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Watson & Associates Economists Ltd.
905-272-3600
November 7, 2025
[email protected]
2025 Development Charges Background
Study
City of Kawartha Lakes
________________________
Office Consolidation of September 17, 2025, Background
Study and November 7, 2025, Addendum
Watson & Associates Economists Ltd.
Table of Contents
Page
Executive Summary ....................................................................................................... i
1.
Introduction ...................................................................................................... 1-1
1.1
Purpose of this Document ....................................................................... 1-1
1.2
Summary of the Process ......................................................................... 1-2
1.3
Changes to the Development Charges Act, 1997 ................................... 1-3
1.3.1
COVID-19 Economic Recovery Act, 2020 (Bill 197) .................. 1-3
1.3.2
Better for People, Smarter for Business Act, 2020, (Bill
213) ............................................................................................ 1-6
1.3.3
More Homes for Everyone Act, 2022 (Bill 109) .......................... 1-6
1.3.4
More Homes Built Fast Act, 2022 (Bill 23) ................................. 1-6
1.3.5
Cutting Red Tape to Build More Homes Act, 2024 (Bill 185) ... 1-10
1.3.6
Protect Ontario by Building Faster and Smarter Act, 2025
(Bill 17) ..................................................................................... 1-11
2.
Current D.C. By-law ......................................................................................... 2-1
2.1
By-law Enactment ................................................................................... 2-1
2.2
Services Covered ................................................................................... 2-1
2.3
Timing of D.C. Calculation and Payment ................................................ 2-3
2.4
Redevelopment Allowance ..................................................................... 2-4
2.5
Exemptions ............................................................................................. 2-4
3.
Anticipated Development in the City of Kawartha Lakes ............................. 3-1
3.1
Requirement of the Act ........................................................................... 3-1
3.2
Basis of Population, Household and Non-Residential Gross Floor
Area Forecast ......................................................................................... 3-1
3.3
Summary of Growth Forecast ................................................................. 3-2
4.
The Approach to the Calculation of the Charge ........................................... 4-1
4.1
Introduction ............................................................................................. 4-1
4.2
Services Potentially Involved .................................................................. 4-1
4.3
Increase in the Need for Service ............................................................. 4-1
Table of Contents (Cont'd)
Page
Watson & Associates Economists Ltd.
4.4
Local Service Policy ................................................................................ 4-6
4.5
Capital Forecast ...................................................................................... 4-6
4.6
Treatment of Credits ............................................................................... 4-7
4.7
Eligible Debt and Committed Excess Capacity ....................................... 4-7
4.8
Existing Reserve Funds .......................................................................... 4-8
4.9
Deductions .............................................................................................. 4-9
4.9.1
Reduction Required by Level of Service Ceiling ........................ 4-9
4.9.2
Reduction for Uncommitted Excess Capacity ............................ 4-9
4.9.3
Reduction for Benefit to Existing Development ........................ 4-10
4.9.4
Reduction for Anticipated Grants, Subsidies and Other
Contributions ............................................................................ 4-11
4.10 Municipal-Wide vs. Area Rating ............................................................ 4-11
4.11 Allocation of Development .................................................................... 4-11
5.
D.C.-Eligible Cost Analysis by Service .......................................................... 5-1
5.1
Introduction ............................................................................................. 5-1
5.2
Service Levels and City-Wide 10-Year Capital Costs for D.C.
Calculation .............................................................................................. 5-1
5.2.1
Parks and Recreation Services .................................................. 5-1
5.2.2
Library Services ......................................................................... 5-2
5.2.3
By-law Enforcement Services .................................................... 5-2
5.2.4
Growth Related Studies ............................................................. 5-3
5.3
Service Levels and City-Wide 15-Year Capital Costs for D.C.
Calculation ............................................................................................ 5-12
5.3.1
Fire Protection Services (City-Wide) ........................................ 5-12
5.4
Service Levels and City-Wide 20-Year Capital Costs for D.C.
Calculation ............................................................................................ 5-15
5.4.1
Paramedic Services ................................................................. 5-15
5.4.2
Public Health Services ............................................................. 5-15
5.5
Service Levels and City-Wide 26-Year Capital Costs for D.C.
Calculation ............................................................................................ 5-19
5.5.1
Services Related to a Highway ................................................ 5-19
5.6
Service Levels and 10-Year Capital Costs for Area-Specific D.C.
Calculation ............................................................................................ 5-27
5.6.1
Police Services ........................................................................ 5-27
5.6.2
Transit Services ....................................................................... 5-27
5.7
Service Levels and 15-Year Capital Costs for Area-Specific D.C.
Calculation ............................................................................................ 5-32
5.7.1
Fire Protection Services (Rural) ............................................... 5-32
5.8
Area Specific Capital Costs of Buildout for D.C. Calculation ................. 5-34
5.8.1
Water Treatment Services ....................................................... 5-34
Table of Contents (Cont'd)
Page
Watson & Associates Economists Ltd.
5.8.2
Water Distribution Services ...................................................... 5-34
5.8.3
Wastewater Treatment Services .............................................. 5-34
5.8.4
Wastewater Collection Services ............................................... 5-35
6.
D.C. Calculation ............................................................................................... 6-1
7.
D.C. Policy Recommendations and D.C. Policy Rules ................................. 7-1
7.1
Introduction ............................................................................................. 7-1
7.2
D.C. By-law Structure ............................................................................. 7-2
7.3
D.C. By-law Rules ................................................................................... 7-2
7.3.1
Payment in any Particular Case ................................................. 7-2
7.3.2
Determination of the Amount of the Charge ............................... 7-3
7.3.3
Application to Redevelopment of Land (Demolition and
Conversion) ................................................................................ 7-4
7.3.4
Exemptions (full or partial) ......................................................... 7-4
7.3.5
Transition ................................................................................... 7-5
7.3.6
Timing of Collection ................................................................... 7-6
7.3.7
Indexing ..................................................................................... 7-6
7.3.8
D.C Spatial Applicability ............................................................. 7-7
7.4
Other D.C. By-law Provisions ................................................................. 7-8
7.4.1
Categories of Services for Reserve Fund and Credit
Purposes .................................................................................... 7-8
7.4.2
By-law In-force Date .................................................................. 7-8
7.4.3
Minimum Interest Rate Paid on Refunds and Charged for
Inter-Reserve Fund Borrowing ................................................... 7-8
7.5
Other Recommendations ........................................................................ 7-9
8.
Asset Management Plan ................................................................................. 8-1
8.1
Introduction ............................................................................................. 8-1
8.2
Non-Transit Services Asset Management Plan ...................................... 8-3
8.3
Transit Services ...................................................................................... 8-4
9.
By-law Implementation ................................................................................... 9-1
9.1
Public Consultation Process ................................................................... 9-1
9.1.1
Introduction ................................................................................ 9-1
9.1.2
Public Meeting of Council........................................................... 9-1
9.1.3
Other Consultation Activity ......................................................... 9-1
9.2
Anticipated Impact of the Charge on Development ................................. 9-2
9.3
Implementation Requirements ................................................................ 9-3
9.3.1
Introduction ................................................................................ 9-3
9.3.2
Notice of Passage ...................................................................... 9-3
9.3.3
By-law Pamphlet ........................................................................ 9-3
9.3.4
Appeals ...................................................................................... 9-4
Table of Contents (Cont'd)
Page
Watson & Associates Economists Ltd.
9.3.5
Complaints ................................................................................. 9-4
9.3.6
Credits ....................................................................................... 9-5
9.3.7
Front-Ending Agreements .......................................................... 9-5
9.3.8
Severance and Subdivision Agreement Conditions ................... 9-5
Appendix A Background Information on Residential and Non-Residential
Growth Forecast ............................................................................................. A-1
Appendix B Level of Service ................................................................................... B-1
Appendix C Long-Term Capital and Operating Cost Examination ...................... C-1
Appendix D Local Service Policy ............................................................................ D-1
Appendix E Proposed Development Charge By-law .............................................. E-1
Appendix F Asset Management Plan ....................................................................... F-1
Appendix G Development Charges Task Force .................................................... G-1
Watson & Associates Economists Ltd.
List of Acronyms and Abbreviations
Acronym
Full Description of Acronym
D.C.
Development charge
D.C.A.
Development Charges Act, 1997 as amended
G.F.A.
Gross floor area
N.F.P.O.W.
No Fixed Place of Work
OLT.
Ontario Land Tribunal
O.M.B.
Ontario Municipal Board
O. Reg.
Ontario Regulation
P.O.A.
Provincial Offences Act
P.P.U.
Persons per unit
sq.m.
square metre
sq.ft.
square foot
km
kilometre
Executive Summary
Watson & Associates Economists Ltd.
PAGE i
Executive Summary
1. The report provided herein represents the Development Charges (D.C.)
Background Study for the City of Kawartha Lakes (City) required by the
Development Charges Act, 1997 (D.C.A.). This report has been prepared in
accordance with the methodology required under the D.C.A. The contents
include the following:
- Chapter 1 - Introduction and overview of the legislative requirements of
the D.C.A.;
- Chapter 2 - Current City D.C. policy
- Chapter 3 - Summary of the residential and non-residential growth
forecasts for the City;
- Chapter 4 - Approach to calculating the D.C.;
- Chapter 5 - Review of historical service standards and identification of
D.C. recoverable capital costs to service growth;
- Chapter 6 - Calculation of the D.C.s;
- Chapter 7 - D.C. policy recommendations and D.C. by-law rules;
- Chapter 8 - Asset management plan requirements of the D.C.A.; and
- Chapter 9 - By-law implementation.
2. D.C.s provide for the recovery of growth-related capital expenditures from new
development. The D.C.A. is the statutory basis to recover these charges. The
methodology is detailed in Chapter 4; a simplified summary is provided below:
1) Identify amount, type and location of growth;
2) Identify servicing needs to accommodate growth;
3) Identify capital costs to provide services to meet the needs;
4) Deduct:
a) Grants, subsidies and other contributions;
b) Benefit to existing development;
c) Amounts in excess of 15-year historical service calculation;
d) D.C. reserve funds;
5) Net costs are then allocated between residential and non-residential
benefit; and
6) Net costs divided by growth to provide the D.C. calculation.
Watson & Associates Economists Ltd.
PAGE ii
3. Changes to the D.C.A. were introduced through eight bills passed in the Ontario
legislature over the past five years: Bills 197, 213, 109, 23, 97, 134, 185 and 17.
The following provides a brief summary of the recent changes:
Bill 197, COVID-19 Economic Recovery Act, 2020
The COVID-19 Economic Recovery Act received Royal Assent on July 21, 2020 and
was proclaimed on September 18, 2020. The following provides a summary of the
additional changes to the D.C.A. that are now in effect:
The D.C.A. previously defined ineligible services for D.C.s. The amendments to the
D.C.A. now defined the services that are eligible for inclusion in a D.C. by-law. The
following summarizes the D.C. eligible services:
- Water supply services, including distribution and treatment services;
- Wastewater services, including sewers and treatment services;
- Storm water drainage and control services;
- Services related to a highway;
- Electrical power services;
- Toronto-York subway extension, as defined in subsection 5.1 (1);
- Transit services other than the Toronto-York subway extension;
- Waste diversion services;
- Policing services;
- Fire protection services;
- Ambulance services;
- Library Services;
- Long-term care services;
- Parks and recreation services (excluding the acquisition of land for parks);
- Public health services;
- Childcare and early years services;
- Housing services;
- Provincial Offences Act services;
- Services related to emergency preparedness;
- Services related to airports, but only in the Regional Municipality of Waterloo;
and
- Additional services as prescribed.
Watson & Associates Economists Ltd.
PAGE iii
Furthermore, Bill 197 removed the maditory 10% reductoin on soft services, allowed for
the creation of classes of service and providing exemptions for additional residential
dwelling units.
Bill 213: Better for People, Smarter for Business Act, 2020
Bill 213 received Royal Assent on December 8, 2020. Bill 213 provided a statutory
exemption to the payment of D.C.s. for Land vested in or leased to a university that
receives regular and ongoing operating funds from the government for the purposes of
post-secondary education and if the proposed development in respect of which
development charges would otherwise be payable is intended to be occupied and used
by the university.
Bill 109: More Homes for Everyone Act, 2022
On April 14, 2022, Bill 109 received Royal Assent. One of the changes of the Bill and
Ontario Regulation (O. Reg.) 438/22 that took effect upon Royal Assent included
amending the D.C.A. and O. Reg. 82/98 related to the requirements for the information
which is to be included in the annual Treasurer's statement on D.C. reserve funds and
the requirement for publication of the statement. Further information is provided in
subsection 1.3.5.
Bill 23: More Homes Built Faster Act, 2022
On November 28, 2022, Bill 23 received Royal Assent. This Act amends a number of
pieces of legislation including the Planning Act and the D.C.A. Subsequently, further
amendments to these provisions were made through Bills 97 and 134. The following
provides a summary of the changes to the D.C.A. (further details are provided in
subsection 1.3.6 of this report):
- Additional residential unit exemption: Allowance of a third unit to be exempt from
D.C.s in existing and new residential dwellings;
- Removal of housing as an eligible D.C. service;
- New statutory exemptions for affordable units, attainable units (to be in effect
upon proclamation by the Lieutenant Governor);
- New statutory exemptions for inclusionary zoning units, and non-profit housing
developments;
Watson & Associates Economists Ltd.
PAGE iv
- Historical level of service extended to 15-year period instead of the prior 10-year
period;
- Capital cost definition may be revised to prescribe services for which land or an
interest in land will be restricted;
- Capital cost definition has been revised to remove studies;
- Mandatory reduction for new D.C. by-laws passed after November 28, 2022, as
follows:
o Year 1 - 80% of the maximum charge;
o Year 2 - 85% of the maximum charge;
o Year 3 - 90% of the maximum charge;
o Year 4 - 95% of the maximum charge; and
o Year 5 to expiry - 100% of the maximum charge.
- D.C. by-law expiry will be 10 years after the date the by-law comes into force
(unless repealed earlier);
- D.C. for rental housing developments to receive a discount as follows:
o Three or more bedrooms - 25% reduction;
o Two bedrooms - 20% reduction; and
o All other bedroom quantities - 15% reduction.
- Maximum interest rate for installments and determination of charge for eligible
site plan and zoning by-law amendment applications to be set at the average
prime rate plus 1%; and
- Requirement to allocate funds received- municipalities will be required to spend
or allocate at least 60% of their reserve fund at the beginning of the year for
water, wastewater, and services related to a highway.
Bill 185: Cutting Red Tap to Build More Homes Act, 2024 (Bill 185)
On June, 6, 2024, Bill 185 received Royal Assent and includes the following changes to
the D.C.A.
- The removal of the Mandatory Phase-in for D.C. by-laws passed after Bill 185
comes into effect;
- A reduction to the D.C. rate freeze timelines for developments proceeding though
site plan and zoning by-law amendment applications under the Planning Act.
Charges are currently held at rates in place on the date the application is made
until building permit issuance, provided the building permit is issued within two
(2) years of the approval of the application. This time period is proposed to be
Watson & Associates Economists Ltd.
PAGE v
reduced to 18 months under Bill 185 (note that the two (2) year timeline will still
apply to applications received prior to Bill 185 receiving Royal Assent);
- Inclusion of growth-related studies, including the D.C. background study, as a
D.C.-eligible costs;
- Provide a provision of the D.C. by-law specifying the date the by-law expires or to
amend the provision to extend the expiry date;
- To allow minor amendments related to the imposition of studies, removal of the
mandatory phase-in, and extension of by-law expiry dates (subject to the 10-year
limitations provided in the D.C.A.) to be undertaken for by-laws passed after
November 28, 2022 and before Bill 185 takes effect; and
- To modernize public notice requirements.
Protect Ontario by Building Faster and Smarter Act, 2025 (Bill 17)
The Protect Ontario by Building Faster and Smarter Act, 2025 was introduced on May
12, 2025 and received Royal Assent on June 5, 2025. The Act amends the D.C.A. as
summarized below. Some of the changes took effect upon Royal Assent however,
other provisions will come into force on a day to be named by order of the Lieutenant
Governor in Council. No regulations have been filed to date under the new regulation-
making powers granted to the Province through Bill 17.
Amendments in Force Upon Royal Assent
- Full exemption for long-term care homes as defined in subsection 2 (1) of the
Fixing Long-Term Care Home Act, 2021, from the payment of D.C.s including
future instalment payments.
- Simplified process to amend D.C. by-laws to:
o Repeal or change a D.C. by-law expiry date (consistent with current
provisions);
o Repeal a D.C. by-law provision for indexing or amend to provide for a D.C.
not to be indexed; and
o Decrease the amount of a D.C. for one or more types of development.
- Impose the lower charge for developments subject to rate freeze i.e., those
proceeding through a site plan or zoning by-law amendment application. D.C.s
payable are the lower of the "frozen" rate plus interest, or the rate in force on the
date D.C.s are payable.
Watson & Associates Economists Ltd.
PAGE vi
- Provide Province the authority to file regulations to:
o Define eligible capital costs;
o Group services for the purposes of using credits; and
o Define local services that would be direct developer responsibility.
- Note: As of August 1, 2025, O. Reg. 82/98 has been amended to include the
London series as one of the options for indexing development charge by-laws
(section 7 of the regulation) and to require municipalities to spend or allocate
60%of reserve fund balances at the beginning of the year for all services.
In Force on Future Date to be Named By Order of the Lieutenant Governor in
Council
- Defer payment of non-rental residential D.C.s to the time of occupancy.
o Municipalities may require a financial security only in circumstances
prescribed by regulation. At present, no regulation has been filed.
o Municipalities will not be allowed to impose interest on the deferral of D.C.
payment to occupancy.
- Eliminate the requirement for an early payment agreement for residential and
institutional development.
- Remove the ability to charge interest on legislated instalments for rental housing
and institutional development. This would also apply to future instalments for
existing development that would accrue after June 5, 2025, when Bill 17 received
Royal Assent.
4. The City undertook a D.C. public process and anticipates passing a new by-law
for the eligible services. The mandatory public meeting was on October 21,
2025, with adoption of the by-law anticipated for November 18, 2025, with an
effective date of January 1, 2026.
5. The growth forecast (Chapter 3) on which the D.C. is based, projects the
following population, housing and non-residential floor area for the 10-year period
(mid-2025 to mid-2035), 15-year period (mid-2025 to mid-2040), 20-year period
(mid-2025 to mid-2045), 26-year period (mid-2025 to mid-2051), buildout period
(mid-2025 to buildout).
Watson & Associates Economists Ltd.
PAGE vii
Table ES-1
Summary of Growth Forecast by Planning Periods
Planning Period
(Net)
Population
Increase
Residential
Unit
Increase
Non-
Residential
- Gross
Floor Area
Increase
(sq.ft.)
10-Year City-wide (2025 to 2035)
18,335
9,240
2,190,800
15-Year City-wide (2025 to 2040)
27,178
13,450
3,538,300
20-Year City-wide (2025 to 2045)
35,739
17,380
4,991,300
26-Year City-wide (2025 to 2051)
48,785
21,972
6,681,300
Buildout Water (2025 to Buildout)
58,699
31,934
8,689,700
Buildout Wastewater Collection (2025 to
Buildout)
47,026
25,673
7,266,151
Buildout Wastewater Treatment (2025 to
Buildout)
58,493
31,934
8,685,500
Source: Watson & Associates Economists Ltd. forecast 2025.
6. Chapter 5 herein provides, in detail and by service area, the gross capital costs
for the increase in need to service new development and the respective
deductions that have been made to arrive at the D.C. recoverable costs included
in the calculation of the charge.
The following services are calculated based on a 10-year forecast:
- Police services;
- Transit services;
- Parks and recreation services;
- Library services;
- Municipal by-law enforcement services; and
- Growth-related studies.
Fire protection services, city-wide and rural, is calculated based on a 15-year
forecast.
Watson & Associates Economists Ltd.
PAGE viii
The following services are calculated based on a 20-year forecast:
- Paramedic services; and
- Public health services.
Services related to a highway is calculated based on a 26-year forecast.
The following services are calculated based on their respective buildout periods:
- Water treatment services;
- Water distribution services;
- Wastewater treatment services; and
- Wastewater collection services.
A summary of the total growth-related costs is provided below in Table ES-2.
Table ES-2
Summary of Expenditures Anticipated Over the Respective Forecast Periods
Summary of Expenditures Anticipated
Over the Life of the By-law
Expenditure
Amount
Total Gross Capital Costs
2,060,000,000
Less: Benefit to Existing Development
456,000,000
Less: Other Deductions
55,000,000
Less: Post Period Benefit Deductions
10,000,000
Less: Grans, Subsidies and Other Dedcutions
463,000
Less: Reserve Fund Surplus
28,000,000
Net Costs to be Recovered from Development Charges
1,510,000,000
Based on the above table, the total growth related costs are $2.1 billion over the
forecast periods of which $1.5 billion (73%) is recoverable from D.C.s. Of the net
$1.5 billion included in the calculation, $1.2 billion is recoverable from residential
development and $264 million from non-residential development. It is noted also
that any exemptions or reductions in the charges would reduce this recovery
further. This suggests that non-D.C. costs over the forecast period will total $550
million.
This report has undertaken a calculation of charges based on the anticipated
development summarized in Table ES-1 and the future identified needs
presented in Table ES-2. Charges have been provided on a City-wide basis for
Watson & Associates Economists Ltd.
PAGE ix
fire protection services (city-wide), services related to a highway, parks and
recreation services, library services, municipal by-law enforcement, paramedic
services, public health services, and growth related studies. Charges have been
provided on an area specific basis for fire protection services (rural), police
services, transit services, water treatment services, water distribution services,
wastewater treatment services, and wastewater collection services. The
calculated schedule of charges is presented in Table ES-3.
Watson & Associates Economists Ltd.
PAGE x
Table ES-3
Calculated Schedule of Development Charges
Single and
Semi-
Detached
Dwelling
Other
Multiples
Apartments -
2 Bedrooms
+
Apartments -
Bachelor
and 1
Bedroom
Electricity
Generation
($/500 KW of
NGC)
Other Non-
Residential
(Per Sq.M. of
Gross Floor
Area)
Municipal Wide Services/Class of Service:
Fire Protection Services (City-Wide)
3,403
2,523
2,477
1,548
3,403
20.13
Police Services 1
1,874
1,389
1,364
852
1,874
11.84
Services Related to a Highway
12,841
9,521
9,346
5,841
12,841
74.92
Transit Services 2
641
475
467
292
4.20
Parks and Recreation Services
3,924
2,909
2,856
1,785
7.75
Library Services
500
371
364
227
0.97
Municipal By-law Enforcement
41
30
30
19
0.22
Paramedic Services
811
601
590
369
811
4.63
Public Health Services
332
246
242
151
0.54
Growth-Related Studies
567
420
413
258
4.41
Total Municipal Wide Services/Class of Services
24,934
18,485
18,149
11,342
18,929
129.60
Urban Services
Wastewater Treatment Services
11,079
8,214
8,064
5,040
68.57
Wastewater Collection Services 3
7,301
5,413
5,314
3,321
46.39
Water Treatment Services
20,625
15,292
15,012
9,382
127.98
Water Distribution Services
2,790
2,069
2,031
1,269
17.33
Total Urban Services
41,795
30,988
30,421
19,012
-
260.27
Rural Services
Fire Protection Services (Rural) 4
737
546
536
335
737
2.26
Total Rural Services
737
546
536
335
737
2.26
Urban - Lindsay
66,729
49,473
48,570
30,354
18,929
389.87
Urban - NWT
59,428
44,060
43,256
27,033
18,929
343.48
Urban - Other
64,214
47,609
46,739
29,210
17,055
373.83
Rural - Ops
25,030
18,556
18,218
11,385
19,666
127.66
Rural - Other
23,156
17,167
16,854
10,533
17,792
115.82
1. Police Services only payable within Lindsay and the former Township of Ops
2. Transit Services only payable within Lindsay
3. Wastewater Collection Services only payble within municipal service area, outside of the Northwest Lindsay Development Area
4. Rural Fire Services are in addition to the City-Wide Services
Service/Class of Service
RESIDENTIAL
NON-RESIDENTIAL
Watson & Associates Economists Ltd.
PAGE xi
7. Chapter 7 outlines the D.C. by-law policy recommendations and rules as
summarized below:
- Timing of Collection:
o D.C.s to be calculated and payable at the time of building permit
issuance
o D.C.s for developments proceeding through Site Plan or Zoning By-
law Amendment applications will be determined based on the
charges in effect on the day of the application (charges to be frozen
for a maximum period of 18 months after planning application
approval)
o Rental housing and institutional developments would pay D.C.s in
six equal annual payments, commencing from the date of
occupancy
- Statutory D.C. Exemptions:
o Upper/Lower Tier Governments and School Boards
o Development of lands intended for use by a university that received
operating funds from the Government
o Existing industrial building expansions (may expand by 50% with no
D.C.)
o Additional residential units in existing and new residential buildings
May add up to two apartments for a single detached, semi-
detached or row house (only one unit can be in an ancillary
structure)
One additional unit or 1% of the units in an existing rental
residential building with four or more residential units
o Non-profit housing
o Inclusionary zoning affordable units
o Affordable housing
o Long-term care homes
- D.C. discounts for rental housing development based on dwelling unit
type:
o >2 bedrooms - 25% discount
o 2 bedrooms - 20% discount
o <2 bedrooms - 15% discount
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- Non-Statutory Deductions:
a place of worship, non-profit hospice, public hospital, cemetery,
burial site or crematorium, as defined in the Assessment Act
an agricultural building or structure
a park model trailer
Temporary buildings or structures
- As a result of the redevelopment of land, a credit against D.C.s where a
residential, non-residential or mixed-use building or structure was capable
of being occupied within three years prior to the issuance of a building
permit for redevelopment of the lands; and a demolition permit has been
issued within three years prior to the issuance of a building permit for
redevelopment of the lands.
- Charges to be indexed annually on January 1st, in accordance with the
D.C.A.
8. Council will consider the findings and recommendations provided in the report
and, in conjunction with public input, approve such policies and rates it deems
appropriate. These directions will refine the draft D.C. by-law which is appended
in Appendix E. These decisions may include:
- adopting the charges and policies recommended herein;
- considering additional exemptions to the by-law; and
- considering reductions in the charge by class of development (e.g.,
obtained by removing certain services on which the charge is based
and/or by a general reduction in the charge).
Report
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Chapter 1
Introduction
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1. Introduction
1.1 Purpose of this Document
This background study has been prepared pursuant to the requirements of the
Development Charges Act 1997 (s.10), and accordingly, recommends new
Development Charges (D.C.s) and policies for the City of Kawartha Lakes (City).
The City retained Watson & Associates Economists Ltd. (Watson) to undertake the D.C.
study process. Watson worked with senior staff of the City as well as consulting with
the City's D.C. Task Force in preparing this D.C. analysis and the policy
recommendations.
This D.C. background study, containing the proposed D.C. by-law, will be distributed to
members of the public in order to provide interested parties with sufficient background
information on the legislation, the study's recommendations, and an outline of the basis
for these recommendations.
This report has been prepared, in the first instance, to meet the statutory requirements
applicable to the City's D.C. background study, as summarized in Chapter 4. It also
addresses the forecast amount, type, and location of growth (Chapter 3), the
requirement for "rules" governing the imposition of the charges (Chapter 7), and the
proposed by-law to be made available as part of the approval process (Appendix E).
In addition, the report is designed to set out sufficient background on the legislation and
the policies underlying the proposed by-law, to make the exercise understandable to
interested parties. Finally, the D.C. background study addresses post-adoption
implementation requirements (Chapter 9) which are critical to the successful application
of the new policy.
Throughout the study process, City staff and Watson have been engaged with the City's
D.C. Task Force to assist in the development of their recommendations which are
included in Appendix G.
The chapters in the report are supported by appendices containing the data required to
explain and substantiate the calculation of the charge. A full discussion of the statutory
requirements for the preparation of a background study and calculation of a D.C. is
provided herein.
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1.2 Summary of the Process
A public meeting required under Section 12 of the D.C.A. was held on October 21,
2025, at least two weeks after the posting of the D.C. background study and draft D.C.
by-law on the City's website. Its purpose is to present the D.C. background study and
draft D.C. by-law to the public and to solicit public input on the matter. The public
meeting is also being held to answer any questions regarding the study's purpose,
methodology and the proposed D.C. by-law for the City.
In accordance with the legislation, the background study and proposed D.C. by-law will
be available for public review at least 60 days prior to by-law passage.
The process to be followed in finalizing the report and recommendations includes:
- consideration of responses received prior to, at or immediately following the
public meeting; and
- finalization of the report and Council consideration of the by-law subsequent to
the public meeting.
Table 1-1 outlines the study process to date and the proposed schedule to be followed
with respect to the D.C. by-law adoption process.
Table 1-1
Schedule of Key D.C. Process Dates
Process Steps
Dates
1. Project initiation meeting with staff
March 28, 2024
2. Data collection, staff interviews, D.C. Task Force Meetings,
and review of draft findings with City staff
April 2024 to August
2025
3. D.C. Background Study and draft D.C. by-law available to
public
September 17, 2025
4. Public Meeting of Council
October 21, 2025
5. Addendum to D.C. Background Study
November 7, 2025
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Process Steps
Dates
6. D.C. By-law passage (anticipated)
November 18, 2025
7. D.C. By-Law effective date
January 1, 2026
8. Newspaper notice given of by-law passage
By 20 days after
passage
9. Last day for by-law appeal
40 days after
passage
10. Municipality makes available D.C. pamphlet
by 60 days after in
force date
1.3 Changes to the Development Charges Act, 1997
Since 2020, a number of changes to the Development Charges Act, 1997, have been
introduced through various legislation including the following:
- Covid-19 Economic Recovery Act, 2020 (Bill 197);
- Better for People, Smarter for Business Act, 2020 (Bill 213);
- More Homes for Everyone Act, 2022 (Bill 109);
- More Homes Built Fast Act, 2022 (Bill 23);
- Helping Homebuyers, Protecting Tenants Act, 2023 (Bill 97);
- Affordable Homes and Good Jobs Act, 2023 (Bill 134);
- Cutting Red Tape to Build More Homes Act, 2024 (Bill 185); and
- Protect Ontario by Building Faster and Smarter Act, 2025 (Bill 17).
The following provides an overview of the changes to the D.C.A. that each of these
pieces of legislation provided.
1.3.1 COVID-19 Economic Recovery Act, 2020 (Bill 197)
In early 2020, the Province released Bill 197 (COVID-19 Economic Recovery Act), an
omnibus bill amending numerous statutes, including the D.C.A. and Planning Act. This
Bill also revised some of the proposed amendments included in the More Homes, More
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Choice Act. The COVID-19 Economic Recovery Act received Royal Assent on July 21,
2020 and was proclaimed on September 18, 2020. The following provides a summary
of the additional changes to the D.C.A. that are now in effect:
List of D.C. Eligible Services
The D.C.A. previously defined ineligible services for D.C.s. The amendments to the
D.C.A. now defined the services that are eligible for inclusion in a D.C. by-law. The
following summarizes the D.C. eligible services:
- Water supply services, including distribution and treatment services;
- Wastewater services, including sewers and treatment services;
- Storm water drainage and control services;
- Services related to a highway;
- Electrical power services;
- Toronto-York subway extension, as defined in subsection 5.1 (1);
- Transit services other than the Toronto-York subway extension;
- Waste diversion services;
- Policing services;
- Fire protection services;
- Ambulance services;
- Library Services;
- Long-term care services;
- Parks and recreation services (excluding the acquisition of land for parks);
- Public health services;
- Childcare and early years services;
- Housing services;
- Provincial Offences Act services;
- Services related to emergency preparedness;
- Services related to airports, but only in the Regional Municipality of Waterloo;
and
- Additional services as prescribed.
Removal of 10% Statutory Deduction
The D.C.A. previously required a 10% statutory deduction for all services not specifically
identified in s.s. 5 (5) of the D.C.A. (i.e. soft services). This had the effect of
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PAGE 1-5
categorizing D.C. eligible services into two groups, i.e. 90% D.C. recoverable services,
and 100% D.C. recoverable services. The amendments to the D.C.A. remove the 10%
statutory deduction for soft services.
Classes of D.C. Services
As noted above the D.C.A. categorized services generally into two categories. The
amended D.C.A. repeals these provisions and provides the following:
- A D.C. by-law may provide for any eligible service or capital cost related to any
eligible service to be included in a class, set out in the by-law.
- A class may be composed of any number or combination of services and may
include parts or portions of the eligible services or parts or portions of the capital
costs in respect of those services.
- A D.C. by-law may provide for a class consisting of studies in respect of any
eligible service whose capital costs are described in paragraphs 5 and 6 of s. 5 of
the D.C.A.
