test sh

General Committee Meeting Agenda

March 2, 2020 Council Chambers, City Hall

Pages 1.

Open Session - 6:00 p.m.

2.

Opening of Meeting

3.

Thirty Seconds of Reflection

4.

National Anthem

5.

Adoption of minutes: 5.a

January 27, 2020

1-2

5.b

February 3, 2020

3-7

5.c

February 10, 2020

8 - 14

6.

Disclosure of Pecuniary Interest

7.

Consent Agenda for Reports and Communications The following items listed may approved by one common motion.

10.a, 10.b, 10.c, 10.d, 10.e, 11.a

8.

Public Meeting under the Planning Act 8.a

9.

Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Avenue Report IPSPL20-004

15 - 31

Presentations 9.a

Future Ready 5-Year Economic Development Strategy and 2020 Business Plan Report PKED20-002

32 - 54

10.

11.

CAO, Corporate and Legislative Services 10.a

Communications Policies Report CAOCS20-001

55 - 76

10.b

Delegation By-law Report CAO20-001

77 - 96

10.c

By-law to Authorize Borrowing $15,000,000 for 2020 Current Expenditures Report CLSFS20-016

97 - 98

10.d

2019 Investment Report Report CLSFS20-018

10.e

Distribution of Ontario Cannabis Legalization Implementation Funding Report CLSFS20-021

99 - 106

107 - 120

Infrastructure and Planning Services 11.a

Climate Change Initiatives Update Report IPSIM20-003

12.

Other Business

13.

Adjournment

121 - 146

1

Special General Committee Minutes Council Chambers, City Hall January 27, 2020 Present:

Councillor Akapo Councillor Baldwin Councillor Beamer, Chair Councillor Clarke Councillor Parnell Councillor Pappas Councillor Riel Mayor Therrien Councillor Vassiliadis Councillor Wright Councillor Zippel

Staff:

Alan Barber, Associate City Solicitor Sandra Clancy, Chief Administrative Officer Cynthia Fletcher, Commissioner of Infrastructure and Planning Services Richard Freymond, Commissioner of Corporate and Legislative Services Ken Hetherington, Chief Planner John Kennedy, City Clerk Sheldon Laidman, Commissioner of Community Services Sue Warrington, Arena Division Manager Brendan Wedley, Manager of Communication Services

Closed Session - Sutherland Room, 5:30 p.m.

Resolution to meet in Closed Session Moved by Councillor Clarke That Committee move into Closed Session to discuss one item under Section 239(2)(e) Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality - LPAT Hearing Update.

Carried

Open Session Committee reconvened in Open Session in Council Chambers at 5:48 p.m.

Declaration of Pecuniary Interest There were no Declarations of Interest.

1

2 General Committee Meeting Minutes of January 27, 2020 Report of Closed Session Moved by Councillor Baldwin That, respecting the properties outlined in the report, staff be authorized to proceed as outlined in closed session Report IPSPL20-003 dated January 27, 2020 of the Commissioner of Infrastructure and Planning Services.

Carried

Adjournment Moved by Mayor Therrien That Committee adjourn the meeting at 5:49 p.m.

Carried

_________________________ John Kennedy City Clerk

_________________________ Councillor Beamer Chair

2

3

General Committee Minutes Council Chambers, City Hall February 3, 2020 Present:

Councillor Akapo Councillor Baldwin Councillor Beamer, Chair Councillor Parnell Councillor Pappas Councillor Riel Mayor Therrien Councillor Vassiliadis Councillor Wright Councillor Zippel

Regrets:

Councillor Clarke

Staff:

Cynthia Fletcher, Commissioner of Infrastructure and Planning Services Richard Freymond, Commissioner of Corporate and Legislative Services Ken Hetherington, Chief Planner John Kennedy, City Clerk Sheldon Laidman, Commissioner of Community Services Rob Anderson, Policy Analyst/Recreation Coordinator Karen Rennie, Manager of Arts, Culture and Heritage David Potts, City Solicitor/Manager of Legal Services Erik Hanson, Heritage Resources Coordinator Brendan Wedley, Manager of Communication Services

Opening of Meeting The General Committee meeting was called to order at 6:01 p.m. in the Council Chambers, City Hall.

Adoption of minutes Moved by Councillor Vassiliadis That the General Committee minutes of January 20, 2020 be approved.

Carried Disclosure of Pecuniary Interest No members made any disclosures at this time.

1

4 General Committee Meeting Minutes of February 3, 2020 Consent Agenda for Reports and Communications Moved by Councillor Wright That items 8.b, 9.b and 9.c be approved as part of the consent agenda.

Carried Community Wellbeing Plan Report CSSS20-002 Moved by Councillor Wright That Council approve the recommendation outlined in Report CSSS20-002, dated February 3, 2020 of the Community Services Commissioner, as follows: That the Community Wellbeing Plan be considered by Council in establishing priorities to improve the quality of life for all residents.

Carried Proposed Telecommunication Structure - 1040 Lansdowne Street West Report IPSPL20-002 Moved by Councillor Wright That Council approve the recommendations outlined in Report IPSPL20-002 dated February 3, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: a)

That Innovation Science and Economic Development Canada be advised that the proposal for a telecommunication structure by Rogers Communications Inc. at 1040 Lansdowne Street West has been circulated in accordance with the City of Peterborough’s Telecommunications Structures Policy and Procedure; and

b)

That Innovation Science and Economic Development Canada be further advised that the proposal for a telecommunications structure at 1040 Lansdowne Street West has generated some concerns, which the applicant has addressed as documented by SpectraSite Inc. and summarized in Exhibit ‘D’ of Report IPSPL20-002

Carried

2

5 General Committee Meeting Minutes of February 3, 2020 Workplan and Timelines for the review of Waste Management Options for the Future Report IPSES20-005 Moved by Councillor Wright That Council approve the recommendation outlined in Report IPSES 20-005 dated February 3, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: That the report be received for information.

Carried Presentations Peterborough Regional Health Centre Presentation Report CLSCLK20-002 Moved by Councillor Parnell That Council approve the recommendation outlined in Report CLSCLK20-002 dated February 3, 2020, of the City Clerk, as follows: That the presentation from the Peterborough Regional Health Centre be received for information.

Carried PKED 2019 Fourth Quarter Metrics Report PKED20-001 Moved by Councillor Baldwin That Council approve the recommendation outlined in Report PKED20-001 dated February 3, 2020 of the Board Chair and President & CEO of Peterborough & the Kawarthas Economic Development, as follows: That Report PKED20-001 and supporting presentation, providing the Peterborough & the Kawarthas Economic Development 2019 Fourth Quarter Metrics be received Carried

3

6 General Committee Meeting Minutes of February 3, 2020 Municipal Parks and Open Space Study Final Report Report CSRS20-003 Moved by Councillor Parnell Mayor Therrien left the meeting at 7:30 p.m. and returned at 733 p.m.

That Council approve the recommendations outlined in Report CSRS20-003 dated February 3, 2020, of the Commissioner of Community Services as follows: a)

That a presentation by Mr. Brian Basterfield from Basterfield and Associates Inc., and Mr. Robert Lockhart from RETHINK Group be received as a final update on the Municipal Parks and Open Space Study;

b)

That the Assessment of Parks and Open Spaces document (Appendix C), and the Park Development Standards document (Appendix D), as attached to this report be adopted in principle, and be used to develop policies and guide priorities related to the development of municipal parks and open space.

Carried Review of Demolition Proposal at 107 Park Street North Report CSACH20-001 Moved by Mayor Therrien That Council approve the recommendation outlined in Report CSACH20-001, dated February 3, 2020, of the Commissioner of Community Services, as follows: That, pursuant to the requirements of the Ontario Heritage Act as it pertains to properties listed on the City’s Heritage Register, the recommendation of the Peterborough Architectural Conservation Advisory Committee (PACAC) that the smokestack located at 107 Park Street N (former CGE plant) be approved for demolition.

Carried Proposed Telecommunication Structure - 1562 Sherbrooke Street Report IPSPL20-001 Moved by Councillor Wright That Council approve the recommendations outlined in Report IPSPL20-001 dated February 3, 2020, of the Commissioner of Infrastructure and Planning Services, as follows:

4

7 General Committee Meeting Minutes of February 3, 2020 a)

That Innovation Science and Economic Development Canada (ISED) be advised that the proposal for a telecommunication structure by Rogers Communications Inc. at 1562 Sherbrooke Street has been subject to the City of Peterborough’s Telecommunications Structures Policy and Procedure; and

b)

That Innovation Science and Economic Development Canada be further advised that the proposal for a telecommunications structure at 1562 Sherbrooke Street has generated some concerns, which the applicant has addressed as documented by SpectraSite Inc. and summarized in Exhibit E of Report IPSPL20-001

Carried Other Business There were no items of Other Business Adjournment Moved by Mayor Therrien That this meeting of City Council adjourn at 7:53 p.m.

Carried

_________________________ John Kennedy City Clerk

_________________________ Councillor Beamer Chair

5

8

General Committee Minutes Council Chambers, City Hall February 10, 2020 Present:

Councillor Akapo Councillor Baldwin Councillor Beamer, Chair Councillor Parnell Councillor Pappas Councillor Riel Mayor Therrien Councillor Vassiliadis Councillor Wright Councillor Zippel

Regrets:

Councillor Clarke

Staff:

Ellen Armstrong, Manager of Social Services Sandra Clancy, Chief Administrative Officer Cynthia Fletcher, Commissioner of Infrastructure and Planning Services Richard Freymond, Commissioner of Corporate and Legislative Services John Kennedy, City Clerk Sheldon Laidman, Commissioner of Community Services Yvette Peplinskie, Manager of Financial Services David Potts, City Solicitor/Manager of Legal Services Brendan Wedley, Manager of Communication Services

Closed Session - 5:30 p.m., Sutherland Room Resolution to meet in Closed Session Moved by Councillor Pappas That Committee move into Closed Session to discuss one item under Section 239(2)(d) Labour relations or employee negotiations.

Carried

Open Session - 6:00 p.m. Council Chambers Opening of Meeting The City Council meeting was called to order at 6:00 p.m. in the Council Chambers, City Hall.

1

9 General Committee Meeting Minutes of February 10, 2020 Disclosure of Pecuniary Interest Councillor Zippel declared a conflict with CLSCLK20-004 as she is the co-owner of a business that consults to the nuclear industry.

Report of Closed Session Collective Bargaining Report CLSHR20-001 Moved by Mayor Therrien That Council direct staff to proceed as outlined in Closed Session Report CLSHR20-001 dated February 10, 2020, of the Commissioner of Corporate and Legislative Services respecting the collective bargaining process.

Carried

Consent Agenda for Reports and Communications The following items listed may approved by one common motion.

Moved by Councillor Akapo That items 12.a and 12.b, be approved as part of the consent agenda.

Carried Creation of a Capital Project for IFAS Replacement and Allocation of the 2020 Ontario Community Infrastructure Fund Report IPSES20-009 Moved by Councillor Akapo That Council approve the recommendations outlined in Report IPSES20-009 dated February 10, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: a)

That a $3,560,000 Capital Project be created in the 2020 budget for the Integrated Fixed Film Activated Sludge Replacement (IFAS) Project funded as follows: i)

$417,277 – Investing in Canada Infrastructure - Green Stream

ii)

$2,240,654 – 2020 Ontario Community Infrastructure Fund allocation

iii)

$902,069 – Wastewater Reserve Fund

2

10 General Committee Meeting Minutes of February 10, 2020 b)

That if the Investing in Canada Infrastructure – Green Stream funding application is successful, the Mayor and Clerk be authorized to sign the Investing in Canada Infrastructure – Green Stream transfer payment agreement between Her Majesty the Queen in Right of Ontario and The Corporation of the City of Peterborough in a form acceptable to the Commissioner of Infrastructure and Planning Services and the City Solicitor.

Carried Creation of a Capital project to improve the Rotary Greenway Trail Connections and Disbursement of Tollington Trust Report IPSTR20-004 Moved by Councillor Akapo That Council approve the recommendations outlined in Report IPSTR20-004 dated February 10, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: a)

That a 2020 capital project for Multi-Use Trails be established;

b)

That $120,000 be allocated from the 2017 – 2018 Tollington Trust disbursement to the 2020 Multi-Use Trail project to improve connections to the Rotary Greenway Trail, as illustrated in Appendix A; and

c)

That the uncommitted balance of $30,000.00 from the 2018 Multi-Use Trails capital account (2018 Project Reference 5-5.01) be transfer to the 2020 Multi-Use Tail project.

Carried

Peterborough Public Health Regarding Uranium Processing Report CLSCLK20-004 Dr. Salvaterra, Medical Officer of Health, provided a presentation on health issues surrounding uranium processing.

Due to her previously declared conflict, Councillor Zippel did not discuss or vote on this item.

Moved by Councillor Pappas a)

That the presentation from the Medical Officer of Health be received for information; and,

3

11 General Committee Meeting Minutes of February 10, 2020 b)

c)

That the City of Peterborough send a letter to the Canadian Nuclear Safety Commission and MP Monsef supporting the Medical Officer of Health recommendations identified in her January 27, 2020 correspondence to the Canadian Nuclear Safety Commission, as follows: i)

That BWXT implement a comprehensive environmental monitoring program to provide sufficient data to assess the full extent of uranium and beryllium emissions in the surrounding area prior to any decision regarding renewal of licence and the addition of pelleting at the Peterborough site.

ii)

That the BWXT Peterborough facility retain the services of an independent, neutral third party for soil, water, and air testing for Uranium and Beryllium, as an appropriate, and publicly share all reports and test results in their entirety; and

iii)

That the BWXT Peterborough facility establish a Community Liaison Committee (CLC) in Peterborough, similar to that which has been established in Toronto, and

That the Medical Officer of Health be asked to review the data once the conditions outlined in her intervention letter are satisfied and report back to Peterborough Public Health.

The motions were separated for vote.

Upon recommendation a), the motion carried.

Upon recommendation b), the motion carried.

Upon recommendation c), the motion carried.

COPHI Board Presentation Regarding Investing Proceeds from Sale of Peterborough Distribution Inc. Report CLSFS20-014 Moved by Councillor Riel That Council approve the recommendation outlined in Report CLSFS20-014 dated February 10, 2020, of the Commissioner of Corporate and Legislative Services, as follows:

4

12 General Committee Meeting Minutes of February 10, 2020 That Council receive the presentation from representatives of the City of Peterborough Holdings Inc. Board regarding investing the proceeds from the sale of Peterborough Distribution Inc. to Hydro One. Carried The Mayor left the meeting at 8:07 p.m. and returned at 8:08 p.m.

ONE Investment Presentation Regarding Investing Proceeds from Sale of Peterborough Distribution Inc. Report CLSFS20-013 Moved by Councillor Baldwin That Council approve the recommendation outlined in Report CLSFS20-013 dated February 10, 2020, of the Commissioner of Corporate and Legislative Services, as follows: That Council receive the presentation from ONE Investment regarding investing the proceeds from the sale of Peterborough Distribution Inc. to Hydro One. Carried Appointments to the Peterborough Housing Corporation Board and the Arts, Culture and Heritage Advisory Committee Councillor Wright left the meeting at 9:15 p.m. and returned at 9:17 p.m.

Report CLSCLK20-003 Moved by Councillor Riel The Chair separated the motions for vote.

That Council approve the recommendations outlined in Report CLSCLK20-003, dated February 10, 2020, of the City Clerk, as follows: a)

That Emily Hunt be appointed to the Peterborough Housing Corporation Board of Directors for a term of 3 years; and

At the meeting of February 10, 2020 Committee amended the motion as follows: That recommendation a) be deferred b)

That Kady Denton be appointed to the Arts, Culture and Heritage Advisory Committee for a term to end in November 2022.

Carried

5

13 General Committee Meeting Minutes of February 10, 2020 Renewal of Tri-Party Funding Agreement with the County of Peterborough and Peterborough Family Health Team for Physician Recruitment and to Appoint a Member of Council to the Recruitment Task Force Report CLSFS20-015 Moved by Councillor Vassiliadis That Council approve the recommendations outlined in Report CLSFS20-015, dated February 10, 2020, of the Commissioner of Corporate and Legislative Services, as follows: a)

That the Mayor and City Clerk be authorized to execute a Funding Agreement with the County of Peterborough and the Peterborough Family Health Team to provide Physician Recruitment for a term and in a form acceptable to the Commissioner of Corporate and Legislative Services and the City Solicitor and substantially in the form attached as Appendix A to Report CLSFS20-015; and

b)

That at the Mayor’s recommendation, Councillor Akapo be appointed to the Recruitment Task Force, for a 9-month term ending November 30, 2020.

Carried Emergency Shelter and Homelessness Support Services Funding Report CSSS20-001 Moved by Mayor Therrien That Council approve the recommendations outlined in Report CSSS20-001, dated February 10, 2020, of the Commissioner of Community Services, as follows: a)

That Staff be directed to extend the terms of the current service agreement with Brock Mission in the amount of $1,055,400 for the period April 1, 2020 to March 31, 2021.

b)

That staff be directed to extend the terms of the current service agreement with the YES Shelter for Youth and Families for Emergency Shelter Services in the amount of $592,900 for the period April 1, 2020 to March 31, 2021.

c)

That staff be directed to extend the terms of the current service agreement with Four Counties Addictions Services for Homelessness Support Services in the amount of $150,900 for the period April 1, 2020 to March 31, 2021.

Carried

6

14 General Committee Meeting Minutes of February 10, 2020 Other Business Brookfield Residential Moved by Councillor Parnell That the letter dated January 13, 2020 from Brookfield Residential, requesting a meeting between the City, Township and land owners to discuss annexation and methods of achieving the goal of adding additional employment and residential lands to meet the requirements of population and employment growth as outlined in the Growth Plan, be received by Council and referred to staff for a report back to Council.

Carried Public Works Yard Moved by Councillor Pappas That staff provide a report on the future plans of the Public Works Yard on Townsend Street.

Carried

Adjournment Moved by Councillor Wright That this meeting adjourn at 9:49 p.m.

Carried

_________________________ John Kennedy City Clerk

_________________________ Councillor Beamer Chair

7

15

To:

Members of the General Committee

From:

Cynthia Fletcher Commissioner of Infrastructure and Planning Services

Meeting Date:

March 2, 2020

Subject:

Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Avenue

Purpose A report to evaluate the planning merits of amending the Official Plan and Zoning By-law to facilitate the use of the lands for high density, multi unit residential (100 units) use with a maximum building height of 8 storeys and a combination of surface and underground parking facilities.

Recommendations That Council approve the recommendations outlined in Report IPSPL20-004 dated March 2, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: a)

That Schedule ‘E’ – Residential Density of the Official Plan, as it relates to the properties known as 854, 860 and 870 Clonsilla Avenue, be amended to ‘High Density Residential’ in accordance with the draft amendment, attached as Exhibit ‘D’ to Report IPSPL20-004;

b)

That the Zoning By-law be amended to add Exception 329 to Section 3.9, to prescribe site specific regulations in accordance with the draft amendment attached as Exhibit ‘E’ to Report IPSPL20-004; and

c)

That the subject properties be rezoned from the R.1, R.2 – Residential District to the R.5-329 - Residential District in accordance with Exhibit ‘E’ attached to Report IPSPL20-004.

16 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 2

Budget and Financial Implications There are no direct budget or financial implications arising from the approval of this application.

Background The subject properties are located on the south east corner of the intersection of Clonsilla Avenue and Webber Avenue. The area is comprised of a mix of residential, commercial and public service uses. The residential uses in the area range from low and medium density single unit and small-scale walk up apartment buildings and townhomes to the south and east to high density multi-unit apartment buildings to the north and northeast along the Clonsilla Avenue corridor.

The property is approximately 1.1ha. (2.7 ac.) in size and currently supports two single unit detached dwellings with accessory structures, driveways and parking areas. The applicant acquired the lands in 2017 and proposes to redevelop the property by replacing the three single unit dwellings (1 demolished, 2 to be demolished) with a high density, multi-unit residential development with:   

a maximum of up to 100 units and a maximum building height of 8 storeys and a combination of surface and underground parking facilities.

The existing R.1, R.2 – Residential Zoning District was assigned to the lands in 1972 via the passage of the 1972 Comprehensive Zoning By-law. Beginning in the late 1970’s, the zoning of the lands in the area stretching along both sides of Clonsilla Avenue, west of The Parkway transitioned to permit higher density residential uses in addition to commercial and public service uses. In 2009 via Official Plan Amendment 142, Clonsilla Avenue was recognized in the City’s Schedule A-1 (City Structure) as an ‘intensification corridor’, intended to accommodate a significant portion of the City’s residential growth, in accordance with the 2006 Provincial Growth Plan.

The application was accompanied by a Functional Servicing Review, Tree Inventory, Traffic Impact Study, Noise Impact Study, Conceptual Landscape Plan, Building Elevations, Planning Justification Report and Conceptual Site Plan. Further to the circulation of the application with the accompanying documents, the applicant also provided Concept Visualizations of the revised concept site plans to assess the impact of the proposed development to the streetscape and in relation to the surrounding neighbourhood. Additional meetings with Planning Staff to address comments received from the agency circulation resulted in the changes to the concept site plan and refinement of the application.

17 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 3

A Public Open House was hosted by the applicants on August 28, 2019 at St. Alphonsus Liguori Church Hall, providing an overview of the original proposal with concept renderings and the concept site plan. Approximately 30 people attended the Open House and the applicant responded to questions of those in attendance. Concerns regarding the management of traffic on Wentworth Street and Webber Avenue, increased traffic on Clonsilla Avenue and Webber Avenue and unsafe pedestrian conditions on Clonsilla Avenue were expressed by several neighbours in attendance and further via an email on behalf of the Condominium Board at 861 Wentworth Street. There was also concern expressed regarding the proposed height and massing of the building and its proximity to the easterly lot line.

The applicant has worked with Planning Staff to maximize the building setbacks proposed along the east and south lot lines. This increased setback is intended to address concerns regarding the adequate buffering from the adjacent lower density residential uses, in addition to ensuring an appropriate relationship between the building and both Clonsilla Avenue and Webber Avenue. As a result of the modifications to the concept site plan, the applicant has submitted a revised plan to reduce the overall footprint of the building, reduce the amount of hard surface area and increase the setbacks of the proposed building from the property lines.

Analysis a)

Official Plan

The lands are designated ‘Residential’ on Schedule ‘A’ – Land Use and located within the Built Boundary and within the Intensification Corridor along Clonsilla Avenue on Schedule A-1 – City Structure. The application proposes to amend Schedule ‘E’ – Residential Density to extend the High-Density Residential designation across Clonsilla Avenue to include the subject lands.

The policies related to the Intensification Corridors encourage appropriate intensification within the Built Boundary of the City, in locations where capacity exists or can readily be improved within the infrastructure, and where additional development can be compatibly integrated with existing built form, land use patterns, natural heritage features and natural hazards. Intensification is encouraged along identified Intensification Corridors as identified on Schedule A-1, City Structure.

The Residential policies of the Official Plan “encourage residential intensification to increase the supply of housing through better use of existing resources, buildings and under-utilized sites” as noted in Section 4.2.1.2 of the Official Plan (Residential Objectives).

18 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 4

The subject property is situated within the Clonsilla Avenue Intensification Corridor and is considered to be underutilized land within a previously developed area. The proposed redevelopment of the lands to support up to 100 units would result in a density of approximately 90 units/ha., within the density range contemplated under the High Density Residential range of 75 to 110 dwelling units per hectare and contemplated with the City’s current Official Plan along intensification corridors.

A Noise Impact Study was submitted with the application to assess potential noise from adjacent roads - Clonsilla Avenue, Webber Avenue, The Parkway and Lansdowne Street West, as well as stationary noise sources in accordance with Provincial Guidelines.

Based on the results of the assessment, Cambium Inc. recommends specific measures related to layout of equipment and building features including window types, balconies and HVAC equipment to be addressed at the building detailed design stage. In addition, it is recommended that noise warning clauses, which is a typical measure used to make residents aware of potential noise sources, be introduced to any lease arrangements with tenants.

