2019-2028 Capital Budget Details - Peterborough · 2019 - 2028 Capital Budget Justification...

Draft

2019-2028 Capital Budget Details (Budget Book 3 of 3)

December 2018

2019 Capital Budget Table of Contents

Chief Administrative Office Communication Services ...................................... 6 Fire Services ....................................................... 12

Corporate and Legislative Services Facilities Management ........................................ 21 Facilities and Planning Initiatives ........................ 35 Information Technology ...................................... 46 Other .................................................................. 57

Infrastructure and Planning Services

Planning and Development Planning ............................................................. 76 Growth Areas...................................................... 92 Industrial Parks ................................................. 104

Building ................................................................ 112

Airport ................................................................... 115

Infrastructure Planning Flood Reduction Master Plan Projects ............. 133 Geomatics Mapping.......................................... 177 Infrastructure Planning Admin .......................... 187

Engineering Arterial Streets .................................................. 192 Collector and Local Streets .............................. 234 Bridges ............................................................. 267 Sidewalks ......................................................... 277 Sanitary Sewers ............................................... 288 Storm Sewers ................................................... 299 Public Works .................................................... 311

Transportation Transit ............................................................... 323 Parking ............................................................. 340 Traffic and Transportation ................................ 345 Transportation Planning.................................... 358

Environmental Services Environmental Services .................................... 364 Waste Management ......................................... 380

Community Services Administration ................................................... 387 Arts Culture and Heritage ................................ .397 Museum ............................................................ 413 Library ............................................................... 423 Art Gallery ......................................................... 428 Arenas .............................................................. 436 Recreation ........................................................ 452 Peterborough Sport & Wellness Centre ........... 466 Social Services ................................................. 469

Police Services .......................................................... 483

City of PeterboroughCombined Tangible & Other Capital Budget Summary

2019-2028 & Subsequent Years

Net TotalNet TotalNet TotalOtherDebChgLevyCostCosts

DevCapTotal

Rev

Net Project

TotalRefProject Description

Approved

Pre-2019

2019 2020 2021 2022 & After

Combined Tangible and Other Capital Program Summary

9,968.0 25.0 221.6 16,691.6 1,166.4 246.6 4,897.4 413.2 9,968.0 246.6 4,897.4 413.2 CAO

33,587.4 67.5 3,052.6 3,447.2 6,309.7 2,083.4 81,271.5 10,982.1 14,960.4 13,187.3 8,554.3 33,167.4 11,907.9 13,127.3 8,494.3 Corporate and

Legislative Services

50,920.8 527.4 2,941.8 1,487.4 365.0 929.0 142,676.5 18,798.4 6,250.6 36,520.9 30,185.8 37,137.0 3,308.8 15,027.2 13,555.0 Community Services

642,883.5 1,009.9 8,004.7 3,684.3 17,895.8 17,434.6 1,004,004.2 140,975.6 48,029.3 91,717.6 80,398.2 620,988.3 40,024.6 75,045.2 67,197.0 Infrastructure and

Planning Services

75.0 891.6 25.0 1,116.6 75.0 916.6 25.0 25.0 75.0 916.6 25.0 25.0 Police Services

1,245,760.5 13,999.0 171,997.5 70,403.5 56,404.5 9,535.5 737,434.7 1,604.8 24,570.5 20,693.7 146,348.3 119,576.4 701,335.7 108,122.1 89,684.5Total

- 2 -

City of PeterboroughTangible Capital Budget Summary



DevCapApproved

Pre-2019

Total

Rev

Net Project


2019 2020 2021 2022 & After

Tangible Capital Program Summary

9,968.0 25.0 196.6 15,802.2 327.0 221.6 4,872.4 413.2 9,968.0 221.6 4,872.4 413.2 CAO

29,515.0 2,152.6 2,858.3 6,309.7 2,083.4 70,583.2 8,567.1 13,404.0 11,827.1 7,270.0 29,095.0 11,251.4 11,767.1 7,210.0 Corporate and


36,619.4 437.4 18.0 566.1 365.0 678.5 105,245.7 4,289.4 2,065.0 33,838.9 28,433.0 28,569.4 2,047.0 13,572.9 12,717.0 Community Services

620,426.6 684.9 6,701.1 1,982.3 17,895.8 13,844.6 921,577.5 105,557.0 41,108.7 81,622.0 72,863.2 598,531.4 34,407.6 65,021.4 59,735.5 Infrastructure and

Planning Services

841.6 841.6 841.6 841.6 Police Services

1,114,050.3 8,871.7 118,740.6 57,640.9 48,769.2 6,273.3 696,529.0 1,122.3 24,570.5 16,803.2 132,160.4 108,979.4 666,163.8 95,233.8 80,075.7Total

- 3 -

City of PeterboroughOther Capital Budget Summary



DevCapApproved

Pre-2019

Total

Rev

Net Project


2019 2020 2021 2022 & After

Other Capital Program Summary

25.0 889.4 839.4 25.0 25.0 25.0 25.0 CAO

4,072.4 67.5 900.0 588.9 10,688.3 2,415.0 1,556.4 1,360.2 1,284.3 4,072.4 656.4 1,360.2 1,284.3 Corporate and


14,301.4 90.0 2,923.8 921.3 250.5 37,430.8 14,508.9 4,185.6 2,682.1 1,752.8 8,567.7 1,261.8 1,454.3 838.0 Community Services

22,456.9 325.0 1,303.6 1,702.0 3,590.0 82,426.7 35,418.6 6,920.6 10,095.6 7,535.0 22,456.9 5,617.0 10,023.7 7,461.5 Infrastructure and

Planning Services

75.0 50.0 25.0 275.0 75.0 75.0 25.0 25.0 75.0 75.0 25.0 25.0 Police Services

131,710.2 5,127.4 53,257.0 12,762.6 7,635.3 3,262.3 40,905.7 482.5 3,890.5 14,187.8 10,597.0 35,171.9 12,888.2 9,608.8Total

- 4 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

CAO Summary

25.0 227.0 152.0 25.0 50.0 25.0 50.0 Communication

Services2-1

9,968.0 196.6 15,575.2 175.0 196.6 4,822.4 413.2 9,968.0 196.6 4,822.4 413.2 Fire Services 2-2

15,802.2 327.0 221.6 221.6 25.0 9,968.0 196.6 4,872.4 413.2 9,968.0 4,872.4 413.2Total

- 5 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

CAO

Communication Services

City Branding

25.0 227.0 152.0 25.0 50.0 25.0 50.0 2-1.01

227.0 152.0 25.0 25.0 25.0 50.0 50.0Total

- 6 -

2019 - 2028 Capital Budget Justification

Tangible Capital Assets

Department:

Division:

Budget Reference #: 2-1.01CAO

CAP Form 1 (TCA)Questica#: 17-071

Chief Administrative Officer - Communication Services

Project Detail, Justification & Reference Map

The goal of Community Branding is to establish a theme or idea that

the City and community can use consistently that captures our identity,

supports consistency in communication, and instills pride in what

makes Peterborough a compelling choice as a place to live, work and

play. Updates have been provided to Council throughout 2017-18

through reports:

CPFS17-024 - May 29, 2017

CPFS17-045 - July 24, 2017

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.

Project Name & Description

Community Branding

Commitments Made

On October 19, 2016, through Report CPFS16-036 Award of RFP

P-29-16 Community Branding and Implementation Strategy, the

Administrative Staff Committee awarded a contract to BrandHealth

Inc. to develop a Community Brand for the City of Peterborough.

Effects on Future Operating Budgets

- 7 -


Ten Year Capital Budget Estimates2019-2028 & Subsequent Years

($000)

Questica #: 17-071

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 2-1.01


CAO

Project Description City Branding

ExpendituresContractual Services 227.0 152.0 25.0 50.0

Total Direct Revenue

227.0Net Requirements 152.0 25.0 50.0

To Be Financed From:

227.0 152.0 25.0 50.0Capital Levy

- 8 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

CAO

Communication Services

Accessibility

Improvements 25.0 889.4 839.4 25.0 25.0 25.0 25.0 2-1.02

889.4 839.4 25.0 25.0 25.0 25.0 25.0Total

- 9 -


Other Capital Assets

Department:

Division:


CAP Form 1 (Other)Questica#: 09960



The AAC consists of individuals with various mobility, hearing and

visual disabilities as well as representatives from community agencies

that support people with disabilities such as the CNIB and an

appointed Member of City Council. City staff present projects that

improve accessibility and request required funding. A list of all City

facilities and their status with respect to accessibility has been

updated. From this list, a priority rating will be established and used for

funding future accessibility projects.

The uncommitted balance in the Access Fund as of May 2018 was

$103,216.

The amount will be applied towards specific department requests or

other accessibility projects as the AAC deems appropriate or

necessary to make City-owned facilities more accessible. Examples

include installation of elevators, ramps, power-operated doors,

handrails, signage, accessible washrooms, strobe alarms, TTY

equipment, and contrast stripes on stairs.


Accessibility Improvements - Improvements to City-owned or

operated facilities to allow for barrier-free access for people with

disabilities. This fund (called the “Access Fund”) is administered by

the Accessibility Advisory Committee (AAC).

Commitments Made

Council adopted a policy in 1989 of upgrading all municipal

buildings to meet or exceed Ontario Building Code standards with

respect to barrier-free design. The Accessibility for Ontarians with

Disabilities Act (2005) has a goal of an accessible Ontario by the

year 2025. The City is obligated to follow the Customer Service

Standard and the Integrated Accessibility Standard which includes

a general requirement that accessibility must be considered for all

procurement, as well as requirements for Employment,

Transportation, Information and Communication, and the Design of

Public Spaces. Improvements to accessibility of the built

environment are being implemented via revisions to the Ontario

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.


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 -



($000)

Questica #: 09960

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 2-1.02


CAO

Project Description Accessibility Improvements




To Be Financed From:Reserves

Accessibility Improvements Res 889.4 839.4 25.0 25.0

889.4 839.4 25.0 25.0Total Reserves

- 11 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

CAO

Fire Services

Fire Fighter Equipment

and Personal Protective

Equipment (PPE)

558.0 171.6 1,075.2 171.6 172.4 173.2 558.0 171.6 172.4 173.2 2-2.01

Fire Apparatus

Replacement/Additions 4,160.0 25.0 5,075.0 25.0 650.0 240.0 4,160.0 25.0 650.0 240.0 2-2.02

Fire Station Relocations

and Construction 5,250.0 9,425.0 175.0 4,000.0 5,250.0 4,000.0 2-2.03

15,575.2 175.0 196.6 196.6 9,968.0 196.6 4,822.4 413.2 9,968.0 4,822.4 413.2Total

- 12 -



Department:

Division:



Fire - Fire Services


In compliance with current standards, 38 Self Contained Breathing

Apparatus (SCBA) and 97 cylinders will reach there maximum

anticipated life of 15 years; therefore, replacement of 38 SCBA and 97

cylinders will be required in 2022.

Currently, funds are being contributed to a Fire Fighting and Safety

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

equipment such as:

• Power tools, hose, nozzles and related tools and equipment

• Training props for safe fire and rescue training operations

• Replacement of specialty rescue equipment and trailer

• Water/ice rescue equipment


Fire Fighter Equipment and Personal Protective Equipment (PPE)

Commitments Made

To maintain this program for each subsequent year as mandated by

the MOL, it is necessary to continue annual capital budget

expenditures for the acquisition of PPE.


The provision of additional PPE as mandated by the MOL will

increase annual operating, maintenance and repair costs. PPE has

an operational life of 5-10 years and includes specially designed

pants and coats, gloves, helmets, boots and other protective

clothing to fire service standards.

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)

Questica #: 19-069

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 2-2.01


CAO

Project Description Fire Fighter Equipment and Personal Protective

Equipment (PPE)

ExpendituresContractual Services 1,075.2 171.6 172.4 173.2 384.0 174.0


1,075.2Net Requirements 171.6 172.4 173.2 384.0 174.0


Fire Fighting and Safety Equip 1,075.2 171.6 172.4 173.2 384.0 174.0

1,075.2 171.6 172.4 173.2Total Reserves

384.0 174.0

Capital Levy

- 14 -



Department:

Division:





Fire Apparatus/Vehicle Replacement Schedule:

Delivery &

Design Purchase

Year Year Equipment and Current ($)

2019 2019 Replace Hazardous Materials Trailer - $ 25,000

2020 2020 Replace Rescue Pumper - $650,000

2021 2021 Technical Rescue Retrofit - $175,000

2021 2021 Replace Support Unit - $65,000



2023 2023 Station 4 Pumper & Support Unit - $763,000

2024 2024 Replace 1991 Aerial Truck - $1,800,000





Fire Apparatus Replacement/Additions

Commitments Made


The ongoing replacement of fire apparatus will lower maintenance

costs in future years.

To meet the proposed capital expenditures, the annual contribution

of $400,000 from the operating budget to the Fire Vehicle

Equipment Reserve Fund will need to be maintained.

- 15 -



($000)

Questica #: 19-070

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 2-2.02


CAO

Project Description Fire Apparatus Replacement/Additions

ExpendituresContractual Services 5,075.0 25.0 650.0 240.0 748.0 763.0 2,649.0


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

To Be Financed From:Development Charges

Fire Vehicle Equip Reserve 763.0 763.0

763.0Total Development Charges 763.0

ReservesFire Vehicle Equip Reserve 4,312.0 25.0 650.0 240.0 748.0 2,649.0

4,312.0 25.0 650.0 240.0Total Reserves

748.0 2,649.0

- 16 -



Department:

Division:


CAP Form 1 (TCA)Questica#: 15163



At its meeting held March 1, 2010, Council adopted a number of

recommendations as set out in report CSF10-001 (b) dated February

16, 2010, concerning the Station Relocation Review and

Implementation.

Report CSF10-001 (b) indicated that Station #2 on Carnegie would be

replaced with annual capital budget priorities and scheduled

development. The report also indicated that in 2020, Station #4 would

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.


Fire Station Relocations/Construction

Commitments Made


There will be an initial lowered cost of maintenance on the future

operating budget for the replacement of Fire Station #2.

- 17 -



($000)

Questica #: 15163

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 2-2.03


CAO

Project Description Fire Station Relocations and Construction

ExpendituresContractual Services 9,425.0 175.0 4,000.0 250.0 5,000.0


9,425.0Net Requirements 175.0 4,000.0 250.0 5,000.0

To Be Financed From:Debentures

Deb Rev-Tax Supported 2,320.0 2,320.0

DCRF Fire 6,930.0 1,680.0 250.0 5,000.0

9,250.0 4,000.0Total Debenture Financing 250.0 5,000.0

Development Charges DCRF Fire 73.0 73.0

73.0 73.0Total Development Charges

102.0 102.0Capital Levy

- 18 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Corporate and Legislative Services Summary

4,600.0 1,005.0 3,960.0 505.0 20,605.0 280.0 5,470.0 6,820.0 3,435.0 4,600.0 5,470.0 6,820.0 3,435.0 Facilities

Management3-1

14,695.0 1,945.0 64.5 1,480.5 23,992.6 1,952.6 3,490.0 1,480.0 2,375.0 14,695.0 1,545.0 1,480.0 2,375.0 Facilities and

Planning Initiatives3-2

10,220.0 207.6 1,156.7 357.0 14,961.3 1,721.3 1,560.0 1,460.0 9,800.0 1,513.7 1,500.0 1,400.0 Information

Technology3-3

632.1 869.2 1,221.4 11,024.4 6,334.6 2,722.7 1,967.1 2,722.7 1,967.1 Other 3-4

70,583.2 2,152.6 8,567.1 13,404.0 11,251.4 2,858.3 29,515.0 6,309.7 2,083.4 11,827.1 7,270.0 29,095.0 11,767.1 7,210.0Total

- 19 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Corporate and Legislative Services Summary

950.0 165.0 1,875.0 175.0 165.0 335.0 250.0 950.0 165.0 335.0 250.0 Facilities

Management3-1

3,122.4 67.5 900.0 423.9 8,813.3 2,240.0 1,391.4 1,025.2 1,034.3 3,122.4 491.4 1,025.2 1,034.3 Other 3-4

10,688.3 900.0 2,415.0 1,556.4 656.4 588.9 4,072.4 67.5 1,360.2 1,284.3 4,072.4 1,360.2 1,284.3Total

- 20 -



Printed on: 2018/11/21 2:52 pm


DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Corporate and Legislative Services

Facilities Management

1,800.0 465.0 3,500.0 35.0 10,045.0 100.0 4,000.0 2,395.0 1,750.0 1,800.0 4,000.0 2,395.0 1,750.0 City Buildings -

Community Services3-1.01

200.0 460.0 400.0 2,250.0 15.0 1,060.0 875.0 300.0 1,060.0 875.0 300.0 City Buildings - IPS

3-1.02

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

Facilities Management3-1.03

15.0 35.0 1,470.0 50.0 1,250.0 170.0 50.0 1,250.0 170.0 City Buildings - Fire

Services3-1.04

20,605.0 280.0 5,470.0 5,470.0 1,005.0 4,600.0 3,960.0 505.0 6,820.0 3,435.0 4,600.0 6,820.0 3,435.0Total

- 21 -



Department:

Division:

Budget Reference #: 3-1.01Corporate and Legislative Services

CAP Form 1 (TCA)

Finance - Facilities Management

2019-PWOG-2

Project Detail, Justification & Reference MapProject Name & Description

Corporate and Legislative Services - Facilities Management -

Community Services

Commitments Made

The building audits have been completed. The information

contained in the audits shall be prioritized in a 20 year life cycle

plan. The items identified shall then require repair and/or

replacement and appropriate budgets shall be designated per

facility. Through Reports CPPS17-015 dated April 18, 2017 and

CLSFM18-021 dated August 27, 2018, $3,500,000 has been

pre-committed for Project 2 - Memorial Centre - Replace Ice Pad.


The repairs and/or replacements will reduce future maintenance

and operating costs.

Project Description 2019

Memorial Centre - Replace Ice Pad $3,500,0001.

Museum & Archives - Gallery

Re-Development Study

$35,0002.

Evinrude Centre Flat Roof Pre-Design $250,0003.

Main Library - Building Commissioning $60,0004.

Art Gallery Interior Lighting & Storage Bldg

Upgrades

$55,0005.

Northcrest Arena Refrigeration Plant &

Structural Upgrades

$100,0006.

$4,000,000

- 22 -



($000)

PWOG-2

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

20282029 to

2043

Department

Division

Project # 3-1.01



Project Description Corporate and Legislative Services - Facilities

Management - Community Services

ExpendituresContractual Services 10,045.0 100.0 4,000.0 2,395.0 1,750.0 1,800.0


10,045.0Net Requirements 100.0 4,000.0 2,395.0 1,750.0 1,800.0


DebenturesDeb Rev-Tax Supported 3,575.0 75.0 3,500.0

3,575.0 75.0 3,500.0Total Debenture Financing

Reserves - Museum Renovation Reserve 80.0 35.0 45.0

80.0 35.0 45.0Total Reserves

6,390.0 25.0 465.0 2,350.0 1,750.0Capital Levy

1,800.0

- 23 -



Department:

Division:


CAP Form 1 (TCA)


2019-PWOG-3


Corporate and Legislative Services - Facilities Management -


Commitments Made





facility. Through Report USDIR18-006 dated April 23, 2018,

$460,000 has been pre-committed for Project 3 - Peterborough

Operations Centre - Install New Generator.





WWTP - Admin Bldg & Plant #2 - replace

rooftop HVAC, New Plant #1 replace roof

$400,0001.

King Street Parkade - Replace roof on

Stairwells & Install F/A System

$200,0002.

Peterborough Operations Centre - Install

New Generator

$460,0003.

$1,060,000

- 24 -



($000)

PWOG-3

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

20282029 to

2043

Department

Division

Project # 3-1.02




Management - Infrastructure and Planning Services

ExpendituresContractual Services 2,250.0 15.0 1,060.0 875.0 300.0


2,250.0Net Requirements 15.0 1,060.0 875.0 300.0


DebenturesDeb Rev-Tax Supported 460.0 460.0

460.0 460.0Total Debenture Financing

Reserves - Energy Conservation Reserve

- Parking Reserve

- Waste Water Reserve Fund 750.0 400.0 350.0

- Sustainability Reserve 75.0 75.0


965.0 15.0 200.0 450.0 300.0Capital Levy

- 25 -



Department:

Division:


CAP Form 1 (TCA)


2019-PWOG-1


Corporate and Legislative Services - Facilities Management

Commitments Made





facility.





City Hall - Facility Renovation $75,0001.

Provincial Courthouse - Replace condensing

unit and exhaust fans

$35,0002.

Market Hall - Design Fees for Exterior

Facade Repairs

$115,0003.

Peterborough Daycare - Replace Fire Alarm

System

$35,0004.

Police Station - Replace various flooring $100,0005.

$360,000

- 26 -



($000)

PWOG-1

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

20282029 to

2043

Department

Division

Project # 3-1.03




Management

ExpendituresContractual Services 6,840.0 165.0 360.0 2,300.0 1,215.0 2,150.0 650.0


Direct RevenueRecoveries


6,840.0Net Requirements 165.0 360.0 2,300.0 1,215.0 2,150.0 650.0




Reserves - Court House Capital Reserve 35.0 35.0

- Parking Reserve

- Property Maintenance Reserv 30.0 30.0


6,725.0 85.0 325.0 2,300.0 1,215.0Capital Levy

2,150.0 650.0

- 27 -



Department:

Division:


CAP Form 1 (TCA)


2019-PWOG-4


Corporate and Legislative Services - Facilities Management - Fire

Services

Commitments Made





facility.





Fire Station #1 - Replace shingle roof on

storage shed and replace exterior lighting

$15,0001.

Fire-Station #3 - Fleming Bldg - Replace

flourescent lights with LED

$35,0002.

$50,000

- 28 -



($000)

PWOG-4

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

20282029 to

2043

Department

Division

Project # 3-1.04




Management - Fire Services

ExpendituresContractual Services 1,470.0 50.0 1,250.0 170.0


1,470.0Net Requirements 50.0 1,250.0 170.0




Reserves - Sustainability Reserve 35.0 35.0

35.0 35.0Total Reserves

1,085.0 15.0 900.0 170.0Capital Levy

- 29 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Facilities Management

Create AutoCAD Master

Facility Drawings for all

City Facilities

165.0 425.0 175.0 165.0 85.0 165.0 85.0 3-1.05

Building Condition

Audits for all City

Facilities

950.0 1,450.0 250.0 250.0 950.0 250.0 250.0 3-1.06

1,875.0 175.0 165.0 165.0 165.0 950.0 335.0 250.0 950.0 335.0 250.0Total

- 30 -



Department:

Division:


CAP Form 1 (Other)Questica#: 17-075



The intent of this project is to create scaled AutoCAD floor and site

plans for all City facilities providing a computerized drawing data base

of all City facilities.


Create AutoCAD Master Facility Drawings for all City Facilities

Commitments Made


- 31 -



($000)

Questica #: 17-075

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-1.05



Project Description Create AutoCAD Master Facility Drawings for all City

Facilities





425.0 175.0 165.0 85.0Capital Levy

- 32 -



Department:

Division:





Perform Building Condition Audits, Elevator Audits and Energy Audits

on all City Facilities. The original Building Condition Audits were last

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.


Building Condition Audits for all City Facilities

Commitments Made


- 33 -



($000)

Questica #: 17-076

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-1.06



Project Description Building Condition Audits for all City Facilities

ExpendituresContractual Services 1,450.0 250.0 250.0 450.0 500.0


1,450.0Net Requirements 250.0 250.0 450.0 500.0


1,450.0 250.0 250.0Capital Levy 450.0 500.0

- 34 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Facilities and Planning Initiatives

Construction of New

Athletic Facilities 1,745.0 64.5 1,480.5 3,710.0 420.0 3,290.0 1,545.0 3-2.01

Wading Pool

Conversions/New

Splash Pads

2,295.0 200.0 3,790.0 600.0 200.0 320.0 375.0 2,295.0 320.0 375.0 3-2.02

Construction of a New

Washroom Building at

Trent Ball Diamond

600.0 600.0 600.0 3-2.03

Park Washroom

Replacement Bldgs 1,392.6 932.6 460.0 460.0 3-2.04

Development of New

Ball Diamonds and Field

House

12,400.0 14,500.0 100.0 2,000.0 12,400.0 100.0 2,000.0 3-2.05

23,992.6 1,945.0 1,952.6 3,490.0 1,545.0 64.5 14,695.0 1,480.5 1,480.0 2,375.0 14,695.0 1,480.0 2,375.0Total

- 35 -



Department:

Division:



Finance - Facilities and Planning Initiatives


Field development over the last ten years has been in partnership with

public institutions and community sport partners to improve the

facilities available for recreational and competitive play.

A joint project with other partners means that the City can maximize its

investment with a reduced cost impact to the local tax base, both on

the capital and the operating costs, for the complete project.

The 2019 request would be for Request for Tenders and construction.

Accessibility Considerations

The sports field will include park signage, walkways and rest areas and

to meet the AODA guidelines for accessibility.


Construction of New Athletic Facilities

This budget request will fund new athletic facilities at Holy Cross

Secondary School to meet the demands of outdoor community

sports. An artificial playing field and track project, in partnership

with the Peterborough Victoria Northumberland and Clarington

Catholic District School Board, is proposed for construction in

2019.

Commitments Made

Community sports continue to make increasing demands on the

limited fields and facilities provided by the City and other partners

like the Board(s) of Education, Fleming College and Trent

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)

Questica #: 16-012

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-2.01



Project Description Construction of New Athletic Facilities

ExpendituresContractual Services 3,710.0 420.0 3,290.0


Direct RevenueCommunity Sponsors 1,855.0 210.0 1,645.0

Casino Gaming Reserve 100.0 100.0

1,955.0 210.0 1,745.0Total Direct Revenue

1,755.0Net Requirements 210.0 1,545.0


DCRF Parks 1,660.5 180.0 1,480.5


Development Charges DCRF Parks

Total Development Charges

94.5 30.0 64.5Capital Levy

- 37 -



Department:

Division:





The City currently operates four supervised wading pools located at

Turner Park, Chelsea Gardens, Knights of Columbus Park and John

Taylor Memorial Park which are showing signs of decline and require

replacement. Additionally, malfunctioning and irreparable spray posts

are located in Olympus Park and Hamilton Park.

A strategy to address aging infrastructure and demands for new

facilities was included in Report APRAC16-017 Outdoor Water Play

Facilities 10 Year Capital Strategy. New splash pad facilities are

identified in this Report for the areas of Peterborough South West End

and West End, locations to be determined. Beavermead Park is

identified as a longer term location for a splash pad facility.This report

is further supported by the Vision 2025 report that currently identifies a

shortfall in water play and splash pads within the City.

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 2019 request of $200,000 is for Hamilton Park and Olympus Park

to changeover the spray post to a ground geyser spray feature.


All new facilities will address AODA requirements for accessibility of

outdoor playscapes.


Wading Pool Conversions/New Splash Pads

This project delivers new water play opportunities in children's

playgrounds over a ten year period. The first recommendation is the

ongoing replacement of existing wading pools with new splash

pads. The second recommendation is for new water play facilities

in under served areas in Peterborough. The final recommendation

is a splash pad for Beavermead Park in 2026.

Commitments Made

No further commitments have been made at this time, however, the

Arenas, Parks & Recreation Advisory Committee have supported a

comprehensive strategy to offer cost effective water play facilities .


The conversion of wading pools to splash pads will see the

elimination of lifeguard supervision and chlorine supplies each

year.

- 38 -



($000)

Questica #: 17-128

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-2.02



Project Description Wading Pool Conversions/New Splash Pads

ExpendituresContractual Services 3,790.0 600.0 200.0 320.0 375.0 360.0 375.0 1,560.0


Direct RevenueRevenue-Ontario Grant 300.0 300.0


500.0 300.0 200.0Total Direct Revenue



Capital Levy Reserve 300.0 300.0


2,990.0 320.0 375.0Capital Levy

360.0 375.0 1,560.0

- 39 -



Department:

Division:





The baseball diamond and sport field facility at Trent University was

completed in 2016. The original master plan for the project identified a

location for a future plan washroom building of approximately 432 m2.

External servicing is currently underway along Pioneer Road to support

development in this area allowing a washroom building to be further

considered at this facility location.


This facility will meet the requirements of the Ontario Building Code for

accessibility. The building will accommodate provision of accessible,

all inclusive universal washroom design.


Construction of a New Washroom Building at Trent Ball Diamond

This budget request will fund a new washroom building at the

baseball diamond and sport field facility at Trent University.

Commitments Made

No commitment has been made at this time, however, a washroom

facility at this location was part of the master plan for this site.


Future operating budgets will reflect the cost of maintaining this

washroom facility.

- 40 -



($000)

Questica #: 18-134

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-2.03



Project Description Construction of a New Washroom Building at Trent Ball

Diamond

ExpendituresContractual Services 600.0 600.0


600.0Net Requirements 600.0


Deb Rev-Tax Supported 330.0 330.0

Deb Revenue - Development Chgs


Development Charges DCRF Parks 270.0 270.0


Capital Levy

- 41 -



Department:

Division:





Three park washroom buildings were identified as aged and in poor

condition in active use parks. Replacement facilities, that serve a

broader sector of the public, are recommended.

The City replaced King Edward Park washroom building in 2016 and

Nicholl's Oval Park washroom building in 2018.

The replacement of the Jackson Park washroom facility is being

recommended in 2020.


The facilities recommended in this budget will meet or exceed the

minimum requirements of the Ontario Building Code.


Park Washroom Replacement Buildings

This budget requests funds to replace washroom buildings that are

in excess of 50 years old with modern, accessible facilities.

Commitments Made


Replacement facilities that are modernized, efficient and durable

will reduce the annual maintenance by Public Works staff.

- 42 -



($000)

Questica #: 15110

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-2.04



Project Description Park Washroom Replacement Bldgs

ExpendituresContractual Services 1,392.6 932.6 460.0


1,392.6Net Requirements 932.6 460.0


Deb Rev-Tax Supported 1,285.0 825.0 460.0

1,285.0 825.0 460.0Total Debenture Financing

ReservesCapital Levy Reserve 95.0 95.0

Contribution from related project 12.6 12.6


- 43 -



Department:

Division:



Corporate - Facilities and Planning Initiatives


Funds allocated within this budget are dedicated to sport facility

development at the property located at Pioneer Road and 9th Line on

land leased from Trent University.

As identified in report CSD15-019 - New Arena Development Site,

Trent University committed to reserve 23 acres for the City's use at

Pioneer Road and 9th Line, for the development of recreational sport

fields. For example, the relocation of ball diamonds from Morrow Park

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

property.

The Field House will provide year round access to an indoor track,

athletic field, as well as court options for basketball, ball hockey, and

racquet sports. It will provide a multi-functional facility that will meet the

needs of the community including the capacity to accommodate many

varied and unique training activities, as well as clinics and workshops.


The facilities recommended will meet the AODA guidelines for fully

accessible design.


Development of New Ball Diamonds and Field House

This budget requests funds for future development of four new

baseball diamonds and a field house to meet the ongoing growth

of community sports and provide year round covered access to one

sports field.

The field house would be a building enclosing a large area suitable

for various forms of athletics and spectator seating.

Commitments Made

No commitments have been made at this time.


Future operating budgets will reflect the cost of maintaining this

facility.

- 44 -



($000)

Questica #: 18-135

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-2.05

Corporate - Facilities and Planning Initiatives


Project Description Development of New Ball Diamonds and Field House

ExpendituresContractual Services 14,500.0 100.0 2,000.0 8,000.0 4,400.0


14,500.0Net Requirements 100.0 2,000.0 8,000.0 4,400.0


Deb Rev-Tax Supported 6,640.0 6,200.0 440.0


6,640.0Total Debenture Financing 6,200.0 440.0

Development Charges DCRF Parks 6,400.0 640.0 1,800.0 3,960.0

6,400.0 640.0Total Development Charges

1,800.0 3,960.0

1,460.0 100.0 1,360.0Capital Levy

- 45 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Information Technology

City Departmental

Projects 4,900.0 148.9 642.4 107.0 7,198.4 898.4 700.0 700.0 4,900.0 749.5 700.0 700.0 3-3.01

PTS Capital

Expenditures 3,325.0 249.8 250.0 4,774.8 499.8 475.0 475.0 3,325.0 499.8 475.0 475.0 3-3.02

City Technology Project

and Capital

Improvements

1,575.0 214.5 2,239.5 214.5 225.0 225.0 1,575.0 214.5 225.0 225.0 3-3.03

Software and Desktop

Equipment

Replacement Plan

420.0 58.7 598.7 58.7 60.0 60.0 3-3.04

Next Generation 9-1-1

50.0 150.0 50.0 100.0 50.0 100.0 3-3.05

14,961.3 207.6 1,721.3 1,513.7 1,156.7 10,220.0 357.0 1,560.0 1,460.0 9,800.0 1,500.0 1,400.0Total

- 46 -



Department:

Division:



Information Technology - Information Technology


$84,720 - Social Services Audiolog Upgrade or Replacement

$61,000 - Social Services Centralized Childcare Waitlist

$3,220 - Social Services CERP

$4,600 - Community Services Map - 4-Info.com

$5,480 - Corporate Community Engagement Calendar

$150,000 - Data Governance

$4,600 - e-Scribe Workflow Implementation

$29,600 - File Sharing (POA, OPP, Police, Fire, etc.)

