800 700 2,780 500 500 500 500 500 500 8,135 21,586
TOTAL SERVICE IMPROVEMENT 245,615 19,506 60,785 13,384 15,054 32,912 18,924 18,648 3,650 11,150 6,150 18,769 199,427 464,547
Page 192
Subject to rounding.
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
CULTURE
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
MUSEUM LONDON
Previously Approved Projects Provided For Prior Year
Comparison Purposes2,500 2,500
TOTAL MUSEUM LONDON 2,500 - - - - - - - - - - - - 2,500
HERITAGE
Previously Approved Projects Provided For Prior Year
Comparison Purposes200 200
TOTAL HERITAGE 200 - - - - - - - - - - - - 200
TOTAL CULTURE 2,700 - - - - - - - - - - - - 2,700
ECONOMIC PROSPERITY
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
ECONOMIC DEVELOPMENT
ID1145 Future Industrial Land Acquisition 30,991 4,297 800 800 800 2,400 37,688
ID1150 ILDS Internal Servicing 8,467 2,400 2,400 5,654 4,400 4,300 4,300 13,379 13,000 47,433 58,300
ID2169 ILDS External Transportation Servicing 1,169 103 103 103 103 103 619 619 1,754 2,922
GG1721-6 New Economy-Fanshawe College Campus
for the Arts18,300 2,075 75 75 75 75 75 375 20,750
GG1721-9 Fanshawe College - Kingsmills 3,600 900 900 900 900 900 900 4,500 9,000
Previously Approved Projects Provided For Prior Year
Comparison Purposes52,455 800 53,255
TOTAL ECONOMIC DEVELOPMENT 114,982 10,472 3,478 7,532 6,278 6,178 5,378 13,998 - - - 13,619 56,462 181,916
TOTAL ECONOMIC PROSPERITY 114,982 10,472 3,478 7,532 6,278 6,178 5,378 13,998 - - - 13,619 56,462 181,916
Page 193
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
ENVIRONMENTAL SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
ENVIRONMENTAL ACTION PROGRAMS
Previously Approved Projects Provided For Prior Year
Comparison Purposes1,645 1,645
TOTAL ENVIRONMENTAL ACTION PROGRAMS 1,645 - - - - - - - - - - - 1,645
GARBAGE RECYCLING & COMPOSTING
SW6050 New & Emerging Solid Waste Technologies 500 35,500 35,500 36,000
SW6080 Long Term Disposal Capacity 1,000 15,000 3,000 5,000 24,000 24,000
Previously Approved Projects Provided For Prior Year
Comparison Purposes27,990 805 28,795
TOTAL GARBAGE RECYCLING & COMPOSTING 27,990 1,305 35,500 - 1,000 15,000 3,000 - - 5,000 - - 59,500 88,795
TOTAL ENVIRONMENTAL SERVICES 29,635 1,305 35,500 - 1,000 15,000 3,000 - - 5,000 - - 59,500 90,440
Page 194
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
PARKS, RECREATION & NEIGHBOURHOOD SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
NEIGHBOURHOOD & RECREATION SERVICES
RC2050 Aquatic Accessibility 240 240 240
RC2602 Farquharson Arena Decommission & Renovate
to Community Space 125 2,186 2,186 2,311
Previously Approved Projects Provided For Prior Year
Comparison Purposes3,243 757 4,000
TOTAL NEIGHBOURHOOD & RECREATION
SERVICES3,243 882 2,426 - - - - - - - - - 2,426 6,551
PARKS & URBAN FORESTRY
PD1148 Thames Valley Corridor Plan 1,200 200 1,000 200 1,000 2,400 3,600
UF2044 Management Of Emerald Ash Borer Infestation 400 400 400 400 400 400 400 400 400 400 4,000 4,000
UF2047 Urban Forest Strategy 1,200 1,400 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 15,400 15,400
Previously Approved Projects Provided For Prior Year
Comparison Purposes19,560 2,017 21,578
TOTAL PARKS & URBAN FORESTRY 20,760 2,017 1,800 2,800 2,000 2,000 2,200 3,000 2,000 2,000 2,000 2,000 21,800 44,578
TOTAL PARKS, RECREATION &
NEIGHBOURHOOD SERVICES24,003 2,899 4,226 2,800 2,000 2,000 2,200 3,000 2,000 2,000 2,000 2,000 24,226 51,129
Page 195
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
PLANNING & DEVELOPMENT SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
BUILDING APPROVALS
PD2085 Building Control Vehicle Purchase (2020-2023) 27 27 27
Previously Approved Projects Provided For Prior Year
Comparison Purposes67 67
TOTAL BUILDING APPROVALS 67 - 27 - - - - - - - - - 27 94
PLANNING SERVICES
PD1105 Resiliency Strategy 100 100 100
PD1218 London's Downtown Plan - Small Scale
Projects 100 100 100 100 100 100 100 100 100 100 100 1,000 1,100
Previously Approved Projects Provided For Prior Year
Comparison Purposes580 580
TOTAL PLANNING SERVICES 580 100 100 100 200 100 100 100 100 100 100 100 1,100 1,780
DEVELOPMENT SERVICES
DS1283 Addl Vehicles Dev Services (2020-2023) 25 25 25
Previously Approved Projects Provided For Prior Year
Comparison Purposes1,067 280 1,347
TOTAL DEVELOPMENT SERVICES 1,067 280 - 25 - - - - - - - - 25 1,372
TOTAL PLANNING & DEVELOPMENT
SERVICES1,714 380 127 125 200 100 100 100 100 100 100 100 1,152 3,246
Page 196
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
PROTECTIVE SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
BY-LAW ENFORCEMENT & PROPERTY STANDARDS