Development applications, including Official Plan and Zoning By-law Amendment applications must address the provisions of Section 4.2.5.6 and 4.2.5.7 of the Official Plan which includes the requirement for a concept site plan and building perspective, with sufficient details related to the massing and conceptual design and relationship to the streets and surrounding neighbourhood. The adequacy of municipal servicing, implications of traffic generation, provision of amenities, proximity to schools, parks and recreation areas, adequate buffering, parking and landscaping, and proximity or presence of significant natural/environmental features should all be considered in the evaluation of the proposed amendment. In addition, the property is located within the Built Boundary.

Lands within the Built Boundary are intended to facilitate a significant portion of growth representing a minimum of 50% of the housing units within Peterborough, approved annually.

The introduction of 100 new units is proposed to complement the existing high and medium density development of lands in the area. The traffic study supports the intensification of the land use to introduce new dwelling units with adequate parking, to be provided on the surface and underground. Access to the parking areas is proposed along Webber Avenue at the south end of the site. A pick-up/drop off area is also proposed along the Webber Avenue frontage, closer to Clonsilla Avenue. The Transportation Division recognizes the existing background traffic volume in the area and related operational challenges as expressed by the neighbours through the public consultation of this application. The traffic study submitted with the application confirms that the proposed development will contribute to the background traffic along the Clonsilla Avenue corridor, however, does not trigger the need for mitigative measures such as turning lanes along Clonsilla Avenue. Transportation staff agree with the conclusions of the traffic study. The Transportation Division has noted, however, that the City is proposing to undertake an operational review of Clonsilla Avenue to examine potential improvements to address existing operations and to support future development along

19 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 5

Clonsilla Avenue. It is not expected that this particular development would be required to deal with the overall traffic issues of Clonsilla Avenue. The revised concept site plan increases the proposed setback from the centreline of Clonsilla Avenue from 16.1m from the centreline to a minimum of 20.5m to allow the City to protect for a 36m ultimate rightof-way along Clonsilla Avenue with a 2.0m setback from the future property line.

Adequate sanitary and stormwater services exist to support the proposed development.

The developer will be required to address downstream capacity issues with a financial contribution towards a downstream solution at Site Plan Approval stage. Stormwater management details and Low Impact Development techniques will be refined at Site Plan Approval stage via detailed design.

The proposed residential development will be serviced by municipal servicing, in close proximity to schools, parks and public transit, conforms to the policies of the Official Plan and is compatible with the neighbouring uses. b)

Zoning By-law

The property is currently zoned R.1, R.2 – Residential District permitting low density residential uses. The proposed use of the lands to permit up to 100 residential units, requires an amendment to the Zoning By-law.

The submission is accompanied by necessary studies and analysis to ensure conformity with the Official Plan policies. Site specific regulations are proposed in the draft Zoning Amendment attached as Exhibit ‘E’ to Report IPSPL20-004 with regard to minimum lot area, minimum building setbacks, maximum building height, minimum distance between parking, driveway and vehicle movement areas and windows to habitable rooms, and area required for parking and landscaping to accommodate the proposed development.

The Concept Site Plan submitted with the application and refined by the applicant, illustrates the ability of the property to support the minimum parking requirements of the Zoning By-law for the proposed residential units.

The applicant proposes to amend the Zoning of the subject lands to permit the development for multi unit residential development within an 8 storey building, oriented toward the intersection and in close proximity to the street line for Clonsilla Avenue and Webber Avenue. The applicant has revised the concept site plan to reduce the size of the footprint of the building and proposes to step the 7th and 8th storeys of the building on each end to provide a transition in the massing of the building. The proposed setback of the building relative to the easterly and southerly lot lines is also increased in the revised proposal to provide a greater separation and improved massing transition to the adjacent low-density lands.

20 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 6

In order to ensure compliance with the concepts identified in the revised plan, Planning Staff are recommending an increased setback from the southerly lot line to a minimum setback distance of 6m per storey; and maintenance of the standard minimum setback of 3m per storey from the easterly side lot line. The proposed stepping of the building will be achievable with the revised setback requirements, based on the height of the building relative to the lot lines. A revised setback provision of 6m from the southerly lot line is therefore required to be included in the site-specific regulations included in the draft amendment.

The proposed Zoning By-law Amendment as attached in Exhibit ‘E’ to Report IPSPL20-004 will introduce site-specific regulations for the lands that will the proposed new development (revised) as follows: Regulation

Proposed

Minimum lot area per dwelling unit

110 m2

Minimum building setback from southerly side lot line:

6m per storey

Maximum number of storeys

8

Maximum Lot Coverage by open parking, driveways and vehicle movement areas

40%

Minimum distance between parking, driveway and vehicle movement areas and windows to habitable rooms Minimum setback of building to centreline of Clonsilla Avenue c)

1.8 m

20.5 m

Site Plan Approval

Subsequent to Zoning Approval, the proposal will also be subject to Site Plan Approval prior to issuance of a Building Permit. Any residential development containing more than four (4) dwelling units is subject to Site Plan Approval. Approval of the Site Plan related to the proposed development of the lands for more than fifty (50) units requires Council Approval. Site Plan Approval will address the details related to the location of parking, driveways, lighting, landscape treatment and buffering.

It is recommended that the following site-specific details be considered as part of the Site Plan Approval process related to servicing, noise mitigation and tree planting:

21 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 7

1.

Include provisions in the Site Plan Agreement to require implementation of the recommendations of the Noise Study, prepared by Cambium Inc., dated 2019-0403.

2.

Include provisions in the Site Plan Agreement to require a contribution to the upgrading of the identified downstream servicing improvement, based on proportionate flows.

3.

Include provisions in the Site Plan Agreement for tree compensation, based on the former tree canopy on the subject lands.

4.

Include provisions in the Site Plan Agreement to address downstream erosion and sediment control of the Wentworth Street stormwater pond.

Response to Notice a)

Significant Agency Responses:

Agency circulation was issued on April 26, 2019.

The City’s Infrastructure Management Division has no objection to the proposed Official Plan and Zoning Amendment request subject to the payment of cash in lieu of parkland, and contribution toward upgrades of identified downstream sanitary service improvement requirements as detailed by the City’s Development Engineer. Additional comments were forwarded to the Applicant for future consideration at the Site Plan Approval stage related to stormwater management and requirement for a 2.1m road widening across Clonsilla Avenue with a 0.305m reserve; a 5.0m by 12.0m daylighting triangle at the northwest corner of the site (12.0m measured along Clonsilla Avenue).

The City’s Development Engineer provided comment on the Functional Servicing Report and General Comments to be considered at the detailed design stage and reflected in the Site Plan. The applicant is advised that a contribution to the upgrading of the identified downstream servicing improvement, based on proportionate flows, will be required as a condition of site plan approval. The Development Engineer further recommends that the future landscape plan provide for planting of trees and shrubs at the base of the proposed retaining wall on the south side of the property at time of Site Plan Approval. Quality and quantity of stormwater is to be reviewed in detail at the Site Plan Approval stage with some form of pre-treatment of the bioretention facility. The applicant is also referred to the City of Peterborough Engineering Design Standards for specific Site Plan submission requirements, including the updated Low Impact Development requirements.

The City’s Transportation Division provided comments to the applicant related to the review of the Traffic Impact Study. Concerns related to the trip distribution assumptions used in the study were expressed, particularly with respect to the usage patterns of future

22 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 8

residents and anticipating higher volume to and from the west. The Transportation Division agrees with the conclusions of the traffic study and is concerned about the cumulative impact of development and background traffic increase in the area. The Transportation Division is proposing to undertake an operational review of Clonsilla Avenue to examine potential improvements to address existing operations and to support future development along Clonsilla Avenue. There was additional concern expressed regarding the proposed reduced building setback of 16.1m from the centreline of Clonsilla Avenue as expressed in the initial application. Since the receipt of the comments, the applicants have revised the application to increase the proposed building setback to 20.5m from the centreline of Clonsilla Avenue to allow the City to protect for a 36m ultimate right-of-way with a 2.0m setback from the future property line, in keeping with the request of the City’s Transportation Division.

Peterborough Utilities Group indicate that the owner will need to contact PDI for electric service to the new building. A pad mounted transformer is required and depending on the building load calculation, the overhead lines along Clonsilla Avenue may need to be converted in order to service this development. The costs of this expansion will be calculated using the Ontario Energy Board Distribution System Code Appendix B. A minimum 4m horizontal separation will be required from the PDI-owned overhead lines along Clonsilla Avenue to the building. If electric heat is provided in rental units, then the electric heat has to be metered separately from the renter’s meter. From a water perspective, if the proposed development requires a larger water service, any existing water services are required to be decommissioned by PUC at the cost of the owner.

Development charges are applicable.

The City’s Urban Forest Technologist indicated that the trees were removed from the site without notification to the City under the Tree Notification By-Law 19-042. City Staff recommend that compensation be agreed to through the site plan agreement and landscape plans.

Curve Lake First Nation provided comment and request for additional information. The applicant responded with information and the review fee. No further comments have been received to date.

No further agency has expressed any significant concerns or requests with respect to the proposed rezoning of the subject property. b)

Summary of Public Responses:

The applicants held an Open House related to the proposed amendments on August 28, 2019. Approximately 30 people attended the Open House in addition to the applicants’, consulting Planner, City Planning Staff and Ward Councillors. Comments and questions were largely related to traffic, building massing and building location on the site. There was also interest expressed in the units for some area residents looking to downsize.

23 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave.

Page 9

Written comments were received on behalf of the Condominium Board at 861 Wentworth Street expressing concern about increased traffic on Wentworth Street, Webber Avenue; speed limits on Clonsilla Avenue and the lack of safe pedestrian crossing; on street parking on Webber and Wentworth close to Clonsilla Avenue; and the increased use of Wentworth Park with limited facilities.

No further written comments have been received as of February 5, 2020.

Submitted by,

Cynthia Fletcher Commissioner of Infrastructure and Planning Services Contact Names: Ken Hetherington Manager, Planning Division Phone: 705-742-7777, Ext. 1781 Toll Free: 1-855-738-3755 Fax: 705-742-5218 E-mail: khetherington@peterborough.ca Caroline Kimble Land Use Planner Phone: 705-742-7777, Extension 1735 Toll Free: 1-855-738-3755 Fax: 705-742-5218 E-mail: ckimble@peterborough.ca Attachments: Exhibit A – Land Use Map Exhibit B – Revised Concept Site Plan Exhibit C – Concept Renderings Exhibit D - Draft Official Plan Amendment Exhibit E – Draft Zoning By-law Amendment

24 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 10 Exhibit A, Land Use Map, Page 1 of 1

25 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 11 Exhibit B, Revised Concept Site Plan, Page 1 of 1

26 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 12 Exhibit C, Concept Renderings, Page 1 of 1

27 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 13

Exhibit D – Draft Official Plan Amendment, Page 1 of 2

The Corporation of the City of Peterborough By-Law Number 20Being a By-law to Adopt Amendment Number to the Official Plan of the City of Peterborough for the properties known as 854, 860 and 870 Clonsilla Avenue

The Corporation of the City of Peterborough by the Council thereof hereby enacts as follows: Schedule ‘E’ – Residential Density of the Official Plan of the City of Peterborough is hereby amended by changing the designation of the subject lands to ‘High Density Residential’ in accordance with Schedule ‘A’ attached hereto.

By-law read a first, second and third time this day of , 2020.

Diane Therrien, Mayor

John Kennedy, City Clerk

28 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 14

Exhibit D – Draft Official Plan Amendment, Page 2 of 2

29 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 15 Exhibit E, Draft Zoning By-law Amendment, Page 1 of 3

The Corporation of the City of Peterborough By-Law Number 20Being a By-law to amend the Zoning By-law for the lands known as 854, 860 and 870 Clonsilla Avenue

The Corporation of the City of Peterborough by the Council thereof hereby enacts as follows: 1.

That Section 3.9 – Exceptions, be amended to add the following: “.329 Notwithstanding the provisions of this By-law to the contrary, the following shall apply: Minimum lot area per dwelling unit

110 m2

Minimum building setback from southerly side lot line:

6m per storey,

Maximum number of storeys

8

Maximum Lot Coverage by open parking, driveways and vehicle movement areas

40%

Minimum distance between parking, driveway and vehicle movement areas and windows to habitable rooms Minimum setback of building to centreline of Clonsilla Avenue

1.8 m

20.5 m

30 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 16 Exhibit E, Draft Zoning By-law Amendment, Page 2 of 3 2.

That Map 16 forming part of Schedule “A” to By-law 97-123, is amended by changing the area shown on the sketch attached hereto as Schedule ‘A’ from R.1,R.2 – Residential District to R.5-329 – Residential District.

By-law read a first, second and third time this

Diane Therrien, Mayor

John Kennedy, City Clerk

day of

, 2020.

31 Report IPSPL20-004 Official Plan and Zoning By-law Amendment for 854, 860 and 870 Clonsilla Ave. Page 17 Exhibit E, Draft Zoning By-law Amendment, Page 3 of 3

32

To:

Members of the General Committee

From:

Dana Empey, Board Chair Rhonda Keenan, President & CEO Peterborough & the Kawarthas Economic Development

Meeting Date:

March 2, 2020

Subject:

Report PKED20-002 Future Ready 5-Year Economic Development Strategy and 2020 Business Plan

Purpose A report to share Peterborough & the Kawarthas Economic Development’s Future Ready 5Year Economic Development Strategy, as well as an overview of the 2020 Business Plan.

Recommendations That Council approve the recommendations outlined in Report PKED20-002 dated March 2, 2020 of the Board Chair and President & CEO of Peterborough & the Kawarthas Economic Development as follows: a) That the Peterborough & the Kawarthas Economic Development Future Ready - 5-Year Economic Development Strategy and 2020 Business Plan and presentation be received for information. b) That Peterborough & the Kawarthas Economic Development work with City and County Chief Administrative Officers to complete a quarterly reporting template and metrics to report activities to City and County Councils in 2020.

Budget and Financial Implications All identified activities can be delivered through the current budget; however, additional funding programs continue to be explored to amplify these projects throughout 2020.

Additional funding received to augment the 2020 budget cycle:    

Community Futures Peterborough (Ag Distribution feasibility study) RTO8 (Tourism Destination Development Plan) RED (Tourism Wayfinding) RED (Business Count Survey) – application submitted

33 Report PKED20-002 - 5-Year Economic Development Strategy and 2020 Business Plan

Page 2

Background Peterborough & the Kawarthas Economic Development (PKED) is the lead regional economic development agency for the City and County of Peterborough.

PKED is governed by a Board of Directors through a Memorandum of Understanding with the City and County of Peterborough which delegates the responsibility for the delivery of economic development, promotion, entrepreneurship and tourism services.

The three-party Memorandum of Understanding agreement between the City, County and PKED, was completed in December, 2019 and requires PKED to provide quarterly updates to City and County Council, based on an approved set of performance measures for the upcoming year.

It has been identified by members of Council that they wish PKED to provide different information on the types of activities PKED is undertaking. Given that a new MOU has been executed as well as a new Economic Development Strategy, it is appropriate to set out the proposed work for 2020-2024 and a consistent reporting structure for 2020-2024 metrics.

Members of both City and County Council wish to see effective economic development metrics.

There is a desire to approach economic development responsibilities with a corporate mindset and justify the direct and quantifiable impact of economic development activities.

MOU Core Economic Development Activities The MOU identifies a general mandate for PKED to facilitate an environment which will contribute to the creation of wealth, the growth of new employment and the development of an improving quality of life for area residents. The General Mandate also calls for PKED to promote, facilitate and develop a strong unified economic development presence for the Greater Peterborough Area. PKED is required to work cooperatively with local municipalities and other organizations to ensure that investment opportunities throughout the entire Region are effectively developed.

The MOU also identifies core economic development activities that need to be performed as well as a requirement for PKED to report these activities quarterly. The chart below highlights the Core activities and their expectations.

34 Report PKED20-002 PKED 5-Year Economic Development Strategy and 2020 Business Plan

Core Economic Development Activity

Page 3

Comments Promote this destination to multiple audiences for business growth, investment and visitation Support new business and start-ups through the start and early growth phases.

Business retention and expansion activities for local existing businesses.

Attracting new investment and assessment throughout the region with a focus on established key sectors: Agriculture, Aerospace, Cleantechnology, Industry 4.0 and Tourism.

PROMOTE START GROW ATTRACT

Reporting PKED currently undertakes the following reporting obligations.

Frequency

Content

Report to:

Monthly

President’s Monthly Report to the Board

PKED Board of Directors

Annually

Draft Budget

PKED Board of Directors (June) Peterborough Region Liaison Committee (October) City Council (November) County Council (November) Board (March) Public – AGM (April)

Annually

Annual Financial Audit

Annually

Business Plan/Work Plan and set of metrics to show progress

City Council (March) County Council (March)

PKED Quarterly Report: Metrics and progress

2020 Q1 City Council/County Council (April/May) 2020 Q2 City Council/County Council (July/August) 2020 Q3 City Council/County Council (November) 2020 Q4 City Council/County Council (January 2021)

Quarterly

Every 5 years

Economic Development Strategic Plan

Q1 2020

35 Report PKED20-002 PKED 5-Year Economic Development Strategy and 2020 Business Plan

Page 4

PKED meets all obligations for reporting, however, each year there is much conversation surrounding the quarterly reports and the value of the data presented. Information on activities from PKED can also be found on the PKED website: https://peterboroughed.ca/real-results/

Submitted by,

Dana Empey Board Chair Peterborough & the Kawarthas Economic Development

Rhonda Keenan President & CEO Peterborough & the Kawarthas Economic Development

Contact: Rhonda Keenan President & CEO Peterborough & the Kawarthas Economic Development Phone: 705-743-0777 ext. 2120 Fax: 705-743-3093 E-Mail: rkeenan@peterboroughed.ca

Attachments Appendix A – Overview of Future Ready Economic Development Strategy and 2020 Business Plan Appendix B - Hard copy of the Future Ready 5-Year Economic Development Strategy

36 Report PKED20-002 PKED 5-Year Economic Development Strategy and 2020 Business Plan

Page 5

Appendix A

5- Year Economic Development Strategy: Future Ready The MOU agreement requires PKED to create a new regional economic development strategy every five years to respond to new trends, challenges, opportunities and global changes that impact the local economy. The new economic development strategy commenced January 1, 2020 and is entitled Future Ready 2020-2024. The plan has four objectives that complement the four core economic development activities we are responsible to deliver on behalf of the City and County. The strategy was created with significant community and business leader involvement through individual interviews, focus group sessions, steering committee workshops and background research. Once a draft was in place, separate focus group sessions were arranged for all members of City and County Council to participate and identify key priorities in the plan.

The Future Ready Economic Development Strategy is intended to support the City and County’s Official Plans to facilitate job growth and economic prosperity for the region. A copy of the printed publication has been attached to this report.

Future Ready Objective 1 Objective 2 Objective 3 Objective 4

Rationale

Promote Peterborough & the Kawarthas as a destination of choice for visitors, business, entrepreneurs, investors and students.

Leverage the region’s mix of rural and urban assets and business.

Build a Job-Ready, highly skilled and innovative workforce of the future.

Support all phases of entrepreneurship, while also supporting existing businesses.

37 Report PKED20-002 PKED 5-Year Economic Development Strategy and 2020 Business Plan

Page 6

2020 Business Plan The Future Ready Plan is a bold plan with key actions set out to deliver over five years. Each year, PKED creates a Business Plan that outlines key activities that support the Objectives of the Future Ready Plan.

The 2020 Business Plan also meets and advances the Core Economic Development Activities and obligations contained within the December 2019 MOU agreement.

To support the MOU and Future Ready Plan, the following work will be undertaken in 2020:  Meetings, Conferences and Sports Tourism  Visitor Services, including Mobile Visitor Services  Destination Development Plan  Agriculture Plan including Agri-tourism activities, distribution feasibility study and future workforce plans  Rural Development plans in consultation with each City and Township  Cleantechnology  Aerospace  Industry 4.0  Business Counts Survey (goal to turn this into an annual Business Survey)  Starter Company Plus Programming  Summer Company Programming  Core Entrepreneurship Activities – such as workshops and one-on-one consulting  Regional Employment Land Strategy Research  Host TD Economic Outlook Luncheon with TD Bank and Baker Tilley  Host Business and Entrepreneurship Summit with Chamber of Commerce  Tradeshows: for Manufacturing, Cleantech and Aerospace  Local Support: Love Local, Bears Lair, Business Excellence Awards, Junior Achievement etc.

Key Customers A key component of both the Future Ready Economic Development Strategy and the MOU agreement requires PKED to collaborate with partners. Meaningful economic development extends beyond one organization and requires PKED to work co-operatively with our partners toward shared goals.

As the lead regional economic development agency, PKED serves many customers. In 2020, it is expected that we will continue to serve:     

City Businesses County/Township Businesses External Businesses Entrepreneurs and Small Business Start-Ups Business Investors

38 Report PKED20-002 PKED 5-Year Economic Development Strategy and 2020 Business Plan  

Page 7

Commercial Realtors and Corporate Site Selectors Visitors to the Region

Key Stakeholders Successful economic development programs rely upon partnerships and collaboration. In addition to serving the City and County, in 2020 PKED will work with the following organizations:                          

CEDI Steering Committee Cleantech Commons Community Futures Peterborough Community Futures Eastern Ontario County Active Transportation Committee (Tourism/cycling) Cycling Advisory Committee Downtown BIAs Eastern Ontario Leadership Council – Regional Economic Development Strategy Economic Development Committees FedDev Fleming College Greater Peterborough Chamber of Commerce Innovation Cluster, Peterborough Kawarthas Junior Achievement Kawartha Chamber of Commerce and Tourism Kawartha Manufacturers Association New Canadian Centre Ontario East Economic Development Commission Peterborough Immigration Partnership RTO8 Sports Tourism Committee (City, Trent, Fleming, PKED) Seneca College Sustainable Peterborough Trent University Workforce Development Board and Local Employment Planning Council YPQ (Peterborough Airport)

Reporting out Progress The MOU requires PKED to present quarterly progress reports to each Council. Each year there has been much debate about what type of metrics are effective, meaningful and attainable.

It is recommended that PKED work with the City CAO and County CAO to develop a meaningful and effective reporting structure for City and County councils throughout this 5-year Future Ready Plan.

39

2024

Regional Economic Development Strategic Plan

41% 2041

40

A PROJECTED

INCREASE OF RESIDENTS IN PETERBOROUGH BY

OTTAWA 3 Hour Drive

60 7

PETERBOROUGH & THE KAWARTHAS

400

TORONTO 90 Minute Drive

401 115

LAKE ONTARIO LAKE ONTARIO

41 The Vision The future of Peterborough & the Kawarthas lies in the region’s ability to adapt to world economic forces disrupted by technology as well as Canada’s demographic shifts. This strategy is centered on the following vision :

416

To be the most sustainable and innovative community and economy in Ontario.

42

Peterborough & the Kawarthas Economic Development Plan

2020 - 2024 43

As we shift our focus to sustainability and innovation, we can thrive together in an unpredictable world economy.

The Opportunity The global economy is transforming at an extraordinary pace. Technology and automation are disrupting everything from the way we work, to how we do business, how we live, and what we buy. At the same time, business and entrepreneurs must recognize that technology - coupled with a demographic shift toward a growing and aging population - is changing what goods and services people and businesses want, and the way they are delivered.

Together with our partners, we can navigate the challenges of the future economy and leverage the opportunities it is presenting. Peterborough & the Kawarthas Economic Development is embarking on a parallel period of significant change. We will bring together business, government, and education partners; residents and visitors; in order to fulfill a shared vision for a brighter economic future. It will be our mission over the next five years to draw on the richness of the natural, built and human assets of our remarkable region, as we shift our focus to sustainability and innovation, so that we can thrive together in an unpredictable world economy.

The Challenge Growth in our population will add to the richness of the region and stimulate economic activity.

But population growth also brings increased demand for space, infrastructure, residences and employment. Pointing this growth in directions that will most benefit the economic well-being of residents and businesses will be key. Working with our partners on a shared vision for our economic future focused on sustainability and innovation will ensure improved economic prosperity, social well-being and ecological integrity for the region.