- A class of service set out in the D.C. by-law is deemed to be a single service with
respect to reserve funds, use of monies, and credits.
Statutory Exemptions
The D.C.A. provides for statutory exemptions from payment of D.C.s where the
development is creating additional residential dwelling units within prescribed classes of
existing residential buildings or structures. This statutory exemption has been
expanded to include secondary residential dwelling units, in prescribed classes, that are
ancillary to existing residential buildings. Furthermore, additional statutory exemptions
are provided for the creation of a second dwelling unit in prescribed classes of proposed
new residential buildings, including structures ancillary to new dwellings.
Transition
Services, other than those described in paragraphs 1 to 10 of subsection 2 (4) of the
D.C.A. (i.e. soft services) within an existing D.C. by-law can remain in effect, even if the
by-law expires, until the earlier of the day the by-law is repealed, the day the
municipality passes a Community Benefits Charge by-law under subsection 37 (2) of
the Planning Act, or the specified date. The specified date was September 18, 2022.
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1.3.2 Better for People, Smarter for Business Act, 2020, (Bill 213)
The Better for People, Smarter for Business Act (Bill 213) received Royal Assent on
December 8, 2020. Bill 213 was introduced to reduce burdens on people and
businesses by enacting, amending and repealing various Acts and revoking a
regulation. Schedule 10 of the Bill 213 amends the Ministry of Training, Colleges and
Universities Act R.S.O 1990 to provide for a statutory exemption to the payment of
D.C.s. for Land vested in or leased to a university that receives regular and ongoing
operating funds from the government for the purposes of post-secondary education and
if the proposed development in respect of which development charges would otherwise
be payable is intended to be occupied and used by the university.
1.3.3 More Homes for Everyone Act, 2022 (Bill 109)
On April 14, 2022, Bill 109 received Royal Assent. One of the changes of the Bill and
Ontario Regulation (O. Reg.) 438/22 that took effect upon Royal Assent included
amending the D.C.A. and O. Reg. 82/98 related to the requirements for the information
which is to be included in the annual Treasurer's statement on D.C. reserve funds and
the requirement for publication of the statement. The following additional information
must be provided for each D.C. service being collected for during the year:
a) whether, as of the end of the year, the municipality expects to incur the amount
of capital costs that were estimated, in the relevant development charge
background study, to be incurred during the term of the applicable development
charge by-law;
b) if the answer to a) is no, the amount the municipality now expects to incur and a
statement as to why this amount is expected; and
c) if no money was spent from the reserve fund during the year, a statement as to
why there was no spending during the year.
The changes to the D.C.A. has also been amended to now require that the annual
Treasurer's statement be made available to the public on the website of the municipality
or, if there is no such website, in the municipal office.
1.3.4 More Homes Built Fast Act, 2022 (Bill 23)
On November 28, 2022, Bill 23 received Royal Assent. This Act amends a number of
pieces of legislation including the Planning Act and the D.C.A. Subsequently the
additional residential unit exemptions were amended through Bill 97 and exemptions for
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PAGE 1-7
affordable units were further amended through Bill 134. The following provides a
summary of the changes to the D.C.A.:
1.3.4.1 Additional Residential Unit Exemption
The rules for these exemptions are now provided in the D.C.A., rather than the
regulations and are summarized as follows:
- Exemption for residential units in existing rental residential buildings - For
rental residential buildings with four or more residential units, the greater of
one unit or 1% of the existing residential units will be exempt from D.C.
- Exemption for additional residential units in existing and new residential
buildings - The following developments will be exempt from a D.C.:
o A second unit in a detached, semi-detached, or rowhouse if all buildings
and ancillary structures cumulatively contain no more than one residential
unit;
o A third unit in a detached, semi-detached, or rowhouse if no ancillary
buildings or structures contain any residential units; and
o One residential unit in a building or structure ancillary to a detached, semi-
detached, or rowhouse on a parcel of land, if the detached, semi-
detached, or rowhouse contains no more than two residential units and no
other buildings or ancillary structures contain any residential units.
o Bill 97 (The Helping Homebuyers, Protecting Tenants Act), extended the
mandatory exemption from payment of D.C.s for addition residential units
new residential buildings or in existing houses to all lands versus just
urban lands.
1.3.4.2 Removal of Housing as an Eligible D.C. Service
Housing services is removed as an eligible service. Municipalities with by-laws that
include a charge for housing services can no longer collect for this service.
1.3.4.3 New Statutory Exemptions for Affordable Units, Attainable Units,
and Inclusionary Zoning Units
Affordable units, attainable units, inclusionary zoning units and non-profit housing
developments will be exempt from the payment of D.C.s, as follows:
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- Affordable Rental Units:
o The rent is no greater than the lesser of,
o the income-based affordable rent for the residential unit set out in the
Affordable Residential Units bulletin, as identified by the Minister of
Municipal Affairs and Housing in accordance with subsection (5), and
o the average market rent identified for the residential unit set out in the
Affordable Residential Units bulletin.
- Affordable Owned Units:
o The price of the residential unit is no greater than the lesser of,
the income-based affordable purchase price for the residential unit
set out in the Affordable Residential Units bulletin, as identified by
the Minister of Municipal Affairs and Housing in accordance with
subsection (6), and
90 per cent of the average purchase price identified for the
residential unit set out in the Affordable Residential Units bulletin.
- Attainable Units: Excludes affordable units and rental units; will be defined as
prescribed development or class of development and sold to a person who is at
"arm's length" from the seller.
o Note: for affordable and attainable units, the municipality shall enter into
an agreement that ensures the unit remains affordable or attainable for 25
years. Also exemptions for affordable and attainable units will come into
effect on a day to be named by proclamation of the Lieutenant Governor.
- Inclusionary Zoning Units: Affordable housing units required under inclusionary
zoning by-laws are exempt from a D.C.
1.3.4.4 New Statutory Exemption for Non-Profit Housing
Non-profit housing development has been removed from the instalment payment
section of the Act (section 26.1), as these units are now exempt from the payment of
D.C.s.
1.3.4.5 Rental Housing Discount
The D.C. payable for rental housing development will be reduced based on the number
of bedrooms in each unit as follows:
- Three or more bedrooms - 25% reduction;
- Two bedrooms - 20% reduction; and
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PAGE 1-9
- All other bedroom quantities - 15% reduction.
1.3.4.6 Historical Level of Service extended to 15-year period instead of
the historical 10-year period
Prior to Royal Assent of Bill 23, the increase in need for service was limited by the
average historical level of service calculated over the 10-year period preceding the
preparation of the D.C. background study. This average historical level of service is
now extended to the historical 15-year period.
1.3.4.7 Revised Definition of Capital Costs
The definition of capital costs has been revised to remove studies. Further, the
regulations to the Act will prescribe services for which land or an interest in land will be
restricted. As at the time of writing, no services have been prescribed for this purpose.
1.3.4.8 Mandatory Phase-in of a D.C.
For all D.C. by-laws passed after January 1, 2022, the charge must be phased-in
annually over the first five years the by-law is in force, as follows:
- Year 1 - 80% of the maximum charge;
- Year 2 - 85% of the maximum charge;
- Year 3 - 90% of the maximum charge;
- Year 4 - 95% of the maximum charge; and
- Year 5 to expiry - 100% of the maximum charge.
1.3.4.9 D.C. By-law Expiry
A D.C. by-law now expires ten years after the day it comes into force (unless the by-law
provides for an earlier expiry date). This extends the by-law's maximum life from what
was previously five years.
1.3.4.10 Maximum Interest Rate for Instalments and Determination of
Charge for Eligible Site Plan and Zoning By-law Amendment
Applications
The Act allows interest to be charged on D.C.s calculated at the time of Site Plan or
Zoning By-law Amendment applications (S.26.2 of the Act) and for mandatory
installment payments (S. 26.1 of the Act). No maximum interest rate was previously
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PAGE 1-10
prescribed, which allowed municipalities to choose the interest rate to impose. As per
Bill 23, the maximum interest rate is set at the average prime rate plus 1%. This
maximum interest rate provision would apply to all instalment payments and eligible site
plan and zoning by-law amendment applications occurring after November 28, 2022.
1.3.4.11 Requirement to Allocate Funds Received
Annually, beginning in 2023, municipalities will be required to spend or allocate at least
60% of the monies in a reserve fund at the beginning of the year for water services,
wastewater services, and services related to a highway. Other services may be
prescribed by the regulation.
1.3.5 Cutting Red Tape to Build More Homes Act, 2024 (Bill 185)
On June, 6, 2024, Bill 185 received Royal Assent and includes the following changes to
the D.C.A.
- The removal of the Mandatory Phase-in for D.C. by-laws passed after Bill 185
comes into effect;
- A reduction to the D.C. rate freeze timelines for developments proceeding though
site plan and zoning by-law amendment applications under the Planning Act.
Charges are currently held at rates in place on the date the application is made
until building permit issuance, provided the building permit is issued within two
(2) years of the approval of the application. This time period is proposed to be
reduced to 18 months under Bill 185 (note that the two (2) year timeline will still
apply to applications received prior to Bill 185 receiving Royal Assent);
- Inclusion of growth-related studies, including the D.C. background study, as a
D.C.-eligible costs;
- Provide a provision of the D.C. by-law specifying the date the by-law expires or to
amend the provision to extend the expiry date;
- To allow minor amendments related to the imposition of studies, removal of the
mandatory phase-in, and extension of by-law expiry dates (subject to the 10-year
limitations provided in the D.C.A.) to be undertaken for by-laws passed after
November 28, 2022 and before Bill 185 takes effect; and
- To modernize public notice requirements.
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1.3.6 Protect Ontario by Building Faster and Smarter Act, 2025 (Bill
17)
The Protect Ontario by Building Faster and Smarter Act, 2025 was introduced on May
12, 2025 and received Royal Assent on June 5, 2025. The Act amends the D.C.A. as
summarized below. Some of the changes took effect upon Royal Assent however,
other provisions will come into force on a day to be named by order of the Lieutenant
Governor in Council.
Amendments in Force Upon Royal Assent
- Full exemption for long-term care homes as defined in subsection 2 (1) of the
Fixing Long-Term Care Home Act, 2021, from the payment of D.C.s including
future instalment payments.
- Simplified process to amend D.C. by-laws to:
o Repeal or change a D.C. by-law expiry date (consistent with current
provisions);
o Repeal a D.C. by-law provision for indexing or amend to provide for a D.C.
not to be indexed; and
o Decrease the amount of a D.C. for one or more types of development.
- Impose the lower charge for developments subject to rate freeze i.e., those
proceeding through a site plan or zoning by-law amendment application. D.C.s
payable are the lower of the "frozen" rate plus interest, or the rate in force on the
date D.C.s are payable.
- Provide Province the authority to file regulations to:
o Define eligible capital costs;
o Group services for the purposes of using credits; and
o Define local services that would be direct developer responsibility.
Note: As of August 1, 2025, O. Reg. 82/98 has been amended to include the London
series as one of the options for indexing development charge by-laws (section 7 of the
regulation) and to require municipalities to spend or allocate 60% of reserve fund
balances at the beginning of the year for all services.
In Force on Future Date to be Named By Order of the Lieutenant Governor in
Council
- Defer payment of non-rental residential D.C.s to the time of occupancy.
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o Municipalities may require a financial security only in circumstances
prescribed by regulation. At present, no regulation has been filed.
o Municipalities will not be allowed to impose interest on the deferral of D.C.
payment to occupancy.
- Eliminate the requirement for an early payment agreement for residential and
institutional development.
- Remove the ability to charge interest on legislated instalments for rental housing
and institutional development. This would also apply to future instalments for
existing development that would accrue after June 5, 2025, when Bill 17 received
Royal Assent.
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Chapter 2
Current City D.C. Policy
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2. Current D.C. By-law
2.1 By-law Enactment
The City passed D.C. By-law 2015-224 on November 24, 2015 under the statutory
authority of the D.C.A.
2.2 Services Covered
D.C. By-law 2015-224 imposes charges for the following services:
Municipal-wide Services
- By-law Enforcement;
- Paramedic;
- Fire;
- Roads and Related;
- Parks and Recreation;
- Library;
- Waste Diversion;
- Administration Studies;
Area-Specific Services
- Police (Lindsay and former Township of Ops);
- Transit (Lindsay);
Urban Services
- Water Treatment;
- Water Distribution;
- Wastewater Treatment; and
- Wastewater Collection (Outside of the Northwest Lindsay Development Area).
Tables 2-1 and 2-2 provide the charges for residential and non-residential development
types as well as the breakdown of the charges by service as of January 1, 2019.
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PAGE 2-2
Table 2-1
Schedule of Residential D.C.s by Service
Municipal Service
Single or
Semi-
Detached
($/Dwellin
g Unit)
Row or
Multiple
($/Dwellin
g Unit)
Apartmen
t - Two or
More
Bedroom
s
($/Dwellin
g Unit)
Apartmen
t - Other
($/Dwellin
g Unit)
By-Law Enforcement
22
19
13
9
Parks and
994
886
597
450
Library
511
454
307
231
Administration
543
484
325
246
Fire
484
432
290
219
Paramedic
284
254
171
130
Police
589
525
355
267
Transit
361
319
217
163
Waste Diversion
50
44
30
22
Roads and Related
9,077
8,074
5,444
4,104
Water Treatment
4,772
4,246
2,862
2,159
Water Distribution
4,956
4,408
2,974
2,240
Wastewater
6,087
5,414
3,652
2,751
Wastewater
8,851
7,873
5,309
3,999
Total
37,581
33,432
22,546
16,990
Service Area
Single or
Semi-
Detached
($/Dwellin
g Unit)
Row or
Multiple
($/Dwellin
g Unit)
Apartmen
t - Two or
More
Bedroom
s
($/Dwellin
g Unit)
Apartmen
t - Other
($/Dwellin
g Unit)
Urban-Lindsay
37,581
33,432
22,546
16,990
Urban-NWT
28,730
25,559
17,237
12,991
Urban-Other
36,631
32,588
21,974
16,560
Rural-Ops
12,554
11,172
7,532
5,678
Rural-Other
11,965
10,647
7,177
5,411
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Table 2-2
Schedule of Non-Residential D.C.s by Service
2.3 Timing of D.C. Calculation and Payment
D.C.s for services related to a highway, water treatment services, water distribution
services, wastewater treatment services, and wastewater collection services may be
calculated and payable at the time of Subdivision or Consent agreement. All other
D.C.s are calculated and payable at the time the first building permit is issued.
The City may also allow for the payment of D.C.s either before or after they would
otherwise be payable under S.27 of the D.C.A. Indexing
Electricity
Generation
Other Non-
Residential
($/500 KW of NGC)
($/m² of GFA)
By-Law Enforcement
- 0.17
Parks and Recreation
- 2.86
Library
- 1.47
Administration Studies 543 4.42
Fire
484 3.94
Paramedic
284 2.33
Police
589 4.02
Transit
- 2.57
Waste Diversion
- 0.40
Roads and Related
9,077 74.11
Water Treatment
- 33.60
Water Distribution
- 34.87
Wastewater Treatment - 42.39
Wastewater Collection - 77.98
Total
10,977 285.13
Electricity
Generation
Other Non-
Residential
($/500 KW of NGC)
($/m² of GFA)
Urban-Lindsay
10,977 285.13
Urban-NWT
10,977 207.15
Urban-Other
10,388 278.54
Rural-Ops
10,977 93.72
Rural-Other
10,388 89.70
Municipal Service
Area
Municipal Service
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PAGE 2-4
The City's D.C.s are indexed on January 1 of each year, based on the percentage
change recorded in the most recent Statistics Canada Non-Residential Building
Construction Price Index.
2.4 Redevelopment Allowance
As a result of the redevelopment of land, a credit against D.C.s where a residential,
non-residential or mixed-use building or structure was capable of being occupied within
three years prior to the issuance of a building permit for redevelopment of the lands;
and a demolition permit has been issued within three years prior to the issuance of a
building permit for redevelopment of the lands.
2.5 Exemptions
The following non-statutory exemptions from the payment of D.C.s the City's D.C. By-
law:
- A place of worship;
- A non-profit hospice;
- A public hospital;
- A cemetery, burial site, or crematorium as defined in the Assessment Act;
- An agricultural development;
- A municipal housing dwelling unit;
- A park model trailer;
- The first 2,500 sq.m. of G.F.A. for any single commercial development; and
- Industrial development.
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Chapter 3
Anticipated Development in
the City
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3. Anticipated Development in the City of Kawartha
Lakes
3.1 Requirement of the Act
The growth forecast contained in this chapter (with supplemental tables in Appendix A)
provides for the anticipated development for which the City will be required to provide
services over a 10-year (2025 to 2035), 15-year (2025 to 2040), 20-year (2025 to 2045),
longer-term (2025 to 2051) and buildout (2025 to buildout) time horizon.[1]
Chapter 4 provides the methodology for calculating a D.C. as per the D.C.A. Figure 4-1
presents this methodology graphically. It is noted in the first box of the schematic that in
order to determine the D.C. that may be imposed, it is a requirement of subsection 5 (1)
of the D.C.A. that "the anticipated amount, type and location of development, for which
development charges can be imposed, must be estimated."
3.2 Basis of Population, Household and Non-Residential
Gross Floor Area Forecast
The D.C. growth forecast has been derived by Watson. In preparing the growth
forecast, the following information sources were consulted to assess the residential and
non-residential development potential for the City over the forecast period, including:
- City of Kawartha Lakes Growth Management Strategy, February 2025, by
Watson & Associates Economists Ltd.;
- City of Kawartha Lakes Water and Wastewater Servicing and Capacity Master
Plan, January 2025;
- 2011, 2016 and 2021 population, household and employment Census data;
- Historical residential building permit data over the 2015 to 2024 period;
- Residential and non-residential supply opportunities as identified by City of
Kawartha Lakes Staff; and
[1] Build-out refers to the City's urban area, and has been assessed for designated urban
lands, including lands subject to Minister's Zoning Orders (MZOs), and servicing
capacity.
Watson & Associates Economists Ltd.
PAGE 3-2
- Discussions with City staff regarding anticipated residential and non-residential
development in the City of Kawartha Lakes.
3.3 Summary of Growth Forecast
A detailed analysis of the residential and non-residential growth forecasts is provided in
Appendix A and the methodology employed is illustrated in Figure 3-1. The discussion
provided herein summarizes the anticipated growth for the City and describes the basis
for the forecast. The results of the residential growth forecast analysis are summarized
in Table 3-1 below, and Schedule 1 in Appendix A.
As identified in Table 3-1 and Appendix A - Schedule 1, the permanent population in
the City of Kawartha Lakes (excluding census undercount) is anticipated to reach
approximately 100,020 by mid-2035, 108,310 by mid-2040, 116,320 by mid-2045,
125,380 by mid-2051 and 145,000 by buildout, resulting in an increase of approximately
17,220 persons over the 10-year forecast period, 25,510 persons over the 15-year
forecast period, 33,520 persons over the 20-year forecast period, 42,580 persons over
the 2025 to 2051 forecast period and 62,200 persons over the buildout forecast period.
[1]
The City's seasonal population is forecast to increase to 33,740 by mid-2035, 35,020 by
mid-2040, 36,300 by mid-2045, 37,840 by mid-2051 and 40,880 by buildout. The City's
total population (permanent and seasonal population) is forecast to reach 133,760 by
mid-2035, 143,330 by mid-2040, 152,620 by mid-2045, 163,220 by mid-2051 and
185,880 by buildout.
[1] The population figures used in the calculation of the 2024 D.C. exclude the net
Census undercount, which is estimated at approximately 4.0%. Population figures
presented herein have been rounded.
Watson & Associates Economists Ltd.
PAGE 3-3
Figure 2-1
Population and Household Forecast Model
Intensification
Designated Lands
Servicing Capacity
Residential Units in the
Development Process
Employment Market by Local
Municipality,
Economic Outlook
Local, region
and Provincial
Forecast of
Residential Units
Decline in Existing Population
Net Population Increase
Historical Housing
Construction
DEMAND
SUPPLY
Occupancy Assumptions
Gross Population Increase
Watson & Associates Economists Ltd.
PAGE 3-4
Table 3-1
City of Kawartha Lakes
Residential Growth Forecast Summary
[1] Population includes the Census undercount estimated at approximately 4% and has been rounded.
[2] Includes townhouses and apartments in duplexes.
[3] Includes bachelor, 1-bedroom, and 2-bedroom+ apartment units, and secondary units.
Notes:
-
Build-out refers to the City's urban area, and has been assessed for designated urban lands, including lands subject to Minister's Zoning Orders
(MZOs), and servicing capacity.
-
Numbers may not add due to rounding.
Source: Derived from 2025 Growth Management Strategy and 2025 Water and Wastewater Servicing and Capacity Master Plan by Watson & Associates
Economists Ltd.
Permanent
Population[1]
Institutional
Population
Permanent
Population
Excluding
Institutional[1]
Seasonal
Population
Total Permanent
and Seasonal
Population
Singles &
Semi-
Detached
Singles & Semi
Detached Family
With Conversions
Multiples[2]
Apartments[3]
Other
Total
Households
Total w/
Conversions
Seasonal
Households
Total Households
w/ Conversions
Including Seasonal
Equivalent
Institutional
Households
Mid 2011
75,911
73,214
1,764
71,450
27,375
100,589
25,470
25,470
1,215
2,820
176
29,681
29,681
7,480
37,161
1,604
2.467
2.707
Mid 2016
78,201
75,423
2,048
73,375
26,855
102,278
26,515
26,515
1,495
2,765
325
31,100
31,100
7,338
38,438
1,862
2.425
2.661
Mid 2021
82,166
79,247
2,017
77,230
30,150
109,397
27,955
27,955
1,495
2,950
310
32,710
32,710
8,238
40,948
1,834
2.423
2.672
Mid 2025
85,850
82,796
2,132
80,664
31,175
113,971
29,198
29,294
1,664
3,580
310
34,752
34,848
8,518
43,366
1,938
2.382
2.628
Mid 2035
103,700
100,020
2,305
97,715
33,740
133,760
34,000
34,328
3,870
4,880
310
43,060
43,388
9,218
52,606
2,095
2.323
2.543
Mid 2040
112,300
108,310
2,392
105,918
35,020
143,330
35,760
36,198
4,940
5,800
310
46,810
47,248
9,568
56,816
2,175
2.314
2.523
Mid 2045
120,600
116,320
2,483
113,837
36,300
152,620
37,150
37,698
6,010
6,810
310
50,280
50,828
9,918
60,746
2,257
2.313
2.512
Mid 2051
130,000
125,380
2,591
122,789
37,835
163,215
38,470
39,150
7,330
8,210
310
54,320
55,000
10,338
65,338
2,355
2.308
2.498
Buildout
150,300
145,000
2,664
142,336
40,880
185,880
42,670
43,620
9,890
10,310
310
63,180
64,130
11,170
75,300
2,422
2.295
2.469
Mid 2011 - Mid 2016
2,290
2,209
284
1,925
-520
1,689
1,045
1,045
280
-55
149
1,419
1,419
-142
1,277
258
Mid 2016 - Mid 2021
3,965
3,824
-31
3,855
3,295
7,119
1,440
1,440
0
185
-15
1,610
1,610
900
2,510
-28
Mid 2021 - Mid 2025
3,684
3,549
115
3,434
1,025
4,574
1,243
1,339
169
630
0
2,042
2,138
280
2,418
104
Mid 2025 - Mid 2035
17,850
17,224
173
17,051
2,565
19,789
4,802
5,034
2,206
1,300
0
8,308
8,540
700
9,240
157
Mid 2025 - Mid 2040
26,450
25,514
260
25,254
3,845
29,359
6,562
6,904
3,276
2,220
0
12,058
12,400
1,050
13,450
237
Mid 2025 - Mid 2045
34,750
33,524
351
33,173
5,125
38,649
7,952
8,404
4,346
3,230
0
15,528
15,980
1,400
17,380
319
Mid 2025 - Mid 2051
44,150
42,584
459
42,125
6,660
49,244
9,272
9,856
5,666
4,630
0
19,568
20,152
1,820
21,972
417
Mid 2025 - Buildout
64,450
62,204
532
61,672
9,705
71,909
13,472
14,326
8,226
6,730
0
28,428
29,282
2,652
31,934
484
Forecast
Incremental
Year
Historical
Excluding Census Undercount
Permanent
Person Per
Unit (P.P.U.)
Permanent +
100%
Seasonal
Person Per
Unit (P.P.U.)
Permanent
Population
(Including
Census
Undercount)
Housing Units
Watson & Associates Economists Ltd.
PAGE 3-5
Provided below is a summary of the key assumptions and findings regarding the City of
Kawartha Lakes D.C. growth forecast:
1. Unit Mix (Appendix A - Schedules 1, 6 and 7)
- The housing unit mix for the City was derived from a detailed review of
historical development activity (as per Schedule 7), as well as active
residential development applications (as per Schedule 6) and discussions
with City staff regarding anticipated development trends for the City of
Kawartha Lakes
- Based on the above indicators, the 2025 to 2051 household growth
forecast for the City is comprised of a unit mix of 45% low density units
(single detached and semi-detached), 26% medium density (multiples
except apartments) and 21% high density (bachelor, 1-bedroom, and 2-
bedroom apartments, and secondary units), and 8% seasonal units.
2. Geographic Location of Residential Development (Appendix A - Schedule 2)
- Schedule 2 summarizes the anticipated amount, type, and location of
development by area for the City of Kawartha Lakes
- In accordance with forecast demand and available land supply, the
amount and percentage of forecast housing growth between 2025 and
2051 by development location is summarized below.
Watson & Associates Economists Ltd.
PAGE 3-6
Table 3-2
City of Kawartha Lakes
Geographic Location of Residential Development
Development Location
Amount of Permanent
and Seasonal
Housing Growth, 2025
to 2051
Percentage of Housing
Growth, 2025 to 2051
Lindsay (Existing Urban Boundary
incl. NW Trunk Area)
10,395
47%
Lindsay M.Z.O. Flato
2,820
13%
Lindsay M.Z.O. Bromont
1,920
9%
Fenelon Falls
1,405
6%
Bobcaygeon
1,685
8%
Omemee
285
1%
Other Water Serviced
140
1%
Other Sewer Serviced
45
<1%
Unserviced
3,275
15%
City of Kawartha Lakes
21,970
100%
Note: Figures may not sum precisely due to rounding.
3. Planning Period
- Short- and longer-term time horizons are required for the D.C. process.
The D.C.A. limits the planning horizon for transit services to a 10-year
planning horizon. All other services can utilize a longer planning period if
the City has identified the growth-related capital infrastructure needs
associated with the longer-term growth planning period.
4. Population in New Units (Appendix A - Schedules 3, 4 and 5)
- The number of housing units to be constructed by 2051 in the City of
Kawartha Lakes over the forecast period is presented in Table 3-1. Over
the 2025 to 2051 forecast period, the City is anticipated to average
approximately 845 new permanent and seasonal housing units per year.
Watson & Associates Economists Ltd.
PAGE 3-7
- Institutional population [1] is anticipated to increase by approximately 460
people between 2025 to 2051.
- Population in new units is derived from Schedules 3 through 5, which
incorporate historical development activity, anticipated units (see unit mix
discussion) and average persons per unit (P.P.U.) by dwelling type for
new units.
- Schedule 8 summarizes the average P.P.U. assumed for new housing
units by age and type of dwelling based on Statistics Canada 2021 custom
Census data for the City of Kawartha Lakes. The total calculated P.P.U.
for all density types has been adjusted accordingly to account for the
P.P.U. trends which has been recently experienced in both new and older
units. Forecasted 25-year average P.P.U.s by dwelling type are as
follows:
o Low density:
2.572
o Medium density:
1.907
o High density:
1.467
o Seasonal:
3.660
5. Existing Units and Population Change (Appendix A - Schedules 3, 4 and 5)
- Existing households for mid-2025 are based on the 2021 Census
households, plus estimated residential units constructed between mid-
2021 to the beginning of the growth period, assuming a minimum six-
month lag between construction and occupancy (see Schedule 3).
- The change in average occupancy levels for existing housing units is
calculated in Schedules 3 through 5.[2] The forecast population change in
existing households over the 2025 to 2051 forecast period is forecast to
increase by approximately 1,320.
[1] Institutional population largely includes special care facilities such as nursing home or
residences for senior citizens. A P.P.U. of 1.100 depicts 1-bedroom and 2-or-more-
bedroom units in collective households.
[2] Change in occupancy levels for existing households occurs due to aging of the
population and family life cycle changes, lower fertility rates and changing economic
conditions.
Watson & Associates Economists Ltd.
PAGE 3-8
6. Employment (Appendix A - Schedules 10a, 10b and 10c)
- The employment forecast provided herein is based on the activity rate
method, which is defined as the number of jobs in the City divided by the
number of residents. Key employment sectors include primary, industrial,
commercial/population-related, institutional, and work at home, which are
considered individually below.
- 2016 employment data [1],[2] (place of work) for the City of Kawartha Lakes
is outlined in Schedule 10a. The 2016 employment base is comprised of
the following sectors:
o 450 primary (2%)
o 3,165 work at home employment (15%);
o 3,145 industrial (15%);
o 7,520 commercial/population-related (37%); and
o 6,305 institutional (31%).
- The 2016 employment by usual place of work, including work at home, is
20,585. Total employment, including work at home, for the City of
Kawartha Lakes is anticipated to reach approximately 26,910 by mid-
2035, 29,070 by mid-2040, 31,460 by mid-2045, 34,630 by mid-2051 and
40,640 by buildout.[3] This represents an employment increase of
approximately 4,280 over the 10-year forecast period, 6,440 over the 15-
year forecast period, 8,830 over the 20-year forecast period, 12,000 over
the 2025 to 2051, and 18,010 over the buildout forecast period.
- Schedule 10b, Appendix A, summarizes the employment forecast,
excluding work at home employment, which is the basis for the D.C.
employment forecast. The impact on municipal services from work at
home employees has already been included in the population forecast. It
is important to note that the need for municipal services related to
N.F.P.O.W. employees has largely been included in the employment
[1] 2016 employment is based on Statistics Canada 2016 Place of Work Employment
dataset by Watson & Associates Economists Ltd.
[2] Statistics Canada 2021 Census place of work employment data has been reviewed.
The 2021 Census employment results have not been utilized due to a significant
increase in work at home employment captured due to Census enumeration occurring
during the provincial COVID-19 lockdown from April 1, 2021 to June 14, 2021.
[3] No fixed place of work (N.F.P.O.W.) employment is not included part of the total
employment for the purposes of the forecast.
Watson & Associates Economists Ltd.
PAGE 3-9
forecast by usual place of work (i.e., employment and gross floor area
generated from N.F.P.O.W. construction employment). Furthermore,
since these employees have no fixed work address, they cannot be
captured in the non-residential G.F.A. calculation. Accordingly, work at
home and N.F.P.O.W. employees have been removed from the D.C.A.
employment forecast and calculation.
- Total employment for the City of Kawartha Lakes (excluding work at home
and N.F.P.O.W.) is anticipated to reach approximately 21,890 by mid-
2035, 23,540 by mid-2040, 25,470 by mid-2045, 27,950 by mid-2051, and
32,810 by buildout. This represents an employment increase of
approximately 3,010 over the 10-year forecast period, 4,660 over the 15-
year forecast period, 6,590 over the 20-year forecast period, 9,070 over
the 2025 to 2051 forecast period, and 13,930 over the buildout forecast
period.
7. Non-Residential Sq.ft. Estimates (G.F.A.), Appendix A - Schedule 10b)
- Square footage estimates were calculated in Schedule 7b based on the
following employee density assumptions:
o 3,000 sq.ft. per primary employee;
o 1,200 sq.ft. per employee for industrial;
o 450 sq.ft. per employee for commercial/population-related; and
o 700 sq.ft. per employee for institutional employment.
- The City-wide incremental G.F.A. is anticipated to increase by
approximately 2.2 million sq.ft. over the 10-year forecast period, 3.5 million
sq.ft. over the 15-year forecast period, 5.0 million sq.ft. over the 20-year
forecast period, 6.7 million sq.ft. over the 2025 to 2051 forecast period,
and 10.1 million sq.ft. over the buildout forecast period.
- In terms of percentage growth, the 2025 to 2051 incremental G.F.A.
forecast by sector is broken down as follows:
o Primary - 12%;
o industrial - 27%;
o commercial/population-related - 27%; and
o institutional - 34%.
Watson & Associates Economists Ltd.
PAGE 3-10
8. Geographic Location of Non-Residential Development (Appendix A, Schedule
10c)
- Schedule 10c summarizes the anticipated amount, type and location of
non-residential development by area for the City of Kawartha Lakes.
