Draft 2017 City of Peterborough Operating Budget

Draft
2017
Operating Budget Details, User Fees and
Charges and Work Programs
(Budget Book 2 of 3)
November 2016
2017 Operating Budget

User Fees and Charges and Work Programs
Table of Contents
2017 Operating Budget Summary............................... 1
City Council ............................................................... 5
Chief Administrative Office ...................................... 8
Fire Services....................................................... 13
Emergency and Risk Management .................... 17
Corporate Services ................................................. 20
City Clerk ............................................................ 21
Financial Services .............................................. 25
Property Services ............................................... 29
Facilities and Planning Initiatives ....................... .33
Human Resources .............................................. 37
Corporate Information Services .......................... 41
Legal Services ......................................................... 45
Utility Services......................................................... 50
Office of Utility Services Director ........................ 51
Engineering, Construction & Infrastructure ......... 55
Public Works ...................................................... 58
Transportation .................................................... 73
Environmental Protection ................................... 79
Waste Management ........................................... 83
Community Services ............................................... 87
Administration ..................................................... 88
Recreation Facilities and Programs .................... 93
Peterborough Sport & Wellness Centre ............. 96
Arts, Culture & Heritage...................................... 99
Museum ............................................................ 102
Art Gallery......................................................... 104
Library ............................................................... 106

Arenas .............................................................. 109
Social Assistance.............................................. 113
Childrens Services and CSP ............................ 117
Planning and Development Services ................. 124
Planning and Geomatics/Mapping .................... 125
Housing ............................................................ 129
Peterborough Airport ........................................ 133
Building Services Division ................................. 137
Financial Services - Other ................................... 141
Capital Financing Costs .................................... 142
Property Taxation Costs ................................... 144
Other Expenditures ........................................... 146
Transfers to Organizations for
Provision of Services ........................................... 149
-Police Services ..................................................... 150
-Peterborough County/City Paramedics ................. 152
-Fairhaven .............................................................. 154
-Peterborough Public Health . 156
-Peterborough Economic Development .. .158
-Otonabee Region Conservation Authority ............ 160
-Peterborough Humane Society ............................. 162
-Peterborough Family Health Team ....................... 164
User Fees and Charges ....................................... 167
Work Programs .................................................... 215
CITY OF PETERBOROUGH
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended
Variances 2016 - 2017 Budget

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Summary of Gross Revenue & Expenditures

Tax Levy and Other Revenue
132,182,228
132,934,024
135,693,618
2.7%
3,511,390
Direct Revenue
119,365,670
116,604,608
120,469,209
0.9%
1,103,540
251,547,898
249,538,632
256,162,827
1.8%
4,614,930
Gross Expenditures
580,955
577,914
585,882
0.8%
4,927
16,980,309
16,507,038
17,455,820
2.8%
475,511
Corporate Services
8,881,734
9,052,091
9,368,334
5.5%
486,600
Legal Services
1,862,181
1,809,355
1,844,886
-0.9%
-17,295
Utility Services
55,852,941
54,843,539
56,531,611
1.2%
678,670
Community Services
83,626,233
82,466,732
84,022,562
0.5%
396,329
Planning and Development Services
22,861,543
22,920,447
23,191,527
1.4%
329,983
Financial Services - Other Financial
27,949,795
28,351,590
29,355,417
5.0%
1,405,622
Transfers to Organizations For Provision of Services
32,952,207
32,909,926
33,806,789
2.6%
854,582
251,547,898
249,438,632
256,162,827
1.8%
4,614,929
100,000
City Council
Chief Administrative Officer
Surplus (Deficit)
-1-
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Summary of Net Revenue & Expenditures

Tax
119,546,172
120,301,968
122,644,183
2.6%
3,098,011
12,636,056
12,632,056
13,049,435
3.3%
413,379
132,182,228
132,934,024
135,693,618
2.7%
580,955
577,914
585,882
0.8%
4,927
16,340,319
16,100,048
16,738,512
2.4%
398,193
7,205,253
7,427,657
7,431,735
3.1%
226,482
Legal Services
-46,873
-70,699
-51,345
-9.5%
-4,472
Utility Services
23,836,610
24,639,468
24,328,278
2.1%
491,668
Community Services
16,497,712
16,231,993
16,074,227
-2.6%
-423,485
9,366,251
9,166,127
9,498,623
1.4%
132,371
25,449,795
25,851,590
27,280,917
7.2%
1,831,122
Transfers to Organizations For Provision of Services
32,952,207
32,909,926
33,806,789
2.6%
854,582
132,182,228
132,834,024
135,693,618
2.7%
100,000
Other
3,511,390
Net Expenditures
City Council
Corporate Services
Surplus (Deficit)
-2-
3,511,390
-3-
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Corporate Revenues Summary

Corporate Revenue
13,300
13,300
13,300
0.0%
Municipal Supplementaries
900,000
900,000
900,000
0.0%
Penalities and int on taxes
850,000
850,000
850,000
0.0%
1,900,000
1,900,000
2,100,000
10.5%
200,000
141,500
141,500
141,500
0.0%
7,000
3,000
3,000
-57.1%
-4,000
3,811,800
3,807,800
4,007,800
5.1%
196,000
Local Improvements
Interest Earned
Exempt Garbage Levy
Mun Levy - Rail Right-of-Way
Payment in Lieu of Taxes
Payments in Lieu-Canada
307,939
307,939
326,812
6.1%
18,873
Payments in Lieu-MTAA
246,909
246,909
265,561
7.6%
18,652
11,475
0.0%
11,475
Ontario Reality Corporation
73,283
73,283
75,651
3.2%
2,368
Payments in Lieu-Ont Hydro
103,976
103,976
104,565
0.6%
589
Liquor Control Board of Ont
11,716
11,716
12,095
3.2%
379
1,031,170
1,031,170
1,064,495
3.2%
33,325
Peterborough Utilities Comm
340,629
340,629
348,362
2.3%
7,733
King Street Parking Garage
246,834
246,834
252,501
2.3%
5,667
FISRV PIL - Seneca
Prov Min of Natural Resources
2,450
2,450
2,450
0.0%
Mun Act S 157 Trent University
477,375
477,375
477,375
0.0%
Mun Act S 157 SS Fleming
317,925
317,925
306,075
-3.7%
-11,850
37,050
37,050
37,050
0.0%
3,197,256
3,197,256
3,284,467
2.7%
87,211
5,443,000
5,443,000
5,552,688
2.0%
109,688
2,500
2,500
2,500
0.0%
Pbo Kinsmen Club
Mun Act S 157 Heads and Beds
Other Corporate Revenue
Dividends
Unclassified revenue
US Bank Revenue
Surplus
81,500
81,500
101,980
25.1%
20,480
100,000
100,000
100,000
0.0%
5,627,000
5,627,000
5,757,168
2.3%
130,168
12,636,056
12,632,056
13,049,435
3.3%
-4-
413,379
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
City Council
Expenditures
Mayor's Office and Council
Net Requirements
580,955
577,914
585,882
0.8%
4,927
580,955
577,914
585,882
0.8%
4,927
-5-
Form 1
Department:
City Council
Activity Name:
Council
Division:
N/A
Budget Account #:
101-111
Statement of Purpose:
City Council is the governance body of the municipal corporation
and fulfills the responsibilities established for Council in the
Municipal Act, 2001, and any other relevant legislation.
Highlights:
The 2017 City Council budget includes remuneration for the Mayor
and Members of Council and a staff position.
It also includes the Citys annual corporate membership fees for
organizations such as the Association of Municipalities of Ontario
and the Federation of Canadian Municipalities.
Performance Data/Work Program:

The Council consists of a Mayor and ten Councillors. The meeting
process for conducting Council, Committee of the Whole, Planning
Committee, Audit Committee and Budget Committee meetings is
established by Council in its procedural by-law.
The wards are as follows:
Ward 1 - Otonabee
Ward 2 - Monaghan
Ward 3 - Town
Ward 4 - Ashburnham
Ward 5 - Northcrest
-6-
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
City Council
Expenditures
Personnel
467,563
465,682
472,076
1.0%
4,513
Contractual
47,940
47,940
47,940
0.0%
Materials, Supplies
23,762
21,742
22,910
-3.6%
-852
4,080
4,080
4,080
0.0%
Travelling, Training
40,810
41,670
42,140
3.3%
1,330
Recoveries
-3,200
-3,200
-3,264
2.0%
-64
580,955
577,914
585,882
0.8%
4,927
580,955
577,914
585,882
0.8%
4,927
New Equipment
NET REQUIREMENT
-7-
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Office of Chief Administrative Officer

Fire Services
Emergency Management
471,763
471,762
479,010
1.5%
7,247
16,053,929
15,713,672
16,506,467
2.8%
452,539
454,617
321,604
470,343
3.5%
15,726
16,980,309
16,507,038
17,455,820
2.8%
608,390
375,390
685,308
12.6%
76,918
31,600
31,600
32,000
1.3%
400
639,990
406,990
717,308
12.1%
471,763
471,762
479,010
1.5%
7,247
15,445,539
15,338,282
15,821,159
2.4%
375,621
423,017
290,004
438,343
3.6%
15,326
16,340,319
16,100,048
16,738,512
2.4%
398,193
475,511
Revenues
Fire Services
Net Requirements
Fire Services
-8-
77,318
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Net Requirements
471,763
471,762
479,010
1.5%
7,247
471,763
471,762
479,010
1.5%
7,247
-9-
Form 1
Department:
Chief Administrative Office
Activity Name:
Administration
Division:
N/A
Budget Account #:
101-121
The position of Chief Administrative Officer (CAO), according to
Section 229 of the Municipal Act, 2001, is responsible for
exercising general control and management of the affairs of the
municipality for the purpose of ensuring the efficient and effective
operation of the municipality.
The City of Peterborough Council adopted By-law 15-039 that
provides further direction to the CAO as permitted by the Municipal
Act, 2001.
Highlights:
The Office of the CAO provides leadership and oversight to each of
the Citys Departments on key projects and on daily activities as
required.
The CAOs Office is also responsible for the direct oversight of Fire
Services, Emergency Management and the Citys corporate policy
co-ordination.

The CAOs Office is involved with the Work Plans established in
every Department. Departmental submissions provide further
details.
- 10 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
Contractual
448,483
448,482
456,054
1.7%
7,571
1,730
1,730
1,730
0.0%
Materials, Supplies
7,200
7,200
7,200
0.0%
30,550
30,550
30,550
0.0%
-16,200
-16,200
-16,524
2.0%
-324
471,763
471,762
479,010
1.5%
7,247
471,763
471,762
479,010
1.5%
7,247
Recoveries
NET REQUIREMENT
- 11 -
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- 12 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Fire Services
Expenditures
Fire Administration and Suppression

Fire Hydrants
15,403,929
15,063,672
15,856,467
2.9%
452,539
650,000
650,000
650,000
0.0%
16,053,929
15,713,672
16,506,467
2.8%
452,539
608,390
375,390
685,308
12.6%
76,918
608,390
375,390
685,308
12.6%
76,918
14,795,539
650,000
14,688,282
650,000
15,171,159
650,000
2.5%
0.0%
375,621
0
15,445,539
15,338,282
15,821,159
2.4%
375,621
Revenues
Net Requirements
Fire Hydrants
- 13 -

Department:
Activity Name:
Division:
Fire Services
Budget Account #:
To provide fire protection services including suppression, public fire
and life safety education, training, communications, fire prevention
and Fire Code inspections, and fire cause determination/
investigations.
Highlights:
Form 1
Fire Services, Suppression, Inspection,

Hydrants
101-611, 613, 615
revenues.

Response Statistics
Fire/Explosion
Approximately 85.7% of the PFS Operating Budget is applied to

salaries and benefits. PFS staff includes a Fire Chief and Deputy
Fire Chief, Manager of Staffing and Logistics, 1.6 Admin. Assistant
- (CUPE L126), and 95 in Suppression and Support Services (PPFFA L169).
In 2017, PFS will continue to focus on succession planning as
several senior officers are eligible/scheduled to retire.
PFS will continue to provide fire and emergency
dispatch/communication services to all eight neighbouring
municipalities within Peterborough County.
PFS is now the single point dispatch centre for the seven Fire
Departments within Northumberland County with a five year
agreement. The increased costs are offset by the associated
2015
458
2016
(Forecast)
432
372
49
69
48
Motor Vehicle Collisions
331
416
501
False Alarms/Malicious
30
22
27
Alarm-No Fire
723
917
1,047
Public Hazard
40
44
69
1,997
2,665
2,980
Public Service
476
436
480
Assist Other Agencies
140
222
220
Miscellaneous
223
229
216
4,467
5,452
5,960
Rescue
The men and women of Peterborough Fire Services (PFS) provide
fire suppression and public fire and life safety services to the
residents of Peterborough utilizing the three lines of defense as
recognized by the Fire Protection and Prevention Act (FPPA). Fire
protection under these three lines of defense includes (i) Public
Education, (ii) Fire Safety Standards and Enforcement and (iii) Fire
and Emergency Response.
2014
Medical Call
Total
Fire Loss
Dispatch Calls for County of
Peterborough
Dispatch Calls for County of
Northumberland
- 14
-
$1,644,146 $3,617,552 $2,000,000

3,807
3,337
3,500
435
4,400
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Fire Services
Expenditures
Personnel
13,642,191
13,398,935
13,989,148
2.5%
346,957
Contractual
1,037,808
997,808
1,048,696
1.0%
10,888
Materials, Supplies
142,271
137,271
145,475
2.3%
3,204
Repairs, Maintenance
311,000
279,000
306,366
-1.5%
-4,634
91,933
71,932
91,065
-0.9%
-868
168,726
168,726
173,868
3.0%
5,142
New Equipment
60,300
60,300
65,300
8.3%
5,000
67,300
67,300
73,750
9.6%
6,450
532,400
532,400
612,800
15.1%
80,400
16,053,929
15,713,672
16,506,467
2.8%
452,539
22,000
22,000
23,000
4.5%
1,000
586,390
353,390
662,308
12.9%
75,918
608,390
375,390
685,308
12.6%
76,918
15,445,539
15,338,282
15,821,159
2.4%
375,621
Fees
Inter-departmental Charges
Contributions to Reserves
Revenues
County and Other Municipal grants & fees
Fees, Service Charges, Donations
NET REQUIREMENT
- 15 -
- 16 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Emergency & Risk Management

Expenditures
454,617
321,604
470,343
3.5%
15,726
454,617
321,604
470,343
3.5%
15,726
31,600
31,600
32,000
1.3%
400
31,600
31,600
32,000
1.3%
400
423,017
290,004
438,343
3.6%
15,326
423,017
290,004
438,343
3.6%
15,326
Revenues
Net Requirements
- 17 -
Form 1
Department:
Activity Name:
Emergency and Risk Management
Division:
Emergency and Risk Management
Budget Account #:
101-617
The City of Peterborough Emergency and Risk Management
Division is committed to providing leadership and guidance to
meet the challenges associated with managing emergencies or
disasters - either natural or manmade - that can disrupt normal
operations and channels of communication, and may stretch
available resources for response and recovery. This includes
preparation and planning to safeguard the health, safety, and
welfare of citizens; the protection of property and the environment;
and the provision of effective and timely response and recovery
operations, as much as reasonably possible.
The Division also leads the corporate insurance and risk
management program, including the acquisition of property,
equipment and vehicle insurance; insurance requirements for
contracts and leases; risk assessment; risk management training;
incident reporting; and claims handling.
Highlights:
The City of Peterborough Emergency Management Program is
based on a comprehensive continuous improvement model, and
includes: identification of key incident management roles and
responsibilities; Emergency Response Plan and support plans;
Emergency Operations Centres; emergency information;
reception/evacuation centre services; training and exercise
programs; public education; liaison with internal City departments
and external agencies; and business continuity.
The City's insurance portfolio is reviewed annually to ensure
competitive pricing and appropriate coverage for all City assets.
All incident reports are reviewed and managed accordingly.
Claims brought against the City are reviewed for gross negligence
and legal liability, and are handled in accordance with best
practices and case law.

In 2016, the City achieved compliance with the legislative
requirements set out under the Emergency Management and Civil
Protection Act. Training included the Basic Emergency
Management course, Incident Management System courses,
Traumatic Incident Debriefing, Nuclear Decontamination,
CANWARN Severe Weather Spotter course, Public Inquiry Centre
Training, Business Continuity and Crisis Communications. Mock
emergency exercises were conducted for the Emergency Control
Group, Emergency Social Service Team, Airport Emergency
Control Group, PRHC, long term care homes, school board, and
there was a community-wide Pandemic exercise for private and
public sector organizations.
A total of 117 incidents were reported between January 1 - May 1,
2016, of which 26 resulted in claims against the City. By
comparison, there were a total of 177 incident reports and 40
claims during the same timeframe in 2015. In total, there were 420
incidents and 108 claims in 2015.
- 18 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
336,532
340,644
351,398
4.4%
14,866
Contractual
39,500
37,000
39,000
-1.3%
-500
Materials, Supplies
49,425
44,400
49,500
0.2%
75
6,000
6,000
5,925
-1.3%
-75
23,160
19,660
24,520
5.9%
1,360
-126,100
0.0%
454,617
321,604
470,343
3.5%
15,726
30,600
30,600
31,000
1.3%
400
1,000
1,000
1,000
0.0%
31,600
31,600
32,000
1.3%
400
423,017
290,004
438,343
3.6%
15,326
Recoveries
Revenues
NET REQUIREMENT
- 19 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Corporate Services
Expenditures
1,008,835
1,027,341
1,035,720
2.7%
26,885
Election Expenses
190,415
0.0%
190,415
Financial Services
2,878,307
2,822,436
2,944,598
2.3%
66,291
Property Services
1,941,540
1,913,775
1,976,996
1.8%
35,456
Human Resources
1,047,467
1,254,651
1,092,280
4.3%
44,813
Corporate Information Services
1,883,762
1,883,314
2,002,440
6.3%
118,678
121,823
150,574
125,885
3.3%
4,062
8,881,734
9,052,091
9,368,334
5.5%
328,490
336,590
326,590
-0.6%
-1,900
Election Expenses
190,415
0.0%
190,415
Financial Services
406,955
373,076
490,983
20.6%
84,028
Property Services
860,768
900,998
845,457
-1.8%
-15,311
80,268
13,770
83,154
3.6%
2,886
1,676,481
1,624,434
1,936,599
15.5%
680,345
690,751
709,130
4.2%
28,785
Financial Services
2,471,352
2,449,360
2,453,615
-0.7%
-17,737
Property Services
1,080,772
1,012,777
1,131,539
4.7%
50,767
Human Resources
1,047,467
1,254,651
1,092,280
4.3%
44,813
1,803,494
1,869,544
1,919,286
6.4%
115,792
121,823
150,574
125,885
3.3%
4,062
7,205,253
7,427,657
7,431,735
3.1%
226,482
City Clerk
Facilities and Planning Initiatives
486,600
Revenues
City Clerk
Net Requirements
City Clerk
- 20 -
260,118
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Office of the City Clerk

Expenditures
City Clerk - Administration
1,008,835
1,027,341
Election Expenses
1,035,720
2.7%
26,885
190,415
0.0%
190,415
1,008,835
1,027,341
1,226,135
21.5%
217,300
328,490
336,590
326,590
-0.6%
-1,900
190,415
0.0%
190,415
Revenues

Election Expenses
Net Requirements
328,490
336,590
517,005
57.4%
188,515
680,345
690,751
709,130
4.2%
28,785
680,345
690,751
709,130
4.2%
28,785
- 21 -
Form 1
Department:
Corporate Services
Activity Name:
Administration, Election
Division:
Clerk's office
Budget Account #:
101-161

Service Statistics
120
2016
(Forecast)
134
135
543
562
550
Group Home Licenses
31
31
31
Lottery Licenses Issued
183
106
100
Highlights:
Marriage Licenses Issued
500
521
500
Municipal election expenses are funded from the Election Reserve.

There is a $180,000 contribution made to the Election Reserve
each budget year. Continuing to set aside funds annually, will cover
the cost of the 2018 election (or by-elections, as necessary).
Deaths
1,120
1,125
1,125
Insurance Claims (all types)
107
108
100
By-laws Processed
180
195
200
Commissioning Documents
688
650
650
Road Closure Applications
30
30
30
100
104
100
35
64
55
This activity reflects expenditures and revenues to support the

Clerks Office functions including: agenda preparation and
distribution, and meeting minute taking, for all meetings of Council
and Standing Committees of Council and some local boards and
advisory committees; municipal elections; marriage licenses and
ceremonies; lottery licenses; business licenses; burial permits;
freedom of information requests; records management, processing
insurance claims and road closure applications.
Preparations for the 2018 municipal election will commence

mid-2017 and necessitate the hiring of an Election Co-ordinator
and Election Assistant.
Number of Council and

Committee Meetings
General Licenses Issued
Freedom of Information Requests

Marriage Ceremonies
- 22 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Office of the City Clerk

Expenditures
Personnel
716,720
730,827
823,621
14.9%
106,901
Contractual
20,575
22,630
121,630
491.2%
101,055
111,815
114,850
117,850
5.4%
6,035
1,350
1,375
1,375
1.9%
25
Materials, Supplies
Fees
2,500
0.0%
2,500
9,075
9,075
10,575
16.5%
1,500
180,000
180,000
180,000
0.0%
Recoveries
-30,700
-31,416
-31,416
2.3%
-716
1,008,835
1,027,341
1,226,135
21.5%
217,300
New Equipment
Revenues
Licenses & Permits

Contribution from Reserve
NET REQUIREMENT
36,500
39,225
39,225
7.5%
2,725
291,990
297,365
287,365
-1.6%
-4,625
190,415
0.0%
190,415
328,490
336,590
517,005
57.4%
188,515
680,345
690,751
709,130
4.2%
28,785
- 23 -
- 24 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Financial Services
Expenditures
Financial Services
2,878,307
2,822,436
2,944,598
2.3%
66,291
2,878,307
2,822,436
2,944,598
2.3%
66,291
406,955
373,076
490,983
20.6%
84,028
406,955
373,076
490,983
20.6%
84,028
2,471,352
2,449,360
2,453,615
-0.7%
-17,737
2,471,352
2,449,360
2,453,615
-0.7%
-17,737
Revenues
Financial Services
Net Requirements
Financial Services
- 25 -
Form 1
Department:
Corporate Services
Activity Name:
Financial Services
Division:
Director/Financial Services
Budget Account #:
101-131/132/134/135/150/151
To fulfill the statutory duties of the Treasurer; provide financial
advice to Council and other Departments; provide accounting,
payroll, purchasing, accounts payable, accounts receivable and
collections services to all Departments; and administer the property
taxation revenue function, operating and capital budget and
Corporate Customer Service Delivery including the support of the
AAC and implementation of the AODA.

Customer Service
Statistics On-line
Number of Unique Requests
Mobile Devices/Tablets included

above
Number of Return Visits
Total Number of Pages Visited
Highlights:
This activity includes the office of the Director of Corporate
Services and the Financial Services and Customer Service
Division.
In recognition of the on-going work of the Accessibility Compliance
Coordinator, the recovery from capital for the position has
decreased from 25% in 2016 to 0% in 2017 in an effort to phase-in
the cost of the position to the Operating Budget.
Recreation Program
Registrations
Parking Ticket Payments
Compost Orders / Large Article
Collection
PMC Tickets Sales
Social Media / Twitter
The Budget includes a new revenue item to to process property

taxation payments through mortgages. The $5 fee per roll will
partially recover staff time involved in the process.
Changes to our online service software will make it easier for
residents to do business with the City online.
- 26 -
2014
2015
176,000
2016
(Forecast)
203,000
210,000
51,000
71,000
85,000
86,200
98,000
100,000
355,000
383,000
400,000
997
1,141
1,200
6,754
10,136
10,500
95
116
150
20,000
19,942
22,000
2,500
4,800
6,000
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Financial Services
Expenditures
Personnel
2,913,932
2,883,051
2,966,243
1.8%
52,311
Contractual
95,705
86,685
115,365
20.5%
19,660
Materials, Supplies
70,675
71,000
71,200
0.7%
525
1,500
700
1,500
0.0%
12,000
3,500
12,000
0.0%
3,000
2,500
3,500
16.7%
500
33,595
27,000
32,330
-3.8%
-1,265
25,000
25,000
25,000
0.0%
-277,100
-277,000
-282,540
2.0%
-5,440
2,878,307
2,822,436
2,944,598
2.3%
66,291
Revenues
263,123
229,244
373,601
42.0%
110,478
Contributions From Capital Fund
143,832
143,832
117,382
-18.4%
-26,450
406,955
373,076
490,983
20.6%
84,028
2,471,352
2,449,360
2,453,615
-0.7%
-17,737
Fees
New Equipment
Recoveries
NET REQUIREMENT
- 27 -
- 28 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Property Services
Expenditures
Millennium Park Boathouse

City Buildings and Police Station Properties
Rental Properties
Queen Alex
26,409
0.0%
26,409
1,143,999
1,099,501
1,167,693
2.1%
23,695
721,741
712,274
680,545
-5.7%
-41,196
75,800
102,000
102,348
35.0%
26,548
1,941,540
1,913,775
1,976,996
1.8%
35,456
6,486
0.0%
6,486
0.0%
Revenues

32,500

Rental Properties
Queen Alex
Net Requirements
Rental Properties
Queen Alex
778,768
788,498
758,971
-2.5%
-19,797
82,000
80,000
80,000
-2.4%
-2,000
860,768
900,998
845,457
-1.8%
-15,311
1,143,999
-57,027
-6,200
1,067,001
-76,224
22,000
19,923
1,167,693
-78,426
22,348
0.0%
2.1%
37.5%
-460.5%
19,923
23,695
-21,399
28,548
1,080,772
1,012,777
1,131,539
4.7%
50,767
- 29 -
Form 1
Department:
Corporate Services
Activity Name:
Buildings and Property
Division:
Property
Budget Account #:
154/155/157/159/168/608/699
To provide assistance with day-to-day maintenance and
preventative maintenance of all City facilities, and manage capital
renovation and rehabilitation projects.
Highlights:
In the last two years, the responsibilities of the Property Division
have grown. The Division has assumed:
- Project management of major facility capital renovations projects
for all City facilities;
- The role of property management for City facilities in terms of
maintaining the facility, preventative maintenance, troubleshooting,
coordinating small renovations and repairs;
- Management of a large number of residential rental properties for
short term and long term rentals;
- Performing due diligence when any property is purchased that
includes a building;
- Energy management for the Corporation, reviewing, analyzing,
forecasting consumption for all utilities and forecasting future years
costs.
- Commercial Properties: 10 - City Hall, Police Station, Provincial

Court, Market Hall, Queen Alexandra Community Centre,
Millennium Park Boathouse, 249 Simcoe Street, 610 Parkhill and
GPAEDC, including the Information Centre
- Residential Houses Leased and managed: 11
- Farm Land rented and managed: 5
- Residential Houses vacant: 6 - must be secured, monitored and
maintained
The growth has provided support and cost savings to all City
departments. Property staff understand the technical aspects of the
buildings and can coordinate global tenders for services such as
snow clearing, cleaning, and maintenance of common building
elements such as elevators and fire suppression equipment.

Properties Managed by Property Division:
- 30 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Property Services
Expenditures
Personnel
332,380
266,083
339,679
2.2%
7,298
Contractual
792,800
766,500
779,887
-1.6%
-12,913
26,500
16,000
16,650
-37.2%
-9,850
491,640
519,640
520,840
5.9%
29,200
Fees
284,391
304,691
304,689
7.1%
20,298
33,318
33,318
35,923
7.8%
2,604
Materials, Supplies
New Equipment
Rentals
Recoveries
Revenues
NET REQUIREMENT
3,000
3,000
3,000
0.0%
13,188
12,000
12,000
-9.0%
-1,188
6,500
6,500
9,000
38.5%
2,500
91,122
119,343
91,294
0.2%
172
-133,300
-133,300
-135,966
2.0%
-2,666
1,941,540
1,913,775
1,976,996
1.8%
35,456
860,768
900,998
845,457
-1.8%
-15,311
860,768
900,998
845,457
-1.8%
-15,311
1,080,772
1,012,777
1,131,539
4.7%
50,767
- 31 -
- 32 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Facilities & Planning Initiatives

Expenditures
Net Requirements
121,823
150,574
125,885
3.3%
4,062
121,823
150,574
125,885
3.3%
4,062
121,823
150,574
125,885
3.3%
4,062
121,823
150,574
125,885
3.3%
4,062
- 33 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-152
To provide project development and implementation to various
departments within the City to support larger capital/planning
projects. as required.
3. Temporary library relocation project Phase 1;

4. Completion of the Trent sport field project;
5. Completion of a new park washroom/change facility in King
Edward Park;
6. Oversight of the Brock Mission relocation to temporary site at
St. Paul's Church;
Highlights:
In 2017, the priorities for capital initiatives included project
management for:
Completion of The Peterborough Public Library renovation and
expansion project construction, relocation of library from temporary
location.
New arena complex - Phase 2 detailed design and tendering.
Design and Construction of a new park washroom/change facility
at Nicholls Oval.
Design and construction of new washroom facility at Beavermead
Campground Park.
Development and construction of shade structures at various
parks.
Development of a New Athletic Facility in partnership with District
School Board.

Functions fulfilled by this activity in 2016 included project
management of:
1. Design, tendering and construction start for the Peterborough
Public Library Expansion project;
2. Completion of a Phase 1 design concept for a new Arena
Complex and implementation of Phase 2 detail design;
- 34 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
Contractual
120,023
148,374
124,085
3.4%
4,062
400
800
400
0.0%
Materials, Supplies
100
100
100
0.0%
1,300
1,300
1,300
0.0%
121,823
150,574
125,885
3.3%
4,062
121,823
150,574
125,885
3.3%
4,062
NET REQUIREMENT
- 35 -
- 36 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Human Resources
Expenditures
Human Resources
Net Requirements
Human Resources
1,047,467
1,254,651
1,092,280
4.3%
44,813
1,047,467
1,254,651
1,092,280
4.3%
44,813
1,047,467
1,254,651
1,092,280
4.3%
44,813
1,047,467
1,254,651
1,092,280
4.3%
44,813
- 37 -
Form 1
Department:
Corporate Services
Activity Name:
Administration
Division:
Human Resources
Budget Account #:
101-171
The Human Resources Division provides various human resource
programs and services to the Corporation.
Highlights:
The 2017 requested level of funding maintains the 2016 level of
service for corporate human resources expenses such as
employee testing/medicals, recognition programs, training, and
health and safety programs.
A portion of Human Resources expenses is charged out to other
departments whose operating costs can be partially recovered from
other funding sources such as Social Services subsidies and
Building Permit fees.
employees reach the age of retirement. The high number of

temporary postings is a result of the nature of the municipal
workforce and seasonal positions. Such high activity requires a
significant commitment of time and attention from the Human
Resources Division and hiring departments.
Recruitment/Selection
Activities
Permanent Postings
70
2016
(Forecast)
70
70
Temporary Postings
82
82
82
Permanent Positions Filled
73
71
70
Temporary Positions Filled
191
177
189
Staff in the Human Resources Division are continuing to lead the

way to reduce the use of sick leave by assisting managers in
implementing the Attendance Awareness Program, ensuring the
City obtains sufficient medical information for absences and
actively securing positions for employees who require workplace
accommodations, either on a temporary or permanent basis, when
they return to work.

The City continues to experience a high number of
recruitment/selection activities. The following chart illustrates HR's
recruitment activities.
The higher trend for permanent positions is mostly due to age
demographics and will continue as long-term, experienced
- 38 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Human Resources
Expenditures
Personnel
1,074,521
1,117,521
1,089,314
1.4%
14,793
Contractual
38,600
54,000
64,600
67.4%
26,000
Materials, Supplies
71,250
71,550
71,450
0.3%
200
Fees
50,000
200,000
65,000
30.0%
15,000
New Equipment
Recoveries
NET REQUIREMENT
4,000
3,000
4,000
0.0%
68,816
68,300
66,970
-2.7%
-1,846
-259,720
-259,720
-269,054
3.6%
-9,334
1,047,467
1,254,651
1,092,280
4.3%
44,813
1,047,467
1,254,651
1,092,280
4.3%
44,813
- 39 -
- 40 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
1,883,762
1,883,314
2,002,440
6.3%
118,678
1,883,762
1,883,314
2,002,440
6.3%
118,678
80,268
13,770
83,154
3.6%
2,886
80,268
13,770
83,154
3.6%
2,886
1,803,494
1,869,544
1,919,286
6.4%
115,792
1,803,494
1,869,544
1,919,286
6.4%
115,792
Revenues
Net Requirements
- 41 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-133
To provide market competitive, technology based products and
services in a secure environment that contributes to improving
services, and/or reducing costs, for the Corporation of the City of
Peterborough.
Highlights:
The contractual line in the budget represents the Citys share of
Peterborough Technology Services ( PTS) operating expenditures.
This includes corporate applications, servers, and technical staff
that are shared by the City and Peterborough Utilities Services.
Examples include the UNIX server that hosts the financial
management system and other key applications, and technical staff
that are shared by both organizations. Corporate applications
include the Fire Dispatch System, Building and Permit System, Tax
System, and Recreation System.
Information Technology costs are charged to City Departments if an
activity either receives a fee for the service they provide (i.e. the
Building Division receiving fees for building permits), or if there is
funding provided by an external organization that is related to the
cost of providing services (i.e. Social Services receives funding
from the Province).
however, the current rate of growth cannot be sustained with current

resource levels. Staff have reviewed their approach to this "high
needs" area and staff are recommending one new position be
added in 2018.
In addition to the Capital investment to add new Corporate
applications there is also an ongoing operating cost of
approximately 25% for annual maintenance and support.
IT Security continues to be an area of focus as security threats
become more advanced and sophisticated. Additional investment
is required for security advanced monitoring and detection tools.
Support Statistics
Remote Offices in Wide Area

Network
Networked Computers Supported
Communication/Remote Access
Servers
Application/File Servers
Systems and Applications
Supported

The increase of individual applications or systems that are
supported is one of the significant growth areas over the past five
years. This signals that City staff are finding new and improved
ways to use technology to meet their business needs. To date, this
has been absorbed with minimal or no growth of IT staff resources;
- 42 -
2014
2015
25
2016
(Forecast)
26
27
907
915
933
81
84
95
91
96
97
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Contractual
2,754,823
2,754,443
2,961,540
7.5%
206,717
138,660
138,860
144,500
4.2%
5,840
4,000
4,000
4,000
0.0%
New Equipment
3,000
3,000
6,000
100.0%
3,000
15,000
15,000
-100.0%
-15,000
Transfer to Capital Fund
58,268
58,000
58,268
0.0%
-1,089,989
-1,089,989
-1,171,868
7.5%
-81,879
1,883,762
1,883,314
2,002,440
6.3%
118,678
80,268
13,770
83,154
3.6%
2,886
80,268
13,770
83,154
3.6%
2,886
1,803,494
1,869,544
1,919,286
6.4%
115,792
Materials, Supplies
Recoveries
Revenues
NET REQUIREMENT
- 43 -
- 44 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Legal Services
Expenditures
Office of the Solicitor

Provincial Offences Act Office
570,975
567,955
587,673
2.9%
16,697
1,291,205
1,241,400
1,257,213
-2.6%
-33,992
1,862,181
1,809,355
1,844,886
-0.9%
-17,295
30,325
30,325
30,325
0.0%
1,878,729
1,849,729
1,865,906
-0.7%
-12,823
1,909,054
1,880,054
1,896,231
-0.7%
-12,823
540,650
-587,524
537,630
-608,329
557,348
-608,693
3.1%
-3.6%
16,697
-21,169
-46,873
-70,699
-51,345
-9.5%
-4,472
Revenues

Net Requirements
2017 Note: The $1,865,906 Budgeted Revenues for POA is comprised of Gross Budgeted POA Revenues ($2,595,000) less the
County's share of POA Net revenues ($729,094)
- 45 -
Form 1
Department:
Legal Services
Activity Name:
Office of the City Solicitor
Division:
Budget Account #:
101-181
The Office of the City Solicitor (OCS) provides a range of legal
services to the Corporation, its boards and agencies, City Council,
the CAO and City staff. Legal advice is provided on issues related
to planning and land development; real estate transactions; by-law
drafting; labour and employment; social services including housing;
legislative interpretation and advocacy before administrative
tribunals and the courts on municipal related matters.

Legal Services
Statistics
New Files Opened Opinion/Document Review
Land Registrations (includes tax
arrears certificates)
Real Estate Closings
254
2016
(Forecast)
252
255
120
153
128
16
10
25
Real Estate Files
35
28
56
Site Plans Prepared/Ongoing

Review
Subdivision/Developments
Reviewed
Rental Properties Administered
75
143
140
20
18
30
Litigation Files
17
29
18
19
Highlights:
The OCS manages a varied caseload, dealing with legal issues
pertaining to real estate, planning, housing, community services,
airport contractual arrangements and corporate holdings. For
2017, staff will be involved with numerous land acquisitions relating
to road widening and other capital projects and will be involved with
various housing programs.
Staff are part of the Risk Management Committee and work closely
with the Insurance and Risk Management Coordinator on claims
management involving litigation and insurance coverage for
contractual and other risk management documents.
OMB
By-law Prosecution Files
Specialized areas of law such as human relations, labour

negotiations, environmental issues, mergers and acquisitions and
complex planning/OMB/litigation matters are typically outsourced.
- 46 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
610,605
610,605
631,303
3.4%
20,697
3,570
2,550
2,600
-27.2%
-970
Materials, Supplies
18,900
17,400
17,500
-7.4%
-1,400
Fees
10,000
10,200
10,200
2.0%
200
Contractual
New Equipment
Recoveries
Revenues
NET REQUIREMENT
3,500
2,800
3,500
0.0%
21,400
21,400
21,510
0.5%
110
-97,000
-97,000
-98,940
2.0%
-1,940
570,975
567,955
587,673
2.9%
16,697
30,325
30,325
30,325
0.0%
30,325
30,325
30,325
0.0%
540,650
537,630
557,348
3.1%
16,697
- 47 -
Form 1
Department:
Legal Services
Activity Name:
Provincial Offences Office
Division:
Budget Account #:
101-183
Charges Filed
The Provincial Offences Office is responsible for administration,

courtroom support and municipal prosecution of Provincial
Offences Act (ACT) offences as well as municipal by-laws within the
City and County of Peterborough. The POA office ensures
compliance with the Act, the Memorandum of Understanding with
the Ministry of the Attorney General and the Inter-municipal Service
Agreement.
Federal Part 1 & Part 3
Highlights:
Totals
19,148
Parking
6,403
6,524
6,500
Part 3 Informations
1,426
1,363
1,450
26,673
27,136
27,228
2015
$1,753,387
129
2016
(Forecast)
137
130
19,112
Net revenues are divided between the City and County of

Peterborough based on the prior year's relative weighted
assessment. The County's share for 2017 is 54.5%, up from 54.2%
in 2016. The City's share is 45.5%.
2014
$1,161,777
2015
18,715
Part 1 Tickets
The number of charges issued is the primary driver of the POA

Court system, however the Court has no influence on the number of
charges issued by enforcement agencies. The charges laid are
based on the type of offences that occur and the enforcement
resources available to address those offences. POA revenues are
generated by payment of fines and it is anticipated that fine revenue
will remain constant.
Defaulted Fines
Collected
2014
2016 Forecast
$1,850,000
- 48 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
POA Office
Expenditures
Personnel
737,455
737,455
741,314
0.5%
3,858
Contractual
332,405
301,340
310,839
-6.5%
-21,566
43,770
28,700
28,140
-35.7%
-15,630
500
500
500
0.0%
Fees
83,255
79,755
79,757
-4.2%
-3,498
42,300
42,300
43,146
2.0%
846
Materials, Supplies
1,000
1,000
1,000
0.0%
Rentals
33,000
33,000
33,500
1.5%
500
17,520
17,350
19,018
8.6%
1,498
1,291,205
1,241,400
1,257,213
-2.6%
-33,992
2,574,000
2,545,000
2,595,000
0.8%
21,000
-1,282,795
-1,303,600
-1,337,787
4.3%
-54,992
County Allocation
695,271
695,271
729,094
4.9%
33,823
NET REQUIREMENT
-587,524
-608,329
-608,693
3.6%
-21,169
New Equipment
Revenues
Fine Revenue
Net Municipal Share
- 49 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Utility Services
Expenditures
842,325
728,024
791,778
-6.0%
-50,547
Engineering, Construction and Infrastructure Planning
3,654,469
3,743,690
3,900,451
6.7%
245,982
Public Works
9,650,013
10,045,895
9,854,873
2.1%
204,860
Transportation
18,086,246
18,070,944
18,059,315
-0.1%
-26,931
Environmental Protection
13,693,876
12,458,812
13,604,114
-0.7%
-89,762
9,926,012
9,796,174
10,321,080
4.0%
395,068
55,852,941
54,843,539
56,531,611
1.2%
427,630
312,829
385,752
-9.8%
-41,878
2,066,649
2,066,648
2,106,245
1.9%
39,595
Public Works
1,523,788
1,602,009
1,331,465
-12.6%
-192,323
Transportation
9,186,046
9,209,761
9,692,930
5.5%
506,884
13,158,168
11,888,074
12,961,324
-1.5%
-196,844
5,654,050
5,124,750
5,725,617
1.3%
71,567
32,016,331
30,204,071
32,203,333
0.6%
414,695
415,195
406,026
-2.1%
-8,669
1,587,820
1,677,042
1,794,206
13.0%
206,386
Public Works
8,126,225
8,443,886
8,523,408
4.9%
397,183
Transportation
8,900,200
8,861,183
8,366,385
-6.0%
-533,815
535,708
570,738
642,790
20.0%
107,083
4,271,962
4,671,424
4,595,463
7.6%
323,501
23,836,610
24,639,468
24,328,278
2.1%
491,668
Office of the Utilities Services Director
Waste Management
678,670
Revenues
Waste Management
Net Requirements
Waste Management
- 50 -
187,002
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Office of Utility Services Director

Expenditures
842,325
728,024
791,778
-6.0%
-50,547
842,325
728,024
791,778
-6.0%
-50,547
427,630
312,829
385,752
-9.8%
-41,878
427,630
312,829
385,752
-9.8%
-41,878
414,695
415,195
406,026
-2.1%
-8,669
414,695
415,195
406,026
-2.1%
-8,669
Revenues
Net Requirements
- 51 -

Department:
Utility Services
Activity Name:
Administration
Division:
Budget Account #:
101 352
The Utility Services Department directs, manages and coordinates
the construction and maintenance of all public infrastructure in the
City (except for water treatment/distribution and the electrical
systems), for the benefit of City residents, business people and
visitors, through the following Divisions:
Form 1
Engineering and Construction

Public Works
Waste Management
Infrastructure Planning; and
Transportation
Highlights:
The Administration Work Program outlines the Departmental focus
for 2017.
Ensuring the completion of major road reconstruction/ construction
projects and various environmental assessments/ evaluations
together with guiding and co-coordinating works in all the
Departmental Divisions will consume much of the Directors time.
The Director will also support and coordinate the Departmental
involvement in corporate initiatives.

Successful completion of the Work Program items.
- 52 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
Materials, Supplies
Revenues
NET REQUIREMENT
510,775
395,974
458,228
-10.3%
-52,547
1,250
1,250
1,250
0.0%
5,300
5,800
7,300
37.7%
2,000
325,000
325,000
325,000
0.0%
842,325
728,024
791,778
-6.0%
-50,547
427,630
312,829
385,752
-9.8%
-41,878
427,630
312,829
385,752
-9.8%
-41,878
414,695
415,195
406,026
-2.1%
-8,669
- 53 -
- 54 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Engineering, Construction and

Infrastructure Planning
Expenditures
Engineering and Construction Administration
1,263,984
1,263,983
1,273,614
0.8%
9,629
Streetlight Maintenance
1,543,346
1,629,346
1,767,735
14.5%
224,389
847,139
850,361
859,103
1.4%
11,964
3,654,469
3,743,690
3,900,451
6.7%
245,982
1,263,984
1,263,983
1,273,614
0.8%
9,629
802,665
802,665
832,631
3.7%
29,966
2,066,649
2,066,648
2,106,245
1.9%
39,595
1,543,346
44,474
1,629,346
47,696
1,767,735
26,472
14.5%
-40.5%
224,389
-18,002
1,587,820
1,677,042
1,794,206
13.0%
206,386
Revenues
Engineering and Construction Administration

Net Requirements
Streetlight Maintenance
- 55 -
Form 1
Department:
Utility Services
Activity Name:
Administration
Division:
Engineering & Construction, Infrastructure

Planning
Budget Account #:
101-351, 352, 353, 356
To prioritize, co-ordinate and manage the maintenance,
rehabilitation and development of the Citys road and related
infrastructure, sidewalk, conveyance sewer system and stormwater
management facilities.
Establish and improve the Capital Asset Management Plan
(CAMP) to aid in the best management practices for the City's
capital assets.
of low energy induction lighting and LED lighting. A consultant has

critically reviewed all aspects of the Citys street lighting program
providing staff with recommendations on appropriate lighting levels,
light sources and maintenance regimes.
Continue delivering the City's road and related capital budget
through in-house design and contract administration efforts as well
as the management of consulting engineers working at various
stages of project planning and construction.

