2018 Budget Highlights - Peterborough · 2019-03-15 · The following budget books have been...

Approved

2018 Budget Highlights

(Budget Book 1 of 3)

January 2018

Memorandum

Corporate Services, Financial Services Division 500 George Street North Peterborough Ontario K9H 3R9 www.peterborough.ca

To: Dear Reader

From: Sandra Clancy, Director of Corporate Services

Date: February, 2018

Subject: 2018 Approved Budget

On December 11, 2017, Council approved a $271.3 million Operating and an $85.6 million Capital Budget for 2018. Budget documents provide an overview of what the City plans to do with its financial resources over the coming year.

The following budget books have been updated by City staff for changes recommended by the Budget Committee and approved by Council:

Book 1- 2018 Budget Highlights

Book 2 – 2018 Operating Budget

Book 3 – 2018 – 2027 Capital Budget Details

Overview of Changes Operating Budget - $271.3 million

The draft 2018 tax levy requirements in the operating budget amounted to $127,413,039.

The following chart summarizes the changes in the operating budget and the net tax levy requirements approved by Council on December 11, 2017 after completing detailed budget reviews:

http://www.peterborough.ca/

Memorandum 2018 Approved Budget Page 2

All-inclusive Budget increase – 2.09% + 0.26%+0.50% = 2.85% All-inclusive increase for median residential property

The budget guideline recommended by the Budget Committee through Report CPFS17-037 dated July 24, 2017 and approved by Council July 31, 2017 included the introduction of a storm water protection fee of $14.89. Through the detailed budget deliberations Council ultimately chose to reject the introduction of a separate storm water user fee and opted instead to continue to fund the storm water program through the tax levy requirement.

The 2.85% meets the guideline recommended by the Budget Committee. The 2.85% All-inclusive (Municipal, Education, Storm and Sewer Surcharge) tax increase is comprised of 2.09% for increased operating costs and traditional support for the capital program, 0.26% for increased support for storm and sanitary sewer works and 0.50% for increased tax-supported debt charges to implement the Capital Financing Policy approved by Council at its meeting held April 23, 2012.

Memorandum 2018 Approved Budget Page 3

Capital budget - $85.6 million

There are 191 capital projects included in the 2018 Capital Budget for a total cost of $85.6 million.

The following chart is a summary of the changes made from the Draft Capital Budget:

Complete listing of Recommendations of Budget Committee

Appendix A represents a complete listing of all the recommendations approved by Council on December 11, 2017.

Attachment:

Appendix A – Excerpt from Council Minutes December 11, 2017

Appendix A

Budget Committee Report No. 5 Meeting of November 27, 28 and 29, 2017

To the Council of The City of Peterborough for Consideration at its meeting held December 11, 2017.

The Budget Committee as a result of its meeting held on November 27, 28, 29, 2017 recommends as follows:

1. Director of Corporate Services Report CPFS17-065 2018 Draft Budget

a) That the 2018 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 2018 Budget process.

c) That any unused CAO Budget at the end of 2018 be transferred to the Organizational Development Reserve, subject to the overall year-end position. (Page 25)

d) That any unused Peterborough Technology Services Budget, at the end of 2018, be transferred to the Electronic Data Processing (EDP) Reserve, subject to the overall year-end position and that, if actual 2018 costs exceed the 2018 Budget, funds may be drawn from the EDP Reserve. (Page 33)

e) That any 2018 Engineering Overhead surplus be transferred to the Engineering Design and Inspection Reserve, subject to the overall year-end position and that if actual 2018 Engineering costs exceed the Budget, funds may be drawn from the Engineering Design and Inspection Reserve. (Page 60)

f) That any unused portion of the 2018 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 2018 Winter Control costs exceed the 2018 Budget, funds may be drawn from the Winter Control Reserve. (Page 76)

g) That any unused Parking Budget, at the end of 2018, be transferred to the Parking Reserve, subject to the overall year-end position and that, if the actual 2018 Parking costs exceed the 2018 Budget, funds may be drawn from the Parking Reserve. (Page 84)

Appendix A

h) That any unused Traffic Signal Maintenance Budget at the end of 2018, be transferred to the Traffic Signal Reserve, subject to the overall year-end position and that if the actual 2018 Traffic Signal Maintenance costs exceed the 2018 Budget, funds may be drawn from the Traffic Signal Reserve. (Page 85)

i) That any surplus funds at the end of 2018 for Market Hall be transferred to the Market Hall Capital Reserve for unanticipated maintenance expenses or small capital improvements. (Page 109)

j) That any unused Sustainability Budget, at the end of 2018, be transferred to the Sustainability Reserve, subject to the overall year-end position, and that if actual 2018 costs exceed the 2018 Budget, funds may be drawn from the Sustainability Reserve. (Page 109)

k) That any surplus funds at the end of 2018 for the Peterborough Sport and Wellness Centre be transferred to the PSWC Capital Conservation Reserve for future capital improvements. (Page 113)

l) That any surplus funds at the end of 2018 for Arenas be transferred to the Arena Equipment Reserve for future equipment purchases. (Page 126)

m) That any unused Homelessness net budget at the end of 2018 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 2018 Homelessness costs exceed the 2018 Budget, funds may be drawn from the Reserve. (Page 141)

n) That any unused Community Development Program net budget at the end of 2018 be transferred to the Social Services Community Social Plan Joint Reserve for future program development, subject to the overall year-end position and that, if actual 2018 Community Development Program costs exceed the 2018 Budget, funds may be drawn from the Reserve. (Page 141)

o) That any remaining unused Social Services net budget at the end of 2018 be transferred to the General Assistance Reserve, subject to the overall year-end position and that, if actual 2018 Social Services costs exceed the 2018 Budget, funds may be drawn from the Reserve. (Page 141)

p) That any surplus in the 2018 Housing Operating Budget at the end of 2018 be transferred to the Housing Reserve, subject to the overall year-end position and that, if actual 2018 Housing costs exceed the 2018 Budget, funds may be drawn from the Housing Reserve. (Page 158)

Appendix A

q) That any surplus in the 2018 Housing Choice Rent Supplement Program at the end of 2018 be transferred to the Housing Choice Rent Supplement Reserve, subject to the overall year-end position and that, if actual 2018 Rent Supplement costs exceed the 2018 Budget, funds may be drawn from the Rent Supplement Reserve. (Page 158)

r) That any excess Airport development review fees at the end of 2018 be transferred to the Airport Development Review Reserve for future Airport Development related expenditures and that, if the 2018 Airport development review costs exceed the review fees, funds may be drawn from the Airport Development Review Reserve. (Page 162)

s) That any unused Building Inspection Budget at the end of 2018 be transferred to the Building Division Reserve and that, if actual building inspection costs exceed the 2018 Budget, funds may be drawn from the Building Division Reserve. (Page 166)

t) That a Casino Gaming Reserve be created and all Casino gaming revenues be transferred into the reserve, and that except for the provision in 2018 of $150,000 to fund expenditures of the DBIA, this reserve only be used for designated capital projects. (Page 170)

u) That any adjustment to the City’s 2018 requirement for the Municipal Property Assessment Corporation (MPAC), be netted against the City’s 2018 General Contingency provision. (Page 173)

v) That any unused portion of the 2018 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 2018 tax write-off costs exceed the 2018 Budget, funds may be drawn from the Allowance for Doubtful Accounts Reserve. (Page 176)

w) That any unused Employee Benefits Budget at the end of 2018 be transferred to the Employee Benefits Reserve, subject to the overall year-end position, and that, if actual 2018 employee benefits exceed the 2018 Budget, funds may be drawn from the Employee Benefits Reserve. (Page 176)

x) That any unused Insurance Budget at the end of 2018 be transferred to the Insurance Reserve, subject to the overall year-end position and that, if actual 2018 insurance costs exceed the 2018 Budget, funds may be drawn from the Insurance Reserve. (Page 176)

y) That any unused 2018 Contingency Budget at the end of 2018 be transferred to the Capital Levy Reserve to be used for Capital works subject to the overall 2018 year-end position. (Page 176)

Appendix A

z) That any unused Police Services Legal fees Budget at the end of 2018 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 2018 Police legal fees costs exceed the 2018 Budget, funds may be drawn from the Policing Legal Fees Reserve. (Page 180)

aa) That any unused Police Services Budget at the end of 2018 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 2018 Police Services costs exceed the 2018 Budget, funds may be drawn from the Police Special Projects Reserve. (Page 180)

bb) That any adjustments to the City’s portion of the 2018 Peterborough County/City Paramedics Services Budget be netted against the 2018 General Contingency provision. (Page 187)

cc) That any unused Peterborough County/City Paramedics Services (PCCP) Budget at the end of 2018 be transferred to the PCCP Reserve, subject to the overall year-end position and that, if the actual 2018 PCCP costs exceed the 2018 Budget, funds may be drawn from the PCCP Reserve. (Page 187)

dd) That any adjustments to the City’s portion of ORCA’s 2018 Budget, based on the final approved ORCA Budget, be netted against the City’s 2018 general contingency provision. (Page 189)

ee) That any adjustments to the City’s portion of Peterborough Public Health’s 2018 Budget, based on the final approved Peterborough Public Health Budget, be netted against the City’s 2018 general contingency provision. (Page 190)

ff) That the 2018 budget request, representing the levy required by the Downtown Business Improvement Area of the Corporation of the City of Peterborough during the year 2018 totalling $310,800, be approved. (Page 198)

gg) That the 2018 budget request, representing all sums required by the Village Business Improvement Area of the Corporation of the City of Peterborough during the year 2018 totalling $17,380, be approved. (Page 199)

hh) That any net surplus funds, after the disposition of the recommendations in this report, from 2018 operations in excess of $100,000 be transferred to the Capital Levy Reserve to be used for Capital works. (Page 202)

ii) That a by-law be passed to establish the 2018 tax ratios for each property class as set out in the 2018 Operating Budget. (Page 215)

Appendix A

jj) That the 2018 tax rate for farmland awaiting development subclasses be 75% of the residential rate. (Page 216)

kk) That a system of graduated tax rates within the Commercial and Industrial classes not be implemented for 2018. (Page 216)

ll) That the capping policy for 2018 for the Multi-residential, Commercial and Industrial classes be as follows: (Page 216) i. Capping be based on a maximum increase of 10% of the previous

year’s CVA (Current Value Assessment) tax for the eligible property.

ii. No capping credit be applied for properties where the required billing adjustment is within $500 of the properties’ CVA tax; affected properties would be billed at their full CVA tax level.

iii. That properties that achieved CVA tax in 2017 remain at CVA tax from 2018 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 2017 to 2018 be taxed at CVA tax.

v. That properties within the Industrial tax class are no longer eligible for the capping program.

vi. That properties within the Commercial and Multi-residential tax classes move towards CVA Tax over a four year phase-out period which commenced in 2016 and will achieve full CVA by 2019.

vii That the threshold on the tax level for eligible new construction be 100%.

2. Director of Corporate Services Report CPFS17-062 Creation of Communication Services Division and Approval of an Additional FTE

That Council approve the recommendation outlined in Report CPFS17-062 dated November 27, 2017, of the Director of Corporate Services, as follows:

That Report CPFS17-062 be received for information and included in the 2018 Budget discussions.

Appendix A

3. Director of Community Services Report CSD17-030 Canadian Canoe Museum Funding Request and Pre-commitment of Future Capital Budgets

That the recommendations be amended by deleting the current wording and replacing as follows:

a) That a total of $4 million in capital funding for the Canadian Canoe Museum for its proposed new facility, be approved; with the City contributions paid in increments over eight years, beginning in 2019.

b) That the Mayor and Clerk be authorized to sign a funding agreement between the City and the Canadian Canoe Museum as may be required for the Museum to secure funding commitments from the province and/or federal government;

c) That an annual Service Grant to be provided by the City to the Canadian Canoe Museum be set at the current 2018 amount of $108,362, without further increases for eight years;

d) That staff advise Council when notification of a funding decision from the Government of Canada, for the Canadian Canoe Museum, has been received;

e) That the Canadian Canoe Museum meet with City staff to explore opportunities at the current and proposed new site for increased community engagement and profile.

f) That the Canadian Canoe Museum present its proposed business and operations plan for the new facility to Council, at a future time.

4. Director of Corporate Services Report CPFS17-059 Fairhaven 2018 Budget

That Council approve the recommendation outlined in Report CPFS17-059, dated November 27, 2017, of the Director of Corporate Services as follows:

That the presentation and budget details presented to the November 28, 2017 Budget Committee by Fairhaven for the 2018 Budget, be received.

5. Emerald Ash Borer Management Plan

That staff provide an update report on the Emerald Ash Borer Management Plan by June of 2018.

Appendix A

6. Director of Utility Services Report USTR17-021 Statutory Holiday Transit Service That Council approve the recommendation outlined in Report USTR17-021 dated November 27, 2017, of the Director of Utility Services, as follows:

That Report USTR17-021 be received for information.

7. Director of Utility Services Report USTR17-020 Role of New Traffic Operations Technician

That Council approve the recommendation outlined in Report USTR17-020 dated November 27, 2017, of the Director of Utility Services, as follows:

That Report USTR17-020 be received for information.

8. Downtown Parking Meters

That staff provide a report in 2018 on the cost difference when replacing existing downtown parking meters with new technology to accept bills.

9. Director of Community Services Report CSSS17-010 Emergency Shelter Funding, Homelessness Support Services Update and a 2019 Budget Pre-commitment

That Council approve the recommendations outlined in Report CSSS17-010 dated November 27, 2017 of the Director of Community Services, as follows:

a) That Staff be directed to negotiate terms of renewed service agreements with Brock Mission, YES Shelter for Youth and Families, Four Counties Addictions Services for Emergency Shelter services, and the Homeless Coordinated Response Team (HCRT) for the period April 1, 2018 to March 31, 2020 at a maximum cost as outlined in Table 1 in the Budget and Financial section of this report;

b) That Staff be directed to negotiate terms of a new service agreement with the Home for Good Supportive Housing Program;

c) That the Warming Room service contract be expanded to provide for year round service delivery until April 30, 2020 and that Staff be directed to negotiate an agreement accordingly;

Appendix A

d) That a draw from the Social Services Homelessness reserve in an amount up to $200,000 for 2018 and up to an additional $200,000 as a pre-commitment in 2019 to assist with additional costs for the homelessness programs in those years be approved;

e) That a by-law be enacted authorizing the Mayor and Clerk to execute renewed service agreements for April 1, 2018 to March 31, 2020 with community partners related to emergency shelter services, Warming Room, Homelessness Coordinated Response Team and to execute new service agreements with service providers for the provincial Home for Good funding; and

f) That Staff be requested to bring forward a follow-up report in late 2019 with an update on the emergency shelter situation, prevention initiatives and recommendations for funding of homelessness programs and services beginning April 1, 2020.

10. Community Drug Strategy Program

That staff provide a report in 2018 on the Community Drug Strategy Program.

11. Director of Community Services Report CSD17-029 Showplace Peterborough Funding Request and Pre-commitment of 2019 Capital Budget

That Council approve the recommendations outlined in Report CSD17-029 dated November 27, 2017, of the Director of Community Services, as follows:

a) That Report CSD17-029, which provides more details relating to the recommended increase to the City’s 2018 Service Grant to Showplace Peterborough in the amount of $30,000 from the 2017 level of $107,181 to a total of $137,181; and an allocation of $75,000 in capital funding, through Capital Levy, to help leverage funding from senior levels of government for capital improvements in 2018, be received; and

b) That an additional $75,000 in capital funding to Showplace, through Capital Levy, be pre-committed in the 2019 budget to help Showplace leverage funding from senior levels of government for capital improvements in 2019.

Appendix A

12. Director of Corporate Services Report CPFS17-061 Peterborough Police Services 2018 Budget


That the presentation and budget details presented to the November 28, 2017 Budget Committee by Peterborough Police Services Board for the 2018 Budget, be received.

13. Director of Corporate Services Report CPFS17-058 2018 Budget for Peterborough Public Health


That the presentation and budget details presented to the November 28, 2017 Budget Committee by Peterborough Public Health for the 2018 Budget, be received.

14. Director of Corporate Services Report CPFS17-071 2018 Budget for Downtown Business Improvement Area


That the presentation and budget details presented to the November 28, 2017 Budget Committee by the Downtown Business Improvement Area for the 2018 Budget, be received.

15. Director of Corporate Services Report CPFS17-057 2018 Budget for the Peterborough Humane Society


That the budget details, presented to the November 28, 2017 Budget Committee by the Peterborough Humane Society for the 2018 Budget, be received.

Appendix A

16. Grey Water Collection and Dockage Costs

That there be a comparison of operating costs and revenues for dockage with other local marinas, and

That statistics on grey water collection and removal be provided in a report to Council.

17. User Fees and Charges for the Arenas

a) That a new user fee be listed on Form 6 - User Fees and Charges for the Evinrude Centre, on page 169 of the 2018 Operating Budget Details Book for Non-Prime Time-Floor Rental at a rate of $54.85 effective April 1, 2018; and,

b) A new user fee be listed on Form 6 - User Fees and Charges for the Peterborough Memorial Centre/Morrow Park, on page 172 of the 2018 Operating Budget Details Book for Non-Prime Time-Floor Rental at a rate of $66.14 effective April 1, 2018.

18. Security Cameras at Arenas

That a staff report on the provision of security cameras at all arenas be provided to Council in 2018.

19. Director of Corporate Services Report CPFS17-058 Peterborough Health Team 2018 Budget for the Physician Recruitment Program


That the presentation and budget details presented to the November 28, 2017 Budget Committee by Peterborough Public Health for the 2018 Budget, be received.

20. Director of Corporate Services Report CPFS17-055 2018 Budget for the Otonabee Region Conservation Authority

That Council approve the recommendations outlined in Report CPFS17-055, dated November 27, 2017, of the Director of Corporate Services as follows:

That the budget details presented to the November 28, 2017 Budget Committee by the Otonabee Region Conservation Authority, be received.

Appendix A

21. Director of Corporate Services Report CPFS17-056 2018 Budget for the Peterborough and The Kawarthas Economic Development


That the presentation and budget details presented to the November 28, 2017 Budget Committee by Peterborough and The Kawarthas Economic Development, be received.

22. Director of Corporate Services Report CPFS17-060 Peterborough County/City Paramedics Service 2018 Budget

That Council approve the recommendations outlined in Report CPFS17-060, dated November 27, 2017, of the Director of Corporate Services as follows:

a) That the presentation and budget details presented to the November 28, 2017 Budget Committee by the Peterborough County/City Paramedics Service for the 2018 Budget, be received.

b) That the $4,757,687 provision for Peterborough County/City Paramedics Service included in the 2018 Draft Operating Budget on pages 186-187 of the 2018 Draft Highlights Book be increased by $19,674 to $4,777,361 and that the increase of $19,674 be transferred from the PCCP Reserve.

23. 2018 Budget for Downtown Business Improvement Area

a) That the 2018 budget, representing the levy required by the Downtown Business Improvement Area of the Corporation of the City of Peterborough, be approved in the amount of $304,700 or a 0% increase over the 2017 amount; and,

b) That the DBIA budget line in the amount of $50,000 for security, be used to provide security services in 2018.

24. Age-Friendly Coordinator

That the fulltime permanent position of an Age Friendly Coordinator be approved and for the year 2018, the City share of this be taken from reserve and in future years the expense be included in the Social Services Division budget, subject to the County of Peterborough commitment.

Appendix A

25. Housing First

That the rent supplement for Housing First increase shown on line 201 of page 243 of the 2018 Budget Highlights book in the amount of $20,000 be approved and be taken from general contingency.

26. Director of Corporate Services Report CPFS17-049 Update on the City's Debt Capacity Limit

That Council approve the recommendation outlined in Report CPFS17-049 dated November 27, 2017, of the Director of Corporate Services, as follows:

That Report CPFS17-049, providing an update on the City’s Debt Capacity limit, be received for information.

27. Director of Corporate Services Report CPFS17-073 Implications on the 2018 Draft Budget of the Elimination of the Stormwater Protection Fee

That Council approve the recommendations outlined in Report CPFS17-073 dated November 27, 2017, of the Director of Corporate Services as follows:

a) That the 2018 Draft Budget be amended by replacing Chart 2 on page 9 of the Highlights Book with the new Chart 2 in Report CPFS17-073; and

b) That the 2018 Draft Budget be amended, as applicable, to indicate the Stormwater Protection Fee is not included as part of the 2018 Budget.

