Council overview package for July 25, 2022

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Sun shining between trees

City Council approved the following items during its meeting on Monday, July 25, 2022:

 Council agenda

As part of its efforts to reduce the spread of COVID-19, Council is meeting electronically/virtually. Residents can watch or listen to the livestream of the public portion of Council meetings at

Watch Council

Traffic calming measures

Council approved neighbourhood traffic calming studies along with recommendations to implement certain traffic calming measures.

Traffic calming measures are usually applied in locations experiencing excessive vehicle speed and/or high volumes of shortcutting traffic. Traffic calming plans seek to alter the street or modify driver behaviour in such a way as to reduce vehicle speeds, discourage shortcutting, minimize conflicts between street users, and improve the neighbourhood environment.

Traffic calming measures approved for High Street between Lansdowne and Sherbrooke streets include:

  • Re-designate High Street, between Chamberlain Street and Sherbrooke Street, from a High Capacity Collector Road to Low Capacity Collector Road to better reflect the local character of the street;
  • Convert High Street to one-way southbound between Sherbrooke Street and Frank Street;
  • Install temporary barrier treatments (delineators and curbs) along High Street on the west side between Sherbrooke Street and north of Brunswick Avenue and on the east side between north of Brunswick Avenue and Frank Street to narrow the roadway and create pedestrian space;
  • Reconfigure the High Street and Frank Street intersection to restrict northbound through traffic;
  • Install speed cushions on High Street (one set) at the top of the hill to slow traffic down before it reaches the hill;
  • Install Level 2 Type D pedestrian crossover at High Street and Chamberlain Street (south) intersection (south leg) to facilitate access to park and the new splash pad;
  • Implement no stopping restrictions between Brown Street and Chamberlain Street to improve pedestrian visibility at the new crossover;
  • Reduce the speed limit on High Street to 40 kilometres per hour between Sherbrooke Street and Chamberlain Street; and
  • Install pavement markings, stop bars, crosswalks and signs.

Traffic calming measures approved for Highland Road between Chemong Road and Fairbairn Street include:

  • Reduce the speed limit on Highland Road to 40 kilometres per hour between Fairbairn Street and Chemong Road;
  • Install speed cushions on Highland Road (four sets);
  • Install raised crosswalk on Highland Road west of Donegal Street and relocate “SCHOOL CROSSING” signs;
  • Extend the sidewalk along the south side of Highland Road west of Donegal Street to match the location of the raised crosswalk; and
  • Install pavement markings and signs.

Traffic calming measures approved for the Whitefield Drive-Silverdale Road-Golfview Road area include:

  • Modify the curb radii at Golfview Road and Whitefield Drive intersection (northeast corner) in order to properly realign the intersection and the crosswalk on a permanent basis;
  • Install centre line pavement markings on Golfview Road, and Whitefield Drive;
  • Reposition the stop sign and install a stop bar and crosswalk (ladder crossing) pavement markings at Golfview Road and Whitefield Drive intersection (north leg). Reconstruct the sidewalk connections to match the new crosswalk location; and
  • Implement an education and enforcement program for the area including provision of traffic calming lawn signs to interested residents, to raise awareness in the community.

Community engagement has been an important aspect of this project and has been undertaken at numerous points in the study process. Targeted engagement approaches were used in each of the three neighbourhoods where detailed traffic calming plans have been developed, including door-to-door mail drop, online engagement, a community ambassador program, online survey, online community workshops, and mailing neighbourhood surveys to properties in the study areas.

Transit garage site selection

Council approved selecting 910 Monaghan Rd./575 Romaine St. as the planned future location for a new Transit Garage and increasing the contract for the next steps for planning for a new Transit Garage.

To undertake additional studies necessary for the site plan application and to prepare an application for federal and provincial funding under the Investing in Canada Infrastructure Program - Transit Stream, Council approved increasing the contract with IBI Group to $658,904 plus HST.

Council also approved striking an agreement of purchase and sale with the Canadian Canoe Museum for the property at 910 Monaghan Rd./575 Romaine St. at a price that is consistent with a proposed budget for land acquisition and otherwise on terms acceptable to the Chief Administrative Officer or Infrastructure and Planning Services Commissioner, including conditions relating to the price, environmental due diligence and provincial/federal funding, and that staff obtain all necessary Ministry of the Environment, Conservation and Parks approvals.

Council approved funding for a Transit Garage Replacement Site Selection Study in the City's 2017 Capital budget, which included determining future long-term needs for a new transit garage in order to set the site requirements when reviewing potential locations as well as a site selection process. Following a higher-level review of a long list of potential sites, a detailed evaluation was done for a short list of five candidate sites.

The top two sites that emerged from the evaluation are 910 Monaghan Rd./575 Romaine St. (the current location of the Canadian Canoe Museum, which will be relocating to a new building it is constructing on Ashburnham Drive next to Little Lake), and 420 Ashburnham Dr., which is a property already owned by the City on Ashburnham Drive south of Neal Drive.

Peterborough Transit has outgrown its outdated bus garage facility on Townsend Street. The current storage garage is only able to accommodate indoor parking for 42 conventional buses out of the current fleet of 55 buses. Under the current site configuration, 28% of the total fleet of buses need to be parked outdoors at night.

Indoor parking of transit buses is critical to preserving the life of these vehicles. With outdoor parking, especially in winter, vehicles cannot be properly washed and cleaned at the end of a shift, as the interior surfaces and advanced accessibility features (kneeling buses and accessible ramps) are subject to freezing during the winter. As well, it is difficult and potentially unsafe to undertake minor repairs to buses in poor weather conditions when parked outside. The inability to properly service and maintain buses reduces the life expectancy of the asset and increases longer term maintenance costs. Outdoor storage also results in the need for excessive idling of buses on cold winter nights and upon start up in the morning to allow them sufficient time to properly warm up prior to being introduced into service for morning runs, increasing emissions.

The current transit garage lacks modern service areas for washing, fueling, interior cleaning, cash handling, and minor repairs which results in inefficient processes and higher costs to maintain the fleet. The bus maintenance facilities and equipment are outdated and approaching the end of their service life, as are the existing building systems for heating, plumbing, security, and lighting.

Construction and site preparation costs for the new Transit Garage are eligible for reimbursement under the Investing in Canada Infrastructure Program (ICIP) - Transit Stream with the Federal Government funding a 40% share and the Provincial Government Funding a 33.3% share. As of May 2022, the City still has approximately $50.9 million out of its total allocation of $57.2 million in Federal and Provincial ICIP funding that has not yet been committed.

The City portion of project costs to support construction will be included in future capital budget requests, along with detailed recommendations on the sources of funding.

The construction of the new Transit Garage is estimated to cost between $47 million and $53,165,100 depending on the final site approved by Council.

Heritage Register status for 282 Aylmer St. N.

Council approved removing 282 Aylmer St. N. (commonly referred to as the Montreal House) from the Heritage Register and not designating the property under the Ontario Heritage Act as the property owner plans to build a mixed-use building that would include 75 "affordable" (80% market rent) residential units through an agreement with CMHC along space that would be used to support the adjacent urban park.

