Council overview package for July 26 and July 29, 2021

full bike rack

Aerial image of downtown

City Council has approved the following items from its meeting on Monday, July 26 and Thursday, July 29:

Council meeting agenda

2022 Budget Guidelines

Council approved a guideline to provide direction on preparing the Draft 2022 Operating Budget to reflect an estimated 2.75% All-Inclusive (Municipal, Education, Sanitary Sewer Surcharge) increase for general Operating Budget impacts and in support of the capital program, including a provision for Stormwater Protection.

Council also asked staff to report back to Finance Committee in November on potential service level reductions and efficiencies in operating budgets.

The Draft 2022 Budget is expected to be posted for public review on November 1, 2021 with final approval scheduled for December 13, 2021.

The preliminary 2022 Budget Guideline Report is available at peterborough.ca/budget and on the City’s online community engagement hub at https://www.connectptbo.ca/2022budget.

Council held a series of virtual drop-in meetings in March and April as part of the annual Budget Roadshow to hear from the community on priorities for next year’s budget. A summary of the community input from the Budget Roadshow is available in a What We Heard report posted on the City’s online community engagement hub at www.connectptbo.ca/2022budget.

Information on the City Budget is available at peterborough.ca/budget, including a list of dates for the budget process and more resources on City’s annual budget.

597 Charlotte St. planning application

Council approved a planning application to amend the residential district land use designation for 597 Charlotte St. to permit the existing four-unit residential building and lot configuration.

The property is at the southeast corner of Monaghan Road and Charlotte Street. The building has been used as a triplex since at least 1968. It was illegally converted to a four-unit dwelling sometime between 1988 and 2010 when an inspection revealed that a fourth unit was created in the basement.

The current owners purchased the property in 2019 and started repairs for the fire escape, balconies and plumbing.

The zoning bylaw amendment includes:

  • allowing a maximum of four dwelling units
  • reducing the required lot area per dwelling unit
  • increasing the maximum height
  • reducing parking stall width
  • reducing landscaped strip between parking area and side lot line
  • prohibiting the use of the lands for a Lodging House
  • reducing the minimum number of parking spaces required per unit

Transit Route Review Study

Transit bus

Council approved implementing a grid route network system by May 2022 as part of its consideration of a report on the Transit Route Review Study that also includes launching an on-demand transit service pilot program in the fall of this year.

 Transit Route Review Study - Grid Route Network

 

 Regular Routes map
 Map image for regular transit routes
 Community Bus routes
 Map image for community bus routes

PDF document of recommended route network.

As part of the review, the study team reviewed the performance of transit systems in six comparable municipalities.

  • Compared to its peers, Peterborough currently provides more annual hours of transit service per resident (1.65) than most of the peer communities, second only to Kingston (1.97).
  • The service is well used, with Peterborough ranking the second highest among its peers at nearly 29 passengers per revenue vehicle hour compared to a peer average of 24.5 passengers per revenue hour. Annual per capita ridership is also higher than the average of the peer group at 47 riders per resident per year compared to the average of 36 riders per resident. Peterborough’s service utilization and ridership per resident is comparable to Guelph and Kingston, both of which are much larger in size, and have large universities and colleges.
  • The strong performance on service hours and utilization are primarily due to the high level of service requisitioned by the student associations at Trent University and Fleming College, both of which have express routes with frequent service and strong ridership levels. An analysis of 2019 ridership data found that approximately 21% of the daily ridership on the Post Secondary Express routes
  • in Peterborough was comprised of non-student riders, who were able to take advantage of the increased frequency and directness of the express routes.
  • Peterborough’s operating costs are below the peer average, and most comparable to Niagara Falls, which is similar in size. The portion of costs funded by Municipal Taxes is one of the lowest of the peer cities at $69.32 per resident compared to an average of $86.06 per resident. Guelph and Kingston, while providing similar annual hours of service per resident and similar service
  • utilization on a per resident basis, provide a higher level of municipal investment to achieve these results, with per capita annual funding of $112.94 and $117.45 respectively.
  • Peterborough’s low municipal operating contribution per capita is influenced by the funding provided by the post-secondary institutions for the Trent and Fleming express routes. The benefit of this agreement is evident in the cost effectiveness of Peterborough’s transit system: at $3.19 per revenue passenger, Peterborough has the lowest direct operating costs among its peers. The system also has the second highest cost recovery among its peers at 43% – Guelph being the highest at 45%. Compared to systems of a similar size in Canada, it is a very cost effective service.
  • The Downtown-centric radial network in Peterborough is common among smaller peer cities because of similar land development patterns and relative efficiency of this network at lower levels of service frequency. Larger peer cities that offer more frequent service are moving towards a Grid or Multi-hub style of service (Guelph, Kingston, Thunder Bay).
  • Ridership in Peterborough is driven by the post-secondary travel market, a trend similar to other communities with large post-secondary student populations. Kingston has invested heavily in an express network that serves the entire City and forms the spine of their system as opposed to express routes serving student travel.