- The amount and percentage of forecast total non-residential growth
between 2025 and 2051 by development location is summarized below.
Table 3-3
City of Kawartha Lakes
Geographic Location of Non-Residential Development
Development Location
Amount of Non-
Residential G.F.A.
(sq.ft.), 2025 to 2051
Percentage of Non-
Residential G.F.A.,
2025 to 2051
Lindsay (Existing Urban Boundary incl.
NW Trunk Area)
4,185,700
63%
Lindsay M.Z.O. Flato
141,100
2%
Lindsay M.Z.O. Bromont
105,100
2%
Fenelon Falls
465,600
7%
Bobcaygeon
461,600
7%
Omemee
122,900
2%
Other Water Serviced
83,200
1%
Other Sewer Serviced
83,700
1%
Unserviced
1,032,400
15%
City of Kawartha Lakes
6,681,300
100%
Note: Figures may not sum precisely due to rounding
Watson & Associates Economists Ltd.
Chapter 4
The Approach to the
Calculation of the Charge
Watson & Associates Economists Ltd.
PAGE 4-1
4. The Approach to the Calculation of the Charge
4.1 Introduction
This chapter addresses the requirements of subsection 5 (1) of the D.C.A. with respect
to the establishment of the need for service which underpins the D.C. calculation.
These requirements are illustrated schematically in Figure 4-1.
4.2 Services Potentially Involved
Table 4-2 lists the full range of municipal services that are provided by a municipality.
A number of these services are not listed as eligible services for inclusion in a D.C. by-
law as per subsection 2 (4) of the D.C.A. These are shown as "ineligible" on Table 4-2.
Two ineligible costs defined in subsection 5 (3) of the D.C.A. are "computer equipment"
and "rolling stock with an estimated useful life of (less than) seven years." In addition,
local roads are covered separately under subdivision agreements and related means
(as are other local services). Services which are potentially eligible for inclusion in the
Municipality's D.C. are indicated with a "Yes."
4.3 Increase in the Need for Service
The D.C. calculation commences with an estimate of "the increase in the need for
service attributable to the anticipated development," for each service to be covered by
the by-law. There must be some form of link or attribution between the anticipated
development and the estimated increase in the need for service. While the need could
conceivably be expressed generally in terms of units of capacity, subsection 5 (1) 3,
which requires that Council indicate that it intends to ensure that such an increase in
need will be met, suggests that a project-specific expression of need would be most
appropriate.
Watson & Associates Economists Ltd.
PAGE 4-2
Figure 4-1
The Process of Calculating a Development Charge under the Act
that must be followed
Watson & Associates Economists Ltd.
PAGE 4-3
Table 4-1
Categories of Municipal Services to be Addressed as Part of the Calculation - Eligibility
Legend
Eligibility for
Inclusion in the
D.C. Calculation
Description
Yes
Municipality provides the service - service has been included in
the D.C. calculation.
No
Municipality provides the service - service has not been
included in the D.C. calculation.
n/a
Municipality does not provide the service.
Ineligible
Service is ineligible for inclusion in the D.C. calculation.
Table 4-2
Categories of Municipal Services to be Addressed as Part of the Calculation
Categories of Municipal
Services
Inclusion in
the D.C.
Calculation
Service Components
1. Water supply services,
including distribution and
treatment services
Yes
Yes
No
Yes
1.1 Treatment plants
1.2 Distribution systems
1.3 Local systems
1.4 Vehicles and equipment1
2. Wastewater services,
including sewers and
treatment services
Yes
Yes
No
Yes
2.1 Treatment plants
2.2 Sewage trunks
2.3 Local systems
2.4 Vehicles and equipment1
3. Stormwater Drainage and
Control Services
No
No
No
3.1 Main channels and drainage
trunks
3.2 Channel connections
3.3 Retention/detention ponds
1 with a 7+ year useful life
Watson & Associates Economists Ltd.
PAGE 4-4
Categories of Municipal
Services
Inclusion in
the D.C.
Calculation
Service Components
4. Services Related to a
Highway
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
4.1 Arterial roads
4.2 Collector roads
4.3 Bridges, Culverts and
Roundabouts
4.4 Local municipal roads
4.5 Traffic signals
4.6 Sidewalks and streetlights
4.7 Active Transportation
4.8 Works Yard
4.9 Rolling stock1
5. Electrical Power Services
n/a
n/a
n/a
5.1 Electrical substations
5.2 Electrical distribution system
5.3 Electrical system rolling stock1
6. Transit Services
Yes
Yes
6.1 Transit vehicles1 & facilities
6.2 Other transit infrastructure
7. Waste Diversion Services
No
No
7.1 Waste diversion facilities
7.2 Waste diversion vehicles and
equipment1
8. Policing Services
Yes
Yes
Yes
8.1 Police detachments
8.2 Police rolling stock1
8.3 Small equipment and gear
9. Fire Protection Services
Yes
Yes
Yes
9.1 Fire stations
9.2 Fire Vehicles1
9.3 Fire Equipment and gear
10. Ambulance Services
Yes
Yes
10.1 Ambulance station space
10.2 Vehicles1
11. Services provided by a
board within the meaning
of the Public Libraries Act
Yes
Yes
Yes
11.1 Public library space (excl.
furniture and equipment)
11.2 Library vehicles1
11.3 Library materials
12. Services Related to Long-
Term Care
Ineligible
Ineligible
12.1 Long-Term Care space
12.2 Vehicles1
1 with a 7+ year useful life
Watson & Associates Economists Ltd.
PAGE 4-5
Categories of Municipal
Services
Inclusion in
the D.C.
Calculation
Service Components
13. Parks and Recreation
Services
Ineligible
Yes
Yes
Yes
Yes
13.1 Acquisition of land for parks,
woodlots and E.S.A.s
13.2 Development of municipal parks
13.3 Parks rolling stock1 and yards
13.4 Facilities, such as arenas, indoor
pools, fitness facilities,
community centres, etc.
13.5 Recreation vehicles and
equipment1
14. Services Related to Public
Health
Yes
Yes
14.1 Public Health department space
14.2 Public Health department
vehicles1
15. Child Care and Early
Years Programs and
Services within the
meaning of Part VI of the
Child Care and Early
Years Act, 2014 and any
related services.
n/a
n/a
15.1 Childcare space
15.2 Vehicles1
16. Services related to
proceedings under the
Provincial Offences Act,
including by-law
enforcement services and
municipally administered
court services
Yes
Yes
16.1 P.O.A. space, including by-law
enforcement and municipally
administered court services
16.2 Vehicles1
17. Services Related to
Emergency Preparedness
No
No
17.1 Emergency Preparedness Space
17.2 Equipment
18. Services Related to
Airports
n/a
Ineligible
18.1 Airports (in the Regional
Municipality of Waterloo)
18.2 Other Airports
1 with a 7+ year useful life
Watson & Associates Economists Ltd.
PAGE 4-6
Categories of Municipal
Services
Inclusion in
the D.C.
Calculation
Service Components
19. Other
Yes
19.1 Interest on money borrowed to
pay for growth-related capital
19.2 Studies in connection with
acquiring buildings, rolling stock,
materials and equipment, and
improving land [2] and facilities,
including the D.C. background
study cost
[2] same percentage as service component to which it pertains
4.4 Local Service Policy
Some of the need for services generated by additional development consists of local
services related to a plan of subdivision. As such, they will be required as a condition of
subdivision agreements or consent conditions. The City's Local Service Policy is
included in Appendix D.
4.5 Capital Forecast
Paragraph 7 of subsection 5 (1) of the D.C.A. requires that "the capital costs necessary
to provide the increased services must be estimated." The Act goes on to require
potential cost reductions and the regulation sets out the way in which such costs are to
be presented. These requirements are outlined below.
These estimates involve capital costing of the increased services discussed above.
This entails costing actual projects or the provision of service units, depending on how
each service has been addressed.
The capital costs include:
a) costs to acquire land or an interest therein (including a leasehold interest);
b) costs to improve land;
c) costs to acquire, lease, construct or improve buildings and structures;
d) costs to acquire, lease or improve facilities, including rolling stock (with a useful
life of 7 or more years), furniture and equipment (other than computer
Watson & Associates Economists Ltd.
PAGE 4-7
equipment), materials acquired for library circulation, reference, or information
purposes;
e) interest on money borrowed to pay for the above-referenced costs;
f) costs to undertake studies in connection with the above-referenced matters; and
g) costs of the D.C. background study.
In order for an increase in need for service to be included in the D.C. calculation,
municipal Council must indicate "that it intends to ensure that such an increase in need
will be met" (subsection 5 (1) 3). This can be done if the increase in service forms part
of a Council-approved Official Plan, capital forecast, or similar expression of the
intention of Council (O. Reg. 82/98 section 3). The capital program contained herein
reflects the Municipality 's approved and proposed capital budgets and master
servicing/needs studies.
4.6 Treatment of Credits
Section 8, paragraph 5, of O. Reg. 82/98 indicates that a D.C. background study must
set out "the estimated value of credits that are being carried forward relating to the
service." Subsection 17, paragraph 4, of the same regulation indicates that, "...the
value of the credit cannot be recovered from future D.C.s," if the credit pertains to an
ineligible service. This implies that a credit for eligible services can be recovered from
future D.C.s. As a result, this provision should be made in the calculation, in order to
avoid a funding shortfall with respect to future service needs. The City has accounted
for outstanding D.C. credit obligations in the estimated D.C. reserve fund balances used
in the calculation of the charge.
4.7 Eligible Debt and Committed Excess Capacity
Section 66 of the D.C.A. states that for the purposes of developing a D.C. by-law, a debt
incurred with respect to an eligible service may be included as a capital cost, subject to
any limitations or reductions in the Act. Similarly, s.18 of O. Reg. 82/98 indicates that
debt with respect to an ineligible service may be included as a capital cost, subject to
several restrictions.
In order for such costs to be eligible, two conditions must apply. First, they must have
funded excess capacity which is able to meet service needs attributable to the
anticipated development. Second, the excess capacity must be "committed," that is,
Watson & Associates Economists Ltd.
PAGE 4-8
either before or at the time it was created, Council must have expressed a clear
intention that it would be paid for by D.C.s or other similar charges. For example, this
may have been done as part of previous D.C. processes.
4.8 Existing Reserve Funds
Section 35 of the D.C.A. states that:
"The money in a reserve fund established for a service may be spent only
for capital costs determined under paragraphs 2 to 8 of subsection 5(1)."
There is no explicit requirement under the D.C.A. calculation method set out in s.s.5(1)
to net the outstanding reserve fund balance as part of making the D.C. calculation;
however, s.35 does restrict the way in which the funds are used in future.
The City's uncommitted D.C. Reserve Fund Balance by service as projected for year-
end 2024 is presented in the table below. These balances have been applied against
future spending requirements for all D.C. services. The adjusted reserve fund balances
account for impacts on past funding of capital projects, potential D.C. refunds, and
changes to revenue forgone as a result of D.C. exemptions as a result of the appeal to
the City's 2014 D.C. by-law.
Table 4-3
D.C. Reserve Fund Balances
Service
Dec 31, 2024
Balance
Pre-2019
Reserve Fund
Adjustments
2019-2024
Reserve Fund
Adjustments
Unfunded
Exemptions
Refunds (2014
Appeal)
Reconciliation
Interest
Adjusted
Balance
Fire Services
(1,747,600)
455,826
459,009
86,137
13,823
40,797
(692,006)
Police Services
1,150,574
80,742
(401,099)
90,678
(17,551)
9,289
912,634
Services Related to a Highway
6,722,605
1,695,222
(22,684)
1,548,353
(1,175,611)
256,572
9,024,457
Transit Services
(421,284)
23,567
(431,614)
57,291
(10,127)
(65,531)
(847,697)
Parks and Recreation Services
274,900
(3,678,490)
(1,740,201)
89,172
(4,993)
(845,387)
(5,904,998)
Library Services
(1,498,743)
2,554
1,597,250
39,109
(213,479)
28,310
(44,999)
Paramedic Services
55,162
17,244
(202,584)
49,759
(5,421)
(1,783)
(87,623)
Municipal By-law Enforcement Services
5,620
-
27,000
3,748
(93)
1,021
37,295
Growth-Related Studies
(2,600,252)
328,270
(646,687)
94,613
(12,384)
(270,385)
(3,106,824)
Wastewater Treatment Services
(15,629,564)
21,438,046
(1,739,043)
900,159
(609,705)
4,955,433
9,315,326
Wastewater Collection Services
6,620,477
(12,990,577)
(8,045,296)
1,572,444
(93,545)
(3,677,244)
(16,613,742)
Water Treatment Services
5,460,377
538,631
545,031
738,301
(158,835)
281,589
7,405,093
Water Distribution Services
2,034,715
582,359
(1,398,465)
767,129
(147,835)
(302,832)
1,535,070
Public Health Services
-
-
-
-
-
-
-
Total
426,988
8,493,393
(11,999,382)
6,036,893
(2,435,755)
409,849
931,986
Watson & Associates Economists Ltd.
PAGE 4-9
4.9 Deductions
The D.C.A. potentially requires that four deductions be made to the increase in the need
for service. These relate to:
- the level of service ceiling;
- uncommitted excess capacity;
- benefit to existing development; and
- anticipated grants, subsidies, and other contributions.
The requirements behind each of these reductions are addressed as follows:
4.9.1 Reduction Required by Level of Service Ceiling
This is designed to ensure that the increase in need included in 4.3 does "...not include
an increase that would result in the level of service (for the additional development
increment) exceeding the average level of the service provided in the Municipality over
the 15-year period immediately preceding the preparation of the background study..."
O. Reg. 82.98 (s.4) goes further to indicate that, "...both the quantity and quality of a
service shall be taken into account in determining the level of service and the average
level of service."
In many cases, this can be done by establishing a quantity measure in terms of units as
floor area, land area or road length per capita, and a quality measure in terms of the
average cost of providing such units based on replacement costs, engineering
standards or recognized performance measurement systems, depending on
circumstances. When the quantity and quality factors are multiplied together, they
produce a measure of the level of service which meets the requirements of the Act, i.e.,
cost per unit.
The average service level calculation sheets for each service component in the D.C.
calculation are set out in Appendix B.
4.9.2 Reduction for Uncommitted Excess Capacity
Paragraph 5 of subsection 5 (1) requires a deduction from the increase in the need for
service attributable to the anticipated development that can be met using the
municipality's "excess capacity," other than excess capacity which is "committed."
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PAGE 4-10
"Excess capacity" is undefined, but in this case must be able to meet some or all of the
increase in need for service, in order to potentially represent a deduction. The
deduction of uncommitted excess capacity from the future increase in the need for
service would normally occur as part of the conceptual planning and feasibility work
associated with justifying and sizing new facilities, e.g., if a road widening to
accommodate increased traffic is not required because sufficient excess capacity is
already available, then widening would not be included as an increase in need, in the
first instance.
4.9.3 Reduction for Benefit to Existing Development
Section 5 (1) 6 of the D.C.A. provides that, "The increase in the need for service must
be reduced by the extent to which an increase in service to meet the increased need
would benefit existing development." The general guidelines used to consider benefit to
existing development included:
- the repair or unexpanded replacement of existing assets that are in need of
repair;
- an increase in average service level of quantity or quality (compare water as
an example);
- the elimination of a chronic servicing problem not created by growth; and
- providing services where none previously existed (generally considered for
water or wastewater services).
This step involves a further reduction in the need by the extent to which such an
increase in service would benefit existing development. The level of service cap in
section 4.9.1 is related but is not the identical requirement. Sanitary, storm, and water
trunks are highly localized to growth areas and can be more readily allocated in this
regard than other services such as services related to a highway, which do not have a
fixed service area.
Where existing development has an adequate service level which will not be tangibly
increased by an increase in service, no benefit would appear to be involved. For
example, where expanding existing library facilities simply replicates what existing
residents are receiving, they receive very limited (or no) benefit as a result. On the
other hand, where a clear existing service problem is to be remedied, a deduction
should be made accordingly.
Watson & Associates Economists Ltd.
PAGE 4-11
In the case of services such as recreation facilities, community parks, libraries, etc., the
service is typically provided on a Municipal-wide system basis. For example, facilities of
the same type may provide different services (i.e., leisure pool vs. competitive pool),
different programs (i.e., hockey vs. figure skating), and different time availability for the
same service (i.e., leisure skating available on Wednesdays in one arena and
Thursdays in another). As a result, residents will travel to different facilities to access
the services they want at the times they wish to use them, and facility location generally
does not correlate directly with residence location. Even where it does, displacing users
from an existing facility to a new facility frees up capacity for use by others and
generally results in only a very limited benefit to existing development. Further, where
an increase in demand is not met for a number of years, a negative service impact to
existing development is involved for a portion of the planning period.
4.9.4 Reduction for Anticipated Grants, Subsidies and Other
Contributions
This step involves reducing the capital costs necessary to provide the increased
services by capital grants, subsidies, and other contributions (including direct developer
contributions required due to the local service policy) made or anticipated by Council
and in accordance with various rules such as the attribution between the share related
to new vs. existing development. That is, some grants and contributions may not
specifically be applicable to growth or where Council targets fundraising as a measure
to offset impacts on taxes (O. Reg. 82/98, section 6).
4.10 Municipal-Wide vs. Area Rating
This step involves determining whether all the subject costs are to be recovered on a
uniform Municipal-wide basis or whether some or all are to be recovered on an area-
specific basis. Under the D.C.A., it is now mandatory to "consider" area-rating of
services (providing charges for specific areas and services), however, it is not
mandatory to implement area-rating. Further discussion is provided in section 7.3.8.
4.11 Allocation of Development
This step involves relating the costs involved to anticipated development for each period
under consideration and using allocations between residential and non-residential
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PAGE 4-12
development and between one type of development and another, to arrive at a schedule
of charges.
Watson & Associates Economists Ltd.
Chapter 5
D.C. Eligible Cost Analysis by
Service
Watson & Associates Economists Ltd.
PAGE 5-1
5. D.C.-Eligible Cost Analysis by Service
5.1 Introduction
This chapter outlines the basis for calculating eligible costs for the D.C.s to be applied
on a uniform and area-specific basis. In each case, the required calculation process set
out in subsection 5 (1) paragraphs 2 to 7 in the D.C.A. and described in Chapter 4 was
followed in determining D.C. eligible costs.
The nature of the capital projects and timing identified in this chapter reflects Council's
current intention. Over time, however, City projects and Council priorities change; and
accordingly, Council's intentions may alter, and different capital projects (and timing)
may be necessary to meet the need for services required by new growth.
5.2 Service Levels and City-Wide 10-Year Capital Costs for
D.C. Calculation
This section evaluates the development-related capital requirements for City-wide
services over the 10-year planning period (mid-2025 to mid-2035). Each service is
evaluated on two format sheets: the average historical 15-year level of service
calculation (see Appendix B), which "caps" the D.C. amounts; and the infrastructure
cost calculation, which determines the potential D.C. recoverable cost.
5.2.1 Parks and Recreation Services
The City provides Parks and Recreation Services through 40,741 sq.ft. of parks facility
space, various park related amenities, and 465,134 sq.ft. of recreation facility space.
The parkland, trails and facilities are maintained and supported through 104 vehicles
and items of equipment. This total historical level of investment results in an average
level of service of $4,121 per capita over the past 15 years. When applied against the
anticipated population growth over the 10-year forecast period (i.e., 18,335 population
including 50% seasonal growth), this allows for a maximum D.C. eligible amount of
$75.6 million to be included in the charge calculation.
To provide service for new development over the 10-year forecast period $45.8 million
in gross capital costs have been identified primarily related to parks and facility needs.
These capital needs are based on the City's capital budget, forecast and reports to
Watson & Associates Economists Ltd.
PAGE 5-2
Council, Trails Master Plan, and discussions with staff. $13.7 million has been
deducted as a benefit to existing development and $331,000 has been deducted to
account for the benefit of trails projects to growth outside the 10-year forecast period.
Further, $5.9 million has been added to reflect the existing D.C. reserve fund deficit,
plus an estimated $788,000 for the present value of the incremental financing costs on
the deficit. This results in $31.7 million being included in the calculation of the charge.
These D.C. eligible costs are then attributed 95% to residential development as they are
the primary uses of Parks and Recreation Services. These growth-related projects and
costs are detailed in Table 5-1.
5.2.2 Library Services
The City provides Library Services through 50,410 sq.ft. of facility space, 132,877
collection items, and a courier van that's utilized by the City 60% of the time. This total
historical level of investment results in an average level of service of $515 per capita
over the past 15 years. When applied against the anticipated population growth over
the 10-year forecast period, this allows for a maximum D.C. eligible amount of $9.4
million to be included in the charge calculation.
To provide service to new development over the 10-year forecast period, gross capital
costs of $6.0 million have been identified from which $2.0 million has been deducted for
the benefit to existing development. The future needs include an expansion to the
Lindsay Library, expansion of the collection materials, and future studies. Further,
$45,000 has been added to reflect the existing D.C. reserve fund deficit, plus an
estimated $6,000 for the present value of the incremental financing costs on the deficit.
This results in $4.0 million being included in the calculation of the charge.
These D.C. eligible costs are then attributed 95% to residential development as they are
the primary users for Library Services. These growth-related projects and costs are
detailed in Table 5-2.
5.2.3 By-law Enforcement Services
The City provides By-law Enforcement Services through 2,500 sq.ft. of facility space,
seven vans, two ATVs, and 15 equipped officers. This total historical level of
investment results in an average level of service of $27 per capita over the past 15
years. When applied against the anticipated population and employee growth over the
Watson & Associates Economists Ltd.
PAGE 5-3
10-year forecast period (i.e. 18,335 population and 3,013 employment), this allows for a
maximum D.C. eligible amount of $572,000 to be included in the charge calculation.
To provide service to new development over the 10-year forecast period, gross capital
costs of $645,000 have been identified for future facility, vehicle, and study costs, from
which $245,000 has been deducted for the benefit to existing development. Further,
$37,000 has been deducted to reflect the existing D.C. reserve fund surplus resulting in
$362,000 being included in the calculation of the charge.
These D.C. eligible costs are then attributed 86% to residential development and 14%
to non-residential development based on the relationship of population (i.e., 18,335
population) to employment (i.e., 3,013 employment) growth anticipated over the 10-year
forecast period. These growth-related projects and costs are detailed in Table 5-3.
5.2.4 Growth Related Studies
Section 7 of the D.C.A. states that a D.C. by-law may provide for any D.C. eligible
service or the capital costs with respect to those services. Further, a class may be
composed of any number or combination of services and may include parts or portions
of each D.C. eligible services. With respect to growth-related studies, Section 7 (3) of
the D.C.A. states that:
For greater certainty, a development charge by-law may provide for a class
consisting of studies in respect of any service listed in subsection 2 (4) whose capital
costs are described in paragraphs 5 and 6 of subsection 5 (3).
These provisions allow for services to be grouped together to create a class for the
purposes of the D.C. by-law and D.C. reserve funds. The D.C. calculations and draft
by-law provided herein include a class for growth-related studies. This class is
comprised of the following City-wide and area specific services:
- Fire Protection Services (City-Wide);
- Fire Protection Services (Rural);
- Police Services;
- Services Related to a Highway;
- Transit Services;
- Parks and Recreation Services;
- Library Services;
Watson & Associates Economists Ltd.
PAGE 5-4
- Municipal By-law Enforcement;
- Paramedic Services;
- Public Health Services;
- Wastewater Treatment Services;
- Wastewater Collection Services;
- Water Treatment Services; and
- Water Distribution Services.
The following provides a list of the studies that have been identified for the 2025 to 2035
forecast period:
- Asset Management Plan (3)
- D.C. Background Studies (4)
- Growth Management Strategy (1)
- Official Plan Review / Update (1)
- Rural Zoning By-Law Review/Update (1)
- Urban Zoning By-Law Review/Update (1)
- Commercial Lands Supply Study (1)
- Natural Heritage Systems Study (1)
- Agricultural Land Evaluation and Area Review Study (1)
- Flood Hazard Identification and Mapping (1)
- Urban Design Guidelines Study (1)
- Community Improvement Plan (1)
For planning related studies, a deduction of 10% of the growth-related costs has been
applied to recognize the extent to which the studies relate to non-D.C. eligible services.
Planning related studies and future D.C. background studies have been allocated to the
services in the following manner:
- Fire Protection Services (City-Wide) - 2.9%
- Fire Protection Services (Rural) - 0.1%
- Police Services - 0.8%
- Services Related to a Highway - 19.1%
- Transit Services - 0.3%
- Parks and Recreation Services - 2.1%
- Library Services - 0.3%
Watson & Associates Economists Ltd.
PAGE 5-5
- Municipal By-law Enforcement - 0.02%
- Paramedic Services - 0.9%
- Public Health Services - 0.3%
- Wastewater Treatment Services - 20.0%
- Wastewater Collection Services - 10.7%
- Water Treatment Services - 37.4%
- Water Distribution Services - 5.1%
The total cost of these studies is $6.5 million of which $1.0 million is a benefit to existing
development. A deduction of $130,000 has been made to recognize the portion of
planning studies related to D.C. ineligible services, and $38,000 has been deducted for
grants. Further, $3.1 million has been added to reflect the existing D.C. reserve fund
deficit, plus an estimated $415,000 for the present value of the incremental financing
costs on the deficit. This results in $5.3 million being included in the calculation of the
charge.
The allocation of the net growth-related costs between residential and non-residential
development is based on the residential and non-residential allocations for each service
area and is presented in Table 5-5 below.
Watson & Associates Economists Ltd.
PAGE 5-6
Table 5-1
Infrastructure Costs Covered in the D.C. Calculation - Parks and Recreation Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
95%
5%
Facilities and Parkland Improvement
-
-
-
-
-
-
-
1
Forbert Memorial Pool Upgrade and Expansion
2031
4,000,000
-
4,000,000
2,133,300
1,866,700
1,773,365
93,335
2
Jennings Creek Parkland Development - Sylvester Park
2025
2,542,000
-
2,542,000
254,200
2,287,800
2,173,410
114,390
Present Value of Incremental Financing Cost (Growth-Related Share)
305,411
-
305,411
-
305,411
290,140
15,271
3
Jennings Creek Parkland Development - Auden Park
2026
235,000
-
235,000
23,500
211,500
200,925
10,575
4
Lindsay Trail Development - Scugog River Trail Bridge
2029
4,428,000
-
4,428,000
2,214,000
2,214,000
2,103,300
110,700
5
Lindsay Trail Development - Scugog River Crossing to Rivera Park
2028
239,000
-
239,000
23,900
215,100
204,345
10,755
6
Lindsay Trail Development - Logie St. to Rainbow Bridge
2026
11,000
-
11,000
5,500
5,500
5,225
275
7
Lindsay Trail Development - Rotary Trail to Logie Park
2030
924,000
-
924,000
92,400
831,600
790,020
41,580
8
Pioneer Park
2028-2029
7,474,000
-
7,474,000
747,400
6,726,600
6,390,270
336,330
Present Value of Incremental Financing Cost (Growth-Related Share)
897,971
-
897,971
89,800
808,171
767,762
40,409
9
Manorview Park
2030
589,000
-
589,000
58,900
530,100
503,595
26,505
10
Marlene James Park
2028
470,000
-
470,000
47,000
423,000
401,850
21,150
11
George Street Park
2029
947,000
-
947,000
94,700
852,300
809,685
42,615
12
Dormer Park
2031
693,000
-
693,000
69,300
623,700
592,515
31,185
13
Hamilton Park
2032
673,000
-
673,000
67,300
605,700
575,415
30,285
14
Ops Park
2026
7,060,000
-
7,060,000
3,530,000
3,530,000
3,353,500
176,500
Present Value of Incremental Financing Cost (Growth-Related Share)
471,239
-
471,239
-
471,239
447,677
23,562
15
Arbour Park
2026
360,000
-
360,000
180,000
180,000
171,000
9,000
16
Wilson Fields West Parking Lot
2026
576,000
-
576,000
57,600
518,400
492,480
25,920
17
Emily Manor Park
2028
169,000
-
169,000
84,500
84,500
80,275
4,225
18
Joan Park Amenities
2025
22,400
-
22,400
-
22,400
21,280
1,120
19
Emily Forest Tract Trails and Rest Areas
2026
324,000
324,000
236,200
87,800
83,410
4,390
20
Pontypool Forest Track Pump Park
2027
480,000
480,000
350,000
130,000
123,500
6,500
21
Dobson Street Trail Intersection Staging Area
2028
360,000
360,000
262,500
97,500
92,625
4,875
22
Victoria Rail Trail / Ski Hill Road Intersection
2029
198,000
198,000
144,400
53,600
50,920
2,680
23
Trail Connecting Wilderness Park to Cedartree Lane
2030
96,000
96,000
70,000
26,000
24,700
1,300
24
Trail Connecting Riverview Park and Forbert Pool
2030
192,000
192,000
140,000
52,000
49,400
2,600
25
Somerville Forest Tract - Maconachie Trail
2031
1,275,000
77,821
1,197,179
929,600
267,579
254,200
13,379
26
Pontypool Forest Tract Staging Area
2032
180,000
48,800
131,200
131,200
-
-
-
27
Pontypool Forest Tract Trail
2033
450,000
121,900
328,100
328,100
-
-
-
28
Victoria Rail Trail / Somerville 3rd Concession Intersection
2034
108,000
29,300
78,700
78,700
-
-
-
29
Trans-Canada Trail / Angeline Street South Intersection
2034
198,000
53,600
144,400
144,400
-
-
-
Benefit to
Existing
Development
Grants,
Subsidies and
Other
Contributions
Attributable
to New
Development
Total
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Post
Period
Benefit
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-7
Table 5-1 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Parks and Recreation Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
95%
5%
Fleet and Equipment
-
-
-
-
-
-
-
30
Grass Cutting Unit
2029
53,100
-
53,100
26,600
26,500
25,175
1,325
31
Trailer
2029
15,200
-
15,200
7,600
7,600
7,220
380
32
Parks Forestry Crane Truck
2026
622,000
-
622,000
528,700
93,300
88,635
4,665
33
Parks Forestry Bucket Truck
2026
360,000
-
360,000
306,000
54,000
51,300
2,700
-
-
-
-
-
-
-
Studies
-
-
-
-
-
-
-
34
Parks Master Plan
2025
200,000
-
200,000
50,000
150,000
142,500
7,500
35
Parks Master Plan
2035
200,000
-
200,000
50,000
150,000
142,500
7,500
36
Trails Master Plan
2031
200,000
-
200,000
50,000
150,000
142,500
7,500
37
Recreation Facility Master Plan
2026
250,000
-
250,000
62,500
187,500
178,125
9,375
38
Parks and Recreation Strategic Plan
2034
225,000
-
225,000
56,300
168,700
160,265
8,435
-
-
-
-
-
-
-
Reserve Fund Adjustment
5,904,998
-
5,904,998
-
5,904,998
5,609,748
295,250
Present Value of Incremental Reserve Fund Financing Costs
788,291
-
788,291
-
788,291
748,876
39,415
Total
45,766,609
331,421
45,435,188
13,726,100
-
31,709,088
30,123,634
1,585,454
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Post
Period
Benefit
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Benefit to
Existing
Development
Grants,
Subsidies and
Other
Contributions
Attributable
to New
Development
Total
Watson & Associates Economists Ltd.
PAGE 5-8
Table 5-2
Infrastructure Costs Covered in the D.C. Calculation - Library Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
95%
5%
Facilities
-
-
-
-
-
-
1
Lindsay Library Expansion
2026
3,900,000
3,900,000
1,950,000
1,950,000
1,852,500
97,500
Present Value of Incremental Financing Cost (Growth-
Related Share)
260,316
260,316
-
260,316
247,300
13,016
Library Materials
-
-
-
-
-
-
2
Collection Expansion
2025
146,230
146,230
-
146,230
138,918
7,311
2
Collection Expansion
2026
146,230
146,230
-
146,230
138,918
7,311
4
Collection Expansion
2027
146,230
146,230
-
146,230
138,918
7,311
5
Collection Expansion
2028
146,230
146,230
-
146,230
138,918
7,311
6
Collection Expansion
2029
146,230
146,230
-
146,230
138,918
7,311
7
Collection Expansion
2030
146,230
146,230
-
146,230
138,918
7,311
8
Collection Expansion
2031
146,230
146,230
-
146,230
138,918
7,311
9
Collection Expansion
2032
146,230
146,230
-
146,230
138,918
7,311
10
Collection Expansion
2033
146,230
146,230
-
146,230
138,918
7,311
11
Collection Expansion
2034
146,230
146,230
-
146,230
138,918
7,311
12
Collection Expansion
2035
146,230
146,230
-
146,230
138,918
7,311
Studies
-
-
-
-
-
-
13
Library Master Plan
2025
75,000
75,000
18,800
56,200
53,390
2,810
14
Library Master Plan
2030
75,000
75,000
18,800
56,200
53,390
2,810
15
Library Master Plan
2035
75,000
75,000
18,800
56,200
53,390
2,810
-
-
-
-
-
-
Reserve Fund Adjustment
44,999
44,999
-
44,999
44,999
-
Present Value of Incremental Reserve Fund Financing
Costs
6,007
6,007
-
6,007
5,707
300
Total
6,044,852
6,044,852
2,006,400
-
4,038,452
3,838,780
199,673
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross
Capital Cost
Estimate
(2025$)
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Benefit to
Existing
Development
Grants,
Subsidies
and Other
Contribution
s Attributable
to New
Development
Total
Watson & Associates Economists Ltd.