The property is at the northeast corner of the intersection of Aylmer Street North and King Street.

1297135 Ontario Ltd., operating as Ashburnham Realty (AR), was the successful proponent through an Expression of Interest process the City undertook to select a developer for the property that the City had purchased at 220 King St. next to the future location of the urban park. The City asked for developers to come forward that were interested in building on the 220 King St. site with components that would include affordable housing and sustainable features with a high level of urban design that would fit well with the adjacent urban park.

Ashburnham Realty purchased the corner property at Aylmer Street and King Street to consolidate with the property at 220 King St., which would allow for a larger mixed-use development.

Since February 2022, City staff have worked with Ashburnham Realty and its design team on a number of conceptual design iterations in an effort to preserve the heritage value of the former Montreal House and fulfill the original intent of the Expression of Interest, including a high level of urban design and alignment with the Official Plan. After numerous design iterations it became evident that there were multiple competing priorities including:

  • the relationship of the building to the urban park,
  • the preservation of the Montreal House,
  • maintaining the agreement with CMHC to provide affordable housing,
  • achieving the accessibility and sustainability requirements of the new build, and
  • ensuring the development is not negatively impacted by the regulatory floodplain.

The Montreal House is a representative example of the Gothic Revival style used in a commercial setting and notable for its symmetry and central gable. The building is one of the few remaining hotels of the period that provided semi-permanent residence for the local workforce. The Montreal House is significant for being one of the only local hotels that accommodated shantymen (lumberjacks) and under ownership of a French Canadian, Joseph Brault, it became a local gathering place for French and French-Canadian visitors and workers. Over time the establishment became a men’s only drinking establishment. By the late 20th century, the Montreal House emerged as a venue for emerging bands. Now catering to both men and women, the tavern hosted numerous acts that have found local and national renown. Currently the building is used for a smokehouse restaurant.

Peterborough Architectural Conservation Advisory Committee received a presentation from Ashburnham Realty at its meeting on June 23, 2022. The Committee recognized the challenge of balancing the competing priorities to move this project forward. Several Committee members spoke to the merits of moving forward with the proposal which would require the demolition of the Montreal House; however, they were reminded that their mandate is to consider only the heritage aspects of the Montreal House and the Committee adopted a motion to recommend that Council designate the property under the Ontario Heritage Act.

A heritage designation for the property would end the public-private partnership for the construction of 75 affordable housing units on the property.

COVID-19 Workplace Vaccination Policy

Council approved amending the City's COVID-19 Workplace Vaccination Policy to provide flexibility to ease requirements during periods of low risk according to public health officials and to reinstate requirements during periods of moderate to high risk of transmission.

In accordance with the Occupational Health and Safety Act, COVID-19 is an Infectious Disease and as such presents a health and safety hazard. All employers must take every precaution reasonable in the circumstances for the protection of workers including protection against Infectious Diseases. This mandatory policy is a key part of the City's overall strategy and commitment to maintaining a safe and healthy workplace in light of the COVID-19 pandemic and the risk of COVID-19 transmission.

When this policy was adopted in September 2021, it was intended to be indefinite in nature to address the risks and impacts of the COVID-19 pandemic. COVID-19 continues to circulate worldwide. The sixth wave of the pandemic occurred in the spring of 2022 and there is evidence that a seventh wave emerging, the extent to which is unknown. With each wave of the pandemic, case levels have fluctuated, and federal, provincial and local health regulations and guidance have been adjusted accordingly.

Now, with the easing of federal and provincial restrictions, questions have been raised about the City policy, specifically, if it is necessary for exempt or unvaccinated staff to wear Personal Protective Equipment (PPE) or perform regular COVID-19 Rapid Antigen Testing (RAT), and if it is necessary for contractors to provide attestation of vaccination before working indoors in City facilities. Accordingly, Council approved amending the COVID-19 Workplace Vaccination Policy requirements to provide flexibility and nimbleness in periods of “low” risk, with the understanding that appropriate requirements may be reinstated if / when the rate of COVID-19 transmission reaches moderate to high risk levels,

Heritage Register - 211 Hunter St. E.

Council approved the partial removal of 211 Hunter St. E. from the City's Heritage Register to allow part of the building to be demolished as the property owner plans to build several new residential buildings on the site.

The property owner has submitted a notice of its intention to seek a demolition permit for a portion of the property in preparation for the construction of several new residential buildings on the site.

City staff reviewed the demolition proposal and a Heritage Impact Assessment and did not feel that the demolition would significantly affect the cultural heritage significance of the property. At its meeting on June 23, 2022, the Peterborough Architectural Conservation Advisory Committee supported the recommendation to allow demolition of the two-storey wing. The section of the building proposed for demolition is a two-storey wing that is subordinate to the main factory building, which carries cultural heritage value.

The building at 211 Hunter St. E. was constructed in 1922 as a new factory for the Western Clock Company (Westclox), which had begun operations in Peterborough in 1920. It is a good example of industrial architecture from the 1920s, including its horizontal bands of windows and minimal classically-inspired decorative elements, and is an iconic building in the historic landscape of East City.

Heritage Register - 777 Clonsilla Ave.

Council approved the partial removal of 777 Clonsilla Ave. from the City's Heritage Register to allow for the demolition of the clubhouse building with the remainder of the property remaining on the Heritage Register.

In 2017, Council listed Kawartha Golf & Country Club at 777 Clonsilla Ave. on the City’s Heritage Register primarily for the design of the course which is by the noted Canadian golf course architect Stanley Thompson.

A scoped Heritage Impact Assessment was completed by Branch Architecture, which determined that the loss of the original clubhouse would not negatively impact the reasons for which the property was listed.

At its meeting on June 2, 2022, the Peterborough Architectural Conservation Advisory Committee supported the recommendation to allow demolition of the clubhouse. This determination does not extend to the entire golf course property, however, and staff believe that the remainder of property should remain listed on the Heritage Register.

2023 Budget Guidelines

Council approved setting guidelines for drafting the City's 2023 Budget, which will be presented to Council in December 2022.

Setting a Budget Guideline is an early phase of the annual budget process. The City has held a series of drop-in style meetings and offered a survey as another way for residents to provide input. The public budget meeting on June 22 is a more formal way for residents to speak to Council ahead of setting the Budget Guideline. The draft 2023 Budget is expected to be posted for public review in early December before Council considers approving the plan in late January 2023.

Due to the amount of uncertainty around various budget pressures, such as fuel prices, insurance costs, and general inflationary impacts with the high level of inflation currently being experienced in the economy, the preliminary 2023 Budget Guideline outlined a recommendation to set a target range of 3% to 4% for the all-inclusive (municipal, education, sanitary sewer surcharge) residential property tax increase in 2023.

Fuel price increases alone are expected to add almost $2 million in costs in 2023. General inflation costs are currently projected at $600,000 and insurance cost increases are expected to be $465,000 in 2023. There are several other budgetary pressures being considered as the City begins planning for 2023.

An all-inclusive increase within the range of 3% to 4% would add an amount somewhere between $51 to $68 to the combined municipal, education, storm and sewer surcharge levy for every $100,000 of assessment.

