2016 City of Peterborough Draft Budget Highlights

Draft
2016 Budget
Highlights
(Budget Book 1 of 4)
November 2015
To:
Members of the Budget Committee
From:
Sandra Clancy, Director of Corporate Services

Allan Seabrooke, Chief Administrative Officer
Meeting Date:
November 2, 2015
Subject:
Report CPFS15-050
2016 Draft Budget
Purpose
A report to provide the 2016 Draft Operating and Capital Budget for consideration.
Recommendation
That Council approve the recommendation outlined in Report CPFS15-050 dated
November 2, 2015, of the Director of Corporate Services, and the Chief Administrative
Officer, as follows:
That the recommendations contained in Appendix A of this report be moved for the
purpose of discussion.
Budget and Financial Implications

The 2016 Draft Budget meets Councils direction of an all-inclusive 2.0% general tax
increase plus a 0.5% increase for capital funding support as per the 2016 Guideline
direction provided in response to Report CPFS15-036 dated July 27, 2015. The budget
reflects a 4.0% increase in gross expenditures and a 3.4% increase in net tax levy
requirements.
Report CPFS15-050 2016 Draft Budget
Page 2
The 2016 Capital Budget includes $64.6 million of capital work. The Budget
incorporates the Debt Management Policy approved as part of Report CPFS12-011
dated April 4, 2012 and uses all the available capital levy, tax supported debenture
financing and Federal Gas Tax to finance the work. The 0.5% increase in the allinclusive tax rate, which amounts to approximately $0.75 million, has been used in its
entirety to increase tax supported debt principal and interest payments.
For the median single family dwelling (not on water) the increase means a $90.20
annual increase.
Further details are provided throughout the four budget books.
Background
A. The 2016 Budget in Brief
The 2016 Draft Budget presented today meets Councils 2016 guideline of 2%-generalplus-0.5%-capital for a 2.5% all-inclusive guideline as directed by Council through
report CPFS15-036 dated July 27, 2015 for a residential property assessed at
$228,000. The term all-inclusive tax means the municipal, education and sewer
surcharge amounts payable.
Residential assessment is estimated to increase by 2.9% comprised of a 1.0% growth
component and a 1.9% re-assessment impact, stemming from the fact that 2012 market
values are being phased-in over the four-year period 2013 2016.
For the most part, the Operating Budget maintains the current Council approved level of
service, with some minor exceptions. Key impacts are noted in the table on page 12
and in the supplementary commentary on pages 13 and 14 of this Highlights Book.
As directed by Council through the 2016 Budget Guidelines report, the Tax Ratio
Reduction Program that was deferred for the 2015 Operating Budget resumes in 2016
for the Commercial and Industrial property owners, albeit at a rate that is one-half of the
annual reduction that was originally included in the program. The multi-residential tax
ratio remains at the 2011 rate.
The City will pay 1,010.9 full and part-time equivalent employees $93.1 million for
salaries and benefits in 2016. There are 1.4 full-time positions requested in the 2016
Draft Budget, 2.0 temporary positions requested to become permanent and 1.0 full-time
position eliminated. This results in a net full-time increase of 0.4 full-time equivalents.
Page 3
B. Process, Challenges, Documents and Meeting Schedule

2016 Budget Process
Corporate Services staff prepared and distributed budget packages to departments in
early April 2015 which, in turn submitted their initial 2016 proposed budgets by May
2015.
The material was compiled and a two-tiered review approach was completed. The first
review was done with individual Department Directors and Corporate Services staff.
The second was a review by the CAO, the Director of Corporate Services, Manager of
Financial Services, Budget Analyst and individual Department Directors.
In mid September, the CAO and all the Directors completed a final review of the
submissions and Corporate Services staff prepared the 2016 Draft Budget that is being
released this evening.
Peterborough Police Services Budget

The 2016 Guideline Report included recommendation (e) which read as follows:
That the draft 2016 Operating Budget reflect a 3.8% increase in the net
Peterborough Police Services Budget to be accommodated within the 2.00%
general increase, and any increase in the net Police Services budget beyond the
3.8% be addressed by Council as part of the detailed 2016 Budget deliberations to
occur in November of 2015.
The 2016 Draft Budget reflects a 2.7% ($621,334) increase for Police Services and is
within the guideline established by Council.
Response to Comments Made at July 21, 2015 Public Meeting
The first public meeting for the 2016 Budget was held on July 21, 2015 at Market Hall.
Approximately 35-40 people attended and 17 people spoke. A common theme
throughout the presentations was thanking Council for the opportunity to have more
dialogue with respect to the budget.
Included as Appendix B - 2016 Budget Response to Public Input at Guideline Stage is
a complete listing of all the comments/questions made at the Public Meeting. Column
C4 of the chart is a response as to how each item has been addressed.
As the budget review process proceeds, the Budget Committee can consider the
suggestions made and evaluate each response. Should the Committee wish to provide
a different response from what is included in the Draft Budget, additional
recommendations would be appropriate.
Page 4
Reductions Made to Achieve 2.0% Operating Guideline

Through the 2016 Budget Guidelines Report CPFS15-036, staff asked for a 2.35%
Operating increase plus a 0.5% increase for Capital for a combined All-inclusive
increase of 2.85%.
In the ensuing debate, Council seemed for the most part supportive of the 0.5% Capital
increase and the resulting capital works that could move forward, but felt strongly that
the 2.35% Operating increase was too much ultimately settling on an Operating
increase of 2.0% for a combined All-inclusive increase of 2.5%.
The 0.35% differential amounts to $525,000. The following chart details how the
savings were achieved:
Ref
Department
Action
Office of the
Mayor
USD
Elimination of 1 staff position
Reduction in fuel budgets Transit

and Public Works (assuming prices
do not increase to 2014 levels)
Savings with new solution for
additional Winter Control Services
Decrease contribution to Parking
Reserve
Eliminate contribution to Traffic Signal
Reserve
Additional budget
Reduction
(Increase)
$86,500
$174,500
USD
USD
USD
Fairhaven
7
8
Police Services
ORCA
Budget ask Lower than expected
$260,604
Source Water Protection Funding
($28,000)
Various
Other increases/decreases - net
($53,937)
Total
$525,000
10
$200,000
$100,000
$78,000
($292,667)
2016 Capital Budget

The 2016 Capital Budget includes 192 projects with a total cost of $64.6 million. The
0.5% capital related increase in the all-inclusive tax rate, which amounts to
approximately $.75 million, has been directed in its entirety to increase tax supported
debt principal and interest payments thereby increasing the amount of debenture
financing that can be used in the 2016 Capital Budget by $6.5 million. Since the
borrowing market continues to exhibit low interest rates, staff are recommending this
approach in 2016.
Many projects continue to be deferred pending sufficient funding. Three of the most
prominent projects include:
Page 5
Charlotte Street Renewal and Louis Street Urban Park Capital Budget Reference
7-1.07
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.
New Arena Facility Capital Budget Reference 6-6.04
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 included in
Report CSD15-021 New Arena Development Strategy dated October 13, 2015, this
project has been shifted out by one year.
The project phases are defined as follows:
Year
2015
2017
2018
2019
Value
Description
$500,000 Phase I Feasibility Study, Schematic Design, and Costing
Study
$1,500,000 Phase II Detailed Design and Tendering
$11,000,000 Phase III - Construction and Contract Administration
$20,500,000 Phase III (cont'd) - Construction, Contract Administration,
and Commissioning
Public Works Relocation Project Capital Budget Reference 5-8.06

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 $16.8 million. An amount
of $3.5 million has been included in the 2016 Budget.
Staff will bring forward a Report at the November 23, 2015 Committee of the Whole for
consideration on how to move these projects forward.
Documents
As in previous years, the 2016 Draft Budget is presented in four books as follows:
Book 1 2016 Budget Highlights

The 2016 Budget Highlights Book provides a summary of the Operating and Capital
Budgets and explains the key factors and implications of the proposed budget.
Page 6
The Budget Highlights Book includes a list of items on page 205 that have been
requested but not recommended that Council may wish to review.
It is recommended that the Budget Highlights (Book #1) be used by the Budget
Committee during its review of the 2016 Draft Budget.
Book 2 2016 Operating Budget

The 2016 Operating Budget document (Book #2) contains departmental financial
summaries plus financial and narrative information by division and/or activity. The text
pages set out the purpose, highlights and comparative staff complement for each
activity.
The 2015 preliminary actual numbers shown in the document are unaudited estimates
provided by departments and may change pending final year-end adjusting entries.
User Fee Schedules are included for all departments and will be included in a User Fee
By-law that will be approved following budget deliberations.
Book 3 2016 Capital Budget and 2017 2018 and Subsequent Years
Capital Forecast
The Capital Forecast document provides summaries of Capital projects by department
and division and provides one detailed narrative page and financial page to support each
project. Due to the legislative requirements of the Public Sector Accounting Board
(PSAB), capital projects are split into two types, Tangible Capital Assets and Other.
Other projects are typically studies or smaller maintenance type expenditures on City
facilities that are below the thresholds identified for the tangible capital assets.
Book 4 Supplementary Information

This document provides:
Detailed work programs for all departments as a means of measuring high-level

outputs for the budget dollars requested;
Total Staffing Complement and Costs, and Summary of 2016 Salary Changes;
Assessment, Tax Rate and Tax Policy Information, and
Glossary of Common Acronyms used throughout the Budget Books.
Page 7
2016 Budget Committee and Council Schedule

The proposed timetable to review the 2016 Draft Budget is set out below:
November 2, 2015
2016 Draft Budget presented to Budget Committee by Staff.
November 18, 2015
Public Meeting of Budget Committee to receive input on the

2016 Draft Budget.
November 23, 2015
Budget Committee reviews 2016 Draft Budget November 23

November 26 as required.
December 7, 2015
Council considers all of the recommendations ultimately

endorsed by the Budget Committee and adopts a 2016
Budget as amended.
C. Recommendations
The recommendations needed to implement the 2016 Budget are presented in
Appendix A.
Summary
The 2016 Draft Budget documents are provided as a basis for the budget deliberations.
It is recommended that the 2016 Highlights Book be the guiding document for Budget
Committee review. Budget Books 2, 3, and 4 (Operating, Capital, and Supplementary
Information Books respectively) are for reference material for ensuring a complete
understanding of the 2016 proposed financial plan.
Submitted by
Sandra Clancy
Director of Corporate Services
Allan Seabrooke
Chief Administrative Officer
Contact Person:
Richard Freymond
Manager of Financial Services
Phone: 705-742-7777 Ext. 1862
Toll Free: 1-855-738-3755
Fax: 705-876-4607
E-mail: rfreymond@peterborough.ca
Attachment:
Appendix A Recommendations
Appendix B - 2016 Budget Response to Public Input at Guideline Stage
Page 8
Page 9
Appendix A
2016 Operating and Capital Draft Budget Recommendations
That the following recommendations be moved for the purpose of discussion:
a)
That the 2016 Draft Budget, and all estimated revenues and expenditures, fees,
contributions to reserve and reserve funds, and proposed staffing levels
referenced in the documents be adopted.
b)
That the user fees and charges as set out in Book 2 be adopted as part of 2016
Budget process.
c)
That any unused CAO Budget at the end of 2016 be transferred to the
Organizational Development Reserve, subject to the overall year-end position.
(Page 24)
d)
That any unused Peterborough Technology Services Budget, at the end of 2016,
be transferred to the Electronic Data Processing (EDP) Reserve, subject to the
overall year-end position and that if actual 2016 costs exceed the 2016 Budget,
funds may be drawn from the EDP reserve. (Page 31)
e)
That any Engineering Overhead surplus be transferred to the Engineering Design

and Inspection Reserve, subject to the overall year-end position and that if actual
2016 Engineering costs exceed the Budget, funds may be drawn from the
Engineering Design and Inspection Reserve. (Page 57)
f)
That any unused portion of the 2016 Winter Control Budget that may exist at
year-end be transferred to the Winter Control Reserve, subject to the overall
year-end position, and that if actual 2016 Winter Control costs exceed the 2016
Budget, funds may be drawn from the Winter Control reserve. (Page 74)
g)
That any unused Traffic Signal Maintenance Budget at the end of 2016 be
transferred to the Traffic Signal Reserve, subject to the overall year-end position
and that if the actual 2016 Traffic Signal Maintenance costs exceed the 2016
Budget, funds may be drawn from the Traffic Signal Reserve. (Page 82)
h)
That any surplus funds at the end of 2016 for Market Hall be transferred to the
Market Hall Capital Reserve for unanticipated maintenance expenses or small
capital improvements. (Page 105)
i)
That any unused Sustainability Budget, at the end of 2016, be transferred to the
Sustainability Reserve, subject to the overall year-end position, and that if actual
2016 costs exceed the 2016 Budget, funds may be drawn from the Sustainability
Reserve. (Page 105)
j)
That any surplus funds at the end of 2016 for the Peterborough Sport and
Wellness Centre be transferred to the PSWC Capital Conservation Reserve for
future capital improvements. (Page 110)
Page 10
k)
That any surplus funds at the end of 2016 for Arenas be transferred to the Arena
Equipment Reserve for future equipment purchases. (Page 121)
l)
That any unused Homelessness net budget at the end of 2016 be transferred to
the General Assistance Reserve, to be used for future investment in
homelessness prevention programs, subject to the overall year-end position and
that if actual 2016 Homelessness costs exceed the 2016 Budget, funds may be
drawn from the reserve. (Page 134)
m)
That any unused Community Social Plan net budget at the end of 2016 be
transferred to the Social Services Community Social Plan 40/60 Reserve for
future program development, subject to the overall year-end position and that if
actual 2016 Community Social Plan costs exceed the 2016 Budget, funds may
be drawn from the reserve. (Page 134)
n)
That any remaining unused Social Services net budget at the end of 2016 be
transferred to the General Assistance Reserve, subject to the overall year-end
position and that, if actual 2016 Social Services costs exceed the 2016 Budget,
funds may be drawn from the reserve. (Page 134)
o)
That any surplus in the 2016 Housing Operating Budget at the end of 2016 be
transferred to the Housing Reserve, subject to the overall year-end position and
that, if actual 2016 Housing costs exceed the 2016 Budget, funds may be drawn
from the Housing Reserve. (Page 150)
p)
That any surplus in the 2016 Housing Choice Rent Supplement Program at the
end of 2016 be transferred to the Housing Choice Rent Supplement Reserve,
subject to the overall year-end position and that, if actual 2016 Rent Supplement
costs exceed the 2016 Budget, funds may be drawn from the Rent Supplement
Reserve. (Page 150)
q)
That any excess Airport development review fees at the end of 2016 be
transferred to the Airport Development Review Reserve for future Airport
Development related expenditures and that if the 2016 Airport development
review costs exceed the review fees, funds may be drawn from the Airport
Development Review Reserve. (Page 154)
q)
That any unused Building Inspection Budget at the end of 2016 be transferred to
the Building Division Reserve and that, if actual building inspection costs exceed
the 2016 Budget, funds may be drawn from the Building Division Reserve. (Page
158)
r)
That any adjustment to the Citys 2016 requirement for the Municipal Property
Assessment Corporation (MPAC), be netted against the Citys 2016 General
Contingency provision. (Page 163)
Page 11
s)
That any unused portion of the 2016 tax write off account balance that may exist
at year-end be transferred to the Allowance for Doubtful Accounts Reserve,
subject to overall year-end position and that, if actual 2016 tax write-off costs
exceed the 2016 Budget, funds may be drawn from the Allowance for Doubtful
Accounts Reserve. (Page 165)
t)
That any unused Employee Benefits Budget at the end of 2016 be transferred to
the Employee Benefits Reserve, subject to the overall year-end position, and
that, if actual 2016 employee benefits exceed the 2016 Budget, funds may be
drawn from the Employee Benefits Reserve. (Page 165)
u)
That any unused Insurance Budget at the end of 2016 be transferred to the
Insurance Reserve, subject to the overall year-end position and that, if actual
2016 insurance costs exceed the 2016 Budget, funds may be drawn from the
Insurance Reserve. (Page 165)
v)
That any unused 2016 Contingency Budget at the end of 2016 be transferred to
the Capital Levy Reserve to be used for Capital works subject to the overall 2016
year-end position. (Page 165)
w)
That any unused Police Services Legal fees Budget at the end of 2016 be
transferred to the Legal Fees Policing Reserve, subject to the overall year-end
position and approval through the Treasurer, and that if the actual 2016 Police
legal fees costs exceed the 2016 Budget, funds may be drawn from the Policing
Legal Fees Reserve. (Page 169)
x)
That any unused Police Services Budget at the end of 2016 be transferred to the
Police Special Projects Reserve, subject to the overall year-end position and
approval by City Council and that, if the actual 2016 Police Services costs
exceed the 2016 Budget, funds may be drawn from the Police Special Projects
Reserve. (Page 169)
y)
That any adjustments to the Citys portion of the 2016 Peterborough County/City
Paramedics Services Budget be netted against the 2016 General Contingency
provision. (Page 174)
z)
That any unused Peterborough County/City Paramedics Services (PCCP)

Budget at the end of 2016 be transferred to the PCCP Reserve, subject to the
overall year-end position and that, if the actual 2016 PCCP costs exceed the
2016 Budget, funds may be drawn from the PCCP Reserve. (Page 174)
aa)
That any adjustments to the Citys portion of ORCAs 2016 Budget, based on the
final approved ORCA Budget, be netted against the Citys 2016 general
contingency provision. (Page 175)
bb)
That any adjustments to the Citys portion of CCHU 2016 Budget, based on the
final approved CCHU Budget, be netted against the Citys 2016 general
contingency provision. (Page 176)
Page 12
cc)
That the 2016 budget request representing the levy required by the Downtown
Business Improvement Area of the Corporation of the City of Peterborough
during the year 2016 totalling $298,685, be approved. (Page 180)
dd)
That the 2016 budget request representing all sums required by the Village
during the year 2016 totalling $16,380, be approved. (Page 181)
ee)
That any net surplus funds, after the disposition of the recommendations in this
report, from 2016 operations in excess of $100,000 be transferred to the Capital
Levy Reserve to be used for Capital works. (Page 183)
ff)
That a by-law be passed to establish the 2016 tax ratios for each property class
as set out in the 2016 Operating Budget. (Page 193)
gg)
That the 2016 tax rate for farmland awaiting development subclasses be 75% of
the residential rate. (Page 194)
hh)
That a system of graduated tax rates within the Commercial and Industrial
classes not be implemented for 2016. (Page 194)
ii)
That the capping policy for 2016 for the Multi-residential, Commercial and
Industrial classes be as follows:
i.
Capping be based on a maximum increase threshold at the greater of

10% of the previous years annualized capped taxes and 5% of the
previous years annualized CVA tax for the eligible property. (Page 194)
ii.
No capping credit be applied for properties where the required billing

adjustment is within a $250 credit of the properties CVA tax; affected
properties would be billed at their full CVA tax level. (Page 194)
iii.
That properties that achieved CVA tax in 2015 remain at CVA tax from
2016 forward regardless of how reassessment affects the property. (Page
194)
iv.
That properties that cross over from the clawback to the capping category
or vice versa from 2015 to 2016 be taxed at CVA tax. (Page 194)
kk)
That the threshold on the tax level for eligible new construction be 100%. (Page
194)
ll)
That the Tax ratio reductions for mandated subclasses of vacant units remain at
30% for the Commercial class and 35% for the Industrial class. (Page 194)

Ref
Concern Identified
Division or Area
Responsible
Reference or Comments
C1
C2
C3
C4
Create a Municipal
Poverty Reduction Plan
Social Services
The City has a number of plans that intersect with issues of poverty including
the Housing and Homelessness Plan, the Ontario Works Service Delivery
plan and Sustainable Peterborough. Age Friendly and Healthy Kids plans
are currently in development. There is consideration being given to the
development of an overarching plan that addresses community well being
that would link with these plans and other municipal and community
initiatives. A report to seek Council endorsement is anticipated to come
forward in spring 2016.
Invest more in the

Housing Stability Fund
(HSF)
Social Services
The 2016 Draft Operating Budget includes $153,077 which sustains the
2015 HSF funding levels to help meet the demand for emergency housing.
This amount is being funded from a $100,000 draw from City reserves, an
increase of $27,054 from the City tax base and an additional $26,023 from
the County (above the maximum contribution of $204,000 from the County
as noted in the CMSM cost share agreement).
Invest in Child recreation
Social Services
Recreation subsidies are provided through Discretionary benefits for Social

Assistance clients, municipal programs for low income families as well as
community based programs like Jump Start.
Review Public Water

Project status (banning
the sale of water in public
facilities)
Recreation
Report CSRS15-006, dated September 21, 2015 provided an update.
Timing of Official Plan

Update and that it
address concerns about
the City needing more
direction, more
greenspace, trails and
more community not
just subdivisions
Planning
The Planning Division Work Program continues to reflect the completion of

the Official Plan review in 2016, including the public consultation process.
The Plan will reflect the principle of a complete community which was
articulated throughout the initial consultation phase and is consistent with
provincial policy direction.

