Book 1 2018 Draft Budget Highlights Book

Draft
2018 Budget Highlights

(Budget Book 1 of 3)
November 2017
To: Members of the Budget Committee
From: Sandra Clancy, Director of Corporate Services
Meeting Date: November 27, 2017
Subject: Report CPFS17-065

2018 Draft Budget
Purpose
A report to provide the 2018 Draft Operating and Capital Budget for consideration.
Recommendation
That Council approve the recommendation outlined in Report CPFS17-065 dated
November 27, 2017, of the Director of Corporate Services, as follows:
That the recommendations contained in Appendix A of this report be moved for the
purpose of discussion.
Budget and Financial Implications

The 2018 Draft Budget meets Councils direction provided in response to Report
CPFS17-037 dated July 24, 2017 of a 1.70% all-inclusive (Municipal, Education,
Sanitary, and Storm Sewer Surcharge) increase for operating costs and traditional
support for the Capital program as well as a 0.65% all-inclusive increase for increased
support for the Sanitary and Storm sewer operating and capital costs, comprised of:
i. An annual charge on the property tax bill for the median assessed home for a
Stormwater Protection Fee, and
ii. An increase in the Sewer Surcharge rate of 2.1% from 95% of the Water Rate to
97.1% of the Water Rate.
Report CPFS17-065 2018 Draft Budget Page 2
The budget also reflects an additional 0.5% all-inclusive 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.
Gross expenditures have increased 2.5%, whereas net tax levy requirements have
increased 3.0%.
The 2018 Capital Budget includes $85.6 million of capital work. The Budget uses all of
the available capital levy, tax supported debenture financing and Federal Gas Tax to
finance the work. The 0.5% increase in the all-inclusive tax rate, which amounts to
approximately $0.79 million, has been used in its entirety to increase tax supported debt
principal and interest payments.
Altogether, the proposed tax increase is 2.85% for the average taxpayer based on an
estimated 2018 median assessed value of $243,800. For the median single family
dwelling (not on water), the all-inclusive increase means a $109.17 annual increase.
Further details are provided through three budget books.
Background
A. The 2018 Budget in Brief

The 2018 Draft Budget presented today meets Councils 2018 guideline of 1.7%-
general-plus-0.65% for increased support for the sanitary and storm sewer operating
and capital costs, plus 0.5% capital for a 2.85% all-inclusive guideline, as directed by
Council through report CPFS17-037 dated July 24, 2017, for a residential property
assessed at $243,800. The term all-inclusive tax means the municipal, education and
storm and sanitary sewer surcharge amounts payable.
Residential assessment is estimated to increase by 4.2% comprised of a 0.97% growth

component and a 3.24% re-assessment impact, stemming from the fact that 2016
market values are being phased-in over the four-year period 2017 2020.
For the most part, the Operating Budget maintains the current Council approved level of
service, with some minor enhancements. Key impacts are noted in the table on page 11
and in the supplementary commentary on pages 12 and 13 of this Highlights Book.
As directed by Council through the 2018 Budget Guidelines report, the Tax Ratio
Reduction Program continues in 2018 for the Commercial and Industrial property
owners, albeit at a rate that is one-half of the annual reduction that was originally
included in the program. For the Commercial Class only, the program has been
accelerated by a one-time amount of $300,000. This will result in the tax ratio for the
Commercial Class reaching the goal of 1.5 of the Residential Class one year earlier
(2020) rather than 2021, as long as the program continues. The multi-residential tax
ratio remains at the 2011 rate.
The City will pay 1,081.9 full and part-time equivalent employees $101.7 million for
salaries and benefits in 2018. There are 3.0 permanent full-time positions requested in
the 2018 Draft Budget, 1.42 part-time positions recommended to move to full-time and
1.0 full-time position eliminated. This results in a net full-time increase of 3.42 full-time
equivalents.
B. Process, Challenges, Documents and Meeting Schedule
2018 Budget Process

Corporate Services staff prepared and distributed budget packages to departments in
early April 2017 who, in turn, submitted their initial 2018 proposed budgets by May
2017.
The material was compiled and a two-tiered review approach was completed. The first
review was done with individual Department Directors and Corporate Services staff. The
second was a review by the CAO, the Director of Corporate Services, Manager of
Financial Services, Budget Analyst and individual Department Directors.
In mid September, the CAO and all the Directors completed a final review of the
submissions and Corporate Services staff prepared the 2018 Draft Budget that is being
released this evening.
2018 Operating Budget

The comments provided in the following section of this report highlight some of the most
pertinent details about what is included or not included in the Operating Budget.
More focus on Communications and Customer Service
The 2018 Budget includes several items that will assist the City in having more of a
focus on communications and customer service such as:
An initiative to create a Communication Services Division with an additional

resource to more proactively lead communications of City business and
community engagement;
Many IT initiatives being implemented all will provide electronic platforms for
better customer service;
Development Client Service Enhancement Project to review and enhance the
process for landuse and building applications, and
The final Capital Budget provision for the redesign of the Citys website.
Dedicated Funding Stream for Stormwater Infrastructure
As approved by Council through Report USEC17-001, dated February 6, 2017, 2018 is

the first year for a dedicated source of funding for stormwater infrastructure from a user
fee. The fee will be added to the property tax bill in a new section and will be based on
hard landscapes (impervious) and soft landscapes (pervious) areas of the property, not
property assessment values. Report USEC17-026, dated November 6, 2017, provides
more detailed information about the proposed fee, caps, credit and subsidy programs.
Public Works and Transit
2018 will continue with enhancements to Winter Control with the annualization of costs
for two new FTEs and associated fleet and material costs. Transit ridership will continue
to grow with the implementation of the Community Bus Route and additional Handi-van
capacity.
Community Services Social Services
The Operating Budget reflects the final year of the Provincial upload of Social Services
benefit costs. The programs affected include: Ontario Works (OW) Mandatory
Benefits, OW - Discretionary Benefits and portions of Addiction Services and OW
Administration. For 2018, the provincial share becomes 100.0% (2017 97.2%) and the
municipal share 0% (2017 2.8%). In dollar terms, the 2.8% shift in impact for the City
is estimated to be $869,000.
Looking forward to 2019, the Operating Budget will experience additional financial
pressures as a result of the completion of the upload.
Planning and Development Services Housing
In the area of Housing, the City continues to be responsive to the needs in the
community.
During 2017, Council approved several projects through the Peterborough Housing
Corporation (PHC) which will assist in providing 151 more affordable housing units than
were available prior to the approvals.
In 2018, staff are recommending through the Operating Budget an additional municipal
investment in City spending of $275,420 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. While there is enormous pressure from the community to
increase the level of service in the rent supplement activity beyond the current level,
staff found it difficult to include additional funds in this area in the 2018 budget.
Peterborough Police Services Budget
The Police Services Board (PSB) has approved an Operating Budget requesting an
amount of $24,977,779, or $544,847 (2.2%) more than the 2017 budget.
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.
With the budget compiled and the internal staff reviews complete, the outcome of the
2018 Operating portion of the Net Tax Levy increase is 2.3% rather than the estimated
1.7%. The PSB request is an increase of 2.2%, therefore, the full request has been
incorporated into the 2018 Draft Budget being presented to Council.
Minimum Wage
The General Contingency includes a provision of $340,000 for an expected increase in

Minimum Wage to $14 per hour as of January 1, 2018. The legislation has passed
second reading but has been referred to a Standing Committee for review. The Budget
provision identified includes impacts to direct staff employed by the City and assumes
the legislation would be effective January 1, 2018, but does not include any impact from
various contracts that the City has.
Casino Revenues
An amount of $1.5 million is included in the Draft 2018 Budget as it is expected that the
Casino will open late in 2018. Revenue for a full year will be budgeted in 2019. It is
recommended that all gaming revenues be transferred to a new Casino Gaming
Reserve. For 2018, it is recommended that $150,000 be used to offset a contribution to
the DBIA and the balance of $1,350,000 be used to fund a portion of the Capital
program. If actual revenues exceed budgeted amounts, the residual would be placed in
the reserve to be applied to capital projects the next year.
Dividends from City of Peterborough Holdings Inc. (CoPHI) and Sale of PDI
The City is expecting to receive $5.55 million in dividend payments in 2017 from CoPHI,
the Peterborough Utilities Group of Companies.
When the sale of Peterborough Distribution Inc. (PDI) occurs, it will necessitate a
reduction in the dividend amount. However, for 2018, dividend revenues from CoPHI
are projected to be $5.67 million and are budgeted based on the premise that the sale
transaction, if it does happen in 2018 will either happen late in 2018, or that any
reduction in dividend revenues will be offset by additional investment revenues.
Regardless of the sale date, for the purposes of preparation of any future Budgets and
subject to further Council discussion and direction, staff would recommend that similar
to the COPHI dividend payment, any additional investment proceeds from the sale of
PDI, would be directed towards enhancing Capital financing, and not be used for
purposes of reduction in the net tax levy.
2018 Capital Budget

The 2018 Capital Budget includes 191 projects with a total cost of $85.6 million. The
0.5% capital related increase in the all-inclusive tax rate ($0.79 million), has been
directed in its entirety to increase tax supported debt principal and interest payments,
thereby increasing the amount of debenture financing that can be used in the 2018
Capital Budget by $6.7 million. Although interest rates have risen in 2017, the borrowing
market continues to exhibit attractive interest rates, which is why staff are still
recommending this approach in 2018.
During 2017, Council approved several pre-commitments. Included in the 191 projects
are several large capital initiatives that are already started and require additional
funding such as Pioneer Road, Parkhill Road West, Crawford Drive, the new Arena and
Airport Expansion and Servicing. With $0.8 million less funds in tax supported debt
servicing costs dedicated to capital than in the last five years, it was even more difficult
to include what staff believe to be Council's priorities. As a result, the 2018 Draft Capital
Budget amounts were reduced for three projects of the pre-committed projects as
shown in Chart 1. With respect to #9, Lansdowne Street West, $200,000 will be
sufficient funds to continue to move the project along and do the work that was planned
in 2018.
In addition to the three commitments made in 2017 which will be carried forwarded from
2018 into 2019, Council also approved the pre-commitment of two capital projects for
the 2019 Capital Budget. The results are shown in Chart 2.
Chart 1
Pre-commitments projects included in the 2018 Capital Budget:
Tax
Supported Amount
Debt / Included in
Project Report Non Tax Funding Capital Total 2018
Ref Project Name Ref Reference Funding Source(s) Levy Commitment Budget
$500,000
WWRF
1 Hilliard Street 5-2.01 USEC17-003 $850,000 $850,000 $850,000
$350,000 -
FGT
PTIF/Trans
2 PW Relocation 5-8.01 CPFS17-019 $1,500,000 $925,000 $2,425,000 $2,425,000
Reserve
Donegal Street $875,000
Bridge McDonnel WWRF
3 5-2.03 USEC17-015 $1,750,000 $1,750,000 $1,750,000
and Gilchrist $875,000 -
Street FGT
$929,500
FGT
Crawford Drive
$2,000,000
and Harper Road PLPD17-026
4 5-3.01 $3,929,500 DC $70,500 $4,000,000 $4,000,000
Extension (2018 only)
$1,000,000-
2018-2019
Gaming
Revenue
Hospice
5 Peterborough 3-4.06 CPFS15-036 $500,000 $500,000 $300,000
2016 2018
Chart 1
Pre-commitments projects included in the 2018 Capital Budget - Continued:
Revised
Amount
Tax Supported Included in
Project Report Non Tax Funding Debt / Capital Total 2018
Ref Project Name Ref Reference Funding Source(s) Levy Commitment Budget
Humane Society
6 3-4.07 OCS16-002 $393,000 $393,000 $293,000
2017-2021
Phase-in of DCs
7 3-4.05 CPFS12-056 $330,500 $330,500 $330,500
2015-2018
8 Fairhaven 3-4.08 CPFS12-062 $204,000 $204,000 $204,000
Lansdowne Street Motion of
West Spillsbury Council
9 5-2.08 $700,000 $700,000 $200,000
to Clonsilla December 12,
Avenue 2016
CPPS17-035
Evinrude Centre
10 3-1.02 September 25, $160,000 $160,000 $160,000
Condenser
2017
CSD17-001
Peterborough
11 6-6.03 February 6, $50,000 $50,000 $50,000
Petes Agreement
2017
Natural Heritage
PLPD17-043
Policy and Harper
12 7-1.07 September 25, $225,000 $225,000 $225,000
Park Watershed
2017
Management
Total $3,558,000 $11,587,500 $10,787,500
Chart 2
Pre-commitments made for the 2019 Capital Budget
Tax
Supported
Debt /
Project Report Non Tax Funding Capital Total
Ref Project Name Ref Reference Funding Source(s) Levy Commitment
1 PMC Refrigeration 3-1.02 CPPS17-015 $2,000,000 $2,000,000
$2,000,000
Crawford Drive
DC
and Harper Road
2 5-3.01 PLPD17-026 $3,000,000 $1,000,000- $1,000,000 $4,000,000
Extension
Gaming
2019
Revenue
Hospice
3 Peterborough 3-4.06 CPFS15-036 $200,000 $200,000
2016 2019
Humane Society
4 3-4.07 OCS16-002 $400,000 $400,000
2017-2021
Motion of
Lansdowne Street
Council
5 West Spillsbury 5-2.08 $500,000 $500,000
December 12,
to Clonsilla
2016
Total $4,100,000 $7,100,000
Response to Comments Made at June 28, 2017 Public Meeting