Peterborough Utilities investment opportunity

City of Peterborough Holdings Inc. (COPHI) presented to Council on its request for an equity investment in the range of $20 million in a confidential investment opportunity, using proceeds from the City's sale of Peterborough Distribution Inc.

Council approved receiving the presentation for information.

COPHI, which is the parent company of the Peterborough Utilities group of companies, explained the investment opportunity would involve the acquisition of a portfolio of operating renewable energy generation facilities with long-term power purchase agreements. If successful in acquiring the assets, Peterborough Utilities' renewable generating capacity would increase by about 40%.

The investment opportunity is expected to yield a return on investment in the range of 7% to 12%.

The value of the investment opportunity is estimated to be in the range of $70 million to $90 million. COPHI would arrange financing for the balance of the required funding beyond the investment by the City of Peterborough.

The City of Peterborough is the sole shareholder of City of Peterborough Holdings Inc.

Water, wastewater, stormwater service delivery

Council approved receiving for information a presentation on potentially combining water, wastewater and stormwater service delivery, that would have included reporting back to Council in 2023 with a change management plan that included public consultation.

Water service is currently provided through Peterborough Utilities Commission (PUC) while wastewater and stormwater services are provided directly by the City. Receiving the report for information maintains the status quo for the delivery of water, wastewater and stormwater services.

In 2021, Council approved hiring a consultant to review options on water and wastewater delivery models and to provide recommendations. WSP, the consulting agency that reviewed water, wastewater and stormwater service delivery for the City, recommended that the City of Peterborough assume full operating and responsibility for the water assets and service delivery and continues the current role for management of wastewater and storm assets and provision of wastewater and storm services.

WSP estimated that if the responsibility and authority of the water assets and service delivery is assumed by the City directly, an annual savings of $2.8 million can be achieved.

It was proposed that the change management plan stipulate that no current International Brotherhood of Electrical Workers (IBEW) employees be displaced as a result of the transition in the transfer of water assets and service delivery to the City.

WSP's review included options for combining water services under Peterborough Utilities Commission and maintaining the status quo with water service provided by Peterborough Utilities and wastewater and stormwater services provided by the City. WSP estimated there would also be financial efficiencies realized by combining water services under Peterborough Utilities, but to a lesser extent than combining the services directly under the City.

The City is the sole shareholder of City of Peterborough Holdings Inc., the parent company of the Peterborough Utilities group of companies.

The Service Delivery Review is not a criticism about how the water, stormwater or wastewater services have been delivered to date, rather it is a review of the organizational and governance structures for the delivery of these services. In particular, because WSP has recommended that the responsibility for water service and assets be assumed by the City, it is critical that citizens and employees of PUC are reminded of the valuable and exceptional service that has been provided and would certainly continue under any of the three service delivery models that were considered as the same IBEW employees would manage the water assets and provide service delivery.

The governance and service delivery for water, wastewater and stormwater is a fundamental municipal service to the citizens of Peterborough.

Among the main influences cited by WSP were:

  • Economy of size for the City which is expected to provide several benefits for management of services, reduced overheads, and ability to respond to changing circumstances and peak demand
  • Better coordination across multiple service areas within the City, particularly between roads and water services for both construction projects and for better integration on long-term planning
  • Greater visibility of asset information, ongoing tracking and understanding of the state of the assets, better financial preparedness for the future, and greater adaptability and resiliency to manage risks, protect the environment, and pursue long-term sustainability for all service delivery
  • Transparency of decision-making, more direct accountability to the community, and flexibility to consider changing community needs as they arise and adapt decision-making process and priorities to achieve the best holistic community outcomes

A trend identified by City staff as part of the review is that many municipalities have moved to combined water and wastewater master plans, with some municipalities moving toward a “one water” approach.

One water is an integrated approach to water management that focuses on the full water cycle in all its forms (e.g., drinking water, wastewater, rainwater, surface water, and groundwater), rather than segmented planning, management, and delivery of drinking water, wastewater, and stormwater systems. Some of the benefits of a one water or more integrated approach are said to include: increased opportunity for innovation, optimized use of existing infrastructure, reduced need to build new infrastructure, and decreased pressure on natural and financial resources.

The service delivery review included the following:

  • An examination of the City’s existing water, wastewater, and storm water service delivery models and operations contrasting organizational structure, level of service, financial performance, staffing levels, and operational optimization.
  • Identification of best management practices and current and future trends related to the oversight and delivery of water and wastewater operations.
  • Identification of potential alternative organizational approaches to derive cost savings while maintaining or improving levels of service.
  • Cost-benefit analysis of existing model in comparison to alternative models with consideration given to organizational structure, staffing, assets, and financial performance.

Downtown Heritage Conservation District Study

Council approved a Downtown Heritage Conservation District Study, which is a background study that evaluates the heritage character of the study area.

The Heritage Conservation District (HCD) Study is the first of two steps in the process to create a Heritage Conservation District. The first step in the process is the background study of the history and integrity of the heritage resources in the downtown. The second step in the process will be the completion of a HCD Plan which lays out the guidelines for preserving the heritage values of the downtown and provides direction on how development should occur to avoid the loss of the community’s heritage. Consultation and information sharing will be part of the process to create the HCD Plan.

An HCD is a defined area of the city where the heritage features of the buildings and landscape are protected by the municipality through designation under the Ontario Heritage Act (OHA). HCD designation enables the Council of a municipality to manage and guide future change in the district through policies and guidelines for the conservation, protection and enhancement of the area's special character.

HCDs have been shown to provide a framework of consistency and stability to areas in transition. They provide clear expectations to the development industry; they create a backdrop for the community to both reflect upon and celebrate its past and they are key to developing the amenities that draw tourism to the independent businesses that anchor the downtown.

The Downtown Heritage Conservation District Study concludes that the scoped study area merits designation as a Heritage Conservation District under Part V of the Ontario Heritage Act based on an analysis of its history, character, appearance and integrity. It recommends that a Heritage Conservation District Plan be prepared for the area to manage change within the neighbourhood to conserve its cultural heritage values.

The Study provides a detailed analysis of the downtown’s overall heritage character and the common features that define it including such things as the representative architectural styles, the commercial street character, lot coverage, the rhythm of window and door opening, the predominate two to three storey building heights, ornamentation, materials and other character defining elements.

The HCD Study focused on the commercial core as defined by the spine of George and Water Streets, and two adjacent areas, each of which was identified as a Character Area within the proposed HCD Study boundaries.

The consultants chose to divide the study area into three Character Areas:

  • The Commercial Heart – comprised of the properties along George and Water Streets and the cross streets from Brock to King Streets.
  • The Civic Core – comprised of the major civic buildings to the north of the commercial area which frame the two greenspaces in the study area, Confederation Square and Victoria Park, and include such landmark buildings as the Courthouse, City Hall, PCVS, the Armoury and the old YMCA along with several churches.
  • Industrial Lands – comprised of the stretch of land along the waterfront that includes the QTG Pepsico (Quaker Oats) plant and Millennium Park.