Submitted by,

Councillor Clarke Chair November 27, 28, 29, 2017

2018 Budget Table of Contents

ii

Part 1: 2018 Approved Budget Overview .................................................................. 1

2018 Operating Budget (Revenues and Gross Expenditures) ..................................... 2

Factors Impacting Operating Revenues ...................................................................... 3

Factors Impacting Gross Expenditures ........................................................................ 4

Gross Expenditures Versus Net Expenditures ............................................................. 5

Factors Impacting Net Expenditures ........................................................................ 5 Net tax levy requirement equals $127.4 million – up by 3.5% .................................. 6 Tax Ratio Reduction Program continues for 2018 ................................................... 6 Effect of assessment growth on the All-inclusive Tax increase ................................ 6 Median residential assessment: $243,800 ............................................................... 7 Residential education rate assumed to decrease by 4.5% ....................................... 7 Sewer surcharge rate increases to 97.1% ............................................................... 7

Approved Budget – 2.09% + .26% + 0.50% = 2.85% All-inclusive increase for median residential property ......................................................................................... 8

How 2.85% All-inclusive rate increase relates to the $4.3 million increase in the Net Tax Levy Requirement .................................................................................... 8

What does 1% mean? ................................................................................................. 8

Comparative All Inclusive Tax and Sewer Surcharge Rates and Levies for Median Single Family Dwelling .................................................................................... 9

Factors impacting 2.85% increase in the tax levy requirement .............................. 10

Tax Levy Requirement Change Factors .................................................................... 11

2018 Capital Expenditures and Financing by Source ................................................ 17

20 Largest 2018 Capital Projects ............................................................................... 18

Part 2: 2018 Operating and Capital Budget Review ................................................ 20

Organization Chart .................................................................................................... 21

City Council - Operating Budget ................................................................................ 23

Chief Administrative Officer Departmental Summary – Operating Budget ................ 24

Fire Services Division - Operating Budget ............................................................. 25 Fire Services Division – Capital Budget ................................................................. 27 Emergency and Risk Management – Operating Budget ........................................ 29

Corporate Services Departmental Summary - Operating Budget .............................. 31

Corporate Services Departmental Summary - Capital Budget ................................... 34

Property ................................................................................................................. 36


iii

Facilities and Planning Initiatives ........................................................................... 38 Information Services .............................................................................................. 39 Corporate Services Other ...................................................................................... 41

Legal Services Departmental Summary – Operating Budget .................................... 46

Utility Services Departmental Summary – Operating Budget .................................... 48

Utility Services Departmental Summary – Capital Budget ......................................... 50

Utility Services Administration - Operating Budget ................................................. 52 Utility Services Administration – Capital Budget..................................................... 53 Flood Reduction Master Plan Projects ................................................................... 55 Engineering, Construction and Infrastructure Planning - Operating Budget ........... 59 Engineering, Construction and Infrastructure Planning - Capital Budget ............... 61 Arterial Streets ....................................................................................................... 61 Collector and Local Streets .................................................................................... 65 Bridges ................................................................................................................... 67 Sidewalks ............................................................................................................... 69 Sanitary Sewers ..................................................................................................... 70 Storm Sewers......................................................................................................... 73 Public Works Division - Operating Budget ............................................................. 74 Public Works - Capital Budget................................................................................ 77 Transportation Division – Operating Budget .......................................................... 80 Parking ................................................................................................................... 84 Traffic ..................................................................................................................... 85 Transportation Demand Management (TDM) ........................................................ 86 Transit - Capital Budget ......................................................................................... 87 Parking - Capital Budget ........................................................................................ 89 Traffic and Transportation – Capital Budget ........................................................... 90 Demand Management – Capital Budget ................................................................ 91 Environmental Services Division – Environmental Protection Operating Budget ... 92 Environmental Protection – Capital Budget ............................................................ 94 Environmental Services Division - Waste Management – Operating Budget ......... 97 Environmental Services Division - Waste Management - Capital Budget ............ 100

Community Services Departmental Summary - Operating Budget .......................... 103

Community Services Departmental Summary – Capital Budget .............................. 104

Community Services Administration Division - Operating Budget ........................ 106 Community Services Administration – Capital Budget ......................................... 110 Recreation - Operating Budget ............................................................................ 112 Recreation – Capital Budget ................................................................................ 114 Arts, Culture and Heritage Division - Operating Budget ....................................... 117 Arts Culture and Heritage – Capital Budget ......................................................... 120 Museum – Capital Budget .................................................................................... 121 Library – Capital Budget ....................................................................................... 122 Art Gallery – Capital Budget ................................................................................. 123 Arenas Division - Operating Budget ..................................................................... 125


iv

Arenas Division – Capital Budget ......................................................................... 127 Social Services Division – Operating Budget ....................................................... 129 Social Services Division – Capital Budget ............................................................ 142

Planning and Development Services Departmental Summary - Operating Budget ..................................................................................................................... 143

Planning and Development Services Departmental Summary – Capital Budget ..... 144

Planning, Geomatics/Mapping Administration – Operating Budget ...................... 146 Planning – Capital Budget .................................................................................... 147 Growth Areas – Capital Budget ............................................................................ 150 Industrial Parks – Capital Budget ......................................................................... 152 Geomatics/Mapping – Capital Budget .................................................................. 154 Housing Division - Operating Budget ................................................................... 156 Housing Division – Capital Budget ....................................................................... 159 Airport Division - Operating Budget ...................................................................... 161 Airport Division – Capital Budget.......................................................................... 163 Building Inspection and Protective Services Division – Operating Budget ........... 166 Building Division – Capital Budget ....................................................................... 167

Financial Services Other Financial Summary – Operating Budget .......................... 168

Capital Financing Costs ....................................................................................... 169 Property Taxation Costs ($3.1 million) ................................................................. 171 Other Expenditures .............................................................................................. 174

Transfers To Organizations For Provision Of Services Summary – Operating Budget ..................................................................................................................... 177

Peterborough Police Services - Operating Budget ............................................... 178 Peterborough Police Services – Capital Budget .................................................. 181 Fairhaven ............................................................................................................. 183 Peterborough County/City Paramedics Service (PCCP) ...................................... 186 Otonabee Region Conservation Authority (ORCA) .............................................. 188 Peterborough Public Health Operating Budget .................................................... 190 Peterborough & the Kawarthas Economic Development ..................................... 191 Peterborough Humane Society ............................................................................ 193 Peterborough Family Health Team ...................................................................... 195 Business Improvement Areas .............................................................................. 197

Corporate Revenues Summary ............................................................................... 200

Sewer Surcharge ................................................................................................. 203 Sewer Surcharge Funded Operating Expenditures .............................................. 205 Other Fees and Service Charges Summary - 2017-2018 .................................... 206

Part 3: 2018 Property Taxation ............................................................................... 212

Taxation Revenue Summary ................................................................................... 213

What a Residential Taxpayer Pays ...................................................................... 214


v

Tax Policy ............................................................................................................ 215 Taxable Assessment ............................................................................................ 217 Re-assessment Four Year Cycle Continues ........................................................ 217

2017 - 2018 Taxable CVA by Class and Sub-class ................................................. 219

Tax Ratios and Tax Rates .................................................................................... 221 2018 Tax Ratio Reduction Plan............................................................................ 223 Tax Rate Impact of Tax Ratio Change ................................................................. 223 Weighted Taxable Assessment ............................................................................ 224 Municipal Tax Rate Calculation ............................................................................ 226 2017 - 2018 Municipal Tax Rates......................................................................... 227 Education Tax Rates ............................................................................................ 228

Part 4: Other Sections ............................................................................................. 231

Staffing .................................................................................................................... 232

New Proposed Positions in 2018 Budget ............................................................. 232 Total Staff Complement ....................................................................................... 233 Staffing Complement and Dollars ......................................................................... 234 Impact of Requested New Full-Time Permanent Positions .................................. 237 New Full-time Permanent Positions Proposed in the Operating Budget .............. 238 Conversion of 2018 Approved Operating Budget to Full Accrual PSAB Compliant Budget .................................................................................................................. 241

Requests Not Included In the 2018 Approved Budget ............................................. 242

2018 Capital Financing Supplementary Information ................................................ 244

Capital Levy Calculation and Tax Supported Debt ............................................... 244 Federal Gas Tax Program .................................................................................... 246 Development Charges Reserve Funds ($2.4 million) ........................................... 249 Development Charge Rates ................................................................................. 250 Long Term Debt ................................................................................................... 253 Reserves and Reserve Funds .............................................................................. 262

Part 5: Glossary of Budget Terms and Acronyms ............................................... 268

Budget Terms .......................................................................................................... 269

Acronyms Used in Budget Documents .................................................................... 275

Part 1 2018 Approved Budget - Overview

1

Budget Highlights

Part 1: 2018 Approved Budget Overview


2

2018 Operating Budget (Revenues and Gross Expenditures)

The 2018 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.


3

Factors Impacting Operating Revenues

Conditional Grants – are projected to decrease by a net amount of approximately $1.8 million, mostly as a result of a decrease of $4.5 million in subsidies for various programs in Housing, which is offset by an increase in subsidy for Social Assistance and Children’s Services in the amount of $1.4 million.

Sewer Surcharges – is expected to increase 4.8% as the 2018 budget is based on 97.1% (2017 – 95%) of water revenues. Both the sewer surcharge rate and the water rates have increased in 2018.

Casino Gaming Revenues – revenues as a result of the City hosting the Casino have been budgeted at $1.5 million in recognition of a partial year of operation in 2018.

Tipping Fees – have been reduced in the 2018 budget by 14.1% as revenue expectations from 2017 have not been met. The facility is jointly owned by the City and County with each municipality owning a 50% share.

Other Fees and Service Charges – overall are projected to increase, in line items such as the Storm Water Protection fee, increased recycling revenues, Transit fare revenues, Fire dispatch, parental fees in Children’s Services and building permits; however, some revenues will decrease such as those associated with POA and composting.


4

Transfers from Other Reserves – will increase mostly as a result of the 2018 election which is funded from the Election Reserve.

Factors Impacting Gross Expenditures

Gross Expenditures for 2018 have increased $7.1 million over the 2017 gross expenditures. The key factors are:

• Personnel - $3.0 million • Increase in Debt Financing Charges - $0.8 million • IT data processing costs - $0.5 million • Minimum Wage impacts - $0.3 million


5

Gross Expenditures Versus Net Expenditures

Gross expenditures, less direct revenues of $128.8 million, such as conditional grants and user fees, result in net expenditure requirements for 2018 of $142.4 million as shown in the following chart.

Factors Impacting Net Expenditures

The 2018 net expenditures have increased $6.0 million. Some of the key factors impacting gross expenditures have offsetting revenues which means they do not impact net expenditures. As an example, Children’s Services gross expenditures have increased $1.9 million, but subsidies and other fees are also increasing by a similar amount, for a small overall decrease in net expenditures.

The key factors impacting the 2018 Net Expenditures from the 2017 level are:

• Personnel (estimated to be $1.7 million) • Social Services (-$0.5 million) • Increase in Debt Financing Charges ($0.7 million)


6

Net tax levy requirement equals $127.4 million – up by 3.5%

Corporate revenues for 2018, such as Supplementary taxes, Investment interest, Payments in Lieu and City of Peterborough Holdings Inc.’s return on investment, total $15.0 million and are deducted from the $142.4 million net departmental expenditures to derive the $127.4 million net tax levy requirements for 2018. The net tax levy requirements have increased by 3.5% or $4.3 million compared to 2017.

Tax Ratio Reduction Program continues for 2018

As directed by Council through the 2018 Budget Guidelines report, the Tax Ratio Reduction Program continues for 2018 for Commercial and Industrial property owners. The multi-residential tax ratio remains at the 2011 rate. A one-time amount of $300,000 has been used to accelerate the reduction for the Commercial Tax Class and have been funded through the elimination of the Vacancy Rebate Program.

That decision, in effect, has added a 0.4% component to the All-inclusive residential rate and without any other impacts; the residential tax rate would have in fact decreased by -.5%.

Effect of assessment growth on the All-inclusive Tax increase

The 2018 real current value assessment growth reduces the All-inclusive Tax increase by 0.54%. The net result is a 0.7% municipal residential tax rate decrease.

The assessment used for the 2018 taxation year also reflects an estimated 0.97% real growth component for the Residential Class and 9.3% growth in the Multi-residential Property Class which is considerably more than the 0.75% Residential and 1.0% Multi-residential reported to Budget Committee through Report CPFS17-037 - 2018 Budget Guidelines, dated July 24, 2017.

These impacts are reflected in Chart 1.


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Chart 1 Effect of Assessment Growth and Tax Ratio Changes on the All-inclusive Tax increase

Median residential assessment: $243,800

The 2018 Budget is based on current assessment values as of January 1, 2016. Adjustments to market values from January 1, 2012 to January 1, 2016 values are being phased-in equally over the years 2017 – 2020 with 2018 representing year two. It is expected that the median residential assessment for a single family dwelling (not waterfront property) for 2018 will be $243,800, an increase of 3.1% over the 2017 median assessed value of $236,500.

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 2018 Budget, it has been assumed that the rate will decrease by 4.5%, the same decrease experienced in the previous year.

Sewer surcharge rate increases to 97.1%

The 2018 Budget assumes a sewer surcharge rate of 97.1%, an increase of 2.1% over the 2017 rate of 95.0%. As of the budget print date for the Draft Budget, the Peterborough Utilities Commission had not approved the 2018 water rates. The 2018 Operating Budget assumes a 3.0% annualized water rate increase for 2018. Subsequent to preparation of the Draft Budget, the Commission approved a 2.5% increase in the water rate. The result is that the average house will experience a $20.68 or 4.7% (Draft Budget - $22.90 or 5.3%) increase in their sewer surcharge annual amount payable over the 2017 level.


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Approved Budget – 2.09% + .26% + 0.50% = 2.85% All-inclusive increase for median residential property

The budget guideline recommended by the Budget Committee through Report CPFS17-037 dated July 24, 2017 and approved by Council July 31, 2017 included the introduction of a storm water protection fee of $14.89. Through the detailed budget deliberations Council ultimately chose to reject the introduction of a separate storm water user fee and opted instead to continue to fund the storm water program through the tax levy requirement.

When the real assessment growth, the 0.0% proposed municipal residential tax rate decrease, the 4.5% reduction in the education rate, the 5.3% increase to the sewer surcharge are all considered, the median single family dwelling will see an All-inclusive 2.85% ($109.17) annual increase ($9.10 monthly) in municipal, education, storm and sewer surcharge payable.

The 2.85% meets the guideline recommended by the Budget Committee through Report CPFS17-037 dated July 24, 2017 and approved by Council July 31, 2017. The 2.85% All-inclusive (Municipal, Education, Storm and Sewer Surcharge) tax increase is comprised of 2.09% for increased operating costs and traditional support for the capital program, 0.26% for increased support for storm and sanitary sewer works and 0.50% for increased tax-supported debt charges to implement the Capital Financing Policy approved by Council at its meeting held April 23, 2012.

How 2.85% All-inclusive rate increase relates to the $4.3 million increase in the Net Tax Levy Requirement

The 2.85% All-inclusive rate increase is a reference to the increase that a typical homeowner with a median assessed value of $243,800 would see on their 2018 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 $4.3 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.

What does 1% mean?

Both the All-inclusive Tax increase and the Net Tax Levy Requirement are within the control of Council.

For 2018, a 1.0% change in the All-inclusive Tax Rate (combined Municipal and Education Tax on Assessment plus Storm and Sewer Surcharge) equates to approximately $1.6 million in tax supported expenditures. That is, to lower the 2018


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proposed 2.85% increase to 1.85%, $1.6 million in net tax levy funded expenditures would have to be cut.

Chart 2 summarizes the residential tax and sewer rates, and resulting levies.

Chart 2

Comparative All Inclusive Tax and Sewer Surcharge Rates and Levies for Median Single Family Dwelling


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Factors impacting 2.85% increase in the tax levy requirement

For the most part, the 2018 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. However, there are some service level enhancements over and above the 2017 Budget Including:

• The Capital program has been enhanced through the additional 0.5% (2013 to 2017 – 1.0%) provision for tax supported debt servicing costs in the amount of $790,900.

• Public Works winter services – full annualized cost of 2 new FTEs for winter activities plus additional fleet and material costs

• Transit – increased revenue service hours with new Community Bus route

• Transit – additional Handi-van capacity will be implemented in early 2018 upon arrival of new vans.

Table 1, lists the major areas reflected in the Budget that have impacted the 2018 tax levy requirement.

The supplementary Notes on pages 12 and 13 provide additional commentary on key impacts.


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Tax Levy Requirement Change Factors


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Tax Levy Requirement Change Factors - Supplementary Notes

Personnel costs

Total personnel costs for 2018 will amount to $102.1 million for 1,082.98 employees (full-time equivalents) and represents 37.6% of the total $271.3 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 2017 hires and some proposed new hires.

Social Services Upload

Lines 3.01 – Social Services caseloads have been budgeted with a net decrease of 1.0% and when combined with the continued provincial uploading of mandatory benefits will result in a savings of $0.9 million. 2018 is the last year of the provincial upload.

Capital Financing Policy - Increase in Tax Supported Debt Costs

Line 4.01 – A provision has been included in the amount of $0.8 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 5.02 – As the City invests in new electronic tools operating costs increase, but is offset by the efficiencies created.

Line 5.03 – The increase in Contingency is in anticipation of contracted services such as cleaning and courier contracts that will be impacted as a result of the minimum wage increasing to $14.00 per hour. Any impact on City staffing costs has been reflected in the various Departmental budgets.

Line 5.04 – The City will be incurring debt principal and interest payments on the cost to convert City street lights to LED technology. The cost however, will be offset by savings in both electricity and maintenance as shown on line 7.01.

Increased Revenues or Decreased Expenditures offsetting budgetary pressures

Line 7.02 – Supplementary taxes have been increased as a result of the construction of the casino.

Line 7.04 – Various Reserve transfers have either increased or decreased based upon future needs.


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Other factors affecting the 2018 tax levy requirement

The other impacts shown will be discussed in the 2018 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 City’s overall year-end financial position. These are listed in Part 2 of this Highlights Book, in their appropriate section.


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2018 Capital Budget: $85.6 million

There are 191 capital projects included in the 2018 Capital Budget for a total cost of $85.6 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 City’s books and is an indicator of how they will be presented in the City’s audited financial statement.

TCA’s 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.

The Capital Budget includes the following information for each project: project details, justification, effects on future Operating Budgets, and accessibility considerations, if applicable.

Capital Needs Outweigh Funds Available

When preparing the 2018 Capital Budget, the requested capital program from Departments far exceeded the available funds. As in prior years, the program was reduced to come in within the guideline provided by Council. This exercise was more rigorous than in prior years, given the need to move projects forward and the reduction of the capital enhancement from 1.0% (2013 to 2017) to 0.5% in 2018 for tax supported debt servicing costs. Examples of reductions made include:

Examples include:

o Improvements to Playgrounds o Improvements to Sports Fields o Roads with PCI < 25 o Trails o Property Acquisitions o Hospice Peterborough – $200,000 of the final contribution of $0.5 million

deferred to 2019 o Peterborough Humane Society – New Animal Care Centre - $100,000

deferred to 2019 o Del Crary Park upgrades deferred for 1 year


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In looking forward to future years, capital pressures continue to outweigh available funds. In the 2018 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 2019-2023. 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. Asset Management will play an increasing role in prioritizing capital projects.


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2018 Capital Budget Summary: $85.6 million

The “2018 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.


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2018 Capital Expenditures and Financing by Source


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20 Largest 2018 Capital Projects

The $61.1 million in these top 20 projects represents 71.4% of the total $85.6 million Capital Budget.


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In the list above, three projects assume external funding which has not yet been approved and will only move forward in 2018 if/when it is. The projects are:

Project #1 – New Arena Facility, Project #2 – Curtis Creek – Tivey Street Outlet Improvements, Project # 17 Curtis Creek – Euclid Avenue Culvert Replacement.

Part 2 2018 Operating and Capital (by Department)

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Budget Highlights

Part 2: 2018 Operating and Capital Budget Review (by Department)


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Organization Chart

While preparing for the Budget Committee Reviews, Council is encouraged to review the 2018 Work Programs found in Book 2. 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.


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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 an Assistant to the Mayor. Council Remuneration is based on the policy adopted by Council on March 6, 2017, based on a Council motion made when discussing Report CPCLK17-003 dated February 27, 2017 of the Director of Corporate Services. The motions read as follows:

b) That the current level of Council compensation be maintained with annual increases the lesser of either the CPI or staff increases; and,

c) That Council compensation automatically be reviewed the second year of each term with any recommendations approved by Council to take effect the following term.