$118,400 - InMagic Expansion of Digital Images to Web

$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


City Departmental Projects

Commitments Made

None


Software licenses generally incur an annual maintenance cost that

is approximately 20% to 25% of the initial capital investment.

- 47 -



($000)

Questica #: 19-090

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-3.01



Project Description City Departmental Projects



Direct RevenueInternal Recoveries 148.9 148.9

148.9 148.9Total Direct Revenue




Waste Water Reserve Fund 79.0 79.0


6,942.4 642.4 700.0 700.0Capital Levy

700.0 700.0 3,500.0

- 48 -



Department:

Division:





Total Capital Projects and Improvements: $499,750. This project

consists of the following:

- replacing IT assets as part of regular lifecylce management

- extending the use of existing technology to provide greater coverage

- new initiatives.


Peterborough Technology Services - City Capital Expenditures

Commitments Made

None


Software licenses will incur an annual maintenance cost that is

approximately 20 to 25% of the capital cost.

- 49 -



($000)

Questica #: 19-086

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-3.02



Project Description PTS Capital Expenditures





EDP Equip Reserve 250.0 250.0


4,524.8 249.8 475.0 475.0Capital Levy

475.0 475.0 2,375.0

- 50 -



Department:

Division:





Machinery and Equipment/Computer Hardware and Software (Server

replacements, Switches, Computers, Software)

Total: $214,500


City Technology and Capital Improvements

Commitments Made

None.


Software licenses will incur an annual maintenance cost that is

approximately 20% to 25% of the initial capital investment.

- 51 -



($000)

Questica #: 19-087

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-3.03



Project Description City Technology Project and Capital Improvements





2,239.5 214.5 225.0 225.0Capital Levy

225.0 225.0 1,125.0

- 52 -



Department:

Division:





The following equipment will be purchased.

Desktop Computers - $54,188

Monitors - $4,462

Total - $58,650


Software and Desktop Equipment Replacement Plan

Commitments Made

None


None

- 53 -



($000)

Questica #: 19-088

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-3.04



Project Description Software and Desktop Equipment Replacement Plan

ExpendituresContractual Services 598.7 58.7 60.0 60.0 60.0 60.0 300.0


Direct RevenueTransfer from Operations 598.7 58.7 60.0 60.0 60.0 60.0 300.0

598.7 58.7 60.0 60.0Total Direct Revenue

60.0 60.0 300.0

- 54 -



Department:

Division:





The Canadian Radio-Television and Telecommunications Commission

(CRTC) passed a decision in 2017 (Telecom Regulatory Policy CRTC

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

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.


Next Generation 9-1-1

Commitments Made


- 55 -



($000)

Questica #: 19-104

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-3.05



Project Description Next Generation 9-1-1

ExpendituresContractual Services 150.0 50.0 100.0


150.0Net Requirements 50.0 100.0


150.0 50.0 100.0Capital Levy

- 56 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Other

Enterprise Software

Modernization 524.5 869.2 1,161.4 10,249.5 5,727.3 2,555.1 1,967.1 2,555.1 1,967.1 3-4.01

Amanda Software

Upgrade 107.6 60.0 774.9 607.3 167.6 167.6 3-4.02

11,024.4 6,334.6 2,722.7 2,722.7 632.1 869.2 1,221.4 1,967.1 1,967.1Total

- 57 -



Department:

Division:



Finance - Other


Specific computerized applications due for replacement include:

- Financial Enterprise Resource Planning software - the product has

been in use since 1997. The estimated replacement cost after

implementation is approximately $10.2 million.

- Property Taxation Software - the current product being used meets

today's legislative requirements, but does not include any of the

electronic customer service offerings that are expected in today 's

business environment. The software will be replaced as part of the

SAP project.


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.


Enterprise Software Modernization

Commitments Made

Estimated funding required to implement Enterprise Resource

Planning Software - SAP

In 2016, through Report CPFS16-018, Council awarded a contract

to PerfectMind for the City's Program Registration and Facility

Booking Software.

In 2017, through Report CPFS17-036, Council awarded a contract

to SAP for a corporate Financial Enterprise Resource Planning

solution.


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)

Questica #: 16-015

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.01

Finance - Other


Project Description Enterprise Software Modernization

ExpendituresContractual Services 10,249.5 5,727.3 2,555.1 1,967.1


Direct RevenueTransfer from Operations 266.0 266.0


9,983.5Net Requirements 5,461.3 2,555.1 1,967.1


Deb Rev-Tax Supported 2,408.1 1,538.9 869.2

2,408.1 1,538.9 869.2Total Debenture Financing

ReservesCapital Levy Reserve 3,944.3 2,032.9 1,161.4 750.0


4,634.8 2,723.4 1,161.4 750.0Total Reserves

2,940.6 1,199.0 524.5 1,217.1Capital Levy

- 59 -



Department:

Division:



Finance - Other


Amanda is the corporate software for property records and requires an

extensive upgrade. The specific components of the project include:

2019

Clerk's - FOI Request - $71,308

Clerk's - Business licenses - $36,308

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.


Amanda Software Upgrade

Commitments Made

Amanda is extensively used within both the Building and Planning

Divisions.


- 60 -



($000)

Questica #: 17-022

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.02

Finance - Other


Project Description Amanda Software Upgrade



Direct RevenueInternal Recoveries 71.6 71.6




Building Division Reserve 260.1 200.1 60.0


443.2 335.6 107.6Capital Levy

- 61 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Other

Canadian Canoe

Museum - Capital Build 2,500.0 500.0 4,000.0 500.0 500.0 500.0 2,500.0 500.0 500.0 3-4.03

Humane Society - New

Animal Care Centre

Capital Campaign

400.0 1,686.0 686.0 400.0 300.0 300.0 300.0 300.0 3-4.04

Fairhaven Capital

Funding 497.4 216.4 1,377.3 204.0 216.4 225.2 234.3 497.4 216.4 225.2 234.3 3-4.05

Hospice Peterborough

200.0 1,500.0 1,300.0 200.0 200.0 3-4.06

Development Charge

Study Update 125.0 67.5 7.5 250.0 50.0 75.0 125.0 75.0 3-4.07

8,813.3 900.0 2,240.0 1,391.4 491.4 423.9 3,122.4 67.5 1,025.2 1,034.3 3,122.4 1,025.2 1,034.3Total

- 62 -



Department:

Division:



Finance - Other


Established in 1997, the Canadian Canoe Museum (Museum) is now

home to the world’s largest and most significant collection of canoes,

kayaks and paddled watercraft. The Museum is looking to move to a

new 75,000 square-foot facility that will physically connect the more

than 600 watercraft in its collection to local waterways at a location

beside the Peterborough Lift Lock on the Trent-Severn Waterway (both

National Historic Sites).

The Museum has had recent success in securing funding from both the

provincial and federal levels of government. On February 24, 2017, the

Honourable Maryam Monsef, Minister of Status of Women and MP for

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.


Canadian Canoe Museum - Capital Build

Commitments Made

Based upon Report CSD17-030 - Canadian Canoe Museum

Funding Request and Pre-Commitment of Future Capital Budgets,

Council approved a motion that a total of $4.0 million in capital

funding for the Canadian Canoe Museum for its proposed new

facility, be approved, with the City contributions paid in increments

over eight years, beginning in 2019.


- 63 -



($000)

Questica #: 18-138

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.03

Finance - Other


Project Description Canadian Canoe Museum - Capital Build



Direct RevenueCasino Gaming Reserve 500.0 500.0


3,500.0Net Requirements 500.0 500.0 500.0 500.0 1,500.0


3,500.0 500.0 500.0Capital Levy

500.0 500.0 1,500.0

- 64 -



Department:

Division:



Finance - Other


Based on Report OCS16-002 dated May 30, 2016, and a presentation

by the Humane Society, Council committed to support the capital

campaign over five annual installments. The motions read as follows:

b) That the City of Peterborough approve a $1.5 million capital

campaign contribution to the Peterborough Humane Society, to be

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

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;


Humane Society - New Animal Care Centre Capital Campaign

Commitments Made

Through Report OCS16-002 dated May 30, 2016, Council

committed to support the Humane Society's capital campaign over

five years.


- 65 -



($000)

Questica #: 17-006

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.04

Finance - Other


Project Description Humane Society - New Animal Care Centre Capital

Campaign



Direct RevenueCasino Gaming Reserve 400.0 400.0


1,286.0Net Requirements 686.0 300.0 300.0


1,286.0 686.0 300.0 300.0Capital Levy

- 66 -



Department:

Division:



Finance - Other


Fairhaven has limited revenue sources and the Ministry of Health and

Long Term Care does not provide funding for capital projects,

equipment or the building. Capital repairs had been funded from a

Capital Reserve, however, that was unsustainable.

A capital plan and ongoing funding from the City and County started in

2013. The amount paid by the City for 2019 will be $216,400. This

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


Fairhaven Capital Funding

Commitments Made

As part of report CPFS12-062 dated September 4, 2012, Council

resolved that beginning with the 2013 Capital Budget, an annual

provision would be included in the Draft Capital Budget to support

Fairhaven’s on-going capital program.


- 67 -



($000)

Questica #: 18-023

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.05

Finance - Other


Project Description Fairhaven Capital Funding

ExpendituresContractual Services 1,377.3 204.0 216.4 225.2 234.3 243.8 253.6


1,377.3Net Requirements 204.0 216.4 225.2 234.3 243.8 253.6


1,377.3 204.0 216.4 225.2 234.3Capital Levy

243.8 253.6

- 68 -



Department:

Division:



Finance - Other


Based on Report CPFS15-036, 2016 Budget Guidelines dated July

27, 2015, Council approved the following recommendation:

That, with respect to the Hospice Peterborough Renovation Project,

i) the City commit in principle to provide $1.5 million towards the

project construction costs over a three year period 2016 to 2018,

subject to a satisfactory funding agreement being reached, and

ii) That the 2016 Draft Capital Budget includes the first $500,000

annual contribution.

The final $500,000 of the $1.5 million commitment, has been split

between 2018 ($300,000) and 2019 ($200,000).


Hospice Peterborough Funding Request

Commitments Made

On January 12, 2015, based on Report CAO15-001 dated January

12, 2015 Hospice Peterborough Funding Request Presentation to

January 13, 2015 Budget Committee, Council approved the

following recommendation:

That the Hospice Peterborough presentation to the January 13,

2015 Budget Committee meeting, seeking $1.5 million financial

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)

Questica #: 16-107

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.06

Finance - Other


Project Description Hospice Peterborough

ExpendituresContractual Services 1,500.0 1,300.0 200.0


1,500.0Net Requirements 1,300.0 200.0


1,500.0 1,300.0 200.0Capital Levy

- 70 -



Department:

Division:



Finance - Other


Development Charges are levied in accordance with various

Development Charge by-laws that establish various rates.

The current by-laws for the City-Wide General and Engineered

Services are in effect until December 31, 2019, whereas the Planning

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.


Development Charge Study Update

Commitments Made


- 71 -



($000)

Questica #: 18-024

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 3-4.07

Finance - Other


Project Description Development Charge Study Update

ExpendituresContractual Services 250.0 50.0 75.0 50.0 75.0


250.0Net Requirements 50.0 75.0 50.0 75.0


Development Charges Res 45.0 45.0

DCRF Gen Gov 180.0 67.5 45.0 67.5

225.0 45.0 67.5Total Development Charges 45.0 67.5

ReservesReserves & Reserve Funds


DCRF Gen Gov


20.0 7.5Capital Levy 5.0 7.5

- 72 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Infrastructure and Planning Services Summary

7,900.0 100.0 530.0 370.0 16,035.0 1,860.0 1,000.0 3,600.0 1,675.0 7,900.0 900.0 3,600.0 1,675.0 Planning 5-1

3,562.2 6,387.2 1,600.0 500.0 725.0 3,242.2 180.0 725.0 Growth Areas 5-2

50.0 3,100.0 12,244.0 5,344.0 3,150.0 450.0 3,300.0 3,150.0 450.0 3,300.0 Industrial Parks 5-3

1,850.0 350.0 1,000.0 8,355.3 2,755.3 1,350.0 2,175.0 225.0 1,850.0 1,350.0 2,175.0 225.0 Airport 5-5

216,590.0 300.9 1,370.0 2,331.8 259,230.0 29,652.3 4,002.7 4,340.0 4,645.0 216,590.0 4,002.7 4,340.0 4,645.0 Flood Reduction

Master Plan Projects5-6

535.0 345.0 1,921.3 762.3 345.0 134.0 145.0 535.0 345.0 134.0 145.0 Geomatics/Mapping 5-7

212,327.0 200.0 655.0 35.0 5,760.0 2,820.0 297,798.0 33,896.0 9,470.0 20,530.0 21,575.0 198,839.0 8,815.0 20,440.0 19,975.0 Arterial Streets 5-9

49,850.0 3,824.6 200.0 3,190.0 2,019.7 91,187.8 8,846.0 9,234.3 11,257.5 12,000.0 45,846.1 5,409.7 9,016.9 11,542.3 Collector and Local

Streets5-10

19,770.0 21,370.0 600.0 1,000.0 19,770.0 1,000.0 Bridges 5-11

11,378.0 184.0 552.0 18,801.6 1,530.0 736.0 2,970.7 2,186.9 11,378.0 736.0 2,970.7 2,186.9 Sidewalks 5-12

6,500.0 775.0 16,305.0 900.0 775.0 4,500.0 3,630.0 6,500.0 775.0 4,500.0 3,630.0 Sanitary Sewers 5-13

3,650.0 1,050.0 8,490.0 1,525.0 1,050.0 1,250.0 1,015.0 3,650.0 1,050.0 1,250.0 1,015.0 Storm Sewers 5-14

24,486.1 1,235.8 986.1 33,860.5 2,221.9 3,844.4 3,308.1 24,486.1 2,221.9 3,844.4 3,308.1 Public Works 5-15

54,873.9 1,339.0 175.0 330.0 495.0 90,596.1 2,333.9 2,339.0 15,858.2 15,191.1 51,800.6 1,000.0 4,908.2 4,241.1 Transit 5-16

1,456.0 410.0 100.0 5,501.3 350.0 510.0 3,075.0 110.3 1,456.0 510.0 3,075.0 110.3 Parking 5-17

3,363.4 297.3 257.5 8,489.9 882.7 554.8 1,842.2 1,846.9 3,363.4 554.8 1,842.2 1,846.9 Traffic and

Transportation5-18

900.0 150.0 750.0 Transportation

Planning5-19

315.0 1,305.0 2,240.0 530.0 1,305.0 45.0 45.0 315.0 1,305.0 45.0 45.0 Environmental

Services5-20

2,020.0 782.5 1,500.0 782.5 21,864.5 12,039.5 3,065.0 4,500.0 240.0 1,010.0 2,282.5 2,250.0 120.0 Waste Management 5-21

- 73 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

921,577.5 6,701.1 105,557.0 41,108.7 34,407.6 1,982.3 620,426.6 684.9 17,895.8 13,844.6 81,622.0 72,863.2 598,531.4 65,021.4 59,735.5Total

- 74 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Infrastructure and Planning Services Summary

4,600.0 1,000.0 100.0 200.0 14,222.2 3,422.2 1,300.0 2,600.0 2,300.0 4,600.0 300.0 2,600.0 2,300.0 Planning 5-1

50.0 25.0 400.0 200.0 25.0 25.0 100.0 50.0 25.0 25.0 100.0 Growth Areas 5-2

70.3 120.3 1,032.3 351.1 190.6 243.7 246.9 120.3 171.9 173.5 Industrial Parks 5-3

80.0 180.0 50.0 80.0 50.0 80.0 50.0 Building Services 5-4

200.0 150.0 1,403.9 653.9 150.0 300.0 100.0 200.0 150.0 300.0 100.0 Airport 5-5

13,150.0 2,760.0 41,889.3 20,409.3 2,760.0 2,810.0 2,760.0 13,150.0 2,760.0 2,810.0 2,760.0 Flood Reduction

Master Plan Projects5-6

139.2 434.2 265.0 139.2 15.0 15.0 139.2 15.0 15.0 Geomatics/Mapping 5-7

351.1 400.0 4,475.0 2,123.9 400.0 800.0 800.0 351.1 400.0 800.0 800.0 Infrastructure

Planning Adm5-8

50.0 200.0 250.0 250.0 250.0 Collector and Local

Streets5-10

2,190.0 265.0 6,161.2 2,131.2 265.0 810.0 765.0 2,190.0 265.0 810.0 765.0 Bridges 5-11

250.0 250.0 500.0 500.0 500.0 Storm Sewers 5-14

1,465.8 175.0 2,006.8 175.0 180.3 185.7 1,465.8 175.0 180.3 185.7 Public Works 5-15

35.9 109.8 35.9 36.6 37.3 35.9 36.6 37.3 Transportation

Planning5-19

450.0 233.3 116.7 300.0 9,362.0 5,812.0 650.0 2,225.0 225.0 450.0 416.7 2,225.0 225.0 Environmental

Services5-20

82,426.7 1,303.6 35,418.6 6,920.6 5,617.0 1,702.0 22,456.9 325.0 3,590.0 10,095.6 7,535.0 22,456.9 10,023.7 7,461.5Total

- 75 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Planning

Property Acquisitions

and Improvements 7,900.0 330.0 370.0 11,000.0 700.0 1,200.0 1,200.0 7,900.0 700.0 1,200.0 1,200.0 5-1.01

Jackson Creek

Floodplain Mapping 100.0 100.0 200.0 200.0 100.0 5-1.02

Central Area Master Plan

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

Otonabee River Trail -

Del Crary Park to Little

Lake Cemetery

2,400.0 400.0 2,000.0 2,000.0 5-1.04

16,035.0 100.0 1,860.0 1,000.0 900.0 530.0 7,900.0 370.0 3,600.0 1,675.0 7,900.0 3,600.0 1,675.0Total

- 76 -



Department:

Division:

Budget Reference #: 5-1.01Infrastructure and Planning Services


Planning - Planning


The General Property Reserve, funded through the operating budget,

anticipates property purchases in the current budget year that support

strategic municipal acquisitions or that implement public policy

directions of the City. The General Property Reserve is also used to

make improvements to municipal property, such as building

demolitions, that may be required to improve value and/or minimize

risk. Acquisitions may include property to fulfill the long-term land

needs of the Airport Master Plan and the acquisition of property or

easements to protect the obstacle limitation surfaces associated with

the expanded runways. In addition to airport acquisitions, the project

may also include strategic property purchases in the Central Area.


Property Acquisitions and Improvements

Commitments Made

Commencing in 2015, this project included an annual $100,000

allocation to reflect the commitment made through Report

PLPD13-056, to establish a new reserve for the purchase of the

Naval Association property.


- 77 -



($000)

Questica #: 19-028

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.01

Planning - Planning


Project Description Property Acquisitions and Improvements

ExpendituresContractual Services 11,000.0 700.0 1,200.0 1,200.0 1,200.0 1,200.0 5,500.0




11,000.0Net Requirements 700.0 1,200.0 1,200.0 1,200.0 1,200.0 5,500.0


Deb Rev-Tax Supported


Total Debenture Financing

Development ChargesDevelopment Charges Res


ReservesProperty Reserve 3,700.0 370.0 370.0 370.0 370.0 370.0 1,850.0

Federal Gas Tax

3,700.0 370.0 370.0 370.0Total Reserves

370.0 370.0 1,850.0

7,300.0 330.0 830.0 830.0Capital Levy

830.0 830.0 3,650.0

- 78 -



Department:

Division:



Planning - Planning


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

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

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.


Jackson Creek Floodplain Mapping

Commitments Made


- 79 -



($000)

Questica #: 19-027

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.02

Planning - Planning


Project Description Jackson Creek Floodplain Mapping



Direct RevenueRevenue-Canada Grant 100.0 100.0





- 80 -



Department:

Division:



Planning - Planning


CAMP includes various recommendation such as to carry out a

secondary planning exercise to refresh existing implementation plans

to account for the physical expansion of the Downtown, including:

- site and building design guidelines

- secondary planning for residential intensification opportunities

- streetscape design guidelines

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.


Central Area Master Plan Implementation Phase

Commitments Made

The Official Plan directs that the City pursue a comprehensive

program of downtown enhancement. The Central Area Master Plan

(CAMP) affirms this public policy objective.


- 81 -



($000)

Questica #: 10791

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.03

Planning - Planning


Project Description Central Area Master Plan Implementation Phase

ExpendituresContractual Services 2,435.0 1,460.0 100.0 400.0 475.0


2,435.0Net Requirements 1,460.0 100.0 400.0 475.0





1,582.8 607.8 100.0 400.0 475.0Capital Levy

- 82 -



Department:

Division:



Planning - Planning


The first step of this project was the completion of a detailed

topographic survey and geotechnical investigation completed in 2011.

A Class EA, which included a preliminary design of the Otonabee

River Trail route from Del Crary Park, along Crescent Street to Little

Lake Cemetery was completed in 2015. The completion of a trail

program surrounding Little Lake has been a long-standing recreation

facility objective of the City’s Recreation Master Plan. The Otonabee

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.


Otonabee River Trail – Del Crary Park to Little Lake Cemetery

Commitments Made

This project represents the completion of a Council approved public

policy and capital planning priority.


- 83 -



($000)

Questica #: 12811

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.04

Planning - Planning


Project Description Otonabee River Trail - Del Crary Park to Little Lake

Cemetery



Direct RevenueRevenue-Canada Grant

Donations 75.0 75.0




Contribution from related project

Federal Gas Tax 270.0 270.0


2,055.0 55.0 2,000.0Capital Levy

- 84 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Planning

Central Area CIP

Implementation 4,200.0 1,000.0 12,822.2 3,422.2 1,000.0 2,100.0 2,100.0 4,200.0 2,100.0 2,100.0 5-1.05

Zoning By-law Update

200.0 500.0 200.0 300.0 200.0 300.0 5-1.06

Secondary Plans

400.0 100.0 900.0 100.0 200.0 200.0 400.0 100.0 200.0 200.0 5-1.07

14,222.2 1,000.0 3,422.2 1,300.0 300.0 100.0 4,600.0 200.0 2,600.0 2,300.0 4,600.0 2,600.0 2,300.0Total

- 85 -



Department:

Division:



Planning - Planning


The Façade Improvement, Municipal Incentive and Residential

Conversion and Intensification Grant Programs are the three CIP

Programs that require capital funding.

Some of the larger redevelopment projects such as the former YMCA

and the mixed use development on Hunter Street East involve

significantly more funding than anticipated which accounted for the

increase in 2018. Costs to convert non-residential space to residential

are greater than first anticipated given current Building Code and

accessibility standards. These costs significantly affect larger

conversion projects that could dramatically increase the residential unit

supply in the Central Area. This Program could significantly impact the

uptake in additional units in the Central Area which will assist the City

in meeting its intensification targets for the Central Area established by

the Province.


Central Area Community Improvement Plan (CIP) Implementation

Commitments Made

The Official Plan directs that the City pursue a comprehensive

program of downtown enhancement. The Central Area Master Plan

affirms this public policy objective.

The Central Area Master Plan was completed in May 2009, as

reported to Council in Report PLPD09-026, dated May 11, 2009.

The plan identified 22 strategies to promote the ongoing health and

vitality of the Central Area.

One of the strategies of the Master Plan was to adopt a Community

Improvement Plan (CIP) for the Central Area. In August 2011, the

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)

Questica #: 13812

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.05

Planning - Planning


Project Description Central Area CIP Implementation

ExpendituresContractual Services 12,822.2 3,422.2 1,000.0 2,100.0 2,100.0 2,100.0 2,100.0


Direct RevenueCasino Gaming Reserve 1,000.0 1,000.0

1,000.0 1,000.0Total Direct Revenue

11,822.2Net Requirements 3,422.2 2,100.0 2,100.0 2,100.0 2,100.0


Capital Levy Reserve 1,624.0 1,624.0

1,624.0 1,624.0Total Reserves

10,198.2 1,798.2 2,100.0 2,100.0Capital Levy

2,100.0 2,100.0

- 87 -



Department:

Division:



Planning - Planning


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

policy direction for the municipality.

This update will include a review of the By-law and recommend

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.


Zoning By-law Update

Commitments Made

The update of the Official Plan has resulted in the need to update

the Zoning By-law to implement the new policy direction.


- 88 -



($000)

Questica #: 19-101

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.06

Planning - Planning


Project Description Zoning By-law Update





Utility Services Reserve 200.0 200.0



- 89 -



Department:

Division:



Planning - Planning


As part of the Official Plan Update, a design charrette was conducted

in June 2018 to generate design ideas and concepts for identified

nodes and corridors throughout the city. The goal was to consider

these areas as prime areas for intensification and create a vision for

their potential redevelopment.

The new Official Plan calls for Secondary Plans to be created for these

important nodes and corridors which will provide a framework for how

these areas will redevelop. Urban design is a critical element in the

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.


Official Plan Secondary Plans

Commitments Made

The Official Plan Update identified the need to create Secondary

Plans for Intensification Areas, including important nodes and

corridors, to satisfy growth management requirements of the

Growth Plan for the Greater Golden Horseshoe.


- 90 -



($000)

Questica #: 19-102

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-1.07

Planning - Planning


Project Description Secondary Plans

ExpendituresContractual Services 900.0 100.0 200.0 200.0 200.0 200.0


900.0Net Requirements 100.0 200.0 200.0 200.0 200.0


900.0 100.0 200.0 200.0Capital Levy

200.0 200.0

- 91 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Growth Areas

Jackson (Loggerhead

Marsh) – Centralized

Stormwater Facilities

644.0 2,144.0 1,000.0 500.0 324.0 180.0 5-2.01

Lily Lake - Centralized

Stormwater Mgm't

Facilities

2,918.2 4,243.2 600.0 725.0 2,918.2 725.0 5-2.02

6,387.2 1,600.0 3,562.2 500.0 725.0 3,242.2 180.0 725.0Total

- 92 -



Department:

Division:



Planning - Growth Areas


The Background Study identified the following Development Charges

funding requirements for this specific Growth Area:

$2,144,000 Stormwater Management Facilities

Comprised of:

$ 864,000 Development Charge Contribution

$1,280,000 Developer contribution (Loggerhead Marsh Local

Services Agreement)

The next funding requirement is needed in 2020.


Jackson Area (Loggerhead Marsh) – Centralized Stormwater

Facilities

Commitments Made

This budget allocation represents the anticipated Development

Charge contribution for the construction of centralized stormwater

management facilities to support growth. Enactment of the 2017

Development Charges By-law is a City commitment to fund the

construction of these facilities to accommodate growth in this

Planning Area.


- 93 -



($000)

Questica #: 15793

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-2.01



Project Description Jackson (Loggerhead Marsh) – Centralized Stormwater

Facilities

ExpendituresContractual Services 2,144.0 1,000.0 500.0 644.0


Direct RevenueRecoveries 1,280.0 640.0 320.0 320.0

1,280.0 640.0 320.0Total Direct Revenue 320.0



DCRF Jackson Creek 864.0 360.0 180.0 324.0

864.0 360.0 180.0Total Development Charges 324.0

- 94 -



Department:

Division:







Stormwater Management Facilities - $4,243,200

The first phases of subdivision development in the Lily Lake Growth

Area were delayed in 2017 and 2018. The 2018 budget allocated

$600,000 towards the centralized stormwater management facilities

necessary to support this development. Additional funding will not be

required until 2021.


Lily Lake Growth Area - Centralized Stormwater Management

Facilities

Commitments Made


Charge contribution for the construction of centralized stormwater

management facilities to support growth. Enactment of the 2017

Development Charges By-law is a City commitment to fund the

construction of these facilities to accommodate growth.


- 95 -



($000)

Questica #: 16-052

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-2.02



Project Description Lily Lake - Centralized Stormwater Mgm't Facilities

ExpendituresContractual Services 4,243.2 600.0 725.0 1,520.0 1,398.2


4,243.2Net Requirements 600.0 725.0 1,520.0 1,398.2


DCRF Lily Lake 4,243.2 600.0 725.0 1,520.0 1,398.2

4,243.2 600.0 725.0Total Development Charges

1,520.0 1,398.2

- 96 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Growth Areas

Liftlock Planning Studies

25.0 150.0 75.0 25.0 50.0 25.0 50.0 5-2.03

Carnegie West Growth

Area – Planning Studies 100.0 75.0 25.0 25.0 5-2.04

Coldsprings Growth

Area - Planning Studies 50.0 150.0 50.0 50.0 50.0 50.0 5-2.05

400.0 200.0 25.0 25.0 50.0 25.0 25.0 100.0 50.0 25.0 100.0Total

- 97 -



Department:

Division:





As development proceeds in the Liftlock Growth Area, it is anticipated

that there will be the need for technical studies to support future growth

and address issues related to new development projects. These

studies could relate to issues such as environmental considerations,

traffic impacts and/or servicing constraints, and could include City-led

studies or peer reviews of developer initiated studies.

The Background Study identified a $150,000 Development Charges

funding requirement for studies for this specific Growth Area. The 2019

request for $25,000 is for updated studies to support development in

the Liftlock area.


Liftlock Growth Area - Planning Studies

Commitments Made


Charge contribution for the completion of future planning studies to

support growth. Enactment of the 2017 Development Charges

By-law is a City commitment to fund the necessary studies to

support development and accommodate growth in this Planning

Area.


- 98 -



($000)

Questica #: 14846

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-2.03



Project Description Liftlock Planning Studies





Development Charges Res 25.0 25.0

DCRF Liftlock 125.0 50.0 25.0 50.0

150.0 75.0 25.0 50.0Total Development Charges

- 99 -



Department:

Division:





As development proceeds in the Carnegie West Growth Area, it is

anticipated that there will be the need for technical studies to support

future growth and address issues related to new development projects.

These studies could relate to issues such as environmental

considerations, traffic impacts and/or servicing constraints and could

include City-led studies or peer reviews of developer initiated studies.


funding requirements for this specific Growth Area.

Studies - $ 100,000

The 2020 request of $25,000 is for an additional traffic study and an

update to the Functional Planning Study.


Carnegie West Growth Area – Planning Studies

Commitments Made




By-law is a City commitment to fund the construction of these

facilities to accommodate growth in this Planning Area.


- 100 -



($000)

Questica #: 12844

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-2.04



Project Description Carnegie West Growth Area – Planning Studies





DCRF Carnegie West 100.0 75.0 25.0

100.0 75.0 25.0Total Development Charges

- 101 -



Department:

Division:





As development proceeds in the Coldsprings Growth Area, it is

anticipated that there will be the need for technical studies to support

future growth and address issues related to new development projects.

These studies could relate to issues such as environmental

considerations, traffic impacts and/or servicing constraints and could

include City-led studies or peer reviews of developer initiated studies.



Studies - $150,000


Coldsprings Growth Area - Planning Studies

Commitments Made




By-law is a City commitment to fund the necessary studies to

support development and accommodate growth in this Planning

Area.


- 102 -



($000)

Questica #: 17-053

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-2.05



Project Description Coldsprings Growth Area - Planning Studies





DCRF Coldsprings 150.0 50.0 50.0 50.0

150.0 50.0 50.0Total Development Charges 50.0

Capital Levy

- 103 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Industrial Parks

Cleantech Commons

3,100.0 11,744.0 5,344.0 3,100.0 3,300.0 3,100.0 3,300.0 5-3.01

Major Bennett Industrial

Park 50.0 500.0 50.0 450.0 50.0 450.0 5-3.02

12,244.0 5,344.0 3,150.0 3,150.0 50.0 3,100.0 450.0 3,300.0 450.0 3,300.0Total

- 104 -



Department:

Division:



Planning - Industrial Parks


Trent University has reserved approximately 85 acres along the north

side of Pioneer Road for the establishment of a science-based

research park. Building upon the success of the DNA Cluster initiative,

the new Cleantech Commons is poised to become a major focus of

employment growth in the City of Peterborough. This development is to

science and technology employment as Major Bennett Industrial Park

is to manufacturing and transportation employment. The development

of the Commons will require ongoing municipal investment to ensure

that adequate municipal services are in place to support future

employment growth.