Peterborough Airport Master Plan

Council approved in principle a new Peterborough Airport Master Plan that outlines short-, medium-, and long-term priorities for the airport over the next 15 years.

With Council approval, the plan moves to the next phase with the project team finalizing the document and publishing it for public review.

Key business strategies for the airport within the 15-year timeframe of the Master Plan include:

  • Passenger air services and passenger facility requirements - expand existing specialized chartered air service, introduce sun destination flights, and introduce scheduled passenger service through an ultra low cost carrier
  • General aviation and aerospace - Strong potential to support a wide range of general aviation and aerospace opportunities such as electric aircraft support, aerospace research and development, aerospace education, recreational general aviation, aircraft maintenance operators

Water and sanitary sewer services to the airport would need to be improved over the next 15 years.

To position the City's Airport to capitalize on potential business opportunities, investment in addition to the requirement to replace the aging infrastructure is required to pro-actively and properly prepare the site to support prospective business needs. Capital costs related to servicing improvements include design services, construction of new water and sewer services, improvements to fire regulation requirements, a new pump-house generator and increased sewage pumping capacity at the airport.

Infrastructure expansion in the short term, includes extension of Taxiway Bravo and continued preparation of the East Development Area located East of Airport Road at an estimated cost of $6 million and $12.5 million respectively, and a variety of smaller capital projects.

Continued development of the East Industrial Area is recommended in the short-term to utilize existing environmental approvals and proactively prepare for continued airport growth by developing industrial and commercial lands for new large airport tenants. Development of this area would unlock approximately 34 acres east of Airport Road.

Future Councils would determine the pace of the investment and implementation timeline for the work at the airport. Investments in the airport that are outlined in the Master Plan would be subject to future Council approvals through subsequent reports to Council, studies, and the City's annual budget process.

The Master plan outlines $80.9 million in capital costs in the following categories:

  • Infrastructure rehabilitation and reconstruction
  • Servicing improvements
  • Land acquisitions
  • Infrastructure expansion
  • Passenger processing facility development
  • Airport plans and studies

Since the previous Airport Master Plan update in 2009, the Airport has experienced exceptional growth in fulfilling the business and development plans. As of 2022, it is estimated that the airport contributes over $90 million to GDP annually with an estimated 507 positions directly employed by over 20 businesses at the airport.

The Airport’s economic impact to Gross Domestic Product GDP continues to grow increasing from $41 million in 2009 to $90 million in 2022, representing an annualized growth of approximately 9% per year.

The Airport Master Plan defines the developmental concept for the airport that protects options for airport operations and future development over an extended period to ensure the airport is positioned to embrace new opportunities while serving the needs of the City of Peterborough, region, aviation operators and the aerospace industry.

Development charges

Council approved setting Planning Growth Area Specific Development Charge rates for the period of August. 1, 2022 to July 31, 2027 and City-wide Development Charge rates for the period of August 1, 2022 to December 31, 2024.

Development Charges (DC) have been levied in the City since 1999 and resulting bylaws have a maximum lifespan of five years. The DC background study process, which is required prior to passing a new by-law, ensures that DC rates included in the by-laws fulfill several ongoing key objectives:

  • that growth continues to pay for itself so that the burden arising from development-related capital costs does not fall on existing residents in the form of higher taxation and user fees;
  • to provide the appropriate level of DC capital funding for infrastructure required by ongoing development in the City;
  • to ensure that the resulting DC rates are fair and equitable to all stakeholders; and do not act as an unnecessary disincentive to development occurring in the City.

The City of Peterborough levies two types of development charge, (1) City-wide charges and (2) planning growth area specific charges. There are eight planning growth areas within the City. Each has its own DC rate which is paid by developers over and above the City-wide development charge.

A new Area Specific Development Charges (ASDC) Background Study pertaining to sanitary trunk sewers, stormwater facilities, servicing and planning studies in the eight specific planning areas is necessary to replace the existing ASDC By-laws. The Study supports both rate increases and decreases across the various planning areas. Lily Lake experiences the largest decrease from a current to calculated rate of 31%. The other planning area with a decrease is the Liftlock area. Jackson has the largest increase at 55%. Carnegie East and West and Chemong East and West and Coldsprings are also experiencing increases to the area specific charges.

There are multiple factors leading to rate changes including shifts in project growth, increased costs, and higher borrowing costs. Altogether there is capacity for an additional 10,620 residential units to be constructed to build-out the areas. This translates into a population in the new units of approximately 26,200.

The Official Plan now contemplates industrial land designations in both Chemong West and Coldsprings shifting the projected growth. The non-residential development forecast for these two planning areas is for employment growth of 1,760 and associated new building floorspace of 158,400 square metres.

The ASDC development charge rates are expected to raise about $86.8 million to build out of the Growth Areas. The capital program is comprised of sanitary and storm sewer works, storm water management ponds and various studies.

The City-wide development charge rates are expected to raise $56.3 million from August 1, 2022 to December 31, 2024.

A 7-year forecast, from 2022 to 2028, is used for the general services under review through this amendment study. The forecast has projected growth in the 2022 to 2028 period to accommodate 11,734 persons in 4,989 new dwelling units. The forecast projects a growth of approximately 2,816 new employees in roughly 175,999 square metres of new non-residential building floor area.

Quarterly financial update

Council approved the March 31, 2022 unaudited Quarterly Financial Update Report and associated recommendations.

Insurance premiums is one of the financial considerations reported through the quarterly financial update. The 2022 insurance program saw an overall 32.5% increase in insurance premiums for 2022, resulting in a total premium of $2,265,613.

Another item reported on through the quarterly financial update is the emergency procurement of a portable stage for Del Crary Park for Musicfest during the closure of the Fred Anderson stage due to concerns over its structural condition. The estimated cost of the portable stage is about $125,000.

Cleantech Commons

Council approved allocating $600,000 in the City's 2023 Capital Budget for internal servicing work for the Cleantech Commons employment and innovation park being created through a partnership between the City of Peterborough and Trent University.

Part of the increased cost is for a change in the price of asphalt. The price index has increased from $660 per tonne in 2018 to $1,270 per tonne in 2022. The result is an estimated cost of $100,000.

The final landscaping plans has increased the scope of work including pavers, planters, trees, shrubs, perennials, pond plantings and boulevard vegetation. The result is an increased cost of $580,000 of which most of these costs can be covered under the current contract budget.

The inflation cost from time of tender in 2018 to 2022 has an estimated additional cost of $470,000. As a result of contract delays due to obtaining environmental approvals postponing the start of construction to September 2019 and electric utility approval delays in 2021 the contractor has requested reasonable inflationary cost increases.

The contract for the Cleantech Commons - Phase 1 and 2 with Drain Bros. Excavating Limited will be increased by $716,865.88, from $8,393,198.60 to $9,110,064.48, plus HST.

Smart signal pilot project update

Council approved receiving an information report to provide an update on the Smart Signal Pilot Project on Lansdowne Street from Webber Avenue to Monaghan Road.

The Lansdowne Street Smart Traffic Signal Pilot Project was implemented to determine the benefits and/or short comings of adaptive traffic signal control technologies compared with traditional time-of-day traffic signal control.