For purposes of the 2018 Budget, remuneration for the Mayor is estimated to be $70,036 and for each Councillor, $28,676.


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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.


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Recommendation

That any unused CAO Budget at the end of 2018 be transferred to the Organizational Development Reserve, subject to the overall year-end position.

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 as well as the seven Fire Departments within the County of Northumberland.

Personnel costs for the 99.6 staff in the Division represent 86% of gross expenditures.

Revenues have increased primarily as a result of the contract for fire dispatch services for Northumberland County.

Fire hydrant charges to the City of Peterborough by the PUC remain at $650,000 for 2018; however, the actual costs incurred by the PUC to provide this service continue to exceed this amount.


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Fire Services Division – Capital Budget

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 in-service 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.

Fire Apparatus Replacement/Additions

The expenditure in 2018 is for the replacement of a Support Unit.


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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.

The report indicated that Station #2 on Carnegie Avenue would be replaced with annual capital budget priorities and scheduled development. The $4.0 million provision shown in 2020 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.


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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 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.


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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 Planning Initiatives.

Preparations for the 2018 municipal election commenced mid-2017 with the hiring of an Election Co-ordinator and Election Assistant. The positions are funded from the Election Reserve. The cost of the Election in 2018 is expected to be $0.5 million and is being funded by the Elections Reserve.

As part of the 2018 Budget Council approved a request to create a new Communications Division and 1.0 additional FTE for a Manager of Communication Services. The landscape for municipal communications has changed and the City is lagging behind other municipalities and behind the community's expectations. More than ever, the public today demands greater responsiveness, accountability and transparency in government. As well, stakeholders and residents are expressing a desire for convenient information available when and where they want it. If the City is expected to improve in these areas, more resources are needed.

The net increase of 13.1% in Corporate Information Services reflects the increase of individual applications and systems that are supported. Investment in IT security also continues to be one of the significant growth areas of the City. In 2018, the City will be updating the Microsoft Office tools currently being used and will move to a subscription based product. An amount of $140,000 has been transferred from Reserve to cushion the impact in the 2018 budget. Also included in 2018 is a contribution to reserve in the amount of $75,000 for the purpose of replacement of the telephone system that will need to be undertaken in the near future.

Gross expenditures are $3.7 million with approximately $3.2 million of this amount being the City’s portion of Peterborough Technology Services (PTS) costs incurred to provide employees and equipment to support the City’s technology needs. Approximately $1.3 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 $2.2 million residing in Corporate Services represents the non-allocated charges.


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Recommendation

That any unused Peterborough Technology Services Budget, at the end of 2018, be transferred to the Electronic Data Processing (EDP) Reserve, subject to the overall year-end position and that if actual 2018 costs exceed the 2018 Budget, funds may be drawn from the EDP reserve.

The Facilities and Planning Initiatives Division provides project management resources to capital projects throughout the Corporation. For 2018, in addition to the projects described in this section, the Facilities and Planning Initiatives Manager will manage:

• New arena complex - Phase 2 tendering and Phase 3 construction start. • Construction completion of the Barnardo Park Rehabilitation Project. • Construction completion of a new park washroom/change facility at Nicholls Oval Park. • Design and construction of new washroom facility at Beavermead Park Campground. • Development of a New Athletic Facility in partnership with Peterborough Victoria Northumberland and Clarington Catholic District School Board.

These projects are listed in their corresponding divisional capital budgets.


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Corporate Services Departmental Summary - Capital Budget

Corporate Services Summary - Tangible Capital Asset


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Corporate Services Summary - Other


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Property

The 2018 Capital Budget for Property reflects the consolidation of facility costs for numerous Departments/Divisions.

Among the largest expenditures planned for 2018 is the replacement of Roofing and HVAC Units at the Peterborough Memorial Centre at a cost of $1,755,000, the continuation of LED Retrofits at various facilities for $250,000 and the replacement of the condenser at the Evinrude Centre for $160,000, which was pre-committed by Council through report CPPS17-035 dated September 25, 2017.


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Facilities and Planning Initiatives

Construction of New Athletic Facilities

Community sports continue to make increasing demands on the limited fields and facilities provided by the City and other partners like the Board(s) of Education, Fleming College and Trent University. The approved budget in 2017 enabled staff to assess options for a partnership-based field project in conjunction with the Peterborough Victoria Northumberland and Clarington Catholic District School Board. Design will commence in 2018 with construction proposed for 2019. Costs will be shared 50/50.


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Information Services


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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 business systems.

City Technology Projects and Capital Improvements

Machinery and Equipment/Computer Hardware and Software, including Server replacements, Notebook computers and software totaling $207,000.

Peterborough Technology Services (PTS) – 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 City’s portion. An example would be capital costs associated with the UNIX server, which hosts corporate applications for both organizations.


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Corporate Services Other


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Amanda Software Upgrade

Amanda is the corporate software for property records and requires an extensive upgrade. The specific components of the project include: a Plans review module and a Portal for on-line services.

Enterprise Software Modernization

Specific computerized applications due for replacement include:

Program Registration and Facility Booking Software - In 2016, through Report CPFS16-018, Council awarded a contract to PerfectMind for the City's Program Registration and Facility Booking Software.

Financial Enterprise Resource Planning software - In 2017, through Report CPFS17-036, Council awarded a contract to SAP for a corporate Financial Enterprise Resource Planning solution.

Property Taxation Software - the current product being used meets today's legislative requirements, but does not include any of the electronic customer service offerings that are expected in today's business environment. The product will be replaced as part of Phase II of the SAP implementation.

Corporate Website Refresh

The City's website is a key communication tool for the municipality. www.Peterborough.ca has over 200,000 visitors per year, who view more than 400,000 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.

This project is a major redesign of the City’s website.


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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%, which resulted in lost Development Charge revenues of $1.3 million.

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.

The last contribution of $500,000 has been split over 2018-2019 budget years.

Peterborough Humane Society - New Animal Care Centre Capital Campaign

Based on Report OCS16-002 dated May 30, 2016, and a presentation by the Humane Society, Council committed to support the capital campaign over five annual instalments. Motion b) and c) read as follows:

b) That the City of Peterborough approve a $1.5 million capital campaign contribution to the Peterborough Humane Society, to be paid in 5 annual instalments over a five-year period from 2017 to 2021, in support of the $9.5 million Peterborough Animal Care Centre at 1999 Technology Drive

c) That the City of Peterborough directly pay the Development Charges for the Peterborough Humane Society Animal Care Centre at 1999 Technology Drive in the amount of approximately $186,000, and that the payment be made in 2 annual installments of approximately $93,000 commencing in 2017;

e) That any cost sharing for the provision of municipal road and services for 1999 Technology Drive, be waived.

Due to budget constraints in 2018, $100,000 of the $1.5 million has been deferred to 2019.


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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 $204,000.

Canadian Canoe Museum - Capital Build

On June 28, 2017 representatives from the Canoe Museum made a presentation to Budget Committee seeking $4.0 million in financial support from the City, to be cash flowed over a number of years in support of a new $50.0 million facility.

The Draft Budget, along with Report CSD17-030 dated November 27, 2017, recommended approval of $4.0 million in funding for the Canoe Museum new facility to be paid in increments over five years.

After deliberation, Council ultimately approved the following:

a) That a total of $4 million in capital funding for the Canadian Canoe Museum for its proposed new facility, be approved; with the City contributions paid in increments over eight years, beginning in 2019.

c) That an annual Service Grant to be provided by the City to the Canadian Canoe Museum be set at the current 2018 amount of $108,362, without further increases for eight years.


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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.

Also included in this activity is the administration of the sale and purchase of municipal property and, in conjunction with Planning and Development Services, the management of the City's industrial parks.

The Provincial Offences Office provides administration and court services for the processing of offences under the Provincial Offences Act. For 2018, POA fine revenues have been reduced to more accurately reflect actual experience. Net revenues are divided between the City and the County of Peterborough, based on weighted assessment. The County share for 2018 is 54.5%, the same as in 2017. The City’s share is 45.5%.

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.


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Utility Services Departmental Summary – Operating Budget

The Utility Services Department directs, manages and coordinates the construction and maintenance of all public infrastructure in the City (except for water treatment and distribution and the electrical systems), for the benefit of City residents, business people and visitors, through the following Divisions:

Engineering and Construction and Infrastructure Planning

The Division prioritizes, co-ordinates and manages the maintenance, rehabilitation and development of the City’s road and related infrastructure, sidewalk, conveyance sewer system and stormwater management facilities. The Division also works to establish and improve the City’s Capital Asset Management Plan to aid in the best management practices for the City's capital assets and to provide engineering review of development applications and growth management plans.

Public Works

Provides repair and maintenance services seven days a week on a 24-hour basis for all client groups. Emergency repairs are made on demand to ensure the performance of fleet units for essential services.

Environmental Services

The Division 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.

Waste Management includes the collection, processing and disposal programs/services for garbage, recyclables, green waste, large articles, hazardous waste and electronic waste. The Division manages the Peterborough County/City Waste Management Facility the Material Recycling Facility, the Household Hazardous Waste Depot and the Harper Road Composting Facility.

Transportation

The Transit Division provides conventional public transit service to within 450m of 90% of the residents of the City as well as a parallel public transit service for people with physical disabilities. The Division also provides Municipal Parking, Transportation Planning, Traffic Operations and Transportation Demand Management (TDM) services for the City.


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Utility Services Departmental Summary – Capital Budget


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Utility Services Administration - Operating Budget


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Utility Services Administration – Capital Budget

Street Light Review and Upgrade

This program will address deficiencies related to streetlight poles, arms, underground, and the City's decorative street lights. The work program will not include warranty items from the LED retrofit program approved by Council in 2017.


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Emerald Ash Borer (EAB) Management Plan

The Management Plan was well documented in Report USDIR13-004 and involves identification of EAB infested areas, selected tree removals (with subsequent replacements) and treatments. Included in all of the foregoing is a significant public education process. The Plan was revised as more accurate inventory and monitoring data became available.

EAB was discovered in isolated areas of the City in 2015. In 2015, a rotating 2-year treatment cycle of Ash trees was initiated. Selective removals began in 2016.

Emerald Ash Borer


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Flood Reduction Master Plan Projects


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Curtis Creek - Tivey Street Outlet Improvements

Flooding along Curtis Creek is due to the system receiving more water than can be contained within the channel corridor and conveyed through bridges and culverts. The culverts at Tivey/Rogers Street need to be upgraded to minimize the risk of flooding the properties south of the current inlet pipe.

Following the culvert works, the City will begin to program the Curtis Creek stream channel rehabilitation between Rogers Street and Armour Road. The culvert work proposed along Tivey Street is a prerequisite to any riverine channel works upstream and further flood reduction projects along Rogers Street.

A federal funding aid application (up to a maximum of $1.5 million) has been made for this project.

Bethune Street Diversion - City Funded

This is the City portion of the overall project. Works ineligible for the shared funding such as overhead, land acquisition, enhanced pedestrian and cycle facilities, etc., are covered under this project.

The project provides a major flood diversion of Jackson Creek and, at the same time, improves the road condition along an arterial street. The ultimate design will provide major upgrades to existing pedestrian and cyclist infrastructure.


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Curtis Creek - Euclid Ave Culvert Replacement

Euclid Avenue Culvert Replacement project is a priority project in a series of recommended improvements which would mitigate flood damage within the Curtis Creek watershed.

The City has applied for federal funding for this project up to a maximum of $675,000.

Brookdale Watershed Improvements

The funding for 2018 is required for the completion of works to Brookdale Channel upstream of McDonnel Street.

North-East Jackson Watershed Improvements

The immediate needs for this project will be the Simcoe Street 100 year pipe from the Otonabee River to George Street.

The following needs will be completed subsequent to this;

- Construction of a relief storm sewer parallel to the existing sewer from Hilliard Street along Phillip Street, McClennan Street, Gilbert Street, Elizabeth Avenue and Nicholls Street; and

- Upsizing the existing pipe to 100 year capacity from Nicholls Street and Dumble Avenue and along Parkhill Road and Water Street.


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Flow and Rainfall Monitoring

The purpose of flow monitoring is to collect accurate, current information on the flow characteristics of the study area, and the associated rainfall intensity, total volume, rate, and duration. Information collected will be used for various applications including computer model calibration; development of area specific modelling parameters relative to design values; and inflow and infiltration identification and quantification.


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Engineering, Construction and Infrastructure Planning - Operating Budget


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Information and condition of infrastructure assets is collected and used as input to the capital program development. Work of this nature is ongoing, allowing staff to utilize the information to create proactive maintenance programs necessary to minimize life cycle costs of the City’s infrastructure. Through the Capital Asset Management Program approach, the programming and coordination of capital projects allows the City's infrastructure renewal process to make the best use of capital dollars.

In 2017, Council approved the retrofit of all of the City's Cobra Head fixtures to LED. This will significantly reduce energy consumption and maintenance costs. Phase two of this program will evaluate the City's decorative fixtures to determine feasibility of retrofitting these fixtures to LED.

Recommendation

That any 2018 Engineering Overhead surplus be transferred to the Engineering Design and Inspection Reserve, subject to the overall year end position and that if actual 2018 Engineering costs exceed the Budget, funds may be drawn from the Engineering Design and Inspection Reserve.


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Engineering, Construction and Infrastructure Planning - Capital Budget Arterial Streets


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Hilliard Street Reconstruction - Marina Boulevard to The Parkway

This project will address the aging storm sewers on Hilliard Street during the installation of the PUC watermain. Some geometric adjustments may be required to the signalized intersection of Hilliard Street and Marina Boulevard. The project will further aid in the Bears Creek By-pass project that began construction in 2017.

Funds required in 2018 have been pre-committed by Council via Report USEC 17-003 when awarding the construction contract.

Chemong Road North Urbanization - Milroy Avenue to North City Limit

This project would involve pavement, curb and gutter, sidewalk(s), storm sewers, potential for bike lanes, and turning lanes. This project is to improve the road condition and level of service along the north/south arterial street to an urban cross section to coincide with improvements triggered by area development.

In 2017, staff worked with the developer on a servicing agreement for the works external to the subdivision. 2018 funding requests are required for the developer to continue moving forward in an effort to complete the conditions of the subdivision.

McDonnel-Gilchrist Rehabilitation

This project is anticipated to include the formalization of McDonnel Street with the installation of sidewalk, cycling lanes and new curb and gutter from Park Street to Donegal Street and improvements to Gilchrist Street south of McDonnel Street.

Also included in the project are sanitary sewer upgrades on Gilchrist Street north of McDonnel Street in keeping with the Sanitary Sewer Master Plan Study completed to reduce sanitary sewer backups. Storm sewer works are required for the Brookdale Channel outfall that is proposed to outlet at the Donegal Street Bridge.

Pioneer Road Upgrades and External Servicing

The development of the Trent Research and Innovation Park (TRIP) will require ongoing municipal investment to ensure that adequate municipal services are in place to support future employment growth. Phase one construction to service the majority of the Trent Research and Innovation Park will be completed in 2018 from Nassau Mills Road to the west entrance of the TRIP.


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Parkhill Road West - Wallis Drive to West City Limit

This project will involve pavement, curb and gutter, sidewalk(s), bike lanes, storm and sanitary sewers, turning lanes and signalization. The vertical alignment of the road will be improved and an urban cross section will be constructed.

A Schedule ‘C’ Class Environmental Assessment, including an Environmental Study Report is complete with the preferred alternative endorsed by Council. The major road works will be designed, tendered and constructed in one phase although construction will span multiple years. Construction commenced in 2015 with works at the Parkhill Road West and Wallis Drive intersection, the installation of a large storm outlet through the Parkhill Sanitary Pumping Station property and the urban road cross section between Wallis Drive and Ravenwood Drive. The entire project is scheduled for completion in the fall of 2020.

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 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.

Television Road Widening – Lansdowne Street to Parkhill Road

Bridge inspections, which are done every two years, have identified the crossing of Meade Creek to be critical. The funding in 2018 is required to initiate the Environmental Assessment of Television Road to better understand the ultimate configuration of the crossing. The 2019 funding is required to supplement the existing funding for the subsequent bridge construction.


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Collector and Local Streets


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Extension of Crawford Drive to Harper Road

The project timing is driven by development interest in the area. Funds previously approved, were re-allocated to other projects through the 2014 budget process and are now being reintroduced into the budget to support the development application of a hotel and casino site.

Included in the project scope is the closure of Crawford Drive west of the Harper Road Intersection and a new connection from Crawford Drive to Harper Road northwest of the development lands. The works will be completed in conjunction with the development of the Casino/Hotel site and will be subject to an external servicing agreement with the developer.

The funds for 2018 and 2019 have been pre-committed through Council approvals.

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).

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.

The Resurfacing Program is identified through the City’s overall Road Needs Study. In general, the road resurfacing budget will be allocated to streets which require surface treatment only, or to streets involved with underground infrastructure replacement/rehabilitation where additional paving is desirable.

This project is partially funded through the Ontario Community Infrastructure Fund (OCIF) to provide a steady source of predictable, long-term infrastructure funding.


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Bridges


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OSIM Bridge Preventative Maintenance Program

Following the bridge condition inspections, this project maintains 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.

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)).


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Sidewalks

Various New Multi-Use Trails

For 2018, several trail projects found throughout the budget have been combined under USD to create one larger, more comprehensive Trail Project. 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.

Various New Sidewalk Installations

The City has updated the Sidewalk Implementation Procedure to include notifying residents and Ward Councillors, that will be directly impacted by the immediate construction program, with sufficient time to allow dialogue between the residents and staff ensuring mitigation measures are taken. Issues that cannot be resolved are brought to the attention of Council.


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Sanitary Sewers


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Sanitary Sewer Master Plan Implementation

Inflow and Infiltration (I-I) of clean water increases the flow in the sanitary sewer causing basement flooding, environmental hazards, greater wastewater treatment costs and reduced sewer capacity for future growth while decreasing the sewer system’s lifespan.

Various sources of I-I sources have been discovered and now that the City has located these sources, the next step is remediation through detailed design and construction to remove the I-I from the City’s sanitary system. Staff will continue to investigate and eliminate I-I sources throughout the City.

Murray Street Sanitary Rehabilitation - Cambridge Street to Cross Street

Issues have been reported by residents in the area during high intensity storm events. With the scheduled PUC project, USD will replace sanitary sewers throughout a portion of the PUC project to eliminate the sag that currently exists within the sanitary main line.

PUC will lead the project with key City involvement during the design and construction stages. The PUC project will involve the full removal and replacement of the watermain from Cambridge Street to Donegal Street.


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Kawartha Heights Boulevard Sanitary Twinning

This project consists of twinning portions of the sanitary sewer system on Kawartha Heights Boulevard from the walkway east of Woodglade Boulevard to Bayleaf Court. The City's Inflow and Infiltration study has identified this area to be susceptible to sewer backups during intense storms.

Armour Road Sanitary Twinning - Munroe Avenue to Douro Street

Identified through the Inflow and Infiltration study, this is a priority project. The intent of the project is to reduce the likelihood of sewage backup into basements by installing a second sanitary sewer pipe in the specified location.


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Storm Sewers

City Wide Storm Water Quality Master Plan Implementation

Report USEC17-001, adopted by Council at its meeting of February 13, 2017, endorsed the Stormwater Quality Master Plan.

This project presents an opportunity to manage stormwater quality discharges potentially impacting our creeks and rivers. The City is mandated to complete specified work by the MOECC related to our existing stormwater facilities throughout the city. The Stormwater Quality EA Management Master Plan was developed as part of the overall evaluation and solution to the existing and potential concerns within the City.


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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 Environmental Services 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 Division’s activities, as well as work performed for outside customers.

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.

For Winter Control, the 2018 Budget will see the annualization of two new FTEs that were approved as part of the 2017 Budget.

For the purposes of the 2018 Budget, Public Works will see an increase in turf grass maintained of approximately 13 hectares, the full annualization of 0.5 FTE to assist with additional turf grass maintenance, and a new five year contract for the Goose Control program for the shores of Little Lake and Del Crary Park.


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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 15.4% of the 2018 budgeted amount of $3.6 million.

Recommendation

That any unused portion of the 2018 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 2018 Winter Control costs exceed the 2018 Budget, funds may be drawn from the Winter Control Reserve.


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Public Works - Capital Budget


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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. The present construction estimates to transform the 791 Webber Avenue property into a full service Public Works Operations facility is $22.1 million. The cost estimate includes 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 Public Works operations. This compares favourably to the estimated $57,000,000 (2017 dollars) required for a new yard previously proposed on Fisher Drive.

