2016 City of Peterborough draft capital budget

Draft

2016-2025 Capital Budget Details

(Budget Book 3 of 4)

November 2015

Table of Contents 2016 CAPITAL BUDGET

Chief Administrative Office .......................................... 4 Fire Services ......................................................... 5 Emergency Management ................................... 13

Corporate Services ..................................................... 16 Property .............................................................. 19 Facilities and Special Projects ............................ 35 Information Services ........................................... 41 Other .................................................................. 53

Utility Services ............................................................. 76 USD Admin ......................................................... 79 Arterial Streets .................................................... 88 Collector and Local Streets .............................. 139 Bridges ............................................................. 151 Sidewalks ......................................................... 167 Sanitary Sewers ............................................... 175 Storm Sewers ................................................... 191 Public Works .................................................... 199 Environmental Protection Services ................... 217 Waste Management ......................................... 231 Transit .............................................................. 237 Parking ............................................................. 255 Traffic and Transportation ................................ 267 Demand Management ...................................... 279 Flood Reduction Master Plan Projects ............. 286

Community Services ................................................. 329 Recreation ........................................................ 331 Arts Culture and Heritage ................................ .347 Museum ............................................................ 357

Library ............................................................... 367 Art Gallery ......................................................... 379 Arenas .............................................................. 383 Administration ................................................... 405 Peterborough Sport & Wellness Centre ........... 415 Social Services ................................................. 423

Planning and Development Services ....................... 430 Planning ............................................................ 433 Growth Areas .................................................... 453 Industrial Parks ................................................. 463 Housing ............................................................ 471 Airport ............................................................... 481 Geomatics/Mapping .......................................... 497

Police .......................................................................... 504

City of PeterboroughCombined Tangible & Other Capital Budget Summary

2016-2025 & Subsequent Years

($000)

2016 2017 2018 2019 & After

Net TotalNet TotalNet TotalOtherDebChgLevyCostCosts

DevCapApproved

Pre-2016

Total

Rev

Net Project

TotalRefProject Description

Combined Tangible and Other Capital Program Summary

8,401.6 69.8 638.4 14,682.8 1,202.2 708.2 360.0 4,010.8 8,401.6 708.2 360.0 4,010.8 CAO

45,423.4 122.4 302.5 828.4 5,934.7 1,055.5 91,284.2 11,381.5 8,243.5 9,287.0 16,948.8 37,353.4 7,941.0 8,232.0 13,938.8 Community Services

48,590.2 754.5 5,422.7 1,855.0 430.0 84,639.4 2,840.3 8,462.2 15,701.0 9,045.6 47,922.5 7,707.8 15,696.0 7,550.6 Corporate Services

30,541.6 90.0 4,251.5 1,632.5 2,000.0 3,345.0 67,165.6 13,336.5 11,319.0 7,325.5 4,643.0 24,476.1 7,067.5 7,040.0 4,002.5 Planning and

Development

75.0 510.8 660.8 510.8 75.0 75.0 510.8 75.0 Police Services

584,117.6 1,445.7 1,129.2 2,184.2 12,502.3 18,126.8 826,120.4 88,287.5 35,388.2 63,520.7 54,806.5 566,149.9 34,259.0 60,183.0 53,626.5 Utility Services

1,084,553.2 6,437.7 117,048.0 64,631.9 58,194.2 10,648.4 717,149.4 1,658.1 22,292.0 23,595.7 96,194.2 89,529.7 684,378.5 91,511.0 83,204.2Total

- 1 -

City of PeterboroughTangible Capital Budget Summary


($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Tangible Capital Program Summary

8,401.6 69.8 638.4 14,682.8 1,202.2 708.2 360.0 4,010.8 8,401.6 708.2 360.0 4,010.8 CAO

43,923.4 77.4 260.0 262.6 5,934.7 798.0 85,642.4 8,989.5 7,332.7 8,878.1 16,518.8 35,853.4 7,072.7 7,823.1 13,508.8 Community Services

46,734.2 741.0 3,988.0 1,855.0 367.0 76,672.2 375.0 6,950.9 14,605.0 8,007.1 46,066.5 6,210.0 14,600.0 6,512.1 Corporate Services

22,243.6 4,067.5 907.5 2,000.0 2,720.0 50,703.4 9,982.3 9,695.0 5,657.5 3,125.0 18,431.1 5,627.5 5,590.0 2,737.5 Planning and

Development

510.8 510.8 510.8 510.8 Police Services

561,083.8 1,352.7 1,045.2 1,680.3 12,502.3 15,503.9 765,747.7 63,725.7 32,084.4 59,707.0 49,146.8 543,116.1 31,039.2 57,036.3 47,966.8 Utility Services

993,959.2 6,113.7 84,274.6 57,282.0 51,168.3 7,418.9 682,386.6 1,430.1 22,292.0 20,027.3 89,207.5 80,808.5 651,868.7 85,409.3 74,736.0Total

- 2 -

City of PeterboroughOther Capital Budget Summary


($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Other Capital Program Summary

1,500.0 45.0 42.5 565.8 257.5 5,641.8 2,392.1 910.8 409.0 430.0 1,500.0 868.3 409.0 430.0 Community Services

1,856.0 13.5 1,434.8 63.0 7,967.1 2,465.3 1,511.3 1,096.0 1,038.5 1,856.0 1,497.8 1,096.0 1,038.5 Corporate Services

8,298.0 90.0 184.0 725.0 625.0 16,462.2 3,354.2 1,624.0 1,668.0 1,518.0 6,045.0 1,440.0 1,450.0 1,265.0 Planning and

Development

75.0 150.0 75.0 75.0 75.0 Police Services

23,033.8 93.0 84.0 503.9 2,622.9 60,372.8 24,561.8 3,303.8 3,813.7 5,659.7 23,033.8 3,219.8 3,146.7 5,659.7 Utility Services

90,594.0 324.0 32,773.4 7,349.9 7,025.9 3,229.5 34,762.8 228.0 3,568.4 6,986.7 8,721.2 32,509.8 6,101.7 8,468.2Total

- 3 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


CAO Summary

8,281.6 69.8 638.4 14,129.4 848.8 708.2 320.0 3,970.8 8,281.6 708.2 320.0 3,970.8 Fire Services 2-1

120.0 553.4 353.4 40.0 40.0 120.0 40.0 40.0 Emergency

Management2-2

14,682.8 1,202.2 708.2 708.2 69.8 8,401.6 638.4 360.0 4,010.8 8,401.6 360.0 4,010.8Total

- 4 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


CAO

Fire Services

Fire Apparatus

Additions/Replacement 2,790.0 540.0 4,787.4 507.4 540.0 150.0 800.0 2,790.0 540.0 150.0 800.0 2-1.01

FF Equipment and

Personal Protective

Equipment 1,241.6 69.8 98.4 1,917.0 166.4 168.2 170.0 170.8 1,241.6 168.2 170.0 170.8 2-1.02

Fire Station

Relocations and

Construction 4,250.0 7,425.0 175.0 3,000.0 4,250.0 3,000.0 2-1.03

14,129.4 848.8 708.2 708.2 69.8 8,281.6 638.4 320.0 3,970.8 8,281.6 320.0 3,970.8Total

- 5 -

2016 - 2025 Capital Budget Justification

Tangible Capital Assets

Department:

Division:

Budget Reference #: 2-1.01CAO

CAP Form 1 (TCA)Questica#: 14166

Fire - Fire Services

Project Detail, Justification & Reference Map

Fire Apparatus/Vehicle Replacement Schedule:

Delivery &

Design Purchase

Year Year Equipment and Current ($)

2016 2016 Replace Rescue Pumper - $540,000

2017 2017 Technical Rescue Retrofit - $150,000

2018 2018 Replace 1991 Aerial Truck - $800,000


2020 2020 Replace Support Unit - $65,000




2024 2024 Station 4 Pumper & Service Vehicle - $660,000


Project Name & Description

Fire Apparatus Replacement/Additions

Commitments Made

Effects on Future Operating Budgets

The ongoing replacement of fire apparatus will lower

maintenance costs in future years.

To meet the proposed capital expenditures, the annual

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

Vehicle Equipment Reserve Fund will need to be maintained.

- 6 -


Ten Year Capital Budget Estimates2016-2025 & Subsequent Years

($000)

Questica #: 14166

201820172016

Approved

Pre-2016Project

Total 2019 2020

REQUESTED 2026 to 2040

2021 to 2025

Department

Division

Project # 2-1.01


CAO

Project Description Fire Apparatus Additions/Replacement

ExpendituresContractual Services 4,787.4 507.4 540.0 150.0 800.0 600.0 65.0 2,125.0

Total Direct Revenue

4,787.4Net Requirements 507.4 540.0 150.0 800.0 600.0 65.0 2,125.0

To Be Financed From:

Development ChargesDCRF Fire 876.0 216.0 660.0

876.0 216.0Total Development Charges 660.0

ReservesFire Vehicle Equip Reserve 3,911.4 291.4 540.0 150.0 800.0 600.0 65.0 1,465.0

3,911.4 291.4 540.0 150.0 800.0Total Reserves

600.0 65.0 1,465.0

- 7 -



Department:

Division:





In compliance with current standards, 32 Self Contained Breathing

Apparatus (SCBA) and 74 cylinders were purchased in 2008. This

equipment has a maximum anticipated life of 15 years; therefore,

replacement of 32 SCBA and 74 cylinders will be required in 2023.

Currently, an annual amount of $14,000 is being contributed to a

Fire Fighting and Safety Equipment reserve from the Operating

budget to provide for sufficient funds for purchase in 2023.

This TCA program also covers the purchase of various fire fighting

equipment such as:

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

• Training props for safe fire and rescue training operations

• Replacement of specialty rescue equipment and trailer

• Water/Ice Rescue equipment


Fire Fighting Equipment and Personal Protective Equipment

(PPE)

Commitments Made

To maintain this program for each subsequent year as mandated

by the MOL, it is necessary to continue annual capital budget

expenditures for the acquisition of PPE.


The provision of additional PPE as mandated by the MOL will

increase annual operating, maintenance and repair costs. PPE

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

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

protective clothing to fire service standards.

This TCA program allows for the replacement of

decommissioned PPE to ensure firefighters are suitably

equipped to remain in-service when their primary set of PPE has

been taken out of service for cleaning and/or repairs. This is a

priority health and safety part of the TCA program.

- 8 -



($000)

Questica #: 15164

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 2-1.02


CAO

Project Description FF Equipment and Personal Protective Equipment

ExpendituresContractual Services 1,917.0 166.4 168.2 170.0 170.8 171.6 172.4 897.6


1,917.0Net Requirements 166.4 168.2 170.0 170.8 171.6 172.4 897.6


ReservesFire Fighting and Safety Equip 1,202.0 98.0 98.4 98.8 99.2 99.6 100.0 608.0

1,202.0 98.0 98.4 98.8 99.2Total Reserves

99.6 100.0 608.0

715.0 68.4 69.8 71.2 71.6Capital Levy

72.0 72.4 289.6

- 9 -



Department:

Division:





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

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

February 16, 2010 concerning the Station Relocation Review and

Implementation.

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

be replaced with annual capital budget priorities and scheduled

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

would be constructed in East City in conjunction with annual capital

budget priorities and scheduled development. However, the project

has been deferred until 2024 pending the Cold Springs Subdivision

Development.

The $3.0 million provision shown in 2018 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. PFS

has to contend with ongoing mould and environmental issues and

the building requires a new roof and exterior cladding. An estimated

$150,000 would be required to repair the roof and exterior.


Fire Station Relocations/Construction

Commitments Made


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

operating budget for the replacement of Fire Station #2.

- 10 -



($000)

Questica #: 15163

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 2-1.03


CAO

Project Description Fire Station Relocations and Construction

ExpendituresContractual Services 7,425.0 175.0 3,000.0 4,250.0


7,425.0Net Requirements 175.0 3,000.0 4,250.0


DebenturesDeb Rev-Tax Supported 1,750.0 1,750.0

DCRF Fire 5,500.0 1,250.0 4,250.0

7,250.0 3,000.0Total Debenture Financing 4,250.0

Development ChargesDCRF Fire 73.0 73.0

73.0 73.0Total Development Charges

102.0 102.0Capital Levy

- 11 -

- 12 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


CAO

Emergency Management

Backup Generators

120.0 553.4 353.4 40.0 40.0 120.0 40.0 40.0 2-2.01

553.4 353.4 120.0 40.0 40.0 120.0 40.0 40.0Total

- 13 -



Department:

Division:



Fire - Emergency Management


In 2007, a Generator Purchasing Program was established to

ensure that the City could provide Reception/Evacuation Centre

services for residents during energy emergencies without reliance

on backup power supplies from other organizations.

The Generator Purchasing Program also supports the City’s

Business Continuity Program by providing assurance that City

owned facilities can remain operational during power interruptions.

The City has the following generators:

• Peterborough Sport and Wellness Centre (portable generator)

• Evinrude Centre (fixed site generator)

• Fire Stations (fixed site generators)

• Police Station (fixed site generator)

• Wastewater Treatment Plant (fixed site generator and portable

generators for Sewage Pumping Stations)

• City Hall (fixed site generator for a portion of the building)

• Various portable generators (Utility Services Department and

Fire Services)

• Clonsilla Training Room/Alternate EOC

• Memorial Centre (generator installation early 2016)

No provision is being requested for 2016.


Backup Generators

Commitments Made


- 14 -



($000)

Questica #: 10717

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 2-2.01

Fire - Emergency Management

CAO

Project Description Backup Generators

ExpendituresContractual Services 553.4 353.4 40.0 40.0 40.0 40.0 40.0


553.4Net Requirements 353.4 40.0 40.0 40.0 40.0 40.0


ReservesContribution from related project 58.4 58.4

58.4 58.4Total Reserves

495.0 295.0 40.0 40.0Capital Levy

40.0 40.0 40.0

- 15 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services Summary

38,224.2 566.0 1,607.0 1,855.0 100.0 57,929.3 4,128.0 12,385.0 3,192.1 37,556.5 3,562.0 12,385.0 3,192.1 Property 3-1

410.0 4,195.0 375.0 420.0 2,990.0 410.0 415.0 1,495.0 Facilities and Special

Projects3-2

8,100.0 175.0 1,081.0 117.0 11,697.9 1,372.9 1,100.0 1,125.0 8,100.0 1,198.0 1,100.0 1,125.0 Information Services 3-3

1,300.0 150.0 2,850.0 1,450.0 700.0 700.0 1,450.0 700.0 700.0 Other 3-4

76,672.2 741.0 375.0 6,950.9 6,210.0 3,988.0 46,734.2 1,855.0 367.0 14,605.0 8,007.1 46,066.5 14,600.0 6,512.1Total

- 16 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services Summary

13.5 26.5 40.0 40.0 26.5 Property 3-1

1,856.0 1,408.3 63.0 7,927.1 2,465.3 1,471.3 1,096.0 1,038.5 1,856.0 1,471.3 1,096.0 1,038.5 Other 3-4

7,967.1 13.5 2,465.3 1,511.3 1,497.8 1,434.8 1,856.0 63.0 1,096.0 1,038.5 1,856.0 1,096.0 1,038.5Total

- 17 -

- 18 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Property

4,761.7 333.0 1,360.0 325.0 10,382.2 2,018.0 3,355.7 246.8 4,761.7 1,685.0 3,355.7 246.8 City Buildings -

Property3-1.01

17,832.1 225.0 215.0 1,280.0 26,398.5 1,720.0 6,097.9 748.5 17,832.1 1,495.0 6,097.9 748.5 City Buildings -

Community Services3-1.02

13,773.5 8.0 12.0 100.0 18,062.5 120.0 2,176.0 1,993.0 13,105.8 112.0 2,176.0 1,993.0 City Buildings - USD

3-1.03

1,856.9 20.0 250.0 3,086.1 270.0 755.4 203.8 1,856.9 270.0 755.4 203.8 City Buildings - Fire

Services3-1.04

57,929.3 566.0 4,128.0 3,562.0 1,607.0 38,224.2 1,855.0 100.0 12,385.0 3,192.1 37,556.5 12,385.0 3,192.1Total

- 19 -



Department:

Division:

Budget Reference #: 3-1.01Corporate Services

CAP Form 1 (TCA)

Finance - Property

Project Detail, Justification & Reference MapProject Name & Description

Corporate Services - Property

Commitments Made

Phase One and Two of the Building Assessment Audit has been

completed. The information contained in the audits shall be

prioritized in a 20-year plan. The identified items shall then

require repair and/or replacement and appropriate budgets shall

be designated per facility.


The repairs and/or replacements will reduce future maintenance

costs.

Project Description2016

City Hall Elevator $1,083,0001.

City Hall North Wing Entrance Replacement $25,0002.

City Hall Generator Replacement $40,0003.

City Hall North and South Parking Lot

Re-Paving

$60,0004.

City Hall Board Room & Women's

Washroom Renovation

$35,0005.

Police Station Window Replacement $350,0006.

Police Station Storm Water Management $50,0007.

Police Station Garbage/Recycling Building $50,0008.

Peterborough Daycare - New HVAC, Life

Safety & BAS

$25,0009.

City Hall - North Wing - Replace cornice

and eavestrough

$250,00010.

City Hall Wayfinding Signage $50,00011.

$2,018,000

- 20 -



($000)

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.01

Finance - Property

Corporate Services

Project Description Corporate Services - Property - Property

ExpendituresContractual Services 10,382.2 2,018.0 3,355.7 246.8 507.8 465.0 3,460.8 328.1


Direct RevenueRevenue-Canada Grant 333.0 333.0

333.0 333.0Total Direct Revenue

10,049.2Net Requirements 1,685.0 3,355.7 246.8 507.8 465.0 3,460.8 328.1


DebenturesDeb Rev-Tax Supported 325.0 325.0

325.0 325.0Total Debenture Financing

ReservesCourt House Capital Reserve 752.0 106.8 14.4 630.8

752.0 106.8 14.4Total Reserves 630.8

8,972.2 1,360.0 3,248.9 232.4Capital Levy

507.8 465.0 2,830.0 328.1

- 21 -



Department:

Division:


CAP Form 1 (TCA)

Finance - Property


Corporate Services - Property - Community Services

Commitments Made








costs.


Memorial Centre Roof's D, E & K

Replacement

$450,0001.

Memorial Centre - Elevator Sump Pit

Installation

$150,0002.

Memorial Centre - Upgrade Shower Tiles

and Ventilation System

$75,0003.

Kinsmen Arena - Repairs to Structural Steel

Columns and Beams

$150,0004.

Kinsmen Arena - Refrigeration Room

Equipment Upgrades

$60,0005.

Museum & Archives - Exterior Facade &

Window Replacement

$550,0006.

Market Hall - Interior Lighting Upgrade $35,0007.

Queen Alexandra - Foundation

Waterproofing

$08.

Evinrude Centre - Rear Entrance Canopy

and Enclosure

$250,0009.

$1,720,000

- 22 -



($000)

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.02

Finance - Property

Corporate Services

Project Description Corporate Services- Property - Community

Services

ExpendituresContractual Services 26,398.5 1,720.0 6,097.9 748.5 1,585.6 3,844.3 12,402.2


Direct RevenueRevenue-Ontario Grant 225.0 225.0


26,173.5Net Requirements 1,495.0 6,097.9 748.5 1,585.6 3,844.3 12,402.2



1,280.0 1,280.0Total Debenture Financing

24,893.5 215.0 6,097.9 748.5Capital Levy

1,585.6 3,844.3 12,402.2

- 23 -



Department:

Division:


CAP Form 1 (TCA)

Finance - Property


Corporate Services - Property - Utility Services

Commitments Made








costs.


Materials Recycling Facility - Replace

Carpet & VCT Tile

$20,0001.

Transit Garage - Sprinkler System

Upgrades

$100,0002.

$120,000

- 24 -



($000)

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.03

Finance - Property

Corporate Services

Project Description Corporate Services - Property - Utilities Services

ExpendituresContractual Services 18,062.5 120.0 2,176.0 1,993.0 1,534.4 1,995.2 10,243.9


Direct RevenueOther Mun-grants & fees 675.7 8.0 18.0 35.1 614.6

675.7 8.0Total Direct Revenue 18.0 35.1 614.6

17,386.8Net Requirements 112.0 2,176.0 1,993.0 1,516.4 1,960.1 9,629.3


ReservesInsurance Reserve 100.0 100.0

Waste Water Reserve Fund 6,467.0 357.5 166.4 362.4 1,697.0 3,883.7

6,567.0 100.0 357.5 166.4Total Reserves

362.4 1,697.0 3,883.7

10,819.8 12.0 1,818.5 1,826.6Capital Levy

1,154.0 263.1 5,745.6

- 25 -



Department:

Division:


CAP Form 1 (TCA)

Finance - Property


Corporate Services - Property - Fire Services

Commitments Made








costs.


Main Fire Hall - Asphalt and Sidewalk

Replacement

$01.

Fire Station 1 Roof Replacement Phase 2 $270,0002.

$270,000

- 26 -



($000)

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.04

Finance - Property

Corporate Services

Project Description Corporate Services - Property - Fire Services

ExpendituresContractual Services 3,086.1 270.0 755.4 203.8 375.9 409.0 1,072.0


3,086.1Net Requirements 270.0 755.4 203.8 375.9 409.0 1,072.0




2,836.1 20.0 755.4 203.8Capital Levy

375.9 409.0 1,072.0

- 27 -

- 28 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Property

13.5 11.5 25.0 25.0 11.5 POA Facility Needs

Study3-1.05

15.0 15.0 15.0 15.0 Arenas Refrigeration

PM Program

Investigation

3-1.06

40.0 13.5 40.0 26.5 26.5 Total

- 29 -


Other Capital Assets

Department:

Division:


CAP Form 1 (Other)Questica#: 16-029

Finance - Property


The necessity to combine the Provincial Offenses Act (POA) Office

and Courtroom into one facility can be accommodated in the City

owned building at 70 Simcoe Street. The Lease agreement in place

with the Ministry of the Attorney General will expire December 31,

2017 with two optional three month extensions until June 30, 2018.

The purpose-built building is ideal to relocate all of the POA

operations, with renovations to be determined. However the space

requirement needs of the POA (in compliance with the Provincial

Guidelines for Courthouses) is less than the actual square footage

of the building and therefore uses of the remaining space must also

be determined through the POA Facility Needs Study.

Accessibility Considerations

Full accessibility requirements of the entire facility will be included in

any re-design of the facility to comply with current codes.


POA Facility Needs Study

Commitments Made


- 30 -



($000)

Questica #: 16-029

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.05

Finance - Property

Corporate Services

Project Description POA Facility Needs Study

ExpendituresContractual Services 25.0 25.0


Direct RevenueOther Mun-grants & fees 13.5 13.5


11.5Net Requirements 11.5



- 31 -



Department:

Division:



Finance - Property


The current Arena Refrigeration Program ends December 31, 2016.

The intent of this project is to investigate the condition of all current

refrigeration equipment in the four Arenas and put together the next

five year Arena Refrigeration PM Program for all refrigeration

equipment. Staff will use one of the current Mechanical Consultants

of Record to perform this work.


Arenas Refrigeration PM Program Investigation

Commitments Made


- 32 -



($000)

Questica #: 16-096

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-1.06

Finance - Property

Corporate Services

Project Description Arenas Refrigeration PM Program Investigation






- 33 -

- 34 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Facilities and Special Projects

Park Washroom

Replacement Bldgs 410.0 1,195.0 375.0 410.0 410.0 410.0 3-2.01

Construction of New

Athletic Facilities 3,000.0 10.0 2,990.0 5.0 1,495.0 3-2.02

4,195.0 375.0 410.0 420.0 2,990.0 410.0 415.0 1,495.0Total

- 35 -



Department:

Division:



Finance - Facilities and Special Projects


King Edward Park building was replaced in 2015.

Nicholls Oval Park facility is in need of replacement. The park

building supports the rugby field activities, the community splash

pad, the picnic shelter and picnic activities, and the children’s

playground climber. Resources are recommended in 2017 to

demolish the existing washroom building and replace it with a new

facility that services all users of the park, including persons with a

disability.

In 2019, the replacement of the Jackson Park washroom facility is

recommended for Council consideration.


The facilities recommended in this budget will meet AODA

guidelines for built environment and be fully accessible.


Park Washroom Replacement Buildings

This budget requests funds to replace washroom buildings that

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

Commitments Made

The City possesses three park buildings that are aged and in

poor shape. The buildings at Nicholls Oval Park, King Edward

Park and Jackson Park were constructed over 50 years ago and

have fulfilled their useful life expectancy. Replacement facilities,

that serve a broader sector of the public, including persons with a

disability, are recommended


Replacement facilities that are modernized, will reduce the

annual maintenance and upkeep by Public Works staff.

- 36 -



($000)

Questica #: 15110

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-2.01


Corporate Services

Project Description Park Washroom Replacement Bldgs

ExpendituresContractual Services 1,195.0 375.0 410.0 410.0


1,195.0Net Requirements 375.0 410.0 410.0


DebenturesDeb Rev-Tax Supported 1,195.0 375.0 410.0 410.0

1,195.0 375.0 410.0Total Debenture Financing 410.0

- 37 -



Department:

Division:


CAP Form 1 (TCA)Questica#: 16-012



Field development over the last 10 years has been in partnership

with public institutions and community sport partners to improve the

facilities available for recreational and competitive play.

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

its investment with a reduced cost impact to the local tax base.

Staff will bring additional information back on needs and a project in

future when the VISION 2025 Strategy Plan is complete.


Construction of New Athletic Facilities

This budget request will fund new athletic facilities to meet the

demands of outdoor community sports. An artificial field and

track project, in partnership with the Separate School Board, is

proposed for construction in 2017-2018 at Holy Cross Secondary

School.

Commitments Made

Community sports continue to make increasing demands on the

limited fields and facilities provided by the City and other partners

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

University.

This budget identifies a need for future sport field development

however no commitments have been made on a project to date.

The outcomes of VISION 2025 for recreation and parks will help

to guide the development of this capital initiative as well as the

partners for the project.


- 38 -



($000)

Questica #: 16-012

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-2.02


Corporate Services

Project Description Construction of New Athletic Facilities

ExpendituresContractual Services 3,000.0 10.0 2,990.0


Direct RevenueCommunity Sponsors 1,500.0 5.0 1,495.0

1,500.0 5.0 1,495.0Total Direct Revenue

1,500.0Net Requirements 5.0 1,495.0


Development ChargesDCRF Parks 420.0 420.0


1,080.0 5.0 1,075.0Capital Levy

- 39 -

- 40 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Information Services

Microsoft Office

150.0 117.0 267.0 267.0 267.0 3-3.01

City Departmental

Projects 3,150.0 175.0 347.4 4,572.3 522.3 450.0 450.0 3,150.0 347.4 450.0 450.0 3-3.02

PTS - City Capital

Expenditures 3,100.0 282.0 4,107.0 282.0 350.0 375.0 3,100.0 282.0 350.0 375.0 3-3.03

City Technology

Projects and Capital

Improvements 1,750.0 243.3 2,493.3 243.3 250.0 250.0 1,750.0 243.3 250.0 250.0 3-3.04

Software and Desktop

Equipment

Replacement Plan 100.0 58.3 258.3 58.3 50.0 50.0 100.0 58.3 50.0 50.0 3-3.05

11,697.9 175.0 1,372.9 1,198.0 1,081.0 8,100.0 117.0 1,100.0 1,125.0 8,100.0 1,100.0 1,125.0Total

- 41 -



Department:

Division:



Information Services - Information Services


Microsoft Office Licenses - $267,000


Microsoft Office

The City is currently using Microsoft Office 2007 which is 8 years

old. Newer versions of Office provided enhanced productivity

features and address compatibility issues when exchanging or

sharing files with external parties.

Newer versions of Microsoft Office provide enhanced

functionality that will check documents for Accessibility issues,

provide an explanation as to why the document doesn't meet

Accessibility guidelines and also make recommendations for

improvements.

Commitments Made

None


None

- 42 -



($000)

Questica #: 16-126

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-3.01


Corporate Services

Project Description Microsoft Office





ReservesMS Office License Reserve 117.0 117.0



- 43 -



Department:

Division:





Road Patrol Upgrade - $11,700

Ticket Scanners Memorial Centre - $33,700

Point of Sale System for Kinsmen Arena - $5,862

Digital Image Storage - Scoping and Planning - $9,200

LIS FME Implementation - $29,700

Marketing Software Solution for Arena's - $34,300

OrgPlus Upgrade - $7,400

FileNexus Upgrade - $9,600

FileNexus Implementation (Fire, Legal, Public Works) - $18,500

E-Agenda Upgrade/Replacement - $5,600

Public Inquiry Upgrade - $12,600

LIS Integration to Public Inquiry -$5,600

Risk Management Link to File Nexus - $12,400

Risk Management - Claims and Incidents Reports - $5,600

RMS Link from Fire Pro to FDM - $20,000

RMS Link to FileNexus - $11,200

ICON Rico Report - $4,300

Policy Template - $5,000

On-line Parking Card - $13,000

Records Management - Shared Drive $49,900

Library iBook Upgrade - $4,300

City Works Mobile - $21,800

Re-purpose City Election App - $6,100

Digital Signage - $21,200

Central Traffic Server Replacement - $12,300

Right-of-Way Permitting - $24,600

Infrastructure Work Order Management - $6,100

Library Strategy Development - $120,771

Total of Projects = $522,333


This project includes various projects that business units have

requested Information Technology resources to assist with.

These requests are for either implementation of new software

that will improve efficiencies or for major upgrades to existing

enterprise/business systems.

Commitments Made

None


Software licenses generally incur an annual maintenance cost

that is approximately 20% of the initial capital investment.

- 44 -



($000)

Questica #: 16-124

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-3.02


Corporate Services

Project Description City Departmental Projects



Direct RevenueInternal Recoveries 175.0 175.0




4,397.4 347.4 450.0 450.0Capital Levy

450.0 450.0 2,250.0

- 45 -



Department:

Division:





Capital Projects, Improvements - $262,000

Miscellaneous/Consulting Services - $20,000

Total: $282,000

This capital account is used for hardware, software, labour and

miscellaneous costs that are shared between the City and

Peterborough Utilities and the amounts shown represent the City’s

portion. An example would be capital costs associated with the AIX

server, which hosts corporate applications for both organizations.


Peterborough Technology Services - City Capital Expenditures

The requested funding amounts for the items listed below are the

City’s share of PTS Capital expenditures.

Peterborough Technology Services is the Information

Technology (IT) department that is jointly operated by the City of

Peterborough and the Peterborough Utilities Group. One of the

many benefits of having a shared IT department is there are

opportunities to share costs.

Commitments Made

None


Software licenses will incur an annual maintenance cost that is

approximately 20% of the capital cost.

- 46 -



($000)

Questica #: 16-125

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-3.03


Corporate Services

Project Description PTS - City Capital Expenditures





4,107.0 282.0 350.0 375.0Capital Levy

400.0 450.0 2,250.0

- 47 -



Department:

Division:





Machinery and Equipment/Computer Hardware and Software

(Server replacements, Notebook computers, software)

Total:$243,300


City Technology Projects and Capital Improvements

This project includes various Information Technology

infrastructure items, including servers, data communication

switches and software.

Commitments Made

None


Software licenses will incur an annual maintenance cost that is

approximately 20% of the initial capital investment.

- 48 -



($000)

Questica #: 16-127

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-3.04


Corporate Services

Project Description City Technology Projects and Capital Improvements





2,493.3 243.3 250.0 250.0Capital Levy

250.0 250.0 1,250.0

- 49 -



Department:

Division:





The following software and equipment will be purchased and

charged to divisional budgets in the Operating Budget.

Desktop Computers - $54,190

Monitors - $4,100


Software and Desktop Equipment Replacement Plan

Commitments Made

None


- 50 -



($000)

Questica #: 16-128

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-3.05


Corporate Services

Project Description Software and Desktop Equipment Replacement Plan

ExpendituresContractual Services 258.3 58.3 50.0 50.0 50.0 50.0


258.3Net Requirements 58.3 50.0 50.0 50.0 50.0


258.3 58.3 50.0 50.0Capital Levy

50.0 50.0

- 51 -

- 52 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Other

Enterprise Software

Modernization 1,000.0 150.0 2,150.0 1,150.0 500.0 500.0 1,150.0 500.0 500.0 3-4.01

Website Refresh

200.0 400.0 200.0 100.0 100.0 200.0 100.0 100.0 3-4.02

Participatory Budgeting

100.0 300.0 100.0 100.0 100.0 100.0 100.0 100.0 3-4.03

2,850.0 1,450.0 1,450.0 1,300.0 150.0 700.0 700.0 700.0 700.0Total

- 53 -



Department:

Division:



Finance - Other


The estimated funding required to implement an industry standard

solution over the next three year period will be set aside in this

project.

Specific computerized applications due for replacement include:

- Financial Enterprise Resource Planning software - the product has

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

outdated and is becoming increasingly difficult to use to meet

today's business requirements.

- Recreation/Point of Sale Software - the product is end of life with

the Vendor no longer providing support past November 2017.

- Property Taxation Software - the current product being used meets

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

electronic customer service offerings that are expected in today's

business environment.

The project will deliver business value to the City by:

• realizing greater operational efficiency and flexibility

• being more responsive to change eg. facilitates easy upgrades,

scales efficiently, integrates with new and existing applications,

performs adequately and delivers the functionality required

• providing a support foundation for growth and change to meet

current and future business requirements

• increasing customer satisfaction by being able to obtain

information on a timely basis


Enterprise Software Modernization

Commitments Made

None at this time. During 2015, and as part of developing key

requirements for the project, staff are developing an Information

Technology road map that will assist in making key decisions as

the project moves forward.


Updating the City's Enterprise software will require additional

ongoing software maintenance fees that will be budgeted as part

of the City's Information Services Operating Budget. Specific

amounts will not be available until Vendors are identified as part

of the City's normal procurement processes.

- 54 -



($000)

Questica #: 16-015

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.01

Finance - Other

Corporate Services

Project Description Enterprise Software Modernization

ExpendituresContractual Services 2,150.0 1,150.0 500.0 500.0


2,150.0Net Requirements 1,150.0 500.0 500.0


ReservesCapital Levy Reserve 150.0 150.0


2,000.0 1,000.0 500.0 500.0Capital Levy

- 55 -



Department:

Division:



Finance - Other


The purpose of this project is to refresh the City’s main website:

http://www.peterborough.ca/

The City's website is a key communication tool for the municipality.

www.Peterborough.ca has over 100,000 visitors per year, who view

more than 360,000 pages annually. City residents use the website

to access information on City business, register for programs, pay

parking tickets and purchase products and services. Increasingly,

we are using the website to engage in two-way communication with

residents through online surveys and links with social media.

The City's website is more than 10 years old and is beginning to lag

behind current expectations in both functionality and design. A

website refresh is required to address these issues.

Required features of the refresh include:

- Easy access to information for residents, businesses and visitors

- Updated design, more flexible style templates

- Functionality that allows for customer engagement via interactive

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

- AODA Compliance: WCAG 2.0 Level A, WCAG 2.0 Level AA by

2021

- Mobile friendly

- Functional integration with the City's current and future mobile

apps.


Corporate Website Refresh

Commitments Made


Maintenance and technical support of the City's website is

required. The effect this may have on future operating budgets

will depend on whether this work is maintained in-house by

Peterborough Technology Services, or contracted out. Details

are not currently available, but will be presented as the project is

developed.

- 56 -



($000)

Questica #: 16-053

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.02

Finance - Other

Corporate Services

Project Description Website Refresh

ExpendituresContractual Services 400.0 200.0 100.0 100.0


400.0Net Requirements 200.0 100.0 100.0


400.0 200.0 100.0 100.0Capital Levy

- 57 -



Department:

Division:



Finance - Other


PB is about governments implementing a process that provides

residents direct decision-making about a portion of the municipal

budget. The proposed criteria for eligible community improvement

projects has been kept purposely broad to ensure maximum

flexibility so that identified community priorities can be funded and

implemented.

Community Improvement Projects must be:

• Projects that acquire, develop, maintain or improve infrastructure

or assets owned or leased by the City;

• Projects that do not delay, cancel or supersede the Council

approved Capital Program;

• Projects that do not create future financial impacts in the

Operating Budget;

• Projects that begin construction within twelve (12) months and

will be completed within eighteen (18) months after the community

votes.