Key findings

The project team also assessed the 2019 route system, prior to the temporary route changes made during the pandemic, to determine whether the radio system's performance is effectively and efficiently meeting the travel needs of users.

 Locations
  • The downtown is a major destination and is well served by transit. However, other areas outside the downtown are of growing importance, and the downtown-oriented nature of the transit network can lead to longer travel times to these destinations. This is compounded by the relatively low frequency (40 minutes) of most routes, which makes the coordination of transfers imperative to the success of the network.
  • The Lansdowne Street and Chemong Road corridors are candidates for increased transit services because they have high population and employment densities and are identified in the Official Plan as opportunities for intensification.
 Ridership
  • Past Service enhancements have increased ridership, but only in the postsecondary travel market. As a result, ridership is plateauing or declining among other markets. This trend will have an impact on the City’s ability to reach its transit mode share target of 6% of all trips as outlined in the 2012 Comprehensive Transportation Plan.
  • Past increases in revenue vehicle hours of service are matched with increases in ridership, while the cost-effectiveness of the system has remained fairly constant. This pattern demonstrates that increasing service levels can increase system ridership while maintaining the long-term sustainability of the system.
  • Transit mode share is high among non-resident (post-secondary student) households (34% of all trips) but very low among resident households (3% of all trips), indicating both the need to continue to provide strong connections to the post-secondary institutions, and the need to address the gaps in the remainder of the service to ensure the system meets the needs of resident households and attracts new users.
 Service concerns
  • Travel demand is highest in the afternoon peak, with a significant number of trips being generated in the zones with large format retail, Trent University, and Fleming College. The current transit network does not have any direct connections between these zones and does not serve trips between these areas efficiently.
  • A majority of the challenges faced by the system are related to travel time and maintaining routes on-time compared to the schedule.
  • Transfers are only coordinated at the downtown terminal, forcing all transfer trips through the terminal and increasing overall travel time.
  • Trips that require transfers do not benefit from the increased frequency of service provided on some routes during peak periods if transferring to routes with regular 40 minute frequency;
  • Maintaining coordinated transfers with the current frequency of service results in service delays throughout the system (buses are often held at the terminal to accommodate late buses that have experienced on-route
  • delays).
  • Chemong Road and Lansdowne Street are very congested and cause service delays on various routes.
  • Access challenges at many locations require route deviations and cause additional delays (e.g., front door service to various senior residences, access to Portage Place, Lansdowne Place, and Hedonics Road).
  • The additional time required for buses to access and leave the terminal significantly reduces system productivity.

The public consultation included:

  • an in-person public meeting and a survey in February 2019;
  • consultation including a transit rider survey, public outreach, and stakeholder information sessions during the interim route network that is currently to address service requirements during the COVID-19 pandemic; and
  • a second transit rider survey and in-person public outreach by Transit Ambassadors in early 2021.