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.


Cleantech Commons

Commitments Made

Report IPSEC18-018 dated July 9, 2018 pre-committed $3.1

million.


This is a new subdivision that will have additional streets, water and

sewer, and stormwater infrastructure to be maintained.

- 105 -



($000)

Questica #: 10778

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-3.01



Project Description Cleantech Commons



Direct RevenueDeveloper Contributions 1

Developer Contributions 2





Deb Revenue - Lease Supported 10,284.0 3,884.0 3,100.0 3,300.0

11,284.0 4,884.0 3,100.0 3,300.0Total Debenture Financing

ReservesAccessibility Improvements Res

Industrial land Reserve 250.0 250.0

Provincial Surplus Reserve

Waste Water Reserve Fund

Revenue from Other Reserve



- 106 -



Department:

Division:





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

Bennett Industrial Park involving the extension of Fisher Drive, a

compensation project for the loss of fish habitat was approved. This

included the realignment and naturalization of the drainage channel

along the east side of Airport Road, along with two other projects near

Harper Park. The work, however, did not proceed until various

upstream projects were completed at the request of the Department of

Fisheries and Oceans.

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

completion of the fish habitat compensation project, which will include

a grading plan, is necessary before the property can be sold and

developed.


Major Bennett Industrial Park

Commitments Made

The City is the region's provider of serviced industrial land. Major

Bennett Industrial Park is nearing full build-out and this project

ensures the remaining lands are developable and made ready for

sale. This project implements a previously approved fish habitat

compensation project resulting from a harmful alteration, disruption

and/or destruction (HADD) - the original extension of Fisher Drive

to Airport Road.


- 107 -



($000)

Questica #: 18-027

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-3.02



Project Description Major Bennett Industrial Park





500.0 50.0 450.0Capital Levy

- 108 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Industrial Parks

Cleantech Commons

70.3 120.3 1,032.3 351.1 190.6 243.7 246.9 120.3 171.9 173.5 5-3.03

1,032.3 70.3 351.1 190.6 120.3 120.3 243.7 246.9 171.9 173.5Total

- 109 -



Department:

Division:





The City has made significant investments in serviced employment

land at Cleantech Commons. Having established an inventory of

economic development assets, this project has especially targeted

establishing the organizational model and business strategy to make it

as successful as possible. A university based research park is more

than a collection of businesses - it requires concentrated effort to

establish a culture of innovation and creativity between tenants, the

University and the broader community.

For 2019, a funding request of $50,000 is over and above the core

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.


Cleantech Commons

Commitments Made

Report IPSEC18-018 dated July 9, 2018 pre-committed $3.1

million.


This is a new subdivision that will have additional streets, water,

sanitary and storm water infrastructure to be maintained.

- 110 -



($000)

Questica #: 16-102

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-3.03



Project Description Cleantech Commons



Direct RevenueRecoveries 266.2 50.6 70.3 71.9 73.5

266.2 50.6 70.3 71.9 73.5Total Direct Revenue



766.2 300.6 120.3 171.9 173.5Capital Levy

- 111 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Building Services

Development Client

Service Enhancement

Project

80.0 180.0 50.0 80.0 50.0 80.0 50.0 5-4.01

180.0 50.0 80.0 80.0 80.0 50.0 50.0Total

- 112 -



Department:

Division:



Building - Building Services


The project as designed has four distinct streams. The streams are

approval application support/review/tracking, a focused customer

support strategy and function, an ongoing quality assurance plan in the

Development approvals process overall and extensive co-ordination

with companion corporate projects.

Given the corporate restructuring and the creation of the Infrastructure

and Planning Services Department, it was determined that the

Amanda Database portion of the project, to host and track

development applications and all associated approvals, would be a

priority. It is projected that these advancements and aligning the

oversight of the development engineering and land-use planning

functions would result in some short term improvements to the

development process. It began in 2018 and will be refined in 2019 to

maximize efficiency and performance. When complete, the other

components of the project will be assessed for implementation.


None at this time.


The Development Client Service Enhancement Project is a project

to enhance the development client experience encountered in the

City of Peterborough by improving the development approvals

process overall, with special attention paid to approval

transparency, application tracking, technical information support,

improved lines of communication between departments/external

agencies and customer service. This project will focus on the

approvals process that is comprised of Land-use Planning

Applications, a review of these applications and independent

approvals provided in relation to those applications by City

Services such as engineering, transportation, legal, heritage and

others, and the applications made for Building Permits.

Commitments Made

Approximately $25,000 was spent in 2018. The project was

approved to commence with the enhancements to the Amanda

approvals system, and the associated workflow mapping to support

folder and process development.


- 113 -



($000)

Questica #: 18-032

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-4.01

Building - Building Services


Project Description Development Client Service Enhancement Project





Building Division Reserve 70.0 15.0 40.0 15.0

Subdivision Engineering Reserv 75.0 17.5 40.0 17.5

145.0 32.5 80.0 32.5Total Reserves


- 114 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Airport

Airport Sewer & Water

Upgrade 1,000.0 4,855.3 2,355.3 1,000.0 1,500.0 1,000.0 1,500.0 5-5.01

Commercial and

General Aviation Lot

Prep

1,350.0 225.0 2,025.0 225.0 225.0 225.0 1,350.0 225.0 225.0 225.0 5-5.02

Airport Road

Improvements 50.0 300.0 50.0 250.0 50.0 250.0 5-5.03

Meeting Regulatory

Change 50.0 250.0 100.0 50.0 100.0 50.0 100.0 5-5.04

Aircraft Run-up Area

500.0 25.0 525.0 25.0 500.0 25.0 5-5.05

General Aviation

Expansion 400.0 300.0 100.0 100.0 5-5.06

8,355.3 2,755.3 1,350.0 1,350.0 350.0 1,850.0 1,000.0 2,175.0 225.0 1,850.0 2,175.0 225.0Total

- 115 -



Department:

Division:



Airport - Airport


In 2002, servicing was extended to the Airport to support business

growth. The water usage dictated the size of service installed and, at

the time, was oversized with mitigation methods applied to maintain

safe levels of water chlorination. The sewer pumps were also installed

based on the requirements with additional capacity for the future.

In 2010, the Airport underwent a $28.6 million expansion which lead to

an increase in the number of people on site, from 150 in 2002 to over

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.


Airport Water and Sewer Servicing Upgrade

Commitments Made

City Council, at its meeting of March 19, 2018, authorized an

adjustment to the Airport Water and Sanitary Sewer Service Class

EA (Report USDIR18-001 dated February 26, 2018). The EA will

be completed and the recommendations presented to Council for

approval in the first half of 2019.


- 116 -



($000)

Questica #: 18-143

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.01

Airport - Airport


Project Description Airport Sewer & Water Upgrade





Deb Rev-Tax Supported 1,189.1 189.1 1,000.0


ReservesWaste Water Reserve Fund 1,355.3 1,105.3 250.0

Federal Gas Tax 2,116.7 866.7 1,250.0

3,472.0 1,972.0 1,500.0Total Reserves


- 117 -



Department:

Division:



Airport - Airport


The Airport has approximately 40 acres of serviced land for

industrial/commercial use and a further 3 acres for general aviation

hangars. These parcels of land will be leased according to user

requirements as has been the long-standing Airport practice.

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.


Commercial and General Aviation Lot Prep

Commitments Made


- 118 -



($000)

Questica #: 18-020

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.02

Airport - Airport


Project Description Commercial and General Aviation Lot Prep





2,025.0 225.0 225.0 225.0Capital Levy

225.0 225.0 900.0

- 119 -



Department:

Division:



Airport - Airport


A portion of Airport Road leading to Airport commercial businesses

has been conveyed to the City from the County and is now an internal

road. The road requires modification, resurfacing and landscaping to

provide an enhanced entrance to the businesses.

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.


Airport Road Improvements

Commitments Made


- 120 -



($000)

Questica #: 18-017

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.03

Airport - Airport


Project Description Airport Road Improvements








- 121 -



Department:

Division:



Airport - Airport


New Transport Canada Aerodrome Standards and Recommended

Practices, TP312 5th Edition, was published in July 2015. Transport

Canada has had a phased in approach of the new regulations.

In 2018, Airport staff continued to work with Transport Canada to

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.


Meeting Regulatory Change

Commitments Made


- 122 -



($000)

Questica #: 18-019

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.04

Airport - Airport


Project Description Meeting Regulatory Change





250.0 100.0 50.0 100.0Capital Levy

- 123 -



Department:

Division:



Airport - Airport


Aircraft require a location to complete high powered run-ups that will

not conflict with runway use and Airport infrastructure. There are

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

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.


Aircraft Run-up Area

Commitments Made


- 124 -



($000)

Questica #: 19-058

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.05

Airport - Airport


Project Description Aircraft Run-up Area





525.0 25.0Capital Levy 500.0

- 125 -



Department:

Division:



Airport - Airport


Development of the General Aviation Area commenced in 2007 with lot

preparation, Taxiway Charlie and Apron III installation as part of the

Major Airport Expansion Project in 2010. This area, containing

approximately 30 hangars, has reached capacity with the exception of

two small lots.

In response to market demand, an extension of the General Aviation

Area commenced in 2017 on the east side of Apron III opening up

three new lots for aircraft hangars which included drainage, internal

road construction, services installation, fencing and lot fill. This project

is being completed in phases with Phase 1 completed in 2017. Phase

2 is to start in 2020.

This capital project will fund lot preparation for four lots, an access

road, parking lots, installation of servicing, hydro installation and

fencing.


General Aviation Expansion

Commitments Made

City Council, at its meeting of February 20, 2018 in considering

Report PLAIR18-002, approved the updated Airport Master Plan.


New development at the Airport will generate new land lease

revenues. The addition of new infrastructure will require an

adjustment to the Operations contract for summer and winter

property maintenance.

- 126 -



($000)

Questica #: 17-013

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.06

Airport - Airport


Project Description General Aviation Expansion





Deb Rev-Tax Supported 250.0 150.0 100.0

250.0 150.0 100.0Total Debenture Financing


- 127 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Airport

Obstacle Limitation

Surface Tree Cutting 200.0 150.0 803.9 253.9 150.0 100.0 100.0 200.0 150.0 100.0 100.0 5-5.07

Federal Zoning Process

600.0 400.0 200.0 200.0 5-5.08

1,403.9 653.9 150.0 150.0 150.0 200.0 300.0 100.0 200.0 300.0 100.0Total

- 128 -



Department:

Division:



Airport - Airport


The Airport is required through Transport Canada regulations to

maintain the Obstacle Limitation Surface (OLS) which is an obstacle

free area around the runways for safety of aircraft arriving and

departing.

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.


Obstacle Limitation Surface Tree Cutting

Commitments Made


- 129 -



($000)

Questica #: 17-012

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.07

Airport - Airport


Project Description Obstacle Limitation Surface Tree Cutting



803.9Net Requirements 253.9 150.0 100.0 100.0 100.0 100.0


803.9 253.9 150.0 100.0 100.0Capital Levy

100.0 100.0

- 130 -



Department:

Division:



Airport - Airport


The Peterborough Airport Zoning Regulations are federal zoning

controls developed to protect the area surrounding the Airport from

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

controls activities on private properties.

Zoning regulations are in place for the pre-expanded Airport.

Amended zoning is required to protect the extended runway.

This project will take multiple years to complete and is conducted

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.


Federal Zoning Process

Commitments Made


The 2013 Amended Federal Zoning capital budget of $200,000

was transferred to the Seneca College Airside Improvements

Capital Project budget, pursuant to Council Approval of Report

PLPD13-037. The request to replenish this fund will be deferred to

the 2020 Capital Budget.

- 131 -



($000)

Questica #: 12851

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-5.08

Airport - Airport


Project Description Federal Zoning Process





Reserves & Reserve Funds 200.0 200.0

Capital Levy Reserve


400.0 200.0 200.0Capital Levy

- 132 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Flood Reduction Master Plan Projects

Curtis Creek Watershed

Improvements 26,830.0 1,730.0 28,560.0 1,730.0 26,830.0 1,730.0 5-6.01

Bethune St Diversion

City Funded 4,770.0 1,370.0 12,235.8 2,215.8 1,370.0 1,900.0 1,980.0 4,770.0 1,370.0 1,900.0 1,980.0 5-6.02

Bethune Street Diversion

Shared Funding 575.0 300.9 601.8 29,069.2 26,011.5 902.7 840.0 740.0 575.0 902.7 840.0 740.0 5-6.03

Charlotte St Upgrades -

SE Jackson 100 yr pipe 900.0 900.0 900.0 5-6.04

North-East Jackson

Watershed

Improvements

9,060.0 12,060.0 400.0 700.0 1,900.0 9,060.0 700.0 1,900.0 5-6.05

IIMP-Infrastructure

Information

Management

175.0 250.0 50.0 25.0 175.0 25.0 5-6.06

South-East Jackson

Watershed Upgrades 76,700.0 76,700.0 76,700.0 5-6.07

Byersville Watershed

Improvements 40,820.0 40,820.0 40,820.0 5-6.08

Brookdale Watershed

Improvements 31,050.0 32,025.0 975.0 31,050.0 5-6.09

Meade Watershed

Improvements 9,390.0 9,390.0 9,390.0 5-6.10

Riverview Watershed

Improvements 9,260.0 9,260.0 9,260.0 5-6.11

Thompson Watershed

Improvements 4,380.0 4,380.0 4,380.0 5-6.12

Byersville - Clonsilla

Parkway Storm Basin 3,000.0 3,000.0 3,000.0 5-6.13

- 133 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

South-West Jackson

Watershed

Improvements

490.0 490.0 490.0 5-6.14

North-West Jackson

Watershed

Improvements

90.0 90.0 90.0 5-6.15

259,230.0 29,652.3 4,002.7 4,002.7 216,590.0 300.9 1,370.0 2,331.8 4,340.0 4,645.0 216,590.0 4,340.0 4,645.0Total

- 134 -



Department:

Division:



Engineering - Flood Reduction Master Plan Projects


The following projects have been approved for grant funding where the

City also provided a City share:

Curtis-Roger Tivey Street Outlet Improvements, Curtis-Armour Road

Culvert, Curtis-Caddy Street Culvert, Curtis-Euclid Avenue Culvert

Replacement

The final stage of construction to bring all above referenced projects

together will be channel rehabilitation between each of the above sites.

This project will see in water work proceed to increase the capacity of

the channel. Grant funding is yet again available provided the City can

support the requested funding.

The following Curtis Creek strategic projects will be completed

subsequent to those listed above:

Storm Sewer Upgrade Parkhill Road; Storm Sewer Upgrade along

Dufferin Steet and Rogers Street; Storm Sewer Upgrade along Armour

Road; Storm Sewer Upgrade along Hunter Street; Storm Sewer

Upgrade along Sophia Street and Mark Street;

Storm Sewer Upgrade along Ashburnham Drive (pond).


Curtis Creek Watershed Improvements

Commitments Made

The Curtis Creek Flood Reduction Master Plan was approved by

Council on February 8, 2010, through Report USEC10-001.

Report USEC14-006 entitled “Flood Reduction Watershed EA

Capital Projects Update” adopted by Council on April 7, 2014,

prioritized the watershed capital projects.

The City has been successful in receiving provincial and federal

funding for projects associated to this watershed. The proposed

2019 funding will be the final grant request to complete a series of

dependent projects in the watershed.


An increase in future operating budgets, due to increased

infrastructure quantity, is anticipated.

- 135 -



($000)

Questica #: 16-083

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.01



Project Description Curtis Creek Watershed Improvements

ExpendituresContractual Services 28,560.0 1,730.0 900.0 2,000.0 5,920.0 18,010.0


28,560.0Net Requirements 1,730.0 900.0 2,000.0 5,920.0 18,010.0


FRMP Reserve Capital Levy 28,560.0 1,730.0 900.0 2,000.0 5,920.0 18,010.0

28,560.0 1,730.0Total Reserves 900.0 2,000.0 5,920.0 18,010.0

- 136 -



Department:

Division:





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

federal Government, the provincial government and the City. Works

ineligible for the shared funding such as overhead, land acquisition,

enhanced pedestrian/cycle facilities, etc., are covered under this

project.

The project improves the road condition along an arterial street and

recognizes that the CNR removed its tracks from the street in 1990

and that a formal rehabilitation is required. The 11 metre width

provides for two traffic lanes and one parking lane. A bike lane

requirement is noted in the 2011 Transportation Master Plan.

In conjunction with the roadworks, the existing Bethune Street sanitary

trunk sewer identified in the Area Specific DC Bylaw, will be upgraded

and Jackson Creek Diversion flood reduction measures, approved by

Council in 2014, will be undertaken. The Central Area Master Plan also

calls for a walking/cycling network connecting the Trans Canada Trail

with Crawford Trail.

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

the old rail bed. Due to the magnitude of the project, it is expected that

construction will occur over multiple years.


Bethune Street Diversion - City Funded

Commitments Made

Council, at its meeting of September 8, 2015 in considering Report

CPFS15-044, authorized the signing of the Small Communities

Fund contribution agreement for the receipt of grant funding from

the federal and provincial governments and the combining of the

Jackson Creek Flow Diversion, Bethune Street - Dalhousie Street

to Dublin Street and Bethune Trunk Sewer individual projects into

one project renamed the Bethune Street Project.

Council, through various Reports (USEC15-022, PLPL18-010,

IPSEC18-024) have awarded the Design and Contract Admin to

AECOM and have extended the construction phases to include the

Charlotte Street East Project and the Downtown Gateway Project at

Park Street and Charlotte Street.


Increased infrastructure will increase maintenance costs. In

particular this project may result in a long bridge structure under the

definition of a bridge. It will require biennial inspections in keeping

with our OSIM Bridge Inspection Program.

- 137 -



($000)

Questica #: 17-066

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.02



Project Description Bethune St Diversion City Funded

ExpendituresContractual 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




12,235.8Net Requirements 2,215.8 1,370.0 1,900.0 1,980.0 1,500.0 1,660.0 1,610.0


DCRF Carnegie East

DCRF Carnegie West

DCRF Chemong East

DCRF Chemong West



1,370.0 1,370.0Total Debenture Financing




FRMP Reserve Capital Levy 1,713.3 1,713.3



8,650.0 1,900.0 1,980.0Capital Levy

1,500.0 1,660.0 1,610.0- 138 -



Department:

Division:





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

of the federal, provincial and municipal governments. The combined

federal and provincial funding is provided up to a maximum of $15.9

million. The remaining $14 million is the City's cost. Works eligible for

the shared funding such as piped infrastructure, roads, etc are covered

under this project.

The project improves the road condition along an arterial street and

recognizes that the CNR removed its tracks from the street in 1990

and that a formal rehabilitation is required. The 11 metre width

provides for two traffic lanes and one parking lane. A bike lane

requirement is noted in the 2011 Transportation Master Plan.

In conjunction with the roadworks, the existing Bethune Street sanitary

trunk sewer identified in the Area Specific DC Bylaw, will be upgraded

and Jackson Creek Diversion flood reduction measures, approved by

Council in 2014, will be undertaken. The Central Area Master Plan also

calls for a walking/cycling network connecting the Trans Canada Trail

with Crawford Trail.

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

the old rail bed. Due to the magnitude of the project, it is expected that

construction will occur over multiple years.


Bethune Street Diversion Shared Funding

Commitments Made

The Jackson Creek Flood Reduction Master Plan was approved by

Council on April 12, 2010 through Report USEC10-007. Report

USEC10-009 entitled “Flood Reduction Master Plan Progress

Report and Watershed EA Capital Projects” adopted by Council on

June 14, 2010 prioritized the watershed capital projects. The

Jackson Creek Flow Diversion project is number two on this list.

The City has received provincial and federal funding for the project.

2019 Funding requests are eligible costs per the Funding

Agreement.

Council, through various Reports (USEC15-022, PLPL18-010,

IPSEC18-024) have awarded the Design and Contract Admin to

AECOM and have extended the construction phases to include the

Charlotte Street East Project and the Downtown Gateway Project at

Park Street and Charlotte Street.




- 139 -



($000)

Questica #: 17-065

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.03



Project Description Bethune Street Diversion Shared Funding

ExpendituresContractual Services 29,069.2 26,011.5 902.7 840.0 740.0 190.0 190.0 195.0


Direct RevenueRevenue-Ontario Grant 7,970.2 7,970.2

Revenue-Canada Grant 7,970.2 7,970.2

Recoveries


13,128.9Net Requirements 10,071.2 902.7 840.0 740.0 190.0 190.0 195.0



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



DCRF Affordable Housing

DCRF Carnegie East 240.3 240.3




DCRF Engineering Rds & Relate 1,019.5 300.9 280.0 246.8 63.4 63.4 65.0- 140 -

2,019.5 1,000.0 300.9 280.0 246.8Total Development Charges

63.4 63.4 65.0

ReservesFRMP Reserve Sew Sur 300.0 300.0

Reserves & Reserve Funds

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

8,922.4 6,884.2 601.8 560.0 493.2Total Reserves

126.6 126.6 130.0


- 141 -

This page intentionally blank.



Department:

Division:





This project upgrade will include the Charlotte Street sewer from

Downie Street to Jackson Creek to 100 year capacity.

This project follows the completion of the Jackson Creek diversion

project. The upgraded pipes, in the oldest section of the city, is the

best alternative given the relatively flat topography of this area.


Charlotte Street Upgrades - SE Jackson 100 year pipe

Commitments Made


Council on April 12, 2010, through Report USEC10-007.





An increase in future operating budgets, due to increased sewer

size and quantity, is anticipated.

- 142 -



($000)

Questica #: 16-105

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.04



Project Description Charlotte St Upgrades - SE Jackson 100 yr pipe





FRMP Reserve Capital Levy 900.0 900.0


- 143 -



Department:

Division:





The immediate needs for this project will be the Simcoe Street 100

year pipe from the Otonabee River to George Street. The following

needs will be completed subsequent to this;

- Construction of a relief storm sewer parallel to the existing sewer from

Hilliard Street along Phillip Street, McClennan Street, Gilbert Street,

Elizabeth Avenue and Nicholls Street; and

- Up sizing the existing pipe to 100 year capacity from Nicholls Street

and Dumble Avenue and along Parkhill Road and Water Street.


North-East Jackson Watershed Improvements

Commitments Made









- 144 -



($000)

Questica #: 16-078

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.05



Project Description North-East Jackson Watershed Improvements

ExpendituresContractual Services 12,060.0 400.0 700.0 1,900.0 1,900.0 1,900.0 2,900.0 2,360.0


12,060.0Net Requirements 400.0 700.0 1,900.0 1,900.0 1,900.0 2,900.0 2,360.0


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

12,060.0 400.0 700.0 1,900.0Total Reserves

1,900.0 1,900.0 2,900.0 2,360.0

- 145 -



Department:

Division:





Engineering Management Information and Systems (EMIS), including

hardware, software, licenses, training and maintenance, will provide a

system for evaluating critical engineering issues, project prioritization,

and management of the project.

To support the large amounts of information compiled, EMIS will

include the following activities:

• Engineering Information Management Gap Analysis

• System Architecture

• Data modeling

• Data warehousing

• GIS


IIMP-Infrastructure Information Management Program

Commitments Made

Software has been purchased for Engineering and Public Works to

facilitate effective data management.


Software and Peterborough Technology Services direct FRMP

related labour costs are included in this item.

- 146 -



($000)

Questica #: 17-036

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.06



Project Description IIMP-Infrastructure Information Management







Development Charges Res


ReservesFRMP 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


25.0 25.0 125.0

Capital Levy

- 147 -



Department:

Division:





The following projects are planned beyond the ten year capital

forecast:

- Downie Street/Murray Street, 100 year pipe

- Hunter Street, 100 year pipe

- Rink Street, 100 year pipe

- Simcoe Street, 100 year pipe


South-East Jackson Watershed Improvements

Commitments Made









- 148 -



($000)

Questica #: 16-079

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.07



Project Description South-East Jackson Watershed Upgrades

ExpendituresContractual Services 76,700.0 76,700.0


76,700.0Net Requirements 76,700.0



76,700.0Total Reserves 76,700.0

- 149 -



Department:

Division:






forecast:

- Cedargrove SWMP

- Golfview Drive Inlet

- Twin Clonsilla Avenue East Branch


Byersville Watershed Improvements

Commitments Made

The Byersville Creek Flood Reduction Master Plan was approved

by Council on September 13, 2010, through Report USEC10-023.







- 150 -



($000)

Questica #: 16-088

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.08



Project Description Byersville Watershed Improvements







- 151 -



Department:

Division:





The prior approved is required for the completion of works to

Brookdale Channel upstream of McDonnel Street.

The following projects are planned in the later stages of the ten year

capital forecast:

Barnardo Avenue, 100 year pipe; Bellevue Street; Bennet Street, 100

year pipe; Brookdale Crescent / Chesterfield Avenue; Chemong Road

/ Old Towerhill Road; Chemong Road / Towerhill Road; Chemong Road

West; Donegal Street / Wolsley Street; Gilchrist Street; Greenlawn

Avenue; Highland Road, regrade private property; Park Street / Dublin

Street, sewer upgrade; Parkhill Road, 100 year pipe; Stormont Street

/ Glengarry Avenue; Sunset Boulevard, regrading


Brookdale Watershed Improvements

Commitments Made






Council, at its meeting of June 6, 2017 in considering Report

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)

Questica #: 16-084

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.09



Project Description Brookdale Watershed Improvements

ExpendituresContractual Services 32,025.0 975.0 40.0 31,010.0


32,025.0Net Requirements 975.0 40.0 31,010.0


FRMP Reserve Capital Levy 32,025.0 975.0 40.0 31,010.0

32,025.0 975.0Total Reserves 40.0 31,010.0

- 153 -



Department:

Division:






forecast:

- Meade Creek Levee

- Glenmead Road and Farmcrest Avenue

- Naish Road Local Drainage

- SW Corner Farmcrest

- Syndenham Road, Severn Road, Rochelle Court


Meade Watershed Improvements

Commitments Made

The Meade Creek Flood Reduction Master Plan was approved by

Council on July 5, 2010, through Report USEC10-017.







- 154 -



($000)

Questica #: 16-086

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.10



Project Description Meade Watershed Improvements







- 155 -



Department:

Division:






forecast:

- Algonquin Boulevard ROW

- Carnegie Culvert at Water Street

- Lorraine Drive Outlet

- Subwatershed Culvert Nassau Mills

- Water Street Culvert Upgrade at Zoo


Riverview Watershed Improvements

Commitments Made

The Riverview Creek Flood Reduction Master Plan was approved

by Council on April 14, 2009, through Report USEC09-004.







- 156 -



($000)

Questica #: 16-087

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.11



Project Description Riverview Watershed Improvements







- 157 -



Department:

Division:






forecast:

- Armour Road Runoff Storage

- Eldon SWM Pond

- Franmor Drive, Abbey Lane, Chapel Road Drainage

- Scollard Drive Drainage - Major System


Thompson Watershed Improvements

Commitments Made

The Thompson Creek Flood Reduction Master Plan was approved

by Council on February 11, 2008, through Report USEC08-002.







- 158 -



($000)

Questica #: 16-085

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.12



Project Description Thompson Watershed Improvements







- 159 -



Department:

Division:





This project makes use of an existing City-owned land parcel along the

west side of Byersville Creek between Clonsilla Avenue and

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

outlet at the Otonabee River, the topography is very flat. This large

storage area is the most practical solution to assist in controlling high

flows.


Byersville - Clonsilla Avenue Parkway Storm Basin

Commitments Made

The Byersville Creek Flood Reduction Master Plan was approved

by Council on September 13, 2010, through Report USEC10-023.





An increase in future operating budgets, due to an additional

stormwater management facility, is anticipated.

- 160 -



($000)

Questica #: 16-080

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.13



Project Description Byersville - Clonsilla Parkway Storm Basin







- 161 -



Department:

Division:





The following storm system upgrade projects are planned in the later

stages of the ten year capital forecast:

- Firwood Crescent

- Regrade on Parkhill Road

- Valleyview Drive

- Ravenwood Drive


South-West Jackson Watershed Improvements

Commitments Made









- 162 -



($000)

Questica #: 16-081

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.14



Project Description South-West Jackson Watershed Improvements






490.0Total Reserves 490.0

- 163 -



Department:

Division:






forecast:

- NW Jackson-Bonacord Street

- NW Jackson-Hemlock Street

- NW Jackson-Parkview Drive


North-West Jackson Watershed Improvements

Commitments Made









- 164 -



($000)

Questica #: 16-090

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.15



Project Description North-West Jackson Watershed Improvements







- 165 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Flood Reduction Master Plan Projects

Sanitary Sewer

(Relining, Renew &

Repair - B-210)

7,500.0 1,500.0 23,230.9 11,230.9 1,500.0 1,500.0 1,500.0 7,500.0 1,500.0 1,500.0 1,500.0 5-6.16

CCTV Inspection of

Pipes (A-230) 4,600.0 1,150.0 12,715.4 4,665.4 1,150.0 1,150.0 1,150.0 4,600.0 1,150.0 1,150.0 1,150.0 5-6.17

Flow & Rainfall

Monitoring 550.0 110.0 1,080.0 200.0 110.0 110.0 110.0 550.0 110.0 110.0 110.0 5-6.18

Rain Event

Miscellaneous Projects 100.0 50.0 50.0 50.0 5-6.19

C-240/210 Flood

Reduction Subsidy

Program

500.0 4,763.0 4,263.0 500.0 5-6.20

41,889.3 20,409.3 2,760.0 2,760.0 13,150.0 2,760.0 2,810.0 2,760.0 13,150.0 2,810.0 2,760.0Total

- 166 -



Department:

Division:





This initiative will lead to a reduction in storm and rainwater infiltration

into the sanitary sewer system. This will result in a reduction in the

unnecessary treatment of storm water at the Waste Water Treatment

Plant, restore some capacity into the existing sanitary sewer system to

support current and future development, and reduce the frequency of

sewer backups.

The program also includes the structural relining or replacement of

pipes which extends their useful life or rehabilitates degraded pipes.

This program follows the recommendations of the Flood Reduction

Master Plan as detailed under Section B-210 of that Study.

The studies that lead to these projects include:

• Smoke and Dye Testing

• Sanitary/Storm System Survey

• Soils and Groundwater Investigation

• Closed Circuit Television Inspection of Sanitary Sewers

• Rainfall Data

The program will also extend the useful life of both storm and sanitary

sewers.


Sanitary/Storm Sewer Projects (Relining, Renew and Repair -

B-210)

Based on the findings of the various studies carried out from 2004

to present, sanitary sewers throughout the city require major work

such as relining, repairing or replacement. This is a multi-year

program.

As well, high water table areas in the city have been identified. In

selected areas, it may be necessary to install a dedicated storm

water pipe to move foundation water and sump pump water away

from private properties and away from public sidewalks and roads,

thus removing the flow from the sanitary system.

Commitments Made

There are no commitments made at this time. As CCTV

inspections are completed, projects are identified that are funded

from this account. Also, continued monitoring of potentially

“excessively wet” areas will lead to specific projects.


As more infrastructure is installed, on-going operating budgets will

increase.

- 167 -



($000)

Questica #: 07384

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.16



Project Description Sanitary Sewer (Relining, Renew & Repair - B-210)





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

23,230.9 11,230.9 1,500.0 1,500.0 1,500.0Total Reserves

1,500.0 1,500.0 4,500.0

- 168 -



Department:

Division:





Pipeline Assessment

• Develop a work program covering the phased inspection of storm

and sanitary sewers flagged as priorities by the zoom camera

inspection program

• Produce a delivery schedule based on eight predefined work areas

• Video inspect sewers in accordance with NASSCO inspection

standards

• Code inspections using PACP Defect Rating approach

• Index and review CCTV inspection videos and PACP Defect

Coding files

• Evaluate structural and service deficiencies to establish

performance ratings

• Identify rehabilitation and maintenance requirements that are

required to address deficiencies

• Prioritize follow-up requirements based on condition and strategic

importance

Information Management

• Develop a data repository to hold inspection reports, and

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


CCTV Inspection of Pipes (A-230)

Inspect and evaluate storm and sanitary sewer infrastructure,

identify rehabilitation and maintenance requirements based on data

collected, and create a searchable repository for inspection and

recommendation records.

Commitments Made

The initial inspection was conducted as part of the ODRAP

infrastructure claim. Previously approved funds will be utilized for

the 2018 program.


The sanitary sewer system is now on a six year cycle of regular

inspections and storm sewers are now being completed. Problem

areas are identified during inspections. Based on these CCTV

inspections, a remedial plan to address the problem in the sanitary

sewer system was developed and implemented.

