Council overview package for October 26, 2020

full bike rack

Park trail with red leaves

City Council approved the following items at its meeting on Monday, October 26, 2020:

City Council agenda

Council is meeting in person in the Council Chambers at City Hall, 500 George St. N. Residents can watch or listen to the livestream of the meetings at In order to attend a meeting, individuals must register no later than 11 a.m. on the day of the meeting. To register, complete the online application at www.peterborough/delegations, or phone 705-742-7777 ext. 1820.

Watch Council

Planning application for 265 Edinburgh St.

Council approved an Official Plan and Zoning By-law amendment for 265 Edinburgh St. to allow the existing four-unit residential building to be converted to an eight-unit building. As part of the approval, a Holding Symbol is placed on the zoning until certain conditions are met and Council directed that the site plan will return to Council for approval.

The property is at the southwest corner of Edinburgh and Bethune streets. The building is two storeys in height with a walk-out basement and a potentially habitable attic.

The applicant would like to renovate the interior of the dwelling to establish two separate apartments in each of the second floor and attic levels to bring the total number of dwelling units in the building to eight. The property currently has 13 parking spaces on site and the applicant has built a rear deck on the south side of the building that provides direct access from all upper levels to the ground.

The surrounding neighbourhood is mostly residential. The property is a short distance from the Central Area and has relatively convenient walking and cycling access to the downtown.

Subdivision plan for Lily Lake Road and Fairbairn Street

Council approved an Official Plan amendment, a Zoning By-law amendment, and a draft plan of subdivision for about 328 residential units that would be built at 0 Fairbairn St. and 851 Lily Lake Rd.

The almost 20-hectare property is in the northwest corner of the City with Fairbairn Street to the east and Lily Lake Road to the north. The subject lands were annexed from the Township of Smith-Ennismore-Lakefield in 2008.

The existing lot pattern was created through a process called checkerboarding in the 1960s. Although the lands were cleared for development in the 1960s and owners have been paying property taxes on these parcels since that time, the lots have remained undeveloped due to a lack of municipal services, legal road frontage, and residential zoning.

The Applicant, Jackson Heights Developments Inc. (JHDI) is a corporation formed by the owners of 89 of the 90 vacant lots in the historic subdivision. The owner of one lot in the historic plan has chosen not to participate in JHDI’s development process. Ultimately, the intent of JHDI is to obtain the necessary planning approvals to allow a plan of subdivision to develop on the participating lots and to sell the approved development to a developer for construction.

The Applicant is proposing a residential subdivision with 163 lots for single-detached dwellings, seven blocks for 14 semi-detached dwellings, 10 blocks for 48 street-fronting townhomes, and a block for medium density residential use with about 103 units. There would also be two stormwater management facilities, two local parks, three blocks for servicing corridors, and a walkway as well as a trail between the site and the Fairbairn Street road allowance at Hillside Street.

Peterborough Services Board Strategic Plan update

Council received an update for information from the Peterborough Police Services Board on the Peterborough Police Services Board's 2020-2023 Strategic Plan process.

Police Services Board hired Met Scan to assist with the completion of the 2020-2023 Strategic Plan under the requirements of the new Comprehensive Ontario Police Services Act, 2019. The Act requires the consultants to obtain input from municipal councils as part of developing the Strategic Plan. In June and July 2019, Met Scan provided a survey electronically to members of Council for the City of Peterborough and the townships of Selwyn and Cavan-Monaghan.

Peterborough Petes amending agreement update

Council approved beginning negotiations with the Peterborough Petes on a revised Facility Licence Agreement for the Peterborough Memorial Centre prior to the current agreement's date to be able to begin negotiations.

City staff recommend agreeing to the Petes' request to begin negotiations.

If Council chooses to amend the agreement to permit an early renegotiation of its terms, it would be expected that a full financial and budgetary evaluation of the implications of any changes would be conducted.

The City and Petes amended the agreement in 2017. The increased revenue to the Petes as a result of the changes implemented through the 2017 Amending Agreement was projected to be approximately $350,000 annually. The actual benefit exceeded this amount and was over $400,000 most seasons.

The Peterborough Memorial Centre was running at an operating deficit of $450,000 on average (before annual debt charges) prior to the 2017 Amending Agreement retroactive to the 2016/17 Season. This deficit grew to approximately $700,000 on average annually post 2016, an increase of approximately $250,000 in annual operating deficit over and above the pre-2017 Amending Agreement. The City’s revenues resulting from Petes games based on individual game reconciliations has fallen by approximately $200,000 annually since the 2017 Amending Agreement was put in place. The other $50,000 in annual operating deficit is due mainly to utility and snow plowing increases, offset partially by increased revenues from other events.