The first public meeting for the 2018 Budget was held on June 28, 2017. Approximately
ten people spoke. Common themes throughout the presentation were rent supplements
and housing stability.
Included as Appendix B - 2018 Budget Response to Public Input at Guideline Stage is

a complete listing of all the comments and questions made at the Public Meeting.
Column C4 of the chart is a response as to how each item has been addressed.
As the budget review process proceeds, the Budget Committee can consider the
suggestions made and evaluate each response. Should the Committee wish to provide
a different response from what is included in the Draft Budget, additional
recommendations would be appropriate.
Documents
The 2018 Draft Budget is presented in three books with the layout of the books as
follows:
Book 1 2018 Budget Highlights

The 2018 Budget Highlights Book provides a summary of the Operating and Capital
Budgets and explains the key factors and implications of the proposed budget. The book
also contains information on Long Term Debt and Reserves, Property Taxation, including
Assessment, Tax Rate and Tax Policy, a detailed section on Staffing, and a Glossary of
Common Acronyms used throughout the Budget.
The Budget Highlights Book includes a list of items on page 242 that have been
requested but not recommended that Council may wish to review.
It is recommended that the Budget Highlights (Book #1) be used by the Budget
Committee during its review of the 2018 Draft Budget.
Book 2 2018 Operating Budget

The 2018 Operating Budget document (Book #2) contains departmental financial
summaries plus financial and narrative information by division and/or activity. The text
pages set out the purpose and highlights for each activity.
The 2017 preliminary actual numbers shown in the document are unaudited estimates
provided by departments earlier in 2017 and may change pending final year-end
adjusting entries or updated information.
User Fee Schedules are included for all departments and will be included in a User Fee
By-law that will be approved following budget deliberations.
This book also contains the Detailed Work Programs for each Division as well. The work
programs are a means of measuring high-level outputs for the budget dollars requested.
Book 3 2018 Capital Budget and 2019 2020 and Subsequent Years
Capital Forecast
The Capital Forecast document provides summaries of Capital projects by department
and division and provides one detailed narrative page and financial page to support each
project. Due to the legislative requirements of the Public Sector Accounting Board
(PSAB), capital projects are split into two types, Tangible Capital Assets and Other.
Other projects are typically studies or smaller maintenance type expenditures on City
facilities that are below the thresholds identified for the tangible capital assets.
2018 Budget Committee and Council Schedule

The proposed timetable to review the 2018 Draft Budget is set out below:
November 6, 2017 2018 Draft Budget presented to Budget Committee by Staff.
November 22, 2017 Public Meeting of Budget Committee to receive input on the
2018 Draft Budget.
November 27, 2017 Budget Committee reviews 2018 Draft Budget November 27
November 30 as required.
December 11, 2017 Council considers all of the recommendations ultimately

endorsed by the Budget Committee and adopts a 2018
Budget as amended.
C. Recommendations
The recommendations needed to implement the 2018 Budget are presented in
Appendix A.
Summary
The 2018 Draft Budget documents are provided as a basis for the budget deliberations.
It is recommended that the 2018 Highlights Book be the guiding document for Budget
Committee review. Budget Books 2 and 3 (Operating and Capital Books respectively)
are reference material for ensuring a complete understanding of the 2018 proposed
financial plan.
Submitted by
Sandra Clancy
Director of Corporate Services
Contact Person:
Richard Freymond
Manager of Financial Services
Phone: 705-742-7777 Ext. 1862
Toll Free: 1-855-738-3755
Fax: 705-876-4607
E-mail: [email protected]
Attachment:
Appendix A Operating and Capital Budget Recommendations
Appendix B - 2018 Budget Response to Public Input at Guideline Stage
Appendix A
2018 Operating and Capital Draft Budget Recommendations
That the following recommendations be moved for the purpose of discussion:
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)
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)
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 Citys 2018 requirement for the Municipal Property
Assessment Corporation (MPAC), be netted against the Citys 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)
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 Citys 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 Citys portion of ORCAs 2018 Budget, based on the
final approved ORCA Budget, be netted against the Citys 2018 general
contingency provision. (Page 189)
ee) That any adjustments to the Citys portion of Peterborough Public Healths 2018
Budget, based on the final approved Peterborough Public Health Budget, be
netted against the Citys 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)
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
years 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%.
Division or Area
Ref Concern Identified Responsible Reference or Comments
C1 C2 C3 C4
1 Joanne Bazak-Brokking, Income Security Working PL -Housing The proposed 2018 Housing Division budget includes
Group of the PPRN an increase of $262,920 to support municipally-funded
Housing Choice Rent Supplement, primarily to ensure
A Home 4 All: Investing in the Municipal rent that households who are receiving assistance from
supplement programs other rent supplement programs that will end in 2018
Housing opportunity rent supplements, bring will not lose their subsidy.
stability - $225 /month average amount. Wait list is
1,290 homes. Additional funds for the emergency fund were explored
as a response to budget delegations in 2016 (CSSS16-
Expand rent supplement in 2018, establish an 002 staff report that the emergency funds are
emergency community fund in 2017, and increase sufficient at current levels, but that additional funding
number of recipients for rent supplements would be more effective for
vulnerable households.
Housing Resource Centre, the delivery agent for

Housing Choice Rent Supplement does not keep a
chronological waiting list. 1/3 of supplements are for
vulnerable/at risk households identified through the
Homelessness Coordinated Response Team case
conference, while 2/3 are low income households.
2 Dr. Britt Lehmann-Bender PL - Housing See above.
Representing local health care providers in the City

appealing to increase Rent Supplement program.
They witness first hand the detriment to individuals
that a lack of housing and homelessness can be.
There is a need for home security; most vulnerable

cannot compete in the market.
Division or Area
C1 C2 C3 C4
3 Paul Armstrong PL - Housing Core housing need in the Peterborough area has
continued to be an issue, despite funding increases to
Appeal for increased municipal rent supplements rent supplement programs.
they are a benefit to renter households who lack other
affordability options. Peterborough has the worst A recent paper from the Caledon Institute makes the
core housing need rate of any Census metropolitan case that core housing need isnt necessarily an
area in Canada. accurate measure of whether rent supplement
programs are improving housing affordability. A large
Recommendations: percentage of people receiving rent supplements are
also receiving social assistance.
- Add $100,000 to the Rent supp line in 2018, People receiving social assistance are, by definition, in
and continue to add $100,000 per year up to Core Housing Need because Shelter Allowance
and including year 2024. (would assist 33-34 makes up close to 50% of their income, and all of
homes per 100K increase) Shelter Allowance goes to rent. Peterborough has had
a higher than provincial average of households
- Review rent supplement program in 2024 receiving social assistance, which pushes the Core
when the Housing and Homelessness plan Housing Need numbers up as well.
terminates.
The Housing Division has been working with the Trent
Community Research Centre, PHC and Housing
Resource Centre to better understand the impact of
rent supplements on recipients.
Division or Area
C1 C2 C3 C4
4. Elizabeth Jenkins, Wes Ryan and Jon Heddewick CS Arts, Culture Report CSACH17-008 dated September 25, 2017 was
from the Peterborough Poetry Collective and Heritage approved by Council which introduced a one-year pilot
project pending fundraising of $2,000 by the
Appeal to make an investment in the arts for a pilot Peterborough Poetry Slam Collective for the
project for a poet laureate position - $2,000 (Note: a honorarium.
poet officially appointed by a government or
conferring institution, who is often expected to The ACH Division will administer the selection of the
compose poems for special events and occasions). Poet Laureate, monitor and evaluate the pilot project.
Promote literature and literacy in the community.
The Poet Laureate would receive the honorarium
the process is yet to be determined. Have received
funding for past 4 years - $1,000
Public interest 111signatures collected in just 3

hours.
AHC committee has been approached with this idea.
5 Rev. Christian Harvey CS Social Occupancy at all the emergency shelters has been
Speaking to the Warming Room 26 folks staying on Services increasing in part due to the reduction in available low
average in May, 22 during the month of June. cost rental market. The Housing and Homeless
When the Warming Room closes, folks will be put out progress report showed an increase in 2016 of 3% in
with nowhere to go. Need to operate during the shelter bed nights and during the first half of 2017
summer months. shelters remain at high occupancy levels.
Need supportive housing, rent supplements and other In responding to the Provinces Expressions of Interest
community resources and supports until Housing is related to the Home For Good initiative, the City was
available. successful in securing funding for supportive housing
and rent supplements. The annualized funding amount
is $983,236.
The Home Program generous landlord, will house 7 In the interim there is a Below the Line request for
homeless people with appropriate community $25,000 additional funding to allow for the extension of
supports. the warming room for two months in 2018 which would
partially address the increased pressure.
Division or Area
C1 C2 C3 C4
6 Dr. Richard Wellesley Staples Corporate The 2018 Draft Operating Budget includes a 4.7%
Services ($49,947) increase for Fairhaven for a total of
Appeal for additional municipal support for Fairhaven. $1,116,667 and a 2% ($4,000) increase in Capital for a
Would like to see the City supporting FH at the total of $204,000.
median dollar level (approx $16,000 per bed)?
7 William Bain Corporate The City reports financial performance quarterly to
Services Council through a financial update report.
Scaling back or cutting activities is a monumental
Distributing any tax increases among tax payers based
task and effort.
in the City based upon income is beyond the scope and
How does the City measure performance, how cost
authority of a municipality and is more so a function of
effective are its activities.
the Province.
- Increases in property taxes should be tied to
Through Report CPFS17-002 dated February 17, 2017,
increases in income. Pension 1.3%, CPP 1.4%
Council amended the Citys Tax Assistance Program
- Prepared to pay a 2.85% increase, but would for eligible low income seniors and persons with
like to see no increase for low income families. disabilities to a flat rate of $400 while grandfathering
those that receive greater than $400. It is estimated
that this will increase the rebate for 115 property
owners.
Division or Area
C1 C2 C3 C4
8 Marie Bongard a hand microphone would be very USD/CP/CS All city sidewalks are reviewed annually for
helpful in Council Chambers instead of walking up maintenance purposes. Repairs are prioritized based
front. on a number of factors and work is undertaken as
Appeal for: budget allows. Sometimes additional sidewalk work is
- Refurbished downtown city sidewalks done when the adjacent road is rehabilitated or
(Charlotte and Bethune will be refurbished redevelopment occurs.
soon)
The amount of the upload in 2018 is $869,000. Of this
- Uploading of social services. Hopes the amount, $144,000 is being re-invested within the
funds stays within Social Services budget Division. However, other areas of the budget also
directly assist more venerable population such as
Housing ($171,527 increase) and Transit ($576,778
increase)
- New Stormwater protection fee. \ The $14.89
is a small amount but is there a different The Storm Water Protection fee that was quoted was
charge for commercial and industry? for a typical house. Fees will vary by land use and
percentage of impervious area within specific
- Casino - $1.5 million expected in 2018. What properties. More information is included in Report
% will be going to mitigate negative influences USEC17-026 dated November 6, 2017.
on our community of the casino for things
like addictions, crime, etc? Staff are reviewing casino operations in various
communities and considering the potential economic
and social impacts and budgetary implications.
9 Rob Bartlett PL - Housing Housing Choice Rent Supplement is partially

supported by the Community Homelessness
Enhancing rent supplements. Come from CHIPI Prevention Initiative (CHPI).
program provincial funds: Housing stability fund,
The proposed 2018 Housing Division budget includes
rent supplements and shelters. Asking for HSF be
an increase of $262,920 to support municipally-funded
decreased or the overall pie increased.
Housing Choice Rent Supplement, primarily to ensure
that households who are receiving assistance from
other rent supplement programs that will end in 2018
will not lose their subsidy.
2018 Budget
Table of Contents
Part 1: 2018 Draft 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 $126.8 million up by 3.0% .................................. 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
Budget Guideline 1.70% + .065% + 0.50% = 2.85% All-inclusive increase for
median residential property ......................................................................................... 8
How 2.85% All-inclusive rate increase relates to the $3.6 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
ii
2018 Budget
Table of Contents
Property ................................................................................................................. 36
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
iii
2018 Budget
Table of Contents
Art Gallery Capital Budget ................................................................................. 123

