Approved-Detailed-Budget-Secured London PDF

2016 - 2019 MULTI-YEAR APPROVED BUDGET OVERVIEW
($000's)
2016 - 2019
2016 -2019 Average
2015 Net 2016 Approved Budget 2017 Approved Budget 2018 Approved Budget 2019 Approved Budget Net Annual Net
SERVICE
Budget Increase / Percentage
(Decrease) Increase/
Expense Net Expense Net Expense Net Expense Net (Decrease)
Culture Services 23,467 24,710 23,938 25,064 24,315 25,280 24,658 25,615 24,993 1,526 1.6%
Economic Prosperity 12,728 11,818 11,818 11,860 11,860 11,903 11,903 11,922 11,922 (806) (1.6%)
Environmental Services 20,042 32,707 20,443 33,413 20,777 34,123 21,330 34,754 21,787 1,745 2.1%
Parks, Recreation & Neighbourhood Services 30,740 76,321 31,523 77,633 32,598 78,398 33,083 79,098 33,512 2,772 2.2%
Planning & Development Services 5,913 13,249 6,449 13,467 6,411 13,643 6,610 13,623 6,572 659 2.7%
Protective Services 154,838 168,811 157,166 171,039 158,926 173,881 161,242 175,233 162,576 7,738 1.2%
Social & Health Services 66,180 229,870 65,439 237,265 65,100 242,171 63,445 246,655 64,501 (1,679) (0.6%)
Transportation Services 61,459 73,728 62,258 75,644 63,358 77,170 64,802 78,568 66,116 4,657 1.8%
Corporate, Operational & Council Services 48,379 62,042 48,543 62,881 49,789 64,547 49,420 62,329 49,015 636 0.3%
Financial Management 93,405 142,123 102,650 151,823 112,734 163,726 125,215 175,582 137,114 43,709 10.1%
PROPERTY TAX LEVY SUPPORTED APPROVED
BUDGET 517,151 835,379 530,227 860,089 545,868 884,842 561,708 903,379 578,108 60,957 2.8%
TOTAL 2016-2019 PROPERTY TAX LEVY SUPPORTED APPROVED BUDGET 2,215,911
Subject to rounding.
_________________________________________________________________________________________________________________________________
2016 - 2019 Approved Multi-Year Budget for the City of London - March 10, 2016 Page 1
($000's)
2016 - 2019
2016 -2019 Average
SERVICE
CULTURE SERVICES
Centennial Hall 105 760 138 775 153 792 170 809 187 82 15.7%
Arts, Culture & Heritage Advisory & Funding 2,185 2,357 2,207 2,375 2,248 2,254 2,254 2,283 2,283 98 1.1%
Museum London 1,614 1,638 1,638 1,663 1,663 1,688 1,688 1,713 1,713 99 1.5%
Eldon House 263 271 271 278 278 286 286 289 289 26 2.4%
Heritage 172 185 185 190 190 197 197 200 200 28 3.9%
London Public Library 19,128 19,499 19,499 19,783 19,783 20,063 20,063 20,321 20,321 1,193 1.5%
TOTAL CULTURE SERVICES 23,467 24,710 23,938 25,064 24,315 25,280 24,658 25,615 24,993 1,526 1.6%
TOTAL 2016-2019 CULTURE SERVICES APPROVED NET BUDGET 97,904
ECONOMIC PROSPERITY
Business Attraction & Retention 10,057 9,060 9,060 9,066 9,066 9,072 9,072 9,078 9,078 (979) (2.4%)
Community Improvement / BIA 195 227 227 232 232 237 237 238 238 43 5.3%
London Convention Centre 580 589 589 598 598 600 600 600 600 20 0.8%
Tourism London 1,896 1,942 1,942 1,964 1,964 1,994 1,994 2,006 2,006 110 1.4%
Covent Garden Market 0 0 0 0 0 0 0 0 0 0 0.0%
TOTAL ECONOMIC PROSPERITY 12,728 11,818 11,818 11,860 11,860 11,903 11,903 11,922 11,922 (806) (1.6%)
TOTAL 2016-2019 ECONOMIC PROSPERITY APPROVED NET BUDGET 47,503
ENVIRONMENTAL SERVICES
Kettle Creek Conservation Authority 412 436 436 467 467 500 500 535 535 123 6.7%
Lower Thames Valley Conservation Authority 100 153 153 158 158 164 164 169 169 69 15.6%
Upper Thames River Conservation Authority 2,885 2,926 2,926 2,970 2,970 3,015 3,015 3,060 3,060 175 1.5%
Environmental Action Programs & Reporting 736 860 741 871 750 878 753 880 753 17 0.6%
Garbage Recycling & Composting 15,909 28,332 16,187 28,947 16,432 29,566 16,898 30,110 17,270 1,361 2.1%
TOTAL ENVIRONMENTAL SERVICES 20,042 32,707 20,443 33,413 20,777 34,123 21,330 34,754 21,787 1,745 2.1%
TOTAL 2016-2019 ENVIRONMENTAL SERVICES APPROVED NET BUDGET 84,337
_________________________________________________________________________________________________________________________________
2016 - 2019 APPROVED MULTI-YEAR BUDGET OVERVIEW
($000's)
2016 - 2019
2016 -2019 Average
SERVICE
PARKS, RECREATION & NEIGHBOURHOOD SERVICES
Neighbourhood & Recreation Services 18,978 64,022 19,275 65,046 20,062 65,663 20,399 66,212 20,677 1,699 2.2%
Parks & Urban Forestry 11,762 12,299 12,248 12,587 12,536 12,735 12,684 12,886 12,835 1,073 2.2%
TOTAL PARKS, RECREATION & NEIGHBOURHOOD
SERVICES 30,740 76,321 31,523 77,633 32,598 78,398 33,083 79,098 33,512 2,772 2.2%
TOTAL 2016-2019 PARKS, RECREATION & NEIGHBOURHOOD SERVICES APPROVED NET BUDGET 130,716
PLANNING & DEVELOPMENT SERVICES

Building Approvals (1,124) 4,768 (854) 4,837 (1,026) 4,863 (964) 4,855 (975) 149 (2.2%)
Planning Services 3,241 3,673 3,376 3,755 3,457 3,827 3,530 3,835 3,538 297 2.2%
Development Services 3,796 4,808 3,927 4,875 3,980 4,953 4,044 4,933 4,009 213 1.4%
TOTAL PLANNING & DEVELOPMENT SERVICES 5,913 13,249 6,449 13,467 6,411 13,643 6,610 13,623 6,572 659 2.7%
TOTAL 2016-2019 PLANNING & DEVELOPMENT SERVICES APPROVED NET BUDGET 26,042
PROTECTIVE SERVICES
Animal Services 1,540 2,964 1,811 3,022 1,853 3,083 1,895 3,142 1,937 397 6.1%
By-Law Enforcement & Property Standards 1,202 3,385 1,288 3,538 1,324 3,593 1,366 3,587 1,348 146 3.0%
Corporate Security & Emergency Management 1,609 1,804 1,762 1,835 1,792 1,864 1,821 1,885 1,840 231 3.5%
Fire Services 55,649 56,158 56,021 56,645 56,508 57,137 56,999 57,427 57,288 1,639 0.7%
London Police Services 94,838 104,500 96,284 105,999 97,449 108,204 99,161 109,192 100,163 5,325 1.4%
TOTAL PROTECTIVE SERVICES 154,838 168,811 157,166 171,039 158,926 173,881 161,242 175,233 162,576 7,738 1.2%
TOTAL 2016-2019 PROTECTIVE SERVICES APPROVED NET BUDGET 639,910
_________________________________________________________________________________________________________________________________
($000's)
2016 - 2019
2016 -2019 Average
SERVICE
SOCIAL & HEALTH SERVICES
Social Housing 12,554 24,050 12,369 24,145 12,239 23,520 11,854 23,259 11,784 (770) (1.6%)
London & Middlesex Housing Corporation 8,569 8,992 8,992 9,422 9,422 9,800 9,800 10,220 10,220 1,651 4.5%
Long Term Care 4,963 22,563 5,016 22,653 5,086 22,744 5,157 22,845 5,238 275 1.4%
Land Ambulance 12,356 13,219 13,219 14,412 14,412 14,728 14,728 14,951 14,951 2,595 4.9%
Middlesex-London Health Unit 6,095 6,095 6,095 6,095 6,095 6,095 6,095 6,095 6,095 0 0.0%
Social & Community Support Services 21,643 154,951 19,748 160,538 17,846 165,284 15,811 169,285 16,213 (5,430) (6.8%)
TOTAL SOCIAL & HEALTH SERVICES 66,180 229,870 65,439 237,265 65,100 242,171 63,445 246,655 64,501 (1,679) (0.6%)
TOTAL 2016-2019 SOCIAL & HEALTH SERVICES APPROVED NET BUDGET 258,485
TRANSPORTATION SERVICES
Parking (3,225) 2,611 (3,328) 2,686 (3,254) 2,765 (3,176) 2,823 (3,119) 106 (0.8%)
Public Transit (LTC) 27,413 27,832 27,832 28,203 28,203 28,962 28,962 29,445 29,445 2,032 1.8%
Roadways 37,271 43,285 37,754 44,755 38,409 45,443 39,016 46,300 39,790 2,519 1.6%
TOTAL TRANSPORTATION SERVICES 61,459 73,728 62,258 75,644 63,358 77,170 64,802 78,568 66,116 4,657 1.8%
TOTAL 2016-2019 TRANSPORTATION SERVICES APPROVED NET BUDGET 256,534
_________________________________________________________________________________________________________________________________
($000's)
2016 - 2019
2016 -2019 Average
SERVICE
CORPORATE, OPERATIONAL & COUNCIL SERVICES

Corporate Services 42,682 47,857 43,227 49,479 44,757 50,513 45,690 51,181 46,262 3,580 2.0%
Corporate Planning & Administration 2,156 1,771 1,652 818 697 (606) (729) (1,600) (1,724) (3,880) (37.3%)
Council Services 3,252 3,417 3,346 3,469 3,356 5,390 3,370 3,465 3,377 125 0.9%
Public Support Services 289 8,997 318 9,115 979 9,250 1,089 9,283 1,100 811 57.6%
TOTAL CORPORATE, OPERATIONAL & COUNCIL
SERVICES 48,379 62,042 48,543 62,881 49,789 64,547 49,420 62,329 49,015 636 0.3%
TOTAL 2016-2019 CORPORATE, OPERATIONAL & COUNCIL SERVICES APPROVED NET BUDGET 196,767
FINANCIAL MANAGEMENT
Corporate Financing
Capital Financing
Capital Levy 33,283 34,412 34,412 36,712 36,712 39,392 39,392 41,842 41,842 8,559 5.9%
Debt Servicing 37,525 37,112 37,112 37,555 37,555 38,556 38,556 40,015 40,015 2,490 1.6%
Contribution to Capital Reserve Funds 25,757 27,742 27,742 30,242 30,242 32,942 32,942 34,142 34,142 8,385 7.3%
Other Related Financing
Contingencies 14,032 19,526 19,441 23,899 23,814 28,664 28,579 34,727 34,642 20,610 25.6%
Other Corporate Revenues & Expenditures (22,724) 15,289 (21,645) 15,309 (21,198) 15,980 (19,900) 16,662 (19,142) 3,582 4.2%
Finance 5,532 8,042 5,588 8,106 5,609 8,192 5,646 8,194 5,615 83 0.4%
TOTAL FINANCIAL MANAGEMENT 93,405 142,123 102,650 151,823 112,734 163,726 125,215 175,582 137,114 43,709 10.1%
TOTAL 2016-2019 FINANCIAL MANAGEMENT APPROVED NET BUDGET 477,713
PROPERTY TAX LEVY SUPPORTED APPROVED

BUDGET 517,151 835,379 530,227 860,089 545,868 884,842 561,708 903,379 578,108 60,957 2.8%
TOTAL 2016-2019 PROPERTY TAX LEVY SUPPORTED APPROVED BUDGET 2,215,911
Notes:
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.
Strategic Investments - amounts reported include the impacts of approved strategic investments which total a 2016 -2019 gross expenditure of $47.8 million.
Assessment Growth - amounts reported exclude the impacts of assessment growth which is 1.2% or $6.2 million in 2016.
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CULTURE
2016 - 2019 Multi-Year Budget
2014 Net 2015 Net 2016 Budget 2017 Budget 2018 Budget 2019 Budget 2016 - 2019
Service Grouping Revised Revised Net Increase/
Budget Budget Expense Net Expense Net Expense Net Expense Net (Decrease)
Centennial Hall 100,724 105,400 759,704 137,704 775,278 153,278 791,641 169,641 809,172 187,172 81,772
Arts, Culture & Heritage Advisory
2,179,857 2,184,798 2,357,391 2,207,391 2,374,891 2,247,891 2,253,533 2,253,533 2,283,274 2,283,274 98,476
& Funding
Museum London 1,550,078 1,613,860 3,356,574 1,638,210 3,487,046 1,662,783 3,565,948 1,687,725 3,653,812 1,713,041 99,181
Eldon House 231,929 262,757 354,878 270,678 362,499 278,156 371,073 285,708 376,126 289,346 26,589
Heritage 156,889 171,651 184,915 184,915 190,267 190,267 197,396 197,396 199,647 199,647 27,996
London Public Library 18,713,000 19,128,376 20,973,745 19,498,528 21,303,308 19,782,719 21,604,809 20,063,220 21,883,896 20,320,807 1,192,431
Total Budget as Submitted 22,932,477 23,466,842 27,987,207 23,937,426 28,493,289 24,315,094 28,784,400 24,657,223 29,205,927 24,993,287 1,526,445
Net Inc. / (Dec.) $ 470,584 377,668 342,129 336,064
Net Inc. / (Dec.) % 2.0% 1.6% 1.4% 1.4%
2016 - 2019 Average Annual Net Amount Increase/(Decrease): 381,611
2016 - 2019 Average Annual Net Percentage Increase/(Decrease): 1.6%
Major Issues With Respect To The 2016 - 2019 Multi-Year Budget:

Centennial Hall - Revenues are flat-lined at the 2013 actual amounts due to some uncertainty with future bookings. Rising utility rates between 6%-7%
continues to be a challenge, increasing by approximately $59,000 in total between 2016-2019.
Arts, Culture & Heritage Advisory & Funding - Increases in public art maintenance to address restoration needs, annual inspections and condition
studies for approximately 32 pieces of public art.
Museum London - Cost increases for 2016-2019 relate to personnel, utility costs and insurance (administrative) increases as per city guidelines and
collective agreements. The exception is the Centre at the Forks project expenses which are expected effective mid-2016 and will be funded through an
endowment established as a result of the capital campaign for the Centre.
Eldon House - Savings identified in staff benefits offset by a service adjustment request. Increases in Professional Fees, Hydro and Other Revenue (i.e.
program revenue) partially offset by decreases in Donations based on actual experience and projections.
Service Adjustment 2016-2019 results in an increase in expenditures of $17,800. When fully implemented in 2019, this will increase the base budget
by $17,800.The part-time manager role was expanded to include the management of finances and human resources as well as certain physical plant
maintenance issues and the management of the gift shop. Due to the expansion of the roles and responsibilities, the day to day management position that
was previously budgeted for 20 hours per week is not sufficient to properly cover the current workload. The service adjustment increases the number of
hours from 20 hours per week to 30 hours per week over the next four years.
_________________________________________________________________________________________________________________________________
CULTURE
Major Issues With Respect To The 2016 - 2019 Multi-Year Budget (continued):
Heritage - Budget increases are entirely the result of flow-through costs related to current labour contracts and changes in projected fringe benefit rates.
London Public Library - LPL accommodated an increase to the Collections budget within the base budget in order to meet customer demand for digital
collections, in addition to traditional formats, and to address rising costs. Budget pressures include an ongoing decline in fines revenue; wage adjustments
due to collective agreement; increases to the minimum wage; increased insurance and utility costs per City guidelines etc.
_________________________________________________________________________________________________________________________________
Centennial Hall
Service Revised Revised Net Increase/
Centennial Hall 100,724 105,400 759,704 137,704 775,278 153,278 791,641 169,641 809,172 187,172 81,772
Total Budget as Submitted 100,724 105,400 759,704 137,704 775,278 153,278 791,641 169,641 809,172 187,172 81,772
Net Inc. / (Dec.) $ 32,304 15,574 16,363 17,531
Net Inc. / (Dec.) % 30.6% 11.3% 10.7% 10.3%
_________________________________________________________________________________________________________________________________
Centennial Hall
2016 - 2019
2014 Revised 2015 Revised
Object 2016 Budget 2017 Budget 2018 Budget 2019 Budget Increase/
Budget Budget
(Decrease)
Expenditures
Personnel Costs 16,000 16,000 16,000 16,000 16,000 16,000 0
Administrative Expenses 5,500 3,500 3,500 3,500 3,500 3,500 0
Financial Expenses - - - - - - 0
Purchased Services 388,200 400,000 394,500 395,108 395,725 396,351 (3,649)
Materials & Supplies 218,524 238,500 257,104 270,741 285,138 300,674 62,174
Vehicle & Equipment 3,000 2,400 1,600 1,624 1,648 1,673 (727)
Transfers - - - - - - 0
Other Expenses 85,000 87,000 87,000 88,305 89,630 90,974 3,974
Recovered Expenses - - - - - - 0
Total Expenditures 716,224 747,400 759,704 775,278 791,641 809,172 61,772
Revenues
User Fees (615,500) (642,000) (622,000) (622,000) (622,000) (622,000) 20,000
Total Revenues (615,500) (642,000) (622,000) (622,000) (622,000) (622,000) 20,000
Total Net Budget as Submitted 100,724 105,400 137,704 153,278 169,641 187,172 81,772
Net Inc. / (Dec.) $ 32,304 15,574 16,363 17,531
Net Inc. / (Dec.) % 30.6% 11.3% 10.7% 10.3%
_________________________________________________________________________________________________________________________________
Centennial Hall
2016 - 2019 Staffing
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
Total Staffing Increase/
Budget Budget Budget Budget Budget Budget
(Decrease)
Full-Time Equivalents # 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Increase / (Decrease) Over Previous Year 0.0 0.0 0.0 0.0 0.0
Full-Time Employees # 0 0 0 0 0 0 0.0
Increase / (Decrease) Over Previous Year 0 0 0 0 0
Additional Staffing Information / Commentary:

NA
_________________________________________________________________________________________________________________________________
Arts, Culture & Heritage Advisory & Funding
Arts, Culture & Heritage Advisory
2,179,857 2,184,798 2,357,391 2,207,391 2,374,891 2,247,891 2,253,533 2,253,533 2,283,274 2,283,274 98,476
& Funding
Total Budget as Submitted 2,179,857 2,184,798 2,357,391 2,207,391 2,374,891 2,247,891 2,253,533 2,253,533 2,283,274 2,283,274 98,476
Net Inc. / (Dec.) $ 22,593 40,500 5,642 29,741
Net Inc. / (Dec.) % 1.0% 1.8% 0.3% 1.3%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 238,216 154,888 250,972 235,780 139,854 139,696 (15,192)
Purchased Services 322,080 385,270 419,279 460,043 493,643 523,340 138,070
Materials & Supplies 2,221 2,000 7,000 6,761 2,060 2,091 91
Vehicle & Equipment 700 9,000 9,000 1,015 1,030 1,045 (7,955)
Transfers 1,606,600 1,646,600 1,646,600 1,646,600 1,606,600 1,606,600 (40,000)
Other Expenses - - - - - - 0
Total Expenditures 2,179,857 2,207,798 2,357,391 2,374,891 2,253,533 2,283,274 75,476
Revenues
Other Taxation - - - - - - 0
Government Grants & Subsidies - - - - - - 0
User Fees - - - - - - 0
Other Municipal Revenues - (23,000) (150,000) (127,000) - - 23,000
Total Revenues - (23,000) (150,000) (127,000) - - 23,000
Total Net Budget as Submitted 2,179,857 2,184,798 2,207,391 2,247,891 2,253,533 2,283,274 98,476
Net Inc. / (Dec.) $ 22,593 40,500 5,642 29,741
Net Inc. / (Dec.) % 1.0% 1.8% 0.3% 1.3%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Full-Time Equivalents # 2.0 2.0 2.0 2.0 1.0 1.0 (1.0)
Increase / (Decrease) Over Previous Year 0.0 0.0 (1.0) 0.0
Full-Time Employees # 2 2 2 2 1 1 (1.0)
Increase / (Decrease) Over Previous Year 0 0 (1) 0

Reduction in full-time employees due to departmental re-organization. A 2 year temporary management position begins in 2015 until 2017.
_________________________________________________________________________________________________________________________________
Museum London
Museum London 1,550,078 1,613,860 3,356,574 1,638,210 3,487,046 1,662,783 3,565,948 1,687,725 3,653,812 1,713,041 99,181
Net Inc. / (Dec.) $ 24,350 24,573 24,942 25,316
Net Inc. / (Dec.) % 1.5% 1.5% 1.5% 1.5%
_________________________________________________________________________________________________________________________________
Museum London
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,378,974 1,376,201 1,438,869 1,467,969 1,491,760 1,516,049 139,848
Exhibition and Program 418,980 372,420 334,970 334,970 334,970 334,970 (37,450)
Collection Management 92,995 106,200 106,200 106,200 106,200 106,200 0
Facility Maintenance & Utilities 789,363 903,002 945,750 993,462 1,041,999 1,093,207 190,205
Administration 179,861 216,704 195,985 202,235 208,069 214,486 (2,218)
Revenue Generation 280,570 285,200 284,800 282,210 282,950 288,900 3,700
Creative Learning Centre 50,000 100,000 100,000 100,000 100,000
- - - - - - 0
- - - - - - 0
Revenues
Government Grants & Subsidies (414,578) (399,291) (368,004) (368,004) (368,004) (368,004) 31,287
User Fees (102,583) (100,272) (101,900) (108,900) (111,900) (116,900) (16,628)
Other Municipal Revenues (1,073,504) (1,146,304) (1,248,460) (1,347,359) (1,398,319) (1,455,867) (309,563)
Total Revenues (1,590,665) (1,645,867) (1,718,364) (1,824,263) (1,878,223) (1,940,771) (294,904)
Net Inc. / (Dec.) $ 24,350 24,573 24,942 25,316
Net Inc. / (Dec.) % 1.5% 1.5% 1.5% 1.5%
_________________________________________________________________________________________________________________________________
Museum London
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Increase / (Decrease) Over Previous Year 1.0 0.5 0.0 0.0
Increase / (Decrease) Over Previous Year 1 0 0 0

The 2016 increase of a .5 full-time equivalent reflects a return from leave; and one FTE position remains unfunded in the operating budget through to 2019. An additional staff
member effective mid-2016 through 2019 is also included to support the programming needs of the Centre at the Forks.
_________________________________________________________________________________________________________________________________
Eldon House
Eldon House 231,929 262,757 354,878 270,678 362,499 278,156 371,073 285,708 376,126 289,346 26,589
Net Inc. / (Dec.) $ 7,921 7,478 7,552 3,638
Net Inc. / (Dec.) % 3.0% 2.8% 2.7% 1.3%
_________________________________________________________________________________________________________________________________
Eldon House
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 199,874 221,000 227,643 233,778 240,660 243,555 22,555
Gift Shop-Cost of Goods Sold 1,000 3,800 2,000 2,000 2,250 2,500 (1,300)
Professional fees 3,900 3,900 5,000 5,500 5,700 6,000 2,100
Office and general 7,115 13,858 12,910 13,700 14,050 13,870 12
Utilities-Hydro and water 16,000 15,500 20,000 20,800 21,632 22,497 6,997
Utilities-gas and other rentals 5,770 5,800 5,800 6,036 6,291 6,554 754
Telephone and internet 7,104 6,500 5,500 5,590 5,590 6,100 (400)
Insurance 4,405 4,500 5,000 5,500 6,000 6,500 2,000
Advertising 3,000 19,000 19,000 18,500 17,500 17,500 (1,500)
Programming, collections
13,750 13,300 15,600 14,600 14,600 14,100 800
management and exhibit
Repair and maintenance 38,611 37,699 36,425 36,495 36,800 36,950 (749)
Revenues
Government Grants (37,000) (37,000) (30,300) (30,300) (30,300) (30,300) 6,700
Other Income (25,600) (29,600) (44,900) (44,043) (45,065) (45,480) (15,880)
Donations (6,000) (15,500) (9,000) (10,000) (10,000) (11,000) 4,500
Total Revenues (68,600) (82,100) (84,200) (84,343) (85,365) (86,780) (4,680)
Net Inc. / (Dec.) $ 7,921 7,478 7,552 3,638
Net Inc. / (Dec.) % 3.0% 2.8% 2.7% 1.3%
_________________________________________________________________________________________________________________________________
Eldon House
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Service Adjustment to increase the budgeted hours for one FTE from the 2015 budget of 20 hours per week to 30 hours per week phased in over three years (2016-25, 2017-27,
2018-30).
_________________________________________________________________________________________________________________________________
Heritage
Heritage 156,889 171,651 184,915 184,915 190,267 190,267 197,396 197,396 199,647 199,647 27,996
Net Inc. / (Dec.) $ 13,264 5,352 7,129 2,251
Net Inc. / (Dec.) % 7.7% 2.9% 3.7% 1.1%
_________________________________________________________________________________________________________________________________
Heritage
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 156,889 171,651 184,915 190,267 197,396 199,647 27,996
Administrative Expenses - - - - - - 0
Purchased Services - - - - - - 0
Materials & Supplies - - - - - - 0
Vehicle & Equipment - - - - - - 0
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Other Municipal Revenues - - - - - - 0
Total Revenues - - - - - - 0
Net Inc. / (Dec.) $ 13,264 5,352 7,129 2,251
Net Inc. / (Dec.) % 7.7% 2.9% 3.7% 1.1%
_________________________________________________________________________________________________________________________________
Heritage
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
London Public Library
London Public Library 18,713,000 19,128,376 20,973,745 19,498,528 21,303,308 19,782,719 21,604,809 20,063,220 21,883,896 20,320,807 1,192,431
Net Inc. / (Dec.) $ 370,152 284,191 280,501 257,587
Net Inc. / (Dec.) % 1.9% 1.5% 1.4% 1.3%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 14,424,866 14,624,569 14,708,669 14,768,719 14,837,666 14,968,139 343,570
Administrative Expenses 92,177 76,000 92,059 98,709 93,509 94,509 18,509
Technology Services 509,926 500,000 562,819 594,819 639,362 648,000 148,000
Utilities 891,500 1,048,485 1,025,469 1,132,155 1,203,721 1,288,603 240,118
Facilities Services 1,542,815 1,619,870 1,616,401 1,675,179 1,686,550 1,698,144 78,274
Collections Materials & Supplies 2,025,000 2,067,200 2,167,200 2,217,200 2,311,200 2,311,200 244,000
Program Services 58,100 51,950 59,000 59,000 59,000 59,000 7,050
General 6,000 6,000 6,000 6,000 6,000 6,000 0
Reserve Fund Contribution 105,780 119,060 120,272 83,705 86,576 95,233 (23,827)
Furniture and Equipment 44,055 44,055 45,668 51,900 60,500 60,500 16,445
Recovered Expenses (67,000) (67,000) 67,000
Total Expenditures 20,215,757 20,626,473 20,973,745 21,303,308 21,604,809 21,883,896 1,257,423
Revenues
Provincial Grants (598,829) (598,829) (598,829) (598,829) (598,829) (598,829) 0
Fines, Fees, etc. (504,400) (459,400) (392,600) (382,600) (372,600) (362,600) 96,800
Operating Revenues (148,051) (163,391) (195,860) (196,360) (197,360) (197,860) (34,469)
Rental Revenues (200,000) (225,000) (260,000) (306,000) (336,000) (356,000) (131,000)
Business Revenue (51,477) (51,477) (27,928) (36,800) (36,800) (47,800) 3,677
Reserve Fund Contribution 0
Total Revenues (1,502,757) (1,498,097) (1,475,217) (1,520,589) (1,541,589) (1,563,089) (64,992)
Total Net Budget as Submitted 18,713,000 19,128,376 19,498,528 19,782,719 20,063,220 20,320,807 1,192,431
Net Inc. / (Dec.) $ 370,152 284,191 280,501 257,587
Net Inc. / (Dec.) % 1.9% 1.5% 1.4% 1.3%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Increase / (Decrease) Over Previous Year (1.5) (1.5) 1.5 0.0
Increase / (Decrease) Over Previous Year (1) (1) 1 0

* Permanent staff FTEs include both full time and part time staff. Except in years where additonal staff is requested and approved (for e.g., staffing for the new southeast branch in
2018), FTEs may vary slightly from year to year based on redeployment of staff to meet strategic objectives and service levels.
* In 2016, 2017 and 2018 service levels at Central will be reviewed, and adjusted where necessary, as part of the Central Revitalization capital project.
* In 2018, it is anticipated that 2.5 additional FTEs will be required when the current Pond Mills branch moves to the Multi-purpose Southeast Recreation Centre.
* Staffing levels will not increase for the Southwest Recreation Centre.
_________________________________________________________________________________________________________________________________
ECONOMIC PROSPERITY
Business Attraction & Retention 11,954,846 10,057,244 9,059,610 9,059,610 9,065,625 9,065,625 9,071,797 9,071,797 9,078,089 9,078,089 (979,155)
Community Improvement /
187,923 195,262 226,887 226,887 231,627 231,627 236,876 236,876 238,305 238,305 43,043
Business Improvement Areas
London Convention Centre 569,000 580,243 4,753,391 589,000 5,913,301 597,531 6,121,847 600,000 6,250,058 600,000 19,757
Tourism London 1,863,956 1,896,149 2,126,664 1,941,864 2,149,158 1,964,218 2,179,304 1,994,222 2,190,884 2,005,659 109,510
Covent Garden Market - - 3,202,900 - 3,246,500 - 3,285,100 - 3,325,800 - 0
Total Budget as Submitted 14,575,725 12,728,898 19,369,452 11,817,361 20,606,211 11,859,001 20,894,924 11,902,895 21,083,136 11,922,053 (806,845)
Net Inc. / (Dec.) $ (911,537) 41,640 43,894 19,158
Net Inc. / (Dec.) % (7.2%) 0.4% 0.4% 0.2%
2016 - 2019 Average Annual Net Amount Increase/(Decrease): (201,711)
2016 - 2019 Average Annual Net Percentage Increase/(Decrease): (1.6%)

Business Attraction & Retention - Decrease in the contribution to the Economic Development Reserve Fund to offset an increased contribution to the
Residential Development Charge Incentives Program Reserve Fund (another mechanism for economic development). This contribution is budgeted within
Corporate Finance.
Community Improvement / Business Improvement Areas - Budget increases for 2016 include additional $35k contribution to the Old East Village BIA
partly offset by lower labour costs resulting from staff turnover. 2017 - 2019 increases are related to flow-through costs of the current labour contract.
London Convention Centre - Renovations planned for the first floor during 2016 will impact revenues for this year. For 2017-2019, first floor renovations will
create additional revenue generating space as well as increased flexibility to the current space which will increase utilization. Starting in 2017, the repayment
of the $2 million borrowed from the City for the 2016 renovation is anticipated to commence.
_________________________________________________________________________________________________________________________________
ECONOMIC PROSPERITY
Tourism London - Increase in Sports Tourism costs to improve community outreach (Other Purchased Services). In light of a decrease in revenue, Tourism
London is developing initiatives to help maintain revenues through web and technology sponsorship, membership program initiatives and government
program revenues.
Covent Garden Market - Rising insurance and utility costs and higher repairs and maintenance on aging building. Controlling operating expenses with rising
minimum wage and benefit costs (new Ontario Pension Plan). Additional competition with new markets opening up.
_________________________________________________________________________________________________________________________________
Business Attraction & Retention
Business Attraction & Retention 11,542,651 9,747,326 8,746,614 8,746,614 8,750,914 8,750,914 8,755,300 8,755,300 8,759,774 8,759,774 (987,552)
Economic Partnerships 412,195 309,918 312,996 312,996 314,711 314,711 316,497 316,497 318,315 318,315 8,397
Net Inc. / (Dec.) $ (997,634) 6,015 6,172 6,292
Net Inc. / (Dec.) % (9.9%) 0.1% 0.1% 0.1%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
LEDC 2,234,651 2,234,651 2,234,651 2,234,651 2,234,651 2,234,651 0
Small Business Centre 177,000 177,000 173,953 173,953 173,953 173,953 (3,047)
Tech Alliance 200,000 200,000 200,000 200,000 200,000 200,000 0
Stiller Centre 208,000 212,675 215,010 219,310 223,696 228,170 15,495
Contribution to Economic
8,723,000 6,923,000 5,923,000 5,923,000 5,923,000 5,923,000 (1,000,000)
Development Reserve Fund
Total Expenditures 11,542,651 9,747,326 8,746,614 8,750,914 8,755,300 8,759,774 (987,552)
Revenues
- - - - - - 0
Total Net Budget as Submitted 11,542,651 9,747,326 8,746,614 8,750,914 8,755,300 8,759,774 (987,552)
Net Inc. / (Dec.) $ (1,000,712) 4,300 4,386 4,474
Net Inc. / (Dec.) % (10.3%) 0.0% 0.1% 0.1%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
LEDC
SMALL BUSINESS CENTRE
Increase / (Decrease) Over Previous Year (4.0) 0.0 0.0 0.0
Increase / (Decrease) Over Previous Year (4) 0 0 0
TECH ALLIANCE
STILLER CENTRE

Business Attraction & Retention staff are non City of London employees.
_________________________________________________________________________________________________________________________________
Economic Partnerships
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 337,263 181,768 182,896 182,647 182,441 182,235 467
Vehicle & Equipment 10,732 6,050 6,500 6,598 6,697 6,798 748
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 3,078 1,715 1,786 1,818
Net Inc. / (Dec.) % 1.0% 0.5% 0.6% 0.6%
_________________________________________________________________________________________________________________________________
Economic Partnerships
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Community Improvement / Business Improvement Areas
Community Improvement /
187,923 195,262 226,887 226,887 231,627 231,627 236,876 236,876 238,305 238,305 43,043
Business Improvement Areas
Net Inc. / (Dec.) $ 31,625 4,740 5,249 1,429
Net Inc. / (Dec.) % 16.2% 2.1% 2.3% 0.6%
_________________________________________________________________________________________________________________________________
Community Improvement / Business Improvement Area
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 81,821 89,160 85,785 90,525 95,774 97,203 8,043
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 31,625 4,740 5,249 1,429
Net Inc. / (Dec.) % 16.2% 2.1% 2.3% 0.6%
_________________________________________________________________________________________________________________________________
Community Improvement / Business Improvement Area
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
London Convention Centre
London Convention Centre 569,000 580,243 4,753,391 589,000 5,913,301 597,531 6,121,847 600,000 6,250,058 600,000 19,757
Total Budget as Submitted 569,000 580,243 4,753,391 589,000 5,913,301 597,531 6,121,847 600,000 6,250,058 600,000 19,757
Net Inc. / (Dec.) $ 8,757 8,531 2,469 -
Net Inc. / (Dec.) % 1.5% 1.4% 0.4% 0.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,566,575 2,637,432 2,690,181 2,743,984 2,798,864 2,854,841 217,409
Administrative Expenses 1,429,864 1,214,896 630,660 1,276,580 1,373,984 1,407,446 192,550
Building Reserve Fund 597,000 608,000 597,000 597,531 600,000 600,000 (8,000)
City of London Repayment 223,940 230,254 243,026 243,026
Purchased Services 49,430 49,166 - - - - (49,166)
Materials & Supplies 1,152,955 1,066,471 783,981 1,006,290 1,049,044 1,075,044 8,573
Vehicle & Equipment
Transfers
Other Expenses 68,297 67,309 51,569 64,976 69,701 69,701 2,392
Recovered Expenses
Revenues
User Fees (5,295,121) (5,063,031) (4,164,391) (5,315,770) (5,521,847) (5,650,058) (587,027)
Total Revenues (5,295,121) (5,063,031) (4,164,391) (5,315,770) (5,521,847) (5,650,058) (587,027)
Net Inc. / (Dec.) $ 8,757 8,531 2,469 0
Net Inc. / (Dec.) % 1.5% 1.4% 0.4% 0.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Efficiencies and event mix will allow for reduction of FTE's in 2015 and lower event volumes due to renovations will further reduce FTE's in 2016. Increased event volumes due to
increased event space post-renovations will require increased FTE's in 2017-2019 offset by event revenues.
_________________________________________________________________________________________________________________________________
Tourism London
Tourism London 1,863,956 1,896,149 2,126,664 1,941,864 2,149,158 1,964,218 2,179,304 1,994,222 2,190,884 2,005,659 109,510
Net Inc. / (Dec.) $ 45,715 22,354 30,004 11,437
Net Inc. / (Dec.) % 2.4% 1.2% 1.5% 0.6%
_________________________________________________________________________________________________________________________________
Tourism
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,247,594 1,252,499 1,236,407 1,245,669 1,262,392 1,260,348 7,849
Financial Expenses 15,060 11,250 11,300 11,311 11,322 11,333 83
Transfers 0
Other Expenses 364,650 363,555 363,555 369,009 374,543 380,159 16,604
Recovered Expenses 0
Revenues
Other Taxation 0
Government Grants & Subsidies 0
User Fees (208,300) (208,300) (178,300) (178,342) (178,385) (178,428) 29,872
Other Municipal Revenues (6,500) (6,500) (6,500) (6,598) (6,697) (6,797) (297)
Total Revenues (214,800) (214,800) (184,800) (184,940) (185,082) (185,225) 29,575
Net Inc. / (Dec.) $ 45,715 22,354 30,004 11,437
Net Inc. / (Dec.) % 2.4% 1.2% 1.5% 0.6%
_________________________________________________________________________________________________________________________________
Tourism
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Covent Garden Market
Covent Garden Market - - 3,202,900 - 3,246,500 - 3,285,100 - 3,325,800 - 0
Total Budget as Submitted - - 3,202,900 - 3,246,500 - 3,285,100 - 3,325,800 - -
Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0 0 0 0
2016 - 2019 Average Annual Net Amount Increase/(Decrease): 0
2016 - 2019 Average Annual Net Percentage Increase/(Decrease): 0
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 418,299 432,700 435,200 448,900 456,600 464,700 32,000
Financial Expenses 737,324 691,500 741,700 745,800 730,000 693,500 2,000
Purchased Services 1,187,371 1,147,200 1,196,700 1,205,200 1,230,600 1,258,600 111,400
Vehicle & Equipment - 37,000 15,000 - - 0
Revenues
User Fees (3,043,550) (3,045,100) (3,202,900) (3,246,500) (3,285,100) (3,325,800) (280,700)
Total Revenues (3,043,550) (3,045,100) (3,202,900) (3,246,500) (3,285,100) (3,325,800) (280,700)
Total Net Budget as Submitted - - - - - - -

Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0 0 0 0
2016 - 2019 Average Annual Net Amount Increase/(Decrease): -
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Expense Net Expense Net Expense Net Expense Net
Budget Budget (Decrease)
Kettle Creek Conservation
393,000 412,422 1,888,000 436,396 1,943,000 466,943 2,000,000 499,630 2,061,000 534,604 122,182
Authority
Lower Thames Valley Cons.
93,000 100,376 3,026,022 153,497 3,116,803 158,424 3,210,307 163,500 3,306,616 168,727 68,351
Authority
Upper Thames River Cons.
2,726,000 2,885,492 12,201,265 2,926,479 12,161,616 2,970,376 12,570,048 3,014,932 12,758,599 3,060,156 174,664
Authority
Environmental Action Programs &
734,292 735,761 859,743 741,147 871,062 749,501 877,869 753,269 880,291 752,576 16,815
Reporting
Garbage, Recycling & Composting 13,282,567 15,909,425 28,331,953 16,187,128 28,947,069 16,432,051 29,565,588 16,898,330 30,109,679 17,270,382 1,360,957
Net Inc. / (Dec.) $ 401,171 332,648 552,366 456,784
Net Inc. / (Dec.) % 2.0% 1.6% 2.7% 2.1%

Kettle Creek Conservation Authority - Increase in personnel costs associated with a Geographic Information Systems/ Information Technology supervisor
position to support mapping and information management initiatives, as well as implementation of change analysis of forest cover, erosion rates and other
core programs and services. Public safety and conservation land increases associated with hazard tree management due to Emerald Ash Borer and other
tree diseases, in addition to relocation of public trails due to safety concerns. Increase in additional fee for services revenue associated with position above
offset by a decrease in the expiration of the Ontario Ministry of Agriculture, Food, and Rural Affairs grant funding.
Lower Thames Valley Conservation Authority - The 2016 budget supports new positions (water management; ecology/biology; conservation areas
manager) to address significant capacity issues within the current organization. Risk management and public safety, environmental protection and
enhancement, and increased recreational opportunities will result from this investment and expansion. Beyond 2016, program increases are expected to
result from senior government programs focused on reduction of phosphorus contributions to the Thames River and tributaries of Lake Erie. Environment
Canada is considering a target phosphorus reduction of 40%, with implications for widespread modification of agricultural and other land use practices. The
LTVCA envisages a growing role in program delivery and watershed monitoring.
_________________________________________________________________________________________________________________________________
Upper Thames River Conservation Authority - The UTRCA has started a strategic planning effort that will set new Environmental Targets for the
watershed. This plan will be developed during 2015/2016 and is expected to affect the 2017-2019 budgets. Significant program changes to meet these
targets are anticipated and early indications are that meaningful financial investment will be required in order to achieve measureable improvement in
watershed health. With this strategic planning process started but outcomes unknown, Civic Administration recommends that a 1.5% net increase be utilized
for 2017-19 and re-evaluated during the 2017 annual budgetary update process once the strategic plan is finalized in the spring of 2016. At this time a 1.5%
increase in the expenditures has been included until the amounts can be supported by and linked to the UTRCA's strategic plan.
Environmental Action Programs & Reporting - Increase in salary, wage and fringe benefits due to existing employment agreements. Increases to support
major community initiatives such as Community Energy Action Plan (CEAP), London Energy Connections Program, Active & Green Communities, Active
Transportation and Transportation Demand Management.
Garbage, Recycling & Composting - Required contribution increases to the Sanitary Landfill Reserve Fund account for over 0.7% (of the1.8%) of the 2016-
2019 Average Annual Net Percentage Increase in the Environmental Services Program and specifically, 1.0% (of the1.7%) of the 2016-2019 Average
Annual Net Percentage Increase in the Garbage, Recycling & Composting Program. Note: In 2015, capital financing contributions were transferred to the
Garbage, Collection & Disposal service area to more appropriately reflect the service's full costs.
The budget includes major community initiatives to sustain waste diversion (by weight) from landfill at 45%, ensure compliance with government regulations
and legislation, and continued examination of resource recovery initiatives to increase waste diversion.
Tipping fee revenue from W12A landfill can fluctuate significantly from year to year depending on the strength of the economy and external competition.
Recycling revenue can fluctuate significantly from year to year as pricing for materials is tied to global commodity markets. Provincial Government is
considering introducing legislation to make fundamental changes to the management of solid waste in the Province. These changes could include: full
Extended Producer Responsibility (e.g., Blue Box costs substantially reduced, potential changes to roles and responsibilities for Blue Box collection and
processing, new materials like mattresses or carpets being recycled, new enforcement requirements for municipalities etc.); emphasis on reducing
Greenhouse Gases (e.g., mandatory Green Bin, ban on landfilling, organics, etc.); and, long term goal of zero greenhouse gas from waste facilities and zero
waste.
Strategic Investments 2016 - 2019 results in an increase in budget of $490,000. Council approved additional funding of $400,000 for Road Map
2.0 - Road to Increased Resource Recovery and Zero Waste (Strategic Investment #2), funding of $90,000 for Garbage Collection - On-board
Weighing and Tracking Technologies (Strategic Investment #8), and funding towards a Green Bin education and study (Strategic Investment #25).
_________________________________________________________________________________________________________________________________
Kettle Creek Conservation Authority
Kettle Creek Conservation
393,000 412,422 1,888,000 436,396 1,943,000 466,943 2,000,000 499,630 2,061,000 534,604 122,182
Authority
Net Inc. / (Dec.) $ 23,974 30,547 32,687 34,974
Net Inc. / (Dec.) % 5.8% 7.0% 7.0% 7.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Administration 112,000 112,000 113,000 114,000 116,000 118,000 6,000
Wages and Benefits 986,000 1,002,000 1,032,000 1,062,000 1,092,000 1,131,000 129,000
Conservation Awareness 46,000 46,000 48,000 49,000 50,000 50,000 4,000
Conservation Lands 318,000 325,000 330,000 340,000 351,000 361,000 36,000
Environmental Protection 289,000 297,000 302,000 308,000 317,000 325,000 28,000
Public Safety 55,000 62,000 63,000 70,000 74,000 76,000 14,000
- - - - - - 0
- - - - - - 0
- - - - - - 0
Revenues
User Fees (815,000) (825,000) (850,000) (850,000) (850,000) (850,000) (25,000)
Government Grant (119,000) (119,000) (119,000) (119,000) (119,000) (119,000) 0
Other Municipal Revenues (337,000) (340,578) (366,604) (391,057) (417,870) (445,896) (105,318)
Other Revenue (142,000) (147,000) (116,000) (116,000) (113,500) (111,500) 35,500
Total Revenues (1,413,000) (1,431,578) (1,451,604) (1,476,057) (1,500,370) (1,526,396) (94,818)
Net Inc. / (Dec.) $ 23,974 30,547 32,687 34,974
Net Inc. / (Dec.) % 5.8% 7.0% 7.0% 7.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

KCCA has supported a FT contract employee since 2014 with a funding grant, representing a $224,500 investment in wages and capital. KCCA is respectfully submitting a business
case to establish the position as a full-time permanent position in 2016. Increase wage and benefit costs associated with the position is spread out over four years with self generated
revenues filling the gap until the position is fully supported by base funding in 2019.
_________________________________________________________________________________________________________________________________
Lower Thames Valley Conservation Authority
Lower Thames Valley Cons.
93,000 100,376 3,026,022 153,497 3,116,803 158,424 3,210,307 163,500 3,306,616 168,727 68,351
Authority
Net Inc. / (Dec.) $ 53,121 4,927 5,076 5,227
Net Inc. / (Dec.) % 52.9% 3.2% 3.2% 3.2%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Flood Control 238,000 240,000 152,044 156,605 161,303 166,142.58 (73,857)
Erosion Control 25,000 31,000 31,438 32,381 33,353 34,353.15 3,353
Flood Forecasting & Warning 249,000 249,000 267,026 275,037 283,288 291,786.52 42,787
Planning and Regulation 77,000 143,000 207,139 213,353 219,754 226,346.38 83,346
Technical Studies 14,000 14,000 37,689 38,820 39,984 41,183.79 27,184
Conservation Services 266,000 275,000 39,268 40,446 41,659 42,909.20 (232,091)
Conservation and Recreation 497,000 520,000 488,532 503,188 518,284 533,832.11 13,832
Community Relations 161,000 165,000 166,047 171,028 176,159 181,444.04 16,444
Conservation Education 115,000 120,000 90,578 93,295 96,094 98,977.03 (21,023)
Ska-Nah-Doht Iroquoian Village 245,000 250,000 172,223 177,390 182,711 188,192.72 (61,807)
Groundwater Monitoring 12,000 14,000 64,162 66,087 68,069 70,111.55 56,112
Employment Programs (Fed/Prov) 100,000 100,000 - - - (100,000)
Watershed Planning-Source
25,000 25,000 24,900 25,647 26,416 27,208.90 2,209
Protection
Phosphorous Reduction 315,852 325,328 335,087 345,140.01
Technical Studies-Generic
72,000 27,000 - - - - (27,000)
Regulation
Chatham-Kent Greening Project 330,000 350,000 849,124 874,598 900,836 927,860.72 577,861
Aerial Photography 11,000 11,000 - - - - (11,000)
McGregor Creek-Rivard Dam
10,000 10,000 - - - - (10,000)
Repair
Admin Building Repairs 11,000 200,000 100,000 103,000 106,090 109,272.70 (90,727)
Commujnity Trees Initiative 12,000 15,000 - - - - (15,000)
Union Gas Centennial Project 16,000 6,000 - - - - (6,000)
Thames Mouth Debris Removal 20,000 20,000 20,000 20,600 21,218 21,854.54 1,855
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Revenues
Foundation Grants/ Reserves (41,000) (241,000) (93,500) (96,305) (99,194) (102,170) 138,830
Government Grants & Subsidies (490,000) (515,000) (675,651) (695,921) (716,798) (738,302) (223,302)
User Fees (680,000) (705,000) (717,392) (738,914) (761,081) (783,914) (78,914)
Total Revenues (2,413,000) (2,684,624) (2,872,525) (2,958,379) (3,046,807) (3,137,889) (453,265)
Total Net Budget as Submitted 93,000 100,376 153,497 158,424 163,500 168,727 (276,789)
Net Inc. / (Dec.) $ 53,121 4,927 5,076 5,227
Net Inc. / (Dec.) % 52.9% 3.2% 3.2% 3.2%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Flood Forecasting and Warning is being boosted by one full time equivalent to address an acute capacity issue in this critical program area. Additional capacity will allow for
prolonged flood control operations during flood events; updates to flood forecasting and flood risk mapping modelling; design and implementation of watershed (aquatic) monitoring,
while augmenting GIS, Information Management and network administration. An additional FTE will provide expertise in natural heritage to support municipal land use planning;
conservation areas management; and stewardship on private lands. A third FTE will be added to provide overall management and direction for the Authority's 25 Conservation Areas;
with a focus on risk management; facilities development; and increasing visitation and revenue generation.
_________________________________________________________________________________________________________________________________
Upper Thames River Conservation Authority
Upper Thames River Cons.
2,726,000 2,885,492 12,201,265 2,926,479 12,161,616 2,970,376 12,570,048 3,014,932 12,758,599 3,060,156 174,664
Authority
Net Inc. / (Dec.) $ 40,987 43,897 44,556 45,224
Net Inc. / (Dec.) % 1.4% 1.5% 1.5% 1.5%
*NOTE: The UTRCA is undergoing a strategic planning effort which will cover a five (5) year period, commencing in 2017. Until this strategic plan is completed in the spring of 2016, a provisional 8%
estimated increase for 2017 - 2019 has been highlighted but cannot be supported.
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 5,919,706 6,072,324 6,138,331 6,207,265 6,336,999 6,464,000 391,676
Materials & Supplies 1,536,236 1,493,210 1,497,628 1,336,661 1,289,755 1,376,900 (116,310)
Contracts 301,900 272,100 272,100 169,550 169,550 186,500 (85,600)
Specific Projects/ Dam Capital 326,600 326,600 330,000 332,500 335,000 337,000 10,400
Capital Mtce & Operating Resv. 175,723 200,723 200,723 288,707 319,616 351,000 150,277
Taxes & Insurance 443,200 429,700 445,000 461,000 466,500 480,000 50,300
Utilities 324,100 310,600 325,900 335,900 340,900 345,100 34,500
Legal Fees 19,500 19,000 19,000 19,000 19,000 19,000 0
Allocated Cost (6 Cost Centres) 2,823,788 2,933,579 2,972,583 3,011,033 3,039,028 3,190,000 256,421
Revenues
0
Government Grants & Subsidies (1,867,646) (1,410,549) (1,311,546) (1,211,461) (1,132,397) (1,150,000) 260,549
User Fees & Direct Revenues (5,780,078) (6,175,373) (6,350,820) (6,048,003) (5,889,766) (5,901,500) 273,873
Total Revenues (9,144,753) (9,172,344) (9,274,786) (8,997,597) (8,895,546) (9,055,396) 116,948
Net Inc. / (Dec.) $ 40,987 237,540 256,783 273,302
Net Inc. / (Dec.) % 1.4% 8.1% 8.1% 8.0%
*NOTE: The UTRCA is undergoing a strategic planning effort which will cover a five (5) year period, commencing in 2017. Until this strategic plan is completed in the spring of 2016, a
provisional 8% estimated increase for 2017 - 2019 has been highlighted but cannot be supported.
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Environmental Action Programs & Reporting
Environmental Action Programs &
734,292 735,761 859,743 741,147 871,062 749,501 877,869 753,269 880,291 752,576 16,815
Reporting
Net Inc. / (Dec.) $ 5,386 8,354 3,768 (693)
Net Inc. / (Dec.) % 0.7% 1.1% 0.5% (0.1%)
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 594,866 594,483 605,616 607,249 609,814 607,906 13,423
Administrative Expenses 500 500 500 508 516 524 24
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (113,545) (115,703) (118,596) (121,561) (124,600) (127,715) (12,012)
Net Inc. / (Dec.) $ 5,386 8,354 3,768 (693)
Net Inc. / (Dec.) % 0.7% 1.1% 0.5% (0.1%)
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Garbage, Recycling & Composting
Recycling & Composting 4,455,361 4,095,867 12,847,750 3,677,650 13,144,196 3,841,444 13,416,946 4,145,528 13,585,804 4,244,689 148,822
Garbage Collection & Disposal 8,827,206 11,813,558 15,484,203 12,509,478 15,802,873 12,590,607 16,148,642 12,752,802 16,523,875 13,025,693 1,212,135
Net Inc. / (Dec.) $ 277,703 244,923 466,279 372,052
Net Inc. / (Dec.) % 1.7% 1.5% 2.8% 2.2%
_________________________________________________________________________________________________________________________________
Recycling & Composting
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 819,428 769,724 809,074 853,171 790,226 790,890 21,166
Vehicle & Equipment 40,542 36,460 36,375 37,304 38,259 39,241 2,781
Transfers 625,000 1,140,000 1,190,000 1,190,000 1,190,000 1,190,000 50,000
Other Expenses 4,000 - 16,000 16,240 16,484 16,731 16,731
Revenues
User Fees (655,000) (980,000) (1,103,000) (1,118,945) (1,135,130) (1,151,557) (171,557)
Total Revenues (7,575,000) (8,770,000) (9,170,100) (9,302,752) (9,271,418) (9,341,115) (571,115)
Net Inc. / (Dec.) $ (418,217) 163,794 304,084 99,161
Net Inc. / (Dec.) % (10.2%) 4.5% 7.9% 2.4%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Increase / (Decrease) Over Previous Year 1 0 (1) 0

Strategic Investments 2016 - 2019 results in an increase of 1 FTE in 2016 and 2017 only. Council approved additional funding for a Green Bin Study (Strategic
Investment #25).
_________________________________________________________________________________________________________________________________
Garbage Collection & Disposal
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 6,374,893 6,560,111 6,639,924 6,660,260 6,658,775 6,727,703 167,592
Financial Expenses 87,000 2,196,000 2,346,000 2,496,015 2,646,030 2,796,045 600,045
Vehicle & Equipment 4,561,521 4,655,385 4,732,419 4,851,816 5,019,457 5,145,433 490,048
Transfers - - - - - - 0
Other Expenses 515,000 605,000 605,000 614,075 623,286 632,635 27,635
Recovered Expenses (110,000) - - - - - 0
Revenues
User Fees (3,510,000) (3,145,000) (2,689,725) (2,770,266) (2,942,915) (3,034,059) 110,941
Total Revenues (3,680,000) (3,320,000) (2,974,725) (3,212,266) (3,395,840) (3,498,182) (178,182)
Net Inc. / (Dec.) $ 695,920 81,129 162,195 272,891
Net Inc. / (Dec.) % 5.9% 0.6% 1.3% 2.1%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Reduction in Temp staff and overtime needed by service area.
_________________________________________________________________________________________________________________________________
Neighbourhood & Recreation
18,538,345 18,978,260 64,022,158 19,274,889 65,045,942 20,061,674 65,662,931 20,399,486 66,212,356 20,677,268 1,699,008
Services
Parks & Urban Forestry 11,182,257 11,762,020 12,299,468 12,248,468 12,587,394 12,536,234 12,735,361 12,684,038 12,886,362 12,834,873 1,072,853
Net Inc. / (Dec.) $ 783,077 1,074,551 485,616 428,617
Net Inc. / (Dec.) % 2.5% 3.4% 1.5% 1.3%

Neighbourhood & Recreation Services - A legislated minimum wage increase of 2.27% in 2016, combined with an anticipated 2% increase annually in
2017-2019, is resulting in an increase to casual labour expenditures.
Further increases in Aquatics are due to wage pressures relating to lifeguard recruitment and retention. Wages to lifeguards have been increased over the
next three years with an emphasis in 2016 in order to attract and retain sufficient staff to meet programming needs.
Casual labour FTE's have increased in Community Centres, Community Recreation & Leisure, Arenas, Storybook Gardens & Special Events to better meet
increasing customer expectations, inclusion needs and safety supervision issues.
The recreation subsidy to assist with access to programs has increased by 20% in 2016 and 5% annually for 2017-2019, in order to align with recent trends
and meet increasing need for financial assistance. This program provides access to recreation opportunities for low income individuals and families.
The budget for Community Grants is proposed to increase by an average of approximately $80k/year from 2016-19 in order to build funding for the Capital
and Innovation stream of the new municipal granting process endorsed by Council in 2015.
Council approved an increased allocation of $280,000 for Community Grants in order to build the Capital and Innovation stream of the new municipal
granting process at a faster pace.
_________________________________________________________________________________________________________________________________
2016-2019 Approved Multi-Year Budget for the City of London - March 10, 2016 Page 65
Implementation of the Council-approved replacement program registration software (Active Net) by external host provider to sustain and improve security and
customer service aspects of the system will result in additional cost pressures starting in 2017.
Anticipated annual increases in utility costs for recreation facilities range from 6.8% - 10.1%, resulting in significant budgetary pressures.
Modest increases to user fees were implemented to partially offset the above expenses to mitigate the budget increase.
The fee structure for swimming lessons has been modified to recognize and differentiate the product offerings based on value received and duration. Fees
have been adjusted to more accurately reflect the differing lesson lengths and number of classes in various sessions.
Strategic Investments 2016-2019 results in an increase in budget of $750,000: Council approved funding to implement the next phase of the London
Strengthening Neighbourhoods Strategy (LSNS) 2015-2020 (Strategic Investment #13).
Parks & Urban Forestry - Budget increases are being driven by annualized salary, wages and fringe benefits costs based on existing employment
agreements.
Increased land management costs for environmentally significant areas have also been incorporated into the 2016-2019 budget as a result of approximately
30 Ha of additional land managed by the Upper Thames River Conservation Authority (UTRCA) each year.
Strategic Investments 2016-2019 results in an increase in budget of $1,628,920: Council approved funding of $1,055,000 under the Urban Forest
Strategy for increased pruning and maintenance of the City's street, park and woodland trees (Strategic Investment #3) and funding of $573,920 under
the Winter Maintenance Strategy for snow clearing from park pathways (Option G) and the Thames Valley Pathway System (Option H) (Strategic
Investment #17).
_________________________________________________________________________________________________________________________________
Neighbourhood & Recreation Services
Aquatics 838,924 992,782 3,665,993 1,009,780 3,773,649 1,038,825 3,880,794 1,068,268 3,881,702 1,019,708 26,926
Arenas 1,492,507 1,432,308 7,583,597 1,452,949 7,678,021 1,483,605 7,782,972 1,524,111 7,890,386 1,543,888 111,580
Children's Services 6,823,953 6,798,051 33,339,029 6,798,051 33,339,029 6,798,051 33,339,029 6,798,051 33,339,029 6,798,051 0
Community Centres 1,548,040 1,715,981 3,698,445 1,765,599 3,779,992 1,829,671 3,845,551 1,877,326 3,912,359 1,925,789 209,808
Community Development &
3,274,559 3,274,789 3,416,837 3,386,837 3,812,046 3,812,046 3,952,843 3,952,843 4,137,381 4,137,381 862,592
Funding
Community Recreation & Leisure
983,025 1,062,086 2,514,164 1,105,762 2,566,660 1,134,012 2,601,847 1,144,344 2,636,091 1,153,112 91,026
Programs
Golf (2,232) 2 3,597,542 1 3,643,052 - 3,699,180 - 3,751,225 - (2)
Special Events Coordination 60,259 61,995 240,101 77,116 242,222 76,837 244,414 76,594 246,652 76,359 14,364
Sports Services 1,056,508 1,030,399 1,760,428 984,272 1,783,686 997,012 1,808,653 1,011,305 1,834,818 1,026,635 (3,764)
Storybook Gardens 52,494 14,026 1,425,979 (1,021) 1,443,280 (5,822) 1,459,439 (11,325) 1,475,938 (16,811) (30,837)
Recreation Administration 2,410,308 2,595,841 2,780,043 2,695,543 2,984,305 2,897,437 3,048,209 2,957,969 3,106,775 3,013,156 417,315
Net Inc. / (Dec.) $ 296,629 786,785 337,812 277,782
Net Inc. / (Dec.) % 1.6% 4.1% 1.7% 1.4%
_________________________________________________________________________________________________________________________________
Aquatics
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,831,851 2,950,189 3,191,094 3,295,269 3,398,865 3,396,151 445,962
Transfers - - - - - - 0
Revenues
User Fees (2,464,306) (2,431,933) (2,557,213) (2,673,824) (2,812,526) (2,861,994) (430,061)
Other Municipal Revenues - - (99,000) (61,000) - - 0
Total Revenues (2,464,306) (2,431,933) (2,656,213) (2,734,824) (2,812,526) (2,861,994) (430,061)
Total Net Budget as Submitted 838,924 992,782 1,009,780 1,038,825 1,068,268 1,019,708 26,926
Net Inc. / (Dec.) $ 16,998 29,045 29,443 (48,560)
Net Inc. / (Dec.) % 1.7% 2.9% 2.8% (4.5%)
_________________________________________________________________________________________________________________________________
Aquatics
2016 - 2019
2014 Revised
Total Staffing 2015 Budget 2016 Budget 2017 Budget 2018 Budget 2019 Budget Increase/
Budget
(Decrease)

The City is no longer providing lifeguarding services for the privately-owned Cherryhill pool.
The revenue associated with this pool has also been eliminated from the budget.
_________________________________________________________________________________________________________________________________
Arenas
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,245,908 4,306,185 4,350,903 4,388,163 4,434,382 4,481,964 175,779
Transfers - - - - - - 0
Revenues
Government Grants & Subsidies (24,336) (19,501) - - - - 19,501
User Fees (5,871,780) (5,961,789) (6,010,648) (6,072,616) (6,135,234) (6,221,017) (259,228)
Total Revenues (6,001,116) (6,086,290) (6,130,648) (6,194,416) (6,258,861) (6,346,498) (260,208)
Net Inc. / (Dec.) $ 20,641 30,656 40,506 19,777
Net Inc. / (Dec.) % 1.4% 2.1% 2.7% 1.3%
_________________________________________________________________________________________________________________________________
Arenas
2016 - 2019
Total Staffing 2016 Budget 2017 Budget 2018 Budget 2019 Budget Increase/
Budget Budget
(Decrease)

An increase of 0.38 FTE in casual labour at Silverwood arena to match historical requirements has been incorporated into the 2016 budget, partially offset by a small decrease (0.27
FTE) elsewhere to align with required service needs.
_________________________________________________________________________________________________________________________________
Children's Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,118,814 2,034,124 2,053,326 2,062,892 2,079,618 2,070,123 35,999
Administrative Expenses 53,184 53,184 53,071 53,071 53,071 53,071 (113)
Transfers - - - - - - 0
Revenues
Government Grants & Subsidies (24,471,175) (26,059,239) (26,540,978) (26,540,978) (26,540,978) (26,540,978) (481,739)
User Fees - - - - - - 0
Total Revenues (24,471,175) (26,059,239) (26,540,978) (26,540,978) (26,540,978) (26,540,978) (481,739)
Total Net Budget as Submitted 6,823,953 6,798,051 6,798,051 6,798,051 6,798,051 6,798,051 -
Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0.0% 0.0% 0.0% 0.0%
_________________________________________________________________________________________________________________________________
Children's Services
2016 - 2019
Budget Budget
(Decrease)

No changes to staffing are anticipated for the 2016-19 budget period.
_________________________________________________________________________________________________________________________________
Community Centres
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,461,586 2,711,858 2,820,220 2,858,289 2,897,776 2,936,341 224,483
Transfers - - - - - - 0
Other Expenses 3,500 3,500 3,500 3,500 3,500 3,500 0
Revenues
Government Grants & Subsidies (128,100) (128,100) (128,100) (128,100) (128,100) (128,100) 0
User Fees (1,302,304) (1,374,153) (1,410,391) (1,427,866) (1,445,770) (1,464,115) (89,962)
Total Revenues (1,565,404) (1,769,903) (1,932,846) (1,950,321) (1,968,225) (1,986,570) (216,667)
Net Inc. / (Dec.) $ 49,618 64,072 47,655 48,463
Net Inc. / (Dec.) % 2.9% 3.6% 2.6% 2.6%
_________________________________________________________________________________________________________________________________
Community Centres
2016 - 2019
Budget Budget
(Decrease)

2016 increase in FTE is related to casual labour requirements to better meet customer needs and expectations.
_________________________________________________________________________________________________________________________________
Community Development & Funding
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 522,911 538,738 521,304 522,017 625,045 624,661 85,923
Transfers 2,371,279 2,555,141 2,530,948 2,924,347 2,961,007 3,144,803 589,662
Revenues
User Fees - - - - - - 0
Other Municipal Revenues - (183,862) (30,000) - - - 183,862
Total Revenues - (183,862) (30,000) - - - 183,862
Net Inc. / (Dec.) $ 112,048 425,209 140,797 184,538
Net Inc. / (Dec.) % 3.4% 12.6% 3.7% 4.7%
_________________________________________________________________________________________________________________________________
Community Development & Funding
2016 - 2019
Budget Budget
(Decrease)

The minor decrease in FTE in 2016 is related to adjustments in casual labour.
Strategic Investments 2016 - 2019 results in an increase in 1 FTE in 2018: Council approved funding to implement the next phase of the London Strengthening
Neighbourhoods Strategy (LSNS) 2015-2020 (Strategic Investment #13).
_________________________________________________________________________________________________________________________________
Community Recreation & Leisure Programs
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,938,928 2,120,924 2,158,735 2,187,242 2,216,936 2,245,502 124,578
Transfers - - - - - - 0
Revenues
User Fees (1,299,648) (1,396,981) (1,404,602) (1,428,848) (1,453,703) (1,479,179) (82,198)
Other Municipal Revenues - (5,800) (3,800) (3,800) (3,800) (3,800) 2,000
Total Revenues (1,299,648) (1,402,781) (1,408,402) (1,432,648) (1,457,503) (1,482,979) (80,198)
Total Net Budget as Submitted 983,025 1,062,086 1,105,762 1,134,012 1,144,344 1,153,112 91,026
Net Inc. / (Dec.) $ 43,676 28,250 10,332 8,768
Net Inc. / (Dec.) % 4.1% 2.6% 0.9% 0.8%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