In addition to the operating deficit for the Peterborough Memorial Centre, the facility's operating budget includes annual debenture payments in the amount of $947,141.68 implemented in 2003 for the facility renovation for a period of 20 years. The term of the current Facility License Agreement with the Peterborough Petes was set to align with the term for the debenture payments to 2023.

The majority of the changes identified in the 2017 Amending Agreement were items that would create financial incentives to increase attendance and thereby increase shared revenues for both parties in future seasons. It is the opinion of City staff that the original intent of the 2017 Amending Agreement is trending toward achievement since the City’s revenues from Petes games has not fallen by the full amount contemplated and the Petes have been able to realize higher revenues.

Emergency Shelter services

Council approved temporarily using the Community Services building at 210 Wolfe St. as a 24/7 emergency shelter and isolation site to replace the existing Overflow Shelter location.

Starting in May and June, Social Services started looking for other locations to host an emergency shelter as physical distancing requirements during the pandemic are limiting occupancy in the shelters. The risk of increased demand exceeding this capacity on a more regular basis during the winter is significant.

Furthermore, the agreement with Murray Street Church for the Overflow shelter was originally set to expire on October 31. The congregation has provided its approval to remain until December 31, 2020 at this time. The congregation has stated it would reevaluate this date in October again, leaving the long term usage of the Overflow shelter as a risk to the homelessness system. The City has continued to seek alternative locations.

When the City didn't receive any submissions through an Expression of Interest call out, it reviewed various potential locations including Northcrest Arena, Kinsmen Arena, the Mount Community Centre, PCVS, the Armoury, the Townsend Street Public Works building, King George Public School, the Evinrude Centre and the Peterborough Library auditorium.

In addition to the need to provide a 24/7 shelter to replace the Overflow Shelter, the City is continuing to support an isolation system to ensure homeless persons can isolate from the rest of the homeless population during testing or if they show symptoms of COVID-19. As of the end of September 2020, the City did not have any confirmed positive cases of COVID-19 in the shelter system.

It is recommended that the Community Services Building at 210 Wolfe St. be used to serve the homeless population during this temporary unique time period. It allows for the greatest occupancy of any option to meet a surge in demand, is in proximity to other client services, and requires limited capital upgrades to be used for a full 24/7 shelter. This significantly greater bed occupancy capability would alleviate additional system risks of other shelter facilities such as YES or Cameron House needing to close due to a COVID19 outbreak or a sudden lack of staffing. City staff are currently not occupying this building as City policy during the Covid-19 emergency is for those who can perform their work remotely should do so.

Winter maintenance of paved trails

Council approved updating the Winter Service Operations Policy to include the winter maintenance of paved trails, which would reflect the City's current practice of maintaining paved trails during the winter

The update to the City’s policy does not represent a change to the current level of service, but ensures the policy includes a statement for hard surface trails.

Land use designation for 391 Parkhill Rd. W.

Council approved removing the holding symbol from the zoning designation on the property at 391 Parkhill Rd. W. to allow the property to be used for two residential units on full municipal services.

The property is a vacant lot located on the south side of Parkhill Road West, between Park Street North and Donegal Street. It was rezoned in February of 2013 from R.1 – Residential District to R.2 – H-Residential District to permit the use of lands for 2 dwelling units on full municipal servicing, subject to the conveyance of land for future road widening along Parkhill Road West.

The owner has recently conveyed a 3.0m strip of land along the Parkhill Road West frontage, free of encumbrances, and has complied with the condition of removal of the “H” Holding Symbol.

Simcoe Street Parking Garage and Jackson Creek culvert rehabilitation

Parking garage

Council supported appointing Read Jones Christoffersen Ltd. for the design and project management of the structural rehabilitation of the Simcoe Street Parking Garage and the Jackson Creek culvert at a cost of $437,200 plus tax.

The cost of the design and project management will come from already approved project budgets.

The estimated $6-million cost of construction will be recommended as part of the 2021 Draft Capital Budget and is subject to Council approval. If the project is deferred or not approved, the project management component of the work ($304,000 of the $437,200 total) would not be paid as the services would not be provided.

The Simcoe Street Parking Garage was built in 1974. Some rehabilitation work was done in 2002 to 2005. The first phase of a second rehabilitation started in 2015, focusing on replacing deteriorated concrete on structural beams, updating the drainage system, and localized repairs. An updated review in 2017 identified another $2.3 million in work to upgrade and replace the waterproofing system and repair deteriorated concrete in the structure.