PS2084 By-Law Enforcement Vehicle 54 27 27 108 108
Previously Approved Projects Provided For Prior Year
Comparison Totals20 20
TOTAL BY-LAW ENFORCEMENT & PROPERTY
STANDARDS20 - 54 27 27 - - - - - - - 108 128
FIRE SERVICES
FS1090 Relocate Existing Resources To New Fire
Station No. 16 750 200 3,499 3,699 4,449
FS1092 Ph2-Replacement & Relocation of Fire Training
Tower Located at 746 Wellington Rd. 804 6,696 7,500 7,500
Previously Approved Projects Provided For Prior Year
Comparison Purposes1,919 153 2,072
TOTAL FIRE SERVICES 1,919 903 - 200 3,499 804 6,696 - - - - - 11,199 14,021
POLICE SERVICES
PP4470 Police Business Analytics 800 200 200 1,200 1,200
PP4471 Police Leasehold Improvements 2,000 2,000 2,000
PP4472 Police Real Time Ops Centre 250 100 100 450 450
PP4473 Police Time And Attendance Automation 150 150 150
TOTAL POLICE SERVICES - - 3,200 300 300 - - - - - - - 3,800 3,800
TOTAL PROTECTIVE SERVICES 1,939 903 3,254 527 3,826 804 6,696 - - - - - 15,107 17,950
Page 197
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
SOCIAL & HEALTH SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
HOUSING SERVICES
PH2640 Regenerating Public Housing Plan 250 500 750 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 8,750 9,500
Previously Approved Projects Provided For Prior Year
Comparison Purposes200 217 417
TOTAL HOUSING SERVICES 450 717 750 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 - 8,750 9,917
SOCIAL & COMMUNITY SUPPORT SERVICES
Previously Approved Projects Provided For Prior Year
Comparison Purposes2,915 1,121 4,035
TOTAL SOCIAL & COMMUNITY SUPPORT
SERVICES2,915 1,121 - - - - - - - - - - - 4,035
TOTAL SOCIAL & HEALTH SERVICES 3,365 1,837 750 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 - 8,750 13,952
Page 198
Subject to rounding.
SERVICE IMPROVEMENT ($000's)
TRANSPORTATION SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029Total
PARKING
Previously Approved Projects Provided For Prior Year
Comparison Purposes1,925 1,925
TOTAL PARKING 1,925 - - - - - - - - - - - - 1,925
LONDON TRANSIT COMMISSION
MU1438 Bus Stop Amenities - PTIS 550 550 1,100 1,100
MU1450 Highbury Facility Demolition & Rebuild 2,500 2,500 2,500 7,500 7,500
Previously Approved Projects Provided For Prior Year
Comparison Purposes7,200 300 7,500
TOTAL LONDON TRANSIT COMMISSION 7,200 300 550 550 - - - - - 2,500 2,500 2,500 8,600 16,100
ROADWAYS
TS1136 Western Rd Improvements - Huron College to
Platt's Lane3,800 5,000 5,000 8,800
TS1748 Dundas Place - TVP Active Transportation
Connection (PTIS) 205 3,795 3,795 4,000
TS1749 Dundas Street Old East Village Streetscape
Improvements - PTIS 8,200 8,200 8,200
TS5012 Audible Pedestrian Signals 797 50 50 50 50 50 50 50 50 50 50 500 1,297
Previously Approved Projects Provided For Prior Year
Comparison Purposes41,307 41,307
TOTAL ROADWAYS 45,905 205 12,045 50 50 5,050 50 50 50 50 50 50 17,495 63,605
TOTAL TRANSPORTATION SERVICES 55,030 505 12,595 600 50 5,050 50 50 50 2,550 2,550 2,550 26,095 81,630
Page 199
Subject to rounding.
SERVICE IMPROVEMENT (000's)
CORPORATE, OPERATIONAL & COUNCIL SERVICES
Prior 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Total 2020-
2029
Total
Project Cost
CORPORATE SERVICES
TS621720 Facility Energy Mgmt 500 500 500 500 500 500 500 500 500 500 5,000 5,000
Previously Approved Projects Provided For Prior Year
Comparison Purposes10,976 829 11,805
TOTAL CORPORATE SERVICES 10,976 829 500 500 500 500 500 500 500 500 500 500 5,000 16,805
PUBLIC SUPPORT SERVICES
GGSERVLN0000 Service London 1,270 275 355 300 200 2,280 3,135 4,680
TOTAL PUBLIC SUPPORT SERVICES 1,270 275 355 300 200 2,280 - - - - - - 3,135 4,680
CORPORATE FINANCING
Previously Approved Projects Provided For Prior Year
Comparison Purposes 100 100
TOTAL CORPORATE FINANCING - 100 - - - - - - - - - - - 100
TOTAL CORPORATE, OPERATIONAL &
COUNCIL SERVICES12,247 1,204 855 800 700 2,780 500 500 500 500 500 500 8,135 21,586
Page 200
APPENDIX B – RESERVES/RESERVE FUNDS
City Services 20,882 20,103 20,550 20,235 22,602
Federal Gas Tax 34,526 25,599 26,111 18,091 7,706
Parkland 3,064 3,625 4,086 4,668 5,150
TOTAL OBLIGATORY 58,472 49,326 50,747 42,993 35,457
103,048 92,624 104,290 108,824 113,008
9,622 13,346 13,049 16,301 14,463
138,577 145,562 155,470 165,120 178,335
Capital Asset Renewal & Replacement
Capital Asset Growth
Specific Projects & New Initiatives
Contingencies/Stabilization & Risk Management 169,467 170,040 166,862 167,906 170,680
TOTAL CITY OWNED (EXCLUDING OBLIGATORY) 420,714 421,572 439,671 458,151 476,486
Subject to rounding
Note 1: Obligatory reserve funds were established to comply with legislation. Contributions and drawdowns are dictated by legislation.
