Meri

Hari
Please visit
the Tokyo Metropolitan Government
websiteForeword
The Tokyo Metropolitan Government uses the taxes paid by theresidents of Tokyo to provide a broad range of administrative
services that aim to make Tokyo a city where everyone can pursue
their dreams and lead vibrant lives with a sense of reassurance.



The yearly estimated revenues, including these taxes, and thespending required for administrative services for citizen well-being,disaster preparedness, and other measures, are compiled by thegovernor in what is called a “budget proposal.” In the compilationof this budget, various approaches are taken to ensure taxes areused effectively. This budget proposal becomes Tokyo’s budget
after deliberation and approval by the metropolitan assembly.

In this brochure, we present the Tokyo budget proposal for fiscal
year 2017 (April 2017-March 2018), approaches taken to promotesound financial management, and other relevant matters.

Revenue

Taxes, etc.

Administrative
Services

Expenditure

２

The FY 2017 Budget Proposal
Features of Tokyo’s Finances
Expenditures Expected to Increase
Financial Management Approaches

P 3P 14 -P 16 P 18 -Policy for Formulation of
the FY 2017 Budget
The FY 2017 Budget Proposal is positioned as:“A budget that strongly advancesreform to realize the ‘New Tokyo,’and sets a steady course toward abright future”
and was formulated on the following principles.

1 To strongly advance policies to address Tokyo’s problems
and generate even greater growth to realize the three facesof Tokyo: “Safe City” “Diverse City” and “Smart City”.
This is the “hari” of the “meri-hari” (well-modulated) budget.

Hari“Hari” here means “strengthen” or “extend,” but it can also mean“quills,” which is why Hari is characterized by a hedgehog.

2 To further advance administrative structural reform from theperspective of Tokyo citizens first, including a thoroughreview of all projects and programs and the elimination ofwasteful spending.
MeriThis is the “meri” of the “meri-hari” (well-modulated) budget.
“Meri” here means “weaken” or “contract,” but it also sounds likea familiar children’s song, which is why Meri is characterized by a lamb.

The FY 2017 Budget Proposal３

FY 2017 Budget Size
General Account

7. 0

trillion yen

Total Account

13.1

trillion yen

 The general account budget is 6.954 trillion yen (a 57 billion yen (0.8%)
reduction from the previous fiscal year)
Meri-Hari!
 General expenditures, which is discretionary
spending, are allocated with a focus on“Safe City,” “Diverse City”, and “Smart City”
initiatives. Efforts to eliminate wasteful spending
brought general expenditures down to 5.0642 trillion yen(a 29.1 billion yen (0.6%) reduction from the previous fiscal year).

 A record 382 new projects will be launched by promoting the rejuvenation ofpolicies and measures, The total account budget, including special accounts and public enterpriseaccounts, is 13.0542 trillion yen.

How much is 13 trillion yen?

A size that surpasses some national budgets.
Sweden’s national budget―972.4 billion Swedish krona≒ 12.4759 trillion yen

Tokyo’s Accounting System
Tokyo’s accounting system is divided into three types of accounts:
General account (1 account) ― to manage basic administrative services
Special accounts (15 accounts) ― to be managed separately from the generalaccount (Construction and management of metropolitan housing, etc.)
Public enterprise accounts (11 accounts) ― to manage the financiallyindependent public enterprises (Water supply/sewerage treatment, Toei subway, etc).
４How the 7.0 Trillion Yen
Budget Is Put to Use
Welfare and Public Health
JPY 1.2017 trillion

Living Environment
JPY 201.4 billion

Support for children and families
raising children; enhancement of
measures for senior citizens, etc.
(highest budget ever)

Promotion of use of LED lighting,measures against heat in
preparation for the Tokyo 2020
Games, etc.
24％

4％

per Tokyo resident:88,000 yen(10 years ago：62,000 yen）

per Tokyo resident:15,000 yen(10 years ago：18,000 yen ）Education and Culture
JPY 1.1073 trillion

Urban Development
JPY 882.1 billion

Preparations for the Tokyo 2020
Games; enrichment of school
education focusing on the next
generation, etc.