Through Report CPFS17019, dated May 8, 2017, Council pre-committed $1.5 million towards this project

Sidewalk Reconstruction

The municipal sidewalk inventory totals 399 kilometers. Sidewalks typically have a 50-year life cycle. Life cycle costing provides a base line performance measure to verify if replacement schedules and funding are sufficient to meet the established life cycle. The recommended budget provides funds to replace approximately 3,800 linear metres of sidewalk or 1.0% of the existing inventory.

Vehicle and Equipment Replacement and Enhancement

The following vehicles and equipment are scheduled for replacement in 2018 at a total estimated cost of $988,000: One Sewer Video Truck, Three Sidewalk Units, Six Grass Cutting Units, and One Light Duty Truck.


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Urban Forest Strategic Plan

The Urban Forest Strategic Plan for the City was updated in 2016 through Report USDIR16-007. The Plan included a schedule for implementation that required further Council approval. The 2018 Budget provides for $75,000 to implement the plan and $95,000 to plant trees.


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Transportation Division – Operating Budget The Division is responsible for the operation of the municipal transit system, on and off-street municipal parking, the King Street and Simcoe Street parking garages, 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.


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Public Transit Operations

Transit operates the conventional public transit system, which is designed to provide service within 450 m of 90% of the residents of the City, as well as a parallel specialized transit service for people with disabilities.

The operating budget for transit operations is based on providing 151,020 hours of service in 2018, up from 145,100 hours in 2017. The increase in hours of service forecast for 2018 is largely due to the launch of the new Community Bus route in early 2018, implementation of a second express route for Fleming College in the fall of 2017, and additional Handi-van capacity that will be implemented in early 2018, once new vans arrive. The base budget also includes a continuation of the special New Year’s Eve transit service, and the Statutory Holiday transit service introduced in 2016. The estimated cost of these services is $142,000 after accounting for fare revenue, and sponsorship opportunities will continue to be explored to help fund these service enhancements.

Transit ridership levels in 2018 are expected to increase over the record levels set in 2017, when total system boardings are forecast to reach just over 4,000,000 riders on the conventional system and 40,000 riders on the specialized service. The increased ridership on the conventional system is largely due to implementation of Phase 2 of the Fleming Express Service, plus the significant increase in enrollment at Trent University and Fleming College, trends that will continue to improve

ridership levels in 2018. No fare increase is being recommended in 2018.

In 2018, Phase 1 of the Transit ITS program will be rolled out providing real time information on bus schedules and stop arrival times over the web, on Smartphones, and at the terminal. In addition, the transit stop upgrade program and Transit Garage relocation study, initiated in 2017, will be completed in 2018.

The 2018 budget includes the continued contribution of $600,000 to the Transit Reserve.

Peterborough Transit Bus


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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 $1.6 million in 2018. The funds are placed in a Provincial Gas Tax Reserve Fund and then transferred from the reserve fund to finance authorized expenditures.

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 municipality’s baseline spending.

• Capital expenditures that provide improvements to transit security and passenger safety and are above a municipality’s 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 2018, an amount of $1.55 million will be drawn from the Provincial Gas Tax Reserve Fund to offset expected costs.


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Parking

The completion of the Strategic Downtown Parking Management Study in 2017 provided 25 recommendations for the City to consider in managing its downtown parking supply over the next 10 years. Increased fines and revenues from the higher parking rates recommended in the study will support investment in new downtown parking capacity and offset losses in annual revenue from lost parking spaces due to the closure of Louis Street and the Louis Street parking lot, combined with the loss of up to half of the parking spaces in the Brock Street lot.

New parking technologies, beginning with the introduction of a parking app to allow payment by phone, will be introduced in 2018 as part of a modernization program for the parking system.

The Parking Reserve contribution is once again eliminated for 2018, and with the budgeted contribution to 2018 Capital will have an uncommitted balance of $54,000.

Parking control services are provided by Securitas Canada. The current contract is for a period of five years starting April 1, 2016 until March 31, 2021, with the option for three one-year extensions at the sole discretion of the City.

Recommendation

That any unused Parking Budget, at the end of 2018, be transferred to the Parking Reserve, subject to the overall year-end position and that, if the actual 2018 Parking costs exceed the 2018 Budget, funds may be drawn from the Parking Reserve.


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Traffic

The City operates 128 signalized intersections across the City and a number of upgrades are proposed for 2018. In addition to the annual funding for traffic signal equipment upgrades and accessibility features, two new multi-year capital programs will be initiated. A traffic signal controller replacement program will upgrade and modernize older traffic signal controllers to provide enhanced traffic control functionality and co-ordination. An intersection pedestrian safety program will also be initiated to provide enhanced pavement markings and countdown pedestrian crossing signals at our busiest intersections, beginning in the downtown core.

The Traffic Operations Review project will be initiated in late 2017, or early 2018, and will develop recommendations for short term operational and safety improvements to intersections, signal timing changes, traffic operational policies, and system wide optimization of traffic flows through enhancements to the City’s computerized traffic signal system

Beginning in 2011, Council directed staff to transfer any unused Traffic Signal Maintenance Budget at the end of the year to the reserve. The reserve is fully committed at the end of 2017.

Recommendation

That any unused Traffic Signal Maintenance Budget at the end of 2018, be transferred to the Traffic Signal Reserve, subject to the overall year-end position and that, if the actual 2018 Traffic Signal Maintenance costs exceed the 2018 Budget, funds may be drawn from the Traffic Signal Reserve.


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Transportation Demand Management (TDM)

Peterborough’s 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 works with the Engineering and Construction Division, Infrastructure Planning Division and the Planning Department to implement and prioritize new trails, cycling facilities and sidewalk construction.


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Transit - Capital Budget


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Phase 2 - Intelligent Transit Systems

Phase 2 of the Transit ITS program will build upon the technology platform developed in Phase 1, and add additional Intelligent Transportation infrastructure to the transit fleet. This will include interior and exterior cameras and exterior collision warning sensors to warn drivers of hazards that may not be visible or hidden in blind spots.

Downtown Transportation Hub and Route Review

The 2018 budget of $200,000 will fund a two-part study. Part one will examine potential changes to transit routes across the city to better serve customers, increase ridership, and position the City to serve new growth areas. The transit route structure will be reviewed to determine the potential benefits of moving to a distributed hub route system as opposed to a central hub where all routes start and end. A distributed hub system may significantly reduce the required footprint and costs for a new downtown terminal.

Part two of the study will initiate the longer term planning to develop a conceptual design, cost estimate, and implementation strategy for the ultimate replacement of the downtown transit terminal building to better define future budget requirements. The budget requests shown starting in the year 2022 are as recommended in the 2012 Transit Operations Review. Longer term funding requirements will be updated as part of this study.

Transit Garage Replacement Site Selection Study

Funds in 2017 were used to initiate a Transit Garage relocation study that will entail complete design work for the selected location and securement of necessary approvals. This would result in a "shovel ready" project that may be eligible for future infrastructure funding programs.


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Parking - Capital Budget

Parking Equipment Purchase

In 2018, it is anticipated the funds will be used to purchase additional pay and display machines for the downtown area; as well as other technology upgrades to implement real time parking management applications in the garages.


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Traffic and Transportation – Capital Budget


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Traffic Signal Controller Replacement Program

This multi-year program is to replace the City's aging on-street traffic signal controller equipment. The City operates and maintains 130 signalized intersections across the city of which 25% are in excess of fourteen years old and have reached the end of their service life.

Demand Management – Capital Budget

King Street Cycling Project

As a follow up to Report USDIR17-004 Streetscape and Public Realm for Charlotte Street from Aylmer Street to Park Street, Council recommended that a King Street cycling lane concept design study be included in the 2018 Capital Budget. The cycling infrastructure options will be explored and a concept design prepared in 2018 with implementation planned for 2019.


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Environmental Services Division – Environmental Protection Operating Budget


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All Waste Water Treatment Plant and pumping station expenditures are funded from the sewer surcharge, which is collected 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 2018 Budget has a sewer surcharge rate of 97.1% (2017 - 95%), an increase of 2.2% over 2017.

Average Daily Flows at Waste Water Treatment Plant

2011-2018

Description 2011 2012 2013 2014 2015 2016 2017 (est)

2018 (est)

Average Daily Flows (M3) 47,334 43,138 44,051 44,251 39,404 37,930 44,000 49,000

Million Gallons per Day 10.41 9.71 9.69 9.73 8.66 8.80 9.68 10.78

The above data reflects the fact that flows to the Plant will fluctuate depending on weather conditions as well as inflow and infiltration. 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.

The 100% reduction in the net tax requirement for Storm Water Collection is due to the new Storm Water Protection Fee which is now funding this activity.

Since January 1, 2017, the City has been operating the Millbrook WWTP and undertaken certain activities related to the Township sanitary collection system all under contract to the Peterborough Utilities Commission.


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Environmental Protection – Capital Budget

Waste Water Collection Equipment Upgrades and Replacement

The Closed Circuit Television Inspection truck is 17 years old and has outlived its life cycle. Annual maintenance costs are increasing and it is becoming increasingly difficult to obtain parts and services for this vehicle and its on board equipment. The Fleet Reserve Fund has collected $300,000 of depreciation funding toward the replacement of the CCTV Inspection Truck.

A sewer lateral camera is an additional piece of equipment proposed for the CCTV Inspection truck. This will allow better and less invasive analysis of sanitary sewer lateral conditions.


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Equipment Upgrades and Replacements

The 2018 requests continue the preventative maintenance program at the WWTP with the replacement of variable frequency drives, various laboratory small equipment and a WIFI phone for the plant.


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Harper Road Landfill - Former Waste Disposal Site

The City of Peterborough operated a landfill site from approximately the mid-1940s to the mid-1960s in the area of Harper Road and Sir 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. A budget of $1,000,000 is proposed for 2018 to be used in the application for an Environmental Compliance Approval (ECA) and potentially implementing certain aspects of the ECA.

Nelson Landfill Monitoring Program

The City, in conjunction with Otonabee South Monaghan Township and Fred Nelson and Sons, used 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 sampling occurred in 2017 and remedial measures will be defined during negotiations with the Ministry of the Environment and Climate Change (MOECC). However, without a new cost sharing agreement in place, no further work on this project is anticipated.

As negotiations continue with stakeholders and the MOECC, there may be a need to increase the City’s share of funds depending on findings of annual results and the framework of the new agreement.

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Environmental Services Division - Waste Management – Operating Budget


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Budget pressures will come from unpredictable selling prices for recyclable material, increased property taxes associated with the landfill, fluctuating Stewardship revenues, and a growing need to educate residents in new ways about how and where they can divert wastes. The construction of a new leaf and yard waste composting facility at Bensfort Road continues to be pursued, alongside other potential public and private partnerships for all organic wastes. The current composting facility at Harper Road is slated to close as of January 1, 2019.

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.

Projected tipping fees for 2018 have been reduced to $2.7 million (2017 - $3.2 million) and is based on an expected reduction in contaminated daily cover coming to the landfill.

The County will contribute $2.0 million (2017 - $2.0) towards the gross costs of the landfill operation and

receive approximately $1.4 million (2016- $1.5) in revenues for a net cost to the County of $0.4 million (2017 - $0.3).

The 2018 contribution to the Waste Management Reserve Fund is $660,000, the same as 2017. In addition, the City will contribute $227,000 to a Landfill Closure and Post-Closure Reserve, the same as in 2017.

New, more challenging diversion opportunities continue to be investigated, including organics, reuse, carpeting, and textiles.

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 $3.0 million Construction and Transfer of leaf and yard compost facility is built in 2018-2019, the reserve fund will move into a deficit position. However, on November 6, 2017 through Report USDIR17-013, Council will be asked to approve a plan to work with a private sector firm for this initiative and apply for provincial funding which will reduce this requirement.


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Waste Management Program

Operating Revenue and Expenditure Projections (2017 to 2026)


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Environmental Services Division - Waste Management - Capital Budget

Waste Management Program Capital Expenditures and WMRF Projected Balances (2017 to 2027)


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Peterborough Landfill Site

Cell 2 of the North Fill Area is expected to be capped sometime in 2018 with Cell 3 continuing to receive waste for approximately five more years.

In 2017, a Reuse Building that was set up in the Public Drop off area for furniture and other goods that were considered too good to go to landfill, has been well utilized.


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Construction and Transfer of Leaf and Yard Compost Facility

The existing compost site at Harper Road is required by the MOECC to cease receiving new material as of January 1, 2019. Accordingly, studies have been undertaken to find, design and get approval for a new compost site.

The new site is proposed to be within the lands of the County/City Waste Management Facility on Bensfort Road. Studies have been completed, and applications made to both the Township of Otonabee-South Monaghan (for zoning and land-use changes) and the MOECC (to amend the Certificate of Approval for the landfill to allow for outdoor windrow composting). The City awaits approvals before proceeding with a Request for Tenders for the construction of the composting facility. It is anticipated that construction will occur in 2018.


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Community Services Departmental Summary - Operating Budget


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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.

Community Services Departmental Summary – Capital Budget


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Community Services Administration Division - Operating Budget


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Administration

The budget includes the Office of the Community Services Director.

Sustainability

The activity includes an amount of $50,000 in the budget for the Low-Flow Toilet Rebate Program, funded from the Waste Water Reserve Fund.


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Community Project and Investment Grants

The Community Services Department administers and coordinates the City’s 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 Community Project Grant program, budgeted at $21,000, 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 $230,000, 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 City’s Community Services 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 organization’s annual budget. The unique funding arrangement is often supported with a formal service agreement.

The budget includes an anticipated $30,000 additional Service Grant to Showplace.

New Canadians Centre

The support for the New Canadians Centre has been reduced for 2018 and is consistent with 2016 levels.


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Recommendation

That any surplus funds at the end of 2018 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 2018, be transferred to the Sustainability Reserve, subject to the overall year-end position, and that if actual 2018 costs exceed the 2018 Budget, funds may be drawn from the Sustainability Reserve.


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Community Services Administration – Capital Budget

Morrow Park Redevelopment Project

In keeping with the new Agricultural Society (The Society) agreement, staff will engage an architect in the fall of 2017 and throughout 2018 work with the Society to determine high level design, construction priorities, location of the new track/sand ring, and fund-raising and grant opportunities.

Phase 1: Conceptual and detailed design; construction of one new exhibition/storage barn and will include City storage, The Society headquarters, public washrooms and exhibition space.

Nogojiwanong

The north end of Millennium Park is near the bottom of the original rapids on the Otonabee River. This area was known as Nogojiwanong, or the "place at the foot of the rapids" by the local Mississauga Anishinabeg. There have been preliminary discussions with the Nogojiwanong Friendship Centre and local First Nations about the need for formal recognition of the site and creation of a dedicated space for ceremonial fires.


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Capital Improvements to Showplace

Showplace Peterborough is an independently owned and operated not for profit performing arts venue. It has received short term interest-free loans and a capital project grant in its first years of operation. It has also received a one-time grant in 2001 to eliminate an accumulated deficit and an annual service grant since then. It is a Municipal Capital Facility and the City retains a reversionary right.

After 20 years in operation, Showplace is facing major capital replacement needs including a roof, HVAC, and seating. It would also like to have a new marquis designed and installed.


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Recreation - 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, management of 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.


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Marina, Recreation and Beavermead

The Peterborough Marina operation includes a 92-slip marina operating over a six-month period, receiving 900-1,000 boats annually. In terms of financial operating performance, the Marina is projected to generate a modest surplus of $13,300 which is recommended to be transferred to a reserve at the end of 2018.

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 2018 Recreation Budget for the campground operation includes a nominal amount 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.

Of the $2.7 million gross budget, $0.59 million, or 22% are funded by Fleming College, as part of the partnership agreement with the City of Peterborough.

As part of operations in 2018, $90,000 will be transferred to reserve to be used for future equipment and building needs. User fees have been updated to be on par with the market.

Recommendation

That any surplus funds at the end of 2018 for the Peterborough Sport and Wellness Centre be transferred to the PSWC Capital Conservation Reserve for future capital improvements.


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Recreation – Capital Budget

Beavermead Campground Park Implementation The $150,000 allocation in 2018 is for the architectural design development drawing, and the detailed design work. Resources will be identified in 2019 for the tendering and construction of a new facility to replace the existing washroom building, at an estimated cost of $650,000. ORCA has confirmed they do not have the resources to facilitate this capital project. Therefore, the project will be led by the City.


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Parks Review and Planning

Through Vision 2025, a ten-year strategy for Recreation, Parks, Arenas, and Culture, a need was identified to conduct a comprehensive review of the City's parks and open space, and to establish a parks planning process.


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PSWC – Cardio Spin Bike Replacements

The project will replace various equipment that are beyond their life cycle and are experiencing increased maintenance costs and down time.

Peterborough Sport & Wellness Centre


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Arts, Culture and Heritage Division - Operating Budget


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As an integral part of the Community Services Department, the Arts, Culture and Heritage Division coordinates the operations of the Peterborough Museum and Archives, the Art Gallery of Peterborough, the Peterborough Public Library, and the Heritage Preservation Office. The Division 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.

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 2018, Arts, Culture and Heritage Administration includes: a modest increase in support for the Immigration Portal; capital allocation requests for: funding for a Municipal Diversity, Equity and Inclusion Plan to start in 2020; a modest increase in the Public Art budget; completion of a Heritage Conservation Plan for the Commercial Core Area and an increase to the Heritage Property Tax Relief Program.

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.


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Art Gallery

The Art Gallery of Peterborough (AGP), incorporated in 1974, is a Registered Charity 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.

The 2018 Operating Budget of the AGP reflects an increase in response to Report CSACH17-004, Minimum Artist Fee Payments. This increase will cover the cost of appropriate artist fee payments as recommended by Canadian Artists’ Representation (CARFAC) and set as a standard by funding agencies.

Library

It is anticipated that the Library will move back to the Aylmer Street location in late 2017.

The Library’s 2018 budget reflects some internal rationalization to adjust revenues and expenditures based on 2016 year end and 2017 actuals.

There are several items listed on the Form 13 "Below the Line" service enhancements endorsed by the Library Board, but not included in the 2018 Budget including:

• Additional staff resources on the Circulation Desk in the Children’s Area on the lower level;

• a pilot project to introduce a security service solution, and;

• an increase to the overall hours of operation as a result of the newly renovated facility, which will result in increased revenues from room rentals.

Due to having a new building, repairs and maintenance have decreased at the Main branch, but have increased at the Delafosse Branch due to its age.

On a go forward basis, the Library should experience increased revenues from room rentals as there are two additional rooms available for rent.


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Arts Culture and Heritage – Capital Budget

Public Art

Through Report CSACH09 007 on April 6, 2009, Council approved the recommendation to provide 1% of the annual capital levy for the City's annual capital budget process to fund Public Art.

Municipal Cultural Plan The MCP was adopted by Council in April 2012. Throughout 2013 – 2017, staff achieved completion on a number of signature objectives. In 2018, staff will provide support to EC3, as well as work with Geomatics to develop a walking tour application and to make the City’s cultural maps accessible on the Community Services Asset Maps.


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Museum – Capital Budget

Museum Strategic Plan

This project is proposed for 2019. A Strategic Plan for the Peterborough Museum & Archives (Museum), 2020 to 2025 will serve as a guide to the ongoing successful delivery of heritage services.


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Library – Capital Budget

Collections Acquisition

An annual amount is provided to replace the Library’s collection. Collection growth and expansion is managed through the purchase of electronic resources and the downloadable collection. Circulation statistics have shown a marked increase and demonstrate a growing use of the electronic collection.


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Art Gallery – Capital Budget

Service Improvements

For 2018, upgrades are planned for the vault which includes custom storage solutions and equipment.


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Art Gallery – Capital Budget - Other


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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.


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The Arenas Division consists of four arenas: Peterborough Memorial Centre, Evinrude Centre, Kinsmen Civic Centre, and Northcrest Arena. The Division continues a proactive approach in 2018 by strengthening our relationship with agents, promoters and event organizers with a goal of increasing the number of special events held in Arena facilities.

Amending agreements were reached in 2017 with the Peterborough Petes and Senior Lakers Lacrosse, providing a stronger financial commitment from the City to both organizations, resulting in baseline adjustments to select revenue and expense recovery accounts.

Northcrest Arena continues to provide a single-pad ice surface; although this facility is aging and severely lacks the amenities user groups require and demand, staff are maintaining the facility to the best of their ability.

There are six 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 2018 for Arenas be transferred to the Arena Equipment Reserve for future equipment purchases.