44 Preparing for the Future Innovation has been the backbone of the Peterborough economy dating back to Edison in the 1890s, with the Edison General Electric Company. Although, much has changed since that time, an industrious and innovative approach to business in Peterborough & the Kawarthas has not. Both Fleming College and Trent University are globally recognized for their excellence in research and innovation. Cleantech Commons at Trent University, the Centre for Advancement of Water and Wastewater Technologies and the Kawartha Trades & Technology Centre at Fleming College will be significant research and development drivers to create connections between academia and industry. Combining our research excellence with this region’s historic reputation as being hard-working, collaborative, and having an innovative spirit, has helped to grow several cutting-edge, technology-driven businesses in this region. This industrious approach and attitude will only continue to grow and transform the economy into the future.

Aligning Economic Development with Sustainable Development As we consulted and listened to the people of Peterborough & the Kawarthas in order to develop our strategy to build a brighter future, it was reinforced that there is a holistic appreciation of the region and its value. What we heard confirmed for us that the people of our region have a high regard for the natural environment that they recognize adds so much to the regional beauty and quality of life. And an equally high regard for Indigenous Peoples who add to the region’s culture and heritage. At the same time, our region is valued for its promotion of clean technology, the strength in water-technologies, and the culture of entrepreneurship and social enterprise that are integrated into the regional fabric.

Combined, these perceptions give us confidence that Peterborough & the Kawarthas Economic Development and our partners have an opportunity to set the region apart by building an economic development strategy underpinned by the values of sustainable development.

UN Sustainablity Goals Firmly in View In a sustainable economy, people live and do business in ways that are good for the economy, the environment and communities. Sustainable development is about more than being green.

The United Nations – a thought leader in sustainable development – identifies 17 principles for sustainable development in its transformative report 2030 Agenda for Sustainable Development.

Peterborough & the Kawarthas Economic Development will have those sustainability goals firmly in view as we implement our plan over the next five years, specifically the five outlined here: Quality Education, Decent Work and Economic Growth, Industry, Innovation, and Infrastructure, Sustainable Cities and Communties, Partnerships for the Goals.

45

The strategy reflects our present-day needs and stretches us toward what’s possible. By 2024, Peterborough & the Kawarthas will be:

A region that values and enhances our distinct rural and urban assets and leverages each to the benefit of all.

A region that addresses sustainability in its economic development practices.

Workforce ready as we align education with the needs of the future, and foster life-long learning so that the workforce is future ready.

A region where people want to live, work, visit and study, and a region that spreads our story near and far.

An economy driven by and transformed by innovation.

A magnet for investment in targeted sectors, and investment ready for those who arrive at our doorstep.

A region that supports businesses and start-ups so that they may grow and prosper.

To facilitate this transition toward sustainable economic development and innovation, we have identified four key objectives. And, to help us meet these objectives, we have developed a series of 18 actions items. Peterborough & the Kawarthas Economic Development will commit to incorporate these 18 action items into a 5-year workplan.

46

1

objective

Together, we will become Future Ready.

To join us, visit: peterboroughed.ca/future-ready/#objective-1

1

47

Promote Peterborough & the Kawarthas as a Destination of Choice for Visitors, Business, Entrepreneurs, Investors and Students Rationale: By advancing a compelling narrative that showcases our region’s unique advantage, and carefully differentiating our region from others to strategic audiences, we will increase awareness of the region more broadly and identify new opportunities to attract more visitors, investment and jobs.

Action 1.1 - Drawing on insights generated by detailed marketing research already underway, create a Pride-of-Place and Place-Making Strategy to help define a crisp, clear value proposition for the region that will resonate with all key audiences.

Action 1.2 - Tell our story to the world, by delivering a multi-year, multi-media marketing strategy to targeted audiences to help us reach and engage audiences who will help us grow tourism, attract a talented worker pool and generate new business activity and investment.

Action 1.3 - Develop a Strategic Ambassador Program - including a list of supportive influencers, key messages and collateral marketing materials - to expand our storytelling reach to new and larger audiences.

Action 1.4 - Leverage our partnerships to greater effect by enhancing our External Communications Strategy with key stakeholders, providing them with the support they need so that they may help support our communications and marketing.

Action 1.5 - Develop a multi-year Earned Media Strategy in order to leverage the benefit of third-party endorsements delivered through positive stories about our region in media outlets across Canada and beyond.

48

2

objective

Together, we will become Future Ready.

To join us, visit: peterboroughed.ca/future-ready/#objective-2

49

Leverage the Region’s Mix of Rural and Urban Assets and Business Rationale: Peterborough & the Kawarthas is unique in that it has a perfect blend of rural and urban assets, providing all the amenities of a vibrant urban center and having direct access to cottage country, which this region is known for. Synergy between the urban and rural economies is one of our unique selling propositions and a competitive advantage.

Action 2.1 - Create an Investment Readiness Plan for the region that would include a catalogue of existing and potential industrial land and buildings as well as an always current assessment of the available talent pool based on analysis of educational programs that are in alignment with key sectors.

Action 2.2 - Develop customized strategies to increase growth in each targeted sector, including Industry 4.0, Aerospace, Agriculture, Cleantech and Tourism. An inventory of assets, a gap and economic impact analysis, and a growth plan will be developed for each sector, while opportunities for new synergies would be explored as well.

Action 2.3 - A Community Development Strategy will be created to identify new opportunities to city build with our partners by championing investments in infrastructure such as regional transportation and rural broadband, encouraging residential development, and providing input into municipal and provincial policies that have an impact on business.

Action 2.4 - Help identify opportunities for and be an advocate for increased investment by our partners in technology, research and innovation across all sectors that will help solve city building problems, attract investment by industry and government, and generate the high-skilled workforce required for economic development.

Action 2.5 - Embed a commitment into our business plan to gather ongoing intelligence and data on economic activity by existing business in our region – including business retention, expansion, and visitation – in order to inform our strategy to leverage those already participating in our regional economy to attract new growth.

50

3

objective

Together, we will become Future Ready.

To join us, visit: peterboroughed.ca/future-ready/#objective-3

3

51

Build A Job-Ready, Highly Skilled and Innovative Workforce of the Future Rationale: This strategic objective speaks to the need to fulfill requirements of the workplace in the new global economy, as it changes and morphs in ways that we can’t always anticipate. According to the Institute for the Future, 85% of jobs that will exist in 2030, haven’t even been invented yet.

Action: 3.1 - Expand meaningful partnerships, with a focus on those between post-secondary institutions and industry, to ensure the continuous flow of a job-ready talent pipeline tailor made to help graduates, employees and employers thrive. Tactics to include an increased connection between business leaders and college and university students to help students make informed decisions in their educational and training options.

Action 3.2 - Tap into existing job market data available from Statistics Canada, our partners in postsecondary education and other sources to regularly track, monitor and report on employment trends for each of our region’s key sectors, including employment demand and graduate job placement.

Action 3.3 - Work with post-secondary institutions and employers to create a strategy to make staying in Peterborough and Kawarthas attractive to students and recent graduates, and to create tools to repatriate graduates back to the region, which will already be familiar to them.

Action 3.4 - Be a recognized leader in sustainable innovation and education by leveraging our partnerships with Fleming College, Trent University, Cleantech Commons, the Centre for Advancement of Water and Wastewater Technologies and the Sustainable Peterborough organization.

52

4

objective

Together, we will become Future Ready.

To join us, visit: peterboroughed.ca/future-ready/#objective-4

4

53

Support All Phases of Entrepreneurship, While Also Supporting Existing Businesses Rationale: Peterborough & the Kawarthas is already known as a start-up community and success has been achieved for new businesses, which chose to start in our region. However, 80% of all new jobs will come from companies under 5 years old.

Research shows that when entrepreneurs are provided with a team of support at all levels of their development, they are more likely to thrive and stay in the community.

Action 4.1 - Create an integrated strategy, including supports across all stages of development and growth, to attract and support 100 new entrepreneurs by 2024 through activities of our Business Advisory Centre including new ventures education sessions, business fundamentals workshops and one-on-one consultations.

Action 4.2 - Work with our partners to increase entrepreneurship opportunities among under-represented groups such as First Nations, new Canadians, women, and youth, in order to create individual and regional prosperity by including all available participants in the economy.

Action 4.3 - Increase the business survival rate among new start-ups over their first five years by providing such services as hosted business summits and a thriving, supportive and accessible network of solopreneurs.

Action 4.4 - Increase entrepreneurship opportunities for second career workers who have been negatively affected by layoffs and closures in their workplace.

54

Partnering Up We recognize meaningful economic development that benefits all isn’t possible unless we work co-operatively with our partners toward shared goals. Our five-year strategy was developed in consultation with our stakeholders and partners, and Peterborough & the Kawarthas Economic Development will continue to collaborate in this way with our partners in the business community, post-secondary, networks related to our key industries, and clusters across the public and private sectors to meet our shared economic objectives for the region.

Through this plan, we also aim to strengthen relationships with Indigenous Peoples.

We respectfully acknowledge that Peterborough & the Kawarthas is located on the Treaty 20 Michi Saagiig Anishinaabeg territory and in the traditional territory of the Michi Saagiig and Chippewa Nations, known collectively as the Williams Treaty First Nations, which include Hiawatha First Nation and Curve Lake First Nation.

We respectfully acknowledge that the Williams Treaty First Nations are stewards and caretakers of these lands and waters in perpetuity and that they continue to maintain this responsibility to ensure their health and integrity for generations to come. We also recognize that building a strong region depends on strong Indigenous communities.

Acknowledgements The Board of Directors for Peterborough & the Kawarthas Economic Development would like to thank the steering committee, business leaders, focus group attendees and community partners for their valuable assistance in developing this bold and collaborative five-year strategy.

Together, we will become Future Ready. www.peterboroughed.ca/future-ready

55

To:

Members of the General Committee

From:

Sandra Clancy, CAO

Meeting Date:

March 2, 2020

Subject:

Report CAOCS20-001 Communications Policies

Purpose A report to recommend a Communications Policy, a Visual Identity Policy and a Heraldic Identifiers Policy be approved and to inform Council on the development of a Community Engagement Charter.

Recommendations That Council approve the recommendations outlined in Report CAOCS20-001, dated March 2, 2020, of the CAO, as follows: a)

That the Communications Policy attached as Appendix A of this report be approved.

b)

That Chapter 151, Crest – Logo – Policy, attached as Appendix B of this report be repealed;

c)

That the Visual Identity Policy attached as Appendix C of this report be approved; and

d)

That the Heraldic Identifiers Policy attached as Appendix D of this report be approved.

56 Report CAOCS20-001 - Communications Policies

Page 2

Budget and Financial Implications Communications activities are built into the annual operating and capital budgets through the various departments and divisions that engage in communications.

The implementation of the Community Brand was approved through previous Capital Budget allocations with the direction that the transition will primarily occur as existing inventory is replaced through its normal use.

Background Over the last several years, the City has taken steps to enhance how it communicates and engages with residents to reflect the values of responsiveness, accountability and transparency in government. Beyond the foundational values, there is a customer service component to enhancing communications: stakeholders and residents want to be able to access information in a convenient and timely fashion. Recent initiatives undertaken by the City include:   

Establishing a new Community Brand Updating the City website, peterborough.ca Implementing an online community engagement platform, Connect Peterborough, at connectptbo.ca

The policy framework recommended through Report CAOCS20-001 will provide guidance and the foundation for advancing how the City communicates and engages with residents and stakeholders.

Communications Policy The City does not currently have a Communications Policy. The Communications Policy (Appendix A) establishes values and sets broad objectives that will be used to direct more specific actions. The Policy reinforces the expectation that communication practices are open, inclusive, transparent and responsive.

It recognizes that the City operates with a decentralized communications model that includes the subject matter experts – staff from the various divisions – as active proponents in sharing information and engaging with the community. Communication Services is a resource that provides guidance and support, with more intensive assistance as required.

A next step is the creation of a detailed communications plan that sets out specific goals and actions that the City will take to enhance communications.

57 Report CAOCS20-001 - Communications Policies

Page 3

Updating the City website, implementing an online community engagement platform The City recognized that it was falling behind in the area of communications. While policies and plans are essential for setting priorities and direction, immediate action needed to be taken in some areas. One of those actions was updating the City website, which was about 20 years old. In May 2019, the City launched its new website at peterborough.ca. A focus group and feedback from the broader community helped influence the design of the website. The navigation of the new website is based on the user who is looking for information and services instead of being structured based on municipal departments and divisions providing the service. The website includes new online, interactive tools to offer more convenient options for how the user can interact with the City.

Part of the website project included implementing an online community engagement platform. Online community engagement platforms have become common in municipalities. They provide a convenient way for residents and stakeholders to engage with municipalities on topics through a variety of engagement tools in the online space (i.e. comment boards, two-way conversations online, surveys, and interactive maps).

Online engagement tools don’t replace the need for public meetings and personal contact; however, they can reach residents who may not have the time or inclination to attend public meetings or to connect directly with City staff or Council. As the City experienced with the survey on the 2020 Budget priorities in April-May 2019, there is substantial demand for opportunities to provide feedback online – there were five Budget Roadshow meetings throughout the City with between 30 and 80 people at each meeting and the survey generated 996 responses with about 950 of those responses from the online survey.

Community Engagement Charter Similar to corporate communications, the City’s community engagement activities are largely occurring in a decentralized manner with the subject matter experts designing, planning and implementing their community engagement activities. Communication Services provides varying levels of support depending on available resources. The City will be reviewing existing and expected community engagement levels to provide recommendations on policies, procedures and necessary resources. The first step is consulting with the community on its expectations to help develop a Community Engagement Charter for Council’s consideration.

Community engagement, both in person and online, informs and involves the community in decision-making about programs, services and projects by the municipality. Community engagement supports transparency, responsiveness and accountability.

The City undertakes community engagement activities as part of its normal operations.

Studies and projects routinely include community engagement components. An example of an extensive community engagement process is the Official Plan Update,

58 Report CAOCS20-001 - Communications Policies

Page 4

which has included community involvement through several surveys, public meetings, workshops, and community outreach. Examples of more typical levels of community engagement for projects could include surveys on features to include in playgrounds and City staff attending local festivals to share information and collect feedback.

A Community Engagement Charter will set values and broad objectives for how the City engages with residents. It will serve as a foundation for the creation of a policy and guidelines, with the guidelines providing specific actions and a toolkit of options to employ when engaging the community.

To draft a Community Engagement Charter, the City will: 1.

Establish a working group through an open call to residents

2.

Consult with the working group on values and direction for community engagement

3.

Survey the broader community, through both hard-copy and online versions, on values and direction for community engagement

4.

Prepare a first draft of a Community Engagement Charter

5.

Present the first draft of a Community Engagement Charter to the working group for discussion and feedback

6.

Prepare revisions of the draft Charter

7.

Provide the draft Charter for community review and feedback

8.

Prepare revisions to the draft Charter and consult with the working group then the broader community on each subsequent version of the draft Charter

9.

Present the recommended draft Charter and the related Community Engagement Policy for Council’s consideration

The size of the working group will depend on the amount of interest from the community to provide the necessary flexibility to be as inclusive and representative of the community as possible.

Guidelines will be established for the Community Engagement Charter Working Group, similar to the terms of reference that were created for the Official Plan Working Group.

Visual Identity Policy and Heraldic Symbols Policy The Visual Identity Policy (Appendix C) and the Heraldic Identifiers Policy (Appendix D) will replace the City’s existing policy on the City logo and coat of arms, Chapter 151: Crest – Logo – Policy, which was originally adopted by Council on May 25, 1981.

Chapter 151 made the orange “P” the official logo of the City. Subsequent to the orange

59 Report CAOCS20-001 - Communications Policies

Page 5

“P”, the windswept tree with the slogan, “Peterborough, It’s a Natural”, became the unofficial logo of the City.

Council, at its meeting on April 9, 2018, through Report CPFS18-004, approved the direction for the new City logo and tagline.

A consistent visual identity supports effective communication. Residents and stakeholders should be able to easily recognize services and information that are provided by the City.

The Visual Identity Policy relates to the use of the Community Brand, including the logo, tagline and the brand idea. The Policy stipulates that every effort will be made by the City to ensure a consistent visual identity with the logo as the most commonly used visual element.

The Heraldic Identifiers Policy will guide the use of the City’s coat of arms, flag and official seal. The coat of arms remains an official symbol of the City that is used for matters of formal protocol and ceremonial purposes. The coat of arms will primarily be used by City Council, the City Clerk’s Office, Legal Services and by-law enforcement.

Summary While the City has been enhancing how it communicates with residents through actions such as updating the City’s website and introducing an online community engagement platform, establishing a new policy framework will serve as the foundation for future improvements to communication and engagement activities such as a Community Engagement Charter.

Submitted by,

Sandra Clancy CAO Contact Name: Brendan Wedley Manager of Communication Services Phone: 705-742-7777 ext. 1636 Toll Free: 1-855-738-3755 E-Mail: bwedley@peterborough.ca Attachments: Appendix A – Communications Policy Appendix B – Chapter 151, Crest – Logo – Policy Appendix C – Visual Identity Policy Appendix D – Heraldic Identifiers Policy

60 APPENDIX A

Policy

#### Communications Policy

Department:

Chief Administrative Officer

Division:

Communication Services

Section/Function:

N/A

Approval Level:

Council

Effective Date:

yyyy-mm-dd

Revision #:

N/A

1.0

Purpose

1.1.

The City of Peterborough (City) recognizes the value and importance of effective internal and external communications practices and activities to fostering: a)

A well-informed and engaged community

b)

Awareness of and support for municipal priorities and objectives

c)

Alignment of municipal and community strategic interests and priorities

d)

Responsive and informed municipal decision-making and service delivery

1.2.

This Policy, and its related Procedures, set direction and provide an overarching framework for City internal and external communications practices and activities.

2.0

Application

2.1.

This Policy applies to:

2.2.

a)

All those responsible for developing, delivering, and/or approving internal and external communications on behalf of the City. This may include but is not limited to: City staff, consultants, contractors, partners, elected or appointed officials.

b)

All internal and external communications by the City.

The City operates a decentralized communications model with: a)

A corporate Communication Services Division that provides general guidance, support and oversight of communications activities; and

b)

Shared responsibility across the corporation for the development, dissemination, and receipt of internal and external communications.

61 Policy

#### Communications Policy

2.3.

This Policy is administered by Communication Services.

3.0

Definitions/Acronyms

City – The Corporation of the City of Peterborough.

Coat of Arms – The City’s Coat of Arms, including the crest, shield and adjacent symbols, is a heraldic device granted by way of a warrant dated May 9, 1950 by the College of Heralds of England.

Community Brand – The idea developed in the City’s Community Branding process that captures what makes Peterborough special and unique, inspiring the creation of the City’s Community Brand Identifiers.

Community Engagement – Activities that engage citizens to work and learn together on behalf of the community including informing citizens, inviting their input, collaborating with them to generate solutions, and partnering with the community.

Media – Communications outlets that use a medium such as radio, television, newspaper, a magazine or the Internet to reach an audience.

4.0

Policy Statements

4.1.

City communications practices and activities will be conducted in accordance with the requirements of this Policy, related Procedures, and the following communications objectives:

4.2.

a)

Ensure the dissemination of clear, accurate and timely information in an inclusive, proactive and responsive manner.

b)

Support opportunities for two-way communication.

c)

Respect access to information and privacy rights.

d)

Ensure the alignment of communications activities across the Corporation and with the City’s strategic priorities and visual identity.

e)

Ensure a consistent approach and shared ownership of communications activities across the Corporation.

To support Policy compliance, the City will establish and maintain complementary policies and procedures on subjects such as: 

Visual identity (i.e. Community Brand and Coat of Arms)

Page 2 of 4

62 Policy

#### Communications Policy

     

Media relations, public relations and customer service Social media Website governance Community engagement Internal communications Emergency management

4.3.

The City will be proactive in how it communicates, employing a variety of ways and means to communicate and provide information to accommodate diverse needs.

4.4.

Municipal information, both online and in print, will have a clearly recognized, consistent identity to assist the public in recognizing and accessing the policies, programs, services and initiatives of the City.

4.5.

All communications received by the City will be reviewed, and where applicable, processed in accordance with this Policy in a timely manner, having regard to the circumstances the communication, including but not limited to, the subject matter of the communication, staff availability, priorities, and the Municipal Freedom of Information and Protection of Privacy Act.

4.6.

The City will not engage with communication that:

5.0

a)

is discriminatory;

b)

espouses hatred, harassment, violence or racism; or

c)

is abusive or derogatory.

Appendix, Related Documents & Links

Note: All references refer to the current version, as may be amended from time to time.

5.1.

5.2.

Pertinent Resources: 

Brand Guidelines, City of Peterborough www.peterborough.ca



City of Peterborough Code of Conduct



Municipal Freedom of Information and Protection of Privacy Act



Website Governance Framework, City of Peterborough

Related Policies: 

Policy 0003 – Accountability and Transparency Policy

Page 3 of 4

63 Policy

#### Communications Policy

5.3.

6.0



Policy 0020 – Accessible Customer Service Policy



Policy 0030 – Integrated Accessibility Standards Policy



Policy 0031 – Social Media Policy



Policy 0036 – Sponsorship, Naming Rights and Advertising Policy



Policy #### – Visual Identity Policy



Policy #### – Heraldic Identifiers Policy

Related Procedures: 

Procedure 0020-P03 – Communicating and Interacting with People with Disabilities



Procedure 0030-P01 – Integrated Accessibility Standards Information and Communications Procedure

Amendments/Reviews

Date (yyyy-mm-dd)

Section # Amended

Next Review Date:

Page 4 of 4

Comments

64

Appendix B

65

66

67 APPENDIX C

Policy

#### Visual Identity Policy

Department:

Chief Administrative Officer

Division:

Communication Services

Section/Function: Approval Level:

City Council

Effective Date:

yyyy-mm-dd

Revision #:

N/A

1.0

Purpose

1.1.

Community Brand Identifiers and other Visual Identifiers are important assets that:

1.2.

a)

Help guide the community’s perceptions and attitudes toward the municipality.

b)

Further the purposes of the City, while protecting, standardizing, and promoting the image of the City.

This Policy provides a framework for the use of: a)

Community Brand Identifiers.

b)

Other Visual Identifiers for program, business or facility specific uses.

2.0

Application

2.1.

This Policy applies to City Council and all City departments and committees and all external use of the Community Brand Identifiers and other Visual Identifiers by the City, unless otherwise noted in the Brand Guidelines.

2.2.

This Policy applies to all Community Brand Identifiers and other Visual Identifiers of the City as defined within this Policy.

2.3.

This Policy applies to external use of the Community Brand Identifiers where its use is approved in accordance with this Policy.

2.4.

This Policy does not apply to the use of the City’s Coat of Arms, Flag or Seal, which are the subject of the City’s Heraldic Symbols Policy.

68

3.0

Definitions/Acronyms

City – The Corporation of the City of Peterborough, including its departments, divisions, facilities and committees.

Community Brand – The idea developed in the City’s Community Branding process that captures what makes Peterborough special and unique, inspiring the creation of the City’s Community Brand Identifiers.

Community Brand Identifiers – The distinct elements used to represent, communicate and/or promote the City. The City’s Community Brand Identifiers include the Logo and Tagline.

Visual Identifiers – Visual elements such as logos and symbols used to represent, communicate, and/or promote the City or its activities. Visual Identifiers include any visual symbol other than the Community Brand Identifiers used to represent an aspect or segment of the City (e.g. a City program or project logo, a Division or Department logo or wordmark, a facility logo, etc.).

Flag – The official Flag of the City incorporates the sword, six blue and white waves, and green background or field from the shield in the Coat of Arms.

Coat of Arms – The City’s Coat of Arms, including the crest, shield and adjacent symbols, is a heraldic device granted by way of a warrant dated May 9, 1950 by the College of Heralds of England.

Logo – A symbol used by the City to present a unified, consistent image of the community.

The City’s Logo includes the Peterborough Wordmark and the blue wave, applied above the Page 2 of 5

69

Wordmark, as a gentle nod to our waterway and an established and well-recognized symbol of Peterborough.

