Plans and Policies
The City of Peterborough develops plans, policies and reports to set objectives and guide our activities on behalf of the community. Plans show what we've done and what we want to achieve in support of our community. City Council approves policies that direct how we conduct our activities. And reports outline staff recommendations, updates, and high-level overviews.
Strategic Plan
Our Vision - PETERBOROUGH2050: Build a Future-Ready City with a forward-looking, contemporary community, thriving in creativity and a modern economy. The Peterborough of tomorrow will be bold, innovative, progressive, caring, vibrant, inclusive, prosperous, and sustainable, a place that respects its past, heritage, culture, and readily embraces its future with excitement and renewed vigor. Leading Today for Tomorrow will ensure our City’s fair share of respect and economic growth, locally as well as globally.
Our Mission - The Corporation of the City of Peterborough is committed to deliver proactive, effective, and efficient service delivery through a collaborative, engaged, and value-driven organizational culture to Peterborough’s growing and diverse community.
Introduction | ||||||||
The City of Peterborough’s Mayor and Members of Council are very excited and proud to present the 2023-2050 City of Peterborough Strategic Plan. This plan represents what we all heard on the campaign trail and continue to hear and includes the priorities and passion from all of us elected to serve for the next four years. The development of this Strategic Plan was a collaborative process whereby we discussed the issues and opportunities facing Peterborough and collectively agreed to the plan and priorities. This plan sets the administrative direction necessary for the City services delivery to become more resilient and responsive against a backdrop of limited resources, an ongoing global pandemic, growing socioeconomic inequality, and the growing need to become more sustainable in response to climate change. This document identifies the vision, mission, values, and strategic priorities pillars of the City of Peterborough, which in turn, will lay the foundation for the development of business and work plans for City departments. The Strategic Plan will be reviewed regularly during current and future Council term(s) to assess progress and adjust as necessary. As strategic priorities move to an operational level, and are accomplished, Council will review and renew the priorities on a regular basis. This living document provides a clear roadmap, focusing resources and energies on priority projects and initiatives that benefit the people who live, work, play, visit and invest in our City. It is a framework for critical decision making and sets the direction for our future and outlines where we need to change today to realize our vision for PETERBOROUGH, a City where everyone will have the ability to grow and succeed. If you have any comments or questions, please email us at COP_Councillors@peterborough.ca |
||||||||
Our values | ||||||||
Trust & Integrity: We will deliver exceptional public service by doing the right things, with personal accountability, transparency, consistency, and respect. We will work together and lead by example by taking on important community issues and instilling confidence in our governance. Engagement & Openness: We will proactively collaborate to engage the community on a regular basis, welcoming new ideas and perspectives, embracing creativity, diversity, equity, and inclusion. Compassion & Teamwork: We value and care about the needs of our Community and Organization (residents, businesses, and employees). We will inspire authentic leadership with a sense of belonging at all levels, empowered to push forward the contributions that will transform our community. We collaborate across departments to achieve our goals. We work in partnership with our community. We are ONE COMMUNITY TOGETHER, ONE TEAM, with a common purpose. |
||||||||
Strategic pillars | ||||||||
The Strategic Plan encompasses four (4) strategic priority pillars, which will act as guiding beacons to achieve our PETERBOROUGH2050 Vision. These four pillars (not in any particular order) are:
|
Foundation of our future - Community engagement, employee engagement, benchmarking, data management, key performance indicators, then realign strategic plan.
The 2023-2050 Strategic Plan was approved by City Council on April 24, 2023.