Arenas Division - Operating Budget ..................................................................... 125
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
iv
2018 Budget
Table of Contents
Part 3: 2018 Property Taxation ............................................................................... 212
Taxation Revenue Summary ................................................................................... 213

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 Draft Operating Budget to Full Accrual PSAB Compliant Budget
............................................................................................................................. 241
Requests Not Included In the 2018 Draft 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
v
Part 1
2018 Draft Budget - Overview
Budget Highlights
Part 1: 2018 Draft Budget Overview
1
Part 1
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.
2
Part 1
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 Childrens Services in the amount of $1.4.
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 Childrens Services and building permits;
3
Part 1
however, some revenues will decrease such as those associated with POA and
composting.
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 $6.7 million over the 2017 gross
expenditures. The key factors are:
Personnel - $2.6 million

Increase in Debt Financing Charges - $0.8 million
IT data processing costs - $0.5 million
Minimum Wage impacts - $0.3 million
4
Part 1
Gross Expenditures Versus Net Expenditures

Gross expenditures, less direct revenues of $129.1 million, such as conditional
grants and user fees, result in net expenditure requirements for 2018 of $141.8
million as shown in the following chart.
Factors Impacting Net Expenditures
The 2018 net expenditures have increased $5.4 million. Some of the key factors
impacting gross expenditures have offsetting revenues which means they do not
impact net expenditures. As an example, Childrens 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)
5
Part 1
Net tax levy requirement equals $126.8 million up by 3.0%
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 $141.8 million net departmental
expenditures to derive the $126.8 million net tax levy requirements for 2018. The net
tax levy requirements have increased by 3.0% or $3.6 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 would have in fact decreased
by -1.0%.
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 0.4% 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.
6
Part 1
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 Draft 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 draft 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, 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. The result is that the average house will experience a
$22.90 (5.3%) increase in their sewer surcharge annual amount payable over the
2017 level.
7
Part 1
Budget Guideline 1.70% + .065% + 0.50% = 2.85% All-inclusive

increase for median residential property
When the real assessment growth, the -0.4% proposed municipal residential tax rate
decrease, the 4.5% reduction in the education rate, the 5.3% increase to the sewer
surcharge and the introduction of a storm water protection fee of $14.89 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 1.70% for increased operating costs and traditional support
for the capital program, 0.65% 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 $3.6 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 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 $3.6 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
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.
8
Part 1
Chart 2
Comparative All Inclusive Tax and Sewer Surcharge Rates and

Levies for Median Single Family Dwelling
9
Part 1
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 Draft Budget that have impacted the
2018 tax levy requirement.
The supplementary Notes on pages 12 and 13 provide additional commentary on

key impacts.
10
Part 1
Tax Levy Requirement Change Factors
11
Part 1
Tax Levy Requirement Change Factors - Supplementary Notes
Personnel costs
Total personnel costs for 2018 will amount to $101.7 million for 1,081.98 employees
(full-time equivalents) and represents 37.5% of the total $270.9 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 in anticipation of the minimum wage

increasing to $14.00 does include contracts for various services such as Cleaning
and Courier contracts that are included throughout the Budget.
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.
12
Part 1
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 Citys overall year-end financial position.
These are listed in Part 2 of this Highlights Book, in their appropriate section.
13
Part 1
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 Citys books and is an indicator of how
they will be presented in the Citys audited financial statement.
TCAs are defined as:
real or personal property that have a physical substance that:
Are used in the production or supply of goods and services, rental to others,
administrative purposes or for the development and construction of other tangible
capital assets;
Have an estimated life of greater than one year; and
Are used on a continuing basis.
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 draft 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
14
Part 1
In looking forward to future years, capital pressures continue to outweigh available

funds. In the 2018 Draft Capital Budget, even if staff assume that the current capital
financing policy continues for future years, there is not sufficient financing to fund the
requests for 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.
15
Part 1
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.
16
Part 1
2018 Capital Expenditures and Financing by Source
17
Part 1
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.
18
Part 1
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.
19
Part 2
2018 Operating and Capital (by Department)
Budget Highlights
Part 2: 2018 Operating and Capital Budget Review
(by Department)
20
Part 2
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.
21
Part 2
22
Part 2
City Council - Operating Budget
The City of Peterborough operates on the Council-Chief Administrative Officer system of municipal government. The Council
is comprised of a Mayor and ten Councillors who hold regular Council, Committee of the Whole, and Planning meetings on a
three-week cycle.
The budget includes remuneration for the Mayor and Members of Council, plus a position for 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 Draft Budget, remuneration for the Mayor is estimated to be $70,036 and for each Councillor,
$28,676.
23
Part 2
Chief Administrative Officer Departmental Summary Operating Budget
The Chief Administrative Office is comprised of the Chief Administrative Officer, an Administrative Assistant and a Corporate
Policy Coordinator. The office is responsible for the co-ordination, administration and direction of all affairs of the corporation,
including direct responsibility for Fire Services and Emergency Management.
24
Part 2
Recommendation municipalities within Peterborough County as well as the

seven Fire Departments within the County of
That any unused CAO Budget at the end of 2018 be Northumberland.
transferred to the Organizational Development
Reserve, subject to the overall year-end position. Personnel costs for the 99.6 staff in the Division represent
86% of gross expenditures.
Fire Services Division - Operating Budget
Revenues have increased primarily as a result of the
There are three stations throughout the city as well as a contract for fire dispatch services for Northumberland
non-staffed station at the airport. County.
Personnel are involved in suppression and rescue, Fire hydrant charges to the City of Peterborough by the
prevention, public education, administration, PUC remain at $650,000 for 2018; however, the actual
communications, training and emergency management. costs incurred by the PUC to provide this service continue
to exceed this amount.
The Service will continue to provide fire and emergency
dispatch/communication services to all eight neighbouring
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Fire Services Division Capital Budget
Fire Fighting Equipment and Personal Protective Fire Apparatus Replacement/Additions

Equipment (PPE) Program
The expenditure in 2018 is for the replacement of a
This program allows for the replacement of Support Unit.
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.
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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 Corporate and Divisional Business Continuity Plans will
be reviewed and updated to ensure continuity of critical
The Emergency and Risk Management Division is services and business operations.
responsible for plans, procedures, training and education
to ensure the coordination of response and recovery The Provincial Nuclear Emergency Response Plan
efforts among government, the private sector and non- designates the City as a host community for Durham
government organizations during complex emergencies. Region residents in the event of significant nuclear
This is a legislated requirement under the Emergency incident at the Darlington or Pickering Nuclear Generating
Management and Civil Protection Act. The Division is also Stations.
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.
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Corporate Services Departmental Summary - Operating Budget
This Department facilitates coordinated and effective The net increase of 13.1% in Corporate Information
delivery of services provided by the Clerk's Office, Services reflects the increase of individual applications
Financial Services, Property Services, Human and systems that are supported. Investment in IT security
Resources, Corporate Information Services and Facilities also continues to be one of the significant growth areas
and Planning Initiatives. of the City. In 2018, the City will be updating the
Microsoft Office tools currently being used and will move
Preparations for the 2018 municipal election commenced to a subscription based product. An amount of $140,000
mid-2017 with the hiring of an Election Co-ordinator and has been transferred from Reserve to cushion the impact
Election Assistant. The positions are funded from the in the 2018 budget. Also included in 2018 is a
Election Reserve. The cost of the Election in 2018 is contribution to reserve in the amount of $75,000 for the
expected to be $0.5 million and is being funded by the purpose of replacement of the telephone system that will
Elections Reserve. need to be undertaken in the near future.
Included in the 2018 Draft Budget is a request to create a Gross expenditures are $3.7 million with approximately
new Communications Division and 1.0 additional FTE for $3.2 million of this amount being the Citys portion of
a Manager of Communication Services. The landscape Peterborough Technology Services (PTS) costs incurred
for municipal communications has changed and the City to provide employees and equipment to support the
is lagging behind other municipalities and behind the Citys technology needs. Approximately $1.3 million of
community's expectations. More than ever, the public total costs incurred is charged out directly to City
today demands greater responsiveness, accountability Departments where there is a need to allocate specific
and transparency in government. As well, stakeholders charges due to the sharing of costs either with the
and residents are expressing a desire for convenient Province or the County or the activity receives a fee for
information available when and where they want it. If the the service. The net $2.2 million residing in Corporate
City is expected to improve in these areas, more Services represents the non-allocated charges.
resources are needed.
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Recommendation The Facilities and Planning Initiatives Division provides

project management resources to capital projects
That any unused Peterborough Technology Services throughout the Corporation. For 2018, in addition to the
Budget, at the end of 2018, be transferred to the projects described in this section, the Facilities and
Electronic Data Processing (EDP) Reserve, subject to Planning Initiatives Manager will manage:
the overall year-end position and that if actual 2018
costs exceed the 2018 Budget, funds may be drawn New arena complex - Phase 2 tendering and Phase 3
from the EDP reserve. 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 Peterborough Technology Services (PTS) City

Capital Expenditures
This project includes various projects that business units
have requested IT resources to assist with. These requests Peterborough Technology Services is the Information
are for either implementation of new software that will Technology (IT) department that is jointly operated by the
improve efficiencies or for major upgrades to existing City of Peterborough and the Peterborough Utilities Group.
business systems. One of the many benefits of having a shared IT department
is there are opportunities to share costs. This capital
City Technology Projects and Capital Improvements account is used for hardware, software, labour and
miscellaneous costs that are shared between the City and
Machinery and Equipment/Computer Hardware and the Peterborough Utilities and the amounts shown
Software, including Server replacements, Notebook represent the Citys portion. An example would be capital
computers and software totaling $207,000. 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 Property Taxation Software - the current product being
used meets today's legislative requirements, but does not
Amanda is the corporate software for property records and include any of the electronic customer service offerings
requires an extensive upgrade. The specific components of that are expected in today's business environment. The
the project include: a Plans review module and a Portal for product will be replaced as part of Phase II of the SAP
on-line services. implementation.
Enterprise Software Modernization Corporate Website Refresh
Specific computerized applications due for replacement The City's website is a key communication tool for the
include: municipality. www.Peterborough.ca has over 200,000
visitors per year, who view more than 400,000 pages
Program Registration and Facility Booking Software - In annually. City residents use the website to access
2016, through Report CPFS16-018, Council awarded a information on City business, register for programs, pay
contract to PerfectMind for the City's Program Registration parking tickets and purchase products and services.
and Facility Booking Software. Increasingly, we are using the website to engage in two-
way communication with residents through online surveys
Financial Enterprise Resource Planning software - In 2017, and links with social media.
through Report CPFS17-036, Council awarded a contract
to SAP for a corporate Financial Enterprise Resource This project is a major redesign of the Citys website.
Planning solution.
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Phase-in of Development Charges Peterborough Humane Society - New Animal Care

Centre Capital Campaign
In consideration of Report CPFS12-056 Development
Charges, Council approved a phase-in of the City-Wide Based on Report OCS16-002 dated May 30, 2016, and a
Uniform Charge as follows: August 1, 2012 0%, January presentation by the Humane Society, Council committed to
1, 2013 50%, January 1, 2014 50%, which resulted in support the capital campaign over five annual instalments.
lost Development Charge revenues of $1.3 million. Motion b) and c) read as follows:
This provision is to ensure that phase-ins are funded from b) That the City of Peterborough approve a $1.5 million
non-DC sources. This capital project is to fund the phase-in capital campaign contribution to the Peterborough
amount by transferring an equal amount into the Humane Society, to be paid in 5 annual instalments
Development Charge Reserve over the period 2015- 2018. over a five-year period from 2017 to 2021, in support of
the $9.5 million Peterborough Animal Care Centre at
Hospice Peterborough Funding Request 1999 Technology Drive
Based on Report CPFS15-036, 2016 Budget Guidelines c) That the City of Peterborough directly pay the
dated July 27, 2015, Council approved the following Development Charges for the Peterborough Humane
recommendation: Society Animal Care Centre at 1999 Technology Drive
in the amount of approximately $186,000, and that the
That, with respect to the Hospice Peterborough Renovation payment be made in 2 annual installments of
Project, approximately $93,000 commencing in 2017;
i) the City commit, in principle, to provide $1.5 million e) That any cost sharing for the provision of municipal
toward the project construction costs over a three-year road and services for 1999 Technology Drive, be
period 2016 to 2018, subject to a satisfactory funding waived.
agreement being reached, and
Due to budget constraints in 2018, $100,000 of the $1.5
ii) That the 2016 Draft Capital Budget includes the first million has been deferred to 2019.
$500,000 annual contribution.
The last contribution of $500,000 has been split over 2018-