Making areas with close-set
wooden houses resistant to fires
and earthquakes; measures forfrequently occurring torrential
rain, etc.

22％

17％

per Tokyo resident:81,000 yen(10 years ago：75,000 yen）

per Tokyo resident:65,000 yen(10 years ago：65,000 yen）

Labor and Economy
JPY 481.5 billion

Police and Firefighting
JPY 895.7 billion

Investment for the future, e.g.,strengthening the development ofgrowth industries and promotionof the tourism industry; support
for employment, etc.

Counterterrorism programs,
cybersecurity measures, steps toaddress crimes that hit close tohome such as kiken drugs (newpsychoactive substances), etc.

per Tokyo resident:35,000 yen(10 years ago：21,000 yen）

Planning & General Affairs
JPY 294.5 billion

10％

18％

per Tokyo resident:66,000 yen(10 years ago：69,000 yen）

Debt Services
JPY 500.2 billion

Subsidies to Municipalities, etc
JPY 1.3896 trillion※ % in the graphs indicates each item’s share of the general account

Key Projects to be Implemented in FY 2017５

Realizing a “Diverse City”
Building an environment where people
can feel secure about raising children

JPY 163.0 billion(+41.7 billion over FY 2016)

In order to solve the waitlist issue, along with promoting theestablishment of daycare centers, we will strengthen efforts tosecure and retain childcare providers.

Ex
pandedFurther improvements for childcare providers
Combined with current improvements, total wage increase of 44,000 yen.

New

Support for ICT of daycare centers
Support the introduction of systems to assist document preparation.

New

Support for childcare providers returning to work
Provide subsidies to encourage childcare providers who left to raise children to return to work

New

Support for companies establishing daycare facilities
for employees
Subsidize costs of purchasing facility equipment

New

Tax incentive to promote the building of daycare centerson private land
Provide reduction/exemption of fixed assets tax and urban development tax (23 wards)

Realizing a society where all can
actively participate, and cultivate
the future generation
New

JPY 73.9 billion（ +8 billion over FY 2016）

In addition to promoting initiatives to balance life and work, aswell as supporting women and the elderly in playing active roles,
we will provide education to cultivate in children the strength toopen up a new society.
Expand telework
Promote telework through the establishment of a support center and provisionof comprehensive support

New

Program to support women’s employment in the Tama area
Implement employment support through seminars and practical job training

New

Establishment and expansion of scholarships
Reduce the financial burden of tuition fees of private schools, etc.

６Realizing a society where the elderly
and disabled can lead vibrant lives
with peace of mindNew

JPY 82.6 billion（+4.5 billion over FY 2016)

We will further advance measures based on the features of themegacity of Tokyo, to establish homes for the elderly and provide
support for the lives and employment of the disabled.
Allocations to promote community welfare measures
Grant incentives to municipalities that cooperate in establishing special nursing homes for theelderly that go beyond the needs of their district.

New

Establishment of a center to promote preventionof dependence on long-term care
Accept consultation requests from municipalities and implement training
sessions for human resource development

New

Crime prevention and emergency measures
at facilities for the disabled
Grant subsidies for expenses related to introducing crime prevention systems, etc.

New

Partnerships with CSR activities
Promote a match up between the needs of disabled groups, etc., and the social responsibility
activities of companies, for the realization of social firms.

Creating a more thoughtful society

JPY 16.8 billion yen（+8.6 billion yen over FY 2016）

New

We will enhance initiatives for greater introduction ofwestern-style toilets and barrier-free designs, and eliminate
the culling of abandoned pets.
Western-style toilets in public facilities, etc.
Enhance the comfort of all users.

New

Urgent advancement of universal design inurban development
Employ the results of walking inspections conducted by local residents.

New

Rebuilding the Animal Care and Consultation Center
Due to aging of the facility, it will be relocated and rebuilt as a center that willserve as a bridge between animals and their new owners.