Plans
Accessibility Plan |
||||||||||
The 2024 to 2028 Accessibility Plan celebrates accomplishments and outlines the City's commitment to accessibility, long-term vision, short-term road map (2024 to 2028 priorities) and ongoing compliance work. The plan requires the City to use a compliance + inclusion model, an accessibility lens and an inclusion lens to advance accessibility and inclusion in Peterborough. Strong governance and administrative leadership plays a key role to implement the Accessibility Plan. City Council and Senior Leadership will work together to ensure all City business aligns with the commitment, long-term vision, short-term road map and ongoing compliance work listed in the plan, as budget and resources permit. The City understands that while implementing the Accessibility Plan will help take care of the most vulnerable people, it has the welcome effect of benefiting everyone, and a larger effect of building a stronger economy and community. A universal design approach to City services, programs, projects and facilities helps make Peterborough a destination of choice to live, visit and do business, and brings prosperity to our community. The Peterborough Museum & Archives has a supplementary Accessibility Plan, as required by the Community Museum Operating Grant administered under Regulation 877 of the Ontario Heritage Act. Visit Peterborough Museum & Archives, Accessibility for more information. |
||||||||||
Age-friendly Peterborough |
||||||||||
Age-friendly Peterborough is a community-based collaborative that brings together local governments, First Nations, organizations, businesses and older adult residents with the goal of building a more inclusive, respectful and accessible community for our aging population. |
||||||||||
Asset Management Plan |
||||||||||
The Asset Management Plan helps us look to the future to identify the best places to invest limited dollars to provide the greatest benefit to citizens, visitors and businesses. Visit our Asset Management page for more information about how we practice asset management. |
||||||||||
Central Area Master Plan |
||||||||||
The Central Area Master Plan is intended to stimulate creativity. It's intended to capture opportunity. It's intended to direct priority. It's a statement of vision for what the Official Plan considers to be the historic heart of the community – the Central Area. |
||||||||||
Community Improvement Plans |
||||||||||
We have two community improvement plans, the Central Area Community Improvement Plan and the Affordable Housing Community Improvement Plan. The Central Area Community Improvement Plan encourages and supports downtown redevelopment and revitalization projects. The Affordable Housing Community Improvement Plan assists with the creation of affordable housing in our community. |
||||||||||
Community Safety and Well-being Plan | ||||||||||
In accordance with the Safer Ontario Act, 2018, the City of Peterborough, County of Peterborough, and the Townships of Douro-Dummer, Havelock-Belmont-Methuen, North Kawartha, Selwyn, and Trent Lakes have adopted their first Community Safety and Well-being Plan (CSWB Plan). The CSWB Plan takes an integrated approach to service delivery by working across a wide range of sectors, agencies and organizations to proactively develop and implement evidence-based strategies and programs to address local priorities related to crime and complex social issues on a sustainable basis. Community safety and well-being exists when everyone feels safe, has a sense of belonging, where individuals and families can meet their needs for education, health care, food, housing, income, as well as social and cultural expression.
Documents that support the CSWB Plan: |
||||||||||
Comprehensive Transportation Plan |
||||||||||
The City of Peterborough offers a range of transportation infrastructure and services. While automobile use continues to be significant in Peterborough, other modes of transportation are gaining in popularity. We're seeing growth in public transit use, cycling and walking. The Comprehensive Transportation Plan helps the City ensure that our long-term infrastructure needs are based on population and employment projections and that our planning process identifies needs within a multi-modal transportation network. |
||||||||||
Emergency Response Plan |
||||||||||
The City of Peterborough provides leadership and guidance to meet the challenges associated with emergency management. This includes preparing and planning to safeguard health, safety, and welfare of citizens, protect property and the environment, and provide effective and timely response and recovery operations as much as reasonably possible. The Emergency Response Plan has been prepared to provide overall guiding principles to City staff in planning for, responding to, and recovering from a potential or actual emergency or disaster. |
||||||||||
Flood Reduction Master Plan |
||||||||||
The City developed the Flood Reduction Master Plan to guide infrastructure improvements to improve the operation of the City's drainage and sanitary systems, to help reduce the risk of future flooding damage. |
||||||||||
Greater Peterborough Area Community Sustainability Plan |
||||||||||
The Sustainability Plan was modelled after the Bruntland definition of sustainability – development that meets the needs of the present without compromising the ability of future generations to meet their needs. It seeks to find a balance between the environment, socio-cultural, and economic pillars, known as the triple bottom line approach. It is also about maintaining our values and qualities for future generations to enjoy, while working to mitigate threats to our future. |
||||||||||
Housing and Homelessness Plan |
||||||||||