To provide engineering review of development applications and
growth management plans.
Successful completion of the various items listed in the Work

Program.
To maintain the Citys street light infrastructure.
Highlights:
Information and condition of infrastructure assets is collected and
used as input to the capital program development. Work of this
nature is ongoing, allowing staff to utilize the information to create
proactive maintenance programs necessary to minimize life cycle
costs of the sewer system.
Through the CAMP approach, the programming and coordination
of capital projects allows the City's infrastructure renewal process to
make the best use of capital dollars.
Efforts to reduce street light maintenance and operating costs will
continue to be explored throughout the year with possible
implementation practices in place. Significant increases in
electricity costs have occurred resulting in higher street light
expenses. The City currently has pilot programs in place for the use
- 56 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Engineering, Construction and Infrastructure

Planning
Expenditures
Personnel
1,940,190
1,942,886
1,958,680
1.0%
18,490
Contractual
1,328,167
1,360,167
1,468,568
10.6%
140,401
23,066
23,066
23,378
1.4%
312
300,182
354,182
385,066
28.3%
84,884
Fees
3,920
4,160
4,214
7.5%
294
4,755
4,755
4,900
3.0%
145
New Equipment
11,500
11,500
11,590
0.8%
90
42,689
42,974
44,055
3.2%
1,366
3,654,469
3,743,690
3,900,451
6.7%
245,982
356,880
356,880
346,789
-2.8%
-10,091
134,798
134,798
131,276
-2.6%
-3,522
3,300
3,300
3,300
0.0%
1,571,671
1,571,670
1,624,880
3.4%
53,208
2,066,649
2,066,648
2,106,245
1.9%
39,595
1,587,820
1,677,042
1,794,206
13.0%
206,386
Materials, Supplies
Revenues
Sewer surcharge

Licenses & Permits
NET REQUIREMENT
- 57 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Public Works
Expenditures
Administration - Fleet Services
183,811
197,987
200,572
9.1%
16,761
70,515
70,515
70,515
0.0%
2,286,248
2,286,246
2,459,971
7.6%
173,723
Winter Control - Sidewalks
698,709
722,490
895,738
28.2%
197,029
Pavement
505,485
507,923
506,815
0.3%
1,330
Street cleaning
934,607
940,795
914,883
-2.1%
-19,724
Right of Way
289,888
346,729
363,114
25.3%
73,226
Surface Drainage
212,620
216,645
210,440
-1.0%
-2,181
Storm Sewers
81,152
79,088
79,884
-1.6%
-1,267
Sanitary Sewer
296,231
396,000
326,448
10.2%
30,218
Weed Control
170,691
173,300
167,392
-1.9%
-3,299
Administration - Yard
Winter Control - Roads
91,000
91,000
41,000
-54.9%
-50,000
777,119
742,969
449,639
-42.1%
-327,480
1,867,853
1,999,681
1,947,695
4.3%
79,842
Forestry
766,773
820,683
794,609
3.6%
27,836
Horticulture
417,311
453,844
426,157
2.1%
8,846
9,650,013
10,045,895
9,854,873
2.1%
183,811
197,987
200,575
9.1%
16,764
70,515
70,515
70,515
0.0%
Larviciding & Monitoring

Recoverable Work
Parks Maintenance
204,860
Revenues

Administration - Yard
43,418
0.0%
43,418
Right of Way
43,419
0.0%
43,419
Storm Sewers
81,152
79,088
79,884
-1.6%
-1,268
Sanitary Sewer
296,231
396,000
326,448
10.2%
30,218
68,250
68,250
68,250
0.0%
Recoverable Work
776,629
742,969
451,756
-41.8%
-324,873
Parks Maintenance
44,200
44,200
44,200
0.0%
Forestry
1,500
1,500
1,500
0.0%
Horticulture
1,500
1,500
1,500
0.0%
1,602,009
1,331,465
-12.6%
- 58 -
1,523,788
-192,323
Description
Net Requirements
Winter Control - Sidewalks
Pavement
Street cleaning
Right of Way
Surface Drainage
Weed Control
Recoverable Work
Parks Maintenance
Forestry
Horticulture
2016 Approved
0
2,286,248
698,709
505,485
934,607
289,888
212,620
170,691
22,750
490
1,823,653
765,273
415,811
8,126,225
- 59 -
2016
Preliminary
Actual
0
2,286,246
722,490
507,923
940,795
346,729
216,645
173,300
22,750
0
1,955,481
819,183
452,344
8,443,886
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
-2
2,416,553
895,738
506,815
914,883
319,695
210,440
167,392
-27,250
-2,117
1,903,495
793,109
424,657
-2,922.7%
5.7%
28.2%
0.3%
-2.1%
10.3%
-1.0%
-1.9%
-219.8%
-531.9%
4.4%
3.6%
2.1%
-2
130,305
197,029
1,330
-19,724
29,807
-2,181
-3,299
-50,000
-2,607
79,842
27,836
8,846
8,523,408
4.9%
397,183
Form 1
Department:
Utility Services
Activity Name:
Fleet Services
Division:
Public Works
Budget Account #:
101-301, 101-341 to 101-346
To provide repair and maintenance services seven days a week on
a 24-hour basis for all client groups. Emergency repairs are made
on demand to ensure the performance of fleet units for essential
services.
Highlights:
An overhead rate is charged on labour expended for the repair and
maintenance of vehicles and equipment for all client groups. This
rate is set to achieve the full recovery of Fleet Administration costs.
The procurement of all USD vehicles and/or equipment is
undertaken within this activity and assistance is provided to those
client groups requesting it.

Inventory of Equipment
for Client Groups
2014
2015
2016
(Forecast)
233
238
241
Sanitation
11
11
11
27
27
28
Arenas
14
14
14
Fire
35
36
36
Police
54
54
54
Parking
Transit
60
61
65
147
153
160
22
Engineering
City Property Maintenance
Waste Management
Wellness Centre
Fleming College
619
610
625
Public Works
PUC
Trent University
Total
- 60 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Fleet
Expenditures
Personnel
Contractual
Materials, Supplies
Fees
New Equipment
Rentals
Recoveries
Revenues
NET REQUIREMENT
1,895,516
1,989,599
1,928,520
1.7%
33,004
296,773
309,828
315,973
6.5%
19,200
884,800
1,013,800
895,605
1.2%
10,805
1,031,667
1,112,423
1,029,918
-0.2%
-1,749
59,237
59,235
59,235
0.0%
-2
800
800
800
0.0%
7,897
5,219
2,532
-67.9%
-5,365
11,800
12,000
12,000
1.7%
200
1,436,583
1,479,730
1,479,730
3.0%
43,147
-5,441,262
-5,784,647
-5,523,741
1.5%
-82,478
183,811
197,987
200,572
9.1%
16,761
183,811
197,987
200,575
9.1%
16,764
183,811
197,987
200,575
9.1%
16,764
-2
-2922.7%
-2
- 61 -
Form 1
Department:
Utility Services
Activity Name:
Yard Administration and Recoverables
Division:
Public Works
Budget Account #:
101-302, 101-339 to 101-340
Yard Statistics
To capture all costs to administer Public Works operations

including maintenance of the Townsend Street yard and to recover
these costs through the application of an overhead rate that is
applied to labour services, which are provided by Public Works
operations.
Lane Kilometres of Roads
948
2016
(Forecast)
952
952
Kilometres of Sidewalks
383
386
389
25
25
25
Highlights:
Kilometres of Sanitary Sewers
375
375
375
Kilometres of Storm Sewers
460
464
464
Hectares of Parkland
347
349
362
28
28
33
Public Works provides operational services seven days a week, on

a 24 - hour basis. Emergency responses or repairs are provided
as needed.
Services are provided to a wide internal client group including:
Transit, Traffic, Parking, Waste Management, Engineering and
Construction, and City Property. Construction and maintenance
activities on the municipal Right of Way are provided for outside
clients including: PUSI, Cogeco, Bell and others. Operation and
maintenance activities for the client group are recovered at 100%
of the cost.
Number of Bridges
Kilometres of Trails Maintained

2016 data is provided by Geomatics/Mapping and was compiled
as of May, 2016. Increases are shown in most areas as a result of
development and completed Capital projects requiring
maintenance activities.
Funds are recommended in the 2017 Budget to continue to meet
existing levels of service.
- 62 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Yard
Expenditures
Personnel
2,825,122
2,894,336
2,628,186
-7.0%
-196,936
Contractual
332,932
356,909
357,771
7.5%
24,839
Materials, Supplies
395,900
404,500
394,500
-0.4%
-1,400
5,000
5,000
5,000
0.0%
32,548
32,548
32,548
0.0%
2,000
2,000
2,000
0.0%
350,537
290,369
286,673
-18.2%
-63,864
52,480
51,980
51,980
-1.0%
-500
-3,148,884
-3,224,158
-3,238,504
2.8%
-89,620
847,634
813,484
520,154
-38.6%
-327,480
70,515
70,515
70,515
0.0%
776,629
742,969
451,756
-41.8%
-324,873
847,144
813,484
522,271
-38.3%
-324,873
490
-2,117
-531.9%
-2,607
Fees
New Equipment
Rentals
Recoveries
Revenues
Sewer surcharge
NET REQUIREMENT
- 63 -
Form 1
Department:
Utility Services
Activity Name:
Winter Control
Division:
Public Works
Budget Account #:
101-306, 101-307
To provide efficient and effective winter control for roads and
sidewalks.
Highlights:
City Council, at its meeting of November 17, 2008, approved the
Winter Service Operations Policy and Winter Service Operations
Standards contained within Report USPW08-013.
The 2017 budget anticipates a slight increase in lane kilometers
expected to be maintained as in 2016 however, at its meeting of
September 8, 2015 City Council approved Report USPW15-012
which recommended improvements to the provision of winter
service. The improvements include the addition of six temporary
winter staff, leasing of equipment and the use of contracted
services to haul snow. The increase in the 2016 Winter Control
budget was a result of this approved report. In 2017, it is
recommended to add an additional FTE for Winter Roads along
with an additional FTE to Winter Walks . It is also recommended to
provide an increase in internal equipment rentals to provide the
additional resources to match the FTE increase. These increases
are required to maintain the existing level of service as additional
infrastructure is added in the Jackson Creek, Mason and future Lily
Lake Developments.
The 2017 Budget will continue to provide for Winter Trail
maintenance of:
The Rotary Greenway Trail, Hunter Street East to Armour Road
North and Hilliard Street to Bethune Street;
The Parkway Trail, Fairbairn Street to Cumberland Avenue;
The Crawford Rail Trail, Monaghan Road to Crawford Drive;
The Trans-Canada Trail, Rogers Cove to Beavermead Park;

The Trans-Canada Trail, Millennium Park to the Marina.
Brealey Drive Multi Use and The Parkway Multi Use Trails
The 2017 snow clearing level of service will be the same as the
2016 level of service for the Downtown and Village BIA areas.

Inclement weather creates the need for road/sidewalk plowing,
sanding and salting. Public Works provides service 24 hours per
day, 7 days per week. Depending upon storm conditions, 17 plow
trucks, 2 graders, 8 sidewalk plows and several loaders may be
simultaneously deployed for this activity.
In accordance with the amended Ontario Reg.239/02, Winter
Control activities also include funds for legislated winter road patrol
to begin in October of each year and end in April of the following
year. Also included are the costs for weather service provision and
support of GPS technology for our winter control units.
- 64 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Winter Control
Expenditures
Personnel
1,545,536
1,637,057
1,933,725
25.1%
388,188
Contractual
175,000
178,470
180,000
2.9%
5,000
Materials, Supplies
407,000
406,940
410,000
0.7%
3,000
Rentals
857,421
786,269
831,985
-3.0%
-25,437
2,984,958
3,008,736
3,355,709
12.4%
370,752
43,418
0.0%
43,418
43,418
0.0%
43,418
3,312,291
11.0%
327,334
Revenues
NET REQUIREMENT
2,984,958
- 65 -
3,008,736
Form 1
Department:
Utility Services
Activity Name:
Surface Services
Division:
Public Works
Budget Account #:
101-308 to 101-310, 101-312
To provide effective repair and maintenance of road, right-of-way
and surface drainage facilities within the City of Peterborough.
Highlights:
needed. Handrails, to assist pedestrian access, are repaired on

an ongoing basis as required.
Much of the surface drainage work is done in response to
emergencies along with minor maintenance related to road side
drainage swales and ditches.
Repairs to pavement surfaces are provided in accordance with

Ontario Regulation 239/02 (Minimum Maintenance Standards).
Roadway shoulders are graded twice each year (spring/fall).
Shoulder washouts are repaired on an ongoing basis. To control
dust, calcium chloride is applied to select shoulders in early
summer.
Street sweeping is undertaken on an ongoing basis to provide

cleanliness and remove dirt and debris from gutters affecting
drainage. This also maintains storm water quality by removing
debris prior to it entering the storm water or surface water systems.
For 2017, the sidewalk washing schedule will remain the same as
in previous years for the DBIA (on a weekly cycle) and street
sweeping is typically done twice each week, on Thursday and
Sunday, from May to October.
This activity also includes the contract payments to the DBIA of

$96,400 per year. These funds provide for litter collection, general
cleaning on a 24 hour a day, 7 day a week basis, and the watering
of hanging flower baskets, etc.
It is recommended to add an additional 0.5 FTE in this area to

address Sidewalk Risk Management. Minimum maintenance
standards for the Province regulate annual inspection of sidewalks
for compliance along with remedial actions to respond to
deficiencies and this additional labour input is required to maintain
the existing level of service.
Minor repairs to bridges are provided on an emergency basis and
the cleaning of bridge expansion joints, drains, seats and structural
components is provided each spring.
Guard rails along the right-of-way, at approaches to bridges,
adjacent to creeks, along roadway curves and at areas of
significant elevation change, are repaired on an ongoing basis as
- 66 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Surface Services
Expenditures
Personnel
1,115,590
1,211,146
1,169,478
4.8%
53,888
Contractual
206,000
200,000
221,000
7.3%
15,000
Materials, Supplies
115,000
125,000
130,000
13.0%
15,000
Rentals
506,011
475,946
474,774
-6.2%
-31,237
1,942,601
2,012,092
1,995,252
2.7%
52,651
43,419
0.0%
43,419
43,419
0.0%
43,419
1,951,833
0.5%
9,232
Revenues
NET REQUIREMENT
1,942,601
- 67 -
2,012,092
Form 1
Department:
Utility Services
Activity Name:
Underground Services
Division:
Public Works
Budget Account #:
101-313, 101-314
To maintain storm and sanitary sewer infrastructure to optimal
conditions within the City right-of-way. To provide customer service
calls for plugged laterals and restore concrete, asphalt and
landscaping after repairs are made by the waste water collection
crews.
Public Works will continue to respond to lateral services and
repairs of concrete and asphalt surfaces as a result of sewer works.
Highlights:
Costs associated with blockages in private sewers, and new sewer
connections, are charged back to the client on a 100% recovery
basis.
All costs incurred in the repair and/or maintenance of the Citys
sanitary sewer system are funded from the Sewer Surcharge
applied to the water rate or directly from Sewer Repair Capital
charged back to the Infrastructure Planning Division.

Emergency works related to blocked, broken or collapsed sewers
are performed on an as needed basis.
- 68 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Underground Services
Expenditures
Personnel
255,963
305,088
258,030
0.8%
2,066
Contractual
25,000
50,000
50,000
100.0%
25,000
Materials, Supplies
35,216
50,000
35,000
-0.6%
-216
Rentals
61,203
70,000
63,303
3.4%
2,100
377,382
475,088
406,333
7.7%
28,951
375,383
473,088
404,333
7.7%
28,950
2,000
2,000
2,000
0.0%
377,383
475,088
406,333
7.7%
28,950
-100.0%
Revenues
Sewer surcharge
NET REQUIREMENT
- 69 -
Form 1
Department:
Utility Services
Activity Name:
Parks and Forestry
Division:
Public Works
Budget Account #:
101-315, 101-318, 101-713, 101-719, 101-723
To maintain and improve park facilities and urban forestry for year
round outdoor recreation activities and to promote the social,
economic and environmental benefits of the municipal park and
urban forestry resources.
To preserve and reconstruct native habitat (including trees) on
parkland, and other open space municipal lands, and to provide
guidance and encouragement to private landowners for the
protection of these natural resources. To beautify the City with
horticultural displays throughout municipal parklands and the
planting and care of flower and shrub beds at municipal facilities.

Parks and Forestry
Statistics
Number of Flower Beds
Number of Bulbs and Annuals

Planted
Hanging Floral Baskets and DBIA
Planters
Softball/Baseball Diamonds
2014
2015
60
2016
(Forecast)
60
60
34,890
34,890
35,000
110
110
110
51
51
51
Soccer Fields
31
31
31
To eliminate noxious weeds and reduce the adult mosquito

population.
Tennis/Basketball Courts
41
41
41
Highlights:
Buildings
21
22
22
The 2017 horticulture program is proposed to remain at the 2016

level of service.
Wading Pools
Playground Equipment Locations
55
56
56
Neighbourhood Rinks
18
18
18
Replacement Tree Planting
400
350
314
Subdivision Tree Planting
250
50
191
2017 will see the continuation of the Emerald Ash Borer

management program.
For the purposes of the 2017 Budget, Public Works will see an
increase in turf grass maintained of approximately 13 hectares. An
increase of 0.5 FTE is recommended to continue with the current
level of service for turf grass. Additional resources are also
included as a result of the addition of the Trent Sports Fields as
approved in the 2015 Capital Budget reference 3-2.01.
2017 will be the final year of a five year Goose Control program.
Splash Pads
- 70 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
PW Parks and Forestry

Expenditures
Personnel
2,087,225
2,261,308
2,157,280
3.4%
70,055
Contractual
393,000
451,000
402,332
2.4%
9,332
Materials, Supplies
209,500
222,500
222,000
6.0%
12,500
2,000
4,000
2,000
0.0%
621,902
599,700
593,241
-4.6%
-28,661
3,313,627
3,538,508
3,376,853
1.9%
63,226
68,250
0.0%
68,250
Rentals
Revenues
Ontario grants

NET REQUIREMENT
0
2,200
2,200
2,200
0.0%
113,250
113,250
45,000
-60.3%
-68,250
115,450
115,450
115,450
0.0%
3,198,177
3,423,058
3,261,403
2.0%
63,226
- 71 -
- 72 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Transportation
Expenditures
Parking
2,465,115
2,438,937
1,611,437
-34.6%
-853,678
Traffic
1,835,446
1,727,650
1,856,407
1.1%
20,961
226,986
221,650
240,335
5.9%
13,349
13,558,700
13,682,707
14,351,136
5.8%
792,436
18,086,246
18,070,944
18,059,315
-0.1%
-26,931
2,287,700
2,334,700
2,365,200
3.4%
77,500
Traffic
40,250
40,250
2,500
-93.8%
-37,750
Transit
6,858,096
6,834,811
7,325,230
6.8%
467,134
9,186,046
9,209,761
9,692,930
5.5%
-753,763
1,853,907
240,335
7,025,906
-524.9%
3.3%
5.9%
4.9%
-931,178
58,711
13,349
325,302
8,366,385
-6.0%
-533,815
Transportation Demand Management

Transit
Revenues
Parking
Net Requirements
Parking
Traffic
Transportation Demand Management
Transit
177,415
1,795,196
226,986
6,700,604
8,900,200
- 73 -
104,237
1,687,400
221,650
6,847,896
8,861,183
506,884
Form 1
Department:
Utility Services
Activity Name:
Parking, Traffic, TDM
Division:
Transportation
Budget Account #:
101-362, 372, 378
Transportation Statistics
To provide Municipal Parking, Transportation Planning, Traffic

Operations and Transportation Demand Management services for
the City.
Highlights:
2015
2016
(Forecast)
Off Street Parking Lot Spaces
604
604
504
On Street Parking Spaces
615
615
615
1,219
1,163
1,163
Signalized Intersections
120
124
126
Pavement Markings (km)
205
209
215
36
36
26
13,580
13,640
13,640
36
36
36
2,000
1,780
24
26
30
28
28
28
10
40,000
14,000
26,275
Parking
Parking Garage Spaces
The 2017, Transportation Division budget contains no service level

increases other than improved winter snow clearing/removal at
parking lots and an increase to parking fees and fines as approved
by Council in 2015. Major rehabilitation projects for the Simcoe
Street and King Street parking garages were completed in 2016.
Parking revenues are expected to recover slightly in 2017 as
garage rehabilitation projects end in 2016 despite loss of revenue
from Louis Street Lot anticipated in mid 2017.
The Traffic Operations budget includes the addition of a Traffic
Engineering Technologist position, approved in 2016 budget and a
reduction in consulting services has been reflected in the 2017
Budget. The Traffic Operations Review project, initiated in 2016, is
expected to finish in 2017 and will develop recommendations for
short term improvements to intersections, signal timing, traffic
operational policies, and system wide optimization of traffic flows
through enhancements to the City's computerized traffic signal
system.
The TDM programs have been growing, as infrastructure
improvements are made the demand for walking, cycling and transit
expands. The City will continue to partner with GreenUP to deliver
the Shifting Gears programs, Cycling Skills Training Courses and
Active and Safe Routes to School programs (including Car Free
Wednesdays) and some additional funding has been allocated to
update the Active Transportation and Health Indicators report.
2014
Traffic
Railway Crossings
Street Name, Caution & Regulatory Signs
Adult School Crossing Guard Locations
Transportation Demand
Management
Metres of New Sidewalk in Existing
Development
Total km of Cycling Lanes
Total km of Multi-Use Trails

Total km of Side Paths Along Roads
Trips made by Shifting Gears
Number of Community-Based Programs
- 74 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Parking,Traffic, TDM
Expenditures
Personnel
1,153,912
1,114,860
1,156,628
0.2%
2,716
Contractual
1,906,431
1,815,086
1,840,679
-3.4%
-65,752
Materials, Supplies
126,970
128,570
169,850
33.8%
42,880
165,000
149,600
160,798
-2.5%
-4,202
Debt Charges
661,894
661,894
-100.0%
-661,894
Fees
294,092
289,583
284,190
-3.4%
-9,902
19,975
19,975
20,583
3.0%
609
3,040
3,100
3,200
5.3%
160
Rentals
24,092
32,600
36,673
52.2%
12,582
29,141
29,970
35,577
22.1%
6,436
143,000
143,000
-100.0%
-143,000
4,527,546
4,388,237
3,708,179
-18.1%
-819,368
2,290,200
2,337,200
2,367,700
3.4%
77,500
37,750
37,750
-100.0%
-37,750
2,327,950
2,374,950
2,367,700
1.7%
39,750
2,199,596
2,013,287
1,340,479
-39.1%
-859,118
New Equipment
Revenues
NET REQUIREMENT
- 75 -
Form 1
Department:
Utility Services
Activity Name:
Public Transit Operations
Division:
Transportation
Budget Account #:
101-381, 382, 383, 385
To provide conventional public transit service to within 450m of
90% of the residents of the City.
To provide parallel public transit service for people with physical
disabilities.
To maintain and administer the public transit system.
Highlights:
Ridership levels in 2016 are expected to increase slightly over
2015 levels although the trend of customers moving to more
affordable fare options is continuing which impacts revenues.
Revenues for 2016 are expected to continue to recover as
improved cost recovery measures are implemented for Trent and
STSCO services.
Implementation of the new computerized Handi-Van reservation
system in 2015 has improved customer service by increasing
capacity and bookings. Handi-van ridership in 2015 was up 10%
compared to 2014 and ridership in 2016 is expected to increase by
an additional 5-7% over 2015 levels.
Initiation of the Passenger Information System in 2016 will continue
in 2017 allowing for real time information on bus schedules and
stop arrival times to be available over the web, smartphones, and at
the main terminal. The Transit Terminal interior renovations were
completed in spring 2016, modernizing facilities and implementing
Accessibility upgrades for customers and staff alike.
The 2017 budget includes the continued contribution of $600,000 to
the Transit Reserve to facilitate the vehicle replacement program in

order to reduce average vehicle age and ensure progress towards
100% accessible fleet by 2018. The introduction of the Fleming
U-Pass service in fall 2016 is expected to increase transit revenues
and ridership in the last quarter of 2016 and through 2017. The
2017 budget includes $781,000 in new revenue from Fleming
Express Service and additional costs of $770,000 to implement
10,250 additional hours of service. Enhanced service for snow
clearing at transit stops as approved by Council as part of the
Updated Winter Services Report (USPW15-012) will continue in
2017.
The base budget includes additional revenue hours of service for a
continuation of the special New Year's Eve transit service and the
Statutory Holiday service that was introduced in 2016. The
estimated net cost for these service enhancements is $142,000
after fare revenue for Statutory Holiday service has been accounted
for. Sponsorship opportunities will continue to be explored to help
fund these service enhancements.
Transit fares for regular passenger service are not recommended
to increase in 2017.

Passenger Boardings
Conventional Transit
Handi-Van
- 76 -
2014
3,685,100
33,850
2015
2016
(Forecast)
3,766,500
3,867,000
37,150
39,300
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Public Transit Operations

Expenditures
Personnel
Contractual
Materials, Supplies
Fees
New Equipment
Rentals
9,598,606
9,819,560
10,145,274
5.7%
546,669
734,350
702,840
749,120
2.0%
14,770
552,500
721,850
646,000
16.9%
93,500
1,816,450
1,457,600
1,942,780
7.0%
126,330
224,026
220,426
224,025
0.0%
-1
800
800
816
2.0%
16
3,000
2,000
2,000
-33.3%
-1,000
3,893,145
3,654,209
4,148,998
6.6%
255,853
41,100
25,740
43,500
5.8%
2,400
602,500
602,500
602,500
0.0%
-3,907,777
-3,524,818
-4,153,877
6.3%
-246,100
13,558,700
13,682,707
14,351,136
5.8%
792,436
5,031,865
5,008,580
5,745,230
14.2%
713,365
Transfers from Own funds
149,448
126,783
-100.0%
-149,448
1,676,783
1,699,448
1,580,000
-5.8%
-96,783
6,858,096
6,834,811
7,325,230
6.8%
467,134
6,700,604
6,847,896
7,025,906
4.9%
325,302
Recoveries
Revenues
NET REQUIREMENT
- 77 -
- 78 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Expenditures
Wastewater Treatment
11,649,065
10,234,787
11,164,590
-4.2%
-484,475
Storm Water Collection
449,881
469,412
539,689
20.0%
89,807
Pumping Stations
197,693
197,750
196,145
-0.8%
-1,547
1,117,772
1,259,037
1,382,439
23.7%
264,667
193,639
196,500
218,150
12.7%
24,511
85,826
101,326
103,102
20.1%
17,275
13,693,876
12,458,812
13,604,114
-0.7%
-89,762
11,649,065
10,234,787
11,164,590
-4.2%
-484,475
197,693
197,750
196,145
-0.8%
-1,547
1,117,772
1,259,037
1,382,439
23.7%
264,667
193,639
196,500
218,150
12.7%
24,511
13,158,168
11,888,074
12,961,324
-1.5%
-196,844
449,881
85,826
469,412
101,326
539,689
103,102
20.0%
20.1%
89,807
17,275
535,708
570,738
642,790
20.0%
107,083
Sanitary Sewer Waste Water Collection

Environmental Monitoring Program
Centennial Fountain
Revenues
Wastewater Treatment
Pumping Stations
Sanitary Sewer Waste Water Collection
Environmental Monitoring Program
Net Requirements
Storm Water Collection
Centennial Fountain
- 79 -

Department:
Utility Services
Activity Name:
Division:
Budget Account #:
Form 1
WWTP/PUMP
Stations/Storm/Sani/EMP/Fountain
101-421,422, 423, 424, 425, 427
rainfall and snowmelt.
To operate and maintain a Class 4 wastewater treatment facility, 11

sewage pumping stations, Storm and Sanitary sewer collection
systems and an accredited laboratory in compliance with
Environmental Approval Compliance requirements. The Division
also operates and maintains the Centennial Fountain in Little Lake.
Flows to the plant will fluctuate depending on weather conditions as

well as inflow and infiltration. Continued enhancements and
maintenance to the sanitary sewer system will help mitigate
extraneous flows, reduce the overall unwanted flows to the plant,
and delay future costly expansions. A comprehensive preventative
maintenance program on the sanitary sewer trunk mains will
continue to provide safe and reliable conveyance of wastewater to
the Plant for treatment. Regular Storm Sewer and catch basin
cleaning will improve surface water drainage to reduce flooding on
city streets.
Highlights:
The plant has maintained its ability to accommodate existing
demand and provides a final effluent of exceptionally high quality.
Phase 4 Construction at the Plant is now complete. This project
provides improved management of extraneous flows to the Waste
Water Treatment Plant (WWTP) and mitigation of sewage
bypasses.
All pumping stations, sanitary sewer collection systems and WWTP
expenditures are funded from the sewer surcharge, which is levied
by the PUC on water bills. Revenue from extra strength surcharge
agreements, and hauled sewage from surrounding counties, will
continue to offset Environmental Monitoring Program and plant
operating costs. The laboratory will continue to service other
internal departmental needs (e.g. City/County Landfill) to
complement its activities. In 2016, the laboratory successfully
retained the MOE drinking water license and CALA accreditation.
The majority of the existing pumping stations have been upgraded

to meet current environmental standards.
Average Daily Flows
Cubic Metres/Day
Million Gallons/Day

In 2017, the WWTP will process approximately 18 million m3 (cubic
metres) of sewage, and 150,000-180,000 m3 (cubic metres) of
landfill leachate. Actual volumes will be influenced by the amount of
- 80 -
2015
2016
(Forecast)
39,404
40,000
8.668
8.800
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Expenditures
Personnel
3,250,709
3,410,572
3,434,602
5.7%
183,892
Contractual
2,252,983
2,258,700
2,271,935
0.8%
18,952
Materials, Supplies
1,013,500
1,019,000
1,045,500
3.2%
32,000
182,500
200,000
208,000
14.0%
25,500
Fees
516,251
516,611
516,611
0.1%
360
55,167
55,167
56,848
3.0%
1,681
New Equipment
187,000
190,000
190,000
1.6%
3,000
Rentals
444,216
528,000
625,581
40.8%
181,365
Recoveries
Revenues
Sewer surcharge
NET REQUIREMENT
52,880
60,800
96,700
82.9%
43,820
6,298,669
4,779,962
5,718,338
-9.2%
-580,331
-560,000
-560,000
-560,000
0.0%
13,693,876
12,458,812
13,604,114
-0.7%
-89,762
12,373,118
11,097,574
12,202,824
-1.4%
-170,294
785,050
790,500
758,500
-3.4%
-26,550
13,158,168
11,888,074
12,961,324
-1.5%
-196,844
535,708
570,738
642,790
20.0%
107,083
- 81 -
- 82 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Waste Management
Expenditures
Waste Disposal and Reduction - Administration
1,079,900
1,079,600
1,090,652
1.0%
Landfill Operation
3,721,603
3,440,859
3,728,937
0.2%
7,333
Solid Waste Collection
1,431,142
1,492,107
1,612,821
12.7%
181,679
211,714
272,550
306,560
44.8%
94,846
87,067
88,317
87,932
1.0%
865
260,107
278,064
295,399
13.6%
35,292
40,453
29,833
19,165
-52.6%
-21,288
604,702
604,700
519,961
-14.0%
-84,741
2,489,324
2,510,144
2,659,655
6.8%
170,330
9,926,012
9,796,174
10,321,080
4.0%
395,068
-100.0%
-2,250
Compost Site Operation

Electronics Recycling
Hazardous Waste Collection
Large Article Pick-up
Green Waste Collection
Recycling Services
10,752
Revenues

Landfill Operation
Recycling Services
Net Requirements
Landfill Operation
Solid Waste Collection
Green Waste Collection
Recycling Services
2,250
3,608,900
3,157,500
3,697,199
2.4%
88,299
129,500
120,000
145,000
12.0%
15,500
52,500
58,430
58,700
11.8%
6,200
157,000
161,420
166,000
5.7%
9,000
6,900
10,400
10,400
50.7%
3,500
1,697,000
1,617,000
1,648,318
-2.9%
-48,682
5,654,050
5,124,750
5,725,617
1.3%
71,567
1,077,650
112,703
1,431,142
82,214
34,567
103,107
33,553
604,702
792,324
1,079,600
283,359
1,492,107
152,550
29,887
116,644
19,433
604,700
893,144
1,090,652
31,738
1,612,821
161,560
29,232
129,399
8,765
519,961
1,011,337
1.2%
-71.8%
12.7%
96.5%
-15.4%
25.5%
-73.9%
-14.0%
27.6%
13,002
-80,966
181,679
79,346
-5,335
26,292
-24,788
-84,741
219,012
4,271,962
4,671,424
4,595,463
7.6%
323,501
- 83 -
Form 1
Department:
Utility Services
Activity Name:
Waste Management
Division:
Waste Management
Budget Account #:
101-305, 401, 403, 405, 407, 409, 411, 413,

416, 417, 418
Waste Management includes the collection, processing and
disposal programs/services for garbage, recyclables, green waste,
large articles, hazardous waste and electronic waste. The Division
manages the Peterborough County/City Waste Management
Facility the Material Recycling Facility, the Household Hazardous
Waste Depot and the Harper Road Composting Facility.
Capital development is funded by contributing to the Waste
Management Reserve Fund.
Highlights:
Budget pressures will come from continued low selling prices for
recyclable material, increased property taxes associated with the
landfill, and fluctuating Stewardship revenues. A new leaf and yard
waste composting facility is to be constructed at Bensfort Road due
to the forced closure of the Harper Road compost facility.
Uncertainties around provincial recycling legislation call for an
extension to the current collection and processing contracts for
recyclables until December 2019.
The Solid Waste Collection budget includes funding for an
additional collector (FTE) and collection vehicle to maintain the
existing level of service.
in 2015. New, more challenging diversion opportunities continue to

be investigated, including organics, reuse, carpeting, and textiles.
Proposed regulations at the provincial level are creating
challenges as collection and processing contracts expire
December 2016 amidst much uncertainty as to the ownership and
responsibility for blue box recycling within the next 3-5 years.
The estimated market price of recycling materials remains the
same as the 2016 budgeted level. World markets will dictate the
actual price received.
Cell 3 in the North Fill Area of the landfill was constructed in 2015
and the Public Drop-off Area was expanded.
Waste Statistics
(tonnes)
Waste Used as Cover at Landfill
2015
30,869
2016
(Forecast)
10,000
21,500
6,240
6,000
5,500
44,964
40,000
45,000
City Blue Box Recycling (MRF)
8,972
8,900
8,500
City Green Waste/Organics
7,442
7,450
6,000
Hazardous Waste Depot
240
230
230
195
180
180
Landfill Recycling Diverted

Garbage Disposed at Landfill

The Citys waste collection and diversion programs are quite
mature resulting in excellent participation and diversion. All
diversion programs resulted in a residential diversion rate of 57%
2014
- 84 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Waste Management
Expenditures
Personnel
1,567,955
1,588,871
1,656,836
5.7%
88,881
Contractual
5,248,181
5,058,026
5,249,947
0.0%
1,766
47,850
50,400
50,400
5.3%
2,550
750
750
1,200
60.0%
450
Fees
373,500
390,654
556,193
48.9%
182,693
Other Transfers
178,900
179,607
181,165
1.3%
2,265
627,371
618,500
628,811
0.2%
1,440
2,000
2,500
2,500
25.0%
500
1,372,159
1,399,819
1,404,566
2.4%
32,407
8,550
8,250
9,700
13.5%
1,150
Materials, Supplies
New Equipment
Rentals
887,000
887,000
887,000
0.0%
-388,203
-388,203
-307,237
-20.9%
80,966
9,926,012
9,796,174
10,321,080
4.0%
395,068
Revenues
Sewer surcharge
280,000
280,000
280,000
0.0%
Ontario grants
821,500
835,000
848,468
3.3%
26,968
115,000
118,850
134,300
16.8%
19,300
County Share
4,437,550
3,890,900
4,425,349
-0.3%
-12,201
25,000
0.0%
25,000
12,500
0.0%
12,500
5,654,050
5,124,750
5,725,617
1.3%
71,567
4,271,962
4,671,424
4,595,463
7.6%
323,501
NET REQUIREMENT
- 85 -
- 86 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Community Services
Expenditures
Community Service Administration
1,742,687
1,779,928
1,893,359
8.6%
150,673
Recreation
4,573,381
4,441,170
4,481,912
-2.0%
-91,469
Arts, Culture and Heritage
5,135,421
4,957,881
5,359,540
4.4%
224,119
Arenas
6,338,900
6,344,469
6,323,425
-0.2%
-15,475
64,971,683
64,073,418
65,271,649
0.5%
299,966
82,762,072
81,596,866
83,329,885
0.7%
96,340
96,340
96,340
0.0%
3,546,172
3,458,076
3,497,365
-1.4%
-48,807
819,736
787,599
831,940
1.5%
12,204
4,828,616
4,837,152
4,727,221
-2.1%
-101,395
57,129,824
56,335,405
58,286,414
2.0%
1,156,590
66,420,688
65,514,571
67,439,280
1.5%
1,646,347
1,683,588
1,797,019
9.2%
150,673
Recreation
1,027,209
983,094
984,547
-4.2%
-42,662
4,315,685
4,170,282
4,527,600
4.9%
211,915
Arenas
1,510,284
1,507,317
1,596,204
5.7%
85,920
Social Services
7,841,859
7,738,013
6,985,234
-10.9%
-856,624
16,341,384
16,082,295
15,890,605
-2.8%
-450,779
Social Services
567,814
Revenues

Recreation
Arenas
Social Services
Net Requirements
- 87 -
1,018,592
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Community Services Administration

Expenditures
Office of Community Services Director
365,857
371,309
477,774
30.6%
111,916
233,607
233,607
237,233
1.6%
3,626
Artspace
20,000
20,000
35,000
75.0%
15,000
Community Project Grants
21,210
21,000
21,000
-1.0%
-210
210,000
212,000
230,000
9.5%
20,000
7,070
7,070
7,070
0.0%
26,795
26,795
26,795
0.0%
115,382
115,382
115,382
0.0%
3,030
3,030
3,030
0.0%
26,690
26,690
26,690
0.0%
Sustainability
Community Investment Grants

Peterborough Aides Resource Network
Community Care Peterborough
Little Lake Musicfest
Native Learning Program
Community Race Relations Committee
Peterborough Architectural Conservation Advisory Committee
15,659
15,659
16,000
2.2%
341
Showplace
107,181
107,181
107,181
0.0%
Canadian Canoe Museum
106,551
106,551
106,551
0.0%
Peterborough Lions Club
26,795
26,795
26,795
0.0%
Peterborough Green Up
193,795
193,795
193,795
0.0%
Agricultural Society
50,000
80,000
50,000
0.0%
Community Service Grant to Hutchison House
27,871
27,871
27,871
0.0%
Community Service Grant to Kawartha Food Share
32,154
32,154
32,154
0.0%
New Canadian Centre
46,436
46,436
46,436
0.0%
Market Hall
75,027
75,027
75,027
0.0%
Drug Strategy
31,576
31,576
31,576
0.0%
1,742,687
1,779,928
1,893,359
8.6%
150,673
50,000
50,000
50,000
0.0%
46,340
46,340
46,340
0.0%
96,340
96,340
96,340
0.0%
Revenues
Sustainability - WWRF
Peterborough Green Up - WWRF
- 88 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Net Requirements
Office of Community Services Director

Sustainability
Artspace
Community Project Grants
Community Investment Grants
Peterborough Aides Resource Network
Community Care Peterborough
Little Lake Musicfest
Native Learning Program
Community Race Relations Committee
Peterborough Architectural Conservation Advisory Committee
Showplace
Canadian Canoe Museum
Peterborough Lions Club
Peterborough Green Up
Community Service Grant to Hutchison House
Community Service Grant to Kawartha Food Share
New Canadian Centre
Market Hall
Drug Strategy
365,857
183,607
20,000
21,210
210,000
7,070
26,795
115,382
3,030
26,690
15,659
107,181
106,551
26,795
147,455
50,000
27,871
32,154
46,436
75,027
31,576
371,309
183,607
20,000
21,000
212,000
7,070
26,795
115,382
3,030
26,690
15,659
107,181
106,551
26,795
147,455
80,000
27,871
32,154
46,436
75,027
31,576
477,774
187,233
35,000
21,000
230,000
7,070
26,795
115,382
3,030
26,690
16,000
107,181
106,551
26,795
147,455
50,000
27,871
32,154
46,436
75,027
31,576
30.6%
2.0%
75.0%
-1.0%
9.5%
0.0%
0.0%
0.0%
0.0%
0.0%
2.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
111,916
3,626
15,000
-210
20,000
0
0
0
0
0
341
0
0
0
0
0
0
0
0
0
0
1,646,347
1,683,588
1,797,019
9.2%
150,673
- 89 -

Department:
Community Services
Activity Name:
Division:
Administration, Grants, and Sustainability
Budget Account #:
Form 1
Community Services Administration and

Sustainability
601, 602, 609
The Community Services Department (CSD) coordinates a broad

range of services through five divisions, 15 facilities and numerous
programs; and administers Community Grants. The Sustainability
Office acts as a corporate and community technical resource for
sustainable practices and projects; helping the City become a
champion in environmental, economic, and socio-cultural
sustainability.
The Low-flow Toilet Rebate program has replaced just under 4,600
toilets since May 2012, saving approximately 350,200 litres of
water each year.
Highlights:
The 2017 budget includes: a $20,000 increase to Investment
Grants in response to growing demand and an anticipated $50,000
Service Grant to the Peterborough Agricultural Society (Report
CAO15-013, dated April 27, 2015). Based on Report
CSD15-023, the Budget Committee approved a $20,000 service
grant to Artspace in 2016 with an additional $15,000 in 2017. The
Sponsorship budget has been increased by $20,000 to support
City contributions to: Peterborough Husky's Sledge Hockey
International Tournament awarded for 2017; anticipated 150th
Anniversary Sponsorship opportunities and other emergent
opportunities. The budget also includes a request for dedicated
Special Events Coordinator position. The position would help
prepare bids for Sports, Recreation, and Cultural conferences and
tournaments; and would serve as a resource to coordinate and
organize such events as economic development opportunities.
With the adoption of the Climate Change Action Plan, 2017 will be
the transition year from planning to implementation the climate
change actions to meet both Corporate as well as the community
greenhouse gas reduction targets.
Built in 2016, the Kinsmen Rooftop Solar project began generating
renewable energy on September 1, 2016.
$21,000
$21,000
2016
(Forecast)
$19,000
Investment
$210,000
$210,000
$212,000
Service
$762,612
$913,924
$922,012
Capital
$200,000
$150,000
$100,000
$50,000
$15,000
$30,000
$1,243,612
$1,289,134
$1,283,012
86
92
88
CSD - Grants
Project
Special One Time

Total
Number of Organizations
The $50,000 allocation in the Sustainability Operating Budget for

the Low-Flow Toilet Rebate Program will continue to be funded
from the Waste Water Reserve Fund. The budget also includes a
"below the line" request for a sustainability support position.
- 90 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Community Services Administration

Expenditures
Personnel
441,665
441,846
550,106
24.6%
108,442
Contractual
63,776
68,776
68,676
7.7%
4,900
Materials, Supplies
Other Transfers
Revenues
Sewer surcharge
NET REQUIREMENT
112,700
113,200
114,900
2.0%
2,200
1,111,646
1,143,436
1,146,777
3.2%
35,131
12,900
12,670
12,900
0.0%
1,742,687
1,779,928
1,893,359
8.6%
150,673
46,340
46,340
96,340
107.9%
50,000
50,000
50,000
-100.0%
-50,000
96,340
96,340
96,340
0.0%
1,646,347
1,683,588
1,797,019
9.2%
150,673
- 91 -
- 92 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Recreation Facilities and Programs

Expenditures
323,785
326,779
326,220
0.8%
Recreation Facilities and Program Delivery
1,498,344
1,506,579
1,521,442
1.5%
23,098
Peterborough Sport and Wellness Centre
2,751,253
2,607,812
2,634,250
-4.3%
-117,003
4,573,381
4,441,170
4,481,912
-2.0%
-91,469
Marina
330,500
330,700
336,531
1.8%
6,031
526,096
513,991
526,584
0.1%
488
2,689,576
2,613,385
2,634,250
-2.1%
-55,326
3,546,172
3,458,076
3,497,365
-1.4%
-48,807
-6,715
972,248
61,677
-3,921
992,588
-5,573
-10,311
994,858
0
53.5%
2.3%
-100.0%
-3,595
22,610
-61,677
1,027,209
983,094
984,547
-4.2%
-42,662
Marina
2,436
Revenues
Net Requirements
Marina
- 93 -
Form 1
Department:
Community Services
Activity Name:
Division:
Recreation
Budget Account #:
101- 681, 683, 684, 685, 686, 687, 689, 690,

691, 692, 695, 671, & 673
This budget supports the staffing, planning, advertising, delivery,
supervision and evaluation of the Recreation Division
Administration programs and services, including: community
development/assistance activities; community gardens; facility
management; direct delivery programs/instructional sports; special
event projects; recreation fee subsidy program; summer aquatics
program; Junior Parks; volunteer initiatives; youth centres;
Peterborough Youth Commission/Council; Elderly Persons Centre
grants to senior centres; sport field permitting; and the operations
of West 49 Skateboard Park, picnic sites at Beavermead, Nicholls
Oval and Jackson Park; operation of the Peterborough Marina; and
oversight of Beavermead Campground.