2019 budget years.
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Fairhaven Capital Funding Canadian Canoe Museum - Capital Build
As part of Report CPFS12-062 dated September 4, 2012, On June 28, 2017 representatives from the Canoe
Council resolved that beginning with 2013, subsequent Museum made a presentation to Budget Committee
draft Capital Budgets include a provision for on-going seeking $4.0 million in financial support from the City, to be
capital funding for Fairhaven. The current provision is cash flowed over a number of years in support of a new
$204,000. $50.0 million facility.
In the Draft Budget being presented, funding does not start

until 2019. A further staff report will be presented to Budget
Committee on November 27, 2017.
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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 Citys 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 Environmental Services

coordinates the construction and maintenance of all public
infrastructure in the City (except for water treatment and The Division operates and maintains a Class 4 wastewater
distribution and the electrical systems), for the benefit of treatment facility, 11 sewage pumping stations, Storm and
City residents, business people and visitors, through the Sanitary sewer collection systems and an accredited
following Divisions: laboratory in compliance with Environmental Approval
Compliance requirements. The Division also operates and
Engineering and Construction and Infrastructure maintains the Centennial Fountain in Little Lake.
Planning
Waste Management includes the collection, processing
The Division prioritizes, co-ordinates and manages the and disposal programs/services for garbage, recyclables,
maintenance, rehabilitation and development of the Citys green waste, large articles, hazardous waste and
road and related infrastructure, sidewalk, conveyance electronic waste. The Division manages the Peterborough
sewer system and stormwater management facilities. The County/City Waste Management Facility the Material
Division also works to establish and improve the Citys Recycling Facility, the Household Hazardous Waste Depot
Capital Asset Management Plan to aid in the best and the Harper Road Composting Facility.
management practices for the City's capital assets and to
provide engineering review of development applications Transportation
and growth management plans.
The Transit Division provides conventional public transit
Public Works service to within 450m of 90% of the residents of the City
as well as a parallel public transit service for people with
Provides repair and maintenance services seven days a physical disabilities. The Division also provides Municipal
week on a 24-hour basis for all client groups. Emergency Parking, Transportation Planning, Traffic Operations and
repairs are made on demand to ensure the performance of Transportation Demand Management (TDM) services for
fleet units for essential services. 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 Bethune Street Diversion - City Funded
Flooding along Curtis Creek is due to the system receiving This is the City portion of the overall project. Works
more water than can be contained within the channel ineligible for the shared funding such as overhead, land
corridor and conveyed through bridges and culverts. The acquisition, enhanced pedestrian and cycle facilities, etc.,
culverts at Tivey/Rogers Street need to be upgraded to are covered under this project.
minimize the risk of flooding the properties south of the
current inlet pipe. The project provides a major flood diversion of Jackson
Creek and, at the same time, improves the road condition
Following the culvert works, the City will begin to program along an arterial street. The ultimate design will provide
the Curtis Creek stream channel rehabilitation between major upgrades to existing pedestrian and cyclist
Rogers Street and Armour Road. The culvert work infrastructure.
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.
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Curtis Creek - Euclid Ave Culvert Replacement North-East Jackson Watershed Improvements
Euclid Avenue Culvert Replacement project is a priority The immediate needs for this project will be the Simcoe
project in a series of recommended improvements which Street 100 year pipe from the Otonabee River to George
would mitigate flood damage within the Curtis Creek Street.
watershed.
The following needs will be completed subsequent to this;
The City has applied for federal funding for this project up
to a maximum of $675,000. - Construction of a relief storm sewer parallel to the
existing sewer from Hilliard Street along Phillip Street,
Brookdale Watershed Improvements McClennan Street, Gilbert Street, Elizabeth Avenue and
Nicholls Street; and
The funding requested for 2018 is required for the
completion of works to Brookdale Channel upstream of - Upsizing the existing pipe to 100 year capacity from
McDonnel Street. 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 Recommendation

collected and used as input to the capital program
development. Work of this nature is ongoing, allowing staff That any 2018 Engineering Overhead surplus be
to utilize the information to create proactive maintenance transferred to the Engineering Design and Inspection
programs necessary to minimize life cycle costs of the Reserve, subject to the overall year end position and
Citys infrastructure. Through the Capital Asset that if actual 2018 Engineering costs exceed the
Management Program approach, the programming and Budget, funds may be drawn from the Engineering
coordination of capital projects allows the City's Design and Inspection Reserve.
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.
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Engineering, Construction and Infrastructure Planning - Capital Budget

Arterial Streets
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Hilliard Street Reconstruction - Marina Boulevard to McDonnel-Gilchrist Rehabilitation

The Parkway
This project is anticipated to include the formalization of
This project will address the aging storm sewers on Hilliard McDonnel Street with the installation of sidewalk, cycling
Street during the installation of the PUC watermain. Some lanes and new curb and gutter from Park Street to Donegal
geometric adjustments may be required to the signalized Street and improvements to Gilchrist Street south of
intersection of Hilliard Street and Marina Boulevard. The McDonnel Street.
project will further aid in the Bears Creek By-pass project
that began construction in 2017. Also included in the project are sanitary sewer upgrades on
Gilchrist Street north of McDonnel Street in keeping with
Funds required in 2018 have been pre-committed by the Sanitary Sewer Master Plan Study completed to reduce
Council via Report USEC 17-003 when awarding the sanitary sewer backups. Storm sewer works are required
construction contract. for the Brookdale Channel outfall that is proposed to outlet
at the Donegal Street Bridge.
Chemong Road North Urbanization - Millroy Avenue to
North City Limit Pioneer Road Upgrades and External Servicing
This project would involve pavement, curb and gutter, The development of the Trent Research and Innovation
sidewalk(s), storm sewers, potential for bike lanes, and Park (TRIP) will require ongoing municipal investment to
turning lanes. This project is to improve the road condition ensure that adequate municipal services are in place to
and level of service along the north/south arterial street to support future employment growth. Phase one construction
an urban cross section to coincide with improvements to service the majority of the Trent Research and
triggered by area development. Innovation Park will be completed in 2018 from Nassau
Mills Road to the west entrance of the TRIP.
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.
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Parkhill Road West - Wallis Drive to West City Limit Chemong Road Parkhill Road West to Parkway Right
of Way
This project will involve pavement, curb and gutter,
sidewalk(s), bike lanes, storm and sanitary sewers, turning Major reconstruction to widen this road to five lanes of
lanes and signalization. The vertical alignment of the road traffic, by the introduction of a centre turn lane, was
will be improved and an urban cross section will be identified in the Transportation Master Plan. This work is
constructed. necessitated by an increase in traffic volumes and
commercial properties.
A Schedule C Class Environmental Assessment, including
an Environmental Study Report is complete with the The project cost will be more accurately defined during the
preferred alternative endorsed by Council. The major road detailed design. It is also anticipated that flood reduction
works will be designed, tendered and constructed in one measures will be required as well as sanitary sewer
phase although construction will span multiple years. upgrades to address the bottleneck issue within the
Construction commenced in 2015 with works at the Parkhill existing system.
Road West and Wallis Drive intersection, the installation of
a large storm outlet through the Parkhill Sanitary Pumping Television Road Widening Lansdowne Street to
Station property and the urban road cross section between Parkhill Road
Wallis Drive and Ravenwood Drive. The entire project is
scheduled for completion in the fall of 2020. Bridge inspections, which are done every two years, have
identified the crossing of Meade Creek to be critical. The
funding requested in 2018 is required to initiate the
Environmental Assessment of Television Road 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 Various Road Resurfacing
The project timing is driven by development interest in the The Roads Needs Study included detailed pavement
area. Funds previously approved, were re-allocated to condition reports for each road. A Pavement Condition
other projects through the 2014 budget process and are Index was created for each road section based on the field
now being reintroduced into the budget to support the data collected ranging from zero (Failed) to 100 (Perfect).
development application of a hotel and casino site.
Based on the Pavement Condition Index and Pavement
Included in the project scope is the closure of Crawford Deterioration Models, various pavement management
Drive west of the Harper Road Intersection and a new categories are assigned to each road section to determine
connection from Crawford Drive to Harper Road northwest the overall best maintenance and rehabilitation planning
of the development lands. The works will be completed in scenario.
conjunction with the development of the Casino/Hotel site
and will be subject to an external servicing agreement with The Resurfacing Program is identified through the Citys
the developer. overall Road Needs Study. In general, the road resurfacing
budget will be allocated to streets which require surface
The funds for 2018 and 2019 have been pre-committed treatment only, or to streets involved with underground
through Council approvals. 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
systems 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 Citys 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 For Winter Control, the 2018 Budget will see the
annualization of two new FTEs that were approved as part
The Public Works Division is responsible for delivering a of the 2017 Budget.
wide range of services including winter control, pavement
maintenance and cleaning, and parks and forestry For the purposes of the 2018 Budget, Public Works will see
maintenance. an increase in turf grass maintained of approximately 13
hectares, the full annualization of 0.5 FTE to assist with
Solid waste collection, while it is performed by Public additional turf grass maintenance, and a new five year
Works staff, is shown in the budget under the contract for the Goose Control program for the shores of
Environmental Services Division to better reflect its funding Little Lake and Del Crary Park.
from the Waste Management Reserve Fund.
Administrative costs are funded through other activities

based on an overhead percentage charged on direct Public
Works labour incurred. These activities include Public
Works activities, other City Divisions activities, as well as
work performed for outside customers.
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.
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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 Sidewalk Reconstruction
In 2014, the City purchased the Coach Canada property at The municipal sidewalk inventory totals 399 kilometers.
791 Webber Avenue. The purpose of this purchase is to Sidewalks typically have a 50-year life cycle. Life cycle
relocate the Public Works operations and Fleet costing provides a base line performance measure to verify
maintenance functions to the new property. if replacement schedules and funding are sufficient to meet
the established life cycle. The recommended budget
It is anticipated that, when fully developed, this site will provides funds to replace approximately 3,800 linear
support the Public Works operation for the next 20-25 metres of sidewalk or 1.0% of the existing inventory.
years. The present construction estimates to transform the
791 Webber Avenue property into a full service Public Vehicle and Equipment Replacement and
Works Operations facility is $22.1 million. The cost Enhancement
estimate includes a new, modernized sand/salt/brine
storage facility, equipment storage building, indoor heated The following vehicles and equipment are scheduled for
truck wash, stores area, covered truck bays and a replacement in 2018 at a total estimated cost of $988,000:
renovated shop and office area to meet the needs of Public One Sewer Video Truck, Three Sidewalk Units, Six Grass
Works operations. This compares favourably to the Cutting Units, and One Light Duty Truck.
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
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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 Peterborough Transit Bus
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 Years Eve transit service, and the Statutory Holiday
transit service introduced in 2016. The estimated cost of ridership levels in 2018. No fare increase is being
these services is $142,000 after accounting for fare recommended in 2018.
revenue, and sponsorship opportunities will continue to be
In 2018, Phase 1 of the Transit ITS program will be rolled
explored to help fund these service enhancements.
out providing real time information on bus schedules and
Transit ridership levels in 2018 are expected to increase stop arrival times over the web, on Smartphones, and at
over the record levels set in 2017, when total system the terminal. In addition, the transit stop upgrade program
boardings are forecast to reach just over 4,000,000 riders and Transit Garage relocation study, initiated in 2017, will
on the conventional system and 40,000 riders on the be completed in 2018.
specialized service. The increased ridership on the
The 2018 budget includes the continued contribution of
conventional system is largely due to implementation of
$600,000 to the Transit Reserve.
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
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Provincial Gas Tax Provincial gas tax funds cannot be used to offset
expenditures in other municipal departments.
In October 2004, the Province of Ontario announced the
Gas Tax Rebate Program, which provides 2 cents/litre of For 2018, an amount of $1.55 million will be drawn from
gas tax to assist in funding improvements to service the Provincial Gas Tax Reserve Fund to offset expected
delivery that support transit ridership growth. The program costs.
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 municipalitys baseline spending.
Capital expenditures that provide improvements to
transit security and passenger safety and are above
a municipalitys baseline spending.
Major bus refurbishment on any fully accessible, or
to be made fully accessible, public transportation
vehicle.
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Parking Recommendation
The completion of the Strategic Downtown Parking That any unused Parking Budget, at the end of 2018,
Management Study in 2017 provided 25 recommendations be transferred to the Parking Reserve, subject to the
for the City to consider in managing its downtown parking overall year-end position and that, if the actual 2018
supply over the next 10 years. Increased fines and Parking costs exceed the 2018 Budget, funds may be
revenues from the higher parking rates recommended in drawn from the Parking Reserve.
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.
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Traffic
Recommendation
The City operates 128 signalized intersections across the
City and a number of upgrades are proposed for 2018. In That any unused Traffic Signal Maintenance Budget at
addition to the annual funding for traffic signal equipment the end of 2018, be transferred to the Traffic Signal
upgrades and accessibility features, two new multi-year Reserve, subject to the overall year-end position and
capital programs will be initiated. A traffic signal controller that, if the actual 2018 Traffic Signal Maintenance
replacement program will upgrade and modernize older costs exceed the 2018 Budget, funds may be drawn
traffic signal controllers to provide enhanced traffic control from the Traffic Signal Reserve.
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 Citys
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.
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Transportation Demand Management (TDM)
Peterboroughs TDM programs include improving the