- 169 -



($000)

Questica #: 06402

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.17



Project Description CCTV Inspection of Pipes (A-230)





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

12,715.4 4,665.4 1,150.0 1,150.0 1,150.0Total Reserves

1,150.0 1,150.0 2,300.0

- 170 -



Department:

Division:





The purpose of flow monitoring is to collect accurate, current

information on the flow characteristics of the study area, and the

associated rainfall intensity, total volume, rate, and duration.

Information collected will be used for various applications including

computer model calibration; development of area specific modeling

parameters relative to design values; and inflow and infiltration

identification and quantification.


Flow and Rainfall Monitoring

Commitments Made

The City’s Flood Reduction Master Plan’s strategic objective.


- 171 -



($000)

Questica #: 17-035

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.18



Project Description Flow & Rainfall Monitoring

ExpendituresContractual Services 1,080.0 200.0 110.0 110.0 110.0 110.0 110.0 330.0




1,080.0Net Requirements 200.0 110.0 110.0 110.0 110.0 110.0 330.0




ReservesFRMP 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

1,080.0 200.0 110.0 110.0 110.0Total Reserves

110.0 110.0 330.0

Capital Levy

- 172 -



Department:

Division:





Investigations outside the watershed EAs will continue to identify other

areas that have shown a propensity to flood during moderate to heavy

rain events. Council may be requested to provide funds or direction to

allow implementation of solutions as they materialize.

Fixes for areas such as these do not necessarily carry a high price tag

in comparison to the individual watershed EAs. The City’s Purchasing

By-law would then direct the approval process based on the price

estimate.


Rain Event Miscellaneous Projects

Commitments Made

The Flood Reduction Master Plan Progress Report and Review of

March 15, 2012 Storm Event, Report USEC12-012, on May 28,

2012 was approved.


- 173 -



($000)

Questica #: 17-038

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.19



Project Description Rain Event Miscellaneous Projects









ReservesFRMP Reserve Sew Sur


FRMP Reserve Capital Levy 100.0 50.0 50.0

Federal Gas Tax


Capital Levy

- 174 -



Department:

Division:





The new proposed Flood Reduction Subsidy Program takes a more

comprehensive approach towards reducing storm Inflow and Infiltration

(I-I) into the sanitary sewer system. The new program will cover more

than foundation drain disconnections and sump pump installations by

including all the types of inappropriate I-I source connections to the

sanitary system. Specifically, this program will subsidize labour and

material costs for:

The installation of an approved backwater valve;

The installation of a sump pit and pump required to disconnect

foundation drains; and

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.


C-240/210 Flood Reduction Subsidy Program

Commitments Made

USEC 15-006 endorsed by Council to provide residents with extra

protection against basement sewage flooding as well as reducing

the amount of stormwater inflow into the sanitary sewer system.


With the removal of clean water entering the Sanitary System,

treatment cost at the WWTP will be reduced. Protecting households

from flooding may also reduce the City's insurance and liability

requirements.

- 175 -



($000)

Questica #: 05387

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-6.20



Project Description C-240/210 Flood Reduction Subsidy Program





FRMP Reserve Sew Sur 4,763.0 4,263.0 500.0

4,763.0 4,263.0Total Reserves 500.0

- 176 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Geomatics/Mapping

ESRI Stabilization

250.0 1,146.3 702.3 250.0 99.0 95.0 250.0 99.0 95.0 5-7.01

Vertical / Horizontal

Control Monuments 535.0 75.0 720.0 60.0 75.0 50.0 535.0 75.0 50.0 5-7.02

Plotter

Replacement/Mapping

Furniture

20.0 55.0 20.0 35.0 20.0 35.0 5-7.03

1,921.3 762.3 345.0 345.0 345.0 535.0 134.0 145.0 535.0 134.0 145.0Total

- 177 -



Department:

Division:



Planning - Geomatics/Mapping


The Open Data Project is the initiative of making more information

readily available on a public self-serve web environment.

GIS Metadata & Search is a summary document providing

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

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

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.


ESRI Stabilization Five Year Project

Commitments Made

None.


None.

- 178 -



($000)

Questica #: 17-125

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-7.01



Project Description ESRI Stabilization







963.3 519.3 250.0 99.0 95.0Capital Levy

- 179 -



Department:

Division:





Control monuments are placed as part of triangulation surveys,

measurement efforts that moved systematically across the City,

Province and Country, establishing the angles and distances between

various points. Such surveys lay the basis for map-making in Canada

and across the world. These permanent control monuments create a

fixed reference frame on which surveyors can base their

measurements. This allows measurements from different surveyors,

and in different periods of time, to fit together.

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.


Vertical/Horizontal Control Monuments

Commitments Made

None.


None.

- 180 -



($000)

Questica #: 16-002

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-7.02



Project Description Vertical / Horizontal Control Monuments





Control Monuments Reserve 110.0 10.0 10.0 10.0 20.0 60.0

110.0 10.0 10.0Total Reserves 10.0 20.0 60.0

610.0 50.0 75.0 40.0Capital Levy 45.0 90.0 310.0

- 181 -



Department:

Division:





The constant printing of GIS data and maps is very demanding on

plotters. GIS map files are very large and require special processing

needs. The right hardware is required to continue to meet corporate

demands. The current plotter is five years old, purchased in 2013.

The 2020 request is for furniture required to set-up a station for maps

pick-up and customer inquiries.


Plotter Replacement/Mapping Furniture

Commitments Made

None.


None.

- 182 -



($000)

Questica #: 19-022

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-7.03



Project Description Plotter Replacement/Mapping Furniture






- 183 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Geomatics/Mapping

Corporate GIS

Development Tool 139.2 434.2 265.0 139.2 15.0 15.0 139.2 15.0 15.0 5-7.04

434.2 265.0 139.2 139.2 139.2 15.0 15.0 15.0 15.0Total

- 184 -



Department:

Division:





This project will develop a Data Management Plan creating new

processes for asset data layer creation, application review, application

lifecycle and collaborative workflows within the City.

Also, a historical GIS system will be developed that will display, store

and analyze data of past geographies and tracks changes in time. This

can be accomplished by digitizing and georeferencing historical maps

such as fire insurance maps, historical known land uses, infrastructure

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.


Corporate GIS Development Tool

Commitments Made

None.


None.

- 185 -



($000)

Questica #: 17-072

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-7.04



Project Description Corporate GIS Development Tool





434.2 265.0 139.2 15.0 15.0Capital Levy

- 186 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Infrastructure Planning Adm

Emerald Ash Borer

(EAB) Management Plan 351.1 400.0 3,800.0 1,848.9 400.0 600.0 600.0 351.1 400.0 600.0 600.0 5-8.01

Asset Management

Project 675.0 275.0 200.0 200.0 200.0 200.0 5-8.02

4,475.0 2,123.9 400.0 400.0 400.0 351.1 800.0 800.0 351.1 800.0 800.0Total

- 187 -



Department:

Division:



Infrastructure Planning - Infrastructure Planning Adm


The EAB Management Plan continues to evolve as the Emerald Ash

Borer progresses across the City. The latest update of the plan (April

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

Ash Borer movement. EAB is now confirmed to be widespread

throughout the city with perhaps only the north end at the relatively low

levels of infestation.

Much progress has been made since the first plan was adopted in

2013. Tree inventories have been undertaken and insect traps have

been deployed across the city. A communications/outreach program

was initiated with increased stakeholder involvement. Using this

method, approximately 72,000 private and public Ash trees were

identified throughout the city.

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


Emerald Ash Borer (EAB) Management Plan

Commitments Made

Council, at its meeting of April 8, 2013 in considering Report

USDIR13-004, directed staff to initiate the EAB Management Plan.

Council, at its meeting of April 30, 2018 in considering Report

USDIR18-005, adopted the revised Emerald Ash Borer

Management Plan.


Staffing requirements are included in the operating budget with

recoveries from this capital budget.

- 188 -



($000)

Questica #: 13515

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-8.01



Project Description Emerald Ash Borer (EAB) Management Plan





New Subdivision Tree Reserve 23.4 23.4


ReservesNew Subdivision Tree Reserve 0.0 0.0




3,590.9 1,639.8 400.0 600.0 600.0Capital Levy

151.1 100.0 100.0

- 189 -



Department:

Division:





The project involves the implementation of a program and systems to

assist asset stewards in managing City assets. This program and

system will assist in capital budget preparation and weighing priorities

and determining when capital assets should be replaced versus

maintained.

The Province’s Ten-Year Infrastructure Plan makes it clear that

municipalities will be required to develop and file an asset

management plan to support future funding applications.

Pre-approved budget funds have been transferred to the City's new

financial system and as such funding for asset management

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.


Asset Management Project

Commitments Made

On March 14, 2016, Council approved Report USEC 16-007

adopting the City's Asset Management Maturity Assessment and

Roadmap.


Proceeding with a full Asset Management regimen will result in

ongoing costs to develop and maintain the Asset Management

System.

- 190 -



($000)

Questica #: 14250

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-8.02



Project Description Asset Management Project





Waste Water Reserve Fund 334.5 109.5 125.0 100.0


434.5 209.5 125.0 100.0Total Reserves

240.5 65.5 75.0 100.0Capital Levy

- 191 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Arterial Streets

Parkhill Road West -

Wallis Drive to West City

Limit

2,880.0 2,620.0 25,307.0 14,807.0 5,500.0 5,000.0 5,500.0 5,000.0 5-9.01

Chemong - Parkhill to

PWay ROW 14,625.0 1,000.0 30,790.0 6,540.0 1,000.0 2,000.0 6,625.0 14,625.0 1,000.0 2,000.0 6,625.0 5-9.02

Water St North

Urbanization - Nassau

Mills Rd to Woodland Dr

220.0 780.0 6,900.0 500.0 1,000.0 2,900.0 2,500.0 780.0 2,900.0 2,500.0 5-9.03

Chemong Rd North

Urbanization - Millroy to

North City Limit

200.0 400.0 200.0 3,550.0 2,750.0 800.0 400.0 5-9.04

Lansdowne West -

Spillsbury to Clonsilla 600.0 6,200.0 200.0 600.0 5,400.0 600.0 5,400.0 5-9.05

Sherbrooke

St-Glenforest to W 6,500.0 500.0 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0 500.0 1,000.0 6,500.0 5-9.06

Television Road Signals

- Burnham Meadows 35.0 35.0 550.0 70.0 480.0 35.0 390.0 5-9.07

Lansdowne St

Rehabilitation - Park St

to Otonabee River

6,150.0 350.0 3,000.0 2,800.0 3,000.0 2,800.0 5-9.08

Television Rd -

Lansdowne to Parkhill

Rd

30,250.0 31,400.0 400.0 750.0 30,250.0 750.0 5-9.09

Carnegie Planning Area

N/S Arterial 2,400.0 2,400.0 800.0 5-9.10

Armour Rd- Nassau

Mills Road South to

Rotary Trail

15,000.0 16,650.0 900.0 750.0 12,500.0 750.0 5-9.11

Parkway Corridor

Extension - Clonsilla

Avenue to Water Street

73,232.0 77,071.0 3,839.0 73,232.0 5-9.12

- 192 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

River Road - Hwy7/115

to Lansdowne Street 17,000.0 17,060.0 60.0 17,000.0 5-9.13

Brealey - Lansdowne to

Sherbrooke Street 12,000.0 12,800.0 800.0 12,000.0 5-9.14

Brealey - Sherbrooke to

Parkhill 10,620.0 10,620.0 10,620.0 5-9.15

University Rd - Upgrade

Arterial 8,600.0 8,600.0 3,612.0 5-9.16

Maria St - Walker Ave to

Television Rd 6,500.0 6,500.0 6,500.0 5-9.17

Pioneer Road Upgrades

CleanTech to Cty Rd 4 6,000.0 6,000.0 6,000.0 5-9.18

Ashburnham -

McFarlane to Parkhill 6,000.0 6,000.0 4,000.0 5-9.19

Carnegie Planning Area

- E/W Arterial 6,000.0 6,000.0 2,000.0 5-9.20

297,798.0 655.0 33,896.0 9,470.0 8,815.0 35.0 212,327.0 200.0 5,760.0 2,820.0 20,530.0 21,575.0 198,839.0 20,440.0 19,975.0Total

- 193 -



Department:

Division:



Engineering - Arterial Streets


Major reconstruction and urbanization of Parkhill Road is required to

improve the safe operation of this road, provide better storm drainage

control, and to service new development within the Jackson Planning

Area. This project will involve pavement, curb and gutter, sidewalk(s),

bike lanes, storm and sanitary sewers, turning lanes and signalization.

The vertical alignment of the road will be improved and an urban cross

section will be constructed.

A Schedule ‘C’ Class Environmental Assessment, including an

Environmental Study Report is complete with the preferred alternative

endorsed by Council. The major road works will be designed, tendered

and constructed in one phase, although construction will span multiple

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).


Parkhill Road West - Wallis Drive to West City Limit

Commitments Made

City Council, at its meeting of December 12, 2011, directed staff to

finalize the Parkhill Road West Class Environmental Study Report

and to post the Environmental Study Report for public review for the

mandatory 30-day public review period. Approval of the

Environmental Study Report was achieved May 30, 2012.


Increased infrastructure will increase maintenance costs.

- 194 -



($000)

Questica #: 06190

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.01



Project Description Parkhill Road West - Wallis Drive to West City Limit



Direct RevenueCasino Gaming Reserve




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

2,500.0 2,500.0Total Development Charges

ReservesWaste Water Reserve Fund 2,312.5 2,312.5



Federal Gas Tax 4,423.5 1,803.5 2,620.0

7,687.0 5,067.0 2,620.0Total Reserves

- 195 -



Department:

Division:





Major reconstruction to widen this road to five lanes of traffic , by the

introduction of a centre turn lane, was identified in the Transportation

Master Plan. This work is necessitated by an increase in traffic

volumes and commercial properties.

The Municipal Class EA has been approved. Property acquisition and

utility relocation funding will be ongoing as the project proceeds.

The project cost will be more accurately defined during completion of

the detailed design. It is also anticipated that flood reduction measures

will be required, as well as sanitary sewer upgrades, to address the

bottleneck issue within the existing system. Integration with the planned

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).


Chemong Road - Parkhill Road West to Parkway R.O.W.

Commitments Made

The environmental assessment and design work was approved as

part of the previous capital budget.

The Schedule ‘C’ Class Environmental Assessment for this project

was completed in 2014.



- 196 -



($000)

Questica #: 07193

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.02



Project Description Chemong - Parkhill to PWay ROW



30,790.0Net Requirements 6,540.0 1,000.0 2,000.0 6,625.0 6,625.0 8,000.0


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

24,332.9 2,035.0 1,000.0 2,000.0 4,672.9Total Debenture Financing

6,625.0 8,000.0



DCRF Engineering Rds & Relate 3,169.0 3,169.0

3,340.7 3,169.0 171.7Total Development Charges




Federal Gas Tax 1,372.1 872.1 500.0

3,116.4 1,336.0 1,780.4Total Reserves

- 197 -



Department:

Division:





The widening of Water Street appeared in the City's 2002

Transportation Master Plan (TMP) and 2009 Development Charge

By-law. The most recent 2011 TMP has removed any need for the

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

level of service required by the area development. This project would

involve pavement, curb and gutter, sidewalk(s), storm sewers, and

potential for bike lanes, and turning lanes. This project is to improve the

road condition and level of service along the north/south arterial street

to an urban cross section.

This project will follow the completion of the EA for the north end in

support of development that is ongoing with the Nassau Mills Bridges

and realignment of Armour Road project.

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).


Water Street North Urbanization - Nassau Mills Road to Woodland

Drive

Commitments Made

The City has collected a nominal amount of funding from previous

area developments to construct the signals at the intersection of

Woodland Drive and Water Street. Recent developers have also

indicated some interest in the project and may be involved in the

project funding to fully fund the works required to support the

developments.


Increased new infrastructure will increase overall maintenance

costs.

- 198 -



($000)

Questica #: 17-010

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.03



Project Description Water St North Urbanization - Nassau Mills Rd to

Woodland Dr




Developer Contributions 1 220.0 220.0




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

6,680.0 500.0 780.0 2,900.0 2,500.0Total Debenture Financing




Total Reserves

Capital Levy

- 199 -



Department:

Division:





The urbanization of Chemong Road appears in the City's Development

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,

sidewalk(s), storm sewers, and potential for bike lanes, and turning

lanes. This project is to improve the road condition and level of service

along the north/south arterial street to an urban cross section.


Reserve.


Chemong Road North Urbanization - Millroy Avenue to North City

Limit

Commitments Made

In 2017, staff worked with the developer on a servicing agreement

for the works external to the subdivision. The 2018 funding request

was required for the developer to continue moving forward in an

effort to complete the conditions of the subdivision.



costs.

- 200 -



($000)

Questica #: 17-008

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.04



Project Description Chemong Rd North Urbanization - Millroy to North City

Limit



Direct RevenueDeveloper Contributions 1 1,650.0 1,250.0 400.0

1,650.0 1,250.0 400.0Total Direct Revenue





DCRF City Wide 500.0 500.0


Development Charges DCRF Engineering Rds & Relate 450.0 250.0 200.0

450.0 250.0 200.0Total Development Charges


Federal Gas Tax 950.0 750.0 200.0


Capital Levy

- 201 -



Department:

Division:





This project will include the construction of a centre turn lane,

improvements to the Spillsbury Drive/Kawartha Heights

Boulevard/Lansdowne Street West intersection as well as the

elimination of the channelized southbound right-turn at Clonsilla

Avenue/Lansdowne Street West.

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.


Lansdowne Street West – Spillsbury Drive to Clonsilla Avenue

Commitments Made

The Class EA for Operational Improvements to Lansdowne Street

West between Clonsilla Avenue and Spillsbury Drive/Kawartha

Heights Boulevard has concluded construction of a centre turn lane,

removal of the channelized southbound right-turn at Clonsilla

Avenue/Lansdowne Street West, as well as capacity improvements

to the Spillsbury Drive/Kawartha Heights Boulevard/Lansdowne

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.



- 202 -



($000)

Questica #: 16-061

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.05



Project Description Lansdowne West - Spillsbury to Clonsilla








- 203 -



Department:

Division:





This project will involve asphalt pavement, concrete curb and gutter,

sidewalk(s), bike lanes, storm and sanitary sewers, turning lanes and

signalization. The project is to improve the road condition along the

east/west arterial street to an urban cross section.

This project also includes the sanitary sewer and urbanization of

Hywood Road.

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.


Sherbrooke Street - Glenforest Boulevard to West City Limit

Commitments Made

Council, at its meeting of October 1, 2012, directed staff to finalize

the Class Environmental Assessment to Reconstruct/Widen

Sherbrooke Street. The Environmental Study was posted in 2014.



- 204 -



($000)

Questica #: 06199

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.06



Project Description Sherbrooke St-Glenforest to W

ExpendituresContractual Services 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0


17,250.0Net Requirements 2,750.0 500.0 1,000.0 6,500.0 6,500.0


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

11,918.1 2,085.0 500.0 666.7 4,333.2Total Debenture Financing

4,333.2

Development Charges DCRF Engineering Rds & Relate 200.0 200.0


ReservesWaste Water Reserve Fund 4,666.9 333.3 2,166.8 2,166.8



5,131.9 465.0 333.3 2,166.8Total Reserves

2,166.8

- 205 -



Department:

Division:





Through the development of the subdivision external to the City limits

on Television Road, the City collected a portion of the required funding

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

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.


Television Road Signals - Burnham Meadows

Commitments Made


- 206 -



($000)

Questica #: 19-034

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.07



Project Description Television Road Signals - Burnham Meadows



Direct RevenueDeveloper Contributions 1 125.0 35.0 90.0







- 207 -



Department:

Division:





Due to the age and deteriorating condition of the storm sewers,

replacement is proposed. The system in this area dates back to the

1940s and is approaching its expected life. Due to its condition, it is

proposed to be replaced.

The project will also address replacing some of the sanitary sewers

and pavement structure, as well as the need for some flood mitigation

works.

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.


Lansdowne Street Rehabilitation - Park Street to Otonabee River

Commitments Made


Completion of this work should sightly reduce the future operating

costs with respect to storm sewer repairs and pothole repairs.

- 208 -



($000)

Questica #: 17-009

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.08



Project Description Lansdowne St Rehabilitation - Park St to Otonabee

River

ExpendituresContractual Services 6,150.0 350.0 3,000.0 2,800.0




6,150.0Net Requirements 350.0 3,000.0 2,800.0






ReservesFRMP 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

3,650.0 250.0 1,800.0 1,600.0Total Reserves

2,500.0 100.0 1,200.0 1,200.0Capital Levy

- 209 -



Department:

Division:





This work is identified in the 2011 Transportation Master Plan and

requires widening of Television Road to four lanes from Lansdowne

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

Road and Parkhill Road within the County.

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.


Television Road Widening – Lansdowne Street to Parkhill Road

Commitments Made



- 210 -



($000)

Questica #: 16-068

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.09



Project Description Television Rd - Lansdowne to Parkhill Rd

ExpendituresContractual Services 31,400.0 400.0 750.0 750.0 29,500.0


31,400.0Net Requirements 400.0 750.0 750.0 29,500.0



DCRF Engineering Rds & Relate 15,825.0 200.0 375.0 15,250.0

30,450.0 200.0 375.0Total Debenture Financing 375.0 29,500.0



ReservesBridge Reserve 200.0 200.0


575.0 200.0Total Reserves 375.0

- 211 -



Department:

Division:





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

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

approval(s).


Carnegie Planning Area North/South Arterial

Commitments Made



- 212 -



($000)

Questica #: 16-058

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.10



Project Description Carnegie Planning Area N/S Arterial



Direct RevenueDeveloper Contributions 1 1,600.0 1,600.0




DCRF Engineering Rds & Relate 800.0 800.0


- 213 -



Department:

Division:





This project involves major construction of a partially realigned two lane

urban arterial with sidewalk(s), bikeway, storm sewer, etc.

Construction timing is dependent upon the rate of development in the

Auburn Secondary Plan area, particularly the former Dafoe property. In

order to facilitate the stormwater management issue as well as access

points to the secondary plan development, the City has secured funds

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).


Armour Road - Nassau Mills Road South to Rotary Trail

Commitments Made



- 214 -



($000)

Questica #: 15194

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.11



Project Description Armour Rd- Nassau Mills Road South to Rotary Trail

ExpendituresContractual Services 16,650.0 900.0 750.0 2,000.0 10,000.0 3,000.0


Direct RevenueDeveloper Contributions 1 2,500.0 500.0 2,000.0

2,500.0Total Direct Revenue 500.0 2,000.0

14,150.0Net Requirements 900.0 750.0 1,500.0 8,000.0 3,000.0


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


1,000.0 6,500.0 3,000.0

ReservesWaste Water Reserve Fund 2,042.5 42.5 500.0 1,500.0

2,042.5 42.5Total Reserves 500.0 1,500.0

- 215 -



Department:

Division:





Various options have been presented to move the matter of

transportation forward in the City of Peterborough. Option C of Report

USDIR18-002 has been recommended that will see many “feeder”

studies undertaken as input to an updated Master Transportation Plan.

This Master Transportation Plan together with the various feeder

studies will provide the City with an up-to-date Transportation Plan that

will have considered, in detail, the concerns expressed during The

Parkway EA and will provide the City with a well rounded and

documented move forward scenario.


Parkway Corridor Extension - Clonsilla Avenue to Water Street

Commitments Made

On March 24, 2014, the Environmental Study Report for The

Parkway was submitted to the Ministry of the Environment and

Climate Change. The Minister of the Environment and Climate

Change responded on September 16, 2016, requiring the City to

undertake a full Individual Environmental Assessment for The

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)

Questica #: 14182

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.12



Project Description Parkway Corridor Extension - Clonsilla Avenue to

Water Street

ExpendituresContractual Services 77,071.0 3,839.0 4,759.0 12,413.0 56,060.0


77,071.0Net Requirements 3,839.0 4,759.0 12,413.0 56,060.0



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

75,960.1 3,228.1Total Debenture Financing 4,259.0 12,413.0 56,060.0

ReservesWaste Water Reserve Fund 500.0 500.0



- 217 -



Department:

Division:





Reconstruction and urbanization of River Road is required to service

the area development, and highway traffic from the interchange. The

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

sewers, and potential for bike lanes, sanitary sewers, and turning

lanes. It is anticipated that sanitary sewers along this section of road

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




River Road - Hwy7/115 to Lansdowne Street

Commitments Made



- 218 -



($000)

Questica #: 16-059

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.13



Project Description River Road - Hwy7/115 to Lansdowne Street







13,200.0Total Debenture Financing 13,200.0

Development Charges DCRF Engineering Rds & Relate 400.0 200.0 200.0

400.0Total Development Charges 200.0 200.0

ReservesWaste Water Reserve Fund 3,060.0 60.0 100.0 100.0 2,800.0

3,060.0 60.0Total Reserves 100.0 100.0 2,800.0

400.0Capital Levy 200.0 200.0

- 219 -



Department:

Division:





This work is identified in the current Development Charges By-Law.

The project is currently identified as a three-lane cross-section

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

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.


Brealey Drive – Lansdowne Street West to Sherbrooke Street

Commitments Made



- 220 -



($000)

Questica #: 15189

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.14



Project Description Brealey - Lansdowne to Sherbrooke Street





Deb Rev-Tax Supported 3,635.0 535.0 2,000.0 1,100.0


5,635.0 535.0Total Debenture Financing 2,000.0 3,100.0

Development Charges DCRF Engineering Rds & Relate 2,265.0 265.0 2,000.0

2,265.0 265.0Total Development Charges 2,000.0

ReservesWaste Water Reserve Fund 4,000.0 2,000.0 2,000.0


4,900.0Total Reserves 2,000.0 2,900.0

Capital Levy

- 221 -



Department:

Division:





This work is identified in the current Development Charges By-Law

and is required to reconstruct Brealey Drive to current urban standards.

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,

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


Brealey Drive – Sherbrooke Street to Parkhill Road

Commitments Made



- 222 -



($000)

Questica #: 16-064

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.15



Project Description Brealey - Sherbrooke to Parkhill






7,106.6Total Debenture Financing 335.0 6,771.6

Development Charges DCRF Engineering Rds & Relate 3,513.4 165.0 3,348.4

3,513.4Total Development Charges 165.0 3,348.4

Capital Levy

- 223 -



Department:

Division:





This work is identified in the 2011 Transportation Master Plan and

requires the upgrade of University Road from a medium capacity

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.


University Road Upgrade to High Capacity Arterial

Commitments Made



- 224 -



($000)

Questica #: 16-067

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.16



Project Description University Rd - Upgrade Arterial



Direct RevenueOther Mun-grants & fees 4,988.0 174.0 4,814.0

4,988.0Total Direct Revenue 174.0 4,814.0



DCRF Engineering Rds & Relate 1,806.0 63.0 1,743.0

1,806.0Total Development Charges 63.0 1,743.0

ReservesFederal Gas Tax 1,806.0 63.0 1,743.0

1,806.0Total Reserves 63.0 1,743.0

- 225 -



Department:

Division:





Extension of the urban collector street to provide for the additional

traffic generated as a result of ongoing residential development within

the annexed lands in the Television Road area.

The final section of land for the road extension has been secured, in

accordance with the Official Plan, as a condition of Draft Plan approval

of the final phase of the Foxmeadow Subdivision. Construction of the

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.


Maria Street - Walker Avenue to Television Road

Commitments Made



- 226 -



($000)

Questica #: 16-063

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.17



Project Description Maria St - Walker Ave to Television Rd









250.0Total Development Charges 250.0

- 227 -



Department:

Division:





The development of the CleanTech Commons required ongoing

municipal investment to ensure that adequate municipal services are in

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.


Pioneer Road Upgrades CleanTech to County Road 4

Commitments Made


- 228 -



($000)

Questica #: 19-033

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.18



Project Description Pioneer Road Upgrades CleanTech to Cty Rd 4










Development Charges DCRF Engineering Rds & Relate


ReservesWaste Water Reserve Fund 1,000.0 1,000.0

Federal Gas Tax


2,500.0Capital Levy 2,500.0

- 229 -



Department:

Division:





This two-lane extension east of the Trent Canal to Parkhill Road East

will expand arterial capacity to serve the Liftlock Secondary Plan

growth area south of the Old Norwood Road.

This project was identified in the 2011 Transportation Master Plan and

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.


Ashburnham Drive – McFarlane Street to Parkhill Road

Commitments Made



- 230 -



($000)

Questica #: 16-069

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.19



Project Description Ashburnham - McFarlane to Parkhill




2,000.0Total Direct Revenue 2,000.0






- 231 -



Department:

Division:





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

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

County Road 19. Final alignment will be established through Draft Plan

approval(s).


Carnegie Planning Area East/West Arterial

Commitments Made



- 232 -



($000)

Questica #: 16-062

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-9.20



Project Description Carnegie Planning Area - E/W Arterial




4,000.0Total Direct Revenue 4,000.0





- 233 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Collector and Local Streets

Extension of Crawford

Dr to Harper Road 1,700.0 2,800.0 9,500.0 5,000.0 4,500.0 2,800.0 5-10.01

Various Road

Resurfacing 36,750.0 2,124.6 1,619.7 49,031.8 3,744.3 4,087.5 4,450.0 33,546.1 1,619.7 1,846.9 3,992.3 5-10.02

Moorecraig Road and

Roper Drive

Reconstruction

390.0 400.0 1,990.0 1,200.0 790.0 790.0 5-10.03

Street Lighting Program

900.0 200.0 1,900.0 500.0 200.0 150.0 150.0 900.0 200.0 150.0 150.0 5-10.04

Charlotte St. Aylmer to

Park 1,700.0 6,910.0 960.0 2,550.0 1,700.0 1,700.0 2,550.0 1,700.0 5-10.05

Charlotte Street

Renewal- Aylmer to

Water

6,100.0 2,000.0 4,100.0 2,000.0 4,100.0 5-10.06

Simcoe St Resurfacing

750.0 750.0 750.0 5-10.07

Roads with PCI Index

Less than 25 1,300.0 2,600.0 650.0 650.0 1,300.0 650.0 650.0 5-10.08

Briarhill Road

Reconstruction 1,240.0 620.0 620.0 620.0 5-10.09

LED Decorative Street

Lighting Retrofit 500.0 1,000.0 250.0 250.0 500.0 250.0 250.0 5-10.10

Rail Crossing Removals

400.0 800.0 200.0 200.0 400.0 200.0 200.0 5-10.11

Webber & Rye

Urbanization 5,500.0 6,500.0 500.0 500.0 5,500.0 500.0 5-10.12

Victoria Ave

Reconstruction 2,400.0 2,466.0 66.0 1,600.0 5-10.13

- 234 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Simons Subdivision

Road Rehabilitation 400.0 400.0 400.0 5-10.14

91,187.8 3,824.6 8,846.0 9,234.3 5,409.7 200.0 49,850.0 3,190.0 2,019.7 11,257.5 12,000.0 45,846.1 9,016.9 11,542.3Total

- 235 -



Department:

Division:



Engineering - Collector and Local Streets


Design, property, and utility works were contingent on development

applications in the area. Funds previously approved, were re-allocated

to other projects through the 2014 budget process and are now being

reintroduced into the budget to support the development application of

a hotel and casino site.

Included in the project scope is the closure of Crawford Drive west of

the Harper Road Intersection and a new connection from Crawford

Drive to Harper Road northwest of the development lands. The works

will be completed in conjunction with the development of the

casino/hotel site and will be subject to an external servicing agreement

with the Developer.

2019 funding requests result from added expenses related to approval

authorities such as the Department of Fisheries and Oceans,

Otonabee Region Conservation Authority, and CP Rail.

This project is included in the current Development Charge Bylaw.


Extension of Crawford Drive to Harper Road

Commitments Made

The development of the lands in the area of the Crawford

Drive/Parkway intersection was reviewed through an Environmental

Assessment in 2012/2013. Final approval of the ESR

(Environmental Study Report) was issued in late 2013 following a

“bump up” request to the Province.

The project is proceeding at this time due to the casino and hotel

development and funds for 2018 and 2019 were pre-committed

through Report PLPD17-026 dated May 23, 2017.



costs.

- 236 -



($000)

Questica #: 11197

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.01



Project Description Extension of Crawford Dr to Harper Road

ExpendituresContractual Services 9,500.0 5,000.0 4,500.0


Direct RevenueCasino Gaming Reserve 2,700.0 1,000.0 1,700.0

2,700.0 1,000.0 1,700.0Total Direct Revenue

6,800.0Net Requirements 4,000.0 2,800.0



DCRF Engineering Rds & Relate 4,250.0 2,000.0 2,250.0

5,224.5 2,424.5 2,800.0Total Debenture Financing




Provincial Surplus Reserve 90.5 90.5




- 237 -



Department:

Division:





The Resurfacing Program is identified through the City’s overall Road

Needs Study. In general, the road resurfacing budget will be allocated

to streets which require surface treatment only or to streets involved

with underground infrastructure replacement/rehabilitation where

additional paving is desirable.

