City of Peterborough 2019 Draft Capital Budget

Draft
2019-2028
Capital Budget Details
(Budget Book 3 of 3)
December 2018
2019 Capital Budget
Table of Contents
Chief Administrative Office Transportation

Communication Services ...................................... 6 Transit ............................................................... 323
Fire Services....................................................... 12 Parking ............................................................. 340
Traffic and Transportation ................................ 345
Corporate and Legislative Services Transportation Planning.................................... 358
Facilities Management........................................ 21
Facilities and Planning Initiatives ........................ 35 Environmental Services
Information Technology ...................................... 46 Environmental Services .................................... 364
Other .................................................................. 57 Waste Management ......................................... 380
Infrastructure and Planning Services Community Services

Administration ................................................... 387
Planning and Development Arts Culture and Heritage ................................ .397
Planning ............................................................. 76 Museum ............................................................ 413
Growth Areas...................................................... 92 Library ............................................................... 423
Industrial Parks ................................................. 104 Art Gallery ......................................................... 428
Building ................................................................ 112 Arenas .............................................................. 436
Recreation ........................................................ 452
Airport ................................................................... 115 Peterborough Sport & Wellness Centre ........... 466
Infrastructure Planning Social Services ................................................. 469
Flood Reduction Master Plan Projects ............. 133
Geomatics Mapping.......................................... 177
Infrastructure Planning Admin .......................... 187 Police Services .......................................................... 483
Engineering
Arterial Streets .................................................. 192
Collector and Local Streets .............................. 234
Bridges ............................................................. 267
Sidewalks ......................................................... 277
Sanitary Sewers ............................................... 288
Storm Sewers ................................................... 299
Public Works .................................................... 311
City of Peterborough
Combined Tangible & Other Capital Budget Summary
2019-2028 & Subsequent Years
2019 2020 2021 2022 & After
Project Approved Total Net Cap Dev

Project Description Ref Total Pre-2019 Costs Rev Cost Levy Chg Deb Other Total Net Total Net Total Net
Combined Tangible and Other Capital Program Summary
CAO
16,691.6 1,166.4 246.6 246.6 25.0 221.6 4,897.4 4,897.4 413.2 413.2 9,968.0 9,968.0
Corporate and
81,271.5 10,982.1 14,960.4 3,052.6 11,907.9 3,447.2 67.5 6,309.7 2,083.4 13,187.3 13,127.3 8,554.3 8,494.3 33,587.4 33,167.4
Legislative Services
Community Services
142,676.5 18,798.4 6,250.6 2,941.8 3,308.8 1,487.4 527.4 365.0 929.0 36,520.9 15,027.2 30,185.8 13,555.0 50,920.8 37,137.0
Infrastructure and
1,004,004.2 140,975.6 48,029.3 8,004.7 40,024.6 3,684.3 1,009.9 17,895.8 17,434.6 91,717.6 75,045.2 80,398.2 67,197.0 642,883.5 620,988.3
Planning Services
Police Services
1,116.6 75.0 916.6 916.6 891.6 25.0 25.0 25.0 25.0 25.0 75.0 75.0
Total 1,245,760.5 171,997.5 70,403.5 13,999.0 56,404.5 9,535.5 1,604.8 24,570.5 20,693.7 146,348.3 108,122.1 119,576.4 89,684.5 737,434.7 701,335.7
-2-
Tangible Capital Budget Summary
2019 2020 2021 2022 & After

Tangible Capital Program Summary
CAO
15,802.2 327.0 221.6 221.6 25.0 196.6 4,872.4 4,872.4 413.2 413.2 9,968.0 9,968.0
Corporate and
70,583.2 8,567.1 13,404.0 2,152.6 11,251.4 2,858.3 6,309.7 2,083.4 11,827.1 11,767.1 7,270.0 7,210.0 29,515.0 29,095.0
Community Services
105,245.7 4,289.4 2,065.0 18.0 2,047.0 566.1 437.4 365.0 678.5 33,838.9 13,572.9 28,433.0 12,717.0 36,619.4 28,569.4
Infrastructure and
921,577.5 105,557.0 41,108.7 6,701.1 34,407.6 1,982.3 684.9 17,895.8 13,844.6 81,622.0 65,021.4 72,863.2 59,735.5 620,426.6 598,531.4
Planning Services
Police Services
841.6 841.6 841.6 841.6
Total 1,114,050.3 118,740.6 57,640.9 8,871.7 48,769.2 6,273.3 1,122.3 24,570.5 16,803.2 132,160.4 95,233.8 108,979.4 80,075.7 696,529.0 666,163.8
-3-
Other Capital Budget Summary
2019 2020 2021 2022 & After

Other Capital Program Summary
CAO
889.4 839.4 25.0 25.0 25.0 25.0 25.0
Corporate and
10,688.3 2,415.0 1,556.4 900.0 656.4 588.9 67.5 1,360.2 1,360.2 1,284.3 1,284.3 4,072.4 4,072.4
Community Services
37,430.8 14,508.9 4,185.6 2,923.8 1,261.8 921.3 90.0 250.5 2,682.1 1,454.3 1,752.8 838.0 14,301.4 8,567.7
Infrastructure and
82,426.7 35,418.6 6,920.6 1,303.6 5,617.0 1,702.0 325.0 3,590.0 10,095.6 10,023.7 7,535.0 7,461.5 22,456.9 22,456.9
Planning Services
Police Services
275.0 75.0 75.0 75.0 50.0 25.0 25.0 25.0 25.0 25.0 75.0 75.0
Total 131,710.2 53,257.0 12,762.6 5,127.4 7,635.3 3,262.3 482.5 3,890.5 14,187.8 12,888.2 10,597.0 9,608.8 40,905.7 35,171.9
-4-
2019 2020 2021 2022 & After

CAO Summary
Communication 2-1 227.0 152.0 25.0 25.0 25.0 50.0 50.0

Services
Fire Services 2-2 15,575.2 175.0 196.6 196.6 196.6 4,822.4 4,822.4 413.2 413.2 9,968.0 9,968.0
Total 15,802.2 327.0 221.6 221.6 25.0 196.6 4,872.4 4,872.4 413.2 413.2 9,968.0 9,968.0
-5-
2019 2020 2021 2022 & After

CAO
Communication Services
City Branding
2-1.01 227.0 152.0 25.0 25.0 25.0 50.0 50.0
Total 227.0 152.0 25.0 25.0 25.0 50.0 50.0
-6-
Questica#: 17-071 2019 - 2028 Capital Budget Justification
Tangible Capital Assets CAP Form 1 (TCA)
Department: CAO Budget Reference #: 2-1.01
Division: Chief Administrative Officer - Communication Services
Project Name & Description Project Detail, Justification & Reference Map
Community Branding The goal of Community Branding is to establish a theme or idea that
the City and community can use consistently that captures our identity,
Commitments Made supports consistency in communication, and instills pride in what
makes Peterborough a compelling choice as a place to live, work and
On October 19, 2016, through Report CPFS16-036 Award of RFP play. Updates have been provided to Council throughout 2017-18
P-29-16 Community Branding and Implementation Strategy, the through reports:
Administrative Staff Committee awarded a contract to BrandHealth
Inc. to develop a Community Brand for the City of Peterborough. CPFS17-024 - May 29, 2017
CPFS17-045 - July 24, 2017
Effects on Future Operating Budgets CPFS17-066 - November 6, 2017
CPFS18-004 - April 9, 2018
Council endorsed the Brand Idea and the Creative Assets at its
meeting on April 9, 2018. Some funds have been set aside for
one-time costs to implement the new brand. The implementation
generally calls for the new brand to be implemented as assets are
replaced through their normal replacement schedule. The 2019 funds
are in anticipation of further funds being required for additional costs.
-7-
Questica #: 17-071 Tangible Capital Assets
Ten Year Capital Budget Estimates
($000)
Project Approved REQUESTED 2024 to 2029 to

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department CAO
Division Chief Administrative Officer - Communication Services
Project Description City Branding
Project # 2-1.01
Expenditures
Contractual Services 227.0 152.0 25.0 50.0
Total Direct Revenue
Net Requirements 227.0 152.0 25.0 50.0
To Be Financed From:
Capital Levy 227.0 152.0 25.0 50.0
-8-
2019 2020 2021 2022 & After

CAO
Communication Services
Accessibility
Improvements 2-1.02 889.4 839.4 25.0 25.0 25.0 25.0 25.0
Total 889.4 839.4 25.0 25.0 25.0 25.0 25.0
-9-
Questica#: 09960 2019 - 2028 Capital Budget Justification
Other Capital Assets CAP Form 1 (Other)
Division: Chief Administrative Officer - Communication Services
Accessibility Improvements - Improvements to City-owned or The AAC consists of individuals with various mobility, hearing and
operated facilities to allow for barrier-free access for people with visual disabilities as well as representatives from community agencies
disabilities. This fund (called the “Access Fund”) is administered by that support people with disabilities such as the CNIB and an
the Accessibility Advisory Committee (AAC). appointed Member of City Council. City staff present projects that
improve accessibility and request required funding. A list of all City
Commitments Made facilities and their status with respect to accessibility has been
updated. From this list, a priority rating will be established and used for
Council adopted a policy in 1989 of upgrading all municipal funding future accessibility projects.
buildings to meet or exceed Ontario Building Code standards with
respect to barrier-free design. The Accessibility for Ontarians with The uncommitted balance in the Access Fund as of May 2018 was
Disabilities Act (2005) has a goal of an accessible Ontario by the $103,216.
year 2025. The City is obligated to follow the Customer Service
Standard and the Integrated Accessibility Standard which includes The amount will be applied towards specific department requests or
a general requirement that accessibility must be considered for all other accessibility projects as the AAC deems appropriate or
procurement, as well as requirements for Employment, necessary to make City-owned facilities more accessible. Examples
Transportation, Information and Communication, and the Design of include installation of elevators, ramps, power-operated doors,
Public Spaces. Improvements to accessibility of the built handrails, signage, accessible washrooms, strobe alarms, TTY
environment are being implemented via revisions to the Ontario equipment, and contrast stripes on stairs.
Building Code (2015). As such, most City projects now include
accessibility as a legislated requirement, and are budgeted
accordingly. The Access Fund is intended to fund projects that the
City might otherwise not get to, or where the minimum legislated
requirement should be enhanced.
Effects on Future Operating Budgets
An annual contribution, from the Operating Budget, is made to the

Access Fund to fund these capital projects. The amount for 2019 is
$25,000.
- 10 -
Questica #: 09960 Other Capital Assets
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department CAO
Division Chief Administrative Officer - Communication Services
Project Description Accessibility Improvements
Project # 2-1.02
Expenditures
Reserves
Accessibility Improvements Res 889.4 839.4 25.0 25.0
Total Reserves 889.4 839.4 25.0 25.0
- 11 -
2019 2020 2021 2022 & After

CAO
Fire Services
Fire Fighter Equipment

and Personal Protective 2-2.01 1,075.2 171.6 171.6 171.6 172.4 172.4 173.2 173.2 558.0 558.0
Equipment (PPE)
Fire Apparatus
Replacement/Additions 2-2.02 5,075.0 25.0 25.0 25.0 650.0 650.0 240.0 240.0 4,160.0 4,160.0
Fire Station Relocations

and Construction 2-2.03 9,425.0 175.0 4,000.0 4,000.0 5,250.0 5,250.0
Total 15,575.2 175.0 196.6 196.6 196.6 4,822.4 4,822.4 413.2 413.2 9,968.0 9,968.0
- 12 -
Division: Fire - Fire Services
Fire Fighter Equipment and Personal Protective Equipment (PPE) In compliance with current standards, 38 Self Contained Breathing
Apparatus (SCBA) and 97 cylinders will reach there maximum
Commitments Made anticipated life of 15 years; therefore, replacement of 38 SCBA and 97
cylinders will be required in 2022.
To maintain this program for each subsequent year as mandated by
the MOL, it is necessary to continue annual capital budget Currently, funds are being contributed to a Fire Fighting and Safety
expenditures for the acquisition of PPE. Equipment Reserve from the operating budget to provide for sufficient
funds for purchase in 2022.
This TCA program also covers the purchase of various fire fighting
The provision of additional PPE as mandated by the MOL will equipment such as:
increase annual operating, maintenance and repair costs. PPE has • Power tools, hose, nozzles and related tools and equipment
an operational life of 5-10 years and includes specially designed • Training props for safe fire and rescue training operations
pants and coats, gloves, helmets, boots and other protective • Replacement of specialty rescue equipment and trailer
clothing to fire service standards. • Water/ice rescue equipment
This TCA program allows for the replacement of decommissioned

PPE to ensure firefighters are suitably equipped to remain
in-service when their primary set of PPE has been taken out of
service for cleaning and/or repairs. This is a priority health and
safety part of the TCA program.
- 13 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department CAO
Division Fire - Fire Services
Project Description Fire Fighter Equipment and Personal Protective

Equipment (PPE)
Project # 2-2.01
Expenditures
Contractual Services 1,075.2 171.6 172.4 173.2 384.0 174.0
Net Requirements 1,075.2 171.6 172.4 173.2 384.0 174.0

Reserves
Fire Fighting and Safety Equip 1,075.2 171.6 172.4 173.2 384.0 174.0
Total Reserves 1,075.2 171.6 172.4 174.0
173.2 384.0
Capital Levy
- 14 -
Fire Apparatus Replacement/Additions Fire Apparatus/Vehicle Replacement Schedule:
Commitments Made Delivery &

Design Purchase
Year Year Equipment and Current ($)
Effects on Future Operating Budgets 2019 2019 Replace Hazardous Materials Trailer - $ 25,000
2020 2020 Replace Rescue Pumper - $650,000
The ongoing replacement of fire apparatus will lower maintenance 2021 2021 Technical Rescue Retrofit - $175,000
costs in future years. 2021 2021 Replace Support Unit - $65,000
2022 2022 Replace Support Unit - $68,000
To meet the proposed capital expenditures, the annual contribution 2022 2022 Replace Rescue Pumper - $680,000
of $400,000 from the operating budget to the Fire Vehicle 2023 2023 Station 4 Pumper & Support Unit - $763,000
Equipment Reserve Fund will need to be maintained. 2024 2024 Replace 1991 Aerial Truck - $1,800,000
2026 2026 Replace Rescue Pumper - $700,000
- 15 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department CAO
Project Description Fire Apparatus Replacement/Additions
Project # 2-2.02
Expenditures
Contractual Services 5,075.0 25.0 650.0 240.0 748.0 763.0 2,649.0
Net Requirements 5,075.0 25.0 650.0 240.0 748.0 763.0 2,649.0

Development Charges
Fire Vehicle Equip Reserve 763.0 763.0
Total Development Charges 763.0 763.0
Reserves
Fire Vehicle Equip Reserve 4,312.0 25.0 650.0 240.0 748.0 2,649.0
Total Reserves 4,312.0 25.0 650.0 2,649.0
240.0 748.0
- 16 -
Fire Station Relocations/Construction At its meeting held March 1, 2010, Council adopted a number of
recommendations as set out in report CSF10-001 (b) dated February
Commitments Made 16, 2010, concerning the Station Relocation Review and
Implementation.
Effects on Future Operating Budgets Report CSF10-001 (b) indicated that Station #2 on Carnegie would be
replaced with annual capital budget priorities and scheduled
There will be an initial lowered cost of maintenance on the future development. The report also indicated that in 2020, Station #4 would
operating budget for the replacement of Fire Station #2. be constructed in East City in conjunction with annual capital budget
priorities and scheduled development. However, the project has been
deferred until 2024 pending future development.
The $4.0 million provision, shown in 2020 capital expenditures,

represents the estimated construction cost to replace the 51 year old
Carnegie Station #2. The station is inadequate to house apparatus,
equipment and crew living and training quarters.
Preliminary analysis has been conducted in-house to determine

preferred location of the replacement station. This work will be
validated by an external consultant and the recommendations will be
reported to Council.
- 17 -
Questica #: 15163 Tangible Capital Assets
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department CAO
Project Description Fire Station Relocations and Construction
Project # 2-2.03
Expenditures
Contractual Services 9,425.0 175.0 4,000.0 250.0 5,000.0
Net Requirements 9,425.0 175.0 4,000.0 250.0 5,000.0

Debentures
Deb Rev-Tax Supported 2,320.0 2,320.0
DCRF Fire 6,930.0 1,680.0 250.0 5,000.0
Total Debenture Financing 9,250.0 4,000.0 250.0 5,000.0
Development Charges
DCRF Fire 73.0 73.0
Capital Levy 102.0 102.0
- 18 -
2019 2020 2021 2022 & After

Corporate and Legislative Services Summary
Facilities 3-1 20,605.0 280.0 5,470.0 5,470.0 1,005.0 3,960.0 505.0 6,820.0 6,820.0 3,435.0 3,435.0 4,600.0 4,600.0
Management
Facilities and 3-2 23,992.6 1,952.6 3,490.0 1,945.0 1,545.0 64.5 1,480.5 1,480.0 1,480.0 2,375.0 2,375.0 14,695.0 14,695.0
Planning Initiatives
Information 3-3 14,961.3 1,721.3 207.6 1,513.7 1,156.7 357.0 1,560.0 1,500.0 1,460.0 1,400.0 10,220.0 9,800.0
Technology
Other 3-4 11,024.4 6,334.6 2,722.7 2,722.7 632.1 869.2 1,221.4 1,967.1 1,967.1
Total 70,583.2 8,567.1 13,404.0 2,152.6 11,251.4 2,858.3 6,309.7 2,083.4 11,827.1 11,767.1 7,270.0 7,210.0 29,515.0 29,095.0
- 19 -
2019 2020 2021 2022 & After

Corporate and Legislative Services Summary
Facilities 3-1 1,875.0 175.0 165.0 165.0 165.0 335.0 335.0 250.0 250.0 950.0 950.0
Management
Other 3-4 8,813.3 2,240.0 1,391.4 900.0 491.4 423.9 67.5 1,025.2 1,025.2 1,034.3 1,034.3 3,122.4 3,122.4
Total 10,688.3 2,415.0 1,556.4 900.0 656.4 588.9 67.5 1,360.2 1,360.2 1,284.3 1,284.3 4,072.4 4,072.4
- 20 -
City of Peterborough Printed on: 2018/11/21 2:52 pm

2019 2020 2021 2022 & After

Corporate and Legislative Services

Facilities Management
City Buildings - 1,800.0

3-1.01 10,045.0 100.0 4,000.0 4,000.0 465.0 3,500.0 35.0 2,395.0 2,395.0 1,750.0 1,750.0 1,800.0
Community Services
City Buildings - IPS
3-1.02 2,250.0 15.0 1,060.0 1,060.0 200.0 460.0 400.0 875.0 875.0 300.0 300.0
City Buildings - 2,800.0

3-1.03 6,840.0 165.0 360.0 360.0 325.0 35.0 2,300.0 2,300.0 1,215.0 1,215.0 2,800.0
City Buildings - Fire

3-1.04 1,470.0 50.0 50.0 15.0 35.0 1,250.0 1,250.0 170.0 170.0
Services
Total 20,605.0 280.0 5,470.0 5,470.0 1,005.0 3,960.0 505.0 6,820.0 6,820.0 3,435.0 3,435.0 4,600.0 4,600.0
- 21 -
2019-PWOG-2 2019 - 2028 Capital Budget Justification
Department: Corporate and Legislative Services Budget Reference #: 3-1.01
Division: Finance - Facilities Management
Corporate and Legislative Services - Facilities Management -

Community Services
2019 Project Description
Commitments Made 1. Memorial Centre - Replace Ice Pad $3,500,000

2. Museum & Archives - Gallery $35,000
The building audits have been completed. The information Re-Development Study
contained in the audits shall be prioritized in a 20 year life cycle 3. Evinrude Centre Flat Roof Pre-Design $250,000
plan. The items identified shall then require repair and/or 4. Main Library - Building Commissioning $60,000
replacement and appropriate budgets shall be designated per 5. Art Gallery Interior Lighting & Storage Bldg $55,000
facility. Through Reports CPPS17-015 dated April 18, 2017 and Upgrades
CLSFM18-021 dated August 27, 2018, $3,500,000 has been 6. Northcrest Arena Refrigeration Plant & $100,000
pre-committed for Project 2 - Memorial Centre - Replace Ice Pad. Structural Upgrades
$4,000,000
The repairs and/or replacements will reduce future maintenance

and operating costs.
- 22 -
Tangible Capital Assets
PWOG-2
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department Corporate and Legislative Services
Division Finance - Facilities Management
Project Description Corporate and Legislative Services - Facilities

Management - Community Services
Project # 3-1.01
Expenditures
Contractual Services 10,045.0 100.0 4,000.0 2,395.0 1,750.0 1,800.0
Net Requirements 10,045.0 100.0 4,000.0 2,395.0 1,750.0 1,800.0

Debentures
Deb Rev-Tax Supported 3,575.0 75.0 3,500.0
Total Debenture Financing 3,575.0 75.0 3,500.0
Reserves
- Museum Renovation Reserve 80.0 35.0 45.0
Total Reserves 80.0 35.0 45.0
Capital Levy 6,390.0 25.0 465.0 2,350.0 1,750.0 1,800.0
- 23 -
Corporate and Legislative Services - Facilities Management -

Infrastructure and Planning Services
Commitments Made 1. WWTP - Admin Bldg & Plant #2 - replace $400,000

rooftop HVAC, New Plant #1 replace roof
2. King Street Parkade - Replace roof on $200,000
The building audits have been completed. The information
Stairwells & Install F/A System
contained in the audits shall be prioritized in a 20 year life cycle 3. Peterborough Operations Centre - Install $460,000
plan. The items identified shall then require repair and/or New Generator
replacement and appropriate budgets shall be designated per $1,060,000
facility. Through Report USDIR18-006 dated April 23, 2018,
$460,000 has been pre-committed for Project 3 - Peterborough
Operations Centre - Install New Generator.

- 24 -
PWOG-3
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043

Management - Infrastructure and Planning Services
Project # 3-1.02
Expenditures
Contractual Services 2,250.0 15.0 1,060.0 875.0 300.0
Net Requirements 2,250.0 15.0 1,060.0 875.0 300.0

Debentures
Deb Rev-Tax Supported 460.0 460.0
Total Debenture Financing 460.0 460.0
Reserves
- Energy Conservation Reserve
- Parking Reserve
- Waste Water Reserve Fund 750.0 400.0 350.0
- Sustainability Reserve 75.0 75.0
Capital Levy 965.0 15.0 200.0 450.0 300.0
- 25 -
Corporate and Legislative Services - Facilities Management

Commitments Made
1. City Hall - Facility Renovation $75,000
The building audits have been completed. The information 2. Provincial Courthouse - Replace condensing $35,000
contained in the audits shall be prioritized in a 20 year life cycle unit and exhaust fans
plan. The items identified shall then require repair and/or 3. Market Hall - Design Fees for Exterior $115,000
Facade Repairs
replacement and appropriate budgets shall be designated per
4. Peterborough Daycare - Replace Fire Alarm $35,000
facility.
System
5. Police Station - Replace various flooring $100,000
$360,000

- 26 -
PWOG-1
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043

Management
Project # 3-1.03
Expenditures
Contractual Services 6,840.0 165.0 360.0 2,300.0 1,215.0 2,150.0 650.0
Direct Revenue
Recoveries
Net Requirements 6,840.0 165.0 360.0 2,300.0 1,215.0 2,150.0 650.0

Debentures
Reserves
- Court House Capital Reserve 35.0 35.0
- Parking Reserve
- Property Maintenance Reserv 30.0 30.0
Capital Levy 6,725.0 85.0 325.0 2,300.0 650.0

1,215.0 2,150.0
- 27 -
Corporate and Legislative Services - Facilities Management - Fire

Services
Commitments Made 1. Fire Station #1 - Replace shingle roof on $15,000

storage shed and replace exterior lighting
2. Fire-Station #3 - Fleming Bldg - Replace $35,000
The building audits have been completed. The information
flourescent lights with LED
contained in the audits shall be prioritized in a 20 year life cycle
$50,000
plan. The items identified shall then require repair and/or
replacement and appropriate budgets shall be designated per
facility.

- 28 -
PWOG-4
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043

Management - Fire Services
Project # 3-1.04
Expenditures
Contractual Services 1,470.0 50.0 1,250.0 170.0
Net Requirements 1,470.0 50.0 1,250.0 170.0

Debentures
Reserves
- Sustainability Reserve 35.0 35.0
Total Reserves 35.0 35.0
Capital Levy 1,085.0 15.0 900.0 170.0
- 29 -
2019 2020 2021 2022 & After


Create AutoCAD Master

Facility Drawings for all 3-1.05 425.0 175.0 165.0 165.0 165.0 85.0 85.0
City Facilities
Building Condition
Audits for all City 3-1.06 1,450.0 250.0 250.0 250.0 250.0 950.0 950.0
Facilities
Total 1,875.0 175.0 165.0 165.0 165.0 335.0 335.0 250.0 250.0 950.0 950.0
- 30 -
Create AutoCAD Master Facility Drawings for all City Facilities The intent of this project is to create scaled AutoCAD floor and site
plans for all City facilities providing a computerized drawing data base
Commitments Made of all City facilities.
- 31 -
Questica #: 17-075 Other Capital Assets
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Create AutoCAD Master Facility Drawings for all City
Facilities
Project # 3-1.05
Expenditures
Capital Levy 425.0 175.0 165.0 85.0
- 32 -
Building Condition Audits for all City Facilities Perform Building Condition Audits, Elevator Audits and Energy Audits
on all City Facilities. The original Building Condition Audits were last
Commitments Made performed in 2009 and 2010 and should be updated on a regular
cycle. It is recommended that the audits should be updated every
seven years.
- 33 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Building Condition Audits for all City Facilities
Project # 3-1.06
Expenditures
Contractual Services 1,450.0 250.0 250.0 450.0 500.0
Net Requirements 1,450.0 250.0 250.0 450.0 500.0

Capital Levy 1,450.0 250.0 450.0 500.0
250.0
- 34 -
2019 2020 2021 2022 & After


Facilities and Planning Initiatives
Construction of New
Athletic Facilities 3-2.01 3,710.0 420.0 3,290.0 1,745.0 1,545.0 64.5 1,480.5
Wading Pool
Conversions/New 3-2.02 3,790.0 600.0 200.0 200.0 320.0 320.0 375.0 375.0 2,295.0 2,295.0
Splash Pads
Construction of a New
Washroom Building at 3-2.03 600.0 600.0 600.0
Trent Ball Diamond
Park Washroom
Replacement Bldgs 3-2.04 1,392.6 932.6 460.0 460.0
Development of New
Ball Diamonds and Field 3-2.05 14,500.0 100.0 100.0 2,000.0 2,000.0 12,400.0 12,400.0
House
Total 23,992.6 1,952.6 3,490.0 1,945.0 1,545.0 64.5 1,480.5 1,480.0 1,480.0 2,375.0 2,375.0 14,695.0 14,695.0
- 35 -
Division: Finance - Facilities and Planning Initiatives
Construction of New Athletic Facilities Field development over the last ten years has been in partnership with
public institutions and community sport partners to improve the
This budget request will fund new athletic facilities at Holy Cross facilities available for recreational and competitive play.
Secondary School to meet the demands of outdoor community
sports. An artificial playing field and track project, in partnership A joint project with other partners means that the City can maximize its
with the Peterborough Victoria Northumberland and Clarington investment with a reduced cost impact to the local tax base, both on
Catholic District School Board, is proposed for construction in the capital and the operating costs, for the complete project.
2019.
The 2019 request would be for Request for Tenders and construction.
Commitments Made
Accessibility Considerations
Community sports continue to make increasing demands on the
limited fields and facilities provided by the City and other partners The sports field will include park signage, walkways and rest areas and
like the Board(s) of Education, Fleming College and Trent to meet the AODA guidelines for accessibility.
University.
Through Report CLSFPI18-002, dated June 25, 2018, Council

approved the conceptual design of the project, a partnership with
the Peterborough Victoria Northumberland and Clarington District
School Board and for the project to move forward to the detailed
design phase.
Artificial fields present savings in terms of annual operating costs

as they do not need watering, fertilizing, and only are required to be
raked once weekly. Previous fields developed by the City with
partners have been cost effective operationally.
- 36 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Finance - Facilities and Planning Initiatives
Project Description Construction of New Athletic Facilities
Project # 3-2.01
Expenditures
Contractual Services 3,710.0 420.0 3,290.0
Direct Revenue
Community Sponsors 1,855.0 210.0 1,645.0
Casino Gaming Reserve 100.0 100.0
Total Direct Revenue 1,955.0 210.0 1,745.0
Net Requirements 1,755.0 210.0 1,545.0
Debentures
DCRF Parks 1,660.5 180.0 1,480.5
Development Charges
DCRF Parks
Total Development Charges
Capital Levy 94.5 30.0 64.5
- 37 -
Wading Pool Conversions/New Splash Pads The City currently operates four supervised wading pools located at
Turner Park, Chelsea Gardens, Knights of Columbus Park and John
This project delivers new water play opportunities in children's Taylor Memorial Park which are showing signs of decline and require
playgrounds over a ten year period. The first recommendation is the replacement. Additionally, malfunctioning and irreparable spray posts
ongoing replacement of existing wading pools with new splash are located in Olympus Park and Hamilton Park.
pads. The second recommendation is for new water play facilities
in under served areas in Peterborough. The final recommendation A strategy to address aging infrastructure and demands for new
is a splash pad for Beavermead Park in 2026. facilities was included in Report APRAC16-017 Outdoor Water Play
Facilities 10 Year Capital Strategy. New splash pad facilities are
Commitments Made identified in this Report for the areas of Peterborough South West End
and West End, locations to be determined. Beavermead Park is
No further commitments have been made at this time, however, the identified as a longer term location for a splash pad facility.This report
Arenas, Parks & Recreation Advisory Committee have supported a is further supported by the Vision 2025 report that currently identifies a
comprehensive strategy to offer cost effective water play facilities . shortfall in water play and splash pads within the City.
Effects on Future Operating Budgets In 2017, Barnardo Park wading pool was converted to a splash pad as
part of a larger park rehabilitation project under the ten year strategy.
The conversion of wading pools to splash pads will see the
elimination of lifeguard supervision and chlorine supplies each The 2019 request of $200,000 is for Hamilton Park and Olympus Park
year. to changeover the spray post to a ground geyser spray feature.
All new facilities will address AODA requirements for accessibility of

outdoor playscapes.
- 38 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Wading Pool Conversions/New Splash Pads
Project # 3-2.02
Expenditures
Contractual Services 3,790.0 600.0 200.0 320.0 375.0 360.0 375.0 1,560.0
Direct Revenue
Revenue-Ontario Grant 300.0 300.0
Total Direct Revenue 500.0 300.0 200.0
Reserves
Capital Levy Reserve 300.0 300.0
Capital Levy 2,990.0 320.0 375.0 1,560.0

375.0 360.0
- 39 -
Construction of a New Washroom Building at Trent Ball Diamond The baseball diamond and sport field facility at Trent University was
completed in 2016. The original master plan for the project identified a
This budget request will fund a new washroom building at the location for a future plan washroom building of approximately 432 m2.
baseball diamond and sport field facility at Trent University. External servicing is currently underway along Pioneer Road to support
development in this area allowing a washroom building to be further
Commitments Made considered at this facility location.
No commitment has been made at this time, however, a washroom Accessibility Considerations
facility at this location was part of the master plan for this site.
This facility will meet the requirements of the Ontario Building Code for
Effects on Future Operating Budgets accessibility. The building will accommodate provision of accessible,
all inclusive universal washroom design.
Future operating budgets will reflect the cost of maintaining this
washroom facility.
- 40 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Construction of a New Washroom Building at Trent Ball

Diamond
Project # 3-2.03
Expenditures
Contractual Services 600.0 600.0
Net Requirements 600.0 600.0
Debentures
Deb Revenue - Development Chgs
Development Charges
DCRF Parks 270.0 270.0
Capital Levy
- 41 -
Park Washroom Replacement Buildings Three park washroom buildings were identified as aged and in poor
condition in active use parks. Replacement facilities, that serve a
This budget requests funds to replace washroom buildings that are broader sector of the public, are recommended.
in excess of 50 years old with modern, accessible facilities.
The City replaced King Edward Park washroom building in 2016 and
Commitments Made Nicholl's Oval Park washroom building in 2018.
The replacement of the Jackson Park washroom facility is being

Effects on Future Operating Budgets recommended in 2020.
Replacement facilities that are modernized, efficient and durable Accessibility Considerations
will reduce the annual maintenance by Public Works staff.
The facilities recommended in this budget will meet or exceed the
minimum requirements of the Ontario Building Code.
- 42 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Park Washroom Replacement Bldgs
Project # 3-2.04
Expenditures
Contractual Services 1,392.6 932.6 460.0
Net Requirements 1,392.6 932.6 460.0
Debentures
Deb Rev-Tax Supported 1,285.0 825.0 460.0
Total Debenture Financing 1,285.0 825.0 460.0
Reserves
Contribution from related project 12.6 12.6
- 43 -
Division: Corporate - Facilities and Planning Initiatives
Development of New Ball Diamonds and Field House Funds allocated within this budget are dedicated to sport facility
development at the property located at Pioneer Road and 9th Line on
This budget requests funds for future development of four new land leased from Trent University.
baseball diamonds and a field house to meet the ongoing growth
of community sports and provide year round covered access to one As identified in report CSD15-019 - New Arena Development Site,
sports field. Trent University committed to reserve 23 acres for the City's use at
Pioneer Road and 9th Line, for the development of recreational sport
The field house would be a building enclosing a large area suitable fields. For example, the relocation of ball diamonds from Morrow Park
for various forms of athletics and spectator seating. should the Morrow grounds be altered as identified in the Morrow Park
Master Plan. The City was given a 15-year period to develop the
Commitments Made property.
No commitments have been made at this time. The Field House will provide year round access to an indoor track,
athletic field, as well as court options for basketball, ball hockey, and
Effects on Future Operating Budgets racquet sports. It will provide a multi-functional facility that will meet the
needs of the community including the capacity to accommodate many
Future operating budgets will reflect the cost of maintaining this varied and unique training activities, as well as clinics and workshops.
facility.
The facilities recommended will meet the AODA guidelines for fully
accessible design.
- 44 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Corporate - Facilities and Planning Initiatives
Project Description Development of New Ball Diamonds and Field House
Project # 3-2.05
Expenditures
Contractual Services 14,500.0 100.0 2,000.0 8,000.0 4,400.0
Net Requirements 14,500.0 100.0 2,000.0 8,000.0 4,400.0

Debentures
Deb Rev-Tax Supported 6,640.0 6,200.0 440.0
Total Debenture Financing 6,640.0 440.0
6,200.0
Development Charges
DCRF Parks 6,400.0 640.0 1,800.0 3,960.0
Total Development Charges 6,400.0 3,960.0
640.0 1,800.0
Capital Levy 1,460.0 100.0 1,360.0
- 45 -
2019 2020 2021 2022 & After


Information Technology
City Departmental
Projects 3-3.01 7,198.4 898.4 148.9 749.5 642.4 107.0 700.0 700.0 700.0 700.0 4,900.0 4,900.0
PTS Capital
Expenditures 3-3.02 4,774.8 499.8 499.8 249.8 250.0 475.0 475.0 475.0 475.0 3,325.0 3,325.0
City Technology Project

and Capital 3-3.03 2,239.5 214.5 214.5 214.5 225.0 225.0 225.0 225.0 1,575.0 1,575.0
Improvements
Software and Desktop
Equipment 3-3.04 598.7 58.7 58.7 60.0 60.0 420.0
Replacement Plan
Next Generation 9-1-1
3-3.05 150.0 50.0 50.0 50.0 100.0 100.0
Total 14,961.3 1,721.3 207.6 1,513.7 1,156.7 357.0 1,560.0 1,500.0 1,460.0 1,400.0 10,220.0 9,800.0
- 46 -
Division: Information Technology - Information Technology
City Departmental Projects $84,720 - Social Services Audiolog Upgrade or Replacement

$61,000 - Social Services Centralized Childcare Waitlist
Commitments Made $3,220 - Social Services CERP
$4,600 - Community Services Map - 4-Info.com
None $5,480 - Corporate Community Engagement Calendar
$150,000 - Data Governance
Effects on Future Operating Budgets $4,600 - e-Scribe Workflow Implementation
$29,600 - File Sharing (POA, OPP, Police, Fire, etc.)
Software licenses generally incur an annual maintenance cost that $118,400 - InMagic Expansion of Digital Images to Web
is approximately 20% to 25% of the initial capital investment. $8,220 - Migration of Large Article pickup to Core POS
$25,220 - Mobile Inspections for Fire Prevention
$21,000 - Online Assessment Inquiry
$18,220 - Pecuniary Interest Registry
$27,600 - Public Works - Yard Move - 2nd ProFuel Site
$27,020 - Records Management Efficiencies
$79,040 - SCADA Strategy and Software
$18,220 - SMS Reporting
$14,440 - TeleStaff Software Upgrade
$49,000 - V-Tax Upgrade
$35,000 - Public Wifi for Memorial Centre
$13,800 - Digital Image Storage
$100,000 - Project Co-ordinator
Total $898,400
- 47 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Information Technology - Information Technology
Project Description City Departmental Projects
Project # 3-3.01
Expenditures
Direct Revenue
Internal Recoveries 148.9 148.9
Total Direct Revenue 148.9 148.9
Reserves
Waste Water Reserve Fund 79.0 79.0
Capital Levy 6,942.4 642.4 700.0 700.0 3,500.0
700.0 700.0
- 48 -
Peterborough Technology Services - City Capital Expenditures Total Capital Projects and Improvements: $499,750. This project
consists of the following:
Commitments Made - replacing IT assets as part of regular lifecylce management
- extending the use of existing technology to provide greater coverage
None - new initiatives.
Software licenses will incur an annual maintenance cost that is

approximately 20 to 25% of the capital cost.
- 49 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description PTS Capital Expenditures
Project # 3-3.02
Expenditures

Reserves
EDP Equip Reserve 250.0 250.0
Capital Levy 4,524.8 249.8 475.0 475.0 2,375.0
475.0 475.0
- 50 -
City Technology and Capital Improvements Machinery and Equipment/Computer Hardware and Software (Server
replacements, Switches, Computers, Software)
Commitments Made
Total: $214,500
None.
Software licenses will incur an annual maintenance cost that is

approximately 20% to 25% of the initial capital investment.
- 51 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description City Technology Project and Capital Improvements
Project # 3-3.03
Expenditures

Capital Levy 2,239.5 214.5 225.0 225.0 1,125.0
225.0 225.0
- 52 -
Software and Desktop Equipment Replacement Plan The following equipment will be purchased.
Commitments Made Desktop Computers - $54,188

Monitors - $4,462
None Total - $58,650
None
- 53 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Software and Desktop Equipment Replacement Plan
Project # 3-3.04
Expenditures
Contractual Services 598.7 58.7 60.0 60.0 60.0 60.0 300.0
Direct Revenue
Transfer from Operations 598.7 58.7 60.0 60.0 60.0 60.0 300.0
Total Direct Revenue 598.7 58.7 60.0 60.0 300.0
60.0 60.0
- 54 -
Next Generation 9-1-1 The Canadian Radio-Television and Telecommunications Commission

(CRTC) passed a decision in 2017 (Telecom Regulatory Policy CRTC
Commitments Made 2017-182) that will change the delivery of 9-1-1 services introducing
NG9-1-1 (Next Generation 9-1-1). All 9-1-1 answer agencies across
Canada will have to be migrated onto the new platform no later than
Effects on Future Operating Budgets June of 2023.
The current system (Enhanced 9-1-1) cannot keep up with technology

or public expectations. NG9-1-1 will allow real time text and multimedia
such as images and video as well as communication from new devices
such as telematics (eg. OnStar), watches and wearables. Location
data will also be enhanced.
The 2019 budget provides high level estimates to explore options that
may be available from a technology perspective and position the City
to adopt the new technology when it becomes available. CRTC is
phasing in NG9-1-1 with voice available mid 2020 and text late 2020.
- 55 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Next Generation 9-1-1
Project # 3-3.05
Expenditures
Contractual Services 150.0 50.0 100.0
Net Requirements 150.0 50.0 100.0
Capital Levy 150.0 50.0 100.0
- 56 -
2019 2020 2021 2022 & After