Recreation Program
Statistics
Subsidy
2014
2015
1,850
2016
(Forecast)
1,958
1,900
426,625
426,652
426,700
Junior Parks
1,194
944
950
Instructional Sports
1,700
1,992
2,000
971
840
800
2,825
2,603
2,700
19,900
17,276
17,300
Permitting
Get REAL Drop-In Centres

Downtown Youth Space
Highlights:
Summer Aquatics
The following are key factors affecting the 2017 budget:
Marina Seasonal
65
65
65
Marina Transient
480
542
550
The Millennium Park Boathouse activity has been transferred to the

Property Management Division (PMD), with the exception of the
Special Event Monitor position, which is transferred to the
Permitting Activity. The Downtown Youth Space Coordinator
position became unionized during 2016. With CAO approval, the
part-time Recreation Secretary position moved to full time during
2016, with the expense being accommodated within the approved
budget. Revenue from Employment Ontario to subsidize seasonal
youth employees is no longer available.
- 94 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Recreation Facilities and Programs

Expenditures
Personnel
810,204
809,203
823,726
1.7%
13,522
Contractual
436,053
435,923
459,222
5.3%
23,169
Materials, Supplies
201,970
201,070
198,670
-1.6%
-3,300
144,200
152,180
137,100
-4.9%
-7,100
Fees
Other Transfers
19,250
23,774
23,874
24.0%
4,624
109,532
109,532
112,000
2.3%
2,468
9,000
9,800
10,300
14.4%
1,300
12,850
12,806
12,700
-1.2%
-150
84,000
84,000
75,000
-10.7%
-9,000
Recoveries
-4,930
-4,930
-4,930
0.0%
1,822,129
1,833,358
1,847,662
1.4%
25,533
Rentals
Revenues
Ontario grants
NET REQUIREMENT
13,637
15,813
13,200
-3.2%
-437
842,959
828,878
849,915
0.8%
6,956
856,596
844,691
863,115
0.8%
6,519
965,533
988,667
984,547
2.0%
19,014
- 95 -
Form 1
Department:
Community Services
Activity Name:
Division:
Recreation
Budget Account #:
101-696
The Peterborough Sport and Wellness Centre (PSWC) is a leisure
recreational complex that offers community recreational programs
and services. The PSWC includes features such as; leisure and
therapy pools, exercise studio, fitness centre, three gymnasiums,
multi-purpose meeting rooms, and a youth room. In addition to
serving the City of Peterborough and surrounding communities, the
PSWC serves the full time student population at Fleming College Sutherland Campus and the Seneca College - Aviation Campus,
and is home to the Fleming College Varsity teams, The Fleming
Knights. These student groups are serviced in partnership between
the City of Peterborough, Fleming College and the Fleming College
Student Administrative Council.
Highlights:
The 2017 Peterborough Sport and Wellness Centre program
model will include a holistic-focused model, designed to increased
public access to a larger variety of programs and service a greater
variety of needs. New program areas will include nutrition, gentle-fit
senior classes, new adult fitness programs, social groups, child and
youth opportunities, and a review of personal training.
New cleaning service contract and a new food service contract will
be introduced in 2017, following the completion of our current
contract dates and terms.
A new membership engagement survey will be introduced in 2017,
providing the PSWC staff with a continuous satisfaction evaluation,
allowing the gathering of real-time, constructive feedback from
PSWC membership.
Utility Meters were re-calibrated in 2015, which reflected a

decrease in overall hydro use. The 2017 budget reflects this
reduction.

New Initiatives - 2017
- Replacement of 10 Cardio Spin Bikes
- New partnerships with local non-profits, with focus on educational
workshops
- Creation of PSWC Wear and Gear, to enhance visual presence
in the community
- Re-development of program guides, with increase advertising
space for local partners
- Increase availability of the pool for rentals, and partner with local
sport organizations
- Introduction of staff uniforms to assist members and public in
identifying staff
$1,199,000
$1,175,000
2016
(Forecast)
$1,250,000
$31,145
$29,500
$32,000
Public Swims
$122,333
$124,000
$129,500
Child and Youth
$179,005
$183,200
$177,250
Member Scans
216,953
220,000
178,750
Swim Lessons
$218,600
$229,500
$229,500
Peterborough Sport &

Wellness Centre Statistics
Membership Sales
Day Passes
- 96 -
2014
2015
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
1,746,133
1,746,165
1,749,349
0.2%
3,217
Contractual
530,426
405,672
433,473
-18.3%
-96,953
Materials, Supplies
107,450
95,750
89,750
-16.5%
-17,700
192,700
187,500
187,750
-2.6%
-4,950
Fees
24,667
21,725
21,715
-12.0%
-2,952
Other Transfers
35,000
35,000
35,000
0.0%
20,577
17,500
18,713
-9.1%
-1,864
1,000
2,750
2,750
175.0%
1,750
New Equipment
3,300
5,750
5,750
74.2%
2,450
90,000
90,000
90,000
0.0%
2,751,253
2,607,812
2,634,250
-4.3%
-117,003
Revenues
Ontario grants
5,000
-100.0%
-5,000
Canada grants
5,000
-100.0%
-5,000
2,679,576
2,613,385
2,634,250
-1.7%
-45,326
2,689,576
2,613,385
2,634,250
-2.1%
-55,326
61,677
-5,573
-100.0%
-61,677
NET REQUIREMENT
- 97 -
- 98 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Arts, Culture and Heritage Administration
216,297
203,544
218,798
1.2%
2,501
Heritage Preservation Office
403,734
403,734
452,738
12.1%
49,005
PACAC
16,300
16,300
16,500
1.2%
200
Museum
837,133
834,132
858,937
2.6%
21,804
Art Gallery
760,311
810,031
854,189
12.3%
93,878
2,901,647
2,690,140
2,958,377
2.0%
56,730
5,135,421
4,957,881
5,359,540
4.4%
224,119
Library
Revenues
7,600
6,900
1,950
-74.3%
-5,650
PACAC
16,300
16,300
16,500
1.2%
200
Museum
203,508
200,514
206,183
1.3%
2,675
Art Gallery
315,500
303,753
338,107
7.2%
22,607
Library
276,828
260,132
269,200
-2.8%
-7,628
819,736
787,599
831,940
1.5%
12,204
216,297
396,134
633,625
444,811
2,624,819
203,544
396,834
633,618
506,278
2,430,008
218,798
450,788
652,754
516,082
2,689,177
1.2%
13.8%
3.0%
16.0%
2.5%
2,501
54,655
19,129
71,271
64,358
4,315,685
4,170,282
4,527,600
4.9%
211,915
Net Requirements
Arts, Culture and Heritage Administration
Museum
Art Gallery
Library
- 99 -

Department:
Community Services
Activity Name:
Division:
Arts, Culture And Heritage
Budget Account #:
The Arts, Culture and Heritage Division is responsible for: the
provision of arts, culture, heritage and immigration activities, the
Municipal Cultural Plan, cultural facilities, services and resources.
The Heritage Preservation Office (HPO) is responsible for: the
Heritage Property Tax Relief Program (HPTRP); heritage
designation; archaeological investigations; supporting PACAC,
Doors Open and preserving the Citys built heritage. The HPO
advises Council, and liaises with staff on issues relating to built
heritage.
Highlights:
In 2017, the Arts Culture and Heritage Administration operating
budget includes:
HPTRP New Properties
ACH Administration and Heritage Preservation

Office
606, 607, 676
the New Canadians Centre's efforts to support Syrian Refugees;

Staff joining the local Refugee Resettlement Task Force and the
Ontario Syrian Refugee Resettlement Secretariat's Municipal
Update calls;
The City received funding from Ministry of Citizenship, Immigration
and International Trade to redesign and update the City's
Immigration Portal;
Updated and expanded data for mapping of cultural assets.
Participation in the Bethune Street Reconstruction design.
Update of Designated Property Documentation.
Introduction of Heritage Permit process.
Register of eligible heritage properties to Council for approval.
Arts Culture and
Heritage Statistics
New Designations
The Heritage Research & Special Events Coordinator becoming

full-time as an under the line request.
Form 1
2014
2015
2016
(Forecast)
HPTRP - Renewals
19
HPTRP Property Inspections
75
78
79
2,248
1,500
2,500
Doors Open Attendance
Divisional accomplishments in 2016 include:
Archaeological Assessments
City named the Community Partner of the Year by the New

Canadians Centre
Heritage Conservation District adopted by Council
Two Public Art projects completed - the second Hunter Street
Bridge arch and the first DBIA mural
Initiation of the UN Peacekeeper Monument in the Urban Park
Members of the Public Art Advisory Committee appointed
The creation of the Municipal Coordinating Committee to assist
Support of Corporate Projects
Public Art - Completed Projects
Public Art - Projects Initiated
Public Art - Conservation
- 100 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
ACH Administration
Expenditures
Personnel
310,706
310,707
310,772
0.0%
66
Contractual
50,900
50,400
101,575
99.6%
50,675
Materials, Supplies
52,620
40,366
52,780
0.3%
160
2,000
2,000
2,040
2.0%
40
Fees
210,000
210,000
210,000
0.0%
New Equipment
1,800
1,800
1,800
0.0%
8,305
8,305
9,070
9.2%
765
636,331
623,578
688,037
8.1%
51,706
4,000
3,800
-100.0%
-4,000
Tax Write-offs
Revenues
Canada grants

NET REQUIREMENT
4,100
3,600
2,450
-40.2%
-1,650
15,800
15,800
16,000
1.3%
200
23,900
23,200
18,450
-22.8%
-5,450
612,431
600,378
669,587
9.3%
57,156
- 101 -
Form 1
Department:
Community Services
Activity Name:
Museum
Division:
Budget Account #:
101-621, 623, 624, 625, 626, 627
As an integral part of the collective memory of the community, the
Peterborough Museum & Archives shall preserve, present and
promote the heritage and culture of Peterborough and area, and
also provide other significant heritage programs for the education
and enjoyment of both visitors and residents.
Highlights:
The 2017 operating budget of the Museum reflects the revised
estimate of anticipated heating and utility costs; and staffing
compensation increases.

The Museums Key Performance Indicators reflect its 5-Year Plan
Accommodation Objectives (2012-2017), as approved by the
Museum & Archives Advisory Committee (Report MAAC12-005).
2. Preservation of Collections:
- 10,000 collection database records were created, updated or
enriched
- 200 artifacts cleaned and housed for storage
3. Access to Collections:
- 850 external researchers received one-on-one assistance and
were provided with digital scans of archival documents
- 500 artifacts were interpreted through 49 long-term display cases
- 10 temporary gallery exhibitions and 2 displays
4. Fleming College Partnership:
- 80 heritage professionals-in-training were mentored while working
with 150 artifacts.
5. Community Relations:
- 125 patrons enjoyed 2 theatre performances
- 5,200 patrons viewed 28 international film screenings
- 135 volunteers gave 3,800 hours of unpaid service
Museum Performance: Key Performance Indicators 2016

(estimates, based upon 2015 actuals)
1. Visitor Experience:
- 1,800 children enriched their education through 70
curriculum-linked programs; 800 children were subsidized
- 12,500 patrons engaged in 280 events; 30 events were free,
family drop-ins
- 14,000 visitors experienced the exhibition galleries during 2,540
open hours
- 102 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Museum
Expenditures
Personnel
547,925
550,495
558,758
2.0%
10,833
Contractual
100,700
98,700
115,700
14.9%
15,000
Materials, Supplies
112,800
108,730
109,050
-3.3%
-3,750
51,500
52,000
54,000
4.9%
2,500
Fees
6,970
6,970
6,969
0.0%
-1
7,237
7,237
7,460
3.1%
223
15,000
15,000
12,000
-20.0%
-3,000
Recoveries
-5,000
-5,000
-5,000
0.0%
837,133
834,132
858,937
2.6%
21,804
Revenues
Ontario grants
45,433
45,433
45,433
0.0%
Canada grants
21,477
20,814
20,850
-2.9%
-627
136,598
134,267
139,900
2.4%
3,302
203,508
200,514
206,183
1.3%
2,675
633,625
633,618
652,754
3.0%
19,129
NET REQUIREMENT
- 103 -
Form 1
Department:
Community Services
Activity Name:
Art Gallery
Division:
Budget Account #:
401-810, 820, 830
The Art Gallery of Peterborough (AGP) is dedicated to exhibiting
and collecting contemporary Canadian art. The exhibitions and
programs developed are supported by publications, lectures and
educational opportunities. Funds are generated from government
grants, memberships, donations, sponsorships, touring exhibits
and the Gallery Shop.
Highlights:
Art Gallery Statistics

In 2016 the AGP:
Was awarded $440,000 from Culture Spaces, Canadian Heritage
as a contribution to the Facility Upgrade Project, 2015.
Developed a Five Year Strategic Plan.
Applied for our second term of Multi-year Operation Funding from
both the Ontario Arts Council and the Canada Council for the Arts.
Presented a major exhibition funded by the Museum Assistance
Program,Canadian Heritage, launching a tour with publication
available in English, French and Anishinaabe, one of three touring
AGP exhibits.
2016
(Forecast)
General Art Gallery Attendance
4,671
10,000
Touring Exhibit Attendance
8,775
5,000
Kawartha Autumn Studio Tour KAST
9,930
10,000
23,376
25,000
Adult Workshops and Activities
1,122
800
Child and Youth Education
1,186
1,500
557
1,000
2,865
3,300
AGP Touring Exhibits Booked
Number of On Site Exhibitions
15
13
Number of Artists Exhibited
91
63
86
95
1,075
3,500
Events, Donations, Sponsorships, Interes
$75,881
$64,650
Education Programs and KAST
$19,689
$38,200
$4,715
$5,500
$25,653
$40,000
$131,100
$131,100
Federal and Provincial Project Grants
$49,370
$94,595
Touring Exhibitions
$24,900
$13,000
$331,308
$387,045
Activities and Participation
Attendance at Exhibitions
Family Day
The AGP Board of Directors will be activating the new AGP
Strategic Plan 2016-21.
In 2017, the AGP is presenting key exhibitions which mark in their
own context and/or celebrate the 150th anniversary of Canada.
These exhibits and parallel programming will be developed in
partnership with other arts organizations, collectives and
independent artists. External funding is being sought to support
these initiatives.
2015
Attendance at Education Activities
Number of Publications
Volunteers
Volunteer Hours
Fundraising and Subsidies
Memberships
Gallery Shop and Publications
Federal and Provincial Operating Grants
Total Earned and External Funding
Note: In 2015 the AGP was periodically closed for facility issues. We
temporarily relocated staff and programs to an offsite location and the
Permanent Collection to fine art storage. Lower activity and attendance
- 104 figures
in 2015 are due to these issues.
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Art Gallery
Expenditures
Personnel
478,111
485,846
501,398
4.9%
23,287
Contractual
159,450
196,741
199,691
25.2%
40,241
Materials, Supplies
46,100
54,850
65,450
42.0%
19,350
19,000
20,000
25,000
31.6%
6,000
Fees
46,150
41,094
48,400
4.9%
2,250
1,250
0.0%
1,250
11,500
11,500
13,000
13.0%
1,500
760,311
810,031
854,189
12.3%
93,878
Revenues
Ontario grants
62,000
60,975
59,100
-4.7%
-2,900
Canada grants
86,500
83,128
90,007
4.1%
3,507
3,000
3,000
3,000
0.0%
163,500
156,150
185,500
13.5%
22,000
500
500
500
0.0%
315,500
303,753
338,107
7.2%
22,607
444,811
506,278
516,082
16.0%
71,271
Rentals

Investment Income
NET REQUIREMENT
- 105 -
Form 1
Department:
Community Services
Activity Name:
Library
Division:
Arts, Culture And Heritage
Budget Account #:
601-961, 963

Library Usage
2015
2016
(Forecast)
3,648
3,578
The Peterborough Public Library is our communitys connection to

a world of resources which inform, inspire, and enlighten.
Hours Open
Highlights:
Circulation
620,665
650,000
The Librarys 2017 budget reflects some internal rationalization to

adjust revenues and expenditures based on 2015 year end and
2016 actuals. It also includes some increases to training which
supports the Form 13 "Below the Line" service enhancements
endorsed by the Library Board pending confirmation of funding
including: a pilot project to introduce a security service solution and
an increase to the overall hours of operation.
Collection
143,923
145,000
The Library moves back to the Aylmer Street location in 2017,

which will result in increased revenues from room rentals. Due to
having a new building, repairs and maintenance have decreased at
the Main branch, but have increased at the Delafosse Branch due
to its age.
Collection Value
$2,499,860 $2,500,000
Members
20,324
22,000
Reference Inquiries
22,833
25,000
Program Attendance
9,688
2,000
41
32
4,674
6,528
142,211
139,524
338,547
340,000
35,800
36,000
Electronic Subscriptions
Electronic Subscriptions
Sessions/Login
E Subscriptions
Views/Downloads/Streaming
Web Site Usage Individual
Sessions
Public Internet Individual Sessions
- 106 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Library
Expenditures
Personnel
2,178,189
1,972,444
2,228,660
2.3%
50,471
143,100
150,997
144,107
0.7%
1,007
Materials, Supplies
41,850
35,050
41,800
-0.1%
-50
30,750
23,626
30,750
0.0%
Fees
18,055
18,055
18,056
0.0%
2,000
2,265
2,000
0.0%
Contractual
New Equipment
12,700
12,700
18,000
41.7%
5,300
475,003
475,003
475,003
0.0%
2,901,647
2,690,140
2,958,377
2.0%
56,730
132,806
132,806
132,806
0.0%
117,050
100,154
84,000
-28.2%
-33,050
25,422
0.0%
25,422
Unclassified revenue
200
0.0%
26,972
26,972
26,972
0.0%
276,828
260,132
269,200
-2.8%
-7,628
2,624,819
2,430,008
2,689,177
2.5%
64,358
Revenues
Ontario grants
Contributions from FRMP Capital levy Reserve
NET REQUIREMENT
- 107 -
- 108 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Arenas
Expenditures
Northcrest Arena
Kinsmen Arena
Evinrude Centre
Memorial Centre
401,934
858,677
1,343,771
2,508,626
402,568
858,678
1,344,636
2,512,696
425,086
970,221
1,476,962
2,504,013
5.8%
13.0%
9.9%
-0.2%
23,153
111,544
133,191
-4,613
5,113,009
5,118,578
5,376,283
5.1%
263,274
269,300
813,000
1,329,694
2,416,622
275,536
813,000
1,331,994
2,416,622
274,900
819,250
1,334,444
2,298,627
2.1%
0.8%
0.4%
-4.9%
5,600
6,250
4,750
-117,995
4,828,616
4,837,152
4,727,221
-2.1%
-101,395
132,634
45,677
14,077
92,004
127,032
45,678
12,642
96,074
150,186
150,971
142,518
205,386
13.2%
230.5%
912.4%
123.2%
17,553
105,294
128,441
113,382
Revenues
Northcrest Arena
Kinsmen Arena
Evinrude Centre
Memorial Centre
Net Revenues Before Debt Charges
Northcrest Arena
Kinsmen Arena
Evinrude Centre
Memorial Centre
284,393
281,426
649,062
128.2%
364,669
278,749
947,142
278,749
947,142
0
947,142
-100.0%
0.0%
-278,749
0
1,225,891
1,225,891
947,142
-22.7%
-278,749
1,510,284
1,507,317
1,596,204
5.69%
85,920
Arena Debt Charges
Evinrude Centre
Memorial Centre
Total Debt Charges
Net Requirement
- 109 -
Form 1
Department:
Community Services
Activity Name:
Division:
Arenas
Budget Account #:
The Arena Division provides a wide range of programming and
events that appeal to all members of the community and encourage
tourist visits. The Division strives to efficiently manage all facilities
and maximize use by providing affordable and attractive facilities
that staff and the community can be proud of, resulting in an
increase of event organizers choosing Peterborough for their
events.
Highlights:
The Division continues a proactive approach in 2017 by
strengthening our relationship with agents, promoters and event
organizers with a goal of increasing the number of special events
held in Arena facilities.
Operations at Northcrest Arena continue to stabilize as a result of
the sand floor base installed in the 2013/14 winter season, although
maintenance costs of the aging facility increase.
- Peterborough Memorial Centre Events: 114

- Morrow Building Events: 107
- Evinrude Centre and Kinsmen Civic Centre Events: 138
- Tournaments: 28
- Sports Camps and Schools (multi day/week events): 11
- Ticketed Events Sold Through PMC Box Office: 63
- Tickets Sold Through PMC Box Office: 164,670
- Public Skating Attendance: 10,396
Fall-Winter
Ice Usage
Prime Hours
Rented
% of Prime
Hours Rented
Non-Prime
Hours Rented
% Non- Prime
Hours Rented
% Prime Hrs
for Youth
Salary allocation percentages have been adjusted as a result of

revising job descriptions for the Non-Union Memorial Centre
positions. Realignment of allocation percentages affected all
arenas, most having a low net affect. Kinsmen shows the greatest
change as a result of administrative staff allocation and increased
Weekend Foreman allocation.

2016 Projections
- Total Hours Rented On Ice Pads: 16,659.5
Memorial Centre, Evinrude, Kinsmen,

Northcrest
632, 633, 634, 635, 636, 637, 642, 645, 652,
655, 662, 665, 693
- 110 -
Evinrude
Atom Pad
Evinrude
IGA Pad
Kinsmen
PCCHL
Pad
Kinsmen
PGHA
Pad
Northcrest Memorial
Arena
Centre
1,685
1,757
1,649
1,568
1,437
1,610
84%
88%
82%
78%
72%
80%
561
733
428
480
170
658
36%
47%
27%
31%
11%
42%
91%
91%
89%
92%
92%
79%
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Arenas
Expenditures
Personnel
3,061,832
3,061,832
3,119,608
1.9%
57,776
Contractual
1,377,242
1,378,107
1,486,780
8.0%
109,538
Materials, Supplies
179,040
179,675
183,240
2.3%
4,200
441,367
441,367
467,551
5.9%
26,184
1,154,891
1,154,891
947,142
-18.0%
-207,749
Fees
69,250
69,250
65,150
-5.9%
-4,100
23,105
23,105
23,809
3.0%
704
32,173
36,242
30,145
-6.3%
-2,028
6,338,900
6,344,469
6,323,425
-0.2%
-15,475
4,828,616
4,837,152
4,727,221
-2.1%
-101,395
4,828,616
4,837,152
4,727,221
-2.1%
-101,395
1,510,284
1,507,317
1,596,204
5.7%
85,920
Debt Charges
Revenues
NET REQUIREMENT
- 111 -
- 112 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Social Assistance
Expenditures
Ontario Works Administration and Employment Services
Ontario Works Mandatory Benefits
Discretionary Benefits
Homemakers and Nurses
Housing and Homelessness
Addiction Services
Revenues - County Contribution


Addiction Services
Revenues - Provincial & Other

Addiction Services
Net Requirements
Addiction Services
11,625,547
33,736,000
1,788,390
100,000
4,119,124
603,127
11,544,466
32,196,000
1,778,990
100,000
4,169,124
603,126
11,447,794
33,082,000
1,848,000
100,000
4,097,972
585,966
-1.5%
-1.9%
3.3%
0.0%
-0.5%
-2.8%
-177,753
-654,000
59,610
0
-21,152
-17,161
51,972,188
50,391,706
51,161,732
-1.6%
-810,456
769,641
334,428
57,476
4,554
230,023
14,456
762,749
320,798
59,266
4,000
230,023
14,456
737,747
160,916
60,056
4,000
204,000
9,654
-4.1%
-51.9%
4.5%
-12.2%
-11.3%
-33.2%
-31,894
-173,512
2,580
-554
-26,023
-4,802
1,410,578
1,391,292
1,176,373
-16.6%
-234,205
7,125,141
31,812,662
1,112,357
80,000
3,414,500
518,091
7,084,691
30,360,184
1,101,167
80,000
3,464,500
518,091
7,120,785
32,161,892
1,119,902
80,000
3,389,871
529,176
-0.1%
1.1%
0.7%
0.0%
-0.7%
2.1%
-4,356
349,230
7,545
0
-24,629
11,085
44,062,751
42,608,633
44,401,626
0.8%
338,875
3,730,765
1,588,910
618,557
15,446
474,601
70,580
3,697,026
1,515,018
618,557
16,000
474,601
70,579
3,589,262
759,192
668,042
16,000
504,101
47,136
-3.8%
-52.2%
8.0%
3.6%
6.2%
-33.2%
-141,503
-829,718
49,485
554
29,500
-23,444
5,583,733
-14.1%
-915,126
- 113 -
6,498,859
6,391,781
Form 1
Department:
Community Services
Activity Name:
Social Assistance and Homelessness
Division:
Social Service
Budget Account #:
521, 525, 527, 532, 539, 546, 555, 557, 563,

564, 577
To provide for personnel and other client program costs to deliver
Financial Assistance, Employment Services, Homemakers
Services and Homelessness Intervention. Eligible residents
receive help with costs of food, shelter, clothing and health related
items, as well as job search and skills training.
Highlights:
The Provincial upload of social assistance benefit costs continues.
In 2017, benefits will be cost shared 97.2% by the Province and
2.8% by municipalities. As a result, the net municipal social
assistance budgets are decreasing. Caseloads are slowly
decreasing in 2016 as more people are finding employment and
leaving OW. The gross cost per case has increased by 0.9% due
to benefit enhancements announced by the Province.
In 2012 the Province introduced a new funding model for
discretionary benefits capping the provincial contribution of their
share to a maximum $10 per case per month. Since then there has
been significant municipal contribution to try to maintain some of
the previous benefits through a combination of reserves and tax
base. One area of significant pressure continues to be dentures
with the budget often being exhausted within the first few months of
the year. The 2017 budget includes an increase in the City
Discretionary Benefits line of $74,485, $50,000 of this for Dentures.
This takes the total City budget for Dentures to $150,400. $25,000
of this increase will be paid for from a draw from the Social
Assistance reserve. An additional $10,000 has also been added to
the County Discretionary benefits budget. This should either
eliminate or significantly shorten the wait list in 2017.
On October 3, 2016 the Province announced the City's Community

Homelessness Prevention Initiative (CHPI) funding allocation for
2017-2018, increasing fiscal funding from $3,314,500 to
$3,347,645, adding $24,858 to our 2017 budget beginning April 1
2017. This funding will be used for Housing First programming. To
continue to support the need to help people obtain or retain
housing, Council approved an additional $100,000 in 2016 and
onward for the Municipal Rent Supplement Program as per Report
CSSS16-002 Budget Update Related to Housing Stability and
Rent Supplements dated March 29, 2016. $20,000 of the
additional $100,000 has been added to the Housing First rent
supplement program under the CHPI budget, and the rest is part of
the Housing Choice program administered through the Housing
Division. To sustain 2015 levels and allow for some cost of living
increases, an additional $50,513 draw from the City reserve is
proposed. The Consolidated Service Manager Agreement
currently caps the County contribution to homelessness at
$204,000.

* This chart includes City and County figures.
Social Assistance
Statistics
OW Caseload
Gross OW Monthly Cost per Case

# of Issuances of HSF for OW &
ODSP Clients
Shelter Days of Care Provided
- 114 -
2015
3,888
2016
2017
(Forecast)
3,962
3,888
$671.82
$697.49
$704.33
3,025
3,100
3,100
23,034
23,917
23,917
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Social Assistance
Expenditures
Personnel
8,068,607
8,068,606
8,100,311
0.4%
31,704
Contractual
41,679,349
40,063,379
40,847,512
-2.0%
-831,837
114,310
123,000
126,000
10.2%
11,690
20,000
20,000
20,000
0.0%
278,095
278,095
278,095
0.0%
6,894
6,894
9,892
43.5%
2,998
1,000,785
1,050,785
1,008,471
0.8%
7,686
34,000
34,000
34,000
0.0%
Rentals
640,000
615,000
620,000
-3.1%
-20,000
167,080
168,880
175,740
5.2%
8,660
Recoveries
-36,932
-36,933
-58,289
57.8%
-21,357
51,972,188
50,391,706
51,161,732
-1.6%
-810,456
43,284,965
41,811,757
44,091,113
1.9%
806,148
1,410,578
1,391,292
1,176,373
-16.6%
-234,205
589,080
578,080
235,000
-60.1%
-354,080
161,814
191,814
75,513
-53.3%
-86,301
26,892
26,982
-100.0%
-26,892
45,473,329
43,999,925
45,577,999
0.2%
104,670
6,498,859
6,391,781
5,583,733
-14.1%
-915,126
Materials, Supplies
Debt Charges
Fees
New Equipment
Revenues
Ontario grants
NET REQUIREMENT
- 115 -
- 116 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Children's Services
Expenditures
Children's Services Administration
Directly Operated Child Care
Early Learning
Ontario Early Years Child and Family Centres
Social Assistance Restructuring


Early Learning

Early Learning
Ontario Early Years Child and Family Centres
Net Requirements
Early Learning
701,009
1,772,286
10,312,889
71,624
141,686
701,032
1,679,991
11,159,004
141,685
663,422
1,978,947
11,254,490
71,371
141,686
-5.4%
11.7%
9.1%
-0.4%
0.0%
-37,587
206,661
941,601
-253
0
12,999,495
13,681,712
14,109,917
8.5%
1,110,422
62,977
122,854
312,342
24,087
62,983
102,461
312,342
24,087
57,779
131,955
312,342
24,087
-8.3%
7.4%
0.0%
0.0%
-5,198
9,101
0
0
522,260
501,873
526,163
0.7%
3,903
476,093
1,389,136
9,197,382
71,624
476,093
1,314,017
10,043,497
0
459,434
1,512,464
10,138,983
71,371
-3.5%
8.9%
10.2%
-0.4%
-16,659
123,328
941,601
-253
11,134,235
11,833,607
12,182,252
9.4%
1,048,017
161,939
260,296
803,165
117,599
161,956
263,513
803,165
117,598
146,209
334,528
803,165
117,599
-9.7%
28.5%
0.0%
0.0%
-15,730
74,232
0
0
1,343,000
1,346,232
1,401,502
4.4%
58,502
- 117 -
Form 1
Department:
Community Services
Activity Name:
Children's Services
Division:
Social Services
Budget Account #:
101-501, 503, 505, 508, 509, 511, 517
To provide for personnel and other support costs to deliver
Childrens Services. Fee subsidy to eligible families, operating
grants to licensed child care providers and Special Needs
resources results in quality care for children and allows families to
attend to their employment and training needs.
Highlights:
In 2017, there continues to be an increase in licensed child care
spaces in the City and the County, primarily due to growth of before
and after school programs. However the increases will not affect
the cost share; it remains at 72%/28% in 2017.
The Ministry of Education allocation for child care is expected to
remain the same as what was received in 2016. $200,000 of the
unconditional grant has been budgeted for continued Early
Learning transition, leaving $174,894 of this grant for future years.
The Municipal Child Care program has partially offset rising costs
by budgeting an average 2.1% increase in parent fees. Costs have
increased for the Municipal Child Care program primarily due to:
a) The implementation of the new Child Care and Early Years Act
(CCEYA). In August, 2015 the Day Nurseries Act was replaced
with the CCEYA. This change resulted in the need to provide
additional staff to meet the increased staff: child ratios during rest
times. For the Municipal Child care centres, the increased staff:
child ratios became effective in February 2016 after the annual
licensing review took place; and
b) The anticipated move and small expansion of Pearson Child
Care early in 2017. Pearson Child Care will relocate to a new child
care facility at PCVS resulting in an increase of licensed spaces
from 26 to 39. Capital funding is available from the Ministry of

Education to Kawartha Pine Ridge Disctrict School board for the
required renovations to classrooms. The required playground
space will also be available to the neighbourhood after hours. The
expanded program will serve 15 toddlers and 24 preschoolers and
require 2.57 additional FTE to meet the required staff: child ratios.
The increase in licensed spaces will generate approximately
$112,622 in additional parent revenues and $126,743 in additional
expenditures primarily due to the increase in FTE. The County
contribution will be $66,435, an increase of $10,363 over 2016.
The City contribution will be $168,584, an increase of $34,780.
These increases include the costs of expansion as well as other
costs due to regulatory changes and general cost increases for
items such as food and general salary increases.
In 2017, the Province will begin the implementation of moving the
management of the Ontario Early Years Child and Family Centres
(OEYCFCs) to Municipalities. In 2017, the Data Analysis
Coordinator position, along with the provincial funding for the
position, officially moves to the City. To begin the required work of
looking at local needs, the position has been approved to be hired
in 2016, using reserves to cover the salary and benefits. The
balance of the program and the funding for OEYCFCs will be
transferred in 2018.

Children's Services
Children Served
1,647
2017
(Forecast)
1,755
1,775
Licensed Child Care Spaces
3,244
3,016
- 118 -
2015
2016
3,282
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Children's Services
Expenditures
Personnel
2,236,581
2,079,141
2,400,301
7.3%
163,721
Contractual
10,513,825
11,363,383
11,435,829
8.8%
922,004
Materials, Supplies
81,085
97,085
88,989
9.7%
7,904
24,341
24,341
19,853
-18.4%
-4,488
Fees
28,856
28,856
28,993
0.5%
136
Other Transfers
61,686
36,685
76,686
24.3%
15,000
89,800
89,800
91,596
2.0%
1,796
2,659
2,659
10,922
310.8%
8,263
Rentals
96,134
94,734
96,298
0.2%
164
19,528
20,028
20,450
4.7%
922
-155,000
-155,000
-160,000
3.2%
-5,000
12,999,495
13,681,712
14,109,917
8.5%
1,110,422
Revenues
Ontario grants
9,332,532
9,982,014
10,142,075
8.7%
809,543
Canada grants
48,503
108,000
108,000
122.7%
59,497
New Equipment
Recoveries

NET REQUIREMENT
522,260
501,873
526,163
0.7%
3,903
1,497,683
1,543,593
1,732,177
15.7%
234,494
255,517
200,000
200,000
-21.7%
-55,517
11,656,495
12,335,480
12,708,415
9.0%
1,051,920
1,343,000
1,346,232
1,401,502
4.4%
58,502
- 119 -
- 120 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Community Development Program

Expenditures


Net Requirements
864,161
869,866
692,677
-19.8%
-171,485
864,161
869,866
692,677
-19.8%
-171,485
159,533
171,993
164,054
2.8%
4,521
159,533
171,993
164,054
2.8%
4,521
548,300
548,175
345,000
-37.1%
-203,300
548,300
548,175
345,000
-37.1%
-203,300
183,623
17.5%
27,294
183,623
17.5%
27,294
156,328
156,328
- 121 -
149,698
149,698
Form 1
Department:
Community Services
Activity Name:
Division:
Social Services
Budget Account #:
101- 547
The Community Development Program (CDP) is the new name for
the Community Social Plan (CSP). This is being done to reflect the
growing scope of the Program that includes such projects: Healthy
Kids Community Challenge, Homemakers, Community Well Being
Plan, and the Seniors Portfolio. The CDP will continue to improve
the delivery of information, referrals, and support to enhance social
development and fill service gaps.
Highlights:
To guide the work of the Community Development Program and to
better define the municipal role to improve well being of individuals
and the community across the City and County of Peterborough, a
community well being planning process will be undertaken in 2017.
The process will build on a variety of strategic and master plans
including the anticipated revisions to the City's Official Plan, and
with input of the City, County, Townships, and First Nations. New
and different ways of engaging residents, including in person and
technological approaches will be used to identify priorities and
potential actions. The Canadian Index of Well Being is a framework
that will allow for the measurement of outcomes. $50,000 to fund
engagement training for staff, digital approaches and technology,
data gathering and additional staff time for the development of the
framework is funded through a draw on the existing CSP reserve.
Staff is proposing in 2017 that the CDP budget move back to being
funded 50/50 City/County, including funding support to
Peterborough Social Planning Council ($63,320), United Way
($34,490) and food security programs ($20,000). Funding to
Community Care Peterborough ($20,400) will continue to be
funded 100% by the City. The following draws on the CSP reserve
are planned: $5,000 for the Access to Recreation Project, $15,000

for this years contribution to the Healthy Kids Community
Challenge, and $50,000 for the Community Well being plan.
As part of the Seniors Portfolio, the Peterborough Council on Aging
will release the Age-friendly Plan for the City, County and both First
Nations in early 2017. This will be followed by an Age-friendly
Business Training Program. Significant strategies and ongoing
work will result from the Plan at the regional, municipal and
community levels.
The Homemakers Program continues to assist low-income
individuals, mostly seniors, in the City and County with light
housekeeping services. This is assisting these residents maintain
their residence so they may age in their homes. The dollar amount
is captured in the Social Assistance section.
The Healthy Kids Community Challenge is into the second year of
three year contract with the Ministry of Health and Long-Term Care.
The Ministry selects the themes and then local activities are
planned around these themes. Due to receiving Year 1 funding part
way through the Ministrys fiscal year much of the first $275,000
was actually spent January to March 2016. As a result the municipal
budget shows a significantly greater expense and revenue in 2016
as compared to 2017.

Individuals Assisted at County Drop-Ins

Senior Events Participants
Homemaker Clients
- 122 -
2015
450
2,000
69
2016
475
1,425
70
2017
(Forecast)
500
1,300
70
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
101,940
107,764
111,844
9.7%
9,903
Contractual
727,860
727,741
527,837
-27.5%
-200,023
1,200
1,200
1,000
-16.7%
-200
43,732
43,732
65,088
48.8%
21,356
Rentals
8,377
8,377
8,377
0.0%
6,600
6,600
6,600
0.0%
-25,548
-25,548
-28,069
9.9%
-2,521
864,161
869,866
692,677
-19.8%
-171,485
485,000
484,875
275,000
-43.3%
-210,000
159,533
171,993
164,054
2.8%
4,521
63,300
63,300
70,000
10.6%
6,700
707,833
720,168
509,054
-28.1%
-198,779
156,328
149,698
183,623
17.5%
27,294
Materials, Supplies
Recoveries
Revenues
Ontario grants

NET REQUIREMENT
- 123 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
2,287,292
2,268,421
2,317,227
1.3%
29,935
15,582,023
15,713,798
15,878,754
1.9%
296,731
Peterborough Airport
2,870,412
2,872,412
2,940,787
2.5%
70,375
Building Inspection and Protective Services
2,121,816
2,065,816
2,054,759
-3.2%
-67,057
22,861,543
22,920,447
23,191,527
1.4%
178,600
282,600
180,600
1.1%
2,000
10,992,507
11,150,535
11,251,477
2.4%
258,970
640,185
640,185
652,100
1.9%
11,915
1,684,000
1,681,000
1,608,727
-4.5%
-75,273
13,495,292
13,754,320
13,692,904
1.5%
2,108,692
1,985,821
2,136,627
1.3%
27,935
Housing
4,589,516
4,563,263
4,627,277
0.8%
37,761
2,230,227
2,232,227
2,288,687
2.6%
58,460
437,816
384,816
446,032
1.9%
8,216
9,366,251
9,166,127
9,498,623
1.4%
132,371
Planning, Geomatics / Mapping Administration

Housing
329,983
Revenues

Housing
Net Requirements
- 124 -
197,612
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Planning and Geomatics

Expenditures
Planning Administration
Geomatics / Mapping
1,625,040
1,606,313
1,631,900
0.4%
6,860
662,253
662,108
685,327
3.5%
23,074
2,287,292
2,268,421
2,317,227
1.3%
29,935
177,600
282,600
180,600
1.7%
3,000
-100.0%
-1,000
Revenues
Geomatics / Mapping
Net Requirements
Geomatics / Mapping
1,000
178,600
282,600
180,600
1.1%
2,000
1,447,440
661,253
1,323,713
662,108
1,451,300
685,327
0.3%
3.6%
3,860
24,074
2,108,692
1,985,821
2,136,627
1.3%
27,935
- 125 -

Department:
Activity Name:
Division:
Planning and Geomatics/Mapping
Budget Account #:
- To administer the processing of subdivision plans, zoning and
official plan amendments, and site plans.
- To administer the work of the Committee of Adjustment.
- To advise City Council and other boards, commissions and
departments on changes to the Official Plan, the comprehensive
Zoning By-law, and other planning documents.
- To research and monitor community planning and development
opportunities which includes conducting surveys and developing
consultation programs to assist in developing planning policy.
- To administer all municipal planning activities, including parks
planning.
- To administer the purchase and sale of municipal property.
- To administer the development of the Citys Industrial Parks and
Airport.
- To fulfill the leadership role within the City for spatial data
management, Geographic Information Systems (GIS) technology
and mapping services.
Highlights:
Major Work Program Highlights for the Planning and
Geomatics/Mapping (GM) Divisions in 2017 (subject to budget
approval):
Planning
1. Ongoing implementation of Central Area Master Plan strategies
and CIP programs.
2. Ongoing servicing for the Trent Research and Innovation Park.
3. Completion of Phase 1 construction for the Charlotte Street
Renewal and Louis Street Urban Park.
4. Adoption of New Official Plan
Form 1
Administration, Geomatics/Mapping, Property

Administration
101-751, 753
Geomatics/Mapping
4. Design and implement an Open Data solution.
5. Implement 2016 Capacity Planning recommendations for
software and hardware.
6. Public Works mapping application update/review.
7. Review and implement Amanda/GIS interface.
8. GIS web application software upgrade.