CITY OWNED
Reserves and Reserve Funds Balance Overview 2020 - 2023 ($000's)
OBLIGATORY 1
<----------------PROJECTED BALANCE---------------->
City Services reserve funds are legislated by the Development Charges (DC) Act, 1997, as amended; a separate reserve fund exists for each
service upon which a DC is levied; contributions fund future growth related projects.
Federal Gas Tax Reserve Fund is maintained under the Agreement for Transfer of Federal Gas Tax Revenues under the New Deal for Cities and
Communities between Canada-Ontario-AMO-City of Toronto made as of June 17, 2005.
Parkland Reserve Fund is legislated by the Planning Act, R.SO. 1990, as amended; monies standing in the reserve fund represent contributions
from developers for payments in lieu of providing parkland and the reserve fund is restricted to supporting related park or other recreational
purposes.
2019 2020 2021 2022 2023
Page 201
TOTAL PROJECTED
City Services Development Levies 32,336 48,732 48,214 49,513 50,727 197,186 312,951
Other 20,549 5,673 4,672 6,173 4,313 20,831 27,244
Planned Draws (141,429) (55,184) (52,439) (56,003) (52,672) (216,298) (320,992)
Projected Balance 20,882 20,103 20,550 20,235 22,602 22,602 41,804
Federal Gas Tax Federal Gas Tax Grant 2,825 150 3,325 1,845 150 5,470 23,839
Other 19,972 595 512 438 255 1,800 811
Planned Draws (25,734) (9,673) (3,325) (10,303) (10,790) (34,091) (26,432)
Projected Balance 34,526 25,599 26,111 18,091 7,706 7,706 5,924
Parkland Tax Supported Contributions 550 550 550 550 550 2,200 3,300
Other 62 66 76 87 97 326 817
Planned Draws (721) (55) (165) (55) (165) (440) (660)
Projected Balance 3,064 3,625 4,086 4,668 5,150 5,150 8,607
TOTAL CONTRIBUTIONS 35,711 49,432 52,089 51,908 51,427 204,856 340,090
TOTAL OTHER 40,583 6,335 5,260 6,698 4,665 22,958 28,872
TOTAL PLANNED DRAWS (167,885) (64,912) (55,929) (66,360) (63,627) (250,828) (348,084)
TOTAL PROJECTED BALANCE 58,472 49,326 50,747 42,993 35,457 35,457 56,334
Subject to rounding
OBLIGATORY DETAILS 2020 - 2023 ($000's)
Obligatory reserve funds were established to comply with legislation. Contributions and drawdowns are dictated by legislation.
<---------------------PROJECTED BALANCE--------------------->
2019 2020 2021 2022 2023 2020-2023 2024-2029
Page 202
CAPITAL ASSET RENEWAL AND REPLACEMENT DETAILS 2020 - 2023 ($000's)Established to provide funding for the repair and maintenance of existing City assets to ensure city-owned assets do not deteriorate over time.
<---------------------PROJECTED BALANCE---------------------> TOTAL PROJECTED
FACILITIES
City Tax Supported Contributions 7,848 7,848 7,848 7,848 7,848 31,392 50,496
Other 775 783 909 1,015 1,103 3,808 8,765
Planned Draws (13,963) (2,520) (2,140) (4,788) (4,136) (13,584) (26,397)
Projected Balance 36,470 42,581 49,198 53,272 58,086 58,086 90,951
RBC Place London Tax Supported Contributions 638 648 658 668 678 2,651 4,284
Other 676 161 161 157 159 638 964
Planned Draws (3,194) (488) (1,100) (992) (460) (3,040) (5,092)
Projected Balance 391 711 431 263 640 640 797
Courts Administration Tax Supported Contributions 33 33 33 33 33 132 198
Other 7 5 6 6 6 22 38
Planned Draws (207) (62) - (62) - (124) (186)
Projected Balance 282 259 297 274 313 313 363
Dearness Home Tax Supported Contributions 439 439 439 439 439 1,756 2,874
Other 33 15 14 13 12 55 55
Planned Draws (2,280) (500) (500) (500) (500) (2,000) (3,220)
Projected Balance 785 740 693 645 596 596 305
Library Tax Supported Contributions 800 833 867 902 939 3,542 6,503
Other 17 5 8 11 15 39 104
Planned Draws (2,141) (720) (695) (745) (745) (2,905) (7,425)
Projected Balance 186 304 484 653 862 862 45
Golf Courses Tax Supported Contributions 177 128 146 164 186 624 1,113
Other 4 2 2 2 2 7 30
Planned Draws (397) (150) (150) (150) (150) (600) (900)
Projected Balance 100 80 78 93 131 131 374
Subject to rounding
2020 2021 2022 2023 2020-20232019 2024-2029
Page 203
CAPITAL ASSET RENEWAL AND REPLACEMENT DETAILS 2020 - 2023 ($000's) (cont'd)
<---------------------PROJECTED BALANCE---------------------> TOTAL PROJECTED
FACILITIES (cont'd)
Parking Tax Supported Contributions - 250 750 875 875 2,750 5,250
Other 238 9 9 20 33 71 552
Planned Draws (2,514) (990) - (500) - (1,490) (1,350)
Projected Balance 795 64 823 1,218 2,126 2,126 6,578
Material Recovery Tax Supported Contributions - - - - - - 5,200
Other 35 32 30 26 22 110 177
Planned Draws (60) (230) (50) (450) - (730) (2,835)
Projected Balance 1,730 1,532 1,512 1,088 1,110 1,110 3,652
