Book 3 2018 Draft Capital Budget Book

Draft
2018-2027
Capital Budget Details
(Budget Book 3 of 3)
November 2017
2018 Capital Budget
Table of Contents
Chief Administrative Office .......................................... 4 Community Services ................................................. 289

Fire Services......................................................... 5 Recreation ........................................................ 291
Arts Culture and Heritage ................................ .309
Museum ............................................................ 318
Corporate Services ..................................................... 12 Library ............................................................... 321
Property .............................................................. 14 Art Gallery ......................................................... 326
Facilities and Planning Initiatives ........................ 28 Arenas .............................................................. 338
Information Services ........................................... 39 Administration ................................................... 352
Other .................................................................. 48 Peterborough Sport & Wellness Centre ........... 364
Social Services ................................................. 367
Utility Services............................................................. 72
USD Admin ......................................................... 74 Planning and Development Services ....................... 370
Arterial Streets .................................................... 82 Planning ............................................................ 372
Collector and Local Streets .............................. 126 Growth Areas .................................................... 388
Bridges ............................................................. 139 Industrial Parks ................................................. 400
Sidewalks ......................................................... 149 Housing ............................................................ 408
Sanitary Sewers ............................................... 154 Airport ............................................................... 415
Storm Sewers ................................................... 169 Geomatics/Mapping .......................................... 433
Public Works .................................................... 172 Building ............................................................. 443
Environmental Protection Services ................... 186
Waste Management ......................................... 200
Transit .............................................................. 205 Police .......................................................................... 446
Parking ............................................................. 220
Traffic and Transportation ................................ 225
Demand Management ...................................... 236
Flood Reduction Master Plan Projects ............. 244
City of Peterborough
Combined Tangible & Other Capital Budget Summary
2018-2027 & Subsequent Years
2018 2019 2020 2021 & After
Project Approved Total Net Cap Dev

Project Description Ref Total Pre-2018 Costs Rev Cost Levy Chg Deb Other Total Net Total Net Total Net
Combined Tangible and Other Capital Program Summary
CAO
14,641.0 175.0 205.8 205.8 21.6 184.2 383.6 383.6 4,822.4 4,822.4 9,054.2 9,054.2
Corporate Services
123,359.4 11,606.5 6,778.4 258.3 6,520.2 2,145.0 2,110.0 2,265.1 14,505.5 12,800.5 9,573.9 9,513.9 80,895.0 80,475.0
Utility Services
878,690.2 105,695.1 43,100.5 9,666.9 33,433.6 3,548.5 414.6 9,951.1 19,519.3 62,723.8 57,552.7 74,481.4 67,250.8 592,689.3 576,018.8
Community Services
105,681.2 6,361.7 23,242.3 13,900.6 9,341.7 678.1 250.4 7,242.7 1,170.6 29,402.0 10,817.0 13,324.8 8,562.7 33,350.4 29,225.4
Planning and
75,211.0 19,701.6 11,619.9 1,166.3 10,453.6 2,274.3 970.0 2,573.1 4,636.2 15,295.8 14,316.4 7,964.5 6,696.5 20,629.2 14,111.7
Development
Police Services
867.4 692.4 692.4 642.4 25.0 25.0 100.0 100.0 75.0 75.0
Total 1,198,450.1 143,539.9 85,639.4 24,992.1 60,647.3 9,310.0 1,660.0 21,876.9 27,800.4 122,410.8 95,970.2 110,167.0 96,846.3 736,693.1 708,960.1
-1-
Tangible Capital Budget Summary
2018 2019 2020 2021 & After

Tangible Capital Program Summary
CAO
14,641.0 175.0 205.8 205.8 21.6 184.2 383.6 383.6 4,822.4 4,822.4 9,054.2 9,054.2
Corporate Services
110,848.8 8,181.1 5,625.9 258.3 5,367.7 1,017.5 2,110.0 2,240.1 12,422.4 10,717.4 8,036.7 7,976.7 76,582.7 76,162.7
Utility Services
816,439.1 78,226.0 40,361.1 9,433.6 30,927.5 1,662.5 414.6 9,951.1 18,899.3 56,603.8 51,666.0 70,660.4 63,429.8 570,587.8 553,917.2
Community Services
94,937.3 4,179.2 22,449.8 13,842.3 8,607.5 380.6 160.4 7,242.7 823.8 28,560.3 9,995.3 12,730.9 7,988.9 27,017.1 22,892.1
Planning and
47,507.7 12,207.7 8,125.8 320.0 7,805.8 1,323.0 780.0 2,573.1 3,129.7 11,963.0 11,963.0 4,949.0 4,629.0 10,262.2 9,942.2
Development
Police Services
617.4 617.4 617.4 617.4
Total 1,084,991.3 102,968.9 77,385.9 23,854.2 53,531.7 5,022.6 1,355.0 21,876.9 25,277.2 109,933.1 84,725.3 101,199.5 88,846.8 693,504.0 671,968.4
-2-
Other Capital Budget Summary
2018 2019 2020 2021 & After

Other Capital Program Summary
Corporate Services
12,510.6 3,425.4 1,152.5 1,152.5 1,127.5 25.0 2,083.1 2,083.1 1,537.2 1,537.2 4,312.3 4,312.3
Utility Services
62,251.1 27,469.1 2,739.4 233.3 2,506.0 1,886.0 620.0 6,120.0 5,886.7 3,821.0 3,821.0 22,101.6 22,101.6
Community Services
10,743.9 2,182.5 792.5 58.3 734.3 297.5 90.0 346.8 841.7 821.7 593.9 573.9 6,333.3 6,333.3
Planning and
27,703.3 7,493.9 3,494.1 846.3 2,647.8 951.3 190.0 1,506.5 3,332.8 2,353.4 3,015.5 2,067.5 10,367.0 4,169.5
Development
Police Services
250.0 75.0 75.0 25.0 25.0 25.0 100.0 100.0 75.0 75.0
Total 113,458.9 40,571.0 8,253.5 1,137.9 7,115.6 4,287.4 305.0 2,523.3 12,477.6 11,244.8 8,967.6 7,999.5 43,189.2 36,991.7
-3-
2018 2019 2020 2021 & After

CAO Summary
Fire Services 2-1 14,641.0 175.0 205.8 205.8 21.6 184.2 383.6 383.6 4,822.4 4,822.4 9,054.2 9,054.2
Total 14,641.0 175.0 205.8 205.8 21.6 184.2 383.6 383.6 4,822.4 4,822.4 9,054.2 9,054.2
-4-
2018 2019 2020 2021 & After

CAO
Fire Services
FF Equipment and
Personal Protective 2-1.01 2,092.0 170.8 170.8 21.6 149.2 171.6 171.6 172.4 172.4 1,577.2 1,577.2
Equipment
Fire Apparatus
Replacement/Additions 2-1.02 4,124.0 35.0 35.0 35.0 212.0 212.0 650.0 650.0 3,227.0 3,227.0
Fire Station Relocations

and Construction 2-1.03 8,425.0 175.0 4,000.0 4,000.0 4,250.0 4,250.0
Total 14,641.0 175.0 205.8 205.8 21.6 184.2 383.6 383.6 4,822.4 4,822.4 9,054.2 9,054.2
-5-
Questica#: 18-088 2018 - 2027 Capital Budget Justification
Tangible Capital Assets CAP Form 1 (TCA)
Department: CAO Budget Reference #: 2-1.01
Division: Chief Administrative Officer - Fire Services
Project Name & Description Project Detail, Justification & Reference Map
Fire Fighter Equipment and Personal Protective Equipment (PPE) In compliance with current standards, 32 Self Contained Breathing
Apparatus (SCBA) and 74 cylinders were purchased in 2008. This
Commitments Made equipment has a maximum anticipated life of 15 years; therefore,
replacement of 32 SCBA and 74 cylinders will be required in 2023.
To maintain this program for each subsequent year as mandated
by the MOL, it is necessary to continue annual capital budget Currently, an annual amount of $14,000 is being contributed to a Fire
expenditures for the acquisition of PPE. Fighting and Safety Equipment Reserve from the operating budget to
provide for sufficient funds for purchase in 2023.
Effects on Future Operating Budgets
This TCA program also covers the purchase of various fire fighting
The provision of additional PPE as mandated by the MOL will equipment such as:
increase annual operating, maintenance and repair costs. PPE has Power tools, hose, nozzles and related tools and equipment
an operational life of 5-10 years and includes specially designed Training props for safe fire and rescue training operations
pants and coats, gloves, helmets, boots and other protective Replacement of specialty rescue equipment and trailer
clothing to fire service standards. Water/ice rescue equipment
This TCA program allows for the replacement of decommissioned

PPE to ensure firefighters are suitably equipped to remain
in-service when their primary set of PPE has been taken out of
service for cleaning and/or repairs. This is a priority health and
safety part of the TCA program.
-6-
Questica #: 18-088 Tangible Capital Assets
Ten Year Capital Budget Estimates
($000)
Project Approved REQUESTED 2023 to 2028 to

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department CAO
Division Chief Administrative Officer - Fire Services
Project Description FF Equipment and Personal Protective Equipment
Project # 2-1.01
Expenditures
Contractual Services 2,092.0 170.8 171.6 172.4 173.2 174.0 1,230.0
Total Direct Revenue
Net Requirements 2,092.0 170.8 171.6 172.4 173.2 174.0 1,230.0

To Be Financed From:
Development Charges
DCRF Fire 138.0 138.0
Total Development Charges 138.0 138.0
Reserves
- Fire Fighting and Safety Eq 1,495.0 149.2 124.6 125.0 125.4 125.8 845.0
Total Reserves 1,495.0 149.2 124.6 125.8 845.0
125.0 125.4
Capital Levy 459.0 21.6 47.0 48.2 247.0

47.4 47.8
-7-
Division: Chief Administrative Officer - Fire Services
Fire Apparatus Replacement/Additions Fire Apparatus/Vehicle Replacement Schedule:
Commitments Made Delivery &

Design Purchase
Year Year Equipment and Current ($)
Effects on Future Operating Budgets 2018 2018 Support Unit - $35,000
2019 2019 Technical Rescue Retrofit - $150,000
The ongoing replacement of fire apparatus will lower maintenance 2019 2019 Replace Support Unit - $62,000
costs in future years. 2020 2020 Replace Rescue Pumper - $650,000
2021 2021 Replace 1991 Aerial Truck - $800,000
To meet the proposed capital expenditures, the annual contribution 2022 2022 Replace Support Unit - $68,000
of $400,000 from the operating budget to the Fire Vehicle 2023 2023 Replace Support Unit - $69,000
Equipment Reserve Fund will need to be maintained. 2023 2023 Replace Rescue Pumper - $680,000
2024 2024 Station 4 Pumper & Support Unit - $763,000
2024 2024 Replace Support Unit - $73,000
2024 2024 Replace Support Unit - $74,000
2026 2026 Replace Rescue Pumper - $700,000
-8-
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department CAO
Division Chief Administrative Officer - Fire Services
Project Description Fire Apparatus Replacement/Additions
Project # 2-1.02
Expenditures

Development Charges
DCRF Fire 763.0 763.0
Reserves
- Fire Vehicle Equip Reserve 3,361.0 35.0 212.0 650.0 800.0 68.0 1,596.0
Total Reserves 3,361.0 35.0 212.0 68.0 1,596.0
650.0 800.0
-9-
Questica#: 15163 2018 - 2027 Capital Budget Justification
Division: Fire - Fire Services
Fire Station Relocations/Construction At its meeting held March 1, 2010, Council adopted a number of
recommendations as set out in report CSF10-001 (b) dated February
Commitments Made 16, 2010, concerning the Station Relocation Review and
Implementation.
Effects on Future Operating Budgets Report CSF10-001 (b) indicated that Station #2 on Carnegie would be
replaced with annual capital budget priorities and scheduled
There will be an initial lowered cost of maintenance on the future development. The report also indicated that in 2020, Station #4 would
operating budget for the replacement of Fire Station #2. be constructed in East City in conjunction with annual capital budget
priorities and scheduled development. However, the project has been
deferred until 2024 pending the Cold Springs Subdivision
Development.
The $4.0 million provision, shown in 2020 capital expenditures,

represents the estimated construction cost to replace the 45 year old
Carnegie Station #2. The station is inadequate to house apparatus,
equipment and crew living and training quarters. The building requires
a new roof and exterior cladding.
- 10 -
Questica #: 15163 Tangible Capital Assets
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department CAO
Division Fire - Fire Services
Project Description Fire Station Relocations and Construction
Project # 2-1.03
Expenditures
Contractual Services 8,425.0 175.0 4,000.0 4,250.0
Net Requirements 8,425.0 175.0 4,000.0 4,250.0

Debentures
Deb Rev-Tax Supported 2,320.0 2,320.0
DCRF Fire 5,930.0 1,680.0 4,250.0
Total Debenture Financing 8,250.0 4,250.0
4,000.0
Development Charges
DCRF Fire 73.0 73.0
Capital Levy 102.0 102.0
- 11 -
2018 2019 2020 2021 & After

Corporate Services Summary
Property 3-1 62,969.7 663.5 3,212.5 3,212.5 167.5 1,930.0 1,115.0 3,780.0 3,780.0 3,936.0 3,936.0 51,377.7 51,377.7
Facilities and 3-2 23,942.6 1,502.6 400.0 200.0 200.0 20.0 180.0 4,550.0 2,905.0 420.0 420.0 17,070.0 17,070.0
Planning Initiatives
Information Services 3-3 11,541.8 1,116.8 58.3 1,058.6 529.9 528.7 1,135.0 1,075.0 1,155.0 1,095.0 8,135.0 7,715.0
Other 3-4 12,394.7 6,015.0 896.6 896.6 300.1 596.4 2,957.4 2,957.4 2,525.7 2,525.7
Total 110,848.8 8,181.1 5,625.9 258.3 5,367.7 1,017.5 2,110.0 2,240.1 12,422.4 10,717.4 8,036.7 7,976.7 76,582.7 76,162.7
- 12 -
2018 2019 2020 2021 & After

Corporate Services Summary
Property 3-1 1,800.0 175.0 675.0 675.0 950.0 950.0

Other 3-4 10,710.6 3,250.4 1,152.5 1,152.5 1,127.5 25.0 1,408.1 1,408.1 1,537.2 1,537.2 3,362.3 3,362.3
Total 12,510.6 3,425.4 1,152.5 1,152.5 1,127.5 25.0 2,083.1 2,083.1 1,537.2 1,537.2 4,312.3 4,312.3
- 13 -
2018 2019 2020 2021 & After

Corporate Services
Property
City Buildings - 7,724.2

3-1.01 11,369.7 570.5 850.0 850.0 175.0 675.0 1,050.0 1,050.0 1,175.0 1,175.0 7,724.2
Property
City Buildings - 26,387.9
3-1.02 31,537.4 78.0 2,222.5 2,222.5 167.5 1,755.0 300.0 2,125.0 2,125.0 724.0 724.0 26,387.9
Community Services
City Buildings - USD
3-1.03 16,094.4 15.0 140.0 140.0 140.0 470.0 470.0 720.0 720.0 14,749.4 14,749.4
City Buildings - Fire 2,516.2

3-1.04 3,968.2 135.0 135.0 1,317.0 1,317.0 2,516.2
Services
Total 62,969.7 663.5 3,212.5 3,212.5 167.5 1,930.0 1,115.0 3,780.0 3,780.0 3,936.0 3,936.0 51,377.7 51,377.7
- 14 -
2018-PWOG-1 2018 - 2027 Capital Budget Justification
Department: Corporate Services Budget Reference #: 3-1.01
Division: Finance - Property
Corporate Services - Property - Property

2018 Project Description
Commitments Made
1. Peterborough Daycare - New HVAC, Life $175,000
The building audits have been completed. The information Safety & BAS
2. City Hall - Building Division Renovation $75,000
contained in the audits shall be prioritized in a 20 year life cycle
plan. The items identified shall then require repair and/or 3. City Hall Replace Transformer, Switchgear & $450,000
Generator
replacement and appropriate budgets shall be designated per
4. Market Hall Exterior Facade Repairs $150,000
facility.
$850,000
The repairs and/or replacements will reduce future maintenance

and operating costs.
- 15 -
Tangible Capital Assets
PWOG-1
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Corporate Services
Division Finance - Property
Project Description Corporate Services - Property - Property
Project # 3-1.01
Expenditures
Contractual Services 11,369.7 570.5 850.0 1,050.0 1,175.0 762.6 1,481.8 4,702.0 777.8
Direct Revenue
Revenue-Canada Grant 88.0 88.0
Recoveries
Total Direct Revenue 88.0 88.0
Net Requirements 11,281.7 482.5 850.0 1,050.0 1,175.0 762.6 1,481.8 4,702.0 777.8
Debentures
Deb Rev-Tax Supported 299.5 124.5 175.0
Total Debenture Financing 299.5 124.5 175.0
Reserves
- Building Division Reserve 75.0 75.0
- Capital Levy Reserve 1,050.0 600.0 450.0
- Court House Capital Reserve 25.0 25.0
- Market Hall Performing Arts 55.5 55.5
Contribution from related project 32.5 32.5
Total Reserves 1,238.0 88.0 675.0 450.0 25.0
Capital Levy 9,744.2 270.0 600.0 1,481.8 4,702.0 777.8

1,150.0 762.6
- 16 -
Corporate Services - Property - Community Services

Commitments Made
1. Ashburnham Memorial Park - Replace roof $7,500
The building audits have been completed. The information on structure
2. Evinrude Centre - Replace Refrigeration $160,000
Condenser
plan. The items identified shall then require repair and/or 3. LED Retrofit projects $250,000
4. PSWC Pool Structure $50,000
facility.
5. Memorial Centre Replace Roofing & HVAC $1,755,000
Units
Through Report CPPS17-035, dated September 25, 2017, Council
$2,222,500
approved the project for $160,000 to replace the refrigeration
condenser at the Evinrude Centre.

- 17 -
PWOG-2
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Corporate Services - Property Community Services
Project # 3-1.02
Expenditures
Contractual Services 31,537.4 78.0 2,222.5 2,125.0 724.0 4,803.7 2,612.0 14,286.0 4,686.2
Net Requirements 31,537.4 78.0 2,222.5 2,125.0 724.0 4,803.7 2,612.0 14,286.0 4,686.2
Debentures
Deb Rev-Tax Supported 1,780.0 25.0 1,755.0
Total Debenture Financing 1,780.0 25.0 1,755.0
Reserves
- Capital Levy Reserve 250.0 250.0
- Museum Renovation Reserve 45.0 45.0
- PSWC Capital Reserve 50.0 50.0
Total Reserves 345.0 300.0 45.0
Capital Levy 29,412.4 53.0 167.5 2,125.0 2,612.0 14,286.0 4,686.2

679.0 4,803.7
- 18 -
Corporate Services - Property - Utility Services

Commitments Made
1. WWTP - Replace Roof A $30,000
The building audits have been completed. The information 2. Simcoe Parking Garage - Replace roof on $95,000
contained in the audits shall be prioritized in a 20 year life cycle east end
plan. The items identified shall then require repair and/or 3. King Street Parkade - Install hot water $15,000
system
$140,000
facility.

- 19 -
PWOG-3
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Corporate Services - Property - Utility Services
Project # 3-1.03
Expenditures
Contractual Services 16,094.4 15.0 140.0 470.0 720.0 1,763.6 2,022.2 9,795.2 1,168.4
Net Requirements 16,094.4 15.0 140.0 470.0 720.0 1,763.6 2,022.2 9,795.2 1,168.4
Reserves
- Energy Conservation Reserve 50.0 50.0
- Parking Reserve 690.0 110.0 180.0 400.0
- Waste Water Reserve Fund 15,039.4 30.0 290.0 270.0 1,463.6 2,022.2 9,795.2 1,168.4
Total Reserves 15,779.4 140.0 470.0 2,022.2 9,795.2 1,168.4
720.0 1,463.6
Capital Levy 315.0 15.0 300.0
- 20 -
Corporate Services - Property - Fire Services
Commitments Made
The building audits have been completed. The information

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

- 21 -
PWOG-4
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Corporate Services - Property - Fire Services
Project # 3-1.04
Expenditures
Contractual Services 3,968.2 135.0 1,317.0 201.8 179.2 2,062.0 73.2
Net Requirements 3,968.2 135.0 1,317.0 201.8 179.2 2,062.0 73.2

Debentures
Deb Rev-Tax Supported 350.0 350.0
Total Debenture Financing 350.0 350.0
Capital Levy 3,618.2 135.0 179.2 2,062.0 73.2

967.0 201.8
- 22 -
2018 2019 2020 2021 & After

Corporate Services
Property
Building Condition
Audits for all City 3-1.05 1,450.0 500.0 500.0 950.0 950.0
Facilities
Create AutoCAD Master
Facility Drawings for all 3-1.06 350.0 175.0 175.0 175.0
City Facilities
Total 1,800.0 175.0 675.0 675.0 950.0 950.0
- 23 -
Other Capital Assets CAP Form 1 (Other)
Building Condition Audits for all City Facilities Perform Building Condition Audits, Elevator Audits and Energy Audits
on all City Facilities. The original Building Condition Audits were last
Commitments Made performed in 2009 and 2010 and should be updated on a regular
cycle. It is recommended that the audits should be updated every
seven years.
- 24 -
Questica #: 17-076 Other Capital Assets
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Building Condition Audits for all City Facilities
Project # 3-1.05
Expenditures
Contractual Services 1,450.0 500.0 450.0 500.0
Net Requirements 1,450.0 500.0 450.0 500.0

Capital Levy 1,450.0 500.0 450.0 500.0
- 25 -
Create AutoCAD Master Facility Drawings for all City Facilities The intent of this project is to create scaled AutoCAD floor and site
plans for all City facilities providing a computerized drawing data base
Commitments Made of all City facilities.
- 26 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Create AutoCAD Master Facility Drawings for all City
Facilities
Project # 3-1.06
Expenditures
Contractual Services 350.0 175.0 175.0
Net Requirements 350.0 175.0 175.0
Capital Levy 350.0 175.0 175.0
- 27 -
2018 2019 2020 2021 & After

Corporate Services
Facilities and Planning Initiatives
Construction of New
Athletic Facilities 3-2.01 3,710.0 20.0 400.0 200.0 200.0 20.0 180.0 3,290.0 1,645.0
Construction of a New
Washroom Building at 3-2.02 600.0 600.0 600.0
Trent Ball Diamond
Park Washroom
Replacement Bldgs 3-2.03 1,342.6 882.6 460.0 460.0
Wading Pool
Conversions/New 3-2.04 3,790.0 600.0 200.0 200.0 320.0 320.0 2,670.0 2,670.0
Splash Pads
Development of New
Ball Diamonds and Field 3-2.05 14,500.0 100.0 100.0 14,400.0 14,400.0
House
Total 23,942.6 1,502.6 400.0 200.0 200.0 20.0 180.0 4,550.0 2,905.0 420.0 420.0 17,070.0 17,070.0
- 28 -
Division: Finance - Facilities and Planning Initiatives
Construction of New Athletic Facilities Field development over the last ten years has been in partnership with
public institutions and community sport partners to improve the
This budget request will fund new athletic facilities at Holy Cross facilities available for recreational and competitive play.
Secondary School to meet the demands of outdoor community
sports. An artificial playing field and track project, in partnership A joint project with other partners means that the City can maximize its
with the Peterborough Victoria Northumberland and Clarington investment with a reduced cost impact to the local tax base, both on
Catholic District School Board, is proposed for construction in the capital and the operating costs, for the complete project.
2019.
The 2018 request would be for design. Tendering and construction will
Commitments Made move forward in 2019.
Community sports continue to make increasing demands on the Accessibility Considerations

limited fields and facilities provided by the City and other partners
like the Board(s) of Education, Fleming College and Trent The sports field will include park signage, walkways and rest areas and
University. meet the AODA guidelines for accessibility.
Approved budget in 2017, enabled staff to assess options for a

partnership-based field project at a Peterborough high school.
Construction is proposed for 2019.
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.
- 29 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Finance - Facilities and Planning Initiatives
Project Description Construction of New Athletic Facilities
Project # 3-2.01
Expenditures
Contractual Services 3,710.0 20.0 400.0 3,290.0
Direct Revenue
Community Sponsors 1,855.0 10.0 200.0 1,645.0
Total Direct Revenue 1,855.0 10.0 200.0 1,645.0
Net Requirements 1,855.0 10.0 200.0 1,645.0
Debentures
DCRF Parks 1,660.5 180.0 1,480.5
Total Debenture Financing 1,660.5 180.0 1,480.5
Development Charges
DCRF Parks
Total Development Charges
Capital Levy 194.5 10.0 20.0 164.5
- 30 -
Construction of a New Washroom Building at Trent Ball Diamond The baseball diamond and sport field facility at Trent University was
completed in 2016. The original master plan for the project identified a
This budget request will fund a new washroom building at the location for a future plan washroom building of approximately 432 m2.
baseball diamond and sport field facility at Trent University. External servicing is currently underway along Pioneer Road to support
development in this area allowing a washroom building to be further
Commitments Made considered at this facility location.
No commitment has been made at this time however, a washroom Accessibility Considerations
facility at this location was part of the master plan for this site.
This facility will meet the requirements of the Ontario Building Code for
Effects on Future Operating Budgets accessibility. The building will accommodate provision of accessible,
all inclusive universal washroom design.
Future operating budgets will reflect the cost of maintaining this
washroom facility.
- 31 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Construction of a New Washroom Building at Trent Ball

Diamond
Project # 3-2.02
Expenditures
Contractual Services 600.0 600.0
Net Requirements 600.0 600.0
Debentures
Deb Revenue - Development Chgs
Development Charges
DCRF Parks 270.0 270.0
Capital Levy
- 32 -
Park Washroom Replacement Buildings King Edward Park building was replaced in 2016. This facility supports
an active use park that has a soccer pitch, children's playground,
This budget requests funds to replace washroom buildings that are bocce courts, a community garden, and open space.
in excess of 50 years old with modern, accessible facilities.
Nicholls Oval Park facility is currently being replaced as approved in
Commitments Made the 2017 budget. The park building supports the rugby field activities,
the community splash pad, the picnic shelter and picnic activities, and
Three park washroom buildings were identified as aged and in the childrens playground climber.
poor condition in active use parks. Replacement facilities, that
serve a broader sector of the public, are recommended. In 2019, the replacement of the Jackson Park washroom facility will be
recommended for Council consideration.
The City replaced King Edward Park washroom building in 2016.
Accessibility Considerations
The 2017 budget approved replacement of the facility at Nicholls
Oval Park. The replacement of the Jackson Park washroom facility The facilities recommended in this budget will meet or exceed the
will be recommended in 2019. minimum requirements of the Ontario Building Code. The building will
accommodate provision for an accessible, gender-neutral universal
Effects on Future Operating Budgets washroom.
Replacement facilities that are modernized, efficient and durable

will reduce the annual maintenance by Public Works staff.
- 33 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Park Washroom Replacement Bldgs
Project # 3-2.03
Expenditures
Contractual Services 1,342.6 882.6 460.0
Net Requirements 1,342.6 882.6 460.0
Debentures
Deb Rev-Tax Supported 1,285.0 825.0 460.0
Total Debenture Financing 1,285.0 825.0 460.0
Reserves
Total Reserves 57.6 57.6
- 34 -
Wading Pool Conversions/New Splash Pads The City currently operates four supervised wading pools which are
showing signs of decline and require replacement within the next ten
This project delivers new water play opportunities in children's years. Additionally, malfunctioning and irreparable spray posts are
playgrounds over a ten year period. The first recommendation is the located in Olympus Park and Hamilton Park.
ongoing replacement of existing wading pools with new splash
pads. The second recommendation is for new water play facilities A strategy to address aging infrastructure and demands for new
in under served areas in Peterborough. The final recommendation facilities was included in Report APRAC16-017 Outdoor Water Play
is a splash pad for Beavermead Park in 2026. Facilities 10 Year Capital Strategy. This report is further supported by
the Vision 2025 report that currently identifies a shortfall in water play
Commitments Made and splash pads within the City.
The City committed $300,000 in the 2017 budget for Barnardo The 2019 request is for Hamilton Park and Olympus Park to
Park. An Ontario 150 Community Capital Program grant changeover the spray post to a ground geyser spray feature -
application for $300,000 was successful bringing the total project $200,000.
budget to $600,000. The project scope entails rehabilitating the
Park to make all elements accessible by not only converting the Accessibility Considerations
wading pool to a splash pad, but also replacing the playground
equipment, paving the gravel lot and paving and extending the All new facilities will address AODA requirements for accessibility of
existing pathway to provide an accessible link to all park elements. outdoor playscapes.
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. - 35 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Wading Pool Conversions/New Splash Pads
Project # 3-2.04
Expenditures
Direct Revenue
Revenue-Ontario Grant 300.0 300.0

Reserves
Capital Levy 3,190.0 200.0 360.0 1,935.0

320.0 375.0
- 36 -
Division: Corporate - Facilities and Planning Initiatives
Development of New Ball Diamonds and Field House Funds allocated within this budget are dedicated to sport facility
development at the property located at Pioneer Road and 9th Line on
This budget requests funds for future development of four new land leased from Trent University.
baseball diamonds and a field house to meet the ongoing growth of
community sports and provide year round covered access to one As identified in report CSD15-019 - New Arena Development Site,
sports field. Trent University committed to reserve 23 acres for the City's use at
Pioneer Road and 9th Line, for the development of recreational sport
The field house would be a building enclosing a large area suitable fields. For example, the relocation of ball diamonds from Morrow Park
for various forms of athletics and spectator seating. should the Morrow grounds be altered as identified in the Morrow Park
Master Plan. The City was given a 15-year period to develop the
Commitments Made property.
No commitments have been made at this time. The Field House will provide indoor year round access to a track,
athletic field, as well as courts options for basketball, ball hockey, and
Effects on Future Operating Budgets racquet sports. It will provide a multi-functional facility that will meet the
needs of the community including the capacity to accommodate many
Future operating budgets will reflect the cost of maintaining this varied and unique training activities, as well as clinics and workshops.
facility.
The facilities recommended will meet the AODA guidelines for fully
accessible design.
- 37 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Corporate - Facilities and Planning Initiatives
Project Description Development of New Ball Diamonds and Field House
Project # 3-2.05
Expenditures
Contractual Services 14,500.0 100.0 2,000.0 8,000.0 4,400.0
Net Requirements 14,500.0 100.0 2,000.0 8,000.0 4,400.0

Debentures
Deb Rev-Tax Supported 6,640.0 6,200.0 440.0
Total Debenture Financing 6,640.0 6,200.0 440.0
Development Charges
DCRF Parks 6,400.0 640.0 1,800.0 3,960.0
Total Development Charges 6,400.0 1,800.0 3,960.0
640.0
Capital Levy 1,460.0 100.0 1,360.0
- 38 -
2018 2019 2020 2021 & After

Corporate Services
Information Services
City Departmental
Projects 3-3.01 5,458.1 508.1 508.1 4.4 503.7 550.0 550.0 550.0 550.0 3,850.0 3,850.0
City Technology Projects

and Capital 3-3.02 2,242.0 207.0 207.0 182.0 25.0 225.0 225.0 220.0 220.0 1,590.0 1,590.0
Improvements
PTS Capital
Expenditures 3-3.03 3,243.5 343.5 343.5 343.5 300.0 300.0 325.0 325.0 2,275.0 2,275.0
Software and Desktop

Equipment 3-3.04 598.3 58.3 58.3 60.0 60.0 420.0
Replacement Plan
Total 11,541.8 1,116.8 58.3 1,058.6 529.9 528.7 1,135.0 1,075.0 1,155.0 1,095.0 8,135.0 7,715.0
- 39 -
Division: Information Services - Information Services
City Departmental Projects. $77,116 - AudienceView Upgrade

$5,808 - Central Stores Relocation - Cayenta Inventory
Commitments Made $52,231 - CityWorks - Contractor Portal
$3,077 - Community Employment Resource Database
None. Enhancements
$16,000 - Emergency Management Application
Effects on Future Operating Budgets $26,808 - Fire - Redundant Phone Switch for 911
$10,000 - Fire - Wireless telecommunication redundancy
Software licenses generally incur an annual maintenance cost that $90,000 - Fire and Emergency Management Radio console
is approximately 20% to 25% of the initial capital investment. replacement ($90,000 Fire Dispatch Res)
$20,923 - Fire Dispatch Emulation ($10,000 Fire Dispatch Res)
$17,000 - PTS Support for IT Infrastructure Capital Projects
$6,154 - SharePoint Reports for Geomatics
$18,462 - Walking Tour application
$18,316 - Data Governance Framework
$100,000 - Project Coordinator
$46,184 - Corporate Electronic Image and Collections Management
============
$508,079 Total
- 40 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Information Services - Information Services
Project Description City Departmental Projects
Project # 3-3.01
Expenditures

Reserves
- EDP Equip Reserve 200.0 200.0
- Fire Dispatch Reserve 100.0 100.0
Capital Levy 4,954.4 4.4 550.0 550.0 2,750.0

550.0 550.0
- 41 -
City Technology Projects and Capital Improvements Machinery and Equipment/computer Hardware and Software (Server
replacements, Notebook computers and software).
This project includes various Information Technology infrastructure
items, including servers, data communication switches and Total: $207,000
software.
Commitments Made
None.
Software licenses will incur an annual maintenance cost that is

approximately 20% to 25% of the initial capital investment.
- 42 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description City Technology Projects and Capital Improvements
Project # 3-3.02
Expenditures

Reserves
Capital Levy 2,217.0 182.0 225.0 220.0 1,150.0

220.0 220.0
- 43 -
Peterborough Technology Services - City Capital Expenditures Capital Projects and Improvements - $323,500
Miscellaneous/Consulting Services - $20,000
Commitments Made Total - $343,500
None. This capital account is used for hardware, software and miscellaneous
costs that are shared between the City and Peterborough Utilities. The
Effects on Future Operating Budgets amounts shown represent the City's portion. An example is capital
costs associated with a primary server which hosts corporate
Software licenses will incur an annual maintenance cost that is applications for both organizations.
approximately 20% to 25% of the capital cost.
- 44 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description PTS Capital Expenditures
Project # 3-3.03
Expenditures

Capital Levy 3,243.5 343.5 300.0 325.0 1,625.0
325.0 325.0
- 45 -
Software and Desktop Equipment Replacement Plan The following software and equipment will be purchased.
Commitments Made Desktop Computers - $54,188

Monitors - $4,080
None. Total - $58,268
None.
- 46 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Software and Desktop Equipment Replacement Plan
Project # 3-3.04
Expenditures
Contractual Services 598.3 58.3 60.0 60.0 60.0 60.0 300.0
Direct Revenue
Transfer from Operations 598.3 58.3 60.0 60.0 60.0 60.0 300.0
Total Direct Revenue 598.3 58.3 60.0 60.0 300.0
60.0 60.0
- 47 -
2018 2019 2020 2021 & After

Corporate Services
Other
Amanda Software
Upgrade 3-4.01 714.9 207.0 400.3 400.3 200.1 200.1 107.6 107.6
Enterprise Software
Modernization 3-4.02 11,027.8 5,331.0 396.3 396.3 396.3 2,774.8 2,774.8 2,525.7 2,525.7
Website Refresh
3-4.03 425.0 325.0 100.0 100.0 100.0
City Branding
3-4.04 227.0 152.0 75.0 75.0
Total 12,394.7 6,015.0 896.6 896.6 300.1 596.4 2,957.4 2,957.4 2,525.7 2,525.7
- 48 -
Division: Finance - Other
Amanda Software Upgrade Amanda is the corporate software for property records and requires an
extensive upgrade. The specific components of the project include:
Commitments Made
2018
Amanda is extensively used within both the Building and Planning Amanda - Plans review module - $136,366
Divisions. Amanda Portal - $263,925
Effects on Future Operating Budgets 2019