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
Puzzled about deferral of

FRMP funding
Engineering
This relates to $2.1 million of the traditional $2.5 million of capital levy FRMP
funding not being funded in 2016. This does not delay the projects to be
done given staff resources and the Bethune Street project, which attracted
Provincial and Federal funding and will move that FRMP project years ahead
in being completed.
Propose property taxes

be geared to income
Financial Services
No, under the Municipal Act, 2001, property taxes must be based on the
assessed value of the property, however, the City has several programs to
assist seniors and low income individuals (Financial Services Other).
Concerns over ability to

pay
Financial Services
Council reduced the recommended 2016 for operating of 2.35% to 2%; City
has several programs to assist seniors and low income individuals (Financial
Services Other).
Enhance information on
City website to ensure
current
Customer Service
2016 Capital Budget includes a project to Refresh the City website; staffing
includes a re-focus of existing resources to dedicate more time to
communications including the web-site and social media.
10
Concern over debt levels

(How much more debt
can we sustain?)
Financial Services
The province of Ontario calculates the Citys annual Debt Repayment Limit.
A municipality cannot commit more than 25% of its total own-purpose
revenues to service debt. The City has its own, more stringent, policy
(approved through Report CPFS12-011, dated April 4, 2012), which limits its
debt repayment to 15% of the Citys total own-purpose revenue. If the 2016
Draft Budget is approved, the City will be at 12.27%.
The current Capital Financing Plan includes issuing further debt up to these
limits to maintain the Citys assets and capital program given the current low
interest rates.

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
11
Transit - Peak time routes Transit

established and
successful; should be
expanded in 2016
especially for George
Street N, Charlotte Street
W, Jackson Park,
Ashburnham, Highland
Road
Council and staff try to find balance between supporting worthy service level
increases in various program areas and the residential tax increase.
Implementing 20 minute peak period service on these five routes would
require $800,000 in new annual operating funding plus $3.5 million in
additional capital funding for seven new buses to provide the service. See
also No. 18.
12
Provide more support to

citizens with lower
income; discretionary
benefits
Report CSSS12-010 Discretionary Benefit Funding Report identified a

number of benefits to be retained at the level of expenditure Council directed
($15) when there was a reduction in provincial funding for discretionary
benefits. For 2016, the amount of support to citizens is at the same level as
2015, however, $40,000 more of that amount is being funded from the tax
base than in 2015 (as opposed to reserves) as per an approved phase-in
plan.
13
Downtown infrastructure - Engineering/ Public

sidewalks
Works
Social Services
Funds are provided in the Operating Budget to repair/replace sections of

sidewalk as necessary. Priorities are established and in some instances,
repairs/replacement might extend into future years.

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
14
City could go further in

listening to citizens;
Suggest establishing
districts within wards to
enhance public input
Engineering/
Planning
The City has processes to consult with neighbours on specific items and
ensure compliance with all legislation. Sections 17 (Official Plans), 34
(Zoning By-laws), and 51 (Subdivisions) of the Planning Act describe the
regulations for how a municipality processes applications made under the
Act. All require the necessary information to be made available to the public
and at least one public meeting to be held. For most applications that are
processed, the City requires the applicant to hold a neighbourhood
information meeting/open house to present their proposal to interested
neighbours. In addition, although the Planning Act allows a municipality to
give notice of a public meeting by either mailing it to all owners within 120
metres of the subject or publishing a notice in the newspaper, the City does
both.
A new protocol has been established whereby a Public Information Centre is
held for all USD construction projects.
As well, during 2015, Councillors are also having Town meetings which
provide another opportunity for consultation.
15
Residential taxpayers
Financial Services
increase is higher than it
needs to be due to
programs such as Tax
Ratio Reduction Program
and funding provided to
non-profit organizations;
more review should occur
before being so generous
Council and staff try to find balance between supporting other worthy causes
and the residential tax increase; Tax Ratio program cut in half for 2016;
Community funding organization only receive 1% increase

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
16
Climate Change
concerns; Impact should
be factored into decision
making
Sustainability
Through By-law 12-049, the City committed to the ongoing pursuit of

sustainability by adopting the Sustainability Plan, by embedding
sustainability into decision making of City operations, and by demonstrating
its leadership by championing corporate and community sustainability.
The City committed to addressing climate change through Report CSD13004, dated September 3, 2013, which initiated the Greater Peterborough
Area Climate Change Action Plan.
17
Denture Program funding

needs to be increased
Social Services
Report CSSS12-010 Discretionary Benefit Funding Report identified a

number of benefits to be retained at the level of expenditure Council directed
($15) when there was a reduction in provincial funding for discretionary
benefits. Limiting the denture program was necessary to meet the financial
level. A wait list has been established and when there is any underspending
in other benefits, additional dentures are offered (but staff recognizes many
people are not being assisted that require dentures.)
18
Universal assistance
passes for low income
(Social Services, Transit,
Recreation, other
services)
Transit (first phase)
The City is working on the development of an Affordable Transit Pass

Program to provide reduced transit fares for low income residents. Report
USTR15-005 provided the key principles for the program and a report will be
forthcoming to Council in early 2016 with recommendations and cost
implications. Opportunities to introduce a universal assistance pass to
provide access for low income residents to many different city programs and
services may be considered in the future.
19
Transit service is needed

on Statutory Holidays
Transit
The draft 2016 budget includes a below the line proposal for transit service
on eight additional Statutory Holidays at a net cost of approximately
$120,000.
The 2016 budget does include the provision of an extended New Years Eve
service.

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
20
Ensure seniors have

access to annual transit
passes
Transit
Seniors are currently able to purchase an annual transit pass for $220 ($18
per month) which is 70% cheaper than a typical adult monthly pass. A
Transit Affordability Program is being developed to review existing fare
discount programs and target future discounts to those in financial need.
(See Note 18)
21
Funding support for

homeless
shelters/programs
(Concern that Lighthouse
will be closed on
Sundays)
Social Services
Report CSSS15-004 extended the contracts for Lighthouse and Warming

room through additional municipal funding.
22
City of Peterborough
needs Strategic Plan
CAO
The possibility of a Strategic Plan will be considered by staff in 2016.
23
Need tools such as social

media, to engage youth
and broader spectrum of
public
Customer Service
The City agrees that it needs to continue to do more with social media and
the City web-site, more staff resources are being applied to this area in 2016
and funds for a web-site refresh is requested in the 2016 Capital Budget.
24
Support for "green"

planning, such as bike
and walking trails.
Engineering/
Planning
The draft 2016 budget includes about $2.5 M for various trail and cycling
infrastructure capital projects. In addition, new Multi-use trails and protected
crossings are being constructed as part of ongoing road reconstruction
projects on Brealey Drive, Parkhill Road, and Ashburnham Drive.
Hours were reduced at time of low volume to help balance the cost of the
service with impacts on the residential tax rate.
All road reconstruction projects and new road projects include consideration
of the provision of new/improved bicycle and walking facilities.
25
Investigate ability to use

deferred FRMP capital
funding for operations
Engineering
Deferring the FRMP capital funding is recommended for one year; if it were
moved to the Operating budget, it would create a base funding problem in
the operating budget for future years

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
26
More reporting to public

on status of issues and
Capital projects
All Departments
A weekly construction update for USD projects is provided to Council. This

update will be placed on the Citys webpage.
27
Promote City as an
immigration destination
Community Services
While immigration is not a municipal responsibility, the City supports the

New Canadian Centre and the Immigration Partnership Council.
Responsible for the Immigration Portfolio, the City's Manager of the Arts
Culture & Heritage Division has coordinated the development and
maintenance of the Immigration Portal at
http://www.welcomepeterborough.ca/welcome to present the region as a
viable location for newcomer settlement.
28
Include the Tax Ratio

Reduction Program in the
2016 budget at its full
amount instead of onehalf
Financial Services
While this would be the preferred approach, in trying to balance the need
with the impact on the residential tax payer, one-half of the program is what
has been recommended
29
Further analysis of the

benefits/costs of the Tax
Ratio Reduction Program
Financial Services
The original lengthy analysis that supported the Tax Ratio Reduction
Program can be found in Report FAFS07-004 dated April 26, 2007
30
Requesting a tax freeze

for 2016
Financial Services
Each budget is drafted with a view to keep the impact to the taxpayer at a
reasonable level, maintain levels of service and enhance only as legislated
or very selectively. Costs to provide City services continue to increase. The
staff request in July 2016, through Report CPFS15-036 dated July 21, 2015
recommended a 2.35% increase for operating and traditional support to
capital. Council directed staff to reduce this to 2%.

Ref
Concern Identified
Division or Area
Responsible
C1
C2
C3
C4
31
Invite businesses and

Financial Services
corporate entities to help
shape the budget through
a separate meeting
process
The additional public input being sought throughout the budget process is
not meant only for individual citizens. Businesses and corporate entities
may also attend public meetings and provide input.
32
Experience other
communities success in
dealing with economic,
transportation and urban
planning challenges
Measures taken to
reduce electricity and fuel
costs
Planning
Staff do resource other communities through experience and research to

assist them in bringing ideas to Peterborough
Property
Through Report CPFS11-047 dated December 5, 2011, the City is part of

the Electricity Procurement Program with LAS. Savings from this program
are estimated to be approximately $200,000 annually. Report CPFS14-001
dated January 15, 2014 awarded the current fuel contract based on a
Request for Tenders for the City and members of the Kawartha Cooperative
Purchasing Group to get the best price based on volume of gas purchased.
34
Present a table or report

on projects or operational
improvements not funded
Financial Services
The 2016 Draft Highlights Book includes a section on Operating budget

requests not recommended and there is a separate report, CPFS15-052 on
capital budget projects not included in the 2016 budget.
35
Staff prepare a plain

language summary of the
budget
Financial Services
Report CPFS15-050 that is included at the front of the 2016 Draft Highlights
Book and the Budget Overview summarize the budget at a high level and
provide key information
36
City should not increase

Financial Services
debt beyond current limits
33
All municipalities are dealing with an Infrastructure Deficit and must create
an Asset Management Plan and work towards maintaining their assets. This
requires funding and given the magnitude of the deficit and the low interest
rates, doing this by incurred debt makes sense at this time rather than letting
the infrastructure deficit get worse.
Table of Contents
2016 BUDGET
Table of Contents
Highlights Book (Book 1 of 4)
Part 1 - 2016 Budget Overview
2016 Operating Budget (Revenues and Gross Expenditures) ................................... 2
2016 Operating Budget: Revenues by Type ................................................................... 3
2016 Operating Budget: Gross Expenditures ................................................................. 4
2016 Operating Budget: Net Expenditures ..................................................................... 5
Net Tax Levy Requirement .............................................................................................. 6
Median residential assessment ....................................................................................... 7
Residential education rate ............................................................................................... 7
Sewer surcharge rate to stay at 95% .............................................................................. 7
Budget guideline 2% + 0.5 = 2.5% ............................................................................... 8
How 2.5% All-inclusive relates to Net Tax Levy Requirement ......................................... 8
What does 1% mean? ..................................................................................................... 9
Comparative All-Inclusive Increase For Median Residential Property ........................... 10
Tax levy requirement change factors............................................................................. 12
2016 Capital Budget ...................................................................................................... 15
2016 Capital Expenditures............................................................................................. 17
2016 Capital Financing by Source ................................................................................. 17
Largest 2016 Capital Projects........................................................................................ 18
Part 2 - 2016 Operating and Capital Budget (by Department)

Organization Chart ...................................................................................................... 21
City Council: Operating Budget ................................................................................ 23
Chief Administrative Officer: Operating Budget ...................................................... 24
Fire Services Division: Operating Budget ...................................................................... 25
Fire Services Division: Capital Budget ........................................................................... 26
Emergency and Risk Management: Operating Budget .................................................. 28
Emergency and Risk Management: Capital Budget ...................................................... 29
-i-
Table of Contents
Corporate Services: Departmental Summary: Operating Budget ............................... 30
Corporate Services: Departmental Summary: Capital Budget: Tangible
Capital Asset.......................................................................................... 33
Corporate Services: Departmental Summary: Capital Budget: Other ................. 34
Legal Services: Operating Budget ............................................................................ 45
Utility Services: Departmental Summary: Operating Budget ................................. 47
Utility Services: Departmental Summary: Capital Budget:
Tangible Capital Asset .......................................................................... 48
Utility Services: Departmental Summary: Capital Budget: Other ......................... 49
Utility Services: Budget (By Division)
Utility Services Administration: Operating Budget ......................................................... 50
Utility Services Administration: Capital Budget .............................................................. 51
Flood Reduction Master Plan: Capital Budget ............................................................... 54
Engineering, Construction and Infrastructure Planning: Operating Budget.................... 57
Engineering, Construction and Infrastructure Planning: Capital Budget
Arterial Streets ........................................................................................................... 58
Collector and Local Streets........................................................................................ 62
Bridges.. .................................................................................................................... 64
New Sidewalks .......................................................................................................... 67
Sanitary Sewers ........................................................................................................ 68
Storm Sewers ............................................................................................................ 70
Public Works Division: Operating Budget ...................................................................... 72
Public Works Division: Capital Budget .......................................................................... 75
Transportation Division Operating Budget ..................................................................... 78
Provincial Gas Tax .................................................................................................... 80
Parking ..................................................................................................................... 81
Traffic ....................................................................................................................... 82
Transit Capital Budget ............................................................................................... 83
Parking Capital Budget .............................................................................................. 85
Traffic and Transportation Capital Budget ................................................................. 87
Transportation Demand Management (TDM) Capital Budget.................................... 88
Environmental Protection Division: Operating Budget .................................................. 90
Environmental Protection Division: Capital Budget ....................................................... 92
Waste Management Division: Operating Budget ........................................................... 95
Waste Management Division: Capital Budget................................................................ 99
Community Services: Departmental Summary: Operating Budget ..................... 100
Community Services: Departmental Summary:
Capital Budget: Tangible Capital Asset ............................................ 101
Community Services: Departmental Summary: Capital Budget: Other .............. 102
- ii -
Table of Contents
Community Services: Budget (By Division)
Community Services Administration Operating Budget ............................................... 103
Community Services Administration Division: Capital Budget .................................... 106
Recreation Division: Operating Budget ........................................................................ 108
Recreation Division: Capital Budget ............................................................................ 111
Arts, Culture and Heritage Division: Operating Budget ................................................ 113
Arts, Culture and Heritage: Capital Budget .................................................................. 116
Library Board Capital Budget....................................................................................... 117
Art Gallery Capital Budget ........................................................................................... 119
Arenas Division: Operating Budget ............................................................................. 120
Arenas Division: Capital Budget ................................................................................. 122
Social Services Division: Social Assistance................................................................. 124
Social Services Division: Childrens Services and Community Social Plan ................. 125
Municipal Cost formulas per the Consolidated Municipal
Services Management Agreement.................................... 127
Ontario Works and Employment Assistance Administration .................................... 128
City and County Ontario Works Caseload and Cost Per Case ................................ 131
Discretionary Benefits.............................................................................................. 132
Community Homelessness Prevention Initiative ...................................................... 132
Childrens Services ................................................................................................. 132
Community Social Plan ........................................................................................... 133
Social Services Reserve .......................................................................................... 133
Social Services Capital ................................................................................................ 135
Planning and Development Services: Departmental Summary:
Operating Budget................................................................................ 137
Capital Budget: Tangible Capital Asset ............................................ 138
Capital Budget: Other ........................................................................ 139
Planning and Development Services: Budget (By Division)
Planning and Geomatics/Mapping Administration: Operating Budget ........................ 140
Planning Division: Capital Budget .............................................................................. 141
Planning Growth Areas: Capital Budget ...................................................................... 145
Industrial Parks: Capital Budget .................................................................................. 146
Geomatics/Mapping: Capital Budget ........................................................................... 148
Housing Division: Operating Budget ........................................................................... 149
Housing Division: Capital Budget ................................................................................ 151
Airport Division: Operating Budget ............................................................................. 153
Airport Division: Capital Budget ................................................................................... 155
- iii -
Table of Contents
Building Inspection and Protective Services Division: Operating Budget .................... 158
Financial Services Other Financial Summary ...................................................... 159
Capital Financing Costs ............................................................................................... 160
Property Taxation Costs .............................................................................................. 162
Other Expenditures ...................................................................................................... 164
Transfers To Organizations For Provision Of Services Summary ........................ 166
Police Services: Operating Budget .............................................................................. 167
Police Services: Capital Budget................................................................................... 170
Fairhaven..................................................................................................................... 172
Peterborough County/City Paramedics ....................................................................... 173
Otonabee Region Conservation Authority (ORCA) ...................................................... 175
Peterborough County-City Health Unit Operating Budget............................................ 176
Peterborough Economic Development ........................................................................ 177
Peterborough Humane Society.................................................................................... 177
Primary Health Care Services ..................................................................................... 178
Business Improvement Areas ...................................................................................... 179
Corporate Revenues Summary ................................................................................ 182
Investment revenue ..................................................................................................... 183
Payments in Lieu ......................................................................................................... 183
Utilities Group of Companies Revenues ...................................................................... 183
2015 Surplus Carried Forward as 2016 Revenue........................................................ 183
Sewer Surcharge ......................................................................................................... 184
User Fees Summary Schedule .................................................................................... 186
Part 3 - 2016 Property Taxation

Taxation Revenue Summary..................................................................................... 190
What a Residential Taxpayer pays for Municipal Services for the year 2016 .............. 191
Tax Policy ................................................................................................................... 192
Tax Assessment and Tax Rate Information ........................... 195

Taxable Current Value Assessment ............................................................................ 196
Weighted Taxable Assessment ................................................................................... 197
Municipal Tax Rates .................................................................................................... 198
Part 4 - 2016 Other Sections

Staffing
New Proposed Positions in 2016 Budget..................................................................... 200
Total Staff Complement ............................................................................................... 201
- iv -
Table of Contents
2016 Full Time Equivalent (FTE) Staff allocated by Department ................................. 202
Conversion of 2016 Budget to Full Accrual

PSAB Compliant Budget .................................................. 203
Requests not Included in the 2016 Budget.............................................. 205
2016 Capital Financing Supplementary Information
Capital Levy and Tax Supported Debt Calculation ...................................................... 208
Federal Gas Tax Program ........................................................................................... 210
Development Charges Reserve Funds ........................................................................ 212
Long Term Debt........................................................................................................... 216
Reserves and Reserve Funds ..................................................................................... 225
Please Refer to Books 2 - 4 for detailed information as follows:

Book 2: Operating Budget Details and User Fees and Charges
Book 3: Capital Budget Details
Book 4: Work Programs for Departments and Divisions; Staffing Supplementary
Information; Assessment, Tax Rate and Tax Policy Supplementary
Information; and Glossary of Budget Terms and Acronyms
-v-
2016
Budget Highlights
Part 1
2016 Draft Budget Overview
Part 1
2016 Draft Budget - Overview
2016 Operating Budget (Revenues and Gross Expenditures)