７

Realizing a “Smart City”
Realizing a smart energy city

JPY 17.7 billion（+5.5 billion over FY 2016)



We will further promote initiatives such as saving energy throughthe introduction of LED lighting and spreading the use ofrenewable energy.
LED

New

Promote an LED energy-saving
movement for households

Local electrical appliancestores, etc.

Exchange two lightbulbs for one LED light.
New

Promote the installation of highly
insulated windows in existing houses
Enhance the insulation of windows, the area where homes lose the most heat.

New

Study measures to encourage eco-house building or renovation
Promote the spread of eco-houses with high environmental performance.

New

Promote the installation of solar panels, etc., at bus stops
Support the establishment of bus stops that can also install WiFi and battery chargers.

New

Pilot program for electric vehicle use in the Tokyo islands.
Conduct a verification test for the spread of EVs.

Becoming a more welcominginternational tourist destination
New

JPY 32.0 billion（+3.4 billion over FY 2016）

We aim to become one of the world’s leading tourist destinations
by promoting MICE tourism, building the environment to welcome
foreign visitors, developing tourism resources, etc.
Support MICE facilities in building
an environment to welcome visitors

Projection mapping on
the TMG building

Support for bolstering functions.
New

Promote the use of metropolitan facilities
as unique venues
Hold events and receptions at metropolitan facilities.

New

８

Promote tourism by using uniquely Japanesecontent such as anime
Use things like anime, which is popular overseas, as tourism resources.

Becoming a global financial andeconomic center

JPY 368.4 billion（+9 billion over FY 2016）

We will further advance initiatives to attract foreign companies
using the national strategic special zone system, to boost startups
and business establishment activities, and to strengthen growthindustries, etc.
Discover and attract foreign financial companies

New

Attract asset management and FinTech companies.

Promote growth of startups by womenNew

Support women entrepreneurs aiming to expand businessnationally or globally.

Build platforms to generate global startups

New

Provide places to meet potential business partners, conduct personnel matchups, etc.

Support SMEs in incorporating IoT

NewProvide support through the partnership of the Tokyo Metropolitan
Industrial Technology Research Institute and the Tokyo
Metropolitan Small and Medium Enterprise Support Center.

Creating a comfortable and richurban environment

JPY 64.0 billion（+14.1 billion over FY 2016)）

We will advance measures to improve the urban heat
environment and to use sustainable resources.

New

Promote measures to alleviate heat
Implement measures to alleviate heat around the competition
venues for the Tokyo 2020 Games.

New

Issue Tokyo Green Bonds
Create a new way to procure funds to advance and accelerate environmental measures

ExpandedRaise the performance of road surfaces (cool pavements, etc.)
Scheduled to build 136km of such roads by 2020 to address the issue of heat.

New

Promote the reduction of food loss
Roll out campaigns to reduce food loss, etc.

New

Take measures to reduce shopping bags
Conduct surveys on best practices overseas, and hold activities to raise awareness, etc.

９Realizing a “Safe City”
Building an earthquake-resilient city

JPY 146.1 billion（－11.6 billion over FY 2016）



We will strongly promote the removal of utility poles resulting in benefits
such as mitigating disasters, creating safe andwith utility poles
pleasant places to walk, and beautifying the city. Doing away
（image）

Ex
pandedAssist municipalities in removing utility poles
Extend support to municipalities engaging in the formulationof promotion plans and introduction of low-cost methods, etc.

Raise public awareness of the need to remove utility poles

New

Raise support through PR activities on the benefits of removing utility poles

Enact an ordinance to promote the removal of utility poles

New

Following the enforcement of national law, enact an ordinance and systematically promote
the removal of utility poles.
ExpandedPromote earthquake-resistance of buildings
Provide subsidies for seismic assessments and retrofitting of buildings along disaster
response routes, etc.

ExpandedImprove fire and earthquake resistance of areas with close-set
wooden houses
Focused implementation of measures such as promoting the fire resistance of built up areas
and the formation of roads that serve as firebreaks.