Clerk's - FOI Request - $71,308
Clerk's - Business licenses - $36,308
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.
- 49 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Finance - Other
Project Description Amanda Software Upgrade
Project # 3-4.01
Expenditures
Contractual Services 714.9 207.0 400.3 107.6
Direct Revenue
Internal Recoveries 71.6 71.6
Net Requirements 643.3 135.4 400.3 107.6
Reserves
- Building Division Reserve 254.0 200.1 53.8
Capital Levy 389.4 135.4 200.1 53.8
- 50 -
Enterprise Software Modernization Specific computerized applications due for replacement include:
- Financial Enterprise Resource Planning software - the product has
Commitments Made been in use since 1997 and although it has been updated at various
times throughout the years, it is built on a framework that is simply
Estimated funding required to implement Enterprise Resource outdated and is becoming increasingly difficult to use to meet today's
Planning Software - SAP business requirements. The estimated replacement cost after
implementation is approximately $9 million.
In 2016, through Report CPFS16-018, Council awarded a contract - Program Registration and Facility Booking Software - The RFP was
to PerfectMind for the City's Program Registration and Facility awarded to PerfectMind through Report CPFS16-018 dated June 20,
Booking Software. 2016. Replacement cost is $390,000.
- Property Taxation Software - the current product being used meets
In 2017, through Report CPFS17-036, Council awarded a contract today's legislative requirements, but does not include any of the
to SAP for a corporate Financial Enterprise Resource Planning electronic customer service offerings that are expected in today's
solution. business environment.
The project will deliver business value to the City by:
Effects on Future Operating Budgets realizing greater operational efficiency and flexibility;
being more responsive to change, eg. facilitates easy upgrades,
Updating the City's Enterprise software will require additional scales efficiently, integrates with new and existing applications,
ongoing software maintenance fees that will be budgeted as part of performs adequately and delivers the functionality required;
the City's Information Services Operating Budget. providing a support foundation for growth and change to meet current
and future business requirements, and
increasing customer satisfaction by being able to obtain information
on a timely basis.
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.
- 51 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Enterprise Software Modernization
Project # 3-4.02
Expenditures
Contractual Services 11,027.8 5,331.0 396.3 2,774.8 2,525.7
Direct Revenue
Transfer from Operations 266.0 266.0
Net Requirements 10,761.8 5,065.0 396.3 2,774.8 2,525.7

Debentures
Reserves
- Capital Levy Reserve 3,932.9 1,636.6 396.3 1,150.0 750.0
- Waste Water Reserve Fund 690.5 690.5
Total Reserves 4,623.4 2,327.1 396.3 1,150.0 750.0
Capital Levy 5,538.4 2,137.9 1,624.8 1,775.7
- 52 -
Corporate Website Refresh The purpose of this project is to refresh the Citys main website:
http://www.peterborough.ca/
Commitments Made
The City's website is a key communication tool for the municipality.
The City's website is more than ten years old and is beginning to www.Peterborough.ca has over 800,000 visitors per year, who view
lag behind current expectations in both functionality and design. A more than 1,500,000 pages annually. City residents use the website to
website refresh is required to address these issues. access information on City business, register for programs, pay
parking tickets and purchase products and services. Increasingly, we
This is a two-phased project. The Needs Assessment Phase are using the website to engage in two-way communication with
began in 2017. The Design/Build of the new website will begin in residents through online surveys and links with social media.
2018.
Required features of the refresh include:
Effects on Future Operating Budgets - Easy access to information for residents, businesses and visitors;
- Updated design, more flexible style templates;
Maintenance and technical support of the City's website is required - Functionality that allows for customer engagement via interactive
and will be included in future operating budgets. surveys and social media;
- Supports or integrates with e-commerce technology;
- Content management system that is easy for staff to use and
includes approval protocols;
- Tablet and mobile friendly, and
- Functional integration with the City's current and future mobile apps.
The City's main website will meet international website standards for
accessibility known as WCAG 2.0 Level AA.
- 53 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Website Refresh
Project # 3-4.03
Expenditures

Capital Levy 425.0 325.0 100.0
- 54 -
Community Branding The goal of the Community Branding Project is to establish a theme or
idea that the City and community can use consistently that captures our
Commitments Made identity and instills pride in what makes Peterborough a compelling
choice as a place to live, work and play. Updates have been provided
On October 19, 2016, through Report CPFS16-036 Award of RFP to Council throughout 2017 through Reports:
P-29-16 Community Branding and Implementation Strategy, the
Administrative Staff Committee awarded a contract to BrandHealth CPFS17-024 - May 29, 2017
Inc. to develop a Community Brand for the City of Peterborough. CPFS17-045 - July 24, 2017
CPFS17-066 - November 6, 2017
The project is at the "creative" stage where artwork will be added to
support the proposed tagline. Some funds have been set aside for one
time costs to implement the new brand. The 2019 funds are in
anticipation of further funds being required.
- 55 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description City Branding
Project # 3-4.04
Expenditures
Capital Levy 227.0 152.0 75.0
- 56 -
2018 2019 2020 2021 & After

Corporate Services
Other
Phase-in DC's
3-4.05 1,323.5 993.0 330.5 330.5 330.5
Hospice Peterborough
3-4.06 1,500.0 1,000.0 300.0 300.0 300.0 200.0 200.0
Humane Society - New

Animal Care Centre 3-4.07 1,686.0 393.0 293.0 293.0 293.0 400.0 400.0 300.0 300.0 300.0 300.0
Capital Campaign
Fairhaven Capital
Funding 3-4.08 1,061.6 204.0 204.0 204.0 208.1 208.1 212.2 212.2 437.3 437.3
Accessibility
Improvements 3-4.09 889.4 814.4 25.0 25.0 25.0 25.0 25.0 25.0 25.0
Canadian Canoe
Museum - Capital Build 3-4.10 4,000.0 500.0 500.0 1,000.0 1,000.0 2,500.0 2,500.0
Development Charge
Study Update 3-4.11 250.0 50.0 75.0 75.0 125.0 125.0
Total 10,710.6 3,250.4 1,152.5 1,152.5 1,127.5 25.0 1,408.1 1,408.1 1,537.2 1,537.2 3,362.3 3,362.3
- 57 -
Phase-in of Development Charges The phase-in of the rates resulted in lost Development Charge
revenues amounting to $1.3 million.
Commitments Made
The Development Charges Act, 1997 (Act) permits municipalities to
In consideration of Report CPFS12-056, dated July 23, 2012, provide full or partial exemptions for types of development and for the
Development Charges, Council approved a phase-in of the phasing in of development charges in Section 5 (1) 10.
Engineering component of the City-Wide Uniform Charge as
follows: In Section 5 (6) 3, the Act also states:
If the development charge by-law will exempt a type of development,
August 1, 2012 0% phase in a development charge or otherwise provide for a type of
January 1, 2013 50% development to have a lower development charge than is allowed, the
January 1, 2014 50% rules for determining development charges may not provide for any
resulting shortfall to be made up through higher development charges
Effects on Future Operating Budgets for other development.
The effect of this provision is to ensure that phase-ins are funded from
non-DC sources. This capital project is to fund the phase-in amount by
transferring an equal amount into the Development Charge Reserve
over the period 2015-2018.
- 58 -
Questica #: 15131 Other Capital Assets
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Phase-in DC's
Project # 3-4.05
Expenditures

Capital Levy 1,323.5 993.0 330.5
- 59 -
Hospice Peterborough Funding Request Based on Report CPFS15-036, 2016 Budget Guidelines dated July
27, 2015, Council approved the following recommendation:
Commitments Made That, with respect to the Hospice Peterborough Renovation Project,
i) the City commit in principle to provide $1.5 million towards the
On January 12, 2015, based on Report CAO15-001 dated January project construction costs over a three year period 2016 to 2018,
12, 2015 Hospice Peterborough Funding Request Presentation to subject to a satisfactory funding agreement being reached, and
January 13, 2015 Budget Committee, Council approved the ii) That the 2016 Draft Capital Budget includes the first $500,000
following recommendation: annual contribution.
That the Hospice Peterborough presentation to the January 13, The final $500,000 of the $1.5 million commitment, has been split
2015 Budget Committee meeting, seeking $1.5 million financial between 2018 and 2019.
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.
- 60 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Hospice Peterborough
Project # 3-4.06
Expenditures
Contractual Services 1,500.0 1,000.0 300.0 200.0
Net Requirements 1,500.0 1,000.0 300.0 200.0
Capital Levy 1,500.0 1,000.0 300.0 200.0
- 61 -
Humane Society - New Animal Care Centre Capital Campaign Based on Report OCS16-002 dated May 30, 2016, and a presentation
by the Humane Society, Council committed to support the capital
Commitments Made campaign over five annual installments. The motions read as follows:
Through Report OCS16-002 dated May 30, 2016, Council b) That the City of Peterborough approve a $1.5 million capital
committed to support the Humane Society's capital campaign over campaign contribution to the Peterborough Humane Society, to be
five years. paid in five annual installments over a five-year period from 2017 to
2021, in support of the $9.5 million Peterborough Animal Care Centre
Effects on Future Operating Budgets at 1999 Technology Drive;
c) That the City of Peterborough directly pay the Development

Charges for the Peterborough Humane Society Animal Care Centre at
1999 Technology Drive in the amount of approximately $186,000, and
that the payment be made in two annual installments of approximately
$93,000 commencing in 2017;
- 62 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Humane Society - New Animal Care Centre Capital

Campaign
Project # 3-4.07
Expenditures
Contractual Services 1,686.0 393.0 293.0 400.0 300.0 300.0
Net Requirements 1,686.0 393.0 293.0 400.0 300.0 300.0

Capital Levy 1,686.0 393.0 293.0 400.0 300.0 300.0
- 63 -
Fairhaven Capital Funding Fairhaven has limited revenue sources and the Ministry of Health and
Long Term Care does not provide funding for capital projects,
Commitments Made equipment or the building. Capital repairs had been funded from a
Capital Reserve, however that was unsustainable.
As part of report CPFS12-062 dated September 4, 2012, Council
resolved that beginning with the 2013 Capital Budget, an annual A capital plan and ongoing funding from the City and County started in
provision would be included in the Draft Capital Budget to support 2013. The amount for 2018 will be $204,000. This renewed support will
Fairhavens on-going capital program. allow Fairhaven to update and repair various capital items, some of
which are as follows:
Replacing high temperature recirculation lines- $30,000
Therapeutic bed surfaces- $20,000
Computer Equipment/Servers- $20,000
Auditory Elevator Announcement Hardware- $25,000
Beds and Mattresses- $45,000
Flooring Replacement- $25,000
Heat Pump Replacements- $35,000
Pavement Repairs- $40,000
Outdoor Furniture, Tables and Chairs- $10,000
Walkways and Curb Repairs- $15,000
Replacement of Spa Tubs- $30,000
Recirculation Pump Replacement- $20,000
- 64 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Fairhaven Capital Funding
Project # 3-4.08
Expenditures

Capital Levy 1,061.6 204.0 208.1 220.8
212.2 216.5
- 65 -
Accessibility Improvements - Improvements to City-owned or The AAC consists of individuals with various mobility, hearing and
operated facilities to allow for barrier-free access for people with visual disabilities as well as representatives from community agencies
disabilities. This fund (called the Access Fund) is administered by that support people with disabilities such as the CNIB and an
the Accessibility Advisory Committee (AAC). appointed Member of City Council. City staff present projects that
improve accessibility and request required funding. A list of all City
Commitments Made facilities and their status with respect to accessibility has been
updated. From this list, a priority rating will be established and used for
Council adopted a policy in 1989 of upgrading all municipal funding future accessibility projects.
buildings to meet or exceed Ontario Building Code standards with
respect to barrier-free design. The Accessibility for Ontarians with The uncommitted balance in the Access Fund as of May 2017 was
Disabilities Act (2005) has a goal of an accessible Ontario by the $103,216.
year 2025. The City is obligated to follow the Customer Service
Standard and the Integrated Accessibility Standard which includes The amount will be applied towards specific department requests or
a general requirement that accessibility must be considered for all other accessibility projects as the AAC deems appropriate or
procurement, as well as requirements for Employment, necessary to make City-owned facilities more accessible. Examples
Transportation, Information and Communication, and the Design of include installation of elevators, ramps, power-operated doors,
Public Spaces. Improvements to accessibility of the built handrails, signage, accessible washrooms, strobe alarms, TTY
environment are being implemented via revisions to the Ontario equipment, and contrast stripes on stairs.
Building Code (2015). As such, most City projects now include
accessibility as a legislated requirement, and are budgeted
accordingly. The Access fund is intended to fund projects that the
City might otherwise not get to, or where the minimum legislated
requirement should be enhanced.
An annual contribution, from the Operating Budget, is made to the

Access Fund to fund these capital projects. The amount for 2018 is
$25,000. - 66 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Accessibility Improvements
Project # 3-4.09
Expenditures
Contractual Services 889.4 814.4 25.0 25.0 25.0
Net Requirements 889.4 814.4 25.0 25.0 25.0

Reserves
- Accessibility Improvements 889.4 814.4 25.0 25.0 25.0
Total Reserves 889.4 814.4 25.0 25.0 25.0
- 67 -
Canadian Canoe Museum - Capital Build Established in 1997, the Canadian Canoe Museum (Museum) is now
home to the worlds largest and most significant collection of canoes,
Commitments Made kayaks and paddled watercraft. The Museum is looking to move to a
new 75,000 square-foot facility that will physically connect the more
Based upon the recommendation outlined in Report CPFS17-040 than 600 watercraft in its collection to local waterways at a location
dated June 28, 2017 of the Director of Corporate Services, Council beside the Peterborough Lift Lock on the Trent-Severn Waterway (both
approved the following motion: National Historic Sites).
That the Canadian Canoe Museum presentation to the June 28, The Museum has had recent success in securing funding from both the
2017 Budget Committee meeting, seeking $4.0 million in financial provincial and federal levels of government. On February 24, 2017, the
support over a number of years from the City to support a new Honourable Maryam Monsef, Minister of Status of Women and MP for
$50.0 million facility be referred to staff to prepare a follow-up Peterborough-Kawartha, on behalf of the Honourable Mlanie Joly,
report. Minister of Canadian Heritage, announced more than $1.4 million in
cultural infrastructure funding from the Government of Canada.
Effects on Future Operating Budgets Similarly, on May 26, 2017, MPP Jeff Leal, on behalf of the Province,
announced a funding commitment of $9.0 million toward the project.
- 68 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Canadian Canoe Museum - Capital Build
Project # 3-4.10
Expenditures
Contractual Services 4,000.0 500.0 1,000.0 1,000.0 1,000.0 500.0
Net Requirements 4,000.0 500.0 1,000.0 1,000.0 1,000.0 500.0

Capital Levy 4,000.0 500.0 1,000.0 500.0
1,000.0 1,000.0
- 69 -
Development Charge Study Update Development Charges are levied in accordance with various
Development Charge by-laws that were approved in August 2017
Commitments Made (Report CPFS17-042, dated July 24, 2017) and September 2014
(Report CPFS14-027 dated September 22, 2014), all of which
establish various Development Charge rates.
The current rate for City-Wide General and Engineered Services is in
effect for the period January 1, 2015 to December 31, 2019, whereas
the Planning Area rates are in effect for the period August 1, 2017 to
July 31, 2022.
No funds are needed until 2019, when the City-Wide General and
Engineered Services rates will be set to expire and a new Background
Study will be required.
- 70 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Development Charge Study Update
Project # 3-4.11
Expenditures

Development Charges
Development Charges Res 45.0 45.0
Reserves
Reserves & Reserve Funds 5.0 5.0
DCRF Gen Gov 180.0 67.5 45.0 67.5
Total Reserves 185.0 5.0 67.5 45.0 67.5
Capital Levy 20.0 7.5 5.0 7.5
- 71 -
2018 2019 2020 2021 & After

Utility Services Summary
USD Admin 5-1 1,900.0 300.0 200.0 200.0 200.0 200.0 200.0 150.0 150.0 1,050.0 1,050.0
Arterial Streets 5-2 293,381.5 41,906.5 10,773.0 2,922.0 7,851.0 281.0 3,100.0 4,470.0 20,859.0 20,859.0 31,593.0 29,673.0 188,250.0 177,313.3
Collector and Local 5-3 71,301.0 1,976.0 7,362.5 2,331.3 5,031.2 70.5 2,000.0 2,960.7 9,375.0 6,169.7 9,287.5 6,426.9 43,300.0 40,096.1
Streets
Bridges 5-4 21,370.0 600.0 1,000.0 1,000.0 1,500.0 1,500.0 18,270.0 18,270.0
Sidewalks 5-5 18,480.2 1,340.2 1,340.2 349.6 626.3 364.3 2,057.8 2,057.8 2,119.8 2,119.8 12,962.4 12,962.4
Sanitary Sewers 5-6 13,620.0 535.0 1,455.0 1,455.0 1,455.0 5,630.0 5,630.0 1,000.0 1,000.0 5,000.0 5,000.0
Storm Sewers 5-7 5,000.0 500.0 500.0 500.0 500.0 500.0 500.0 500.0 3,500.0 3,500.0
Public Works 5-8 56,774.9 20,244.6 4,012.8 1,100.0 2,912.8 1,924.8 988.0 4,063.4 3,863.4 3,844.4 3,644.4 24,609.7 23,209.7
Environmental 5-9 5,092.1 61.4 1,035.1 1,035.1 1,035.1 1,077.1 1,077.1 974.1 974.1 1,944.4 1,944.4
Protection Services
Waste Management 5-10 21,864.5 9,029.0 3,010.5 755.3 2,255.3 1,500.0 755.3 3,065.0 2,282.5 4,500.0 2,250.0 2,260.0 1,130.0
Transit 5-11 63,946.6 900.0 952.9 952.9 187.9 65.0 700.0 1,450.5 1,450.5 9,820.7 9,820.7 50,822.5 50,822.5
Parking 5-12 3,248.2 350.0 76.5 76.5 76.5 578.0 578.0 2,079.6 2,079.6 164.1 164.1
Traffic and 5-13 7,059.0 107.7 840.1 840.1 423.1 417.0 865.3 865.3 891.3 891.3 4,354.7 4,354.7
Transportation
Demand 5-14 900.0 150.0 150.0 750.0
Management
Flood Reduction 5-15 232,501.0 2,215.8 8,652.5 2,175.0 6,477.5 500.0 800.0 5,177.5 5,132.7 5,132.7 2,400.0 2,400.0 214,100.0 214,100.0
Master Plan Projects
Total 816,439.1 78,226.0 40,361.1 9,433.6 30,927.5 1,662.5 414.6 9,951.1 18,899.3 56,603.8 51,666.0 70,660.4 63,429.8 570,587.8 553,917.2
- 72 -
2018 2019 2020 2021 & After

Utility Services Summary
USD Admin 5-1 4,293.3 1,924.0 199.9 199.9 199.9 794.8 794.8 794.8 794.8 579.8 579.8
Bridges 5-4 5,605.0 765.0 810.0 810.0 365.0 445.0 765.0 765.0 810.0 810.0 2,455.0 2,455.0
Public Works 5-8 1,948.8 170.0 170.0 170.0 175.0 175.0 180.3 180.3 1,423.5 1,423.5
Environmental 5-9 9,062.0 4,462.0 1,350.0 233.3 1,116.7 1,116.7 2,575.0 2,341.7 225.0 225.0 450.0 450.0
Protection Services
Demand 5-14 1,382.6 33.8 34.5 34.5 34.5 335.2 335.2 35.9 35.9 943.3 943.3
Management
Flood Reduction 5-15 39,959.3 20,284.3 175.0 175.0 175.0 1,475.0 1,475.0 1,775.0 1,775.0 16,250.0 16,250.0
Master Plan Projects
Total 62,251.1 27,469.1 2,739.4 233.3 2,506.0 1,886.0 620.0 6,120.0 5,886.7 3,821.0 3,821.0 22,101.6 22,101.6
- 73 -
2018 2019 2020 2021 & After

Utility Services
USD Admin
Street Lighting Program

5-1.01 1,900.0 300.0 200.0 200.0 200.0 200.0 200.0 150.0 150.0 1,050.0 1,050.0
Total 1,900.0 300.0 200.0 200.0 200.0 200.0 200.0 150.0 150.0 1,050.0 1,050.0
- 74 -
Department: Utility Services Budget Reference #: 5-1.01
Division: USD Administration - USD Admin
Street Lighting Program Through our frequent inspection program, the City's street light
infrastructure is upgraded as required. A large percentage of the
Commitments Made existing street light infrastructure is approaching or has passed its
useful life. This program will address deficiencies related to streetlight
poles, arms, underground, and the City's decorative street lights. The
Effects on Future Operating Budgets work program will not include warranty items from the LED retrofit
program approved by Council in 2017.
This project will replace the structural components of the City's
street light network. It is a one for one replacement and therefore In 2012, the City updated our existing inventory information so that an
will not have any impact on Operating. appropriate asset management regime 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.
In addition, the program will evaluate the City's decorative fixtures and
begin an implementation plan to retrofit this infrastructure. Council will
see further reports on the matter of the Citys decorative street light
infrastructure in years to come.
- 75 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Utility Services
Division USD Administration - USD Admin
Project Description Street Lighting Program
Project # 5-1.01
Expenditures
Contractual Services 1,900.0 300.0 200.0 200.0 150.0 150.0 150.0 750.0
Net Requirements 1,900.0 300.0 200.0 200.0 150.0 150.0 150.0 750.0
Capital Levy 1,900.0 300.0 200.0 200.0 150.0 750.0
150.0 150.0
- 76 -
2018 2019 2020 2021 & After

Utility Services
USD Admin
Emerald Ash Borer

(EAB) Management Plan 5-1.02 3,618.3 1,649.0 199.9 199.9 199.9 594.8 594.8 594.8 594.8 579.8 579.8
Asset Management
Project 5-1.03 675.0 275.0 200.0 200.0 200.0 200.0
Total 4,293.3 1,924.0 199.9 199.9 199.9 794.8 794.8 794.8 794.8 579.8 579.8
- 77 -
Emerald Ash Borer (EAB) Management Plan The EAB Management Plan combines knowledge of the EAB lifecycle
with good forestry practices and cost containment to provide a viable
Commitments Made process for dealing with the EAB and the Ash Tree component of our
urban forest. In 2013, a staff position was established to manage the
Council, at its meeting of April 8, 2013 in considering Report plan, an inventory of Ash trees was undertaken, including condition
USDIR13-004, directed staff to initiate the EAB Management Plan ratings to assist with the decisions around which trees to save and
(Option 3 Hybrid Plan) and to report back on the impact of the which to replace, and an outreach program was initiated to share
plan to the 2014 Budget. knowledge and co-ordinate EAB reactions with all major stakeholders
in the City, County and Ontario municipalities in proximity to
On September 30, 2013 Council, in considering Report Peterborough.
USDIR13-012, directed staff to proceed with a revised EAB
Management Plan. Using more up-to-date information, and The Management Plan was well documented in Report USDIR13-004
examining alternative management scenarios, staff were able to and involves identification of EAB infested areas, selected tree
retain all the elements of the original Management Plan yet reduce removals (with subsequent replacements) and treatments. Included in
the 10-year cost by about $1 million. all of the foregoing is a significant public education process. The Plan
was revised as more accurate inventory and monitoring data became
Effects on Future Operating Budgets available.
Staffing requirements were included in the 2016 and future year EAB was discovered in isolated areas of the City in 2015. In 2015, a
operating budgets with recoveries from this Capital Budget. rotating 2-year treatment cycle of Ash trees was initiated. Selective
removals began in 2016.
- 78 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Emerald Ash Borer (EAB) Management Plan
Project # 5-1.02
Expenditures
Contractual Services 3,618.3 1,649.0 199.9 594.8 594.8 265.8 157.0 157.0
Net Requirements 3,618.3 1,649.0 199.9 594.8 594.8 265.8 157.0 157.0
Development Charges
- New Subdivision Tree Reserv 23.4 23.4
Reserves
- New Subdivision Tree Reserv 0.0 0.0
- Utility Services Reserve 58.9 58.9
Capital Levy 3,409.2 1,439.9 199.9 594.8 157.0 157.0

594.8 265.8
- 79 -
Asset Management Project The project involves the implementation of a program and systems to
assist asset stewards in managing City assets. This program and
Commitments Made system will assist in capital budget preparation and weighing priorities
and determining when capital assets should be replaced versus
On March 14, 2016, Council approved Report USEC 16-007 maintained.
adopting the City's Asset Management Maturity Assessment and
Roadmap. The Provinces Ten-Year Infrastructure Plan makes it clear that
municipalities will be required to develop and file an asset
Effects on Future Operating Budgets management plan to support future funding applications.
Proceeding with a full Asset Management regime will result in Pre-approved budget funds will provide financial resources for
ongoing costs to develop and maintain the Asset Management software associated to the Asset Management planning technology
System. 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.
- 80 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Asset Management Project
Project # 5-1.03
Expenditures

Reserves
- Waste Water Reserve Fund 334.5 109.5 125.0 100.0
Total Reserves 434.5 209.5 125.0 100.0
Capital Levy 240.5 65.5 75.0 100.0
- 81 -
2018 2019 2020 2021 & After

Utility Services
Arterial Streets
Hilliard St
Reconstruction - Marina 5-2.01 2,600.0 2,600.0 1,750.0 850.0 850.0
Blvd to The Parkway
Chemong Rd North
Urbanization - Millroy to 5-2.02 2,750.0 750.0 2,000.0 1,000.0 1,000.0 500.0 500.0
North City Limit
McDonnel Gilchrist
Rehabilitation 5-2.03 5,591.5 3,669.5 1,922.0 172.0 1,750.0 1,750.0
Pioneer Road Upgrades

and External Servicing 5-2.04 13,441.0 6,740.0 1,451.0 1,451.0 81.0 450.0 920.0 5,250.0 5,250.0
Parkhill Road West -

Wallis Drive to West City 5-2.05 25,307.0 13,607.0 1,200.0 1,200.0 950.0 250.0 5,500.0 5,500.0 5,000.0 5,000.0
Limit
Chemong - Parkhill to
PWay ROW 5-2.06 26,090.0 5,540.0 1,000.0 1,000.0 1,000.0 2,000.0 2,000.0 5,625.0 5,625.0 11,925.0 11,925.0
Television Rd -
Lansdowne to Parkhill 5-2.07 31,400.0 400.0 400.0 200.0 200.0 750.0 750.0 30,250.0 30,250.0
Rd
Lansdowne West -
Spillsbury to Clonsilla 5-2.08 5,500.0 200.0 200.0 200.0 1,100.0 1,100.0 4,200.0 4,200.0
Brealey - Lansdowne to
Sherbrooke Street 5-2.09 10,800.0 800.0 5,500.0 5,500.0 4,500.0 4,500.0
Parkway Corridor
Extension - Clonsilla 5-2.10 79,472.0 6,240.0 4,759.0 4,759.0 1,768.0 1,768.0 66,705.0 66,705.0
Avenue to Water Street
Armour Rd- Nassau
Mills Road South to 5-2.11 13,650.0 900.0 750.0 750.0 2,000.0 1,500.0 10,000.0 8,000.0
Rotary Trail
Sherbrooke
St-Glenforest to W 5-2.12 17,250.0 2,750.0 500.0 500.0 1,000.0 1,000.0 13,000.0 13,000.0
- 82 -
2018 2019 2020 2021 & After

Water St North
Urbanization - Nassau 5-2.13 5,500.0 500.0 2,500.0 2,400.0 2,500.0 2,500.0
Mills Rd to Woodland Dr
Lansdowne St
Rehabilitation - Park St 5-2.14 5,350.0 350.0 2,500.0 2,500.0 2,500.0 2,500.0
to Otonabee River
Carnegie Planning Area
N/S Arterial 5-2.15 2,000.0 2,000.0 680.0
River Road - Hwy7/115

to Lansdowne Street 5-2.16 15,060.0 60.0 500.0 500.0 14,500.0 14,500.0
Brealey - Sherbrooke to
Parkhill 5-2.17 9,120.0 9,120.0 9,120.0
University Rd - Upgrade
Arterial 5-2.18 6,500.0 6,500.0 2,730.0
Maria St - Walker Ave to

Television Rd 5-2.19 5,500.0 5,500.0 5,500.0
Ashburnham -
McFarlane to Parkhill 5-2.20 5,500.0 5,500.0 3,666.7
Carnegie Planning Area

- E/W Arterial 5-2.21 5,000.0 5,000.0 1,666.7
Total 293,381.5 41,906.5 10,773.0 2,922.0 7,851.0 281.0 3,100.0 4,470.0 20,859.0 20,859.0 31,593.0 29,673.0 188,250.0 177,313.3
- 83 -
Division: Engineering - Arterial Streets
Hilliard Street Reconstruction - Marina Boulevard to The Parkway This project will address the aging storm sewers on Hilliard Street
during the installation of the PUC watermain. Some geometric
Commitments Made adjustments may be required to the signalized intersection of Hilliard
Street and Marina Boulevard. The project will further aid in the Bears
This project is to be completed with the PUC as a joint project for Creek By-pass project that began construction in 2017.
infrastructure rehabilitation. Council approved award report
USEC17-003 on March 6, 2017 as well as pre-commited funding
for 2018.
Increased infrastructure will increase overall maintenance costs.
- 84 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Arterial Streets
Project Description Hilliard St Reconstruction - Marina Blvd to The

Parkway
Project # 5-2.01
Expenditures
Contractual Services 2,600.0 2,600.0
Direct Revenue
Recoveries 1,750.0 1,750.0
Total Direct Revenue 1,750.0 1,750.0

Debentures
Deb Rev-Tax Supported
Total Debenture Financing
Development Charges
Development Charges Res
Reserves
Federal Gas Tax 350.0 350.0
Capital Levy
- 85 -
Chemong Road North Urbanization - Millroy Avenue to North City The urbanization of Chemong Road appears in the City's Development
Limit Charge By-law and is in support of the new development in the City's
north end. This project would involve pavement, curb and gutter,
Commitments Made sidewalk(s), storm sewers, and potential for bike lanes, and turning
lanes. This project is to improve the road condition and level of service
In 2017, staff worked with the developer on a servicing agreement along the north/south arterial street to an urban cross section.
for the works external to the subdivision. 2018 funding requests are
required for the developer to continue moving forward in an effort to This project is to be partially funded through the Development Charges
complete the conditions of the subdivision. Reserve.
Increased new infrastructure will increase overall maintenance

costs.
- 86 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Chemong Rd North Urbanization - Millroy to North City

Limit
Project # 5-2.02
Expenditures
Contractual Services 2,750.0 750.0 2,000.0
Direct Revenue
Developer Contributions 1 1,250.0 250.0 1,000.0
Total Direct Revenue 1,250.0 250.0 1,000.0
Net Requirements 1,500.0 500.0 1,000.0

Debentures
DCRF City Wide 500.0 500.0
Development Charges
DCRF Engineering Rds & Related 250.0 250.0
Reserves
Reserves & Reserve Funds
Federal Gas Tax 750.0 250.0 500.0
Capital Levy
- 87 -
McDonnel Street - Gilchrist Street Rehabilitation This project is anticipated to include the formalization of McDonnel
Street with the installation of sidewalk, cycling lanes and new curb and
Commitments Made gutter from Park Street to Donegal Street and improvements to
Gilchrist Street south of McDonnel Street. The improvements to
Detailed design was undertaken in 2016/17 as phase one with Gilchrist Street will provide formal access to the residents south of the
construction being phase two also beginning in 2017. Construction trail. The project is also being completed as part of a larger project due
is anticipated to be completed in 2018. The funding request in to overlapping construction limits with the Donegal Street Bridge
2018 was precommitted by Council at its meeting of June 5, 2017, Rehabilitation and the reconstruction of the Brookdale Channel outfall.
in considering Report USEC17-015.
Also included in the project are sanitary sewer upgrades on Gilchrist
Effects on Future Operating Budgets Street, north of McDonnel Street, in keeping with the Sanitary Sewer
Master Plan Study completed to reduce sanitary sewer backups.
Increased infrastructure will increase maintenance costs. Storm sewer works are required for the Brookdale Channel outfall that
is proposed to outlet at the Donegal Street Bridge.
- 88 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description McDonnel Gilchrist Rehabilitation
Project # 5-2.03
Expenditures
Contractual Services 5,591.5 3,669.5 1,922.0
Direct Revenue
Recoveries 172.0 172.0
Net Requirements 5,419.5 3,669.5 1,750.0

Debentures
Reserves
- Waste Water Reserve Fund 1,625.0 750.0 875.0
FRMP Reserve Capital Levy 975.0 975.0
Federal Gas Tax 2,594.5 1,719.5 875.0
Total Reserves 5,244.5 3,494.5 1,750.0
- 89 -
Pioneer Road Upgrades and External Servicing The development of the Trent Research and Innovation Park (TRIP) will
require ongoing municipal investment to ensure that adequate
Commitments Made municipal services are in place to support future employment growth.
Phase one construction to service the majority of the Trent Research
and Innovation Park will be completed in 2018 from Nassau Mills Road
Effects on Future Operating Budgets to the west entrance of the TRIP.
The remaining project is proposed to extend external servicing to the

west limit of the TRIP 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 Citys Development
Charges By-law.
- 90 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Pioneer Road Upgrades and External Servicing
Project # 5-2.04
Expenditures
Contractual Services 13,441.0 6,740.0 1,451.0 5,250.0
Direct Revenue
Developer Contributions 1 2,000.0 2,000.0
Net Requirements 9,841.0 3,140.0 1,451.0 5,250.0

Debentures
DCRF Engineering Rds & Related 3,590.0 1,340.0 2,250.0
Total Debenture Financing 5,280.0 2,580.0 450.0 2,250.0
Reserves
- Accessibility Improvements
- Waste Water Reserve Fund 2,230.0 560.0 920.0 750.0
Revenue from Other Reserve
Federal Gas Tax
Total Reserves 2,230.0 560.0 920.0 750.0
Capital Levy 2,331.0 81.0 2,250.0
- 91 -
Parkhill Road West - Wallis Drive to West City Limit Major reconstruction and urbanization of Parkhill Road is required to
improve the safe operation of this road, provide better storm drainage
Commitments Made control, and to service new development within the Jackson Planning
Area. This project will involve pavement, curb and gutter, sidewalk(s),
City Council, at its meeting of December 12, 2011, directed staff to bike lanes, storm and sanitary sewers, turning lanes and signalization.
finalize the Parkhill Road West Class Environmental Study Report The vertical alignment of the road will be improved and an urban cross
and to post the Environmental Study Report for public review for the section will be constructed.
mandatory 30-day public review period. Approval of the
Environmental Study Report was achieved May 30, 2012. A Schedule C Class Environmental Assessment, including an
Environmental Study Report is complete with the preferred alternative
Effects on Future Operating Budgets endorsed by Council. The major road works will be designed, tendered
and constructed in one phase, although construction will span multiple
Increased infrastructure will increase maintenance costs. years. Construction commenced in 2015 with works at the Parkhill
Road West and Wallis Drive intersection, the installation of a large
storm outlet through the Parkhill Sanitary Pumping Station property and
the urban road cross section between from Wallis Drive and
Ravenwood Drive. The entire project is expected to span multiple
construction seasons with a potential completion year of 2020.
This project is to be partially funded through the Development Charges

(City Wide Uniform Charge).
- 92 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Parkhill Road West - Wallis Drive to West City Limit
Project # 5-2.05
Expenditures
Contractual Services 25,307.0 13,607.0 1,200.0 5,500.0 5,000.0
Net Requirements 25,307.0 13,607.0 1,200.0 5,500.0 5,000.0

Debentures
Deb Rev-Tax Supported 7,550.5 1,950.5 350.0 2,750.0 2,500.0
DCRF Engineering Rds & Related 10,189.5 4,339.5 600.0 2,750.0 2,500.0
Total Debenture Financing 17,740.0 6,290.0 950.0 5,500.0 5,000.0
Development Charges
DCRF Engineering Rds & Related 2,500.0 2,500.0
Total Development Charges 2,500.0 2,500.0
Reserves
- Waste Water Reserve Fund 2,312.5 2,062.5 250.0
Federal Gas Tax 1,803.5 1,803.5
Total Reserves 5,067.0 4,817.0 250.0
- 93 -
Chemong Road - Parkhill Road West to Parkway R.O.W. Major reconstruction to widen this road to five lanes of traffic, by the
introduction of a centre turn lane, was identified in the Transportation
Commitments Made Master Plan. This work is necessitated by an increase in traffic
volumes and commercial properties.
The environmental assessment and design work was approved as
part of the previous Capital Budget. The Municipal Class EA has been approved. Property acquisition and
utility relocation funding will be ongoing as the project proceeds.
The Schedule C Class Environmental Assessment for this project
was completed in 2014. The project cost will be more accurately defined during completion of
the detailed design. It is also anticipated that flood reduction measures
Effects on Future Operating Budgets will be required, as well as sanitary sewer upgrades, to address the
bottleneck issue within the existing system. Integration with the planned
Increased infrastructure will increase maintenance costs. Parkway project will also guide the design of this project. The
development and influence of the Parkway project has caused the
Chemong Road reconstruction to be deferred from its original
schedule.
This project is to be partially funded through Development Charges

(City Wide Uniform Charge and Area Specific).
- 94 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Chemong - Parkhill to PWay ROW
Project # 5-2.06
Expenditures
Contractual Services 26,090.0 5,540.0 1,000.0 2,000.0 5,625.0 5,625.0 6,300.0
Net Requirements 26,090.0 5,540.0 1,000.0 2,000.0 5,625.0 5,625.0 6,300.0