Smart traffic signal systems utilize real-time traffic adaptive technologies to optimize traffic flow within the road network. An Adaptive Traffic Signal Control System (Smart Signal System) uses specialized software and field equipment to collect continuous data on traffic volumes, speeds, travel times, and congestion along a roadway corridor which allows the system to make real-time adjustments to signal timing parameters and settings in order to optimize the flow of traffic, reduce emissions, and potentially increase the capacity of major roadway corridors and /or deferring costly road widening projects.

Lansdowne Street, between Webber Avenue and Monaghan Road, is a four-lane high-capacity arterial road with a centre left-turn lane carrying between 23,000 and 29,500 vehicles per day. The posted speed limit on Lansdowne Street is 50 kilometres per hour.

During peak hours, the smart signal adaptive control system significantly reduced the travel time by approximately 28 seconds (11%) in the eastbound direction and 80 seconds (30%) in the westbound direction. Peak hours on Lansdowne Street typically occur between the hours of 10 a.m. to 6 p.m.

On average the adaptive signal system reduced stops on Lansdowne Street by 37% in the eastbound direction and 53% in the westbound direction. This key performance measure contributed to reducing overall travel time along the corridor.

The reduction in fuel use by drivers generates an estimated reduction of 273 tons of carbon dioxide emissions annually within the pilot project study area.

The overall improved level of service equates to an approximate 6% increase in corridor capacity.

While traffic flow along Lansdowne Street improved, there was a corresponding increase in delay to traffic on the side streets. On average, under Adaptive control, side street vehicle delay increased an average of 63% during peak periods. This was an expected outcome as the adaptive software automatically adjusts and adapts the signal timing to current traffic demand by reallocating green time from the side streets to manage the heavier flow of traffic on Lansdowne Street.

The 2022 approved capital budget allocated $1,000,000 in capital funding for expansion of the “Smart Signal System” to other high traffic corridors in the City. Recommendations for future corridors will be the subject of future reports to Council once staff have undertaken more detailed feasibility reviews of corridors that could be added to the smart signal system.

Overflow shelter service

Council approved extending the 24/7 overflow shelter service to March 31, 2023 at a cost of $267,000.

Extending the overflow shelter service until March 31, 2023 will allow for a discussion of the future of the overflow shelter during the 2023 budget process, which will ensure a detailed analysis of the program can be provided to Council while options and their social and budgetary implications can be considered within the context of the entire municipal operational budget.

In 2020, Council approved operating the 24/7 overflow shelter program at 210 Wolfe St. until October 2022.

The cost of a full year 24/7 overflow shelter would be approximately $800,000, which would be a $550,000 increase to the Social Services budget in 2023. The City has used provincial COVID-19 Social Services Relief Funding to support the 24/7 overflow shelter service; however, that specific provincial funding is ending.

The province provides funding for homelessness programs, which the City uses to support the provision of shelter beds through Brock Mission, Cameron House, and YES Shelter. The overflow shelter service was intended to be an "overflow" program where shelter beds would be in use only when the other shelter program beds - at Brock Mission, Cameron House, and YES Shelter - were full.

In October 2019, Council approved the overflow shelter service operating as an overnight program out of Murray Street Baptist Church and operated by Brock Mission with an approved budget of $248,400. The program included up to 30 shelter beds from 8:30 p.m. to 8:30 a.m.

In March 2020, at the beginning of the COVID-19 pandemic, the overflow shelter service and Brock Mission men's shelter both temporarily relocated to the Peterborough Sport and Wellness Centre to provide additional capacity and to support physical distancing requirements. The shelter services returned to their original locations - and the overflow shelter service returned to overnight operations only - in July 2020. The City explored options for locations for the overflow shelter service where it could operate as a 24/7 model, instead of just overnight, while the pandemic continued.

In October 2020, Council approved moving the overflow shelter service to the municipal building at 210 Wolfe St. and operating it as a 24/7 shelter service for up to two years using provincial COVID-19 Social Services Relief Funding and Social Services reserve funding. The overflow shelter service now has 32 beds.

The City's emergency shelter network operates 104 shelter beds across Brock Mission, Cameron House, YES Shelter, and the overflow shelter service.

Planning application for 1139 Water St.

Council approved changing the Official Plan and Zoning By-law designations for 1139 Water St. to allow the property to be used for a residential development that would include a six-storey building with up to 52 residential units.

The property is on the west side of Water Street, at the northwest corner of the intersection of Water Street and Marina Boulevard in the Edmison Heights area.

The property was redeveloped for a convenience store and gas station in 1970. It was used for commercial purposes until 2003. The property was remediated by the previous owners and has been vacant since 2005.

The proposed introduction of a high-density residential infill development addresses the established need for housing in the community. The property is located along Water Street, recognized as an Intensification Corridor and is supported by transit, infrastructure and public services. The proposed infill on an undeveloped site within the existing built-boundary of the City will utilize existing infrastructure, connecting water and sanitary services to existing municipal service mains on Water Street.

The applicant held an open house to share information about the project and respond to questions on June 17, 2021.

Many comments included concerns regarding the proposed six-storey height of the building, increase in traffic and safety concerns, proximity of the building to the street line, reduced parking ratio, shadowing of the intersection, density, ratio of accessible parking spaces, compatibility with the neighbourhood, ability of the area schools to support additional students, concerns regarding the ability of the neighbourhood park to support additional local children, and concerns with potential contaminated soils. Supportive comments have also been received from some of the neighbouring property owners and City residents, encouraging the City to approve additional housing units to address the needs of the population and further the intensification policies for Water Street.

The application included supporting documents, including:

  • Parking Assessment
  • Phase One Environmental Site Assessment
  • Record of Site Condition
  • Archaeological Assessment (Stage 1)
  • Functional Servicing Report
  • Perspective plan
  • Noise Impact Study
  • Site Plan
  • Planning Justification Report
  • Geotechnical Report
  • Hydrogeological Report

There are no significant environmental features identified on site and as noted in the Phase One and Phase Two Environmental Site Assessment, the soils have been remediated and there is no evidence of any contaminants in the soil, ground water or sediment on, in or under the property that would interfere with the proposed residential use.

Draft plan of subdivision for 789 Lily Lake Rd.

Council approved a zoning change and draft plan of subdivision for 789 Lily Lake Rd. to allow the property to be used for a new residential development with 57 units in a mix of single-detached houses, townhomes, and a medium-high density residential block.

The subject property is 3.6 hectares in size and has frontage along Lily Lake Road, approximately 700 metres west of Fairbairn Street.

Currently, the subject property is vacant and its gravel driveway has been improved to serve as a temporary emergency access for the adjacent plan of subdivision to the east. Prior to 2018, the property contained a single detached dwelling that has since been demolished.

The subject property is being co-developed by Durham Building Corp. and 2131222 Ontario Inc. that are the developers of the adjacent subdivisions to the west/south (Plan 15T-16501) and east (Plan 15T-14502), respectively. The parcel represents the final property in the Lily Lake area that is anticipated to seek draft plan of subdivision approval. Development of this property will link the applicants’ adjacent subdivisions together to allow for the cohesive build-out of the Lily Lake Secondary Plan area.