PAGE 5-9
Table 5-3
Infrastructure Costs Covered in the D.C. Calculation - By-law Enforcement Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
86%
14%
Facilities
-
-
-
-
-
-
1
Present Value of Future Lease Costs
2025-2029
275,191
275,191
220,200
54,991
47,292
7,699
Equipment
-
-
-
-
-
-
2
Equipped Officers (7)
2025-2035
66,500
66,500
-
66,500
57,190
9,310
3
Vans (3)
2025-2035
203,083
203,083
-
203,083
174,652
28,432
Studies
-
-
-
-
-
-
4
By-Law Enforcement and Licensing Master Plan
2026
100,000
100,000
25,000
75,000
64,500
10,500
-
-
-
-
-
-
Reserve Fund Adjustment
-
-
-
(37,295)
(32,074)
(5,221)
Total
644,774
644,774
245,200
-
362,278
311,559
50,719
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Benefit to
Existing
Development
Grants,
Subsidies
and Other
Contribution
s Attributable
to New
Development
Total
Gross
Capital Cost
Estimate
(2025$)
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Watson & Associates Economists Ltd.
PAGE 5-10
Table 5-4
Infrastructure Costs Covered in the D.C. Calculation - Growth-Related Studies
2025 to 2035
General Studies and Plans
-
-
-
-
1
Asset Management Plan
2025
150,000
2,350
147,650
126,500
21,150
2
Asset Management Plan
2029
150,000
2,350
147,650
126,500
21,150
3
Asset Management Plan
2033
150,000
2,350
147,650
126,500
21,150
4
Development Charge Background Study
2025
150,000
150,000
-
150,000
5
Development Charge Background Study
2027
150,000
150,000
-
150,000
6
Development Charge Background Study
2031
150,000
150,000
-
150,000
7
Development Charge Background Study
2035
150,000
150,000
-
150,000
8
Growth Management Strategy
2032
225,000
22,500
202,500
-
202,500
9
Official Plan Review / Update
2034
525,000
26,250
498,750
262,500
236,250
10
Rural Zoning By-Law Review / Update
2035
200,000
10,000
190,000
100,000
90,000
11
Urban Zoning By-Law Review / Update
2035
200,000
10,000
190,000
100,000
90,000
12
Commercial Lands Supply Study
2033
100,000
10,000
90,000
-
90,000
13
Natural Heritage Systems Study
2033
120,000
6,000
114,000
60,000
54,000
14
Agricultural Land Evaluation and Area Review Study
2033
120,000
6,000
114,000
60,000
54,000
15
Flood Hazard Identification and Mapping
2025
150,000
7,500
142,500
75,000
37,500
30,000
16
Urban Design Guidelines Study
2033
100,000
10,000
90,000
-
90,000
17
Community Improvement Plan
2028
150,000
15,000
135,000
-
135,000
-
-
-
-
Reserve Fund Adjustment
3,106,824
3,106,824
-
3,106,824
Present Value of Incremental Reserve Fund Financing
Costs
414,747
414,747
-
414,747
Total
6,461,571
130,300
6,331,271
1,037,000
37,500
5,256,771
Proj.
No.
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Other
Deductions
(to recognize
benefit to
non-D.C.
services)
Gross
Capital Cost
Estimate
(2025$)
Potential
D.C.
Recoverable
Cost
Net Capital
Cost
Benefit to
Existing
Development
Grants,
Subsidies and
Other
Contributions
Attributable to
New
Development
Less:
Watson & Associates Economists Ltd.
PAGE 5-11
Table 5-5
Infrastructure Costs Covered in the D.C. Calculation - Growth-Related Studies - Residential/Non-Residential Shares
Service
Total
Residential
Share
Non-
Residential
Share
Fire Protection Services (City-Wide)
153,939
130,848
23,091
Fire Protection Services (Rural)
4,090
3,599
491
Police Services
41,321
35,949
5,372
Services Related to a Highway
1,001,768
841,485
160,283
Transit Services
14,345
12,481
1,865
Parks and Recreation Services
110,803
105,263
5,540
Library Services
14,112
13,406
706
Municipal By-law Enforcement
1,266
1,089
177
Paramedic Services
47,313
39,743
7,570
Public Health Services
17,092
16,237
855
Wastewater Treatment Services
1,052,814
863,307
189,506
Wastewater Collection Services
564,777
457,469
107,308
Water Treatment Services
1,967,034
1,612,968
354,066
Water Distribution Services
266,098
218,201
47,898
Total
5,256,771
4,352,044
904,727
Residential/Non-Residential Share
83%
17%
Watson & Associates Economists Ltd.
PAGE 5-12
5.3 Service Levels and City-Wide 15-Year Capital Costs for
D.C. Calculation
This section evaluates the development-related capital requirements for City-wide
services over the 15-year planning period (mid-2025 to mid-2040). Each service is
evaluated on two format sheets: the average historical 15-year level of service
calculation (see Appendix B), which "caps" the D.C. amounts; and the infrastructure
cost calculation, which determines the potential D.C. recoverable cost.
5.3.1 Fire Protection Services (City-Wide)
Fire Protection Services are provided through 84,035 sq.ft. of facility space, 99 vehicles,
and 2,911 equipment items. This historical level of investment results in an average
level of service of $1,584 per capita and employee over the past 15 years. When
applied against the anticipated City-wide population and employment growth over the
15-year forecast period (i.e., 27,178 population, including 50% seasonal growth and
4,663 employment), this allows for a maximum D.C. eligible amount of $50.4 million to
be included in the charge calculation.
To provide service to new development over the 15-year forecast period, $59.9 million
in gross capital costs of growth-related projects have been identified, including facility,
vehicle, equipment, and study costs. $15.9 million has been deducted as a benefit to
existing development. Further, $692,000 has been added to reflect the existing D.C.
reserve fund deficit, plus an estimated $92,000 for the present value of the incremental
financing costs on the deficit. This results in $44.1 million being included in the
calculation of the charge.
These D.C. eligible costs are then attributed 85% to residential development and 15%
to non-residential development based on the relationship of population to employment
growth anticipated over the 15-year forecast period. These growth-related projects and
costs are detailed in Table 5-6.
Watson & Associates Economists Ltd.
PAGE 5-13
Table 5-6
Infrastructure Costs Covered in the D.C. Calculation - Fire Protection Services (City-Wide)
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2040
85%
15%
Facilities
-
-
-
-
-
-
1
Fire Headquarters and Lindsay Fire Hall
2029
32,300,000
32,300,000
3,027,600
29,272,400
24,881,540
4,390,860
Present Value of Incremental Financing Cost (Growth-Related
Share)
3,907,733
3,907,733
-
3,907,733
3,321,573
586,160
2
Regional Training Centre
2027
7,728,000
7,728,000
6,051,200
1,676,800
1,425,280
251,520
3
Training Equipment Storage Facility
2026
550,000
550,000
430,700
119,300
101,405
17,895
4
Fire Central Training Centre (Burn Tower)
2026
200,000
200,000
156,600
43,400
36,890
6,510
5
Fire Central Training Centre (Burn Tower)
2027
200,000
200,000
156,600
43,400
36,890
6,510
6
Fire Central Training Centre (Burn Tower)
2028
200,000
200,000
156,600
43,400
36,890
6,510
7
Fire Central Training Centre (Burn Tower)
2029
200,000
200,000
156,600
43,400
36,890
6,510
8
Fire Central Training Centre (Burn Tower)
2030
200,000
200,000
156,600
43,400
36,890
6,510
9
Bobcaygeon Fire Hall Addition
2030
4,365,911
4,365,911
-
4,365,911
3,711,025
654,887
10
Fenelon Falls Fire Hall Addition
2025
700,000
700,000
586,600
113,400
96,390
17,010
Fleet and Equipment
-
-
-
-
-
-
11
Extrication Equipment
2026
76,000
76,000
59,500
16,500
14,025
2,475
12
Extrication Equipment
2027
76,000
76,000
59,500
16,500
14,025
2,475
13
Extrication Equipment
2028
76,000
76,000
59,500
16,500
14,025
2,475
14
Extrication Equipment
2029
76,000
76,000
59,500
16,500
14,025
2,475
15
Extrication Equipment
2030
76,000
76,000
59,500
16,500
14,025
2,475
16
Extrication Equipment
2031
76,000
76,000
59,500
16,500
14,025
2,475
17
Extrication Equipment
2032
76,000
76,000
59,500
16,500
14,025
2,475
18
Extrication Equipment
2033
76,000
76,000
59,500
16,500
14,025
2,475
19
Extrication Equipment
2034
76,000
76,000
59,500
16,500
14,025
2,475
20
Extrication Equipment
2035
76,000
76,000
59,500
16,500
14,025
2,475
21
Extrication Equipment
2036
76,000
76,000
59,500
16,500
14,025
2,475
22
Extrication Equipment
2037
76,000
76,000
59,500
16,500
14,025
2,475
23
Extrication Equipment
2038
76,000
76,000
59,500
16,500
14,025
2,475
24
Extrication Equipment
2039
76,000
76,000
59,500
16,500
14,025
2,475
25
Extrication Equipment
2040
76,000
76,000
59,500
16,500
14,025
2,475
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross
Capital Cost
Estimate
(2025$)
Net Capital
Cost
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Watson & Associates Economists Ltd.
PAGE 5-14
Table 5-6 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Fire Protection Services
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2040
85%
15%
26
Pumper Truck
2027
1,411,000
1,411,000
912,300
498,700
423,895
74,805
27
Pumper Truck
2029
1,411,000
1,411,000
912,300
498,700
423,895
74,805
28
Pumper Truck
2029
1,411,000
1,411,000
912,300
498,700
423,895
74,805
29
Pumper Truck
2030
1,411,000
1,411,000
912,300
498,700
423,895
74,805
30
Pickup Truck
2026
80,000
80,000
-
80,000
68,000
12,000
31
Pickup Truck
2027
80,000
80,000
-
80,000
68,000
12,000
32
Pickup Truck
2028
80,000
80,000
-
80,000
68,000
12,000
33
Pickup Truck
2029
80,000
80,000
-
80,000
68,000
12,000
34
Pickup Truck
2030
80,000
80,000
-
80,000
68,000
12,000
35
SUVs (2)
2026
100,000
100,000
-
100,000
85,000
15,000
36
Boat and Trailer
2027
80,000
80,000
62,600
17,400
14,790
2,610
37
Boat and Trailer
2028
80,000
80,000
62,600
17,400
14,790
2,610
38
ATV and Trailer
2027
80,000
80,000
62,600
17,400
14,790
2,610
39
ATV and Trailer
2028
80,000
80,000
62,600
17,400
14,790
2,610
40
Equipment for Additional Fire Fighters (10)
2025
65,460
65,460
-
65,460
55,641
9,819
41
Equipment for Additional Fire Fighters (4)
2026
16,360
16,360
-
16,360
13,906
2,454
42
Equipment for Additional Fire Fighters (6)
2027
36,820
36,820
-
36,820
31,297
5,523
43
Equipment for Additional Fire Fighters (4)
2028
28,640
28,640
-
28,640
24,344
4,296
Studies
-
-
-
-
-
-
44
Fire Master Plan and Station Location Study
2026
350,000
350,000
87,500
262,500
223,125
39,375
45
Radio Mapping Study
2026
100,000
100,000
25,000
75,000
63,750
11,250
46
Community Risk Assessment
2026
200,000
200,000
50,000
150,000
127,500
22,500
47
Fire Master Plan
2036
200,000
200,000
50,000
150,000
127,500
22,500
-
-
-
-
-
-
Reserve Fund Adjustment
692,006
692,006
-
692,006
588,205
103,801
Present Value of Incremental Reserve Fund Financing Costs
92,380
92,380
-
92,380
78,523
13,857
Total
59,937,310
59,937,310
15,883,700
-
44,053,610
37,445,568
6,608,041
Net Capital
Cost
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross
Capital Cost
Estimate
(2025$)
Watson & Associates Economists Ltd.
PAGE 5-15
5.4 Service Levels and City-Wide 20-Year Capital Costs for
D.C. Calculation
This section evaluates the development-related capital requirements for City-wide
services over the 20-year planning period (mid-2025 to mid-2045). Each service is
evaluated on two format sheets: the average historical 15-year level of service
calculation (see Appendix B), which "caps" the D.C. amounts; and the infrastructure
cost calculation, which determines the potential D.C. recoverable cost.
5.4.1 Paramedic Services
Paramedic Services are provided through 28,345 sq.ft. of facility space, 29 vehicles,
and 218.3 equipment items. This historical level of investment results in an average
level of service of $284 per capita and employee over the past 15 years. When applied
against the anticipated population growth over the 20-year forecast period (i.e., 35,736
population including 50% seasonal growth and 6,593 employment), this allows for a
maximum D.C. eligible amount of $12.0 million to be included in the charge calculation.
To provide service to new development over the 20-year forecast period, $63.0 million
in gross capital costs of growth-related projects have been identified, including facility
(e.g., Paramedic Headquarters and Fleet Centre), vehicle, equipment, and study costs
to meet the demand for service identified in the City's Paramedics Master Plan. $43.4
million has been deducted as a benefit to existing development, including the benefit of
increase in calls for service from existing constituents and a further $6.1 million has
been deducted to account for growth outside the 20-year planning horizon. Further,
$88,000 has been added to reflect the existing D.C. reserve fund deficit, plus an
estimated $12,000 for the present value of the incremental financing costs on the deficit.
This results in $13.5 million being included in the calculation of the charge.
These D.C. eligible costs are then attributed 84% to residential development and 16%
to non-residential development based on the relationship of population to employment
growth anticipated over the 10-year forecast period. These growth-related projects and
costs are detailed in Table 5-7.
5.4.2 Public Health Services
Public Health Services are provided through 28,090 sq.ft. of facility space. This
historical level of investment results in an average level of service of $376 per capita
Watson & Associates Economists Ltd.
PAGE 5-16
and employee over the past 15 years. When applied against the anticipated population
growth over the 20-year forecast period, this allows for a maximum D.C. eligible amount
of $13.4 million to be included in the charge calculation.
To provide service for new development over the 20-year forecast period, $18.1 million
in gross capital costs for growth-related projects have been identified, that relates to the
Coboconk Wellness Centre. $12.8 million has been deducted as a benefit to existing
development and a further $425,000 has been deducted to account for grants. This
results in $4.9 million being included in the calculation of the charge.
These D.C. eligible costs are then attributed 95% to residential development as they are
the primary users for Public Health Services. These growth-related projects and costs
are detailed in Table 5-8.
Watson & Associates Economists Ltd.
PAGE 5-17
Table 5-7
Infrastructure Costs Covered in the D.C. Calculation - Paramedic Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2045
84%
16%
Facilities
-
-
-
-
-
-
-
1
Paramedic Headquarters and Fleet Centre (inlcuding land)
2025
50,279,984
3,665,032
46,614,952
35,314,600
11,300,352
9,492,296
1,808,056
Present Value of Incremental Financing Cost (Growth-Related
Share)
1,508,546
-
1,508,546
-
1,508,546
1,267,178
241,367
2
Coboconk Paramedic Base Addition
2030-2035
824,000
342,370
481,630
481,630
-
-
-
3
Fenelon Falls Paramedic Base
2030
5,561,000
647,000
4,914,000
4,914,000
-
-
-
Fleet and Equipment
-
-
-
-
-
-
-
4
Ambulance and Equipment
2025
570,000
-
570,000
333,200
236,800
198,912
37,888
5
Ambulance and Equipment
2027
570,000
-
570,000
333,200
236,800
198,912
37,888
6
Ambulance and Equipment
2029
570,000
236,800
333,200
333,200
-
-
-
7
Ambulance and Equipment
2031
570,000
236,800
333,200
333,200
-
-
-
8
Ambulance and Equipment
2033
570,000
236,800
333,200
333,200
-
-
-
9
Ambulance and Equipment
2035
570,000
236,800
333,200
333,200
-
-
-
10
Emergency Response Vehicle and Equipment
2026
230,000
-
230,000
134,400
95,600
80,304
15,296
11
Emergency Response Vehicle and Equipment
2028
230,000
95,600
134,400
134,400
-
-
-
12
Administrative Vehicle
2029
80,000
33,200
46,800
46,800
-
-
-
13
Administrative Vehicle
2033
80,000
33,200
46,800
46,800
-
-
-
14
Logistics Vehicle and Equipment
2027
150,000
150,000
87,700
62,300
52,332
9,968
15
Community Paramedic Response Vehicle
2028
80,000
33,200
46,800
46,800
-
-
-
16
Community Paramedic Response Vehicle
2030
80,000
33,200
46,800
46,800
-
-
-
Studies
-
-
-
-
-
-
-
17
Paramedic Master Plan
2028
200,000
150,000
50,000
50,000
-
-
-
18
Paramedic Master Plan
2038
200,000
150,000
50,000
50,000
-
-
-
-
-
-
-
-
-
-
Reserve Fund Adjustment
87,623
-
87,623
-
87,623
73,603
14,020
Present Value of Incremental Reserve Fund Financing Costs
11,697
-
11,697
-
11,697
9,826
1,872
Total
63,022,850
6,130,002
56,892,847
43,353,130
-
13,539,717
11,373,363
2,166,355
Benefit to
Existing
Development
Grants,
Subsidies
and Other
Contribution
s Attributable
to New
Development
Total
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Post Period
Benefit
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-18
Table 5-8
Infrastructure Costs Covered in the D.C. Calculation - Public Health Services
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2045
95%
5%
1
Coboconk Wellness Centre
2025
17,500,000
17,500,000
12,759,500
425,287
4,315,213
4,099,453
215,761
Present Value of Incremental Financing Cost (Growth-Related
Share)
576,061
576,061
-
576,061
547,258
28,803
-
-
-
-
-
-
Total
18,076,061
18,076,061
12,759,500
425,287
4,891,275
4,646,711
244,564
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross
Capital Cost
Estimate
(2025$)
Benefit to
Existing
Development
Grants,
Subsidies
and Other
Contribution
s Attributable
to New
Development
Total
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-19
5.5 Service Levels and City-Wide 26-Year Capital Costs for
D.C. Calculation
This section evaluates the development-related capital requirements for City-wide
services over the 26-year planning period (mid-2025 to mid-2051). Each service is
evaluated on two format sheets: the average historical 15-year level of service
calculation (see Appendix B), which "caps" the D.C. amounts; and the infrastructure
cost calculation, which determines the potential D.C. recoverable cost.
5.5.1 Services Related to a Highway
The City currently provides Services Related to a Highway utilizing an inventory of
5,697 km of roads and sidewalks, 364 bridges and culverts, 70 traffic signals, 5,068
streetlights, 149 storm drains, and 319 vehicles and equipment items. The vehicles,
equipment, salt, and sand utilized to maintain the City's roads network is housed in
84,064 sq.ft. of depots, 25,936 sq.ft. of equipment storage structures, 13,363 of salt
storage structures, and 35,025 cubic yards of sand storage structures. This historical
level of investment results in an average level of service of $24,441 per capita and
employee over the past 15 years. When applied against the anticipated population and
employment growth (i.e., 48,785 population including 100% seasonal and 9,073
employment) over the 26-year forecast period, and accounting for the 1.4% incline in
population in existing dwelling units, this allows for a maximum D.C. eligible amount of
$1.4 billion to be included in the charge calculation.
To provide service to new development over the 26-year forecast period, $601.8 million
in gross capital costs of growth-related projects have been identified, including facility,
vehicle, equipment, and study costs based on the City's 2025 Transportation Master
Plan, staff updates, and capital budget and forecast. $290.6 million has been deducted
as a benefit to existing development (including the benefit of the incline in existing
housing) and a further $15.5 million has been deducted to account for boundary roads
related to the rural arterial road resurfacing program. Further, $9.0 million has been
deducted to reflect the existing D.C. reserve fund. This results in $286.7 million being
included in the calculation of the charge.
The benefit to existing development deductions of $290.6 million includes the following:
- $30.5 million for the replacement of existing facility space
Watson & Associates Economists Ltd.
PAGE 5-20
- $238,000 for fleet
- $42.4 million for the road widenings and bridges
- $1.8 million for the intersection improvements and signalizations
- $207.1 million for the replacement share of rural arterial road resurfacing (growth
related costs are for a portion of new paved shoulders to address active
transportation needs for new development)
- $4.4 million for study costs
These D.C. eligible costs are then attributed 84% to residential development and 16%
to non-residential development based on the relationship of population to employment
growth anticipated over the 26-year forecast period. These growth-related projects and
costs are detailed in Table 5-9.
Watson & Associates Economists Ltd.
PAGE 5-21
Table 5-9
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
Land
-
-
-
-
-
-
1
Roads Operations Depots
2027-2031
1,133,600
1,133,600
583,600
550,000
462,000
88,000
Facilities
-
-
-
-
-
-
North
-
-
-
-
-
-
2
Coboconk Roads and Fleet Operations Depot Addition
2028
4,035,000
4,035,000
1,681,300
2,353,700
1,977,108
376,592
3
Carden Roads Operations Depot Addition
2029
3,814,000
3,814,000
2,582,100
1,231,900
1,034,796
197,104
Central
-
-
-
-
-
-
4
Central Roads Operations Depot EA Study
2025
365,000
365,000
124,200
240,800
202,272
38,528
5
Central Roads Operations Depot
2028
20,374,000
20,374,000
6,930,200
13,443,800
11,292,792
2,151,008
Present Value of Incremental Financing Cost (Growth-Related Share)
1,794,686
1,794,686
-
1,794,686
1,507,537
287,150
6
Fenelon Roads Operations Depot Addition
2030
807,000
807,000
-
807,000
677,880
129,120
South
-
-
-
-
-
-
7
Manvers Roads Operations Depot Addition
2031
1,556,000
1,556,000
1,074,500
481,500
404,460
77,040
8
South Roads Operations Depot
2034
25,424,000
25,424,000
17,556,900
7,867,100
6,608,364
1,258,736
Fleet & Equipment
-
-
-
-
-
-
9
Backhoe
2025-2035
290,000
290,000
-
290,000
243,600
46,400
10
Loader
2025-2035
400,000
400,000
-
400,000
336,000
64,000
11
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
12
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
13
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
14
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
15
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
16
Trackless Tractor
2025-2035
235,000
235,000
-
235,000
197,400
37,600
17
Truck - Single Axle
2025-2035
380,000
380,000
-
380,000
319,200
60,800
18
Truck - Single Axle
2025-2035
380,000
380,000
-
380,000
319,200
60,800
19
Truck - Single Axle
2025-2035
380,000
380,000
-
380,000
319,200
60,800
20
Sidewalk Machine Support Truck
2026
380,000
380,000
237,500
142,500
119,700
22,800
21
Provision for additional Fleet
2036-2051
5,792,000
5,792,000
-
5,792,000
4,865,280
926,720
Roads
-
-
-
-
-
-
22
Lindsay St. - Highway 7 to Russell St.
2040
11,375,000
11,375,000
2,275,000
9,100,000
7,644,000
1,456,000
23
Colborne St. - Highway 35 to Charles St.
2025
6,200,000
6,200,000
1,240,000
4,960,000
4,166,400
793,600
24
Colborne St. - Charles St. to Adelaide St.
2027
5,000,000
5,000,000
1,000,000
4,000,000
3,360,000
640,000
25
Colborne St. - Highway 35 to Highway 7
2031
3,150,000
3,150,000
630,000
2,520,000
2,116,800
403,200
26
Angeline St. - Kent St. to Highway 7
2040
11,250,000
11,250,000
2,250,000
9,000,000
7,560,000
1,440,000
27
Angeline St. - Colborne St. to Kent St. - Land
2026
2,690,000
2,690,000
538,000
2,152,000
1,807,680
344,320
28
Angeline St. - Colborne St. to Kent St. - Reconstruction
2028
5,000,000
5,000,000
1,000,000
4,000,000
3,360,000
640,000
29
Angeline St. and Thunder Bridge Rd. - Colborne St. to Highway 35
2040
12,000,000
12,000,000
2,400,000
9,600,000
8,064,000
1,536,000
30
Wellington St. and Queen St. - Victoria Ave. to Verulam Rd.
2045
11,200,000
11,200,000
2,240,000
8,960,000
7,526,400
1,433,600
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-22
Table 5-9 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
31
East St. - King St. to Duke St.
2040
5,100,000
5,100,000
1,020,000
4,080,000
3,427,200
652,800
32
North St. - Joseph St. to 500m West of West St.
2038
4,500,000
4,500,000
900,000
3,600,000
3,024,000
576,000
33
Colborne St. - Charles St. to Verulam Rd.
2051
22,300,000
22,300,000
4,460,000
17,840,000
14,985,600
2,854,400
34
Verulam Rd. - Parkside Dr. to Needham St.
2050
14,200,000
14,200,000
2,840,000
11,360,000
9,542,400
1,817,600
35
Kent St. - Victoria Ave. to Angeline St. - EA and Design
2025
500,000
500,000
100,000
400,000
336,000
64,000
36
Kent St. - Victoria Ave. to Angeline St. - Reconstruction
2029
11,375,000
11,375,000
2,275,000
9,100,000
7,644,000
1,456,000
37
Fieldside Rd. - 2Km South of Pigeon Lake Rd. to 2Km North of Pigeon Lake
Rd.
2050
14,600,000
14,600,000
2,920,000
11,680,000
9,811,200
1,868,800
38
Pigeon Lake Rd. - Fieldside Rd. to Verulam Rd.
2048
5,500,000
5,500,000
1,100,000
4,400,000
3,696,000
704,000
39
Weldon Rd. - Verulam Rd. to Pigeon Lake Rd.
2048
3,700,000
3,700,000
740,000
2,960,000
2,486,400
473,600
40
Somerville 3rd Concession - Highway 35 to CKL Rd. 121 - EA and Design
2025
300,000
300,000
60,000
240,000
201,600
38,400
41
Somerville 3rd Concession - Highway 35 to CKL Rd. 121 - Reconstruction
2031
17,500,000
17,500,000
3,500,000
14,000,000
11,760,000
2,240,000
Bridges and Large Culverts
-
-
-
-
-
-
42
East Jennings Creek Culverts
2027
775,000
775,000
387,500
387,500
325,500
62,000
43
Fenelon River Bridge
2025
35,000,000
35,000,000
-
35,000,000
29,400,000
5,600,000
Present Value of Incremental Financing Cost (Growth-Related Share)
4,672,341
4,672,341
-
4,672,341
3,924,767
747,575
44
Colborne St. Bridge
2026
15,700,000
15,700,000
6,280,000
9,420,000
7,912,800
1,507,200
45
McKay Ave. / Storm Drain Twin Culverts
2027
2,000,000
2,000,000
-
2,000,000
1,680,000
320,000
46
McKay Ave. / Ops #1 Drain Culvert
2027
3,800,000
3,800,000
-
3,800,000
3,192,000
608,000
47
Somerville 3rd Concession Bridge - EA and Design
2025
1,400,000
1,400,000
140,000
1,260,000
1,058,400
201,600
48
Somerville 3rd Concession Bridge - Construction
2031
21,000,000
21,000,000
2,100,000
18,900,000
15,876,000
3,024,000
Present Value of Incremental Financing Cost (Growth-Related Share)
2,523,064
2,523,064
-
2,523,064
2,119,374
403,690
Intersections
-
-
-
-
-
-
49
Angeline St./Colborne St. Intersection - Land
2025
1,340,000
1,340,000
67,000
1,273,000
1,069,320
203,680
50
Angeline St./Colborne St. Intersection - Upgrade
2027
1,971,000
1,971,000
98,600
1,872,400
1,572,816
299,584
51
Colborne St./Lindsay St. Intersection
2026
2,660,000
2,660,000
133,000
2,527,000
2,122,680
404,320
52
Colborne St./William St. Intersection
2026
2,660,000
2,660,000
133,000
2,527,000
2,122,680
404,320
53
Kent St./Angeline St. Intersection - Land
2026
2,040,000
2,040,000
102,000
1,938,000
1,627,920
310,080
54
Kent St./Angeline St. Intersection - Upgrade
2028
2,575,000
2,575,000
128,800
2,446,200
2,054,808
391,392
55
King St./Sturgeon Rd. Intersection
2044
350,000
350,000
17,500
332,500
279,300
53,200
56
Colborne St./Adelaide St. Intersection
2027
700,000
700,000
35,000
665,000
558,600
106,400
57
Helen St./Duke St. Intersection
2025
300,000
300,000
15,000
285,000
239,400
45,600
58
Little Britian Rd./Elm Tree Rd. Intersection
2041
850,000
850,000
42,500
807,500
678,300
129,200
59
East St./Main St. Intersection
2051
700,000
700,000
35,000
665,000
558,600
106,400
60
West St./North St. Intersection
2039
1,250,000
1,250,000
62,500
1,187,500
997,500
190,000
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-23
Table 5-9 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
Traffic Signals
-
-
-
-
-
-
61
Angeline St./Orchard Park Rd./Connolly Rd. Traffic Signal
2028
500,000
500,000
50,000
450,000
378,000
72,000
62
Colborne St./St. Joseph Rd. Traffic Signal
2025
500,000
500,000
50,000
450,000
378,000
72,000
63
Kent St./Whitney Town Centre Traffic Signal
2026
500,000
500,000
50,000
450,000
378,000
72,000
64
Queen St./St. David St. Traffic Signal
2032
500,000
500,000
50,000
450,000
378,000
72,000
65
East St./Boyd St./Canal St. Traffic Signal
2025
500,000
500,000
50,000
450,000
378,000
72,000
66
East St./Cedartree Lane/Duke St. Traffic Signal
2025
500,000
500,000
50,000
450,000
378,000
72,000
67
Main St./Duke St. Traffic Signal
2050
500,000
500,000
50,000
450,000
378,000
72,000
68
Bond St./Colborne St. Traffic Signal
2036
500,000
500,000
50,000
450,000
378,000
72,000
69
Lindsay St. / Green St. Pedestrian Signals
2027
170,000
170,000
17,000
153,000
128,520
24,480
70
King St. / Deane St. / Ski Hill Rd. Traffic Signal
2043
500,000
500,000
50,000
450,000
378,000
72,000
71
Angleine St./St. Joseph Rd./Northlin Park Rd. Traffic Signal
2028
500,000
500,000
50,000
450,000
378,000
72,000
72
Colborne St./McKay Ave. Traffic Signal
2025
500,000
500,000
50,000
450,000
378,000
72,000
73
Colborne St./Verulam Rd. Traffic Signal
2030
500,000
500,000
50,000
450,000
378,000
72,000
74
Verulam Rd./Weldon Rd./Riverview Rd. Traffic Signal
2030
500,000
500,000
50,000
450,000
378,000
72,000
75
Albert St./Fair Ave./Wellington St. Traffic Signal
2051
500,000
500,000
50,000
450,000
378,000
72,000
76
CKL Rd. 121/Northline Rd./CKL Rd. 8 Traffic Signal
2049
500,000
500,000
50,000
450,000
378,000
72,000
77
Angeline St./Exhibition Dr. Traffic Signal
2028
500,000
500,000
50,000
450,000
378,000
72,000
78
Traffic Signal Timing Optimization - 31 Signals
2028
93,000
93,000
46,500
46,500
39,060
7,440
79
Traffic Signal Timing Optimization - 35 Signals
2035
105,000
105,000
52,500
52,500
44,100
8,400
80
Traffic Signal Timing Optimization - 42 Signals
2045
126,000
126,000
63,000
63,000
52,920
10,080
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-24
Table 5-9 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
Rural Arterial Road Resurfacing
-
-
-
-
-
-
81
CKL Rd. 14 - CKL Rd. 7 to CKL Rd. 10 (Emily Park Rd.)