2016 increase in FTE is related to casual labour requirements to better meet customer needs and expectations.
_________________________________________________________________________________________________________________________________
Golf
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,834,923 1,846,567 1,697,430 1,716,112 1,731,798 1,748,205 (98,362)
Transfers - - - - - - 0
Other Expenses 8,800 8,800 - - - - (8,800)
Recovered Expenses (2,000) (2,000) - - - - 2,000
Revenues
User Fees (2,884,138) (2,890,656) (2,743,041) (2,775,772) (2,818,928) (2,857,807) 32,849
Total Revenues (3,693,138) (3,719,656) (3,597,541) (3,643,052) (3,699,180) (3,751,225) (31,569)
Total Net Budget as Submitted (2,232) 2 1 - - - (2)

Net Inc. / (Dec.) $ (1) (1) - -
Net Inc. / (Dec.) % (50.0%) (100.0%) 0 0
2016 - 2019 Average Annual Net Amount Increase/(Decrease): (1)
_________________________________________________________________________________________________________________________________
Golf
2016 - 2019
Budget Budget
(Decrease)

Temporary/casual personnel have been reduced in order to reflect fewer staffing requirements during the shoulder seasons.
_________________________________________________________________________________________________________________________________
Special Events Coordination
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 192,999 197,178 222,620 224,520 226,487 228,497 31,319
Purchased Services 6,100 6,130 6,130 6,220 6,312 6,405 275
Vehicle & Equipment (122) - - - - - 0
Transfers - - - - - - 0
Other Expenses 5,000 5,000 - - - - (5,000)
Revenues
User Fees (145,868) (149,988) (157,485) (159,847) (162,244) (164,679) (14,691)
Other Municipal Revenues (6,450) (6,450) (5,500) (5,538) (5,576) (5,614) 836
Total Revenues (152,318) (156,438) (162,985) (165,385) (167,820) (170,293) (13,855)
Net Inc. / (Dec.) $ 15,121 (279) (243) (235)
Net Inc. / (Dec.) % 24.4% (0.4%) (0.3%) (0.3%)
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

Casual staffing has been increased for 2016 in order to maintain existing service levels.
_________________________________________________________________________________________________________________________________
Sports Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 837,989 817,539 662,294 671,215 676,962 683,113 (134,426)
Transfers 95,000 95,000 95,000 95,000 95,000 95,000 0
Revenues
User Fees (733,616) (763,843) (776,156) (786,674) (797,348) (808,183) (44,340)
Total Revenues (733,616) (763,843) (776,156) (786,674) (797,348) (808,183) (44,340)
Total Net Budget as Submitted 1,056,508 1,030,399 984,272 997,012 1,011,305 1,026,635 (3,764)
Net Inc. / (Dec.) $ (46,127) 12,740 14,293 15,330
Net Inc. / (Dec.) % (4.5%) 1.3% 1.4% 1.5%
_________________________________________________________________________________________________________________________________
Sports Services
2016 - 2019
Budget Budget
(Decrease)

A reduction has been made to budgeted staffing hours to reflect actuals hours utilized in the recent years.
_________________________________________________________________________________________________________________________________
Storybook Gardens
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 779,420 812,314 826,114 836,949 847,061 857,452 45,138
Purchased Services 306,973 292,820 283,602 286,678 289,284 291,928 (892)
Transfers - - - - - - 0
Other Expenses 35,000 35,000 - - - - (35,000)
Recovered Expenses (15,000) (10,000) - - - - 10,000
Revenues
User Fees (1,056,458) (1,128,570) (1,162,000) (1,179,430) (1,197,121) (1,215,077) (86,507)
Other Municipal Revenues (307,500) (293,250) (265,000) (269,672) (273,643) (277,672) 15,578
Total Revenues (1,363,958) (1,421,820) (1,427,000) (1,449,102) (1,470,764) (1,492,749) (70,929)
Total Net Budget as Submitted 52,494 14,026 (1,021) (5,822) (11,325) (16,811) (30,837)
Net Inc. / (Dec.) $ (15,047) (4,801) (5,503) (5,486)
Net Inc. / (Dec.) % (107.3%) (470.2%) (94.5%) (48.4%)
_________________________________________________________________________________________________________________________________
Storybook Gardens
2016 - 2019
Budget Budget
(Decrease)

Increase in casual labour staff required for the refurbished spray pad and new day camp programming.
_________________________________________________________________________________________________________________________________
Recreation Administration
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,129,301 1,134,877 1,128,492 1,136,426 1,144,458 1,144,690 9,813
Transfers 100,000 100,000 100,000 100,000 100,000 100,000 0
Revenues
User Fees (57,000) (7,000) (6,500) (6,598) (6,696) (6,797) 203
Total Revenues (117,000) (67,000) (84,500) (86,868) (90,240) (93,619) (26,619)
Net Inc. / (Dec.) $ 99,702 201,894 60,532 55,187
Net Inc. / (Dec.) % 3.8% 7.5% 2.1% 1.9%
_________________________________________________________________________________________________________________________________
Recreation Administration
2016 - 2019
Budget Budget
(Decrease)

No change in staffing levels currently anticipated for this area during the 2016 to 2019 budget period.
_________________________________________________________________________________________________________________________________
Parks & Urban Forestry
Parks & Horticulture 6,976,517 7,234,264 7,465,369 7,465,369 7,584,871 7,584,871 7,659,010 7,659,010 7,735,562 7,735,562 501,298
Parks & Natural Areas Planning &
1,323,854 1,373,812 1,422,299 1,422,299 1,460,998 1,460,998 1,502,900 1,502,900 1,528,775 1,528,775 154,963
Design
Urban Forestry 2,881,886 3,153,944 3,411,800 3,360,800 3,541,525 3,490,365 3,573,451 3,522,128 3,622,025 3,570,536 416,592
Net Inc. / (Dec.) $ 486,448 287,766 147,804 150,835
Net Inc. / (Dec.) % 4.1% 2.3% 1.2% 1.2%
_________________________________________________________________________________________________________________________________
Parks & Horticulture
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,440,671 4,647,866 4,765,301 4,842,066 4,872,680 4,904,893 257,027
Administrative Expenses 38,250 49,350 41,430 42,442 43,538 44,728 (4,622)
Transfers - - - - - - 0
Recovered Expenses (59,523) (61,470) (62,392) (63,328) (64,278) (65,242) (3,772)
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 231,105 119,502 74,139 76,552
Net Inc. / (Dec.) % 3.2% 1.6% 1.0% 1.0%
_________________________________________________________________________________________________________________________________
Parks & Horticulture
2016 - 2019
Budget Budget
(Decrease)

Additional temporary staffing hours have been added, which was supported by a 2015 assessment growth business case but was contracted out during 2015.
_________________________________________________________________________________________________________________________________
Parks & Natural Areas Planning & Design
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 805,030 813,186 831,990 840,952 852,249 846,741 33,555
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 48,487 38,699 41,902 25,875
Net Inc. / (Dec.) % 3.5% 2.7% 2.9% 1.7%
_________________________________________________________________________________________________________________________________
Parks & Natural Areas Planning & Design
2016 - 2019
Budget Budget
(Decrease)

No change in staffing levels currently anticipated for this area during the 2016 to 2019 budget period.
_________________________________________________________________________________________________________________________________
Urban Forestry
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,761,451 2,098,955 2,107,376 2,132,792 2,145,063 2,173,634 74,679
Transfers - - - - - - 0
Other Expenses 168,032 - - - - - 0
Revenues
User Fees (40,500) (38,000) (38,000) (38,160) (38,323) (38,489) (489)
Other Municipal Revenues - (13,000) (13,000) (13,000) (13,000) (13,000) 0
Total Revenues (40,500) (51,000) (51,000) (51,160) (51,323) (51,489) (489)
Net Inc. / (Dec.) $ 206,856 129,565 31,763 48,408
Net Inc. / (Dec.) % 6.6% 3.9% 0.9% 1.4%
_________________________________________________________________________________________________________________________________
Urban Forestry
2016 - 2019
Budget Budget
(Decrease)
Full-Time Employees # 19 21 21 21 21 21 0
_________________________________________________________________________________________________________________________________
Building Approvals (1,177,643) (1,123,543) 4,768,004 (853,525) 4,837,112 (1,026,245) 4,863,310 (964,433) 4,855,085 (974,576) 148,967
Planning Services 3,175,086 3,241,378 3,672,922 3,375,822 3,754,483 3,457,383 3,827,432 3,530,332 3,834,966 3,537,866 296,488
Development Services 3,680,411 3,795,647 4,808,224 3,927,274 4,875,393 3,980,183 4,953,440 4,043,730 4,933,142 4,008,687 213,040
Net Inc. / (Dec.) $ 536,089 (38,250) 198,308 (37,652)
Net Inc. / (Dec.) % 9.1% (0.6%) 3.1% (0.6%)

Building Approvals - Increase in salary, wage and fringe benefits due to existing employment agreements. Increase in additional computers-phones, iPads,
touch screens based on service needs. In addition, the purchase of a scanner for the Records Retention strategic initiative; microfilm/fiche scanning will
provide the benefit of easily sharing information and replace the antiquated document imaging system that stores information now.
Service Adjustment 2016-2019 results in an increase in revenue of $200,000. Proposed increases in building permit fees in 2017 in an effort for revenues
to match costs will increase revenues by $200,000. A Building Permit Fee Stabilization Reserve (BPFSR) has been established to accommodate for seasons
with low building construction activity or conditions where costs exceed revenues. Over the past few years the building permit fee revenues were less than the
costs to administer the Building Code. Specifically, in 2014 the amount in the reserve consisted of 6.2% of the costs whereas as agreed by industry
stakeholders (London Home Builders Association) the minimum reserve amount is to be approximately 30%. When the reserve levels are extremely low, a
building permit fee rate increase is warranted. The last building permit fee rate increase took place in November 2012 with the introduction of Building By-law
B-6.
Service Adjustment 2016-2019 results in an increase in revenue of $140,000. Proposed increases in sign permit fees in 2016 and 2017, that result in an
increase in revenue of $70,000 for each year. The current Sign & Canopy By-law is undergoing a comprehensive review and will be replaced with a new Sign
By-law in 2016. In part, the review is conducted to accommodate for new sign types, to address gaps in the current By-law and to keep up with industry sign
standards. Sign permit fees have remained unchanged for the past 7 years whereas costs to administer the By-law have increased.
Strategic Investments 2016 - 2019 results in an increase in budget of $600,000: Council approved additional funding for the AMANDA system (Strategic
Investment #9).
_________________________________________________________________________________________________________________________________
Planning Services - Budgeted increases relate to flow-through costs for existing labour contracts, increases in fringe benefit costs as well as small
inflationary increases in administrative expenses, rent and furniture and equipment.
Strategic Investments 2016 - 2019 results in an increase in budget of $100,000: Council approved additional funding for new forms of signage, child-
minding and community meeting venue rentals for enhanced public engagement (Strategic Investment #10).
Development Services - Increase in salary, wage and fringe benefits due to existing employment agreements. Net decrease in 2016 in user fee revenues to
reflect experience. Specifically, decreases in Site Plan/Condo Application fees, Re-inspection fees, Development Application Consent fees and Water Permit
fees partially offset by increases in Official Plan/Zoning By-law fees and Development Application Subdivision, Condo and Minor Variance fees.
_________________________________________________________________________________________________________________________________
Building Approvals
Building Approvals (1,177,643) (1,123,543) 4,768,004 (853,525) 4,837,112 (1,026,245) 4,863,310 (964,433) 4,855,085 (974,576) 148,967
Total Budget as Submitted (1,177,643) (1,123,543) 4,768,004 (853,525) 4,837,112 (1,026,245) 4,863,310 (964,433) 4,855,085 (974,576) 148,967
Net Inc. / (Dec.) $ 270,018 (172,720) 61,812 (10,143)
Net Inc. / (Dec.) % 24.0% (20.2%) 6.0% (1.1%)
_________________________________________________________________________________________________________________________________
Building Approvals
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,033,818 4,091,768 4,332,558 4,397,213 4,408,508 4,385,146 293,378
Transfers - - - - - - 0
Revenues
User Fees (5,426,400) (5,448,400) (5,546,100) (5,812,605) (5,814,160) (5,815,738) (367,338)
Total Revenues (5,438,779) (5,461,014) (5,621,529) (5,863,357) (5,827,743) (5,829,661) (368,647)
Total Net Budget as Submitted (1,177,643) (1,123,543) (853,525) (1,026,245) (964,433) (974,576) 148,967
Net Inc. / (Dec.) $ 270,018 (172,720) 61,812 (10,143)
Net Inc. / (Dec.) % 24.0% (20.2%) 6.0% (1.1%)
_________________________________________________________________________________________________________________________________
Building Approvals
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

1 temp starting in 2016 and leaving in 2017 to assist with records retention initiative.
Strategic Investment 2016-2019 results in an increase of 1 FTE: Council approved additional funding for the AMANDA system (Strategic Investment #9).
_________________________________________________________________________________________________________________________________
Planning Services
Planning Services 3,175,086 3,241,378 3,672,922 3,375,822 3,754,483 3,457,383 3,827,432 3,530,332 3,834,966 3,537,866 296,488
Net Inc. / (Dec.) $ 134,444 81,561 72,949 7,534
Net Inc. / (Dec.) % 4.1% 2.4% 2.1% 0.2%
_________________________________________________________________________________________________________________________________
Planning Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,926,268 2,986,380 3,079,619 3,147,726 3,207,335 3,196,645 210,265
Transfers - - - - - - 0
Revenues
User Fees (290,000) (300,200) (297,100) (297,100) (297,100) (297,100) 3,100
Total Revenues (290,000) (300,200) (297,100) (297,100) (297,100) (297,100) 3,100
Net Inc. / (Dec.) $ 134,444 81,561 72,949 7,534
Net Inc. / (Dec.) % 4.1% 2.4% 2.1% 0.2%
_________________________________________________________________________________________________________________________________
Planning Services
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Development Services
Development Services 3,680,411 3,795,647 4,808,224 3,927,274 4,875,393 3,980,183 4,953,440 4,043,730 4,933,142 4,008,687 213,040
Net Inc. / (Dec.) $ 131,627 52,909 63,547 (35,043)
Net Inc. / (Dec.) % 3.5% 1.3% 1.6% (0.9%)
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,484,751 4,578,036 4,669,744 4,734,830 4,810,767 4,788,329 210,293
Transfers - - - - - - 0
Revenues
User Fees (831,800) (816,800) (776,500) (788,148) (799,971) (811,972) 4,828
Total Revenues (931,802) (918,702) (880,950) (895,210) (909,710) (924,455) (5,753)
Net Inc. / (Dec.) $ 131,627 52,909 63,547 (35,043)
Net Inc. / (Dec.) % 3.5% 1.3% 1.6% (0.9%)
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
Animal Services 1,434,987 1,539,594 2,963,867 1,811,367 3,022,428 1,852,640 3,082,524 1,895,190 3,141,656 1,936,512 396,918
By-Law Enforcement & Property
1,107,801 1,201,616 3,385,366 1,287,862 3,538,104 1,323,597 3,592,876 1,366,172 3,586,962 1,348,063 146,447
Standards
Corporate Security & Emergency
1,322,604 1,608,609 1,803,957 1,762,398 1,834,617 1,792,018 1,864,070 1,820,406 1,885,229 1,840,473 231,864
Management
Fire Services 55,390,236 55,649,222 56,158,298 56,021,298 56,645,158 56,507,603 57,137,358 56,999,240 57,427,054 57,288,364 1,639,142
London Police Services 92,476,841 94,837,524 104,499,704 96,283,525 105,998,798 97,448,639 108,203,889 99,161,180 109,191,828 100,162,963 5,325,439
Net Inc. / (Dec.) $ 2,329,885 1,758,047 2,317,691 1,334,187
Net Inc. / (Dec.) % 1.5% 1.1% 1.5% 0.8%
2016 - 2019 Average Annual Net Amount Increase/(Decrease): 1,934,953

Animal Services - Increase in animal control contracts based on the Consumer Price Index rate. In 2016, revenues and fees were reduced to better reflect
actuals.
Service Adjustment 2016-2019 results in an increase in expenditures of $23,000. Parks Patrol and Proactive Licensing Enforcement. In 2015, Animal
Services launched a six month pilot program (May 1 Oct 31) whereby routine patrol of all bike path accessible parks, off leash dog parks, and the City bike
path were monitored by an Animal Control Officer for infractions of the animal by-laws. In addition to a great deal of public education and community visibility,
the project resulted in a concentration of enforcement of the Dog Licensing and Control By-law in two main areas 1) Dogs at large (off leash), and 2)
Unlicensed Dogs.
By-Law Enforcement & Property Standards - Increase in salary, wage and fringe benefits due to existing employment agreements, partially offset by
increases in inspections fees, permits and other user fee revenue.
Strategic Investments 2016 - 2019 results in an increase in budget of $364,000. Council approved additional funding for Enhanced By-law Enforcement.
(Strategic Investment #26)
Corporate Security & Emergency Management - The 2016 Budget includes an increase in the guard services budget of $150,000 to respond to emerging
security requirements.
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES

Fire Services - The Collective Agreement with the London Professional Fire Fighters Association (LPFFA) covering salaries and benefits expired on
December 31, 2010, noting that approximately 95% of Fire's total expenditures relate to personnel costs. The interest arbitration is currently scheduled
through to mid-May 2016. There have been no amounts included in the 2016 to 2019 budgets for unresolved labour contracts. The 2016 increase of 0.7%
($372k) is the result of flowthrough salary costs and fringe benefit rate increases ($202k), front-line vehicle repair parts ($78k), Self-contained Breathing
Apparatus repair costs ($40k), increased fire prevention marketing spending ($52k), increased utility costs ($46k) and a reduction in revenues from false
alarms and recall inspection fees ($40k). These increases were partly offset by savings in various other line items including purchased services. 2017-2019
increases are due to increased flowthrough labour costs, increasing vehicle repairs due to the increasing average age of the emergency response fleet and
increasing utility costs.
London Police Services - For 2016, increases in salary and fringe benefits due to existing employment agreements. Other impacts include increased
technology maintenance, a decrease in Provincial Funding towards the Provincial Anti-Violence Intervention Strategy (Guns and Gangs), an increase in
Workplace Safety and Insurance Board amounts, increased ammunition and range maintenance costs and telecommunications. Partially offsetting these
increases are reductions in fuel costs and increased revenue in relation to court security and prisoner transportation. For 2017-2019, increases in salary and
fringe benefits due to existing employment agreements, it being noted that the budgeted increases are exclusive of the impact of the Market Value
Adjustment which will affect 2018 and 2019. Other drivers are insurance premiums including contributions to the self insurance reserve, utilities and
technology maintenance. These costs are partly offset by increased revenues for court security and prisoner transportation provincial funding which continues
to increase through 2018, and lower telecommunications expenses.
Service Adjustment 2016-19 results in an increase in expenditures of $1,143,000: An investment in Human Resources totaling 6 positions (5 Police and
1 Civilian) is proposed starting in 2016. These positions are proposed within the Foot Patrol, Human Trafficking, Use of Force Training and Communications
Operators areas. The benefits of these additional positions will include:
Additional resources will provide greater visibility (one benefit of which is deterrence of crime), greater coverage over a geographic area, help to promote
community based initiatives and improve the perception of safety.
Community partnerships will be enhanced, and expanded pro-active engagement with the public will be possible.
Additional protection and support for victims of human trafficking, increased prevention of human trafficking, greater ability to prosecute offenders and
cultivate partnerships domestically and internationally.
More timely response when the public calls 911.
There is a definitive risk to public safety without the creation of a dedicated Human Trafficking Unit. Without human resources investments in Use of Force,
the LPS has a risk of not complying with legislation and the risks associated with improperly maintained use of force equipment. Changes to communications
are already occurring and largely beyond the control of the LPS. For instance, emergency calls could be received via text message as early as November,
2015. There must be sufficient staff in this area to answer and route emergency calls for service from the public
Council approved a $4,097,000 reduction to the London Police Service's 2016-19 operating budget request.
_________________________________________________________________________________________________________________________________
Animal Services
Animal Services 1,434,987 1,539,594 2,963,867 1,811,367 3,022,428 1,852,640 3,082,524 1,895,190 3,141,656 1,936,512 396,918
Net Inc. / (Dec.) $ 271,773 41,273 42,550 41,322
Net Inc. / (Dec.) % 17.7% 2.3% 2.3% 2.2%
_________________________________________________________________________________________________________________________________
Animal Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 80,851 81,092 82,781 83,850 85,306 84,628 3,536
Materials & Supplies 1,000 500 500 508 516 524 24
Transfers - - - - - - 0
Revenues
User Fees (1,342,500) (1,342,500) (1,152,500) (1,169,788) (1,187,334) (1,205,144) 137,356
Other Municipal Revenues (6,000) - - - - - 0
Total Revenues (1,348,500) (1,342,500) (1,152,500) (1,169,788) (1,187,334) (1,205,144) 137,356
Net Inc. / (Dec.) $ 271,773 41,273 42,550 41,322
Net Inc. / (Dec.) % 17.7% 2.3% 2.3% 2.2%
_________________________________________________________________________________________________________________________________
Animal Services
2016 - 2019
Budget Budget
(Decrease)
_________________________________________________________________________________________________________________________________
By-Law Enforcement & Property Standards
By-Law Enforcement & Property
1,107,801 1,201,616 3,385,366 1,287,862 3,538,104 1,323,597 3,592,876 1,366,172 3,586,962 1,348,063 146,447
Standards
Net Inc. / (Dec.) $ 86,246 35,735 42,575 (18,109)
Net Inc. / (Dec.) % 7.2% 2.8% 3.2% (1.3%)
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,597,157 2,702,172 2,957,099 3,146,893 3,193,031 3,178,322 476,150
Transfers - - - - - - 0
Revenues
User Fees (1,845,707) (1,812,707) (1,935,857) (2,095,419) (2,106,139) (2,116,820) (304,113)
Total Revenues (1,900,899) (1,868,948) (2,097,504) (2,214,507) (2,226,704) (2,238,899) (369,951)
Net Inc. / (Dec.) $ 86,246 35,735 42,575 (18,109)
Net Inc. / (Dec.) % 7.2% 2.8% 3.2% (1.3%)
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

Strategic Investments 2016 - 2019 results in an increase of 3.5 FTEs in 2016: Council approved additional funding for by-law enforcement (Strategic Investment #26)
_________________________________________________________________________________________________________________________________
Corporate Security & Emergency Management
Emergency Management 231,057 387,106 386,411 380,901 392,383 386,735 398,358 392,568 402,443 396,508 9,402
Corporate Security 1,091,547 1,221,503 1,417,546 1,381,497 1,442,234 1,405,283 1,465,712 1,427,838 1,482,786 1,443,965 222,462
Net Inc. / (Dec.) $ 153,789 29,620 28,388 20,067
Net Inc. / (Dec.) % 9.6% 1.7% 1.6% 1.1%
_________________________________________________________________________________________________________________________________
Emergency Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 185,709 289,353 282,731 286,635 291,098 293,557 4,204
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (5,276) (5,376) (5,510) (5,648) (5,790) (5,935) (559)
Net Inc. / (Dec.) $ (6,205) 5,834 5,833 3,940
Net Inc. / (Dec.) % (1.6%) 1.5% 1.5% 1.0%
_________________________________________________________________________________________________________________________________
Emergency Management
2016 - 2019
Budget Budget
(Decrease)
_________________________________________________________________________________________________________________________________
Corporate Security
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 571,812 673,445 682,252 688,167 692,442 689,852 16,407
Transfers - - - - - - 0
Recovered Expenses (72,131) (74,620) (74,789) (74,686) (74,602) (74,518) 102
Revenues
User Fees - - - - - - 0
Total Revenues (34,514) (35,170) (36,049) (36,951) (37,874) (38,821) (3,651)
Net Inc. / (Dec.) $ 159,994 23,786 22,555 16,127
Net Inc. / (Dec.) % 13.1% 1.7% 1.6% 1.1%
_________________________________________________________________________________________________________________________________
Corporate Security
2016 - 2019
Budget Budget
(Decrease)
_________________________________________________________________________________________________________________________________
Fire Services
Fire & Rescue Services 52,813,820 52,703,684 52,823,374 52,786,374 53,177,926 53,140,371 53,668,607 53,630,489 53,957,014 53,918,324 1,214,640
Fire Prevention & Education 2,576,416 2,945,538 3,334,924 3,234,924 3,467,232 3,367,232 3,468,751 3,368,751 3,470,040 3,370,040 424,502
Net Inc. / (Dec.) $ 372,076 486,305 491,637 289,124
Net Inc. / (Dec.) % 0.7% 0.9% 0.9% 0.5%
_________________________________________________________________________________________________________________________________
Fire & Rescue Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 50,448,357 50,222,764 50,230,683 50,551,541 50,947,245 51,132,539 909,775
Materials & Supplies 1,244,665 1,326,625 1,481,535 1,498,440 1,576,309 1,662,120 335,495
Transfers - - - - - - 0
Revenues
User Fees (36,800) (36,800) (37,000) (37,555) (38,118) (38,690) (1,890)
Total Revenues (36,800) (36,800) (37,000) (37,555) (38,118) (38,690) (1,890)
Net Inc. / (Dec.) $ 82,690 353,997 490,118 287,835
Net Inc. / (Dec.) % 0.2% 0.7% 0.9% 0.5%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

The decrease of 3 Fire & Rescue Service positions is an internal realignment of personnel within the Fire Service. These 3 positions are being transferred to the Fire Prevention &
Education Division.
_________________________________________________________________________________________________________________________________
Fire Prevention & Education
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,604,044 2,958,676 3,152,664 3,282,237 3,280,982 3,279,455 320,779
Purchased Services - - - - - - 0
Vehicle & Equipment 31,607 43,597 40,345 40,951 41,564 42,188 (1,409)
Transfers - - - - - - 0
Revenues
User Fees (140,000) (140,000) (100,000) (100,000) (100,000) (100,000) 40,000
Total Revenues (140,000) (140,000) (100,000) (100,000) (100,000) (100,000) 40,000
Net Inc. / (Dec.) $ 289,386 132,308 1,519 1,289
Net Inc. / (Dec.) % 9.8% 4.1% 0.0% 0.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

The increase of 3 Fire Prevention staff, 2 Inspectors and a Manager, is an internal realignment of positions within the Fire Service that places a greater focus on the first 2 Lines of
Defence, Education and Prevention. The 3 positions are being transferred from the approved complement of the Fire and Rescue Service.
_________________________________________________________________________________________________________________________________
London Police Services
London Police Services 92,476,841 94,837,524 104,499,704 96,283,525 105,998,798 97,448,639 108,203,889 99,161,180 109,191,828 100,162,963 5,325,439
Net Inc. / (Dec.) $ 1,446,001 1,165,114 1,712,541 1,001,783
Net Inc. / (Dec.) % 1.5% 1.2% 1.8% 1.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 92,993,301 94,614,680 95,407,055 96,996,415 98,970,069 99,643,832 5,029,152
Administrative Expenses 1,093,785 1,109,691 1,174,398 1,184,040 1,156,841 1,164,002 54,311
Financial Expenses 977,680 705,907 761,507 848,221 930,047 1,019,845 313,938
Transfers - - - - - - 0
Other Expenses 1,000 700 700 700 700 700 0
Revenues
Government Grants & Subsidies (4,474,295) (4,920,201) (5,261,097) (5,743,537) (6,227,537) (6,227,537) (1,307,336)
User Fees - - - - - - 0
Other Municipal Revenues (3,961,536) (3,010,691) (2,955,082) (2,806,622) (2,815,172) (2,801,328) 209,363
Total Revenues (8,435,831) (7,930,892) (8,216,179) (8,550,159) (9,042,709) (9,028,865) (1,097,973)
Net Inc. / (Dec.) $ 1,446,001 1,165,114 1,712,541 1,001,783
Net Inc. / (Dec.) % 1.5% 1.2% 1.8% 1.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Increase / (Decrease) Over Previous Year 4.0 (1.0) 0.0 0.0
Increase / (Decrease) Over Previous Year 4 (1) 0 0

An investment in Human Resources for 2016 is required as follows: Police - 2 Foot Patrol, 2 Human Trafficking, 1 Use of Force; Civilian - 1 Communications Operator. These
increases are offset by a reduction in complement directly related to secondments ending for two positions where costs are fully recoverable through revenue.
These additional positions will contribute to achieving the following outcomes:
Metric Description 2016 2017 2018 2019

Response Time (Minutes):Code 1 Calls 5.30 5.30 5.30 5.30
LPS Population Ratio 1:653 1:659 1:666 1:673
_________________________________________________________________________________________________________________________________
Social Housing 12,913,577 12,553,653 24,050,299 12,368,622 24,145,290 12,238,637 23,519,558 11,853,879 23,259,439 11,784,394 (769,259)
London & Middlesex Housing
7,954,857 8,569,008 8,991,668 8,991,668 9,421,551 9,421,551 9,800,035 9,800,035 10,219,940 10,219,940 1,650,932
Corporation
Long Term Care 4,676,939 4,962,675 22,563,121 5,015,889 22,652,454 5,085,516 22,744,023 5,157,138 22,844,764 5,237,687 275,012
Land Ambulance 11,713,222 12,355,740 13,219,082 13,219,082 14,412,272 14,412,272 14,728,089 14,728,089 14,951,147 14,951,147 2,595,407
Middlesex-London Health Unit 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 0
Social & Community Support
23,265,480 21,643,463 154,951,269 19,747,605 160,538,065 17,846,164 165,283,737 15,811,164 169,284,996 16,212,807 (5,430,656)
Services
Total Budget as Submitted 66,619,134 66,179,598 229,870,498 65,437,925 237,264,691 65,099,199 242,170,501 63,445,364 246,655,345 64,501,034 (1,678,564)
Net Inc. / (Dec.) $ (741,673) (338,726) (1,653,835) 1,055,670
Net Inc. / (Dec.) % (1.1%) (0.5%) (2.5%) 1.7%

Social Housing - The Affordable Housing Program is to be delivered by the Housing Development Corporation (HDC). The 2016 draft budget for Affordable
Housing reflects the new administrative structure of the HDC, pending the final necessary approvals to establish the HDC. This new investment will be
funded by increased allocation of the Investment in Affordable Housing revenue as well as savings in the Social Housing Administration program. 2017 to
2019 forecasts for the Affordable Housing Program includes budget adjustments related to stabilizing HDC operations.
The Social Housing Administration program funding reflects an overall net City budget reduction resulting from a funding increase in Service Manager
Federal Funding for Social Housing and includes additional municipal revenues reflecting the funding formula with County of Middlesex approved in 2013. In
addition to Service Management administration, funds will also be used to support the LMHC office move in 2016. 2017 to 2019 forecasts for the Social
Housing Administration program includes a further Federal funding increase in 2017 followed by a decrease of funding in 2018 and 2019. Reductions in
Housing Provider subsidies in 2018 and 2019 will help mitigate the decrease in funding. 2018 and 2019 also includes reductions in one time costs to support
the Housing Collaborative Initiative (HCI) technology in 2016 and 2017.
Service Adjustment 2016-2019 results in an increase in net expenditure of $56,697. One additional FTE is requested in 2016 to address Social and
Affordable Housing Program compliance. Social Housing administration includes managing municipal service contracts with 64 social housing providers
throughout London and Middlesex who deliver 8,085 social housing units. This requires ongoing administrative and program support. The resource capacity
to ensure the effective delivery of services and oversight of these units has been maximized. With the continued portfolio growth, the additional position is
required to maintain program delivery compliance. Other recent legislative requirements, including the development and implementation of a final review
process for Housing Providers decisions, has also put added pressure on staff resources.
_________________________________________________________________________________________________________________________________
London & Middlesex Housing Corp. - The 2016 budget includes cost pressures in utilities, insurance and property taxes, mitigated by increased rental
revenue resulting from LMHC's continued focus on vacancy and arrears management and through securing continued additional funding sources such as
rooftop rentals to telecommunication companies for antennas, vending machines and onsite laundry. 2017 to 2019 forecasts include no service changes but
includes City funding to assist LMHC in maintaining their existing service levels. Similar pressures (utilities, insurance, property tax, etc.) are anticipated to
continue impacting LMHC's budgets in 2017 through 2019 as in 2016.
Long Term Care - The Adult Day Program received a 1% funding increase in 2015/16 from the South West LHIN which assisted to partially offset retroactive
salary and benefit cost increases in 2015. The Program continues to experience a deficit under the delivery and financial model implemented in 2014 by the
South West LHIN. Dearness has increased staffing in nursing and volunteer coordination in order to enhance resident care. These increases were funded
through staff reductions in housekeeping, maintenance and administration in combination with increased Ministry of Health funding. In 2015 the Homemakers
Program implemented a new service provider as the result of a competitive procurement process late in 2014. The 2016 - 2019 budgets have been prepared
in accordance with existing employment agreements.
Land Ambulance - Service Adjustment 2016-2019 results in an increase in expenditures of $1,003,000. The 2016 service increases are the result of the
addition of 1 scheduler, a 0.5 training position and increased rent/facility costs related to a new centralized facility. 2017 includes the addition of a 12 hour
vehicle in the city and increased rent/facility costs for the new centralized facility, 2 educator positions and 2 technical support staff. 2018 & 2019 each
include the addition of 12 hour vehicles in the city. The changes/enhancements proposed in the 2016-2019 budget are in response to the increasing
requirement for emergency medical services throughout the City of London and the County of Middlesex. In 2014, the number of calls for service was 78,915.
This is an increase of 6.3% over 2013. The total number of calls for service in 2014 also represents an increase in calls of 29.8% since 2008. It is also
noteworthy to point out that in 2014, the number of life threatening calls dispatched from the Central Ambulance Communication Centre (CACC) was 31,709.
This is a 6.6% increase in life threatening calls from 2013. This budget has been built to increase the required ambulance hours needed each year to
maintain key performance targets.
Other drivers of the 2016-19 budget increase include the full year impact of MLEMS adding 4 - 24 hour vehicles in the county during the 4th quarter of 2015
which previously used a call-back model for 12 hours each night, and increases in operational wages, fringe benefits, paid absences, medical, equipment and
drug costs as well as other inflationary pressures.
_________________________________________________________________________________________________________________________________
Middlesex-London Health Unit - The 2016 Board of Health budget is expected to be approved by the Board in February 2016 using planning parameters
with a 2% increase in provincial funding for Mandatory Programs. Also, in September 2015 the Province announced a new funding formula for public health
units based on the recommendations of the Funding Review Working Group. The report recommends allocating funding based on population and equity
measures. It identifies Middlesex-London Health Unit as one of the lowest provincially funded health units. Using the funding formula the 2015 MLHU
Mandatory Program budget should be $24,465,637 vs. the current level of $23,339,318 (shortfall of $1,126,319). As the Province implements the funding
model, the Board will use increased provincial funding to maintain and strengthen public health programs in Middlesex-London. The Health Unit expects to
maintain the municipal contribution throughout this planning period while experiencing cost pressures in regards to collective agreements, employer paid
benefits related to increased claims and claim costs, as well as general inflationary pressures to other program costs. This will be achieved by continuing to
move program funding from less impactful services to more impactful services through the Program Budget Marginal Analysis (PBMA) process, accounting
for position vacancies, appropriate use of reserves/reserve funds to manage short-term cost pressures and receiving additional funding from the Ministry of
Health and Long Term Care (MOHLTC).
Social & Community Support Services - The draft 2016 budget for Ontario Works includes a forecasted increase of 600 Ontario Works cases and a
corresponding increase of 6 staff to maintain an existing ratio of 1 caseworker per 100 Ontario Works cases. The OW case cost reflects the most current
average cost per OW case adjusted by a legislated 1% rate increase and a monthly benefit increase for singles of $25 per month effective November, 2015.
There is also a forecasted increase in employment related expenses to continue to address existing demand and growth in caseload. An increased provision
for lease costs is included to cover an inflationary increase in the existing Market Tower lease as well as accommodate additional space acquired in the
community to decentralize OW services. Notwithstanding these budgetary pressures, the net cost of this service is decreasing overall mainly due to the
Provincial upload of the Ontario Works program. The City's net share will decrease from 8.6% in 2015 to 5.8% in 2016. Also, the Province will absorb the full
cost of the Children Dental Benefits in 2016. 2017 to 2019 budget includes a provision for further rate increases similar to the November, 2015 legislated rate
increase and a further increase of 100 Ontario Works cases in 2017. Forecasts also include inflationary increases for staffing and administrative costs,
adjustments to leased spaces for OW decentralization and increased investment in employment programs to ensure continuous improvement in employment
outcomes. Additional Provincial subsidy will continue to be realized until 2018 due to the Provincial upload of Ontario Works. In 2017, the municipal share
will decrease to 2.8%; and in 2018, the upload will be complete.
Strategic Investments 2016 - 2019 results in an increase in budget of $3,100,000: Council approved additional funding of $500,000 for Ontario Works
Service Plan - Low Income Supports Enhancement (Strategic Investment #14), funding for a Mental Health and Addictions Strategy (Strategic Investment
#15) and funding of $2,600,000 for London Homeless Prevention and Housing Plan Strategy Initiative A (From Homelessness to Housed) $1,600,000 and
Initiative B (Investing in our Youth Experiencing Homelessness) $1,000,000 (Strategic Investment #16).
_________________________________________________________________________________________________________________________________
Social Housing
Affordable Housing Planning &
77,144 103,600 813,812 553,812 743,792 483,792 690,453 280,453 695,964 285,964 182,364
Funding
Social Housing Administration 12,836,433 12,450,053 23,236,487 11,814,810 23,401,498 11,754,845 22,829,105 11,573,426 22,563,475 11,498,430 (951,623)
Net Inc. / (Dec.) $ (185,031) (129,985) (384,758) (69,485)
Net Inc. / (Dec.) % (1.5%) (1.1%) (3.1%) (0.6%)
_________________________________________________________________________________________________________________________________
Affordable Housing Planning & Funding
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 73,544 - 168,021 167,792 167,603 167,414 167,414
Administrative Expenses 100 100 87,100 88,405 89,760 91,200 91,100
Materials & Supplies - - 2,300 2,330 2,360 2,400 2,400
Vehicle & Equipment - - 2,500 2,540 2,580 2,625 2,625
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (113,460) (120,000) (260,000) (260,000) (410,000) (410,000) (290,000)
Net Inc. / (Dec.) $ 450,212 (70,020) (203,339) 5,511
Net Inc. / (Dec.) % 434.6% (12.6%) (42.0%) 2.0%
_________________________________________________________________________________________________________________________________
Affordable Housing Planning & Funding
2016 - 2019
Budget Budget
(Decrease)

2016 Budget includes:
- transfer of 1 FTE from the Social Housing Administration budget to the HDC (Affordable Housing) budget
_________________________________________________________________________________________________________________________________
Social Housing Administration
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,509,256 1,592,568 1,434,959 1,462,265 1,490,955 1,501,250 (91,318)
Purchased Services 21,674,720 21,415,164 21,706,928 21,843,048 21,240,380 20,962,645 (452,519)
Materials & Supplies 9,000 9,000 7,000 7,095 7,190 7,290 (1,710)
Transfers 38,315 38,900 39,700 40,500 41,300 42,200 3,300
Total Expenditures 23,273,690 23,118,446 23,236,487 23,401,498 22,829,105 22,563,475 (554,971)
Revenues
User Fees - - - - - - 0
Total Revenues (10,437,257) (10,668,393) (11,421,677) (11,646,653) (11,255,679) (11,065,045) (396,652)
Total Net Budget as Submitted 12,836,433 12,450,053 11,814,810 11,754,845 11,573,426 11,498,430 (951,623)
Net Inc. / (Dec.) $ (635,243) (59,965) (181,419) (74,996)
Net Inc. / (Dec.) % (5.1%) (0.5%) (1.5%) (0.6%)
_________________________________________________________________________________________________________________________________
Social Housing Administration
2016 - 2019
Budget Budget
(Decrease)

2016 Budget includes:
- reduction of -1 FTE transferred to the HDC (Affordable Housing) budget
- increase of +1 FTE requested to address Social and Affordable Housing Program compliance for existing as well as new affordable housing units developed under the new
Housing Development Corporation. Insufficient staff resources will impede the ability to provide quality service delivery supporting our most vulnerable Londoners in seeking housing.
Senior level staff will continue to spend more time on administrative tasks and less time on policy or compliance/audit related activities that provide cost containment.
_________________________________________________________________________________________________________________________________
London & Middlesex Housing Corporation
London & Middlesex Housing
7,954,857 8,569,008 8,991,668 8,991,668 9,421,551 9,421,551 9,800,035 9,800,035 10,219,940 10,219,940 1,650,932
Corporation
Net Inc. / (Dec.) $ 422,660 429,883 378,484 419,905
Net Inc. / (Dec.) % 4.9% 4.8% 4.0% 4.3%
_________________________________________________________________________________________________________________________________
London Middlesex Housing Corporation
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,404,462 4,430,900 4,506,481 4,574,078 4,642,689 4,712,330 281,430
Building Maintenance and Tenant
3,774,900 3,931,687 4,017,815 4,078,082 4,139,253 4,201,342 269,655
Services
Utilities 3,682,400 3,869,009 4,236,461 4,497,452 4,778,783 5,099,272 1,230,263
Property Taxes 4,760,377 5,134,938 5,231,940 5,331,347 5,432,642 5,535,863 400,925
Insurance 494,018 521,761 587,226 652,194 665,777 679,930 158,169
Mortgage 48,405 48,405 46,875 45,938 45,019 44,118 (4,287)
Administration 731,995 780,616 788,562 822,732 835,073 847,600 66,984
Fire, Wind and Ice Expenses 15,000 15,000 15,000 15,000 15,000 15,000 0
Revenues
Net Rental Revenues (9,654,000) (9,890,471) (10,158,503) (10,310,881) (10,465,544) (10,622,527) (732,056)
Other Revenues (302,700) (272,837) (280,189) (284,392) (288,658) (292,988) (20,151)
Total Revenues (9,956,700) (10,163,308) (10,438,692) (10,595,273) (10,754,202) (10,915,515) (752,207)
Net Inc. / (Dec.) $ 422,660 429,883 378,484 419,904
Net Inc. / (Dec.) % 4.9% 4.8% 4.0% 4.3%
_________________________________________________________________________________________________________________________________
London Middlesex Housing Corporation
2016 - 2019
Budget Budget
(Decrease)

In 2015, LMHC worked within its budget and FTE allocation to find efficiencies and re-aligned its staffing compliment to include one additional full time employee. There are no
anticipated changes to staffing during the 2016 to 2019 budget period.
_________________________________________________________________________________________________________________________________
Long Term Care
Adult Day Programs - 15,144 562,461 33,385 562,753 33,677 563,034 33,958 563,317 34,241 19,097
Long Term Care-Dearness Home 4,609,989 4,880,581 21,789,622 4,915,466 21,878,710 4,984,848 21,970,039 5,056,230 22,070,544 5,136,543 255,962
Homemakers 66,950 66,950 211,038 67,038 210,991 66,991 210,950 66,950 210,903 66,903 (47)
Net Inc. / (Dec.) $ 53,214 69,627 71,622 80,549
Net Inc. / (Dec.) % 1.1% 1.4% 1.4% 1.6%
_________________________________________________________________________________________________________________________________
Adult Day Programs
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 257,047 256,763 271,737 271,416 271,072 270,717 13,954
Transfers 143,177 143,177 150,985 150,985 150,985 150,985 7,808
Other Expenses 21,639 21,639 21,639 21,639 21,639 21,639 0
Revenues
User Fees (172,160) (88,035) (88,211) (88,211) (88,211) (88,211) (176)
Total Revenues (537,713) (524,535) (529,076) (529,076) (529,076) (529,076) (4,541)
Total Net Budget as Submitted - 15,144 33,385 33,677 33,958 34,241 19,097
Net Inc. / (Dec.) $ 18,241 292 281 283
Net Inc. / (Dec.) % 120.5% 0.9% 0.8% 0.8%
_________________________________________________________________________________________________________________________________
Adult Day Programs
2016 - 2019
Budget Budget
(Decrease)

There are no anticipated changes to staffing during the 2016 to 2019 budget period.
_________________________________________________________________________________________________________________________________
Long Term Care - Dearness Home
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 17,197,792 17,595,958 18,042,240 18,024,057 18,003,029 17,981,250 385,292
Transfers (143,176) (143,176) (150,985) (150,985) (150,985) (150,985) (7,809)
Other Expenses 50,000 50,000 60,000 60,900 61,813 62,740 12,740
Revenues
User Fees (5,270,629) (5,412,577) (5,637,977) (5,653,363) (5,668,980) (5,684,831) (272,254)
Total Revenues (16,116,012) (16,276,745) (16,874,156) (16,893,862) (16,913,809) (16,934,001) (657,256)
Net Inc. / (Dec.) $ 34,885 69,382 71,382 80,313
Net Inc. / (Dec.) % 0.7% 1.4% 1.4% 1.6%
_________________________________________________________________________________________________________________________________
Long Term Care - Dearness Home
2016 - 2019
Budget Budget
(Decrease)
Increase / (Decrease) Over Previous Year 3.8 (0.2) 0.0 0.0

In July 2015, as a pilot initiative, several part time nursing positions were temporarily phased out and the hours used to temporarily create 6 full time nursing positions (5.8 FTE). This
initiative is proposed to be implemented permanently starting in 2016. These positions are required to support the increased care level in long term care due to an increase in
residents with multiple diagnoses, behavioural issues, psychiatric needs and medical complications. The pilot program has been successful and both residents and Family Council
have commented on the improved service now being provided and they feel their needs are being met. Staff is more visible and able to provide increased care for programs such as
toileting plans, which have lowered urinary tract infections. The increased care is also benefiting the front line staff. There are fewer staff injuries as there is more support for staff
when performing resident lifts and providing baths. In addition, the 2016 budget contains a provision to increase the volunteer coordinator from .5 FTE to 1.0 FTE. These additional
positions are fully funded through a vacant position in administration (1 FTE), the elimination of a position in housekeeping (1 FTE - .8 in 21016 and .2 in 2017), by not filling available
part time hours in the maintenance department (0.7 FTE) and additional Ministry funding.
_________________________________________________________________________________________________________________________________
Homemakers
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 30,950 30,950 31,038 30,991 30,950 30,903 (47)
Transfers - - - - - - 0
Total Expenditures 210,950 210,950 211,038 210,991 210,950 210,903 (47)
Revenues
User Fees - - - - - - 0
Total Revenues (144,000) (144,000) (144,000) (144,000) (144,000) (144,000) 0
Total Net Budget as Submitted 66,950 66,950 67,038 66,991 66,950 66,903 (47)
Net Inc. / (Dec.) $ 88 (47) (41) (47)
Net Inc. / (Dec.) % 0.1% (0.1%) (0.1%) (0.1%)
_________________________________________________________________________________________________________________________________
Homemakers
2016 - 2019
Budget Budget
(Decrease)

There are no anticipated changes to staffing during the 2016 to 2019 budget period.
_________________________________________________________________________________________________________________________________
Land Ambulance
Land Ambulance 11,713,222 12,355,740 31,870,957 13,219,082 33,817,932 14,412,272 35,184,808 14,728,089 36,146,010 14,951,147 2,595,407
Net Inc. / (Dec.) $ 863,342 1,193,190 315,817 223,058
Net Inc. / (Dec.) % 7.0% 9.0% 2.2% 1.5%
_________________________________________________________________________________________________________________________________
Land Ambulance
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Land Ambulance 27,557,866 29,241,195 31,870,957 33,817,932 35,184,808 36,146,010 6,904,815
Revenues
Province of Ontario (13,778,933) (14,197,389) (14,869,917) (16,254,188) (17,247,145) (17,944,252) (3,746,863)
County of Middlesex (2,065,711) (2,188,066) (2,431,958) (2,651,472) (2,709,574) (2,750,611) (562,545)
Transfer from Reserves - (500,000) (1,350,000) (500,000) (500,000) (500,000) 0
Total Revenues (15,844,644) (16,885,455) (18,651,875) (19,405,660) (20,456,719) (21,194,863) (4,309,408)
Net Inc. / (Dec.) $ 863,342 1,193,190 315,817 223,058
Net Inc. / (Dec.) % 7.0% 9.0% 2.2% 1.5%
_________________________________________________________________________________________________________________________________
Land Ambulance
2016 - 2019
Budget Budget
(Decrease)

2016 - 8 FTE for the full year provision of 24 hour service for county stations initiated in fall of 2015, 1 FTE for EMS Scheduler, 0.5 FTE for training secondment position.
2017 - 2 FTE for quality assurance educator positions, 2 FTE for service technician positions, 0.5 FTE for training secondment position, 4 FTE paramedic positions for additional 12
hour vehicle in the city.
2018 - 4 FTE paramedic positions for additional 12 hour vehicle in the city.
2019 - 4 FTE paramedic positions for additional 12 hour vehicle in the city.
The need for these positions is the result of call volumes increasing over 5% annually. The proposed increase in resources is designed to continue to meet and exceed all targeted
response time standards, as prescribed in O. Reg. 257/00.
_________________________________________________________________________________________________________________________________
Middlesex-London Health Unit
Middlesex-London Health Unit 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 0
Total Budget as Submitted 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 -
Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0.0% 0.0% 0.0% 0.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 26,596,373 27,898,667 28,224,279 28,556,403 28,895,169 29,240,711 1,342,044
Purchased Services 3,534,527 3,505,345 3,505,345 3,505,345 3,505,345 3,505,345 0
Materials & Supplies 1,927,547 1,729,526 1,729,526 1,729,526 1,729,526 1,729,526 0
Transfers - - - - - - 0
Other Expenses 480,457 479,338 479,338 479,338 479,338 479,338 0
Revenues
User Fees (949,649) (925,235) (925,235) (925,235) (925,235) (925,235) 0
Total Revenues (28,063,318) (28,989,779) (29,315,391) (29,647,515) (29,986,281) (30,331,823) (1,342,044)
Total Net Budget as Submitted 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 6,095,059 -
Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0.0% 0.0% 0.0% 0.0%
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)

It is expected that program changes as a result of accepting proposals through the Program Budget Marginal Analysis (PBMA) process, program reviews and enhanced provincial
funding (as the new funding model for public health units is implemented), will result in marginal service level enhancements during the 2016-2019 operating period. However, any
resulting changes to staffing levels have not currently been determined.
_________________________________________________________________________________________________________________________________
Social & Community Support Services
Homeless Prevention 1,350,518 1,351,048 11,658,338 1,551,048 11,858,338 1,751,048 12,458,338 2,351,048 12,458,338 2,351,048 1,000,000
Immigration Services - - 204,000 - 204,000 - 204,000 - 204,000 - 0
Subsidized Transit 540,576 567,143 583,927 583,927 594,334 594,334 605,038 605,038 616,045 616,045 48,902
Ontario Works 21,374,386 19,725,272 142,505,004 17,612,630 147,881,393 15,500,782 152,016,361 12,855,078 156,006,613 13,245,714 (6,479,558)
Total Budget as Submitted 23,265,480 21,643,463 154,951,269 19,747,605 160,538,065 17,846,164 165,283,737 15,811,164 169,284,996 16,212,807 (5,430,656)
Net Inc. / (Dec.) $ (1,895,858) (1,901,441) (2,035,000) 401,643
Net Inc. / (Dec.) % (8.8%) (9.6%) (11.4%) 2.5%
2016 - 2019 Average Annual Net Amount Increase/(Decrease): (1,357,664)
_________________________________________________________________________________________________________________________________
Homelessness Prevention
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 449,012 443,697 535,033 535,016 535,514 534,497 90,800
Purchased Services 9,030,708 8,802,316 10,345,251 10,545,268 11,094,770 11,095,787 2,293,471
Materials & Supplies 3,000 3,000 2,100 2,100 2,100 2,100 (900)
Transfers 750,454 750,454 750,454 750,454 750,454 750,454 0
Revenues
User Fees - - - - - - 0
Total Revenues (8,919,755) (8,675,458) (10,107,290) (10,107,290) (10,107,290) (10,107,290) (1,431,832)
Net Inc. / (Dec.) $ 200,000 200,000 600,000 -
Net Inc. / (Dec.) % 14.8% 12.9% 34.3% 0.0%
_________________________________________________________________________________________________________________________________
Homelessness Prevention
2016 - 2019
Budget Budget
(Decrease)

In 2016 the Homelessness Prevention Area will achieve its anticipated Full Time Employee complement, as was originally planned upon receipt of the provincial homelessness
prevention funding - CHPI in 2012. One temporary position will become permanent to assist in implementing the Homelessness Prevention Implementation Plan and help to deliver
on the long term commitment to solving homelessness in London. This position ($86,000) is provincially funded (100%) as part of the Ministry of Municipal Affairs and Housing annual
funding and within the existing budget. This position will contribute to achieving the following outcomes:
As the future years are critical to the success of the Homelessness Prevention Implementation Plan, without securing a permanent position, the Homelessness Prevention services
ability to implement strategy directions with respect to the Homelessness Prevention Implementation will be negatively impacted.
_________________________________________________________________________________________________________________________________
Immigration Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs - - - - - - 0
Transfers - - - - - - 0
Total Expenditures 221,000 214,000 204,000 204,000 204,000 204,000 (10,000)
Revenues
User Fees - - - - - - 0
Total Revenues (221,000) (214,000) (204,000) (204,000) (204,000) (204,000) 10,000

Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0 0 0 0
_________________________________________________________________________________________________________________________________
Immigration Services
2016 - 2019
Budget Budget
(Decrease)
_________________________________________________________________________________________________________________________________
Subsidized Transit
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 16,784 10,407 10,704 11,007
Net Inc. / (Dec.) % 3.0% 1.8% 1.8% 1.8%
_________________________________________________________________________________________________________________________________
Subsidized Transit
2016 - 2019
Budget Budget
(Decrease)
_________________________________________________________________________________________________________________________________
Ontario Works
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 17,760,912 18,447,296 19,459,352 19,952,697 20,497,308 20,569,550 2,122,254
Purchased Services 9,956,674 10,381,454 10,723,814 11,272,285 11,284,995 11,475,682 1,094,228
Transfers 95,620,326 101,019,729 111,498,257 115,820,481 119,385,692 123,100,201 22,080,472
Other Expenses (17,182) (17,597) (16,855) (17,015) (17,269) (17,344) 253
Revenues
User Fees - - - - - - 0
Other Municipal Revenues - - (816,000) (210,000) (110,000) (110,000) (110,000)
Total Revenues (102,668,085) (110,797,043) (124,892,374) (132,380,611) (139,161,283) (142,760,899) (31,963,856)
Total Net Budget as Submitted 21,374,386 19,725,272 17,612,630 15,500,782 12,855,078 13,245,714 (6,479,558)
Net Inc. / (Dec.) $ (2,112,642) (2,111,848) (2,645,704) 390,636
Net Inc. / (Dec.) % (10.7%) (12.0%) (17.1%) 3.0%
2016 - 2019 Average Annual Net Amount Increase/(Decrease): (1,619,890)
_________________________________________________________________________________________________________________________________
Ontario Works
2016 - 2019
Budget Budget
(Decrease)

The 2016 draft budget includes 6 additional staff positions due to a forecasted increase of 600 Ontario Works cases.
The 2017 draft budget includes 1 additional staff position due to a forecasted increase of 100 Ontario Works cases.
An increase in FTE's is required at a ratio of 1 caseworker per 100 cases.
Strategic Investments 2016 - 2019 results in an increase in 3 FTE's in 2016: Council approved additional funding for Ontario Works Service Plan - Low Income
Supports Enhancement (Strategic Investment #14).
_________________________________________________________________________________________________________________________________
Parking (3,243,566) (3,225,153) 2,611,016 (3,327,819) 2,685,682 (3,253,978) 2,764,726 (3,175,771) 2,822,637 (3,118,710) 106,443
Public Transit Services
26,096,000 27,413,000 69,208,800 27,832,000 71,129,300 28,203,000 72,349,000 28,962,200 73,659,700 29,444,500 2,031,500
(London Transit Commission)
Roadways 35,387,898 37,270,506 43,285,050 37,754,471 44,755,014 38,409,393 45,443,454 39,015,848 46,299,896 39,789,902 2,519,396
Net Inc. / (Dec.) $ 800,299 1,099,763 1,443,862 1,313,415
Net Inc. / (Dec.) % 1.3% 1.8% 2.3% 2.0%

Parking - Increases in various fees for parking fines and parking lot revenues based on prior year trends partially offset by increase in parking enforcement
costs.
London Transit Commission - Increases in expenditure related to collective agreement impacts on personnel and inflationary impacts on service contracts,
energy and supplies. Increase in revenue includes fare increases in both 2016 and 2018 to be determined at a later date by the Transit Commission as well as
increased reliance on Provincial Gas Tax to support ongoing operating costs.
Strategic Investments 2016-2019 results in an increase in budget of $282,000. Council approved additional funding for Dundas Place (Strategic
Investment #22).
Roadways - Increase in electricity costs for traffic signals and street lights and snow control based on prior year trends and rate outlooks for utilities.
Strategic Investments 2016-2019 results in an increase in budget of $50,000. Council approved additional funding for Dundas Place (Strategic
Investment #22).
_________________________________________________________________________________________________________________________________
Parking
Parking (3,243,566) (3,225,153) 2,611,016 (3,327,819) 2,685,682 (3,253,978) 2,764,726 (3,175,771) 2,822,637 (3,118,710) 106,443
Total Budget as Submitted (3,243,566) (3,225,153) 2,611,016 (3,327,819) 2,685,682 (3,253,978) 2,764,726 (3,175,771) 2,822,637 (3,118,710) 106,443
Net Inc. / (Dec.) $ (102,666) 73,841 78,207 57,061
Net Inc. / (Dec.) % (3.2%) 2.2% 2.4% 1.8%

_________________________________________________________________________________________________________________________________
Parking
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 760,376 785,620 802,973 814,188 832,242 826,521 40,901
Transfers 190,324 190,324 234,424 237,941 241,508 245,129 54,805
Recovered Expenses (2,021) (2,021) (2,021) (2,021) (2,021) (2,021) 0
Revenues
User Fees (2,969,700) (2,990,782) (3,011,335) (3,012,160) (3,012,997) (3,013,847) (23,065)
Total Revenues (5,672,200) (5,693,282) (5,938,835) (5,939,660) (5,940,497) (5,941,347) (248,065)
Total Net Budget as Submitted (3,243,566) (3,225,153) (3,327,819) (3,253,978) (3,175,771) (3,118,710) 106,443
Net Inc. / (Dec.) $ (102,666) 73,841 78,207 57,061
Net Inc. / (Dec.) % (3.2%) 2.2% 2.4% 1.8%
_________________________________________________________________________________________________________________________________
Parking
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

2016 reduction to reflect decrease in overtime.
_________________________________________________________________________________________________________________________________
Public Transit Services
London Transit Commission -
22,234,000 23,137,800 63,096,300 23,476,400 64,845,700 23,782,700 65,878,200 24,479,900 67,062,300 24,900,400 1,762,600
Conventional Transit Service
London Transit Commission -
3,862,000 4,275,200 6,112,500 4,355,600 6,283,600 4,420,300 6,470,800 4,482,300 6,597,400 4,544,100 268,900
Specialized Transit Service
Net Inc. / (Dec.) $ 419,000 371,000 759,200 482,300
Net Inc. / (Dec.) % 1.5% 1.3% 2.7% 1.7%

Notes:
i) Conventional Transit - Transportation related revenue projections assume modest ridership and related revenue increases due to service enhancements included in the assessment growth budget
submission. Should the proposed growth hours not be approved, transportation revenue offsets included above may not be achieved due to the expected levelling or loss of ridership. The proposed
assessment growth related costs are set out below, noting they are consistent with the Commission's approved 5 Year Service Plan, aimed to "right-size the system and implement improvements to
areas of ongoing service quality concerns (eg. over crowding, late schedule etc.).
ii) Specialized Transit - Should the proposed assessment growth hours not be approved, compliance with the Accessibility for Ontarians with Disabilities Act will be in jeopardy. The additional hours
included in the assessment growth business case relate to the anticipated growth in registrants associated with the requirement to expand eligibility for specialized services to include temporary
disabilities.
Growth Requests - To be Considered for Assessment Growth Funding
2016 Budget 2017 Budget 2018 Budget 2019 Budget

Conventional Including Growth 63,461,700 23,613,600 66,257,000 24,333,000 67,319,300 25,310,200 68,648,600 26,349,300
Specialized - Including Growth 6,548,900 4,676,300 7,001,600 4,968,000 6,704,700 5,207,800 6,918,200 5,513,400
Total Budget Including Growth 70,010,600 28,289,900 73,258,600 29,301,000 74,024,000 30,518,000 75,566,800 31,862,700
Net Inc. / (Dec.) $ 876,900 1,011,100 1,217,000 1,344,700
Net Inc. / (Dec.) % 3.2% 3.6% 4.2% 4.4%
- Estimates for the base program (upper table, and service growth above are exclusive of costs associated with implementation of London's Rapid Transit initiative and Moving London Forward's Dundas
Dundas Place initiative.
_________________________________________________________________________________________________________________________________
London Transit Commission - Conventional Transit Service
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 40,074,000 42,044,600 43,047,300 44,281,100 44,876,600 45,603,100 3,558,500
Fuel 7,883,200 6,536,500 6,709,400 6,928,500 7,090,600 7,245,100 708,600
Direct Bus Maint & Servicing 4,074,100 4,547,700 4,571,500 4,675,500 4,770,900 4,861,300 313,600
Facility Costs 2,536,200 2,687,200 2,812,500 2,935,800 3,068,800 3,219,600 532,400
Insurance 1,680,900 1,757,100 1,863,300 1,900,300 1,934,300 1,968,300 211,200
Contracted Costs 0 0 0 0 0 0 0
Contribution to Reserves 1,780,300 1,578,300 1,495,400 1,520,400 1,505,400 1,505,400 (72,900)
Other Costs 2,490,900 2,570,500 2,596,900 2,604,100 2,631,600 2,659,500 89,000
Revenues
Transportation and Operating (33,788,400) (32,616,500) (33,447,300) (34,210,900) (34,830,200) (35,438,200) (2,821,700)
Reserve Funding (770,000) (1,353,000) (780,000) (780,000) (780,000) (780,000) 573,000
Provincial Gas Tax (3,727,200) (4,614,600) (5,392,600) (6,072,100) (6,070,100) (6,225,700) (1,611,100)
Total Revenues (38,285,600) (38,584,100) (39,619,900) (41,063,000) (41,680,300) (42,443,900) (3,859,800)
Net Inc. / (Dec.) $ 338,600 306,300 415,200 420,500
Net Inc. / (Dec.) % 1.5% 1.3% 1.7% 1.7%
_________________________________________________________________________________________________________________________________
London Transit Commission - Conventional Transit Service
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Increase / (Decrease) Over Previous Year 0.0 0.0 0.0
Notes:
Staffing in the table above is based on maintaining existing service levels, which does not include any growth in service hours and as such, would not require additional staffing.
Staffing Projections Included in the Service Growth Request 2016 2017 2018 2019 2016-19
Full-time Equivalents # 539.5 551.5 562.5 574.5 47.0
Staffing increases relating to the service growth are primarily for bus operators required to deliver the increased service hours. Additionally, 1 staff would be added to the
maintenance department in each of the years 2016 and 2019 in order to accommodate the growth in bus fleet associated with the new growth hours.
_________________________________________________________________________________________________________________________________
London Transit Commission - Specialized Transit Service
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 787,000 807,300 823,400 839,900 856,700 873,800 66,500
Other Material Costs 121,300 123,000 124,400 125,800 127,200 128,600 5,600
Contracted Services 4,511,200 5,078,700 5,164,700 5,317,900 5,486,900 5,595,000 516,300
Revenues
Transportation and Operating (481,800) (534,000) (546,000) (551,900) (552,200) (554,200) (20,200)
Reserve Funding 0 0 0 0 0 0 0
Provincial Gas Tax (1,075,700) (1,199,800) (1,210,900) (1,311,400) (1,436,300) (1,499,100) (299,300)
Total Revenues (1,557,500) (1,733,800) (1,756,900) (1,863,300) (1,988,500) (2,053,300) (319,500)
Net Inc. / (Dec.) $ 80,400 64,700 62,000 61,800
Net Inc. / (Dec.) % 1.9% 1.5% 1.4% 1.4%
_________________________________________________________________________________________________________________________________
London Transit Commission - Specialized Transit Service
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Notes:
Staffing in the table above is based on maintaining existing service levels, which does not include any growth in service hours and as such, would not require additional staffing.
Staffing Projections Included in the Service Growth Request 2016 2017 2018 2019 2016-19
Full-time Equivalents # 11.0 12.0 12.0 12.0 1.0
Increase / (Decrease) Over Previous Year - 1.0 - -
Staffing increases relating to the service growth are for an additional administrative position to handle the increased demand associated with the expanded service hours.
_________________________________________________________________________________________________________________________________
Roadways
Roadway Maintenance 9,169,865 9,704,244 13,277,500 9,712,881 13,416,025 9,803,041 13,502,937 9,835,650 13,666,735 9,944,187 239,943
Roadway Planning & Design 1,717,380 2,016,085 3,494,776 2,034,620 3,490,024 2,012,481 3,528,888 2,033,523 3,566,238 2,052,606 36,521
Snow Control 12,392,794 12,743,490 13,290,288 12,937,484 13,482,323 13,129,519 13,638,456 13,285,652 13,853,405 13,500,601 757,111
Traffic Control & Street Lighting 12,107,859 12,806,687 13,222,486 13,069,486 14,366,642 13,464,352 14,773,173 13,861,023 15,213,518 14,292,508 1,485,821
Net Inc. / (Dec.) $ 483,965 654,922 606,455 774,054
Net Inc. / (Dec.) % 1.3% 1.7% 1.6% 2.0%