The Jackson Creek culvert was in place before the Simcoe Street Parking Garage was built. The garage is on top  of the culvert. Emergency repairs to the culvert were done to preserve the culvert's structural integrity after the 2004 flood. An inspection in 2014 found that the culvert was in poor condition and the inspections in 2016 and 2018 showed further deterioration requiring almost immediate attention. When the City issued a tender for the culvert rehabilitation work in 2018, no bids were received. The rehabilitation would extend the life of the structure by an estimated 20 years.

Courier services for internal delivery of mail and supplies

Council approved extending the contract for internal delivery of mail and supplies for the City of Peterborough and related agencies.

The contract would be extended with Hartnett Transport Ltd. for the period of May 1, 2020 to September 30, 2020 for $27,818 plus tax and contract with Hartnett Transport would then be assigned to Hartrans Cartage Services starting October 1, 2020 for a period of four years and seven months at a cost of $312,737 plus tax.

In April 2015, Council awarded the original contract to Hartnett Transport for a five-year term with an option of one five-year extension. In August 2020, Harnett Transport informed the City it would be cease operations after September 30, 2020. Hartrans Cartage agreed to take over and assume all current contracts from Hartnett Transport as of October 1, 2020.

Enterprise resource planning software implementation

Council approved a status update on Phase 1 of the implementation of the SAP enterprise resource planning software and approved moving ahead with Phase 2 and Phase 3.

Council awarded the contract for implementing the enterprise resource planning software to BlueIT Group in September 2017. The cost for Phase 1 was $6 million.

Phase One of the SAP is the largest software project ever attempted by the City of Peterborough. To get a sense of the size of the project:

  • The software was configured for 5 separate organizations: City of Peterborough, Peterborough Police Service, Peterborough Public Library, Art Gallery of Peterborough and Peterborough and the Kawarthas Economic Development;
  • Configuration included setting up approximately 1,750 general ledger accounts across 330 cost collection areas, 375 capital projects, seven collective bargaining agreements and 30 different employee groups;
  • Over 1,000 different scenarios needed to be tested;
  • System testing generated over 1,600 issues;
  • 90 different sets of master data had to be extracted from the old financial software and loaded into SAP prior to go-live; 
  • Approximately 1,500 staff needed to be set up with access to SAP and given instruction on how to access the system;
  • Over 30 remote training sessions on a variety of topics were held in the weeks leading up to go-live; and
  • Since SAP was activated over 580 support tickets have been submitted to the project team with 85% already being resolved.

Given the size and complexity of the project the implementation has been a success. There have been no significant disruptions to City services during the move to SAP. With the completion of the Phase One we were able to:

  • Migrate a number of key services from out dated software systems to a current Enterprise Resource Planning software system used by a number of other Ontario municipalities including City of Toronto, City of Ottawa, Halton Region, the City of Burlington, the City of Kitchener, the City of Thunder Bay, the City of Barrie, the City of Kitchener, the City of Cambridge, and the City of Richmond Hill;
  • Implement a software system capability of replacing manual, paper-based processes with electronic workflows;
  • Implement a software system that can meet a wide range of requirements from many business areas across the organization, not just those of the Financial Services Division, both now and in the future; and
  • Implement a software system that has recently be upgraded to work with current technology and where the software provider is actively investing in new features for their product.

At the beginning of the project the goal of Phase One was to implement the following functionality:

Accounts Payable;

  • Accounts Receivable;
  • Asset Accounting;
  • Capital Projects;
  • General Ledger;
  • Human Resources Employee Database;
  • Inventory Management;
  • Maintenance Management for Fleet Services;
  • Payroll;
  • Point of Sale for the Tax and Clerks Offices;
  • Portfolio Management; and
  • Purchasing Management.

In addition to the above, the following functionality and features were also able to be implemented at this time:

  • Business Objects Report Tools;
  • Electronic Bank Reconciliation;
  • Electronic Travel and Expense Submission;
  • Electronic Workflow Approvals for Select Processes;
  • Improved System Redundancy/Recovery;
  • SAP is compatible with current technology including Windows 10 and a variety of types of devices;
  • Employee Self Serve Access to the Human Resources Information Management System;
  • Point of Sale for Peterborough Police Services and Peterborough Transit; and
  • Purchasing Card Processing.

While the primary goal of Phase One was to replace our current functionality, Phase Two and Three are about on building on that foundation. The projects that fall under these phases are about implementing new functionality that will improve staff efficiency by replacing manual processes with electronic ones and reducing our software footprint by consolidating out of date software tools into a few key enterprise software systems.