The 2016 Operating Budget provides a listing of the Operating Revenues and
Gross Operating Expenditures. The following two charts illustrate the Revenues
by Type and Gross Operating Expenditures by Department.
Part 1
Factors impacting Operating Revenues
Conditional Grants are projected to increase by approximately $3.8 million,

mostly as a result of an increase in grant revenues for Social Assistance and
Childrens Services in the amount of $2.9 million and an increase in Housing
subsidies in the amount of $0.7 million.
Tipping Fees the recent decline in Tipping Fees experienced in the past two
years is expected to rebound and increase by approximately $0.5 million over the
2015 Budget year. The facility is jointly owned by the City and County with each
municipality owning a 50% share.
Other Fees and Service Charges will increase with items such as corporate
advertising, building permits, parking revenues and fees for the before and after
school program; however, there are certain fees that are projected to decrease
such as POA revenues.
Transfers from Other Reserves there will be decreases in DOOR funding within
the Housing Budget in the amount of $625,000, as well as reduced contributions
from the Social Services Reserve in the amount of $123,100 as the tax base
funds more of certain items such as the Discretionary Benefits and
Homelessness.
Part 1
Factors Impacting Gross Expenditures
Gross Expenditures for 2016 have increased $9.5 million over the 2015 gross
expenditures. The key factors are:
Personnel - $2.3 million

Childrens Services Early Learning $1.1 million
Ontario Works Administration and Employment - $0.8 million
Winter Control - $0.3 million
Increase in Debt Financing Charges - $0.75 million
Net Police Services - $0.6 million
Increased support for Fairhaven - $0.3 million
Part 1
Gross expenditures versus net expenditures

Gross expenditures, less direct revenues of $117.7 million, such as conditional
grants and user fees, result in net expenditure requirements for 2016 of $131.4
million as shown in the following chart.
Factors impacting Net Expenditures

The 2016 net expenditures have increased $4.2 million. Some of the key factors
impacting gross expenditures have offsetting revenues which means they do not
impact net expenditures. As an example, Social Services gross expenditures for
mandatory benefits have increased $0.5 million, but subsidy for Ontario Works
Mandatory Benefits is increasing $1.4 million as a result of the provincial cost
sharing percentage increasing by 2.8% from 91.4% to 94.2%, therefore the net is
actually a decrease of $0.9 million.
The key factors impacting the 2016 Net Expenditures from the 2015 level are:
Personnel ($1.8 million)

Winter Control Roads and Sidewalks ($0.3 million)
Social Services (-$0.4 million)
Increase in Debt Financing Charges ($0.75 million)
Increased support for Fairhaven ($0.3 million)
Part 1
Net tax levy requirement equals $118.8 million up by 3.4%

Corporate revenues for 2016, such as Supplementary taxes, Investment interest,
Payments in Lieu and City of Peterborough Holdings Inc.s return on investment
total $12.6 million and are deducted from the $131.5 million net departmental
expenditures to derive the $118.8 million net tax levy requirements for 2016. The
net tax levy requirements have increased by 3.4% or $3.9 million compared to
2015.
Tax Ratio Reduction Program re-instated for 2016

As directed by Council through the 2016 Budget Guidelines report, the Tax Ratio
Reduction Program that was deferred for the 2015 Operating Budget resumes in
2016 for Commercial and Industrial property owners, albeit at a rate that is onehalf of the annual reduction that was originally included in the program. The
multi-residential tax ratio remains at the 2011 rate.
That decision, in effect, has added a 0.3% component to the All-inclusive
residential rate and without any other impacts; the residential tax increase would
have been 2.2%.
Effect of assessment growth on the All-inclusive Tax increase

The 2016 estimated real current value assessment growth reduces the Allinclusive Tax increase by 0.6%. The net result is a 0.8% municipal residential
tax rate increase. These impacts are reflected in Chart 1.
Part 1
Chart 1
Effect of Assessment Growth and Tax Ratio Changes on the Allinclusive Tax increase
Median residential assessment: $228,000

The 2016 Budget is based on current assessment values as of January 1, 2012.
Adjustments to market values from January 1, 2008 to 2012 values are being
phased-in equally over the years 2013 2016 with 2016 representing year four.
The assessment used for the 2016 taxation year also reflects an estimated
1.00% real growth component for the Residential Class and 0.75% growth in the
Multi-residential Property Class as reported to Budget Committee through Report
CPFS15-036 2016 Budget Guidelines dated July 27, 2015.
It is expected that the median residential assessment for a single family dwelling
(not waterfront property) for 2016 will be $228,000, an increase of 2.4% over the
2015 median assessed value of $222,600.
Residential education rate assumed to decrease by 4.5%

The education rate for all property classes continues to be regulated by the
Province. For the 2016 Draft Budget, it has been assumed that the rate will
decrease by 4.5%.
Sewer surcharge rate to stay at 95%

The draft 2016 Budget assumes a sewer surcharge rate of 95%, the same as in
2015.
As of the budget print date, the Peterborough Utilities Commission had not
approved the 2016 water rates. The 2016 Operating Budget assumes a 2.2%
Part 1
annualized water rate increase for 2016. The result is that the average house
will experience a $9.33 (2.2%) increase in their sewer surcharge annual amount
payable over the 2015 level.
Budget Guideline 2.0% + 0.5% = 2.5% All-inclusive increase for

median residential property
When the real assessment growth, the 0.8% proposed municipal residential tax
rate increase, 4.5% reduction in the education rate, and no change to the 95%
sewer surcharge rate are all considered, the median single family dwelling will
see an All-inclusive 2.5% ($90.14) annual increase ($7.51 monthly) in municipal,
education, and sewer surcharge payable.
The 2.5% meets the guideline recommended by the Budget Committee through
Report CPFS15-036 dated July 27, 2015 and approved by Council August 4,
2015. The 2.5% All-inclusive (Municipal, Education and Sewer Surcharge) tax
increase is comprised of 2.0% for increased operating costs and traditional
support for the capital program and 0.5% for increased tax-supported debt
charges to implement the Capital Financing Policy approved by Council at its
meeting held April 23, 2012.
How 2.5% All-inclusive rate increase relates to the $3.9 million

increase in the Net Tax Levy Requirement
The 2.5% All-inclusive rate increase is a reference to the increase that a typical
homeowner would see on their 2016 tax and water bills for municipal services.
Staff would suggest that it is the increase on their municipal tax and sewer
surcharge component of the water bills that ratepayers want to hear about and
understand, as that is what directly affects them.
The $3.9 million Net Tax Levy Requirement increase is the additional amount
that will be raised from taxation over the previous year; some of which is raised
from current property owners and the balance is from the anticipated 'real' growth
and the resulting tax bills those property owners will receive.
Part 1
What does 1% mean?

Both the All-inclusive Tax increase and the Net Tax Levy Requirement are within
the control of Council.
For 2016, a 1.0% change in the All-inclusive Tax Rate (combined Municipal and
Education Tax on Assessment plus Sewer Surcharge) equates to approximately
$1,500,000 in tax supported expenditures. That is, to lower the 2016 proposed
2.5% increase to 1.5%, $1,500,000 net tax levy funded expenditures would have
to be cut.
Chart 2 summarizes the residential tax and sewer rates, and resulting levies.
Part 1
Chart 2
Comparative All Inclusive Tax and Sewer Surcharge Rates and
Levies for Median Single Family Dwelling
10
Part 1
Factors impacting 3.4% increase in the tax levy requirement

For the most part, the 2016 Budget as presented maintains the existing levels of
service while accommodating expenditure increases required to sustain levels of
service and accommodating any new legislated requirements.
Table 1, lists the major areas reflected in the draft budget that have impacted the
2016 tax levy requirement.
The supplementary Notes on pages 13 and 14 provide additional commentary on
key impacts.
11
Part 1
12
Part 1
Tax Levy Requirement Change Factors - Supplementary Notes

Personnel costs
Total personnel costs for 2016 will amount to $93.1 million for 1,010.9 employees
(full-time equivalents) and represents 37.4% of the total $249.1 million gross
expenditures.
Personnel costs rose for a number of reasons including the estimated impact of
contract settlements, grid step movements, the annualization of new 2015 hires
and some proposed new hires.
Lines 2.01 Excluding Police, gross personnel costs have increased by $1.3
million. Altogether, personnel costs equate to a 1.2% impact on the increase in
the net tax requirement.
Social Services Upload
Lines 3.01 3.02 Social Services caseloads have been budgeted with a zero
net increase and when combined with the continued provincial uploading of
mandatory benefits will result in a savings of $0.9 million.
Capital Financing Policy - Increase in Tax Supported Debt Costs
Line 4.01 A provision has been included in the amount of $0.75 million for tax
supported debt servicing costs for a combined impact of 0.5% on the All-inclusive
Tax Rate.
Inflationary Factors/Other Increased Costs
Line 5.01-5.02 In preparing electricity estimates, staff have considered any
expected change in consumption and a price increase of 5%. The impacts to
various budgets are expected to amount to $0.3 million.
Line 5.03 Based upon very preliminary discussions with staff at Fairhaven, a
provision of $292,667 has been included as a placeholder in the 2016 Budget as
the Citys share of a potential shortfall in the Funding Agreement at Fairhaven.
Line 5.05 Police costs, including increases to all personnel costs, have
increased $0.6 million.
Increased Revenues or Decreased Expenditures offsetting budgetary
pressures
Line 7.02 Landfill tipping fees are expected to increase by $0.5 million. After all
other budget changes are considered, including the Countys share, the 2016 net
tax requirement has decreased by approximately $218,000.
13
Part 1
Other factors affecting the 2016 tax levy requirement
The other impacts shown will be discussed in the 2016 Operating and Capital
Budget (by Department) section of the Highlights Book.
Year-End Transfers
Throughout the Operating Budget, there are many ongoing recommendations
that Council traditionally approves, to transfer any unused portion of a certain
budget to a specific reserve. The funds in the reserve might be for future capital
works or to draw on and bring into operating in a year where operating costs
exceed the budget. These transfers are dependent on the Citys overall year-end
financial position. These are listed in Part 2 of this Highlights Book, in their
appropriate section.
14
Part 1
2016 Capital Budget: $64.6 million

There are 192 capital projects included in the 2016 Capital Budget for a total cost
of $64.6 million.
Capital Projects are identified as either a Tangible Capital Asset (TCA) Project
or as an Other Capital Project. The segregation gives direction to staff on how
to appropriately account for the projects in the Citys books and is an indicator of
how they will be presented in the Citys audited financial statement.
TCAs are defined as:
real or personal property that have a physical substance that:
Are used in the production or supply of goods and services, rental

to others, administrative purposes or for the development and
construction of other tangible capital assets;
Have an estimated life of greater than one year; and
Are used on a continuing basis.

Along with project details, justification and effects on future Operating Budgets,
certain projects contain details of Accessibility Considerations. Annually, as
part of the AODA legislation, a multi-year Accessibility Plan must be prepared
and updated. When capital projects are being planned, any accessibility
considerations are referenced to ensure they are picked up and included in the
Accessibility Plan.
Capital Needs Outweigh Funds Available
When preparing the draft 2016 Capital Budget, the requested capital program
from departments far exceeded the available funds. The program was reduced
to come in within the guideline provided by Council.
In looking forward to future years, capital pressures continue to outweigh
available funds. In the 2016 Draft Capital Budget, even if staff assume that the
current capital financing policy continues for future years, there is not sufficient
financing to fund the requests for 2017-2021. For this reason, Council is
cautioned not to assume a project will be completed in the future year as shown
in this budget document. Council and staff will continue to work on what their
priorities are for the capital program, financing available, and look for creative
ways to address capital needs.
15
Part 1
2016 Capital Budget Summary: $64.6 million
The 2016 Capital Financing Supplementary Information section of this Highlights Book provides more information about
Capital Levy, Tax Supported Debt, Reserve and Reserve Funds, and Development Charge revenues.
16
Part 1
17
Part 1
20 Largest 2016 Capital Projects
The $45.2 million in these top 20 projects represents 70.0% of the total $64.6 million Capital Budget.
18
Part 1
19
2016
Budget Highlights
Part 2
2016 Operating and Capital Budget
Review
(by Department)
Part 2
2016 Operating and Capital (by Department)
Organization Chart
While preparing for the Budget Committee Reviews, Council is encouraged to review
the 2016 Work Programs found in Book 4. At a very high level, the work programs
show Council the outcomes they can expect at the requested levels of funding for each
Department.
The following organization chart shows each department and the division within each
department that operate to achieve the work program items.
21
Part 2
22
Part 2
City Council - Operating Budget

The City of Peterborough operates on the Council-Chief Administrative Officer system
of municipal government. The Council is comprised of a Mayor and ten Councillors who
hold regular Council, Committee of the Whole, and Planning meetings on a three-week
cycle.
The budget includes remuneration for the Mayor and Members of Council, plus a
position for Assistant to the Mayor. Overall, 2016 shows an 11.5% decrease as the
previous positions of Executive Assistant and Councillor Services Assistant positions
were eliminated and restructured into one Assistant to the Mayor position.
Council Remuneration is based on the policy adopted by Council on July 30, 2012
based on a Council motion made when discussing Report CP12-005 dated July 23,
2012 of the Director of Corporate Services. The motion reads as follows:
That the remuneration be adjusted annually on December 1, based on either the
Consumer Price Index all items Ontario, as published by Statistics Canada, for
December 1, 2012 or the lowest negotiated CUPE settlement, which ever is the
lower rate, as determined by the City Treasurer.
As of December 1, 2015, remuneration for the Mayor is estimated to be $68,273 and for
each Councillor $27,955.
23
Part 2
Chief Administrative Officer Departmental Summary

Operating Budget
The Chief Administrative Office is comprised of the Chief Administrative Officer, an
Administrative Assistant and a Corporate Policy Coordinator. The office is responsible
for the co-ordination, administration and direction of all affairs of the corporation,
including direct responsibility for Fire Services and Emergency Management.
Recommendation
That any unused CAO Budget at the end of 2016 be transferred to the
Organizational Development Reserve, subject to the overall year-end position.
24
Part 2
Fire Services Division - Operating Budget

There are three stations throughout the city as well as a non-staffed station at the
airport.
Personnel are involved in suppression and rescue, prevention, public education,
administration, communications, training and emergency management.
The Service will continue to provide fire and emergency dispatch/communication
services to all eight neighbouring municipalities within Peterborough County.
Personnel costs for the 99 staff in the Division represent 85.3% of gross expenditures.
For 2016, for the Peterborough Professional Fire Fighters Local 169, personnel costs
are based on estimates only as the previous arbitration award received in March 2015
addressed salary compensation up to and including December 31, 2015.
Fire hydrant charges to the City of Peterborough by the PUC remain at $650,000 for
2016; however, the actual costs incurred by the PUC to provide this service continue to
exceed this amount.
25
Part 2
Fire Apparatus Replacement/Additions

The expenditure in 2016 is for the replacement of a Rescue Pumper.
Fire Fighting Equipment and Personal Protective Equipment (PPE) Program
This program allows for the replacement of decommissioned PPE to ensure firefighters are suitably equipped to remain inservice when their primary set of PPE has been taken out of service for cleaning and/or repairs. Supplying the additional set
of required PPE to each firefighter was mandated by the Ministry of Labour in 2013. This is a priority health and safety part
of the TCA program.
26
Part 2
Fire Station Relocations and Construction
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.
One of the approved recommendations was that the Station Location Review presentation be received for information and be
used as a planning guide for the rebuilding and/or relocation of Fire Stations.
Station #3 was moved in August 2012 to a renovated facility on Clonsilla Avenue that provides improved response times to
the west end as well as serving the south end.
As well, report CSF10-001 (b) indicated that Station #2 on Carnegie Avenue would be replaced with annual capital budget
priorities and scheduled development. The $3.0 million provision shown in 2018 represents the estimated construction cost
to replace the 45-year old Station. 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.
27
Part 2
Emergency and Risk Management Operating Budget
The Emergency and Risk Management Division is responsible for plans, procedures,
training and education to ensure the coordination of response and recovery efforts
among government, the private sector and non-government organizations during
complex emergencies. This is a legislated requirement under the Emergency
Management and Civil Protection Act. The Division is also responsible for the corporate
insurance and risk management program, including the acquisition of property,
equipment and vehicle insurance, risk management training and programs, and the
management of incident reports and handling of claims brought against the City.
The Emergency Management and Civil Protection Act states that municipalities must
establish emergency management programs that include mitigation, prevention,
preparedness, and response and recovery activities to promote disaster resilient
communities.
The Emergency Response Plan and training will continue to integrate the Provincial
Incident Management System (IMS) principles and framework. Training and plans will
be IMS focused.
Corporate and Divisional Business Continuity Plans will be reviewed and updated to
ensure continuity of critical services and business operations.
The Provincial Nuclear Emergency Response Plan designates the City as a host
community for Durham Region residents in the event of significant nuclear incident at
the Darlington or Pickering Nuclear Generating Stations.
28
Part 2
Back-up Generators
In 2007, a Generator Purchasing Program was established as a result of an identified need for the City to provide emergency
reception/evacuation centre services, without reliance on resources from outside of the City.
There is no recommendation for 2016, the program will resume in 2017.
29
Part 2
Corporate Services Departmental Summary - Operating

Budget
This Department facilitates coordinated and effective delivery of services
provided by the Clerk's Office, Financial Services, Property Services, Human
Resources, Corporate Information Services and Facilities and Special Projects.
The City Clerks budget includes a new full time Records Management position.
The position has been funded in capital for four years; however, the ongoing
nature of records management necessitates a permanent position to guide the
corporation in its records management obligations.
The Financial Services budget includes a request for a new Corporate
Sponsorship Coordinator. Like many other municipalities, the City has
opportunities for naming rights, advertising and sponsorships of events and
programs that could be offered to businesses and generate non-tax revenue to
help offset its costs. This position will lead the initiative and work with all
departments to create opportunities and approach potential partners. The
30
Part 2
position has been budgeted with a net zero tax levy impact and is expected to
fully recover at least its cost through additional advertising and sponsorship
revenues.
The Property Division operating budget includes a $50,000 increase for City Hall
and Police Station snow clearing. This was previously done by Public Works
(PW) staff and will free up PW staff to focus more on City streets and sidewalks.
It also includes a $35,000 increase for Custodial Services. These increases are
offset by new revenue of $25,000 for property management of the Simcoe Street
Court House.
The net increase of 6.9% in Corporate Information Services reflects the increase
of individual applications or systems that are supported and continues to be one
of the significant growth areas over the past five years. This signals that City
staff are finding new and improved ways to use technology to meet their
business needs. To date, this has been absorbed with minimal or no growth of
IT staff resources; however, the current rate of growth cannot be sustained with
current resource levels.
Gross expenditures are $3.0 million with approximately $2.2 million of this
amount being the Citys portion of Peterborough Technology Services (PTS)
costs incurred to provide employees and equipment to support the Citys
technology needs. Approximately $1.1 million of total costs incurred is charged
out directly to City Departments where there is a need to allocate specific
charges due to the sharing of costs either with the Province or the County or the
activity receives a fee for the service. The net $1.8 million residing in Corporate
Services represents the non-allocated charges.
Recommendation
That any unused Peterborough Technology Services Budget, at the end of
2016, be transferred to the Electronic Data Processing (EDP) Reserve,
subject to the overall year-end position and that if actual 2016 costs exceed
the 2016 Budget, funds may be drawn from the EDP reserve.
The Facilities and Special Projects Division provides project management
resources to capital projects throughout the Corporation. In 2016, the priorities
for capital initiatives include project management for:
The Peterborough Public Library renovation and expansion project design,

tendering and construction.
The temporary relocation of the library which includes renovations to the
temporary site, move and storage of excess materials.
Completion of the Trent sport field project (proposed fields opening June
1, 2016).
Development and construction of two new picnic pavilions in public parks.
31
Part 2
The implementation of the Little Lake Master Plan study recommendations

with the construction of shoreline rehabilitation in selected areas of Little
Lake. This project is a cooperative initiative with Otonabee Conservation.
These projects are listed in their corresponding divisional capital budgets.
32
Part 2
Corporate Services Departmental Summary - Capital Budget
33
Part 2
34
Part 2
The 2016 Capital Budget for Property reflects the consolidation of facility costs for numerous Departments/Divisions. Building
Assessment Audits have been completed for all major facilities. Completing the work recommended in the audits is subject to
the financing constraints of the capital budget and prioritized in a 20-year plan. The identified items that require repair and/or
replacement are designated per facility.
Among the largest expenditures planned for 2016 are the installation of a new Elevator at City Hall in the amount of
$1,083,000, Police Station Window Replacement for $350,000 and Exterior Facade and Window Replacement at the
Museum for $550,000.
35
Part 2
36
Part 2
37
Part 2
Park Washroom Replacement