Major initiatives in 2016:
Planning
1. New Official Plan released.
2. Primary Gateway Welcome signage awarded.
3. Detailed design and engineering for Charlotte Street
upgrade/Urban Park completed.
4. Property acquisitions to support the Airport expansion and
corporate Capital program.
Geomatics/Mapping
5. Full system architecture redesign - Database, Servers, Cloud
Storage, VPN access.
6. Capacity Planning Tool Implementation (long term planning) System requirements, model performance.
7. Migration of Geospatial Applications and Interfaces to a
Centralized Core Geospatial Environment.
8. New Orthophotography.
- 126 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Planning and Geomatics

Expenditures
Personnel
1,646,537
1,646,518
1,658,282
0.7%
11,745
215,000
191,500
227,000
5.6%
12,000
Materials, Supplies
28,150
31,703
33,250
18.1%
5,100
27,605
28,700
28,695
3.9%
1,090
370,000
370,000
370,000
0.0%
2,287,292
2,268,421
2,317,227
1.3%
29,935
176,600
281,100
178,600
1.1%
2,000
2,000
1,500
2,000
0.0%
178,600
282,600
180,600
1.1%
2,000
2,108,692
1,985,821
2,136,627
1.3%
27,935
Contractual
Revenues
Sale of publications, equip
NET REQUIREMENT
- 127 -
- 128 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Housing
Expenditures
Housing Administration
1,034,973
1,032,748
996,144
-3.8%
-38,829
Peterborough Housing Corporation
3,424,000
3,424,000
3,557,000
3.9%
133,000
Rent Supplement Programs
1,678,150
1,678,150
1,758,250
4.8%
80,100
Non Profit and Native Housing Providers
6,871,500
6,871,500
6,979,320
1.6%
107,820
Housing Resource Centre
289,160
289,160
296,400
2.5%
7,240
Housing Access Peterborough
136,500
136,500
139,900
2.5%
3,400
Special Program Funding - DOOR
125,000
125,000
125,000
0.0%
2,022,740
2,156,740
2,026,740
0.2%
4,000
15,582,023
15,713,798
15,878,754
1.9%
Special Program Funding - IAH
296,731
Revenues
561,373
567,993
551,418
-1.8%
-9,955
2,191,200
2,196,560
2,281,012
4.1%
89,812
1,103,796
1,106,076
1,187,430
7.6%
83,634
4,758,542
4,767,458
4,843,997
1.8%
85,455
156,146
156,725
160,054
2.5%
3,908
73,710
73,983
75,826
2.9%
2,116

Special Program Funding - DOOR
Special Program Funding - IAH
Net Requirements
125,000
125,000
125,000
0.0%
2,022,740
2,156,740
2,026,740
0.2%
4,000
10,992,507
11,150,535
11,251,477
2.4%
473,600
1,232,800
574,354
2,112,958
133,014
62,790
464,755
1,227,440
572,074
2,104,042
132,435
62,517
444,726
1,275,988
570,820
2,135,323
136,346
64,074
-6.1%
3.5%
-0.6%
1.1%
2.5%
2.0%
-28,874
43,188
-3,534
22,365
3,332
1,284
4,627,277
0.8%
37,761
4,589,516
- 129 -
4,563,263
258,970
Form 1
Department:
Activity Name:
Housing
Division:
Housing
Budget Account #:
791, 792, 793, 794, 795, 796, 797, 798, 799,

800, 801, 802, 803, 804, 805, 806
The City of Peterborough is the provincially designated Service
Manager for a portfolio of approximately 2,000 social housing units
in the City and County. The portfolio is owned and managed by 18
non-profit organizations and Peterborough Housing Corporation
(PHC) for which the City is the sole shareholder. Social housing
operations are subsidized by the City and County. The City
delivers and manages new Affordable Housing Programs to
construct affordable rental housing, and assist low-income
households by providing loans and grants. Commitments and
targets are set out in the Ten Year Housing and Homelessness
Plan (2014 to 2024).
Highlights:
The Divisions budget is cost shared based on the Consolidated
Municipal Services Management Agreement (2014 to 2018)
between the City and County. The County's share is 54.5% in 2017
(54.2% in 2016).
The City is legislated to:
Maintain service levels (1,569 units which are rent
geared-to-income);
Calculate and pay annual social housing subsidies using
several funding formulas;
Manage a social housing waiting list (Housing Access
Peterborough);
Create local rules for social housing;
Conduct operational reviews for social housing; and,
Report to the Province on annual compliance.
The social housing portfolio has an assessed value of $124.2
million.
The City delivers new Affordable Housing Programs through

agreements with the Province. To use available funding the City
must:
Create a multi-year fiscal plan;
Decide how and when to use municipal incentives;
Deliver programs, and select projects for funding;
Report to the Province on the use of funding, and on
compliance.
The Affordable Housing Programs have resulted in over 230 loans
since 2004, at an approximate value of $40 million. These loans
have 10 to 35 year terms, upon which they are forgiven.
The Division has service contracts with the Community Counselling
and Resource Centre (Housing assistance through Rent
Supplement and Housing Stability), Habitat for Humanity
(Peterborough Renovates Program) and Housing Access
Peterborough (through PHC). The Division supports the work of the
Affordable Housing Action Committee (AHAC), their annual
publication (Housing is Fundamental) and periodic research
projects. In April 2016 Council approved an in-year increase of
$50,000 to support the Municipal Rent Supplement Program called
"Rent Choice". Council also endorsed an ongoing funding
commitment of $100,000 to Rent choice starting in 2017.
(CSSS16-002)

The need for affordable housing in the City and County is measured
annually as follows: households on the social housing waiting list
have increased by 35 households to 1,509; the average monthly
rent for a two-bedroom apartment has increased by 1% to $959
since 2015; and the vacancy rate is 3.7%, up from 2.9% indicating
that there are more vacant rental units in 2016 than in 2015.
- 130 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Housing
Expenditures
Personnel
691,923
691,923
697,609
0.8%
5,686
15,215,900
15,290,275
15,526,635
2.0%
310,735
3,000
2,500
3,000
0.0%
30,500
30,500
31,110
2.0%
610
20,700
18,600
20,400
-1.4%
-300
330,000
390,000
310,000
-6.1%
-20,000
-710,000
-710,000
-710,000
0.0%
15,582,023
15,713,798
15,878,754
1.9%
296,731
5,504,063
5,504,063
5,567,992
1.2%
63,929
5,316,404
5,340,432
5,506,445
3.6%
190,041
47,040
47,040
52,040
10.6%
5,000
125,000
259,000
125,000
0.0%
10,992,507
11,150,535
11,251,477
2.4%
258,970
4,589,516
4,563,263
4,627,277
0.8%
37,761
Contractual
Materials, Supplies
Recoveries
Revenues
Ontario grants

NET REQUIREMENT
- 131 -
- 132 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Expenditures
2,870,412
2,872,412
2,940,787
2.5%
70,375
640,185
640,185
652,100
1.9%
11,915
2,230,227
2,232,227
2,288,687
2.6%
58,460
Revenues
Net Requirements
- 133 -
Form 1
Department:
Activity Name:
Division:
Budget Account #:
101-392
To operate and develop the Peterborough Airport, as an aviation

industrial park, a service to area businesses, and a community
gateway for tourism, business and general aviation.
LPS Consulting completed a Business Plan for the airport as well

as a Master Plan in draft form. The two guiding documents are
being used as tools in the development and marketing of the
airport.
Highlights:
The Peterborough Airport is a very active industrial park, containing
19 businesses that employ over 330 full time employees, plus
seasonal workers. In addition, Seneca College School of Aviation
and Flight Technology located at the airport has over 200 students.
Aircraft movements are approx. 60,000 per year.
Loomex Property Management has completed year 4 of an 11 year
contract for Airport Management and Operations which has seven
years remaining. The Contract guarantees firm pricing and places
the burden of supplying, maintaining and replacing equipment on
the Contractor within the contract amount. This ensures
predictability in operating expenses for the next 7 years. The
management structure includes an Airport Administrator position
which is the one FTE position at the airport.
The 2017 operating budget reflects additional day-to-day costs of
approximately $70,300. This increased amount is attributed to
maintaining new infrastructure, contractual services as per the
Airport Management and Operations contract and contractual
services for noise monitoring. The property tax expense is
recovered from tenants.
In 2017, will continue to focus on marketing the airport facility for

industrial/commercial uses and private hangars. To facilitate this
enhanced marketing effort, the 2017 Airport capital budget reflects
$100,000 marketing project.
Protection of the newly extended runway obstacle limitation surface,
will continue through purchasing of easements and Federal Zoning
process.
Excess development review fees are transferred to a reserve to be
used for future airport development related expenditures.
An annual contribution to the Airport Development Debt Servicing
Reserve of $1.2 million is necessary to fund the Citys share of the
ISF Airport Expansion Capital Project.
The dedicated Pavement Reserve contribution of $50,000 will
continue, to maintain the asphalt surfaces. Quality assurance
audits are required by Transport Canada's regulated Safety
Management System. An annual contribution of $10,000 for an
external quality assurance audit commenced in 2016 and will
continue in 2017 to cover an external audit every 3 to 4 years.
Revenue Projections for 2017 have been adjusted to reflect revised

fees increasing revenue by approximately $12,000.
- 134 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Expenditures
Personnel
Contractual
Materials, Supplies
Fees
Revenues
Other Capital Purposes
NET REQUIREMENT
139,560
139,560
144,289
3.4%
4,729
1,016,535
1,017,835
1,029,330
1.3%
12,795
8,600
7,300
8,800
2.3%
200
98,000
98,000
148,000
51.0%
50,000
363,047
365,047
364,248
0.3%
1,201
5,000
5,000
6,000
20.0%
1,000
1,670
1,670
3,120
86.8%
1,450
1,238,000
1,238,000
1,237,000
-0.1%
-1,000
2,870,412
2,872,412
2,940,787
2.5%
70,375
615,185
615,185
624,100
1.4%
8,915
25,000
25,000
28,000
12.0%
3,000
640,185
640,185
652,100
1.9%
11,915
2,230,227
2,232,227
2,288,687
2.6%
58,460
- 135 -
- 136 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Building Services Division

Expenditures

By-law Enforcement
1,564,000
1,508,000
1,498,727
-4.2%
-65,273
557,816
557,816
556,032
-0.3%
-1,784
2,121,816
2,065,816
2,054,759
-3.2%
-67,057
1,564,000
1,568,000
1,498,727
-4.2%
-65,273
120,000
113,000
110,000
-8.3%
-10,000
1,684,000
1,681,000
1,608,727
-4.5%
-75,273
0
437,816
-60,000
444,816
0
446,032
0.0%
1.9%
0
8,216
437,816
384,816
446,032
1.9%
8,216
Revenues

By-law Enforcement
Net Requirements
By-law Enforcement
- 137 -
Form 1
Department:
Activity Name:
Division:
Budget Account #:
101- 431 and 101-433
To ensure substantial compliance with the Ontario Building Code
(OBC) and associated Regulations for the protection of citizens
and property.
To interpret and enforce by-laws with regard to zoning, property
standards, property maintenance and signage; including the
administration, enforcement, education and dispersal of information
to the public regarding the OBC, municipal by-laws regulating
development and related applicable laws under the Building Code
Act.
To respond to non-permit based and emergency situations, where
danger or threat to life of building occupants and/or the general
public is created by damaged buildings or other unsafe conditions,
including the management of corporate risk and financial liability
with regard to terminating emergency/unsafe situations.
Highlights:
Total building activity for 2016 was consistent with trends yet
yielded slightly lower than expected revenue. Economists suggest
limited growth in 2017, yet a predicted shortage in the inventory of
residential building lots may negate any growth and actually lower
building activity on a temporary basis. The 2017 budget includes
an inflationary adjustment to the permit fee schedule to ensure that
revenues keep pace with inflationary costs within the division.
This is expected to result in 2017 Building Permit revenues of
approximately $1.425 million.
2017 will see the introduction of new Building Code standards and
resulting new Building Code Training for those standards. In

addition, existing/provincially qualified Building Officials will have to
participate in, and complete, a knowledge maintenance program in
order to continue enforcing the Building Code Act (BCA) and the
OBC. Attendance at a significant number of training events will be
required in 2017 to address this new requirement for qualification
maintenance. Given the predicted decline in building activity due to
lot inventory issues, all non-essential training and related
expenditures will be restricted.
This Division is continuing to explore the possibility of issuing POA
Part 1 offence notices (tickets) for the enforcement of certain
offences. This is slated for completion in 2017 and is now under
the divisional direction of the Supervisor Enforcement Services and
the project lead is Legal Services.

In 2016, over 600 permits were issued for residential projects
resulting in the creation of more than 250 new residential living units
with a value in excess of $60,000,000. The Institutional Commercial - Industrial sector also saw a solid performance with
more than 125 permits being issued resulting in a total built value of
more than $25,000,000. Several successful staff recruitments were
achieved within the division, effectively eliminating the long term
staff shortage. 2017 will see the comprehensive upgrade and
expansion of the Amanda program software, led by PTS and
Planning and Development Services. Also, new permit support
procedures will be introduced to improve access to and support of
more efficient development services including information
distribution and education.
- 138 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Personnel
1,695,905
1,695,905
1,707,329
0.7%
11,424
Contractual
77,056
77,056
75,022
-2.6%
-2,034
Materials, Supplies
10,400
10,400
10,450
0.5%
50
2,697
2,697
2,696
0.0%
-1
154,600
154,600
157,692
2.0%
3,092
3,500
3,500
3,250
-7.1%
-250
100,050
100,050
77,460
-22.6%
-22,590
79,608
23,608
-100.0%
-79,608
Fees
New Equipment
Transfer to Capital Fund
Recoveries
Revenues
Licenses & Permits

NET REQUIREMENT
23,860
0.0%
23,860
-2,000
-2,000
-3,000
50.0%
-1,000
2,121,816
2,065,816
2,054,759
-3.2%
-67,057
76,000
73,000
79,000
3.9%
3,000
1,608,000
1,608,000
1,473,000
-8.4%
-135,000
56,727
0.0%
56,727
1,684,000
1,681,000
1,608,727
-4.5%
-75,273
437,816
384,816
446,032
1.9%
8,216
- 139 -
- 140 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Financial Services Other Financial

Summary - Operating Budget
Capital Financing Costs
22,993,445
-2,500,000
22,984,845
2,500,000
24,228,440
-2,074,500
5.4%
-17.0%
1,234,995
-425,500
20,493,445
20,484,845
22,153,940
8.1%
1,660,495
Property Taxation Costs
3,283,236
3,240,936
3,255,784
-0.8%
-27,452
Other Expenditures
1,257,195
1,354,709
1,242,906
-1.1%
-14,289
415,919
771,100
628,287
51.1%
212,368

Sewer Surcharge Revenue
Net Capital Financing Charges
Contingency
Total Gross Expenditures
27,949,795
28,351,590
29,355,417
11.8%
1,405,622
Total Net Expenditures
25,449,795
25,851,590
27,280,917
11.8%
1,831,122
- 141 -

Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
To raise funds in the Operating Budget and transfer to the capital
fund to help pay for the current years capital works program.
To provide for principal and interest payments on tax-supported
debt that has been issued as of the beginning of the year plus an
amount estimated to be issued during 2017.
To transfer funds to various reserves which in turn will be used to
fund specific operating and capital expenditures.
Highlights:
Debt and Capital Levy
Tax-supported debt charges reflected in this budget exclude debt
recoverable from other non-tax sources which have been included
in other departmental budgets.
On April 23, 2012, Council approved a Debt Management and
Capital Financing Plan through Report CPFS12-011 presented to
the Budget Committee on April 4, 2012. The Plan increased the
amount of debt the City can issue as well as Capital Levy
dedicated to capital projects. To phase-in the new plan, the total
annual amount of new tax-supported debt charges, plus any
increase in the capital levy provision is limited to a 1% impact on
the all-inclusive tax increase.
Form 1
Other Financial Services
The dividend received from the Peterborough Utilities Group of

Companies is used to bolster the annual capital levy provisions in
accordance with a policy adopted by Council on March 27, 2000,
based on Report FAFS00-005. The annual amount for 2017 is
$5,552,688.
Transfer to the Flood Reduction Master Plan (FRMP) Reserve from
Capital Levy
$1.6 million of capital levy has been transferred to the Capital Levy
FRMP reserve to fund specific Flood Reduction Master Plan capital
projects requested in the 2017 Budget.
Transfer to the FRMP Reserve from Sewer Surcharge
It is being recommended that $2,074,500 of the 2017 sewer
surcharge be transferred to the Sewer Surcharge Supported FRMP
reserve to fund specific Flood Reduction Master Plan capital
projects as identified in the 2017 Capital Budget. The amount is
funded from Sewer Surcharge, which is levied by the PUSI on the
water bills.
For 2013-2016, 1% of the all-inclusive tax increase was dedicated

to additional capital projects. For 2017, the Draft Budget assumes
Council will want to continue to move forward with these projects
and adds the equivalent of 1% to the all-inclusive increase.
- 142 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

9,445,015
9,445,015
10,995,822
16.4%
1,550,807
10,648,430
10,639,830
9,545,618
-10.4%
-1,102,812
20,093,445
20,084,845
20,541,440
2.2%
447,995
400,000
400,000
1,612,500
303.1%
1,212,500
2,500,000
2,500,000
2,074,500
-17.0%
-425,500
2,900,000
2,900,000
3,687,000
27.1%
787,000
2,500,000
2,500,000
2,074,500
-17.0%
-425,500
2,500,000
2,500,000
2,074,500
-17.0%
-425,500
Total Gross Capital Financing Costs
22,993,445
22,984,845
24,228,440
5.4%
1,234,995
Total Net Capital Financing Costs
20,493,445
20,484,845
22,153,940
8.1%
1,660,495
Tax Supported Debt Charges

Capital Levy
Transfer to Reserves and Reserve Funds
Transfer to FRMP Reserve from Capital Levy

Transfer to FRMP Reserve from Sewer Surcharge Revenue
Revenue
Sewer Surcharge Revenue
- 143 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-141-75487558
To provide funding for various Property Tax Credits and Rebates,
and Tax remission expenditures related to Annexation and the
Municipal Property Assessment Corporation.
Highlights:
Community Improvement Plans
The City has in place various incentive programs as they relate to
property tax assistance including Central Area Revitalization Grant $99,000, Brownfields Tax Assistance - $285,000, and Brownfields
Rehabilitation Grant Program.
Municipal Property Assessment Corporation
The $944,084 provision for the Municipal Property Assessment
Corporation (MPAC) reflects an anticipated 1.0% from 2016
actuals. MPAC is responsible for assessing all property in Ontario
and operates under the authority of the Municipal Property
Assessment Corporation Act.
Tax Credit Programs for Low Income Seniors and People with
Disabilities
The amount of credit under the program for low income seniors, or
the program for low income people with disabilities, is based on a
formula that limits the net tax levy increase per property (after
considering the credit), to no more than 2% with a cap of $561.
Eligible property owners can only receive one of the credit
programs.
Tax Remissions and Vacancy Rebates
The $1.3 million write-off provision is an estimate of the municipal

tax loss due to assessment appeals and tax
reductions/cancellations that may occur under various sections of
the Municipal Act. 2017 is Year 1 of the new 4-year reassessment
cycle. During 2017, it is also expected that a number of large
outstanding multi-year province wide appeals could be resolved.
Any surplus or deficit budget at the end of the year is netted to a
reserve for tax write-offs that has an unallocated balance of
$587,500 as of December 31, 2015.
Rebates to Registered Charities
City By-law 98-122 established a tax rebate for registered charities
program that was mandatory under the provisions of the Municipal
Act as part of the assessment/tax reforms implemented in 1998.
To qualify for mandatory relief, the charity must be a registered
charity as defined in Subsection 248 (1) of the Income Tax Act
(Canada) and have a registration number issued by the Canada
Customs and Revenue Agency. Although the legislation
establishes a minimum 40% rebate requirement, at its meeting
held November 14, 2005, Council resolved that the tax rebate to
registered charities be increased from 40% to the lesser of 100%
of taxes payable by the charities or $50,000 effective for the 2006
taxation years and after (FAFS05-040). The 2017 budget for this
rebate is $350,000.
Otonabee/Smith Annexation Development Charge Payment
The $150,000 Otonabee/Smith Annexation Development Charge
Payment stems from a two-phase Boundary Adjustment Agreement
signed in 1997 whereby the City agreed to make an annual
payment to the townships for a twenty-year period equal to the
greater of $300 per residential unit or 10% of the Citys prevailing
- 144 -City Residential development charge.
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
99,000
99,000
99,000
Brownfields Tax non-shareable
285,000
285,000
285,000
0.0%
Ont Property Assessment Corp
966,536
934,736
944,084
-2.3%
-22,452
Senior Citizens Tax Credit
120,000
110,000
115,000
-4.2%
-5,000
9,000
9,000
9,000
0.0%
Central Area Revitalization
ODSP Tax Credit
0.0%
200
200
200
0.0%
Age 55 - 64 Tax Cr Municipal
3,500
3,000
3,500
0.0%
Sec 364 Vacancies Municipal
350,000
300,000
300,000
-14.3%
-50,000
General
950,000
950,000
1,000,000
5.3%
50,000
Charitable Rebates
350,000
350,000
350,000
0.0%
Township Annexations
150,000
200,000
150,000
0.0%
3,283,236
3,240,936
3,255,784
-0.8%
-27,452
98 Low Inc Sr & Dis Credit
- 145 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Other Expenditures
Budget Account #:
136, 137, 141, 998
To provide for various corporate and financial commitments and
provide a contingency for one time or unknown expenditures.
Highlights:
Contribution to Sick Leave/Unallocated Benefit Cost - The $40,000
contribution to the Sick Leave reserve will increase the reserve
balance to approximately $2.2 million. The Peterborough
Professional Fire Fighters Association may vest a portion of their
unused sick leave and earn entitlement to a cash payment when
they leave the City's employment. As of the end of 2016, the total
liability under the sick leave plan is estimated to be $2.8 million. It
is recommended that any surplus budget of unallocated benefit
costs at the end of the year be transferred to an Employee Benefits
Reserve to provide for any other unfunded Post-Employment
benefits.
Police Noise Control - The $25,000 noise control provision is a
transfer to Police Services to pay for noise-by-law enforcement.
200 Jameson Drive Lease Agreement - The City signed a 25-year

lease, starting January 1, 2001, to lease an 85,000 square foot
building at 200 Jameson Drive. The City, in turn, sub-leased the
building to AmeriCredit at the current base rate of $10.54 per
square foot (psf) until July 31, 2019. As the annual payment to the
owner of 200 Jameson Drive is $xx.xx psf, the City is responsible
for the difference, which equates to an annual payment of $xxx,xxx.
Contribution to Doctors Recruitment Incentive Reserve Fund - The
reserve had a balance of $26,500 at December 31, 2015. It is
expected that the 2017 contribution of $80,000 will fulfill future
expected commitments.
Contingency - The contingency provision is available for
unexpected expenditures that may occur during the year or for
items that fall under Section 239 (2) of the Municipal Act 2001,
which may be discussed in a Closed Budget Committee session
during the reviews. It is recommended that at the end of each year,
if there is an unused portion of the contingency budget, subject to
overall year end position, the surplus budget be transferred to the
Capital Levy Reserve to be used to help fund the capital works
program in the following year.
Auditing Fees - The Audit Fees provision of $82,500 is for the

estimated expense to undertake the Citys 2017 audit which will be
completed in 2018. The current audit services agreement with
Collins Barrow Kawarthas expires in 2016.
Insurance and Risk Management - The $814,272 insurance
provision includes $410,000 for estimated deductible payments;
and $275,650 for premium payments for corporate coverages and
broker fees. It is recommended that any surplus or deficit budget at
the end of the year be netted to the Insurance Reserve.
- 146 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Other Expenditures
Expenditures
Contribution to Sick Leave Reserve
40,000
40,000
40,000
0.0%
DBIA in Kind Service
27,500
27,500
27,500
0.0%
Police - Noise Control
25,000
25,000
25,000
0.0%
Auditing Fees
80,600
80,600
82,500
2.4%
1,900
Credit Rating and Debenture Expenses
25,000
25,000
30,000
20.0%
5,000
Insurance and Risk Management
685,650
811,750
633,950
-7.5%
-51,700
200 Jameson Drive Lease Agreement
227,445
202,859
261,956
15.2%
34,511
45,000
45,000
45,000
0.0%
5,000
1,000
1,000
-80.0%
-4,000
Policing Costs for Little Lake Music Fest
16,000
16,000
16,000
0.0%
Contribution to (from) Doctors Recruitment Incentive Reserve Fund
80,000
80,000
80,000
0.0%
1,257,195
1,354,709
1,242,906
-1.1%
-14,289
415,919
771,100
628,287
51.1%
212,368
415,919
771,100
628,287
51.1%
212,368
Postage
Bank Service Charges
Contingency Provision
Contingency
- 147 -
- 148 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Transfers to Organizations for Provision

of Services Summary - Operating Budget
Transfers to Organizations for Provision of Services
Police Services
Peterborough County/City Paramedics Service
Fairhaven
Peterborough Public Health
Peterborough Economic Development
Otonabee Region Conservation Authority
Humane Society
Peterborough Family Health Team
23,830,242
4,590,176
1,305,744
1,205,956
930,749
721,944
349,900
17,496
23,830,243
4,547,895
1,305,744
1,205,956
930,749
721,943
349,900
17,496
24,330,677
4,666,843
1,525,653
1,205,956
949,364
742,690
365,194
20,412
2.1%
1.7%
16.8%
0.0%
2.0%
2.9%
4.4%
16.7%
500,435
76,667
219,909
0
18,615
20,746
15,294
2,916
32,952,207
32,909,926
33,806,789
2.6%
854,582
- 149 -
Form 1
Department:
Police
Activity Name:
Transfers to Organizations
Division:
Police Services (Including Police Board)
Budget Account #:
101-201 to 101-299
To provide a full range of police services, as required by the Police
Services Act, including the Police Services Board.
The Police Services Act legislates that there shall be a Police
Services Board for every municipality that maintains a police force.
Highlights:
In accordance with the Police Services Act, the Peterborough
Police Service has a separate budget process, which includes
submission to, and approval by, the Police Services Board. In
accordance with Section 39 (1) of the Police Services Act:
39. (1) The board shall submit operating and capital estimates to
the municipal council that will show, separately, the amounts that will
be required,
a) to maintain the police force and provide it with equipment and
facilities; and
b) to pay the expenses of the boards operation other than the
remuneration of board members.
The budget also includes $1,212,628 for contracted services to the

Township of Cavan Monaghan.

The budget includes additional revenue of $891,115 as a result of
the Court Security Prisoner Transportation (CSPT) Program from
the Ministry of Community Safety and Correctional Services Grant.
This budget addresses the requirement to adequately resource
core policing and administrative functions, as required under the
Police Services Act. It is a maintenance budget with no new
programs and the requirement of four new civilian positions to
maintain the investments made to date.
Reserve planning continues with annual contributions of $20,000 to
the Business Plan Reserve. These funds will be utilized for the
consultation, preparation and printing of the next plan for
2016-2018.
Subsections 3 and 4 of Section 39 stipulate that:

39. (3) Upon reviewing the estimates, the council shall establish an
overall budget for the board for the purposes described in clauses
(1) (a) and (b) and, in doing so, the council is not bound to adopt the
estimates submitted by the board.
(4) In establishing an overall budget for the board, the council does
not have the authority to approve or disapprove specific items in the
estimates.
For 2017, the net Police Services budget includes $560,034 from
Selwyn Township for police services on a contract basis to the
Lakefield Ward within the Township of Selwyn.
- 150 -
Description
2016
Preliminary
Actual
2016 Approved
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Police Services
Expenditures
Police Executive
Police Operations
Administrative Support
Investigative Services
Police Services Revenue
Net Police Services Expenditure
835,294
15,558,278
5,405,024
4,835,896
835,293
15,558,277
5,405,025
4,835,898
841,508
15,790,244
5,794,903
5,047,026
0.7%
1.5%
7.2%
4.4%
6,214
231,966
389,879
211,130
26,634,492
26,634,493
27,473,680
3.2%
839,189
3,161,170
3,161,170
3,400,277
7.6%
239,107
23,473,322
23,473,323
24,073,403
2.6%
600,082
356,920
356,920
359,528
0.7%
2,608
26,991,412
26,991,413
27,833,209
3.1%
841,797
3,161,170
3,161,170
3,400,277
7.6%
239,107
23,830,242
23,830,243
24,432,932
2.5%
602,690
-102,255
0.0%
-102,255
24,330,677
2.1%
500,435
Police Board
Police Board Expenses
Total Gross Police Services

Total Revenue Police Services
Net Cost Police Services Submitted
Difference - PSB Ask and Provision within Guideline
Net Cost Police Services
0
23,830,242
- 151 -
23,830,243
Form 1
Department:
Corporate Services
Activity Name:
Division:

(PCCP)
Budget Account #:
101-140-7885
To provide funds to Peterborough County for the Citys share of
paramedic services.
Highlights:
The County of Peterborough is the delivery agent for both the City
and the County. The Citys portion of PCCP expenses for 2017
has been budgeted at $4,666,843 or a 1.7% increase ($76,667)
over the 2016 budget. The cost share between the City and the
County is based on population. The City share for 2017 is remains
at 58.32% the same as 2016.
This amount is based on preliminary information from the County.
A final budget is expected early in 2017. Once the final 2017
budget is known, it is recommended that any adjustments to the
Citys portion of the PCCP budget be netted against the 2017
general contingency provision.
- 152 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Other Transfers
NET REQUIREMENT
4,590,176
4,547,895
4,666,843
1.7%
76,667
4,590,176
4,547,895
4,666,843
1.7%
76,667
4,590,176
4,547,895
4,666,843
1.7%
76,667
- 153 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Fairhaven
Budget Account #:
101-140-XXXX
To provide funds for the Citys share of debt principle and interest
payments related to the rebuild of Fairhaven which took place in
2003 as well as a provision for the Citys share of Fairhaven's
Operating Budget.
Highlights:
On December 13, 1999, Council agreed to provide long-term
funding support for the Fairhaven Home Rebuild project and
resolved:
that the Peterborough City Council include in its capital budget for
the next 20 years up to $700,000 per year, subject to the
confirmation of final cost through a competitive tender process, to
be put toward the capital cost of rebuilding Fairhaven Home.
The Citys commitment expires in 2021. The actual annual amount

of this obligation is $679,074.
In addition, a provision for Fairhaven's Operating Budget in the
amount of $1,067,846 (2016 - $639,200), has been included in
2017 Operating contribution. The total obligation to Fairhaven from
Operating is $1,746,920.
As part of report CPFS12-062 dated September 4, 2012, Council
resolved that, beginning with the 2013 Capital Budget, an annual
amount be included to support Fairhavens capital program for
on-going capital funding for Fairhaven. An amount of $200,000
(2016 - $119,200) is included in Other Capital.
At the time, the $700,000 annual amount was to be a maximum

amount that, when combined with the Countys $350,000 annual
contribution, and the contribution from the Province through a
$10.35 per bed, per day subsidy, would be used by the Home to
meet annual mortgage payments on an approximate $24.5 million
twenty-year mortgage expected to be taken out by the Home when
construction was complete.
Under the terms of the Ministry of Healths funding formula for such
Category D rebuild projects, the provincial contribution of 50% of
the cost of the facility will be paid over 20 years as a $10.35 per
bed, per day subsidy. This provincial subsidy would amount to
$956,000 annually and would be allocated toward the debt
repayment, and the balance of the debt repayment was to be paid
for through operating revenues, operating surpluses (reserve
transition fund), and the City/County financing commitment.
- 154 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Fairhaven
Expenditures
Other Transfers
NET REQUIREMENT
1,305,744
1,305,744
1,525,653
16.8%
219,909
1,305,744
1,305,744
1,525,653
16.8%
219,909
1,305,744
1,305,744
1,525,653
16.8%
219,909
- 155 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-140-7865
To provide funds to Peterborough Public Health (PPH) for the Citys
share of their operating requirements.
Highlights:
The Ministry of Health (MOH) funds 75% of the budget. The local
share, after deducting the 75% MOH contribution, is allocated to the
City, County, Curve Lake First Nation and Hiawatha First Nation
based on population. The Citys 2017 budgeted contribution is
$1,205,074, the same as 2016.
The budget is an estimate only, as the PPH board has not yet
approved a 2017 budget. Once the final 2017 budget is known, it
is recommended that any adjustments to the Citys portion of the
PPH budget be netted against the 2017 general contingency
provision.
- 156 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Other Transfers
NET REQUIREMENT
1,205,956
1,205,956
1,205,956
0.0%
1,205,956
1,205,956
1,205,956
0.0%
1,205,956
1,205,956
1,205,956
0.0%
- 157 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-140-7910
To provide funds to the Peterborough Economic Development
(PED) for the Citys share of operating requirements.
Highlights:
Based upon Report CAO15-024 dated November 30, 2015,
Council amended the Agreement with the County of Peterborough
and the Greater Peterborough Area Economic Development
Corporation (PED) for the four-year period January 1, 2016 to
December 31, 2019.
Funding will continue to be provided to the PED in a base amount
equal to the previous years budget plus, at least, the increase in
the Consumers Price Index for the previous year, estimated at 2.0%
and the annual net costs shall be allocated to the City and County in
proportion to their permanent population, as established by official
census statistics. The Citys share is 58.32%.
The 2017 budget for PED funding support has been set at
$949,749 or 2.0% higher than the 2016 budgeted base level of
$930,749.
- 158 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
NET REQUIREMENT
930,749
930,749
949,364
2.0%
18,615
930,749
930,749
949,364
2.0%
18,615
930,749
930,749
949,364
2.0%
18,615
- 159 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-140-7810
To provide funds to the Otonabee Region Conservation Authority
(ORCA) for the Citys share of operating and capital requirements.
Highlights:
The 2017 budgeted contribution is $742,690, which represents a
2.9% increase over the 2016 amount. The budgeted amount
includes the following two items over and above the base levy:
- Source Water Protection - $28,560
- Citys portion of Special Capital Levy Millbrook Dam - $21,330
The budget is a preliminary estimate until the ORCA, board
approved 2017 budget is received.
- 160 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Other Transfers
NET REQUIREMENT
721,944
721,943
742,690
2.9%
20,746
721,944
721,943
742,690
2.9%
20,746
721,944
721,943
742,690
2.9%
20,746
- 161 -
Form 1
Department:
Legal Services
Activity Name:
Humane Society
Division:
Humane Society
Budget Account #:
101 140 7806
The Peterborough Humane Society provides animal control
services to the City.
Highlights:
The City and Peterborough Humane Society (PHS) entered into a
5-year agreement in 2014 ending in 2019. PHS provides animal
control services including enforcement of the City's animal control
by-laws and provincial legislation. In addition PHS operates the
City's Pound and issues dog licenses.
The City pays an all inclusive price for the services and PHS retains
Pound fees; destruction and disposal fees; dog license fees and
50% of fine revenue collected.

The PHS provides the City with monthly reports detailing numbers
of impounded animals; strays received; number and type of by-law
complaints; number of warnings issued and charges laid and
number of dog tags issued.
- 162 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $
Humane Society
Expenditures
Other Transfers
NET REQUIREMENT
349,900
349,900
365,194
4.4%
15,294
349,900
349,900
365,194
4.4%
15,294
349,900
349,900
365,194
4.4%
15,294
- 163 -
Form 1
Department:
Corporate Services
Activity Name:
Division:
Budget Account #:
101-140
As of July 2015, the delivery of service for the Doctor Recruitment
Program moved from PED to the Primary Health Care Services of
Peterborough.
Highlights:
Annual net costs are allocated to the City and County in proportion
to their permanent population, as established by official census
statistics. The Citys share is 58.32% of the Doctor Recruitment
Program, or $20,412.
- 164 -
Description
2016 Approved
2016
Preliminary
Actual
2017
Recommended

Over (Under)
2016 Budget %
Over (Under)
2016 Budget $

Expenditures
Other Transfers
NET REQUIREMENT
17,496
17,496
20,412
16.7%
2,916
17,496
17,496
20,412
16.7%
2,916
17,496
17,496
20,412
16.7%
2,916
- 165 -
- 166 -
2017 Budget
User Fees and Charges
- 167 -
- 168 -
2016 User Fees and Charges

Table of Contents
Fire Prevention ....................................................... 171
Corporate Services
Financial Services ................................................. 172
Property.................................................................. 173
Millennium Park Building ........................................ 174
Clerks Office .......................................................... 175
Legal Services
Legal Services ........................................................ 177
POA Office ............................................................. 178
Utility Services
Engineering ............................................................ 179
Public Works .......................................................... 180
Transportation
- Parking ................................................................. 181
- Transit .................................................................. 182
Waste Water Treatment Plant ................................ 183
Waste Management ............................................... 185
Community Services
Recreation
- Instructional Sports .............................................. 186
- Peterborough Sport and Wellness Centre............ 187
- Millennium Park.................................................... 190
- Outdoor Sport Field Permitting............................. 191
- Peterborough Marina ........................................... 192
Community Services (continued)

Heritage Preservation Office .................................. 193
Museum and Archives ............................................ 194
Library .................................................................... 195
Art Gallery of Peterborough.................................... 198
Arenas
- Evinrude Centre ................................................... 199
- Kinsmen Centre ................................................... 200
- Northcrest Community Centre.............................. 201
- Memorial Centre and Morrow Park ...................... 202
Sustainability .......................................................... 204
Social Services
- Directly Operated Programs................................. 205
Application Amendment Fees ................................ 206
ORCA Fees ............................................................ 208
Geomatics/Mapping ............................................... 209
Building Inspection ................................................. 210
By-law Enforcement ............................................... 212
Airport Operating Revenue..................................... 213
- 169 -
Form 6
User Fees and Charges - 2017
Department
Division
Activity
CAO
Fire Prevention
Fees for Service
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
Rationale for Fee (ie. Government mandated,
(Time/
Rate
Budgeted
Change for
as per
Budgeted
recover all or part of cost to deliver service,
participant
Presently
HST
Rev from
2017 - if
2017
Rev from
Number
User Fee Name and Description
recovery of admin charges, etc)
etc)
In Effect
Y or N
fee
applicable
Budget
fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
101-611-5328
101-611-5328
101-611-5328
101-611-5328
Room Rental (Classroom Station 1)

Cost recovery for Services

1/2 Day
Full Day
1/2 Day
Full Day
101-611-5381
SCBA Services
each
101-611-5383
Training Fees - Red Cross & various
various
101-611-5380
101-611-5380
101-611-5380
101-611-5380
101-611-5380
101-611-5380
Fire File Search

General Inspections & 9.8 OFC
9.5 OFC Inspections
9.6 OFC Inspections
Day Care, Foster Parent & Group Home
LLBO Licenses Inspections

each
each
each
each
each
each
Total
$65
$130
$75
$150
Y
Y
Y
Y
$325
$0
$225
$450
$1,000
$65
$130
$75
$150
$325
$0
$225
$450
$1,000
$8
$7,400
$7,400
$8
$7,400
$7,400
$1,000
$1,000
Y
Y
Y
Y
Y
Y
$315
$3,360
$1,690
$1,000
$2,520
$3,105
$11,990
$35
$84
$169
$250
$84
$115
$21,390
- 171 -
$1,000
$1,000
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$40
$96
$192
$282
$96
$130
$360
$3,840
$1,920
$1,128
$2,880
$3,510
$13,638
$23,038
Form 6
Department
Division
Activity
G/L Account
Number
C1
1011315348
1011315353
1011315355
1011315352
1011315354
1011315354
1011315354
1011315354
1011315354
1011315354
1011315354
1011315354
1011315354
1011315354
1011415020
Various
Various
1011315352
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
1011315350
Corporate Services
Financial Services
Property Taxes and Other

C2
Rationale for Fee (ie. Government

mandated, recover all or part of cost to
deliver service, recovery of admin
charges, etc.)
C3
Unit
Basis
(Time/
particpant etc.)
C4
Tax certificate
Apportionment Fee
Ownership Change Fee
Admin Fee - add O/S Charges to Taxes
Revenue Canada Letters
Mortgage Company Inquiries
Mortgage Listing Fee
Tax receipts/Statement of Account
Collection Admin Fee
Local Imp. Buyout Letters
Photocopies
Faxing Tax Receipt/Statement of Account to
Local Phone Number
Faxing Tax Receipt/Statement of Account to
Long Distance Phone Number
Tax Bill Reprints
Waste Management fee On Properties
Exempt from regular taxation
To recover cost of producing certificate

To partially recover staff time
To partially recover staff time
To partially recover staff preparation time
To recover staff preparation time
To recover cost
To recover cost
per certificate
per roll
per roll/change event
per roll
per letter
per roll
per roll
per receipt/ statement
per event
per letter
per photocopy
per fax
To recover cost
per fax

To partially recover cost of waste
management
Returned Payments Charges

Interest on Overdue Accounts
Admin Fee on Civil Enforcement of Orders
or Judgements
Fees for Tax Sale
Farm Debt Letter & Bankruptcy Act Notice
Registration Preparation
Cancellation Price Calculation
Cancellation Certificate Preparation
Extension Agreement
Default of Extension Agreement
Sale Administration Cost - Public Tender
Sale Administration Cost - Public Auction
Advertising: Drafting Ads
Advertising: 4 weeks in local paper
Advertising: 1 time in Ontario Gazette
Auctioneer's Fee
Property Appraisal
Treasurer's Statement
Total
To recover administration costs

To recover lost interest revenue
per roll
CVA x Waste
Management Rates for
current year
Per NSF cheque
Per Month Overdue
per order

To recover all of the cost
per letter
per roll
per roll
per roll
per roll
per roll
per roll
per roll
per ad
per ad
per ad
per fee
per appraisal
per roll
- 172 -
Current
Rate
Presently
In Effect
C5
$60.00
$50.00
$25.00
$25.00
$20.00
$10.00
$0.00
$20.00
HST
Y or N
C6
2016 Total
Budgeted
Rev from
fee
C7
$72,000.00
$15,000.00
$43,000.00
$3,850.00
$800.00
$800.00
$0.00
$5,200.00
$25.00
$0.50
$1.00
N
N
N
N
N
N
n
N
N
N
N
N
$5.00
Date of Rate
Change for
2017
applicable
C8
Proposed
Rate as
per 2017
Budget
C9
2017Total
Budgeted
Rev from
fee
C10
$80,000.00
$12,000.00
$45,000.00
$3,000.00
$800.00
$800.00
$60,000.00
$5,200.00
$100.00
$50.00
$50.00
$60.00
$50.00
$25.00
$25.00
$20.00
$10.00
$5.00
$20.00
$25.00
$25.00
$0.50
$1.00
$800.00
$5.00
$800.00
$20.00
2016 Waste
Management
rates
$35.00
1.25%
$25.00
N
N
$1,200.00
$125,000.00
N
N
N
$150.00
$35.00
$125.00
$175.00
$100.00
$250.00
$50.00
$600.00
$700.00
$250.00
actual cost
actual cost
actual cost
actual cost
$275.00
N
N
N
N
N
N
N
N
N
N
N
N
N
N
01-Jan-17
01-Jan-17
$700.00
$2,500.00
$2,800.00
$2,000.00
$50.00
$1,000.00
$825.00
$277,875.00
$20.00
2016 Waste
Management
rates
$35.00
1.25%
$25.00
$35.00
$125.00
$175.00
$100.00
$250.00
$50.00
$600.00
$700.00
$250.00
actual cost
actual cost
actual cost
actual cost
$275.00
$100.00
$50.00
$50.00
$1,200.00
$125,000.00
$150.00
$700.00
$2,500.00
$2,800.00
$2,000.00
$50.00
$1,000.00
$825.00
$344,025.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-699-5242
101-699-5242
101-699-5242
101-699-5242
101-699-5242
Corporate Services
Property
Queen Alexandra Community Centre

C2
Room rental (1, 3, 4 Offices, 5A, 5B and
Kitchen, 7, 7A, Office and Kitchen, 8, 12,
14, boardroom, A.H. storage) (11,217
sq.ft.)
Room rental (2, 6, 6A, 6B, 9, 10) 3,869
sq.ft.
Room rental (Wood Carvers) 1075 sq.ft.
Storage rental (former Football space)
421 sq.ft.
Storage rental (Youth Soccer) 318 sq.ft.
Unit
Basis
(Time/
particpant
etc)
C3
C4
Recover part of the cost of operating the facility
Per Month
Current
Rate
Presently
In Effect
C5
0.36 per sq. ft
2016
Total
Date of Rate
Budgeted
Change for
Rev from
2017
Fee
(if applicable)
C7
C8
$45,074.00
01-Jan-17
Proposed
Rate
as per
2017
Budget
C9
0.37 per sq. ft
2017
Total
Budgeted
Rev from
Fee
C10
$49,803.00
HST
Y or N
C6
N
Per Month
0.71 per sq. ft
$30,936.00
01-Jan-17
0.72 per sq. ft
$33,428.00
Per Month
0.33 per sq. ft
$3,083.00
01-Jan-17
0.34 per sq. ft
$4,386.00
Annual
1.54 per sq. ft
$649.00
01-Jan-17
1.57 per sq. ft
$661.00
Annual
1.71 per sq ft
$544.00
01-Jan-17
1.74 per sq ft
$553.00
$80,286.00
- 173 -
$88,831.00
Form 6
Department
Division
Activity
Corporate Services
Property
Millennium Park Building
Unit
Basis
G/L Account
Number
C1
C2