Council supported awarding Phase Two of the SAP Implementation Project to BlueIT Group Inc. at an upset limit of $1,441,400 plus tax and Phase Three of the SAP Implementation Project at an upset limit of $1,463,700 plus tax.

Smart Stormwater Grid Pilot Project application

Council supported applying for funding from the Federation of Canadian Municipalities for a Smart Stormwater Grid Pilot Project.

The Federation of Canadian Municipalities (FCM) pilot project grant will fund 50% of a project's cost, up to a maximum of $500,000. The City's pending 2021 reconstruction project at the Cedargrove stormwater management facility will be expanded to include the proposed work and the additional portion funded through the FCM pilot project grant.

Stormwater has become a major issue as weather patterns become less predictable and more extreme. In the City of Peterborough, heavy winter snowfalls, frequent snowmelt plus rainfall events, intense summer rain events, and combined with increasing population, have made flood mitigation a high priority. The proposed project is located in the Byersville Creek subwatershed. Byersville Creek is an urban cold-water system, which supports Brook Trout, making it a valuable natural asset for the City.

This project will monitor Smart Rain Cistern (SRC) systems, dispersed through an upstream sub-catchment area of the Cedargrove SWMF and installed at the lot level for properties. A maximum of 50 internet-based and real-time monitored home roof SRCs will be provided and installed within an upstream sub-catchment area of the Cedargrove SWMF. Ideally, two cisterns will be installed at 25 properties and participating property owners will receive this equipment valued at about $500 per unit – for a maximum value of about $1000 per household – free of charge. In the unlikely event 25 property owners do not participate the FCM funds can be reallocated to other tasks in the pilot project with FCM approval.

The goal will be to reduce storm runoff by at least 50% during the most common rainfall events.

Crowley Crescent and Valleyview Drive parking restrictions

Council deferred implementing calendar parking on both sides of Crowley Crescent, north of Parkhill Road West, and on Valleyview Drive, from the east leg of Crowley Crescent to west leg of Crowley Crescent to allow for further consultation in the neighbourhood, including with the Masjid Al-Salaam mosque.

On November 12, 2008, City staff received a request to implement calendar parking on Crowley Crescent from Parkhill Road West to Valleyview Drive due to concerns with parked vehicles creating a hazard and reduced road capacity. Typically, calendar parking prohibits parking on one side of the street from the 1st to 15th of the month and on the other side of the street from the 16th to the end of the month. Staff conducted numerous site visits and observed vehicles parking on both sides of Crowley Crescent, with the busiest conditions occurring on Fridays during events at the church located at 784 Parkhill Rd. W. There are approximately 17 parking spaces on the church property. At that time, staff recommended that calendar parking be implemented on a small portion of Crowley Crescent and this occurred under bylaw 09-042.

Since that time, issues with on-street parking within the remaining portions of the subdivision have continued to occur and staff have received a number of complaints regarding parking on both sides of Crowley Crescent and to a lesser extent Valleyview Drive, during peak times at the church.

Since the fall of 2018, Emergency No Parking Signs have been used on Crowley Crescent to control parking during events at the adjacent church, and as a result, complaints have significantly reduced. The majority of residents who responded to a parking survey in 2018 preferred implementation of calendar parking on both sides of Crowley Crescent and Valleyview Drive. Given the success of the temporary measure, and the original survey response results calendar parking is recommended on both sides of Crowley Crescent and Valleyview Drive.

Briarhill Road parking restrictions

Council approved implementing a No Stopping Prohibition on Briarhill Road from 8 a.m. to 9:30 a.m. and 11:30 a.m. to 1:30 p.m. and 3 p.m. to 4:30 p.m. Monday to Friday.

Briarhill Road is a cul-de-sac that dead ends at a walkway serving Westmount Public School. The street is a rural cross section with no sidewalks, nor curb and gutter. The pavement surface is narrow at only 7.5 m in width. No Parking signs are currently in place on Briarhill Road throughout the cul-de-sac and on both sides of the road, however; there have been numerous complaints and safety concerns raised about parking on this street.

The school safety protocols require children up to a certain grade to enter the school yard accompanied by an adult and they also require parents to have eye to eye contact with the yard supervisor before they leave their children in their care. This requires that parents of younger children must park in an appropriate area and walk their child to the school yard. Since Briarhill Road does not have any sidewalks, the parents walking their children to school must walk on the road to do so.

Parents of older children can drop their children off, and the children may exit and walk into the school yard unaccompanied. Due to the convenient location, parents continue to frequently use Briarhill Road as an access point to drop children off at school. While doing so they often block both sides of the roadway, park on the boulevard, or sometimes park in the residential driveways.