As part of the review of transit network alternatives, the study team considered three different approaches to addressing transit needs and opportunities:

  • A grid style network, which focuses service along major corridors
  • A modified radial network, which builds on the existing (2019 pre-COVID-19) network with a single, central hub in the downtown
  • A multi-hub network, which focuses service at several major trip generators in various locations around the city

According to the The grid network meets the identified objectives and performs better than the other two alternatives, including:

  • Reduces reliance on the constrained downtown terminal
  • Provides better service to key locations outside downtown, and new and developing areas
  • Increases service coverage to post-secondary institutions and provides increased frequency to improve travel times for non-student riders
  • Allows most trips to be completed with a maximum of one transfer
  • Provides faster and more direct trips to major destinations
  • Balances service coverage and travel times
  • Minimizes duplication and maximizes travel efficiency
  • Improves on time service performance, reliability

Integrity Commissioner report on complaint

Council approved receiving for information a report from the Integrity Commissioner regarding a complaint.

Section 223.3(1) of the Municipal Act requires a municipality to appoint an Integrity Commissioner who reports to council and who is responsible for performing in an independent manner the functions assigned by the municipality which include the application of the Code of Conduct for members of council. Guy Giorno was appointed as the Integrity Commissioner assigned to the investigative, reporting and, as applicable, inquiry functions outlined in clauses 223.3(1)1, 2 and 3 of the Municipal Act
2001, S.O. 2001, c. 25.

Section 31 of the Code of Conduct indicates, “A person who believes that a Member has contravened any provision of this Code of Conduct may give to the Integrity Commissioner the person’s complaint which must be in writing and must set out the particulars of the alleged contravention”. On March 2, 2021 Integrity Commissioner Giorno received a complaint under Section 10 of the Code of Conduct entitled Conduct Respecting Others and commenced an investigation.

Municipal Act section 223.6 (3) entitled Publication of Reports directs that, “The municipality and each local board shall ensure that reports received from the Commissioner by the municipality or by the board, as the case may be, are made available to the public”. The Report on Complaint from Integrity Commissioner Giorno, Clancy v. Therrien, 2021 ONMIC12, dated July 6, 2021, outlines the nature of the complaint and the findings of the investigation.

Peterborough Petes video scoreboard

Major arena and events centre

Council supported an agreement for the Peterborough Petes to purchase a new video scoreboard for the Peterborough Memorial Centre for an estimated $750,000 with a $250,000 contribution from the City.

The Petes will own and maintain the video scoreboard, which will be available for use at no charge by tenants and user groups of the Peterborough Memorial Centre.

Council had approved $250,000 in the City's 2021 Capital Budget for the reinforcement of the current video scoreboard structure to align with current architectural standards, replacing the structural support hoist system and replacing the electrical services to the video scoreboard. Council approved re-allocating the refurbishment project budget to the Petes as a contribution toward the purchase of a new video scoreboard instead of refurbishing the existing unit.

Traffic signals at Charlotte Street and Hospital Drive

Council approved a new project to install traffic signals at the the intersection of Charlotte Street and Hospital Drive.

The traffic signals will cost about $300,000, with the funding coming from the approved 2021 Capital Budget for traffic signal and transit stop work.

In response to public concerns about the safety of pedestrian crossings on Charlotte Street and Clonsilla Avenue between Monaghan Road and Sherbrooke Street, the City reviewed opportunities to provide a controlled crossing for pedestrians in that area.

The average weekday volume using Charlotte Street, just west of Monaghan Road, is 18,280 vehicles per day based on traffic counts taken in the fall of 2019. There is a signalized intersection at Sherbrooke Street and a signalized intersection at Monaghan Road, which both provide protected pedestrian crossing opportunities. Between these two intersections the spacing is approximately 690 metres and, given the daily volumes, there are minimal safe opportunities for pedestrians to cross Clonsilla Avenue/Charlotte Street at a mid-block location.

The function of a traffic control signal is to alternate the right-of-way between conflicting streams of vehicular traffic, or vehicular traffic and pedestrians crossing a roadway. Accordingly, the traffic signal warrant process assesses the volume of traffic on both roadways, the amount of traffic and number of pedestrians trying to cross the main roadway and considers the collision history for the types of incidents that can be corrected by the installation of a traffic signal. Data for the intersection is compared to standard criteria for different intersection configurations to determine the degree to which the criteria are satisfied.

Providing a protected crossing location at the Hospital Drive / Charlotte Street intersection will also improve Transit service and access in this area.

Planning application for 821 Rye St.