The program will also include re-inspecting portions of our road

network. Re-inspection information will be utilized for subsequent

resurfacing programs.

This project is partially funded through the Ontario Community

Infrastructure Fund (OCIF) to provide a steady source of predictable,

long-term infrastructure funding.


Various Road Resurfacing

Commitments Made

On April 7, 2014, Council adopted Report USEC14-005 authorizing

an increase in both the capital and operating budgets related to

road resurfacing.

The Roads Needs Study included detailed pavement condition

reports for each road. A Pavement Condition Index was created for

each road section based on the field data collected ranging from

zero (Failed) to 100 (Perfect).

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)

Questica #: 19-045

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.02



Project Description Various Road Resurfacing



Direct RevenueRevenue-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

8,026.8 2,124.6 2,240.6 457.7Total Direct Revenue

457.7 457.7 2,288.5



Deb Rev-Tax Supported 13,538.4 992.3 1,192.3 1,392.3 9,961.5

13,538.4 992.3Total Debenture Financing

1,192.3 1,392.3 9,961.5

ReservesFederal Gas Tax 27,466.6 1,619.7 1,846.9 3,000.0 3,000.0 3,000.0 15,000.0

27,466.6 1,619.7 1,846.9 3,000.0Total Reserves

3,000.0 3,000.0 15,000.0

- 239 -



Department:

Division:





The reconstruction of Moorecraig Road initiated in the Roads with PCI

Index Less than 25 project from 2017. Following neighbourhood

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

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.


Moorecraig Road and Roper Drive Reconstruction

Commitments Made


- 240 -



($000)

Questica #: 19-041

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.03



Project Description Moorecraig Road and Roper Drive Reconstruction













Waste Water Reserve Fund 800.0 400.0 400.0

Federal Gas Tax



- 241 -



Department:

Division:





Through our frequent inspection program, the City's street light

infrastructure is upgraded as required. A large percentage of the

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

warranty items from the LED retrofit program approved by Council in

2017.

In 2012, the City updated our existing inventory information so that an

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.


Street Lighting Program

Commitments Made


This project will replace the structural components of the City's

street light network. It is a one for one replacement and therefore

will not have any impact on Operating.

- 242 -



($000)

Questica #: 17-019

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.04



Project Description Street Lighting Program





1,900.0 500.0 200.0 150.0 150.0Capital Levy

150.0 150.0 600.0

- 243 -



Department:

Division:





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.

The most important concepts for the project are:

• Reconstruction of sidewalks to accommodate a clear zone and

additional landscaping;

• Two vehicle lanes, one in each direction;

• Majority of parking maintained where possible;

• Introduction of new street trees and decorative light fixtures;

• Enhancements to sidewalk and public realm along the amenity

zones; and

• Enhanced connection to the proposed Louis Street Urban Park.

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.


Charlotte Street from Aylmer Street to Park Street

Commitments Made

The Enhanced Pedestrian Realm with Enhanced Commercial

Features and Parking Streetscape design of Charlotte Street from

Aylmer Street to Park Street was approved by Council at its

meeting of June 5, 2017 in considering Report USDIR17-004.


Increased operating expenses due to increased infrastructure.

- 244 -



($000)

Questica #: 18-005

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.05



Project Description Charlotte St. Aylmer to Park






6,910.0 960.0 2,550.0 1,700.0Total Debenture Financing

1,700.0

Capital Levy

- 245 -



Department:

Division:





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

part of the Bethune Street Storm Sewer Project. The portion from

Aylmer Street to Water Street will be coordinated with the Louis Street

Urban Park as well as the Charlotte Street project from Aylmer Street

to Park Street and will include streetscape improvements on the east

side of George Street in front of Market Hall.


Streetscape improvements and the Urban Park will adhere to the

City’s access guidelines and emerging provincial standards to ensure

full accessibility and safety.


Charlotte Street Renewal - Aylmer to Water

Commitments Made

The Master Plan defines a number of measures to promote

downtown Peterborough’s role as a diverse and vibrant component

of the city’s overall commercial structure. The renewal of Charlotte

Street and the creation of a downtown urban park are key

strategies of the approved Central Area Master Plan. The Louis

Street site was selected as the preferred site for the creation of an

urban park to complement the planned reconstruction of Charlotte

Street and to stimulate renewal in the Downtown Core and the

Charlotte Street West Business District.

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)

Questica #: 19-066

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.06



Project Description Charlotte Street Renewal- Aylmer to Water





Deb Rev-Tax Supported 6,100.0 2,000.0 4,100.0


- 247 -



Department:

Division:





The project will include the removal of all surface asphalt and road

base repairs where deemed necessary and the replacement of the

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

required due to the existing bus operation and parking garage on

Simcoe Street. This could include night work or potentially very small

phasing operations.

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.


Simcoe Street Resurfacing

Commitments Made


Reduced maintenance cost due to new Surface Asphalt between

existing curbs.

- 248 -



($000)

Questica #: 19-051

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.07



Project Description Simcoe St Resurfacing








- 249 -



Department:

Division:





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. Roads rated with a PCI of less than or

equal to 25 are considered to be failed and will be reconstructed

based on the decision matrix presented to Council. The City may also

need to review roads that have failed based on alternate modes of

transportation as well.

$410,000 from the 2017 Roads with PCI Index Less than 25 project will

be allocated to the Moorecraig Road and Roper Drive Reconstruction.

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.


Roads with PCI Index Less than 25

Commitments Made

In 2014, a Roads Needs Study included detailed pavement

condition reports for each road. A Pavement Condition Index (PCI)

was created for each road section based on the field data collected

ranging from zero (Failed) to 100 (Perfect).


Reconstruction of failed roads will slightly reduce the operating

budget.

- 250 -



($000)

Questica #: 19-074

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.08



Project Description Roads with PCI Index Less than 25





Deb Rev-Tax Supported 2,600.0 650.0 650.0 650.0 650.0


650.0 650.0

- 251 -



Department:

Division:





Over the last several years, staff have received multiple requests for

sidewalks Briarhill Road for children walking to school. These

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

and from school. The street is also used by parents to drop-off and

pick-up their children by vehicle, creating periods of vehicle congestion

on this otherwise quiet street.

This project would facilitate the reconstruction of Briarhill Road to an

urban cross section with a concrete sidewalk on the north side of the

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



Briarhill Road Reconstruction

Commitments Made

Report USTR18-009 included a recommendation that, subject to

the 2019 Capital Budget approval, Briarhill Road be reconstructed

to provide an urban section with a sidewalk on the north side from

Wallis Drive to the east end of the street connecting with the

walkway to Westmount Public School.


- 252 -



($000)

Questica #: 19-040

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.09



Project Description Briarhill Road Reconstruction














Federal Gas Tax


1,100.0 550.0 550.0Capital Levy

- 253 -



Department:

Division:





The LED retrofit project began in 2017 with the aid of the Local

Authority Service (LAS). LAS is a wholly owned not-for-profit

subsidiary company of the Association of Municipalities of Ontario

(AMO). LAS helps the broader public sector “realize lower costs,

higher revenues, and enhanced staff capacity, through co-operative

procurement efforts and innovative training, programs, and services”.

The retrofit of 7,500 standard cobra-head light fixtures began in 2018.

This project will advance the remaining 3,000 decorative light fixtures

the City owns and operates.


LED Street Lighting Retrofit

Commitments Made

In 2017, Report USEC 17-008 committed to the LED retrofit of all

City streetlights.


Reduced operating due to energy cost reductions associated with

LED technology and reduced staff time to maintain the network with

adaptive control.

- 254 -



($000)

Questica #: 19-049

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.10



Project Description LED Decorative Street Lighting Retrofit







1,000.0 250.0 250.0Capital Levy

250.0 250.0

- 255 -



Department:

Division:





With the decommissioning of existing rail lines throughout the City, the

intersection of the railway and City roads can now be reconstructed to

remove the rail lines. Some crossings will require a detailed review

and design prior to removal.

No funds have been requested in 2018 and 2019 due to overall Capital

Budget constraints.


Rail Crossing Removals

Commitments Made


- 256 -



($000)

Questica #: 17-018

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.11



Project Description Rail Crossing Removals













Federal Gas Tax

Total Reserves

800.0 200.0 200.0Capital Levy

200.0 200.0

- 257 -



Department:

Division:





Given the development along Rye Street and final Environmental Study

Report approval of the Crawford Drive to Harper Road extension, it is

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.


Webber Avenue and Rye Street Urbanization

Commitments Made


- 258 -



($000)

Questica #: 15203

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.12



Project Description Webber & Rye Urbanization

ExpendituresContractual Services 6,500.0 500.0 500.0 2,500.0 3,000.0




Deb Rev-Tax Supported 4,800.0 400.0 400.0 2,000.0 2,000.0


2,000.0 2,000.0

ReservesWaste Water Reserve Fund 1,700.0 100.0 100.0 500.0 1,000.0

1,700.0 100.0 100.0Total Reserves

500.0 1,000.0

- 259 -



Department:

Division:





The PUC will be replacing their watermain on Victoria Avenue and the

City will work in conjunction with PUC by reconstructing Victoria

Avenue from Donegal Street to Reid Street. The narrow right of way

and reduced setbacks will not allow for a typical cross section. The

reconstruction will address storm and sanitary requirements as well as

the PUC watermain and City asset surface works.


Victoria Avenue Reconstruction

Commitments Made

Coordination with the PUC project.


- 260 -



($000)

Questica #: 16-108

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.13



Project Description Victoria Ave Reconstruction



Direct RevenueRecoveries 800.0 800.0

800.0Total Direct Revenue 800.0





866.0 66.0Capital Levy 800.0

- 261 -



Department:

Division:





The City annexed the lands within and surrounding the subdivision in

2008. The area is a typical rural subdivision with ditches. The road

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

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.


Simons Subdivision Road Rehabilitation

Commitments Made


Reduces need for pot hole repairs.

- 262 -



($000)

Questica #: 19-035

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.14



Project Description Simons Subdivision Road Rehabilitation













Federal Gas Tax

Total Reserves

400.0Capital Levy 400.0

- 263 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Collector and Local Streets

Trent Severn

Waterway/City

Transportation Study

50.0 200.0 250.0 250.0 250.0 5-10.15

250.0 250.0 250.0 200.0 50.0 Total

- 264 -



Department:

Division:





The project will consist of a focused transportation study that reviews

the relationship between the City's transportation network and the

canal crossings that pass through the City on the east side of the

Otonabee River. Parks Canada is planning major infrastructure works

on the Trent Severn Waterway throughout the entire limits of the City

boundaries over the next 5-10 years. In anticipation of any major works

or recommendations of independent studies completed by Parks

Canada, the City and TSWW would like to have a better understanding

of how the crossing affect our transportation system.


Trent Severn Waterway (TSWW)/City Transportation Study

Commitments Made

The City and Parks Canada have agreed to explore the

transportation impacts surrounding the Trent Severn Waterways

system needs, the City's vehicular and alternate transportation

needs as well as the interaction with the Liftlock Secondary

Planning area.


- 265 -



($000)

Questica #: 17-017

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-10.15



Project Description Trent Severn Waterway/City Transportation Study



Direct RevenueDeveloper Contributions 1




DCRF Liftlock


Development Charges DCRF Liftlock 50.0 50.0



- 266 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Bridges

Nassau Mills Bridge

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

Nassau Mills Bridge

over Trent Severn 9,250.0 9,550.0 300.0 9,250.0 5-11.02

21,370.0 600.0 19,770.0 1,000.0 19,770.0 1,000.0Total

- 267 -



Department:

Division:



Engineering - Bridges


The 2011 Transportation Master Plan concluded that a new four lane

bridge will be required at this location including the street widening

from Water Street to Armour Road.

To facilitate construction of a new bridge at this location, the City must

complete a Schedule “C” Class Environmental Assessment (EA). The

EA has begun 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 Trent

Severn and the realignment of Armour Road taking a holistic approach

to planning the respective crossings.


By-Law.


Nassau Mills Road Bridge over Otonabee River

Commitments Made



- 268 -



($000)

Questica #: 16-073

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-11.01



Project Description Nassau Mills Bridge over Otonabee River

ExpendituresContractual Services 11,820.0 300.0 1,000.0 1,000.0 520.0 9,000.0


11,820.0Net Requirements 300.0 1,000.0 1,000.0 520.0 9,000.0





Development Charges DCRF Engineering Rds & Relate 2,115.0 225.0 750.0 750.0 390.0

2,115.0 225.0 750.0Total Development Charges

750.0 390.0

ReservesBridge Reserve 705.0 75.0 250.0 250.0 130.0


250.0 130.0

- 269 -



Department:

Division:





The 2011 Transportation Master Plan concluded that a new four lane

bridge and widening of Nassau Mills Road, from University Road to

Armour Road, to four lanes will be required at this location by 2021.

Budget constraints have made this deadline unattainable.

To facilitate construction of a new bridge at this location, the City must

complete a Schedule “C” Class Environmental Assessment (EA). The

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.


Nassau Mills Road Bridge over Trent Severn Waterway

Commitments Made



- 270 -



($000)

Questica #: 16-074

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-11.02



Project Description Nassau Mills Bridge over Trent Severn







Development Charges DCRF Engineering Rds & Relate 1,300.0 300.0 500.0 500.0

1,300.0 300.0Total Development Charges 500.0 500.0

- 271 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Bridges

OSIM Bridge

Preventative

Maintenance Program

2,030.0 265.0 5,911.2 2,086.2 265.0 765.0 765.0 2,030.0 265.0 765.0 765.0 5-11.03

OSIM Bridge Inspection

Program 160.0 250.0 45.0 45.0 160.0 45.0 5-11.04

6,161.2 2,131.2 265.0 265.0 265.0 2,190.0 810.0 765.0 2,190.0 810.0 765.0Total

- 272 -



Department:

Division:





The structural integrity, safety and condition of every bridge is to be

determined through the performance of at least one inspection every

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.


OSIM Bridge Preventative Maintenance Program

Commitments Made


- 273 -



($000)

Questica #: 17-024

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-11.03



Project Description OSIM Bridge Preventative Maintenance Program





Bridge Reserve 2,486.2 1,721.2 765.0

2,486.2 1,721.2Total Reserves 765.0

3,425.0 365.0 265.0 765.0 765.0Capital Levy

765.0 500.0

- 274 -



Department:

Division:





The structural integrity, safety and condition of every bridge is to be

determined through the performance of at least one inspection every

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 next OSIM program is scheduled for 2020.

The many components that make up the substructure and

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.


OSIM Bridge Inspection Program

Commitments Made


Proactive Condition Inspection will reduce long term costs through

proper Asset Management.

- 275 -



($000)

Questica #: 17-023

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-11.04



Project Description OSIM Bridge Inspection Program












ReservesBridge Reserve 250.0 45.0 45.0 50.0 110.0

Federal Gas Tax

250.0 45.0 45.0Total Reserves 50.0 110.0

Capital Levy

- 276 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Sidewalks

Various new SW

installations 5,924.5 184.0 552.0 8,448.1 736.0 900.7 886.9 5,924.5 736.0 900.7 886.9 5-12.01

Crawford Trail Extension

Project - Monaghan Rd

to Townsend Rd

3,250.0 1,000.0 1,250.0 1,000.0 1,250.0 1,000.0 5-12.02

Lansdowne St. Multi-use

trail - River Road to

Ashburnham

1,050.0 530.0 520.0 520.0 5-12.03

Citywide Trail

Rehabilitation 600.0 1,200.0 300.0 300.0 600.0 300.0 300.0 5-12.04

Various New Multi-Use

Trails 4,853.5 4,853.5 4,853.5 5-12.05

18,801.6 1,530.0 736.0 736.0 11,378.0 184.0 552.0 2,970.7 2,186.9 11,378.0 2,970.7 2,186.9Total

- 277 -



Department:

Division:



Engineering - Sidewalks


The City’s Transportation Master Plan (TMP) was adopted by City

Council at its meeting of November 14, 2011. In keeping with the TMP,

active transportation is a general term for the use of human-powered,

non-motorized modes for transportation such as walking, running,

cycling, and rollerblading. The City of Peterborough prioritizes active

modes of transportation that foster a pedestrian network with a high

degree of connectivity, safety and local context sensitivity.

In order to implement Council’s direction identified in Report

USTR08-008, staff are required to spend a great deal of time

discussing projects with local residents. Most recently (Report

USDIR11-010), the City has updated the Sidewalk Implementation

Procedure to include notifying residents and Ward Councillors that will

be directly impacted by the immediate construction program with

sufficient time to allow dialogue between the residents and staff

ensuring mitigation measures are taken. Issues that cannot be

resolved are brought to the attention of Council.

Funding from this project will be allocated to the following projects in

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.


Various New Sidewalk Installations

Commitments Made

In accordance with the City’s Provision of Sidewalks Policy Number

MS08-7750 and Sidewalk Implementation Procedure for Existing

Streets, a budget for new sidewalk construction is identified.

Council, on May 28, 2018, approved Report IPSTR18-013 which

identified a Sidewalk Strategic Plan to construct new sidewalks.

The City’s Transportation Master Plan (TMP) was adopted by City

Council at its meeting of November 14, 2011. The TMP supported

pedestrian connectivity over the Plan's study horizon beyond 2031.


Increased infrastructure will increase maintenance costs. The

procedure will also require additional administration and potential

staffing adjustments.

- 278 -



($000)

Questica #: 19-047

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-12.01



Project Description Various new SW installations

ExpendituresContractual Services 8,448.1 736.0 900.7 886.9 924.5 1,000.0 4,000.0


8,448.1Net Requirements 736.0 900.7 886.9 924.5 1,000.0 4,000.0


DCRF Engineering Rds & Relate 2,581.9 184.0 232.7 221.7 693.5 250.0 1,000.0

2,581.9 184.0 232.7 221.7Total Development Charges

693.5 250.0 1,000.0

ReservesUtility Services Reserve

Federal Gas Tax 5,839.0 552.0 668.0 638.0 231.0 750.0 3,000.0

5,839.0 552.0 668.0 638.0Total Reserves

231.0 750.0 3,000.0


- 279 -



Department:

Division:





Council approved the creation of this project through Report

USTR18-004. The trail project converts an old rail line to a formal

multi-use trail constructed from Monaghan Road to Townsend Street.

The project costs have escalated substantially since the approved

report. This project will increase the budget for the additional

expenditures required to construct the trail.

All funding associated to 2020 and 2021 Various New Multi-use Trails

has been reallocated to this project. Budgetary constraints have moved

this project to 2020/2021, however, it is included as a "Below The

Line" project highlighting its importance yet understanding its

corporate priority.


Crawford Trail Extension Project - Monaghan Road to Townsend

Street

Commitments Made

Report USTR18-004 committed 2018 funding to create this project,

however, the project costs have escalated substantially since the

approved report.



- 280 -



($000)

Questica #: 19-083

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-12.02



Project Description Crawford Trail Extension Project - Monaghan Rd to

Townsend Rd







Deb Rev-Tax Supported 1,289.4 306.3 481.3 501.8

DCRF Engineering Rds & Relate 327.8 160.5 167.3

1,617.2 306.3 641.8 669.1Total Debenture Financing

Development ChargesDevelopment Charges Res 102.2 102.2



939.1 608.2 330.9Capital Levy

- 281 -



Department:

Division:





Council approved the creation of this project through Report

USTR18-004. The trail project will see a multi-use trail constructed

along Lansdowne Street from Ashburnham Drive to River Road. The

project costs have escalated substantially since the approved report.

This project will increase the budget for the additional expenditures

required to construct the trail.


Lansdowne Street Multi-use Trail - River Road to Ashburnham Drive

Commitments Made

Report USTR18 - 004 committed 2018 funding to create this

project, however, project costs have escalated substantially since

the approved report.



- 282 -



($000)

Questica #: 19-082

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-12.03



Project Description Lansdowne St. Multi-use trail - River Road to

Ashburnham










DCRF Affordable Housing 70.0 70.0


ReservesFederal Gas Tax 210.0 210.0



- 283 -



Department:

Division:





This project will begin to see the City completing trail maintenance and

resurfacing. Over the past decades the City has expanded the

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.


Citywide Trail Rehabilitation

Commitments Made


- 284 -



($000)

Questica #: 19-039

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-12.04



Project Description Citywide Trail Rehabilitation













Federal Gas Tax

Total Reserves

1,200.0 300.0 300.0Capital Levy

300.0 300.0

- 285 -



Department:

Division:





Active Transportation is a general term for the use of human-powered,

non-motorized modes for transportation such as walking, running,

cycling, and rollerblading. The City of Peterborough prioritizes active

modes of transportation that foster a cycling and pedestrian network

with a high degree of connectivity, safety and local context sensitivity.

The Implementation Plan for the non-sidewalk component of the

network improvements includes three time horizons:

• Short-term (2011 to 2021)

• Medium-term (2021 to 2031)

• 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.


Various New Multi-Use Trails

Commitments Made

In accordance with the City’s 2011 Transportation Master Plan as

approved by Council at its meeting of November 14, 2011, a

budget for new trail construction is identified.



- 286 -



($000)

Questica #: 19-048

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-12.05



Project Description Various New Multi-Use Trails





Deb Rev-Tax Supported 3,640.1 545.4 568.6 2,526.1

3,640.1Total Debenture Financing 545.4 568.6 2,526.1

Development Charges DCRF Engineering Rds & Relate 1,213.4 181.8 189.5 842.1

1,213.4Total Development Charges 181.8 189.5 842.1

Capital Levy

- 287 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Sanitary Sewers

Sanitary Sewer

Rehabilitation 1,500.0 750.0 3,750.0 750.0 750.0 750.0 1,500.0 750.0 750.0 750.0 5-13.01

WWC Mezzanine

25.0 25.0 25.0 25.0 5-13.02

Eastern Trunk Sewer

3,000.0 6,000.0 3,000.0 3,000.0 3,000.0 5-13.03

Sanitary Sewer Master

Plan Implementation 2,000.0 4,500.0 750.0 750.0 1,000.0 2,000.0 750.0 1,000.0 5-13.04

Applegrove Ave -

Chemong Road to

Highland Road

2,030.0 150.0 1,880.0 1,880.0 5-13.05

16,305.0 900.0 775.0 775.0 6,500.0 775.0 4,500.0 3,630.0 6,500.0 4,500.0 3,630.0Total

- 288 -



Department:

Division:



Engineering - Sanitary Sewers


This project will review the latest condition information on the citywide

sanitary sewer network and rehabilitate critical areas identified. In

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

whereby underground infrastructure requires repair prior to any road

surface works.

The project will begin to improve the overall condition of the City’s

sanitary sewer infrastructure thereby resulting in improved sewage

flows.


Sanitary Sewer Rehabilitation

Commitments Made


Reduces reactive maintenance thereby reducing overall

maintenance costs.

- 289 -



($000)

Questica #: 19-038

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-13.01



Project Description Sanitary Sewer Rehabilitation












ReservesWaste Water Reserve Fund 3,750.0 750.0 750.0 750.0 750.0 750.0

Federal Gas Tax

3,750.0 750.0 750.0 750.0Total Reserves

750.0 750.0

Capital Levy

- 290 -



Department:

Division:



Environmental Services - Sanitary Sewers


Waste Water Collection moved from Public Works in January 2016. At

Public Works, there was a stores operation that stocked parts and

supplies but after the move to the Environmental Protection Division

(EPD), Public Works wanted WWC to order and track required parts

and supplies, due to the very limited space available at 182 Townsend

Street. In an effort to increase efficiency and reduce costs, WWC has

been purchasing and attempting to stock items within the vehicle bays.

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

from responding quickly and efficiently to after business hours

emergency digs. Having stock available allows for larger quantities to

be purchased which also results in cost savings in comparison to

single purchases.

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.


Waste Water Collection (Waste Water Collection) Mezzanine

The installation of a parts and supplies storage area to maximize

the footprint of the WWC building. This storage unit will allow us to

stock and store frequently used items that will be accessible 24-7

for our staff.

Commitments Made

None.


None.

- 291 -



($000)

Questica #: 19-009

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-13.02

Environmental Services - Sanitary Sewers


Project Description WWC Mezzanine












ReservesWaste Management Reserve Fund 25.0 25.0

Federal Gas Tax


Capital Levy

- 292 -



Department:

Division:





This project is identified in, and funded from, Development Charges for

all growth related portions of the project. Completion of this project

permits growth within the Liftlock Growth Area. In 2017, the City

received application for draft plan approval for the Growth Area and is

expected to begin moving forward in the coming years.

Funding will be dependent on the progress of development and the

need for sanitary sewers.


Eastern Trunk Sewer

Commitments Made

At its meeting of September 10, 2018, report IPSPD18-023 was

approved by Council which endorsed the Draft Plan of Subdivision

presented by the Developer that requires this project for servicing

of the lands.


The project is identified in the 2017 Development Charges Study

(Area Specific) and is 100% recovered from Development

Charges.

- 293 -



($000)

Questica #: 16-099

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-13.03



Project Description Eastern Trunk Sewer





DCRF Liftlock 6,000.0 3,000.0 3,000.0

6,000.0 3,000.0Total Debenture Financing 3,000.0

- 294 -



Department:

Division:





In 2012, the City completed the Detailed Sanitary Sewer Class EA as

recommended in the City’s 2005 Flood Reduction Master Plan. This

provided a plan to mitigate and manage extraneous flows into the

sanitary sewer system, as well as to reduce the frequency of raw

sewage bypasses at the sewage treatment plant and to recommend

an ongoing work program for the continuous monitoring of the sanitary

sewer system.

Inflow and Infiltration of clean water increases the flow in the sanitary

sewer causing basement flooding, environmental hazards, greater

wastewater treatment costs and reduced sewer capacity for future

growth while decreasing the sewer system’s lifespan.

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.


Sanitary Sewer Master Plan Implementation

Commitments Made

On March 12, 2012, Council approved Report USEC12-001

adopting the City's infrastructure strategies to address Inflow and

Infiltration (I-I) into the City Sanitary Sewer Network.


Reduction in extraneous storm water flows into the sanitary sewer

system will preserve the sanitary sewer capacity for future

development and potentially reduce the costs of treatment at the

Waste Water Treatment Plant.

- 295 -



($000)

Questica #: 17-027

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-13.04



Project Description Sanitary Sewer Master Plan Implementation

ExpendituresContractual Services 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0




4,500.0Net Requirements 750.0 750.0 1,000.0 1,000.0 1,000.0







ReservesWaste Water Reserve Fund 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0

Federal Gas Tax

4,500.0 750.0 750.0 1,000.0Total Reserves

1,000.0 1,000.0

Capital Levy

- 296 -



Department:

Division:





Due to the age and deteriorating condition of the sanitary sewers,

replacement is proposed. The system in this area dates back to the

1950s and, although it should, theoretically, not be approaching its

expected life due to its condition, it is proposed to be replaced.

The project will also address replacement of the storm sewers and

pavement structure, as well as the need for pedestrian networks. The

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.


Applegrove Avenue – Chemong Road to Highland Road

Commitments Made


Increase to maintenance costs for sidewalks.

- 297 -



($000)

Questica #: 14380

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-13.05



Project Description Applegrove Ave - Chemong Road to Highland Road







ReservesWaste Water Reserve Fund 1,335.0 66.0 1,269.0


1,461.7 66.0 1,395.7Total Reserves

- 298 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Storm Sewers

City Wide Storm Water

Quality Master Plan

Implementation

2,500.0 500.0 5,500.0 1,500.0 500.0 500.0 500.0 2,500.0 500.0 500.0 500.0 5-14.01

Storm Sewer

Rehabilitation Program 1,000.0 500.0 2,500.0 500.0 500.0 500.0 1,000.0 500.0 500.0 500.0 5-14.02

Parkview Dr Erosion

Control 50.0 325.0 25.0 50.0 250.0 50.0 250.0 5-14.03

Roger Neilson Way

Storm Sewer Rehab 150.0 165.0 15.0 150.0 15.0 5-14.04

8,490.0 1,525.0 1,050.0 1,050.0 3,650.0 1,050.0 1,250.0 1,015.0 3,650.0 1,250.0 1,015.0Total

- 299 -



Department:

Division:



Engineering - Storm Sewers


This project presents an opportunity to manage stormwater quality

discharges potentially impacting our creeks and rivers. The City is

mandated to complete specified work by the MOECC related to our

existing stormwater facilities throughout the City. The Stormwater

Quality EA Management Master Plan is developed as part of the

overall evaluation and solution to the existing and potential concerns

within the City.

The long term recommendation of the Stormwater Quality Master Plan

requires ongoing efforts through several years, to mitigate the potential

issues in critical areas.

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.


Citywide Storm Water Quality Master Plan Implementation

Commitments Made

Report USDIR14-001, adopted by Council at its meeting of

February 24, 2014, authorized publishing of the Draft Master Plan

and requested staff to report back to Council with the final report

and implementation plan. USDIR15-003 was partially adopted by

Council on September 28, 2016, with certain recommendations

deferred until staff can provide more information on a funding

source.


- 300 -



($000)

Questica #: 17-034

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-14.01



Project Description City Wide Storm Water Quality Master Plan

Implementation

ExpendituresContractual Services 5,500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 1,500.0




5,500.0Net Requirements 1,500.0 500.0 500.0 500.0 500.0 500.0 1,500.0







ReservesWaste 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

5,500.0 1,500.0 500.0 500.0 500.0Total Reserves

500.0 500.0 1,500.0

Capital Levy

- 301 -



Department:

Division:





This project will review the latest condition information on the citywide

storm sewer network and rehabilitate critical areas identified. In

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

whereby underground infrastructure requires repair prior to any road

surface works.

The project will begin to improve the overall condition of the City’s

storm sewer infrastructure, thereby resulting in improved drainage.


Storm Sewer Rehabilitation Program

Commitments Made


Reduces reactive maintenance thereby reducing overall

maintenance costs.

- 302 -



($000)

Questica #: 19-073

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-14.02



Project Description Storm Sewer Rehabilitation Program












ReservesWaste Water Reserve Fund 2,500.0 500.0 500.0 500.0 500.0 500.0

Federal Gas Tax

2,500.0 500.0 500.0 500.0Total Reserves

500.0 500.0

Capital Levy

- 303 -



Department:

Division:





The residents of Parkview Drive have made the City aware of an

ongoing erosion issue behind the residents on the east side of the

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

required. This project will implement the long-term recommendations of

the geo-technical consultant.


Parkview Drive Erosion Control

Commitments Made


- 304 -



($000)

Questica #: 19-036

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-14.03



Project Description Parkview Dr Erosion Control















Federal Gas Tax

325.0 25.0 50.0 250.0Total Reserves

Capital Levy

- 305 -



Department:

Division:





This project will address the periodic flooding that occurs on Roger

Neilson Way fronting the Memorial Center. It is currently unknown if the

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

costs.


Roger Neilson Way Storm Sewer Rehabilitation

Commitments Made


- 306 -



($000)

Questica #: 19-037

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-14.04



Project Description Roger Neilson Way Storm Sewer Rehab












ReservesWaste Water Reserve Fund 165.0 15.0 150.0

Federal Gas Tax


150.0

Capital Levy

- 307 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Storm Sewers

Watershed Planning

Study - Places to Grow

Act

250.0 250.0 500.0 500.0 500.0 5-14.05

500.0 500.0 500.0 250.0 250.0 Total

- 308 -



Department:

Division:





Through recent legislated requirements associated to the Places To

Grow Act, the City of Peterborough is required to complete a

comprehensive watershed planning exercise to demonstrate that

proposed expansion, including the associated servicing, would not

negatively impact the water resource system, including the quality and

quantity of water. This will include identifying the full life cycle costs of

the system and develop options to pay for these costs over the

long-term. Municipalities that share an inland water source or receiving

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.


Watershed Planning Study - Places to Grow Act

Commitments Made

Report IPSEC18-014 endorsed Low Impact Development and

provided direction on the legislated requirement for the Watershed

Planning Study.


- 309 -



($000)

Questica #: 19-042

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-14.05



Project Description Watershed Planning Study - Places to Grow Act













Federal Gas Tax


Capital Levy

- 310 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Public Works

2019 Sidewalk

Reconstruction 10,366.8 1,235.8 14,186.7 1,235.8 1,272.9 1,311.2 10,366.8 1,235.8 1,272.9 1,311.2 5-15.01

Vehicle and Equipment

Replacement and

Enhancement

10,230.0 986.1 14,813.1 986.1 2,093.0 1,504.0 10,230.0 986.1 2,093.0 1,504.0 5-15.02

2019 Upgrade and

Replace Playground

Equipment

3,269.7 4,086.2 402.2 414.3 3,269.7 402.2 414.3 5-15.03

2019 Upgrade Playing

Fields 619.6 774.5 76.3 78.6 619.6 76.3 78.6 5-15.04

33,860.5 2,221.9 2,221.9 24,486.1 1,235.8 986.1 3,844.4 3,308.1 24,486.1 3,844.4 3,308.1Total

- 311 -



Department:

Division:



Public Works - Public Works


The recommended budget provides funds to replace approximately

3,800 linear metres of sidewalk or about 1% of the existing inventory.