Participatory Budgeting

Commitments Made

On May 19, Council approved the recommendations outlined in

report CPFS15-019, dated May 11, 2015 of the Director of

Corporate Services as follows:

a) That a Participatory Budgeting (PB) Pilot be introduced in

2016 in each of the five City Wards and that the Draft 2016

Capital Budget includes funding for the project.

b) That each Ward be allocated an amount of $20,000 in capital

funding for community improvement projects identified through a

Participatory Budgeting Process.


None. Projects must not create future financial impacts in the

Operating Budget.

- 58 -



($000)

Questica #: 16-054

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.03

Finance - Other

Corporate Services

Project Description Participatory Budgeting





300.0 100.0 100.0 100.0Capital Levy

- 59 -

- 60 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Corporate Services

Other

Accessibility

Improvements 25.0 814.4 764.4 25.0 25.0 25.0 25.0 3-4.04

Fairhaven Capital

Funding 1,696.0 154.2 38.0 2,827.5 531.3 192.2 200.0 208.0 1,696.0 192.2 200.0 208.0 3-4.05

Kawartha Trades &

Technology Centre 333.4 1,000.0 666.6 333.4 333.4 3-4.06

PCCHU - 185 King

Street 89.7 261.7 172.0 89.7 89.7 3-4.07

Phase-in DC's

331.0 1,323.5 331.0 331.0 331.0 330.5 331.0 331.0 330.5 3-4.08

Hospice Peterborough

500.0 1,500.0 500.0 500.0 500.0 500.0 500.0 500.0 3-4.09

Development Charge

Study Update 160.0 200.0 40.0 160.0 40.0 3-4.10

7,927.1 2,465.3 1,471.3 1,471.3 1,408.3 1,856.0 63.0 1,096.0 1,038.5 1,856.0 1,096.0 1,038.5Total

- 61 -



Department:

Division:


CAP Form 1 (Other)Questica#: 09960

Finance - Other


The AAC consists of individuals with various mobility, hearing and

visual disabilities as well as representatives from community

agencies that support people with disabilities such as the CNIB and

an appointed Member of City Council. City staff present projects that

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

facilities and their status with respect to accessibility has been

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

for funding future accessibility projects.

The balance in the Access Fund as of December 31, 2014 was

$198,810. The following commitments have been made from this

money:

• $10,000 Accessibility Parking Eastgate Park (Walker Ave)

• $ 1,680 Wellness Centre - Water Wheel Chair

The balance in the fund after the above commitments is $187,130.

The remaining amount will be applied towards specific department

requests or other accessibility projects as the AAC deems

appropriate or necessary to make City-owned facilities more

accessible. Examples include installation of elevators, ramps,

power-operated doors, handrails, signage, accessible washrooms,

strobe alarms, TTY equipment, and contrast stripes on stairs.


Accessibility Improvements - Improvements to City-owned or

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

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

by the Accessibility Advisory Committee (AAC).

Commitments Made

Council adopted a policy in 1989 of upgrading all municipal

buildings to meet or exceed Ontario Building Code standards

with respect to barrier-free design. The Accessibility for

Ontarians with Disabilities Act (2005) has a goal of an accessible

Ontario by the year 2025. The City is obligated to follow the

Customer Service Standard and the Integrated Accessibility

Standard which includes a general requirement that accessibility

must be considered for all procurement, as well as requirements

for Employment, Transportation, Information and

Communication, and the Design of Public Spaces.

Improvements to accessibility of the built environment are being

implemented via revisions to the Ontario Building Code (2015).

As such, most City projects now include accessibility as a

legislated requirement, and are budgeted accordingly. The

Access fund is intended to fund projects that the City might

otherwise not get to, or where the minimum legislated

requirement should be enhanced.


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

the Access Fund to fund these capital projects. The amount for

2016 is $25,000. - 62 -



($000)

Questica #: 09960

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.04

Finance - Other

Corporate Services

Project Description Accessibility Improvements





ReservesAccessibility Improvements Res 814.4 764.4 25.0 25.0

814.4 764.4 25.0 25.0Total Reserves

- 63 -



Department:

Division:



Finance - Other


Fairhaven has limited revenue sources and the Ministry of Health

and Long Term Care does not provide funding for capital projects,

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

Capital Reserve, however that was unsustainable.

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

in 2013. The amount for 2016 will be $192,200.

This renewed support has allowed Fairhaven to:

• Replace Westview 2 Home Area flooring

• Replace countertops in eight serveries

• Perform HVAC repairs and system upgrades

• Purchase Nursing and Personal Care equipment (slings, lifts, cots,

etc.)

• Purchase room furnishings

• Repave walkways

• Expand the nurse call system

• Complete critical system repairs and improvements (fire safety,

generator, elevators, electrical system, etc.)


Fairhaven Capital Funding

Commitments Made

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

resolved that beginning with the 2013 Capital Budget, an annual

provision would be included in the Draft Capital Budget to

support Fairhaven’s on-going capital program.


- 64 -



($000)

Questica #: 13122

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.05

Finance - Other

Corporate Services

Project Description Fairhaven Capital Funding





ReservesCapital Levy Reserve 213.8 175.8 38.0

213.8 175.8 38.0Total Reserves

2,613.7 355.5 154.2 200.0 208.0Capital Levy

216.5 225.2 1,254.3

- 65 -



Department:

Division:



Finance - Other


The funding agreement included a provision for the City to provide a

$1.0 million contribution to the College’s Kawartha Trades and

Technology Centre and Fleming to sell the former McRae Campus

at 555 Bonaccord Street to Peterborough Housing Corporation

(PHC) for $800,000. The sale price represents approximately 50%

of its $1.6-$1.9 million appraised value obtained by the College.

PHC will re-develop the site into affordable housing units.

The 2016 draft capital budget includes the third installment at

$333,400 to complete the commitment.


Kawartha Trades and Technology Centre (KTTC)

Commitments Made

Through Report CAO13-003, dated April 22, 2013 the City

committed in principle to provide $1.0 million towards the

Kawartha Trades and Technology Centre construction costs over

a three year period 2014 - 2016 subject to a satisfactory funding

agreement being reached.

Through Report CAO14-015, dated July 28, 2014 Council

approved the funding agreement and the payment of the first

installment of $333,333.


- 66 -



($000)

Questica #: 14133

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.06

Finance - Other

Corporate Services

Project Description Kawartha Trades & Technology Centre

ExpendituresContractual Services 1,000.0 666.6 333.4


1,000.0Net Requirements 666.6 333.4




666.7 333.3 333.4Capital Levy

- 67 -



Department:

Division:



Finance - Other


It is anticipated that if the CCHU moves, there would be an increase

in the CCHU's operating request to the City of Peterborough. An

additional amount of $40,587 has been included in the 2016

operating budget.

A provision of $89,700 in the 2016 Capital Budget completes the

one-time funding commitment of $261,666 for the move.

Based on report CPFS15-042 dated August 31, 2015, Council

approved a loan guarantee to Infrastructure Ontario for the City’s

share of the estimated $3.6 million debenture.


County City Health Unit – One Time City Share – 185 King Street

Commitments Made

On January 26, 2015, based on Report CP15-004 dated January

26, 2015 Peterborough County-City Health Unit Presentation,

Council approved a series of recommendations that would permit

the CCHU to move to 185 King Street, including

recommendations b) and c) which read as follows:

b) That, to comply with the Health Protection and Promotion Act,

which stipulates a board of health may acquire and hold real

property for the purpose of carrying out the functions of the board

and may sell, exchange, lease, mortgage or otherwise charge or

dispose of real property owned by it only if board of health has

first obtained the consent of the councils of the majority of the

municipalities within the health unit served by the board of

health, the City of Peterborough approves, in principle, the

purchase of the first three floors of 185 King Street and the

relocation of the Peterborough County-City Health Unit subject to

all conditions of the purchase and sale being satisfied to the

satisfaction of the Board of the Peterborough County-City Health

Unit;

c) That the Peterborough County-City Health Unit Relocation

Business Plan, as provided to City staff and set out in Appendix

A to Report CPFS15-004 be approved.


- 68 -



($000)

Questica #: 14135

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.07

Finance - Other

Corporate Services

Project Description PCCHU - 185 King Street

ExpendituresContractual Services 261.7 172.0 89.7


261.7Net Requirements 172.0 89.7


ReservesReserves & Reserve Funds 69.9 69.9


191.8 102.1 89.7Capital Levy

- 69 -



Department:

Division:



Finance - Other


The phase-in of the rates resulted in lost Development Charge

revenues amounting to $1.3 million.

The Development Charges Act, 1997 (Act) permits municipalities to

provide full or partial exemptions for types of development and for

the phasing in of development charges in Section 5 (1) 10.

In Section 5 (6) 3, the Act also states:

If the development charge by-law will exempt a type of development,

phase in a development charge or otherwise provide for a type of

development to have a lower development charge than is allowed,

the rules for determining development charges may not provide for

any resulting shortfall to be made up through higher development

charges 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.


Phase-in of Development Charges

Commitments Made

In consideration of Report CPFS12-056, dated July 23, 2012,

Development Charges, Council approved a phase-in of the

Engineering component of the City-Wide Uniform Charge as

follows:

August 1, 2012 – 0%

January 1, 2013 – 50%

January 1, 2014 – 50%


- 70 -



($000)

Questica #: 15131

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.08

Finance - Other

Corporate Services

Project Description Phase-in DC's

ExpendituresContractual Services 1,323.5 331.0 331.0 331.0 330.5


1,323.5Net Requirements 331.0 331.0 331.0 330.5


1,323.5 331.0 331.0 331.0 330.5Capital Levy

- 71 -



Department:

Division:



Finance - Other


Based on Report CPFS15-036 2016 Budget Guidelines dated July

27, 2015, Council approved the following recommendation:

That, with respect to the Hospice Peterborough Renovation Project,

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

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

subject to a satisfactory funding agreement being reached, and

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

annual contribution.


Hospice Peterborough Funding Request

Commitments Made

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

January 12, 2015 Hospice Peterborough Funding Request

Presentation to January 13, 2015 Budget Committee Council

approved the following recommendation:

That the Hospice Peterborough presentation to the January 13,

2015 Budget Committee meeting, seeking $1.5 million financial

support from the City to be paid in 3 annual $500,000

instalments 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.


- 72 -



($000)

Questica #: 16-107

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.09

Finance - Other

Corporate Services

Project Description Hospice Peterborough





1,500.0 500.0 500.0 500.0Capital Levy

- 73 -



Department:

Division:



Finance - Other


Development Charges are levied in accordance with various

Development Charge by-laws that were approved in August 2012

(Report CPFS12-056, dated July 23, 2012) 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, 2012 to July 31, 2017.

No funds are needed until 2017, when the Planning Area rates will

be set to expire and a new Background Study will be required.


Development Charge Study Update

Commitments Made


- 74 -



($000)

Questica #: 16-013

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 3-4.10

Finance - Other

Corporate Services

Project Description Development Charge Study Update





Development ChargesDCRF Gen Gov 180.0 36.0 54.0 90.0

180.0 36.0Total Development Charges 54.0 90.0

20.0 4.0Capital Levy 6.0 10.0

- 75 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services Summary

600.0 200.0 1,950.0 550.0 200.0 300.0 300.0 600.0 200.0 300.0 300.0 USD Admin 5-1

173,515.0 500.0 75.0 5,835.6 4,501.4 262,525.0 35,568.0 10,912.0 17,987.0 24,543.0 159,109.8 10,912.0 17,116.0 24,543.0 Arterial Streets 5-2

41,200.0 457.7 75.0 970.0 1,747.3 64,600.0 3,250.0 3,250.0 9,050.0 7,850.0 40,580.0 2,792.3 8,525.3 7,750.0 Collector and Local

Streets5-3

18,170.0 525.0 275.0 21,730.0 1,160.0 800.0 1,600.0 18,170.0 800.0 1,600.0 Bridges 5-4

10,758.7 321.6 250.0 424.9 340.2 15,899.4 1,064.0 1,336.7 1,341.5 1,398.5 10,758.7 1,336.7 1,341.5 1,398.5 Sidewalks 5-5

6,740.0 4,250.0 20,780.0 2,535.0 4,250.0 3,255.0 4,000.0 6,740.0 4,250.0 3,255.0 4,000.0 Sanitary Sewers 5-6

7,000.0 1,150.0 11,302.4 1,152.4 1,150.0 1,000.0 1,000.0 7,000.0 1,150.0 1,000.0 1,000.0 Storm Sewers 5-7

22,810.3 465.2 4,271.8 1,469.0 50,636.2 5,738.4 6,206.0 13,583.4 2,298.1 22,810.3 6,206.0 13,583.4 2,298.1 Public Works 5-8

5,813.5 844.3 9,663.1 1,553.6 844.3 715.1 736.6 5,813.5 844.3 715.1 736.6 Environmental

Protection Services5-9

5,885.0 262.5 262.5 19,592.7 4,954.0 525.0 6,068.7 2,160.0 2,942.5 262.5 4,793.7 1,080.0 Waste Management 5-10

58,763.6 6.1 55.3 650.0 590.0 69,310.6 5,034.2 1,301.4 2,308.3 1,903.1 58,763.6 1,301.4 2,308.3 1,903.1 Transit 5-11

2,589.1 350.0 59.8 3,843.1 139.6 409.8 141.4 563.2 2,589.1 409.8 141.4 563.2 Parking 5-12

2,658.6 234.8 14.4 4,455.2 1,026.5 249.2 256.6 264.3 2,658.6 249.2 256.6 264.3 Traffic and

Transportation5-13

325.0 325.0 650.0 650.0 325.0 Demand

Management5-14

204,580.0 208,810.0 2,100.0 2,130.0 204,580.0 2,100.0 2,130.0 Flood Reduction

Master Plan Projects5-15

765,747.7 1,045.2 63,725.7 32,084.4 31,039.2 1,680.3 561,083.8 1,352.7 12,502.3 15,503.9 59,707.0 49,146.8 543,116.1 57,036.3 47,966.8Total

- 76 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services Summary

1,769.4 284.0 100.0 4,624.3 971.1 384.0 849.9 649.9 1,769.4 384.0 849.9 649.9 USD Admin 5-1

8,770.0 93.0 84.0 8,997.0 50.0 177.0 8,770.0 93.0 Arterial Streets 5-2

3,190.0 500.0 5,395.0 135.0 500.0 765.0 805.0 3,190.0 500.0 765.0 805.0 Bridges 5-4

1,330.0 112.1 47.9 2,265.0 440.0 160.0 165.0 170.0 1,330.0 160.0 165.0 170.0 Public Works 5-8

675.0 9,387.0 4,262.0 1,225.0 3,225.0 675.0 558.0 3,225.0 Environmental

Protection Services5-9

75.0 75.0 75.0 75.0 Parking 5-12

274.4 32.8 626.1 250.3 32.8 33.8 34.8 274.4 32.8 33.8 34.8 Demand

Management5-14

7,025.0 1,975.0 29,003.4 18,453.4 1,975.0 775.0 775.0 7,025.0 1,975.0 775.0 775.0 Flood Reduction

Master Plan Projects5-15

60,372.8 84.0 24,561.8 3,303.8 3,219.8 503.9 23,033.8 93.0 2,622.9 3,813.7 5,659.7 23,033.8 3,146.7 5,659.7Total

- 77 -

- 78 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

USD Admin

Street Lighting

Program 600.0 200.0 1,950.0 550.0 200.0 300.0 300.0 600.0 200.0 300.0 300.0 5-1.01

1,950.0 550.0 200.0 200.0 200.0 600.0 300.0 300.0 600.0 300.0 300.0Total

- 79 -



Department:

Division:

Budget Reference #: 5-1.01Utility Services


USD Administration - USD Admin


A large percentage of the existing street light infrastructure is

approaching or has passed its useful life. In addition, there are cost

benefits available with some of the new light sources now coming

onto the market.

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

an appropriate asset management regime can be developed. In

2013, the City completed a condition rating of the street lighting

infrastructure. Based on the condition rating recommendations, a

number of streetlight poles will be replaced in 2016.

An assessment of new light sources is on-going. A new pilot project

was initiated in 2015 to test specific LED lights. The retrofit to LED

technology is expected to be done in partnership with an entity for

the supply and installation of equipment. Associated with this

retrofit some upgrades to the aging infrastructure will be required.

Council should expect further reports on the matter of the City’s

street light infrastructure.


Street Lighting Program

Commitments Made


With new low energy light sources, it is anticipated that the

consumption of energy and maintenance costs for the City street

lights will be reduced.

- 80 -



($000)

Questica #: 12514

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-1.01


Utility Services

Project Description Street Lighting Program

ExpendituresContractual Services 1,950.0 550.0 200.0 300.0 300.0 300.0 300.0


1,950.0Net Requirements 550.0 200.0 300.0 300.0 300.0 300.0


ReservesFRMP Reserve Sew Sur -50.0 -50.0

Contribution from related project 100.0 100.0


1,900.0 500.0 200.0 300.0 300.0Capital Levy

300.0 300.0

- 81 -

- 82 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

USD Admin

Emerald Ash Borer

(EAB) Management

Plan 1,769.4 284.0 4,099.3 746.1 284.0 649.9 649.9 1,769.4 284.0 649.9 649.9 5-1.02

Asset Management

Project 100.0 525.0 225.0 100.0 200.0 100.0 200.0 5-1.03

4,624.3 971.1 384.0 384.0 284.0 1,769.4 100.0 849.9 649.9 1,769.4 849.9 649.9Total

- 83 -



Department:

Division:





The EAB Management Plan combines knowledge of the EAB

lifecycle with good forestry practices and cost containment to

provide a viable 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 plan, an inventory of Ash trees was

undertaken including condition ratings to assist with the decisions

around which trees to save and which to replace and an outreach

program was initiated to share knowledge and co-ordinate EAB

reactions with all major stakeholders in the City, County and Ontario

municipalities in proximity to Peterborough.

The Management Plan was well documented in Report

USDIR13-004 and involves identification of EAB infested areas,

selected tree removals (with subsequent replacements) and

treatments. Included in all of the foregoing is a significant public

education process. The Plan was revised as more accurate

inventory and monitoring data became available.

EAB was discovered in isolated areas of the City in 2015. In 2015,

a rotating 2-year treatment cycle of Ash trees was initiated.

Selective removals will begin in earnest in 2016.


Emerald Ash Borer (EAB) Management Plan

Commitments Made

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

USDIR13-004, directed staff to initiate the EAB Management

Plan (Option 3 – Hybrid Plan) and to report back on the impact of

the plan to the 2014 Budget.

On September 30, 2013 Council, in considering Report

USDIR13-012, directed staff to proceed with a revised EAB

Management Plan. Using more up-to-date information, and

examining alternative management scenarios, staff were able to

retain all the elements of the original Management Plan yet

reduce the 10-year cost by about $1 million.


Council authorized a 3-year contract position to implement the

EAB Management Plan. Staffing requirements are included in

the 2016 and future year operating budgets with recoveries from

this Capital Budget.

- 84 -



($000)

Questica #: 13515

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-1.02


Utility Services

Project Description Emerald Ash Borer (EAB) Management Plan





ReservesNew Subdivision Tree Reserve 23.4 23.4

Utility Services Reserve 58.9 58.9



3,890.2 537.0 284.0 649.9 649.9Capital Levy

594.8 594.8 579.8

- 85 -



Department:

Division:





The project involves the implementation of a program and systems

to assist asset stewards in managing City assets. This program and

system will assist in capital budget preparation and weighing

priorities and determining when capital assets should be replaced

versus maintained.

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

municipalities will be required to develop and file an asset

management plan to support future funding applications.

The 2016 budget request will provide financial resources for

software, and other technology needs as well as condition ratings

updates that will be necessary to support an Asset Management

Plan.


Asset Management Project

Commitments Made

On December 8, 2014, Council approved Report USDIR14-008

adopting the City's first Capital Asset Management Plan as the

foundation for the City's infrastructure strategies.


Proceeding with a full Asset Management regime will result in

ongoing costs to maintain the Asset Management System.

- 86 -



($000)

Questica #: 14250

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-1.03


Utility Services

Project Description Asset Management Project





ReservesWaste Water Reserve Fund 300.0 100.0 100.0 100.0

300.0 100.0 100.0 100.0Total Reserves

225.0 125.0 100.0Capital Levy

- 87 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Arterial Streets

Parkhill Road West -

Wallis Drive to West

City Limit 2,875.5 2,524.5 18,107.0 8,207.0 5,400.0 4,500.0 5,400.0 4,500.0 5-2.01

Chemong - Parkhill to

PWay ROW 11,250.0 500.0 17,590.0 4,840.0 500.0 1,000.0 11,250.0 500.0 1,000.0 5-2.02

Ashburnham Drive -

Lansdowne Street to

Maria Street 2,200.0 830.0 9,530.0 6,500.0 3,030.0 3,030.0 5-2.03

Brealey - Lansdowne

to Stenson 552.6 979.4 6,132.0 4,600.0 1,532.0 1,532.0 5-2.04

Armour Rd- Nassau

Mills Road South to

Rotary Trail 207.5 42.5 7,650.0 650.0 250.0 750.0 6,000.0 250.0 750.0 6,000.0 5-2.05

McDonnel Gilchrist

Rehabilitation 75.0 125.0 1,600.0 200.0 1,400.0 200.0 1,400.0 5-2.06

Carnegie Planning

Area N/S Arterial 1,300.0 1,300.0 429.0 5-2.07

Sherbrooke

St-Glenforest to W 10,900.0 1,950.0 500.0 8,450.0 500.0 8,450.0 5-2.08

Brealey - Lansdowne

to Sherbrooke Street 6,990.0 500.0 990.0 5,500.0 990.0 5,500.0 5-2.09

City Wide

Transportation Op

Improvements 13,200.0 16,449.0 449.0 1,400.0 1,400.0 13,200.0 1,400.0 1,400.0 5-2.10

Parkway Corridor

Extension (Clonsilla Av

to Water St) 66,705.0 79,660.0 6,240.0 4,947.0 1,768.0 66,705.0 4,947.0 1,768.0 5-2.11

River Road - Hwy7/115

to Lansdowne Street 7,500.0 8,425.0 500.0 425.0 7,500.0 500.0 425.0 5-2.12

Lansdowne West -

Spillsbury to Clonsilla 3,800.0 5,000.0 700.0 500.0 3,800.0 700.0 500.0 5-2.13

- 88 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Brealey - Sherbrooke

to Parkhill 6,420.0 6,920.0 500.0 6,420.0 500.0 5-2.14

Charlotte Street –

Clonsilla Avenue to

Monaghan Road 700.0 2,332.0 1,632.0 700.0 5-2.15

Armour Rd -

Thompson Creek to

Francis Stewart 1,515.0 1,515.0 1,515.0 5-2.16

Carnegie Planning

Area - E/W Arterial 5,500.0 5,500.0 1,815.0 5-2.17

Maria St - Walker Ave

to Television Rd 4,735.0 4,735.0 4,735.0 5-2.18

University Rd -

Upgrade Arterial 6,940.0 6,940.0 2,914.8 5-2.19

Television Rd -

Lansdowne to Parkhill

Rd 28,450.0 28,450.0 28,450.0 5-2.20

Ashburnham -

McFarlane to Parkhill 6,100.0 6,100.0 6,100.0 5-2.21

Pioneer Rd - Nassau

Mills to Cty Rd 4 10,700.0 10,700.0 4,005.0 5-2.22

262,525.0 35,568.0 10,912.0 10,912.0 75.0 173,515.0 500.0 5,835.6 4,501.4 17,987.0 24,543.0 159,109.8 17,116.0 24,543.0Total

- 89 -



Department:

Division:



Engineering - Arterial Streets


Major reconstruction and urbanization of Parkhill Road is required to

improve the safe operation of this road, provide better storm

drainage control, and to service new development within the

Jackson Planning Area. This project will involve pavement,

curb/gutter, sidewalk(s), bike lanes, storm and sanitary sewers,

turning lanes and signalization. The vertical alignment of the road

will be improved and an urban cross section will be constructed.

A Schedule ‘C’ Class Environmental Assessment, including an

Environmental Study Report is complete with the preferred

alternative endorsed by Council. The major road works will be

designed, tendered and constructed in one phase although

construction will span multiple years. Construction commenced in

2015 with works at the Parkhill Road West and Wallis Drive

intersection and installation of a large storm outlet by the Parkhill

Sanitary Pumping Station. The entire project is expected to span

three construction seasons.

This project is to be partially funded through the Development

Charges (City Wide Uniform Charge).


Parkhill Road West - Wallis Drive to West City Limit

Commitments Made

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

to finalize the Parkhill Road West Class Environmental Study

Report and to post the Environmental Study Report for public

review for the mandatory 30-day public review period. Approval

of the Environmental Study Report was achieved May 30, 2012.


Increased infrastructure will increase maintenance costs.

- 90 -



($000)

Questica #: 06190

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.01


Utility Services

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

ExpendituresContractual Services 18,107.0 8,207.0 5,400.0 4,500.0


18,107.0Net Requirements 8,207.0 5,400.0 4,500.0


DebenturesDeb Rev-Tax Supported 4,200.5 1,300.0 650.5 2,250.0

DCRF Engineering Rds & Related 6,589.5 2,114.5 2,225.0 2,250.0

10,790.0 3,414.5 2,875.5 4,500.0Total Debenture Financing

Development ChargesDCRF Engineering Rds & Related 2,500.0 2,500.0

2,500.0 2,500.0Total Development Charges

ReservesUtility Services Reserve 82.0 82.0

Waste Water Reserve Fund 2,062.5 2,062.5


Federal Gas Tax 1,803.5 1,341.5 462.0

4,817.0 2,292.5 2,524.5Total Reserves

- 91 -



Department:

Division:





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

introduction of a centre turn lane, was identified in the

Transportation Master Plan. This work is necessitated by an

increase in traffic volumes and commercial properties.

Detailed design will follow Ministry of Environment approval of the

Municipal Class EA. Property acquisition and utility relocation

funding will be ongoing as the project proceeds.

The project cost will be more accurately defined during completion

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

measures will be required as well as sanitary sewer upgrades to

address the bottleneck issue within the existing system. Integration

with the planned Parkway project will also guide the design of this

project. The development and influence of the Parkway project has

allowed the Chemong Road reconstruction to be deferred from its

original schedule.

This project is to be partially funded through Development Charges

(City Wide Uniform Charge and Area Specific).


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

Commitments Made

The environmental assessment and design work was approved

as part of the previous Capital Budget.

The Schedule ‘C’ Class Environmental Assessment for this

project was completed in 2014.



- 92 -



($000)

Questica #: 07193

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.02


Utility Services

Project Description Chemong - Parkhill to PWay ROW

ExpendituresContractual Services 17,590.0 4,840.0 500.0 1,000.0 5,625.0 5,625.0


17,590.0Net Requirements 4,840.0 500.0 1,000.0 5,625.0 5,625.0


DebenturesDeb Rev-Tax Supported 8,226.7 375.0 800.0 2,551.7 4,500.0

DCRF Carnegie West 89.6 89.6

DCRF Chemong West 268.7 268.7

DCRF Engineering Rds & Related 1,462.9 500.0 200.0 762.9

10,047.9 875.0 1,000.0Total Debenture Financing 3,672.9 4,500.0

Development ChargesDevelopment Charges Res

DCRF Chemong East 171.7 171.7

DCRF Engineering Rds & Related 4,254.0 2,629.0 500.0 1,125.0

4,425.7 2,629.0 500.0Total Development Charges 171.7 1,125.0

ReservesReserves & Reserve Funds

FRMP Reserve Capital Levy 1,280.4 1,280.4

Federal Gas Tax 1,836.0 1,336.0 500.0

3,116.4 1,336.0Total Reserves 1,780.4

- 93 -



Department:

Division:





This work includes major reconstruction to a two lane urban arterial.

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

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

signalization. This project will improve the road level of service

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

Detailed design occurred in 2014 along with property acquisition,

tree clearing and utility relocations. In 2015, tendering of the full

project limits was completed and awarded. Construction began in

2015 and is expected to be completed in 2016. The funds requested

in 2016 are the final years funding of a multi-year funding project.


Charges Reserve.


Ashburnham Drive - Lansdowne Street to Maria Street

Commitments Made

The design work was approved as part of the 2014 Capital

Budget. Report USEC15-005 entitled “Pre-commitment of Funds

and Award of Tender T-02-15 for the Reconstruction of

Ashburnham Drive from Lansdowne Street East to Maria Street”

adopted by Council on April 7, 2015 pre-committed the capital

expenditures shown in the 2016 capital budget.



- 94 -



($000)

Questica #: 13186

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.03


Utility Services

Project Description Ashburnham Drive - Lansdowne Street to Maria

Street

ExpendituresContractual Services 9,530.0 6,500.0 3,030.0


9,530.0Net Requirements 6,500.0 3,030.0


DebenturesDeb Rev-Tax Supported 3,130.0 2,600.0 530.0

DCRF Engineering Rds & Related 4,940.0 3,270.0 1,670.0

8,070.0 5,870.0 2,200.0Total Debenture Financing

ReservesWaste Water Reserve Fund 1,130.0 300.0 830.0

1,130.0 300.0 830.0Total Reserves


- 95 -



Department:

Division:





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

Detailed design occurred in 2014 along with property acquisition,

tree clearing and utility relocations. In 2015, tendering of the full

project limits was completed and awarded. Construction began in

2015 and is expected to be completed in 2016. The funds requested

in 2016 are the final years funding of a multi-year funding project.

This project includes major reconstruction to a two lane urban

arterial. The project will involve asphalt pavement, concrete curb

and gutter, sidewalk(s), a multi-use trail, storm sewers and turning

lanes with signalization.


Charges Reserve. Other funds requested in 2016 are required to

subsidize the cost of a relocated watermain the City anticipated

would be paid by the Peterborough Utility Commission capital

program.


Brealey Drive Urbanization – Lansdowne Street West to Stenson

Boulevard/Sir Sandford Fleming College Entrance

Commitments Made

The design, utility relocation and tree clearing work was

approved as part of the previous Capital Budget. Report

USEC15-004 entitled “Pre-commitment of Funds and Award of

Tender T-01-15 for the Reconstruction of Brealey Drive from Sir

Sandford Fleming Drive to Lansdowne Street West” adopted by

Council on March 16, 2015, pre-committed the capital

expenditures shown in the 2016 capital budget.



- 96 -



($000)

Questica #: 14183

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.04


Utility Services

Project Description Brealey - Lansdowne to Stenson






DCRF Engineering Rds & Related 2,017.6 1,465.0 552.6

2,419.4 1,866.8 552.6Total Debenture Financing

ReservesWaste Water Reserve Fund 500.7 500.7

Federal Gas Tax 3,211.9 2,733.2 478.7

3,712.6 2,733.2 979.4Total Reserves

- 97 -



Department:

Division:





This project involves major construction of a partially realigned two

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

Construction timing is dependent upon the rate of development in

the Auburn Secondary Plan area, particularly the former Dafoe

property. In order to facilitate the stormwater management issue as

well as access points to the secondary plan development, the City is

securing funds for the EA. This EA (or equivalent through the

planning process) 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/property acquisition and

construction will be provided when more accurate information is

available regarding the timing for development of the Auburn

Secondary Plan area.


Charges Reserve (City Wide Uniform Charge).


Armour Road - Nassau Mills Road South to Rotary Trail

Commitments Made



- 98 -



($000)

Questica #: 15194

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.05


Utility Services

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

ExpendituresContractual Services 7,650.0 650.0 250.0 750.0 6,000.0


7,650.0Net Requirements 650.0 250.0 750.0 6,000.0


DebenturesDeb Rev-Tax Supported 2,558.5 221.0 42.5 255.0 2,040.0

DCRF Engineering Rds & Related 5,049.0 429.0 165.0 495.0 3,960.0

7,607.5 650.0 207.5 750.0 6,000.0Total Debenture Financing



- 99 -



Department:

Division:





This project is anticipated to include the formalization of McDonnel

Street with the installation of sidewalk, cycling lanes and new curb

and gutter from Park Street to Donegal Street and improvements to

Gilchrist Street south of McDonnel Street. The improvements to

Gilchrist Street will provide formal access to the residents south of

the trail.

Included in the project are sanitary sewer upgrades on Gilchrist

Street north of McDonnel Street in keeping with the Sanitary Sewer

Master Plan Study completed to reduce sanitary sewer backups.

This project will require coordination with the Park Street Sanitary

Twinning project to proceed in the same construction year.

Detailed design will be undertaken in 2016 as phase one with

construction scheduled for phase two.


McDonnel-Gilchrist Rehabilitation

Commitments Made



- 100 -



($000)

Questica #: 16-056

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.06


Utility Services

Project Description McDonnel Gilchrist Rehabilitation





ReservesWaste Water Reserve Fund 725.0 125.0 600.0


875.0 75.0 800.0Capital Levy

- 101 -



Department:

Division:





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

and is required for the over sizing of a new two lane arterial road in a

north-south orientation through the Carnegie Planning Area.

Preliminary road alignment would be an extension of the Parkway

right-of-way. Final alignment will be established through Draft Plan

approval(s).


Carnegie Planning Area N/S Arterial

Commitments Made



- 102 -



($000)

Questica #: 16-058

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.07


Utility Services

Project Description Carnegie Planning Area N/S Arterial

ExpendituresContractual Services 1,300.0 1,300.0


Direct RevenueDeveloper Contributions 1 871.0 871.0




DebenturesDCRF Engineering Rds & Related 429.0 429.0


- 103 -



Department:

Division:





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

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

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

the east/west arterial street to an urban cross section.

This project also includes the sanitary sewer and urbanization of

Hywood Road.

The project costs will be more accurately defined upon completion

of detailed design.

Funds were requested in 2014 for the detailed design. Utility

relocations/property acquisitions and construction are scheduled for

2018/2019 after the completion of the reconstruction of Parkhill

Road West.

This project is to be partially funded through Development Charges

(City Wide Uniform Charge) and sanitary sewer reserve.


Sherbrooke Street - Glenforest Boulevard to West City Limit

Commitments Made

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

finalize the Class Environmental Assessment to

Reconstruct/Widen Sherbrooke Street. The Environmental

Study was posted in 2014.



- 104 -



($000)

Questica #: 06199

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.08


Utility Services

Project Description Sherbrooke St-Glenforest to W

ExpendituresContractual Services 10,900.0 1,950.0 500.0 8,450.0


10,900.0Net Requirements 1,950.0 500.0 8,450.0



DCRF Engineering Rds & Related 4,408.5 1,285.0 500.0 2,623.5

9,735.0 1,285.0 500.0 7,950.0Total Debenture Financing

Development ChargesDCRF Engineering Rds & Related 200.0 200.0


ReservesUtility Services Reserve 80.0 80.0

Waste Water Reserve Fund 500.0 500.0

Federal Gas Tax 385.0 385.0


- 105 -



Department:

Division:





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

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

roadway providing centre turn lane opportunities for existing

entrances. The project would also involve asphalt pavement,

concrete curb and gutter, sidewalk(s), bike lanes, storm sewers and

turning lanes with signalization.

Detailed design is scheduled for phase one with utility

relocation/property acquisition to proceed in phase two and

construction to follow as phase three of the project.


Brealey Drive – Lansdowne Street West to Sherbrooke Street

Commitments Made



- 106 -



($000)

Questica #: 15189

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.09


Utility Services

Project Description Brealey - Lansdowne to Sherbrooke Street

ExpendituresContractual Services 6,990.0 500.0 990.0 5,500.0


6,990.0Net Requirements 500.0 990.0 5,500.0


DebenturesDeb Rev-Tax Supported 2,919.0 335.0 2,584.0

DCRF Engineering Rds & Related 1,716.0 1,716.0

4,635.0 335.0 4,300.0Total Debenture Financing

Development ChargesDCRF Engineering Rds & Related 960.7 165.0 795.7

960.7 165.0 795.7Total Development Charges



1,200.0 1,200.0Total Reserves


- 107 -



Department:

Division:





In 2011, the City completed the Transportation Master Plan review.

The high level study has made network recommendations based

strictly on roadway capacity analysis.

The Operational Review will complement the Transportation Master

Plan through a detailed review of Arterial and Collector intersections

throughout the City. The level of detail for such studies will look at

intersection configurations, signal requirements, intersection

interactions in surrounding areas, etc. The Study will be undertaken

with a budget that was allocated from previous years. Upon

completion of the study, detailed design for construction of the top

priority intersection improvement can begin in 2017.