Debentures
Deb Rev-Tax Supported 14,226.7 535.0 1,600.0 2,551.7 4,500.0 5,040.0
DCRF Carnegie West 89.6 89.6
DCRF Chemong West 268.7 268.7
DCRF Engineering Rds & Related 5,047.9 500.0 1,000.0 400.0 762.9 1,125.0 1,260.0
Total Debenture Financing 19,632.9 1,035.0 1,000.0 2,000.0 6,300.0
3,672.9 5,625.0
Development Charges
DCRF Chemong East 171.7 171.7
Total Development Charges 3,340.7 3,169.0 171.7
Reserves
FRMP Reserve Capital Levy 1,280.4 1,280.4
Federal Gas Tax 1,372.1 872.1 500.0
Total Reserves 3,116.4 1,336.0 1,780.4
- 95 -
Television Road Widening Lansdowne Street to Parkhill Road This work is identified in the 2011 Transportation Master Plan and
requires widening of Television Road to four lanes from Lansdowne
Commitments Made Street to Parkhill Road and the realignment of Television Road at
Parkhill Road to the County Road 4, road allowance. Significant
property acquisition will be required for the realignment of Television
Effects on Future Operating Budgets Road between Old Norwood Road and Parkhill Road within the
County.
Increased infrastructure will increase maintenance costs.
Bridge inspections, which are done every two years, have identified
the crossing of Meade Creek to be critical. The funding requested in
2018 is required to initiate the Environmental Assessment of
Television Road in order to better understand the ultimate configuration
of the crossing. The 2019 funding is required to supplement the
existing funding for the subsequent bridge construction.
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 Citys Development Charges

By-Law.
- 96 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Television Rd - Lansdowne to Parkhill Rd
Project # 5-2.07
Expenditures
Contractual Services 31,400.0 400.0 750.0 750.0 29,500.0
Net Requirements 31,400.0 400.0 750.0 750.0 29,500.0

Debentures
DCRF Engineering Rds & Related 16,200.0 200.0 375.0 375.0 15,250.0
Total Debenture Financing 30,825.0 200.0 750.0 375.0 29,500.0
Development Charges
DCRF Engineering Rds & Related
Reserves
- Bridge Reserve 200.0 200.0
- 97 -
Lansdowne Street West Spillsbury Drive to Clonsilla Avenue This project will include the construction of a centre turn lane,
improvements to the Spillsbury Drive/Kawartha Heights
Commitments Made Boulevard/Lansdowne Street West intersection as well as the
elimination of the channelized southbound right-turn at Clonsilla
The Class EA for Operational Improvements to Lansdowne Street Avenue/Lansdowne Street West.
West between Clonsilla Avenue and Spillsbury Drive/Kawartha
Heights Boulevard has concluded construction of a centre turn lane,
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.
Due to overall Corporate Capital Budget requirements, the

pre-committed $700,000 has been reduced to $200,000 which is
sufficient to allow the detailed design to commence in 2018 as
originally planned.
- 98 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Lansdowne West - Spillsbury to Clonsilla
Project # 5-2.08
Expenditures

Debentures
Capital Levy 1,300.0 200.0 1,100.0
- 99 -
Brealey Drive Lansdowne Street West to Sherbrooke Street This work is identified in the current Development Charges By-Law.
The project is currently identified as a three-lane cross-section
Commitments Made roadway providing centre turn lane opportunities for existing entrances.
The project would also involve asphalt pavement, concrete curb and
gutter, sidewalk(s), bike lanes, storm sewers and turning lanes with
Effects on Future Operating Budgets signalization. This project is a continuation of the Brealey Street project
to the south and will incorporate similar principals.
Detailed design is ongoing as phase one and has prior budget
approval. Future funding will be allocated to utility relocation and
property acquisition to proceed as phase two and construction to
follow as phase three of the project. It is anticipated that services and
road construction will be completed over two construction seasons.
- 100 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Brealey - Lansdowne to Sherbrooke Street
Project # 5-2.09
Expenditures

Debentures
Deb Rev-Tax Supported 2,968.3 535.0 1,833.3 600.0
DCRF Engineering Rds & Related
Total Debenture Financing 2,968.3 535.0 1,833.3 600.0
Development Charges
DCRF Engineering Rds & Related 3,598.3 265.0 1,833.3 1,500.0
Total Development Charges 3,598.3 265.0 1,833.3 1,500.0
Reserves
- Waste Water Reserve Fund 3,333.3 1,833.3 1,500.0
Total Reserves 4,233.3 1,833.3 2,400.0
Capital Levy
- 101 -
Parkway Corridor Extension - Clonsilla Avenue to Water Street Project action will be dependent on provincial review.
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.
Increased road length and new structures will increase overall

maintenance costs.
- 102 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Parkway Corridor Extension - Clonsilla Avenue to

Water Street
Project # 5-2.10
Expenditures
Contractual Services 79,472.0 6,240.0 4,759.0 1,768.0 3,520.0 1,495.0 38,160.0 23,530.0
Net Requirements 79,472.0 6,240.0 4,759.0 1,768.0 3,520.0 1,495.0 38,160.0 23,530.0
Debentures
Deb Rev-Tax Supported 36,815.5 1,788.9 1,160.1 884.0 1,760.0 747.5 19,080.0 11,395.0
DCRF Engineering Rds & Related 42,156.5 4,451.1 3,098.9 884.0 1,760.0 747.5 19,080.0 12,135.0
Total Debenture Financing 78,972.0 6,240.0 4,259.0 1,495.0 38,160.0 23,530.0
1,768.0 3,520.0
Reserves
- 103 -
Armour Road - Nassau Mills Road South to Rotary Trail This project involves major construction of a partially realigned two lane
urban arterial with sidewalk(s), bikeway, storm sewer, etc.
Commitments Made
Construction timing is dependent upon the rate of development in the
Auburn Secondary Plan area, particularly the former Dafoe property. In
Effects on Future Operating Budgets order to facilitate the stormwater management issue as well as access
points to the secondary plan development, the City has secured funds
Increased infrastructure will increase maintenance costs. for the EA. This EA will provide the ultimate Armour Road alignment,
access points for the developers and stormwater management in the
area of a Zone 1 water intake area.
The project costs will be more accurately defined during completion of

the EA. This EA will also include the Nassau Mills Bridge over the
Otonabee River, and the Nassau Mills Bridge over the Trent Severn,
taking a holistic approach to planning the area road network. Greater
detail on design, utility relocations 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.

Reserve (City Wide Uniform Charge).
- 104 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Armour Rd- Nassau Mills Road South to Rotary Trail
Project # 5-2.11
Expenditures
Contractual Services 13,650.0 900.0 750.0 2,000.0 10,000.0
Direct Revenue
Developer Contributions 1 2,500.0 500.0 2,000.0
Total Direct Revenue 2,500.0 500.0 2,000.0
Net Requirements 11,150.0 900.0 750.0 1,500.0 8,000.0

Debentures
Deb Rev-Tax Supported 3,014.0 263.5 250.0 333.4 2,167.1
DCRF Engineering Rds & Related 6,093.5 594.0 500.0 666.6 4,332.9
Total Debenture Financing 9,107.5 857.5 750.0 1,000.0 6,500.0
Reserves
- Waste Water Reserve Fund 2,042.5 42.5 500.0 1,500.0
Total Reserves 2,042.5 42.5 500.0 1,500.0
- 105 -
Sherbrooke Street - Glenforest Boulevard to West City Limit This project will involve asphalt pavement, concrete curb and gutter,
sidewalk(s), bike lanes, storm and sanitary sewers, turning lanes and
Commitments Made signalization. The project is to improve the road condition along the
east/west arterial street to an urban cross section.
Council, at its meeting of October 1, 2012, directed staff to finalize
the Class Environmental Assessment to Reconstruct/Widen This project also includes the sanitary sewer and urbanization of
Sherbrooke Street. The Environmental Study was posted in 2014. Hywood Road.
Effects on Future Operating Budgets The project costs will be more accurately defined upon completion of
detailed design.
Funds were requested in 2014 for the detailed design. Funding
required in 2017/2019 is planned for the required property
acquisitions. Utility relocation and construction are scheduled for
2020/2021/2022 after the completion of the Parkhill Road West
reconstruction project to avoid coinciding road closures.
This project is to be partially funded through Development Charges

(City Wide Uniform Charge) and wastewater reserve.
- 106 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Sherbrooke St-Glenforest to W
Project # 5-2.12
Expenditures
Contractual Services 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0
Net Requirements 17,250.0 2,750.0 500.0 1,000.0 6,500.0 6,500.0

Debentures
Deb Rev-Tax Supported 4,749.9 333.3 2,250.0 2,166.6
DCRF Engineering Rds & Related 7,334.9 2,085.0 500.0 333.3 2,250.0 2,166.6
Total Debenture Financing 12,084.9 2,085.0 500.0 4,333.2
666.7 4,500.0
Development Charges
Reserves
- Waste Water Reserve Fund 4,500.1 333.3 2,000.0 2,166.8
Total Reserves 4,965.1 465.0 2,166.8
333.3 2,000.0
- 107 -
Water Street North Urbanization - Nassau Mills Road to Woodland The widening of Water Street appeared in the City's 2002
Drive Transportation Master Plan (TMP) and 2009 Development Charge
By-law. The most recent 2011 TMP has removed any need for the
Commitments Made widening of this section of road. In support of the new development in
the City's north end and the University, the urbanization will provide the
The City has collected a nominal amount of funding from previous level of service required by the area development. This project would
area developments to construct the signals at the intersection of involve pavement, curb and gutter, sidewalk(s), storm sewers, and
Woodland Drive and Water Street. Recent developers have also potential for bike lanes, and turning lanes. This project is to improve the
indicated some interest in the project and may be involved in the road condition and level of service along the north/south arterial street
project funding to fully fund the works required to support the to an urban cross section.
developments.
This project will follow the completion of the EA for the north end in
Effects on Future Operating Budgets support of development that is ongoing with the Nassau Mills Bridges
and realignment of Armour Road project.
costs. Although growth related, this project is not currently funded through the
Development Charges Reserve and must be included in the next City
Wide Development Charge Study (2019).
- 108 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Water St North Urbanization - Nassau Mills Rd to

Woodland Dr
Project # 5-2.13
Expenditures
Direct Revenue
Recoveries
Developer Contributions 1 100.0 100.0

Debentures
DCRF Engineering Rds & Related 2,700.0 250.0 1,200.0 1,250.0
Total Debenture Financing 5,400.0 500.0 2,400.0 2,500.0
Development Charges
Reserves
Total Reserves
Capital Levy
- 109 -
Lansdowne Street Rehabilitation - Park Street to Otonabee River No funds have been requested in 2018 because of overall Corporate
Capital Budget requirements.
Commitments Made
Due to the age and deteriorating condition of the storm sewers,
replacement is proposed. The system in this area dates back to the
Effects on Future Operating Budgets 1940s and is approaching its expected life. Due to its condition, it is
proposed to be replaced.
Completion of this work should sightly reduce the future operating
costs with respect to storm sewer repairs and pothole repairs. 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.
- 110 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Lansdowne St Rehabilitation - Park St to Otonabee

River
Project # 5-2.14
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
FRMP Reserve Sew Sur 1,000.0 1,000.0
- Waste Water Reserve Fund 2,400.0 200.0 1,100.0 1,100.0
FRMP Reserve Capital Levy 450.0 50.0 200.0 200.0
Federal Gas Tax
Total Reserves 3,850.0 250.0 2,300.0 1,300.0
Capital Levy 1,500.0 100.0 200.0 1,200.0
- 111 -
Carnegie Planning Area North/South Arterial This work is included in the current Development Charges By-Law and
is required for the over sizing of a new two lane arterial road in a
Commitments Made north-south orientation through the Carnegie Planning Area.
Preliminary road alignment would be an extension of the Parkway
right-of-way. Final alignment will be established through Draft Plan
Effects on Future Operating Budgets approval(s).
- 112 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Carnegie Planning Area N/S Arterial
Project # 5-2.15
Expenditures
Direct Revenue

Debentures
- 113 -
River Road - Hwy7/115 to Lansdowne Street Reconstruction and urbanization of River Road is required to service
the area development, and highway traffic from the interchange. The
Commitments Made project is currently identified as a three-lane cross-section roadway
providing centre turn lane opportunities for existing entrances. This
project would involve pavement, curb and gutter, sidewalk(s), storm
Effects on Future Operating Budgets sewers, and potential for bike lanes, sanitary sewers, and turning
lanes. It is anticipated that sanitary sewers along this section of road
Increased infrastructure will increase maintenance costs. will need upgrading and re-routing from private property to the road
allowance, if possible. Previous years' funding was for a detailed
sanitary study to identify the best possible means of conveying flows
for this area. The remaining funding for the project is to improve the
road condition and level of service along the north/south arterial street
to an urban cross section.

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

relocation/property acquisition to proceed in phase two and
construction to follow as phase three of the project.
- 114 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description River Road - Hwy7/115 to Lansdowne Street
Project # 5-2.16
Expenditures
Contractual Services 15,060.0 60.0 500.0 500.0 7,500.0 6,500.0
Net Requirements 15,060.0 60.0 500.0 500.0 7,500.0 6,500.0

Debentures
Deb Rev-Tax Supported 5,600.0 3,000.0 2,600.0
Total Debenture Financing 11,200.0 6,000.0 5,200.0
Development Charges
DCRF Engineering Rds & Related 400.0 200.0 200.0
Total Development Charges 400.0 200.0 200.0
Reserves
- Waste Water Reserve Fund 3,060.0 60.0 100.0 100.0 1,500.0 1,300.0
Total Reserves 3,060.0 60.0 1,500.0 1,300.0
100.0 100.0
Capital Levy 400.0 200.0 200.0
- 115 -
Brealey Drive Sherbrooke Street to Parkhill Road This work is identified in the current Development Charges By-Law
and is required to reconstruct Brealey Drive to current urban standards.
Commitments Made The project is currently identified as a three-lane cross-section
providing center turn lane opportunities for existing entrances. The
project would also involve asphalt pavement, concrete curb and gutter,
Effects on Future Operating Budgets sidewalk(s), bike lanes, storm sewers and turning lanes with
signalization.
Detailed design is scheduled for phase one with utility relocation and
property acquisition to proceed in phase two and construction to follow
as phase three of the project.
- 116 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Brealey - Sherbrooke to Parkhill
Project # 5-2.17
Expenditures

Debentures
Development Charges
DCRF Engineering Rds & Related 3,013.4 165.0 348.4 2,500.0
Total Development Charges 3,013.4 348.4 2,500.0
165.0
Capital Levy 6,106.6 771.6 5,000.0

335.0
- 117 -
University Road Upgrade to High Capacity Arterial This work is identified in the 2011 Transportation Master Plan and
requires the upgrade of University Road from a medium capacity
Commitments Made arterial to a high capacity arterial road from County Road 4 to Nassau
Mills. The City will have to work in conjunction with the County to
achieve the results recommended in the Transportation Master Plan.
The City is responsible for approximately 42% of the total costs.
By-Law.
Detailed design is scheduled for phase one with utility relocations and
property acquisitions in phase two and construction to follow in phase
three.
- 118 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description University Rd - Upgrade Arterial
Project # 5-2.18
Expenditures
Direct Revenue
Other Mun-grants & fees 3,770.0 174.0 3,596.0
174.0

Development Charges
DCRF Engineering Rds & Related 1,365.0 63.0 1,302.0
Total Development Charges 1,365.0 1,302.0
63.0
Reserves
Federal Gas Tax 1,365.0 63.0 1,302.0
Total Reserves 1,365.0 1,302.0
63.0
- 119 -
Maria Street - Walker Avenue to Television Road Extension of the urban collector street to provide for the additional
traffic generated as a result of ongoing residential development within
Commitments Made the annexed lands in the Television Road area.
The final section of land for the road extension has been secured, in
Effects on Future Operating Budgets accordance with the Official Plan, as a condition of Draft Plan approval
of the final phase of the Foxmeadow Subdivision. Construction of the
Increased infrastructure will increase maintenance costs. road will require Class Environmental Assessment approval and
crossing of a sensitive environmental area.
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.
- 120 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Maria St - Walker Ave to Television Rd
Project # 5-2.19
Expenditures

Debentures
250.0
Development Charges
- 121 -
Ashburnham Drive McFarlane Street to Parkhill Road This two-lane extension east of the Trent Canal to Parkhill Road East
will expand arterial capacity to serve the Liftlock Secondary Plan
Commitments Made growth area south of the Old Norwood Road.
This project is identified in the 2002 Transportation Master Plan and

Effects on Future Operating Budgets reflected in the 2011 Transportation Master Plan as development
driven and implemented.
This project is currently identified in the Citys Development Charges
By-Law.
Further detail regarding design, property acquisition and construction

schedules will be provided in future budgets.
- 122 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Ashburnham - McFarlane to Parkhill
Project # 5-2.20
Expenditures
Direct Revenue
Net Requirements 3,666.7 3,666.7

Debentures
- 123 -
Carnegie Planning Area East/West Arterial This work is identified in the current Development Charges By-Law
and is required for the over sizing of a new, two lane arterial road in an
Commitments Made east-west orientation through the Carnegie Planning Area. Preliminary
road alignment would realign Cumberland Avenue (in the vicinity of
Royal Drive) through the Carnegie Planning Area to Hilliard Street at
Effects on Future Operating Budgets County Road 19. Final alignment will be established through Draft Plan
approval(s).
- 124 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Carnegie Planning Area - E/W Arterial
Project # 5-2.21
Expenditures
Direct Revenue

Debentures
- 125 -
2018 2019 2020 2021 & After

Utility Services
Collector and Local Streets
Extension of Crawford
Dr to Harper Road 5-3.01 9,000.0 1,000.0 4,000.0 1,000.0 3,000.0 70.5 2,000.0 929.5 4,000.0 3,000.0
Various Road
Resurfacing 5-3.02 46,525.0 3,362.5 1,331.3 2,031.2 2,031.2 3,725.0 1,619.7 4,087.5 1,846.9 35,350.0 32,146.1
Roads with PCI Index

Less than 25 5-3.03 6,260.0 410.0 650.0 650.0 650.0 650.0 4,550.0 4,550.0
Webber & Rye

Urbanization 5-3.04 6,500.0 500.0 500.0 500.0 2,500.0 2,500.0 3,000.0 3,000.0
Victoria Ave
Reconstruction 5-3.05 2,216.0 66.0 300.0 200.0 1,850.0 1,230.0
Rail Crossing Removals

5-3.06 800.0 200.0 200.0 200.0 200.0 400.0 400.0
Total 71,301.0 1,976.0 7,362.5 2,331.3 5,031.2 70.5 2,000.0 2,960.7 9,375.0 6,169.7 9,287.5 6,426.9 43,300.0 40,096.1
- 126 -
Division: Engineering - Collector and Local Streets
Extension of Crawford Drive to Harper Road Design, property, and utility works were contingent on development
applications in the area. Funds previously approved, were re-allocated
Commitments Made to other projects through the 2014 budget process and are now being
reintroduced into the budget to support the development application of
The development of the lands in the area of the Crawford a hotel and casino site.
Drive/Parkway intersection was reviewed through an Environmental
Assessment in 2012/2013. Final approval of the ESR Included in the project scope is the closure of Crawford Drive west of
(Environmental Study Report) was issued in late 2013 following a the Harper Road Intersection and a new connection from Crawford
bump up request to the Province. Drive to Harper Road northwest of the development lands. The works
will be completed in conjunction with the development of the
The project is proceeding at this time due to the casino and hotel casino/hotel site and will be subject to an external servicing agreement
development and funds for 2018 and 2019 were pre-committed with the developer.
through Report PLPD17-026 dated May 23, 2017.
This project is included in the current Development Charge Bylaw.

costs.
- 127 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Collector and Local Streets
Project Description Extension of Crawford Dr to Harper Road
Project # 5-3.01
Expenditures
Direct Revenue
Casino Gaming Reserve 2,000.0 1,000.0 1,000.0
Total Direct Revenue 2,000.0 1,000.0 1,000.0
Debentures
Total Debenture Financing 5,424.5 424.5 2,000.0 3,000.0
Development Charges
Reserves
Reserves & Reserve Funds -59.5 -59.5
- Provincial Surplus Reserve 150.0 150.0
Total Reserves 1,020.0 90.5 929.5
Capital Levy 130.0 59.5 70.5
- 128 -
Various Road Resurfacing The Resurfacing Program is identified through the Citys overall Road
Needs Study. In general, the road resurfacing budget will be allocated
Commitments Made to streets which require surface treatment only or to streets involved
with underground infrastructure replacement/rehabilitation where
On April 7, 2014, Council adopted Report USEC14-005 authorizing additional paving is desirable.
an increase in both the capital and operating budgets related to
road resurfacing. The program will also include re-inspecting portions of our road
network. Re-inspection information will be utilized for subsequent
The Roads Needs Study included detailed pavement condition resurfacing programs.
reports for each road. A Pavement Condition Index was created for
each road section based on the field data collected ranging from This project is partially funded through the Ontario Community
zero (Failed) to 100 (Perfect). Infrastructure Fund (OCIF) to provide a steady source of predictable,
long-term infrastructure funding.
Based on the Pavement Condition Index and Pavement
Deterioration Models, various pavement management categories
are assigned to each road section to determine the overall best
maintenance and rehabilitation planning scenario.
Reduction in long-term operating costs due to new road surfaces.
- 129 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Various Road Resurfacing
Project # 5-3.02
Expenditures
Direct Revenue
Revenue-Ontario Grant 8,881.1 8,881.1 1,331.3 2,105.3 2,240.6 457.7 457.7 2,288.5
Total Direct Revenue 8,881.1 1,331.3 2,105.3 457.7 2,288.5
2,240.6 457.7
Net Requirements 37,643.9 2,031.2 1,619.7 1,846.9 3,992.3 4,192.3 23,961.5

Debentures
992.3
Reserves
Federal Gas Tax 26,497.8 2,031.2 1,619.7 1,846.9 3,000.0 3,000.0 15,000.0
Total Reserves 26,497.8 2,031.2 1,619.7 3,000.0 15,000.0
1,846.9 3,000.0
- 130 -
Roads with PCI Index Less than 25 Based on the Pavement Condition Index and Pavement Deterioration
Models, various pavement management categories are assigned to
Commitments Made each road section to determine the overall best maintenance and
rehabilitation planning scenario. Roads rated with a PCI of less than or
In 2014, a Roads Needs Study included detailed pavement equal to 25 are considered to be failed and will be reconstructed
condition reports for each road. A Pavement Condition Index (PCI) based on a decision matrix presented to Council. The City may also
was created for each road section based on the field data collected need to review roads that have failed based on alternate modes of
ranging from zero (Failed) to 100 (Perfect). transportation as well.
Effects on Future Operating Budgets While funds are intended to be allocated annually, no funds have been
requested in 2018 because of overall Capital Budget constraints.
Reconstruction of failed roads will slightly reduce the operating
budget.
- 131 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Roads with PCI Index Less than 25
Project # 5-3.03
Expenditures

Debentures
Deb Rev-Tax Supported 6,000.0 150.0 650.0 650.0 650.0 650.0 3,250.0
Total Debenture Financing 6,000.0 150.0 650.0 650.0 3,250.0
650.0 650.0
Reserves
- 132 -
Webber Avenue and Rye Street Urbanization Given the development along Rye Street and final Environmental Study
Report approval of the Crawford Drive to Harper Road extension, it is
Commitments Made recommended to complete the curb and gutter installation on portions
of Webber Avenue and Rye Street and address stormwater concerns
along this route.
The sensitivity of the cold water fishery, that runs along roadside
ditches in the area, will require an Environmental Assessment (EA) to
best address this existing condition. This EA is currently under way
with recommendations expected throughout 2017 and 2018.
Subsequent years work will depend on the approval of the EA and

recommendations of the Environmental Study Report.
- 133 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Webber & Rye Urbanization
Project # 5-3.04
Expenditures

Debentures
Deb Rev-Tax Supported 4,800.0 400.0 400.0 2,000.0 2,000.0
Total Debenture Financing 4,800.0 400.0 400.0 2,000.0 2,000.0
Reserves
- Waste Water Reserve Fund 1,700.0 100.0 100.0 500.0 1,000.0
Total Reserves 1,700.0 100.0 100.0 500.0 1,000.0
- 134 -
Victoria Avenue Reconstruction The PUC will be replacing their watermain on Victoria Avenue and the
City will work in conjunction with PUC by reconstructing Victoria
Commitments Made Avenue from Donegal Street to Reid Street. The narrow right of way
and reduced setbacks will not allow for a typical cross section. The
Coordination with the PUC project. reconstruction will address storm and sanitary requirements as well as
the PUC watermain and City asset surface works.
- 135 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Victoria Ave Reconstruction
Project # 5-3.05
Expenditures
Direct Revenue
Recoveries 720.0 100.0 620.0
Total Direct Revenue 720.0 100.0 620.0

Reserves
- Waste Water Reserve Fund 720.0 100.0 620.0
Capital Levy 776.0 66.0 100.0 610.0
- 136 -
Rail Crossing Removals With the decommissioning of existing rail lines throughout the City, the
intersection of the railway and City roads can now be reconstructed to
Commitments Made remove the rail lines. Some crossings will require a detailed review
and design prior to removal.
Effects on Future Operating Budgets No funds have been requested in 2018 because of overall Capital
Budget constraints.
- 137 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Rail Crossing Removals
Project # 5-3.06
Expenditures
Direct Revenue
Recoveries

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

200.0 200.0
- 138 -
2018 2019 2020 2021 & After

Utility Services
Bridges
Nassau Mills Bridge

over Otonabee River 5-4.01 11,820.0 300.0 1,000.0 1,000.0 1,000.0 1,000.0 9,520.0 9,520.0
Nassau Mills Bridge

over Trent Severn 5-4.02 9,550.0 300.0 500.0 500.0 8,750.0 8,750.0
Total 21,370.0 600.0 1,000.0 1,000.0 1,500.0 1,500.0 18,270.0 18,270.0
- 139 -
Division: Engineering - Bridges
Nassau Mills Road Bridge over Otonabee River The 2011 Transportation Master Plan concluded that a new four lane
bridge will be required at this location including the street widening
Commitments Made from Water Street to Armour Road.
To facilitate construction of a new bridge at this location, the City must

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

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

By-Law.
- 140 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Bridges
Project Description Nassau Mills Bridge over Otonabee River
Project # 5-4.01
Expenditures
Contractual Services 11,820.0 300.0 1,000.0 1,000.0 520.0 4,000.0 5,000.0
Net Requirements 11,820.0 300.0 1,000.0 1,000.0 520.0 4,000.0 5,000.0

Debentures
Development Charges
DCRF Engineering Rds & Related 2,115.0 225.0 750.0 750.0 390.0
Total Development Charges 2,115.0 225.0 750.0 750.0 390.0
Reserves
- Bridge Reserve 705.0 75.0 250.0 250.0 130.0
Total Reserves 705.0 75.0 250.0 250.0 130.0
- 141 -
Nassau Mills Road Bridge over Trent Severn Waterway The 2011 Transportation Master Plan concluded that a new four lane
bridge and widening of Nassau Mills Road, from University Road to
Commitments Made Armour Road, to four lanes will be required at this location by 2021.
To facilitate construction of a new bridge at this location, the City must

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

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

By-Law.
- 142 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Nassau Mills Bridge over Trent Severn
Project # 5-4.02
Expenditures
Contractual Services 9,550.0 300.0 500.0 500.0 4,000.0 4,250.0
Net Requirements 9,550.0 300.0 500.0 500.0 4,000.0 4,250.0

Debentures
Development Charges
DCRF Engineering Rds & Related 1,300.0 300.0 500.0 500.0
Total Development Charges 1,300.0 300.0 500.0 500.0
- 143 -
2018 2019 2020 2021 & After

Utility Services
Bridges
OSIM Bridge
Preventative 5-4.03 5,355.0 765.0 765.0 765.0 365.0 400.0 765.0 765.0 765.0 765.0 2,295.0 2,295.0
Maintenance Program
OSIM Bridge Inspection
Program 5-4.04 250.0 45.0 45.0 45.0 45.0 45.0 160.0 160.0
Total 5,605.0 765.0 810.0 810.0 365.0 445.0 765.0 765.0 810.0 810.0 2,455.0 2,455.0
- 144 -
OSIM Bridge Preventative Maintenance Program The structural integrity, safety and condition of every bridge is to be
determined through the performance of at least one inspection every
Commitments Made two years under the direction of a professional engineer and in
accordance with the Ontario Structure Inspection Manual (OSIM),
published by the Ministry of Transportation (O. Reg. 160/02, s. 2 (2)).
The long-term planning of our bridge assets capital program is
essential in delivering a reliable and safe crossing to residents and the
movement of goods through the City. This project reflects the annual
funds required as proposed in the OSIM bridge inspection report for
the rehabilitation of our structures over the next ten years.
Following the condition inspection, the City was provided a capital

program that reflects the needs identified to maintain our structures in
good repair. The project funds will generally accommodate the major
rehabilitation of 1-3 structures per year and minor rehabilitation to
several others.
- 145 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description OSIM Bridge Preventative Maintenance Program
Project # 5-4.03
Expenditures
Reserves
- Bridge Reserve 1,930.0 765.0 400.0 765.0
Total Reserves 1,930.0 765.0 400.0 765.0
Capital Levy 3,425.0 365.0 765.0 765.0

765.0 765.0
- 146 -
OSIM Bridge Inspection Program The structural integrity, safety and condition of every bridge is to be
determined through the performance of at least one inspection every
Commitments Made two years under the direction of a professional engineer and in
accordance with the Ontario Structure Inspection Manual (OSIM),
published by the Ministry of Transportation (O. Reg. 160/02, s. 2 (2)).
Effects on Future Operating Budgets The next OSIM program is scheduled for 2018.
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.
- 147 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description OSIM Bridge Inspection Program
Project # 5-4.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
- Bridge Reserve 250.0 45.0 45.0 50.0 110.0
Federal Gas Tax
Total Reserves 250.0 45.0 50.0 110.0
45.0
Capital Levy
- 148 -
2018 2019 2020 2021 & After

Utility Services
Sidewalks
Various New Multi-Use

Trails 5-5.01 9,442.1 780.2 780.2 153.9 626.3 1,241.8 1,241.8 1,269.1 1,269.1 6,151.0 6,151.0
Various new SW
installations 5-5.02 9,038.1 560.0 560.0 195.7 364.3 816.0 816.0 850.7 850.7 6,811.4 6,811.4
Total 18,480.2 1,340.2 1,340.2 349.6 626.3 364.3 2,057.8 2,057.8 2,119.8 2,119.8 12,962.4 12,962.4
- 149 -
Division: Engineering - Sidewalks
Various New Multi-Use Trails Active Transportation is a general term for the use of human-powered,
non-motorized modes for transportation such as walking, running,
Commitments Made cycling, and rollerblading. The City of Peterborough prioritizes active
modes of transportation that foster a cycling and pedestrian network
In accordance with the Citys 2011 Transportation Master Plan as with a high degree of connectivity, safety and local context sensitivity.
approved by Council at its meeting of November 14, 2011, a
budget for new trail construction is identified. The Implementation Plan for the non-sidewalk component of the
network improvements includes three time horizons:
Effects on Future Operating Budgets Short-term (2011 to 2021)
Medium-term (2021 to 2031)
Increased infrastructure will increase maintenance costs. Long-term (beyond 2031)
This program aids in mobility and accessibility.
- 150 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Sidewalks
Project Description Various New Multi-Use Trails
Project # 5-5.01
Expenditures
Contractual Services 9,442.1 780.2 1,241.8 1,269.1 1,297.5 727.2 4,126.3
Net Requirements 9,442.1 780.2 1,241.8 1,269.1 1,297.5 727.2 4,126.3

Debentures
Deb Rev-Tax Supported 7,754.4 626.3 1,081.3 1,101.8 1,123.1 727.2 3,094.7
Total Debenture Financing 7,754.4 626.3 1,081.3 727.2 3,094.7
1,101.8 1,123.1
Development Charges
DCRF Engineering Rds & Related 1,687.7 153.9 160.5 167.3 174.4 1,031.6
Total Development Charges 1,687.7 153.9 160.5 1,031.6
167.3 174.4
Capital Levy
- 151 -
Division: Engineering - Sidewalks
Various New Sidewalk Installations The Citys Transportation Master Plan (TMP) was adopted by City
Council at its meeting of November 14, 2011. In keeping with the TMP,
Commitments Made active transportation is a general term for the use of human-powered,
non-motorized modes for transportation such as walking, running,
In accordance with the Citys Provision of Sidewalks Policy Number cycling, and rollerblading. The City of Peterborough prioritizes active
MS08-7750 and Sidewalk Implementation Procedure for Existing modes of transportation that foster a pedestrian network with a high
Streets, a budget for new sidewalk construction is identified. degree of connectivity, safety and local context sensitivity.
Council, on March 25, 2008, approved Report USTR08-008 which In order to implement Councils direction identified in Report
identified a 2009-2022 plan to construct new sidewalks. USTR08-008, staff are required to spend a great deal of time
discussing projects with local residents. Most recently (Report
The Citys Transportation Master Plan (TMP) was adopted by City USDIR11-010), the City has updated the Sidewalk Implementation
Council at its meeting of November 14, 2011. The TMP supported Procedure to include notifying residents and Ward Councillors that will
pedestrian connectivity over the Plan's study horizon beyond 2031. be directly impacted by the immediate construction program with
sufficient time to allow dialogue between the residents and staff
City Council, at its meeting of June 6, 2011, in considering Report ensuring mitigation measures are taken. Issues that cannot be
USDIR11-010 dated May 30, 2011, reaffirmed Councils plan to resolved are brought to the attention of Council.
install new sidewalks as per Report USTR08-008.
The 2018 request is reduced due to overall Capital Budget constraints.
Increased infrastructure will increase maintenance costs. The
procedure will also require additional administration and potential The project aids in mobility and accessibility.
staffing adjustments.
- 152 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Sidewalks
Project Description Various new SW installations
Project # 5-5.02
Expenditures

Development Charges
DCRF Engineering Rds & Related 2,777.6 195.7 204.0 212.7 221.7 693.5 1,250.0
Total Development Charges 2,777.6 195.7 204.0 693.5 1,250.0
212.7 221.7
Reserves
Federal Gas Tax 6,156.1 287.1 612.0 638.0 638.0 231.0 3,750.0
Total Reserves 6,233.3 364.3 612.0 231.0 3,750.0
638.0 638.0
- 153 -
2018 2019 2020 2021 & After

Utility Services
Sanitary Sewers
Sanitary Sewer Master

Plan Implementation 5-6.01 4,500.0 750.0 750.0 750.0 750.0 750.0 1,000.0 1,000.0 2,000.0 2,000.0
Murray St Sanitary
Rehab - Cambridge to 5-6.02 355.0 30.0 325.0 325.0 325.0
Cross
Kawartha Heights Blvd
Sanitary Twinning 5-6.03 310.0 30.0 280.0 280.0 280.0
Armour Rd Sanitary
Twinning 5-6.04 195.0 145.0 50.0 50.0 50.0
Park St Sanitary
Twinning 5-6.05 230.0 180.0 50.0 50.0 50.0
Eastern Trunk Sewer

5-6.06 6,000.0 3,000.0 3,000.0 3,000.0 3,000.0
Applegrove Ave -
Chemong Road to 5-6.07 2,030.0 150.0 1,880.0 1,880.0
Highland Road
Total 13,620.0 535.0 1,455.0 1,455.0 1,455.0 5,630.0 5,630.0 1,000.0 1,000.0 5,000.0 5,000.0
- 154 -
Division: Engineering - Sanitary Sewers
Sanitary Sewer Master Plan Implementation In 2012, the City completed the Detailed Sanitary Sewer Class EA as
recommended in the Citys 2005 Flood Reduction Master Plan. This
Commitments Made provided a plan to mitigate and manage extraneous flows into the
sanitary sewer system, as well as to reduce the frequency of raw
On March 12, 2012, Council approved Report USEC12-001 sewage bypasses at the sewage treatment plant and to recommend
adopting the City's infrastructure strategies to address Inflow and an ongoing work program for the continuous monitoring of the sanitary
Infiltration (I-I) into the City Sanitary Sewer Network. sewer system.
Effects on Future Operating Budgets Inflow and Infiltration of clean water increases the flow in the sanitary
sewer causing basement flooding, environmental hazards, greater
Reduction in extraneous storm water flows into the sanitary sewer wastewater treatment costs and reduced sewer capacity for future
system will preserve the sanitary sewer capacity for future growth while decreasing the sewer systems lifespan.
development and potentially reduce the costs of treatment at the
Waste Water Treatment Plant. Various I-I sources have been discovered and, now that the City has
established these sources, the next step is remediation through
detailed design and construction to remove the I-I from the Citys
sanitary system. Staff will continue to investigate remaining areas of
the City.
- 155 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Sanitary Sewers
Project Description Sanitary Sewer Master Plan Implementation
Project # 5-6.01
Expenditures
Contractual Services 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0
Direct Revenue
Recoveries
Net Requirements 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0