Other
Enterprise Software
Modernization 3-4.01 10,249.5 5,727.3 2,555.1 2,555.1 524.5 869.2 1,161.4 1,967.1 1,967.1
Amanda Software
Upgrade 3-4.02 774.9 607.3 167.6 167.6 107.6 60.0
Total 11,024.4 6,334.6 2,722.7 2,722.7 632.1 869.2 1,221.4 1,967.1 1,967.1
- 57 -
Division: Finance - Other
Enterprise Software Modernization Specific computerized applications due for replacement include:
- Financial Enterprise Resource Planning software - the product has
Commitments Made been in use since 1997. The estimated replacement cost after
implementation is approximately $10.2 million.
Estimated funding required to implement Enterprise Resource
Planning Software - SAP - Property Taxation Software - the current product being used meets
today's legislative requirements, but does not include any of the
In 2016, through Report CPFS16-018, Council awarded a contract electronic customer service offerings that are expected in today 's
to PerfectMind for the City's Program Registration and Facility business environment. The software will be replaced as part of the
Booking Software. SAP project.
In 2017, through Report CPFS17-036, Council awarded a contract Accessibility Considerations

to SAP for a corporate Financial Enterprise Resource Planning
solution. All City websites that integrate web-based software will meet
international website standards for accessibility known as WCAG 2.0
Effects on Future Operating Budgets Level AA and be tablet and mobile friendly.
Updating the City's Enterprise software will require additional

ongoing software maintenance fees that will be budgeted as part of
the City's Information Services Operating Budget.
- 58 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Finance - Other
Project Description Enterprise Software Modernization
Project # 3-4.01
Expenditures
Contractual Services 10,249.5 5,727.3 2,555.1 1,967.1
Direct Revenue
Transfer from Operations 266.0 266.0
Net Requirements 9,983.5 5,461.3 2,555.1 1,967.1
Debentures
Deb Rev-Tax Supported 2,408.1 1,538.9 869.2
Total Debenture Financing 2,408.1 1,538.9 869.2
Reserves
Capital Levy Reserve 3,944.3 2,032.9 1,161.4 750.0
Total Reserves 4,634.8 2,723.4 1,161.4 750.0
Capital Levy 2,940.6 1,199.0 524.5 1,217.1
- 59 -
Amanda Software Upgrade Amanda is the corporate software for property records and requires an
extensive upgrade. The specific components of the project include:
Commitments Made
Amanda is extensively used within both the Building and Planning 2019
Divisions. Clerk's - FOI Request - $71,308
Clerk's - Business licenses - $36,308
Effects on Future Operating Budgets Field Inspection - $40,000
New Licenses - $20,000
All City websites that integrate web-based software will meet

international website standards for accessibility known as WCAG 2.0
Level AA and be tablet and mobile friendly.
- 60 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Amanda Software Upgrade
Project # 3-4.02
Expenditures
Direct Revenue
Internal Recoveries 71.6 71.6

Reserves
Building Division Reserve 260.1 200.1 60.0
Capital Levy 443.2 335.6 107.6
- 61 -
2019 2020 2021 2022 & After


Other
Canadian Canoe
Museum - Capital Build 3-4.03 4,000.0 500.0 500.0 500.0 500.0 500.0 500.0 2,500.0 2,500.0
Humane Society - New

Animal Care Centre 3-4.04 1,686.0 686.0 400.0 400.0 300.0 300.0 300.0 300.0
Capital Campaign
Fairhaven Capital
Funding 3-4.05 1,377.3 204.0 216.4 216.4 216.4 225.2 225.2 234.3 234.3 497.4 497.4
Hospice Peterborough
3-4.06 1,500.0 1,300.0 200.0 200.0 200.0
Development Charge
Study Update 3-4.07 250.0 50.0 75.0 75.0 7.5 67.5 125.0 125.0
Total 8,813.3 2,240.0 1,391.4 900.0 491.4 423.9 67.5 1,025.2 1,025.2 1,034.3 1,034.3 3,122.4 3,122.4
- 62 -
Canadian Canoe Museum - Capital Build Established in 1997, the Canadian Canoe Museum (Museum) is now
home to the world’s largest and most significant collection of canoes ,
Commitments Made kayaks and paddled watercraft. The Museum is looking to move to a
new 75,000 square-foot facility that will physically connect the more
Based upon Report CSD17-030 - Canadian Canoe Museum than 600 watercraft in its collection to local waterways at a location
Funding Request and Pre-Commitment of Future Capital Budgets, beside the Peterborough Lift Lock on the Trent-Severn Waterway (both
Council approved a motion that a total of $4.0 million in capital National Historic Sites).
funding for the Canadian Canoe Museum for its proposed new
facility, be approved, with the City contributions paid in increments The Museum has had recent success in securing funding from both the
over eight years, beginning in 2019. provincial and federal levels of government. On February 24, 2017, the
Honourable Maryam Monsef, Minister of Status of Women and MP for
Effects on Future Operating Budgets Peterborough-Kawartha, on behalf of the Honourable Mélanie Joly,
Minister of Canadian Heritage, announced more than $1.4 million in
cultural infrastructure funding from the Government of Canada.
Similarly, on May 26, 2017, MPP Jeff Leal, on behalf of the Province,
announced a funding commitment of $9.0 million toward the project.
- 63 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Canadian Canoe Museum - Capital Build
Project # 3-4.03
Expenditures
Direct Revenue
Net Requirements 3,500.0 500.0 500.0 500.0 500.0 1,500.0
Capital Levy 3,500.0 500.0 500.0 1,500.0
500.0 500.0
- 64 -
Humane Society - New Animal Care Centre Capital Campaign Based on Report OCS16-002 dated May 30, 2016, and a presentation
by the Humane Society, Council committed to support the capital
Commitments Made campaign over five annual installments. The motions read as follows:
Through Report OCS16-002 dated May 30, 2016, Council b) That the City of Peterborough approve a $1.5 million capital
committed to support the Humane Society's capital campaign over campaign contribution to the Peterborough Humane Society, to be
five years. paid in five annual installments over a five-year period from 2017 to
2021, in support of the $9.5 million Peterborough Animal Care Centre
Effects on Future Operating Budgets at 1999 Technology Drive;
c) That the City of Peterborough directly pay the Development

Charges for the Peterborough Humane Society Animal Care Centre at
1999 Technology Drive in the amount of approximately $186,000, and
that the payment be made in two annual installments of approximately
$93,000 commencing in 2017;
- 65 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Humane Society - New Animal Care Centre Capital

Campaign
Project # 3-4.04
Expenditures
Direct Revenue
Net Requirements 1,286.0 686.0 300.0 300.0
Capital Levy 1,286.0 686.0 300.0 300.0
- 66 -
Fairhaven Capital Funding Fairhaven has limited revenue sources and the Ministry of Health and
Long Term Care does not provide funding for capital projects,
Commitments Made equipment or the building. Capital repairs had been funded from a
Capital Reserve, however, that was unsustainable.
As part of report CPFS12-062 dated September 4, 2012, Council
resolved that beginning with the 2013 Capital Budget, an annual A capital plan and ongoing funding from the City and County started in
provision would be included in the Draft Capital Budget to support 2013. The amount paid by the City for 2019 will be $216,400. This
Fairhaven’s on-going capital program. renewed support will allow Fairhaven to update and repair various
capital items, some of which are as follows:
Replacement of Countertops in all Eight Care Centres: $19,000
Flooring (Spa Rooms, hallways, serveries, etc.): $25,000
Reconfiguration of Usable Dining Room Space: $38,000
Resident Lifts and Slings: $40,000
Anti-Roll Mattresses and Beds: $49,000
Televisions/Monitors (Fairhaven Resident TV Network): $10,213
Resident Lift Batteries: $5,500
Laundry Washer/Extractor: $15,500
Computer Equipment (including one server): $18,000
HVAC Equipment: $85,000
- 67 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Fairhaven Capital Funding
Project # 3-4.05
Expenditures
Contractual Services 1,377.3 204.0 216.4 225.2 234.3 243.8 253.6
Net Requirements 1,377.3 204.0 216.4 225.2 234.3 243.8 253.6

Capital Levy 1,377.3 204.0 216.4 225.2 253.6
234.3 243.8
- 68 -
Hospice Peterborough Funding Request Based on Report CPFS15-036, 2016 Budget Guidelines dated July
27, 2015, Council approved the following recommendation:
Commitments Made That, with respect to the Hospice Peterborough Renovation Project,
i) the City commit in principle to provide $1.5 million towards the
On January 12, 2015, based on Report CAO15-001 dated January project construction costs over a three year period 2016 to 2018,
12, 2015 Hospice Peterborough Funding Request Presentation to subject to a satisfactory funding agreement being reached, and
January 13, 2015 Budget Committee, Council approved the ii) That the 2016 Draft Capital Budget includes the first $500,000
following recommendation: annual contribution.
That the Hospice Peterborough presentation to the January 13, The final $500,000 of the $1.5 million commitment, has been split
2015 Budget Committee meeting, seeking $1.5 million financial between 2018 ($300,000) and 2019 ($200,000).
support from the City to be paid in three annual $500,000
installments over the three-year period 2016 to 2018 to support a
$6.5 million renovation to their property at 325 London Street, be
presented to Council prior to the 2016 Budget Guideline Report
being considered.
- 69 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Hospice Peterborough
Project # 3-4.06
Expenditures
Contractual Services 1,500.0 1,300.0 200.0
Net Requirements 1,500.0 1,300.0 200.0

Capital Levy 1,500.0 1,300.0 200.0
- 70 -
Development Charge Study Update Development Charges are levied in accordance with various
Development Charge by-laws that establish various rates.
Commitments Made
The current by-laws for the City-Wide General and Engineered
Services are in effect until December 31, 2019, whereas the Planning
Effects on Future Operating Budgets Area rates are in effect until July 31, 2022.
As the City-Wide General and Engineered Services rates are set to

expire, a new Background Study will be required.
- 71 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Development Charge Study Update
Project # 3-4.07
Expenditures
Contractual Services 250.0 50.0 75.0 50.0 75.0
Net Requirements 250.0 50.0 75.0 50.0 75.0

Development Charges
Development Charges Res 45.0 45.0
DCRF Gen Gov 180.0 67.5 45.0 67.5
Total Development Charges 225.0 45.0 67.5 67.5
45.0
Reserves
Reserves & Reserve Funds
DCRF Gen Gov

5.0
- 72 -
2019 2020 2021 2022 & After

Infrastructure and Planning Services Summary
Planning 5-1 16,035.0 1,860.0 1,000.0 100.0 900.0 530.0 370.0 3,600.0 3,600.0 1,675.0 1,675.0 7,900.0 7,900.0
Growth Areas 5-2 6,387.2 1,600.0 500.0 180.0 725.0 725.0 3,562.2 3,242.2
Industrial Parks 5-3 12,244.0 5,344.0 3,150.0 3,150.0 50.0 3,100.0 450.0 450.0 3,300.0 3,300.0
Airport 5-5 8,355.3 2,755.3 1,350.0 1,350.0 350.0 1,000.0 2,175.0 2,175.0 225.0 225.0 1,850.0 1,850.0
Flood Reduction 5-6 259,230.0 29,652.3 4,002.7 4,002.7 300.9 1,370.0 2,331.8 4,340.0 4,340.0 4,645.0 4,645.0 216,590.0 216,590.0
Master Plan Projects
Geomatics/Mapping 5-7 1,921.3 762.3 345.0 345.0 345.0 134.0 134.0 145.0 145.0 535.0 535.0
Arterial Streets 5-9 297,798.0 33,896.0 9,470.0 655.0 8,815.0 35.0 200.0 5,760.0 2,820.0 20,530.0 20,440.0 21,575.0 19,975.0 212,327.0 198,839.0
Collector and Local 5-10 91,187.8 8,846.0 9,234.3 3,824.6 5,409.7 200.0 3,190.0 2,019.7 11,257.5 9,016.9 12,000.0 11,542.3 49,850.0 45,846.1
Streets
Bridges 5-11 21,370.0 600.0 1,000.0 1,000.0 19,770.0 19,770.0
Sidewalks 5-12 18,801.6 1,530.0 736.0 736.0 184.0 552.0 2,970.7 2,970.7 2,186.9 2,186.9 11,378.0 11,378.0
Sanitary Sewers 5-13 16,305.0 900.0 775.0 775.0 775.0 4,500.0 4,500.0 3,630.0 3,630.0 6,500.0 6,500.0
Storm Sewers 5-14 8,490.0 1,525.0 1,050.0 1,050.0 1,050.0 1,250.0 1,250.0 1,015.0 1,015.0 3,650.0 3,650.0
Public Works 5-15 33,860.5 2,221.9 2,221.9 1,235.8 986.1 3,844.4 3,844.4 3,308.1 3,308.1 24,486.1 24,486.1
Transit 5-16 90,596.1 2,333.9 2,339.0 1,339.0 1,000.0 175.0 330.0 495.0 15,858.2 4,908.2 15,191.1 4,241.1 54,873.9 51,800.6
Parking 5-17 5,501.3 350.0 510.0 510.0 410.0 100.0 3,075.0 3,075.0 110.3 110.3 1,456.0 1,456.0
Traffic and 5-18 8,489.9 882.7 554.8 554.8 297.3 257.5 1,842.2 1,842.2 1,846.9 1,846.9 3,363.4 3,363.4
Transportation
Transportation 5-19 900.0 150.0 750.0
Planning
Environmental 5-20 2,240.0 530.0 1,305.0 1,305.0 1,305.0 45.0 45.0 45.0 45.0 315.0 315.0
Services
Waste Management 5-21 21,864.5 12,039.5 3,065.0 782.5 2,282.5 1,500.0 782.5 4,500.0 2,250.0 240.0 120.0 2,020.0 1,010.0
- 73 -
2019 2020 2021 2022 & After

Total 921,577.5 105,557.0 41,108.7 6,701.1 34,407.6 1,982.3 684.9 17,895.8 13,844.6 81,622.0 65,021.4 72,863.2 59,735.5 620,426.6 598,531.4
- 74 -
2019 2020 2021 2022 & After

Infrastructure and Planning Services Summary
Planning 5-1 14,222.2 3,422.2 1,300.0 1,000.0 300.0 100.0 200.0 2,600.0 2,600.0 2,300.0 2,300.0 4,600.0 4,600.0
Growth Areas 5-2 400.0 200.0 25.0 25.0 25.0 25.0 25.0 100.0 100.0 50.0 50.0
Industrial Parks 5-3 1,032.3 351.1 190.6 70.3 120.3 120.3 243.7 171.9 246.9 173.5
Building Services 5-4 180.0 50.0 80.0 80.0 80.0 50.0 50.0
Airport 5-5 1,403.9 653.9 150.0 150.0 150.0 300.0 300.0 100.0 100.0 200.0 200.0
Flood Reduction 5-6 41,889.3 20,409.3 2,760.0 2,760.0 2,760.0 2,810.0 2,810.0 2,760.0 2,760.0 13,150.0 13,150.0
Master Plan Projects
Geomatics/Mapping 5-7 434.2 265.0 139.2 139.2 139.2 15.0 15.0 15.0 15.0
Infrastructure 5-8 4,475.0 2,123.9 400.0 400.0 400.0 800.0 800.0 800.0 800.0 351.1 351.1
Planning Adm
Collector and Local 5-10 250.0 250.0 250.0 200.0 50.0
Streets
Bridges 5-11 6,161.2 2,131.2 265.0 265.0 265.0 810.0 810.0 765.0 765.0 2,190.0 2,190.0
Storm Sewers 5-14 500.0 500.0 500.0 250.0 250.0
Public Works 5-15 2,006.8 175.0 175.0 175.0 180.3 180.3 185.7 185.7 1,465.8 1,465.8
Transportation 5-19 109.8 35.9 35.9 35.9 36.6 36.6 37.3 37.3
Planning
Environmental 5-20 9,362.0 5,812.0 650.0 233.3 416.7 116.7 300.0 2,225.0 2,225.0 225.0 225.0 450.0 450.0
Services
Total 82,426.7 35,418.6 6,920.6 1,303.6 5,617.0 1,702.0 325.0 3,590.0 10,095.6 10,023.7 7,535.0 7,461.5 22,456.9 22,456.9
- 75 -
2019 2020 2021 2022 & After


Planning
Property Acquisitions
and Improvements 5-1.01 11,000.0 700.0 700.0 330.0 370.0 1,200.0 1,200.0 1,200.0 1,200.0 7,900.0 7,900.0
Jackson Creek
Floodplain Mapping 5-1.02 200.0 200.0 100.0 100.0 100.0
Central Area Master Plan

Implementation Phase 5-1.03 2,435.0 1,460.0 100.0 100.0 100.0 400.0 400.0 475.0 475.0
Otonabee River Trail -

Del Crary Park to Little 5-1.04 2,400.0 400.0 2,000.0 2,000.0
Lake Cemetery
Total 16,035.0 1,860.0 1,000.0 100.0 900.0 530.0 370.0 3,600.0 3,600.0 1,675.0 1,675.0 7,900.0 7,900.0
- 76 -
Department: Infrastructure and Planning Services Budget Reference #: 5-1.01
Division: Planning - Planning
Property Acquisitions and Improvements The General Property Reserve, funded through the operating budget,
anticipates property purchases in the current budget year that support
Commitments Made strategic municipal acquisitions or that implement public policy
directions of the City. The General Property Reserve is also used to
Commencing in 2015, this project included an annual $100,000 make improvements to municipal property, such as building
allocation to reflect the commitment made through Report demolitions, that may be required to improve value and/or minimize
PLPD13-056, to establish a new reserve for the purchase of the risk. Acquisitions may include property to fulfill the long-term land
Naval Association property. needs of the Airport Master Plan and the acquisition of property or
easements to protect the obstacle limitation surfaces associated with
Effects on Future Operating Budgets the expanded runways. In addition to airport acquisitions, the project
may also include strategic property purchases in the Central Area .
- 77 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department Infrastructure and Planning Services
Division Planning - Planning
Project Description Property Acquisitions and Improvements
Project # 5-1.01
Expenditures
Contractual Services 11,000.0 700.0 1,200.0 1,200.0 1,200.0 1,200.0 5,500.0
Direct Revenue
Recoveries
Net Requirements 11,000.0 700.0 1,200.0 1,200.0 1,200.0 1,200.0 5,500.0

Debentures
Deb Rev-Tax Supported
Total Debenture Financing
Development Charges
Development Charges Res
Reserves
Property Reserve 3,700.0 370.0 370.0 370.0 370.0 370.0 1,850.0
Federal Gas Tax
Total Reserves 3,700.0 370.0 370.0 370.0 1,850.0
370.0 370.0
Capital Levy 7,300.0 330.0 830.0 830.0 3,650.0
830.0 830.0
- 78 -
Jackson Creek Floodplain Mapping The floodplain associated with Jackson Creek through the city was last
mapped in 1989. This was at a time when most of the upstream lands
Commitments Made where Jackson Creek enters the city were in an undeveloped state.
Since that time, there has been significant development in the Parkhill
Road/Brealey Drive/Lily Lake Road area which has likely impacted the
Effects on Future Operating Budgets limits of the downstream areas, in particular, downtown Peterborough.
To confidently plan additional development in both the upstream and

downstream areas of Jackson Creek, the floodplain mapping requires
an update.
The federal government, through Public Safety Canada, presently has

a cost sharing program in place for local municipalities and
conservation authorities to update floodplain mapping. The National
Disaster Mitigation Program would fund 50% of the costs associated
with the updated mapping. The estimated costs for updating the
Jackson Creek floodplain through the city are approximately $200,000,
of which the federal government would pay 50%. Therefore the 2019
Capital Budget request is $100,000 representing the City share. If the
cost sharing application is not approved, the project will not go forward
in 2019.
- 79 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Jackson Creek Floodplain Mapping
Project # 5-1.02
Expenditures
Direct Revenue
Revenue-Canada Grant 100.0 100.0
- 80 -
Central Area Master Plan Implementation Phase CAMP includes various recommendation such as to carry out a
secondary planning exercise to refresh existing implementation plans
Commitments Made to account for the physical expansion of the Downtown, including:
The Official Plan directs that the City pursue a comprehensive - site and building design guidelines
program of downtown enhancement. The Central Area Master Plan - secondary planning for residential intensification opportunities
(CAMP) affirms this public policy objective. - streetscape design guidelines
Effects on Future Operating Budgets The Central Area has expanded since these plans were prepared in
the early 1990s so the plans are silent with respect to the expanded
Central Area. The Province has also identified the downtown as an
Urban Growth Centre in the Growth Plan for the Greater Golden
Horseshoe, so there are growth expectations and implications for the
Central Area.
- 81 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Central Area Master Plan Implementation Phase
Project # 5-1.03
Expenditures
Contractual Services 2,435.0 1,460.0 100.0 400.0 475.0
Net Requirements 2,435.0 1,460.0 100.0 400.0 475.0

Reserves
Capital Levy 1,582.8 607.8 100.0 400.0 475.0
- 82 -
Otonabee River Trail – Del Crary Park to Little Lake Cemetery The first step of this project was the completion of a detailed
topographic survey and geotechnical investigation completed in 2011.
Commitments Made A Class EA, which included a preliminary design of the Otonabee
River Trail route from Del Crary Park, along Crescent Street to Little
This project represents the completion of a Council approved public Lake Cemetery was completed in 2015. The completion of a trail
policy and capital planning priority. program surrounding Little Lake has been a long-standing recreation
facility objective of the City’s Recreation Master Plan. The Otonabee
Effects on Future Operating Budgets River Trail is an integral component of the Little Lake Master Plan ,
received by City Council in March 2010.
$120,000 was secured in 2015 to construct a first phase of the trail

through Del Crary Park, however, this phase was not completed due to
the pending completion of the detailed design and engineering.
A preliminary construction cost estimate for the continuation of the

Otonabee River Trail from The Point in Del Crary Park to the Little
Lake Cemetery, consistent with the Little Lake Master Plan, is $2.0
million. This project has been deferred until 2020 to better align with
other projects in the area.
All trail development will be a minimum width of 3.0 metres meeting the
City design standard for trail development to ensure full accessibility
and safety.
- 83 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Otonabee River Trail - Del Crary Park to Little Lake
Cemetery
Project # 5-1.04
Expenditures
Direct Revenue
Revenue-Canada Grant
Donations 75.0 75.0
Reserves
Contribution from related project
Federal Gas Tax 270.0 270.0
Capital Levy 2,055.0 55.0 2,000.0
- 84 -
2019 2020 2021 2022 & After


Planning
Central Area CIP

Implementation 5-1.05 12,822.2 3,422.2 1,000.0 1,000.0 2,100.0 2,100.0 2,100.0 2,100.0 4,200.0 4,200.0
Zoning By-law Update

5-1.06 500.0 200.0 200.0 200.0 300.0 300.0
Secondary Plans
5-1.07 900.0 100.0 100.0 100.0 200.0 200.0 200.0 200.0 400.0 400.0
Total 14,222.2 3,422.2 1,300.0 1,000.0 300.0 100.0 200.0 2,600.0 2,600.0 2,300.0 2,300.0 4,600.0 4,600.0
- 85 -
Central Area Community Improvement Plan (CIP) Implementation The Façade Improvement, Municipal Incentive and Residential
Conversion and Intensification Grant Programs are the three CIP
Commitments Made Programs that require capital funding.
The Official Plan directs that the City pursue a comprehensive Some of the larger redevelopment projects such as the former YMCA
program of downtown enhancement. The Central Area Master Plan and the mixed use development on Hunter Street East involve
affirms this public policy objective. significantly more funding than anticipated which accounted for the
increase in 2018. Costs to convert non-residential space to residential
The Central Area Master Plan was completed in May 2009, as are greater than first anticipated given current Building Code and
reported to Council in Report PLPD09-026, dated May 11, 2009. accessibility standards. These costs significantly affect larger
The plan identified 22 strategies to promote the ongoing health and conversion projects that could dramatically increase the residential unit
vitality of the Central Area. supply in the Central Area. This Program could significantly impact the
uptake in additional units in the Central Area which will assist the City
One of the strategies of the Master Plan was to adopt a Community in meeting its intensification targets for the Central Area established by
Improvement Plan (CIP) for the Central Area. In August 2011, the the Province.
Central Area CIP was approved by Council (By-law 11-115, Report
PLPD11-062) establishing a suite of financial incentives to assist
property owners to rehabilitate and redevelop downtown properties.
The purpose of the CIP is to ensure the long term economic, social
and cultural vitality of the Central Area providing financial incentives
to assist in the enhancement and revitalization of the downtown
area.
- 86 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Central Area CIP Implementation
Project # 5-1.05
Expenditures
Contractual Services 12,822.2 3,422.2 1,000.0 2,100.0 2,100.0 2,100.0 2,100.0
Direct Revenue
Casino Gaming Reserve 1,000.0 1,000.0
Total Direct Revenue 1,000.0 1,000.0
Net Requirements 11,822.2 3,422.2 2,100.0 2,100.0 2,100.0 2,100.0
Reserves
Capital Levy Reserve 1,624.0 1,624.0
Total Reserves 1,624.0 1,624.0
Capital Levy 10,198.2 1,798.2 2,100.0 2,100.0

2,100.0 2,100.0
- 87 -
Zoning By-law Update With the approval of the new Official Plan planned for the third quarter
of 2019, the Zoning By-law must also be updated to implement the new
Commitments Made policy direction for the municipality.
The update of the Official Plan has resulted in the need to update This update will include a review of the By-law and recommend
the Zoning By-law to implement the new policy direction. changes and additions based on an operational review, as well as the
new policy direction of the Official Plan.
Given the magnitude of this project, it cannot be completed in-house
with current staffing levels. Therefore, it is recommended that a
consultant be retained to complete the project and a contract planner
be established to manage the project. The Capital Budget establishes
a budget of $200,000 in 2019 - $100,000 for a contract planner and
$100,000 for year 1 costs associated with the Zoning By-law Update,
and $300,000 in 2020 - $100,000 for a contract planner and $200,000
to complete the Update.
- 88 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Zoning By-law Update
Project # 5-1.06
Expenditures
Reserves
Utility Services Reserve 200.0 200.0
- 89 -
Official Plan Secondary Plans As part of the Official Plan Update, a design charrette was conducted
in June 2018 to generate design ideas and concepts for identified
Commitments Made nodes and corridors throughout the city. The goal was to consider
these areas as prime areas for intensification and create a vision for
The Official Plan Update identified the need to create Secondary their potential redevelopment.
Plans for Intensification Areas, including important nodes and
corridors, to satisfy growth management requirements of the The new Official Plan calls for Secondary Plans to be created for these
Growth Plan for the Greater Golden Horseshoe. important nodes and corridors which will provide a framework for how
these areas will redevelop. Urban design is a critical element in the
Effects on Future Operating Budgets planning of these areas.
There are eight nodes and corridors, and four downtown districts
identified by the charrette. Completion of secondary plans for all of
these areas is expected to be a 5 - year project with the focus of the
2019 project being the George Street/Lansdowne Street Area with a
$100,000 budget. Additional requests of $200,000 annually will be
made over the next four years to complete secondary plans for the
remaining intensification areas.
- 90 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Secondary Plans
Project # 5-1.07
Expenditures
Contractual Services 900.0 100.0 200.0 200.0 200.0 200.0
Net Requirements 900.0 100.0 200.0 200.0 200.0 200.0

Capital Levy 900.0 100.0 200.0 200.0
200.0 200.0
- 91 -
2019 2020 2021 2022 & After


Growth Areas
Jackson (Loggerhead
Marsh) – Centralized 5-2.01 2,144.0 1,000.0 500.0 180.0 644.0 324.0
Stormwater Facilities
Lily Lake - Centralized
Stormwater Mgm't 5-2.02 4,243.2 600.0 725.0 725.0 2,918.2 2,918.2
Facilities
Total 6,387.2 1,600.0 500.0 180.0 725.0 725.0 3,562.2 3,242.2
- 92 -
Division: Planning - Growth Areas
Jackson Area (Loggerhead Marsh) – Centralized Stormwater The Background Study identified the following Development Charges
Facilities funding requirements for this specific Growth Area:
Commitments Made $2,144,000 Stormwater Management Facilities
This budget allocation represents the anticipated Development Comprised of:

Charge contribution for the construction of centralized stormwater
management facilities to support growth. Enactment of the 2017 $ 864,000 Development Charge Contribution
Development Charges By-law is a City commitment to fund the $1,280,000 Developer contribution (Loggerhead Marsh Local
construction of these facilities to accommodate growth in this Services Agreement)
Planning Area.
The next funding requirement is needed in 2020.
- 93 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Planning - Growth Areas
Project Description Jackson (Loggerhead Marsh) – Centralized Stormwater

Facilities
Project # 5-2.01
Expenditures
Contractual Services 2,144.0 1,000.0 500.0 644.0
Direct Revenue
Recoveries 1,280.0 640.0 320.0 320.0
Total Direct Revenue 1,280.0 640.0 320.0 320.0
Development Charges
DCRF Jackson Creek 864.0 360.0 180.0 324.0
- 94 -
Lily Lake Growth Area - Centralized Stormwater Management The Background Study identified the following Development Charges
Facilities funding requirements for this specific Growth Area:
Commitments Made Stormwater Management Facilities - $4,243,200
This budget allocation represents the anticipated Development The first phases of subdivision development in the Lily Lake Growth
Charge contribution for the construction of centralized stormwater Area were delayed in 2017 and 2018. The 2018 budget allocated
management facilities to support growth. Enactment of the 2017 $600,000 towards the centralized stormwater management facilities
Development Charges By-law is a City commitment to fund the necessary to support this development. Additional funding will not be
construction of these facilities to accommodate growth. required until 2021.
- 95 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Lily Lake - Centralized Stormwater Mgm't Facilities
Project # 5-2.02
Expenditures
Contractual Services 4,243.2 600.0 725.0 1,520.0 1,398.2
Net Requirements 4,243.2 600.0 725.0 1,520.0 1,398.2

Development Charges
DCRF Lily Lake 4,243.2 600.0 725.0 1,520.0 1,398.2
Total Development Charges 4,243.2 600.0 1,398.2
725.0 1,520.0
- 96 -
2019 2020 2021 2022 & After


Growth Areas
Liftlock Planning Studies

5-2.03 150.0 75.0 25.0 25.0 25.0 50.0 50.0
Carnegie West Growth

Area – Planning Studies 5-2.04 100.0 75.0 25.0 25.0
Coldsprings Growth
Area - Planning Studies 5-2.05 150.0 50.0 50.0 50.0 50.0 50.0
Total 400.0 200.0 25.0 25.0 25.0 25.0 25.0 100.0 100.0 50.0 50.0
- 97 -
Liftlock Growth Area - Planning Studies As development proceeds in the Liftlock Growth Area, it is anticipated
that there will be the need for technical studies to support future growth
Commitments Made and address issues related to new development projects. These
studies could relate to issues such as environmental considerations,
This budget allocation represents the anticipated Development traffic impacts and/or servicing constraints, and could include City-led
Charge contribution for the completion of future planning studies to studies or peer reviews of developer initiated studies.
support growth. Enactment of the 2017 Development Charges
By-law is a City commitment to fund the necessary studies to The Background Study identified a $150,000 Development Charges
support development and accommodate growth in this Planning funding requirement for studies for this specific Growth Area. The 2019
Area. request for $25,000 is for updated studies to support development in
the Liftlock area.
- 98 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Liftlock Planning Studies
Project # 5-2.03
Expenditures

Development Charges
DCRF Liftlock 125.0 50.0 25.0 50.0
- 99 -
Carnegie West Growth Area – Planning Studies As development proceeds in the Carnegie West Growth Area, it is
anticipated that there will be the need for technical studies to support
Commitments Made future growth and address issues related to new development projects.
These studies could relate to issues such as environmental
This budget allocation represents the anticipated Development considerations, traffic impacts and/or servicing constraints and could
Charge contribution for the completion of future planning studies to include City-led studies or peer reviews of developer initiated studies.
By-law is a City commitment to fund the construction of these The Background Study identified the following Development Charges
facilities to accommodate growth in this Planning Area. funding requirements for this specific Growth Area.
Effects on Future Operating Budgets Studies - $ 100,000
The 2020 request of $25,000 is for an additional traffic study and an

update to the Functional Planning Study.
- 100 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Carnegie West Growth Area – Planning Studies
Project # 5-2.04
Expenditures
Development Charges
DCRF Carnegie West 100.0 75.0 25.0
Total Development Charges 100.0 75.0 25.0
- 101 -
Coldsprings Growth Area - Planning Studies As development proceeds in the Coldsprings Growth Area, it is
anticipated that there will be the need for technical studies to support
Commitments Made future growth and address issues related to new development projects.
These studies could relate to issues such as environmental
This budget allocation represents the anticipated Development considerations, traffic impacts and/or servicing constraints and could
Charge contribution for the completion of future planning studies to include City-led studies or peer reviews of developer initiated studies.
By-law is a City commitment to fund the necessary studies to The Background Study identified the following Development Charges
support development and accommodate growth in this Planning funding requirements for this specific Growth Area:
Area.
Studies - $150,000
- 102 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Coldsprings Growth Area - Planning Studies
Project # 5-2.05
Expenditures

Development Charges
DCRF Coldsprings 150.0 50.0 50.0 50.0
50.0
Capital Levy
- 103 -
2019 2020 2021 2022 & After


Industrial Parks
Cleantech Commons
5-3.01 11,744.0 5,344.0 3,100.0 3,100.0 3,100.0 3,300.0 3,300.0
Major Bennett Industrial

Park 5-3.02 500.0 50.0 50.0 50.0 450.0 450.0
Total 12,244.0 5,344.0 3,150.0 3,150.0 50.0 3,100.0 450.0 450.0 3,300.0 3,300.0
- 104 -
Division: Planning - Industrial Parks
Cleantech Commons Trent University has reserved approximately 85 acres along the north
side of Pioneer Road for the establishment of a science-based
Commitments Made research park. Building upon the success of the DNA Cluster initiative,
the new Cleantech Commons is poised to become a major focus of
Report IPSEC18-018 dated July 9, 2018 pre-committed $3.1 employment growth in the City of Peterborough. This development is to
million. science and technology employment as Major Bennett Industrial Park
is to manufacturing and transportation employment. The development
Effects on Future Operating Budgets of the Commons will require ongoing municipal investment to ensure
that adequate municipal services are in place to support future
This is a new subdivision that will have additional streets, water and employment growth.
sewer, and stormwater infrastructure to be maintained.
There are two distinct components to the project. An external services
program commenced construction in the spring 2017. The external
servicing program and Pioneer Road upgrades are being handled by
Infrastructure and Planning under a separate budget.
The second component is an internal site servicing program to ensure

a supply of serviced building lots as demand warrants. Investors will
construct buildings on land secured by a long-term ground lease.
Internal site servicing costs will be recovered over time through ground
lease payments. An initial phase budget of approximately $3 million
was secured in prior years for this purpose. In 2018, an additional $2.4
million to support internal servicing, lot grading and common elements
within the research park was approved and the 2019 request is for an
additional $3.1 million. It is expected that the first tenants will
commence building construction in the summer of 2019.
- 105 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Planning - Industrial Parks
Project Description Cleantech Commons
Project # 5-3.01
Expenditures
Direct Revenue
Developer Contributions 1

Debentures
Deb Revenue - Lease Supported 10,284.0 3,884.0 3,100.0 3,300.0
Total Debenture Financing 11,284.0 4,884.0 3,100.0 3,300.0
Reserves
Accessibility Improvements Res
Industrial land Reserve 250.0 250.0
Provincial Surplus Reserve
Waste Water Reserve Fund
Revenue from Other Reserve
- 106 -
Major Bennett Industrial Park There is an existing drainage channel on the east side of Airport Road
that is designated as fish habitat. Due to previous work in the Major
Commitments Made Bennett Industrial Park involving the extension of Fisher Drive, a
compensation project for the loss of fish habitat was approved. This
The City is the region's provider of serviced industrial land. Major included the realignment and naturalization of the drainage channel
Bennett Industrial Park is nearing full build-out and this project along the east side of Airport Road, along with two other projects near
ensures the remaining lands are developable and made ready for Harper Park. The work, however, did not proceed until various
sale. This project implements a previously approved fish habitat upstream projects were completed at the request of the Department of
compensation project resulting from a harmful alteration, disruption Fisheries and Oceans.
and/or destruction (HADD) - the original extension of Fisher Drive
to Airport Road. The property north of Fisher Drive, and east of Airport Road is one of
the last large parcels of industrial land available in the City. The
Effects on Future Operating Budgets completion of the fish habitat compensation project, which will include
a grading plan, is necessary before the property can be sold and
developed.
- 107 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Major Bennett Industrial Park
Project # 5-3.02
Expenditures
Capital Levy 500.0 50.0 450.0
- 108 -
2019 2020 2021 2022 & After


Industrial Parks
Cleantech Commons
5-3.03 1,032.3 351.1 190.6 70.3 120.3 120.3 243.7 171.9 246.9 173.5
Total 1,032.3 351.1 190.6 70.3 120.3 120.3 243.7 171.9 246.9 173.5
- 109 -
Cleantech Commons The City has made significant investments in serviced employment
land at Cleantech Commons. Having established an inventory of
Commitments Made economic development assets, this project has especially targeted
establishing the organizational model and business strategy to make it
Report IPSEC18-018 dated July 9, 2018 pre-committed $3.1 as successful as possible. A university based research park is more
million. than a collection of businesses - it requires concentrated effort to
establish a culture of innovation and creativity between tenants, the
Effects on Future Operating Budgets University and the broader community.
This is a new subdivision that will have additional streets, water, For 2019, a funding request of $50,000 is over and above the core
sanitary and storm water infrastructure to be maintained. funding to Peterborough Economic Development (PED) as it
represents an activity that PED will be actively engaged in, but not
directly responsible for. This is proposed to support the initial
marketing of the Park continuing from 2018. From 2020-2021 it is
suggested this amount be reduced to $25,000.
For 2019, money is set aside for the first year of a 3-year contract for a
FTE for an Executive Director at Cleantech Commons for a three year
contract. For 2019-2021, this will be a full FTE equivalent. While it will
reside with the City, the position will fulfill the interests of the University
as well. Therefore 50% of these funds will be recovered from the
University.
Other miscellaneous contractual services relate to the design,

construction, marketing and start-up operations of the Cleantech
Commons including supplemental project management, ongoing
community engagement, and establishment of policies and lease
agreements.
- 110 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Cleantech Commons
Project # 5-3.03
Expenditures
Direct Revenue
Recoveries 266.2 50.6 70.3 71.9 73.5
Total Direct Revenue 266.2 50.6 70.3 71.9 73.5
Capital Levy 766.2 300.6 120.3 171.9 173.5
- 111 -
2019 2020 2021 2022 & After