This project is a recommendation of the Transportation Master Plan.

Funds are identified in 2017 and beyond to implement the

recommendations of this Study.


City Wide Transportation Operational Improvements

Commitments Made


- 108 -



($000)

Questica #: 13180

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.10


Utility Services

Project Description City Wide Transportation Op Improvements

ExpendituresContractual Services 16,449.0 449.0 1,400.0 1,400.0 1,500.0 1,500.0 8,400.0 1,800.0


16,449.0Net Requirements 449.0 1,400.0 1,400.0 1,500.0 1,500.0 8,400.0 1,800.0


Development ChargesDCRF Engineering Rds & Related 8,112.3 112.3 700.0 700.0 750.0 750.0 4,200.0 900.0

8,112.3 112.3 700.0 700.0Total Development Charges

750.0 750.0 4,200.0 900.0

8,336.8 336.8 700.0 700.0Capital Levy

750.0 750.0 4,200.0 900.0

- 109 -



Department:

Division:





The Parkway Corridor Class EA began in 2012 and final

recommendations were presented to Council for adoption in the last

quarter of 2013.

Detailed design of Phase 1 (Clonsilla Avenue to Medical Drive) is

awaiting to begin pending Ministry approval of the ESR along with a

number of small construction tenders that could be issued, including

clearing and grubbing, structural demolition and if feasible, trail

construction. As well, property purchases and demolition are

proposed to occur for Phase 1 properties and affected properties on

Fairbairn Street. It is also possible that some of the proposed

mitigation measures (tree planting) could begin in key areas, such

as Medical Drive, Jackson Park, and other areas of the Parkway

trail.

A partial list of capital projects eliminated or deferred because of

the Parkway includes the following projects previously identified in

capital budgets:

- Fairbairn Street Widening (2013 # 5-2.13)

- Charlotte Street Widening to Four Lanes (2013 # 5-2.20)

- Television Road Widening to Four Lanes (2013 # 5-2.23)


Parkway Corridor Extension (Clonsilla Avenue to Water Street)

Commitments Made

Council, on November 21, 2013, in considering Report

USDIR13-017 entitled “Approval to Post Environmental Study

Report – Parkway Corridor Class Environmental Assessment”

adopted the following:

• That Council endorse the Parkway Corridor Class

Environmental Assessment Recommended Design as shown in

Appendix 2 of Report USDIR13-017 dated November 13, 2013;

• That staff and AECOM finalize the Parkway Corridor Class

Environmental Assessment and post the Environmental Study

Report for public review for the mandatory 30-day public review

period in accordance with the provisions of the Municipal Class

Environmental Assessment process; and

• That upon finalization of the Parkway Corridor Class

Environmental Assessment, staff undertake on update to the

Development Charge By-law (City-Wide Engineering Services) to

incorporate the recommendations of this study into development

charges.


Increased road length and new structures will increase overall

maintenance costs.

- 110 -



($000)

Questica #: 14182

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.11


Utility Services

Project Description Parkway Corridor Extension (Clonsilla Av to Water St)

ExpendituresContractual Services 79,660.0 6,240.0 4,947.0 1,768.0 3,520.0 1,495.0 38,160.0 23,530.0


79,660.0Net Requirements 6,240.0 4,947.0 1,768.0 3,520.0 1,495.0 38,160.0 23,530.0


DebenturesDeb Rev-Tax Supported 36,909.5 1,788.9 1,254.1 884.0 1,760.0 747.5 19,080.0 11,395.0

DCRF Engineering Rds & Related 42,250.5 4,451.1 3,192.9 884.0 1,760.0 747.5 19,080.0 12,135.0


3,520.0 1,495.0 38,160.0 23,530.0



- 111 -



Department:

Division:





Reconstruction/Urbanization of River Road is required to service the

area development, and highway traffic from the interchange. This

project would involve pavement, curb/gutter, sidewalk(s), storm

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

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

road will need upgrading and re-routing from private property to the

road allowance if possible. A detailed sanitary study will be required

to identify the best possible means of conveying flows for this area.

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



Charges 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.

Detailed design is scheduled for phase one in 2017 with utility




River Road - Hwy7/115 to Lansdowne Street

Commitments Made



- 112 -



($000)

Questica #: 16-059

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.12


Utility Services

Project Description River Road - Hwy7/115 to Lansdowne Street







4,000.0Total Debenture Financing 4,000.0

Development ChargesDCRF Engineering Rds & Related 462.5 250.0 212.5


ReservesWaste Water Reserve Fund 3,500.0 3,500.0

3,500.0Total Reserves 3,500.0

462.5 250.0 212.5Capital Levy

- 113 -



Department:

Division:





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

improvements to the Spillsbury Drive/Kawartha Heights

Boulevard/Lansdowne Street West intersection as well as the

elimination of the channelized southbound right-turn at Clonsilla

Avenue/Lansdowne Street West.


Lansdowne Street West – Spillsbury Drive to Clonsilla Avenue

Commitments Made

At its meeting on May 16, 2011 in considering Report

USTR11-004 dated May 9, 2011, City Council, as a temporary

measure, reduced the speed limit for this portion of Lansdowne

Street West to 50 km/hour from 60 km/hour. At the same

meeting City Council directed staff to undertake a Municipal

Class Environmental Assessment to consider operational

alternatives for Lansdowne Street West from Kawartha Heights

Boulevard/Spillsbury Drive to Clonsilla Avenue.

The Class EA for Operational Improvements to Lansdowne

Street West between Clonsilla Avenue and Spillsbury

Drive/Kawartha Heights Boulevard has concluded construction of

a centre turn lane, removal of the channelized southbound

right-turn at Clonsilla Avenue/Lansdowne Street West, as well as

capacity improvements to the Spillsbury Drive/Kawartha Heights

Boulevard/Lansdowne Street West intersection is the

recommended solution.



- 114 -



($000)

Questica #: 16-061

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.13


Utility Services

Project Description Lansdowne West - Spillsbury to Clonsilla







1,200.0 700.0 500.0Capital Levy

- 115 -



Department:

Division:





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

and is required to reconstruct Brealey Drive to current urban

standards. The project is currently identified as a three-lane

cross-section providing centre turn lane opportunities for existing

entrances. The project would also involve asphalt pavement,

concrete curb and gutter, sidewalk(s), bike lanes, storm sewers and

turning lanes with signalization.





Brealey Drive – Sherbrooke Street to Parkhill Road

Commitments Made



- 116 -



($000)

Questica #: 16-064

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.14


Utility Services

Project Description Brealey - Sherbrooke to Parkhill

ExpendituresContractual Services 6,920.0 500.0 1,120.0 5,300.0


6,920.0Net Requirements 500.0 1,120.0 5,300.0




Development ChargesDCRF Engineering Rds & Related 2,685.6 165.0 771.6 1,749.0

2,685.6 165.0Total Development Charges

771.6 1,749.0


348.4

- 117 -



Department:

Division:





This work is identified in the 2011 Transportation Master Plan.

Resulting from the Parkway project recommendations a four lane

roadway is no longer required. The work involves the widening of

the existing cross section from Clonsilla Avenue to Monaghan Road

to accommodate cycling facilities as identified in the 2011

Transportation Master Plan, short term projects (2011-2021). This

project was also part of the Development Charge Study update.

Capital budgets from prior years have resulted in sufficient

carry-over funds to undertake the required studies in 2016.


Charges Reserve.


Charlotte Street – Clonsilla Avenue to Monaghan Road

Commitments Made



- 118 -



($000)

Questica #: 12185

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.15


Utility Services

Project Description Charlotte Street – Clonsilla Avenue to Monaghan

Road

ExpendituresContractual Services 2,332.0 1,632.0 700.0


2,332.0Net Requirements 1,632.0 700.0



DCRF Engineering Rds & Related 851.0 620.0 231.0

1,211.0 980.0Total Debenture Financing 231.0



469.0Capital Levy 469.0

- 119 -



Department:

Division:





Reconstruction/Urbanization of Armour Road is required to service

new development within the area. This project will involve

pavement, curb/gutter, sidewalk(s), and potential for bike lanes,

storm and sanitary sewers, and turning lanes. It is not anticipated

that sanitary sewers along this section of road will need upgrading.

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



Charges Reserve.


Armour Road – Thompson Creek to South of Francis Stewart

Road

Commitments Made



- 120 -



($000)

Questica #: 16-060

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.16


Utility Services

Project Description Armour Rd - Thompson Creek to Francis Stewart





DebenturesDCRF Engineering Rds & Related 427.4 427.4

427.4Total Debenture Financing 427.4

Development ChargesDCRF Engineering Rds & Related 940.3 49.5 23.1 867.7

940.3Total Development Charges 49.5 23.1 867.7

147.4Capital Levy 100.5 46.9

- 121 -



Department:

Division:





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

and is required for the over sizing of a new two lane arterial road in

an east-west orientation through the Carnegie Planning Area.

Preliminary road alignment would realign Cumberland Avenue (in

the vicinity of Royal Drive) through the Carnegie Planning Area to

Hilliard Street at County Road 19. Final alignment will be

established through Draft Plan approval(s).


Carnegie Planning Area E/W Arterial

Commitments Made



- 122 -



($000)

Questica #: 16-062

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.17


Utility Services

Project Description Carnegie Planning Area - E/W Arterial



Direct RevenueDeveloper Contributions 1 3,685.0 3,685.0

3,685.0Total Direct Revenue 3,685.0

1,815.0Net Requirements 1,815.0


DebenturesDCRF Engineering Rds & Related 1,815.0 1,815.0


- 123 -



Department:

Division:





Extension of the urban collector street to provide for the additional

traffic generated as a result of ongoing residential development

within the annexed lands in the Television Road area.

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

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

approval of the final phase of the Foxmeadow Subdivision.

Construction of the road will require Class Environmental

Assessment approval and crossing of a sensitive environmental

area.

The Class EA is scheduled for phase 1 of the project followed by

detailed design and utilities in phase two and construction to begin

thereafter as phase three of the project.


Charges Reserve.


Maria Street - Walker Avenue to Television Road

Commitments Made



- 124 -



($000)

Questica #: 16-063

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.18


Utility Services

Project Description Maria St - Walker Ave to Television Rd







4,535.0Total Debenture Financing 200.0 4,335.0


200.0Total Development Charges 200.0

- 125 -



Department:

Division:





This work is identified in the 2011 Transportation Master Plan and

requires the upgrade of University Road from a medium capacity

arterial to a high capacity arterial road from County Road 4 to

Nassau Mills. The City will have to work in conjunction with the

County to achieve the results recommended in the transportation

master Plan.

The City is responsible for approximately 42% of the total costs.

The project is currently identified in the City’s Development Charges

By-Law.


relocations/property acquisitions in phase two and construction to

follow in phase three.


University Road Upgrade to High Capacity Arterial

Commitments Made



- 126 -



($000)

Questica #: 16-067

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.19


Utility Services

Project Description University Rd - Upgrade Arterial



Direct RevenueOther Mun-grants & fees 4,025.2 174.0 3,851.2

4,025.2Total Direct Revenue 174.0 3,851.2



Development ChargesDCRF Engineering Rds & Related 1,457.4 63.0 1,394.4

1,457.4Total Development Charges 63.0 1,394.4

ReservesFederal Gas Tax 1,457.4 63.0 1,394.4

1,457.4Total Reserves 63.0 1,394.4

- 127 -



Department:

Division:






requires widening of Television Road to four lanes from Lansdowne

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

Road between Old Norwood Road and Parkhill Road within the

County.


By-Law.

An Environmental Assessment is scheduled for phase one with

detailed design in phase two. Property acquisition and utility

relocation is scheduled for phase three of the project with

construction to follow in subsequent years.


Television Road Widening – Lansdowne Street to Parkhill Road

Commitments Made



- 128 -



($000)

Questica #: 16-068

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.20


Utility Services

Project Description Television Rd - Lansdowne to Parkhill Rd









250.0Total Development Charges 250.0

ReservesFederal Gas Tax 1,375.0 250.0 1,125.0

1,375.0Total Reserves 250.0 1,125.0

- 129 -



Department:

Division:





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

East will expand arterial capacity to serve the Liftlock Secondary

Plan growth area south of Old Norwood Road.

This project is identified in the 2002 Transportation Master Plan and

reflected in the 2011 Transportation Master Plan as development

driven and implemented.

This project is currently identified in the City’s Development Charges

By-Law.

Further detail regarding design, property acquisition and

construction schedules will be provided in future budgets.


Ashburnham Drive – McFarlane Street to Parkhill Road

Commitments Made



- 130 -



($000)

Questica #: 16-069

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.21


Utility Services

Project Description Ashburnham - McFarlane to Parkhill








- 131 -



Department:

Division:






requires the upgrade of Pioneer Road/Nassau Road to a higher

order road from County Road 4 to Nassau Mills Road. 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 35% of the costs.


By-Law.

Design is scheduled for phase one with property acquisition/utility

relocation in phase two and construction to follow in phase three of

the project.


Pioneer Road Upgrades – Nassau Mills Road to County Road 4

Commitments Made



- 132 -



($000)

Questica #: 16-070

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.22


Utility Services

Project Description Pioneer Rd - Nassau Mills to Cty Rd 4



Direct RevenueOther Mun-grants & fees 6,695.0 6,695.0

6,695.0Total Direct Revenue 6,695.0



Development ChargesDCRF Engineering Rds & Related 2,002.5 2,002.5

2,002.5Total Development Charges 2,002.5

2,002.5Capital Levy 2,002.5

- 133 -

- 134 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Arterial Streets

Coldsprings -

Transportation

Improvements EA 8,770.0 93.0 84.0 8,997.0 50.0 177.0 8,770.0 93.0 5-2.23

8,997.0 84.0 50.0 177.0 93.0 8,770.0 93.0 8,770.0 Total

- 135 -



Department:

Division:





An Environmental Assessment (EA) is required for those proposed

road works related to the Coldsprings Development Transportation

Plan. This will be a cooperative project with the Ministry of

Transportation (MTO) that would upgrade several existing roads and

provide new external roadways to serve the development area.

This project is being driven by MTO so that they can better ascertain

future funding needs for those aspects of the road network under

their purview.

In 2015 a Request for Proposal (RFP) for the EA was issued. One

bid was received which exceeded the approved budget. As a result

the EA requirements were reviewed and the cost estimate updated

to more accurately reflect requirements of the MTO and City and

current market rates for such studies. Additional funds are being

sought in order to proceed with the EA study.


Coldsprings Development Transportation Improvements

Environmental Assessment

Commitments Made

Prior capital budgets (2012 and 2014) committed funds to allow

undertaking of a harmonized Environmental Assessment in

conjunction with the Ministry of Transportation (MTO). An

agreement detailing the cost sharing arrangement and

establishing the City as the project lead was signed with MTO in

2014.


- 136 -



($000)

Questica #: 11220

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-2.23


Utility Services

Project Description Coldsprings - Transportation Improvements EA

ExpendituresContractual Services 8,997.0 50.0 177.0 1,500.0 1,500.0 5,770.0


Direct RevenueRevenue-Ontario Grant 106.5 22.5 84.0

106.5 22.5 84.0Total Direct Revenue

8,890.5Net Requirements 27.5 93.0 1,500.0 1,500.0 5,770.0


DebenturesDCRF Engineering Rds & Related 5,885.0 1,500.0 1,500.0 2,885.0

5,885.0Total Debenture Financing 1,500.0 1,500.0 2,885.0



2,912.5 27.5Capital Levy 2,885.0

- 137 -

- 138 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Collector and Local Streets

Various Road

Resurfacing 32,550.0 457.7 870.0 1,572.3 44,900.0 1,950.0 2,900.0 3,650.0 3,850.0 32,550.0 2,442.3 3,192.3 3,850.0 5-3.01

Webber & Rye

Urbanization 100.0 100.0 3,800.0 300.0 200.0 500.0 2,800.0 200.0 500.0 2,800.0 5-3.02

Otonabee Dr - Bensfort

to Ashburnham 6,800.0 75.0 75.0 7,850.0 150.0 900.0 6,800.0 150.0 900.0 5-3.03

Extension of Crawford

Dr to Harper Road 5,700.0 1,000.0 4,700.0 4,700.0 5-3.04

Victoria Ave

Reconstruction 1,850.0 2,350.0 200.0 300.0 1,230.0 133.0 200.0 5-3.05

64,600.0 457.7 3,250.0 3,250.0 2,792.3 75.0 41,200.0 970.0 1,747.3 9,050.0 7,850.0 40,580.0 8,525.3 7,750.0Total

- 139 -



Department:

Division:



Engineering - Collector and Local Streets


The Resurfacing Program is identified through the City’s overall

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

allocated to streets which require surface treatment only or to

streets involved with underground infrastructure

replacement/rehabilitation where additional paving is desirable.

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

network. Re-inspection information will be utilized for subsequent

resurfacing programs.

This project is partially funded through the Ontario Community

Infrastructure Fund (OCIF) to provide a steady source of

predictable, long-term infrastructure funding.


Various Road Resurfacing

Commitments Made

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

authorizing an increase in both the capital and operating budgets

related to road resurfacing.

The Roads Needs Study included detailed pavement condition

reports for each road. A Pavement Condition Index was created

for each road section based on the field data collected ranging

from zero (Failed) to 100 (Perfect).

Based on the Pavement Condition Index and Pavement

Deterioration Models, various pavement management categories

are assigned to each road section to determine the overall best

maintenance and rehabilitation planning scenario.


Reduction in long-term operating costs due to new road

surfaces.

- 140 -



($000)

Questica #: 15200

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-3.01


Utility Services

Project Description Various Road Resurfacing



Direct RevenueRevenue-Ontario Grant 1,373.1 457.7 457.7 457.7

1,373.1 457.7 457.7 457.7Total Direct Revenue



DebenturesDeb Rev-Tax Supported 13,970.0 870.0 700.0 850.0 1,050.0 1,250.0 9,250.0

13,970.0 870.0 700.0 850.0Total Debenture Financing

1,050.0 1,250.0 9,250.0

ReservesFederal Gas Tax 29,314.6 1,250.0 1,572.3 2,492.3 3,000.0 3,000.0 3,000.0 15,000.0

29,314.6 1,250.0 1,572.3 2,492.3 3,000.0Total Reserves

3,000.0 3,000.0 15,000.0


- 141 -



Department:

Division:





Given the development along Rye Street and final Environmental

Study Report approval of the Crawford Drive to Harper Road

extension, it is recommended to complete the curb and gutter

installation on 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 to best

address this existing condition.

Subsequent years work will depend on the approval of the

Environmental Assessment and recommendations of the

Environmental Study Report.


Webber Avenue and Rye Street Urbanization

Commitments Made


- 142 -



($000)

Questica #: 15203

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-3.02


Utility Services

Project Description Webber & Rye Urbanization





DebenturesDeb Rev-Tax Supported 3,700.0 300.0 100.0 500.0 2,800.0

3,700.0 300.0 100.0 500.0 2,800.0Total Debenture Financing



- 143 -



Department:

Division:





Reconstruction/Urbanization of Otonabee Drive is required to

improve the level of service in the area and traffic movement for the

City bus route. The road needs study has identified Otonabee Drive

in various states of condition ranging from fair to failed.

This project would involve pavement, curb/gutter, sidewalk(s), storm

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

lanes. It is anticipated that portions of sanitary sewers along this

section of road may need upgrading. This project will improve the

road condition and level of service along the street to an urban cross

section.





Otonabee Drive Reconstruction - Bensfort to Ashburnham

Commitments Made


Increased infrastructure will increase maintenance costs however

the improved road conditions will reduce road repair costs.

- 144 -



($000)

Questica #: 16-071

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-3.03


Utility Services

Project Description Otonabee Dr - Bensfort to Ashburnham









975.0 75.0 900.0Capital Levy

- 145 -



Department:

Division:





Design, property, and utility works are all contingent on development

applications in the area. The project timing will be driven by

development interest and, as such, may be in advance of City

expectations. Funds previously approved, were re-allocated to other

projects through the 2014 budget process and are now being

reintroduced into the budget.

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

of the Harper Road Intersection and a new connection from

Crawford Drive to Harper Road. west of the development lands.

This project is included in the current Development Charge Bylaw.


Extension of Crawford Drive to Harper Road

Commitments Made

The development of the lands in the area of the Crawford

Drive/Parkway intersection was reviewed through an

Environmental Assessment in 2012/2013. Final approval of the

ESR (Environmental Study Report) was issued late 2013

following a “bump up” request to the province.


- 146 -



($000)

Questica #: 11197

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-3.04


Utility Services

Project Description Extension of Crawford Dr to Harper Road







Development ChargesDCRF Engineering Rds & Related 2,775.5 425.5 2,350.0

2,775.5 425.5 2,350.0Total Development Charges

ReservesProvincial Surplus Reserve 150.0 150.0


- 147 -



Department:

Division:





The PUC will be replacing their watermain on Victoria Avenue and

City will work in conjunction with PUC by reconstructing Victoria

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

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

reconstruction will address storm and sanitary requirements as well

as the PUC watermain and City asset surface works.


Victoria Avenue Reconstruction

Commitments Made

Co-ordination with PUC project.


- 148 -



($000)

Questica #: 16-108

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-3.05


Utility Services

Project Description Victoria Ave Reconstruction



Direct RevenueRecoveries 787.0 67.0 100.0 620.0


620.0



ReservesWaste Water Reserve Fund 787.0 67.0 100.0 620.0


620.0

776.0 66.0 100.0Capital Levy

610.0

- 149 -

- 150 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Bridges

Donegal over Jackson

200.0 1,360.0 1,160.0 200.0 200.0 5-4.01

Nassau Mills Bridge

over Otonbee River 9,420.0 225.0 75.0 10,820.0 300.0 1,100.0 9,420.0 300.0 1,100.0 5-4.02

Nassau Mills Bridge

over Trent Severn 8,750.0 300.0 9,550.0 300.0 500.0 8,750.0 300.0 500.0 5-4.03

21,730.0 1,160.0 800.0 800.0 18,170.0 525.0 275.0 1,600.0 18,170.0 1,600.0Total

- 151 -



Department:

Division:



Engineering - Bridges


The 2005 Bridge Inspection Program identified the Donegal Street

Bridge for rehabilitation. The Donegal Street Bridge was

constructed around 1935 and has never been rehabilitated or

repaired over its life.

Previous budgets have allocated funding to the bridge rehabilitation.

The 2016 funding is required to expand the scope of the

rehabilitation to include the approach elements of the bridge.


Donegal Street Bridge over Jackson Creek

Commitments Made


- 152 -



($000)

Questica #: 09326

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.01


Utility Services

Project Description Donegal over Jackson







ReservesBridge Reserve 50.0 50.0

Federal Gas Tax 1,210.0 1,010.0 200.0

1,260.0 1,060.0 200.0Total Reserves

- 153 -



Department:

Division:





The 2011 Transportation Master Plan concluded that a new four

lane bridge will be required at this location including the street

widening from Water Street to Armour Road.

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

must complete a Schedule “C” Class Environmental Assessment

(EA). It is proposed to begin the EA in 2016 in order to support

potential development in the north end. EA approval and 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.



Trent Severn and the realignment of Armour Road taking a holistic

approach to planning the respective crossings.


By-Law.


Nassau Mills Road Bridge over Otonabee River

Commitments Made



- 154 -



($000)

Questica #: 16-073

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.02


Utility Services

Project Description Nassau Mills Bridge over Otonbee River

ExpendituresContractual Services 10,820.0 300.0 1,100.0 520.0 8,900.0


10,820.0Net Requirements 300.0 1,100.0 520.0 8,900.0





Development ChargesDCRF Engineering Rds & Related 1,440.0 225.0 825.0 390.0

1,440.0 225.0 825.0Total Development Charges 390.0

ReservesBridge Reserve 480.0 75.0 275.0 130.0

480.0 75.0 275.0Total Reserves 130.0

- 155 -



Department:

Division:





The 2011 Transportation Master Plan concluded that a new four

lane bridge and widening of Nassau Mills Road from University

Road to Armour Road to four lanes will be required at this location

by 2021.

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

must complete a Schedule “C” Class Environmental Assessment

(EA). It is proposed to begin the EA in 2016 in order to support

potential development in the north end. EA approval and 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.



Otonabee River and the Realignment of Armour Road taking a

holistic approach to planning the respective crossings.


By-Law.


Nassau Mills Road Bridge over Trent Severn Waterway

Commitments Made



- 156 -



($000)

Questica #: 16-074

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.03


Utility Services

Project Description Nassau Mills Bridge over Trent Severn





DebenturesDCRF Engineering Rds & Related 8,250.0 8,250.0


Development ChargesDCRF Engineering Rds & Related 1,300.0 300.0 500.0 500.0

1,300.0 300.0 500.0Total Development Charges 500.0

- 157 -

- 158 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Bridges

Detailed Bridge

Inspection 100.0 200.0 100.0 100.0 100.0 5-4.04

OSIM Bridge

Inspection Program 130.0 35.0 240.0 35.0 35.0 40.0 130.0 35.0 40.0 5-4.05

OSIM Bridge

Preventative

Maintenance Program 3,060.0 365.0 4,955.0 365.0 765.0 765.0 3,060.0 365.0 765.0 765.0 5-4.06

5,395.0 135.0 500.0 500.0 3,190.0 500.0 765.0 805.0 3,190.0 765.0 805.0Total

- 159 -



Department:

Division:





During the OSIM Bridge Inspection Program (Project # 5-4.05),

further detailed inspections are often required to establish the

magnitude of need for rehabilitation work. The 2016 project funding

will complete the detailed inspections required that are identified in

the previous OSIM program.


Detailed Bridge Inspection Program

Commitments Made


- 160 -



($000)

Questica #: 13281

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.04


Utility Services

Project Description Detailed Bridge Inspection





ReservesBridge Reserve 200.0 100.0 100.0


- 161 -



Department:

Division:





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

determined through the performance of at least one inspection every

two years under the direction of a professional engineer and in

accordance with the Ontario Structure Inspection Manual (OSIM),

published by the Ministry of Transportation (O. Reg. 160/02, s. 2

(2)). The next OSIM program is scheduled for 2016.

The many components that make up the substructure and

superstructure of bridges will be reviewed. These include the

foundations, abutments, piers, girders, deck, barriers, railings,

bearings, expansion joints and approach slabs.

Each of the various elements are assigned a condition rating and

maintenance needs are identified and assigned a priority based on

the need to undertake the improvements (i.e.: “Urgent”, “Within 1

Year”, “1-5 Years”, “6-10 years”, or “None”). These maintenance

needs are then used to generate the long-term bridge maintenance

capital budgets with specific identification of required maintenance

for the two years preceding the next inspection.


OSIM Bridge Inspection Program

Commitments Made


- 162 -



($000)

Questica #: 14280

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.05


Utility Services

Project Description OSIM Bridge Inspection Program

ExpendituresContractual Services 240.0 35.0 35.0 40.0 40.0 90.0


240.0Net Requirements 35.0 35.0 40.0 40.0 90.0


ReservesBridge Reserve 240.0 35.0 35.0 40.0 40.0 90.0

240.0 35.0 35.0 40.0Total Reserves 40.0 90.0

- 163 -



Department:

Division:





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

determined through the performance of at least one inspection every

two years under the direction of a professional engineer and in

accordance with the Ontario Structure Inspection Manual (OSIM),

published by the Ministry of Transportation (O. Reg. 160/02, s. 2

(2)).

The long-term planning of our Bridge assets capital program is

essential in delivering a reliable and safe crossing to residents and

the movement of goods through the City. This project reflects the

annual funds required as proposed in the OSIM bridge inspection

report for the rehabilitation of our structures over the next 10 years.

Following the condition inspection, the City was provided a capital

program that reflects the needs identified to maintain our structures

in good repair. The project funds will generally accommodate the

major rehabilitation of 1-3 structures per year and minor

rehabilitation to several others.


OSIM Bridge Preventative Maintenance Program

Commitments Made


- 164 -



($000)

Questica #: 16-076

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-4.06


Utility Services

Project Description OSIM Bridge Preventative Maintenance Program





DebenturesDeb Rev-Tax Supported 4,590.0 765.0 765.0 765.0 765.0 1,530.0

4,590.0 765.0 765.0Total Debenture Financing

765.0 765.0 1,530.0

ReservesBridge Reserve 365.0 365.0


- 165 -

- 166 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Sidewalks

Various new SW

installations 6,474.6 180.0 340.2 9,249.1 720.6 520.2 750.9 782.8 6,474.6 520.2 750.9 782.8 5-5.01

Various New Multi Use

Trails 4,284.1 141.6 424.9 6,400.3 343.4 566.5 590.6 615.7 4,284.1 566.5 590.6 615.7 5-5.02

Otonabee RiverTrail -

Waterfront Entrance at

Simcoe 250.0 250.0 250.0 250.0 5-5.03

15,899.4 1,064.0 1,336.7 1,336.7 250.0 10,758.7 321.6 424.9 340.2 1,341.5 1,398.5 10,758.7 1,341.5 1,398.5Total

- 167 -



Department:

Division:



Engineering - Sidewalks


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

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

TMP, active transportation is a general term for the use of

human-powered, non-motorized modes for transportation such as

walking, running, cycling, and rollerblading. The City of

Peterborough prioritizes active modes of transportation that foster a

pedestrian network with a high degree of connectivity, safety and

local context sensitivity.

In order to implement Council’s direction identified in Report

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

discussing projects with local residents. Most recently (Report

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

Procedure to include notifying residents and Ward Councillors that

will be directly impacted by the immediate construction program with

sufficient time to allow dialogue between the residents and staff

ensuring mitigation measures are taken. Issues that cannot be

resolved are brought to the attention of Council.


The project aids in mobility and accessibility and is partially funded

in the current Development Charges By-Law.


Various New Sidewalk Installations

Commitments Made

In accordance with the City’s Provision of Sidewalks Policy

Number MS08-7750 and Sidewalk Implementation Procedure for

Existing Streets, a budget for new sidewalk construction is

identified.

To achieve the 14-year implementation schedule as identified in

Report USTR08-008 as approved by Council on March 25, 2008,

budget amounts of $475,000 (2008 dollars) are required in the

years 2009 - 2022. In order to achieve this, a construction cost

index has been used to keep up with the increasing costs.

City Council, at its meeting of June 6, 2011, in considering

Report USDIR11-010 dated May 30, 2011, reaffirmed Council’s

plan to install new sidewalks as per Report USTR08-008.


Increased infrastructure will increase maintenance costs. The

procedure will also require additional administration and potential

staffing adjustments.

- 168 -



($000)

Questica #: 14362

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-5.01


Utility Services

Project Description Various new SW installations





Development ChargesDCRF Engineering Rds & Related 2,332.7 165.7 180.0 187.7 195.7 204.0 212.7 1,186.9

2,332.7 165.7 180.0 187.7 195.7Total Development Charges

204.0 212.7 1,186.9

ReservesFederal Gas Tax 6,916.4 554.9 340.2 563.2 587.1 612.0 638.0 3,621.0

6,916.4 554.9 340.2 563.2 587.1Total Reserves

612.0 638.0 3,621.0

- 169 -



Department:

Division:





Active Transportation is a general term for the use of

human-powered, non-motorized modes for transportation such as

walking, running, cycling, and rollerblading. The City of

Peterborough prioritizes active modes of transportation that foster a

cycling and pedestrian network with a high degree of connectivity,

safety and local context sensitivity.

The Implementation Plan for the non-sidewalk component of the

network improvements includes three time horizons:

• Short-term (2011 to 2021)

• Medium-term (2021 to 2031)

• Long-term (beyond 2031)


This program aids in mobility and accessibility and is partially funded

in the current Development Charges By-Law.


Various New Multi-Use Trails

Commitments Made

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

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

budget for new trail construction is identified.



- 170 -



($000)

Questica #: 15360

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-5.02


Utility Services

Project Description Various New Multi Use Trails





DebenturesDeb Rev-Tax Supported 4,542.7 424.9 443.0 461.8 481.3 501.8 2,229.9


481.3 501.8 2,229.9

Development ChargesDCRF Engineering Rds & Related 1,600.1 85.9 141.6 147.6 153.9 160.5 167.3 743.3

1,600.1 85.9 141.6 147.6 153.9Total Development Charges

160.5 167.3 743.3


- 171 -



Department:

Division:





Three main entrances to the Otonabee River Trail from the

downtown area have been planned for the past 6 years. The

Charlotte Street entrance was completed in 2010, and the

Sherbrooke Street entrance first planned to be completed in 2011,

has since been delayed. The Simcoe Street entrance originally

planned for 2012 is planned to be completed with the Simcoe Street

forcemain and catchbasin replacement project (5-6.03). The

completion of the waterfront entrances to the downtown satisfies

Strategy No. 4 of the Central Area Master plan.

The current estimate of $250,000 for the completion of the Simcoe

Street entrance is in accordance with the original design program for

Millennium Park. The project involves the construction of a

well-defined park entrance, pedestrian crossing at Simcoe and

Charlotte Streets and the completion of the north end of Millennium

Park.


The trails will be a minimum width of 3.0 metres meeting the

standard for trail development and to ensure full accessibility and

safety.


Otonabee River Trail – Waterfront Entrance at Simcoe Street

Commitments Made


- 172 -



($000)

Questica #: 16-075

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-5.03


Utility Services

Project Description Otonabee RiverTrail - Waterfront Entrance at Simcoe






- 173 -

- 174 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Sanitary Sewers

Sanitary Sewer Master

Plan 4,040.0 1,000.0 9,400.0 2,360.0 1,000.0 1,000.0 1,000.0 4,040.0 1,000.0 1,000.0 1,000.0 5-6.01

Applegrove Ave -

Chemong Road to

Highland Road 230.0 1,780.0 100.0 230.0 1,450.0 230.0 1,450.0 5-6.02

Simcoe St Forcemain

Replacement 2,950.0 3,025.0 75.0 2,950.0 2,950.0 5-6.03

Murray St Sanitary

Rehab - Cambridge to

Cross 30.0 320.0 30.0 290.0 30.0 290.0 5-6.04

Park St Sanitary

Twinning 30.0 415.0 30.0 385.0 30.0 385.0 5-6.05

Armour Rd Sanitary

Twinning 10.0 140.0 10.0 130.0 10.0 130.0 5-6.06

Eastern Trunk Sewer

2,700.0 5,700.0 3,000.0 2,700.0 3,000.0 5-6.07

20,780.0 2,535.0 4,250.0 4,250.0 6,740.0 4,250.0 3,255.0 4,000.0 6,740.0 3,255.0 4,000.0Total

- 175 -



Department:

Division:



Engineering - Sanitary Sewers


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

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

Completion of the Detailed Sanitary Sewer Class EA provided a

plan to mitigate and manage extraneous flows into the sanitary

sewer system as well as reduce the frequency of raw sewage

bypasses at the sewage treatment plant and to recommend an

ongoing work program for the continuous monitoring of the sanitary

sewer system. The Detailed Sanitary Sewer Class EA was

developed as part of the overall evaluation and solution to the

existing and potential flooding concerns within the City.

The long term recommendation of the Sanitary Sewer EA Master

Plan requires ongoing efforts through several years to mitigate the

flood potential in critical areas.


Sanitary Sewer Master Plan Implementation

Commitments Made

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

adopting the City's infrastructure strategies to address Inflow and

Infiltration into the City Sanitary Sewer Network.


Reduction in extraneous storm water flows into the sanitary

sewer system will preserve the sanitary sewer capacity for future

development and potentially reduce the costs of treatment at the

Waste Water Treatment Plant.

- 176 -



($000)

Questica #: 12386

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.01


Utility Services

Project Description Sanitary Sewer Master Plan





ReservesWaste Water Reserve Fund 9,400.0 2,360.0 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 2,040.0

9,400.0 2,360.0 1,000.0 1,000.0 1,000.0Total Reserves

1,000.0 1,000.0 2,040.0

- 177 -



Department:

Division:





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

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

1950s and although it should theoretically not be approaching its

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

The project will also address replacement of the storm sewers and

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

The PUC has also indicated the need for watermain infrastructure

on the project and will be a collaborative project.





Applegrove Avenue – Chemong Road to Highland Road

Commitments Made


Increase to maintenance costs for sidewalks.