Council approved allowing smaller scale retail stores as a permitted use for 821 Rye St.

The land use designations for the property would be amended to allow retail establishments with a minimum floor area of 500 square metres to use up to 2,000 square metres of the total building floor area.

The property is on the south side of Lansdowne Street West between Webber Avenue and Rye Street. The property has 5,394 square metres of building floor area comprised of a main commercial building with a 1,672-square-metre furniture store, JYSK, and a 3,019-square-metre vacant space, formerly Home Outfitters, plus a 552-square-metre restaurant, Boston Pizza, and a 148-square-metre restaurant with a drive through, Starbucks.

The applicant is planning to repurpose existing vacant retail space with smaller scale retail stores to compliment the existing uses on the property. No redevelopment on the property is expected beyond the existing footprint.

Planning application for 670 Harper Rd.

Council approved adjusting the current industrial property designation for 670 Harper Rd. to allow the construction of a second service industrial building on the property.

The land use designations would be amended to a service industrial designation from the current general industrial designation.

The applicant, Health Care Relocations, provides relocation services for hospitals and other health care facilities. Its property on Harper Road currently has a two-storey building that includes area for warehousing and the repair, recalibration and maintenance of equipment as well as space for office uses. A second building on the site would expand both the warehouse and office uses on the property.

Cycling Master Plan update

Pedestrian bridge over river

Council approved setting a vision, goals, and scenario for the City's Cycling Master Plan update that would see the City double its trail and cycling lanes over the next 20 years.

The approved vision for the Cycling Master Plan is: “Peterborough is a leader in cycling with a safe, connected and accessible network that serves all ages and abilities by 2041. Cycling for transportation and recreation contributes to a thriving, healthy and resilient community and supports the City’s sustainability and climate change goals.”

The Cycling Master Plan goal and scenario envisions the City investing $1.2 million to $1.5 million a year (in 2020 dollars) from 2021 to 2041 on cycling infrastructure and operating costs, which is consistent with the aggressive pace that cycling infrastructure has been expanded over the past nine years.

The plan would see about 80 kilometres of new cycling infrastructure added in the community, in addition to the 76 kilometres of trails and cycling lanes that exist today. 

A Cycling Master Plan is a long-term strategic plan intended to:

  • Guide the development and implementation of the cycling network over time;
  • Identify supporting programs and policies;
  • Provide recommendations to support cycling as part of the broader multi-modal transportation network, and
  • Provide an action-oriented implementation plan to guide investment over the short-term horizon.

The Cycling Master Plan provides the blueprint to building a more cycling-friendly city and encouraging more people to choose cycling as a transportation option in Peterborough.

As part of the development of the recommended Cycling Master Plan, the project included assessing existing programs and infrastructure, reviewing case studies from other communities and best practices, assessing costs and benefits of various scenarios, considering future road construction that could include cycling components, and extensive public engagement.

Arena and Aquatics Complex project

Conceptual rendering of arena

City Council approved a conceptual design for the Arena and Aquatics Complex, selecting Morrow Park as the approved site for the project, and pre-approving project budget of $61.5 million spread over the next three years.

Construction is anticipated to start in July-September 2022 and be completed in September 2024.

The funding for the project will include $38.9 million from development charges as well as $4 million from federal gas tax revenue, $2.5 million from user fee surcharge revenue, and $1 million from sponsorships. Tax-supported debt will support $16.9 million of the cost.

The Arena and Aquatics Complex will be built on the west side of the Morrow Park site at Lansdowne Street and Park Street.

The first phase of the project will include the construction of a twin-pad arena, an indoor walking track and associated amenities with future phases planned to include an eight-lane pool and a third ice pad.

The project will need to be coordinated with the Lansdowne Street widening project as both projects develop. The existing use of the property by the Peterborough Agricultural Society, the ball diamonds, and the consideration of Morrow Park as a future site for the Major Sports and Event Centre have all been considered as part of the review of the Morrow Park site for the Arena and Aquatics Complex project.

Sponsorship policy

Council approved updating the Sponsorship Policy and receiving information on the corporate sponsorship program.