Tagline – The City’s Tagline is “outside the ordinary”. It is optionally anchored beneath the City’s Logo, depending on where and when the Logo is being used. A Tagline is created to communicate a consistent image and leave a lasting impression.

Wordmark – The specific design for the written name of Peterborough that forms part of the City’s logo. The Peterborough wordmark is all lowercase to speak to the approachability and friendliness of our City, set in two different fonts – Garamond typeface for the first part of the name and Futura for the second part.

4.0

Policy Statements

4.1.

The Community Brand Identifiers and other Visual Identifiers are the property of the City. The use of all such symbols is subject to approvals as set out in this policy and will be in accordance with:   

4.2.

The City’s Brand Guidelines; The City’s Sponsorship Policy; and Any other guidelines directing the use of such visual identifiers.

Every effort will be made by the City to ensure a consistent visual identity, with the Logo as the most commonly used visual element, in order to:   

Engage residents and instill pride in Peterborough; Attract investment, business, and new talent to live and work in Peterborough; Continue to build on the City’s strong community and economic reputation; and

Page 3 of 5

70



Improve consistency of City communications.

4.3.

Community Brand Identifiers are considered marketable assets in support of Corporate Sponsorship objectives.

4.4.

The Manager of Communication Services is responsible for monitoring and regulating the use of the Community Brand Identifiers

4.5.

Administrative Staff Committee is responsible for approving any departure from the Community Brand Identifiers for representation of the City, including the use of ad hoc, temporary or alternative logos and taglines for program, business or facility specific uses.

4.6.

External use of Community Brand Identifiers is encouraged in order to reflect the connection between the City and the community and to promote a positive image of Peterborough. External use of the Community Brand Identifiers will be in accordance with the Community Brand Guidelines and will require approval of the Manager of Communication Services.

4.7.

Community Brand Identifiers and other Visual Identifiers may not be used in any manner that brings the integrity or reputation of the City, its elected representatives, officials, or employees into disrepute. Any such use will result in immediate revocation of any permission granted under this Policy.

5.0

Appendix, Related Documents & Links

Note: All references refer to the current version, as may be amended from time to time.

5.1.

5.2.

Pertinent Resources: 

Brand Guidelines, City of Peterborough www.peterborough.ca



Report CPFS18-004, Community Branding Project Update, City of Peterborough www.peterborough.ca



The Accessibility for Ontarians with Disabilities Act



Copyright Act



Trade-marks Act



City of Peterborough Code of Conduct

Related Policies: 

Policy 0003 – Accountability and Transparency Policy



Policy 0020 – Accessible Customer Service Policy

Page 4 of 5

71

5.3.

5.4.

5.5.

6.0



Policy 0030 – Integrated Accessibility Standards Policy



Policy 0031 – Social Media Policy



Policy 0036 – Sponsorship, Naming Rights and Advertising Policy



Policy #### – Heraldic Identifiers Policy



Policy #### – Communications Policy

Related Procedures: 

Procedure 0020-P03 – Communicating and Interacting with People with Disabilities



Procedure 0030-P01 – Integrated Accessibility Standards Information and Communications Procedure

Related Forms: 

Form



Form

Miscellaneous: 

Add content www.peterborough.ca



Add content www.peterborough.ca

Amendments/Reviews

Date (yyyy-mm-dd)

Section # Amended

Next Review Date:

Page 5 of 5

Comments

72 APPENDIX D

Policy

#### Heraldic Identifiers Policy: Use of the City’s Coat of Arms, Flag, and Seal

Department:

Corporate and Legislative Services

Division:

Clerk’s Office

Section/Function:

Section

Approval Level:

Council

Effective Date:

yyyy-mm-dd

Revision #:

Not applicable

1.0

Purpose

1.1.

The purpose of this Policy is to provide a uniform approach to the use of Heraldic Symbols by the City, which include the: a)

Coat of Arms

b)

Flag

c)

Seal

2.0

Application

2.1.

This Policy applies to all: a)

Heraldic Symbols of the City, as defined within this Policy.

b)

All those who would like or intend to use one or more of the City’s Heraldic Symbols.

c)

All those responsible for overseeing, facilitating, and/or approving the use of the City’s Heraldic Symbols.

d)

All locations and special events where the City’s Heraldic Symbols may be used.

2.2.

This Policy does not apply to Community Brand Identifiers as defined under the City’s Visual Identity Policy.

3.0

Definitions/Acronyms (As Required)

City – The Corporation of the City of Peterborough, including its Departments, Divisions, Boards, and Committees.

73 Policy

#### Heraldic Identifiers Policy: Use of the City’s Coat of Arms, Flag, and Seal

Coat of Arms – A distinguished and official symbol of the City that carries an elevated status.

The Coat of Arms, including the crest, shield, and adjacent symbols, is a heraldic device granted by way of a warrant dated May 9, 1950 by the College of Heralds of England to commemorate the centennial year of the City of Peterborough’s establishment as a separate municipality. Council adopted the Coat of Arms as the Official Seal of the Corporation under the custody of the City Clerk on May 7, 1951.

Community Brand Identifiers – The distinct elements used to represent, communicate and/or promote the City. The City’s Community Brand Identifiers include the Logo and Tagline.

Courtesy Flags – Flags raised on City flag poles to commemorate a special event, occasion, or achievement.

Flag – The official Flag of the City incorporates the sword, six blue and white waves, and green background or field from the shield in the Coat of Arms.

Half-Masting – The act of lowering of flags to demonstrate collective respect and sorrow in the event of a death or to commemorate a solemn occasion. It is a well-established custom and strong visual statement that speaks to the sense of loss shared by all citizens.

Heraldic Symbols – Symbols of high importance and elevated status granted as an honour from the Crown that are used to denote official business and/or for ceremonial purposes as set out in this Policy. The City’s Heraldic Symbols include: the Coat of Arms, Flag, and Seal.

Logo – A symbol used by the City to present a unified, consistent image of the community.

The City’s Logo includes the Peterborough Wordmark and the blue wave, applied above the Wordmark, as a gentle nod to our waterway and an established and well-recognized symbol of Peterborough.

Page 2 of 5

74 Policy

#### Heraldic Identifiers Policy: Use of the City’s Coat of Arms, Flag, and Seal

Seal – The Official Seal of the Corporation of the City of Peterborough adopted by Council through By-law on May 7, 1951. The Seal features the entire Coat of Arms with all elements, as enacted under the original By-law.

Tagline – The City’s Tagline, outside the ordinary, is optionally anchored beneath the City’s Logo, depending on where and when the Logo is being used. A tagline is created to communicate a consistent image and leave a lasting impression.

Wordmark – The specific design for the written name of Peterborough that forms part of the City’s logo. The Peterborough wordmark is all lowercase to speak to the approachability and friendliness of our City, set in two different fonts – Garamond typeface for the first part of the name, and Futura for the second part.

Visual Identifiers – Visual elements such as logos and symbols used to represent, communicate, and/or promote the City or its activities. Visual Identifiers include any visual symbol other than the Community Brand Identifiers used to represent an aspect or segment of the City (e.g. a City program or project logo, a Division or Department logo or wordmark, a facility logo, etc.).

4.0

Policy Statements

4.1.

The City’s Coat of Arms: a)

Is for official and/or ceremonial purposes and other matters of formal protocol as approved by the City Clerk. Such uses may include: sealed documents, ceremonial stationery, Mayor’s Chain of Office, selected proclamations, certificates, invitations, the Key to the City and other ceremonial gestures, and selected souvenirs.

Page 3 of 5

75 Policy

#### Heraldic Identifiers Policy: Use of the City’s Coat of Arms, Flag, and Seal

4.2.

4.3.

4.4.

b)

Can be used by City Council, the Office of the City Clerk, the City Solicitor, By-Law Enforcement, or for other matters of formal protocol as approved by the City Clerk.

c)

Cannot be modified or altered, and is not to be used together with any other Community Brand Identifier of the City.

d)

Can be used by a third party or for external use as long as it is authorized by the City Clerk, prior to use.

e)

Will not be made available for use in commercial enterprises, unless authorized by the City Clerk.

The Flag is a symbol of honour and pride that should be treated with respect and displayed only as set out below: a)

The raising and lowering of the City’s flag at City facilities will be approved by the City Clerk and/or the Mayor’s Office.

b)

The City’s flag will be flown at all municipal buildings, where provisions for flags exist, and at all meetings of Council.

c)

The City’s flag will fly at half-mast in the event of a death or to commemorate a solemn occasion in accordance with the City’s Half-Mast Guidelines.

d)

To commemorate a special event, occasion, or achievement the City may authorize the flying of Courtesy flags at one or more of its facilities. The City will raise Courtesy flags based on the criteria set out in the Courtesy Flag Raising Guidelines.

The City’s Seal will be used in accordance with the Municipal Seal By-Law, which: a)

Appoints the City Clerk as the official custodian of the Municipal Seal; and

b)

Directs that the Seal only be used for official, legal, and ceremonial documents as approved by the City Clerk, and for uses identified under the Municipal Act.

The City reserves the right to restrict or deny the use of its Heraldic Symbols as necessary to maintain the dignity, honour, and symbolic importance of these Symbols.

Page 4 of 5

76 Policy

#### Heraldic Identifiers Policy: Use of the City’s Coat of Arms, Flag, and Seal

5.0

Appendix, Related Documents & Links

Note: All references refer to the current version, as may be amended from time to time.

5.1.

5.2.

6.0

Pertinent Resources: 

Municipal Act www.peterborough.ca



City of Peterborough Half-Masting Guidelines



City of Peterborough Courtesy Flag Raising Guidelines



Department of Canadian Heritage Guidelines



Provincial Government Guidelines for Half-Masting Flags www.peterborough.ca

Related Policies: 

Policy 0036 – Sponsorship, Naming Rights and Advertising Policy



Policy #### – Visual Identity Policy



Policy #### – Communications Policy

Amendments/Reviews

Date (yyyy-mm-dd)

Section # Amended

Next Review Date:

Page 5 of 5

Comments

77

To:

Members of the General Committee

From:

Sandra Clancy, Chief Administrative Officer

Meeting Date:

March 2, 2020

Subject:

Report CAO20-001 Delegation By-law ______________________________________________________________________

Purpose A report to recommend a Delegation By-law which includes repealing several specific subject matter delegation by-laws and to appoint a Deputy Chief Administrative Officer.

Recommendations That Council approve the recommendations outlined in Report CAO20-001 dated March 2, 2020, of the Chief Administrative Officer as follows: a)

That Council pass a Delegation By-law in the form comprising Appendix A to Report CAO20-001 dated March 2, 2020 of the Chief Administrative Officer; and

b)

That Richard Freymond be appointed Deputy Chief Administrative Officer.

Budget and Financial Implications There are no budget or financial implications directly related to this report’s recommendation.

78 Report CAO20-001 Delegation By-law

Page 2

Background Role of Council The Municipal Act, 2001 describes the role of Council as follows: 

to represent the public and to consider the well-being and interests of the municipality;



to develop and evaluate the policies and programs of the municipality;



to determine which services the municipality provides;



to ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of council;



to ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality;



to maintain the financial integrity of the municipality; and



to carry out the duties of council under the Municipal Act, 2001 or any other Act.

Council’s Jurisdiction to Delegate The Municipal Act, 2001 also provides municipal Councils with broad authority to delegate (give to other individuals or bodies) powers and duties subject to certain restrictions. Delegation of authority enables municipal Councils to streamline their decision-making by focusing more on their role as set out above and less on transactional matters. Following are the general rules established by the Municipal Act, 2001 for delegating authority: 

A delegation may be revoked at any time without notice unless the delegation by-law specifically limits the municipality's power to revoke the delegation.



A delegation may not limit the right to revoke the delegation beyond the term of the council that made the delegation.



A delegation may provide that only the delegate can exercise the delegated power or that both the municipality and the delegate can exercise the power.



A delegation may be made subject to such conditions and limits as the council of a municipality considers appropriate. For example, the conditions and limits may include a requirement that the delegate act by by-law, procedures that the delegate is required to follow and the accountability of the delegate and the transparency of the delegate’s actions and decisions.

79 Report CAO20-001 Delegation By-law 

Page 3

Where a power is delegated, the power is deemed to be delegated subject to any limits on the power and to any procedural requirements, including conditions, approvals and appeals that apply to the power and any duties related to the power are deemed to be delegated with the power. Such a delegation or deemed delegation of a duty results in the duty being a joint duty of the municipality and the delegate.

Powers that cannot be delegated by a municipal Council include: 

appointing or removing statutory officers required under the Municipal Act, 2001;



imposing taxes;



incorporating corporations;



adopting or amending official plans;



passing zoning by-laws;



passing certain by-laws related to small business counselling and municipal capital facilities;



adopting community improvement plans that authorize bonusing;



approving or amending municipal budgets; and



other powers as prescribed by regulation.

A Delegation By-law is recommended for the following reasons: 

Amendments to the Municipal Act, 2001 more than 10 years ago enable more effective delegation of authority.



Council may focus more on its strategic role as outlined above and less on transactional matters.



The City’s business dealings with citizens and others will be more efficiently undertaken with an opportunity for more frequent decision-making than Council’s monthly meeting schedule.



Council’s decision to establish the Commissioner-level of management provides the administrative capacity for more effective delegation of authority.



A Delegation By-law posted to the City’s website will more consistently and transparently communicate Council’s ground rules for decision-making and will complement stand-alone delegation by-laws such as the Procurement By-law.

80 Report CAO20-001 Delegation By-law

Page 4

Existing Delegated Authority Several of Council’s By-laws already delegate authority for specific subject matters but are sufficiently comprehensive or significant to be retained as separate By-laws: 

By-law 18-112, establishing the responsibilities of the Chief Administrative Officer;



By-law 18-084, delegating authority to Administrative Staff Committee (ASC), the Chief Administrative Officer (CAO), the Treasurer and various staff respecting the procurement of goods and services; and



By-law 10-048, delegating authority to the Chief Building Official respecting construction, demolition and change of use permits.

Several other existing By-laws delegate authority. Those By-laws (or the parts that delegate authority) are proposed to be repealed and their delegations of authority are proposed to be included as Items in Schedule A to the new Delegation By-law (references are to Items in Schedule A of the Delegation By-law): 

By-law 13-173, delegating authority to the Mayor and City Clerk to sign filming permits and any related documents (Item 2.2);



By-law 11-082, delegating certain Planning Act authority to the Commissioner, Infrastructure and Planning Services, respecting plans of subdivision, condominium plans and part lot control (Items 4.2, 4.3, 4.4, 4.5 and 4.6);



Sections 3 and 5 of By-law 11-081, delegating certain Planning Act authority to the CAO and to the Commissioner, Infrastructure and Planning Services, respecting site plan approval (Items 4.7 and 4.8);



By-law 10-028, delegating to the City Engineer authority to temporarily close highways for construction related purposes (Item 2.3);



Sections 1 and 2 of By-law 09-157, authorizing proceedings to the Assessment Review Board (included in Items 3.1, 3.2 and 3.3);



By-law 09-156, delegating to the Treasurer authority under the Municipal Act, 2001 for various tax-related matters (Items 5.3, 5.4, 5.6 and 5.7);



By-law 05-083, delegating to the City Clerk authority to temporarily close highways for events (Item 2.2); and



By-law 93-025, delegating authority to the City Engineer relating to the temporary closure of highways (Item 2.7).

On August 16, 1999, Council approved the following recommendations in the report of the City Solicitor dated August 9, 1999:

81 Report CAO20-001 Delegation By-law

Page 5

1. That a Committee composed of the Director of Finance & Administrative Services, the City Solicitor and the Property/Energy Coordinator be authorized to settle the terms of new or renewed leases for residential or commercial premises owned by the City; and 2. That the Mayor and Clerk be authorized to execute any lease which is approved by the Committee.

This delegated authority respecting leases of land is broad and further clarity is recommended. Specifically, it is proposed that delegated authority respecting leases of land be addressed by Items 1.5, 1.6 and 1.7 of Schedule A to the proposed Delegation By-law including the restrictions outlined in those Items.

New or Clarified Delegations of Authority The proposed Delegation By-law also includes new or clarified delegations of authority: (references are to Items in Schedule A of the Delegation By-law): 

Item 1.1: executing documents related to an approved land transaction;



Item 1.2: registering various documents in the Land Registry Office;



Items 1.3 and 1.4: respecting easements of land;



Items 1.8, 1.9 and 1.10: licences (permits) for the use of land;



Item 2.1: passing a by-law to close a highway where Council has previously conditionally approved the closure;



Items 2.5 and 2.6: passing a by-law to assume a highway for public use;



Item 2.8: passing a by-law to amend Schedule V of the Parking By-law (identifying “Parkades”);



Items 3.1, 3.2, 3.3, 3.4 and 3.5: authorizing various legal proceedings by or against the City;



Items 3.6 and 3.7: authorizing various measures related to debts to the City and enforcement of administrative orders;



Item 3.8: approving settlement of proceedings involving the City;



Item 3.9: passing by-law to appoint or revoke the appointment of individuals as municipal law enforcement officers;



Item 4.1: approving subdivision pre-serving agreements;



Item 4.9: approving applications to remove zoning holding symbols;

82 Report CAO20-001 Delegation By-law

Page 6



Items 4.10 and 4.11: approving applications under the Central Area Community Improvement Plan and Affordable Housing Community Improvement Plan;



Item 5.1: executing documents related to applications for funding for City programs, operations or approved capital projects;



Item 5.2: exercising the authority under the Municipal Act, 2001, s. 345(7) respecting the cancellation or refund of late payment charges and overcharges of taxes;



Item 5.5: exercising the authority pursuant to Municipal Act, 2001, s. 357.1 respecting the cancellation, reduction and refund of payments in lieu of taxes;



Item 5.8: exercising the authority pursuant to Municipal Act, 2001, s. 359.1 respecting errors in calculating taxes;



Item 5.9: exercising the authority pursuant to Municipal Act, 2001, s. 378 respecting extension agreements for tax arrears;



Item 5.10: exercising the authority pursuant to Development Charges Act, 1997, s. 27 respecting early or late payment of development charges;



Item 7.1: delegating powers and duties under the Municipal Freedom of Information and Protection of Privacy Act, s. 49; and



Item 7.2: executing agreements for the disclosure or exchange of information.

Summary: Proposed Delegation By-law Appendix A is a proposed form of Delegation By-law. As noted, the Delegation By-law would consolidate some existing delegated authority and establish new or clarified delegations of authority, all subject to conditions and limits set out in the proposed Bylaw. The following are the proposed Delegation By-law’s key features (including references): 

Identifies those to whom delegated authority is given: paragraph 7.a), 7.b) and Schedule A, “Delegate” and “Delegated Authority” columns;



Establishes conditions and limits on the delegated authority: paragraphs 7.b), 7.c) and 7.d) and Schedule A, “Restrictions” column;



Requires the Real Estate and Development Manager to determine “Fair Market Value” where required as a condition of the exercise of delegated authority: paragraph 6.n), section 9 and Schedule A, Items 1.5, 1.6, 1.7, 1.8 and 1.9;



Ensures that there is an “Approved Budget” for any payment required by an exercise of delegated authority: paragraph 6.a) and section 10;

83 Report CAO20-001 Delegation By-law

Page 7



Ensures appropriate documentation: section 11; and



Repeals certain by-laws for which delegated authority is to be rolled into the Delegation By-law: section 12.

Staff will further review the Social Services Division to determine whether the Delegation By-law should also include existing or proposed new delegations of authority related to the Division’s operations. Part 6 of Schedule A to the proposed Delegation By-law has been reserved for that purpose.

Deputy Chief Administrative Officer Paragraph 1.b) of CAO By-law 18-112 delegates to the CAO the jurisdiction to determine whether to establish the role of Deputy Chief Administrative Officer (Deputy CAO) who acts as the CAO in the absence or illness of the CAO. The By-law also requires the CAO to appoint a staff member to be an Acting CAO in the absence of the Deputy CAO. It is Council’s role to appoint the Deputy CAO. The previous Deputy CAO retired on December 31, 2018. The development of the proposed Delegation Bylaw was a reminder that the appointment of a Deputy CAO is the preferred option for continuity of administrative leadership during times of vacation, sickness or in an emergency.

It is recommended that Richard Freymond be appointed the Deputy CAO. Mr. Freymond would hold this title in addition to his role as Treasurer and Commissioner of Corporate and Legislative Services. Richard Freymond is a 24-year member of City staff and a respected member of the senior management group. He has acted as Acting CAO several times in the past year when required.

Summary A Delegation By-law will contribute to more efficient, effective and transparent decisionmaking that will enable Council to focus on its strategic role. Appointing a Deputy CAO will better ensure continuity of administrative leadership for staff and Council during times of vacation, sickness or in an emergency.

Submitted by,

Sandra Clancy Chief Administrative Officer

84 Report CAO20-001 Delegation By-law Contact Names: John Kennedy, City Clerk Phone: 705-742-7771 Ext. 1799 Toll Free: 1-855-738-3755 E-Mail: jkennedy@peterborough.ca

Page 8 David J. Potts, City Solicitor Phone: 705-742-7771 Ext. 1603 Toll Free: 1-855-738-3755 E-mail: dpotts@peterborough.ca

Attachment Appendix A – proposed form of Delegation By-law

85 Appendix A

The Corporation of the City of Peterborough By-Law Number 20-XXX Being a By-law to delegate authority

Whereas subsection 23.1(1) of the Municipal Act, 2001 authorizes a municipality to delegate its powers and duties, subject to certain restrictions; Now Therefore, The Corporation of the City of Peterborough by the Council thereof enacts as follows: Short Title 1. This By-law may be referred to as the “Delegation By-law”.

Interpretation 2. Unless otherwise stated: a)

a reference to a statute or regulation refers to a statute or regulation of the Province of Ontario;

b)

a reference to a statute, regulation or by-law refers to that enactment as it may be amended or replaced from time to time; and

c)

a reference to a section, paragraph, clause or schedule is a reference to this By-law’s section, paragraph, clause or schedule.

3. The headings and table of contents in this By-law are for convenience only and do not form part of this By-law.

4. If any part of this By-law is determined to be invalid by a court of competent jurisdiction, the invalid part is severed and the remainder continues to be valid.

5. In the event of any inconsistency between this By-law and any other City by-law, the provision that more effectively delegates authority prevails to the extent of the inconsistency.

6. In this By-law: a)

“Approved Budget” is as defined in the City’s Procurement By-law 18-084.

b)

“ASC” means the City’s Administrative Staff Committee comprised of the following City staff: i)

CAO;

ii)

CS Commissioner;

iii)

CLS Commissioner;

iv)

IPS Commissioner;

v)

Manager, Communications Services;

vi)

City Clerk; and

vii)

City Solicitor.

86

c)

“By-law” means this By-law and includes its Schedule “A”.

d)

“CAO” means the City’s Chief Administrative Officer.

e)

“CBO” means the City’s Chief Building Official.

f)

“Chief Planner” means the City’s Chief Planner.

g)

“City” means The Corporation of the City of Peterborough or the geographic area of the City of Peterborough as the context requires.

h)

“City Engineer” means the City’s Engineer.

i)

“City Solicitor” means the City’s City Solicitor.

j)

“CLS Commissioner” means the City’s Commissioner, Corporate and Legislative Services Department.

k)

“Council” means the City’s Council.

l)

“CS Commissioner” means the City’s Commissioner, Community Services Department.

m)

“Department Head” means any of the CS Commissioner, CLS Commissioner and IPS Commissioner.

n)

“Fair Market Value” means the monetary consideration that, in an open and unrestricted market, a reasonably prudent and informed buyer would pay to a reasonably prudent and informed seller, when acting at arm's length from one another, as determined pursuant to section 9.

o)

“Fire Chief” means the City’s Fire Chief.

p)

“Highway” means a “highway” as defined by subsection 1(1) and Part III of the Municipal Act, 2001 over which the City has jurisdiction.

q)

“IPS Commissioner” means the City’s Commissioner, Infrastructure and Planning Services Department.

r)

“Licence Fee” means the aggregate of all sums due and payable by a licensee to a licensor pursuant to the terms of a licence agreement.

s)

“Rent” means the aggregate of all sums due and payable by a tenant to a landlord pursuant to the terms of a lease.

t)

“Term” means the period of time during which an agreement is effective including all extensions of the period.

u)

“Transportation Manager” means the City’s Manager, Transportation Services.

v)

“Treasurer” means the City’s Treasurer.