Housing and Homelessness Plan10-year Housing and Homelessness Plan - 2023 Progress Report The Housing and Homelessness Plan (Plan) is for the City and County of Peterborough. The Plan is evidence-based and informed by input from community members, gathered through community consultation in the City and County. The Executive Summary shows a high-level snapshot of the plan. The Needs Assessment and the What We Heard in community consultations report provides more details on what informed the Plan. BackgroundHousing provides a solid foundation for people as they work, seek jobs, care for each other and live healthy, productive lives. Housing is fundamental to creating successful communities and preventing homelessness. Safe and stable housing provides a good basis to raise children. It is a crucial factor in a child’s success at school and in continuing to higher education and employment. Families and individuals must have housing that is affordable and meets their unique needs, for the well-being of the Peterborough community. A range and mix of homes for people living and working in this community and a housing market that creates jobs in the industry are key factors in a strong local economy. Targets and Priority AreasThere are two key Priority Areas:
Building HousingA Summary of the Housing Forecast Units Needs Projection (2019-2029) was created for the City and County of Peterborough. It sets targets for affordable housing production up to 2029. More details on the housing unit targets are included, specifically City and Township targets, and details about income levels. Incomes range from rents affordable for people receiving Ontario Works Shelter Allowance to people who are fully employed and earning minimum wage. There are specific targets for permanent supportive housing for people who have been chronically homeless and targets for affordable homeownership. Housing unit targets are not solely the responsibility of the City of Peterborough to develop. The Housing and Homelessness Plan identifies roles for private sector development, non-profit partners, and units that could be developed through the regeneration of existing Community Housing properties, through such organizations as Peterborough Housing Corporation. |
||||||||||
Jackson Creek Flood Reduction Master Plan |
||||||||||
The Jackson Creek Flood Reduction Master Plan was completed in April 2010. |
||||||||||
Little Lake Master Plan |
||||||||||
The Little Lake Master Plan is a comprehensive study of the waterfront, Otonabee River, and Little Lake from the bridge on Hunter Street to the bridge on Lansdowne Street. The study assessed current conditions, activity, uses and opportunities to develop a comprehensive plan for the Little Lake study area. Little Lake is surrounded by mixed land use, including residential, commercial/business (including a municipally operated marina), parkland and open space. The study area supports both active and passive recreation including swimming, boating (power boats, canoes, kayaks, windsurfing), fishing, hiking, competitive sports, site seeing, camping, and special events (Wakeboarding, Dragon Boating, Peterborough Triathlon, Festival of Lights, to name a few). The Plan serves as a guide for City activities and investments around Little Lake. |
||||||||||
Municipal Cultural Plan |
||||||||||
Through the Municipal Cultural Plan, the City expresses its vision for Peterborough, highlighting economic prosperity, social progress and quality of life. It focuses on culture's role in creating a livable, sustainable community with a vibrant downtown and healthy neighbourhoods. Cultural mapsThe cultural maps are a key component of the Municipal Cultural Plan that provide a wealth of information about our cultural festivals and events, cultural facilities and organizations, public art, heritage resources and the businesses that make up the cultural economy. Promoting, nurturing and growing these assets is vital to ensure a high quality of life for the people of Peterborough and economic prosperity for our community. Please note: Municipal cultural maps are for illustrative purposes only. Do not rely on this map as being a precise indicator of routes, location of features or surveying purposes. These maps may contain cartographical errors or omissions.
Your input on the cultural mapsWe regularly update our cultural maps. They're a work in progress. The cultural sector is continuously evolving so some items might be missing or incorrect. Let us know what you want to see on the maps and we'll do our best to include it. Or if you see something wrong, we want to correct it. |
||||||||||
Official Plan |
||||||||||
The Official Plan sets the vision and direction that shapes the growth and development of the City. By the year 2041, the City is expected to grow to a population of 115,000 people and 58,000 jobs – an increase of about 32,000 people and 14,000 jobs from 2016. |
||||||||||
Public Transit Operations Review |
||||||||||
The Public Transit Operations Review is a comprehensive review of Peterborough's transit services. It included an assessment of and recommendations on conventional, fixed-route transit, Trans-cab and Accessible Van services. An executive summary of the report is also available. |
||||||||||
Un-named City Tributaries Flood Reduction Master Plan |
||||||||||
The Un-named City Tributaries Flood Reduction Study Master Plan was completed in March 2012. |
||||||||||
Urban Forest Strategic Plan |
||||||||||
To safeguard the many benefits provided by trees, the City is committed to managing the urban forest by promoting community stewardship and strategic practice to preserve, renew and enhance this essential resource. The Urban Forest Strategic Plan provides a foundation for the maintenance and renewal of our urban forest. |
||||||||||
Vision 2025 |
||||||||||
Vision 2025 is a 10-year strategic plan to guide decision-making for recreation, parks, arenas and culture. The study examined the nature of the community, anticipated population growth and change, the parks and open space system, recreation and culture facilities, programming and community events, how services are provided, the state of volunteer engagement in the community, and national trends in leisure and service provision. |
||||||||||
Waste Management Master Plan |
||||||||||
The Waste Management Master Plan reviews the waste management system, including waste infrastructure, collection services, and processing. It includes recommendations on how to improve areas of the waste management system that focus on diversion. An executive summary of the plan is also available |