_________________________________________________________________________________________________________________________________
Roadway Maintenance
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 7,364,093 7,464,649 7,610,954 7,653,761 7,643,306 7,708,056 243,407
Transfers - - - - - - 0
Revenues
User Fees (242,000) (161,500) (221,000) (221,000) (221,000) (221,000) (59,500)
Total Revenues (3,503,189) (3,432,373) (3,564,619) (3,612,984) (3,667,287) (3,722,548) (290,175)
Net Inc. / (Dec.) $ 8,637 90,160 32,609 108,537
Net Inc. / (Dec.) % 0.1% 0.9% 0.3% 1.1%
_________________________________________________________________________________________________________________________________
Roadway Maintenance
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

.
_________________________________________________________________________________________________________________________________
Roadway Planning & Design
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 3,099,452 3,351,970 3,351,783 3,384,989 3,422,183 3,407,839 55,869
Transfers - - - - - - 0
Revenues
User Fees (208,500) (183,500) (173,500) (173,500) (173,500) (173,500) 10,000
Total Revenues (1,473,539) (1,453,192) (1,460,156) (1,477,543) (1,495,365) (1,513,632) (60,440)
Net Inc. / (Dec.) $ 18,535 (22,139) 21,042 19,083
Net Inc. / (Dec.) % 0.9% (1.1%) 1.0% 0.9%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Snow Control
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,365,361 4,461,830 4,559,942 4,590,733 4,582,597 4,630,198 168,368
Transfers - - - - - - 0
Other Expenses 22,000 - - - - - 0
Revenues
User Fees (352,804) (352,804) (352,804) (352,804) (352,804) (352,804) 0
Total Revenues (352,804) (352,804) (352,804) (352,804) (352,804) (352,804) 0
Net Inc. / (Dec.) $ 193,994 192,035 156,133 214,949
Net Inc. / (Dec.) % 1.5% 1.5% 1.2% 1.6%
_________________________________________________________________________________________________________________________________
Snow Control
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Traffic Control & Street Lighting
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,898,408 1,883,252 1,930,368 2,073,132 2,077,293 2,086,112 202,860
Financial Expenses - - 740,000 740,000 740,000 740,000 740,000
Transfers - - - - - - 0
Revenues
User Fees (35,000) (35,000) (35,000) (35,000) (35,000) (35,000) 0
Total Revenues (220,733) (153,000) (153,000) (902,290) (912,150) (921,010) (768,010)
Net Inc. / (Dec.) $ 262,799 394,866 396,671 431,485
Net Inc. / (Dec.) % 2.1% 3.0% 2.9% 3.1%
_________________________________________________________________________________________________________________________________
Traffic Control & Street Lighting
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

1 new position proposed for the Red Light Camera Program in 2017.
_________________________________________________________________________________________________________________________________
CORPORATE, OPERATIONAL AND COUNCIL SERVICES
Corporate Services 41,655,650 42,682,217 47,857,209 43,227,357 49,479,118 44,756,852 50,513,480 45,690,482 51,181,021 46,261,780 3,579,563
Corporate Planning &
2,037,263 2,156,194 1,770,544 1,651,572 818,117 697,293 (606,233) (728,954) (1,599,735) (1,724,398) (3,880,592)
Administration
Council Services 3,242,649 3,252,396 3,417,247 3,345,611 3,469,288 3,356,329 5,390,009 3,369,754 3,465,137 3,376,950 124,554
Public Support Services 176,111 288,771 8,996,901 317,651 9,115,468 979,149 9,249,867 1,089,073 9,283,126 1,099,872 811,101
Net Inc. / (Dec.) $ 162,613 1,247,432 (369,268) (406,151)
Net Inc. / (Dec.) % 0.3% 2.6% (0.7%) (0.8%)

Corporate Services - reflects budget pressures in all utility accounts. Between 2017-2019, electricity rates will average between 6.8% - 6.9%, water rates 3%,
natural gas 8%-10%, chilled water and steam 7%. This equates to approximately a $980,000 budget increase for utilities alone, noting that this covers all City
facilities including recreation centres, arenas and others. Technology costs continue to increase at rates higher than inflation. This, together with the US dollar
exchange, have resulted in increased costs for computer maintenance and software over 4 years of approximately $405,000 or 3.3% on average each year.
Strategic Investments 2016-2019 results in an increase in budget of $2,460,000. Council approved additional funding of $360,000 for the City of London
Internship Program (Strategic Investment #23) and $2,100,000 for a Computerized Maintenance Management System (Strategic Investment #12).
Corporate Planning & Administration - reflects an increase of $100,000 over four years to accommodate Municipal Council's Immigration Strategy.
Council Services - reflects an increase in 2016 for costs associated with an Integrity Commissioner.
Public Support Services - provides for an increase in judicial fees as approved by the Ministry of the Attorney General. This represents an increase of
$135,000 starting in 2016. This has been offset partially be increased revenues; however, it is anticipated that revenue will flat line from 2017-2019.
Strategic Investments 2016-2019 results in an increase in budget of $1,744,000. Council approved additional funding for Service London (Strategic
Investment #11).
_________________________________________________________________________________________________________________________________
Corporate Services
AODA 374,220 374,220 374,220 374,220 378,130 378,130 382,124 382,124 386,179 386,179 11,959
Asset Management 439,685 439,485 495,698 495,698 549,502 549,502 551,940 551,940 554,436 554,436 114,951
Dispatch 710,665 732,741 992,740 743,707 1,002,260 747,001 1,008,264 746,624 1,021,001 752,820 20,079
Employee Systems 517,539 544,383 544,652 544,652 546,407 546,407 550,062 550,062 548,766 548,766 4,383
Energy Conservation 93,271 96,656 144,372 98,601 144,612 97,697 144,882 96,794 145,159 95,868 (788)
Facilities 12,778,255 13,292,964 13,847,257 13,416,501 14,307,115 13,866,200 14,735,820 14,284,492 15,161,758 14,699,757 1,406,793
Fleet Management - - 27,500 - 27,500 - 27,500 - 27,500 - 0
Graphics, Surveying & Technical
656,193 677,700 1,337,267 678,778 1,366,612 694,198 1,388,350 701,663 1,383,221 681,905 4,205
Services
Human Resources 4,869,777 5,063,628 5,785,463 5,098,211 5,956,427 5,252,019 6,005,100 5,283,107 6,055,452 5,315,436 251,808
Human Rights 280,827 314,798 317,081 317,081 319,112 319,112 321,145 321,145 323,241 323,241 8,443
Legal Services 2,687,955 2,704,374 2,765,308 2,694,374 2,789,548 2,716,920 2,795,894 2,721,529 2,802,371 2,726,226 21,852
Finance Payroll Services 998,135 1,021,632 1,243,687 1,036,670 1,257,359 1,045,166 1,276,205 1,058,708 1,269,347 1,046,412 24,780
Purchasing 916,213 1,022,781 1,497,276 1,028,929 1,525,226 1,045,370 1,543,812 1,052,162 1,558,866 1,055,131 32,350
Realty Services 341,491 377,615 1,444,667 370,271 1,465,415 378,788 1,489,543 390,502 1,497,139 385,497 7,882
Risk Management 276,569 257,824 427,155 260,870 427,138 259,096 427,539 257,696 428,072 256,383 (1,441)
Information Technology 15,714,855 15,761,416 16,612,866 16,068,794 17,416,755 16,861,246 17,865,300 17,291,934 18,018,513 17,433,723 1,672,307
Net Inc. / (Dec.) $ 545,140 1,529,495 933,630 571,298
Net Inc. / (Dec.) % 1.3% 3.5% 2.1% 1.3%

_________________________________________________________________________________________________________________________________
AODA
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs - 99,568 99,568 99,432 99,320 99,208 (360)
Administrative Expenses - 5,600 5,600 5,685 5,771 5,858 258
Vehicle & Equipment - 5,000 5,000 5,000 5,000 5,000 0
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ - 3,910 3,994 4,055
Net Inc. / (Dec.) % 0.0% 1.0% 1.1% 1.1%
_________________________________________________________________________________________________________________________________
AODA
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Asset Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 391,216 390,085 390,965 390,431 389,991 389,551 (534)
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 56,213 53,804 2,438 2,496
Net Inc. / (Dec.) % 12.8% 10.9% 0.4% 0.5%
_________________________________________________________________________________________________________________________________
Asset Management
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Dispatch
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 822,739 726,576 742,855 748,320 750,202 758,751 32,175
Transfers - - - - - - 0
Total Expenditures 949,093 975,700 992,740 1,002,260 1,008,264 1,021,001 45,301
Revenues
User Fees - - - - - - 0
Total Revenues (238,428) (242,959) (249,033) (255,259) (261,640) (268,181) (25,222)
Net Inc. / (Dec.) $ 10,966 3,294 (377) 6,196
Net Inc. / (Dec.) % 1.5% 0.4% (0.1%) 0.8%
_________________________________________________________________________________________________________________________________
Dispatch
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Employee Systems
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 503,824 530,293 527,554 529,147 532,599 531,199 906
Purchased Services 500 500 508 516 524 532 32
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 269 1,755 3,655 (1,296)
Net Inc. / (Dec.) % 0.0% 0.3% 0.7% (0.2%)
_________________________________________________________________________________________________________________________________
Employee Systems
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Energy Conservation
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 93,498 97,715 100,777 100,639 100,525 100,412 2,697
Administrative Expenses 1,000 1,000 400 406 412 418 (582)
Transfers - - - - - - 0
Other Expenses 18,365 18,365 18,365 18,365 18,365 18,365 0
Revenues
User Fees - - - - - - 0
Total Revenues (43,822) (44,654) (45,771) (46,915) (48,088) (49,291) (4,637)
Net Inc. / (Dec.) $ 1,945 (904) (903) (926)
Net Inc. / (Dec.) % 2.0% (0.9%) (0.9%) (1.0%)
_________________________________________________________________________________________________________________________________
Energy Conservation
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Facilities
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 5,032,070 5,010,094 5,098,563 5,195,452 5,240,086 5,244,332 234,238
Transfers - - - - - - 0
Other Expenses 10,300 - - - - - 0
Revenues
User Fees (28,000) (28,000) (24,400) (24,400) (24,400) (24,400) 3,600
Other Municipal Revenues (462,517) (469,908) (406,356) (416,515) (426,928) (437,601) 32,307
Total Revenues (490,517) (497,908) (430,756) (440,915) (451,328) (462,001) 35,907
Net Inc. / (Dec.) $ 123,537 449,699 418,292 415,265
Net Inc. / (Dec.) % 0.9% 3.4% 3.0% 2.9%
_________________________________________________________________________________________________________________________________
Facilities
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Fleet Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,516,364 4,543,209 4,628,468 4,669,572 4,719,332 4,775,546 232,337
Financial Expenses 3,649,422 3,689,331 3,689,296 3,726,189 3,763,451 3,801,086 111,755
Transfers - - - - - - 0
Other Expenses 35,000 - - - - - 0
Recovered Expenses (14,136,930) (14,382,553) (14,640,863) (14,874,548) (15,111,343) (15,358,767) (976,214)
Total Expenditures 34,000 27,500 27,500 27,500 27,500 27,500 0
Revenues
User Fees - - - - - - 0
Total Revenues (34,000) (27,500) (27,500) (27,500) (27,500) (27,500) 0

Net Inc. / (Dec.) $ - - - -
Net Inc. / (Dec.) % 0 0 0 0
_________________________________________________________________________________________________________________________________
Fleet Management
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Increase in overtime
_________________________________________________________________________________________________________________________________
Graphics, Surveying & Technical Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,138,257 1,172,095 1,175,023 1,201,868 1,221,068 1,213,361 41,266
Transfers - - - - - - 0
Revenues
User Fees (2,500) (1,500) (1,500) (1,500) (1,500) (1,500) 0
Total Revenues (635,772) (644,904) (658,489) (672,414) (686,687) (701,316) (56,412)
Net Inc. / (Dec.) $ 1,078 15,420 7,465 (19,758)
Net Inc. / (Dec.) % 0.2% 2.3% 1.1% (2.8%)
_________________________________________________________________________________________________________________________________
Graphics, Surveying & Technical Services
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Human Resources
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 4,048,732 4,153,761 4,179,610 4,173,901 4,169,199 4,164,498 10,737
Transfers - - - - - - 0
Revenues
User Fees (2,500) (2,500) (2,538) (2,576) (2,615) (2,654) (154)
Total Revenues (658,058) (670,514) (687,252) (704,408) (721,993) (740,016) (69,502)
Net Inc. / (Dec.) $ 34,583 153,808 31,088 32,329
Net Inc. / (Dec.) % 0.7% 3.0% 0.6% 0.6%
_________________________________________________________________________________________________________________________________
Human Resources
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Human Rights
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 175,910 180,856 181,264 181,016 180,812 180,608 (248)
Materials & Supplies 867 1,867 1,867 1,895 2,000 2,030 163
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 2,283 2,031 2,033 2,096
Net Inc. / (Dec.) % 0.7% 0.6% 0.6% 0.7%
_________________________________________________________________________________________________________________________________
Human Rights
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Legal Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 2,200,884 2,176,586 2,180,063 2,177,086 2,174,634 2,172,181 (4,405)
Vehicle & Equipment 17,332 17,297 16,707 16,845 16,985 17,127 (170)
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (68,048) (69,281) (70,934) (72,628) (74,365) (76,145) (6,864)
Net Inc. / (Dec.) $ (10,000) 22,546 4,609 4,697
Net Inc. / (Dec.) % (0.4%) 0.8% 0.2% 0.2%
_________________________________________________________________________________________________________________________________
Legal Services
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Finance Payroll Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,164,862 1,173,984 1,192,815 1,205,695 1,223,775 1,216,121 42,137
Purchased Services 685 3,850 3,909 3,968 4,027 4,106 256
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (198,201) (201,967) (207,017) (212,193) (217,497) (222,935) (20,968)
Net Inc. / (Dec.) $ 15,038 8,496 13,542 (12,296)
Net Inc. / (Dec.) % 1.5% 0.8% 1.3% (1.2%)
_________________________________________________________________________________________________________________________________
Finance Payroll Services
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Purchasing
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,319,447 1,423,774 1,445,309 1,472,428 1,490,170 1,504,367 80,593
Transfers - - - - - - 0
Revenues
User Fees (15,000) (10,000) (20,000) (20,300) (20,605) (20,914) (10,914)
Total Revenues (444,257) (447,412) (468,347) (479,856) (491,650) (503,735) (56,323)
Net Inc. / (Dec.) $ 6,148 16,441 6,792 2,969
Net Inc. / (Dec.) % 0.6% 1.6% 0.6% 0.3%
_________________________________________________________________________________________________________________________________
Purchasing
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Realty Services
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 891,286 912,305 910,975 923,507 940,312 940,257 27,952
Transfers - - - - - - 0
Revenues
User Fees (1,012,095) (1,050,410) (1,074,396) (1,086,627) (1,099,041) (1,111,642) (61,232)
Total Revenues (1,012,095) (1,050,410) (1,074,396) (1,086,627) (1,099,041) (1,111,642) (61,232)
Net Inc. / (Dec.) $ (7,344) 8,517 11,714 (5,005)
Net Inc. / (Dec.) % (1.9%) 2.3% 3.1% (1.3%)
_________________________________________________________________________________________________________________________________
Realty Services
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Risk Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 372,264 347,745 349,266 348,789 348,396 348,003 258
Vehicle & Equipment 622 14,175 20,455 20,770 21,044 21,322 7,147
Transfers - - - - - - 0
Revenues
User Fees (4,500) (11,000) (11,000) (11,000) (11,000) (11,000) 0
Total Revenues (156,792) (164,571) (166,285) (168,042) (169,843) (171,689) (7,118)
Net Inc. / (Dec.) $ 3,046 (1,774) (1,400) (1,313)
Net Inc. / (Dec.) % 1.2% (0.7%) (0.5%) (0.5%)
_________________________________________________________________________________________________________________________________
Risk Management
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Information Technology
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 8,229,033 7,652,817 7,913,018 8,363,695 8,499,979 8,444,186 791,369
Transfers - - - - - - 0
Recovered Expenses (509,165) (467,790) (434,693) (437,771) (440,119) (441,011) 26,779
Revenues
User Fees (5,800) (5,800) (5,800) (5,800) (5,800) (5,800) 0
Total Revenues (763,544) (536,566) (544,072) (555,509) (573,366) (584,790) (48,224)
Net Inc. / (Dec.) $ 307,378 792,452 430,688 141,789
Net Inc. / (Dec.) % 2.0% 4.9% 2.6% 0.8%
_________________________________________________________________________________________________________________________________
Information Technology
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Strategic Investments 2016 - 2019 results in an increase of 5 FTE's. Council approved additional funding for the Computerized Maintenance Management System (Strategic
Investment #12).
_________________________________________________________________________________________________________________________________
Corporate Planning & Administration
Corporate Management 959,082 1,210,357 755,936 704,437 (211,792) (264,578) (1,649,228) (1,703,334) (2,646,610) (2,702,069) (3,912,426)
Governmental Liaison 488,945 351,124 349,311 309,311 350,637 310,637 352,048 312,048 353,489 313,489 (37,635)
Information & Archive
589,236 594,713 665,297 637,824 679,272 651,234 690,947 662,332 693,386 664,182 69,469
Management
Total Budget as Submitted 2,037,263 2,156,194 1,770,544 1,651,572 818,117 697,293 (606,233) (728,954) (1,599,735) (1,724,398) (3,880,592)
Net Inc. / (Dec.) $ (504,622) (954,279) (1,426,247) (995,444)
Net Inc. / (Dec.) % (23.4%) (57.8%) (204.5%) 136.6%

_________________________________________________________________________________________________________________________________
Corporate Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 790,388 1,016,850 982,814 981,471 980,366 979,259 (37,591)
Transfers - - - - - - 0
Other Expenses - - (500,000) (1,500,000) (3,000,000) (4,000,000) (4,000,000)
Total Expenditures 1,008,388 1,260,600 755,936 (211,792) (1,649,228) (2,646,610) (3,907,210)
Revenues
User Fees - - - - - - 0
Total Revenues (49,306) (50,243) (51,499) (52,786) (54,106) (55,459) (5,216)
Total Net Budget as Submitted 959,082 1,210,357 704,437 (264,578) (1,703,334) (2,702,069) (3,912,426)
Net Inc. / (Dec.) $ (505,920) (969,015) (1,438,756) (998,735)
Net Inc. / (Dec.) % (41.8%) (137.6%) 543.8% 58.6%
_________________________________________________________________________________________________________________________________
Corporate Management
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Government Liaison
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 438,195 240,739 221,146 220,843 220,595 220,346 (20,393)
Materials & Supplies 1,000 935 - - - - (935)
Transfers - - - - - - 0
Total Expenditures 528,945 391,124 349,311 350,637 352,048 353,489 (37,635)
Revenues
User Fees - - - - - - 0
Total Revenues (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) 0
Net Inc. / (Dec.) $ (41,813) 1,326 1,411 1,441
Net Inc. / (Dec.) % (11.9%) 0.4% 0.5% 0.5%
_________________________________________________________________________________________________________________________________
Government Liaison
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Information & Archive Management
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 546,177 544,433 587,164 599,967 610,453 611,685 67,252
Transfers - - - - - - 0
Revenues
User Fees (13,200) (12,000) (12,180) (12,363) (12,548) (12,736) (736)
Total Revenues (27,841) (26,920) (27,473) (28,038) (28,615) (29,204) (2,284)
Net Inc. / (Dec.) $ 43,111 13,410 11,098 1,850
Net Inc. / (Dec.) % 7.2% 2.1% 1.7% 0.3%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Council Services
Advisory Committees 98,988 106,981 106,981 106,981 107,389 107,389 107,804 107,804 108,225 108,225 1,244
Audit 292,823 292,823 304,500 297,144 309,068 301,528 313,704 305,975 318,410 310,488 17,665
Councillors' Office 1,303,845 1,298,825 1,367,374 1,367,374 1,368,427 1,368,427 1,369,443 1,369,443 1,370,793 1,370,793 71,968
Mayor's Office 527,190 524,609 532,615 532,615 533,441 533,441 534,341 534,341 535,253 535,253 10,644
Municipal Elections 32 402 13,045 - 52,903 - 1,958,697 - 25,090 - (402)
Secretariat Support (City Clerk) 1,019,771 1,028,756 1,092,732 1,041,497 1,098,060 1,045,544 1,106,020 1,052,191 1,107,366 1,052,191 23,435
Net Inc. / (Dec.) $ 93,215 10,718 13,425 7,196
Net Inc. / (Dec.) % 2.9% 0.3% 0.4% 0.2%

_________________________________________________________________________________________________________________________________
Advisory Committees
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Transfers - - - - - - 0
Recovered Expenses (13,633) (13,800) (14,007) (14,217) (14,430) (14,646) (846)
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ - 408 415 421
Net Inc. / (Dec.) % 0.0% 0.4% 0.4% 0.4%
_________________________________________________________________________________________________________________________________
Advisory Committees
Breakdown by Advisory Committee

2016 - 2019
Advisory Committee 2016 Budget 2017 Budget 2018 Budget 2019 Budget Increase/
Budget Budget
(Decrease)
Accessibility 7,591 7,591 6,000 6,000 6,000 6,000 (1,591)
Agriculture 187 187 500 500 500 500 313
Animal Welfare 1,012 1,012 1,000 1,000 1,000 1,000 (12)
Community Safety & Crime 7,124 7,124 3,000 3,000 3,000 3,000 (4,124)
Prevention
Cycling - - 1,500 1,500 1,500 1,500 1,500
Environment 1,012 1,012 1,500 1,500 1,500 1,500 488
Environment/Ecological Planning 1,012 1,012 1,500 1,500 1,500 1,500 488
Heritage 7,084 7,084 8,000 8,000 8,000 8,000 916
London Housing 754 754 1,000 1,000 1,000 1,000 246
LTC Adjustment Revision 49,598 49,765 49,765 49,765 49,765 49,765 0
London Diversity & Race Relations 5,394 5,394 4,000 4,000 4,000 4,000 (1,394)
Transportation 1,741 1,741 1,000 1,000 1,000 1,000 (741)
Trees and Forest 1,012 1,012 1,000 1,000 1,000 1,000 (12)
Total Advisory Committees 83,521 83,688 79,765 79,765 79,765 79,765 (3,923)
_________________________________________________________________________________________________________________________________
Advisory Committees
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Staff funded through City Clerk's Office provide secretariat services to Advisory Committees. Other departmental staff also regularly attend meetings as resources.
_________________________________________________________________________________________________________________________________
Audit
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (7,177) (7,177) (7,356) (7,540) (7,729) (7,922) (745)
Net Inc. / (Dec.) $ 4,321 4,384 4,447 4,513
Net Inc. / (Dec.) % 1.5% 1.5% 1.5% 1.5%
_________________________________________________________________________________________________________________________________
Audit
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Audit is a contracted service.
_________________________________________________________________________________________________________________________________
Councillors' Office
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 902,245 895,855 892,860 890,695 888,445 886,480 (9,375)
Materials & Supplies 218,000 218,000 217,120 217,227 217,335 217,445 (555)
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Other Municipal Revenues (500) - - - - - 0
Total Revenues (500) - - - - - 0
Net Inc. / (Dec.) $ 68,549 1,053 1,016 1,350
Net Inc. / (Dec.) % 5.3% 0.1% 0.1% 0.1%
_________________________________________________________________________________________________________________________________
Councillors' Office
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Elected Officials 14 14 14 14 14 14 0
_________________________________________________________________________________________________________________________________
Mayor's Office
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 392,660 438,824 443,617 443,098 442,633 442,158 3,334
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Net Inc. / (Dec.) $ 8,006 826 900 912
Net Inc. / (Dec.) % 1.5% 0.2% 0.2% 0.2%
_________________________________________________________________________________________________________________________________
Mayor's Office
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Elected Officials 1 1 1 1 1 1 0.0
_________________________________________________________________________________________________________________________________
Municipal Elections
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 187,963 37,435 - 43,812 263,060 21,906 (15,529)
Purchased Services 520,040 5,000 - 1,000 619,000 - (5,000)
Materials & Supplies 503,000 - - 5,000 545,000 - 0
Vehicle & Equipment 509,100 10,000 10,000 - 520,000 - (10,000)
Transfers - - - - - - 0
Total Expenditures 1,734,603 55,435 13,045 52,903 1,958,697 25,090 (30,345)
Revenues
User Fees (4,000) - - - - - 0
Other Municipal Revenues (1,730,571) (55,033) (13,045) (52,903) (1,958,697) (25,090) 29,943
Total Revenues (1,734,571) (55,033) (13,045) (52,903) (1,958,697) (25,090) 29,943
Total Net Budget as Submitted 32 402 - - - - (402)

Net Inc. / (Dec.) $ (402) - - -
Net Inc. / (Dec.) % (100.0%) 0 0 0
_________________________________________________________________________________________________________________________________
Municipal Elections
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
Increase / (Decrease) Over Previous Year (0.5) 1.0 4.0 (4.5)

2018 is an election year. In order to prepare for the election, 2 staff will be hired for 6 months in 2017; 5 staff will be hired in 2018 and one person will remain in 2019 to assist with
election clean up and filing of election expenses.
_________________________________________________________________________________________________________________________________
Secretariat Support
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 927,553 928,691 940,489 943,592 949,296 945,683 16,992
Transfers 4,000 4,000 4,000 4,000 4,000 4,000 0
Recovered Expenses (28,500) (15,000) (15,225) (15,453) (15,685) (15,920) (920)
Revenues
User Fees - - - - - - 0
Total Revenues (49,053) (49,985) (51,235) (52,516) (53,829) (55,175) (5,190)
Net Inc. / (Dec.) $ 12,741 4,047 6,647 -
Net Inc. / (Dec.) % 1.2% 0.4% 0.6% 0.0%
_________________________________________________________________________________________________________________________________
Secretariat Support
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Public Support Services
Administration of Justice (1,998,801) (1,981,207) 3,734,026 (1,967,974) 3,777,633 (1,924,367) 3,827,810 (1,874,190) 3,845,869 (1,856,131) 125,076
Taxation 680,784 656,466 1,875,768 650,768 1,911,422 666,447 1,949,532 684,242 1,943,120 659,601 3,135
Corporate Communications 750,764 838,237 925,017 851,932 936,795 863,133 951,395 877,142 956,033 881,173 42,936
Customer Relations 967,433 995,111 1,580,893 1,013,893 1,601,196 1,601,196 1,625,978 1,625,978 1,644,091 1,644,091 648,980
Licensing & Certificates (323,870) (319,282) 475,051 (330,414) 482,475 (326,507) 489,373 (323,178) 488,416 (327,759) (8,477)
Cafeteria 99,801 99,446 406,146 99,446 405,947 99,247 405,779 99,079 405,597 98,897 (549)
Total Budget as Submitted 176,111 288,771 8,996,901 317,651 9,115,468 979,149 9,249,867 1,089,073 9,283,126 1,099,872 811,101
Net Inc. / (Dec.) $ 28,880 661,498 109,924 10,799
Net Inc. / (Dec.) % 10.0% 208.2% 11.2% 1.0%

_________________________________________________________________________________________________________________________________
Administration of Justice
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,116,106 1,118,794 1,144,405 1,158,920 1,176,833 1,171,276 52,482
Transfers 305,000 305,000 320,000 320,000 320,000 320,000 15,000
Other Expenses 50,000 50,000 50,000 51,000 52,000 53,000 3,000
Revenues
User Fees - - - - - - 0
Total Revenues (5,502,000) (5,502,000) (5,702,000) (5,702,000) (5,702,000) (5,702,000) (200,000)
Total Net Budget as Submitted (1,998,801) (1,981,207) (1,967,974) (1,924,367) (1,874,190) (1,856,131) 125,076
Net Inc. / (Dec.) $ 13,233 43,607 50,177 18,059
Net Inc. / (Dec.) % 0.7% 2.2% 2.6% 1.0%
_________________________________________________________________________________________________________________________________
Administration of Justice
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Taxation
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 1,669,115 1,662,532 1,681,841 1,714,778 1,750,130 1,740,917 78,385
Transfers - - - - - - 0
Revenues
User Fees (1,127,700) (1,146,000) (1,175,000) (1,194,975) (1,215,290) (1,233,519) (87,519)
Total Revenues (1,177,700) (1,196,000) (1,225,000) (1,244,975) (1,265,290) (1,283,519) (87,519)
Net Inc. / (Dec.) $ (5,698) 15,679 17,795 (24,641)
Net Inc. / (Dec.) % (0.9%) 2.4% 2.7% (3.6%)
_________________________________________________________________________________________________________________________________
Taxation
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Corporate Communications
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 692,747 761,955 774,232 780,624 789,833 789,075 27,120
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Total Revenues (84,866) (72,522) (73,085) (73,662) (74,253) (74,860) (2,338)
Net Inc. / (Dec.) $ 13,695 11,201 14,009 4,031
Net Inc. / (Dec.) % 1.6% 1.3% 1.6% 0.5%
_________________________________________________________________________________________________________________________________
Corporate Communications
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Customer Relations
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 472,670 396,538 502,970 506,835 513,285 510,060 113,522
Vehicle & Equipment 1,058,625 6,710 120,800 123,840 129,532 133,551 126,841
Transfers - - - - - - 0
Revenues
User Fees - - - - - - 0
Other Municipal Revenues (1,392,142) (285,360) (567,000) - - - 285,360
Total Revenues (1,392,142) (285,360) (567,000) - - - 285,360
Total Net Budget as Submitted 967,433 995,111 1,013,893 1,601,196 1,625,978 1,644,091 648,980
Net Inc. / (Dec.) $ 18,782 587,303 24,782 18,113
Net Inc. / (Dec.) % 1.9% 57.9% 1.5% 1.1%
_________________________________________________________________________________________________________________________________
Customer Relations
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Strategic Investments 2016-2019 results in an increase of 3 FTE's in 2016; Council approved additional funding for Service London Implementation Plan
(Strategic Investment #11).
_________________________________________________________________________________________________________________________________
Licensing & Certificates
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 347,880 354,168 362,688 368,769 374,304 371,965 17,797
Transfers - - - - - - 0
Revenues
User Fees (770,000) (784,000) (805,465) (808,982) (812,551) (816,175) (32,175)
Total Revenues (770,000) (784,000) (805,465) (808,982) (812,551) (816,175) (32,175)
Total Net Budget as Submitted (323,870) (319,282) (330,414) (326,507) (323,178) (327,759) (8,477)
Net Inc. / (Dec.) $ (11,132) 3,907 3,329 (4,581)
Net Inc. / (Dec.) % (3.5%) 1.2% 1.0% (1.4%)
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Cafeteria
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 256,430 256,075 259,599 259,400 259,232 259,050 2,975
Administrative Expenses 2,360 2,360 800 800 800 800 (1,560)
Transfers - - - - - - 0
Total Expenditures 406,501 406,146 406,146 405,947 405,779 405,597 (549)
Revenues
User Fees - - - - - - 0
Total Revenues (306,700) (306,700) (306,700) (306,700) (306,700) (306,700) 0
Net Inc. / (Dec.) $ - (199) (168) (182)
Net Inc. / (Dec.) % 0.0% (0.2%) (0.2%) (0.2%)
_________________________________________________________________________________________________________________________________
Cafeteria
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
Corporate Financing 84,890,464 93,404,243 142,123,474 102,650,733 151,823,880 112,734,857 163,727,423 125,215,799 175,583,296 137,114,263 43,710,020
Net Inc. / (Dec.) $ 9,246,490 10,084,124 12,480,942 11,898,464
Net Inc. / (Dec.) % 9.9% 9.8% 11.1% 9.5%

Increases to capital financing associated with the capital plan consistent with the principles of the Strategic Financial Plan provides for the following
increases:
- capital levy to fund prior years' approved projects (pay-as-you-go financing) - $7.4 million over 4 years;
- debt servicing to fund prior years' capital plan - $1.3 million over 4 years
- reserve funds to fund future planned projects - $5 million over 4 years (City Facilities, Technology Services and Development Charge Incentive Programs)
In addition, the following increases over four years are proposed:
- corporate contingencies (personnel and other) of $20 million;

- personnel and administrative costs net increase of $0.4 million due to current agreements as well as a reduction in corporate carrying costs for buildings
purchased to be repurposed (i.e.Lorne Ave., Colborne). The reduction in corporate carrying costs is offset by a corresponding reduction of $0.6 million in
contributions from the Operating Budget Contingency Reserve.
- $0.7 million in risk management and long term planning reserves (i.e. Workplace Safety Insurance Board, Self Insurance Reserve Fund);
- tax write off and rebates of $0.6 million;
- insurance premiums based on the costs of the new provider of approximately $0.3 million;
- reduction in long term interest revenue based on current forecasts - $1.0 million;
- reduction in the strategic draw from the Operating Budget Contingency Reserve $1.6 million.
These increases are partially offset by increased revenues for supplementary taxes and grants in lieu of $0.8 million.
Strategic Investments 2016-2019 result in an increase in budget of $10,305,447. Council approved 10 Strategic Investments which require increased
capital financing (capital levy, debt servicing and reserve fund contributions). Increased capital financing is required for the London Public Library's 10 Year
Capital Plan (Strategic Investment #1), Urban Forestry Strategy (Strategic Investment #3), Thames Valley Corridor Plan (Strategic Investment #4), Road
Safety Strategy (Strategic Investment #5); State of Infrastructure (Strategic Investment #7), Garbage Collection - On-board Weighing (Strategic Investment
#8), Service London Implementation (Strategic Investment #11), London's Downtown Plan - Small Scale Projects (Strategic Investment #20), Regenerating
Public Housing Plan (Strategic Investment #21), Dundas Place (Strategic Investment #22) and Brownfield Incentives (Strategic Investment #24).
_________________________________________________________________________________________________________________________________
Corporate Financing
Capital Financing 91,764,252 96,564,672 99,266,535 99,266,535 104,509,829 104,509,829 110,890,561 110,890,561 115,999,639 115,999,639 19,434,967
Other Related Financing (12,167,079) (8,692,743) 34,815,132 (2,203,731) 39,207,854 2,616,062 44,644,787 8,678,819 51,389,526 15,500,053 24,192,796
Finance 5,293,291 5,532,314 8,041,807 5,587,929 8,106,197 5,608,966 8,192,075 5,646,419 8,194,131 5,614,571 82,257
Net Inc. / (Dec.) $ 9,246,490 10,084,124 12,480,942 11,898,464
Net Inc. / (Dec.) % 9.9% 9.8% 11.1% 9.5%
_________________________________________________________________________________________________________________________________
Capital Financing
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Capital Financing:
a) Capital Levy 29,284,050 33,282,682 34,087,382 36,287,382 38,487,382 40,687,382 7,404,700
b) Debt Servicing 37,511,122 37,524,641 37,111,805 37,645,920 38,184,388 38,802,773 1,278,132
Contribution Reserves/ Reserve Funds
Capital Asset Renewal and
Replacement
Facilities: City 5,775,000 5,898,000 6,398,000 6,898,000 7,398,000 7,398,000 1,500,000
Dearness Home 439,000 439,000 439,000 439,000 439,000 439,000 0
Library 390,000 400,000 400,000 400,000 400,000 400,000 0
(1)
Sanitary Landfill Site 1,957,000 0 0 0 0 0 0
Social Housing Major Repairs & 500,000 500,000 500,000 500,000 500,000 500,000 0
Upgrades 0
Public Housing Major Upgrades 2,208,000 2,208,000 2,208,000 2,208,000 2,208,000 2,208,000 0
(LMHC) 0
Vehicle Replacement: Fire 1,517,000 1,517,000 1,517,000 1,517,000 1,517,000 1,517,000 0
Police 1,300,000 1,300,000 1,300,000 1,300,000 1,300,000 1,300,000 0
Capital Asset Growth
Industrial Oversizing 3,000,000 400,000 400,000 400,000 400,000 400,000 0
Industrial Land 1,892,000 1,892,000 1,892,000 1,892,000 1,892,000 1,892,000 0
Development Charges Incentives 0
i) Industrial 0 1,067,269 1,067,269 1,067,269 2,067,269 2,067,269 1,000,000
ii) Institutional 0 2,725,000 2,725,000 3,725,000 3,725,000 3,725,000 1,000,000
iii) Residential 900,000 1,620,000 2,620,000 2,620,000 2,620,000 2,620,000 1,000,000
iv) Commercial 0 0 - - - - 0
_________________________________________________________________________________________________________________________________
Capital Financing
2016 - 2019
Budget Budget
(Decrease)
Specific Projects and New Initiatives
Civic Investments 1,099,080 1,099,080 1,099,080 1,099,080 1,099,080 1,099,080 0
Community Improvement Areas 0
i) Grant 600,000 600,000 565,000 715,000 715,000 715,000 115,000
ii) Loan Program 350,000 350,000 350,000 200,000 200,000 200,000 (150,000)
Misc. Property Acquisition 680,000 880,000 880,000 880,000 880,000 880,000 0
New Affordable Housing 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 0
Technology Services 0 500,000 1,000,000 1,000,000 1,000,000 1,000,000 500,000
Woodlot Property Acquisition 262,000 262,000 262,000 262,000 262,000 262,000 0
Official Plan 100,000 100,000 100,000 100,000 100,000 100,000 0
Sub-Total Contributions 24,969,080 25,757,349 27,722,349 29,222,349 30,722,349 30,722,349 4,965,000
Reserves/Reserve Funds
Net Inc. / (Dec.) $ 2,356,864 4,234,115 4,238,468 2,818,385
Net Inc. / (Dec.) % 2.4% 4.3% 4.1% 2.6%
(1) In 2015, capital financing contributions were transferred to the Garbage, Collection & Disposal service grouping to more appropriately reflect the service's full costs.
_________________________________________________________________________________________________________________________________
Capital Financing
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Although no staff are directly budgeted, staff in Finance are directly responsible for managing capital financing.
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Specific Projects and New Initiatives
Tree Bank 0 122,000 50,000 50,000 50,000 50,000 (72,000)
Contingencies / Stabilization
Municipal Election 396,675 393,075 393,075 393,075 393,075 393,075 0
Risk Management and Long Term Planning
Other (Self Insurance, WSIB) 1,670,000 2,832,078 3,125,000 3,281,000 3,447,000 3,626,000 793,922
Sub-Total Contributions 2,066,675 3,347,153 3,568,075 3,724,075 3,890,075 4,069,075 721,922
Reserves/Reserve Funds
Contingencies:
a) Tax Write Offs and Rebates 8,246,000 8,856,000 9,016,000 9,177,000 9,338,000 9,499,000 643,000
b) Corporate Costs 4,345,768 5,175,507 10,424,797 14,636,763 19,241,231 25,142,947 19,967,440
Other Corporate Expenditures:
a) Personnel/Administrative 2,382,515 3,094,654 3,455,510 3,093,726 3,312,146 3,512,683 418,029
b) Interest Charges/ Bank Fees 94,000 96,000 0 0 0 0 (96,000)
c) Professional Fees 682,200 684,231 685,750 687,290 700,855 702,443 18,212
d) Insurance Costs 1,733,000 2,160,000 1,725,000 1,929,000 2,157,480 2,413,378 253,378
e) Municipal Property
Assessment Corporation 4,703,500 4,700,000 4,700,000 4,720,000 4,765,000 4,810,000 110,000
(MPAC)
f) County of Middlesex 1,240,000 1,240,000 1,240,000 1,240,000 1,240,000 1,240,000 0
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
Revenues
Other Taxation:
a) Grants in Lieu of Taxes & (9,151,316) (9,168,588) (9,254,650) (9,271,925) (9,282,925) (9,293,925) (125,337)
Railway Rights of Way
b) Supplementary Taxes (5,100,000) (5,100,000) (5,600,000) (5,650,000) (5,700,000) (5,750,000) (650,000)
c) Local Improvements (143,300) (143,300) (143,335) (143,335) (143,335) (143,335) (35)
Sub-Total Other Taxation (14,394,616) (14,411,888) (14,997,985) (15,065,260) (15,126,260) (15,187,260) (775,372)
Government Grants & Subsidies:
a) Dearness - Provincial Capital (918,000) (918,000) (918,000) (918,000) (918,000) (918,000) 0
Recovery
Sub-Total Government Grants (918,000) (918,000) (918,000) (918,000) (918,000) (918,000) 0
Other Municipal Revenues:
a) Penalty & Interest (3,400,000) (3,400,000) (3,450,000) (3,500,000) (3,550,000) (3,600,000) (200,000)
b) Short & Long Term (3,284,837) (4,279,763) (3,000,000) (3,080,000) (3,160,000) (3,250,000) 1,029,763
Investments
c) Draw from Operating Reserves
i) Strategic Draw from (4,790,000) (3,550,000) (3,145,000) (3,089,000) (2,250,000) (1,950,000) 1,600,000
Operating Budget Contingency
Reserve
ii) Specific Initiative Draw - (590,000) (590,000) - - - 590,000
d) Western Fair
i) Slot Machine (4,500,000) (4,500,000) (4,500,000) (4,500,000) (4,500,000) (4,500,000) 0
ii) Rent (566,000) (580,000) (588,700) (597,500) (606,500) (615,500) (35,500)
e) Recovery (London Hydro)
i) London Hydro - dividend (5,000,000) (5,000,000) (5,000,000) (5,000,000) (5,000,000) (5,000,000) 0
ii) London Hydro - (75,000) (75,000) (75,000) (75,000) (75,000) (75,000) 0
administrative recovery
_________________________________________________________________________________________________________________________________
2016 - 2019
Budget Budget
(Decrease)
f) Recovery from Water & (492,284) (501,637) (514,178) (527,032) (540,208) (553,713) (52,076)
Wastewater Budget
g) Other (240,000) (240,000) (240,000) (240,000) (240,000) (240,000) 0
Sub-total Other Municipal (22,348,121) (22,716,400) (21,102,878) (20,608,532) (19,921,708) (19,784,213) 2,932,187
Revenue
Total Revenues (37,660,737) (38,046,288) (37,018,863) (36,591,792) (35,965,968) (35,889,473) 2,156,815
Total Net Budget as Submitted (12,167,079) (8,692,743) (2,203,731) 2,616,062 8,678,819 15,500,053 24,192,796
Net Inc. / (Dec.) $ 6,489,012 4,819,793 6,062,757 6,821,234
Net Inc. / (Dec.) % (74.6%) (218.7%) 231.8% 78.6%
_________________________________________________________________________________________________________________________________
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)

Although no staff are directly budgeted, staff in Finance are directly responsible for managing other related financing costs.
_________________________________________________________________________________________________________________________________
Finance
2016 - 2019
Budget Budget
(Decrease)
Expenditures
Personnel Costs 7,748,920 7,905,265 7,991,738 8,035,739 8,104,348 8,074,720 169,455
Financial Expenses 4,825 4,825 3,250 3,299 3,348 3,398 (1,427)
Transfers - - - - - - 0
Revenues
User Fees (54,600) (48,100) (48,100) (48,100) (48,100) (48,100) 0
Total Revenues (2,454,683) (2,417,564) (2,453,878) (2,497,231) (2,545,656) (2,579,560) (161,996)
Net Inc. / (Dec.) $ 55,615 21,037 37,453 (31,848)
Net Inc. / (Dec.) % 1.0% 0.4% 0.7% (0.6%)
_________________________________________________________________________________________________________________________________
Finance
2016 - 2019
2014 Revised 2015 Revised 2016 2017 2018 2019
(Decrease)
_________________________________________________________________________________________________________________________________
2016 - 2019 CAPITAL BUDGET
WITH FORECASTS FOR 2020-2025
($000'S)
2015 2016 2017 2018 2019 2020-2025 Total

Revised Approved Approved Approved Approved Forecast 2016 to 2025
Lifecycle Renewal 72,806 78,865 69,714 68,839 73,571 463,357 754,346
Growth 48,448 104,288 115,948 171,007 122,342 356,582 870,167
Service Improvement 21,900 14,793 18,533 16,967 17,140 176,252 243,685
Total Expenditures $143,154 $197,946 $204,195 $256,813 $213,053 $996,191 $1,868,198
Notes: The chart below has been added because Non-TCA projects could be classified as lifecycle, growth or service improvement. Non-
TCA are expenditures that will not result in the creation of a tangible asset (having physical substance). It should be noted that the Non-
TCA summary only includes projects that are 100% Non-TCA.
2015 2016 2017 2018 2019 2020-2025 Total

Revised Approved Approved Approved Approved Forecast 2016 to 2025
Tangible Capital Asset 135,455 193,339 199,645 253,093 209,027 985,034 1,840,138
Non-Tangible Capital Asset 7,699 4,607 4,550 3,720 4,026 11,157 28,060
Total FUNDED Expenditures $143,154 $197,946 $204,195 $256,813 $213,053 $996,191 $1,868,198
* Figures rounded for presentation purposes.
_________________________________________________________________________________________________________________________________
SOURCES OF FUNDING
2016 - 2019 CAPITAL BUDGET WITH FORECASTS FOR 2020 - 2025
($000'S)
2015 2016 2017 2018 2019 2020-2025 Total

Source of Funding Revised Approved Approved Approved Approved Forecast 2016 to 2025
Tax Supported
Capital Levy 29,560 32,085 34,385 37,065 39,515 296,062 439,112
Debenture (1) 24,900 29,445 31,259 34,701 30,492 105,030 230,927
Reserve Fund 23,011 27,456 19,495 21,472 23,471 146,683 238,577
Other (2) 8,795 746 1,500 250 0 0 2,496
Total Tax Supported $86,266 $89,732 $86,639 $93,488 $93,478 $547,775 $911,112
Non-Tax Supported
Debenture 3,302 21,935 29,628 39,306 28,786 115,141 234,796
Reserve Fund 39,522 32,962 33,162 37,464 34,951 149,381 287,920
Federal Gas Tax 10,888 15,850 13,215 12,585 18,321 110,906 170,877
Provincial Grants 1,171 1,995 2,805 1,885 1,935 15,101 23,721
Senior Government 667 33,987 37,395 71,974 35,167 57,797 236,320
Other 1,338 1,485 1,351 111 415 90 3,452
Total Non-Tax Supported $56,888 $108,214 $117,556 $163,325 $119,575 $448,416 $957,086
Total $143,154 $197,946 $204,195 $256,813 $213,053 $996,191 $1,868,198
Figures rounded for presentation purposes
1) The 2016 to 2025 capital plan calls for an average debt cap limit of $26.0 million.
2) Other rate supported funding includes unallocated capital levy and reserve funding.
_________________________________________________________________________________________________________________________________
Major Capital Works in Ten Year Plan 2016- 2025 ($ millions) 2016-2019 2020-2025
Culture Services
Municipally Owned Heritage Building Lifecycle Renewal Program $ 2.2 $ 3.3
Centennial Hall Lifecycle Renewal Program 0.7 1.1
Museum London Lifecycle Renewal Program 3.4 2.1
Northwest Branch Library - 2019 3.3 -
Southeast Branch Library - 2018 3.3 -
Economic Prosperity
Convention Centre Lifecycle Renewal Program $ 2.5 $ 5.7
Economic Stimulus Capacity Reinvestment (401 Interchanges) 5.0 5.0
New Economy - Fanshawe College (incl. Kingsmills) 10.4 5.0
Industrial Land Acquisition, Servicing and Development 11.9 38.0
Environmental Services
Landfill Gas Collection $ 0.7 $ 1.3
New & Emerging Solid Waste Technologies 0.5 34.5
W12A New Cell Construction 6.5 3.2
Long Term Disposal Capacity 19.0
Parks, Recreation & Neighbourhood Services
East Multi-purpose Recreation Centres - Construction 2016 $ 7.8 $ -
Southeast Multi-Purpose Rec Centre - Construction 2019 27.1 -
Various Tree Planting and Woodland Management Programs (incl. Emerald Ash) 7.7 17.0
Thames Valley Parkway 6.6 6.5
Recreation Facilities - Lifecycle Renewal Program 14.8 20.5
Parks Projects Lifecycle Renewal Program 9.6 19.0
_________________________________________________________________________________________________________________________________
Protective Services
Replacement and Relocation of Training Tower $ - $ 7.5
New Fire Station No. 15 - South East London - 2019 3.6 -
Fire Vehicle Replacement Program 2.6 7.1
Police Vehicle Replacement Program 6.8 10.1
Fire Stations Lifecycle Renewal Program 2.6 4.5
Police Headquarters Lifecycle Renewal Program 2.3 4.1
Social & Health Services
Dearness Home Lifecycle Renewal Program $ 1.8 $ 2.7
Public Housing 9.6 20.0
Transportation Services
Fanshawe Rd E Widening Ph 2 (Adelaide to Highbury) Construction 2016) $ 11.3 $ -
Western Road Widening (Platts Lane to Oxford) (Construction 2018) 23.1
Wharncliffe Road Widening & Improvements (Construction 2019) 22.1
Future Road Widening & New Initiatives 167.6 224.9
95.8 141.8
Roads and Bridges - Lifecycle Renewal, i.e.:
Veterans Memorial Pkwy (constr'n from City's Maint. Boundary to Oxford-2016-2017)
Huron Street (construction from Barker to Sandord-2018)
Fanshwe Park Rd E (construction from Highbury to Clarke Rd-2019)
Queens Bridge (construction 2016-2017)
Construction on various Road and Bridge Rehabilitation projects
New Bike Lanes 3.1 4.7

Dundas Flexible Street (incl. Transit Re-routing) 15.4
Rapid Transit Investment (Incl. Road Widening and buses) 267.8 86.7
Transit System Investment 34.2 86.7
_________________________________________________________________________________________________________________________________
Corporate, Operational and Council Services
Information Technology Services $ 7.9 $ 18.9
Service London 1.6 3.1
City Vehicle & Equipment Lifecycle Replacement Program 19.0 32.7
City Facilities Lifecycle Renewal (including City Hall, Energy Savings Initiatives, Operation Facilities) 10.5 15.5
_________________________________________________________________________________________________________________________________
Lifecycle Renewal
Capital Budget
2016 to 2025 Forecast
_________________________________________________________________________________________________________________________________
LIFECYCLE RENEWAL SUMMARY
($000'S)
EXPENDITURES BY SERVICE PROGRAM
TOTAL
Total 2016- PROJECT
Page 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 COST
Culture 267 4,867 2,867 1,577 1,767 1,877 1,917 1,927 1,917 1,927 1,917 1,927 19,620 24,487
Economic Prosperity 270 2,661 660 1,351 644 596 882 523 645 1,647 1,455 529 8,932 11,593
Environmental Services 271 815 4,095 1,415 685 3,725 1,435 3,775 1,555 625 1,490 2,350 21,150 21,965
Parks, Recreation & Neighbourhood
6,280 9,594 7,749 8,681 8,803 8,803 9,003 9,548 9,918 9,858 9,313 91,270 97,550
Services 273
Planning & Development Services 281 75 75
Protective Services 282 5,169 8,194 3,385 3,888 4,165 3,721 5,089 6,053 7,525 6,549 6,253 54,822 59,991
Social & Health Services 289 2,608 2,608 2,608 2,708 2,758 2,758 2,758 2,758 2,758 2,658 2,658 27,030 29,638
Transportation Services 291 41,329 42,217 42,120 40,993 41,388 42,258 42,628 43,247 43,358 43,707 43,707 425,623 466,952
Corporate, Operational & Council
9,002 8,630 9,509 9,472 10,258 11,389 8,570 13,750 8,667 15,459 10,193 105,897 114,899
Services 298
TOTAL LIFE CYCLE RENEWAL 72,806 78,865 69,714 68,839 73,571 73,163 74,273 79,473 76,425 83,093 76,930 754,346 827,150
_________________________________________________________________________________________________________________________________
LIFECYCLE RENEWAL SOURCES OF FUNDING
($000'S)
2016-2025
Source of Funding 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
Tax Supported
Capital Levy 26,767 28,274 30,742 29,251 33,651 36,515 41,495 43,461 44,553 43,154 42,587 373,683
Debenture 10,576 13,515 7,718 8,787 2,638 5,977 1,263 - - - - 39,898
Reserve Fund 15,053 18,571 15,143 16,120 17,296 14,395 12,574 19,257 15,811 23,163 16,622 168,952
Other 6,358 200 200 200 - - - - - - - 600
Total Tax Supported 58,754 60,560 53,803 54,358 53,585 56,887 55,332 62,718 60,364 66,317 59,209 583,133
Non-Tax Supported
Debenture - - - - - - - - - - -
Reserve Fund 1,205 725 290 400 315 445 365 665 315 600 2,125 6,245
Federal Gas Tax 10,388 15,350 12,715 12,085 17,321 13,655 16,175 13,554 13,075 13,555 12,975 140,460
Provincial Grants 1,121 1,995 2,805 1,885 1,935 2,161 2,386 2,521 2,656 2,606 2,606 23,556
Senior Government - - - - - - - - - - -
Other 1,338 235 101 111 415 15 15 15 15 15 15 952
Total Non-Tax Supported 14,052 18,305 15,911 14,481 19,986 16,276 18,941 16,755 16,061 16,776 17,721 171,213
Total 72,806 78,865 69,714 68,839 73,571 73,163 74,273 79,473 76,425 83,093 76,930 754,346
_________________________________________________________________________________________________________________________________
Lifecycle Renewal Capital Expenditures
($000's)
CULTURE
Total 2016- Total Project
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
CULTURAL SERVICES
GG184116 Museum London Major Upgrade 1,450 340 350 340 350 340 350 340 350 340 350 3,450 4,900
Interior/Exterior LCR Renovations 20 150 150 150 80 250 250 250 250
Major Facility Repair 30 20 20 20 20
Retrofit HVAC System - 30 130
Retrofit Electrical System 20 80 150
Renovation to Storage Vaults 100
Recommissioning Building Automation System
50 20 80 80
and HVAC
Refurbish Lower Washrooms 100
Building Accessibility 10 10 10 10 10 10 10 10 10 10
Facility Condition Studies 10 10 10 10 10
Facilities Maintenance Contingency 80 80 80 80 80 80 80 80 80 80
TS618616 Centennial Hall Bldg Code
Requirements 180 180 180 180 180 180 180 180 180 180 180 1,800 1,980
To maintain and refurbish Centennial Hall by
replacing and repairing aging equipment and
building systems.
TOTAL CULTURAL SERVICES 1,630 520 530 520 530 520 530 520 530 520 530 5,250 6,880
_________________________________________________________________________________________________________________________________
($000's)
CULTURE (cont'd)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
HERITAGE
* PD2154 Heritage Conservation 75 75 75 75 75 75 75 75 75 75 75 750 825
To implement the City's Heritage
Conservation Policies in the Official Plan and
respond to community desires for
neighbourhood heritage protection.
PD232416 Municipally Owned Heritage
Structure 472 472 472 472 472 472 472 472 472 472 472 4,720 5,192
Eldon House - Main House 438 152 9 167
Eldon House - Carriage House 260
Elsie Perrin Williams - Main Home 34 300 33 59
Elsie Perrin Williams - Gate House 12 50
Flint Shelter 131
Flint Cottage 20 15 25
Grosvenor Lodge - Main House 422 15
Grosvenor Lodge - Carriage House 75
Labatt Club House 206
Park Farm 139
Springbank Pumphouse 463
1 Dundas Street 185
700 Pond Mills 94
To Be Determined by Conditions Studies 472 472 472
TOTAL HERITAGE 547 547 547 547 547 547 547 547 547 547 547 5,470 6,017
Note: * represents projects that are classified as non-tangible capital assets. These expenditures will not result in the creation of a tangible asset (having physical substance).
_________________________________________________________________________________________________________________________________
($000's)
CULTURE (cont'd)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
LIBRARY SERVICES
RC3341 Integrated Library System 200 50 50 100 200 200 200 200 200 200 200 1,600 1,800
A planned program to maintain the currency,
effectiveness and efficiency of the Library's
integrated IT system. Program funded by
reserve fund.
RC3533 Library Branch Facilities Upgrade 50 30 30 200 100 100 100 100 100 100 100 960 1,010
To maintain branch facilities incl. replacement

of flooring, furniture & minor renovations.
Program funded by reserve fund.
RC3540 Library Facility Renewal Plan 420 1,720 420 400 500 550 550 550 550 550 550 6,340 6,760
To develop and implement a capital life cycle
planning methodology and multi-year capital
renewal plan. Program funded by reserve
fund.
RC3536 Central Library Revitalization 2,020 0 2,020
TOTAL LIBRARY SERVICES 2,690 1,800 500 700 800 850 850 850 850 850 850 8,900 9,570
TOTAL CULTURE 4,867 2,867 1,577 1,767 1,877 1,917 1,927 1,917 1,927 1,917 1,927 19,620 24,487
_________________________________________________________________________________________________________________________________
($000's)
ECONOMIC PROSPERITY
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
LONDON CONVENTION CENTRE
GG1772 Exterior Signage and Parking 450 450 450
To install improved digital signage and way
finding. Funded from reserve fund.
GG176516 Convention Centre Upgardes 697 440 815 548 196 882 523 645 1,647 1,455 529 7,680 8,377
Facility Maintenance program to maintain
efficient building, systems and equipment.
GG1770 Reconfiguration of Main Level 1,964 1,964
TOTAL LONDON CONVENTION CENTRE 2,661 440 1,265 548 196 882 523 645 1,647 1,455 529 8,130 10,791
COVENT GARDEN MARKET

GG1780 Covent Garden Roof Replacement 350 350 350
Replace original roof of Market building.
Funded by reserve fund.
GG1781 Replacement 6 Rooftop HVAC and
105 72 73 30 280 280
Make-up Air Units
Replacement of 6 aging rooftop HVAC units
and 2 make-up air units. Funded by reserve
fund.
GG1782 Re-lamping of Current Energy Efficient
30 14 23 20 87 87
Lighting
Replace lamps of current energy efficient
lighting, part of on-going program. Funded by
reserve fund.
GG1783 Replacement of Restaurant Elevator
85 85 85
Mechanical Components
Replace mechanical components of Dover
elevator, elevator car will remain. Funded by
reserve fund.
TOTAL COVENT GARDEN MARKET 220 86 96 400 802 802
TOTAL ECONOMIC PROSPERITY 2,661 660 1,351 644 596 882 523 645 1,647 1,455 529 8,932 11,593
_________________________________________________________________________________________________________________________________
($000's)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
ENVIRONMENTAL ACTION PROGRAMS
TS6020 Active Transportation 150 300 300 300 300 300 300 300 300 300 2,850 2,850
Non-roadway cycling infrastructure as
identified in the Transportation Master Plan
2030 and in the upcoming Cycling Master
Plan.
TOTAL ENVIRONMENTAL ACTION PROGRAMS 0 150 300 300 300 300 300 300 300 300 300 2,850 2,850
GARBAGE RECYCLING & COMPOSTING

SW6025 Waste Diversion 60 60 60 60 60 300 300
To install/replace waste diversion
infrastructure works at EnviroDepots,
Household Special Waste Depots, Material
Recovery Facility including surface water
control structures, fencing, retaining walls,
etc.
* SW6051 Municipal Waste Study 200 200 400 400
Development of a long term waste disposal
strategy is required to ensure disposal
capacity is available in the future.
SW6530 Material Recovery Facility 60 230 50 450 385 1,825 3,000 3,000
Replacement and rebuilding of major
components of the Manning Drive Material
Recovery Facility. Program funded by reserve
fund.
SW601416 W12A Ancillary Infrastructure 300 150 300 150 150 300 150 300 150 300 150 2,100 2,400
Annual program to install/maintain ancillary
infrastructure.
_________________________________________________________________________________________________________________________________
($000's)
ENVIRONMENTAL SERVICES (cont'd)
($000's)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
GARBAGE RECYCLING & COMPOSTING (cont'd)
SW602116 W12A New Cell Construction 100 2,760 540 100 3,100 100 3,100 9,700 9,800
The construction of new cells including
leachate collection system to provide required
disposal capacity for incoming waste.
SW604016 Landfill Gas Collection 340 640 100 370 100 370 100 370 2,050 2,390
Expansion of the landfill gas collection system
is required as new cells are constructed.
SW608716 Closed Landfill Management 75 75 75 75 75 75 75 75 75 75 75 750 825
Annual program for cell capping/restoration,
ground water monitoring well installation,
leachate and methane gas control measures
at closed landfills for protection of persons
and property. Locations and controls are
determined as need arises.
TOTAL GARBAGE RECYCLING & COMPOSTING 815 3,945 1,115 385 3,425 1,135 3,475 1,255 325 1,190 2,050 18,300 19,115
TOTAL ENVIRONMENTAL SERVICES 815 4,095 1,415 685 3,725 1,435 3,775 1,555 625 1,490 2,350 21,150 21,965
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
NEIGHBOURHOOD & RECREATION SERVICES

RC2070 Customer Service Systems 100 50 50 50 50 50 250 350
Recurring upgrades to recreation program and
facility registration and information systems.
RC2445 Senior Centres Lifecycle Renewal 620 310 120 110 120 210 220 110 120 120 120 1,560 2,180
Kiwanis SC - Roof and sewer line replacement 100 150
Hamilton Road Senior Centre and Annex 150 150

Facility Condition Studies 10 10 10 10 10 10
Facility Maintenance Contingency 50 50 50 50 50 50 50 50 50 50
Minor Maintenance 50 50 50 50 50 50 50
RC2620 Update Security Systems - Rec Facilities 100 100 100 100 110 110 520 620
Update facilities with current technology incl.

access control and video surveillance.
RC220116 Recreation Facilities 3,119 5,058 3,363 3,205 3,202 3,222 3,202 4,222 3,202 3,302 3,302 35,280 38,399
Lambeth Arena & Community Centre - Roof &
1,200 200
HVAC
Earl Nichols Arena and CC 130 1,080
Medway Arena and CC 365 400
South London Community Pool - Mechanical
400 415 600
Equipment
Covent Garden Outdoor Rink 100 400
North London Optimist CC - HVAC and Parking
340 200 400 203
Lot
Southcrest Pool Engineering for 2016
1,750
Construction
Farquharson Arena 200 1,000
_________________________________________________________________________________________________________________________________
($000's)
PARKS, RECREATION & NEIGHBOURHOOD SERVICES (cont'd)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
NEIGHBOURHOOD & RECREATION SERVICES (cont'd)

RC220116 Recreation Facilities (cont'd)
Carling Heights T-Block (on Hold) - Paint 160 470 403
Stronach Arena Heated Pool and CC- Rubber
100 300 1,100
Tile Floor
Canada Games Aquatic Centre 200 210 200 1,300
Victoria Park Band Shell and Outdoor Rink 140 100 1,000
Civic Garden Centre 150
South London CC Jalna 200 500
Labatt's Park and Grandstands 100 500
Oakridge Arena and Heated Pool 210 400
Thames Heated Pool and Bath House 100 1,000
Kinsmen Arena and CC - Roof & Front end
400
renovations
Argyle Arena - Roof at Rear 203
Byron Community Centre - pool 400 2,200 400
Springbank Gardens Community Centre 50 100 100
Northridge Pool 200 2,100
Boyle Community Centre 300
Junior Achievement Centre 100
Gibbons Heated Pool Bath House 303
North East Heated Pool Bath House 303
Carling Arena and Community Centre 1,500
Spray Pads - component replacement 900
Storybook Gardens 96 96 96 89 89 89 89 89 89 89 89
Storybook Gardens Features 1,000
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
NEIGHBOURHOOD & RECREATION SERVICES (cont'd)

RC220116 Recreation Facilities (cont'd)
Building Accessibility 30 30 30 30 30 30 30 30 30 30 30
Facility Condition Studies 30 50 30 50 30 50 30 50 30 30 30
Facility Maintenance Contingency 300 300 300 300 300 300 300 300 300 300 300
Sports Field Lighting 50 50 50 50 50 50 50 50 50 50 50
Life Cycle Renewal - Major Component
50 47 237 226 198 203 200 100 100 100
Replacement
RC288116 2016 Golf Course Lifecycle 150 125 150 200 200 200 200 200 200 200 1,675 1,825
To complete items as identified in conditions

study for ongoing infrastructure maintenance
of the operational building, club houses on the
golf courses. Program funded by reserve fund
TOTAL NEIGHBOURHOOD & RECREATION
4,089 5,418 3,708 3,515 3,622 3,682 3,722 4,582 3,632 3,672 3,732 39,285 43,374
SERVICES
PARKS & URBAN FORESTRY

PD1070 Victoria Park Redevelopment 100 100 100 100 100 100 500 600
Maintain and upgrade the basic infrastructure
of Victoria Park and deal with
increasing/changing use of park.
PD102316 District Park Infrastructure 350 200 350 500 500 500 500 500 500 500 500 4,550 4,900
Kiwanis Park 150 100
Greenway 250
West Lions 350
Southwest Optimist 250
Glen Cairn 100 100 150
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
PARKS & URBAN FORESTRY (cont'd)

PD102316 District Park Infrastructure (Cont'd)
White Oaks 200
Mitches 100 200
Stronach 150
Gibbons 200
Jessie Davidson 100
Foxfield 150
Bonaventure 300
Constitution 200
Future District Park Upgrades 500 500 500
PD112916 Downtown Street Tree Planting 225 110 110 225 225 225 225 225 225 225 225 2,020 2,245
Annual program to replace dead trees to
reduce tree loss in Downtown London.
PD117316 Springbank Park Upgrades 150 50 150 400 400 400 400 400 400 400 400 3,400 3,550
Upgrade Park Amenities 50 150
Master Plan Implementation 400 400 400 400 400 400 400 400
PD123516 Street Tree Planting Program 411 411 411 411 411 411 411 411 411 411 411 4,110 4,521
Replace trees on City boulevards due to age,

hazard etc. and as requests are received.
PD128216 Maintain Neighbourhood Park

220 180 450 500 500 500 500 500 500 500 500 4,630 4,850
Infrastructure
Fanshawe Little League 80
Evergreen 100
Lorne Ave 100
Mildred Barrons 50
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost

PD128216 Maintain Neighbourhood Park
Infrastructure (Cont'd)
Northeast 100
Cavendish 100
Bellwood 100
Pawnee 100
Peppertree 100
Thistledown 100
Skateboard Parks/BMX Parks 100
Duchess 100
Tree Planting 50 50 50 50 50
Community Park Projects 100 100 100 100 150 150 150 150 150 150
Grading/Drainage - Various Parks 50 50 50
Upgrade of Play Structures to CSA Standards 200 200 200 200 200 200 200 200 200
PD206316 Maintain Major Open Space Network 270 350 230 450 450 450 450 550 550 550 550 4,580 4,850
Glen Cairn 220