infrastructure that supports walking, cycling, carpooling and
public transit while also promoting these modes of
transportation. Partnerships with Peterborough Green-Up
and the Peterborough County-City Health Unit are
important for program implementation.
The Division 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 Transit Garage Replacement Site Selection Study
Phase 2 of the Transit ITS program will build upon the Funds in 2017 were used to initiate a Transit Garage
technology platform developed in Phase 1, and add relocation study that will entail complete design work for
additional Intelligent Transportation infrastructure to the the selected location and securement of necessary
transit fleet. This will include interior and exterior cameras approvals. This would result in a "shovel ready" project that
and exterior collision warning sensors to warn drivers of may be eligible for future infrastructure funding programs.
hazards that may not be visible or hidden in blind spots.
Downtown Transportation Hub and Route Review
The 2018 budget request for $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.
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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 draft 2018 Budget assumes 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
2017 2018
Description 2011 2012 2013 2014 2015 2016 (est) (est)
3
Average Daily Flows (M ) 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.
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.
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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 Citys 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 Sustainability
The budget includes the Office of the Community Services The activity includes an amount of $50,000 in the budget
Director. for the Low-Flow Toilet Rebate Program, funded from the
Waste Water Reserve Fund.
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Community Project and Investment Grants Community Service Grants
The Community Services Department administers and The Citys Community Services Grant program was
coordinates the Citys Community Grants program, in created in 2006 to bring together all of the local charities
support of local non-profit, community-based organizations and not-for-profit organizations that are currently receiving
that provide direct programs, services, or activities that City funding through transfers, operating grants or
enhance the quality of life for Peterborough residents in the designated as Municipal Capital Facilities. This program
areas of social services and health, arts, culture, heritage, focuses on organizations providing services that are
recreation, or the environment. typically provided by the municipality, on behalf of the
municipality. Typically, funding levels exceed $15,000 and
The Community Project Grant program, budgeted at should not exceed more than 25% of the organizations
$21,000, provides grants ranging from $250 to $1,000 to annual budget. The unique funding arrangement is often
informal not-for-profit organizations located within the supported with a formal service agreement.
geographic boundaries of the city. Annual applications are
reviewed through a competitive process by a staff Grant The budget includes an anticipated $30,000 additional
Review Committee, which recommends funding awards for Service Grant to Showplace.
Council approval.
The Community Investment Grant Program, budgeted at New Canadians Centre

$230,000, provides grants ranging from $1,000 up to
$15,000 as matching funds to incorporated, not-for-profit The support for the New Canadians Centre has been
organizations that are located within the geographic reduced for 2018 and is consistent with 2016 levels.
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.
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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 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

The Peterborough Marina operation includes a 92-slip funded by Fleming College, as part of the partnership
marina operating over a six-month period, receiving 900- agreement with the City of Peterborough.
1,000 boats annually. In terms of financial operating
performance, the Marina is projected to generate a modest As part of operations in 2018, $90,000 will be transferred to
surplus of $13,300 which is recommended to be transferred reserve to be used for future equipment and building
to a reserve at the end of 2018. needs. User fees have been updated to be on par with the
market.
Through report CSRS14-006 dated September 22, 2014,
Council has approved the extension of the operating Recommendation
agreement with ORCA for the operation of the
That any surplus funds at the end of 2018 for the
Beavermead Campgrounds for a five year term (2015 -
Peterborough Sport and Wellness Centre be
2019), with an option to renew for an additional five years
transferred to the PSWC Capital Conservation Reserve
(2020 - 2024). The 2018 Recreation Budget for the
for future capital improvements.
campground operation includes a nominal amount for
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Recreation Capital Budget
Beavermead Campground Park Implementation

The $150,000 allocation being requested 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, In 2018, Arts, Culture and Heritage Administration
the Arts, Culture and Heritage Division coordinates the includes: a modest increase in support for the Immigration
operations of the Peterborough Museum and Archives, the Portal; capital allocation requests for: funding for a
Art Gallery of Peterborough, the Peterborough Public Municipal Diversity, Equity and Inclusion Plan to start in
Library, and the Heritage Preservation Office. The Division 2020; a modest increase in the Public Art budget;
works with other departments and divisions to assist in the completion of a Heritage Conservation Plan for the
development and provision of arts, culture and heritage Commercial Core Area and an increase to the Heritage
activities, facilities, services and resources. Property Tax Relief Program.
The Division Manager is responsible for implementation of Peterborough Museum & Archives
the Municipal Cultural Plan (MCP) and provides staff
support for the Arts, Culture and Heritage Advisory As an integral part of the collective memory of the
Committee. The Division Manager represents the community, the Peterborough Museum & Archives
Corporation as a member of the Peterborough Partnership preserves, presents and promotes the heritage and culture
Council on Immigrant Integration and manages the of Peterborough and area, and also provides other
Immigration Portal. significant heritage programs for the education and
enjoyment of both visitors and residents.
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.
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Art Gallery Library
The Art Gallery of Peterborough (AGP), incorporated in It is anticipated that the Library will move back to the
1974, is a Registered Charity public art gallery dedicated to Aylmer Street location in late 2017.
exhibiting and collecting contemporary Canadian visual
works of art. Information about artists and exhibitions are The Librarys 2018 budget reflects some internal
offered through publications, lectures and educational rationalization to adjust revenues and expenditures based
programs. on 2016 year end and 2017 actuals.
The 2018 Operating Budget of the AGP reflects an There are several items listed on the Form 13 "Below the
increase in response to Report CSACH17-004, Minimum Line" service enhancements endorsed by the Library
Artist Fee Payments. This increase will cover the cost of Board, but not included in the 2018 Draft Budget including:
appropriate artist fee payments as recommended by
Canadian Artists Representation (CARFAC) and set as a Additional staff resources on the Circulation Desk in
standard by funding agencies. the Childrens 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
Municipal Cultural Plan
Through Report CSACH09 007 on April 6, 2009, Council The MCP was adopted by Council in April 2012.
approved the recommendation to provide 1% of the annual Throughout 2013 2017, staff achieved completion on a
capital levy for the City's annual capital budget process to
number of signature objectives. In 2018, staff will provide
fund Public Art.
support to EC3, as well as work with Geomatics to
develop a walking tour application and to make the Citys
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 Librarys 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, Recommendation
and Northcrest Arena. The Division continues a proactive
approach in 2018 by strengthening our relationship with That any surplus funds at the end of 2018 for Arenas
agents, promoters and event organizers with a goal of be transferred to the Arena Equipment Reserve for
increasing the number of special events held in Arena future equipment purchases.
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.
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Arenas Division Capital Budget
New Arena Facility efficiencies and new revenue potential. The total project
cost of $53.8 million includes a competitive pool.
A replacement facility for Northcrest Arena will contain a
twin pad facility, team training centre, indoor track, This project is eligible for development charges that
multipurpose rooms, commercial space and leased office address community growth needs; however, the balance of
space built to a LEED Certified standard. It is anticipated funding must be secured through other sources, including
that a new twin pad facility will operate more efficiently and funding programs and sponsorships. The prospect of major
will see a lower municipal cost investment than the existing infrastructure funding for recreation and sport facilities
Northcrest Arena due to economies of scale, energy 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 Peterborough Petes Funding Request
levels of government. In the event the funding is not
available for the pool at the onset of the construction As committed through Report CSD17-001 dated February
phase, the pool can be eliminated from the initial phase. 6, 2017, the one-time capital contribution in 2018 will be
This ensures the project is shovel ready should funding used to improve in-arena technology to support office and
become available. player area improvements.
Facility Upgrade-Arena Division
For 2018, anticipated expenditures include video

surveillance cameras and accessibility upgrades.
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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 childrens 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, Childrens 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 Ontario Works and Employment Assistance

Administration
For the 2018 year, the Social Services Division will
continue to work on a number of existing and new The funding model for Ontario Works (OW) and
initiatives. Some of the more significant items with budget Employment Assistance Administration and Client Services
implications are the following: allows for more 50% provincial subsidy than the
municipality is currently using. For 2018, the City could
The end of the upload of Ontario Works (OW) receive an estimated additional $1.5 million from the
mandatory and discretionary benefits and addictions Province by investing $1.5 million in municipal funds in the
program to 100% provincial in 2018. 2018 OW admin budget.
Take over the management of the Ontario Early The provincial database for Ontario Works and Ontario
Years Children and Family Centres in the City and Disability Support Program continues to improve since its
County of Peterborough beginning January 1, 2018. implementation in November 2014. The electronic monthly
claims reconciliation process has been working throughout
Continue to plan for use of Expansion and Early 2017. The process of completing the back claims from
Learning funds for increasing the number of children November 2014-March 2016 has begun and should be
accessing licensed child care spaces. completed by the end of December 2017. Any financial
adjustments from the original reports will be run through
As recommended in the Housing and the 2017 year, if necessary. There are still some questions
Homelessness Plan, City support of the capital about the accuracy of some financial and statistical reports
project at the current mens shelter to improve the and the Province continues to work with municipalities to
facilities and programming options. make improvements.
Work with the Emergency Shelter system to Provincial Upload