Capital Infrastructure Gap Tax Supported Contributions 6,150 6,172 7,740 8,778 10,390 33,080 73,340
Other 867 100 52 35 37 225 219
Planned Draws (6,012) (9,843) (9,022) (9,303) (9,784) (37,952) (74,224)
Projected Balance 6,836 3,266 2,036 1,546 2,190 2,190 1,525
Tax Supported Contributions - - - - - - -
Other 188 186 187 187 188 748 1,133
Planned Draws (368) (169) (169) (169) (169) (676) (1,014)
Projected Balance 874 892 910 928 946 946 1,066
Sanitary Landfill Site Tax Supported Contributions 2,787 2,787 2,787 2,787 2,787 11,150 16,725
Other 339 199 95 152 147 592 994
Planned Draws (3,954) (16,352) - - (6,455) (22,807) (14,816)
Projected Balance 16,710 3,345 6,227 9,167 5,646 5,646 8,549
SOCIAL HOUSING
i) Major Repairs Tax Supported Contributions 500 500 500 500 500 2,000 3,000
Other 7,543 317 333 350 367 1,367 2,578
Planned Draws (1,424) - - - - - -
Projected Balance 15,596 16,413 17,247 18,097 18,963 18,963 24,542
Subject to rounding
2021 2024-20292020-202320222019
Public Art Acquisition and
Maintenance
20232020
Page 204
CAPITAL ASSET RENEWAL AND REPLACEMENT DETAILS 2020 - 2023 ($000's) (cont'd)
<---------------------PROJECTED BALANCE---------------------> TOTAL PROJECTED
SOCIAL HOUSING (cont'd)
ii) LMCH Major Upgrades Tax Supported Contributions 3,208 3,208 3,208 3,208 3,208 12,832 19,248
Other 70 55 76 98 120 349 1,205
Planned Draws (5,823) (2,208) (2,208) (2,208) (2,208) (8,832) (13,248)
Projected Balance 2,260 3,316 4,392 5,490 6,610 6,610 13,815
Technology Services Tax Supported Contributions 2,356 2,571 2,606 2,641 2,678 10,496 16,857
Other 154 120 118 109 86 434 478
Planned Draws (5,060) (3,515) (2,148) (4,181) (3,683) (13,527) (18,889)
Projected Balance 6,486 5,662 6,237 4,807 3,888 3,888 2,334
Vehicle Replacement - City Tax Supported Contributions 3,900 3,968 4,038 4,109 4,180 16,295 27,371
Other 1,056 1,005 795 1,127 918 3,845 5,812
Planned Draws (14,312) (5,374) (4,483) (6,435) (5,226) (21,518) (37,478)
Projected Balance 5,885 5,485 5,834 4,634 4,507 4,507 213
Vehicle Replacement - Fire Tax Supported Contributions 1,517 1,517 1,517 1,517 1,517 6,068 9,932
Other 113 117 131 119 104 472 333
Planned Draws (2,345) (441) (1,434) (3,056) (1,787) (6,717) (13,514)
Projected Balance 4,324 5,518 5,732 4,313 4,147 4,147 897
Vehicle Replacement - Police Tax Supported Contributions 1,300 1,300 1,300 1,300 1,300 5,200 8,512
Other 1,768 157 146 145 145 593 922
Planned Draws (3,315) (2,334) (1,743) (1,268) (1,534) (6,880) (7,741)
Projected Balance 3,335 2,458 2,160 2,337 2,248 2,248 3,939
TOTAL CONTRIBUTIONS 31,654 32,203 34,437 35,769 37,558 139,967 250,904
TOTAL OTHER 13,884 3,269 3,071 3,572 3,463 13,375 24,359
TOTAL PLANNED DRAWS (67,371) (45,896) (25,842) (34,807) (36,837) (143,382) (228,329)
TOTAL PROJECTED BALANCE 103,048 92,624 104,290 108,824 113,008 113,008 159,943
Subject to rounding
2024-20292020-20232019 2020 2021 2022 2023
Page 205
TOTAL PROJECTED
Industrial Oversizing Tax Supported Contributions 400 200 200 200 200 800 600
Other 42 16 14 11 7 49 30
Planned Draws (2,934) (332) (331) (393) (393) (1,449) (707)
Projected Balance 881 765 648 466 280 280 203
Industrial Land Tax Supported Contributions 1,892 1,892 1,892 1,892 1,892 7,568 11,352
Other 1,095 1,054 1,059 6,059 1,047 9,219 6,053
Planned Draws (9,390) (664) (4,715) (6,133) (6,029) (17,541) (22,497)
Projected Balance 6,623 8,905 7,141 8,959 5,869 5,869 777
Industrial DC Incentive Tax Supported Contributions 2,200 2,200 2,200 2,200 2,200 8,800 13,200
Other 4,555 63 64 65 67 259 430
Planned Draws (5,981) (2,200) (2,200) (2,200) (2,200) (8,800) (13,200)
Projected Balance 3,146 3,209 3,273 3,339 3,405 3,405 3,835
Institutional DC Incentive Tax Supported Contributions 3,592 2,400 2,400 2,400 2,400 9,600 14,400
Other 74 24 24 25 25 97 161
Planned Draws (8,800) (2,400) (2,400) (2,400) (2,400) (9,600) (14,400)
Projected Balance 1,180 1,204 1,228 1,252 1,277 1,277 1,438
Commercial DC Incentive Tax Supported Contributions - - - - - - -
Other 401 1 1 1 1 6 9
Planned Draws (380) - - - - - -
Projected Balance 68 69 70 72 73 73 83
Residential DC Incentive 1 Tax Supported Contributions 2,000 1,500 1,500 1,500 1,500 6,000 9,000
Other 4,487 (45) (16) 14 42 (6) 739
Planned Draws (11,227) - (4) (4) (213) (221) (4,023)
Projected Balance (3,005) (1,550) (71) 1,439 2,767 2,767 8,484
Subject to rounding
Note 1: If realized, the negative balances within the Residential DC Incentive Reserve Fund will be offset through intra-fund lending in accordance with the City's Reserve and Reserve Fund Policy.