(Time/
particpant
etc)
C4
C3
Current
Rate
Presently
In Effect
HST
Y or N
2016
Total
Budgeted
Rev from
fee
C5
Date or Rate
Change for
2017, if
applicable
C6
C7
101-153-5254
Rental - Upper Boathouse
Recover cost to deliver service and taxes
year
$4,841.00
$4,841.00
01-Jan-17
$10,986.00
101-153-5254
Rental - Lower Boathouse
Recover cost to deliver service and taxes
year
$1,460.00
$1,460.00
01-Jan-17
$1,498.00
$6,301.00
Notes
Upper and Lower Boathouse rental
agreements prescribe the amounts. Other
fees Increased in line with the CPI forecast, at
2.0% . (Budgeted fees rounded to nearest $)
- 174 -
C8
Proposed
Rates
as per
2017
Budget
C9
2017
Total
Budgeted
Rev from
fee
C10
$10,986.00
$1,498.00
$12,484.00
Form 6
Department
Division
Activity
Corporate Servcie
Clerks
Administration
Unit
Basis
(Time/
particpant
etc)
Current
Rate
Presently
In Effect
2016
Total
Budgeted
Rev from
fee
Date of Rate
Change for
2017- if
applicable
Proposed
Rate
as per
2017
Budget
2017
Total
Budgeted
Rev from
fee
1011615606

mandated, recover all or part of cost
User Fee Name and Description to deliver service, recovery of admin
charges
C3
C4
C2
Marriage Licenses
To recover licence costs and partially
per licence
recover administration costs
Lottery Licenses
To recover administration costs
per licence
$100,000.00
1011615608
Miscellaneous Affidavits
per affidavit
$25.00
$16,875.00
$25.00
$16,250.00
1011615608
MFIPPA - Freedom of Information To partially recover administration costs - per request

legislated
Road Closure Application Fee
Staff time can be significant to process
per request
requests, the increase is to partialy
recover increasing administration costs.
$5.00
$500.00
$5.00
$600.00
$150.00
$4,500.00
$150.00
$4,500.00
$25.00
$28,750.00
$25.00
$28,125.00
$40.00
$1,240.00
$40.00
$1,240.00
$325.00
$14,625.00
$325.00
$17,875.00
$1,500.00
$80.00
$100.00
$190.00
$190.00
$190.00
$190.00
$100.00
$190.00
$190.00
$190.00
$100.00
$190.00
$400.00
$100.00
$100.00
$800.00
N
N
$90,000.00
$1,500.00
$80.00
$100.00
$190.00
$190.00
$190.00
$190.00
$100.00
$190.00
$190.00
$190.00
$100.00
$190.00
$400.00
$100.00
$100.00
$800.00
$90,000.00
G/L Account
Number
C1
1011615604
1011615477
1011615610
Vital Statistics, Death

Registrations
1011615614
Group Home Registrations
1011615461
Marriage Ceremonies
1011615602
Business Licenses
Adult Entertainment
Auctioneer
Auto Centre
Bakeshop
Barber Shop/Hairdressing
Body Modification
Butcher Shop
Dry Cleaner/Laundromat
Lodging House
Mobile Canteen
Pet Grooming Parlour
Plumber/Drain Layer
Restaurant or Caterer
Salvage Yard
Sheet Metal Worker
Temporary Trader
Temporary Trader
To partially recover administration costs
Increase recommended to better reflect per

staff time involved and to partially recover registration
administration costs
To partially recover administration costs per
registration
To partially recover administration costs, per ceremony
services fees and room rental costs.
To partially cover administration costs

per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per licence
per lic/daily
per lic/annual
- 175 -
C5
$135.00
3% of prize
HST
Y or N
C6
N
C7
$67,500.00
N
N
N
N
N
N
N
N
N
N
N
N
N
N
C8
C9
$135.00
C10
$67,500.00
3% of prize
$100,000.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
1011615477
Corporate Servcie
Clerks
Administration
Unit
Basis
(Time/
particpant
etc)

mandated, recover all or part of cost
User Fee Name and Description to deliver service, recovery of admin
charges
C3
C2
C4
Filming Permit Application Fee
Staff time can be significant to process
per request
requests, the increase is to partially
recover administration costs.
Current
Rate
Presently
In Effect
HST
Y or N
C5
$525.00
C6
N
2016
Total
Budgeted
Rev from
fee
Date of Rate
Change for
2017- if
applicable
Proposed
Rate
as per
2017
Budget
C7
C8
C9
$525.00
01-Jan-17
$70.00
Public Works barricade/sign placement

and removal
per hour/if
required
$60.00
Police Resources - Onsite Officer
per hour/if
required
per hour/if
required
$65.00
$65.00
$70.00
$70.00
$110.00
$110.00
$10.00
$10.00
Police Resources - Onsite Supervisor

Police Resources - Vehicle
Parking-in-lieu
per vehicle/if
required
per occupied
space/if
required
Total
$323,990.00
- 176 -
2017
Total
Budgeted
Rev from
fee
C10
$326,090.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
Legal Services

C2

C3
Unit
Basis
(Time/
participant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
fee
C7
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
2017
Total
Budgeted
Rev from
fee
C10
1011815344
1011815344
1011815344
Real Estate
Property based agreements
Releases, discharges, etc.
Encroachment Agreements
To recover associated costs

per document $200 + Disbur

per document $150 + Disbur
per document $300.+ Disbur
N
N
N
$3,000.00
$1,000.00
$600.00
1011815344
ICON By-law Fine Revenue

City By-laws (excluding Parking)
Fine revenue
per charge
$10,000.00
per charge
$10,000.00

per roll
per roll
per roll
per roll
per roll
per roll
per roll
per roll
per roll
per roll
N
N
N
N
N
N
N
N
N
N
$5,775.00
$1,375.00
$2,500.00
$1,750.00
$1,800.00
$1,500.00
$250.00
$75.00
$425.00
$275.00
$30,325.00
$525. + Disbur
$125. + Disbur
$250. + Disbur
$175. + Disbur
$200. + Disbur
$250. + Disbur
$250. + Disbur
$75. + Disbur
$275. + Disbur
$275. + Disbur
$5,775.00
$1,375.00
$2,500.00
$1,750.00
$1,800.00
$1,500.00
$250.00
$75.00
$425.00
$275.00
$30,325.00
1011815344
1011815344
1011815344
1011815344
1011815344
1011815344
1011815344
1011815344
1011815344
1011815344
Fees for Tax sale

Preliminary Searches & Preparation for Tax Sale
Tax Certificate Preparation & Registration
Notification to Parties
Statutory Declaration Preparation
Cancellation Certificate Registration
Final Notification
Extension Agreement
Default ot Extension Agreement
Preparation and Registration of Tax Deed
Legal Costs for Payment into Court
Total
- 177 -
$525. + Disbur
$125. + Disbur
$250. + Disbur
$175. + Disbur
$200. + Disbur
$250. + Disbur
$250. + Disbur
$75. + Disbur
$275. + Disbur
$275. + Disbur
$200 + Disbur
$150 + Disbur
$300.+ Disbur
$3,000.00
$1,000.00
$600.00
Form 6
Department
Division
Activity
Legal Services

C3
Government Legislated fee
Unit
Basis
(Time/
participant
etc)
C4
per ticket
2016
Current
Total
Rate
Budgeted
Presently HST Rev from
In Effect Y or N
fee
C5
C6
C7
5.00
N
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
2017
Rate
Total
as per
Budgeted
2017
Rev from
Budget
fee
C9
C10
5.00
G/L Account
Number
C1
101-183-5625

C2
Conviction fee
101-183-5625
Conviction fee at trial sentenced in absentia Government Legislated fee
per ticket
10.00
10.00
101-183-5625
101-183-5625
101-183-5625
101-183-5625
101-183-5625
101-183-5625
NSF charges
Photocopy fees
Certified copies
Administration default fee non-payment
Conviction fee for Parking
Non-appearance for trial held exparte

per NSF cheque

per page
per page
per ticket
per ticket
per ticket
35.00
1.00
3.50
40.00
5.00
30.00
N
N
N
N
N
N
35.00
1.00
3.50
40.00
5.00
30.00
101-183-6683
Transcription fees
Transcription fees - Expedited
Transcription fees - 24 hr delivery
Digital Transcription fees

per page
per page
per page
per transcript
4.30
6.00
8.00
20.00
N
N
N
N
4.30
6.00
8.00
20.00
- 178 -
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-351-5608
101-431-5595
Utility Services
Engineering and Construction
Engineering
Unit
2016
Basis
Current
Total
(Time/
Rate
Budgeted
recover all or part of cost to deliver service, participant Presently HST Rev from
etc)
In Effect Y or N
fee
C2
C3
C4
C5
C6
C7
Wide and Heavy Load Permit
To recover cost of reviewing request and route
per permit
$150.00
N
$3,300.00
and the issuance of the permit.
Wide and Heavy Load Permit
Use of municipal property
per permit
$1.00 N
$22.00
- 179 -
Date of Rate
Change for
2017- if
applicable
C8
Proposed
2017
Rate
Total
as per
Budgeted
2017
Rev from
Budget
fee
C9
C10
$150.00 $3,300.00
$1.00
$22.00
Form 6
Department
Division
Activity
Utility Services
Public Works
Various
G/L Account
Number
C1
C2
101 314 5344 * Sewer Rodding Private Connection

C3
To recover costs
101 340 5344 ** Recoveries with HST
To recover costs
101 346 5344 ***External Vehicles Recovery
To Recover Costs
101 339 5344 ** Recovery no HST
To recover costs
Unit
Basis
(Time/
participant
etc)
C4
Time &
Materials
Time &
Materials
Time &
Materials
Time &
Materials
* Labour plus overhead at 70.5% ( labour varies) plus equipment hourly cost ( equipment used varies)
** Labour plus overhead at 70.5% ( labour varies) plus equipment hourly cost ( equipment varies) plus materials at cost).
*** Labour plus overhead at 65% ( labour varies) plus materials at cost.
- 180 -
2016
Proposed
Current
Total
Date of Rate
Rate
Rate
Budgeted Change for
as per
2017 - if
2017
In Effect Y or N
fee
applicable
Budget
C5
C6
C7
C8
C9
Y
$2,000.00
71%
71%
2017
Total
Budgeted
Rev from
fee
C10
$2,000.00
71%
$53,392.00
71%
$52,935.00
65%
$27,174.00
65%
$4,920.00
71%
$462,414.00
71%
$461,297.00
Form 6
Department
Division
Activity
Utility Services
Transportation
Parking
Unit
Basis
Current
(Time/
Rate
G/L Account
recover all or part of cost to deliver service, participant
Presently
Number
etc)
In Effect
C1
C2
C3
C4
C5
101-363-5314 Parking Services : Simcoe Street
To partially recover operating and maintenance
unit of time $1.25/60 min.
Parking Garage
costs for facility
$8.75 max
Variable
101-366-5314 Parking Services : King Street
unit of time $1.25/60 min.
Parkade
costs for facility
$8.75 max
Variable
101-364-5312 Parking lot fees : Reid, Downie,
unit of time $1.00/hour
Rehill, Del Crary
costs of lots
Rehill/DC
Variable
101-365-5312 On-street parking fees: non-CBD
To partially recover operating costs and ensure
unit of time $1.00/hour
sites
customer turnover
101-364-5314 Parking lot fees : various downtown To partially recover operating and maintenance
unit of time L $1.00/hour
lots
costs of lots
$7.00/day max
B $1.00/hour
101-365-5314
101-362-5326
101-363-5242
On-street parking fees: downtown

sites
Fines for parking by-law infractions
To partially recover operating costs and ensure

customer turnover
To recover operating costs for parking system
Rents at Simcoe Street Parking

Garage
Rental Agreements for Variety Store at the

Simcoe Street Parking Garage
unit of time
Y
Y
Y
Y
Y
Y
2017
Total
Budgeted
Rev from
fee
C10
$340,000.00
$8.75 max
Variable
$1.25/60 min.
$600,000.00
$600,000.00
$32,000.00
$8.75 max
Variable
$1.00/hour
$36,000.00
Y
Y
Y
$60,000.00
Rehill/DC
Variable
$1.00/hour
$60,000.00
$165,000.00
L $1.00/hour
Y
Y
$7.00/day max
B $1.00/hour
$7.00/day max
C $1.00/hour
Y
Y
$7.00/day max
C $1.00/hour
$7.00/day max
Variable
$1.00/hour
Y
Y
Y
$450,000.00
$7.00/day max
Variable
$1.00/hour
$625,000.00
set through $25.00 to

Province
$300.00
per
infraction
- 181 -
HST
Y or N
C6
Y
2016
Proposed
Total
Date of Rate
Rate
Budgeted
Change for
as per
Rev from
2017 - if
2017
fee
applicable
Budget
C7
C8
C9
$1.25/60 min.
$330,000.00
$25.00 to
$300.00
$143,500.00
$450,000.00
$710,000.00
$25,700.00
$25,700.00
$2,287,700.00
$2,365,200.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-383-5290
101-383-7972
Utility Services
Transportation
Public Transit

C2
Public Transit Fares/Conventional

C3
To partially recover operating and maintenance costs
Unit
Basis
(Time/
participant
etc)
C4
per ride
30 day pass
Current
Rate
Presently
HST
In Effect
Y or N
C5
C6
$2.50 cash
N
A $60
S $55
S/C $40
S $220
S $140
SSFC $220
Trent $168
family $8
$22
Variable
$2.50 cash
above
$75
N
N
N
N
N
N
N
N
N
N
N
N
Y
2016
Total
Date of Rate
Budgeted
Change for
Rev from
2017
fee
if applicable
C7
C8
$4,632,700.00
Proposed
Rate
as per
2017
Budget
C9
$2.50 cash
A $60
S $55
S/C $40
S $220
S $140
SSFC $220
Trent $168
family $8
$22
Variable
$2.50 cash
above
$85
2017
Total
Budgeted
Rev from
fee
C10
$5,492,887.00
101-385-5290
Handi-Van transit Fares
To partially recover operating and maintenance costs
101-387-5292
Charter Rental Fee
To cover cost to supply charter bus service inside City
annual
1/2 year
semester
Sept/April
day
10 ride pass
Bulk Discount
per ride
30 day pass
per hour
101-383-5595
ATM Royalty and GO Sales
Recovery Revenue share ATM usage, GO pass sales
per unit
$25,000.00
$23,230.00
101-384-5286
101-387-5286
101-383-5286
Bus Shelter Advertising

Sponsorship Advertising
On-Bus transit Advertising
Recovery of revenue shelter advertising

Recovery of revenue from sponsorships
Recovery of revenue from on-bus advertising
per unit
per unit
per unit
N
N
N
$12,500.00
$10,000.00
$15,000.00
$65,000.00
$5,725,117.00
- 182 -
$123,665.00
$13,000.00
$57,000.00
$4,863,865.00
01-Jan-17
$109,000.00
$10,000.00
Form 6
Department
Division
Activity
Utility Services
WWTP
G/L Account
Number
C1
C2
1014215340 Disposal fees at WWTP
1014255340
Extra strength surcharge agreement

C3
To partially recover operating costs of WWTP
Unit
Basis
(Time/
participant
etc)
C4
per m3
To partially recover operating costs of EMP, Enviro. Lab. WWTP per kg of excess load
Current
Rate
Presently
HST
In Effect
Y or N
C5
C6
N
$22.00
$0.80
2016
Total
Date of Rate
Budgeted
Change for
Rev from
2017 - if
fee
applicable
C7
C8
$35,000.00
Proposed
Rate
as per
2017
Budget
C9
$22.00
2017
Total
Budgeted
Rev from
fee
C10
$50,000.00
$435,500.00
$0.80
$410,500.00
$3,000.00
$3,000.00
$3,000.00
$5,000.00
$5,000.00
$5,000.00
$175,000.00
$175,000.00
$175,000.00
$6,000.00
$10,000.00
$10,000.00
N
1014255340
PUSI water mains cleaning
To partially recover operating costs of EMP, Enviro. Lab. WWTP yearly fee
$3,000.00
N
1014255340
Other revenues (comp.programs,permits,courses)
To partially recover operating costs of EMP, Enviro. Lab. WWTP fees as required
$5,000.00
N
1014255340
Landfill sampling/monitoring/analysis
$175,000.00
**
1014255340
Snow Dump Sampling/Analysis
$10,000.00
**
1014255350
Drinking Water Analysis Service
To fully recover operating costs of EMP, Enviro Lab, WWTP
per sample
1014255360
General Laboratory services
To partially recover operating cost of Enviro. Lab
fees as required
1014255682
Bensfort Road landfill leachate treatment**
To partially recover operating costs of EMP, Enviro. Lab. WWTP per m3
$3.00
$624,500.00
$603,500.00
$72,000.00
$72,000.00
$40,000.00
$40,000.00
$560,000.00
$3.00
$560,000.00
N
$1,331,500.00
- 183 -
$1,325,500.00
City of Peterborough
Environmental Protection Laboratories
Analytical Price List 2017

Parameter
Oil and Grease (T)
BOD5
CBOD5
DOC
Ammonia
Chlorine, Total Residual
TSS
TDS
Total Solids and Volatile Solids
Alkalinity
COD
Phosphate-P
Phosphorus (total)
Conductivity
Mercury - Solids
Mercury - Waters
TKN, Waters
TKN, Biosolids
ICP Metals-Waters
ICP Metals-Biosolids/NMA
HPC
E.coli/Total Coliform
E.coli , NMA (includes TS)
Turbidity
Single Anion
Anions Scan
Single Cation
Cations Scan
pH
Phenol (T)
Microscopic Analysis
List Pricing
$50
$35
$35
$35
$25
$20
$25
$25
$20
$20
$30
$20
$40
$15
$40
$35
$40
$45
$65
$75
$15
$25
$45
$15
$30
$50
$30
$50
$10
$40
$100/hr
- 184 -
Form 6
Department
Division
Activity
Utility Services
Waste Management
G/L Account
Number
C1
C2
1014035310 Landfill Tipping Fee -Garbage includes
shingles, construction & demolition material,
contaminated soil
1014035310
Landfill Tipping Fee - Recyclables include

green waste, scrap metal, and blue box
materials
Rationale for Fee (ie.Government mandated,

C3
To partially recover operating costs of landfill site for garbage
loads 100 kg or less.
Unit
Basis
Current
(Time/
Rate
participant
Presently
etc)
In Effect
C4
C5
per tonne
$5 flat fee
HST
Y or N
C6
N
2016
Total
Budgeted
Rev from
fee
C7
$143,000
Proposed
Date of Rate
Rate
Change for
as per
2017
2017
if applicable
Budget
C8
C9
01-Jan-17 $7 flat fee
To partially recover operating costs of landfill site for garbage

loads 101 kg or more.
per tonne
$90/tonne.
To partially recover operating costs of landfill site for mixed

recyclable loads of 100 kg or less.
per tonne
Free
free
Mixed reyclable loads of 101 kg or more.
per tonne
$45/tonne.
$45/tonne
$90/tonne
$2,933,900
2017
Total
Budgeted
Rev from
fee
C10
$199,000
01-Mar-17 $95/tonne
$2,777,600
1014035310
Drywall Tipping Fee
To partially recover costs to ship and recycle offsite, 101 kg or per tonne
more.
$90/tonne
1014035310
Mattress and Boxspring Recycling Fee
To partially recover cost of Mattress and Boxspring recycling

program initiated by Council in 2014
per unit
$10.00
01-Mar-17 $11.00
1014035310
Landfill Tipping Fee - Cover Materials
To partially recover operating costs of landfill site, and bring

charges in line with other similar materials
per tonne
$20/tonne
01-Jan-17 $40/tonne
1014035310
To partially recover operating costs of landfill site
per tonne
$40.00/tonne
$40.00/tonne
1014035310
Landfill Tipping Fee - Contaminated Soils

Approved for Fill
Landfill Tipping Fee - Asbestos
To partially recover operating costs of landfill site
per tonne
$200/tonne.
$200/tonne
1014035310
Landfill Tipping Fee - Freon-based appliances To partially recover operating costs of landfill site
per unit
$15/unit
$15/unit
1014055340
Compost and Wood Chips sold back to

community
To partially recover operating costs of green waste processing. per cubic

$17/yd to pick-up at Harper
Delivered rates haven't increased for a number of years,
yard (picked Road; $12/yd for large
despite steadily increasing trucking costs.
up) or flat
volume buyers;
fee (delivery) $120/$155/$230 for
3.5/7.0/12 cubic yards
delivered in the City only
$75,000
1014115340
Large Article Collection
To partially recover operating costs of large article collection
$15 for 1st item; $5 each

additional item
$4,000
$15 for 1st item; $5

each additional item
1014115340
To cover the cost to collect and pay $10 each to the landfill
per unit
account for recycling costs
To reduce the administrative burden of trying to keep track of per unit
different prices for different scenarios, and to increase
revenues, all blue boxes will now be one price, $3.00. No free
blue boxes.
$15 per unit
$2,500
$15 per unit
1014165337
Large Article Collection - Mattresses/Box

Springs
Blue boxes sold back to community
$4.42 for those blue boxes

we receive payment for,
which ranges between 3050% depending on the
year. The balance are
distributed at no charge
(new residents, broken blue
boxes).
$3,550
1014165337
270 L Caddies sold back to the community
To recover the cost of recycling caddies supplied to

apartments and businesses. All new caddies supplied will be
charged $75.00, all replacements for residential clients would
be at no charge. This better encourages recycling, and
drastically reduces administrative work.
per unit
$66.37
per unit
$30.00
per unit
$1 per tube over and above

12 per visit.
101 4055322 Backyard composters sold back to community To partially recover the cost of backyard composters
1014095340 Commercial Fluorescent tubes
To recover the cost of commercially-generated fluorescent

tubes at the HHW Depot, which are not covered by provincial
funders
per unit
- 185 -
01-Jan-17
$60,000
$2.65
$6,500
$8,500
$66.37
$7,000
$5,000
$30.00
$500
$3,175,950
01-Jan-17
Trucked rates to
$150.00, $200.00 and
$275.00 for compost;
$110, $125, and $145
for woodchip loads.
01-Jan-17
$1 per tube over and

above 12 per visit.
$500
$3,050,600
Form 6
Department
Division
Activity
Community Services
Recreation
Instructional Sports
Unit
Basis
G/L Account
Number
C1
C2

C3
(Time/
particpant
etc)
C4
Current
Rate
Presently
In Effect
HST
Y or N
2016
Total
Budgeted
Rev from
fee
C7
Date of Rate
Change for
2017
(if applicable)
Proposed
Rate
as per
2017
Budget
2017
Total
Budgeted
Rev from
fee
C8
C5
C6
C9
C10
101-689-5371
Basketball Camp
Recover cost of operating activity
1 week
$133.00
$14,630.00
01-Jan-17
$136.00
$14,923.00
101-689-5371
Football Camp
1 week
$103.00
$8,240.00
01-Jan-17
$105.00
$8,405.00
101-689-5371
Soccer Camp - 1/2 Day
1 week
$93.00
$7,440.00
01-Jan-17
$95.00
$7,589.00
101-689-5371
Soccer Camp Full Day
1 week
$133.00
$26,600.00
01-Jan-17
$136.00
$27,132.00
101-689-5371
Soccer Camp - Rep & Goal Keeping
1 week
$165.00
$9,900.00
01-Jan-17
$168.00
$10,098.00
101-689-5371
Ultimate Sports Camp
1 week
$125.00
$5,625.00
01-Jan-17
$128.00
$5,738.00
101-689-5371
Ultimate Sports Camp - No Limits
2 weeks
$159.00
$14,310.00
01-Jan-17
$162.00
$14,596.00
101-689-5371
Intro To Fencing
4 lessons
$49.00
$882.00
01-Jan-17
$50.00
$900.00
101-689-5371
Junior Tennis Camp
1 week
$101.00
$7,272.00
01-Jan-17
$103.00
$7,417.00
101-689-5371
Tennis Lessons 1/2 hr (Le Petit Tennis)
6 lessons
$43.00
$1,204.00
01-Jan-17
$44.00
$1,228.00
101-689-5371
Tennis Lessons 1 hr (Junior Tennis Instruction)
8 lessons
$101.00
$6,565.00
01-Jan-17
$103.00
$6,696.00
01-Jan-17
$54.00
$3,514.00
$12,093.00
101-689-5371
Tennis Lessons (Mini Tennis Prog)
4 lessons
$53.00
$3,445.00
101-689-5371
Youth Tennis League (prog ended 2016)
8 weeks
$40.00
$1,280.00
101-689-5371
Rock and Rope Climbing Camp
1 week
$208.00
$11,856.00
01-Jan-17
$212.00
101-689-5371
Youth Climbing Program (New in 2016)
8 weeks
$200.00
$2,400.00
01-Jan-17
$204.00
$2,448.00
101-689-5371
Hockey School
8 classes
$111.00
$43,290.00
01-Jan-17
$113.00
$44,156.00
101-689-5371
Youth Skating School
9 lessons
$100.00
$39,000.00
01-Jan-17
$102.00
$39,780.00
101-689-5371
Parent & Tot Skating School
10 lessons
$104.00
$8,320.00
01-Jan-17
$106.00
$8,486.00
101-689-5371
Youth Power Skating
10 classes
$168.00
$12,096.00
01-Jan-17
$171.00
$12,338.00
101-689-5371
Fencing & Archery Camp
1 week
$212.00
$13,780.00
01-Jan-17
$216.00
$14,056.00
101-689-5371
Fencing Camp (Level 2) (prog ended 2016)
1 week
$234.00
$3,276.00
101-689-5371
Youth Ball Hockey
8 games
$75.00
$7,800.00
01-Jan-17
$77.00
$7,956.00
101-689-5371
Adult Recreational Hockey
24 games
$318.00
$22,260.00
01-Jan-17
$324.00
$22,705.00
101-689-5371
Adult Recreational Hockey - goalies
24 games
$161.00
$966.00
01-Jan-17
$164.00
$985.00
101-689-5371
Ice Rentals
Cost of financing YOUTH ice time
144 Hours
$186.00
-$26,450.00
01-Jan-17
$190.00
-$26,979.00
101-689-5371
Ice Rentals
Cost of financing ADULT ice time
72 Hours
$215.25
-$15,500.00
01-Jan-17
$220.00
Total
$230,487.00
- 186 -
-$15,810.00
$230,450.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
101-696-5277
Community Services
Recreation Division
Peterborough Sport & Wellness Centre

C2
Rationale for Fee

recover all/partial cost
recovery of admin
charges
C3
Unit
Basis
(Time /
participant)
C4
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
12 Month Term
4 Month Term
Monthly PAP
1 Month
July & August
1 Time Fee
Adult (18-54) - Year

Adult (18-54) - 4 Month
Adult (18-54) - PAP Monthly
Adult Couple (18-54) - Year
Adult Couple (18-54) - 4 Month
Adult Couple (18-54) - PAP Monthly
Senior (55+) - Year
Senior (55+) - 4 Month
Senior (55+) - PAP Monthly
Senior Couple (55+) - Year
Senior Couple (55+) - 4 Month
Senior Couple (55+) - PAP Monthly
One Adult Family - Year
One Adult Family - 4 Month
One Adult Family - PAP Monthly
Family - Year
Family - 4 Month
Family - PAP Monthly
Child/Youth (0-15yrs) - Year (14 & under no HST)
Child/Youth (0-15yrs) - 4 Month (14 & under no HST)
Child/Youth (0-15yrs) - PAP Monthly (14 & under no HST)
Student (16+) - Year
Student (16+) - 4 Month
Student (16+) - PAP Monthly
1 Month Membership (30 Consecutive Days)
Free Youth Membership Program 5:30am-4:00pm (Ages 13-15)
Membership Hold Admin Fee (14 & under no HST)
Current
Rate
presently
in affect
C9
$550.00
$229.15
$45.83
$950.00
$395.80
$79.16
$500.00
$208.30
$41.66
$900.00
$375.00
$75.00
$900.00
$375.00
$75.00
$999.00
$416.25
$83.25
$300.00
$124.80
$25.00
$330.00
$137.50
$27.50
$69.50
$0.00
$10.00
HST
Y or N
C6
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
Yes
Yes
Yes
Yes
No
Yes
2016
Total
Budgeted
Rev from Fee
C7
$55,500.00
$36,750.00
$178,000.00
$1,825.00
$6,900.00
$56,500.00
$57,500.00
$37,250.00
$245,500.00
$12,500.00
$18,250.00
$114,500.00
$11,750.00
$1,950.00
$32,500.00
$39,500.00
$2,925.00
$215,000.00
$10,000.00
$12,000.00
$23,500.00
$2,475.00
$25,750.00
$19,750.00
$700.65
$0.00
$6,300.00
Membership Revenue
Swim Lessons - 30 Minute-Member
Swim Lessons - 30 Minute-Non Member
Private Swim Lessons - 30 Minute -Member
Private Swim Lessons - 30 Minute -Non Member
Semi-Private Lessons - 30 Minute -Member
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
Proposed
Rate as
per 2017
Budget
C9
$550.00
$229.15
$45.83
$950.00
$395.80
$79.16
$500.00
$208.30
$41.66
$900.00
$375.00
$75.00
$900.00
$375.00
$75.00
$999.00
$416.25
$83.25
$300.00
$124.80
$25.00
$315.00
$131.30
$26.25
$70.00
$0.00
$10.00
2017 Total
Budgeted
Rev from
Fee
C10
$56,325.00
$37,250.00
$181,325.00
$1,850.00
$7,000.00
$57,500.00
$58,475.00
$37,875.00
$252,000.00
$13,000.00
$18,875.00
$117,000.00
$12,000.00
$2,000.00
$33,250.00
$41,000.00
$3,000.00
$218,750.00
$10,000.00
$12,000.00
$23,500.00
$2,475.00
$25,750.00
$19,750.00
$1,500.00
$0.00
$6,550.00
Discount per Member

10%
01-Jan-17
15%
01-Jan-17
20%
01-Jan-17
Group Rates
Groups of 10 - 14 members
Groups of 15 - 19 members
Groups of 20 or more members
101-696-5277
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
Date of Rate
Change for
2017
C8
Recovery
10 Week Session
10 Week Session
10 Week Session
10 Week Session
10 Week Session
10 Week Session
8 Week Session
8 Week Session
8 Week Session
8 Week Session
8 Week Session
8 Week Session
10 Week Session
10 Week Session
10 Week Session
- 187 -
$57.50
$71.25
$62.50
$77.50
$67.50
$83.75
$47.50
$58.75
$52.50
$65.00
$57.50
$71.25
$149.50
$189.50
$92.50
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
$1,225,075.65
$28,000.00
$59,500.00
$7,500.00
$12,400.00
$3,000.00
$4,700.00
$11,750.00
$24,000.00
$2,750.00
$5,000.00
$1,325.00
$3,000.00
$24,500.00
$7,500.00
$7,250.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$59.00
$73.00
$63.50
$78.50
$69.00
$85.00
$48.50
$60.00
$53.00
$66.00
$58.00
$73.00
$150.00
$195.00
$95.00
$1,250,000.00
$31,000.00
$65,000.00
$7,750.00
$12,800.00
$3,075.00
$4,825.00
$12,500.00
$25,500.00
$2,775.00
$5,100.00
$1,350.00
$3,100.00
$26,000.00
$7,950.00
$7,450.00
G/L Account
Number
C1
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5452
101-696-5450
101-696-5450
101-696-5450
101-696-5453
101-696-5453
101-696-5453
101-696-5453
101-696-5453
101-696-5451
101-696-5451
101-696-5451
101-696-5451
101-696-5457
101-696-5457
101-696-5457
101-696-5457
101-696-5457
101-696-5457
101-696-5457
101-696-5457
101-696-5459
101-696-5459
101-696-5459
101-696-5459
101-696-5459
101-696-5459
101-696-5459
101-696-5458
101-696-5458
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455
101-696-5455

C2
Semi-Private Lessons - 30 Minute -Non Member
Bronze Medallion & First Aid (20hr Course) -Non Member
Bronze Cross (20hr Course) - Non-Member
Instructor / NLS Recerts - Non-Member
Bronze Med / Cross Manuals - Non-Member
Bronze Med Exam Fee
Bronze Cross Exam Fee
High Five AWSI
WSI Package (2 WSI Workbook, On-line access,
Certification )
Water Safety Instructor Training (41Hrs + 8-10hrs Teaching)
First Aid, CPR & AED Course
Swim Lessons Revenue
Family
Individual
Recreational Swim Revenue
Pool Rental - Leisure Pool + 1 Guards
Pool Rental - Therapy Pool + 1 Guard
Rental - Indoor Water Slide + 2 Guards
Additional Guard
Aquatic Rentals
30 min Aqua Fitness (NM)
45 min Aqua Fitness Class (NM)
60 min Osteo Land & Water (NM)
Registered Aquafit Revenue
45 min Land Fitness Program (Non-Member)
1 Hour Land Fitness Program - (NM)
1 Hour Land Fitness Program (M)
1 Hour Pilates or Yoga Class (NM)
1 Hour Martial Arts Class (NM)
1 Hour Martial Arts Class (M)
Walking Track Program
Registered Fitness Revenue
New Member 3 hour Personal Training Special
Junior Get Started Package (13-14)
Personal Training
Personal Training
10/30 min Personal Training Package
Personal Best (20 1/2 Hr sessions) OR (10 1hr sessions)
Personal Training Revenue
Wellness Centre Daily Drop in Day Pass
Wellness Centre Drop in Revenue
30 Minute Program Non Member
30 Minute Dance Program Member
45 Minute Programs Non Member
60 Minute Programs Non Member
Birthday Party Package - Non-Member
Birthday Party Package - Member
Pre-School Birthday party Package - Non-Member (2 Hour)
Pre-School Birthday party Package - Member (2 Hour)
Extra Child Birthday Fee
Children's Events - Non Member
High Five PHCD Workshop - Non Staff
Child & Youth Program Revenue
Rationale for Fee

recovery of admin
charges
C3
Unit
Basis
(Time /
participant)
C4
Current
Rate
presently
in affect
C9
HST
Y or N
C6
2016
Total
Budgeted
Rev from Fee
C7
10 Week Session
10 Week Session
10 Week Session
1 Class
1 Set
1 Exam
1 Exam
1 Set
2 Books
$109.50
$139.50
$139.50
$79.50
$50.00
$50.00
$50.00
$50.00
$150.00
No
No
Yes
Yes
Yes
No
Yes
Yes
No
$2,750.00
$2,250.00
$2,150.00
$2,000.00
$250.00
$250.00
$250.00
$0.00
$500.00
10 Week Session
16 Hours
$249.50
$79.50
Yes
yes
1 Visit
1 Visit
$10.00
$5.00
Yes
Yes
1 Hour
1 Hour
1 Hour
1 Hour
$100.00
$75.00
$50.00
$25.00
Yes
Yes
Yes
Yes
Per Class
Per Class
Per Class
$5.00
$6.00
$7.00
Yes
Yes
Yes
Per Class
Per Class
Per Class
Per Class
Per Class
Per Class
Per Week
$5.50
$6.50
$5.00
$8.00
$12.50
$10.00
$5.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
3 hours
1 hours
1 hours
30 min
5 hours
10 hours
$107.50
$29.50
$55.00
$35.00
$299.50
$499.50
Yes
$748.50
$679.89
$214,003.39
$46,166.00
$69,250.55
$115,416.55
$600.00
$0.00
$0.00
$50.00
$650.00
$16,935.00
$3,387.00
$2,258.12
$22,580.12
$0.00
$0.00
$12,500.00
$18,750.00
$0.00
$0.00
$5,145.50
$36,395.50
$27,320.00
$30,680.00
$0.00
Day Pass
$10.00
Yes
Per Class
Per Class
Per Class
Per Class
Per Class
Per Class
1 Event
1 Event
1 Event
1 Event
1 Event
1 Event
1 Event
$5.00
$2.50
$5.50
$2.75
$6.00
$3.00
$149.50
$109.50
$59.95
$44.95
$10.00
$10.00
$95.00
No
No
No
No
No
No
No
No
No
No
No
No
Yes
Recovery
Recovery
Recovery
Recovery
Recovery
No
Yes
Yes
Yes
Recovery
Recovery
Recovery
- 188 -
$12,019.20
$0.00
$70,019.20
$30,679.15
$30,679.15
$4,000.00
$9,400.00
$2,288.00
$3,501.00
$1,117.50
$800.00
$4,784.00
$2,190.00
$1,040.00
$467.15
$1,040.00
$130.00
$1,712.50
$32,470.15
Date of Rate
Change for
2017
C8
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
Proposed
Rate as
per 2017
Budget
C9
$112.00
$140.00
$140.00
$150.00
$95.00
$50.00
$50.00
$50.00
$150.00
$2,800.00
$2,275.00
$2,175.00
$3,750.00
$500.00
$250.00
$250.00
$190.83
$500.00
$249.50
$80.00
$748.50
$684.17
$230,298.50
$57,500.00
$75,000.00
$132,500.00
$1,000.00
$75.00
$50.00
$125.00
$1,250.00
$17,500.00
$4,150.00
$3,350.00
$25,000.00
$5,000.00
$2,500.00
$9,500.00
$13,125.00
$1,875.00
$500.00
$5,000.00
$37,500.00
$28,000.00
$32,000.00
$0.00
$0.00
$12,500.00
$0.00
$72,500.00
$32,500.00
$32,500.00
$3,250.00
$7,500.00
$2,000.00
$3,500.00
$1,000.00
$750.00
$6,500.00
$3,000.00
$1,075.00
$0.00
$0.00
$0.00
$1,425.00
$30,000.00
$10.00
$5.00
$100.00
$75.00
$50.00
$25.00
$5.00
$6.00
$7.00
$5.50
$6.50
$5.00
$8.00
$12.50
$10.00
$5.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$110.00
$30.00
$0.00
$35.00
$300.00
$499.50
$10.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
2017 Total
Budgeted
Rev from
Fee
C10
$5.00
$2.50
$5.50
$2.75
$6.00
$3.00
$175.00
$125.00
$75.00
$50.00
$10.00
$10.00
$95.00
G/L Account
Number
C1
101-696-5454
101-696-5454
101-696-5454
101-696-5454
101-696-5454
101-696-5454
101-696-5454
101-696-5454
101 696 5454
101-696-5378
101-696-5378
101 696 5378
101-696-5456
101-696-5456
101-696-5456
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5328
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5329
101-696-5286
101-696-5286
101-696-5286
101-696-5286
101-696-5286
101-696-5286

C2
PA Day Camp Non-Members (8:00-5:30)
PA Day Camp Members (8:00-5:30)
March Break Camp Non-Members (8:00-5:30)
March Break Camp Members (8:00-5:30)
Summer Camps Non-Members (8:00-5:30)
Summer Camps Members (8:00-5:30)
Summer Leader-in-Training Camp Members (8:00-5:30) (1315)
Summer Leader-in-Training Camp Non-Members (8:00-5:30)
Total Day Camp Revenue
Non Member (2 Hour Max)
Adult Member (2 Hour Max)
Child Minding Revenue
Workshop
Special Interest Courses
Adult/Senior Program Revenue
Multi-Purpose Room (1 Room)
Multi-Purpose Room (2 Rooms)
Multi-Purpose Room (3 Rooms)
Multi-Purpose Room Full Day (1 Room)
Multi-Purpose Room Full Day (2 Rooms)
Multi-Purpose Room Full Day (3 Rooms)
Youth Room
Aerobics' Studio
Room Rental Revenue
Single Gym
Double Gym
Triple Gym
Single Gym (Half Day) - Up to 6 hours
Double Gym - (Half Day) - Up to 6 hours
Triple Gym - (Half Day) - Up to 6 hours
Single Gym (Full Day) - More than 6 hrs, Less than 12 hrs
Double Gym (Full Day) - More than 6 hrs, Less than 12 hrs
Triple Gym (Full Day) - More than 6 hrs, Less than 12 hrs
Gym Floor Covering Charge
Special Event Security
Lift Rental
Gym Rental Revenue
Full Page Glossy (Outside Back, 4 colour)
Full Page Glossy (Inside Front or Back, 4 colour)
1/2 Page
1/4 Page
Spring & Fall Showcase Booth Rental
Advertising Revenue
Rationale for Fee

recovery of admin
charges
C3
Unit
Basis
(Time /
participant)
C4
Current
Rate
presently
in affect
C9
HST
Y or N
C6
2016
Total
Budgeted
Rev from Fee
C7
1 Day
1 Day
1 Week
1 Week
1 Week
1 Week
1 Week
$39.50
$29.50
$169.50
$129.50
$169.50
$129.50
N/C
No
No
No
No
No
No
No
$760.00
$1,820.00
$2,353.00
$5,480.00
$45,170.00
$105,000.00
$0.00
1 Week
$100.00
No
2 hours
2 hours
$7.00
$5.00
No
No
1 Event
1 Event
$10.00
$19.95
Yes
Yes
$391.22
$160,974.22
$0.00
$1,495.00
$1,495.00
$0.00
$0.00
$1,000.00
Hourly
Hourly
Hourly
Full Day
Full Day
Full Day
Hourly
Hourly
$29.50
$49.50
$69.50
$200.00
$325.00
$400.00
$29.50
$29.50
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Hourly
Hourly
Hourly
1/2 day
1/2 day
1/2 day
Daily
Daily
Daily
Install/Removal
Hourly
Daily
$50.00
$75.00
$100.00
$250.00
$350.00
$450.00
$450.00
$650.00
$850.00
$200.00
$25.00
$200.00
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
$1,000.00
$750.00
$500.00
$295.00
$100.00
Yes
Yes
Yes
Yes
Yes
Recovery
Recovery
Recovery
Date of Rate
Change for
2017
C8
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
Proposed
Rate as
per 2017
Budget
C9
$40.00
$30.00
$175.00
$125.00
$175.00
$125.00
$800.00
$1,800.00
$2,000.00
$5,000.00
$42,500.00
$97,500.00
$0.00
$100.00
$400.00
$150,000.00
$250.00
$1,500.00
$1,750.00
$0.00
$0.00
$0.00
$7.00
$5.00
$10.00
$19.95
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$30.00
$50.00
$70.00
$200.00
$325.00
$400.00
$30.00
$30.00
$17,463.57
Recovery
Recovery
Full Page
Full Page
1/2 Page
1/4 page
1 Booth
Recovery
- 189 -
2017 Total
Budgeted
Rev from
Fee
C10
$18,250.00
$50.00
$75.00
$100.00
$250.00
$350.00
$450.00
$450.00
$650.00
$850.00
$200.00
$25.00
$200.00
$42,495.49
$1,000.00
$1,500.00
$500.00
$885.00
$476.70
$4,361.70
$1,000.00
$750.00
$500.00
$295.00
$100.00
$45,000.00
$2,000.00
$1,500.00
$2,000.00
$1,475.00
$525.00
$7,500.00
Form 6
Department
Division
Activity
Community Services
Recreation
Millennium Park
Unit
Basis
G/L Account
Number
C1

C2

(Time/
particpant
etc)
C4
C3
Current
Rate
Presently
In Effect
HST
Y or N
2016
Total
Budgeted
Rev from
fee
C5
Date or Rate
Change for
2017, if
applicable
2017
Total
Budgeted
Rev from
fee
C6
C7
C9
C10
101-682-5408
Millennium Park Rentals
Recover cost to deliver service
1-100 persons
$122.50
$1,740.00
01-Jan-17
$125.00
$1,775.00
101-682-5408
over 100 persons
$184.50
$950.00
01-Jan-17
$188.00
$970.00
101-682-5408
Major Event
$622.00
$3,050.00
01-Jan-17
$634.00
$3,110.00
$5,740.00
- 190 -
C8
Proposed
Rates
as per
2017
Budget
$5,855.00
Form 6
Department
Division
Activity
G/L Account
Number
Community Services
Recreation
Outdoor Sport Field Permitting
C1
C2

Unit
Basis
Current
(Time/
Rate
particpant Presently HST
etc)
in Effect Y or N
C3
C4
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
101-690-5401
Adult Premiere Sport Fields

Youth Premiere Sport Fields
A Level Adult Sport Fields
A Level Youth Sport Fields
Artificial Sport Fields (1-9 Bookings)
Artificial Sport Fields (10+ bookings)
B Level Adult Sport Fields
B Level Youth Sport Fields
C Level Adult Sport Fields
A Level Adult Beach Volleyball Courts
A Level Youth Beach Volleyball Courts
A Level Adult Urban Outdoor Basketball Courts
A Level Youth Urban Outdoor Basketball Courts

per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
per hour
101-690-5404
Occasional permits
Same rates as the league rates 101-690-5401
101-690-5403
101-690-5403
101-690-5403
101-690-5403
101-690-5403
101-690-5403
Adult Tournament Fee