renegotiate contracts ending March 31, 2018.
In 2010, the Province began uploading Ontario Works
Plan and implement use of Home for Good supports benefit costs. Before the upload, municipalities were
to chronic homeless as announced in fall of 2017. mandated to pay for 20% of Ontario Works benefits,
including mandatory benefits, discretionary benefits,
Co-leading the Healthy Kids Community Challenge addictions program and employment assistance.
with Peterborough Public Health, extended to
September 30, 2018.
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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 decreased by 0.4% for the City, and 3.8% for the County.
upload for the City is estimated to be $869,000. Of this The City/County cost share of Municipal expenses will
amount, approximately $144,000 has been reinvested remain at 83%/17%. This cost share applies to OW and
within the Division, in Homemakers, Discretionary Benefits Employment Assistance Administration, Addictions, and
and Homelessness. The balance was used to address OW Formal and Informal child care fee subsidy.
other financial pressures across the City.
In the 2017 provincial budget, the Province announced
Looking forward to 2019, the Operating Budget will changes to the Ontario Works mandatory benefits,
experience additional financial pressures as a result of the including a 2.0% rate increase and an increase in asset
completion of the upload. limits. These changes have contributed to the slight
increase in both the Citys and Countys budgeted cost per
Ontario Works Mandatory Benefits case. Details are shown in the following chart.
Caseloads in both the City and County are dropping
slightly; therefore the budgeted average caseload has
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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 (0.4%) (-3.8%) (-1.0%)
as %
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 $702.38 $702.38
August 2017
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 Minimum wage increases are also an issue the shelters will
have to deal with in 2018. The current contracts with the
On July 1, 2012, the Province introduced a new funding Emergency Shelters end March 31, 2018. There is also an
model for discretionary benefits. The new model caps the additional $25,000 that was added to the Warming Room
total eligible amount for health and non-health benefits at budget to cover outreach costs.
$10 per OW and ODSP case per month, of which the
Provinces share for 2018 is the uploaded percentage or There are two below the line requests for consideration for
100.0% ($10.00). During the 2014 budget process, City Homelessness. The first is for an additional $25,000 for a
Council decreased some of the benefits available and Housing First rent supplement increase. The
approved funding from the tax base, by $80,000 per year Homelessness Coordinated Response Team continues to
for five years, to 2018 to fund the City portion of the try to find housing for as many homeless people as
remaining approved benefits. possible. Currently the active caseload is 82 and an
increase would further help homeless individuals and
In 2018, the policy limits for some benefits will be families to find housing.
increased. The vision policy will be increased from $250 to
$350 for eyeglasses, dentures will be increased from $750 The second request is for $25,000 for a two month
each upper and lower plate ($1,500 total) to $850 each extension for the Warming Room. Emergency Shelter
upper and lower plate ($1,700 total), and a small increase occupancy continues to be at a high volume and some
to the dental fee guide. These changes will be funded individuals are left with no shelter options when the
within the 2018 budget amounts. Warming Room closes. The extension would allow the
program to run for eight months instead of six months.
Homelessness
A more detailed review of the entire homeless shelter
The Community Homelessness Prevention Initiative (CHPI) funding is currently underway and a separate report will
funding for Peterborough has increased by $33,146 in address these future service contracts.
2018 to $3,372,504, from $3,339,358 in 2017.
In September 2017, the Province approved the City's
The Homelessness budget has increased by $160,778. proposal for 100% provincial funds under the Home For
The main contributor to the increase is Emergency Good (HFG) program. This funding is not included in this
Shelters. Volume in the shelters has increased significantly budget as presented. The approved funding is for three
over the last few years, leading to the need for more years as follows:
staffing to deal with safety and volume issues.
a) $270,320 for April 2017-March 2018
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b) $983,236 each year for April 2018-March 2019 and care for 100,000 more children ages 0-4 years across the
April 2019-March 2020. province. The funds are to be used for additional fee
subsidies, increased access and increasing affordability to
The HFG funding is for operational, not capital, purposes child care. The City is estimating approximately $1.5 million
and can be used to assist families and individuals who fall in 2018 for this program. The second program is the
into one or more of the Province's four priority areas of Canada-Ontario Early Learning and Child Care (ELCC)
homelessness, including chronic homelessness, youth Agreement, which supports children from 0-12 year of age.
homelessness, indigenous peoples experiencing These funds are to be used for additional fee subsidy,
homelessness and homelessness following transitions increasing access and increasing affordability to child care.
from provincially funded institutions and service systems. Some funds may also be used for non-profit community-
based capital projects. The City is estimating approximately
More details of this program will be included in a future $790,000 for this program in 2018.
report to Council.
Ontario Early Years Child and Family Centres
Childrens Services (OEYCFCs)
Licensed child care spaces continue to increase especially As of January 1, 2018, the management of OEYCFCs will
in the County, with programs opening in Millbrook and be moved to municipalities. The Province allocated
Lakefield. These changes have changed the cost share approximately $1,237,000 of operational funding for 2018.
from 72% City, 28% County in 2017 to 69% City, 31%
County in 2018. Community Development Program
There are a few changes budgeted for in the Municipal The Healthy Kids Community Challenge is a program
Child Care program. To help offset the rise in costs, a 2.1% where partners from different sectors (e.g. public health,
increase in parent fees has been included. The main education, recreation, local business) work together to
contributor to cost increases has been the legislated implement activities to promote healthy behaviours for
requirement to increase staff to child ratios during the first children. 2018 was to be the last year of the three year
90 minutes and last 60 minutes of each day which began in program, but it was extended by the Province to end
September 2017. September 2018 instead of the original end date of March
2018. Funds have been budgeted to cover the municipal
In 2017, two new children's services programs, funded share of the staff position associated with this program in
100% by the Province, were announced. The first was the 2018.
five year expansion plan to create access to licensed child
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There is a newly formed Age Friendly Peterborough Ministry of Health and Long-Term Care funds 80% of this
Advisory Committee that is supporting the implementation program.
of the Age Friendly Peterborough Community Action Plan.
The Committee will deliver on actions to make the Social Services Reserve
community more age-friendly. Support to the Committee
will be provided through the existing $22,000 seniors With funding changes over the last few years mainly in
budget at this time. discretionary benefits and housing and homelessness, the
Social Services Reserve has been relied on to assist with
There is a below the line request for a full time permanent the demand and transition of the changes, and community
Age-Friendly Coordinator. This position would support the projects requiring support, as well as borrowing
implementation of the Age-Friendly Plan, support the approximately $2.3 million to fund the office improvements
Committee and working groups as they address seniors (to be paid back over a period of nine years).
issues. This position was in existence for the last three
years, funded mainly through a Trillium Grant and in The following shows the draws and the expected balance
partnership with the Municipality of Trent Lakes, but ended at the end of 2018:
in 2017 with the end of the grant.
Estimated Balance beginning of the year $2,521,226
In 2017, a Community Well Being planning process began Municipal portion of ERP (OW Admin) ($26,715)
and will continue into 2018. This plan will recommend Homelessness (CHPI) ($100,000)
priorities related to the municipal role to improve the well Housing Incentives ($100,000)
being of individuals and the community across the City and Brock Mission (capital project) ($286,750)
County of Peterborough. $25,000 has been budgeted to Expected Draws ($513,465)
fund community engagement, digital approaches and Estimated repayment of loan P&I $270,537
technology, data gathering and additional staff time for the ($242,928)
development of the framework. This will be paid for through Projected Balance end of year $2,278,298
a draw from the CDP Reserve.
The Homemakers program provides support to low-income Overall Net City/County Share
seniors and others with housekeeping services to allow
Overall the Countys net share of the Social Services
them to remain in their homes as long as possible. The
operating budget has decreased by $63,560 or 3.4% and
2018 budget is being increased by $50,000 in total;
the Citys net share has decreased $517,623 or 7.2%.
$40,000 for the City and $10,000 for the County. The
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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 In July 2017, Council approved Report PLHD17-003 -
Housing Peterborough Housing Corporation Acquisition of Property
at 217 Murray Street (Brock Street Mission), that included
The Housing and Homeless Plan was approved by Council a plan that would have Brock transfer ownership of the
November 12, 2013. Commitment 18 in the Plan outlined property to PHC and have Brock, as the service provider,
the need to improve the physical space and services for lease the shelter portion of the building out for operation of
homeless men. the program. PHC will oversee construction and will have
ongoing facility management responsibilities.
A feasibility study was completed in 2015 outlining
deficiencies that must be addressed, including the current As part of that report, Council pre-committed the final
building. In 2017, the program moved to a temporary capital contribution of $325,000 that is in the 2018 Draft
location at St. Paul's Church and demolition will begin late Budget. $38,250 of this will come from the County.
2017 or early 2018.
.
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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 Citys 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 Citys industrial parks.
The Geomatics/Mapping (G/M) Division provides the leadership role within the Corporation for spatial data management,
Geographic Information Systems (GIS) technology and mapping services.
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Planning Capital Budget
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Property Acquisitions Central Area Master Plan (CAMP) Implementation

Phase
For 2018, the property acquisitions project seeks to
address property acquisition opportunities in the vicinity of The Official Plan directs that the City pursue a
the expanded Peterborough Airport. Acquisitions may comprehensive program of downtown enhancement. The
include property to fulfill the long-term land needs of the 2018 request provides for the following:
Airport Master Plan and the acquisition of property or
easements to protect the obstacle limitation surfaces a) CAMP #10 - Annual maintenance and safety fund -
associated with the expanded runways. $100,000
Commencing in 2015, the project also included an annual b) CAMP #17 - The priority functions of the Downtown
$100,000 allocation to reflect the commitment made, include Major Office and Institutional Uses. This
through Report PLPD13-056, to establish a new reserve project will provide the third of three years of
for the purchase of the Naval Association property. This $100,000 seed funding to establish an Entrepreneur
will be required for approximately six more years. 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:
- Faade 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 request 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 funding request 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 Citys 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 Citys 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 Divisions annual work program has four main

elements: Social Housing Portfolio and Rent Supplement
Programs, Affordable Housing Stock, Housing Policy
Development, and Housing Support Programs.
The Division has service contracts with the Housing

The City of Peterborough is the provincially designated Resource Centre (HRC is operated by Community
Service Manager for a portfolio of approximately 2,000 Counseling and Resource Centre) and Housing Access
social housing units in the City and County, managed by Peterborough (HAP is delivered by Peterborough Housing
18 non-profit providers and Peterborough Housing Corporation). The Division supports the committee work of
Corporation (PHC) for which the City is the sole the Affordable Housing Action Committee (AHAC), their
shareholder. The City funds and administers housing annual publication (Housing is Fundamental) and periodic
programs for the City and County. Senior government research projects.
funding is used to construct affordable rental housing, and
assist low-income households through loans and grants. Of The 2018 Operating Budget reflects an additional
the 2,000 social housing units, about 80% are rent-geared- municipal investment in City spending of $262,920 in
to-income and 20% are market rent units. As of September various programs of Rent Supplement to maintain the level
2017, 1,543 households were on the waiting list for rent- of service provided to the community. The additional
geared-to-income housing. investment is primarily attributable to the loss of subsidy
from the Province in the Investment in Affordable Housing
The majority of the Housing Divisions budget is used to pay program.
for housing subsidies which are prescribed by provincially
legislated formulas. The consolidated service agreement
uses the previous years weighted average current value
assessment to calculate the City-County proportionate
housing share. In 2018, the Countys share is the same as
in 2017 - 54.5%.
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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 Recommendation

year of the Airport Management and Operations Contract
which has six years remaining (November 30, 2023), That any excess Airport development review fees at
following a three year extension in 2015. The Contract the end of 2018 be transferred to the Airport
guarantees firm pricing and includes supplying, maintaining Development Review Reserve for future Airport
and replacing equipment within the contract amount. This Development related expenditures and that, if the 2018
ensures predictability in operating expenses for the next six Airport development review costs exceed the review
years. fees, funds may be drawn from the Airport
Development Review Reserve.
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
Citys share of the ISF Airport Expansion Capital Project.
The dedicated Pavement Reserve of $50,000 to maintain

the asphalt surfaces will continue. Quality assurance audits
are required by Transport Canada's regulated Safety
Management System. 2018 continues with an annual
Boeing 737-300 at Peterborough Airport
contribution of $10,000 for an external quality assurance
audit to be completed every 3 to 4 years.
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Airport Division Capital Budget
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Airport Water and Sewer Servicing Upgrade identified some elevated levels of PCBs in certain
sampling sites. It is assumed the elevated levels are
In 2002, servicing was extended to the Airport to support related to historical landfill activities on the airport property.
business growth. The water usage dictated the size of
service installed and at the time was oversized with The areas of concern have been delineated laterally and
mitigation methods applied to maintain safe levels of water vertically. Cambium Inc. has provided the results to
chlorination. The sewer pumps were also installed based MOECC for their review. A risk assessment was completed
on the requirements with additional capacity for the future. in 2017 to identify solutions and waste management
measures on site.
In 2010, the Airport underwent a $28.6 million expansion
which lead to an increase in the number of people on site, This Capital Project will be used to complete the required
from 150 in 2002, to over 570 in 2017. The increase can be steps for maintaining the affected soils on site.
attributed to business expansion and the addition of the
Seneca College School of Aviation. General Aviation Expansion
Several new facilities are in the planning stage with In response to market demand, an extension of the
construction of one proposed to take place in 2018. The General Aviation Area was commenced in 2017 on the
new facilities will produce a significant increase in the east side of Apron III, opening up three new lots for
number of people on site requiring a water and sewer aircraft hangars which included drainage, internal road
upgrade. construction, services installation, fencing and lot fill.
Environmental Remediation This project will continue with a capital budget allocation
in 2018 and 2019 to complete construction of the new
In March of 2015, the Ministry of the Environment and area.
Climate Change (MOECC) advised the City that the
Ministrys Environmental Monitoring and Reporting Branch
had completed a surface water and sediment sampling
survey on and around the Peterborough Airport. The study
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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.
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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.
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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.
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Capital Financing Costs
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Tax Supported Debt Charges directly finance the 2018 Capital projects. Additional details
are provided in the 2018 Capital Financing Supplementary
The $11.8 million Tax Supported Debt Charges represents Information section of the Highlights Book.
principal and interest to be paid on tax supported debt that
has been issued, or that may be issued during 2018 from Transfers to Reserves and Reserve Funds
current or previous years approval. Tax Supported Debt
Charges exclude debt service payments recoverable from A $1.8 million portion of the 2018 regular Capital Levy is
other non-tax sources such as Development Charges, being transferred to the Capital Levy Supported FRMP
Court House lease payments, Arena user fees and the Reserve to fund specific Flood Reduction Master Plan
Waste Water Reserve Fund. Capital projects as identified in the 2018 Capital Budget.
Tax Supported Debt Charges are up 10.3% over 2017 as a A $2.5 million portion of the 2018 Sewer Surcharge
result of the Capital Financing Plan approved by Council collected will be transferred to the sewer surcharge
on April 23, 2012 based on Report CPFS12-011, supported FRMP Reserve to fund specific sewer related
presented to the Budget Committee on April 4, 2012. Given Flood Reduction Master Plan Capital projects as identified
the relatively low cost of borrowing in the marketplace and in the 2018 Capital Budget.
the need to move forward with badly needed capital works,
the increase represents the full 0.5% or $790,912 of The Casino is expected to be operational in the later part of
additional capital financing approved by Council through 2018. The 2018 budget includes an amount of $1.5 million
the 2018 Budget Guideline Report CPFS17-037, rather from Casino revenues which will be transferred to a Casino
than a portion of the 0.5% being used to increase capital Gaming Reserve. Funds from the reserve will be used to
levy. The $312,500 representing the balance of the fund capital projects, and an amount of $150,000 to be
increase is the replenishment of the tax supported debt paid to the DBIA.
provision for the user fee debt servicing costs that were
apportioned in 2017 to the Parking activity. Recommendation
Capital Levy That a Casino Gaming Reserve be created and all