Building Services
Development Client
Service Enhancement 5-4.01 180.0 50.0 80.0 80.0 80.0 50.0 50.0
Project
Total 180.0 50.0 80.0 80.0 80.0 50.0 50.0
- 112 -
Division: Building - Building Services
The Development Client Service Enhancement Project is a project The project as designed has four distinct streams. The streams are
to enhance the development client experience encountered in the approval application support/review/tracking, a focused customer
City of Peterborough by improving the development approvals support strategy and function, an ongoing quality assurance plan in the
process overall, with special attention paid to approval Development approvals process overall and extensive co-ordination
transparency, application tracking, technical information support, with companion corporate projects.
improved lines of communication between departments/external
agencies and customer service. This project will focus on the Given the corporate restructuring and the creation of the Infrastructure
approvals process that is comprised of Land-use Planning and Planning Services Department, it was determined that the
Applications, a review of these applications and independent Amanda Database portion of the project, to host and track
approvals provided in relation to those applications by City development applications and all associated approvals, would be a
Services such as engineering, transportation, legal, heritage and priority. It is projected that these advancements and aligning the
others, and the applications made for Building Permits. oversight of the development engineering and land-use planning
functions would result in some short term improvements to the
Commitments Made development process. It began in 2018 and will be refined in 2019 to
maximize efficiency and performance. When complete, the other
Approximately $25,000 was spent in 2018. The project was components of the project will be assessed for implementation.
approved to commence with the enhancements to the Amanda
approvals system, and the associated workflow mapping to support Accessibility Considerations
folder and process development.
None at this time.
- 113 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Building - Building Services
Project Description Development Client Service Enhancement Project
Project # 5-4.01
Expenditures
Reserves
Building Division Reserve 70.0 15.0 40.0 15.0
Subdivision Engineering Reserv 75.0 17.5 40.0 17.5
Total Reserves 145.0 32.5 80.0 32.5
- 114 -
2019 2020 2021 2022 & After


Airport
Airport Sewer & Water

Upgrade 5-5.01 4,855.3 2,355.3 1,000.0 1,000.0 1,000.0 1,500.0 1,500.0
Commercial and
General Aviation Lot 5-5.02 2,025.0 225.0 225.0 225.0 225.0 225.0 225.0 225.0 1,350.0 1,350.0
Prep
Airport Road
Improvements 5-5.03 300.0 50.0 50.0 50.0 250.0 250.0
Meeting Regulatory
Change 5-5.04 250.0 100.0 50.0 50.0 50.0 100.0 100.0
Aircraft Run-up Area

5-5.05 525.0 25.0 25.0 25.0 500.0 500.0
General Aviation
Expansion 5-5.06 400.0 300.0 100.0 100.0
Total 8,355.3 2,755.3 1,350.0 1,350.0 350.0 1,000.0 2,175.0 2,175.0 225.0 225.0 1,850.0 1,850.0
- 115 -
Division: Airport - Airport
Airport Water and Sewer Servicing Upgrade In 2002, servicing was extended to the Airport to support business
growth. The water usage dictated the size of service installed and, at
Commitments Made the time, was oversized with mitigation methods applied to maintain
safe levels of water chlorination. The sewer pumps were also installed
City Council, at its meeting of March 19, 2018, authorized an based on the requirements with additional capacity for the future.
adjustment to the Airport Water and Sanitary Sewer Service Class
EA (Report USDIR18-001 dated February 26, 2018). The EA will In 2010, the Airport underwent a $28.6 million expansion which lead to
be completed and the recommendations presented to Council for an increase in the number of people on site, from 150 in 2002 to over
approval in the first half of 2019. 600 in 2018. The increase can be attributed to business expansion
and the addition of the Seneca College School of Aviation.
In 2018, consultants have been engaged to complete the
Environmental Assessment and a request for tenders will be issued to
complete the engineering for the upgrade. Several new facilities are in
the planning stage with construction proposed to take place in 2018.
The new facilities will produce a significant increase in the number of
people on site requiring a water and sewer upgrade.
- 116 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Airport - Airport
Project Description Airport Sewer & Water Upgrade
Project # 5-5.01
Expenditures
Debentures
Reserves
Waste Water Reserve Fund 1,355.3 1,105.3 250.0
Federal Gas Tax 2,116.7 866.7 1,250.0
Total Reserves 3,472.0 1,972.0 1,500.0
- 117 -
Commercial and General Aviation Lot Prep The Airport has approximately 40 acres of serviced land for
industrial/commercial use and a further 3 acres for general aviation
Commitments Made hangars. These parcels of land will be leased according to user
requirements as has been the long-standing Airport practice.
Effects on Future Operating Budgets At the time of building construction, there are specific requirements for
new tenant building lots that are the responsibility of the Airport and that
cannot be reasonably anticipated as a component of the lot
development. Such items include: isolated soil remediation costs
under the building pads, minor water and sewer extensions, hydro,
transformers, drainage adjustments or other property details.
This capital project provides a funding source to cover Airport

responsibilities associated with tenant specific requirements.
- 118 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Commercial and General Aviation Lot Prep
Project # 5-5.02
Expenditures

Capital Levy 2,025.0 225.0 225.0 225.0 900.0
225.0 225.0
- 119 -
Airport Road Improvements A portion of Airport Road leading to Airport commercial businesses
has been conveyed to the City from the County and is now an internal
Commitments Made road. The road requires modification, resurfacing and landscaping to
provide an enhanced entrance to the businesses.
Effects on Future Operating Budgets In 2019, this project has budgeted funds to produce the engineered
drawings for the rehabilitation of the new internal road to enhance the
entrance and the road leading to the businesses at the Airport .
In 2020, the requested funds will be used to complete the rehabilitation

work through issuing a request for tenders.
- 120 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Airport Road Improvements
Project # 5-5.03
Expenditures
Debentures
- 121 -
Meeting Regulatory Change New Transport Canada Aerodrome Standards and Recommended
Practices, TP312 5th Edition, was published in July 2015. Transport
Commitments Made Canada has had a phased in approach of the new regulations.
In 2018, Airport staff continued to work with Transport Canada to

Effects on Future Operating Budgets reduce the decision height for the instrument approaches. The
instrument approaches are used for pilots to locate the runway in poor
weather conditions. The lower the decision height the more likely an
aircraft is able to land in poor weather conditions. Upon Transport
Canada approval of the level of service improvement for the instrument
approaches, changes to airside elements will be required, due to the
new regulations.
Changes required to meet TP312 5th Edition include, extension of the

safety area around the runway, paint markings, runway/taxiway edge
light colours and other airside changes as applicable. Some additional
signage, lighting and design of instrument procedures will also be
required. This project will include the removal of Runway 27
displacement.
- 122 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Meeting Regulatory Change
Project # 5-5.04
Expenditures
Capital Levy 250.0 100.0 50.0 100.0
- 123 -
Aircraft Run-up Area Aircraft require a location to complete high powered run-ups that will
not conflict with runway use and Airport infrastructure. There are
Commitments Made specific requirements for aircraft including facing into the wind and
safety of Airport operations. The larger jet aircraft produce a significant
jet blast that can be quite damaging. This project is to review existing
Effects on Future Operating Budgets infrastructure to identify areas for safe run-ups and to identify the
long-term plan for a permanent run-up area.
A consultant will be engaged to complete this study in consultation with

Airport staff.
- 124 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Aircraft Run-up Area
Project # 5-5.05
Expenditures

Capital Levy 525.0 25.0 500.0
- 125 -
General Aviation Expansion Development of the General Aviation Area commenced in 2007 with lot
preparation, Taxiway Charlie and Apron III installation as part of the
Commitments Made Major Airport Expansion Project in 2010. This area, containing
approximately 30 hangars, has reached capacity with the exception of
City Council, at its meeting of February 20, 2018 in considering two small lots.
Report PLAIR18-002, approved the updated Airport Master Plan.
In response to market demand, an extension of the General Aviation
Effects on Future Operating Budgets Area commenced in 2017 on the east side of Apron III opening up
three new lots for aircraft hangars which included drainage, internal
New development at the Airport will generate new land lease road construction, services installation, fencing and lot fill. This project
revenues. The addition of new infrastructure will require an is being completed in phases with Phase 1 completed in 2017. Phase
adjustment to the Operations contract for summer and winter 2 is to start in 2020.
property maintenance.
This capital project will fund lot preparation for four lots, an access
road, parking lots, installation of servicing, hydro installation and
fencing.
- 126 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description General Aviation Expansion
Project # 5-5.06
Expenditures
Debentures
Deb Rev-Tax Supported 250.0 150.0 100.0
Total Debenture Financing 250.0 150.0 100.0
- 127 -
2019 2020 2021 2022 & After


Airport
Obstacle Limitation
Surface Tree Cutting 5-5.07 803.9 253.9 150.0 150.0 150.0 100.0 100.0 100.0 100.0 200.0 200.0
Federal Zoning Process

5-5.08 600.0 400.0 200.0 200.0
Total 1,403.9 653.9 150.0 150.0 150.0 300.0 300.0 100.0 100.0 200.0 200.0
- 128 -
Obstacle Limitation Surface Tree Cutting The Airport is required through Transport Canada regulations to
maintain the Obstacle Limitation Surface (OLS) which is an obstacle
Commitments Made free area around the runways for safety of aircraft arriving and
departing.
Effects on Future Operating Budgets There are properties with numerous trees nearing the protected
surface which will require extensive tree cutting. These trees are
located on City owned land on the south side of the Airport, and on
properties covered by obstacle protection easements and agreements
surrounding the runways.
This project will require tree removal, by a vendor of record, to provide

the tree cutting and removal service on the required properties in order
to maintain the OLS.
- 129 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Obstacle Limitation Surface Tree Cutting
Project # 5-5.07
Expenditures
Net Requirements 803.9 253.9 150.0 100.0 100.0 100.0 100.0

Capital Levy 803.9 253.9 150.0 100.0 100.0
100.0 100.0
- 130 -
Federal Zoning Process The Peterborough Airport Zoning Regulations are federal zoning
controls developed to protect the area surrounding the Airport from
Commitments Made obstacles and specific land uses that could conflict with aviation safety.
When federal regulations are compromised, airport certification could
be at risk. Federal zoning supersedes all local zoning by-laws and
Effects on Future Operating Budgets controls activities on private properties.
The 2013 Amended Federal Zoning capital budget of $200,000 Zoning regulations are in place for the pre-expanded Airport.
was transferred to the Seneca College Airside Improvements Amended zoning is required to protect the extended runway.
Capital Project budget, pursuant to Council Approval of Report
PLPD13-037. The request to replenish this fund will be deferred to This project will take multiple years to complete and is conducted
the 2020 Capital Budget. under the direction of Transport Canada. It is also a public process and
concludes with the federal zoning regulations being applied to the legal
description of all affected properties. The federal zoning obligates land
owners, within the affected area, to respect the obstacle limitation
surface and not introduce land uses which may be deemed to
compromise the safe operation of the Airport, thereby relieving the
Airport of the cost to protect air safety on lands which are not owned by
the Airport.
In order to expedite the process, fees will be required by Transport

Canada and to engage the services of an aviation consultant and legal
expenses.
- 131 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Federal Zoning Process
Project # 5-5.08
Expenditures
Reserves
Reserves & Reserve Funds 200.0 200.0
Capital Levy Reserve
Capital Levy 400.0 200.0 200.0
- 132 -
2019 2020 2021 2022 & After


Flood Reduction Master Plan Projects
Curtis Creek Watershed

Improvements 5-6.01 28,560.0 1,730.0 1,730.0 1,730.0 26,830.0 26,830.0
Bethune St Diversion
City Funded 5-6.02 12,235.8 2,215.8 1,370.0 1,370.0 1,370.0 1,900.0 1,900.0 1,980.0 1,980.0 4,770.0 4,770.0
Bethune Street Diversion

Shared Funding 5-6.03 29,069.2 26,011.5 902.7 902.7 300.9 601.8 840.0 840.0 740.0 740.0 575.0 575.0
Charlotte St Upgrades -
SE Jackson 100 yr pipe 5-6.04 900.0 900.0 900.0
North-East Jackson
Watershed 5-6.05 12,060.0 400.0 700.0 700.0 1,900.0 1,900.0 9,060.0 9,060.0
Improvements
IIMP-Infrastructure
Information 5-6.06 250.0 50.0 25.0 25.0 175.0 175.0
Management
South-East Jackson
Watershed Upgrades 5-6.07 76,700.0 76,700.0 76,700.0
Byersville Watershed
Improvements 5-6.08 40,820.0 40,820.0 40,820.0
Brookdale Watershed
Improvements 5-6.09 32,025.0 975.0 31,050.0 31,050.0
Meade Watershed
Improvements 5-6.10 9,390.0 9,390.0 9,390.0
Riverview Watershed
Improvements 5-6.11 9,260.0 9,260.0 9,260.0
Thompson Watershed
Improvements 5-6.12 4,380.0 4,380.0 4,380.0
Byersville - Clonsilla
Parkway Storm Basin 5-6.13 3,000.0 3,000.0 3,000.0
- 133 -
2019 2020 2021 2022 & After

South-West Jackson
Watershed 5-6.14 490.0 490.0 490.0
Improvements
North-West Jackson
Watershed 5-6.15 90.0 90.0 90.0
Improvements
Total 259,230.0 29,652.3 4,002.7 4,002.7 300.9 1,370.0 2,331.8 4,340.0 4,340.0 4,645.0 4,645.0 216,590.0 216,590.0
- 134 -
Division: Engineering - Flood Reduction Master Plan Projects
Curtis Creek Watershed Improvements The following projects have been approved for grant funding where the
City also provided a City share:
Commitments Made Curtis-Roger Tivey Street Outlet Improvements, Curtis-Armour Road
Culvert, Curtis-Caddy Street Culvert, Curtis-Euclid Avenue Culvert
The Curtis Creek Flood Reduction Master Plan was approved by Replacement
Council on February 8, 2010, through Report USEC10-001.
The final stage of construction to bring all above referenced projects
Report USEC14-006 entitled “Flood Reduction Watershed EA together will be channel rehabilitation between each of the above sites.
Capital Projects Update” adopted by Council on April 7, 2014, This project will see in water work proceed to increase the capacity of
prioritized the watershed capital projects. the channel. Grant funding is yet again available provided the City can
support the requested funding.
The City has been successful in receiving provincial and federal
funding for projects associated to this watershed. The proposed The following Curtis Creek strategic projects will be completed
2019 funding will be the final grant request to complete a series of subsequent to those listed above:
dependent projects in the watershed. Storm Sewer Upgrade Parkhill Road; Storm Sewer Upgrade along
Dufferin Steet and Rogers Street; Storm Sewer Upgrade along Armour
Effects on Future Operating Budgets Road; Storm Sewer Upgrade along Hunter Street; Storm Sewer
Upgrade along Sophia Street and Mark Street;
An increase in future operating budgets, due to increased Storm Sewer Upgrade along Ashburnham Drive (pond).
infrastructure quantity, is anticipated.
- 135 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Flood Reduction Master Plan Projects
Project Description Curtis Creek Watershed Improvements
Project # 5-6.01
Expenditures
Contractual Services 28,560.0 1,730.0 900.0 2,000.0 5,920.0 18,010.0
Net Requirements 28,560.0 1,730.0 900.0 2,000.0 5,920.0 18,010.0

Reserves
FRMP Reserve Capital Levy 28,560.0 1,730.0 900.0 2,000.0 5,920.0 18,010.0
Total Reserves 28,560.0 1,730.0 2,000.0 5,920.0 18,010.0
900.0
- 136 -
Bethune Street Diversion - City Funded This project is the City portion of the overall project. The total project is
approximately $25 million and funding is shared 1/3 between the
Commitments Made federal Government, the provincial government and the City. Works
ineligible for the shared funding such as overhead, land acquisition,
Council, at its meeting of September 8, 2015 in considering Report enhanced pedestrian/cycle facilities, etc., are covered under this
CPFS15-044, authorized the signing of the Small Communities project.
Fund contribution agreement for the receipt of grant funding from
the federal and provincial governments and the combining of the The project improves the road condition along an arterial street and
Jackson Creek Flow Diversion, Bethune Street - Dalhousie Street recognizes that the CNR removed its tracks from the street in 1990
to Dublin Street and Bethune Trunk Sewer individual projects into and that a formal rehabilitation is required. The 11 metre width
one project renamed the Bethune Street Project. provides for two traffic lanes and one parking lane. A bike lane
requirement is noted in the 2011 Transportation Master Plan.
Council, through various Reports (USEC15-022, PLPL18-010,
IPSEC18-024) have awarded the Design and Contract Admin to In conjunction with the roadworks, the existing Bethune Street sanitary
AECOM and have extended the construction phases to include the trunk sewer identified in the Area Specific DC Bylaw, will be upgraded
Charlotte Street East Project and the Downtown Gateway Project at and Jackson Creek Diversion flood reduction measures, approved by
Park Street and Charlotte Street. Council in 2014, will be undertaken. The Central Area Master Plan also
calls for a walking/cycling network connecting the Trans Canada Trail
Effects on Future Operating Budgets with Crawford Trail.
Increased infrastructure will increase maintenance costs. In This project is identified in the Citywide DC By-law as a road project.
particular this project may result in a long bridge structure under the Future years' funding requests will be required for potential cleanup of
definition of a bridge. It will require biennial inspections in keeping the old rail bed. Due to the magnitude of the project, it is expected that
with our OSIM Bridge Inspection Program. construction will occur over multiple years.
- 137 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Bethune St Diversion City Funded
Project # 5-6.02
Expenditures
Contractual Services 12,235.8 2,215.8 1,370.0 1,900.0 1,980.0 1,500.0 1,660.0 1,610.0
Direct Revenue
Recoveries
Net Requirements 12,235.8 2,215.8 1,370.0 1,900.0 1,980.0 1,500.0 1,660.0 1,610.0
Debentures
DCRF Carnegie East
DCRF Carnegie West
DCRF Chemong East
DCRF Chemong West
Total Debenture Financing 1,370.0 1,370.0
Development Charges
Reserves
FRMP Reserve Capital Levy 1,713.3 1,713.3
Capital Levy 8,650.0 1,900.0 1,660.0 1,610.0

1,980.0 1,500.0
- 138 -
Bethune Street Diversion Shared Funding This project is the shared portion of the overall project. The total project
is approximately $29.1 million with cost shared one-third between each
Commitments Made of the federal, provincial and municipal governments. The combined
federal and provincial funding is provided up to a maximum of $15.9
The Jackson Creek Flood Reduction Master Plan was approved by million. The remaining $14 million is the City's cost. Works eligible for
Council on April 12, 2010 through Report USEC10-007. Report the shared funding such as piped infrastructure, roads, etc are covered
USEC10-009 entitled “Flood Reduction Master Plan Progress under this project.
Report and Watershed EA Capital Projects” adopted by Council on
June 14, 2010 prioritized the watershed capital projects. The The project improves the road condition along an arterial street and
Jackson Creek Flow Diversion project is number two on this list. recognizes that the CNR removed its tracks from the street in 1990
and that a formal rehabilitation is required. The 11 metre width
The City has received provincial and federal funding for the project. provides for two traffic lanes and one parking lane. A bike lane
2019 Funding requests are eligible costs per the Funding requirement is noted in the 2011 Transportation Master Plan.
Agreement.
In conjunction with the roadworks, the existing Bethune Street sanitary
Council, through various Reports (USEC15-022, PLPL18-010, trunk sewer identified in the Area Specific DC Bylaw, will be upgraded
IPSEC18-024) have awarded the Design and Contract Admin to and Jackson Creek Diversion flood reduction measures, approved by
AECOM and have extended the construction phases to include the Council in 2014, will be undertaken. The Central Area Master Plan also
Charlotte Street East Project and the Downtown Gateway Project at calls for a walking/cycling network connecting the Trans Canada Trail
Park Street and Charlotte Street. with Crawford Trail.
Effects on Future Operating Budgets This project is identified in the Citywide DC By-law as a road project.
Future years' funding requests will be required for potential cleanup of
An increase in future operating budgets, due to increased the old rail bed. Due to the magnitude of the project, it is expected that
infrastructure quantity, is anticipated. construction will occur over multiple years.
- 139 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Bethune Street Diversion Shared Funding
Project # 5-6.03
Expenditures
Contractual Services 29,069.2 26,011.5 902.7 840.0 740.0 190.0 190.0 195.0
Direct Revenue
Revenue-Ontario Grant 7,970.2 7,970.2
Revenue-Canada Grant 7,970.2 7,970.2
Recoveries
Net Requirements 13,128.9 10,071.2 902.7 840.0 740.0 190.0 190.0 195.0
Debentures
Deb Revenue - Development Chgs 887.0 887.0
DCRF Carnegie East 171.2 171.2
DCRF Carnegie West 124.0 124.0
DCRF Chemong East 196.8 196.8
DCRF Chemong West 308.0 308.0
DCRF Engineering Rds & Relate
Development Charges
DCRF Affordable Housing
DCRF Carnegie East 240.3 240.3
DCRF Engineering Rds & Relate 1,019.5 - 140 -
300.9 280.0 246.8 63.4 63.4 65.0
Total Development Charges 2,019.5 1,000.0 300.9 280.0 63.4 65.0
246.8 63.4
Reserves
FRMP Reserve Sew Sur 300.0 300.0
Waste Water Reserve Fund 1,020.0 301.8 280.0 246.6 63.3 63.3 65.0
FRMP Reserve Capital Levy 7,602.4 6,884.2 280.0 246.6 63.3 63.3 65.0
Federal Gas Tax
Total Reserves 8,922.4 6,884.2 601.8 560.0 126.6 130.0
493.2 126.6
- 141 -
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Charlotte Street Upgrades - SE Jackson 100 year pipe This project upgrade will include the Charlotte Street sewer from
Downie Street to Jackson Creek to 100 year capacity.
Commitments Made
This project follows the completion of the Jackson Creek diversion
The Jackson Creek Flood Reduction Master Plan was approved by project. The upgraded pipes, in the oldest section of the city, is the
Council on April 12, 2010, through Report USEC10-007. best alternative given the relatively flat topography of this area.
Report USEC14-006 entitled “Flood Reduction Watershed EA

Capital Projects Update” adopted by Council on April 7, 2014,
prioritized the watershed capital projects.
An increase in future operating budgets, due to increased sewer

size and quantity, is anticipated.
- 142 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Charlotte St Upgrades - SE Jackson 100 yr pipe
Project # 5-6.04
Expenditures
Reserves
FRMP Reserve Capital Levy 900.0 900.0
- 143 -
North-East Jackson Watershed Improvements The immediate needs for this project will be the Simcoe Street 100
year pipe from the Otonabee River to George Street. The following
Commitments Made needs will be completed subsequent to this;
The Jackson Creek Flood Reduction Master Plan was approved by - Construction of a relief storm sewer parallel to the existing sewer from
Council on April 12, 2010, through Report USEC10-007. Hilliard Street along Phillip Street, McClennan Street, Gilbert Street,
Elizabeth Avenue and Nicholls Street; and
Capital Projects Update” adopted by Council on April 7, 2014, - Up sizing the existing pipe to 100 year capacity from Nicholls Street
prioritized the watershed capital projects. and Dumble Avenue and along Parkhill Road and Water Street.

- 144 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description North-East Jackson Watershed Improvements
Project # 5-6.05
Expenditures
Contractual Services 12,060.0 400.0 700.0 1,900.0 1,900.0 1,900.0 2,900.0 2,360.0
Net Requirements 12,060.0 400.0 700.0 1,900.0 1,900.0 1,900.0 2,900.0 2,360.0
Reserves
FRMP Reserve Capital Levy 12,060.0 400.0 700.0 1,900.0 1,900.0 1,900.0 2,900.0 2,360.0
Total Reserves 12,060.0 400.0 700.0 1,900.0 2,900.0 2,360.0
1,900.0 1,900.0
- 145 -
IIMP-Infrastructure Information Management Program Engineering Management Information and Systems (EMIS), including
hardware, software, licenses, training and maintenance, will provide a
Commitments Made system for evaluating critical engineering issues, project prioritization,
and management of the project.
Software has been purchased for Engineering and Public Works to
facilitate effective data management. To support the large amounts of information compiled, EMIS will
include the following activities:
Effects on Future Operating Budgets • Engineering Information Management Gap Analysis
• System Architecture
Software and Peterborough Technology Services direct FRMP • Data modeling
related labour costs are included in this item. • Data warehousing
• GIS
- 146 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description IIMP-Infrastructure Information Management
Project # 5-6.06
Expenditures
Direct Revenue
Recoveries

Development Charges
Reserves
FRMP Reserve Sew Sur 125.0 25.0 12.5 12.5 12.5 62.5
FRMP Reserve Capital Levy 125.0 25.0 12.5 12.5 12.5 62.5
Federal Gas Tax
Total Reserves 250.0 50.0 25.0 125.0
25.0 25.0
Capital Levy
- 147 -
South-East Jackson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Downie Street/Murray Street, 100 year pipe
The Jackson Creek Flood Reduction Master Plan was approved by - Hunter Street, 100 year pipe
Council on April 12, 2010, through Report USEC10-007. - Rink Street, 100 year pipe
- Simcoe Street, 100 year pipe

- 148 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description South-East Jackson Watershed Upgrades
Project # 5-6.07
Expenditures
Contractual Services 76,700.0 76,700.0
Net Requirements 76,700.0 76,700.0

Reserves
- 149 -
Byersville Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Cedargrove SWMP
The Byersville Creek Flood Reduction Master Plan was approved - Golfview Drive Inlet
by Council on September 13, 2010, through Report USEC10-023. - Twin Clonsilla Avenue East Branch

An increase in future operating budgets, due to increased

- 150 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Byersville Watershed Improvements
Project # 5-6.08
Expenditures

Reserves
- 151 -
Brookdale Watershed Improvements The prior approved is required for the completion of works to
Brookdale Channel upstream of McDonnel Street.
Commitments Made
The following projects are planned in the later stages of the ten year
The Jackson Creek Flood Reduction Master Plan was approved by capital forecast:
Council on April 12, 2010, through Report USEC10-007. Barnardo Avenue, 100 year pipe; Bellevue Street; Bennet Street, 100
year pipe; Brookdale Crescent / Chesterfield Avenue; Chemong Road
Report USEC14-006 entitled “Flood Reduction Watershed EA / Old Towerhill Road; Chemong Road / Towerhill Road; Chemong Road
Capital Projects Update” adopted by Council on April 7, 2014, West; Donegal Street / Wolsley Street; Gilchrist Street; Greenlawn
prioritized the watershed capital projects. Avenue; Highland Road, regrade private property; Park Street / Dublin
Street, sewer upgrade; Parkhill Road, 100 year pipe; Stormont Street
Council, at its meeting of June 6, 2017 in considering Report / Glengarry Avenue; Sunset Boulevard, regrading
USEC17-015, committed sufficient funds for the completion of the
Brookdale Channel outlet along McDonnel Street and Donegal
Street.
An increase in future operating budgets due to increased

infrastructure quantity.
- 152 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Brookdale Watershed Improvements
Project # 5-6.09
Expenditures
Contractual Services 32,025.0 975.0 40.0 31,010.0
Net Requirements 32,025.0 975.0 40.0 31,010.0

Reserves
FRMP Reserve Capital Levy 32,025.0 975.0 40.0 31,010.0
Total Reserves 32,025.0 975.0 40.0 31,010.0
- 153 -
Meade Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Meade Creek Levee
The Meade Creek Flood Reduction Master Plan was approved by - Glenmead Road and Farmcrest Avenue
Council on July 5, 2010, through Report USEC10-017. - Naish Road Local Drainage
- SW Corner Farmcrest
Report USEC14-006 entitled “Flood Reduction Watershed EA - Syndenham Road, Severn Road, Rochelle Court

- 154 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Meade Watershed Improvements
Project # 5-6.10
Expenditures

Reserves
- 155 -
Riverview Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Algonquin Boulevard ROW
The Riverview Creek Flood Reduction Master Plan was approved - Carnegie Culvert at Water Street
by Council on April 14, 2009, through Report USEC09-004. - Lorraine Drive Outlet
- Subwatershed Culvert Nassau Mills
Report USEC14-006 entitled “Flood Reduction Watershed EA - Water Street Culvert Upgrade at Zoo

- 156 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Riverview Watershed Improvements
Project # 5-6.11
Expenditures

Reserves
- 157 -
Thompson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Armour Road Runoff Storage
The Thompson Creek Flood Reduction Master Plan was approved - Eldon SWM Pond
by Council on February 11, 2008, through Report USEC08-002. - Franmor Drive, Abbey Lane, Chapel Road Drainage
- Scollard Drive Drainage - Major System

- 158 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Thompson Watershed Improvements
Project # 5-6.12
Expenditures

Reserves
- 159 -
Byersville - Clonsilla Avenue Parkway Storm Basin This project makes use of an existing City-owned land parcel along the
west side of Byersville Creek between Clonsilla Avenue and
Commitments Made Lansdowne Street West. This parcel is large enough to provide for an
estimated 40,000 m3 of flow storage. From this area to the creek
The Byersville Creek Flood Reduction Master Plan was approved outlet at the Otonabee River, the topography is very flat. This large
by Council on September 13, 2010, through Report USEC10-023. storage area is the most practical solution to assist in controlling high
flows.
An increase in future operating budgets, due to an additional

stormwater management facility, is anticipated.
- 160 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Byersville - Clonsilla Parkway Storm Basin
Project # 5-6.13
Expenditures

Reserves
- 161 -
South-West Jackson Watershed Improvements The following storm system upgrade projects are planned in the later
stages of the ten year capital forecast:
Commitments Made
- Firwood Crescent
The Jackson Creek Flood Reduction Master Plan was approved by - Regrade on Parkhill Road
Council on April 12, 2010, through Report USEC10-007. - Valleyview Drive
- Ravenwood Drive

- 162 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description South-West Jackson Watershed Improvements
Project # 5-6.14
Expenditures

Reserves
- 163 -
North-West Jackson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- NW Jackson-Bonacord Street
The Jackson Creek Flood Reduction Master Plan was approved by - NW Jackson-Hemlock Street
Council on April 12, 2010, through Report USEC10-007. - NW Jackson-Parkview Drive


- 164 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description North-West Jackson Watershed Improvements
Project # 5-6.15
Expenditures

Reserves
- 165 -
2019 2020 2021 2022 & After


Flood Reduction Master Plan Projects
Sanitary Sewer
(Relining, Renew & 5-6.16 23,230.9 11,230.9 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0 7,500.0 7,500.0
Repair - B-210)
CCTV Inspection of
Pipes (A-230) 5-6.17 12,715.4 4,665.4 1,150.0 1,150.0 1,150.0 1,150.0 1,150.0 1,150.0 1,150.0 4,600.0 4,600.0
Flow & Rainfall

Monitoring 5-6.18 1,080.0 200.0 110.0 110.0 110.0 110.0 110.0 110.0 110.0 550.0 550.0
Rain Event
Miscellaneous Projects 5-6.19 100.0 50.0 50.0 50.0
C-240/210 Flood
Reduction Subsidy 5-6.20 4,763.0 4,263.0 500.0 500.0
Program
Total 41,889.3 20,409.3 2,760.0 2,760.0 2,760.0 2,810.0 2,810.0 2,760.0 2,760.0 13,150.0 13,150.0
- 166 -
Sanitary/Storm Sewer Projects (Relining, Renew and Repair - This initiative will lead to a reduction in storm and rainwater infiltration
B-210) into the sanitary sewer system. This will result in a reduction in the
unnecessary treatment of storm water at the Waste Water Treatment
Based on the findings of the various studies carried out from 2004 Plant, restore some capacity into the existing sanitary sewer system to
to present, sanitary sewers throughout the city require major work support current and future development, and reduce the frequency of
such as relining, repairing or replacement. This is a multi-year sewer backups.
program.
The program also includes the structural relining or replacement of
As well, high water table areas in the city have been identified. In pipes which extends their useful life or rehabilitates degraded pipes.
selected areas, it may be necessary to install a dedicated storm
water pipe to move foundation water and sump pump water away This program follows the recommendations of the Flood Reduction
from private properties and away from public sidewalks and roads, Master Plan as detailed under Section B-210 of that Study.
thus removing the flow from the sanitary system.
The studies that lead to these projects include:
Commitments Made • Smoke and Dye Testing
• Sanitary/Storm System Survey
There are no commitments made at this time. As CCTV • Soils and Groundwater Investigation
inspections are completed, projects are identified that are funded • Closed Circuit Television Inspection of Sanitary Sewers
from this account. Also, continued monitoring of potentially • Rainfall Data
“excessively wet” areas will lead to specific projects.
The program will also extend the useful life of both storm and sanitary
Effects on Future Operating Budgets sewers.
As more infrastructure is installed, on-going operating budgets will

increase.
- 167 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Sanitary Sewer (Relining, Renew & Repair - B-210)
Project # 5-6.16
Expenditures
Reserves
FRMP Reserve Sew Sur 21,830.9 11,230.9 1,500.0 1,300.0 1,300.0 1,300.0 1,300.0 3,900.0
FRMP Reserve Capital Levy 1,400.0 200.0 200.0 200.0 200.0 600.0
Total Reserves 23,230.9 11,230.9 1,500.0 1,500.0 1,500.0 4,500.0
1,500.0 1,500.0
- 168 -
CCTV Inspection of Pipes (A-230) Pipeline Assessment

• Develop a work program covering the phased inspection of storm
Inspect and evaluate storm and sanitary sewer infrastructure, and sanitary sewers flagged as priorities by the zoom camera
identify rehabilitation and maintenance requirements based on data inspection program
collected, and create a searchable repository for inspection and • Produce a delivery schedule based on eight predefined work areas
recommendation records. • Video inspect sewers in accordance with NASSCO inspection
standards
Commitments Made • Code inspections using PACP Defect Rating approach
• Index and review CCTV inspection videos and PACP Defect
The initial inspection was conducted as part of the ODRAP Coding files
infrastructure claim. Previously approved funds will be utilized for • Evaluate structural and service deficiencies to establish
the 2018 program. performance ratings
• Identify rehabilitation and maintenance requirements that are
Effects on Future Operating Budgets required to address deficiencies
• Prioritize follow-up requirements based on condition and strategic
The sanitary sewer system is now on a six year cycle of regular importance
inspections and storm sewers are now being completed. Problem
areas are identified during inspections. Based on these CCTV Information Management
inspections, a remedial plan to address the problem in the sanitary • Develop a data repository to hold inspection reports, and
sewer system was developed and implemented. rehabilitation and maintenance work records
• Create interface forms facilitating query and search of stored data
• Link database records to ArcGIS to facilitate spatial display of
query results
• Required input to Asset Management Plan
- 169 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description CCTV Inspection of Pipes (A-230)
Project # 5-6.17
Expenditures
Reserves
FRMP Reserve Sew Sur 9,665.0 3,115.0 1,150.0 900.0 900.0 900.0 900.0 1,800.0
FRMP Reserve Capital Levy 3,050.4 1,550.4 250.0 250.0 250.0 250.0 500.0
Total Reserves 12,715.4 4,665.4 1,150.0 1,150.0 1,150.0 2,300.0
1,150.0 1,150.0
- 170 -
Flow and Rainfall Monitoring The purpose of flow monitoring is to collect accurate, current
information on the flow characteristics of the study area, and the
Commitments Made associated rainfall intensity, total volume, rate, and duration.
Information collected will be used for various applications including
The City’s Flood Reduction Master Plan’s strategic objective. computer model calibration; development of area specific modeling
parameters relative to design values; and inflow and infiltration
Effects on Future Operating Budgets identification and quantification.
- 171 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Flow & Rainfall Monitoring
Project # 5-6.18
Expenditures
Contractual Services 1,080.0 200.0 110.0 110.0 110.0 110.0 110.0 330.0
Direct Revenue
Recoveries
Net Requirements 1,080.0 200.0 110.0 110.0 110.0 110.0 110.0 330.0
Development Charges
Reserves
FRMP Reserve Sew Sur 820.0 100.0 90.0 90.0 90.0 90.0 90.0 270.0
FRMP Reserve Capital Levy 260.0 100.0 20.0 20.0 20.0 20.0 20.0 60.0
Federal Gas Tax
Total Reserves 1,080.0 200.0 110.0 110.0 110.0 330.0
110.0 110.0
Capital Levy
- 172 -
Rain Event Miscellaneous Projects Investigations outside the watershed EAs will continue to identify other
areas that have shown a propensity to flood during moderate to heavy
Commitments Made rain events. Council may be requested to provide funds or direction to
allow implementation of solutions as they materialize.
The Flood Reduction Master Plan Progress Report and Review of
March 15, 2012 Storm Event, Report USEC12-012, on May 28, Fixes for areas such as these do not necessarily carry a high price tag
2012 was approved. in comparison to the individual watershed EAs. The City’s Purchasing
By-law would then direct the approval process based on the price
Effects on Future Operating Budgets estimate.
- 173 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Rain Event Miscellaneous Projects
Project # 5-6.19
Expenditures
Direct Revenue
Recoveries
Development Charges
Reserves
FRMP Reserve Sew Sur
FRMP Reserve Capital Levy 100.0 50.0 50.0
Federal Gas Tax
Capital Levy
- 174 -
C-240/210 Flood Reduction Subsidy Program The new proposed Flood Reduction Subsidy Program takes a more
comprehensive approach towards reducing storm Inflow and Infiltration
Commitments Made (I-I) into the sanitary sewer system. The new program will cover more
than foundation drain disconnections and sump pump installations by
USEC 15-006 endorsed by Council to provide residents with extra including all the types of inappropriate I-I source connections to the
protection against basement sewage flooding as well as reducing sanitary system. Specifically, this program will subsidize labour and
the amount of stormwater inflow into the sanitary sewer system. material costs for:
Effects on Future Operating Budgets The installation of an approved backwater valve;
With the removal of clean water entering the Sanitary System, The installation of a sump pit and pump required to disconnect
treatment cost at the WWTP will be reduced. Protecting households foundation drains; and
from flooding may also reduce the City's insurance and liability
requirements. The remediation of any inappropriate connection that allows for
discharge of stormwater (I-I) into the sanitary system.
The City will continue to identify sources of I-I. When a source is

identified, the City will complete the fix on City property and will notify
the property owner of the source on private property.The Flood
Reduction Subsidy Program will be advertised City-wide to provide
property owners an opportunity to bring a non-conforming cross
connection into compliance with the amended by-law.
- 175 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description C-240/210 Flood Reduction Subsidy Program
Project # 5-6.20
Expenditures

Reserves
FRMP Reserve Sew Sur 4,763.0 4,263.0 500.0
Total Reserves 4,763.0 4,263.0 500.0
- 176 -
2019 2020 2021 2022 & After


Geomatics/Mapping
ESRI Stabilization
5-7.01 1,146.3 702.3 250.0 250.0 250.0 99.0 99.0 95.0 95.0
Vertical / Horizontal
Control Monuments 5-7.02 720.0 60.0 75.0 75.0 75.0 50.0 50.0 535.0 535.0
Plotter
Replacement/Mapping 5-7.03 55.0 20.0 20.0 20.0 35.0 35.0
Furniture
Total 1,921.3 762.3 345.0 345.0 345.0 134.0 134.0 145.0 145.0 535.0 535.0
- 177 -
Division: Planning - Geomatics/Mapping
ESRI Stabilization Five Year Project The Open Data Project is the initiative of making more information
readily available on a public self-serve web environment.
Commitments Made
GIS Metadata & Search is a summary document providing
None. descriptions of the GIS data set such as the last time it was updated,
where the data originated from, what are the restrictions to using or
Effects on Future Operating Budgets releasing the data or how accurate is the data. This project will create
a new process for the original data capture and on-going maintenance
None. of metadata, as well as software for enterprise-level searching
metadata on all GIS datasets.
Transportation/GIS Data Flow will develop very specific transportation

mapping tools that will provide better access to information throughout
the City (Including trails, transit, roads and pedestrian network). This
portion of the project will organize and model the information so it can
be used for planning, engineering, transportation and public works.
3D Modeling – Standard Policy will develop policies/procedures

around the collection/maintenance of 3D data sets/models. This
project is research heavy and the majority of the project cost is labour
and/or contract employment.
- 178 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Planning - Geomatics/Mapping
Project Description ESRI Stabilization
Project # 5-7.01
Expenditures