White Oaks 220
Fairmont 220
CP/Culver 100 200
West Ridge Trail 220
Beaverbrook 120
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
PD206316 Maintain Major Open Space Network
(Cont'd)
South River 220
Westminster 250 250 200
Boardwalk/Bridge Upgrades 100 200 200 200 200 200 300 300 300 100
Miscellaneous Pathway Links 30 30 30 30 30 30 30 50
PD213516 Maintain Thames Valley Parkway 300 1,000 350 250 250 250 250 250 250 250 250 3,350 3,650
South Branch Upgrades 1,000 200 200
North Branch Upgrades 200 200 200 200
Main Branch Upgrades 300 200 200
Miscellaneous Pathway Upgrades 50 50 50 50 50 50 50 50 50
PD217316 Maintain Sportspark Infrastructure 150 150 150 150 150 150 150 150 150 150 1,500 1,500
Multi-use Courts 150 150
Field Lighting 150 150 150
Sportsfield Upgrades 150 150
Fieldhouses 150 150 150
PD224316 Environmentally Significant Areas 350 200 200 200 200 200 200 200 200 200 200 2,000 2,350
Environmental Planning/Policy Updates 50 50 50
Species at Risk 50 50 50 50
Medway Valley 50 50 50 50
Sifton Bog 50 100 50
Meadow Lily Woods 50 50 50
_________________________________________________________________________________________________________________________________
($000's)

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost

PD224316 Environmentally Significant Areas
(Cont'd)
Kilally ESA 50 50 50 50
Coves 50 50 50 50
Westminster Ponds 100 100 50 50
Warbler Woods 50 50
Kains Woods 50 50
Ballymote 50 50
Pottersburg Valley 50 50
* PD275416 Woodland Management 150 150 150 150 150 150 150 150 150 150 150 1,500 1,650
To develop and implement management plans
for Woodland areas of the City.
PD302016 Maintain Urban Parks 200 250 100 500 500 500 500 500 500 500 500 4,350 4,550
Wortley Village Green 250
Carfrae 100
Ross 250
Lorne Ave 250
East Lions 250
Glen Cairn 250
Sherwood Forest 250
Other Parks 350 500 500 500 500
_________________________________________________________________________________________________________________________________
($000's)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost

RC246416 Multi Use Park Pathways 300 300 350 350 350 400 400 400 500 500 500 4,050 4,350
Replacement of sections of pathway and
systems in parks and on 41km of multi use
trail systems.
RC274916 Park Facilities Major Upgrades 150 475 540 630 545 535 545 230 1,250 1,250 545 6,545 6,695
Gibbons Park 385
Thames Park 460
Vauxhall Park 60 345
Lambeth Optimist Park 50 300
South East Optimist 50
McKillop Park 110
Springbank Park 300 100 350
Blackburn Fountain incl. Controls and pumps 300
City Wide Sports Park - replace artificial turf 80 20 1,100 1,100

Building Accessibility 10 10 10 10 10 10 10 10 10
Facility Condition Studies 10 10 10 10
New Condition studies in 2016 to determine
100 50 95 35 20 50 60 95
future requirements
TS309316 Parks Major Upgrades 350 350 400 450 450 450 500 500 600 600 600 4,900 5,250
For repair/replacement of existing park
amenities incl. roadways, parking lots, tennis
courts, Christmas decorations, etc.
PD2245 Coves Environment Significant Area 150 150
PD2134 Maintain Thames Valley (Budget tsfd to
(1,485) (1,485)
TS1135-Dundas Flexible Street)
TOTAL PARKS & URBAN FORESTRY 2,191 4,176 4,041 5,166 5,181 5,121 5,281 4,966 6,286 6,186 5,581 51,985 54,176
6,280 9,594 7,749 8,681 8,803 8,803 9,003 9,548 9,918 9,858 9,313 91,270 97,550
SERVICES
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
CITY PLANNING & RESEARCH

* PD1213 Archaeological Master Plan Update 75 75
TOTAL CITY PLANNING & RESEARCH 75 75
TOTAL PLANNING & DEVELOPMENT SERVICES 75 75
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
EMERGENCY & SECURITY MANAGEMENT

GG1589 Facility Mtce Security Measures 100 150 150 150 150 150 150 150 150 150 150 1,500 1,600
To develop, maintain and enhance a unified
facility security program that will allow for
centralized monitoring and access at City
facilities
GG1600 Emergency Management 50 50 50 50 50 50 50 50 50 50 50 500 550
To address emergency management programs
including Emergency Operations Centre and
communication improvements and
information access.
TOTAL EMERGENCY & SECURITY MANAGEMENT 150 200 200 200 200 200 200 200 200 200 200 2,000 2,150
FIRE SERVICES
PP1045 Replace Portable Radios 245 238 1,177 1,660 1,660
To replace portable radios. Working jointly
with TSD, Police Services, EESD and London
Fire, the City upgraded the City radio system
in 2012. At that time all portable radios were
replaced.
PP104216 Non-Emergency Fire Vehicle
50 160 105 345 175 255 135 195 109 1,529 1,529
Replacement
Fire Prevention Vehicles (to replace)
1 - 2010 Ford Focus 25 25
2 - 2012 Ford Focus 50
6 - 2014 Ford Focus 100 50
3 - 2015 Ford Focus 75
3 - 2008 Ford Focus 50 75
1 - 2011 Ford Focus 25 29
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES (cont'd)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
FIRE SERVICES (cont'd)
PP104216 Non-Emergency Fire Vehicle
Replacement (cont'd)
3 - 2014 Ford Focus (new inspectors) 75
3 - 2015 new inspectors 75
Fire Investigation Truck 225
Public Education
1 - 2007 Freestar Van 30
1 - 2007 Freestar Van 30
1 - 2008 Pontiac Montana 30 30
1 - 2008 Pontiac Montana 30 30
Service Vehicles
1 - 2008 Ford E150 Cargo Van 40 40
1 - 2012 Ford Transit Service 9 35
1 - 2009 Ford F250 Pickup Service 4 40 40
1 - 2004 3500 Pick up Service 2 55
Training
1 - 2010 Ford F250 Pickup 40 40
1 - 2010 Ford Van 35 35
Administration
1 - 2003 Mini Van 35
1 - 2012 Ford Fusion 35
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
PP112316 Replace Firefighter Equipment 625 1,975 100 50 414 100 990 625 385 801 930 6,370 6,995
Thermal Imaging Camera (replaced every 6
300
years)
Rescue Equipment 277 285
Defibrillators 100 108
Bunker Gear 543 543
Ongoing Replacement to conform to NFPA
100 100 100 100 100 100 100 100
standards
Breathing Apparatus (SCBA) 1,790 200
HAZMAT Equipment 50 50 50
Helmets (Replaced every 10 years) 160
Bunker Gear Drier 80
Compressors (Station 1, 2, 6 & 9) 100
CAD System & BI Tool 185 214 248 287
PP115216 Emergency Fire Vehicle Replacement 2,270 1,226 765 77 529 770 750 2,326 1,755 8,198 10,468
1 Command Car - 2011-01-C 70 77 85

Air Light - 1996-02-AL 490
1 Engine - 1999-02-E 666
Service Vehicle - 2010-04-S 55
1 Zodiac boat - 2002 17 18
Engine - 1995-01-E 693
Command Car -2015-01-C 77
Pickup (Marine Unit) - 2004-01-M 55
Pickup (Marine Unit) - 2004-02-M 55
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
PP115216 Emergency Fire Vehicle Replacement
(cont'd)
Tanker -2002-01-TK 434
Rescue - 2005-01-R 770
1 Pumper Rescue 750
1 Aerial Truck 2008-02-A 1,434
Hazmat 892
Engine - 2009-01-PR 780
Engine - 2009-02-PR 780
PP117616 Fire Stations - Major Upgrades 640 500 690 700 740 750 740 750 740 750 740 7,100 7,740
Firehall #3 (Commissioners) 180
Firehall #1 (Horton-roof) 40 340
Firehall #5 (Deveron) - Bunker room and
150 70 270
Standby Generator
Firehall #13 (Fanshawe) 30 200
Firehall #6 (Oxford) 60 530
Firehall #12 (Byron) 30 200
Firehall #2 (Florence) 40 380
Firehall #9 (Wellington) 70 580
Firehall #1 (Horton) 70 580
Firehall #14 70 580
Firehall #10 Trafalgar 70 350
Firehall #7 Fanshawe 230 380
Firehall #8 Western 650
Nederman System - Replacement Program 60 50 70
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
PP117616 Fire Stations - Major Upgrades
(Cont'd)
Training Tower 10 10 10 10 10
Building Accessibility 10 10 10 10 10 10 10 10
PP3032 Radio Equipment (Budget tsfd to
(310) (310)
GG1055-One Voice Communications)
TOTAL FIRE SERVICES 3,225 3,996 950 1,620 1,499 1,165 2,434 3,577 2,010 4,072 3,534 24,857 28,082
POLICE SERVICES
PP4327 Phone System 172 172 172
The current administrative phone system
must be upgraded. Support is not available
after Dec 31, 2016. The upgrades will include
a transition to a new, compatible messaging
systems.
PP4405 Portable Radio User Gear 1,279 2,748 4,027 4,027
Replacement of portable radios after 12 years
(life expectancy is 10 years).
PP4406 Storage Server 225 225 450 450
The Digital Forensic Unit (DFU) requires an
enterprise grade storage server to support
investigations which will enhance the
technological infrastructure associated with
DFU.
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
POLICE SERVICES
PP431416 Replacement Vehicles - Police 955 1,797 1,685 1,493 1,866 1,506 1,805 1,601 1,867 1,552 1,769 16,941 17,896
Automobiles
Patrol Cars 330 360 330 360 330 330 330 330 330 330
Patrol Cars (Pre-Ordered) 330 330 330 330 330 330 330 330 330 330
CID/Unmarked Car 509 400 400 400 400 400 400 325 400 400
Hybrid 120 120
Medium Duty Vehicles
Patrol Wagon/Sprinter Van 136 136 136 136 136
Sport Utility Truck 100 100 100 100 100 100 100 100 100 100
Heavy Duty Vehicles
ERU Patrol Vehicle 40 40 40 40 40 40 40 40 40 40
CID 62
Prisoner/Court Transport Van 215 80
Other Vehicles/Equipment
Motorcycle 72 108
Bicycle 12 12 14 12 12 12 14 12 12 12
Cargo Trailer 19 19
Boat 70
Site Service Equipment 34 34 34
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
POLICE SERVICES
PP431416 Replacement Vehicles - Police (cont'd)
Other
Propane Conversions 101 113 101 113 101 109 101 101 101 101
In-Car Mounts 17 17 17 144 17 17 144 17 17 144
Conversion/Outfitting 132 149 132 149 132 143 132 132 132 132
In-Car Printers 10 9 10 10 10 10 10 9 10 10
PP444416 Headquarters Building Repairs 500 525 550 575 600 625 650 675 700 725 750 6,375 6,875
Regular ongoing maintenance & upgrade to
601 Dundas Street.
PP4326 Conducted Energy Weapons 339 339
TOTAL POLICE SERVICES 1,794 3,998 2,235 2,068 2,466 2,356 2,455 2,276 5,315 2,277 2,519 27,965 29,759
TOTAL PROTECTIVE SERVICES 5,169 8,194 3,385 3,888 4,165 3,721 5,089 6,053 7,525 6,549 6,253 54,822 59,991
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
HOUSING
PD261816 Public Housing Major Upgrades 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 22,080 24,288
To maintain and repair existing public housing
units for works such as roof repairs, exterior
and interior renovations and other capital
repairs as required. Program funded by
reserve fund.
TOTAL HOUSING 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 2,208 22,080 24,288
LONG TERM CARE

GG162016 Dearness Major Upgrade 400 400 400 500 450 450 450 450 450 450 450 4,450 4,850
Paint Program 50 50 50 50 50 50
Replacement - Resident Lifts and Furniture 150 50 50
Replacement Roof (2020) 75 200 200 200
Replacement - HVAC System Engineering 100
Replacement - HVAC System 50 50 200 200
Replacement - Security, Nurse & Fire System 100
Replacement - Carpet 50 100
Replacement - Resilient Flooring 100 50 100 100 100
Replacement - Rubber Flooring 50 50
Replacement - Windows & Coverings 50
Replacement - Kitchen equipment 125 200
Replacement - Laundry Features 100
Replacement - Tubs 100
_________________________________________________________________________________________________________________________________
SOCIAL & HEALTH SERVICES (Cont'd)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
LONG TERM CARE (Cont'd)
GG162016 Dearness Major Upgrade (Cont'd)
Replacement - Site Features 50
Replacement - Lighting Features 50 50
Replacement - Washroom/Shower Fixtures 50 50 100 100 100
Future Life Cycle study results to be
100 300 300
determined
TOTAL LONG TERM CARE 400 400 400 500 450 450 450 450 450 450 450 4,450 4,850
ONTARIO WORKS
OW2755 Ontario Works Capital Replacement 100 100 100 100 100 500 500
To fund ongoing capital replacement of new
facilities established for Ontario Works
decentralization.
TOTAL ONTARIO WORKS 0 0 0 0 100 100 100 100 100 0 0 500 500
TOTAL SOCIAL & HEALTH SERVICES 2,608 2,608 2,608 2,708 2,758 2,758 2,758 2,758 2,758 2,658 2,658 27,030 29,638
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
PUBLIC TRANSIT
MU1200 Fleet Radio Replacement 125 125 125
The replacement of on-bus radio equipment, noting the
equipment will have reached the end of its useful life by
2017. Prior years budget $500,000.
MU1210 Fare Processing Equipment 1,495 1,495 1,495
The replacement of on-board fareboxes on the conventional

fleet given they are in excess of 20 years old and will no
longer be required with the shift to smart card technology.
MU104416 Bus Purchase Replacement 6,035 7,587 7,587 7,795 7,795 8,315 8,835 9,144 9,455 9,455 9,455 85,423 91,458
Ongoing program of replacing buses supporting maintaining
assets in a state of good repair, mitigating vehicle
maintenance and supporting service reliability.
MU113616 LTC Existing Facility Mtce and Upgrades 300 500 500 300 500 500 500 500 500 500 500 4,800 5,100
Ongoing program supporting the necessary maintenance
practices to effectively manage a 261,600 square foot
facility, noting that the major portion of the facility was
constructed in 1949/50. The facility has an operating service
and storage capacity for 185 40' buses.
TOTAL PUBLIC TRANSIT 6,335 8,087 9,707 8,095 8,295 8,815 9,335 9,644 9,955 9,955 9,955 91,843 98,178
_________________________________________________________________________________________________________________________________
TRANSPORTATION SERVICES (cont'd)
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS
TS1138 Road Safety Strategy 125 125 125 125 125 125 125 125 125 125 1,250 1,250
The London Road Safety Strategy (RSS) was developed with
partners including Middlesex London Health Unit, London
Police, Middlesex County and others. The program will
implement City lead initiatives to improve road safety such
as intersection geometric modifications, traffic signal
adjustments, signage improvements, pedestrian facility
upgrades and pavement markings.
TS3228 Downtown Streetscape 50 50 50 50 50 50 50 50 50 50 50 500 550

A Life Cycle Project for downtown beautification projects and
the replacement costs associated with downtown
streetscape furniture and decorations.
* TS4040 Miscellaneous Traffic Studies 150 150 100 100 100 100 100 100 100 100 100 1,050 1,200
To complete traffic studies requiring specialized expertise to
address Council requests and public concerns and to conduct
traffic counts in support of these and ongoing system
optimization.
TS116516 Warranted Sidewalks 230 550 550 550 550 550 550 550 550 550 550 5,500 5,730
To provide new sidewalks at locations throughout the City to
address school related pedestrian safety as identified
through warrant evaluation by School Boards, London Police,
LTC and City.
TS125416 Localized Roadworks 535 535 535 535 535 535 535 535 535 535 535 5,350 5,885
Annual Life Cycle program for road improvements of a minor
nature including channelization, sidewalk ramps (min.
$20,000), radius improvements and bus bays at various
locations throughout the City.
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS (cont'd)
TS144616 Road Networks Improvement 12,503 15,373 14,027 12,027 12,027 12,027 12,027 12,027 12,027 12,027 12,027 125,616 138,119
2016 Construction:
Dundas (Eleanor to McCormick) 75
Oxford St E (Elizabeth to Durham) 133
Florence Street (Egerton to Eleanor) 1,075
Wonderland Rd N (315m south of Sarnia Road to 250m north
425
of Sarnia Road)
Adelaide Street S (Osgoode Cres to south limit) 660
Fanshawe College Blvd/Sandford St (Oxford to Huron) 825
Hamilton Road (Giles St to Hydro St) 600
Horton Street (Richmond St to Thames River) 700
Ridout St N (Fullarton to Albert) 300
Riverside Dr (Bridge over Thames River to Cavendish) 400
Veterans Memorial Parkway Ph. 1 (City's Maint. Boundary to
8,000
Oxford)
Wharncliffe Rd (Riverside Dr to Kensignton Ave) 100
Wonderland Rd N (Oxford St W to south limit of Bridge over
700
CP rail)
2016 Survey & Design Work:
Highbury Ave S (Hwy 401 to Hamilton Rd) 250
Wonderland Rd S (Manning Dr to South City Limits) 150
Land Development 200
PMA (Road Matrix) 300
Curb & Gutter Repairs 130
Railway Crossing Improvements 150
Geotechnical Investigation & Inspections 200
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS (cont'd)
TS144616 Road Networks Improvement (Cont'd)
2017 Construction:
Byron Baseline (Griffith to Grandview) 1,200
Dundas (Quebec to Eleanor) 600
Wellington (Emery to Watson) 725
Commissioners Rd W (Huxley to Wharncliffe) 450
Elviage Drive (Woodhull Rd to 115m east of Woodhull Rd) 35
Main Street Lambeth (Campbell to Dingman Creek) 2,500
Queen Street (Thames River to Colborne St) 467
Westdel Bourne (Elviage to Byron Baseline) 70
Wonderland Rd S (Manning to 600m south of Glanworth) 2,600
Woodhull Rd (Oxford St W to Elviage Drive) 700
Veterans Memorial Parkway Ph. 2 (City's Maint. Boundary to
4,000
Oxford)
2018 Construction:
Brydges St (Egerton to Douglas) 290
Egerton Ph 1 (Dundas to Pine) 1,150
Hamilton Road (Chelsey to Egerton) 550
Huron (Barker to Sandford) 3,740
Talbot (Dundas to Kent) 1,030
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS (cont'd)
TS144616 Road Networks Improvement (Cont'd)
Wellington (Commissioners to Emery) 795
Hamilton (Horton to Adelaide) 200
Hamilton (Chelsey to Anderson) 80
Richmond N (Epworth to north of the Thames River) 350
Wonderland Rd S (600m south of Glanworth to south City
2,750
limits)
2018 Survey & Design Work:
Fanshawe Park Rd E (Highbury to Clarke Rd) 112
PMA (Road Matrix) 300
2019 Construction:
Egerton Ph 2 (Pine to Trafalgar) 725
Brydges St (Douglas to Highbury) 800
Fanshawe Park Rd E (Highbury to Clarke Rd) 3,650
Fanshawe Park Rd W (Medway Creek to North Centre Rd) 1,575
Old Victoria Rd (Westminster to south city limit) 1,322

Oxford St E (McNay to Wistow) 500
Sandford (Huron to Kilally) 525
Scotland (Wonderland Rd S to Highbury Ave S) 2,250
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS (cont'd)
TS176316 Bridges Major Upgrades 2,800 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 3,600 36,000 38,800
Queens Bridge (over Thames River) Ph 1 & 2 2,100 1,500
Windermere Road over Stoney Creek 1,350
Kensington Bridge 150 1,800 1,000
Wharncliffe Rd over Thames River - Ph 1 & 2 150 1,500 2,000
Boler Road Bridge 150 900
EA - Dundas Street East over Pottersburg Creek 250
Waterproofing & Repaving 700
Design assignment for Highbury Ave over Thames River,
300
south branch
Design assignment for Dundas St E Bridge 250
Infrastructure Inspection Program 150 150
TS301416 Road Rehab Local & Rural 5,800 6,000 6,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 76,000 81,800
An Annual Life Cycle Program to reconstruct deficient local
streets and secondary collectors, curb & gutters identified
for immediate replacement.
TS303716 Replace & Repair Sidewalks 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 12,000 13,200
To replace sidewalk in poor condition typically associated
with road reconstruction and to replace small sections of
sidewalk in poor condition.
TS331016 Road Surface Treatment 700 700 700 700 700 700 700 700 700 700 700 7,000 7,700
To surface treat deteriorated roads in rural areas.
TS405816 Traffic Calming Program 125 125 125 125 125 125 125 125 125 125 125 1,250 1,375
To design and construct traffic calming measures to improve

safety and reduce short cutting in neighbourhoods.
_________________________________________________________________________________________________________________________________
Total 2016- Total
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Project Cost
ROADWAYS (cont'd)
TS406716 Traffic Signals Maintenance 3,201 3,622 3,326 3,606 3,591 3,591 3,591 3,601 3,561 3,710 3,710 35,909 39,110
This Life Cycle project provides for the replacement of traffic
signal equipment to reduce annual maintenance costs,
improve visibility and actuate movements. Forecasted
budget increases are proposed to more closely relate to long
term needs.
TS512316 Street Light Maintenance 1,650 2,050 2,025 2,230 2,440 2,540 2,640 2,740 2,780 2,980 2,980 25,405 27,055
A Life Cycle project provides for the replacement of existing
equipment that is no longer cost effective to repair. This
project includes upgrading of street lights in conjunction
with other construction/maintenance projects and the
lighting of walkways as identified through the Warranted
Walkway Lighting Program.
TS618116 Salt and Sand Dome LCR 50 50 50 50 50 300 50 250 50 50 50 950 1,000
A continuing Life Cycle Renewal program to
maintain/refurbish as required all to winter salt/sand piles at
various Operation Centres.
TS4075 LED Street Light Upgrades 6,000 6,000
TOTAL ROADWAYS 34,994 34,130 32,413 32,898 33,093 33,443 33,293 33,603 33,403 33,752 33,752 332,530 367,524
TOTAL TRANSPORTATION SERVICES 41,329 42,217 42,120 40,993 41,388 42,258 42,628 43,247 43,358 43,707 43,707 424,373 465,702
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
CORPORATE SERVICES
GGMOD Network Modernization 305 50 1,300 160 50 50 50 2,700 50 1,535 50 5,995 6,300
Provides for all network equipment and fibre
optic cabling across 80 site portfolio.
GG1050 Corporate Systems Update 350 450 450 1,450 700 700 700 1,500 700 7,000 7,000
Annual project required for a variety of

Corporate Information Systems, including the
JD Edwards Enterprise Resource Planning
(ERP) which includes Payroll, Budget,
Accounts Payable, Work Orders, Fixed Assets,
Purchasing and General Ledger. The project
also covers Kronos which includes time-entry,
scheduling and attendance reporting. These
systems provide for data input, storage,
retrieval and analysis features to meet the
corporate needs. Project provides for
upgrades & maintenance to existing
programs.
GG1055 One Voice Communications 1,743 400 500 500 500 500 500 500 500 500 500 4,900 6,643
This project involves the complete review and
replacement of the communications network
and all elements within the City of London.
All services are represented that use radio
communication, with special consideration
given for the emergency services of Police and
Fire.
GG1320 Courts Administration Building 60 60 60 60 60 300 300
To undertake required repairs and ongoing
maintenance to maintain an efficient building.
_________________________________________________________________________________________________________________________________
CORPORATE, OPERATIONAL & COUNCIL SERVICES (cont'd)
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
CORPORATE SERVICES (cont'd)
GGAPPL Application, Data, Information &
775 375 490 1,737 417 317 542 1,882 417 317 417 6,911 7,686
Process - ITS
Deliver and manage applications, middleware
and databases while also supporting process
improvement.
GGSTOR Primary Storage Replacement 1,600 2,500 2,050 6,150 6,150
Provides a reliable, high performing storage
area network and backup recovery
infrastructure.
ME1206 Fuel System Management 50 50 50 50 50 50 50 50 50 50 50 500 550
A Life Cycle Maintenance project for the
replacement and automation of corporate
bulk fuel storage tanks, fuel pump equipment
and dispensing equipment due to age,
condition, obsolescence regulatory
compliance and environmental concerns.
* ME1407 Fleet and Equipment Maintenance 75 75 150 150
To hire consultant to review and audit Fleet
Equipment Services lifecycle requirements for
future years
GGITSEC Security Event and Incident 265 15 165 15 15 15 165 15 15 15 700 700
Provides for a Security Information and Event
Management system (SEIM) as well as
Firewall protection.
GG154516 Municipal Buildings 510 530 510 530 310 330 310 330 310 330 310 3,800 4,310
An annual Life Cycle Renewal program to
maintain and manage aging facilities at
acceptable risk levels.
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
GG155516 City Hall Major Upgrades 1,075 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 11,075
Renovations to one floor every 3 years
including asbestos abatement and staff
relocation.
GGENDUSER End User 100 85 85 85 85 85 85 85 85 85 85 850 950
Unified communication and device
optimization.
3,666 5,216 4,604 3,941 4,991 4,119 4,448 5,482 4,754 7,241 6,237 51,033 54,699
ME2016 Vehicle & Equipment Replacement-TCA
Light Vehicle
Compact Cars 18 18
Hybrid Car/SUV 53 49 106
Mini Van 75 225
Full size Van 93
Full size Truck 517 446 54
Four WHD Truck 238 30 60
Utility Truck 264
Crew Cab Truck 31 31
Medium Vehicle
Transit Van 36 29 147
Flat Deck/Dump Truck 55 327
Heavy Vehicle & Equipment
Dump Truck with Hoist 260
Conventional Cab 118
Crew Cab 536
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
ME2016 Vehicle & Equipment Replacement-TCA (cont'd)
Heavy Vehicle & Equipment (Cont'd)
Tandem Dump Truck 819 273 1,775
Rear Loading Packer 812
Side Loading Packer 255
Crew Cab with Crane 112
Combination Dump/Sander 136
Split Rear Loading Packer 240
Off-Road Equipment
Tractor (45-59 hp) 134 168
Rotary Type (Up to 72") 196 24 196 49
Reel Type (Up to 72") 227
Trackless (Articulated 4WHD) 1,035 115
Rotary Type (Over 72") 301 60 60 120
Large Reel Type (Over 72") 46
Small Sweepers 125
Front End Wheel Loader (over 2 cu yd) 840
Grader 325 650
Backhoe Loader (over 75 hp) 125 125
Front End Loader (up to 2 cu yd) 126
Skid Steer Loader 88
Small Roller 44
Large Roller 101
Truckster 45 45
Line Marker Truck 403
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
ME2016 Vehicle & Equipment Replacement-TCA (cont'd)
Off-Road Equipment (Cont'd)
Hydro Excavation Truck 570
Ice Resurfacer (Self Propelled) 524
Misc. and Small Equipment & Tools
One Way Front Plow & Wing 180 60 420
Two Way Front Plow 48 12 6
General Utility Single & Tandem Axle 59 6 48 6
Low Bed Float (6-15 tons) 31
Message Board 40
Rotary Mower - Front Mount 57 19 38
Rotary Mower - Tow Behind 84
Flail Mower - Front Mount 11 16 11 11
Grader Front Plow & wing 27 54
Fertilizer Spreader 7
EPOKE Sanders 660 220 110
Trailer Mounted Compressor 108
Golf Carts 86 67
Tanker Trailer 540
Directional Drill 92
V Plow 13 13
Tamper 23
Pavement Heater 51
Miscellaneous 78 100 145 90
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
**ME201602 Vehicle & Equipment Replacement-
68 109 55 54 50 78 130 36 76 66 44 698 766
Non-TCA
Small Pumps (1' to 2") 20 16
Ice Edger (Up to 8 hp) 15 4
Line Painter (Portable) 21
Snow Blowers (Push type) 8 1 1
Weed Eater 8 10 9 8
Large Push Mowers (over 23') 5
Push Mowers (up to 23") 7 3
Push Reel Mower 9
Concrete Saw (Walk Behind) 6 2 6
Rototiller 6
Portable Generator 3 3 5
Line Grinder 10
Miscellaneous 12 24 18 28
TS620016 Operation Facilities 710 490 550 740 740 760 740 760 710 710 710 6,910 7,620
Adelaide Operations Centre 330 70 300
AJ Tyler Operations Centre - HVAC and
310 200
Electrical
AJ Tyler Operations Centre - 2nd floor elevator 40 400
Exeter Road Operations Centre 105 140 300 300

Wolseley Operations Centre 95 200 200
Oxford Operations Centre 50 150
Stand-by Generation - ESA requirement 100
_________________________________________________________________________________________________________________________________
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2025 Cost
TS620016 Operation Facilities (Cont'd)
New condition studies to determine future
540 540 540 540
requirements
Minor Buildings 60 70 70 70
TOTAL CORPORATE SERVICES 9,002 8,630 9,509 9,472 10,258 11,389 8,570 13,750 8,667 15,459 10,193 105,897 114,899
TOTAL CORPORATE, OPERATIONAL & COUNCIL
9,002 8,630 9,509 9,472 10,258 11,389 8,570 13,750 8,667 15,459 10,193 105,897 114,899
SERVICES
_________________________________________________________________________________________________________________________________
Growth Capital Budget
_________________________________________________________________________________________________________________________________
GROWTH EXPENDITURE SUMMARY
($000'S)

2016-2025
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total Total 10 Yr Avg
Cultural Services 308 1,500 3,330 3,330 6,660 8,160 666
Economic Prosperity 311 13,745 1,255 5,000 5,000 10,000 25,000 1,000
Parks, Recreation & Neighbourhood
313 2,300 13,691 15,374 12,030 15,573 13,079 2,950 3,070 2,855 2,475 3,720 1,975 73,101 89,092 7,310
Services
Planning & Development Services 331 650 250 1,373 1,558 125 275 225 225 225 275 125 50 4,456 5,356 446
Protective Services 336 500 1,565 2,063 1,805 5,933 5,933 593
Transportation Services 340 35,932 33,752 87,541 101,860 145,414 103,595 46,643 52,835 38,002 66,070 67,780 60,278 770,018 839,702 77,002
TOTAL GROWTH 54,127 48,948 104,288 115,948 171,007 122,342 56,623 56,130 41,082 68,820 71,625 62,303 870,168 973,243 87,017
_________________________________________________________________________________________________________________________________
GROWTH SOURCES OF FUNDING
($000'S)
2016-2025
Source of Funding Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
Tax Supported
Capital Levy 1,636 922 3,311 2,968 3,434 2,474 670 1,140 647 1,205 1,408 2,602 19,859
Debenture (1) 18,859 5,522 12,868 13,085 19,229 21,279 6,262 3,363 3,882 10,027 4,145 2,901 97,041
Reserve Fund 608 2 - - - - 361 - - - - - 361
Other (2) 131 50 - - - - - - - - - 50.00
Total Tax Supported 21,103 6,577 16,229 16,053 22,663 23,753 7,293 4,503 4,529 11,232 5,553 5,503 117,311
Non-Tax Supported
Debenture 4,417 3,302 21,935 29,628 39,306 28,786 13,944 13,836 11,901 23,303 22,071 30,087 234,797
Reserve Fund 28,607 38,352 32,137 32,872 37,064 34,636 34,710 28,155 23,477 18,131 22,013 18,380 281,575
Federal Gas Tax - - - - - - - - - - - -
Provincial Grants 50 - - - - 55 - 55 - 55 - 165
Senior Government 667 33,987 37,395 71,974 35,167 621 9,636 1,120 16,154 21,933 8,333 236,320
Other - - - - - - - - - - - -
Total Non-Tax Supported 33,024 42,371 88,059 99,895 148,344 98,589 49,330 51,627 36,553 57,588 66,072 56,800 752,857
Total 54,127 48,948 104,288 115,948 171,007 122,342 56,623 56,130 41,082 68,820 71,625 62,303 870,168
_________________________________________________________________________________________________________________________________
GROWTH CAPITAL EXPENDITURES
($000'S)
CULTURAL SERVICES
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
LIBRARY SERVICES
RC3464 Northwest Branch Library 309 750 3,330 4,080
RC3466 Southeast Branch Library 310 750 3,330 4,080
TOTAL LIBRARY SERVICES 1,500 3,330 3,330 8,160
TOTAL CULTURAL SERVICES 1,500 3,330 3,330 8,160
_________________________________________________________________________________________________________________________________
PROJECT DETAIL RECORD
CORPORATION OF THE CITY OF LONDON DATE
YR. MO. DAY
2016 Capital Budget with Forecasts (In 000's) PREPARED/REVISED 2015 12 10
Job Number Project Title Entity Department Division/RF Type Strategic Result Function Classification Project Manager
RC3464 NORTHWEST BRANCH LIBRARY Boards & Boards & London Public Enriched Cultural Tangible Capital Growth S. Hubbard Krimmer
Commissions Commission Library Identity Asset
Project Description
To acquire land, design and construct a new full service branch library to accommodate population growth. The updated Development Charges review, along with the City of London Parks & Recreation Master
Plan identifies the need for community space in the northwest. Growth Related 43.7% (38.89% Dc Rate Supported). Growth splits are consistent with the 2014 DCBS.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project Justification
Based upon the Development Charges Review, the Library Board, at its May 2013 meeting, approved the change in construction date to 2019, based on projected population growth and the potential opportunity
to partner with the City of London on a multi purpose facility.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Years Approved Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Beyond Budget
Budget Budget
NORTHWEST BRANCH LIBRARY
EXPENDITURE
DESIGN
LAND ACQUISITION 750 750
CONSTRUCTION 3,330 3,330
OTHER
EXPENDITURE 750 3,330 4,080
SOURCES OF FINANCING
RATE SUPPORTED
DEBENTURE 383- 2,113- 2,496-
RESERVE FUND
RATE SUPPORTED 383- 2,113- 2,496-
NON - RATE SUPPORTED
RESERVE FUND 367- 367-
DEBENTURE 1,217- 1,217-
NON - RATE SUPPORTED 367- 1,217- 1,584-
SOURCES OF FINANCING 750- 3,330- 4,080-
NORTHWEST BRANCH LIBRARY
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC3466 SOUTHEAST BRANCH LIBRARY Boards & Boards & London Public Enriched Cultural Tangible Capital Growth S. Hubbard Krimmer
Commissions Commission Library Identity Asset
Project Description
As previously identified and confirmed by the 2014 Development Charges Study, there is a need for a new full service branch library to accommodate population growth. Growth Related 79% (71.1% DC Rate
Supported).
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The population standard for the current leased Pond Mills branch was exceeded in 2011. As well, the branch is already beyond capacity in terms of library standards. The library will be part of a new
multi-purpose recreation centre in the southeast. This would replace the current Pond Mills branch.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SOUTHEAST BRANCH LIBRARY
EXPENDITURE
DESIGN
OTHER
RATE SUPPORTED
DEBENTURE 249- 929- 1,178-
RESERVE FUND
RATE SUPPORTED 249- 929- 1,178-
RESERVE FUND 501- 2,401- 2,902-
DEBENTURE
SOUTHEAST BRANCH LIBRARY
_________________________________________________________________________________________________________________________________
($000'S)
ECONOMIC PROSPERITY
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ECONOMIC PROSPERITY
TS1308 Hwy 401 Interchange Projects 312 13,745 1,255 5,000 5,000 25,000
TOTAL ECONOMIC PROSPERITY 13,745 1,255 5,000 5,000 25,000
TOTAL ECONOMIC PROSPERITY 13,745 1,255 5,000 5,000 25,000
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1308 HWY 401 INTERCHANGE PROJECTS Civic Departments Environmental & Roads & Economic Prosperity Tangible Capital Growth D. MacRae
Engineering Structures Asset
Project Description
Project represents City's contribution to agreement with Province to reconstruct four interchanges at the 401 and major City arteries: Wonderland Road, Veterans Memorial Parkway, Highbury Ave, and Colonel
Talbot Road. Also includes widening of Highbury Avenue to six lanes from Highway 401 to Wilton Grove Road and extension of Veterans Memorial Parkway south to Wilton Grove Road. Partnership project
provides a cost-effective opportunity for the City to achieve the required improvements. 61.23% Overall Growth Related as per 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Will facilitate economic development along the Highway 401.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HWY 401 INTERCHANGE PROJECTS
EXPENDITURE
DESIGN
LAND ACQUISITION
CONSTRUCTION 13,745 1,255 5,000 5,000 25,000
RELOCATE UTILITIES
CITY RELATED EXPENSES
EXPENDITURE 13,745 1,255 5,000 5,000 25,000
RATE SUPPORTED
FUNDED FROM OPERATIONS 548- 45 503-
DEBENTURE 8,780- 4,841 2,750- 2,500- 9,189-
RESERVE FUND
RATE SUPPORTED 9,328- 4,886 2,750- 2,500- 9,692-
RESERVE FUND 5,558- 2,250- 2,500- 10,308-
DEBENTURE 4,417- 583- 5,000-
NON - RATE SUPPORTED 4,417- 6,141- 2,250- 2,500- 15,308-
SOURCES OF FINANCING 13,745- 1,255- 5,000- 5,000- 25,000-
HWY 401 INTERCHANGE PROJECTS
_________________________________________________________________________________________________________________________________
($000'S)
PARKS, RECREATION AND NEIGHBOURHOOD SERVICES

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
*RC2011 Update Master Plan P&R 318 300 50 50 150 150 50 750
RC2756 East Multi-purpose Rec Centre
319 10,416 7,764 18,180
Aquatics Anchored
RC2758 South East Multi-purpose Rec
320 2,000 2,310 8,000 8,696 8,124 29,130
Centre Arena Anchored
RC2772 New Spray Pad Initiative 321 350 400 400 400 450 450 2,450
Riverbend Park 350
Constitution Park 400
Foxfield Park 400
TDB 400 450 450
TOTAL NEIGHBOURHOOD & RECREATION
2,300 10,816 10,074 8,450 8,696 8,274 550 400 500 450 50,510
SERVICES

PD103316 New District Parks 322 450 937 750 500 500 500 500 4,137
OVH 450
Clarke/Foxfield 37
Southwest District Park 900
Beaverbrook 750
Meadowgate 500
Future Parks to be developed 500 500 500
* Represents projects that are classified as non-tangible capital assets. These expenditures will not result in the creation of a tangible asset (having physical substance).
_________________________________________________________________________________________________________________________________
($000'S)
PARKS, RECREATION AND NEIGHBOURHOOD SERVICES (cont'd)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PARKS & URBAN FORESTRY (Cont'd)
PD138216 New Neighbourhood Parks 323 260 220 150 150 270 450 320 350 350 320 350 3,190
Marsman - Stoney Creek 70

Hunt Lands/Auburn 150
Chelsea Green 80
Maple Grove II 70
Auburn - Kent 150
Meadowlily West 150
Applewood/Sergautis 70
Edge Valley 50
Jackson East 300
LPH - Dundas 150
Riverbend South 100
Drewlo-Ross Lands 30
Drewlo-Ross Lands (North) 100
Future Parks to be developed 220 320 250 320 350
PD204316 New Major Open Space Network 324 700 1,730 915 475 1,050 425 790 450 350 350 350 7,585
Foxhollow 330
Uplands Trail System MCEA 1,300 550
CPRI - Link to Riverbend 700
Riverbend South 115 40
West Byron/Warbler 225
Jackson 80
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total

PD204316 New Major Open Space Network
324
(Cont'd)
Westmount 50
Meadowlily West 20 50
Dingman Creek Trail 450
South River 200
CP Culver 75
Stoney Creek Trail (Phase II) 100
Community Links 100 100 100 100 100 100 100 100 100 100
Future O.S. Projects 250 250 100 250 250 250 250
PD212416 New Thames Valley Parkway 325 1,175 750 1,050 1,355 400 560 280 350 1,150 300 7,370
Main Branch (Through Byron River
750 750
Crossing)
South Branch (Hydro Lands) 300
Main Branch (To River Bend) 575
Main Branch (Norquay/Riverbend) 780
South Branch (Old Victoria) 400
South Branch (Drewlo/Deveron) 280
North Branch (Highbury to Clarke) 850
Future Pathway Expansion TBD 280 280 350 300 300
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PD218116 New Sportspark Infrastructure 326 150 600 800 2,600 1,175 500 500 6,325
Kilally Multi-purpose Fields 500 2,600
All Weather Fields 100 600
Southwest Sportsfields 200 1,000
Meadowlily Area 175
Other Sportsfield Development 500 500
PD223016 New Field Houses 327 150 600 300 600 300 500 500 500 3,450
Kilally Sports Fields 600
Constitution Park 300
Southwest London 600
Foxfield Park 300
Future Field House (North) 500
Future Field House (South) 500
Future Field House (West) 500
PD225316 New Environmentally Significant
328 30 80 60 260 50 150 125 125 880
Areas
Warbler Woods 80
CPRI 60
Meadowlily East (Sifton) 25
Kains ESA West 125
Applewood 50
Stoney Creek ESA (Drewlo) 25
New ESA's Identified in Area Plans 110 125 125 125
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PD276516 New Woodland Parks 329 60 100 125 100 400 100 50 75 100 100 1,210
Kenmore Subdivision 100
Riverbend South 75
Powell Woods 50
Jackson Road 100
Summerside 400
Applewood 100
Future Woodlands TBD 50 75 100 100
PD301916 New Urban Parks 330 350 850 160 600 200 875 200 300 300 300 300 4,435
OVH 850
Riverbend South 160 200
Hydro Lands 600
Applewood Square 575
Future Urban Parks 200 300 300 300 300 300
TOTAL PARKS & URBAN FORESTRY 2,875 5,300 3,580 6,877 4,805 2,400 3,070 2,455 1,975 3,720 1,525 38,582
TOTAL PARKS, RECREATION &
2,300 13,691 15,374 12,030 15,573 13,079 2,950 3,070 2,855 2,475 3,720 1,975 89,092
NEIGHBOURHOOD SERVICES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2011 UPDATE MASTER PLAN P&R Civic Departments Community Parks and Community Vitality Non-TCA Growth B. Coxhead
Services Recreation
Project Description
To continue to develop and review Master Plan for Recreation Services. 73.3% Growth Related (64.5% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Master Plan is the guiding document utilized by Parks and Recreation, Neighbourhood and Children's Services and Fire to develop a wide range of planning and operational documents including annual
capital and operating budgets, long term capital forecasts, short term program forecasts, pricing strategies, financial assistance programs, etc. In so doing, the Master Plan requires regular updates and
revisions. A planned update was conducted in 2009 of the 2003 plan. The plan identifies further, more detailed studies, required to develop specific strategies as required to inform capital planning decisions
from time to time. In 2014 a project was identified for another update to this plan and is ongoing in 2016.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
UPDATE MASTER PLAN P&R
EXPENDITURE
DESIGN 300 50 50 150 150 50 750
EXPENDITURE 300 50 50 150 150 50 750
RATE SUPPORTED
FUNDED FROM OPERATIONS 120- 16- 16- 49- 49- 16- 266-
RATE SUPPORTED 120- 16- 16- 49- 49- 16- 266-
RESERVE FUND 180- 34- 34- 101- 101- 34- 484-
NON - RATE SUPPORTED 180- 34- 34- 101- 101- 34- 484-
SOURCES OF FINANCING 300- 50- 50- 150- 150- 50- 750-
UPDATE MASTER PLAN P&R
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2756 EAST MULTI-PURPOSE REC Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Growth B. Coxhead
CENTRE AQUATICS ANCHORED Services hildren's Ser Asset
Project Description
A Multipurpose recreation centre to be constructed in the east area of the City in East Lions Park to commence in 2016. Project to be completed in December 2018. This facility will house gymnasiums, activity
rooms, indoor pool and outdoor amenities complete with parking and public outdoor spaces. Assembly of necessary construction funding commences in each of the years 2015-2016 following the south west
projects. 29% Growth Related (26.1% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Parks and Recreation Master Plan proposes that a Multi-purpose recreation centre be constructed in the East/South East area of the City. This project is planned to meet the geographic demands for
affordable accessible and quality recreation facilities for programming, community based services and neighbourhood and community functions. As a regional hub/gathering space this centre will serve a
collection of neighbourhoods in the East.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EAST MULTI-PURPOSE REC CENTRE
EXPENDITURE
DESIGN 1,000 1,000
LAND ACQUISITION
CONSTRUCTION 9,416 7,764 17,180
EXPENDITURE 10,416 7,764 18,180
RATE SUPPORTED
FUNDED FROM OPERATIONS
DEBENTURE 7,698- 5,737- 13,435-
RATE SUPPORTED 7,698- 5,737- 13,435-
RESERVE FUND
DEBENTURE 2,719- 2,026- 4,745-
NON - RATE SUPPORTED 2,719- 2,026- 4,745-
SOURCES OF FINANCING 10,417- 7,763- 18,180-
EAST MULTI-PURPOSE REC CENTRE 1- 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2758 SOUTH EAST MULTI PURPOSE REC Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Growth B. Coxhead
CENTRE - ARENA ANCHORED Services hildren's Ser Asset
Project Description
A Multipurpose recreation centre to be constructed in the south east area of the City. Project to commence in 2018 and be completed in 2020. This facility will house gymnasiums, activity rooms, twin pad
arena and outdoor amenities complete with parking and public outdoor spaces. Assembly of necessary construction funding commences in each of the years 2016-2018 following the south west projects.
11.6% Growth Related (10.4% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Parks and Recreation Master Plan proposes that a Multi-purpose recreation centre be constructed in the East/South East area of the City. This project is planned to meet the geographic demands for
affordable accessible and quality recreation facilities for programming, community based services and neighbourhood and community functions. As a regional hub/gathering space this centre will serve a
collection of neighbourhoods in the South East.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SOUTH EAST MULTI PURPOSE
EXPENDITURE
DESIGN 1,228 1,228
LAND ACQUISITION 2,000 2,000
CONSTRUCTION 1,082 8,000 8,696 8,124 25,902
EXPENDITURE 2,000 2,310 8,000 8,696 8,124 29,130
RATE SUPPORTED
DEBENTURE 1,649- 2,081- 7,208- 7,835- 7,320- 26,093-
RATE SUPPORTED 1,649- 2,081- 7,208- 7,835- 7,320- 26,093-
DEBENTURE 229- 792- 861- 804- 2,686-
NON - RATE SUPPORTED 351- 229- 792- 861- 804- 3,037-
SOURCES OF FINANCING 2,000- 2,310- 8,000- 8,696- 8,124- 29,130-
SOUTH EAST MULTI PURPOSE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2772 NEW SPRAY PAD INITIATIVE Civic Departments Community Parks and Community Vitality Tangible Capital Growth B. Coxhead
Services Recreation Asset
Project Description
To respond to existing demand in accordance with the Parks and Recreation Strategic Masterplan and the Aquatic Services Review. 100% Growth (90% DC Rate Supported). Growth splits are consistent with
the 2014 Development Charge Study. See appendix for additional details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Parks and Recreation Strategic Masterplan calls for the recurring annual construction of new spray pads. New spray pad sites will be determined as outlined in the Master Plan with an emphasis on locating
spray pads in aquatically underserviced areas.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW SPRAY PAD INITIATIVE
EXPENDITURE
DESIGN 50 50
CONSTRUCTION 300 400 400 400 450 450 2,400
EXPENDITURE 350 400 400 400 450 450 2,450
RATE SUPPORTED
FUNDED FROM OPERATIONS 35- 40- 248- 323-
DEBENTURE 220- 220- 248- 688-
RATE SUPPORTED 35- 220- 40- 220- 248- 248- 1,011-
RESERVE FUND 315- 180- 360- 180- 203- 203- 1,441-
NON - RATE SUPPORTED 315- 180- 360- 180- 203- 203- 1,441-
SOURCES OF FINANCING 350- 400- 400- 400- 451- 451- 2,452-
NEW SPRAY PAD INITIATIVE 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD103316 NEW DISTRICT PARKS Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
Responsibility Asset
Project Description
To develop new district parks in "Growth Areas" on a priority basis to provide drive to district recreation facilities such as upgraded sports fields, path systems and accessible play structures, skate board parks,
tennis courts, spray pads, and other unique park amenities. See appendix for further details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
District parks are an important part of the City's park system, and require development in a coordinated manner. City policies related to accessible recreation facilities identify district parks as the first locations
for accessible play structures. Pathways installed to meet City's obligations under AODA.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW DISTRICT PARKS
EXPENDITURE
DESIGN 50 100 100 50 50 50 50 450
CONSTRUCTION 400 837 650 450 450 450 450 3,687
EXPENDITURE 450 937 750 500 500 500 500 4,137
RATE SUPPORTED
DEBENTURE 218- 382- 364- 243- 243- 243- 243- 1,936-
RATE SUPPORTED 218- 382- 364- 243- 243- 243- 243- 1,936-
RESERVE FUND 232- 555- 386- 258- 258- 258- 258- 2,205-
DEBENTURE
NON - RATE SUPPORTED 232- 555- 386- 258- 258- 258- 258- 2,205-
SOURCES OF FINANCING 450- 937- 750- 501- 501- 501- 501- 4,141-
NEW DISTRICT PARKS 1- 1- 1- 1- 4-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD138216 NEW NEIGHBOURHOOD PARKS Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
Project Description
To develop new neighbourhood parks in the "Growth Areas" as subdivisions are constructed. Includes; play equip., pathways, tree planting, benches, parking, drainage & recreation amenities. New
Neighbourhood Parks are generally 100% Growth Related (76.6% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study. See appendix for further details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Neighbourhood parks provide the basic services to communities. This budget will need to include increased funds to meet our obligations under the AODA and the Canadian Standards Association.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW NEIGHBOURHOOD PARKS
EXPENDITURE
DESIGN
CONSTRUCTION 220 150 150 270 450 320 350 350 320 350 2,930
EXPENDITURE 220 150 150 270 450 320 350 350 320 350 2,930
RATE SUPPORTED
FUNDED FROM OPERATIONS 51- 51-
DEBENTURE 35- 35- 63- 104- 74- 81- 81- 74- 81- 628-
RATE SUPPORTED 51- 35- 35- 63- 104- 74- 81- 81- 74- 81- 679-
RESERVE FUND 169- 115- 115- 208- 346- 246- 269- 269- 246- 269- 2,252-
OTHER SOURCES
NON - RATE SUPPORTED 169- 115- 115- 208- 346- 246- 269- 269- 246- 269- 2,252-
SOURCES OF FINANCING 220- 150- 150- 271- 450- 320- 350- 350- 320- 350- 2,931-
NEW NEIGHBOURHOOD PARKS 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD204316 NEW MAJOR OPEN SPACE Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
NETWORK Responsibility Asset
Project Description
Provide linkages & passive recreation opportunities in new Community Areas along creeks, valleys and upland corridors. To implement recommendations from the subwatershed planning process & Parks &
Recreation Master Plan. New Major Open Space initiatives are generally 75% Growth Related (57.6% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study. See appendix
for further details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Parks & Recreation Masterplan identified walking/cycling as #1 growing recreational activities. To ensure major open spaces are developed to be made accessible to the public in a safe and environmentally
sensitive manner. Pathways installed to meet City's obligations under AODA.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW MAJOR OPEN SPACE NETWORK
EXPENDITURE
DESIGN 130 50 50 50 280
CONSTRUCTION 1,600 865 425 1,000 425 790 450 350 350 350 6,605
EXPENDITURE 1,730 915 475 1,050 425 790 450 350 350 350 6,885
RATE SUPPORTED
DEBENTURE 733- 388- 201- 445- 180- 304- 191- 148- 148- 148- 2,886-
RATE SUPPORTED 733- 388- 201- 445- 180- 334- 191- 148- 148- 148- 2,916-
RESERVE FUND 527- 274- 605- 245- 455- 259- 202- 202- 202- 2,971-
DEBENTURE 997- 997-
SOURCES OF FINANCING 1,730- 915- 475- 1,050- 425- 789- 450- 350- 350- 350- 6,884-
NEW MAJOR OPEN SPACE NETWORK 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD212416 NEW THAMES VALLEY PATHWAY Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
Project Description
To provide a City-wide continuous multi-use pathway through the Thames Valley for public use and enjoyment. To implement recommendations of the Parks & Recreation Master Plan and Thames Valley
Corridor Plan. Planned works are in areas of "Growth". 75% Growth Related (57.5% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Thames Valley Parkway is identified as the highest priority recreation amenity in the City. Many gaps exist in the corridor and are being prioritized for completion. Pathways installed to meet City's
obligations under the AODA.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW THAMES VALLEY PATHWAY
EXPENDITURE
DESIGN 80 80
CONSTRUCTION 750 1,050 1,275 400 560 280 350 1,150 300 6,115
EXPENDITURE 750 1,050 1,355 400 560 280 350 1,150 300 6,195
RATE SUPPORTED
DEBENTURE 318- 445- 574- 169- 237- 119- 148- 487- 127- 2,624-
RATE SUPPORTED 318- 445- 574- 169- 237- 119- 148- 487- 127- 2,624-
RESERVE FUND 432- 605- 781- 231- 323- 161- 173- 2,706-
DEBENTURE 202- 663- 865-
NON - RATE SUPPORTED 432- 605- 781- 231- 323- 161- 202- 663- 173- 3,571-
SOURCES OF FINANCING 750- 1,050- 1,355- 400- 560- 280- 350- 1,150- 300- 6,195-
NEW THAMES VALLEY PATHWAY
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD218116 NEW SPORTSPARK Civic Departments Planning Services Land Use Planning Cat Code not Defined Tangible Capital Growth A. Macpherson
Asset
Project Description
To develop major infrastructure to support major recreational facilities in order to support expanded competitive and tournament level play. To also develop lands in new 'growth' areas to meet sportsfield
deficiencies. See appendix for further details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Major sports park development projects for expanded active recreation will be outlined in the Parks & Recreation Master Plan in future years.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW SPORTSPARK
EXPENDITURE
DESIGN
CONSTRUCTION 600 800 2,600 1,175 500 500 6,175
EXPENDITURE 600 800 2,600 1,175 500 500 6,175
RATE SUPPORTED
DEBENTURE 258- 362- 1,101- 508- 231- 231- 2,691-
RATE SUPPORTED 258- 362- 1,101- 508- 231- 231- 2,691-
RESERVE FUND 342- 438- 1,499- 667- 269- 269- 3,484-
NON - RATE SUPPORTED 342- 438- 1,499- 667- 269- 269- 3,484-
SOURCES OF FINANCING 600- 800- 2,600- 1,175- 500- 500- 6,175-
NEW SPORTSPARK
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD223016 NEW FIELD HOUSES Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
Project Description
The new field house capital budget supports the design and implementation of washroom and change room facilities in new district parks and new sport parks. These field houses are implemented in growth
areas and supports organized sport programs such as soccer, football and baseball, etc. in keeping with the City s current level of service. See appendix for list of works. Growth splits are consistent with the
2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW FIELD HOUSES
EXPENDITURE
DESIGN 50 25 50 25 40 40 40 270
CONSTRUCTION 550 275 550 275 460 460 460 3,030
EXPENDITURE 600 300 600 300 500 500 500 3,300
RATE SUPPORTED
DEBENTURE 195- 165- 195- 199- 199- 199- 1,152-
RATE SUPPORTED 195- 165- 195- 30- 199- 199- 199- 1,182-
RESERVE FUND 405- 135- 405- 270- 302- 302- 302- 2,121-
OTHER SOURCES
NON - RATE SUPPORTED 405- 135- 405- 270- 302- 302- 302- 2,121-
NEW FIELD HOUSES 1- 1- 1- 3-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD225316 NEW ENVIRONMENTALLY Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
SIGNIFICANT AREAS Responsibility Asset
Project Description
Develop and implement conservation master plans for all new Environmentally Significant Areas to ensure long-term conservation integrity & access for appropriate recreation opportunities. New
environmentally significant areas initiatives. 67% Growth Related (50.7% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study. See appendix for further details.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
To ensure that long-term conservation integrity of the areas are maintained and that there is access for appropriate recreation opportunities.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW ENVIRONMENTALLY
EXPENDITURE
DESIGN
CONSTRUCTION 80 60 260 50 150 125 125 850
EXPENDITURE 80 60 260 50 150 125 125 850
RATE SUPPORTED
FUNDED FROM OPERATIONS 39- 29- 126- 24- 73- 61- 61- 413-
DEBENTURE
RATE SUPPORTED 39- 29- 126- 24- 73- 61- 61- 413-
RESERVE FUND 41- 31- 134- 26- 77- 64- 64- 437-
NON - RATE SUPPORTED 41- 31- 134- 26- 77- 64- 64- 437-
SOURCES OF FINANCING 80- 60- 260- 50- 150- 125- 125- 850-
NEW ENVIRONMENTALLY
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD276516 NEW WOODLAND PARKS Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Growth A. Macpherson
Project Description
Initial management and setup of newly acquired woodland parks. These have been identified through the DC study as a distinct type of park. Viscount Woods & Northdale Woods have the type of attributes of
such parks. 100% Growth Related (76.9% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
City acquires @ 5 ha/yr of wooded parks each year through development which require management to make them safe for public use.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW WOODLAND PARKS
EXPENDITURE
DESIGN 10 10 10 40 10 10 10 10 110
CONSTRUCTION 90 115 90 360 90 50 65 90 90 1,040
EXPENDITURE 100 125 100 400 100 50 75 100 100 1,150
RATE SUPPORTED
FUNDED FROM OPERATIONS 23- 29- 23- 93- 23- 12- 17- 23- 23- 266-
DEBENTURE
RATE SUPPORTED 23- 29- 23- 93- 23- 12- 17- 23- 23- 266-
RESERVE FUND 77- 96- 77- 307- 77- 38- 58- 77- 77- 884-
OTHER SOURCES
NON - RATE SUPPORTED 77- 96- 77- 307- 77- 38- 58- 77- 77- 884-
SOURCES OF FINANCING 100- 125- 100- 400- 100- 50- 75- 100- 100- 1,150-
NEW WOODLAND PARKS
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD301916 NEW UBRBAN PARKS Civic Departments Planning Services Land Use Planning Community Vitality Tangible Capital Growth A. Macpherson
Asset
Project Description
To construct new urban parks in growth areas to reflect new design standards for smaller spaces in neighbourhoods. 100% Growth (76.8% DC Rate Supported). Growth splits are consistent with the 2014
Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Urban parks, provide key outdoor activity areas for recreation, socialization and community events.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW UBRBAN PARKS
EXPENDITURE
DESIGN
CONSTRUCTION 850 160 600 200 875 200 300 300 300 300 4,085
EXPENDITURE 850 160 600 200 875 200 300 300 300 300 4,085
RATE SUPPORTED
DEBENTURE 197- 139- 203- 539-
RATE SUPPORTED 197- 37- 139- 46- 203- 46- 69- 69- 69- 69- 944-
RESERVE FUND 653- 123- 461- 154- 673- 154- 231- 231- 231- 2,911-
DEBENTURE 231- 231-
OTHER SOURCES
NEW UBRBAN PARKS 1- 1-
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PLANNING SERVICES
*PD2152 5 Year Official Plan Review &
332 100 350 400 100 100 100 150 1,300
Associated Zoning By-law Amendments
* PD2155 Growth Related Secondary Plans 333 150 75 75 75 75 75 75 75 75 750
PD2162 New Urban Civic Spaces 334 100 823 1,033 150 2,106
TOTAL PLANNING SERVICES 200 1,323 1,508 75 225 175 175 175 225 75 4,156
DEVELOPMENT SERVICES
*GG1034 Development Charges Consulting 335 650 50 50 50 50 50 50 50 50 50 50 50 1,200
TOTAL DEVELOPMENT SERVICES 650 50 50 50 50 50 50 50 50 50 50 50 1,200

TOTAL PLANNING & DEVELOPMENT
650 250 1,373 1,558 125 275 225 225 225 275 125 50 5,356
SERVICES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD2152 5 YEAR OFFICIAL PLAN REVIEW & Civic Departments Planning Services Land Use Planning Community Vitality Non-TCA Growth G. Barrett
ASSOCIATED ZONING BY-LAW
AMENDMENTS
Project Description
This project is to update the Official Plan as requested by the Planning Act. This project will set the framework for positive and sustainable growth, economic development and conservation in London over the
next 20 years. The project will allow for extensive public engagement. Following the adoption of the Official Plan Amendment, Council must update its zoning by-law to conform, if required, within two years.
Project overall Growth Related 55.8% (55.8% overall DC Rate Supported).
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Section 26 of the Planning Act requires that municipalities must determine the need for a revision of their Official Plan every 5 years. London's next review is due in 2016. Following the Official Plan Review,
amendment to the City's Zoning By-law may be required.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
5 YEAR OFFICIAL PLAN REVIEW &
EXPENDITURE
DESIGN 100 350 400 100 100 100 150 1,300
EXPENDITURE 100 350 400 100 100 100 150 1,300
RATE SUPPORTED
RATE SUPPORTED 50- 175- 200- 50- 50- 20- 30- 575-
RESERVE FUND 50- 175- 200- 50- 50- 80- 120- 725-
OTHER SOURCES
5 YEAR OFFICIAL PLAN REVIEW &
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD2155 GROWTH RELATED SECONDARY Civic Departments Planning Services Land Use Planning Cat Code not Defined Non-TCA Growth G. Barrett
PLANS
Project Description
Ongoing capital project for the creation of growth related secondary plans. Future secondary plans will set the context for new development. 80% Growth Related (80% DC Rate Supported) Growth splits are
consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
A variety of areas represent opportunities for such plans. These areas require servicing studies, environmental studies and other reviews.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
GROWTH RELATED SECONDARY PLANS
EXPENDITURE
DESIGN 150 75 75 75 75 75 75 75 75 750
EXPENDITURE 150 75 75 75 75 75 75 75 75 750
RATE SUPPORTED
FUNDED FROM OPERATIONS 30- 15- 15- 15- 15- 15- 15- 15- 15- 150-
RATE SUPPORTED 30- 15- 15- 15- 15- 15- 15- 15- 15- 150-
RESERVE FUND 120- 60- 60- 60- 60- 60- 60- 60- 60- 600-
NON - RATE SUPPORTED 120- 60- 60- 60- 60- 60- 60- 60- 60- 600-
SOURCES OF FINANCING 150- 75- 75- 75- 75- 75- 75- 75- 75- 750-
GROWTH RELATED SECONDARY PLANS
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD2162 NEW URBAN CIVIC SPACES Civic Departments Planning Services Land Use Planning Community Vitality Tangible Capital Growth S. Galloway
Asset
Project Description
Project for the creation of unique urban spaces within the city's urban core neighbourhoods and the downtown. This program will assist in implementing the forthcoming Urban Spaces Master Plan, along with
many of the Downtown Master Plan initiatives. 25% Growth Related (19.2% DC Rate supported) Growth splits are consistent with the 2014 Development Charge Background Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
These spaces provide opportunities for small neighbourhood festivals or events. In the downtown, urban civic spaces provide high quality outdoor spaces for passive recreation for those living in higher density
settings.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW URBAN CIVIC SPACES
EXPENDITURE
DESIGN 100 150 250
CONSTRUCTION 823 1,033 1,856
EXPENDITURE 100 823 1,033 150 2,106
RATE SUPPORTED
FUNDED FROM OPERATIONS 665- 835- 121- 1,621-
DEBENTURE
OTHER 81- 81-
RATE SUPPORTED 81- 665- 835- 121- 1,702-
RESERVE FUND 19- 158- 198- 29- 404-
DEBENTURE
NON - RATE SUPPORTED 19- 158- 198- 29- 404-
SOURCES OF FINANCING 100- 823- 1,033- 150- 2,106-
NEW URBAN CIVIC SPACES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
GG1034 DEVELOPMENT CHARGES Civic Departments Finance & Development Community Vitality Non-TCA Growth P. Christiaans
CONSULTING Corporate Services Services
Project Description
Continue development charges policy development over time. Also, for use in developing DC rates and DC background study production. Project overall Growth Related 100% (87.5% overall DC Rate
Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Periodic need for expert advice or mediation. DC Background Study required by legislation at 5 year intervals.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
DEVELOPMENT CHARGES CONSULTING
EXPENDITURE
DESIGN 650 50 50 50 50 50 50 50 50 50 50 50 1,200
OTHER
EXPENDITURE 650 50 50 50 50 50 50 50 50 50 50 50 1,200
RATE SUPPORTED
RATE SUPPORTED 150- 150-
RESERVE FUND 500- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 1,050-
NON - RATE SUPPORTED 500- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 1,050-
SOURCES OF FINANCING 650- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 1,200-
DEVELOPMENT CHARGES CONSULTING
_________________________________________________________________________________________________________________________________
($000'S)
PROTECTIVE SERVICES
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
FIRE SERVICES
PP1043 Add Aerial Company 337 1,805 1,805
PP1087 New Fire Station No 15 - South
338 500 1,065 2,063 3,628
East London
TOTAL FIRE SERVICES 500 1,065 2,063 1,805 5,433
POLICE SERVICES
*PP4480 Police Facility Needs Analysis 339 500 500
TOTAL POLICE SERVICES 500 500