Delegation 7. Within each row of Schedule “A” to this By-law: a)

The authority described in the column entitled, “Delegated Authority”, is delegated to the person or persons identified in the column entitled, “Delegate”, subject to the restrictions, if any, in the column entitled, “Restrictions”.

b)

Subject to paragraph c), where more than one person is listed as a delegate, the delegated authority may be exercised by any of such persons.

c)

If any of the persons referenced in paragraph b):

By-law 20-[Clerk's Office will insert the by-law #]

Page 2

87

i)

disagrees as to whether or the manner in which to exercise the delegated authority; or

ii)

is unable to exercise the delegated authority by reason of the person’s illness or absence,

then the determination of the earlier listed person prevails. d)

Where ASC is identified as a delegate, the delegated authority may be exercised by the determination of a majority of its members present at a meeting of ASC provided that if the CAO is present, the CAO must be one of the majority.

8. Where this By-law delegates authority or imposes a restriction related to the person first listed in one of the following paragraphs, then the second person listed in the paragraph may exercise the authority or address the restriction, subject to the direction, if any, of the person first listed: a)

CAO; the Deputy Chief Administrative Officer from time to time appointed by Council pursuant to paragraph 1.b) of By-law 18-112;

b)

CBO; Deputy Chief Building Official;

c)

City Clerk; Deputy City Clerk;

d)

City Solicitor; Associate City Solicitor;

e)

Fire Chief; Deputy Fire Chief; and

f)

Treasurer; Deputy Treasurer.

9. The City’s Real Estate and Development Manager may determine Fair Market Value for the purpose of any restriction to authority delegated pursuant to this By-law.

10. Any exercise of authority delegated pursuant to this By-law that requires a payment by the City is subject to the availability of an Approved Budget that can accommodate the payment.

11. Any exercise of authority delegated pursuant to this By-law that requires a document is subject to the restriction that the document’s form and content are acceptable to the City Solicitor.

Consequential Amendments 12. Subject to section 13, the following by-laws or parts of by-laws are repealed: a)

93-025, being a by-law to delegate authority respecting the moving of heavy vehicles, loads, objects or structures on Highways;

b)

05-083, being a by-law relating to temporary Highway closures;

c)

09-156, being a by-law to delegate authority for proceedings under sections 356, 357, 358 and 359 of the Municipal Act, 2001;

d)

Sections 1 and 2 of by-law 09-157, being a by-law to authorize proceedings to the Assessment Review Board;

e)

10-028, being a by-law to delegate authority to the City Engineer relating to the temporary closure of Highways;

f)

Sections 3 and 5 of by-law 11-081 being the parts of a by-law that delegates site plan approval authority;

g)

11-082, being a by-law to delegate authority respecting plans of subdivision, plans of condominium and part lot control; and

By-law 20-[Clerk's Office will insert the by-law #]

Page 3

88

h)

13-173, being a by-law authorizing the Mayor and City Clerk to sign filming permits and any related documents.

13. Each of the by-laws or parts of by-laws repealed pursuant to section 12 continue to be in effect to the extent and until such time as all rights conferred and obligations imposed by each such by-law or parts prior to their repeal have been disposed of pursuant to each such by-law or part.

General 14. For the purpose of subsection 23.2(4) of the Municipal Act, 2001, it is the opinion of Council that any legislative powers delegated to an individual pursuant to this By-law are of a minor nature having regard to the number of people, the size of geographic area and the time period affected by the exercise of each such power.

15. This By-law is effective on the date of its passing.

By-law passed this ____ day of March, 2020.

Diane Therrien, Mayor

John Kennedy, City Clerk

By-law 20-[Clerk's Office will insert the by-law #]

Page 4

89

Schedule A to By-law 20-xxx

Part 1: Land ................................................................................................................. 5 Part 2: Roads and Parking ........................................................................................... 6 Part 3: Legal Proceedings ............................................................................................ 7 Part 4: Development .................................................................................................... 8 Part 5: Finance........................................................................................................... 10 Part 6: Social Services [reserved] .............................................................................. 12 Part 7: Information and Records ................................................................................ 12

Item

Delegated Authority

Delegate

Restrictions

Part 1: Land

1.1

1.2

1.3

1.4

Execute on City’s behalf any  Mayor and City Clerk document related to the  CAO acquisition or disposition of an  Department Head interest in land including purchase, sale, charge/mortgage, easement, lease and licence.

 Acquisition or disposition is approved by Council or pursuant to Items 1.3, 1.4, 1.5, 1.6, 1.7, 1.8 or 1.9 of Schedule “A” to this By-law.  City Solicitor determines that execution of document is consistent with approval and is in City’s best interests.

Execute and cause to be registered or deposited an instrument in the Land Registry Office

 City Solicitor

 City Solicitor determines that registration or deposit of the instrument is in City’s best interests.

Approve easement to City over land of third party

 CAO  IPS Commissioner

 CAO or Department Head determines that easement is required for City purposes.

Approve easement to third party over City land

 CAO  IPS Commissioner

 CAO or Department Head determines that easement does not materially impair City operations.

Approve lease of land to City from third party

 ASC  CAO  Department Head

 CAO or Department Head determines that lease is required for City purposes.  Term does not exceed 20 years.  Rent does not exceed Fair Market Value.

Approve lease of land to third party from City

 ASC  CAO  Department Head

 CAO or Department Head determines that lease does not materially impair City operations.  Term does not exceed 20 years.  Rent is no less than Fair Market Value.  Land is not within limits of Peterborough Municipal Airport.

1.5

1.6

By-law 20-[Clerk's Office will insert the by-law #]

Page 5

90

Item

1.7

Delegated Authority

Delegate

Approve lease of land within  ASC limits of Peterborough  CAO Municipal Airport to third party  IPS Commissioner from City

Restrictions  CAO or IPS Commissioner determines that lease does not materially impair Airport operations.  Term does not exceed 30 years.  Rent is no less than Fair Market Value.

Approve licence of land to City from third party

 ASC  CAO  Department Head

 CAO or Department Head determines that licence is required for City purposes.  Term does not exceed 5 years.  Licence Fee does not exceed Fair Market Value.

Approve licence of land to third party from City

 ASC  CAO  Department Head

 CAO or Department Head determines that licence does not materially impair City operations.  Term does not exceed 5 years.  Licence Fee is no less than Fair Market Value.

1.8

1.9

Revoke licence of land to third  CAO party from City  Department Head 1.10

 CAO or Department Head determines in consultation with City Solicitor that revocation of licence is in City’s best interests

Part 2: Roads and Parking Pass by-law to close a highway

 IPS Commissioner  City Engineer

 Council approves the closure.  IPS Commissioner determines in consultation with City Engineer that Council’s conditions, if any, to its approval have been satisfied.

Approve temporary closure of Highway and approve and execute licence of the Highway to third party

 CLS Commissioner  City Clerk

 CLS Commissioner or City Clerk determines that closure and licence are necessary for the third party to undertake a parade or a procession or a social, recreational, community, athletic, cultural or cinematographic event.  Transportation Manager determines that closure does not materially impair City’s transportation systems.

Approve temporary closure of Highway

 IPS Commissioner  City Engineer

 IPS Commissioner or City Engineer determines that closure is necessary for work on or in a Highway.

Approve and execute licence of Highway to third party

 IPS Commissioner  City Engineer

 Temporary closure of Highway has been approved.  IPS Commissioner or City Engineer determines that licence is necessary for third party to undertake work on or in a Highway or on land adjacent to Highway.

2.1

2.2

2.3

2.4

By-law 20-[Clerk's Office will insert the by-law #]

Page 6

91

Item

Delegated Authority

Delegate

Pass by-law to assume a Highway for public use

 IPS Commissioner  City Engineer

 IPS Commissioner or City Engineer determines that any maintenance or assumption period established by a development agreement has lapsed and that there are no deficiencies.

Pass by-law to establish land as part of a Highway and to assume it for public use

 IPS Commissioner  Chief Planner  City Engineer

 Land has been acquired by the City for the purpose of widening a Highway.  IPS Commissioner, Chief Planner or City Engineer determines that it is in City’s interests to pass the by-law.

Issue permit pursuant to Highway Traffic Act, s.110 for the use of a Highway by a vehicle or combination of vehicles in excess of the dimensional limits set out in Highway Traffic Act, s. 109 or the weight limits set out in Highway Traffic Act, Part VIII

 IPS Commissioner  City Engineer

 Permit is for a purpose set out in Highway Traffic Act, s.110(1).  City Engineer determines that the use will not damage the Highway  Transportation Manager determines that the use will not materially impair City’s transportation systems.

Pass by-law to amend Schedule V “Parkades” to Bylaw 09-136

 IPS Commissioner  Transportation Manager

 None

 CAO  Department Head

 Legal proceeding is other than one to which Items 3.4 or 3.5 of this Schedule applies.  City Solicitor determines that the City’s case has merit.  CAO or Department Head determines in consultation with the Treasurer and the City Solicitor that the legal proceeding is in the City’s best interests.

2.5

2.6

2.7

2.8

Restrictions

Part 3: Legal Proceedings Authorize legal proceeding by City in any Ontario Court or administrative tribunal

3.1

3.2

Authorize defence to or  CAO opposition of legal proceeding  Department Head against City in any Ontario Court or administrative tribunal

 City Solicitor determines that the City’s case has merit.

3.3

Authorize appeal by City against a decision of any Ontario Court or administrative tribunal

 CAO  Department Head

 City Solicitor determines that the City’s case has merit.

By-law 20-[Clerk's Office will insert the by-law #]

Page 7

92

Item

Delegated Authority

Delegate

Authorize a proceeding by City under Parts I, II, III or VII of the Provincial Offences Act

 City Solicitor

 Contravention the subject of the proceeding relates to a standard administered or enforced by the City.  For a proceeding under Parts I, II or III of the Act, City Solicitor determines that there is a reasonable prospect of a conviction and that it is in the public interest to proceed with the charge.  For a proceeding under Part VII of the Act, City Solicitor determines that the City’s case has merit and that it is in the public interest to proceed with the appeal.

Authorize a proceeding in Small Claims Court

 Treasurer  City Solicitor

 Proceeding is for the collection of a debt to the City

Authorize any measure to enforce an obligation to pay a debt to the City

 Treasurer  City Solicitor

 Measure is authorized by law

Authorize any measure to enforce an administrative order

   

 Measure is authorized by law

3.4

3.5

3.6

3.7

3.8

3.9

Restrictions

CAO IPS Commissioner CBO Fire Chief

Approve settlement of a  CAO potential or pending claim by  Treasurer or against the City and execute documents to effect settlement including minutes of settlement, indemnities and releases

Pass by-law to appoint or to revoke the appointment of an individual as a municipal law enforcement officer to enter on land for the purpose of carrying out inspections and enforcement pursuant to the Building Code Act, 1992, the Dog Owners’ Liability Act, the Fire Protection and Prevention Act, 1997, the Municipal Act, 2001 or the Ontario Heritage Act

 CAO or Treasurer determines in consultation with City Solicitor that settlement terms are in the City’s best interests.  Any sums to be paid by City as a term of settlement do not exceed in the aggregate $100,000.

 CAO  Department Head

 CAO or Department Head determines that the appointment or revocation of the appointment is in the City’s best interests.  Determination pursuant to the Fire Protection and Prevention Act, 1997 is made in consultation with the Fire Chief.  Determination pursuant to the Building Code Act, 1992 is made in consultation with the CBO.

 IPS Commissioner  City Engineer

 IPS Commissioner determines that approval and execution of documents is in the City’s best interests.

Part 4: Development

4.1

Approve subdivision servicing prior to execution of a subdivision agreement and execute documents to effect approval

By-law 20-[Clerk's Office will insert the by-law #]

Page 8

93

Item

Delegated Authority

Delegate

Exercise authority pursuant to  IPS Commissioner Planning Act, s. 51 re plans of  Chief Planner subdivision

4.2

Restrictions  Excludes authority under Planning Act, s. 51(26) to execute agreement imposed as a condition to the approval of a plan of subdivision.  Excludes authority under Planning Act, s. 51(31) to give or refuse approval to a draft plan of subdivision.  Excludes authority under Planning Act, s. 51(32) to specify a time period for the lapsing of an approval to a draft plan of subdivision.  Excludes authority pursuant to Planning Act, s. 51(44) to withdraw approval or make changes to conditions of approval of a draft plan of subdivision.  Excludes authority pursuant to Planning Act, s. 51(59) to withdraw final approval of a plan of subdivision.

Execute agreement pursuant to Planning Act, s. 51(26)

   

Pass by-law pursuant to Planning Act, s. 50(7) exempting land from part lot control

 IPS Commissioner  Chief Planner

 IPS Commissioner or Chief Planner determines in consultation with City Solicitor that the land is within a registered plan of subdivision.  Chief Planner determines that the exemption will facilitate proper and orderly development.

 IPS Commissioner  Chief Planner

4.5

Approve an exemption and issue a certificate of exemption pursuant to Condominium Act, 1998, s.

9(7) re registration of a description or an amendment to a description

 Chief Planner determines that the exemption is appropriate in the circumstances

 IPS Commissioner  Chief Planner

4.6

Execute draft plan of subdivision, final plan of subdivision, proposed plan of condominium or final plan of condominium

 The plan has been approved by Council or pursuant to this By-law.

4.3

Mayor and City Clerk CAO IPS Commissioner Chief Planner

4.4

By-law 20-[Clerk's Office will insert the by-law #]

 Agreement is imposed as a condition to the approval of a plan of subdivision.

Page 9

94

Item

Delegated Authority

Delegate

Exercise authority pursuant to  IPS Commissioner Planning Act, s. 41 re site  Chief Planner plan control area

 Excludes authority pursuant to Planning Act, s. 41(2) to designate site plan control area.  Excludes authority to execute an agreement required pursuant to Planning Act, s. 41(7).  Excludes non-residential or mixed use development having a building floor area greater than 2,500 square metres (except such a development within Major Bennett Industrial Park, Peterborough Industrial Park or Trent Research and Innovation Park).  Excludes development containing more than 50 dwelling units.  Site plan approval by Council has not be imposed as a condition of an approval respecting the development.  Excludes development of a group home for which a rezoning is required.

Execute agreement re site plan

 IPS Commissioner  Chief Planner

 Agreement is required pursuant to Planning Act, s.

41(7).

Approve application to remove holding symbol pursuant to Planning Act, s.

36

 IPS Commissioner  Chief Planner

 IPS Commissioner or Chief Planner determines that all conditions for the removal of the holding symbol have been satisfied.  Proposed by-law to amend the Zoning By-law to effect the approval is included on an agenda for a Council meeting following the approval and is passed by Council.

Approve application made  IPS Commissioner under the Central Area  Chief Planner Community Improvement Plan and execute documents to effect approval

 IPS Commissioner or Chief Planner determines that application satisfies program criteria.  Treasurer determines that aggregate value of financial benefits does not exceed $100,000.

Approve application made  IPS Commissioner under the Affordable Housing  CS Commissioner Community Improvement Plan  Chief Planner and execute documents to effect approval

 IPS Commissioner or CS Commissioner or Chief Planner determines that application satisfies program criteria  Treasurer determines that aggregate value of financial benefits does not exceed $100,000.

4.7

4.8

4.9

4.10

4.11

Restrictions

Part 5: Finance

5.1

Execute documents related to  CAO applications for funding for  Department Head City programs, operations or  Treasurer approved capital projects

By-law 20-[Clerk's Office will insert the by-law #]

 Funding relates to a program, operation or capital project where funding is available in an Approved Budget.

Page 10

95

Item

5.2

Delegated Authority

Delegate

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 345(7) re cancellation or refund of late payment charges and overcharges of taxes

 Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

345

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 356 re division of land into parcels

 Excludes authority under Municipal Act, 2001, s.

356(8) to delegate authority to Assessment Review Board  Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

356

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 357 re cancellation, reduction and refund of taxes

 Excludes authority under Municipal Act, 2001, s.

357(11) to delegate authority to Assessment Review Board  Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

357

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 357.1 re cancellation, reduction and refund of payment in lieu of taxes

 Excludes authority under Municipal Act, 2001, s.

357.1(3) to the extent of any authority to delegate authority to Assessment Review Board  Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

357.1

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 358 re overcharges of taxes

 Excludes authority under Municipal Act, 2001, s.

358(12) to delegate authority to Assessment Review Board  Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

358

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 359 re increase of taxes

 Excludes authority under Municipal Act, 2001, s.

359(8) to delegate authority to Assessment Review Board  Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

359

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 359.1 re error in calculating taxes

 Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

359.1

Exercise authority pursuant to  Treasurer Municipal Act, 2001, s. 378 re extension agreement re payment of cancellation price

 Treasurer complies with all procedural and other requirements established

by Municipal Act, 2001, s.

378

5.3

5.4

5.5

5.6

5.7

5.8

5.9

Restrictions

By-law 20-[Clerk's Office will insert the by-law #]

Page 11

96

Item

5.10

Delegated Authority

Delegate

Exercise authority pursuant to  Treasurer Development Charges Act, 1997, s. 27 re early or late payment of development charge

Restrictions  None

Part 6: Social Services [reserved] 6.1

[reserved]





Part 7: Information and Records

7.1

7.2

Exercise powers and duties of  City Clerk the head pursuant to Municipal Freedom of Information and Protection of Privacy Act, s. 49 Execute agreement for the disclosure or exchange of information

 CAO  Department Head  City Clerk

By-law 20-[Clerk's Office will insert the by-law #]

 None

 Collection or disclosure, as applicable, of information and related record(s) complies with applicable law

Page 12

97

To:

Members of the General Committee

From:

Richard Freymond Commissioner of Corporate and Legislative Services

Meeting Date:

March 2, 2020

Subject:

Report CLSFS20-016 By-law to Authorize Borrowing $15,000,000 for 2020 Current Expenditures

Purpose A report to recommend a by-law be passed at the March 23, 2020 Council meeting to establish a $15,000,000 borrowing limit to finance current expenditures.

Recommendation That Council approve the recommendation outlined in Report CLSFS20-016 dated March 2, 2020, of the Commissioner of Corporate and Legislative Services, as follows: That a by-law be enacted to establish a $15,000,000 borrowing limit for the 2020 year to finance current expenditures.

Budget and Financial Implications There are no budget and financial implications if the City does not borrow money under the authority of this by-law.

98 Report CLSFS20-016 By-law to Authorize Borrowing $15,000,000 for 2020 Current Expenditures

Page 2

Background Each year the City is required to pass a borrowing by-law that is used by the City’s bank, the Canadian Imperial Bank of Commerce, as part of the annual documentation required to borrow funds from the bank during the year, if required. During the past number of years, the City has established a borrowing limit of $15.0 million, but has not had to borrow any funds during the year.

It is not anticipated that any borrowings will be required during 2020.

Submitted by,

Richard Freymond Commissioner of Corporate and Legislative Services Contact Name: Yvette Peplinskie Manager of Financial Services Phone: 705-742-7777, Extension 1862 Toll Free: 1-855-738-3755 Fax: 705-876-4607 E-mail: ypeplinskie@peterborough.ca

99

To:

Members of the General Committee

From:

Richard Freymond Commissioner of Corporate and Legislative Services

Meeting Date:

March 2, 2020

Subject:

Report CLSFS20-018 2019 Investment Report

Purpose A report to present the 2019 Investment Report as required under the provisions of the Municipal Act, 2001, as amended, and Ontario Regulation 438/97.

Recommendation That Council approve the recommendation outlined in Report CLSFS20-018 dated March 2, 2020, of the Commissioner of Corporate and Legislative Services, as follows: That the 2019 Investment Report, outlined in report CLSFS20-018, dated March 2, 2020 of the Commissioner of Corporate and Legislative Services, be received for information.

Budget and Financial Implications There are no budget and financial implications to receiving this report.

The 2019 Operating Budget was established at $2.5 million. Actual interest earned in the amount of $3.2 million is an important source of revenue and was used as follows: a)

$2.17 million is general revenue which helps reduce tax requirements through the Operating Budget, and

100 Report CLSFS20-018 Investment Report 2019 b)

Page 2

$1.03 million is directed to each individual Reserve in which the funds reside.

Background Ontario Regulation 438/97(8) to the Municipal Act, 2001, as amended, stipulates the council of the municipality shall require the Treasurer of the municipality, to prepare and provide to the council, each year or more frequently as specified by council, an investment report which includes a number of information items including a statement by the Treasurer as to whether or not, in his or her opinion, all investments were made in accordance with the investment policies and goals adopted by the municipality.

The City’s 2019 Investment Report is presented in the three attached Schedules: - Schedule A which provides a summary of key investment data by month for the year; - Schedule B which lists all investments made or held as part of the City’s investment portfolio during the year; and - Schedule C which lists all investments outstanding at December 31, 2019.

Schedule A shows that, during 2019, the average cash and investment balance was $126.89 million (2018 - $127.79 million) and that 7 separate investments were made.

Total interest earned was $3.2 million (2018 - $3.1 million).

The City’s overall rate of return for 2019 was 2.13% (2018 - 2.01%). The Prime Interest Rate remained at 3.95% for the entire year, (2018 average Prime rate – 3.64%).

Chart 1, also attached to this report, shows the average monthly cash and investment balances ranged from a low of $111.8 million to a high of $145.5 million (2018 - $104.8 to $150.2).

Although the City earned $82,000 more in interest in 2019 than in 2018, the Operating Budget for interest income was not met, as the Reserve balances were higher than expected. As the Reserve balances increased, their share of the interest earned also increased, $1.03 million in 2019 (2018 - $ 0.74 million).

The City earns Prime less 1.55% on average monthly cash balances over $25 million through its agreement with CIBC. In 2019, this equaled 2.40%. Cash balances throughout the year remained higher as the market lowered bond rates in response to predictions the Bank of Canada was lowering the Prime Rate, which ultimately did not happen. In July, bond rates started to rise above the 2.4% that the City could earn in its high interest savings account and 7 investments were purchased in the last half of the year as investments matured.

All of the investments listed on the attached Schedule B have been made in accordance with the City’s Investment Policies.