2025
1,404,000
1,404,000
1,274,500
129,500
108,780
20,720
82
CKL Rd. 38 - Highway 7 to Highway 7A
2025
5,304,000
2,652,000
2,652,000
2,407,400
244,600
205,464
39,136
83
CKL Rd. 503 - Bobcaygeon Rd. to CKL Rd. 121
2025
62,000
62,000
56,300
5,700
4,788
912
84
CKL Rd. 121 - Ranchers Rd. to West St.
2026
2,430,000
2,430,000
2,205,900
224,100
188,244
35,856
85
CKL Rd. 121 - Boundary Road to North Limit of Kinmount
2026
293,000
293,000
266,000
27,000
22,680
4,320
86
CKL Rd. 121 - Kinmount Bridge to CKL Rd. 49
2026
4,365,000
2,182,500
2,182,500
1,981,200
201,300
169,092
32,208
87
CKL Rd. 57 - Highway 35 to Cartwright-Manvers Boundary Rd.
2027
2,835,000
2,835,000
2,573,500
261,500
219,660
41,840
88
CKL Rd. 57 - Cartwright-Manvers Boundary Rd. to 1.2Km South of View Lak
2027
675,000
337,500
337,500
306,400
31,100
26,124
4,976
89
CKL Rd. 5 - CKL Rd. 57 to Pigeon Creek Rd.
2027
675,000
675,000
612,700
62,300
52,332
9,968
90
CKL Rd. 35 - CKL Rd. 8 to CKL Rd. 48
2027
5,175,000
5,175,000
4,697,700
477,300
400,932
76,368
91
CKL Rd. 32 - Highway 7A to Highway 115
2027
3,420,000
3,420,000
3,104,600
315,400
264,936
50,464
92
CKL Rd. 18 - CKL Rd. 4 to Valentia Rd.
2027
4,410,000
4,410,000
4,003,300
406,700
341,628
65,072
93
CKL Rd. 2 - CKL Rd. 9 to CKL Rd. 8
2028
2,745,000
1,372,500
1,372,500
1,245,900
126,600
106,344
20,256
94
CKL Rd. 2 - Highway 7 to Durham Regional Rd. 6
2028
5,265,000
2,632,500
2,632,500
2,389,700
242,800
203,952
38,848
95
CKL Rd. 28 - CKL Rd. 2 to Valentia Rd.
2028
5,490,000
5,490,000
4,983,700
506,300
425,292
81,008
96
CKL Rd. 8 - Highway 35 to North St.
2029
1,575,000
1,575,000
1,429,700
145,300
122,052
23,248
97
CKL Rd. 48 - CKL 35 to Simcoe St.
2029
6,795,000
6,795,000
6,168,300
626,700
526,428
100,272
98
CKL Rd. 17 - Colony Rd. to CKL Rd. 36
2029
3,195,000
3,195,000
2,900,300
294,700
247,548
47,152
99
CKL Rd. 6 - CKL Rd. 9 to CKL Rd. 8
2030
2,880,000
2,880,000
2,614,400
265,600
223,104
42,496
100
CKL Rd. 10 (Emily Park Rd.) - CKL Rd. 14 to Hayes Line
2030
3,735,000
3,735,000
3,390,500
344,500
289,380
55,120
101
CKL Rd. 26 - CKL Rd. 14 to Highway 7
2030
2,835,000
2,835,000
2,573,500
261,500
219,660
41,840
102
CKL Rd. 121 - CKL Rd. 49 to Clifton St.
2030
10,530,000
10,530,000
9,558,800
971,200
815,808
155,392
103
CKL Rd. 14 - CKL Rd. 10 to Boundary Rd.
2030
3,465,000
3,465,000
3,145,400
319,600
268,464
51,136
104
Durham Regional Rd. 2 - CKL Rd. 9 to Highway 7
2031-2051
4,275,000
2,137,500
2,137,500
1,940,400
197,100
165,564
31,536
105
CKL Rd. 4 - CKL Rd. 2 to Highway 7
2031-2051
9,900,000
9,900,000
8,986,900
913,100
767,004
146,096
106
CKL Rd. 5 - Pigeon Creek Rd. to Highway 7A
2031-2051
2,610,000
2,610,000
2,369,300
240,700
202,188
38,512
107
CKL Rd. 6 - CKL Rd. 8 to Simcoe County Rd. 46
2031-2051
13,815,000
13,815,000
12,540,900
1,274,100
1,070,244
203,856
108
CKL Rd. 6 - Simcoe County Rd. 46 to CKL Rd. 45
2031-2051
2,610,000
1,305,000
1,305,000
1,184,600
120,400
101,136
19,264
109
CKL Rd. 7 - 450m North of Highway 7 to Kings Wharf Rd.
2031-2051
6,210,000
6,210,000
5,637,300
572,700
481,068
91,632
110
CKL Rd. 8 - CKL Rd. 2 to Highway 35
2031-2051
10,800,000
10,800,000
9,803,900
996,100
836,724
159,376
111
CKL Rd. 8 - CKL Rd. 121 to West St.
2031-2051
6,570,000
6,570,000
5,964,100
605,900
508,956
96,944
112
CKL Rd. 9 - CKL Rd. 2 to Maple Hills Dr.
2031-2051
900,000
900,000
817,000
83,000
69,720
13,280
113
CKL Rd. 9 - Kirkfield Rd. to Highway 35
2031-2051
5,580,000
5,580,000
5,065,400
514,600
432,264
82,336
114
CKL Rd. 11 - CKL Rd. 36 to Leslie Frost Lane
2031-2051
1,215,000
1,215,000
1,102,900
112,100
94,164
17,936
115
CKL Rd. 16 - CKL Rd. 28 to Cottage Rd.
2031-2051
1,260,000
1,260,000
1,143,800
116,200
97,608
18,592
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-25
Table 5-9 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
116
CKL Rd. 17 - Verulam Rd. to McGinnis Rd.
2031-2051
3,105,000
3,105,000
2,818,600
286,400
240,576
45,824
117
CKL Rd. 18 - CKL Rd. 4 to CKL Rd. 9
2031-2051
4,995,000
4,995,000
4,534,300
460,700
386,988
73,712
118
CKL Rd. 25 - CKL Rd. 8 to Irene Ave.
2031-2051
3,690,000
3,690,000
3,349,700
340,300
285,852
54,448
119
CKL Rd. 28 - Ramsey Rd. to CKL Rd. 18
2031-2051
630,000
630,000
571,900
58,100
48,804
9,296
120
CKL Rd. 31 - Highway 35 to Highway 7
2031-2051
5,130,000
5,130,000
4,656,900
473,100
397,404
75,696
121
CKL Rd. 33 - CKL Rd. 48 to CKL Rd. 6
2031-2051
3,015,000
3,015,000
2,736,900
278,100
233,604
44,496
122
CKL Rd. 34 - West Lake Ct. to CKL Rd. 8
2031-2051
3,330,000
3,330,000
3,022,900
307,100
257,964
49,136
123
CKL Rd. 34 - East Limit of Cameron to Jones Ave.
2031-2051
1,575,000
1,575,000
1,429,700
145,300
122,052
23,248
124
CKL Rd. 35 - CKL Rd. 48 to CKL Rd. 45
2031-2051
8,595,000
8,595,000
7,802,300
792,700
665,868
126,832
125
CKL Rd. 36 - Highway 7 to 600m North of Main St.
2031-2051
16,560,000
16,560,000
15,032,700
1,527,300
1,282,932
244,368
126
CKL Rd. 37 - CKL Rd. 49 to CKL Rd. 121
2031-2051
5,040,000
5,040,000
4,575,200
464,800
390,432
74,368
127
CKL Rd. 44 - CKL Rd. 121 to CKL Rd. 121
2031-2051
1,755,000
1,755,000
1,593,100
161,900
135,996
25,904
128
CKL Rd. 45 - CKL Rd. 2 to CKL Rd. 121
2031-2051
22,500,000
22,500,000
20,424,900
2,075,100
1,743,084
332,016
129
CKL Rd. 46 - Highway 7 to CKL Rd. 48
2031-2051
11,430,000
11,430,000
10,375,800
1,054,200
885,528
168,672
130
CKL Rd. 47 - Simcoe County Rd. 47 to Campbell Beach Rd.
2031-2051
2,295,000
1,147,500
1,147,500
1,041,700
105,800
88,872
16,928
131
CKL Rd. 47 - Campbell Beach Rd. to CKL Rd. 6
2031-2051
1,305,000
1,305,000
1,184,600
120,400
101,136
19,264
132
Durham Regional Rd. 20 - Darlington-Manvers Townline to Highway 115
2031-2051
3,375,000
1,687,500
1,687,500
1,531,900
155,600
130,704
24,896
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-26
Table 5-9 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Services Related to a Highway
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2051
84%
16%
Studies
-
-
-
-
-
-
133
Bridge and Culvert Structures Study
2026
240,000
240,000
166,200
73,800
61,992
11,808
134
Bridge and Culvert Structures Study
2028
240,000
240,000
166,200
73,800
61,992
11,808
135
Bridge and Culvert Structures Study
2030
240,000
240,000
166,200
73,800
61,992
11,808
136
Bridge and Culvert Structures Study
2032
240,000
240,000
166,200
73,800
61,992
11,808
137
Bridge and Culvert Structures Study
2034
240,000
240,000
166,200
73,800
61,992
11,808
138
Bridge and Culvert Structures Study
2036
240,000
240,000
166,200
73,800
61,992
11,808
139
Bridge and Culvert Structures Study
2038
240,000
240,000
166,200
73,800
61,992
11,808
140
Bridge and Culvert Structures Study
2040
240,000
240,000
166,200
73,800
61,992
11,808
141
Bridge and Culvert Structures Study
2042
240,000
240,000
166,200
73,800
61,992
11,808
142
Bridge and Culvert Structures Study
2044
240,000
240,000
166,200
73,800
61,992
11,808
143
Bridge and Culvert Structures Study
2046
240,000
240,000
166,200
73,800
61,992
11,808
144
Bridge and Culvert Structures Study
2048
240,000
240,000
166,200
73,800
61,992
11,808
145
Bridge and Culvert Structures Study
2050
240,000
240,000
166,200
73,800
61,992
11,808
146
Roads Needs Study
2026
270,000
270,000
187,000
83,000
69,720
13,280
147
Roads Needs Study
2031
270,000
270,000
187,000
83,000
69,720
13,280
148
Roads Needs Study
2036
270,000
270,000
187,000
83,000
69,720
13,280
149
Roads Needs Study
2041
270,000
270,000
187,000
83,000
69,720
13,280
150
Roads Needs Study
2046
270,000
270,000
187,000
83,000
69,720
13,280
151
Roads Needs Study
2051
270,000
270,000
187,000
83,000
69,720
13,280
152
Stormwater Master Plan
2025
1,000,000
1,000,000
250,000
750,000
630,000
120,000
153
Stormwater Master Plan
2035
1,000,000
1,000,000
250,000
750,000
630,000
120,000
154
Stormwater Master Plan
2045
1,000,000
1,000,000
250,000
750,000
630,000
120,000
155
Roads Operations Master Plan
2026
225,000
225,000
56,300
168,700
141,708
26,992
156
Roads Operations Master Plan
2036
225,000
225,000
56,300
168,700
141,708
26,992
157
Roads Operations Master Plan
2046
225,000
225,000
56,300
168,700
141,708
26,992
158
Transportation and Active Transportation Master Plan
2033
400,000
400,000
100,000
300,000
252,000
48,000
159
Transportation and Active Transportation Master Plan
2043
400,000
400,000
100,000
300,000
252,000
48,000
-
-
-
-
-
-
Adjustment Related to Existing Population Incline
-
-
4,052,460
(4,052,460)
(4,052,460)
-
-
-
-
-
-
-
Reserve Fund Adjustments
-
-
-
(9,024,457)
(7,580,544)
(1,443,913)
Total
601,758,692
15,454,500
586,304,192
290,597,960
-
286,681,774
240,164,297
46,517,478
Increased Service Needs Attributable to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-27
5.6 Service Levels and 10-Year Capital Costs for Area-
Specific D.C. Calculation
This section evaluates the development-related capital requirements for area specific
services over the 10-year planning period (mid 2025 to mid-2035) inside Lindsay and
Ops for police services and inside Lindsay for transit services. The service is evaluated
on two format sheets: the average historical 15-year level of service calculation (see
Appendix B), which "caps" the D.C. amounts; and the infrastructure cost calculation,
which determines the potential D.C. recoverable cost.
5.6.1 Police Services
Police Services are provided through 19,580 sq.ft. of facility space, 26 vehicles, and 59
equipment items. This historical level of investment results in an average level of
service of $1,000 per capita and employee over the past 15 years. When applied
against the anticipated population and employment growth over the 10-year forecast
period, this allows for a maximum D.C. eligible amount of $14.1 million to be included in
the charge calculation.
To provide service to new development over the 10-year forecast period, $13.4 million
in gross capital costs of growth-related projects have been identified, including the
required Police Headquarters Expansion, vehicle, equipment, and study costs.
$614,000 has been deducted as a benefit to existing development, primarily related to
the new radio system. Further, $913,000 has been deducted to reflect the existing D.C.
reserve fund surplus. This results in $11.8 million being included in the calculation of
the charge.
These D.C. eligible costs are then attributed 87% to residential development and 13%
to non-residential development based on the relationship of population to employment
growth anticipated over the 10-year forecast period. These growth-related projects and
costs are detailed in Table 5-10.
5.6.2 Transit Services
Ontario Regulation 82/98 sets forth the requirements for transit services and the
available capacity of capital costs to provide for the increase in need. Subsection 8(2)
of the regulation states that for transit services the background study shall set out:
Watson & Associates Economists Ltd.
PAGE 5-28
1. "The calculations that were used to prepare the estimate for the planned level of
service for the transit services, as mentioned in subsection 5.2 (3) of the Act.
2. An identification of the portion of the total estimated capital cost relating to the
transit services that would benefit,
i.
the anticipated development over the 10-year period immediately following
the preparation of the background study, or
ii.
the anticipated development after the 10-year period immediately following
the preparation of the background study.
3. An identification of the anticipated excess capacity that would exist at the end of
the 10-year period immediately following the preparation of the background
study.
4. An assessment of ridership forecasts for all modes of transit services proposed
to be funded by the D.C. over the 10-year period immediately following the
preparation of the background study, categorized by development types, and
whether the forecasted ridership will be from existing or planned development.
5. An assessment of the ridership capacity for all modes of transit services
proposed to be funded by the D.C. over the 10-year period immediately following
the preparation of the background study."
Transit ridership is anticipated to increase based on the City's objective of providing 0.9
revenue hours per capita and 10 passengers per revenue hour. This increase in
demand would result in the City's ridership to increase from their prior peak ridership of
125,000 to 339,200 by 2035.
Based on the forecast ridership and the fact that transit improvements will be used by
both new and existing residents, approximately 33% of the incremental ridership is
attributed to new development.
Anticipated needs of the system include a transit operations centre, transit stops,
busses, and future study costs. The gross capital cost for these projects is $7.4 million
from which $3.3 million has been deducted as a benefit to existing development.
Further, $848,000 has been added to reflect the existing D.C. reserve fund deficit, plus
an estimated $113,000 for the present value of the incremental financing costs on the
deficit. This results in a total of $4.1 million of growth-related needs being included in
the D.C. calculation.
Watson & Associates Economists Ltd.
PAGE 5-29
The net growth-related costs for transit services have been allocated between future
residential and non-residential development on the basis of incremental population to
employment growth over the 10-year forecast period (i.e., 87% residential to 13% non-
residential).
These growth-related projects and costs are detailed in Table 5-11.
Watson & Associates Economists Ltd.
PAGE 5-30
Table 5-10
Infrastructure Costs Covered in the D.C. Calculation - Police Services
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
87%
13%
Facilities
-
-
-
-
-
-
1
Police Headquarters Expansion
2029
10,300,000
10,300,000
-
10,300,000
8,961,000
1,339,000
Present Value of Incremental Financing
Cost (Growth-Related Share)
1,375,003
1,375,003
-
1,375,003
1,196,253
178,750
Fleet and Equipment
-
-
-
-
-
-
2
Special Constable Equipment (4)
2025
22,000
22,000
-
22,000
19,140
2,860
3
Police Officer Equipment (15)
2025-2035
187,950
187,950
-
187,950
163,517
24,434
4
Marked Uniform Vehicles (4)
2025
378,000
378,000
-
378,000
328,860
49,140
5
Radio System
2028
800,000
800,000
561,400
238,600
207,582
31,018
6
Drone Equipment
2025
3,320
3,320
2,300
1,020
887
133
Studies
-
-
-
-
-
7
Strategic Plan
2026
200,000
200,000
50,000
150,000
130,500
19,500
8
Facility Expansion Feasibility Study
2026
85,000
85,000
-
85,000
73,950
11,050
-
-
-
-
-
-
Reserve Fund Adjustment
-
-
-
(912,634)
(793,991)
(118,642)
Total
13,351,273
13,351,273
613,700
-
11,824,940
10,287,698
1,537,242
Net Capital
Cost
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Watson & Associates Economists Ltd.
PAGE 5-31
Table 5-11
Infrastructure Costs Covered in the D.C. Calculation - Transit Services
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2035
87%
13%
Facilities
-
-
-
-
-
-
1
Transit Operations Centre
2027
4,500,000
4,500,000
2,721,200
1,778,800
1,547,556
231,244
Present Value of Incremental Financing Cost (Growth-
Related Share)
237,462
237,462
-
237,462
206,592
30,870
2
Transit Stop
2029
130,000
130,000
42,900
87,100
75,777
11,323
3
Transit Stop
2034
130,000
130,000
42,900
87,100
75,777
11,323
Fleet and Equipment
-
-
-
-
-
-
4
Bus
2029
600,000
600,000
198,000
402,000
349,740
52,260
5
Bus
2034
600,000
600,000
198,000
402,000
349,740
52,260
Studies
-
-
-
-
-
-
6
Transit Master Plan
2029
200,000
200,000
50,000
150,000
130,500
19,500
-
-
-
-
-
-
Reserve Fund Adjustment
847,697
847,697
-
847,697
737,497
110,201
Present Value of Incremental Reserve Fund Financing Costs
113,164
113,164
113,164
98,452
14,711
Total
7,358,323
7,358,323
3,253,000
-
4,105,323
3,571,631
533,692
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross
Capital Cost
Estimate
(2025$)
Benefit to
Existing
Development
Grants,
Subsidies and
Other
Contributions
Attributable to
Total
Net Capital
Cost
Watson & Associates Economists Ltd.
PAGE 5-32
5.7 Service Levels and 15-Year Capital Costs for Area-
Specific D.C. Calculation
This section evaluates the development-related capital requirements for Transportation
Services over the 15-year planning period (mid 2025 to mid-2040) outside of the Seaton
Lands. The service is evaluated on two format sheets: the average historical 15-year
level of service calculation (see Appendix B), which "caps" the D.C. amounts; and the
infrastructure cost calculation, which determines the potential D.C. recoverable cost.
5.7.1 Fire Protection Services (Rural)
Section 5.3.1. describes the City's average City-wide level of service over the past 15
years which results in an average level of service of $1,584 per capita and employee
which equates to a maximum D.C. eligible amount of $50.4 million to be included in the
charge calculation. The per capita and employee amount utilized by City-wide fire
protection services is $1,259 resulting in a maximum of $324 that can be utilized by
rural fire protection services.
To provide service to new development, within rural areas, over the 15-year forecast
period, $10.0 million in gross capital costs of growth-related projects have been
identified, including facility and vehicle costs. $5.0 million has been deducted as a
benefit to existing development and further $3.8 million has been deducted as a benefit
to development outside the 15-year forecast period. This results in $1.2 million being
included in the calculation of the charge.
These D.C. eligible costs are then attributed 88% to residential development and 12%
to non-residential development based on the relationship of population to employment
growth anticipated over the 15-year forecast period. These growth-related projects and
costs are detailed in Table 5-12.
Watson & Associates Economists Ltd.
PAGE 5-33
Table 5-12
Infrastructure Costs Covered in the D.C. Calculation - Fire Protection Services (Rural)
Less:
Potential D.C. Recoverable Cost
Proj.
No.
Residential
Share
Non-
Residential
Share
2025 to 2040
88%
12%
Facilities
-
-
-
-
-
-
-
1
Norland Fire Hall
2026-2027
4,921,000
2,613,100
2,307,900
2,307,900
-
-
-
Fleet and Equipment
-
-
-
-
-
-
-
2
Tanker Truck
2027
1,655,000
1,655,000
910,300
744,700
655,336
89,364
Present Value of Incremental Financing
Cost (Growth-Related Share)
99,414
-
99,414
-
99,414
87,484
11,930
3
Tanker Truck
2028
1,655,000
581,568
1,073,432
910,300
163,132
143,557
19,576
4
Tanker Truck
2030
1,655,000
581,568
1,073,432
910,300
163,132
143,557
19,576
-
-
-
-
-
-
-
Total
9,985,414
3,776,235
6,209,179
5,038,800
-
1,170,379
1,029,933
140,445
Net Capital
Cost
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Increased Service Needs Attributable
to Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Post Period
Benefit
Watson & Associates Economists Ltd.
PAGE 5-34
5.8 Area Specific Capital Costs of Buildout for D.C.
Calculation
This section evaluates the development-related capital requirements for area-specific
water and wastewater services over the urban serviced area buildout planning period
(2025-Buildout). Water and Wastewater Service needs and growth have been informed
by the City's Water and Wastewater Master Plan with updated costing and project
phasing where available as well as outstanding D.C. credits, study costs, and
incremental interest costs associated with the capital program.
5.8.1 Water Treatment Services
Capital needs of $581.5 million for Water Treatment Services have been identified
including new treatment plants in Lindsay Bobcaygeon and Fenelon Falls. $11.1 million
has been deducted as benefit to existing development (related to growth within existing
housing) and a further $7.4 million has been deducted to account for the existing
reserve fund surplus. The net growth-related costs of $563.0 million (as detailed in
Table 5-13) have been allocated to residential and non-residential development based
on the relationship of population to employment growth anticipated over the buildout
period (i.e., 58,699 population and 12,891 employment).
5.8.2 Water Distribution Services
Capital needs of $96.6 million for Water Distribution Services have been identified. $8.1
million has been deducted as benefit to existing development representing the
replacement of existing water mains and the benefit to growth within existing housing,
and a further $10.8 in other deductions has been deducted to account for the local
service components on certain projects as per the City's local service policy. $1.5
million has been deducted to account for the existing reserve fund surplus. The net
growth-related costs of $76.2 million (as detailed in Table 5-14) have been allocated to
residential and non-residential development based on the relationship of population to
employment growth anticipated over the buildout period (i.e., 58,699 population and
12,891 employment).
5.8.3 Wastewater Treatment Services
Capital needs of $319.4 million for Wastewater Treatment Services have been
identified, including water pollution control plant expansions in Lindsay, Bobcaygeon,
Watson & Associates Economists Ltd.
PAGE 5-35
and Fenelon Falls. $8.8 million has been deducted as benefit to existing development
and a further $9.3 million has been deducted to account for the existing reserve fund
surplus. The net growth-related costs of $301.3 million (as detailed in Table 5-15) have
been allocated to residential and non-residential development based on the relationship
of population to employment growth anticipated over the buildout period (i.e., 58,493
population and 12,965 employment).
5.8.4 Wastewater Collection Services
Capital needs of $229.8 million for Wastewater Collection Services have been identified
that are of a benefit to growth within the urban serviced area, excluding the North West
Trunk Area of Lindsay. $39.2 million has been deducted as benefit to existing
development (including the benefit to growth within existing housing) and a further $29.0
in other deductions has been deducted to account for the local service components on
certain projects as per the City's local service policy. $16.6 million has been added to
account for the existing reserve fund deficit, plus an estimated $2.2 million for the
present value of the incremental financing costs on the deficit. The net growth-related
costs of $161.6 million (as detailed in Table 5-16) have been allocated to residential and
non-residential development based on the relationship of population to employment
growth anticipated over the buildout period (i.e., 47,026 population and 10,868
employment).
Watson & Associates Economists Ltd.
PAGE 5-36
Table 5-13
Infrastructure Costs Covered in the D.C. Calculation - Water Treatment Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
Studies and Special Projects
-
-
-
-
-
1
Omemee Water System Supply and Storage
Assessment
2026
100,000
100,000
25,000
75,000
61,500
13,500
2
Water Master Plan
2033
550,000
550,000
-
550,000
451,000
99,000
3
Water Master Plan
2043
550,000
550,000
-
550,000
451,000
99,000
-
-
-
-
-
-
Treatment Facilities
-
-
-
-
-
-
4
2009 D.C. Growth Related Debt Payments (NPV of
Principal and Interest)
2025-2028
393,330
393,330
-
393,330
322,530
70,799
5
Lindsay WTP
WAT-LIN-11
-
-
-
-
-
EA
2025
3,000,000
3,000,000
-
3,000,000
2,460,000
540,000
Phase 1 Design
2027
13,000,000
13,000,000
-
13,000,000
10,660,000
2,340,000
Phase 1 Construction
2030
250,000,000
250,000,000
-
250,000,000
205,000,000
45,000,000
Phase 2 Design
2036
8,000,000
8,000,000
-
8,000,000
6,560,000
1,440,000
Phase 2 Construction
2038
135,000,000
135,000,000
-
135,000,000
110,700,000
24,300,000
Present Value of Incremental Financing Cost
(Growth-Related Share)
54,599,646
54,599,646
-
54,599,646
44,771,709
9,827,936
6
Bobcaygeon WTP
WAT-BOB-10
-
-
-
-
-
EA
2027
683,000
683,000
-
683,000
560,060
122,940
Design
2029
4,095,000
4,095,000
-
4,095,000
3,357,900
737,100
Construction
2031
63,473,000
63,473,000
-
63,473,000
52,047,860
11,425,140
7
Fenelon Falls WTP
WAT-FF-05
-
-
-
-
-
EA
2034
248,000
248,000
-
248,000
203,360
44,640
Design
2036
1,485,000
1,485,000
-
1,485,000
1,217,700
267,300
Construction
2039
23,018,000
23,018,000
-
23,018,000
18,874,760
4,143,240
8
Woodville WTP
WAT-WV-01
-
-
-
-
-
EA
2044
72,000
72,000
-
72,000
59,040
12,960
Design
2046
429,000
429,000
-
429,000
351,780
77,220
Construction
2048
6,650,000
6,650,000
-
6,650,000
5,453,000
1,197,000
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-37
Table 5-13 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Water Treatment Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
9
Omemee Water System Supply and Storage
2030
1,100,000
1,100,000
-
1,100,000
902,000
198,000
10
Janetville Water System Supply and Storage
2028
1,500,000
1,500,000
-
1,500,000
1,230,000
270,000
11
Kinmount System Supply and Storage
2025-2051
4,711,000
4,711,000
-
4,711,000
3,863,020
847,980
12
Manilla System Supply and Storage
2025-2051
4,421,000
4,421,000
-
4,421,000
3,625,220
795,780
13
Pinewood System Supply and Storage
2025-2051
4,392,000
4,392,000
-
4,392,000
3,601,440
790,560
-
-
-
-
-
-
Adjustment Related to Existing Population Incline
-
-
11,122,481
(11,122,481)
(11,122,481)
-
-
-
-
-
-
-
Reserve Fund Adjustment
-
-
-
(7,405,093)
(6,072,177)
(1,332,917)
Total
581,469,975
581,469,975
11,147,481
-
562,917,401
459,590,222
103,327,179
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-38
Table 5-14
Infrastructure Costs Covered in the D.C. Calculation - Water Distribution Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
Vertical Distribution
-
-
-
-
-
-
1
Northwest Lindsay Water Tower
WAT-LIN-12
-
-
-
-
-
EA
2025
150,000
150,000
-
150,000
123,000
27,000
Design
2027
900,000
900,000
-
900,000
738,000
162,000
Construction
2030
13,950,000
13,950,000
-
13,950,000
11,439,000
2,511,000
Present Value of Incremental Financing Cost (Growth-Related
Share)
2,002,432
2,002,432
-
2,002,432
1,641,994
360,438
2
Thornhill Rd. Reservoir
WAT-LIN-13
-
-
-
-
-
EA
2025
136,000
136,000
-
136,000
111,520
24,480
Design
2027
813,000
813,000
-
813,000
666,660
146,340
Construction
2031
12,602,000
12,602,000
-
12,602,000
10,333,640
2,268,360
Present Value of Incremental Financing Cost (Growth-Related
Share)
1,808,997
1,808,997
-
1,808,997
1,483,378
325,619
3
Oakwood Reservoir
WAT-OAK-02
-
-
-
-
-
EA
2025
16,000
16,000
-
16,000
13,120
2,880
Design
2027
95,000
95,000
-
95,000
77,900
17,100
Construction
2030
1,479,000
1,479,000
-
1,479,000
1,212,780
266,220
4
Bobcaygeon Water Tower
WAT-BOB-09
-
-
-
-
-
EA
2042
38,000
38,000
-
38,000
31,160
6,840
Design
2044
226,000
226,000
-
226,000
185,320
40,680
Construction
2047
3,497,000
3,497,000
-
3,497,000
2,867,540
629,460
5
Fenelon Falls Booster WPS
WAT-FF-08
-
-
-
-
-
EA
2026
7,000
7,000
-
7,000
5,740
1,260
Design
2028
42,000
42,000
-
42,000
34,440
7,560
Construction
2030
651,000
651,000
-
651,000
533,820
117,180
6
Fenelon Falls Water Tower or Reservoir
WAT-FF-06
-
-
-
-
-
EA
2026
49,000
49,000
-
49,000
40,180
8,820
Design
2028
291,000
291,000
-
291,000
238,620
52,380
Construction
2030
4,511,000
4,511,000
-
4,511,000
3,699,020
811,980
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-39
Table 5-14 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Water Distribution Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
Horizontal Distribution
-
-
-
-
-
-
7
Thunderbridge Rd. and Angeline St. Watermains - Springdale
Dr. to New Water Tower
WAT-LIN-01
2029
1,530,000
1,530,000
-
1,530,000
1,254,600
275,400
8
St. Joseph Rd. Watermain - Colborne St. to Kent St.
WAT-LIN-02A
2029
625,000
625,000
-
625,000
512,500
112,500
9
Kent St. Watermain - St. Joseph Rd. to Commerce Rd.
WAT-LIN-02B
2029
145,000
145,000
-
145,000
118,900
26,100
10
Commerce Rd. Watermain - Kent St. to 275m South of Kent St.
WAT-LIN-03
2030
370,000
370,000
106,305
263,695
216,230
47,465
11
Glenelg St. Watermain - Lindsay St. to Victoria Ave.
WAT-LIN-04A
2025
1,067,000
1,067,000
249,105
817,895
670,674
147,221
12
Glenelg St./Victoria Ave. Intersection Watermain
WAT-LIN-04B
2031
25,000
25,000
2,236
22,764
18,667
4,098
13
Glenelg St. Watermain - Victoria Ave. to Sussex St.
WAT-LIN-04C
2031
200,000
200,000
59,922
140,078
114,864
25,214
14
Glenelg St. Watermain - Sussex St. to Albert St.
WAT-LIN-04D
2031
280,000
280,000
65,370
214,630
175,997
38,633
15
Glenelg St. Watermain - Albert St. to Adelaide St.
WAT-LIN-04E
2031
420,000
420,000
125,837
294,163
241,214
52,949
16
Mary St. Watermain - Lindsay St. to Albert St.
WAT-LIN-06A
2029
2,224,000
2,224,000
472,021
1,751,979
1,436,623
315,356
17
Mary St. Watermain - Albert St. to Angeline St.
WAT-LIN-06B
2029
1,696,000
1,696,000
170,620
1,525,380
1,250,811
274,568
18
Lindsay St. Watermain - Logie St. to Highway 7
WAT-LIN-10
2025
1,500,000
1,500,000
-
1,500,000
1,230,000
270,000
19
Lindsay Heights Development Watermain
WAT-LIN-15
2031
2,570,000
1,751,400
818,600
-
818,600
671,252
147,348
20
Angeline St. Watermain - Mary St. to Kent St.
WAT-LIN-05
2035
7,660,000
7,660,000
1,980,403
5,679,597
4,657,269
1,022,327
21
Dobson St. Watermain - Logie St. to Brock St.
WAT-LIN-07A
2043
816,000
816,000
100,365
715,635
586,820
128,814
22
Dobson St. Watermain - Brock St. to Verulam Rd.
WAT-LIN-07B
2028
574,000
268,800
305,200
-
305,200
250,264
54,936
23
Verulam Rd./Queen St. Intersection Watermain
WAT-LIN-08A
2045
34,000
34,000
3,530
30,470
24,985
5,485
24
Verulam Rd. Watermain - Central East Correctional Centre to
Parkside Dr.