Buildings
Resources are recommended in 2017
to demolish the existing washroom
building at Nicholls Oval Park and
replace it with a new facility that
services all users of the park, including
persons with a disability.
Construction of New Athletic
Facilities
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.
Fleming College Sport Fields
38
Part 2
City Departmental Projects

This project includes various projects that business units have requested IT 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.
39
Part 2
Peterborough Technology Services City 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. This capital account is used for hardware, software, labour and miscellaneous costs that are
shared between the City and the Peterborough Utilities and the amounts shown represent the Citys portion. An example
would be capital costs associated with the UNIX server, which hosts corporate applications for both organizations.
40
Part 2
Enterprise Software Modernization

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 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.
41
Part 2
Corporate Website Refresh
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 ten years old and is beginning to lag behind current expectations in both functionality and
design. A website refresh is required to address these issues.
Participatory Budgeting
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.
42
Part 2
Fairhaven Capital Funding

As part of Report CPFS12-062 dated September 4, 2012, Council resolved that beginning with 2013, subsequent draft
Capital Budgets include a provision for on-going capital funding for Fairhaven. The current provision is $192,200.
43
Part 2
Kawartha Trades and Technology Centre (KTTC)
Through Report CAO14-015 dated July 28, 2014, Council approved the funding agreement and the payment of the first
installment of $333,300. The 2016 Draft Capital Budget includes the third and final installment of $331,400.
Phase-in of Development Charges
In consideration of Report CPFS12-056 Development Charges, Council approved a phase-in of the City-Wide Uniform Charge
as follows: August 1, 2012 0%, January 1, 2013 50%, January 1, 2014 50%.
The phase-in of the rates resulted in lost Development Charge revenues amounting to $1.3 million.
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.
Hospice Peterborough Funding Request
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 toward 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.
44
Part 2
Legal Services Departmental Summary Operating Budget

The Office of the City Solicitor (OCS) provides legal advice and general legal services to
the Corporation, Council and various local boards. This Division also represents the
City as counsel and advocate before the courts and administrative tribunals.
The Provincial Offences Office provides administration and court services for the
processing of offences under the Provincial Offences Act. For 2016, POA fine revenues
are expected to decrease slightly compared to the level budgeted in 2015. Net
revenues are divided between the City and the County of Peterborough, based on
weighted assessment. The County share for 2015 is 54.2%, up slightly from 54.0% in
2015.
45
Part 2
As a member of the Risk Management Committee, the OCS works closely with the
Insurance and Risk Management Coordinator on claims management involving litigation
and insurance coverage for contractual and other risk management documents.
Staff negotiated a three-year lease extension with the Ministry of the Attorney General
for its continued use of 70 Simcoe Street until December 2017. After that time, 70
Simcoe Street may then become available to assist with overcrowding of the POA
Office and lack of court time. As such, a POA Facility Needs Study has been budgeted
for $25,000 in the 2016 Capital Budget.
46
Part 2
Utility Services Departmental Summary

Operating Budget
The Utility Services Department provides a wide range of services and has a gross
operating budget amounting to $55.3 million.
47
Part 2
Utility Services Departmental Summary Capital Budget
48
Part 2
49
Part 2
Utility Services Administration - Operating Budget

The Office of the Utility Services Director directs, manages and coordinates the
provision of transit, transportation services, waste management, public works and
environmental protection activities as well as the construction and maintenance of all
public infrastructure in the City (except for water treatment/distribution and the electrical
systems).
The tenant lease currently in place at the 791 Webber Avenue location expires early in
2016. As a result, revenues for the Division have decreased by $80,000 compared to
2015.
50
Part 2
Street Light Review and Upgrade

A large percentage of the existing street light infrastructure is approaching or has past 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 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.
51
Part 2
Emerald Ash Borer (EAB) Management Plan

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 was able to
retain all the elements of the original Management Plan yet reduce the ten-year
cost by about $1 million.
Emerald Ash Borer
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.
The Urban Forest Specialist is a 3-year (April 9, 2013 to April 3, 2016) contract position that is supported by the Emerald Ash
Borer (EAB) capital program and was established to lead the preparation of an EAB Management Plan.
52
Part 2
The Management Plan has been adopted by Council and the Urban Forest Specialist has taken on many aspects of urban
forestry beyond EAB such as tree evaluations for road construction projects, tree risk assessments and advancement of
many Urban Forest Strategic Plan recommendations. Moving this position from a temporary (contract) to a permanent
position will ensure the City is well situated in fight against EAB and that the principles and policies established in the Urban
Forestry Strategic Plan continue to move forward.
53
Part 2
54
Part 2
Bears - Marina Boulevard Major Storm System By-Pass

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.
As described in Council Report CPFS 15-043, the City is currently pursuing external funding through the Province for this
project.
55
Part 2
CCTV Inspection of Pipes (A-230)

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, remedial plans to address problems in the sanitary sewer system are developed and
implemented.
56
Part 2
Engineering, Construction and Infrastructure Planning Divisions Operating Budget

This Division manages the maintenance, rehabilitation and development of the Citys
road, sidewalk, sewer and storm water facilities. In addition they provide the
engineering review for all development applications and maintain the Citys streetlight
infrastructure.
Recommendation
That any 2016 Engineering Overhead surplus be transferred to the Engineering
Design and Inspection Reserve, subject to the overall year end position and that
if actual 2016 Engineering costs exceed the Budget, funds may be drawn from the
Engineering Design and Inspection Reserve.
57
Part 2
58
Part 2
Parkhill Road West - Wallis Drive to West City Limit

Major reconstruction and urbanization of Parkhill Road is required to improve the safe operation of this road, provide better
storm drainage 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.
59
Part 2
Chemong Road Parkhill Road West to Parkway Right of Way
Major reconstruction to widen this road to five lanes of traffic, by the introduction of a centre turn lane, was identified in the
Transportation Master Plan. This work is necessitated by an increase in traffic volumes and commercial properties.
The 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.
Ashburnham Drive - Lansdowne Street to Maria Street
This work includes major reconstruction to a two lane urban arterial. Through Report USEC15-005, dated March 30, 2015,
Council pre-committed $2,960,000 towards the project in 2016. The project involves 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 majority of the funds requested in 2016 (except for $70,000 were preapproved by Council during consideration of Report
USEC15-005.
Brealey Drive Urbanization Lansdowne Street West to Stenson Boulevard/Sir Sandford Fleming College Entrance
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 majority of the funds requested in 2016 (except of $70,000 were preapproved by Council during consideration of Report
USEC15-004.
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.
60
Part 2
Armour Road - Nassau Mills Road South to Rotary Trail
This project is for the 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 and development of the City Arena Complex and Trent Research and Innovation Park. To facilitate the
stormwater management issue as well as access points to the secondary plan development, the City is securing funds for the
Environmental Assessment (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. This EA
will be coordinated with the Nassau Mills Bridge projects (Ref. 5-4.02 and 5-4.03).
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.
61
Part 2
Various 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).
62
Part 2
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. 2016 will also
include re-inspection of our arterial roads and a portion of our local roads. Re-inspection information will be utilized for
subsequent resurfacing programs.
The Resurfacing Program is identified through the Citys 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.
63
Part 2
Donegal Street Bridge over Jackson Creek

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.
64
Part 2
Nassau Mills Road Bridge over Otonabee River
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) and is proposed that this be coordinated with the Armour Road project (Ref. 5-2.16). It is proposed to begin
the EA in 2016 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.
Nassau Mills Road Bridge over Trent Severn Waterway
The 2011 Transportation Master Plan concluded that a new four lane bridge, and widening of Nassau Mills Road from
University Road to 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) and this will also be coordinated with the Armour Road project (Ref. 5-2.16). It is proposed to begin the EA
in 2016 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.
65
Part 2
Detailed Bridge Inspection Program

The structural integrity, safety and condition of every bridge is to be determined through the performance of at least one
inspection every 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 2016 project funding
will complete the detailed inspections required that are identified in the previous OSIM program.
OSIM Bridge Preventative Maintenance Program
Following the condition inspection, the City was provided a capital program that reflects the needs identified to maintain the
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.
66
Part 2
Various New Sidewalk Installations

City Council, at its meeting of June 6, 2011, in considering Report USDIR11-010 dated May 30, 2011, reaffirmed Councils
plan to install new sidewalks as per Report USTR08-008. 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. The 2016 projects are Priority 1 or 2 and are located on Arterial Roads and are not anticipated to be
impacted by ongoing sidewalk policy review.
Various New Multi-Use Trails
Active transportation is a general term for the use of human-powered, non-motorized modes for transportation such as
walking, running, 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.
67
Part 2
68
Part 2
Sanitary Sewer Master Plan Implementation

In 2012, the City completed the Detailed Sanitary Sewer Class Environmental Assessment (EA) as recommended in the
Citys 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. It also
recommends 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.
Applegrove Avenue Chemong Road to Highland Road
Due to the age and deteriorating condition of the sanitary sewers, replacement is proposed. The system in this area dates
back to the 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 so it will be a collaborative
project.
Simcoe Street Forcemain Replacement
Due to the deteriorating condition of the sanitary sewer forcemain along Simcoe Street, replacement is proposed.
Operational issues experienced in the last ten 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. As described in Report CPFS15-043, the City is currently pursuing external
funding through the Federal government for this project.
69
Part 2
Storm Sewer Rehabilitation Program

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.
City Wide Storm Water Quality Master Plan Implementation
Council, at its meeting of September 21, 2015, in considering Report USDIR15-003, authorized the renaming of the Sewer
Surcharge Reserve Fund to the Wastewater Reserve Fund and requested a further report on the matter of a stormwater user
rate.
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.
70
Part 2
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.
71
Part 2
Public Works Division - Operating Budget

The Public Works Division is responsible for delivering a wide range of services
including winter control, pavement maintenance and cleaning, and parks and forestry
maintenance.
Solid waste collection, while it is performed by Public Works staff, is shown in the
Budget under the Waste Management Division to better reflect its funding from the
Waste Management Reserve Fund.
Administrative costs are funded through other activities based on an overhead
percentage charged on direct Public Works labour incurred. These activities include
Public Works activities, other City Divisions activities, as well as work performed for
outside customers. Public Works provide operational services 24 hours a day, 7 days a
week. The garage repairs and maintains approximately 610 pieces of equipment for
client groups.
2016 will be the first year for the operations of underground services to occur from the
Environmental Protection Division rather than the Public Works Division. As a result,
the Public Works budget has decreased in storm sewers and sanitary sewer activity and
increased under Environmental Protection. Public Works will continue to provide first
point of contact and 24/7 response to lateral services and repairs of concrete and
asphalt surfaces as a result of sewer works.
Equipment costs are charged directly to activities as utilized by applying an hourly rate.
These are, in effect, internal rental rates, which offset the repair, maintenance and
replacement costs of the equipment.
The 2016 horticulture program is proposed to remain at the 2015 level of service.
2016 will see the continuation of an Emerald Ash Borer program. For the purposes of
the 2016 Budget, Public Works will continue to cut the same turf grass areas (349
hectares) as was cut in 2015. 2016 will be the fourth year of a five-year Goose Control
program. Funds for this program are included in the Parks maintenance contractual
services budget line.
For Winter Control, the 2016 Budget anticipates the same lane kilometres expected to
be maintained as in 2015; however, at its meeting of September 8, 2015, City Council
approved Report USPW15-012 which recommended improvements to the provision of
winter service. The improvements include the addition of six Temporary winter staff,
leasing of equipment and the use of contracted services to haul snow. The increase in
the 2016 Winter Control Budget was a result of this approved report.
72
Part 2
73
Part 2
Traditionally, surplus funds for the Winter Control activity have been transferred to a Winter Control Reserve to be used in a
year when the City experiences severe weather events. The balance of the reserve is $548,000 and represents
approximately 18.3% of the 2016 budgeted amount of $3.0 million.
Recommendation
That any unused portion of the 2016 Winter Control Budget that may exist at year-end be transferred to the Winter
Control Reserve, subject to the overall year-end position and, that if actual 2016 Winter Control costs exceed the
2016 Budget, funds may be drawn from the Winter Control reserve.
74
Part 2
Upgrade and Replace Playground Equipment

Accessibility upgrades will be undertaken in approximately eight playgrounds. These upgrades will include accessible
surfaces, paved access and walkways, and benches.
In addition, improvements will be made to the following three courts: Bonnerworth Tennis Court, Hamilton Park Basketball
Court, and Inverlea Park Basketball Court
75
Part 2
Sidewalk Reconstruction
The municipal sidewalk inventory totals 386 kilometers. The recommended budget provides funds to replace about 3,200
linear metres of sidewalk or 0.80% of the existing inventory.
Public Works Vehicle and Equipment Replacement and Enhancement
The purchases planned for 2016 are all replacement purchases and will be funded from the Public Works Vehicle and
Equipment Reserve. Funds are contributed to this reserve from the Operating Budget and the reserve is then used to pay for
vehicle/equipment replacements.
Public Works Relocation Project
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.
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. 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.
76
Part 2
Urban Forest Strategic Plan

On June 20, 2011, Council adopted an Urban Forest Strategic Plan for the City through Report USPW11-008. The Plan
included a schedule for implementation that required further Council approval. The 2016 Budget provides for $70,000 to
implement the plan, and $90,000 to plant trees.
77
Part 2
Transportation Division Operating Budget

The Division is responsible for the operation of the municipal transit system, off-street
parking lots, including the King Street and Simcoe Street parking garages, as well as
control over the on-street parking, operation and maintenance of traffic signals, signs
and pavement markings, parking by-law enforcement and adult crossing guards. The
Transportation Demand Management activity implements the various recommendations
in the Transportation Plan including the cycling network, sidewalk policies and priorities
and community outreach programs such as Shifting Gears.
78
Part 2
Public Transit Operations
A number of
recommendations of the
2011/2012 Public Transit
Operations Review were
approved by Council
through reports USDIR12016 and USDIR12-019.
Implementation of the
recommendations is a
phased process that
began in the spring of
2013 and will continue into
2016.
Ridership figures are a key
Peterborough Transit Bus
transit statistic and are
shown in the following chart. Ridership levels in 2015 are expected to recover from
2014 levels although revenues are expected to see a 1-2 % reduction from 2014 as
customers are moving to more affordable fare options. Revenues for 2016 are
expected to recover to within 1% of 2014 levels as improved cost recovery measures
are implemented for Trent University and STSCO services. The base budget does not
include any new revenue hours of service except for a special New Years Eve transit
service which is proposed for 2015/2016 on a trial basis.
Implementation of the new computerized Handi-Van reservation system in 2015 has
improved customer service by increasing capacity and bookings by up to 30% and in
doing so has increased the number of same day trip requests that can be
accommodated.
79
Part 2
No fare increase is being recommended in 2016 for regular passenger service.

The budget is based on 131,370 revenue service hours, which are split with
conventional transit at 117,250 hours and specialized transit at 14,122 hours.
The 2016 Budget includes the continued contribution to the Transit Reserve in the
amount of $600,000. The 2016 Budget also includes $154,000 in enhanced service for
snow clearing at transit stops as approved by Council as part of the Updated Winter
Services Report (USPW15-012).
Provincial Gas Tax
In October 2004, the Province of Ontario announced the Gas Tax Rebate Program,
which provides 2 cents/litre of gas tax to assist in funding improvements to service
delivery that support transit ridership growth. The program generates funds for public
transportation, which is subject to change annually based on annual sales of gasoline.
The total allocation is based on 70% transit ridership and 30% municipal population.
Public transportation ridership will include the totals of both conventional and
specialized public transportation services. Under the program, it is estimated the City
will receive $1.55 million in 2016. The funds are placed in a Provincial Gas Tax
Reserve Fund and then transferred from the reserve fund to finance authorized
expenditures.
80
Part 2
The authorized expenditures include:
Public transportation capital expenditures that promote increased transit

ridership, and are above a municipality's baseline spending.
Public transportation operating expenditures that are above a municipalitys

baseline spending.
Capital expenditures that provide improvements to transit security and passenger

safety and are above a municipalitys baseline spending.
Major bus refurbishment on any fully accessible, or to be made fully accessible,

public transportation vehicle.
Provincial gas tax funds cannot be used to offset expenditures in other municipal
departments.
For 2016, the full amount of $1.55 million will be drawn from the Provincial Gas Tax
Reserve Fund to offset expected costs.
Parking
Parking operations are projected to have a $484,479 (2015 - $245,200) surplus for 2016
before considering the $661,894 debt service cost incurred for the King Street Garage.
2016 is the final year remaining on the King Street Garage debenture. The debt for the
Simcoe Street Garage was paid in full at the end of 2013. The Parking Reserve
contribution has been decreased by $100,000 for 2016 as the Reserve has a current
uncommitted balance of $304,000.
In 2015, staff completed a review of parking fines and fees as part of Report USTR15010. Altogether for 2016, Parking revenues are projected to increase by $174,500 with
Fine revenues increasing by $50,000 and general parking revenues by $124,500.
Overall, the resulting $177,415 deficit becomes a charge against the general tax levy.
The annual deficit is offset by the $1,031,170 grant in lieu expected from the MNR. One
of the primary reasons the King Street Garage was constructed was to provide required
parking for MNR staff and financial projections at the time assumed the MNR grant, in
lieu of taxes, would be used to offset the garage operation costs.
Parking control services are provided by Securitas Canada. The current contract has
been extended for one year and expires March 31, 2016.
81
Part 2
Traffic
In October 2007, Council awarded various contracts for the implementation of the
Traffic Signal LED Conversion Program (USTR07-012) to retrofit all traffic signal
indications within the City of Peterborough from incandescent lamps to energy efficient
LED lamps. The objective of the program was to reduce energy costs and greenhouse
gas emissions and to date these objectives have been realized.
Traffic Signal LED lamps have an expected life of approximately ten years and come
with a five-year warranty. The existing LED lamps will be nine years old in 2016, have
no remaining warranty and are approaching 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
has commenced with the procurement of the LED lamps in 2015 followed by installation
in 2016.
Beginning in 2011, Council directed staff to transfer any unused Traffic Signal
Maintenance Budget at the end of the year to reserve. The past contribution to the
Traffic Signal Reserve in the amount of $76,500 has been eliminated for 2016. The
reserve has a current uncommitted balance of $514,000.
The Traffic Operations Review project, initiated in fall 2015, is expected to continue in
2016 and will develop recommendations for short term improvements to intersections,
signal timing, traffic operational policies, and system wide optimization of traffic flows
through enhancements to the City's computerized traffic signal system. Work in 2016
will include public consultation and reporting of the recommendations to Council.
Recommendation
That any unused Traffic Signal Maintenance Budget, at the end of 2016, be
transferred to the Traffic Signal Reserve, subject to the overall year-end position
and that if the actual 2016 traffic signal maintenance costs exceed the 2016
Budget, funds may be drawn from the Traffic Signal Reserve.
Transportation Demand Management (TDM)
Peterboroughs TDM programs include improving the infrastructure that supports
walking, cycling, carpooling and public transit while also promoting these modes of
transportation. Partnerships with Peterborough Green-Up and the Peterborough
County-City Health Unit are important for program implementation.
The Division will also work with the Engineering and Construction Division,
Infrastructure Planning Division and the Planning Department to implement and
prioritize new trails, cycling facilities and sidewalk construction.
82
Part 2
Terminal Building Upgrades

The approved 2012 Public Transit Operations Review (Reports USDIR12-016 and USDIR12-019) recognized the current
required renovation needs for the Transit Terminal. The East Wing renovation was completed in the fall of 2015 and included
a new modern dispatch centre and upgraded staff facilities. Council, in approving Report CPPS15-033, awarded the Transit
83
Part 2
Terminal West Wing Renovation and included a pre-commitment of the 2016 Budget request. This phase will upgrade the
customer service and public waiting areas along with the transit administrative offices.
Transit Buses
The City currently has a conventional transit fleet consisting of 52 buses as of December 2015. This includes three new
buses delivered in August 2015 and three 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 six buses were recommended to
facilitate service expansions recommended in the review. The 2016 purchase of one new replacement bus will leave five
new vehicles to be purchased between 2017 and 2018 to complete the vehicle replacement program.
84
Part 2
Simcoe Street Parking Garage Rehabilitation

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 Street Garage will commence
in the spring of 2016.
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.
85
Part 2
Strategic Downtown Parking Management Study

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.
86
Part 2
Traffic Signal Infrastructure Improvements