TOTAL PROTECTIVE SERVICES 500 1,565 2,063 1,805 5,933
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP1043 ADD AERIAL COMPANY Civic Departments Community Fire Services Community Vitality Tangible Capital Growth J. Kobarda
Services Asset
Project Description
To provide Aerial coverage from Fire Headquarters to respond to growth in highrise construction in the downtown area. 80% Growth Related (80% DC Rate Supported). Growth splits are consistent with the
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The addition of highrise buildings primarily in the core of the City and surrounding area creates additional risks that cannot be addressed with existing resources.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ADD AERIAL COMPANY
EXPENDITURE
VEHICLE & EQUIPMENT 1,805 1,805
EXPENDITURE 1,805 1,805
RATE SUPPORTED
DEBENTURE
RESERVE FUND
DEBENTURE 1,444- 1,444-
NON - RATE SUPPORTED 1,444- 1,444-
SOURCES OF FINANCING 1,805- 1,805-
ADD AERIAL COMPANY
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP1087 NEW FIRE STATION NO. 15 SOUTH Civic Departments Community Fire Services Community Vitality Tangible Capital Growth J. Kobarda
EAST LONDON Services Asset
Project Description
To acquire land, design & construct a fire station to achieve specified response time to southeast portion of city. Growth Related 64.7% (DC Rate Supported - 64.7%). Growth splits are consistent with the 2014
Development Charge Study. Construction originally planned for 2014, now deferred to 2019 however it is dependant on the residential and industrial growth in the southeastern portion of the City.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Required to serve the southeastern portion of the city. As residential areas expand toward the east from Summerside subdivision and as businesses continue to occupy Innovation Park, existing resources from
Stations No. 5 and 10 will be unable to provide appropriate speed and adequate weight of response within Provincial and international standards.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW FIRE STATION NO. 15
EXPENDITURE
DESIGN 200 200
VEHICLE & EQUIPMENT 865 238 1,103
EXPENDITURE 500 1,065 2,063 3,628
RATE SUPPORTED
DEBENTURE 177- 376- 728- 1,281-
RATE SUPPORTED 177- 376- 728- 1,281-
RESERVE FUND 324- 100- 100- 524-
DEBENTURE 589- 1,235- 1,824-
OTHER SOURCES
NON - RATE SUPPORTED 324- 689- 1,335- 2,348-
SOURCES OF FINANCING 501- 1,065- 2,063- 3,629-
NEW FIRE STATION NO. 15 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP4480 POLICE FACILITY NEEDS ANALYSIS Boards & Boards & London Police Community Vitality Non-TCA Growth J. Pare
Commissions Commission Department
Project Description
Considering the growth of the City of London and increasing service demands combined with the useful life of the existing facilities, a comprehensive needs analysis to meet these demands will be required. It is
necessary to quantity future facility requirements. Following the facility needs analysis, it is anticipated that an expansion of LPS facilities may be the recommended outcome. 75% Growth Related (59.5% DC
Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
POLICE FACILITY NEEDS ANALYSIS
EXPENDITURE
DESIGN 500 500
CONSTRUCTION
EXPENDITURE 500 500
RATE SUPPORTED
DEBENTURE
DEBENTURE
NON - RATE SUPPORTED 298- 298-
SOURCES OF FINANCING 501- 501-
POLICE FACILITY NEEDS ANALYSIS 1- 1-
_________________________________________________________________________________________________________________________________
($000'S)
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PUBLIC TRANSIT
MU1174 Expansion Buses 347 510 550 550 550 2,160
MU1185 Rapid Transit: Expansion Buses 348 13,064 14,454 27,518
MU1430 Rapid Transit: Facility Expansion 349 12,500 12,500 25,000
TOTAL PUBLIC TRANSIT 510 13,064 550 14,454 550 13,050 12,500 54,678
ROADWAYS
*TS1031 Long Term Corridor Protection EA
350 300 200 200 100 800
Studies
*TS1037 Transportation Network Model
351 150 150
Update
*TS1038 Transportation Development
352 250 250 500
Charge Studies
*TS1039 Transportation Master Plan
353 100 100
Update
*TS1040 Transportation Master Plan
354 750 750
Update 2022
*TS1041 Transportation Impact Studies 355 100 100 100 100 100 100 100 100 100 100 100 1,100
*TS1042 Transportation Monitoring
356 30 110 120 40 10 30 10 350
Program
TS1134 Richmond St & Fanshawe Park Rd
357 850 600 100 6,400 7,950
Intersection Improvements
TS1309 Hamilton Rd & Highbury Ave
358 350 190 200 50 1,525 2,315
TS1327 Huron Street Widening Highbury
359 325 800 759 1,884
Ave to Clarke Road
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS1329 Colonel Talbot Rd - 300M South of
360 332 442 8,906 9,680
Southdale to Kilbourne
TS1340 Byron Baseline Rd Upgrades -
361 146 236 2,120 2,502
Westdel Bourne to Wickerson
TS1352 Commissioners Rd E Widening -
362 259 534 793
Highbury Ave to Jackson Road
TS1354 Wonderland Road Widening-
363 400 400 800
Sunningdale Road to Fanshawe Park Road
TS1357 Bostwick Road Upgrades - Pack
364 250 160 2,477 2,887
Road to Southdale Road
TS1358 Pack Rd Upgrades - Colonel Talbot
365 225 391 460 6,624 7,700
Rd to Bostwick Rd
* TS1371 Road Class Oversizing City Share 366 400 100 100 100 100 100 100 100 100 100 100 100 1,500
TS1405 Hamilton Road Upgrades-Gore

367 977 685 500 14,132 16,294
Road to Old Victoria Road
TS1406 Sunningdale Rd Upgrade - South
368 231 206 3,083 3,520
Wenige Road to Highbury Ave
TS1408 Wickerson - Ironwood Road to
369 206 138 2,235 2,579
Southdale Road Upgrades
TS1409 Kilally Road Upgrades at Webster
370 336 2,359 2,695
Phase 1
TS1410 Huron Street Upgrades VMP
371 150 46 1,537 1,733
Easaterly to Railway
TS1412 Pond Mills Underpass 372 1,500 1,500
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS1476 Clarke Rd Widening VMP Extension
373 593 1,189 226 22,703 24,711
to Fanshawe Park Rd
TS1478 Huron Street Widening-Adelaide
374 409 4,968 476 8,535 14,388
Street to Vesta Street
TS1484 Sarnia Road Widening -
375 1,342 500 8,320 10,162
Wonderland Road to Sleightholme
TS1487 Wonderland Rd Two Lane Upgrade
376 737 601 9,057 10,395
Hwy 401 to Hwy 402
TS1489 Western Road Widening - Platts
377 450 700 4,500 5,469 13,100 24,219
Lane to Oxford Street
TS1490 Wilton Grove Upgrades-Commerce
378 806 863 10,882 12,551
Road to City Limits
TS1491 Veterans Memorial Parkway
379 850 850
Widening-Oxford Street to Huron Street
TS1626 Southdale Road Upgrades-
380 120 82 1,339 1,541
Wickerson Road to Westdel Bourne
TS1627 Western Road & Sarnia Road
381 250 1,240 1,000 2,490
TS1633 Advanced Land Acquisition-VMP 382 840 800 600 1,960 1,840 6,040
TS1635 Adelaide Street Upgrades-
383 470 470
Fanshawe Park Road to Hamilton Road
TS1651 Minor Roadworks on Arterials 384 192 845 845 845 845 845 845 845 845 845 845 845 9,487
TS4165 Traffic Signals & Street Light
385 404 404 404 404 404 404 404 404 404 404 404 4,444
Growth Urban Intersections
TS1035-1 Wonderland Road Widening-
386 751 536 520 11,594 13,401
Phase 1 Exeter Road to Hwy 401
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS126416 Rural Intersection 387 100 100 100 100 100 100 100 100 100 100 100 1,100
Phase 1 Riverside Drive to Springbank 388 1,010 1,475 210 18,018 20,713
Drive
Phase 2 Springbank Drive to 389 304 300 129 3,609 4,342
Commissioners Road

390 810 612 1,328 140 16,725 19,615
Phase 3 Riverside Drive to Oxford Street

391 312 730 439 124 10,715 12,320
Phase 4 Oxford Street to Sarnia Road
TS1349-2 Sarnia Road Improvements Hyde
392 2,850 557 368 4,135 7,910
Park to Wonderland Road
TS1349-3 Sarnia Road Widening - Hyde
393 258 75 333
Park to Oakcrossing Gate
TS1350-1 Boler-Sanatorium Rd Widening
394 330 1,377 1,707
Phase 1 Oxford Street to Riverside Drive
TS1353-2 Adelaide St Widening Phase 2 -
395 300 334 364 4,658 5,656
Grenfell Drive to Sunningdale Road
TS1355-1 Wharncliffe Rd Widening -
396 400 114 759 886 1,602 12,666 16,427
Becher Street to Springbank Drive
TS1355-2 Wharncliffe Rd Improvements 397 350 189 381 5,644 6,564
TS1407-1 Southdale Road Upgrade - Phase
1 - Fill Requirement - Wickerson Road to 398 190 190 200 2,170 2,750
Bramblewood Street
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS1407-2 Southdale Road Upgrade - Phase
2 - Wickerson Road to Bramblewood 399 232 557 3,253 4,042
Street
TS1430-1 Rapid Transit 1: Wellington Rd to
Bradley Ave to Horton St South Leg 400 800 1,000 20,700 41,703 25,591 89,794
Widening
TS1430-2 Rapid Transit 2: Richmond St to
Fanshawe Park Road to Raymond Avenue 401 1,000 13,863 644 20,603 36,110
North Leg Widening
TS1430-3 Rapid Transit 3: Highbury Ave -
402 200 1,396 6,987 10,023 18,606
Dundas St to Oxford St East Leg Widening
TS1430-4 Rapid Transit 4: Dundas St -
Adelaide St to Highbury Ave East Leg 403 300 1,305 13,437 9,463 24,505
Widening
TS1430-5 Rapid Transit 5: Oxford Street -
Highbury Ave to Clarke Road East Leg 404 300 1,634 12,900 11,843 26,677
Widening
TS1430-6 Rapid Transit 6: Oxford St W -
Hyde Park Road to Richmond St West Leg 405 800 18,535 17,250 1,680 24,231 20,400 82,896
Widening
TS1430-7 Rapid Transit 7: Richmond St -
406 60 14,482 14,542
Raymond Ave to York Street (Optimization)
TS1430-8 Rapid Transit 8: York St -

407 60 540 2,854 3,454
Richmond St to Colborne St (Optimization)
TS1430-9 Rapid Transit 9: Colborne St -

408 60 200 931 1,191
York St to Dundas Street (Optimization)
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS1430-10 Rapid Transit 10: Dundas St -
409 60 466 2,173 2,699
Colborne St to Adelaide St Optimization
TS1430-11 Rapid Transit 11: Wellington
410 20 40 200 931 1,191
Rd - Horton St to York St Optimization
TS1430-12 Rapid Transit 12: Downtown
411 500 4,500 5,000
Terminal
TS1475-2 Fanshawe Rd East Widening -
412 3,420 700 11,340 15,460
Phase 2 Adelaide to Highbury
TS1477-3 Hyde Park Widening - Oxford
413 310 1,920 2,230
TS1479-1 Bradley Ave Widening - Phase 1
414 435 1,232 1,100 12,496 15,263
Dearness Drive to Pond Mills
TS1496-2 Sunningdale Rd Widening -
415 3,450 206 638 2,953 7,247
Phase 2 Intersection Upgrades
TS1496-3 Sunningdale Rd Widening -
416 1,051 978 16,229 18,258
Phase 3 Richmond to Wonderland
TS1496-4 Sunningdale Rd-Stage 2 Phase 2 -
417 407 529 175 6,163 7,274
Bluebell to Richmond
TS1496-5 Sunningdale Rd-Stage 2 Phase 1 -
418 390 329 673 10,094 11,486
Bluebell to Adelaide
TS1523-1 Bradley Ave Extension - Phase 1
419 834 1,537 9,893 12,264
Wharncliffe Rd to Wonderland Rdoad
TS1523-2 Bradley Ave Extension - Phase 2
420 797 500 875 1,344 7,239 10,755
Jalna to Wharncliffe Road
TS1621-1 Veterans Memorial Parkway -
Phase 1 Extension 2 through lanes 421 500 549 3,368 1,500 6,206 12,123
between Huron St and Clarke Road
_________________________________________________________________________________________________________________________________
($000'S)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ROADWAYS (Cont'd)
TS1629-1 Southdale Road West Widening
422 200 237 221 2,492 3,150
Farnham to Pine Valley
TS2171-2 Upgrade Old Victoria from
423 336 364 4,305 5,005
Hamilton to Bradley Ave
TS173916 Cycling Facilities Program 424 783 783 783 783 783 783 783 783 783 783 783 8,613
** No
* TS1032 Complete Streets Guideline PDR
100 100
TS1306 Adelaide Street Grade Separation ** No
PDR
400 400
CPR Tracks
TS1470 Commissioners Rd Widening from
** No
Wonderland Road to Viscount Road (2015- PDR
3,347 10,945 14,292
Construction)
TS1493 Oxford Street Widening (Budget
** No
trsfd to TS1470-Commissioners Rd PDR
12,991 (3,559) 9,432
Widening)
TS1477-2 Hyde Park Widening - Phase 2 CP
** No
Rail Crossing to Fanshawe (2015- PDR
3,050 12,836 15,886
Construction)
TS1302-1 Commissioners Rd - Wonderland ** No
PDR
300 300
Road to Springbank Drive Phase 1
TS1629-2 Southdale Road West Widening ** No
PDR
111 111
from Colonel Talbot to Farnham
TOTAL ROADWAYS 35,932 33,242 87,541 101,860 145,414 90,531 46,093 38,381 37,452 66,070 54,730 47,778 785,024
TOTAL TRANSPORTATION SERVICES 35,932 33,752 87,541 101,860 145,414 103,595 46,643 52,835 38,002 66,070 67,780 60,278 839,702
** No Project Detail Record is provided. Project has been approved in prior years and is provided for prior years comparison totals only.
_________________________________________________________________________________________________________________________________
YR. MO. DAY
MU1174 EXPANSION BUSES Boards & Boards & London Transit Progressive Tangible Capital Growth K. Paleczny
Commissions Commission Commission Transportation S Asset
Project Description
Ongoing program of expanding the transit fleet supporting growth in service in new service areas. The program is funded by development charges and Provincial Gas Tax moneys, assuming no offset
requirements per Development Charges Act. 100% Growth Related (90% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The 5 year Service Plan calls for the addition, on an annual basis of 17,400 service hours, which will be allocated between both existing and new service areas. Bus requirements fluctuate dependant upon the
service being added (ie weekend service additions do not require additional buses given fleet is not fully utilized during the weekend).
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPANSION BUSES
EXPENDITURE
VEHICLE & EQUIPMENT 509 550 550 550 2,159
EXPENDITURE 509 550 550 550 2,159
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED
PROVINCIAL GRANTS 51- 55- 55- 55- 216-
RESERVE FUND 458- 495- 495- 495- 1,943-
DEBENTURE
NON - RATE SUPPORTED 509- 550- 550- 550- 2,159-
SOURCES OF FINANCING 509- 550- 550- 550- 2,159-
EXPANSION BUSES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
MU1185 RT EXPANSION BUSES Boards & Boards & London Transit Cat Code not Defined Tangible Capital Growth K. Paleczny
Commissions Commission Commission Asset
Project Description
Bus purchases to provide service consistent with the he BRT routing set out the TMP2030. Estimates are consistent with those set out in the 2014 Development Charges Background Study and are provided as
a placeholder. 100% Growth Related (90% DC Rate Supported)
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The expansion buses are based upon the Bus Rapid Transit initiative as per the 2030 Transportation Master Plan. Project is contingent on Senior Government funding.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT EXPANSION BUSES
EXPENDITURE
VEHICLE & EQUIPMENT 13,064 14,454 27,518
EXPENDITURE 13,064 14,454 27,518
RATE SUPPORTED
FUNDED FROM OPERATIONS 436- 482- 918-
DEBENTURE
RATE SUPPORTED 436- 482- 918-
SENIOR GOVERNMENT 8,709- 9,636- 18,345-
RESERVE FUND 3,919- 4,336- 8,255-
RT EXPANSION BUSES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
MU1430 RT: FACILITY EXPANSION Boards & Boards & London Transit Cat Code not Defined Tangible Capital Growth K. Paleczny
Commissions Commission Commission Asset
Project Description
Given the required addition to the fleet to provide the BRT service levels envisioned in the TMP2030, a new storage and maintenance facility will be required by 2026. Estimated growth 100% (90% DC Rate
Supported) Project is subject to being included in the next Development Charge Background Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The total capacity of the two current storage and maintenance facilities is 285 40' buses. Given the increase of 40 buses required to provide the service in the BRT corridors envisioned in the TMP2030, a new
facility will be required to store and maintain the fleet. This project is subject to senior government funding and is provided as a placeholder consistent with the estimates set out in the 2014 Development
Charges Background Study.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT: FACILITY EXPANSION
EXPENDITURE
CONSTRUCTION 12,500 12,500 25,000
VEHICLE & EQUIPMENT
EXPENDITURE 12,500 12,500 25,000
RATE SUPPORTED
DEBENTURE
SENIOR GOVERNMENT 8,333- 8,333- 16,666-
RESERVE FUND 3,750- 3,750- 7,500-
RT: FACILITY EXPANSION
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1031 LONG TERM CORRIDOR Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
PROTECTION EA STUDIES Engineering Structures
Project Description
New project required for Environmental Assessments to protect major transportation corridors in and around the City. 100% Growth related (100% DC Rate supported) Growth splits are consistent with the 2014
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Transportation Master Plan recommends the preservation options for the City to meet long term transportation network needs beyond the 20 year planning horizon.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
LONG TERM CORRIDOR PROTECTION
EXPENDITURE
DESIGN 300 200 200 100 800
EXPENDITURE 300 200 200 100 800
RESERVE FUND 300- 200- 200- 100- 800-
NON - RATE SUPPORTED 300- 200- 200- 100- 800-
SOURCES OF FINANCING 300- 200- 200- 100- 800-
LONG TERM CORRIDOR PROTECTION
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1037 TRANSPORTATION NETWORK Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
MODEL UPDATE Engineering Structures
Project Description
The link between land and use and transportation is assessed through the technical work of translating future growth into future travel demands. A travel forecasting model will determine the projected volumes
on the City's road and transit networks. 100% Growth Related (100% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The new Official Plan focuses on growth management strategy that supports Rapid Transit. It is essential that forecast model is updated to reflect the land use designations in the new Official Plan and the final
form of Rapid Transit.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRANSPORTATION NETWORK MODEL
EXPENDITURE
DESIGN 150 150
EXPENDITURE 150 150
RATE SUPPORTED
RATE SUPPORTED
TRANSPORTATION NETWORK MODEL
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1038 TRANSPORTATION DEVELOPMENT Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
CHARGE STUDIES 2019 Engineering Structures
Project Description
Consulting services to update transportation project costs and schedules for the 2019 and 2024 Development Charge By-law updates. 100% Growth Related (100% DC Rate supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The DC Background Study is necessary to supply cost information to support a rate calculation update. The DC updates will build upon the Transportation Master Plan updates in 2017 and 2022.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRANSPORTATION DEVELOPMENT
EXPENDITURE
DESIGN 250 250 500
EXPENDITURE 250 250 500
RATE SUPPORTED
RATE SUPPORTED
RESERVE FUND 250- 250- 500-
NON - RATE SUPPORTED 250- 250- 500-
SOURCES OF FINANCING 250- 250- 500-
TRANSPORTATION DEVELOPMENT
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1039 TRANSPORTATION MASTER PLAN Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
UPDATE Engineering Structures
Project Description
The Transportation Master Plan Update will build upon the London 2030 TMP. The TMP is a long term transportation strategy for the City to help guide the City's transportation and land use decisions to provide
sustainable transportation infrastructure. 100% Growth (100% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
A TMP update is necessary every 5 years in order to confirm future transportation infrastructure needs based on any changes to land use and population growth. The update will be a key input to future DC
update.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRANSPORTATION MASTER PLAN
EXPENDITURE
DESIGN 90 90
CITY RELATED EXPENSES 10 10
EXPENDITURE 100 100
RATE SUPPORTED
RATE SUPPORTED
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1040 TRANSPORTATION MASTER PLAN Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
UPDATE 2022 Engineering Structures
Project Description
The Transportation Master Plan will provide the City with a vision and implementation plan to pro-actively respond to the way the City's future population move, live, work and play and to help guide the City's
transportation and land use decisions through to year 2042. 100% Growth Related (100% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
A TMP is required to define the City's long term transportation objectives. The TMP integrates land use planning and the planning of transportation infrastructure with the principles of environmental assessment
planning.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 700 700
EXPENDITURE 750 750
RATE SUPPORTED
RATE SUPPORTED
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1041 TRANSPORTATION IMPACT Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
STUDIES Engineering Structures
Project Description
Area traffic impact studies to identify and optimize the timing of roadway capacity, channelization, signalization needs on a development or area basis as well as parking strategies. Recommendations will
include staging, costs and funding sources. 100% Growth related (100% DC Rate Supported) Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
These studies will bridge the gap between the transportation master plan, community plan information and local development. Information developed will support scheduling of transportation infrastructure
transferred from Urban Works (by developers) to CSRF (by City); and major road widening projects to optimize capital expenditures relative to need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRANSPORTATION IMPACT STUDIES
EXPENDITURE
DESIGN 100 100 100 100 100 100 100 100 100 100 100 1,100
EXPENDITURE 100 100 100 100 100 100 100 100 100 100 100 1,100
RATE SUPPORTED
RATE SUPPORTED
RESERVE FUND 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 1,100-
NON - RATE SUPPORTED 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 1,100-
SOURCES OF FINANCING 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 1,100-
TRANSPORTATION IMPACT STUDIES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1042 TRANSPORTATION MONITORING Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
PROGRAM Engineering Structures
Project Description
The monitoring program will be primarily based upon the need to measure modal shares by time of day and for various trip purposes. 100% Growth Related (100% DC Rate Supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The ultimate success of the TMP is dependant upon the development of a City-wide monitoring program for a range of key performance metrics. Continued monitoring is ciritical for the success of TMP
implementation.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRANSPORTATION MONITORING
EXPENDITURE
DESIGN 30 100 120 30 30 310
CITY RELATED EXPENSES 10 10 10 10 40
EXPENDITURE 30 110 120 40 10 30 10 350
RATE SUPPORTED
RATE SUPPORTED
RESERVE FUND 30- 110- 120- 40- 10- 30- 10- 350-
SOURCES OF FINANCING 30- 110- 120- 40- 10- 30- 10- 350-
TRANSPORTATION MONITORING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1134 RICHMOND ST & FANSHAWE PK RD Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
INTERSECTION IMPROVEMENTS Engineering Structures Asset
Project Description
Geometric design improvements required to improve traffic capacity and levels of service. EA commenced in 2015 to determine solution, coordination with Rapid Transit. 90% Growth Related (90% DC Rate
Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The intersection is operating at a very poor level of service.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RICHMOND ST & FANSHAWE PK RD
EXPENDITURE
DESIGN 850 350 1,200
RELOCATE UTILITIES 100 100
EXPENDITURE 850 600 100 6,400 7,950
RATE SUPPORTED
DEBENTURE 85- 60- 10- 640- 795-
RESERVE FUND
RATE SUPPORTED 85- 60- 10- 640- 795-
RESERVE FUND 765- 540- 90- 5,760- 7,155-
NON - RATE SUPPORTED 765- 540- 90- 5,760- 7,155-
SOURCES OF FINANCING 850- 600- 100- 6,400- 7,950-
RICHMOND ST & FANSHAWE PK RD
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1309 HAMILTON RD & HIGHBURY AVE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
Project Description
Geometric design improvements required to improve traffic capacity and levels of service. EA commenced in 2015 to determine solution. 90% Growth Related (87.7% DC Rate Supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The intersection is operating at a very poor level of services and very congested.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HAMILTON RD & HIGHBURY AVE
EXPENDITURE
DESIGN 350 190 200 740
EXPENDITURE 350 190 200 50 1,525 2,315
RATE SUPPORTED
DEBENTURE 46- 24- 20- 5- 153- 248-
RATE SUPPORTED 82- 26- 20- 5- 153- 286-
RESERVE FUND 268- 164- 180- 45- 1,373- 2,030-
NON - RATE SUPPORTED 268- 164- 180- 45- 1,373- 2,030-
SOURCES OF FINANCING 350- 190- 200- 50- 1,526- 2,316-
HAMILTON RD & HIGHBURY AVE 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1327 HURON STREET WIDENING Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
HIGHBURY AVE TO CLARKE ROAD Engineering Structures Asset
Project Description
To improve Huron Street from Highbury Ave to Clarke Rd. Works include widening from 2 to 4 lanes in 2026. 92% Growth Related (92% DC Rate Supported) Growth splits are consistent with the 2014
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project was identified in the 2030 Transportation Master Plan as a 10-15 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HURON STREET WIDENING
EXPENDITURE
DESIGN 325 759 524 1,608
LAND ACQUISITION 800 600 1,400
EXPENDITURE 325 800 759 13,275 15,159
RATE SUPPORTED
DEBENTURE 26- 64- 61- 1,062- 1,213-
RESERVE FUND
RATE SUPPORTED 26- 64- 61- 1,062- 1,213-
RESERVE FUND 299- 736- 699- 1,734-
DEBENTURE 12,213- 12,213-
HURON STREET WIDENING 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1329 COLONEL TALBOT RD - 300M SOUTH Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
OF SOUTHDALE TO KILBOURNE Engineering Structures Asset
Project Description
To reconstruct Colonel Talbot Rd-300m south of Southdale to Kilbourne to resolve structural and alignment deficiencies. Constructing 2 lane urban arterial cross section in 2026. 89% Growth Related (89% DC
Rate Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial road reconstruction identified in 2014 DCBS.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
COLONEL TALBOT RD - 300M SOUTH
EXPENDITURE
DESIGN 332 442 387 1,161
RELOCATE UTILITIES
EXPENDITURE 332 442 8,905 9,679
RATE SUPPORTED
DEBENTURE 37- 49- 980- 1,066-
RESERVE FUND
RATE SUPPORTED 37- 49- 980- 1,066-
DEBENTURE 7,926- 7,926-
SOURCES OF FINANCING 333- 442- 8,906- 9,681-
COLONEL TALBOT RD - 300M SOUTH 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1340 BYRON BASELINE RD UPGRADES Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WESTDEL BOURNE TO WICKERSON Engineering Structures Asset
Project Description
To convert Byron Baseline - Westdel Bourne to Wickerson from a rural cross section to an urban cross section with the addition of sidewalks, curbs, drainage, streetlights and bike paths in 2025. 87% Growth
related (87% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Road Reconstruction identified in DC Background Study.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BYRON BASELINE RD UPGRADES
EXPENDITURE
DESIGN 146 90 236
RELOCATE UTILITIES 82 100 182
EXPENDITURE 146 236 2,120 2,502
RATE SUPPORTED
DEBENTURE 19- 31- 276- 326-
RATE SUPPORTED 19- 31- 276- 326-
RESERVE FUND 127- 206- 1,845- 2,178-
BYRON BASELINE RD UPGRADES 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1352 COMMISSIONERS RD E WIDENING Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
HIGHBURY AVE TO JACKSON ROAD Engineering Structures Asset
Project Description
To widen Commissioners Road East from 2 to 4 through lanes from Highbury Ave to Jackson Road. 89% Growth related (89% DC Rate Supported). Growth splits are consistent with 2014 Development Charge
Study. Construction planned for 2028.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project is identified in the 2030 Transportation Master Plan as a 10-15 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
COMMISSIONERS RD E WIDENING
EXPENDITURE
DESIGN 258 534 792
LAND ACQUISITION
EXPENDITURE 258 534 5,808 6,600
RATE SUPPORTED
DEBENTURE 28- 59- 639- 726-
RESERVE FUND 230- 475- 5,169- 5,874-
COMMISSIONERS RD E WIDENING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1354 WONDERLAND RD WIDENING- Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
SUNNINGDALE RD TO FANSHAWE Engineering Structures Asset
PARK ROAD
Project Description
To widen Wonderland Road North from 2 to 4 through lanes from Fanshawe Park Road to Sunningdale Road. 94% Growth (94% DC Rate Supported). Growth splits are consistent with 2014 Development
Charge Study. Construction in 2027. Coordinated with Water EW3666.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in the 2030 Transportation Master Plan as a 10-15 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WONDERLAND RD WIDENING-
EXPENDITURE
DESIGN 400 623 1,023
EXPENDITURE 400 400 9,023 9,823
RATE SUPPORTED
DEBENTURE 24- 24- 541- 589-
RESERVE FUND 376- 376- 8,481- 9,233-
WONDERLAND RD WIDENING- 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1357 BOSTWICK RD UPGRADES-PACK TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
SOUTHDALE Engineering Structures Asset
Project Description
To upgrade Bostwick Road - Pack Road to Southdale Road with the addition of sidewalks, drainage and streetlights. 87% Growth Related (87% DC Rate Supported). Growth splits are consistent with 2014
Development Charge Study. Project construction planned for 2021.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial Road Reconstruction identified in 2014 DC Background Study. Conversion from rural to urban cross section deferred. Triggered by growing traffic volumes. Adjacent land development related for timing.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BOSTWICK RD UPGRADES-PACK TO
EXPENDITURE
DESIGN 250 200 450
LAND ACQUISITION
EXPENDITURE 250 160 2,478 2,888
RATE SUPPORTED
DEBENTURE 33- 21- 322- 376-
RESERVE FUND 218- 139- 2,155- 2,512-
BOSTWICK RD UPGRADES-PACK TO 1- 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1358 PACK RD UPGRADES-COL TALBOT Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO BOSTWICK RD Engineering Structures Asset
Project Description
To upgrade Pack Road - Colonel Talbot Road to Bostwick Road with the addition of sidewalks, curbs, drainage, streetlights and bike lanes. Construction planned for 2022. 87% Growth Related (87% DC Rate
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial Road Reconstruction identified in 2014 DC Background Study. Conversion from rural to urban cross section deferred. Triggered by growing traffic volumes. Adjacent Land Development related for timing.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
PACK RD UPGRADES-COL TALBOT TO
EXPENDITURE
DESIGN 225 308 533
EXPENDITURE 225 391 460 6,624 7,700
RATE SUPPORTED
DEBENTURE 29- 51- 60- 861- 1,001-
RESERVE FUND
RATE SUPPORTED 29- 51- 60- 861- 1,001-
RESERVE FUND 196- 340- 400- 5,763- 6,699-
PACK RD UPGRADES-COL TALBOT TO
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1371 ROAD CLASS OVERSIZING CITY Civic Departments Environmental & Roads & Core Infrastructure Non-TCA Growth D. MacRae
SHARE Engineering Structures
Project Description
The Development Charges Act requires the identification and the separate funding of those components of the project that benefit existing infrastructure brought about by the undertaking of engineering growth
works. This benefit represents the improvements in service levels and/or improved life cycles creditable to a specific piece of infrastructure. 100% Growth Related (100% DC Rate Supported). Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
At times new development is required to construct a roadway to a higher standard than required for the development. The total non-growth component for such works is estimated to be $2,000,000 which is
consistent with the 2014 Development Charge Study. This amounts to an annual contribution of $100,000.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ROAD CLASS OVERSIZING
EXPENDITURE
DESIGN
CONSTRUCTION 400 100 100 100 100 100 100 100 100 100 100 100 600 2,100
EXPENDITURE 400 100 100 100 100 100 100 100 100 100 100 100 600 2,100
RATE SUPPORTED
DEBENTURE 40- 40-
RESERVE FUND 345- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 600- 2,045-
NON - RATE SUPPORTED 345- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 600- 2,045-
SOURCES OF FINANCING 399- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 600- 2,099-
ROAD CLASS OVERSIZING 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1405 HAMILTON ROAD UPGRADE-GORE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO OLD VICTORIA Engineering Structures Asset
Project Description
To convert Hamilton Road from Gore Road to Old Victoria Road from a rural cross section to an urban cross section with the addition of sidewalks, curbs, drainage, streetlights, and channelization. 89% Growth
related (89% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study. 2020 Design, 2022 Utility relocation and 2023 Construction (Phase 1 & Phase 2).
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Triggered by growing traffic volumes. Adjacent Land Development related for timing.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HAMILTON ROAD UPGRADE-GORE TO
EXPENDITURE
DESIGN 976 879 1,855
LAND ACQUISITION
CONSTRUCTION 685 500 13,154 14,339
EXPENDITURE 976 685 500 14,133 16,294
RATE SUPPORTED
DEBENTURE 107- 75- 55- 1,555- 1,792-
RATE SUPPORTED 107- 75- 55- 1,555- 1,792-
FEDERAL GRANTS
RESERVE FUND 869- 610- 445- 5,000- 6,924-
DEBENTURE 7,578- 7,578-
HAMILTON ROAD UPGRADE-GORE TO
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1406 SUNNINGDALE-SOUTH WENIGE TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
HIGHBURY UPGRADES Engineering Structures Asset
Project Description
To convert Sunningdale Road - South Wenige to Highbury Ave from a rural cross section to an urban cross section with the addition of sidewalks, curbs, drainage, streetlights, channelization and bike lanes.
89% Growth related (89% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study. Project construction planned for 2017.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial Road Reconstruction identified in 2014 DC Background Study. Triggered by growing traffic volumes. Adjacent land development being monitored and related for timing. Portion between South Winege
(West) and South Winege (East) has been completed - project identifies remainder.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SUNNINGDALE-SOUTH WENIGE TO
EXPENDITURE
DESIGN 231 191 422
LAND ACQUISITION
EXPENDITURE 231 206 3,083 3,520
RATE SUPPORTED
DEBENTURE 25- 23- 339- 387-
DEBENTURE 2,744- 2,744-
SUNNINGDALE-SOUTH WENIGE TO
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1408 WICKERSON-IRONWOOD TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
SOUTHDALE UPGRADES Engineering Structures Asset
Project Description
To reconstruct Wickerson - Ironwood to Southdale Road to resolve structural and alignment deficiencies. 87% Growth related (87% DC Rate Supported). Growth splits are consistent with 2014 Development
Charge Study. Construction scheduled for 2018.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Road reconstruction identified in 2014 DC Background Study. Triggered by growing traffic volumes. 1,250m already completed - project identifies remainder (Urban Growth Boundary to Southdale).
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WICKERSON-IRONWOOD TO
EXPENDITURE
DESIGN 206 103 309
LAND ACQUISITION
EXPENDITURE 206 138 2,235 2,579
RATE SUPPORTED
DEBENTURE 27- 18- 291- 336-
FEDERAL GRANTS
RESERVE FUND 180- 120- 1,945- 2,245-
WICKERSON-IRONWOOD TO 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1409 KILALLY UPGRADES AT WEBSTER Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
PHASE 1 Engineering Structures Asset
Project Description
Reconstruct Kilally and Webster to resolve alignment deficiencies at intersection. Construction includes approximately 575m of Kilally Rd and 125m of Webster Road. To be coordinated with easterly
improvements under TS1411. Construction in 2016. 87% Growth Related (87% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Road reconstruction identified in 2014 DC Background Study. Adjacent land development related for timing. Phase 2 of project is TS1411.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
KILALLY UPGRADES AT WEBSTER
EXPENDITURE
DESIGN 190 133 323
LAND ACQUISITION
RATE SUPPORTED
DEBENTURE 44- 307- 351-
FEDERAL GRANTS
RESERVE FUND 292- 2,052- 2,344-
KILALLY UPGRADES AT WEBSTER
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1410 HURON STREET UPGRADES VMP Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
EASTERLY TO RAILWAY Engineering Structures Asset
Project Description
To reconstruct Huron Street - VMP easterly to railway to resolve structural deficiencies and support industrial development. Constructing 2 lane rural arterial cross section in 2019. 87% Growth Related (87% DC
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial road reconstruction identified in 2014 DCBS
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HURON STREET UPGRADES
EXPENDITURE
DESIGN 150 163 313
LAND ACQUISITION
EXPENDITURE 150 46 1,537 1,733
RATE SUPPORTED
DEBENTURE 20- 6- 200- 226-
RESERVE FUND 131- 40- 1,337- 1,508-
DEBENTURE
HURON STREET UPGRADES 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1412 POND MILLS UNDERPASS Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
Project Description
City's portion of funding for expansion of Hwy 401/Pond Mills bridge to accommodate the future Pond Mills Road needs. The bridge will be replaced during the Hwy 401 widening. This is a cost effective
opportunity to expand the structure for future City needs. 100% Growth Related (100% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in current MTO Environmental Assessment and included in the City's GMIS and 2014 DCBS. Expenditure timing is subject to MTO program.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
POND MILLS UNDERPASS
EXPENDITURE
DESIGN
LAND ACQUISITION
RELOCATE UTILITIES
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED
RESERVE FUND 1,500- 1,500-
DEBENTURE
POND MILLS UNDERPASS
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1476 CLARKE RD WIDENING VMP Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
EXTENS ION TO FANSHAWE PARK Engineering Structures Asset
RD
Project Description
To widen Clarke Road from 2 to 4 through lanes from VMP Extension to Fanshawe Park Road. 97% Growth Related (97% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge
Study. Project construction 2021.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in the 2030 Transportation Master Plan.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
CLARKE RD WIDENING
EXPENDITURE
DESIGN 593 988 1,234 2,815
EXPENDITURE 593 1,188 226 22,703 24,710
RATE SUPPORTED
DEBENTURE 18- 36- 7- 681- 742-
RATE SUPPORTED 18- 36- 7- 681- 742-
RESERVE FUND 575- 1,153- 220- 12,522- 14,470-
DEBENTURE 9,500- 9,500-
NON - RATE SUPPORTED 575- 1,153- 220- 22,022- 23,970-
SOURCES OF FINANCING 593- 1,189- 227- 22,703- 24,712-
CLARKE RD WIDENING 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1478 HURON WIDENING-ADELAIDE TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
VESTA Engineering Structures Asset
Project Description
Widen Huron Street from 2 to 4 lanes from Adelaide Street North to Vesta Road. Construction planned for 2025. 94% Growth Related (94% DC Rate Supported). Growth splits are consistent with 2014
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HURON WIDENING-ADELAIDE
EXPENDITURE
DESIGN 409 388 348 1,145
EXPENDITURE 409 4,968 476 8,535 14,388
RATE SUPPORTED
DEBENTURE 25- 298- 29- 512- 864-
RATE SUPPORTED 25- 298- 29- 512- 864-
RESERVE FUND 384- 4,670- 447- 8,023- 13,524-
DEBENTURE
SOURCES OF FINANCING 409- 4,968- 476- 8,535- 14,388-
HURON WIDENING-ADELAIDE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1484 SARNIA WIDENING-WONDERLAND Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO SLEIGHTHOLME Engineering Structures Asset
Project Description
Widen Sarnia Road from 3 to 4 lanes from Wonderland Road to Sleightholme in 2016. Includes noise wall, Stormwater Management Works and inclusion of the Wonderland Road Intersection. Construction
cost updated based on most probable estimate of cost from design process. 92.7% Growth Related (91.7% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study. 2014
Detailed Design & Land Acquisition 2015 Utility Relocation 2016 Supervision and Construction.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in the 2030 Transportation Master Plan as a 0-5 year need. EA completed in 2013. Construction in 2016 to be coordinated with Water EW3713.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SARNIA WIDENING-WONDERLAND TO
EXPENDITURE
DESIGN 680 320 1,000
EXPENDITURE 1,342 500 8,320 10,162
RATE SUPPORTED
DEBENTURE 248- 35- 582- 865-
RATE SUPPORTED 314- 35- 582- 931-
FEDERAL GRANTS
RESERVE FUND 1,028- 465- 7,738- 9,231-
DEBENTURE
NON - RATE SUPPORTED 1,028- 465- 7,738- 9,231-
SOURCES OF FINANCING 1,342- 500- 8,320- 10,162-
SARNIA WIDENING-WONDERLAND TO
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1487 WONDERLAND RD TWO LANE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
UPGRADE HWY 401 TO HWY 402 Engineering Structures Asset
Project Description
To improve Wonderland Rd from Hwy 401 to Hwy 402. Improvements are 2 lane rural arterial cross section. 87% Growth Related (87% DC Rate Supported) Growth splits are consistent with the 2014
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Wonderland/Hwy 401 interchange work will be compete 2015. These works triggered by increased Wonderland Road traffic volumes anticipated due to new interchange and SWAP growth. Project will facilitate
future widening to four lanes under TS1035-2.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WONDERLAND RD TWO LANE UPGRADE
EXPENDITURE
DESIGN 662 565 1,227
LAND ACQUISITION 75 190 265
EXPENDITURE 737 601 9,057 10,395
RATE SUPPORTED
DEBENTURE 96- 78- 1,177- 1,351-
RESERVE FUND
RATE SUPPORTED 96- 78- 1,177- 1,351-
FEDERAL GRANTS
RESERVE FUND 641- 523- 7,880- 9,044-
DEBENTURE
WONDERLAND RD TWO LANE UPGRADE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1489 WESTERN WIDENING PLATTS LANE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO OXFORD Engineering Structures Asset
Project Description
Widen Western Road from Platts Lane to Oxford Street from 2 lanes to 4 lanes as well as widening the CP railway subway. Costs updated based on EA cost savings and efficiences assumed from the rapid
transit project addressing the Oxford Street intersection. 83% Growth Related (83% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study. 2014 Environmental
Assessment; 2015 Detailed Design; 2016 and 2018 Land Acquisition; 2017 Utility Relocate; 2018 Supervision and Construction.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in the 2030 Transportation Master Plan as a 0-5 year need project priority increased.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WESTERN WIDENING
EXPENDITURE
DESIGN 450 700 300 1,150 2,600
LAND ACQUISITION 1,500 1,619 3,119
CONSTRUCTION 2,700 1,700 12,950 17,350
RELOCATE UTILITIES 1,000 150 1,150
TRAFFIC SIGNALS
STREET LIGHTS
OTHER
EXPENDITURE 450 700 4,500 5,469 13,100 24,219
RATE SUPPORTED
DEBENTURE 70- 119- 765- 930- 2,227- 4,111-
RESERVE FUND
RATE SUPPORTED 70- 119- 765- 930- 2,227- 4,111-
RESERVE FUND 380- 581- 3,735- 4,539- 10,873- 20,108-
NON - RATE SUPPORTED 380- 581- 3,735- 4,539- 10,873- 20,108-
SOURCES OF FINANCING 450- 700- 4,500- 5,469- 13,100- 24,219-
WESTERN WIDENING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1490 WILTON GROVE ROAD UPGRADES Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
COMMERCE ROAD TO CITY LIMITS Engineering Structures Asset
Project Description
To reconstruct Wilton Grove Road - Commerce to City limits to resolve structural deficiencies and support industrial growth. Constructing 2 lane rural arterial cross section in 2019. 87% Growth Related (87%
DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WILTON GROVE ROAD UPGRADES
EXPENDITURE
DESIGN 806 800 1,606
EXPENDITURE 806 863 10,882 12,551
RATE SUPPORTED
DEBENTURE 105- 112- 1,415- 1,632-
RATE SUPPORTED 105- 112- 1,415- 1,632-
RESERVE FUND 701- 751- 9,467- 10,919-
WILTON GROVE ROAD UPGRADES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1491 VETERANS MEMORIAL PARKWAY Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WIDENING-OXFORD TO HURON ST Engineering Structures Asset
Project Description
Widen Veterans Memorial Parkway from 2 to 4 through lanes from Oxford Street to Huron Street. 89% Growth related(89% DC Rate Supported). Growth splits are consistent with 2014 Development Charge
Study. Construction planned for 2028.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in the 2030 Transportation Master Plan as a 10-15 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
VETERANS MEMORIAL PARKWAY
EXPENDITURE
DESIGN 850 850
LAND ACQUISITION
RATE SUPPORTED
DEBENTURE 94- 778- 872-
RESERVE FUND
RESERVE FUND 757- 6,292- 7,049-
VETERANS MEMORIAL PARKWAY 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1626 SOUTHDALE ROAD UPGRADES Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WICKERSON TO WESTDEL BOURNE Engineering Structures Asset
Project Description
To reconstruct Southdale Rd - Westdel Bourne to Wickerson to resolve structural and alignment deficiencies. Constructing 2 lane rural arterial cross section in 2018. 87% Growth Related (87% DC Rate
Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in 2014 DC Background Study.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SOUTHDALE ROAD UPGRADES
EXPENDITURE
DESIGN 119 65 184
LAND ACQUISITION
EXPENDITURE 119 82 1,338 1,539
RATE SUPPORTED
DEBENTURE 16- 11- 174- 201-
RESERVE FUND
RESERVE FUND 104- 71- 1,165- 1,340-
SOUTHDALE ROAD UPGRADES 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1627 WESTERN ROAD & SARNIA ROAD Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
Project Description
To review and introduce improvements for the Western Road/Sarnia Road to increase capacity in all directions. The improvements will address vehicular and bicycle traffic flow, as well as pedestrian
movements in the intersection. 90% Growth Related (90% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Currently this intersection has capacity issues resulting in safety concerns. The growth of traffic flow in the area has presented some challenges with the current layout requiring some improvements.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WESTERN ROAD & SARNIA ROAD
EXPENDITURE
DESIGN 250 240 490
LAND ACQUISITION
CONSTRUCTION 1,000 1,000 2,000
RELOCATE UTILITIES
EXPENDITURE 250 1,240 1,000 2,490
RATE SUPPORTED
DEBENTURE 25- 124- 100- 249-
RATE SUPPORTED 25- 124- 100- 249-
RESERVE FUND 225- 1,116- 900- 2,241-
DEBENTURE
NON - RATE SUPPORTED 225- 1,116- 900- 2,241-
WESTERN ROAD & SARNIA ROAD
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1633 ADVANCED LAND ACQUISITION Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
LAND ACQUISITION-VMP Engineering Structures Asset
Project Description
Land acquisition and protection of growth projects predominantly for long term future construction interchanges on Veterans Memorial Parkway. 100% Growth related (98.1% DC Rate Supported) Growth splits
are consistent with 2014 Development Charge Study. Near term land purchase to be defined and acquired as opportunity arises related to future land development.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The environmental assessment for the VMP interchanges was completed in 2012.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ADVANCED LAND ACQUISITION
EXPENDITURE
DESIGN 100 100
LAND ACQUISITION 740 800 600 1,960 1,840 5,940
CONSTRUCTION
RELOCATE UTILITIES
EXPENDITURE 840 800 600 1,960 1,840 6,040
RATE SUPPORTED
DEBENTURE 113- 113-
RESERVE FUND 727- 800- 600- 1,960- 1,840- 5,927-
DEBENTURE
NON - RATE SUPPORTED 727- 800- 600- 1,960- 1,840- 5,927-
SOURCES OF FINANCING 840- 800- 600- 1,960- 1,840- 6,040-
ADVANCED LAND ACQUISITION
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1635 ADELAIDE STREET-FANSHAWE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
PARK RD TO HAMILTON RD Engineering Structures Asset
Project Description
To improve Adelaide Street from Fanshawe Park Rd to Hamilton Rd. Works include corridor optimization (4LUA to 5LUA)in 2027. 64% Growth Supported (64% DC Rate Supported) Growth splits are consistent
with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project was identified in the 2030 Transportation Master Plan as 10-15 year need. Works will be strategically developed to address existing capacity constraints.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ADELAIDE STREET-FANSHAWE PARK
EXPENDITURE
DESIGN 470 1,414 1,884
LAND ACQUISITION
EXPENDITURE 470 16,895 17,365
RATE SUPPORTED
DEBENTURE 169- 6,082- 6,251-
RESERVE FUND
RATE SUPPORTED 169- 6,082- 6,251-
DEBENTURE 10,812- 10,812-
ADELAIDE STREET-FANSHAWE PARK 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1651 MINOR ROADWORKS ON Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
ARTERIALS Engineering Structures Asset
Project Description
To provide arterial road improvements in response to development needs. Works include new traffic signals, channelization, sidewalks and streetlighting. 100% Growth Related (99.8% DC Rate Supported)
Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Programming of works based on the needs created and timing of development.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
MINOR ROADWORKS ON
EXPENDITURE
DESIGN 150 150 150 150 150 150 150 150 150 150 150 1,650
LAND ACQUISITION
CONSTRUCTION 192 645 645 645 645 645 645 645 645 645 645 645 7,504 14,791
RELOCATE UTILITIES 50 50 50 50 50 50 50 50 50 50 50 550
EXPENDITURE 192 845 845 845 845 845 845 845 845 845 845 845 7,504 16,991
RATE SUPPORTED
RESERVE FUND 164- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 7,504- 16,963-
NON - RATE SUPPORTED 164- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 7,504- 16,963-
SOURCES OF FINANCING 192- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 845- 7,504- 16,991-
MINOR ROADWORKS ON
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS4165 TRAFFIC SIGNALS & STREET LIGHT Civic Departments Environmental & Roadway Core Infrastructure Tangible Capital Growth S. Maguire
GROWTH URBAN INTERSECTIONS Engineering Lighting&Traffic Asset
Cnt
Project Description
Installation of new traffic signals, pedestrian signals and street lights to improve safety and mobility of both vehicles and pedestrians. 100% Growth Related (100% DC Rate Supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
TRAFFIC SIGNALS & STREET LIGHT
EXPENDITURE
DESIGN
TRAFFIC SIGNALS 202 202 202 202 202 202 202 202 202 202 202 202 2,424
STREET LIGHTS 202 202 202 202 202 202 202 202 202 202 202 202 2,424
EXPENDITURE 404 404 404 404 404 404 404 404 404 404 404 404 4,848
RESERVE FUND 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 4,848-
NON - RATE SUPPORTED 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 4,848-
SOURCES OF FINANCING 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 404- 4,848-
TRAFFIC SIGNALS & STREET LIGHT
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1035-1 WONDERLAND ROAD WIDENING PH Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
1 - EXETER ROAD TO HWY 401 Engineering Structures Asset
Project Description
New project to widen Wonderland Road from 2 to 4 lanes from Exeter Road to Hwy 401 in 2024. 93% Growth (93% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project identified in 2030 Transportation Master Plan. EA has been completed in project TS1035. Growth predicted in SWAP.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WONDERLAND ROAD WIDENING
EXPENDITURE
DESIGN 750 322 1,072
EXPENDITURE 750 536 520 11,594 13,400
RATE SUPPORTED
DEBENTURE 53- 38- 36- 812- 939-
RATE SUPPORTED 53- 38- 36- 812- 939-
RESERVE FUND 698- 499- 484- 7,000- 8,681-
DEBENTURE 3,782- 3,782-
WONDERLAND ROAD WIDENING 1- 1- 2-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS126416 RURAL INTERSECTION Civic Departments Environmental & Roads & Cat Code not Defined Tangible Capital Growth D. MacRae
Project Description
To improve selected rural and semi-rural intersections throughout the City to ensure adequate capacity and levels of safety. 100% Growth Related (100% DC Rate Supported). Growth splits are consistent with
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Increased levels of traffic in the perimeter of the city is necessitating upgrades to rural intersections that are near or affected by developing lands.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RURAL INTERSECTION
RURAL INTERSECTION
EXPENDITURE
DESIGN
CONSTRUCTION 100 100 100 100 100 100 100 100 100 100 1,000
EXPENDITURE 100 100 100 100 100 100 100 100 100 100 1,000
RATE SUPPORTED
DEBENTURE
RESERVE FUND
RATE SUPPORTED
FEDERAL GRANTS
RESERVE FUND 100- 100- 100- 100- 100- 100- 100- 100- 100- 100- 1,000-
RURAL INTERSECTION
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1348-1 WONDERLAND ROAD WIDENING-PH Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
1 RIVERSIDE DR TO SPRINGBANK Engineering Structures Asset
DR
Project Description
To widen Wonderland Road from Commissioners Rd to Sarnia Rd. Phase 1 is widening Riverside Drive to Springbank Drive 4 to 6 lanes in 2020. EA will confirm phasing. 93% Growth Related (93% DC Rate
Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in 2030 Transportation Master Plan as a 5-10 year need. EA funding in 2016 addresses numerous project phases.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WONDERLAND ROAD WIDENING-PH 1
EXPENDITURE
DESIGN 1,010 976 793 2,779
EXPENDITURE 1,010 1,476 210 18,018 20,714
RATE SUPPORTED
DEBENTURE 71- 103- 15- 1,261- 1,450-
RATE SUPPORTED 71- 103- 15- 1,261- 1,450-
RESERVE FUND 939- 195- 4,256- 5,390-
DEBENTURE 1,372- 12,500- 13,872-
SOURCES OF FINANCING 1,010- 1,475- 210- 18,017- 20,712-
WONDERLAND ROAD WIDENING-PH 1 1 1 2
_________________________________________________________________________________________________________________________________
YR. MO. DAY
2 SPRINGBANK DR TO Engineering Structures Asset
COMMISSIONERS
Project Description
To widen Wonderland Road from Springbank Drive to Commissioners. Phase 2 is widening Springbank Drive to Commissioners Dr 4 to 6 lanes in 2022. EA will confirm phasing. 75% Growth Related (75% DC
Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in 2030 Transportation Master Plan as a 5-10 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 304 300 217 821
LAND ACQUISITION
EXPENDITURE 304 300 129 3,610 4,343
RATE SUPPORTED
DEBENTURE 76- 75- 32- 902- 1,085-
RATE SUPPORTED 76- 75- 32- 902- 1,085-
RESERVE FUND 228- 225- 97- 550-
DEBENTURE 2,707- 2,707-
WONDERLAND ROAD WIDENING-PH 2 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
3 RIVERSIDE TO OXFORD Engineering Structures Asset
Project Description
To widen Wonderland Road from 4 to 6 through lanes from Sarnia Road to Commissioners Road. Phase 3 widening from Riverside to Oxford. EA will confirm phasing. 58% Growth Related (58% DC Rate
Supported) on splits are consistent with the 2014 Development Charge Study. Construction in 2023.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in 2030 Transportation Master Plan as a 20 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 810 816 579 2,205
EXPENDITURE 810 612 1,328 140 16,725 19,615
RATE SUPPORTED
DEBENTURE 340- 257- 558- 59- 7,024- 8,238-
RATE SUPPORTED 340- 257- 558- 59- 7,024- 8,238-
RESERVE FUND 470- 355- 770- 81- 2,700- 4,376-
DEBENTURE 7,000- 7,000-
SOURCES OF FINANCING 810- 612- 1,328- 140- 16,724- 19,614-
WONDERLAND ROAD WIDENING-PH 3 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
4 OXFORD TO SARNIA Engineering Structures Asset
Project Description
To widen Wonderland Road from 4 to 6 through lanes from Sarnia Road to Commissioners Road including CPR grade separation. EA will confirm phasing. Phase 4 widening from Oxford to Sarnia. 87%
Growth Related (87% DC Rate Supported) on splits are consistent with the 2014 Development Charge Study. Construction in 2025.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in 2030 Transportation Master Plan as a 5 - 10 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 312 439 533 1,284
EXPENDITURE 312 730 439 124 10,715 12,320
RATE SUPPORTED
FUNDED FROM OPERATIONS 41- 95- 57- 16- 1,393- 1,602-
DEBENTURE
RATE SUPPORTED 41- 95- 57- 16- 1,393- 1,602-
RESERVE FUND 271- 635- 382- 108- 1,396-
DEBENTURE 9,322- 9,322-
SOURCES OF FINANCING 312- 730- 439- 124- 10,715- 12,320-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1349-2 SARNIA RD IMPROVEMENTS HYDE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
PARK TO WONDERLAND RD Engineering Structures Asset
Project Description
To improve Sarnia Road from Wonderland Road to Hyde Park Road including replacement of CPR Bridge. This remaining phase includes the improvement of Sarnia Road to a 2 lane urban cross section from
CPR Bridge to Hyde Park Road in 2017. Project phasing revised in coordination with phasing of Hyde Park Road (TS1477-1 and TS1477-2). 87% (future phase only as per 2014 DC) Growth related (82.9% DC
Rate Supported) Growth splits consistent with the 2014 Development Charge study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
EA used to update phasing and budget estimates for transportation infrastructure. This project is related to TS1349 Sarnia Road Bridge Replacement (CPR) completed in 2011. Other related works are TS1484
Wonderland Road intersection upgrade and Sarnia Road widening from Wonderland to Sleightholme scheduled in 2016 and TS1477 Hyde Park widening. In addition ES3020-HP improvements west of CPR
Bridge may require construction of Hyde Park Stormwater Management Facility #6.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SARNIA RD IMPROVEMENTS
EXPENDITURE
DESIGN 250 225 250 725
CITY RELATED EXPENSES 10 50 60
EXPENDITURE 2,850 558 368 4,135 7,911
RATE SUPPORTED
DEBENTURE 681- 61- 41- 455- 1,238-
RATE SUPPORTED 792- 61- 41- 455- 1,349-
RESERVE FUND 2,058- 496- 328- 3,680- 6,562-
DEBENTURE
NON - RATE SUPPORTED 2,058- 496- 328- 3,680- 6,562-
SOURCES OF FINANCING 2,850- 557- 369- 4,135- 7,911-
SARNIA RD IMPROVEMENTS 1 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1349-3 SARNIA ROAD WIDENING-HYDE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
PARK TO OAKCROSSING GATE Engineering Structures Asset
Project Description
To improve Sarnia Rd from Wonderland to Hyde Park. This phase includes section between Oakcrossing Gate and Hyde Park from 2 to 4 lanes in 2027 as need is monitored. 82% Growth Related (82% DC
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project was identified in the 2030 Transporation Master Plan as 10-15 year need. EA completed in 2011.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SARNIA ROAD WIDENING-HYDE PARK
EXPENDITURE
DESIGN 258 432 690
LAND ACQUISITION
EXPENDITURE 258 75 3,432 3,765
RATE SUPPORTED
DEBENTURE 46- 14- 618- 678-
RESERVE FUND 211- 62- 2,815- 3,088-
DEBENTURE
SARNIA ROAD WIDENING-HYDE PARK 1 1- 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1350-1 BOLER-SANATORIUM RD WDG-PH 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
OXFORD TO RIVERSIDE Engineering Structures Asset
Project Description
To widen Boler Road/Sanatorium Road from 2 to 4 through lanes from Commissioners Road to Oxford Street West. Phase 1 widening from Oxford to Riverside. Construction 2027 - 94% Growth Related (94%
DC Rate Supported) Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in 2030 Transportation Master Plan as a 5-10 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BOLER-SANATORIUM RD WDG-PH 1
EXPENDITURE
DESIGN 330 377 707
EXPENDITURE 330 1,377 5,181 6,888
RATE SUPPORTED
DEBENTURE 20- 83- 311- 414-
RESERVE FUND 310- 1,294- 4,870- 6,474-
NON - RATE SUPPORTED 310- 1,294- 4,870- 6,474-
BOLER-SANATORIUM RD WDG-PH 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1353-2 ADELAIDE ST WIDENING PHASE 2 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
GRENFELL DR TO SUNNINGDALE Engineering Structures Asset
RD
Project Description
Phase 1, 2-lane urbanization, completed previously - Phase 2 is a four-lane widening. Construction in 2021. 91% Growth Related (91% DC Rate Supported). Growth splits are consistent with the 2014
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This section was identified as a 5 to 10 year need in the 2030 Transportation Master Plan Study.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ADELAIDE ST WIDENING PHASE 2
EXPENDITURE
DESIGN 300 208 220 728
EXPENDITURE 300 333 364 4,658 5,655
RATE SUPPORTED
DEBENTURE 27- 30- 33- 419- 509-
RATE SUPPORTED 27- 30- 33- 419- 509-
RESERVE FUND 273- 303- 331- 4,239- 5,146-
ADELAIDE ST WIDENING PHASE 2
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1355-1 WHARNCLIFFE RD WIDENING Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
BECHER ST TO SPRINGBANK DRIVE Engineering Structures Asset
Project Description
To improve operational movement of Wharncliffe Rd from Becher St to Commissioners Rd. Phase 1 includes widening Wharncliffe Road from 3 to 4 lanes from Becher Street to Springbank Drive including
reconstruction of CNR Grade Separation. EA commenced in 2014. Construction to begin in 2018/2019 depending on scheduling of rail and road works at grade separation. 63% Growth Related (62.8% DC
Rate Supported) Growth splits are consistent with 2014 Development Change Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project was identified in the 2030 Transportation Master Plan as 5-10 year need. It will require coordination with CN for bridge construction.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WHARNCLIFFE RD WIDENING
EXPENDITURE
DESIGN 400 259 900 1,559
LAND ACQUISITION 114 500 886 1,500 3,000
EXPENDITURE 400 114 759 886 1,602 12,666 16,427
DEBENTURE 81- 42- 281- 328- 593- 4,687- 6,012-
RATE SUPPORTED 185- 42- 281- 328- 593- 4,687- 6,116-
RESERVE FUND 215- 72- 478- 558- 1,323-
DEBENTURE 1,009- 7,980- 8,989-
NON - RATE SUPPORTED 215- 72- 478- 558- 1,009- 7,980- 10,312-
SOURCES OF FINANCING 400- 114- 759- 886- 1,602- 12,667- 16,428-
WHARNCLIFFE RD WIDENING 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1355-2 WHARNCLIFFE RD IMPROVEMENTS Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
Project Description
To provide operational improvements to Wharncliffe Road S - Becher Street to Commissioners Road to improve safety and implement the visions provided by the Official Plan. Project identified in the 2030
Transportation Master Plan. Construction planned for 2019 but to be coordinated with Phase 1 works (TS1355-1) as determined by the EA. 67% Growth Related (66.5% DC Rate Supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
EA commenced in 2014 in accordance with 2030 Transporation Master Plan. EA scope will include limits for both phases to avoid challenges associated with peace-mealing the EA.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WHARNCLIFFE RD IMPROVEMENTS
EXPENDITURE
DESIGN 350 189 189 728
LAND ACQUISITION
EXPENDITURE 350 189 381 5,644 6,564
DEBENTURE 46- 62- 126- 1,863- 2,097-
RATE SUPPORTED 150- 62- 126- 1,863- 2,201-
RESERVE FUND 200- 127- 255- 3,781- 4,363-
WHARNCLIFFE RD IMPROVEMENTS
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1407-1 SOUTHDALE ROAD UPGRADE-PH 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
FILL REQUIREMENT-WICKERSON Engineering Structures Asset
TO BRAMBLEWOOD
Project Description
To reconstruct Southdale Road - Wickerson Rd to Bramblewood to resolve structural and alignment deficiencies. Phase 1 addresses the fill requirement to resolve deficiencies and is planned for 2018. 100%
Growth Related (100% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial Road Reconstruction identified in 2014 DC Background Study. Triggered by growing traffic volumes.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SOUTHDALE ROAD UPGRADE-PH 1
EXPENDITURE
DESIGN 190 190 110 490
LAND ACQUISITION
EXPENDITURE 190 190 200 2,170 2,750
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED
RESERVE FUND 190- 190- 200- 2,170- 2,750-
DEBENTURE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1407-2 SOUTHDALE ROAD UPGRADE-PH 2 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WICKERSON TO BRAMBLEWOOD Engineering Structures Asset
Project Description
To reconstruct Southdale Road - Wickerson Rd to Bramblewood. 87% Growth Related (87% DC Rate Supported). Construction scheduled for 2018. Growth splits are consistent 2014 Development Charge
Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Arterial Road Reconstruction identified in 2014 DC Background Study. Triggered by growing traffic volumes
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 232 153 385
EXPENDITURE 232 557 3,253 4,042
RATE SUPPORTED
DEBENTURE 30- 73- 423- 526-
RESERVE FUND 202- 485- 2,830- 3,517-
DEBENTURE
SOUTHDALE ROAD UPGRADE-PH 2 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-1 RT 1: WELLINGTON RD-BRADLEY Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
AVENUE TO HORTON STREET Engineering Structures Asset
SOUTH LEG WIDENING
Project Description
Road widening of Wellington Road from Bradley Avenue to Horton Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 94% Growth Related (93.6% DC Rate
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Rapid transit is a sustainable transportation solution to congestion as recommended in the Smart Moves Transportation Master Plan and the London Plan. Project is contingent on Senior Government Funding.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 1: WELLINGTON RD-BRADLEY
EXPENDITURE
DESIGN 800 1,000 5,700 7,500
LAND ACQUISITION 15,000 14,563 29,563
CONSTRUCTION 25,000 25,091 50,091
RELOCATE UTILITIES 2,140 2,140
EXPENDITURE 800 1,000 20,700 41,703 25,591 89,794
RATE SUPPORTED
FUNDED FROM OPERATIONS 159- 39- 414- 834- 512- 1,958-
DEBENTURE
RATE SUPPORTED 159- 39- 414- 834- 512- 1,958-
SENIOR GOVERNMENT 667- 13,800- 27,802- 17,061- 59,330-
RESERVE FUND 641- 295- 6,486- 13,067- 8,018- 28,507-
SOURCES OF FINANCING 800- 1,001- 20,700- 41,703- 25,591- 89,795-
RT 1: WELLINGTON RD-BRADLEY 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-2 RT 2: RICHMOND ST - FANSHAWE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
PARK ROAD TO RAYMOND AVENUE Engineering Structures Asset
NORTH LEG WIDENING
Project Description
Road widening of Richmond Street from Fanshawe Park Road to Raymond Avenue for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 94% Growth Related (92.7%
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Rapid transit is a sustainable transportation solution to congestion as recommended in the Smart Moves TMP and the London Plan. Project is contingent on Senior Government funding.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 2: RICHMOND ST - FANSHAWE
EXPENDITURE
DESIGN 1,000 1,500 2,500
EXPENDITURE 1,000 13,863 644 20,603 36,110
RATE SUPPORTED
FUNDED FROM OPERATIONS 199- 23- 277- 13- 412- 924-
DEBENTURE
RATE SUPPORTED 199- 23- 277- 13- 412- 924-
SENIOR GOVERNMENT 9,242- 429- 13,735- 23,406-
RESERVE FUND 801- 23 4,344- 202- 6,456- 11,780-
NON - RATE SUPPORTED 801- 23 13,586- 631- 20,191- 35,186-
SOURCES OF FINANCING 1,000- 13,863- 644- 20,603- 36,110-
RT 2: RICHMOND ST - FANSHAWE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-3 RT 3: HIGHBURY AVE-DUNDAS ST Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO OXFORD STREET EAST LEG Engineering Structures Asset
WIDENING
Project Description
Road widening of Highbury Ave from Dundas Street to Oxford Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 93% Growth Related (93% DC Rate
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 3: HIGHBURY AVE-DUNDAS ST
EXPENDITURE
DESIGN 200 1,396 1,596
RELOCATE UTILITIES
EXPENDITURE 200 1,396 6,987 10,023 18,606
RATE SUPPORTED
FUNDED FROM OPERATIONS 14- 33- 163- 234- 444-
DEBENTURE
RATE SUPPORTED 14- 33- 163- 234- 444-
SENIOR GOVERNMENT 931- 4,658- 6,682- 12,271-
RESERVE FUND 186- 433- 2,166- 3,107- 5,892-
NON - RATE SUPPORTED 186- 1,364- 6,824- 9,789- 18,163-
SOURCES OF FINANCING 200- 1,397- 6,987- 10,023- 18,607-
RT 3: HIGHBURY AVE-DUNDAS ST 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-4 RT 4: DUNDAS STREET-ADELAIDE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
STREET TO HIGHBURY AVENUE Engineering Structures Asset
EAST LEG WIDENING
Project Description
Road widening of Dundas Street from Adelaide to Highbury Ave for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 90% Growth Related (90% DC Rate Supported)
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 4: DUNDAS STREET-ADELAIDE
EXPENDITURE
DESIGN 300 1,305 1,605
RELOCATE UTILITIES
EXPENDITURE 300 1,305 13,437 9,463 24,505
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 30- 44- 448- 315- 837-
SENIOR GOVERNMENT 870- 8,958- 6,309- 16,137-
RESERVE FUND 270- 392- 4,031- 2,839- 7,532-
RT 4: DUNDAS STREET-ADELAIDE 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-5 RT 5: OXFORD STREET-HIGHBURY Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
AVENUE TO CLARKE ROAD EAST Engineering Structures Asset
LEG WIDENING
Project Description
Road widening of Oxford St from Highbury Ave to Clarke Road for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 91% Growth Related (91% DC Rate Supported)
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 5: OXFORD STREET-HIGHBURY
EXPENDITURE
DESIGN 300 1,634 1,934
RELOCATE UTILITIES
EXPENDITURE 300 1,634 12,900 11,843 26,677
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 27- 49- 387- 355- 818-
SENIOR GOVERNMENT 1,089- 8,600- 7,895- 17,584-
RESERVE FUND 273- 496- 3,913- 3,592- 8,274-
RT 5: OXFORD STREET-HIGHBURY 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-6 RT 6: OXFORD ST W-HYDE PARK Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
ROAD TO RICHMOND STREET WEST Engineering Structures Asset
LEG WIDENING
Project Description
Road widening of West Leg (Oxford Stret W from Hyde Park Road to Richmond Street) for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 93% Growth Related
(93% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 6: OXFORD ST W-HYDE PARK
EXPENDITURE
DESIGN 800 3,535 4,335
CONSTRUCTION 17,250 24,231 20,000 61,481
EXPENDITURE 800 18,535 17,250 1,680 24,231 20,400 82,896
RATE SUPPORTED
FUNDED FROM OPERATIONS 56- 432- 403- 39- 565- 476- 1,971-
DEBENTURE
RATE SUPPORTED 56- 432- 403- 39- 565- 476- 1,971-
SENIOR GOVERNMENT 12,357- 11,500- 1,120- 16,154- 13,600- 54,731-
RESERVE FUND 744- 5,746- 5,348- 521- 7,512- 6,324- 26,195-
NON - RATE SUPPORTED 744- 18,103- 16,848- 1,641- 23,666- 19,924- 80,926-
SOURCES OF FINANCING 800- 18,535- 17,251- 1,680- 24,231- 20,400- 82,897-
RT 6: OXFORD ST W-HYDE PARK 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-7 RT 7: RICHMOND ST-RAYMOND AVE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO YORK STREET (OPTIMIZATION) Engineering Structures Asset
Project Description
Local road optimizations on Richmond Street from Raymond Avenue to York Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 74% Growth Related (74%
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 7: RICHMOND ST-RAYMOND AVE
EXPENDITURE
DESIGN 60 1,753 1,813
LAND ACQUISITION
EXPENDITURE 60 14,482 14,542
RATE SUPPORTED
FUNDED FROM OPERATIONS 16- 1,255- 1,271-
DEBENTURE
RATE SUPPORTED 16- 1,255- 1,271-
SENIOR GOVERNMENT 9,655- 9,655-
RESERVE FUND 44- 3,572- 3,616-
RT 7: RICHMOND ST-RAYMOND AVE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-8 RT 8: YORK STREET-RICHMOND ST Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
TO COLBORNE ST (OPTIMIZATION) Engineering Structures Asset
Project Description
Local road optimizations on York Street from Richmond Street to Colborne Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 74% Growth Related (73.4%
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 8: YORK STREET-RICHMOND ST
EXPENDITURE
DESIGN 60 351 411
LAND ACQUISITION
EXPENDITURE 60 540 2,854 3,454
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 22- 1- 47- 247- 317-
SENIOR GOVERNMENT 360- 1,903- 2,263-
RESERVE FUND 38- 1 133- 704- 874-
NON - RATE SUPPORTED 38- 1 493- 2,607- 3,137-
RT 8: YORK STREET-RICHMOND ST
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-9 RT 9: COLBORNE ST-YORK ST TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
DUNDAS STREET (OPTIMIZATION) Engineering Structures Asset
Project Description
Local road optimizations on Colborne Street from York Street to Dundas Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 75% Growth Related (73.2% DC
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 9: COLBORNE ST-YORK ST TO
EXPENDITURE
DESIGN 60 137 197
LAND ACQUISITION
CONSTRUCTION 931 931
EXPENDITURE 60 200 931 1,191
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 22- 1- 17- 78- 118-
SENIOR GOVERNMENT 133- 621- 754-
RESERVE FUND 38- 1 50- 233- 320-
NON - RATE SUPPORTED 38- 1 183- 854- 1,074-
SOURCES OF FINANCING 60- 200- 932- 1,192-
RT 9: COLBORNE ST-YORK ST TO 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-10 RT 10: DUNDAS ST-COLBORNE ST Civic Departments Environmental & Roads & Cat Code not Defined Tangible Capital Growth D. MacRae
TO ADELAIDE ST OPTIMIZATION Engineering Structures Asset
Project Description
Local road optimizations on Dundas Street from Colborne to Adelaide Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 75% Growth Related (74.2% DC
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 10: DUNDAS ST-COLBORNE ST
EXPENDITURE
DESIGN 60 319 379
LAND ACQUISITION
EXPENDITURE 60 466 2,173 2,699
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 22- 1- 39- 181- 243-
RESERVE FUND 38- 1 117- 543- 697-
NON - RATE SUPPORTED 38- 1 428- 1,992- 2,457-
RT 10: DUNDAS ST-COLBORNE ST 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-11 RT 11: WELLINGTON RD-HORTON Civic Departments Environmental & Roads & Cat Code not Defined Tangible Capital Growth D. MacRae
STREET TO YORK STREET Engineering Structures Asset
(OPTIMIZATION)
Project Description
Local road optimizations on Wellington Road from Horton Street to York Street for Rapid Transit. Project concept and phasing to be developed through EA and related studies. 75% Growth Related (74.4% DC
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT 11: WELLINGTON RD-HORTON
EXPENDITURE
DESIGN 20 40 137 197
LAND ACQUISITION
EXPENDITURE 20 40 200 931 1,191
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 7- 10- 17- 78- 112-
SENIOR GOVERNMENT 133- 621- 754-
RESERVE FUND 13- 30- 50- 233- 326-
NON - RATE SUPPORTED 13- 30- 183- 854- 1,080-
RT 11: WELLINGTON RD-HORTON 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1430-12 RT12: DOWNTOWN TERMINAL Civic Departments Environmental & Roads & Cat Code not Defined Tangible Capital Growth D. MacRae
Project Description
Downtown terminal serving rapid transit. Project concept, location and phasing to be developed through EA and related studies. 100% Growth related (90% DC Rate Supported) Growth splits are consistent
with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RT12: DOWNTOWN TERMINAL
EXPENDITURE
DESIGN 500 500 1,000
LAND ACQUISITION
RELOCATE UTILITIES
RATE SUPPORTED
DEBENTURE
RESERVE FUND 150- 1,350- 1,500-
RT12: DOWNTOWN TERMINAL
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1475-2 FANSHAWE RD EAST WIDENING-PH Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
2 ADELAIDE TO HIGHBURY Engineering Structures Asset
Project Description
Widen Fanshawe Park Rd. East from two lanes to 5 lanes from Adelaide St N to McLean Drive. Phase 2 widen Fanshawe from Adelaide St N to McLean Drive. Identified in the 2030 Transportation Master Plan.
94.2% Growth Related (91.3% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study. Phasing by year that budget funds are proposed.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in the 2030 Transportation Master Plan. Budget estimate as per 2009 EA. To be co-ordinated with Water Project EW3702 and Sewer Project ES4424.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
FANSHAWE RD EAST WIDENING-PH 2
EXPENDITURE
DESIGN 773 549 1,322
EXPENDITURE 3,420 700 11,339 15,459
RATE SUPPORTED
DEBENTURE 501- 42- 680- 1,223-
RATE SUPPORTED 628- 42- 680- 1,350-
RESERVE FUND 2,792- 658- 3,449-
DEBENTURE 10,659- 10,659-
OTHER SOURCES
NON - RATE SUPPORTED 2,792- 658- 10,659- 14,108-
FANSHAWE RD EAST WIDENING-PH 2 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1477-3 HYDE PARK ROAD-OXFORD Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
Project Description
Intersection improvements at Hyde Park Road and Oxford Street. 92% Growth related (92% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Required to respond to pending development in NW London. This project was identified in the 2030 Transportation Master Plan. EA completed in 2012 with project to the south.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
HYDE PARK ROAD-OXFORD
EXPENDITURE
DESIGN 150 100 250
RELOCATE UTILITIES
RATE SUPPORTED
DEBENTURE 25- 154- 179-
RESERVE FUND 285- 1,766- 2,051-
DEBENTURE
HYDE PARK ROAD-OXFORD
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1479-1 BRADLEY AVE WIDENING-PH 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
DEARNESS DRIVE TO POND MILLS Engineering Structures Asset
Project Description
Widen Bradley Avenue from 2 to 4 through lanes from Dearness Drive to Jackson Road. Phase 1 is widening of Bradley from Dearness Drive to Pond Mills in 2024. 92% Growth related (92% DC Rate
Supported). Growth splits are consistent with 2014 Development Charge Study. 2020 Environmental Assessment; 2022 and 2015 Detailed Design & Land Acquisition; 2023 Utility Relocation; 2024 Supervision &
Construction
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BRADLEY AVE WIDENING-PH 1
EXPENDITURE
DESIGN 435 682 658 1,775
EXPENDITURE 435 1,232 1,100 12,495 15,262
RATE SUPPORTED
DEBENTURE 35- 99- 88- 1,000- 1,222-
RATE SUPPORTED 35- 99- 88- 1,000- 1,222-
RESERVE FUND 400- 1,996- 2,396-
DEBENTURE 1,133- 1,012- 9,500- 11,645-
BRADLEY AVE WIDENING-PH 1 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1496-2 SUNNINGDALE RD WIDENING - PH 2 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
INTERSECTION UPGRADES Engineering Structures Asset
Project Description
Widen and upgrade Sunningdale Road from Wonderland to Adelaide. Phase 2 consists of 2 intersection upgrades, Richmond/Sunningdale and Wonderland/Sunningdale in 2014 (roundabout completed) and
Richmond/Sunningdale in 2020. Richmond St intersection has been deferred to 2020 to coincide with improvements to west and minimize throw away construction costs. 90.9% Overall Growth Related (85.1%
Overall DC Rate Supported). Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project is identified in the 2030 Transportation Master Plan as a 0-5 year need. Required to respond to the rapid development of North London. EA completed in 2013.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SUNNINGDALE RD WIDENING - PH 2
EXPENDITURE
DESIGN 450 206 221 877
CONSTRUCTION 1,800 138 2,632 4,570
RELOCATE UTILITIES 600 500 1,100
OTHER
EXPENDITURE 3,450 206 638 2,953 7,247
RATE SUPPORTED
DEBENTURE 740- 8- 26- 118- 892-
RATE SUPPORTED 931- 8- 26- 118- 1,083-
RESERVE FUND 2,519- 198- 613- 2,835- 6,165-
DEBENTURE
NON - RATE SUPPORTED 2,519- 198- 613- 2,835- 6,165-
SOURCES OF FINANCING 3,450- 206- 639- 2,953- 7,248-
SUNNINGDALE RD WIDENING - PH 2 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1496-3 SUNNINGDALE RD WIDENING - PH 3 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
RICHMOND TO WONDERLAND Engineering Structures Asset
Project Description
Widen and upgrade Sunningdale Road from Wonderland to Adelaide. Phase 3 is widening of Sunningdale Road from Richmond to Wonderland from 2 lanes to 4 lanes. 94% Growth Related (94% DC Rate
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project was identified in the 2030 Transportation Master Plan as a 5-10 year need as a requirement to respond to the rapid development of North London.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
EXPENDITURE
DESIGN 1,050 450 550 2,050
LAND ACQUISITION
EXPENDITURE 1,050 978 16,229 18,257
RATE SUPPORTED
DEBENTURE 63- 59- 974- 1,096-
RATE SUPPORTED 63- 59- 974- 1,096-
RESERVE FUND 987- 919- 15,255- 17,161-
DEBENTURE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1496-4 SUNNINGDALE RD-STAGE 2 PH 2 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
BLUEBELL TO RICHMOND Engineering Structures Asset
Project Description
Widen and upgrade Sunningdale Road from Wonderland to Adelaide. Stage 2 Phase 2 is from Richmond to Bluebell to be constructed in 2022. 92% Growth Related (92% DC Rate Supported). Growth splits
are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project is identified in the Transportation Master Plan as a 5-10 year need. Required to respond to the rapid development in North London.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SUNNINGDALE RD-STAGE 2 PH 2
EXPENDITURE
DESIGN 407 175 291 873
LAND ACQUISITION
EXPENDITURE 407 529 175 6,163 7,274
RATE SUPPORTED
DEBENTURE 33- 42- 14- 493- 582-
RATE SUPPORTED 33- 42- 14- 493- 582-
RESERVE FUND 375- 487- 161- 5,670- 6,693-
DEBENTURE
SUNNINGDALE RD-STAGE 2 PH 2 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1496-5 SUNNINGDALE RD-STAGE 2 PH 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
BLUEBELL TO ADELAIDE Engineering Structures Asset
Project Description
Widen and upgrade Sunningdale Road from Wonderland to Adelaide. Stage 2 Phase 1 is from Bluebell to Adelaide to be constructed in 2025. 95% Growth Related (95% DC Rate Supported) Growth splits are
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project has been identified in the 2030 Transportation Master Plan as a 5-10 year need. Required to respond to the rapid development in North London.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SUNNINGDALE RD-STAGE 2 PH 1
EXPENDITURE
DESIGN 390 167 278 835
LAND ACQUISITION
EXPENDITURE 390 329 673 10,094 11,486
RATE SUPPORTED
DEBENTURE 20- 16- 34- 505- 575-
RATE SUPPORTED 20- 16- 34- 505- 575-
RESERVE FUND 370- 313- 639- 1,322-
DEBENTURE 9,590- 9,590-
SUNNINGDALE RD-STAGE 2 PH 1 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1523-1 BRADLEY AVE EXTENSION-PHASE 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WHARNCLIFFE TO WONDERLAND Engineering Structures Asset
Project Description
Extension of Bradley Avenue from White Oak Road to Bostwick Road. Phase 1 in 2017 is from Wharncliffe to Wonderland Road with 4 through lanes. Phase 1 warranted by a collector road network capacity
issue as per the Traffic Impact Study for Andover Trails South and Westbury Developments. 100% Growth Related (100% DC Rate Supported). Growth splits are consistent with the 2014 Development Charge
Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified by former Town of Westminster and further justified in the London Long Term Transportation Corridor Protection Study. Identified as a need in the 2030 Transportation Master Plan as a 0-5 year need.
EA completed.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BRADLEY AVE EXTENSION-PHASE 1
EXPENDITURE
DESIGN 834 955 1,789
EXPENDITURE 834 1,538 9,894 12,266
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED
DEBENTURE 1,538- 9,893- 11,431-
NON - RATE SUPPORTED 834- 1,538- 9,893- 12,265-
BRADLEY AVE EXTENSION-PHASE 1 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1523-2 BRADLEY AVE EXTENSION-PHASE II Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
JALNA TO WHARNCLIFFE Engineering Structures Asset
Project Description
Extension of Bradley Avenue from White Oak Road to Bostwick Road. 100% Growth Related (100% DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Idientified by former Town of Westminster and further justified in the London Long Term Transportation Corridor Protection Study. Identified as a need in the Transportation Master Plan as a 5 - 10 year need.
EA completed.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BRADLEY AVE EXTENSION-PHASE II
EXPENDITURE
DESIGN 297 361 330 988
LAND ACQUISITION 500 500 514 756 2,270
EXPENDITURE 797 500 875 1,344 7,239 10,755
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED
RESERVE FUND 797- 500- 875- 1,344- 3,516-
DEBENTURE 7,238- 7,238-
NON - RATE SUPPORTED 797- 500- 875- 1,344- 7,238- 10,754-
SOURCES OF FINANCING 797- 500- 875- 1,344- 7,238- 10,754-
BRADLEY AVE EXTENSION-PHASE II 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1621-1 VETERANS MEMORIAL PKY - PH 1 Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
EXTENSION 2 THROUGH LANES Engineering Structures Asset
BETWEEN HURON ST AND CLARKE
Project Description
Construct a new 4 lane road - Veterans Memorial Parkway from Huron Street to Clarke Road. Phase 1 extension 2 through lanes from Huron Street to Clarke Road. Project to consider the coordination of a
future grade separation for the CN Railway and Huron Street. 93% Growth related (92.4% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in the 2030 Transportation Master Plan as a 5-10 year need.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
VETERANS MEMORIAL PKY - PH 1
EXPENDITURE
DESIGN 350 549 356 1,255
LAND ACQUISITION 150 1,350 1,500 3,000
EXPENDITURE 500 549 3,368 1,500 6,206 12,123
DEBENTURE 38- 236- 105- 434- 813-
RATE SUPPORTED 103- 38- 236- 105- 434- 916-
DEBENTURE 3,132- 1,395- 5,772- 10,299-
SOURCES OF FINANCING 499- 548- 3,368- 1,500- 6,206- 12,121-
VETERANS MEMORIAL PKY - PH 1 1 1 2
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1629-1 SOUTHDALE ROAD WEST Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
WIDENING FARNHAM TO PINE Engineering Structures Asset
VALLEY
Project Description
To widen Southdale Rd W from Farnham to Pine Valley from 2 to 4 lanes with center turn lane in 2022. Phase 2 is widening Southdale Rd west from Colonel Talbot to Farnham from 2 to 4 lanes with center turn
lane 2026. 91% Growth Related. (91% DC Rate Supported) Growth splits are consistent with 2014 Development Charge Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project was identified in the 2030 Transportation Master Plan as a 10-15 year need. Sidewalk to be constructed in 2016 along Southdale Road to provide access for new community center.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SOUTHDALE ROAD WEST WIDENING
EXPENDITURE
DESIGN 25 237 269 531
EXPENDITURE 200 237 221 2,492 3,150
RATE SUPPORTED
DEBENTURE 18- 21- 20- 224- 283-
RATE SUPPORTED 18- 21- 20- 224- 283-
RESERVE FUND 182- 216- 201- 2,267- 2,866-
SOUTHDALE ROAD WEST WIDENING 1 1
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS2171-2 OLD VICTORIA FROM HAMILTON TO Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Growth D. MacRae
BRADLEY Engineering Structures Asset
Project Description
To upgrade Old Victoria Road from Hamilton Road to Hwy 401 to a 2 lane rural arterial cross section. Improvements on roadways adjacent to the Veterans Memorial Parkway (VMP) Area Industrial Park to
accommodate the increased traffic and structural/alignment deficiencies. 87% Growth related (87% DC Rate Supported). Growth splits are consistent with 2014 Development Charge Study. Property acquisition
to continue on a voluntary basis.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Next phase: Old Victoria Road upgrades from Hamilton Road to Bradley Ave including Hamilton Road roundabout in 2024. Road improvements to support the heavier traffic and increased traffic in the vicinity of
City Industrial Parks.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
OLD VICTORIA FROM HAMILTON TO
EXPENDITURE
DESIGN 336 240 576
RELOCATE UTILITIES
EXPENDITURE 336 364 4,305 5,005
RATE SUPPORTED
DEBENTURE 44- 47- 560- 651-
RESERVE FUND 292- 317- 3,746- 4,355-
OLD VICTORIA FROM HAMILTON TO 1- 1-
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS173916 CYCLING FACILITIES Civic Departments Environmental & Roads & Cat Code not Defined Tangible Capital Growth D. MacRae
Project Description
To introduce bicycle lanes to roadways and other cycling facilities in accordance with the City's Bicycle Master Plan. New Cycling Master Plan (London ON Biker) to identify priorities. 50% Growth Related (50%
DC Rate Supported) Growth splits are consistent with the 2014 Development Charge Study. Allocation of Growth (DC) funding is a new source for this program as established in the 2014 DC Study.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Identified in the Cycling Master Plan and Transportation Master Plan. Signage promotional program to be part of activities. Facilities added either as independent projects or in conjunction with other City works
for cost effectiveness.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
CYCLING FACILITIES
EXPENDITURE
DESIGN
CONSTRUCTION 783 783 783 783 783 783 783 783 783 783 7,830
EXPENDITURE 783 783 783 783 783 783 783 783 783 783 7,830
RATE SUPPORTED
FUNDED FROM OPERATIONS 391- 391- 391- 391- 391- 391- 391- 391- 391- 391- 3,910-
RATE SUPPORTED 391- 391- 391- 391- 391- 391- 391- 391- 391- 391- 3,910-
FEDERAL GRANTS
RESERVE FUND 391- 391- 391- 391- 391- 391- 391- 391- 391- 391- 3,910-
CYCLING FACILITIES 1 1 1 1 1 1 1 1 1 1 10
_________________________________________________________________________________________________________________________________
Service Improvement
Capital Budget
_________________________________________________________________________________________________________________________________
SERVICE IMPROVEMENT SUMMARY
($000'S)