2024-2029
CAPITAL ASSET GROWTH DETAILS 2020 - 2023 ($000's)
<---------------------PROJECTED BALANCE--------------------->
2020 2021 2022 2023
Established to provide funding to new capital initiatives while allowing the City to stabilize the cost of purchasing major capital assets by spreading the cost over
multiple years.
2020-20232019
Page 206
CAPITAL ASSET GROWTH DETAILS 2020 - 2023 ($000's) (cont'd)
TOTAL PROJECTED
Tax Supported Contributions - - - - - - -
Other 17 15 15 15 15 60 100
Planned Draws (224) - - - - - -
Projected Balance 730 745 760 775 790 790 890
TOTAL CONTRIBUTIONS 10,084 8,192 8,192 8,192 8,192 32,768 48,552
TOTAL OTHER 10,671 1,127 1,161 6,191 1,205 9,684 7,522
TOTAL PLANNED DRAWS (38,937) (5,596) (9,650) (11,131) (11,235) (37,611) (54,827)
TOTAL PROJECTED BALANCE 9,622 13,346 13,049 16,301 14,463 14,463 15,709
Subject to rounding
<---------------------PROJECTED BALANCE--------------------->
2020 2021 2022
Non-Growth Works Arising from
Development Agreements
2019 2024-20292020-20232023
Page 207
TOTAL PROJECTED
Animal Welfare Tax Supported Contributions - - - - - - -
Other 4 2 1 0 0 4 1
Planned Draws (61) (64) (64) (26) - (154) -
Projected Balance 155 93 30 4 4 4 5
Tax Supported Contributions - - - - - - -
Other 114 103 105 108 110 426 706
Planned Draws (1,302) - - - - - -
Projected Balance 5,167 5,270 5,375 5,483 5,593 5,593 6,298
Civic Investments Tax Supported Contributions 1,099 1,099 - - - 1,099 -
Other 2,949 3,338 1,340 1,200 344 6,222 1,844
Planned Draws (3,920) (3,917) (1,341) (1,336) (337) (6,932) -
Projected Balance (327) 193 192 56 62 62 1,906
Tax Supported Contributions 1,055 1,500 1,700 1,900 2,100 7,200 15,600
Other 51 52 1,041 1,047 1,073 3,213 2,519
Planned Draws (956) (1,623) (3,817) (1,257) (2,264) (8,961) (17,670)
Projected Balance 2,671 2,600 1,524 3,214 4,123 4,123 4,572
Tax Supported Contributions 300 300 300 300 300 1,200 1,800
Other 414 406 406 407 408 1,628 2,471
Planned Draws (1,459) (747) (658) (658) (658) (2,722) (3,950)
Projected Balance 1,343 1,303 1,350 1,399 1,449 1,449 1,770
Community Investment Tax Supported Contributions - - - - - - -
Other 765 31 31 32 32 126 209
Planned Draws (70) - - - - - -
Projected Balance 1,528 1,559 1,590 1,622 1,654 1,654 1,863
Subject to rounding
SPECIAL PROJECTS AND NEW INITIATIVES DETAILS 2020 - 2023 ($000's)
<---------------------PROJECTED BALANCE--------------------->
Planned savings within the budget to fund projects or expenses either identified at the time the reserve or reserve fund is set-up or after, which allows the City to
save for planned or unanticipated projects or expenses that may arise and do not have another funding source.
2020-202320232019 2020 2021 2022
Child Care & Early Childhood
Development
Community Improvement
Program - Grant
Community Improvement
Program - Loan
2024-2029
Page 208
TOTAL PROJECTED
Tax Supported Contributions - - - - - - -
Other 11 10 10 10 11 41 68
Planned Draws - - - - - - -
Projected Balance 45 55 65 75 86 86 154
Creative City Tax Supported Contributions - - - - - - -
Other 6 6 6 6 6 24 40
Planned Draws - - - - - - -
Projected Balance 294 300 306 312 319 319 359
Dearness Home Gift Tax Supported Contributions - - - - - - -
Other 72 105 107 109 111 432 716
Planned Draws - - - - - - -
Projected Balance 700 805 912 1,021 1,133 1,133 1,849
Economic Development Tax Supported Contributions 5,923 5,000 4,500 4,000 3,500 17,000 22,520
Other 460 289 261 238 228 1,016 2,813
Planned Draws (20,428) (8,470) (4,395) (6,995) (1,995) (21,855) (975)
Projected Balance 16,202 13,021 13,388 10,631 12,363 12,363 36,722
Home Ownership Tax Supported Contributions - - - - - - -
Other 223 26 26 27 27 105 174
Planned Draws - - - - - - -
Projected Balance 1,276 1,301 1,327 1,354 1,381 1,381 1,555
Subject to rounding
2021 2022 20232019
Councillor's Lounge and
Marriage Services
2020-2023
SPECIAL PROJECTS AND NEW INITIATIVES DETAILS 2020 - 2023 ($000's)(cont'd)
2020
<---------------------PROJECTED BALANCE--------------------->
2024-2029
Page 209
TOTAL PROJECTED
Housing Development Corp 1 Tax Supported Contributions 2,000 2,000 2,000 2,000 2,000 8,000 12,000
Other 105 57 99 141 183 480 2,049
Planned Draws (8,914) - - - - - -
Projected Balance 1,873 3,930 6,029 8,170 10,353 10,353 24,402
Housing Support Services Tax Supported Contributions - - - - - - -
Other 10 10 10 10 11 41 68
Planned Draws - - - - - - -