WAT-LIN-08B
2045
5,326,000
5,326,000
1,139,560
4,186,440
3,432,881
753,559
25
Verulam Rd. Watermain - Parkside Dr. to Dobson St.
WAT-LIN-08C
2043
750,000
750,000
-
750,000
615,000
135,000
26
Verulam Rd. Watermain - Dobson St. to #57 County Rd. 36
WAT-LIN-09
2047
1,330,000
1,330,000
-
1,330,000
1,090,600
239,400
27
East Lindsay Watermain - Verulam Rd./Dobson St. to Verulam
Rd./Walsh Rd.
WAT-LIN-14
2047
11,070,000
5,829,600
5,240,400
-
5,240,400
4,297,128
943,272
28
North Bobcaygeon Watermain - North St./St. Joseph St. to
Balaclava St./Hillview Dr.
WAT-BOB-01
2031
1,240,000
1,240,000
325,148
914,852
750,179
164,673
29
Canal St. Watermain - Sherwood St. to East St.
WAT-BOB-03A
2025
1,256,000
1,256,000
341,572
914,428
749,831
164,597
30
Boyd St., Navigators Tr., and Olde Forest Ln. Watermain - East
St. to Island Bay Dr.
WAT-BOB-03B
2033
681,000
681,000
157,311
523,689
429,425
94,264
31
King St. and Kingsway Dr. Watermain - Need St. to East St.
WAT-BOB-04
2033
340,000
340,000
99,531
240,469
197,184
43,284
32
Trail Easement Watermain - Squires Row to 294m Northeast of
Squires Row
WAT-BOB-05
2033
360,000
360,000
54,250
305,750
250,715
55,035
33
Main St. and Boyd Island Twin Watermain - Bobcaygeon WTP
to Front St.
WAT-BOB-06
2033
400,000
400,000
-
400,000
328,000
72,000
34
Balaclava St. Watermain - Hillview Dr. to Dunn St.
WAT-BOB-08
2033
290,000
290,000
-
290,000
237,800
52,200
35
Sherwood St. and Park St. Watermain - Canal St. to Lance St.
WAT-BOB-02
2037
810,000
810,000
360,735
449,265
368,398
80,868
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-40
Table 5-14 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Water Distribution Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
36
Birch Cres. Watermain - Cedartree Ln. to Riverside Dr.
WAT-BOB-07
2038
210,000
210,000
-
210,000
172,200
37,800
37
Fenelon Trails Development Watermains
WAT-FF-01-04
2030
2,400,000
2,400,000
-
-
-
-
-
38
#551 County Rd. 121 Development Watermain - #563 County
Rd. 121 to Veteran's Way
WAT-FF-07
2030
580,000
580,000
-
-
-
-
-
39
Colborne St. Watermain - Highway 35 to Highway 7
WAT-OAK-01A
2031
4,013,000
4,013,000
716,579
3,296,421
2,703,065
593,356
40
Highway 7 Watermain - Elm Tree Rd. to Chase Pl.
WAT-OAK-01B
2031
377,000
377,000
52,456
324,544
266,126
58,418
41
Colborne St. Watermain - William St. to Scugog River
2026
200,000
200,000
30,200
169,800
139,236
30,564
-
-
-
-
-
-
Adjustment Related to Existing Population Incline
-
-
1,504,637
(1,504,637)
(1,504,637)
-
-
-
-
-
-
-
Reserve Fund Adjustment
-
(1,535,070)
(1,258,757)
(276,313)
-
-
-
-
-
Total
96,633,429
10,829,800
85,803,629
8,117,693
-
76,150,866
62,172,875
13,977,991
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-41
Table 5-15
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Treatment Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
Studies and Special Projects
-
-
-
-
-
-
1
Sewer Flow Monitoring Study
2026
400,000
400,000
100,000
300,000
243,000
57,000
2
Sewer Flow Monitoring Study
2031
400,000
400,000
100,000
300,000
243,000
57,000
3
Sewer Flow Monitoring Study
2036
400,000
400,000
100,000
300,000
243,000
57,000
4
Sewer Flow Monitoring Study
2041
400,000
400,000
100,000
300,000
243,000
57,000
5
Sewer Flow Monitoring Study
2046
400,000
400,000
100,000
300,000
243,000
57,000
6
Sewer Flow Monitoring Study
2051
400,000
400,000
100,000
300,000
243,000
57,000
7
Wastewater Master Plan
2033
550,000
550,000
-
550,000
445,500
104,500
8
Wastewater Master Plan
2043
550,000
550,000
-
550,000
445,500
104,500
-
-
-
-
-
-
Treatment Facilities
-
-
-
-
-
-
9
2009 D.C. Growth Related Debt Payments (NPV of
Principal and Interest)
2025-2029
58,678
58,678
-
58,678
47,529
11,149
11
Lindsay WPCP
WW-LIN-33
-
-
-
-
-
EA
2025
2,000,000
2,000,000
-
2,000,000
1,620,000
380,000
Phase 1 Design
2027
8,000,000
8,000,000
-
8,000,000
6,480,000
1,520,000
Phase 1 Construction
2031-2035
120,000,000
120,000,000
-
120,000,000
97,200,000
22,800,000
Phase 2 Design
2036
6,000,000
6,000,000
-
6,000,000
4,860,000
1,140,000
Phase 2 Construction
2038-2041
70,000,000
70,000,000
-
70,000,000
56,700,000
13,300,000
Present Value of Incremental Financing Cost
(Growth-Related Share)
27,500,066
27,500,066
-
27,500,066
22,275,054
5,225,013
12
Bobcaygeon WPCP
WW-BOB-08
-
-
-
-
-
EA
2027
465,000
465,000
-
465,000
376,650
88,350
Design
2029
2,790,000
2,790,000
-
2,790,000
2,259,900
530,100
Construction
2031
43,245,000
43,245,000
-
43,245,000
35,028,450
8,216,550
Present Value of Incremental Financing Cost
(Growth-Related Share)
6,207,539
6,207,539
-
6,207,539
5,028,107
1,179,432
13
Fenelon Falls WPCP
WW-FF-13
-
-
-
-
-
EA
2027
204,000
204,000
-
204,000
165,240
38,760
Design
2029
1,224,000
1,224,000
-
1,224,000
991,440
232,560
Construction
2031
18,972,000
18,972,000
-
18,972,000
15,367,320
3,604,680
Present Value of Incremental Financing Cost
(Growth-Related Share)
2,723,308
2,723,308
-
2,723,308
2,205,879
517,428
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-42
Table 5-15 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Treatment Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
82%
18%
14
Omemee WPCP
2025
6,500,000
6,500,000
2,210,000
4,290,000
3,517,800
772,200
-
-
-
-
-
-
Adjustment Related to Existing Population Incline
-
-
5,974,457
(5,974,457)
(5,974,457)
-
-
-
-
-
-
-
Reserve Fund Adjustment
-
(9,315,326)
(7,638,567)
(1,676,759)
-
-
-
Total
319,389,590
319,389,590
8,784,457
-
301,289,807
245,982,240
55,307,568
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to
Anticipated Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-43
Table 5-16
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Collection Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
Vertical Collection
-
-
-
-
-
-
1
Ridout St. SPS
WW-LIN-34
-
-
-
-
-
EA
2025
16,000
16,000
14,000
2,000
1,620
380
Design
2025
94,000
94,000
82,300
11,700
9,477
2,223
Construction
2026
1,451,000
1,451,000
1,269,600
181,400
146,934
34,466
2
Riverview (Barron Blvd.) SPS
WW-LIN-36
-
-
-
-
-
EA
2029
5,000
5,000
1,300
3,700
2,997
703
Design
2030
28,000
28,000
7,500
20,500
16,605
3,895
Construction
2031
428,000
428,000
114,700
313,300
253,773
59,527
3
Mary St. SPS and Forcemain
WW-LIN-43
-
-
-
-
-
EA
2028
36,000
36,000
15,800
20,200
16,362
3,838
Design
2029
217,000
217,000
95,500
121,500
98,415
23,085
Construction
2030
3,357,000
3,357,000
1,477,100
1,879,900
1,522,719
357,181
4
Logie St. SPS and Forcemain
WW-LIN-35A
-
-
-
-
-
EA
2025
78,000
78,000
7,200
70,800
57,348
13,452
Design
2025
465,000
465,000
42,800
422,200
341,982
80,218
Construction
2026
7,208,000
7,208,000
663,100
6,544,900
5,301,369
1,243,531
Present Value of Incremental Financing Cost (Growth-Related
Share)
939,528
939,528
86,400
853,128
691,033
162,094
5
Logie St. SPS and Forcemain
WW-LIN-35B
-
-
-
-
-
EA
2039
20,000
20,000
-
20,000
16,200
3,800
Design
2040
120,000
120,000
-
120,000
97,200
22,800
Construction
2041
1,860,000
1,860,000
-
1,860,000
1,506,600
353,400
Present Value of Incremental Financing Cost (Growth-Related
Share)
266,991
266,991
-
266,991
216,263
50,728
6
Lindsay Fairgrounds SPS
WW-LIN-37
-
-
-
-
-
EA
2033
8,000
8,000
3,700
4,300
3,483
817
Design
2034
49,000
49,000
22,400
26,600
21,546
5,054
Construction
2035
753,000
753,000
344,100
408,900
331,209
77,691
7
Northeast Lindsay SPS and Forcemain
WW-LIN-42A
-
-
-
-
-
EA
2038
132,000
132,000
-
132,000
106,920
25,080
Design
2039
795,000
795,000
-
795,000
643,950
151,050
Construction
2040
12,315,000
12,315,000
-
12,315,000
9,975,150
2,339,850
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-44
Table 5-16 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Collection Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
8
Southeast Lindsay SPS and Forcemain
WW-LIN-42B
-
-
-
-
-
EA
2038
63,000
63,000
-
63,000
51,030
11,970
Design
2039
377,000
377,000
-
377,000
305,370
71,630
Construction
2040
5,839,000
5,839,000
-
5,839,000
4,729,590
1,109,410
9
Front St. SPS
WW-BOB-10
-
-
-
-
-
EA
2025
18,000
18,000
4,100
13,900
11,259
2,641
Design
2026
106,000
106,000
24,200
81,800
66,258
15,542
Construction
2027
1,646,000
1,646,000
375,300
1,270,700
1,029,267
241,433
10
Anne St. SPS and Forcemain
WW-BOB-11
-
-
-
-
-
EA
2025
105,000
105,000
28,900
76,100
61,641
14,459
Design
2026
627,000
627,000
172,400
454,600
368,226
86,374
Construction
2027
9,719,000
9,719,000
2,672,700
7,046,300
5,707,503
1,338,797
Present Value of Incremental Financing Cost (Growth-Related
Share)
1,011,495
1,011,495
278,200
733,295
593,969
139,326
11
Little Bob Dr. SPS
WW-BOB-12
-
-
-
-
-
EA
2037
4,000
4,000
1,800
2,200
1,782
418
Design
2038
26,000
26,000
11,800
14,200
11,502
2,698
Construction
2039
409,000
409,000
184,900
224,100
181,521
42,579
12
Need St. SPS
WW-BOB-09
-
-
-
-
-
EA
2041
18,000
18,000
10,500
7,500
6,075
1,425
Design
2042
106,000
106,000
61,900
44,100
35,721
8,379
Construction
2043
1,646,000
1,646,000
961,300
684,700
554,607
130,093
13
Colborne St. SPS and Forcemain
WW-FF-14
-
-
-
-
-
EA
2027
52,000
52,000
14,100
37,900
30,699
7,201
Design
2029
313,000
313,000
85,100
227,900
184,599
43,301
Construction
2031
4,845,000
4,845,000
1,317,800
3,527,200
2,857,032
670,168
14
Ellice St. SPS and Forcemain
WW-FF-15
-
-
-
-
-
EA
2027
96,000
96,000
38,200
57,800
46,818
10,982
Design
2029
575,000
575,000
228,900
346,100
280,341
65,759
Construction
2031
8,909,000
8,909,000
3,545,800
5,363,200
4,344,192
1,019,008
Present Value of Incremental Financing Cost (Growth-Related
Share)
769,882
769,882
306,400
463,482
375,420
88,062
15
Francis St. SPS
WW-FF-16
-
-
-
-
-
EA
2027
15,000
15,000
1,900
13,100
10,611
2,489
Design
2029
87,000
87,000
10,800
76,200
61,722
14,478
Construction
2031
1,349,000
1,349,000
167,300
1,181,700
957,177
224,523
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-45
Table 5-16 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Collection Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
16
Lindsay St. North SPS Fencing
2026
70,000
70,000
70,000
-
-
-
17
Lindsay St. North SPS Pump #4
2027
1,610,000
1,610,000
-
-
-
-
-
18
Rivera Park SPS Pumps #2 and #4
2030
1,000,000
1,000,000
800,000
200,000
162,000
38,000
19
Highway 7 SPS and Forcemain
2025
4,000,000
4,000,000
-
4,000,000
3,240,000
760,000
-
-
-
-
-
-
Horizontal Collection
-
-
-
-
-
-
20
McGibbon Blvd. Sewer - Laurent Blvd. to Angeline St.
WW-LIN-02
2040
610,000
610,000
99,589
510,411
413,433
96,978
21
Angeline St. Sewer - #260 Angeline St. S. to Auk Trail
WW-LIN-03
2040
3,270,000
3,270,000
272,581
2,997,419
2,427,910
569,510
22
Auk Trail Sewer - Angeline St. to Adelaide St.
WW-LIN-04
2029
2,230,000
2,230,000
549,806
1,680,194
1,360,957
319,237
23
Adelaide St. Sewer - Auk Trail to Mary St.
WW-LIN-05
2029
1,400,000
1,400,000
345,170
1,054,830
854,413
200,418
24
L.O.F. Dr. Sewer - #6 L.O.F. Dr. to Roundtree Rd.
WW-LIN-17
2034
680,000
680,000
217,798
462,202
374,383
87,818
25
Lindsay St. Sewer - Russell St. to Glenelg St.
WW-LIN-20B
2027
1,118,000
1,118,000
241,237
876,763
710,178
166,585
26
Lindsay Heights Development Sewer
WW-LIN-40
2031
6,720,000
6,720,000
-
-
-
-
-
27
Lindsay St. Sewer - Logie St. to Riverside Cemetery
WW-LIN-41
2025
1,500,000
1,500,000
-
1,500,000
1,215,000
285,000
28
Wolfe St. Sewer - George St. to Durham St.
WW-LIN-44
2030
1,110,000
1,110,000
485,131
624,869
506,144
118,725
29
Durham St. Sewer - Wolfe St. to Huron St.
WW-LIN-45
2029
860,000
860,000
357,108
502,892
407,343
95,550
30
Huron St. Sewer - Durham St. to Melbourne St.
WW-LIN-46
2026
450,000
450,000
178,100
271,900
220,239
51,661
31
Laurent Blvd. Sewer - McGibbon Blvd. to McQuarrie Rd.
WW-LIN-01
2037
5,180,000
5,180,000
1,255,785
3,924,215
3,178,615
745,601
32
Albert St. Sewer - Mary St. to Durham St.
WW-LIN-06A
2034
2,784,000
2,784,000
846,577
1,937,423
1,569,312
368,110
33
Albert St./Durham St. Intersection Sewer
WW-LIN-06B
2034
186,000
186,000
37,215
148,785
120,516
28,269
34
Durham St. Sewer - Albert St. to Sussex St.
WW-LIN-07
2034
1,370,000
1,370,000
141,552
1,228,448
995,043
233,405
35
Sussex St. Sewer - Durham St. to Glenelg St.
WW-LIN-08
2033
1,930,000
1,930,000
627,598
1,302,402
1,054,946
247,456
36
Sussex St. Sewer - Glenelg St. to Kent St.
WW-LIN-09
2033
1,590,000
1,590,000
564,135
1,025,865
830,951
194,914
37
Kent St. Sewer - Sussex St. to Victoria Ave.
WW-LIN-10
2029
880,000
880,000
220,931
659,069
533,846
125,223
38
Victoria Ave. Sewer - Kent St. to Peel St.
WW-LIN-11A
2029
1,050,000
1,050,000
372,542
677,458
548,741
128,717
39
Victoria Ave. Sewer - Peel St. to Wellington St.
WW-LIN-11B
2032
1,050,000
1,050,000
391,423
658,577
533,447
125,130
40
Wellington St. Sewer - Victoria Ave. to Cambridge St.
WW-LIN-12
2032
920,000
920,000
188,342
731,658
592,643
139,015
41
Cambridge St. Sewer - Wellington St. to Bond St.
WW-LIN-13
2031
930,000
930,000
324,177
605,823
490,717
115,106
42
Bond St. Sewer - Cambridge St. to William St.
WW-LIN-14
2031
1,340,000
1,340,000
926,772
413,228
334,714
78,513
43
William St. Sewer - Bond St. to Francis St.
WW-LIN-15
2030
1,040,000
1,040,000
170,471
869,529
704,319
165,211
44
Francis St. Sewer - William St. to Scugog River
WW-LIN-16
2030
600,000
600,000
234,700
365,300
295,893
69,407
45
Logan Ln. Sewer - #53 Logan Ln. to Maguire St.
WW-LIN-21
2038
640,000
640,000
46,991
593,009
480,337
112,672
46
Maguire St. Sewer - Logie St. to Logan Ln.
WW-LIN-22
2038
1,550,000
1,550,000
92,300
1,457,700
1,180,737
276,963
47
Maguire St. Sewer - Logan Ln. to Victoria Rail Trail
WW-LIN-23
2038
250,000
250,000
28,942
221,058
179,057
42,001
48
Logie St. Sewer - Dobson St. to Logie St. SPS
WW-LIN-24A
2038
1,478,000
1,478,000
188,285
1,289,715
1,044,669
245,046
49
Logie St. Sewer - Maguire St. to Dobson St.
WW-LIN-24B
2038
5,522,000
5,522,000
577,265
4,944,735
4,005,235
939,500
50
Logie St. Sewer (Easement) - Parkside Dr. to Hillside Dr.
WW-LIN-25
2041
1,200,000
1,200,000
224,679
975,321
790,010
185,311
51
Logie St. Sewer - Hillside Dr. to Riverview Rd.
WW-LIN-26
2041
3,520,000
3,520,000
622,642
2,897,358
2,346,860
550,498
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-46
Table 5-16 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Collection Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
52
Riverview Rd. Sewer - Logie St. to Ridout St. SPS
WW-LIN-27
2041
1,570,000
1,570,000
341,025
1,228,975
995,469
233,505
53
County Rd. 36 Sewer - Needham St. to Wilson Rd.
WW-LIN-28
2041
10,660,000
10,660,000
-
10,660,000
8,634,600
2,025,400
54
Wilson Rd. Sewer - County Rd. 36 to Lagoon Rd.
WW-LIN-29
2041
930,000
930,000
-
930,000
753,300
176,700
55
Lagoon Rd. Sewer - Wilson Rd. to Lindsay WPCP Entrance
WW-LIN-30
2041
3,080,000
3,080,000
-
3,080,000
2,494,800
585,200
56
Lagoon Rd. Sewer - Lindsay WPCP Entrance to Lindsay WPCP
Headworks
WW-LIN-31
2041
590,000
590,000
-
590,000
477,900
112,100
57
North Flato Development Sewers
WW-LIN-38
2041
15,440,000
9,147,560
6,292,440
-
6,292,440
5,096,876
1,195,564
58
South Flato Development Sewers
WW-LIN-39
2041
9,580,000
6,594,980
2,985,020
-
2,985,020
2,417,866
567,154
59
Heritage Way and Easement Sewer - Heritage Way South End to
Chadwin Dr.
WW-LIN-18
2048
3,060,000
3,060,000
987,723
2,072,277
1,678,544
393,733
60
Adelaide St. Sewer - Chadwin Dr. to Colborne St.
WW-LIN-19A
2030
635,000
635,000
189,561
445,439
360,806
84,633
61
Adelaide St. Sewer - Colborne St. to Regent St.
WW-LIN-19B
2048
635,000
635,000
238,305
396,695
321,323
75,372
62
Easement Sewer Between #338 and #334 William St. N. - William
St. to Victoria Rail Trail
WW-LIN-32
2048
580,000
580,000
387,275
192,725
156,107
36,618
63
Helen St. Sewer - Prince St. to #72 Helen St.
WW-BOB-01
2034
600,000
600,000
36,539
563,461
456,403
107,058
64
West St. Sewer - Queen St. to Front St.
WW-BOB-02
2038
330,000
330,000
65,421
264,579
214,309
50,270
65
Pinecrest Nursing Home Sewer - #3418 County Rd. 36 to Little Bob
Dr.
WW-BOB-03
2038
930,000
930,000
172,251
757,749
613,777
143,972
66
Helen St. Sewer - #72 Helen St. to East St./Cedartree Ln.
Intersection
WW-BOB-04
2048
1,210,000
1,210,000
201,053
1,008,947
817,247
191,700
67
Cedartree Ln. Sewer - East St. to #90 Cedartree Ln.
WW-BOB-05
2048
3,640,000
3,640,000
642,002
2,997,998
2,428,378
569,620
68
Front St. Sewer - #444 Front St. W. to #359 Front St. W.
WW-BOB-06
2048
2,070,000
2,070,000
505,459
1,564,541
1,267,279
297,263
69
Need St. Sewer - Boyd St. to Need St. SPS
WW-BOB-07
2048
640,000
640,000
183,233
456,767
369,982
86,786
70
Bond St. Sewer - Clifton St. to Kennedy Dr.
WW-FF-01
2034
770,000
770,000
179,254
590,746
478,504
112,242
71
Lindsay St. Sewer - Elliot St. to Victoria Rail Trail Easement
WW-FF-02
2028
1,400,000
1,400,000
365,142
1,034,858
838,235
196,623
72
Bond St. Sewer - Kennedy Dr. to Elgin St.
WW-FF-03
2040
550,000
550,000
140,391
409,609
331,783
77,826
73
Elgin St. Sewer - Bond St. to Concession Rd.
WW-FF-04
2040
700,000
700,000
144,913
555,087
449,621
105,467
74
Clifton St. Sewer - Bond St. to Francis St.
WW-FF-05
2040
860,000
860,000
261,440
598,560
484,834
113,726
75
Francis St. Sewer - Colborne St. to Clifton St.
WW-FF-06
2040
2,050,000
2,050,000
982,590
1,067,410
864,602
202,808
76
Colborne St. Sewer - Francis St. to Colborne St. SPS
WW-FF-07
2040
710,000
710,000
272,940
437,060
354,018
83,041
77
Lindsay St. Sewer - Helen St. to Elliot St.
WW-FF-08
2040
480,000
480,000
230,267
249,733
202,284
47,449
78
Elliot St. Sewer - Lindsay St. to Clifton St.
WW-FF-09A
2026
1,650,000
1,650,000
491,574
1,158,426
938,325
220,101
79
Ellice St. Sewer - Clifton St. to Ellice St. SPS
WW-FF-09B
2040
2,690,000
2,690,000
223,752
2,466,248
1,997,661
468,587
80
Fenelon Trails Development Sewer
WW-FF-10
2040
4,930,000
4,930,000
-
-
-
-
-
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
PAGE 5-47
Table 5-16 (cont'd)
Infrastructure Costs Covered in the D.C. Calculation - Wastewater Collection Services
Project #
Residential
Share
Non-
Residential
Share
2025 to Buildout
81%
19%
81
Short St. Sewer - 130m West of Clifton St. to 200m East of Clifton
St.
WW-FF-11
2040
1,300,000
1,300,000
-
1,300,000
1,053,000
247,000
82
Francis St. Sewer - #205 Francis St. E. to Francis St. SPS
WW-FF-12
2047
520,000
520,000
224,860
295,140
239,063
56,077
83
Omemee WPCP Sewer - Beaver Rd. Forcemain Discharge to
Omemee WPCP Headworks
WW-OME-01
2047
4,960,000
4,960,000
2,169,755
2,790,245
2,260,099
530,147
84
Carew Park Sewer - MH100A to MH103
2026
250,000
250,000
4,400
245,600
198,936
46,664
-
-
-
-
-
-
Adjustment Related to Existing Population Incline
-
-
3,121,687
(3,121,687)
(3,121,687)
-
-
-
-
-
-
-
Reserve Fund Adjustment
16,613,742
16,613,742
-
16,613,742
13,457,131
3,156,611
Present Value of Incremental Reserve Fund Financing Costs
2,217,859
2,217,859
-
2,217,859
1,796,466
421,393
Total
229,842,496
29,002,540
200,839,956
39,214,455
-
161,625,501
130,323,535
31,301,966
Benefit to
Existing
Development
Grants, Subsidies
and Other
Contributions
Attributable to New
Development
Total
Proj.
No.
Increased Service Needs Attributable to Anticipated
Development
Timing
(year)
Gross Capital
Cost Estimate
(2025$)
Other
Deductions
Net Capital
Cost
Less:
Potential D.C. Recoverable Cost
Watson & Associates Economists Ltd.
Chapter 6
D.C. Calculation
Watson & Associates Economists Ltd.
PAGE 6-1
6. D.C. Calculation
The calculation of the maximum D.C.s that could be imposed by Council has been
undertaken for the growth-related capital costs identified in Chapter 5. The calculations
are presented in Tables 6-1 to 6-10 for the following services, service areas, and
forecast periods:
- Table 6-1 - Water Treatment and Distribution Services imposed in the urban
serviced area over the buildout period;
- Table 6-2 - Wastewater Treatment Services imposed in the urban serviced area
over the buildout period;
- Table 6-3 - Wastewater Collection Services imposed in the urban serviced area,
excluding the Northwest Development Area of Lindsay, over the buildout period;
- Table 6-4 - Fire Protection Services (City-Wide) over the 15-year forecast period;
- Table 6-5 - Fire Protection Services (Rural) over the 15-year forecast period;
- Table 6-6 - City-wide Services Related to a Highway over the 26-year forecast
period;
- Table 6-6 - City-wide Paramedic Services and Public Health Services over the
20-year forecast period;
- Table 6-8 - Police Services imposed in the Town of Lindsay and the former
Township of Ops;
- Table 6-9 - Transit Services imposed in the Town of Lindsay; and
- Table 6-10 - City-wide services imposed over the 10-year period to 2035 (i.e.,
Parks and Recreation Services, Library Services, Municipal By-Law
Enforcement, and Growth-Related Studies).
The calculation for residential development is generated on a per capita basis and is
based upon four forms of housing types (single and semi-detached, apartments 2+
bedrooms, apartment's bachelor and 1 bedroom, and rows or multiples). The non-
residential D.C. has been calculated on a per sq.m. of G.F.A. basis for non-residential
development. The non-residential charge is also calculated for electrical generation
development (i.e., wind turbines and solar farms) on a residential equivalent basis (for
fire protection services, police services, services related to a highway, paramedic
services, and growth-related studies) for each 500 kW of nameplate generating
capacity.
Watson & Associates Economists Ltd.
PAGE 6-2
With respect to non-residential development, the total costs are allocated to non-
residential development based on need for service and have been divided by the
anticipated development by type over the planning period to calculate a cost per sq.m of
G.F.A.
Table 6-11 summarizes the recommended schedule of charges, reflecting the maximum
D.C.s by residential dwelling type, per sq.ft. of G.F.A. for non-residential development,
and non-residential electrical generation development (per 500 kW nameplate
generating capacity). Tables 6-12 and 6-13 compare the City's existing charges to the
charges proposed herein (Table 6-11), for a single detached residential dwelling unit
(S.D.U.), and per sq.m. of G.F.A. for uniform non-residential charges.
Watson & Associates Economists Ltd.
PAGE 6-3
Table 6-1
Area-Specific Water Treatment and Water Distribution Services D.C. Calculation
2025-Urban Buildout
Table 6-2
Area-Specific Wastewater Treatment Services D.C. Calculation
2025-Urban Buildout
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
1.
Water Treatment Services
459,590,222
103,327,179
20,625
11.89
2.
Water Distribution Services
62,172,875
13,977,991
2,790
1.61
TOTAL
$521,763,097
$117,305,169
$23,415
$13.50
D.C.-Eligible Capital Cost
$521,763,097
$117,305,169
2025-Buildout Gross Population/GFA Growth (sq.ft.)
57,312
8,689,700
Cost Per Capita/Non-Residential GFA (sq.ft.)
$9,103.91
$13.50
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$23,415
Other Multiples
1.907
$17,361
Apartments - 2 Bedrooms +
1.872
$17,043
Apartments - Bachelor and 1 Bedroom
1.170
$10,652
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
3.
Wastewater Treatment Services
245,982,240
55,307,568
11,079
6.37
TOTAL
$245,982,240
$55,307,568
$11,079
$6.37
D.C.-Eligible Capital Cost
$245,982,240
$55,307,568
2025-Buildout Gross Population/GFA Growth (sq.ft.)
57,106
8,685,500
Cost Per Capita/Non-Residential GFA (sq.ft.)
$4,307.47
$6.37
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$11,079
Other Multiples
1.907
$8,214
Apartments - 2 Bedrooms +
1.872
$8,064
Apartments - Bachelor and 1 Bedroom
1.170
$5,040
SERVICE/CLASS
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
Watson & Associates Economists Ltd.
PAGE 6-4
Table 6-3
Area-Specific Wastewater Collection Services D.C. Calculation
2025-Urban Buildout (Excluding Lindsay Northwest Development Area)
Table 6-4
City-Wide Fire Protection Services (City-Wide) D.C. Calculation
2025-2040
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
4.
Wastewater Collection Services
130,323,535
31,301,966
7,301
4.31
TOTAL
$130,323,535
$31,301,966
$7,301
$4.31
D.C.-Eligible Capital Cost
$130,323,535
$31,301,966
2025-Buildout Gross Population/GFA Growth (sq.ft.)
45,911
7,266,151
Cost Per Capita/Non-Residential GFA (sq.ft.)
$2,838.64
$4.31
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$7,301
Other Multiples
1.907
$5,413
Apartments - 2 Bedrooms +
1.872
$5,314
Apartments - Bachelor and 1 Bedroom
1.170
$3,321
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
5.
Fire Protection Services (City-Wide)
37,445,568
6,608,041
3,403
1.87
TOTAL
$37,445,568
$6,608,041
$3,403
$1.87
D.C.-Eligible Capital Cost
$37,445,568
$6,608,041
2025-Buildout Gross Population/GFA Growth (sq.ft.)
28,304
3,538,300
Cost Per Capita/Non-Residential GFA (sq.ft.)
$1,322.98
$1.87
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$3,403
Other Multiples
1.907
$2,523
Apartments - 2 Bedrooms +
1.872
$2,477
Apartments - Bachelor and 1 Bedroom
1.170
$1,548
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Watson & Associates Economists Ltd.
PAGE 6-5
Table 6-5
Area Specific Fire Protection Services (Rural) D.C. Calculation
2025-2040
Table 6-6
City-Wide Services Related to a Highway D.C. Calculation
2025-2051
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
6.
Fire Protection Services (Rural)
1,029,933
140,445
737
0.21
TOTAL
$1,029,933
$140,445
$737
$0.21
D.C.-Eligible Capital Cost
$1,029,933
$140,445
15-Year Gross Population/GFA Growth (sq.ft.)
3,592
664,900
Cost Per Capita/Non-Residential GFA (sq.ft.)
$286.73
$0.21
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$737
Other Multiples
1.907
$547
Apartments - 2 Bedrooms +
1.872
$537
Apartments - Bachelor and 1 Bedroom
1.170
$335
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
7.
Services Related to a Highway
240,164,297
46,517,478
12,841
6.96
TOTAL
$240,164,297
$46,517,478
$12,841
$6.96
D.C.-Eligible Capital Cost
$240,164,297
$46,517,478
26-Year Gross Population/GFA Growth (sq.ft.)
48,105
6,681,300
Cost Per Capita/Non-Residential GFA (sq.ft.)
$4,992.50
$6.96
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$12,841
Other Multiples
1.907
$9,521
Apartments - 2 Bedrooms +
1.872
$9,346
Apartments - Bachelor and 1 Bedroom
1.170
$5,841
SERVICE/CLASS
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
Watson & Associates Economists Ltd.
PAGE 6-6
Table 6-7
City-Wide Services D.C. Calculation
2025-2045
Table 6-8
Area Specific Police Services D.C. Calculation
2025-2035
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
8.
Paramedic Services
11,373,363
2,166,355
811
0.43
9.
Public Health Services
4,646,711
244,564
332
0.05
TOTAL
$16,020,074
$2,410,919
$1,143
$0.48
D.C.-Eligible Capital Cost
$16,020,074
$2,410,919
20-Year Gross Population/GFA Growth (sq.ft.)
36,041
4,991,300
Cost Per Capita/Non-Residential GFA (sq.ft.)