Strengthening disaster response

JPY 11.1 billion(+1.6 billion over FY 2016)

New

Through initiatives by Tokyo residents, companies and government,
we will strengthen preparations for an earthquake directly hitting thecapital and other large-scale disasters.
Study and compile a disaster preparedness
manual from a woman’s perspective

Virtual disaster
simulation（image）

Also conduct studies on stockpiling and using liquid baby formula.
New

Introduce a virtual reality disaster simulation truck
Utilize a disaster simulation truck that allows participants tovirtually experience earthquakes, fires, flooding, and other disasters.

New

10

Support the activities of independent disaster management
organizations
Send disaster management consultants to town and neighborhood associations to provide advice.

Securing safety and security

JPY 7.8 billion（+3.6 billion over FY 2016)

Along with reinforcing counterterrorism and cybersecurity measures,
we will also enhance measures against crimes that hit close to home.
Joint exercises with companies concerned with the Olympic
and Paralympic GamesNew

Hold real-life drills related to cybersecurity with sponsor companies, etc.

Promote risk management in SMEs

New

Support installation of equipment, etc., that will help ensure business continuity.

Spread cybersecurity measures among SMEs

Ex
pandedHold drills on targeted email attacks, send guidelines, etc.

Subsidize the installation of security cameras
in municipal parks

New

Provide support to municipalities engaged in securing the safety of park users.

Revitalizing local communities

JPY 6.6 billion（+1.6 billion over FY 2016）



We will further promote initiatives to support the daily lives ofTokyo’s residents, to revitalize local shopping streets ,which form
the core of the community, and others.

Ex
pandedProgram to revitalize local shopping streets
Support local shopping streets in promoting activities such as becoming morewelcoming to international visitors.

New

Utilization of vacant stores in local shopping streets
Support initiatives to revitalize the area using vacant stores.

New

Program to support young leaders and women leaders
For young people and women who wish to open stores in shopping streets, provide
support for the initial renovation of the store and provide opportunities to sell
products in a “challenge shop.”New

Support for community revitalization
Detailed responses to the various needs of town and neighborhood associations.

11Initiatives to Deliver a Successful
Tokyo 2020 Games
Preparations for the Tokyo 2020
Games

JPY 48.3 billion（－13.8 billion over FY 2016)

Preparations to host the Games will be accelerated through collaboration anda division of roles with the national government, the Tokyo Organising
Committee of the Olympic and Paralympic Games, and others. These include
the steady construction of facilities that will allow everyone to enjoy theGames, and can be effectively used after the Games.

The TMG will build six new permanent facilities. Construction costs of the threefacilities below were reviewed. Construction will be steadily implemented while
continuing to examine the costs carefully.
Ariake Arena

Olympic Aquatics Centre

Sea Forest Waterway*Artist’s renderings as of October 2015 (May 2016 for Sea Forest Waterway)
FacilitySport

Construction costs (JPY billion)
Before review

After review

Ariake Arena

Volleyball,
Wheelchair Basketball

40.4

33.9

Olympic Aquatics Centre

Swimming

68.3

51.4～52.9

Sea Forest Waterway

Rowing, Canoe-Kayak

49.1

29.8

New

Promote the recycling of small electronic appliances
The TMG will cooperate with the Organising
Committee’s project to recover precious metals
from cell phones, etc., to make medals, and willconduct activities to raise awareness of this movement.

Taking the opportunity presented by
Tokyo 2020 Games to promote
sports, culture, and education


New

12

JPY 16.6 billion（+2.8 billion over FY 2016)

We will advance sports, culture and education—including engaging people
with disabilities—in the run-up to the Tokyo 2020 Games and link this tothe post-Games legacy.

Cultivate disabled athletes Provide a training program for promising athletes.

Promotion of the Tama
Area and Tokyo Islands
Revitalizing the areas by utilizing
their abundant resourcesNew

JPY 27.7 billion（+4.6 billion over FY 2016)

We will further promote measures for industries that engage local
elements, and support initiatives to protect the rich naturalenvironment, which is a precious asset of Tokyo citizens.
Establish the Tokyo Tourist Information
Center Tama (tentative name)Tokyo Tourist Information
Center Tama(tentative name）

Provide detailed tourism information.
New

Support the growth of a MICE centerin the Tama area
Select an area and provide focused support.