101 Report CLSFS20-018 Investment Report 2019

Page 3

Submitted by,

Richard Freymond Commissioner of Corporate and Legislative Services Contact Name: Yvette Peplinskie Manager of Financial Services Phone: 705-742-7777, Extension 1862 Toll Free: 1-855-738-3755 Fax: 705-876-4607 E-mail: ypeplinskie@peterborough.ca Attachments: Appendix A - Schedule A - 2019 Monthly Investment Report - Schedule B - List of Investments for 2019 - Schedule C - Long Term Investments Outstanding At December 31, 2019 - Chart 1 – Average Cash and Investment Balances for 2018 and 2019

102 City of Peterborough 2019 Monthly Investment Report Summary Schedule A Description Portfolio (end of month) With "A" Banks ( includes CIBC Investment Account) With "B" Banks With Trust With Government/Municipalities/One Fund Total # of investments made during month With CIBC ( includes Investment Account) With All Other Total Inv. # Average Balances Cash Balance held General Accounts CIBC Investment Account Balance Investments Investment Portfolio Balance Total cash and investments Interest earned Cash held General Accounts CIBC Investment Account Investments: Investments Total interest earned - all sources Cummulative Benchmark Rates Prime Rate End Of Month CIBC CIBC Investment Account Average Open Market - Three Month BA Average Actual Average Interest Rates Overall rate - investments excluding cash Overall rate of return - cash & investments

January

February

March

April

May

June

July

August

September

October

November

December

Average

$78,194,936 $1,890,800 $1,000,000 $22,672,294 $103,758,030

$77,212,097 $890,800 $0 $22,672,294 $100,775,192

$77,231,130 $890,800 $0 $22,672,294 $100,794,224

$77,251,262 $890,800 $0 $22,672,294 $100,814,356

$77,272,107 $890,800 $0 $22,672,294 $100,835,201

$77,292,317 $890,800 $0 $22,672,294 $100,855,411

$78,313,244 $890,800 $2,000,000 $22,672,294 $103,876,338

$78,334,211 $890,800 $2,000,000 $22,672,294 $103,897,305

$78,354,544 $890,800 $2,000,000 $22,672,294 $103,917,638

$77,633,104 $890,800 $2,000,000 $22,672,294 $103,196,198

$82,653,516 $890,800 $2,000,000 $22,672,294 $108,216,611

$75,890,949 $0 $2,000,000 $22,672,294 $100,563,243

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1 1 2

0

0

3 0 3

0 1 1

1 0 1

$17,471,139 $10,146,523

$11,515,313 $10,168,820

$9,991,894 $10,185,996

$20,811,253 $10,205,968

$16,849,910 $10,226,207

$25,881,413 $10,245,552

$24,797,252 $10,266,590

$43,398,065 $10,286,113

$38,220,869 $10,307,659

$45,773,549 $10,328,429

$34,415,888 $10,348,036

$92,135,117 $119,752,779

$90,193,873 $111,878,006

$88,586,730 $108,764,620

$88,586,730 $119,603,951

$88,586,730 $115,662,847

$88,586,730 $124,713,695

$88,231,892 $123,295,734

$91,586,730 $145,270,908

$91,586,730 $140,115,259

$89,474,941 $145,576,918

$35,612 $20,682

$19,434 $17,162

$18,670 $19,032

$41,052 $20,132

$34,346 $20,845

$51,054 $20,210

$50,546 $20,927

$88,461 $20,967

$75,395 $20,333

$194,499 $250,794 $250,794

$187,556 $224,152 $474,946

$204,038 $241,740 $716,686

$199,543 $260,727 $977,413

$207,915 $263,106 $1,240,519

$165,567 $236,832 $1,477,351

$144,989 $216,461 $1,693,812

$159,484 $268,911 $1,962,723

3.95% 2.40% 2.40%

3.95% 2.20% 2.20%

3.95% 2.20% 2.20%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

2.14%

1.98%

1.86%

2.104% 2.094%

2.040% 2.004%

2.258% 2.223%

2.224% 2.180%

2.315% 2.275%

1.880% 1.899%

1.684% 1.756%

% of total

$77,969,452 $899,900 $1,083,333 $22,672,294 $102,624,979

75.98% 0.88% 1.06% 22.09% 100%

$26,516,230 $10,370,278

$26,303,565 $10,257,181

20.73% 8.08%

$95,844,237 $140,608,161

$90,647,675 $127,534,183

$90,337,343 $126,898,089

71.19% 100.00%

$93,303 $21,053

$67,889 $20,413

$54,050 $21,138

$52,484 $20,241

19.46% 7.50%

$245,689 $341,416 $2,304,140

$153,675 $268,031 $2,572,171

$224,486 $312,788 $2,884,958

$276,546 $351,734 $3,236,692

$196,999 $269,724

73.04%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

3.95% 2.40% 2.40%

1.771% 1.851%

2.611% 2.437%

1.751% 1.841%

2.306% 2.225%

2.947% 2.758%

100%

2.16% 2.13%

103

City of Peterborough Details of Investments Made in 2019 Schedule B

Purchase Date

Investment Institution Code

Investment Vehicle

Maturity Amount

Principal

Maturity Date

Rate

Term (days)

28-Oct-11 CIBC

Quebec City

$

1,000,000

$

1,000,000

28-Oct-21

3.800%

3653

02-Dec-11 CIBC

Vancouver

$

1,000,000

$

1,000,000

02-Dec-21

3.450%

3653

06-Dec-11 CIBC

Toronto

$

1,000,000

$

1,000,000

06-Dec-21

3.500%

3653 3009

26-Mar-12 CIBC

Province of Ontario

$

1,000,000

$

1,000,000

21-Jun-20

4.250%

01-Nov-12 CIBC

Bank of Nova Scotia

$

3,000,000

$

3,000,000

18-Oct-19

3.036%

2542

19-Mar-13 CIBC

CIBC

$

3,735,250

$

5,000,000

07-Jan-22

3.340%

3216

18-Oct-13 CIBC

Royal Bank

$

2,000,000

$

2,000,000

06-Dec-19

3.280%

2240

18-Oct-13 CIBC

Province of New Brunswick

$

1,000,000

$

1,000,000

02-Jun-23

3.550%

3514

18-Oct-13 CIBC

Province of Alberta

$

2,000,000

$

2,000,000

01-Dec-23

3.420%

3696

23-Jul-14 CIBC

CIBC GIC

$

1,000,000

$

1,000,000

23-Jul-19

2.500%

1826

Bank of Nova Scotia

$

1,000,000

$

1,000,000

25-Feb-19

1.900%

1461

25-Feb-15 CIBC 25-Feb-15 CIBC

Bank of Nova Scotia

$

1,000,000

$

1,000,000

25-Feb-20

2.200%

1826

National Bank

$

1,000,000

$

1,000,000

10-Jul-25

2.8

3655

07-Aug-15 CIBC

Royal Bank

$

2,947,305

$

3,221,880

06-Dec-19

2.450%

1582

31-Aug-15 CIBC

Bank of Nova Scotia

$

2,000,000

$

2,000,000

31-Aug-20

2.320%

1827

24-Nov-15 CIBC

TD Bank

$

452,088

$

600,000

26-May-25

3.023%

3471

22-Jun-16 CIBC

Bank of Nova Scotia

$

1,480,105

$

1,583,000

18-Oct-19

2.030%

1213

15-Aug-16 National Bank

Bank of Montreal

$

5,000,000

$

5,000,000

15-Aug-26

2.150%

3652

19-Sep-16 CIBC

Royal Bank

$

1,025,000

$

1,025,000

20-Nov-25

2.85

3349

03-Oct-16 CIBC

CIBC GIC

$

3,230,000

$

3,230,000

02-Apr-25

2.457%

3103

15-Nov-16 CIBC

Toronto

$

2,000,000

$

2,000,000

24-Jun-26

2.400%

3508

16-Nov-16 CIBC

York Regional

$

2,000,000

$

2,000,000

02-Jun-26

2.459%

3485

23-Nov-16 National Bank

Bank of Montreal

$

5,000,000

$

5,000,000

23-Nov-26

2.200%

3652

24-Nov-16 CIBC

CIBC GIC

$

725,000

$

725,000

17-Feb-25

2.250%

3007

07-Dec-16 CIBC

Bank of Montreal

$

2,529,715

$

2,537,075

23-Oct-19

2.360%

1050

13-Dec-16 CIBC

National Bank of Canada

$

2,423,173

$

2,661,959

23-Oct-19

1.965%

1044

11-Apr-17 ONE FUND

ONE FUND - Bond Fund

$

5,342,466

$

5,000,000

12-May-17 CIBC

CIBC

$

657,000

$

657,000

04-May-26

2.2

3279

12-Jun-17 ONE FUND

ONE FUND- EQUITY

$

2,000,000

$

2,000,000

31-Jul-17 CIBC

Bank of Nova Scotia

$

1,913,600

$

2,000,000

18-Oct-19

2.003%

809

03-Aug-17 CIBC

Bank of Nova Scotia

$

3,953,500

$

5,000,000

20-Jun-25

3.003

2878

20-Sep-17 CIBC

Bank of Nova Scotia

$

2,865,900

$

3,000,000

18-Oct-19

2.210%

758

08-Jul-15 National Bank

30-Oct-17 CIBC

Province of New Brunswick

$

943,155

$

1,267,000

26-Sep-27

3.020%

3618

14-Nov-17 CIBC

Royal Bank

$

2,000,000

$

2,000,000

06-Dec-19

2.010%

752

15-Nov-17 CIBC

CIBC

$

1,171,000

$

2,000,000

22-Nov-22

2.320%

1833

29-Nov-17 CIBC

HSBC

$

890,800

$

890,800

23-Dec-19

2.200%

754

17-Jan-18 CIBC

Province of Ontario

$

3,002,800

$

4,000,000

03-Nov-27

2.950%

3577

18-Jan-18 CIBC

CIBC

$

1,000,000

$

1,000,000

18-Jan-19

1.950%

365

18-Jan-18 CIBC

CIBC

$

1,000,000

$

1,000,000

20-Jan-20

2.250%

732

104 Purchase Date

Investment Institution Code

13-Feb-18 CIBC

Investment Vehicle HSBC

Maturity Amount

Principal $

1,000,000

$

Maturity Date

Rate

Term (days)

1,000,000

13-Feb-19

2.150%

365 2635

03-Apr-18 CIBC

Bank of Nova Scotia

$

1,590,600

$

2,000,000

20-Jun-25

3.200%

09-Apr-18 CIBC

Province of Newfoundland

$

726,339

$

1,021,000

17-Oct-28

3.290%

3844

07-Jun-18 CIBC

Bank of Nova Scotia

$

1,571,000

$

1,571,000

04-Jun-21

2.550%

1093

08-Jun-18 CIBC

CIBC

$

1,972,200

$

2,000,000

05-Dec-22

2.801%

1641

08-Jun-18 CIBC

Royal Bank

$

1,944,800

$

2,000,000

05-Dec-23

2.880%

2006

CIBC

$

3,000,000

$

3,000,000

26-Jul-19

2.350%

365

02-Aug-18 CIBC

26-Jul-18 CIBC

Royal Bank

$

4,836,400

$

5,000,000

06-Dec-19

2.490%

491

13-Aug-18 National Bank

Coastal Capital Credit Union

$

1,000,000

$

1,000,000

10-Feb-19

2.300%

181

25-Jul-19 National Bank

Coastal Capital Credit Union

$

2,000,000

$

2,000,000

27-Jul-20

2.550%

368

26-Jul-19 CIBC

CIBC

$

5,000,000

$

5,000,000

26-Jul-29

3.050%

3653

22-Oct-19 CIBC

CIBC

$

9,500,000

$

9,500,000

22-Oct-24

2.660%

1827

24-Oct-19 CIBC

Bank of Montreal

$

1,970,000

$

1,970,000

01-Jun-27

2.503%

2777 1096

31-Oct-19 CIBC

CIBC

$

2,000,000

$

2,000,000

31-Oct-22

2.340%

01-Nov-19 National Bank

Bank of Montreal

$

5,000,000

$

5,000,000

02-Nov-20

2.390%

367

06-Dec-19 CIBC

CIBC

$

4,999,999

$

6,049,972

15-Nov-26

2.764%

2536

105 City of Peterborough Long Term Investments Outstanding at December 31, 2019 Schedule C Principal

Product

Date of Purchase

Date of Maturity

Stated Rate

Effective Rate

Term

Interest Rate Set

732 on Maturity

Investment Type

2020

2021

2022

2023

2024

2025

2026

2027

2028

Average

1 $

1,000,000

CIBC

18-Jan-18

20-Jan-20

2.25%

2.25%

Sch "A" Bank

2.25%

2.25%

2 $

1,000,000

BANK OF NOVA SCOTIA

25-Feb-15

25-Feb-20

2.20%

2.20%

1826 Yearly

Sch "A" Bank

2.20%

2.20%

3 $

1,000,000

ONTARIO

26-Mar-12

21-Jun-20

4.25%

4.25%

3009 Yearly

Provincial

4.25%

4.25%

4 $

2,000,000

COASTAL CAPITAL CREDIT

25-Jul-19

27-Jul-20

2.55%

2.55%

Trust Company

2.55%

2.55%

5 $

2,000,000

BANK OF NOVA SCOTIA

31-Aug-15

31-Aug-20

2.32%

2.32%

1827 Annual

Sch "A" Bank

2.32%

2.32%

6 $

5,000,000

BANK OF MONTREAL

01-Nov-19

02-Nov-20

2.39%

2.39%

367 Annual

Sch "A" Bank

2.39%

7 $

1,571,000

BANK OF NOVA SCOTIA

07-Jun-18

04-Jun-21

2.55%

2.55%

1093 Annual

Sch "A" Bank

2.55%

8 $

1,000,000

QUEBEC CITY

28-Oct-11

28-Oct-21

3.70%

3.80%

3653 Semi Annual

Municipal

3.70%

3.70%

3.70%

9 $

1,000,000

VANCOUVER

02-Dec-11

02-Dec-21

3.45%

3.45%

3653 Semi Annual

Municipal

3.45%

3.45%

3.45%

10 $

1,000,000

TORONTO

06-Dec-11

06-Dec-21

3.50%

3.50%

3653 Semi Annual

Municipal

3.50%

3.50%

11 $

3,735,250

CIBC

19-Mar-13

07-Jan-22

3.34%

3.34%

3216 on Maturity

Sch "A" Bank

3.34%

3.34%

3.34%

12 $

2,000,000

CIBC

31-Oct-19

31-Oct-22

2.34%

2.34%

1096 Annual

Sch "A" Bank

2.34%

2.34%

2.34%

2.34%

13 $

1,171,000

CIBC

15-Nov-17

22-Nov-22

2.32%

2.32%

1833 Semi Annual

Sch "A" Bank

2.32%

2.32%

2.32%

2.32%

14 $

1,972,200

CIBC

08-Jun-18

05-Dec-22

2.47%

2.80%

1641 on Maturity

Sch "A" Bank

2.47%

2.47%

2.47%

15 $

1,000,000

NEW BRUNSWICK

18-Oct-13

02-Jun-23

2.85%

3.55%

3514 Semi Annual

Provincial

2.85%

2.85%

2.85%

2.85%

2.85%

16 $

2,000,000

ALBERTA

18-Oct-13

01-Dec-23

3.40%

3.42%

3696 Semi Annual

Provincial

3.40%

3.40%

3.40%

3.40%

3.40%

17 $

1,944,800

ROYAL BANK

08-Jun-18

05-Dec-23

2.33%

2.88%

2006 on Maturity

Sch "A" Bank

2.33%

2.33%

2.33%

2.33%

18 $

9,500,000

CIBC

19-Oct-19

22-Oct-24

2.66%

2.66%

1830 on Maturity

Sch "A" Bank

2.66%

2.66%

2.66%

2.66%

2.66%

19 $

725,000

CIBC

24-Nov-16

17-Feb-25

2.25%

2.25%

3007 Semi Annual

Sch "A" Bank

2.25%

2.25%

2.25%

2.25%

2.25%

2.25%

2.25%

20 $

3,230,000

CIBC

03-Oct-16

02-Apr-25

2.46%

2.46%

3103 Semi Annual

Sch "A" Bank

2.46%

2.46%

2.46%

2.46%

2.46%

2.46%

2.46%

21 $

452,088

TD BANK

24-Nov-15

26-May-25

3.02%

3.02%

3471 on Maturity

Sch "A" Bank

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

22 $

1,590,600

BANK OF NOVA SCOTIA

03-Apr-18

20-Jun-25

3.20%

3.20%

2635 on Maturity

Sch "A" Bank

3.20%

3.20%

3.20%

3.20%

3.20%

3.20%

3.20%

23 $

3,953,500

BANK OF NOVA SCOTIA

03-Aug-17

20-Jun-25

3.00%

3.00%

2878 on Maturity

Sch "A" Bank

3.00%

3.00%

3.00%

3.00%

3.00%

3.00%

3.00%

24 $

1,000,000

NATIONAL BANK

08-Jul-15

10-Jul-25

2.80%

2.80%

3655 Semi Annual

Sch "A" Bank

2.80%

2.80%

2.80%

2.80%

2.80%

2.80%

2.80%

25 $

1,025,000

ROYAL BANK

19-Sep-16

20-Nov-25

2.65%

2.85%

3349 Semi Annual

Sch "A" Bank

2.65%

2.65%

2.65%

2.65%

2.65%

2.65%

2.65%

368 on Maturity

2.39% 2.55%

2.55%

3.50% 3.34%

2.47%

2.33% 2.66%

26 $

657,000

CIBC

12-May-17

04-May-26

2.20%

2.20%

3279 Semi Annual

Sch "A" Bank

2.20%

2.20%

2.20%

2.20%

2.20%

2.20%

2.20%

2.20%

27 $

2,000,000

YORK REGIONAL

16-Nov-16

02-Jun-26

2.46%

2.46%

3485 Semi Annual

Municipal

2.46%

2.46%

2.46%

2.46%

2.46%

2.46%

2.46%

2.46%

28 $

2,000,000

TORONTO

15-Nov-16

24-Jun-26

2.40%

2.40%

3508 Semi Annual

Municipal

2.40%

2.40%

2.40%

2.40%

2.40%

2.40%

2.40%

2.40%

29 $

5,000,000

BANK OF MONTREAL

15-Aug-16

15-Aug-26

2.15%

2.15%

3652 Semi Annual

Sch "A" Bank

2.15%

2.15%

2.15%

2.15%

2.15%

2.15%

2.15%

2.15%

30 $

4,999,999

CIBC

19-Dec-19

15-Nov-26

2.764%

2.764%

2523 on Maturity

Sch "A" Bank

2.76%

2.76%

2.76%

2.76%

2.76%

2.76%

2.76%

2.76%

31 $

5,000,000

BANK OF MONTREAL

23-Nov-16

23-Nov-26

2.20%

2.20%

3652 Semi Annual

Sch "A" Bank

2.20%

2.20%

2.20%

2.20%

2.20%

2.20%

2.20%

32 $

1,970,000

BANK OF MONTREAL

24-Oct-19

27-Jun-27

2.50%

2.50%

2803 Semi Annual

Sch "A" Bank

2.50%

2.50%

2.50%

2.50%

2.50%

2.50%

2.50%

2.50%

33 $

943,155

NEW BRUNSWICK

30-Oct-17

26-Oct-27

3.02%

3.02%

3648 on Maturity

Provincial

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

3.02%

34 $

3,002,800

ONTARIO

17-Jan-18

03-Nov-27

2.95%

2.95%

3577 on Maturity

Provincial

2.95%

2.95%

2.95%

2.95%

2.95%

2.95%

2.95%

2.95%

2.95%

NEWFOUNDLAND

09-Apr-18

17-Oct-28

3.29%

3.29%

3844 on Maturity

Provincial

3.29%

3.29%

3.29%

3.29%

3.29%

3.29%

3.29%

3.29%

3.29%

3.29%

26-Jul-19

26-Jul-29

3.05%

3.05%

4126 on Maturity

Sch "A" Bank

3.05%

3.05%

3.05%

3.05%

3.05%

3.05%

3.05%

3.05%

3.05%

3.05%

35 $

726,339

36 $

5,000,000

CIBC

37 $

5,000,000

ONE FUND- BOND FUND

11-Apr-17

38 $

2,000,000

ONE FUND- EQUITY

12-Jun-17

2.20% 2.50%

106

Chart 1 ‐ Average Month End Cash & Investment balances for Years Ended 2018 & 2019 160000000 140000000 120000000 100000000 80000000 60000000 40000000 20000000 0 1

2

3

4

5

6 2018

7 2019

8

9

10

11

12

107

To:

Members of the General Committee

From:

Richard Freymond Commissioner of Corporate and Legislative Services

Meeting Date:

March 2, 2020

Subject:

Report CLSFS20-021 Distribution of Ontario Cannabis Legalization Implementation Funding

Purpose A report to recommend that the funding received from the Province for the Ontario Cannabis Legalization Implementation be transferred to the Peterborough Police Services.

Recommendation That Council approve the recommendation outlined in Report CLSFS20-021 dated March 2, 2020, of the Commissioner of Corporate and Legislative Services, as follows: That funding received in the amount of $253,639 for the Ontario Cannabis Legalization Implementation Funding, be transferred from Reserve to the Peterborough Police Service.

Budget and Financial Implications There are no net budget or financial impacts to approving the recommendation. Funding was received from the Province in 3 installments and is currently being held in Reserve.

The Peterborough Police Service has and will continue to incur substantial costs in excess of the $253,639 related to the legalization of recreational cannabis.

108 Report CLSFS20-021 Distribution of Ontario Cannabis Legalization Implementation Funding

Page 2

Both Peterborough Public Health and City Departments have incurred some costs to date, however, there is a general acknowledgement that Police Services will incur the majority of the costs.

Background As a result of the decision of Council to not “opt out” of allowing cannabis retail stores in Peterborough (Report CLSOCS18-006 Legalization of Cannabis Update dated December 3, 2018), the City was the recipient of funding from the Ministry of Finance to help with the direct implementation costs of recreational cannabis legalization.

At its meeting of January 28, 2019 upon consideration of Report CLSFS19-011 Ontario Cannabis Legalization Implementation Fund, Council resolved that: a)

That an Ontario Cannabis Legalization Implementation Reserve be created and that the $185,590 Funding be placed in Reserve; and

b)

That staff report back to Council in 2019 with a recommendation on the use of these funds.

This report responds to recommendation b). Ultimately, funding was received in 3 installments and in total amounted to $253,639.

Examples of the types of expenditures eligible for funding include: • • • •

by-law/policy development (police, public health, workplace safety policy) increased enforcement increased response to public inquiries increased paramedic and fire services

The Peterborough Police Services has and will continue to incur significant costs as a result of the legalization of recreational cannabis. Details as to the type of activities and estimates of costs are provided in Appendix A - Report to the City of Peterborough and include the following: • Standard field sobriety testing • Drug recognition expert training • Bill C-45, Bill C-46 and Provincial Regulation Training (Including Impaired Driver Training) • Roadside screening equipment and supplies • Criminal investigations into unlawful cannabis dispensaries • Lawful dispensary • RIDE (Reduce Impaired Driving Everywhere) costs

109 Report CLSFS20-021 Distribution of Ontario Cannabis Legalization Implementation Funding

Page 3

Peterborough Police Service is requesting transfer of the full allocation of monies received by the City as estimated costs for staff training, specialized equipment and staff backfill will far exceed the implementation monies the City has received.

Submitted by,

Richard Freymond Commissioner of Corporate and Legislative Services Contact Name: Richard Freymond Commissioner of Corporate and Legislative Services Phone: 705-742-7777 Ext. 1863 Toll Free: 1-855-738-3755 Fax: 705-876-4607 E-mail: rfreymond@peterborough.ca Attachment: Appendix A – Report to the City of Peterborough as prepared by the Peterborough Police Service

Appendix A

110

Report to the City of Peterborough Reference: Request for Funds From The Cannabis Legalization Implementation Fund Ontario Cannabis Legalization Implementation Fund — OCLIF Allocation Table Municipality

OCLIF First Payment

OCLIF Second Payment

OCLIF Third Payment

Peterborough (City)

$92,795

$113,537

$47,307

Since the Cannabis Act legislation came into effect and Bill C-45 and Bill C-46 were enacted, the Peterborough Police Service has experienced several costs as a result both for training our officers as well as the enforcement requirement. We have received no funding at this time from the federal, provincial or municipal governments.

The costs were not factored into our 2017 budget as it had already been completed by the time we were aware of the pending legislation. In early 2018 and 2019 we had to quickly train officers to prepare them for the changes as well as training more specialists in the areas of SFST (Standard Field Sobriety Testing) and DRE (Drug Recognition Experts). We had to readjust schedules during that period of time as well as pay call out for officers to supplement shifts while the specialty training was going on to maintain the appropriate shift complements to protect the public. There was further training for all officers around case law, academic training on new legislation, new equipment, drug impaired driving and new investigative methods.

Below please note some of the financial implications that the Cannabis Act has imposed on the Peterborough Police Service.

Standard Field Sobriety Testing (SFST Officers) The Standard Field Sobriety Test (SFST) is a psycho-physical coordination test used by officers to reveal clues of the subject driver's level of impairment and forms a key part of the evidence necessary to lay a charge. Police officers are increasingly being trained in the use of SFSTs in an effort to curb impaired driving as a result of alcohol and/or drug use. The course is 5 days and we have to callout an officer, while the SFST officer is being trained, to backfill the shift to minimum shift complement.

We currently have 11 officers trained and will need to train 25 more over the next two years.  

The cost to train 1 officer is $750.00 The cost for callout to backfill each officer is $6,139.00 (x 25)

Drug Recognition Expert Training (DRE Officer) If there is evidence of impairment based on the SFST, the driver must accompany the officer to the Peterborough Police Service for further evaluation of drug influence by an officer trained in the Drug Recognition Expert (DRE) Program. Using a detailed twelve step method, a DRE conducts a diagnostic examination of persons arrested or suspected of drug-impaired driving or similar offenses. Based on the results of the drug evaluation, the DRE forms an expert opinion on impairment, the type of impairment, Page | 1

111 and the most likely source. If a DRE is not on duty, then one is brought in on call out to conduct the expert examination, which is an additional cost.