Initiated in 2005, this is a multi-year program to replace deteriorating traffic signal equipment to meet minimum standards
and control 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.
87
Part 2
Traffic Signal LED Replacement Program
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.
George Street Improvement Project

This project will improve the operation of George Street from Sherbrooke Street to Perry Street and implement 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 sidewalks. This project will be coordinated 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.
88
Part 2
89
Part 2
Environmental Protection Division Operating Budget

The Environmental Protection Division (EPD) operates and maintains a Class 4
wastewater treatment facility, 11 sewage pumping stations, storm and sanitary sewer
collection systems and an accredited laboratory in compliance with Environmental
Approval Compliance requirements. The Division also operates and maintains the
Centennial Fountain in Little Lake.
2016 is the first year of the operations of underground services from this Division.
Previously these services were provided by Public Works. This accounts for the
significant increase in expenditures in the Environmental Protection Division.
Phase 4 Construction at the Plant is now complete. This project provides improved
management of extraneous flows to the Waste Water Treatment Plant (WWTP) and
mitigation of sewage bypasses.
90
Part 2
All WWTP and pumping station expenditures are funded from the sewer surcharge,
which is levied by the PUC on water bills. The revenue from extra strength surcharge
agreements, and hauled sewage from surrounding counties, will continue to offset plant
operating costs. The draft 2016 Budget assumes a sewer surcharge rate of 95%, the
same as in 2015.
Average Daily Flows
Waste Water Treatment Plant
2009-2015
Description
2010
3
Average Daily Flows (M )

Million Gallons per Day
2011
2012
2013
2014
2015
(est)
41,786
47,334
43,138
44,051
44,251
42,000
9.19
10.41
9.71
9.69
9.73
9.24
The above data reflects the fact that flows to the Plant will fluctuate depending on
weather conditions as well as inflow and infiltration. Below normal precipitation in 2010
and 2012 impacted flows to the plant. Continued enhancements and maintenance to
the sanitary sewer system will help reduce the overall unwanted flows to the plant, and
delay future costly expansions. A comprehensive preventative maintenance program
on the sanitary sewer trunk mains will continue to provide safe and reliable conveyance
of wastewater to the Plant for treatment. Regular Storm Sewer and catch basin
cleaning will improve surface water drainage to reduce flooding on city streets.
Pumping Stations
The majority of the
existing pumping
stations have been
substantially
upgraded during the
last four years to
meet stringent
environmental
regulations.
Waste Water Treatment Plant

91
Part 2
Equipment Upgrades and Replacements

The investment of $632,900 in 2016 toward 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.
92
Part 2
Nelson Landfill Monitoring Program

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
EPA 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.
While all three parties share annual costs equally, the City has taken a lead role in the monitoring program and liaison with
Ministry officials.
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.
93
Part 2
Harper Road Former Waste Disposal Site Environmental Study/Monitoring Program and Remedial Action Plan for
Site Clean-up
The City of Peterborough operated a landfill site from approximately the mid-1940s to the mid-1960s in the area of Harper
Road and Sir Sandford Fleming Drive. This is not an engineered facility and the site received both municipal and industrial
waste. Recently (2008 onwards) some work was performed which was initiated to address PCB seeps to surface water in
the surrounding surface water streams. The Ministry of the Environment and Climate Control has directed the City to file an
application for a new Environmental Compliance Approval (ECA) for the site. This process will provide a clear, concise
directive outlining provisions to manage the former landfill according to todays 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.
94
Part 2
Waste Management Division - Operating Budget

The Waste Management Division provides waste collection, processing and disposal
programs/services including the collection of recyclables, green waste, garbage and
large articles, composting, hazardous waste, electronic waste, and landfill activities.
95
Part 2
Peterborough County/City Waste Management Facility
On July 1, 2002, the City and the County signed an agreement whereby the County
became an equal partner in the ownership and operation of the Peterborough
County/City Waste Management Facility (the Bensfort site). Under the terms of the
ownership agreement with the County, all expenditures (operating and capital), and
revenues are shared on a 50:50 basis.
Total projected tipping fees for 2016 are $3.1 million (2015 - $2.6 million). Disposal
rates for loads of 101 kg or more are recommended to remain at $90 per tonne.
The County will contribute almost $1.9 million towards the gross costs of the landfill
operation and receive approximately $1.5 million in tipping fees revenue for a net cost
to the County of $0.4 million.
The 2016 contribution to the Waste Management Reserve Fund is $660,000, the same
as 2015.
A 20-year Waste Management Master Plan was approved in February 2013 with a view
to increasing diversion from landfill in the most cost-effective manner.
The diversion of source separated organics (kitchen wastes) will continue to be
investigated in 2016.
Waste Management Program Long-term Projections
Each year at budget time, staff projects the ten-year revenues and expenditures that
affect the Waste Management Reserve Fund.
As shown on the following charts, if the $3.5 million Construction & Transfer of Leaf &
Yard Compost Facility is built in 2017, the reserve fund will move into a deficit position
and continue in that position for at least ten years. A combination of Capital Levy, debt,
and delaying some future years Capital projects will be required.
96
Part 2
Waste Management Program
Operating Revenue and Expenditure Projections (2016 to 2025)
97
Part 2
Waste Management Program
Capital Expenditures and WMRF Projected Balances (2016 to 2025)
98
Part 2
Peterborough Landfill Site

The South Fill Area (SFA) 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.
99
Part 2
Community Services Departmental Summary

- Operating Budget
The office of the Community Services Director is responsible for the following divisions:
Arenas, Arts, Culture and Heritage (which includes the Art Gallery of Peterborough,
Heritage Preservation Office, Peterborough Museum and Archives, Peterborough Public
Library and Market Hall), Recreation (which includes the Marina, Beavermead
Campground and the Peterborough Sport and Wellness Centre), Social Services,
Sustainability, and the Community Grants program.
100
Part 2
Community Services Departmental Summary Capital Budget
101
Part 2
102
Part 2
Community Services Administration Division - Operating Budget
103
Part 2
Community Project and Investment Grants
The Community Services Department administers and coordinates the Citys Community
Grants program in support of local non-profit, community-based organizations that
provide direct programs, services, or activities that enhance the quality of life for
Peterborough residents in the areas of social services and health, arts, culture, heritage,
recreation, or the environment.
The 2016 Draft Budget includes a 1% cost of living increase to all service grant
recipients. The budget also includes a provision of $50,000 for Special Events and
Sponsorships similar to 2015.
The Community Project Grant program, budgeted at $21,210, provides grants ranging
from $250 to $1,000 to informal not for profit organizations located within the geographic
boundaries of the city. Annual applications are reviewed through a competitive process
by a staff Grant Review Committee, which recommends funding awards for Council
approval.
The Community Investment Grant Program, budgeted at $210,000, provides grants
ranging from $1,000 up to $15,000 as matching funds to incorporated, not for profit
organizations that are located within the geographic boundaries of the city. There is an
annual competitive application process in which eligible organizations can apply for
funding. Applications are reviewed by a Council-appointed Grant Review Committee,
which recommends funding awards for Council approval.
Community Service Grants
The Citys Community Service Grant program was created in 2006 to bring together all
of the local charities and not for profit organizations that are currently receiving City
funding through transfers, operating grants or designated as Municipal Capital Facilities.
This program focuses on organizations providing services that are typically provided by
the municipality, on behalf of the municipality. Typically, funding levels exceed $15,000
and should not exceed more than 25% of the organizations annual budget. The unique
funding arrangement is often supported with a formal service agreement.
Sustainability
The Citys contribution to Sustainable Peterborough will increase to $40,000 and has
been moved from the Capital Budget to the Sustainability Operating Budget. As will the
$50,000 allocation in the Sustainability Capital Budget for the Low-Flow Toilet Rebate
Program, that is funded from the Waste Water Reserve Fund.
104
Part 2
Recommendation
That any surplus funds at the end of 2016 for Market Hall be transferred to the
Market Hall Capital reserve for unanticipated maintenance expenses or small
capital improvements.
That any unused Sustainability Budget, at the end of 2016, be transferred to the
Sustainability Reserve, subject to the overall year-end position, and that if actual
2016 costs exceed the 2016 Budget, funds may be drawn from the Sustainability
Reserve.
105
Part 2
Sustainability Projects
A capital budget of $125,000 has been established for sustainable projects or to leverage private sector funding. 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 Plan.
106
Part 2
Canadian Canoe Museum Reinvention/Relocation
The Canoe Museum has requested Transition Funding for project planning purposes in 2015 and 2016. They anticipate
additional funding requirements from all sources in the amount of $270,000 and $200,000 respectively. The Canoe Museum
has applied for Trillium funding for this phase. Staff recommend a City contribution of $100,000 in both years to assist with a
portion of the total requirement.
County Jail Park
The County has requested a financial contribution of $150,000 to be paid out in three instalments 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.
107
Part 2
Recreation Division - Operating Budget

This activity includes the cost of providing the necessary staff and resources for the
planning, supervision and evaluation of a variety of recreation services. Services under
the supervision of the Recreation Division include: community development and
community assistance activities, facility management (of both indoor and outdoor
facilities), direct delivery programs and special event projects. The Administration
budget also includes an allocation for program subsidization of children in recreation
programs.
The expenses to promote and advertise Division programs, services and rental facilities
are included as part of this budget.
108
Part 2
Marina, Recreation and Beavermead
The Peterborough
Marina operation
includes an 84-slip
marina operating over a
six-month period,
receiving 900-1,000
boats annually. The
Marina is projected to
generate a modest
surplus of approximately
$6,700 in 2016.
Effective in 2016, the
budget for the Queen
Alexandra Community Centre building has been re-allocated to the Property
Management Division, with exception of the costs associated with cleaning, supplies,
and the facility management agreement with Activity Haven.
Peterborough Marina
Through report CSRS14-006 dated September 22, 2014 Council has approved the
extension of the operating agreement with ORCA for the operation of the Beavermead
Campgrounds for a five year term (2015 - 2019), with an option to renew for an
additional five years (2020 - 2024).
The 2016 Recreation Budget for the Campground operation only includes a $3,500
expense for opening and closing processes completed by Public Works.
Peterborough Sport and Wellness Centre
The Peterborough Sport and Wellness Centre (PSWC) is a leisure recreational complex
that offers: community recreational programs and services; lifestyle, and wellness
fitness programs. The facility includes leisure and therapy pools; exercise studio;
fitness centre; three gymnasiums; child minding room and three meeting rooms. The
PSWC serves the city of Peterborough and surrounding community in addition to the
full-time student body at Sutherland Campus, in partnership with Fleming College.
The 2016 Budget includes the transition of the Assistant Manager position from 50/50
funding with Fleming to 100% City funding to better reflect revised responsibilities.
Of the $2.8 million gross budget, $0.6 million, or 22.0% are funded by Fleming College,
as part of the partnership agreement with the City of Peterborough.
The provisions for both heat and utility costs have been increased to reflect actual
costs.
109
Part 2
User fees have been reviewed and changed to be on par with the market.
Recommendation
That any surplus funds at the end of 2016 for the Peterborough Sport and
Wellness Centre be transferred to the PSWC Capital Conservation Reserve for
future capital improvements.
110
Part 2
Beavermead Campground Park Implementation

Council approved the recommendations of Report USEC15-019, dated August 31, 2015, to pre-commit $322,835 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.
111
Part 2
PSWC - HVAC and BAS Upgrades

The 2015 Capital Budget identified two projects:
Lighting and Pool Filter Upgrades. Both of these
projects will be deferred to future budget years and the
funds will be added to this project to install a new BAS
System and upgrade and modify the entire HVAC
system to make the facility more functional and better
meet the needs of the increased users of the facility.
Peterborough Sport & Wellness Centre

112
Part 2
Arts, Culture and Heritage Division - Operating Budget

As an integral part of the Community Services Department, the Arts, Culture and
Heritage Division operates three facilities that serve the community, works with other
departments and divisions to assist in the development and provision of arts, culture
and heritage activities, facilities, services and resources.
The Division Manager is responsible for implementation of the Municipal Cultural Plan
(MCP) and provides staff support for the Arts, Culture and Heritage Advisory
Committee. The Division Manager represents the Corporation as a member of the
Peterborough Partnership Council on Immigrant Integration and manages the
Immigration Portal.
113
Part 2
Arts Culture & Heritage Administration/Heritage Preservation Office
The Heritage Preservation Office (HPO) is responsible for creating, implementing and
administering programs relating to the preservation of historic places in the city
including structures, landscapes and archaeological sites. The HPO also provides
advice to Council, and liaises with other staff, on a range of issues relating to matters of
built heritage.
In 2016, the Arts Culture and Heritage Administration operating budget includes:
an increase to the $2,500 to cover redesigning and updating the Citys Immigration
Portal; an increase of $10,000 (5%) to the HPTRP is proposed to keep pace with the
programs growth; and an increase of $10,000 to the plaque budget to begin a
maintenance program for commemorative markers.
Peterborough Museum & Archives
As an integral part of the collective memory of the community, the Peterborough
Museum & Archives preserves, presents and promotes the heritage and culture of
Peterborough and area, and also provides other significant heritage programs for the
education and enjoyment of both visitors and residents.
The 2016 Budget shows a net increase of 4.1% ($25,005) which is the result of staff
compensation increases and a .32 FTE increase in the part time staff compliment. The
latter reflects a transfer of paid time from contract fee-for-service to bargaining unit
personnel.
Art Gallery
The Art Gallery of Peterborough (AGP), incorporated in 1974, is a non-profit public art
gallery dedicated to exhibiting and collecting contemporary Canadian visual works of
art. Information about artists and exhibitions are offered through publications, lectures
and educational programs.
In 2016, the Art Gallery of Peterborough will focus on expanding its profile and building
connections into our extended community following the facility renovation, and
temporary move of staff and the permanent collection, to be completed in 2015.
The AGP Board of Directors has revised Board committee Terms of Reference with the
goal to enhance development of the gallerys programs and fundraising initiatives. The
newly formed Outreach and Engagement Committee will work with staff to develop
opportunities which engage our community and encourage volunteer involvement.
114
Part 2
Library
The draft budget includes some increases to staff training as a number of staff retired in
2015, and their replacements need to be trained in their new positions. It also includes
increases to programming budgets, as they are currently funded by donations from the
Friends of the Library, who will cease operations during the renovation period.
Due to the Library renovation, and the move to the temporary location, the library
revenue from room rentals will decrease. Other revenue decreases were made to
accurately portray actual revenue received in 2015, such as microfilm revenue.
Hospitality revenues, such as food and catering have increased due to planned events
in 2016 surrounding the move to a temporary location.
Peterborough Public Library
115
Part 2
Municipal Cultural Plan

The MCP was adopted by Council in April 2012. Throughout 2013 2015, 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.
116
Part 2
Additional Library Space

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 funding included in the 2016 Capital Budget will expand the facility by 9,300 square feet (net).
Collections Acquisition
An annual amount is provided to replace the Librarys collection. Due to space constraints, the Library maintains a zerogrowth 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.
117
Part 2
118
Part 2
Art Gallery of Peterborough (AGP) Facility

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 a
collection storage and work area.
119
Part 2
Arenas Division - Operating Budget

The Arenas Division provides a wide range of programming and events that appeal to
all members of the community and encourage tourist visits. The Arenas Division
consists of four arenas: Peterborough Memorial Centre, Evinrude Centre, Kinsmen
Civic Centre and Northcrest Arena.
120
Part 2
The Division continues a proactive approach in 2016 by strengthening our relationship with
agents, promoters and event organizers with a goal of increasing the number of special
events held in Arena facilities.
Operations at Northcrest Arena continue to stabilize as a result of the sand floor base
installed in the 2013/14 winter season, although maintenance costs of the aging facility
increase.
There are eight years remaining on the Peterborough Memorial Centre debenture which
matures in 2023. Annual principal and interest payments amount to $947,142.
Recommendation
That any surplus funds at the end of 2016 for Arenas be transferred to the Arena
Equipment Reserve for future equipment purchases.
121
Part 2
Facility Upgrade Memorial Centre

The 2016 provision is for: Club Lounge Flooring Replacement, Video Scoreboard Winch/Cable Support System Replacement,
Walk In Fridge/Freezer Replacement and a Pizza Oven.
122
Part 2
New Arena Facility
Given the updated capital cost in Report CSD15-021, this project has been shifted out by one year:
Year
2015
2017
2018
2019
Value
$500,000
$1,500,000
$11,000,000
$20,500,000
Description
Phase I Feasibility Study, Schematic Design, and Costing Study
Phase II Detailed Design and Tendering
Phase III - Construction and Contract Administration
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.
123
Part 2
Social Services Division Operating Budget

The Social Services Division provides the personnel, corporate administration and other
client program and support costs to deliver financial assistance, employment and
addictions services, homelessness intervention as well as childrens services programs
in the City and County of Peterborough.
For 2016, the total $65.1 million gross expenditures for the Division are split between
Social Assistance at $51.9 million and Childrens Services and Community Social Plan
at $13.2 million.
124
Part 2
125
Part 2
Social Services Gross expenditures are funded from a number of sources as set out in
the following chart.
126
Part 2
Social Services Cost allocated based on formulas set out in the Consolidated Municipal Services Management
Agreement
The Municipal Costs are allocated to the City and County based on formulas that are set out in the Consolidated Municipal
Services Management agreement between the City and the County currently in effect for the period January 1, 2014 to
December 31, 2018.
The following chart provides the key cost sharing ratios.
Summary of Sharing Ratios Used to allocate City and County Net Social Services Costs
127
Part 2
Social Assistance
For the 2016 year, the Social Services Division will continue to work on a number of
existing and new initiatives. Some of the more significant items with budget implications
are the following:
The continuation of the upload of Ontario Works (OW) mandatory benefits.
Continuing to assist the Province with improving the new provincial Social
Assistance Management System (SAMS). Determine necessary local business
process changes required due to the introduction of SAMS.
In 2016, the Province is expected to introduce new ways to fund employmentrelated client expenses. Staff will need to work through the service and financial
impacts once the details are communicated.
Continuation of the allocation of upload dollars to the discretionary benefits

budget to reduce the reliance on the Social Services Reserve to pay for the
revised policy from 2013.
As recommended in the Housing and Homelessness Plan, City support of the

capital project at the current mens shelter to improve the facilities and
programming options.
Completion of the office renovations during early 2016.
Co-leading the Healthy Kids Community Challenge with the Peterborough CityCounty Health Unit until March 31, 2018.
Ontario Works and Employment Assistance Administration

The funding model for Ontario Works (OW) and Employment Assistance Administration
and Client Services allows for more provincial subsidy than the municipality is currently
using. For 2016, it is estimated that the City could allocate an additional $3.1 million of
gross spending in the 2016 OW admin budget, which could provide an additional $1.55
million in provincial subsidy but this would require municipal investment of $1.55 million
to cover the other 50%.
Staffing changes in the OW and Employment Assistance program in 2016 are minimal.
There is a request of a 0.4 FTE increase that would convert a position that is currently a
permanent part time 0.6 FTE to a full time position. This position leads Training,
Development and Quality Assurance for the Social Services Division and is important to
continue improving business practices and processes that ultimately improve work flow
and customer service.
128
Part 2
The new provincial database for Ontario Works and Ontario Disability Support Program
has steadily improved since its implementation in November 2014, but there are still
many concerns that need to be addressed. The monthly claims reconciliation is still not
working, but a beta testing process has begun and it is expected to be available by early
2016. There are still some questions about the accuracy of some financial and
statistical reports and the Province continues to work with municipalities to get them
fixed. Staff continue to review and analyze information coming from SAMS and as
improved information becomes available, adjustments will be made.
In the 2014 Provincial budget, it was announced that the Ministry would be changing the
way it funds employment-related benefits to municipalities. This initiative will not be
implemented this fall as announced in February 2015, and no firm date has been given.
The Province is proposing to replace seven existing employment-related benefits with a
single benefit, to stream-line the differing rules and amounts for each benefit, to a single
benefit that can meet each clients unique needs and employment goals. Currently
there is no information on the funding distribution model; and as such, the financial
impact for 2016 is unknown.
Provincial Upload
In 2010, the Province began the uploading of Ontario Works related costs. Before the
upload, municipalities were mandated to pay for 20% of Ontario Works benefits,
including mandatory benefits, discretionary benefits, addictions program and
employment assistance.
The following chart shows the upload rates to full upload in 2018:
Ontario Works Cost Sharing of Basic Financial Assistance
Municipal
Share
Provincial
Share
2010
2011
2012
2013
2014
2015
2016
2017
2018
Ongoing
19.4%
18.8%
17.2%
14.2%
11.4%
8.6%
5.8%
2.8%
0%
0%
80.6%
81.2%
82.8%
85.8%
88.6%
91.4%
94.2%
97.2%
100%
100%
In 2016, the value of the upload for the City is estimated to be $869,116. Of this
amount, $546,150 has been reinvested within the Division, with the balance used to
address other financial pressures across the City in the 2016 Budget.
129
Part 2
Ontario Works Mandatory Benefits