The development of the policy focuses on six key objectives of the corporate sponsorship program:

  • Drive revenue growth through increased sales, increased contract lengths, increased sponsorship asset values, and consistent sponsorship renewals
  • Maximize program efficiency and return on the City’s investment
  • Promote the culture of sponsorship and relationship building within City program areas and the broader community
  • Expand the City’s inventory of sponsorship assets when it is in alignment with the City’s overall Corporate Sponsorship Program
  • Mitigate risks
  • Establish program metrics
  • Ensure fit between the City, the audience and the sponsor

Gross sponsorship revenue coordinated by the corporate sponsorship program totaled $828,342 in 2019, the year before the COVID-19 pandemic.

Examples of sponsorship activities include:

  • Digital signage (indoor digital signage network and outdoor signs) with Movingmedia
  • Airshow sponsorships
  • Library Commons Naming Right with LLF, and the support for the Public Art installation, “Your Story” 
  • Canadian Tire Jump Start Grant to fund accessibility at Peterborough Sport and Wellness Centre – Pool Pod
  • Facility naming rights, such ass the Healthy Planet Arena
  • Arena pad naming rights, including Leon’s Peterborough Pad, Freedom Mobile Pad, and Mr. Lube Pad
  • Arena Rink Board program
  • Development of an Outdoor Fields sponsorship program
  • Enbridge Energy Stage to support PTBOLive Summer Concert Series
  • Virtual Art Auction presented by George Ripoll at BMO Private Wealth
  • Peterborough Transit sponsorship program, such as the Hydro One marketing/awareness campaign on its integration for Peterborough area customers

The updated Policy includes an Appendix A - “Asset Inventory”, intended to increase program transparency, structure, accountability and support streamlined approvals. Assets intended to be used for sponsorship activities must first be approved to be added to the Sponsorship Asset Inventory before they can be offered as part of any potential sponsorship.

Debt management and capital financing plan

Council approved an information report on the City's debt management and capital financing plan as well as a recommendation to increase the City's maximum annual debt repayment limit to 16.5% from 15% of the City's consolidated own-purpose net revenues.

Increasing the debt capacity threshold from 15% to 16.5% will allow the City to take on an additional $48 million of debt at interest rates currently available. When the existing residual debt capacity is considered, the increase would be sufficient to provide the estimated debt financing required in the 2022-2025 forecasted Capital Budgets, as shown in the 2021 Capital Budget and allow the New Arena and Aquatics Complex Phase 1 to proceed.

In 2021, the City has $307 million of Debt Capacity. The amount consists of Debt Issued and Outstanding and Approved but not Issued, Other Financial Commitments and tax supported and non-tax supported capacity that is still available.

The debt capacity available at December 31, 2021, will be $28.4 million of tax-supported debt, and $18.5 million of non-tax-supported debt for a total of $46.9 million, based on assumptions with respect to the term of the debt and the expected interest rates available in the marketplace. With Council’s approval of a new Government Business Enterprise for housing, approximately $35 million to $40 million of debt associated with housing will be removed from the City’s capacity.

Fine-free library service

Exterior view of library building

Council received a report for information on the Peterborough Public Library's adoption of a fine-free service model.

The Library Board approved the Library’s plan to transition to a fine-free service model on September 21, 2021.

There is a growing movement in North American libraries to eliminate late fines. Over the past several years, more than 100 Canadian public library systems have eliminated late fines for some or all types of library materials.

Library late fines pose significant barriers for many marginalized and low income community members, creating a library experience that is not inclusive or accessible. Based on Peterborough’s demographics, there is the potential for a large group of people in Peterborough to benefit significantly from fine-free library service.

Late fines are currently charged on all physical library material at rates of $0.25-$1.00 per day, depending on the material type. There are no late fines for digital materials.

The annual Peterborough Public Library (Library) operating budget includes $60,000 in late fine revenue each year while roughly $45,000 is expended in indirectly related staffing costs for fines collection and administration processes. The removal of fine revenue would have a 1.83% impact on the net Library operating budget.

The onset of the COVID-19 pandemic in March 2020 provided an unexpected opportunity to pilot a fine-free service model. To ensure as few barriers to access as possible during a time of significant change and uncertainty, the charging of late fines was suspended. While there have been many fluctuating variables during this time, items have been returned regularly over the last year. There have been little to no indicators of changes in patrons’ returning habits with or without the late fines in place.