$444.50
$0.48
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$1,143
Other Multiples
1.907
$848
Apartments - 2 Bedrooms +
1.872
$832
Apartments - Bachelor and 1 Bedroom
1.170
$520
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
10.
Policing Services
10,287,698
1,537,242
1,874
1.10
TOTAL
$10,287,698
$1,537,242
$1,874
$1.10
D.C.-Eligible Capital Cost
$10,287,698
$1,537,242
10-Year Gross Population/GFA Growth (sq.ft.)
14,121
1,396,971
Cost Per Capita/Non-Residential GFA (sq.ft.)
$728.56
$1.10
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$1,874
Other Multiples
1.907
$1,389
Apartments - 2 Bedrooms +
1.872
$1,364
Apartments - Bachelor and 1 Bedroom
1.170
$852
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Watson & Associates Economists Ltd.
PAGE 6-7
Table 6-9
Area Specific Transit Services D.C. Calculation
2025-2035
Table 6-10
City-Wide Services D.C. Calculation
2025-2035
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
11.
Transit Services
3,571,631
533,692
641
0.39
TOTAL
$3,571,631
$533,692
$641
$0.39
D.C.-Eligible Capital Cost
$3,571,631
$533,692
10-Year Gross Population/GFA Growth (sq.ft.)
14,323
1,355,700
Cost Per Capita/Non-Residential GFA (sq.ft.)
$249.36
$0.39
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$641
Other Multiples
1.907
$476
Apartments - 2 Bedrooms +
1.872
$467
Apartments - Bachelor and 1 Bedroom
1.170
$292
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
SERVICE/CLASS
Residential
Non-Residential
S.D.U.
per sq.ft
$
$
$
$
12.
Parks and Recreation Services
30,123,634
1,585,454
3,924
0.72
13.
Library Services
3,838,780
199,673
500
0.09
14.
Municipal By-law Enforcement
311,559
50,719
41
0.02
15.
Growth-Related Studies
4,352,044
904,727
567
0.41
TOTAL
$38,626,017
$2,740,573
$5,032
$1.24
D.C.-Eligible Capital Cost
$38,626,017
$2,740,573
10-Year Gross Population/GFA Growth (sq.ft.)
19,746
2,190,800
Cost Per Capita/Non-Residential GFA (sq.ft.)
$1,956.14
$1.25
By Residential Unit Type
P.P.U.
Single and Semi-Detached Dwelling
2.572
$5,031
Other Multiples
1.907
$3,730
Apartments - 2 Bedrooms +
1.872
$3,662
Apartments - Bachelor and 1 Bedroom
1.170
$2,289
SERVICE/CLASS
2025$ D.C.-Eligible Cost
2025$ D.C.-Eligible Cost
Watson & Associates Economists Ltd.
PAGE 6-8
Table 6-11
Calculated Schedule of Residential and Non-Residential Development Charges
Single and
Semi-
Detached
Dwelling
Other
Multiples
Apartments -
2 Bedrooms
+
Apartments -
Bachelor
and 1
Bedroom
Electricity
Generation
($/500 KW of
NGC)
Other Non-
Residential
(Per Sq.M. of
Gross Floor
Area)
Municipal Wide Services/Class of Service:
Fire Protection Services (City-Wide)
3,403
2,523
2,477
1,548
3,403
20.13
Police Services 1
1,874
1,389
1,364
852
1,874
11.84
Services Related to a Highway
12,841
9,521
9,346
5,841
12,841
74.92
Transit Services 2
641
475
467
292
4.20
Parks and Recreation Services
3,924
2,909
2,856
1,785
7.75
Library Services
500
371
364
227
0.97
Municipal By-law Enforcement
41
30
30
19
0.22
Paramedic Services
811
601
590
369
811
4.63
Public Health Services
332
246
242
151
0.54
Growth-Related Studies
567
420
413
258
4.41
Total Municipal Wide Services/Class of Services
24,934
18,485
18,149
11,342
18,929
129.60
Urban Services
Wastewater Treatment Services
11,079
8,214
8,064
5,040
68.57
Wastewater Collection Services 3
7,301
5,413
5,314
3,321
46.39
Water Treatment Services
20,625
15,292
15,012
9,382
127.98
Water Distribution Services
2,790
2,069
2,031
1,269
17.33
Total Urban Services
41,795
30,988
30,421
19,012
-
260.27
Rural Services
Fire Protection Services (Rural) 4
737
546
536
335
737
2.26
Total Rural Services
737
546
536
335
737
2.26
Urban - Lindsay
66,729
49,473
48,570
30,354
18,929
389.87
Urban - NWT
59,428
44,060
43,256
27,033
18,929
343.48
Urban - Other
64,214
47,609
46,739
29,210
17,055
373.83
Rural - Ops
25,030
18,556
18,218
11,385
19,666
127.66
Rural - Other
23,156
17,167
16,854
10,533
17,792
115.82
1. Police Services only payable within Lindsay and the former Township of Ops
2. Transit Services only payable within Lindsay
3. Wastewater Collection Services only payble within municipal service area, outside of the Northwest Lindsay Development Area
4. Rural Fire Services are in addition to the City-Wide Services
Service/Class of Service
RESIDENTIAL
NON-RESIDENTIAL
Watson & Associates Economists Ltd.
PAGE 6-9
Table 6-12
Comparison of Current and Calculated Residential Development Charges
Service/Class of Service
Current
Calculated
Change ($)
Change (%)
City-Wide Services/Classes:
Fire Protection Services (City-Wide)
484
3,403
2,919
603%
Police Services 1
589
1,874
1,285
218%
Services Related to a Highway
9,077
12,841
3,764
41%
Transit Services 2
361
641
280
78%
Parks and Recreation Services
994
3,924
2,930
295%
Library Services
511
500
(11)
-2%
Municipal By-law Enforcement
22
41
19
86%
Paramedic Services
284
811
527
186%
Public Health Services
-
332
332
0%
Waste Diversion
50
(50)
-100%
Growth-Related Studies
543
567
24
4%
Total City-Wide Services/Classes
12,915
24,934
12,019
93%
Urban Services
Wastewater Treatment Services
6,087
11,079
4,992
82%
Wastewater Collection Services 3
8,851
7,301
(1,550)
-18%
Water Treatment Services
4,772
20,625
15,853
332%
Water Distribution Services
4,956
2,790
(2,166)
-44%
Total Urban Services
24,666
41,795
17,129
69%
Rural Services
Fire Protection Services (Rural) 4
-
737
737
0%
Total Rural Services
-
737
737
0%
Urban - Lindsay
37,581
66,729
29,148
78%
Urban - NWT
28,730
59,428
30,698
107%
Urban - Other
36,631
64,214
27,583
75%
Rural - Ops
12,554
25,030
12,476
99%
Rural - Other
11,965
23,156
11,191
94%
1. Police Services only payable within Lindsay and the former Township of Ops
2. Transit Services only payable within Lindsay
3. Wastewater Collection Services only payble within municipal service area, outside of the Northwest Lindsay Development Area
4. Rural Fire Services are in addition to the City-Wide Services
Residential (Single Detached) Comparison
Watson & Associates Economists Ltd.
PAGE 6-10
Table 6-13
Comparison of Current and Calculated Non-Residential Development Charges
Service/Class of Service
Current
Calculated
Change ($)
Change (%)
City-Wide Services/Classes:
Fire Protection Services (City-Wide)
3.94
20.13
16.19
411%
Police Services 1
4.02
11.84
7.82
195%
Services Related to a Highway
74.11
74.92
0.81
1%
Transit Services 2
2.57
4.20
1.63
63%
Parks and Recreation Services
2.86
7.75
4.89
171%
Library Services
1.47
0.97
(0.50)
-34%
Municipal By-law Enforcement
0.17
0.22
0.05
27%
Paramedic Services
2.33
4.63
2.30
99%
Public Health Services
-
0.54
0.54
0%
Waste Diversion
0.40
(0.40)
-100%
Growth-Related Studies
4.42
4.41
(0.01)
0%
Total City-Wide Services/Classes
96.29
129.60
33.31
35%
Urban Services
Wastewater Treatment Services
42.39
68.57
26.18
62%
Wastewater Collection Services 3
77.98
46.39
(31.59)
-41%
Water Treatment Services
33.60
127.98
94.38
281%
Water Distribution Services
34.87
17.33
(17.54)
-50%
Total Urban Services
188.84
260.27
71.43
38%
Rural Services
Fire Protection Services (Rural) 4
-
2.26
2.26
0%
Total Area Specific Services
223.71
279.86
2.26
1%
Urban - Lindsay
285.13
389.87
104.74
37%
Urban - NWT
207.15
343.48
136.33
66%
Urban - Other
278.54
373.83
95.29
34%
Rural - Ops
93.72
127.66
33.94
36%
Rural - Other
89.70
115.82
26.12
29%
1. Police Services only payable within Lindsay and the former Township of Ops
2. Transit Services only payable within Lindsay
3. Wastewater Collection Services only payble within municipal service area, outside of the Northwest Lindsay Development Area
4. Rural Fire Services are in addition to the City-Wide Services
Non-Residential (per sq.m.) Comparison
Watson & Associates Economists Ltd.
Chapter 7
D.C. Policy Recommendations
and D.C. Policy Rules
Watson & Associates Economists Ltd.
PAGE 7-1
7. D.C. Policy Recommendations and D.C. Policy
Rules
7.1 Introduction
This chapter outlines the D.C. policy recommendations and by-law rules.
Subsection 5 (1) 9 of the D.C.A. states that rules must be developed:
"to determine if a development charge is payable in any particular case
and to determine the amount of the charge, subject to the limitations set
out in subsection 6."
Paragraph 10 of the section goes on to state that the rules may provide for exemptions,
phasing in and/or indexing of D.C.s.
Subsection 5 (6) establishes the following restrictions on the rules:
- the total of all D.C.s that would be imposed on anticipated development must
not exceed the capital costs determined under subsection 5 (1) 2-7 for all
services involved;
- if the rules expressly identify a type of development, they must not provide for
it to pay D.C.s that exceed the capital costs that arise from the increase in the
need for service for that type of development; however, this requirement does
not relate to any particular development; and
- if the rules provide for a type of development to have a lower D.C. than is
allowed, the rules for determining D.C.s may not provide for any resulting
shortfall to be made up via other development.
With respect to "the rules," section 6 states that a D.C. by-law must expressly address
the matters referred to above re subsection 5 (1) paragraphs 9 and 10, as well as how
the rules apply to the redevelopment of land.
The rules provided give consideration for the recent changes to the D.C.A. resulting
from Bills 197, 213, 109, 23, 97, 134, 185, and 17. However, these policies are
provided for Council's consideration and may be refined prior to adoption of the by-law.
Watson & Associates Economists Ltd.
PAGE 7-2
7.2 D.C. By-law Structure
It is recommended that:
- The City uses a uniform City-wide D.C. calculation for Fire Protection Services
(City-Wide), Parks and Recreation Services, Library Services, Paramedic
Services, Public Health Services, Services Related to a Highway, and Growth-
Related Studies. Area-specific D.C. calculations are to be used for Police
Services, Transit Services, Fire Protection Services (Rural), Water Treatment
Services, Water Distribution Services, Wastewater Treatment Services, and
Wastewater Collection Services in the areas to which the services apply; and
- one municipal D.C. by-law be used for all services.
7.3 D.C. By-law Rules
The following sets out the recommended rules governing the calculation, payment and
collection of D.C.s in accordance with subsection 6 of the D.C.A.
7.3.1 Payment in any Particular Case
In accordance with the D.C.A., s.2 (2), a D.C. be calculated, payable and collected
where the development requires one or more of the following:
(a) the passing of a zoning by-law or of an amendment to a zoning by-law under
section 34 of the Planning Act;
(b) the approval of a minor variance under section 45 of the Planning Act;
(c) a conveyance of land to which a by-law passed under subsection 50 (7) of the
Planning Act applies;
(d) the approval of a plan of subdivision under section 51 of the Planning Act;
(e) a consent under section 53 of the Planning Act;
(f) the approval of a description under section 9 of the Condominium Act, 1998;
or
(g) the issuing of a permit under the Building Code Act, 1992 in relation to a
building or structure.
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7.3.2 Determination of the Amount of the Charge
The following conventions be adopted:
1) Costs allocated to residential uses will be assigned to different types of residential
units based on the average occupancy for each housing type constructed during the
previous 25-year period. Costs allocated to non-residential uses will be assigned
based on the amount of square feet of G.F.A. constructed for eligible uses (i.e.,
primary, industrial, commercial, and institutional).
2) Costs allocated to residential and non-residential uses are based upon a number of
conventions, as may be suited to each municipal circumstance, as follows:
- For Parks and Recreation Services, Library Services, and Public Health
Services, a 5% non-residential attribution has been made to recognize use by
the non-residential sector over the 10-year forecast period;
- For Services Related to a Highway, an 84% residential and 16% non-
residential attribution has been made based on a population vs. employment
growth ratio over the 26-year forecast period;
- For Paramedic Services, an 84% residential and 16% non-residential
attribution has been made based on a population vs. employment growth ratio
over the 20-year forecast period;
- For Transit Services and Police Services, an 87% residential and 13% non-
residential attribution has been made based on a population vs. employment
growth ratio over the 10-year forecast period;
- For Municipal By-law Enforcement, an 86% residential and 14% non-
residential attribution has been made based on a population vs. employment
growth ratio over the 10-year forecast period;
- For Wastewater Collection Services a 81% residential and 19% non-
residential attribution has been made based on a population vs. employment
growth ratio over the buildout forecast period;
- For Wastewater Treatment Services, Water Treatment Services, and Water
Distribution Services a 82% residential and 18% non-residential attribution
has been made based on a population vs. employment growth ratio over the
buildout forecast period;
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- For Fire Protection Services (City-Wide) an 85% residential and 15% non-
residential attribution has been made based on a population vs. employment
growth ratio over the 15-year forecast period;
- For Fire Protection Services (Rural) an 88% residential and 12% non-
residential attribution has been made based on a population vs. employment
growth ratio over the 15-year forecast period;
- For Growth-Related Studies, an 83% residential and 17% non-residential
attribution has been made based on the allocations summarized in Table 5-5.
7.3.3 Application to Redevelopment of Land (Demolition and
Conversion)
If a development involves the demolition and replacement of a building or structure on
the same site, or the conversion from one principal use to another, the developer shall
be allowed a credit equivalent to:
- the number of dwelling units demolished/converted multiplied by the applicable
residential D.C. in place at the time the D.C. is payable; and/or
- the G.F.A. of the building demolished/converted multiplied by the current non-
residential D.C. in place at the time the D.C. is payable.
The demolition credit is allowed only if the land was improved by occupied structures,
and if the demolition permit related to the site was issued less than three years 60
months (5 years) prior to the issuance of a building permit.
The credit can, in no case, exceed the amount of D.C.s that would otherwise be
payable.
7.3.4 Exemptions (full or partial)
Statutory
- The municipality or local board thereof;
- A board of education;
- Industrial additions of up to and including 50% of the existing G.F.A. of the
building - for industrial additions which exceed 50% of the existing G.F.A., only
the portion of the addition in excess of 50% is subject to D.C.s. Exemptions will
only apply to 50% of the G.F.A. prior to the first expansion for which there was an
exemption to the payment of D.C.s.
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- An enlargement to an existing dwelling unit;
- Additional units in existing and new residential buildings:
o May add up to two apartments for a single detached, semi-detached or
row house (only one unit can be in an ancillary structure)
o One additional unit or 1% of the units in an existing rental residential
building with four or more residential units
- Affordable Units, Attainable Units, and Inclusionary Zoning Units;
- Non-Profit Housing;
- Universities; and
- Long-Term Care.
Non-Statutory
- a place of worship, non-profit hospice, public hospital, cemetery, burial site or
crematorium, as defined in the Assessment Act
- an agricultural building or structure
- a park model trailer
- Temporary buildings or structures
For the purposes of funding the D.C. exemptions for agricultural development, the
charge amounts are presented in Table 7-1 below for the respective development areas
reflective of the lower density of development.
Table 7-1
Agricultural Development Charge
7.3.5 Transition
The by-law will come into effect on January 1, 2026. No additional transition measures
are proposed.
Description
Agricutural
Development (per
sq.m. of G.F.A.)
Urban - Lindsay
48.97
Urban - NWT
43.33
Urban - Other
47.08
Rural - Ops
17.36
Rural - Other
15.95
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7.3.6 Timing of Collection
The D.C.s for all services and classes are payable upon issuance of a building permit
for each dwelling unit, building, or structure, subject to early or late payment
agreements entered into by the ship and an owner under s. 27 of the D.C.A.
Rental housing and institutional developments will pay D.C.s in six equal annual
payments commencing at occupancy. Moreover, the D.C. amount for all developments
occurring within two (2) years of a Site Plan or Zoning By-law Amendment planning
approval (for applications submitted and approved after January 1, 2020, and before
June 5, 2024), shall be determined based on the D.C. in effect on the day of the
applicable Site Plan or Zoning By-law Amendment application. The D.C. amount for all
developments occurring within eighteen (18) months of a Site Plan or Zoning By-law
Amendment planning approval (for applications received on or after January 1, 2020,
that had not received approval prior to June 6, 2024), shall be determined based on the
D.C. in effect on the day of the applicable Site Plan or Zoning By-law Amendment
application.
Installment payments and payments determined at the time of Site Plan or Zoning By-
law Amendment application may be subject to annual interest charges. The maximum
interest rate the Municipality can impose is the average prime rate plus 1% as defined in
s.s. 26.3 (1) of the Act.
7.3.7 Indexing
Indexing of the D.C.s shall be implemented on a mandatory basis annually on January
1st each year, commencing on January 1, 2026, in accordance with the Statistics
Canada Quarterly, Non-Residential Building Construction Price Index (Table 18-10-
0135-01)1 for the most recent 3rd quarter year-over-year change.
1 O. Reg. 82/98 referenced "The Statistics Canada Quarterly, Construction Price
Statistics, catalogue number 62-007" as the index source. Since implementation,
Statistics Canada has modified this index twice and the above-noted index is the most
current. The draft by-law provided herein refers to O. Reg. 82/98 to ensure traceability
should this index continue to be modified over time.
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7.3.8 D.C Spatial Applicability
The D.C.A. historically has provided the opportunity for a municipality to impose
municipal-wide charges or area specific charges. Sections 2 (7) and 2 (8) of the D.C.A.
provide that a D.C. by-law may apply to the entire municipality or only part of it and
more than one D.C. by-law may apply to the same area. The D.C.A. now requires
municipalities to consider the application of municipal-wide and area-specific D.C.s.
s.10 (2) (c.1) requires Council to consider the use of more than one D.C. by-law to
reflect different needs from services in different areas. Most municipalities in Ontario
have established uniform, municipal-wide D.C.s. When area-specific charges are used,
it is generally to underpin master servicing and front-end financing arrangements for
more localized capital costs.
The City is proposing to maintain its current approach of imposing City-wide and area-
specific D.C.s as follows:
- City-wide services:
o Parks and recreation services
o Library services
o Municipal by-law enforcement services
o Growth-related studies
o Fire protection services
o Paramedic services
o Public health services
- Area-Specific Services
o Police services
o Transit services
o Fire protection services
o Water treatment services;
o Water distribution services;
o Wastewater treatment services; and
o Wastewater collection services.
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7.4 Other D.C. By-law Provisions
It is recommended that:
7.4.1 Categories of Services for Reserve Fund and Credit Purposes
It is recommended that the Municipality's D.C. collections be contributed into 15
separate reserve funds, including:
- Fire Protection Services (City-Wide);
- Fire Protection Services (Rural);
- Police Services;
- Services Related to a Highway;
- Transit Services;
- Parks and Recreation Services;
- Library Services;
- Municipal By-law Enforcement;
- Paramedic Services;
- Public Health Services;
- Wastewater Treatment Services;
- Wastewater Collection Services;
- Water Treatment Services;
- Water Distribution Services; and
- Growth-Related Studies.
7.4.2 By-law In-force Date
The by-law will come into force on January 1, 2026.
7.4.3 Minimum Interest Rate Paid on Refunds and Charged for Inter-
Reserve Fund Borrowing
The minimum interest rate is the Bank of Canada rate on the day on which the by-law
come into force (as per s.11 of O. Reg. 82/98).
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7.5 Other Recommendations
It is recommended that Council:
"Approve the capital project listing set out in Chapter 5 of the D.C. Background
Study dated September 17, 2025, as amended on November 7, 2025, subject to
further annual review during the capital budget process".
"Approve the D.C. Background Study dated September 17, 2025, as amended
on November 7, 2025."
"Determine that no further public meeting is required." And
"Approve the D.C. By-law as set out in Appendix E, as amended".
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Chapter 8
Asset Management Plan
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8. Asset Management Plan
8.1 Introduction
The D.C.A. (new section 10(c.2)) requires that the background study must include an
Asset Management Plan (A.M.P) related to new infrastructure. Section 10 (3) of the
D.C.A. provides:
The A.M.P. shall,
a) deal with all assets whose capital costs are proposed to be funded under
the development charge by-law;
b) demonstrate that all the assets mentioned in clause (a) are financially
sustainable over their full life cycle;
c) contain any other information that is prescribed; and
d) be prepared in the prescribed manner.
At a broad level, the A.M.P. provides for the long-term investment in an asset over its
entire useful life along with the funding. The schematic below identifies the costs for an
asset through its entire lifecycle. For growth-related works, the majority of capital costs
will be funded by the D.C. Non-growth-related expenditures will then be funded from
non-D.C. revenues as noted below. During the useful life of the asset, there will be
minor maintenance costs to extend the life of the asset along with additional program
related expenditures to provide the full services to the residents. At the end of the life of
the asset, it will be replaced by non-D.C. financing sources.
The Province's Infrastructure for Jobs and Prosperity Act, 2015 (IJPA) was proclaimed
on May 1, 2016. This legislation detailed principles for evidence-based and sustainable
long-term infrastructure planning. The IJPA also gave the Province the authority to
guide municipal asset management planning by way of regulation. In late 2017, the
Province introduced O. Reg. 588/17 under the IJPA. The intent of O. Reg. 588/17 is to
establish standard content for municipal asset management plans. Specifically, the
regulations require that asset management plans be developed that define the current
levels of service, identify the lifecycle activities that would be undertaken to achieve
these levels of service, and provide a financial strategy to support the levels of service
and lifecycle activities. The requirements of O. Reg. 588/17 generally align with
previous provincial AMP requirements, as follows:
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State of local infrastructure: asset types, quantities, age, condition, financial
accounting valuation and replacement cost valuation.
Desired levels of service: defines levels of service through performance measures
and discusses any external trends or issues that may affect expected levels of service
or the municipality's ability to meet them (for example, new accessibility standards,
climate change impacts).
Asset management strategy: the asset management strategy is the set of planned
actions that will seek to generate the desired levels of service in a sustainable way,
while managing risk, at the lowest lifecycle cost.
Financing strategy: having a financial plan is critical for putting an A.M.P. into action.
By having a strong financial plan, municipalities can also demonstrate that they have
made a concerted effort to integrate the A.M.P. with financial planning and municipal
budgeting and are making full use of all available infrastructure financing tools.
Purchase
Install
Commission
Operate
Maintain
Monitor
(Throughout Life
of Assets)
(To End of
Useful Life)
Removal/Decommission
Disposal
New Assets
Replacement Assets
Reserves/Reserve Funds
Debentures
User Fees
Grants
Other
Proceeds on Disposal
Funding of Disposal /
Decommissioning Costs
Operating Budget
Financing Methods
Purchase
Install
Commission
Operate
Maintain
Monitor
(Throughout Life
of Assets)
(To End of
Useful Life)
Removal/Decommission
Disposal
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The asset management requirement for this D.C. Background Study has been
undertaken independently of any Municipality A.M.P.s.
8.2 Non-Transit Services Asset Management Plan
In recognition to the schematic in Section 8.1, the following table has been developed to
provide the annualized expenditures and revenues associated with new growth. Note
that the D.C.A. does not require an analysis of the non-D.C. capital needs or their
associated operating costs so these are omitted from the table below. Furthermore, as
only the present infrastructure gap has been considered at this time within the A.M.P.,
the following does not represent a fiscal impact assessment (including future tax/rate
increases) but provides insight into the potential affordability of the new assets:
1. The non-D.C. recoverable portion of the projects which will require financing from
City financial resources (i.e., taxation, rates, fees, etc.). This amount has been
presented on an annual debt charge amount based on 30-year financing.
2. Lifecycle costs for the 2025 D.C. capital works have been presented based on a
sinking fund basis. The assets have been considered over their estimated useful
lives.
3. Incremental operating costs for the D.C. services (only) have been included.
4. The resultant total annualized expenditures are $98.8 million. Of this total, $24.4
million relates the annual debt payment costs for benefit to existing development
of growth-related needs.
5. Consideration was given to the potential new taxation and user fee revenues
which will be generated as a result of new growth. These revenues will be
available to finance the expenditures above. The new operating revenues are
$76.2 million. This amount, totalled with the existing operating revenues of
$300.6 million, provides annual revenues of $376.8 million by the end of the
period.
6. In consideration of the above, the capital plan is deemed to be financially
sustainable.
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Table 8-1
Asset Management - Future Expenditures and Associated Revenues (2025$)
8.3 Transit Services
With respect to the D.C.A. requirements for an asset management plan for transit
services, Ontario Regulation 82/98 (as amended) provides that:
the asset management plan referred to in clause 10 (2) (c.2) of the Act
shall include the information in respect of those services set out in the
following provisions of Ontario Regulation 588/17 (Asset Management
Planning for Municipal Infrastructure) made under the Infrastructure for
Jobs and Prosperity Act, 2015:
1. Paragraphs 1, 2 and 3 of subsection 5 (2).
Asset Management - Future Expenditures
and Associated Revenues
2051 (Total)
Expenditures (Annualized)
Annual Debt Payment on Non-Growth
Related Capital1
24,387,060
Annual Debt Payment on Post Period
Capital2
574,696
Lifecycle:
Annual Lifecycle - City-wide Services
16,919,490
Annual Lifecycle - Area-specific Services3
25,594,692
Sub-Total - Annual Lifecycle
$42,514,181
Incremental Operating Costs
(for D.C. Services)
$31,362,451
Total Expenditures
$98,838,389
Revenue (Annualized)
Total Existing Revenue4
$300,603,737
Incremental Tax and Non-Tax Revenue (User
Fees, Fines, Licences, etc.)
$76,243,717
Total Revenues
$376,847,454
4 As per Sch. 10 of FIR
3 All infastructure costs included in Area Specifc by-laws have been
included
1 Non-Growth Related component of Projects
2 Interim Debt Financing for Post Period Benefit
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2. Paragraph 5 of subsection 5 (2), if that paragraph were read without
reference to subparagraph ii.
3. Paragraph 6 of subsection 5 (2), if that paragraph were read without
reference to subparagraph vi.
4. Subsection 5 (3).
5. Paragraphs 1 to 7 of subsection 6 (1). O. Reg. 589/17, s. 1.
The City has prepared an Asset Management Plan dated, June 16, 2025 in accordance
with the requirements outlined in O. Reg. 588.17 in includes all transit facility and fleet
assets. The Asset Management Plan is attached as appendix F to this report.
However, the City's asset management plan does not address the impacts of additional
growth-related transit infrastructure, and as such, the impacts on the financial strategy
of the additional transit infrastructure must be considered.
The City's Asset Management Plan for tax supported services includes $811.5 million
over the 2026 to 2035 forecast period. The D.C. eligible costs for Transit Services
identified in section 5.6.2 are $4.1 million, or 0.5% of the total 10-year state of good
repair capital needs. Based on the foregoing, these additional costs which are
anticipated to be funded through D.C. revenues, will not have a meaningful impact on
the financial plan presented in the Asset Management Plan in Appendix F.
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Chapter 9
By-law Implementation
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9. By-law Implementation
9.1 Public Consultation Process
9.1.1 Introduction
This chapter addresses the mandatory, formal public consultation process (section
9.1.2), as well as the optional, informal consultation process (section 9.1.3). The latter
is designed to seek the co-operation and participation of those involved, in order to
produce the most suitable policy. Section 9.2 addresses the anticipated impact of the
D.C. on development from a generic viewpoint.
9.1.2 Public Meeting of Council
Section 12 of the D.C.A. indicates that before passing a D.C. by-law, Council must hold
at least one public meeting, giving at least 20 clear days' notice thereof, in accordance
with the Regulation. Council must also ensure that the proposed by-law and
background report are made available to the public at least two weeks prior to the (first)
meeting.
Any person who attends such a meeting may make representations related to the
proposed by-law.
If a proposed by-law is changed following such a meeting, Council must determine
whether a further meeting (under this section) is necessary (i.e., if the proposed by-law
which is proposed for adoption has been changed in any respect, Council should
formally consider whether an additional public meeting is required, incorporating this
determination as part of the final by-law or associated resolution). It is noted that
Council's decision, once made, is final and not subject to review by a Court or the OLT.
9.1.3 Other Consultation Activity
There are three broad groupings of the public who are generally the most concerned
with a municipal D.C. policy:
1. The first grouping is the residential development community, consisting of land
developers and builders, who are typically responsible for generating the majority
of the D.C. revenues. Others, such as realtors, are directly impacted by D.C.
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policy. They are, therefore, potentially interested in all aspects of the charge,
particularly the quantum by unit type, projects to be funded by the D.C. and the
timing thereof, and municipal policy with respect to development agreements,
D.C. credits and front-ending requirements.
2. The second public grouping embraces the public at large and includes taxpayer
coalition groups and others interested in public policy.
3. The third grouping is the industrial/commercial/institutional/primary development
sector, consisting of land developers and major owners or organizations with
significant construction plans, such as hotels, entertainment complexes,
shopping centres, offices, industrial buildings, institutional buildings, and
buildings on agricultural lands. Also involved are organizations such as Industry
Associations, the Chamber of Commerce, the Board of Trade and the Economic
Development Agencies, who are all potentially interested in a municipality's D.C.
policy. Their primary concern is frequently with the quantum of the charge, gross
floor area exclusions such as basements, mechanical or indoor parking areas, or
exemptions and phase-in or capping provisions in order to moderate the impact.
9.2 Anticipated Impact of the Charge on Development
The establishment of sound D.C. policy often requires the achievement of an
acceptable balance between two competing realities. The first is that high non-
residential D.C.s can, to some degree, represent a barrier to increased economic
activity and sustained industrial/commercial growth, particularly for capital intensive
uses. Also, in many cases, increased residential D.C.s can ultimately be expected to be
recovered via housing prices and can impact project feasibility in some cases (e.g.,
rental apartments).
On the other hand, D.C.s or other municipal capital funding sources need to be obtained
in order to help ensure that the necessary infrastructure and amenities are installed.
The timely installation of such works is a key initiative in providing adequate service
levels and in facilitating strong economic growth, investment, and wealth generation.
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9.3 Implementation Requirements
9.3.1 Introduction
Once the Municipality has calculated the charge, prepared the complete background
study, carried out the public process and passed a new by-law, the emphasis shifts to
implementation matters. These include notices, potential appeals and complaints,
credits, front-ending agreements, subdivision agreement conditions and finally the
collection of revenues and funding of projects.
The sections that follow present an overview of the requirements in each case.
9.3.2 Notice of Passage
In accordance with section 13 of the D.C.A., when a D.C. by-law is passed, the
Municipality's Clerk shall give written notice of the passing and of the last day for
appealing the by-law (the day that is 40 days after the day it was passed). Such notice
must be given no later than 20 days after the day the by-law is passed (i.e., as of the
day of newspaper publication or the mailing of the notice).
Section 10 of O. Reg. 82/98 further defines the notice requirements which are
summarized as follows:
- notice may be given by publication in a newspaper which is (in the Clerk's
opinion) of sufficient circulation to give the public reasonable notice, or by
personal service, fax, or mail to every owner of land in the area to which the
by-law relates;
- subsection 10 (4) lists the persons/organizations who must be given notice;
and
- subsection 10 (5) lists the eight items that the notice must cover.
9.3.3 By-law Pamphlet
In addition to the "notice" information, the Municipality must prepare a "pamphlet"
explaining each D.C. by-law in force, setting out:
- a description of the general purpose of the D.C.s;
- the "rules" for determining if a charge is payable in a particular case and for
determining the amount of the charge;
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- the services to which the D.C.s relate; and
- a description of the general purpose of the Treasurer's statement and where it
may be received by the public.
Where a by-law is not appealed to the OLT, the pamphlet must be readied within 60
days after the by-law comes into force. Later dates apply to appealed by-laws.
The Municipality must give one copy of the most recent pamphlet without charge to any
person who requests one.
