Amendment 4: New Environmentally Significant Areas (Esa’S)

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Amendment 4: New Environmentally Significant Areas (Esa’S) Table of Contents Multi-Year Budget Amendment Cases - 2018 Annual Budget Update New Council Direction 1 – Two Year Temporary London Music Industry Development Office ...................................................................................... 1 2 – Council Compensation Task Force - Councillors’ Annual Compensation ............................................................................. 4 Cost or Revenue Driver 3 – Upper Thames River Conservation Authority (UTRCA) 10 Year Environmental Targets Strategic Plan............................... 6 4 – Dundas Place – Ongoing Place Management ................................................................................................................... 11 5 – Elimination of the Annual Payment to the Stiller Centre for Technology Commercialization............................................... 20 6 – Increased Ontario Works Administration Subsidy .............................................................................................................. 23 New Regulation 7 – Proposed Minimum Wage Increases ................................................................................................................................. 26 Confidential Matter – “In-Camera” 8 – Confidential Matter – “In-Camera” ..................................................................................................................................... 29 Lifecycle Renewal 9 – Invasive Species Management Strategy ............................................................................................................................ 31 10 – London Police Service – Capital Plan Changes ................................................................................................................. 34 11 – Exterior Lighting Redesign & Replacement for all London & Middlesex Housing Corporation Sites ................................... 38 Growth 12 – Realignment of Growth Parks Projects .............................................................................................................................. 43 13 – Deferral of New Fire Station 15 ......................................................................................................................................... 50 14 – Adelaide Street – CPR Grade Separation .......................................................................................................................... 52 15 – Western Road Widening – Platts Lane to Oxford Street .................................................................................................... 55 16 – Realignment of Growth Transportation Capital Projects .................................................................................................... 58 Service Improvement 17 – Farquharson, Glen Cairn and Silverwoods Arenas Decommissioning ............................................................................... 68 18 – Relocation of Existing Resources to New Fire Station 16 .................................................................................................. 73 19 – Western Road & Philip Aziz Ave Improvements Deferred .................................................................................................. 76 AMENDMENT FORM – CASE # 1 STRATEGIC AREA OF FOCUS: GROWING OUR ECONOMY INITIATIVE: TWO YEAR TEMPORARY LONDON MUSIC INDUSTRY DEVELOPMENT OFFICE SERVICE(S): ARTS, CULTURE & HERITAGE ADVISORY & FUNDING SERVICE LEAD(S): MARTIN HAYWARD, CITY MANAGER ROBIN ARMISTEAD, MANAGER OF CULTURE TYPE OF AMENDMENT: NEW COUNCIL DIRECTION Budget Amendment 2016-2019 2016 2017 2018 2019 Tax Levy Impact ($000’s) TOTAL Expenditure $0 $0 $150 $150 $300 Revenue $0 $0 ($150) ($150) ($300) Net Requested Tax Levy (Cumulative) $0 $0 $0 $0 $0 Net Incremental Tax Levy $0 $0 $0 $0 $0 Annual Tax Levy Impact % 1 0.0% 0.0% 0.0% 0.0% Note 1: The tax levy impact is calculated using the approved budget. Page 1 AMENDMENT 1: TWO YEAR TEMPORARY LONDON MUSIC INDUSTRY DEVELOPMENT OFFICE Operating Budget Table ($000’s) Arts, Culture & Heritage 2016 2017 2018 2019 2020-2025 Advisory & Funding Net Net Expenditure Net Expenditure Net Expenditure Net Approved Budget 2,172 2,212 2,218 2,218 2,248 2,248 13,488 13,488 Cumulative Amendment 150 01 150 01 0 0 Revised Budget 2,368 2,218 2,398 2,248 13,488 13,488 Note 1 - Funded by the Economic Development Reserve Fund, $150 thousand in 2018 and 2019. Tax Levy Per Cent Impact Table Tax Levy Impact 2016-2019 2016 2017 2018 2019 (Incremental Changes) Average Operating Impact 0.0% 0.0% 0.0% 0.0% 0.0% Staffing Table Staffing Summary 2018 2019 (Cumulative Changes) # of Full-Time Employees Impacted 0 0 # of Full-Time Equivalents Impacted 1.0 1.0 Full-Time Equivalents