Future capital forecasts have been increased yearly by 3% over the

2019 base, as a cost of construction increase, in order to meet

expected future costs to maintain the current level of service.


All current accessibility standards are incorporated into the 2019

reconstruction program with regards to slope, width and ramp design.

Each replacement project is evaluated to ensure the most viable

compliance criteria are met during the reconstruction process.


2019 Sidewalk Reconstruction

Commitments Made

The municipal sidewalk inventory totals 400 kilometers. Sidewalks

typically have a 50-year life cycle. Life cycle costing provides a

base line performance measure to verify if replacement schedules

and funding are sufficient to meet the established life cycle.


Sidewalk reconstruction has a positive impact by reducing the need

for ongoing maintenance costs and minimizing the City’s risk

exposure.

- 312 -



($000)

Questica #: 19-005

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-15.01



Project Description 2019 Sidewalk Reconstruction





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


1,352.9 1,393.5 7,620.4

- 313 -



Department:

Division:





The following vehicles and equipment are scheduled for replacement in

2019 at a total estimated cost of $986,100:

3 - Light Duty $161,100

2 - Heavy Duty $800,000

1 - Equipment $25,000


N/A


Vehicle and Equipment Replacement and Enhancement

Commitments Made

Asset management of vehicles and equipment is based on

life-cycle costs. Although vehicles and equipment is scheduled for

replacement based on anticipated usage and conditions, final

decisions are made only after a complete mechanical and financial

analysis is undertaken.


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)

Questica #: 19-004

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-15.02



Project Description Vehicle and Equipment Replacement and

Enhancement

ExpendituresContractual Services 14,813.1 986.1 2,093.0 1,504.0 1,161.0 1,862.0 7,207.0




14,813.1Net Requirements 986.1 2,093.0 1,504.0 1,161.0 1,862.0 7,207.0







ReservesPW 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

14,813.1 986.1 2,093.0 1,504.0Total Reserves

1,161.0 1,862.0 7,207.0

Capital Levy

- 315 -



Department:

Division:





The 2019 replacement program will be placed on hold with no new

funds requested. The City is currently in the process of developing an

overarching parks planning and review policy and the related

processes to support and guide parks planning and development into

the future. It is recommended that we place this Capital funding

program on hold until the outcome of this plan is known.


Play structures will contain accessibility features pertaining to

adjustable level seating and additional ground level features. Access to

above ground features will be by stairs and ramps as well as ladders.

Ground protection is to be fully accessible with the provision of

accessible walkways to access the play equipment.


Upgrade and Replace Playground Equipment

Commitments Made

The maintenance and repair of playground structures and court

facilities is an ongoing commitment. Regulations require the

monitoring and upgrading of existing facilities to meet current CSA

standards and AODA requirements.


The betterment of park playground equipment and court facilities

supports Risk Management objectives and reduces the need for

major repairs funded through the operating budget.

- 316 -



($000)

Questica #: 19-007

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-15.03



Project Description 2019 Upgrade and Replace Playground Equipment

ExpendituresContractual Services 4,086.2 402.2 414.3 426.7 439.5 2,403.5


4,086.2Net Requirements 402.2 414.3 426.7 439.5 2,403.5


4,086.2 402.2 414.3Capital Levy

426.7 439.5 2,403.5

- 317 -



Department:

Division:





Funds will be utilized for playing field enhancements in the highly

utilized athletic field locations. Such enhancements will include

topdressing, overseeding, drainage and field leveling programs. Infield

and outfield work at ball diamonds are also included. Locations are

selected from user group feedback.

Future Capital forecasts have been compounded annually at 3% to

allow for increased costs for enhancements.

Funding requests for 2019 have been placed on hold as part of

balancing the overall 2019 Capital Budget process.


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.


Upgrade Playing Fields

Commitments Made

The maintenance and repair of sports fields is an ongoing

commitment to sustain turf areas, site amenities and structures.

Priorities for field upgrades are based on user surveys completed

on an annual basis by the Recreation Division.


Funds are provided to operate playing fields in the Parks Operating

Budget.

- 318 -



($000)

Questica #: 19-006

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-15.04



Project Description 2019 Upgrade Playing Fields






80.9 83.3 455.4

- 319 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Public Works

2019 Urban Forest

Management - Strategic

Plan Implementation

1,465.8 175.0 2,006.8 175.0 180.3 185.7 1,465.8 175.0 180.3 185.7 5-15.05

2,006.8 175.0 175.0 175.0 1,465.8 180.3 185.7 1,465.8 180.3 185.7Total

- 320 -



Department:

Division:





• Administer and develop policy to advance the key objectives of an

Urban Forestry Strategic Plan;

• Manage maintenance records to recognize progress in achieving

key deliverables of the Urban Forest Strategic Plan;

• Renew the urban forest resource by planting trees along the

right-of-way on public and open space;

• Provide assistance and expertise to private property owners to

encourage and enhance the urban forest; and

• Administer and manage volunteer programs that support the Urban

Forest Strategic Plan.

Funding has been allocated on the following basis:

• $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


Urban Forest Management - Strategic Plan Implementation

Commitments Made

• Trees are planted on a replacement basis of 3 to 1, subject to

budget considerations in accordance with the Urban Forest

Strategic Plan.

• A work program has been created to develop and implement the

Urban Forest Strategic Plan.

• The Urban Forest Strategic Plan was updated in June 2016.


The maintenance of trees is funded through the Operating Budget.

- 321 -



($000)

Questica #: 19-008

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-15.05



Project Description 2019 Urban Forest Management - Strategic Plan

Implementation





2,006.8 175.0 180.3 185.7Capital Levy

191.3 197.0 1,077.5

- 322 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Transit

Transit Buses

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

Transit Stop Signage

Upgrade 100.0 150.0 100.0 50.0 100.0 50.0 5-16.02

Transit Supervision and

Customer Service

Vehicle

75.0 155.0 75.0 80.0 75.0 80.0 5-16.03

Transit Garage

Replacement Site

Selection Study

30,900.0 900.0 15,000.0 15,000.0 4,050.0 4,050.0 5-16.04

Phase 2 - Transit ITS

Program 1,531.0 831.0 700.0 700.0 5-16.05

Accessible Transit Stops

65.2 247.8 57.9 61.4 63.3 65.2 61.4 63.3 5-16.06

Transit Stop Shelters

48.7 188.3 45.0 46.8 47.8 48.7 46.8 47.8 5-16.07

Downtown

Transportation Hub and

Route Review

50,550.0 51,050.0 500.0 50,550.0 5-16.08

90,596.1 1,339.0 2,333.9 2,339.0 1,000.0 175.0 54,873.9 330.0 495.0 15,858.2 15,191.1 51,800.6 4,908.2 4,241.1Total

- 323 -



Department:

Division:



Transportation - Transit


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

100% of the fleet is fully accessible. In 2018, the City launched its first

Community Bus route, to supplement the conventional and specialized

transit service and assist in relieving over capacity conditions on the

Handi-van system.

With increased service to Fleming College and Trent University

implemented in 2017 and 2018, Transit has operated with a lower than

optimum spare ratio due to space constraints at the Transit garage.

The Community Bus pilot also operates with no spare vehicles and a

conventional bus or Handivan has to be used when the Community Bus

goes out of service for maintenance work. With the relocation of Public

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.


Transit Buses

Commitments Made

The conventional transit fleet replacement and expansion program

was updated as part of the approved 2012 Public Transit

Operations Review (Report USDIR12-016 and USDIR12-019).

Report IPSTR18-016 pre-committed a portion of the 2019 funding

subject to confirmation of federal-provincial funding contributions.


Reduction in maintenance costs, fuel savings, and reduction in

greenhouse gas emissions from the transit vehicle fleet.

- 324 -



($000)

Questica #: 18-103

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.01



Project Description Transit Buses



Direct RevenueRevenue-Ontario Grant 1,994.3 605.0 1,389.3

Revenue-Canada Grant 2,418.0 734.0 1,684.0

4,412.3 1,339.0Total Direct Revenue 3,073.3




898.4 330.0Total Debenture Financing 568.4

ReservesTransit Reserve 1,063.4 495.0 568.4

1,063.4 495.0Total Reserves 568.4

- 325 -



Department:

Division:





As part of the ITS program for Peterborough Transit, passengers will

be able to receive automatic next bus arrival information delivered to

their smart phones or to various wayside signs at major transit stops

and terminals. In order to receive customized information for a

particular transit stop, users need to enter the stop number into the

application, which in turn will provide the next 2-3 bus arrival times for

that particular stop. To facilitate this, stop ID numbers will need to be

added to all of the transit stops across the City.

In addition to the ITS program, many other jurisdictions are providing

enhanced signage at transit stops to better inform customers about the

bus routes that service particular stops, whether the stop is accessible

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.


Transit Stop Signage Upgrade

Commitments Made

In considering Report IPSTR18-014, Council approved the

implementation of an ITS program for Peterborough Transit, which

includes technology to provide automatic next bus arrival

information for passengers.


Enhanced signage at transit stops may increase the future costs for

sign upgrades and maintenance.

- 326 -



($000)

Questica #: 19-078

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.02



Project Description Transit Stop Signage Upgrade





150.0 100.0 50.0Capital Levy

- 327 -



Department:

Division:





Peterborough Transit has two light duty vehicles for use by transit

supervisory staff to support day-to-day operations including monitoring

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

was deferred in 2017 and again in 2018. The vehicle now needs

replacement, and an accessible van will be purchased that can be

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.


Transit Supervision and Customer Service Vehicle

Commitments Made


Reduced maintenance costs for a newer vehicle.

- 328 -



($000)

Questica #: 17-146

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.03



Project Description Transit Supervision and Customer Service Vehicle






- 329 -



Department:

Division:





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

end of 2019, 13 conventional buses, the new Community Bus, and the

entire fleet of 11 handi-vans, require outside overnight parking.

Outdoor storage of numerous vehicles also means that vehicles cannot

be properly washed and cleaned at the end of the day to ensure that

interior surfaces and the advanced accessibility features (kneeling

buses, accessible ramps) do not freeze up during the winter. The

inability to properly service and maintain buses reduces the life

expectancy of the asset and increases longer term maintenance costs.

With the introduction of the Public Transit Infrastructure Fund - Phase 2

in the 2017 federal budget, approximately $57 million in new federal

and provincial funding is expected to be available to the City over the

next 13 years. The federal-provincial funding program requires 27%

matching contribution from municipalities. Details on the annual

allocation of funding and project approval process have yet to be

announced, however, it is anticipated that funding applications will be

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.


Transit Garage Replacement Site Selection Study

Commitments Made

The 2012 Transit Review identified the substandard garage and

impacts on the efficiency of vehicle maintenance activities.

In Report PLPD14-018, Council approved the purchase and

redevelopment of the 791 Webber Avenue property for a new

Public Works Yard. The size of this yard is not large enough to

incorporate a new bus storage facility, yet all major bus

maintenance activities will occur at this new location.


Improve efficiency of maintenance, reduce long term maintenance

costs, reduce staff time to shuttle buses from the Townsend Street

Yard to the Public Works Yard at Webber Avenue.

- 330 -



($000)

Questica #: 17-148

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.04



Project Description Transit Garage Replacement Site Selection Study



Direct RevenueRevenue-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

22,350.0 450.0 10,950.0 10,950.0Total Direct Revenue








ReservesTransit Reserve 450.0 450.0


Capital Levy

- 331 -



Department:

Division:





Phase 2 of the Transit ITS program will build upon the technology

platform developed in Phase 1, adding additional Intelligent

Transportation infrastructure to the transit fleet. In 2018, funding was

used to add cameras to the existing transit fleet. Phase 2 will see

exterior collision warning sensors added in 2020 to warn drivers of

hazards that may not be visible or hidden in blind spots.

New technologies for collision warning systems also provide advance

warning to drivers of potential conflicts with other vehicles or

pedestrians. Noticeable benefits have been seen in buses equipped

with this technology in collision reductions with pedestrians and other

vehicles at intersections where blind spots, crosswalks, and busy

turning movements contribute to higher collision risks.


Collision avoidance technology would be installed on conventional and

specialized transit vehicles.


Phase 2 - Transit ITS Program

Commitments Made

Report ISPTR18-014 awarded a new ITS system for Transit which

included new camera installations on all transit vehicles.


Introduction of additional collision warning devices on the transit

fleet will significantly reduce costs associated with accidents and

claims. Some increase in annual software licensing costs and

replacement of ITS components would occur annually.

- 332 -



($000)

Questica #: 18-104

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.05



Project Description Phase 2 - Transit ITS Program





Reserves & Reserve Funds 181.0 181.0

Transit Reserve 850.0 650.0 200.0

1,031.0 831.0 200.0Total Reserves


- 333 -



Department:

Division:





This project continues the annual program to reconstruct public transit

stops to be fully accessible and compliant with AODA Transportation

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

made to achieve a fully accessible transit fleet in 2017, many transit

stops continue to offer barriers such as full height curbs, steps, and

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.


Accessible Transit Stops

Commitments Made


Increased maintenance costs including winter control.

- 334 -



($000)

Questica #: 18-106

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.06



Project Description Accessible Transit Stops





247.8 57.9 61.4 63.3Capital Levy

65.2

- 335 -



Department:

Division:





This program continues the transit stop upgrade program from 2017

and 2018 as part of the Public Transit Infrastructure Funding received

from the federal government, with an annual program to upgrade

existing transit stops and install new transit shelters where required.

The program consists of construction of concrete pads and new

shelters (comprised of a mix of 4x8', 4x12' and 8x12' transit shelters) to

accommodate various levels of passenger demand. Shelters are glass

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.


Transit Stops and Shelter

Commitments Made


Maintenance costs average approximately $1,000 per year per

shelter.

- 336 -



($000)

Questica #: 18-105

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.07



Project Description Transit Stop Shelters





DCRF Transit 62.8 15.0 15.6 16.0 16.2


16.2

125.6 30.0 31.2 31.8Capital Levy

32.5

- 337 -



Department:

Division:





The Downtown Public Transit Terminal underwent a major upgrade to

the customer service and office areas at the Transit Terminal, and

repairs to the Parkade were completed in 2016 to extend the life of the

existing structure. Various structural reviews have recommended $3-4

million in additional rehabilitation work in the next five years for the

parking structure and culvert under the building. The 2018 budget

request for $200,000 was increased by $300,000 of pre-approved

Parkway funding to undertake a three part study. Part one will examine

potential changes to transit routes across the city to better serve

customers, increase ridership, and serve new growth areas. The Route

Review will assess the potential benefits of moving to a distributed hub

or grid style of route system as opposed to a central terminal, which

may significantly reduce the required footprint and costs for a new

downtown terminal. Part two of the study will examine future transit

improvements to increase the mode share of transit to 6% or higher,

as input to an updated Transportation Master Plan. Part three of the

study will use the results of the first two parts to complete longer term

planning to develop a conceptual design, cost estimate, and

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 .


Downtown Transportation Hub and Route Review

Commitments Made

The approved 2012 Public Transit Operations Review (Reports

USDIR12-016 and USDIR12-019) recommended construction of a

new downtown terminal with a modern flow-through design in the

longer term. Council, in approving Report USDIR18-002, provided

funding to increase the scope of this study to include a Route

Review and Long Term Transit Growth Strategy.


A new downtown terminal may be smaller, but introduction of

satellite terminals will offset savings and likely result in increased

maintenance and utility costs. A better flow of bus traffic would

reduce operational costs. Changes to existing transit routes may

result in reduced operating costs, however, expansion of routes to

serve new growth areas may increase operating costs.

- 338 -



($000)

Questica #: 16-114

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-16.08



Project Description Downtown Transportation Hub and Route Review







Development Charges DCRF Parking 5,264.2 5,264.2

DCRF Transit 3,717.5 50.0 3,667.5

8,981.7 50.0Total Development Charges 8,931.7

ReservesTransit Reserve 50.0 50.0


1,142.0 400.0Capital Levy 742.0

- 339 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Parking

Simcoe Street Parking

Garage Rehabilitation 410.0 3,730.0 350.0 410.0 2,970.0 410.0 2,970.0 5-17.01

Parking Equipment

Purchases 1,456.0 100.0 1,771.3 100.0 105.0 110.3 1,456.0 100.0 105.0 110.3 5-17.02

5,501.3 350.0 510.0 510.0 1,456.0 410.0 100.0 3,075.0 110.3 1,456.0 3,075.0 110.3Total

- 340 -



Department:

Division:



Transportation - Parking


The Simcoe Street Parkade was constructed in 1974 and is a 4-1/2

storey split-level, above grade, parking structure. The parking structure

has undergone one major rehabilitation program between 2002 and

2005. Phase 1 of the second rehabilitation program started in 2016 at

a cost of $790,000 and focused on replacing deteriorated concrete on

structural beams, updating the drainage systems, and localized repairs

to the concrete deck surface, waterproofing systems and expansion

joints. An updated structural review completed in 2017 identified a

further $2.3 million in work to upgrade and replace the waterproofing

system and repair deteriorated concrete in the structure. New

proposed Regulations under the Building Code Act will prescribe

enhanced maintenance standards and require more frequent building

condition evaluations to be completed on parking structures with

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.


Simcoe Street Parking Garage Rehabilitation

Commitments Made

In 2013, a structural review of the Simcoe Street Parking Garage

was conducted with the results indicating structural and mechanical

repairs would be required in 2015. The first phase of repairs at the

Simcoe Street Garage were completed in 2016. Report

IPSTR18-021 approved additional public safety enhancements in

the garage including cameras, enhanced lighting and panic alarms.


Lower maintenance costs and improved service to the public.

- 341 -



($000)

Questica #: 14542

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-17.01



Project Description Simcoe Street Parking Garage Rehabilitation






Deb Rev - User Charges 350.0 350.0

3,730.0 350.0 410.0 2,970.0Total Debenture Financing

- 342 -



Department:

Division:





This is an ongoing program to purchase and install new and/or

updated parking control equipment for all areas under the purview of

the Parking Section, including the Simcoe and King Street Parking

Garages, various surface lots, and on-street parking spaces.

In past years, items purchased through this program have included:

pay and display machines for surface lots and on-street parking

spaces; kiosks, gate arms, and cash/logic revenue systems at

garages; handheld ticketing devices; etc.

As recommended in the Strategic Downtown Parking Management

Study, it is anticipated that funds requested in 2019 will be used to

upgrade signing and technology in the garages to improve wayfinding,

customer service, and parking management in the garages.


Parking Equipment Purchases

Commitments Made

In November 2017, in considering Report USTR17-018, Council

approved a Strategic Downtown Parking Management Study to

guide parking operations for the next ten years. Investments in new

parking equipment at surface lots and in the parking garages were

included in the study recommendations.


Lower maintenance costs at off-street and on-street lots.

- 343 -



($000)

Questica #: 19-068

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-17.02



Project Description Parking Equipment Purchases





Parking Reserve 1,771.3 100.0 105.0 110.3 115.8 121.6 705.2 513.5

1,771.3 100.0 105.0 110.3Total Reserves

115.8 121.6 705.2 513.5

Capital Levy

- 344 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Traffic and Transportation

Traffic Signal Controller

Replacement Program 1,028.2 250.0 2,697.3 450.0 250.0 477.4 491.7 1,028.2 250.0 477.4 491.7 5-18.01

Traffic Signal

Infrastructure 1,935.4 154.5 2,670.6 257.7 154.5 159.1 163.9 1,935.4 154.5 159.1 163.9 5-18.02

Intersection Pedestrian

Safety Enhancements 228.5 103.0 646.8 100.0 103.0 106.1 109.3 228.5 103.0 106.1 109.3 5-18.03

Traffic Signal

Uninterrupted Power

Supply Equipment

171.4 27.3 435.1 75.0 27.3 79.6 82.0 171.4 27.3 79.6 82.0 5-18.04

Tourism Wayfinding Sign

Program 20.0 40.0 20.0 20.0 20.0 20.0 5-18.05

Smart Signal

Implementation 2,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5-18.06

8,489.9 882.7 554.8 554.8 297.3 3,363.4 257.5 1,842.2 1,846.9 3,363.4 1,842.2 1,846.9Total

- 345 -



Department:

Division:



Transportation - Traffic and Transportation


This multi-year program is to replace the City's aging on-street traffic

signal controller equipment. The City operates and maintains 130

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

remaining 98 traffic signal controllers, approximately 80 controllers are

between 8 and 14 years old. The average expected service life of

traffic signal controller equipment is 14 years. By the end of this

replacement program the oldest traffic signal controller will be eight

years old or less. The implementation of this program will be

coordinated with the replacement of the central traffic signal control

system and the Smart Signal Implementation Program.

For future years, it is recommended that $450,000, indexed each year

by 3%, be allocated for the Traffic Signal Replacement Program.


Traffic Signal Controller Replacement Program

Commitments Made

Council, in approving Report USDIR18-002, established funding for

a series of Transportation studies and improvements including the

development of a Signal System Update Program, funded from

redeployment of pre-approved Parkway Corridor project funding.

While the Traffic Signal Controller Upgrade program is a separate

program, the controller upgrades are required to implement Smart

Signal systems across the city.


The implementation of new traffic signal controllers will reduce

increasing maintenance costs funded through operating budgets.

- 346 -



($000)

Questica #: 18-090

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.01



Project Description Traffic Signal Controller Replacement Program





Traffic Signal Reserve 267.0 267.0


2,430.3 183.0 250.0 477.4 491.7Capital Levy

506.5 521.7

- 347 -



Department:

Division:





Initiated in 2005, this is a multi-year program to replace deteriorating

traffic signal equipment to meet minimum standards and control

increasing maintenance costs.

The condition of existing traffic signal infrastructure, primarily in the

older areas of the city, is poor. This program includes the replacement

of poles, signal heads, pedestrian push buttons, detection equipment

and mast arms.

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.


Traffic Signal Infrastructure Improvements

Commitments Made


Each improvement made to the existing traffic signal infrastructure

will reduce future maintenance costs.

- 348 -



($000)

Questica #: 17-155

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.02



Project Description Traffic Signal Infrastructure

ExpendituresContractual Services 2,670.6 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8


2,670.6Net Requirements 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8


Traffic Signal Reserve 2,670.6 257.7 154.5 159.1 163.9 168.8 173.9 950.9 641.8

2,670.6 257.7 154.5 159.1 163.9Total Reserves

168.8 173.9 950.9 641.8

- 349 -



Department:

Division:





This project is the continuation of a multi-year program to enhance

pedestrian safety at signalized intersections, through supplementing

the traditional pedestrian signals with countdown pedestrian signals

and upgrading existing pavement markings, to enhanced ladder

crosswalk pavement markings at busy intersections across the city.

Each year intersections will be identified, based on pedestrian

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.


by 3%, be allocated for Intersection Pedestrian Safety Enhancements.


This project will benefit people of all abilities by enhancing pedestrian

visibility at signalized intersections.


Intersection Pedestrian Safety Enhancements and Ladder

Crosswalks

A project to promote pedestrian safety by improving existing

crosswalks at signalized intersections through the implementation

of ladder pavement markings and countdown pedestrian signals.

Commitments Made


Increase in future operating budgets to maintain the added traffic

signal and pavement marking infrastructure.

- 350 -



($000)

Questica #: 18-089

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.03



Project Description Intersection Pedestrian Safety Enhancements





Insurance Reserve 103.0 103.0


543.8 100.0 106.1 109.3Capital Levy

112.6 115.9

- 351 -



Department:

Division:





This multi-year program is to upgrade existing signalized intersections

by adding uninterrupted power supply equipment (back up power

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

funding permits. The initial focus will be for intersections in the

downtown and on the arterial road network. This type of device

reduces the risk of both vehicle-vehicle and vehicle-pedestrian

collisions during power outages.


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.


Traffic Signal Uninterrupted Power Supply Equipment

Commitments Made


This project reduces the cost of providing paid duty officers to

direct traffic during planned outages.

- 352 -



($000)

Questica #: 18-091

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.04



Project Description Traffic Signal Uninterrupted Power Supply Equipment





435.1 75.0 27.3 79.6 82.0Capital Levy

84.4 86.9

- 353 -



Department:

Division:





This multi-year program is to replace the City's aging tourism

wayfinding signs and will align with Peterborough & the Kawarthas

Tourism wayfinding strategy. The Peterborough & the Kawarthas

Tourism wayfinding strategy lead by Peterborough & the Kawarthas

Economic Development has been developed as a regional tourism

wayfinding program in consultation with City, County and Township

staff. The implementation of this program will provide positive

guidance to visitors from both inside and outside the city and the

region.


Tourism Wayfinding Sign Program Upgrade

Commitments Made


The implementation of new tourism signs will reduce increasing

maintenance costs funded through operating budgets.

- 354 -



($000)

Questica #: 19-067

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.05



Project Description Tourism Wayfinding Sign Program






- 355 -



Department:

Division:





This multi-year project will focus on funding the installation of field

equipment necessary to implement a "Smart Traffic Signal" system

across the city, where the traffic signals can detect prevailing traffic

demands and traffic flow conditions in real time, and automatically

adapt the signal settings to optimize the flow of traffic along major

arterial roads.

In 2019, pre-approved funding within other projects will be used to

procure a new central signal system, upgrade signal controllers, and

develop an implementation program. In 2020, work will begin with field

implementation of new equipment needed for enhancing the

communication infrastructure in the field, so that traffic signal

controllers at various intersections can share data and communicate in

real time; and installing enhanced detection equipment to collect and

provide up to date information on the volume, speed and flow of traffic

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.


Smart Traffic Signal Implementation

Commitments Made

Council, in approving Report USDIR18-002, established funding for

a series of Transportation studies and improvements including the

development of a Signal System Update Program, funded from

redeployment of pre-approved Parkway Corridor project funding.


Full implementation of Smart Traffic Signals will result in increased

operational costs, including the need for additional dedicated staff

resources to run the system, increased maintenance budgets to

maintain high tech detection equipment in the field, and increased

annual costs for data communication and networking.

- 356 -



($000)

Questica #: 19-076

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-18.06



Project Description Smart Signal Implementation













Contribution from related project 2,000.0 1,000.0 1,000.0

Federal Gas Tax

2,000.0 1,000.0 1,000.0Total Reserves

Capital Levy

- 357 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Transportation Planning

King Street Cycling

Project 900.0 150.0 750.0 5-19.01

900.0 150.0 750.0 Total

- 358 -



Department:

Division:



Transportation - Transportation Planning


King Street was recommended in the 2012 Comprehensive

Transportation Plan to have cycling infrastructure, along with Charlotte

Street. The approved concept design for Charlotte Street maintains

on-street parking and incorporates enhanced pedestrian infrastructure

such that protected cycling facilities cannot be accommodated,

therefore providing protected cycling infrastructure on King Street is a

priority. The cycling infrastructure options and concept design will be

developed in 2018/2019 with implementation planned for 2020.


Opportunities to incorporate accessibility improvements will be

considered during concept and detailed design.


King Street Cycling Project

Commitments Made

Report USDIR17-004, Streetscape and Public Realm for Charlotte

Street from Aylmer Street to Park Street, recommended that this

project be a priority.


Additional maintenance costs will be associated with new cycling

infrastructure such as winter maintenance, pavement marking, sign

maintenance, etc.

- 359 -



($000)

Questica #: 18-095

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-19.01



Project Description King Street Cycling Project



Direct RevenueCasino Gaming Reserve 900.0 150.0 750.0


Capital Levy

- 360 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019




Projects 35.9 109.8 35.9 36.6 37.3 35.9 36.6 37.3 5-19.02

109.8 35.9 35.9 35.9 36.6 37.3 36.6 37.3Total

- 361 -



Department:

Division:





The 2012 Transportation Plan is a blueprint for the City's transportation

system. The Plan contains many recommendations which require

varying levels of added study to be implemented.

A number of these projects and initiatives are in the area of

Transportation Demand Management formulating strategies to

improve travel in the city including public transit, cycling and walking.

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.


Transportation Planning Projects

Commitments Made


This is an on-going capital program.

- 362 -



($000)

Questica #: 19-011

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-19.02



Project Description Transportation Planning Projects





109.8 35.9 36.6 37.3Capital Levy

- 363 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Environmental Services

2019 WWTP Equipment

Upgrades and

Replacement

315.0 865.0 1,270.0 865.0 45.0 45.0 315.0 865.0 45.0 45.0 5-20.01

Wastewater Collection

Facility - Heavy

Equipment Shelter

200.0 200.0 200.0 200.0 5-20.02

WWC Equipment

Upgrades and

Replacement

180.0 710.0 530.0 180.0 180.0 5-20.03

Generator Repair Start

up Equipment 60.0 60.0 60.0 60.0 5-20.04

2,240.0 530.0 1,305.0 1,305.0 315.0 1,305.0 45.0 45.0 315.0 45.0 45.0Total

- 364 -



Department:

Division:



Environmental Services - Environmental Services


The following equipment needs to be added, replaced or requires

preventative maintenance in 2019:

- Polymer Optimization Equipment

- Screens for Park Street

- Centrifuge 24,000 Hour overhauls

- Raw Sewage #3 Motor

- PHO4, NH4 and TSS Sensors

- Programmable Logic Controllers (annual $45,000 expenditure)


None.


WWTP Equipment Upgrades and Replacements

Commitments Made

None.


The investment in 2019 towards upgrading and maintaining existing

equipment, which is relied upon for safe and efficient treatment of

waste water, will ultimately save money in future operational

budgets and ensure compliance with increasingly stringent

environmental legislation.

- 365 -



($000)

Questica #: 19-019

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.01



Project Description 2019 WWTP Equipment Upgrades and Replacement





Waste Water Reserve Fund 1,270.0 865.0 45.0 45.0 45.0 45.0 225.0

1,270.0 865.0 45.0 45.0Total Reserves

45.0 45.0 225.0

- 366 -



Department:

Division:





The Wastewater Collection (WWC) team moved to the Kennedy Road

site in 2013. The facility design included a heavy duty equipment

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.

The completion of this project will provide space to house all

equipment within our current facility. The completion of the overhang

would allow appropriate storage for our equipment thereby extending

the life of the asset.


None.


Wastewater Collection Facility - Heavy Equipment Shelter (Leanto)

Commitments Made


None.

- 367 -



($000)

Questica #: 19-062

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.02



Project Description Wastewater Collection Facility - Heavy Equipment

Shelter (Leanto)













Federal Gas Tax


Capital Levy

- 368 -



Department:

Division:





The Waste Water Collection team undertakes an average of one sewer

dig a day. This includes digging blocked or damaged sewers, sanitary

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

$4,000 per month. However, the Public Works backhoe is not available

most of the time, due to the Public Works workload, and

renting a backhoe is becoming increasingly more difficult . Accordingly,

to meet current targets and the demands of the Collection team

workload, a new backhoe is proposed for the 2019 budget year.


None.


Waste Water Collection Equipment Upgrades and Replacement

Commitments Made


The hourly charge rate for vehicles and equipment includes a

depreciation charge that is transferred to the Fleet Reserve Fund.

This Reserve is used to finance the acquisition of vehicles and

equipment.

- 369 -



($000)

Questica #: 18-092

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.03



Project Description WWC Equipment Upgrades and Replacement













PW Equip Purchase Reserve Fund 300.0 300.0


Federal Gas Tax


Capital Levy

- 370 -



Department:

Division:





Equipment will need to be purchased to enable the new Technician to

complete all aspects of their job.


None.


Purchase of Van and all related startup equipment for New

Generator Tech

Commitments Made

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)

Questica #: 19-012

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.04



Project Description Generator Repair Start up Equipment













Federal Gas Tax


Capital Levy

- 372 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Environmental Services

Nelson Landfill

Monitoring Program 233.3 116.7 2,237.0 1,887.0 350.0 116.7 5-20.05

Generator Annual and

Quinquennial Testing 300.0 300.0 300.0 300.0 5-20.06

Harper Road Landfill

450.0 6,825.0 3,925.0 2,225.0 225.0 450.0 2,225.0 225.0 5-20.07

9,362.0 233.3 5,812.0 650.0 416.7 116.7 450.0 300.0 2,225.0 225.0 450.0 2,225.0 225.0Total

- 373 -



Department:

Division:





The City, in conjunction with Otonabee South Monaghan Township and

Fred Nelson & Sons, operated a licensed landfill site in the Township

on lands owned by Fred Nelson from the early 1970s to mid 1980s.