Reserves
Capital Levy 963.3 519.3 250.0 99.0 95.0
- 179 -
Vertical/Horizontal Control Monuments Control monuments are placed as part of triangulation surveys,
measurement efforts that moved systematically across the City,
Commitments Made Province and Country, establishing the angles and distances between
various points. Such surveys lay the basis for map-making in Canada
None. and across the world. These permanent control monuments create a
fixed reference frame on which surveyors can base their
Effects on Future Operating Budgets measurements. This allows measurements from different surveyors,
and in different periods of time, to fit together.
None.
This project will replace destroyed monuments and add new
monuments that will tighten triangulation and account for new
development throughout City. It will clean up the 1995 vertical network
and integrate horizontal and vertical into a master network. It will
capture 3D positions for existing monument control.
- 180 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Vertical / Horizontal Control Monuments
Project # 5-7.02
Expenditures

Reserves
Control Monuments Reserve 110.0 10.0 10.0 10.0 20.0 60.0
Total Reserves 110.0 10.0 10.0 20.0 60.0
10.0
Capital Levy 610.0 50.0 75.0 45.0 90.0 310.0
40.0
- 181 -
Plotter Replacement/Mapping Furniture The constant printing of GIS data and maps is very demanding on
plotters. GIS map files are very large and require special processing
Commitments Made needs. The right hardware is required to continue to meet corporate
demands. The current plotter is five years old, purchased in 2013.
None.
The 2020 request is for furniture required to set-up a station for maps
Effects on Future Operating Budgets pick-up and customer inquiries.
None.
- 182 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Plotter Replacement/Mapping Furniture
Project # 5-7.03
Expenditures
- 183 -
2019 2020 2021 2022 & After


Geomatics/Mapping
Corporate GIS
Development Tool 5-7.04 434.2 265.0 139.2 139.2 139.2 15.0 15.0 15.0 15.0
Total 434.2 265.0 139.2 139.2 139.2 15.0 15.0 15.0 15.0
- 184 -
Corporate GIS Development Tool This project will develop a Data Management Plan creating new
processes for asset data layer creation, application review, application
Commitments Made lifecycle and collaborative workflows within the City.
None. Also, a historical GIS system will be developed that will display, store
and analyze data of past geographies and tracks changes in time. This
Effects on Future Operating Budgets can be accomplished by digitizing and georeferencing historical maps
such as fire insurance maps, historical known land uses, infrastructure
None. and industries (factories).
In addition, a Subdivision Status Process (Amanda Data) will be

created to extract subdivision lots build-out process from Amanda into
a map-able format. This would provide planning, engineering, public
works, recreation and waste management with notification of the
percentage of subdivision completeness on an automated schedule.
- 185 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Corporate GIS Development Tool
Project # 5-7.04
Expenditures

Capital Levy 434.2 265.0 139.2 15.0 15.0
- 186 -
2019 2020 2021 2022 & After


Infrastructure Planning Adm
Emerald Ash Borer

(EAB) Management Plan 5-8.01 3,800.0 1,848.9 400.0 400.0 400.0 600.0 600.0 600.0 600.0 351.1 351.1
Asset Management
Project 5-8.02 675.0 275.0 200.0 200.0 200.0 200.0
Total 4,475.0 2,123.9 400.0 400.0 400.0 800.0 800.0 800.0 800.0 351.1 351.1
- 187 -
Division: Infrastructure Planning - Infrastructure Planning Adm
Emerald Ash Borer (EAB) Management Plan The EAB Management Plan continues to evolve as the Emerald Ash
Borer progresses across the City. The latest update of the plan (April
Commitments Made 30, 2018) provided for an extended plan to 2025 (versus the previous
end of the plan in 2023) because of the slower than expected Emerald
Council, at its meeting of April 8, 2013 in considering Report Ash Borer movement. EAB is now confirmed to be widespread
USDIR13-004, directed staff to initiate the EAB Management Plan. throughout the city with perhaps only the north end at the relatively low
levels of infestation.
Council, at its meeting of April 30, 2018 in considering Report
USDIR18-005, adopted the revised Emerald Ash Borer Much progress has been made since the first plan was adopted in
Management Plan. 2013. Tree inventories have been undertaken and insect traps have
been deployed across the city. A communications/outreach program
Effects on Future Operating Budgets was initiated with increased stakeholder involvement. Using this
method, approximately 72,000 private and public Ash trees were
Staffing requirements are included in the operating budget with identified throughout the city.
recoveries from this capital budget.
Treatment of approximately 1,500 significant Ash trees continues and
the removal of dead Ash trees is now becoming more prevalent. When
the dead Ash trees are big enough, a large proportion of the wood is
reclaimed by saw-milling and offering the lumber for sale to the public.
Work continues alongside other urban forest professionals and

government agencies to review and apply the best science and
strategic management practices to limit the visual and financial impact
of EAB and preserve the benefits of the urban forest.
Not Applicable
- 188 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Infrastructure Planning - Infrastructure Planning Adm
Project Description Emerald Ash Borer (EAB) Management Plan
Project # 5-8.01
Expenditures
Development Charges
New Subdivision Tree Reserve 23.4 23.4
Reserves
New Subdivision Tree Reserve 0.0 0.0
Capital Levy 3,590.9 1,639.8 400.0 600.0 100.0 100.0

600.0 151.1
- 189 -
Division: Infrastructure Planning - Infrastructure Planning Adm
Asset Management Project The project involves the implementation of a program and systems to
assist asset stewards in managing City assets. This program and
Commitments Made system will assist in capital budget preparation and weighing priorities
and determining when capital assets should be replaced versus
On March 14, 2016, Council approved Report USEC 16-007 maintained.
adopting the City's Asset Management Maturity Assessment and
Roadmap. The Province’s Ten-Year Infrastructure Plan makes it clear that
municipalities will be required to develop and file an asset
Effects on Future Operating Budgets management plan to support future funding applications.
Proceeding with a full Asset Management regimen will result in Pre-approved budget funds have been transferred to the City's new
ongoing costs to develop and maintain the Asset Management financial system and as such funding for asset management
System. associated systems and consultants is no longer available. The new
funding request will provide financial resources for software associated
to the Asset Management planning technology needs and potential
consulting fees to develop frameworks such as; stakeholder review
and engagement, levels of service, project management, and
communications. Forecasted budget requests will focus on
communication plans for Asset Management and organizational
alignments of capital projects.
- 190 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Infrastructure Planning - Infrastructure Planning Adm
Project Description Asset Management Project
Project # 5-8.02
Expenditures

Reserves
Waste Water Reserve Fund 334.5 109.5 125.0 100.0
Total Reserves 434.5 209.5 125.0 100.0
Capital Levy 240.5 65.5 75.0 100.0
- 191 -
2019 2020 2021 2022 & After


Arterial Streets
Parkhill Road West -

Wallis Drive to West City 5-9.01 25,307.0 14,807.0 5,500.0 5,500.0 2,880.0 2,620.0 5,000.0 5,000.0
Limit
Chemong - Parkhill to
PWay ROW 5-9.02 30,790.0 6,540.0 1,000.0 1,000.0 1,000.0 2,000.0 2,000.0 6,625.0 6,625.0 14,625.0 14,625.0
Water St North
Urbanization - Nassau 5-9.03 6,900.0 500.0 1,000.0 220.0 780.0 780.0 2,900.0 2,900.0 2,500.0 2,500.0
Mills Rd to Woodland Dr
Chemong Rd North
Urbanization - Millroy to 5-9.04 3,550.0 2,750.0 800.0 400.0 400.0 200.0 200.0
North City Limit
Lansdowne West -
Spillsbury to Clonsilla 5-9.05 6,200.0 200.0 600.0 600.0 600.0 5,400.0 5,400.0
Sherbrooke
St-Glenforest to W 5-9.06 17,250.0 2,750.0 500.0 500.0 500.0 1,000.0 1,000.0 6,500.0 6,500.0 6,500.0 6,500.0
Television Road Signals

- Burnham Meadows 5-9.07 550.0 70.0 35.0 35.0 35.0 480.0 390.0
Lansdowne St
Rehabilitation - Park St 5-9.08 6,150.0 350.0 3,000.0 3,000.0 2,800.0 2,800.0
to Otonabee River
Television Rd -
Lansdowne to Parkhill 5-9.09 31,400.0 400.0 750.0 750.0 30,250.0 30,250.0
Rd
Carnegie Planning Area
N/S Arterial 5-9.10 2,400.0 2,400.0 800.0
Armour Rd- Nassau

Mills Road South to 5-9.11 16,650.0 900.0 750.0 750.0 15,000.0 12,500.0
Rotary Trail
Parkway Corridor
Extension - Clonsilla 5-9.12 77,071.0 3,839.0 73,232.0 73,232.0
Avenue to Water Street
- 192 -
2019 2020 2021 2022 & After

River Road - Hwy7/115
to Lansdowne Street 5-9.13 17,060.0 60.0 17,000.0 17,000.0
Brealey - Lansdowne to
Sherbrooke Street 5-9.14 12,800.0 800.0 12,000.0 12,000.0
Brealey - Sherbrooke to
Parkhill 5-9.15 10,620.0 10,620.0 10,620.0
University Rd - Upgrade
Arterial 5-9.16 8,600.0 8,600.0 3,612.0
Maria St - Walker Ave to

Television Rd 5-9.17 6,500.0 6,500.0 6,500.0
Pioneer Road Upgrades

CleanTech to Cty Rd 4 5-9.18 6,000.0 6,000.0 6,000.0
Ashburnham -
McFarlane to Parkhill 5-9.19 6,000.0 6,000.0 4,000.0
Carnegie Planning Area

- E/W Arterial 5-9.20 6,000.0 6,000.0 2,000.0
Total 297,798.0 33,896.0 9,470.0 655.0 8,815.0 35.0 200.0 5,760.0 2,820.0 20,530.0 20,440.0 21,575.0 19,975.0 212,327.0 198,839.0
- 193 -
Division: Engineering - Arterial Streets
Parkhill Road West - Wallis Drive to West City Limit Major reconstruction and urbanization of Parkhill Road is required to
improve the safe operation of this road, provide better storm drainage
Commitments Made control, and to service new development within the Jackson Planning
Area. This project will involve pavement, curb and gutter, sidewalk(s),
City Council, at its meeting of December 12, 2011, directed staff to bike lanes, storm and sanitary sewers, turning lanes and signalization.
finalize the Parkhill Road West Class Environmental Study Report The vertical alignment of the road will be improved and an urban cross
and to post the Environmental Study Report for public review for the section will be constructed.
mandatory 30-day public review period. Approval of the
Environmental Study Report was achieved May 30, 2012. A Schedule ‘C’ Class Environmental Assessment, including an
Environmental Study Report is complete with the preferred alternative
Effects on Future Operating Budgets endorsed by Council. The major road works will be designed, tendered
and constructed in one phase, although construction will span multiple
Increased infrastructure will increase maintenance costs. years. Construction commenced in 2015 with works at the Parkhill
Road West and Wallis Drive intersection, the installation of a large
storm outlet through the Parkhill Sanitary Pumping Station property and
the urban road cross section between from Wallis Drive and
Ravenwood Drive. The entire project is expected to span multiple
construction seasons with a potential completion year of 2020.
This project is to be partially funded through the Development Charges

(City Wide Uniform Charge).
- 194 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Arterial Streets
Project Description Parkhill Road West - Wallis Drive to West City Limit
Project # 5-9.01
Expenditures
Direct Revenue
Casino Gaming Reserve
Debentures
Deb Rev-Tax Supported 4,930.5 2,300.5 130.0 2,500.0
DCRF Engineering Rds & Relate 10,189.5 4,939.5 2,750.0 2,500.0
Development Charges
DCRF Engineering Rds & Relate 2,500.0 2,500.0
Reserves
Waste Water Reserve Fund 2,312.5 2,312.5
Federal Gas Tax 4,423.5 1,803.5 2,620.0
Total Reserves 7,687.0 5,067.0 2,620.0
- 195 -
Chemong Road - Parkhill Road West to Parkway R.O.W. Major reconstruction to widen this road to five lanes of traffic , by the
introduction of a centre turn lane, was identified in the Transportation
Commitments Made Master Plan. This work is necessitated by an increase in traffic
volumes and commercial properties.
The environmental assessment and design work was approved as
part of the previous capital budget. The Municipal Class EA has been approved. Property acquisition and
utility relocation funding will be ongoing as the project proceeds.
The Schedule ‘C’ Class Environmental Assessment for this project
was completed in 2014. The project cost will be more accurately defined during completion of
the detailed design. It is also anticipated that flood reduction measures
Effects on Future Operating Budgets will be required, as well as sanitary sewer upgrades, to address the
bottleneck issue within the existing system. Integration with the planned
Increased infrastructure will increase maintenance costs. Parkway project will also guide the design of this project. The
development and influence of the Parkway project has caused the
Chemong Road reconstruction to be deferred from its original
schedule.
This project is to be partially funded through Development Charges

(City Wide Uniform Charge and Area Specific).
- 196 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Chemong - Parkhill to PWay ROW
Project # 5-9.02
Expenditures
Net Requirements 30,790.0 6,540.0 1,000.0 2,000.0 6,625.0 6,625.0 8,000.0

Debentures
Deb Rev-Tax Supported 17,186.7 535.0 1,600.0 3,351.7 5,300.0 6,400.0
DCRF Engineering Rds & Relate 6,787.9 1,500.0 1,000.0 400.0 962.9 1,325.0 1,600.0
Total Debenture Financing 24,332.9 2,035.0 1,000.0 2,000.0 8,000.0
4,672.9 6,625.0
Development Charges
Total Development Charges 3,340.7 3,169.0 171.7
Reserves
Federal Gas Tax 1,372.1 872.1 500.0
Total Reserves 3,116.4 1,336.0 1,780.4
- 197 -
Water Street North Urbanization - Nassau Mills Road to Woodland The widening of Water Street appeared in the City's 2002
Drive Transportation Master Plan (TMP) and 2009 Development Charge
By-law. The most recent 2011 TMP has removed any need for the
Commitments Made widening of this section of road. In support of the new development in
the City's north end and the University, the urbanization will provide the
The City has collected a nominal amount of funding from previous level of service required by the area development. This project would
area developments to construct the signals at the intersection of involve pavement, curb and gutter, sidewalk(s), storm sewers, and
Woodland Drive and Water Street. Recent developers have also potential for bike lanes, and turning lanes. This project is to improve the
indicated some interest in the project and may be involved in the road condition and level of service along the north/south arterial street
project funding to fully fund the works required to support the to an urban cross section.
developments.
This project will follow the completion of the EA for the north end in
Effects on Future Operating Budgets support of development that is ongoing with the Nassau Mills Bridges
and realignment of Armour Road project.
Increased new infrastructure will increase overall maintenance
costs. In advance of the EA completion and to support development at the
intersection of Woodland/Water, intersection improvements via the
pre-approved Schedule A municipal Class EA will be constructed by
the Developer as external works. The additional funds required for the
intersection improvement over and above the pre-approved funds are
being requested in the 2019 allocation.
Although growth related, this project is not currently funded through the
Development Charges Reserve and will be included in the next City
Wide Development Charge Study (2019).
- 198 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Water St North Urbanization - Nassau Mills Rd to

Woodland Dr
Project # 5-9.03
Expenditures
Direct Revenue
Recoveries
Developer Contributions 1 220.0 220.0
Debentures
Deb Rev-Tax Supported 3,340.0 250.0 390.0 1,450.0 1,250.0
DCRF Engineering Rds & Relate 3,340.0 250.0 390.0 1,450.0 1,250.0
Total Debenture Financing 6,680.0 500.0 780.0 2,900.0 2,500.0
Development Charges
Reserves
Total Reserves
Capital Levy
- 199 -
Chemong Road North Urbanization - Millroy Avenue to North City The urbanization of Chemong Road appears in the City's Development
Limit Charge By-law and is in support of the new development in the City's
north end. This project will involve pavement, curb and gutter,
Commitments Made sidewalk(s), storm sewers, and potential for bike lanes, and turning
lanes. This project is to improve the road condition and level of service
In 2017, staff worked with the developer on a servicing agreement along the north/south arterial street to an urban cross section.
for the works external to the subdivision. The 2018 funding request
was required for the developer to continue moving forward in an This project is to be partially funded through the Development Charges
effort to complete the conditions of the subdivision. Reserve.

costs.
- 200 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Chemong Rd North Urbanization - Millroy to North City

Limit
Project # 5-9.04
Expenditures
Direct Revenue
Developer Contributions 1 1,650.0 1,250.0 400.0
Total Direct Revenue 1,650.0 1,250.0 400.0
Debentures
DCRF City Wide 500.0 500.0
Development Charges
DCRF Engineering Rds & Relate 450.0 250.0 200.0
Reserves
Federal Gas Tax 950.0 750.0 200.0
Capital Levy
- 201 -
Lansdowne Street West – Spillsbury Drive to Clonsilla Avenue This project will include the construction of a centre turn lane,
improvements to the Spillsbury Drive/Kawartha Heights
Commitments Made Boulevard/Lansdowne Street West intersection as well as the
elimination of the channelized southbound right-turn at Clonsilla
The Class EA for Operational Improvements to Lansdowne Street Avenue/Lansdowne Street West.
West between Clonsilla Avenue and Spillsbury Drive/Kawartha
Heights Boulevard has concluded construction of a centre turn lane, Detailed design is ongoing as phase one and has prior budget
removal of the channelized southbound right-turn at Clonsilla approval. Future funding will be allocated to utility relocation and
Avenue/Lansdowne Street West, as well as capacity improvements property acquisition to proceed as phase two and construction to
to the Spillsbury Drive/Kawartha Heights Boulevard/Lansdowne follow as phase three of the project.
Street West intersection is the recommended solution.
Through deliberation of the 2017 Draft Budget in November 2016,

Council pre-committed $700,000 for the 2018 budget year,
however, due to overall Corporate Capital Budget requirements,
the pre-committed $700,000 has been reduced to $200,000 which
was sufficient to allow the detailed design to commence in 2018 as
originally planned.
Increased infrastructure will increase maintenance costs.
- 202 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Lansdowne West - Spillsbury to Clonsilla
Project # 5-9.05
Expenditures
Debentures
- 203 -
Sherbrooke Street - Glenforest Boulevard to West City Limit This project will involve asphalt pavement, concrete curb and gutter,
sidewalk(s), bike lanes, storm and sanitary sewers, turning lanes and
Commitments Made signalization. The project is to improve the road condition along the
east/west arterial street to an urban cross section.
Council, at its meeting of October 1, 2012, directed staff to finalize
the Class Environmental Assessment to Reconstruct/Widen This project also includes the sanitary sewer and urbanization of
Sherbrooke Street. The Environmental Study was posted in 2014. Hywood Road.
Effects on Future Operating Budgets The project costs will be more accurately defined upon completion of
detailed design.
Funds were requested in 2014 for the detailed design. Funding
required in 2017/2019 is planned for the required property
acquisitions. Utility relocation and construction are scheduled for
2020/2021/2022 after the completion of the Parkhill Road West
reconstruction project to avoid coinciding road closures.
This project is to be partially funded through Development Charges

(City Wide Uniform Charge) and wastewater reserve.
- 204 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Sherbrooke St-Glenforest to W
Project # 5-9.06
Expenditures
Contractual Services 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0
Net Requirements 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0

Debentures
Deb Rev-Tax Supported 4,666.5 333.3 2,166.6 2,166.6
DCRF Engineering Rds & Relate 7,251.5 2,085.0 500.0 333.3 2,166.6 2,166.6
Total Debenture Financing 11,918.1 2,085.0 500.0 666.7 4,333.2 4,333.2
Development Charges
DCRF Engineering Rds & Relate 200.0 200.0
Reserves
Waste Water Reserve Fund 4,666.9 333.3 2,166.8 2,166.8
Total Reserves 5,131.9 465.0 333.3 2,166.8 2,166.8
- 205 -
Television Road Signals - Burnham Meadows Through the development of the subdivision external to the City limits
on Television Road, the City collected a portion of the required funding
Commitments Made from the Developer of the Burnham Meadows Subdivision for the
installation of signals. Internal development triggers were identified and
are approaching the construction of the signals. The signal installation
Effects on Future Operating Budgets will also support growth and development of the Liftlock Secondary
Planning area and the City can potentially recover a portion of costs
associated to the signal as a local service to the development.
- 206 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Television Road Signals - Burnham Meadows
Project # 5-9.07
Expenditures
Direct Revenue
Developer Contributions 1 125.0 35.0 90.0
Debentures
- 207 -
Lansdowne Street Rehabilitation - Park Street to Otonabee River Due to the age and deteriorating condition of the storm sewers,
replacement is proposed. The system in this area dates back to the
Commitments Made 1940s and is approaching its expected life. Due to its condition, it is
proposed to be replaced.
Effects on Future Operating Budgets The project will also address replacing some of the sanitary sewers
and pavement structure, as well as the need for some flood mitigation
Completion of this work should sightly reduce the future operating works.
costs with respect to storm sewer repairs and pothole repairs.
Detailed design is scheduled for phase one with utility relocation and
property acquisition to proceed in phase two and construction to follow
as phase three of the project.
- 208 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Lansdowne St Rehabilitation - Park St to Otonabee

River
Project # 5-9.08
Expenditures
Contractual Services 6,150.0 350.0 3,000.0 2,800.0
Direct Revenue
Recoveries
Net Requirements 6,150.0 350.0 3,000.0 2,800.0

Debentures
Development Charges
Reserves
FRMP Reserve Sew Sur
Waste Water Reserve Fund 3,400.0 200.0 1,600.0 1,600.0
FRMP Reserve Capital Levy 250.0 50.0 200.0
Federal Gas Tax
Total Reserves 3,650.0 250.0 1,800.0 1,600.0
Capital Levy 2,500.0 100.0 1,200.0 1,200.0
- 209 -
Television Road Widening – Lansdowne Street to Parkhill Road This work is identified in the 2011 Transportation Master Plan and
requires widening of Television Road to four lanes from Lansdowne
Commitments Made Street to Parkhill Road and the realignment of Television Road at
Parkhill Road to County Road 4. Significant property acquisition will be
required for the realignment of Television Road between Old Norwood
Effects on Future Operating Budgets Road and Parkhill Road within the County.
Increased infrastructure will increase maintenance costs. Bridge inspections, which are completed every two years, have
identified the crossing of Meade Creek to be critical. The funding
requested in 2018 was required to initiate the Environmental
Assessment of Television Road in order to better understand the
ultimate configuration of the crossing. The 2020 funding is required to
supplement the existing funding for the subsequent bridge
rehabilitation.
Following the environmental assessment and reconstruction of the

bridge, phase one of the road project will commence with detailed
design of the ultimate Television Road. Phase two will follow with
property acquisitions and utility relocation. The final phase will be
construction of the road.
The project is currently identified in the City’s Development Charges

By-Law.
- 210 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Television Rd - Lansdowne to Parkhill Rd
Project # 5-9.09
Expenditures
Contractual Services 31,400.0 400.0 750.0 750.0 29,500.0
Net Requirements 31,400.0 400.0 750.0 750.0 29,500.0

Debentures
DCRF Engineering Rds & Relate 15,825.0 200.0 375.0 15,250.0
Total Debenture Financing 30,450.0 200.0 375.0 375.0 29,500.0
Development Charges
Reserves
Bridge Reserve 200.0 200.0
- 211 -
Carnegie Planning Area North/South Arterial This work is included in the current Development Charges By-Law and
is required for the over sizing of a new two lane arterial road in a
Commitments Made north-south orientation through the Carnegie Planning Area.
Preliminary road alignment would be an extension of the Parkway
right-of-way. Final alignment will be established through Draft Plan
Effects on Future Operating Budgets approval(s).
- 212 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Carnegie Planning Area N/S Arterial
Project # 5-9.10
Expenditures
Direct Revenue
Developer Contributions 1 1,600.0 1,600.0
Debentures
- 213 -
Armour Road - Nassau Mills Road South to Rotary Trail This project involves major construction of a partially realigned two lane
urban arterial with sidewalk(s), bikeway, storm sewer, etc.
Commitments Made
Construction timing is dependent upon the rate of development in the
Auburn Secondary Plan area, particularly the former Dafoe property. In
Effects on Future Operating Budgets order to facilitate the stormwater management issue as well as access
points to the secondary plan development, the City has secured funds
Increased infrastructure will increase maintenance costs. for the EA. This EA will provide the ultimate Armour Road alignment,
access points for the developers and stormwater management in the
area of a Zone 1 water intake area.
The project costs will be more accurately defined during completion of

the EA. This EA will also include the Nassau Mills Bridge over the
Otonabee River, and the Nassau Mills Bridge over the Trent Severn,
taking a holistic approach to planning the area road network. Greater
detail on design, utility relocation and property acquisition and
construction will be provided when more accurate information is
available regarding the timing for development of the Auburn
Secondary Plan area.
The EA is expected to be completed by 2020.

Reserve (City Wide Uniform Charge).
- 214 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Armour Rd- Nassau Mills Road South to Rotary Trail
Project # 5-9.11
Expenditures
Contractual Services 16,650.0 900.0 750.0 2,000.0 10,000.0 3,000.0
Direct Revenue
Developer Contributions 1 2,500.0 500.0 2,000.0
500.0
Net Requirements 14,150.0 900.0 750.0 1,500.0 8,000.0 3,000.0
Debentures
Deb Rev-Tax Supported 4,014.0 263.5 250.0 333.4 2,167.1 1,000.0
DCRF Engineering Rds & Relate 8,093.5 594.0 500.0 666.6 4,332.9 2,000.0
Total Debenture Financing 12,107.5 857.5 6,500.0 3,000.0
750.0 1,000.0
Reserves
Waste Water Reserve Fund 2,042.5 42.5 500.0 1,500.0
Total Reserves 2,042.5 42.5 1,500.0
500.0
- 215 -
Parkway Corridor Extension - Clonsilla Avenue to Water Street Various options have been presented to move the matter of
transportation forward in the City of Peterborough. Option C of Report
Commitments Made USDIR18-002 has been recommended that will see many “feeder”
studies undertaken as input to an updated Master Transportation Plan .
On March 24, 2014, the Environmental Study Report for The This Master Transportation Plan together with the various feeder
Parkway was submitted to the Ministry of the Environment and studies will provide the City with an up-to-date Transportation Plan that
Climate Change. The Minister of the Environment and Climate will have considered, in detail, the concerns expressed during The
Change responded on September 16, 2016, requiring the City to Parkway EA and will provide the City with a well rounded and
undertake a full Individual Environmental Assessment for The documented move forward scenario.
Parkway.
Council, at its meeting of October 2, 2017, in considering the

options to respond to the order from the Minister, authorized the
Mayor to submit a proposal to Premier Wynne to allow the City to
proceed immediately with scaled back versions of the north and
south section of The Parkway and commit to an Individual
Environmental Assessment for the middle section when necessary.
April 16, 2018 Report USDIR18-002 recommended the next steps

to move forward with issues related to Transportation Planning and
The Parkway.
Increased road length and new structures will increase overall

maintenance costs but will decrease maintenance costs on roads
currently being used in place of the proposed Parkway.
- 216 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Parkway Corridor Extension - Clonsilla Avenue to

Water Street
Project # 5-9.12
Expenditures
Contractual Services 77,071.0 3,839.0 4,759.0 12,413.0 56,060.0
Net Requirements 77,071.0 3,839.0 4,759.0 12,413.0 56,060.0

Debentures
Deb Rev-Tax Supported 35,026.6 1,160.1 6,206.5 27,660.0
DCRF Engineering Rds & Relate 40,933.5 3,228.1 3,098.9 6,206.5 28,400.0
Reserves
- 217 -
River Road - Hwy7/115 to Lansdowne Street Reconstruction and urbanization of River Road is required to service
the area development, and highway traffic from the interchange. The
Commitments Made project is currently identified as a three-lane cross-section roadway
providing centre turn lane opportunities for existing entrances. This
project would involve pavement, curb and gutter, sidewalk(s), storm
Effects on Future Operating Budgets sewers, and potential for bike lanes, sanitary sewers, and turning
lanes. It is anticipated that sanitary sewers along this section of road
Increased infrastructure will increase maintenance costs. will need upgrading and re-routing from private property to the road
allowance, if possible. Previous years' funding was for a detailed
sanitary study to identify the best possible means of conveying flows
for this area. The remaining funding for the project is to improve the
road condition and level of service along the north/south arterial street
to an urban cross section.

Reserve. This project was also included in the 2008 Development
Charge Study as a five lane urban arterial, however, the scope has
been revised since the 2011 Transportation Master Plan.
The detailed sanitary study was phase one with utility relocation and
- 218 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description River Road - Hwy7/115 to Lansdowne Street
Project # 5-9.13
Expenditures

Debentures
Development Charges
200.0
Reserves
Waste Water Reserve Fund 3,060.0 60.0 100.0 100.0 2,800.0
Total Reserves 3,060.0 60.0 100.0 2,800.0
100.0
200.0
- 219 -
Brealey Drive – Lansdowne Street West to Sherbrooke Street This work is identified in the current Development Charges By-Law.
The project is currently identified as a three-lane cross-section
Commitments Made roadway providing centre turn lane opportunities for existing entrances.
The project would also involve asphalt pavement, concrete curb and
gutter, sidewalk(s), bike lanes, storm sewers and turning lanes with
Effects on Future Operating Budgets signalization. This project is a continuation of the Brealey Street project
to the south and will incorporate similar principals.
Detailed design is ongoing as phase one and has prior budget
approval. Future funding will be allocated to utility relocation and
property acquisition to proceed as phase two and construction to
follow as phase three of the project. It is anticipated that services and
road construction will be completed over two construction seasons.
- 220 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Brealey - Lansdowne to Sherbrooke Street
Project # 5-9.14
Expenditures

Debentures
Deb Rev-Tax Supported 3,635.0 535.0 2,000.0 1,100.0
Total Debenture Financing 5,635.0 535.0 2,000.0 3,100.0
Development Charges
DCRF Engineering Rds & Relate 2,265.0 265.0 2,000.0
Reserves
Waste Water Reserve Fund 4,000.0 2,000.0 2,000.0
Total Reserves 4,900.0 2,000.0 2,900.0
Capital Levy
- 221 -
Brealey Drive – Sherbrooke Street to Parkhill Road This work is identified in the current Development Charges By-Law
and is required to reconstruct Brealey Drive to current urban standards.
Commitments Made The project is currently identified as a three-lane cross-section
providing center turn lane opportunities for existing entrances. The
project would also involve asphalt pavement, concrete curb and gutter,
Effects on Future Operating Budgets sidewalk(s), bike lanes, storm sewers and turning lanes with
signalization.
Detailed design is scheduled for phase one with utility relocation and
This project will proceed upon the completion of the following major
reconstruction projects;
Parkhill Road Reconstruction - Ravenwood to Brealey
Sherbrooke Street Reconstruction - Glenforest to Brealey
Brealey Road Reconstruction - Lansdowne to Sherbrooke
Lansdowne Street Reconstruction - Spillsbury to Clonsilla
- 222 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Brealey - Sherbrooke to Parkhill
Project # 5-9.15
Expenditures

Debentures
Development Charges
Capital Levy
- 223 -
University Road Upgrade to High Capacity Arterial This work is identified in the 2011 Transportation Master Plan and
requires the upgrade of University Road from a medium capacity
Commitments Made arterial to a high capacity arterial road from County Road 4 to Nassau
Mills. The City will have to work in conjunction with the County to
achieve the results recommended in the Transportation Master Plan .
The City is responsible for approximately 42% of the total costs.
By-Law.
Detailed design is scheduled for phase one with utility relocations and
property acquisitions in phase two and construction to follow in phase
three.
- 224 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description University Rd - Upgrade Arterial
Project # 5-9.16
Expenditures
Direct Revenue
Other Mun-grants & fees 4,988.0 174.0 4,814.0
Total Direct Revenue 4,988.0 174.0 4,814.0
Development Charges
Reserves
Federal Gas Tax 1,806.0 63.0 1,743.0
Total Reserves 1,806.0 63.0 1,743.0
- 225 -
Maria Street - Walker Avenue to Television Road Extension of the urban collector street to provide for the additional
traffic generated as a result of ongoing residential development within
Commitments Made the annexed lands in the Television Road area.
The final section of land for the road extension has been secured, in
Effects on Future Operating Budgets accordance with the Official Plan, as a condition of Draft Plan approval
of the final phase of the Foxmeadow Subdivision. Construction of the
Increased infrastructure will increase maintenance costs. road will require Class Environmental Assessment approval.
The Class EA is scheduled for phase one of the project followed by

detailed design and utilities in phase two and construction to begin
thereafter as phase three of the project.

Reserve.
- 226 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Maria St - Walker Ave to Television Rd
Project # 5-9.17
Expenditures

Debentures
Development Charges
- 227 -
Pioneer Road Upgrades CleanTech to County Road 4 The development of the CleanTech Commons required ongoing
municipal investment to ensure that adequate municipal services are in
Commitments Made place to support future employment growth. Phase one construction to
service the majority of CleanTech Commons was completed in 2018
from Nassau Mills Road to the west entrance of Clean Tech Commons.
The remaining project is proposed to extend external servicing to the
east and upgrade Pioneer Road to County Road 4. Design of the
remaining road is scheduled for phase two when development
demands require this section of road. Property acquisition and utility
relocation is phase three with construction to follow in phase four of the
project.
Upgrades to Pioneer Road are identified in the 2011 Transportation

Master Plan and requires the upgrade of Pioneer Road to a higher
order road. The project is currently identified in the City’s Development
Charges By-law.
- 228 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Pioneer Road Upgrades CleanTech to Cty Rd 4
Project # 5-9.18
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Waste Water Reserve Fund 1,000.0 1,000.0
Federal Gas Tax
Capital Levy 2,500.0 2,500.0
- 229 -
Ashburnham Drive – McFarlane Street to Parkhill Road This two-lane extension east of the Trent Canal to Parkhill Road East
will expand arterial capacity to serve the Liftlock Secondary Plan
Commitments Made growth area south of the Old Norwood Road.
This project was identified in the 2011 Transportation Master Plan and
Effects on Future Operating Budgets reflected in the 2011 Transportation Master Plan as development
driven and implemented.
This project is currently identified in the City’s Development Charges
By-Law.
Further detail regarding design, property acquisition and construction

schedules will be provided in future budgets.
- 230 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Ashburnham - McFarlane to Parkhill
Project # 5-9.19
Expenditures
Direct Revenue
Debentures
- 231 -
Carnegie Planning Area East/West Arterial This work is identified in the current Development Charges By-Law
and is required for the over sizing of a new, two lane arterial road in an
Commitments Made east-west orientation through the Carnegie Planning Area. Preliminary
road alignment would realign Cumberland Avenue (in the vicinity of
Royal Drive) through the Carnegie Planning Area to Hilliard Street at
Effects on Future Operating Budgets County Road 19. Final alignment will be established through Draft Plan
approval(s).
- 232 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Carnegie Planning Area - E/W Arterial
Project # 5-9.20
Expenditures
Direct Revenue
Debentures
- 233 -
2019 2020 2021 2022 & After


Collector and Local Streets
Extension of Crawford
Dr to Harper Road 5-10.01 9,500.0 5,000.0 4,500.0 1,700.0 2,800.0 2,800.0
Various Road
Resurfacing 5-10.02 49,031.8 3,744.3 2,124.6 1,619.7 1,619.7 4,087.5 1,846.9 4,450.0 3,992.3 36,750.0 33,546.1
Moorecraig Road and

Roper Drive 5-10.03 1,990.0 1,200.0 790.0 790.0 390.0 400.0
Reconstruction
Street Lighting Program
5-10.04 1,900.0 500.0 200.0 200.0 200.0 150.0 150.0 150.0 150.0 900.0 900.0
Charlotte St. Aylmer to

Park 5-10.05 6,910.0 960.0 2,550.0 2,550.0 1,700.0 1,700.0 1,700.0 1,700.0
Charlotte Street
Renewal- Aylmer to 5-10.06 6,100.0 2,000.0 2,000.0 4,100.0 4,100.0
Water
Simcoe St Resurfacing
5-10.07 750.0 750.0 750.0
Roads with PCI Index

Less than 25 5-10.08 2,600.0 650.0 650.0 650.0 650.0 1,300.0 1,300.0
Briarhill Road
Reconstruction 5-10.09 1,240.0 620.0 620.0 620.0
LED Decorative Street

Lighting Retrofit 5-10.10 1,000.0 250.0 250.0 250.0 250.0 500.0 500.0
Rail Crossing Removals

5-10.11 800.0 200.0 200.0 200.0 200.0 400.0 400.0
Webber & Rye

Urbanization 5-10.12 6,500.0 500.0 500.0 500.0 5,500.0 5,500.0
Victoria Ave
Reconstruction 5-10.13 2,466.0 66.0 2,400.0 1,600.0
- 234 -
2019 2020 2021 2022 & After