One Roof Community Centre contract extension

Council approved extending the contract with St. John's Anglican Church for the delivery of a daily meal and drop-in services at the One Roof Community Centre for an additional two years, from January 1, 2022 to December 31, 2023.

The value of the 2-year contract extension with St. John’s is valued at $478,583 ($237,510 in 2022 and $241,073 in 2023). A 1.5% cost-of-living increase has been applied annually. This program is 100% City funded.

The service contract with St. John's was initially awarded following an open call for proposals, RFP-20-20 Meal Program and Drop-in Services. Through RFP-20-20, Council awarded a one-year contract valued at $208,000 to St. John’s to operate the One Roof Community Centre from January 1, 2021 to December 31, 2021. The request for proposals included the option of two, 2-year contract extensions. An additional $26,000 was also provided to St. John's to assist with COVID-19 pandemic-related costs through  COVID-19 relief funding, but was not considered part of the contract value. The recommendation to extend the contract would make the $26,000 part of the base funding for the service, increasing the total funding for 2021 amounts to $234,000.

The staff at One Roof Community Centre and management at St. John’s have performed well in 2021 and have been accommodating when called upon during the pandemic for service delivery alterations and special requests. One Roof currently delivers the following services: 

  • Daily lunch meal where they serve between 160 to 180 meals every day
  • Operate a drop-in centre from 3 p.m. to 7 p.m. (limit of 10 people)
  • Provide referral services to local organizations (30 to 40 referrals monthly)
  • Extended hours during heat and cold alerts to be open from 8:30 a.m. to 12 p.m. and from 3 p.m. to 9:30 p.m. (closed from 12 p.m. to 3 a.m. for meal service)

As pandemic restrictions are eased, City staff and One Roof will discuss safe and effective ways of increasing daily access to the Centre.

COVID-19 response and financial impact update

City Council received a report for information that shows there continue to be substantial financial impacts for the City related to the COVID-19 pandemic in 2021.

For January 1 to June 30, the analysis identifies estimates of $7.5 million lost revenue, $4.5 million direct costs, $3 million cost savings and $5.4 million program-specific funding related to Transit and Social Services and the Art Gallery for a net financial impact of $3.7 million. Lost Casino funding has been deducted from the net financial impacts of COVID as those funds were budgeted to be transferred to reserve for Capital Projects and therefore do not need to be recovered in this year to fund the City’s operations. After excluding Lost Casino Funds, the total operating impact of COVID is $3 million for the first half of 2021.

For 2020, the analysis identifies estimates of $14.9 million lost revenue, $5.6 million direct costs, $3.3 million cost savings and $6.9 million program-specific provincial funding related to Transit and Social Services for a net financial impact of $10.4 million. After excluding Lost Casino Funds, the preliminary estimated financial impact of COVID for 2020 is $7.6 million.

Police station facility needs study

Council authorized the hiring of Shoalts and Zaback Architects Ltd. to do a Police Station Facility Location Assessment Study at a cost of $125,000 plus tax.

Shoalts and Zaback has performed many location assessments, including for the recently completed Kingston Police Headquarters. It is fully experienced in this work and having completed the Peterborough Police Station facility review study are fully aware of the current needs for a new police facility in Peterborough.

The Police Station Location Assessment will include an assessment of alternative site locations using a cost/benefit analysis approach. The Location Assessment will involve the high-level assessment of up to seven potential Police Station locations and will undertake a comparative evaluation of the potential benefits, impacts, and risks of each site to determine a preferred site in consultation with the public and approval agencies.

City staff will work with Shoalts and Zaback and provide information on known available sites within the City. All new sites will be located within the boundaries of the City and preference would be given to a downtown location.

The goal of the Police Station Location Assessment is to bring forward to City Council a recommendation for a new Police Station Facility for the City. Once a site is recommended and approved by Council the next phase would be to complete the necessary Environmental Assessment work.

Age-friendly Peterborough update

Council approved a report for information on the Age-friendly Peterborough program activities.