2016-2025
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total Total 10 Yr Avg
Culture Services 428 1,250 1,250 2,500 2,500 250
Economic Prosperity 430 68,542 7,747 6,385 4,352 5,352 6,175 3,478 7,532 6,278 6,178 5,378 14,073 65,181 141,470 6,518
Environmental Services 437 180 79 30 530 34,500 1,000 15,000 3,000 54,060 54,319 5,406
Parks, Recreation and Neighbourhood 441 2,050 512 2,500 1,675 3,350 725 3,800 2,800 2,000 2,000 2,200 4,350 25,400 27,962 2,540
Services
Planning & Development Services 449 50 200 700 100 500 500 500 500 500 500 3,800 4,050
Protective Services 452 700 700 1,985 1,250 250 2,000 12,000 12,000 20,000 50,185 50,885 5,019
Social & Health Services 456 1,200 250 500 750 1,000 1,000 1,000 1,000 1,000 7,700 7,700
Transportation Services 459 1,908 3,539 2,525 9,050 6,500 6,350 50 50 50 50 50 50 24,725 30,172 2,473
Corporate, Operational & Council
465 5,729 9,823 1,433 1,006 785 775 855 800 700 2,780 500 500 10,134 25,686 1,013
Services
TOTAL SERVICE IMPROVEMENT 79,159 21,900 14,793 18,533 16,967 17,140 45,183 12,932 13,528 39,508 24,628 40,473 243,685 344,744 23,219
_________________________________________________________________________________________________________________________________
SERVICE IMPROVEMENT SOURCES OF FUNDING
($000'S)
2016-2025
Source of Funding Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
Tax Supported
Capital Levy 3,911 1,871 500 675 4,380 3,390 6,150 3,350 4,277 4,827 8,224 9,797 45,570
Debenture (1) 16,276 8,958 3,062 10,456 6,685 6,575 8,555 1,550 1,473 19,003 9,526 27,103 93,988
Reserve Fund 23,773 7,956 8,885 4,352 5,352 6,175 13,701 7,532 6,278 10,233 3,683 3,073 69,264
Other (2) 2,489 2,306 496 1,300 50 - - - - - - - 1,846
Total Tax Supported 46,449 21,091 12,943 16,783 16,467 16,140 28,406 12,432 12,028 34,063 21,433 39,973 210,668
Non-Tax Supported
Reserve Fund 309 100 - - - - - - - - - 100
Federal Gas Tax 500 500 500 500 1,000 16,777 500 1,500 5,445 3,195 500 30,417
Other 33,078 - 1,250 1,250 - - - - - - - - 2,500
Total Non-Tax Supported 33,078 809 1,850 1,750 500 1,000 16,777 500 1,500 5,445 3,195 500 33,017
Total 79,527 21,900 14,793 18,533 16,967 17,140 45,183 12,932 13,528 39,508 24,628 40,473 243,685
_________________________________________________________________________________________________________________________________
Service Improvement Capital Expenditures
($000's)
CULTURE SERVICES
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
MUSEUM LONDON
GG1845 Centre at the Forks within Museum
429 1,250 1,250 2,500
London
TOTAL MUSEUM LONDON 1,250 1,250 2,500
TOTAL CULTURE SERVICES 1,250 1,250 2,500
_________________________________________________________________________________________________________________________________
YR. MO. DAY
GG1845 CENTRE AT THE FORKS WITHIN Boards & Boards & Museum London Enriched Cultural Tangible Capital Service B. Meehan
MUSEUM LONDON Commissions Commission Identity Asset Improvement
Project Description
New project for the construction of Centre at the Forks within Museum London will double the amount of space currently available for the Museum's education and public programming and will provide a
community hub for innovative programming that will expand and enhance the visitor experience. It will be fully-accessible cultural gathering place that will respond to a multitude of community-focused program
needs.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
In order for museums to remain relevant today, they must consistently look for innovative ways to engage, and add value to their community. This project supports Council's 2015-2019 Strategic Plan
"Strengthening Our Community - Amazing arts, culture, and recreation experiences.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
CENTRE AT THE FORKS WITHIN
EXPENDITURE
EXPENDITURE 1,250 1,250 2,500
OTHER SOURCES 1,250- 1,250- 2,500-
CENTRE AT THE FORKS WITHIN
_________________________________________________________________________________________________________________________________
($000's)
ECONOMIC PROSPERITY
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
ECONOMIC PROSPERITY
ID1145 Future Industrial Land Acquisition 431 30,481 800 800 800 32,881
ID1150 ILDS Internal Servicing 432 1,534 2,866 1,533 2,533 2,400 2,400 5,654 4,400 4,300 4,300 13,379 45,299
D1265 Skyway Industrial Park - Phase II 433 436 24 700 800 1,960
ID2169 ILDS External Transportation Servicing 434 138 344 344 344 103 103 103 103 103 619 2,304
* GG1721-6 New Economy - Fanshawe College 435 12,000 1,575 1,575 1,575 1,575 2,075 75 75 75 75 75 75 20,825
* GG1721-9 Fanshawe College - Kingsmills 436 900 900 900 900 900 900 900 900 900 900 9,000
** No
* GG1725 London Music Industry PDR
150 150 300
* GG1730PHB Decommissioning of South Street ** No
PDR
2,380 2,380
Campus Lands - Phase B
** No
ID1168 Innovation Park PDR
24,600 850 25,450
ID2162 Skyway Industrial Park-Roads (Budget ** No
PDR
875 (24) 851
tsfd to ID1265 Skyway Industrial Park-Ph II)
** No
* PD1017 Fibre Optic Connection Grant-Last Mile PDR
220 220
TOTAL ECONOMIC PROSPERITY 68,542 7,747 6,385 4,352 5,352 6,175 3,478 7,532 6,278 6,178 5,378 14,073 141,470
TOTAL ECONOMIC PROSPERITY 68,542 7,747 6,385 4,352 5,352 6,175 3,478 7,532 6,278 6,178 5,378 14,073 141,470
_________________________________________________________________________________________________________________________________
YR. MO. DAY
ID1145 FUTURE INDUSTRIAL LAND Civic Departments City Manager's Industrial Lands Economic Prosperity Industrial Land Service B. Warner
ACQUISITION Department Improvement
Project Description
To acquire lands for City inventory to accommodate future industrial land requirements.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Acquisition of industrial lands to meet future economic demands. Industrial Land Development Strategy.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
FUTURE INDUSTRIAL LAND
EXPENDITURE
LAND ACQUISITION 30,481 800 800 800 32,881
EXPENDITURE 30,481 800 800 800 32,881
RATE SUPPORTED
FUNDED FROM OPERATIONS 1,100- 1,100-
DEBENTURE 10,200- 10,200-
RESERVE FUND 2,300- 800- 800- 800- 4,700-
RATE SUPPORTED 13,600- 800- 800- 800- 16,000-
DEBENTURE 16,881- 16,881-
SOURCES OF FINANCING 30,481- 800- 800- 800- 32,881-
FUTURE INDUSTRIAL LAND
_________________________________________________________________________________________________________________________________
YR. MO. DAY
ID1150 ILDS INTERNAL SERVICING Civic Departments City Manager's Industrial Lands Economic Prosperity Industrial Land Service R. Sutton
Department Improvement
Project Description
Internal servicing of future light and general industrial land to provide an adequate inventory of large block "shovel ready" land in strategic locations. Project coordinated with other ILDS servicing accounts
(Sanitary-ID1057, Storm-ID2090, SWM-2095, External Transportation Servicing-ID2169 and Water-ID2195).
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Provide economic growth opportunities by servicing strategic lands to accommodate current and future industrial land requirements as per the City's 2014 Industrial Land Development Strategy. Scope and
timing of individual projects is subject to land acquisition.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ILDS INTERNAL SERVICING
EXPENDITURE
DESIGN 933 2,000 1,000 1,000 1,000 1,200 1,200 1,000 1,000 1,000 3,000 6,000 20,333
CONSTRUCTION 600 867 533 1,533 1,400 1,200 4,454 3,400 3,300 3,300 10,379 20,000 50,966
RELOCATE UTILITIES
STREET LIGHTS
EXPENDITURE 1,533 2,867 1,533 2,533 2,400 2,400 5,654 4,400 4,300 4,300 13,379 26,000 71,299
RATE SUPPORTED
DEBENTURE 2,000- 2,000- 11,000- 10,000- 25,000-
RESERVE FUND 1,533- 2,867- 1,533- 2,533- 2,400- 2,400- 5,654- 4,400- 2,300- 2,300- 2,379- 16,000- 46,299-
RATE SUPPORTED 1,533- 2,867- 1,533- 2,533- 2,400- 2,400- 5,654- 4,400- 4,300- 4,300- 13,379- 26,000- 71,299-
SENIOR GOVERNMENT
RESERVE FUND
DEBENTURE
SOURCES OF FINANCING 1,533- 2,867- 1,533- 2,533- 2,400- 2,400- 5,654- 4,400- 4,300- 4,300- 13,379- 26,000- 71,299-
ILDS INTERNAL SERVICING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
ID1265 SKYWAY IND PARK-PHASE II Civic Departments City Manager's Industrial Lands Economic Prosperity Industrial Land Service R. Sutton
Department Improvement
Project Description
To ensure an adequate supply of serviced industrial land for sale to industry.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Industrial Land Development Strategy. To provide additional 'shovel ready' serviced industrial land near the London International Airport.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SKYWAY IND PARK-PHASE II
EXPENDITURE
DESIGN 80 80
CONSTRUCTION 356 24 700 800 1,880
OTHER
EXPENDITURE 436 24 700 800 1,960
RATE SUPPORTED
DEBENTURE
RESERVE FUND 350- 24- 700- 800- 1,874-
RATE SUPPORTED 350- 24- 700- 800- 1,874-
RESERVE FUND
DEBENTURE
OTHER SOURCES 86- 86-
SKYWAY IND PARK-PHASE II
_________________________________________________________________________________________________________________________________
YR. MO. DAY
ID2169 ILDS EXTERNAL TRANSPORTATION Civic Departments Environmental & Roads & Economic Prosperity Industrial Land Service R. Sutton
SERVICING Engineering Structures Improvement
Project Description
Arterial intersection improvements required for servicing of future light and general industrial land to provide an adequate inventory of large block 'shovel ready' land in strategic locations. Project coordinated
with other ILDS servicing accounts (Internal Servicing-ID1150, Sanitary-ID1057, Storm-ID2090, SWM-ID2095 and Water-ID2195).
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Provide economic growth opportunities by servicing strategic lands to accommodate current and future industrial land requirements as per the City's 2014 Industrial Land Development Strategy. Scope and
timing of individual projects may be subject to land acquisition.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ILDS EXTERNAL TRANSPORTATION
EXPENDITURE
DESIGN 138 138
CONSTRUCTION 344 344 344 103 103 103 103 103 619 2,234 4,400
RELOCATE UTILITIES
STREET LIGHTS
EXPENDITURE 138 344 344 344 103 103 103 103 103 619 2,234 4,538
RATE SUPPORTED
DEBENTURE
RESERVE FUND 138- 344- 344- 344- 103- 103- 103- 103- 103- 619- 2,234- 4,538-
RATE SUPPORTED 138- 344- 344- 344- 103- 103- 103- 103- 103- 619- 2,234- 4,538-
SENIOR GOVERNMENT
RESERVE FUND
DEBENTURE
OTHER SOURCES
SOURCES OF FINANCING 138- 344- 344- 344- 103- 103- 103- 103- 103- 619- 2,234- 4,538-
ILDS EXTERNAL TRANSPORTATION
_________________________________________________________________________________________________________________________________
YR. MO. DAY
GG1721-6 NEW ECONOMY-FANSHAWE Civic Departments Corporate Corporate Economic Prosperity Non-TCA Service M. Hayward
COLLEGE CAMPUS FOR THE ARTS Revenues & Initiatives Improvement
Expense
Project Description
Grant to Fanshawe College as part of new economy initiatives. Funding is to be used towards the development of a downtown campus for the School of Applied and Performing Arts.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Economic development and job creation.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW ECONOMY-FANSHAWE COLLEGE
EXPENDITURE
DESIGN
CONSTRUCTION
OTHER 12,000 1,575 1,575 1,575 1,575 2,075 75 75 75 75 75 75 75 20,900
EXPENDITURE 12,000 1,575 1,575 1,575 1,575 2,075 75 75 75 75 75 75 75 20,900
RATE SUPPORTED
RESERVE FUND 12,000- 1,575- 1,575- 1,575- 1,575- 2,075- 75- 75- 75- 75- 75- 75- 75- 20,900-
RATE SUPPORTED 12,000- 1,575- 1,575- 1,575- 1,575- 2,075- 75- 75- 75- 75- 75- 75- 75- 20,900-
RESERVE FUND
SOURCES OF FINANCING 12,000- 1,575- 1,575- 1,575- 1,575- 2,075- 75- 75- 75- 75- 75- 75- 75- 20,900-
NEW ECONOMY-FANSHAWE COLLEGE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
GG1721-9 FANSHAWE COLLEGE - KINGSMILLS Civic Departments Corporate Corporate Economic Prosperity Non-TCA Service M. Hayward
Revenues & Initiatives Improvement
Expense
Project Description
Grant to Fanshawe College as part of new economy initiatives. Funding is to be used towards the development of an additional downtown campus.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
FANSHAWE COLLEGE - KINGSMILLS
EXPENDITURE
DESIGN
CONSTRUCTION
OTHER 900 900 900 900 900 900 900 900 900 900 9,000
EXPENDITURE 900 900 900 900 900 900 900 900 900 900 9,000
RATE SUPPORTED
RESERVE FUND 900- 900- 900- 900- 900- 900- 900- 900- 900- 900- 9,000-
RATE SUPPORTED 900- 900- 900- 900- 900- 900- 900- 900- 900- 900- 9,000-
FANSHAWE COLLEGE - KINGSMILLS
_________________________________________________________________________________________________________________________________
($000's)
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
GARBAGE RECYCLING & COMPOSTING
SW6050 New & Emerging Solid Waste
438 500 34,500 35,000
Technologies
SW6053 On Board Weighing &
439 30 30 60
Tracking Technologies
SW6080 Long Term Disposal Capacity 440 1,000 15,000 3,000 19,000
SW6052 Additional Sanitary Operations ** No
PDR
180 79 259
Collection Truck
TOTAL GARBAGE RECYCLING & COMPOSTING 180 79 30 530 34,500 1,000 15,000 3,000 54,319
TOTAL ENVIRONMENTAL SERVICES 180 79 30 530 34,500 1,000 15,000 3,000 54,319
_________________________________________________________________________________________________________________________________
YR. MO. DAY
SW6050 NEW & EMERGING SOLID WASTE Civic Departments Environmental & Solid Waste Environmental Tangible Capital Service J. Stanford
TECHNOLOGIES Engineering Management Responsibility Asset Improvement
Project Description
Development of new emerging and/or next generation resource recovery technology at the W12A Landfill Waste and Resource Management Zone.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
It is expected that approval of any expansion of the W12A Landfill will also require establishment of new facility(ies) to divert waste and recover resources and/or energy. There are many emerging technologies.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
NEW & EMERGING SOLID WASTE
EXPENDITURE
DESIGN 500 500 1,000
CONSTRUCTION
CITY RELATED EXPENSES 34,000 34,000
EXPENDITURE 500 34,500 35,000
RATE SUPPORTED
DEBENTURE 8,000- 8,000-
RESERVE FUND 10,223- 10,223-
RATE SUPPORTED 18,223- 18,223-
FEDERAL GRANTS 500- 16,277- 16,777-
RESERVE FUND
NEW & EMERGING SOLID WASTE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
SW6053 ON BOARD WEIGHING & TRACKING Civic Departments Environmental & Solid Waste Environmental Tangible Capital Service J. Stanford
TECHNOLOGIES Engineering Management Responsibility Asset Improvement
Project Description
On-board weighing technologies and RFID tags are complementary systems that provide increased opportunities for route optimization, asset utilization and customer service. GPS Fleet Telematics, as applied
to garbage collection, is a method for monitoring the location, movements, status and behavior of the mobile assets.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
In addition to location data, fleet telematics systems provide a wide variety of critical information that can be used to help manage all collection operations. Easy method to track each garbage packer in real time
identifying start time, shut down, idling status, location & speed.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ON BOARD WEIGHING & TRACKING
EXPENDITURE
VEHICLE & EQUIPMENT 30 30 60
EXPENDITURE 30 30 60
RATE SUPPORTED
SOURCES OF FINANCING 30- 30- 60-
ON BOARD WEIGHING & TRACKING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
SW6080 LONG TERM DISPOSAL CAPACITY Civic Departments Environmental & Solid Waste Environmental Tangible Capital Service J. Stanford
Engineering Management Responsibility Asset Improvement
Project Description
Development of long term disposal capacity for residual waste generated from residents and businesses in London.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Residents and businesses need to dispose of residue waste. Other options (e.g., energy-from-waste, export, etc) are more expensive and still require a landfill to handle residuals from the disposal technology.
Estimate cost for 30 years of City owned disposal capacity.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
LONG TERM DISPOSAL CAPACITY
EXPENDITURE
DESIGN 1,000 1,000 5,000 7,000
LAND ACQUISITION
CONSTRUCTION 14,000 3,000 63,000 80,000
EXPENDITURE 1,000 15,000 3,000 68,000 87,000
RATE SUPPORTED
DEBENTURE 4,000- 57,825- 61,825-
RESERVE FUND 6,055- 305- 7,000- 13,360-
RATE SUPPORTED 10,055- 305- 64,825- 75,185-
FEDERAL GRANTS 1,000- 4,945- 2,695- 3,175- 11,815-
DEBENTURE
NON - RATE SUPPORTED 1,000- 4,945- 2,695- 3,175- 11,815-
SOURCES OF FINANCING 1,000- 15,000- 3,000- 68,000- 87,000-
LONG TERM DISPOSAL CAPACITY
_________________________________________________________________________________________________________________________________
($000's)

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
RC2602 Farquharson Arena Decommissioning and
442 125 2,000 2,125
Renovating to Community Space
RC2608 Glen Cairn Arena Decommission &
443 650 1,350 2,000
Renovate to Community Space
RC2612 Silverwoods Arena Decommission &
444 125 2,000 2,125
Renovate to Community Space
TOTAL NEIGHBROURHOOD & RECREATION
125 2,650 125 2,000 1,350 6,250
SERVICES

* PD1142 Enhanced Veterans Memorial Parkway 445 511 80 100 50 741
PD1148 Thames Valley Corridor Plan 446 200 1,000 200 1,000 200 1,000 3,600
PP2044 Management of Emerald Ash Borer 447 1,200 400 400 400 400 400 400 400 400 400 400 400 5,600
PD2047 Urban Forest Strategy 448 1,800 100 300 200 1,200 1,400 1,600 1,600 1,600 1,600 11,400
** No
RC2427 Turf Maintenance Equipment PDR
129 52 181
PD2123 Thames Valley Corridor (Budget tsfd to ** No
PDR
210 (20) 190
TS1135-Dundas Flexible Street)
TOTAL PARKS & URBAN FORESTRY 2,050 512 2,500 1,550 700 600 1,800 2,800 2,000 2,000 2,200 3,000 21,712
2,050 512 2,500 1,675 3,350 725 3,800 2,800 2,000 2,000 2,200 4,350 27,962
SERVICES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2602 FARQUHARSON ARENA Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Service L. Livingstone
DECOMMISSION & RENOVATE TO Services hildren's Ser Asset Improvement
COMMUNITY SPACE
Project Description
The 2009 Parks and Recreation Strategic Master Plan update recommends that the Farquharson Arena ice pads be decommissioned upon the completion of replacement ice pads in the Southwest
Multi-purpose Rec Centre. Further evaluation and planned investments have extended the life span of this facility to beyond 10 years. Greater urgency exists on the repurposing of Glen Cairn and Silverwoods
Arenas to develop community space in support of these neighbourhoods. Therefore the repurposing of Farquharson will follow that of Silverwoods and Glen Cairn Arenas. Farquharson Arena will be
"repurposed" to a mid-size community centre.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Repurpose to meet the non ice needs of the immediate community.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
FARQUHARSON ARENA
EXPENDITURE
DESIGN 125 125
VEHICLE & EQUIPMENT
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 125- 2,000- 2,125-
FARQUHARSON ARENA
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2608 GLEN CAIRN ARENA Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Service L. Livingstone
COMMUNITY SPACE
Project Description
The 2009 Parks & Recreation Master Plan report recommends that the Glen Cairn Ice Pad and pool be decommissioned and was originally planned to be redeveloped into a Community facility. Councils
principle funding decision did not allow for this to go forward. Alternative use will be considered and/or the arena will be demolished. Decommissioning will require the construction of a replacement ice pad in
the ice pad inventory, therefore the arena component will remain until this pad is in place.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
GLEN CAIRN ARENA
EXPENDITURE
DESIGN
VEHICLE & EQUIPMENT
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 650- 1,350- 2,000-
GLEN CAIRN ARENA
_________________________________________________________________________________________________________________________________
YR. MO. DAY
RC2612 SILVERWOODS ARENA Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Service L. Livingstone
COMMUNITY SPACE
Project Description
The 2009 Parks & Recreation Master Plan report recommends that the Silverwoods ice pad be decommissioned and be redeveloped into a Community Facility. Decommissioning will require the construction of
a replacement pad as part of the ice pad inventory, therefore the arena component will remain until new ice pad is in place.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Silverwoods Arena requires "repurposing" to meet the non ice needs of the immediate community.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SILVERWOODS ARENA
EXPENDITURE
DESIGN 125 125
VEHICLE & EQUIPMENT
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 125- 2,000- 2,125-
SILVERWOODS ARENA
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD1142 ENHANCED VETERANS MEMORIAL Civic Departments Planning Services Land Use Planning Community Vitality Non-TCA Service A. Macpherson
PARKWAY Improvement
Project Description
Project for an enhanced landscape treatment in accordance with a Council approved 7 year agreement that committed funding to support the Veterans Memorial Parkway Plan.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Funding within the agreement supports administrative efforts to raise funding to implement the plan. In 2013, an estimated $252,000 was donated to the City through this agreement. Visible recognition of
London's veterans as well as an enhanced gateway to the City. Continued partnership with corporate and volunteer organizations support this capital project.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
ENHANCED VETERANS MEMORIAL
EXPENDITURE
DESIGN 176 15 15 206
CONSTRUCTION 335 65 85 50 535
EXPENDITURE 511 80 100 50 741
RATE SUPPORTED
FUNDED FROM OPERATIONS 275- 50- 50- 375-
DEBENTURE 50- 50-
OTHER 186- 30- 50- 50- 316-
RATE SUPPORTED 511- 80- 100- 50- 741-
SOURCES OF FINANCING 511- 80- 100- 50- 741-
ENHANCED VETERANS MEMORIAL
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD1148 THAMES VALLEY CORRIDOR PLAN Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Service A. Macpherson
Responsibility Asset Improvement
Project Description
To complete the connection of one of the gaps in the Thames Valley Parkway system by completing the gap between Richmond and Adelaide Streets on the North Branch.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The TVP system currently has 2 major gaps. This project connects one of the gaps which would open access to the pathway system to a large area within the northeast portion of the City.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
THAMES VALLEY CORRIDOR PLAN
EXPENDITURE
DESIGN 200 200 200 600
CONSTRUCTION 1,000 1,000 1,000 3,000
EXPENDITURE 200 1,000 200 1,000 200 1,000 3,600
RATE SUPPORTED
DEBENTURE 200- 1,000- 200- 1,000- 200- 1,000- 3,600-
RATE SUPPORTED 200- 1,000- 200- 1,000- 200- 1,000- 3,600-
SOURCES OF FINANCING 200- 1,000- 200- 1,000- 200- 1,000- 3,600-
THAMES VALLEY CORRIDOR PLAN
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD2044 MANAGEMENT OF EMERALD ASH Civic Departments Planning Services Land Use Planning Community Vitality Tangible Capital Service I.Listar
BORER INFESTATION Asset Improvement
Project Description
Timely and effective detection, protection, removal, disposal and replacing of ash trees on city and private property in response to the current Emerald Ash Borer Infestation.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The loss of ash trees will reduce the city's leaf cover from 24.7% to 22.9%. Allows for management the infestation in more proactive and orderly manner which will allow the planned protection of existing
environment values provided by ash trees. Focus going forward will be replanting woodlots and injections of remaining trees that have been injected. Removals of ash trees from boulevards is complete.
Removal of ash trees from parks and wooded areas remains a priority.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
MANAGEMENT OF EMERALD ASH
EXPENDITURE
DESIGN
CONSTRUCTION 1,200 400 400 400 400 400 400 400 400 400 400 400 1,200 6,800
VEHICLE & EQUIPMENT
EXPENDITURE 1,200 400 400 400 400 400 400 400 400 400 400 400 1,200 6,800
RATE SUPPORTED
FUNDED FROM OPERATIONS 1,200- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 1,200- 6,800-
DEBENTURE
RATE SUPPORTED 1,200- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 1,200- 6,800-
SOURCES OF FINANCING 1,200- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 400- 1,200- 6,800-
MANAGEMENT OF EMERALD ASH
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD2047 URBAN FOREST STRATEGY Civic Departments Planning Services Land Use Planning Environmental Tangible Capital Service I.Listar
Responsibility Asset Improvement
Project Description
Plant more trees and better protect them from deforestation, invasive species and other threats. In addition to the increased planting program, additional studies and analyses are required to ensure the
long-term survival, growth and health of the planted trees.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The base budget represents an insufficient investment to reach the targets identified in the Urban Forest Strategy approved by Council in 2014 from the current 23% to 28% by 2013 and 34% by 2065.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
URBAN FOREST STRATEGY
EXPENDITURE
DESIGN
CONSTRUCTION 1,800 100 300 200 1,200 1,400 1,600 1,600 1,600 1,600 11,400
EXPENDITURE 1,800 100 300 200 1,200 1,400 1,600 1,600 1,600 1,600 11,400
RATE SUPPORTED
FUNDED FROM OPERATIONS 100- 300- 200- 1,200- 1,400- 1,600- 1,600- 1,600- 1,600- 9,600-
RESERVE FUND 1,800- 1,800-
RATE SUPPORTED 1,800- 100- 300- 200- 1,200- 1,400- 1,600- 1,600- 1,600- 1,600- 11,400-
SOURCES OF FINANCING 1,800- 100- 300- 200- 1,200- 1,400- 1,600- 1,600- 1,600- 1,600- 11,400-
URBAN FOREST STRATEGY
_________________________________________________________________________________________________________________________________
($000'S)
PLANNING AND DEVELOPMENT SERVICES

(000'S) Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PLANNING SERVICES
PD1215 Back to the River 450 50 200 700 950
PD1218 London's Downtown Plan-small scale
451 100 500 500 500 500 500 500 3,100
projects
TOTAL PLANNING SERVICES 50 200 700 100 500 500 500 500 500 500 950
TOTAL PLANNING AND DEVELOPMENT
50 200 700 100 500 500 500 500 500 500 950
SERVICES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD1215 BACK TO THE RIVER Civic Departments Planning Services Land Use Planning Enriched Cultural Tangible Capital Service A. Macpherson
Identity Asset Improvement
Project Description
Design work and an Environmental Assessment for the inaugural project from the winning design "The Ribbon of the Thames".
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Downtown Masterplan and the Thames Valley Corridor Plan recommends revitalizing Harris and Ivey Park and enhancing physical and aesthetic connections between Downtown core and the Thames Valley
Corridor.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
BACK TO THE RIVER
EXPENDITURE
DESIGN 200 700 900
CONSTRUCTION
EXPENDITURE 50 200 700 950
RATE SUPPORTED
DEBENTURE
OTHER 100- 100-
RATE SUPPORTED 50- 200- 700- 950-
OTHER SOURCES
SOURCES OF FINANCING 50- 200- 700- 950-
BACK TO THE RIVER
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PD1218 LONDON'S DOWNTOWN PLAN - Civic Departments Planning Services Land Use Planning Community Vitality Tangible Capital Service J. Yanchula
SMALL SCALE PROJECTS Asset Improvement
Project Description
A "base" roster of 18 small & medium scale projects to implement the 6 Strategic Directions in London Downtown's Plan.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
To support London's Downtown Plan in a variety of quantitative and qualitative measures including the rise in downtown's assessed property values.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
LONDON'S DOWNTOWN PLAN - SMALL
EXPENDITURE
DESIGN
CONSTRUCTION 100 500 500 500 500 500 500 3,100
EXPENDITURE 100 500 500 500 500 500 500 3,100
RATE SUPPORTED
FUNDED FROM OPERATIONS 100- 500- 500- 500- 500- 500- 500- 3,100-
RATE SUPPORTED 100- 500- 500- 500- 500- 500- 500- 3,100-
LONDON'S DOWNTOWN PLAN - SMALL
_________________________________________________________________________________________________________________________________
($000'S)
PROTECTIVE SERVICES
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
FIRE SERVICES
PP1090 Relocate Existing Resources to New Fire 453 700 1,985 2,685
Station No 16
PP1091 Replacement and Relocation of Fire
454 700 1,250 250 2,000 2,000 2,000 8,200
Training Tower located at 746 Wellington Rd.
TOTAL FIRE SERVICES 700 700 1,985 1,250 250 2,000 2,000 2,000 10,885
POLICE SERVICES
PP4462 LPS Facility Expansion 455 10,000 10,000 20,000 40,000
TOTAL POLICE SERVICES 10,000 10,000 20,000 40,000
TOTAL PROTECTIVE SERVICES 700 700 1,985 1,250 250 2,000 12,000 12,000 20,000 50,885
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP1090 RELOCATE EXISTING RESOURCES Civic Departments Community Fire Services Community Vitality Tangible Capital Service J. Kobarda
TO NEW FIRE STATION NO.16 Services Asset Improvement
Project Description
To purchase land and relocate existing resources to Wharncliffe area south of Springbank/Horton.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
The Master Fire Plan identified a service deficiency in the Wharncliffe area south of Springbank toward Commissioners Rd W. Relocating existing resources to a new station in this area addressess the service
gap.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
RELOCATE EXISTING RESOURCES TO
EXPENDITURE
DESIGN 200 200
RATE SUPPORTED
DEBENTURE
RATE SUPPORTED 700- 1,985- 2,685-
RELOCATE EXISTING RESOURCES TO
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP1091 REPLACEMENT & RELOCATION OF Civic Departments Community Fire Services Community Vitality Tangible Capital Service J. Kobarda
FIRE TRAINING TOWER LOCATED Services Asset Improvement
AT 746 WELLINGTON RD.
Project Description
To replace the training tower and relocate to outside the urban area. New facility will require a suitably sized property for reclaiming water and recycling water, a training tower, drafting tank, area for extrication,
rail cars and suitably sized to accommodate future requirements.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Current tower was built in 1981 and although at the time was outside the main City it is now located within the urban area and is on the west perimeter of an ESA. Training activity is restricted by Wellington
Road, the ESA, and with the construction of the new Dearness home. The tower is deteriorating and potential increased usage of the ESA will reduce the viability of the tower. Ministry of Labour has increased
its monitoring of live fire structures using NFPR1403 as the standard. Continued review of the tower shows increasing repair needs.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
REPLACEMENT & RELOCATION OF
EXPENDITURE
DESIGN 15 15
LAND ACQUISITION
CONSTRUCTION 685 1,250 250 2,000 2,000 2,000 8,185
EXPENDITURE 700 1,250 250 2,000 2,000 2,000 8,200
RATE SUPPORTED
FUNDED FROM OPERATIONS 500- 1,250- 727- 1,277- 2,000- 5,754-
DEBENTURE 200- 250- 1,273- 723- 2,446-
RATE SUPPORTED 700- 1,250- 250- 2,000- 2,000- 2,000- 8,200-
SOURCES OF FINANCING 700- 1,250- 250- 2,000- 2,000- 2,000- 8,200-
REPLACEMENT & RELOCATION OF
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PP4462 LPS FACILITY EXPANSION Boards & Boards & London Police Community Vitality Tangible Capital Service J. Pare
Commissions Commission Department Asset Improvement
Project Description
Following the facility needs analysis (PP4480), it is anticipated that an expansion of LPS facilities may be the recommended outcome. The budget allocation for 2023 and 2024 represents part of what will be the
expected total required investment. The last facility expansion was identified in 1997 with property purchased in 2004 for a total investment of $33.8 million. It was anticipated that this expansion would serve the
London Police Service until 2026.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
LPS FACILITY EXPANSION
EXPENDITURE
DESIGN
CONSTRUCTION 10,000 10,000 20,000 40,000
EXPENDITURE 10,000 10,000 20,000 40,000
RATE SUPPORTED
FUNDED FROM OPERATIONS 2,674- 4,897- 7,571-
DEBENTURE 10,000- 7,326- 15,103- 32,429-
RATE SUPPORTED 10,000- 10,000- 20,000- 40,000-
RESERVE FUND
DEBENTURE
SOURCES OF FINANCING 10,000- 10,000- 20,000- 40,000-
LPS FACILITY EXPANSION
_________________________________________________________________________________________________________________________________
($000'S)

(000'S) Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
SOCIAL HOUSING
PH2640 Regenerating Public Housing Plan 457 250 500 750 1,000 1,000 1,000 1,000 1,000 6,500
CS2060 Youth Emergency Shelter 458 1,200 1,200

TOTAL SOCIAL HOUSING 1,200 250 500 750 1,000 1,000 1,000 1,000 1,000 7,700
TOTAL SOCIAL & HEALTH SERVICES 1,200 250 500 750 1,000 1,000 1,000 1,000 1,000 7,700
_________________________________________________________________________________________________________________________________
YR. MO. DAY
PH2640 REGENERATING PUBLIC HOUSING Civic Departments Community Social Housing Community Vitality Tangible Capital Service S. Datars Bere
PLAN Services Administratio Asset Improvement
Project Description
To advance Affordable Housing development and regeneration of old social housing units. New partnerships will be created to build and support the building of new affordable housing.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
This project will increase the value, diversity of stock and asset potential on existing public and other social housing properties. This project supports Social Housing End of Operating Agreement strategies.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
REGENERATING PUBLIC HOUSING
EXPENDITURE
DESIGN 250 250
CONSTRUCTION 500 750 1,000 1,000 1,000 1,000 1,000 6,250
EXPENDITURE 250 500 750 1,000 1,000 1,000 1,000 1,000 6,500
RATE SUPPORTED
FUNDED FROM OPERATIONS 250- 500- 750- 1,000- 1,000- 1,000- 1,000- 1,000- 6,500-
RATE SUPPORTED 250- 500- 750- 1,000- 1,000- 1,000- 1,000- 1,000- 6,500-
SOURCES OF FINANCING 250- 500- 750- 1,000- 1,000- 1,000- 1,000- 1,000- 6,500-
REGENERATING PUBLIC HOUSING
_________________________________________________________________________________________________________________________________
YR. MO. DAY
CS2060 YOUTH EMERGENCY SHELTER Civic Departments Community Social Services Community Vitality Tangible Capital Service L. Livingstone
Services Asset Improvement
Project Description
Design and open a youth-focused Housing First Emergency Shelter aimed at rapid housing, reconnection to family and lasting support services.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Project approved as part of 2016-2019 Multi-Year Budget.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
YOUTH EMERGENCY SHELTER
EXPENDITURE
DESIGN 100 100
OTHER
RATE SUPPORTED
OTHER 1,200- 1,200-
YOUTH EMERGENCY SHELTER
_________________________________________________________________________________________________________________________________
($000'S)
Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
PARKING
TS4207 Downtown On-Street Pay & Display 460 725 300 100 1,125
Total Parking 725 300 100 1,125
PUBLIC TRANSIT
MU1435 Dundas Place - Transit Re-routing 461 1,700 1,700
** No
MU1180-15 Bus Expansion - Existing Service Area PDR
1,273 1,273
TOTAL PUBLIC TRANSIT 1,273 1,700 2,973
ROADWAYS
TS1135 Dundas Flexible Street 462 1,300 600 6,400 6,300 14,600
TS1136 Western Rd & Philip Aziz Ave
463 250 575 2,325 6,650 9,800
Improvements-Huron College to Sarnia Rd
TS5012 Audible Pedestrian Signals 464 400 100 100 100 100 50 50 50 50 50 50 50 1,150
TS1036 VMP Noise Wall (Budget tsfd to TS1629-2 ** No
PDR
533 (9) 524
Southdale Road Widening)
TOTAL ROADWAYS 1,183 1,966 2,425 7,350 6,500 6,350 50 50 50 50 50 50 26,074
TOTAL TRANSPORTATION SERVICES 1,908 3,539 2,525 9,050 6,500 6,350 50 50 50 50 50 50 30,172
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS4207 MASTER METERS PARKING Civic Departments Environmental & Parking Core Infrastructure Tangible Capital Service A. Drost
PROJECT Engineering Asset Improvement
Project Description
Replacement of individual parking meters with Pay and Display meters in high usage areas.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Master Meter machines provide efficiencies in maintenance, collection of coins, payment options, programming capability e.g. free in December over the individual meters. Individual meters must be collected
and maintained independently requiring more staff time and are subject to failure causing an inconvenience to the motoring public. Programming changes such as rate changes or time permitted to park must be
done on an individual meter basis and takes extensive staff resources that could be utilized better performing other duties. Master meter machines also provide better audit capabilities and improved technology
such as notifying staff when paper is low etc.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
MASTER METERS PARKING PROJECT
EXPENDITURE
CONSTRUCTION 625 250 70 945
CITY RELATED EXPENSES 100 50 30 180
VEHICLE & EQUIPMENT
EXPENDITURE 725 300 100 1,125
RESERVE FUND 725- 300- 100- 1,125-
DEBENTURE
NON - RATE SUPPORTED 725- 300- 100- 1,125-
SOURCES OF FINANCING 725- 300- 100- 1,125-
MASTER METERS PARKING PROJECT
_________________________________________________________________________________________________________________________________
YR. MO. DAY
MU1435 DUNDAS PLACE - TRANSIT Boards & Boards & London Transit Progressive Tangible Capital Service K. Paleczny
RE-ROUTING Commissions Commission Commission Transportation S Asset Improvement
Project Description
Additional 3 buses and infrastructure relocation of wayside service information signage, stops, shelters and transit priority measures.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
To accommodate Dundas Place initiative, fixed bus routes operating on this segment of Dundas Street will be relocated.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
DUNDAS PLACE - TRANSIT
EXPENDITURE
DESIGN
VEHICLE & EQUIPMENT 1,500 1,500
RATE SUPPORTED
DEBENTURE 1,700- 1,700-
DUNDAS PLACE - TRANSIT
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1135 DUNDAS FLEXIBLE STREET Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Service D. MacRae
Engineering Structures Asset Improvement
Project Description
To transform the Dundas streetscape (Wellington Street to Thames River) into an urban outdoor place with urban design and placemaking features. The streetscape will span building face to face and invite
events and activities.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
In accordance with Our Move Forward, The Downtown Plan, draw together urban design and placemaking to create a place to come and be part of the economic and social hub of the City. Project is included in
the Strategic Initiatives consistent with Council's 2016-2019 Strategic Plan.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
DUNDAS FLEXIBLE STREET
EXPENDITURE
DESIGN 1,300 400 650 570 2,920
CONSTRUCTION 100 5,520 5,600 11,220
RELOCATE UTILITIES 100 200 100 400
OTHER
EXPENDITURE 1,300 600 6,400 6,300 14,600
RATE SUPPORTED
FUNDED FROM OPERATIONS 1,300- 1,300-
DEBENTURE 600- 6,400- 6,300- 13,300-
OTHER
RATE SUPPORTED 1,300- 600- 6,400- 6,300- 14,600-
SOURCES OF FINANCING 1,300- 600- 6,400- 6,300- 14,600-
DUNDAS FLEXIBLE STREET
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1136 WESTERN RD & PHILIP AZIZ AVE Civic Departments Environmental & Roads & Core Infrastructure Tangible Capital Service D. MacRae
IMPROVEMENTS HURON COLLEGE Engineering Structures Asset Improvement
TO PLATT'S LANE
Project Description
To extend southerly the Western Road widening features (centre island with planter, bike lanes, curbs, improved street lighting and landscaping) which terminate near Huron College. Project requires sewer
outlet on Philip Aziz Avenue. Philip Aziz Avenue improvements (sidewalks and bike lanes) will be included. Project will be coordinated with growth project expansion of the Western Road and Sarnia Road
intersection. EA is underway. Projected timing for Philip Aziz construction is 2016 followed by Western Road construction in 2017, subject to the EA and coordination with other projects.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Road improvements will extend the roadway features southerly and easterly with support from Western. Western expected to cost share the aesthetic centre island and landscaping, and contribute land. Bike
lanes are recommended by the BMP. To be delivered with Western Road/Sarnia Road Growth Program improvements under TS1627.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
WESTERN RD & PHILIP AZIZ AVE
EXPENDITURE
DESIGN 250 575 125 450 1,400
EXPENDITURE 250 575 2,325 6,650 9,800
RATE SUPPORTED
DEBENTURE 250- 575- 2,325- 6,650- 9,800-
RATE SUPPORTED 250- 575- 2,325- 6,650- 9,800-
SOURCES OF FINANCING 250- 575- 2,325- 6,650- 9,800-
WESTERN RD & PHILIP AZIZ AVE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS5012 AUDIBLE PEDESTRIAN SIGNALS Civic Departments Environmental & Roadway Core Infrastructure Tangible Capital Service S. Maguire
Engineering Lighting&Traffic Asset Improvement
Cnt
Project Description
To provide for retrofitting signals with audible pedestrian signals to improve accessibility for disabled individuals. This budget will allow for the retrofitting of one or two signals annually.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prioritization, with input from the City's Accessible Advisory Committee, of the remaining traffic signals is currently underway.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
AUDIBLE PEDESTRIAN SIGNALS
EXPENDITURE
TRAFFIC SIGNALS 400 100 100 100 100 50 50 50 50 50 50 50 50 1,200
EXPENDITURE 400 100 100 100 100 50 50 50 50 50 50 50 50 1,200
RATE SUPPORTED
FUNDED FROM OPERATIONS 350- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 50- 950-
DEBENTURE
OTHER 50- 50- 50- 50- 50- 250-
RATE SUPPORTED 400- 100- 100- 100- 100- 50- 50- 50- 50- 50- 50- 50- 50- 1,200-
OTHER SOURCES
SOURCES OF FINANCING 400- 100- 100- 100- 100- 50- 50- 50- 50- 50- 50- 50- 50- 1,200-
AUDIBLE PEDESTRIAN SIGNALS
_________________________________________________________________________________________________________________________________
($000'S)
CORPORATE, OPERATIONAL AND COUNCIL SERVICES