- 178 -



($000)

Questica #: 14380

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.02


Utility Services

Project Description Applegrove Ave - Chemong Road to Highland Road







ReservesWaste Water Reserve Fund 1,169.0 50.0 153.3 965.7

Federal Gas Tax 126.7 50.0 76.7

1,295.7 100.0 230.0 965.7Total Reserves

- 179 -



Department:

Division:





Due to the deteriorating condition of the sanitary sewer forcemain

along Simcoe Street replacement is proposed.

Operational issues experienced in the last 10 years have included

three ruptures. Repairs undertaken not only created inconvenience

to people using this street but also degraded the condition of the

road in the area.

The project will also include the installation of additional catch

basins and 100 year storm pipe recommended through the Jackson

Creek EA, the waterfront entrance at Simcoe Street, and the

remediation of a large Inflow and Infiltration (I-I) related discovery

through the downtown I-I project.

Detailed design is ongoing with construction anticipated in 2016.

Soil conditions and material can have a large impact on project

costs.


Simcoe Street Forcemain Replacement

Commitments Made


Removal of a large Inflow and Infiltration source will reduce

operating costs at the Wastewater Treatment Plant.

- 180 -



($000)

Questica #: 14385

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.03


Utility Services

Project Description Simcoe St Forcemain Replacement





ReservesFRMP Reserve Sew Sur 575.0 575.0

Waste Water Reserve Fund 1,575.0 75.0 1,500.0

FRMP Reserve Capital Levy 875.0 875.0

3,025.0 75.0 2,950.0Total Reserves

- 181 -



Department:

Division:





Issues have been reported by residents in the area during high

intensity storm events. With the scheduled PUC project, USD will

replace sanitary sewers throughout this stretch of the PUC project to

eliminate the sag that currently exists within the sanitary main line.

PUC will lead the project with key City involvement during the design

and construction stages.


Murray Street Sanitary Rehabilitation - Cambridge Street to

Cross Street

Commitments Made


This project will reduce the frequency of flushing, cleaning and

CCTV work required in future operating budgets.

- 182 -



($000)

Questica #: 16-098

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.04


Utility Services

Project Description Murray St Sanitary Rehab - Cambridge to Cross





ReservesWaste Water Reserve Fund 320.0 30.0 290.0


- 183 -



Department:

Division:





The project, in conjunction with the Gilchrist Street works, is

anticipated to reduce the risk of flooding related to the sanitary

sewer system from Parkhill Road to McDonnel Street along the trunk

sewer route in this area. Included in the works will be a small

portion of 100 Year pipe to accommodate the recommendations of

the Jackson Creek Flood reduction Environmental Assessment.

Identified through the Inflow and Infiltration study, this is a priority

project. The intent of the project is to reduce the likelihood of

sewage backup into basements by installing a second sanitary

sewer pipe in the specified location. This will provide additional

capacity to effectively address the sewer systems surcharging

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 tender

document. Detailed design will be undertaken as phase one with

construction scheduled for phase two.


Park Street Sanitary Twinning

Commitments Made

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

authorizing a capital program to reduce the inflow and infiltration

throughout the City.


- 184 -



($000)

Questica #: 16-100

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.05


Utility Services

Project Description Park St Sanitary Twinning





ReservesFRMP Reserve Sew Sur 310.0 25.0 285.0

FRMP Reserve Capital Levy 105.0 5.0 100.0


- 185 -



Department:

Division:





Identified through the Inflow and Infiltration study, this is a priority

project. The intent of the project is to reduce the likelihood of

sewage backup into basements by installing a second sanitary

sewer pipe in the specified location. This will provide additional

capacity to effectively address the sewer systems surcharging

potential.

This project can be completed in the same construction tender as

the sanitary twinning of Park Street (Parkhill Road to Dublin Street)

for cost effective pricing.


Armour Road Sanitary Twinning - Munroe Avenue to Douro

Street

Commitments Made

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

authorizing a capital program to reduce the inflow and infiltration

throughout the City.


- 186 -



($000)

Questica #: 16-101

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.06


Utility Services

Project Description Armour Rd Sanitary Twinning





ReservesFRMP Reserve Sew Sur 140.0 10.0 130.0


- 187 -



Department:

Division:





This project is identified in and funded from Development Charges,

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

project permits growth within the Liftlock Growth Area.

Funding will be dependent on the progress of development and the

need for sanitary sewers.


Eastern Trunk Sewer

Commitments Made


The project is identified in the 2012 Development Charges Study

(Area Specific) and is 100% recovered from Development

Charges.

- 188 -



($000)

Questica #: 16-099

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-6.07


Utility Services

Project Description Eastern Trunk Sewer





DebenturesDCRF Liftlock 5,700.0 3,000.0 2,700.0

5,700.0 3,000.0Total Debenture Financing 2,700.0

- 189 -

- 190 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Storm Sewers

Spillsbury Drive Outlet

– North of Kingdon

Avenue 150.0 305.0 155.0 150.0 150.0 5-7.01

Storm Sewer

Rehabilitation Program 3,500.0 500.0 5,877.4 877.4 500.0 500.0 500.0 3,500.0 500.0 500.0 500.0 5-7.02

City Wide Storm Water

Quality Master Plan

Implementation 3,500.0 500.0 5,120.0 120.0 500.0 500.0 500.0 3,500.0 500.0 500.0 500.0 5-7.03

11,302.4 1,152.4 1,150.0 1,150.0 7,000.0 1,150.0 1,000.0 1,000.0 7,000.0 1,000.0 1,000.0Total

- 191 -



Department:

Division:



Engineering - Storm Sewers


This project was originally approved in a prior capital budget (2011).

However through the detailed design and tendering it became

apparent that MOE requirements increased the need for funding.

The 2016 funding request reflects the additional needs.

This project will provide quality control to an existing uncontrolled

outlet that is currently impacting downstream residents and

watercourses. This includes the installation of an oil-grit separator

within the municipal road allowance.


Spillsbury Drive Outlet – North of Kingdon Avenue

Commitments Made


- 192 -



($000)

Questica #: 11429

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-7.01


Utility Services

Project Description Spillsbury Drive Outlet – North of Kingdon Avenue







- 193 -



Department:

Division:





This project will review the latest condition information on the

citywide storm sewer network and rehabilitate critical areas

identified. In general, the storm sewer rehabilitation program will be

allocated to sewers that require attention as a result of inspection

information collected.

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

storm sewer infrastructure thereby resulting in improved drainage.


Storm Sewer Rehabilitation Program

Commitments Made


Reduces reactive maintenance thereby reducing overall

maintenance costs.

- 194 -



($000)

Questica #: 12400

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-7.02


Utility Services

Project Description Storm Sewer Rehabilitation Program







ReservesWaste Water Reserve Fund 5,000.0 500.0 500.0 500.0 500.0 500.0 2,500.0



5,647.4 647.4 500.0 500.0 500.0Total Reserves

500.0 500.0 2,500.0


- 195 -



Department:

Division:





This project presents an opportunity to manage stormwater quality

discharges potentially impacting our creeks and rivers. The City is

mandated to complete specified work by the MOE related to our

existing stormwater facilities throughout the City. The Stormwater

Quality EA Management Master Plan is developed as part of the

overall evaluation and solution to the existing and potential concerns

within the City.

The long term recommendation of the Stormwater Quality Master

Plan requires ongoing efforts through several years, to mitigate the

potential issues in critical areas.


City Wide Storm Water Quality Master Plan Implementation

Commitments Made

Report USDIR14-001, adopted by Council at its meeting of

February 24, 2014, authorized publishing of the Draft Master

Plan and requested staff to report back to Council with the final

report and implementation plan.


- 196 -



($000)

Questica #: 13401

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-7.03


Utility Services

Project Description City Wide Storm Water Quality Master Plan

Implementation





DebenturesDeb Rev-Tax Supported

Deb Revenue - ILR

Total Debenture Financing

ReservesWaste Water Reserve Fund 5,000.0 500.0 500.0 500.0 500.0 500.0 2,500.0

5,000.0 500.0 500.0 500.0Total Reserves

500.0 500.0 2,500.0


- 197 -

- 198 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Public Works

Park Development and

Facilities 40.0 341.9 301.9 40.0 40.0 5-8.01

Upgrade Playing Fields

567.8 67.8 1,000.9 223.6 67.8 69.8 71.9 567.8 67.8 69.8 71.9 5-8.02

Upgrade and Replace

Playground Equipment 2,992.2 357.4 4,464.1 367.3 357.4 368.1 379.1 2,992.2 357.4 368.1 379.1 5-8.03

Sidewalk

Reconstruction 9,486.7 1,121.8 14,077.5 1,100.0 1,121.8 1,167.0 1,202.0 9,486.7 1,121.8 1,167.0 1,202.0 5-8.04

PW Vehicle and

Equipment

Replacement 9,763.6 1,119.0 13,751.7 745.5 1,119.0 1,478.5 645.1 9,763.6 1,119.0 1,478.5 645.1 5-8.05

Public Works

Relocation Project 3,150.0 350.0 17,000.0 3,000.0 3,500.0 10,500.0 3,500.0 10,500.0 5-8.06

50,636.2 5,738.4 6,206.0 6,206.0 465.2 22,810.3 4,271.8 1,469.0 13,583.4 2,298.1 22,810.3 13,583.4 2,298.1Total

- 199 -



Department:

Division:



Public Works - Public Works


A capital program for the upgrade of existing water supply services

to an all season supply containing backflow prevention and metering

in an underground vault. The plan is to provide the last of the

upgrades in the 2016 year at a capital cost of $40,000.

Two upgrades were completed in 2012 and four more upgrades

were completed in 2013. Six were completed in 2014 all with the

contract extension clause to the existing RFP. Five locations were

completed in 2015 with the remaining three locations to be

completed in 2016.


Not applicable.


Park Development and Facilities

Backflow Prevention and Water Meters in Various Parks

Commitments Made

The City currently has approximately 20 locations in

neighbourhood parks where seasonal water supply services are

installed to allow for neighbourhood and community groups to

create winter ice skating rinks. The PUSI Water Department has

initiated City wide metering and backflow prevention programs

and, in order to comply, Public Works has been upgrading these

services over the last 4 years and should complete the program

in 2016.


The routine maintenance of neighbourhood rink services is

contained with the Parks operating budget.

- 200 -



($000)

Questica #: 13472

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.01


Utility Services

Project Description Park Development and Facilities









160.0 120.0 40.0Capital Levy

- 201 -



Department:

Division:





The 2016 Capital Budget allocation as proposed will be utilized for

playing field enhancements in the highly utilized athletic field

locations. Such enhancements will include topdressing,

overseeding, drainage and field leveling programs. Infield and

outfield work at ball diamonds are also included. Locations are

selected from user group feedback.

Future Capital forecasts have been calculated on the 2015 base

amount compounded annually at 3% to allow for increased costs for

enhancements to maintain the 2015 level of service.


Not Applicable


Upgrade Playing Fields

Commitments Made

The maintenance /repair of sports fields is an ongoing

commitment to sustain turf areas, site amenities and structures.

Priorities for field upgrades are based on user surveys completed

on an annual basis by the Recreation Division.


Funds are provided to operate playing fields in the Parks

operating budget

- 202 -



($000)

Questica #: 14471

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.02


Utility Services

Project Description Upgrade Playing Fields







841.2 63.9 67.8 69.8 71.9Capital Levy

74.1 76.3 417.4

- 203 -



Department:

Division:





Accessibility upgrades will be undertaken in approximately 8

playgrounds. These upgrades will include accessible surfaces,

paved access and walkways, benches etc.

In addition, improvements will be made to the following 3 courts:

- Bonnerworth Tennis Court

- Hamilton Park Basketball Court

- Inverlea Park Basketball Court

Future capital forecasts have been calculated on a 3% cost of

construction increase compounded annually in order to meet

expected future costs to maintain the 2015 level of service.


Play structures will contain accessibility features pertaining to

adjustable level seating and additional ground level features.

Access to above ground features by stairs/ramps as well as ladders.

Ground protection to be fully accessible and the provision of

accessible walkways to access the play equipment.


Upgrade and Replace Playground Equipment

Commitments Made

The maintenance/repair of playground structures and court

facilities is an ongoing commitment. Regulations require the

monitoring and upgrading of existing facilities to meet current

CSA standards and AODA requirements.


The betterment of park playground equipment and court facilities

supports Risk Management objectives and reduces the need for

major repairs funded through the operating budget.

- 204 -



($000)

Questica #: 15470

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.03


Utility Services

Project Description Upgrade and Replace Playground Equipment







4,323.6 226.8 357.4 368.1 379.1Capital Levy

390.5 402.2 2,199.5

- 205 -



Department:

Division:





The recommended budget provides funds to replace approximately

3,200 linear metres of sidewalk or 0.80% of the existing inventory.

Future capital forecasts have been increased yearly by 3% over the

2015 base as a cost of construction increase in order to meet

expected future costs to maintain the current level of service.


All current accessibility standards are incorporated into the 2016

reconstruction program with regards to slope, width and ramp

design. Each replacement project is evaluated to ensure the most

viable compliance criteria are met during the reconstruction process.


Sidewalk Reconstruction

Commitments Made

The municipal sidewalk inventory totals 386 kilometers.

Sidewalks typically have a 50-year life cycle. Life cycle costing

provides a base line performance measure to verify if

replacement schedules and funding are sufficient to meet the

established life cycle.

On a percentage basis, Council has approved sidewalk

reconstruction as follows:

Year % of Total Sidewalks Number of Years for Replacement

2007 0.9 110

2008 0.6 167

2009 0.8 130

2010 0.8 130

2011 0.7 142

2012 0.8 130

2013 0.8 116

2014 0.8 124

2015 0.8 122


Sidewalk reconstruction has a positive impact by reducing the

need for ongoing maintenance costs and minimizing the City’s

risk exposure.

- 206 -



($000)

Questica #: 15473

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.04


Utility Services

Project Description Sidewalk Reconstruction

ExpendituresContractual Services 14,077.5 1,100.0 1,121.8 1,167.0 1,202.0 1,238.0 1,275.2 6,973.5 14,077.5




DebenturesDeb Rev-Tax Supported 14,077.5 1,100.0 1,121.8 1,167.0 1,202.0 1,238.0 1,275.2 6,973.5

14,077.5 1,100.0 1,121.8 1,167.0 1,202.0Total Debenture Financing

1,238.0 1,275.2 6,973.5

- 207 -



Department:

Division:





The following vehicles and equipment (and their estimated prices)

are scheduled for replacement in 2016:

Light Duty Trucks $ 38,000

Small Equipment $ 6,000

Heavy Duty Trucks $1,075,000

Total $1,119,000


No applicable


Public Works Vehicle and Equipment Replacement and

Enhancement

Commitments Made

Asset management of vehicles and equipment is based on

life-cycle costs. Although vehicles and equipment is scheduled

for replacement based on anticipated usage and conditions, final

decisions are made only after full mechanical and financial

analysis is undertaken.


The hourly charge our 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.

- 208 -



($000)

Questica #: 15477

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.05


Utility Services

Project Description PW Vehicle and Equipment Replacement

ExpendituresContractual Services 13,751.7 745.5 1,119.0 1,478.5 645.1 2,133.6 1,451.7 6,178.3


13,751.7Net Requirements 745.5 1,119.0 1,478.5 645.1 2,133.6 1,451.7 6,178.3



PW Equip Purchase Reserve Fund 13,521.7 515.5 1,119.0 1,478.5 645.1 2,133.6 1,451.7 6,178.3

13,751.7 745.5 1,119.0 1,478.5 645.1Total Reserves

2,133.6 1,451.7 6,178.3

- 209 -



Department:

Division:





It is anticipated that when fully developed this site will support the

Public Works operation for the next 20-25 years. Changes to the

existing buildings plus additional buildings, including winter material

storage, will be required. Funds were utilized in 2014 to acquire the

services of consulting professionals to assist in future Capital

Budget requests. Work has now progressed to the point that the

Consultants preliminary construction estimates to transform the 791

Webber Avenue property into a full service Public Works Operations

facility are estimated at $16,800,000. The cost estimates provided

will include a new, modernized sand/salt/brine storage facility,

equipment storage building, indoor heated truck wash, stores area,

covered truck bays and a renovated shop and office area to meet

the needs of the Public Works operations. This compares favourably

to the estimated $45,000,000 required for a new yard previously

proposed on Fisher Drive.

The consultant will continue to develop detailed design drawings

and prepare a tender ready package that may be phased into

construction steps that will accommodate the approved budget for

2016 along with pre-approved funds from 2015. The 2017 Capital

request will contain the desired funds to continue the construction

and renovation required to complete the conversion of 791 Webber

Avenue to a fully functional Public Works Operation Centre.


Accessibility will be considered throughout the relocation project and

will be integrated into the renovation of existing structures and the

new builds required to support the Public Works operations and

meet AODA regulations.


Public Works Relocation Project

Commitments Made

In 2014, the City purchased the Coach Canada property at 791

Webber Avenue. The purpose of this purchase is to relocate the

Public Works operations and Fleet maintenance functions to the

new property.


The future operations of this new Public Works facility will be

funded through the existing operating model utilizing overhead

charges on labour to fund the yard operation expenses.

- 210 -



($000)

Questica #: 15479

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.06


Utility Services

Project Description Public Works Relocation Project





DebenturesDeb Rev-Tax Supported 15,060.0 2,460.0 3,150.0 9,450.0


Development ChargesDCRF Public Works 504.0 504.0

DCRF Transit 36.0 36.0


ReservesWaste Water Reserve Fund 1,400.0 350.0 1,050.0

1,400.0 350.0 1,050.0Total Reserves

- 211 -

- 212 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Public Works

Urban Forest

Management 1,330.0 112.1 47.9 2,265.0 440.0 160.0 165.0 170.0 1,330.0 160.0 165.0 170.0 5-8.07

2,265.0 440.0 160.0 160.0 112.1 1,330.0 47.9 165.0 170.0 1,330.0 165.0 170.0Total

- 213 -



Department:

Division:





• Administer and develop policy to advance the key objectives of

an Urban Forestry Strategic Plan;

• Manage maintenance records in order to recognize progress in

achieving key deliverables of the Urban Forest Strategic Plan;

• Renew the urban forest resource by planting trees along the

right-of-way on public and open space;

• Provide assistance and expertise to private property owners to

encourage and enhance the urban forest; and

• Administer and manage volunteer programs that support the

Urban Forest Strategic Plan.

Funding has been allocated on the following basis:

• $70,000 to implement the Urban Forest Strategic Plan; and

• $90,000 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.


Not applicable.


Urban Forest Management - Strategic Plan Implementation

To implement the Urban Forest Strategy Plan.

Commitments Made

• Trees are planted on a replacement basis in accordance with

the Forest Resource Management Policy (1988).

• A work program has been created to develop and implement

the Urban Forest Strategic Plan.


The maintenance of trees is provided for in the Operating

Budget.

- 214 -



($000)

Questica #: 13512

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-8.07


Utility Services

Project Description Urban Forest Management





ReservesNew Subdivision Tree Reserve 687.4 135.4 47.9 49.3 50.8 52.3 53.9 297.8

687.4 135.4 47.9 49.3 50.8Total Reserves

52.3 53.9 297.8

1,577.6 304.6 112.1 115.7 119.2Capital Levy

122.7 126.1 677.2

- 215 -

- 216 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Environmental Protection Services

Replace Programable

Logic Controller 514.1 61.4 824.1 120.3 61.4 63.2 65.1 514.1 61.4 63.2 65.1 5-9.01

Equipment Upgrades

and Replacements 5,299.4 632.9 8,539.0 1,283.3 632.9 651.9 671.5 5,299.4 632.9 651.9 671.5 5-9.02

Coal Tar Mitigation

Action Plan 150.0 300.0 150.0 150.0 150.0 5-9.03

9,663.1 1,553.6 844.3 844.3 5,813.5 844.3 715.1 736.6 5,813.5 715.1 736.6Total

- 217 -



Department:

Division:



Env Protection - Environmental Protection Services


The Wastewater Treatment Plant and associated pumping stations

are operated by the Supervisory Control and Data Acquisition

(SCADA) computer system, which controls the Programmable Logic

Controllers throughout the plant. As with any computer system,

there has to be occasional upgrading to maintain efficiency and

reduce expensive repairs.

Replacing the multitude of PLCs on a consistent and orderly fashion

throughout the plant over the next several years will ensure a

smooth transition of high tech computer operated equipment well

into the future.


None


Replace Programmable Logic Controller (PLC) 5s at the WWTP

and Remote Sewage Pump Stations with Programmable Logic

Controller 5000s

Commitments Made


The current Programmable Logic Controller 5s are becoming

obsolete and the City needs to continue replacing them thereby

minimizing the costs of expensive repairs in the future. The 2016

schedule is to replace controllers in the UV disinfection building

and Plant 1 Secondary Treatment facility.

- 218 -



($000)

Questica #: 14440

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-9.01


Utility Services

Project Description Replace Programable Logic Controller

ExpendituresContractual Services 824.1 120.3 61.4 63.2 65.1 67.1 69.1 377.9


824.1Net Requirements 120.3 61.4 63.2 65.1 67.1 69.1 377.9


ReservesWaste Water Reserve Fund 824.1 120.3 61.4 63.2 65.1 67.1 69.1 377.9

824.1 120.3 61.4 63.2 65.1Total Reserves

67.1 69.1 377.9

- 219 -



Department:

Division:





The 2016 requests continue the preventative maintenance program

at the Waste Water Treatment Plant. The following equipment

needs to be replaced or added in 2016:

Secondary Plant Air Blower Replacement $490,000

Septage Receiving Auto Module $100,000

Various Laboratory and Field Equipment $ 42,900

Total $632,900


None


Equipment Upgrades and Replacements

Commitments Made


The investment of $632,900 in 2016 towards upgrading and

maintaining existing equipment, which is relied upon for safe and

efficient treatment of waste water, will ultimately save money in

future operational budgets and ensure compliance with

increasingly stringent environmental legislation.

- 220 -



($000)

Questica #: 14443

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-9.02


Utility Services

Project Description Equipment Upgrades and Replacements

ExpendituresContractual Services 8,539.0 1,283.3 632.9 651.9 671.5 691.6 712.3 3,895.5


8,539.0Net Requirements 1,283.3 632.9 651.9 671.5 691.6 712.3 3,895.5


ReservesWaste Water Reserve Fund 8,539.0 1,283.3 632.9 651.9 671.5 691.6 712.3 3,895.5

8,539.0 1,283.3 632.9 651.9 671.5Total Reserves

691.6 712.3 3,895.5

- 221 -



Department:

Division:





Gas Manufactured from coal and oil was produced and used in

Ontario from the mid 1880s until the mid 1950s. The City owned

and operated a facility known as the Peterborough Gas Works

located at 70/72/80 Simcoe Street approximately 50 metres from the

Otonabee River.

Coal Tar seepage into the Otonabee River was identified in

November of 2009 and the Ministry of the Environment requested

the City to develop a remedial action plan to address this issue.

Although a number of previous studies were conducted on the site a

more detailed study was required to assess risks to human health

and aquatic life in the river.

As monitoring continues, a clean-up plan to address the seepage

will be developed to the satisfaction of the Ministry. The work plan

established for 2014 has been completed and a final remediation

plan will be presented to the MOECC in 2016.


None


Coal Tar Mitigation Action Plan

Commitments Made

Report USEP10-006 (July 5, 2010) established a budget in the

amount of $500,000 to conduct an environmental study on coal

tar seepage into the Otonabee River and develop a remedial

action plan for the site. An additional commitment of 50,000 was

approved in 2014. Funds in the amount of $150,0000 have been

requested for 2016.


- 222 -



($000)

Questica #: 14441

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-9.03


Utility Services

Project Description Coal Tar Mitigation Action Plan





ReservesInsurance Reserve 300.0 150.0 150.0


- 223 -

- 224 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Environmental Protection Services

Nelson Landfill

Monitoring Program 2,237.0 1,237.0 1,000.0 333.0 5-9.04

Harper Road Landfill

675.0 7,150.0 3,025.0 225.0 3,225.0 675.0 225.0 3,225.0 5-9.05

9,387.0 4,262.0 675.0 1,225.0 3,225.0 675.0 558.0 3,225.0Total

- 225 -



Department:

Division:





The City, in conjunction with Otonabee South Monaghan Township

and Fred Nelson and Sons, operated a licensed landfill site in the

township on lands owned by Fred Nelson from the early 1970s to

mid 1980s. Environmental legislation under the Environmental

Protection Act requires on-going monitoring for all landfills registered

in Ontario to ensure there are no risks to human health or the

environment as a result of landfill operations.

Results obtained within the past year indicate a need to address

elevated contamination (PCB’s) at the former landfill. Remedial

measures are being better defined during negotiations with the MOE

throughout 2014 with implementation expected to begin in 2016.

However, without a new cost sharing agreement in place, no further

work on this project is anticipated.

As negotiations continue with the stakeholder’s and the MOE, there

may be a need to increase the City’s share of funds depending on

findings of annual results and the framework of the new agreement.


None


Nelson Landfill Monitoring Program

Commitments Made

On October 8, 2010, a Tri-Party Agreement was executed

between the City, the Township of Otonabee South Monaghan

and Fred Nelson & Sons establishing an annual budget

commitment of $5,000/year for a 20 year period. No further work

will be conducted on this project until a new agreement with the

stakeholder's is reached.


Results from the 2014 monitoring program revealed the

requirements for significant remedial action measures to be

carried out on the site to bring the former landfill back into

compliance with current Environmental Legislation. Estimates

range from $1,000,000 to $3,000,000. Additional operating

funds are likely and will be better defined in 2016 if a new

agreement is reached.

- 226 -



($000)

Questica #: 11462

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-9.04


Utility Services

Project Description Nelson Landfill Monitoring Program



Direct RevenueOther Mun-grants & fees 713.5 380.0 333.5

Recoveries 711.0 377.5 333.5

1,424.5 757.5 667.0Total Direct Revenue






766.0 433.0 333.0Capital Levy

- 227 -



Department:

Division:





The City of Peterborough operated a landfill site from approximately

the mid-1940s to the mid-1960s in the area of Harper Road and Sir

Sandford Fleming Drive. This is not an engineered facility and the

site received both municipal and industrial waste. Recently (2008

onwards) some work was performed which was initiated to address

PCB seeps to surface water in the surrounding surface water

streams. The Ministry of the Environment has directed the City to

file an application for a new ECA for the site. This process will

provide a clear, concise directive outlining provisions to manage the

former landfill according to today’s applicable laws and standards.

Supporting documentation from the detailed Environmental Study

conducted in 2012, 2013 and 2014 will be used for the application

process. It is anticipated that the newly created ECA will not be

issued until sometime in 2016. Once issued implementation will

start immediately.


None


Harper Road Landfill - Former Waste Disposal Site

Environmental Study/Monitoring Program and Remedial Action

Plan for Site Clean-up

Commitments Made

Report USEP12-001 (January 23, 2012) established a capital

budget in the amount of $2,000,000 to conduct a detailed

Environmental Study of the Harper Road former landfill site.

Report USEP15-005 (June 1, 2015) identified the requirement to

seek an Environmental Compliance Approval (ECA), for the site

and to fund an additional $187,000 to complete the required

application submittal.


Future clean-up and remedial initiatives will ultimately impact

future budgets. It is anticipated that an additional budget of

$225,000/year for a minimum 5-year period and a capital

investment of $3,000,000 in 2018 will be required to comply with

a new ECA. Funds remaining from previous commitments will be

utilized in the application stage for the ECA.

- 228 -



($000)

Questica #: 11463

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-9.05


Utility Services

Project Description Harper Road Landfill

ExpendituresContractual Services 7,150.0 3,025.0 225.0 3,225.0 225.0 225.0 225.0


7,150.0Net Requirements 3,025.0 225.0 3,225.0 225.0 225.0 225.0


ReservesCapital Levy Reserve 2,000.0 2,000.0



5,125.0 1,000.0 225.0 3,225.0Capital Levy

225.0 225.0 225.0

- 229 -

- 230 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Waste Management

Peterborough Landfill

Site 5,885.0 262.5 262.5 16,074.0 4,954.0 525.0 2,550.0 2,160.0 2,942.5 262.5 1,275.0 1,080.0 5-10.01

Construction &

Transfer of Leaf &

Yard Compost Facility 3,518.7 3,518.7 3,518.7 5-10.02

19,592.7 262.5 4,954.0 525.0 262.5 5,885.0 262.5 6,068.7 2,160.0 2,942.5 4,793.7 1,080.0Total

- 231 -



Department:

Division:



Waste Mgmt - Waste Management


The South Fill Area reached capacity in 2012. The cell was capped

and closed as per the SFA closure plan which included seeding and

landscaping to a natural state.

Cell 2 of the North Fill Area was constructed and started receiving

waste in September 2010.

Construction of Cell 3 of the North Fill Area was completed in 2015.

In addition, a ring gas collection system was installed in Cell 2 and

the Public Drop-off container area was expanded.

The Landfill Gas to Energy project was commissioned in 2013.


Peterborough County/City Waste Management Facility

Commitments Made

The City and the County entered into an agreement July 1, 2002

to jointly own and operate the Peterborough Waste Management

Facility and share all cost and revenues on a 50-50 basis.


The operating budget includes a “Landfill Operations” activity that

captures ongoing operating costs associated with the site and

tipping fee revenues all of which are cost shared 50-50 with the

County.

The waste disposal capacity and annual fill rates are based on

best estimates and will be refined annually.

- 232 -



($000)

Questica #: 15468

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-10.01


Utility Services

Project Description Peterborough Landfill Site

ExpendituresContractual Services 16,074.0 4,954.0 525.0 2,550.0 2,160.0 4,100.0 735.0 1,050.0


Direct RevenueOther Mun-grants & fees 8,037.0 2,477.0 262.5 1,275.0 1,080.0 2,050.0 367.5 525.0

8,037.0 2,477.0 262.5 1,275.0 1,080.0Total Direct Revenue 2,050.0 367.5 525.0

8,037.0Net Requirements 2,477.0 262.5 1,275.0 1,080.0 2,050.0 367.5 525.0


ReservesWaste Management Reserve Fund 8,037.0 2,477.0 262.5 1,275.0 1,080.0 2,050.0 367.5 525.0

8,037.0 2,477.0 262.5 1,275.0 1,080.0Total Reserves 2,050.0 367.5 525.0

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Department:

Division:





The existing compost site at Harper Road is required to cease all

operations by January 1, 2017 with the receipt of organic waste

ceasing by January 1, 2016. Accordingly, studies have been

undertaken to find, design and get approved a new compost site.

The new site is proposed to be within the lands of the County/City

Waste Management Facility on Bensfort Road. Studies have

progressed to the point where planning approvals from the County

and Township and operational approval from the Ministry of

Environment and Climate Change (MOECC) are expected to be

received by the end of 2015. Construction is then proposed for the

spring of 2016. An extension of the proposed closure of the Harper

Road compost site has been sought from the MOECC to ensure the

City is in compliance with all Environmental Compliance Approval

requirements.


Not applicable. There will be no public access to the new compost

site.


Construction & Transfer of Leaf & Yard Compost Facility

Commitments Made

The Environmental Compliance Approval (No. A340106) for the

existing Harper Road Compost Site requires that receipt of

organic waste at the Harper Site cease by January 1, 2016 and

composting activities and all storage of waste and compost at

this site cease by January 1, 2017.


A new compost site will be developed that will incorporate

updated Provincial Compost Standards. These standards

involve a higher level of sampling and monitoring than previous

standards with the resultant increase in operating costs.

Additionally, more requirements are placed on the day-to-day

operation of the site including the control of litter, and formation

and turning of windrows.

- 234 -



($000)

Questica #: 16-032

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-10.02


Utility Services

Project Description Construction & Transfer of Leaf & Yard Compost

Facility





ReservesWaste Management Reserve Fund 3,518.7 3,518.7


- 235 -

- 236 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Transit

Terminal Building

Upgrades 650.0 2,100.0 1,450.0 650.0 650.0 5-11.01

Accessible Transit

Stops 456.9 54.6 780.1 154.5 54.6 56.2 57.9 456.9 54.6 56.2 57.9 5-11.02

Transit Buses

4,349.0 590.0 12,011.2 3,429.7 590.0 1,804.5 1,838.0 4,349.0 590.0 1,804.5 1,838.0 5-11.03

Transit Stop Shelters

56.0 6.1 0.7 77.0 6.8 7.0 7.2 56.0 6.8 7.0 7.2 5-11.04

Downtown

Transportation Hub 50,550.0 50,650.0 100.0 50,550.0 100.0 5-11.05

Buses for Persons with

Disabilities 2,900.0 3,200.0 300.0 2,900.0 300.0 5-11.06

Transit Operations

Supervision Vehicle 45.7 86.3 40.6 45.7 40.6 5-11.07

Refurbish Existing

Transit Buses 406.0 406.0 406.0 5-11.08

69,310.6 5,034.2 1,301.4 1,301.4 55.3 58,763.6 6.1 650.0 590.0 2,308.3 1,903.1 58,763.6 2,308.3 1,903.1Total

- 237 -



Department:

Division:



Transportation - Transit


The Downtown Public Transit Terminal is integrated into the ground

floor of the Simcoe Street Parking Garage. The Parkade and

Terminal are 40 years old and underwent a $3.175 million

renovation ten years ago. A 2013 structural review recommended

$2.5 million in additional rehabilitation work in three to five years for

the parking structure. The last major upgrade to the customer

service and office areas at the Transit Terminal was completed

approximately 16 years ago. The building interior, fixtures,

mechanical and electrical components are out-dated and a recent

audit identified a number of improvements that were required to

meet new accessibility standards.

Funding shown as approved pre-2016 is for the

engineering/architectural design and rehabilitation of the most

pressing elements of the interior of the bus terminal. The East Wing

of the Terminal was renovated in 2015 and extensive additional

work was required to remove hazardous materials and to upgrade

the existing commercial rental units in the building. The 2016

budget request for $650,000 will provide the remaining funding to

complete the renovation of the West Wing of the Terminal


The rehabilitation will include required updates to meet accessibility

requirements for the interior spaces including features such as auto

door openers, customer service counter height, washrooms and

passenger seating.


Terminal Building Upgrades

Commitments Made

The approved 2012 Public Transit Operations Review (Reports

USDIR12-016 and USDIR12-019) recognized the current

required renovation needs for the Transit Terminal. Council in

approving Report CPPS15-033 awarded the Transit Terminal

West Wing Renovation and included a pre-commitment of the

2016 budget request.


Updating the mechanical and electrical components at the

existing terminal will result in energy savings and including some

new retail space will result in some additional lease revenue to

offset transit operating costs.

- 238 -



($000)

Questica #: 08508

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.01


Utility Services

Project Description Terminal Building Upgrades





DebenturesDeb Rev-Tax Supported 1,500.0 850.0 650.0



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Department:

Division:





This project establishes an annual budget to reconstruct public

transit stops to be fully-accessible and compliant with AODA

Integrated and Built-Environment standards. The conventional

public transit system is currently supported by over 620 public transit

stops. Many of these stops are not accessible to persons with

disabilities effectively precluding these individuals and especially

those who utilize transportable assistive mobility devices from

accessing public transit at particular stops. Although progress has

been made in the accessible fleet (82% of buses will be

fully-accessible by January 2016) many transit stops continue to

offer barriers such as, full height curbs, steps and grass boulevards.

Based on a review in the spring of 2015, it is estimated that 60% of

the stops are non accessible. AODA does not specify a year for full

compliance.

This Program will reconstruct bus stops based on a priority ranking

utilizing an in-house developed multi-criteria analysis and GIS

spatial database. The Program commenced in 2013 reconstructing

as many stops as the budget will permit.


Enhance accessibility for all persons with disabilities removing

barriers such as concrete curbs, steps, steep ramps and grass

boulevards.


Accessible Transit Stops

Commitments Made


Increased maintenance costs including winter control.

- 240 -



($000)

Questica #: 13505

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.02


Utility Services

Project Description Accessible Transit Stops





780.1 154.5 54.6 56.2 57.9Capital Levy

59.8 61.4 335.7

- 241 -



Department:

Division:





The City currently has a conventional transit fleet consisting of 52

buses as of December 2015. This includes the 3 new buses

delivered in August 2015 and the 3 buses delivered in November

2015. By December 2015 the average fleet age will be 9.2 years

and 88% of the fleet will be fully accessible.