We currently have 4 officers trained and will need a minimum 5 more over the next two years.  

Cost of Training each officer is $5,429.55 (per officer) Cost of backfill for officers on training $18,416.00 (for three weeks)

Bill C-45, Bill C-46 and Provincial Regulation Training (Including Impaired Driver Training) A training program is necessary for all officers on the implications of bills C-45, C-46 and associated provincial regulations, through a combination of instructor led training and e-learning. Civilian support staff is needed to develop e-learning for all officers for drug detection in drivers, legislative and case law updates, best practices, and annual ongoing updated training course design.  

The cost for this training is $7,000.00 (through Canadian Police Knowledge Network (CPKN) for all members to be trained.)

Supervisor of the Drug Unit – Legislative Training at Infonex Conference - $2,363.93

Roadside Screening Equipment and Supplies An approved screening device has been identified by the government. The cost is approximately $6,000.00 per unit/device and the eventual goal would be to have 5 units for our Service in the near future. These units will have to be maintained, repaired, and replaced at regular intervals and life cycles as well.

Each of the roadside screening tests utilizes a $40.00 non-reusable detection cartridge comprised of perishable fluids that expire two years from the date of manufacture. For driver checks, a historical three-year average was developed from RIDE statistics that suggested for each suspension there were 6.4 tests administered. The estimate of future drug impaired driving is a key assumption and at the time of this report we cannot say how many detection cartridges will be needed. The National Highway Traffic Safety Administration’s Roadside Studies that found, “…that the presence of THC among drivers has increased, and THC positive driving now exceeds alcohol positive driving.” (Source York Regional Police) 

Total cost of equipment would be approximately $30,000.00 (5 units). This does not include the $40.00 test cartridges necessary for every individual test.

Criminal Investigations into Unlawful Cannabis Dispensaries It should be noted that our Service is now dealing with illegal dispensaries since the discussion around legalizing cannabis began in the past few years. Provided below are examples of the costs of these investigations: Our Drug Enforcement Unit is comprised of 4 Detective Constables who prioritize what investigations they will work on. Due to the toll opioids are exacting on our communities, the majority of their investigations have focused on trying to save lives by concentrating on fentanyl dealers. They also have to react to complaints about illegal cannabis dispensaries which also necessitates overtime to complete investigations.

Page | 2

112 

PB16021105 & PB16022364 (same location days apart reopened) George Street, Peterborough o Cost $25,550.00 – 3 Search Warrants were conducted, numerous hours of intelligence and surveillance gathering including an undercover operator required to make purchases at the store, follow up was required, the seizure of evidence as well as Health Canada seizure and disposition forms. This does not include court time for officers involved.



PB19007812 (Peterborough Address) - basement illegal dispensary - received a number of complaints from neighbours as well as Councillors o Cost $23,750.00 - 1 Search Warrant, extensive time on surveillance, use of ERT team, use of K9 team and multiple arrests. This does not include court costs.

Lawful Dispensary At the time of this report we do not have a confirmed lawful dispensary in Peterborough but we have been made aware this is only a matter of time. Our understanding is that the municipal police service that the dispensary resides in will be responsible for enforcement. Any complaints regarding the dispensary will come to the police including selling to underage persons, breaching policy/legislation (ie: purchasing supply from other then the Ontario Cannabis Store or other federally approved outlet.) 

Cost is unknown at this time but there will be a cost.

RIDE (Reduce Impaired Driving Everywhere) Costs We currently receive a provincial grant for the RIDE Program (April 1, 2019 - March 31, 2020) in the amount of $23,590.00, which is enough to cover the average number of RIDE details conducted each year. Since legalization of cannabis we will be completing more RIDE initiatives then normal. 

Cost $70.00 per hour (8 hours duration) x 4 officers = $2,240.00

There are several other costs that are not available at the time of this report:   

Drug Impaired Traffic Stops, Seizures and Violations Motor Vehicle Collisions (Colorado reported a 7.2 % increase and 11% increase in traffic deaths 1 year after legalization.)

Injured Persons (Colorado experienced a 29% increase in cannabis related emergency room visits in the year after.)

Please find attached: 

Appendix A: Shows the various Police Services that have confirmed receipt of full or partial funds provided by their municipality. At the time of this report these are the Services that have replied formally.



Appendix B: York Regional Police Service forecasted budget increase as a result of the Cannabis Act Page | 3

113 

Appendix C: Indicates Belleville Police Service’s increase in budget revenue as a result of the Cannabis Act.

It should also be noted that with some of these funds we would establish a dedicated beat patrol program on an extra duty basis to help deal with legal and illegal cannabis dispensaries, by-law enforcement, underage cannabis use, second hand smoke (cannabis), public concerns and complaints, and increased visibility in the downtown, particularly in the area of the legal retail outlet that has been proposed in the community.

Page | 4

114 Appendix A

Page | 5

115 Appendix B

Page | 6

116

Page | 7

117

Page | 8

118

Page | 9

119

Page | 10

120 Appendix C

Page | 11

121

To:

Members of the General Committee

From:

Cynthia Fletcher, Commissioner of Infrastructure and Planning Services

Meeting Date:

March 2, 2020

Subject:

Report IPSIM20-003 Climate Change Initiatives Update

Purpose A report to update Council on the current and planned initiatives which affect Climate Mitigation and Climate Adaptation, for the City as an organization and the broader community.

Recommendations That Council approve the recommendations outlined in Report IPSIM20-003 dated March 2, 2020, of the Commissioner of Infrastructure and Planning Services, as follows: a)

That staff make application to the Federation of Canadian Municipalities- Green Municipal Fund; Study: Reduce Fossil Fuel Use in Fleet and that Council approve up to $100,000 from the Climate Change Reserve for the City’s 50% contribution, if approved;

b)

That staff include anti-idling as a distinct initiative for inclusion in the City’s partnership program with Toronto and Region Conservation Authority on a neighbourhood based Low Carbon Social Mobilization initiative;

c)

That, for projects/initiatives which have an impact on Climate Adaptation and/or Mitigation, a descriptive statement be included in future Standing Committee reports;

122 Report IPSIM 20-003 Climate Change Initiatives Update

Page 2

d)

That staff report to Council annually on the progress related to the Climate Change Action Plan implementation plan, Adaptation and Community Resilience and Mitigation efforts;

e)

That staff report back on progress on the Peterborough Environmental Advisory Committee sub-committee’s review of striving for net zero emissions as a municipality, as part of annual update;

f)

That staff prepare a report on the potential use of the remainder of the 2020 Contribution to the Climate Change Reserve in the amount of $426,400, by July 2020;

g)

That Council endorse an 18-month contract position to develop Standard Operating procedures to optimize the use and potential of the adaptive controls for the City-wide streetlighting system and advance the planned Decorative Street lighting project;

h)

That staff report to Council, as part of the 2021 budget review, on permanent staffing resources required to significantly advance and sustain the Corporate and Community actions related to the Climate Change Action Plan (CCAP);

i)

That staff and Council seek opportunities to advocate with the Provincial and Federal governments for funding to support Climate Adaptation and Mitigation initiatives in Peterborough;

j)

That staff and Council seek opportunities to advocate with the Provincial and Federal governments for policy changes which positively impact Climate Mitigation and Adaptation efforts and contribute to the benefit of the City and broader community;

k)

That the City partner with Community agencies and researchers on initiatives which affect Climate Mitigation and Adaptation efforts for the broader community; and

l)

That staff, in collaboration with key community partners, develop a clear implementation strategy for the Community Sector of the Climate Change Action Plan (CCAP), with focus on verifying data assumptions and identifying community measurables.

123 Report IPSIM 20-003 Climate Change Initiatives Update

Page 3

Budget and Financial Implications The 18-month contract Senior Project Manager position will be funded from the Street Light Program (Project ID: 17482) at a cost of $175,000 over the term.

The $21,700 in donations to the Climate Change Action Plan reserve from citizens have been earmarked for the Transition 2050 project the City has with Toronto Regional Conservation Authority (TRCA) and Peterborough GreenUp. The funding will assist in the implementation of a Neighbourhood-based Low Carbon Social Mobilization program and will build off work completed by GreenUp through the Sustainable Neighbourhoods Program (SUN). Focus will be placed on encouraging community uptake of home energy retrofits to address energy and Greenhouse Gas (GHG) emissions created from private residences. The project aligns very well from feedback received that focus needs to be placed on targeting community sector emissions, or ~95% of overall emissions.

Many initiatives are funded or and others will be reviewed during annual budget processes. Increasing community resiliency and accelerating mitigation measures into Capital project planning will require significant investment.

Future Council Reports: With respect to the motion from Council that staff consider if future Committee reports include a statement that identifies the sustainability and climate adaption and/or mitigation impact, staff recommend that the template for Council reports be modified to include a section for comment on Climate Change initiatives. For projects/initiatives which have an impact on Climate Adaptation and/or Mitigation, a descriptive statement would be included in future Standing Committee reports. (Recommendation “c� of this Report)

Background This report responds to two motions approved by Council. The information is divided into the following categories: Council Reference

pages 4-6

Purpose and Feedback Key Themes

pages 6-7

Climate Change Definition & Measurement Challenges

pages 8-9

Asset Management

page

9

124 Report IPSIM 20-003 Climate Change Initiatives Update

Page 4

City Projects, Programs and Initiatives: Adaptation

pages 10-12

City Projects, Programs and Initiatives: Mitigation

pages 12-17

Update on Climate Change Action Plan

pages 17-21

Funding

page 21

Staffing

pages 22

The Global Context

pages 23

The Greater Peterborough Community Context

pages 23-26

Summary

page 26

Council Reference In response to the public budget delegations presented to City Council on Wednesday, January 9, 2019 regarding the need to implement greater climate mitigation actions to reduce our greenhouse gas emissions, the following motion was approved by Council: That staff be requested to report back to Council by June 2019 with the following: a)

A status report on our Climate Change Action Plan, providing an update on climate adaptation and climate mitigation actions, as well as the progress made towards our emissions reduction target of 30% for both the municipal operations and the Community Sector;

b)

That the status report include: i)

a short-term action plan outlining potential costs, funding opportunities, feasibility and priorities that the City will undertake to reduce greenhouse gas emissions across the Corporation and throughout the Community;

ii)

an update on a staff committee being formed that embeds sustainability and climate change into day-to-day decision making;

iii)

how a Climate Change lens can be used in the City’s Asset Management Planning; and

iv)

the potential for Committee and Council reports to include a statement that identifies the sustainability and climate adaptation and/or mitigation impact.

125 Report IPSIM 20-003 Climate Change Initiatives Update

Page 5

c)

That staff be directed to establish an account to accept donations for the City’s Climate Change Action Plan, to issue income tax receipts; and

d)

That staff report back to Council with an update on the quantity of donations.

At the meeting of September 23, 2019, Council adopted the following motion in declaring a Climate Emergency: Whereas: 1.

Climate change is the greatest crisis of our times worldwide, harming human and animal populations through extreme storms, severe flooding, record heat waves, prolonged droughts, and other natural disasters;

2.

Climate change is contributing to billions of dollars in property and infrastructure damage worldwide and is viewed as the major public health threat in Canada for cardiovascular and respiratory illnesses and deaths;

3.

International research has concluded that there is a need for massive carbon emissions reductions within the next 11 years to avoid further devastating damage to our environment, economy, and society; and

4.

Over 450 local governments, including 40 Canadian communities such as Ottawa, London, Hamilton, and Kingston have acknowledged this urgency by officially declaring a climate emergency. They are committed to action to drive down emissions at emergency speed. These Climate Emergency Declarations importantly involve the public and serve as Calls to Action by the Community as well as by Council and other levels of government.

That Council, pursuant to its authority under section 10 of the Municipal Act, 2001, hereby declares a climate emergency within the City of Peterborough for the purpose of naming, framing and deepening our commitment to protecting our community, its economy, and its eco systems from climate change, and, That staff, working with PEAC, be requested to also report on the opportunities to: a.

Greatly accelerate timelines for our existing actions to reduce the effects of climate change;

b.

Add new actions and proposals to reduce greatly our GHG emissions;

c.

Identify the budgetary implications of proposed actions, including opportunities to engage all other levels of government and private sources, to combat climate change;

126 Report IPSIM 20-003 Climate Change Initiatives Update

Page 6

d.

Incorporate a climate change lens into all city actions and policies recognizing the need to achieve a target of 45% GHG emission reduction by 2030 and net zero by 2050;

e.

Engage and educate the general public regarding this crisis to support the city’s efforts to meet these goals; and

f.

That staff report back to Council by the end of the first quarter, 2020.

The purpose of this report is to provide a preliminary progress update on the City’s Climate Change related initiatives, address the new Council motions at a very high level and assure Council of the Community Collaboration to address the impacts of Climate Change. The report also includes a the Global/National/Provincial perspective and future initiatives planned which affect the Peterborough Climate Change context.

Staff has engaged with and/or reviewed the following:      

The Peterborough Environmental Advisory Committee (PEAC) Community partners and the research community 2020 Budget review - feedback from citizens All relevant background City documents Internal subject matter City Managers/Staff Best practice approaches in the industry

Key Feedback Themes Through this research and discussion, the following themes emerge that the City needs to be mindful of in their future initiatives: 

Build upon the Climate Change Action Plan (https://www.peterborough.ca/en/cityhall/resources/Documents/Chapter-1-City-of-Peterborough-Climate-Action-PlansFINAL.pdf) to develop an implementation plan with measurable actions.

Investments, actions and progress must be tracked and reported in a transparent and consistent manner. 

Continue the City’s efforts and leadership, which addresses 5% of the community’s (City of Peterborough) emissions.



Provide City leadership on the community actions required to mitigate emissions, which represents the other 95% of the Community’s emissions.



Public outreach is important to seek input and to provide information regarding climate change actions

127 Report IPSIM 20-003 Climate Change Initiatives Update

Page 7



Continue to maintain a distinct line within the City’s Budget that addresses Climate Change



Request additional staffing resources to focus on moving the efforts to address climate change significantly forward



Challenge other levels of government to put more emphasis on addressing climate change



Support enhancements to our natural systems to further adaptation and resilience.



Recognize the link between climate change, and social and economic needs to build long-term resilience



Focus efforts on an anti-idling campaign and signage



Review the potential of identifying any Sustainability and Climate adaptation and/or Mitigation Impact as part of Standing Committee reports

The recommendations of this report address elements of Council direction within the January and September 2019 motions and the key feedback themes.

Over the past decade, the City of Peterborough has been collaborating on and leading in the areas of Climate Adaptation and Mitigation. The City has capitalized on many lower cost and quick win initiatives (“low hanging fruit”). Moving forward, due diligence is needed to ensure Council can make well informed decisions, as further investment in adaptation and mitigation will be significant. More work is needed to fully understand requirements and opportunities in the Peterborough Corporate and Community context.

Staff will be reporting back by the end of 2020 on additional opportunities, recommendations and the significant investment required to further advance adaptation and mitigation targets.

Climate Change What is causing climate change?

The climate is changing, both globally and locally. One of the main factors influencing climate change is the increase of greenhouse gases (GHG) in the atmosphere. GHGs are naturally found in the environment and can fluctuate in nature through events like volcanic eruptions and forest fires.

Human related sources of GHGs are contributing large quantities into the environment.

GHG emissions are a by-product of the actions we take in our day-to-day lives such as:

128 Report IPSIM 20-003 Climate Change Initiatives Update      

Page 8

Electricity used to power appliances, equipment and lighting Natural gas used for heating Carbon based fuel used in vehicles Waste management practices (e.g. solid waste sent to landfills) Land-use decisions (e.g. dispersed development) Agricultural activities (e.g. livestock and manure management)

Measurement Challenges Existing baselines have been established using a basic GHG Emission Inventory approach, based on readily available information in 2011. Understanding the assumptions made at that time and ensuring we have comparable current date remains a challenge.

Part of the Council motion of January 2019, directed staff to report on “the progress made towards our emissions reduction target of 30% for both the municipal operations and the Community Sector”.

Part of the Council motion of June 2019, directed staff to report on ways to “Incorporate a climate change lens into all city actions and policies recognizing the need to achieve a target of 45% GHG emission reduction by 2030 and net zero by 2050”.

In order to achieve a 45% GHG emission reduction of its corporate emissions by 2030 at this time, significant investment and/or policy changes by other levels of government is needed.

For the City and its Corporate emissions, great progress toward the reduction target is being made. The single largest short-term reduction opportunity is the Source Separated Organics Program (SSO). The planned implementation of the program in 2023, will push the City to a projected 33-35% reduction in GHG emissions from the 2011 levels. If the County townships were to adopt the SSO program, the City will achieve a 45% reduction target by 2030, as the City is responsible for the collective emissions related to waste management.

To address the challenges around data, PEAC discussed the need to establish a subcommittee to review the existing approaches to quantifying greenhouse gas (GHG) emissions for the community sector. The focus would be to advise staff on the best method(s) of quantifying and demonstrating achievement of a proposed target of 45% GHG reduction from the 2011 baseline by 2030 and net zero by 2050.

More work is needed to understand the full financial impact of achieving net zero.

In considering the recommendation outlined in Report PEAC20-003 dated January 22, 2020 of the Manager of Infrastructure Management Division, PEAC adopted the following motion;

129 Report IPSIM 20-003 Climate Change Initiatives Update

Page 9

That the PEAC subcommittee on GHG emission data be established to report back to the Committee and staff on options for gathering community sector GHG emission data and reporting on progress.

Climate Change and Asset Management In addition to the work related to data and measurement, the City is in the process of updating its Asset Management Plan. The Asset Management Plan is another tool where climate adaptation and mitigation, or a “climate lens” is considered.

Municipalities are required to establish Asset Management Policies and Plans for Municipal Infrastructure as per O.Reg. 588/17. This includes considering actions that address the vulnerabilities of the municipality’s infrastructure assets that may be caused by climate change. Identifying adaptation opportunities to manage vulnerabilities, mitigation approaches to climate change, and disaster planning and contingency funding are required elements of the asset management plan.

The City’s Asset Management Policy was updated in 2019 to require city-wide workflows that enable a coordinated, cost-effective, and sustainable approach to the management of our assets in order to prepare for climate change among other requirements. Steps are being taken to incorporate climate change vulnerability as a parameter through which the City assesses risk at the strategic and/or individual asset level, and support managers in considering climate change when planning asset related activities. The City has been involved in a project with researchers from Carleton University to explore ways to integrate climate change effects within an asset management framework and will be enhancing the City’s framework with these findings as we consider how to build, operate, maintain, renew, replace and dispose of assets.

The City Commitment to Climate Change The City of Peterborough has started to embed climate change considerations into service areas as outlined under the City projects, programs and initiatives section below and through policy documents like the draft Official Plan. Peterborough’s commitment to act on climate change is evident in the draft Official Plan and its vision statement.

City Projects, Programs and Initiatives A balanced program to address the effects of Climate Change includes Adaptation and Mitigation measures. The sections below outline examples of the City’s past/current/planned programs:

130 Report IPSIM 20-003 Climate Change Initiatives Update

Page 10

Adaptation Climate adaptation includes measures focused on increasing community resiliency to the effects of climate change. The City of Peterborough has been and will continue to lead Adaptation initiatives such as: Plans and Policies 

Climate Adaptation Plan: The City was selected by International Council for Local Environmental Initiatives (ICLEI)Canada as one of three Ontario municipalities to participate in a fully funded project called the Changemakers Project. This project includes the creation of a local Climate Adaptation Plan that considers local vulnerabilities for the City of Peterborough.



Official Plan Update: As part of the vision for the new Official Plan, the City has included specific language related to environmental sustainability, efficient use of land and infrastructure and green initiatives. The Plan also includes a specific section related to Environmental Stewardship and Sustainability.



Watershed Study and Watershed Management: “Our Watershed, Our Blueprint” officially launched on June 3, 2019. Over the next two years the City will collaborate with our neighbouring municipalities, First Nations, and Otonabee Conservation on the development of this plan. The Watershed Study will inform the development of a Watershed Management Pan. This plan will shape our approach to climate change adaptation and reduce climate risk by helping to shape future development and City infrastructure priorities in a way that is environmentally sustainable.



Low Impact Development (LID): The City continues to advance its Low Impact Development (LID) and Green Infrastructure (GI) initiatives in both new development and infrastructure retrofits. LID and GI is an important adaptation strategy that will help reduce flood risk, improve water quality and increase our drought tolerance, all of which are impacted in a changing climate. All new development and re-development sites implement various forms of LID storm water management techniques. Examples of LID include; rainwater harvesting/re-use, swales/bioswales, infiltration galleries and chambers, absorbent landscape, permeable pavement, green roofs/walls.



Design Changes: Through Stormwater Management and stormwater quantity control, the City has updated the Engineering Design Standard to the latest published Environment and Climate Change Canada Intensity Duration Frequency parameters. These changes will accommodate for more intense rainfall events in the future.

131 Report IPSIM 20-003 Climate Change Initiatives Update 

Page 11

Ontario Building Code changes: The City has been actively involved in the development and training programs related to the Ontario Building Code (OBC) Energy Efficient design and construction guidelines. Staff also have been working with the local construction and development Industry to ensure everyone is aware of and able to meet the standards that have been set in the aim of Climate Change prevention and reduction.

Water 

Stormwater Management and Flood Reduction Master: This ongoing program of work focuses on building more community resiliency related to the potential for flooding. Specific areas of focus include ensuring proper stormwater management infrastructure, reducing inflow and infiltration to the sanitary system, smooth assumption of new development facilities, proper alignment of water courses and incorporating storm and sanitary infrastructure into road reconstruction projects. o

Projects like the Bethune Street Diversion Project and Curtis Creek Watershed Improvements are examples

o

The Flood Reduction Subsidy Program can help homeowners with flood reduction initiatives such as inflow & infiltration reduction, backflow prevention, foundation drain disconnects and the related labour and materials costs.



Monitoring: With more intense rain events causing an increased chance of flooding to basements, roads and other infrastructure, the City has installed and upgraded equipment to view almost live data throughout the City. This live data will monitor rain fall amounts during a storm event as well as sanitary sewer flow monitors that gives the City almost live sanitary sewage levels in selected pipes.

The equipment also contains alarms set to trigger alerts if thresholds are exceeded.



Areas at Risk: The City is working with Provincial and the Federal governments in collaboration with Otonabee Conservation to protect areas that are at risk. The City will continue to apply for external funding opportunities to support these projects. The City is installing larger storm pipes and conduits to move water more effectively away from sensitive areas while attempting to widen watercourse banks to collect and move water more effectively.



Maintenance and Inspections: The City is working to achieve unimpeded flows in our sewers through routine maintenance to ensure full sewer capacity availability.

This is completed via yearly flushing, cleaning and camera inspections allowing pipe conditions to be recorded and to better prepare the City for severe storms.

132 Report IPSIM 20-003 Climate Change Initiatives Update

Page 12

Sites Brownfield Remediation: The City is working with the Ministry of the Environment and Climate Protection (MOECP) to review and create Environmental Management plans for City-owned brownfield sites.

Urban Canopy Between the regular replacement and Emerald Ash Borer programs, we are targeting 700-800 new plantings for 2020. The number is variable based on the number of ash trees that are removed. Ongoing programs are included in the 10 year Capital forecast.

Staff will report to Council on the Urban Canopy Conservation public consultation in March of 2020. Subsequent work is underway to refresh the Urban Canopy Conservation framework and associated By-Law. Mitigation Mitigation measures are actions intended to reduce GHG emissions. The City has made and is planning to make noted investment in Climate Mitigation projects and programs such as: Energy Through staff report CSD14-013, the City of Peterborough adopted the 2014 Energy Conservation and Demand Management Plan. Council endorsed the following vision which was included in the report: The City of Peterborough will strive to continually reduce our total energy consumption and associated carbon footprint through wise and efficient use of energy and resources, while still maintaining an efficient and effective level of service for our clients and the general public.