Simons Subdivision
Road Rehabilitation 5-10.14 400.0 400.0 400.0
Total 91,187.8 8,846.0 9,234.3 3,824.6 5,409.7 200.0 3,190.0 2,019.7 11,257.5 9,016.9 12,000.0 11,542.3 49,850.0 45,846.1
- 235 -
Division: Engineering - Collector and Local Streets
Extension of Crawford Drive to Harper Road Design, property, and utility works were contingent on development
applications in the area. Funds previously approved, were re-allocated
Commitments Made to other projects through the 2014 budget process and are now being
reintroduced into the budget to support the development application of
The development of the lands in the area of the Crawford a hotel and casino site.
Drive/Parkway intersection was reviewed through an Environmental
Assessment in 2012/2013. Final approval of the ESR Included in the project scope is the closure of Crawford Drive west of
(Environmental Study Report) was issued in late 2013 following a the Harper Road Intersection and a new connection from Crawford
“bump up” request to the Province. Drive to Harper Road northwest of the development lands. The works
will be completed in conjunction with the development of the
The project is proceeding at this time due to the casino and hotel casino/hotel site and will be subject to an external servicing agreement
development and funds for 2018 and 2019 were pre-committed with the Developer.
through Report PLPD17-026 dated May 23, 2017.
2019 funding requests result from added expenses related to approval
Effects on Future Operating Budgets authorities such as the Department of Fisheries and Oceans,
Otonabee Region Conservation Authority, and CP Rail.
costs. This project is included in the current Development Charge Bylaw.
- 236 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Collector and Local Streets
Project Description Extension of Crawford Dr to Harper Road
Project # 5-10.01
Expenditures
Contractual Services 9,500.0 5,000.0 4,500.0
Direct Revenue
Casino Gaming Reserve 2,700.0 1,000.0 1,700.0
Total Direct Revenue 2,700.0 1,000.0 1,700.0
Net Requirements 6,800.0 4,000.0 2,800.0
Debentures
DCRF Engineering Rds & Relate 4,250.0 2,000.0 2,250.0
Total Debenture Financing 5,224.5 2,424.5 2,800.0
Development Charges
Reserves
Provincial Surplus Reserve 90.5 90.5
- 237 -
Various Road Resurfacing The Resurfacing Program is identified through the City’s overall Road
Needs Study. In general, the road resurfacing budget will be allocated
Commitments Made to streets which require surface treatment only or to streets involved
with underground infrastructure replacement/rehabilitation where
On April 7, 2014, Council adopted Report USEC14-005 authorizing additional paving is desirable.
an increase in both the capital and operating budgets related to
road resurfacing. The program will also include re-inspecting portions of our road
network. Re-inspection information will be utilized for subsequent
The Roads Needs Study included detailed pavement condition resurfacing programs.
reports for each road. A Pavement Condition Index was created for
each road section based on the field data collected ranging from This project is partially funded through the Ontario Community
zero (Failed) to 100 (Perfect). Infrastructure Fund (OCIF) to provide a steady source of predictable,
long-term infrastructure funding.
Based on the Pavement Condition Index and Pavement
Deterioration Models, various pavement management categories
are assigned to each road section to determine the overall best
maintenance and rehabilitation planning scenario.
Reduction in long-term operating costs due to new road surfaces.
- 238 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Various Road Resurfacing
Project # 5-10.02
Expenditures
Direct Revenue
Revenue-Ontario Grant 8,007.5 2,105.3 2,240.6 457.7 457.7 457.7 2,288.5
Developer Contributions 1 19.3 19.3
Total Direct Revenue 8,026.8 2,124.6 2,240.6 457.7 2,288.5
457.7 457.7
Debentures
Deb Rev-Tax Supported 13,538.4 992.3 1,192.3 1,392.3 9,961.5
992.3 1,192.3
Reserves
Federal Gas Tax 27,466.6 1,619.7 1,846.9 3,000.0 3,000.0 3,000.0 15,000.0
Total Reserves 27,466.6 1,619.7 1,846.9 3,000.0 15,000.0
3,000.0 3,000.0
- 239 -
Moorecraig Road and Roper Drive Reconstruction The reconstruction of Moorecraig Road initiated in the Roads with PCI
Index Less than 25 project from 2017. Following neighbourhood
Commitments Made meetings and conceptual design, the project's scope has grown to
include a portion of Roper Drive and costs have increased for
Moorecraig Road. During the detailed design process, it was
Effects on Future Operating Budgets recognized that Roper Drive also required attention for stormwater
outlet purposes. To avoid disruptions to the neighbourhood in multiple
years and to get better construction pricing, staff included Roper Drive
reconstruction with the planned Morrecraig Road works.
$410,000 from the 2017 Roads with PCI Index Less than 25 project will
be allocated to this project.
- 240 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Moorecraig Road and Roper Drive Reconstruction
Project # 5-10.03
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Waste Water Reserve Fund 800.0 400.0 400.0
Federal Gas Tax
- 241 -
Street Lighting Program Through our frequent inspection program, the City's street light
infrastructure is upgraded as required. A large percentage of the
Commitments Made existing street light infrastructure is approaching or has passed its
useful life. This program will address deficiencies related to streetlight
poles, arms, and undergrounds. The work program will not include
Effects on Future Operating Budgets warranty items from the LED retrofit program approved by Council in
2017.
This project will replace the structural components of the City's
street light network. It is a one for one replacement and therefore In 2012, the City updated our existing inventory information so that an
will not have any impact on Operating. appropriate asset management regimen can be developed. In 2015,
the City completed a condition rating of the street lighting infrastructure.
Based on the condition rating recommendations, a number of
streetlight poles need to be replaced along with other components.
- 242 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Street Lighting Program
Project # 5-10.04
Expenditures
Capital Levy 1,900.0 500.0 200.0 150.0 150.0 600.0
150.0 150.0
- 243 -
Charlotte Street from Aylmer Street to Park Street Charlotte Street is constrained by a 20m right-of-way with many
existing buildings built up to the right-of-way boundary with no setback.
Commitments Made The most important concepts for the project are:
• Reconstruction of sidewalks to accommodate a clear zone and
The Enhanced Pedestrian Realm with Enhanced Commercial additional landscaping;
Features and Parking Streetscape design of Charlotte Street from • Two vehicle lanes, one in each direction;
Aylmer Street to Park Street was approved by Council at its • Majority of parking maintained where possible;
meeting of June 5, 2017 in considering Report USDIR17-004. • Introduction of new street trees and decorative light fixtures;
• Enhancements to sidewalk and public realm along the amenity
Effects on Future Operating Budgets zones; and
• Enhanced connection to the proposed Louis Street Urban Park.
Increased operating expenses due to increased infrastructure.
This project will be considered with the Bethune Street Reconstruction,
the design of the Charlotte Street Renewal project from Aylmer Street
to Water Street and the creation of downtown urban park strategies for
the approved Central Area Master Plan. The planned reconstruction of
Charlotte Street will stimulate renewal in the Downtown Core and the
Charlotte Street West Business District.
- 244 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Charlotte St. Aylmer to Park
Project # 5-10.05
Expenditures

Debentures
Total Debenture Financing 6,910.0 960.0 2,550.0 1,700.0 1,700.0
Capital Levy
- 245 -
Charlotte Street Renewal - Aylmer to Water The scope of the renewal project has changed since first planned, as
the portion of Charlotte Street from Park Street to Aylmer Street is now
Commitments Made part of the Bethune Street Storm Sewer Project. The portion from
Aylmer Street to Water Street will be coordinated with the Louis Street
The Master Plan defines a number of measures to promote Urban Park as well as the Charlotte Street project from Aylmer Street
downtown Peterborough’s role as a diverse and vibrant component to Park Street and will include streetscape improvements on the east
of the city’s overall commercial structure. The renewal of Charlotte side of George Street in front of Market Hall.
Street and the creation of a downtown urban park are key
strategies of the approved Central Area Master Plan. The Louis Accessibility Considerations
Street site was selected as the preferred site for the creation of an
urban park to complement the planned reconstruction of Charlotte Streetscape improvements and the Urban Park will adhere to the
Street and to stimulate renewal in the Downtown Core and the City’s access guidelines and emerging provincial standards to ensure
Charlotte Street West Business District. full accessibility and safety.
In September of 2016, Council approved the purchase of 220 King

Street to support the development of the Urban Park
(PLPD16-069).
The project will impact future parking revenues. In addition, the

Urban Park once built, will need to be maintained and there will be
an increase in the Public Works operating budget required for that
purpose.
- 246 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Charlotte Street Renewal- Aylmer to Water
Project # 5-10.06
Expenditures

Debentures
Deb Rev-Tax Supported 6,100.0 2,000.0 4,100.0
- 247 -
Simcoe Street Resurfacing The project will include the removal of all surface asphalt and road
base repairs where deemed necessary and the replacement of the
Commitments Made road between curbs. The extent of the project limits include works from
George Street to west of Aylmer Street. It is expected that some minor
curb repairs will be required and that a potential premium may be
Effects on Future Operating Budgets required due to the existing bus operation and parking garage on
Simcoe Street. This could include night work or potentially very small
Reduced maintenance cost due to new Surface Asphalt between phasing operations.
existing curbs.
Underground pipe works are required in the future, however, budgetary
constraints currently prohibit this work. The project is currently largely
driven by the surface asphalt condition. This project can be completed
in one construction season, whereas the project of larger magnitude
will require several budgetary years to compete and multiple funding
sources. It is proposed that the end of this new asphalt's useful life will
be the time to renew the underground infrastructure.
Budgetary constraints have moved the Simcoe Street Resurfacing

project to 2020, however, it is included as a "Below The Line" project
highlighting its importance yet understanding its corporate priority.
- 248 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Simcoe St Resurfacing
Project # 5-10.07
Expenditures
Reserves
- 249 -
Roads with PCI Index Less than 25 Based on the Pavement Condition Index and Pavement Deterioration
Models, various pavement management categories are assigned to
Commitments Made each road section to determine the overall best maintenance and
rehabilitation planning scenario. Roads rated with a PCI of less than or
In 2014, a Roads Needs Study included detailed pavement equal to 25 are considered to be failed and will be reconstructed
condition reports for each road. A Pavement Condition Index (PCI) based on the decision matrix presented to Council. The City may also
was created for each road section based on the field data collected need to review roads that have failed based on alternate modes of
ranging from zero (Failed) to 100 (Perfect). transportation as well.
Effects on Future Operating Budgets $410,000 from the 2017 Roads with PCI Index Less than 25 project will
be allocated to the Moorecraig Road and Roper Drive Reconstruction.
Reconstruction of failed roads will slightly reduce the operating
budget. While funds are intended to be allocated annually, no funds were
requested in 2018 and 2019 due to overall Corporate Capital Budget
constraints. However, this project is included as a "Below The Line"
project highlighting its importance yet understanding its corporate
priority.
- 250 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Roads with PCI Index Less than 25
Project # 5-10.08
Expenditures

Debentures
Deb Rev-Tax Supported 2,600.0 650.0 650.0 650.0 650.0
Total Debenture Financing 2,600.0 650.0 650.0
650.0 650.0
- 251 -
Briarhill Road Reconstruction Over the last several years, staff have received multiple requests for
sidewalks Briarhill Road for children walking to school. These
Commitments Made sidewalks rank Priority 3 and 4 respectively in the Sidewalk Strategic
Plan, but have a high number of students who use the road to get to
Report USTR18-009 included a recommendation that, subject to and from school. The street is also used by parents to drop- off and
the 2019 Capital Budget approval, Briarhill Road be reconstructed pick-up their children by vehicle, creating periods of vehicle congestion
to provide an urban section with a sidewalk on the north side from on this otherwise quiet street.
Wallis Drive to the east end of the street connecting with the
walkway to Westmount Public School. This project would facilitate the reconstruction of Briarhill Road to an
urban cross section with a concrete sidewalk on the north side of the
Effects on Future Operating Budgets road, to provide a safe place for students to walk.
Budgetary constraints have moved the Briarhill Reconstruction project

to 2020, however, it is included as a "Below The Line" project
- 252 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Briarhill Road Reconstruction
Project # 5-10.09
Expenditures
Direct Revenue
Recoveries
Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy 1,100.0 550.0 550.0
- 253 -
LED Street Lighting Retrofit The LED retrofit project began in 2017 with the aid of the Local
Authority Service (LAS). LAS is a wholly owned not-for-profit
Commitments Made subsidiary company of the Association of Municipalities of Ontario
(AMO). LAS helps the broader public sector “realize lower costs,
In 2017, Report USEC 17-008 committed to the LED retrofit of all higher revenues, and enhanced staff capacity, through co-operative
City streetlights. procurement efforts and innovative training, programs, and services”.
Effects on Future Operating Budgets The retrofit of 7,500 standard cobra-head light fixtures began in 2018.
This project will advance the remaining 3,000 decorative light fixtures
Reduced operating due to energy cost reductions associated with the City owns and operates.
LED technology and reduced staff time to maintain the network with
adaptive control.
- 254 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description LED Decorative Street Lighting Retrofit
Project # 5-10.10
Expenditures

Debentures
Capital Levy 1,000.0 250.0 250.0

250.0 250.0
- 255 -
Rail Crossing Removals With the decommissioning of existing rail lines throughout the City, the
intersection of the railway and City roads can now be reconstructed to
Commitments Made remove the rail lines. Some crossings will require a detailed review
and design prior to removal.
Effects on Future Operating Budgets No funds have been requested in 2018 and 2019 due to overall Capital
Budget constraints.
- 256 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Rail Crossing Removals
Project # 5-10.11
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Total Reserves
Capital Levy 800.0 200.0 200.0

200.0 200.0
- 257 -
Webber Avenue and Rye Street Urbanization Given the development along Rye Street and final Environmental Study
Report approval of the Crawford Drive to Harper Road extension, it is
Commitments Made recommended to complete the curb and gutter installation on portions
of Webber Avenue and Rye Street and address stormwater concerns
along this route.
The sensitivity of the cold water fishery, that runs along roadside
ditches in the area, will require an Environmental Assessment (EA) to
best address this existing condition. This EA is currently under way with
recommendations expected in 2019.
Subsequent year's work will depend on the approval of the EA and

recommendations of the Environmental Study Report.
- 258 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Webber & Rye Urbanization
Project # 5-10.12
Expenditures
Contractual Services 6,500.0 500.0 500.0 2,500.0 3,000.0

Debentures
Deb Rev-Tax Supported 4,800.0 400.0 400.0 2,000.0 2,000.0
400.0 2,000.0
Reserves
Waste Water Reserve Fund 1,700.0 100.0 100.0 500.0 1,000.0
Total Reserves 1,700.0 100.0 1,000.0
100.0 500.0
- 259 -
Victoria Avenue Reconstruction The PUC will be replacing their watermain on Victoria Avenue and the
City will work in conjunction with PUC by reconstructing Victoria
Commitments Made Avenue from Donegal Street to Reid Street. The narrow right of way
and reduced setbacks will not allow for a typical cross section. The
Coordination with the PUC project. reconstruction will address storm and sanitary requirements as well as
the PUC watermain and City asset surface works.
- 260 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Victoria Ave Reconstruction
Project # 5-10.13
Expenditures
Direct Revenue
Recoveries 800.0 800.0
Reserves
Capital Levy 866.0 66.0 800.0
- 261 -
Simons Subdivision Road Rehabilitation The City annexed the lands within and surrounding the subdivision in
2008. The area is a typical rural subdivision with ditches. The road
Commitments Made conditions within the plan of subdivision varies from fair to failed.
Drainage in certain areas of the subdivision are challenging and likely
lead to some of the road surface degradation.
This project simply addresses the road condition repairs to reinstate
Reduces need for pot hole repairs. the surface that was originally installed.
Development in the area may accelerate the need for these repairs,
however, it is premature to understand the interaction of any proposed
development adjacent to the subdivision.
- 262 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Simons Subdivision Road Rehabilitation
Project # 5-10.14
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Total Reserves
- 263 -
2019 2020 2021 2022 & After


Collector and Local Streets
Trent Severn
Waterway/City 5-10.15 250.0 250.0 250.0 200.0 50.0
Transportation Study
Total 250.0 250.0 250.0 200.0 50.0
- 264 -
Trent Severn Waterway (TSWW)/City Transportation Study The project will consist of a focused transportation study that reviews
the relationship between the City's transportation network and the
Commitments Made canal crossings that pass through the City on the east side of the
Otonabee River. Parks Canada is planning major infrastructure works
The City and Parks Canada have agreed to explore the on the Trent Severn Waterway throughout the entire limits of the City
transportation impacts surrounding the Trent Severn Waterways boundaries over the next 5-10 years. In anticipation of any major works
system needs, the City's vehicular and alternate transportation or recommendations of independent studies completed by Parks
needs as well as the interaction with the Liftlock Secondary Canada, the City and TSWW would like to have a better understanding
Planning area. of how the crossing affect our transportation system.
- 265 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Trent Severn Waterway/City Transportation Study
Project # 5-10.15
Expenditures
Direct Revenue

Debentures
DCRF Liftlock
Development Charges
DCRF Liftlock 50.0 50.0
- 266 -
2019 2020 2021 2022 & After


Bridges
Nassau Mills Bridge

over Otonabee River 5-11.01 11,820.0 300.0 1,000.0 1,000.0 10,520.0 10,520.0
Nassau Mills Bridge

over Trent Severn 5-11.02 9,550.0 300.0 9,250.0 9,250.0
Total 21,370.0 600.0 1,000.0 1,000.0 19,770.0 19,770.0
- 267 -
Division: Engineering - Bridges
Nassau Mills Road Bridge over Otonabee River The 2011 Transportation Master Plan concluded that a new four lane
bridge will be required at this location including the street widening
Commitments Made from Water Street to Armour Road.
To facilitate construction of a new bridge at this location, the City must

Effects on Future Operating Budgets complete a Schedule “C” Class Environmental Assessment (EA). The
EA has begun in 2017 to review all aspects of servicing the northeast
Increased infrastructure will increase maintenance costs. quadrant of the City in order to support potential development in the
north end. Detailed design will follow as phase two of the project.
Bridge construction timing will be dependent on the outcome of the EA
and projects needed to support development in the area.

the EA. This EA will also include the Nassau Mills Bridge over the Trent
Severn and the realignment of Armour Road taking a holistic approach
to planning the respective crossings.

By-Law.
- 268 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Bridges
Project Description Nassau Mills Bridge over Otonabee River
Project # 5-11.01
Expenditures
Contractual Services 11,820.0 300.0 1,000.0 1,000.0 520.0 9,000.0
Net Requirements 11,820.0 300.0 1,000.0 1,000.0 520.0 9,000.0

Debentures
Development Charges
DCRF Engineering Rds & Relate 2,115.0 225.0 750.0 750.0 390.0
Total Development Charges 2,115.0 225.0 390.0
750.0 750.0
Reserves
Bridge Reserve 705.0 75.0 250.0 250.0 130.0
250.0 250.0
- 269 -
Nassau Mills Road Bridge over Trent Severn Waterway The 2011 Transportation Master Plan concluded that a new four lane
bridge and widening of Nassau Mills Road, from University Road to
Commitments Made Armour Road, to four lanes will be required at this location by 2021.
Budget constraints have made this deadline unattainable.
Effects on Future Operating Budgets To facilitate construction of a new bridge at this location, the City must
complete a Schedule “C” Class Environmental Assessment (EA). The
Increased infrastructure will increase maintenance costs. EA began in 2017 to review all aspects of servicing the northeast
quadrant of the City in order to support potential development in the
north end. Detailed design will follow as phase two of the project.
Bridge construction timing will be dependent on the outcome of the EA
and projects needed to support development in the area.

the EA. This EA will also include the Nassau Mills Bridge over the
Otonabee River and the realignment of Armour Road taking a holistic
approach to planning the respective crossings.

By-Law.
- 270 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Nassau Mills Bridge over Trent Severn
Project # 5-11.02
Expenditures

Debentures
Development Charges
DCRF Engineering Rds & Relate 1,300.0 300.0 500.0 500.0
500.0
- 271 -
2019 2020 2021 2022 & After


Bridges
OSIM Bridge
Preventative 5-11.03 5,911.2 2,086.2 265.0 265.0 265.0 765.0 765.0 765.0 765.0 2,030.0 2,030.0
Maintenance Program
OSIM Bridge Inspection
Program 5-11.04 250.0 45.0 45.0 45.0 160.0 160.0
Total 6,161.2 2,131.2 265.0 265.0 265.0 810.0 810.0 765.0 765.0 2,190.0 2,190.0
- 272 -
OSIM Bridge Preventative Maintenance Program The structural integrity, safety and condition of every bridge is to be
determined through the performance of at least one inspection every
Commitments Made two years under the direction of a professional engineer and in
accordance with the Ontario Structure Inspection Manual (OSIM),
published by the Ministry of Transportation (O. Reg. 160/02, s. 2 (2)).
The long-term planning of our bridge assets capital program is
essential in delivering a reliable and safe crossing to residents and the
movement of goods through the City. This project reflects the annual
funds required as proposed in the OSIM bridge inspection report for
the rehabilitation of our structures over the next ten years.
Following the condition inspection, the City was provided a capital

program that reflects the needs identified to maintain our structures in
good repair. The project funds will generally accommodate the major
rehabilitation of 1-3 structures per year and minor rehabilitation to
several others.
- 273 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description OSIM Bridge Preventative Maintenance Program
Project # 5-11.03
Expenditures
Reserves
Bridge Reserve 2,486.2 1,721.2 765.0
Total Reserves 2,486.2 1,721.2 765.0
Capital Levy 3,425.0 365.0 265.0 765.0 500.0

765.0 765.0
- 274 -
OSIM Bridge Inspection Program The structural integrity, safety and condition of every bridge is to be
determined through the performance of at least one inspection every
Commitments Made two years under the direction of a professional engineer and in
accordance with the Ontario Structure Inspection Manual (OSIM),
published by the Ministry of Transportation (O. Reg. 160/02, s. 2 (2)).
Effects on Future Operating Budgets The next OSIM program is scheduled for 2020.
Proactive Condition Inspection will reduce long term costs through The many components that make up the substructure and
proper Asset Management. superstructure of bridges will be reviewed. These include the
foundations, abutments, piers, girders, deck, barriers, railings,
bearings, expansion joints and approach slabs.
Each of the various elements are assigned a condition rating and

maintenance needs are identified and assigned a priority based on the
need to undertake the improvements (i.e.: “Urgent”, “Within 1 Year”,
“1-5 Years”, “6-10 years”, or “None”). These maintenance needs are
then used to generate the long-term bridge maintenance capital
budgets with specific identification of required maintenance for the two
years preceding the next inspection.
- 275 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description OSIM Bridge Inspection Program
Project # 5-11.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Bridge Reserve 250.0 45.0 45.0 50.0 110.0
Federal Gas Tax
Total Reserves 250.0 45.0 45.0 110.0
50.0
Capital Levy
- 276 -
2019 2020 2021 2022 & After


Sidewalks
Various new SW
installations 5-12.01 8,448.1 736.0 736.0 184.0 552.0 900.7 900.7 886.9 886.9 5,924.5 5,924.5
Crawford Trail Extension

Project - Monaghan Rd 5-12.02 3,250.0 1,000.0 1,250.0 1,250.0 1,000.0 1,000.0
to Townsend Rd
Lansdowne St. Multi-use
trail - River Road to 5-12.03 1,050.0 530.0 520.0 520.0
Ashburnham
Citywide Trail
Rehabilitation 5-12.04 1,200.0 300.0 300.0 300.0 300.0 600.0 600.0
Various New Multi-Use

Trails 5-12.05 4,853.5 4,853.5 4,853.5
Total 18,801.6 1,530.0 736.0 736.0 184.0 552.0 2,970.7 2,970.7 2,186.9 2,186.9 11,378.0 11,378.0
- 277 -
Division: Engineering - Sidewalks
Various New Sidewalk Installations The City’s Transportation Master Plan (TMP) was adopted by City
Council at its meeting of November 14, 2011. In keeping with the TMP,
Commitments Made active transportation is a general term for the use of human-powered,
non-motorized modes for transportation such as walking, running,
In accordance with the City’s Provision of Sidewalks Policy Number cycling, and rollerblading. The City of Peterborough prioritizes active
MS08-7750 and Sidewalk Implementation Procedure for Existing modes of transportation that foster a pedestrian network with a high
Streets, a budget for new sidewalk construction is identified. degree of connectivity, safety and local context sensitivity.
Council, on May 28, 2018, approved Report IPSTR18-013 which In order to implement Council’s direction identified in Report
identified a Sidewalk Strategic Plan to construct new sidewalks. USTR08-008, staff are required to spend a great deal of time
discussing projects with local residents. Most recently (Report
The City’s Transportation Master Plan (TMP) was adopted by City USDIR11-010), the City has updated the Sidewalk Implementation
Council at its meeting of November 14, 2011. The TMP supported Procedure to include notifying residents and Ward Councillors that will
pedestrian connectivity over the Plan's study horizon beyond 2031. be directly impacted by the immediate construction program with
sufficient time to allow dialogue between the residents and staff
Effects on Future Operating Budgets ensuring mitigation measures are taken. Issues that cannot be
resolved are brought to the attention of Council.
Increased infrastructure will increase maintenance costs. The
procedure will also require additional administration and potential Funding from this project will be allocated to the following projects in
staffing adjustments. 2019:
Sidewalk funding to go to Wildlark Drive

Sidewalk funding to go to Armour Road Pedestrian Crossover
Sidewalk funding to go to Hetherington Drive Development
The project aids in mobility and accessibility.
- 278 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Sidewalks
Project Description Various new SW installations
Project # 5-12.01
Expenditures
Contractual Services 8,448.1 736.0 900.7 886.9 924.5 1,000.0 4,000.0
Net Requirements 8,448.1 736.0 900.7 886.9 924.5 1,000.0 4,000.0

Development Charges
DCRF Engineering Rds & Relate 2,581.9 184.0 232.7 221.7 693.5 250.0 1,000.0
Total Development Charges 2,581.9 184.0 232.7 250.0 1,000.0
221.7 693.5
Reserves
Utility Services Reserve
Federal Gas Tax 5,839.0 552.0 668.0 638.0 231.0 750.0 3,000.0
Total Reserves 5,839.0 552.0 668.0 750.0 3,000.0
638.0 231.0
- 279 -
Crawford Trail Extension Project - Monaghan Road to Townsend Council approved the creation of this project through Report
Street USTR18-004. The trail project converts an old rail line to a formal
multi-use trail constructed from Monaghan Road to Townsend Street.
Commitments Made The project costs have escalated substantially since the approved
report. This project will increase the budget for the additional
Report USTR18-004 committed 2018 funding to create this project, expenditures required to construct the trail.
however, the project costs have escalated substantially since the
approved report. All funding associated to 2020 and 2021 Various New Multi-use Trails
has been reallocated to this project. Budgetary constraints have moved
Effects on Future Operating Budgets this project to 2020/2021, however, it is included as a "Below The
Line" project highlighting its importance yet understanding its
Increased infrastructure will increase maintenance costs. corporate priority.
- 280 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Crawford Trail Extension Project - Monaghan Rd to

Townsend Rd
Project # 5-12.02
Expenditures
Direct Revenue

Debentures
Deb Rev-Tax Supported 1,289.4 306.3 481.3 501.8
Total Debenture Financing 1,617.2 306.3 641.8 669.1
Development Charges
Capital Levy 939.1 608.2 330.9
- 281 -
Lansdowne Street Multi-use Trail - River Road to Ashburnham Drive Council approved the creation of this project through Report
USTR18-004. The trail project will see a multi-use trail constructed
Commitments Made along Lansdowne Street from Ashburnham Drive to River Road. The
project costs have escalated substantially since the approved report.
Report USTR18 - 004 committed 2018 funding to create this This project will increase the budget for the additional expenditures
project, however, project costs have escalated substantially since required to construct the trail.
the approved report.
- 282 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Lansdowne St. Multi-use trail - River Road to

Ashburnham
Project # 5-12.03
Expenditures
Direct Revenue
Debentures
Development Charges
DCRF Affordable Housing 70.0 70.0
Reserves
- 283 -
Citywide Trail Rehabilitation This project will begin to see the City completing trail maintenance and
resurfacing. Over the past decades the City has expanded the
Commitments Made Citywide trail network. As the trail infrastructure begins to degrade, the
City will begin to rehabilitate the infrastructure on trails as it does with
roads.
- 284 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Citywide Trail Rehabilitation
Project # 5-12.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Total Reserves
Capital Levy 1,200.0 300.0 300.0

300.0 300.0
- 285 -
Various New Multi-Use Trails Active Transportation is a general term for the use of human-powered,
non-motorized modes for transportation such as walking, running,
Commitments Made cycling, and rollerblading. The City of Peterborough prioritizes active
modes of transportation that foster a cycling and pedestrian network
In accordance with the City’s 2011 Transportation Master Plan as with a high degree of connectivity, safety and local context sensitivity.
approved by Council at its meeting of November 14, 2011, a
budget for new trail construction is identified. The Implementation Plan for the non-sidewalk component of the
network improvements includes three time horizons:
Effects on Future Operating Budgets • Short-term (2011 to 2021)
• Medium-term (2021 to 2031)
Increased infrastructure will increase maintenance costs. • Long-term (beyond 2031)
All funding associated to 2020 and 2021 for this project has been
reallocated to the Crawford Trial Extension Project - Monaghan Road
Townsend Street. Budgetary constraints have moved this project to
2020/2021, however, it is included as a "Below The Line" project
This program aids in mobility and accessibility.
- 286 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Various New Multi-Use Trails
Project # 5-12.05
Expenditures

Debentures
Deb Rev-Tax Supported 3,640.1 545.4 568.6 2,526.1
545.4
Development Charges
DCRF Engineering Rds & Relate 1,213.4 181.8 189.5 842.1
181.8
Capital Levy
- 287 -
2019 2020 2021 2022 & After


Sanitary Sewers
Sanitary Sewer
Rehabilitation 5-13.01 3,750.0 750.0 750.0 750.0 750.0 750.0 750.0 750.0 1,500.0 1,500.0
WWC Mezzanine
5-13.02 25.0 25.0 25.0 25.0
Eastern Trunk Sewer

5-13.03 6,000.0 3,000.0 3,000.0 3,000.0 3,000.0
Sanitary Sewer Master

Plan Implementation 5-13.04 4,500.0 750.0 750.0 750.0 1,000.0 1,000.0 2,000.0 2,000.0
Applegrove Ave -
Chemong Road to 5-13.05 2,030.0 150.0 1,880.0 1,880.0
Highland Road
Total 16,305.0 900.0 775.0 775.0 775.0 4,500.0 4,500.0 3,630.0 3,630.0 6,500.0 6,500.0
- 288 -
Division: Engineering - Sanitary Sewers
Sanitary Sewer Rehabilitation This project will review the latest condition information on the citywide
sanitary sewer network and rehabilitate critical areas identified. In
Commitments Made general, the sanitary sewer rehabilitation program will be allocated to
sewers that require attention as a result of inspection information
collected.
The project is also directly connected to the roads resurfacing program
Reduces reactive maintenance thereby reducing overall whereby underground infrastructure requires repair prior to any road
maintenance costs. surface works.
The project will begin to improve the overall condition of the City’s
sanitary sewer infrastructure thereby resulting in improved sewage
flows.
- 289 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Sanitary Sewers
Project Description Sanitary Sewer Rehabilitation
Project # 5-13.01
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Waste Water Reserve Fund 3,750.0 750.0 750.0 750.0 750.0 750.0
Federal Gas Tax
Total Reserves 3,750.0 750.0 750.0 750.0
750.0 750.0
Capital Levy
- 290 -
Division: Environmental Services - Sanitary Sewers
Waste Water Collection (Waste Water Collection) Mezzanine Waste Water Collection moved from Public Works in January 2016. At
Public Works, there was a stores operation that stocked parts and
The installation of a parts and supplies storage area to maximize supplies but after the move to the Environmental Protection Division
the footprint of the WWC building. This storage unit will allow us to (EPD), Public Works wanted WWC to order and track required parts
stock and store frequently used items that will be accessible 24-7 and supplies, due to the very limited space available at 182 Townsend
for our staff. Street. In an effort to increase efficiency and reduce costs, WWC has
been purchasing and attempting to stock items within the vehicle bays.
Commitments Made This has become a hazard and has limited the space available for the
items crews require. Failing to keep items in stock limits the crews
None. from responding quickly and efficiently to after business hours
emergency digs. Having stock available allows for larger quantities to
Effects on Future Operating Budgets be purchased which also results in cost savings in comparison to
single purchases.
None.
A mezzanine will allow these supplies to be stored aloft which will
maximize the WWC building footprint and return the vehicle bays to
their designate purpose.
None.
- 291 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Environmental Services - Sanitary Sewers
Project Description WWC Mezzanine
Project # 5-13.02
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Waste Management Reserve Fund 25.0 25.0
Federal Gas Tax
Capital Levy
- 292 -
Eastern Trunk Sewer This project is identified in, and funded from, Development Charges for
all growth related portions of the project. Completion of this project
Commitments Made permits growth within the Liftlock Growth Area. In 2017, the City
received application for draft plan approval for the Growth Area and is
At its meeting of September 10, 2018, report IPSPD18-023 was expected to begin moving forward in the coming years.
approved by Council which endorsed the Draft Plan of Subdivision
presented by the Developer that requires this project for servicing Funding will be dependent on the progress of development and the
of the lands. need for sanitary sewers.
The project is identified in the 2017 Development Charges Study

(Area Specific) and is 100% recovered from Development
Charges.
- 293 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Eastern Trunk Sewer
Project # 5-13.03
Expenditures

Debentures
DCRF Liftlock 6,000.0 3,000.0 3,000.0
- 294 -
Sanitary Sewer Master Plan Implementation In 2012, the City completed the Detailed Sanitary Sewer Class EA as
recommended in the City’s 2005 Flood Reduction Master Plan. This
Commitments Made provided a plan to mitigate and manage extraneous flows into the
sanitary sewer system, as well as to reduce the frequency of raw
On March 12, 2012, Council approved Report USEC12-001 sewage bypasses at the sewage treatment plant and to recommend
adopting the City's infrastructure strategies to address Inflow and an ongoing work program for the continuous monitoring of the sanitary
Infiltration (I-I) into the City Sanitary Sewer Network. sewer system.
Effects on Future Operating Budgets Inflow and Infiltration of clean water increases the flow in the sanitary
sewer causing basement flooding, environmental hazards, greater
Reduction in extraneous storm water flows into the sanitary sewer wastewater treatment costs and reduced sewer capacity for future
system will preserve the sanitary sewer capacity for future growth while decreasing the sewer system’s lifespan.
development and potentially reduce the costs of treatment at the
Waste Water Treatment Plant. Various I-I sources have been discovered and, now that the City has
established these sources, the next step is remediation through
detailed design and construction to remove the I-I from the City’s
sanitary system. Staff will continue to investigate remaining areas of
the City.
Sufficient funds from previous years can accommodate works

proposed for 2019.
- 295 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Sanitary Sewer Master Plan Implementation
Project # 5-13.04
Expenditures
Contractual Services 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0
Direct Revenue
Recoveries
Net Requirements 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0

Debentures
Development Charges
Reserves
Waste Water Reserve Fund 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0
Federal Gas Tax
Total Reserves 4,500.0 750.0 750.0 1,000.0
1,000.0 1,000.0
Capital Levy
- 296 -
Applegrove Avenue – Chemong Road to Highland Road Due to the age and deteriorating condition of the sanitary sewers,
replacement is proposed. The system in this area dates back to the
Commitments Made 1950s and, although it should, theoretically, not be approaching its
expected life due to its condition, it is proposed to be replaced.
Effects on Future Operating Budgets The project will also address replacement of the storm sewers and
pavement structure, as well as the need for pedestrian networks. The
Increase to maintenance costs for sidewalks. PUC has also indicated the need for watermain infrastructure on the
project and it will be a collaborative project. The costs shown are City
costs only.
Detailed design has been completed and a public input session has
been hosted by the City. Budgetary constraints have delayed the
project. Utility relocation is to proceed in phase two and construction to
follow as phase three of the project.
- 297 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Applegrove Ave - Chemong Road to Highland Road
Project # 5-13.05
Expenditures

Debentures
Reserves
Waste Water Reserve Fund 1,335.0 66.0 1,269.0
Total Reserves 1,461.7 66.0 1,395.7
- 298 -
2019 2020 2021 2022 & After


Storm Sewers
City Wide Storm Water

Quality Master Plan 5-14.01 5,500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 500.0 500.0 2,500.0 2,500.0
Implementation
Storm Sewer
Rehabilitation Program 5-14.02 2,500.0 500.0 500.0 500.0 500.0 500.0 500.0 500.0 1,000.0 1,000.0
Parkview Dr Erosion
Control 5-14.03 325.0 25.0 50.0 50.0 50.0 250.0 250.0
Roger Neilson Way

Storm Sewer Rehab 5-14.04 165.0 15.0 15.0 150.0 150.0
Total 8,490.0 1,525.0 1,050.0 1,050.0 1,050.0 1,250.0 1,250.0 1,015.0 1,015.0 3,650.0 3,650.0
- 299 -
Division: Engineering - Storm Sewers
Citywide Storm Water Quality Master Plan Implementation This project presents an opportunity to manage stormwater quality
discharges potentially impacting our creeks and rivers. The City is
Commitments Made mandated to complete specified work by the MOECC related to our
existing stormwater facilities throughout the City. The Stormwater
Report USDIR14-001, adopted by Council at its meeting of Quality EA Management Master Plan is developed as part of the
February 24, 2014, authorized publishing of the Draft Master Plan overall evaluation and solution to the existing and potential concerns
and requested staff to report back to Council with the final report within the City.
and implementation plan. USDIR15-003 was partially adopted by
Council on September 28, 2016, with certain recommendations The long term recommendation of the Stormwater Quality Master Plan
deferred until staff can provide more information on a funding requires ongoing efforts through several years, to mitigate the potential
source. issues in critical areas.
Effects on Future Operating Budgets In 2016, the MOECC requested detailed inspection data on a
particular pond. Although the City's data was not up to date the
MOECC has provided recommended guidance to address their
concerns. This project will implement these matters and works required
that arise from the MOECC requirements.
- 300 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Engineering - Storm Sewers
Project Description City Wide Storm Water Quality Master Plan

Implementation
Project # 5-14.01
Expenditures
Contractual Services 5,500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 1,500.0
Direct Revenue
Recoveries
Net Requirements 5,500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 1,500.0
Debentures
Development Charges
Reserves
Waste Water Reserve Fund 5,500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 1,500.0
Federal Gas Tax
Total Reserves 5,500.0 1,500.0 500.0 500.0 500.0 1,500.0
500.0 500.0
Capital Levy
- 301 -
Storm Sewer Rehabilitation Program This project will review the latest condition information on the citywide
storm sewer network and rehabilitate critical areas identified. In
Commitments Made general, the storm sewer rehabilitation program will be allocated to
sewers that require attention as a result of inspection information
collected.
The project is also directly connected to the roads resurfacing program
Reduces reactive maintenance thereby reducing overall whereby underground infrastructure requires repair prior to any road
maintenance costs. surface works.
The project will begin to improve the overall condition of the City’s
storm sewer infrastructure, thereby resulting in improved drainage.
- 302 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Storm Sewer Rehabilitation Program
Project # 5-14.02
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Waste Water Reserve Fund 2,500.0 500.0 500.0 500.0 500.0 500.0
Federal Gas Tax
Total Reserves 2,500.0 500.0 500.0 500.0
500.0 500.0
Capital Levy
- 303 -
Parkview Drive Erosion Control The residents of Parkview Drive have made the City aware of an
ongoing erosion issue behind the residents on the east side of the
Commitments Made ROW. The erosion is potentially jeopardizing personal property. The
City has retained a geo-technical consultant to address any immediate
emergency measure in 2018, however, a long-term solution is
Effects on Future Operating Budgets required. This project will implement the long-term recommendations of
the geo-technical consultant.
- 304 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Parkview Dr Erosion Control
Project # 5-14.03
Expenditures
Direct Revenue
Recoveries
Debentures
Development Charges
Reserves
Federal Gas Tax
Total Reserves 325.0 25.0 50.0 250.0
Capital Levy
- 305 -
Roger Neilson Way Storm Sewer Rehabilitation This project will address the periodic flooding that occurs on Roger
Neilson Way fronting the Memorial Center. It is currently unknown if the
Commitments Made root cause is a pipe capacity issue or structural matters related to the
infrastructure. 2021 funding will be allocated to investigation and
possible design. 2022 funding will be used to address construction
Effects on Future Operating Budgets costs.
- 306 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Roger Neilson Way Storm Sewer Rehab
Project # 5-14.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy
- 307 -
2019 2020 2021 2022 & After


Storm Sewers
Watershed Planning
Study - Places to Grow 5-14.05 500.0 500.0 500.0 250.0 250.0
Act
Total 500.0 500.0 500.0 250.0 250.0
- 308 -
Watershed Planning Study - Places to Grow Act Through recent legislated requirements associated to the Places To
Grow Act, the City of Peterborough is required to complete a
Commitments Made comprehensive watershed planning exercise to demonstrate that
proposed expansion, including the associated servicing, would not
Report IPSEC18-014 endorsed Low Impact Development and negatively impact the water resource system, including the quality and
provided direction on the legislated requirement for the Watershed quantity of water. This will include identifying the full life cycle costs of
Planning Study. the system and develop options to pay for these costs over the
long-term. Municipalities that share an inland water source or receiving
Effects on Future Operating Budgets water body will coordinate their planning for potable water, stormwater,
and wastewater systems based on watershed planning to ensure that
the quality and quantity of water is protected, improved, or restored.
This legislated process will require the expertise of a multidisciplinary

consultant. The funding associated with this project will be used for
consultant costs and any item readily completed by the City.
- 309 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Watershed Planning Study - Places to Grow Act
Project # 5-14.05
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy
- 310 -
2019 2020 2021 2022 & After


Public Works
2019 Sidewalk
Reconstruction 5-15.01 14,186.7 1,235.8 1,235.8 1,235.8 1,272.9 1,272.9 1,311.2 1,311.2 10,366.8 10,366.8
Vehicle and Equipment

Replacement and 5-15.02 14,813.1 986.1 986.1 986.1 2,093.0 2,093.0 1,504.0 1,504.0 10,230.0 10,230.0
Enhancement
2019 Upgrade and
Replace Playground 5-15.03 4,086.2 402.2 402.2 414.3 414.3 3,269.7 3,269.7
Equipment
2019 Upgrade Playing
Fields 5-15.04 774.5 76.3 76.3 78.6 78.6 619.6 619.6
Total 33,860.5 2,221.9 2,221.9 1,235.8 986.1 3,844.4 3,844.4 3,308.1 3,308.1 24,486.1 24,486.1
- 311 -
Division: Public Works - Public Works
2019 Sidewalk Reconstruction The recommended budget provides funds to replace approximately
3,800 linear metres of sidewalk or about 1% of the existing inventory.
Commitments Made
Future capital forecasts have been increased yearly by 3% over the
The municipal sidewalk inventory totals 400 kilometers. Sidewalks 2019 base, as a cost of construction increase, in order to meet
typically have a 50-year life cycle. Life cycle costing provides a expected future costs to maintain the current level of service.
base line performance measure to verify if replacement schedules
and funding are sufficient to meet the established life cycle . Accessibility Considerations
Effects on Future Operating Budgets All current accessibility standards are incorporated into the 2019
reconstruction program with regards to slope, width and ramp design.
Sidewalk reconstruction has a positive impact by reducing the need Each replacement project is evaluated to ensure the most viable
for ongoing maintenance costs and minimizing the City’s risk compliance criteria are met during the reconstruction process.
exposure.
- 312 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Public Works - Public Works
Project Description 2019 Sidewalk Reconstruction
Project # 5-15.01
Expenditures