Environmental legislation under the Environmental Protection Act,

requires on-going monitoring for all landfills registered in Ontario to

ensure there are no risks to human health or the environment as a

result of landfill operations.

Elevated contamination (PCBs) results have been obtained at the

former landfill. Additional sampling occurred in 2017 and remedial

measures will be defined during negotiations with the Ministry of

Environment, Conservation and Parks (MECP). However, without a

new cost sharing agreement in place, no further work on this project is

anticipated.

As negotiations continue with the stakeholders and the MECP, there

may be a need to increase the City’s share of funds depending on

findings of annual results and the framework of the new agreement.


None.


Nelson Landfill Monitoring Program

Commitments Made

Originally, there was a tri-party agreement between the City, the

Township of Otonabee South Monaghan and Fred Nelson & Sons,

that established an annual budget commitment to monitor the

closed landfill. However, there is presently no formal agreement

related to monitoring or other work at the Nelson Closed Landfill.


Results from the 2014 monitoring program revealed the

requirements for significant remedial action measures to be carried

out on the site to bring the former landfill back into compliance with

current environmental legislation. Estimates range from $1,000,000

to $3,000,000. Additional operating funds are likely and will be

better defined as the results of new monitoring becomes available.

- 374 -



($000)

Questica #: 11462

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.05



Project Description Nelson Landfill Monitoring Program



Direct RevenueOther Mun-grants & fees 713.3 596.7 116.7

Recoveries 710.8 594.2 116.7

1,424.2 1,190.8 233.3Total Direct Revenue






766.3 649.7 116.7Capital Levy

- 375 -



Department:

Division:





A qualified outside contractor will be brought in to do load testing on all

of the City's 28 Generators - $300,000.


None.


Generator Annual and Quinquennial Testing

Commitments Made

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)

Questica #: 19-018

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.06



Project Description Generator Annual and Quinquennial Testing







- 377 -



Department:

Division:





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

Sandford Fleming Drive. This is not an engineered facility and the site

received both municipal and industrial waste. Recently, 2008 onwards,

some work was performed which was initiated to address PCB seeps

to surface water in the surrounding surface water streams. The Ministry

of the Environment and Climate Change has directed the City to file an

application for a new ECA for the site. This process will provide a

clear, concise directive outlining provisions to manage the former

landfill according to today’s applicable laws and standards.

Supporting documentation from the detailed Environmental Study

conducted in 2012, 2013 and 2014 will be used for the application

process. Once the ECA is approved, implementation of the ECA

requirements will begin.


None.


Harper Road Landfill - Former Waste Disposal Site

Commitments Made

Report USEP12-001 on January 23, 2012, established a capital

budget in the amount of $2,000,000 to conduct a detailed

Environmental Study of the Harper Road former landfill site. Report

USEP15-005 on June 1, 2015, identified the requirement to seek

an Environmental Compliance Approval (ECA), for the site and to

fund an additional $187,000 to complete the required application

submittal.


Future clean-up and remedial initiatives will ultimately impact future

budgets.

- 378 -



($000)

Questica #: 11463

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-20.07



Project Description Harper Road Landfill

ExpendituresContractual Services 6,825.0 3,925.0 2,225.0 225.0 225.0 225.0


6,825.0Net Requirements 3,925.0 2,225.0 225.0 225.0 225.0


Capital Levy Reserve 2,000.0 2,000.0



4,800.0 1,900.0 2,225.0 225.0Capital Levy

225.0 225.0

- 379 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019


Waste Management

Peterborough Landfill

Site 2,020.0 782.5 782.5 17,864.5 9,539.5 1,565.0 4,500.0 240.0 1,010.0 782.5 2,250.0 120.0 5-21.01

Construction and

Transfer of Leaf and

Yard Compost Facility

1,500.0 4,000.0 2,500.0 1,500.0 1,500.0 5-21.02

21,864.5 782.5 12,039.5 3,065.0 2,282.5 2,020.0 1,500.0 782.5 4,500.0 240.0 1,010.0 2,250.0 120.0Total

- 380 -



Department:

Division:



Waste Mgmt - Waste Management


The South Fill Area was capped and closed in 2012 as per its closure

plan which included seeding and landscaping to a natural state.

Cell 2 of the North Fill Area is expected to be capped late 2018 or

early 2019 with Cell 3 continuing to receive waste for approximately

four to five more years.

In 2017, a Reuse Building was set up in the Public Drop off area for

furniture, and other goods that were considered too good to go to

landfill. These objects are available to anybody wishing to take them

away.

The following 2019 Capital Projects are proposed:

- Final Cover for Cell 2

- Haul Soil Off-site


Peterborough County/City Waste Management Facility

Commitments Made

The City and County entered into an agreement on July 1, 2002, to

jointly own and operate the Peterborough Waste Management

Facility and share all costs and revenues on a 50-50 basis.


The operating budget includes a “Landfill Operations” activity that

captures ongoing operating costs associated with the site and

tipping fee revenues all of which are cost shared 50-50 with the

County.

The waste disposal capacity and annual fill rates are based on best

estimates and will be refined annually.

- 381 -



($000)

Questica #: 15468

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-21.01



Project Description Peterborough Landfill Site

ExpendituresContractual Services 17,864.5 9,539.5 1,565.0 4,500.0 240.0 475.0 95.0 510.0 940.0


Direct RevenueOther Mun-grants & fees 8,932.3 4,769.8 782.5 2,250.0 120.0 237.5 47.5 255.0 470.0

8,932.3 4,769.8 782.5 2,250.0 120.0Total Direct Revenue

237.5 47.5 255.0 470.0

8,932.3Net Requirements 4,769.8 782.5 2,250.0 120.0 237.5 47.5 255.0 470.0


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

8,932.3 4,769.8 782.5 2,250.0 120.0Total Reserves

237.5 47.5 255.0 470.0

- 382 -



Department:

Division:





The existing compost site at Harper Road is required by the MECP to

cease receiving new material as of January 1, 2019. Accordingly,

studies have been undertaken to find, design and get approval for a

new compost site.

The new site is proposed to be within the lands of the County/City

Waste Management Facility on Bensfort Road. Studies have been

completed, and applications made to both the Township of

Otonabee-South Monaghan, for zoning and land-use changes, and the

MECP, to amend the Certificate of Approval for the landfill to allow for

outdoor windrow composting. The City awaits approvals before

proceeding with a Request for Tenders for the construction of the

composting facility. It is anticipated that construction will occur in 2018.


Where possible accessibility will be considered.


Construction and Transfer of Leaf and Yard Compost Facility

Commitments Made

The Environmental Compliance Approval (No. A340106) for the

existing Harper Road Compost Site, requires that receipt of

organic waste at the Harper Site cease once a new leaf and yard

waste composting site has been approved and constructed at

Bensfort Road Landfill. Application to the Ministry of Environment,

Conservation and Parks (MECP) has been made to allow a new

leaf and yard compost facility at the landfill.


The new compost site will incorporate updated Provincial Compost

Standards. These standards involve a higher level of sampling and

monitoring with the resultant increase in operating costs.

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)

Questica #: 16-032

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 5-21.02



Project Description Construction and Transfer of Leaf and Yard Compost

Facility





Deb Revenue - WMRF 3,000.0 1,500.0 1,500.0


ReservesWaste Management Reserve Fund 1,000.0 1,000.0


- 384 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services Summary

9,178.7 11,216.3 340.0 565.0 1,132.6 9,178.7 565.0 1,132.6 Administration 6-1

25.0 25.0 25.0 25.0 Arts Culture and

Heritage6-2

550.0 750.0 70.0 130.0 550.0 70.0 130.0 Museum 6-3

3,756.5 77.4 18.0 8.6 383.5 5,218.2 487.5 478.9 495.4 3,756.5 469.5 478.9 495.4 Library 6-4

12,050.0 100.0 18,800.0 100.0 1,650.0 5,000.0 10,050.0 100.0 1,650.0 2,000.0 Art Gallery 6-5

8,084.2 432.5 100.0 60,691.1 3,774.4 532.5 29,825.0 18,475.0 2,034.2 532.5 9,559.0 5,759.0 Arenas 6-6

3,000.0 360.0 265.0 25.0 8,275.0 175.0 650.0 1,250.0 3,200.0 3,000.0 650.0 1,250.0 3,200.0 Recreation 6-7

70.0 70.0 70.0 70.0 Peterborough Sport

and Wellness 6-8

200.0 200.0 200.0 200.0 Social Services 6-9

105,245.7 18.0 4,289.4 2,065.0 2,047.0 566.1 36,619.4 437.4 365.0 678.5 33,838.9 28,433.0 28,569.4 13,572.9 12,717.0Total

- 385 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services Summary

496.6 75.0 40.5 882.8 135.0 115.5 66.2 69.5 496.6 115.5 66.2 69.5 Administration 6-1

3,610.0 20.0 176.1 5,157.5 526.4 196.1 595.0 230.0 3,610.0 176.1 575.0 230.0 Arts Culture and

Heritage6-2

50.0 15.0 60.0 125.0 75.0 50.0 60.0 Museum 6-3

565.8 72.0 690.5 12.5 72.0 19.9 20.3 565.8 72.0 19.9 20.3 Art Gallery 6-5

480.0 630.0 150.0 480.0 480.0 Arenas 6-6

300.0 191.0 50.0 1,389.0 395.0 241.0 403.0 50.0 300.0 50.0 75.0 50.0 Recreation 6-7

9,279.0 90.0 2,697.8 68.3 150.0 28,556.0 13,290.0 3,006.0 1,598.0 1,383.0 3,545.3 308.3 718.3 468.3 Social Services 6-9

37,430.8 2,923.8 14,508.9 4,185.6 1,261.8 921.3 14,301.4 90.0 250.5 2,682.1 1,752.8 8,567.7 1,454.3 838.0Total

- 386 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Administration

Improvements to Morrow

Park 8,000.0 9,840.0 340.0 500.0 1,000.0 8,000.0 500.0 1,000.0 6-1.01

Sustainability Projects

1,178.7 1,376.3 65.0 132.6 1,178.7 65.0 132.6 6-1.02

11,216.3 340.0 9,178.7 565.0 1,132.6 9,178.7 565.0 1,132.6Total

- 387 -



Department:

Division:

Budget Reference #: 6-1.01Community Services


Admin - Administration


Phase 1: Conceptual and detailed design of four exhibition/storage

barns and a new track/sand ring. ($0.5 million - 2020)

Construction of one new exhibition/storage barn for City storage,

society headquarters, public washrooms and exhibition space. ($1

million - 2021) Construction of a new track/sand ring. ($1 million -

2022)

Two new barns scheduled to replace the existing "horse" barns ($3

million - 2023). A new exhibition/storage barn at a date TBD as need

determines and budgets permit. ($1 million - 2025)

Phase 2: Implementation of Phase 2 of the Morrow Park Plan including

relocation of perimeter fencing; installation of interior parking;

construction of a linear park, berms, trail network, tree planting and

commemorative installation to honour agricultural heritage. ($3 million -

2025)


Morrow Park Redevelopment Project

Phase 1: Conceptual and detailed design of four exhibition/

storage barns and new track/sand ring. Construction to follow.

Phase 2: Implementation of Phase 2 of Morrow Park Master Plan

including: relocation of perimeter fence; construction of perimeter

berms, trail network, extensive tree planting; and commemorative

installation to honour agricultural heritage.

Commitments Made

Through Report CSD17-011, dated May 8, 2017, Council approved

a draft Memorandum of Understanding with the Agricultural Society

and directed staff to engage an architect to begin the high level

conceptual design and detailed costing for re-development of

Morrow Park.


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)

Questica #: 18-148

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-1.01


Community Services

Project Description Improvements to Morrow Park

ExpendituresContractual Services 9,840.0 340.0 500.0 1,000.0 1,000.0 3,000.0 4,000.0


9,840.0Net Requirements 340.0 500.0 1,000.0 1,000.0 3,000.0 4,000.0




1,000.0 3,000.0



4,000.0Capital Levy 4,000.0

- 389 -



Department:

Division:





This capital budget will provide start up funding to leverage external

grants needed to implement Sustainable Peterborough and the

Climate Change Action Plan on projects such as the Climate

Adaptation Plan, collecting vehicle data through the Green Fleet Team,

start up projects for the Corporate Green Team, installing additional

water hydration stations, and development of the Municipal Energy

Plan.

Cost recovery on projects or coverage of administration expenses

would be advantageous to offset the cost of any project. External

funding opportunities will be actively pursued.

A Sustainability Reserve Fund has been created using rebates,

incentives, and unspent funds remaining in the Sustainability Operating

budget. The Reserve is used to leverage future sustainability projects.


Sustainability Projects

This capital project will be used as start up funding, enhanced

funding, or as leverage to secure external funds to initiate

sustainability and climate change projects.

Commitments Made

The annual outcome reporting tool for the Federal Gas Tax requires

that each municipality demonstrate their commitment to

sustainability through the creation and implementation of a

Sustainability Plan. With the adoption of By-law 12-049, City

Council committed to championing sustainability in our daily

operations and leading our community through the implementation

of the Sustainable Peterborough Plan. To receive funding through

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)

Questica #: 19-059

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-1.02


Community Services

Project Description Sustainability Projects





1,451.9 132.6 135.3Capital Levy

138.0 140.7 746.9 158.5

- 391 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Administration

Showplace

75.0 150.0 75.0 75.0 75.0 6-1.03

Climate Change Action

Plan 496.6 40.5 732.8 60.0 40.5 66.2 69.5 496.6 40.5 66.2 69.5 6-1.04

882.8 135.0 115.5 115.5 75.0 496.6 40.5 66.2 69.5 496.6 66.2 69.5Total

- 392 -



Department:

Division:





Showplace Peterborough is an independently owned and operated

Not For Profit performing arts venue. It has received short term

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

accumulated deficit and an annual service grant since then. It is a

Municipal Capital Facility and the City retains a reversionary right.

After 20 years in operation, Showplace is facing major capital

replacement needs including roof, HVAC, and even seating. It would

also like to have a new marquis designed and installed. While they

may be able to access funding support through Trillium and local

fund-raising for the actual construction and replacement costs,

receiving upfront funding from the City to help plan for such capital

upgrades will help jump-start the process and may even help leverage

external funds.

A one-time capital contribution of $75,000 was made in 2018 and

$75,000 in 2019 is recommended.


Planning and Support for Capital Improvements to Showplace

Commitments Made

Challenges for planning and financing major capital projects for

Showplace Peterborough were identified during on-going

discussions regarding the level of funding Showplace receives from

the City as its annual Service Grant.


Providing some capital budget financing up front to help plan and

finance some of the capital projects needed at Showplace, over the

next several years, will reduce pressures to increase their annual

service grant to offset capital needs.

- 393 -



($000)

Questica #: 18-131

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-1.03


Community Services

Project Description Showplace






- 394 -



Department:

Division:





The annual capital budget allocation has been established as project

start up funding, used to leverage external grants and associated

County contributions for the Climate Change Coordinator and local

projects.

The Climate Change Coordinator will be a contract staff position under

Sustainable Peterborough, hired through the County of Peterborough

in order to apply for grants which are only open to municipalities.

External funding will continue to be sought to fund the staff position and

local projects.


Climate Change Action Plan

This capital project will be used to implement projects, enhance and

leverage external funding for climate change projects, and fund the

Climate Change Action Plan Implementation Coordinator.

Commitments Made

City Council adopted the Greater Peterborough Area Climate

Change Action Plan on December 12, 2016 and committed to

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)

Questica #: 18-109

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-1.04


Community Services

Project Description Climate Change Action Plan

ExpendituresContractual Services 732.8 60.0 40.5 66.2 69.5 73.0 76.7 347.0


732.8Net Requirements 60.0 40.5 66.2 69.5 73.0 76.7 347.0


Contribution from related project 100.5 60.0 40.5



73.0 76.7 347.0

- 396 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Arts Culture and Heritage

Heritage Conservation

District Signage 25.0 25.0 25.0 25.0 6-2.01

25.0 25.0 25.0 25.0 Total

- 397 -



Department:

Division:



Culture & Heritage Div Mgmt - Arts Culture and Heritage


In 2016, Council created the city's first Heritage Conservation District.

The area known as the Avenues and Neighbourhood's Heritage

Conservation District is bounded by Monaghan Road, Charlotte Street,

Park Street, and Bolivar Street. Heritage conservation districts are

areas which celebrate and showcase the distinct history of a particular

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

attention to the work that owners are doing to restore their properties

and highlights the area as a potential tourism draw.


Heritage Conservation District Signage: Installation of signage at

entry points to the Avenues and Neighbourhood Heritage

Conservation District and customized street blade signs for streets

bounding and within the district.

Commitments Made


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)

Questica #: 19-064

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.01


Community Services

Project Description Heritage Conservation District Signage






- 399 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Arts Culture and Heritage

Public Art

1,720.0 20.0 101.1 2,398.7 282.6 121.1 175.0 100.0 1,720.0 101.1 155.0 100.0 6-2.02

Municipal Cultural Plan

1,890.0 50.0 2,343.8 243.8 50.0 80.0 80.0 1,890.0 50.0 80.0 80.0 6-2.03

Archaeology Model

Update 25.0 25.0 25.0 25.0 6-2.04

Places of Faith Adaptive

Reuse Study 120.0 120.0 120.0 6-2.05

Heritage Neighbourhood

Study 170.0 120.0 50.0 120.0 50.0 6-2.06

Downtown Heritage

Conservation Plan 100.0 100.0 100.0 6-2.07

5,157.5 20.0 526.4 196.1 176.1 176.1 3,610.0 595.0 230.0 3,610.0 575.0 230.0Total

- 400 -



Department:

Division:





The 2019 budget includes:

- $70,000 to support new projects in the downtown such as Charlotte

Street, Bethune Street and the Urban Park capital projects

- $10,000 support for public art at the New Arena complex (to be

contributed to yearly until project completion)

- $20,000 for new initiatives including a youth component/program

within Public Art and enhanced marketing of the City's Public Art

Program


The location of each project is selected for its visibility and

accessibility.


Public Art

Many Canadian municipalities incorporate art into the infrastructure

of their communities through an annual contribution based on a

percentage of the municipality's capital investment.

Art can define a city. A city's character, history, aspirations and

challenges are expressed and reflected by its artistic engagement.

Public Art adds to the identity and quality of the civic landscape;

enriches our experience of public spaces; pays tribute to particular

sites, individuals and events; builds civic pride; fosters community

and enhances the city's cultural heritage.

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)

Questica #: 17-122

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.02


Community Services

Project Description Public Art

ExpendituresContractual Services 2,398.7 282.6 121.1 175.0 100.0 100.0 100.0 480.0 1,040.0


Direct RevenueDonations 80.0 40.0 20.0 20.0

80.0 40.0 20.0 20.0Total Direct Revenue

2,318.7Net Requirements 242.6 101.1 155.0 100.0 100.0 100.0 480.0 1,040.0


2,318.7 242.6 101.1 155.0 100.0Capital Levy

100.0 100.0 480.0 1,040.0

- 402 -



Department:

Division:





The 2019 capital budget includes $50,000 for City staff and the

community to complete Municipal Cultural Plan objectives by providing

funding to EC3, the arm's length organization that coordinates,

communicates, and advocates for Peterborough arts and culture

organizations.


Municipal Cultural Plan Refresh activities will be AODA compliant.


Implement and Refresh of the Municipal Cultural Plan

Municipal Cultural Plan Refresh will update the existing plan and

provide a framework for future support of arts, culture and heritage.

It will review completed actions and identify new actions and

initiatives for the division for the next five years. Culture and

Heritage is changing rapidly so staff are recommending a refresh

and a look forward for the next five years.

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)

Questica #: 17-123

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.03


Community Services

Project Description Municipal Cultural Plan





2,343.8 243.8 50.0 80.0 80.0Capital Levy

230.0 100.0 410.0 1,150.0

- 404 -



Department:

Division:





In April of 2013, Council adopted the City's Archaeology Policy. The

policy is based on the use of a computer model that predicts the

presence of archaeological resources across the city. The model was

developed by the Trent University Anthropology Department using the

provincial checklist indicators, for the likelihood of finding

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

modelling into the planning and development process.

Since the model was developed, some errors have been identified in

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).


Archaeology Model Update - Validation of existing data and

incorporation of new data sets made available through city data

collection, Ministry of Culture Tourism and Sport holdings, and First

Nations' resources.

Commitments Made


Periodic updates of data to maintain prediction accuracy are

recommended.

- 405 -



($000)

Questica #: 19-065

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.04


Community Services

Project Description Archaeology Model Update






- 406 -



Department:

Division:





A United Church of Canada study has found that dwindling attendance

in five of its churches in Peterborough will lead to their closure in 3-5

years. Other denominations are seeing the same trend. Since 2015 St.

Barnabas Anglican, St. Andrews and Knox United, and St. Paul's

Presbyterian have closed. The pace of closure for historic churches is

accelerating. These churches represent irreplaceable community

heritage and, as local landmarks, define neighbourhood character.

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

while conserving heritage resources has been identified as a major

focus of the Official Plan review.

To ensure that each church is reused to its greatest capacity , an

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.


Places of Faith Adaptive Reuse Study - In the next 3-5 years, it is

estimated that 12 to 15 monumental churches in the city will close

due to dwindling congregations. Many of these churches are

historically significant to the community and best practice would see

the churches adapted to new uses like housing, commercial or

institutional space, or for community use.

Commitments Made


Depending on the recommendations provided by the study, Council

may wish to create financial support programs for the reuse of

heritage churches.

- 407 -



($000)

Questica #: 19-089

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.05


Community Services

Project Description Places of Faith Adaptive Reuse Study






- 408 -



Department:

Division:





Peterborough is a city with many distinct neighbourhoods and rich

historic areas worthy of preservation. An emerging best practice in

North America is the creation of Neighbourhood Heritage Studies in

which the municipality identifies unique neighbourhoods and catalogs

their significant cultural values. This allows staff to prioritize

neighbourhoods for further study and to choose the most efficient and

cost effective tools, such as heritage conservation districts, heritage

landscape designation or heritage zoning, for protecting heritage

resources.

The Neighbourhood Heritage Study will include City wide historical

research to identify distinct neighbourhoods, development of a

methodology unique to Peterborough and the completion of a three

neighbourhood pilot project. This will be followed by a review and

revision of the methodology and completion of studies on the

remaining neighbourhoods. The study will include extensive research,

mapping, community consultation, and analysis. In order to efficiently

determine how to proceed with future heritage planning in

Peterborough, staff is recommending the completion of a

Neighbourhood Heritage Study.

Funds for the study are being requested in 2020.


Neighbourhood Heritage Study: A Neighbourhood Heritage Study

(NHS) will complete Initiative 5.1.1 of the City’s Municipal Cultural

Plan to "Identify and celebrate the distinct neighbourhoods of the

City". A NHS will inventory, characterize, and map the City’s

heritage resources. Where typical heritage designation policies

focus on individual buildings’ design and historical significance, this

approach looks at the relationships between individual properties

and their broader urban context. These studies align with

requirements in the Heritage Act and Planning Act, but also use

"historic context statements" for evaluating historic resources. For

example, some heritage resources have status as landmarks,

others contribute to neighbourhood character, support cultural

activities, embody local stories or hold meaning for local residents.

The study prioritizes neighbourhoods for detailed conservation

planning and recommends the best mechanism for preservation in

each case.

Commitments Made

In 2014 and 2015, Council approved a total of $70,000 to complete

the heritage district plan for the Avenues and Neighbourhood. No

commitments have been made for a Neighbourhood Heritage

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)

Questica #: 16-130

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.06


Community Services

Project Description Heritage Neighbourhood Study





170.0 120.0 50.0Capital Levy

- 410 -



Department:

Division:





This project is proposed for 2019:

The Central Area Master Plan (CAMP) strongly promotes the

protection of properties and buildings of historical or architectural

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

that a municipality can use to protect its heritage: heritage

conservation districts, designation of cultural landscapes, heritage

zoning overlays and urban design guidelines. The completion of a

Heritage Conservation Plan for the commercial core area will identify

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


Downtown Heritage Conservation Plan

Funding for the completion of a plan to develop strategies to

conserve heritage resources in the commercial core area.

Commitments Made


Depending on the recommendations of the Conservation Plan, new

funding programs may be created to support the preservation of

historic properties in the commercial core.

- 411 -



($000)

Questica #: 18-033

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-2.07


Community Services

Project Description Downtown Heritage Conservation Plan






- 412 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Museum

Museum - Signage

200.0 70.0 130.0 70.0 130.0 6-3.01

Museum - Exhibition

Renewal Project 550.0 550.0 550.0 6-3.02

750.0 550.0 70.0 130.0 550.0 70.0 130.0Total

- 413 -



Department:

Division:



Museum - Museum


The Museum's existing signage, installed in the 1980s, is due for

replacement. The signage has been repaired over the years, but is

now past investment. Fortunately, the timing for replacement coincides

with the construction of a new KPRDSB East City School, adjacent to

King George School. The Hunter Street East - Museum Drive

intersection will be modified to better support school bus, public and

private transit, cyclist and pedestrian access.

The change to the intersection necessitates new directional and

promotional signage to the Museum. The sight lines of the Museum

(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.


Museum - Signage

Commitments Made

Museum 5 Year Plan (2018-2023) Accommodation Objective 5:

Augment the Identification of the Museum within the City of

Peterborough.


There will be no impact on future operating budgets.

- 414 -



($000)

Questica #: 19-026

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-3.01

Museum - Museum

Community Services

Project Description Museum - Signage





Museum Renovation Reserve 48.0 30.0 18.0


152.0 40.0 112.0Capital Levy

- 415 -



Department:

Division:



Museum - Museum


The current Exhibition, installed nearly 30 years ago (1990/91), tells the

story of Peterborough to 1905. The longevity of the Exhibition speaks

to the quality of the original work. However, the 125 years that

Peterborough has been a "city" and its industrial past are untold. The

Exhibition requires redevelopment to tell a comprehensive story in a

modern way, incorporating the Museum's national treasures, the

Balsillie Collection of Roy Studio Images and the Parks Studio fonds.

The Exhibition Renewal will require demolition, construction, graphic

design, development and production, artifact preparation and

interactives. Community consultation was completed for the Expansion

Feasibility Study (2004); the data remains a useful starting point. The

Museum's Exterior Cladding and Window Project (2017) resolved the

moisture issues within the gallery, ensuring a suitable space for the

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.






Museum - Exhibition Renewal Project

Commitments Made

Museum 5 - Year Plan Accommodation Objective 1: support a more

complete long-term exhibition; Municipal Cultural Plan Strategic

Direction 7.2.7: pursue recommendations of functional analysis

studies for the AGP (Art Gallery), the PPL (Library) and the PMA

(Museum).


It is anticipated that the completion of the Exhibition Renewal will

generate an increase in visitation and an associated increase in

operating revenue.

- 416 -



($000)

Questica #: 19-025

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-3.02

Museum - Museum

Community Services

Project Description Museum - Exhibition Renewal Project





Museum Renovation Reserve 24.0 12.0 12.0

24.0Total Reserves 12.0 12.0

526.0Capital Levy 488.0 38.0

- 417 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Museum

Museum - Ice Age

Mammals 15.0 60.0 75.0 75.0 60.0 6-3.03

Museum - Strategic Plan

50.0 50.0 50.0 6-3.04

125.0 15.0 75.0 60.0 50.0 60.0 50.0 Total

- 418 -



Department:

Division:



Museum - Museum


The completion of the Museum Renewal Project (2010-2017) opened

the door for the Museum to host large, unique and popular temporary

exhibitions. Ice Age Mammals will be the first traveling "blockbuster"

exhibition and will serve as a prototype in terms of facility capacity and

community appetite.

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.

Ice Age Mammals features dozens of real fossils, casts, specimens

and interactives. Contemporary research is presented in a way that is

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.






Museum - Ice Age Mammals

Commitments Made

Canadian Museum of Nature (CMN) Loan Agreement Contract No.

18-1630-CMN-007 Municipal Cultural Plan, Action Item 7.5.4:

budget for non-annual projects and special events.


There will be no impact on future operating budgets.

- 419 -



($000)

Questica #: 19-010

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-3.03

Museum - Museum

Community Services

Project Description Museum - Ice Age Mammals



Direct RevenueRevenue-Canada Grant 15.0 15.0

Recoveries

Fundraising




Museum Accession 60.0 60.0


Capital Levy

- 420 -



Department:

Division:



Museum - Museum


In 2018, the Museum & Archives Advisory Committee approved a 5

Year Plan (2018-2023), comprising five Accommodation Objectives.

The 5 Year Plan ensures that the Museum realizes its mandate and

continues to develop as a community resource. Given the completion

of the Museum Renewal Project and the Exhibition Renewal Project,

the Museum is poised for community input and revitalization. The

planned construction of a new East City School as well as the

redevelopment of the Parks Canada property to include the Canadian

Canoe Museum will also present new opportunities.

The Museum Strategic Plan will align with the City's corporate plans,

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).


Museum Strategic Plan

Commitments Made

Municipal Cultural Plan Strategic Directive 1.8.1: Celebrate and

promote the City's traditional connection with the Lift Lock and the

Trent Severn Waterway.


A Strategic Plan is a requirement of the Community Museums

Operating Grant, annual provincial operating funding.

- 421 -



($000)

Questica #: 16-111

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-3.04

Museum - Museum

Community Services

Project Description Museum - Strategic Plan





Museum Renovation Reserve 12.0 12.0


38.0Capital Levy 38.0

- 422 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Library

2019 Collections

Acquisitions 3,756.5 77.4 8.6 383.5 5,200.2 469.5 478.9 495.4 3,756.5 469.5 478.9 495.4 6-4.01

2019 Friends of the

Library and Other

Donations

18.0 18.0 18.0 6-4.02

5,218.2 18.0 487.5 469.5 8.6 3,756.5 77.4 383.5 478.9 495.4 3,756.5 478.9 495.4Total

- 423 -



Department:

Division:



Library - Library


Libraries and their collections are ever changing. Libraries continue to

offer print materials, but have modified collection practices to include

digital and e-resources. As new formats are introduced, the Library

has broadened its collection to include large print, e-books,

downloadable audio books, CD-books, and MP3 formats to meet the

needs of the Peterborough community. DVDs continue to be high

demand items in the collection.

The Province has subsidized, to a small degree, certain electronic

subscriptions, when funding permits.

The Library must continuously renew the contents of the collection as

items become dated, worn, are lost, or simply lose their appeal.

Beyond acquiring all the desired formats, the Library must also meet

the challenge of providing appropriate and accessible shelving for

them.


The Library acquires materials in a variety of formats, such as print,

audio, and digital (when available) to meet varying accessibility needs.


Collections Acquisitions

Commitments Made

Collection development is an annual on-going activity.


The library maintains a zero-growth practice for the physical

collection. For every item purchased, an equivalent one is

withdrawn.

Collection growth and expansion is managed through the purchase

of electronic resources and the downloadable collection. Circulation

statistics have shown a marked increase and demonstrate a

growing use of the electronic collection.

- 424 -



($000)

Questica #: 19-056

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-4.01

Library - Library

Community Services

Project Description 2019 Collections Acquisitions










Development Charges DCRF Library 774.0 77.4 77.4 77.4 77.4 77.4 387.0


77.4 77.4 387.0

ReservesMaterials Acquisition Reserve 4,340.2 383.5 392.9 409.4 419.3 429.4 2,305.8

4,340.2 383.5 392.9 409.4Total Reserves

419.3 429.4 2,305.8

86.0 8.6 8.6 8.6Capital Levy

8.6 8.6 43.0

- 425 -



Department:

Division:



Library - Library


These funds are used to augment any services or collections we

currently offer, or to provide additional collections or services that we

are unable to accommodate within our current operating budget.


The Library acquires materials in a variety of formats such as print,

audio, and digital (where available) to meet varying accessibility

needs.


Friends of the Library and Other Donations

Commitments Made

Donations received from the Friends of the Library are used to

augment any services or collections we currently offer. These funds

may also provide for additional collections or services that we are

unable to accommodate within our current operating budget.


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)

Questica #: 19-055

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-4.02

Library - Library

Community Services

Project Description 2019 Friends of the Library and Other Donations



Direct RevenueDonations 18.0 18.0


- 427 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Art Gallery

Art Gallery of

Peterborough (AGP)

Facility

12,050.0 100.0 18,800.0 100.0 1,650.0 5,000.0 10,050.0 100.0 1,650.0 2,000.0 6-5.01

18,800.0 100.0 100.0 100.0 12,050.0 1,650.0 5,000.0 10,050.0 1,650.0 2,000.0Total

- 428 -



Department:

Division:



Art Gallery of Peterborough - Art Gallery


The 2014 feasibility study, based on the findings of the functional

analysis of 2011, is a comparative study of the current AGP location on

Little Lake to two potential downtown locations offering alternative

development opportunities. The outcome was a consensus in favour of

renovating and expanding the existing gallery site.