The current “No Parking” regulations are not sufficient to completely prohibit this drop off behaviour. Under the Highway Traffic Act (and the City’s Parking By-Law), designating an area for No Parking prohibits parking a vehicle on the street unless the motorist is engaged in the loading or unloading of passengers or merchandise. Enforcement staff can only issue tickets for vehicles that park in such a manner as to block a driveway, block access to a fire hydrant, or park on the grass boulevard.

Quarterly Financial Update Report

Council supported a quarterly financial update report as of June 30, 2020 with highlights of key financial impacts up to that point.

As reported to Council in the series of COVID financial impact reports, the pandemic is having significant financial implications across the Corporation. The overview of key financial highlights shows a projected year-end difference of $5.8 million less in revenue than the City had budgeted to receive this year.

As part of the financial update, City staff recommend that Council pass a by-law authorizing an agreement with the Province for funding from the provincial Municipal Transit Enhanced Cleaning program.

The Ontario Government is providing up to $15 million to 110 municipalities across the province to support enhanced cleaning of municipal public transit systems to keep passengers and employees safe and help reduce the transmission of COVID-19. The City of Peterborough’s allocation is $77,481 which was determined using a modified version of the provincial gas tax funding formula.

Parking Administrative Monetary Penalty System

Council approved setting up an Administrative Monetary Penalty system for parking infractions instead of using the court system to handle parking ticket appeals.

Parking ticket infraction penalties would remain the same - and how people pay parking tickets would be the same.

Instead of using the court system for hearing appeals for parking tickets, the Province allows municipalities to use Administrative Monetary Penalty (AMP) systems with screening officers to consider challenges for tickets and a hearing officer to consider appeals on decisions by screening officers.

Municipalities have had the jurisdiction to establish municipal AMP systems for almost 14 years. Municipal AMP systems are an additional tool to more efficiently and effectively encourage compliance with municipal standards in circumstances where a quasi-criminal Provincial Offences Act (POA) prosecution may be more than what is required. Parking AMP systems are particularly efficient and effective in contrast to POA prosecutions.

The AMP system would include the following aspects:

  • A person who does not pay a parking AMP within 15 days of its date must pay an administrative fee for the City’s search of the records of the Ontario Ministry of Transportation
  • There is no fee for requesting a review of a parking AMP by a Screening Officer or for appealing to a Hearing Officer against a decision of the Screening Officer
  • A person’s obligation to pay a parking AMP and any administrative fees is subject to the person’s right to a review by a Screening Officer and to an appeal to a Hearing Officer
  • A person who requests a review of a parking AMP, elects to meet with a Screening Officer and then does not attend or remain at the meeting with the Screening Officer must pay an administrative fee
  • A person who exercises a right of appeal to a Hearing Officer and then does not attend or remain at the hearing of the appeal must pay an administrative fee
  • The City must refund the amount of any parking AMP or administrative fee that is cancelled or reduced on review or appeal:
  • A parking AMP (as it may be reduced on review or appeal) constitutes a debt to the City
  • A person who does not pay a parking AMP or any administrative fee within 15 days of their due date must pay a late payment fee
  • A person who does not pay a parking AMP or any administrative fee within 30 days of their due date must pay a fee for the City’s notification to the Registrar of Motor Vehicles

Housing and Homelessness Plan: 2019 Progress Report

The Progress Report highlights progress made in 2019 including:

  • 238 low income households received a municipal rent supplement to help pay their rent
  • 20 new affordable rental apartments in development. The total number of affordable units since 2014 is 284
  • 20 low-income homeowners received help for necessary repairs, upgrades, and accessibility modifications to ensure they could stay in their homes
  • 2,844 issuances to help pay for rent and utility arrears, last month’s rent, and other housing costs
  • 4% more shelter beds were used in 2019 than 2018
  • 7 community partners agreed to dedicate resources exclusively to the By-Name Priority List. This means people experiencing homelessness are chosen for housing based on their level of need
  • 29 people were supported by Home for Good Supportive Housing Program
  • 61 people gave feedback on Housing and Homelessness Services through the community partner survey
  • Goal of assisting 200 low and moderate income households with necessary home repairs to remain housed is 88.5% complete
  • 275 persons assisted to move from homelessness into housing

The City is working to:

  • End chronic homelessness by the end of 2025, and 
  • Meet all housing needs” by 2029 by creating 580 supportive housing units for people experiencing chronic homelessness, 2,680 new rental units and 796 new homeownership units.

Meeting these targets requires collaboration across all levels of government and local organizations, and community members, with input from people with lived experience of homelessness. The Housing and Homelessness Plan Working Groups are helping to support and inform the work of the Plan.

2019 Progress Report