New

Promote manufacturing startups in Tama

※ Image（Busta Shinjuku）

Implement support, etc., utilizing the Industrial Support Square TAMA (Akishima City)
New

Support the growth of new forestry workers
Implement systematic training in basic work activities.

Making the islands more uniqueand attractiveNew

JPY 27.0 billion（+4.3 billion over FY 2016)

By providing support for the branding of the islands’ attractive
resources and other initiatives, we will advance efforts for thefurther development of the islands.
Rediscover the attractions of the islands,
and brand them
Revitalize each of the islands by providing added value.

New

Promote activities to attract visitors to
the islands
Implement concentrated efforts to revitalize the area by welcoming tourists andencouraging consumption.

New

Use the islands for “matchmaking” tourism
Implement excursions for men and women looking for spouses through sightseeing ferry
tours of the islands.

Features of Tokyo’s Finances

13

Revenues
 Taxes paid by Tokyo citizens are a key source of revenue.

 The FY 2017 budget proposal estimates tax revenues of 5.1 trillion yen(approx. 70% of total revenue)
 In addition to taxes, revenues come from national subsidies, debt
(metropolitan bonds) , etc.
Metropolitan BusinessTax and Inhabitant Tax
on Corporations

Breakdownofmetropolitan
tax revenue

1.7538trillion yen

Taxes levied on corporate profits,
etc.

(34％)

FY 2017 Revenue
6.9540 trillion yen
Fixed Assets Tax, etc.

1.4213trillion yen(28％)

Metropolitan
taxes
5.1
trillion yen

880.3
billion yen
(17％)

(73％)

Others1.9
trillion yen
(27％)
14

Taxes levied on assets such as
land and houses.

National Treasury
Disbursements
385.4 billion yen
Metropolitan Bonds
298.3 billion yen
Others
1.1793 trillion yen

617.4
billion yen(12％)
418.4 billion
yen (8％)Metropolitan Inhabitant
Tax on Individuals
Tax levied on income
such as salaries

Local Consumption Tax
Tax paid on everyday
shopping purchases, etc.

Other taxes
Taxes levied on motor
vehicles, tobacco, etc.

Unstable Metropolitan Tax
Revenue
In one year
Reduction of
metropolitan tax
revenue during the
global financial crisis-１

trillion yenA feature of Tokyo’s metropolitan tax revenue is that it fluctuatessignificantly with economic trends. This is because taxes paid by companies
comprise a significant share of Tokyo’s tax revenue.



During the global financial crisis, revenues dropped by as much as 1
trillion yen, some 20% of total revenue, in one year.

The TMG is always pursuing ways from both revenues and expenditures
to ensure the stable provision of administrative services even in the faceof reduced tax revenues.

Changes in Tokyo’s Tax Revenue

20% reduction
in tax revenue
in 1 year(JPY trillion)

5.5-1 trillion yen（in 1 year）-１trillion yen（in 3 years）

5
4.5
4
3.5
3

H3

5

7

9

11

13

15

17

19

21

23

25

27

29 （FY）

Only 3 prefectures other than Tokyo have tax revenues of over 1 trillion yen
JPY1.7 trillion

Osaka.Pref.
Aichi.Pref.
Kanagawa.Pref.

JPY1.5 trillion
JPY1.3 trillion

Expenditures Forecasted to Increase15

Increase in Social Insurance
Related Spending
Increase in Social Insurance Related Spending
Yearly average+30 to40

Total in 23 years+9.5

trillion yen

billion yen

Tokyo’s population is forecasted to grey rapidly in the years to come, and as aresult, social welfare related expenditures, such as healthcare and long-termcare, are estimated to continue increasing.

In order to make Tokyo a city where everyone can lead vibrant lives,
measures are needed to improve the child-raising environment, support the
lives of the elderly, support those with disabilities, and bolster healthcare,among others.

Some calculations have expenditures increasing by as much as 9.5 trillion
yen over the next 23 years.