Debentures
Deb Rev-Tax Supported 14,186.7 1,235.8 1,272.9 1,311.2 1,352.9 1,393.5 7,620.4
1,311.2 1,352.9
- 313 -
Vehicle and Equipment Replacement and Enhancement The following vehicles and equipment are scheduled for replacement in
2019 at a total estimated cost of $986,100:
Commitments Made
3 - Light Duty $161,100
Asset management of vehicles and equipment is based on 2 - Heavy Duty $800,000
life-cycle costs. Although vehicles and equipment is scheduled for 1 - Equipment $25,000
replacement based on anticipated usage and conditions, final
decisions are made only after a complete mechanical and financial Accessibility Considerations
analysis is undertaken.
N/A
The hourly charge out rate for vehicles and equipment includes a
'depreciation charge' that is transferred to the Public Works
Equipment Reserve Fund. The Reserve is used to finance the
purchase of vehicles and equipment.
- 314 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Vehicle and Equipment Replacement and

Enhancement
Project # 5-15.02
Expenditures
Contractual Services 14,813.1 986.1 2,093.0 1,504.0 1,161.0 1,862.0 7,207.0
Direct Revenue
Recoveries
Net Requirements 14,813.1 986.1 2,093.0 1,504.0 1,161.0 1,862.0 7,207.0

Debentures
Development Charges
Reserves
PW Equip Purchase Reserve Fund 14,813.1 986.1 2,093.0 1,504.0 1,161.0 1,862.0 7,207.0
Federal Gas Tax
Total Reserves 14,813.1 986.1 2,093.0 1,862.0 7,207.0
1,504.0 1,161.0
Capital Levy
- 315 -
Upgrade and Replace Playground Equipment The 2019 replacement program will be placed on hold with no new
funds requested. The City is currently in the process of developing an
Commitments Made overarching parks planning and review policy and the related
processes to support and guide parks planning and development into
The maintenance and repair of playground structures and court the future. It is recommended that we place this Capital funding
facilities is an ongoing commitment. Regulations require the program on hold until the outcome of this plan is known.
monitoring and upgrading of existing facilities to meet current CSA
standards and AODA requirements. Accessibility Considerations
Effects on Future Operating Budgets Play structures will contain accessibility features pertaining to
adjustable level seating and additional ground level features. Access to
The betterment of park playground equipment and court facilities above ground features will be by stairs and ramps as well as ladders.
supports Risk Management objectives and reduces the need for Ground protection is to be fully accessible with the provision of
major repairs funded through the operating budget. accessible walkways to access the play equipment.
- 316 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description 2019 Upgrade and Replace Playground Equipment
Project # 5-15.03
Expenditures
Contractual Services 4,086.2 402.2 414.3 426.7 439.5 2,403.5
Net Requirements 4,086.2 402.2 414.3 426.7 439.5 2,403.5

Capital Levy 4,086.2 402.2 439.5 2,403.5
414.3 426.7
- 317 -
Upgrade Playing Fields Funds will be utilized for playing field enhancements in the highly
utilized athletic field locations. Such enhancements will include
Commitments Made topdressing, overseeding, drainage and field leveling programs. Infield
and outfield work at ball diamonds are also included. Locations are
The maintenance and repair of sports fields is an ongoing selected from user group feedback.
commitment to sustain turf areas, site amenities and structures.
Priorities for field upgrades are based on user surveys completed Future Capital forecasts have been compounded annually at 3% to
on an annual basis by the Recreation Division. allow for increased costs for enhancements.
Effects on Future Operating Budgets Funding requests for 2019 have been placed on hold as part of
balancing the overall 2019 Capital Budget process.
Funds are provided to operate playing fields in the Parks Operating
Budget. Accessibility Considerations
All projects will consider all viable Accessibility options during the
planning and construction phases. Upgrades will include a
coordination of improvements to accessible features such as parking,
signage, walkway or trail connections, rest and shade areas from
planted trees or structures, eating areas and waste and recycling
stations.
- 318 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description 2019 Upgrade Playing Fields
Project # 5-15.04
Expenditures

Capital Levy 774.5 76.3 83.3 455.4
78.6 80.9
- 319 -
2019 2020 2021 2022 & After


Public Works
2019 Urban Forest

Management - Strategic 5-15.05 2,006.8 175.0 175.0 175.0 180.3 180.3 185.7 185.7 1,465.8 1,465.8
Plan Implementation
Total 2,006.8 175.0 175.0 175.0 180.3 180.3 185.7 185.7 1,465.8 1,465.8
- 320 -
Urban Forest Management - Strategic Plan Implementation • Administer and develop policy to advance the key objectives of an
Urban Forestry Strategic Plan;
Commitments Made • Manage maintenance records to recognize progress in achieving
key deliverables of the Urban Forest Strategic Plan;
• Trees are planted on a replacement basis of 3 to 1, subject to • Renew the urban forest resource by planting trees along the
budget considerations in accordance with the Urban Forest right-of-way on public and open space;
Strategic Plan. • Provide assistance and expertise to private property owners to
• A work program has been created to develop and implement the encourage and enhance the urban forest; and
Urban Forest Strategic Plan. • Administer and manage volunteer programs that support the Urban
• The Urban Forest Strategic Plan was updated in June 2016. Forest Strategic Plan.
Effects on Future Operating Budgets Funding has been allocated on the following basis:
The maintenance of trees is funded through the Operating Budget. • $75,000 to implement the Urban Forest Strategic Plan; and
• $100,000 to plant trees.
Future Capital forecasts are based on an annual 3% Cost of Living

increase in order to meet expected future costs. This may change as
needs are refined.
N/A
- 321 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description 2019 Urban Forest Management - Strategic Plan

Implementation
Project # 5-15.05
Expenditures

Capital Levy 2,006.8 175.0 180.3 197.0 1,077.5
185.7 191.3
- 322 -
2019 2020 2021 2022 & After


Transit
Transit Buses
5-16.01 6,374.0 2,164.0 1,339.0 825.0 330.0 495.0 4,210.0 1,136.7
Transit Stop Signage

Upgrade 5-16.02 150.0 100.0 100.0 100.0 50.0 50.0
Transit Supervision and

Customer Service 5-16.03 155.0 75.0 75.0 75.0 80.0 80.0
Vehicle
Transit Garage
Replacement Site 5-16.04 30,900.0 900.0 15,000.0 4,050.0 15,000.0 4,050.0
Selection Study
Phase 2 - Transit ITS
Program 5-16.05 1,531.0 831.0 700.0 700.0
Accessible Transit Stops

5-16.06 247.8 57.9 61.4 61.4 63.3 63.3 65.2 65.2
Transit Stop Shelters

5-16.07 188.3 45.0 46.8 46.8 47.8 47.8 48.7 48.7
Downtown
Transportation Hub and 5-16.08 51,050.0 500.0 50,550.0 50,550.0
Route Review
Total 90,596.1 2,333.9 2,339.0 1,339.0 1,000.0 175.0 330.0 495.0 15,858.2 4,908.2 15,191.1 4,241.1 54,873.9 51,800.6
- 323 -
Division: Transportation - Transit
Transit Buses At the end of 2017, the City had a fleet of 52 conventional transit
buses. As of December 2018, the average fleet age is 7.7 years and
Commitments Made 100% of the fleet is fully accessible. In 2018, the City launched its first
Community Bus route, to supplement the conventional and specialized
The conventional transit fleet replacement and expansion program transit service and assist in relieving over capacity conditions on the
was updated as part of the approved 2012 Public Transit Handi-van system.
Operations Review (Report USDIR12-016 and USDIR12-019).
Report IPSTR18-016 pre-committed a portion of the 2019 funding With increased service to Fleming College and Trent University
subject to confirmation of federal-provincial funding contributions. implemented in 2017 and 2018, Transit has operated with a lower than
optimum spare ratio due to space constraints at the Transit garage .
Effects on Future Operating Budgets The Community Bus pilot also operates with no spare vehicles and a
conventional bus or Handivan has to be used when the Community Bus
Reduction in maintenance costs, fuel savings, and reduction in goes out of service for maintenance work. With the relocation of Public
greenhouse gas emissions from the transit vehicle fleet. Works operations in 2019, additional space in the yard will be
available to accommodate additional bus storage, albeit outdoors.
Requested funding will allow for the purchase of three new conventional
buses and two new Community Bus vehicles in 2019 to ensure current
service levels can be met consistently, and will allow for some
expansion of service to meet increased ridership demands.
Transit Fleet purchases are partially funded from the Transit Fleet
Reserve, the Federal-Provincial Public Transit Infrastructure Fund and
the Federal Gas Tax Program.
All new bus purchases are fully accessible.
- 324 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Transit
Project Description Transit Buses
Project # 5-16.01
Expenditures
Direct Revenue
Revenue-Ontario Grant 1,994.3 605.0 1,389.3
Revenue-Canada Grant 2,418.0 734.0 1,684.0
Debentures
Reserves
Transit Reserve 1,063.4 495.0 568.4
Total Reserves 1,063.4 495.0 568.4
- 325 -
Transit Stop Signage Upgrade As part of the ITS program for Peterborough Transit, passengers will
be able to receive automatic next bus arrival information delivered to
Commitments Made their smart phones or to various wayside signs at major transit stops
and terminals. In order to receive customized information for a
In considering Report IPSTR18-014, Council approved the particular transit stop, users need to enter the stop number into the
implementation of an ITS program for Peterborough Transit, which application, which in turn will provide the next 2-3 bus arrival times for
includes technology to provide automatic next bus arrival that particular stop. To facilitate this, stop ID numbers will need to be
information for passengers. added to all of the transit stops across the City.
Effects on Future Operating Budgets In addition to the ITS program, many other jurisdictions are providing
enhanced signage at transit stops to better inform customers about the
Enhanced signage at transit stops may increase the future costs for bus routes that service particular stops, whether the stop is accessible
sign upgrades and maintenance. or not, and how to find information about the transit system.
New types of service strategies are expected to be implemented in the

future including more Community Bus routes, higher frequency express
routes with fewer stops, and local feeder routes that service all stops
along a route. Upgrading the signage at transit stops, will allow users
to better utilize the new ITS system being deployed and will help them
navigate the new transit route system that will be implemented as part
of the Transit Route Review.
Opportunities to incorporate accessibility information about transit

stops, and help passengers with visual disabilities find transit stops will
be incorporated into the design of the new signage standard.
- 326 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Transit Stop Signage Upgrade
Project # 5-16.02
Expenditures
Capital Levy 150.0 100.0 50.0
- 327 -
Transit Supervision and Customer Service Vehicle Peterborough Transit has two light duty vehicles for use by transit
supervisory staff to support day-to-day operations including monitoring
Commitments Made transit service delivery and responding to on-site incidents requiring
investigations. The use of City owned vehicles reduces the cost of
personal vehicle use. The replacement of the 2010 Chevrolet Equinox
Effects on Future Operating Budgets was deferred in 2017 and again in 2018. The vehicle now needs
replacement, and an accessible van will be purchased that can be
Reduced maintenance costs for a newer vehicle. used for on-road supervisors to monitor service, but also to shuttle
drivers to relief points, and assist with pick ups of disabled passengers
who cannot be accommodated on full conventional buses.
An accessible vehicle will be purchased to assist with emergency pick

ups of customers who cannot be accommodated on conventional
buses due to overcrowding.
- 328 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Transit Supervision and Customer Service Vehicle
Project # 5-16.03
Expenditures

Capital Levy 155.0 75.0 80.0
- 329 -
Transit Garage Replacement Site Selection Study The current Transit Garage at the Townsend Street Yard is only capable
of storing 42 buses inside. With a conventional fleet of 55 buses at the
Commitments Made end of 2019, 13 conventional buses, the new Community Bus, and the
entire fleet of 11 handi-vans, require outside overnight parking.
The 2012 Transit Review identified the substandard garage and Outdoor storage of numerous vehicles also means that vehicles cannot
impacts on the efficiency of vehicle maintenance activities. be properly washed and cleaned at the end of the day to ensure that
interior surfaces and the advanced accessibility features (kneeling
In Report PLPD14-018, Council approved the purchase and buses, accessible ramps) do not freeze up during the winter. The
redevelopment of the 791 Webber Avenue property for a new inability to properly service and maintain buses reduces the life
Public Works Yard. The size of this yard is not large enough to expectancy of the asset and increases longer term maintenance costs.
incorporate a new bus storage facility, yet all major bus With the introduction of the Public Transit Infrastructure Fund - Phase 2
maintenance activities will occur at this new location. in the 2017 federal budget, approximately $57 million in new federal
and provincial funding is expected to be available to the City over the
Effects on Future Operating Budgets next 13 years. The federal-provincial funding program requires 27%
matching contribution from municipalities. Details on the annual
Improve efficiency of maintenance, reduce long term maintenance allocation of funding and project approval process have yet to be
costs, reduce staff time to shuttle buses from the Townsend Street announced, however, it is anticipated that funding applications will be
Yard to the Public Works Yard at Webber Avenue. required to be submitted in early 2019 for major projects in the
municipality's capital plan.
Funds in 2017 were used to undertake a Transit Garage relocation
study, complete design work for the selected location and secure
necessary approvals allowing for construction to proceed once funding
becomes available.
Interior spaces in the building will be fully accessible.
- 330 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Transit Garage Replacement Site Selection Study
Project # 5-16.04
Expenditures
Direct Revenue
Revenue-Ontario Grant 9,900.0 4,950.0 4,950.0
Revenue-Canada Grant 12,450.0 450.0 6,000.0 6,000.0
Total Direct Revenue 22,350.0 450.0 10,950.0 10,950.0
Debentures
Development Charges
Reserves
Transit Reserve 450.0 450.0
Capital Levy
- 331 -
Phase 2 - Transit ITS Program Phase 2 of the Transit ITS program will build upon the technology
platform developed in Phase 1, adding additional Intelligent
Commitments Made Transportation infrastructure to the transit fleet. In 2018, funding was
used to add cameras to the existing transit fleet. Phase 2 will see
Report ISPTR18-014 awarded a new ITS system for Transit which exterior collision warning sensors added in 2020 to warn drivers of
included new camera installations on all transit vehicles. hazards that may not be visible or hidden in blind spots.
Effects on Future Operating Budgets New technologies for collision warning systems also provide advance
warning to drivers of potential conflicts with other vehicles or
Introduction of additional collision warning devices on the transit pedestrians. Noticeable benefits have been seen in buses equipped
fleet will significantly reduce costs associated with accidents and with this technology in collision reductions with pedestrians and other
claims. Some increase in annual software licensing costs and vehicles at intersections where blind spots, crosswalks, and busy
replacement of ITS components would occur annually. turning movements contribute to higher collision risks.
Collision avoidance technology would be installed on conventional and

specialized transit vehicles.
- 332 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Phase 2 - Transit ITS Program
Project # 5-16.05
Expenditures
Reserves
Reserves & Reserve Funds 181.0 181.0
Transit Reserve 850.0 650.0 200.0
Total Reserves 1,031.0 831.0 200.0
- 333 -
Accessible Transit Stops This project continues the annual program to reconstruct public transit
stops to be fully accessible and compliant with AODA Transportation
Commitments Made and Built Environment standards. The conventional transit system is
currently supported by over 620 public transit stops, many of which are
not accessible to people with disabilities. Although progress has been
Effects on Future Operating Budgets made to achieve a fully accessible transit fleet in 2017, many transit
stops continue to offer barriers such as full height curbs , steps, and
Increased maintenance costs including winter control. grass boulevards that make the stop not accessible to passengers
using mobility devices.
In 2017 and 2018, approximately 130 transit stops were upgraded to

be fully accessible as part of the Public Transit Infrastructure Funding
received. In 2020 the upgrade program will resume. It is estimated that
65% of the 620 transit stops in the city are fully accessible, with
approximately 220 requiring additional work.
Project will make transit stops accessible by providing concrete pads

and connections to existing sidewalks for passengers using mobility
devices.
- 334 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Accessible Transit Stops
Project # 5-16.06
Expenditures

Capital Levy 247.8 57.9 61.4 63.3 65.2
- 335 -
Transit Stops and Shelter This program continues the transit stop upgrade program from 2017
and 2018 as part of the Public Transit Infrastructure Funding received
Commitments Made from the federal government, with an annual program to upgrade
existing transit stops and install new transit shelters where required.
Effects on Future Operating Budgets The program consists of construction of concrete pads and new
shelters (comprised of a mix of 4x8', 4x12' and 8x12' transit shelters) to
Maintenance costs average approximately $1,000 per year per accommodate various levels of passenger demand. Shelters are glass
shelter. design with doomed roof complete with interior seating benches and
some have solar lighting.
Resuming in 2020, requested funding will allow for upgrading three

transit stops each year with new concrete pads and shelters.
The stop upgrades enhance accessibility and each shelter is barrier

free and designed to accommodate passengers with mobility devices.
- 336 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Transit Stop Shelters
Project # 5-16.07
Expenditures

Development Charges
DCRF Transit 62.8 15.0 15.6 16.0 16.2
Total Development Charges 62.8 15.0 15.6 16.0 16.2
Capital Levy 125.6 30.0 31.2 31.8 32.5
- 337 -
Downtown Transportation Hub and Route Review The Downtown Public Transit Terminal underwent a major upgrade to
the customer service and office areas at the Transit Terminal, and
Commitments Made repairs to the Parkade were completed in 2016 to extend the life of the
existing structure. Various structural reviews have recommended $3-4
The approved 2012 Public Transit Operations Review (Reports million in additional rehabilitation work in the next five years for the
USDIR12-016 and USDIR12-019) recommended construction of a parking structure and culvert under the building. The 2018 budget
new downtown terminal with a modern flow-through design in the request for $200,000 was increased by $300,000 of pre-approved
longer term. Council, in approving Report USDIR18-002, provided Parkway funding to undertake a three part study. Part one will examine
funding to increase the scope of this study to include a Route potential changes to transit routes across the city to better serve
Review and Long Term Transit Growth Strategy. customers, increase ridership, and serve new growth areas. The Route
Review will assess the potential benefits of moving to a distributed hub
Effects on Future Operating Budgets or grid style of route system as opposed to a central terminal, which
may significantly reduce the required footprint and costs for a new
A new downtown terminal may be smaller, but introduction of downtown terminal. Part two of the study will examine future transit
satellite terminals will offset savings and likely result in increased improvements to increase the mode share of transit to 6% or higher,
maintenance and utility costs. A better flow of bus traffic would as input to an updated Transportation Master Plan. Part three of the
reduce operational costs. Changes to existing transit routes may study will use the results of the first two parts to complete longer term
result in reduced operating costs, however, expansion of routes to planning to develop a conceptual design, cost estimate, and
serve new growth areas may increase operating costs. implementation strategy for the replacement of the downtown transit
terminal in order to update future budget requirements. The budget
requests shown, starting in the year 2024, are preliminary estimates
from the 2012 Transit Operations Review.
The conceptual design will include accessibility requirements for

interior spaces and platform areas for customers and staff.
- 338 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Downtown Transportation Hub and Route Review
Project # 5-16.08
Expenditures

Debentures
Development Charges
DCRF Parking 5,264.2 5,264.2
DCRF Transit 3,717.5 50.0 3,667.5
Reserves
Transit Reserve 50.0 50.0
Capital Levy 1,142.0 400.0 742.0
- 339 -
2019 2020 2021 2022 & After


Parking
Simcoe Street Parking

Garage Rehabilitation 5-17.01 3,730.0 350.0 410.0 410.0 410.0 2,970.0 2,970.0
Parking Equipment
Purchases 5-17.02 1,771.3 100.0 100.0 100.0 105.0 105.0 110.3 110.3 1,456.0 1,456.0
Total 5,501.3 350.0 510.0 510.0 410.0 100.0 3,075.0 3,075.0 110.3 110.3 1,456.0 1,456.0
- 340 -
Division: Transportation - Parking
Simcoe Street Parking Garage Rehabilitation The Simcoe Street Parkade was constructed in 1974 and is a 4-1/2
storey split-level, above grade, parking structure. The parking structure
Commitments Made has undergone one major rehabilitation program between 2002 and
2005. Phase 1 of the second rehabilitation program started in 2016 at
In 2013, a structural review of the Simcoe Street Parking Garage a cost of $790,000 and focused on replacing deteriorated concrete on
was conducted with the results indicating structural and mechanical structural beams, updating the drainage systems, and localized repairs
repairs would be required in 2015. The first phase of repairs at the to the concrete deck surface, waterproofing systems and expansion
Simcoe Street Garage were completed in 2016. Report joints. An updated structural review completed in 2017 identified a
IPSTR18-021 approved additional public safety enhancements in further $2.3 million in work to upgrade and replace the waterproofing
the garage including cameras, enhanced lighting and panic alarms. system and repair deteriorated concrete in the structure. New
proposed Regulations under the Building Code Act will prescribe
Effects on Future Operating Budgets enhanced maintenance standards and require more frequent building
condition evaluations to be completed on parking structures with
Lower maintenance costs and improved service to the public. non-parking uses on the lower levels. Requested 2019 funding will be
used to complete some additional safety enhancements approved in
Report IPSTR18-021; the completion of detailed condition
assessments on the current garage; and the completion of detailed
design and preparation of contract drawings and tender documents for
rehabilitation in 2020.
Opportunities to enhance accessibility for the garage areas will be

considered in the safety upgrade and rehabilitation project.
- 341 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Parking
Project Description Simcoe Street Parking Garage Rehabilitation
Project # 5-17.01
Expenditures
Debentures
Deb Rev - User Charges 350.0 350.0
Total Debenture Financing 3,730.0 350.0 410.0 2,970.0
- 342 -
Division: Transportation - Parking
Parking Equipment Purchases This is an ongoing program to purchase and install new and/or
updated parking control equipment for all areas under the purview of
Commitments Made the Parking Section, including the Simcoe and King Street Parking
Garages, various surface lots, and on-street parking spaces.
In November 2017, in considering Report USTR17-018, Council
approved a Strategic Downtown Parking Management Study to In past years, items purchased through this program have included:
guide parking operations for the next ten years. Investments in new pay and display machines for surface lots and on-street parking
parking equipment at surface lots and in the parking garages were spaces; kiosks, gate arms, and cash/logic revenue systems at
included in the study recommendations. garages; handheld ticketing devices; etc.
Effects on Future Operating Budgets As recommended in the Strategic Downtown Parking Management
Study, it is anticipated that funds requested in 2019 will be used to
Lower maintenance costs at off-street and on-street lots. upgrade signing and technology in the garages to improve wayfinding,
customer service, and parking management in the garages.
- 343 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Parking
Project Description Parking Equipment Purchases
Project # 5-17.02
Expenditures
Reserves
Parking Reserve 1,771.3 100.0 105.0 110.3 115.8 121.6 705.2 513.5
Total Reserves 1,771.3 100.0 105.0 121.6 705.2 513.5
110.3 115.8
Capital Levy
- 344 -
2019 2020 2021 2022 & After


Traffic and Transportation
Traffic Signal Controller

Replacement Program 5-18.01 2,697.3 450.0 250.0 250.0 250.0 477.4 477.4 491.7 491.7 1,028.2 1,028.2
Traffic Signal
Infrastructure 5-18.02 2,670.6 257.7 154.5 154.5 154.5 159.1 159.1 163.9 163.9 1,935.4 1,935.4
Intersection Pedestrian
Safety Enhancements 5-18.03 646.8 100.0 103.0 103.0 103.0 106.1 106.1 109.3 109.3 228.5 228.5
Traffic Signal
Uninterrupted Power 5-18.04 435.1 75.0 27.3 27.3 27.3 79.6 79.6 82.0 82.0 171.4 171.4
Supply Equipment
Tourism Wayfinding Sign
Program 5-18.05 40.0 20.0 20.0 20.0 20.0 20.0
Smart Signal
Implementation 5-18.06 2,000.0 1,000.0 1,000.0 1,000.0 1,000.0
Total 8,489.9 882.7 554.8 554.8 297.3 257.5 1,842.2 1,842.2 1,846.9 1,846.9 3,363.4 3,363.4
- 345 -
Division: Transportation - Traffic and Transportation
Traffic Signal Controller Replacement Program This multi-year program is to replace the City's aging on-street traffic
signal controller equipment. The City operates and maintains 130
Commitments Made signalized intersections across the city, of which 25% are in excess of
fourteen years old and have reached the end of their service life. Of the
Council, in approving Report USDIR18-002, established funding for remaining 98 traffic signal controllers, approximately 80 controllers are
a series of Transportation studies and improvements including the between 8 and 14 years old. The average expected service life of
development of a Signal System Update Program, funded from traffic signal controller equipment is 14 years. By the end of this
redeployment of pre-approved Parkway Corridor project funding. replacement program the oldest traffic signal controller will be eight
While the Traffic Signal Controller Upgrade program is a separate years old or less. The implementation of this program will be
program, the controller upgrades are required to implement Smart coordinated with the replacement of the central traffic signal control
Signal systems across the city. system and the Smart Signal Implementation Program.
Effects on Future Operating Budgets For future years, it is recommended that $450,000, indexed each year
by 3%, be allocated for the Traffic Signal Replacement Program.
The implementation of new traffic signal controllers will reduce
increasing maintenance costs funded through operating budgets.
- 346 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Traffic and Transportation
Project Description Traffic Signal Controller Replacement Program
Project # 5-18.01
Expenditures

Reserves
Traffic Signal Reserve 267.0 267.0
Capital Levy 2,430.3 183.0 250.0 477.4 521.7

491.7 506.5
- 347 -
Traffic Signal Infrastructure Improvements Initiated in 2005, this is a multi-year program to replace deteriorating
traffic signal equipment to meet minimum standards and control
Commitments Made increasing maintenance costs.
The condition of existing traffic signal infrastructure, primarily in the

Effects on Future Operating Budgets older areas of the city, is poor. This program includes the replacement
of poles, signal heads, pedestrian push buttons, detection equipment
Each improvement made to the existing traffic signal infrastructure and mast arms.
will reduce future maintenance costs.
Each year intersections are identified for improvement, based on
condition ratings and work programs, as funding permits. There are
currently 130 traffic signals city-wide (thirteen are Intersection
Pedestrian Signals). Through new and road reconstruction programs,
four additional signalized intersections were added to the inventory in
2018 and four to five are also anticipated for 2019. For future years, it
is recommended that $150,000, indexed each year by 3%, be
allocated for Traffic Signal Infrastructure Improvements.
Traffic signal infrastructure improvements also include upgrading traffic

signal equipment to meet the needs of people with disabilities. All new
traffic signals include audible pedestrian signals and accessibility
features. The City is proposing to fund the installation of audible
pedestrian signals at two locations in 2019. The location will be
determined jointly by City staff and members of the Accessibility
Advisory Committee.
- 348 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Traffic Signal Infrastructure
Project # 5-18.02
Expenditures
Contractual Services 2,670.6 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8
Net Requirements 2,670.6 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8
Reserves
Traffic Signal Reserve 2,670.6 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8
Total Reserves 2,670.6 257.7 154.5 159.1 173.9 950.9 641.8
163.9 168.8
- 349 -
Intersection Pedestrian Safety Enhancements and Ladder This project is the continuation of a multi-year program to enhance
Crosswalks pedestrian safety at signalized intersections, through supplementing
the traditional pedestrian signals with countdown pedestrian signals
A project to promote pedestrian safety by improving existing and upgrading existing pavement markings, to enhanced ladder
crosswalks at signalized intersections through the implementation crosswalk pavement markings at busy intersections across the city.
of ladder pavement markings and countdown pedestrian signals.
Each year intersections will be identified, based on pedestrian
Commitments Made volumes and work programs, and will be set as funding permits. The
focus in 2019 will be to upgrade pedestrian crossings at major
intersections on arterial roads.
For future years, it is recommended that $100,000, indexed each year
Increase in future operating budgets to maintain the added traffic by 3%, be allocated for Intersection Pedestrian Safety Enhancements.
signal and pavement marking infrastructure.
This project will benefit people of all abilities by enhancing pedestrian

visibility at signalized intersections.
- 350 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Intersection Pedestrian Safety Enhancements
Project # 5-18.03
Expenditures

Reserves
Insurance Reserve 103.0 103.0
Capital Levy 543.8 100.0 106.1 115.9
109.3 112.6
- 351 -
Traffic Signal Uninterrupted Power Supply Equipment This multi-year program is to upgrade existing signalized intersections
by adding uninterrupted power supply equipment (back up power
Commitments Made supply) to allow traffic signals to continue to operate during power
outages. Each year intersections will be identified, based on
pedestrian and vehicle volumes and work programs, and will be set as
Effects on Future Operating Budgets funding permits. The initial focus will be for intersections in the
downtown and on the arterial road network. This type of device
This project reduces the cost of providing paid duty officers to reduces the risk of both vehicle-vehicle and vehicle-pedestrian
direct traffic during planned outages. collisions during power outages.
For future years, it is recommended that $75,000, indexed each year

by 3%, be allocated for Traffic Signal Uninterrupted Power supply
equipment.
This project will benefit people of all abilities by maintaining traffic

signal operation during a power outage.
- 352 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Traffic Signal Uninterrupted Power Supply Equipment
Project # 5-18.04
Expenditures

Capital Levy 435.1 75.0 27.3 79.6 86.9
82.0 84.4
- 353 -
Tourism Wayfinding Sign Program Upgrade This multi-year program is to replace the City's aging tourism
wayfinding signs and will align with Peterborough & the Kawarthas
Commitments Made Tourism wayfinding strategy. The Peterborough & the Kawarthas
Tourism wayfinding strategy lead by Peterborough & the Kawarthas
Economic Development has been developed as a regional tourism
Effects on Future Operating Budgets wayfinding program in consultation with City, County and Township
staff. The implementation of this program will provide positive
The implementation of new tourism signs will reduce increasing guidance to visitors from both inside and outside the city and the
maintenance costs funded through operating budgets. region.
- 354 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Tourism Wayfinding Sign Program
Project # 5-18.05
Expenditures
- 355 -
Smart Traffic Signal Implementation This multi-year project will focus on funding the installation of field
equipment necessary to implement a "Smart Traffic Signal" system
Commitments Made across the city, where the traffic signals can detect prevailing traffic
demands and traffic flow conditions in real time, and automatically
Council, in approving Report USDIR18-002, established funding for adapt the signal settings to optimize the flow of traffic along major
a series of Transportation studies and improvements including the arterial roads.
development of a Signal System Update Program, funded from
redeployment of pre-approved Parkway Corridor project funding. In 2019, pre-approved funding within other projects will be used to
procure a new central signal system, upgrade signal controllers, and
Effects on Future Operating Budgets develop an implementation program. In 2020, work will begin with field
implementation of new equipment needed for enhancing the
Full implementation of Smart Traffic Signals will result in increased communication infrastructure in the field, so that traffic signal
operational costs, including the need for additional dedicated staff controllers at various intersections can share data and communicate in
resources to run the system, increased maintenance budgets to real time; and installing enhanced detection equipment to collect and
maintain high tech detection equipment in the field, and increased provide up to date information on the volume, speed and flow of traffic
annual costs for data communication and networking. on all approaches to the intersections and in mid-block locations
between intersections. Implementation will be coordinated with
ongoing construction projects, such as the Chemong Road widening.
Opportunities to upgrade existing signals to provide audible

pedestrian signals will be incorporated where possible.
- 356 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Smart Signal Implementation
Project # 5-18.06
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Contribution from related project 2,000.0 1,000.0 1,000.0
Federal Gas Tax
Total Reserves 2,000.0 1,000.0 1,000.0
Capital Levy
- 357 -
2019 2020 2021 2022 & After


Transportation Planning
King Street Cycling

Project 5-19.01 900.0 150.0 750.0
Total 900.0 150.0 750.0
- 358 -
Division: Transportation - Transportation Planning
King Street Cycling Project King Street was recommended in the 2012 Comprehensive
Transportation Plan to have cycling infrastructure, along with Charlotte
Commitments Made Street. The approved concept design for Charlotte Street maintains
on-street parking and incorporates enhanced pedestrian infrastructure
Report USDIR17-004, Streetscape and Public Realm for Charlotte such that protected cycling facilities cannot be accommodated,
Street from Aylmer Street to Park Street, recommended that this therefore providing protected cycling infrastructure on King Street is a
project be a priority. priority. The cycling infrastructure options and concept design will be
developed in 2018/2019 with implementation planned for 2020.
Additional maintenance costs will be associated with new cycling
infrastructure such as winter maintenance, pavement marking, sign Opportunities to incorporate accessibility improvements will be
maintenance, etc. considered during concept and detailed design.
- 359 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Transportation Planning
Project Description King Street Cycling Project
Project # 5-19.01
Expenditures
Direct Revenue
Casino Gaming Reserve 900.0 150.0 750.0
Capital Levy
- 360 -
2019 2020 2021 2022 & After


Projects 5-19.02 109.8 35.9 35.9 35.9 36.6 36.6 37.3 37.3
Total 109.8 35.9 35.9 35.9 36.6 36.6 37.3 37.3
- 361 -
Division: Transportation - Transportation Planning
Transportation Planning Projects The 2012 Transportation Plan is a blueprint for the City's transportation
system. The Plan contains many recommendations which require
Commitments Made varying levels of added study to be implemented.
A number of these projects and initiatives are in the area of

Effects on Future Operating Budgets Transportation Demand Management formulating strategies to
improve travel in the city including public transit, cycling and walking.
This is an on-going capital program. This capital program will fund various activities such as specialized
data collection on pedestrian and bicycle use, bike racks at area
destinations, bike share programs, printing of cycling maps and
guides, and consultants used to assess project feasibility.
- 362 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Transportation - Transportation Planning
Project Description Transportation Planning Projects
Project # 5-19.02
Expenditures

Capital Levy 109.8 35.9 36.6 37.3
- 363 -
2019 2020 2021 2022 & After


Environmental Services
2019 WWTP Equipment

Upgrades and 5-20.01 1,270.0 865.0 865.0 865.0 45.0 45.0 45.0 45.0 315.0 315.0
Replacement
Wastewater Collection
Facility - Heavy 5-20.02 200.0 200.0 200.0 200.0
Equipment Shelter
WWC Equipment
Upgrades and 5-20.03 710.0 530.0 180.0 180.0 180.0
Replacement
Generator Repair Start
up Equipment 5-20.04 60.0 60.0 60.0 60.0
Total 2,240.0 530.0 1,305.0 1,305.0 1,305.0 45.0 45.0 45.0 45.0 315.0 315.0
- 364 -
Division: Environmental Services - Environmental Services
WWTP Equipment Upgrades and Replacements The following equipment needs to be added, replaced or requires
preventative maintenance in 2019:
Commitments Made
- Polymer Optimization Equipment
None. - Screens for Park Street
- Centrifuge 24,000 Hour overhauls
Effects on Future Operating Budgets - Raw Sewage #3 Motor
- PHO4, NH4 and TSS Sensors
The investment in 2019 towards upgrading and maintaining existing - Programmable Logic Controllers (annual $45,000 expenditure)
equipment, which is relied upon for safe and efficient treatment of
waste water, will ultimately save money in future operational Accessibility Considerations
budgets and ensure compliance with increasingly stringent
environmental legislation. None.
- 365 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Environmental Services - Environmental Services
Project Description 2019 WWTP Equipment Upgrades and Replacement
Project # 5-20.01
Expenditures

Reserves
Waste Water Reserve Fund 1,270.0 865.0 45.0 45.0 45.0 45.0 225.0
Total Reserves 1,270.0 865.0 45.0 45.0 225.0
45.0 45.0
- 366 -
Wastewater Collection Facility - Heavy Equipment Shelter (Leanto) The Wastewater Collection (WWC) team moved to the Kennedy Road
site in 2013. The facility design included a heavy duty equipment
Commitments Made shelter leanto attached to the WWC building off of the south side .
Three concrete footings were installed at the initial build phase. The
completion of this project was delayed due to budgetary restrictions.
Effects on Future Operating Budgets The completion of this project will provide space to house all
equipment within our current facility. The completion of the overhang
None. would allow appropriate storage for our equipment thereby extending
the life of the asset.
None.
- 367 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Wastewater Collection Facility - Heavy Equipment

Shelter (Leanto)
Project # 5-20.02
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy
- 368 -
Waste Water Collection Equipment Upgrades and Replacement The Waste Water Collection team undertakes an average of one sewer
dig a day. This includes digging blocked or damaged sewers, sanitary
Commitments Made laterals, maintenance holes and catch basins. Over the last number of
years, a back hoe had been borrowed from Public Works when it is
available and, during the busy periods, a backhoe has been rented at
Effects on Future Operating Budgets $4,000 per month. However, the Public Works backhoe is not available
most of the time, due to the Public Works workload, and
The hourly charge rate for vehicles and equipment includes a renting a backhoe is becoming increasingly more difficult. Accordingly,
depreciation charge that is transferred to the Fleet Reserve Fund. to meet current targets and the demands of the Collection team
This Reserve is used to finance the acquisition of vehicles and workload, a new backhoe is proposed for the 2019 budget year.
equipment.
None.
- 369 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description WWC Equipment Upgrades and Replacement
Project # 5-20.03
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
PW Equip Purchase Reserve Fund 300.0 300.0
Federal Gas Tax
Capital Levy
- 370 -
Purchase of Van and all related startup equipment for New Equipment will need to be purchased to enable the new Technician to
Generator Tech complete all aspects of their job.
Commitments Made Accessibility Considerations
None. None.
The new Generator Technician will require a vehicle and tools to

service the City's 28 generators. The purchase of these items will
allow us to maintain consistent future operating budgets.
- 371 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Generator Repair Start up Equipment
Project # 5-20.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy
- 372 -
2019 2020 2021 2022 & After


Environmental Services
Nelson Landfill
Monitoring Program 5-20.05 2,237.0 1,887.0 350.0 233.3 116.7 116.7
Generator Annual and

Quinquennial Testing 5-20.06 300.0 300.0 300.0 300.0
Harper Road Landfill

5-20.07 6,825.0 3,925.0 2,225.0 2,225.0 225.0 225.0 450.0 450.0
Total 9,362.0 5,812.0 650.0 233.3 416.7 116.7 300.0 2,225.0 2,225.0 225.0 225.0 450.0 450.0
- 373 -
Nelson Landfill Monitoring Program The City, in conjunction with Otonabee South Monaghan Township and
Fred Nelson & Sons, operated a licensed landfill site in the Township
Commitments Made on lands owned by Fred Nelson from the early 1970s to mid 1980s.
Environmental legislation under the Environmental Protection Act,
Originally, there was a tri-party agreement between the City, the requires on-going monitoring for all landfills registered in Ontario to
Township of Otonabee South Monaghan and Fred Nelson & Sons, ensure there are no risks to human health or the environment as a
that established an annual budget commitment to monitor the result of landfill operations.
closed landfill. However, there is presently no formal agreement
related to monitoring or other work at the Nelson Closed Landfill. Elevated contamination (PCBs) results have been obtained at the
former landfill. Additional sampling occurred in 2017 and remedial
Effects on Future Operating Budgets measures will be defined during negotiations with the Ministry of
Environment, Conservation and Parks (MECP). However, without a
Results from the 2014 monitoring program revealed the new cost sharing agreement in place, no further work on this project is
requirements for significant remedial action measures to be carried anticipated.
out on the site to bring the former landfill back into compliance with
current environmental legislation. Estimates range from $1,000,000 As negotiations continue with the stakeholders and the MECP, there
to $3,000,000. Additional operating funds are likely and will be may be a need to increase the City’s share of funds depending on
better defined as the results of new monitoring becomes available. findings of annual results and the framework of the new agreement.
None.
- 374 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Nelson Landfill Monitoring Program
Project # 5-20.05
Expenditures
Direct Revenue
Other Mun-grants & fees 713.3 596.7 116.7
Recoveries 710.8 594.2 116.7
Total Direct Revenue 1,424.2 1,190.8 233.3
Reserves
Capital Levy 766.3 649.7 116.7
- 375 -
Generator Annual and Quinquennial Testing A qualified outside contractor will be brought in to do load testing on all
of the City's 28 Generators - $300,000.
Commitments Made
None.
None.
2019 will mark the first year that the City has a dedicated generator
employee and program. As a result, all units need to be load tested
to establish a baseline and/or bring testing up to required
standards. Future years will require annual testing but with a much
reduced capital investment.
- 376 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Generator Annual and Quinquennial Testing
Project # 5-20.06
Expenditures