Cost ($000’s) $100 $100 Key Performance Indicator(s) Table Metrics 2016 2017 2018 2019 (Cumulative Changes) # of Workshops, Events and Seminars 16 27 28 30 # of Artist Showcases 10 14 15 20 Page 2 What is the reason(s) for the budget amendment(s)? Council’s 2015-2019 Strategic Plan holds a vision of London as “A leader in commerce, culture, and innovation — our region’s connection to the World.” Music represents a major opportunity for London to serve as a “leader in commerce, culture and innovation” within Ontario, Canada and beyond. In September 2014, City Council endorsed the London Music Strategy, developed by a volunteer Music Industry Task Force. Council also approved $300,000 in funding for a two year pilot to create the London Music Office. Following a scoping and recruitment process with community partners, London’s first Music Industry Development Officer was hired in November 2015. The two year pilot will be complete in November 2017. The intent of this business case is to continue the London Music Industry Development Office on a two year temporary basis, noting that on May 30, 2017 as a result of a review of the London Music Industry Initiative Pilot (see link to the Report on the City’s Website http://sire.london.ca/mtgviewer.aspx?meetid=1517&doctype=AGENDA), Council unanimously approved the recommendation to bring forward this business case during the 2018 Annual Budget Update. Successful music cities with vibrant music economies generate a wide array of benefits, from economic growth, job creation and increased spending to greater tax revenues and cultural development. The London Music Office has captured the attention of cities across North America through promotion, programming, education, community integration and policy development. London is cited throughout the music industry as a “Burgeoning Music City”. A number of broad community benefits have been realized through this music pilot such as: enhancing music industry advocacy and engagement, assessing the current state of the music industry through the London Music Census, increasing youth engagement and connection with post- secondary schools, increasing live music opportunities for talented London musicians, building better communities through sound study and mitigation, and creating more favourable business conditions for London’s music industry. The next two years of the London Music Industry Development Officers’ appointment would continue to showcase success of the completion of the priorities of the London Music Strategy. Twenty- five percent of the long-term priorities of the Strategy have not been initiated and are dependent on the lead up work completed with the other priorities, which are on target. Should this position be made permanent in the future, opportunities for future business investment, increased live music, connection with digital film and multi-media, incubation of youth and potential City by-law changes would be advanced. London has a strong and vibrant local music industry which, with proper support, guidance and investment can flourish into Canada’s leading secondary market. Much progress has been made over the past two years, and momentum remains high. The investment in London’s Music Strategy represents a key cultural and economic investment for our community. Continuing to lead in the field of music development, London is strategically positioning itself as a leader in culture, commerce and innovation. Page 3 AMENDMENT FORM – CASE # 2 STRATEGIC AREA OF FOCUS: LEADING IN PUBLIC SERVICE INITIATIVE: COUNCIL COMPENSATION TASK FORCE – COUNCILLORS’ ANNUAL COMPENSATION SERVICE(S): COUNCILLORS’ OFFICES SERVICE LEAD(S): BARRY CARD, MANAGING DIRECTOR OF LEGAL & CORPORATE SERVICES CATHY SAUNDERS, CITY CLERK TYPE OF AMENDMENT: NEW COUNCIL DIRECTION Budget Amendment 2016-2019 2016 2017 2018 2019 Tax Levy Impact ($000’s) TOTAL Expenditure $0 $0 $0 $245 $245 Revenue $0 $0 $0 $0 $0 Net Requested Tax Levy (Cumulative) $0 $0 $0 $245 $245 Net Incremental Tax Levy $0 $0 $0 $245 $245 Annual Tax Levy Impact % 1 0.0% 0.0% 0.0% 0.04% Note 1: The tax levy impact is calculated using the approved budget. Page 4 AMENDMENT 1: COUNCIL COMPENSATION TASK FORCE – COUNCILLORS’ ANNUAL COMPENSATION Operating Budget Table ($000’s) 2016 2017 2018 2019 2020-2025 Councillors’ Offices Net Net Expenditure Net Expenditure Net Expenditure Net Approved Budget 1,387 1,393 1,394 1,394 1,395 1,395 8,370 8,370 Cumulative Amendment 245 245 1,470 1,470 Revised Budget 1,640 1,640 9,840 9,840 Tax Levy Per Cent Impact Table Tax Levy Impact 2016-2019 2016 2017 2018 2019 (Incremental Changes) Average Operating Impact 0.0% 0.0% 0.0% 0.04% 0.01% Staffing Table Staffing Summary 2018 2019 (Cumulative Changes) # of Full-Time Employees Impacted 0 0 # of Full-Time Equivalents Impacted 0.0 0.0 Full-Time Equivalents Cost ($000’s)
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