Casino gaming revenues be transferred into the
The $9.4 million Capital Levy provision represents the reserve, and that except for the provision in 2018 of
amount of money raised in the 2018 Operating Budget to $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)
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Tax Credit for Low Income Seniors and People with Subject to overall year-end position, any surplus or deficit
Disabilities budget at the end of the year is netted to a reserve for tax
write-offs, which had an unallocated balance for municipal
Through three separate programs, this activity provides taxes of $150,000 as of December 31, 2016.
$152,700 (2017 - $127,700) in funding to protect low-
income seniors and low-income people with disabilities Municipal Property Assessment Corporation
from tax increases. The program was amended in 2017
through Report CPFS17-002 and is now based on a $400 The $949,300 provision for the Municipal Property
flat rate. Any homeowner who was receiving a higher Assessment Corporation (MPAC) reflects a 1.0% increase
amount under the previous program was grandfathered at over 2017 actual amounts billed by MPAC. MPAC is
the higher amount. responsible for assessing all property in Ontario and
operates under the authority of the Municipal Property
Rebates to Registered Charities Assessment Corporation Act.
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.
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Central Area Community Improvement Plans (CIP) Recommendation
The purpose of the Central Area CIP is to provide financial That any adjustment to the Citys 2018 requirement for
incentives to stimulate private sector investment and the Municipal Property Assessment Corporation
revitalization of the Central Area. The CIP contains grant (MPAC), be netted against the Citys 2018 General
programs meant to help improve the appearance and the Contingency provision.
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

$160,400
Program
Brownfields Rehabilitation Grant
$124,600
Program
Central Area Revitalization Grant $113,000
Total $398,000
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Other Expenditures
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Employee Benefit Costs is responsible for the difference, which equates to an

annual payment of $261,956.
An annual amount of $40,000 is contributed to the Sick
Leave Reserve to pay for vested sick leave benefits; Contribution to Doctors Recruitment Incentive Reserve
however, there are additional unfunded post-employment
benefits such as retirement benefits, life insurance, The current balance in reserve fund is approximately
workers compensation and vacation pay entitlements. $75,250. A provision of $100,000 is included in the draft
While there is no legislation requiring the City to fund these budget to fulfill future expected commitments.
liabilities, the City has established an Employee Benefits
Reserve to begin to address the issue. The balance in the Contingency Provision
Reserve is $1.9 million.
The $1.2 million contingency provision is included for legal,
Insurance and Risk Management personnel and other contingency items. Of this amount,
approximately $340,000 has been earmarked for impacts
The $643,349 insurance provision includes $365,000 for related to The Fair Workplaces, Better Jobs Act.
estimated deductible payments; $224,349 for premium
payments for corporate coverage and $54,000 for broker At the end of each year, if there is an unused portion of the
fees. Any surplus or deficit budget at the end of the year is contingency budget, subject to overall year end position,
netted to an Insurance Reserve, which has a current the surplus budget is transferred to the capital levy reserve
uncommitted balance of $1.2 million. to be used to help fund the capital works program in the
following year
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
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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
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Peterborough Police Services - Operating Budget
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In accordance with the Police Services Act, the Subsections 3 and 4 of Section 39 stipulate that:
Peterborough Police Service has a separate budget
process, which includes submission to, and approval by, the 39. (3) Upon reviewing the estimates, the council shall
Police Services Board. In accordance with Section 39. (1) of establish an overall budget for the board for the
the Police Services Act: purposes described in clauses (1) (a) and (b) and, in
doing so, the council is not bound to adopt the
39. (1) The board shall submit operating and capital estimates submitted by the board.
estimates to the municipal council that will show,
separately, the amounts that will be required, (4) In establishing an overall budget for the board, the
council does not have the authority to approve or
(a) to maintain the police force and provide it with disapprove specific items in the estimates.
equipment and facilities; and
(b) to pay the expenses of the boards operation
other than the remuneration of board members
The Police Board expenses of $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).
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2018 Guideline for Police Services Recommendations
The 2018 Guideline Report included recommendation (e) That any unused Police Services Legal fees Budget at
which read as follows: the end of 2018 be transferred to the Legal Fees
Policing Reserve, subject to the overall year-end
That the increase in the Police Services portion of the position and approval through the Treasurer, and that
draft 2018 Operating Budget reflect no more than the if the actual 2018 Police legal fees costs exceed the
Operating portion of Net Tax Levy increase (estimated 2018 Budget, funds may be drawn from the Policing
to be 1.7%), and any increase in the net Police Legal Fees Reserve.
Services budget beyond the estimated Operating
Portion of the Net Tax Levy increase be addressed by That any unused Police Services Budget at the end of
Council as part of the detailed 2018 Budget 2018 be transferred to the Police Special Projects
deliberations to occur in November of 2017. Reserve, subject to the overall year-end position and
approval by City Council and that, if the actual 2018
When the budget was compiled and the internal staff Police Services costs exceed the 2018 Budget, funds
reviews complete, the outcome of the 2018 Operating may be drawn from the Police Special Projects
portion of the Net Tax Levy increase is 2.3%. The PSB ask Reserve.
is an increase of 2.2% or $544,847. As a result, the full ask
of the PSB has been incorporated into the 2018 Draft
Budget being presented to Council.
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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.
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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
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Fairhaven
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The following chart provides the split between debt servicing costs and Operating Support.
Debt Servicing - $679,074 be used by the Home to meet annual mortgage payments.
The mortgage of $24.5 million was amortized over twenty-
On December 13, 1999, Council agreed to provide long- years and taken out by the Home when construction was
term funding support for the Fairhaven Home Rebuild complete. Under the terms of the Ministry of Healths
project and resolved. funding formula for such Category D rebuild projects, the
provincial contribution of 50% of the cost of the facility is to
that the Peterborough City Council include in its be paid over 20 years as a $10.35 per bed-per day
capital budget for the next 20 years up to subsidy. This provincial subsidy amounts to $956,000
$700,000 per year, subject to the confirmation of annually and is allocated toward the debt repayment. The
final cost through a competitive tender process, to balance of the debt repayment is paid for through operating
be put toward the capital cost of rebuilding revenues, operating surpluses (reserve transition fund),
Fairhaven Home. and the City/County financing commitment. The Citys
commitment expires in 2021.
At the time, the $700,000 annual amount was to be a
maximum amount that, when combined with the Countys
$350,000 annual contribution, and the contribution from the
Province through a $10.35 per bed-per day subsidy, would
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Operating Support - $1,116,667 Fairhaven Capital Funding - $204,000
Fairhaven continues to face numerous budgetary As part of report CPFS12-062 dated September 4, 2012,
pressures in 2018, however, not at the level that was Council resolved that beginning with the 2013 Capital
anticipated. The Committee of Management, in forecasting Budget, an annual provision would be included in the Draft
cash flow needs is expected to submit a municipal funding Capital Budget to support Fairhavens on-going capital
request of $1,675,000, with the Citys portion of the ask program.
being $1,116,667 (2017 - $1,066,700) and the Countys at
$558,333 (2017 - $533,300) a $75,000 or 4.7% increase The provision for 2018 is $204,000.
over 2017.
The full amount of $1,116,667 has been included in the

Draft Budget.
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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 Citys portion of the PCCP expenses for 2018 has been Recommendations
budgeted at $4.76 million or a 1.2% increase over the 2017
Budget. That any adjustments to the Citys portion of the 2018
Peterborough County/City Paramedics Services
The cost share between the City and the County is based Budget be netted against the 2018 General
on population as per the 2016 census. The Citys share is Contingency Provision.
58.62% (2017 58.32%). The 2018 budgeted amount is
based on preliminary estimates only. A final budget is That any unused Peterborough County/City
expected early in 2018. Paramedics Services (PCCP) Budget at the end of 2018
be transferred to the PCCP Reserve, subject to the
County staff will attend a Budget Committee meeting to overall year-end position and that, if the actual 2018
answer questions. PCCP costs exceed the 2018 Budget, funds may be
drawn from the PCCP Reserve.
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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 Recommendation
approved the 2018 Budget. It is anticipated that the Base
Levy will increase in the range of 2%-3%. That any adjustments to the Citys portion of ORCAs
2018 Budget, based on the final approved ORCA
The estimate of the $752,946 amount is made up of the Budget, be netted against the Citys 2018 general
following items: contingency provision.
Base Levy - $715,998

Source Water Protection - $18,500
Citys portion of Special Capital Levy Millbrook Dam -
$18,448
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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 Citys 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 Citys portion of Peterborough Public Healths 2018 Budget, based on the final
approved Peterborough Public Health Budget, be netted against the Citys 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.
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For the term of the current agreement dated December 7, Overall, the requested municipal share of expenses that
2015 (Report CAO15-024), the City and the County have represents core funding has increased 1.7% and is in
agreed to provide funding to GPAEDC to undertake Core keeping with the Budget Guidelines as established by City
Economic Development activities that are at least equal to Council. However, for 2018 the funding split between the
the approved 2016 budget and subject to the annual City and County has been updated to reflect the 2016
National Consumer Price Index for the previous year. For population census. As such, the Citys share of core
the purposes of the 2018 Budget, CPI is assumed to be funding in 2018 increases 2.2% or $21,106 from $949,364
1.7%. to $970,470.
The agreement specifies that the annual net costs shall be Through Report CPFSJSSC17-001dated October 26, 2017,
allocated to the City and County in proportion to their the Joint Services Steering Committee endorsed the draft
permanent population, as established by official census 2018 GPAEDC Budget and recommended it to City and
statistics. The Citys share is 58.62% (2017- 58.32%). 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 This role is separate and apart from that of the PHSs
OCS16-002, dated May 30, 2016, the City and contractual arrangements with the City but it allows the City
Peterborough Humane Society (PHS) entered into to benefit from the expertise and training of the OSPCA
agreement for the provision of services to December 31, officers who enforce our by-laws and the highest standards
2021 at the same annual cost. PHS provides animal of animal care that are set out in the OSPCA Act.
control services including enforcement of the City's animal
control by-law and provincial legislation. In addition PHS The City pays an all inclusive price for the services and the
operates the City's Pound and issues dog and cat licenses. property taxes at the PHSs facility and PHS retains Pound
fees; destruction and disposal fees; dog and cat license
In addition to providing services to the City, the PHS is an fees and 50% of fine revenue collected.
affiliate member of the Ontario Society for the Prevention
of Cruelty of Animals (OSPCA), mandated to prevent Based on Report OCS16-002, dated May 30, 2016, the
cruelty to animals, including domestic, livestock/farm, Draft 2018 Budget includes $0.2 million (Budget reference
working animals, zoos and wildlife. The PHS advocates 3-4.07) as the Citys second year commitment to the
responsible pet ownership through education, in addition to relocation project with a total of $1.5 million towards the
operating a shelter and fundraising activities. construction costs in total over the five year period 2017 to
2021.
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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
Variances 2017 - 2018

2017 2018
Description 2017 Approved Over (Under) Over (Under)
Preliminary Recommended
Actual 2017 Budget % 2017 Budget $
Peterborough Family Health Team 20,412 20,412 20,866 2.2% 454
Expenditures
Other Transfers
20,412 20,412 20,866 2.2% 454

NET REQUIREMENT
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 Citys 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 Citys share of core funding in 2018 increases 2.2% or $454 from $20,412 to $20,866.
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Business Improvement Areas meetings of the members of the improvement

area for discussion of the proposed budget.
The City has two Business Improvement Areas: The
(2) A board of management shall submit the
Peterborough Downtown Business Improvement Area and
budget to council by the date and in the form
the Village Business Improvement Area. Both were created
required by the municipality and the
for the improvement, beautification and maintenance of
municipality may approve it in whole or in part
municipally-owned land, buildings and structures in the
but may not add expenditures to it.
area beyond that provided at the expense of the City, and
for the promotion of the area as a business and shopping There is no net impact to the City in approving the budgets
area. submitted on behalf of the BIAs as the amounts levied are
raised annually by a special charge upon the rateable
Section 205 of the Municipal Act, 2001 states the
properties in each of the business areas.
following regarding budgets submitted by Business
Improvement Areas: Through Report CAO17-008 dated September 5, 2017,
Council adopted By-law 17-095 being a by-law to
(1) A board of management shall prepare a
implement and update local policies to guide the operation
proposed budget for each fiscal year by the
and conduct of existing and new business improvement
date and in the form required by the
areas for the benefit of their members and the residents of
municipality and shall hold one or more
Peterborough.
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City Contributions to the DBIA