Caseloads in both the City and County appear to be leveling out; therefore the budgeted
average caseload will remain at 3,270 for the City and 692 for the County. As a result,
the City/County cost share of Municipal expenses will remain at 83%/17%. This cost
share applies to OW and Employment Assistance Administration, Addictions, and OW
Formal and Informal child care fee subsidy.
In the 2015 Provincial budget, the Province announced changes to the Ontario Works
mandatory benefits, including a 1% rate increase, and an increase of $25 per month per
case for singles. These changes have contributed to an increase in both the Citys and
Countys budgeted cost per case. Details are shown in the chart below.
130
Part 2
The following Chart provides supporting calculations for the OW benefits.
City and County OW
2016 caseload and cost per case
Ref
1
Description
Allocation of Total
City
Total
3,270
692
3,962
83%
17%
100%
2015 Projected Actual Case Load
3,270
692
3,962
2016 Budgeted Case Load
3,270
692
3,962
Allocation of Total
83%
17%
100%
2016 Case Load Change Over 2015

Budgeted
2016 Case Load
Increase/(Decrease) Over 2015
Budgeted as %
2016 Case Load Increase Over 2015
Projected Actual
2016 Case Load Increase Over 2015
Projected Actual as %
2015 Budgeted Avg. Monthly Cost
Per Case
2015 Year to Date Actual Avg.
Monthly Cost Per Case March 2015
2016 Budgeted Average Monthly
Cost Per Case
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$689.58
$677.37
$682.62
$678.96
$698.15
$694.39
8
9
10
11
12
2015 Budgeted Case Load
County
13
2016 $ change over 2015 Budgeted
$8.57
$17.02
14
2016 % change over 2015 Budgeted
1.2%
2.5%
15
Total net cost based on caseload
$27,395,000
$5,766,000
16
Provincial Subsidy at 94.2%
$(25,806,090)
$(5,431,572)
17
Net Cost
$1,588,910
$334,428
131
Part 2
Discretionary Benefits
On July 1, 2012, the Province introduced a new funding model for discretionary
benefits. The new model caps the total eligible amount for health and non-health
benefits at $10 per OW and ODSP case per month, of which the Provinces share for
2016 is the uploaded percentage or 94.2% ($9.42). The Municipality has committed to
funding approximately an additional $5 per case per month of the revised Citys
Discretionary Policy implemented May 1, 2013.
During the 2014 budget process, City Council approved increasing the funding from the
tax base by $80,000 per year for 5 years, to 2018 to fund the City portion. For 2016, to
assist with keeping the tax increase down, only $40,000 was added to the tax base.
The balance of the funding required for the Citys discretionary benefits, after the
provincial subsidy is factored in, will come from the Social Services reserve. For 2016,
there is a budgeted draw from reserves for discretionary benefits of $61,814.
Altogether, for budget years 2013 to 2016, it is estimated that $235,000 will have been
drawn from the reserve to help fund costs for discretionary benefits.
Community Homelessness Prevention Initiative

Late in 2014, the Province announced that the Community Homelessness Prevention
Initiative (CHPI) funding for Peterborough would be $3,314,500 for the next two fiscal
years (April 1, 2015 to March 31, 2017), which has brought some stability to the
program.
The Housing Stability Fund (HSF) continues to be the area of most demand within the
CHPI program. To sustain 2015 HSF funding levels to help meet the demand for
emergency housing needs within the community, an additional $153,077 over what the
City and County have contributed in the past is being requested for 2016; an additional
$100,000 draw from City reserves, an increase of $27,054 to the City tax base and an
additional $26,023 from the County (over the maximum contribution of $204,000 as
noted in the CMSM cost share agreement).
Childrens Services
As of September 2014, all schools are offering full day kindergarten (FDK). To continue
to assist child care programs with the impact of past and future changes, the Best Start
unconditional grant that is being held in reserve will continue to be used. $200,000 of
the unconditional grant has been budgeted again in 2016 to assist with the transition. If
the full $200,000 is used, there will be $180,806 remaining in the reserve at December
31, 2016.
Since the implementation of FDK, child care programs have been reviewing the new
realities of child care and have been making changes to their licences so that they may
remain viable. As a result, licensed child care spaces have increased by 171 in the City
132
Part 2
and 160 in the County. These increases have resulted in the cost share of Childrens
Services between the City and County to change from 74%/26% in 2015 to 72%/28% in
2016.
Community Social Plan

The Community Social Plan (CSP) program works to implement socio-economic
planning and community development activities across Peterborough city and county.
Identifying and developing local solutions to service gaps is the top priority of the CSP.
CSP staff also coordinate seniors activities within the city and supports the newly
created Peterborough Council on Aging.
The CSP budget cost share continues at a 50/50 split between the City and County for
support to community partner agencies and seniors program funding, and a 40/60 split
for the balance of the CSP program expenditures. Some expenditures are budgeted to
be covered by the joint CSP reserve in 2016, including $15,000 to support the Healthy
Kids Community Challenge and $43,300 to support the Age-Friendly Plan. At the end of
2016, the balance in the CSP reserve is estimated to be $131,425.
The Healthy Kids Community Challenge is a program where partners from different
sectors (e.g. public health, education, recreation, local business) work together to
implement activities to promote healthy behaviours for children and youth. The Ministry
of Health and Long Term Care is funding the initiative and municipalities were required
to be the lead applicant. Peterborough was chosen as one of 45 communities to take
part. Funding of $825,000 was awarded and is to be used from now until March 31,
2018 to assist with activities based on specific healthy behaviour themes. Themes will
promote the protective factors for healthy weights for children and youth such as eating
a healthy breakfast, getting adequate sleep and being physically active. Social Services
and the Peterborough County-City Health Unit will be chairing the working group for the
initiative and the City, County, townships and First Nations in our region will all be
involved under the governance of Sustainable Peterborough.
An Age-Friendly Plan is being created for the city and county of Peterborough. This
plan will develop strategies for improving the quality of life of our aging community while
also celebrating and promoting the positive work already in place for seniors. This
project is made possible through a 3-year Ontario Trillium Foundation grant along with
support from the City and County. This is a collaborative project being administered by
the Municipality of Trent Lakes but delivered by the Community Social Plan and Social
Services Division.
Social Services Reserve

With funding changes over the last few years, mainly in discretionary benefits and
housing and homelessness, the Social Services Reserve has been heavily relied on to
assist with the demand and transition of the changes, as well as borrowing approx $2.4
133
Part 2
million to fund the office improvements (to be paid back over a period of 10 years).
The following shows the draws and the expected balance at the end of 2016:
Balance beginning of the year
Discretionary Benefits
Homelessness (CHPI)
Loan - Office Improvements
Brock Mission (capital project)
Expected Draws
Estimated repayment of loan P&I

Projected Balance end of year
$2,039,966
$
$
$
$
$
61,814
100,000
500,000
207,500
869,315
($ 278,095)
$ 591,220
$1,448,746
(The estimated amount of Loan to be paid back at the end of 2016 is

$2.2 million)
Overall Net City/County Share

Overall the Countys net share of the Social Services budget has decreased by $51,824
or 2.4% and the Citys net share has decreased $322,966 or 3.9%.
Recommendations
That any unused Homelessness net budget at the end of 2016 be transferred to
the General Assistance Reserve, to be used for future investment in
homelessness prevention programs, subject to the overall year end position and
that, if actual 2016 Homelessness costs exceed the 2016 Budget, funds may be
drawn from the reserve.
That any unused Community Social Plan net budget at the end of 2016 be
transferred to the Social Services Community Social Plan 40/60 Reserve for future
program development, subject to the overall year end position and that, if actual
2016 Community Social Plan costs exceed the 2016 Budget, funds may be drawn
from the reserve.
That any remaining unused Social Services net budget at the end of 2016 be
transferred to the General Assistance Reserve, subject to the overall year end
position and that, if actual 2016 Social Services costs exceed the 2016 Budget,
funds may be drawn from the reserve.
134
Part 2
Social Services Office Leasehold Improvements

In August 2015, the renovation and supply and installation of new office furniture for Social Services was awarded. Work
began in September 2015
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.
135
Part 2
Brock Street Mission Revitalization/Supporting Housing

The Housing and Homeless plan itself was approved by Council November 12, 2013. Commitment 18 in the Plan outlined
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.
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.
The remaining cost of the building will be the responsibility of Brock Mission through financing and a capital campaign.
136
Part 2
Planning and Development Services Departmental Summary

- Operating Budget
The Planning and Development Services Department includes the Planning Division,
Building Division and the Housing Division. The Department also oversees the
operation of the Peterborough Municipal Airport and the development of the City's
Industrial Parks.
137
Part 2
Planning and Development Services

Departmental Summary Capital Budget
138
Part 2
139
Part 2
Planning, Geomatics/Mapping Administration Operating Budget

The Division administers all municipal planning activities including processing of
subdivision plans, responding to enquiries on changes to Planning Policies and
applications for development, administering the Committee of Adjustment work,
monitoring and enforcing site plan compliance and advising City Council and other
boards, commissions and departments on changes to the Official Plan, the
comprehensive Zoning By-law and other planning documents. Also included in this
activity is the administration of the sale and purchase of municipal property and the
management of the Citys industrial parks.
The Geomatics/Mapping (G/M) Division provides the leadership role within the
Corporation for spatial data management, Geographic Information Systems (GIS)
technology and mapping services.
140
Part 2
141
Part 2
Central Area Master Plan (CAMP) Implementation Phase

The Official Plan directs that the City pursue a comprehensive program of downtown enhancement. The 2016 request
provides for the following:
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.
Otonabee River Trail - Crescent Street Phase Del Crary Park to Little Lake Cemetery
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.
Property Acquisitions
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.
Trail Development
The 2016 request is for the CP Rail spur line acquisition, Monaghan Road to Townsend Street
142
Part 2
Charlotte Street Renewal and Louis Street Urban Park
The scope of the renewal project has changed since first planned as the portion of Charlotte Street from Park Street to
Aylmer Street is now part of the Bethune Street 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.
143
Part 2
Central Area CIP Implementation

One of the strategies of the Central Area 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.
The 2016 request is for the following:
-
Facade Improvement - $100,000
Municipal Incentive - $100,000
Residential Conversion and Intensification - $100,000
144
Part 2
145
Part 2
Innovation Cluster - Infrastructure

Trent University has reserved approximately 65 acres along the north side of Pioneer Road for the establishment of a sciencebased 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.
146
Part 2
Direct Foreign Investment

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 and above the core funding to Peterborough Economic Development
(PED) as it represents a market that PED cannot readily service due to language barriers. The project involves the retention
of experts in Chinese-focused investment opportunities.
147
Part 2
148
Part 2
Housing Division - Operating Budget

The City of Peterborough is the provincially designated Service Manager for a portfolio
of approximately 2,000 social housing units in the city and county, managed by 20 nonprofit providers. The City funds and administers housing programs for the City and
County. Senior government funding is used to construct affordable rental housing, and
assist low-income households through loans and grants.
149
Part 2
Of the 2,000 social housing units, about
80% are rent-geared-to-income and 20%
are market rent units. As of September
2015, 1,570 households were on the
waiting list for rent-geared-to-income
housing.
The majority of the Housing Divisions budget is used to pay for housing subsidies which
are prescribed by provincially legislated formulas. The consolidated service agreement
uses the previous years weighted average current value assessment to calculate the
City-County proportionate housing share. In 2016, the Countys share is 54.2% (54.0%
in 2015).
The Divisions annual work program has four main elements: Social Housing Portfolio
and Rent Supplement Programs, Affordable Housing Stock, Housing Policy
Development and Housing Support Programs.
The Division has service contracts with the Housing Resource Centre (HRC is operated
by Community Counseling and Resource Centre) and Housing Access Peterborough
(HAP is delivered by Peterborough Housing Corporation). The Division supports the
committee work of the Affordable Housing Action Committee (AHAC), their annual
publication (Housing is Fundamental) and periodic research projects.
Recommendations
That any surplus in the 2016 Housing Operating Budget at the end of 2016 be
transferred to the Housing Reserve, subject to the overall year end position and
that, if actual 2016 Housing costs exceed the 2016 Budget, funds may be drawn
from the Housing Reserve.
That any surplus in the 2016 Housing Choice Rent Supplement Program at the
end of 2016 be transferred to the Housing Choice Rent Supplement Reserve,
subject to the overall year-end position and that, if actual 2016 Rent Supplement
costs exceed the 2016 Budget, funds may be drawn from the Rent Supplement
Reserve.
150
Part 2
Emergency Capital Repairs

The $125,000 per 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.
151
Part 2
Incentives for Affordable Housing

The City provides support in various forms such as development charge rebates, municipal tax savings, land contributions
and building fee discounts for developers. The City has been making annual investments since 2005. Included in 2016 is
support for The Mount Community Centre redevelopment of 1545 Monaghan Road. The Mount Community Centre has been
designated as a Municipal Housing Facility (MHF) in accordance with By-law 12-094. Municipal incentives were approved for
this project and include $400,000 capital contribution to be paid over 2015 and 2016.
152
Part 2
Airport Division - Operating Budget

The Peterborough Airport is a very active industrial park, containing 19 businesses that
employ over 300 full-time employees, plus seasonal workers. In addition, Seneca
College School of Aviation and Flight Technology program commenced operation in
January 2014, bringing 200 students and 50 faculty to the Airport daily. Aircraft
movements have increased from approximately 35,000 to 70,000 per year.
Loomex Property Management has completed the third year of the Airport Management
and Operations Contract which has eight years remaining, following a three year
extension in 2015. The Contract guarantees firm pricing for eight years and places the
burden of supplying, maintaining and replacing equipment on the Contractor within the
contract amount. This ensures predictability in operating expenses for the next eight
years.
The 2016 Operating Budget reflects additional day-to-day costs of approximately
$100,000. This increased amount is attributed to maintaining new infrastructure, hydro,
contractual services as per the Airport Management and Operations contract and
maintaining the Transport Canada regulated obstacle limitation surface requirements.
The property taxes are estimated to increase by $40,000 which is recovered from the
tenants.
Revenue Projections for 2016 have been adjusted to reflect revised fees and new
charter fees increasing revenues by $33,000.
Excess development review fees are transferred to a reserve to be used for future airport
development related expenditures.
153
Part 2
An annual contribution to the Airport Development Debt Servicing Reserve of $1.2
million is necessary to fund the Citys share of the ISF Airport Expansion Capital
Project.
The dedicated Pavement Reserve of $50,000 to maintain the asphalt surfaces will
continue. Quality assurance audits are required by Transport Canada's regulated
Safety Management System. 2016 begins an annual contribution of $10,000 for an
external quality assurance audit to be completed every 3 to 4 years.
Recommendation
That any excess Airport development review fees at the end of 2016 be
transferred to the Airport Development Review Reserve for future Airport
Development related expenditures and that, if the 2016 Airport development
review costs exceed the review fees, funds may be drawn from the Airport
Development Review Reserve.
Boeing 737-300 at Peterborough Airport
154
Part 2
Airport Industrial Park East of Airport Road Expansion

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 cannot be easily placed
within the existing industrial area without further hangar consolidation.
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.
155
Part 2
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 in Year 1. Year 2 will involve the construction of a new public apron and the extension of
municipal services to the new lots.
Commercial and General Aviation Lot Preparation
The Airport Expansion Project prepared approximately 40 serviced acres of land for industrial and commercial expansion.
Parcels of land will then be leased according to user requirements as has been the long-standing Airport practice. This
capital project provides a funding source to cover Airport responsibilities associated with tenant specific requirements.
156
Part 2
Airport Marketing
The Airport Expansion Project represents the largest tax supported construction project incurred at one time in the Citys
history. It also represents the single largest investment in economic development by the City.
The Airport Marketing Project earmarks a dedicated funding stream for an enhanced three year marketing effort, over and
above other regional marketing activities, to maximize the Citys return on investment. These funds will be used to provide
specialized marketing of the newly expanded Airport.
157
Part 2
Building Inspection and Protective Services Division Operating

Budget
The Building Division is responsible for ensuring compliance with the Ontario Building
Code (OBC) and various City by-laws. Services include the administration,
enforcement, education and dispersal of information to the public regarding the Building
Code, Zoning, Minimum Property Standards, Development Charges, Parks Levy, Signs
and Fences.
Total building activity for 2015 was consistent with overall budget expectations.
Economists suggest limited growth in 2016.
The 2016 Budget includes the second 10% adjustment to the permit fee schedule to
ensure that revenues keep pace with inflationary costs within the Division, including the
salary burden of qualified inspectors. This is expected to result in 2016 Building Permit
revenues of approximately $1.56 million.
Recommendation
That any unused Building Inspection Budget at the end of 2016 be transferred to
the Building Division Reserve and that, if actual building inspection costs exceed
the 2016 Budget, funds may be drawn from the Building Division Reserve.
158
Part 2
Financial Services Other Financial Summary Operating

Budget
The Capital Financing Costs and other financial section sets out a number of corporatetype expenses that are not attributable to any particular Department, but which, for the
most part, are administered by the Corporate Services Department.
159
Part 2
Capital Financing Costs
Tax Supported Debt Charges

The $8.7 million Tax Supported Debt Charges represents principal and interest to be
paid on tax supported debt that has been issued, or that may be issued during 2016
from current or previous years approval. Tax Supported Debt Charges exclude debt
service payments recoverable from other non-tax sources such as Development
Charges, Parking Reserve Fund, Court House lease payments, Waste Management
Reserve Fund, Arena user fees and the Waste Water Reserve Fund.
Tax Supported Debt Charges are up 9.4% over 2015 as a result of the Capital
Financing Plan approved by Council on April 23, 2012 based on Report CPFS12-011,
presented to the Budget Committee on April 4, 2012. Given the relatively low cost of
borrowing in the marketplace and the need to move forward with badly needed capital
works, the increase represents the full 0.5% of additional capital financing approved by
Council through the 2016 Budget Guideline Report CPFS15-036, rather than a portion
of the 0.5% being used to increase capital levy.
160
Part 2
Capital Levy
The $10.6 million Capital Levy provision represents the amount of money raised in the
2016 Operating Budget to finance the 2016 Capital projects. Additional details are
provided in the 2016 Capital Financing Supplementary Information section of the
Highlights Book.
As approved by Council through the 2016 Budget Guideline Report CPFS15-036, an
additional $2.1 million was redirected from the capital levy traditionally set aside for the
Flood Reduction Master Plan in recognition of the fact that at the present time, there is
sufficient approved funding in place for the flood mitigation projects to continue
throughout 2016 without infusing the whole $2.5 million of new funds into the program.
Recommendation c) of the Report read as follows:
That $2.1 million of the $2.5 million in Capital Levy traditionally set aside for the
Flood Reduction Master Plan Capital Levy, not be used for the Flood Reduction
Master Plan for the 2016 Budget year and be available for other capital projects.
Transfers to Reserves and Reserve Funds
A $0.4 million portion of the 2016 regular Capital Levy is being transferred to the Capital
Levy Supported FRMP Reserve to fund specific Flood Reduction Master Plan Capital
projects as identified in the 2016 Capital Budget.
A $2.5 million portion of the 2016 Sewer Surcharge collected will be transferred to the
sewer surcharge supported FRMP Reserve to fund specific sewer related Flood
Reduction Master Plan Capital projects as identified in the 2016 Capital Budget.
161
Part 2
Property Taxation Costs ($3.3 Million)
Tax Credit for Low Income Seniors and People with Disabilities
Through three separate programs, this activity provides $132,700 in funding to protect
low-income seniors and low-income people with disabilities from tax increases. The
amount of the 2016 credit is based on a formula per property that limits the net tax levy
increase (after considering the credit), from 2015 to 2016, to no more than 2%, and the
amount of credit is capped at $561.
Rebates to Registered charities
The 2016 Budget provides $350,000 to provide a tax rebate to registered charities equal
to the lesser of 100% of taxes payable by the charities or $50,000.
Tax Remissions
A General Tax write-off provision in the amount of $0.9 million and $0.35 million for
Vacancy Rebates provide for a full $1.3 million of municipal tax loss due to assessment
appeals and tax reductions/cancellations that may occur under various sections of the
Municipal Act. The provision has not been increased from 2015.
Any surplus or deficit budget at the end of the year is netted to a reserve for tax write-offs
that had an unallocated balance of $592,998 as of December 31, 2014.
162
Part 2
Municipal Property Assessment Corporation
The $966,536 provision for the Municipal Property Assessment Corporation (MPAC)
reflects an increase of 0.9% over 2015 amounts as estimated by MPAC. MPAC is
responsible for assessing all property in Ontario and operates under the authority of the
Municipal Property Assessment Corporation Act.
Central Area Community Improvement Plans (CIP)
The purpose of the Central Area CIP is to provide financial incentives to stimulate
private sector investment and revitalization of the Central Area. The CIP contains grant
programs meant to help improve the appearance and the structure of commercial
buildings, encourage the conversion of upper floor space for residential use, and
stimulate the environmental clean-up and redevelopment of older, abandoned industrial
and commercial sites that may be contaminated.
The 2016 Budget provision of $384,000 includes the following incentives:
Brownfields Tax Assistance Program
$160,400
Brownfields Rehabilitation Grant Program
$124,600
Central Area Revitalization Grant
$285,000
$99,000
$384,000
Total
Recommendation
That any adjustment to the Citys 2016 requirement for the Municipal Property
Assessment Corporation (MPAC), be netted against the Citys 2016 General
Contingency provision.
163
Part 2
Other Expenditures
Employee Benefit Costs