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Arenas Division – Capital Budget

New Arena Facility

A replacement facility for Northcrest Arena will contain a twin pad facility, team training centre, indoor track, multipurpose rooms, commercial space and leased office space built to a LEED Certified standard. It is anticipated that a new twin pad facility will operate more efficiently and will see a lower municipal cost investment than the existing Northcrest Arena due to economies of scale, energy

efficiencies and new revenue potential. The total project cost of $53.8 million includes a competitive pool.

This project is eligible for development charges that address community growth needs; however, the balance of funding must be secured through other sources, including funding programs and sponsorships. The prospect of major infrastructure funding for recreation and sport facilities continues to be a central funding source for this project.


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The budget assumes 1/3 funding from each of the senior levels of government. In the event the funding is not available for the pool at the onset of the construction phase, the pool can be eliminated from the initial phase. This ensures the project is “shovel ready” should funding become available.

Facility Upgrade-Arena Division

For 2018, anticipated expenditures include video surveillance cameras and accessibility upgrades.

Peterborough Petes Funding Request

As committed through Report CSD17-001 dated February 6, 2017, the one-time capital contribution in 2018 will be used to improve in-arena technology to support office and player area improvements.


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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 children’s services programs in the City and County of Peterborough.


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For 2018, the total $69.9 million (2017 - $66.0 million) gross expenditures for the Division are split between Social Assistance at $51.5 million, Children’s Services at $17.5 million and Community Development Program at $0.9 million.


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Social Services Gross expenditures are funded from a number of sources as set out in the following chart.


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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


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Social Assistance

For the 2018 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 end of the upload of Ontario Works (OW) mandatory and discretionary benefits and addictions program to 100% provincial in 2018.

• Take over the management of the Ontario Early Years Children and Family Centres in the City and County of Peterborough beginning January 1, 2018.

• Continue to plan for use of Expansion and Early Learning funds for increasing the number of children accessing licensed child care spaces.

• As recommended in the Housing and Homelessness Plan, City support of the capital project at the current men’s shelter to improve the facilities and programming options.

• Work with the Emergency Shelter system to renegotiate contracts ending March 31, 2018.

• Plan and implement use of Home for Good supports to chronic homeless as announced in fall of 2017.

• Co-leading the Healthy Kids Community Challenge with Peterborough Public Health, extended to September 30, 2018.

Ontario Works and Employment Assistance Administration

The funding model for Ontario Works (OW) and Employment Assistance Administration and Client Services allows for more 50% provincial subsidy than the municipality is currently using. For 2018, the City could receive an estimated additional $1.5 million from the Province by investing $1.5 million in municipal funds in the 2018 OW admin budget.

The provincial database for Ontario Works and Ontario Disability Support Program continues to improve since its implementation in November 2014. The electronic monthly claims reconciliation process has been working throughout 2017. The process of completing the back claims from November 2014-March 2016 has begun and should be completed by the end of December 2017. Any financial adjustments from the original reports will be run through the 2017 year, if necessary. There are still some questions about the accuracy of some financial and statistical reports and the Province continues to work with municipalities to make improvements.

Provincial Upload

In 2010, the Province began uploading Ontario Works benefit 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.


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The following chart shows the upload rates to full upload in 2018:

Ontario Works Cost Sharing of Basic Financial Assistance 2010 2011 2012 2013 2014 2015 2016 2017 2018 Ongoing

Municipal Share 19.4% 18.8% 17.2% 14.2% 11.4% 8.6% 5.8% 2.8% 0% 0%

Provincial Share 80.6% 81.2% 82.8% 85.8% 88.6% 91.4% 94.2% 97.2% 100% 100%

In 2018, the final year of the upload, the value of the upload for the City is estimated to be $869,000. Of this amount, approximately $144,000 has been reinvested within the Division, in Homemakers, Discretionary Benefits and Homelessness. The balance was used to address other financial pressures across the City.

Looking forward to 2019, the Operating Budget will experience additional financial pressures as a result of the completion of the upload.

Ontario Works Mandatory Benefits

Caseloads in both the City and County are dropping slightly; therefore the budgeted average caseload has

decreased by 0.4% for the City, and 3.8% for the County. 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 2017 provincial budget, the Province announced changes to the Ontario Works mandatory benefits, including a 2.0% rate increase and an increase in asset limits. These changes have contributed to the slight increase in both the City’s and County’s budgeted cost per case. Details are shown in the following chart.


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The following Chart provides supporting calculations for the OW benefits. City and County OW 2018 caseload and cost per case

Ref Description City County Total 1 2017 Budgeted Case Load 3,208 680 3,888

2 Allocation of Total 83% 17% 100%

3 2017 Projected Actual Case Load 3,196 654 3,850

4 2018 Budgeted Case Load 3,196 654 3,850 5 Allocation of Total 83% 17% 100%

6 2018 Case Load Change Over 2017 Budgeted -12 -26 -38

7 2018 Case Load Increase/(Decrease) Over 2017 Budgeted as %

(0.4%) (-3.8%) (-1.0%)

8 2018 Case Load Increase Over 2017 Projected Actual 0 0 0

9 2018 Case Load Increase Over 2017 Projected Actual as % 0.0% 0.0% 0.0%

10 2017 Budgeted Average Monthly Cost Per Case $704.33 $704.33

11 2017 Year to Date Actual Average Monthly Cost Per Case August 2017

$702.38 $702.38

12 2018 Budgeted Average Monthly Cost Per Case $704.33 $704.33

13 2018 $ change over 2017 Budgeted $0 $0

14 2018 % change over 2017 Budgeted 0% 0%

15 Total net cost based on caseload $27,009,080 $5,523,528

16 Provincial Subsidy at 100.0% $(27,009,080) $(5,523,528)

17 Net Cost $0 $0


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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 Province’s share for 2018 is the uploaded percentage or 100.0% ($10.00). During the 2014 budget process, City Council decreased some of the benefits available and approved funding from the tax base, by $80,000 per year for five years, to 2018 to fund the City portion of the remaining approved benefits.

In 2018, the policy limits for some benefits will be increased. The vision policy will be increased from $250 to $350 for eyeglasses, dentures will be increased from $750 each upper and lower plate ($1,500 total) to $850 each upper and lower plate ($1,700 total), and a small increase to the dental fee guide. These changes will be funded within the 2018 budget amounts.

Homelessness

The Community Homelessness Prevention Initiative (CHPI) provincial funding for Peterborough has increased by $33,146 in 2018 to $3,372,504, from $3,339,358 in 2017.

The Homelessness budget has increased by $435,778. The main contributor to the increase is Emergency Shelters and Rent Supplements. Volume in the shelters has increased significantly over the last few years, leading to the need for more staffing to deal with safety and volume issues.

Minimum wage increases are also an issue the shelters will have to deal with in 2018. The current contracts with the Emergency Shelters end March 31, 2018. Report CSSS17-010 Emergency Shelter Funding, Homelessness Support Services Update and a 2019 Budget Pre-commitment, presented during budget deliberations, resulted in the following addition to the 2018 budget:

* an addition of up to $200,000 to the budget for Brock Mission/Cameron House, YES Shelter and the Warming Room to help the shelters to cope with the increased volume and the need for additional staffing and to extend the Warming Room to operate for 12 months a year in the next two years. This will be funded from the Social Services Homelessness reserve for both 2018 and 2019.

Additional funds have also been added to the rent supplement allocation. Council approved a request for an additional $25,000 for a Housing First rent supplement increase. The Homelessness Coordinated Response Team continues to try to find housing for as many homeless people as possible. Currently, the active caseload is 82 and an increase would further help homeless individuals and families to find housing. Of this amount, $5,000 is being funded from the County.

Council also passed a motion for an additional $50,000 for rent supplements. This will be funded $10,000 from the County and the remaining $40,000 will come from Social Services reserves for 2018 and will need to be added to the base budget for 2019.


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In September 2017, the Province approved the City's proposal for 100% provincial funds under the Home For Good (HFG) program. This funding is not included in this budget as presented. The approved funding is for three years as follows: a) $270,320 for April 2017-March 2018 b) $983,236 each year for April 2018-March 2019 and April 2019-March 2020.

The HFG funding is for operational, not capital, purposes and can be used to assist families and individuals who fall into one or more of the Province's four priority areas of homelessness, including chronic homelessness, youth homelessness, indigenous peoples experiencing homelessness and homelessness following transitions from provincially funded institutions and service systems.

Children’s Services

Licensed child care spaces continue to increase especially in the County, with programs opening in Millbrook and Lakefield. These changes have changed the cost share from 72% City, 28% County in 2017 to 69% City, 31% County in 2018.

There are a few changes budgeted for in the Municipal Child Care program. To help offset the rise in costs, a 2.1% increase in parent fees has been included. The main contributor to cost increases has been the legislated requirement to increase staff to child ratios during the first 90 minutes and last 60 minutes of each day which began in September 2017.

In 2017, two new children's services programs, funded 100% by the Province, were announced. The first was the five year expansion plan to create access to licensed child care for 100,000 more children ages 0-4 years across the province. The funds are to be used for additional fee subsidies, increased access and increasing affordability to child care. The City is estimating approximately $1.5 million in 2018 for this program. The second program is the Canada-Ontario Early Learning and Child Care (ELCC) Agreement, which supports children from 0-12 year of age. These funds are to be used for additional fee subsidy, increasing access and increasing affordability to child care. Some funds may also be used for non-profit community-based capital projects. The City is estimating approximately $790,000 for this program in 2018.

Ontario Early Years Child and Family Centres (OEYCFCs)

As of January 1, 2018, the management of OEYCFCs will be moved to municipalities. The Province allocated approximately $1,237,000 of operational funding for 2018.

Community Development Program

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. 2018 was to be the last year of the three year program, but it was extended by the Province to end September 2018 instead of the original end date of March 2018. Funds have been budgeted to cover the municipal


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share of the staff position associated with this program in 2018.

There is a newly formed Age Friendly Peterborough Advisory Committee that is supporting the implementation of the Age Friendly Peterborough Community Action Plan. The Committee will deliver on actions to make the community more age-friendly. Support to the Committee will be provided through the existing $22,000 seniors’ budget at this time.

Council approved a request for a new full time permanent position to support the implementation of the Age-Friendly Plan, support the Committee and working groups as they address seniors’ issues. The Age-Friendly Coordinator position was in existence for the last three years, funded mainly through a Trillium Grant and in partnership with the Municipality of Trent Lakes, but ended in 2017 with the end of the grant.

In 2017, a Community Well Being planning process began and will continue into 2018. This plan will recommend priorities related to the municipal role to improve the well being of individuals and the community across the City and County of Peterborough. $25,000 has been budgeted to fund community engagement, digital approaches and technology, data gathering and additional staff time for the development of the framework. This will be paid for through a draw from the CDP Reserve.

The Homemakers program provides support to low-income seniors and others with housekeeping services to allow them to remain in their homes as long as possible. The

2018 budget is being increased by $50,000 in total; $40,000 for the City and $10,000 for the County. The Ministry of Health and Long-Term Care funds 80% of this program.

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 relied on to assist with the demand and transition of the changes, and community projects requiring support, as well as borrowing approximately $2.3 million to fund the office improvements (to be paid back over a period of nine years).

The following shows the draws and the expected balance at the end of 2018:

Estimated Balance – beginning of the year $2,521,226 Municipal portion of ERP (OW Admin) ($26,715) Homelessness (CHPI) ($100,000) Housing Incentives ($100,000) Emergency Shelter Funding ($200,000) Increase to Rent Supplements ($40,000) Age-Friendly Coordinator ($51,342) Brock Mission (capital project) ($286,750) Expected Draws ($804,807) Estimated repayment of loan P&I $246,462 ($558,345) Projected Balance – end of year $1,962,881


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Overall – Net City/County Share

Overall the County’s net share of the Social Services operating budget has decreased by $30,034 or 1.6% and the City’s net share has decreased $494,904 or 6.9%.

Recommendations

That any unused Homelessness net budget at the end of 2018 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 2018 Homelessness costs exceed the 2018 Budget, funds may be drawn from the Reserve.

That any unused Community Development Program net budget at the end of 2018 be transferred to the Social Services Community Social Plan Joint Reserve for future program development, subject to the overall year end position and that, if actual 2018 Community Development costs exceed the 2018 Budget, funds may be drawn from the Reserve.

That any remaining unused Social Services net budget at the end of 2018 be transferred to the General Assistance Reserve, subject to the overall year end position and that, if actual 2018 Social Services costs exceed the 2018 Budget, funds may be drawn from the Reserve.


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Social Services Division – Capital Budget

Brock Street Mission – Revitalization and Supporting Housing

The Housing and Homeless Plan 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. In 2017, the program moved to a temporary location at St. Paul's Church and demolition will begin late 2017 or early 2018.

In July 2017, Council approved Report PLHD17-003 - Peterborough Housing Corporation Acquisition of Property at 217 Murray Street (Brock Street Mission), that included a plan that would have Brock transfer ownership of the property to PHC and have Brock, as the service provider, lease the shelter portion of the building out for operation of the program. PHC will oversee construction and will have ongoing facility management responsibilities.

As part of that report, Council pre-committed the final capital contribution of $325,000 that is in the 2018 Budget. $38,250 of this will come from the County.

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Planning and Development Services Departmental Summary - Operating Budget

The Planning and Development Services Department includes the Planning Division, Geomatics/Mapping Division, Building Division, Housing Division, the Peterborough Municipal Airport and the development of the City’s Industrial Parks.


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Planning and Development Services Departmental Summary – Capital Budget


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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 management of the City’s 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.


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Planning – Capital Budget


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Property Acquisitions

For 2018, the property acquisitions project seeks 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 six more years.

Central Area Master Plan (CAMP) Implementation Phase

The Official Plan directs that the City pursue a comprehensive program of downtown enhancement. The 2018 Budget provides for the following:

a) CAMP #10 - Annual maintenance and safety fund - $100,000

b) CAMP #17 - The priority functions of the Downtown include Major Office and Institutional Uses. This project will provide the third of three years of $100,000 seed funding to establish an Entrepreneur Centre in the downtown.


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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 2018 request is for the following:

- Faḉade Improvement - $100,000 - Municipal Incentive - $100,000 - Residential Conversion and Intensification - $1,300,000


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Natural Heritage Policy Update and Harper Park Watershed Management Plan

At the Council meeting of September 25, 2017, through Report PLPD17-043, Council pre-committed funds of $225,000 for this project. A revamped Natural Heritage section of the Official Plan is a critical component of the Official Plan Update.

Growth Areas – Capital Budget

Lily Lake Growth Area - Centralized Stormwater Management Facilities

The first phases of subdivision development proceeded in the Lily Lake Growth Area in 2017. The 2018 budget allocates $600,000 towards the centralized stormwater management facilities necessary to support this development.


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Jackson Area (Loggerhead Marsh) – Centralized Stormwater Facilities

This budget allocation represents the anticipated Development Charge contribution for the construction of centralized stormwater management facilities to support growth.

Liftlock/Coldsprings Growth Areas - Planning Studies

As development proceeds in these Growth Areas, it is anticipated that there will be the need for technical studies to support future growth and address issues related to new development projects.


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Industrial Parks – Capital Budget

Trent Research and Innovation Park - Phase 1

Trent University has reserved approximately 85 acres along the north side of Pioneer Road for the establishment of a science-based research park. Building upon the success of the DNA Cluster initiative, the new Trent Research and Innovation Park (TRIP) 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 which is being handled by USD under Capital Budget reference # 5-2.04. 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


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over time through ground lease payments. An initial phase budget of approximately $3.0 million was secured in prior years for this purpose. The 2018 Budget is for an additional $2.4 million to support internal servicing, lot grading and common elements within the research park. It is expected that the first tenants will commence building construction in the summer of 2018.

Trent Research and Innovation Park Business Plan Implementation

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 targeted at establishing the organizational model and business strategy to make it as successful as possible. For 2018, the budget of $50,000 is over and above the core funding to Peterborough and the Kawarthas Economic Development (PED) as it represents an activity that PED will be actively engaged in, but not directly responsible for. This is proposed to support the initial marketing of the Park and would continue in 2019. In 2020-2021 it is suggested this amount be reduced to $25,000. The remaining $50,000 for 2018 will cover 50% of a .75 FTE for an Executive Director at TRIP. For 2019 and beyond this will be a full FTE equal to $150,000. While it will reside with the City, the position will fulfil the interests of the University as well. It is therefore, expected that 50% of these funds will be recovered from the University.


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Geomatics/Mapping – Capital Budget

ESRI Stabilization Project

ESRI is the City’s geographic information systems (GIS) software product. With it, the City produces all of its maps and corresponding spatial data used in decision making and reporting across the Corporation. This project contains a number of initiatives to upgrade and stabilize and advance the product forward, as it will be the key software tool for migration to an “Open Data” environment to provide easy and free access by the public to the City’s GIS data sets.


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Corporate GIS Development Tool

There are several initiatives planned for development of the GIS environment including: Orthophotography - the creation of digital air photos that are compatible with the City's GIS; Lidar - will provide accurate elevations (heights) of buildings and forestry canopy and additional GIS Technologist work to ensure stability of the GIS while these new applications are implemented.


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Housing Division - Operating Budget


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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 18 non-profit providers and Peterborough Housing Corporation (PHC) for which the City is the sole shareholder. 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. Of the 2,000 social housing units, about 80% are rent-geared-to-income and 20% are market rent units. As of September 2017, 1,543 households were on the waiting list for rent-geared-to-income housing.

The majority of the Housing Division’s budget is used to pay for housing subsidies which are prescribed by provincially legislated formulas. The consolidated service agreement uses the previous year’s weighted current value assessment to calculate the City-County proportionate housing share. In 2018, the County’s share is the same as in 2017 - 54.5%.

The Division’s 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.

The 2018 Operating Budget reflects an additional municipal investment in City spending of $262,920 in various programs of Rent Supplement to maintain the level of service provided to the community. The additional investment is primarily attributable to the loss of subsidy from the Province in the Investment in Affordable Housing program.


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Recommendations

That any surplus in the 2018 Housing Operating Budget at the end of 2018 be transferred to the Housing Reserve, subject to the overall year end position and that, if actual 2018 Housing costs exceed the 2018 Budget, funds may be drawn from the Housing Reserve.

That any surplus in the 2018 Housing Choice Rent Supplement Program at the end of 2018 be transferred to the Housing Choice Rent Supplement Reserve, subject to the overall year-end position and that, if actual 2018 Rent Supplement costs exceed the 2018 Budget, funds may be drawn from the Rent Supplement Reserve.


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Housing Division – Capital Budget

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. An example currently in progress is support for the McRae Project at 553-555 Bonaccord Street in the amount of $701,800.


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Emergency Capital Repairs

The $125,000 per year is to be utilized to assist social housing providers with necessary capital repairs and upgrades that are considered a priority, and beyond the ability of the housing provider to fund by themselves. This funding, when expended, will be paired with available incentives, funding from federal and provincial levels of

government, or as cost sharing opportunities whenever possible. These projects can be prioritized based on the up to date Building Condition Assessment Study. This capital reserve will be funded from City and County contributions based on the weighted assessment sharing ratios and allowed to accumulate until required.


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Airport Division - Operating Budget

The Peterborough Airport is a very active industrial park, containing 23 businesses that employ over 400 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 are approximately 60,000 per year.


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Loomex Property Management has completed the fifth year of the Airport Management and Operations Contract which has six years remaining (November 30, 2023), following a three year extension in 2015. The Contract guarantees firm pricing and includes supplying, maintaining and replacing equipment within the contract amount. This ensures predictability in operating expenses for the next six years.

The 2018 Operating Budget reflects additional day-to-day costs for part-time salaries to help with administration duties, utility costs, and contractual services as per the Airport Management and Operations contract.

Revenue projections for 2018 have been adjusted to reflect additional fees for land leases, landing fees and parking.

Excess development review fees are transferred to a reserve to be used for future airport development related expenditures.

An annual contribution to the Airport Development Debt Servicing Reserve of $1.2 million is necessary to fund the City’s 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. 2018 continues with 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 2018 be transferred to the Airport Development Review Reserve for future Airport Development related expenditures and that, if the 2018 Airport development review costs exceed the review fees, funds may be drawn from the Airport Development Review Reserve.

Boeing 737-300 at Peterborough Airport


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Airport Division – Capital Budget


164

Airport Water and Sewer Servicing Upgrade

In 2002, servicing was extended to the Airport to support business growth. The water usage dictated the size of service installed and at the time was oversized with mitigation methods applied to maintain safe levels of water chlorination. The sewer pumps were also installed based on the requirements with additional capacity for the future.

In 2010, the Airport underwent a $28.6 million expansion which lead to an increase in the number of people on site, from 150 in 2002, to over 570 in 2017. The increase can be attributed to business expansion and the addition of the Seneca College School of Aviation.