Projected Balance 496 506 516 526 537 537 604
Land Acquisition Tax Supported Contributions 1,280 1,280 1,280 1,280 1,280 5,120 7,680
Other 3,571 175 196 217 239 826 1,921
Planned Draws (1,728) (400) (400) (400) (400) (1,600) (2,400)
Projected Balance 8,288 9,342 10,418 11,515 12,634 12,634 19,835
Tax Supported Contributions - - - - - - -
Other 1,508 1,538 1,569 1,600 1,632 6,339 10,501
Planned Draws - - - - - - -
Projected Balance 1,919 3,457 5,025 6,625 8,258 8,258 18,759
Tax Supported Contributions 1,427 1,267 758 781 225 3,031 1,214
Other 3,164 3,169 3,173 3,177 3,182 12,701 18,511
Planned Draws (6,158) (130) (132) (100) - (362) -
Projected Balance 14,423 18,729 22,528 26,386 29,793 29,793 49,518
PUC Environmental Tax Supported Contributions - - - - - - -
Other 944 944 944 944 944 3,776 5,664
Planned Draws (944) (944) (944) (944) (944) (3,776) (5,664)
Projected Balance 74,804 74,804 74,804 74,804 74,804 74,804 74,804
Subject to rounding
2021 2022 2023 2020-20232019
<---------------------PROJECTED BALANCE--------------------->
2020
Municipal Accommodation Tax -
Tourism London 2
Operating Efficiency,
Effectiveness & Economy 3
Notes:
1) Housing Development Corporation (HDC) Reserve Fund balances are increasing because they do not factor in draws until projects are approved to proceed by the HDC Board.
2) Municipal Accommodation Tax - Tourism London Reserve Fund balances are increasing because they do not factor in Tourism London's draws. Future reporting to include draws approved by Tourism London's
Board.
3) Operating Efficiency, Effectiveness & Economy Reserve balances are increasing because they do not factor in draws until approved by Council.
SPECIAL PROJECTS AND NEW INITIATIVES DETAILS 2020 - 2023 ($000's)(cont'd)
2024-2029
Page 210
TOTAL PROJECTED
Red Light Camera Tax Supported Contributions - - - - - - -
Other 9 10 10 10 10 40 66
Planned Draws - - - - - - -
Projected Balance 484 494 504 514 524 524 590
Social Services Tax Supported Contributions - - - - - - -
Other 71 71 73 74 76 295 488
Planned Draws (110) - - - - - -
Projected Balance 3,573 3,645 3,718 3,792 3,868 3,868 4,356
Tourism Infrastructure Tax Supported Contributions - - - - - - -
Other 1,496 1,503 1,521 1,551 1,582 6,157 10,180
Planned Draws (1,150) (1,200) - - - (1,200) -
Projected Balance 757 1,060 2,581 4,132 5,714 5,714 15,895
Tree Bank Tax Supported Contributions 122 122 122 122 122 488 732
Other 3 3 3 3 4 13 35
Planned Draws (155) (100) (100) (100) (100) (400) (600)
Projected Balance 114 139 164 189 215 215 382
Tax Supported Contributions 262 262 262 262 262 1,048 1,572
Other 62 57 60 64 67 248 478
Planned Draws (950) (155) (155) (155) (155) (619) (928)
Projected Balance 2,793 2,957 3,124 3,295 3,470 3,470 4,591
TOTAL CONTRIBUTIONS 13,468 12,831 10,922 10,645 9,789 44,186 63,118
TOTAL OTHER 16,010 11,904 10,993 10,976 10,280 44,153 61,522
TOTAL PLANNED DRAWS (48,306) (17,750) (12,006) (11,972) (6,853) (48,581) (32,187)
TOTAL PROJECTED BALANCE 138,577 145,562 155,470 165,120 178,335 178,335 270,788
Subject to rounding
2020-2023
SPECIAL PROJECTS AND NEW INITIATIVES DETAILS 2020 - 2023 ($000's)(cont'd)
2019 2020 2021 2022 2023
<---------------------PROJECTED BALANCE--------------------->
Woodland Acquisition and
Management
2024-2029
Page 211
CONTINGENCIES/STABILIZATION AND RISK MANAGEMENT DETAILS 2020 - 2023 ($000's)
TOTAL PROJECTED
Contingencies/Stabilization
Building Permit Stabilization Tax Supported Contributions - - - - - - -
Other 32 32 33 34 34 133 220
Planned Draws - - - - - - -
Projected Balance 1,610 1,642 1,675 1,709 1,743 1,743 1,963
Municipal Election Tax Supported Contributions 393 413 433 455 478 1,779 3,412
Other 23 28 35 24 5 93 66
Planned Draws (192) (94) (89) (2,009) (861) (3,053) (3,053)
Projected Balance 1,248 1,595 1,975 445 67 67 493
Official Plan Tax Supported Contributions 100 50 50 50 50 200 300
Other 10 8 9 8 7 33 49
Planned Draws (323) (15) - (220) - (235) (206)
Projected Balance 395 438 497 336 393 393 536
Operating Budget Contingency Tax Supported Contributions 4,500 - - - - - -
Other - - - - - - -
Planned Draws (11,183) (2,200) (6,092) - - (8,291) -
Projected Balance 46,892 44,693 38,601 38,601 38,601 38,601 38,601
Subject to rounding
Designed to fund future obligations which are based on calculated estimates and to mitigate unforeseen events or one-time unanticipated expenses.