In staff’s opinion, the proposed development is both compact and conducive to transit. The plan will facilitate active transportation both within the neighbourhood and to destinations beyond the neighbourhood such as downtown via the Trans-Canada Trail. In the future, as Lily Lake Road and Towerhill Road are re-built to accommodate growth, additional active transportation options will be provided between the site and the Chemong Road corridor to the east.

Generally, staff is satisfied that the proposed development conforms to the Official Plan. The plan provides for a variety of housing forms and densities, will be municipally serviced, and provides adequate protection to natural features on the site, namely the unnamed creek along Lily Lake Road and an associated unevaluated wetland pocket. However, it should be noted that the Lily Lake area does face unique challenges with respect to transportation planning.

Development of the Lily Lake area will take many years. Accordingly, staff anticipates that implementation of longer-term transportation network solutions in the area will occur prior to full build-out of Lily Lake following completion of a Class EA for the area. Although development in the area faces unique transportation challenges, staff is of the opinion that these challenges can be adequately addressed through a combination of conditions of approval and future City study therefore that the plan is in conformity with the Official Plan.

Community Safety and Well-being Plan

Council approved the recommended Community Safety and Well-being Plan and submitting the document to the Province of Ontario, as required.

Every municipality in the Province of Ontario is required to adopt a Community Safety and Well-being Plan as set out in the Safer Ontario Act, through the Ministry of the Solicitor General.

Future Councils will determine the pace and level of investment to implement the recommendations in the Community Safety and Well-being Plan. Grant applications will be pursued as a source of financial support along with existing City operating budget funding.

The Province has described the purpose of these plans as a tool for “taking 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.”

The Plan creates a foundational human services roadmap for the shared responsibility of community safety and well-being. The Plan intentionally aligns with existing municipal plans and work being done by local agencies for the purpose of avoiding duplication, sharing best practices, accessing local expertise, and realizing efficiencies.

The Plan acknowledges that community safety and well-being extend beyond the capacity of policing and emergency services to address complex social issues that often contribute to crime, unsafe situations, and poor health. A clear goal of the Plan is to focus on early interventions and preventative measures to divert and address conditions that lead to serious health issues, deep poverty, and involvement with the justice system. The Plan offers a meaningful roadmap to getting the right services, to the right people, at the right time, in a cost-effective manner.

Key priorities identified through analysis of data, feedback from stakeholders, and community engagement include:

  • Housing and Homelessness
  • Poverty & Income Security
  • Health & Mental Health
  • Substance Use & Addictions
  • Transportation & Connectivity

The Plan places a clear focus on the concept of “belonging”, where people have meaningful relationships and feelings of safety, support, acceptance, and inclusion in the community where they live. While this focus applies to everyone, the Plan prioritizes the need to improve safety and well-being for the most marginalized groups in the community.

Recent activities that support safety and well-being:

  • Provincial funding to the support the Consumption and Treatment Services Site.
  • Funding secured by the Peterborough Police Services over 3 years to support Special Victims Unit for work being done to address human trafficking, housing unit takeovers, child exploitation, elder abuse, domestic violence, sexual violence and harassment, organized crime, and finding missing persons. Funding also supports hiring a situation table coordinator.
  • Transformation of Social Services at the City to deliver integrated, people centered life-stabilization services with enhanced collaborative case management across service sectors.
  • City funding to the Peterborough Drug Strategy to purchase a mass spectrometer to test drugs for contamination and help prevent drug poisonings at the Consumption and Treatment Services Site.
  • City funding to the Canadian Mental Health Association to support additional staffing for two years of the Mobile Crisis Intervention Team.
  • Canadian Mental Health Association secured funding to create a new Mobile Mental Health and Addictions Clinic to reach underserved and rural communities.
  • Peterborough Ontario Health Team is supporting an application to the Province for funding to develop a Community Health Centre that services unattached and marginalized residents. This application was also supported by City and County Councils.
  • 251 persons exited the homeless system and secured housing in 2021, with 35% having experienced chronic homelessness. 
  • Community Paramedicine Program that supports residents to age at home.
  • City funding to support a Navigator position with the Downtown Business Improvement Area.
  • Social Services outreach staff working from the Peterborough Public Library
  • City receives Heritage Canada Grant to advance diversity, equity, and inclusion priorities.
  • Volunteer Nurse Practitioner delivering primary health services for anyone experiencing homelessness through the Brock Mission.
  • Pending development of rural hubs in Havelock, Apsley, and Lakefield for local agencies serving the County of Peterborough to conduct rural outreach.

Simcoe Street Parking Garage and Jackson Creek Culvert

Council approved increasing the contract for the Simcoe Street Parking Garage and Jackson Creek Culvert Rehabilitation project, within the previously approved project budgets for the work.

The intent of the Parking Garage project was to replace the waterproofing system on all levels, and repair deteriorated concrete in the structure. The project was deferred to 2021 to allow the project to be coordinated with work on the Jackson Creek culvert under the parking garage to realize cost savings and minimize disruptions to the parking garage.

The Jackson Creek culvert located beneath the parking garage structure is defined as a bridge due to its cross-sectional length. During 2014 OSIM reporting the culvert was identified to be in poor condition. Furthermore, during 2016 and 2018 OSIM reports the culvert demonstrated signs of further deterioration requiring almost immediate attention.

The work on the parking garage and culvert started in June of 2021. The culvert was completed in mid March 2022 and the parking garage is scheduled to be completed by July 8, 2022.

The net $431,196 requirement after applicable HST rebates for the increase to the contract for the structural rehabilitation of the Simcoe Street Parking Garage can be accommodated within the unused portion of the $3,410,000 set aside in the 2022 Capital Budget.

The net $109,038 requirement after applicable HST rebates for the increase to the contract for the Jackson’s Creek Culvert Rehabilitation that is located beneath the Simcoe Street Parking Garage Structure can be accommodated within the unused portion of the $3,000,000 set aside in the 2022 Capital Budget.

The contract with Brook Restoration Ltd. for the Simcoe Street Parking Garage and Jackson Creek Culvert Rehabilitation would be increased by $538,348 from $3,464,625 to $4,002,973 plus HST of $519,087 for a total cost of $4,512,060.

The Culvert project change orders were for additional steel beam replacement in the culvert to support thickened concrete slabs, design changes due to unknown slab thickness differences from the original design drawings, additional testing and inspection costs and additional costs for quantities of materials removed and replaced based upon unit rates supplied at the time of tender.

The Simcoe Street Parking Garage project change orders were for additional work such as the entire painting of the garage, asphalt replacement on the ground level to the east of the parking structure and replacement of damaged parking railings and contrast painting of the stairwells for improved accessibility.

Storm response update report

Council approved an information report on the City's response to the windstorm on May 21, 2022 and sending a request to the Province of Ontario to activate the provincial Municipal Disaster Recovery Assistance Program.