Future social insurance related spending

1.73(JPY trillion)
1.4

1.01

Total:+9.5 trillion yen

0.9

0.4

16

H27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 （ FY ）

Measures to Address Aging
Public Capital
Increase of Spending to Maintainand Renew Public Capital
Annual average increase
from current level+140

Total over 23 years+3.2

billion yen

trillion yenMany of Tokyo’s streets, bridges, public facilities, and other public capitalwere built from the late 1960s to the early 70s, and in the 90s. Tokyo faces anurgent need to implement measures to address its aging infrastructure.

At the same time, it is also crucial to build up functions to minimize damage
from natural disasters, such as an earthquake directly hitting the capital andtorrential rain.

In order to properly maintain and renew such public capital, some calculations
estimate that the total cost increase will be 3.2 trillion over the next 23 years.

Future changes in public capital maintenance and renewal costs(JPY 100 million)

Annual average: +140 billion yen

4,000

2,000

0

Total:+3.2 trillion yen

H27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 （FY）

Introducing TMG Approaches for Good Financial Management

17

Project Review
Finances Secured Through Project Review
FY 2017

Total up to now

72

Meri-Hari!

690

billion yen

billion yen

Project review is an effort to raise the efficiency and effectiveness ofprojects/programs by checking all of them from various angles anddeciding on reduction, expansion, and continuation of each program.



Endpoints for all projects and rules for when project review will be
implemented were established in the formulation of the FY 2017 budget.
Through such efforts, the PDCA cycle was strengthened and 574 projects
were revised and restructured (1.8 times more than the previous fiscal
year).
Total public finances secured(JPY 100 million)
3,000

720

Steady securement of finances

2,000

300
410
1,000

0

2

1

36

200

H19

20

21

22

Plan

18

Do

210
23

220

24

230

25

Check

260

26

27

28

Action29（FY）Comparison of TMG andNational Finances
Financial index *when 100 is 20 years ago (FY 1997)
Financial scale

Public bonds (debt) balanceTokyo：

Tokyo：

104

95

Japan：126

Japan：335

Through project review and other steady efforts for reform, the TMG is
striving for sound financial management.



These efforts have contributed to keeping Tokyo’s financial scale at about
the same level as it was 20 years ago, and decreasing the per capita debt
balance by about 20 percent.

On the other hand, the national government’s financial scale has been
increasing since 1997, and as has the national debt.
TMG and Japan’s financial index（ Financial scale ）130（ Debt balance ）

350

126

335

Japan
250

104

100

Japan
150

Tokyo

Tokyo

95

50

70
H9 11 13 15 17 19 21 23 25 27 29 （FY）

H9 11 13 15 17 19 21 23 25 27 29 （FY）

Per capita debt balance （FY1997→ FY2017)
JPY 410,000

JPY 500,000

20% reductionTokyo
JPY 2.04 million

Japan

tripledJPY 6.82 million
19

Securing Fund Balance(Savings)

1.9

End FY 2017 fund balance
estimate

trillion yen

The TMG is saving money in funds to prepare for future financial
demands or reduced tax revenues.

In the FY 2017 budget proposal, the conventional fund structure wasreorganized to make financial management easier for Tokyo citizens tounderstand.

Specifically, funds are grouped into “funds to achieve the three faces ofTokyo” and a “fund that can be used as a financial resource.”

Funds to achieve the three faces of Tokyo
Funds to steadily implement the policies in the action plan for 2020.

1.３trillion yen

Funds for a Safe City
Funds for a Diverse City
Funds for a Smart City

Fund that can be used as a financial resourceThis fund will be used to adjust finances between fiscal years to provide administrative services evenin the face of reduced tax revenues.

620 billion yen

Financial Adjustment Fund

Fund balance and metropolitan tax revenues
Tax revenue（JPY 5.1 trillion）

Funds for realization of
the three cities（JPY 1.3 trillion）
Fund that can be used
as a financial resource（JPY 620 billion）
H11

20

13

15

17

19

21

23

25

27

29 （FY）※ Past fund balances are also grouped according to the new fund structure from FY 2017.