Adult Tournament Fee
Youth Tournament Fee
Youth Tournament Fee
Concession Fee - Short Term Event
Concession Fee

101-690-5406
101-690-5406
101-690-5406
101-690-5406
101-690-5406
101-690-5406
101-690-5406
Hogan Light Fees

Mark Forster Light Fees
Kinsmen Light Fees
East City Bowl Light Fees
Riverside Park Light Fees
Bowers Park Light Fees
Artifical Sport Field Light Fees

101-690-5400
101-690-5400
101-690-5400
101-690-5400
101-690-5400
Picnic Revenue Under 50 persons

Picnic Revenue 51 - 75
Picnic Revenue 200+

C5
$32.50
$8.25
$26.50
$7.25
$83.50
$62.25
$22.50
$6.10
$10.25
$16.50
$4.25
$16.50
$4.25
C6
Proposed
Date of Rate
Rate
Change for
as per
2017
2017
(if applicable) Budget
C8
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
C9
2017
Total
Budgeted
Rev from
Fee
C10
$33.20
$8.45
$27.00
$7.40
$85.20
$63.50
$22.95
$6.25
$10.45
$16.80
$4.35
$16.80
$4.35
$199,800.00
$203,800.00
Y
Total
$2,111.00
per day
1/2 day
per day
1/2 day
per hr
per day
$123.50
$66.25
$64.25
$33.00
$4.50
$106.00
Y
Y
N
N
Y
Y
$20.50
$20.50
$20.50
$20.50
$20.50
$20.50
$20.50
Y
Y
Y
Y
Y
Y
Y
$58.85
$70.45
$94.10
$117.30
$153.00
Y
Y
Y
Y
Y
Total
$2,153.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$126.00
$67.60
$65.55
$33.65
$4.60
$108.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$21.55
$21.55
$21.55
$21.55
$21.55
$21.55
$21.55
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$60.00
$71.85
$96.00
$119.65
$156.00
$16,420.00
per hr/field
per hr/field
per hr/field
per hr/field
per hr/field
per hr/field
per hr/field
Total
$16,748.00
$37,800.00
event
event
event
event
event
Total
TOTAL
- 191 -
C7
Y
N
Y
N
Y
Y
Y
N
Y
Y
N
Y
N
Total
Notes
The proposed Artificial Sport Field Fees are
supported by KPR School Board and Fleming
College.
2016
Total
Budgeted
Rev from
Fee
$11,150.00
$267,281.00
$38,556.00
$11,730.00
$272,987.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
Community Services
Administration
Peterborough Marina

C2
Unit
Basis
(Time/
participant
etc)
C4

C3
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
fee
C7
Date of Rate
Change for
2017- if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
101-671-5344
101-671-5344
101-671-5344
A, B, C - Dock 15 or 30 amp service

A, B C - Dock 2 X 30 or 50 amp service
D Dock - over 20-ft power & water

per day / per foot

per day / per foot
per day / per foot
$1.80
$2.75
$1.80
Y
Y
Y
01-Jan-17
01-Jan-17
01-Jan-17
$1.85
$2.80
$1.85
101-671-5344
101-671-5344
101-671-5344


per week / per foot

per week / per foot
per week / per foot
$8.50
$9.75
$9.50
Y
Y
Y
01-Jan-17
01-Jan-17
01-Jan-17
$8.70
$10.00
$9.70
101-671-5344
101-671-5344
101-671-5344


per mth / per foot

per mth / per foot
per mth / per foot
$19.50
$24.75
$15.25
Y
Y
Y
01-Jan-17
01-Jan-17
01-Jan-17
$19.90
$25.25
$15.55
101-671-5344
101-671-5344
101-671-5344


per season / per foot

$44.75
$58.00
$42.00
Y
Y
Y
01-Jan-17
01-Jan-17
01-Jan-17
$45.65
$59.00
$42.80
101-671-5344
Overnight boat parking and storage
per day / per foot
$1.75
$1.75
101-671-5344
Seasonal Car Parking
per month
$25.00
$25.00
101-671-5344
101-671-5344
D Dock - Day Parking

E-Dock Seasonal Parking

per day / per foot

per season
$1.60
$4,600.00
Y
Y
01-Jan-17
01-Jan-17
$1.65
$4,695.00
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
Del Crary Park - 1-100 persons

Del Crary Park - 101 - 300 persons
Del Crary Park 301 - 500 persons
Del Crary Park - Over 500 persons
Del Crary Park - Commercial

per event
per Event
per event
per event
per event
$125.00
$186.00
$245.00
$385.00
$785.00
Y
Y
Y
Y
Y
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$127.50
$190.00
$250.00
$393.00
$800.00
$140,880.00
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
101-671-5344
Ice Cream Sales - medium cone

Ice Cream Sales - large cone
Ice Cream Sales - small cup
Ice Cream Sales - large cup
Fudgicles
Bag Ice Sales - Block Ice
Bag Ice Sales - Cubes
Sewage Pumpout -1 tank up to 20 gallons
Sewage Pump Out - 2 tanks
Diesel Fuel Sales
Unleaded Fuel Sales
Misc. Food Services Concession
Clothing
TSW Travel Book
BugTeck Spray
Coin operated washer
Coin operated dryer
Recover cost for product

Rental space
per item
per item
per item
per item
per item
per bag
per bag
per/time
per/pumpout
per litre
per litre
from RFP per season
per item
per item
per item
per item
per item
- 192 -
$4.00
$5.25
$4.50
$5.75
$1.75
$3.75
$3.50
$16.50
$27.00
variable
variable
variable
variable
$24.95
$9.00
$2.00
$2.00
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
$11,652.00
$2,600.00
$1,000.00
$2,050.00
$600.00
$428.00
$56,000.00
$94,000.00
$14,800.00
$230.00
$675.00
$675.00
$510.00
$400.00
$185,220.00
$326,500.00
2017
Total
Budgeted
Rev from
fee
C10
$143,698.00
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$4.25
$5.50
$4.75
$6.00
$2.00
$4.00
$3.75
$17.00
$28.00
variable
variable
variable
variable
$25.95
$9.50
$2.00
$2.00
$11,885.00
$2,650.00
$1,020.00
$2,090.00
$615.00
$437.00
$57,120.00
$95,880.00
$15,095.00
$235.00
$688.00
$688.00
$520.00
$410.00
$189,333.00
$333,031.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-607-5250
101-607-5250
101-607-5360
Community Services
Arts, Cutlure and Heritage

C2
Easement Fees- residential

- commercial
Renewal Fees

C3
Cost recovery for entering into HPTRP

Cost recovery for entering into HPTRP
Cost recovery for renewal of HPTRP
Unit
Basis
(Time/
participant
etc)
Current
Rate
Presently
In Effect
C4
C5
property
property
property
$250
$450
$200
HST
Y or N
2016
Total
Budgeted
Rev from
fee
Date of Rate
Change for
2017 - if
applicable
Proposed
Rate
as per
2017
Budget
2017
Total
Budgeted
Rev from
fee
C6
C7
C8
C9
C10
N
N
N
$800
$1,800
$1,000
$3,600
- 193 -
$250
$450
$200
$500
$450
$1,000
$1,950
Form 6
Department
Division
Activity
Community Services
Culture and Heritage
Museum and Archives
101 625 5385
Unit
Basis
Current
(Time/
Rate
recover all or part of cost to deliver service, participant Presently HST
etc)
In Effect Y or N
C2
C3
C4
C5
C6
Admission
To partially recover costs of temporary exhibitions per visit
by
N
donation
Room Rentals
Administered by Recreation - to partially recover
$172.89
Y
operating costs of Heritage Pavilion
Photocopy Recoveries
To partially recover costs of paper and operating black &
$0.50
N
copier
white
To partially recover costs of paper and operating colour
$1.00
N
copier
School Programs
To provide suitable time, resources and programs per student
$4.00
N
101 625 5387
March Break Camps
101 625 5391
Summer Discovery Camps
101 625 5388
Public Programs
101 625 5390
MUSE Film Tickets
101 625 5394
Archival Services / Fees
G/L Account
Number
C1
101 621 5346
101 621 5328
101 621 5344
101 625 5389
Archives
103 318 5666
Archaeological Collections
2016
Proposed
Total
Date of Rate
Rate
Budgeted
Change for
as per
Rev from
2017 - if
2017
fee
applicable
Budget
C7
C8
C9
$13,000.00
by donation
2017
Total
Budgeted
Rev from
fee
C10
$12,000.00
$3,000.00
$172.89
$3,000.00
$1,500.00
$0.50
$500.00
$1.00
$4,000.00
01-Jan-17
$5.00
$2,500.00
To provide suitable time, resources and programs

(full day)
(full day)
(1/2 day)
To partially recover operating costs of Museum &
Archives
To provide a digital image file of an existing scan
(jpg)
per child
$34.00
$5,000.00
01-Jan-17
$35.00
$3,500.00
per child
$34.00
$23,000.00
01-Jan-17
$35.00
$30,000.00
per person
$16.00
$1,200.00
01-Jan-17
$17.50
$1,800.00
per ticket
$15.00
$70,000.00
$15.00
$70,000.00
per image
$5.00
$2,000.00
$5.00
$1,000.00
To provide a high resolution digital image file of

an existing scan (tiff)
Digital Camera Use
per image
$30.00
$30.00
per day
$20.00
$20.00
$45.00
$45.00
$25.00
$25.00
$1.00
by
donation
$375.00
Y
N
$600.00
$0.00
To provide a high resolution digital image file (tiff) - per image

scan required
To provide a video/film/audio digital file (plus
per item
transfer cost, if required)
To provide printout of photograph
per image
To partially recover operating costs of Archives
per visit
To partially recover the costs of processing.
conservation and long-term storage
per box
* included in total above
$1.00
by
donation
$375.00
$100.00
$0.00
$123,300.00
$124,400.00
- 194 -
Form 6
Department
Division
Activity
Community Services
Arts Culture and Heritage
Library
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
(Time/
Rate
Budgeted
Change for
as per
Budgeted
participant
Presently
HST
Rev from
2017- if
2017
Rev from
Number
etc)
In Effect
Y or N
fee
applicable
Budget
fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
6019615282
Memberships-Out of Town
3 month
6 month
12 month
Senior Rate
Institutional/Business - 12 months
Recover cost of service to non-taxpayers

per house
per house
per house
per house
per business
$7.50
$15.00
$30.00
$15.00
$30.00
N
N
N
N
N
Total generated
6019615326
Fines
Overdue - General
High Use, InterLibrary Loan, E-reader Kit, DaisyReader Kit
Reference
Periodical
Paperback
$10,000
Room Rental - Main Branch

Board Room
Board Room
Board Room
Auditorium
Auditorium
Auditorium
$10,000
Fines for overdue materials - maximum=$6.00

per day
per day
$0.25
$1.00
N
N
$0.25
$1.00

per day
per day
per day
$5.00
$0.25
$0.25
N
N
N
$5.00
$0.25
$0.25
Total generated
6019615328
$7.50
$15.00
$30.00
$15.00
$30.00
Cost Recovery - Admin charges

$60,000
per hour
per half day
per day
per hour
per half fay
per day
$17.25
$46.00
$86.25
$34.50
$92.00
$172.50
Y
Y
Y
Y
Y
Y
Total generated
$17.25
$46.00
$86.25
$34.50
$92.00
$172.50
$30,000
6019615330
Xerox Fees
Cost recovery
per page
6019615332
Lost Books**
Processing Fee
Folder
3 Day Loan
7 Day Loan
Book Club
Music CD
Books on CD
Multimedia Cd-Rom
InterLibrary Loan
MP3 - CD
Cost to process replacement items

Average replacement cost - no processing fee
Average replacement cost plus processing cost of $4.00
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
- 195 -
$60,000
$0.25
$4.00
$3.00
$29.00
$29.00
$19.00
$24.00
$29.00
$44.00
$36.00
$54.00
N
N
N
N
N
N
N
N
N
N
$1,500
$2,000
$0.25
$4.00
$3.00
$29.00
$29.00
$19.00
$24.00
$29.00
$44.00
$36.00
$54.00
$2,000
Form 6
Department
Division
Activity
Community Services
Library
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
(Time/
Rate
Budgeted
Change for
as per
Budgeted
participant
Presently
HST
Rev from
2017- if
2017
Rev from
Number
etc)
In Effect
Y or N
fee
applicable
Budget
fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
PPL Paperback
Periodical
Playaway
Quick Books - 7 day loans
Reference
Board Books
Juvenile - kits (Juvenile Book & CD or Tape
All fiction books with YA-nf and french-nf
Nonfiction
Easy Readers and Picture books
Large Print Books
Wattreader (Wattmeter)
Government Documents
Nonfiction Videos
Reference Periodicals
E-reader Kit
E-reader
E-reader Case
Adapter
USB Cable
Book Club Bag
Daisy-reader Kit
Daisy-reader
Pocket Daisy Reader
Daisy Mask
Daisy Adapter
Daisy USB Cable
**

per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per title
per kit
per item
per item
per item
per item
per item
$10.00
$11.00
$54.00
$36.00
$154.00
$6.00
$19.00
$36.00
$49.00
$27.00
$54.00
$54.00
$64.00
$34.00
$11.00
$224.00
$170.00
$17.00
$25.00
$5.00
$20.00
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
$10.00
$11.00
$54.00
$36.00
$154.00
$6.00
$19.00
$36.00
$49.00
$27.00
$54.00
$54.00
$64.00
$34.00
$11.00
$224.00
$170.00
$17.00
$25.00
$5.00
$20.00

per kit
per item
per item
$490.00
$450.00
$425.00
N
N
N
$490.00
$450.00
$425.00

per item
per item
per item
Where there is an actual cost for the item in the cataloguing record,
we charge the actual purchase cost plus $4.00 processing
Total generated
$20.00
$45.00
$10.00
N
N
N
$20.00
$45.00
$10.00
$3.00
6019615334
Lost Cards
Cost Recovery
per card
6019615335
Technical Services
Cost Recovery
per item
6019615336
Microfilm Fees
Cost Recovery
per page
- 196 -
$3,600.00
$0.75 to $1.25
$0.25
$1,100.00
$0.00
$500.00
$3,000.00
$3.00
$700.00
$0.75 to $1.25
$0.25
$500.00
Form 6
Department
Division
Activity
Community Services
Library
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
(Time/
Rate
Budgeted
Change for
as per
Budgeted
participant
Presently
HST
Rev from
2017- if
2017
Rev from
Number
etc)
In Effect
Y or N
fee
applicable
Budget
fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
6019615340
Program revenue
Cost Recovery
Cost Recovery
per program
per person
$1.00 to $3.00
$2.00
Total generated
6019615341
Internet Printing
6019615344
Recoveries
Inter Library Loan
Photocopy microfilm/reference materials
$500.00
Cost Recovery
per page
Cost recovery for Inter Library Loan - some lending libraries'

charge to lend items through interlibrary loan. The cost varies
according to library. Revenue for this account varies according to
what users borrow.
Cost recovery
Total generated
- 197 -
$1.00 to $3.00
$2.00
N
N
$0.25
per title
$10-$25
per title
$10+.50/page
$200.00
$500.00
$0.25
$200.00
$10-$25
$10+.50/page
$107,400.00
$78,900.00
Form 6
Department
Division
Activity
G/L Account
Number
Community Services
Art Gallery of Peterborough
C1

C2
401 815 5283
School Groups
401 810 5232
School Groups
401 815 5289
March Break & Summer Camps
401 815 5284
Education programs - child
402 815 5287
C3
Unit
2016
Basis
Current
Total
(Time/
Rate
Budgeted
participant Presently HST Rev from
etc)
In Effect Y or N
fee
C4
C5
C6
C7
Proposed
Rate
as per
2017
Budget
C8
C9
2017
Total
Budgeted
Rev from
fee
C10
$3,000.00
01-Jan-17
$6.00
$3,000.00
$3,000.00
01-Jan-17
$6.00
$3,000.00
$10,000.00
01-Jan-17
$185.00
$15,500.00
$4,000.00
01-Jan-17
$132.00
$5,000.00
Education programs - Youth
per visit
$5.00
1 student
per visit
$5.00
1 student
covers increased costs for instructors, materials,
1 week
$85 - $165
facility operation - options available
session
costs of instructors, materials, facility, change from 6 per session
$95.00
to 8 week session
Varies depending on artist/instructor and schedule
per session
$30.00
$1,000.00
01-Jan-17
$30 - $50
$1,500.00
401 815 5288
Education programs - adult
Varies depending on artist/instrucutor and schedule
$8,000.00
$8,000.00
401 815 5290
Education - Partnerships
Education sub-total
Individual Art Gallery Membership
Family Art Gallery Membership
Senior Art Gallery Membership
Student Art Gallery Membership
Membership sub-total
Room Rental: Reading Room, evening
$3,000.00
$32,000.00
$1,380.00
$2,400.00
$1,600.00
$120.00
$5,500.00
$0.00
$3,000.00
$39,000.00
$1,380.00
$2,400.00
$1,600.00
$120.00
$5,500.00
401 815 5282

401 815 5282
401 815 5282
401 815 5282
401 815 5328
401 815 5328
401 815 5328
401 815 5328
401 815 5328
Art Gallery Studio, evening

Art Gallery Studio, weekend
Outdoor Patio
Special Events - flat fee plus additional
hourly rate
Rentals sub-total
to cover increased costs for instructors, materials

and facility operation
School Program Subsidy
Date of Rate
Change for
2017 (if
applicable)
to cover costs of membership benefits

per person
per family
per person
per person
user fees
user fees
user fees
user fees
- 198 -
$30.00
$40.00
$25.00
$20.00
N
N
N
N
per hour
$100.00
per hour
per hour
per hour
flat fee +
hourly rates
$100.00
$75.00
$150.00
$0.00
Y
Y
Y
Y
$0.00
$0.00
$0.00
$30.00
$40.00
$25.00
$20.00
01-Jan-17
$120.00
01-Jan-17
01-Jan-17
$120.00
$120.00
$150.00
$200.00
01-Jan-17
$0.00
$0.00
$37,500.00
$44,500.00
Form 6
Department
Division
Activity
Community Services
Arenas
Evinrude Centre
G/L Account
Number
C1

C2
Ice Rental Revenue

1016425284 Prime-Time - Adult
Prime-Time - Youth
Shoulder Ice Rental (3pm-4pm &
10pm-11pm)
Non-Prime Time-Anyone
After 11pm
Elementary School Rate
Public Skating Admissions -Regular
Public Skating Admissions-Parent & Tot
Public Skating Admissions -Seniors
Pay as you Play Hockey
Individual Ice rental Cost per skaters Cost varies 1 to 9 skaters

C3
Unit
Basis
(Time/
particpant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Date of Rate
Change for
2017- if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
To partially recover operating costs of Evinrude Centre

Per Hour
Per Hour
$172.56
$148.68
Y/ Extra
Y/ Extra
$172.56
$148.68
To partially
To partially
To partially
To partially
To partially
To partially
To partially
To partially
To partially
Per Hour
Per Hour
Per Hour
Per Hour
Per Time
Per Time
Per Time
Per Time
Per Hour
$148.68
$109.73
$109.73
$68.14
$3.10
$1.77
$1.77
$5.31
$26.55
$105.97
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
$148.68
$109.73
$109.73
$68.14
$3.54
$2.65
$2.65
$6.19
$26.55
$105.97
recover operating costs of Evinrude Centre

01-Apr-17
01-Apr-17
01-Apr-17
01-Apr-17
$855,187
Floor Rental Revenue
1016425284
Adults
Childrens
Floor Pad Rental - Individual

Per Hour
Per Hour
Per Day
$92.70
$74.12
$2,500.00
$870,187
Y/ Extra
Y/ Extra
Y/ Extra
$92.70
$74.12
$2,500.00
$70,174
Room Rentals
1016425328 Banquet Hall - Sundays throughThursdays
Banquet Hall - Fridays, Saturdays
Meeting Rooms-Day Rate
Meeting Rooms-3 Hours or Less
Food Levy Charge
Kitchen User Fee
To partially
To partially
To partially
To partially
To partially
To partially

Per Day
Per Day
Per Day
3 Hours
Per Event
Per Event
$437.00
$651.00
$109.00
$55.00
$110.00
$110.00
2017
Total
Budgeted
Rev from
Fee
C10
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
Y/ Extra
$70,174
01-Jan-17
01-Jan-17
$437.00
$651.00
$109.00
$55.00
$125.00
$125.00
91,333
91,333
Advertising Revenue
1016425286 In-Arena Advertising Sales
Annual
$850$5,000
$850-$5,000
Y/ Extra
$40,000
Capital Contributions
1033325662 Collected Capital Contribution
1033325662 Collected Capital Contribution
To partially recover debenture costs of New Arena Complex

To partially recover debenture costs of New Arena Complex
Per Hour
Per 1/2 Hour
$5.00
$2.50
N
N
$5.00
$2.50
$1,056,693.79
- 199 -
$40,000
$1,071,694.00
Form 6
Department
Division
Activity
Community Services
Arenas
Kinsmen Centre
G/L Account
Number

C1
C2
C3
Ice Rental Revenue

Prime-Time - Youth
10pm-11pm)
After 11pm
Unit
Basis
(Time/
particpant
etc)
Current
Rate
Presently
In Effect
C4
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
Date of Rate
Change for
2017- if
applicable
Proposed
Rate
as per
2017
Budget
2017
Total
Budgeted
Rev from
Fee
C7
C8
C9
C10
To partially recover operating costs of Kinsmen Centre

Per Hour
Per Hour
$172.56 Y/ Extra
$148.68 Y/ Extra
$172.56
$148.68
To partially
To partially
To partially
To partially
To partially
To partially
To partially
To partially
Per Hour
Per Hour
Per Hour
Per Time
Per Time
Per Time
Per Time
Per Hour
$148.68
$109.73
$109.73
$69.96
$3.10
$1.77
$1.77
$5.31
$26.55
$105.97
$148.68
$109.73
$109.73
$69.96
$3.54
$2.65
$2.65
$6.19
$26.55
$105.97
recover operating costs of Kinsmen Centre

Y/ Extra
Y/ Extra
Y/ Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/ Extra
Y/Extra
01-Apr-17
01-Apr-17
01-Apr-17
01-Apr-17
$626,900

1016525284 Adults
Childrens
Floor Pad Rental - Individual
Food Levy Charge
To partially
To partially
To partially
To partially

Per Hour
Per Hour
Per Day
Per Event
$94.51
$75.93
$2,500.00
$109.48
Y/Extra
Y/Extra
Y/Extra
Y/ Extra
$626,900
01-Jan-17
$94.51
$75.93
$2,500.00
$110.00
$61,100
Room Rentals
1016525595 Meeting Rooms-Day Rate
Meeting Rooms-3 Hours or Less

Per Day
3 Hours
$109.48 Y/ Extra
$54.75 Y/ Extra
Total
$5,000
$61,100
$109.48
$54.75
Total
$5,000
Advertising Revenue
1016525286 In-Arena Advertising Sales
Annual
$850$5,000 Y/ Extra
$850-$5,000
$30,000
$723,000
- 200 -
$30,000
$723,000
Form 6
Department
Division
Activity
Community Services
Arenas
Northcrest Community Centre
G/L Account
Number

C1
C2
C3
Ice Rental Revenue

Prime-Time - Youth
10pm-11pm)
After 11pm
1016625284
Adults
Children
Unit
Basis
(Time/
particpant
etc)
Current
Rate
Presently
In Effect
C4
C5
To partially recover operating costs of Northcrest

Per Hour
Per Hour
To partially
To partially
To partially
To partially
To partially
To partially
To partially
To partially
Per Hour
Per Hour
Per Hour
Per Time
Per Time
Per Time
Per Time
Per Hour
recover operating costs of Northcrest


- 201 -
Per Hour
Per Hour
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
Date of Rate
Change for
2017- if
applicable
Proposed
Rate
as per
2017
Budget
2017
Total
Budgeted
Rev from
Fee
C7
C8
C9
C10
$172.56
$148.68
Y/ Extra
Y/ Extra
$172.56
$148.68
$148.68
$109.73
$109.73
$69.96
$3.10
$1.77
$1.77
$5.31
$26.55
$105.97
Total
Y/ Extra
Y/ Extra
Y/ Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/ Extra
Y/Extra
$148.68
$109.73
$109.73
$69.96
$3.54
$2.65
$2.65
$6.19
$26.55
$105.97
N/A
N/A
Total
Y/Extra
Y/Extra
01-Apr-17
01-Apr-17
01-Apr-17
01-Apr-17
$262,600
$262,600
N/A
N/A
$0
$0
$262,600
$262,600
Form 6
Department
Division
Activity
Community Services
Arenas
Memorial Centre/Morrow Park
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
(Time/
Rate
Budgeted
Change for
as per
Budgeted
particpant
Presently
HST
Rev from
2017 - if
2017
Rev from
Number
etc)
In Effect
Y or N
Fee
applicable
Budget
Fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
Ice & Floor Charges

1016325284 Prime-Time - Youth
1016325284 Shoulder Ice Rental (3pm-4pm &
10pm-11pm)
1016325284 Non-Prime Time-Anyone
1016325284 After 11pm
1016325284 Elementary School Rate
1016325284 Floor Rental (Adult)
1016325284 Floor rental (Minor)
Approximate Revenue Totals
Event Charges
1016345276 MC Building Rental (Regular)
1016345276 MC Building Rental(Non-Profit)
1016345276 MC Building Rental ( Concert)
1016345276 MC Building Rental (Concert non-profit)
To partially recover operating costs

per hour
per hour
per hour
$172.56
$148.68
$148.68
Y/Extra
Y/Extra
Y/Extra
$172.56
$148.68
$148.68

per hour
per hour
per hour
per hour
per hour
$109.73
$109.73
$68.14
$105.31
$89.38
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
$109.73
$109.73
$68.14
$105.31
$89.38
$278,000
$278,000
per day
per day
per day
per day
$4,120.00
$3,296.00
$5,000-$6,6700
$5,360.00
MC Building Rental (Banquet-Floor

Only)
Video Board Rental (on Clock)
Event staff charges
Sound Room & Technician
Labor to remove glass
Labour to install Ice Cover
Partial Removal of Glass
Partial removal of boards/glass S. End
per day
$2,500.00

per event
per event
per event
per event
per event
per event
per event
$1,030.00
$1,712.38
$155.00
$1,030.00
$1,030.00
$721.00
$618.00
Building Cleanup Fee

Coat Check
Forklift Operator
Forklift Rental (Morrow Building)
Forklift Rental ( Event)
Lift Rental
Additional Chair rental
Additional Table rental

per event
per event
per hour
per day
per event
per day
per event
per event
$669.50
$206.00
$30.30
$206.00
$206.00
$275.00
$2.06
$16.48
Y/Extra
Y/Extra
Y/Extra
$4,120.00
$3,296.00
$5,000-$6,6700
$5,360.00
Y/Extra
1016345276
1016325286
1016345276
1016345276
1016345276
1016345276
1016345276
1016345276
1016345276
1016345276
1016345344
1016345344
1016345344
1016345344
1016345344
1016345344
$2,500.00
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
$1,030.00
$1,712.38
$155.00
$1,030.00
$1,030.00
$721.00
$618.00
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
Y/Extra
$669.50
$206.00
$30.30
$206.00
$206.00
$275.00
$2.06
$16.48
$419,112
- 202 -
$423,500
Form 6
Department
Division
Activity
Community Services
Arenas
Memorial Centre/Morrow Park
Unit
Basis
G/L Account
2016
Current
Proposed
2017
Total
Date of Rate
Rate
Total
(Time/
Rate
Budgeted
Change for
as per
Budgeted
particpant
Presently
HST
Rev from
2017 - if
2017
Rev from
Number
etc)
In Effect
Y or N
Fee
applicable
Budget
Fee
C1
C2
C3
C4
C5
C6
C7
C8
C9
C10
Morrow Park Charges

1016935242 Morrow Building Rental-Winter
1016935242 Morrow Building Rental-Summer
1016935242 Morrow Building Set-Up Day Fee
1016935312 Parking
1016935312 Parking Lot Buyout
1016935242 Morrow Park Track Area Rental
Ticket Charges
1016325465 Capital Replacement Fund
1016325448 Telephone/Internet Order Charge
1016325448 Internet ticket service charges
1016325448 Box Office Ticket Sales Fee
Premium Fees for Club/South1016325418 end/Skybox/Birthday room
1016325448 Ticket System Event Layout Production
1016325448 Box Office Hourly Fee-Level 1
1016325448 Box Office Hourly Fee-Level 2
License Fees
1016325405
1016325418
Suites
Club/South-end-Petes Season

per day
per day
per partial
per vehicle
per day
per day
$1,060.00
$930.00
$212.18
$4.00
$1,030.00
$2,575.00
Y/Extra
Y/Extra
Y/Extra
Y/Incl.
Y/Extra
Y/Extra
$1,060.00
$930.00
$212.18
$4.00
$1,030.00
$2,575.00
$203,000
To partially recover Capital costs

To repay Long term Loan
To recover staff charges and bank charges
per ticket
per order
per ticket
per ticket
$1.00
$2.00/order
$1.50/ticket
$3 to $8/ticket
Y/Extra
Y/Extra
Y/Extra
Y/Extra
To partially recover Capital costs

To recover staff and system charges
per ticket
per event
per hour
per hour
$1.00 to $5.50
$70.00
$75.00
$50.00
Y/Incl.
Y/Extra
Y/Extra
Y/Extra
$200,000
01-Jan-17
01-Jan-17
$1 to $3
$2.00/order
$1.50/ticket
$3 to $8/ticket
$1.00 to $5.50
$100.00
$75.00
$50.00
$188,500

annual
annual
$7,000 to
$21,460
$135 To $175
$7,000 to
$21,460
$135 To $175
Y/Extra
Y/Extra
$425,001
$1,513,613
- 203 -
$245,516
$535,001
$1,682,017
Form 6
Department
Division
Activity
Community Services
Administration
Sustainability
G/L Account
Number
C1
C2
602 5360
Rationale for Fee (ie. Government mandated

C3
Municipal Council Support

recover part of cost to deliver a service
Resolution Letters in support of
Renewable Energy Applications for
FIT
Unit
Basis
Current
(Time/
Rate
participant Presently HST
etc)
In Effect Y or N
C4
C5
C6
per
application
- 204 -
2016
Total
Budgeted
Rev from
fee
C7
Date of Rate
Change for
2017 - if
applicable)
C8
$0.00 01-Jan-17
Proposed
Rate
as per
2017
Budget
C9
$200.00
2017
Total
Budgeted
Rev from
fee
C10
$1,000.00
Form 6
Department
Division
Activity
Community Services
Social Services
Children's Services - Directly Operated Child Care Programs
G/L Account
Number
C1
C2
101503 /505 /511 Parental Fees - total all programs
5360

C3
To offset salary increases and increases to
operational costs such as hydro, food, rent.
- 205 -
Unit
Basis
(Time/
particpant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
N
2016
Total
Budgeted
Rev from
Fee
C7
$1,114,560
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
Fee Schedule
Tod - FD
Pre - FD
43.00
40.50
01-Jan-17
01-Jan-17
43.80
41.50
Sporadic
Tod - FD
Pre - FD
43.00
40.50
01-Jan-17
01-Jan-17
43.80
41.50
Tod/Pre-PD
29.00
01-Jan-17
29.50
SA-am
SA-pm
10.00
13.00
01-Jan-17
01-Jan-17
10.25
13.25
2017
Total
Budgeted
Rev from
Fee
C10
$1,259,963
Form 6
Department
Division
Activity
G/L Account
Number
C1
Planning & Development Services

Planning Division
Application Amendment Fees

C3
Unit
Basis
(Time/
participant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
101-751-5302

C2
Zoning By-Law Amendments
Residential
To partially recover costs of processing application
per unit
$30.00/ N
dwelling unit +
base fee of 990
Varies by no. of
dwellings
$30.00/
dwelling unit +
base fee of 990
101-751-5302
Commercial or Industrial
per sq.m.
101-751-5302
Other fees
per sq.m.
$0.6/sq.m. N
building floor
area + base fee
of 990
$0.3sq.m. N
building floor
area + base fee
of 990
Varies by
affected
building floor
area
Varies by
affected
building floor
area
$0.6/sq.m.
building floor
area + base fee
of 990
$0.3sq.m.
building floor
area + base fee
of 990
To partially recover the cost of processing applications
per fee
$4,400.00
per fee
$4,400.00
per fee
$2,640.00
101-751-5302
Official Plan Amendment

Schedule A (Commercial or Industrial
designations) Schedule I, J & O
Commercial or Industrial Policy
Changes
Amendments to remaining schedules or
text
Subdivision or Condominium Plans
101-751-5302
Subdivision Compliance Letter
per letter
101-751-5302
Extensions to Draft Approval
per approval
$1,595.00
$1,595.00
101-751-5302
Condominium Exemption from Draft

Approval
Amendments to Aprpoved Plans and/or To partially recover the cost of processing applications
Draft Conditions - Notice Required
per approval
$800.00
$800.00
$1,595.00
$1,595.00
$800.00
$800.00
101-751-5302
101-751-5302
101-751-5302
101-751-5302
101-751-5302
101-751-5302
Amendments to Aprpoved Plans and/or To partially recover the cost of processing applications
Draft Conditions - No Notice Required
Site Plans
Residential
per dwelling unit
- 206 -
$30.00/ha of N
lot area + base
fee of $4,000
$85.00 N
$25 per unit + N

Base fee of
$730
Fees are
cumulative
Fees are
cumulative
Fees are
cumulative
Varies by
affected lot
area
Varies by no. of
dwellings
$4,400.00
$4,400.00
$2,640.00
$30.00/ha of
lot area + base
fee of $4,000
$85.00
$25 per unit +

Base fee of
$730
2017
Total
Budgeted
Rev from
Fee
C10
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-751-5302

Planning Division
Application Amendment Fees

C2
Non-Residential & Mixed Use
101-751-5302
101-751-5302
101-751-5302
101-751-5302
101-751-5302
101-751-5302
101-751-5302

C3
Unit
Basis
(Time/
participant
etc)
C4
per sq.m.
Where Site Plan Approval is a condition of a Committee

of Adjustment decision, or a rezoning approval, the base
fee for Residential is reduced to $430.00, and for Nonresidential & Mixed Use is reduced to $665.00
$430 for
residential and
$665 for Nonres and mixed
use
$520.00
$730.00
$1,100.00
$240.00
$130.00
$360.00
Amendments to approved site plans
Minor
Major Residential
Major (All other)
To partially recover cost of processing applications
Outdoor Cafs
Extensions to Site Plan approval Period To partially recover cost of processing applications
Site Plan Compliance Letter
101-751-5302
Other Fees
Part Lot Control Exemption
101-751-5302
101-751-5302
Removal of Holding Provision

Sign By-Law Amendments

101-751-5304
101-751-5304
101-751-5304
101-751-5304
Committee of Adjustment
Minor Variances
All Others
Severances
Creation of a new building Lot
101-751-5304
101-751-5304
All Others (Eg. Additions, easements)

Reissuance of Consent Certificates
2016
Current
Total
Rate
Budgeted
Presently
HST
Rev from
In Effect
Y or N
Fee
C5
C6
C7
$0.3/sq.m. of N
Varies by new
new building
building floor
foot print + base
area
fee of $1,100
$77.00
per lot
Proposed
Rate
as per
2017
Budget
C9
$0.3/sq.m. of
new building
foot print + base
fee of $1,100
N
N
N
N
N
N
N
$77.00
$1,460 + $22/lot N
$1,460 + $22/lot
$360.00 N
$790.00 N
$360.00
$790.00
Single & Two-unit residential properties
1 and 2 units
$400.00 N
$550.00 N
$400.00
$550.00
per lot
$550 + N
additional
$120/lot
$550.00 N
$50.00 N
$550 +
additional
$120/lot
$550.00
$50.00

Recovered from the applicant at actual cost

Recovered from the applicant at actual cost
- 207 -
2017
Total
Budgeted
Rev from
Fee
C10
$430 for
residential and
$665 for Nonres and mixed
use
$520.00
$730.00
$1,100.00
$240.00
$130.00
$360.00
$40,000.00
$127,000.00
Note:
Any expenses incurred by the City pursuant to Municipal
If application is deferred at the applicant's request, the
Date of Rate
Change for
2017 - if
applicable
C8
$40,000.00
$127,000.00
Form 6
Department
Division
Activity
G/L Account
Number
C1

Planning Division
ORCA FEES

C2
Official Plan Amendment
Minor Official Plan Amendment
Intermediate Official Plan Amendment
Major Official Plan Amendments
Zoning By-law Amendment
Minor Zoning By-law Amendments
Intermediate Zoning By-law Amendments
Major Zoning By-law Amendments
Minor Variance / Severance
Minor Variance
Intermediate Variance
Major Variance
Minor Severances (Consent) Applications
Intermediate Severences
Major Severances
Site Plan Control
Minor Site Plan Control
Intermediate Site Plan
Major Site Plan
Subdivisions
Subdivisions - draft Plan Condition - Minor
Subdivisions -draft Plan Condition - Major
Clearance of Conditions
Draft Plan Extension
Reactivation
Revision Fee
Other
Golf Course Projects
Land Inquiries
Total

C3
Unit
2016
Proposed
Basis
Current
Total
Date of Rate
Rate
(Time/
Rate
Budgeted Change for
as per
participant Presently HST Rev from
2017 - if
2017
etc)
In Effect Y or N
Fee
applicable
Budget
C4
C5
C6
C7
C8
C9
To recover cost of ORCA fee

address
address
address
$475.00
$1,200.00
$2,200.00
$475.00
$1,200.00
$2,200.00

address
address
address
$375.00
$1,100.00
$2,050.00
N
N
N
$375.00
$1,100.00
$2,050.00

address
address
address
address
address
address
$330.00
$1,000.00
$1,950.00
$375.00
$1,100.00
$2,050.00
N
N
N
N
N
N
$330.00
$1,000.00
$1,950.00
$375.00
$1,100.00
$2,050.00

address
address
address
$400.00
$1,250.00
$4,000.00
N
N
$400.00
$1,250.00
$4,000.00

address
address
address
address
address
address
$5,000.00
$10,000.00
$1,500 /ha
$1,000.00
$1,000.00
$1,000.00
N
N
N
N
N
$5,000.00
$10,000.00
$1,500 /ha
$1,000.00
$1,000.00
$1,000.00

address
address
$5,000.00
$250.00
N
N
$40,000
- 208 -
$5,000.00
$250.00
$40,000
2017
Total
Budgeted
Rev from
Fee
C10
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-753-5303
101-753-5303
101-753-5303

Geomatics/Mapping

C3

C2
Paper Map Sales
Standard maps
Open Data Policy
Custom Plots - $60/hr, Minimum $20.00 Recovery of cost of delivering services
(depending on scope of job)
Unit
Basis
(Time/
participant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
Free
$60/hour
Free
$60/hour
NA
Y
Free
$60/hour
Open Data Policy

Recovery of cost of delivering services
Free
$60/Hr
Free
$60/Hr
NA
Y
Free
$60/Hr
.pdf format
Open Data Policy
Standard Maps
Custom Plots - $60/hr, Minimum $20.00 Recovery of cost of delivering services
(depending on scope of job)
Free
$60/hour
Free
$60/hour
NA
Y
Free
$60/hour
Digital CAD data (CAD $ GIS)

Data Available On-line
Custom mapping (low priority)
Total
- 209 -
$1,000.00
2017
Total
Budgeted
Rev from
Fee
C10
$1,000.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-431-5612

Building
Building Inspection

C3

C2
Building Permit Fees
New Residential Construction
To recover all costs of providing service
Proposed
Rate
as per
2017
Budget
C9
Flat Fee
$400/permit
01-Jan-17
$404/permit
Flat Fee
$204/permit
01-Jan-17
$208/permit

Flat Fee
Flat Fee
Flat Fee
Full Fee
Flat Fee
$100/permit
$204/permit
$204/permit
N
N
N
N
N
01-Jan-17
01-Jan-17
01-Jan-17
$102/permit
$206/permit
$206/permit
Flat Fee
Industrial Commercial Institutional - To recover all costs of providing service

Shell
101-431-5612

Tenant Fit-up and Alteration
101-431-5612

Finished
101-431-5612
101-431-5612
101-431-5612
101-431-5612
101-431-5612
101-431-5612
Industrial Commercial Institutional

Alteration - without identifiable
gross floor area
Demolition of Building up to 600 m
or up to 3 stories
Demolition of Building over 600 m
or 3 stories
Design Structures and Stand Alone
Works
Plumbing Permit <= 10 fixtures
Plumbing Permit > 10 fixtures
Change of Use
Conditional Permit
Occupancy Permit
101-431-5612
Reinspections
101-431-5612
Date of Rate
Change for
2017- if
applicable
C8
Flat Fee
101-431-5612
101-431-5612
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Residential Alterations - without

identifiable gross floor area
Rate based on
gross floor area
(m)
Rate based on
construction value
Current
Rate
Presently
In Effect
C5
$17.32/m of gross
floor area, min.
$204
$19.96/$1,000
construction value,
min. $204
$14.19/m of gross
floor area, min.
$204
$19.96/$1,000
construction value,
min. $204
$18.91/m of gross
floor area, min.
$204
$19.97/$1,000
construction value,
min. $204
$204/permit
101-431-5612
101-431-5612
Unit
Basis
(Time/
participant
etc)
C4
Rate based on
gross floor area
(m)
Rate based on
construction value
Rate based on
gross floor area
(m)
Rate based on
construction value
101-431-5612
Construction Commenced Without To recover all costs of providing service

Permit
101-431-5612
101-431-5612
Transfer Ownership
Cancelled building permit - fee
refund
Flat Fee

Flat Fee
Refund in accordance with Building By-law 10-048 Varies - see by-law
Total
$360 where
building not ready
for final inspection
at time of
occupancy.
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
01-Jan-17
$17.61/m of
gross floor area,
min. $207
$20.30/$1,000
construction
value, min. $207
$14.32/m of
gross floor area,
min. $206
$20.14/$1,000
construction
value, min. $206
$19.08/m of
gross floor area,
min. $206
$20.14/$1,000
construction
value, min. $206
$207/permit
$360 where
building not ready
for final
inspection at time
of occupancy.
N
$150/inspection/divi
sion after 2
$185 or 50% of
permit fee,
whichever is
greater
$185/permit
$150/inspection/d
ivision after 2
$185 or 50% of
permit fee,
whichever is
greater
$185/permit
N
N
$1,560,000.00
- 210 -
2017
Total
Budgeted
Rev from
Fee
C10
$1,425,000.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595
101-431-5595

Building
Building Inspection

C2
Other Fees
Building Code Order - Order To
Comply
Building Code Order - Stop Work
Order
Building Code Order - Unsafe
Building
Building Code Order - Order
Prohibiting Occupancy
Building Code Order - Order Not To
Cover
Building Code Order - Order To
Uncover
Building Code Order - Emergency
Order
Liquor licence inspection/approval
letter
Restaurant inspection/approval
letter
Retail car sales approval letter
Day care provider approval letter
Accessory apartment registration
fee
Retail gas/propane letter of
approval
Service charge on contract work

C3
Unit
Basis
(Time/
participant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Date of Rate
Change for
2017- if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
$150 each
$165
$165
$300 each
$330
$330
$450 each
$495
$495
$450 each
$495
$495
$300 each
$330
$330
$500 each
$550
$550
$600 each
$660
$660
$50 each
$55
$55
$50 each
$55
$55

$50 each
$50 each
$50 each
$55
$55
$55
N
N
N
$55
$55
$55
$50 each
$55
$55
10% of cost - min.