An annual amount of $40,000 is contributed to the Sick Leave Reserve to pay for vested
sick leave benefits; however, there are additional unfunded post-employment benefits
such as retirement benefits, life insurance, workers compensation and vacation pay
entitlements. While there is no legislation requiring the City to fund these liabilities, the
City has established an Employee Benefits Reserve to begin to address the issue.
Insurance and Risk Management
The $811,750 insurance provision includes $410,000 for estimated deductible
payments; $219,950 for premium payments for corporate coverage and $55,700 for
broker fees. Any surplus or deficit budget at the end of the year is netted to an
Insurance Reserve, which has a current balance of $1.4 million.
200 Jameson Drive Lease Agreement
The City signed a 25-year lease starting January 1, 2001 to lease an 85,000 square foot
building at 200 Jameson Drive. The City, in turn, sub-leased the building to AmeriCredit
for a guaranteed ten-year term. Through Report OCS10-002 dated February 22, 2010,
the City extended the AmeriCredit lease to July 31, 2019 at a base rate of $10.54 per
164
Part 2
square foot (psf). As the annual payment to the owner of 200 Jameson Drive is $12.09
psf, the City is responsible for the difference, which equates to an annual payment of
$202,859.
Contribution to Doctors Recruitment Incentive Reserve
The current balance in reserve fund is approximately $36,500. A provision of $80,000 is
included in the draft budget to fulfill future expected commitments.
Contingency Provision
The $0.8 million contingency provision is included for legal, personnel and other
contingency items. Additional details will be provided during the Budget Committee
meetings.
At the end of each year, if there is an unused portion of the contingency budget, subject
to overall year end position, the surplus budget is transferred to the capital levy reserve
to be used to help fund the capital works program in the following year.
Recommendations
That any unused portion of the 2016 tax write off account balance that may exist
at year-end be transferred to the Allowance for Doubtful Accounts Reserve,
subject to overall year end position and that, if actual 2016 tax write-off costs
exceed the 2016 Budget, funds may be drawn from the Allowance for Doubtful
Accounts Reserve.
That any unused Employee Benefits Budget at the end of 2016 be transferred to
the Employee Benefits Reserve, subject to the overall year-end position, and that,
if actual 2016 employee benefits exceed the 2016 Budget, funds may be drawn
from the Employee Benefits Reserve.
That any unused Insurance Budget at the end of 2016 be transferred to the
Insurance Reserve, subject to the overall year-end position, and that, if actual
2016 insurance costs exceed the 2016 Budget, funds may be drawn from the
Insurance Reserve.
That any unused 2016 Contingency Budget at the end of 2016 be transferred to
the Capital Levy Reserve to be used for Capital works subject to the overall 2016
year-end position.
165
Part 2
Transfers To Organizations For Provision Of Services

Summary Operating Budget
166
Part 2
Peterborough Police Services - Operating Budget
167
Part 2
In accordance with the Police Services Act, the Peterborough Police Service has a
separate budget process, which includes submission to, and approval by, the Police
Services Board. In accordance with Section 39. (1) of the Police Services Act:
39. (1) The board shall submit operating and capital estimates to the municipal
council that will show, separately, the amounts that will be required,
(a)
to maintain the police force and provide it with equipment and facilities; and
(b)
to pay the expenses of the boards operation other than the remuneration of
board members
The Police Board expenses of $356,920 does not include remuneration for members of
the Police Services Board.
Subsections 3 and 4 of Section 39 stipulate that:
39. (3) Upon reviewing the estimates, the council shall establish an overall budget
for the board for the purposes described in clauses (1) (a) and (b) and, in doing so,
the council is not bound to adopt the estimates submitted by the board.
(4) In establishing an overall budget for the board, the council does not have the
authority to approve or disapprove specific items in the estimates.
2016 Guideline for Police Services
The 2016 Guideline Report included recommendation (e) which read as follows:
That the draft 2016 Operating Budget reflect a 3.8% increase in the net
Peterborough Police Services Budget to be accommodated within the 2.00%
general increase, and any increase in the net Police Services budget beyond the
3.8% be addressed by Council as part of the detailed 2016 Budget deliberations to
occur in November of 2015.
The 2016 Draft Budget reflects a 2.7% ($621,334) increase for Police Services and is
within the guideline established by Council.
168
Part 2
Recommendations
That any unused Police Services Legal fees Budget at the end of 2016 be
transferred to the Legal Fees Policing Reserve, subject to the overall year-end
position and approval through the Treasurer, and that if the actual 2016 Police
legal fees costs exceed the 2016 Budget, funds may be drawn from the Policing
Legal Fees Reserve.
That any unused Police Services Budget at the end of 2016 be transferred to the
Police Special Projects Reserve, subject to the overall year-end position and
approval by City Council, and that if the actual 2016 Police Services costs exceed
the 2016 Budget, funds may be drawn from the Police Special Projects Reserve.
169
Part 2
Various Police Capital Projects

The Police Capital Budget includes $256,500 for seven Police cruisers, and $254,290 for various other computer
hardware, software and equipment.
170
Part 2
Police Services Business Plan

The Business Plan is mandated by Section 30 of the Adequacy and Effectiveness Regulation (O.Reg. 3/99) of the
Police Services Act. The Board must prepare a new Business Plan every three years.
The 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 Lakefield 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. A portion of the cost is recoverable from Development Charges. The next Business Plan is
scheduled for 2018.
171
Part 2
Fairhaven
The following chart provides the split between debt servicing costs and Operating
Support.
Debt Servicing - $679,074

On December 13, 1999, Council agreed to provide long-term funding support for the
Fairhaven Home Rebuild project and resolved.
that the Peterborough City Council include in its capital budget for the
next 20 years up to $700,000 per year, subject to the confirmation of final
cost through a competitive tender process, to be put toward the capital
cost of rebuilding Fairhaven Home.
At the time, the $700,000 annual amount was to be a maximum amount that, when
combined with the Countys $350,000 annual contribution, and the contribution from the
Province through a $10.35 per bed-per day subsidy, would be used by the Home to
meet annual mortgage payments. The mortgage of $24.5 million was amortized over
twenty-years and taken out by the Home when construction was complete. Under the
terms of the Ministry of Healths funding formula for such Category D rebuild projects,
the provincial contribution of 50% of the cost of the facility will be paid over 20 years as
172
Part 2
a $10.35 per bed-per day subsidy. This provincial subsidy would amount to $956,000
annually and would be allocated toward the debt repayment. The balance of the debt
repayment was to be paid for through operating revenues, operating surpluses (reserve
transition fund), and the City/County financing commitment. The Citys commitment
expires in 2021.
Operating Support - $626,670
Based on discussions with management at Fairhaven, it is probable that Fairhaven will
be facing numerous budgetary pressures in 2016 that requires upwards of $940,000 in
municipal support. If this financial situation were to transpire, the Citys portion would
be $626,670.
Peterborough County/City Paramedics

Service (PCCP)
The County of Peterborough is the delivery agent for both the City and the County.
PCCP provides care, treatment, and transportation to the residents and visitors of
Peterborough county, city, and surrounding areas.
The fundamental missions of the Peterborough County/City Paramedics are:
To be available on a 24 hour basis to respond with optimum speed and efficiency

to all emergencies.
To provide emergency patient care to the public we serve. Emergency patient

care includes the stabilization, treatment and transportation of the acute and
critically injured.
The transport of patients between health care facilities or to or from residences for
admission, discharge and/or treatment.
173
Part 2
The Citys portion of the PCCP expenses for 2016 has been budgeted at $4.5 million or
a 4.9% increase over the 2015 Budget.
The cost share between the City and the County is based on population as per the 2011
census. The Citys share is 58.32%. The 2016 budgeted amount is based on
preliminary estimates only. A final budget is expected early in 2016.
County staff will attend a Budget Committee meeting to answer questions.
Recommendations
That any adjustments to the Citys portion of the 2016 Peterborough County/City
Paramedics Services Budget be netted against the 2016 General Contingency
Provision.
That any unused Peterborough County/City Paramedics Services (PCCP) Budget
at the end of 2016 be transferred to the PCCP Reserve, subject to the overall yearend position, and that, if the actual 2016 PCCP costs exceed the 2016 Budget,
funds may be drawn from the PCCP Reserve.
174
Part 2
Otonabee Region Conservation Authority (ORCA)

ORCA is a community-based
environmental agency that protects,
restores and manages the natural
resources within the Otonabee Region
watershed. Otonabee Conservation
works with its eight member municipalities to create a healthy, environmentally diverse
watershed that improves the quality of life for residents, makes our area more appealing
to visitors and new business, and helps to ensure a more vibrant regional economy.
The budget is an estimate as the ORCA board has not yet approved the 2016 Budget.
It is anticipated that the Base Levy will increase in the range of 2%-3%.
The $714,746 amount is made up of the following items:
Base levy - $679,217

Source Water Protection - $28,000
Citys portion of Special Capital Levy Millbrook Dam - $7,529
Recommendation
That any adjustments to the Citys portion of ORCAs 2016 Budget, based on the
final approved ORCA Budget, be netted against the Citys 2016 general
contingency provision.
175
Part 2
County/City Health Unit Operating Budget

The Health Unit serves residents throughout the
City and County of Peterborough and offers a
wide range of programs and services ranging
from healthy eating workshops, poverty reduction
initiatives, and oral health clinics to controlling
infectious disease outbreaks, water safety and sexual health clinic services.
The Ministry of Health (MOH) funds 75% of the budget. The local share, after deducting
the 75% MOH contribution, is allocated to the City, County, Curve Lake First Nation and
Hiawatha First Nation based on population.
The Citys 2016 budgeted contribution is $1,216,752, which represents a 2.0% increase
over the 2015 amount. The amount consists of a base budget of $1,140,935 plus
$75,817 for the Citys share of expected occupancy costs of 185 King Street.
The budget is an estimate as the CCHU board has not yet approved a 2016 budget.
Recommendation
That any adjustments to the Citys portion of CCHUs 2016 Budget, based on the
final approved CCHU Budget, be netted against the Citys 2016 general
contingency provision.
176
Part 2
Peterborough Economic Development

(PED)
Peterborough Economic Development is the
regional economic development organization
contracted to provide a variety of economic
development services for the City and County of
Peterborough.
The agreement specifies that the annual net costs shall be allocated to the City and
County in proportion to their permanent population, as established by official census
statistics. The Citys share is 58.32%.
The 2016 budget for PED funding support has been set at $930,749 or 2.0% higher
than the 2015 budgeted base level of $912,499. The budget shows a reduced
contribution from the City as 2015 included a one-time incremental contribution request
in the amount of $50,000 to execute the Travel Media Association of Canada
Conference.
Peterborough Humane Society
The City and Peterborough Humane Society (PHS) entered into a 5-year agreement in
2014 ending in 2019. PHS provides animal control services including enforcement of
the City's animal control by-laws and provincial legislation. In addition PHS operates
the City's Pound and issues dog licenses.
177
Part 2
The City pays an all inclusive price for the services and PHS retains Pound fees;
destruction and disposal fees; dog license fees and 50% of fine revenue collected.
Primary Health Care Services Peterborough

Primary Health Care Services of Peterborough (PHCS) is a non-profit organization that
was created in 2005 to act as the coordinating agency for the Peterborough Networked
Family Health Team. Today it supports over 50 health professionals working in primary
care in Peterborough County all of which are newly funded positions that did not exist
before the creation of Family Health Teams.
As of July 2015, the delivery of service for the Doctor Recruitment Program moved from
PED to the Primary Health Care Services of Peterborough.
The $17,496 budget represents an increase of 2% over the 2015 annualized amount.
178
Part 2
Business Improvement Areas

The City has two Business Improvement Areas: The Peterborough Downtown Business
Improvement Area and the Village Business Improvement Area. Both were created for
the improvement, beautification and maintenance of municipally-owned land, buildings
and structures in the area beyond that provided at the expense of the City, and for the
promotion of the area as a business and shopping area.
Section 205 of the Municipal Act, 2001 states the following regarding budgets
submitted by Business Improvement Areas:
(1)
A board of management shall prepare a proposed budget for each

fiscal year by the date and in the form required by the municipality
and shall hold one or more meetings of the members of the
improvement area for discussion of the proposed budget.
(2)
A board of management shall submit the budget to council by the

date and in the form required by the municipality and the
municipality may approve it in whole or in part but may not add
expenditures to it.
There is no net impact to the City in approving the budgets submitted on behalf of the
BIAs as the amounts levied are raised annually by a special charge upon the rateable
properties in each of the business areas.
179
Part 2
Peterborough Downtown Business Improvement Area (DBIA)

The Peterborough DBIA was designated by the City in 1981.
The boundaries are north to Murray Street, west to Bethune
Street, south to Dalhousie Street, east to the Hunter Street
Bridge. The DBIA represents over 400 businesses in the
Downtown core.
The budget submitted by the DBIA reflects a 2% increase to
members.
Budget
2015
Levy
$292,829
2016
$298,685
Recommendation
That the 2016 Budget request representing the levy required by the Downtown
during the year 2016 totalling $298,685, be approved.
City Contributions to the DBIA
In addition to collecting the levy from members of the DBIA, the Citys 2016 Operating
Budget includes two additional amounts that support the activities of the DBIA. The
following chart summarizes where these may be found in the Highlights Budget book:
Department/
Division Budget
USD/Public Works
Other Expenditures
Page
Ref. Description
73 Street Cleaning
164 DBIA In-kind Services
Total
2015
2016
$96,400
$96,400
$27,500
$27,500
$123,900
$123,900
The In-kind Services Budget is used to support events by helping to pay for road
closures, paid-duty policing and park rentals.
180
Part 2
Village Business Improvement Area (VBIA)

The VBIA has submitted a budget for 2016 in the amount of $16,380 as follows.
Budget
Operating
Capital
Total
2015
2016
$11,400
$11,380
$5,000
$5,000
$16,400
$16,380
Recommendation
That the 2016 budget request representing all sums required by the Village
during the year 2016 totalling $16,380, be approved.
181
Part 2
Corporate Revenues Summary
182
Part 2
Investment Revenue
The 2016 Budget is $1.9 million, a $142,500 increase over 2015 and is based on
average investment balances of $120.0 million and an average investment return of
1.6%.
Payments in Lieu
The 2016 payment in lieu estimates of $3.2 million reflect an overall 5.5% increase over
2015 levels and is mostly the result of realigning budgets to reflect previous year actual
amounts received.
Utilities Group of Companies Revenues
The $5.4 million represents the dividend payments expected from
the Peterborough Utilities Group of Companies.
It is expected that the overall return on investment will continue to
increase at least 3% per annum.
2015 Surplus Carried Forward as 2016 Revenue
The 2016 Budget has been prepared assuming a surplus from 2015 operations of
$100,000.
Recommendation
That any net surplus funds, after the disposition of the recommendations in this
report, from 2016 operations in excess of $100,000 be transferred to the Capital
Levy Reserve to be used for Capital works.
183
Part 2
Sewer Surcharge
Operating and Capital expenditures funded from Sewer Surcharge
All of the Environmental Protection operating expenses, except for Storm Water
Collection and the Little Lake Fountain, plus Public Works Sanitary Sewer maintenance
costs, are funded through Sewer Surcharge Revenues. All of the Environmental
Protection Capital works, plus Sanitary Sewer Related Capital works, are funded either
through contributions from the Waste Water Reserve Fund or through Development
Charges.
$16.0 million Sewer Surcharge to be raised
The 95% Sewer Surcharge Rate, coupled with increased water rates and some growth,
means the City will raise $16.0 million in sewer surcharge revenues in 2016 ($15.1 in
2015). The amount of sewer surcharge that can be transferred into the Waste Water
Reserve Fund to finance Capital works will increase by $0.9 million to $6.3 million.
Average Sewer Surcharge payable increases by $9.33 (2.2%)
When the estimated 2.2% water rate increase for 2016 is considered with the 95%
sewer surcharge rate, the average house will experience a $9.33 increase in their sewer
surcharge annual amount payable over the 2015 level. The rates and levies are
summarized in the following Chart.
Comparative Sewer Surcharge Rates and Levies
For the years 2015 and 2016
184
Part 2
185
Part 2
Other Fees and Service Charges Summary - 2015-2016

User fees shown here are reflected throughout Departmental Budgets and reduce net
tax levy requirements.
186
Part 2
187
Part 2
188
2016
Budget Highlights
Part 3
2016 Property Taxation
Part 3
Taxation Revenue Summary

The amount of taxation revenue, included in the 2016 Budget, to fund the net
expenditures from all City activities less corporate revenues is $118.8 million. The
following charts show the tax levy by class of property and what a residential taxpayer
would pay for various municipal services based on a property assessed at $228,000.
190
Part 3
191
Part 3
Tax Policy
Tax Ratios and Tax Rates
Council, at its April 14, 2009 meeting, adopted an eight year tax ratio reduction plan
through Report CPFPRS09-005 (Tax Policy), whereby the Multi-Residential,
Commercial and Industrial tax ratios would be reduced, by a set amount, in each of the
years 2010 through 2017 so that by 2017, the tax ratio for all three classes would be
1.5. However, the plan was deferred for 2015, as directed by Council through the 2015
Budget Guideline Report.
On August 4, 2015, Council approved Report CPFS15-036 (2016 Budget Guideline)
which included the following recommendation:
That the Tax Ratio Reduction Program be reinstated for the 2016 Draft
Budget and reflect reductions:
i)
To the Commercial and Industrial Class Tax Ratios but not the
Multi-residential Class, and
ii)
At a rate that is one-half of the annual reduction that was originally
included in the program.
2015-2016 Tax Ratios
Reinstating the Tax Ratio Reductions Program does not impact tax levy requirements.
If, however, the recommended ratio reductions were not applied, they would alter the
municipal tax rates for each class and ultimately impact the 2.50% All-inclusive
residential tax and sewer levy increase proposed in the 2016 Draft Budget by 0.25%. In
other words, if the 2016 tax ratios reduction program reductions were not applied, the
All-inclusive residential tax and sewer levy increase would be 2.25% as opposed to
2.50%.
Tax Rate Impact of Tax Ratio Change
The following chart shows the 2016 tax rates as presented in the 2016 Draft Budget
compared to what the 2016 rates would be if the modified eight-year Tax Ratio
Reduction Plan was not reinstated.
192
Part 3
2015 to 2016 Municipal Tax Rate Comparison
With and without change to Tax Ratio
City is required to pass a 2016 tax ratio by-law