The 2012 Transit Operations Review recommended acquisition of

15 buses between 2013 and 2015 to reduce the average age of the

fleet and ensure that 100% of transit buses are accessible. An

additional 6 buses were recommended to facilitate service

expansions recommended in the review. Since 2012, 12 low-entry

fully accessible buses have been purchased; nine for vehicle

replacement and three for service expansion. The 2016 purchase

of one new replacement bus will leave 5 new vehicles to be

purchased between 2017 and 2018 to complete the vehicle

replacement program. At current funding levels the target is to have

100% of transit buses accessible by 2018. Three additional vehicles

would need to be purchased in 2019 if the additional service

expansions from the 2012 Transit Operations Review are

implemented.

Transit fleet purchases are partially funded from the Transit Fleet

Reserve. Where applicable, portions of the capital costs are also

funded from Development Charges, the Federal Gas Tax Program,

and the Provincial Gas Tax reserve.


Buses are fully accessible for all people, including those utilizing

mobility devices.


Transit Buses

Commitments Made

The conventional transit fleet replacement and expansion

program was originally established in the 2006 Transit

Operations Review (Report USTR07-008 Transit Implementation

Strategy Update, May 2007).

The Program has been updated as part of the approved 2012

Public Transit Operations Review (Report USDIR12-016 and

USDIR12-019).


Reduction in maintenance costs and fuel savings.

- 242 -



($000)

Questica #: 14500

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.03


Utility Services

Project Description Transit Buses

ExpendituresContractual Services 12,011.2 3,429.7 590.0 1,804.5 1,838.0 1,875.0 2,474.0


12,011.2Net Requirements 3,429.7 590.0 1,804.5 1,838.0 1,875.0 2,474.0


ReservesTransit Reserve 6,601.5 1,798.0 590.0 602.5 550.0 587.0 2,474.0

Federal Gas Tax 5,409.7 1,631.7 1,202.0 1,288.0 1,288.0

12,011.2 3,429.7 590.0 1,804.5 1,838.0Total Reserves

1,875.0 2,474.0

- 243 -



Department:

Division:





This program continues the replacement and expansion of transit

stop shelters where higher than average passenger usage exists, in

areas of severe environment and where the passenger demographic

is primarily senior.

The program consists of a mix of 4’x8’, 4’x12’ and 8’x12’ shelters

sized to accommodate waiting passenger demand.

Shelters are glass design with domed roof, complete with interior

seating benches. Currently there are 67 shelters in the city, and of

the existing inventory, 57 are City owned with the remaining 10

owned by a transit shelter advertising company.

This program also funds the re-construction of transit shelter

concrete pads and concrete sidewalk approaches to shelters to

enhance accessible transit passenger amenities.


The shelters enhances accessibility. Each shelter is barrier free and

includes a bench with handles for assistance.


Transit Stop Shelters

Commitments Made


Maintenance costs average approximately $800 per year

- 244 -



($000)

Questica #: 16-117

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.04


Utility Services

Project Description Transit Stop Shelters





Development ChargesDCRF Transit 70.0 6.1 6.3 6.5 6.7 6.9 37.5

70.0 6.1 6.3 6.5Total Development Charges

6.7 6.9 37.5

7.0 0.7 0.7 0.7Capital Levy

0.7 0.7 3.5

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Department:

Division:





The Downtown Public Transit Terminal is integrated into the ground

floor of the Simcoe Street Parking Garage. The Parkade and

Terminal are 40 years old and underwent a $3.175 million

renovation ten years ago. A 2013 structural review recommended

$2.5 million in additional rehabilitation work in three to five years for

the parking structure. A major upgrade to the customer service and

office areas at the Transit Terminal was completed approximately 16

years ago. Both the Terminal and Parkade are undergoing

necessary repairs and renovation to extend the life of the existing

structure.

The 2017 budget request for $100,000 will provide funding to initiate

the longer term planning to develop a conceptual design, cost

estimate, and implementation strategy for the ultimate replacement

of the terminal building to better define budget requirements.

The budget requests shown starting in the year 2022 are the result

of the anticipated longer term need for construction of a new

integrated facility with a modern flow-through bus terminal design,

retail space and upper level parking as recommended in the 2012

Transit Operations Review.


The renovation work will include required updates to meet

accessibility requirements for interior spaces for the customer areas

and staff.


Downtown Transportation Hub

Commitments Made

The approved 2012 Public Transit Operations Review (Reports

USDIR12-016 and USDIR12-019) recognized the current

required renovation needs for the Transit Terminal and

recommended construction of a new Downtown Terminal with a

modern flow-through design in the longer term.


A new terminal will probably be larger than the existing so

maintenance and utility costs could increase, but a better flow of

bus traffic would reduce operational costs.

- 246 -



($000)

Questica #: 16-114

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.05


Utility Services

Project Description Downtown Transportation Hub







Development ChargesDCRF Parking 5,264.2 5,264.2

DCRF Transit 3,667.5 3,667.5

8,931.7Total Development Charges 8,931.7

842.0 100.0Capital Levy 742.0

- 247 -



Department:

Division:





The City currently has a specialized transit fleet consisting of ten

purpose-built small buses/vans, eight of which are in peak period

revenue service daily.

In 2012, the average fleet age was 7.8 years, which is above the

City’s target average fleet age of five years. In 2013, six high-floor

lift equipped purpose built vans were purchased replacing vehicles

which were 11 years of age and older. This acquisition reduced the

average fleet age to 2.2 years. The next proposed bus replacement

year is 2017 and requested funding will replace the 4 older vans

which will be 7 years old in 2016.

Transit fleet purchases are funded from the Transit Fleet Reserve.

Where applicable, portions of the capital costs for expansion to

accommodate growth can be funded through the Development

Charge program. In addition, the Provincial Gas Tax reserve can

be accessed for capital funding.


Buses are fully accessible for all people, including those utilizing

mobility devices


Buses for Persons with Disabilities

Commitments Made

The specialized transit fleet replacement and expansion program

was originally established in the 2006 Transit Operations Review

(Report USTR07-008 Transit Implementation Strategy Update,

May 2007). The Program has been updated as part of the

approved 2012 Public Transit Operations Review (Report

USDIR12-016 and USDIR12-019).


Reduction in maintenance costs and fuel savings.

- 248 -



($000)

Questica #: 16-115

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.06


Utility Services

Project Description Buses for Persons with Disabilities





ReservesTransit Reserve 3,200.0 300.0 330.0 690.0 1,880.0

3,200.0 300.0Total Reserves 330.0 690.0 1,880.0

- 249 -



Department:

Division:





Peterborough Transit has two light duty vehicles for use by transit

supervisory staff to support day-to-day operations including

monitoring transit service delivery and responding to on-site

incidents requiring investigations. The use of City owned vehicles

reduces cost of personal vehicle use. The 2010 Chevrolet Equinox

will be 6 years old in 2016 and is scheduled for replacement in

2017.


None


Transit Operations Supervision Vehicle

Commitments Made


Reduced maintenance costs for newer vehicle.

- 250 -



($000)

Questica #: 16-116

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.07


Utility Services

Project Description Transit Operations Supervision Vehicle





86.3 40.6Capital Levy 45.7

- 251 -



Department:

Division:





Under this project, components of the existing City transit bus fleet

including bulkheads, floors and certain mechanical items are

refurbished to extend the vehicle life beyond the standard of 18

years to approximately 24 years.

The Transportation Division began refurbishing portions of the

existing conventional transit bus fleet in 1998 when four buses

between the age of 15 and 18 years were refurbished. To date a

total of 14 buses have been refurbished. Prior to refurbishing, staff

complete a mechanical assessment to determine the feasibility of

refurbishing individual units. Refurbishing is completed both

in-house and by off-site companies.

There is sufficient pre-approved budget to refurbish four buses and

no new funding is required until 2019. The candidate units would be

16 years of age (built in 1998) at time of rebuild. Refurbishing is an

important mechanism to extend vehicle life, particularly where funds

are limited for fleet component replacement.


This enhances existing accessibility features such as new

stanchions and mobility device tie downs.


Refurbish Existing Transit Buses

Commitments Made


Refurbishing reduces vehicle maintenance costs. In the first two

years after refurbishing operating costs are reduced on average

$0.60/km for 50,000 km operated or $30,000 per bus, per year.

Refurbishing extends life on average by 300,000 km increasing

lifetime service mileage to beyond 1.6 million km

- 252 -



($000)

Questica #: 16-118

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-11.08


Utility Services

Project Description Refurbish Existing Transit Buses






- 253 -

- 254 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Parking

Simcoe Street Parking

Garage Rehabilitation 2,000.0 350.0 2,850.0 350.0 500.0 2,000.0 350.0 500.0 5-12.01

Parking Equipment

Purchases 499.1 59.8 823.1 139.6 59.8 61.4 63.2 499.1 59.8 61.4 63.2 5-12.02

Replacement of

Operations Vehicles 90.0 170.0 80.0 90.0 80.0 5-12.03

3,843.1 139.6 409.8 409.8 2,589.1 350.0 59.8 141.4 563.2 2,589.1 141.4 563.2Total

- 255 -



Department:

Division:



Transportation - Parking


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 split-level suspended slabs and one slab-on-grade level. The

2013 structural review indicated that the structural precast concrete

elements are generally in fair condition but are exhibiting signs of

localized corrosion-related deterioration resulting from moisture and

chloride infiltration.

Since the time of original construction in 1974, the parking structure

has undergone one major rehabilitation program completed over

three years (2002-2005). The total cost for these repairs was

$3.175 million. Rehabilitation in 2015/2016 will cost $752,000 plus

taxes and can be accommodated within the combined budgets for

the King and Simcoe Garage rehabilitation projects. Funds

requested for 2016 will allow for additional upgrades to the barrier

walls and guardrails which were identified as deficient but could not

be accommodated within the pre-approved project budget. Upon

approval, this work will be incorporated into the awarded tender.

During the longer term (2018/19) an additional $2.5 million in

additional work is required.

Prior to completion of the long term rehabilitation it is recommended

that a life cycle study be completed (2018) to determine if the added

repairs will be cost effective compared to construction of a new

structure.


Simcoe Street Parking Garage Rehabilitation

Commitments Made

In 2013, a structural review of the Simcoe Street parking garage

was conducted with the results indicating structural and

mechanical repairs would be required in 2015. Tender T-27-15

was awarded by Council (Report CPPS15-029) in June 2015 for

rehabilitation of the King and Simcoe Parking Garages. The

repairs at the Simcoe Garage will commence in the spring of

2016.


Lower maintenance costs and improved service to the public.

- 256 -



($000)

Questica #: 14542

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-12.01


Utility Services

Project Description Simcoe Street Parking Garage Rehabilitation





DebenturesDeb Rev - User Charges 2,850.0 350.0 500.0 2,000.0


2,000.0

- 257 -



Department:

Division:





This is an ongoing program to purchase and install new updated

parking control equipment for all areas under the purview of the

parking section, including the Simcoe Street and King Street Parking

Garages.

In past years items purchased through this program included:

• Pay and display machines for surface parking lots

• Simcoe Garage - cash/logic revenue system

• Simcoe Garage - replace kiosk

• Handheld Ticketing Devices

In 2016, it is anticipated the funds will be used to purchase

additional Pay and Display machines replacing the remainder of the

on-street parking meters in the downtown as well as upgrading

handheld ticketing machines to enable future implementation of real

time parking management applications.


Parking Equipment Purchases

Commitments Made


Lower maintenance costs at off-street and on-street locations.

- 258 -



($000)

Questica #: 15544

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-12.02


Utility Services

Project Description Parking Equipment Purchases





ReservesParking Reserve 823.1 139.6 59.8 61.4 63.2 65.1 67.1 366.9

823.1 139.6 59.8 61.4 63.2Total Reserves

65.1 67.1 366.9

- 259 -



Department:

Division:





This is a life-cycle replacement program for Parking vehicles.

Vehicles are utilized for enforcement patrol and operation activities.

The Parking section currently deploys four vehicles, a 2013 compact

car and a 2008 compact hybrid electric car used for parking

enforcement and two 2011 compact pickup trucks used for

maintenance and revenue collection.

Alternative fuel technologies will continue to be reviewed to ensure

that the fleet is economical and responding to needs for reduced

emissions.


Replacement of Operations Vehicles

Commitments Made


Reduced maintenance costs

- 260 -



($000)

Questica #: 16-123

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-12.03


Utility Services

Project Description Replacement of Operations Vehicles





170.0 80.0Capital Levy 90.0

- 261 -

- 262 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Parking

Strategic Downtown

Parking Management

Study 75.0 75.0 75.0 75.0 5-12.04

75.0 75.0 75.0 75.0 Total

- 263 -



Department:

Division:





The last review of the parking program was completed in 2007. The

report provided a number of recommendations including increasing

both parking fines and monthly permit rates. With eight years

passing since the last Strategic Downtown Parking Management

Study, much has changed including the emergence of new mixed

use development areas in the downtown, the future conversion of

the Louis Street Parking Lot to a public square, and the potential

elimination of some on-street parking to provide wider sidewalks on

some blocks. Report USTR15-010 approved by Council,

recommended the completion of a Strategic Downtown Parking

Management Study to update the previous study completed in 2007.

The Strategic Downtown Parking Management Study will include an

assessment of long term parking supply in the downtown, parking

rates and fines, new technologies to improve customer service, and

the administration of the parking section.


Consultation with the Accessibility Advisory Committee will be

undertaken to review the accessible parking space inventory and

identify necessary enhancements.


Strategic Downtown Parking Management Study

Commitments Made

In 2015, a Parking Operations Review of fees, fines, and

enforcement levels was completed. Report USTR15-010

approved by Council, recommended the completion of a

Strategic Downtown Parking Management Study to update the

previous study completed in 2007.


The Strategic Downtown Parking Management Study may

recommend measures to improve customer service that may

result in increased operating costs. Changes to parking fines or

fees may increase parking revenues to offset future costs.

- 264 -



($000)

Questica #: 16-119

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-12.04


Utility Services

Project Description Strategic Downtown Parking Management Study






- 265 -

- 266 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Traffic and Transportation

New Traffic Control

and Street Name Sign

Program 183.0 7.4 14.4 312.3 61.8 21.8 22.5 23.2 183.0 21.8 22.5 23.2 5-13.01

Multi-use Trail and

Bicycle Lane

Improvements 513.9 61.4 1,116.1 412.5 61.4 63.2 65.1 513.9 61.4 63.2 65.1 5-13.02

Traffic Signal

Infrastructure

Improvements 872.6 104.6 1,298.0 102.2 104.6 107.7 110.9 872.6 104.6 107.7 110.9 5-13.03

Traffic Improvements

514.1 61.4 703.8 61.4 63.2 65.1 514.1 61.4 63.2 65.1 5-13.04

Traffic Signal LED

Replacement Program 575.0 1,025.0 450.0 575.0 5-13.05

4,455.2 1,026.5 249.2 249.2 234.8 2,658.6 14.4 256.6 264.3 2,658.6 256.6 264.3Total

- 267 -



Department:

Division:



Transportation - Traffic and Transportation


This multi-year program is to install traffic signs in new residential

developments.

This program will be funded by two separate sources. The cost of

installing signs in new residential developments will be funded by

the existing Development Sign Reserve with the remainder funded

through capital levy. For future years, the budget amount will be

adjusted to reflect new development levels.


New Traffic Control and Street Name Sign Program

Commitments Made


Future operating budgets will reflect the cost of maintaining the

existing sign infrastructure.

- 268 -



($000)

Questica #: 13572

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-13.01


Utility Services

Project Description New Traffic Control and Street Name Sign Program





ReservesDevelopment Sign Reserve 208.1 41.6 14.4 14.9 15.4 15.9 16.4 89.5

208.1 41.6 14.4 14.9 15.4Total Reserves

15.9 16.4 89.5

104.2 20.2 7.4 7.6 7.8Capital Levy

8.0 8.2 45.0

- 269 -



Department:

Division:





This is a multi-year program to ensure that the existing multi-use trail

and bicycle lane networks meet current standards, including the new

provincial guidelines for cycling facilities released in 2014.

In co-operation with the Transportation Demand Management

Planner and in conjunction with the development of trail standards,

transportation staff will focus on improving existing trail crossings,

install way-finding and bicycle lane signage and update bicycle lane

pavement markings to meet the new provincial guidelines and

provide consistency across the city.

Each year, existing trails and bicycle lanes will be identified based

on a condition rating and work programs will be set as funding

permits. In 2016, the focus will be on upgrading the multi-use trails

along Clonsilla Avenue and Lansdowne Street.

The budget is indexed to reflect expected cost increases and to

reflect the growth of the network.


This project includes improving the road crossings along multi-use

trails, which is of benefit to people of all abilities using the trail

system. The multi-use trail component of the cycling network is fully

accessible and represents one of the most accessible ways to get

around in the city. The asphalt surface is favoured over concrete

sidewalks because it is smoother.


Multi-Use Trail and Bicycle Lane Improvements - A project to

ensure that the the existing multi-use trail and other bicycle

facilities, including bicycle lanes, meet current standards.

Commitments Made

The approved Comprehensive Transportation Plan contains a

series of recommendations related to introduction and

improvement of city-wide cycling facilities. The cycling, trails

network program contains 100 improvement projects.


Increase in future operating budgets to maintain an increase in

infrastructure associated with the trail and cycling network.

- 270 -



($000)

Questica #: 14578

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-13.02


Utility Services

Project Description Multi-use Trail and Bicycle Lane Improvements







821.1 117.5 61.4 63.2 65.1Capital Levy

67.1 69.1 377.7

- 271 -



Department:

Division:





Initiated in 2005, this is a multi-year program to replace deteriorating

traffic signal equipment to meet minimum standards and control

increasing maintenance costs.

The condition of existing traffic signal infrastructure, primarily in the

older areas of the city, is poor. This program includes the

replacement of poles, signal heads, pedestrian push buttons,

detection equipment and mast arms.

Each year intersections are identified based on condition ratings and

work programs are set as funding permits. There are currently 126

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 2016. For

future years, it is recommended that $104,600, 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 has committed to fund the installation of audible pedestrian

signals at one location in 2016. This location will be determined

jointly by City staff and members of the Accessibility Advisory

Committee.


Traffic Signal Infrastructure Improvements

Commitments Made


Each improvement made to the existing traffic signal

infrastructure will reduce future maintenance costs.

- 272 -



($000)

Questica #: 15570

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-13.03


Utility Services

Project Description Traffic Signal Infrastructure Improvements







1,297.4 101.6 104.6 107.7 110.9Capital Levy

114.2 117.6 640.8

- 273 -



Department:

Division:





Continuation of the traffic improvements program implementing

various projects that emerge throughout the year via requests from

the public, City Council and staff.

Improvements include projects such as installation of pedestrian

intersection signals, flashing beacons, turn lanes, channelization

and traffic islands. Throughout each year priorities and projects are

advanced and reported to Council.

For future years, it is recommended that $61,400, indexed each

year 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).


Traffic Improvements

Commitments Made


Potential for reduced risk in roadway operation.

- 274 -



($000)

Questica #: 16-120

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-13.04


Utility Services

Project Description Traffic Improvements





703.8 61.4 63.2 65.1Capital Levy

67.1 69.1 377.9

- 275 -



Department:

Division:





This multi-year program is to replace the City’s LED (Light Emitting

Diode) traffic signal indications.

In 2007, the City of Peterborough converted the City’s signalized

intersections and flashing beacons from incandescent bulbs to

energy efficient LED lamps. The result of this program has reduced

energy costs by approximately 85% and realized savings on annual

re-lamping costs.

The existing LED lamps will be nine years old in 2016 effectively at

the end of their life cycle. Experience in other Ontario municipalities

has shown the most cost effective method to maintain these lamps

is to bulk replace them once they are seven years old. The

replacement program commenced with the procurement of the LED

lamps with the installation starting in the summer of 2015.

Pre-approved funds are sufficient to cover the cost of this program

and no new funding is required for 2016. For future years (2021),

the replacement of LED lamps will be 100% funded through the

Traffic Signal Reserve.


Traffic Signal LED Replacement Program

Commitments Made


Future operating budgets will fund the Traffic Signal Reserve to

cover LED lamp replacement costs in 2021. Replacement of

LED lamps will reduce maintenance costs.

- 276 -



($000)

Questica #: 15579

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-13.05


Utility Services

Project Description Traffic Signal LED Replacement Program





ReservesTraffic Signal Reserve 875.0 300.0 575.0

875.0 300.0Total Reserves 575.0


- 277 -

- 278 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Demand Management

George Street

Improvement Project 325.0 325.0 650.0 650.0 325.0 5-14.01

650.0 325.0 650.0 325.0 325.0 Total

- 279 -



Department:

Division:



Transportation - Demand Management


Improvement to George Street, from Sherbrooke Street to Perry

Street, includes implementing a project that demonstrates a

complete street. When completed, this section of street will better

serve all modes of transportation resulting in fewer collisions and

formal space allocation for cyclists on the road. For pedestrians,

there will be safe crossing opportunities and increased distance

between the vehicle travel lanes and the sidewalks. This project will

be incorporated with planned improvements to Townsend Street as

part of the Jackson Creek Diversion Sewer project.

An Expression of Interest (EOI) was submitted in August 2015

seeking provincial grant funding under the Ontario Municipal Cycling

Infrastructure Program. If successful up to $325,000 of the capital

cost may be eligible for funding. The EOI shortlist deadline is

September 30, 2015 with a final decision on the grant funding to be

announced in December 2015.


There is 550 metres between traffic signals and four lanes of traffic

to cross in this section of George Street. With the planned

improvements, there will be a new fully accessible traffic signal and

two accessible pedestrian refuge islands.


George Street Improvement Project

Commitments Made

On-street cycling lanes on George Street are a high priority in the

2012 Transportation Master Plan. Section 5.3.2 of the Plan also

recommends adopting a Complete Streets policy and the

Cultural Plan recommends supporting Complete Streets and

initiatives that support walking and cycling. Council approved the

final design concept as part of Report USTR14-011 with

implementation to follow in subsequent budget submissions.

The Central Area Master Plan recommends improving the

gateways to the downtown.


None

- 280 -



($000)

Questica #: 16-022

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-14.01


Utility Services

Project Description George Street Improvement Project








- 281 -

- 282 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Demand Management

Transportation

Demand Management

(TDM) Projects 274.4 32.8 626.1 250.3 32.8 33.8 34.8 274.4 32.8 33.8 34.8 5-14.02

626.1 250.3 32.8 32.8 32.8 274.4 33.8 34.8 274.4 33.8 34.8Total

- 283 -



Department:

Division:





The Transportation Plan outlines various TDM measures. These

measures include travel management programs, which require

infrastructure-related strategies to encourage and facilitate reduced

single occupancy vehicle trips. TDM measures reduce reliance on

more costly approaches to provision of transportation services and

provide more efficient, equitable, low cost and sustainable

transportation options. 30% of the Peterborough population does

not have direct access to a vehicle.

2016 projects include:

1) Studies related to implementation of the Cycling Network in the

Transportation Plan

2) Provision of additional public bicycle parking


Transportation Demand Management (TDM) Projects - A

multi-year program to implement infrastructure related to TDM

initiatives

Commitments Made

The 2012 Transportation Plan is a blueprint for the City's

transportation system. The Plan contains many

recommendations which require varying levels of added study to

be implemented.

A number of these projects and initiatives are in the area of

Transportation Demand Management formulating strategies to

improve travel in the city including public transit, cycling and

walking. This capital program will fund other planning and

operations activities as recommended within the Transportation

Plan to ensure that the Plan remains a dynamic document, and

with actions for continuous improvement.


- 284 -



($000)

Questica #: 12580

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-14.02


Utility Services

Project Description Transportation Demand Management (TDM) Projects







437.6 61.8 32.8 33.8 34.8Capital Levy

35.8 36.9 201.7

- 285 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Flood Reduction Master Plan Projects

Bears - Marina Blvd

Major System Bypass 2,730.0 2,100.0 630.0 2,100.0 630.0 5-15.01

North-East Jackson

Watershed

Improvements 5,050.0 6,550.0 1,500.0 5,050.0 1,500.0 5-15.02

South-East Jackson

Watershed Upgrades 77,570.0 77,570.0 77,570.0 5-15.03

Byersville - Clonsilla

Parkway Storm Basin 2,150.0 2,150.0 2,150.0 5-15.04

South-West Jackson

Watershed

Improvements 490.0 490.0 490.0 5-15.05

Curtis Creek

Watershed

Improvements 22,930.0 22,930.0 22,930.0 5-15.06

Brookdale Watershed

Improvements 31,050.0 31,050.0 31,050.0 5-15.07

Thompson Watershed

Improvements 4,380.0 4,380.0 4,380.0 5-15.08

Meade Watershed

Improvements 9,390.0 9,390.0 9,390.0 5-15.09

Riverview Watershed

Improvements 9,260.0 9,260.0 9,260.0 5-15.10

Byersville Watershed

Improvements 40,820.0 40,820.0 40,820.0 5-15.11

North-West Jackson

Watershed

Improvements 90.0 90.0 90.0 5-15.12

Charlotte St Upgrades

- SE Jackson 100 yr

pipe 1,400.0 1,400.0 1,400.0 5-15.13

- 286 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


208,810.0 204,580.0 2,100.0 2,130.0 204,580.0 2,100.0 2,130.0Total

- 287 -



Department:

Division:



Engineering - Flood Reduction Master Plan Projects


This project substantially increases the flow-carrying capacity along

Marina Boulevard from Hilliard Street to the Royal Drive intersection.

The project involves a large catch basin installation, increased storm

sewer pipe size and re-grading of portions of properties in the area.


Bears Creek - Marina Boulevard Major System By-Pass

Commitments Made

The Bears Creek Flood Reduction Master Plan was approved by

Council on March 25, 2008 through Report USEC08-005.

Report USEC14-006 entitled “Flood Reduction Watershed EA

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

prioritized the watershed capital projects.

Based upon Council Report CPFS14-043, the City is currently

pursuing external funding through the Province for this project.


A minimal increase in future operating budgets due to increased

sewer size and quantity is anticipated.

- 288 -



($000)

Questica #: 16-082

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.01


Utility Services

Project Description Bears - Marina Blvd Major System Bypass





ReservesFRMP Reserve Capital Levy 2,730.0 2,100.0 630.0

2,730.0 2,100.0 630.0Total Reserves

- 289 -



Department:

Division:





The following projects are planned beyond the ten year capital

forecast:

Construction of a relief storm sewer parallel to the existing sewer

from Hilliard Street along Phillip Street, McClennan Street, Gilbert

Street, Elizabeth Avenue and Nicholls Street;

Upsizing the existing pipe to 100 year capacity;

From Nicholls Street and Dumble Avenue,

Along Parkhill Road, and along Water and Simcoe Street.


North-East Jackson Watershed Improvements

Commitments Made

The Jackson Creek Flood Reduction Master Plan was approved

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





A increase in future operating budgets due to increased sewer

size and quantity is anticipated.

- 290 -



($000)

Questica #: 16-078

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.02


Utility Services

Project Description North-East Jackson Watershed Improvements

ExpendituresContractual Services 6,550.0 1,500.0 1,500.0 1,000.0 2,550.0


6,550.0Net Requirements 1,500.0 1,500.0 1,000.0 2,550.0


ReservesFRMP Reserve Capital Levy 6,550.0 1,500.0 1,500.0 1,000.0 2,550.0

6,550.0 1,500.0Total Reserves 1,500.0 1,000.0 2,550.0

- 291 -



Department:

Division:






forecast;

Downie Street/Murray Street, 100 year pipe

Hunter Street, 100 year pipe

Rink Street, 100 year pipe

Simcoe Street, 100 year pipe


South-East Jackson Watershed Improvements

Commitments Made







An increase in future operating budgets due to increased sewer


- 292 -



($000)

Questica #: 16-079

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.03


Utility Services

Project Description South-East Jackson Watershed Upgrades





ReservesFRMP Reserve Capital Levy 77,570.0 870.0 76,700.0

77,570.0Total Reserves 870.0 76,700.0

- 293 -



Department:

Division:





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

the west side of Byersville Creek between Clonsilla Avenue and

Lansdowne Street West. This parcel is large enough to provide for

an estimated 40,000 m3 of flow storage. From this area to the

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

large storage area is the most practical solution to assist in

controlling high flows.


Byersville - Clonsilla Parkway Storm Basin

Commitments Made

The Byersville Creek Flood Reduction Master Plan was approved

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





An increase in future operating budgets due to an additional

stormwater management facility is anticipated.

- 294 -



($000)

Questica #: 16-080

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.04


Utility Services

Project Description Byersville - Clonsilla Parkway Storm Basin





ReservesFRMP Reserve Capital Levy 2,150.0 2,150.0


- 295 -



Department:

Division:





The following storm system upgrade projects are planned beyond

the 10 year capital forecast;

- Firwood Crescent

- Regrade on Parkhill Road

- Valleyview Drive

- Ravenwood Drive


South-West Jackson Watershed Improvements

Commitments Made







An increase in future operating budgets due to increased

infrastructure quantity.

- 296 -



($000)

Questica #: 16-081

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.05


Utility Services

Project Description South-West Jackson Watershed Improvements





ReservesFRMP Reserve Capital Levy 490.0 490.0

490.0Total Reserves 490.0

- 297 -



Department:

Division:






forecast;

- Curtis-Armour Road Culvert

- Curtis-Caddy Street Culvert

- Curtis-Euclid Culvert Replacement

- Curtis-Roger Tivey Outlet Improvements

- Curtis-Strategic Storm Sewer Upgrade Parkhill Road

- Curtis-Strategic Storm Sewer Upgrade along Dufferin Steet and

Roger Street

- Curtis-Strategic Storm Sewer Upgrade along Armour Road

- Curtis-Strategic Storm Sewer Upgrade along Hunter Street

- Curtis-Strategic Storm Sewer Upgrade along Sophia Street and

Mark Street

- Curtis-Strategic Storm Sewer Upgrade along Ashburnham Drive

(pond)


Curtis Creek Watershed Improvements

Commitments Made

The Curtis Creek Flood Reduction Master Plan was approved by

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







- 298 -



($000)

Questica #: 16-083

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.06


Utility Services

Project Description Curtis Creek Watershed Improvements







- 299 -



Department:

Division:






forecast;

- Barnardo Avenue, 100 year pipe

- Bellevue Street

- Bennet Street, 100 year pipe

- Brookdale Crescent / Chesterfield Avenue

- Chemong Road / Old Towerhill Road

- Chemong Road / Towerhill Road

- Chemong Road West

- Donegal Street / Wolsley Street

- Gilchrist Street

- Greenlawn Avenue

- Highland Road, regrade private property

- Park Street / Dublin Street, sewer upgrade

- Parkhill Road, 100 year pipe

- Stormont Street / Glengarry Avenue

- Sunset Boulevard, regrading


Brookdale Watershed Improvements

Commitments Made









- 300 -



($000)

Questica #: 16-084

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.07


Utility Services

Project Description Brookdale Watershed Improvements







- 301 -



Department:

Division:






forecast;

- Armour Road Runoff Storage

- Eldon SWM Pond

- Franmor Abbey Lane Chapel Drainage

- Scollard Drive Drainage - Major System


Thompson Watershed Improvements

Commitments Made

The Thompson Creek Flood Reduction Master Plan was

approved by Council on February 11, 2008 through Report

USEC08-002.







- 302 -



($000)

Questica #: 16-085

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.08


Utility Services

Project Description Thompson Watershed Improvements







- 303 -



Department:

Division:






forecast;

- Meade Creek Levee

- Glenmead Road and Farmcrest Avenue

- Naish Road Local Drainage

- SW Corner Farmcrest

- Syndenham Road, Severn Road, Rochelle Court


Meade Watershed Improvements

Commitments Made

The Meade Creek Flood Reduction Master Plan was approved

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







- 304 -



($000)

Questica #: 16-086

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.09


Utility Services

Project Description Meade Watershed Improvements







- 305 -



Department:

Division:






forecast;

- Algonquin Boulevard ROW

- Carnegie Culvert at Water Street

- Lorraine Drive Outlet

- Subwatershed Culvert Nassau Mills

- Water Street Culvert Upgrade at Zoo


Riverview Watershed Improvements

Commitments Made

The Riverview Creek Flood Reduction Master Plan was approved








- 306 -



($000)

Questica #: 16-087

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.10


Utility Services

Project Description Riverview Watershed Improvements







- 307 -



Department:

Division:






forecast;

- Cedargrove SWMP

- Golfview Drive Inlet

- Twin Clonsilla Avenue East Branch


Byersville Watershed Improvements

Commitments Made

The Byersville Creek Flood Reduction Master Plan was approved

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







- 308 -



($000)

Questica #: 16-088

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.11


Utility Services

Project Description Byersville Watershed Improvements







- 309 -



Department:

Division:






forecast;

- NW Jackson-Bonacord Street

- NW Jackson-Hemlock Street

- NW Jackson-Parkview Drive


North-West Jackson Watershed Improvements

Commitments Made









- 310 -



($000)

Questica #: 16-090

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.12


Utility Services

Project Description North-West Jackson Watershed Improvements





ReservesFRMP Reserve Capital Levy 90.0 90.0

90.0Total Reserves 90.0

- 311 -



Department:

Division:





This project upgrade will include the Charlotte Street sewer from

Downie Street to Jackson Creek to 100 year capacity.

This project follows the completion of the Jackson Creek diversion

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

best alternative given the relatively flat topography of this area.


Charlotte St Upgrades - SE Jackson 100 year pipe

Commitments Made









- 312 -



($000)

Questica #: 16-105

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.13


Utility Services

Project Description Charlotte St Upgrades - SE Jackson 100 yr pipe





ReservesFRMP Reserve Capital Levy 1,400.0 700.0 700.0

1,400.0Total Reserves 700.0 700.0

- 313 -

- 314 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Utility Services

Flood Reduction Master Plan Projects

Flow & Rainfall

Monitoring (A-110) 700.0 100.0 1,255.5 255.5 100.0 100.0 100.0 700.0 100.0 100.0 100.0 5-15.14

IIMP-Infrastructure

Information

Management 175.0 25.0 774.1 524.1 25.0 25.0 25.0 175.0 25.0 25.0 25.0 5-15.15

CCTV Inspection of

Pipes (A-230) 4,700.0 1,800.0 10,065.4 2,365.4 1,800.0 600.0 600.0 4,700.0 1,800.0 600.0 600.0 5-15.16

Rain Event

Miscellaneous Projects 350.0 50.0 500.0 50.0 50.0 50.0 350.0 50.0 50.0 50.0 5-15.17

Disconnect Foundation

Drains, Roof Leaders

(C-210) 100.0 4,477.5 4,377.5 100.0 5-15.18

Sanitary Sewer

(Relining, Renew &

Repair - B-210) 1,000.0 11,930.9 10,930.9 1,000.0 5-15.19

29,003.4 18,453.4 1,975.0 1,975.0 7,025.0 1,975.0 775.0 775.0 7,025.0 775.0 775.0Total

- 315 -



Department:

Division:





The purpose of flow monitoring is to collect accurate, current

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

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

Information collected will be used for various applications including

computer model calibration; development of area specific modeling

parameters relative to design values; and inflow and infiltration

identification and quantification.


Flow and Rainfall Monitoring (A-110)

Commitments Made

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


- 316 -



($000)

Questica #: 05391

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.14


Utility Services

Project Description Flow & Rainfall Monitoring (A-110)





ReservesFRMP Reserve Sew Sur 1,023.3 223.3 80.0 80.0 80.0 80.0 80.0 400.0

FRMP Reserve Capital Levy 232.2 32.2 20.0 20.0 20.0 20.0 20.0 100.0

1,255.5 255.5 100.0 100.0 100.0Total Reserves

100.0 100.0 500.0

- 317 -



Department:

Division:





Engineering Management Information and Systems (EMIS),

including hardware, software, licenses, training and maintenance,

will provide a system for evaluating critical engineering issues,

project prioritization, and management of the project.

To support the large amounts of information compiled, EMIS will

include the following activities:

• Engineering Information Management Gap Analysis

• System Architecture

• Data modeling

• Data warehousing

• GIS


IIMP-Infrastructure Information Management

To create and manage high quality, effective and strategic

information.

Commitments Made

Software has been purchased for Engineering and Public Works

to facilitate effective data management.


Software and Peterborough Technology Services direct FRMP

related labour costs are included in this item.