Several new facilities are in the planning stage with construction of one proposed to take place in 2018. The new facilities will produce a significant increase in the number of people on site requiring a water and sewer upgrade.

Environmental Remediation

In March of 2015, the Ministry of the Environment and Climate Change (MOECC) advised the City that the Ministry’s Environmental Monitoring and Reporting Branch had completed a surface water and sediment sampling survey on and around the Peterborough Airport. The study

identified some elevated levels of PCB’s in certain sampling sites. It is assumed the elevated levels are related to historical landfill activities on the airport property.

The areas of concern have been delineated laterally and vertically. Cambium Inc. has provided the results to MOECC for their review. A risk assessment was completed in 2017 to identify solutions and waste management measures on site.

This Capital Project will be used to complete the required steps for maintaining the affected soils on site.

General Aviation Expansion

In response to market demand, an extension of the General Aviation Area was commenced in 2017 on the east side of Apron III, opening up three new lots for aircraft hangars which included drainage, internal road construction, services installation, fencing and lot fill.

This project will continue with a capital budget allocation in 2018 and 2019 to complete construction of the new area.


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Obstacle Limitation Surface Tree Cutting There are properties with numerous trees nearing the protected surface which will require extensive tree cutting. These trees are located on City owned land on the south side of the Airport, and on properties covered by obstacle protection easements and agreements surrounding the runways.


166

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 2017 was higher than expected. Economists suggest ongoing growth in 2018, yet a predicted shortage in the inventory of residential building lots may actually lower building activity in the residential sector on a temporary basis. The 2018 budget includes an inflationary adjustment to the permit fee schedule to ensure that revenues keep pace with inflationary costs resulting in 2018 Building Permit revenues of approximately $1.5 million.

Recommendation

That any unused Building Inspection Budget at the end of 2018 be transferred to the Building Division Reserve and that, if actual building inspection costs exceed the 2018 Budget, funds may be drawn from the Building Division Reserve.


167

Building Division – Capital Budget

Development Client Service Enhancement Project

A project to enhance the client experience encountered in the City of Peterborough by improving the development approvals process overall, with special attention paid to approval transparency, application tracking, technical information support, and improved lines of communication between departments and external agencies and customer service. This project will focus on the approvals process that is comprised of Landuse Planning Applications, review of these applications and independent approvals provided by Utility Services and the applications made for Building Permits.


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Financial Services Other Financial Summary – Operating Budget

The Capital Financing Costs and other financial section sets out a number of corporate-type expenses that are not attributable to any particular Department, but which, for the most part, are administered by the Corporate Services Department.


169

Capital Financing Costs


170

Tax Supported Debt Charges

The $11.8 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 2018 from current or previous years’ approval. Tax Supported Debt Charges exclude debt service payments recoverable from other non-tax sources such as Development Charges, Court House lease payments, Arena user fees and the Waste Water Reserve Fund.

Tax Supported Debt Charges are up 10.3% over 2017 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% or $790,912 of additional capital financing approved by Council through the 2018 Budget Guideline Report CPFS17-037, rather than a portion of the 0.5% being used to increase capital levy. The $312,500 representing the balance of the increase is the replenishment of the tax supported debt provision for the user fee debt servicing costs that were apportioned in 2017 to the Parking activity.

Capital Levy

The $9.4 million Capital Levy provision represents the amount of money raised in the 2018 Operating Budget to

directly finance the 2018 Capital projects. Additional details are provided in the 2018 Capital Financing Supplementary Information section of the Highlights Book.

Transfers to Reserves and Reserve Funds

A $1.8 million portion of the 2018 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 2018 Capital Budget.

A $2.5 million portion of the 2018 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 2018 Capital Budget.

The Casino is expected to be operational in the later part of 2018. The 2018 budget includes an amount of $1.5 million from Casino revenues which will be transferred to a Casino Gaming Reserve. Funds from the reserve will be used to fund capital projects, and an amount of $150,000 to be paid to the DBIA.

Recommendation

That a Casino Gaming Reserve be created and all Casino gaming revenues be transferred into the reserve, and that except for the provision in 2018 of $150,000 to fund expenditures of the DBIA, this reserve only be used for designated capital projects.


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Property Taxation Costs ($3.1 million)


172

Tax Credit for Low Income Seniors and People with Disabilities

Through three separate programs, this activity provides $152,700 (2017 - $127,700) in funding to protect low-income seniors and low-income people with disabilities from tax increases. The program was amended in 2017 through Report CPFS17-002 and is now based on a $400 flat rate. Any homeowner who was receiving a higher amount under the previous program was grandfathered at the higher amount.

Rebates to Registered Charities

The 2018 Budget provides $350,000 to provide a tax rebate to registered charities that either own or lease properties in the Commercial class. An Ontario municipality must provide a rebate of at least 40%. The City of Peterborough provides a rebate 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 $1.1 million and $0.1 million City owned properties provides for $1.2 million of municipal tax loss due to assessment appeals and tax reductions and cancellations that may occur under various sections of the Municipal Act, 2001. During 2017, through Report CPFS17-023, the Vacancy Rebate program was eliminated with the funds being re-directed to the Commercial Property Class of the Tax Ratio Reduction Program.

Subject to overall year-end position, any surplus or deficit budget at the end of the year is netted to a reserve for tax write-offs, which had an unallocated balance for municipal taxes of $150,000 as of December 31, 2016.

Municipal Property Assessment Corporation

The $949,300 provision for the Municipal Property Assessment Corporation (MPAC) reflects a 1.0% increase over 2017 actual amounts billed by MPAC. MPAC is responsible for assessing all property in Ontario and operates under the authority of the Municipal Property Assessment Corporation Act.


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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 2018 Budget provision of $398,000 includes the following incentives:

Brownfields Tax Assistance Program $160,400

Brownfields Rehabilitation Grant Program $124,600

Central Area Revitalization Grant $113,000

Total $398,000

Recommendation

That any adjustment to the City’s 2018 requirement for the Municipal Property Assessment Corporation (MPAC), be netted against the City’s 2018 General Contingency provision.


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Other Expenditures


175

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, worker’s 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. The balance in the Reserve is $1.9 million.

Insurance and Risk Management

The $643,349 insurance provision includes $365,000 for estimated deductible payments; $224,349 for premium payments for corporate coverage and $54,000 for broker fees. Any surplus or deficit budget at the end of the year is netted to an Insurance Reserve, which has a current uncommitted balance of $1.2 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 square foot (psf). As the annual payment to the owner of 200 Jameson Drive is $13.47 psf, the City

is responsible for the difference, which equates to an annual payment of $261,956.

Contribution to Doctors Recruitment Incentive Reserve

The current balance in reserve fund is approximately $75,250. A provision of $100,000 is included in the budget to fulfill future expected commitments.

Contingency Provision

The $.9 million contingency provision is included for legal, personnel and other contingency items.

The Draft Budget included a provision of $340,000 for impacts related to The Fair Workplaces, Better Jobs Act. For presentation in the final Budget approximately $251,000 of the $340,000 has been distributed to Departmental Budgets where the actual charges will be incurred.

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


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Recommendations

That any unused portion of the 2018 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 2018 tax write-off costs exceed the 2018 Budget, funds may be drawn from the Allowance for Doubtful Accounts Reserve.

That any unused Employee Benefits Budget at the end of 2018 be transferred to the Employee Benefits Reserve, subject to the overall year-end position, and that, if actual 2018 employee benefits exceed the 2018 Budget, funds may be drawn from the Employee Benefits Reserve.

That any unused Insurance Budget at the end of 2018 be transferred to the Insurance Reserve, subject to the overall year-end position and that, if actual 2018 insurance costs exceed the 2018 Budget, funds may be drawn from the Insurance Reserve.

That any unused 2018 Contingency Budget at the end of 2018 be transferred to the Capital Levy Reserve to be used for Capital works subject to the overall 2018 year-end position.


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Transfers To Organizations For Provision Of Services Summary – Operating Budget


178

Peterborough Police Services - Operating Budget


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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 board’s operation other than the remuneration of board members

The Police Board expenses of $359,505, does not include remuneration for members of the Police Services Board.

Key highlights of the 2018 Budget include:

• 1 new permanent full-time Evidence Clerk position (April 1 start) and additional part-time Data Entry Clerk.

• An increase in the Court Security and Prisoner Transportation Program grant from the Province in the amount of $148,519 to $1,039,634 (2017 - $891,115).

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.


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2018 Guideline for Police Services

The 2018 Guideline Report included recommendation (e) which read as follows:

That the increase in the Police Services portion of the draft 2018 Operating Budget reflect no more than the Operating portion of Net Tax Levy increase (estimated to be 1.7%), and any increase in the net Police Services budget beyond the estimated Operating Portion of the Net Tax Levy increase be addressed by Council as part of the detailed 2018 Budget deliberations to occur in November of 2017.

When the budget was compiled and the internal staff reviews complete, the outcome of the 2018 Operating portion of the Net Tax Levy increase is 2.3%. The PSB ask is an increase of 2.2% or $544,847. As a result, the full ask of the PSB has been incorporated into the 2018 Budget being presented to Council.

Recommendations

That any unused Police Services Legal fees Budget at the end of 2018 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 2018 Police legal fees costs exceed the 2018 Budget, funds may be drawn from the Policing Legal Fees Reserve.

That any unused Police Services Budget at the end of 2018 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 2018 Police Services costs exceed the 2018 Budget, funds may be drawn from the Police Special Projects Reserve.


181

Peterborough Police Services – Capital Budget

Various Police Capital Projects

The Police Capital Budget includes $318,300 for vehicle replacement, $232,123 for various IT improvements, and $66,977 for various other equipment.


182

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 Policed communities. The process is fundamental in thinking about the staffing, resources, and organizational arrangements needed to meet present and future demands of the Police Service.

Funds in 2018 will be used for the following initiatives: - Adequacy and Effectiveness Review - $25,000 - Facility and Space Needs Assessment - $50,000.

Funds in 2019 will be used for the following initiatives: - Adequacy and Effectiveness Review - $25,000 - Police Business Plan - 2020 - 2022 - $75,000


183

Fairhaven


184

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 County’s $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 Health’s funding formula for such “Category D” rebuild projects, the provincial contribution of 50% of the cost of the facility is to be paid over 20 years as a $10.35 per bed-per day subsidy. This provincial subsidy amounts to $956,000 annually and is allocated toward the debt repayment. The balance of the debt repayment is paid for through operating revenues, operating surpluses (reserve transition fund), and the City/County financing commitment. The City’s commitment expires in 2021.


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Operating Support - $1,116,667

Fairhaven continues to face numerous budgetary pressures in 2018, however, not at the level that was anticipated. The Committee of Management, in forecasting cash flow needs is expected to submit a municipal funding request of $1,675,000, with the City’s portion of the ask being $1,116,667 (2017 - $1,066,700) and the County’s at $558,333 (2017 - $533,300) – a $75,000 or 4.7% increase over 2017.

The full amount of $1,116,667 has been included in the Budget.

Fairhaven Capital Funding - $204,000

As part of report CPFS12-062 dated September 4, 2012, Council resolved that beginning with the 2013 Capital Budget, an annual provision would be included in the Draft Capital Budget to support Fairhaven’s on-going capital program.

The provision for 2018 is $204,000.


186

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 mission of the Peterborough County/City Paramedics is:

• 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.


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The City’s portion of the PCCP expenses for 2018 has been budgeted at $4.76 million or a 1.2% increase over the 2017 Budget.

The cost share between the City and the County is based on population as per the 2016 census. The City’s share is 58.62% (2017 – 58.32%). The 2018 budgeted amount is based on preliminary estimates only. A final budget is expected early in 2018.

County staff attended the Budget Committee meeting to answer questions.

Recommendations

That any adjustments to the City’s portion of the 2018 Peterborough County/City Paramedics Services Budget be netted against the 2018 General Contingency Provision.

That any unused Peterborough County/City Paramedics Services (PCCP) Budget at the end of 2018 be transferred to the PCCP Reserve, subject to the overall year-end position and that, if the actual 2018 PCCP costs exceed the 2018 Budget, funds may be drawn from the PCCP Reserve.


188

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.


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The budget is an estimate as the ORCA board has not yet approved the 2018 Budget. It is anticipated that the Base Levy will increase in the range of 2%-3%.

The estimate of the $752,946 amount is made up of the following items:

• Base Levy - $715,998 • Source Water Protection - $18,500 • City’s portion of Special Capital Levy – Millbrook Dam -

$18,448

Recommendation

That any adjustments to the City’s portion of ORCA’s 2018 Budget, based on the final approved ORCA Budget, be netted against the City’s 2018 general contingency provision.


190

Peterborough Public Health Operating Budget

Peterborough Public Health (PPH) 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 City’s 2018 budgeted contribution is $1,205,956, the same as the prior two budget years. The budget is an estimate only, as the PPH board has not yet approved a 2018 budget.

Recommendation

That any adjustments to the City’s portion of Peterborough Public Health’s 2018 Budget, based on the final approved Peterborough Public Health Budget, be netted against the City’s 2018 general contingency provision.


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Peterborough & the Kawarthas Economic Development

Peterborough & the Kawarthas Economic Development is the regional economic development organization contracted to provide a variety of economic development services for the City and County of Peterborough.


192

For the term of the current agreement dated December 7, 2015 (Report CAO15-024), the City and the County have agreed to provide funding to GPAEDC to undertake Core Economic Development activities that are at least equal to the approved 2016 budget and subject to the annual National Consumer Price Index for the previous year. For the purposes of the 2018 Budget, CPI is assumed to be 1.7%.

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 City’s share is 58.62% (2017- 58.32%).

Overall, the requested municipal share of expenses that represents core funding has increased 1.7% and is in keeping with the Budget Guidelines as established by City Council. However, for 2018 the funding split between the City and County has been updated to reflect the 2016 population census. As such, the City’s share of core funding in 2018 increases 2.2% or $21,106 from $949,364 to $970,470.

Through Report CPFSJSSC17-001dated October 26, 2017, the Joint Services Steering Committee endorsed the draft 2018 GPAEDC Budget and recommended it to City and County Council for consideration during their respective 2018 Budget discussions.


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Peterborough Humane Society

Through Reports OCS14-006 dated July 28, 2014 and OCS16-002, dated May 30, 2016, the City and Peterborough Humane Society (PHS) entered into agreement for the provision of services to December 31, 2021 at the same annual cost. PHS provides animal control services including enforcement of the City's animal control by-law and provincial legislation. In addition PHS operates the City's Pound and issues dog and cat licenses.

In addition to providing services to the City, the PHS is an affiliate member of the Ontario Society for the Prevention of Cruelty of Animals (“OSPCA”), mandated to prevent cruelty to animals, including domestic, livestock/farm, working animals, zoos and wildlife. The PHS advocates responsible pet ownership through education, in addition to operating a shelter and fundraising activities.

This role is separate and apart from that of the PHS’s contractual arrangements with the City but it allows the City to benefit from the expertise and training of the OSPCA officers who enforce our by-laws and the highest standards of animal care that are set out in the OSPCA Act.

The City pays an all inclusive price for the services and the property taxes at the PHS’s facility and PHS retains Pound fees; destruction and disposal fees; dog and cat license fees and 50% of fine revenue collected.

Based on Report OCS16-002, dated May 30, 2016, the Draft 2018 Budget includes $0.2 million (Budget reference 3-4.07) as the City’s second year commitment to the relocation project with a total of $1.5 million towards the construction costs in total over the five year period 2017 to 2021.


194


195

Peterborough Family Health Team

Peterborough Family Health Team (previously Primary Health Care Services of Peterborough) is a non-profit organization that was created in 2005 to with a mission to increase access to primary care through recruitment and retention of new health providers and to meet community health needs. There are now over 80 physicians and over 50 allied health professionals (nurse practitioners, mental health clinicians, registered dieticians, pharmacists, occupational therapists and registered nurses) in the Family Health Team.

CITY OF PETERBOROUGH 2018 Operating Budget

Description

2017 Approved 2017

Preliminary Actual

2018

Recommended

Variances 2017 - 2018 Over (Under)

2017 Budget % Over (Under)

2017 Budget $

Peterborough Family Health Team Expenditures

Other Transfers

NET REQUIREMENT

20,412

20,412

20,866

2.2%

454

20,412 20,412 20,866 2.2% 454

20,412 20,412 20,866 2.2% 454


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Annual net costs are allocated to the City and County in proportion to their permanent population, as established by official census statistics. This City’s share is 58.62% (2017 – 58.32%). Overall, the requested municipal share of expenses that represents core funding has increased 1.7% and is in keeping with the Budget Guidelines as established by City Council. However, for 2018 the funding split between the City and County has been updated to reflect the 2016 population census. As such, the City’s share of core funding in 2018 increases 2.2% or $454 from $20,412 to $20,866.


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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.

Through Report CAO17-008 dated September 5, 2017, Council adopted By-law 17-095 being a by-law to implement and update local policies to guide the operation and conduct of existing and new business improvement areas for the benefit of their members and the residents of Peterborough.


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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. This budget was approved by the Board at their meeting held on June 28, 2017 and ratified by members at their Annual General Meeting on October 25, 2017. The increase was not approved by Council.

Budget 2017 2018 Levy $304,700 $304,700

Recommendation

That the 2018 Budget request, representing the levy required by the Downtown Business Improvement Area of the Corporation of the City of Peterborough during the year 2018 totalling $304,700, be approved.

City Contributions to the DBIA

In addition to collecting the levy from members of the DBIA, the City’s 2018 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

Page Ref. Description 2017 2018

USD/Public Works 75 Street

Cleaning $96,400 $96,400

Other Expenditures

174 DBIA – In-kind Services

$27,500 $27,500

Total $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.

On February 13, 2017, in consideration of Report OCS17-003 – OMB Appeal – 1400 Crawford Drive, Council committed to make an additional financial contribution towards the DBIA in the amount of $150,000 for a term of 20 years. The amount has been offset by Casino Gaming Revenues for a Net Tax impact on the Operating Budget of nil.


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The Village Business Improvement Area (VBIA)

The VBIA has submitted a budget for 2018 in the amount of $17,380 as follows.

Budget 2017 2018 Operating $11,380 $11,380

Capital $5,000 $6,000

Total $16,380 $17,380

Recommendation

That the 2018 budget request, representing all sums required by The Village Business Improvement Area of the Corporation of the City of Peterborough during the year 2018 totalling $17,380, be approved.


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Corporate Revenues Summary


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Supplementary Tax Revenues

For 2018, Supplementary Tax Revenues have been increased by $200,000 in recognition of the Casino facility being built. It is anticipated that the Casino will be operational during 2018.

Penalties and Interest on Taxes

Property tax arrears as of December 31, 2016 were 3.3%, down from 4.1% as of December 31, 2015. The trend seems to be continuing in 2017. While this is positive for the community, it does result in an estimated decrease in penalties and interest on taxes of $150,000, from $850,000 in 2017 to $700,000 in 2018.

Investment Revenue

The 2018 Budget is $2.3 million, a $234,000 increase over 2017 and is based on average investment balances of $130.0 million and an average investment return of 1.80%.

Payments in Lieu

The 2018 payment in lieu estimates of $3.3 million reflect an overall decrease from 2017 levels and is mostly the result of realigning budgets to reflect previous year actual amounts received.

Casino Gaming Revenues

The Casino is expected to be operational in the later part of 2018. The 2018 budget includes an amount of $1.5 million from Casino revenues which will be transferred to a Casino Gaming Reserve. Funds from the reserve will be used to fund capital projects, and an amount of $150,000 to be paid to the DBIA.

Utilities Group of Companies Revenues

The $5.67 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 approximately 2% per annum.

Although the 2018 dividend revenues from CoPHI, are assumed to be $5.67 million, the potential divestment of PDI could have a financial implication should a transaction occur in 2018, including future expected dividend revenues. That matter will be the subject of a future report.


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2017 Surplus Carried Forward as 2018 Revenue

The 2018 Budget has been prepared assuming a surplus from 2017 operations of $100,000.

Recommendation

That any net surplus funds, after the disposition of the recommendations in this report, from 2018 operations in excess of $100,000 be transferred to the Capital Levy Reserve to be used for Capital works.


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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.

On February 13, 2017, in consideration of Report USEC17-001 Water Resource Protection, Council resolved the following:

d) That, related to an increased need to maintain the City's sanitary sewer system:

i) Council recognize the need to, over time, increase the annual sanitary sewer funding by an additional $3.5 million, subject to annual budget discussions; and

ii) In the first year, being 2018, an additional amount up to $350,000 be included in the "All Inclusive" budget, subject to budget discussions and final budget approval.