The May 21, 2022, windstorm event was classified as a “Derecho” by Environment Canada. A derecho is a widespread, long-lived, straight-line windstorm that is associated with a fast-moving group of thunderstorms known as a mesoscale convective system. Derechos can cause hurricane force winds, tornadoes, heavy rains, and flash floods. Derechos are rare events, with the last significant derecho occurring in Canada in 1999.

The storm reached Peterborough around 2 p.m. and lasted for several minutes causing significant and widespread damages across the City and Peterborough County including downed trees and power lines, property damage and bodily injury.

The derecho cut power to 1 million households and resulted in 11 deaths across Ontario and Quebec. Locally, power outages impacted the entire City of Peterborough and much of Peterborough County, and two deaths occurred in Lakefield and Apsley.

Power was restored intermittently across the city; however, full grid power was not restored until May 31, 2022.

Actual and estimated costs to date for municipal recovery efforts related to the storm total $3.3 million. Staff will continue to monitor actual costs as they are incurred and determine if the minimum threshold for the Provincial Municipal Disaster Recovery Assistance (MDRA) program has been met.

The May 21, 2022, storm will impact the City beyond the initial response and clean up phase. The urban forest has sustained significant damage and following the emergency tree removals, will require an in-depth review and assessment.

There are two relevant provincial programs that provide funding after natural disasters: Disaster Recovery Assistance for Ontarians (DRAO), and Municipal Disaster Recovery (MDRA). Both programs require activation by the Minister of Municipal Affairs and Housing (MMAH), and currently neither program has been activated for the City.

Minor variance application for 246 Parkhill Rd. E.

Council approved allowing a Minor Variance Application for the Habitat for Humanity project at 246 Parkhill Rd. E. and 21, 31, and 33 Leahy's Lane to proceed to the City of Peterborough's Committee of Adjustment for consideration.

Council needs to give its approval for the Committee of Adjustment to consider the application since a zoning by-law amendment for the property was approved by Council within the last two years.

On September 27, 2021, Council approved By-law No. 21-093 to amend the Zoning Bylaw for the properties at 246 Parkhill Road East and 21, 31 and 33 Leahy’s Lane. The By-law was intended to permit a second phase of development on the property by creating 12 affordable row dwelling units.

The subject properties were collectively re-zoned in 2014 to R.4-287 to permit a multipleunit residential development containing up to 42 units. In 2020-2021, Habitat for Humanity Peterborough and District constructed a 41-unit residential apartment building on the north portion of the site.

In 2020, Habitat for Humanity proposed to develop an additional 12 row dwelling units on the south portion of the site. To support the proposal, Habitat for Humanity filed an application to amend the Zoning By-law to make several changes, including increasing the total number of units permitted on the site to 53 from 42.

As part of the application, a concept site plan showing the proposed row dwellings was provided that indicated the overall proposed building coverage for the site would be 28.3% and that the overall lot coverage in the proposed development for parking, driveways and vehicle movement areas would be 24%. Both of these proposed coverages were within the limit permitted by the Zoning By-law for the property at the time.

Through the detailed review of the current site plan application for the second phase to add 12 units to the property, it was discovered that By-law 21-093 that Council approved in 2021 inadvertently reduced the maximum allowable building coverage for the site from 35% to 24%. A minor variance is needed to address the error in By-law 21-093.

Bonaccord Street pedestrian crossover

Council approved installing a pedestrian crossover on Bonaccord Street at the Trans Canada Trail crossing.

The implementation of a pedestrian crossover on Bonaccord Street complete with signs and pavement markings will cost approximately $10,000, which can be accommodated within the approved 2022 Capital budget for Traffic Improvements.

In September of 2021, staff received two traffic calming requests from residents on Bonaccord Street. These residents expressed concerns with the volume traffic on Bonaccord Street as well as pedestrian safety around Hamilton Park and the Trans Canada Trail crossing located east of the park. In response to these requests, staff conducted an initial assessment of traffic on Bonaccord Street utilizing the Traffic Calming Screening Tool in accordance with the Traffic Calming Policy. The Traffic Calming Screening process included 7 days of vehicle volume and vehicle speed data collection and an analysis of cut-through traffic patterns.

The observed vehicle speeds and the cut-through traffic analysis did not meet the initial screening criteria outlined in the Traffic Calming Policy. The 85th percentile vehicle speed was 44 km/h and the cut-through analysis showed only 20% of vehicles representing cut-through traffic. The initial screening requirements suggest traffic calming measures are appropriate where the 85th percentile vehicle speeds are 55 km/h or higher and/or cut through traffic is 30% of total traffic. Bonaccord Street was recommended for education and enforcement measures as per the Traffic Calming Policy.

Based on comments from Bonaccord Street residents, and staff observations during the site visits and initial traffic calming assessment, the Trans Canada Trail crossing was identified as a potential site for an enhanced trail crossing, and subsequently a pedestrian crossing review was initiated.

Total two-way traffic volume on Bonaccord Street is approximately 500 vehicles per average weekday based on the counts taken during the review. The traffic volume counts include construction related traffic associated with ongoing work on the new Peterborough Housing development at 553 Bonaccord Street but does not include traffic from the future residents of this development.

Over the past five years there has been no reported collisions on Bonaccord Street between Monaghan Road and Park Street North.

An eight-hour count of pedestrian and cyclists crossing Bonaccord Street at the Trans Canada Trail counted 275 crossings. The analysis shows that pedestrian activated traffic signals are not warranted for any of the peak hours as there are sufficient gaps in traffic. A signalized pedestrian crossing would typically cost between $150,000 and $200,000.

Pedestrian crossovers is another option to provide the right-of-way to pedestrians to cross the road with the Highway Traffic Act requiring drivers to stop until all pedestrians have cleared the crosswalk. The basic installation features signs and enhanced pavement markings. The City of Peterborough currently has five pedestrian crossovers throughout the City.

The additional signage and enhanced pavement markings that are installed with a pedestrian crossover would improve the visibility of the trail crossing for motorists and provide a safer pedestrian crossing environment for pedestrians and cyclists.

Single-use plastics reduction strategy

Council approved recommendations on ways to reduce the use of single-use plastics items, including municipal government activities, sharing information, a public awareness campaign, and a 24-month contract position to coordinate the implementation of the single-use plastics reduction strategy.

Under the approved strategy, the City will:

  • implement a single-use plastics reduction strategy at a select number of City-owned locations including City Hall and the Waste Water Treatment Plant;
  • start the creation of a City of Peterborough - Zero Waste Event Planning Guide;
  • develop and implement an enhanced public awareness campaign including updated promotional and educational signage for public spaces including parks, recreational facilities and City-owned locations; and
  • create a temporary 24-month contract position to assist with the design and implementation of the single-use plastics reduction strategy recommendations.

The total cost of the planned contract is estimated to be $100,000, which will be funded through the Waste Management Reserve.

Single-use plastics are a significant contributor to the global plastic pollution problem. Although considered convenient for short term use, many of these items including plastic straws, utensils, stir sticks, cups, water bottles, plates, bowls, take out containers are not easily recyclable and ultimately end up in landfill.

City Council adopted the following resolution on February 25, 2019: That staff report on existing waste diversion practices and the potential for an awareness-building program focused on encouraging the reduction of hard to recycle single-use plastics.