Reserves
- 377 -
Harper Road Landfill - Former Waste Disposal Site The City of Peterborough operated a landfill site from approximately
the mid-1940s to the mid-1960s in the area of Harper Road and Sir
Commitments Made Sandford Fleming Drive. This is not an engineered facility and the site
received both municipal and industrial waste. Recently, 2008 onwards,
Report USEP12-001 on January 23, 2012, established a capital some work was performed which was initiated to address PCB seeps
budget in the amount of $2,000,000 to conduct a detailed to surface water in the surrounding surface water streams. The Ministry
Environmental Study of the Harper Road former landfill site. Report of the Environment and Climate Change has directed the City to file an
USEP15-005 on June 1, 2015, identified the requirement to seek application for a new ECA for the site. This process will provide a
an Environmental Compliance Approval (ECA), for the site and to clear, concise directive outlining provisions to manage the former
fund an additional $187,000 to complete the required application landfill according to today’s applicable laws and standards .
submittal.
Supporting documentation from the detailed Environmental Study
Effects on Future Operating Budgets conducted in 2012, 2013 and 2014 will be used for the application
process. Once the ECA is approved, implementation of the ECA
Future clean-up and remedial initiatives will ultimately impact future requirements will begin.
budgets.
None.
- 378 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Harper Road Landfill
Project # 5-20.07
Expenditures
Contractual Services 6,825.0 3,925.0 2,225.0 225.0 225.0 225.0
Net Requirements 6,825.0 3,925.0 2,225.0 225.0 225.0 225.0

Reserves
Capital Levy Reserve 2,000.0 2,000.0
Capital Levy 4,800.0 1,900.0 2,225.0 225.0

225.0 225.0
- 379 -
2019 2020 2021 2022 & After


Waste Management
Peterborough Landfill
Site 5-21.01 17,864.5 9,539.5 1,565.0 782.5 782.5 782.5 4,500.0 2,250.0 240.0 120.0 2,020.0 1,010.0
Construction and
Transfer of Leaf and 5-21.02 4,000.0 2,500.0 1,500.0 1,500.0 1,500.0
Yard Compost Facility
Total 21,864.5 12,039.5 3,065.0 782.5 2,282.5 1,500.0 782.5 4,500.0 2,250.0 240.0 120.0 2,020.0 1,010.0
- 380 -
Division: Waste Mgmt - Waste Management
Peterborough County/City Waste Management Facility The South Fill Area was capped and closed in 2012 as per its closure
plan which included seeding and landscaping to a natural state.
Commitments Made
Cell 2 of the North Fill Area is expected to be capped late 2018 or
The City and County entered into an agreement on July 1, 2002, to early 2019 with Cell 3 continuing to receive waste for approximately
jointly own and operate the Peterborough Waste Management four to five more years.
Facility and share all costs and revenues on a 50-50 basis.
In 2017, a Reuse Building was set up in the Public Drop off area for
Effects on Future Operating Budgets furniture, and other goods that were considered too good to go to
landfill. These objects are available to anybody wishing to take them
The operating budget includes a “Landfill Operations” activity that away.
captures ongoing operating costs associated with the site and
tipping fee revenues all of which are cost shared 50-50 with the The following 2019 Capital Projects are proposed:
County.
- Final Cover for Cell 2
The waste disposal capacity and annual fill rates are based on best - Haul Soil Off-site
estimates and will be refined annually.
- 381 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Waste Mgmt - Waste Management
Project Description Peterborough Landfill Site
Project # 5-21.01
Expenditures
Contractual Services 17,864.5 9,539.5 1,565.0 4,500.0 240.0 475.0 95.0 510.0 940.0
Direct Revenue
Other Mun-grants & fees 8,932.3 4,769.8 782.5 2,250.0 120.0 237.5 47.5 255.0 470.0
Total Direct Revenue 8,932.3 4,769.8 782.5 2,250.0 47.5 255.0 470.0
120.0 237.5
Net Requirements 8,932.3 4,769.8 782.5 2,250.0 120.0 237.5 47.5 255.0 470.0
Reserves
Waste Management Reserve Fund 8,932.3 4,769.8 782.5 2,250.0 120.0 237.5 47.5 255.0 470.0
Total Reserves 8,932.3 4,769.8 782.5 2,250.0 47.5 255.0 470.0
120.0 237.5
- 382 -
Division: Waste Mgmt - Waste Management
Construction and Transfer of Leaf and Yard Compost Facility The existing compost site at Harper Road is required by the MECP to
cease receiving new material as of January 1, 2019. Accordingly,
Commitments Made studies have been undertaken to find, design and get approval for a
new compost site.
The Environmental Compliance Approval (No. A340106) for the
existing Harper Road Compost Site, requires that receipt of The new site is proposed to be within the lands of the County/City
organic waste at the Harper Site cease once a new leaf and yard Waste Management Facility on Bensfort Road. Studies have been
waste composting site has been approved and constructed at completed, and applications made to both the Township of
Bensfort Road Landfill. Application to the Ministry of Environment, Otonabee-South Monaghan, for zoning and land-use changes, and the
Conservation and Parks (MECP) has been made to allow a new MECP, to amend the Certificate of Approval for the landfill to allow for
leaf and yard compost facility at the landfill. outdoor windrow composting. The City awaits approvals before
proceeding with a Request for Tenders for the construction of the
Effects on Future Operating Budgets composting facility. It is anticipated that construction will occur in 2018.
The new compost site will incorporate updated Provincial Compost Accessibility Considerations
Standards. These standards involve a higher level of sampling and
monitoring with the resultant increase in operating costs. Where possible accessibility will be considered.
Additionally, more requirements are placed on the day-to-day
operation of the site including the control of litter, and formation and
turning of windrows.
- 383 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Waste Mgmt - Waste Management
Project Description Construction and Transfer of Leaf and Yard Compost

Facility
Project # 5-21.02
Expenditures

Debentures
Deb Revenue - WMRF 3,000.0 1,500.0 1,500.0
Reserves
Waste Management Reserve Fund 1,000.0 1,000.0
- 384 -
2019 2020 2021 2022 & After

Community Services Summary
Administration 6-1 11,216.3 340.0 565.0 565.0 1,132.6 1,132.6 9,178.7 9,178.7
Arts Culture and 6-2 25.0 25.0 25.0 25.0
Heritage
Museum 6-3 750.0 70.0 70.0 130.0 130.0 550.0 550.0
Library 6-4 5,218.2 487.5 18.0 469.5 8.6 77.4 383.5 478.9 478.9 495.4 495.4 3,756.5 3,756.5
Art Gallery 6-5 18,800.0 100.0 100.0 100.0 1,650.0 1,650.0 5,000.0 2,000.0 12,050.0 10,050.0
Arenas 6-6 60,691.1 3,774.4 532.5 532.5 432.5 100.0 29,825.0 9,559.0 18,475.0 5,759.0 8,084.2 2,034.2
Recreation 6-7 8,275.0 175.0 650.0 650.0 360.0 265.0 25.0 1,250.0 1,250.0 3,200.0 3,200.0 3,000.0 3,000.0
Peterborough Sport 6-8 70.0 70.0 70.0 70.0
and Wellness
Social Services 6-9 200.0 200.0 200.0 200.0
Total 105,245.7 4,289.4 2,065.0 18.0 2,047.0 566.1 437.4 365.0 678.5 33,838.9 13,572.9 28,433.0 12,717.0 36,619.4 28,569.4
- 385 -
2019 2020 2021 2022 & After

Community Services Summary
Administration 6-1 882.8 135.0 115.5 115.5 75.0 40.5 66.2 66.2 69.5 69.5 496.6 496.6
Arts Culture and 6-2 5,157.5 526.4 196.1 20.0 176.1 176.1 595.0 575.0 230.0 230.0 3,610.0 3,610.0
Heritage
Museum 6-3 125.0 75.0 15.0 60.0 60.0 50.0 50.0
Art Gallery 6-5 690.5 12.5 72.0 72.0 72.0 19.9 19.9 20.3 20.3 565.8 565.8
Arenas 6-6 630.0 150.0 480.0 480.0 480.0
Recreation 6-7 1,389.0 395.0 241.0 191.0 50.0 50.0 403.0 75.0 50.0 50.0 300.0 300.0
Social Services 6-9 28,556.0 13,290.0 3,006.0 2,697.8 308.3 68.3 90.0 150.0 1,598.0 718.3 1,383.0 468.3 9,279.0 3,545.3
Total 37,430.8 14,508.9 4,185.6 2,923.8 1,261.8 921.3 90.0 250.5 2,682.1 1,454.3 1,752.8 838.0 14,301.4 8,567.7
- 386 -
2019 2020 2021 2022 & After

Community Services
Administration
Improvements to Morrow
Park 6-1.01 9,840.0 340.0 500.0 500.0 1,000.0 1,000.0 8,000.0 8,000.0
Sustainability Projects
6-1.02 1,376.3 65.0 65.0 132.6 132.6 1,178.7 1,178.7
Total 11,216.3 340.0 565.0 565.0 1,132.6 1,132.6 9,178.7 9,178.7
- 387 -
Department: Community Services Budget Reference #: 6-1.01
Division: Admin - Administration
Morrow Park Redevelopment Project Phase 1: Conceptual and detailed design of four exhibition/storage
Phase 1: Conceptual and detailed design of four exhibition/ barns and a new track/sand ring. ($0.5 million - 2020)
storage barns and new track/sand ring. Construction to follow.
Construction of one new exhibition/storage barn for City storage,
Phase 2: Implementation of Phase 2 of Morrow Park Master Plan society headquarters, public washrooms and exhibition space. ($1
including: relocation of perimeter fence; construction of perimeter million - 2021) Construction of a new track/sand ring. ($1 million -
berms, trail network, extensive tree planting; and commemorative 2022)
installation to honour agricultural heritage.
Two new barns scheduled to replace the existing "horse" barns ($3
Commitments Made million - 2023). A new exhibition/storage barn at a date TBD as need
determines and budgets permit. ($1 million - 2025)
Through Report CSD17-011, dated May 8, 2017, Council approved
a draft Memorandum of Understanding with the Agricultural Society Phase 2: Implementation of Phase 2 of the Morrow Park Plan including
and directed staff to engage an architect to begin the high level relocation of perimeter fencing; installation of interior parking;
conceptual design and detailed costing for re-development of construction of a linear park, berms, trail network, tree planting and
Morrow Park. commemorative installation to honour agricultural heritage. ($3 million -
2025)
Completion of this project will lead to more facilities on site for the
City to maintain, but it will also reduce or potentially eliminate
operating and capital commitments in support of the annual
exhibition. It will also resolve storage needs for some Memorial
Centre performance assets such as a portable stage.
- 388 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department Community Services
Division Admin - Administration
Project Description Improvements to Morrow Park
Project # 6-1.01
Expenditures
Contractual Services 9,840.0 340.0 500.0 1,000.0 1,000.0 3,000.0 4,000.0
Net Requirements 9,840.0 340.0 500.0 1,000.0 1,000.0 3,000.0 4,000.0

Debentures
1,000.0 1,000.0
Reserves
Capital Levy 4,000.0 4,000.0
- 389 -
Sustainability Projects This capital budget will provide start up funding to leverage external
grants needed to implement Sustainable Peterborough and the
This capital project will be used as start up funding, enhanced Climate Change Action Plan on projects such as the Climate
funding, or as leverage to secure external funds to initiate Adaptation Plan, collecting vehicle data through the Green Fleet Team,
sustainability and climate change projects. start up projects for the Corporate Green Team, installing additional
water hydration stations, and development of the Municipal Energy
Commitments Made Plan.
The annual outcome reporting tool for the Federal Gas Tax requires Cost recovery on projects or coverage of administration expenses
that each municipality demonstrate their commitment to would be advantageous to offset the cost of any project. External
sustainability through the creation and implementation of a funding opportunities will be actively pursued.
Sustainability Plan. With the adoption of By-law 12-049, City
Council committed to championing sustainability in our daily A Sustainability Reserve Fund has been created using rebates,
operations and leading our community through the implementation incentives, and unspent funds remaining in the Sustainability Operating
of the Sustainable Peterborough Plan. To receive funding through budget. The Reserve is used to leverage future sustainability projects.
the Ministry of the Environment and Climate Change's Municipal
Greenhouse Gas Challenge Fund, municipalities are required to
have a climate change baseline inventory, greenhouse gas
emission reduction targets, and a local action plan.
Although sustainable projects may require greater initial investment

based on the life cycle analysis, the payback period and
associated reduction in operating costs will easily offset their initial
investment. External funding is often sought and required to secure
full funding for capital projects. Working towards greater
sustainability will reduce annual operating and maintenance costs,
while conserving resources.
- 390 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Sustainability Projects
Project # 6-1.02
Expenditures

Capital Levy 1,451.9 132.6 140.7 746.9 158.5
135.3 138.0
- 391 -
2019 2020 2021 2022 & After

Community Services
Administration
Showplace
6-1.03 150.0 75.0 75.0 75.0 75.0
Climate Change Action

Plan 6-1.04 732.8 60.0 40.5 40.5 40.5 66.2 66.2 69.5 69.5 496.6 496.6
Total 882.8 135.0 115.5 115.5 75.0 40.5 66.2 66.2 69.5 69.5 496.6 496.6
- 392 -
Planning and Support for Capital Improvements to Showplace Showplace Peterborough is an independently owned and operated
Not For Profit performing arts venue. It has received short term
Commitments Made interest-free loans and a capital project grant in its first years of
operation. It has also received a one time grant in 2001 to eliminate an
Challenges for planning and financing major capital projects for accumulated deficit and an annual service grant since then. It is a
Showplace Peterborough were identified during on-going Municipal Capital Facility and the City retains a reversionary right.
discussions regarding the level of funding Showplace receives from
the City as its annual Service Grant. After 20 years in operation, Showplace is facing major capital
replacement needs including roof, HVAC, and even seating. It would
Effects on Future Operating Budgets also like to have a new marquis designed and installed. While they
may be able to access funding support through Trillium and local
Providing some capital budget financing up front to help plan and fund-raising for the actual construction and replacement costs,
finance some of the capital projects needed at Showplace, over the receiving upfront funding from the City to help plan for such capital
next several years, will reduce pressures to increase their annual upgrades will help jump-start the process and may even help leverage
service grant to offset capital needs. external funds.
A one-time capital contribution of $75,000 was made in 2018 and

$75,000 in 2019 is recommended.
- 393 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Showplace
Project # 6-1.03
Expenditures

Capital Levy 150.0 75.0 75.0
- 394 -
Climate Change Action Plan The annual capital budget allocation has been established as project
start up funding, used to leverage external grants and associated
This capital project will be used to implement projects, enhance and County contributions for the Climate Change Coordinator and local
leverage external funding for climate change projects, and fund the projects.
Climate Change Action Plan Implementation Coordinator.
The Climate Change Coordinator will be a contract staff position under
Commitments Made Sustainable Peterborough, hired through the County of Peterborough
in order to apply for grants which are only open to municipalities.
City Council adopted the Greater Peterborough Area Climate External funding will continue to be sought to fund the staff position and
Change Action Plan on December 12, 2016 and committed to local projects.
reducing both Corporate and Community greenhouse gases, by
30%, by 2031. To lead this change, a Climate Change Action Plan
Implementation Coordinator is required to facilitate and coordinate
local greenhouse gas reduction actions and projects.
Although greenhouse gas reduction initiatives may require greater

investment, the associated mitigation and adaptation actions will
enable the City to become more resilient and able to cope with our
changing climate and extreme weather events.
- 395 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Climate Change Action Plan
Project # 6-1.04
Expenditures
Contractual Services 732.8 60.0 40.5 66.2 69.5 73.0 76.7 347.0
Net Requirements 732.8 60.0 40.5 66.2 69.5 73.0 76.7 347.0
Reserves
Contribution from related project 100.5 60.0 40.5
Capital Levy 632.3 66.2 76.7 347.0
69.5 73.0
- 396 -
2019 2020 2021 2022 & After

Community Services
Arts Culture and Heritage
Heritage Conservation
District Signage 6-2.01 25.0 25.0 25.0 25.0
Total 25.0 25.0 25.0 25.0
- 397 -
Division: Culture & Heritage Div Mgmt - Arts Culture and Heritage
Heritage Conservation District Signage: Installation of signage at In 2016, Council created the city's first Heritage Conservation District.
entry points to the Avenues and Neighbourhood Heritage The area known as the Avenues and Neighbourhood's Heritage
Conservation District and customized street blade signs for streets Conservation District is bounded by Monaghan Road, Charlotte Street,
bounding and within the district. Park Street, and Bolivar Street. Heritage conservation districts are
areas which celebrate and showcase the distinct history of a particular
Commitments Made area of the city. Identifying the entry points to heritage conservation
district and providing distinct street signage draws attention to the
unique nature of the area. Among other things the signage brings
Effects on Future Operating Budgets attention to the work that owners are doing to restore their properties
and highlights the area as a potential tourism draw.
The signage will be constructed using vandalism resistant vinyl
screen printing. Little or no maintenance will be required over the
service life of the signage.
- 398 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Culture & Heritage Div Mgmt - Arts Culture and Heritage
Project Description Heritage Conservation District Signage
Project # 6-2.01
Expenditures

- 399 -
2019 2020 2021 2022 & After

Community Services
Arts Culture and Heritage
Public Art
6-2.02 2,398.7 282.6 121.1 20.0 101.1 101.1 175.0 155.0 100.0 100.0 1,720.0 1,720.0
Municipal Cultural Plan

6-2.03 2,343.8 243.8 50.0 50.0 50.0 80.0 80.0 80.0 80.0 1,890.0 1,890.0
Archaeology Model
Update 6-2.04 25.0 25.0 25.0 25.0
Places of Faith Adaptive

Reuse Study 6-2.05 120.0 120.0 120.0
Heritage Neighbourhood
Study 6-2.06 170.0 120.0 120.0 50.0 50.0
Downtown Heritage
Conservation Plan 6-2.07 100.0 100.0 100.0
Total 5,157.5 526.4 196.1 20.0 176.1 176.1 595.0 575.0 230.0 230.0 3,610.0 3,610.0
- 400 -
Public Art The 2019 budget includes:

- $70,000 to support new projects in the downtown such as Charlotte
Many Canadian municipalities incorporate art into the infrastructure Street, Bethune Street and the Urban Park capital projects
of their communities through an annual contribution based on a - $10,000 support for public art at the New Arena complex (to be
percentage of the municipality's capital investment. contributed to yearly until project completion)
- $20,000 for new initiatives including a youth component/program
Art can define a city. A city's character, history, aspirations and within Public Art and enhanced marketing of the City's Public Art
challenges are expressed and reflected by its artistic engagement. Program
Public Art adds to the identity and quality of the civic landscape ;
enriches our experience of public spaces; pays tribute to particular Accessibility Considerations
sites, individuals and events; builds civic pride; fosters community
and enhances the city's cultural heritage. The location of each project is selected for its visibility and
accessibility.
Commitments Made
Through Report CSACH09-007 on April 6, 2009, Council approved

the recommendation to provide an annual capital levy contribution
for the City's annual capital budget process to fund Public Art. The
request for 2019 is $80,000 (net)
Percentage of annual capital levy.
- 401 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Public Art
Project # 6-2.02
Expenditures
Contractual Services 2,398.7 282.6 121.1 175.0 100.0 100.0 100.0 480.0 1,040.0
Direct Revenue
Donations 80.0 40.0 20.0 20.0
Total Direct Revenue 80.0 40.0 20.0 20.0
Net Requirements 2,318.7 242.6 101.1 155.0 100.0 100.0 100.0 480.0 1,040.0
Capital Levy 2,318.7 242.6 101.1 155.0 100.0 480.0 1,040.0
100.0 100.0
- 402 -
Implement and Refresh of the Municipal Cultural Plan The 2019 capital budget includes $50,000 for City staff and the
community to complete Municipal Cultural Plan objectives by providing
Municipal Cultural Plan Refresh will update the existing plan and funding to EC3, the arm's length organization that coordinates,
provide a framework for future support of arts, culture and heritage. communicates, and advocates for Peterborough arts and culture
It will review completed actions and identify new actions and organizations.
initiatives for the division for the next five years. Culture and
Heritage is changing rapidly so staff are recommending a refresh Accessibility Considerations
and a look forward for the next five years.
Municipal Cultural Plan Refresh activities will be AODA compliant.
Commitments Made
The commitments made in 2017 have been completed and in 2018

staff are providing $60,000 support to EC3 to complete plan goals
for 2018. The division is working on Geometrics, economic impact
measures and developing a marketing strategy for Division
projects such as Public Art and Heritage Conservation Districts.
A refresh of the existing plan will identify new goals and objectives
of the community, council and staff. Staff anticipates a continued
contribution to EC3 and new initiatives that will impact the future
operating budgets to maintain the City's commitment to Arts,
Culture and Heritage.
- 403 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Municipal Cultural Plan
Project # 6-2.03
Expenditures
Capital Levy 2,343.8 243.8 50.0 80.0 100.0 410.0 1,150.0
80.0 230.0
- 404 -
Archaeology Model Update - Validation of existing data and In April of 2013, Council adopted the City's Archaeology Policy. The
incorporation of new data sets made available through city data policy is based on the use of a computer model that predicts the
collection, Ministry of Culture Tourism and Sport holdings, and First presence of archaeological resources across the city. The model was
Nations' resources. developed by the Trent University Anthropology Department using the
provincial checklist indicators, for the likelihood of finding
Commitments Made archaeological resources, in addition to data relating to vegetation,
topography and soil types. The finished model was recognized by the
Province as a cutting edge system for incorporating predictive
Effects on Future Operating Budgets modelling into the planning and development process.
Periodic updates of data to maintain prediction accuracy are Since the model was developed, some errors have been identified in
recommended. the mapping of data. These may lead to incorrect determination of
potential in some cases. In the last five years, more sophisticated data
has become available which, when added to the model, will increase
the accuracy substantially. The update to the model will include:
Error checking/correction of existing data sets;

Updating of registered archaeological sites;
Collection, geo-referencing and incorporation of historic maps and
aerial photography;
Integration of recent digital terrain and land surface mapping;
Incorporation of archaeological site metadata;
Collection and incorporation of oral histories;
Consultation with First Nations;
Incorporation of evaluative data from archaeological assessments
conducted for development undertakings (to refine high potential areas
by incorporating site evaluations where no archaeological data has
been recovered).
- 405 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Archaeology Model Update
Project # 6-2.04
Expenditures

- 406 -
Places of Faith Adaptive Reuse Study - In the next 3-5 years, it is A United Church of Canada study has found that dwindling attendance
estimated that 12 to 15 monumental churches in the city will close in five of its churches in Peterborough will lead to their closure in 3-5
due to dwindling congregations. Many of these churches are years. Other denominations are seeing the same trend. Since 2015 St.
historically significant to the community and best practice would see Barnabas Anglican, St. Andrews and Knox United, and St. Paul's
the churches adapted to new uses like housing, commercial or Presbyterian have closed. The pace of closure for historic churches is
institutional space, or for community use. accelerating. These churches represent irreplaceable community
heritage and, as local landmarks, define neighbourhood character.
Commitments Made They also represent profitable redevelopment opportunities through
adaptive reuse of tens of thousands of square feet of attractive real
estate. Identifying opportunities to intensify built up areas of the city
Effects on Future Operating Budgets while conserving heritage resources has been identified as a major
focus of the Official Plan review.
Depending on the recommendations provided by the study, Council
may wish to create financial support programs for the reuse of To ensure that each church is reused to its greatest capacity , an
heritage churches. adaptive reuse study for places of faith is proposed. Working with
churches that voluntarily participate, the study will review the viability of
each congregation and inventory each church's space resources,
capacity to be made accessible, land-use planning potential, etc. It will
analyze current local business growth trends and corporate relocation
prospects for Peterborough, affordable and market rate housing needs
and community organization space needs. The study will then propose
a best fit for each church, matching the property’s assets with
community needs including housing, commercial or professional space
and community use. The study will be a blueprint for creating
partnerships between congregations, community groups and the
development sector to successfully re-purpose the city’s finest
landmarks. Staff recommends that $120,000 be allocated for the study.
- 407 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Places of Faith Adaptive Reuse Study
Project # 6-2.05
Expenditures
- 408 -
Neighbourhood Heritage Study: A Neighbourhood Heritage Study Peterborough is a city with many distinct neighbourhoods and rich
(NHS) will complete Initiative 5.1.1 of the City’s Municipal Cultural historic areas worthy of preservation. An emerging best practice in
Plan to "Identify and celebrate the distinct neighbourhoods of the North America is the creation of Neighbourhood Heritage Studies in
City". A NHS will inventory, characterize, and map the City’s which the municipality identifies unique neighbourhoods and catalogs
heritage resources. Where typical heritage designation policies their significant cultural values. This allows staff to prioritize
focus on individual buildings’ design and historical significance , this neighbourhoods for further study and to choose the most efficient and
approach looks at the relationships between individual properties cost effective tools, such as heritage conservation districts, heritage
and their broader urban context. These studies align with landscape designation or heritage zoning, for protecting heritage
requirements in the Heritage Act and Planning Act, but also use resources.
"historic context statements" for evaluating historic resources. For
example, some heritage resources have status as landmarks, The Neighbourhood Heritage Study will include City wide historical
others contribute to neighbourhood character, support cultural research to identify distinct neighbourhoods, development of a
activities, embody local stories or hold meaning for local residents. methodology unique to Peterborough and the completion of a three
The study prioritizes neighbourhoods for detailed conservation neighbourhood pilot project. This will be followed by a review and
planning and recommends the best mechanism for preservation in revision of the methodology and completion of studies on the
each case. remaining neighbourhoods. The study will include extensive research,
mapping, community consultation, and analysis. In order to efficiently
Commitments Made determine how to proceed with future heritage planning in
Peterborough, staff is recommending the completion of a
In 2014 and 2015, Council approved a total of $70,000 to complete Neighbourhood Heritage Study.
the heritage district plan for the Avenues and Neighbourhood . No
commitments have been made for a Neighbourhood Heritage Funds for the study are being requested in 2020.
Study.
With a completed inventory of specific heritage neighbourhoods

and landscapes, staff will make capital requests for appropriate
conservation programs, on a regular basis, as funding permits.
- 409 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Heritage Neighbourhood Study
Project # 6-2.06
Expenditures

Capital Levy 170.0 120.0 50.0
- 410 -
Downtown Heritage Conservation Plan This project is proposed for 2019:

Funding for the completion of a plan to develop strategies to
conserve heritage resources in the commercial core area. The Central Area Master Plan (CAMP) strongly promotes the
protection of properties and buildings of historical or architectural
Commitments Made importance in the downtown. The plan recognizes that the loss of
individual buildings detracts from the character of the Downtown and
encourages the conservation of all properties. There are several tools
Effects on Future Operating Budgets that a municipality can use to protect its heritage: heritage
conservation districts, designation of cultural landscapes, heritage
Depending on the recommendations of the Conservation Plan, new zoning overlays and urban design guidelines. The completion of a
funding programs may be created to support the preservation of Heritage Conservation Plan for the commercial core area will identify
historic properties in the commercial core. the scope and type of heritage resources in the Downtown and create
conservation tools to protect the city’s heritage while promoting growth
and intensification. A capital allocation request of $100,000 in 2019 is
being made to support this project.
N/A
- 411 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Downtown Heritage Conservation Plan
Project # 6-2.07
Expenditures
- 412 -
2019 2020 2021 2022 & After

Community Services
Museum
Museum - Signage
6-3.01 200.0 70.0 70.0 130.0 130.0
Museum - Exhibition
Renewal Project 6-3.02 550.0 550.0 550.0
Total 750.0 70.0 70.0 130.0 130.0 550.0 550.0
- 413 -
Division: Museum - Museum
Museum - Signage The Museum's existing signage, installed in the 1980s, is due for
replacement. The signage has been repaired over the years, but is
Commitments Made now past investment. Fortunately, the timing for replacement coincides
with the construction of a new KPRDSB East City School, adjacent to
Museum 5 Year Plan (2018-2023) Accommodation Objective 5: King George School. The Hunter Street East - Museum Drive
Augment the Identification of the Museum within the City of intersection will be modified to better support school bus, public and
Peterborough. private transit, cyclist and pedestrian access.
Effects on Future Operating Budgets The change to the intersection necessitates new directional and
promotional signage to the Museum. The sight lines of the Museum
There will be no impact on future operating budgets. (tree removal, wider road access) will also be impacted; for example,
the Museum buildings will become visible from the Hunter Street
Bridge. The change to the intersection is an opportunity for the
Museum to enhance public access and visibility through new and
improved way finding, banner mounts and lighting, as well as facade
improvement.
The Museum Signage Project will require a financial commitment of

$152,000 over two years. The Project is a phased in coordination with
the Kawartha Pineridge District School Board construction schedule.
The Museum strives to ensure access to its grounds and resources for
all users, including but not limited to, patrons, students, volunteers and
employees, according to its Accessibility Plan 2017-2022.
- 414 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Museum - Museum
Project Description Museum - Signage
Project # 6-3.01
Expenditures

Reserves
Museum Renovation Reserve 48.0 30.0 18.0
Capital Levy 152.0 40.0 112.0
- 415 -
Museum - Exhibition Renewal Project The current Exhibition, installed nearly 30 years ago (1990/91), tells the
story of Peterborough to 1905. The longevity of the Exhibition speaks
Commitments Made to the quality of the original work. However, the 125 years that
Peterborough has been a "city" and its industrial past are untold. The
Museum 5 - Year Plan Accommodation Objective 1: support a more Exhibition requires redevelopment to tell a comprehensive story in a
complete long-term exhibition; Municipal Cultural Plan Strategic modern way, incorporating the Museum's national treasures, the
Direction 7.2.7: pursue recommendations of functional analysis Balsillie Collection of Roy Studio Images and the Parks Studio fonds.
studies for the AGP (Art Gallery), the PPL (Library) and the PMA
(Museum). The Exhibition Renewal will require demolition, construction, graphic
design, development and production, artifact preparation and
Effects on Future Operating Budgets interactives. Community consultation was completed for the Expansion
Feasibility Study (2004); the data remains a useful starting point. The
It is anticipated that the completion of the Exhibition Renewal will Museum's Exterior Cladding and Window Project (2017) resolved the
generate an increase in visitation and an associated increase in moisture issues within the gallery, ensuring a suitable space for the
operating revenue. exhibition of artifacts and archival material.
The Exhibition Renewal Project requires a financial commitment over

two years, for a total of $526,000, which will be leveraged for external
funds wherever possible.
- 416 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Museum - Exhibition Renewal Project
Project # 6-3.02
Expenditures

Reserves
Museum Renovation Reserve 24.0 12.0 12.0
12.0
488.0
- 417 -
2019 2020 2021 2022 & After

Community Services
Museum
Museum - Ice Age

Mammals 6-3.03 75.0 75.0 15.0 60.0 60.0
Museum - Strategic Plan

6-3.04 50.0 50.0 50.0
Total 125.0 75.0 15.0 60.0 60.0 50.0 50.0
- 418 -
Museum - Ice Age Mammals The completion of the Museum Renewal Project (2010-2017) opened
the door for the Museum to host large, unique and popular temporary
Commitments Made exhibitions. Ice Age Mammals will be the first traveling "blockbuster"
exhibition and will serve as a prototype in terms of facility capacity and
Canadian Museum of Nature (CMN) Loan Agreement Contract No. community appetite.
18-1630-CMN-007 Municipal Cultural Plan, Action Item 7.5.4:
budget for non-annual projects and special events. The Canadian Museum of Nature (CMN) has offered a six month rental
of Ice Age Mammals at a reduced cost. This is a one time opportunity.
Effects on Future Operating Budgets Ice Age Mammals features dozens of real fossils, casts, specimens
and interactives. Contemporary research is presented in a way that is
There will be no impact on future operating budgets. designed to appeal to the public and to school audiences. The
exhibition focuses on ice-age mammals, climate change, extinction
and human impact on climate and species.
Ice Age Mammals will require a financial commitment of $50,000 from

the Museum's Reserve account, which will be leveraged for external
funds wherever possible. The Museum will also contribute $10,000
from its 2019 operating budget.
- 419 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Museum - Ice Age Mammals
Project # 6-3.03
Expenditures
Direct Revenue
Revenue-Canada Grant 15.0 15.0
Recoveries
Fundraising
Reserves
Museum Accession 60.0 60.0
Capital Levy
- 420 -
Museum Strategic Plan In 2018, the Museum & Archives Advisory Committee approved a 5
Year Plan (2018-2023), comprising five Accommodation Objectives.
Commitments Made The 5 Year Plan ensures that the Museum realizes its mandate and
continues to develop as a community resource. Given the completion
Municipal Cultural Plan Strategic Directive 1.8.1: Celebrate and of the Museum Renewal Project and the Exhibition Renewal Project,
promote the City's traditional connection with the Lift Lock and the the Museum is poised for community input and revitalization. The
Trent Severn Waterway. planned construction of a new East City School as well as the
redevelopment of the Parks Canada property to include the Canadian
Effects on Future Operating Budgets Canoe Museum will also present new opportunities.
A Strategic Plan is a requirement of the Community Museums The Museum Strategic Plan will align with the City's corporate plans,
Operating Grant, annual provincial operating funding. for example, the Municipal Cultural Plan and The Strategic Plan for
Recreation, Parks and Culture.
The Museum Strategic Plan will require a financial commitment of

$38,000.
employees, according to its Accessibility Plan (2017-2022).
- 421 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Museum - Strategic Plan
Project # 6-3.04
Expenditures

Reserves
Museum Renovation Reserve 12.0 12.0
- 422 -
2019 2020 2021 2022 & After

Community Services
Library
2019 Collections
Acquisitions 6-4.01 5,200.2 469.5 469.5 8.6 77.4 383.5 478.9 478.9 495.4 495.4 3,756.5 3,756.5
2019 Friends of the

Library and Other 6-4.02 18.0 18.0 18.0
Donations
Total 5,218.2 487.5 18.0 469.5 8.6 77.4 383.5 478.9 478.9 495.4 495.4 3,756.5 3,756.5
- 423 -
Division: Library - Library
Collections Acquisitions Libraries and their collections are ever changing. Libraries continue to
offer print materials, but have modified collection practices to include
Commitments Made digital and e-resources. As new formats are introduced, the Library
has broadened its collection to include large print, e-books,
Collection development is an annual on-going activity. downloadable audio books, CD-books, and MP3 formats to meet the
needs of the Peterborough community. DVDs continue to be high
Effects on Future Operating Budgets demand items in the collection.
The library maintains a zero-growth practice for the physical The Province has subsidized, to a small degree, certain electronic
collection. For every item purchased, an equivalent one is subscriptions, when funding permits.
withdrawn.
The Library must continuously renew the contents of the collection as
Collection growth and expansion is managed through the purchase items become dated, worn, are lost, or simply lose their appeal.
of electronic resources and the downloadable collection. Circulation Beyond acquiring all the desired formats, the Library must also meet
statistics have shown a marked increase and demonstrate a the challenge of providing appropriate and accessible shelving for
growing use of the electronic collection. them.
The Library acquires materials in a variety of formats, such as print,

audio, and digital (when available) to meet varying accessibility needs.
- 424 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Library - Library
Project Description 2019 Collections Acquisitions
Project # 6-4.01
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
DCRF Library 774.0 77.4 77.4 77.4 77.4 77.4 387.0
Total Development Charges 774.0 77.4 77.4 77.4 387.0
77.4 77.4
Reserves
Materials Acquisition Reserve 4,340.2 383.5 392.9 409.4 419.3 429.4 2,305.8
Total Reserves 4,340.2 383.5 392.9 429.4 2,305.8
409.4 419.3
Capital Levy 86.0 8.6 8.6 8.6 43.0
8.6 8.6
- 425 -
Division: Library - Library
Friends of the Library and Other Donations These funds are used to augment any services or collections we
currently offer, or to provide additional collections or services that we
Commitments Made are unable to accommodate within our current operating budget.
Donations received from the Friends of the Library are used to Accessibility Considerations
augment any services or collections we currently offer. These funds
may also provide for additional collections or services that we are The Library acquires materials in a variety of formats such as print,
unable to accommodate within our current operating budget. audio, and digital (where available) to meet varying accessibility
needs.
Donations from the Friends of the Library are not a set value as
they are received through the sale of donated books and other
materials. Sales occur two or three times per year, as well as an
ongoing lobby sale. As these sales are dependent on community
donations, it is not a constant or consistent source of income.
- 426 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Library - Library
Project Description 2019 Friends of the Library and Other Donations
Project # 6-4.02
Expenditures
Direct Revenue
Donations 18.0 18.0
- 427 -
2019 2020 2021 2022 & After

Community Services
Art Gallery
Art Gallery of
Peterborough (AGP) 6-5.01 18,800.0 100.0 100.0 100.0 1,650.0 1,650.0 5,000.0 2,000.0 12,050.0 10,050.0
Facility
Total 18,800.0 100.0 100.0 100.0 1,650.0 1,650.0 5,000.0 2,000.0 12,050.0 10,050.0
- 428 -
Division: Art Gallery of Peterborough - Art Gallery
Art Gallery of Peterborough (AGP) Facility The 2014 feasibility study, based on the findings of the functional
analysis of 2011, is a comparative study of the current AGP location on
Commitments Made Little Lake to two potential downtown locations offering alternative
development opportunities. The outcome was a consensus in favour of
A report recommending redevelopment of the AGP was presented renovating and expanding the existing gallery site.
through Report CSACH14-008 to Council. The functional analysis
and feasibility studies were received and directed to guide the AGP The recommended size of the redeveloped gallery is 25,000 to 28,000
development over the next decade. net square feet to accommodate the required space and functional
requirements.
The redevelopment of the AGP will require additional operating
dollars including staffing to manage the increase in activities and The project will meet all AODA requirements. The implementation of
square footage of the building. Corresponding increases in revenue this report should also consider the recommendations of the 2013
generation are expected, however, it is anticipated that net Accessibility Audit.
operating costs will increase.
- 429 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Art Gallery of Peterborough - Art Gallery
Project Description Art Gallery of Peterborough (AGP) Facility
Project # 6-5.01
Expenditures
Direct Revenue
Recoveries 4,000.0 2,000.0 2,000.0
Community Sponsors 1,000.0 1,000.0
Debentures
Deb Rev-Tax Supported 13,700.0 1,650.0 2,000.0 10,050.0
- 430 -
2019 2020 2021 2022 & After