Based upon the above resolutions of Council, staff have included an amount of 0.26% in the ‘all-inclusive’ rate to accommodate an 2.1% increase in the Sewer Surcharge rate from 95% of the Water Rate to 97.1%:

$16.3 million Sewer Surcharge to be raised

The 97.1% Sewer Surcharge Rate, coupled with increased water rates and some growth, means the City will raise $16.3 million in sewer surcharge revenues in 2018 (2017 - $15.5 million). The amount of sewer surcharge that can be transferred into the Waste Water Reserve Fund to finance Capital works will be $5.2 million.

Average Sewer Surcharge payable increases by $22.90 (5.3%)

When the estimated 3.0% water rate increase for 2018 is considered along with the 97.1% sewer surcharge rate, the average house will experience a $22.90 or 5.3% increase in their sewer surcharge annual amount payable over the 2017 level. The rates and levies are summarized in the following Chart.


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Comparative Sewer Surcharge Rates and Levies For the years 2017 and 2018


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Sewer Surcharge Funded Operating Expenditures


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Other Fees and Service Charges Summary - 2017-2018 User fees shown here are reflected throughout Departmental Budgets and reduce net tax levy requirements.


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Part 3 2018 Property Taxation

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Budget Highlights

Part 3: 2018 Property Taxation


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Taxation Revenue Summary

The amount of taxation revenue, included in the 2018 Budget, to fund the net expenditures from all City activities, less corporate revenues, is $127.4 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 $243,800.


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What a Residential Taxpayer Pays


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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 2015 and 2016 Budgets deferred the plan, as directed by Council through the respective Budget Guidelines Reports.

On July 31, 2017, Council approved Report CPFS17-033, 2018 Budget Guidelines which included the following recommendation:

That the revised Tax Ratio Reduction Program continues for the 2018 Draft Budget and reflects reductions:

i) To the Commercial and Industrial Class Tax Ratios but not the Multi-residential Class, and

ii) at the reduced rate established through the 2017 Budget process

iii) for Commercial Class only, accelerated by one-time amount of $300,000.

With this plan, the tax ratios for the properties in the commercial class will reach 1.5 of the residential rate in 2020, 2021 for the Industrial class.

City is required to pass a 2018 tax ratio by-law

Section 308 of the Municipal Act, 2001 requires single tier municipalities to pass a by-law to establish the tax ratios for each property class, no later than April 30 of each year.

Recommendation

That a by-law be passed to establish the 2018 tax ratios for each property class as set out in the 2018 Operating Budget.


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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. 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 recommends that the percentage remain unchanged for 2018.

Recommendation

That the 2018 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 2018.

That the capping policy for 2018 for the Multi-residential, Commercial and Industrial classes be as follows:

vii. Capping be based on a maximum increase of 10% of the previous year’s CVA (Current Value Assessment) tax for the eligible property.

viii. No capping credit be applied for properties where the required billing adjustment is within $500 of the properties’ CVA tax; affected properties would be billed at their full CVA tax level.

ix. That properties that achieved CVA tax in 2017 remain at CVA tax from 2018 forward regardless of how reassessment affects the property.

x. That properties that cross over from the clawback to the capping category or vice versa from 2017 to 2018 be taxed at CVA tax.

xi. That properties within the Industrial tax class are no longer eligible for the capping program.

xii. That properties within the Commercial and Multi-residential tax classes move towards CVA Tax over a four year phase-out period which commenced in 2016 and will achieve full CVA by 2019.

xiii. That the threshold on the tax level for eligible new construction be 100%.


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Taxable Assessment

To establish a property’s 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.

Re-assessment Four Year Cycle Continues

As part of the 2007 Ontario Budget, the Liberal government announced plans to improve the property tax system to make it “fair, predictable and sustainable”. These plans included a four-year reassessment cycle. Initially, all properties in Ontario were reassessed, as of January 1, 2005, for the 2006 taxation year. Reassessments were planned to take place annually thereafter. However, in 2006, when the Ontario Ombudsman reviewed the Municipal Property Assessment Corporation (MPAC), he made a number of recommendations. To give MPAC sufficient time to review and implement the recommendations, the Province declared a two-year freeze on reassessments for the 2007 and 2008 property tax calculations.

The freeze was over effective for the 2009 tax year. A reassessment took effect for the year 2009 based on market value as of January 1, 2008 which was phased-in over a four year period ending in the 2012 tax year. The next four year phase-in period was 2013 to 2016. The current assessment for 2018 is based on the market values at January 1, 2016 and this four year phase-in will end in 2020.

This phase-in program is administered by MPAC as it provides the applicable phased-in assessed values to municipalities each year in the assessment rolls.

This phase-in program applies to all property classes and all properties within each class that have experienced an assessment increase. All increases are subject to the phase-in regardless of the amount. By the 2020 taxation year, all properties will be paying taxes on their full “destination assessment”, that being the January 1, 2016, value.


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An example helps illustrate. A residential property, where the January 1, 2016 value was $200,000 and the January 1, 2020 destination value has increased to $240,000, experienced an overall value increase of $40,000, or 20%. Under the phase-in program, the final destination value of $240,000 is not attained until year four. The following chart shows the affect of this sample assessment phase-in.

Sample Phase-in for a Property where the Assessment is increasing from $200,000 to $240,000

Taxation Year 2016 2017 2018 2019 2020 2021 Valuation Date

January 1, 2012

January 1, 2016

January 1, 2016

January 1, 2016

January 1, 2016

January 1, 2020

CVA $200,000 $240,000 $240,000 $240,000 $240,000 --

Phase-In -- 25% 50% 75% 100% --

CVA for Taxation $200,000 $210,000 $220,000 $230,000 $240,000 --

Properties that experience a decrease in value between the two-reassessment years have received their full decrease in 2017 that carries forward through to, and including, 2020.

Taxable assessment for 2018 – estimated 4.1% increase

The 2018 Budget is based on the phased-in property assessments as of January 1, 2016, updated for actual growth, and assessment adjustments. Taxable assessment for 2018 is estimated to increase by 4.1% over the 2017 budget level. The 4.1% figure is comprised of a 3.3% increase resulting from the 2018 phase-in of the January 1, 2016, reassessment and a .80% adjustment for real growth.

Median residential assessment for budget purposes – estimated 3.1% increase

For the 2018 Budget, it is assumed that the median residential assessment for a single family dwelling (not on water) will increase relative to the estimated 2018 phase-in assessment values to a value of $243,800. This equates to a 3.1% increase over the $236,500 median value in 2017.


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The following chart reflects the 2018 taxable assessment by class and subclass and the 2017 budgeted amounts.

2017 - 2018 Taxable CVA by Class and Sub-class

Real growth equates to $0.9 million tax levy

The real growth in taxable assessment times the 2018 municipal tax rates generates $858,750 tax levy dollars.


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CVA growth 2007-2018

The chart below shows the total taxable assessment changes for the years 2007 through to 2018.

The following chart shows the relative breakdown of the total $8.9 billion 2018 taxable assessment by type.


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Tax Ratios and Tax Rates

Tax ratios are applied to current value assessment to determine weighted value assessment that is, in turn, used to calculate municipal tax rates.

Tax ratios have a direct bearing on the tax rate calculations and ultimately determine the relationship that industrial, commercial, and multi-residential municipal tax rates have to the residential tax rate.

The 2018 Budget reflects the tax ratios shown below.


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Tax Ratios – 2017 - 2018


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2018 Tax Ratio Reduction Plan Continuing the Tax Ratio Reduction 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 2.85% All-inclusive residential tax and sewer levy increase proposed in the 2018 Budget by 0.42%. In other words, if the 2018 tax ratios reduction program were not applied, the All-inclusive residential tax and sewer levy increase would be 2.43% as opposed to 2.85%.

Tax Rate Impact of Tax Ratio Change

The following chart shows the 2018 tax rates as presented in the 2018 Budget compared to what the 2018 rates would be if the Tax Ratio Reduction Plan was not implemented.


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Weighted Taxable Assessment

Current Value Assessment, multiplied by the applicable tax ratios, generates Weighted Taxable Assessment, as shown on the following chart that is ultimately used to calculate tax rates for each property class.

Weighted Taxable Assessment – 2017- 2018


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The 2018 Weighted Taxable Assessment by class is shown in the chart below.


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Municipal Tax Rate Calculation

The 2018 Residential Municipal Tax Rate is calculated by dividing the total net tax levy requirements for the year ($127.4 million) by the total Taxable Weighted Assessment ($10.137 billion). The residential tax rate is then multiplied by each of the other classes’ applicable tax ratios to determine the tax rates for the other classes.

For example, the 1.2568950% Residential tax rate for 2018 is calculated as follows:

A – Total 2018 net tax levy = $127,413,039 B – Total Weighted Taxable Assessment = $10,137,127,309 C – Residential tax rate = 1.2568950% ($127,413,039 / $10,137,127,309) X 100

The tax rates for the other classes are then calculated by multiplying the residential tax rate by the tax ratio for the class and subclass. As an example, the 2.4474390% Multi-residential tax rate for 2018 is calculated by multiplying the 1.2568950% Residential tax rate times the 1.947210 Multi-residential tax ratio.


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The resulting 2017 and 2018 tax rates for each class are shown in following table.

2017 - 2018 Municipal Tax Rates


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Municipal Tax Levy by Class

The combination of CVA, tax ratios, weighted assessment, and tax rates results in municipal taxes levied by class as depicted in the following chart.

Education Tax Rates

Residential, Multi-residential and Farm

Since 1998, a uniform education tax rate has been established by the Province to be levied against Residential, Multi-residential and Farm property, regardless of its location in Ontario. In reassessment years, the Province has adjusted the uniform residential/farm education rate to achieve a province-wide revenue neutral tax yield from these classes. Each municipality is affected differently depending on how market values in their area have increased or decreased relative to province-wide market change averages.

While Council is not involved in the decision, the 2018 education rates do impact the total tax on assessment City taxpayers will pay in 2018. The 2.85% increase in the all-inclusive tax and sewer levy, reflected in the 2018 Budget, is impacted by the education rate. For the 2018 Budget, it has been assumed that there will be a 4.5% decrease in the residential education tax rates established for 2018, from 0.1790000% to 0.1709450%.


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Business Education Property Tax Rates

When the Province first assumed responsibility for establishing education tax rates in 1998, each municipality had different Business Education Tax (BET) Rates depending on their 1997 education tax levels that had been set by the individual school boards. As a result, there are a wide range of BET rates throughout the province.

Business representatives across the province criticized high BET rates as being unfair and being a barrier to economic competitiveness stating they put many regions of the province at a disadvantage compared to others.

In the 2007 Ontario budget, the Province announced a plan to reduce the BET rates each year to achieve a target rate in 2014. The original target rate (applied in 2007 and 2008) was 1.60%, the target in 2014 was 1.22%. The target rate has been moved down over time to offset average assessment appreciation. The BET reduction program did in fact reduce rates from 2008 – 2012, however, the 2012 budget ‘froze’ the ceiling rates, which are being adjusted on a revenue neutral basis only.

Estimated 2018 Business Education Rates

The City’s 2018 BET rates will not be announced by the Province until early 2018. For purposes of the 2018 Budget, the Business Education rates have been assumed to remain at 2017 rates.

The following table shows the 2017 and 2018 Municipal and Education Tax Rates including all of the above assumptions.


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2017 and 2018 Municipal and Education Tax Rates

Note 1: 2018 Education Rates are estimates only. Actual rates will not be known until published by the Province.

Part 4 2018 Other Sections

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Budget Highlights

Part 4: Other Sections


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Staffing

New Proposed Positions in 2018 Budget

There are 4.0 full-time positions and 1.42 part-time positions to move to full-time positions in the 2018 Budget. 1.00 full-time position has been eliminated. This results in a net increase of 4.42 FTE as set out in the following chart.


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Total Staff Complement

The total staff complement includes the 907.49 full-time equivalents (FTE) and 175.49 part-time FTEs. The following chart shows the split by employee group and the gross expenditure totals.


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Staffing Complement and Dollars

Total staff complement is 1,082.98 FTE - $80.5 million

The 2018 Budget reflects a complement of 907.49 full-time equivalents and 175.49 part-time equivalents. The dollar value of direct compensation related to the complement is $73.6 million for full-time and $6.9 million for part-time positions for a total straight salary cost amounting to $80.5 million. This represents a $3.0 million (3.98%) increase over the 2017 levels. The increase covers 2018 requested positions, regular grid steps, the annualized impact of any 2017 hires, a provision for salary and wage settlements and the impact of the minimum wage increase related to The Fair Workplaces, Better Jobs Act.

Benefit costs to increase by $0.6 million to $21.6 million

Benefit costs are expected to be $21.6 million in 2018 and are up by $0.6 million over the $21.0 million for 2017. Benefit costs include a number of legislated benefits such as Canada Pension Plan Premiums, Employment Insurance Premiums, and OMERS Premiums plus a number of negotiated benefits such as extended health, life insurance, and dental coverage. Benefit costs are charged out to departments by applying a benefit overhead rate on labour which has remained unchanged from 2017 at 29% for full time labour and 10% for part time labour.

The following chart shows the OMERS contribution rates for the past five years.

Total compensation to be $102.1 million in 2018 - up $3.7 million or 3.74%

When the 29% benefit rate in effect for 2018 for full-time salaries, and the 10% benefit rate for part-time salaries are added, the total gross compensation for 2018 is $102.1 million. The $102.1 million represents 37.5% of the City’s total $271.3 million gross expenditures and is a $3.7 million (3.74%) increase over the $98.4 million total compensation reflected in the 2017 estimates.


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Impact of Requested New Full-Time Permanent Positions

The following chart lists the full-time permanent positions to be added in the 2018 Budget. For the position, Columns 8 through 18 show salaries and benefits, offsetting revenues, if any, and the net tax levy impact. The net tax levy impact for full-time permanent positions is $297,100.


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New Full-time Permanent Positions Proposed in the Operating Budget (5.42 FTE)

• Manager of Communications Services The landscape for municipal communications has changed and the City is lagging behind other municipalities and behind the community's expectations. More than ever, the public today demands greater responsiveness, accountability and transparency in government. As well, stakeholders and residents are expressing a desire for convenient information available when and where they want it. More resources are required to improve in these areas. This position will help the City be more proactive in this area and will develop guiding documents, such as a Corporate Communication Plan and Community Engagement Policy, and lead these initiatives, as well as major projects such as the Community Branding implementation and Website Redesign.

• Trent Research Innovation Park Executive Director The detailed design, plan registration, marketing, and website for the Trent Research and Innovation Park are expected to be completed by the first quarter of 2018. Construction is underway and will continue throughout 2018 with the first tenant (Noblegen) expected to break ground later next year. The future success of the Innovation Park requires a full-time dedicated resource that would be cost-shared between the City and Trent University. The Executive Director position will be responsible for administering the day to day operations of the Park including marketing and promotion, lease agreements, web-site updates, permitting and regulatory tasks. The position will promote the Park by attending local and national events while acting as a liaison between other levels of government, external agencies and the business community. The Executive Director will serve as the Administrative lead on all initiatives between the City, Trent University, and Peterborough and the Kawarthas Economic Development relating to the Innovation Park.

• Social Services Case manager An additional OW Case Manager is requested to improve customer service in the Ontario Works Program. An OW file clerk position was eliminated in 2017 as administrative tasks related to tracking of child support were no longer required. In addition portions of other OW positions were reallocated to Children' Services Admin. The addition of an OW case manager will therefore have a net impact of 0 FTE and a small net financial impact for salary and benefits.


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• FOI Co-ordinator It is recommended that this position move from part time to full time. The number and complexity of information requests has increased over the last five years. The part-time position is challenged, at times, to process requests for information within the legislated time frames, due to some of the volumous requests.

• Legal Services Admin Assistant / Law Clerk It is necessary to increase the existing .5 FTE position to a full-time position because of the addition of real estate services to legal services greater administrative support with real estate acquisition, dispositions, title searching and Teraview registrations. Also, additional title and off title searching is required for road widenings and the registration and discharge of minimum property standards orders, drafting of real estate reports and lease agreements, encroachment administration and tracking.

• The Heritage Researcher and Special Events Coordinator This position supports almost every aspect of the work in the Heritage Property Office (HPO). Since 2008, the HPO's Heritage Researcher position has been at .69 FTE. In the last ten years, both the scope of the job and the amount of work required to meet the existing job description have increased to the point that a part time employee cannot complete the duties satisfactorily. Since 2008, designated heritage properties have increased from 60 to 130. In 2016, Council adopted the City's first Heritage Conservation District (HCD) adding nearly 400 designated properties to the City's register. In April of 2017, Council also adopted a listing of over 100 significant properties requiring monitoring. The Heritage Property Tax Relief Program (HPTRP) is very successful and has grown to nearly 70 properties. New enrolment is currently averaging 2-3 properties a year. The mandatory annual compliance inspections, administration of applications and property renewals have greatly increased the position’s workload. Council has also authorized a grant program for the HCD which will further increase the administrative workload.

• Age-Friendly Coordinator In partnership with the Municipality of Trent Lakes, Trillium funding was secured to hire a coordinator to develop the plan beginning in 2014. During the three years, a contribution to the costs of the position has been made from the Community Development Program Budget in each year on a shared 50/50 with the County. The County CAO has indicated support of consideration for this addition to enable a full time permanent staff to support the implementation of the Age-friendly Plan, support the Age-friendly Advisory Committee, and address seniors’ issues.


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Impact of Elimination of Existing Permanent Full-Time Position

The following chart lists the permanent full-time position proposed to be eliminated in the 2018 budget. The net tax levy impact is ($25,080).


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Conversion of 2018 Approved Operating Budget to Full Accrual PSAB Compliant Budget


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Requests Not Included In the 2018 Approved Budget Requests not included in the 2018 Budget have been sorted by those items that are personnel related, and all ‘others’.


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2018 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 2018 Operating Budget that is transferred over to the Capital fund to be used to help pay for Capital projects.

2018 Capital Levy Calculation


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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 ($9.4 million) and tax supported debt charges ($10.7 million) from the previous year.

Line 5 – Increased Capital Financing – 0.5% of All-Inclusive Tax Increase

As part of the 2018 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 2018 Operating Budget reflect an additional 0.5% all-inclusive (Municipal, Education, Sanitary, and Storm Sewer Surcharge) increase to fund the 2018 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.

The full 0.5% increase in the amount of $790,912 has been applied towards increasing tax supported debt payments.

Line 6 – Flood Reduction Master Plan Capital Levy – ($187,500)

In 2017, $1,612,500 of the potential $2.5 million capital levy traditionally set aside for Flood Reduction Master Plan (FRMP) projects was utilized for FRMP Capital projects. In 2018, $187,500 has been added to the $1,612,500 from 2017 to provide for the $1,800,000 Flood Reduction Master Plan Capital Levy being requested.

Line 7 – Incremental Utilities Dividend - $114,312

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 $114,312, to be received from the Utilities Group of Companies in 2018, will be used to increase base capital levy in 2018.

Line 8 – 2017 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.


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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 affected municipal governments in 2016 when the threshold was met, and will 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. 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. The Federal Government has stated that municipalities will have to show progress and outcomes of Asset Management planning over the life of the new agreement.

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 (2014-2023) exceed the base amount of $38,219,096 (2000-2004 average). The average actual capital spending over the life of the agreement is currently $49,176,360, which exceeds the base amount and meets the incrementality criteria of the Gas Tax agreement.

tel:3821909620002004


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The City’s allocation for the years 2014 - 2018 is set out in the following chart.

Federal Gas Tax Allocations


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For 2018, staff have estimated an allocation of $5.0 million and, when combined with some residual unallocated FGT funds and bank interest, provides $5.8 million in funding for the 2018 Capital Budget. This allocation will assist in funding the following capital projects:

2018 Capital projects to be funded from Federal Gas Tax Reserve Fund (000’s)


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Development Charges Reserve Funds ($2.4 million)

Development Charges are levied in accordance with various Development Charge by-laws that were approved in August 2017 and September 2014, all of which establish various Development Charge rates.

The 2017 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 2018 and $10.4 million to be funded from DC funded debentures.

The current rate for the Growth Areas is in effect until July 31, 2022, whereas the City-wide rates are in effect until December 31, 2019.

The 2018 rates are set out on Schedule 1 on the following page.

DC commitments as of December 31, 2015 exceed current balances by $9.7 million

The 2016 Development Charges Continuity Schedules 2 and 2A, shown on Pages 251 and 252, detail the activity for 2016. The $11.9 million balance as of December 31, 2016, and outstanding budgeted commitments of $21.6 million leave a shortfall of $9.7 million in the fund.