Page Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total
CORPORATE SERVICES
*TS1346 Corporate Asset Management 466 1,188 338 338 1,864
TS1350 Corporate Asset Management Software 467 310 25 25 360
TS621716 Facility Energy Management 468 500 500 500 500 500 500 500 500 500 500 500 5,500
GGSERVLN0000 Service London 469 368 570 506 285 275 355 300 200 2,280 5,139
** No
GG1558 Purchase and Renovate Normal School PDR
2,922 8,383 11,305
** No
PP2045 Sherwood Forest School Purchase PDR
1,309 209 1,518
TOTAL CORPORATE SERVICES 5,729 9,823 1,433 1,006 785 775 855 800 700 2,780 500 500 25,686
TOTAL CORPORATE, OPERATIONAL AND
5,729 9,823 1,433 1,006 785 775 855 800 700 2,780 500 500 25,686
COUNCIL SERVICES
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1346 CORPORATE ASSET MANAGEMENT Civic Departments Finance & FA - Departmental Community Vitality Non-TCA Service AL Barbon
DEV Corporate Services Admin Improvement
Project Description
Develop a corporate wide asset management process that meets regulatory and transfer funding requirements. The program will provide information to decision makers at all levels of the corporation thus
enabling effective and efficient decision making.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
External expertise is needed to assist in the development of the process. Existing data practices are onerous and unsustainable. Corporate asset management is needed to comply with PSAB, the
Development Charges Act and as a prerequisite for transfer funding such as Federal Gas tax funds.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
CORPORATE ASSET MANAGEMENT DEV
EXPENDITURE
DESIGN 1,188 338 338 1,864
EXPENDITURE 1,188 338 338 1,864
RATE SUPPORTED
DEBENTURE
OTHER 1,074- 338- 338- 1,750-
RATE SUPPORTED 1,188- 338- 338- 1,864-
RESERVE FUND
DEBENTURE
SOURCES OF FINANCING 1,188- 338- 338- 1,864-
CORPORATE ASSET MANAGEMENT DEV
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS1350 CORPORATE ASSET MGMT Civic Departments Finance & FA - Departmental Community Vitality Tangible Capital Service AL Barbon
SOFTWARE SYSTEM AND Corporate Services Admin Asset Improvement
CONSULTANTS
Project Description
Provide the specialized software system and support necessary for Corporate Asset Management (CAM). This is a systemized integrated asset inventory and management software/program that supports
decision-maker information needs across the City.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Expertise and integrated software are needed to establish CAM. Existing data practices are onerous, unsustainable and will lead to compliance failure. Asset Management has become a prerequisite for
transfer funding, such as Federal Gas tax funds, and required in the Development Charges Act.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
CORPORATE ASSET MGMT SOFTWARE
EXPENDITURE
OTHER 310 25 25 360
EXPENDITURE 310 25 25 360
RATE SUPPORTED
DEBENTURE
OTHER 310- 25- 25- 360-
SOURCES OF FINANCING 310- 25- 25- 360-
CORPORATE ASSET MGMT SOFTWARE
_________________________________________________________________________________________________________________________________
YR. MO. DAY
TS621716 FACILITY ENERGY MANAGEMENT Civic Departments Finance & Asset Community Vitality Tangible Capital Service T. Wellhauser
Corporate Services Management - Asset Improvement
Buildings
Project Description
To mitigate the effects of rising utility costs and to reduce resource consumption through strategic efficiency upgrades to the City of London built environment. Uses of the fund include: energy audits and
conditions studies for plan development and success tracking, supplementation of lifecycle renewal projects to include premium efficiency equipment and completion of standalone efficiencies projects.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Increasing utility costs put downward pressure on operating budgets which pay for utility usage throughout the more than 300 buildings in the City's portfolio. High efficiency products and systems come at a cost
premium relative to nominal efficiency options, however, high efficiency products and systems reduce utility consumption and as a result their use offsets costs that the City would otherwise incur. Currently and
for the next five years, the various utility providers are and will be offering incentives in support of the purchase of high efficiency equipment and systems. The City has and will continue to return any incentives
received due to expenditures from projects back to the program in order to perpetuate the benefits of and maximize the effectiveness of the program.
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
FACILITY ENERGY MANAGEMENT
EXPENDITURE
DESIGN
CONSTRUCTION 500 500 500 500 500 500 500 500 500 500 5,000
EXPENDITURE 500 500 500 500 500 500 500 500 500 500 5,000
RATE SUPPORTED
DEBENTURE
RESERVE FUND
OTHER
RATE SUPPORTED
FEDERAL GRANTS 500- 500- 500- 500- 500- 500- 500- 500- 500- 500- 5,000-
RESERVE FUND
OTHER SOURCES
FACILITY ENERGY MANAGEMENT
_________________________________________________________________________________________________________________________________
YR. MO. DAY
GGSERVLN0 SERVICE LONDON Civic Departments Community Neighbourhood&C Community Vitality Tangible Capital Service L. Livingstone
000 Services hildren's Ser Asset Improvement
Project Description
Service London is a transformational initiative aimed to enhance and improve the delivery of customer services and experiences at the City of London by developing integrated service channels (online,
telephone, in person) and placing customers at the centre of service planning and delivery.
___________________________________________________________________________________________________________________________________________________________________________________________________________________________
Prior 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 And Total
Budget Budget
SERVICE LONDON
EXPENDITURE
DESIGN
CONSTRUCTION
OTHER 368 570 506 285 275 355 300 200 2,280 5,139
EXPENDITURE 368 570 506 285 275 355 300 200 2,280 5,139
RATE SUPPORTED
DEBENTURE 537- 506- 285- 275- 355- 300- 200- 2,280- 4,738-
OTHER 368- 33- 401-
RATE SUPPORTED 368- 570- 506- 285- 275- 355- 300- 200- 2,280- 5,139-
SOURCES OF FINANCING 368- 570- 506- 285- 275- 355- 300- 200- 2,280- 5,139-
SERVICE LONDON
_________________________________________________________________________________________________________________________________
City of London Municipal Grants
Overview
(Strategic Funding Framework)
_________________________________________________________________________________________________________________________________
SUMMARY OF CITY OF LONDON GRANTS
During the 2008 budget process, Council requested that Administration provide additional historical information with respect to the
provision of grants offered by the City of London to various local groups, associations and organizations.
At its session on June 20, 2011, Municipal Council resolved:
That the following actions be taken with respect to the Strategic Funding Framework for Council-directed funding to non-profit
organizations, as set out in the June 15, 2011 report from the Director of Neighbourhood and Childrens Services
(a) the Framework BE IMPLEMENTED to the extent possible for the 2012 City of London Budget process;
(b) the non-profit sector BE ADVISED of the new Framework; and
(c) the Framework BE FULLY IMPLEMENTED as part of the 2013 City of London Budget process.
The City of London directs municipal funding to the community in two distinct ways:
1. City Council directed funding to non-profit organizations
2. City Council directed funding to Granting Programs
STRATEGIC FUNDING FRAMEWORK
The intent of the Strategic Funding Framework is to ensure that only organizations who have a demonstrated ability to deliver on the
proposed outcomes identified in the business plan and that are consistent with Council identified priorities are referred to Council
through the budget process. The Strategic Funding Framework uses an evaluation criteria for capital and operational (one time
and/or ongoing) funding based on the following:
funding alignment with City of London and community priorities;

capacity of the organization requesting the funds;
the availability of City of London funds;
ability of the organization to leverage additional investment in the community; and
the duration of funding and the capacity of the organization to move towards self-sufficiency.
MODERNIZING THE MUNICIPAL GRANTING PROCESS FOR NON-PROFIT ORGANIZATIONS
On October 27, 2015, Council endorsed the new City of London Community Grants Program. This program will come into effect for
2017 and beyond. Council approved 2016 as a transition year where organizations currently receiving core funding in 2015 will
receive the same amount of funding in 2016. There will be no process for new or increased funding requests as part of the 2016
budget process. Any new or increased request will be referred to the 2017 2019 City of London Community Grants Program.
_________________________________________________________________________________________________________________________________
During 2016, Civic Administration will launch the new City of London Community Grants Program and ALL organizations who are
interested in receiving municipal funding (operational and/or core funding) in 2017 must apply through this new process. The first
round of multi-year funding will only be for three years (2017 2019) in order to align with the 2016-19 multi-year budget. The full
four year funding process will begin in 2020. In addition to the 3 multi-year granting streams, there is one annual stream for capital
and innovation. This steam will also commence in 2017 (application process commencing in 2016).
City Council Directed funding to Non-Profit Organizations Current Funding Levels
In Section A, this appendix provides a summary for the City Council directed funding to non-profit organizations for 2014 and 2015
as well as amounts included in the 2016 draft budget separated by type: operational funding and capital grants. Below is a brief
description of the purpose of each type of funding.
Operational Funding Non-Profit Organizations 2016 Draft Budget = $2,453,248
The purpose is to provide funding to community agencies through grants to assist with meeting the identified needs of Londoners.
Grants are designated for a wide range of community priorities, including recreation, early learning, child and youth programming,
diversity, antipoverty, community development and outreach.
Capital Grants 2016 Draft Budget = $0
The purpose is to purchase land and/or buildings or renovate existing buildings in order to provide additional programs/service
space.
City Council Directed Funding to Granting Programs
In Section B, this appendix provides a summary for the following City of London Granting Programs for 2014 and 2015 as well as
amounts included in the 2016 budget for these programs. The distribution of funding will be determined in 2016.
Community Arts Investment Program (CAIP) 1

Community Arts Investment Program (CAIP) 2
Community Heritage Investment Program (CHIP)
SPARKS! Neighbourhood Matching Fund
Below is a brief description of the purpose of each grant.
_________________________________________________________________________________________________________________________________
CAIP 1 2016 Budget = $800,000
The purpose is to provide operating financial assistance to not-for-profit organizations within the London arts community. It applies to
incorporated, not-for-profit arts organizations with operating revenues in excess of $1,000,000 and with an operating season of no
less than five months in duration.
CAIP 2 2016 Budget = $450,000
The purpose is to provide financial assistance to not-for-profit organizations or individuals within the London arts community. It
applies to local not-for-profit organizations or individuals whose operating revenues are less than $1,000,000. The London Arts
Council adjudicates this process.
Community Heritage Investment Program (CHIP) 2016 Budget = $81,300
The purpose of this program is to provide funding to not-for-profit heritage and cultural organizations and individuals within the citys
heritage and culture sector. Through this funding, the program seeks to encourage public awareness and increase access to high
quality experiences and activities in Londons heritage and culture sector, as well as increase partnership and collaborative projects
and events.
SPARKS! Neighbourhood Matching Fund 2016 Budget = $50,000
The purpose is to support the creation and implementation of neighbourhood-driven initiatives that build neighbourhood capacity,
connections, social and economic prosperity and liveability. This fund allows neighbourhood groups to initiate, manage and
implement projects that truly make a difference and strengthen Londons neighbourhoods.
_________________________________________________________________________________________________________________________________
CITY OF LONDON MUNICIPAL GRANTS Section A
City Council Directed Funding to Non-Profit Organizations
Council Strategic Result Areas Organization Operational Funding (by service area) Capital Grants
Strengthening Community
Growing Our Leading In Building a Corporate Corporate
Our Development Culture
Economy Public Service Sustainable City Financing Financing
Community & Funding
TOTAL
2016 Budget $2,450,948 $2,300 $0 $0
2015 Actual $2,091,096 $1,300 $0 $0
2014 Actual $2,398,985 $2,211 $482,688 $300,000
Argyle Neighbourhood
2016 Budget $43,496

2015 Actual $12,492
2014 Actual $0
Boys' & Girls' Club of London
2016 Budget $446,083

2015 Actual $334,563
2014 Actual $464,083
Canada Day Festivities (Community Council of White
Oaks)
2016 Budget $3,075
2015 Actual $3,075
2014 Actual $3,075
Canada Day Festivities (Optimist Club of Byron Canada
Day Committee)
2016 Budget $3,075
2015 Actual $3,075
2014 Actual $3,075
_________________________________________________________________________________________________________________________________
Community & Funding
Canada Day Festivities (Optimist Club of East London
Canada Day Committee)
2016 Budget $3,075
2015 Actual $0
2014 Actual $3,027
Childreach
2016 Budget $35,770

2015 Actual $35,770
2014 Actual $35,770
Council for London Seniors
2016 Budget $900

2015 Actual $900
2014 Actual $900
Crouch Neighbourhood Resource Centre
2016 Budget $121,162

2015 Actual $90,872
2014 Actual $121,162
Community Services Coordination Network (CSCN)
2016 Budget $9,500

2015 Actual $9,500
2014 Actual $9,500
Employment Sector Council London & Middlesex
2016 Budget $88,432

2015 Actual $36,727
2014 Actual $10,874
_________________________________________________________________________________________________________________________________
Community & Funding
Family Service London
2016 Budget $17,523

2015 Actual $17,523
2014 Actual $17,523
Fanshawe Pioneer Village
2016 Budget $380,598

2015 Actual $380,598
2014 Actual $380,598
Fireworks (Celebrate Canada)
2016 Budget $19,000

2015 Actual $19,000
2014 Actual $19,000
Glen Cairn Community Resource Centre
2016 Budget $90,127

2015 Actual $90,127
2014 Actual $90,127
Grand Theatre
2016 Budget

2015 Actual
2014 Actual $100,000
Home County Folk Festival
(Home County Folk League)
2016 Budget $7,149
2015 Actual $7,149
2014 Actual $7,149
Hutton House
2016 Budget $1,805

2015 Actual $1,805
2014 Actual $1,805
_________________________________________________________________________________________________________________________________
Community & Funding
Information London
2016 Budget $21,748

2015 Actual $21,748
2014 Actual $21,748
Investing in Children
2016 Budget $88,000

2015 Actual $88,000
2014 Actual $88,000
Lambeth & Community Harvest Festival (Lambeth &
Community Harvest Festival)
2016 Budget $7,149
2015 Actual $0
2014 Actual $7,149
Learning Disabilities Association
2016 Budget $6,371

2015 Actual $6,371
2014 Actual $6,371
London & District Distress Centre
2016 Budget $8,495

2015 Actual $8,495
2014 Actual $8,495
London Abused Women's Centre
2016 Budget $3,822

2015 Actual $0
2014 Actual $3,822
_________________________________________________________________________________________________________________________________
Community & Funding
London Block Parent Program
2016 Budget $83,988

2015 Actual $62,991
2014 Actual $83,988
London Community Resource Centre
2016 Budget $38,060

2015 Actual $38,060
2014 Actual $38,060
London Intercommunity Health Centre
2016 Budget $11,300

2015 Actual $11,300
2014 Actual $11,300
London Middlesex Immigrant Employment Council
2016 Budget $54,025

2015 Actual $18,009
2014 Actual $0
London Regional Children's Museum
2016 Budget $204,823

2015 Actual $204,823
2014 Actual $279,823
London Sports Council
2016 Budget $24,000

2015 Actual $24,000
2014 Actual $24,000
_________________________________________________________________________________________________________________________________
Community & Funding
LUSO
2016 Budget $83,122

2015 Actual $83,122
2014 Actual $113,122
Neighbourhood Watch London
2016 Budget $96,417

2015 Actual $72,313
2014 Actual $96,417
New Year's Eve Festivities (Count Down London)
2016 Budget $15,375

2015 Actual $0
2014 Actual $15,375
Northwest London Resource Centre
2016 Budget $56,476

2015 Actual $96,476
2014 Actual $56,476
Orchestra London 1
2016 Budget

2015 Actual
2014 Actual $482,688
Over 55 (London) Inc.
2016 Budget $4,247

2015 Actual $4,247
2014 Actual $4,247
Pillar NonProfit
2016 Budget $50,000

2015 Actual $50,000
2014 Actual $50,000
_________________________________________________________________________________________________________________________________
Community & Funding
Pride Festival (Pride London Festival)
2016 Budget $1,025

2015 Actual $1,025
2014 Actual $1,025
Royal Canadian Legion
2016 Budget $2,300

2015 Actual $1,300
2014 Actual $2,211
Sexual Assault Centre
2016 Budget $1,062

2015 Actual $1,062
2014 Actual $1,062
South London Neighbourhood Resource Centre
2016 Budget $146,374

2015 Actual $109,781
2014 Actual $146,374
St. Joseph's Hospice
2016 Budget
2015 Actual
2014 Actual $200,000
St. Paul's Social Services
2016 Budget $15,928

2015 Actual $0
2014 Actual $15,928
Sunfest (London Committee for Cross Cultural Arts )
2016 Budget $7,149

2015 Actual $0
2014 Actual $7,149
_________________________________________________________________________________________________________________________________
Community & Funding
Western Area Youth Services (WAYS)
2016 Budget $5,000

2015 Actual $5,000
2014 Actual $5,000
Winterfest (Main Street London)
2016 Budget $5,125

2015 Actual $0
2014 Actual $5,195
Youth Opportunities Unlimited (YOU)
2016 Budget $141,097

2015 Actual $141,097
2014 Actual $141,098
Unallocated
2016 Budget $0
2015 Actual $0
2014 Actual $93
NOTES:
1
Funding is provided from savings in CAIP 1.
_________________________________________________________________________________________________________________________________
CITY OF LONDON MUNICIPAL GRANTS Section B
Summary of Funding by Granting Programs
Community Heritage SPARKS!

Organization CAIP 1 CAIP 2 Investment Program Neighbourhood
(CHIP) Matching Fund
2016 Proposed Budget $800,000 $450,000 $81,300 $50,000
TOTAL 2015 Actual $500,000 $450,000 $83,228 $44,500
2014 Actual $500,000 $270,000 $81,300 $50,000
379 Collective-Grickle Grass Festival 2015 Actual $5,000
2014 Actual
Adam Corrigan-Holowitz 2015 Actual $5,000
2014 Actual
Aeolian Hall 2015 Actual $48,000
2014 Actual $8,000
All City Choir 2015 Actual
2014 Actual $2,000
A Missing Link Theatre Company 2015 Actual
2014 Actual $2,000
Amabile Choirs of London Canada 2015 Actual $18,500
2014 Actual $18,500
Angie Quick 2015 Actual $1,500
2014 Actual $1,000
Argyle Community Association 2015 Actual
2014 Actual $3,845
Arts Project (The) 2015 Actual $45,000
2014 Actual $17,000
Baseline Press 2015 Actual $2,000
2014 Actual $1,500
Blackfriars' Neighbourhood Steering 2015 Actual
Committee 2014 Actual $4,510
_________________________________________________________________________________________________________________________________

Bob Bozak 2015 Actual
2014 Actual $2,207
Boyle Activity 2015 Actual
2014 Actual $3,845
Brassroots 2015 Actual $7,250
2014 Actual $7,250
Byron Community Organization 2015 Actual
2014 Actual $5,000
Canadian Archaeological Association 2015 Actual
2014 Actual $2,600
Canadian Medical Hall of Fame 2015 Actual $3,500
2014 Actual $5,000
Carolinian Food Forest Stewardship Group 2015 Actual $5,000
2014 Actual
Caty Quinn 2015 Actual
2014 Actual $650
Cheryl Radford Art 2015 Actual
2014 Actual $2,000
Dasein Dance Theatre 2015 Actual
2014 Actual
Diane L. Morrow 2015 Actual
2014 Actual $650
Donna Creighton 2015 Actual $4,500
2014 Actual $2,500
Dwayne LaChance 2015 Actual $4,000
2014 Actual
Eagle Heights Public School 2015 Actual $3,900
2014 Actual
_________________________________________________________________________________________________________________________________

Eric Cator 2015 Actual
2014 Actual $1,000
Expressions in Chalk 2015 Actual $3,500
2014 Actual
Fernando Benavides 2015 Actual
2014 Actual $1,500
Fiesta London 2015 Actual $6,500
2014 Actual
FLUX London Dance Festival 2015 Actual $10,000
2014 Actual $3,000
Forest City Gallery 2015 Actual $20,000
2014 Actual $16,950
Forest Edge Community Club 2015 Actual $3,100
2014 Actual
Fridge Door Live Theatre Company 2015 Actual
2014 Actual $1,000
Friends of Brick Street Cemetery 2015 Actual
2014 Actual $5,000
Grand Theatre 2015 Actual $500,000
2014 Actual $500,000
Hamilton Road Community Association 2015 Actual $2,000
2014 Actual
Holly Painter 2015 Actual $3,000
2014 Actual $1,125
Home and Away Art Exhibition 2015 Actual $3,000
2014 Actual
Home County Folk Festival 2015 Actual $30,000
2014 Actual $10,000
Janice Johnston 2015 Actual $8,428
2014 Actual
_________________________________________________________________________________________________________________________________

Jeff Culbert 2015 Actual
2014 Actual $4,690
Jet AirCraft Museum 2015 Actual $10,000
2014 Actual
John P. Robarts Public School 2015 Actual $4,200
2014 Actual
Josh MacFadyen 2015 Actual
2014 Actual $2,620
Juan Andres Bello 2015 Actual
2014 Actual $7,500
Karen Schuessler Singers 2015 Actual $10,000
2014 Actual $10,000
Kiwanis Music Festival 2015 Actual $7,250
2014 Actual $7,250
Kristina Esposito 2015 Actual
2014 Actual $1,000
Kym Wolfe / Suzanne Boles 2015 Actual $9,500
2014 Actual $4,575
Lacey Smith 2015 Actual
2014 Actual $2,000
Letters and Arts Society 2015 Actual $500
2014 Actual $1,000
Light of East Ensemble (The) 2015 Actual
2014 Actual $2,000
Limberlost Social Committee 2015 Actual $3,800
2014 Actual
London Chapter - Sweet Adelines 2015 Actual $1,500
International 2014 Actual $2,000
London Community Players 2015 Actual
2014 Actual $20,000
_________________________________________________________________________________________________________________________________

London Fanshawe Symphonic Chorus 2015 Actual $20,000
2014 Actual $20,000
London Fringe Festival Theatre 2015 Actual $50,000
2014 Actual $18,000
London Fuse New Media Collective 2015 Actual
2014 Actual $2,500
London Lesbian Film Festival 2015 Actual $3,000
2014 Actual $1,500
London Musician's Association (LMA) 2015 Actual $3,500
2014 Actual $3,000
London One Act Festival 2015 Actual $2,500
2014 Actual $2,500
2015 Actual
London Ontario Media Arts Association 2014 Actual $3,000
London Poetry Slam 2015 Actual $3,000
2014 Actual $3,000
London Potters Guild 2015 Actual $13,000
2014 Actual $13,000
London Pro Musica Choir 2015 Actual $13,000
2014 Actual $13,000
London Youth Symphony 2015 Actual $6,500
2014 Actual $6,500
Mantis Festival 2015 Actual
2014 Actual $1,000
Mark Drew 2015 Actual
2014 Actual $3,000
McIntosh Gallary 2015 Actual $4,000
2014 Actual
Michelle Tomlinson 2015 Actual $1,000
2014 Actual
Museum of Ontario Archaeology 2015 Actual $16,300
2014 Actual $14,800
_________________________________________________________________________________________________________________________________

Neighbourhood Resource Association of 2015 Actual $4,500
Westminster Park (NRAWP) 2014 Actual $3,550
New School of Colour 2015 Actual $2,000
2014 Actual $3,455
Nirakone Phromkharanourak 2015 Actual $5,000
2014 Actual
Old East Village Community Association 2015 Actual
2014 Actual $4,950
Palace Theatre 2015 Actual $45,000
2014 Actual
Parker Branch 2015 Actual $1,500
2014 Actual
Penn Kemp 2015 Actual
2014 Actual $1,125
Poet Laureate 2015 Actual $3,000
2014 Actual
Poetry London 2015 Actual $2,500
2014 Actual $2,000
Riverforks Community Organization 2015 Actual
2014 Actual $4,655
Rotary Club of London Hyde Park 2015 Actual
2014 Actual $5,000
Royal Canadian Regiment Museum 2015 Actual $10,000
2014 Actual $9,500
Royal View Pentacostal Church 2015 Actual
2014 Actual $3,570
Sandra Foreman 2015 Actual
2014 Actual $5,000
Secrets of Radar (The) 2015 Actual $10,000
2014 Actual $7,500
Serenata Music 2015 Actual $2,500
2014 Actual
_________________________________________________________________________________________________________________________________

Summerside Optimist Club 2015 Actual $3,000
2014 Actual
Sunfest (London Committee for Cross 2015 Actual $50,000
Cultural Arts) 2014 Actual $37,000
The Light of East Ensemble 2015 Actual $2,000
2014 Actual
Westminstre Working Group 2015 Actual $5,000
2014 Actual
Wood St. Park Food Foresters 2015 Actual $5,000
2014 Actual
Words Festival 2015 Actual $1,500
2014 Actual
2015 Actual
Unallocated funds 2014 Actual $14,928
_________________________________________________________________________________________________________________________________
2016 USER FEE DETAIL REPORT
CULTURE SERVICES
SERVICE GROUPING: CENTENNIAL HALL - Various Fees and Charges By-law A-48
2015 2016
Total
Service/Activity Last Date Total Effective % Change Total Budget
Approved Fee Approved Fee Change
Revised Budget Date in Fee Budget
Increase /
(Decrease)
i) Hall Rentals $330,000 $310,000 ($20,000)
(a) Auditorium
Theatre Style Mar. /11 $2,500 or 10% gross Mar. /11 $2,500 or 10% gross 0.0%
(Monday - Thursday, Sunday) gate to a maximum gate to a maximum
of $4,000, whichever of $4,000, whichever
is greater is greater
Banquet Style 2013 $1,500.00 2013 $1,500.00 0.0%

Banquet Style - June, July, August 2013 $1,000.00 2013 $1,000.00 0.0%
New Year's Eve 2008 $2,500.00 2008 $2,500.00 0.0%
Rehearsal Stage 2013 $600.00 2013 $600.00 0.0%
(b) Banquet Hall
Monday through Friday 2013 $1,000.00 2013 $1,000.00 0.0%
Sunday, Saturday, Holidays 2013 $1,000.00 2013 $1,000.00 0.0%
New Year's Eve 2013 $2,000.00 2013 $2,000.00 0.0%
One-half Banquet Hall 2013 $500.00 2013 $500.00 0.0%
Trade Shows (per day) 2013 $1,000.00 2013 $1,000.00 0.0%
(c) Lounge 2013 $250.00 2013 $250.00 0.0%
(d) Lounge - After Events 2013 $200.00 2013 $200.00 0.0%
(e) Entire Building (Convention Rate) 2013 $3,000.00 2013 $3,000.00 0.0%
(f) Entire Building (Trade Show Rate) 2013 $3,000.00 2013 $3,000.00 0.0%
_________________________________________________________________________________________________________________________________
CULTURE SERVICES
SERVICE GROUPING: CENTENNIAL HALL - Various Fees and Charges By-law A-48
2015 2016
Total
Service/Activity Last Date Total Effective % Change Total Budget
Increase /
(Decrease)
(g) Early/Late Access Charge/hour (Prior $50.00 $50.00 0.0%
to 8:00 a.m./after 1:00 p.m.)
(h) Move In/Move Out 50% of applicable rate 50% of applicable rate
(i) Women's Canadian Club Jan. /07 $850.00 Jan. /07 $850.00 0.0%
(j) Teen Dances or Pub Nights Jan. /09 $1,000.00 Jan. /09 $1,000.00 0.0%
(Banquet Hall only)
(k) Catering Surcharge 1996 7% of gross catering 1996 7% of gross catering 0.0%
revenue or $.70/person revenue or $.70/person
ii) Bar Receipts
Centennial Hall License - Rates Market $135,000 Market $135,000 $0
iii) Canteen Receipts - Snacks 1992 Market $30,000 1992 Market $30,000 $0
iv) Checkroom Receipts 1992 Market $0 1992 Market $0 $0
v) Sundry Receipts $110,500 $110,500 $0
vi) Chair Removal 1992 Market $7,000 1992 Market $7,000 $0
vii) Catering Revenue
Self Catering 1992 Market & 7% of $4,500 1992 Market & 7% of 0.0% $4,500 $0
admissions admissions
viii) Ticket Surcharge Aug. /05 $1.00 per ticket $25,000 Aug. /05 $1.00 per ticket 0.0% $25,000 $0
Orchestra London, Fanshawe Symphonic Chorus and Local Community Events are excluded
Total Centennial Hall $642,000 $622,000 ($20,000)
TOTAL CULTURE SERVICES $642,000 $622,000 ($20,000)
_________________________________________________________________________________________________________________________________
SERVICE GROUPING: GARBAGE RECYCLING & COMPOSTING - Various Fees and Charges By-law A-48
2015 BUDGET 2016
Total
% Budget
Last Date Approved Effective Approved Total
Unit of Measure Total Budget Change Change
Revised Fee Date Fee Budget
in Fee Increase /
Service/Activity (Decrease)
Grass Clippings Apr. 1/12 $1.50 Bag $38,000 Apr. 1/12 $1.50 0.0% $40,000 $2,000
Bagged Residential Garbage Apr. 1/12 $1.50 Bag $160,000 Apr. 1/12 $1.50 0.0% $160,000 $0
Composters Jan. 1/14 $35.00 Unit $2,000 Jan. 1/14 $35.00 0.0% $2,000 $0
Woodchips, compost, compost/soil mix Apr. 1/11 $5.00 Bag $0 Apr. 1/11 $5.00 0.0% $0 $0
Blue Box Processing Fees Agreement $740,000 Agreement $860,000 $120,000
Recycling Carts Jan. 1/15 $80.00 Cart $40,000 Jan. 1/15 $80.00 0.0% $40,000 $0
Multi-Residential Buildings-Additional pickup New Event Jan. 1/16 $50.00 $1,000 $1,000
service requested
Total Recycling & Composting $980,000 $1,103,000 $123,000
Waste Collection Fees
Collection Charges Agreement $320,000 Agreement $324,800 $4,800
Multi-Residential Buildings Bin Rental Jan. 1/05 $25.00 Month / Bin $195,000 Jan. 1/05 $25.00 0.0% $197,925 $2,925
Multi-Residential Buildings - Twice per week Apr. 1/10 $4.50 Per unit per year Apr. 1/10 $4.50 0.0%
collection for buildings that received twice
per week collection as of January 1, 2005
and new buildings that require twice per
week collection.
Multi-Residential Buildings that received Apr. 1/11 $130.00 Hour Apr. 1/11 $130.00 0.0%
once per week collection as of January 1,
2005 - extra collections.
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
% Budget
in Fee Increase /
Waste Management By-law WM-12, Part 12 Apr. 1/11 $130.00 Hour, $130.00 Apr. 1/11 $130.00 0.0%
(Owner has failed to comply with WM-12, minimum / event
Part 12; City collects waste at expense of
owner)
Multi-Residential Buildings-Additional pickup New Event Jan. 1/16 $50.00
service requested
Solid Waste Disposal Fees:
Household Hazardous Special Waste - July 1/10 Agreement $0 July 1/10 Agreement $0
Middlesex County
Business Waste June 15/04 $75.00 Tonne $2,630,000June 15/04 $75.00 0.0% $2,167,000 ($463,000)
Business Waste - minimum vehicle tare Jan. 1/13 $43.00 Tonne Jan. 1/13 $43.00 0.0%
weight of 10 tonnes-charge account only
Municipally controlled waste from adjacent Feb. /12 $41.00 Tonne Jan. 1/16 $43.00 4.9%
separated municipalities
Recycling Process Residuals Jan. 1/13 $37.00 Tonne Jan. 1/13 $37.00 0.0%
Small Load Fee - Residential Waste Apr. 1/11 $8.00 0-100 kgs/tonne Apr. 1/11 $8.00 0.0%
Apr. 1/11 $15.00 101-200 kgs/tonne Apr. 1/11 $15.00 0.0%
June 14/05 $30.00 201-400 kgs/tonne June 14/05 $30.00 0.0%
$45.00 401-600 kgs/tonne $45.00 0.0%
$60.00 601-800 kgs/tonne $60.00 0.0%
$75.00 801-1,000 kgs/tonne $75.00 0.0%
$75.00 Over 1,000 $75.00 0.0%
kgs/tonne
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
% Budget
in Fee Increase /
Waste from Outside Service Area accepted June 15/04 $150.00 Tonne June 15/04 $150.00 0.0%
under Ministerial Order
Minimum Charge for Business (excluding June 15/04 $75.00 Transaction June 15/04 $75.00 0.0%
residential & charitable organization waste)
Daily Cover Tipping Fee Jan. 1/13 $9.00 Tonne Jan. 1/13 $9.00 0.0%
Asbestos Waste Apr. 1/12 $350.00 Lump sum, Apr. 1/12 $350.00 0.0%
$100.00 1st load lump sum $100.00 0.0%
$75.00 2nd load $75.00 0.0%

plus/tonne
Brownfield Waste Tipping Fee Jan. 1/13 $31.00 Tonne Jan. 1/13 $31.00 0.0%
Drop-off Depot Fees:
Renovation Materials
Small Load Apr. 1/11 $20.00 Jan. 1/16 $25.00 25.0%
Car Load Apr. 1/11 $45.00 Jan. 1/16 $50.00 11.1%
Truck, Van, Small Trailer Load Apr. 1/11 $65.00 Jan. 1/16 $70.00 7.7%
Appliances Containing Ozone Depleting Sept. 1/11 $0.00 Unit Jan. 1/16 $35.00 0.0%
Substances
Total Garbage Collection & Disposal $3,145,000 $2,689,725 ($455,275)
TOTAL GARBAGE RECYCLING & COMPOSTING $4,125,000 $3,792,725 ($332,275)
TOTAL ENVIRONMENTAL SERVICES $4,125,000 $3,792,725 ($332,275)
_________________________________________________________________________________________________________________________________
SERVICE GROUPING: NEIGHBOURHOOD & RECREATION SERVICES - Various Fees and Charges By-law A-48
2015 BUDGET 2016
Total
Budget
Last Date Approved Total Effective % Change
Approved Fee Total Budget Change
Revised Fee Budget Date in Fee
Increase /
Aquatics
Lessons: (all pools) $936,188 $976,037 $39,849
Swim Lesson - Child - 30 Min - 7 Classes New Jan.1/16 $65.00
Swim Lesson - Child - 30 Min - 10 Classes - New Jan.1/16 $67.00
Unheated
Swim Lesson - Child - 45 Min - 10 Classes - New Jan.1/16 $70.00
Unheated
Swim Lesson - Adult - 45 Min - 7 Classes New Jan.1/16 $75.00
Swim Lesson - Adult - 45 Min - 10 Classes New Jan.1/16 $86.00
Swim Lesson - Adult - 45 Min - 10 Classes - New Jan.1/16 $77.00
Unheated
Swim Lesson - Private - 30 Min - 7 Classes New Jan.1/16 $149.00
Swim Lesson - Private - 30 Min - 5 Classes New Jan.1/16 $128.00
Swim Lesson - Private - 30 Min - 5 Classes - New Jan.1/16 $115.00
Unheated
New Jan.1/16 $104.00
Swim Lesson - Semi Private - 30 Min - 7 Classes
New Jan.1/16 $90.00
Swim Lesson - Semi Private - 30 Min - 5 Classes
Swim Lesson - Semi Private - 30 Min - 5 Classes - New Jan.1/16 $81.00

Unheated
Competitive Teams - Full Summer New Jan.1/16 $83.00
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Outdoor Pools: $400,229 $444,865 $44,636
Swim Kids and Preschool Lessons Apr.1/14 $55.00 Discontinued
Swim Kids & Preschool Lessons -non heated Apr.1/14 $52.00 Discontinued
All Other Levels Apr.1/14 $55.00 Discontinued
Competitive Teams Apr.1/12 $57.00 Discontinued
Leadership & Specialty Courses Jan. 1/15 $10-$300 Jan 1/16 $10-$500
Child Admission Jul. 1/10 $2.50 Jan.1/16 $3.00 20.0%
Adult Admission Jul. 1/10 $4.25 Jan.1/16 $4.50 5.9%
Adult Pass Jan. 1/13 $90.00 Jan.1/16 $95.00 5.6%
Child Pass Jan. 1/13 $70.00 Jan.1/16 $75.00 7.1%
Family Pass Full Summer Jan. 1/13 $147.00 Jan.1/16 $160.00 8.8%
Family Pass 1/2 Summer Jan. 1/13 $84.00 Jan.1/16 $90.00 7.1%
Pool Rental:
Heated Jan.1/15 $84.93 Jan.1/16 $86.63 2.0%
Unheated Jan.1/15 $72.01 Jan.1/16 $73.45 2.0%
Thames Pool - Entire facility Jan.1/15 $295.30 Jan.1/16 $301.21 2.0%
Thames Pool - 50m pool Jan.1/15 $196.38 Jan.1/16 $200.31 2.0%
Thames Pool - Diving Area Jan.1/15 $57.13 Jan.1/16 $58.34 2.1%
Thames Pool - Water Slide Jan.1/15 $41.73 Jan.1/16 $42.56 2.0%
Thames Pool - 50 m Lane Jan.1/15 $24.54 Jan.1/16 $25.03 2.0%
Thames Pool - Beach Jan.1/15 $41.73 Jan.1/16 $42.56 2.0%
Wading Pools Jan.1/15 $25.22 Jan.1/16 $25.73 2.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Indoor Pools: $1,044,084 $1,103,686 $59,602
Swim Kids and Preschool Lessons Apr. 1/14 $61.00 Discontinued
All Other Levels Apr. 1/14 $61.00 Discontinued
Private Lessons Apr. 1/14 $129.00 Discontinued
Semi-Private Lessons Apr. 1/14 $89.00 Discontinued
Adult Lessons Apr. 1/13 $67.00 Discontinued
Leadership & Specialty Courses Jan. 1/15 $10-$300 Jan 1/16 $10-$500
Promotional Admission Jan. 1/15 $0-$10 Jan.1/15 $0-$10 0.0%
Child Admission:
Per Visit Admission Jul. 1/10 $3.50 Jan. 1/16 $4.00 14.3%
20 Visit Pass Jan. 1/13 $46.02 Jan. 1/16 $48.67 5.8%
3 Month Pass Jan. 1/13 $92.92 Jan. 1/13 $92.92 0.0%
Adult Admission:
Senior Admission:
Family Admission Jul. 1/10 $13.25 Jan. 1/16 $14.00 5.7%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
South London:
Corporate Sept. 1/15 $143.98 Sept 1/16 $146.86 2.0%
Affiliates Sept. 1/15 $128.25 Sept 1/16 $130.81 2.0%
Canada Games Aquatic Centre
Major Meets (Per Council Directive) Sept. 1/15 $182.13 Sept 1/16 $185.77 2.0%
CHOCC
Guard Costs (per hour) Jan. 1/13 $19.42 Sept 1/16 $23.30 20.0%
Birthday Parties (per child) Jan. 1/12 $12.47 Jan. 1/12 $12.47 0.0%
Fee to ride slide for Birthday parties Jan. 1/13 $2.00 Jan. 1/13 $2.00 0.0%
Leadership Manuals Jan. 1/15 $10-$200 Jan 1/15 $10-$200 0.0%
Items for Sale $51,432 $32,625 ($18,807)
Total Aquatics $2,431,933 $2,557,213 $125,280
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Arenas
Public Skating
Admissions: $65,946 $65,946 $0
Public Skate: Adult Jul. 1/10 $4.25 Jul. 1/10 $4.25 0.0%
Public Skate: Youth (13-18) Jul. 1/10 $3.50 Jul. 1/10 $3.50 0.0%
Public Skate: Child Jul. 1/10 $3.25 Jul. 1/10 $3.25 0.0%
Public Skate: PD Day Jul. 1/10 $3.25 Jul. 1/10 $3.25 0.0%
Public Skate: Seniors Jul. 1/10 $3.50 Jul. 1/10 $3.50 0.0%
Family Pass Jul. 1/10 $8.00 Jul. 1/10 $8.00 0.0%
Child 20 Skate Pass Sep. 1/10 $43.75 Sep. 1/10 $43.75 0.0%
Teen 20 Skate Pass Sep. 1/10 $48.00 Sep. 1/10 $48.00 0.0%
Adult 20 Skate Pass Sep. 1/10 $61.25 Sep. 1/10 $61.25 0.0%
Senior 20 Skate Pass Jan. 1/10 $48.00 Jan. 1/10 $48.00 0.0%
Family 20 Skate Pass Jan. 1/10 $96.00 Jan. 1/10 $96.00 0.0%
Ice Activity: Shinny Hockey (Per person per Sep. 1/12 $8.00 Sep. 1/12 $8.00 0.0%
session)
Ticket Ice (Per person per session) Sep. 1/12 $5.00 Sep. 1/12 $5.00 0.0%
Learn to Skate: $152,388 $156,264 $3,876
Learn-to-Skate (Pre-School) Sep. 1/15 $48.00 Sep. 1/15 $48.96 2.0%
Learn-to-Skate (Child) Sep. 1/15 $50.00 Sep. 1/15 $53.00 6.0%
Learn-to-Skate (Adult) Sep. 1/15 $92.00 Sep. 1/15 $95.00 3.3%
Ice Rates (Per Hour): $5,743,455 $5,788,438 $44,983
Winter Rental: Minor Affiliate Sep. 1/15 $162.14 Sep. 1/15 $167.01 3.0%
Winter Rental: Minor Prime Sep. 1/15 $172.95 Sep. 1/15 $178.14 3.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Winter Rental: Standard (Adult) Sep. 1/15 $216.19 Sep. 1/16 $222.68 3.0%
Winter Rental: Standard Adult Contract Sep. 1/15 $205.38 Sep. 1/16 $211.55 3.0%
Winter Rental: Special/Last Minute Non Prime Sep. 1/15 $103.77 Sep. 1/16 $105.85 2.0%
Time
Sep. 1/15 $129.71 Sep. 1/16 $132.31 2.0%
Winter Rental: Special/Last Minute Prime Time
Winter Rental: Commercial Sep. 1/15 $227.00 Sep. 1/16 $233.81 3.0%
Non-Prime Standard Sep. 1/15 $172.95 Sep. 1/16 $178.22 3.0%
Non-Prime - Minor Sep. 1/15 $138.36 Sep. 1/16 $142.51 3.0%
Non-Prime - Commercial Sep. 1/15 $181.60 Sep. 1/16 $187.05 3.0%
Off-season - Adult Jan. 1/15 $204.49 Jan. 1/16 $220.17 7.7%
Off-season - Minor Jan. 1/15 $181.60 Jan. 1/16 $187.05 3.0%
Off-season - Minor Non Prime New Jan. 1/16 $150.00
Off-season - Commercial Jan. 1/15 $238.35 Jan. 1/16 $245.50 3.0%
Summer Arena Flooring: Adult Jan. 1/15 $52.41 Jan. 1/16 $53.99 3.0%
Summer Arena Flooring: Minor Jan. 1/15 $39.31 Jan. 1/16 $40.49 3.0%
Summer-Silverwood Shuffleboard Sep. 1/12 $37.94 Sep. 1/12 $40.49 6.7%
Summer Arena Flooring: Commercial Jan. 1/15 $74.96 Jan. 1/15 $74.96 0.0%
Contract Amendment Fee (per amendment) Apr. 1/10 $6.37 Apr. 1/10 $6.37 0.0%
High School Hockey Service Fee Mar. 1/11 $15.00 Mar. 1/11 $15.00 0.0%
Storage Fee - Small (per year) Jan. 1/13 $221.24 Jan. 1/13 $221.24 0.0%
Storage Fee - Large (per year) Jan. 1/13 $442.48 Jan. 1/13 $442.48 0.0%
Total Arenas $5,961,789 $6,010,648 $48,859
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Community Centres
Youth Programs $261,514 $272,682 $11,168
Adult Programs $69,241 $79,897 $10,656
Refer to fees listed under Community Recreation & Leisure Programs
Total Youth and Adult Programs $330,755 $352,579 $21,824
Gym and Meeting Room Rentals:
Gymnasium Rentals (hourly) $186,630 $189,183 $2,553
Large Jan. 1/15 $90.90 Jan. 1/16 $93.17 2.5%
Medium Jan. 1/15 $41.12 Jan. 1/16 $42.15 2.5%
Small Jan. 1/15 $34.63 Jan. 1/16 $35.50 2.5%
Meeting Rooms Rentals (hourly) $169,817 $176,033 $6,216
Standard Jan. 1/15 $24.89 Jan. 1/16 $25.51 2.5%
Large Jan. 1/15 $34.63 Jan. 1/16 $35.50 2.5%
Note:
Children and Youth rates will be at 75% of the standard fee.
Commercial rates will be charged an additional 80% of the standard fee.
Court Rentals (hourly)
Volleyball court Jan. 1/15 $34.63 Jan. 1/16 $35.50 2.5%
Badminton court Jan. 1/15 $22.44 Jan. 1/16 $23.00 2.5%
Recreational Drop-In-Fees: $55,170 $55,674 $504
Child Jan. 1/15 $2.75 Jan. 1/15 $2.75 0.0%
Youth Jan. 1/15 $2.75 Jan. 1/15 $2.75 0.0%
Adult Jan. 1/15 $4.50 Jan. 1/15 $4.50 0.0%
Older Adult/Senior Jan. 1/15 $4.50 Jan. 1/15 $4.50 0.0%
Family Jan. 1/15 $6.75 Jan. 1/15 $6.75 0.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
20 Visit Pass:
Child Jan. 1/15 $43.02 Jan. 1/15 $43.02 0.0%
Youth Jan. 1/15 $43.02 Jan. 1/15 $43.02 0.0%
Adult Jan. 1/15 $68.94 Jan. 1/15 $68.94 0.0%
Older Adult/Senior Jan. 1/15 $68.94 Jan. 1/15 $68.94 0.0%
Family Jan. 1/15 $107.64 Jan. 1/15 $107.64 0.0%
Weight Room or Aerobics:
Youth - Daily Pass Jul. 1/10 $4.25 Jul. 1/10 $4.25 0.0%
10 Session Pass Mar. 1/11 $33.85 Mar. 1/11 $33.85 0.0%
3 Month Pass Mar. 1/11 $84.62 Mar. 1/11 $84.62 0.0%
1 Year Pass Mar. 1/11 $338.50 Mar. 1/11 $338.50 0.0%
Adult - Daily Pass Jul. 1/10 $5.50 Jul. 1/10 $5.50 0.0%
1 Year Pass Mar. 1/11 $438.05 Mar. 1/11 $438.05 0.0%
Senior - Daily Pass Jul. 1/10 $4.50 Jul. 1/10 $4.50 0.0%
1 Year Pass Mar. 1/11 $358.41 Mar. 1/11 $358.41 0.0%
Total Community Centres $411,617 $420,890 $9,273
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
North London Centre
Memberships: $45,447 $46,114 $667
Adult Racquets (tennis/squash) Jan. 1/15 $164.98 Jan. 1/16 $169.10 2.5%
Adult Racquets - Spouse of a member Jan. 1/15 $100.35 Jan. 1/16 $102.35 2.0%
Seniors (55+) Racquets Jan. 1/15 $100.35 Jan. 1/16 $102.35 2.0%
Youth (under 19) Racquets Jan. 1/15 $100.35 Jan. 1/16 $102.35 2.0%
Family Racquets Jan. 1/15 $293.40 Jan. 1/16 $300.74 2.5%
Squash Jan. 1/12 $59.87 Jan. 1/16 $61.37 2.5%
Tennis Court Bookings: $130,042 $133,293 $3,251
Member - Prime Jan. 1/15 $23.39 Jan. 1/16 $23.97 2.5%
Member - Non Prime Jan. 1/15 $18.71 Jan. 1/16 $19.18 2.5%
Member - same day booking Jan. 1/15 $15.44 Jan. 1/16 $15.83 2.5%
Non Member - Prime Jan. 1/15 $30.65 Jan. 1/16 $31.42 2.5%
Non Member - Non Prime Jan. 1/15 $24.26 Jan. 1/16 $24.87 2.5%
Non Member - same day booking Jan. 1/15 $19.30 Jan. 1/16 $19.78 2.5%
Squash: $7,322 $7,506 $184
Member - Prime Jan. 1/12 $12.50 Jan. 1/16 $12.81 2.5%
Member - Non Prime Jan. 1/12 $10.22 Jan. 1/16 $10.47 2.4%
Non Member - Prime Jan. 1/12 $15.59 Jan. 1/16 $15.98 2.5%
Non Member - Non Prime Jan. 1/12 $12.76 Jan. 1/16 $13.10 2.7%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Rollerskating Admission: $71,715 $71,715 $0
Adult and Adult Programs Jan. 1/10 $7.00 Jan. 1/10 $7.00 0.0%
Child Jan. 1/10 $4.75 Jan. 1/10 $4.75 0.0%
Skate Rental Jan. 1/14 $3.00 Jan. 1/14 $3.00 0.0%
20 Visit Skate Pass:
Adult Mar. 1/11 $111.50 Mar. 1/11 $111.50 0.0%
Child Jan. 1/12 $75.86 Jan. 1/12 $75.86 0.0%
Total North London Centre $254,526 $258,628 $4,102
Seniors Centres and Programs
Membership Fees: $61,965 $69,147 $7,182
One Centre Only (Per Year) Jan. 1/15 $42.66 Jan. 1/16 $43.73 2.5%
Both Centres (Per Year) Jan. 1/15 $54.21 Jan. 1/16 $55.57 2.5%
Senior Satellites (Per Year) Jan. 1/15 $9.29 Jan. 1/16 $9.52 2.5%
Seniors Satellites Promotions Jan. 1/15 $4.65 - $9.29 Jan. 1/16 $2.00 - $9.52
Special Events Jan. 1/15 $5.25 - $12.00 $56,850 Jan. 1/16 $5.50 - $12.50 $64,091 $7,241
Bus Trips Jan. 1/15 8.00 - $189.00 $81,700 Jan. 1/16 $70.00 - $194.00 $63,409 ($18,291)
Program Fees Jan. 1/15 26.25 - $70.35 $176,740 Jan. 1/16 $27.00 - $72.10 $181,647 $4,907
Total Seniors Centres and Programs $377,255 $378,294 $1,039
Total Community Centres $1,374,153 $1,410,391 $36,238
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Youth Programs $1,036,639 $1,058,199 $21,560
Fall/Winter/Spring (Average Fee-8 weeks) Apr. 1/15 $31.54 Apr. 1/16 $32.33 2.5%
Day Camp (per week):
Neighbourhood Camp Base Fee Apr. 1/15 $122.00 Apr. 1/16 $125.00 2.5%
Specialty Theme Camp Base Fee Apr. 1/15 $130-$215 Apr. 1/16 $133 - $220
Skate Board Camp (full day) Apr. 1/15 $170.00 Apr. 1/16 $174.00 2.4%
Before or After Program Apr. 1/15 $28.00 Apr. 1/16 $29.00 3.6%
Before and After Program Apr. 1/15 $43.00 Apr. 1/16 $44.00 2.3%
PD Day Camps Apr. 1/15 $27.00 Apr. 1/16 $28.00 3.7%
Summer Surprise Apr. 1/15 $145.00 Apr. 1/16 $149.00 2.8%
Leadership
Leader in Training I Jan. 1/15 $69.00 Jan. 1/16 $71.00 2.9%
Leader in Training II Jan. 1/15 $126.00 Jan. 1/16 $129.00 2.4%
Leader in Training III Jan. 1/15 $165.00 Jan. 1/16 $169.00 2.4%
Adult Programs $360,342 $346,403 ($13,939)
Fall/Winter/Spring (Average Fee-8 weeks) Apr. 1/15 $64.28 Apr. 1/15 $64.28 0.0%
Total Community Recreation & Leisure Programs $1,396,981 $1,404,602 $7,621
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Golf
Golf Courses
Note: Regular Members pay 50% on green fees - with applicable limitations.
Green Fees: $1,485,426 $1,362,196 ($123,230)
Thames Valley Golf Course Green Fees:
Classic Green Fees
Shoulder season Jan. 1/12 $34.00 Jan. 1/12 $34.00 0.0%
Prime Time Jan. 1/15 $42.00 Jan. 1/15 $42.00 0.0%
Non Prime Time Jan. 1/12 $34.00 Jan. 1/12 $34.00 0.0%
Twilight Jan. 1/12 $22.00 Jan. 1/12 $22.00 0.0%
Junior Rate Mar. 1/11 $20.00 Mar. 1/11 $20.00 0.0%
Junior Twilight Rate Jan. 1/12 $15.00 Jan. 1/12 $15.00 0.0%
Cart & Golf Package New Mar. 1/16 $50.00
Hickory Green Fees
All Day Mar. 1/11 $20.00 Mar. 1/11 $20.00 0.0%
Hickory 9 Hole - Special Jan. 1/15 $16.00 Jan. 1/15 $16.00 0.0%
Fanshawe Golf Course Green Fees:
Traditional Green Fees:
Twilight Jan. 1/12 $22.00 Jan. 1/12 $22.00 0.0%
Cart & Golf Package New Mar. 1/16 $50.00
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Quarry Green Fees
Twilight Jan. 1/14 $22.00 Jan. 1/14 $22.00 0.0%
Junior Rate Jan. 1/12 $16.00 Jan. 1/12 $16.00 0.0%
Prime Time Cart & Golf Package (Quarry Only) Jan. 1/15 $42.00 Jan. 1/15 $42.00 0.0%
Twilight Cart & Golf Package (Quarry Only) Jan. 1/12 $32.00 Jan. 1/12 $32.00 0.0%
River Road Green Fees
Twilight Jan. 1/14 $22.00 Jan. 1/14 $22.00 0.0%
Junior Rate Jan. 1/12 $16.00 Jan. 1/12 $16.00 0.0%
Other Green Fees
9 Hole Replay (All Courses) Mar. 1/11 $10.00 Mar. 1/11 $10.00 0.0%
18 Hole Replay (All Courses) Mar. 1/11 $20.00 Mar. 1/16 $22.00 10.0%
9 Hole (Traditional & River Road Only) Mar. 1/11 $22.00 Mar. 1/11 $22.00 0.0%
Fanshawe - Parkside Nine Jan. 1/12 $0.00 Jan. 1/12 $0.00 0.0%
Promotional Rates Jan. 1/14 $20 - $40 Jan. 1/14 $20 - $40 0.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Unlimited Membership All Courses (7 days) $894,730 $861,299 ($33,431)
Adult Jan. 1/15 $1,425.00 Jan. 1/15 $1,425.00 0.0%
Adult Payment Plan (Mar-Jul 15) Jan. 1/15 $1,500.00 Jan. 1/15 $1,500.00 0.0%
Senior (65 and over) Jan. 1/15 $1,275.00 Jan. 1/15 $1,275.00 0.0%
Senior (65 and over) Payment Plan Jan. 1/15 $1,325.00 Jan. 1/15 $1,325.00 0.0%
Youth (9 - 18) Mar. 1/11 $475.00 Mar. 1/11 $475.00 0.0%
Youth (9 - 18) Payment Plan Jan. 1/15 $525.00 Jan. 1/15 $525.00 0.0%
Intermediate/Student (19 - 24) Jan. 1/15 $900.00 Jan. 1/15 $900.00 0.0%
Intermediate/Student (19 - 24) Payment Plan Jan. 1/15 $950.00 Jan. 1/15 $950.00 0.0%
Value (19+) any course Mon to Fri, restricted to Jan. 1/15 $1,025.00 Jan. 1/15 $1,025.00 0.0%
RR, Quarry and Hickory on weekends
Value (19+) any course Mon to Fri, restricted to Jan. 1/15 $1,075.00 Jan. 1/15 $1,075.00 0.0%
RR, Quarry and Hickory on weekends Payment
Plan
Hickory (9 - 18) Mar. 1/11 $250.00 Mar. 1/11 $250.00 0.0%
Unlimited Membership RRGC, Hickory, and Quarry (7 Days)
Unlimited Hickory (19+) (7 Days) Jan. 1/15 $625.00 Jan. 1/15 $625.00 0.0%
Regular Memberships (7 days):
Adult Jan. 1/15 $299.00 Jan. 1/16 $275.00 (8.0%)
Senior (65 and over) Jan. 1/15 $250.00 Jan. 1/16 $235.00 (6.0%)
Youth (9 - 18) Mar. 1/11 $150.00 Mar. 1/11 $150.00 0.0%
Hickory (19 and over) Mar. 1/11 $150.00 Mar. 1/11 $150.00 0.0%
Hickory (9 - 18) Mar. 1/11 $50.00 Mar. 1/11 $50.00 0.0%
Intermediate/Student (19 - 24) Jan. 1/15 $250.00 Jan. 1/16 $235.00 (6.0%)
Golf Lessons: $30,000 $30,000 $0
Spectrum Adult & Senior Spring Classes Jan. 1/10 $90.00 Jan. 1/16 $99.00 10.0%
Spectrum Junior Boy/Girls Summer Classes Jan. 1/10 $85.00 Jan. 1/16 $99.00 16.5%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Pro Shop Services: $460,000 $457,000 ($3,000)
Electric Cart Rental:
Electric Cart Rental: Single Riders
Prime Time (All Courses) Jan. 1/14 $17.00 Jan. 1/14 $17.00 0.0%
Non Prime Time (All Courses) Jan. 1/14 $13.00 Jan. 1/14 $13.00 0.0%
Hickory (any time) Jan. 1/14 $9.00 Jan. 1/14 $9.00 0.0%
Electric Cart Rental - 18 Hole Unlimited Jan. 1/15 $513.27 Jan. 1/16 $530.97 3.4%
Electric Cart Rental - 20X Rides 18 Holes Jan. 1/14 $230.09 Jan. 1/14 $230.09 0.0%
Electric Cart Rental - 20X Rides 9 Holes Jan. 1/14 $115.04 Jan. 1/14 $115.04 0.0%
Electric Cart Rental - Tournament with Fleet Jan. 1/12 $50.00 Jan. 1/12 $50.00 0.0%
Pro Shop Rentals: $20,500 $32,546 $12,046
Pull Carts Jan. 1/12 $5.00 Jan. 1/12 $5.00 0.0%
Pull Carts Annual Fee Jan. 1/14 $88.50 Jan. 1/14 $88.50 0.0%
Club Rental 18 holes Jan. 1/12 $10.00 Jan. 1/12 $10.00 0.0%
Club Rental 9 holes Jan. 1/14 $5.00 Jan. 1/14 $5.00 0.0%
Club Storage (Season) - Adult Mar. 1/11 $65.00 Mar. 1/11 $65.00 0.0%
Club Storage (Season) - Power Caddie Jan. 1/10 $100.00 Jan. 1/10 $100.00 0.0%
Lockers - (Season) Jan. 1/10 $15.00 Jan. 1/10 $15.00 0.0%
Indoor Range - Half Hour Jan. 1/10 $3.00 Jan. 1/10 $3.00 0.0%
Indoor Range - One Hour Jan. 1/10 $5.00 Jan. 1/10 $5.00 0.0%
Total Golf $2,890,656 $2,743,041 ($147,615)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Special Events: $94,683 $98,768 $4,085
Major Special Event Admin. Fee Jan. 1/10 $65.00 Jan. 1/16 $66.30 2.0%
Other Administration Fee Jan. 1/10 $32.00 Jan. 1/16 $32.64 2.0%
Attendants (per hour) Jan. 1/13 $15.00 Jan. 1/16 $15.30 2.0%
Beer Gardens Permit (per event) Jan. 1/10 $314.00 Jan. 1/16 $320.28 2.0%
Kiwanis Memorial Bandshell Victoria Park (per Jan. 1/10 $14.00 Jan. 1/16 $14.28 2.0%
hour)
Jan. 1/10 $323.00 Jan. 1/16 $329.46 2.0%
Non-Profit Parkland Rental Fee >8 hrs. flat fee
Commercial Parkland Rental Fee (per day) Jan. 1/15 $650.00 Jan. 1/16 $663.00 2.0%
Jan. 1/15 $74.00 Jan. 1/16 $75.48 2.0%
Non-Profit Parkland Rental Fee <8 hrs. flat fee
Jubilee Square rental (per event) Jan. 1/15 $74.00 Jan. 1/16 $75.48 2.0%
Showmobile Rental-Private/Commercial Jan. 1/10 $567.00 Jan. 1/16 $578.34 2.0%
Showmobile Rental-Not for Profit Jan. 1/10 $509.00 Jan. 1/16 $519.18 2.0%
Vendor Permits /unit/year with business Jan. 1/14 $35.00 Jan. 1/16 $35.70 2.0%
license
Vendor Permits /event no business license Jan. 1/14 $110.00 Jan. 1/16 $112.20 2.0%
Vender Permit - 1-3 days (under 10 ft.) Jan. 1/14 $55.00 Jan. 1/16 $56.10 2.0%
Vender Permit - 1-3 days (over 10 ft.) Jan. 1/14 $110.00 Jan. 1/16 $112.20 2.0%
Vender Permit - 4+ days (under 10 ft.) Jan. 1/14 $65.00 Jan. 1/16 $66.30 2.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Electrical Service (per ped./day) Jan. 1/14 $7.50 Jan. 1/16 $8.00 6.7%
Picnic Tables (per table) Jan. 1/10 $25.00 Jan. 1/16 $25.50 2.0%
Water Service (per day) Jan. 1/14 $15.00 Jan. 1/16 $20.00 33.3%
Hay Bale Jan. 1/15 $5.00 Jan. 1/16 $5.10 2.0%
Skateboard Feature Removal Jan. 1/10 $1,350.00 Jan. 1/16 $1,377.00 2.0%
Bleacher Rental Jan. 1/10 $752.00 Jan. 1/16 $767.04 2.0%
Bleacher Rental - each additional day Jan. 1/10 $322.00 Jan. 1/16 $328.44 2.0%
Garbage Bin -per event not on CoL property Jan. 1/10 $11.00 Jan. 1/16 $11.22 2.0%
Springbank Gardens Special Event Set Up Fee Jan. 1/13 $30.00 Jan. 1/16 $30.60 2.0%
(per hour)
Filming (Commercial/For Profit) per day New Jan. 1/16 $600.00
Filming (Not for Profit) flat rate New Jan. 1/16 $70.00
Filming Student Project New Jan. 1/16 $0.00
Filming B Roll New Jan. 1/16 $32.00
Barricades -per event not on COL property Jan. 1/10 $5.00 Jan. 1/10 $5.00 0.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Civic Garden Complex $43,484 $46,659 $3,175
Hall Rentals:
Horticultural Group Rentals (per hour) Jan. 1/12 $16.23 Jan. 1/16 $16.56 2.0%
Wedding Rate - Half Day Jan. 1/12 $591.92 Jan. 1/16 $603.75 2.0%
Wedding Rate - Full Day Jan. 1/12 $920.75 Jan. 1/16 $939.17 2.0%
Special Occasions (maximum 4 Hours) Jan. 1/12 $295.96 Jan. 1/16 $301.88 2.0%
Special Occasions Jan. 1/12 $591.92 Jan. 1/16 $939.17 58.7%
Commercial - Half Day Jan. 1/12 $630.89 Jan. 1/16 $643.51 2.0%
Commercial - Full Day Jan. 1/12 $1,183.82 Jan. 1/16 $1,207.50 2.0%
Conservatory for Pictures (per hour) Jan. 1/12 $39.45 Jan. 1/16 $40.24 2.0%
Business Meetings "A" - full day Jan. 1/12 $295.96 Jan. 1/16 $301.88 2.0%
Business Meetings "B" - half day Jan. 1/12 $197.30 Jan. 1/16 $201.24 2.0%
Rental Set Up Fee (4 hour maximum) Jan. 1/15 $160.00 Jan. 1/16 $163.20 2.0%
Springbank Gardens
Private Events: $11,821 $12,058 $237
Wedding Rate - Half Day Jan. 1/12 $591.92 Jan. 1/16 $603.75 2.0%
Wedding Rate - Full Day Jan. 1/12 $920.75 Jan. 1/16 $939.17 2.0%
Commercial - Half Day Jan. 1/12 $630.89 Jan. 1/16 $643.51 2.0%
Commercial - Full Day Jan. 1/12 $1,183.82 Jan. 1/16 $1,207.50 2.0%
Not For Profit Company (under 8 hours) Jan. 1/12 $162.32 Jan. 1/16 $165.57 2.0%
Not For Profit Company (over 8 hours) Jan. 1/12 $324.64 Jan. 1/16 $331.13 2.0%
Special Occasions (maximum 4 Hours) Jan. 1/12 $295.96 Jan. 1/16 $301.88 2.0%
Special Occasions Jan. 1/12 $591.92 Jan. 1/16 $603.75 2.0%
Table for Special Events Jan. 1/12 $5.25 Jan. 1/16 $5.36 2.0%
Chair for Special Events Jan. 1/12 $1.05 Jan. 1/16 $1.07 2.0%
Rental Set Up Fee (4 hour maximum) Jan. 1/15 $160.00 Jan. 1/16 $163.20 2.0%
Total Special Events Coordination $149,988 $157,485 $7,497
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Sports Services
Sports Services $68,660 $42,526 ($26,134)
Basketball Sep. 1/15 $524.67 Sep. 1/16 $535.16 2.0%
Volleyball Sep. 1/15 $571.50 Sep. 1/16 $582.93 2.0%
Beach Volleyball - Minor - (Per 2 hours) Jan. 1/15 $17.40 Jan. 1/16 $17.74 2.0%
Beach Volleyball - Adult - (Per 2 hours) Jan. 1/15 $23.60 Jan. 1/16 $24.07 2.0%
Cricket (Per 2 hours) Jan. 1/15 $12.02 Jan. 1/16 $12.26 2.0%
Ball Diamond Permit Fees (Per 2 Hours/Week): $113,165 $130,450 $17,285
Adult Affiliate Jan. 1/15 $30.46 Jan. 1/16 $33.90 11.3%
Minor Affiliate Jan. 1/15 $13.23 Jan. 1/16 $14.74 11.4%
Minor Affiliate - Irrigated Jan. 1/15 $19.80 Jan. 1/16 $22.83 15.3%
Adult Affiliate - Irrigated Jan. 1/15 $46.19 Jan. 1/16 $53.26 15.3%
Tournament Rate Jan. 1/15 Rate +10% Jan. 1/15 Rate +10% 0.0%
Non Affiliate Premium Jan. 1/15 Rate + 5% Jan. 1/15 Rate + 5% 0.0%
Labatt Park (per game/practice) $23,723 $26,023 $2,300
London District Baseball Assoc. (L.D.B.A. ) Jan. 1/15 $40.30 Jan. 1/16 $46.47 15.3%
Adult Recreation Fee Jan. 1/15 $154.65 Jan. 1/16 $178.31 15.3%
Minor Use - Day Jan. 1/15 $96.17 Jan. 1/16 $110.88 15.3%
Minor Use - Night Jan. 1/15 $114.36 Jan. 1/16 $131.86 15.3%
Social Function - 4 hours or less Jan. 1/15 $360.60 Jan. 1/16 $415.77 15.3%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Soccer Fees (Per 2 Hours): $558,295 $577,157 $18,862
Minor Affiliate Non Irrigated Jan. 1/15 $18.09 Jan. 1/16 $18.46 2.0%
Adult Affiliate Non Irrigated Jan. 1/15 $24.54 Jan. 1/16 $25.03 2.0%
Minor Affiliate Irrigated Jan. 1/15 $56.84 Jan. 1/16 $57.98 2.0%
Minor Affiliate Lighted Irrigated Jan. 1/15 $82.73 Jan. 1/16 $84.39 2.0%
North London Stadium Affiliate Minor Rate Jan. 1/15 $69.80 Jan. 1/16 $71.19 2.0%
North London Stadium Affiliate Minor Rate - Lighte Jan. 1/15 $102.10 Jan. 1/16 $104.14 2.0%
City Wide Artificial Turf Affiliate Minor Rate Jan. 1/15 $81.18 Jan. 1/16 $82.81 2.0%
City Wide Artificial Turf Affiliate Minor Rate - Lighte Jan. 1/15 $113.81 Jan. 1/16 $116.09 2.0%
Adult Affiliate Irrigated Jan. 1/15 $82.73 Jan. 1/16 $84.39 2.0%
Adult Affiliate Lighted and Irrigated Jan. 1/15 $108.59 Jan. 1/16 $110.76 2.0%
North London Stadium Affiliate Adult Rate Jan. 1/15 $102.10 Jan. 1/16 $104.14 2.0%
North London Stadium Adult Affiliate with Lights Jan. 1/15 $134.41 Jan. 1/16 $137.09 2.0%
City Wide Artificial Turf Adult Affiliate Rate Jan. 1/15 $119.06 Jan. 1/16 $121.45 2.0%
City Wide Artificial Turf Adult Affiliate Rate - Lighted Jan. 1/15 $151.54 Jan. 1/16 $154.57 2.0%
City Wide Artificial Turf - Non Prime Time Jan. 1/13 $50.00 Jan. 1/16 $51.00 2.0%
Minor Affiliate Mini Irrigated Jan. 1/15 $22.32 Jan. 1/16 $22.77 2.0%
Mid-Size Affiliate Minor Irrigated Jan. 1/15 $28.43 Jan. 1/16 $29.00 2.0%
Non Affiliate Premium Jan. 1/15 Rate + 5% Jan. 1/15 Rate + 5% 0.0%
Total Sports Services $763,843 $776,156 $12,313
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Storybook Gardens
Annual Pass: $142,000 $170,000 $28,000
One Individual Annual Pass Jan. 1/15 $31.86 Jan. 1/15 $31.86 0.0%
Annual Pass, Bulk Purchase Rate, 20-99 Mar. 1/11 $28.32 Mar. 1/11 $28.32 0.0%
Annual Pass, Bulk Purchase Rate, 100+ Mar. 1/11 $25.66 Jan. 1/16 $26.55 3.5%
Season Ride Pass Mar. 1/13 $26.55 Mar. 1/13 $26.55 0.0%
Caregiver Option Jan. 1/14 $13.27 Jan. 1/14 $13.27 0.0%
Regular Admissions (Summer): $435,626 $423,150 ($12,476)
Adult Jan. 1/15 $7.50 Jan. 1/15 $7.50 0.0%
Child Jan. 1/15 $7.50 Jan. 1/15 $7.50 0.0%
Family Jan. 1/15 $27.00 Jan. 1/15 $27.00 0.0%
Group / Corporate Admissions (Summer): $61,000 $65,000 $4,000
Adult Jan. 1/14 $6.00 Jan. 1/14 $6.00 0.0%
Child Jan. 1/14 $6.00 Jan. 1/14 $6.00 0.0%
Special Event Rates (Summer):
2 for 1 Admission (all ages) Jan. 1/15 $3.75 Jan. 1/15 $3.75 0.0%
2 for 1 Admission (Family) Jan. 1/14 $13.00 Jan. 1/14 $13.00 0.0%
Special Event (all ages) Mar. 1/11 $1.00 Jan. 1/16 $2.00 100.0%
Twilight Rate (all ages) Mar. 1/11 $5.00 Mar. 1/11 $5.00 0.0%
Twilight Rate (Family) Mar. 1/11 $20.00 Mar. 1/11 $20.00 0.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Regular Admissions (Winter): $32,444 $31,850 ($594)
Adult Jul. 1/10 $4.25 Jul. 1/10 $4.25 0.0%
Child Jul. 1/10 $3.25 Jul. 1/10 $3.25 0.0%
Family Jul. 1/10 $13.00 Jul. 1/10 $13.00 0.0%
Twilight Rate (Family) Mar. 1/11 $10.00 Mar. 1/11 $10.00 0.0%
Special Event (all ages) Mar. 1/11 $2.75 Mar. 1/11 $2.75 0.0%
Program Revenue: $178,000 $173,000 ($5,000)
Birthday Parties - Package #1 Jan. 1/15 $165.00 Jan. 1/15 $165.00 0.0%
Birthday Parties (extra child - per) Jan. 1/15 $13.00 Jan. 1/15 $13.00 0.0%
Specialized Summer Day Camp Jan. 1/15 $155.00 Jan. 1/16 $160.00 3.2%
Preschool Mini-Camp Jan. 1/15 $85.00 Jan. 1/15 $85.00 0.0%
PD Day Camp Jan. 1/06 $45.00 Jan. 1/06 $45.00 0.0%
Educational Program Group Jan. 1/14 $8.00 Jan. 1/14 $8.00 0.0%
NOTE: Current members receive 10% discount on all program fees.
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Miscellaneous Revenue: $269,500 $289,000 $19,500
Amusement Ride and Activity Tickets, each Jul. 1/10 $2.00 Jan. 1/16 $2.25 12.5%
Amusement Ride and Activity Tickets, 20 Jan. 1/15 $28.00 Jan. 1/16 $30.00 7.1%
Amusement Ride individual day pass Mar. 1/13 $12.00 Mar. 1/13 $12.00 0.0%
Amusement Ride individual 1/2 day pass Jan. 1/15 $6.00 Jan. 1/15 $6.00 0.0%
Wagon rentals Jan. 1/14 $6.00 Jan. 1/14 $6.00 0.0%
Skate rental, child Jan. 1/14 $6.00 Jan. 1/14 $6.00 0.0%
Skate rental, adult Jul. 1/13 $6.00 Jul. 1/13 $6.00 0.0%
Locker rental Mar. 1/11 $3.00 Mar. 1/11 $3.00 0.0%
Additional Program Staff, per hour Jan. 1/13 $16.00 Jan. 1/13 $16.00 0.0%
Facility Equipment Rentals: $10,000 $10,000 $0
Storybook Junction per hour Mar. 2/15 $36.74 Mar. 2/15 $36.74 0.0%
Storybook site rental, summer season, per hour Mar. 1/11 $335.39 Mar. 1/11 $335.39 0.0%
Storybook site rental, summer season, 3 hours Jan. 1/12 $862.43 Jan. 1/12 $862.43 0.0%
Amusement ride rental, per hour (with site rental) Jan. 1/12 $87.84 Jan. 1/12 $87.84 0.0%
Storybook site rental, winter season Mar. 2/15 $196.79 Mar. 2/15 $196.79 0.0%
Rentals: picnic, chapel, pavilion Mar. 2/15 $36.74 Mar. 2/15 $36.74 0.0%
Vender Permit - 1-3 days (under 10 ft.) Jan. 1/15 $55.00 Jan. 1/15 $55.00 0.0%
Total Storybook Gardens $1,128,570 $1,162,000 $33,430
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Rec Administration
Administration $7,000 $6,500 ($500)
Picnic Site Reservations Jan. 1/15 $48.81 Jan. 1/15 $48.81 0.0%
Community Gardens Plot Rental Jan. 1/13 $40.00 Discontinued
Total Recreation Administration $7,000 $6,500 ($500)
TOTAL NEIGHBOURHOOD & RECREATION SERVICES $16,104,913 $16,228,036 $123,123
SERVICE GROUPING: PARKS & URBAN FORESTRY
Forestry Operations - Boulevard Tree Protection By-law P-69
Tree Removal - Minor Development application $8,500 $8,500 $0
Under 10 cm diameter May 16/05 $500.00 May 16/05 $500.00 0.0%
10 - 35 cm diameter May 16/05 $800.00 May 16/05 $800.00 0.0%
36 - 61 cm diameter May 16/05 $1,600.00 May 16/05 $1,600.00 0.0%
62 - 100 cm diameter May 16/05 $2,300.00 May 16/05 $2,300.00 0.0%
Over 100 cm diameter May 16/05 $3,300.00 May 16/05 $3,300.00 0.0%
Urban Forestry - Tree Conservation By-law CP1466-249
Tree Cutting Permits Jan. 1/10$50/$100/$250 $1,000 Jan. 1/10 $50/$100/$250 0.0% $1,000 $0
Developer - Subdivision Trees $28,500 Cost plus 15% $28,500 $0
Admin Fee
TOTAL PARKS & URBAN FORESTRY $38,000 $38,000 $0
TOTAL PARKS, RECREATION & NEIGHBOURHOOD SERVICES $16,142,913 $16,266,036 $123,123
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Total Effective % Change Total
Date Approved Fee Approved Fee Change
Budget Date in Fee Budget
Revised Increase /
Service/Activity By-law (Decrease)
SERVICE GROUPING: BUILDING APPROVALS
Building Approvals
Drainlayer Exam Fees Building By-law B-6 2013 $100.00 $500 2013 $100.00 0.0% $1,100 $600
Sign Permits Signs & Canopy Sch A- 2012 Sch A-Range of $300,000 2012 Sch A-Range of $370,000 $70,000
By-law S-3775-94 Fixed Fees Fixed Fees
Building Permits Building By-law B-6 Nov. 1/12 By-law B-6, $5,044,000 Nov. 1/12 By-law B-6, $4,638,972 ($405,028)
Range of Fixed Range of Fixed
Building Lawyers Letters Various Fees and 2013 $90.00/$120.00 $50,000 2013 $90.00/$120.00 0.0% $50,000 $0
Charges By-law A-47
Building Other Letters Various Fees and 2013 $60.00/$120.00 $3,900 2013 $60.00/$120.00 0.0% $3,900 $0
Charges By-law A-47
Zoning Compliance Letters Various Fees and 2013 $60.00 $9,000 2015 $100.00 $7,000 ($2,000)
Charges By-law A-47
Plumbing Information Various Fees and 2013 $30.00 $3,000 2013 $30.00 0.0% $3,000 $0
Requests Charges By-law A-47
Swimming Pool Fence Swimming Pool Fence 2010 $9.00/$1,000, $30,000 2015 $225.00 $31,500 $1,500
Permit By-Law PS-5 minimum $50.00
Building Control SS & PLN Various Fees and Cost Appendix A $8,000 Cost Appendix A $8,600 $600
(Subscriptions & Charges By-law A-47
Publications)
TOTAL BUILDING APPROVALS $5,448,400 $5,114,072 ($334,328)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
SERVICE GROUPING: PLANNING SERVICES
Planning Services
Official Plan/Zoning Amendments
Official Plan Amendment Jan. /14 $10,000.00 $20,000 Jan. /14 $10,000 0.0% $20,000 $0
Zoning By-law Amendment Jan. /14 $7,000.00 $217,000 Jan. /14 $7,000 $217,000 $0
Combined OPA/ZBA Jan. /14 $15,000.00 $50,200 Jan. /14 $15,000 0.0% $50,200 $0
Temporary Use By-law Jan. /10 $1,300.00 $2,600 Jan. /10 $1,300 0.0% $2,600 $0
Other Development Applications
Removal of Holding Jan. /10 $1,000.00 $3,000 Jan. /10 $1,000 0.0% $3,000 $0
Provisions
Boulevard Parking Jan. /14 $900.00 $1,800 Jan. /14 $900 0.0% $1,800 $0
Applications
Telecommunications Tower Jan. /14 $125.00 $500 Jan. /14 $125 0.0% $500 $0
Letters
Non-sufficient Funds (NSF) Jan. /13 $45.00 $0 Jan. /13 $45 0.0% $0 $0
Reports & White Prints Appendix B $5,100 Appendix B $2,000 ($3,100)