Section 308 of the Municipal Act, 2001 requires single tier municipalities to pass a bylaw to establish the tax ratios for each property class no later than April 30 each year.
Recommendation
That a by-law be passed to establish the 2016 tax ratios for each property class
as set out in the 2016 Operating Budget.
Additional details on the Tax Ratio Plan are provided in the Tax Policy Section of Book
4, including a review of an option to accelerate the program.
193
Part 3
Farmland Awaiting Development
Section 313 of the Municipal Act, 2001 requires municipalities to establish a
percentage reduction for farmland awaiting development. The minimum reduction is
25% of the residential rate. A municipality can increase the percentage by up to ten
percentage points each year to a maximum of 75%. While there are presently no
properties in the City of Peterborough in this category, a higher percentage reduction
has been gradually phased in for several years. In 2015, the reduction percentage
reached the maximum 75%. Staff recommend that the percentage remain unchanged
for 2016.
Recommendation
That the 2016 tax rate for farmland awaiting development subclass be 75% of the
residential rate.
Other tax policies to be considered

The following recommendations essentially maintain the status quo in a number of tax
policy areas as has been the practice for several years.
Recommendations
That a system of graduated tax rates within the Commercial and Industrial
classes not be implemented for 2016.
That the capping policy for 2016 for the Multi-residential, Commercial and
Industrial classes be as follows:
i.
Capping be based on a maximum increase threshold at the greater of

10% of the previous years annualized capped taxes and 5% of the
previous years annualized CVA tax for the eligible property.
ii.
No capping credit be applied for properties where the required billing

adjustment is within a $250 credit of the properties CVA tax; affected
properties would be billed at their full CVA tax level.
iii.
That properties that achieved CVA tax in 2015 remain at CVA tax from
2016 forward regardless of how reassessment affects the property.
iv.
That properties that cross over from the clawback to the capping
category or vice versa from 2015 to 2016 be taxed at CVA tax.
That the threshold on the tax level for eligible new construction be 100%.
That the tax ratio reductions for mandated subclasses of vacant units remain at
30% for the Commercial class and 35% for the Industrial class.
194
Part 3
Tax Assessment and Tax Rate Information

To establish a propertys assessed value, MPAC analyzes property sales throughout
the City. This method is called Current Value Assessment (CVA).
In addition to sales, they look at the key features of each property. Five major factors
usually account for 85% of the value:
location;
lot dimensions;
living area;
age of the property, adjusted for any major renovations or additions; and
quality of construction.
Other features that may affect value include: number of bathrooms, fireplaces, garages,
pools, whether properties have water frontage, and so on.
The following chart shows the change in CVA from 2015 to 2016. Overall, the taxable
CVA increased by 3.0% or $238.4 million.
195
Part 3
Taxable Current Value Assessment (CVA)

2015-2016
196
Part 3
Weighted Taxable Assessment

2015- 2016
197
Part 3
Municipal Tax Rates

2015-2016
Additional details are provided in the Assessment and Tax Rate Supplementary
Information contained in Book 4.
198
2016
Budget Highlights
Part 4
Other Sections
199
Part 4
2016 Other Sections
Staffing
New Proposed Positions in 2016 Budget
There are 1.40 full-time positions requested in the 2016 Draft Budget, 2.00 Temporary
positions requested to become permanent and 1.00 full-time position eliminated. This
results in a net full-time increase of .40 as set out in the following chart.
200
Part 4
2016 Other Sections
Total Staff Complement

The total staff complement includes the 848.02 full-time equivalents (FTE) and 162.88 part-time FTEs. The following chart
shows the split by employee group and the gross expenditure totals.
201
Part 4
2016 Other Sections
202
Part 4
2016 Other Sections
Conversion of 2016 Draft Budget to Full Accrual PSAB

Compliant Budget
Section 294.1 of the Municipal Act, 2001 requires that all Ontario Municipalities follow
the accounting standards as prescribed by the Public Sector Accounting Board (PSAB)
in the preparation of their annual audited financial statements. The PSAB Handbook
requires that the budget as shown on the audited financial statements be presented on
the same basis as the actual results.
The following schedule converts the 2016 Draft Budget to a Full Accrual PSAB
Compliant Budget and includes estimates of the expenses excluded through Ontario
Regulation 284/09. The excluded expenses are:
-
Amortization expense of Tangible Capital Assets;
Post-employment benefits expenses, and
Solid waste landfill closure and post-closure expenses.
203
Part 4
2016 Other Sections
Conversion of 2016 Draft Operating Budget to Full Accrual PSAB Compliant Budget
204
Part 4
2016 Other Sections
Requests Not Included In the 2016 Draft Budget

Requests not included in the 2016 Draft Budget have been sorted by those items that are personnel related, and all others.
205
Part 4
2016 Other Sections
206
Part 4
2016 Other Sections
207
Part 4
2016 Other Sections
2016 Capital Financing Supplementary Information

Capital Levy calculation and Tax Supported Debt
Capital Levy is the amount of money raised through taxation that appears in the 2016
Operating Budget that is transferred over to the Capital fund to be used to help pay for
Capital projects.
2016 Capital Levy Calculation
Supporting notes to Capital Levy calculation

The following provides an explanation to the calculations provided above:
Lines 1 Base starting points

The starting point for the Capital calculations is the base Capital Levy ($8.3
million) and tax supported debt charges ($7.9 million) from the previous year.
Line 2 Increased Capital financing 0.5% of All-Inclusive tax increase

As part of the 2016 Budget Guideline Report, Council approved the following
motion to increase tax-supported debt charges and any increase to base capital
levy to continue to implement the enhanced Capital Financing Policy:
That the draft 2016 Operating Budget reflect an additional 0.5% Allinclusive (Municipal, Education and Sewer Surcharge) increase to fund
the 2016 increase for tax-supported debt charges and any increase to
base capital levy to continue to implement the Capital Financing Policy
approved by Council at its meeting held April 23, 2012.
208
Part 4
2016 Other Sections
The full 0.5% increase in the amount of $750,000 has been applied to towards
increasing tax supported debt payments.
Line 3 Incremental Utilities dividend - $211,000

At its meeting held March 27, 2000, based on report FAFS00-005 dated March
20, 2000, Council resolved that the tax supported debt and Capital Levy
provision be increased by the estimated total revenues to be received in each
year from the restructured Peterborough Utilities Commission Ontario Business
Corporations Act companies.
The incremental increase of $211,000 to be received from the Utilities Group of
Companies in 2016 will be used to increase base capital levy in 2016.
Line 4 2014 Capital Financing

The amount that has been raised in the Operating Budget and transferred to
either the Capital fund through Capital Levy, or the amount that will go towards
tax supported debt principal and interest payments.
209
Part 4
2016 Other Sections
Federal Gas Tax Program

During 2005, the Federal government announced that municipalities would receive
some funding as part of the Federal Gas Tax (FGT) Program. The fund is a permanent
source of financing for municipal infrastructure. Given that the funding is predictable,
long-term and stable, it is able to help address the massive, province-wide infrastructure
deficit. Each provincial allocation is based on respective populations relative to the
national population. Each municipal share within each province is based on the
respective population of the municipality to the provincial population. In Ontario, the
program is administered by the Association of Municipalities of Ontario (AMO).
The Federal government announced that, starting in 2014, the Gas Tax Fund would be
indexed at 2% per year in $100 million increments. The indexing formula increases the
actual payment when the calculation passes the next $100 million threshold. The
benefit of indexing will reach municipal governments in 2016 when the threshold will be
met, and then again in 2018.
At the May 20, 2014 Council meeting, based on recommendations outlined in Report
CPFS14-007 dated May 12, 2014, Council authorized the execution of a 10 year
Municipal Funding Agreement extending to 2023. The new agreement took effect on
April 1, 2014.
The new agreement now allows municipalities to invest in 17 eligible categories
including local roads and bridges (including active transportation), short-sea shipping,
short-line rail, regional and local airports, broadband connectivity, public transit, drinking
water, wastewater, solid waste, community energy systems, brownfields
redevelopment, sport, recreation, culture, tourism, disaster mitigation and capacity
building.
There is now more flexibility as category restrictions have been removed and
municipalities can bank or carry over funding for up to five years, although the City
does not expect to do this. Outcomes are now focused on community benefits and not
just environmental outputs.
Allocations for 2014-2018 are based on population data from the 2011 Census,
whereas the allocations for 2019-2023 will be based on the 2016 Census.
Asset management is a key component of the Agreement. Canada has stated that
municipalities will have to show progress and outcomes of Asset Management planning
over the life of the new Agreement. Under the MFA, Asset Management Plans must be
complete by December 31, 2016.
Another key component is incrementality. Funds received are not intended to replace
or displace existing sources of funding for tangible capital assets. The City must
demonstrate that the average annual investments over the life of the agreement (20142023) exceed the base amount of $38,219,096 (2000-2004 average). The average
210
Part 4
2016 Other Sections
capital spending over the life of the agreement is currently $52,051,908, which exceeds
the base amount and meets the incrementality criteria of the Gas Tax agreement.
The Citys allocation for the years 2014 - 2018 is set out in the following chart.
Federal Gas Tax Allocations
For 2016, staff have estimated an allocation of $4.8 million and, when combined with
some residual unallocated FGT funds and bank interest, provide $5.2 million in funding
for the 2016 Draft Capital Budget. The 2016/2017 allocation will assist in funding the
following Capital projects:
2016 Capital projects to be funded from Federal Gas Tax Reserve Fund (000s)
211
Part 4
2016 Other Sections
Development Charges Reserve Funds ($1.7 Million)

Development Charges are levied in accordance with various Development Charge bylaws that were approved in July 2012 and September 2014, all of which establish
various Development Charge rates.
The 2016 Capital program assumes $1.7 million will be drawn from various
Development Charge (DC) Reserve Funds to fund growth related Capital projects to be
undertaken during 2016 and $6.8 million to be funded from DC funded debentures.
The current rate for the Growth Areas are in effect until July 31, 2017, whereas the Citywide rates are in effect until December 31, 2019.
The 2015 rates are set out on Schedule 1 on Page 213. The rates will be indexed as of
January 1, 2016; however, the indexing percentage was not known as of the draft
Budget book print date.
DC commitments as of December 31, 2014 exceed current balances

by $27.3 million
The 2014 Development Charges Continuity Schedules 2 and 2A, shown on Pages 214
and 215, detail the activity for 2014. The $6.3 million balance as of December 31, 2014
and outstanding budgeted commitments of $22.7 million leave a shortfall of $16.4
million in the fund.
In addition to the $22.7 million, there is $14.9 million in existing debt payments on
growth related capital works already completed; however, future DCs collected will
service the debt payments in future years.
Many of the Sub Reserves are overdrawn as the work must proceed in advance of the
development. They will be replenished as growth actually occurs and development
charges are collected.
212
Part 4
2016 Other Sections
213
Part 4
2016 Other Sections
Development Charges Reserve Funds Statement of Continuity as of December 31, 2014
214
Part 4
2016 Other Sections
215
Part 4
2016 Other Sections
Long Term Debt

Long term debt plays an integral part in financing the Citys Capital works, and
related principal and interest payments affect the Operating Budget directly.
There are two basic types of long-term debt. One is debt that has been issued and
is outstanding and the second is debt that has been approved in previous years
budget documents but is not yet issued.
Debt Approval Cycle
Debt includes long-term debt and certain lease obligations of the City and its local
boards. As stipulated in the Municipal Act, 2001, long-term debt can only be used to
finance capital assets. The City issues debt that is repaid from a variety of sources
including water, wastewater and parking user rates, development charges,
provincial/federal gas tax, user fees, property taxation and local improvements.
The following graph gives a high level overview of how debt is typically incurred
through the Capital budget process.
216
Part 4
2016 Other Sections
Debt Issued and Outstanding - December 31, 2015

This is the debt issued and for which the City is locked into paying principal and
interest repayments until maturity. The debt to be recovered from general tax
revenues is called tax supported. The numbers shown represent outstanding
principal only and do not include any interest cost.
A further breakdown of the $47.1 million tax supported component in the above
graph for debt issued and outstanding is shown on the following graph.
217
Part 4
2016 Other Sections
Historical Debt Outstanding 2005 to 2015

The level of debt issued and outstanding is tracked on the following graph.
218
Part 4
2016 Other Sections
Debt Approved but not Issued - December 31, 2015

In addition to debt issued and outstanding, $32.6 million debenture financing has
been approved in previous years budgets but has not yet been issued. Reasons
may be the project has not been fully completed or the project has been delayed.
The following graph assumes that no further Council approval of debt from now until
December 31, 2015.
219
Part 4
2016 Other Sections
Debt Issued and approved plus approved but not issued

When both Issued and Approved and Approved But Not Issued types of debt are
added together, the total debt load on the Municipality is $124.6 million. The graph
indicates how the debt servicing costs are being paid for:
The next graph takes the same $124.6 million Issued and Approved and Approved
But Not Issued and presents the breakdown by project type, where the money was
spent. As shown, the largest single area of debt is Roads, followed by Sanitary
Sewers and the Airport.
220
Part 4
2016 Other Sections
Level of debt
Provincial guidelines
Each year the Province calculates the Citys Annual Debt Repayment Limit. The
Province stipulates that a municipality may not commit more than 25% of its total
own-purpose revenues (Net Revenues) to service debt and other long-term
obligations without obtaining prior approval from the Ontario Municipal Board. 25%
of Net Revenues equates to $190.3 million and is based on the 2013 Financial
Information Return as reported to the Province.
For 2015, the Province has calculated the Citys annual debt repayment limit at
$47.6 million. Of this amount, the City is using $13.8 million. These amounts
include principal and interest repayments on debt issued and outstanding, debt
issued by local boards (excluding COPHI), lease obligations and loan guarantees.
This leaves an additional capacity, according to the Province, of $33.8 million.
According to provincial legislation, the City is using 29% of the 25% ($13.8 million
/$47.6 million = 29%) of its debt capacity, or 7.25% ($13.8 million /$190.3 million =
7.25%).
221
Part 4
2016 Other Sections
Debt Management Policy City Policy

In addition to the provincial guideline, the City has its own, more stringent Debt
Management Policy.
The policy approved as part of report CPFS12-011 dated April 4, 2012 removed the
requirement that the amount of new tax-supported debt approved in any budget
year will be limited to the amount of tax supported principal retired in the previous
year plus any accumulated unused balance from previous years.
It established a new threshold with an annual debt repayment limit that parallels the
provincial calculation based on O. Reg 403/02 with the following criteria:
That the maximum current year annual debt repayment is based on 15% of
the Citys consolidated own-purpose revenues (Net Revenues), inclusive of
the tax-supported current year debt payment, which is limited to 8% of the
corporations own purpose revenues.
That, in addition to the debt charges for the current year, provision is made for
any:
Debenture financing approved through by-law but for which no debt

has yet been issued,
Debenture financing approved through the Capital Budget, but for

which no by-law has yet been established,
Outstanding financial commitments beyond the normal course of

business,
Loan guarantees and significant lease obligations,
Any debt issued by, or on behalf of, the Citys local boards (excluding
COPHI) including mortgages, debentures or demand loans.
222
Part 4
2016 Other Sections
Remaining Debt Capacity at December 31, 2015

Based on the capital financing policy, the debt capacity available at December 31,
2015 is $40.8 million of tax-supported (TS) debt, and $59.6 million of non taxsupported (Non TS) debt for a total of $100.4 million. To derive at these amounts,
assumptions are made with respect to the term (TS = 10 years, Non TS = 20 years)
of the debt and the expected interest rates available in the market place.
223
Part 4
2016 Other Sections
Remaining Debt Capacity at December 31, 2016

Assuming the draft 2016 Capital Budget is approved as is, and the 2016 payments
of debt principal are paid as per the normal course of business throughout the year,
the TS debt capacity available at December 31, 2016 becomes $24.0 million and
the Non TS debt capacity available becomes $36.2 million for a total of $60.2
million as shown on the following graph. The decrease in capacity from 2015 is a
factor of the reliance upon debt in 2016 Draft Capital Budget ($21.9 million) and the
mix of the terms of debt outstanding (10 Year vs. 20 Year), as debt capacity is
determined debt servicing costs. Principal and interest payments on short term
debt (10 Year) are higher than debt amortized over a longer period of time (20
Years).
How quickly the remaining debt capacity is exhausted will continue to be subject to
Councils direction through report CPFS12-011 dated April 4, 2012 as follows:
That, to phase-in the new maximum debt limit, the total annual amount of new taxsupported debt charges and any increase in the capital levy provision be limited so
that the impact on the residential All-inclusive tax increase does not exceed 1% per
year.
224
Part 4
2016 Other Sections
Reserves and Reserve Funds

Reserve and Reserve Fund Balances ($113.3 million at October 2015)
Reserves and Reserve Funds play a critical role in municipal budgeting and financial
strength. The balances reflected in the schedule are at a specific point in time,
October, 2015 and amount to $113.3 million.
Most of the fund balances are committed by legislation or specific resolutions of
Council for very specific purposes and form an integral part of the Citys long term
Capital financing plan.
The following chart provides details of the Reserve and Reserve Funds Balances
and Commitments as of October 2015. The Chart excludes 2016 budgeted
transfers to Reserves and planned 2016 expenditures from Reserves.
225
Part 4
2016 Other Sections
226
Part 4
2016 Other Sections
227
Part 4
2016 Other Sections
228
Part 4
2016 Other Sections
229
Part 4
2016 Other Sections
230

2016 City of Peterborough Draft Budget Highlights

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

2016 City of Peterborough Draft Budget Highlights

Hochgeladen von

Copyright:

Verfügbare Formate

Draft

Members of the Budget Committee

Sandra Clancy, Director of Corporate Services

Budget and Financial Implications

Report CPFS15-050 2016 Draft Budget

Report CPFS15-050 2016 Draft Budget

B. Process, Challenges, Documents and Meeting Schedule

Peterborough Police Services Budget

Report CPFS15-050 2016 Draft Budget

Reductions Made to Achieve 2.0% Operating Guideline

Elimination of 1 staff position

Reduction in fuel budgets Transit

Budget ask Lower than expected

Source Water Protection Funding

Other increases/decreases - net

2016 Capital Budget

Report CPFS15-050 2016 Draft Budget

Public Works Relocation Project Capital Budget Reference 5-8.06

Book 1 2016 Budget Highlights

Report CPFS15-050 2016 Draft Budget

Book 2 2016 Operating Budget

Book 4 Supplementary Information

Detailed work programs for all departments as a means of measuring high-level

Assessment, Tax Rate and Tax Policy Information, and

Glossary of Common Acronyms used throughout the Budget Books.

Report CPFS15-050 2016 Draft Budget

2016 Budget Committee and Council Schedule

2016 Draft Budget presented to Budget Committee by Staff.

November 18, 2015

Public Meeting of Budget Committee to receive input on the

November 23, 2015

Budget Committee reviews 2016 Draft Budget November 23

Council considers all of the recommendations ultimately

Report CPFS15-050 2016 Draft Budget

Report CPFS15-050 2016 Draft Budget

That any Engineering Overhead surplus be transferred to the Engineering Design

Report CPFS15-050 2016 Draft Budget

Report CPFS15-050 2016 Draft Budget

That any unused Peterborough County/City Paramedics Services (PCCP)

Report CPFS15-050 2016 Draft Budget

Capping be based on a maximum increase threshold at the greater of

No capping credit be applied for properties where the required billing

Appendix B - 2016 Budget Response to Public Input at Guideline Stage

Invest more in the

Invest in Child recreation

Recreation subsidies are provided through Discretionary benefits for Social

Review Public Water

Report CSRS15-006, dated September 21, 2015 provided an update.

Timing of Official Plan

The Planning Division Work Program continues to reflect the completion of

Appendix B - 2016 Budget Response to Public Input at Guideline Stage

Puzzled about deferral of

Propose property taxes

Concerns over ability to

Concern over debt levels

Appendix B - 2016 Budget Response to Public Input at Guideline Stage

Transit - Peak time routes Transit

Provide more support to

Report CSSS12-010 Discretionary Benefit Funding Report identified a

Downtown infrastructure - Engineering/ Public

Funds are provided in the Operating Budget to repair/replace sections of

Appendix B - 2016 Budget Response to Public Input at Guideline Stage

City could go further in