The Age-friendly Peterborough Action Plan has been adopted by the City, the County, all eight townships in the County, Curve Lake First Nation, and Hiawatha First Nation.

The Age-friendly Peterborough Advisory Committee has working groups with focuses on Basic Needs, Staying Mobile, Building Relationships, and Learning and Contributing to assist with implementation of the Age-friendly Peterborough Action Plan.

The Age-friendly Peterborough 2017-2020 Impact Report highlights accomplishments, such as:

  • Completed a Health and Housing Navigation Study where a searchable directory of seniors’ housing and healthy aging services was developed. This information will be available in the spring 2021 through 211, a telephone help line and website that will connect older adults, their family, and care providers to local community services.
  • Contributed to the Selwyn Township Rural Community Transportation project. “The Link” will provide a transportation service between Curve Lake First Nation, through Selwyn Township to the City of Peterborough that will increase accessibility to those in the service area.
  • Developed an Age-friendly Business program that involves training staff how to engage older adult customers, especially those with dementia and other health issues and how to make the physical environment safe and comfortable. AFP will publicly recognize businesses who participate in the program and take steps to become more age-friendly.
  • Conducted a Social Isolation to Social Inclusion research project that identified ten recommendations that informed the AFP 2021 work plans to develop actions that address isolation.
  • Organized successful annual events such as the Seniors Showcase and Summit of Aging that provide educational, informational, and social opportunities targeted at older adults. The Showcase has an average of 750 attendees and approximately 175 attend the Summit on an annual basis.
  • Completed an Older Adult Recreation, Leisure and Facilities Study that identified the recreation and leisure needs of older adults. The results and recommendations outline how the community can engage more older adults to participate in recreation and social opportunities in their community.
  • Accepted 2 awards: Sustainable Peterborough Partnership Recognition Award and Ontario Age-friendly Community Recognition Award. 

Ontario 55+ Summer Games

Council approved a request from the Province for the City to host the 2022 Ontario 55+ Summer Games.

The City plans to contribute $175,000 toward hosting the games in 2022, with $135,000 coming from unspent funding Council approved for hosting the games in 2020. The games were cancelled for 2020 due to the pandemic.

The Province, through the Ministry of Heritage, Sport, Tourism and Culture Industries, will provide $235,000 toward the hosting of the games. There will also be registration fees from participants. The overall project budget for hosting the games will be $659,000.

The games has historically generated approximately $2 million in positive economic impact to the host community, based on information provided by the Ministry of Sport, Tourism and Culture Industries.

There are significant differences in the community compared to 2018 when Council originally decided to host the 2020 Games. It is not clear what the post COVID-19 demand will be for seniors to want to travel to a province wide event. The economic impact of the event may not be as substantial and may impact the overall budget if registrations are lower. Many of the venues have been closed for multiple years and will need to verify that they are interested and able to host the event at their facility.

Establishing a housing municipal service corporation

Council approved next steps for establishing a housing municipal service corporation.

A draft business case for establishing the municipal service corporation for the City's municipal housing stock has been prepared. The next steps would be public consultation that's required under provincial regulations for establishing a municipal service corporation and consulting with Peterborough Regional Liaison Committee on the business case before reporting back to Council in October.

In February, Council approved moving forward with setting up a government business enterprise, also known as a municipal service corporation, as an alternative structure to facilitate affordable housing development in Peterborough.

Part of the provincial regulations for setting up this type of municipal corporation requires the development of a business case. The business case sets out the services to be provided by the corporation, the corporate structure, and its management and personnel structure. The business case also provides the rationale for creating the corporation, an implementation strategy, and a financial analysis.

In recognition of the need for a significant investment in both new affordable housing units as well as the replacement of existing social housing units that are reaching the end of useful life and are in need of redevelopment, the City has proposed the establishment of a municipal service corporation that would be responsible for the construction, financing and operation of approximately 1,100 new affordable and market housing units, as well as the management of the existing affordable housing portfolio currently held by Peterborough Housing Corporation (287 units). In addition, the municipal service corporation would coordinate with the City and Peterborough Housing Corporation on the redevelopment of six existing social housing sites (311 units).

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