In addition to the $9.7 million, there is $25.6 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.


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Development Charge Rates


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Development Charges Reserve Funds – Statement of Continuity as of December 31, 2016


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Long Term Debt

Long term debt plays an integral part in financing the City’s 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’ budgets 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.


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Debt Issued and Outstanding - December 31, 2017

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.


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Historical Debt Outstanding 2008 to 2017

The level of debt issued and outstanding is tracked on the following graph.


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Debt Approved but not Issued – November 30, 2017

In addition to debt issued and outstanding, $78.1 million debenture financing has been approved in previous years’ budgets or through Reports to Council but has not yet been issued. Reasons may be that the project has not been fully completed or the project has been delayed.


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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 $187.3 million. The graph indicates how the debt servicing costs are being paid for:


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The next graph takes the same $187.3 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 Housing, Sanitary Sewers and the Facility Upgrades.

Level of debt

Provincial guidelines

Each year the Province calculates the City’s 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 $197.1 million and is based on the 2015 Financial Information Return as reported to the Province.

For 2017, the Province has calculated the City’s annual debt repayment limit at $49.3 million. Of this amount, the City is using $19.0 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 $30.3 million. According to provincial legislation, the City is using 38.5% of the 25% ($19.0 million /$47.9 million


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= 38.5%) of its debt capacity, or 9.64% ($19.0 million /$197.1 million = 7.15%) of its own-purpose revenues.

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 City’s consolidated own-purpose revenues (Net Revenues), inclusive of the tax-supported current year debt payment, which is limited to 8% of the corporation’s 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 City’s local boards (excluding COPHI)

including mortgages, debentures or demand loans.


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Remaining Debt Capacity at December 31, 2017

Based on the capital financing policy, the debt capacity available at December 31, 2017, is $6.1 million of tax-supported (TS) debt, and $16.5 million of non tax-supported (Non TS) debt for a total of $22.6 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.


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Remaining Debt Capacity at December 31, 2018

The 2018 payments of debt principal are paid as per the normal course of business throughout the year, the TS debt capacity available at December 31, 2018, becomes $13.7 million and the Non TS debt capacity available becomes $5.2 million for a total of $18.9 million as shown on the following graph. The decrease in capacity from 2017 is a factor of the reliance upon debt in 2018 Capital Budget ($18.9 million) and the mix of the terms of debt outstanding (10 Year vs. 20 Year), as debt capacity is determined by 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 Council’s 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 tax-supported 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.”


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Reserves and Reserve Funds

Reserve and Reserve Fund Balances ($121.3 million at October 2017)

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 2017, and amount to $121.3 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 City’s long term Capital financing plan.

The following chart provides details of the Reserve and Reserve Funds Balances and Commitments as of October 2017. The Chart excludes 2018 budgeted transfers to Reserves and planned 2018 expenditures from Reserves.


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Part 5 Glossary of Budget Terms and Acronyms

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2018 Approved Budget Part 5: Glossary of Budget Terms and Acronyms


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Budget Terms

Accrual Accounting The City’s sources of financing and expenditures are recorded using the accrual basis of accounting. This basis recognizes revenues as they become available and measurable and expenditures as they are incurred and measurable as the result of receipt of goods or services and the creation of a legal obligation to pay. This is also the basis for developing the City’s budget.

Allowance A provision for an expected loss or reduction in the value of an asset, in order to reduce the reported value of the asset to a value, which reflects its estimated realizable value. Examples of an allowance are: Allowance for Doubtful Accounts, and Allowance for Uncollectable Taxes.

Annualized This is the amount required to bring a program or service allocation to a full year's expenditure cost or revenue realization. Most often referenced where new staff were approved in the previous year’s budget and required only a partial year’s salary and benefits, but in the following year a full year’s budget allocation is required.

Approved Budget The Council will consider the budget recommendations for approval as received from the Budget Committee. Following consideration of the recommendations received, Council, in formal session, will approve a budget for the fiscal year and pass the necessary bylaws to adopt the budget and set property tax rates for the fiscal year.

Association of Municipalities of Ontario (AMO) AMO works with, and for, municipal governments. Traditional activities include inter-government relations and policy development, information gathering and disseminating on all issues affecting municipalities.

Assessment A value established by the Municipal Property Assessment Corporation (MPAC) for real property for use as a basis for levying property taxes for municipal, and education purposes.

Assessment Cycle The annual valuation date for property assessment is conducted by MPAC. Assessments used for the 2018 taxation year will be based on January 1, 2016 valuations.

Base Budget The base budget reflects the prior years’ approved budget allocation for programs and services with adjustments made to reflect one-time allocations, annualizations, salary and benefits increases, etc.


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Budget A financial plan for a specified period of time (fiscal year) that matches all planned revenues and expenditures for the provision of various municipal programs and services, approved by Council.

Budget Time Table The schedule of key dates which the City follows in the preparation, review, presentation and adoption of the budget.

Budget Documents The official documents prepared by administration which presents the proposed budget for the fiscal year to City Council. The books outline the principal budget issues and highlights against the background of financial experience and presents recommendations made by senior administration for the consideration of the Budget Committee and Council. The City’s Budget includes three distinct documents, the 2018 Budget Highlights Book, and two supporting documents which are the 2018 Operating Budget, the 2018-2027 Capital Budget.

Capital Budget A plan of proposed capital expenditures to be incurred in both current, and future, years along with the method of financing for each. Project expenditures are differentiated between those that result in Tangible Capital Assets being either purchased or constructed and those which do not – simply referred to as “Other Capital”.

Capital Projects Projects that result in the purchase or construction of capital assets. Typically, a capital project encompasses a purchase of land and/or the construction of a building or facility.

Consumer Price Index (CPI) The measurement of price changes experienced by consumers in maintaining a constant standard of living. This index is developed and published on a monthly basis by Statistics Canada.

Construction Price Index The measurement of price changes for construction materials experienced in maintaining a constant standard. This index is developed and published on a monthly basis by Statistics Canada.

Cost Driver Factors that may significantly impact expenditures in a specific program or service. A good example is Ontario Works caseloads.

Current Taxes Property taxes that are levied and payment is due within the fiscal year.


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Debenture Debt The payment of interest and repayment of principal to holders of the City's debt instruments, used to finance capital projects.

Debt Capacity Each municipality's amount of annual debt repayment is limited to not more than 25% of its own source revenue fund revenues. This is prescribed by the Municipal Act and is subject to Regulation.

Department A basic organizational unit of the City, which is functionally unique in its delivery of services. Directors of Departments report directly to the Chief Administrative Officer. They include Corporate Services, Legal Services, Utility Services, Community Services, Planning and Development Services.

Estimated Revenue The amount of projected revenue to be collected during the fiscal year. The amount of revenue budgeted is the amount approved by Council.

Federation of Canadian Municipalities (FCM) A national organization representing the interests of municipalities, FCM has been the national voice of municipal governments since 1901. It is dedicated to improving the quality of life in communities by promoting strong, effective and accountable municipal government.

Full Time Equivalents (FTEs) The measurement of staff resources based on a full time workweek. It is useful for quantifying part-time staff. As an example the City may use two individual part-time staff in an area, who work half of the hours worked by a full-time employee. Although they are two part-time employees, it is consider one FTE.

Fiscal Year The twelve-month accounting period for recording of financial transactions. The City’s fiscal year is January 1 to December 31.

Fund Balance The balance sheet identifies the assets of that fund and the liabilities it owes. The difference between the fund's assets and liabilities equals the "fund balance." To the extent that assets exceed liabilities, represents the financial resources available to finance expenditures of the following fiscal period. A deficit fund balance can only be recovered by having revenues exceed expenditures in a following fiscal period.

Grant A monetary contribution by one level of government to another, or one organization to another. Typically, the Provincial and Federal Governments make these contributions to local governments. The City of Peterborough makes grants available


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to various local cultural, sports and community organizations and for assistance to seniors and others.

Long-Term Debt Long-term debt is used to finance capital projects, having a maturity term of more than one year. Debt repayment forms part of the annual operating budget.

Municipal Property Assessment Corporation (MPAC) The entity responsible for the property assessment function in Ontario, in accordance with Provincial legislation passed in 1997.

Ontario Structure Inspection Manual (OSIM) The Ontario Structure Inspection Manual is published by the Ministry of Transportation (O. Reg. 160/02, s. 2 (2)). It is the legislation under which 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.

Operating Budget The budget allocations to provide basic government programs and services in the current fiscal year. Expenses include such items as salaries and wages, materials and supplies, utilities, and insurance.

Operating (Revenue) Fund The fund reflecting general activities of the City. The principal sources of revenue are property taxes, grants and service charges. All line and staff departments are financed through this fund.

OSIFA Ontario Strategic Infrastructure Financing Authority

Payments in Lieu of Taxes (PILs) The payment to municipalities by other governments of an amount equal to the tax for properties located within the municipality, which are exempt from taxation.

Requested Budget The initial budget developed and submitted by departments for consideration by the Chief Administrative Officer and Financial Services team.

Recommended Budget Although entitled Recommended Budget, in the Approved Budget version of the Highlight book the amounts represent the final Approved Budget.

In the Draft Highlights Budget Book, this is the budget as presented to the Budget Committee as Administrations’ proposed budget. The Budget Committee then begins its deliberation of the recommended budget followed by at least one public meeting to hear delegations on the budget. Upon conclusion of their deliberations,


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the Budget Committee will put forward a recommended budget for the Council's consideration and approval.

Reserves Reserves are an allocation of accumulated net revenue. It has no reference to any specific asset and does not require the physical segregation of money or assets. These are established by Council and may be expanded, based on recommendations from the Treasurer. Examples of the City's Reserves are Vehicle and Equipment Reserves, Insurance Reserve, and various Social Services Reserves.

Reserve Fund Assets segregated and restricted to meet the purpose of the reserve fund. They may be: Obligatory - created whenever a statute requires revenues received for special purposes to be segregated. e.g. Development Charges Reserve Fund or can be Discretionary - created whenever a municipal council wishes to earmark revenues to finance a future project for which it has authority to spend money.

Revenue Funds that a government entity receives as income. It includes such items as property tax payments, fees for specific services, receipts from other governments, fines, grants and interest income.

Sewer Surcharge The dollar amount generated when the sewer surcharge rate is applied to eligible water charges. The City’s Budget quantifies the sewer surcharge payable for a typical single family dwelling owner ($459 for 2018) and also quantifies the total sewer surcharge collected for the City ($16.3 million for 2018).

Sewer Surcharge Rate The rate (95% for 2017 and 97.1% proposed for 2018) applied to eligible water charges as billed by the Peterborough Utilities Commission to raise sewer surcharge revenues to be used by the City to pay for operating and capital sanitary sewer works.

Taxable Assessment The Current Value Assessment upon which the tax rates can be applied to generate the required annual tax levy as determined through the City’s annual budget process.

Tax Burden The amount of taxes each property class generates and is most often described as a percentage of the total tax collected. As an example, for 2018, the residential property class will generate $87.9 million (69.01%) of the total $127.4 million municipal tax levy.


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Tax Levy The tax levy represents the total amount of revenue to be raised by property taxes for operating and debt service purposes. The City of Peterborough is also responsible for levying taxes for School Boards and the local Business Improvement Areas.

Tax Rate The rate levied on each real property according to the assessed property value as established by MPAC and the property class. Tax rates are often expressed as a percentage.

Tax Ratio A number applied to total taxable current value assessment by class to determine weighted taxable assessment for the class. The total tax levy requirement is then divided by the total weighted taxable assessment to derive the tax rate for the residential class. The residential tax rate is then multiplied by each class’ tax ratio to determine the tax rate for the class.

Tax Supported Debt (TS) Tax supported refers to the portion of long-term debt that is funded from a draw against general property tax revenue.

Weighted Taxable Assessment Weighted Taxable Assessment is the total of taxable assessment for each class multiplied by the class tax ratio. For 2018, total weighted taxable assessment is $10.1 billion. Weighted Taxable Assessment is also used to allocate the cost of some joint services between the City and County of Peterborough such as Housing and Provincial Offences.


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Acronyms Used in Budget Documents

Abbreviation Definition AAC Accessibility Advisory Committee ACH Arts Culture and Heritage AGP Art Gallery of Peterborough AHAC Affordable Housing Action Committee AMO Association of Municipalities of Ontario AODA Accessibility for Ontarians with Disabilities Act, 2005 APRAC Arenas Parks and Recreation Advisory Committee BAS Building Automation System BET Business Education Taxes BCA Building Condition Audit/Building Code Act CALA Canadian Association for Laboratory Accreditation CAMP Central Area Master Plan CBCO Certified Building Code Official CCAP Climate Change Action Plan CCEYA Child Care and Early Years Act CCF Central Composting Facility CCHU County-City Health Unit CCP Community Care Peterborough CCRC Community Counselling and Resource Centre CCSF Cultural Spaces Canada Fund (Department of Canadian Heritage) CCTV Closed Circuit Television CDP Community Development Program CHPI Community Homelessness Prevention Initiative CIP Community Improvement Plan CMOG Community Museum Operating Grant (Ontario Ministry of Culture) CMSM Consolidated Municipal Service Manager CNIB Canadian National Institute for the Blind CNR Canadian National Railway COPHI City of Peterborough Holdings Inc. CPI Consumer Price Index CPR Canadian Pacific Railway CRRC Community Race Relations Committee CRSP Cardiovascular Rehabilitation Services Program CRTC Canadian Radio-television and Telecommunications Commission CSD Community Services Department CSJ Canada Summer Jobs (HRDC) CSPT Court Security Prisoner Transportation CUPE Canadian Union of Public Employees CVA Current Value Assessment CVP Consolidated Verification Process DAC Data Anaylsis Coordinator


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Abbreviation Definition DBIA Downtown Business Improvement Area DC Development Charges DFO Department of Fisheries and Oceans DNA Deoxyribonucleic Acid DOOR Delivering Opportunities for Ontario Renters DYS Downtown Youth Space EA Environmental Assessment EAB Emerald Ash Borer EC3 Electric City Culture Council ECA Environmental Compliance Approval ECG Emergency Control Group EDP Electronic Data Processing EEF Energy Emergency Fund ELCC Early Learning and Child Care EMIS Engineering Management Information Systems EMP Environmental Monitoring Program EMS Emergency Medical Services EOC Emergency Operations Centre EPD Environmental Protection Division ERP Enterprise Resource Planning ESR Environmental Study Report ESS Emergency Social Services FDK Full Day Kindergarten FDM Fire Dispatch Management FGT Federal Gas Tax FME Feature Manipulation Engine FPPA Fire Protection and Prevention Act FRMP Flood Reduction Master Plan FRMPRCL Flood Reduction Master Plan Reserve Capital Levy FRMPRSS Flood Reduction Master Plan Reserve Sewer Surcharge FTE Full Time Equivalent FUSE Fund for Utility Service Emergencies G/M Geomatics/Mapping formerly Land Information Division GIS Geographic Information Systems GPAEDC Greater Peterborough Area Economic Development Corporation GPS Global Positioning System GTAA Greater Toronto Airport Authority HADD Harmful Alteration Disruption and/or Destruction HAP Housing Access Peterborough HCD Heritage Conservation Districts HNS Heritage Neighbourhood Study HPO Heritage Preservation Office HPTRP Heritage Property Tax Relief Program


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Abbreviation Definition HR Human Resources HRC Housing Resource Centre HRSDC Human Resources and Skills Development Centre HSP Housing Stability Fund HVAC Heating, Ventilation and Air Conditioning HWT Hot Water Tank IAH-E Investment in Affordable Housing - Extension Program ICON Integrated Courts Offender Network IIMP Infrastructure Information Management ILS Integrated Library System IMS Incident Management System ISF Infrastructure Stimulus Fund IT Information Technology ITMS Integrated Traffic Management System JE Job Evaluation JK/SK Junior Kindergarten/Senior Kindergarten JSSC Joint Services Steering Committee KLLiC Kawartha Lakeshore Library Information Consortium KTTC Kawartha Trades and Technology Centre LED Light Emitting Diode (lamps) LEED Leadership in Energy and Environmental Design LIS Land Information Services LLMP Little Lake Master Plan MAP Museum Assistance Program (Department of Canadian Heritage) MAP ECF Museum Assistance Program Exhibition Circulation Fund MBIP Major Bennett Industrial Park MCP Municipal Cultural Plan MCSS Ministry of Community and Social Services MCYS Ministry of Children and Youth Services MHSW Municipal Household and Special Waste MMAH Ministry of Municipal Affairs and Housing MNR Ministry of Natural Resources MOECC Ministry of the Environment and Climate Change MOH Ministry of Health MOL Ministry of Labour MOU Memorandum of Understanding MPAC Municipal Property Assessment Corporation MRF Material Recycling Facility MTCU Ministry of Training, Colleges and Universities MTO Ministry of Transportation Ontario NASSCO National Association of Sewer Service Companies NCC New Canadian Centre NFA North Fill Area (Landfill site)


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Abbreviation Definition NFP Not For Profit (organizations) NU Non Union OBCA Ontario Building Code Act OBRP Ontario Bus Replacement Program (replaced OTVP) OCB Ontario Child Benefit OCIF Ontario Community Infrastructure Fund OCS Office of the City Solicitor ODA Ontarians with Disabilities Act ODRAP Ontario Disaster Relief Assistance Program ODSP Ontario Disability Support Program OEYCFC Ontario Early Years Child and Family Centres OHRC Ontario Human Rights Commission OHSA Ontario Health and Safety Act OLG Ontario Lottery and Gaming Corporation OLS Obstacle Limitation Surface OMERS Ontario Municipal Employees Retirement System OP Official Plan ORCA Otonabee Region Conservation Authority OSIM Ontario Structure Inspection Manual OTM Ontario Traffic Manual OTVP Ontario Transit Vehicle Program (prior to OBRP) OW Ontario Works PACAC Peterborough Architectural Conservation Advisory Committee PACP Pipeline Assessment Certification Program PB Participatory Budgeting PBAC Peterborough Bicycle Advisory Committee PCBs Polychlorinated biphenyls PCCP Peterborough County City Paramedics PCI Pavement Condition Index PCOA Peterborough Council on Aging PCSP Peterborough Community Social Plan (overlap with CSP) PDI Peterborough Distribution Incorporated PFS Peterborough Fire Services PHC Peterborough Housing Corporation PHCS Primary Health Care Services PHS Peterborough Humane Society PIC Public Inquiry Centre PIDC Peterborough Industrial Development Corporation PIL Payment in Lieu PKED Peterborough & Kawarthas Economic Development (formerly

GPAEDC) PKT Peterborough Kawartha Tourism PLC Programmable Logic Controller


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Abbreviation Definition PMA Peterborough Museum and Archives PMC Peterborough Memorial Centre POA Provincial Offences Act PPE Personal Protective Equipment PPH Peterborough Public Health PRHC Peterborough Regional Health Centre PSAB Public Sector Accounting Board PSF Per Square Foot PSWC Peterborough Sport and Wellness Centre PTIF Public Transit Infrastructure Fund PTS Peterborough Technology Services PUC Peterborough Utilities Commission PUI Peterborough Utilities Incorporated PUSI Peterborough Utilities Services Incorporated RFP Request for Proposals RFPQ Request for Pre-Qualification RFQ Request for Quotes RFT Request for Tenders RGI Rent-Geared-to-Income RMS Records Management System ROW Right of Way SAC Student Administrative Council SAMS Social Assistance Management Systems SCADA Supervisory Control and Data Acquisition SCBA Self Contained Breathing Apparatus SDMT Service Delivery Model Technology (replaced by SAMS) SFA South Fill Area (Landfill Site) SFDNOW Single Family Dwelling not on water SHRA Social Housing Reform Act 2000 SHRRP Social Housing Renovation and Retrofit Program SS Sewer Surcharge SSRF Sewer Surcharge Reserve Fund STSCO Student Transportation Services Central Ontario SWM Storm Water Management TCA Tangible Capital Asset TDM Transportation Demand Management TMP Transportation Master Plan TRIP Trent Research and Innovation Park TS Tax Supported TTY Teletypewriter UMA UMA Consultants (Engineering) USD Utility Services Department UV Ultraviolet


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Abbreviation Definition VBIA Village Business Improvement Area WCAG Web Content Accessibility Guidelines WMRF Waste Management Reserve Fund WSIB Workplace Safety and Insurance Board WWRF Waste Water Reserve Fund (formerly Sewer Surcharge Reserve

Fund) WWTP Waste Water Treatment Plant YCW Young Canada Works in Heritage Institutions (Canadian Museum

Assoc.) YES Youth Emergency Shelter

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