Community Services
Art Gallery
Signage/ Emergency
Plan 6-5.02 65.0 12.5 52.5 52.5 52.5
AGP Publications
6-5.03 625.5 19.5 19.5 19.5 19.9 19.9 20.3 20.3 565.8 565.8
Total 690.5 12.5 72.0 72.0 72.0 19.9 19.9 20.3 20.3 565.8 565.8
- 431 -
Signage Project The projects proposed for 2019 include:

Emergency Plan
Signage - $25,000 ($12,500 budgeted in 2018 and 2019)
Commitments Made Currently, there is no highway signage for the AGP and a few signs in
town have the old AGP logo. The George Street sign should be
assessed for modification or replacement. The identity of the facility
Effects on Future Operating Budgets including the entrance is not readily visible from Del Crary Park.
Internal way-finding signage will also be installed.
Signage improvements will help raise the AGP profile and will have
a positive impact on attendance and revenue generation through The goal of the project is resolve these issues with a plan to increase
membership, donations, program registrations and gallery shop the AGP's physical visibility and public awareness of activities, thereby
sales. increasing attendance and revenue generation through membership,
donation, gallery shop sales and program registration.
The Emergency Plan will define recommended future expenditures.
Emergency Plan - $40,000
The AGP will engage a consulting firm to develop an Emergency Plan.
This project will explore various solutions to issues of management of
the Permanent Collection, touring exhibitions and current gallery exhibit
during threat of flood and/or power outage. The resulting
recommendations will provide a multi-staged plan of action from alert
to execution as well as describing engineered or mechanical solutions
and/or physical modifications.
Recommendations from the 2013 Accessibility Audit of the AGP will be

taken into consideration in many cases implemented improving
accessibility to meet standards.
- 432 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Signage/ Emergency Plan
Project # 6-5.02
Expenditures

- 433 -
AGP Publications - the AGP produces publications in house and in Publications projects typically outrun the fiscal year as they are large
partnership with other galleries that document exhibitions and projects dependent on many factors (writers, photographers, editors,
contribute to the field. copyright, design, printing). Traditionally, we have had to request funds
be held over year after year, to facilitate those project timelines.
Commitments Made Moving this to Capital will ease this.
AGP negotiates the development of publications with exhibiting

artists and partner galleries on an ongoing basis. Commitments are
made and documented in contracts. The AGP funds these
publications through a regular allocation. On occasion, additional
revenues are generated through grant applications and
partnerships with galleries.
This is a direct transfer from our regular operating budget to

Capital. The funds previously appeared in our Programme Budget.
- 434 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description AGP Publications
Project # 6-5.03
Expenditures
Contractual Services 625.5 19.5 19.9 20.3 20.7 21.1 112.0 412.0
Direct Revenue
Recoveries
Net Requirements 625.5 19.5 19.9 20.3 20.7 21.1 112.0 412.0
Debentures
Development Charges
Reserves
Federal Gas Tax
Total Reserves
Capital Levy 625.5 19.5 19.9 21.1 112.0 412.0

20.3 20.7
- 435 -
2019 2020 2021 2022 & After

Community Services
Arenas
Ice Resurfacers-All
Arenas 6-6.01 798.3 98.3 175.0 175.0 175.0 175.0 175.0 350.0 350.0
Facility
Upgrades-Memorial 6-6.02 147.5 147.5 147.5 147.5
Centre
Equipment
Replacement-Arena 6-6.03 296.2 76.2 110.0 110.0 110.0 110.0 110.0
Division
Evinrude Kitchen
Upgrade 6-6.04 125.0 25.0 100.0 100.0 100.0
New Arena Facility

6-6.05 59,049.2 3,500.0 29,500.0 9,234.0 18,475.0 5,759.0 7,574.2 1,524.2
Facility
Upgrade-Community 6-6.06 275.0 75.0 150.0 150.0 50.0 50.0
Arenas
Total 60,691.1 3,774.4 532.5 532.5 432.5 100.0 29,825.0 9,559.0 18,475.0 5,759.0 8,084.2 2,034.2
- 436 -
Division: Arenas - Arenas
Ice Resurfacers-All Arenas A systematic approach to replace ice resurfacers on a rotating basis .
This plan ensures reliable ice resurfacing is carried out to maintain
Commitments Made good quality ice, good air quality in arenas, and ensure there are
reliable back-up machines to avoid service disruptions.
Effects on Future Operating Budgets The estimated life of an ice resurfacer is approximately 4,000 hours for
primary units.
- 437 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Arenas - Arenas
Project Description Ice Resurfacers-All Arenas
Project # 6-6.01
Expenditures

Capital Levy 798.3 98.3 175.0 175.0 175.0
175.0
- 438 -
Facility Upgrades-Memorial Centre 2019

1. Event Services Equipment-Portable Loading Ramp $15,000
Commitments Made Acts as a loading dock and is portable and can be used in any facility.
2. Event Services Equipment-Additional Staging Components

Effects on Future Operating Budgets $22,500
Additional deck and leg components to add to existing staging
required for live events.
3. Event Services Equipment-Spotlights (2) $25,000

In-House Spotlights would eliminate requirement to rent and generate
a recovery fee.
4. Facility Sound System Refurbishment $85,000

Refurbishment of the existing 2003 sound system that has become
unreliable and inadequate.
- 439 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Facility Upgrades-Memorial Centre
Project # 6-6.02
Expenditures

- 440 -
Equipment Replacement-Arena Division A systematic approach to monitor the maintenance and replacement
requirements of Fleet Equipment in the Arena Division. This equipment
Commitments Made is used by the Memorial Centre, Community Arenas and the Wellness
Centre on a rotational basis as required for event set-up and regular
maintenance operations of these facilities.
Two equipment requests for 2019 include: 1) Replacement of the
Telescopic Boom Lift based on the condition of the existing unit and
the recommended life cycle replacement date; and 2) Acquisition of a
Half-Ton Pick-Up Truck required for use in daily arena operations to
decrease contracted services currently required to transport equipment
and supplies between facilities. Staff to research opportunity for re-use
of truck from Public Works fleet prior to purchasing a new vehicle .
Based on a comprehensive review of existing equipment, staff

recommend the replacement of one Lift Truck and Skyjack be deferred
until 2022 and the 2017 Capital Budget Funds ($75,000) previously
approved for this project be used to offset the new capital requests .
- 441 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Equipment Replacement-Arena Division
Project # 6-6.03
Expenditures

Reserves
Arena Equipment 7.8 7.8
Capital Levy 288.4 68.4 110.0 110.0
- 442 -
Evinrude Kitchen Upgrade This project will explore the expansion of services of the Evinrude
Banquet Hall Kitchen.
Commitments Made
Phase 1 - Design Development Study approved in 2014 - $25,000
Effects on Future Operating Budgets Phase 2 - Evinrude Banquet Hall and Kitchen Upgrades to take place
in 2019 - $100,000
Renovations will increase the functionality of the kitchen and
banquet hall space, resulting in increased bookings and revenues.
- 443 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Evinrude Kitchen Upgrade
Project # 6-6.04
Expenditures

Debentures
- 444 -
New Arena Facility Capital resources for this project are essential in order to plan, develop
and construct a replacement facility for Northcrest Arena. Capital costs
Commitments Made identified are updated per Report CSD18-005.
Year Description Value
Council approved Report CSD15-021 to undertake the design 2015 Phase I -Feasibility Study $ 500,000
phase for the replacement facility for a new arena/community centre 2016 Phase II a -Schematic Design, technical and $1,500,000
on land provided to the City by Trent University. costing studies
2017 Phase II b -Commencement of detailed $1,200,000
Council approved Report CSD16-028 that included approval of the design and RFT document preparation
schematic design, proceeding with Phase II detailed design 2018 Completion of detailed design $1,500,000
including the pool and continue to include LEED design practices. 2019- Phase III -Contract tender, construction $40,009,200
2020 and contract award;
Council approved Report PLPD17-051 for the Site Plan Approval 2021 Phase IV -Construction completion $14,040,000
of the Arena and Aquatic Complex at 2475 Pioneer Road. and commissioning
Facility opening is anticipated for spring/summer 2021. This project is
Effects on Future Operating Budgets eligible for development charges that address community growth
needs; however, the balance of funding must be secured through other
A replacement facility for Northcrest Arena is recommended to sources, including funding programs and sponsorships.
contain a twin pad facility, team training centre, indoor track, Provincial funding for this project of $18 million was announced in
multipurpose rooms, commercial space and leased office space 2018. Further funding opportunities through infrastructure funding for
built to a LEED Certified standard. A new twin pad facility will recreation and sport facilities continues to be a consideration for this
operate more efficiently on a square foot basis and will see a lower project. Including the pool in the detailed design and tendering phases
municipal cost investment than the existing Northcrest Arena due to is recommended as the most cost-effective approach. This project will
economies of scale, energy efficiencies and new revenue potential. be “shovel ready” at the end of 2018.
Council reviewed options for a competitive pool and determined to
continue to include this as an option in the detailed design. Accessibility Considerations
The new facility will meet the 2015 AODA Built Environment
requirements for accessibility.
- 445 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description New Arena Facility
Project # 6-6.05
Expenditures
Contractual Services 59,049.2 3,500.0 29,500.0 18,475.0 7,574.2
Direct Revenue
Revenue-Ontario Grant 18,516.0 9,833.0 6,158.0 2,525.0
Revenue-Canada Grant 18,516.0 9,833.0 6,158.0 2,525.0
Community Sponsors 2,000.0 600.0 400.0 1,000.0
Total Direct Revenue 39,332.0 300.0 20,266.0 12,716.0 6,050.0
Net Requirements 19,717.2 3,200.0 9,234.0 5,759.0 1,524.2
Debentures
Deb Rev-Tax Supported 6,351.2 3,585.0 2,404.0 362.2
Deb Rev - User Charges 2,200.0 600.0 600.0 1,000.0
DCRF Recreation 7,216.0 4,299.0 2,755.0 162.0
Development Charges
DCRF Recreation 1,751.4 1,751.4
Reserves
- 446 -
Facility Upgrade-Arena Division 2020

1. Evinrude Flooring in Washrooms and Upper Lobbies - $100,000
Commitments Made 2. Community Arena Event Tables and Chairs - $50,000
2022
Effects on Future Operating Budgets 1. Kinsmen Changeroom Doors/Frames - $50,000
- 447 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Facility Upgrade-Community Arenas
Project # 6-6.06
Expenditures

Capital Levy 275.0 75.0 150.0 50.0
- 448 -
2019 2020 2021 2022 & After

Community Services
Arenas
Business Evaluation -
OHL/Major Event Facility 6-6.07 630.0 150.0 480.0 480.0 480.0
Study
Total 630.0 150.0 480.0 480.0 480.0
- 449 -
Business Plan Phase III-Major Sport and Event Centre Project Continuation of the work started in Phase I and II of the project that
consisted of a Feasibility Study and Business Case for a new Major
Commitments Made Sport and Event Centre to replace the existing Peterborough Memorial
Centre. Approval of this project will include the extension of the
Report CSD10-004, dated April 20, 2015 and approved by City contract of consultant Sierra Planning and Management to complete
Council, stated the Major Event/OHL Facility Study, scheduled for Phase III of the project.
2018 in the Development Charges Background Study, be moved
up to 2016 and that no further initiation of the Morrow Park Master The consultant will assist staff to proceed with: i) land acquisition
Plan be undertaken until the Major Event Facility Study is complete. options; ii) refine the business case for the new facility that includes the
It was presented to Council through Report CSAD18-005 dated financing/funding strategy, Memorandums of Understanding and the
September 17, 2018. Feasibility Phase I and II were completed in financial requirements of anchor tenants; iii) prepare a higher level of
Q3 2018 and explored the market, community needs and business architectural and engineering design and potential cost; iv)
case to justify a Major Sport and Event Centre in the City and development of a Request for Proposals to secure the interest of a
broader region beyond what is provided currently in the existing third party to design, build, finance and potentially operate and
Peterborough Memorial Centre. Council approved the maintain the new Major Sport and Event Centre.
recommendation for staff to review the consultant's
recommendations and report back to Council through the 2019 Part A - Design Work, Funding Strategy, Delivery Strategy (including
Budget process with options regarding the next phase of the RFEOI/RFP Process for both Operator and design-build delivery),
project. Licensing Agreements - $380,000
Effects on Future Operating Budgets Part B - Site-Related Expenses - Work program for proposed sites to
include i) Environmental Assessment (Phase 1); ii) Geotechnical
Assessment; iii) Environmental assessment (Phase 2); iv) ORCA
modelling exercises; v) Site transfer/ownership; vi) Additional Site
Planning Work for approved building type - $100,000
- 450 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Business Evaluation - OHL/Major Event Facility Study
Project # 6-6.07
Expenditures

Development Charges
DCRF Gen Gov 45.0 45.0
Capital Levy 585.0 105.0 480.0
- 451 -
2019 2020 2021 2022 & After

Community Services
Recreation
Beavermead
Campground Park 6-7.01 1,300.0 150.0 650.0 650.0 360.0 265.0 25.0 500.0 500.0
Implementation
Del Crary Park Upgrade
6-7.02 6,800.0 600.0 600.0 3,200.0 3,200.0 3,000.0 3,000.0
Skateboard Park Repair

Program 6-7.03 175.0 25.0 150.0 150.0
Total 8,275.0 175.0 650.0 650.0 360.0 265.0 25.0 1,250.0 1,250.0 3,200.0 3,200.0 3,000.0 3,000.0
- 452 -
Division: Recreation - Recreation
Beavermead Campground Park Implementation The $650,000 allocation being requested in 2019 is for the tendering
and construction of a new facility to replace the existing washroom
Commitments Made building. ORCA has confirmed they do not have the resources to
facilitate this capital project. Therefore, the project will be led by the
The Little Lake Master Plan (LLMP), completed in 2010, City.
recommended a user and cost benefit analysis of the functions and
lands used for camping at Beavermead Park. A user and cost The work to complete the entry pavilion, which includes detailed
benefit analysis was undertaken in 2011 to determine if additional design, tendering, and construction, will be budgeted for in 2020 at an
investment should be made in Beavermead Campground. Council estimated cost of $500,000.
received the staff report CSD12-001 on the cost benefit analysis.
At present, there is a need to upgrade facilities at the park to
become more competitive in the camping business. Council has All facilities will be constructed to meet the AODA guidelines.
entered into a five year agreement (with the option to renew for an
additional five years) with Otonabee Region Conservation Authority
to operate the campground. A condition of that agreement is that
certain improvements to land and amenities at the campground are
provided by the City, to ensure the physical space at the
campground is conducive to a viable campground operation.
Ongoing maintenance and eventual replacement of facilities will be

required.
- 453 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Recreation - Recreation
Project Description Beavermead Campground Park Implementation
Project # 6-7.01
Expenditures
Contractual Services 1,300.0 150.0 650.0 500.0
Net Requirements 1,300.0 150.0 650.0 500.0
Debentures
Development Charges
DCRF Parks 893.0 83.0 360.0 450.0
Reserves
Beavermead Reserve 50.0 25.0 25.0
- 454 -
Del Crary Park Upgrade The Little Lake Master Plan (LLMP) recommended a number of priority
projects for implementation in the next five years of which staff
The resources identified in this project will finance the recommend the following initiatives :
implementation of the recommendations of the Little Lake Master
Plan. • Phase two of work to stabilize the east shoreline that runs along
Beavermead Park that has seen erosion from boat traffic travelling
Commitments Made along the Otonabee River.
• Del Crary Park Plan – Detailed design and tendering of Del Crary
The Little Lake Master Plan was a comprehensive study of the Park, Anderson Stage, and Peterborough Marina in 2020.
waterfront, Otonabee River, and Little Lake from the bridge on • Del Crary Park Construction - Commencing September 2021 and
Hunter Street to the bridge on Lansdowne Street. The study concluding in June 2022, complete construction on the park, stage and
assessed current conditions, activity, uses and opportunities to marina building. Staff will seek funding from senior levels of
develop a comprehensive plan for the Little Lake study area. It government and explore corporate sponsorship opportunities.
provides a guiding plan for the City of Peterborough for the next 20
years. Council officially received the plan as a result of Report The funds requested in 2020 will support the detailed design and
CSD10-003, dated March 15, 2010. tendering of Del Crary Park, Anderson Stage, and Peterborough
Marina.
Both the 2009 and 2014 Development Charges Studies identified
the Marina and Del Crary Park Design Plan as a growth-related Accessibility Considerations
capital program.
All facilities will be constructed to meet the AODA guidelines.
- 455 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Del Crary Park Upgrade
Project # 6-7.02
Expenditures
Contractual Services 6,800.0 600.0 3,200.0 2,000.0 250.0 750.0
Net Requirements 6,800.0 600.0 3,200.0 2,000.0 250.0 750.0

Debentures
DCRF Parks 1,560.0 960.0 600.0
Development Charges
DCRF Gen Gov
Reserves
Marina Reserve
Total Reserves
Capital Levy 1,420.0 420.0 250.0 750.0
- 456 -
Skateboard Park Repair Program The skateboard park remains one of the most visited physical
resources for youth in Peterborough. Use of the park remains strong.
Commitments Made Periodic investment means that the park will not fall into disrepair and
can be enjoyed by future generations.
As a risk management measure, improving the skateboard
facilities will minimize the risk of injuries among youth using the Accessibility Considerations
facility.
Repairs, modifications, or additions will be completed in compliance
Effects on Future Operating Budgets with the requirements of the AODA.
By allocating funds through the capital budget to repair the

skateboard park, fewer funds are required to be included in the
operating budget for annual repairs.
- 457 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Skateboard Park Repair Program
Project # 6-7.03
Expenditures
Capital Levy 175.0 25.0 150.0
- 458 -
2019 2020 2021 2022 & After

Community Services
Recreation
2020 Ontario 55+

Summer Games 6-7.04 789.0 270.0 191.0 191.0 328.0
Sports Tourism
Sponsorship 6-7.05 100.0 25.0 50.0 50.0 50.0 25.0 25.0
Parks Review and

Planning 6-7.06 500.0 100.0 50.0 50.0 50.0 50.0 300.0 300.0
Total 1,389.0 395.0 241.0 191.0 50.0 50.0 403.0 75.0 50.0 50.0 300.0 300.0
- 459 -
2020 Ontario 55+ Summer Games The Ontario 55+ Summer Games is a three day event that will take
place August 11 to 13, 2020. The Games include 19 events with up to
On February 5, 2018, Council approved the recommendations of 1,400 participants. Day one includes an Opening Ceremony, day two
Report CSRS18-001 authorizing staff to submit a bid to the Ministry and three are competition days for the participants.
of Tourism Culture and Sport to host the 2020 Ontario 55+ Summer
Games. The City was successful in its bid to host the Games. Accessibility Considerations
Commitments Made All aspects of the organization, promotion, and delivery of the Games
will be in compliance with Accessibility for Ontarians With Disabilities
As per recommendation of (b) of Report CSRS18-001, Council Act.
committed a one-time municipal contribution of $135,000 in
support of the Games, which was funded from the 2018 Capital
Levy Reserve. The Ministry of Tourism Culture and Sport (MTCS)
will provide a Hosting Grant of $210,000, issued in installments.
The balance of revenue sources to support the estimated Games
budget of $654,100 is comprised of registration fees, sponsorship,
fundraising, grants and donations. The budget includes an
allocation for a temporary full time position effective April 1, 2019,
to lead the Games Organizing Committee.
The MTCS has committed an additional $25,000 as a

Legacy/Contingency Fund.
This project does not impact future operating budgets.
- 460 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description 2020 Ontario 55+ Summer Games
Project # 6-7.04
Expenditures
Direct Revenue
Revenue-Ontario Grant 210.0 171.0 39.0
Community Sponsors 45.0 20.0 25.0
Donations 40.0 40.0
Reserves
Capital Levy
- 461 -
Sport Tourism Sponsorship In 2018 and 2019, this budget will support expenses up to $25,000 per
year related to hosting the Women's Under 19 World Lacrosse
Commitments Made Championships, occurring from August 1-10, 2019, at Trent University
and Fleming College. There will be 20-24 teams participating from
The City has made considerable investment in new state of the art around the world. In 2007, the event was hosted in Peterborough with
sport facilities over the past five years, including new artificial Turf half the number of teams, and generated approximately $4 million in
fields at Fleming College and Thomas A Stewart Secondary sport tourism revenue for the community.
School, official size baseball diamond, and sport field with lighting
on the east bank of Trent University lands. These investments came In 2019, an additional $25,000 is being requested to support activities
with the intention of attracting major sport tourism events, which to attract and host other major sport tourism events.
would generate a positive economic sport tourism benefit to the
community. Accessibility Considerations
Effects on Future Operating Budgets Events supported through the Sport Tourism Sponsorship capital
budget will be expected to meet AODA standards relative to the type of
Provincial, national, and international sport events can generate event.
approximately $3-6 million in sport tourism revenue to the
community per event.
- 462 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Sports Tourism Sponsorship
Project # 6-7.05
Expenditures
Capital Levy 100.0 25.0 50.0 25.0
- 463 -
Parks Review and Planning The 2018/19 review will provide a mechanism for the development of
park design guidelines, establishing a criteria for prioritizing
Through Vision 2025, a ten-year strategy for Recreation, Parks, neighbourhood park rejuvenation and identifying the highest priority for
Arenas and Culture, a need was identified to conduct a initial investment, identifying residential areas experiencing gaps in
comprehensive review of the City's parks and open space, and to neighbourhood park access and identifying strategies to address
establish a parks planning process. those gaps, establishing criteria to evaluate City-owned open space,
and determining which sites are appropriate to be classified as
Commitments Made parkland.
Through report CSRS18-010 dated June 27, 2018, the Accessibility Considerations
Administrative Staff Committee awarded the Parks Review and
Planning project which commenced in mid 2018, continuing through All aspects of this project will be in compliance with the requirements of
spring of 2019. No funds are being requested in the 2019 Capital the Accessibility for Ontarians with Disabilities Act (AODA).
budget. The 10-year budget forecast identifies annual funds
required to develop park specific plans, and address other
recommendations stemming from the Parks Review and Planning
Study conducted in 2018/19.
Future capital projects that may stem from this review will include
ongoing operating and maintenance costs. Once identified, those
specific project details and associated costs will be included in
future years' capital budget requests.
- 464 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Parks Review and Planning
Project # 6-7.06
Expenditures

Development Charges
DCRF Gen Gov 90.0 90.0
Capital Levy 410.0 10.0 50.0 50.0 200.0

50.0 50.0
- 465 -
2019 2020 2021 2022 & After

Community Services
Peterborough Sport and Wellness Centre
PSWC 2019 Equipment

Purchases 6-8.01 70.0 70.0 70.0 70.0
Total 70.0 70.0 70.0 70.0
- 466 -
Division: Recreation - Peterborough Sport and Wellness Centre
PSWC 2019 Equipment Purchases Replacement of Nautilus Strength Equipment - $57,000

Sci Fit Accessible Step One Cardio Equipment - $6,500
Commitments Made Blood Pressure Machine replacement - $6,500
None.
- 467 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Recreation - Peterborough Sport and Wellness Centre
Project Description PSWC 2019 Equipment Purchases
Project # 6-8.01
Expenditures

Reserves
PSWC Equipment Reserve 70.0 70.0
Capital Levy
- 468 -
2019 2020 2021 2022 & After

Community Services
Social Services
Housing Division
Relocation to Social 6-9.01 200.0 200.0 200.0 200.0
Services
Total 200.0 200.0 200.0 200.0
- 469 -
Division: Social Housing - Social Services
Housing Division Relocation to Social Services The proposed renovation would include additional rental space next to
Social Services to accommodate staff from the Housing Division and
Commitments Made meeting space.
- 470 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Social Housing - Social Services
Project Description Housing Division Relocation to Social Services
Project # 6-9.01
Expenditures

Reserves
Social Services Reserve 200.0 200.0
Capital Levy
- 471 -
2019 2020 2021 2022 & After

Community Services
Social Services
Brock Mission -
Revitalization & 6-9.02 9,300.0 7,547.0 1,753.0 1,753.0
Supportive Housing
Incentives For Affordable
Housing 6-9.03 11,986.0 4,843.0 1,103.0 863.0 240.0 90.0 150.0 1,138.0 340.0 1,173.0 340.0 3,729.0 1,020.0
Housing - Capital
Repairs 6-9.04 5,675.0 675.0 150.0 81.8 68.3 68.3 150.0 68.3 150.0 68.3 4,550.0 2,070.3
Building Condition
Assessments (BCA) 6-9.05 1,475.0 225.0 250.0 250.0 1,000.0 455.0
Municipal Diversity,
Equity & Inclusion 6-9.06 120.0 60.0 60.0 60.0 60.0
Total 28,556.0 13,290.0 3,006.0 2,697.8 308.3 68.3 90.0 150.0 1,598.0 718.3 1,383.0 468.3 9,279.0 3,545.3
- 472 -
Division: Ontario Works - Social Services
Brock Street Mission – Revitalization and Supportive Housing A feasibility study was completed in 2015 for the Brock Mission Men's
Shelter. In 2017, the program moved to a temporary location at St.
Commitments Made Paul's Church and the existing shelter building on Murray Street was
demolished.
In July 2017, Council approved Report PLHD17-003 -
Peterborough Housing Corporation (PHC) acquisition of the The City will provide Project Management Services for the design and
property at 217 Murray Street (Brock Street Mission), that included construction of the new shelter in 2018, 2019 and 2020. PHC will
having Brock transfer ownership of the property to Peterborough provide ongoing facility management/maintenance services once the
Housing Corporation. As part of that report, Council approved the building is complete.
2018 capital contribution of $325,000.
In the fall of 2018, City staff worked with Brock Mission to redesign the
In July 2018, pursuant to tender results exceeding the approved building for cost savings whilst maintaining the program areas that
budget, Council provided direction to City staff to review the project were outlined as essential for services in the original feasibility study.
and look for cost savings prior to the project proceeding to The total project budget is now estimated at $9.3 million.
construction.
Social Service reserves will fund $1.08 million. The County of
Effects on Future Operating Budgets Peterborough is providing $170,000 towards the project. Housing has
committed $1.5 million of IAH provincial funding toward the housing
The supports for men in this program could possibly be provided by units for this project. Brock Mission has committed to fund-raise
existing service providers such as Four Counties Addiction $1,250,000 with a focus on costs related to the shelter portion capital
Services and VON 360 Nurse Practitioner Clinic to address build. If successful, a pending application to CMHC's National
physical, mental health and addictions issues. Funding for these Co-investment Fund will provide a combination of debt and grant
supports would come from CE LHIN and the Ministry of Housing. funding totaling $5.3 million.
There is no additional effect on the operating budget related to this
project. Overall program delivery may require some additional Accessibility Considerations
operating dollars for Brock which could come from a reallocation of
CHPI or the municipal homeless budget. The new Brock Street Mission facility will meet the accessible design
requirements of the Ontario Building Code.
- 473 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Ontario Works - Social Services
Project Description Brock Mission - Revitalization & Supportive Housing
Project # 6-9.02
Expenditures
Direct Revenue
Revenue-Ontario Grant 1,500.0 1,500.0
Other Mun-grants & fees 170.0 170.0
Recoveries 5,300.0 3,797.0 1,503.0
Donations 1,250.0 1,000.0 250.0
Reserves
Social Housing - DOOR Funding 50.0 50.0
Social Services Reserve 1,030.0 1,030.0
- 474 -
Incentives for Affordable Housing This capital project continues the Peterborough tradition of stimulating
the production of affordable housing through a program of financial
Commitments Made incentives.
In September of 2011, Council adopted the Affordable Housing The order of magnitude of annual cost of the investment in affordable
Community Improvement Plan (Report PLHD11-062). This initiative housing is $1,100,000. Of this total, it is estimated that the contribution
provided the City with the authority to grant financial incentives in from Development Charges will account for $90,000. Other funding
support of Affordable Housing according to guidelines developed sources include an annual draw of $150,000 from the Municipal
for a number of qualified programs. Partnership Fund from the Housing Division's operating budget,
approximately $700,000 through tax relief and development charge
In November of 2013, Council adopted the 10-year Housing and exemption programs, and $100,000 from municipally sponsored
Homelessness Plan and the Action Plan 2014-2018 capital grants.
(PLHD13-004), including a target to achieve 500 new affordable
housing units over the life of the plan.
- 475 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Incentives For Affordable Housing
Project # 6-9.03
Expenditures
Direct Revenue
Recoveries 3,056.0 803.0 288.0 323.0 358.0 393.0 428.0 463.0
Miscellaneous 295.0 295.0
Transfer from Operations 5,035.0 2,185.0 475.0 475.0 475.0 475.0 475.0 475.0
Total Direct Revenue 8,486.0 3,283.0 863.0 798.0 903.0 938.0
833.0 868.0
Development Charges
DCRF Affordable Housing 900.0 360.0 90.0 90.0 90.0 90.0 90.0 90.0
Total Development Charges 900.0 360.0 90.0 90.0 90.0 90.0
90.0 90.0
Reserves
Affordable Housing Partnership 1,500.0 600.0 150.0 150.0 150.0 150.0 150.0 150.0
Social Services Reserve 100.0 100.0
Total Reserves 1,600.0 700.0 150.0 150.0 150.0 150.0
150.0 150.0
Capital Levy 1,000.0 500.0 100.0 100.0 100.0
100.0 100.0
- 476 -
Housing - Capital Repairs The $150,000 per year is to be utilized to assist social housing
providers with necessary capital repairs and upgrades that are
Commitments Made considered a priority, and beyond the ability of the housing provider to
fund by themselves. This funding, when expended, will be paired with
None. available incentives, funding from federal and provincial levels of
government, or as cost sharing opportunities whenever possible.
Effects on Future Operating Budgets These projects can be prioritized based on capital asset management
data, updated through Building Condition Audits. This capital reserve
This investment in upgrading and maintaining the existing aging will be funded from City and County contributions based on the
portfolio will help provide safe reliable housing, reduce operating weighted assessment sharing ratios and allowed to accumulate until
costs, reduce waiting lists, and enable the City to maintain the required. Recent government initiatives, such as the 2016 Social
portfolio to meet the Province's required service level standard. Housing Infrastructure Program provided the City with $1.6 million and
the 2018 Social Housing Apartment Improvement Program (SHAIP)
will provide up to $2,208,161 between 2018-2021.
The Province has emphasized that any new provincial funding for
capital repairs to social housing will be only for projects that reduce
greenhouse gas emissions by specified targets. For example, SHAIP
funding is specifically targeted to high-rise social housing apartment
buildings because the Greenhouse Gas reduction return on investment
is the greatest. Municipal investment is key where there is a disconnect
between social housing repair needs, including unexpected or
emergency repairs, and available funding programs from higher levels
of government. This capital project provides a funding stream for such
circumstances. Under the National Housing Strategy, the federal
government has promised capital funds for social housing provider
regeneration. The Housing Division assists providers to pursue
available funds to supplement/replace municipal investment.
- 477 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Housing - Capital Repairs
Project # 6-9.04
Expenditures
Direct Revenue
Other Mun-grants & fees 3,089.1 364.1 81.8 81.8 81.8 81.8 81.8 476.9 1,839.4
Total Direct Revenue 3,089.1 364.1 81.8 81.8 81.8 476.9 1,839.4
81.8 81.8
Reserves
Social Housing Reserve 46.3 46.3
Capital Levy 2,539.6 264.6 68.3 68.3 68.3 398.1 1,535.6

68.3 68.3
- 478 -
Building Condition Assessments (BCA) Portfolio wide Building Condition Assessments (BCAs) in 2020 will:
Commitments Made - Update existing assessments of the social housing portfolio in the
City and County of Peterborough.
None. - Identify and target capital repair needs for another 25 to 30 year time
period.
Effects on Future Operating Budgets - Provide the foundation for a strategic asset management plan for
both the City and the housing providers through the introduction of an
Asset management in the social housing portfolio can be a key interactive database.
driver of operating costs - strategic asset management reduces
budget pressures that arise when maintenance is deferred or A BCAs should be undertaken every three to five years by qualified
overlooked. professionals. The last BCAs were completed in 2014. Strategic asset
management depends on current information and responsive
The Housing Division formulates strategies about required repairs information management for reporting and monitoring.
based on expert opinion, prioritized needs, and where necessary,
stages funding to ensure capital needs are addressed. BCAs, in conjunction with the City's asset management strategy, will
significantly improve monitoring of social housing providers' capital
Up to date BCAs are necessary for proactive property reserves, as well as identify capital repair needs and provide capacity
management decisions, as well as bulk Requests for Tenders that, to pay.
when managed by City staff, have historically provided significant
savings in operating costs and are an excellent teaching
opportunity.
- 479 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Project Description Building Condition Assessments (BCA)
Project # 6-9.05
Expenditures
Direct Revenue
Other Mun-grants & fees 605.4 60.4 136.3 408.8
Total Direct Revenue 717.9 172.9 136.3 408.8
Reserves
Social Housing Reserve 347.2 52.1 250.0 45.1
Total Reserves 347.2 52.1 250.0 45.1
Capital Levy 410.0 113.8 296.2
- 480 -
Division: Ontario Works - Social Services
Municipal Diversity, Equity and Inclusion Plan deferred from This project was originally proposed for 2019 but deferred to 2020/21.
2019/20 to 2020/21. This project is to develop a strategic plan to Municipal service affects the quality of life of their residents . In
guide City programs and services to embed the value of equity and 2017/18, staff engaged the community in the development of a
the principle of inclusion into the way the City does business. It will Community Well-Being Plan to identify priorities related to quality of
enhance decision-making, policy development, service delivery and life. Diversity, equity, inclusion and belonging are important to the
opportunities, ensuring that consideration is given to equity, public. Council will be considering the Community Wellbeing Plan
inclusion, diversity and engagement for all community members. recommendations in early 2019. By deferring this planning process,
staff will be able to align this plan with the Community Wellbeing Plan
Commitments Made and ensure efficient and effective use of municipal funding .
Since 2006, department staff have provided support to the New The Plan will guide the City’s efforts to promote inclusion and equity
Canadians Centre (NCC) and the Peterborough Immigration and reduce marginalization, discrimination and racism. It will ensure
Partnership. In 2009, the Immigration Portal launched to increase the City is a welcoming and inclusive community, providing access to
the online capacity, resources and information provided to all services and removing barriers. Equity and inclusion create more
prospective newcomers. sustainable cities when people can participate fully in, social,
economic, political, and cultural life. The Plan will also build on existing
Effects on Future Operating Budgets corporate and community initiatives and identify key areas for strategic
action. It will provide the tools and supports to address systemic
Funding for this project is spread over 2020 and 2021. The barriers to building a diverse and inclusive workforce representing the
Municipal Diversity, Equity and Inclusion Plan will act as a guide to citizens and communities we serve. It is anticipated that the project will
develop future work plans and operating and capital budgets for require a financial commitment of $120,000.
Council approval.
A culture of inclusion will allow all Peterborough residents to fully

participate in our community. Inclusive communities ensure that people
of all ages, sexual orientation and ability can participate, whether they
are newly arrived or have been in Peterborough for generations.
- 481 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Division Ontario Works - Social Services
Project Description Municipal Diversity, Equity & Inclusion
Project # 6-9.06
Expenditures

Capital Levy 120.0 60.0 60.0
- 482 -
2019 2020 2021 2022 & After

Police Services
Peterborough Police Service
Various Police Capital

Projects 8-1.01 841.6 841.6 841.6 841.6
Total 841.6 841.6 841.6 841.6
- 483 -
Department: Police Services Budget Reference #: 8-1.01
Division: Police Board - Peterborough Police Service
Various Police Capital Projects 2019 Capital Proposal
Commitments Made $432,684 - Vehicle replacement

$253,243 - IT System
$155,710 - Other
$841,637 - Total
- 484 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department Police Services
Division Police Board - Peterborough Police Service
Project Description Various Police Capital Projects
Project # 8-1.01
Expenditures

- 485 -
2019 2020 2021 2022 & After

Police Services
Peterborough Police Service
Police Services
Business Plan 8-1.02 275.0 75.0 75.0 75.0 50.0 25.0 25.0 25.0 25.0 25.0 75.0 75.0
Total 275.0 75.0 75.0 75.0 50.0 25.0 25.0 25.0 25.0 25.0 75.0 75.0
- 486 -
Department: Police Services Budget Reference #: 8-1.02
Division: Police Board - Peterborough Police Service
Police Services Business Plan Initiatives Funds in 2019 will be used for the following initiatives:
- Police Business Plan, 2020 - 2022: $75,000
Commitments Made
A Police Board’s mandate is legislated by the Police Services Act

and can be summarized as being responsible for the provision of
adequate and effective police services in municipalities.
The Business Plan is mandated by Section 30 of the Adequacy and

Effectiveness Regulation (O.Reg. 3/99) of the Police Services Act.
The Board must prepare a new Business Plan every three years.
The Police Services Board operating budget includes an annual

contribution of $12,500 to the Business Plan Reserve to fund a
Business Plan every three years. An additional $12,500 is funded
from Development Charges for a total contribution of $25,000
annually.
- 487 -
($000)

Total Pre-2019 2019 2020 2021 2022 2023 2028 2043
Department Police Services
Division Police Board - Peterborough Police Service
Project Description Police Services Business Plan
Project # 8-1.02
Expenditures

Development Charges
DCRF Police 50.0 25.0 25.0
Reserves
Business Plan Reserve 112.5 25.0 25.0 12.5 12.5 12.5 25.0
Total Reserves 112.5 25.0 25.0 12.5 25.0
12.5 12.5
Capital Levy 112.5 25.0 50.0 12.5 12.5 12.5
- 488 -

City of Peterborough 2019 Draft Capital Budget

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City of Peterborough 2019 Draft Capital Budget

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Chief Administrative Office Transportation

Infrastructure and Planning Services Community Services

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Combined Tangible and Other Capital Program Summary

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Tangible Capital Program Summary

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Other Capital Program Summary

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Communication 2-1 227.0 152.0 25.0 25.0 25.0 50.0 50.0

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Total 227.0 152.0 25.0 25.0 25.0 50.0 50.0

Department: CAO Budget Reference #: 2-1.01

Division: Chief Administrative Officer - Communication Services

Project Approved REQUESTED 2024 to 2029 to

Division Chief Administrative Officer - Communication Services

Project Description City Branding

Total Direct Revenue

Net Requirements 227.0 152.0 25.0 50.0

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Total 889.4 839.4 25.0 25.0 25.0 25.0 25.0

Department: CAO Budget Reference #: 2-1.02

Division: Chief Administrative Officer - Communication Services

Effects on Future Operating Budgets

An annual contribution, from the Operating Budget, is made to the

Project Approved REQUESTED 2024 to 2029 to

Division Chief Administrative Officer - Communication Services

Project Description Accessibility Improvements

Total Direct Revenue

Net Requirements 889.4 839.4 25.0 25.0

2019 2020 2021 2022 & After

Project Approved Total Net Cap Dev

Fire Fighter Equipment

Fire Station Relocations

Department: CAO Budget Reference #: 2-2.01

Division: Fire - Fire Services

This TCA program allows for the replacement of decommissioned

Project Approved REQUESTED 2024 to 2029 to

Division Fire - Fire Services

Project Description Fire Fighter Equipment and Personal Protective

Total Direct Revenue

Net Requirements 1,075.2 171.6 172.4 173.2 384.0 174.0

Department: CAO Budget Reference #: 2-2.02

Division: Fire - Fire Services

Fire Apparatus Replacement/Additions Fire Apparatus/Vehicle Replacement Schedule:

Commitments Made Delivery &

Project Approved REQUESTED 2024 to 2029 to

Division Fire - Fire Services

Project Description Fire Apparatus Replacement/Additions

Total Direct Revenue

Net Requirements 5,075.0 25.0 650.0 240.0 748.0 763.0 2,649.0

Department: CAO Budget Reference #: 2-2.03

Division: Fire - Fire Services

The $4.0 million provision, shown in 2020 capital expenditures,

Preliminary analysis has been conducted in-house to determine

Project Approved REQUESTED 2024 to 2029 to