Debentures
Development Charges
Reserves
- Waste Water Reserve Fund 4,500.0 750.0 750.0 1,000.0 1,000.0 1,000.0
Federal Gas Tax
Total Reserves 4,500.0 750.0 750.0 1,000.0
1,000.0 1,000.0
Capital Levy
- 156 -
Murray Street Sanitary Rehabilitation - Cambridge Street to Cross Issues have been reported by residents in the area during high
Street intensity storm events. With the scheduled PUC project, USD will
replace sanitary sewers throughout a portion of the PUC project to
Commitments Made eliminate the sag that currently exists within the sanitary main line.
PUC will lead the project with key City involvement during the design
Effects on Future Operating Budgets and construction stages. The PUC project will involve the full removal
and replacement of the watermain from Cambridge Street to Donegal
This project will reduce the frequency of flushing, cleaning and Street. The City sanitary sewer replacement limits fall within this
CCTV work required in future operating budgets. project area.
- 157 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Murray St Sanitary Rehab - Cambridge to Cross
Project # 5-6.02
Expenditures

Reserves
- 158 -
Kawartha Heights Boulevard Sanitary Twinning This project consists of twinning portions of the sanitary sewer system
on Kawartha Heights Boulevard from the walkway east of Woodglade
Commitments Made Boulevard to Bayleaf Court. The City's Inflow and Infiltration Study has
identified this area to be susceptible to sewer backups during intense
Recent developments have contributed to the Wastewater Reserve storms. Recently, development in the area also examined the
for the replacement of this infrastructure. theoretical design flows and this same area has shown pipes to be at
capacity during peak daily flows. In order to reduce these risks, an
Effects on Future Operating Budgets additional sewer is required along the existing sewer. Underground
sewer works will also allow for the pavement preservation program
priorities to be completed in this area.
- 159 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Kawartha Heights Blvd Sanitary Twinning
Project # 5-6.03
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
Federal Gas Tax
Capital Levy
- 160 -
Armour Road Sanitary Twinning - Munroe Avenue to Douro Street Identified through the Inflow and Infiltration Study, this is a priority
project. The intent of the project is to reduce the likelihood of sewage
Commitments Made backup into basements by installing a second sanitary sewer pipe in
the specified location. This will provide additional capacity to
On March 12, 2012, Council adopted Report USEC12-001 effectively address the sewer systems backup potential.
authorizing a capital program to reduce the inflow and infiltration
throughout the City. This project can be completed in the same construction Request for
Tenders as the sanitary twinning of Park Street (Parkhill Road to
Effects on Future Operating Budgets Dublin Street) for cost effective pricing.
- 161 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Armour Rd Sanitary Twinning
Project # 5-6.04
Expenditures

Reserves
FRMP Reserve Sew Sur 10.0 10.0
- 162 -
Park Street Sanitary Twinning The project, in conjunction with the Gilchrist Street works, is anticipated
to reduce the risk of flooding related to the sanitary sewer system from
Commitments Made Parkhill Road to McDonnel Street along the trunk sewer route in this
area.
On March 12, 2012, Council adopted Report USEC12-001
authorizing a capital program to reduce the inflow and infiltration Identified through the Inflow and Infiltration Study, this is a priority
throughout the City. project. The intent of the project is to reduce the likelihood of sewage
backup into basements by installing a second sanitary sewer pipe in
Effects on Future Operating Budgets the specified location. This will provide additional capacity to
effectively address the sewer systems backup potential. This project
will require timing coordination with the McDonnel Street project to be
constructed in the same construction year.
To take advantage of project scale pricing, the Armour Road sanitary

pipe twinning can be included in the same Request for Tenders
document. Detailed design will be undertaken as phase one with
construction scheduled for phase two. Both design and construction
costs are included in the approved pre-2018 funding. The additional
request for funding in 2018 is due to increased construction costs
since the project inception in 2016.
- 163 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Park St Sanitary Twinning
Project # 5-6.05
Expenditures

Reserves
- 164 -
Eastern Trunk Sewer This project is identified in, and funded from, Development Charges for
all growth related portions of the project. Completion of this project
Commitments Made permits growth within the Liftlock Growth Area. In 2017, the City
received application for draft plan approval for the Growth Area and is
expected to begin moving forward in the coming years.
Funding will be dependent on the progress of development and the
The project is identified in the 2012 Development Charges Study need for sanitary sewers.
(Area Specific) and is 100% recovered from Development
Charges.
- 165 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Eastern Trunk Sewer
Project # 5-6.06
Expenditures

Debentures
DCRF Liftlock 6,000.0 3,000.0 3,000.0
- 166 -
Applegrove Avenue Chemong Road to Highland Road Due to the age and deteriorating condition of the sanitary sewers,
replacement is proposed. The system in this area dates back to the
Commitments Made 1950s and, although it should theoretically not be approaching its
expected life due to its condition, it is proposed to be replaced.
Effects on Future Operating Budgets The project will also address replacement of the storm sewers and
pavement structure, as well as the need for pedestrian networks. The
Increase to maintenance costs for sidewalks. PUC has also indicated the need for watermain infrastructure on the
project and it will be a collaborative project. The costs shown are City
costs only.
Detailed design is scheduled for phase one with utility relocation to

proceed in phase two and construction to follow as phase three of the
project.
- 167 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Applegrove Ave - Chemong Road to Highland Road
Project # 5-6.07
Expenditures
Debentures
Reserves
- Waste Water Reserve Fund 1,335.0 66.0 1,269.0
Total Reserves 1,461.7 66.0 1,395.7
- 168 -
2018 2019 2020 2021 & After

Utility Services
Storm Sewers
City Wide Storm Water

Quality Master Plan 5-7.01 5,000.0 500.0 500.0 500.0 500.0 500.0 500.0 500.0 3,500.0 3,500.0
Implementation
Total 5,000.0 500.0 500.0 500.0 500.0 500.0 500.0 500.0 3,500.0 3,500.0
- 169 -
Division: Engineering - Storm Sewers
Citywide Storm Water Quality Master Plan Implementation This project presents an opportunity to manage stormwater quality
discharges potentially impacting our creeks and rivers. The City is
Commitments Made mandated to complete specified work by the MOECC related to our
existing stormwater facilities throughout the City. The Stormwater
Report USEC17-001, adopted by Council at its meeting of Quality EA Management Master Plan is developed as part of the
February 13, 2017, endorsed the Stormwater Quality Master Plan. 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.
- 170 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Storm Sewers
Project Description City Wide Storm Water Quality Master Plan

Implementation
Project # 5-7.01
Expenditures

Reserves
- Waste Water Reserve Fund 5,000.0 500.0 500.0 500.0 500.0 500.0 2,500.0
Total Reserves 5,000.0 500.0 500.0 500.0 2,500.0
500.0 500.0
Capital Levy
- 171 -
2018 2019 2020 2021 & After

Utility Services
Public Works
Public Works Relocation

Project 5-8.01 22,069.6 20,244.6 1,825.0 900.0 925.0 925.0
2018 Sidewalk
Reconstruction 5-8.02 13,770.6 1,199.8 200.0 999.8 999.8 1,235.8 1,035.8 1,272.9 1,072.9 10,062.1 8,662.1
Vehicle and Equipment

Replacement and 5-8.03 16,215.0 988.0 988.0 988.0 2,363.0 2,363.0 2,093.0 2,093.0 10,771.0 10,771.0
Enhancement
2018 Upgrade and
Replace Playground 5-8.04 3,967.3 390.5 390.5 402.2 402.2 3,174.6 3,174.6
Equipment
2018 Upgrade Playing
Fields 5-8.05 752.4 74.1 74.1 76.3 76.3 602.0 602.0
Total 56,774.9 20,244.6 4,012.8 1,100.0 2,912.8 1,924.8 988.0 4,063.4 3,863.4 3,844.4 3,644.4 24,609.7 23,209.7
- 172 -
Division: Public Works - Public Works
Public Works Relocation Project When fully developed this site should support the Public Works
operation for the next 20 to 25 years. The present construction
Commitments Made estimates to transform the 791 Webber Avenue property into a full
service Public Works Operations facility is $22,069,600. The cost
In 2014, the City purchased the Coach Canada property at 791 estimate includes a new, modernized sand/salt/brine storage facility,
Webber Avenue. The purpose of this purchase is to relocate the equipment storage building, indoor heated truck wash, stores area,
Public Works operations and fleet maintenance functions to the covered truck bays and a renovated shop and office area to meet the
new property. needs of the Public Works operations. This compares favourably to the
estimated $45,000,000 required for a new yard previously proposed
Council approved Report CPPS17-027, dated July 24, 2017, that on Fisher Drive.
pre-committed funds in the amount of $1,825,000 and awarded the
construction. The 2018 Capital request includes funds that were required for award
of the Tender.
The future operations of this new Public Works facility will be funded
through the existing operating model utilizing overhead charges on Accessibility will be considered throughout the relocation project and
labour to fund the yard operation expenses. will be integrated into the renovation of existing structures, the new
builds required to support the Public Works operations and also meet
AODA regulations.
- 173 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Public Works - Public Works
Project Description Public Works Relocation Project
Project # 5-8.01
Expenditures
Direct Revenue
Revenue-Canada Grant 1,900.0 1,000.0 900.0
Total Direct Revenue 1,900.0 1,000.0 900.0
Net Requirements 20,169.6 19,244.6 925.0

Debentures
Deb Revenue - Development Chgs 3,078.0 3,078.0
Total Debenture Financing 14,563.0 13,638.0 925.0
Development Charges
DCRF Affordable Housing -36.0 -36.0
DCRF Public Works 504.0 504.0
DCRF Transit 36.0 36.0
Reserves
- PW Equip Purchase Reserve F 3,500.0 3,500.0
- Waste Water Reserve Fund 1,400.0 1,400.0
DCRF Affordable Housing 36.0 36.0
- 174 -
2018 Sidewalk Reconstruction The recommended budget provides funds to replace approximately
3,800 linear metres of sidewalk or about 1% of the existing inventory.
Commitments Made
Future capital forecasts have been increased yearly by 3% over the
The municipal sidewalk inventory totals 399 kilometers. Sidewalks 2018 base, as a cost of construction increase, in order to meet
typically have a 50-year life cycle. Life cycle costing provides a expected future costs to maintain the current level of service.
base line performance measure to verify if replacement schedules
and funding are sufficient to meet the established life cycle. Accessibility Considerations
Effects on Future Operating Budgets All current accessibility standards are incorporated into the 2018
reconstruction program with regards to slope, width and ramp design.
Sidewalk reconstruction has a positive impact by reducing the need Each replacement project is evaluated to ensure the most viable
for ongoing maintenance costs and minimizing the Citys risk compliance criteria are met during the reconstruction process.
exposure.
- 175 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description 2018 Sidewalk Reconstruction
Project # 5-8.02
Expenditures
Direct Revenue
Casino Gaming Reserve 2,000.0 200.0 200.0 200.0 200.0 200.0 1,000.0
Total Direct Revenue 2,000.0 200.0 200.0 200.0 1,000.0
200.0 200.0
Net Requirements 11,770.6 999.8 1,035.8 1,072.9 1,111.2 1,152.9 6,398.1

Debentures
Deb Rev-Tax Supported 11,770.6 999.8 1,035.8 1,072.9 1,111.2 1,152.9 6,398.1
Total Debenture Financing 11,770.6 999.8 1,035.8 1,152.9 6,398.1
1,072.9 1,111.2
- 176 -
Vehicle and Equipment Replacement and Enhancement The following vehicles and equipment are scheduled for replacement in
2018 at a total estimated cost of $988,000:
Commitments Made
- 1 Sewer Video Truck
Asset management of vehicles and equipment is based on - 3 Sidewalk Units
life-cycle costs. Although vehicles and equipment is scheduled for - 6 Grass Cutting Units
replacement based on anticipated usage and conditions, final - 1 Light Duty Unit
decisions are made only after full 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.
- 177 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Vehicle and Equipment Replacement and

Enhancement
Project # 5-8.03
Expenditures
Contractual Services 16,215.0 988.0 2,363.0 2,093.0 1,504.0 1,161.0 8,106.0

Reserves
- PW Equip Purchase Reserve F 16,215.0 988.0 2,363.0 2,093.0 1,504.0 1,161.0 8,106.0
Total Reserves 16,215.0 988.0 2,363.0 1,161.0 8,106.0
2,093.0 1,504.0
- 178 -
Upgrade and Replace Playground Equipment No funds have been requested in 2018 because of overall Capital
Budget constraints.
Commitments Made
Future accessibility upgrades will be undertaken as funds permit.
The maintenance and repair of playground structures and court These upgrades will include accessible surfaces, paved access and
facilities is an ongoing commitment. Regulations require the walkways, benches, etc.
monitoring and upgrading of existing facilities to meet current CSA
standards and AODA requirements. Trees and other shade features may also be incorporated with this
program.
The betterment of park playground equipment and court facilities
supports Risk Management objectives and reduces the need for Play structures will contain accessibility features pertaining to
major repairs funded through the operating budget. adjustable level seating and additional ground level features. Access to
above ground features by stairs and ramps as well as ladders. Ground
protection to be fully accessible and the provision of accessible
walkways to access the play equipment.
- 179 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description 2018 Upgrade and Replace Playground Equipment
Project # 5-8.04
Expenditures
Contractual Services 3,967.3 390.5 402.2 414.3 426.7 2,333.5
Net Requirements 3,967.3 390.5 402.2 414.3 426.7 2,333.5

Capital Levy 3,967.3 390.5 426.7 2,333.5
402.2 414.3
- 180 -
Upgrade Playing Fields No funds have been requested in 2018 because of overall Capital
Budget constraints.
Commitments Made
Future funds will be utilized for playing field enhancements in the highly
The maintenance and repair of sports fields is an ongoing utilized athletic field locations. Such enhancements will include
commitment to sustain turf areas, site amenities and structures. topdressing, overseeding, drainage and field leveling programs. Infield
Priorities for field upgrades are based on user surveys completed and outfield work at ball diamonds are also included. Locations are
on an annual basis by the Recreation Division. selected from user group feedback.
Effects on Future Operating Budgets Future Capital forecasts have been compounded annually at 3% to
allow for increased costs for enhancements.
Funds are provided to operate playing fields in the Parks Operating
Budget. Accessibility Considerations
All projects will consider all viable Accessibility options during the
planning and construction phases. Upgrades will include a
coordination of improvements to accessible features such as parking,
signage, walkway or trail connections, rest and shade areas from
planted trees or structures, eating areas and waste and recycling
stations.
- 181 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description 2018 Upgrade Playing Fields
Project # 5-8.05
Expenditures
Contractual Services 752.4 74.1 76.3 78.6 80.9 442.5
Net Requirements 752.4 74.1 76.3 78.6 80.9 442.5

Capital Levy 752.4 74.1 80.9 442.5
76.3 78.6
- 182 -
2018 2019 2020 2021 & After

Utility Services
Public Works
2018 Urban Forest

Management - Strategic 5-8.06 1,948.8 170.0 170.0 170.0 175.0 175.0 180.3 180.3 1,423.5 1,423.5
Plan Implementation
Total 1,948.8 170.0 170.0 170.0 175.0 175.0 180.3 180.3 1,423.5 1,423.5
- 183 -
Urban Forest Management - Strategic Plan Implementation Administer and develop policy to advance the key objectives of an
Urban Forestry Strategic Plan;
Commitments Made Manage maintenance records to recognize progress in achieving
key deliverables of the Urban Forest Strategic Plan;
Trees are planted on a replacement basis of 3 to 1, subject to Renew the urban forest resource by planting trees along the
budget considerations in accordance with the Urban Forest right-of-way on public and open space;
Strategic Plan. Provide assistance and expertise to private property owners to
A work program has been created to develop and implement encourage and enhance the urban forest; and
the Urban Forest Strategic Plan. Administer and manage volunteer programs that support the Urban
The Urban Forest Strategic Plan was updated in June, 2016. Forest Strategic Plan.
Effects on Future Operating Budgets Funding has been allocated on the following basis:
The maintenance of trees is funded through the Operating Budget. $75,000 to implement the Urban Forest Strategic Plan; and
$95,000 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.
- 184 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description 2018 Urban Forest Management - Strategic Plan

Implementation
Project # 5-8.06
Expenditures

Capital Levy 1,948.8 170.0 175.0 191.3 1,046.5
180.3 185.7
- 185 -
2018 2019 2020 2021 & After

Utility Services
Environmental Protection Services
WWC Equipment
Upgrades and 5-9.01 680.0 530.0 530.0 530.0 150.0 150.0
Replacement
Equipment Upgrades
and Replacements 5-9.02 3,845.0 400.0 400.0 400.0 820.0 820.0 865.0 865.0 1,760.0 1,760.0
Replace Programable
Logic Controller 5-9.03 407.1 61.4 65.1 65.1 65.1 67.1 67.1 69.1 69.1 144.4 144.4
Centennial Fountain
5-9.04 160.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0
Total 5,092.1 61.4 1,035.1 1,035.1 1,035.1 1,077.1 1,077.1 974.1 974.1 1,944.4 1,944.4
- 186 -
Division: Env Protection - Environmental Protection Services
Waste Water Collection Equipment Upgrades and Replacement The CCTV inspection truck is 17 years old and has outlived its life
cycle. Annual maintenance costs are increasing and it is becoming
Commitments Made increasingly difficult to obtain parts and services for this vehicle and its
on board equipment.
The Fleet Reserve Fund has collected $300,000 of depreciation
funding toward the replacement of the Closed Caption Television A sewer lateral camera is an additional piece of equipment proposed
(CCTV) Inspection Truck. for the CCTV inspection truck. This will allow better and less invasive
analysis of sanitary sewer lateral conditions.
The Waste Water Collection team undertakes an average of one
The hourly charge out rate for vehicles and equipment includes a sewer dig a day. This includes digging blocked or damaged sewers,
depreciation charge that is transferred to the Fleet Reserve Fund. sanitary laterals, maintenance holes and catch basins. Over the last
This Reserve is used to finance the purchase of vehicles and number of years, a back hoe had been borrowed from Public Works
equipment. when it is available and, during the busy periods, a backhoe has been
rented at $4,000 per month. However, the Pubic 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.
- 187 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Env Protection - Environmental Protection Services
Project Description WWC Equipment Upgrades and Replacement
Project # 5-9.01
Expenditures
Direct Revenue
Recoveries
Debentures
Reserves
- PW Equip Purchase Reserve F 300.0 300.0
Federal Gas Tax
Capital Levy
- 188 -
Wastewater Treatment Plant Equipment Upgrades and The 2018 requests continue the preventative maintenance program at
Replacements the Wastewater Treatment Plant. The following equipment needs to be
replaced or added in 2018 at a total cost of $400,000.
Commitments Made
- Ashburnham VFD's
- Various laboratory small equipment
Effects on Future Operating Budgets - Plant phone WIFI
The proactive replacement and upgrade of equipment used at the Accessibility Considerations
Wastewater Treatment Plant will ultimately save money in future
operational budgets and ensure compliance with increasingly None.
stringent environmental legislation.
- 189 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Equipment Upgrades and Replacements
Project # 5-9.02
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
- Waste Water Reserve Fund 3,845.0 400.0 820.0 865.0 860.0 900.0
Federal Gas Tax
Total Reserves 3,845.0 400.0 820.0 900.0
865.0 860.0
Capital Levy
- 190 -
Replace Programmable Logic Controllers The Wastewater Treatment Plant and sanitary pumping stations are
operated by the Supervisory Control and Data Acquisition (SCADA)
Commitments Made computer system. SCADA controls the PLCs throughout the system.
Replacing and upgrading the multitude of PLCs on a consistent and

Effects on Future Operating Budgets orderly basis will ensure a smooth transition of high tech computer
operated equipment.
The current Programmable Logic Controllers (PLC) are becoming
obsolete and replacement is required to minimize expensive Accessibility Considerations
reactive repairs.
None.
- 191 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Replace Programable Logic Controller
Project # 5-9.03
Expenditures
Net Requirements 407.1 61.4 65.1 67.1 69.1 71.1 73.3

Reserves
- Waste Water Reserve Fund 345.7 65.1 67.1 69.1 71.1 73.3
Total Reserves 345.7 65.1 67.1 73.3
69.1 71.1
- 192 -
Centennial Fountain Equipment Replacement and Enhancement Pumps and cables are showing wear. Replacement of these have
been prioritized. Power supplies are becoming dated.
Commitments Made
The Centennial Fountain is an integral part of the summer activities

in the City and accordingly, replacement of major capital
components is undertaken as required.
Maintain future operating budgets.
- 193 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Centennial Fountain
Project # 5-9.04
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
Reserves
- Waste Water Reserve Fund 160.0 40.0 40.0 40.0 40.0
Federal Gas Tax
Total Reserves 160.0 40.0 40.0 40.0 40.0
Capital Levy
- 194 -
2018 2019 2020 2021 & After

Utility Services
Environmental Protection Services
Harper Road Landfill

5-9.05 6,825.0 2,925.0 1,000.0 1,000.0 1,000.0 2,225.0 2,225.0 225.0 225.0 450.0 450.0
Nelson Landfill
Monitoring Program 5-9.06 2,237.0 1,537.0 350.0 233.3 116.7 116.7 350.0 116.7
Total 9,062.0 4,462.0 1,350.0 233.3 1,116.7 1,116.7 2,575.0 2,341.7 225.0 225.0 450.0 450.0
- 195 -
Harper Road Landfill - Former Waste Disposal Site The City of Peterborough operated a landfill site from approximately
the mid-1940s to the mid-1960s in the area of Harper Road and Sir
Commitments Made Sandford Fleming Drive. This is not an engineered facility and the site
received both municipal and industrial waste. Recently (2008
Report USEP12-001 (January 23, 2012), established a capital onwards), some work was performed which was initiated to address
budget in the amount of $2,000,000 to conduct a detailed PCB seeps to surface water in the surrounding surface water streams.
Environmental Study of the Harper Road former landfill site. Report The Ministry of the Environment and Climate Change has directed the
USEP15-005 (June 1, 2015), identified the requirement to seek an City to file an application for a new ECA for the site. This process will
Environmental Compliance Approval (ECA), for the site and to fund provide a clear, concise directive outlining provisions to manage the
an additional $187,000 to complete the required application former landfill according to todays applicable laws and standards.
submittal.
Supporting documentation from the detailed Environmental Study
Effects on Future Operating Budgets conducted in 2012, 2013 and 2014 (and possibly additional monitoring
that may be undertaken in 2017) will be used for the application
Future clean-up and remedial initiatives will ultimately impact future process. Once the ECA is approved, implementation of the ECA
budgets. A budget of $1,000,000 is proposed for 2018 to be used requirements will begin.
in the application for an ECA and potentially implementing certain
aspects of the ECA. Accessibility Considerations
None.
- 196 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Harper Road Landfill
Project # 5-9.05
Expenditures
Contractual Services 6,825.0 2,925.0 1,000.0 2,225.0 225.0 225.0 225.0
Net Requirements 6,825.0 2,925.0 1,000.0 2,225.0 225.0 225.0 225.0

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

225.0 225.0
- 197 -
Nelson Landfill Monitoring Program The City, in conjunction with Otonabee South Monaghan Township and
Fred Nelson & Sons, operated a licensed landfill site in the Township
Commitments Made on lands owned by Fred Nelson from the early 1970s to mid 1980s.
Environmental legislation under the Environmental Protection Act,
Originally there was a tri-party agreement between the City, the requires on-going monitoring for all landfills registered in Ontario to
Township of Otonabee South Monaghan and Fred Nelson & Sons, ensure there are no risks to human health or the environment as a
that established an annual budget commitment to monitor the result of landfill operations.
closed landfill. However, there is presently no formal agreement
related to monitoring or other work at the Nelson Closed Landfill. Elevated contamination (PCBs) results have been obtained at the
former landfill. Additional sampling occurred in 2017 and remedial
Effects on Future Operating Budgets measures will be defined during negotiations with the Ministry of the
Environment and Climate Change (MOECC). However, without a new
Results from the 2014 monitoring program revealed the cost sharing agreement in place, no further work on this project is
requirements for significant remedial action measures to be carried anticipated.
out on the site to bring the former landfill back into compliance with
current Environmental legislation. Estimates range from As negotiations continue with the stakeholders and the MOECC, there
$1,000,000 to $3,000,000. Additional operating funds are likely may be a need to increase the Citys share of funds depending on
and will be better defined as the results of new monitoring becomes findings of annual results and the framework of the new agreement.
available.
None.
- 198 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Nelson Landfill Monitoring Program
Project # 5-9.06
Expenditures
Contractual Services 2,237.0 1,537.0 350.0 350.0
Direct Revenue
Other Mun-grants & fees 713.3 480.0 116.7 116.7
Recoveries 710.8 477.5 116.7 116.7
Total Direct Revenue 1,424.2 957.5 233.3 233.3
Reserves
Capital Levy 766.3 533.0 116.7 116.7
- 199 -
2018 2019 2020 2021 & After

Utility Services
Waste Management
Peterborough Landfill
Site 5-10.01 17,864.5 8,029.0 1,510.5 755.3 755.3 755.3 1,565.0 782.5 4,500.0 2,250.0 2,260.0 1,130.0
Construction and
Transfer of Leaf and 5-10.02 4,000.0 1,000.0 1,500.0 1,500.0 1,500.0 1,500.0 1,500.0
Yard Compost Facility
Total 21,864.5 9,029.0 3,010.5 755.3 2,255.3 1,500.0 755.3 3,065.0 2,282.5 4,500.0 2,250.0 2,260.0 1,130.0
- 200 -
Division: Waste Mgmt - Waste Management
Peterborough County/City Waste Management Facility The South Fill Area reached capacity in 2012. The cell was capped
and closed as per the SFA closure plan which included seeding and
Commitments Made landscaping to a natural state.
The City and County entered into an agreement on July 1, 2002, to Cell 2 of the North Fill Area is expected to be capped sometime in
jointly own and operate the Peterborough Waste Management 2018 with Cell 3 continuing to receive waste for approximately five
Facility and share all costs and revenues on a 50-50 basis. more years.
Effects on Future Operating Budgets 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
The operating budget includes a Landfill Operations activity that landfill. These objects are available to anybody wishing to take them
captures ongoing operating costs associated with the site and away.
tipping fee revenues all of which are cost shared 50-50 with the
County. The following 2018 Capital Projects are proposed:
The waste disposal capacity and annual fill rates are based on best - Final Cover for Cell 2
estimates and will be refined annually. - Haul Soil off-site
- 201 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Waste Mgmt - Waste Management
Project Description Peterborough Landfill Site
Project # 5-10.01
Expenditures
Contractual Services 17,864.5 8,029.0 1,510.5 1,565.0 4,500.0 240.0 475.0 95.0 1,450.0
Direct Revenue
Other Mun-grants & fees 8,932.3 4,014.5 755.3 782.5 2,250.0 120.0 237.5 47.5 725.0
Total Direct Revenue 8,932.3 4,014.5 755.3 782.5 237.5 47.5 725.0
2,250.0 120.0
Net Requirements 8,932.3 4,014.5 755.3 782.5 2,250.0 120.0 237.5 47.5 725.0
Reserves
- Waste Management Reserve Fu 8,932.3 4,014.5 755.3 782.5 2,250.0 120.0 237.5 47.5 725.0
Total Reserves 8,932.3 4,014.5 755.3 782.5 237.5 47.5 725.0
2,250.0 120.0
- 202 -
Division: Waste Mgmt - Waste Management
Construction and Transfer of Leaf and Yard Compost Facility The existing compost site at Harper Road is required by the MOECC
to cease receiving new material as of January 1, 2019. Accordingly,
Commitments Made studies have been undertaken to find, design and get approval for a
new compost site.
The Environmental Compliance Approval (No. A340106) for the
existing Harper Road Compost Site, requires that receipt of The new site is proposed to be within the lands of the County/City
organic waste at the Harper Site cease once a new leaf and yard Waste Management Facility on Bensfort Road. Studies have been
waste composting site has been approved and constructed at completed, and applications made to both the Township of
Bensfort Road Landfill. Application to the Ministry of Environment Otonabee-South Monaghan (for zoning and land-use changes) and the
and Climate Change (MOECC) has been made to allow a new leaf MOECC (to amend the Certificate of Approval for the landfill to allow
and yard compost facility at the landfill. for outdoor windrow composting). The City awaits approvals before
proceeding with a Request for Tenders for the construction of the
Effects on Future Operating Budgets composting facility. It is anticipated that construction will occur in 2018.
The new compost site will incorporate updated Provincial Compost Accessibility Considerations
Standards. These standards involve a higher level of sampling and
monitoring with the resultant increase in operating costs. Not applicable. There will be no public access to the new compost site.
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.
- 203 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Waste Mgmt - Waste Management
Project Description Construction and Transfer of Leaf and Yard Compost

Facility
Project # 5-10.02
Expenditures
Debentures
Deb Revenue - WMRF 3,000.0 1,500.0 1,500.0
Reserves
- Waste Management Reserve Fu 1,000.0 1,000.0
- 204 -
2018 2019 2020 2021 & After

Utility Services
Transit
Phase 2 - Transit ITS

Program 5-11.01 1,350.0 650.0 650.0 650.0 700.0 700.0
Downtown
Transportation Hub and 5-11.02 50,750.0 200.0 200.0 100.0 50.0 50.0 50,550.0 50,550.0
Route Review
Accessible Transit Stops
5-11.03 307.4 57.9 57.9 57.9 59.6 59.6 61.4 61.4 128.5 128.5
Transit Stop Shelters

5-11.04 234.2 45.0 45.0 30.0 15.0 45.9 45.9 46.8 46.8 96.5 96.5
Transit Buses
5-11.05 600.0 600.0 600.0
Transit Supervision and

Customer Service 5-11.06 92.5 45.0 45.0 47.5 47.5
Vehicle
Transit Garage
Replacement Site 5-11.07 10,612.5 900.0 9,712.5 9,712.5
Selection Study
Total 63,946.6 900.0 952.9 952.9 187.9 65.0 700.0 1,450.5 1,450.5 9,820.7 9,820.7 50,822.5 50,822.5
- 205 -
Division: Transportation - Transit
Phase 2 - Transit ITS Program Phase 2 of the Transit ITS program will build upon the technology
platform developed in Phase 1, and add additional Intelligent
Commitments Made Transportation infrastructure to the transit fleet. This will include interior
and exterior cameras and exterior collision warning sensors to warn
drivers of hazards that may not be visible or hidden in blind spots.
Many transit fleets across Canada have invested in interior/exterior
Introduction of cameras and additional collision warning devices on cameras on their buses and have noticed a significant reduction in
the Transit fleet will significantly reduce costs associated with costs associated with claims, and in passenger/passenger or
accidents and claims. Some increase in annual software licensing passenger/driver incidents.
costs and replacement of ITS components would occur annually.
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, cross walks, and busy
turning movements contribute to higher collision risks.
Cameras and collision avoidance technology would be installed on

conventional and specialized transit vehicles.
- 206 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Transportation - Transit
Project Description Phase 2 - Transit ITS Program
Project # 5-11.01
Expenditures
Reserves
- Transit Reserve 850.0 650.0 200.0
- 207 -
Downtown Transportation Hub and Route Review The Downtown Public Transit Terminal is integrated into the ground
floor of the Simcoe Street Parking Garage. A major upgrade to the
Commitments Made customer service and office areas at the Transit Terminal and repairs
to the Parkade were completed in 2016 to extend the life of the
The approved 2012 Public Transit Operations Review (Reports existing structure. Various structural reviews have recommended $3-4
USDIR12-016 and USDIR12-019) recognized the current required million in additional rehabilitation work in three to five years for the
renovation needs for the Transit Terminal and recommended parking structure and culvert under the building.
construction of a new downtown terminal with a modern
flow-through design in the longer term. The review also The 2018 budget request for $200,000 will fund a two part study. Part
recommended a number of route revisions that, to date, have not one will examine potential changes to transit routes across the city to
been implemented. better serve customers, increase ridership, and position the City to
serve new growth areas. The transit route structure will be reviewed to
Effects on Future Operating Budgets determine the potential benefits of moving to a distributed hub route
system as opposed to a central hub where all routes start and end. A
A new terminal will probably be larger than the existing so distributed hub system may significantly reduce the required footprint
maintenance and utility costs could increase, but a better flow of and costs for a new downtown terminal. Part two of the study will
bus traffic would reduce operational costs. initiate the longer term planning to develop a conceptual design, cost
estimate, and implementation strategy for the ultimate replacement of
Changes to existing transit routes may result in reduced operating the downtown transit terminal building to better define future budget
costs through reduced operating expenses. Expansion of routes to requirements. The budget requests shown starting in the year 2022 are
serve new growth areas may increase operating costs. as recommended in the 2012 Transit Operations Review. Longer term
funding requirements will be updated as part of this study.
The conceptual design will include accessibility requirements for

interior spaces and platform areas for customers and staff.
- 208 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Downtown Transportation Hub and Route Review
Project # 5-11.02
Expenditures

Debentures
Development Charges
DCRF Parking 5,264.2 5,264.2
DCRF Transit 3,717.5 50.0 3,667.5
Reserves
- Transit Reserve 50.0 50.0
Capital Levy 842.0 100.0 742.0
- 209 -
Accessible Transit Stops This project continues the annual program to reconstruct public transit
stops to be fully accessible and compliant with AODA Integrated and
Commitments Made Built Environment standards. The conventional transit system is
currently supported by over 620 public transit stops, many of which are
not accessible to people with disabilities. Although progress has been
Effects on Future Operating Budgets made to achieve a fully accessible transit fleet in 2017, many transit
stops continue to offer barriers such as full height curbs, steps, and
Increased maintenance costs including winter control. grass boulevards that make the stop not accessible to passengers
using mobility devices. In 2017, up to 130 transit stops were upgraded
to be fully accessible as part of the Public Transit Infrastructure Funding
received. After the 2017 upgrades, it is estimated that 65% of the 620
transit stops in the city are fully accessible, with approximately 220
requiring additional work. Requested funding will allow ten stops to
upgraded with concrete pads and sidewalk connections each year.
- 210 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Accessible Transit Stops
Project # 5-11.03
Expenditures

Capital Levy 307.4 57.9 59.6 65.2
61.4 63.3
- 211 -
Transit Stops and Shelter This program continues the transit stop upgrade program initiated in
2017 as part of the Public Transit Infrastructure Funding received from
Commitments Made the federal government, with an annual program to upgrade existing
transit stops and install new transit shelters where required.
Effects on Future Operating Budgets The program consists of construction of concrete pads and new
shelters (comprised of a mix of 4x8', 4x12' and 8x12' transit shelters) to
Maintenance costs average approximately $1,000 per year per accommodate various levels of passenger demand. Shelters are glass
shelter. design with doomed roof complete with interior seating benches and
some have solar lighting.
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.
- 212 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Transit Stop Shelters
Project # 5-11.04
Expenditures

Development Charges
DCRF Transit 78.1 15.0 15.3 15.6 16.0 16.2
Total Development Charges 78.1 15.0 15.3 16.2
15.6 16.0
Capital Levy 156.2 30.0 30.6 32.5