A Single-Use Plastics Reduction Working Group, chaired by Councillor Gary Baldwin, that included eight volunteers from diverse sectors of the community met six times to consider information and contribute to recommendations.

In September 2021, the City hired Exp. Services, a third-party professional Ontario based consulting firm, to undertake the review and update of the existing Peterborough Waste Management Master Plan (WMMP), which was last updated in 2012. This initiative will be undertaken through 2022, including a review of industry proven diversion opportunities, public consultation, and culminating in an updated WMMP to optimize diversion opportunities. All recommendations made by the Single-Use Plastics Reduction Working Group will be included in the assessment for consideration for inclusion in the updated plan recommendations.

Electric City Culture Council funding agreement

Council approved a new funding agreement between the City of Peterborough and the Electric City Culture Council (EC3) and pre-committing $92,000 for a grant to EC3 and $25,000 for EC3 to operate Artsweek through the City's 2023 Budget.

The two-year agreement extension will include a 2023 budget pre-commitment in the amount of $92,000 and $100,000 for 2024. Staff will report back to Council on EC3 activities in 2023.

EC3 has built some financial reserves, is professionally managed, and is acknowledged as a leader among the Alliance of Arts Councils of Ontario.

A review of other Arts Councils in Ontario found that compared to councils in larger cities EC3 is more successful in almost all revenue streams. The consultant's review also indicated that while it is hard to find entirely comparable comparator municipalities, Peterborough is providing a funding level to its arts council above that of most other cities, especially given the size of Peterborough. It is also clear that there is no best practice or industry standard to determine an appropriate funding level. Each city provides funding based on their unique individual circumstances, the program expectations of their arts council, and how the arts council was originally formed.

City staff met with the EC3 Board President and Executive Director to discuss next steps in a renewed agreement. A full slate of programs highlighting the 2022 year and the proposed 2022-2023 years were provided to the city. In staff’s review, all conditions and expectations of the current two-year agreement have been fulfilled.

An extension to the agreement would help set the guidelines and funding levels for the next years which would provide stability for EC3 as it works with the Arts and Culture community to recover from COVID-19 and plans for the future.

Community garden administration agreement

Council approved an agreement with YWCA Peterborough Haliburton for the administration of community gardens on municipal property and pre-committing $49,602 in the City's 2023 Budget to fund the program.

The agreement for the Community Garden Administration will be from January 1, 2022 to December 31, 2027 with an option to renew for one additional three-year term.

Council approved a Community Gardens Policy in 2010.

Community gardens provide many essential benefits to communities such as increased access to public lands, greening of underused landscapes, and mitigation of the impacts of climate change by reducing urban water run-off, capturing carbon and providing food sources for birds and pollinators. Increasing poverty, food insecurity, mental health struggles, and the impacts of climate change issues are becoming more prominent. While community gardens will not independently solve these challenges, they are an important piece of the community fabric that can make a community more vibrant and resilient.

At the time the Community Garden Policy was approved, Peterborough GreenUp in collaboration with the YWCA Peterborough Haliburton Peterborough Public Health, and the Community Opportunity & Innovation Network (COIN) had established the Peterborough Community Garden Network (PCGN). GreenUp was the lead organization under which the PCGN operated. GreenUp acted as the legal entity with whom the City entered into licence agreements specific to each garden site located on municipal land.

In 2014, the management responsibilities transferred from GreenUp to the YWCA Peterborough Haliburton, which has been involved with community gardening for more than 30 years. The YWCA manages the gardens on municipal lands as part of its Nourish Project program. The Nourish Project works in partnership with community gardeners to develop sustainable community garden groups that oversee the individual sites. This process is critical in ensuring that the uniqueness of each garden is recognized, the gardeners are empowered to take on leadership roles and feel a sense of pride and connection with the garden sites and sustaining the community garden projects in the long term. The YWCA also maintains a waiting list of interested new gardeners.

There are a total of 144 garden plots available within the gardens located on the following municipal lands:

  • Whitefield Park
  • 1900 Ashburnham Dr.
  • King Edward Park
  • Nevin Park
  • Stewart Park
  • 480 McDonnel St. (abuts Bonaccord Street – Referred to as the Bonaccord Garden)
  • Barnardo Avenue and Wolsely Street intersection (flower garden)
  • There is at least one other application in progress for a community garden

Tollington Trust Fund transfer

Council approved creating a reserve account to accept the transfer of the Tollington Trust Fund from the Trustee, Scotia Wealth Management, to the City, as per the terms of the agreement created on October 31, 1995.

The City will create an interest-bearing reserve called the Tollington Reserve.

Scotia Wealth Management will transfer the total balance from the Tollington Trust, in the approximate value of $3,132,875, to the City of Peterborough for the required and beneficial maintenance, improvement, beautification, operation, and expansion of public parks, including parkland and general recreational areas and facilities located in the municipal boundaries of the City of Peterborough.

Gordon Charles Tollington created a trust fund in October 1995, which was held in trust, and which was designated to be used for the improvement, maintenance, and expansion of public parks within the City of Peterborough. In turn the City of Peterborough, through the annual capital planning process has accessed the fund for several capital projects, including the Tollington Bridge at Beavermead Park, and the Rotary Trail Bridge at Trent University.

The agreement includes a statement that 21 years following the death of Mr. Tollington that all income from the Trust Fund be paid to the City to be used for the purposes set out in the trust agreement. Mr. Tollington passed away in March 2001, and as such the Trust Fund is now payable to the City of Peterborough as of March 2022.

The balance of the Tollington Trust would be transferred to the City of Peterborough and utilized for the continuing improvement, beautification, operation, and expansion of parks, including parkland and general recreational areas and facilities located in the municipal boundaries of the City of Peterborough.

The usage of this funding will be considered as part of the normal City budget preparation process.

Kinsmen Garden Court operating agreement

Council approved renewing the operating agreement for Peterborough Kinsman Club Enterprises Limited, operating as Kinsmen Garden Court, for a further five years until July 30, 2027.

The municipal tax subsidy of $103,356 provided annually to Kinsmen Garden Court is included in the 2022 Housing budget. This budget is cost-shared with the County in accordance with the Consolidated Municipal Service Manager Agreement.

Kinsmen Garden Court provides 66 bachelor and one-bedroom apartments for seniors. The buildings are single-storey attached units with level entry on a 5.5 acre lot. It was developed starting in 1961 through substantial upfront capital contributions from the federal government, and the provision of land by the City of Peterborough. The City continues to have a reversionary interest in the property. About 80 low-income seniors live in Kinsmen Garden Court.

Kinsmen Garden Court does not receive any operating subsidy other than a property tax rebate.

Kinsman Club Enterprises appoints the members of the board that oversees the administration of Kinsmen Garden Court. The board and staff have managed the operation carefully for over 60 years, providing well-maintained and well-run homes.

Rents at Kinsmen Garden Court are “Low End of Market” - 60-70% of Average Market Rent. For a senior on Old Age Security and Canada Pension Plan, rents at Kinsmen Garden Court are at or below 30% of their income, which is equivalent to Rent Geared to Income.