$25
10% of cost min. $25
Total
$4,000.00
- 211 -
2017
Total
Budgeted
Rev from
Fee
C10
$7,000.00
Form 6
Department
Division
Activity
G/L Account
Number
C1
101-433-5613
101-433-5613

Building
By-law Enforcement

C2
Permit Fees
Sign permit fee: freestanding sign
>10 ft. high
Sign permit fee: fascia sign >10 sq.
ft.; freestanding sign <=10 ft. high

C3
To recover all costs of inspection and
enforcement
enforcement
101-433-5613
Sign permit fee: fascia sign <=10 sq. To recover all costs of inspection and
ft.; portable sign
enforcement
101-433-5613
Real Estate Development Sign
101-433-5613
Electronic Signs
101-433-5613
Enforcement Administration
101-433-5306
Contract Administration
101-433-5615
Pool enclosure permit fee
101-433-5615
101-433-5300
101-433-5300
101-433-5300
Unit
Basis
(Time/
participant
etc)
C4
Current
Rate
Presently
In Effect
C5
HST
Y or N
C6
2016
Total
Budgeted
Rev from
Fee
C7
Date of Rate
Change for
2017 - if
applicable
C8
Proposed
Rate
as per
2017
Budget
C9
$250 each
$250 per sign
$250 per sign
$100 + $50 for

each additional
sign on same
permit
$100 + $50 for
each additional
sign on same
permit
$150 per sign
$150 per sign
$150 per sign
$150 per sign
$300 per sign
$300 per sign

enforcement
enforcement
To recover costs from enforcement such as sign
removal and compounding.
To recover costs relating to the assignment and
administration of contracts related to property
standards remedial work, property clean-up and
debris removal.
Total
enforcement
Total
$350 per sign
$350 per sign
$100 per
occurance
$150 per
occurance
$100 per
occurance
$150 per
occurance
$100 per
occurance
$75 each
$75 each
$45,000.00
$3,000.00
$75 each
$48,000.00
2017
Total
Budgeted
Rev from
Fee
C10
$35,000.00
$3,000.00
$38,000.00
Compliance Letter Fees

Zoning compliance letter
$30.00 each
$30 each
$30 each
Work order compliance letter

Survey compliance letter

$30.00 each
$75.00 each
$30 each
$75 each
N
N
$30 each
$75 each
$72,000.00
Total
Other Fees
Clearance of Property Stands Notice To partially recover costs of inspection and
enforcement
Discharge of Property Standards
To partially recover costs of inspection and
Order
enforcement
101-433-5595
- 212 -
$72,000.00
$250 each
$250 each
$250 each
$500 each
$500 each
$500 each
Form 6
Department
Division
Activity
Planning and Development

Airport
Airport Operating Revenue
101 392 5595 After Hours Call Out

C3
Fee for aircraft landings for commercial use and
private aircraft over 9,000 lbs, increase to capture
the large aircraft
Fee for parking aircraft monthly- revised to include
large aircraft
Aircraft parking daily - revised to include large
aircraft
After hours call out fee/after hours snow clearing
101 392 5595 Meeting Room Rental

103 392 5292 Passenger Fee
101 392 5255 Gasoline Rebate
Meeting room rental

Charter fee by passenger
Airport fuel surcharge
G/L Account
Number
C1
C2
101 392 5244 Landing Fees
101 392 5246 Tie Down Fees

101 392 5316 Daily Parking
- 213 -
Unit
Basis
(Time/
participant
etc)
C4
per landing
2016
Current
Total
Date of Rate
Rate
Budgeted
Change for
2017 - if
In Effect Y or N
Fee
applicable
C5
C6
C7
C8
$20-$450
$12,000.00
Y
monthly
$38-$600
daily
$10-$250
$2,000.00
$10-$250
$2,500.00
hr - 2 hrs min
$75 - $120
$1,500.00
$75 - $120
$1,000.00
daily
per passenger
per litre
$75 - $250
$7-$10
$0.03
Y
Y
Y
$1,500.00
$4,000.00
$30,000.00
$69,000.00
$18,000.00
Proposed
2017
Rate
Total
as per
Budgeted
2017
Rev from
Budget
Fee
C9
C10
$20-$450 $15,000.00
$38-$600 $15,000.00
01-Jan-17
$75 - $250
$500.00
$7-$10 $2,000.00
$0.04 $40,000.00
$76,000.00
- 214 -
2017 Draft Budget

Work Programs
- 215 -
- 216 -
2017 Work Programs

Table of Contents
Chief Administrative Office ................................. 219
Fire Services .......................................................... 220
Emergency Management ....................................... 221
Community Services Admin & Sustainability .... 252

Recreation .............................................................. 255
- Peterborough Sport and Wellness Centre............ 257
Corporate Services
Clerks Office .......................................................... 224
Financial Services ................................................. 226
Property.................................................................. 229
Information Technology .......................................... 230
Facilities and Planning Initiatives ........................... 231
Human Resources.................................................. 232
ACH Admin and Heritage Preservation Office........ 258

Museum and Archives ............................................ 260
Library .................................................................... 261
Art Gallery of Peterborough.................................... 263
Legal Services
Legal Services and POA Office .............................. 234
Utility Services Admin ......................................... 236
Engineering ............................................................ 237
Public Works .......................................................... 239
Transportation
- Parking, Traffic, TDM ........................................... 240
- Transit .................................................................. 247
Environmental Protection ....................................... 249
Waste Management ............................................... 251
Arenas .................................................................... 265

Social Assistance and Homelessness.................... 268
- Childrens Services .............................................. 270
- Community Development Program ...................... 271
Planning and Development Services ................. 273
Geomatics/Mapping ............................................... 277
Housing .................................................................. 278
Building Inspection and By-law Enforcement ......... 281
Airport .................................................................... 283
- 218 -
2017 Work Program

Department: Chief Administrative Officers Office
Item
Description of Work
Start
End
Comments
Present Status
1.
Fulfill the responsibilities of

the Chief Administrative
Officer as set out in
Provincial legislation and
municipal By-law 15-039.
Policy development
Ongoing
Ongoing
Working with each Department of the

Corporation, as well as corporate partners, to
ensure the responsibilities of the Office are
met.
Ongoing
2007
Ongoing
The Policy Unit provides oversight and

coordination of corporate policies to ensure an
acceptable program of review and maintenance
of all corporate policies.
Ongoing
2.
- 219 -
2017 Work Program

Division: Peterborough Fire Services (PFS)
Item
Description of Work
Start
1.
Suppression
Ongoing
2.
Fire Prevention and

Public Fire Safety
Education
Ongoing
3.
Training
Ongoing
4.
Communications
Centre
Ongoing
5.
Administration
Ongoing
6.
Fire Station
Infrastructure
Ongoing
End
Comments
Present Status
Suppression staff responds to fires, and other

Ongoing
emergencies, assist with public fire safety education,
public relations initiatives, investigation of fires,
maintain fire stations and equipment.
Fire Prevention staff perform inspections under the Fire Ongoing
Code, (high-risk occupancies are a priority); investigate
the cause of fires and related incidents as required.
The Public Educator coordinates and delivers public
education programs such as home smoke alarm
program and Risk Watch.
Chief Training Officer (CTO) coordinates and delivers
various fire service training programs such as Incident
Command, specialty rescue training and assisting with
design and delivery of succession planning
initiatives/training and personnel examinations.
Coordinates web based and specialty training.
Communications staff provides fire and emergency
dispatch services and information to the City and
County fire services. Staff reviews and monitors fire
and emergency dispatch methods, GIS and supporting
IT software.
Review and updating of fire protection and dispatch
agreements and PFS internal administrative
documents/policies. Provides administrative services
and overall supervision of PFS mandated services.
PFS and other City staff will review the minimum
repairs to ensure ongoing operation of Fire Station #2
and its future replacement in accordance with
approved process and the need and acquisition of
additional facilities.
- 220 -
Ongoing
Ongoing
Ongoing
Ongoing
2017 Work Program

Division: Emergency and Risk Management
Item
Description of Work
Start
1.
Program
Ongoing
2.
Training and Exercises
Ongoing
3.
Provincial Nuclear
Emergency Response
Plan (PNERP)
Ongoing
End
Comments
Present Status
The Emergency Management and Civil Protection

Act states that municipalities must establish
Emergency Management programs that include
mitigation, prevention, preparedness, response and
recovery activities to promote disaster resilient
communities.
Ongoing
ERMD will develop and implement plans, training,

education, and exercises in accordance with
identified hazards and risks.
Training is one of the core pillars of the Citys
emergency management program. Training is
provided on an annual basis to the Emergency
Control Group and other City staff, Public Inquiry
Centre staff, Emergency Social Services
(Evacuation Centre) Team, Airport Emergency
Control Group, and community partner agencies.
Risk Management training is provided to all
Divisions in the Corporation.
The Provincial Nuclear Emergency Response Plan
designates the City of Peterborough as a host
community for Durham Region residents in the
event of significant nuclear incident at the
Darlington or Pickering Nuclear Generating
Stations.
ERMD will meet regularly with OPG, Provincial and
Federal Ministries, CNSC, NIAC, OPP and other
agencies to plan nuclear response and recovery
strategies.
- 221 -
Ongoing
Ongoing
2017 Work Program

Item
Description of Work
Start
4.
Emergency Plans
Ongoing
5.
Business Continuity
Planning
Ongoing
6.
Labour Disruption
Contingency Planning
Ongoing
7.
Insurance and Risk

Management
Ongoing
End
Comments
Present Status
The City of Peterborough Emergency Response

Plan and hazard specific support plans establish
emergency response guidelines in accordance with
legislation and best practices. These plans are
living documents and must be reviewed and
updated regularly. New hazard specific plans are
developed as emerging risks are identified.
A Business Continuity Project was initiated in 2008
that resulted in the development of Corporate and
Divisional Business Continuity Plans (BCPs) for
critical services and functions.
Ongoing
ERMD will coordinate annual plan maintenance and

testing, and will make recommendations to
enhance BCPs.
The Manager of ERMD will lead the development
and administration of the Corporate Labour
Disruption Planning process to ensure the provision
of key City services during a strike or lockout
involving one of the Citys collective bargaining
units.
The Corporate Insurance and Risk Management
Program includes risk identification and mitigation,
education, risk financing, claims and insurance
management.
ERMD will coordinate appropriate insurance
coverage for all City assets, administer and
manage claims for and against the City, and
develop policies and procedures to limit liability and
reduce the cost of claims against the City.
- 222 -
Ongoing
Ongoing
Ongoing
2017 Work Program

Item
Description of Work
Start
8.
Fleet Operations and

Management Program
Ongoing
End
Comments
Present Status
The Fleet Operations and Management Program

establishes standards for the safe and effective
operation of corporate fleet vehicles and
equipment, as well as compliance with CVOR
related legislation.
EMD will coordinate the Fleet Users Group and will
monitor the status of the Citys CVOR Overall
Safety Rating. Program changes will be
implemented as required. EMD will ensure that
monthly CVOR Summary Reports and quarterly
Driver Abstract reports are requested from the
MTO. EMD will monitor driver eligibility and status.
Ongoing
- 223 -
2017 Work Program

Division: City Clerks Office
Item
Description of Work
Start
End
Comments
Present Status
Ongoing
The Clerk fulfills legislated duties as set out in Section

228 of the Municipal Act 2001 which include: (a) to
record, without note or comment, all resolutions,
decisions and other proceedings of the council; (b) if
required by any member present at a vote, to record the
name and vote of every member voting on any matter or
question; c) to keep the originals or copies of all by-laws
and of all minutes of the proceedings of the council; (d) to
perform the other duties required under this Act or under
any other Act; and (e) to perform such other duties as are
assigned by the municipality. 2001, c. 25, s. 228 (1).
Ongoing
Core Duties of Clerks Office

1.
Legislated Duties
of City Clerk
Ongoing
The Clerks office is responsible for the preparation and

distribution of all agendas and minutes for all Council and
standing Committees.
2.
Clerks Office Day

to Day
Responsibilities
Ongoing
Ongoing
- Municipal lottery and business licenses

- Deputy registrar duties in carrying out the statutory
duties required by the Marriage Act and the Vital
Statistics Act
- Municipal Freedom of Information and Protection of
Privacy
- Road closures
- Commissioning of Oaths
- Insurance claims against the City
- Records Management
- 224 -
Ongoing
2017 Work Program

Division: City Clerks Office
Item
Description of Work
Start
End
Comments
Present Status
3.
Election
Responsibility
Ongoing
Ongoing
The Clerk is responsible for conducting Municipal

Elections in accordance with Section 11 of the Municipal
Elections Act; preparing for the election; preparing for,
and conducting, a recount in the election; and maintaining
peace and order in connection with the election.
Although the last election occurred October 27, 2014,
preparation for the 2018 election is an ongoing
responsibility with respect to monitoring applicable
legislation and potential by-elections due to unforeseen
Councillor vacancies.
Preparation for the

2018 election will begin
in the mid part of 2017
to ensure a successful
election and be ready
to accept nominees in
January 2018.
4.
Civic Awards
January
June
The Clerks Office is responsible for organizing the annual

Civic Awards event. This includes the preparation of all
relevant documents prior to the ceremony and event
coordination of the awards ceremony.
Preparations will begin

in the first quarter of
2017 for an event in
early June 2017.
5.
Records
Management
2012
Ongoing
This is a corporate project, established to create a

framework and process for staff to manage records
within the City of Peterborough. A retention schedule, a
classification system and an electronic data
management system (EDMS) has been developed and
implemented.
This project has

become an ongoing
responsibility. A
searchable, corporatewide electronic data
management system
now exists. It has
been populated with
some corporate and
departmental records
but continuous work
exists to add more to
the system and work
with departments to
manage their corporate
records. A full-time
position was approved
in the 2016 Budget to
lead this process.
- 225 -
2017 Work Program

Division: Financial Services
Item
Description of Work
Start
Core Duties of Financial Services

Provision of the following: Ongoing
1.
collecting and depositing
money; paying debt;
administering accounts
payable; provision of
payroll services;
maintaining accounting
records including tangible
capital asset register;
preparation of annual
audited financial
statements; preparation of
quarterly financial Reports
to Council; providing
financial advice to
Council; making
investments and ensuring
that they comply with
Council Policy.
2.
Operating and Capital

Budget Preparation;
Property Tax billing and
payment processing;
issuance and
administration of
Requests for Tenders,
Proposals and Quotes;
customer service strategy;
managing federal and
provincial grant programs.
Ongoing
End
Comments
Present Status
The Municipal Act 2001 stipulates that Council

must appoint a Treasurer who is responsible for
handling all of the financial affairs of the
municipality on behalf of, and in the manner
directed by, the council of the municipality,
including: (a) collecting money payable to the
municipality and issuing receipts for those
payments; (b) depositing all money received on
behalf of the municipality in a financial institution
designated by the municipality; (c) paying all
debts of the municipality and other expenditures
authorized by the municipality; (d) maintaining
accurate records and accounts of the financial
affairs of the municipality; (e) providing the
council with such information with respect to the
financial affairs of the municipality as it requires
or requests; (f) ensuring investments of the
municipality are made in compliance with the
regulations made under section 418. 2001, c.
25, s. 286 (1).
Oversee the preparation of the annual operating
and capital budget process. Prepare and issue
56,000 property tax bills annually. Issue (in
consultation with originating Departments),
advertise and administer approximately 125
formal competitive procurement processes,
ensuring compliance with Purchasing By-law
14-127. Coordinating and ensuring timely,
accurate and appropriate information on the
Internet and Intranet, coordinating media
releases, telephone messaging and assisting
Departments with new customer service options
and systems. Regular reporting and submission
of claims
- 226 - for federal and provincial funding.
Ongoing
Ongoing
2017 Work Program

Item
Description of Work
Start
3.
Audit Services
Not
Started
4.
Enterprise Resource
Planning (ERP) Software
2016
End
Comments
Present Status
The current Audit term is 2012- 2016 inclusive.

An RFP will be issued for Audit Services for the
5-year term 2017-2021 in Q1 of 2017.
2019
The software currently in use was implemented

in 1997 and no longer meets todays business
needs.
In spring 2016, a Request For Information (RFI)
was issued to gather information about what
ERPs are available, the cost, and how long it
would take to complete the implementation.
The RFI was successful in providing this
information and the information was used to
complete a 2017 budget request. The original
project charter assumed the target Request for
Proposal (RFP) issue of January 2017.
The RFP was issued in October 2016, with the
final selection decision deferred until the 2017
Budget is approved. The accelerated schedule
is to try and avoid an upgrade of the Cayenta
system. The current version has been in place
for a couple years, but the upgrading to the
latest version will cost upwards of $100,000 and
take significant staff resources, both of which
would be better used on the implementation of a
new ERP.
- 227 -
Award of RFP is
pending budget
approval.
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
5.
Compliance With
Accessibility for Ontarians
With Disabilities Act, 2005
(AODA).
January
2009
Ongoing
The Accessibility for Ontarians with Disabilities

Act, 2005 is meant to create accessibility for all
Ontarians with disabilities by January 1, 2025.
There are three standards created under it, two
of which are now law;
The City of
Peterborough is
presently in
compliance, but work
continues to ensure
training, policies and
procedures maintain
compliance.
The Accessibility Standards for Customer

Service (Ontario Regulation 429/07).
The Integrated Accessibility Standards (Ontario
Regulation 191/11). These regulations have
numerous requirements including Employment,
Transportation, Information and Communication,
and the Design of Public Spaces.
The Built Environment Standard.
- 228 -
The City has

achieved all
compliance
deadlines to date,
and continues to
work toward future
dates through to
2020.
The Accessibility
Office is also working
with the Building
Division regarding
implementation of
the Built
Environment
Standard via
revisions to the
Ontario Building
Code.
2017 Work Program

Department: Corporate Services
Division: Property Services
Item
Description of Work
Start
End
Core Duties of Property Maintenance Division

Maintaining City Hall,
1.
Ongoing
Peterborough Police
Services headquarters
and City rental properties;
managing maintenance
and regulatory programs
for other City facilities and
provide assistance to
Facility Managers as
required; undertake
various capital projects.
Comments
Present Status
Maintaining buildings includes day-to-day

repairs, maintenance management, grounds
keeping, contract cleaning, budgeting for future
operating and capital repairs, monitoring energy
consumption, liaison with tenants. Involvement
with other City facilities include meeting with
facility managers, providing assistance,
maintaining the Asbestos Management
Database, managing and reviewing energy
usage data, and implementing and managing a
life-cycle cost analysis. Manage and oversee
the design, tendering and construction of certain
identified projects.
Ongoing
- 229 -
2017 Work Program

Division: Information Technology Services
Item
Project Name
Start
End
Description/Comments
Current Status
1.
Information Technology
Service Requests
Q1 2017
Q4 2017
Provide Information Technology (IT) support

and services to City Departments and Police
Services. This includes maintenance, support
and implementation of:
Planning
Core IT infrastructure
Corporate business applications
IT security best practices
2.
Corporate Website Refresh
Q1 2016
Q4 2017
Strategy for the Citys website will include

design, content management tool selection
and roles for ongoing maintenance.
Implementation of the new website will be in
2017.
Planning
3.
Enterprise Software
Modernization
Q1 2016
Q4 2019
This includes an extensive review of key

corporate business applications that includes
the Financials, Point of Sale, Recreation
Booking and Taxation software with the intent
of replacing these systems with an industry
standard solution over the next three years.
4.
IT Strategic Plan
Q1 2016
Q4 2017
Implement or pilot various components of the

Information Technology Strategic plan which
could include Cloud computing technologies,
Enterprise Content Management software, IT
Security initiatives and enhancements to
Virtualization and Disaster Recovery systems.
A new
Recreation
system has
been selected
and will be
implemented in
2017.
Projects have
been identified
and some are
currently
underway.
Funding for
other projects
have been
submitted as
part of the 2017
budget
package.
- 230 -
2017 Work Program

Department: Corporate Services - Facilities and Planning Initiatives
Item
Description of Work
Start
End
Comments
Present Status
1.
Public Library
Renovations and
Expansion
January
2014
Ongoing
Construction underway.
Library Relocation
January
2016
August
2017
3.
Design of a New
Arena
January
2016
Ongoing
4.
Little Lake Master Plan

Implementation
Shoreline Stabilization
Park Buildings
January
2016
Ongoing
Tender and construction of the renovations

and expansion of the librarys main branch.
Council approval of design in Report CSD15012.
Investigate, secure and assist with the
temporary relocation of the library services
during construction.
Provide project management on the design
program for a replacement facility for
Northcrest Arena.
Undertake shoreline stabilization to address
erosion of critical areas around Little Lake.
January
2015
Ongoing
Replacement of the King Edward Park

washroom building to a fully accessible facility
to open spring 2016. Nicholls Oval washroom
building to commence 2017/2018.
Construction complete
at King Edward Park.
Construction of New
Athletic Facilities
June 2015
Ongoing
Discussions with public sector agencies to

develop a partnership on new artificial field
project for future.
Development
discussions underway.
5.
6.
- 231 -
Library relocated to
temporary location.
Phase 1 of design
underway.
On hold to 2018.
2017 Work Program

Division: Human Resources
Item
Description of Work
Start
1.
Daily Human
Resources Activities
Ongoing
End
Comments
Present Status
Promote the well being and safety of all

employees including: the identification and
management of employee related risk including
all employee work-related injury; short and long
term disability claims; as well as WSIB claims
and Return to Work.
Ongoing
Ensure corporate compliance with various

legislation.
Develop, implement and maintain new policies,
and update existing policies.
Ensure appropriate health and safety training is
provided to all staff in accordance with
legislation.
Assist all Departments to manage attendance.
Work with employees and managers to make
adjustments to positions for employees requiring
workplace accommodations either on a
temporary or permanent basis. Look for
alternative work when an employee cannot be
accommodated in their home position.
Ensure that the provisions of Collective
Agreements are administered in a fair and
consistent manner.
Conduct workplace investigations when required,
and handle employee grievances.
Play a lead role in recruitment processes.
Manage the employee benefits programs.
- 232 -
2017 Work Program

Division: Human Resources
Item
Description of Work
2.
Negotiations
Start
April
End
June
Comments
Present Status
The Collective Agreement with ATU expires in

June 2017.
Not started
Human Resources will lead the contract

negotiations with this bargaining unit.
- 233 -
2017 Work Program

Division: Office of the City Solicitor and Provincial Offences Act Office
Item
Description of Work
Start
End
Comments
Present Status
Ongoing

1.
General Legal Services
Ongoing
Day-to-day legal business of the Corporation

including general agreement drafting and review
and provision of legal opinions, as well as
assistance on major projects such as road
widenings (acquisition of real property) review of
leases, various Municipal Housing facility projects,
rental management of landfill properties and
registration of tax sales.
2.
Litigation
Ongoing
Represent City in various levels of court and

administrative tribunal hearings on an as-needed
basis.
Bylaw Review and

Drafting: Including
Execution of Routine
Documents/Consolidated
Municipal Capital Facility
Tax Exemptions/Animal
Control/Various Building
Bylaws
Ongoing
Development of requisite bylaws for various

departments and review of set fines.
Ongoing
4.
Risk Management
Ongoing
Staff is part of the Risk Management Committee

and work closely with the Insurance and Risk
Management Coordinator on claims management
involving litigation and insurance coverage for
contractual and other risk management
documents.
Ongoing
5.
Airport Agreements
Ongoing
Drafting and review of various contractual

agreements and leases relating to the Airport
including land acquisitions and dispositions.
Ongoing
- 234 -
2017 Work Program

Division: Office of the City Solicitor and Provincial Offences Act Office
Item
Description of Work

General Court Services
6.
Administration
Start
Ongoing
7.
Enforcement/Collection
Policies
Ongoing
8.
POA Office/Courtroom
Ongoing
End
Comments
Present Status
The day-to-day business of the Provincial Offences

Act Office is to receive and process payments for
Part 1 (tickets), Part 2 (parking) and Part 3
(Informations) Offences; coordinate and schedule
all trials and resolution meeting requests; verify,
accept and process all motions and applications
for court. As clerk/monitor responsible for the
preparation of the courtroom, the maintenance of
proper protocol and operation of the courtroom
during POA hearings, meetings and trials as well
as the recording and transcription of all court
hearings. The POA office is also responsible for
prosecutions and appeals for proceedings
commenced under Part 1 and Part 2 of the Act.
Internal enforcement procedures are continually
being streamlined, including coordination with
external collection agencies.
Ongoing
Review the necessity of combining POA office and

courtroom facilities in alternate rental space,
pending negotiations with the Ministry of the
Attorney General.
- 235 -
Ongoing in
conjunction with
Financial
Services.
Negotiations
completed, license
agreement to
December 2017.
2017 Work Program

Department: Utility Services: Administration
Item
Description of Work
Start
End
Comments
Present Status
Departmental Administrative Priorities

1.
Day-to-Day
Administration of USD
Ongoing
Ongoing Administration of USD including report scheduling,

work load monitoring and work quality/performance
reviews. Establish Divisional priorities. Provide
overview of USD development application responses.
This is a continuous
process.
Ongoing Asset Management has been established as a priority

for all Corporate infrastructure. USD will take a
Corporate lead in moving Asset Management
programs and plans forward regardless of which
Department is responsible for a particular asset.
Ongoing Environmental Assessments are required for much of
the work that is done in all USD Divisions. Overview is
provided at the Directors level.
Ongoing City Council at its meeting of April 8, 2013 approved
the implementation of the Emerald Ash Borer
Management Plan. This plan was further updated in
May 2015.
process that may
result in Reports to
Council as required.
Major Operational Programs

2.
Establish Asset
Management as a
Corporate and
Departmental Priority
Ongoing
3.
Various Environmental
Assessments
Ongoing
4.
Implement Emerald
Ash Borer
Management Program
2013
process.
process.
Represent Department
5.
Support Various
Corporate Initiatives
Ongoing
6.
Support Projects in
Other Departments
Ongoing
Represent USD on various Corporate Committees

such as Emergency Planning, AODA, Document
Management, etc. and co-ordinate Departmental
involvement as necessary.
Represent USD on various projects in other City
Departments and co-ordinate Departmental
involvement as necessary.
- 236 -
process.
process.
2017 Work Program

Division: Utility Services Department Engineering, Construction and Infrastructure Planning
Item
Description of Work
Start
1.
Detailed design,
engineering and
development review,
and contract leads for
the majority of the
corporation engineering
related work within the
municipal right-of-way
Ongoing
End
Comments
Numerous tasks including development of
engineering standards, developing process and
permitting for works in the municipal road
allowance and addressing engineering response to
various stakeholders including members of the
public and Council.
Implementation of corporate Flood Reduction
Master Plans and Water Quality Master Plans
including the undertaking of subsequent studies,
planning, coordinating, and administering the
capital projects.
Requests for Tenders/RFP preparations, project
management, contract administration, and
construction supervision of capital works and
development related works.
In house engineering design of Municipal Services
and local utilities including roads, sewers, storm
water quality, watermains, and roadside
appurtenances. Coordination and consultation
with public and utility stakeholders in relation to
capital projects.
Develop maintenance management systems for
road, bridge and sewer (storm and sanitary)
systems. This includes the decision making
process of sewer inspection locations on annual
rotations and the contract administration of CCTV,
relining, dig repair, and grout repairs.
Provide Engineering comments on development
including the Official Plan, the Citys zoning, site
plan control, severances, Secondary Plans, and
Plans of Subdivision.
- 237 -
Present Status
process.
2017 Work Program

Division: Utility Services Department Engineering, Construction and Infrastructure Planning
Item
Description of Work
Start
1.
Continued
2.
Support Corporate and

Other Departmental
Projects
Ongoing
3.
Capital Budgeting and

Development Charges
Ongoing
End
Comments
Process municipal consent application providing
guidance to all utilities with respect to the
installation of all utilities within the right-of-way.
Ensuring the Citys infrastructure is in good
standing with provincial and federal legislations
including but not limited to the MOECC, MNR and
DFO.
Management and maintenance of Citys streetlight
infrastructure.
Support both Corporate and other City
Departments and Divisions as necessary in all
engineering related matters.
Long-term planning for the Citys sewer network to
project for growth and availability of services to
support future expansion of the City.
Implementing the Citys growing Asset
Management Plan in keeping with provincial
mandates. The coming years will see the Plan
grow beyond the provincial mandate creating a
larger corporate approach to managing assets
Responsible for the majority of USDs and the
Corporations Capital Budget. This includes
planning, coordinating, implementing and
administering the capital projects in USD.
Responsible for the review and commendations
made for the Citys Area Specific Development
Charge (DC) By-Law and the Roads and Related
components of the Citywide DC By-Law which
plays a large role in the overall DC rate.
- 238 -
Present Status
process.
Ongoing
2017 Work Program

Division: Public Works
Item
Description of Work
Start
End
Comments
1.
Inspection,
Maintenance and
Repair of City
Infrastructure Including
Garbage Collection
and Winter Control
January
December The core functions for Public Works include

inspection and repair of municipal infrastructure,
winter control operations, the maintenance of
parks, care of the urban forest and solid waste
collection.
Continuous.
2.
Prepare 791 Webber

Avenue to operate as
a Public Works yard
January
December Detail design and final RFT document to be issued

in 2017.
Working toward final

RFT document.
- 239 -
Present Status
2017 Work Program

Division: Transportation: Parking, Traffic, Transportation Demand Management
Item
Description of Work
Start
End
Comments
Present Status
PRK
1.
Replace On-Street
Parking Meters With
Solar Powered Pay
and Display Machines
April
2016
Ongoing
Continue implementation of
solar powered machines as
per RFP P-21-11.
PRK
2.
Strategic Parking
Operations Review
March
2016
Ongoing
Continue with recommendation to replace

on-street parking meters with solar
powered Pay and Display machines.
Program is near completion with only a few
machines required to eliminate meters in
the downtown area.
In 2015, staff completed a review of
parking fines and fees as part of Report
USTR15-010. The report also
recommended updating the Strategic
Parking Operations Review to assess and
evaluate the administration of the parking
program and make recommendations for
longer term parking management initiatives
on a city-wide basis.
PRK
3.
Implementation of
Parking App for Smart
Phones
January
2016
Ongoing
In 2016, hand held ticketing equipment was

upgraded to allow for future implementation
of online parking payment applications. In
early 2017, a new parking payment
application allowing users to pay for
parking with a mobile device will be
implemented both on-street and in surface
parking lots within the DBIA area.
Roll out of Parking App will

commence in Q1 of 2017 with
completion by the end of
2017.
- 240 -
Parking Operations Review

commenced in Q4 of 2016
with completion by the end of
2017.
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TRF
4.
Traffic Operations
Management
Program
January
2016
September
2017
A recommendation of the Citys

Comprehensive Transportation Plan, this
program is to address existing traffic
operational issues/deficiencies by
implementing traffic operations
assessments, conducting sub-area
modeling, researching Intelligent
Transportation Systems (ITS) applications
and creating policy and process to address
public concerns regarding through traffic.
Research on traffic calming

policies used in other
municipalities completed in
spring of 2016. RFP to hire
consultant to undertake
review to be completed in fall
of 2016. Work will continue
in 2017 including public
consultation and reporting of
recommendations to Council.
TRF
5.
Intelligent
Transportation
Systems (ITS)
Strategic Plan
January
2014
Ongoing
Program to develop and implement an ITS

Strategic Plan. A recommendation of the
Citys Comprehensive Transportation Plan,
the ITS Strategic Plan is a road map that
sets the direction, pace and priorities of ITS
investment over a 10 year period. In
concert with the Traffic Operations
Management Program, the ITS Strategic
Plan is based on the Citys present and
future transportation needs such as: Traffic
Control and Management, Traveler
Information, Incident Management, Public
Transportation, Parking Control and
Management and Emergency
Management. Recommendations will be
incorporated in annual operating and
capital budgets to ensure that the traffic
flow on the network is optimized.
Not Started
- 241 -
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TRF
6.
Trail and Bicycle Lane

Improvements
January
2014
Ongoing
Program to implement trail and bicycle lane

improvements in accordance with the Citys
trail guidelines. In 2017, Transportation
staff will implement Phase 2 of the George
Street/ Water Street bike lane revisions,
upgrade the Rotary Trail crossing at
Parkhill Road and Benson Avenue, and
continue assessment of Charlotte Street /
Hospital Drive bike lane opportunities.
Staff will continue

implementing the necessary
infrastructure to support the
pedestrian/cyclist monitoring
program.
TRF
7.
Central Traffic Signal

Control System
Replacement
September
2014
Ongoing
Program to replace the Citys Central

Traffic Signal Control System. Phase 1 of
this program will be undertaken as part of
Traffic Operations Review to assess
system needs and requirements.
TDM
8.
Co-ordination of Trail
Management
Ongoing
RFP to hire consultant to

undertake review completed
in fall of 2016. Work will
continue in 2017 including
reporting recommendations
to Council.
Interdepartmental Trails
Committee meets regularly to
co-ordinate trail activities.
Chair the inter-departmental Trail

Committee. Working with staff from
different Departments to deliver a
cohesive, cost effective trail development
and maintenance program.
Trail development projects are integral to
implementing recommendations related to
the cycling network in the Transportation
Plan.
- 242 -
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TDM
9.
Sidewalk Strategic
Plan Update
2009
Ongoing
The purpose of the Sidewalk Strategic Plan

is to create a process for, and to prioritize,
sidewalk projects within the City of
Peterborough. The plan was last updated
in 2012 and the program is used to identify
sidewalk projects for construction in future
years.
Update completed in 2016 as

part of updated sidewalk
policy. Implementation of
Priority 1 sidewalks to
continue in 2017.
TDM
10.
Pedestrian and
Cyclist Monitoring
Program
January
2012
Ongoing
Monitoring pedestrian and cyclist activity is

an important tool to determine the
effectiveness of TDM programs. A
program was developed to conduct
pedestrian and cyclist volume data
collection and monitoring was completed
for the first time in 2012.
Co-ordination with Trent

University to have students
undertake the counting in
2017 is underway. City has
four automated pedestrian /
cyclist counters on various
trails and staff are evaluating
data obtained.
- 243 -
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TDM
11.
Community Based
Programs
Ongoing
Ongoing
The following projects are created and

delivered in partnership with Peterborough
GreenUP, and other partners.
Projects are progressing well.
1. Community Shifting Gears - the

community provided with incentives to
replace vehicle trips by walking, cycling,
busing and carpooling.
2. Car Free School Days first
Wednesday of each month is scheduled as
Car Free at participating elementary
schools.
3. Cycling Skills Training local certified
cycling instructors offer cycling skills
courses to workplaces, groups, camps, etc.
GreenUP and B!KE have received Trillium
funding to expand the training programs
locally.
TDM
12.
Bicycle Parking
Ongoing
Ongoing
4. Grade 8 Transit Quest Grade 8

students are given a free bus pass for
March Break, encouraging them to learn
how to use Peterborough Transit.
The inverted U racks and ring racks are
locally made and are now being powdercoated to improve their aesthetics over the
longer term.
- 244 -
Continued provision of
cycling racks in public spaces
is being provided in the city
as requested or when a need
is identified.
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TDM
13.
Implementation of
Cycling Network in
Transportation Plan
2013
2031
The cycling network includes on and off

road facilities including multi-use trails,
cycling lanes (includes protected and
buffered cycling lanes) and bicycle priority
streets. The capital budgets for these
projects are in various sections, but
primarily in Engineering and Constructions
Various New Multi-Use Trails
Implementation expected by
the end of 2017 for:
1. Rotary Greenway Trail
(Gzowski College to
access to Lakefield
section of trail)
2. Crawford Trail Extension
Projects are in planning
stages for:
1. Bethune Street
2. Charlotte Street (Bethune
Street to Water Street)
3. Charlotte Street (Park
Street to Monaghan Road)
4. Clonsilla Avenue
(Monaghan Road to
Hospital Drive)
5. Hospital Drive
6. CP Rail Corridor /
Otonabee River Crossing
(Townsend Street to
Ashburnham).
TDM
14.
Cycling Master Plan
2016
2017
Now that implementation of the cycling

network is underway, advantages have
been identified to planning the network in
more detail, so a cycling master plan for
the whole city would be beneficial which
would include development of design
standards for use in future capital projects.
- 245 -
Not yet initiated.
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
TDM
15.
Active Transportation
Indicators Report
2014
2018
In 2014, the City in partnership with

Peterborough GreenUp and the
Peterborough Health Unit completed the
first Active Transportation Indicators
Report. The intent was to update the
report every five years to coincide with the
release of updated census data.
The next update will begin in

2017 with completion
anticipated in 2018, subject to
release of 2016 Census data.
TDM
16.
Planning Initiative
2015
2017
Working with planning on requirements for

developments including Transportation
Impact Studies, bicycle parking, and
parking credits for TDM initiatives.
Not yet initiated.
- 246 -
2017 Work Program

Division: Transportation/Public Transit
Item
1.
Description of Work
Implement Service
Alterations as per
Public Transit
Operations Review
Start
January
2013
End
Ongoing
Comments
To implement the recommendations of the
2011/12 Public Transit Operations Review and
service enhancements established through
Report USDIR12-016, and USDIR12-019.
Present Status
Phased process, initiated
in the spring of 2013 as
approved by Council and
continuing in 2017.
2.
Integrated Real Time

Passenger
Information System
October
2015
Ongoing
Purchase and install an Integrated Real Time

Passenger Information System which is an
Intelligent Transit System (ITS) enhancement
designed to work seamlessly with the existing
Automated Next Stop Announcement System.
Provide next bus information to passengers
through various media including internet,
smart phone and cell phone applications.
Pre-boarding
announcement systems
installed in Q4 2015,
procurement of next bus
information system
commenced in Q3 of 2016
and will continue into
2017.
3.
Electronic Staff
Scheduling System
October
2015
Ongoing
Review opportunities to expand and/or

purchase and install Electronic Scheduling
system software for Conventional System,
replacing existing manual transit operator
roistering and scheduling procedures.
Through USTR-14-006 software to provide
automated scheduling and reservations for the
Specialized Transit Service was purchased
and installed in the Handi-Van Fleet. The
same software also has the capability to be
expanded to provide scheduling for the rest of
the conventional fleet and this expansion of
the system will be planned for implementation
in summer 2017.
Initial review and project

analysis was completed in
2012. Specialized Transit
Reservation System online in May 2015.
Procurement of
scheduling system for
conventional fleets began
in Q3 of 2016 and
implementation will
continue into 2017.
- 247 -
2017 Work Program

Division: Transportation/Public Transit
Item
4.
Description of Work
Compliance With
Accessibility for
Ontarians With
Disabilities Act, 2005
(AODA)
Start
January
2009
End
Ongoing
Comments
The Accessible Customer Service Standard
was implemented as of January 1, 2010. The
Integrated Accessible Standard has been
released that combines the Accessible
Transportation Standard, Accessible
Information and Communications Standard
and the Accessible Employment Standard.
Present Status
Pre-boarding
announcement system
implemented on
conventional fleet in late
2015. In 2016, Terminal
Renovations in customer
waiting area addressed
accessibility requirements.
Staff will continue with
Accessible Transit Stop
upgrade program and will
continue with staff training
as required.
5.
Transit Affordability
Program
January
2016
Ongoing
To implement recommendations of Transit

Affordability Program, including staffing, fare
structure, advertising, administrative policies,
and new services.
Initial review and program

analysis completed in
2015 followed by Public
Meeting in Q1 of 2016
and approval by Council
in 2017. Implementation
of program to begin in
2017.
6.
Handi-van Service
January
2016
Ongoing
In January 2016, a review of Handi-van

ridership demands and system performance
was initiated in response to public comments
about lack of capacity to accept reservations.
The review recommended capacity/service
enhancements, staffing changes and policy
changes to be initiated in 2017.
Implementation of
capacity and policy
improvements will
commence in 2017 upon
delivery of new vehicles.
- 248 -
2017 Work Program

Division: Environmental Protection
Item
Description of Work
Start
End
Comments
Present Status
1.
Operation of Waste
Water Treatment
Plant
Ongoing
Ongoing
Ongoing
2.
Federal Wastewater
Systems Effluent
Regulations
November Ongoing
2012
3.
Environmental
Monitoring of Existing
and Closed Landfill
Sites
National Pollution
Release Inventory
(NPRI) - Federal and
Provincial Mandatory
Reporting Submission
Maintain Waste Water
Collection System
Ongoing
Ongoing
The City of Peterborough Waste Water

Treatment Plant is a Class 4 (highest level
that can be achieved) facility as
designated by the Ministry of Environment
and Climate Change (MOECC). In 2017,
the existing staff will process
approximately 18.5 million cubic metres of
sewage and 75,000 100,000 cubic
metres of landfill leachate.
The Federal Wastewater regulations were
released in July 2012. These regulations
have more stringent sampling, monitoring
and reporting requirements than our
existing Provincial Environmental
Compliance Agreement for the Waste
Water Treatment Plant.
Conduct sampling, monitoring and
analysis of groundwater and surface water
sites to ensure MOECC compliance.
Ongoing
Ongoing
Ongoing reporting to Environment Canada

and the Ministry of Environment of all
subject pollutants identified under the
NPRI regulations.
Ongoing
Ongoing
Ongoing
Day to day maintenance, including

emergency response, of the waste water
collection system.
Ongoing
4.
5.
- 249 -
Ongoing
Ongoing
2017 Work Program

Division: Environmental Protection
Item
Description of Work
Start
End
Comments
Present Status
6.
Operate an
Accredited Laboratory
Ongoing
Ongoing
Ongoing
7.
Centennial Fountain
Ongoing
Ongoing
Provide essential Laboratory services to

the Waste Water Treatment Plant as well
as other Divisional needs and providing
drinking water services to the community
at large.
Operate and maintain the Centennial
Fountain
- 250 -
Ongoing
2017 Work Program

Division: Waste Management
Item
Description of Work
Start
1.
Operate Waste
Management Facility,
Recycling Programs,
HHW Facility,
Composting Facility,
Public Space Recycling,
Promotion and
Education, Including the
Annual Waste
Reduction Calendar,
Operations of
Associated Programs
and Facilities
Waste Management
Master Plan
Implementation
Ongoing
3.
Composting and
Biosolids
Ongoing
4.
Establish new leaf and

yard waste composting
facility at Bensfort Road
Landfill
2015
2.
2012
End
2022
2017
Comments
Present Status
Day to day operations of waste management programs,

services and facilities. Opportunities to increase
diversion and minimize waste going to the landfill will be
identified, while maximizing available municipal funding
from the Waste Diversion Organization. New legislation
governing the management of waste will be carefully
monitored to determine its impacts on the Citys future
diversion programs.
Ongoing
A Waste Management Master Plan was completed in

2012. The Plan, along with an implementation schedule,
was endorsed by Council in February 2013.
Implementation of the plans recommendations will be
on-going, with a review every five years.
Continuing to assess viable options for the
implementation of a diversion plan for food wastes.
Currently the options are limited and costly, but there are
developments occurring for the combination of biosolids
and food waste which promise to bear fruit by the time
the contract to ship biosolids offsite from the Waste
Water Treatment Plant is finished. A food waste
collection program is not expected to commence prior to
2018.
Due to the mandatory closure of the Harper Road
Compost Site, a new site is being developed adjacent to
the Bensfort Road Landfill on City/County owned lands.
Requires Ministry of the Environment and Climate
Change and Township approvals.
Plan due to be
reviewed in
2017.
- 251 -
Ongoing
Ongoing
2017 Work Program

Department: Community Services: Administration and Sustainability
Item
Description of Work
Start
1.
Lead/Support Major
Planning Processes,
Capital Projects and
Other Initiatives
2.
End
Comments
Present Status
Ongoing
Lead and/or support cross-departmental

projects; coordinate CSD involvement on other
City Department projects; direct major capital
projects within Department.
Museum Storage
Completed. Arena
Needs Assessment
completed; site
selected.
Coordinate and Support

Development of
Divisional and Facility
Plans and Policies
Ongoing
Coordinate and support various planning and

policy development initiatives such as:
strategic plans, functional analysis, feasibility
studies, operational reviews, and
corporate/operational policy initiatives.
Art Gallery Feasibility

Study Completed.
Library Expansion
detailed design under
way.
3.
Build CSD Management

Team
Ongoing
Monthly department meetings with divisional

managers and direct reports; quarterly
meetings with all CSD managers.
Ongoing; continue
coaching
opportunities.
4.
Manage Personnel
Ongoing
Direct, support, and develop managers; deal

with disciplinary matters; participate in Joint
Union/Management meetings/contract
negotiations; attend library job evaluations.
Ongoing
5.
Report to Council, Joint

Services, Advisory
Committees, Boards and
ad hoc Committees
Ongoing
Coordinate Reports to Council, Joint Services,

APRAC, and ACHAC; Support
Boards/Advisory Committees and special
project committee as required.
Ongoing
6.
Manage Community
Grants Program
Winter
2006
Coordinate administration of City Grants

program; and respond to other funding
requests.
2016 grants program

completed.
Ongoing
- 252 -
2017 Work Program

Item
Description of Work
Start
7.
Corporate Sustainability
Ongoing
8.
Sustainable
Peterborough
Coordinating Committee
and Working Groups
Ongoing
9.
Outreach, Promotion,
Education
Ongoing
10.
Water Conservation
Program and Low-flow
Toilet Rebate Program
Spring
2012
11.
Corporate Energy
Management Plan
12.
Energy Planning and