The recommended size of the redeveloped gallery is 25,000 to 28,000

net square feet to accommodate the required space and functional

requirements.


The project will meet all AODA requirements. The implementation of

this report should also consider the recommendations of the 2013

Accessibility Audit.


Art Gallery of Peterborough (AGP) Facility

Commitments Made

A report recommending redevelopment of the AGP was presented

through Report CSACH14-008 to Council. The functional analysis

and feasibility studies were received and directed to guide the AGP

development over the next decade.


The redevelopment of the AGP will require additional operating

dollars including staffing to manage the increase in activities and

square footage of the building. Corresponding increases in revenue

generation are expected, however, it is anticipated that net

operating costs will increase.

- 429 -



($000)

Questica #: 16-106

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-5.01


Community Services

Project Description Art Gallery of Peterborough (AGP) Facility



Direct RevenueRecoveries 4,000.0 2,000.0 2,000.0

Community Sponsors 1,000.0 1,000.0


2,000.0



Deb Rev-Tax Supported 13,700.0 1,650.0 2,000.0 10,050.0


10,050.0


- 430 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Art Gallery

Signage/ Emergency

Plan 52.5 65.0 12.5 52.5 52.5 6-5.02

AGP Publications

565.8 19.5 625.5 19.5 19.9 20.3 565.8 19.5 19.9 20.3 6-5.03

690.5 12.5 72.0 72.0 72.0 565.8 19.9 20.3 565.8 19.9 20.3Total

- 431 -



Department:

Division:





The projects proposed for 2019 include:

Signage - $25,000 ($12,500 budgeted in 2018 and 2019)

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

including the entrance is not readily visible from Del Crary Park.

Internal way-finding signage will also be installed.

The goal of the project is resolve these issues with a plan to increase

the AGP's physical visibility and public awareness of activities, thereby

increasing attendance and revenue generation through membership,

donation, gallery shop sales and program registration.

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.


Signage Project

Emergency Plan

Commitments Made


Signage improvements will help raise the AGP profile and will have

a positive impact on attendance and revenue generation through

membership, donations, program registrations and gallery shop

sales.

The Emergency Plan will define recommended future expenditures.

- 432 -



($000)

Questica #: 18-030

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-5.02


Community Services

Project Description Signage/ Emergency Plan






- 433 -



Department:

Division:





Publications projects typically outrun the fiscal year as they are large

projects dependent on many factors (writers, photographers, editors,

copyright, design, printing). Traditionally, we have had to request funds

be held over year after year, to facilitate those project timelines.

Moving this to Capital will ease this.


AGP Publications - the AGP produces publications in house and in

partnership with other galleries that document exhibitions and

contribute to the field.

Commitments Made

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)

Questica #: 19-024

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-5.03


Community Services

Project Description AGP Publications

ExpendituresContractual Services 625.5 19.5 19.9 20.3 20.7 21.1 112.0 412.0




625.5Net Requirements 19.5 19.9 20.3 20.7 21.1 112.0 412.0








Federal Gas Tax

Total Reserves

625.5 19.5 19.9 20.3Capital Levy

20.7 21.1 112.0 412.0

- 435 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Arenas

Ice Resurfacers-All

Arenas 350.0 175.0 798.3 98.3 175.0 175.0 350.0 175.0 175.0 6-6.01

Facility

Upgrades-Memorial

Centre

147.5 147.5 147.5 147.5 6-6.02

Equipment

Replacement-Arena

Division

110.0 110.0 296.2 76.2 110.0 110.0 110.0 6-6.03

Evinrude Kitchen

Upgrade 100.0 125.0 25.0 100.0 100.0 6-6.04

New Arena Facility

7,574.2 59,049.2 3,500.0 29,500.0 18,475.0 1,524.2 9,234.0 5,759.0 6-6.05

Facility

Upgrade-Community

Arenas

50.0 275.0 75.0 150.0 50.0 150.0 6-6.06

60,691.1 3,774.4 532.5 532.5 432.5 8,084.2 100.0 29,825.0 18,475.0 2,034.2 9,559.0 5,759.0Total

- 436 -



Department:

Division:



Arenas - Arenas


A systematic approach to replace ice resurfacers on a rotating basis .

This plan ensures reliable ice resurfacing is carried out to maintain

good quality ice, good air quality in arenas, and ensure there are

reliable back-up machines to avoid service disruptions.

The estimated life of an ice resurfacer is approximately 4,000 hours for

primary units.


Ice Resurfacers-All Arenas

Commitments Made


- 437 -



($000)

Questica #: 17-061

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.01

Arenas - Arenas

Community Services

Project Description Ice Resurfacers-All Arenas





798.3 98.3 175.0 175.0Capital Levy 175.0 175.0

- 438 -



Department:

Division:



Arenas - Arenas


2019

1. Event Services Equipment-Portable Loading Ramp $15,000

Acts as a loading dock and is portable and can be used in any facility.

2. Event Services Equipment-Additional Staging Components

$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.


Facility Upgrades-Memorial Centre

Commitments Made


- 439 -



($000)

Questica #: 19-063

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.02

Arenas - Arenas

Community Services

Project Description Facility Upgrades-Memorial Centre






- 440 -



Department:

Division:



Arenas - Arenas


A systematic approach to monitor the maintenance and replacement

requirements of Fleet Equipment in the Arena Division. This equipment

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 .


Equipment Replacement-Arena Division

Commitments Made


- 441 -



($000)

Questica #: 17-144

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.03

Arenas - Arenas

Community Services

Project Description Equipment Replacement-Arena Division





Arena Equipment 7.8 7.8


288.4 68.4 110.0Capital Levy 110.0

- 442 -



Department:

Division:



Arenas - Arenas


This project will explore the expansion of services of the Evinrude

Banquet Hall Kitchen.

Phase 1 - Design Development Study approved in 2014 - $25,000

Phase 2 - Evinrude Banquet Hall and Kitchen Upgrades to take place

in 2019 - $100,000


Evinrude Kitchen Upgrade

Commitments Made


Renovations will increase the functionality of the kitchen and

banquet hall space, resulting in increased bookings and revenues.

- 443 -



($000)

Questica #: 14641

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.04

Arenas - Arenas

Community Services

Project Description Evinrude Kitchen Upgrade







- 444 -



Department:

Division:



Arenas - Arenas


Capital resources for this project are essential in order to plan, develop

and construct a replacement facility for Northcrest Arena. Capital costs

identified are updated per Report CSD18-005.

Year Description Value

2015 Phase I -Feasibility Study $ 500,000

2016 Phase II a -Schematic Design, technical and $1,500,000

costing studies

2017 Phase II b -Commencement of detailed $1,200,000

design and RFT document preparation

2018 Completion of detailed design $1,500,000

2019- Phase III -Contract tender, construction $40,009,200

2020 and contract award;

2021 Phase IV -Construction completion $14,040,000

and commissioning

Facility opening is anticipated for spring/summer 2021. This project is

eligible for development charges that address community growth

needs; however, the balance of funding must be secured through other

sources, including funding programs and sponsorships.

Provincial funding for this project of $18 million was announced in

2018. Further funding opportunities through infrastructure funding for

recreation and sport facilities continues to be a consideration for this

project. Including the pool in the detailed design and tendering phases

is recommended as the most cost-effective approach. This project will

be “shovel ready” at the end of 2018.


The new facility will meet the 2015 AODA Built Environment

requirements for accessibility.


New Arena Facility

Commitments Made

Council approved Report CSD15-021 to undertake the design

phase for the replacement facility for a new arena/community centre

on land provided to the City by Trent University.

Council approved Report CSD16-028 that included approval of the

schematic design, proceeding with Phase II detailed design

including the pool and continue to include LEED design practices.

Council approved Report PLPD17-051 for the Site Plan Approval

of the Arena and Aquatic Complex at 2475 Pioneer Road.


A replacement facility for Northcrest Arena is recommended to

contain a twin pad facility, team training centre, indoor track,

multipurpose rooms, commercial space and leased office space

built to a LEED Certified standard. A new twin pad facility will

operate more efficiently on a square foot basis and will see a lower

municipal cost investment than the existing Northcrest Arena due to

economies of scale, energy efficiencies and new revenue potential.

Council reviewed options for a competitive pool and determined to

continue to include this as an option in the detailed design.

- 445 -



($000)

Questica #: 15692

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.05

Arenas - Arenas

Community Services

Project Description New Arena Facility

ExpendituresContractual Services 59,049.2 3,500.0 29,500.0 18,475.0 7,574.2


Direct RevenueRevenue-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

Recoveries 300.0 300.0

Community Sponsors 2,000.0 600.0 400.0 1,000.0

39,332.0 300.0 20,266.0 12,716.0Total Direct Revenue

6,050.0

19,717.2Net Requirements 3,200.0 9,234.0 5,759.0 1,524.2


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 Parks 750.0 750.0

DCRF Recreation 7,216.0 4,299.0 2,755.0 162.0


1,524.2

Development Charges DCRF Recreation 1,751.4 1,751.4

1,751.4 1,751.4Total Development Charges




- 446 -



Department:

Division:



Arenas - Arenas


2020

1. Evinrude Flooring in Washrooms and Upper Lobbies - $100,000

2. Community Arena Event Tables and Chairs - $50,000

2022

1. Kinsmen Changeroom Doors/Frames - $50,000


Facility Upgrade-Arena Division

Commitments Made


- 447 -



($000)

Questica #: 18-082

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.06

Arenas - Arenas

Community Services

Project Description Facility Upgrade-Community Arenas





275.0 75.0 150.0Capital Levy 50.0

- 448 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Arenas

Business Evaluation -

OHL/Major Event Facility

Study

480.0 630.0 150.0 480.0 480.0 6-6.07

630.0 150.0 480.0 480.0 480.0 Total

- 449 -



Department:

Division:



Arenas - Arenas


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

Sport and Event Centre to replace the existing Peterborough Memorial

Centre. Approval of this project will include the extension of the

contract of consultant Sierra Planning and Management to complete

Phase III of the project.

The consultant will assist staff to proceed with: i) land acquisition

options; ii) refine the business case for the new facility that includes the

financing/funding strategy, Memorandums of Understanding and the

financial requirements of anchor tenants; iii) prepare a higher level of

architectural and engineering design and potential cost; iv)

development of a Request for Proposals to secure the interest of a

third party to design, build, finance and potentially operate and

maintain the new Major Sport and Event Centre.

Part A - Design Work, Funding Strategy, Delivery Strategy (including

RFEOI/RFP Process for both Operator and design-build delivery),

Licensing Agreements - $380,000

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


Business Plan Phase III-Major Sport and Event Centre Project

Commitments Made

Report CSD10-004, dated April 20, 2015 and approved by City

Council, stated the Major Event/OHL Facility Study, scheduled for

2018 in the Development Charges Background Study, be moved

up to 2016 and that no further initiation of the Morrow Park Master

Plan be undertaken until the Major Event Facility Study is complete.

It was presented to Council through Report CSAD18-005 dated

September 17, 2018. Feasibility Phase I and II were completed in

Q3 2018 and explored the market, community needs and business

case to justify a Major Sport and Event Centre in the City and

broader region beyond what is provided currently in the existing

Peterborough Memorial Centre. Council approved the

recommendation for staff to review the consultant's

recommendations and report back to Council through the 2019

Budget process with options regarding the next phase of the

project.


- 450 -



($000)

Questica #: 16-028

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-6.07

Arenas - Arenas

Community Services

Project Description Business Evaluation - OHL/Major Event Facility Study





DCRF Gen Gov 45.0 45.0


585.0 105.0 480.0Capital Levy

- 451 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Recreation

Beavermead

Campground Park

Implementation

360.0 265.0 25.0 1,300.0 150.0 650.0 500.0 650.0 500.0 6-7.01

Del Crary Park Upgrade

3,000.0 6,800.0 600.0 3,200.0 3,000.0 600.0 3,200.0 6-7.02

Skateboard Park Repair

Program 175.0 25.0 150.0 150.0 6-7.03

8,275.0 175.0 650.0 650.0 3,000.0 360.0 265.0 25.0 1,250.0 3,200.0 3,000.0 1,250.0 3,200.0Total

- 452 -



Department:

Division:



Recreation - Recreation


The $650,000 allocation being requested in 2019 is for the tendering

and construction of a new facility to replace the existing washroom

building. ORCA has confirmed they do not have the resources to

facilitate this capital project. Therefore, the project will be led by the

City.

The work to complete the entry pavilion, which includes detailed

design, tendering, and construction, will be budgeted for in 2020 at an

estimated cost of $500,000.


All facilities will be constructed to meet the AODA guidelines.


Beavermead Campground Park Implementation

Commitments Made

The Little Lake Master Plan (LLMP), completed in 2010,

recommended a user and cost benefit analysis of the functions and

lands used for camping at Beavermead Park. A user and cost

benefit analysis was undertaken in 2011 to determine if additional

investment should be made in Beavermead Campground. Council

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

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)

Questica #: 18-154

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.01


Community Services

Project Description Beavermead Campground Park Implementation

ExpendituresContractual Services 1,300.0 150.0 650.0 500.0


1,300.0Net Requirements 150.0 650.0 500.0




Development Charges DCRF Parks 893.0 83.0 360.0 450.0


ReservesBeavermead Reserve 50.0 25.0 25.0



- 454 -



Department:

Division:





The Little Lake Master Plan (LLMP) recommended a number of priority

projects for implementation in the next five years of which staff

recommend the following initiatives :

• Phase two of work to stabilize the east shoreline that runs along

Beavermead Park that has seen erosion from boat traffic travelling

along the Otonabee River.

• Del Crary Park Plan – Detailed design and tendering of Del Crary

Park, Anderson Stage, and Peterborough Marina in 2020.

• Del Crary Park Construction - Commencing September 2021 and

concluding in June 2022, complete construction on the park, stage and

marina building. Staff will seek funding from senior levels of

government and explore corporate sponsorship opportunities.

The funds requested in 2020 will support the detailed design and

tendering of Del Crary Park, Anderson Stage, and Peterborough

Marina.


All facilities will be constructed to meet the AODA guidelines.


Del Crary Park Upgrade

The resources identified in this project will finance the

implementation of the recommendations of the Little Lake Master

Plan.

Commitments Made

The Little Lake Master Plan was a comprehensive study of the

waterfront, Otonabee River, and Little Lake from the bridge on

Hunter Street to the bridge on Lansdowne Street. The study

assessed current conditions, activity, uses and opportunities to

develop a comprehensive plan for the Little Lake study area. It

provides a guiding plan for the City of Peterborough for the next 20

years. Council officially received the plan as a result of Report

CSD10-003, dated March 15, 2010.

Both the 2009 and 2014 Development Charges Studies identified

the Marina and Del Crary Park Design Plan as a growth-related

capital program.


- 455 -



($000)

Questica #: 17-157

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.02


Community Services

Project Description Del Crary Park Upgrade

ExpendituresContractual Services 6,800.0 600.0 3,200.0 2,000.0 250.0 750.0


6,800.0Net Requirements 600.0 3,200.0 2,000.0 250.0 750.0


DCRF Parks 1,560.0 960.0 600.0



2,000.0

Development Charges DCRF Gen Gov

DCRF Parks 180.0 180.0


ReservesMarina Reserve

Total Reserves

1,420.0 420.0Capital Levy 250.0 750.0

- 456 -



Department:

Division:





The skateboard park remains one of the most visited physical

resources for youth in Peterborough. Use of the park remains strong.

Periodic investment means that the park will not fall into disrepair and

can be enjoyed by future generations.


Repairs, modifications, or additions will be completed in compliance

with the requirements of the AODA.


Skateboard Park Repair Program

Commitments Made

As a risk management measure, improving the skateboard

facilities will minimize the risk of injuries among youth using the

facility.


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)

Questica #: 14521

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.03


Community Services

Project Description Skateboard Park Repair Program





175.0 25.0 150.0Capital Levy

- 458 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Recreation

2020 Ontario 55+

Summer Games 191.0 789.0 270.0 191.0 328.0 6-7.04

Sports Tourism

Sponsorship 50.0 100.0 25.0 50.0 25.0 50.0 25.0 6-7.05

Parks Review and

Planning 300.0 500.0 100.0 50.0 50.0 300.0 50.0 50.0 6-7.06

1,389.0 191.0 395.0 241.0 50.0 50.0 300.0 403.0 50.0 300.0 75.0 50.0Total

- 459 -



Department:

Division:





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

1,400 participants. Day one includes an Opening Ceremony, day two

and three are competition days for the participants.


All aspects of the organization, promotion, and delivery of the Games

will be in compliance with Accessibility for Ontarians With Disabilities

Act.


2020 Ontario 55+ Summer Games

On February 5, 2018, Council approved the recommendations of

Report CSRS18-001 authorizing staff to submit a bid to the Ministry

of Tourism Culture and Sport to host the 2020 Ontario 55+ Summer

Games. The City was successful in its bid to host the Games.

Commitments Made

As per recommendation of (b) of Report CSRS18-001, Council

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)

Questica #: 19-021

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.04


Community Services

Project Description 2020 Ontario 55+ Summer Games



Direct RevenueRevenue-Ontario Grant 210.0 171.0 39.0


Community Sponsors 45.0 20.0 25.0

Donations 40.0 40.0






Capital Levy

- 461 -



Department:

Division:





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

Championships, occurring from August 1-10, 2019, at Trent University

and Fleming College. There will be 20-24 teams participating from

around the world. In 2007, the event was hosted in Peterborough with

half the number of teams, and generated approximately $4 million in

sport tourism revenue for the community.

In 2019, an additional $25,000 is being requested to support activities

to attract and host other major sport tourism events.


Events supported through the Sport Tourism Sponsorship capital

budget will be expected to meet AODA standards relative to the type of

event.


Sport Tourism Sponsorship

Commitments Made

The City has made considerable investment in new state of the art

sport facilities over the past five years, including new artificial Turf

fields at Fleming College and Thomas A Stewart Secondary

School, official size baseball diamond, and sport field with lighting

on the east bank of Trent University lands. These investments came

with the intention of attracting major sport tourism events, which

would generate a positive economic sport tourism benefit to the

community.


Provincial, national, and international sport events can generate

approximately $3-6 million in sport tourism revenue to the

community per event.

- 462 -



($000)

Questica #: 18-146

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.05


Community Services

Project Description Sports Tourism Sponsorship





100.0 25.0 50.0 25.0Capital Levy

- 463 -



Department:

Division:





The 2018/19 review will provide a mechanism for the development of

park design guidelines, establishing a criteria for prioritizing

neighbourhood park rejuvenation and identifying the highest priority for

initial investment, identifying residential areas experiencing gaps in

neighbourhood park access and identifying strategies to address

those gaps, establishing criteria to evaluate City-owned open space,

and determining which sites are appropriate to be classified as

parkland.


All aspects of this project will be in compliance with the requirements of

the Accessibility for Ontarians with Disabilities Act (AODA).


Parks Review and Planning

Through Vision 2025, a ten-year strategy for Recreation, Parks,

Arenas and Culture, a need was identified to conduct a

comprehensive review of the City's parks and open space, and to

establish a parks planning process.

Commitments Made

Through report CSRS18-010 dated June 27, 2018, the

Administrative Staff Committee awarded the Parks Review and

Planning project which commenced in mid 2018, continuing through

spring of 2019. No funds are being requested in the 2019 Capital

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)

Questica #: 18-022

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-7.06


Community Services

Project Description Parks Review and Planning





DCRF Gen Gov 90.0 90.0


410.0 10.0 50.0 50.0Capital Levy

50.0 50.0 200.0

- 465 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Peterborough Sport and Wellness Centre

PSWC 2019 Equipment

Purchases 70.0 70.0 70.0 70.0 6-8.01

70.0 70.0 70.0 70.0 Total

- 466 -



Department:

Division:



Recreation - Peterborough Sport and Wellness Centre


Replacement of Nautilus Strength Equipment - $57,000

Sci Fit Accessible Step One Cardio Equipment - $6,500

Blood Pressure Machine replacement - $6,500


PSWC 2019 Equipment Purchases

Commitments Made


None.

- 467 -



($000)

Questica #: 19-085

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-8.01

Recreation - Peterborough Sport and Wellness Centre

Community Services

Project Description PSWC 2019 Equipment Purchases





PSWC Equipment Reserve 70.0 70.0


Capital Levy

- 468 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Social Services

Housing Division

Relocation to Social

Services

200.0 200.0 200.0 200.0 6-9.01

200.0 200.0 200.0 200.0 Total

- 469 -



Department:

Division:



Social Housing - Social Services


The proposed renovation would include additional rental space next to

Social Services to accommodate staff from the Housing Division and

meeting space.


Housing Division Relocation to Social Services

Commitments Made


- 470 -



($000)

Questica #: 19-109

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.01


Community Services

Project Description Housing Division Relocation to Social Services





Social Services Reserve 200.0 200.0


Capital Levy

- 471 -




DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Community Services

Social Services

Brock Mission -

Revitalization &

Supportive Housing

1,753.0 9,300.0 7,547.0 1,753.0 6-9.02

Incentives For Affordable

Housing 3,729.0 90.0 863.0 150.0 11,986.0 4,843.0 1,103.0 1,138.0 1,173.0 1,020.0 240.0 340.0 340.0 6-9.03

Housing - Capital

Repairs 4,550.0 81.8 68.3 5,675.0 675.0 150.0 150.0 150.0 2,070.3 68.3 68.3 68.3 6-9.04

Building Condition

Assessments (BCA) 1,000.0 1,475.0 225.0 250.0 455.0 250.0 6-9.05

Municipal Diversity,

Equity & Inclusion 120.0 60.0 60.0 60.0 60.0 6-9.06

28,556.0 2,697.8 13,290.0 3,006.0 308.3 68.3 9,279.0 90.0 150.0 1,598.0 1,383.0 3,545.3 718.3 468.3Total

- 472 -



Department:

Division:



Ontario Works - Social Services


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.

Paul's Church and the existing shelter building on Murray Street was

demolished.

The City will provide Project Management Services for the design and

construction of the new shelter in 2018, 2019 and 2020. PHC will

provide ongoing facility management/maintenance services once the

building is complete.

In the fall of 2018, City staff worked with Brock Mission to redesign the

building for cost savings whilst maintaining the program areas that

were outlined as essential for services in the original feasibility study.

The total project budget is now estimated at $9.3 million.

Social Service reserves will fund $1.08 million. The County of

Peterborough is providing $170,000 towards the project. Housing has

committed $1.5 million of IAH provincial funding toward the housing

units for this project. Brock Mission has committed to fund-raise

$1,250,000 with a focus on costs related to the shelter portion capital

build. If successful, a pending application to CMHC's National

Co-investment Fund will provide a combination of debt and grant

funding totaling $5.3 million.


The new Brock Street Mission facility will meet the accessible design

requirements of the Ontario Building Code.


Brock Street Mission – Revitalization and Supportive Housing

Commitments Made

In July 2017, Council approved Report PLHD17-003 -

Peterborough Housing Corporation (PHC) acquisition of the

property at 217 Murray Street (Brock Street Mission), that included

having Brock transfer ownership of the property to Peterborough

Housing Corporation. As part of that report, Council approved the

2018 capital contribution of $325,000.

In July 2018, pursuant to tender results exceeding the approved

budget, Council provided direction to City staff to review the project

and look for cost savings prior to the project proceeding to

construction.


The supports for men in this program could possibly be provided by

existing service providers such as Four Counties Addiction

Services and VON 360 Nurse Practitioner Clinic to address

physical, mental health and addictions issues. Funding for these

supports would come from CE LHIN and the Ministry of Housing.

There is no additional effect on the operating budget related to this

project. Overall program delivery may require some additional

operating dollars for Brock which could come from a reallocation of

CHPI or the municipal homeless budget.

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($000)

Questica #: 14591

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.02


Community Services

Project Description Brock Mission - Revitalization & Supportive Housing



Direct RevenueRevenue-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

8,220.0 6,467.0 1,753.0Total Direct Revenue



Social Housing - DOOR Funding 50.0 50.0

Social Services Reserve 1,030.0 1,030.0


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Department:

Division:





This capital project continues the Peterborough tradition of stimulating

the production of affordable housing through a program of financial

incentives.

The order of magnitude of annual cost of the investment in affordable

housing is $1,100,000. Of this total, it is estimated that the contribution

from Development Charges will account for $90,000. Other funding

sources include an annual draw of $150,000 from the Municipal

Partnership Fund from the Housing Division's operating budget,

approximately $700,000 through tax relief and development charge

exemption programs, and $100,000 from municipally sponsored

capital grants.


Incentives for Affordable Housing

Commitments Made

In September of 2011, Council adopted the Affordable Housing

Community Improvement Plan (Report PLHD11-062). This initiative

provided the City with the authority to grant financial incentives in

support of Affordable Housing according to guidelines developed

for a number of qualified programs.

In November of 2013, Council adopted the 10-year Housing and

Homelessness Plan and the Action Plan 2014-2018

(PLHD13-004), including a target to achieve 500 new affordable

housing units over the life of the plan.


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($000)

Questica #: 15882

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.03


Community Services

Project Description Incentives For Affordable Housing



Direct RevenueRecoveries 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


8,486.0 3,283.0 863.0 798.0 833.0Total Direct Revenue

868.0 903.0 938.0



DCRF Affordable Housing 900.0 360.0 90.0 90.0 90.0 90.0 90.0 90.0

900.0 360.0 90.0 90.0 90.0Total Development Charges

90.0 90.0 90.0

ReservesAffordable 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

1,600.0 700.0 150.0 150.0 150.0Total Reserves

150.0 150.0 150.0

1,000.0 500.0 100.0 100.0Capital Levy

100.0 100.0 100.0

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Department:

Division:





The $150,000 per year is to be utilized to assist social housing

providers with necessary capital repairs and upgrades that are

considered a priority, and beyond the ability of the housing provider to

fund by themselves. This funding, when expended, will be paired with

available incentives, funding from federal and provincial levels of

government, or as cost sharing opportunities whenever possible.

These projects can be prioritized based on capital asset management

data, updated through Building Condition Audits. This capital reserve

will be funded from City and County contributions based on the

weighted assessment sharing ratios and allowed to accumulate until

required. Recent government initiatives, such as the 2016 Social

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.


Housing - Capital Repairs

Commitments Made

None.


This investment in upgrading and maintaining the existing aging

portfolio will help provide safe reliable housing, reduce operating

costs, reduce waiting lists, and enable the City to maintain the

portfolio to meet the Province's required service level standard.

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($000)

Questica #: 13880

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.04


Community Services

Project Description Housing - Capital Repairs



Direct RevenueOther Mun-grants & fees 3,089.1 364.1 81.8 81.8 81.8 81.8 81.8 476.9 1,839.4

3,089.1 364.1 81.8 81.8 81.8Total Direct Revenue

81.8 81.8 476.9 1,839.4



Social Housing Reserve 46.3 46.3


2,539.6 264.6 68.3 68.3 68.3Capital Levy

68.3 68.3 398.1 1,535.6

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Department:

Division:





Portfolio wide Building Condition Assessments (BCAs) in 2020 will:

- Update existing assessments of the social housing portfolio in the

City and County of Peterborough.

- Identify and target capital repair needs for another 25 to 30 year time

period.

- Provide the foundation for a strategic asset management plan for

both the City and the housing providers through the introduction of an

interactive database.

A BCAs should be undertaken every three to five years by qualified

professionals. The last BCAs were completed in 2014. Strategic asset

management depends on current information and responsive

information management for reporting and monitoring.

BCAs, in conjunction with the City's asset management strategy, will

significantly improve monitoring of social housing providers' capital

reserves, as well as identify capital repair needs and provide capacity

to pay.


Building Condition Assessments (BCA)

Commitments Made

None.


Asset management in the social housing portfolio can be a key

driver of operating costs - strategic asset management reduces

budget pressures that arise when maintenance is deferred or

overlooked.

The Housing Division formulates strategies about required repairs

based on expert opinion, prioritized needs, and where necessary,

stages funding to ensure capital needs are addressed.

Up to date BCAs are necessary for proactive property

management decisions, as well as bulk Requests for Tenders that,

when managed by City staff, have historically provided significant

savings in operating costs and are an excellent teaching

opportunity.

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($000)

Questica #: 14881

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.05


Community Services

Project Description Building Condition Assessments (BCA)



Direct RevenueOther Mun-grants & fees 605.4 60.4 136.3 408.8


717.9 172.9Total Direct Revenue 136.3 408.8



Social Housing Reserve 347.2 52.1 250.0 45.1

347.2 52.1 250.0Total Reserves 45.1

410.0Capital Levy 113.8 296.2

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Department:

Division:





This project was originally proposed for 2019 but deferred to 2020/21.

Municipal service affects the quality of life of their residents. In

2017/18, staff engaged the community in the development of a

Community Well-Being Plan to identify priorities related to quality of

life. Diversity, equity, inclusion and belonging are important to the

public. Council will be considering the Community Wellbeing Plan

recommendations in early 2019. By deferring this planning process,

staff will be able to align this plan with the Community Wellbeing Plan

and ensure efficient and effective use of municipal funding.

The Plan will guide the City’s efforts to promote inclusion and equity

and reduce marginalization, discrimination and racism. It will ensure

the City is a welcoming and inclusive community, providing access to

all services and removing barriers. Equity and inclusion create more

sustainable cities when people can participate fully in, social,

economic, political, and cultural life. The Plan will also build on existing

corporate and community initiatives and identify key areas for strategic

action. It will provide the tools and supports to address systemic

barriers to building a diverse and inclusive workforce representing the

citizens and communities we serve. It is anticipated that the project will

require a financial commitment of $120,000.


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.


Municipal Diversity, Equity and Inclusion Plan deferred from

2019/20 to 2020/21. This project is to develop a strategic plan to

guide City programs and services to embed the value of equity and

the principle of inclusion into the way the City does business. It will

enhance decision-making, policy development, service delivery and

opportunities, ensuring that consideration is given to equity,

inclusion, diversity and engagement for all community members.

Commitments Made

Since 2006, department staff have provided support to the New

Canadians Centre (NCC) and the Peterborough Immigration

Partnership. In 2009, the Immigration Portal launched to increase

the online capacity, resources and information provided to

prospective newcomers.


Funding for this project is spread over 2020 and 2021. The

Municipal Diversity, Equity and Inclusion Plan will act as a guide to

develop future work plans and operating and capital budgets for

Council approval.

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($000)

Questica #: 18-003

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 6-9.06


Community Services

Project Description Municipal Diversity, Equity & Inclusion






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DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Police Services

Peterborough Police Service

Various Police Capital

Projects 841.6 841.6 841.6 841.6 8-1.01

841.6 841.6 841.6 841.6 Total

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Department:

Division:

Budget Reference #: 8-1.01Police Services


Police Board - Peterborough Police Service


2019 Capital Proposal

$432,684 - Vehicle replacement

$253,243 - IT System

$155,710 - Other

$841,637 - Total


Various Police Capital Projects

Commitments Made


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($000)

Questica #: 19-098

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 8-1.01


Police Services

Project Description Various Police Capital Projects






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DevCapTotal

Rev

Net Project


2019 2020 2021 2022 & After

Approved

Pre-2019

Police Services

Peterborough Police Service

Police Services

Business Plan 75.0 50.0 25.0 275.0 75.0 75.0 25.0 25.0 75.0 75.0 25.0 25.0 8-1.02

275.0 75.0 75.0 75.0 50.0 75.0 25.0 25.0 25.0 75.0 25.0 25.0Total

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Department:

Division:

Budget Reference #: 8-1.02Police Services




Funds in 2019 will be used for the following initiatives:

- Police Business Plan, 2020 - 2022: $75,000


Police Services Business Plan Initiatives

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.

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($000)

Questica #: 16-136

Project

Total

REQUESTEDApproved

Pre-2019 2019 2020 2021 2022 2023

2024 to

2028

2029 to

2043

Department

Division

Project # 8-1.02


Police Services

Project Description Police Services Business Plan





DCRF Police 50.0 25.0 25.0

50.0 25.0Total Development Charges 25.0

ReservesBusiness Plan Reserve 112.5 25.0 25.0 12.5 12.5 12.5 25.0

112.5 25.0 25.0 12.5 12.5Total Reserves

12.5 25.0

112.5 25.0 50.0 12.5 12.5Capital Levy

12.5

- 488 -

2019-2028 Capital Budget Details - Peterborough · 2019 - 2028 Capital Budget Justification...

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