31.2 31.8
- 213 -
Transit Buses At the end of 2016, the City had a fleet of 56 conventional transit
buses. In 2017,five replacement buses were received which replaced
Commitments Made the last five high floor buses. In 2017, four 1998 buses were also
retired as they were costing too much to maintain as spares and they
The conventional transit fleet replacement and expansion program were taking up badly needed space in the garage and Public Works
was updated as part of the approved 2012 Public Transit Yard. As a result of these changes, the current conventional transit fleet
Operations Review (Report USDIR12-016 and USDIR12-019). has 52 buses as of December 2017. As of December 2017, the
average fleet age is 6.7 years and 100% of the fleet is fully accessible.
The 2012 Transit Operations Review recommended acquisition of 15
Reduction in maintenance costs, fuel savings, and reduction in buses between 2013 and 2015 to reduce the average age of the fleet
Greenhouse Gas Emissions from the transit vehicle fleet. and ensure that 100% of transit buses are accessible. Since 2012, 22
low-entry fully accessible buses have been purchased; fifteen for
vehicle replacement and seven for service expansion, completing the
original replacement program. There is no 2018 request.
Transit fleet purchases are partially funded from the Transit Fleet
Reserve, the Federal Gas Tax Program, and Development Charges.
All new bus purchases are fully accessible.
- 214 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Transit Buses
Project # 5-11.05
Expenditures
Reserves
- 215 -
Transit Supervision and Customer Service Vehicle Peterborough Transit has two light duty vehicles for use by transit
supervisory staff to support day-to-day operations including monitoring
Commitments Made transit service delivery and responding to on-site incidents requiring
investigations. The use of City owned vehicles reduces the cost of
personal vehicle use. The replacement of the 2010 Chevrolet Equinox
Effects on Future Operating Budgets was deferred in 2017 and since the vehicle is still in good shape,
replacement should be scheduled for 2019.
Reduced maintenance costs for a newer vehicle.
- 216 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Transit Supervision and Customer Service Vehicle
Project # 5-11.06
Expenditures

Capital Levy 92.5 45.0 47.5
- 217 -
Transit Garage Replacement Site Selection Study The current Transit Garage at the Townsend Street yard is only
capable of storing 42 buses inside. With a Conventional fleet of 52
Commitments Made buses at the end of 2017, 10 buses, plus the entire fleet of 11
handi-vans, require outside overnight parking.
The 2012 Transit Review identified the substandard garage and
impacts on the efficiency of vehicle maintenance activities. Outdoor storage of numerous vehicles also means that vehicles cannot
be properly washed and cleaned at the end of the day to ensure that
In Report PLPD14-018, Council approved the purchase and interior surfaces and the advanced accessibility features (kneeling
redevelopment of the 791 Webber Avenue property for a new buses, accessible ramps) do not freeze up during the winter. The
Public Works Yard. The size of this yard is not large enough to inability to properly service and maintain buses reduces the life
incorporate a new bus storage facility, yet all major bus expectancy of the asset and increases longer term maintenance costs.
maintenance activities will occur at this new location.
With the introduction of the Public Transit Infrastructure Fund in the
Effects on Future Operating Budgets 2016 budget, approximately $5.4 million in new federal funding is
expected to be available to the City in the 2017/2018 fiscal years. The
Improve efficiency of maintenance, reduce long term maintenance federal funding program requires 50% matching contribution from
costs, reduce staff time to shuttle buses from the Townsend Street municipalities. Funds in 2017 were used to undertake a Transit garage
yard to Public Works yard at Webber Avenue. relocation study, complete design work for the selected location and
secure necessary approvals. This would result in a "shovel ready"
project that may be eligible for future infrastructure funding programs.
Interior spaces in the building will be fully accessible.
- 218 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Transit Garage Replacement Site Selection Study
Project # 5-11.07
Expenditures
Direct Revenue

Debentures
Development Charges
Reserves
Capital Levy
- 219 -
2018 2019 2020 2021 & After

Utility Services
Parking
Parking Equipment
Purchases 5-12.01 398.2 76.5 76.5 76.5 78.0 78.0 79.6 79.6 164.1 164.1
Simcoe Street Parking

Garage Rehabilitation 5-12.02 2,850.0 350.0 500.0 500.0 2,000.0 2,000.0
Total 3,248.2 350.0 76.5 76.5 76.5 578.0 578.0 2,079.6 2,079.6 164.1 164.1
- 220 -
Division: Transportation - Parking
Parking Equipment Purchases This is an ongoing program to purchase and install new updated
parking control equipment for all areas under the purview of the
Commitments Made Parking Section including the Simcoe and King Street Parking
Garages, various surface lots, and on-street parking spaces.
Effects on Future Operating Budgets In past years, items purchased through this program have included:
pay and display machines for surface lots and on-street parking
Lower maintenance costs at off-street and on-street locations. spaces; kiosks, gate arms and cash/logic revenue systems at
garages; handheld ticketing devices; etc.
In 2018, it is anticipated the funds will be used to purchase additional

pay and display machines for the downtown area; as well as other
technology upgrades to implement real time parking management
applications in the garages.
- 221 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Transportation - Parking
Project Description Parking Equipment Purchases
Project # 5-12.01
Expenditures

Reserves
- Parking Reserve 398.2 76.5 78.0 79.6 81.2 82.9
Total Reserves 398.2 76.5 78.0 82.9
79.6 81.2
Capital Levy
- 222 -
Division: Transportation - Parking
Simcoe Street Parking Garage Rehabilitation The Simcoe Street Parkade was constructed in 1974 and is a 4-1/2
storey split-level, above grade, stand-alone parking structure with 3-1/2
Commitments Made split-level suspended slabs and one slab-on-grade level. The 2013
structural review indicated that the structural precast concrete elements
In 2013, a structural review of the Simcoe Street Parking Garage are generally in fair condition but are exhibiting signs of localized
was conducted with the results indicating structural and mechanical corrosion-related deterioration resulting from moisture and chloride
repairs would be required in 2013 with a subsequent phase of infiltration.
rehabilitation required in 2015. Tender T-27-15 was awarded by
Council (Report CPPS15-029) in June 2015, for rehabilitation of Since the time of original construction in 1974, the parking structure
the King and Simcoe Street Parking Garages. The first phase of has undergone one major rehabilitation program completed over three
repairs at the Simcoe Street Garage were completed in 2016. years (2002-2005). The total cost for these repairs was $3.175 million.
Rehabilitation work in 2016 was completed at a cost of $790,000 plus
Effects on Future Operating Budgets taxes.
Lower maintenance costs and improved service to the public. During the longer term (2019/20), an additional $2.5 million in work
was identified in the 2013 review.
A life cycle study was completed in 2017 to assess the benefits and
costs of added repairs compared to construction of a new structure.
- 223 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Transportation - Parking
Project Description Simcoe Street Parking Garage Rehabilitation
Project # 5-12.02
Expenditures

Debentures
Deb Rev - User Charges 350.0 350.0
Total Debenture Financing 2,850.0 350.0 500.0 2,000.0
- 224 -
2018 2019 2020 2021 & After

Utility Services
Traffic and Transportation
Traffic Signal Controller

Replacement Program 5-13.01 2,910.8 450.0 450.0 183.0 267.0 463.5 463.5 477.4 477.4 1,519.9 1,519.9
Traffic Signal
Infrastructure 5-13.02 2,670.6 107.7 150.0 150.0 150.0 154.5 154.5 159.1 159.1 2,099.3 2,099.3
Intersection Pedestrian
Safety Enhancements 5-13.03 646.8 100.0 100.0 100.0 103.0 103.0 106.1 106.1 337.7 337.7
Traffic Signal
Uninterrupted Power 5-13.04 485.1 75.0 75.0 75.0 77.3 77.3 79.6 79.6 253.3 253.3
Supply Equipment
Traffic Improvements
5-13.05 345.6 65.1 65.1 65.1 67.0 67.0 69.1 69.1 144.4 144.4
Total 7,059.0 107.7 840.1 840.1 423.1 417.0 865.3 865.3 891.3 891.3 4,354.7 4,354.7
- 225 -
Division: Transportation - Traffic and Transportation
Traffic Signal Controller Replacement Program This multi-year program is to replace the City's aging on-street traffic
signal controller equipment. The City operates and maintains 130
Commitments Made signalized intersections across the city, of which 25% are in excess of
fourteen years old and have reached the end of their service life. Of the
remaining 98 traffic signal controllers, approximately 80 controllers are
Effects on Future Operating Budgets between 8 and 14 years old. The average expected service life of
traffic signal controller equipment is 14 years. By the end of this
The implementation of new traffic signal controllers will reduce six-year replacement program the oldest traffic signal controller will be
increasing maintenance costs funded through operating budgets. seven years old or less.
The new the traffic signal controllers will offer enhanced traffic control
and network features providing greater flexibility and functionality.
For future years, it is recommended that $450,000, indexed each year

by 3%, be allocated for the Traffic Signal Replacement Program.
- 226 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Transportation - Traffic and Transportation
Project Description Traffic Signal Controller Replacement Program
Project # 5-13.01
Expenditures
Contractual Services 2,910.8 450.0 463.5 477.4 491.7 506.5 521.7
Net Requirements 2,910.8 450.0 463.5 477.4 491.7 506.5 521.7

Reserves
- Traffic Signal Reserve 267.0 267.0
Capital Levy 2,643.8 183.0 463.5 506.5 521.7

477.4 491.7
- 227 -
Traffic Signal Infrastructure Improvements Initiated in 2005, this is a multi-year program to replace deteriorating
traffic signal equipment to meet minimum standards and control
Commitments Made increasing maintenance costs.
The condition of existing traffic signal infrastructure, primarily in the

Effects on Future Operating Budgets older areas of the city, is poor. This program includes the replacement
of poles, signal heads, pedestrian push buttons, detection equipment
Each improvement made to the existing traffic signal infrastructure and mast arms.
will reduce future maintenance costs.
Each year intersections are identified for improvement, based on
condition ratings and work programs, as funding permits. There are
currently 128 traffic signals city-wide (twelve are Intersection
Pedestrian Signals). Through new and road reconstruction programs,
three additional signalized intersections will be added to the inventory
in 2017. For future years, it is recommended that $107,700, 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. The
City is proposing to fund the installation of audible pedestrian signals
at one location in 2017. This location will be determined jointly by City
staff and members of the Accessibility Advisory Committee.
- 228 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Traffic Signal Infrastructure
Project # 5-13.02
Expenditures
Contractual Services 2,670.6 2,670.6 107.7 150.0 154.5 159.1 163.9 168.8 923.2 843.4
Net Requirements 2,670.6 107.7 150.0 154.5 159.1 163.9 168.8 923.2 843.4
Reserves
- Traffic Signal Reserve 2,670.6 2,670.6 107.7 150.0 154.5 159.1 163.9 168.8 923.2 843.4
Total Reserves 2,670.6 107.7 150.0 154.5 168.8 923.2 843.4
159.1 163.9
- 229 -
Intersection Pedestrian Safety Enhancements and Ladder This multi-year program will enhance pedestrian safety at signalized
Crosswalks intersections, through supplementing the traditional pedestrian signals
with countdown pedestrian signals and upgrading existing pavement
A project to promote pedestrian safety by improving existing markings, to enhanced ladder crosswalk pavement markings at busy
crosswalks at signalized intersections through the implementation intersections across the city.
of ladder pavement markings and countdown pedestrian signals.
Each year intersections will be identified, based on pedestrian
Commitments Made volumes and work programs, and will be set as funding permits. The
focus in 2018 will be to upgrade pedestrian crossings at intersections
in the downtown core.
Increase in future operating budgets to maintain the added traffic by 3%, be allocated for Intersection Pedestrian Safety Enhancements.
signal and pavement marking infrastructure.
This project will benefit people of all abilities by enhancing pedestrian

visibility at signalized intersections.
- 230 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Intersection Pedestrian Safety Enhancements
Project # 5-13.03
Expenditures

Capital Levy 646.8 100.0 103.0 112.6 115.9
106.1 109.3
- 231 -
Traffic Signal Uninterrupted Power Supply Equipment This multi-year program is to upgrade existing signalized intersections
by adding uninterrupted power supply equipment (back up power
Commitments Made supply) to allow traffic signals to continue to operate during power
outages. Each year intersections will be identified, based on
pedestrian and vehicle volumes and work programs, and will be set as
Effects on Future Operating Budgets funding permits. The focus in 2018 will be for intersections in the
arterial road network. This type of device reduces the risk of both
This project reduces the cost of providing paid duty officers to vehicle-vehicle and vehicle-pedestrian collisions during power
direct traffic during planned outages. 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.
- 232 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Traffic Signal Uninterrupted Power Supply Equipment
Project # 5-13.04
Expenditures

Capital Levy 485.1 75.0 77.3 84.4 86.9
79.6 82.0
- 233 -
Traffic Improvements Continuation of the traffic improvements program implementing various

projects that emerge throughout the year via requests from the public,
Commitments Made City Council and staff.
Improvements include projects such as the installation of pedestrian

Effects on Future Operating Budgets intersection signals, flashing beacons, turn lanes, channelization and
traffic islands. Throughout each year, priorities and projects are
Potential for reduced risk in roadway operation. advanced and reported to Council.

by 3% as an estimate for construction cost increases, be allocated for
traffic improvements.
Accessibility improvements will be included where applicable (i.e

pedestrian intersection signals).
- 234 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Traffic Improvements
Project # 5-13.05
Expenditures

Capital Levy 345.6 65.1 67.0 73.3
69.1 71.1
- 235 -
2018 2019 2020 2021 & After

Utility Services
Demand Management
King Street Cycling

Project 5-14.01 900.0 150.0 150.0 750.0
Total 900.0 150.0 150.0 750.0
- 236 -
Division: Transportation - Demand Management
King Street Cycling Project King Street was recommended in the 2012 Comprehensive
Transportation Plan to have cycling infrastructure, along with Charlotte
Commitments Made Street. The approved concept design for Charlotte Street maintains
on-street parking and protected cycling facilities cannot be
Report USDIR17-004, Streetscape and Public Realm for Charlotte accommodated, therefore providing protected cycling infrastructure on
Street from Aylmer Street to Park Street, recommended that this King Street is a priority. The cycling infrastructure options will be
project be a priority. explored and a concept design prepared in 2018 with implementation
planned for 2019.
Additional maintenance costs will be associated with new cycling
infrastructure such as winter maintenance, pavement marking, sign Opportunities to incorporate accessibility improvements will be
maintenance, etc. considered during concept and detailed design.
- 237 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Transportation - Demand Management
Project Description King Street Cycling Project
Project # 5-14.01
Expenditures
Direct Revenue
Casino Gaming Reserve 900.0 150.0 750.0
Capital Levy
- 238 -
2018 2019 2020 2021 & After

Utility Services
Demand Management
Transportation Demand
Management (TDM) 5-14.02 1,082.6 33.8 34.5 34.5 34.5 35.2 35.2 35.9 35.9 943.3 943.3
Projects
Cycling Network Update
5-14.03 300.0 300.0 300.0
Total 1,382.6 33.8 34.5 34.5 34.5 335.2 335.2 35.9 35.9 943.3 943.3
- 239 -
Transportation Demand Management (TDM) Projects - A multi-year The Transportation Plan outlines various TDM measures. These
program to implement infrastructure related to TDM initiatives measures include travel management programs, which require
infrastructure-related strategies to encourage and facilitate reduced
Commitments Made single occupancy vehicle trips. TDM measures reduce reliance on
more costly approaches to provision of transportation services and
The 2012 Transportation Plan is a blueprint for the City's provide more efficient, equitable, low cost and sustainable
transportation system. The Plan contains many recommendations transportation options.
which require varying levels of added study to be implemented.
2018 projects may include:
A number of these projects and initiatives are in the area of
Transportation Demand Management, formulating strategies to 1) Studies related to implementation of the Cycling Network in the
improve travel in the city including public transit, cycling and Transportation Plan; and
walking. This capital program will fund other planning and 2) Provision of additional public bicycle parking.
operations activities, as recommended within the Transportation
Plan, to ensure that the Plan remains a dynamic document and with
actions for continuous improvement.
- 240 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Transportation Demand Management (TDM) Projects
Project # 5-14.02
Expenditures
Contractual Services 1,082.6 33.8 34.5 35.2 35.9 36.6 37.3 198.1 671.3
Net Requirements 1,082.6 33.8 34.5 35.2 35.9 36.6 37.3 198.1 671.3
Capital Levy 1,082.6 33.8 34.5 35.2 37.3 198.1 671.3
35.9 36.6
- 241 -
Cycling Network Update The update to the Cycling Network, recommended in the 2012
Comprehensive Transportation Plan, will review and update the
Commitments Made preferred long term cycling network for the City, including the
development of design concepts for capital projects planned for
Council, at its meeting of June 26, 2017 in considering Report implementation in the short term.
USTR17-015, recommended that staff update the Cycling Network
shown in the 2012 Comprehensive Transportation Plan in the work The Cycling Network update will:
program and budget. provide input to the Official Plan Review (updating Schedule B)
review opportunities to connect with the planned Parks Canada
Effects on Future Operating Budgets Trail projects
include the surplus railway lands that have been recently purchased
Expanded cycling network will increase future maintenance costs. include connections to new developments not envisioned when the
Cycling Network was last updated, such as the Trent Research and
Innovation Park, Lily Lake Area, Liftlock Planning Area, and
Coldsprings Planning Area.
A multi-disciplinary team including consultant resources, City staff, and

stakeholder groups such as GreenUP, and Peterborough Bicycle
Advisory Committee (PBAC) will develop the Cycling Network Update.
No funds have been requested in 2018 because of overall Capital

Budget constraints.
The plan will identify best practices in incorporating accessibility

considerations into future project designs.
- 242 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Cycling Network Update
Project # 5-14.03
Expenditures
- 243 -
2018 2019 2020 2021 & After

Utility Services
Flood Reduction Master Plan Projects
Curtis Creek - Tivey St

Outlet Improvements 5-15.01 4,315.0 4,315.0 1,500.0 2,815.0 2,815.0
Bethune St Diversion
City Funded 5-15.02 16,188.5 2,215.8 2,100.0 2,100.0 500.0 800.0 800.0 3,532.7 3,532.7 1,700.0 1,700.0 6,640.0 6,640.0
Curtis Creek - Euclid Ave

Culvert Replacement 5-15.03 1,350.0 1,350.0 675.0 675.0 675.0
Brookdale Watershed
Improvements 5-15.04 31,537.5 487.5 487.5 487.5 31,050.0 31,050.0
North-East Jackson
Watershed 5-15.05 7,250.0 400.0 400.0 400.0 700.0 700.0 700.0 700.0 5,450.0 5,450.0
Improvements
Charlotte St Upgrades -
SE Jackson 100 yr pipe 5-15.06 900.0 900.0 900.0
South-East Jackson
Watershed Upgrades 5-15.07 76,700.0 76,700.0 76,700.0
Byersville Watershed
Improvements 5-15.08 40,820.0 40,820.0 40,820.0
Curtis Creek Watershed

Improvements 5-15.09 26,830.0 26,830.0 26,830.0
Meade Watershed
Improvements 5-15.10 9,390.0 9,390.0 9,390.0
Riverview Watershed
Improvements 5-15.11 9,260.0 9,260.0 9,260.0
Thompson Watershed
Improvements 5-15.12 4,380.0 4,380.0 4,380.0
Byersville - Clonsilla
Parkway Storm Basin 5-15.13 3,000.0 3,000.0 3,000.0
- 244 -
2018 2019 2020 2021 & After

South-West Jackson
Watershed 5-15.14 490.0 490.0 490.0
Improvements
North-West Jackson
Watershed 5-15.15 90.0 90.0 90.0
Improvements
Total 232,501.0 2,215.8 8,652.5 2,175.0 6,477.5 500.0 800.0 5,177.5 5,132.7 5,132.7 2,400.0 2,400.0 214,100.0 214,100.0
- 245 -
Division: Engineering - Flood Reduction Master Plan Projects
Curtis Creek - Tivey Street Outlet Improvements Flooding along Curtis Creek is due to the system receiving more water
than can be contained within the channel corridor and conveyed
Commitments Made through bridges and culverts. Flood damages can, therefore, be
reduced by increasing the capacity of the system. Culverts at
This project is identified in the Curtis Creek Flood Reduction Tivey/Rogers Street need to be upgraded to prevent the resulting
Master Plan. The City has applied for Federal funding to aid in the flooding of the properties south of the current outlet pipe.
project costs.
During the preliminary sizing of the replacement culverts, it was found
Effects on Future Operating Budgets that it was necessary to size the culverts to pass the regional flow
event, without overtopping of the roadway, in order to prevent flooding
of houses on the upstream side of the roadway. Therefore, there is no
flow anticipated over the urban road crossings in the culvert
replacement scenarios. The number and size of culverts required to
safely convey the regional flow at each road crossing in the urban area
without flooding upstream houses as providing in the Flood Reduction
Master Plan Environmental Assessment is two 3x1.5m box structures
from Rogers Street to the river.
Following the culvert works proposed, the City will begin to program
the Curtis Creek stream channel rehabilitation between Rogers Street
and Armour Road. The culvert work proposed along Tivey Street is a
prerequisite to any riverine channel works upstream and further flood
reduction projects along Rogers Street.
This project has applied for federal funding aid up to a maximum of

$1.5 million.
- 246 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Engineering - Flood Reduction Master Plan Projects
Project Description Curtis Creek - Tivey St Outlet Improvements
Project # 5-15.01
Expenditures
Direct Revenue
Revenue-Canada Grant 1,500.0 1,500.0

Reserves
FRMP Reserve Sew Sur 2,815.0 2,815.0
Capital Levy
- 247 -
Bethune Street Diversion - City Funded This project is the City portion of the overall project. The total project is
approximately $25 million and funding is shared 1/3 between the
Commitments Made federal Government, the provincial government and the City. Works
ineligible for the shared funding such as overhead, land acquisition,
Council, at its meeting of September 8, 2015 in considering Report enhanced pedestrian/cycle facilities, etc., are covered under this
CPFS15-044, authorized the signing of the Small Communities project.
Fund contribution agreement for the receipt of grant funding from
the federal and provincial governments and the combining of the The project improves the road condition along an arterial street and
Jackson Creek Flow Diversion, Bethune Street - Dalhousie Street recognizes that the CNR removed its tracks from the street in 1990
to Dublin Street and Bethune Trunk Sewer individual projects into and that a formal rehabilitation is required. The 11m width provides for
one project renamed the Bethune Street Project. two traffic lanes and one parking lane. A bike lane requirement is
noted in the 2011 Transportation Master Plan.
In conjunction with the road works, the existing Bethune Street sanitary
Increased infrastructure will increase maintenance costs. In trunk sewer identified in the Area Specific DC Bylaw, will be upgraded
particular this project may result in a long bridge structure under the and Jackson Creek Diversion flood reduction measures, approved by
definition of a bridge. It will require biennial inspections in keeping Council in 2014, will be undertaken. The Central Area Master Plan also
with our OSIM Bridge Inspection Program. calls for a walking/cycling network connecting the Trans Canada Trail
with Crawford Trail.
Due to the magnitude of the project, it is expected that construction will

occur over multiple years.
This project is currently identified in the Citywide Development

Charges By-law as a road project. Future years' funding requests will
be required for potential cleanup of the old rail bed.
- 248 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Bethune St Diversion City Funded
Project # 5-15.02
Expenditures
Net Requirements 16,188.5 2,215.8 2,100.0 3,532.7 1,700.0 2,480.0 1,500.0 2,660.0
Debentures
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
Reserves
FRMP Reserve Capital Levy 2,826.0 1,713.3 800.0 312.7
Total Reserves 3,328.5 2,215.8 800.0 312.7
Capital Levy 12,060.0 500.0 3,220.0 1,500.0 2,660.0

1,700.0 2,480.0
- 249 -
Curtis Creek - Euclid Avenue Culvert Replacement The Euclid Avenue Culvert Replacement project is a priority project in
a series of recommended improvements which would mitigate flood
Commitments Made damage within the Curtis Creek watershed. The project would mitigate
flood damage upstream of the improvement, which is an urbanized
This project is identified in the Curtis Creek Flood Reduction area.
Master Plan. The City has applied for federal funding to aid in the
project costs. It has been determined that, the necessary size of the culverts should
accommodate a regional flow event without overtopping of the
Effects on Future Operating Budgets roadway in order to prevent flooding of houses on the upstream side of
the roadway. Therefore, there is no flow anticipated over the urban
road crossings in the culvert replacement scenarios. The number and
size of culverts required, to safely convey the regional flow at each road
crossing in the urban area without flooding upstream houses as
provided in the Flood Reduction Master Plan Environmental
Assessment, is two 3x1.5m box structures at the Euclid Street/Curtis
Creek crossing.
This project has been applied for federal funding aid up to a maximum
of $675,000.
- 250 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Curtis Creek - Euclid Ave Culvert Replacement
Project # 5-15.03
Expenditures
Direct Revenue

Reserves
Capital Levy
- 251 -
Brookdale Watershed Improvements The funding requested for 2018 is required for the completion of works
to Brookdale Channel upstream of McDonnel Street.
Commitments Made The following projects are planned in the later stages of the ten year
capital forecast:
The Jackson Creek Flood Reduction Master Plan was approved by Barnardo Avenue, 100 year pipe; Bellevue Street; Bennet Street, 100
Council on April 12, 2010, through Report USEC10-007. year pipe; Brookdale Crescent / Chesterfield Avenue; Chemong Road
/ Old Towerhill Road; Chemong Road / Towerhill Road; Chemong
Report USEC14-006 entitled Flood Reduction Watershed EA Road West; Donegal Street / Wolsley Street; Gilchrist Street;
Capital Projects Update adopted by Council on April 7, 2014, Greenlawn Avenue; Highland Road, regrade private property; Park
prioritized the watershed capital projects. Street / Dublin Street, sewer upgrade; Parkhill Road, 100 year pipe;
Stormont Street / Glengarry Avenue; Sunset Boulevard, regrading
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.
- 252 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Brookdale Watershed Improvements
Project # 5-15.04
Expenditures

Reserves
FRMP Reserve Capital Levy 31,537.5 487.5 30.0 31,020.0
Total Reserves 31,537.5 487.5 30.0 31,020.0
- 253 -
North-East Jackson Watershed Improvements The immediate needs for this project will be the Simcoe Street 100
year pipe from the Otonabee River to George Street. The following
Commitments Made needs will be completed subsequent to this;
The Jackson Creek Flood Reduction Master Plan was approved by - Construction of a relief storm sewer parallel to the existing sewer from
Council on April 12, 2010, through Report USEC10-007. Hilliard Street along Phillip Street, McClennan Street, Gilbert Street,
Elizabeth Avenue and Nicholls Street; and
Report USEC14-006 entitled Flood Reduction Watershed EA
Capital Projects Update adopted by Council on April 7, 2014, - Up sizing the existing pipe to 100 year capacity from Nicholls Street
prioritized the watershed capital projects. and Dumble Avenue and along Parkhill Road and Water Street.
An increase in future operating budgets, due to increased sewer

size and quantity, is anticipated.
- 254 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description North-East Jackson Watershed Improvements
Project # 5-15.05
Expenditures
Contractual Services 7,250.0 400.0 700.0 700.0 1,900.0 1,000.0 190.0 2,360.0
Net Requirements 7,250.0 400.0 700.0 700.0 1,900.0 1,000.0 190.0 2,360.0
Reserves
FRMP Reserve Capital Levy 7,250.0 400.0 700.0 700.0 1,900.0 1,000.0 190.0 2,360.0
Total Reserves 7,250.0 400.0 700.0 1,000.0 190.0 2,360.0
700.0 1,900.0
- 255 -
Charlotte Street Upgrades - SE Jackson 100 year pipe This project upgrade will include the Charlotte Street sewer from
Downie Street to Jackson Creek to 100 year capacity.
Commitments Made
This project follows the completion of the Jackson Creek diversion
The Jackson Creek Flood Reduction Master Plan was approved by project. The upgraded pipes, in the oldest section of the city, is the
Council on April 12, 2010, through Report USEC10-007. best alternative given the relatively flat topography of this area.

Capital Projects Update adopted by Council on April 7, 2014,
prioritized the watershed capital projects.

- 256 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Charlotte St Upgrades - SE Jackson 100 yr pipe
Project # 5-15.06
Expenditures
Reserves
- 257 -
South-East Jackson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Downie Street/Murray Street, 100 year pipe
The Jackson Creek Flood Reduction Master Plan was approved by - Hunter Street, 100 year pipe
Council on April 12, 2010, through Report USEC10-007. - Rink Street, 100 year pipe
- Simcoe Street, 100 year pipe

- 258 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description South-East Jackson Watershed Upgrades
Project # 5-15.07
Expenditures

Reserves
- 259 -
Byersville Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Cedargrove SWMP
The Byersville Creek Flood Reduction Master Plan was approved - Golfview Drive Inlet
by Council on September 13, 2010, through Report USEC10-023. - Twin Clonsilla Avenue East Branch

An increase in future operating budgets, due to increased

infrastructure quantity, is anticipated.
- 260 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Byersville Watershed Improvements
Project # 5-15.08
Expenditures

Reserves
- 261 -
Curtis Creek Watershed Improvements The following projects are planned within the ten year capital forecast:
- Curtis-Roger Tivey Street Outlet Improvements
Commitments Made - Curtis-Armour Road Culvert
- Curtis-Caddy Street Culvert
The Curtis Creek Flood Reduction Master Plan was approved by
Council on February 8, 2010, through Report USEC10-001. The following projects will be completed subsequent to those listed
above:
Report USEC14-006 entitled Flood Reduction Watershed EA - Curtis-Euclid Avenue Culvert Replacement
Capital Projects Update adopted by Council on April 7, 2014, - Curtis-Strategic Storm Sewer Upgrade Parkhill Road
prioritized the watershed capital projects. - Curtis-Strategic Storm Sewer Upgrade along Dufferin Steet and
Rogers Street
Effects on Future Operating Budgets - Curtis-Strategic Storm Sewer Upgrade along Armour Road
- Curtis-Strategic Storm Sewer Upgrade along Hunter Street
An increase in future operating budgets, due to increased - Curtis-Strategic Storm Sewer Upgrade along Sophia Street and
infrastructure quantity, is anticipated. Mark Street
- Curtis-Strategic Storm Sewer Upgrade along Ashburnham Drive
(pond)
- 262 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Curtis Creek Watershed Improvements
Project # 5-15.09
Expenditures

Reserves
FRMP Reserve Capital Levy 26,830.0 900.0 6,110.0 19,820.0
Total Reserves 26,830.0 900.0 6,110.0 19,820.0
- 263 -
Meade Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Meade Creek Levee
The Meade Creek Flood Reduction Master Plan was approved by - Glenmead Road and Farmcrest Avenue
Council on July 5, 2010, through Report USEC10-017. - Naish Road Local Drainage
- SW Corner Farmcrest
Report USEC14-006 entitled Flood Reduction Watershed EA - Syndenham Road, Severn Road, Rochelle Court

- 264 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Meade Watershed Improvements
Project # 5-15.10
Expenditures

Reserves
- 265 -
Riverview Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Algonquin Boulevard ROW
The Riverview Creek Flood Reduction Master Plan was approved - Carnegie Culvert at Water Street
by Council on April 14, 2009, through Report USEC09-004. - Lorraine Drive Outlet
- Subwatershed Culvert Nassau Mills
Report USEC14-006 entitled Flood Reduction Watershed EA - Water Street Culvert Upgrade at Zoo

- 266 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Riverview Watershed Improvements
Project # 5-15.11
Expenditures

Reserves
- 267 -
Thompson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- Armour Road Runoff Storage
The Thompson Creek Flood Reduction Master Plan was approved - Eldon SWM Pond
by Council on February 11, 2008, through Report USEC08-002. - Franmor Drive, Abbey Lane, Chapel Road Drainage
- Scollard Drive Drainage - Major System

- 268 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Thompson Watershed Improvements
Project # 5-15.12
Expenditures

Reserves
- 269 -
Byersville - Clonsilla Avenue Parkway Storm Basin This project makes use of an existing City-owned land parcel along the
west side of Byersville Creek between Clonsilla Avenue and
Commitments Made Lansdowne Street West. This parcel is large enough to provide for an
estimated 40,000 m3 of flow storage. From this area to the creek
The Byersville Creek Flood Reduction Master Plan was approved outlet at the Otonabee River, the topography is very flat. This large
by Council on September 13, 2010, through Report USEC10-023. storage area is the most practical solution to assist in controlling high
flows.
An increase in future operating budgets, due to an additional

stormwater management facility, is anticipated.
- 270 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Byersville - Clonsilla Parkway Storm Basin
Project # 5-15.13
Expenditures

Reserves
- 271 -
South-West Jackson Watershed Improvements The following storm system upgrade projects are planned in the later
stages of the ten year capital forecast:
Commitments Made
- Firwood Crescent
The Jackson Creek Flood Reduction Master Plan was approved by - Regrade on Parkhill Road
Council on April 12, 2010, through Report USEC10-007. - Valleyview Drive
- Ravenwood Drive

- 272 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description South-West Jackson Watershed Improvements
Project # 5-15.14
Expenditures

Reserves
- 273 -
North-West Jackson Watershed Improvements The following projects are planned beyond the ten year capital
forecast:
Commitments Made
- NW Jackson-Bonacord Street
The Jackson Creek Flood Reduction Master Plan was approved by - NW Jackson-Hemlock Street
Council on April 12, 2010, through Report USEC10-007. - NW Jackson-Parkview Drive


- 274 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description North-West Jackson Watershed Improvements
Project # 5-15.15
Expenditures

Reserves
- 275 -
2018 2019 2020 2021 & After

Utility Services
Flood Reduction Master Plan Projects
Flow & Rainfall

Monitoring 5-15.16 1,000.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 600.0 600.0
Rain Event
Miscellaneous Projects 5-15.17 100.0 50.0 50.0 50.0 50.0 50.0
IIMP-Infrastructure
Information 5-15.18 250.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 25.0 150.0 150.0
Management
Sanitary Sewer
(Relining, Renew & 5-15.19 24,680.9 10,930.9 750.0 750.0 1,000.0 1,000.0 12,000.0 12,000.0
Repair - B-210)
CCTV Inspection of
Pipes (A-230) 5-15.20 8,365.4 4,165.4 600.0 600.0 600.0 600.0 3,000.0 3,000.0
C-240/210 Flood
Reduction Subsidy 5-15.21 5,563.0 5,063.0 500.0 500.0
Program
Total 39,959.3 20,284.3 175.0 175.0 175.0 1,475.0 1,475.0 1,775.0 1,775.0 16,250.0 16,250.0
- 276 -
Flow and Rainfall Monitoring The purpose of flow monitoring is to collect accurate, current
information on the flow characteristics of the study area, and the
Commitments Made associated rainfall intensity, total volume, rate, and duration.
Information collected will be used for various applications including
The Citys Flood Reduction Master Plans strategic objective. computer model calibration; development of area specific modeling
parameters relative to design values; and inflow and infiltration
Effects on Future Operating Budgets identification and quantification.
- 277 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Flow & Rainfall Monitoring
Project # 5-15.16
Expenditures
Direct Revenue
Recoveries
Development Charges
Reserves
FRMP Reserve Sew Sur 500.0 50.0 50.0 50.0 50.0 50.0 50.0 200.0
FRMP Reserve Capital Levy 500.0 50.0 50.0 50.0 50.0 50.0 50.0 200.0
Federal Gas Tax
Total Reserves 1,000.0 100.0 100.0 100.0 100.0 400.0
100.0 100.0
Capital Levy
- 278 -
Rain Event Miscellaneous Projects Investigations outside the watershed EAs will continue to identify other
areas that have shown a propensity to flood during moderate to heavy
Commitments Made rain events. Council may be requested to provide funds or direction to
allow implementation of solutions as they materialize.
The Flood Reduction Master Plan Progress Report and Review of
March 15, 2012 Storm Event, Report USEC12-012, on May 28, Fixes for areas such as these do not necessarily carry a high price tag
2012 was approved. in comparison to the individual watershed EAs. The Citys Purchasing
By-law would then direct the approval process based on the price
Effects on Future Operating Budgets estimate.
- 279 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Rain Event Miscellaneous Projects
Project # 5-15.17
Expenditures
Direct Revenue
Recoveries