- 318 -



($000)

Questica #: 05483

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.15


Utility Services

Project Description IIMP-Infrastructure Information Management





ReservesFRMP Reserve Sew Sur 259.9 134.9 12.5 12.5 12.5 12.5 12.5 62.5

FRMP Reserve Capital Levy 412.7 287.7 12.5 12.5 12.5 12.5 12.5 62.5


774.1 524.1 25.0 25.0 25.0Total Reserves

25.0 25.0 125.0

- 319 -



Department:

Division:





Pipeline Assessment

• Develop a work program covering the phased inspection of storm

and sanitary sewers flagged as priorities by the zoom camera

inspection program

• Produce delivery schedule based on eight predefined work areas

• Video inspect sewers in accordance with NASSCO inspection

standards

• Code inspections using PACP Defect Rating approach

• Index and review CCTV inspection videos and PACP Defect

Coding files

• Evaluate structural and service deficiencies to establish

performance ratings

• Identify rehabilitation and maintenance requirements that are

required to address deficiencies

• Prioritize follow-up requirements based on condition and

strategic importance

Information Management

• Develop data repository to hold inspection reports, and

rehabilitation and maintenance work records

• Create interface forms facilitating query and search of stored

data

• Link database records to ArcGIS to facilitate spatial display of

query results


CCTV Inspection of Pipes (A-230)

Inspect and evaluate storm and sanitary sewer infrastructure,

identify rehabilitation and maintenance requirements based on

data collected, and create a searchable repository for inspection

and recommendation records.

Commitments Made

The initial inspection was conducted as part of the ODRAP

infrastructure claim.


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

inspections. Problem areas are identified during inspections.

Based on these CCTV inspections, a remedial plan to address

the problem in the sanitary sewer system was developed and

implemented.

- 320 -



($000)

Questica #: 06402

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.16


Utility Services

Project Description CCTV Inspection of Pipes (A-230)

ExpendituresContractual Services 10,065.4 2,365.4 1,800.0 600.0 600.0 600.0 600.0 3,500.0


10,065.4Net Requirements 2,365.4 1,800.0 600.0 600.0 600.0 600.0 3,500.0


ReservesFRMP Reserve Sew Sur 7,615.0 815.0 1,800.0 500.0 500.0 500.0 500.0 3,000.0

FRMP Reserve Capital Levy 2,450.4 1,550.4 100.0 100.0 100.0 100.0 500.0

10,065.4 2,365.4 1,800.0 600.0 600.0Total Reserves

600.0 600.0 3,500.0

- 321 -



Department:

Division:





Investigations outside the watershed EA’s will continue to identify

other areas that have shown a propensity to flood during moderate

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

direction to allow implementation of solutions as they materialize.

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

tag in comparison to the individual watershed EA’s. The City’s

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

the price estimate.


Rain Event Miscellaneous Projects

Commitments Made

The Flood Reduction Master Plan Progress Report and Review

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

28, 2012.


- 322 -



($000)

Questica #: 16-077

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.17


Utility Services

Project Description Rain Event Miscellaneous Projects





ReservesFRMP Reserve Capital Levy 500.0 50.0 50.0 50.0 50.0 50.0 250.0

500.0 50.0 50.0 50.0Total Reserves

50.0 50.0 250.0

- 323 -



Department:

Division:





The Detailed Sanitary Sewer Environmental Assessment, completed

in 2011, will assist in prioritizing specific areas of concern.

During rainfall events, flows within the sanitary sewer system have

been recognized at six or more times water consumption. Excess

flow within the sanitary sewer system causes problems, and places

an unnecessary load on the treatment plant. Individual downspouts

and parking lot drains can account much greater flows than those

produced by a typical household. The disconnection of downspouts

and parking lot drains from the sanitary sewer system will remove a

significant source of unwanted flow from the sanitary sewer system.

This will lessen the load on the treatment plant. However,

identification and rerouting of connected downspouts and parking lot

drains will require a sustained effort.

Sustained implementation of this program will continue to reduce

unwanted flows in the sanitary sewer system.


Disconnect Foundation Drains, Roof Leaders, Storm Related

Infrastructure (C-210)

To develop a phased disconnection program that provides a

well-planned approach to reducing damages from basement

backups and sanitary sewer overflows while preventing

excessive expenditures and enabling timely implementation.

Commitments Made

Report USEC12-001, March 5, 2012, discussed reducing

extraneous flows into the City’s sanitary sewer system.

Foundation drains and roof leaders are significant contributors to

these extraneous flows. Through this report, a process has been

implemented that will work toward reducing extraneous flows

from all sources.

Report USEC-006, April 20, 2015, recommended that a new

program called the “Flood Reduction Subsidy Program” as

described in Appendix C of this report be introduced to replace

the existing “Backflow Prevention and Foundation Drain

Disconnection Subsidy Program” . This new subsidy program

extends the use of funding beyond the previous backflow

prevention and sump pump installation.


The reduction of extraneous flows will have a positive effect on

the operating costs of the Waste Water Treatment Plant.

- 324 -



($000)

Questica #: 06411

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.18


Utility Services

Project Description Disconnect Foundation Drains, Roof Leaders (C-210)





ReservesFRMP Reserve Sew Sur 4,477.5 4,377.5 100.0

4,477.5 4,377.5Total Reserves 100.0

- 325 -



Department:

Division:





This initiative will lead to a reduction in storm and rainwater

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

reduction in the unnecessary treatment of storm water at the Waste

Water Treatment Plant, restore some capacity into the existing

sanitary sewer system to support current and future development,

and reduce the frequency of sewer back ups.

The program also includes the structural relining of pipes which

rehabilitates degraded pipes and extends their useful life.

This program follows the recommendations of the Flood Reduction

Master Plan as detailed under B-210.

The studies that lead to these projects include:

• Smoke and Dye Testing

• Sanitary System Survey

• Soils and Groundwater Investigation

• Closed Circuit Television Inspection of Sanitary Sewers

• Rainfall Data


Sanitary Sewer Projects (Relining, Renew and Repair - B-210)

B-210 Sanitary Sewer Projects (Relining and Repair etc.)

Based on the findings of the various studies carried out from

2004 to present, sanitary sewers throughout the City require

major work such as relining, repairing or replacement. This is a

multi-year program.

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

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

storm water pipe to move foundation water and sump pump

water away from private properties and away from public

sidewalks and roads, thus removing the flow from the sanitary

system.

Commitments Made

There are no commitments made at this time. As CCTV

inspections are completed, projects are identified that are funded

from this account. Also, continued monitoring of potentially

“excessively wet” areas will lead to specific projects.


- 326 -



($000)

Questica #: 07384

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 5-15.19


Utility Services

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





ReservesFRMP Reserve Sew Sur 11,930.9 10,930.9 1,000.0

11,930.9 10,930.9Total Reserves 1,000.0

- 327 -

- 328 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services Summary

3,710.0 10.0 70.0 322.9 12,552.0 2,609.1 402.9 1,830.0 4,000.0 3,640.0 392.9 1,775.0 3,990.0 Recreation 6-1

310.0 200.0 110.0 200.0 110.0 Museum 6-3

2,563.4 77.4 250.0 8.6 5,111.8 414.0 17,373.7 3,529.9 5,861.8 4,859.8 558.8 2,563.4 5,611.8 3,859.8 558.8 Library 6-4

16,050.0 16,900.0 100.0 750.0 12,050.0 100.0 750.0 Art Gallery 6-5

21,600.0 184.0 35,261.0 533.0 184.0 1,844.0 11,100.0 17,600.0 184.0 1,844.0 8,100.0 Arenas 6-6

384.0 675.8 247.5 384.0 44.3 384.0 44.3 Peterborough Sport

and Wellness Centre6-9

500.0 2,570.0 2,070.0 500.0 500.0 Social Services 6-10

85,642.4 260.0 8,989.5 7,332.7 7,072.7 262.6 43,923.4 77.4 5,934.7 798.0 8,878.1 16,518.8 35,853.4 7,823.1 13,508.8Total

- 329 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services Summary

475.0 60.0 1,687.1 817.1 60.0 80.0 255.0 475.0 60.0 80.0 255.0 Arts Culture and

Heritage6-2

50.0 50.0 50.0 Museum 6-3

100.0 50.0 150.0 50.0 100.0 50.0 Library 6-4

45.0 205.8 354.8 250.8 104.0 250.8 104.0 Arenas 6-6

875.0 300.0 2,800.0 1,225.0 300.0 225.0 175.0 875.0 300.0 225.0 175.0 Administration 6-8

42.5 207.5 600.0 350.0 250.0 207.5 Social Services 6-10

5,641.8 42.5 2,392.1 910.8 868.3 565.8 1,500.0 45.0 257.5 409.0 430.0 1,500.0 409.0 430.0Total

- 330 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Recreation

Beavermead Park

Implementation 322.9 2,049.9 327.0 322.9 900.0 500.0 322.9 900.0 500.0 6-1.01

Park Signage & Bench

Program 70.0 10.0 129.2 29.2 10.0 10.0 10.0 70.0 10.0 10.0 10.0 6-1.02

Community Assistance

490.0 10.0 60.0 913.2 213.2 70.0 70.0 70.0 420.0 60.0 60.0 60.0 6-1.03

Little Lake Master Plan

Implementation 3,000.0 7,789.7 989.7 600.0 3,200.0 3,000.0 600.0 3,200.0 6-1.04

Parkland Development

Assist 450.0 225.0 225.0 180.0 6-1.05

Skateboard Park

Repair Program 150.0 200.0 25.0 25.0 150.0 25.0 6-1.06

Peterborough Marina -

Dock Expansion

Program 1,020.0 800.0 220.0 220.0 6-1.07

12,552.0 10.0 2,609.1 402.9 392.9 70.0 3,710.0 322.9 1,830.0 4,000.0 3,640.0 1,775.0 3,990.0Total

- 331 -



Department:

Division:

Budget Reference #: 6-1.01Community Services


Recreation - Recreation


Resources identified in 2016 include:

Council approved the recommendations of Report USEC15-019,

dated August 31, 2015 to pre-commit $322,900 to the 2016 budget

towards the work to improve accessibility features, and correct

drainage issues and provide services (water and electric) to the 25

central area campsites.

The architectural design development drawing, detailed design,

tendering, and construction for the washroom building will be

budgeted for in 2017, at an estimated cost of $900,000.

The work to complete the entry pavilion, which includes detailed

design, tendering, and construction will be budgeted for in 2018, at

an estimated cost of $500,000


All facilities will be constructed to meet the AODA guidelines.


Beavermead Campground Park Implementation

This budget requests funds to address the recommendations of

the Contracted Operator (ORCA) and the Beavermead

Campground Cost-Benefit Analysis.

Commitments Made

The Little Lake Master Plan (LLMP), completed in 2010,

recommended a user and cost benefit analysis of the functions

and lands used for camping at Beavermead Park. A user and

cost benefit analysis was undertaken in 2011 to determine if

additional investment should be made in Beavermead

Campground. Council received the staff report CSD12-001 on

the cost benefit analysis.

At present, there is a need to upgrade facilities at the park to

become more competitive in the camping business. Council has

entered into a 5 year agreement (with the option to renew for an

additional 5 years) with Otonabee Region Conservation Authority

to operate the campground. A condition of that agreement is

that certain improvements to land and amenities at the

campground are provided by the City, to ensure the physical

space at the campground is conducive to a viable campground

operation.


Ongoing maintenance and eventual replacement of facilities will

be required. - 332 -



($000)

Questica #: 12769

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.01


Community Services

Project Description Beavermead Park Implementation





DebenturesDeb Rev-Tax Supported 1,102.9 200.0 322.9 580.0


Development ChargesDCRF Parks 750.0 320.0 430.0




170.0 100.0 70.0Capital Levy

- 333 -



Department:

Division:





VISION 2010 Recreation Strategy Plan recommended an

investment in municipal parks through signage and benches. A

resident survey indicated that many residents were not aware of the

name of their neighbourhood park. Others complained that the City

does not sign parks and when they contain a sports field, they are

difficult to find without proper signage.

The respondents of the resident survey also reported that they

would visit their park more often and/or spend more time in the park

if there were shady places to sit for periodic rest.

The Arenas, Parks and Recreation Advisory Committee will select

locations based upon highest need, which is determined by the

elements contained in the park.

Since there were adequate surplus funds in this account from

pre-approved budgets to undertake appropriate projects in 2014, the

division did not request a contribution in 2014 and 2015. However,

the request is reintroduced for 2016.


The park signs and benches will be in compliance with the AODA

guidelines.


Park Signage and Bench Program

The resources for this program will finance appropriate signage,

benches and shade trees in some of the City’s 100+ parks and

green spaces.

Commitments Made

The Arenas Parks and Recreation Advisory Committee (APRAC)

and VISION 2010 Recreation Strategy Plan identified this project

as an initiative that enhances park use by providing shady places

to rest in our parks. Way finding of municipal park locations has

been problematic in the past with parks that have no signage.

APRAC has approved staff’s recommendation to focus on the

park signage portion of this initiative at this time.


As signs and benches age, maintenance and replacement costs

will be realized.

- 334 -



($000)

Questica #: 13610

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.02


Community Services

Project Description Park Signage & Bench Program







110.0 10.0 10.0 10.0 10.0Capital Levy

10.0 10.0 50.0

- 335 -



Department:

Division:





The 2016 Community Assistance Budget recommends a funding

level of $70,000 for municipal park projects developed cooperatively

with neighbourhood associations, service clubs, and/or corporate

donations. This fund will also enhance an ongoing partnership with

Peterborough Community Church Softball to renovate children’s

softball fields in the city for league and community play.

The 2016 allocation will be considered by the Arenas, Parks and

Recreation Advisory Committee for specific projects, depending

upon the completion of their neighbourhood fundraising drives. Staff

has identified an annual gross expenditure of $70,000. Since each

project is expected to typically generate approximately 15% from

other funding sources, the annual net capital levy requirement is

$60,000, over the ten-year capital forecast.


All park amenities must be in compliance with the requirements

under the Accessibility for Ontarians with Disabilities Act.


Community Assistance: provides partnership support for

co-operative programs with voluntary community agencies.

Community Assistance also provides leverage to enable

community groups to improve municipal parks or school

playgrounds that serve a community need at a relatively low cost

for the City of Peterborough.

Commitments Made

The Arenas, Parks and Recreation Advisory Committee reviews

and prioritizes projects annually for funding. Partnerships with

neighbourhood or community associations, school councils, sport

groups, service clubs, and/or corporate sponsorships generate a

minimum of 15% in additional resources to enhance the funding

provided by the municipality. By providing funding in a

cooperatively financed method, the City is able to develop new

recreational services and/or install or upgrade existing

playgrounds with equipment in a more efficient, cost effective,

and timely fashion.


Replacing aged playground equipment with new equipment

reduces the need for ongoing maintenance annually.

- 336 -



($000)

Questica #: 14612

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.03


Community Services

Project Description Community Assistance



Direct RevenueDonations 100.0 10.0 10.0 10.0 10.0 10.0 50.0

100.0 10.0 10.0 10.0Total Direct Revenue

10.0 10.0 50.0





670.0 70.0 60.0 60.0 60.0Capital Levy

60.0 60.0 300.0

- 337 -



Department:

Division:





The Little Lake Master Plan (LLMP) recommends a number of

priority projects for implementation in the next five years.

From the LLMP report, staff recommend the following initiatives for

the 2014 – 2023 years capital budget to advance the LLMP:

• Phase 2 of work to stabilize the east shoreline that runs along

Beavermead Park that has seen erosion from boat traffic travelling

along the Otonabee River.

• Del Crary Park Plan – Detailed design and tendering of Del Crary

Park, Anderson Stage, and Peterborough Marina expansion in

2017. It is essential to have the project shovel ready to position for

infrastructure funding at the provincial and federal level.

• Del Crary Park Construction - In 2018-2019, resources are

recommended to complete construction on the park, stage and

Marina building, which would commence in September 2018 and

conclude in June 2019. As indicated, staff will seek other funding

from senior levels of government.

Future years will see additional investment in the areas around Little

Lake to stabilize shorelines and ensure access to the water.


All facilities will be constructed to meet the AODA guidelines.


Little Lake Master Plan Implementation

The resources identified in this project will finance the

implementation of the recommendations of the Little Lake Master

Plan.

Commitments Made

The Little Lake Master Plan was a comprehensive study of the

waterfront, Otonabee River, and Little Lake from the bridge on

Hunter Street to the bridge on Lansdowne Street. The study

assessed current conditions, activity, uses and opportunities to

develop a comprehensive plan for the Little Lake study area. It

provides a guiding plan for the City of Peterborough for the next

20 years. Council officially received the plan as a result of

Report CSD10-003, dated March 15, 2010.

The 2009-2018 Development Charges Study identified the

Marina and Del Crary Park Design Plan as a growth-related

capital program.


- 338 -



($000)

Questica #: 10760

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.04


Community Services

Project Description Little Lake Master Plan Implementation

ExpendituresContractual Services 7,789.7 989.7 600.0 3,200.0 2,000.0 250.0 750.0


7,789.7Net Requirements 989.7 600.0 3,200.0 2,000.0 250.0 750.0


DebenturesDCRF Parks 1,560.0 960.0 600.0

Deb Rev-Tax Supported 3,835.0 195.0 2,240.0 1,400.0


2,000.0

Development ChargesDCRF Gen Gov 90.0 90.0

DCRF Parks 205.0 25.0 180.0


ReservesMarina Reserve 30.0 30.0



2,000.0 580.0 420.0Capital Levy 250.0 750.0

- 339 -



Department:

Division:





Traditionally, developers are required to prepare dedicated parkland

to a base level only (grading, leveling, top soiling, seeding), leaving

the City responsible for developing the new parks in subdivisions

several years after residents have moved in. This imposes a

considerable demand on the Community Assistance capital budget,

which is intended to support upgrades to existing parkland, rather

than establishing amenities within new subdivision parkland.

Since there was no uptake in 2013, 2014, or 2015, there are funds

to support projects in 2016, without a 2016 allocation.


All park amenities will be constructed in accordance with the

requirements of the Accessible Built Environment Standards, under

the Accessibility for Ontarians with Disabilities Act.


Parkland Development Assistance

Parkland Development Assistance is a five-year pilot program,

that began in 2013. The program provides developers the

opportunity to design and completely construct park sites within

their subdivisions to be ready for public use upon first

occupancies, within any given phase of development.

The effectiveness of the Parkland Development Assistance

program will be determined over the next five years, with

recommendations on the program’s future being made at the

next Development Charge update.

Commitments Made

Between 2013 and 2017 the following five new park

developments are anticipated, at a cost of $1,125,000:

Two parks in the Mason Homes Subdivision (Chemong Road);

Two parks in the Peterborough Homes Subdivision (Parkhill

Road W.); Relocation of existing play structure in Willow Creek

Subdivision.


Presently, the City is collecting Development Charges (DC’s) for

two projects that are not proceeding as envisioned, resulting in a

DC surplus of approximately $738,000. Under this proposed

program, developers will contribute 20% of the total per park

cost, a maximum of $50,000 per park will be funded through the

capital levy, and the balance from the DC surplus. This will

support the costs for features over and above the traditional base

level park development requirements. - 340 -



($000)

Questica #: 13613

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.05


Community Services

Project Description Parkland Development Assist



Direct RevenueDeveloper Contributions 1 90.0 45.0 45.0




Development ChargesDCRF Parks 302.0 140.0 162.0


58.0 40.0 18.0Capital Levy

- 341 -



Department:

Division:





The skateboard park remains one of the most visited physical

resources for youth in Peterborough. Use of the Park remains

strong. Periodic investment means that the Park will not fall into

disrepair and can be enjoyed by future generations.


Repairs, modifications, or additions will be completed in compliance

with the requirements of the AODA.


Skateboard Park Repair Program

Commitments Made

As a risk management measure, improving the skateboard

facilities will minimize the risk of injuries among youth using the

facility.


By allocating funds through the capital budget to repair the

skateboard park, fewer funds are required to be included in the

operating budget for annual repairs.

- 342 -



($000)

Questica #: 14521

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.06


Community Services

Project Description Skateboard Park Repair Program





200.0 25.0 25.0Capital Levy 150.0

- 343 -



Department:

Division:





The LLMP recommended expansion of the Marina on the east

shoreline to accommodate growth. An expansion program is

recommended for the Peterborough Marina in 2018. The Marina has

undergone a number of changes in the last five years, and demand

for boating slips has increased. Expanding to the east shoreline is

the best location because:

- Water depth ranges from 19-22 feet, which eliminates concerns

about silting and high levels of suspended material in the water and

will be able to accommodate larger vessels with the need for greater

draft.

- This location has an excellent view of Little Lake, Del Crary Park

and the surrounding urban fabric.

- It has the best possible visibility from the Trent Severn Waterway

route between Locks 19 and 20, to capture boater traffic.

- Compared to the current Marina, this location is a little further from

the noise from George Street, which has been a concern of boaters

in the past.

The 2018 expansion proposes to create 32 boat slips for larger

vessels. The feasibility of this expansion will be assessed as part of

the Del Crary Park Master Plan process.


All facilities will be constructed to meet AODA guidelines.


Peterborough Marina - Dock Expansion Program

Commitments Made

As part of a review of marina facilities in 2005, the Del Crary Park

Functional Analysis in 2007 and the Little Lake Master Plan 2010

(LLMP), it was determined the Marina Docks have reached their

maximum life cycle and required replacement. The City replaced

docks A, B, and C, and rehabilitated D between 2008 and 2012.


New docks will require ongoing maintenance and eventual

replacement.

- 344 -



($000)

Questica #: 08632

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-1.07


Community Services

Project Description Peterborough Marina - Dock Expansion Program









542.0 520.0 22.0Capital Levy

- 345 -

- 346 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Arts Culture and Heritage

Municipal Culture Plan

60.0 436.9 376.9 60.0 60.0 6-2.01

Public Art

400.0 930.2 370.2 80.0 80.0 400.0 80.0 80.0 6-2.02

Heritage Conservation

District 75.0 220.0 70.0 75.0 75.0 75.0 6-2.03

Heritage

Neighbourhood Study 100.0 100.0 100.0 6-2.04

1,687.1 817.1 60.0 60.0 60.0 475.0 80.0 255.0 475.0 80.0 255.0Total

- 347 -



Department:

Division:



Culture & Heritage Div Mgmt - Arts Culture and Heritage


The MCP was adopted by Council in April 2012. Throughout 2013

and 2014 staff worked to achieve substantial completion on a

number of signature objectives. In 2016, staff will continue to

implement the plan and collaborate with staff from other divisions on

the MCP objectives and recommendations.

In 2016, the capital budget includes a request for $60,000.

Key initiatives for 2016 include:

• Providing ongoing support to EC3, the Electric City Culture

Council;

• Continue to build the cultural assets layer on City’s mapping

system

• Assisting departments across the Corporation to undertake MCP

related projects where the Arts, Culture and Heritage Division can

create corporate and community partnerships and leverage funding.


Municipal Cultural Plan (MCP)

Commitments Made

2013 - $50,000 as matching funding to a Ministry grant of

$65,000 to support implementation of the MCP including: funding

support for a Cultural Planner; and a study to create the City’s

first Heritage Conservation District.

2014 - $125,000 continued the initial plan implementation

including: support for the Cultural Planner position and financial

support to the Electric City Culture Council.


The Municipal Cultural Plan has a ten year planning horizon.

Staff has reviewed the consultant’s recommendations and

prioritized them for implementation over the life of the plan. The

Arts Culture and Heritage Division will seek to complete projects

as funding and staffing permits while seeking an annual

commitment to achieve these goals.

- 348 -



($000)

Questica #: 12746

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-2.01


Community Services

Project Description Municipal Culture Plan










210.0 150.0 60.0Capital Levy

- 349 -



Department:

Division:





In 2015, a Public Art Steering Committee was established as a

subcommittee of the Arts Culture and Heritage Advisory Committee.

2015 projects include:

• initiation of an on-going annual graffiti public art installation

located under two archways of the Hunter Street Bridge, the two

archways will be staggered on a two-year shelf life; each year, one

would be re-done. The first archway will be completed in the fall of

2015;

• approval of the Downtown Business Improvement Public Art

Mural Project as a 2015 priority project;

• development of a detailed proposal for a City Hall Mural Project.

Projects in 2016 will include:

• the second archway of the Hunter Street Bridge Archways

project will be completed;

• four additional locations for Public Art Mural projects will be

identified and a second Mural project will be completed. With a total

of five Mural Project locations the art work could be refreshed on a

five-year cycle;

• the City Hall Staircase Mural project will be completed;

The Public Art Steering Committee has also identified and approved

a Public Art component for the Library Renovation Project which is

scheduled for completion in 2017.


Public Art: Many Canadian municipalities incorporate art into the

infrastructure of their communities through an annual contribution

based on a percentage of the municipality’s capital investment.

Projects may include:

• commissioning public art along bicycle paths;

• requiring art as an integral part of new buildings and urban

development;

• using street furniture and fixtures such as sewer covers and

hydrants as unique surfaces for art; and,

• incorporating artistic designs in new sidewalks that reflect or

engage the community.

In 2015, the Mayor identified Public Art as a component in the

streetscape improvements for the Downtown.

Commitments Made

Through Report CSACH09-007 on April 6, 2009, Council

approved the recommendation to provide 1% of the annual

capital levy for the City's annual capital budget process to fund

Public Art. The projected contribution for 2017 is $80,000.


1% of the annual capital levy

- 350 -



($000)

Questica #: 12745

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-2.02


Community Services

Project Description Public Art








640.0 80.0 80.0 80.0Capital Levy

80.0 80.0 240.0

- 351 -



Department:

Division:





The Ontario Heritage Act allows municipalities to protect groups of

historic properties and landscape features through the creation of

Heritage Conservation Districts (HCD). Peterborough has several

historic neighbourhoods as well as the downtown core that would

benefit from designation as an HCD.

The Municipal Cultural Plan identifies the protection of natural and

built heritage in the City through the creation of HCDs as a signature

objective.

HCDs are created in two phases:

1. The study of an identified area which includes:

• historic research

• architecture and streetscape design analysis

• identification of appropriate district boundaries

2. The preparation of a plan to manage the area with guidelines for

protecting heritage features.

In 2015, consultants completed the City’s first HCD in the Avenues

Neighbourhood. Based on public consultation undertaken at the

beginning of that project, there are numerous other neighbourhoods

whose residents would like their areas to be protected as HCDs. In

2016, staff is proposing to undertake a review of historic areas of the

City and prioritize them for consideration as HCDs in future years.

Beginning in 2018, an annual allocation of $75,000 is proposed to

undertake a two year cycle of creating studies and plans for the

identified heritage areas.


Heritage Conservation District (HCD)

Commitments Made

In 2013, Council approved $60,000 to undertake a Conservation

District Study in the ‘Avenues’ neighbourhood. The Province

provided $25,000. In 2014, $40,000 was allocated to complete

the District Plan.


Pending the successful outcome of the City’s first conservation

district process, staff will seek opportunities to designate other

historic areas of the City.

- 352 -



($000)

Questica #: 14740

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-2.03


Community Services

Project Description Heritage Conservation District






75.0

- 353 -



Department:

Division:





Peterborough is a city with many distinct neighbourhoods that have

developed into rich historic areas worthy of preservation. An

emerging best practice in North America is the creation of Heritage

Neighbourhood Studies to assist the municipality in identifying and

cataloging neighbourhoods and their significant cultural values.

These studies help identify the best tools, such as heritage

conservation districts, heritage landscape designation or heritage

zoning, for protecting heritage resources efficiently and

cost-effectively.

The study process is a mechanism that integrates historic resource

conservation into the broader urban planning framework. The study

includes extensive research, mapping, community consultation, and

analysis. In order to efficiently determine how to proceed with future

heritage planning in Peterborough, staff is recommending the

completion of a Heritage Neighbourhood Study.

Funds for the study are being requested in 2018.


Heritage Neighbourhood Study: to develop an inventory of

distinct heritage neighbourhood and landscapes across the City

A Heritage Neighbourhood Study is a model for historic resource

surveys that addresses long-term strategic issues in planning for

the preservation of heritage assets city wide. The study

prioritizes neighbourhoods for detailed conservation planning and

defines what the proper mechanism for preservation is in each

case.

Commitments Made

In 2014 and 2015, Council approved a total of $70,000 to

complete the heritage district plan for the Avenues and

Neighbourhood.


With a completed inventory of specific heritage neighbourhoods

and landscapes, staff will make capital allocation requests for the

completion of heritage district plans on a regular basis as funding

permits.

- 354 -



($000)

Questica #: 16-130

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-2.04


Community Services

Project Description Heritage Neighbourhood Study






- 355 -

- 356 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Museum

Museum Watermain

200.0 200.0 200.0 6-3.01

Main Office

Renovations 110.0 110.0 110.0 6-3.02

310.0 200.0 110.0 200.0 110.0Total

- 357 -



Department:

Division:



Museum - Museum


In 2014, the Museum's watermain was identified for replacement

and possible relocation, from the east side to the west side of

Museum Drive.

The watermain from Hunter Street East to the Museum (Museum

Drive), required repair during cold weather for several consecutive

years. A watermain breakage entails reduced road access, closed

facilities, road repairs and negatively impacts the fire suppression

systems.

Currently, there is no designated pedestrian access to Ashburnham

Memorial Park, including the Museum site. The road work

associated with replacing the watermain is an opportune time to

demarcate a pedestrian route. Museum Drive is a popular Park

access road and also serves as overflow parking for local schools

and the Lift Lock. A clear pedestrian approach would facilitate safe

and increased access.

The projected is scheduled for 2017. $50,000 is available as the

balance remaining from the Museum Development Project, in the

Museum Renovation Reserve. The Project will require a further

financial commitment of $150,000.


Safe pedestrian access for Ashburnham Memorial Park and

Museum patrons, including students, Heritage Pavilion rentals,

volunteers and staff.


Museum - Watermain Replacement

Commitments Made

The Museum Development Project (2014) identified the

replacement of the Museum's existing watermain as a priority.


Reduction in annual operating costs. Watermain breaks and

associated site closures have a significant impact on annual

operating budgets, programming and services.

- 358 -



($000)

Questica #: 16-110

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-3.01

Museum - Museum

Community Services

Project Description Museum Watermain





ReservesMuseum Renovation Reserve 50.0 50.0



- 359 -



Department:

Division:



Museum - Museum


The main office (approximately 1,000 square feet) is the primary

work space for paid (and unpaid) workers at the Museum. The uses

exceed capacity: 10 work stations, office supply and gift shop

inventory storage, mail room and meeting room. The main office

opens to the Museum reception area/lobby and is visible to the

public.

The main office served as critical "swing space" during the 2010 and

2014 renovation/construction projects, and so remains the only

space requiring updates. A re-design and re-allocation of work

space will improve the Museum's public face as well as present best

practices.

The project is scheduled for 2018. $45,000 will be available in the

Museum Renovation Reserve. It is anticipated that the Main Office

Renovations will require a further financial commitment of $65,000.


The main office flooring and layout cannot currently accommodate

mobility aids.


Main Office Renovations

Commitments Made

The Main Office HVAC system was replaced in 2014 and the

transom windows are scheduled for replacement in 2015. A

design has been completed by Lett Architects Inc. (2014) to

address existing challenges: layout, flooring, lighting, exposed

HVAC plumbing and wiring, access, wall treatment and furniture.


The Main Office Renovation will provide operating cost savings

through more efficient lighting systems and general upkeep.

- 360 -



($000)

Questica #: 16-112

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-3.02

Museum - Museum

Community Services

Project Description Main Office Renovations





ReservesMuseum Renovation Reserve 45.0 45.0



- 361 -

- 362 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Museum

Museum - Strategic

Plan 50.0 50.0 50.0 6-3.03

50.0 50.0 50.0 Total

- 363 -



Department:

Division:



Museum - Museum


In 2012, the Museum & Archives Advisory Committee approved five

(5) Accommodation Objectives, to ensure the Peterborough

Museum & Archives (Museum) realizes its mandate and continues

to develop as a community resource. Given the new facilities

achieved through the Museum Development Project, the Museum is

poised for community input and revitalization.

The planned redevelopment of the Canadian Canoe Museum on

Parks Canada property, within walking distance of the Peterborough

Museum & Archives, may also present new opportunities.

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.


Museum Strategic Plan

Commitments Made

A Strategic Plan for the Peterborough Museum & Archives

(Museum), 2020 to 2025 will serve as a guide to the ongoing

successful delivery of heritage services.


Community consultation to explore opportunities that will

enhance Museum services contributes to the ongoing realization

of the Museum's mandate to collect, preserve and present

heritage.

- 364 -



($000)

Questica #: 16-111

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-3.03

Museum - Museum

Community Services

Project Description Museum - Strategic Plan






- 365 -

- 366 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Library

Peterborough Public

Library System

Improvements 1,513.0 10.0 2,305.8 723.8 10.0 10.0 49.0 1,513.0 10.0 10.0 49.0 6-4.01

Library Renovations

and Expansion 250.0 5,111.8 12,026.8 2,315.0 5,361.8 4,350.0 5,111.8 3,350.0 6-4.02

Collections Acquisition

1,050.4 77.4 8.6 404.0 3,041.1 491.1 490.0 499.8 509.8 1,050.4 490.0 499.8 509.8 6-4.03

17,373.7 250.0 3,529.9 5,861.8 5,611.8 8.6 2,563.4 77.4 5,111.8 414.0 4,859.8 558.8 2,563.4 3,859.8 558.8Total

- 367 -



Department:

Division:



Library - Library


The most recent release of SirsiDynix software - Symphony – was

implemented in December 2009. Symphony consists of two major

components. The first is the library management system that

supports the day-to-day operations of the library. The modules in

this component are circulation, cataloging and borrower record

management. The second component is the public interface to

library resources.

A third component in any upgrade is maintenance of the software.

By pre-purchasing maintenance, the Library can save annual

inflationary increases. When broken down, the Symphony modules

represent 27% of the cost and the maintenance represents the other

73%.

After consulting with the Library, PTS decided to purchase an

additional three years of maintenance for the hardware, as PTS

feels its lifespan can be increased to 2018. Server costs have been

dropping in the last few years, so no increase is anticipated at this

time.

In 2016, the Library will need to replace the hardware and purchase

new software. Maintenance increases annually by 5% per year.


No accessibility considerations with hardware replacement for the

Integrated Library System. Plans for replacing the system in 2016

will use accessibility as one of the criteria to judge replacement

systems.


Peterborough Public Library System Improvements

The Integrated Library Systems (ILS) is central to the operations

of the Library. It is comprised of a database of users and

materials and software modules that are used for cataloging,

circulation of materials and search function for users to find

library materials.

Commitments Made


Due to the rapid changes in technology, the Library plans for the

life cycle of its automated system to be six years for software and

three years for hardware. The operating budget includes an

annual transfer to a reserve to purchase replacement systems on

a three to six year cycle. On an annual basis the Library spends

$10,000 replacing faulty hardware, upgrades software and

updates programming for the network and routers.

Hardware Upgrade costs - $ 39,000 every three years

Software costs - $260,000 every six years (includes six years of

maintenance)

To prepare and plan for system improvements, the Library

places $69,703 in reserve annually. The Library will purchase a

three year contract with SirsiDynix (SD), then evaluate the ILS

system.

- 368 -



($000)

Questica #: 08736

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-4.01

Library - Library

Community Services

Project Description Peterborough Public Library System Improvements

ExpendituresContractual Services 2,305.8 723.8 10.0 10.0 49.0 10.0 10.0 388.0 1,105.0


2,305.8Net Requirements 723.8 10.0 10.0 49.0 10.0 10.0 388.0 1,105.0


ReservesLibrary System Upgrade Reserve 2,305.8 723.8 10.0 10.0 49.0 10.0 10.0 388.0 1,105.0

2,305.8 723.8 10.0 10.0 49.0Total Reserves

10.0 10.0 388.0 1,105.0

- 369 -



Department:

Division:



Library - Library


Renovations will see foundation waterproofing, slab repairs,

hazardous waste removal, HVAC updates, roofing replacement and

internal reorganization. Expansion will improve core library services.

An application to the Canada 150 Grant Program for a $1,000,000

grant is reflected in the budget for existing facility upgrades and

improvements to aged building systems.