The management of our energy is a combination of energy data management, energy supply management, and energy use management. Some examples of innovative energy management projects are: 

LED Street Lighting Upgrades: In the fall 2018, the City replaced over 7,000 high pressure sodium cobra head streetlights with adaptive LED. There has been a significant drop in GHG emissions due to the conversion to LED lights. The conversion of high-pressure sodium decorative streetlights is planned.

Recommendation “g” of this report addresses the need for a dedicated resource to ensure the City is realizing the full benefit of the adaptive controls and associated MESH network installed as part of the streetlight retrofits. The adaptive controls have potential that has not yet been optimized:

133 Report IPSIM 20-003 Climate Change Initiatives Update

Page 13

o Adaptive control allows the City to monitor the system’s performance, understand when and where the system has issues or requires maintenance o Potential to optimize lighting levels remotely to ensure energy efficiency, within approved lighting standards o Adaptive controls and sensors within the network can allow for data gathering through additional instrumentation that can be used to optimize real-time service delivery and “smart city” applications o Traffic lights have also been converted to LED. Traffic Signal Improvement initiatives are underway to optimize synchronization opportunities. The traffic division is reviewing new and update technologies on an ongoing basis, with the goal of improving flow for all modes of transportation. 

Building retrofits and Sustainable Design: o

In 2016, the Peterborough Sport & Wellness Centre (PSWC) had HVAC upgrades. In 2017 the facility participated in the Save on Energy Retrofit Program to replace facility lighting fixtures with energy savings calculated at 162,352.306 kWh. Major work was done to the pool’s pump and filtration system. In 2018, the PSWC replaced existing pool pumps with Variable Frequency Drives (VFD) which are motor control devices which reduce the speed of circulation pumps.

o

The Public Works Operations Centre incorporates the collection of all rainwater from the surface and roofs, which is filtered and used to wash vehicles. It also incorporates all LED lighting and smart lighting controls to reduce energy use, a building automation system to control all HVAC equipment to assist with energy savings, and high efficiency boilers for the floor heating system that reduces energy consumption and heat loss.

Renewable Energy: 

CoPHI: The City of Peterborough has a proven track record in developing renewable energy through its investment company, City of Peterborough Holdings Inc. (CoPHI). The Company develops and operates renewable hydro, solar and renewable natural gas generation facilities and operates a wholesale metering business. As published in their 2018 Annual Report, over the past several years initiatives have provided a base for renewable energy equivalent to powering approximately 52% of City owned buildings excluding wastewater infrastructure. The Company has been a conservation leader in providing its customers with opportunities to reduce their consumption.

134 Report IPSIM 20-003 Climate Change Initiatives Update 

Page 14

EV Charging Stations: The Ministry of Transportation through the Electric Vehicle Chargers Ontario Program awarded a grant of $291,480 to Peterborough Utilities Inc, who in partnership with the City of Peterborough, installed 9 electric vehicle charging stations. The grant was used to install these electric vehicle charging stations in 6 locations across the Greater Peterborough Area: o

Riverview Park & Zoo

o

Lansdowne Place Mall (2 units)

o

King Street Parking Garage (2 units)

o

Peterborough Memorial Centre

o

Downtown Lakefield: Public Parking Lot

o

Downtown Norwood: Foodland (2 units)



The installation of rooftop solar PV at the Kinsmen Civic Center, which has been operational since August 2016 and generated ~1.76M kWh of energy over the past 3 years.



The operation of the Peterborough Landfill Biogas Digester has been operational since 2013 and has generated ~40.6M kWh of energy over the past 7 years.

Waste Management: 

Waste diversion programs resulted in a residential diversion rate of 56% in 2017.

New, more challenging diversion opportunities continue to be investigated including reuse opportunities, bulky plastics, and textiles diversion. The Waste Management Master Plan, scheduled for spring 2020, will review all waste management and diversion programs. There will be many changes in the waste management sector over the next 5 years. Some highlight initiatives are listed below: o o o



Source Separated Organics Program Transition from Blue Box Program to Full Producer Responsibility creates a “cradle to grave” accountability for producers of their waste materials.

Review of the future of Waste Management and Landfill Operations

Wastewater: several retrofits are planned for the Wastewater Treatment plant to ensure capacity and build in redundancy. Staff are exploring new and innovative technologies in this sector.

135 Report IPSIM 20-003 Climate Change Initiatives Update

Page 15

Transportation: 

Active Transportation: Cycling lanes and multi-use trail infrastructure has been expanded from 55 kilometres in 2011 to 70 kilometres in 2018. Focus on further expansion of active transportation infrastructure is built into the ten-year capital budget.



Traffic Signal Upgrade and Optimization project: This project will allow the City to synchronize traffic signals to optimize traffic flows, resulting in reduced emissions.



The City has underway various Master plans and studies to improve the Transportation network and promote alternate modes of transportation. These studies will lead to greater access to active transportation opportunities and more efficient movement of vehicular and pedestrian traffic flows: o o o o o

City’s Transportation Master Plan East Side Transportation Study Transit Route Review and Long-Term Growth Study Traffic Calming Review Cycling Network Update

Transit: 

Transit Ridership: o o o

increased significantly in 2017 and 2018 (~25% increase) estimated that just over 11 million vehicle-kilometres of travel has been avoided resulting in just over 2,000 tonnes of GHG emissions avoided.

City’s Transit is participating in Canadian Urban Transit Research & Innovation Consortium (CUTRIC): on their Pan-Canadian Electric Bus Demonstration & Integration Trial project. The City benefits from the most current information while not assuming cost/risk



Since 2011, the emissions generated by the transit fleet has decreased by 18%, on a per kilometer basis, due to more efficient/modern buses.



City Fleet

The City intends to make application to the FCM- Green Municipal Fund for a Study to Reduce the Use of Fossil Fuels in the City’s Fleet vehicles. The program funds feasibility studies for projects that reduce or avoid fossil fuel use in any vehicle that delivers municipal services. All classes of vehicle are eligible for this funding. Grant funding is available a maximum of $175,000, with the City contributing 50%. Staff is

136 Report IPSIM 20-003 Climate Change Initiatives Update

Page 16

proposing use of the Climate Change Reserve, to a maximum of $100,000, to cover the City’s share and any additional incidental costs. Any monies remaining from the City’s contribution will be returned to the Climate Reserve, once the project is fully reconciled. (recommendation a) of this Report) Aviation: As part of providing employment opportunities to the Peterborough region, the City owns the Peterborough Municipal Airport. It is primarily an Aviation Business Park. As a member of the Southern Ontario Airport Network, the Peterborough Airport and other members have capacity to grow at existing airports in southern Ontario rather than building a new airport to support the significant growth expected over the next 25 years.

Plans are underway to expand LED lighting retrofit the runway, apron lights and floodlights. Taxiways and some floodlights have previously been converted to LED. The Airport Operations contractor is investigating some innovative maintenance equipment and has converted some equipment to include with engine idling controls. A previous project installed a timer to turn off radiant heat panels in the Terminal after hours, saving on energy.

In the aviation industry there is significant funding for research and development of more efficient engine technology. ie; gas/electric, lighter weight aircraft components Nav Canada has been revising routes for aircraft flying into large Airports to maximize fuel efficiency.

Clean Technology The City is a partner with Trent University in establishing the CleanTech Commons Research and Innovation Park. This unique CleanTech Innovation Park will play host to a cluster of world-class companies and start-up, spinout and growth ventures in the fields of clean, green and low-carbon technology; agro-biotechnology, water technology and biomaterials. Council has made financial and in-kind investment in the venture.

Winter maintenance salt reduction The City is implementing a pre-wet process for road surface treatment during winter maintenance. The pre-wet solution causes salt to “stick” to the road surface rather than bouncing to non-road surfaces. The result is that much less salt is needed during application. The City also uses sand for surface treatment where/when applicable.

137 Report IPSIM 20-003 Climate Change Initiatives Update

Page 17

The following Community programs and Update on the Climate Change Action Plan provide examples of the City and Greater Peterborough Area’s work to address the 95% Community emissions.

Community programs: 



Climate Change Program offered to Grades 2 to 6: In 2016, the City launched a Climate Change interactive, online education program through Planet Protector Academy for Grades 2-6. The Keep Cool program teaches kids how to reduce their energy and water use while changing their transportation habits. The City expanded to include a Waste Diversion program, known as Zero Heroes in 2017, and launched a Water program, known a H2Whoa! in September 2019.

The City is in partnership with Toronto and Region Conservation Authority (TRCA) on a neighbourhood based Low Carbon Social Mobilization initiative (Transition 2050). Under this initiative and with other community partners, we plan to tackle GHG emissions (eg anti-idling awareness/challenges) and building resiliency.

Update on Climate Change Action Plan The Climate Change Action Plan is grouped into 6 themes (Our homes, Our workplaces & schools, On the move, Our food, Our land, Our people) and contains 21 strategies to target community sector GHG emissions in response to climate change. Multiple actions have been undertaken by the City and other organizations in the community and several examples are provided below. The Peterborough Environmental Advisory Committee has decided to dedicate a portion of every meeting in 2020 to focus on one of the 6 themes per meeting.

Our Homes Help existing homes become more energy and water efficient and be more adaptable to risks (Strategy H1)     

Piloting TRCA’s Transition 2050 program in late-2020-2021 Local Improvement Charge (LIC) being investigated Reviewing other municipalities’ household energy retrofit programs Exploring a Community Energy Plan in 2020 On-going Low-flow Toilet Rebate program to conserve water

Build new homes to be more efficient and have a smaller environmental footprint (Strategy H2) 

Draft Official Plan includes Solar Ready clause (5.4.3.e.ii)

138 Report IPSIM 20-003 Climate Change Initiatives Update  

Page 18

On-going review of minimum parking space requirements on an application-byapplication basis Pilot net-zero emission neighbourhood – To be determined, requires multiple sectors to develop pilot

Reduce the amount of waste generated by residents that contribute to GHG emissions (Strategy H3)   

Added biogas generator in 2013 at landfill In development stages for city-wide Source Sorted Organics program and facility Increasing waste diversion of more products from landfill: (recycling program, textiles, etc.)

Our Workplaces and Schools Improve energy and water efficiency of existing buildings and business operations (Strategy W1) 

PDI and Enbridge are both carrying out energy improving activities within the community

Build new buildings to be more efficient and have a smaller environmental footprint (Strategy W2)      

Green Economy Canada (GEC) Hub being developed to support businesses reduce energy use, late 2020 Facilitate climate change friendly business operations and practices GEC Hub will support city-wide businesses after launch (Strategy W3) Support local economic resilience and growth of the local green economy GEC Hub will support city-wide businesses after launch (Strategy W4) Facilitate low carbon energy generation and local energy security (Strategy W5)

On the Move Build an active transportation network and support active transportation (Strategy M1)    

Active transportation target met in 2018 Draft Official Plan proposes more bicycling infrastructure Bus racks cannot be installed on fleet due to safety issues Continual support for all GreenUp’s bicycle programs

Facilitate alternatives to single-occupant vehicle use to reduce frequency of personal vehicle use (Strategy M2)  Support Carpool Ontario carpooling network

139 Report IPSIM 20-003 Climate Change Initiatives Update

Page 19

Make public transportation more appealing to increase usage       

Public Transit Operations Review in-progress (Strategy M3) Surpassed mode share target Piloting rural public transit route through Selwyn in 2020 Trip planning program rolling out in 2020 Real-time bus tracking system in development stage Success with Fleming College and Trent University express bus routes Transit route review underway

Help transition vehicles to use cleaner and lower GHG emitting fuel sources (Strategy M4)  

Installed 6 EV chargers throughout the Peterborough region Explore future EV charging stations with Provincial/Federal funding

Our Food Support localization of the food system (Strategy F1) 

Draft Official Plan contains urban agriculture policy (5.4.6)

Encourage purchasing of locally produced food (Strategy F2)  

City continues to promote and fund Purple Onion festival City supports Farmers Markets

Reduce the amount of wasted food (Strategy F3)  

Compost bins sold at cost when purchased through the City Supports Green Up’s Kitchen to Compost program

Our Land Strengthen land use policy and development review process to better support climate change mitigation and adaptation (Strategy L1)  

Higher density land-use included in draft Official Plan (4.1.4) Watershed Plan in-progress

Identify climate change risks and prepare for potential impacts 

Climate Adaptation Plan in development phase (Strategy L2)

140 Report IPSIM 20-003 Climate Change Initiatives Update  

Page 20

Low Impact Development policies being informed by pilot projects and plans underway Engineering design standards include aggressive storm events for stormwater management

Protect and enhance natural assets (Strategy L3)      

Protection of natural heritage features included in draft Official Plan (4.6.1) Kawartha Land Trust completed Kawartha Naturally Connected Plan Currently updating urban tree canopy conservation approach Schedule of buffers for natural heritage features included in the draft Official Plan (4.6.2) Implementation of Urban Forest Strategic Plan on-going Ongoing support for ORCA’s tree planting and restoration efforts within the City

Our People Prepare for the health impacts associated with a changing climate (Strategy P1) 

Peterborough Public Health developing a Climate Change and Health Adaptation Plan through its Climate Change and Health Advisory Group

Foster a culture of climate change awareness (Strategy P2)   

Establishment of the Peterborough Environmental Advisory Committee City Council made Climate Change Emergency Declaration City 2020 Budget includes a 0.25% of all-inclusive tax rate to fund Climate Change Reserve

Encourage civic engagement around climate change (Strategy P3)



City sponsored community Global Climate Day of Action in September 2019 and mayor declared the Day to be Peterborough’s Climate Day of Action

Funding The City demonstrates tangible partnership on Sustainable and Climate Change initiatives by annually funding community agencies:  

GreenUp: $149,000 Sustainable Peterborough: $40,000

The Investment and Project Grants allow for Environmentally focused organizations to apply for city funding to undertake their projects or activities. Three organizations are

141 Report IPSIM 20-003 Climate Change Initiatives Update

Page 21

recommended to receive a total of $3,300 for Project Grants for 2020 and two organizations received a total of $11,200 in the Investment Grant category.

Council demonstrated a further commitment to advancing Climate Adaptation and Mitigation efforts by adopting the following motion as part of the 2020 budget review: That the Infrastructure Management budget of $1,419,754, as presented on page 78 of the 2020 Budget Highlights Book, be amended to include a Contribution to the Climate Change Reserve of $426,400, for a total 2020 budget of $1,846,154; and That the amount of $426,400, which equates to 0.25% of the All-inclusive tax rate, be added to the All-inclusive tax rate increase identified on page 9 of the 2020 Highlights Book, making it 2.59% and, That any expenditures of these funds be reported to Council.

This funding represents an annual contribution to a reserve, built into the base operating budget and then each future year. Expenditures will be recommended to Council as part of annual budget review or via in year reports.

The City will also be accessing funding from external sources and promoting available Incentive programs to support both Corporate and Community Climate Change efforts.

It is recommended that staff report back to Council by July 2020 on potential projects to be completed with these funds. (recommendation f) of this Report) Staffing The portfolio of Sustainability, which includes Climate Change initiatives, was shifted into the Infrastructure and Planning Department in the Fall of 2019 and now is part of the Infrastructure Management Division. While staff is still working through long term resource requirements, we can provide Council with the current leadership of the Climate Change initiatives.

1)

The Senior Watershed Project Manager position was put in place for 24 months to focus on the Comprehensive Watershed Study and is integral to the City’s Climate Change Adaptation Plan and initiatives. The position is funded through a grant for 24 months to focus on the Comprehensive Watershed Study. With the responsibility for Sustainability moving to this Division going forward, this position will evolve to work on other Corporate Adaptation and Mitigation initiatives, as well as the focus on collaboration and the Community Climate Change Action Plan.

While focus on the Watershed Study will be maintained, there is the opportunity to incorporate work on the implementation plan for the CCAP and developing an

142 Report IPSIM 20-003 Climate Change Initiatives Update

Page 22

Adaptation plan for the City. Both bodies of work will involve community partners, students, researchers and the community.

Current funding exists for this position and ongoing funding will be included in future base operating budgets.

2)

Contract Position: Council adopted a motion as part of the 2020 budget review to report back on the requirements to accelerate the multi-year LED Decorative Street Light Project Capital Project. In order to address this motion, this report recommends hiring a Senior Project Manager for an 18-month contract. The focus for this position will be to optimize the investment the City has made in the upgrade of the general street lighting system, to accelerate the design and installation of the decorative streetlights and to research/recommends further use of the adaptive controls associate with the system. (recommendation g) of this Report)

3)

Further review of resources needs is underway. Areas like community engagement, project management and data verification/analysis pose potential resource needs. Staff will report to Council, as part of the 2021 budget review, on permanent staffing resources required to significantly advance and sustain the Corporate and Community actions related to the Climate Change Action Plan(CCAP).Key feedback received from stakeholders and PEAC encouraged a request for a permanent position(s) to ensure momentum and to move the efforts to address climate change significantly forward. (recommendation h) of this Report)

4)

Oversight: A Sustainability Steering Committee of City staff meets regularly to coordinate and collaborate on climate stewardship in relation to City Services.

This committee includes the Commissioner of IPS and the Divisional Managers from the following areas: Infrastructure Management, Transportation, Engineering, Environmental Services, Airport, Building, Planning, Facilities Management, Facilities Planning, Real Estate and Communications. This group will also be providing input and reviewing the annual update on progress to address the effects of Climate Change

The Global Context As realized by the December 2019 United Nations Climate Change Conference (also known as COP25), global leaders are struggling to come to agreement on the issues and to balance competing needs. While delegates reached agreement on the key question of increasing the global response to curbing carbon, divisions over other questions were delayed until the next gathering in 2020.

Policy decisions made globally or by other levels of government can significantly impact our success with Climate Adaptation or Mitigation efforts locally.

143 Report IPSIM 20-003 Climate Change Initiatives Update

Page 23

For example, the Province of Ontario’s decision to close its coal-fired power plants has resulted in significant GHG emission reduction potential for the Peterborough community projected at 27,529 tonnes of CO2e/per year.

Municipalities need to advocate for a Federal and Provincial contribution to any mitigation target, as it is not reasonable to expect local communities to shoulder the entire responsibility. Advocating for policy decisions which would contribute 1/3 each to any reduction target would seem more reasonable for any municipality to tackle. While the Federal and Provincial governments have developed funding programs to assist local municipalities, it is the policy decision which will have the greatest impact eg. New legislation related to Producer responsibility for waste diversion programs and reduction of excess packaging.

The key areas which will impact Climate Mitigation efforts the most are Provincial/National/Global policy decisions and Community engagement efforts and incentives The Greater Peterborough Community Context While the City of Peterborough continues its corporate efforts to mitigate and manage the effects of climate change, we need to be a full partner at the table related to the broader community.

The Greater Peterborough Area (GPA) encompasses the City of Peterborough, Peterborough County and its eight member townships (Asphodel-Norwood, Cavan Monaghan, Douro-Dummer, Havelock-Belmont-Methuen, North Kawartha, Otonabee South-Monaghan, Selwyn, and Trent Lakes), as well as Curve Lake First Nation and Hiawatha First Nation. Municipalities and First Nations in the GPA have demonstrated leadership in the field of sustainability.

In 2014, these communities came together to develop a Climate Change Action Plan (CCAP), and the GPA joined more than 250 other communities across Canada to address climate change through participation in the PCP program, aimed at reducing GHG emissions from both municipal/First Nation corporate operations and community sources.

The program has two distinct focuses: 1) 2)

Corporate sources of GHG emissions (municipal and First Nations operations); and Community sources of GHG emissions.

144 Report IPSIM 20-003 Climate Change Initiatives Update

Page 24

Goals 1) 2) 3) 4)

Reduce our GHG emissions Reduce reliance fossil fuels Lower energy consumption Adapt to our changing climate

A key component of developing the CCAP has been strong engagement of all stakeholders, groups, and residents within the GPA. While the Plan provides a solid foundation upon which an implementation plan can be developed, more focus is needed by the City and community to ensure we have distinct and measurable actions.

Community Focus There are fantastic community initiatives and world class research occurring within Peterborough and our surrounding municipalities by organizations such as: 

Peterborough & the Kawarthas Economic Development (PKED) & Sustainable Peterborough:



GreenUp



Partners for Climate Protection (PCP)



Association of Municipalities of Ontario (AMO) / Local Authority Services (LAS)



Peterborough Public Health



Otonabee Regional Conservation Authority



International Council for Local Environmental Initiatives (ICLEI)



Trent/Fleming



Center for the Advancement of Low carbon Implementation (CALCI)



Community Climate Change Working Group



Southern Ontario Airport Network (SOAN) Southern Ontario Municipal Aerospace Council (SOMAC),

The Greater Peterborough Climate Change Action Plan (CCAP) is the over-arching and guiding document. The intention is then for each participating municipality (City, Township and First Nation) to develop: 1.

a Corporate Climate Action Plan to target the emissions related to municipal services provided, which represents approximately 5% of the overall.

145 Report IPSIM 20-003 Climate Change Initiatives Update 2.

Page 25

a Community Climate Action Plan to target the emissions generated in homes, business, vehicles etc., which represents approximately 95% of the overall.

Working with our key Community Partners, the next steps related to the broader community are: a) b) c) d)

e)

establish a clear implementation strategy for the Community Climate Action Plan (CCAP) verify data assumptions and identify community measurables review best practices for carbon mitigation measurement leverage the work and expertise of Community Partners and Researchers on those items which will affect Climate Mitigation and Adaptation efforts for the broader community assess the permanent resources needed to significantly advance and sustain the Corporate and Community actions related to the CCAP

Governance and Collaboration with Committees/Agencies Sustainable Peterborough, which functions under the umbrella of PKED, is currently working with a consultant to prepare a Strategic Plan for the organization. This will help frame the role of Sustainable Peterborough for the future and how that role connects and works with the City, County, Townships and other organizations listed above. A further report will come back to Council on this initiative.

Sustainable Peterborough is a community based, regional collaborative working to integrate the sustainability framework identified in the Community Sustainability Plan throughout the Greater Peterborough Area.

Summary While the City of Peterborough has identified many corporate initiatives, which affect Climate Mitigation and Climate Adaptation, the biggest impacts will be realized through broader community collaboration, citizen engagement and advocating with Federal, Provincial governments.

The City has completed many adaptation and mitigation projects, setting us on the right track. Current projects, such as the Source Separated Organics program, position the City to meet a Corporate GHG emissions reduction of 33-35% by 2030. There is potential opportunity for future expansion of this program to the townships, which would reduce emissions by a further 10%. While this is good news, the City will continue to look for further opportunities to reduce emissions and build community resiliency.

146 Report IPSIM 20-003 Climate Change Initiatives Update

Page 26

The Greater Peterborough Area and many community partners have played a key role in developing a Climate Change Action Plan (CCAP). The City of Peterborough is committed to collaborating to leverage the CCAP into an implementation plan and advancing the Community emission reduction. The City will be working with established partners to engage the community members in mitigation and adaptation efforts and to build awareness on ways to influence the effects of climate changes.

As this work continues, focus will be on developing a community climate change report card to be included as part of the annual reporting to Council. Additional resources and investment requirements will be considered through annual budgets.

Summary of 2020-2023 Initiatives that will build a more resilient community or contribute the Corporate GHG reduction commitment.            

Low Impact Development (LID) for City and private development projects Flood reduction projects Tree planting and Canopy protection annual programs LED Decorative Street lighting Retrofit Optimization of Street lighting Adaptive controls Transit Route review and improvements Active Transportation projects; cycling, trails, sidewalks Source Separated Organics Program Study to Reduce the Use of Fossil Fuels in the City’s Fleet vehicles LED lighting expansion at the Airport (runway, apron lights and floodlights) Low Carbon Social Mobilization Program (Transition 2050) Winter maintenance salt reduction

Submitted by,

Cynthia Fletcher Commissioner of Infrastructure and Planning Services Contact Name Michael Papadacos, P.Eng. Manager, Infrastructure Planning Phone 705-742-7777 ext 1756 Toll Free: 1-855-738-3755 Fax 705-876-4621 E-mail: mpapadacos@peterborough.ca