Development Charges
Reserves
FRMP Reserve Sew Sur
FRMP Reserve Capital Levy 100.0 50.0 50.0
Federal Gas Tax
Capital Levy
- 280 -
IIMP-Infrastructure Information Management Engineering Management Information and Systems (EMIS), including
hardware, software, licenses, training and maintenance, will provide a
Commitments Made system for evaluating critical engineering issues, project prioritization,
and management of the project.
Software has been purchased for Engineering and Public Works to
facilitate effective data management. To support the large amounts of information compiled, EMIS will
include the following activities:
Effects on Future Operating Budgets Engineering Information Management Gap Analysis
System Architecture
Software and Peterborough Technology Services direct FRMP Data modeling
related labour costs are included in this item. Data warehousing
GIS
- 281 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description IIMP-Infrastructure Information Management
Project # 5-15.18
Expenditures
Contractual Services 250.0 25.0 25.0 25.0 25.0 25.0 25.0 100.0
Direct Revenue
Recoveries
Net Requirements 250.0 25.0 25.0 25.0 25.0 25.0 25.0 100.0
Development Charges
Reserves
FRMP Reserve Sew Sur 125.0 12.5 12.5 12.5 12.5 12.5 12.5 50.0
FRMP Reserve Capital Levy 125.0 12.5 12.5 12.5 12.5 12.5 12.5 50.0
Federal Gas Tax
Total Reserves 250.0 25.0 25.0 25.0 25.0 100.0
25.0 25.0
Capital Levy
- 282 -
Sanitary/Storm Sewer Projects (Relining, Renew and Repair - This initiative will lead to a reduction in storm and rainwater infiltration
B-210) into the sanitary sewer system. This will result in a reduction in the
unnecessary treatment of storm water at the Waste Water Treatment
Based on the findings of the various studies carried out from 2004 Plant, restore some capacity into the existing sanitary sewer system to
to present, sanitary sewers throughout the city require major work support current and future development, and reduce the frequency of
such as relining, repairing or replacement. This is a multi-year sewer backups.
program.
The program also includes the structural relining or replacement of
As well, high water table areas in the city have been identified. In pipes which extends their useful life or rehabilitates degraded pipes.
selected areas, it may be necessary to install a dedicated storm
water pipe to move foundation water and sump pump water away This program follows the recommendations of the Flood Reduction
from private properties and away from public sidewalks and roads, Master Plan as detailed under Section B-210 of that Study.
thus removing the flow from the sanitary system.
The studies that lead to these projects include:
Commitments Made Smoke and Dye Testing
Sanitary/Storm System Survey
There are no commitments made at this time. As CCTV Soils and Groundwater Investigation
inspections are completed, projects are identified that are funded Closed Circuit Television Inspection of Sanitary Sewers
from this account. Also, continued monitoring of potentially Rainfall Data
excessively wet areas will lead to specific projects.
The program will also extend the useful life of both storm and sanitary
Effects on Future Operating Budgets sewers.
As more infrastructure is installed, on-going operating budgets will

increase.
- 283 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Sanitary Sewer (Relining, Renew & Repair - B-210)
Project # 5-15.19
Expenditures
Contractual Services 24,680.9 10,930.9 750.0 1,000.0 2,000.0 2,000.0 8,000.0
Net Requirements 24,680.9 10,930.9 750.0 1,000.0 2,000.0 2,000.0 8,000.0

Reserves
FRMP Reserve Sew Sur 23,280.9 10,930.9 750.0 800.0 1,800.0 1,800.0 7,200.0
FRMP Reserve Capital Levy 1,400.0 200.0 200.0 200.0 800.0
Total Reserves 24,680.9 10,930.9 750.0 2,000.0 8,000.0
1,000.0 2,000.0
- 284 -
CCTV Inspection of Pipes (A-230) Pipeline Assessment

Develop a work program covering the phased inspection of storm
Inspect and evaluate storm and sanitary sewer infrastructure, and sanitary sewers flagged as priorities by the zoom camera
identify rehabilitation and maintenance requirements based on data inspection program
collected, and create a searchable repository for inspection and Produce a delivery schedule based on eight predefined work areas
recommendation records. Video inspect sewers in accordance with NASSCO inspection
standards
Commitments Made Code inspections using PACP Defect Rating approach
Index and review CCTV inspection videos and PACP Defect
The initial inspection was conducted as part of the ODRAP Coding files
infrastructure claim. Previously approved funds will be utilized for Evaluate structural and service deficiencies to establish
the 2018 program. performance ratings
Identify rehabilitation and maintenance requirements that are
Effects on Future Operating Budgets required to address deficiencies
Prioritize follow-up requirements based on condition and strategic
The sanitary sewer system is now on a six year cycle of regular importance
inspections and storm sewers are now being completed. Problem
areas are identified during inspections. Based on these CCTV Information Management
inspections, a remedial plan to address the problem in the sanitary Develop a data repository to hold inspection reports, and
sewer system was developed and implemented. rehabilitation and maintenance work records
Create interface forms facilitating query and search of stored data
Link database records to ArcGIS to facilitate spatial display of
query results
Required input to Asset Management Plan
- 285 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description CCTV Inspection of Pipes (A-230)
Project # 5-15.20
Expenditures
Contractual Services 8,365.4 4,165.4 600.0 600.0 600.0 600.0 1,800.0
Net Requirements 8,365.4 4,165.4 600.0 600.0 600.0 600.0 1,800.0

Reserves
FRMP Reserve Sew Sur 4,715.0 2,615.0 300.0 300.0 300.0 300.0 900.0
FRMP Reserve Capital Levy 3,650.4 1,550.4 300.0 300.0 300.0 300.0 900.0
Total Reserves 8,365.4 4,165.4 600.0 600.0 1,800.0
600.0 600.0
- 286 -
C-240/210 Flood Reduction Subsidy Program The new proposed Flood Reduction Subsidy Program takes a more
comprehensive approach towards reducing storm Inflow and Infiltration
Commitments Made (I-I) into the sanitary sewer system. The new program will cover more
than foundation drain disconnections and sump pump installations by
USEC 15-006 endorsed by Council to provide residents with extra including all the types of inappropriate I-I source connections to the
protection against basement sewage flooding as well as reducing sanitary system. Specifically, this program will subsidize labour and
the amount of stormwater inflow into the sanitary sewer system. material costs for:
Effects on Future Operating Budgets The installation of an approved backwater valve;
With the removal of clean water entering the Sanitary System, The installation of a sump pit and pump required to disconnect
treatment cost at the WWTP will be reduced. Protecting households foundation drains; and
from flooding may also reduce the City's insurance and liability
requirements. The remediation of any inappropriate connection that allows for
discharge of stormwater (I-I) into the sanitary system.
The City will continue to identify sources of I-I. When a source is

identified, the City will complete the fix on City property and will notify
the property owner of the source on private property.The Flood
Reduction Subsidy Program will be advertised City-wide to provide
property owners an opportunity to bring a non-conforming cross
connection into compliance with the amended by-law.
- 287 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description C-240/210 Flood Reduction Subsidy Program
Project # 5-15.21
Expenditures
Contractual Services 5,563.0 5,063.0 500.0
Net Requirements 5,563.0 5,063.0 500.0

Reserves
FRMP Reserve Sew Sur 5,563.0 5,063.0 500.0
Total Reserves 5,563.0 5,063.0 500.0
- 288 -
2018 2019 2020 2021 & After

Community Services Summary
Recreation 6-1 9,754.2 854.2 230.0 10.0 220.0 137.0 83.0 1,550.0 1,540.0 3,930.0 3,920.0 3,190.0 3,170.0
Library 6-4 4,753.0 475.3 15.0 460.3 8.6 77.4 374.3 475.3 460.3 475.3 460.3 3,327.1 3,222.1
Art Gallery 6-5 17,835.0 10.0 10.0 10.0 1,025.0 1,025.0 750.0 750.0 16,050.0 12,050.0
Arenas 6-6 55,045.6 3,325.0 21,185.0 13,817.3 7,367.7 125.0 7,242.7 24,010.0 5,470.0 6,075.6 1,358.6 450.0 450.0
Administration 6-8 7,490.0 490.0 490.0 100.0 390.0 1,500.0 1,500.0 1,500.0 1,500.0 4,000.0 4,000.0
Peterborough Sport 6-9 59.5 59.5 59.5 59.5
and Wellness
Total 94,937.3 4,179.2 22,449.8 13,842.3 8,607.5 380.6 160.4 7,242.7 823.8 28,560.3 9,995.3 12,730.9 7,988.9 27,017.1 22,892.1
- 289 -
2018 2019 2020 2021 & After

Community Services Summary
Recreation 6-1 1,100.0 125.0 125.0 35.0 90.0 100.0 100.0 75.0 75.0 800.0 800.0
Arts Culture and 6-2 4,971.4 366.4 160.0 20.0 140.0 140.0 340.0 320.0 315.0 295.0 3,790.0 3,790.0
Heritage
Museum 6-3 50.0 50.0 50.0
Art Gallery 6-5 95.0 12.5 12.5 12.5 82.5 82.5
Arenas 6-6 35.0 35.0 35.0 35.0
Administration 6-8 3,242.4 891.1 135.0 135.0 75.0 60.0 269.2 269.2 203.9 203.9 1,743.3 1,743.3
Social Services 6-10 1,250.0 925.0 325.0 38.3 286.8 286.8
Total 10,743.9 2,182.5 792.5 58.3 734.3 297.5 90.0 346.8 841.7 821.7 593.9 573.9 6,333.3 6,333.3
- 290 -
2018 2019 2020 2021 & After

Community Services
Recreation
Beavermead
Campground Park 6-1.01 1,300.0 150.0 150.0 67.0 83.0 650.0 650.0 500.0 500.0
Implementation
Community Assistance
6-1.02 350.0 70.0 10.0 60.0 60.0 70.0 60.0 70.0 60.0 140.0 120.0
Park Signage & Bench

Program 6-1.03 119.2 39.2 10.0 10.0 10.0 10.0 10.0 10.0 10.0 50.0 50.0
Del Crary Park Upgrade

6-1.04 6,800.0 600.0 600.0 3,200.0 3,200.0 3,000.0 3,000.0
Peterborough Marina -
Dock Expansion 6-1.05 1,010.0 790.0 220.0 220.0
Program
Skateboard Park Repair
Program 6-1.06 175.0 25.0 150.0 150.0
Total 9,754.2 854.2 230.0 10.0 220.0 137.0 83.0 1,550.0 1,540.0 3,930.0 3,920.0 3,190.0 3,170.0
- 291 -
Department: Community Services Budget Reference #: 6-1.01
Division: Recreation - Recreation
Beavermead Campground Park Implementation The $150,000 allocation being requested in 2018 is for the
architectural design development drawing, and the detailed design
Commitments Made work for the projects to be undertaken in 2019 and 2020.
The Little Lake Master Plan (LLMP), completed in 2010, Resources will be identified in 2019 for the tendering and construction
recommended a user and cost benefit analysis of the functions and of a new facility to replace the existing washroom building, at an
lands used for camping at Beavermead Park. A user and cost estimated cost of $650,000. ORCA has confirmed they do not have the
benefit analysis was undertaken in 2011 to determine if additional resources to facilitate this capital project. Therefore, the project will be
investment should be made in Beavermead Campground. Council led by the City.
received the staff report CSD12-001 on the cost benefit analysis.
The work to complete the entry pavilion, which includes detailed
At present, there is a need to upgrade facilities at the park to design, tendering, and construction, will be budgeted for in 2020 at an
become more competitive in the camping business. Council has estimated cost of $500,000.
entered into a five year agreement (with the option to renew for an
additional five years) with Otonabee Region Conservation Authority Accessibility Considerations
to operate the campground. A condition of that agreement is that
certain improvements to land and amenities at the campground are All facilities will be constructed to meet the AODA guidelines.
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.
- 292 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Community Services
Division Recreation - Recreation
Project Description Beavermead Campground Park Implementation
Project # 6-1.01
Expenditures

Debentures
Development Charges
DCRF Parks 893.0 83.0 360.0 450.0
Capital Levy 117.0 67.0 50.0
- 293 -
Community Assistance: provides partnership support for The 2018 Community Assistance Budget recommends a funding level
co-operative programs with voluntary community agencies. of $70,000 for municipal park projects developed cooperatively with
Community Assistance also provides leverage to enable neighbourhood associations, service clubs, and/or corporate
community groups to improve municipal parks or school donations.
playgrounds that serve a community need at a relatively low cost for
the City of Peterborough. The 2018 allocation will be considered by the Arenas, Parks and
Recreation Advisory Committee (APRAC) for specific projects,
Commitments Made depending upon the completion of their neighbourhood fundraising
drives. Staff has identified an annual gross expenditure of $70,000.
The Arenas, Parks and Recreation Advisory Committee reviews Since each project is expected to typically generate approximately
and prioritizes projects annually for funding. Partnerships with 15% from other funding sources, the annual net capital levy
neighbourhood or community associations, school councils, sport requirement is $60,000, over the ten-year capital forecast.
groups, service clubs, and/or corporate sponsorships, generate a
minimum of 15% in additional resources to enhance the funding The Community Assistance Program supported the following projects
provided by the municipality. By providing funding in a cooperatively in 2016 and 2017: new play structures in Nicholls Oval Park and
financed method, the City is able to develop new recreational Cameron Park, and two new beach volleyball courts in Beavermead
services and/or install or upgrade existing playgrounds with park. APRAC directed staff to work with Jackson Creek Meadows
equipment in a more efficient, cost effective, and timely fashion. Neighbourhood Association to establish park amenities with the
subdivision's neighbourhood park.
Replacing aged playground equipment with new equipment
reduces the need for ongoing maintenance annually. All park amenities must be in compliance with the requirements under
the Accessibility for Ontarians with Disabilities Act.
- 294 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Community Assistance
Project # 6-1.02
Expenditures
Direct Revenue
Donations 50.0 10.0 10.0 10.0 10.0 10.0
Total Direct Revenue 50.0 10.0 10.0 10.0
10.0 10.0

Capital Levy 300.0 60.0 60.0 60.0
60.0 60.0
- 295 -
Park Signage and Bench Program VISION 2010 and 2025, a 10-year Strategy Plan for Recreation, Parks,
Arenas, and Culture, recommended an investment in municipal parks
The resources for this program will finance appropriate signage, through signage and benches. A resident survey indicated that many
benches and shade trees in some of the Citys 100 plus parks and residents were not aware of the name of their neighbourhood park.
green spaces. Others complained that the City does not sign parks and, when they
contain a sports field, they are difficult to find without proper signage.
Commitments Made
The respondents of the resident survey also reported that they would
The Arenas, Parks and Recreation Advisory Committee (APRAC) visit their park more often and/or spend more time in the park if there
Vision 2010 and VISION 2025 Recreation Strategy Plan identified were shady places to sit for periodic rest.
this project as an initiative that enhances park use by providing
shady places to rest in our parks. Way finding of municipal park The Arenas, Parks and Recreation Advisory Committee will select
locations has been problematic in the past with parks that have no locations based upon highest need, which is determined by the
signage. APRAC has approved staffs recommendation to focus on elements contained in the park.
the park signage portion of this initiative at this time.
The park signs and benches will be in compliance with the AODA
As signs and benches age, maintenance and replacement costs guidelines.
will be realized.
- 296 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Park Signage & Bench Program
Project # 6-1.03
Expenditures
Contractual Services 119.2 39.2 10.0 10.0 10.0 10.0 10.0 30.0
Net Requirements 119.2 39.2 10.0 10.0 10.0 10.0 10.0 30.0
Reserves
Capital Levy 100.0 20.0 10.0 10.0 10.0 30.0

10.0 10.0
- 297 -
Del Crary Park Upgrade The Little Lake Master Plan (LLMP) recommended a number of priority
projects for implementation in the next five years. From the LLMP
The resources identified in this project will finance the report, staff recommend the following initiatives for the capital budget
implementation of the recommendations of the Little Lake Master to advance the LLMP:
Plan.
Phase two of work to stabilize the east shoreline that runs along
Commitments Made Beavermead Park that has seen erosion from boat traffic travelling
along the Otonabee River.
The Little Lake Master Plan was a comprehensive study of the Del Crary Park Plan Detailed design and tendering of Del Crary
waterfront, Otonabee River, and Little Lake from the bridge on Park, Anderson Stage, and Peterborough Marina expansion in 2019.
Hunter Street to the bridge on Lansdowne Street. The study It is essential to have the project shovel ready to position for
assessed current conditions, activity, uses and opportunities to infrastructure funding at the provincial and federal level.
develop a comprehensive plan for the Little Lake study area. It Del Crary Park Construction - In 2020-2021, resources are
provides a guiding plan for the City of Peterborough for the next 20 recommended to complete construction on the park, stage and marina
years. Council officially received the plan as a result of Report building, which would commence in September 2020 and conclude in
CSD10-003, dated March 15, 2010. June 2021. As indicated, staff will seek other funding from senior levels
of government, and explore corporate sponsorship opportunities.
The 2009-2018 Development Charges Study identified the Marina
and Del Crary Park Design Plan as a growth-related capital Future years will see additional investment in the areas around Little
program. Lake to stabilize shorelines and ensure access to the water.
Effects on Future Operating Budgets Accessibility Considerations
All facilities will be constructed to meet the AODA guidelines.
- 298 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Del Crary Park Upgrade
Project # 6-1.04
Expenditures
Contractual Services 6,800.0 600.0 3,200.0 2,000.0 250.0 750.0
Net Requirements 6,800.0 600.0 3,200.0 2,000.0 250.0 750.0

Debentures
DCRF Parks 1,560.0 960.0 600.0
Development Charges
DCRF Gen Gov
Reserves
- Marina Reserve
Total Reserves
Capital Levy 1,420.0 420.0 250.0 750.0
- 299 -
Peterborough Marina - Dock Expansion Program The LLMP recommended expansion of the Marina to accommodate
growth, and was reinforced by Vision 2025. An expansion program is
Commitments Made recommended for the Peterborough Marina in 2019.
As part of a review of marina facilities in 2005, the Del Crary Park The 2019 expansion proposes to create an additional 16 boat slips on
Functional Analysis in 2007 and the Little Lake Master Plan 2010 H-dock. The feasibility of this expansion will be assessed as part of the
(LLMP), it was determined the Marina docks have reached their Del Crary Park detailed design process.
maximum life cycle and required replacement. The City replaced
docks A, B, and C, and rehabilitated D between 2008 and 2012. Accessibility Considerations
Expansion at H-dock, along the wall by the Holiday Inn occurred in
2017. All the new docks have a 25-year life expectancy. All facilities will be constructed to meet AODA guidelines.
New docks will require ongoing maintenance and eventual

replacement.
- 300 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Peterborough Marina - Dock Expansion Program
Project # 6-1.05
Expenditures
Debentures
Development Charges
Capital Levy 532.0 510.0 22.0
- 301 -
Skateboard Park Repair Program The skateboard park remains one of the most visited physical
resources for youth in Peterborough. Use of the park remains strong.
Commitments Made Periodic investment means that the park will not fall into disrepair and
can be enjoyed by future generations.
As a risk management measure, improving the skateboard
facilities will minimize the risk of injuries among youth using the Accessibility Considerations
facility.
Repairs, modifications, or additions will be completed in compliance
Effects on Future Operating Budgets with the requirements of the AODA.
By allocating funds through the capital budget to repair the

skateboard park, fewer funds are required to be included in the
operating budget for annual repairs.
- 302 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Skateboard Park Repair Program
Project # 6-1.06
Expenditures

Capital Levy 175.0 25.0 150.0
- 303 -
2018 2019 2020 2021 & After

Community Services
Recreation
Parks Review and

Planning 6-1.07 1,000.0 100.0 100.0 10.0 90.0 50.0 50.0 50.0 50.0 800.0 800.0
Sports Tourism
Sponsorship 6-1.08 100.0 25.0 25.0 25.0 50.0 50.0 25.0 25.0
Total 1,100.0 125.0 125.0 35.0 90.0 100.0 100.0 75.0 75.0 800.0 800.0
- 304 -
Parks Review and Planning The 2018 review will provide a mechanism for the development of park
Through Vision 2025, a ten-year strategy for Recreation, Parks, design guidelines, establishing a criteria for prioritizing neighbourhood
Arenas and Culture, a need was identified to conduct a park rejuvenation and identifying the highest priority for initial
comprehensive review of the City's parks and open space, and to investment, identify residential areas experiencing gaps in
establish a parks planning process. neighbourhood park access and identify strategies to address those
gaps, establish criteria to evaluate City-owned open space, and to
Commitments Made determine which sites are appropriate to be classified as parkland.
During the 10-year forecast, annual funds will be required to develop

Effects on Future Operating Budgets park specific plans.
Future capital projects that may stem from this review will include Accessibility Considerations
ongoing operating and maintenance costs. Once identified, those
specific project details and associated costs will be included in All aspects of this project will be in compliance with the requirements of
future years' capital budget requests. the Accessibility for Ontarians with Disabilities Act (AODA).
- 305 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Parks Review and Planning
Project # 6-1.07
Expenditures

Development Charges
DCRF Gen Gov 90.0 90.0
Capital Levy 460.0 10.0 50.0 50.0 250.0

50.0 50.0
- 306 -
Sport Tourism Sponsorship In 2018 and 2019, this budget will support expenses up to $25,000 per
year related to hosting the Women's Under 19 World Lacrosse
Commitments Made Championships, occurring from August 1-10, 2019, at Trent University
and Fleming College. There will be 20-24 teams participating from
The City has made considerable investment in new state of the art around the world. In 2007, the event was hosted in Peterborough with
sport facilities over the past five years, including new artificial Turf half the number of teams, and generated approximately $4 million in
fields at Fleming College and Thomas A Stewart Secondary sport tourism revenue for the community.
School, official size baseball diamond, and sport field with lighting
on the east bank of Trent University lands. These investments came $25,000 per year is being requested to support activities to attract and
with the intention of attracting major sport tourism events, which host other major sport tourism events.
would generate a positive economic sport tourism benefit to the
community. Accessibility Considerations
Effects on Future Operating Budgets Events supported through the Sport Tourism Sponsorship capital
budget will be expected to meet AODA standards relative to the type
Provincial, national, and international sport events can generate of event.
approximately $3-6 million in sport tourism revenue to the
community per event.
- 307 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Sports Tourism Sponsorship
Project # 6-1.08
Expenditures

Capital Levy 100.0 25.0 50.0 25.0
- 308 -
2018 2019 2020 2021 & After

Community Services
Arts Culture and Heritage
Public Art
6-2.01 2,377.6 182.6 100.0 20.0 80.0 80.0 100.0 80.0 175.0 155.0 1,820.0 1,820.0
Municipal Cultural Plan

6-2.02 2,373.8 183.8 60.0 60.0 60.0 80.0 80.0 80.0 80.0 1,970.0 1,970.0
Downtown Heritage
Conservation Plan 6-2.03 100.0 100.0 100.0
Municipal Diversity,
Equity & Inclusion 6-2.04 120.0 60.0 60.0 60.0 60.0
Total 4,971.4 366.4 160.0 20.0 140.0 140.0 340.0 320.0 315.0 295.0 3,790.0 3,790.0
- 309 -
Division: Culture & Heritage Div Mgmt - Arts Culture and Heritage
Public Art: Many Canadian municipalities incorporate art into the In 2015, an interim Public Art Initiatives Committee was established as
infrastructure of their communities through an annual contribution a subcommittee of the Arts Culture and Heritage Advisory Committee.
based on a percentage of the municipalitys capital investment. In 2016, the Public Art Advisory Committee, a sub committee of the
Arts, Culture & Heritage Advisory Group, was appointed.
Art can define a city. A citys character, history, aspirations and
challenges are expressed and reflected by its artists engagement. The 2018 budget includes:
Public Art adds to the identity and quality of the civic landscape; Allocation of $60,000 funding to support new projects in the
enriches our experience of public spaces; pays tribute to particular downtown to enhance the Charlotte Street, Bethune Street and Urban
sites, individuals and events; builds civic pride; fosters community Park capital projects.
and enhances the citys cultural heritage. Installation of the United Nations Peacekeeper monument in the
Louis Street Urban Park.
In 2015, the Mayor identified Public Art as a component in the Installation of the art work in the Aylmer/Simcoe Street Plaza.
streetscape improvements for the Downtown. $20,000 for a project coordinator.
A new DBIA funded mural in the downtown core.
Commitments Made
Through Report CSACH09 007 on April 6, 2009, Council approved
the recommendation to provide 1% of the annual capital levy for the The location of each project is selected for its visibility and
City's annual capital budget process to fund Public Art. In 2017, a accessibility.
one-time increase of $40,000 was requested to cover projects for
Canada's 150th celebrations. In 2017, the DBIA also committed to
providing $20,000 per year for two years to fund an additional
project in the downtown core. The request in 2018 is for $80,000.
1% of the annual capital levy.
- 310 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Culture & Heritage Div Mgmt - Arts Culture and Heritage
Project Description Public Art
Project # 6-2.01
Expenditures
Contractual Services 2,377.6 182.6 100.0 100.0 175.0 100.0 100.0 500.0 1,120.0
Direct Revenue
Donations 80.0 20.0 20.0 20.0 20.0
Net Requirements 2,297.6 162.6 80.0 80.0 155.0 100.0 100.0 500.0 1,120.0
Capital Levy 2,297.6 162.6 80.0 80.0 100.0 500.0 1,120.0
155.0 100.0
- 311 -
Municipal Cultural Plan (MCP). The Plan provides a framework The 2018 capital budget includes $60,000 for City staff and the
within which the City supports arts, culture and heritage. It also community to complete Municipal Cultural Plan objectives by providing
identifies actions and initiatives for the development of the cultural funding to:
sector the Plan's 10 year horizon. EC3 the arms length organization that coordinates, communicates,
and advocates for Peterboroughs arts and culture organizations -
Commitments Made $50,000;
2017: $100,000 to provide support of EC3, support Canada 150 Geomatics to develop and market a prototype for a walking tour
activities, explore opportunities to improve way finding and application and to make the Citys cultural maps accessible on the
encouraging diversity and inclusion in programming. Community Services Asset Maps - $10,000;
2018: $60,000 to provide support of EC3, work with Geomatics,
develop economic impact measures and a marketing strategy for Staff will also develop a marketing strategy to promote Arts, Culture &
Division projects such as Public Art & Heritage Conservation Heritage web sites and walking tours, and ensure the programs,
Districts. resources, and collections of the Division respond to the diverse
cultural needs of the community.
The Plans Strategic Directions provide a direction for the Divisions
The MCP was adopted by Council in April 2012. Staff prioritize the work with the Culture sector, they focus on actions and initiatives that
Plans implementation recommendations over the life of the plan. are too detailed and difficult to measure. While the Plan is
The Arts Culture and Heritage Division complete projects annually comprehensive, it needs to be updated to better reflect the changing
as funding and staffing permits. Throughout 2013 and 2017, staff needs of the community and provide direction for the future.
achieved completion on a number of signature objectives. The Plan
will need to be refreshed in 2021. Accessibility Considerations
MCP activities will be AODA compliant.
- 312 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Municipal Cultural Plan
Project # 6-2.02
Expenditures
Capital Levy 2,373.8 183.8 60.0 80.0 230.0 410.0 1,250.0
80.0 80.0
- 313 -
Downtown Heritage Conservation Plan This project is proposed for 2019:

Funding for the completion of a plan to develop strategies to
conserve heritage resources in the commercial core area. The Central Area Master Plan (CAMP) strongly promotes the
protection of properties and buildings of historical or architectural
Commitments Made importance in the downtown. The plan recognizes that the loss of
individual buildings detracts from the character of the Downtown and
encourages the conservation of all properties. There are several tools
Effects on Future Operating Budgets that a municipality can use to protect its heritage: heritage
conservation districts, designation of cultural landscapes, heritage
Depending on the recommendations of the Conservation Plan, new zoning overlays and urban design guidelines. The completion of a
funding programs may be created to support the preservation of Heritage Conservation Plan for the commercial core area will identify
historic properties in the commercial core. the scope and type of heritage resources in the Downtown and create
conservation tools to protect the citys heritage while promoting growth
and intensification. A capital allocation request of $100,000 in 2019 is
being made to support this project.
N/A
- 314 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Downtown Heritage Conservation Plan
Project # 6-2.03
Expenditures
- 315 -
Municipal Diversity, Equity and Inclusion Plan. This project is to This project is proposed for 2019: Municipal service affects the quality
develop a strategic plan to guide City programs and services to of life of their residents. A Diversity, Equity and Inclusion Plan will guide
embed the value of equity and the principle of inclusion into the way the Citys efforts to promote inclusion and equity and reduce
the City does business. It will enhance decision-making, policy marginalization, discrimination and racism. It will ensure the City is a
development, service delivery and opportunities, ensuring that welcoming and inclusive community, providing access to all services,
consideration is given to equity, inclusion, diversity and removing barriers and is inclusive of all community members and
engagement for all community members. employees. Equity and inclusion create more sustainable cities when
people can participate fully in, social, economic, political, and cultural
Commitments Made life.
Since 2006, division staff have provided support to the New The Plan will build on existing corporate and community initiatives and
Canadians Centre (NCC) and the Peterborough Immigration identify key areas for strategic action. It will provide the tools and
Partnership. In 2009, the City launched the Immigration Portal to supports to address systemic barriers to building a diverse and
increase the online capacity, resources and information provided to inclusive workforce representing the citizens and communities we
prospective newcomers. The Portal is funded by the Division's serve. It will provide the means to integrate diversity and inclusion
operating budget. In 2015, through Report CSACH15-006 values and practices into existing corporate processes, and enable
Relocation of Syrian Refugees City Support for Refugees, Council progress and results to be measured departmentally and corporately. It
approved $25,000 for 2016 and 2017 to support the community's is about equipping staff at all levels with the tools and support
desire to resettle refugees. In 2016, Report CSD16-027 requested necessary to create an innovative organization that develops our Citys
an additional allocation of $50,000 to help offset the anticipated competitive edge in an increasingly competitive labour market. It is
impact of Month 13 and the end of the Resettlement Assistance anticipated that the project will require a financial commitment of
Program funding on the NCCs operations. $120,000.
Effects on Future Operating Budgets Accessibility Considerations
Funding for this project is spread over 2019 and 2020. The A culture of inclusion will allow all Peterborough residents to fully
Municipal Diversity, Equity and Inclusion Plan will act as a guide to participate in our community. Inclusive communities ensure that people
develop future work plans and operating and capital budgets for of all ages, sexual orientation and ability can participate, whether they
Council approval. are newly arrived or have been in Peterborough for generations.
- 316 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Municipal Diversity, Equity & Inclusion
Project # 6-2.04
Expenditures

Capital Levy 120.0 60.0 60.0
- 317 -
2018 2019 2020 2021 & After

Community Services
Museum
Museum - Strategic Plan

6-3.01 50.0 50.0 50.0
Total 50.0 50.0 50.0
- 318 -
Division: Museum - Museum
Museum Strategic Plan This project is proposed for 2019:
Commitments Made In 2012, the Museum & Archives Advisory Committee approved five
accommodation objectives, to ensure the Museum realizes its
A Strategic Plan for the Peterborough Museum & Archives mandate and continues to develop as a community resource. Given the
(Museum), 2020 to 2025 will serve as a guide to the ongoing new facilities achieved through the Museum Development Project, the
successful delivery of heritage services. Museum is poised for community input and revitalization.
Effects on Future Operating Budgets The planned redevelopment of the Canadian Canoe Museum on Parks
Canada property, within walking distance of the Peterborough Museum
Community consultation to explore opportunities that will enhance & Archives, may also present new opportunities.
Museum services contributes to the ongoing realization of the
Museum's mandate to collect, preserve and present heritage. The Museum's Strategic Plan will align with the Municipal Cultural Plan
as well as Vision 2025: A Strategic Plan for Recreation Parks and
Culture.
It is anticipated that the Museum Strategic Plan will require a financial

commitment of $50,000.
- 319 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Museum - Museum
Project Description Museum - Strategic Plan
Project # 6-3.01
Expenditures
- 320 -
2018 2019 2020 2021 & After

Community Services
Library
2018 Collections
Acquisitions 6-4.01 4,603.0 460.3 460.3 8.6 77.4 374.3 460.3 460.3 460.3 460.3 3,222.1 3,222.1
Friends of the Library

6-4.02 150.0 15.0 15.0 15.0 15.0 105.0
Total 4,753.0 475.3 15.0 460.3 8.6 77.4 374.3 475.3 460.3 475.3 460.3 3,327.1 3,222.1
- 321 -
Division: Library - Library
Collections Acquisitions Libraries and their collections have changed dramatically over the past
years. Libraries continue to offer print materials, but have modified the
Commitments Made collection to include digital and e-resources. As new formats are
introduced, the Library has broadened its collection to include large
Collection development is an annual on-going activity. print, e-books, downloadable audio books, CD-books and MP3
formats to meet the needs of the Peterborough community. DVDs
Effects on Future Operating Budgets continue to be high-demand items in the collection.
Due to space constraints, the library maintains a zero-growth The Province has subsidized to a small degree certain electronic
practice for the physical collection. For every item purchased, an subscriptions when funding permits.
equivalent one is withdrawn.
The Library must continuously renew the contents of the collection as
Collection growth and expansion is managed through the purchase items become dated, wear out, are lost, or simply lose their appeal.
of electronic resources and the downloadable collection. Circulation Beyond acquiring all the desired formats, the Library must also meet
statistics have shown a marked increase and demonstrate a the challenge to provide appropriate and accessible shelving for them.
growing use of the electronic collection.
The Library acquires materials in a variety of formats such as print,

audio and digital (where available) to meet varying accessibility needs.
- 322 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Library - Library
Project Description 2018 Collections Acquisitions
Project # 6-4.01
Expenditures
Direct Revenue
Recoveries

Debentures
Development Charges
DCRF Library 774.0 77.4 77.4 77.4 77.4 77.4 387.0
Total Development Charges 774.0 77.4 77.4 77.4 387.0
77.4 77.4
Reserves
- Materials Acquisition Reser 3,743.0 374.3 374.3 374.3 374.3 374.3 1,871.5
Total Reserves 3,743.0 374.3 374.3 374.3 1,871.5
374.3 374.3
Capital Levy 86.0 8.6 8.6 8.6 43.0

8.6 8.6
- 323 -
Division: Library - Library
Friends of the Library These funds are used to augment any services or collections we
currently offer or to provide additional collections or services that we
Commitments Made are unable to accommodate within our current operating budget.
Donations received from the Friends of the Library are used to Accessibility Considerations
augment any services or collections we currently offer or to provide
additional collections or services that we are unable to The Library acquires materials in a variety of formats such as print,
accommodate within our current operating budget. audio and digital (where available) to meet varying accessibility needs.
Donations from the Friends of the Library are not a set value as
they are received through the sale of donated books and other
materials. Sales occur 2 or 3 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.
- 324 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Library - Library
Project Description Friends of the Library
Project # 6-4.02
Expenditures
Direct Revenue
Donations 150.0 15.0 15.0 15.0 15.0 15.0 75.0
15.0 15.0
- 325 -
2018 2019 2020 2021 & After

Community Services
Art Gallery
Service Improvements
6-5.01 35.0 10.0 10.0 10.0 25.0 25.0
Art Gallery of
Peterborough (AGP) 6-5.02 17,800.0 1,000.0 1,000.0 750.0 750.0 16,050.0 12,050.0
Facility
Total 17,835.0 10.0 10.0 10.0 1,025.0 1,025.0 750.0 750.0 16,050.0 12,050.0
- 326 -
Division: Culture & Heritage Div Mgmt - Art Gallery
Service Improvements 2018 - $10,000 - Vault storage (under low ramp storage area) - In
2018 Vault - Upgrades in vault which include custom storage addition to maximizing the use of space, it resolves a health and safety
solutions and equipment. issue. Due to the unusual height under the ramp in the loading dock
bay area of the vault, a custom solution is required to create pull out
2019 Washrooms and Lighting - upgrades to main floor racks for storage of frames, chairs, tables and other fixtures that
washrooms and lighting in Education Studio and stairwell hall. support our programs.
Commitments Made 2019 - $25,000 - Washroom and Lighting improvements - replace

current lighting with LED pots or track lighting (dependent on area) to
improve lighting of hung artwork on stair landing and offer support to
Effects on Future Operating Budgets our education programs with appropriate lighting standards for visual
art. Flooring and fixtures in main floor washrooms to be upgraded to
This will help improve and control effectiveness of time and safety provide counter space and a change table.
for staff, contract crew, and volunteers. There is no impact on future
budgets.
- 327 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Culture & Heritage Div Mgmt - Art Gallery
Project Description Service Improvements
Project # 6-5.01
Expenditures
- 328 -
Division: Art Gallery of Peterborough - Art Gallery
Art Gallery of Peterborough (AGP) Facility The 2014 Lundholm + Lett Feasibility Study, based on the finding of
the Functional Analysis of 2011, is a comparative study of the current
Commitments Made AGP location on Little Lake to two potential downtown locations
offering alternative development opportunities. Considering cost and
A report recommending redevelopment of the Art Gallery of location the outcome was a general consensus in favour of renovating
Peterborough was presented to Committee of the Whole and expanding the existing Gallery site.
September 22, 2014 and received by Council through Report
CSACH14-008. As stated under 2.4 Proposed Adjustments to Space Requirements,
the Space List Summary, which includes: Visitor Services, Exhibition
Effects on Future Operating Budgets Galleries, Programming Spaces, Collection Storage, Exhibition
Preparation and Administration and Building Services, is currently
9,012 sf / 837.2 sm of net functional area and should be increased to
20,210 sf / 1,877.5 sm. These figures express net functional area.
Supportive areas will also be necessary to allow for corridors, stairs,
elevators, mechanical/electrical rooms and shafts, and building walls
and structure. For museums and galleries the gross to net ratio is
usually in the range of 1.4 to 1.8. The gross to net ratio for galleries is
higher than other building categories as more generous circulation
spaces are required to accommodate peak visitor loads and because
mechanical spaces are larger, to accommodate sophisticated
systems for environmental control.
The project will meet all AODA requirements.
- 329 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Art Gallery of Peterborough - Art Gallery
Project Description Art Gallery of Peterborough (AGP) Facility
Project # 6-5.02
Expenditures
Contractual Services 17,800.0 1,000.0 750.0 4,000.0 12,050.0
Direct Revenue
Recoveries 4,000.0 2,000.0 2,000.0
2,000.0
Net Requirements 13,800.0 1,000.0 750.0 2,000.0 10,050.0