2020 2021 2022 20232019
<---------------------PROJECTED BALANCE--------------------->
2024-20292020-2023
Page 212
CONTINGENCIES/STABILIZATION AND RISK MANAGEMENT DETAILS 2020 - 2023 ($000's)(cont'd)
TOTAL PROJECTED
Risk Management
LMCH Employee Entitlement Tax Supported Contributions - - - - - - -
Other 1 1 1 1 1 3 4
Planned Draws - - - - - - -
Projected Balance 33 33 34 35 35 35 40
LPS Employee Benefits Tax Supported Contributions - - - - - - -
Other 28 25 21 18 15 79 83
Planned Draws (185) (185) (185) (185) (185) (739) -
Projected Balance 1,322 1,161 998 831 661 661 744
LPS Recruitment Tax Supported Contributions - - - - - - -
Other 154 4 3 2 1 9 1
Planned Draws (152) (52) (52) (52) (61) (215) -
Projected Balance 216 168 120 70 10 10 12
LPS Sick Leave Tax Supported Contributions - - - - - - -
Other 2 2 2 2 2 7 12
Planned Draws (3) - - - - - -
Projected Balance 87 89 91 93 95 95 107
LPS Unfunded Liability Tax Supported Contributions - - - - - - -
Other 168 154 157 160 163 634 1,051
Planned Draws (1,750) - - - - - -
Projected Balance 7,695 7,849 8,006 8,166 8,330 8,330 9,381
LPL Sick Leave Tax Supported Contributions - - - - - - -
Other 2 1 0 0 0 2 2
Planned Draws (82) (34) - - - (34) -
Projected Balance 52 18 19 19 20 20 22
Subject to rounding
<---------------------PROJECTED BALANCE--------------------->
2020 2021 2022 20232019 2024-20292020-2023
Page 213
CONTINGENCIES/STABILIZATION AND RISK MANAGEMENT DETAILS 2020 - 2023 ($000's)(cont'd)TOTAL PROJECTED
Risk Management (cont'd)Sick Leave City Tax Supported Contributions - - - - - - -
Other 29 22 12 5 2 41 11 Planned Draws (314) (500) (500) (300) - (1,300) - Projected Balance 1,347 869 382 86 88 88 99
Self Insurance Tax Supported Contributions 3,916 3,994 4,074 4,155 4,238 16,461 27,271 Other 858 880 907 935 964 3,686 6,432 Planned Draws (4,183) (3,798) (3,874) (3,952) (4,031) (15,656) (25,936) Projected Balance 11,737 12,812 13,919 15,057 16,229 16,229 23,995 Tax Supported Contributions 1,014 1,014 1,014 1,014 1,014 4,057 6,086 Other 479 483 487 491 495 1,955 3,060 Planned Draws (1,299) (1,299) (1,299) (1,299) (1,299) (5,194) (7,792) Projected Balance 14,829 15,027 15,230 15,436 15,647 15,647 17,001
Unfunded Liability Tax Supported Contributions - - - - - - - Other 1,608 1,640 1,673 1,706 1,740 6,760 11,198 Planned Draws - - - - - - - Projected Balance 82,002 83,642 85,315 87,022 88,762 88,762 99,960
TOTAL CONTRIBUTIONS 9,923 5,471 5,571 5,675 5,780 22,498 37,069TOTAL OTHER 3,392 3,279 3,341 3,385 3,429 13,434 22,191TOTAL PLANNED DRAWS (19,666) (8,177) (12,090) (8,015) (6,436) (34,718) (36,987)TOTAL PROJECTED BALANCE 169,467 170,040 166,862 167,906 170,680 170,680 192,953Subject to rounding
2024-2029
Workplace Safety Insurance Board (WSIB)
2020-20232019 2020 2021 2022 2023
<---------------------PROJECTED BALANCE--------------------->
Page 214
APPENDIX C – RECONCILIATION OF TABLED BUDGET TO PUBLIC SECTOR
ACCOUNTING BOARD FINANCIAL STATEMENT BUDGET
Ontario municipalities must adhere to Public Sector Accounting Board (PSAB) accounting standards and reporting requirements. As allowed under
Ontario Regulation 284/09, when preparing the budget, The City of London, like most municipalities, excludes typical PSAB items such as costs
related to amortization expense, post-employment benefit expense and solid waste landfill closure and post-closure expense. However, the regulation
does require that the municipality report to Council on the impact of these excluded costs prior to budget approval.
The tables on the following pages show the 2019 revised budget and 2020 - 2023 draft budgets plus adjustments to comply with PSAB format, noting
the following items:
1. Expenses for the amortization of tangible capital assets.
2. Reserve fund contributions and pay as you go contributions for capital asset additions.
3. The current year’s post-employment benefit expense for early retirement and accrued sick leave for employees that are eligible for these
benefits. The City's consolidated liability as at December 31, 2018 was $159.5 million. Reserve fund balances of $106.2 million and reserve
balances of $5 million as of December 31, 2018 are available to offset this obligation. The City makes reserve and reserve fund contributions
to offset the liabilities created from post-employment expenses depending upon generated surpluses and personnel cost savings.
4. The City has a landfill closure and post-closure liability of $39.2 million. The Sanitary Landfill Reserve Fund, with a balance of $17.5 million
as of December 31, 2018, partially offsets this liability.
If the above items were included in the 2020 - 2023 Draft Budgets, the projected annual PSAB surplus would increase.