Phases of the project includes the following:

2012-2014 (Phase 1) - $785,000– Feasibility Study and Design

Development

2015 (Phase 2) - $1,500,000 – Detailed design drawings,

specifications and project tendering

2016 - 2017 (Phase 3) .1 $1,000,000 - Library relocation

(extending over a 14 month period)

.2 $6,563,800 - Construction and contract

administration including humidity remediation

.3 $2,178,000 – Construction, contract

administration and mechanical system commissioning

Total Project Value: $12,026,800


The Space Needs Study used accessibility as one of the criteria for

analyzing the existing space and identifying additional space needs.

Plans for future needs will comply with the Accessibility for

Ontarians with Disabilities Act.


Library Renovations and Expansion

Commitments Made

The Library Space Needs Study, completed in 2013, provided

the context for a refresh and expansion of the Main Branch.

In 2015, Council approved the conceptual design and authorized

preparation of detailed design and tendering (Report

CSD15-012, June 1, 2015). The project includes: $5.8 million in

renovations and upgrades; $1 million in foundation waterproofing

and slab repairs; and other upgrades to infrastructure and

building systems to extend the building's life. The balance of the

2016 capital budget will expand the facility by 9,300 square feet

(net).


The renovations and expansion program will see the renewal of

the Library Main Branch that would meet the requirements of the

LEED certified level. This will reduce impact to the environment

and optimize energy performance. Operating costs and

maintenance efficiency will be achieved.

- 370 -



($000)

Questica #: 11739

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-4.02

Library - Library

Community Services

Project Description Library Renovations and Expansion



Direct RevenueRevenue-Canada Grant 1,000.0 1,000.0

Donations 250.0 250.0

1,250.0 250.0 1,000.0Total Direct Revenue



DebenturesDeb Rev-Tax Supported 6,313.5 1,022.4 2,963.5 2,327.6

DCRF Library 3,170.7 2,148.3 1,022.4



DCRF Library 1,103.1 1,103.1

1,148.1 1,148.1Total Development Charges

ReservesLibrary Surplus Reserve 40.0 40.0




- 371 -



Department:

Division:



Library - Library


Libraries and their collections have changed dramatically over the

past years. Libraries continue to offer print materials, but have

modified the collection to include digital and e-resources. The

Province continues to subsidize certain electronic subscriptions.

Although the demand for digital resources is strong, it is not at the

expense of print materials. As new formats are introduced the

Library has to broaden the number of material types. This,

combined with the demographics of Peterborough make it

necessary to purchase popular titles in a variety of formats,

including print, large print, e-books, downloadable audio books,

cd-books and MP3 formats. DVDs continue to be high-demand

items in the collection. As well, the library must always renew the

collection as items become dated, wear out, are lost or simply lose

their appeal. Beyond acquiring all the desired formats the Library

must also meet the challenge to provide appropriate and accessible

shelving for them.


The Library acquires materials in a variety of formats such as print,

audio and digital, where available, to meet varying accessibility

needs.


Collections Acquisition

The Library provides a wide variety of materials, both for

research and recreation, in a variety of formats for Peterborough

residents to use and borrow. These include print, large print,

CD-books, MP3 books, DVD’s, periodicals, music CDs,

electronic databases, e-books and downloadable e-books, music

and movies.

Commitments Made

Collection development is an annual on-going activity.


Due to space constraints, the library maintains a zero-growth

practice for the physical collection. For every item purchased, an

equivalent one is withdrawn. The downloadable collections and

electronic resources provide a means to expand the collection.

Circulation statistics show a marked increase and demonstrate a

growing use of the collection.

- 372 -



($000)

Questica #: 15734

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-4.03

Library - Library

Community Services

Project Description Collections Acquisition





Development ChargesDCRF Library 480.2 77.4 77.4 78.9 80.5 82.1 83.8

480.2 77.4 77.4 78.9 80.5Total Development Charges

82.1 83.8

ReservesMaterials Acquisition Reserve 2,507.5 405.1 404.0 412.1 420.3 428.7 437.3

2,507.5 405.1 404.0 412.1 420.3Total Reserves

428.7 437.3

53.4 8.6 8.6 8.8 8.9Capital Levy

9.1 9.3

- 373 -

- 374 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Library

Library Strategic Plan

100.0 50.0 150.0 50.0 100.0 50.0 6-4.04

150.0 50.0 50.0 100.0 50.0 100.0 Total

- 375 -



Department:

Division:



Culture & Heritage Div Mgmt - Library


Several factors have highlighted the need for a library Strategic Plan

for the years 2016-2021. These are:

• Libraries have changed dramatically in recent years. The most

notable changes are the availability of digital resources; the change

in the formats of materials; the emphasis on the library as a

community hub; and, the idea of the library as being a place to do

things rather than get things.

• The Renovation of the Main Branch will expand library services

to the public, and this requires direction.

The Library’s current Strategic Plan expired at the end of 2013 but

will be extended through 2015. With so many changes on the

horizon it is prudent that the library refresh its Strategic Plan during

the inaugural year of the new Council. There are many programs

and services that the library could implement, but staff would like to

focus the resources, financial and human, on services and initiatives

that are responsive to the needs of the community and that fit into

complementary and overarching City plans. A Strategic Plan will

provide this direction.

The cost of the Strategic Plan in 2016 will be $50,000.


Library Strategic Plan

Commitments Made

Since first adopted by the Board in December 1998, strategic

planning has played an important role in library operations. The

library strategic plan is ultimately a statement of how the library

will use its financial, physical and personnel resources in

sustainable ways to achieve its mission.


The Library will hire a consultant to prepare a strategic plan to

guide the ongoing development of programs, services and

opportunities. This plan will be responsive to the needs of the

community and will identify how the library will place itself both in

the context of City services and the context of the larger library

world.

The Strategic Plan will act as a guide to develop future work

plans and operating and capital budgets for Council approval for

2016 through to 2021.

- 376 -



($000)

Questica #: 16-008

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-4.04

Culture & Heritage Div Mgmt - Library

Community Services

Project Description Library Strategic Plan





ReservesLibrary Surplus Reserve 150.0 50.0 50.0 50.0

150.0 50.0Total Reserves 50.0 50.0

- 377 -

- 378 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Art Gallery

Art Gallery of

Peterborough (AGP)

Facility 16,050.0 16,900.0 100.0 750.0 12,050.0 100.0 750.0 6-5.01

16,900.0 16,050.0 100.0 750.0 12,050.0 100.0 750.0Total

- 379 -



Department:

Division:



Art Gallery of Peterborough - Art Gallery


The Lundholm Feasibility Study recommended a future

redevelopment of the Art Gallery of Peterborough which would see

additional space for public events, rental opportunities, education

activities, gallery shop and exhibitions as well as, collection storage

and work area.


The project will meet all AODA requirements.


Art Gallery of Peterborough (AGP) Facility

Commitments Made

A report recommending a redevelopment of the Art Gallery of

Peterborough was presented to Committee of the Whole

September 22, 2014 and received by Council in Report

CSACH14-008.


- 380 -



($000)

Questica #: 16-106

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-5.01

Art Gallery of Peterborough - Art Gallery

Community Services

Project Description Art Gallery of Peterborough (AGP) Facility

ExpendituresContractual Services 16,900.0 100.0 750.0 4,000.0 12,050.0


Direct RevenueRecoveries 4,000.0 2,000.0 2,000.0

4,000.0Total Direct Revenue 2,000.0 2,000.0

12,900.0Net Requirements 100.0 750.0 2,000.0 10,050.0


DebenturesDeb Rev-Tax Supported 12,800.0 750.0 2,000.0 10,050.0

12,800.0 750.0Total Debenture Financing

2,000.0 10,050.0


- 381 -

- 382 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Arenas

Equipment

Replacement - Arenas 4.0 16.0 8.0 4.0 4.0 4.0 4.0 6-6.01

Facility

Upgrade-Memorial

Centre 130.0 130.0 130.0 130.0 6-6.02

Facility Upgrade -

Arenas 50.0 50.0 50.0 50.0 6-6.03

New Arena Facility

20,500.0 33,500.0 500.0 1,500.0 11,000.0 16,500.0 1,500.0 8,000.0 6-6.04

Equipment

Replacement -

Memorial Centre 40.0 40.0 40.0 6-6.05

Purchase Ice

Resurfacers - All

Arenas 1,100.0 1,400.0 300.0 1,100.0 300.0 6-6.06

Evinrude Banquet Hall

Expansion 125.0 25.0 100.0 100.0 6-6.07

35,261.0 533.0 184.0 184.0 184.0 21,600.0 1,844.0 11,100.0 17,600.0 1,844.0 8,100.0Total

- 383 -



Department:

Division:



Arenas - Arenas


Items identified to date include the following:

2016 - Barcode Scanner Replacement Program (2 of 8 units) $4,000

2017 - Barcode Scanner Replacement Program (2 of 8 units) $4,000


Equipment Replacement - Arenas

Commitments Made


Capital replacements will allow equipment to operate at peak

performance, minimizing breakdowns and necessity of repair.

- 384 -



($000)

Questica #: 13690

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.01

Arenas - Arenas

Community Services

Project Description Equipment Replacement - Arenas





16.0 8.0 4.0 4.0Capital Levy

- 385 -



Department:

Division:



Arenas - Arenas


2016 Partitions and Finishes

1. $30,000 Club Lounge Flooring Replacement

2016 Machinery and Equipment

1. $25,000 Video Scoreboard Winch/Cable Support System

Replacement

2. $40,000 Walk In Fridge/Freezer Replacement

3. $35,000 Pizza Oven - 4 Deck


Facility Upgrade-Memorial Centre

Commitments Made



costs.

- 386 -



($000)

Questica #: 16-009

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.02

Arenas - Arenas

Community Services

Project Description Facility Upgrade-Memorial Centre






- 387 -



Department:

Division:



Arenas - Arenas


2016 Partitions and Finishes

1. $15,000 Evinrude - Dressing Room Bench Replacement -

Completion

2016 Machinery and Equipment

1. $15,000 KN - Sound System Upgrade - PCCHL Pad

2016 Exterior Enclosures

1. $20,000 PMC, EV, KN Access Control Card Entry System

- 8 Doors Total


Facility Upgrades - Arenas

Commitments Made



costs.

- 388 -



($000)

Questica #: 16-020

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.03

Arenas - Arenas

Community Services

Project Description Facility Upgrade - Arenas






- 389 -



Department:

Division:



Arenas - Arenas


Capital resources for this project are essential in order to plan,

develop and construct a replacement facility for Northcrest Arena.

Given the updated capital cost in Report CSD15-021, this project

has been shifted out by one year:

Year Value Description

2015 $ 500,000 Phase I – Feasibility Study, Schematic Design,

and Costing Study

2017 $ 1,500,000 Phase II – Detailed Design and Tendering

2018 $11,000,000 Phase III - Construction and Contract

Administration

2019 $20,500,000 Phase III (cont'd) - Construction, Contract

Administration, and Commissioning

This project is eligible for development charges that address

community growth needs however, the balance of funding must be

secured through a tax supported debenture, infrastructure funding,

sponsorships and user contributions over 20 years. There are no

eligible infrastructure funding programs available currently; however,

Staff anticipates an infrastructure funding program may be

announced in 2016-2017 that would assist to finance this initiative.

The amount of senior government funding is uncertain, but the

arena project must be considered "shovel-ready" when funding

opportunities become available. Resources identified in 2017 will

prepare the project to be considered for infrastructure funding.


The new facility will meet the 2015 AODA Built Environment

requirements for accessibility.


New Arena Facility

Commitments Made

As a result of Report CSDAD13-001, dated June 24, 2013,

Council approved the installation of a sand-based ice surfacing

solution to extend the life of Northcrest Arena until a replacement

arena could be planned, constructed and commissioned. This

was a temporary solution to maintain ice for community users.

Other elements of the Northcrest building are aged and staff

have taken a limited repair approach on this facility until a new

arena complex is constructed. Council recently approved

Report CSD15-021 to undertake the design phase for the

replacement facility for a new arena/community centre on land

provided to the City by Trent University.


A replacement facility for Northcrest Arena is recommended to

contain a twin pad facility, team training centre, indoor track,

multipurpose rooms, commercial space and leased office space

built to a LEED Certified standard. A new twin pad facility will

operate more efficiently and will see a lower municipal cost

investment than the existing Northcrest Arena due to economies

of scale, energy efficiencies and new revenue potential.

- 390 -



($000)

Questica #: 15692

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.04

Arenas - Arenas

Community Services

Project Description New Arena Facility

ExpendituresContractual Services 33,500.0 500.0 1,500.0 11,000.0 20,500.0


Direct RevenueRevenue-Ontario Grant 6,000.0 2,000.0 4,000.0

Community Sponsors 1,000.0 1,000.0

7,000.0 3,000.0Total Direct Revenue

4,000.0

26,500.0Net Requirements 500.0 1,500.0 8,000.0 16,500.0


DebenturesDeb Rev-Tax Supported 10,094.0 2,100.0 7,994.0

Deb Rev - User Charges 2,000.0 2,000.0

DCRF Parks 12,156.0 750.0 5,400.0 6,006.0


16,000.0

Development ChargesDCRF Recreation 219.0 219.0


2,031.0 281.0 750.0 500.0Capital Levy

500.0

- 391 -



Department:

Division:



Arenas - Arenas


Capital replacement of the lift truck is required to minimize chances

of breakdown as the existing machine is aging and becoming

undependable. A dependable lift truck is required for installation and

removal of the lacrosse carpet and for set-up and tear-down of

special events and concerts.

Items identified to date include the following:

2017

- Lift Truck (replacement of 2008 machine) $40,000


Equipment Replacement - Memorial Centre

Commitments Made


- 392 -



($000)

Questica #: 16-021

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.05

Arenas - Arenas

Community Services

Project Description Equipment Replacement - Memorial Centre






- 393 -



Department:

Division:



Arenas - Arenas


To establish a systematic approach to replace ice resurfacers on a

regular basis. This plan has been laid out to ensure reliable ice

resurfacing is carried out to maintain good quality ice, good quality

air in the arena, and avoid service disruptions. The estimated

replacement schedule is as follows:

The estimated life of an ice resurfacers is approximately 4,000

hours.

Arena Annual Usage Last Replaced

2017 - Evinrude 1,000 hours 2012

2017 - Kinsmen 750 hours 2011

2017 - Memorial Centre 550 hours 2012

2019 - Northcrest/Replacement 400 hours 2009


Purchase Ice Resurfacers - All Arenas

Commitments Made


Reduce maintenance and repair costs

- 394 -



($000)

Questica #: 16-024

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.06

Arenas - Arenas

Community Services

Project Description Purchase Ice Resurfacers - All Arenas





1,400.0 300.0Capital Levy 100.0 400.0 600.0

- 395 -



Department:

Division:



Arenas - Arenas


This project will explore the expansion of services of the Evinrude

Banquet Hall Kitchen.

Phase 1 - Design Development Study approved in 2014 - $25,000

Phase 2 - Evinrude Kitchen Renovation to take place in 2016 -

$100,000


Evinrude Banquet Hall Kitchen Expansion

Commitments Made


- 396 -



($000)

Questica #: 14641

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.07

Arenas - Arenas

Community Services

Project Description Evinrude Banquet Hall Expansion





DebenturesDeb Rev-Tax Supported 125.0 25.0 100.0

125.0 25.0 100.0Total Debenture Financing

- 397 -

- 398 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Arenas

Comprehensive

Refrigeration

Compressor Program 100.8 204.8 100.8 104.0 100.8 104.0 6-6.08

Business Evaluation -

OHL/Major Event

Facility Study 45.0 105.0 150.0 150.0 150.0 6-6.09

354.8 250.8 250.8 205.8 45.0 104.0 104.0Total

- 399 -



Department:

Division:



Arenas - Arenas


Comprehensive Refrigeration Compressor Program for 2016

Memorial Centre $28,100

Evinrude Centre $33,200

Kinsmen Arena $24,500

Northcrest Arena $15,000

Total $100,800

Comprehensive Refrigeration Compressor Program for 2017

Memorial Centre $28,950

Evinrude Centre $34,200

Kinsmen Arena $25,300

Northcrest Arena $15,500

Total $103,950


Comprehensive Refrigeration Compressor Program

Commitments Made


Comprehensive program is inclusive of all required annual

repairs including start-up and shut-down of plant operations.

Currently Cimco Refrigeration is the contractor holding a

five-year agreement to expire after 2016. A new Request for

Proposals will be issued for future years.

- 400 -



($000)

Questica #: 16-026

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.08

Arenas - Arenas

Community Services

Project Description Comprehensive Refrigeration Compressor Program





204.8 100.8 104.0Capital Levy

- 401 -



Department:

Division:



Arenas - Arenas


Major Event Facility Study 2016 $150,000

Functional Analysis hiring a consultant to perform a study

surrounding the requirements of an OHL Facility. This project will

also explore the future of the Memorial Centre.


Business Evaluation -OHL/ Major Event Facility Study

Commitments Made

Report CSD10-004 dated April 20, 2015 approved by City

Council stated the Major Event/ OHL Facility Study, scheduled

for 2018 in the Development Charges Background Study, be

moved up to 2016 and that no further initiation of the Morrow

Park Master Plan be undertaken until the Major Event Facility

Study is complete and presented to Council.


- 402 -



($000)

Questica #: 16-028

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-6.09

Arenas - Arenas

Community Services

Project Description Business Evaluation - OHL/Major Event Facility Study








- 403 -

- 404 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Administration

Sustainability Projects

875.0 125.0 2,350.0 1,100.0 125.0 125.0 125.0 875.0 125.0 125.0 125.0 6-8.01

Canadian Canoe

Museum

Reinvention/Relocation 100.0 200.0 100.0 100.0 100.0 6-8.02

Canada's 150th

Anniversary

Celebrations 25.0 100.0 25.0 25.0 50.0 25.0 50.0 6-8.03

County Jail Park

50.0 150.0 50.0 50.0 50.0 50.0 50.0 50.0 6-8.04

2,800.0 1,225.0 300.0 300.0 300.0 875.0 225.0 175.0 875.0 225.0 175.0Total

- 405 -



Department:

Division:



Admin - Administration


A capital budget of $125,000 has been established as project start

up funding or to leverage external grants or funding needed to

implement the Sustainable Peterborough Plan. Project funding may

be used as follows:

Sustainable Projects 2016

$40,000 - Sustainable Peterborough Plan 4-year review and refresh

$55,000 - Climate Change Action Plan implementation

$30,000 - Energy and Water Conservation Projects

Cost recovery on projects or coverage of administrative expenses

would be advantageous to offset the cost of any project. External

funding opportunities will be actively pursued.

A Sustainability Reserve Fund has been created using a rebates,

incentives and unspent funds remaining in the Sustainability

Operating budget. The Reserve will be used to leverage future

sustainability projects.

Staff time and resources will be offset through operating expenses.


Sustainability Projects

This capital project will be used as start up funding, enhanced

funding, or as leverage to secure external funds to initiate

sustainable projects in 2016.

Commitments Made

The annual outcome reporting tool for the Federal Gas Tax

requires that each municipality over the life of their Municipal

Funding Agreement, demonstrate their commitment to

sustainability through the creation of a Community Sustainability

Plan and the validation of its recommendations.

With the adoption of By-law 12-049, City Council committed to

championing sustainability in our daily operations and leading our

community through the implementation of the 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. Pilot may include

renovations, retrofits, or testing technology to document

effectiveness and payback. - 406 -



($000)

Questica #: 12720

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-8.01


Community Services

Project Description Sustainability Projects

ExpendituresContractual Services 2,350.0 1,100.0 125.0 125.0 125.0 125.0 125.0 625.0








2,060.0 810.0 125.0 125.0 125.0Capital Levy

125.0 125.0 625.0

- 407 -



Department:

Division:





Transition Funding: To plan for a major construction project of this

scale, the Canoe Museum will require additional staff resources and

consulting resources, totaling $270,000 in 2015 and $200,000 in

2016. The Canoe Museum has applied for Trillium funding for this

phase. Staff recommend a City contribution of $100,000 in both

years.

Capital Project Funding: The Canoe Museum proposes the

construction of a 70,000 square foot purpose-built museum at the

Peterborough Lift Lock at an estimated cost of $40 million. Project

success is predicated on:

-City and County support;

-a significant national fund-raising campaign; and

-provincial and federal infrastructure funding.

With the Trent Severn Waterway partnership at the Lift Lock, this

project should be viewed as a high priority for the Country’s 150th

anniversary celebrations in 2017. To leverage federal and provincial

support, the City must be the “first one in.” It should be prepared to

provide direct and indirect support through future budget

deliberations.

There have been numerous precedents for this level of community

development including: Trent DNA Cluster ($2 million); the new

YMCA ($3 million); YWCA Crossroads ($0.75 million); Trent’s

refurbished Athletics Complex ($1 million); Fleming’s Skilled Trades

Centre ($1 million); and Mount St. Joseph’s Hospice ($3 million over

20 years).


Canadian Canoe Museum Reinvention/Relocation

Commitments Made

In 2013, the City tried to acquire the Commercial Press property

as a possible home for the Canoe Museum in support of its

aspirations. The museum is currently a Municipal Capital Facility

and receives an annual service grant of $103,428.

In support of a presentation by the Canoe Museum Board and

Staff (Report CSD14-017, dated June 23, 2014), Council referred

“the matter of the funding request to staff for a subsequent report

for consideration as part of the 2015 budget deliberations.”


Staff anticipate that the level of transitional funding provided

could be added to the City’s annual Service Grant contribution to

Canoe Museum operations. This level of support will be critical

since no on-going federal operation support is anticipated and

the level of provincial support through the Community Museum

Operating grant is not expected to change.

- 408 -



($000)

Questica #: 15750

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-8.02


Community Services

Project Description Canadian Canoe Museum Reinvention/Relocation





200.0 100.0 100.0Capital Levy

- 409 -



Department:

Division:





The Committee will be responsible for promoting, planning,

organizing, and securing additional funding for a range of

community-based events, culminating in local Canada Day

Celebrations to mark this special occasion. Additional funding in the

amount of $25,000 was secured in 2015 to help secure headline

entertainment for Peterborough Music Fest's 2017 Canada Day

event.


Canada's 150th Anniversary Celebrations

Commitments Made

As a result of Report CSD15-013, dated June 1st, 2015, Council

approved the formation and mandate of the proposed committee.

They approved a $25,000 contribution from the Capital Levy

Reserve and were advised of additional potential contributions in

support of the Committee's activities in the amount of $25,000 in

2016, and $50,000 in 2017.


There should be no additional budgetary effects beyond the

proposed 2016 and 2017 contributions, relating specifically to

this project.

- 410 -



($000)

Questica #: 15753

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-8.03


Community Services

Project Description Canada's 150th Anniversary Celebrations






Capital Levy Reserve



- 411 -



Department:

Division:





The County has engaged Lett Architects for the high level design.

That work has been completed. The overall project envisions:

demolition of most of the existing jail building, while maintaining

remnants of exterior walls and interior knee walls of the cell area;

removal of several small outbuildings and concrete caps in the

courtyard area; reducing the height of the perimeter courtyard wall to

create a .6m high parapet around the perimeter; installing walkways,

landscaping, and trees to form the parkland; and installing

appropriate interpretive elements throughout. This will create an

excellent vantage point overlooking the Otonabee River to the south

and could be an interesting performance venue/programmed space.


County Jail Park

Peterborough County has developed a park concept that would

see the partial demolition of County's historic jail building and

courtyard wall and the creation of an urban interpretive park.

They have suggested this as a potential joint project between the

City and County in celebration of the Nation's 150th anniversary

in 2017, with a City contribution of $150,000 of the projected

$600,000 total cost.

Commitments Made

The County has requested a financial contribution of $150,000 to

be paid out in three installments in 2016, 2017, and 2018. The

County has initiated this project in anticipation of the local

heritage community advocating for the preservation of the jail

building and courtyard. While not designated under the Heritage

Act, the courtyard is a registered archaeological site and an

unapproved cemetery. This prohibits any development on the

site that would result in any excavation or new construction

activity.


The County has also asked that the current agreement with the

City that provides grounds maintenance of Victoria Park be

extended to the proposed new Peterborough County Jail Park.

- 412 -



($000)

Questica #: 16-132

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-8.04


Community Services

Project Description County Jail Park





150.0 50.0 50.0 50.0Capital Levy

- 413 -

- 414 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Peterborough Sport and Wellness Centre

PSWC - HVAC & BAS

Upgrades 302.5 550.0 247.5 302.5 302.5 6-9.01

PSWC Fitness

Equipment 81.5 81.5 81.5 81.5 6-9.02

Cardio Spin Bike

Replacements 44.3 44.3 44.3 6-9.03

675.8 247.5 384.0 384.0 384.0 44.3 44.3Total

- 415 -



Department:

Division:



Recreation - Peterborough Sport and Wellness Centre


The 2015 Capital budget identified two projects: Lighting and Pool

Filter Upgrades. Both of these projects will be deferred to future

budget years. However, the funds from those initial projects will be

added to this project to install a new BAS System and upgrade and

modify the entire HVAC system to make the facility fully functional

and meet the needs of the increased users of the facility.


PSWC - HVAC and BAS Upgrades

Commitments Made


- 416 -



($000)

Questica #: 15618

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-9.01


Community Services

Project Description PSWC - HVAC & BAS Upgrades





ReservesPSWC Capital Reserve 550.0 247.5 302.5


- 417 -



Department:

Division:





The following fitness equipment will be purchased in 2016:

1. 2 Step Mills $6,075.00 each. Total = $12,150.00

2. 4 Upright bikes $3,050.00 each. Total = $12,200.00

3. 4 Recumbent bikes $3,450.00 each. Total $13,800.00

4. 1 Strength Equipment Rope Trainers $4,900.00

5. Replace metal Plates to Rubberized Plates $4,500.00

6. Replaces Benches $6,000.00

7. Replace Cardio Theatre Sound System in Fitness Centre (50

pieces of Cardio) $10,000.00

8. Replace Brass Floor Receptacles in Fitness Centre (30 Pieces)

$15,000.00


PSWC Fitness Equipment

Commitments Made

Replacement equipment is funded through the Reserve.


Reduce repairs and maintenance costs and downtime to the

customer. Items at the end of their Life cycle

- 418 -



($000)

Questica #: 16-121

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-9.02


Community Services

Project Description PSWC Fitness Equipment





ReservesPSWC Equipment Reserve 81.5 81.5


- 419 -



Department:

Division:





Replace 25 Spin Bikes and computers that are beyond their life

cycle and are experiencing increased maintenance costs and down

time.


Cardio Spin Bike Replacements

Commitments Made

$40,000 is contributed annually to Equipment Reserve through

the operating budget. Costs are equally shared with Fleming

College.


Reduce on-going maintenance costs due to the age of the bikes

and reduce down time to the customer.

- 420 -



($000)

Questica #: 16-103

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-9.03


Community Services

Project Description Cardio Spin Bike Replacements





ReservesPSWC Equipment Reserve 44.3 44.3


- 421 -

- 422 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Social Services

Leaseholds & Furniture

500.0 2,570.0 2,070.0 500.0 500.0 6-10.01

2,570.0 2,070.0 500.0 500.0 500.0 Total

- 423 -



Department:

Division:



Ontario Works - Social Services


The project includes the re-design of the first and second floor of the

Charlotte and Simcoe Street buildings. The design includes layout

changes for the reception area, including moving reception to the

first floor, adding some additional workstations on the second floor,

and opening up part of the Simcoe Street first floor for a staff

meeting room. These changes will ensure the space on these floors

meets the Accessibility for Ontarians with Disabilities Act (AODA)

standards and will improve client service flow and will result in the

most efficient use of the existing space possible. The project

budget also includes furniture replacement for staff and client use to

maximize the space and meet ergonomic and accessibility

requirements. Phase 2 will take place in 2016 and includes some

minor renovations to the third and fourth floors, including

improvement of lighting, wall and floor coverings.


Improvements in accessibility are a high priority of the leasehold

improvements.


Social Services Office Leasehold Improvements and Furniture

Replacement

Commitments Made

In August 2015, the renovation and supply and installation of

new office furniture for Social Services was awarded. Work

began in September 2015 (see Administrative Staff Committee

reports CPPS15-031 Award of RFT T-21-15 for Social Services

Renovation and CPPS15-032 Award of RFT T-58-15 for the

Supply and Installation of New Office Furniture for the Social

Services Renovation).


The repayment of the loan from the Social Assistance reserve is

reflected in the occupancy cost of the OW administration budget

and as such is cost shared between the Province, City and

County.

- 424 -



($000)

Questica #: 14590

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-10.01


Community Services

Project Description Leaseholds & Furniture





DebenturesDeb Rev-Owner's Share 1,900.0 1,900.0

Loan from Reserve 670.0 170.0 500.0


- 425 -

- 426 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Community Services

Social Services

Brock Street Mission -

Revitalization &

Supportive Housing 42.5 207.5 600.0 350.0 250.0 207.5 6-10.02

600.0 42.5 350.0 250.0 207.5 207.5 Total

- 427 -



Department:

Division:





Brock Mission is undergoing changes that will allow for the provision

of emergency shelter program for men as well as a supportive

housing program for men similar to the supportive housing program

for women at Cameron House. The estimated cost of the project is

between $5 and $6 million dollars.

The initial building design will provide for 30 shelter beds and 15

single room occupancy style bedrooms. The project will require

rezoning to include longer term residence to the current use of the

building as an emergency shelter.

Through PLHD15-002, Council has conditionally approved $1.5

million of the Investing in Affordable Housing dollars be allocated to

Brock Mission men's shelter for the addition of single room

occupancy rental units for men.

$500,000 is proposed as the Social Services contribution towards

the cost of the shelter improvements. This is proposed to be cost

shared between the City and County using the caseload split of

83/17 with the City share of $415,000 to come from the Social

Services Division General Assistance Reserve in two installments of

$207,500 each in 2015 and 2016. Any capital funding not used in

2015 will carry over for use in 2016. The remaining cost of the

building will be the responsibility of Brock Mission through financing

and a capital campaign.


Brock Street Mission – Revitalization and Supportive Housing

Commitments Made

The Housing and Homeless plan was approved by Council in

November 2013. Commitment 18 in the Plan outlines the need

to improve the physical space and services for homeless men. A

feasibility study was completed in 2015 outlining deficiencies that

must be addressed, including the current building does not meet

accessibility codes, all mechanical and electrical systems must

be replaced, upgrades to hydro and water systems are required,

the building is not fire-separated between occupancies and the

building envelope is in poor condition (walls, roof, windows).

Through the architectural review it has been determined that a

tear down and rebuild of the building on the current site would be

the most cost effective way to improve the facility and address

accessibility issues.


- 428 -



($000)

Questica #: 14591

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 6-10.02


Community Services

Project Description Brock Street Mission - Revitalization & Supportive

Housing



Direct RevenueOther Mun-grants & fees 93.5 51.0 42.5




ReservesSocial Housing - DOOR Funding 50.0 50.0

Social Services Reserve 456.5 249.0 207.5


- 429 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Planning and Development Services Summary

8,400.0 500.0 625.0 500.0 670.0 22,203.0 5,275.5 2,295.0 3,957.5 2,275.0 8,400.0 1,795.0 3,957.5 2,275.0 Planning 7-1

5,758.6 7,358.6 500.0 600.0 500.0 5,118.6 600.0 180.0 Growth Areas 7-2

3,000.0 1,500.0 6,120.0 920.0 4,500.0 700.0 1,500.0 700.0 Industrial Parks 7-3

5,875.0 67.5 57.5 6,775.0 525.0 125.0 125.0 125.0 2,702.5 57.5 57.5 57.5 Housing 7-4

1,575.0 500.0 225.0 2,050.0 7,561.8 2,761.8 2,775.0 225.0 225.0 1,575.0 2,275.0 225.0 225.0 Airport 7-5

635.0 685.0 50.0 635.0 50.0 Geomatics/Mapping 7-6

50,703.4 4,067.5 9,982.3 9,695.0 5,627.5 907.5 22,243.6 2,000.0 2,720.0 5,657.5 3,125.0 18,431.1 5,590.0 2,737.5Total

- 430 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Planning and Development Services Summary

600.0 300.0 2,400.0 900.0 300.0 300.0 300.0 600.0 300.0 300.0 300.0 Planning 7-1

100.0 75.0 25.0 25.0 Growth Areas 7-2

100.0 300.0 100.0 100.0 100.0 100.0 100.0 100.0 Industrial Parks 7-3

7,143.0 90.0 184.0 200.0 625.0 11,986.0 1,643.0 1,099.0 1,033.0 1,068.0 4,890.0 915.0 815.0 815.0 Housing 7-4

115.0 946.2 631.2 115.0 200.0 115.0 200.0 Airport 7-5

555.0 10.0 730.0 105.0 10.0 10.0 50.0 555.0 10.0 10.0 50.0 Geomatics/Mapping 7-6

16,462.2 184.0 3,354.2 1,624.0 1,440.0 725.0 8,298.0 90.0 625.0 1,668.0 1,518.0 6,045.0 1,450.0 1,265.0Total

- 431 -

- 432 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Planning and Development Services

Planning

Downtown Capital

Improvements 75.0 321.1 246.1 75.0 75.0 7-1.01

Central Area Master

Plan Implementation

Phase 500.0 150.0 2,882.2 1,207.2 150.0 650.0 375.0 500.0 150.0 650.0 375.0 7-1.02

Gateway Welcome

Signage 50.0 350.0 300.0 50.0 50.0 7-1.03

ORT - Crescent St

Phase – Del Crary

Park to Little Lake 500.0 300.0 2,000.0 400.0 800.0 800.0 300.0 800.0 7-1.04

Property Acquisition

and Improvements 400.0 100.0 500.0 370.0 3,092.3 1,522.3 970.0 100.0 100.0 400.0 970.0 100.0 100.0 7-1.05

Trail Development

3,700.0 250.0 4,957.5 250.0 407.5 600.0 3,700.0 250.0 407.5 600.0 7-1.06

Charlotte Street

Renewal and Louis

Street Urban Park 3,800.0 8,600.0 1,600.0 2,000.0 1,200.0 3,800.0 2,000.0 1,200.0 7-1.07

22,203.0 500.0 5,275.5 2,295.0 1,795.0 625.0 8,400.0 500.0 670.0 3,957.5 2,275.0 8,400.0 3,957.5 2,275.0Total

- 433 -



Department:

Division:

Budget Reference #: 7-1.01Planning and Development Services


Planning - Planning


An ongoing allocation of funds is necessary to complete renewal of

old infrastructure in the Central Area.

In 2016, it is anticipated that streetscape improvements will be

undertaken in conjunction with the redevelopment of 246 George

Street North (former Craftworks) at the high profile intersection of

George Street North/Sherbrooke Street/Water Street. Planned

improvements include new curb and gutter across the Sherbrooke

Street and Water Street frontages, new concrete sidewalk with brick

pavers, conduit and concrete bases for future ornamental street

lighting and the relocation of the overhead electrical service to

underground. The anticipated costs of the improvements is

$75,000.


Downtown Capital Improvements

Commitments Made

The Downtown Capital Improvement Program has been in place

since 1989 and has contributed in a significant way to the health

and vibrancy of the Central Area. Traditionally, the Program has

complemented the investment of the private sector in the

downtown core. The development industry has an expectation

that, following substantial redevelopment of private properties,

the public streetscape would be refreshed by decorative

sidewalks, lighting and furnishings in accordance with Downtown

Streetscape standards.


- 434 -



($000)

Questica #: 05804

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.01

Planning - Planning


Project Description Downtown Capital Improvements







310.0 235.0 75.0Capital Levy

- 435 -



Department:

Division:



Planning - Planning


Previously funded strategies include:

2009 - CAMP #11 and #12 - $50,000

2010 - CAMP #2, #3, #5 and #16 - $340,000

2011 - CAMP #3 and #12 (not started) - $55,000

2012 - CAMP #1 and CAMP #21 - $200,000

2013 - CAMP #5 – Louis Street Urban Park Urban Design -

$100,000

2014 - CAMP #5 - $200,000 plus $150,000 pre-approved, #10 -

$75,000

2015

a) CAMP #3 – Detailed Design: Gateways - $100,000

b) CAMP #10 – Annual maintenance and safety fund - $100,000

2016 Request

a) CAMP #10 - Annual maintenance and safety fund - $50,000

b) CAMP #17 - The priority functions of the Downtown include Major

Office and Institutional Uses. This project will provide $100,000

seed funding per year for the next three years to establish an

Entrepreneur Centre in the downtown

The capital forecast of $650,000 in 2017 and following years

represents an ongoing funding requirement.