Debentures
750.0 2,000.0
Capital Levy 1,000.0 1,000.0
- 330 -
2018 2019 2020 2021 & After

Community Services
Art Gallery
Signage Project
6-5.03 25.0 12.5 12.5 12.5 12.5 12.5
AGP Emergency Plan

6-5.04 40.0 40.0 40.0
Bins and Garage

Storage 6-5.05 30.0 30.0 30.0
Total 95.0 12.5 12.5 12.5 82.5 82.5
- 331 -
Signage Project - to improve way-finding signage on roads and Improvements - $12,500

highways and make improvements to facility visibility
Currently, there is no highway signage for the AGP and a few signs in
Commitments Made 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.
The goal of the project is resolve these issues with a plan to increase
These improvements will help raise the AGP profile and will have a our physical visibility and public awareness of our activities, thereby
positive impact on attendance and revenue generation through increasing attendance and revenue generation through membership,
membership, donations, program registrations and gallery shop donation, gallery shop sales and program registration.
sales.
- 332 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Signage Project
Project # 6-5.03
Expenditures
- 333 -
AGP Emergency Plan This project is proposed for 2019:
Commitments Made 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
Effects on Future Operating Budgets during threat of flood and/or power outage. The resulting
recommendations will provide a multi-staged plan of action from alert
Outcome of consultant's study and resulting Emergency Plan will to execution as well as describing engineered or mechanical solutions
define recommended expenditures. and/or physical modifications.
- 334 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description AGP Emergency Plan
Project # 6-5.04
Expenditures
- 335 -
Bins and Garage Storage - To upgrade the garage storage area This project is proposed for 2019:
beside the AGP and better service our summer and outdoor
programs by installing an industrial sink unit, upgrade lighting Garage Storage - The garage structure located to the north side of the
(interior and exterior), and install sturdy shelving for storage. AGP is shared. There are public Del Crary washrooms, a storage
room used by Public Works, and a storage room used by the AGP. As
Commitments Made there is already running water in the building it should be relatively easy
to expand that to the AGP storage space and install an industrial sink
unit. This improvement will help support our outdoor activities and
Effects on Future Operating Budgets events such as summer camp and receptions. In addition, installing
stronger functional shelving and improved lighting will make this a more
Improved support for AGP programs and outdoor events with the effective and safe storage area. It is already standard practice to
potential to increase the Gallery's ability to generate revenue. maintain low heat in this building year round.
Garbage and Recycling Bin Storage - Currently, our recycling and

garbage bins are stored beside the building, between the kitchen and
garage structure. Winds, public, and wildlife all interfere with the safe
and sanitary storage of our garbage and recyclables. Additionally,
moving from this area to the curb is difficult year round and nearly
impossible during the winter months for staff. Improvements made to
the storage of these bins will protect them from weather and tampering
and ensure safe staff handling.
- 336 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Bins and Garage Storage
Project # 6-5.05
Expenditures
- 337 -
2018 2019 2020 2021 & After

Community Services
Arenas
New Arena Facility

6-6.01 53,845.6 3,200.0 21,060.0 13,817.3 7,242.7 7,242.7 23,710.0 5,170.0 5,875.6 1,158.6
Facility
Upgrade-Community 6-6.02 125.0 75.0 75.0 75.0 50.0 50.0
Arenas
Peterborough Pete's
Agreement 6-6.03 50.0 50.0 50.0 50.0
Ice Resurfacers-All
Arenas 6-6.04 900.0 100.0 200.0 200.0 200.0 200.0 400.0 400.0
Evinrude Banquet Hall

Expansion 6-6.05 125.0 25.0 100.0 100.0
Total 55,045.6 3,325.0 21,185.0 13,817.3 7,367.7 125.0 7,242.7 24,010.0 5,470.0 6,075.6 1,358.6 450.0 450.0
- 338 -
Division: Arenas - Arenas
New Arena Facility Capital resources for this project are essential in order to plan, develop
and construct a replacement facility for Northcrest Arena. Capital costs
Commitments Made identified are updated per Report CSD16-028
Year Description Value
Council approved Report CSD15-021 to undertake the design 2015 Phase I-Feasibility Study $ 500,000
phase for the replacement facility for a new arena/community centre 2016 Phase II a-Schematic Design, technical and $1,500,000
on land provided to the City by Trent University. costing studies
2017 Phase II b-Commencement of detailed $1,200,000
Council approved Report CSD16-028 that included approval of the design and RFT document preparation
schematic design, proceeding with Phase II detailed design 2018- Phase III-Contract tender, construction $33,190,000
including the pool and continue to include LEED design practices. 2019 contract award; Phase IV Construction
completion and commissioning
Effects on Future Operating Budgets Facility opening is anticipated for spring 2020. This project is eligible
for development charges that address community growth needs;
A replacement facility for Northcrest Arena is recommended to however, the balance of funding must be secured through other
contain a twin pad facility, team training centre, indoor track, sources, including funding programs and sponsorships. The prospect
multipurpose rooms, commercial space and leased office space of major infrastructure funding for recreation and sport facilities
built to a LEED Certified standard. A new twin pad facility will continues to be a consideration for this project. Including the pool in the
operate more efficiently on a square foot basis and will see a lower detailed design and tendering phases is recommended as the most
municipal cost investment than the existing Northcrest Arena due to cost-effective approach. In the event the funding is not available for the
economies of scale, energy efficiencies and new revenue potential. pool at the onset of the construction phase, the pool can be eliminated.
Council will review options for a competitive pool and determine if it This ensures the project is shovel ready if funding becomes available.
is included in Phase II or a later phase of development.
The new facility will meet the 2015 AODA Built Environment
requirements for accessibility.
- 339 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Arenas - Arenas
Project Description New Arena Facility
Project # 6-6.01
Expenditures
Direct Revenue
Revenue-Ontario Grant 17,537.2 6,608.7 8,970.0 1,958.5
Revenue-Canada Grant 17,537.2 6,608.7 8,970.0 1,958.5
Community Sponsors 2,000.0 600.0 600.0 800.0
Total Direct Revenue 37,074.4 13,817.3 18,540.0 4,717.1

Debentures
Deb Rev - User Charges 1,000.0 300.0 300.0 400.0
DCRF Recreation 10,470.3 5,162.8 4,665.4 642.1
Development Charges
DCRF Recreation 808.1 808.1
Capital Levy 1,212.9 891.9 204.6 116.4
- 340 -
Facility Upgrade-Arena Division 2018
Commitments Made 1. Video Surveillance Cameras $60,000

- increase security in public buildings; position cameras on specific
exterior and interior doors to deter vandalism and theft.
2. Accessibility Upgrades $15,000
- Repair, replace door operators and signage; application will be
made for Accessibility Committee funding.
2021
1. Kinsmen Changeroom Doors/Frames $50,000
- 341 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Facility Upgrade-Community Arenas
Project # 6-6.02
Expenditures

Capital Levy 125.0 75.0 50.0
- 342 -
Peterborough Petes Funding Request Report CSD17-001
Commitments Made 2017 Capital Budget

(reallocation of existing approved capital funds $100,000)
As per Report CSD17-001 dated February 6, 2017, Council Recommendation h) - Scoreclock capital improvements $80,000
approved the following capital allocations; Recommendtion i) - Skate Sharpener $20,000
2017 Budget 2018 Capital Budget

$100,000 (Recommendations h & i - reallocation of existing Recommendation o) - Improve In-Arena Technology to support office
approved capital funds) and player area improvements - $50,000 (2 payments $20,000 plus
$30,000)
2018 Budget
$50,000 Pre-commitment to the 2018 Capital Budget
- 343 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Peterborough Pete's Agreement
Project # 6-6.03
Expenditures

Reserves
Contribution from related project
Total Reserves
- 344 -
Ice Resurfacers-All Arenas A systematic approach to replace ice resurfacers on a rotating basis.
This plan ensures reliable ice resurfacing is carried out to maintain
Commitments Made good quality ice, good air quality in arenas, and ensure there are
reliable back-up machines to avoid service disruptions.
Effects on Future Operating Budgets The estimated life of an ice resurfacer is approximately 4,000 hours.
- 345 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Ice Resurfacers-All Arenas
Project # 6-6.04
Expenditures

Capital Levy 900.0 100.0 200.0 200.0
200.0 200.0
- 346 -
Evinrude Banquet Hall Kitchen Expansion This project will explore the expansion of services of the Evinrude
Banquet Hall Kitchen.
Commitments Made
Phase 1 - Design Development Study approved in 2014 - $25,000
Effects on Future Operating Budgets Phase 2 - Evinrude Kitchen Renovation to take place in 2019 -
$100,000
- 347 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Evinrude Banquet Hall Expansion
Project # 6-6.05
Expenditures
Debentures
- 348 -
2018 2019 2020 2021 & After

Community Services
Arenas
Facility
Upgrades-Memorial 6-6.06 35.0 35.0 35.0 35.0
Centre
Total 35.0 35.0 35.0 35.0
- 349 -
Facility Upgrades-Memorial Centre Event equipment requirements:

Padded Event Chairs - $9,000
Commitments Made Event Curtain Track for South End - $7,000
Arena Glass Storage Carts-Upright - $12,000
Effects on Future Operating Budgets Barcode Scanner Replacement Program:

2018 Replacement of 4 Units - $7,000
- 350 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Facility Upgrades-Memorial Centre
Project # 6-6.06
Expenditures

- 351 -
2018 2019 2020 2021 & After

Community Services
Administration
Improvements to Morrow
Park 6-8.01 7,390.0 390.0 390.0 390.0 1,500.0 1,500.0 1,500.0 1,500.0 4,000.0 4,000.0
Nogojiwanong
6-8.02 100.0 100.0 100.0 100.0
Total 7,490.0 490.0 490.0 100.0 390.0 1,500.0 1,500.0 1,500.0 1,500.0 4,000.0 4,000.0
- 352 -
Division: Admin - Administration
Morrow Park Redevelopment Project In keeping with the new agreement, staff will engage an architect in the
Phase 1:Conceptual and detailed design of four exhibition/ fall of 2017 and throughout 2018 work with the Society to determine
storage barns; new track/sand ring; and commemorative high level design, construction priorities, location of the new track/sand
installation to honour agricultural heritage. ring, and fund-raising and grant opportunities.
Phase 2: Implementation of Phase 1 of Morrow Park Master Plan Phase 1: Conceptual and detailed design; construction of one new
including: relocation of perimeter fence; construction of perimeter exhibition/storage barn (City storage, the Society headquarters,
berms, trail network, and extensive tree planting. public washrooms and exhibition space) in 2019; and new track/ sand
ring, at an estimated cost of $2 million (including $.5 million external
Commitments Made funding). In 2022- 2023 two new barns will be constructed to replace
existing horse barns, at an estimated cost of $1.5 million each. The
As a result of Report CSAD11-011, dated December 12, 2011, fourth new exhibition/storage barn will be constructed at a later date as
Council approved the Morrow Park Master Plan Design Study as a need determines and budgets permit.
guide for future planning and budgetary decisions; and the
implementation of Phase 1 of the design pending outcome of Phase 2: Implementation of Phase 2 of Morrow Park Master Plan in
negotiations with the Agricultural Society (The Society). The 2020-21 at an estimated cost of $3 million including: relocation of
grandstand and former daycare have been demolished. Through perimeter fence; installation of interior parking; construction of a 25m
Report CSD17-011, dated May 8, 2017, Council approved a draft linear park with perimeter berms, trail network, and tree planting, and
Memorandum of Understanding with the Society and directed commemorative installation to honour agricultural heritage. ($1 million
staff to engage an architect to begin the high level conceptual in each 2020 and 2021 and $1 million in external funding.) Throughout
design and detailed costing. the project, the City will support Society efforts to secure external
funding.
Completion of this project will lead to more facilities on site for the
City to maintain, but it will also reduce or eliminate operating and
capital commitments in support of the annual exhibition. It will also
resolve some longstanding storage needs for some Memorial
Centre performance assets, like the portable stage. - 353 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Admin - Administration
Project Description Improvements to Morrow Park
Project # 6-8.01
Expenditures
Contractual Services 7,390.0 390.0 1,500.0 1,500.0 1,500.0 1,500.0 1,000.0

Debentures
Deb Rev-Tax Supported 7,000.0 1,500.0 1,500.0 1,500.0 1,500.0 1,000.0
Total Debenture Financing 7,000.0 1,500.0 1,500.0 1,000.0
1,500.0 1,500.0
Reserves
Capital Levy
- 354 -
Nogojiwanong The north end of Millennium Park is near the bottom of the original
rapids on the Otonabee River. This area was known as Nogojiwanong,
Design and install an appropriate commemorative, recognizing or the "place at the foot of the rapids" by the local Mississauga
Indigenous Culture, First Nations interpretive panels, and location Anishinabeg. It was both the start and end point of the portage from the
signage at the north end of Millennium Park. Otonabee River over the height of land (roughly parallel to modern day
Chemong Road) north to Chemong Lake (near modern day
Commitments Made Bridgenorth). This route may well have been used by indigenous
groups for thousands of years and later by European explorers, fur
This was part of the original concept for the development of traders, and early settlers.
Millennium Park in the late 1990's but was never implemented
because of funding constraints. There have been preliminary The intent of this project is to work collaboratively with the local
discussions with the Nogojiwanong Friendship Centre and local Aboriginal community in the design and installation of an appropriate
First Nations about the need for formal recognition of the site and recognition of local Indigenous Culture and Heritage. Design,
creation of a dedicated space for ceremonial fires. fabrication, and installation of locational signage and interpretive
panels is also an essential component so that local First Nations can
Effects on Future Operating Budgets tell their story both in English and in their own language. Ideally, this
project should be installed and completed for a formal opening on June
Routine lawn and garden maintenance continues; maintenance and 21, 2018, Aboriginal Awareness Day.
periodic cleaning of sign and interpretive panels.
It is anticipated that this project will require a City contribution of
$100,000 in 2018. Additional funding may be provided by local First
Nations and Aboriginal groups.
The site will be fully accessible.
- 355 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Nogojiwanong
Project # 6-8.02
Expenditures

- 356 -
2018 2019 2020 2021 & After

Community Services
Administration
Showplace
6-8.03 150.0 75.0 75.0 75.0 75.0 75.0
Climate Change Action

Plan 6-8.04 755.3 60.0 60.0 60.0 63.0 63.0 66.2 66.2 566.1 566.1
Sustainability Projects
6-8.05 2,337.2 891.1 131.2 131.2 137.7 137.7 1,177.2 1,177.2
Total 3,242.4 891.1 135.0 135.0 75.0 60.0 269.2 269.2 203.9 203.9 1,743.3 1,743.3
- 357 -
Planning and Support for Capital Improvements to Showplace Showplace Peterborough is an independently owned and operated
Not For Profit performing arts venue. It has received short term
Commitments Made interest-free loans and a capital project grant in its first years of
operation. It has also received a one time grant in 2001 to eliminate an
Challenges for planning and financing major capital projects for accumulated deficit and an annual service grant since then. It is a
Showplace Peterborough were identified during on-going Municipal Capital Facility and the City retains a reversionary right.
discussions regarding the level of funding Showplace receives from
the City as its annual Service Grant. After 20 years in operation, Showplace is facing major capital
replacement needs including roof, HVAC, and even seating. It would
Effects on Future Operating Budgets also like to have a new marquis designed and installed. While they
may be able to access funding support through Trillium and local
Providing some capital budget financing up front to help plan and fund-raising for the actual construction and replacement costs,
finance some of the capital projects needed at Showplace, over the receiving upfront funding from the City to help plan for such capital
next several years, will reduce pressures to increase their annual upgrades will help jump-start the process and may even help leverage
service grant to offset capital needs. external funds.
A one-time capital contribution of $75,000 in 2018 and $75,000 in

2019 is recommended
- 358 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Showplace
Project # 6-8.03
Expenditures
Capital Levy 150.0 75.0 75.0
- 359 -
Climate Change Action Plan A capital budget of $60,000 has been established as project start up
funding, used to leverage external grants and associated County
This capital project will be used to fund the Climate Change Action contributions for the Climate Change Action Plan Implementation
Plan Implementation Coordinator, implement projects, enhance and Coordinator and local projects.
leverage external funding for climate change projects.
The Climate Change Action Plan Implementation Coordinator will be a
Commitments Made contract staff position under Sustainable Peterborough, hired through
Peterborough and The Kawarthas Economic Development. The City
City Council adopted the Greater Peterborough Area Climate will fund 50% of the staff position, with the County, Townships, and First
Change Action Plan on December 12, 2016 and committed to Nation funding the remaining 50%. External funding will continue to be
reducing both Corporate and Community greenhouse gases, by sought to fund the staff position and local projects.
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.
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.
- 360 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Climate Change Action Plan
Project # 6-8.04
Expenditures

Reserves
Capital Levy 695.3 63.0 73.0 423.6

66.2 69.5
- 361 -
Sustainability Projects The existing capital budget will sustain the work plan for 2018,
providing start up funding or to leverage external grants or funding
This capital project will be used as start up funding, enhanced needed to implement the Sustainable Peterborough Plan and the
funding, or as leverage to secure external funds to initiate Climate Change Action Plan.
sustainability and climate change projects.
Cost recovery on projects or coverage of administrative expenses
Commitments Made would be advantageous to offset the cost of any project. External
funding opportunities will be actively pursued.
The annual outcome reporting tool for the Federal Gas Tax requires
that each municipality, over the life of their Municipal Funding A Sustainability Reserve Fund has been created using rebates,
Agreement, demonstrate their commitment to sustainability through incentives and unspent funds remaining in the Sustainability Operating
the creation of a Community Sustainability Plan and the validation budget. The Reserve will be used to leverage future sustainability
of its recommendations. With the adoption of By-law 12-049, City projects.
Council committed to championing sustainability in our daily
operations and leading our community through the implementation Staff time and resources will be offset through operating expenses.
of the priority actions outlined in the Sustainable Peterborough
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 this 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. The pilot may include renovations,
retrofits, or testing technology to document effectiveness and
payback. - 362 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Sustainability Projects
Project # 6-8.05
Expenditures
Direct Revenue
Revenue-Ontario Grant

Reserves
FRMP Reserve Sew Sur
Capital Levy 2,197.2 751.1 131.2 151.7 881.0

137.7 144.5
- 363 -
2018 2019 2020 2021 & After

Community Services
Peterborough Sport and Wellness Centre
PSWC - Equipment
Purchase 6-9.01 59.5 59.5 59.5 59.5
Total 59.5 59.5 59.5 59.5
- 364 -
Division: Recreation - Peterborough Sport and Wellness Centre
2018 Fitness Centre Equipment Purchases - Cross Trainers - 3 Units at approximately $4,400 each
- Flat Panel 40" TV - 10 Units at approximately $450 each
Commitments Made Replacement of aging units.
- Training System - Fitness Stall Bars (Custom Fit, with gauge frame),
Peterborough Sport and Wellness Centre contributes $40,000 plus rubberized flooring approximately $4,750.
annually to an equipment reserve fund, which is shared equally with - Heavy Lift Equipment - Various pieces outlined in detailed summary,
Fleming College. This reserve fund is available for the purchase of approximately $29,750.
new or replacement equipment for users of the Peterborough Sport - Personal Training and Body Analysis Machine, approximately
and Wellness Centre. $6,500.
There are no future effects on the Operating Budget.
- 365 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Recreation - Peterborough Sport and Wellness Centre
Project Description PSWC - Equipment Purchase
Project # 6-9.01
Expenditures

Reserves
- PSWC Equipment Reserve 59.5 59.5
Capital Levy
- 366 -
2018 2019 2020 2021 & After

Community Services
Social Services
Brock Street Mission -

Revitalization & 6-10.01 1,250.0 925.0 325.0 38.3 286.8 286.8
Supportive Housing
Total 1,250.0 925.0 325.0 38.3 286.8 286.8
- 367 -
Division: Ontario Works - Social Services
Brock Street Mission Revitalization and Supportive Housing A feasibility study was completed in 2015 outlining deficiencies with
the previous building.
Commitments Made
Brock received some financial assistance from the Canadian
The Housing and Homeless plan was approved by Council in Mortgage and Housing Corporation to assist with the feasibility study.
November 2013. Commitment 18 in the Plan outlined the need to Rezoning and site applications have been approved. Housing has
improve the physical space and services for homeless men. committed 1.5 million of provincial money toward the housing units for
this project.
In July 2017, Council approved Report PLHD17-003 -
Peterborough Housing Corporation acquisition of the property at In 2017, the program moved to a temporary location at St. Paul's
217 Murray Street (Brock Street Mission), that included having Church and demolition and construction began.
Brock transfer ownership of the property to Peterborough Housing
Corporation. As part of that report, Council approved the 2018 PHC will oversee construction and will have ongoing facility
capital contribution of $325,000. management responsibilities. They will lease the shelter portion of the
building out for operation of the program to Brock as the service
Effects on Future Operating Budgets provider.
The supports for men in this program could possibly be provided by This project includes $38,250 from the County of Peterborough. Brock
existing service providers such as Four Counties Addiction will fund-raise with a focus on costs related to the shelter portion.
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.
- 368 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Ontario Works - Social Services
Project Description Brock Street Mission - Revitalization & Supportive

Housing
Project # 6-10.01
Expenditures
Direct Revenue
Other Mun-grants & fees 170.0 131.8 38.3

Reserves
- Social Housing - DOOR Fundi 50.0 50.0
- Social Services Reserve 1,030.0 743.3 286.8
Total Reserves 1,080.0 793.3 286.8
- 369 -
2018 2019 2020 2021 & After

Planning and Development Services Summary
Planning 7-1 20,102.2 8,247.2 930.0 930.0 110.0 820.0 6,050.0 6,050.0 3,400.0 3,400.0 1,475.0 1,475.0
Growth Areas 7-2 6,387.2 500.0 1,100.0 320.0 780.0 780.0 1,225.0 905.0 3,562.2 3,242.2
Industrial Parks 7-3 10,610.0 2,960.0 2,434.0 2,434.0 50.0 2,384.0 2,246.0 2,246.0 2,970.0 2,970.0
Airport 7-5 8,425.0 200.0 3,200.0 3,200.0 894.2 189.1 2,116.7 3,225.0 3,225.0 225.0 225.0 1,575.0 1,575.0
Geomatics/Mapping 7-6 1,983.3 300.5 461.8 461.8 268.8 193.0 442.0 442.0 99.0 99.0 680.0 680.0
Total 47,507.7 12,207.7 8,125.8 320.0 7,805.8 1,323.0 780.0 2,573.1 3,129.7 11,963.0 11,963.0 4,949.0 4,629.0 10,262.2 9,942.2
- 370 -
2018 2019 2020 2021 & After

Planning and Development Services Summary
Planning 7-1 5,925.0 1,800.0 1,725.0 1,725.0 501.0 1,224.0 1,200.0 1,200.0 1,200.0 1,200.0
Growth Areas 7-2 400.0 100.0 100.0 100.0 100.0 25.0 25.0 75.0 75.0 100.0 100.0
Industrial Parks 7-3 1,113.7 200.0 151.1 50.6 100.6 100.6 284.8 217.4 237.5 168.8 240.3 170.1
Housing 7-4 17,920.7 4,550.0 1,193.0 795.8 397.3 57.3 90.0 250.0 1,378.0 466.0 1,288.0 408.7 9,511.7 3,384.4
Airport 7-5 1,803.9 753.9 100.0 100.0 100.0 350.0 350.0 150.0 150.0 450.0 450.0
Geomatics/Mapping 7-6 360.0 90.0 175.0 175.0 175.0 15.0 15.0 15.0 15.0 65.0 65.0
Building Services 7-7 180.0 50.0 50.0 17.5 32.5 80.0 80.0 50.0 50.0
Total 27,703.3 7,493.9 3,494.1 846.3 2,647.8 951.3 190.0 1,506.5 3,332.8 2,353.4 3,015.5 2,067.5 10,367.0 4,169.5
- 371 -
2018 2019 2020 2021 & After

Planning and Development Services

Planning
Property Acquisitions
and Improvements 7-1.01 4,420.0 820.0 820.0 820.0 1,200.0 1,200.0 1,200.0 1,200.0 1,200.0 1,200.0
Central Area Master Plan

Implementation Phase 7-1.02 2,682.2 1,457.2 100.0 100.0 100.0 450.0 450.0 400.0 400.0 275.0 275.0
Gateway Welcome
Signage 7-1.03 410.0 400.0 10.0 10.0 10.0
Charlotte Street
Renewal and Louis St 7-1.04 10,590.0 5,990.0 3,600.0 3,600.0 1,000.0 1,000.0
Urban Park
Otonabee River Trail -
Del Crary Park to Little 7-1.05 2,000.0 400.0 800.0 800.0 800.0 800.0
Lake Cemetery
Total 20,102.2 8,247.2 930.0 930.0 110.0 820.0 6,050.0 6,050.0 3,400.0 3,400.0 1,475.0 1,475.0
- 372 -
Department: Planning and Development Services Budget Reference #: 7-1.01
Division: Planning - Planning
Property Acquisitions and Improvements The General Property Reserve, funded through the operating budget,
anticipates property purchases in the current budget year that support
Commitments Made future capital projects and represent strategic municipal acquisitions or
that implement public policy directions of the City. The General
Property Reserve is also used to make improvements to municipal
Effects on Future Operating Budgets property, such as building demolitions, that may be required to improve
value and/or minimize risk. The annual contribution to the Property
Reserve is $370,000.
Starting in 2017, the property acquisitions project included an

additional allocation of $400,000 each year to address property
acquisition opportunities in the vicinity of the expanded Peterborough
Airport. 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.
Commencing in 2015, the project also 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. This will be required for approximately five more
years. In 2018, an additional $100,000 is being requested to acquire
strategic properties in the Central Area. Land acquisitions in the
Central Area will become a priority for the purposes of downtown
revitalization.
- 373 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Planning and Development Services
Division Planning - Planning
Project Description Property Acquisitions and Improvements
Project # 7-1.01
Expenditures
Contractual Services 4,420.0 820.0 1,200.0 1,200.0 1,200.0
Net Requirements 4,420.0 820.0 1,200.0 1,200.0 1,200.0

Debentures
Deb Rev-Tax Supported 2,040.0 380.0 830.0 830.0
Total Debenture Financing 2,040.0 380.0 830.0 830.0
Reserves
- Property Reserve 2,380.0 820.0 820.0 370.0 370.0
Total Reserves 2,380.0 820.0 820.0 370.0 370.0
- 374 -
Central Area Master Plan Implementation Phase 2018
Commitments Made a) CAMP #17 - The priority functions of the Downtown include major
office and institutional uses. This project will provide the third of three
The Official Plan directs that the City pursue a comprehensive years of $100,000 seed funding to establish an entrepreneur centre in
program of downtown enhancement. The Central Area Master Plan the downtown.
(CAMP) affirms this public policy objective.
- 375 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Central Area Master Plan Implementation Phase
Project # 7-1.02
Expenditures
Contractual Services 2,682.2 1,457.2 100.0 450.0 400.0 275.0
Net Requirements 2,682.2 1,457.2 100.0 450.0 400.0 275.0

Reserves
Capital Levy 1,830.0 605.0 100.0 450.0 400.0 275.0
- 376 -
Gateway Welcome Signage - Secondary Installation The Gateway Welcome Signage project was started in 2012 and was
intended to celebrate the arrival to Peterborough with a high quality
Commitments Made landscape feature and "Welcome" signage. The preferred location
was at The Parkway/Crawford Drive intersection in lieu of the travel
information kiosk. This primary signage installation was completed in
Effects on Future Operating Budgets 2017.
It was also envisioned that secondary signage installations would also

be placed at key arrival corridors to the city. This would include
supplementary signage at the Highway 115 exit ramps to The
Parkway. The 2018 request of $10,000 will complete the secondary
installations.
- 377 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Gateway Welcome Signage
Project # 7-1.03
Expenditures

Reserves
Capital Levy 360.0 350.0 10.0
- 378 -
Charlotte Street Renewal and Louis Street Urban Park The scope of the renewal project has changed since first planned, as
the portion of Charlotte Street from Park Street to Aylmer Street is now
Commitments Made part of the Bethune Street Storm Sewer Project being led by Utility
Services. The portion from Aylmer Street to Water Street will be
The Master Plan defines a number of measures to promote coordinated with the Louis Street Urban Park and will include
downtown Peterboroughs role as a diverse and vibrant component streetscape improvements on the east side of George Street in front of
of the citys overall commercial structure. The renewal of Charlotte Market Hall.
Street and the creation of a downtown urban park are key
strategies of the approved Central Area Master Plan. The Louis Features of the Urban Park, as detailed in Report PLPD14-012 and
Street site was selected as the preferred site for the creation of an redesigned in 2017 through Report PLPD17-002, include: a large hard
urban park to complement the planned reconstruction of Charlotte surface for multi purpose use in the summer and an ice skating surface
Street and to stimulate renewal in the Downtown Core and the in the winter; multi purpose building, change room and public
Charlotte Street West Business District. washrooms; a public art display at the north end of the park; large tree
plantings under which there will be passive seating areas; water
In September of 2016, Council approved the purchase of 220 King geysers; and, an area for the Downtown Farmer's Market.
Street to support the development of the Urban Park 2017-18 Urban Park - $5.0 million
(PLPD16-069). 2019 Charlotte Street - Aylmer Street to Water Street and east side of
George Street - $6.1 million
The Council selected site, for the Urban Park, is the Louis Street
Parking Lot. The project will impact future parking revenues. In Streetscape improvements and the Urban Park will adhere to the
addition, the Urban Park once built, will need to be maintained and Citys access guidelines and emerging provincial standards to ensure
there will be an increase in the Public Works operating budget full accessibility and safety.
required for that purpose.
- 379 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Charlotte Street Renewal and Louis St Urban Park
Project # 7-1.04
Expenditures

Debentures
Deb Rev-Tax Supported 10,040.0 5,440.0 3,600.0 1,000.0
Total Debenture Financing 10,040.0 5,440.0 3,600.0 1,000.0
Reserves
- 380 -
Otonabee River Trail Del Crary Park to Little Lake Cemetery The first step of this project was the completion of a detailed
topographic survey and geotechnical investigation completed in 2011.
Commitments Made A Class EA, which included a preliminary design of the Otonabee
River Trail route from Del Crary Park, along Crescent Street to Little
This project represents the completion of a Council approved public Lake Cemetery was completed in 2015. The completion of a trail
policy and capital planning priority. program surrounding Little Lake has been a long-standing recreation
facility objective of the Citys Recreation Master Plan. The Otonabee
Effects on Future Operating Budgets River Trail is an integral component of the Little Lake Master Plan,
received by City Council in March 2010.
$120,000 was secured in 2015 to construct a first phase of the trail

through Del Crary Park, however this phase was not completed due to
renovation plans at the Art Gallery and 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. Pre-approved funds allowed for RFP issuance in 2017 with
design work to be completed in 2018. Trail construction will proceed in
phases as funding is approved through the budget process. $800,000
will be requested in 2019 as an installment toward the full funding
requirement.
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.
- 381 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Otonabee River Trail - Del Crary Park to Little Lake
Cemetery
Project # 7-1.05
Expenditures
Direct Revenue
Revenue-Canada Grant
Donations 75.0 75.0

Reserves
Contribution from related project
Capital Levy 1,655.0 55.0 800.0 800.0
- 382 -
2018 2019 2020 2021 & After


Planning
Central Area CIP

Implementation 7-1.06 5,700.0 1,800.0 1,500.0 1,500.0 276.0 1,224.0 1,200.0 1,200.0 1,200.0 1,200.0
Natural Heritage Policy

Update and Harper Park 7-1.07 225.0 225.0 225.0 225.0
Watershed Management
Total 5,925.0 1,800.0 1,725.0 1,725.0 501.0 1,224.0 1,200.0 1,200.0 1,200.0 1,200.0
- 383 -
Central Area Community Improvement Plan (CIP) Implementation The Faade Improvement, Municipal Incentive and Residential
Conversion and Intensification Grant Programs are the three CIP
Commitments Made Programs that require capital funding. Funding has been allocated to
the CIP programs since 2011 as follows:
The Official Plan directs that the City pursue a comprehensive
program of downtown enhancement. The Central Area Master Plan Faade Improvement - 2011 - 2017 - $700,000
affirms this public policy objective. Municipal Incentive - 2013 - 2017 - $500,000
Residential Conversion and Intensification - 2015 - 2017 - $600,000
The Central Area Master Plan was completed in May 2009, as ($150,000 was allocated to DBIA in 2017 re:casino)
reported to Council in Report PLPD09-026, dated May 11, 2009.
The plan identified 22 strategies to promote the ongoing health and 2018 Request
vitality of the Central Area. Faade Improvement - $100,000
Municipal Incentive - $100,000
One of the strategies of the Master Plan was to adopt a Community Residential Conversion and Intensification - $1,300,000
Improvement Plan (CIP) for the Central Area. In August 2011, the
Central Area CIP was approved by Council (By-law 11-115, Report Ideally, the 2018 request should increase the funding for the
PLPD11-062) establishing a suite of financial incentives to assist Residential Conversion and Intensification Program from $400,000 to
property owners to rehabilitate and redevelop downtown properties. $1,000,000. The redevelopment of the former YMCA involved
The purpose of the CIP is to ensure the long term economic, social significantly more funding than anticipated. The proposed contribution
and cultural vitality of the Central Area providing financial incentives increase would be sustained for many consecutive years. The capital
to assist in the enhancement and revitalization of the downtown budget forecasts this opportunity to begin in 2018. Costs to convert
area. non-residential space to residential are far greater than first
anticipated given current Building Code and accessibility standards.
Effects on Future Operating Budgets These costs significantly affect larger conversion projects that could
dramatically increase the residential unit supply in the Central Area.
Additional funding to this Program could significantly impact the uptake
in additional units in the Central Area.
- 384 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Central Area CIP Implementation
Project # 7-1.06
Expenditures

Reserves
- Capital Levy Reserve 1,624.0 400.0 1,224.0
Total Reserves 1,624.0 400.0 1,224.0
Capital Levy 4,076.0 1,400.0 276.0 1,200.0 1,200.0
- 385 -
Natural Heritage Policy Update and Harper Park Watershed A revamped Natural Heritage section of the Official Plan is a critical
Management Plan component of the Official Plan Update. Given changes to Provincial
Policy and the Growth Plan for the Greater Golden Horseshoe, and the
Commitments Made increasing priority that the natural environment has become to the
community, it is being recommended that the City retain an
At the Council meet of September 25, 2017 through Report environmental consultant to lead the update of the natural heritage
PLPD17-043 Council pre-committed funds of $225,000 for this policies for the Official Plan Update. An environmental consultant will
project. be better equipped to recommend a natural heritage system and
policies that are based on best practices founded on relevant science
Effects on Future Operating Budgets and that will withstand legal challenges.
Included as part of the policy update will be a review and update to the
Harper Park Subwatershed Study completed in 1997. The Harper
Park area is an environmentally sensitive area as it contains a
provincially significant wetland feature, localized cold water fisheries
and is home to a Brook Trout population. With recent development
pressures occurring in the immediate area, including the Shorelines
Casino, the realignment and possible urbanization of area roads, and
potential improved rail service to Peterborough, it has become evident
that an update to the 1997 Subwatershed Study is required to provide
the environmental framework to support sound future land use
decisions in the Harper Park area. The Harper Park Watershed
Management Plan, which will include the Harper Park Wetland
complex, will be instrumental in determining additional developable
lands for employment uses in this high profile "gateway" area, while
being sensitive to the unique natural environment in the immediate
area.
- 386 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Natural Heritage Policy Update and Harper Park