Annual Reporting on
Ontario Reg. 397/11
Green Energy Act
End
Comments
Present Status
Support Corporate sustainable initiatives,

embed sustainability in daily decision making,
source external funding opportunities, and
demonstrate the Citys leadership by
championing corporate and community
sustainability.
Participate in the Coordinating Committee and
Working Groups to implement the priority
action items, build sustainable community
partnerships, prepare annual Sustainable
Peterborough report card and present to
Municipal partners.
Ongoing
Participate in community presentations,

speaking engagements, and outreach events.
Promote the Sustainability Plan and
sustainable practices wherever possible.
Ongoing
Ongoing
Establish community water conservation plans

and programs, such as the Low-flow Toilet
Replacement Rebate Program.
Ongoing
Summer
2014
Ongoing
Implement the Corporate Energy Management

Plan for energy efficiency and conservation for
facilities, street lights, infrastructure and fleet.
Ongoing
January
1, 2013
Annual
Reporting
The Green Energy Act requires annual

reporting on energy consumption with
greenhouse gas emissions and energy
conservation with demand management
measures.
Ongoing
- 253 -
Implementation of
Sustainable
Peterborough in
progress.
2017 Work Program

Item
Description of Work
Start
End
Comments
Present Status
13.
Climate Change and

Development of the
Partners for Climate
Protection Milestones
Fall
2012
Ongoing
Work through the Partners for Climate

Protection to complete Corporate and
Community milestones 1, 2, and 3 for the
Greater Peterborough Area.
Received $175,000
over two years from
FCM Green Municipal
Fund and $225,000
over three years from
Ontario Trillium
Foundation.
Consultant engaged.
14.
LEED Certification for

Select City Buildings
Fall
2012
Ongoing
Working to certify the Peterborough Sport and

Wellness Centre as a LEED certified building,
which is a Priority Action in the Sustainable
Peterborough Plan.
Waste Audit
completed January
18, 2013. Energy
Audit completed
November 2013.
Performance Period
started November 1,
2013.
15.
Renewable Energy
Ongoing
Working with Peterborough Utilities Inc. to

develop renewable energy projects, such as
rooftop solar projects.
Ongoing
- 254 -
2017 Work Program

Division: Recreation
Item
1.
Description of Work
Delivery of Instructional
Sports
Start
Ongoing
2.
Children and Youth

Programming
3.
End
Comments
The Recreation Division offers multiple
instructional sport activities for children,
youth and adults.
Present Status
Approximately 1,900
individuals participate
each year.
Ongoing
The Recreation Division offers children and

youth programs, such as the Downtown
Youth Space, Junior Parks, seven
Neighbourhood Youth Centres, which
includes an After School Recreation
Program.
Downtown Youth Space

Get REAL, and Junior
Parks are well attended
with approximately
4,300 visits annually.
Outdoor Park Facilities
Ongoing
Management of various lease agreements

with food service operators; scheduling and
permitting of community activities in City
owned outdoor facilities, partnership
facilities, and specific sport fields owned by
the school boards.
Annually, over 240

events are scheduled
and permitted by
Recreation.
4.
Recreation Subsidy
Program
Ongoing
The Recreation Division administers $50,000

in subsidy funds to low-income individuals
and families that are accessing community
recreation opportunities. Recreation staff
also administers funds through the Canadian
Tire Jump Start program.
Approximately 2,000
recreation opportunities
were made financially
accessible in 2016.
5.
Signage and Bench

Program
Ongoing
City parks and sports fields can be difficult to

find without proper directional and location
signage.
Park sign inventory is

ongoing, with
replacements/additions
occurring throughout
2016 and 2017.
- 255 -
2017 Work Program

Division: Recreation
Item
6.
Description of Work
Summer Aquatics
Start
Ongoing
7.
Community Assistance
Ongoing
8.
Marina Operations
March
2008
9.
Beavermead
Campground
Operations
May 2013
End
Comments
Supervision of the Citys two public beaches
and five wading pools, between the last week
of June and the third week of August.
Present Status
Annually, over 17,000
individuals attend the
beaches and wading
pools.
Staff work with neighbourhood and sport

groups to redevelop and/or improve
municipal green spaces. Annually, projects
are recommended to the Arenas Parks and
Recreation Advisory Committee.
Specific projects will be

presented to Arenas
Parks and Recreation
Advisory Committee for
endorsement.
Ongoing
Supervision of the Peterborough Marina,

including the contracts with the restaurant
and Little Lake Music Fest food vendors.
In 2016, boater traffic

remained consistent
with 2015. The
Restaurant operator
agreement is in place
until 2018.
Ongoing
Overseeing the Beavermead Campground

operating agreement with ORCA, a 5-year
agreement with an option to renew for
additional five years. (Report CSRS14-006,
Sept. 29, 2014).
The work to correct

drainage issues and
service the 25 central
area campsites was
completed in 2015/16.
ORCA has reported
increased occupancy in
2016.
- 256 -
2017 Work Program

Division: Recreation Peterborough Sport & Wellness Centre
Item
1.
Description of Work
Family Changeroom
Renovations
Start
Summer
2017
End
Fall
2017
Comments
Staff will be seeking input from members
regarding the refurbishment of the Family
Changeroom to enhance accessibility and
efficiency.
Present Status
Deferred
2.
Complete LEED
Certification
Ongoing
Summer
2017
Staff will be completing the Audit for the LEED

Certification.
Still in progress
3.
Mechanical
Audit/Replacement
Report
Ongoing
Winter
2017
The Property and Energy Manager has been

working with PSWC staff and consultant to
review the mechanical equipment and
recommend replacement program based on
current priority.
In progress
4.
Replace Class Software

System
Ongoing
2017
With the replacement of Class coming up, staff

have been working with the Community Services
Department to look for more efficient ways of
serving the community through one stop
shopping approach for facility bookings/rentals
and registrations. Staff will be looking at where
staffing resources can be shared and streamline
current processes.
In progress
5.
Marketing and
Promotions Initiatives
Ongoing
2017
PSWC staff, with the lead of the new Marketing &

Promotions Coordinator will be reviewing current
marketing and advertising initiatives and
recommending and implementing new
approaches to reaching customers, new design
to the current PSWC Guide, new promotions
such as a community Leisure Showcase of
programs, PSWC YouTube channel and refresh
the current website.
In progress
- 257 -
2017 Work Program

Division: Arts Culture and Heritage: Administration/ Heritage Preservation Office
Item
1.
Description of Work
Start
End
Comments
Municipal Cultural
Planning (MCP)
Implementation
Ongoing
Ongoing Help Arts Culture & Heritage Advisory

Committee monitor the Plans progress;
Continue building the cultural layers for the
Citys mapping system;
Present Status
Implementation of MCP
strategies is ongoing.
Work with Geomatics on
mapping is ongoing.
ACH Division staff to continue providing input

into Utility Services Infrastructure Projects;
Work with Electric City

Culture Council (EC3) is
Continue supporting City immigration strategies; ongoing.
Build cross-divisional support for culture; and
Public Art Advisory
Assist departments across the Corporation to
Committee (PAAC) now in
undertake MCP for Canadas 150th anniversary. place.
2.
3.
4.
Support and Promote

Initiatives to Attract
Immigrants to the City
including: Peterborough
Immigration Partnership
(PIP); New Canadians
Centre (NCC) and
Refugee Resettlement
Task Force (RRTF)
Ongoing
Support Division
Operations, Boards and
Advisory Committees;
and Promote Cross
Division Initiatives
Ongoing
Support for Department

and City Projects and
Master Plans
Ongoing
Ongoing Participate on the PIP;

Update the Immigration Portal;
Participate and assist community support of
refugee attraction and retention;
Support initiatives that ensure welcoming
spaces for all; and
Staff appointed to:

Refugee Resettlement
Task Force; and the
Ontario Syrian Refugee
Resettlement Secretariat's
Municipal Update
Committee.
Co-Chair City staff Municipal Coordinating

Committee to assist refugees.
Ongoing Support the Division to meet strategic goals and Ongoing
objectives;
Meet with facility and program managers; and
Advise and support Division Boards and
Committees.
Ongoing Participate in Division, Department and
corporate projects as required.
- 258 -
Ongoing
2017 Work Program

Division: Arts Culture and Heritage: Administration/ Heritage Preservation Office
Item
Description of Work
Start
End
5.
External Funding and

Grants
Ongoing
Ongoing Seek funding for Division projects when

available.
Ongoing
6.
Support Activities of
Ongoing
Local ACH organizations
Ongoing Assist with programs such as Artsweek and

Electric City Culture Council.
Ongoing.
7.
Public Art Activities

including the Public Art
Advisory Committee
(PAAC)
Ongoing 2017 projects include: second mural project with Second Hunter Street
the Downtown Business Improvement
Bridge and DBIA Mural
Association (DBIA);
projects awarded.
Ongoing
Comments
Present Status
Phase 3 of Arch project on Hunter Street Bridge; PAAC appointed.

and
The United Nations Peacekeepers monument;
Canada 150 Public Art projects.
Provide ongoing support for PAAC.
8.
Capital Projects Support Ongoing
Ongoing Provide advice and support to Division on

capital and special projects.
Ongoing.
9.
Administration of Citys
Heritage Activities
including: Heritage
Property Tax Relief
Program (HPTRP);
Doors Open
Peterborough (DOP);
Heritage Conservation
District (HCD) Plan;
Cenotaph Advisory
Committee (CAC)
Ongoing Property designation and enrolment in Heritage

Property Tax Relief Program (HPTRP);
Ongoing: heritage impact

review for capital projects;
archaeology support;
support for DOP and
PACAC; property
designation.
Ongoing
Register eligible properties on Canadian

Register of Historic Places;
Curriculum delivery for Fleming Museum
Management Program;
Administer archaeology assessments for
corporation;
Support PACAC and DOP;
Outreach to owners of designated properties;
Administer Heritage Conservation District Plan
and grant program; and
Support for Cenotaph Advisory Committee and
veterans events.
- 259 -
HCD Plan complete;

Heritage property inventory
update underway;
Heritage Permitting
integration with AMANDA
underway;
Archaeology assessments
for City Initiatives e.g.
Research Park underway.
2017 Work Program

Division: Arts, Culture and Heritage Division, Museum and Archives
Item
1.
Description of Work
50th Anniversary Celebration
Start
Ongoing
2.
Exhibition Installations On
and Off Site
3.
End
Comments
Throughout 2017: special exhibitions, programs,
enhanced access to collections.
Present Status
In planning
stages.
Ongoing
Heideman Gallery exhibition installations (5);

feature exhibitions; off-site exhibitions (as invited).
In planning
stages.
Public Programs On and

Off Site
Ongoing
MUSE International Film Series; March Break

Discovery camps; Summer Discovery camps; PA
Day camps; Warm Up to Your Museum; Word on
the Hill; Driftwood Theatre, events.
In planning
stages.
4.
Education Programs On
Site
Ongoing
New school programs (3) will be developed and

delivered, to supplement core programs and in
conjunction with temporary exhibitions.
In planning
stages.
5.
Visitor Engagement
Ongoing
Continue to add to the on-line gift shop; enhance

social media marketing; implement a membership
program.
In planning
stages.
6.
Volunteer Development
Ongoing
Promote, train and support volunteer opportunities

for youth and adults.
Ongoing
7.
Corporate Projects
Ongoing
Support Corporate projects, including Snofest,

Canada 150, Risk Management, and Tourism.
Ongoing
8.
Satellite Campus of Fleming

College
Ongoing
Develop and support applied projects for students

of Flemings Arts and Heritage programs.
Ongoing
9.
Visitor Experience Facility
Ongoing
Oversee facility maintenance including Curatorial

Centre and facility partnership with Fleming College
(on site modular building).
Ongoing
10.
External Funding
Applications Operating and
Capital
Ongoing
Source and submit applications and/or final reports

for external funding where available and
appropriate (examples include CMOG, YCW and
CSJ, CCSF, MAP).
Ongoing
- 260 -
2017 Work Program

Division: Arts, Culture and Heritage - Library
Item
1.
Description of Work
Maintain principled community
planning
2.
3.
Start
Ongoing
End
Comments
Main Branch renovation/expansion project.
Continue ongoing review of all library

policies.
Participate in, and support, City projects.
Explore possible grants and government

projects. Respond to other funding
opportunities as they arise.
Prepare budget according to Library and

City guidelines; expend funds according to
Library priorities and in compliance with the
Corporate Purchasing By-Law.
Pursue outcomes of
functional analysis
/feasibility study
Enhance organizational
effectiveness
Planning and policy

development
Participate in, and support,

City projects
Sustain fiscal growth
Grants and Government

projects
Budgeting and fiscal

responsibilities
Ongoing
Ongoing
- 261 -
Present Status
Building Project
anticipated to be
completed June
2017.
Ongoing
Ongoing
2017 Work Program

Division: Arts, Culture and Heritage - Library
Item
4.
Description of Work
Nurture community lifestyle
and identity
5.
6.
Start
Ongoing
End
Comments
Programs and special

events at Main and De La
Fosse Branch
Collection development
and support of collection
development operations
Relations with external

organizations
Maintain security of people

and property
Maintain library buildings

and property
Participate in City and

Provincial initiatives
Manage infrastructure
Ongoing
Ongoing
Apply marketing principles and practices to

library operations by better profiling of
existing and potential markets, targeted
advertising and promotion, and
development of appropriate programs and
services.
Offer library programs and events that are
viable and that meet community needs.
Provide materials in all formats that match

marketplace and patron needs/
expectations.
Continue building partnerships with

community organizations, library
organizations and schools.
Maintain library buildings and property to

ensure public safety.
Comply with City and Provincial initiatives

and policies such as AODA.
Plan the review and procurement of an

upgrade or new operating system (software)
and the replacement of all servers
(hardware).
Support technology and

systems
Regular maintenance and

repair of library buildings
Repair and maintain Main and De La Fosse

buildings as needs arise.
Planned maintenance
projects
Plan maintenance projects as identified in

Citys facilities audit.
- 262 -
Present Status
Marketing and
Communications
Officer hired.
Strategic Plan,
rebrand and
website redesign
anticipated.
During
reconstruction
project, Library
operations have
been moved to
Peterborough
Square.
Ongoing
Ongoing
2017 Work Plan

Division: Arts, Culture and Heritage - Art Gallery of Peterborough
Item
Description of Work
Start
1.
Maintain Principled
Community Planning
Ongoing
End
Comments
Continue to monitor upgrades to facility taking

into account the building audit and Category A
Gallery requirements.
Ongoing.
Development of organization plan in response

to outcome of Feasibility Study and
preparation for new building, aligning it with
the Citys strategic priorities.
Discussion between
City and AGP Board in
progress.
Update AGP policies and continue to

strengthen working relationship with the City.
Ongoing.
City Agreement,
Policies and Bylaws
Continue to implement improved

administrative procedures.
Review of staff roles in

progress.
Administrative
Practices
Develop a social media and communications

strategy.
Active on Facebook,
Twitter and Instagram.
Communications
Evolve programming in relation to Strategic

Plan completed in 2016.
Exhibition schedule
restructured to improve
connections to school
year and tourism.
Prepare annual grant applications and explore

project opportunities.
Ongoing.
Develop, resource, and implement a

fundraising and development strategy.
Annual Fundraising
event now offsite for
better profile.
Develop strategy to encourage and retain

AGP members.
Ongoing
Develop a diverse offering of education

opportunities for all ages and levels of
expertise. Diversify learning experiences.
Develop lecture series

and build profile of
instructors
Assess and Respond

to Results of Building
Audit
Develop plan of action
in relations to the
AGP Feasibility Study
2.
3.
Status
Enhance Organizational
Effectiveness
Sustain fiscal growth

Operating and Project
Grants
Fundraising and
Development Strategy
Membership
Campaign
Education Program
Ongoing
Ongoing
- 263 -
2017 Work Plan

Division: Arts, Culture and Heritage - Art Gallery of Peterborough
Item
Description of Work
Continued
Gallery Shop
4.
Nurture Community
Lifestyle and Identity
Start
Ongoing
Exhibition
Development
Participate and
Support City and
Community Projects
End
Comments
Continue development of the Gallery Shop

maintaining focus on regional art and fine
craft.
Provide opportunity for emerging artists,

children and youth to exhibit and enjoy a
learning experience in the visual arts.
Seek partnership opportunities within the City

and community organizations.
Ongoing
Work with the City and Public Art Committee

to coordinate the public art policy and
implement projects.
Public Art Coordinator

in place, projects in
development.
Provide Health and Safety training for staff,

volunteers and workshop instructors.
Ongoing
Ensure safe handling and environmentally

sound, secure space for the permanent
collection.
New collection
management policies
under development.
Populate the new Collection database with

information available and develop plan to
complete digitization and activate the
collection as an accessible archive.
Prioritize, initiate and oversee facility
maintenance as required.
Volunteer Research
project under
discussion.
Public Art Policy

5.
Maintain Security of
People and Property
Ongoing
Staff and Volunteer

Training
Permanent Collection
6.
Manage Infrastructure
Facility Maintenance
Ongoing
Status
- 264 -
Develop series of talks

by artists and authors
represented in the
Gallery Shop.
Family day, PA Days,
classes and talks.
Ongoing
2017 Work Program

Division: Arena Division
Item
1.
Description of Work
Agreement
Start
2016
End
2017
Comments
Following the 2016 creation of a Strategic
Plan for the Agricultural Society, creation of a
new agreement with the City began in 3Q
2016.
Present Status
Strategy for creation of
new agreement under
review.
2.
New Arena Facility

Build-Construction
Project
January
2014
2018
Phase I April 2013 Arena Needs

Assessment completed in 2014.
Phase III to be complete

4Q 2016.
Phase II May 2014 Expression of

Interest, Partnership Development and
Business Case/Feasibility Study completed
in 2015.
Detailed analysis of Arena

Division operations and
changes that will result
with transition to new
building.
Phase III Sept 2015 Commencement of

Concept Design and Costing Study.
Phase IV 2016 Detailed Design and
preparation of Request for Tenders
documents.
Phase V 2017 - 2018 Construction,
Contract Administration and Commissioning.
3.
Implement Electronic
Document Management
2015
2017
Implement the corporate File Nexus software

to electronically store documents to improve
staff's ability to find and use documents and
decrease the amount of physical space to
store them.
- 265 -
Staff currently using

search features. Project to
load our own data not yet
implemented. The file
storage capabilities of the
new Facility Booking
Software will impact
requirements.
2017 Work Program

Item
4.
Description of Work
Facility Booking
Software Replacement
Project
Start
2016
End
2018
Comments
PerfectMind selected as software package to
implement across the corporation. Working
with Corporate Steering Committee and
separate Working Group Units to explore
functionality, standardize processes and
implement new software.
Present Status
Selected software in 2016.
5.
Implement Sales/
Marketing Software
2017
2018
Explore options to include this function within

the Citys new Facility Booking Software,
PerfectMind.
Currently using CLASS

Facility Booking Software
to generate invoices and
A/R into financial system.
6.
Ice Allocation Policy
Ongoing
Complete the creation of the Ice Allocation

Policy started in 2015 and gradually transition
into the new format. Continue to work with
User Groups to finalize the specific details
surrounding each aspect of the policy with
the goal of full implementation by the opening
of the New Arena Complex.
Research of other
municipal policies
completed in 2015. Major
changes to ice allocation
with preference to minor
user groups implemented
in 2015/16 and further
refined in 2016/17.
7.
Peterborough Petes
Partnership
Ongoing
Monthly Marketing Committee develops and

implements a marketing plan for advertising
sales in the PMC. The Facility Committee
furthers OHL Facility Guidelines, Capital
project requests. Work with Corporate
Services on agreement interpretation issues.
Ongoing
- 266 -
2017 Work Program

Item
8.
Description of Work
Special Event Bookings
Start
Ongoing
End
Comments
Ongoing process of securing return business
and generating new rental opportunities for
all Division facilities. Working directly with
artist agents, promoters and event
coordinators to achieve our goal of increasing
the number of special events in the Division.
Membership with Venue Coalition
collaborative event buying/routing and
industry information sharing.
Present Status
Communication with
Venue Coalition, Live
Nation and other event
promoters and organizers
to explore opportunities.
2016-Implemented
Computer Automated
Design drawings for PMC
event configurations to
refine technical production
details.
9.
Improve Staff
Communication,
Training and
Performance
Ongoing
Regularly meet with management team,

supervisors and staff to improve
communication process with all Division staff
to enhance staff performance. Expand
information on City Intranet to be useful
information and training tool for Division staff.
Regularly meet to perform

high-level review of issues
and to improve
communication between
management team and
staff.
10.
Facilities Capital
Equipment
Rehabilitation and Work
Order Program
Ongoing
Work with the Citys Property and Energy

Manager to identify equipment repairs and
maintenance programs and budget
accordingly. Implement a Work Order
Program to streamline the internal and
external process for facility and equipment
repairs.
Consult and work with

Property and Energy
Manager on identified
capital projects.
- 267 -
2017 Work Program

Division: Social Services
Program: Social Assistance and Homelessness
Item
1.
2.
Description of Work
Financial Assistance
Provides basic
benefits to eligible
residents for food,
shelter, clothing,
health and non-health
related items in the
most efficient manner
possible.
Start
Ongoing
Employment Support
Assist Ontario Works
and Ontario Disability
Support Program
participants to
increase employability
through active job
search, coaching, jobspecific skills training,
job and volunteer
placement, basic
education and
upgrading.
Ongoing
End
Comments
Continue to partner with the Ministry to improve
data elements of Data base system. Meet or
exceed customer services targets related to
timely response to service requests. Prepare
for transition from cheques to loadable card by
end of 2017. Participate in provincial
processes to streamline provision of benefits.
Present Status
Continue to refine service coordination with

Employment Ontario and community partners
through use of online referral tools and local
Labour Market Gateway.
Projects ongoing through

2017.
Awaiting further details

from Province.
Strengthen linkages between job placement

services and area small and medium size
employers. Participate in Local Employment
Planning Council.
Continue work with Peterborough Economic
Development to support business expansion,
hiring opportunities and labour market
information.
Continue to review SAMS data reports to
validate employment outcome measurement
and targets. Participate in regional and
Provincial level employment services planning
table.
- 268 -
Ongoing working groups

identifying issues with
province and working
through solutions.
2017 Work Program

Program: Social Assistance and Homelessness
Item
3.
Description of Work
Homelessness
Interventions
Start
Ongoing
End
Comments
The 10-year Housing and Homelessness Plan
will continue to guide use of federal, provincial
and municipal funding and program activities.
Priorities for 2017 include:
implementation of a shared client data base;
expansion of Housing First program with
rent supplements and intensive supports,
physical improvements to the mens shelter;
and
Present Status
Housing First program in
operation since mid2015. Review of
outcomes to guide
improvements or
expansion.
Working with PTS on
implementation of HIFIS
database across multiple
community partners.
work with Housing Division on the annual

public report on progress on the Housing
and Homelessness plan.
4.
Social Services Facility

Improvements
2015
Spring
2017
Phase 1 Renovations completed in 2016.

Refresh/redesign options and costing to be
explored for third and fourth floors with
implementation later 2016 and early 2017.
- 269 -
RFT awarded in summer

2016.
2017 Work Plan

Childrens Services
Item
Description of Work
Childrens Services
1.
Community Planning Best Start Early
Intervention and
Prevention Committee
2.
Modernization of Child
Care - Early Learning
Initiative/Stabilization
Planning.
In 2016/17, local
boards will continue to
implement plans
related to excess
space in schools and
supporting the
development of child
care spaces in schools
Start
End
Comments
Present Status
Ongoing
Ongoing
Planning in 2017 will include the

implementation of a Special Needs Strategy
and the new legislation and regulatory
changes to the Child and Early Years Act.
Planning will be supported through the
transition of the Data Analysis Coordinators
position to the municipality in preparation for
the responsibility for system management of
Ontario Early Years and Family Centres
services in 2018.
Child Care operators are

currently in the process of
implementing Phase 2
regulatory changes in their
programs.
Ongoing
2017/18
The municipality will continue to work closely

with our school board partners and child care
operators, including the Directly Operated
Programs to build a stronger early learning
and child care system in our community.
Child care operators will be

eligible to apply for the
Schools First Capital funding
to support the creation of
new child care space in
schools, the transition into
surplus school space and for
the unconditional grant.
In addition to Provincial investments in

capital funding, the unconditional grant of
$200,000 will also be used to assist with
renovation/retrofitting of centres to meet
requirements of service to this age group.
- 270 -
2017 Work Plan

Community Development Program (Formerly Community Social Plan)
Item
Description of Work
Start
End
Comments
Present Status
1.
County Drop-in
Services
January
2017
December
2017
Improved integration and partnership

of CSP with Ontario Works has
increased the number of locations
where County residents can receive
information, referrals, and services.
Drop in Centres expanded in 2016

to include Millbrook and Keene in
addition to services in Havelock,
Apsley, Buckhorn, Trent Lakes
Municipal Office, and Norwood.
2.
County Capacity
Developments:
Expand local
partnerships in priority
areas including:
employment, food
security, recreation,
basic needs, and
seniors
January
2017
December
2017
Meet-Your-Needs Program continues

in six Townships with fall events.
Exploring events in Warsaw and

both First Nations.
Support Municipal Access to

Recreation Group (MATRG) in
partnership with City and Township
recreation staff and the Health Unit.
MATRG continues to coordinate

information and opportunities
across all municipalities and is
also a reference group for the
Healthy Kids Community
Challenge.
Healthy Kids Community Challenge

will continue.
Plans for Community Well Being Plan
will guide priority work in City and
County.
3.
Community Service
Map
January
2016
December
2017
Partnership with the United Way and

the Geomatics/Mapping Division to
further increase knowledge of human
and social services through a webbased mapping application.
- 271 -
Recreation Maps and Womens

Resources Map in progress in
2016. Culture, Housing,
Health/Seniors Maps being
planned. Changes from
Fourinfo.com to 211 to be
implemented in 2017.
2017 Work Plan

Community Development Program (Formerly Community Social Plan)
4.
Seniors Portfolio
January
December Deliver annual events including
Strengthen
2017
2017
Seniors Summit and Seniors
Peterborough Council
Showcase.
on Aging to improve
Developing Age-friendly Plan for the
the health, safety and
City and County of Peterborough.
overall wellbeing of
older adults
5.
Healthy Kids
January
December Working with HKCC Coordinator and
Community Challenge 2017
2017
various committees and
stakeholders, continue to implement
community based activities aligned
with provincial themes Complete
Theme 2 Water Does Wonders and
plan for Theme 3 TBD focused on
children 0-12 years.
6.
Community Well Being

Plan
January
December
Develop work plan, governance

structure and consultation plan to
obtain community and stakeholder
input into top priorities. Obtain
baseline information on status of
eight domains of Canadian Index of
Well Being.
- 272 -
Summit and Showcase continue

to grow.
Community consultations and
baseline research completed.
Action plan to be developed by
early 2017.
Community Needs Assessment
and Theme 1 completed in 2016.
Discussion of Purpose of a
Community Well Being Plan has
taken place at City/County/
Township level and exploration of
training and technology to support
community engagement.
2017 Work Program

Division: Planning
Item Description of Work Start
End
Comments
Present Status
1.
Planning Process
Administration
Ongoing
The Planning Divisions core business function

is to guide the municipal planning program
including the development and interpretation of
municipal planning policies and the processing
of all planning applications. The Division also
oversees the purchase and sale of municipal
property and the management and development
of the Citys industrial parks and airport.
This is an ongoing
activity and represents
the Planning Divisions
core responsibilities and
principal work program
priorities.
2.
Corporate Initiatives
Ongoing
Planning Division staff support many Corporatewide initiatives as participants on various

committees, as active contributors responsible
for specific deliverables, and in leadership
capacities. Corporate initiatives include: Asset
Management, Sustainability Plan initiatives,
Corporate Policy Projects, Quarterly Reporting,
Document Management and Records Inventory.
This is an ongoing
participation in
Corporate activities.
3.
Interdepartmental
Projects
Ongoing
The Planning Division supports many projects

that are led by other Departments.
Interdepartmental projects in process, and
anticipated to carry into 2017, include:
Transportation Environmental Assessments,
Asset Management Planning, Affordable
Housing Initiatives, Heritage Districts, Jackson
Creek Flow Diversion Project, Sustainable
Peterborough, Greater Peterborough Areas
Climate Change Action Plan and various parks
planning and trails projects.
This is an ongoing
participation in
Corporate initiatives.
- 273 -
2017 Work Program

Division: Planning
End
4.
December An update of the Downtown Master Plan was

2018
required by the City's Official Plan to account for
sweeping changes to the policy directions and
opportunities in the Central Area. The Central
Area Master Plan was completed in May of
2009. The Master Plan identifies a number of
implementation strategies for the ongoing
advancement of the Central Area. This project
will extend over consecutive years. Planned
strategies in 2017 include:
Central Area Master

Plan Implementation
Phase
May 2009
Comments
a) A 7th year of funding for the Faade

Improvement Program, implemented in 2011 as
part of the Central Area Community
Improvement Plan approved in 2011.
b) A 5th year of funding to refund demolition and
building permit fees for redevelopment in the
Central Area under the Municipal Incentive
Grant Program.
Present Status
a), b), c) Central Area

CIP was approved in
2011. Implementation
of recommended
programs is dependent
on budget approval.
The Facade program
was first funded in 2011.
c) A 3rd year of funding for the Residential

Conversion and Intensification Grant Program to
offer a grant to owners in the Central Area who
redevelop or convert properties for residential
purposes.
d) Completion of a rezoning process to
comprehensively pre-zone all properties in the
Central Area.
d) In progress
e) An Urban Design Program for Gateways to

the Downtown was started in 2011 and
completed in 2014. Detailed design of priority
gateways was started in 2016 and will carry into
2017.
e) In progress
- 274 -
2017 Work Program

Division: Planning
End
Comments
Present Status
5.
Official Plan Five

Year Review:
Implementation
Phase
September December An extensive public consultation program was

2013
2017
completed in the fall of 2012 in accordance with
Section 26 of the Planning Act. Council
established a priority program for policy renewal
arising out of the OP Review in March 2013
(PLPD13-014) and a new Draft Official Plan was
released late in 2016, and a comprehensive
public consultation program will be conducted in
2017. This policy renewal will include future
studies and strategies to implement the new
policy direction expressed by the Growth Plan
for the Greater Golden Horseshoe, as reflected
in the Official Plan, and implement other master
plans and strategic plans completed by other
departments, such as the Major Transportation
Plan Updates. This will be a multi-year project.
The Official Plan Update

started in 2013 and was
a comprehensive first
draft was released in
2016. The
implementation phase
will be an ongoing
project.
6.
Trail Development
2010
Project F: Preliminary
design completed in
association with Del
Crary Park Master Plan
in 2011 and the 2014/15
Class EA/Urban Design
Study. Detailed design
completed in 2017 and
construction to be
completed in future
years subject to budget
approval. Phase 1 is
planned for 2018.
(Off road trail

initiatives are a
responsibility of the
Planning Division)
December Project F: Otonabee River Trail (ORT)

2017
Del Crary Park to Little Lake Cemetery - (see
ORT Capital Project) Phase 1 trail extension
from Del Crary Park to the T Wharf.
Project H: Trans Canada Trail (TCT)
Ravenwood Drive linkage north of Parkhill
Road.
Project H: To be
completed once Parkhill
Road is reconstructed.
- 275 -
2017 Work Program

Division: Planning
End
Comments
7.
Charlotte Street
Renewal/ Louis
Street Urban Park:
Phase 1
Construction
June
2015
December The design phase of the Charlotte Street

2017
Renewal project which consists of an Urban
Design Study and Class EA approvals, including
preliminary/detailed design, was initiated in
2010 but due to delays was not completed until
2015. The scope of this project has changed
resulting from the Jackson Creek Flow Diversion
Project. The portion of the project from Park
Street to the west side of Aylmer Street is now
part of the Bethune Street Sewer Project being
led by Utility Services. Charlotte Street, from
the west side of Aylmer Street to Water Street,
and the Louis Street Urban Park is being
completed by Planning. Construction of the
streetscape program for Charlotte Street and
the Louis Street Urban Park will start in 2017.
8.
Long Range
Industrial Land
Needs Strategy
Ongoing
All options, for the next serviced industrial park

for Peterborough, will be investigated.
- 276 -
Present Status
Implementation will
occur over multiple
years, as capital funding
is made available.
Detailed design and
engineering was
initiated in the fourth
quarter of 2015 and
completed in 2016.
In progress
2017 Work Program

Division: Geomatics/Mapping
Item
Description of Work
Start
1.
Spatial Data
Maintenance and GIS
Program Development
Ongoing
End
Comments
Present Status
Key roles of G/M are to ensure the integrity of the

spatial data being used by the corporation as
well as the ongoing development of new
applications such as the Web based mapping
tool.
This is an ongoing
activity and
represents the
Geomatics
Divisions core
responsibilities and
principal work
program priorities.
Maintaining spatial data ensures core

applications can have the most up to-date GIS
information (e.g. fire and police dispatch).
2.
Corporate GIS/Mapping
Requests
Ongoing
Corporate requests for GIS analysis, or requests

for map products, are a daily task for G/M staff.
Ongoing
3.
Asset Management
Ongoing
G/M continues to maintain spatial data to assist

the Corporation in meeting the reporting
requirements of the Public Sector Accounting
Board.
Ongoing
4.
ESRI Stabilization
January
2017
Not Started
December
2019
5.
Easement Mapping
January
2017
Convert the Corporate GIS from Oracle into

SQL Server
Install Geocortex Mobile App Framework
(offline map editing)
Granite Sewer Software GIS Plug-in
ESRI Software Upgrade
FME Server and Desktop (Conversion data
tool Open Data)
December Mapping all City easements into the GIS.

2017
- 277 -
Not Started
2017 Work Program

Division: Housing
Item
1.
Description
of Work
Housing
Program
Delivery
Start
Ongoing
End
Comments
Present Status
The Citys Housing and Social Services Divisions collaborate on

commitments in the 10 year Housing and Homelessness Plan through
regular management team meetings, progress reporting. The 10 year
Plan will be reviewed in 2018.
This is an
ongoing activity
and represents
the Housing
Divisions core
responsibilities
and principal
work program
priorities.
The Housing Division supports new affordable housing development in

the City and County with capital funding, progressive land use policies,
City By-laws and partnerships.
2017 projects: Brock Mission, 342 Downie St, 188-198 Edinburgh St,
135 Rubidge St, The Mount Community Centre, St. Marys St.
Collaborate with Social Services, Legal, Planning
(City/County/Township), Building, Accessibility Committees,
City/County Clerks/Treasurers.
Prepare program material, City website and communicate
opportunities.
Prepare for effective use of new federal/provincial funding
allocations.
The City has Service Agreements for other housing programs:
Housing Resource Centre for a housing help centre, and Housing
Stability Fund and Housing Choice Rent Supplement programs.
CCRC for Housing Social Worker program at Peterborough Housing
Corporation (PHC) projects and Investment in Affordable Housing
Rent Supplement program.
PHC for Housing Access Peterborough for the coordinated waiting
list for the majority of RGI units in social housing and rent
supplement programs.
Habitat for Humanity for Peterborough Renovates Program for
repairs to homes owned by low-income households.
Various repair and energy efficiency programs for social housing (as
per provincial opportunities).
- 278 -
2017 Work Program

Division: Housing
Item
2.
Description
of Work
Housing
Policy and
Priorities
Start
End
Ongoing
Comments
Present Status
The City sets local policy for housing programs, responds to provincial
legislation and regulation, and carries out program evaluation and
research.
This is an
ongoing activity
and represents
the Housing
Divisions core
responsibilities
and principal
work program
priorities.
Specifically, the Housing Division will:

comply with the updated Long Term Affordable Housing Strategy;
evaluate outcomes for housing program participants;
implement recommendations from the 2016 Housing Division review;
advocate for increased funding (including capital) and policy changes,
and
collaborate on setting strategic priorities and funding decisions with
the Central East Local Health Integration Network for supportive
housing, other models of assisted living and other clinical services.
Summer
2017
Finalize City- Kinsmen Garden Court agreement.

Propose and implement Trent Centre for Community Based Research
projects.
June
2017
Release and prepare Housing and Homelessness Plan Progress Report

2016 and 2017.
Winter
2018
Implement Strategic Plan for Social Housing with focus on tenants,

governance, regeneration and financial viability in the future.
- 279 -
2017 Work Program

Division: Housing
Item
3.
Description
of Work
Community
Engagement
Start
End
Quarterly
Monthly
Monthly
4.
Housing
Programs
Support and
Administration
Winter
2018
January
2017
Fall
2017
Ongoing
Comments
Present Status
Information sharing, recognition of best practices and successes,

networking: Social Housing provider meetings; CESM, SMHN, HSSCC.
Affordable Housing Action Committee (AHAC) and sub committees:
administrative support, facilitation, co-ordination of agendas and
logistics.
Service Manager Advisory and Resource Team (SMART): stakeholder
engagement, policy development.
Review and comment on next Consolidated Municipal Service
Management Agreement.
Partner with HRC to develop a quality of life survey for Housing Choice
Rent Supplement program participants to evaluate outcomes.
Specific community engagement: Strategic Plan for Social Housing;
new funding allocations/program design; draft Progress Report 2016.
Ongoing
The City funds and administers multiple social housing and affordable
housing programs, for approximately 3,000 units within the City and
County.
Process monthly subsidy payments for 17 social housing
corporations, review financial statements, reconcile subsidies;
Process housing programs payments, repayments, mortgage
discharge and refinancing requests;
Track and monitor program take-up;
Complete two Operational reviews of social housing projects, and
Verify annual compliance for social housing, and for $40 million in
loans to housing developers and low-income households;
Update GOS Provincial grants database.
This is an
ongoing activity
and represents
the Housing
Divisions core
responsibilities
and principal
work program
priorities.
The Housing Division supports social housing by working with volunteer

Boards and property managers on asset/property management, five
year capital plans, bulk purchasing, contract management, energy
savings, accessibility compliance; 2017 projects include completing
HVAC replacement at six sites, sprinkler installation in buildings with
vulnerable tenants.
- 280 -
2017 Work Program

Division: Building Inspection and By-law Enforcement
Item
Description of Work
Start
1.
Administer and Enforce

the Building Code Act,
the Ontario Building
Code and Other
Applicable Law
2.
3.
End
Comments
Present Status
Ongoing
The Building Divisions core function is to

administer the municipalitys statutory
obligations under the Building Code Act by
enforcing the Ontario Building Code and other
applicable law. This includes a broad range of
activities from processing building permit
applications to performing inspections of new
construction and renovations, as well as issuing
orders for non-compliance.
This is an annual
the Divisions primary
responsibility and
principal work program
priority.
By-law Enforcement
Ongoing
The Building Division is responsible for the

enforcement of several municipal by-laws,
including the Zoning By-law, Property
Standards By-law, Property Maintenance Bylaw, Pool Enclosure By-law, Sign By-law,
Lodging House By-law and sections of the
Licensing By-law.
This is an annual
a major responsibility
of the Division and a
significant work
program priority.
Building Inspection Staff

Training
Ongoing
A new Ontario Building Code came into effect

January 1, 2013. Many technical areas have
been substantially revised and many new
technical provisions have been added. A
requirement to take training on technical
changes, to maintain practice qualification, will
be part of that new code. Ongoing training is
also required for CBCO certification
maintenance (Certified Building Code Official).
Training for the new

OBC is expected to be
rolled out over 2017
and continue into 2018.
Preparing for potential
examinations with
regard to Provincial
qualification
maintenance will be a
priority, as will the
ongoing training of
several new staff.
- 281 -
2017 Work Program

Division: Building Inspection and By-law Enforcement
Item
Description of Work
Start
End
Comments
Present Status
4.
Revised Property
Standards Bylaw/Property
Maintenance Bylaw
January
2013
June
2017
The Citys Property Standards By-law has not

been updated since 1988. Legislation
changes, operational policies and procedures,
identified inefficiencies and weaknesses
demonstrate the need for amendments to the
current by-law. This extensive project has
been transferred to the Supervisor Enforcement
Services who is working with Legal Services. If
ticketing is not possible in 2017, the bylaw will
be taken to Council for review on its own.
The draft of a revised

by-law is completed.
The Supervisor
Enforcement Services
is co-coordinating
internal and external
consultation, and the
introduction of POA
ticketing is being
pursued in conjunction
with Legal Services.
5.
Amanda Project Lead

and In-House Resource
Development Project
January
2015
December
2017
A project to jointly prepare with PTS for a 2017

Amanda Version7 Update and concurrently
identify and train a champion for the
application in Planning and Development
Services. This person will also act as the initial
operational and administrative support for
corporate users accessing Amanda.
Affected division
managers, their point
staff, Corporate
Services and PTS are
being given a
presentation on the
project currently and
Building will begin
workflow mapping for
PTS to evaluate.
- 282 -
2017 Work Program

Division: Airport
Item
Description of Work
Start
End
Comments
Present Status
1.
Obstacle Limitation
Surface -Maintenance
Ongoing
Ongoing
This project will include removing trees that are

nearing the obstacle limitation surface. This
surface is regulated by Transport Canada to
protect the area around the runways from
obstacles, for safe operation.
Ongoing
2.
Airport Marketing
January
2017
Ongoing
This project is intended to achieve an economic

return on the Airport expansion investment.
Working in collaboration with aviation marketing
professionals, the Airport Manager and the PED,
this project envisions a major marketing push to
bring job creation business activity to the Airport in
accordance with the Business Case for
Infrastructure Investment.
Staff will continue

to work with the
Airport Manager,
PED and aviation
marketing
professionals to
build relationships
with targeted
companies and
assist existing
tenants with
expansion plans.
3.
Safety Management
System
January
2017
March
2018
The Airport Safety Management System (SMS) as

regulated by Transport Canada requires ongoing
audits of Airport operations and safety annually.
An audit plan is in
place.
4.
Emergency Exercise
January
2017
December
2017
As part of Transport Canada regulations, Airports

are required to perform annual exercises. A table
top emergency exercise will be conducted in the
fourth quarter of 2017.
This project is an
annual project.
- 283 -

Draft 2017 City of Peterborough Operating Budget

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Draft 2017 City of Peterborough Operating Budget

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Draft

2017 Operating Budget

Library ............................................................... 106

Variances 2016 - 2017 Budget

Summary of Gross Revenue & Expenditures

Planning and Development Services

Financial Services - Other Financial

Transfers to Organizations For Provision of Services

Variances 2016 - 2017 Budget

Summary of Net Revenue & Expenditures

Planning and Development Services

Financial Services - Other Financial

Transfers to Organizations For Provision of Services

Variances 2016 - 2017 Budget

Corporate Revenues Summary

Penalities and int on taxes

Payment in Lieu of Taxes

Ontario Reality Corporation

Payments in Lieu-Ont Hydro

Liquor Control Board of Ont

Peterborough Utilities Comm

King Street Parking Garage

FISRV PIL - Seneca

Prov Min of Natural Resources

Mun Act S 157 Trent University

Mun Act S 157 SS Fleming

Pbo Kinsmen Club

Mun Act S 157 Heads and Beds

Other Corporate Revenue

Variances 2016 - 2017 Budget

Mayor's Office and Council

2017 Operating Budget

Performance Data/Work Program:

Variances 2016 - 2017 Budget

Variances 2016 - 2017 Budget

Chief Administrative Officer

Office of Chief Administrative Officer

Variances 2016 - 2017 Budget

Office of Chief Administrative Officer

Office of Chief Administrative Officer

2017 Operating Budget

Chief Administrative Office

Performance Data/Work Program:

Variances 2016 - 2017 Budget

Office of Chief Administrative Officer

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Variances 2016 - 2017 Budget

Fire Administration and Suppression

Fire Administration and Suppression

2017 Operating Budget

Chief Administrative Office

Fire Services, Suppression, Inspection,

Performance Data/Work Program:

Approximately 85.7% of the PFS Operating Budget is applied to

Motor Vehicle Collisions

Assist Other Agencies

$1,644,146 $3,617,552 $2,000,000

Variances 2016 - 2017 Budget

Fees, Service Charges, Donations

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Variances 2016 - 2017 Budget

Emergency & Risk Management

Emergency & Risk Management