Peterborough Downtown
Business Improvement In addition to collecting the levy from members of the
Area (DBIA) DBIA, the Citys 2018 Operating Budget includes two
additional amounts that support the activities of the DBIA.
The Peterborough DBIA The following chart summarizes where these may be found
was designated by the City in 1981. The boundaries are in the Highlights Budget book:
north to Murray Street, west to Bethune Street, south to
Dalhousie Street, east to the Hunter Street Bridge. The Department/
DBIA represents over 400 businesses in the Downtown Division Page
core. Budget Ref. Description 2017 2018
USD/Public Street
The budget submitted by the DBIA reflects a 2% increase 75 $96,400 $96,400
Works Cleaning
to members. This budget was approved by the Board at
Other 174 DBIA In-
their meeting held on June 28, 2017 and ratified by
Expenditures kind $27,500 $27,500
members at their Annual General Meeting on October 25,
Services
2017.
Total $123,900 $123,900
Budget 2017 2018
The In-kind Services Budget is used to support events by
Levy $304,700 $310,800 helping to pay for road closures, paid-duty policing and
park rentals.
Recommendation
On February 13, 2017, in consideration of Report OCS17-
That the 2018 Budget request, representing the levy 003 OMB Appeal 1400 Crawford Drive, Council
required by the Downtown Business Improvement committed to make an additional financial contribution
Area of the Corporation of the City of Peterborough towards the DBIA in the amount of $150,000 for a term of
during the year 2018 totalling $310,800, be approved. 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 Casino Gaming Revenues
For 2018, Supplementary Tax Revenues have been The Casino is expected to be operational in the later part of
increased by $200,000 in recognition of the Casino facility 2018. The 2018 budget includes an amount of $1.5 million
being built. It is anticipated that the Casino will be from Casino revenues which will be transferred to a Casino
operational during 2018. Gaming Reserve. Funds from the reserve will be used to
fund capital projects, and an amount of $150,000 to be
Penalties and Interest on Taxes paid to the DBIA.
Property tax arrears as of December 31, 2016 were 3.3%, Utilities Group of Companies
down from 4.1% as of December 31, 2015. The trend Revenues
seems to be continuing in 2017. While this is positive for
the community, it does result in an estimated decrease in The $5.67 million represents the
penalties and interest on taxes of $150,000, from $850,000 dividend payments expected from the
in 2017 to $700,000 in 2018. Peterborough Utilities Group of
Companies.
Investment Revenue
It is expected that the overall return on investment will
The 2018 Budget is $2.3 million, a $234,000 increase over
continue to increase approximately 2% per annum.
2017 and is based on average investment balances of
$130.0 million and an average investment return of 1.80%.
Although the 2018 dividend revenues from CoPHI, are
Payments in Lieu assumed to be $5.67 million, the potential divestment of
PDI could have a financial implication should a transaction
The 2018 payment in lieu estimates of $3.3 million reflect occur in 2018, including future expected dividend
an overall decrease from 2017 levels and is mostly the revenues. That matter will be the subject of a future report.
result of realigning budgets to reflect previous year actual
amounts received.
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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 Based upon the above resolutions of Council, staff have
included an amount of 0.26% in the all-inclusive rate to
Operating and Capital expenditures funded from Sewer accommodate an 2.1% increase in the Sewer Surcharge
Surcharge rate from 95% of the Water Rate to 97.1%:
All of the Environmental Protection operating expenses, $16.3 million Sewer Surcharge to be raised
except for Storm Water Collection and the Little Lake
Fountain, plus Public Works Sanitary Sewer maintenance The 97.1% Sewer Surcharge Rate, coupled with increased
costs, are funded through Sewer Surcharge Revenues. All water rates and some growth, means the City will raise
of the Environmental Protection Capital works, plus $16.3 million in sewer surcharge revenues in 2018 (2017 -
Sanitary Sewer Related Capital works, are funded either $15.5 million). The amount of sewer surcharge that can be
through contributions from the Waste Water Reserve Fund transferred into the Waste Water Reserve Fund to finance
or through Development Charges. Capital works will be $5.2 million.
On February 13, 2017, in consideration of Report USEC17- Average Sewer Surcharge payable increases by $22.90
001 Water Resource Protection, Council resolved the (5.3%)
following:
When the estimated 3.0% water rate increase for 2018 is
d) That, related to an increased need to maintain the considered along with the 97.1% sewer surcharge rate, the
City's sanitary sewer system: average house will experience a $22.90 or 5.3% increase
in their sewer surcharge annual amount payable over the
i) Council recognize the need to, over time, 2017 level. The rates and levies are summarized in the
increase the annual sanitary sewer funding following Chart.
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.
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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
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 $126.8 million. The
following charts show the tax levy by class of property and what a residential taxpayer
would pay for various municipal services based on a property assessed at $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:
i. Capping be based on a maximum increase of 10% of the previous years

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%.
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Taxable Assessment
To establish a propertys assessed value, MPAC analyzes property sales throughout

the City. This method is called Current Value Assessment (CVA).
In addition to sales, they look at the key features of each property. Five major factors
usually account for 85% of the value:
location;
lot dimensions;
living area;
age of the property, adjusted for any major renovations or additions; and
quality of construction.
Other features that may affect value include: number of bathrooms, fireplaces, garages,
pools, whether properties have water frontage, and so on.
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 January 1, January 1, January 1, January 1, January 1, January 1,
Date 2012 2016 2016 2016 2016 2020
CVA $200,000 $240,000 $240,000 $240,000 $240,000 --
Phase-In -- 25% 50% 75% 100% --

CVA for
$200,000 $210,000 $220,000 $230,000 $240,000 --
Taxation
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 Draft 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 Draft 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 Draft Budget by 0.41%. In
other words, if the 2018 tax ratios reduction program were not applied, the All-inclusive
residential tax and sewer levy increase would be 2.44% 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 Draft 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 ($126.8 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 1.2507790% Residential tax rate for 2018 is calculated as follows:
A Total 2018 net tax levy = $126,793,039

B Total Weighted Taxable Assessment = $10,137,127,309
C Residential tax rate = 1.2507790% ($126,793,039 / $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 2.4355290% Multi-
residential tax rate for 2018 is calculated by multiplying the 1.2507790% 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, sewer and storm water levy, reflected in the 2018 Draft Budget, is
impacted by the education rate. For the 2018 Draft 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 Citys 2018 BET rates will not be announced by the Province until early 2018. For
purposes of the 2018 Draft 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.
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Budget Highlights
Part 4: Other Sections
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Staffing
New Proposed Positions in 2018 Budget
There are 3.0 full-time positions and 1.42 part-time positions to move to full-time
positions requested in the 2018 Draft Budget. 1.00 full-time position has been
eliminated. This results in a net increase of 3.42 FTE as set out in the following chart.
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Total Staff Complement
The total staff complement includes the 906.49 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 1,081.98 FTE - $80.2 million

The 2018 Budget reflects a complement of 906.49 full-time equivalents and 175.49
part-time equivalents. The dollar value of direct compensation related to the
complement is $73.5 million for full-time and $6.7 million for part-time positions for a
total straight salary cost amounting to $80.2 million. This represents a $2.7 million
(3.54%) increase over the 2017 levels. The increase covers 2018 requested positions,
regular grid steps, the annualized impact of any 2017 hires and a provision for salary
and wage settlements.
Benefit costs to increase by $0.6 million to $21.5 million

Benefit costs are expected to be $21.5 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 $101.7 million in 2018 - up $3.3 million or

3.35%
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 $101.7
million. The $101.7 million represents 37.5% of the Citys total $270.9 million gross
expenditures and is a $3.3 million (3.35%) 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 that are proposed to be added in the 2018 Draft 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

(4.42 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
positions workload. Council has also authorized a grant program for the HCD which
will further increase the administrative workload.
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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 Draft Operating Budget to Full Accrual PSAB Compliant Budget
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Requests Not Included In the 2018 Draft Budget

Requests not included in the 2018 Draft 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 4 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 5 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 6 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 7 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. Canada 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.
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The Citys 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 Draft Capital Budget. This allocation will assist in funding the
following capital projects:
2018 Capital projects to be funded from Federal Gas Tax Reserve Fund (000s)
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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 2017 rates are set out on Schedule 1 on the following page. The rates will be
indexed as of January 1, 2018; however, the indexing percentage was not known as of
the draft budget book print date.
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 Citys capital works, and
related principal and interest payments affect the Operating Budget directly.
There are two basic types of long-term debt. One is debt that has been issued and is
outstanding and the second is debt that has been approved in previous years
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 Citys Annual Debt Repayment Limit. The
Province stipulates that a municipality may not commit more than 25% of its total
own-purpose revenues (Net Revenues) to service debt and other long-term
obligations without obtaining prior approval from the Ontario Municipal Board. 25%
of Net Revenues equates to $197.1 million and is based on the 2015 Financial
Information Return as reported to the Province.
For 2017, the Province has calculated the Citys 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
Citys consolidated own-purpose revenues (Net Revenues), inclusive of the tax-
supported current year debt payment, which is limited to 8% of the corporations
own purpose revenues.
That, in addition to the debt charges for the current year, provision is made for
any:
Debenture financing approved through by-law but for which no debt has yet
been issued,
Debenture financing approved through the Capital Budget, but for which no
by-law has yet been established,
Outstanding financial commitments beyond the normal course of business,
Loan guarantees and significant lease obligations,
Any debt issued by, or on behalf of, the Citys local boards (excluding COPHI)
including mortgages, debentures or demand loans.
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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 $18.5 million of non tax-
supported (Non TS) debt for a total of $24.6 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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2018 Other Sections
Remaining Debt Capacity at December 31, 2018
Assuming the draft 2018 Capital Budget is approved as is, and 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 $6.8 million for a total of $20.5 million
as shown on the following graph. The decrease in capacity from 2017 is a factor of
the reliance upon debt in 2018 Draft Capital Budget ($20.2 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
Councils direction through Report CPFS12-011 dated April 4, 2012 as follows:
That, to phase-in the new maximum debt limit, the total annual amount of new 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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2018 Other Sections
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 Citys 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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2018 Other Sections
263
Part 4
2018 Other Sections
264
Part 4
2018 Other Sections
265
Part 4
2018 Other Sections
266
Part 4
2018 Other Sections
267
Part 5
Glossary of Budget Terms and Acronyms
2018 Draft Budget

Part 5: Glossary of Budget Terms and
Acronyms
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Part 5
Budget Terms
Accrual Accounting
The Citys 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 Citys 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 years budget and required only a partial years salary and
benefits, but in the following year a full years 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 Citys Draft 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
Citys 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
This is the budget as presented in the Draft Budget submitted 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,
the Budget Committee will put forward a recommended budget for the Council's
consideration and approval.
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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 Citys Draft 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 Citys 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 $87.5 million (69.01%) of the total $126.8 million
municipal tax levy.
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
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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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Part 5
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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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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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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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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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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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
280

Book 1 2018 Draft Budget Highlights Book

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Book 1 2018 Draft Budget Highlights Book

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Draft

2018 Budget Highlights

From: Sandra Clancy, Director of Corporate Services

Meeting Date: November 27, 2017

Subject: Report CPFS17-065

Budget and Financial Implications

Further details are provided through three budget books.

A. The 2018 Budget in Brief

Residential assessment is estimated to increase by 4.2% comprised of a 0.97% growth

B. Process, Challenges, Documents and Meeting Schedule

2018 Budget Process

2018 Operating Budget

More focus on Communications and Customer Service

An initiative to create a Communication Services Division with an additional

Dedicated Funding Stream for Stormwater Infrastructure

As approved by Council through Report USEC17-001, dated February 6, 2017, 2018 is

Public Works and Transit

Community Services Social Services

Planning and Development Services Housing

Peterborough Police Services Budget

The General Contingency includes a provision of $340,000 for an expected increase in

2018 Capital Budget

Response to Comments Made at June 28, 2017 Public Meeting

Included as Appendix B - 2018 Budget Response to Public Input at Guideline Stage is

Book 1 2018 Budget Highlights

Book 2 2018 Operating Budget

2018 Budget Committee and Council Schedule

November 6, 2017 2018 Draft Budget presented to Budget Committee by Staff.

December 11, 2017 Council considers all of the recommendations ultimately

e) That any 2018 Engineering Overhead surplus be transferred to the Engineering

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

Housing Resource Centre, the delivery agent for

2 Dr. Britt Lehmann-Bender PL - Housing See above.

Representing local health care providers in the City

There is a need for home security; most vulnerable

Public interest 111signatures collected in just 3

9 Rob Bartlett PL - Housing Housing Choice Rent Supplement is partially

Part 1: 2018 Draft Budget Overview ........................................................................... 1

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

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

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

Art Gallery Capital Budget ................................................................................. 123

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

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

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

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

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

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

2018 Operating Budget (Revenues and Gross Expenditures)

Factors Impacting Operating Revenues

Conditional Grants are projected to decrease by a net amount of approximately

Sewer Surcharges is expected to increase 4.8% as the 2018 budget is based on

Factors Impacting Gross Expenditures

Personnel - $2.6 million

Gross Expenditures Versus Net Expenditures

Factors Impacting Net Expenditures

Personnel (estimated to be $1.7 million)

Net tax levy requirement equals $126.8 million up by 3.0%

Corporate revenues for 2018, such as Supplementary taxes, Investment interest,