Page 215
Property Tax 606,536 606,536 628,607 651,277 667,999
Property Tax - Draft budget increase - 22,071 22,670 16,722 18,707
Government Grants & Subsidies 236,084 227,480 227,764 227,878 228,148
User Fees 49,514 54,387 55,933 57,573 58,438
Municipal Revenues - Other 71,986 74,803 76,576 77,922 78,109
Municipal Revenues - Transfers from Capital - - - - -
Municipal Revenues - Transfers from Reserves and Reserve Funds 9,040 4,323 3,137 3,795 2,631
Total Revenues 973,160 989,600 1,014,687 1,035,167 1,054,032
Personnel Costs 361,981 370,219 381,779 393,330 406,261
Administrative Expenses 6,742 7,382 7,360 7,431 7,429
Financial Expenses - Other 11,261 11,230 11,259 11,289 11,320
Financial Expenses - Interest & Discount on Long-term Debt 6,171 4,887 4,623 4,461 4,311
Financial Expenses - Debt Principal Repayments 32,457 31,155 30,331 27,716 27,419
Financial Expenses - Transfers to Reserves and Reserve Funds 57,886 55,991 56,386 57,515 58,522
Financial Expenses - Transfers to Capital 48,404 48,323 50,449 52,552 52,525
Purchased Services 202,293 209,958 219,570 225,033 228,874
Materials & Supplies 37,821 39,628 39,754 40,597 40,886
Vehicle & Equipment 24,152 24,812 25,057 25,677 25,669
Transfers 203,742 202,390 204,840 206,323 207,891
Other Expenses 1,011 4,259 4,270 4,283 4,296
Recovered Expenses (20,761) (20,634) (20,991) (21,040) (21,371)
Total Expenses 973,160 989,600 1,014,687 1,035,167 1,054,032
NET SURPLUS (DEFICIT) - - - - -
REVENUES
EXPENSES
RECONCILIATION OF TABLED BUDGET TO PUBLIC SECTOR ACCOUNTING BOARD
(PSAB) FINANCIAL STATEMENT BUDGET ($000's)
2019
Revised
Budget
2020
Draft
Budget
2021
Draft
Budget
2022
Draft
Budget
2023
Draft
Budget
Page 216
PROJECTED NET PSAB SURPLUS 80,601 108,080 104,407 125,556 125,487
PSAB REPORTING REQUIREMENTS:
Addback to revenues:
Transfers from Capital - - - - -
Transfers from Reserves and Reserve Funds 9,040 4,323 3,137 3,795 2,631
Deduct from expenses:
Transfers to Reserves and Reserve Funds (57,886) (55,991) (56,386) (57,515) (58,522)
Transfers to Capital (48,404) (48,323) (50,449) (52,552) (52,525)
Debt principal repayments (32,457) (31,155) (30,331) (27,716) (27,419)
PSAB adjustments:
Capital program funding earned in year (1) (18,863) (58,734) (50,905) (80,629) (93,118)
Capital projects not resulting in tangible capital assets (2) 21,950 27,688 21,305 27,885 37,461
Amortization (3) 86,429 90,521 95,025 99,811 104,874
Developer contributions of assumed tangible capital assets(4) (17,784) (13,780) (13,364) (15,023) (12,806)
Loss on disposal of tangible capital assets(5) 1,459 1,707 1,595 1,566 1,572
Obligatory reserve fund deferred revenue earned in year
- DC, Gas Tax(6) (23,616) (23,266) (22,006) (23,611) (26,044)
Government Business Enterprises adjustments(7) (6,717) (6,350) (6,089) (7,089) (6,930)
Other (1,531) (890) (1,264) (1,355) (1,546)
Landfill liability (8) 2,212 2,455 2,059 2,296 2,304
Employee future benefit liability (9) 5,567 3,715 3,266 4,581 4,581
NET SURPLUS (DEFICIT) PER DRAFT BUDGET - - - - -
RECONCILIATION OF TABLED BUDGET TO PUBLIC SECTOR ACCOUNTING BOARD
(PSAB) FINANCIAL STATEMENT BUDGET ($000's)
2019
Revised
Budget
2020
Draft
Budget
2021
Draft
Budget
2022
Draft
Budget
2023
Draft
Budget
Page 217
Footnotes and Assumptions
1) Represents capital revenue such as provincial and federal grants and other contributions. Does not include debenture financing, transfers
from operating or reserve funds. Estimate based on 5 year moving average of actuals from 2014 - 2018.
2) For PSAB purposes, expenses not considered to be part of the cost of a tangible capital asset are expensed as operating expenses although
funded through capital. Estimated based on 9.92% of capital expenditure budget, based on 2018 actuals.
3) Represents the annual writedown of the tangible capital assets over the useful life of the asset. Estimated 4.11% annual increase based on
2014 - 2018 actuals.
4) Contributed tangible capital assets are tangible capital assets that become the ownership of the City when a subdivision is assumed by the
City. These assets are recognized at estimated fair market value during the year of assumption. These assets are predominantly comprised
of roads infrastructure. Estimate based on 5 year moving average of actuals.
5) When an asset is replaced prior to the end of its useful life, an adjustment must be made to expense the remaining book value. Amount
fluctuates from year to year. Estimate based on 5 year moving average of actuals from 2014 - 2018.
6) Transactions recorded directly to reserve funds must be accounted for through the operating or capital fund. This includes recognition of
development charge levies and federal gas tax earned in the year.
7) London Hydro Inc., Fair-City Joint Venture and City-YMCA Joint Venture are considered Government Business Enterprises (GBE). At year
end, the City must record the City's share of earnings based on our percentage ownership in each GBE. Estimate based on 5 year moving
average.
8) Represents the annual increase in the estimated future cost of post-closure related to landfills. Estimate based on 5 year moving average.
9) Represents the annual change in the estimated future costs of employee benefits. Estimate based on 5 year moving average.
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