TOTAL PLANNING APPROVALS $300,200 $297,100 ($3,100)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
SERVICE GROUPING: DEVELOPMENT SERVICES
Municipal Service and
Financing Agreements:
Application Fee New Jan. 1/16 $2,000.00
(adjusted annually for
inflation)
Agreement Processing Fee New Jan. 1/16 $3,000.00
(adjusted annually for
inflation)
Site Plan Condo App/Fee 2007 Sch A & B $196,000 2007 Sch A & B $176,000 ($20,000)
Development Services Jan. /13 $90/120 $4,000 Jan. /13 $90.00/$120.00 0.0% $4,000 $0
Lawyers Letters
Official Plan Amendment Jan. /14 $10,000.00 $60,000 Jan. /14 $10,000.00 0.0% $72,000 $12,000
Zoning By-law Amendment Jan. /14 $7,000.00 Jan. /14 $7,000.00 0.0%
Combined Official Jan. /14 $15,000.00 Jan. /14 $15,000.00 0.0%

Plan/Zoning By-law
Amendments
Commemorative Street June /13 $250.00 June /13 $250.00 0.0%
Application Fee
Removal of Holding Jan. /10 $1,000.00 Jan. /10 $1,000.00 0.0%
Provision
Extension of Temporary Jan. /09 $1,300.00 Jan. /09 $1,300.00 0.0%
Use By-law
Municipal Street Jan. /09 $100.00 $5,000 Jan. /09 $100.00 0.0% $500 ($4,500)
Renumbering
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
Subdivisions:
Application Fee Jan. /10 $7,500 & Variable $120,000 Jan. /10 $7,500 plus variable fees of $120,000 $0
Fee $125.00 per single family
lot*, plus $250.00 per block
for multiple family,
residential, commercial,
industrial, institutional or park
blocks**
* applicant is required to provide a reasonable estimate of the lot yield based on single detached residential zone requested if the plan is
a "block" plan (single detached lotting not shown)
** there is no fee for road widening or reserve blocks
Revisions Jan. /09 $1,000.00 $4,000 Jan. /09 $1,000.00 0.0% $4,000 $0
Draft Approval Extension Apr. /14 $1,000.00 $6,000 $0 ($6,000)
-Extensions up to 6 months Jan. /16 $1,000.00 0.0% $6,000 $6,000
-Extensions longer than 6 months Jan. /16 $1,000.00 plus variable fee $4,700 $4,700
of $50.00 per single family
lot*, plus $100.00 per block
for multiple family,
residential, commercial,
industrial, institutional or
park blocks** (excludes
lots/blocks that have
already been registered)
* applicant is required to provide a reasonable estimate of the lot yield based on single detached residential zone
** there is no fee for road widening or reserve blocks
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
Subdivision Agreement Jan. /09 $1,000.00 $10,000 Jan. /09 $1,000.00 0.0% $10,000 $0
Subdivision Agreement Jan. /09 $70.00 $900 Jan. /09 $70.00 0.0% $900 $0
Registration
Final Approval Fee Jan. /09 $1,000.00 $10,000 Jan. /09 $1,000.00 0.0% $10,000 $0
Part Lot Control Jan. /09 $200.00 $400 Jan. /09 $200.00 0.0% $400 $0
Subdivisions:
Minor Variance/Committee Jan. /09 $300-$1,000 $85,000 $300.00- 0.0% $92,000 $7,000
of Adjustment $1,000.00
Consents: $67,000 $55,000 ($12,000)
Lot Creation Jan. /09 $1,100 Consents Jan. /09 $1,100.00 for
$100 Deeds first lot to be
created &
$100.00 for each
additional lot
Other Consents $900.00
Certification of Deed $100.00 for first

certificate &
$200.00 for each
additional
certificate
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
Condominium-Amalgamated $58,500 $70,000 $11,500
Application Fee Jan. /10 $1,500.00 Jan. /10 $1,500.00 0.0%
Additional Site Visits to Jan. /09 $200.00 Jan. /09 $200.00 0.0%
Registration
Revision to Application Jan. /09 $200.00 Jan. /09 $200.00 0.0%
Draft Approval
Draft Approval Extension Fee Jan. /09 $100.00 Jan. /09 $100.00 0.0%
Final Approval Fee Jan. /09 $300.00 Jan. /09 $300.00 0.0%
Condominium-Standard Jan. /09 Jan. /09
Application Fee Jan. /10 $3,000.00 Jan. /10 $3,000.00 0.0%
Revisions to Application or Jan. /09 $200.00 Jan. /09 $200.00 0.0%
Draft Approval
Draft Approval Extension Fee Jan. /09 $100.00 Jan. /09 $100.00 0.0%
Condominium-Vacant Land Jan. /09 Jan. /09
Application Fee Jan. /10 $3,750 plus Jan. /10 $3,750 plus 0.0%
$125.00/unit $125.00/unit
Revisions to Application or Jan. /09 $1,000.00 Jan. /09 $1,000.00 0.0%
Draft Approval
Draft Approval Extension Jan. /09 $500.00 Jan. /09 $500.00 0.0%
Subdivisions:
Letters/Statements Jan. /09 $30.00 Jan. /09 $30.00 0.0%
Required by Condominium
Act
Inspection Fee Mar. /10 $200.00 $20,000 Mar. /10 $200.00 0.0% $0 ($20,000)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Last Budget
Revised Increase /
Engineering Review:
M.O.E. Certificate of Aug. /98 Range of Fixed $60,000 Aug. /98 Range of Fixed $45,000 ($15,000)
Approval Fees Fees
Water Permit Fees Sept. /12 $1200/$2400 $15,000 Sept. /12 $1200/$2400 0.0% $6,000 ($9,000)
Drawing Review June /04 $60/lot or block $95,000 June /04 $60/lot or block $100,000 $5,000
/submission /submission
ONTARIO FEED IN TARIFF APPLICATIONS
Micro FIT (renewable Jan. 1/15 $60.00 Jan. 1/15 $60.00 0.0%
electricity generation
projects of 10 kW or less)
FIT - Category 1 (All rooftop Jan. 1/15 $30.00 Jan. 1/15 $30.00 0.0%
solar panel installations
anywhere)
FIT - Category 2 (All ground Jan. 1/15 $300.00 Jan. 1/15 $300.00 0.0%
mounted solar panel
installations at specific
locations with little impact
on adjacent properties)
FIT - Category 3 (Wind Jan. 1/15 $1,000.00 Jan. 1/15 $1,000.00 0.0%
turbines, biomass and
biogas installations at
specific locations )
TOTAL DEVELOPMENT APPROVALS $816,800 $776,500 ($40,300)
TOTAL PLANNING & DEVELOPMENT $6,565,400 $6,187,672 ($377,728)
_________________________________________________________________________________________________________________________________
User Fees
Fee Detail Information
Appendix A
Building Approvals SS & PLN (Subscriptions and Publications)
Weekly Report $7.00 or $275.00 per year
Monthly Report $50.00 per year
Information Request $30.00

Plan Reproductions $8.00/ $4.00 /$1.00 first copy & $0.20 additional
pages
Complete Backflow Prevention Tester Kit $25.00
Testing & Inspection Report Forms $7.00
Regular Tester Tags and Wires $9.00
Plastic Tester Tags and Wires $11.00 & $27.50
NSF Cheques $45.00
Xerox Copies $0.20 per page
_________________________________________________________________________________________________________________________________
User Fees
Fee Detail Information
Appendix B
Sale of Miscellaneous Reports
Xerox Print Minimum charge for first 5 copies - $1.00, additional copies $0.20,
larger sizes - $0.50
Registered Plans $10.00

Registered Plans Index $20.00
Condominium Plans $20.00 per sheet
Condominium Map Index $10.00
Condominium List $0.20 per page
Official Plan - 1:20,000 $10.00
Subdivision Activity Map $10.00
City Street Map $10.00
Vacant Land Inventory $18.00
Custom Plots Charged on a time and material basis with a minimum charge of
$35.00 plus time at $30.00 per hour plus paper - $0.20 per square
foot
City Projects - subject to providing a City Project Number No charge but must be invoiced
Various publications See attached publication list - Planning and Development
Appendix C
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Last Date Total Effective % Change Total
Increase /
SERVICE GROUPING: ANIMAL SERVICES
Animal Care & Control & Animal Welfare - Dog Licencing and Control By-Law PH-4
1) Kennel License Fee Oct. 31/11 $150.00 $1,167,500 Oct. 31/11 $150.00 0.0% $977,500 ($190,000)
2) Dog License Fees:
Registration for a Licence:
a) New dogs obtained Jan 1st - June 30th
i) Complete (intact) dog Nov. 1/14 $55.00 Nov. 1/14 $55.00 0.0%
ii) Spayed/neutered dog Oct. 31/11 $31.00 Oct. 31/11 $31.00 0.0%
iii) Spayed/neutered & microchipped dog Nov. 1/14 $25.00 Nov. 1/14 $25.00 0.0%
iv) Late applications (received after June 30 for Oct. 31/11 $10.00 Oct. 31/11 $10.00 0.0%
dogs obtained Jan 1-June 30) are subject to
additional fee
b) New dog obtained July 1st - Dec 31st
i) Complete (intact) dog Oct. 31/11 $29.00 Oct. 31/11 $29.00 0.0%
c) New dog obtained from an Approved Fostering Nov. 1/14 No charge Nov. 1/14 No charge
Organization (for remainder of year)
Renewal of a Dog Licence:
d) Renewal applications received prior to licence
expiry
i) Complete (intact) dog Oct. 31/11 $50.00 Oct. 31/11 $50.00 0.0%
e) New dog obtained from Approved Fostering Nov. 1/14 No charge Nov. 1/14 No charge
Organization (for first renewal only)
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Animal Care & Control & Animal Welfare - Dog Licencing and Control By-Law PH-4 (cont'd)
Late Renewal of a Licence:
f) Renewal applications Jan 1st - Feb 28th Nov. 1/14 same as renewal 0.0%
fees (d) above
g) Renewal applications Mar 1st - May 31st Oct. 31/11 $7.50 Oct. 31/11 add $7.50 to 0.0%
licence renewal
fees in (d) above
h) Renewal applications Jun 1st-Dec 31st Oct. 31/11 $12.50 Oct. 31/11 add $12.50 to 0.0%
licence renewal
fees in (d) above
Guide Dogs:
i) Guide Dogs Jan 1st - Dec 31st
Seeing eye dog Oct. 31/11 No charge Oct. 31/11 No charge
Hearing ear dog Oct. 31/11 No charge Oct. 31/11 No charge
j) Seniors aged 65 or over Nov. 1/14 Subtract $5 from all licence Nov. 1/14 Subtract $5 from all licence
or renewal fees or renewal fees
Miscellaneous:
k) Replacement tag Oct. 31/11 $3.50 Oct. 31/11 $3.50 0.0%
l) Transfer Oct. 31/11 $3.50 Oct. 31/11 $3.50 0.0%
m) Not Sufficient Fund Cheque Nov 1/14 $9.56 plus bank Nov. 1/14 $9.56 plus bank 0.0%
charges charges
Hearing Fee Oct. 31/11 $50.00 Oct. 31/11 $50.00 0.0%
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
II) Cat Identification Fees - Animal Control By-law PH-3
Registration-Cat: Nov. 21/05 $175,000 Nov. 21/05 $175,000 $0
a) Cat Identification Fees Jan 1st to June 30th
i) Complete (intact) cat Nov. 1/14 $45.00 Nov. 1/14 $45.00 0.0%
ii) Spayed/neutered cat Nov. 21/05 $20.00 Nov. 21/05 $20.00 0.0%
iii) Spayed/neutered & microchipped cat Nov. 1/14 $15.00 Nov. 1/14 $15.00 0.0%
iv) Late Applications (received after Jun 30th for Nov. 21/05 $2.00 Nov. 21/05 $2.00 0.0%
cats obtained Jan 1st through Jun 30th) are
subject to an additional fee
b) Cat Identification Fees July 1st to Dec 31st
i) Complete Cat Nov. 1/14 $30.00 Nov. 1/14 $30.00 0.0%
c) New cat obtained from an Approved Fostering Nov. 1/14 No charge Nov. 1/14 No charge
Organization (for remainder of year)
Renewal of a Registration:
d) Renewal Applications Jan 1st to Feb 28th
i) Complete (intact) cat Nov. 1/14 $45.00 Nov. 1/14 $45.00 0.0%
e) New cat obtained from an Approved Fostering Nov. 1/14 No charge Nov. 1/14 No charge
Organization (for first renewal only)
Late Renewal of a Registration:
f) Renewal applications Jan 1st - Feb 28th Nov. 1/14 same as renewal 0.0%
fees (d) above
g) Renewal applications March 1st - May 31st Nov. 21/05 $2.00 Nov. 21/05 add $2.00 to 0.0%
renewal fees in
(d) above
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
h) Renewal applications Jun 1st - Dec 31st Nov. 21/05 $4.00 Nov. 21/05 add $4.00 to 0.0%
renewal fees in
(d) above
i) Seniors aged 65 or over Nov. 1/14 Subtract $5 from all Nov. 1/14 Subtract $5 from all
registration or renewal fees registration or renewal fees
Miscellaneous:
j) Replacement Tag Nov. 21/05 $1.50 Nov. 21/05 $1.50 0.0%
k) Transfer Nov. 21/05 $1.50 Nov. 21/05 $1.50 0.0%
l) Not Sufficient Fund Cheque Nov 1/14 $9.56 plus bank Nov. 1/14 $9.56 plus bank 0.0%
charges charges
III) Pit Bull License Fees - Pit Bull Dog Licencing By-law PH-12
Pit Bull Dog License Application Fee Nov. 21/05 $10.00 Nov. 21/05 $10.00 0.0%
Pit Bull Dog License Nov. 21/06 $60.00 Nov. 21/06 $60.00 0.0%
Renewal of Pit Bull Dog License
- on or before Dec 31 before the licensing year Nov. 21/06 $50.00 Nov. 21/06 $50.00 0.0%
- late renewal (Jan. 1 to Feb. 28) Nov. 21/06 $60.00 Nov. 21/06 $60.00 0.0%
- late renewal (after Feb. 28) Nov. 21/06 $75.00 Nov. 21/06 $75.00 0.0%
Exemption Application Nov. 21/05 $25.00 Nov. 21/05 $25.00 0.0%
Transfer of Pit Bull Dog License Nov. 21/05 $25.00 Nov. 21/05 $25.00 0.0%
Hearing Fee Nov. 21/05 $50.00 Nov. 21/05 $50.00 0.0%
Registration Fee (Veterinary) Care Nov. 21/05 $10.00 Nov. 21/05 $10.00 0.0%
Public Pound By-Law PH-5
a) Dogs
A-1 Impounding licensed dog, wearing a Nov. 15/93 $10.00 Jan. 1/16 $20.00 100.0%
tag, each
A-2 Impounding dog, unlicensed or not Nov. 15/93 $35.00 Nov. 15/93 $35.00 0.0%
wearing a tag, each
A-3 Impounding any dog second and sub- Nov. 15/93 $50.00 Nov. 15/93 $50.00 0.0%
sequent time in a calendar year, each
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
A-4 Feeding impounded dog per day, each Nov. 15/93 $9.00 Jan. 1/16 $15.00 66.7%
A-5 Impounding restricted, prohibited or dog Nov. 15/93 $50.00 Nov. 15/93 $50.00 0.0%
ordered to be muzzled under DOLA or
the Dog Licensing & Control By-law or
the Pit Bull Licensing By-law, each
A-6 Feeding restricted, prohibited or dog Nov. 15/93 $9.00 Jan. 1/16 $15.00 66.7%
ordered to be muzzled under DOLA or
the Dog Licensing & Control By-law or
the Pit Bull Licensing By-law, per day, each
b) Cats
B-1 Impounding identified cat, each Nov. 15/93 $5.00 Jan. 1/16 $10.00 100.0%
B-2 Impounding unidentified cat, each Nov. 15/93 $14.00 Nov. 15/93 $14.00 0.0%
B-3 Feeding impounded cat per day, each Nov. 15/93 $6.00 Jan. 1/16 $10.00 66.7%
c) Other Animals
C-1 Impounding bulls and stallions, one Nov. 15/93 $25.00 Nov. 15/93 $25.00 0.0%
year old and over, each
C-2 Impounding rams, horses, horned or Nov. 15/93 $25.00 Nov. 15/93 $25.00 0.0%
other cattle, each
C-3 Feeding animals listed in B-1 and B-2 Nov. 15/93 $7.50 Nov. 15/93 $7.50 0.0%
per day, each
C-4 Impounding sheep, goats and swine, Nov. 15/93 $10.00 Nov. 15/93 $10.00 0.0%
each
C-5 Feeding animals listed in B-4, per day, Nov. 15/93 $4.50 Nov. 15/93 $4.50 0.0%
each
C-6 Plus actual costs associated with C-1
to C-5*
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
d) Fowl
D-1 Impounding geese or ducks, each Nov. 15/93 $3.00 Nov. 15/93 $3.00 0.0%
D-2 Feeding geese or ducks per day, each Nov. 15/93 $1.50 Nov. 15/93 $1.50 0.0%
D-3 Plus actual costs associated with D-1
to D-2*
e) Other Fees
E-1 Posting notice of sale Nov. 15/93 $12.00 Nov. 15/93 $12.00 0.0%
E-2 Attending for summons and serving on Nov. 15/93 $25.00 Nov. 15/93 $25.00 0.0%
appraisers of damages
E-3 For each sale of distress Nov. 15/93 $10.00 Nov. 15/93 $10.00 0.0%
E-4 For advertising Nov. 15/93 $12.00 Nov. 15/93 $12.00 0.0%
E-5 Plus actual costs associated with E-1
to E-4*
E-6 Not Sufficient Fund Cheque Nov. 15/93 $9.56 & bank Nov. 15/93 $9.56 & bank 0.0%
charges charges
Total Animal Care & Control, Animal Welfare $1,342,500 $1,152,500 ($190,000)
TOTAL ANIMAL SERVICES $1,342,500 $1,152,500 ($190,000)
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
SERVICE GROUPING: BY-LAW ENFORCEMENT & PROPERTY STANDARDS
By-law Enforcement & Property Standards
Business Licencing:
Licence Renewal Late Fee Jan. 1/14 $75.00 Jan. 1/14 $75.00 0.0%
Rental Residential Licencing: $355,000 $355,000 $0
New Application Jun. 25/13 $55.00 Jun. 25/13 $55.00 0.0%
Renewal Application Jun. 25/13 $55.00 Jun. 25/13 $55.00 0.0%
Appeal Fee Jun. 25/13 $100.00 Jun. 25/13 $100.00 0.0%
Corporate Search New Jan. 1/16 $40.00 $2,000 $2,000
Taxi Licensing Letter New Jan. 1/16 $30.00 $1,500 $1,500
Swimming Pool Fence Inspection/Letter Jan. 1/13 $175.00 $6,700 Jan. 1/13 $175.00 0.0% $7,800 $1,100
Municipal Law Inspection Fee Jan. 1/13 $95.00/hour $22,000 Jan. 1/16 $110.00/hour 15.8% $22,000 $0
Property Standards Inspection Fee Jan. 1/13 $95.00/hour $8,000 Jan. 1/16 $110.00/hour 15.8% $15,500 $7,500
Property Standards Order-Registration on Title Jun. 25/13 $125.00 Jun. 25/13 $125.00 0.0%
Property Standards Order - De-registration from Jun. 25/13 $125.00 Jun. 25/13 $125.00 0.0%
Title
Large Load Permits Jan. 1/13 Note 1 - Large $10,250 Jan. 1/13 Note 1 - Large $10,800 $550
Load Fee Load Fee
Road Allowance Permits Jan. 1/13 $18.69 $35,000 Jan. 1/13 $18.69 0.0% $75,000 $40,000
Permit fee for Approved Works, where the works Mar 1/09 $110.00 per City Works Mar 1/09 $110.00 per City Works
do not involve road cuts, traffic management plans Approval Permit plus vehicle Approval Permit plus vehicle
or disruptions within the travelled portion of the fee of $10.00 per vehicle to fee of $10.00 per vehicle to
roadway undertake works on adjacent undertake works on adjacent
property property
Vending Boxes Jan. 1/13 $27.50 Annual, $17,000 Jan. 1/13 $27.50 Annual, 0.0% $13,000 ($4,000)
$22.00/box $22.00/box
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Annual Sign Fees (Signs & Canopy Sch A-By-law S- 1998 $150.00 $53,500 1998 $150.00 0.0% $55,000 $1,500
3775-94)
Untidy Lot Fee (By-Law Yard & Lot Maintenance By-Nov. 30/04 Cost & admin $150,000 Nov. 30/04 Cost & admin 0.0% $150,000 $0
law PW-9) fee of 15%, $110 fee of 15%, $110
minimum minimum
Licensing & Certificates: Jan. 1/12 $668,400 $668,400 $0
Adult Live Entertainment Jan. 1/12 $5,115.00 Jan. 1/12 $5,115.00 0.0%
Adult Entertainment -Body Rub Parlour Jan. 1/12 $2,615.00 Jan. 1/12 $2,615.00 0.0%
Secondhand Shop Jan. 1/12 $465.00/$190.00 Jan. 1/12 $465.00/$190.00 0.0%
Secondhand Shop-Salvage Yard Jan. 1/12 $465.00/$190.00 Jan. 1/12 $465.00/$190.00 0.0%
Secondhand Dealer Jan. 1/12 $465.00/$190.00 Jan. 1/12 $465.00/$190.00 0.0%
Public Garage Jan. 1/12 $245.00/$110.00 Jan. 1/12 $245.00/$110.00 0.0%
Parking Facilities Jan. 1/12 $245.00/$110.00 Jan. 1/12 $245.00/$110.00 0.0%
Refreshment Vehicle (Category 1) Jan. 1/12 $465.00 Jan. 1/12 $465.00 0.0%
Refreshment Vehicle (Category 7) New Feb. 24/15 $1,225.00/$760.
00 (in
association with
existing
refreshment
vehicle licence)
Pedlar Category 1 (Day Sales) Jan. 1/12 $515.00 Jan. 1/12 $515.00 0.0%
Pedlar Category 2 (Seasonal Sales) Jan. 1/12 $1,015.00 Jan. 1/12 $1,015.00 0.0%
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Pedlar Category 3 (Door-to-Door Sales) Jan. 1/12 $135.00 Jan. 1/12 $135.00 0.0%
Pedlar Category 4 (Door-to-Door Sales Person) Jan. 1/12 $135.00 Jan. 1/12 $135.00 0.0%
Pedlar Category 5 (Antique/Collectible Show) * Jan. 1/12 $145.00* & Jan. 1/12 $145.00* & 0.0%
per Trader, Collector $15.00 $15.00
Pedlar Category 6 (Craft Show) *per Crafter Jan. 1/12 $145.00*&$15.00 Jan. 1/12 $145.00*&$15.00 0.0%
Pedlar Category 7 (Trade Show) Jan. 1/12 $145.00*&$15.00 Jan. 1/12 $145.00*&$15.00 0.0%
*per Trader
Pedlar Category 8 (Flea Market)* per Vendor Jan. 1/12 $145.00*/$15.00 Jan. 1/12 $145.00*/$15.00 0.0%
Pedlar Category 9 (General) Jan. 1/12 $135.00 Jan. 1/12 $135.00 0.0%
Auctioneer Jan. 1/12 $135.00/$95.00 Jan. 1/12 $135.00/$95.00 0.0%
Plumber Contractor Jan. 1/12 $95.00 Jan. 1/12 $95.00 0.0%
Drain Contractor Jan. 1/12 $95.00 Jan. 1/12 $95.00 0.0%
Drain Layer Jan. 1/12 $95.00 Jan. 1/12 $95.00 0.0%
Public Hall Jan. 1/12 $215.00/$95.00 Jan. 1/12 $215.00/$95.00 0.0%
Bowling Alley Jan. 1/12 $215.00/$95.00 Jan. 1/12 $215.00/$95.00 0.0%
Hairstyling Shop Jan. 1/12 $215.00/$95.00 Jan. 1/12 $215.00/$95.00 0.0%
Place of Amusement Jan. 1/12 $215.00/$120.00 Jan. 1/12 $215.00/$120.00 0.0%
Eating Establishment (Category #1, over 50 Jan. 1/12 $410.00/$245.00 Jan. 1/12 $410.00/$245.00 0.0%
seats)
Eating Establishment (Category #2, 20 to 49 Jan. 1/12 $315.00/$135.00 Jan. 1/12 $315.00/$135.00 0.0%
seats)
Eating Establishment (Category #3, 1 to 19 Jan. 1/12 $295.00/$120.00 Jan. 1/12 $295.00/$120.00 0.0%
seats)
Food Shop Jan. 1/12 $410.00/$120.00 Jan. 1/12 $410.00/$120.00 0.0%
Towing Company Jan. 1/12 $1,815.00 Jan. 1/12 $1,815.00 0.0%
Motor Vehicle Storer Jan. 1/12 $1,815.00 Jan. 1/12 $1,815.00 0.0%
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Lodging House Jan. 1/12 $490.00 Jan. 1/12 $490.00 0.0%
Body Modification Jan. 1/12 $215.00/$95.00 Jan. 1/12 $215.00/$95.00 0.0%
Street Sale (outside downtown BIA) Jan. 1/12 $285.00 Jan. 1/12 $285.00 0.0%
Street Sale (within boundaries Downtown BIA) Jan. 1/12 $340.00 Jan. 1/12 $340.00 0.0%
Pawn Broker By-Law L-7 Mar. 5/07 $410.00/$160.00 Mar. 5/07 $410.00/$160.00 0.0%
Licence, Examination and Other Fees -Taxicab & Limousine Licencing By- $486,857 $486,857 $0
law L129-51
Driver Licence (Cab, Accessible Cab, Limousine, Jul. 1/12 $120.00 Jul. 1/12 $120.00 0.0%
Group Transportation Vehicle)
Owner Licence (Cab, Accessible Cab, Limousine, Jul. 1/12 $750.00 Jul. 1/12 $750.00 0.0%
Group Transportation Vehicle)
Broker Licence Jul. 1/12 $400.00 Jul. 1/12 $400.00 0.0%
Driver English Exam Jul. 1/12 $30.00 Jul. 1/12 $30.00 0.0%
Vehicle for Hire Training Exam Jul. 1/12 $40.00 Jul. 1/12 $40.00 0.0%
911 Bumper Sticker Jul. 1/12 $3.00 Jul. 1/12 $3.00 0.0%
Tariff Card Jul. 1/12 $5.00 Jul. 1/12 $5.00 0.0%
Re-Inspection of Vehicle for Hire Jul. 1/12 $50.00 Jul. 1/12 $50.00 0.0%
Replacement of Owner Plate Jul. 1/12 $35.00 Jul. 1/12 $35.00 0.0%
Taxicab Driver Licence Replacement Jul. 1/12 $20.00 Jul. 1/12 $20.00 0.0%
Vehicle Transfer between Brokerage Jul. 1/12 $210.00 Jul. 1/12 $210.00 0.0%
Taxicab Licence Ownership Transfer (Includes Jul. 1/12 $750.00 Jul. 1/12 $750.00 0.0%
Estate Transfer)
Vehicle Substitution Jul. 1/12 $210.00 Jul. 1/12 $210.00 0.0%
Accessible Cab Priority List Jul. 1/12 $25.00 Jul. 1/12 $25.00 0.0%
Cab Priority List Jul. 1/12 $25.00 Jul. 1/12 $25.00 0.0%
Request for Appeal of Decision of Licence Jul. 1/12 $100.00 Jul. 1/12 $100.00 0.0%
Manager
TOTAL BY-LAW ENFORCEMENT & PROPERTY STANDARDS $1,812,707 $1,862,857 $50,150
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
SERVICE GROUPING: FIRE SERVICES
Fire Fighting $36,800 $37,000 $200
i) Highway/Local Vehicle Incidents:
First Hour (Per vehicle) Jan. 1/12 $410.00 Jan. 1/12 $410.00 0.0%
Additional 1/2 hour or part thereof Jan. 1/11 $205.00 Jan. 1/11 $205.00 0.0%
Flat fee for responding where services not Jan. 1/11 $410.00 Jan. 1/11 $410.00 0.0%
required
ii) Hazardous Materials Incidents (per hour) Jan. 1/07 $700.00 Jan. 1/07 $700.00 0.0%
one hour minimum plus consumables plus consumables
iii) Open Burn Inspection Jan. 1/11 $205.00 Jan. 1/11 $205.00 0.0%
Training
Recruit application Jan. 1/07 $100.00 Jan. 1/07 $100.00 0.0%
Total Fire & Rescue Services $36,800 $37,000 $200
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Fire Prevention
i) Fire Inspections/Licencing: $140,000 $100,000 ($40,000)
File Search Letter Jan. 1/13 $34.00 Jan. 1/13 $34.00 0.0%
Information Inspection/Report/Letter
Up to 10,000 square feet Jan. 1/13 $171.00 Jan. 1/13 $171.00 0.0%
Every 10,000 square feet thereafter Jan. 1/13 $84.00 Jan. 1/13 $84.00 0.0%
Response report Jan. 1/13 $36.00 Jan. 1/13 $36.00 0.0%
Fire Investigation Report Jan. 1/10 $160.00 Jan. 1/10 $160.00 0.0%
Re-inspection for Non-compliance Jan. 1/13 $75.00 Jan. 1/13 $75.00 0.0%
Display Fire Works inspection / permit Jan. 1/13 $269.00 Jan. 1/13 $269.00 0.0%
Exemptions:
a) Victoria Day fireworks display by the Fanshawe Optimist;
b) Canada Day fireworks displays by the East London and River East London Optimist Clubs, Byron Optimists, City of London - Celebrate London
Committee, and the Community Council of White Oaks;
c) Lambeth Harvestfest fireworks display by the Lambeth Harvestfest Committee; and
d) New Year's Eve fireworks display held by the City of London in Victoria Park
_________________________________________________________________________________________________________________________________
PROTECTIVE SERVICES
2015 BUDGET 2016
Total
Budget
Increase /
Pyrotechnic inspection / permit Jan. 1/13 $246.00 Jan. 1/13 $246.00 0.0%
Open Air Burn Permit (Part 4) Jan. 1/13 $70.00 Jan. 1/13 $70.00 0.0%
False Alarms
Non notified false alarm Jan. 1/07 $700.00 Jan. 1/07 $700.00 0.0%
4th or more to the same building in one month Jan. 1/07 $700.00 Jan. 1/07 $700.00 0.0%
(each)
6th or more to the same building in any calendar Jan. 1/07 $700.00 Jan. 1/07 $700.00 0.0%
year (each)
ii) Training and Lectures Jan. 1/07 $100.00 Jan. 1/07 $100.00 0.0%
iii) Fire Safety Course (Public Education) Jan. 1/07 $100.00 Jan. 1/07 $100.00 0.0%
Total - Fire Prevention & Education $140,000 $100,000 ($40,000)

TOTAL FIRE SERVICES $176,800 $137,000 ($39,800)
TOTAL PROTECTIVE SERVICES $3,332,007 $3,152,357 ($179,650)
Note 1 - Large Load Fee - $71.50 Single Occasion (width 8.5 ft. to 12 ft., height 13.5 ft., length 75.5 ft.)
$27.50 Single Occasion (if any of above dimensions exceeded)
Note: In 2010, new inspection fees were introduced for by-law re-inspections where written Orders of Violation were issued and no action was taken to achieve compliance
(Municipal Law Inspection fee). In addition, fees for Marijuana Grow Operation inspections were introduced at the initial inspection stage and compliance stage (Property
Standards Inspection fee). These two new fees in addition to the long-standing property standards re-inspection fee are all billed to property owners. If fees are not paid, the
amount is added to the property tax roll.
_________________________________________________________________________________________________________________________________
SERVICE GROUPING: LONG TERM CARE - Various Fees and Charges By-law A-48
2015 BUDGET 2016
Total
Budget
Increase /
Adult Day Programs
Community Seniors Programs
Day Programs:
Client Fees per day Effective April 1, 2014 client fees for Adult Day Programs are set by the South
West LHIN
Baths May 1/14 $45.00 May 1/14 $45.00 0.0%
Foot Care Jan. 1/10 $22.00 Jan. 1/10 $22.00 0.0%
Total Adult Day Program $88,035 $88,211 $176
Long Term Care-Dearness Home
Sundry: $15,060 $15,060 $0
Staff Escort to Medical Clinics up to 3 hours Apr. 1/15 $90.00 July 1/16 $100.00 11.1%
After 3 hours (per hour for a nursing escort) Apr. 1/15 $30.00 July 1/16 $34.00 13.3%
Set up and cleaning fee for room rental Jan. 1/14 $35.00 Jan. 1/14 $35.00 0.0%
Hair Salon Rental Fees per month Jan. 1/15 $350.00 Jan. 1/15 $350.00 0.0%
Resident Revenue: $5,397,517 $5,622,917 $225,400
Short Stay
Basic Ward Nursing Care Charge for resident accommodation shall be the maximum amount provided for in
the Long Term Care Homes Act and regulation. The rates are set annually on July
Semi Private Nursing Care 1st by the Ministry of Health and Long Term Care.
Private Nursing Care
Total Long Term Care-Dearness Home $5,412,577 $5,637,977 $225,400
TOTAL LONG TERM CARE $5,500,612 $5,726,188 $225,576
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Last Date Approved Unit of Total Effective % Change Total
Approved Fee Change
Revised Fee Measure Budget Date in Fee Budget
Increase /
SERVICE GROUPING: PARKING
Parking
Parking Control
i) Private MLEO Training & June 6/05 $150.00 Jan. 1/16 $200.00 33.3%
Appointment
Parking Meters $1,860,000 $1,755,653 ($104,347)
i) Parking Meter Fees
Outlying 1 hour June 1/12 $1.50 Hour June 1/12 $1.50 0.0%
10 Hour Metered Zone June 1/12 $1.50 Hour June 1/12 $1.50
June 1/12 $3.00 Maximum June 1/12 $3.00 0.0%
Nov. 1/12 $45.00 Monthly Nov. 1/12 $45.00 0.0%
East end meters June 1/12 $1.25 Hour June 1/12 $1.25 0.0%
Downtown 1 hour June 1/12 $1.50 Hour June 1/12 $1.50 0.0%
Parking Meter Bagging Sept. 1/03 $50.00 Admin + $2,800 Sept. 1/03 $50.00 0.0% $5,800 $3,000
June 1/12 $9.00 Day June 1/12 $9.00 0.0%
per parking stall per parking stall
Residential Parking Pass Program Jan. 6/10 $1,000 Jan. 6/10 $1,600 $600
First Residential Parking Pass is $60.00 (except no charge for the "King's University College area" and the "Trowbridge
Avenue, Mary Avenue and Pinewood Drive area") / Second Residential Parking Pass is $60.00 / Residential Parking Pass
at midpoint of program year is reduced by 50% / Replacement Residential Parking Pass is $120.00.
Online transaction fee 2012 $1.50 $50,000 2012 $1.50 0.0% $55,000 $5,000
Total Parking Control & Parking Meters $1,913,800 $1,818,053 ($95,747)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
Parking Lots - Municipally Operated
Lot # 3 North - 743 Richmond Street May 1/12 $2.00 Hour $25,000 May 1/12 $2.00 0.0% $27,000 $2,000
Lot # 6 - Kent Street, North Side of May 1/12 $2.00 Hour $70,000 May 1/12 $2.00 0.0% $84,000 $14,000
Kent Street between Richmond & Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Talbot Streets May 1/12 $6.00 Evening May 1/12 $6.00 0.0%
Lot #9 78 Riverside Dr. Jan. 1/15 $2.00 Hour Jan. 1/15 $2.00 0.0% $15,000 $15,000
Kiwanis Senior Centre $5.00 Day $5.00 0.0%
$4.00 Evening $4.00 0.0%
Lot # 12 - 199 Ridout Street N., PUC Jan. 1/13 $2.00 Hour $101,000 Jan. 1/13 $2.00 0.0% $101,000 $0
Parking Lot North Side of Horton Street Jan. 1/13 $5.00 Day Jan. 1/13 $5.00 0.0%
between Thames & Ridout Streets May 1/12 $4.00 Evening May 1/12 $4.00 0.0%
May 1/12 $70.00 Monthly May 1/12 $70.00 0.0%
Lot # 14 - Via Train Station, South Side May 1/12 $2.00 Hour $25,000 May 1/12 $2.00 0.0% $21,000 ($4,000)
of York Street between Richmond &
Clarence Streets
Lot # 15 - London Convention Centre, May 1/12 $2.00 Hour $110,000 May 1/12 $2.00 0.0% $110,000 $0
South Side of King Street between Jan 1/14 $10.00 Day Jan 1/14 $10.00 0.0%
Wellington & Waterloo Street Jan 1/14 $6.00 Evening Jan 1/14 $6.00 0.0%
May 1/12 $113.00 Monthly May 1/12 $113.00 0.0%
Lot # 16 - 205 Oxford St (Rear), West Jan. 6/10 $2.00 Hour $11,400 Jan. 6/10 $2.00 0.0% $16,900 $5,500
of Richmond Street between Oxford & Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Piccadilly Street Jan. 6/10 $6.00 Evening Jan. 6/10 $6.00 0.0%
May 1/12 $46.00 Monthly May 1/12 $46.00 0.0%
Lot # 19 - Museum London May 1/12 $2.00 Hour $43,000 May 1/12 $2.00 0.0% $48,000 $5,000
$6.00 Evening $6.00 0.0%
Lot # 20 - 155 Kent Street May 1/12 $2.00 Hour $6,500 May 1/12 $2.00 0.0% $5,300 ($1,200)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
Lot # 21 - 558 Talbot Street May 1/12 $2.00 Hour May 1/12 $2.00 0.0%
Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Jan. 1/13 $5.00 Evening Jan. 1/13 $5.00 0.0%
May 1/12 $80.00 Monthly $54,000 May 1/12 $80.00 0.0% $69,000 $15,000
Lot # 22 - 695 Richmond Street May 1/12 $2.00 Hour May 1/12 $2.00 0.0%
Jan. 1/13 $8.00 12 hour Jan. 1/13 $8.00 0.0%
$14.00 24 hour $17,500 $14.00 0.0% $19,500 $2,000
Total Leased Parking Lots $463,400 $516,700 $53,300
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
Parking Lots Municipally Owned
Lot # 1 - East London, North of Dundas May 1/12 $0.75 Hour $10,000 May 1/12 $0.75 0.0% $10,000 $0
Street between English & Elizabeth Jan. 1/13 $4.50 Day Jan. 1/13 $4.50 0.0%
Street Jan. 1/13 $2.50 Evening Jan. 1/13 $2.50 0.0%
$50.00 Monthly $50.00 0.0%
Lot # 2 - East London, North of Dundas May 1/12 $0.75 Hour $27,582 May 1/12 $0.75 0.0% $27,582 $0
Street between Elizabeth & Adelaide Jan. 1/13 $4.50 Day Jan. 1/13 $4.50 0.0%
Street Jan. 1/13 $2.50 Evening Jan. 1/13 $2.50 0.0%
$50.00 Monthly $50.00 0.0%
May 1/12 $2.00 Hour May 1/12 $2.00 0.0%
Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
May 1/12 $6.00 Evening May 1/12 $6.00 0.0%
Lot # 3 East - East of Richmond Street Jan. 1/13 $50.00 Monthly $50,000 Jan. 1/13 $50.00 0.0% $80,000 $30,000
between Oxford & Piccadilly Street
Lot # 3 West - Richmond Village West May 1/12 $2.00 Hour $63,000 May 1/12 $2.00 0.0% $65,000 $2,000
of Richmond Street between Oxford & Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Piccadilly Street May 1/12 $6.00 Evening May 1/12 $6.00 0.0%
$46.00 Monthly $46.00 0.0%
Lot # 4 - Marshall Street, South of May 1/12 $0.75 Hour $30,000 May 1/12 $0.75 0.0% $30,000 $0
Dundas Street between Lyle & Jan. 1/13 $4.50 Day Jan. 1/13 $4.50 0.0%
Adelaide Streets $2.50 Evening $2.50 0.0%
$50.00 Monthly $50.00 0.0%
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
Lot # 5 - Queens Ave, North Side of May 1/12 $2.00 Hour $175,000 May 1/12 $2.00 0.0% $200,000 $25,000
Queens Ave between Clarence & Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Richmond Streets May 1/12 $6.00 Evening May 1/12 $6.00 0.0%
$130.00 Monthly $130.00 0.0%
unreserved
$310.00 Monthly $310.00 0.0%
reserved
Lot # 7 - 824 Dundas, Provincial Jan. 1/13 $2.00 Hour $20,000 Jan. 1/13 $2.00 0.0% $20,000 $0
Offences Court between Rectory & May 1/12 $5.00 Day May 1/12 $5.00 0.0%
Ontario Streets May 1/12 $50.00 Monthly May 1/12 $50.00 0.0%
Lot # 8 - Budweiser Gardens, North May 1/12 $2.00 Hour $171,000 May 1/12 $2.00 0.0% $169,000 ($2,000)
Side of King Street between Ridout & Jan. 1/13 $8.00 Day Jan. 1/13 $8.00 0.0%
Talbot Streets May 1/12 $6.00 Evening May 1/12 $6.00 0.0%
$100.00 Monthly $100.00 0.0%
Lot # 11 - Thames Street Park, North May 1/12 $2.00 Hour $26,000 May 1/12 $2.00 0.0% $30,000 $4,000
Side of King Street between Thames & Jan. 1/13 $6.00 Day Jan. 1/13 $6.00 0.0%
Ridout Streets May 1/12 $4.00 Evening May 1/12 $4.00 0.0%
Lot # 17 - Peace Gardens, West Side May 1/12 $2.00 Hour $41,000 May 1/12 $2.00 0.0% $45,000 $4,000
of Thames Street (York & King Jan. 1/13 $6.00 Day Jan. 1/13 $6.00 0.0%
Streets.) (Enforced Mon-Fri) May 1/12 $4.00 Evening May 1/12 $4.00 0.0%
Park and Ride May 1/12 $60.00 May 1/12 $60.00 0.0%
Total Municipally Owned Parking Lots $613,582 $676,582 $63,000
TOTAL PARKING $2,990,782 $3,011,335 $20,553
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
SERVICE GROUPING: ROADWAYS
Roadway Maintenance
Sidewalk Cut Mar. 1/09 $50.00 Admin Fee Mar. 1/09 $50.00 0.0%
$70.00 /sq. meter $70.00 0.0%
Curb Cut Mar. 1/09 $110.00 Meter $1,500 Mar. 1/09 $110.00 0.0% $1,000 ($500)
Curb Removal Mar. 1/09 $25.00 Meter Mar. 1/09 $25.00 0.0%
Asphalt Cut Restoration Mar. 1/09 $21.00 Square Mar. 1/09 $21 .00 0.0%
meter (vertical 25m)
Pavement Degradation Mar. 1/09 $11.00 Pavement $160,000 Jan.1/16 Good (80-100 PQI)-$35.00 $220,000 $60,000
(Contractor/utilities) Quality Index Adequate (60-80 PQI)-$28.00
(PQI) & Fair (30-60 PQI)-$21.00
$/square Poor (1-30 PQI)-$14.00
meter
Total Roadway Maintenance $161,500 $221,000 $59,500

Permit for Approved Works Mar. 1/09 $275.00 Per City work $183,500 Mar. 1/09 $275.00 0.0% $173,500 ($10,000)
approval
permit
If work exceeds permit time period $100.00/day; If work long term & more than 30 days $29.06/sq. m inside downtown core, $16.15/sq. m outside downtown core,
$8.07/sq. m for a Charitable Organization.
Total Roadway Planning & Design $183,500 $173,500 ($10,000)
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Approved Fee Change
Increase /
Snow Control
Sidewalk Snow Clearing-Core Area Mar. 1/09 $80.00 Minimum Mar. 1/09 $80.00 0.0%
Winter Maintenance -Unassumed Charge $352,804 Charge Actual Cost $352,804 $0
Subdivisions Actual
Cost
Winter Winter Season plus
Season + 15% + Admin. Fee
Admin.
Fee
Icicle Removal Mar. 1/09 $155.00 Minimum $155.00 plus 15%
Total Snow Control $352,804 $352,804 $0
Traffic Control & Lighting
Flashers Barricades Mar. 1/09 $3.25 Day $35,000 Mar. 1/09 $3.25 0.0% $35,000 $0
Traffic Control Signs Mar. 1/09 $4.00 Day Mar. 1/09 $4.00 0.0%
Traffic Cones Mar. 1/09 $1.50 Day Mar. 1/09 $1.50 0.0%
Traffic Signal Timing Information Mar. 1/09 $135.00 Mar. 1/09 $135.00 0.0%
Total Traffic Control & Lighting $35,000 $35,000 $0
TOTAL ROADWAYS $732,804 $782,304 $49,500
TOTAL TRANSPORTATION SERVICES $3,723,586 $3,793,639 $70,053
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
SERVICE GROUPING: CORPORATE SERVICES
Facilities
Property Rentals Jan./06 Agreement $28,000 Jan. 1/06 Agreement $24,400 ($3,600)
Graphics, Surveying & Tech Services
Plan Filing:
Printing and copying charges 2007 $5.00/print $1,500 2007 $5.00/print 0.0% $1,500 $0
Digital Mapping Disc Jan/1/14 $250.00 Jan. 1/14 $250.00 0.0%
Human Resources
Room Rentals Jan./06 Agreement $2,500 Jan./06 Agreement $2,538 $38
Purchasing $10,000 $20,000 $10,000
Tender Documents Jan. 1/14 $150.00 Jan. 1/16 $155.00 3.3%
Quotation Documents Jan. 1/14 $75.00 Jan. 1/16 $80.00 6.7%
Proposal Documents Jan. 1/14 $50.00 Jan. 1/16 $55.00 10.0%
Bidding Documents - downloaded Sept. 17/13 $25 & 15% admin. Jan. 1/16 $30 + 15% admin
from Biddingo fee fee
Realty Services
Property Rentals Annual Contracts $232,000 Annual Contracts $232,000 $0
Residential Revenue Annual $192,000 Annual $224,687 $32,687
Vacant Land Revenue Annual $131,885 Annual $134,142 $2,257
Agricultural Land Revenue Annual $210,000 Annual $205,000 ($5,000)
Skate Sharpening Property Revenue Annual $9,600 Annual $9,600 $0
Underground Encroachment Revenue Annual $70,000 Annual $67,666 ($2,334)
Sidewalk Cafes Annual $16,890 Annual $24,691 $7,801
Outdoor Advertisements Annual $132,000 Annual $120,000 ($12,000)
Woodhull - Internments 2005 $550.00 $5,000 2005 $550.00 0.0% $5,075 $75
(1) 2005 $650.00 $2,000 2005 $650.00 $2,500 $500
Woodhull - Sale of Plot 0.0%
Air/Land Rights Rental Annual Contracts $49,035 Annual Contracts $49,035 $0
Total Realty Services $1,050,410 $1,074,396 $23,986
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Risk Management
Admin fee - claims recovery 2009 1% of claim amount, $4,000 2009 1% of claim amount, 0.0% $4,000 $0
$50.00 minimum $50.00 minimum
Admin fee - event insurance premium 2009 $5.00 -premium less $7,000 2009 $5.00 -premium less 0.0% $7,000 $0
than $100.00, than $100.00,
$10.00 - premium $10.00 - premium
more than $100.00 more than $100.00
Total Risk Management $11,000 $11,000 $0
Technology Services
Printing Charges Jan. /09 $0.00515 - black & $4,800 Jan. /09 $0.00515 - black & 0.0% $4,800 $0
white, white,
$0.08295 colour $0.08295 colour
Pay Phones Jan. /09 $1,000 Jan. /09 $1,000 $0
Total Technology Services $5,800 $5,800 $0

Note (1): The price of a plot in the Woodhull Cemetery is $650; however $350 is placed into a perpetual care fund for the Cemetery with $300
credited to the Realty Services account.
TOTAL CORPORATE SERVICES $1,109,210 $1,139,634 $30,424

SERVICE GROUPING: CORPORATE PLANNING & ADMINISTRATION
Sale Misc. Documents: $12,000 $12,180 $180
i) Photocopies $0.20 $0.20 0.0%
Records Research Request (per Jan. 1/15 $7.50 Jan. 1/15 $7.50 0.0%
minutes of research time)
Total Information & Archive Management $12,000 $12,180 $ 180

TOTAL CORPORATE PLANNING & ADMINISTRATION $12,000 $12,180 $ 180
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
SERVICE GROUPING: COUNCIL SERVICES
Municipal Election
Sale Misc. Documents (details below) Jan. 1/14 $0 Discontinued $0 $0
Photocopies Jan. 1/15 $0.20

Ward & Poll Maps Jan. 1/15 $2.00
City Map Jan. 1/15 $10.00
Previous Ward Map (subject to Jan. 1/15 $1.00
availability)
Previous City Map (subject to Jan. 1/15 $5.00
availability)
Election Results Jan. 1/15 $10.00
Street Index Jan. 1/15 $10.00
Electronic Voter's List on Disk:

Per Ward Jan. 1/15 $50.00 Jan. 1/16 $25.00 (50.0%)
All Wards Jan. 1/15 $350.00
Total Municipal Elections $0 $0 $ -

TOTAL COUNCIL SERVICES $0 $0 $ -
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
SERVICE GROUPING: PUBLIC SUPPORT SERVICES
Taxation
Revenue Division:
Tax Certificates Jan. 1/15 $53.00 $342,000 Jan. 1/16 $54.00 1.9% $348,000 $6,000
Tax Account Ownership Changes Jan. 1/15 $33.00 $235,000 Jan. 1/16 $34.00 3.0% $240,000 $5,000
New Tax Account or Roll Number Jan. 1/15 $63.00 $127,000 Jan. 1/16 $64.00 1.6% $129,000 $2,000
Notice of Past Due Property Taxes Jan 1/15 $6.00 $315,000 Jan. 1/16 $6.00 0.0% $325,000 $10,000
(greater than $200)
Property Title Searches Prior to Jan. 1/15 $107.00 $27,000 Jan. 1/16 $108.00 0.9% $28,000 $1,000
Registration of Tax Arrears Certificates
Miscellaneous Revenue Fees: $100,000 $105,000 $5,000
Mortgagee Tax Confirmations Jan. 1/15 $22.00 Jan. 1/16 $23.00 4.5%
Duplicate Tax Bill Jan. 1/15 $22.00 Jan. 1/16 $23.00 4.5%
Receipt - Income Tax Account Jan. 1/14 $31.00 Jan. 1/16 $32.00 3.2%
Statements
Account Statements:
Tax Statement without Transactions Jan. 1/15 $22.00 Jan. 1/16 $23.00 4.5%
Tax Statement with Transactions Jan. 1/15 $31.00 Jan. 1/16 $32.00 3.2%
Tax Account Analysis (per hour) Jan. 1/15 $69.00 Jan. 1/16 $70.00 1.4%
Returned Cheques PAP, EFT, PAD Jan. /13 $45.00 Jan. 1/13 $45.00 0.0%
(NSF) - Taxation
Cost Recoveries on Tax Actual Costs Actual Costs
Registrations
Addition to Tax Roll Fee Mar. /12 $25.00 Mar. 1/12 $25.00 0.0%
Addition to Tax Roll Fee (POA Mar. /12 $25.00 Mar. 1/12 $25.00 0.0%
Fines)
Total Taxation $1,146,000 $1,175,000 $29,000
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
Non- Residential Boulevard Application $103.00 $1,000 $103.00 0.0% $1,015 $15
Fee
Non-Residential Boulevard Parking Rentals (square feet) $215,000 $215,000 $0
i) Non Profit or Charity $0.87 $0.87 0.0%
ii) Commercial Site $1.73 $1.73 0.0%
iii) Commercial Site Downtown $3.10 $3.10 0.0%

Oaths $20,000 $18,000 ($2,000)
i) Commissioner of Oaths Mar. /09 $30.00 Mar. /09 $30.00 0.0%
ii) Statutory Declaration Jan. /13 $40.00 Jan. /13 $40.00 0.0%
Street Closing:
- Appraisal Fee $260.00 $260.00 0.0%
- Application Fee $165.00 $165.00 0.0%
- Advertising $1,182.00 $1,182.00 0.0%
Nevada Licences 3% prize value $25,000 3% prize value 0.0% $25,375 $375
Raffle Licences 3% prize value $30,000 3% prize value 0.0% $50,000 $20,000
Bingo Licences $90.00 $67,000 $90.00 0.0% $67,000 $0
Marriage Licences $135.00 $205,000 $135.00 0.0% $205,000 $0
Civil Ceremony Jan. /12 $250.00 $90,000 Jan. /12 $250.00 0.0% $91,350 $1,350
Ceremony Witness Fee $25.00 $2,500 $25.00 0.0% $2,500 $0
Foreign Pension Certificates Mar. /09 $30.00 $7,000 Mar. /09 $30.00 0.0% $7,000 $0
_________________________________________________________________________________________________________________________________
2015 BUDGET 2016
Total
Budget
Increase /
LLBO Approval $25.00 $2,500 $25.00 0.0% $2,500 $0
LLBO Special Occasion/Extension $50.00 $50.00 0.0%
Vital Statistics: $115,000 $116,725 $1,725
i) Death Registration Jan. /13 $40.00 Jan. /13 $40.00 0.0%
ii) Notice of Out of Town Death Mar. /09 $35.00 Mar. /09 $35.00 0.0%
Sundry Receipts $4,000 $4,000 $0
i) Hearing Fee $50.00 $50.00 0.0%
ii) Municipal Approval - Lottery Licences $50.00 $50.00 0.0%
iii) Registration on Title Jan. /13 $74.50 Jan. /16 $70.00 (6.0%)
iv) Committee Room Rentals Jan. /13 $150.00 Jan. /13 $150.00 0.0%
v) Application Fee - Encroachment Jan. /96 $95.00 Jan. /96 $95.00 0.0%
Agreement
Total Licensing & Certificates $784,000 $805,465 $21,465
TOTAL PUBLIC SUPPORT SERVICES $1,930,000 $1,980,465 $50,465
TOTAL CORPORATE OPERATIONAL & COUNCIL SERVICES $3,051,210 $3,132,279 $81,069
_________________________________________________________________________________________________________________________________
SERVICE GROUPING: FINANCIAL MANAGEMENT - Various Fees and Charges By-law A-48
2015 BUDGET 2016
Total
Budget
Increase /
Finance
Addition to Tax Roll Fee Mar. 1/12 $25.00 $29,000 Mar. 1/12 $25.00 0.0% $29,000 $0
Addition to Tax Roll Fee - POA Fines Mar. 1/12 $25.00 $5,000 Mar. 1/12 $25.00 0.0% $5,000 $0
Account Statements-Financial Services Mar. 1/12 $27.00 $100 Mar. 1/12 $27.00 0.0% $100 $0
- Returned Cheques, PAP, EFT, PAD (NSF) - Jan. 1/13 $45.00 Jan. 1/13 $45.00 0.0%
Financial Services
- Returned Cheques, PAP, EFT, PAD (NSF) - POA Jan. 1/13 $35.00 Jan. 1/13 $35.00 0.0%
Fines Only
- Returned Cheques, PAP, EFT, PAD (NSF) - Jan. 1/14 $10.00 $1,000 Jan. 1/14 $10.00 0.0% $1,000 $0
Admin Fees POA Fines Only
Retrieval of Cashed A/P Cheques Mar. 1/12 $26.00 Mar. 1/12 $26.00 0.0%
Provincial Offenses Act Collection Agency Fee Jan. 1/14 Actual Jan. 1/14 Actual
Recovery Percentage Percentage
Miscellaneous Accounts Receivable Collection Jan. 1/14 Actual Jan. 1/14 Actual
Agency Fee Recovery Percentage Percentage
Lawyers Responses Spring 07 $60.00 $13,000 Spring 07 $60.00 0.0% $13,000 $0
Corporate Financing
Property Rentals Contract $580,000 Contract $588,700 $8,700
TOTAL FINANCIAL MANAGEMENT $628,100 $636,800 $8,700
_________________________________________________________________________________________________________________________________

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2016 - 2019 MULTI-YEAR APPROVED BUDGET OVERVIEW

PLANNING & DEVELOPMENT SERVICES

CORPORATE, OPERATIONAL & COUNCIL SERVICES

PROPERTY TAX LEVY SUPPORTED APPROVED

Major Issues With Respect To The 2016 - 2019 Multi-Year Budget:

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Total Expenditures 300,529 344,857 354,878 362,499 371,073 376,126 31,269

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Total Net Budget as Submitted - - - - - - -

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Major Issues With Respect To The 2016 - 2019 Multi-Year Budget:

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Employment Programs (Fed/Prov) 100,000 100,000 - - - (100,000)

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Major Issues With Respect To The 2016 - 2019 Multi-Year Budget:

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Total Net Budget as Submitted (2,232) 2 1 - - - (2)

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Major Issues With Respect To The 2016 - 2019 Multi-Year Budget:

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Metric Description 2016 2017 2018 2019

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