Watershed Management Plan
Project # 7-1.07
Expenditures

- 387 -
2018 2019 2020 2021 & After


Growth Areas
Lily Lake - Centralized

Stormwater Mgm't 7-2.01 4,243.2 600.0 600.0 600.0 725.0 725.0 2,918.2 2,918.2
Facilities
Jackson (Loggerhead
Marsh) Centralized 7-2.02 2,144.0 500.0 500.0 320.0 180.0 180.0 500.0 180.0 644.0 324.0
Stormwater Facilities
Total 6,387.2 500.0 1,100.0 320.0 780.0 780.0 1,225.0 905.0 3,562.2 3,242.2
- 388 -
Division: Planning - Growth Areas
Lily Lake Growth Area - Centralized Stormwater Management The Background Study identified the following Development Charges
Facilities funding requirements for this specific Growth Area:
Commitments Made Stormwater Management Facilities - $4,243,200
This budget allocation represents the anticipated Development The first phases of subdivision development proceeded in the Lily
Charge contribution for the construction of centralized stormwater Lake Growth Area in 2017. The 2018 budget allocates $600,000
management facilities to support growth. Enactment of the 2017 towards the centralized stormwater management facilities necessary
Development Charges By-law is a City commitment to fund the to support this development.
construction of these facilities to accommodate growth.
- 389 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Planning - Growth Areas
Project Description Lily Lake - Centralized Stormwater Mgm't Facilities
Project # 7-2.01
Expenditures

Development Charges
DCRF Lily Lake 4,243.2 600.0 725.0 1,520.0 1,398.2
725.0 1,520.0
- 390 -
Jackson Area (Loggerhead Marsh) Centralized Stormwater The Background Study identified the following Development Charges
Facilities funding requirements for this specific Growth Area:
Commitments Made $2,144,000 Stormwater Management Facilities
This budget allocation represents the anticipated Development Comprised of:

Charge contribution for the construction of centralized stormwater
management facilities to support growth. Enactment of the 2017 $ 864,000 Development Charge Contribution
Development Charges By-law is a City commitment to fund the $1,280,000 Developer contribution (Loggerhead Marsh Local
construction of these facilities to accommodate growth in this Services Agreement)
Planning Area.
The next funding requirement is needed in 2018.
- 391 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Jackson (Loggerhead Marsh) Centralized Stormwater

Facilities
Project # 7-2.02
Expenditures
Contractual Services 2,144.0 500.0 500.0 500.0 644.0
Direct Revenue
Recoveries 1,280.0 320.0 320.0 320.0 320.0
Total Direct Revenue 1,280.0 320.0 320.0 320.0
320.0

Development Charges
DCRF Jackson Creek 864.0 180.0 180.0 180.0 324.0
180.0
- 392 -
2018 2019 2020 2021 & After


Growth Areas
Liftlock Planning Studies

7-2.03 150.0 25.0 50.0 50.0 50.0 25.0 25.0 50.0 50.0
Coldsprings Growth
Area - Planning Studies 7-2.04 150.0 50.0 50.0 50.0 50.0 50.0 50.0 50.0
Carnegie West Growth

Area Planning Studies 7-2.05 100.0 75.0 25.0 25.0
Total 400.0 100.0 100.0 100.0 100.0 25.0 25.0 75.0 75.0 100.0 100.0
- 393 -
Liftlock Growth Area - Planning Studies As development proceeds in the Liftlock Growth Area, it is anticipated
that there will be the need for technical studies to support future growth
Commitments Made and address issues related to new development projects. These
studies could relate to issues such as environmental considerations,
This budget allocation represents the anticipated Development traffic impacts and/or servicing constraints, and could include City-led
Charge contribution for the completion of future planning studies to studies or peer reviews of developer initiated studies.
support growth. Enactment of the 2017 Development Charges
By-law is a City commitment to fund the necessary studies to The Background Study identified the following Development Charges
support development and accommodate growth in this Planning funding requirements for this specific Growth Area:
Area.
Studies - $150,000
The 2018 request for $50,000 is for an updated traffic study to support
development in the Liftlock area.
- 394 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Liftlock Planning Studies
Project # 7-2.03
Expenditures

Development Charges
Development Charges Res 25.0 25.0
DCRF Liftlock 125.0 50.0 25.0 50.0
Total Development Charges 150.0 25.0 50.0 25.0 50.0
- 395 -
Coldsprings Growth Area - Planning Studies As development proceeds in the Coldsprings Growth Area, it is
anticipated that there will be the need for technical studies to support
Commitments Made future growth and address issues related to new development projects.
These studies could relate to issues such as environmental
This budget allocation represents the anticipated Development considerations, traffic impacts and/or servicing constraints and could
Charge contribution for the completion of future planning studies to include City-led studies or peer reviews of developer initiated studies.
By-law is a City commitment to fund the necessary studies to The Background Study identified the following Development Charges
support development and accommodate growth in this Planning funding requirements for this specific Growth Area:
Area.
Studies - $150,000
- 396 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Coldsprings Growth Area - Planning Studies
Project # 7-2.04
Expenditures

Development Charges
DCRF Coldsprings 150.0 50.0 50.0 50.0
50.0
Capital Levy
- 397 -
Carnegie West Growth Area Planning Studies As development proceeds in the Carnegie West Growth Area, it is
anticipated that there will be the need for technical studies to support
Commitments Made future growth and address issues related to new development projects.
These studies could relate to issues such as environmental
This budget allocation represents the anticipated Development considerations, traffic impacts and/or servicing constraints and could
Charge contribution for the completion of future planning studies to include City-led studies or peer reviews of developer initiated studies.
By-law is a City commitment to fund the construction of these The Background Study identified the following Development Charges
facilities to accommodate growth in this Planning Area. funding requirements for this specific Growth Area.
Effects on Future Operating Budgets Studies - $ 100,000
The 2020 request of $25,000 is for an additional traffic study and an

update to the Functional Planning Study.
- 398 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Carnegie West Growth Area Planning Studies
Project # 7-2.05
Expenditures

Development Charges
DCRF Carnegie West 100.0 75.0 25.0
- 399 -
2018 2019 2020 2021 & After


Industrial Parks
Trent Research and

Innovation Park 7-3.01 10,110.0 2,960.0 2,384.0 2,384.0 2,384.0 1,796.0 1,796.0 2,970.0 2,970.0
Major Bennett Industrial

Park 7-3.02 500.0 50.0 50.0 50.0 450.0 450.0
Total 10,610.0 2,960.0 2,434.0 2,434.0 50.0 2,384.0 2,246.0 2,246.0 2,970.0 2,970.0
- 400 -
Division: Planning - Industrial Parks
Trent Research and Innovation Park - Phase 1 Trent University has reserved approximately 85 acres along the north
side of Pioneer Road for the establishment of a science-based
Commitments Made research park. Building upon the success of the DNA Cluster initiative,
the new Trent Research and Innovation Park is poised to become a
major focus of employment growth in the City of Peterborough. This
Effects on Future Operating Budgets development is to science and technology employment as Major
Bennett Industrial Park is to manufacturing and transportation
employment. The development of the Trent Research and Innovation
Park 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
USD 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. The 2018 request is for an
additional $2.4 million to support internal servicing, lot grading and
common elements within the research park and $1.8 million for 2019.
It is expected that the first tenants will commence building construction
in the summer of 2018.
- 401 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Planning - Industrial Parks
Project Description Trent Research and Innovation Park
Project # 7-3.01
Expenditures
Direct Revenue
Developer Contributions 1
Developer Contributions 2

Debentures
Deb Revenue - Lease Supported 8,650.0 1,500.0 2,384.0 1,796.0 2,970.0
Reserves
- Accessibility Improvements
- Industrial land Reserve 250.0 250.0
- Provincial Surplus Reserve
- Waste Water Reserve Fund
Revenue from Other Reserve
- 402 -
Major Bennett Industrial Park There is an existing drainage channel on the east side of Airport Road
that is designated as fish habitat. Due to previous work in the Major
Commitments Made Bennett Industrial Park involving the extension of Fisher Drive, a
compensation project for the loss of fish habitat was approved. This
The City is the region's provider of serviced industrial land. Major included the realignment and naturalization of the drainage channel
Bennett Industrial Park is nearing full build-out and this project along the east side of Airport Road, along with two other projects near
ensures the remaining lands are developable and made ready for Harper Park. The work, however, did not proceed until various
sale. This project implements a previously approved fish habitat upstream projects were completed at the request of the Department of
compensation project resulting from a harmful alteration, disruption Fisheries and Oceans.
and/or destruction (HADD) - the original extension of Fisher Drive
to Airport Road. The property north of Fisher Drive, and east of Airport Road is one of
the last large parcels of industrial land available in the City. The
Effects on Future Operating Budgets completion of the fish habitat compensation project, which will including
a grading plan is necessary before the property can be sold and
developed.
- 403 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Major Bennett Industrial Park
Project # 7-3.02
Expenditures
Capital Levy 500.0 50.0 450.0
- 404 -
2018 2019 2020 2021 & After


Industrial Parks
Trent Research and

Innovation Park Bus. 7-3.03 1,113.7 200.0 151.1 50.6 100.6 100.6 284.8 217.4 237.5 168.8 240.3 170.1
Plan Implementation
Total 1,113.7 200.0 151.1 50.6 100.6 100.6 284.8 217.4 237.5 168.8 240.3 170.1
- 405 -
Trent Research and Innovation Park Business Plan Implementation The City has made significant investments in serviced employment
land at the Trent Research and Technology Park (TRIP). Having
Commitments Made 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
Effects on Future Operating Budgets 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 2018, 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 and would continue in 2019. In 2020-2021 it is
suggested this amount be reduced to $25,000.
The remaining $101,000 for 2018 is for a .75 FTE for an Executive
Director at TRIP. For 2019 and beyond, this will be a full FTE equal to
$150,000. While it will reside with the City, the position will fulfill the
interests of the University as well. It is therefore expected that 50% of
these funds will be recovered from the University, leaving a cost to the
City of $50,600.
- 406 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Trent Research and Innovation Park Bus. Plan

Implementation
Project # 7-3.03
Expenditures
Direct Revenue
Recoveries 256.9 50.6 67.4 68.8 70.1

Capital Levy 856.9 200.0 100.6 217.4 168.8 170.1
- 407 -
2018 2019 2020 2021 & After


Housing
Incentives For Affordable

Housing 7-4.01 11,986.0 3,775.0 1,068.0 728.0 340.0 90.0 250.0 1,103.0 340.0 1,138.0 340.0 4,902.0 1,360.0
Housing - Capital
Repairs 7-4.02 5,014.7 550.0 125.0 67.8 57.3 57.3 150.0 68.7 150.0 68.7 4,039.7 1,763.3
Building Condition
Assessments (BCA) 7-4.03 920.0 225.0 125.0 57.3 570.0 261.1
Total 17,920.7 4,550.0 1,193.0 795.8 397.3 57.3 90.0 250.0 1,378.0 466.0 1,288.0 408.7 9,511.7 3,384.4
- 408 -
Division: Planning - Housing
Incentives for Affordable Housing This capital project continues the Peterborough tradition of stimulating
the production of affordable housing through a program of financial
Commitments Made incentives.
In September of 2011, Council adopted the Affordable Housing The order of magnitude of annual cost of the investment in affordable
Community Improvement Plan (Report PLHD11-062). This housing is $1,000,000. Of this total, it is estimated that the contribution
initiative provided the City with the authority to grant financial from Development Charges will account for $90,000. Other funding
incentives in support of Affordable Housing according to guidelines sources include an annual draw of $150,000 from the Municipal
developed for a number of qualified programs. Partnership Fund from the Housing Division's operating budget,
approximately $700,000 through tax relief and development charge
In November of 2013, Council adopted the 10-year Housing and exemption programs, and $100,000 from municipally sponsored
Homelessness Plan and the Action Plan 2014-2018 capital grants.
(PLHD13-004), including a target to achieve 500 new affordable
housing units over the life of the plan.
- 409 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Planning - Housing
Project Description Incentives For Affordable Housing
Project # 7-4.01
Expenditures
Direct Revenue
Recoveries 3,056.0 550.0 253.0 288.0 323.0 358.0 393.0 891.0
Miscellaneous 295.0 295.0
Transfer from Operations 5,035.0 1,710.0 475.0 475.0 475.0 475.0 475.0 950.0
Total Direct Revenue 8,386.0 2,555.0 728.0 763.0 868.0 1,841.0
798.0 833.0
Net Requirements 3,600.0 1,220.0 340.0 340.0 340.0 340.0 340.0 680.0
Development Charges
DCRF Affordable Housing 900.0 270.0 90.0 90.0 90.0 90.0 90.0 180.0
Total Development Charges 900.0 270.0 90.0 90.0 90.0 180.0
90.0 90.0
Reserves
- Affordable Housing Partners 1,500.0 450.0 150.0 150.0 150.0 150.0 150.0 300.0
- Social Services Reserve 100.0 100.0
Total Reserves 1,600.0 450.0 250.0 150.0 150.0 300.0
150.0 150.0
Capital Levy 1,100.0 500.0 100.0 100.0 200.0

100.0 100.0
- 410 -
Housing - Capital Repairs The $125,000 per year is to be utilized to assist social housing
providers with necessary capital repairs and upgrades that are
Commitments Made considered a priority, and beyond the ability of the housing provider to
fund by themselves. This funding, when expended, will be paired with
None. available incentives, funding from federal and provincial levels of
government, or as cost sharing opportunities whenever possible.
Effects on Future Operating Budgets These projects can be prioritized based on the up to date BCA study.
This capital reserve will be funded from City and County contributions
This investment in upgrading and maintaining the existing aging based on the weighted assessment sharing ratios and allowed to
portfolio will help provide safe reliable housing, reduce operating accumulate until required.
costs, reduce waiting lists, and enable the City to maintain the
portfolio to meet the Province's required service level standard. Past government initiatives, such as the 2008 Social Housing Capital
Repair Fund provided the City with $0.85 million, and the 2009/2010
Social Housing Renovation and Retrofit Program (SHRRP) provided
the City with $5.4 million to help fund immediately needed repairs. In
July 2016, Council advised the Ministry of its intent to access $1.6
million under the recently announced Social Infrastructure Funding
program for Social Housing repairs (PLHD16-007).
These programs are vital to the health of the Social Housing inventory
but are not sufficient to handle unexpected capital issues or emergency
repairs. This capital project provides a funding stream for such
circumstances.
- 411 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Housing - Capital Repairs
Project # 7-4.02
Expenditures
Direct Revenue
Other Mun-grants & fees 2,803.1 296.4 67.8 81.3 81.3 81.3 81.3 460.7 1,653.1
Total Direct Revenue 2,803.1 296.4 67.8 81.3 81.3 460.7 1,653.1
81.3 81.3
Reserves
- Social Housing Reserve 46.3 46.3
Capital Levy 2,165.3 207.4 57.3 68.7 68.7 309.2 1,316.8

68.7 68.7
- 412 -
Building Condition Assessments (BCA) Future portfolio wide Building Condition Assessments (BCA's) will:
Commitments Made - Update existing assessments of the social housing portfolio in the
City and County of Peterborough.
None. - Identify and target capital repair needs for another 25 to 30 year time
period.
Effects on Future Operating Budgets - Provide the foundation for a strategic asset management plan for
both the City and the housing providers through the introduction of an
Asset management in the social housing portfolio can be a key interactive database.
driver of operating costs - strategic asset management reduces
budget pressures that arise when maintenance is deferred or A BCA should be undertaken every three to five years by qualified
overlooked. professionals. Strategic asset management depends on current
information and responsive information management for reporting and
The Housing Division formulates strategies about required repairs monitoring.
based on expert opinion, prioritized needs, and where necessary,
stages funding to ensure capital needs are addressed. BCAs, in conjunction with the City's asset management strategy, will
significantly improve monitoring of social housing providers' capital
Up to date BCA's are necessary for proactive property reserves, as well as identify capital repair needs and provide capacity
management decisions, as well as bulk Requests for Tenders, that to pay.
when managed by City staff have historically provided significant
savings in operating costs and are an excellent teaching
opportunity.
- 413 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Building Condition Assessments (BCA)
Project # 7-4.03
Expenditures
Direct Revenue
Other Mun-grants & fees 437.1 60.4 67.8 70.5 238.5
Recoveries 112.5 112.5

Reserves
- Social Housing Reserve 52.1 52.1
Capital Levy 318.3 57.3 59.5 201.5
- 414 -
2018 2019 2020 2021 & After


Airport
Airport Sewer & Water

Upgrade 7-5.01 5,000.0 2,500.0 2,500.0 194.2 189.1 2,116.7 2,500.0 2,500.0
Environmental
Remediation 7-5.02 500.0 500.0 500.0 500.0
General Aviation
Expansion 7-5.03 500.0 200.0 100.0 100.0 100.0 200.0 200.0
Meeting Regulatory
Change 7-5.04 200.0 100.0 100.0 100.0 100.0 100.0
Commercial and
General Aviation Lot 7-5.05 2,025.0 225.0 225.0 225.0 225.0 1,575.0 1,575.0
Prep
Airport Road
Improvements 7-5.06 200.0 200.0 200.0
Total 8,425.0 200.0 3,200.0 3,200.0 894.2 189.1 2,116.7 3,225.0 3,225.0 225.0 225.0 1,575.0 1,575.0
- 415 -
Division: Airport - Airport
Airport Water and Sewer Servicing Upgrade In 2002, servicing was extended to the Airport to support business
growth. The water usage dictated the size of service installed and, at
Commitments Made the time, was oversized with mitigation methods applied to maintain
safe levels of water chlorination. The sewer pumps were also installed
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
570 in 2017. The increase can be attributed to business expansion
and the addition of the Seneca College School of Aviation.
Several new facilities are in the planning stage with construction of one
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.
- 416 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Airport - Airport
Project Description Airport Sewer & Water Upgrade
Project # 7-5.01
Expenditures
Debentures
Reserves
- Waste Water Reserve Fund 2,500.0 1,250.0 1,250.0
Federal Gas Tax 1,716.7 866.7 850.0
Total Reserves 4,216.7 2,116.7 2,100.0
Capital Levy 594.2 194.2 400.0
- 417 -
Environmental Remediation In March of 2015, the Ministry of the Environment and Climate Change
(MOECC) advised the City that the Ministrys Environmental Monitoring
Commitments Made and Reporting Branch had completed a surface water and sediment
sampling survey on and around the Peterborough Airport. The study
identified some elevated levels of PCBs in certain sampling sites. It is
Effects on Future Operating Budgets assumed the elevated levels are related to historical landfill activities
on the Airport property.
The areas of concern have been delineated laterally and vertically.

Cambium Inc. has provided the results to MOECC for their review. A
risk assessment was completed in 2017 to identify solutions and
waste management measures on site.
This capital project will be used to complete the required steps for
maintaining the affected soils on site.
- 418 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Environmental Remediation
Project # 7-5.02
Expenditures

- 419 -
General Aviation Expansion Development of the General Aviation Area commenced in 2007 with
lot preparation, Taxiway Charlie and Apron III installation as part of the
Commitments Made Major Airport Expansion Project in 2010. This area, containing
approximately 30 hangars, has reached capacity with the exception of
two small lots.
In response to market demand, an extension of the General Aviation
New development at the Airport will generate new land lease Area commenced in 2017 on the east side of Apron III opening up
revenues. The addition of new infrastructure will require an three new lots for aircraft hangars which included drainage, internal
adjustment to the Operations contract for summer and winter road construction, services installation, fencing and lot fill. This project
property maintenance. will continue with a capital budget allocation in 2018 and 2019 to
complete construction of the new area.
This capital project will construct lot preparation for four lots, an access
road, parking lots, installation of servicing, hydro installation and
fencing.
- 420 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description General Aviation Expansion
Project # 7-5.03
Expenditures
Debentures
Capital Levy 150.0 50.0 100.0
- 421 -
Meeting Regulatory Change New Transport Canada Aerodrome Standards and Recommended
Practices, TP312 5th Edition, was published in July 2015. Transport
Commitments Made Canada has had a phased in approach of the new regulations.
In 2017, Airport staff are working with Transport Canada to reduce the
Effects on Future Operating Budgets 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 capital project will fund the required changes due to the change in
Transport Canada regulations.
- 422 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Meeting Regulatory Change
Project # 7-5.04
Expenditures
Capital Levy 200.0 100.0 100.0
- 423 -
Commercial and General Aviation Lot Prep The Airport has approximately 40 acres of serviced land for
industrial/commercial use and a further 3 acres for general aviation
Commitments Made hangars. These parcels of land will be leased according to user
requirements as has been the long-standing Airport practice.
Effects on Future Operating Budgets At the time of building construction, there are specific requirements for
new tenant building lots that are the responsibility of the Airport and
that cannot be reasonably anticipated as a component of the lot
development. Such items include: isolated soil remediation costs
under the building pads, minor water and sewer extensions, hydro,
transformers, drainage adjustments or other property details.
This capital project provides a funding source to cover Airport

responsibilities associated with tenant specific requirements.
- 424 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Commercial and General Aviation Lot Prep
Project # 7-5.05
Expenditures
Contractual Services 2,025.0 225.0 225.0 225.0 225.0 1,125.0
Net Requirements 2,025.0 225.0 225.0 225.0 225.0 1,125.0

Capital Levy 2,025.0 225.0 225.0 1,125.0
225.0 225.0
- 425 -
Airport Road Improvements A portion of Airport Road leading to Airport commercial businesses is
expected to be conveyed to the City from the County becoming an
Commitments Made internal road. The road requires modification, resurfacing and
landscaping to provide an enhanced entrance to the businesses.
Effects on Future Operating Budgets This capital project will be used to enhance the entrance and road
leading to the businesses at the Airport.
- 426 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Airport Road Improvements
Project # 7-5.06
Expenditures
- 427 -
2018 2019 2020 2021 & After


Airport
Obstacle Limitation
Surface Tree Cutting 7-5.07 1,003.9 153.9 100.0 100.0 100.0 150.0 150.0 150.0 150.0 450.0 450.0
Federal Zoning Process

7-5.08 800.0 600.0 200.0 200.0
Total 1,803.9 753.9 100.0 100.0 100.0 350.0 350.0 150.0 150.0 450.0 450.0
- 428 -
Obstacle Limitation Surface Tree Cutting The Airport is required through Transport Canada regulations to
maintain the Obstacle Limitation Surface (OLS) which is an obstacle
Commitments Made free area around the runways for safety of aircraft arriving and
departing.
Effects on Future Operating Budgets There are properties with numerous trees nearing the protected
surface which will require extensive tree cutting. These trees are
located on City owned land on the south side of the Airport, and on
properties covered by obstacle protection easements and agreements
surrounding the runways.
This project will require tree removal, by a vendor of record, to provide

the tree cutting and removal service on the required properties in order
to maintain the OLS.
- 429 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Obstacle Limitation Surface Tree Cutting
Project # 7-5.07
Expenditures
Capital Levy 1,003.9 153.9 100.0 150.0 150.0 150.0
150.0 150.0
- 430 -
Federal Zoning Process The Peterborough Airport Zoning Regulations are federal zoning
controls developed to protect the area surrounding the Airport from
Commitments Made obstacles and specific land uses that could conflict with aviation safety.
When federal regulations are compromised, airport certification could
be at risk. Federal zoning supersedes all local zoning by-laws and
Effects on Future Operating Budgets controls activities on private properties.
The 2013 Amended Federal Zoning capital budget of $200,000 Zoning regulations are in place for the pre-expanded Airport.
was transferred to the Seneca College Airside Improvements Amended zoning is required to protect the extended runway.
Capital Project budget, pursuant to Council Approval of Report
PLPD13-037. The request to replenish this fund will be deferred to This project will take multiple years to complete and is conducted
the 2019 Capital Budget. under the direction of Transport Canada. It is also a public process and
concludes with the federal zoning regulations being applied to the legal
description of all affected properties. The federal zoning obligates land
owners, within the affected area, to respect the obstacle limitation
surface and not introduce land uses which may be deemed to
compromise the safe operation of the Airport, thereby relieving the
Airport of the cost to protect air safety on lands which are not owned by
the Airport.
In order to expedite the process, fees will be required by Transport

Canada and to engage the services of an aviation consultant and legal
expenses.
- 431 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Federal Zoning Process
Project # 7-5.08
Expenditures
Reserves
Capital Levy 400.0 200.0 200.0
- 432 -
2018 2019 2020 2021 & After


Geomatics/Mapping
ESRI Stabilization
7-6.01 1,138.3 300.5 401.8 401.8 218.8 183.0 242.0 242.0 99.0 99.0 95.0 95.0
Vertical / Horizontal
Control Monuments 7-6.02 695.0 60.0 60.0 50.0 10.0 50.0 50.0 585.0 585.0
Data Governance Project

7-6.03 150.0 150.0 150.0
Total 1,983.3 300.5 461.8 461.8 268.8 193.0 442.0 442.0 99.0 99.0 680.0 680.0
- 433 -
Division: Planning - Geomatics/Mapping
ESRI Stabilization Five Year Project Open Data Expenditures continued from 2017. The project cost of
$287,300 is to continue the initiative of opening up public information
Commitments Made and creating a self-serve website to allow controlled access to internal
information.
None.
ArcGIS Portal/ GIS Data Store. The cost of $62,300 will create a
Effects on Future Operating Budgets directory for GIS/mapping information and applications in a secured
organized manner. It will provide staff with a clear picture of current GIS
Annual Maintenance is included with the purchase of all FME resources and how they can be accessed.
products for the first year.
Restructuring the GIS database to a standard data model will alleviate
Starting 2018 the challenge of creating new datasets on-the-fly by using pre-built
- FME (Feature Manipulation Engine) $7,000 structures approved by GIS professionals and designed to meet
industry standards. This allows staff to dedicate more time to
maintaining the existing data, as the demand continues to grow. The
cost is $45,000.
3D GIS builds on the capabilities of traditional 2D GIS, adding depth to

data and enhancing its visual properties. This technology has several
uses, including environmental visualizations, planning, collaboration
with communities, and entertainment. The project cost is $7,200.
- 434 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Planning - Geomatics/Mapping
Project Description ESRI Stabilization
Project # 7-6.01
Expenditures

Reserves
Capital Levy 955.3 300.5 218.8 242.0 99.0 95.0
- 435 -
Vertical/Horizontal Control Monuments Vertical Benchmarks

Vertical Control Benchmarks are used in all Engineering surveys. The
Commitments Made vertical elevation on the benchmark establishes the elevations for the
engineering design. Destroyed benchmarks must be replaced. The
None. standard has been upgraded to a second order quality. This is the
preferred survey quality for engineering work because it offers an
Effects on Future Operating Budgets increase to the survey precision and accuracy. The last update was
2014. The funds requested are $30,000.
There are no effects on future operating budgets.
Horizontal Control Monuments
Horizontal Control Monuments tie all surveys into the Citys GIS. As the
City continues to expand with new development, it is necessary to
install new Horizontal Control Monuments into these new areas. In
addition, construction activities often destroy existing Horizontal
Control Monuments and these need to be replaced. The last update
was 2014. The funds requested are $30,000.
- 436 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Vertical / Horizontal Control Monuments
Project # 7-6.02
Expenditures

Reserves
- Control Monuments Reserve 120.0 10.0 10.0 10.0 30.0 60.0
Total Reserves 120.0 10.0 10.0 30.0 60.0
10.0
Capital Levy 575.0 50.0 40.0 135.0 310.0

40.0
- 437 -
Data Governance Project The City does not currently have a data governance plan. There are
many initiatives in place that would greatly benefit from a corporate
Commitments Made data governance plan, including open data, risk assessment, asset
management, GIS data, external data (data consortium) and records
None. management.
Also, citizens are increasingly demanding access to municipal
Effects on Future Operating Budgets information and we are striving to meet these demands. The
complexity and volume of data is ever increasing. We need to be
None. aware of what data is flowing in and out of the City and how accurate
and reliable it is.
Data governance involves decision-making, management, and
accountability related to data in an organization. A data governance
team is built to ensure data will be handled smoothly and effectively
and to instill data quality. Data governance programs are designed to
prepare rules and regulations for an organization and to handle any
issues that may come up regarding data. They also ensure compliance
to policies. They tell a corporation who the owner of the data is and
who can perform certain functions with it. The Data Governance
Program will include the information technology used to create the
data, the people involved in the process and the process itself. This will
improve the security of the data and outline the quality.
The City has commenced to create a data governance program
internally in 2017 and will continue in 2018 to develop some of the
processes between the departments. In the near future, the City needs
to acquire consulting services to establish a model that meets industry
standards and best practices. Staff will be in a position to do so in
2019.
- 438 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Data Governance Project
Project # 7-6.03
Expenditures
- 439 -
2018 2019 2020 2021 & After


Geomatics/Mapping
Corporate GIS
Development Tool 7-6.04 360.0 90.0 175.0 175.0 175.0 15.0 15.0 15.0 15.0 65.0 65.0
Total 360.0 90.0 175.0 175.0 175.0 15.0 15.0 15.0 15.0 65.0 65.0
- 440 -
Corporate GIS Development Tool Consulting Services - At various stages throughout the ongoing
maintenance and development of the corporate GIS database,
Commitments Made Geomatics/Mapping requires consulting services of expertise above
the required capabilities of existing staff.
None. The funding required is $15,000.
Effects on Future Operating Budgets Twelve month contract GIS Technologist - The GIS system will be the
relationship between assets, field work, customers, rehabilitation and
None. replacement plans. It will assist in the successful deployment of the new
SAP finance system, CityWorks (maintenance management system)
and will have a presence in the permitting application. This resource is
required to ensure the stability of the GIS while these new applications
are implemented. The funding required is $75,000.
Orthophotography is the creation of digital air photos that are

compatible with the City's GIS. Orthophotography is an invaluable tool
that many departments rely on to visualize what actually exists on the
ground. New orthophotography should be completed on a two-year
cycle. The funding required is $50,000.
Lidar (light detection and ranging) is an optical remote-sensing

technique that uses laser light to densely sample the surface of the
earth, producing highly accurate x,y,z measurements. Lidar will provide
accurate elevations (heights) of buildings and forestry canopy. This
information is valuable for site plan approval, urban design, secondary
plans, zoning approvals and management of the Urban Forest. The
funding required is $35,000.
- 441 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Project Description Corporate GIS Development Tool
Project # 7-6.04
Expenditures

Capital Levy 360.0 90.0 175.0 15.0 15.0 65.0
- 442 -
2018 2019 2020 2021 & After


Building Services
Development Client
Service Enhancement 7-7.01 180.0 50.0 50.0 17.5 32.5 80.0 80.0 50.0 50.0
Project
Total 180.0 50.0 50.0 17.5 32.5 80.0 80.0 50.0 50.0
- 443 -
Division: Building - Building Services
Development Client Service Enhancement Project. A project to The project currently has three distinct streams that will be staged but
enhance the development client experience encountered in the City at times run concurrently. The streams are approval application
of Peterborough by improving the development approvals process support, efficient approval application review and tracking, and an
overall, with special attention paid to approval transparency, ongoing quality assurance function in the Development approvals
application tracking, technical information support, improved lines process overall.
of communication between departments/external agencies and
customer service. This project will focus on the approvals process Each stream will be subjected to client consultation processes as well
that is comprised of Landuse Planning Applications, a review of as public consultation, both for fact finding at the beginning of the
these applications and independent approvals provided by Utility project, and validation of proposed solutions at the conclusion of the
Services and the applications made for Building Permits project. The project is justified given the need to support Construction
and Development as one of the key economic drivers in our region and
Commitments Made the tool that delivers growth in assessed valued and job creation on an
ongoing and continuous basis.
No Commitments have been made. The project has evolved from a
concept that was developed over a year ago for implementation in Accessibility Considerations
the Building Division only. The time spent on formulating project
approach, defining the extent of technical materials preparation None at this time.
(workflow and process mapping as an example) was accounted for
in the Building Division Operating budget in 2017.
- 444 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Division Building - Building Services
Project Description Development Client Service Enhancement Project
Project # 7-7.01
Expenditures

Reserves
- Building Division Reserve 50.0 15.0 20.0 15.0
- Subdivision Engineering Res 65.0 17.5 30.0 17.5
Total Reserves 115.0 32.5 50.0 32.5
Capital Levy 65.0 17.5 30.0 17.5
- 445 -
2018 2019 2020 2021 & After

Police Services Summary
Peterborough Police 8-1 617.4 617.4 617.4 617.4

Service
Total 617.4 617.4 617.4 617.4
- 446 -
2018 2019 2020 2021 & After

Police Services Summary
Peterborough Police 8-1 250.0 75.0 75.0 25.0 25.0 25.0 100.0 100.0 75.0 75.0
Service
Total 250.0 75.0 75.0 25.0 25.0 25.0 100.0 100.0 75.0 75.0
- 447 -
2018 2019 2020 2021 & After

Police Services
Peterborough Police Service
Various Police Capital

Projects 8-1.01 617.4 617.4 617.4 617.4
Total 617.4 617.4 617.4 617.4
- 448 -
Department: Police Services Budget Reference #: 8-1.01
Division: Police Board - Peterborough Police Service
Various Police Capital Projects 2018 Capital Proposal:
Commitments Made $285,300 - Vehicle replacement

$232,123 - IT System
$100,000 - Hexagon Software
$617,423 - Total
- 449 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Police Services
Division Police Board - Peterborough Police Service
Project Description Various Police Capital Projects
Project # 8-1.01
Expenditures

- 450 -
2018 2019 2020 2021 & After

Police Services
Peterborough Police Service
Police Services
Business Plan 8-1.02 250.0 75.0 75.0 25.0 25.0 25.0 100.0 100.0 75.0 75.0
Total 250.0 75.0 75.0 25.0 25.0 25.0 100.0 100.0 75.0 75.0
- 451 -
Department: Police Services Budget Reference #: 8-1.02
Division: Police Board - Peterborough Police Service
Police Services Business Plan Initiatives Funds in 2018 will be used for the following initiatives:
- Adequacy and Effectiveness Review - $25,000
Commitments Made - Facility and Space Needs Assessment - $50,000
A Police Boards mandate is legislated by the Police Services Act Funds in 2019 will be used for the following initiatives:
and can be summarized as being responsible for the provision of - Adequacy and Effectiveness Review - $25,000
adequate and effective police services in Municipalities. - Police Business Plan - 2020 - 2022 - $75,000
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 (3)
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.
- 452 -
($000)

Total Pre-2018 2018 2019 2020 2021 2022 2027 2042
Department Police Services
Division Police Board - Peterborough Police Service
Project Description Police Services Business Plan
Project # 8-1.02
Expenditures

Development Charges
DCRF Police 112.5 25.0 50.0 37.5
Reserves
- Business Plan Reserve 112.5 25.0 50.0 37.5
Total Reserves 112.5 25.0 50.0 37.5
- 453 -

Book 3 2018 Draft Capital Budget Book

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Book 3 2018 Draft Capital Budget Book

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Chief Administrative Office .......................................... 4 Community Services ................................................. 289

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Combined Tangible and Other Capital Program Summary

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Tangible Capital Program Summary

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Other Capital Program Summary

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Fire Station Relocations

Department: CAO Budget Reference #: 2-1.01

Division: Chief Administrative Officer - Fire Services

This TCA program allows for the replacement of decommissioned

Project Approved REQUESTED 2023 to 2028 to

Division Chief Administrative Officer - Fire Services

Project Description FF Equipment and Personal Protective Equipment

Total Direct Revenue

Net Requirements 2,092.0 170.8 171.6 172.4 173.2 174.0 1,230.0

Capital Levy 459.0 21.6 47.0 48.2 247.0

Department: CAO Budget Reference #: 2-1.02

Division: Chief Administrative Officer - Fire Services

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

Commitments Made Delivery &

Project Approved REQUESTED 2023 to 2028 to

Division Chief Administrative Officer - Fire Services

Project Description Fire Apparatus Replacement/Additions

Total Direct Revenue

Net Requirements 4,124.0 35.0 212.0 650.0 800.0 68.0 2,359.0

Department: CAO Budget Reference #: 2-1.03

Division: Fire - Fire Services

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

Project Approved REQUESTED 2023 to 2028 to

Division Fire - Fire Services

Project Description Fire Station Relocations and Construction

Total Direct Revenue

Net Requirements 8,425.0 175.0 4,000.0 4,250.0

Capital Levy 102.0 102.0

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Corporate Services Summary

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

Corporate Services Summary

Property 3-1 1,800.0 175.0 675.0 675.0 950.0 950.0

2018 2019 2020 2021 & After

Project Approved Total Net Cap Dev

City Buildings - 7,724.2

City Buildings - Fire 2,516.2

Department: Corporate Services Budget Reference #: 3-1.01

Division: Finance - Property

Corporate Services - Property - Property

The repairs and/or replacements will reduce future maintenance

Project Approved REQUESTED 2023 to 2028 to

Department Corporate Services

Division Finance - Property

Project Description Corporate Services - Property - Property

Total Direct Revenue

Capital Levy 9,744.2 270.0 600.0 1,481.8 4,702.0 777.8