Restraining the Issuance ofMetropolitan Bonds (debt)
Bond issuance dependency
in the FY 2017 budget proposal

4.3 ％



Bond issuance dependency is the ratio of metropolitan bonds to total revenue.

Compared to the national government (35.3%) and local governments overall(10.6％), Tokyo is maintaining sound levels with a low share of debt.
Tokyo, Japan, and local government
bond issuance dependency
35.3%

Japan
Local governments
10.6%

Tokyo
H5

7

4.3%
9

11

13

15

17

19

21

23

25

27

29 （FY）

What roles do Tokyo Metropolitan Bonds serve?
 Generational burden distribution
・Public capital such as roads, bridges and public facilities built by the TMG are used for long
periods of time. If construction expenses are paid at once, burdens will be borne by the
taxpayers in that fiscal year. By covering building expenses through the issuance ofmetropolitan bonds, several generations share the burden equally.
Distribute burdens
over generations

 Avenue for direct citizen support (Issuance of Tokyo Green Bonds)
・The TMG issued the Tokyo Environmental Supporter Bonds for individual investors in FY 2016.
・In FY 2017, the Tokyo Green Bonds will be issued to raise funds for new projects such asenvironmental measures for Olympic and Paralympic Games venues.

Support new projects

21Budget Trends (General Account)
Revenues（JPY 100 million）

Other revenue
Metropolitan bonds
National treasury disbursements
Local allocation tax
Metropolitan taxes

FY 2017
JPY 6.9540 trillion(JPY 100 million)
70,00060,00050,00040,00030,0000FY2014FY2015FY2016FY2017

Metropolitan
taxes

FY2014FY2015FY2016FY2017

YearonYear

46,69850,21652,08350,911-1,172

2 corporate
taxes

16,124

16,632

18,126

17,538-588

Fixed assets
tax, etc.

13,64313,805

14,065

14,213+148

Other taxes

16,932

19,77819,892

19,161-731

Local
allocation tax

3,291

2,797

2,443

2,346

-97

National
treasury
disbursements

3,749

3,785

3,778

3,854

+75

Metropolitan
bonds

4,380

4,495

3,533

2,983

-551

Other revenue
Total

8,549

8,227

8,273

9,447

+1,174

66,667

69,52070,11069,540-570

Expenditures(JPY 100 million)

Savings for funds

FY2014FY2015FY2016FY2017

YearonYear

General account47,087

48,60850,93350,642-291

Ordinary
expenses

37,90038,43439,97239,906-66

Salary related

15,206

15,397

15,796

15,702-94

Subsidies, etc.

10,243

10,722

11,31911,465+146

Investment
costs

9,187

10,174

10,96010,736-225

Debt services

5,298

4,813

4,403

5,002

+599

Tax related
costs, etc.

14,282

14,59914,575

13,896-678

Savings for
funds

―

1,500

200

―

-200

66,667

69,52070,11069,540-570

Tax related costs, etc.
Debt services
Investment costs

FY 2017
JPY 6.9540 trillion

Ordinary expenses（ JPY 100 million ）70,00060,00050,00040,00030,0000
FY201422

FY2015FY2016FY2017

Total

For a “New Tokyo”

The FY 2017 budget proposal incorporates policies and measures in a
broad range of areas including welfare, disaster preparedness, industry
and the environment in order to realize the three faces of Tokyo—”Safe
City,” “Diverse City,” and “Smart City.”At the same time, various approaches were taken to build a sustainablefinancial foundation in order to ensure measures for a bright future.
A “New Tokyo” will be created—a city where everyone can lead vibrant
lives with a sense of reassurance and a place that will grow sustainably tocontinue to shine brightly on the world stage.

The vital measures needed to achieve this “New Tokyo,” as incorporated
in this budget proposal, will be expeditiously realized with the strong
support of the people of Tokyo.

Outline of Tokyo’s FY 2017 Budget Proposal: For the Achievement of a “New Tokyo” (issued March 2017)
Edited and issued by the Finance Section, Budget Division, Bureau of Finance, Tokyo Metropolitan Government(Phone: 03-5388-2669）