Central Area Master Plan Implementation Phase

Commitments Made

The Official Plan directs that the City pursue a comprehensive

program of downtown enhancement. The Central Area Master

Plan (CAMP) affirms this public policy objective.


- 436 -



($000)

Questica #: 10791

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.02

Planning - Planning


Project Description Central Area Master Plan Implementation Phase

ExpendituresContractual Services 2,882.2 1,207.2 150.0 650.0 375.0 250.0 250.0


2,882.2Net Requirements 1,207.2 150.0 650.0 375.0 250.0 250.0





2,030.0 355.0 150.0 650.0 375.0Capital Levy

250.0 250.0

- 437 -



Department:

Division:



Planning - Planning


The Parkway exit at Highway 115 is considered the premier gateway

to the city. It is the location of the Visitor Information Centre serving

the region and has, in recent years, transitioned from being a

relatively understated light industrial area to a focus of employment

and commercial growth.

The Gateway Welcome Signage project is intended to celebrate the

arrival to Peterborough with a high quality landscape feature and

“Welcome” signage. Subject to ORCA approvals, the preferred

location is at the Parkway / Crawford Drive intersection in lieu of the

travel information kiosk. Supplementary signage would be placed at

the 115 exit ramps to The Parkway. Signage would also reinforce

the location of the Visitor Information Centre.

Detailed design was completed in 2014 and was approved by

Council in 2015. The 2016 request of $50,000 is to complete this

main installation and the 2017 forecast of $50,000 will complete the

secondary installations.

It is intended that the initial installation would also establish design

standards that could be applied to smaller installations at other city

gateways.


Gateway Welcome Signage

Commitments Made


- 438 -



($000)

Questica #: 12773

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.03

Planning - Planning


Project Description Gateway Welcome Signage





350.0 300.0 50.0Capital Levy

- 439 -



Department:

Division:



Planning - Planning


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

topographic survey and geotechnical investigation completed in

2011. A Class Environmental Assessment, which included a

preliminary design of the Otonabee River Trail route from Del Crary

Park, along Crescent Street to Little Lake Cemetery was completed

in 2015. The completion of a trail program surrounding Little Lake

has been a long-standing recreation facility objective of the City’s

Recreation Master Plan. The Otonabee River Trail is an integral

component of the Little Lake Master Plan received by City Council in

March 2010.

$120,000 was secured in 2015 to construct a first phase of the trail

through Del Crary Park, however this phase was not completed due

to renovation plans at the Art Gallery and the pending completion of

the detailed design and engineering. Completion of the trail through

to Little Lake Cemetery will be planned in future years as funding is

approved through the Budget process.

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. An application was filed under the Canada 150 Community

Infrastructure Program seeking $500,000 to support the completion

of this project.


All trail development will be a minimum width of 3.0 metres meeting

the City design standard for trail development to ensure full

accessibility and safety.


Otonabee River Trail - Crescent Street Phase – Del Crary Park

to Little Lake Cemetery

Commitments Made

This project represents the completion of a Council approved

public policy and capital planning priority.


- 440 -



($000)

Questica #: 12811

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.04

Planning - Planning


Project Description ORT - Crescent St Phase – Del Crary Park to Little

Lake Cemetery



Direct RevenueRevenue-Canada Grant 500.0 500.0

Donations 75.0 75.0







855.0 55.0 800.0Capital Levy

- 441 -



Department:

Division:



Planning - Planning


The General Property Reserve, funded through the operating

budget, anticipates property purchases in the current budget year

that support 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 property, such as building demolitions, that may be

required to improve value and/or minimize risk.

For 2016, the property acquisitions project includes an allocation of

$500,000 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

seven years.


Property Acquisition and Improvements

Commitments Made


- 442 -



($000)

Questica #: 15776

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.05

Planning - Planning


Project Description Property Acquisition and Improvements

ExpendituresContractual Services 3,092.3 1,522.3 970.0 100.0 100.0 100.0 100.0 200.0


Direct RevenueOther Mun-grants & fees 300.0 300.0


2,792.3Net Requirements 1,222.3 970.0 100.0 100.0 100.0 100.0 200.0


DebenturesDeb Rev-Tax Supported 940.0 440.0 500.0

940.0 440.0 500.0Total Debenture Financing

ReservesProperty Reserve 891.5 521.5 370.0


960.8 260.8 100.0 100.0 100.0Capital Levy

100.0 100.0 200.0

- 443 -



Department:

Division:



Planning - Planning


In December 2007, City Council authorized the purchase of a

surplus rail spur line between Monaghan Road and Crawford Drive

from C.P. Rail. In 2008, the Crawford Trail was constructed along

the purchased rail line.

It is anticipated that the next leg of the C.P. Rail spur line between

Monaghan Road and Townsend Street will become available in

2016 which would provide an extension of the Crawford Trail into

the downtown core. The 2016 request of $250,000 is to purchase

these lands from C.P. Rail. If successful in acquiring these lands,

construction of the Crawford Trail extension could be budgeted for in

2017.

Project Description

1 2016 Request - CP Rail spur line acquisition, Monaghan Road to

Townsend Street - $250,000

2. 2017 Forecast - $407,500

3. 2018 Forecast - $600,000


Trail Development

Commitments Made

Council adopted the City’s Transportation Plan Update in the fall

of 2011 and in doing so recognized the need for an ongoing

investment in alternative forms of transportation to meet the

City’s Transportation Demand Management targets. Report

USTR11-006 identified an average annual contribution of

$1,000,000 would be required to support ongoing on and off-road

trail and bikeway development.

Between 2011 and 2013, the priority project was the

improvement of a critical section of the Trans-Canada Trail

across the CPR bridge over the Otonabee River. In 2014 and

and 2015, the priority trail was completion of the Trans Canada

Trail from Lansdowne Street East to the east City Limit


As the trail network expands annual operating budgets must be

increased to account for maintenance of a larger system.

- 444 -



($000)

Questica #: 16-129

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.06

Planning - Planning


Project Description Trail Development





ReservesFederal Gas Tax 4,707.5 407.5 600.0 600.0 600.0 2,500.0

4,707.5 407.5 600.0Total Reserves

600.0 600.0 2,500.0


- 445 -



Department:

Division:



Planning - Planning


The scope of the renewal project has changed since first planned as

the portion of Charlotte Street from Park Street to Aylmer Street is

now part of the Bethune Street Storm Sewer Project being led by

Utility Services. The portion from Aylmer Street to Water Street will

be coordinated with the Louis Street Urban Park and will include

streetscape improvements on the east side of George Street in front

of Market Hall.

Features of the Urban Park as detailed in Report PLPD14-012

include: a large oval hard surface for multi-purpose use in the

summer and an ice skating surface in the winter; multi-purpose

building with a stage, change room and public washrooms; a public

art display at the north end of the park; large tree plantings under

which there will be passive seating areas; water geysers; and, an

area for the Downtown Farmers Market. The 2017 request is to

complete the first phase of construction for the Urban Park which

will include the large oval surface for multi-use in the summer and

the ice skating surface in the winter.

2017-18 Urban Park Phases 1 and 2 - $3.2 million

2019 Charlotte Street - Aylmer Street to George Street - $2.4

million

2020 Charlotte Street (George to Water), and east side of George

Street - $1.4 million


Streetscape improvements and the Urban Park will adhere to the

City’s access guidelines and emerging provincial standards to

ensure full accessibility and safety.


Charlotte Street Renewal and Louis Street Urban Park

Commitments Made

The Master Plan defines a number of measures to promote

downtown Peterborough’s role as a diverse and vibrant

component of the City’s overall commercial structure. The

renewal of Charlotte Street and the creation of a downtown

urban park are key strategies of the approved Central Area

Master Plan. The Louis Street site was selected as the preferred

site for the creation of an urban park to complement the planned

reconstruction of Charlotte Street and to stimulate renewal in the

Downtown Core and the Charlotte Street West Business District.


- 446 -



($000)

Questica #: 12770

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.07

Planning - Planning


Project Description Charlotte Street Renewal and Louis Street Urban Park

ExpendituresContractual Services 8,600.0 1,600.0 2,000.0 1,200.0 2,400.0 1,400.0


8,600.0Net Requirements 1,600.0 2,000.0 1,200.0 2,400.0 1,400.0


DebenturesDeb Rev-Tax Supported 8,500.0 1,500.0 2,000.0 1,200.0 2,400.0 1,400.0


2,400.0 1,400.0


- 447 -

- 448 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Planning

Central Area CIP

Implementation 600.0 300.0 2,400.0 900.0 300.0 300.0 300.0 600.0 300.0 300.0 300.0 7-1.08

2,400.0 900.0 300.0 300.0 300.0 600.0 300.0 300.0 600.0 300.0 300.0Total

- 449 -



Department:

Division:



Planning - Planning


The Façade Improvement, Municipal Incentive and Residential

Conversion and Intensification Grant Programs are the three CIP

Programs that require capital funding. Funding has been allocated

to the CIP programs since 2011 as follows:

Façade Improvement - 2011 - 2015 - $500,000

Municipal Incentive - 2013 - 2015 - $300,000

Residential Conversion and Intensification - 2015 - $100,000

2016 Request

Façade Improvement - $100,000

Municipal Incentive - $100,000

Residential Conversion and Intensification - $100,000


Central Area Community Improvement Plan (CIP)

Implementation

Commitments Made

The Official Plan directs that the City pursue a comprehensive

program of downtown enhancement. The Central Area Master

Plan affirms this public policy objective.

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

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

The plan identified 22 strategies to promote the ongoing health

and vitality of the Central Area.

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

Community Improvement Plan (CIP) for the Central Area. In

August 2011, the Central Area CIP was approved by Council

(By-law 11-115, Report PLPD11-062) establishing a suite of

financial incentives to assist property owners to rehabilitate and

redevelop downtown properties. The purpose of the CIP is to

ensure the long term economic, social and cultural vitality of the

Central Area providing financial incentives to assist in the

enhancement and revitalization of the downtown area.


- 450 -



($000)

Questica #: 13812

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-1.08

Planning - Planning


Project Description Central Area CIP Implementation

ExpendituresContractual Services 2,400.0 900.0 300.0 300.0 300.0 300.0 300.0






2,000.0 500.0 300.0 300.0 300.0Capital Levy

300.0 300.0

- 451 -

- 452 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Growth Areas

Lily Lake - Centralized

Stormwater Mgm't

Facilities 4,758.6 5,358.6 600.0 4,758.6 600.0 7-2.01

Jackson (Loggerhead

Marsh) – Centralized

Stormwater Facilities 1,000.0 2,000.0 500.0 500.0 360.0 180.0 7-2.02

7,358.6 500.0 5,758.6 600.0 500.0 5,118.6 600.0 180.0Total

- 453 -



Department:

Division:



Planning - Growth Areas


The Background Study identified the following Development

Charges funding requirements for this specific Growth Area:

Stormwater Management Facilities - $5,358,600

It is expected that the first phases of subdivision development will

proceed in the Lily Lake Growth Area in 2016 and therefore the

2017 budget allocates $600,000 towards the centralized stormwater

management facilities necessary to support this development.


Lily Lake Growth Area - Centralized Stormwater Management

Facilities

Commitments Made

This budget allocation represents the anticipated Development

Charge contribution for the construction of centralized

stormwater management facilities to support growth. Enactment

of the 2012 Development Charges By-law is a City commitment

to fund the construction of these facilities to accommodate

growth.


- 454 -



($000)

Questica #: 16-052

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-2.01



Project Description Lily Lake - Centralized Stormwater Mgm't Facilities





Development ChargesDCRF Lily Lake 5,358.6 600.0 725.0 4,033.6

5,358.6 600.0Total Development Charges 725.0 4,033.6

- 455 -



Department:

Division:






Charges funding requirements for this specific Growth Area:

$2,000,000 Stormwater Management Facilities

Comprised of:

$ 720,000 Development Charge Contribution

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

Services Agreement)

The next funding requirement is not needed until 2018.


Jackson Area (Loggerhead Marsh) – Centralized Stormwater

Facilities

Commitments Made


Charge contribution for the construction of centralized

stormwater management facilities to support growth. Enactment

of the 2012 Development Charges By-law is a City commitment

to fund the construction of these facilities to accommodate

growth in this Planning Area.


- 456 -



($000)

Questica #: 15793

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-2.02



Project Description Jackson (Loggerhead Marsh) – Centralized

Stormwater Facilities



Direct RevenueRecoveries 1,280.0 320.0 320.0 320.0 320.0

1,280.0 320.0 320.0Total Direct Revenue 320.0 320.0

720.0Net Requirements 180.0 180.0 180.0 180.0


Development ChargesDCRF Jackson Creek 720.0 180.0 180.0 180.0 180.0

720.0 180.0 180.0Total Development Charges 180.0 180.0

- 457 -

- 458 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Growth Areas

Carnegie West Growth

Area – Planning

Studies 100.0 75.0 25.0 25.0 7-2.03

100.0 75.0 25.0 25.0Total

- 459 -



Department:

Division:





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

anticipated that there will be the need for technical studies to

support future growth and address issues related to new

development projects. These studies could relate to issues such as

environmental considerations, traffic impacts and/or servicing

constraints and could include City-led studies or peer reviews of

developer initiated studies.


Charges funding requirements for this specific Growth Area.

Studies $ 100,000


Carnegie West Growth Area – Planning Studies

Commitments Made


Charge contribution to the completion of future planning studies

to support growth. Enactment of the 2012 Development Charges

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

facilities to accommodate growth in this Planning Area.


- 460 -



($000)

Questica #: 12844

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-2.03



Project Description Carnegie West Growth Area – Planning Studies





Development ChargesDCRF Carnegie West 100.0 75.0 25.0


- 461 -

- 462 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Industrial Parks

Trent Research and

Innovation Park 3,000.0 1,500.0 6,120.0 920.0 4,500.0 700.0 1,500.0 700.0 7-3.01

6,120.0 3,000.0 920.0 4,500.0 1,500.0 1,500.0 700.0 700.0Total

- 463 -



Department:

Division:



Planning - Industrial Parks


Trent University has reserved approximately 65 acres along the

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

research park. Building upon the success of the DNA Cluster

initiative, the new Trent Research and Innovation Park is poised to

become a major focus of employment growth in the City of

Peterborough. This development is to Science and Technology

employment as Major Bennett Industrial Park is to Manufacturing

and Transportation employment. The development of the 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 is required to bring municipal services to the site.

In 2015, D.M. Wills prepared a detailed cost estimate of $4.5 million

for this phase of the project. There are funding partners available to

support this phase.

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

$1.5 million has been established for this purpose.


Trent Research and Innovation Park

Commitments Made


- 464 -



($000)

Questica #: 10778

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-3.01



Project Description Trent Research and Innovation Park

ExpendituresContractual Services 6,120.0 920.0 4,500.0 700.0


Direct RevenueDeveloper Contributions 1 2,000.0 2,000.0

Developer Contributions 2 1,000.0 1,000.0

3,000.0 3,000.0Total Direct Revenue

3,120.0Net Requirements 920.0 1,500.0 700.0


DebenturesDeb Rev-Tax Supported 2,200.0 1,500.0 700.0


ReservesIndustrial land Reserve 250.0 250.0

Provincial Surplus Reserve 120.0 120.0

Waste Water Reserve Fund 460.0 460.0



- 465 -

- 466 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Industrial Parks

Direct Foreign

Investment 100.0 300.0 100.0 100.0 100.0 100.0 100.0 100.0 7-3.02

300.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0Total

- 467 -



Department:

Division:





The City has made significant investments in serviced industrial

land, the Airport and the Trent Research and Technology Park.

Having established an inventory of economic development assets

this project is especially targeted at direct Chinese investment in

Peterborough. The funding request is over an above the core

funding to Peterborough Economic Development (PED) as it

represents a market that PED can not readily service due to

language barriers. The project involves the retention of experts in

Chinese-focused investment opportunities.


Direct Foreign Investment

Commitments Made


- 468 -



($000)

Questica #: 16-102

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-3.02



Project Description Direct Foreign Investment





300.0 100.0 100.0 100.0Capital Levy

- 469 -

- 470 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Housing

Housing - Capital

Repairs 5,050.0 67.5 57.5 5,725.0 300.0 125.0 125.0 125.0 2,323.0 57.5 57.5 57.5 7-4.01

Building Condition

Assessments (BCA) 825.0 1,050.0 225.0 379.5 7-4.02

6,775.0 67.5 525.0 125.0 57.5 57.5 5,875.0 125.0 125.0 2,702.5 57.5 57.5Total

- 471 -



Department:

Division:



Planning - Housing


The $125,000/year is a "placeholder" that deals with emergency

repairs only until a strategic asset management plan can be

considered by Council. This capital reserve will accumulate, with

City and County contributions based on the weighted assessment

sharing ratios, as long as no emergency repairs are required to be

funded within the year.

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. These programs took the pressure off

in the short term but have now ended and there are no signs of any

new programs to replace them. The Investment in Affordable

Housing Program (IAH) and the Extension Program (IAH-E) do not

allow any money to be directed to social housing projects.


Housing - Capital Repairs

Commitments Made


This investment in upgrading and maintaining the existing aging

portfolio will help provide safe reliable housing, reduce operating

costs, reduce waiting lists, and enable the City to maintain the

portfolio to meet the Provinces required service level standard.

- 472 -



($000)

Questica #: 13880

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-4.01

Planning - Housing


Project Description Housing - Capital Repairs

ExpendituresContractual Services 5,725.0 300.0 125.0 125.0 125.0 150.0 150.0 875.0 3,875.0


Direct RevenueOther Mun-grants & fees 3,090.6 161.1 67.5 67.5 67.5 81.0 81.0 472.5 2,092.5

3,090.6 161.1 67.5 67.5 67.5Total Direct Revenue

81.0 81.0 472.5 2,092.5

2,634.4Net Requirements 138.9 57.5 57.5 57.5 69.0 69.0 402.5 1,782.5


ReservesSocial Housing Reserve 46.3 46.3


2,588.1 92.6 57.5 57.5 57.5Capital Levy

69.0 69.0 402.5 1,782.5

- 473 -



Department:

Division:



Planning - Housing


Future portfolio wide Building Condition Assessments (BCA's) will:

- Update existing assessments of the social housing portfolio in the

City and County of Peterborough

- Identify and target capital repair needs for another 25 to 30 year

period

- Provide the foundation for a strategic assets management plan for

both the City and the housing providers through the introduction of

an interactive Database.

A BCA should be undertaken every three to five years by qualified

professionals. Strategic asset management depends on current

information and responsive information management for reporting

and monitoring.

BCA's in conjunction with the City's asset management strategy, will

significantly improve monitoring of social housing providers' capital

reserves, as well as identify capital repair needs and provides

capacity to pay.


Building Condition Assessments (BCA)

Commitments Made

None


Asset management in the social housing portfolio can be a key

driver of operating costs - strategic asset management reduces

budget pressure that arises when maintenance is deferred or

overlooked.

The Housing Division formulates strategies about required

repairs based on expert opinion, prioritized needs, and where

necessary, stages funding to ensure capital needs are

addressed.

Up-to-date BCA's are necessary for proactive property

management decisions, as well as bulk tenders, that when

managed by City staff have historically provided significant

savings in operating costs and are an excellent teaching

opportunity.

- 474 -



($000)

Questica #: 14881

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-4.02

Planning - Housing


Project Description Building Condition Assessments (BCA)



Direct RevenueOther Mun-grants & fees 505.9 60.4 67.5 70.2 307.8

Recoveries 112.5 112.5

618.4 172.9Total Direct Revenue 67.5 70.2 307.8



ReservesSocial Housing Reserve 431.6 52.1 57.5 59.8 262.2

431.6 52.1Total Reserves 57.5 59.8 262.2

- 475 -

- 476 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Housing

Incentives For

Affordable Housing 7,143.0 90.0 184.0 200.0 625.0 11,986.0 1,643.0 1,099.0 1,033.0 1,068.0 4,890.0 915.0 815.0 815.0 7-4.03

11,986.0 184.0 1,643.0 1,099.0 915.0 200.0 7,143.0 90.0 625.0 1,033.0 1,068.0 4,890.0 815.0 815.0Total

- 477 -



Department:

Division:



Planning - Housing


This capital project continues the Peterborough tradition of

stimulating the production of affordable housing through a program

of financial incentives.

The order of magnitude of annual cost of the investment in

affordable housing is $1.1 million. Of this total it is estimated that the

contribution from Development Charges will account for $90,000.

Other funding sources include an annual draw of $150,000 from the

Municipal Partnership Fund from the Housing Division's operating

budget, approximately $700,000 through tax relief and development

charge exemption programs, and $100,000 from municipally

sponsored capital grants.

On April 7, 2014, City Council approved Report PLHD14-004

outlining specific financial incentives for the Mount Community

Centre. The Council approved program includes a $400,000 capital

contribution to be paid over two years (2015 and 2016). Accordingly,

the capital project identifies $200,000 as a Capital Levy contribution

in each of 2015 and 2016.


Incentives for Affordable Housing

Commitments Made

In September of 2011, Council adopted the Affordable Housing

Community Improvement Plan (Report PLHD11-062). This

initiative provided the City with the authority to grant financial

incentives in support of Affordable Housing according to

guidelines developed for a number of qualified programs.

In November of 2013 Council adopted the 10-year Housing and

Homelessness Plan and the Action Plan 2014-2018

(PLHD13-004), including a target to achieve 500 new affordable

housing units over the life of the plan.


- 478 -



($000)

Questica #: 15882

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-4.03

Planning - Housing


Project Description Incentives For Affordable Housing



Direct RevenueRecoveries 3,056.0 148.0 184.0 218.0 253.0 288.0 323.0 1,642.0

Miscellaneous 295.0 295.0

3,351.0 443.0 184.0 218.0 253.0Total Direct Revenue

288.0 323.0 1,642.0

8,635.0Net Requirements 1,200.0 915.0 815.0 815.0 815.0 815.0 3,260.0


Development ChargesDCRF Affordable Housing 900.0 90.0 90.0 90.0 90.0 90.0 90.0 360.0

900.0 90.0 90.0 90.0 90.0Total Development Charges

90.0 90.0 360.0

ReservesAffordable Housing Partnership 1,500.0 150.0 150.0 150.0 150.0 150.0 150.0 600.0

Revenue from Other Reserve 5,035.0 760.0 475.0 475.0 475.0 475.0 475.0 1,900.0

6,535.0 910.0 625.0 625.0 625.0Total Reserves

625.0 625.0 2,500.0

1,200.0 200.0 200.0 100.0 100.0Capital Levy

100.0 100.0 400.0

- 479 -

- 480 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Airport

Airport Industrial Park -

East of Airport Road 500.0 2,050.0 4,850.0 2,300.0 2,550.0 2,050.0 7-5.01

Commercial and

General Aviation Lot

Preperation 1,575.0 150.0 2,636.8 461.8 150.0 225.0 225.0 1,575.0 150.0 225.0 225.0 7-5.02

Generator for Field

Electrical Centre 75.0 75.0 75.0 75.0 7-5.03

7,561.8 500.0 2,761.8 2,775.0 2,275.0 225.0 1,575.0 2,050.0 225.0 225.0 1,575.0 225.0 225.0Total

- 481 -



Department:

Division:



Airport - Airport


This project was envisioned as a two-year construction program.

Detailed design work has been completed more accurately

projecting the quantities of fill required, adjusting the cost estimate

to $4.9 million over two years. A portion of Airport Road leading to

the expansion area is expected to be conveyed to the City from the

County becoming an internal airport road. This project will include

street lighting for the internal road for an enhanced entrance to the

businesses.

The clearing and grubbing of approximately 20 acres of property

and the placement of substantial engineered fill to create industrial

lots is to be completed Year 1. Year 2 will involve the construction

of a new public apron and the extension of municipal services to the

new lots.


Airport Industrial Park - East of Airport Road

Commitments Made

It has been the long established practice of the City to prepare

building sites at the airport at public cost in recognition that

building sites are not sold but are subject to a long-term ground

lease.


In response to market demand and opportunity there is a

growing need to make ready the next phase of industrial lot

expansion. The priority for this expansion will be to

accommodate large floor plate users that can not be easily

placed within the existing industrial area without further hangar

consolidation.

New development at the airport will generate new land lease and

servicing revenues. The industrial expansion will also require an

adjustment to the Operations contract to account for new areas

for winter control and property maintenance.

As authorized by Council on April 28, 2014, an application was

filed with the Eastern Ontario Development Fund for assistance

on the construction costs. The City was awarded a total of $1.0

million over a two year program.

- 482 -



($000)

Questica #: 14820

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.01

Airport - Airport


Project Description Airport Industrial Park - East of Airport Road



Direct RevenueRevenue-Ontario Grant 1,000.0 500.0 500.0

1,000.0 500.0 500.0Total Direct Revenue



DebenturesDeb Rev-Tax Supported

Total Debenture Financing

ReservesReserves & Reserve Funds 1,550.0 1,550.0


Federal Gas Tax 2,050.0 2,050.0

3,850.0 1,800.0 2,050.0Total Reserves

- 483 -



Department:

Division:



Airport - Airport


The Airport Expansion Project prepared approximately 40 serviced

acres of land for industrial and commercial expansion and a further

ten acres for general aviation hangars. Parcels of land will then be

leased according to user requirements as has been the

long-standing Airport practice.

At the time of building construction, there are specific requirements

for new tenant building lots that are the responsibility of the Airport

and that could not have been reasonably anticipated as a

component of the Airport Expansion Project. Such items include:

isolated soil remediation costs under building pads, minor water and

sewer extensions, hydro transformers, drainage adjustments or

other property details.

This capital project provides a funding source to cover Airport

responsibilities associated with tenant specific requirements.


Commercial and General Aviation Lot Preparation

Commitments Made


- 484 -



($000)

Questica #: 14829

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.02

Airport - Airport


Project Description Commercial and General Aviation Lot Preperation





ReservesIndustrial land Reserve 225.0 225.0



2,400.0 225.0 150.0 225.0 225.0Capital Levy

225.0 225.0 1,125.0

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Department:

Division:



Airport - Airport


All airfield lighting regulators and associated control equipment is

located in the Field Electrical Centre. In the event of a power

outage at dark, the runway is closed until power is restored. Power

outages are unpredictable and flights could be on route to the airport

to find it closed requiring aircraft to divert to another airport.

If there was a major disaster or emergency in the area, keeping the

airport operational could be critical for outside assistance and

supplies to access the community. The airport supports flights such

as medical transfers, Ministries, Military, Ontario Hydro, local

businesses and many other uses. Backup power for runway lighting

would also be used for aircraft arriving and departing using

instrument flight rules.

This 2016 project will supply and install a generator to the Field

Electrical Centre keeping all critical lighting operational during power

outages.


Generator for Field Electrical Centre

Commitments Made


- 486 -



($000)

Questica #: 16-025

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.03

Airport - Airport


Project Description Generator for Field Electrical Centre






- 487 -

- 488 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Airport

Airport Marketing

100.0 531.2 431.2 100.0 100.0 7-5.04

Economic Impact

Study 15.0 15.0 15.0 15.0 7-5.05

Federal Zoning

Process 400.0 200.0 200.0 200.0 7-5.06

946.2 631.2 115.0 115.0 115.0 200.0 200.0Total

- 489 -



Department:

Division:



Airport - Airport


The Airport Expansion project represents the largest tax supported

construction project incurred at one time in the City’s history. It also

represents the single largest investment in economic development

by the City.

The Airport Marketing Project earmarks a dedicated funding stream

over and above other regional marketing activities, to maximize the

City’s return on investment. In year four of the Marketing Project,

funds were provided to PED for aviation marketing professionals.

These professionals are targeting potential customers and working

with existing tenants to find synergies between existing and potential

customers. Specific tradeshows have been selected on the basis of

the attendees and the targeted customers. Proposals for new

commercial tenant buildings are under review at this time.

City staff and Airport staff continue to grow the General Aviation

Area and only a few lots remain.

In 2016, staff will continue to work with the Airport Manager, PED

and other aviation marketing professionals to attract new customers

and assist existing tenants with expansion requirements.


Airport Marketing

Commitments Made


- 490 -



($000)

Questica #: 12853

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.04

Airport - Airport


Project Description Airport Marketing








300.0 200.0 100.0Capital Levy

- 491 -



Department:

Division:



Airport - Airport


In 2009, an Airport Economic Impact Study was completed as part

of the Business Case for Infrastructure Development. There has

been major growth at the Airport since 2009 to include Flying

Colours expansion, the addition of Seneca College, Loomex Group

new facility and numerous private hangars.

The Airport supports a thriving aerospace technology sector which

exports throughout the world. Peterborough benefits through

greater employment, investment, purchases of goods and services,

through the additional visitors the Airport brings to the region.

This 2016 project will quantify the Airport economic impact for the

region. This information is important to assist with business

decisions around Airport investments and marketing efforts for

attracting potential clients to the Airport.


Economic Impact Study

Commitments Made


- 492 -



($000)

Questica #: 16-023

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.05

Airport - Airport


Project Description Economic Impact Study






- 493 -



Department:

Division:



Airport - Airport


The Peterborough Airport Zoning Regulations are Federal zoning

controls developed to protect the area surrounding the Airport from

obstacles and specific land uses that could conflict with aviation

safety. When Federal regulations are compromised Airport

certification could be at risk. Federal zoning supersedes all local

zoning by-laws and controls activities on private properties.

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

Amended Zoning is required to protect the extended runway.

This project will take multiple years to complete and is conducted

under the direction of Transport Canada. It is also a public process

and concludes with the Federal zoning regulations being applied to

the legal description of all affected properties. The Federal zoning

obligates land owners within the affected area to respect the

obstacle limitation surface and not introduce land uses which may

be deemed to compromise the safe operation of the Airport thereby

relieving the Airport of the cost to protect air safety on lands which

are not owned by the Airport.

The cost of the project will be better clarified in consultation with

Transport Canada and aviation professionals. It is anticipated in

order to expedite the process that fees will be required by Transport

Canada and to engage the services of an aviation consultant.


Federal Zoning Process

Commitments Made


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

was transferred to the Seneca College Airside Improvements

Capital Project budget, pursuant to Council Approval of Report

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

to the 2017 Capital Budget.

- 494 -



($000)

Questica #: 12851

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-5.06

Airport - Airport


Project Description Federal Zoning Process





400.0 200.0 200.0Capital Levy

- 495 -

- 496 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Geomatics/Mapping

Vertical / Horizontal

Control Monuments 635.0 685.0 50.0 635.0 50.0 7-6.01

685.0 635.0 50.0 635.0 50.0Total

- 497 -



Department:

Division:



Planning - Geomatics/Mapping


Vertical Benchmarks

Vertical Control Benchmarks are used in all Engineering surveys.

The vertical elevation on the benchmark establishes the elevations

for the engineering design.

No funds are being requested for 2016.

Horizontal Control Monuments

Horizontal Control Monuments tie all surveys into the City’s 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.

No funds are being requested for 2016.


Vertical / Horizontal Control Monuments

Commitments Made

None


No effect on future operating budgets.

- 498 -



($000)

Questica #: 16-002

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-6.01



Project Description Vertical / Horizontal Control Monuments

ExpendituresContractual Services 685.0 50.0 50.0 160.0 425.0




ReservesControl Monuments Reserve 120.0 10.0 10.0 30.0 70.0

120.0 10.0Total Reserves 10.0 30.0 70.0

565.0 40.0Capital Levy 40.0 130.0 355.0

- 499 -

- 500 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project



Geomatics/Mapping

Corporate GIS

Development Tool 555.0 10.0 730.0 105.0 10.0 10.0 50.0 555.0 10.0 10.0 50.0 7-6.02

730.0 105.0 10.0 10.0 10.0 555.0 10.0 50.0 555.0 10.0 50.0Total

- 501 -



Department:

Division:





Consulting Services - At various stages throughout the ongoing

development of the corporate GIS database, Geomatics/Mapping

requires consulting services expertise above the required

capabilities of existing staff.

The funding request for this project is $10,000.

GIS Technologist (twelve month contract) - For 18 years there has

been an FTE in Geomatics/Mapping whose salary costs have been

covered by a corporate account due a workplace accommodation.

Over the 18 years this position has fulfilled core responsibilities of

the Geomatics team. It is anticipated that the workplace

accommodation in Geomatics will come to an end in the near future.

The 12 month contract position is required to transition this FTE in

Geomatics/Mapping from a corporate budget line to the base

operating budget of the Geomatics/Mapping Division. The funding

request for this contract is $73,000.

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. Geomatics/Mapping relies on Orthophotography to

keep the topographic map data such as sidewalk and buildings up

to-date. It is estimated that new Orthophotography should be

completed on a three-year cycle. No funds are being requested for

2016.


Corporate GIS Development Tools

Commitments Made


- 502 -



($000)

Questica #: 15900

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 7-6.02



Project Description Corporate GIS Development Tool

ExpendituresContractual Services 730.0 105.0 10.0 10.0 50.0 10.0 10.0 135.0 400.0


730.0Net Requirements 105.0 10.0 10.0 50.0 10.0 10.0 135.0 400.0




705.0 80.0 10.0 10.0 50.0Capital Levy

10.0 10.0 135.0 400.0

- 503 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Police Services Summary

510.8 510.8 510.8 510.8 Peterborough Police

Service8-1

510.8 510.8 510.8 510.8 Total

- 504 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Police Services Summary

75.0 150.0 75.0 75.0 75.0 Peterborough Police

Service8-1

150.0 75.0 75.0 75.0 75.0Total

- 505 -

- 506 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Police Services

Peterborough Police Service

Various Police Capital

510.8 510.8 510.8 510.8 8-1.01

510.8 510.8 510.8 510.8 Total

- 507 -



Department:

Division:

Budget Reference #: 8-1.01Police Services


Police Board - Peterborough Police Service


7 Police Cruisers - $256,500

Dell Computers Third year lease - $17,200

3 CAD Server Leases - $5,200

Backup and Recovery - $26,500

13 In Car Computers - $58,500

Officer Protection Kit upgrade - $1,500

Enterprise Storage Network - $38,000

4 Printer and Faxes - $1,200

Data Recovery Kiosk - $10,000

6 IP Camera Replacement – Year 2 of 5 - $12,400

IT Security Recommendations - $40,000

Remote Video System - $850

Desktops and Laptops replacements - $15,000

Video Analyst Hardware - $3,000

Upgrade CAD mapping/CM - $440

Upgrade CAD mapping - $3,000

8 Backup Power Protection (UPS) - $3,000

Servers - $8,500

Software Licenses - $10,000

Total - $510,790


Various Police Capital Projects

Commitments Made


- 508 -



($000)

Questica #: 16-135

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 8-1.01


Police Services

Project Description Various Police Capital






- 509 -

- 510 -



($000)

2016 2017 2018 2019 & After


DevCapApproved

Pre-2016

Total

Rev

Net Project


Police Services

Peterborough Police Service

Police Services

Business Plan 75.0 150.0 75.0 75.0 75.0 8-1.02

150.0 75.0 75.0 75.0 75.0Total

- 511 -



Department:

Division:

Budget Reference #: 8-1.02Police Services




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 business plan assists the Chief of Police as well as the Board in

Identifying levels of satisfaction, areas of concern and the future

expectations of the public in the Peterborough community. The

process is fundamental in thinking about the staffing, resources, and

organizational arrangements needed to meet present and future

demands of the Police Service.

The funds in 2018 will be utilized to fund the consultation,

preparation and printing of the plan for 2019-2021.


Police Services Business Plan

Commitments Made

A Police Board’s mandate is legislated by the Police Services Act

and can be summarized as being responsible for the provision of

adequate and effective police services in Municipalities. The

Business Plan for 2016 to 2018 is ongoing.


The Police Services Board operating budget includes an annual

contribution of $20,000 to the Business Plan Reserve to fund a

Business Plan every three years.

- 512 -



($000)

Questica #: 16-136

201820172016

Approved

Pre-2016Project

Total 2019 2020


2021 to 2025

Department

Division

Project # 8-1.02


Police Services

Project Description Police Services Business Plan





Development ChargesDCRF Police 75.0 37.5 37.5

75.0 37.5Total Development Charges 37.5

ReservesBusiness Plan Reserve 75.0 37.5 37.5

75.0 37.5Total Reserves 37.5

- 513 -

Documents

2016 City of Peterborough draft capital budget