9.3.4 Appeals
Sections 13 to 19 of the D.C.A. set out the requirements relative to making and
processing a D.C. by-law appeal and OLT hearing in response to an appeal. Any
person or organization may appeal a D.C. by-law to the OLT by filing a notice of appeal
with the Municipality Clerk, setting out the objection to the by-law and the reasons
supporting the objection. This must be done by the last day for appealing the by-law,
which is 40 days after the by-law is passed.
The Municipality is conducting a public consultation process in order to address the
issues that come forward as part of that process, thereby avoiding or reducing the need
for an appeal to be made.
9.3.5 Complaints
A person required to pay a D.C., or his agent, may complain to the Municipality Council
imposing the charge that:
- the amount of the charge was incorrectly determined;
- the reduction to be used against the D.C. was incorrectly determined; or
- there was an error in the application of the D.C.
Sections 20 to 25 of the D.C.A. set out the requirements that exist, including the fact
that a complaint may not be made later than 90 days after a D.C. (or any part of it) is
payable. A complainant may appeal the decision of Municipality Council to the OLT.
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9.3.6 Credits
Sections 38 to 41 of the D.C.A. set out a number of credit requirements, which apply
where a municipality agrees to allow a person to perform work in the future that relates
to a service in the D.C. by-law.
These credits would be used to reduce the amount of D.C.s to be paid. The value of
the credit is limited to the reasonable cost of the work, which does not exceed the
average level of service. The credit applies only to the service to which the work relates
unless the municipality agrees to expand the credit to other services for which a D.C. is
payable.
9.3.7 Front-Ending Agreements
The Municipality and one or more landowners may enter into a front-ending agreement
that provides for the costs of a project that will benefit an area in the Municipality to
which the D.C. by-law applies. Such an agreement can provide for the costs to be
borne by one or more parties to the agreement who are, in turn, reimbursed in future by
persons who develop land defined in the agreement.
Part III of the D.C.A. (sections 44 to 58) addresses front-ending agreements and
removes some of the obstacles to their use which were contained in the Development
Charges Act, 1989. Accordingly, the Municipality assesses whether this mechanism is
appropriate for its use, as part of funding projects prior to Municipality funds being
available.
9.3.8 Severance and Subdivision Agreement Conditions
Section 59 of the D.C.A. prevents a municipality from imposing directly or indirectly, a
charge related to development or a requirement to construct a service related to
development, by way of a condition or agreement under section 51 or section 53 of the
Planning Act, except for:
- "local services, related to a plan of subdivision or within the area to which the
plan relates, to be installed or paid for by the owner as a condition of approval
under section 51 of the Planning Act;" and
- "local services to be installed or paid for by the owner as a condition of
approval under section 53 of the Planning Act."
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It is also noted that subsection 59 (4) of the D.C.A. requires that the municipal approval
authority for a draft plan of subdivision under subsection 51 (31) of the Planning Act,
use its power to impose conditions to ensure that the first purchaser of newly subdivided
land is informed of all the D.C.s related to the development, at the time the land is
transferred.
In this regard, if the municipality in question is a commenting agency, in order to comply
with subsection 59 (4) of the D.C.A. it would need to provide to the approval authority
information regarding the applicable municipal D.C.s related to the site.
If the Municipality is an approval authority for the purposes of section 51 of the Planning
Act, it would be responsible to ensure that it collects information from all entities that
can impose a D.C.
The most effective way to ensure that purchasers are aware of this condition would be
to require it as a provision in a registered subdivision agreement, so that any purchaser
of the property would be aware of the charges at the time the title was searched prior to
closing a transaction conveying the lands.
Appendices
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Appendix A
Background Information on
Residential and Non-
Residential Growth Forecast
Watson & Associates Economists Ltd.
PAGE A-2
Schedule 1
City of Kawartha Lakes
Residential Growth Forecast Summary
[1] Population includes the Census undercount estimated at approximately 4.0% and has been rounded.
[2] Includes townhouses and apartments in duplexes.
[3] Includes bachelor, 1-bedroom, and 2-bedroom+ apartment units.
Notes:
-
Build-out refers to the City's urban area, and has been assessed for designated urban lands, including lands subject to Minister's Zoning Orders
(MZOs), and servicing capacity.
-
Numbers may not add due to rounding.
Source: Derived from 2025 Growth Management Strategy Report and 2025 Water and Wastewater Servicing and Capacity Master Plan by Watson &
Associates Economists Ltd.
Permanent
Population[1]
Institutional
Population
Permanent
Population
Excluding
Institutional[1]
Seasonal
Population
Total Permanent
and Seasonal
Population
Singles &
Semi-
Detached
Singles & Semi
Detached Family
With Conversions
Multiples[2]
Apartments[3]
Other
Total
Households
Total w/
Conversions
Seasonal
Households
Total Households
w/ Conversions
Including Seasonal
Equivalent
Institutional
Households
Mid 2011
75,911
73,214
1,764
71,450
27,375
100,589
25,470
25,470
1,215
2,820
176
29,681
29,681
7,480
37,161
1,604
2.467
2.707
Mid 2016
78,201
75,423
2,048
73,375
26,855
102,278
26,515
26,515
1,495
2,765
325
31,100
31,100
7,338
38,438
1,862
2.425
2.661
Mid 2021
82,166
79,247
2,017
77,230
30,150
109,397
27,955
27,955
1,495
2,950
310
32,710
32,710
8,238
40,948
1,834
2.423
2.672
Mid 2025
85,850
82,796
2,132
80,664
31,175
113,971
29,198
29,294
1,664
3,580
310
34,752
34,848
8,518
43,366
1,938
2.382
2.628
Mid 2035
103,700
100,020
2,305
97,715
33,740
133,760
34,000
34,328
3,870
4,880
310
43,060
43,388
9,218
52,606
2,095
2.323
2.543
Mid 2040
112,300
108,310
2,392
105,918
35,020
143,330
35,760
36,198
4,940
5,800
310
46,810
47,248
9,568
56,816
2,175
2.314
2.523
Mid 2045
120,600
116,320
2,483
113,837
36,300
152,620
37,150
37,698
6,010
6,810
310
50,280
50,828
9,918
60,746
2,257
2.313
2.512
Mid 2051
130,000
125,380
2,591
122,789
37,835
163,215
38,470
39,150
7,330
8,210
310
54,320
55,000
10,338
65,338
2,355
2.308
2.498
Buildout
150,300
145,000
2,664
142,336
40,880
185,880
42,670
43,620
9,890
10,310
310
63,180
64,130
11,170
75,300
2,422
2.295
2.469
Mid 2011 - Mid 2016
2,290
2,209
284
1,925
-520
1,689
1,045
1,045
280
-55
149
1,419
1,419
-142
1,277
258
Mid 2016 - Mid 2021
3,965
3,824
-31
3,855
3,295
7,119
1,440
1,440
0
185
-15
1,610
1,610
900
2,510
-28
Mid 2021 - Mid 2025
3,684
3,549
115
3,434
1,025
4,574
1,243
1,339
169
630
0
2,042
2,138
280
2,418
104
Mid 2025 - Mid 2035
17,850
17,224
173
17,051
2,565
19,789
4,802
5,034
2,206
1,300
0
8,308
8,540
700
9,240
157
Mid 2025 - Mid 2040
26,450
25,514
260
25,254
3,845
29,359
6,562
6,904
3,276
2,220
0
12,058
12,400
1,050
13,450
237
Mid 2025 - Mid 2045
34,750
33,524
351
33,173
5,125
38,649
7,952
8,404
4,346
3,230
0
15,528
15,980
1,400
17,380
319
Mid 2025 - Mid 2051
44,150
42,584
459
42,125
6,660
49,244
9,272
9,856
5,666
4,630
0
19,568
20,152
1,820
21,972
417
Mid 2025 - Buildout
64,450
62,204
532
61,672
9,705
71,909
13,472
14,326
8,226
6,730
0
28,428
29,282
2,652
31,934
484
Forecast
Incremental
Year
Historical
Excluding Census Undercount
Permanent
Person Per
Unit (P.P.U.)
Permanent +
100%
Seasonal
Person Per
Unit (P.P.U.)
Permanent
Population
(Including
Census
Undercount)
Housing Units
Watson & Associates Economists Ltd.
PAGE A-3
Schedule 2
City of Kawartha Lakes
Estimate of the Anticipated Amount, Type and Location of Development for Which Development Charges Can Be Imposed
1 Includes townhomes and apartments in duplexes.
2 Includes bachelor, 1-bedroom and 2-bedroom+ apartments.
Note: Numbers may not add to totals due to rounding.
Source: Derived from 2025 Growth Management Strategy and 2025 Water and Wastewater Servicing and Capacity Master Plan by
Watson & Associates Economists Ltd.
2025-2035
2,498.00
866.00
1,066.00
4,430.00
4,430.00
2025 - 2040
2,854.00
1,482.00
1,755.00
6,091.00
6,091.00
2025-2045
3,459.00
1,967.00
2,553.00
7,979.00
7,979.00
2025 - 2051
3,901.00
2,763.00
3,733.00
10,397.00
10,397.00
2025 - Buildout
5,014.00
3,538.00
4,997.00
13,549.00
13,549.00
2025-2035
421.00
729.00
134.00
1,284.00
1,284.00
2025 - 2040
1,005.00
709.00
178.00
1,892.00
1,892.00
2025-2045
1,218.00
940.00
259.00
2,417.00
2,417.00
2025 - 2051
1,539.00
998.00
284.00
2,821.00
2,821.00
2025 - Buildout
4,013.00
2,508.00
1,035.00
7,556.00
7,556.00
2025-2035
463.00
410.00
30.00
903.00
903.00
2025 - 2040
511.00
524.00
116.00
1,151.00
1,151.00
2025-2045
619.00
695.00
169.00
1,483.00
1,483.00
2025 - 2051
718.00
946.00
256.00
1,920.00
1,920.00
2025 - Buildout
841.00
1,109.00
300.00
2,250.00
2,250.00
2025-2035
389.00
57.00
22.00
468.00
468.00
2025 - 2040
592.00
239.00
57.00
888.00
888.00
2025-2045
717.00
317.00
83.00
1,117.00
1,117.00
2025 - 2051
834.00
412.00
157.00
1,403.00
1,403.00
2025 - Buildout
844.00
417.00
159.00
1,420.00
1,420.00
2025-2035
444.00
97.00
35.00
576.00
576.00
2025 - 2040
735.00
260.00
92.00
1,087.00
1,087.00
2025-2045
891.00
345.00
134.00
1,370.00
1,370.00
2025 - 2051
1,074.00
451.00
160.00
1,685.00
1,685.00
2025 - Buildout
1,281.00
538.00
191.00
2,010.00
2,010.00
2025-2035
39.00
47.00
13.00
99.00
99.00
2025 - 2040
118.00
62.00
22.00
202.00
202.00
2025-2045
142.00
82.00
32.00
256.00
256.00
2025 - 2051
151.00
96.00
40.00
287.00
287.00
2025 - Buildout
182.00
116.00
48.00
346.00
346.00
2025-2035
72.00
-
-
72.00
72.00
2025 - 2040
98.00
-
-
98.00
98.00
2025-2045
119.00
-
-
119.00
119.00
2025 - 2051
139.00
-
-
139.00
139.00
2025 - Buildout
171.00
171.00
171.00
2025-2035
24.00
-
-
24.00
24.00
2025 - 2040
33.00
-
-
33.00
33.00
2025-2045
40.00
-
-
40.00
40.00
2025 - 2051
46.00
-
-
46.00
46.00
2025 - Buildout
91.00
91.00
91.00
2025-2035
452.00
-
-
452.00
1,384.00
2025 - 2040
616.00
-
-
616.00
2,008.00
2025-2045
747.00
-
-
747.00
2,599.00
2025 - 2051
870.00
-
-
870.00
3,274.00
2025 - Buildout
1,035.00
1,035.00
4,541.00
2025-2035
4,802
2,206
1,300
8,308
9,240
2025 - 2040
6,562
3,276
2,220
12,058
13,450
2025-2045
7,952
4,346
3,230
15,528
17,380
2025 - 2051
9,272
5,666
4,630
19,568
21,972
2025 - Buildout
13,472
8,226
6,730
28,428
31,934
Omemee
City of Kawartha Lakes
Fenelon Falls
Bobcaygeon
Lindsay M.Z.O. Flato
Lindsay M.Z.O. Bromont
Lindsay (Existing Urban
Boundary incl. NW Trunk
Area)
Unserviced
Development
Location
Timing
Multiples1
Singles & Semi-
Detached
Total Units Including
Gross Seasonal
Total Residential Units
Unadjusted for
Conversions
Apartments2
Other Water Serviced
Other Sewer Serviced
Watson & Associates Economists Ltd.
PAGE A-4
Schedule 2 (Cont'd)
City of Kawartha Lakes
Estimate of the Anticipated Amount, Type and Location of Development for Which Development Charges Can Be Imposed
[1] Includes townhomes and apartments in duplexes.
[2] Includes bachelor, 1-bedroom and 2-bedroom+ apartments.
Note: Numbers may not add to totals due to rounding.
Source: Derived from 2025 Growth Management Strategy and 2025 Water and Wastewater Servicing and Capacity Master Plan by
Watson & Associates Economists Ltd.
9,640.00
(440.00)
9,200.00
110.00
-
-
9,310.00
9,310.00
-
9,310.00
9,310.00
12,741.00
(287.00)
12,454.00
167.00
-
-
12,621.00
12,621.00
-
12,621.00
12,621.00
16,391.00
70.00
16,461.00
223.00
-
-
16,684.00
16,684.00
-
16,684.00
16,684.00
20,778.00
499.00
21,277.00
294.00
-
-
21,571.00
21,571.00
-
21,571.00
21,571.00
26,971.00
908.00
27,879.00
340.00
-
-
28,219.00
28,219.00
-
28,219.00
28,219.00
2,669.00
-
2,669.00
2,669.00
2,669.00
2,669.00
2,669.00
4,198.00
-
4,198.00
4,198.00
4,198.00
4,198.00
4,198.00
5,305.00
-
5,305.00
5,305.00
5,305.00
5,305.00
5,305.00
6,278.00
-
6,278.00
6,278.00
6,278.00
6,278.00
6,278.00
16,623.00
-
16,623.00
16,623.00
16,623.00
16,623.00
16,623.00
2,017.00
-
2,017.00
2,017.00
2,017.00
2,017.00
2,017.00
2,484.00
-
2,484.00
2,484.00
2,484.00
2,484.00
2,484.00
3,165.00
-
3,165.00
3,165.00
3,165.00
3,165.00
3,165.00
4,026.00
-
4,026.00
4,026.00
4,026.00
4,026.00
4,026.00
4,718.00
-
4,718.00
4,718.00
4,718.00
4,718.00
4,718.00
1,142.00
(35.00)
1,107.00
12.00
1,119.00
1,119.00
1,119.00
1,119.00
2,062.00
(23.00)
2,039.00
18.00
2,057.00
2,057.00
2,057.00
2,057.00
2,571.00
6.00
2,577.00
25.00
2,602.00
2,602.00
2,602.00
2,602.00
3,161.00
39.00
3,200.00
32.00
3,232.00
3,232.00
3,232.00
3,232.00
3,199.00
72.00
3,271.00
37.00
3,308.00
3,308.00
3,308.00
3,308.00
1,378.00
(58.00)
1,320.00
12.00
1,332.00
1,332.00
1,332.00
1,332.00
2,521.00
(38.00)
2,483.00
18.00
2,501.00
2,501.00
2,501.00
2,501.00
3,146.00
9.00
3,155.00
25.00
3,180.00
3,180.00
3,180.00
3,180.00
3,857.00
66.00
3,923.00
32.00
3,955.00
3,955.00
3,955.00
3,955.00
4,601.00
120.00
4,721.00
37.00
4,758.00
4,758.00
4,758.00
4,758.00
209.00
(23.00)
186.00
9.00
195.00
195.00
195.00
195.00
454.00
(15.00)
439.00
13.00
452.00
452.00
452.00
452.00
569.00
4.00
573.00
18.00
591.00
591.00
591.00
591.00
630.00
26.00
656.00
23.00
679.00
679.00
679.00
679.00
760.00
48.00
808.00
27.00
835.00
835.00
835.00
835.00
185.00
(116.00)
69.00
7.00
76.00
76.00
76.00
76.00
252.00
(75.00)
177.00
10.00
187.00
187.00
187.00
187.00
306.00
19.00
325.00
14.00
339.00
339.00
339.00
339.00
358.00
132.00
490.00
18.00
508.00
508.00
508.00
508.00
440.00
239.00
679.00
21.00
700.00
700.00
700.00
700.00
62.00
(116.00)
(54.00)
9.00
(45.00)
(45.00)
(45.00)
(45.00)
85.00
(75.00)
10.00
13.00
23.00
23.00
23.00
23.00
103.00
19.00
122.00
18.00
140.00
140.00
140.00
140.00
118.00
132.00
250.00
23.00
273.00
273.00
273.00
273.00
234.00
239.00
473.00
27.00
500.00
500.00
500.00
500.00
1,163.00
(371.00)
792.00
14.00
1,281.00
2,562.00
2,087.00
3,368.00
(252.00)
1,835.00
3,116.00
1,585.00
(241.00)
1,344.00
21.00
1,922.00
3,843.00
3,287.00
5,208.00
(372.00)
2,915.00
4,836.00
1,922.00
60.00
1,982.00
28.00
2,563.00
5,125.00
4,573.00
7,135.00
(492.00)
4,081.00
6,643.00
2,238.00
421.00
2,659.00
37.00
3,331.00
6,661.00
6,027.00
9,357.00
(635.00)
5,392.00
8,722.00
2,662.00
765.00
3,427.00
43.00
4,854.00
9,707.00
8,324.00
13,177.00
(929.00)
7,395.00
12,248.00
18,465
(1,159)
17,306
173
1,281
2,562
18,760
20,041
(252)
18,508
19,789
26,382
(754)
25,628
260
1,922
3,843
27,810
29,731
(372)
27,438
29,359
33,478
187
33,665
351
2,563
5,125
36,579
39,141
(492)
36,087
38,649
41,444
1,315
42,759
459
3,331
6,661
46,549
49,879
(635)
45,914
49,244
60,208
2,391
62,599
532
4,854
9,707
67,985
72,838
(929)
67,056
71,909
Omemee
City of Kawartha Lakes
Fenelon Falls
Bobcaygeon
Lindsay M.Z.O. Flato
Lindsay M.Z.O. Bromont
Lindsay (Existing Urban
Boundary incl. NW Trunk
Area)
Unserviced
Development
Location
Gross Permanent
Population in New
Units
Existing Unit
Population Change
Permanent Net
Population Increase
50% Seasonal
Population Equivalent
Excluding Conversion
100% Seasonal
Population Equivalent
Excluding Conversion
Net Population
Increase (including
Institutional and
50% Seasonal
Population
Equivalent)
Including
Conversions
Net Population
Increase (including
Institutional and
100% Seasonal
Population
Equivalent) Including
Conversions
Institutional
Population
Other Water Serviced
Other Sewer Serviced
Net Population
Increase (including
Institutional and
50% Seasonal
Population Equivalent)
Excluding Conversions
Net Population
Increase (including
Institutional and
100% Seasonal
Population
Equivalent)
Excluding
Conversions
Population
Change From
Conversion of
Seasonal to
Permanent Units
Watson & Associates Economists Ltd.
PAGE A-5
Schedule 3
City of Kawartha Lakes
Current Year Growth Forecast
Mid 2021 to Mid 2025
Mid 2021 Population
109,397
Occupants of Permanent
Units (2)
2,042
New Housing Units,
multiplied by P.P.U. (3)
2.299
Mid 2021 to Mid 2025
gross population increase
4,695
4,695
Occupants of
Conversion Units (2)
96
Converted Units
multiplied by P.P.U. (3)
2.744
Mid 2021 to Mid 2025
gross population increase
263
263
Occupants of
Net Seasonal Units (2)
280
New Seasonal Units
multiplied by P.P.U. (3)
3.660
Mid 2021 to Mid 2025
gross population increase
1,025
1,025
Occupants of New
Units
104
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
Mid 2021 to Mid 2025
gross population increase
114
114
Total Units
2,418
Total gross population increase
6,097
Decline in Housing
Units (4)
32,710
Unit Occupancy,
multiplied by P.P.U. change rate (5)
-0.047
Mid 2021 to Mid 2025
total change in population
-1,523
-1,523
Population Estimate to Mid 2025
113,971
Net Population Increase, Mid 2021 to Mid 2025
4,574
(1)
2021 population based on Statistics Canada Census unadjusted for Census undercount.
(2)
(3)
Average number of persons per unit (P.P.U.) is assumed to be:
Singles & Semi Detached
2.744
61%
1.670
Multiples (6)
1.909
8%
0.158
Apartments (7)
1.526
31%
0.471
Total
100%
2.299
¹ Based on 2021 Census custom database
² Based on Building permit/completion acitivty
(4)
2021 households taken from StatsCan Census.
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and
changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Structural Type
Persons Per Unit¹
(P.P.U.)
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
Estimated residential units constructed, - to the beginning of the growth period assuming a six-month lag between construction and
occupancy.
Total Units (Permanent and
Seasonal)
Population
Watson & Associates Economists Ltd.
PAGE A-6
Schedule 4a
City of Kawartha Lakes
Growth Forecast to 2035
Mid-2025 to Mid-2035
Mid 2025 Population
113,971
Occupants of Permanent
Units (2)
8,308
New Housing Units,
multiplied by P.P.U. (3)
2.223
Mid 2025 to Mid 2035
gross population increase
18,465
18,465
Occupants of
Conversion Units (2)
232
Converted Units
multiplied by P.P.U. (3)
2.572
Mid 2025 to Mid 2035
gross population increase
597
597
Occupants of
Net Seasonal Units (2)
468
New Seasonal Units
multiplied by P.P.U. (3)
3.660
Mid 2025 to Mid 2035
gross population increase
1,713
1,713
Occupants of New
Units
157
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
Mid 2025 to Mid 2035
gross population increase
173
173
Total Units
9,008
Total gross population increase
20,948
Decline in Housing
Units (4)
34,752
Unit Occupancy,
multiplied by P.P.U. change rate (5)
-0.033
Mid 2025 to Mid 2035
total change in population
-1,159
-1,159
Population Estimate to Mid 2035
133,760
Net Population Increase, Mid 2025 to Mid 2035
19,789
(1)
Mid 2025 Population based on:
(2)
Based upon forecast building permits/completions assuming a lag between construction and occupancy.
(3)
Average number of persons per unit (ppu) is assumed to be:
Singles & Semi Detached
2.572
58%
1.487
Multiples (6)
1.907
27%
0.506
Apartments (7)
1.467
16%
0.229
one bedroom or less 1.170
two bedrooms or more 1.872
Total
100%
2.223
¹ Persons per unit based on adjusted Statistics Canada Custom 2021 Census database.
² Forecast unit mix based upon historical trends and housing units in the development process.
(4)
Mid 2025 households based upon 32,710 (2011 Census) + 2,042 (Mid 2011 to Mid 2025 unit estimate) = 34,752
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
2021 Population (109,397) + Mid 2021 to Mid 2025 estimated housing units to beginning of forecast period (2,042 x 2.3 = 4,695) +
(32,710 x -0.0466 = -1,523) + Seasonal population (280 x 3.66 = 1,025) + Conversions (96 x 2.3 = 263) = 113,971
Total Units (Permanent and
Seasonal)
Population
Structural Type
Persons Per Unit¹
(P.P.U.)
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
Watson & Associates Economists Ltd.
PAGE A-7
Schedule 4b
City of Kawartha Lakes
Growth Forecast to 2040
Mid-2025 to Mid-2040
Mid 2025 Population
113,971
Occupants of Permanent
Units (2)
12,058
New Housing Units,
multiplied by P.P.U. (3)
2.188
Mid 2025 to Mid 2040
gross population increase
26,382
26,382
Occupants of
Conversion Units (2)
342
Converted Units
multiplied by P.P.U. (3)
2.572
Mid 2025 to Mid 2040
gross population increase
880
880
Occupants of
Net Seasonal Units (2)
708
New Seasonal Units
multiplied by P.P.U. (3)
3.660
Mid 2025 to Mid 2040
gross population increase
2,591
2,591
Occupants of New
Units
237
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
Mid 2025 to Mid 2040
gross population increase
261
261
Total Units
13,108
Total gross population increase
30,114
Decline in Housing
Units (4)
34,752
Unit Occupancy,
multiplied by P.P.U. change rate (5)
-0.022
Mid 2025 to Mid 2040
total change in population
-754
-754
Population Estimate to Mid 2030
143,330
Net Population Increase, Mid 2025 to Mid 2040
29,359
(1)
Mid 2025 Population based on:
(2)
Based upon forecast building permits/completions assuming a lag between construction and occupancy.
(3)
Average number of persons per unit (ppu) is assumed to be:
Singles & Semi Detached
2.572
54%
1.400
Multiples (6)
1.907
27%
0.518
Apartments (7)
1.467
18%
0.270
one bedroom or less 1.170
two bedrooms or more 1.872
Total
100%
2.188
¹ Persons per unit based on adjusted Statistics Canada Custom 2021 Census database.
² Forecast unit mix based upon historical trends and housing units in the development process.
(4)
Mid 2025 households based upon 32,710 (2011 Census) + 2,042 (Mid 2011 to Mid 2025 unit estimate) = 34,752
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Structural Type
Persons Per Unit¹
(P.P.U.)
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
2021 Population (109,397) + Mid 2021 to Mid 2025 estimated housing units to beginning of forecast period (2,042 x 2.3 = 4,695) +
(32,710 x -0.0466 = -1,523) + Seasonal population (280 x 3.66 = 1,025) + Conversions (96 x 2.3 = 263) = 113,971
Total Units (Permanent and
Seasonal)
Population
Watson & Associates Economists Ltd.
PAGE A-8
Schedule 4c
City of Kawartha Lakes
Growth Forecast to 2045
Mid-2025 to Mid-2045
Mid 2025 Population
113,971
Occupants of Permanent
Units (2)
15,528
New Housing Units,
multiplied by P.P.U. (3)
2.156
Mid 2025 to Mid 2045
gross population increase
33,478
33,478
Occupants of
Conversion Units (2)
452
Converted Units
multiplied by P.P.U. (3)
2.572
Mid 2025 to Mid 2045
gross population increase
1,163
1,163
Occupants of
Net Seasonal Units (2)
948
New Seasonal Units
multiplied by P.P.U. (3)
3.660
Mid 2025 to Mid 2045
gross population increase
3,470
3,470
Occupants of New
Units
319
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
Mid 2025 to Mid 2045
gross population increase
351
351
Total Units
16,928
Total gross population increase
38,462
Decline in Housing
Units (4)
34,752
Unit Occupancy,
multiplied by P.P.U. change rate (5)
0.0054
Mid 2025 to Mid 2045
total change in population
187
187
Population Estimate to Mid 2045
152,620
Net Population Increase, Mid 2025 to Mid 2045
38,649
(1)
Mid 2025 Population based on:
(2)
Based upon forecast building permits/completions assuming a lag between construction and occupancy.
(3)
Average number of persons per unit (ppu) is assumed to be:
Singles & Semi Detached
2.572
51%
1.317
Multiples (6)
1.907
28%
0.534
Apartments (7)
1.467
21%
0.305
one bedroom or less 1.170
two bedrooms or more 1.872
Total
100%
2.156
¹ Persons per unit based on adjusted Statistics Canada Custom 2021 Census database.
² Forecast unit mix based upon historical trends and housing units in the development process.
(4)
Mid 2025 households based upon 32,710 (2011 Census) + 2,042 (Mid 2011 to Mid 2025 unit estimate) = 34,752
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
2021 Population (109,397) + Mid 2021 to Mid 2025 estimated housing units to beginning of forecast period (2,042 x 2.3 = 4,695) +
(32,710 x -0.0466 = -1,523) + Seasonal population (280 x 3.66 = 1,025) + Conversions (96 x 2.3 = 263) = 113,971
Total Units (Permanent and
Seasonal)
Structural Type
Persons Per Unit¹
(P.P.U.)
Watson & Associates Economists Ltd.
PAGE A-9
Schedule 4d
City of Kawartha Lakes
Growth Forecast to 2051
Mid-2025 to Mid-2051
Mid 2025 Population
113,971
Occupants of Permanent
Units (2)
19,568
New Housing Units,
multiplied by P.P.U. (3)
2.118
Mid 2025 to Mid 2051
gross population increase
41,444
41,444
Occupants of
Conversion Units (2)
584
Converted Units
multiplied by P.P.U. (3)
2.572
Mid 2025 to Mid 2051
gross population increase
1,502
1,502
Occupants of
Net Seasonal Units (2)
1,236
New Seasonal Units
multiplied by P.P.U. (3)
3.660
Mid 2025 to Mid 2051
gross population increase
4,524
4,524
Occupants of New
Units
417
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
2025 to 2051
gross population increase
459
459
Total Units
21,388
Total gross population increase
47,929
Decline in Housing
Units (4)
34,752
Unit Occupancy,
multiplied by P.P.U. change rate (5)
0.0379
Mid 2025 to Mid 2051
total change in population
1,315
1,315
Population Estimate to 2051
163,215
Net Population Increase,Mid 2025 to Mid 2051
49,244
(1)
Mid 2025 Population based on:
(2)
(3)
Average number of persons per unit (ppu) is assumed to be:
Singles & Semi Detached
2.572
47%
1.219
Multiples (6)
1.907
29%
0.552
Apartments (7)
1.467
24%
0.347
one bedroom or less 1.170
two bedrooms or more 1.872
Total
100%
2.118
¹ Persons per unit based on adjusted Statistics Canada Custom 2021 Census database.
² Forecast unit mix based upon historical trends and housing units in the development process.
(4)
Mid 2025 households based upon 32,710 (2011 Census) + 2,042 (Mid 2011 to Mid 2025 unit estimate) = 34,752
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Total Units (Permanent and
Seasonal)
2021 Population (109,397) + Mid 2021 to Mid 2025 estimated housing units to beginning of forecast period (2,042 x 2.3 = 4,695) +
(32,710 x -0.0466 = -1,523) + Seasonal population (280 x 3.66 = 1,025) + Conversions (96 x 2.3 = 263) = 113,971
Structural Type
Persons Per Unit¹
(P.P.U.)
Based upon forecast building permits/completions assuming a lag between construction and occupancy.
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
Watson & Associates Economists Ltd.
PAGE A-10
Schedule 5
City of Kawartha Lakes
Growth Forecast to Buildout
Mid-2025 to Urban Buildout
Mid 2025 Population
113,971
Occupants of Permanent
Units (2)
28,428
New Housing Units,
multiplied by P.P.U. (3)
2.118
Mid 2025 to Buildout
gross population increase
60,208
60,208
Occupants of
Conversion Units (2)
854
Converted Units
multiplied by P.P.U. (3)
2.572
Mid 2025 to Buildout
gross population increase
2,197
2,197
Occupants of
Net Seasonal Units (2)
1,798
New Seasonal Units
multiplied by P.P.U. (3)
3.660
2025 to Buildout
gross population increase
6,581
6,581
Occupants of New
Units
484
Equivalent Institutional Units
multiplied by P.P.U. (3)
1.100
2025 to Buildout
gross population increase
532
532
Total Units
31,080
Total gross population increase
69,518
Decline in Housing
Units (4)
34,752
Unit Occupancy,
multiplied by P.P.U. change rate (5)
0.0688
Mid 2025 to Buildout
total change in population
2,391
2,391
Population Estimate to Buildout
185,880
Net Population Increase, Mid 2025 to Buildout
71,909
(1)
Mid 2025 Population based on:
(2)
Based upon forecast building permits/completions assuming a lag between construction and occupancy.
(3)
Average number of persons per unit (ppu) is assumed to be:
Singles & Semi Detached
2.572
47%
1.219
Multiples (6)
1.907
29%
0.552
Apartments (7)
1.467
24%
0.347
one bedroom or less 1.170
two bedrooms or more 1.872
Total
100%
2.118
¹ Persons per unit based on adjusted Statistics Canada Custom 2021 Census database.
² Forecast unit mix based upon historical trends and housing units in the development process.
(4)
Mid 2025 households based upon 32,710 (2011 Census) + 2,042 (Mid 2011 to Mid 2025 unit estimate) = 34,752
(5)
Decline occurs due to aging of the population and family life cycle changes, lower fertility rates and changing economic conditions.
(6)
Includes townhomes and apartments in duplexes.
(7)
Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Population
Total Units (Permanent and
Seasonal)
Structural Type
Persons Per Unit¹
(P.P.U.)
% Distribution of
Estimated Units²
Weighted Persons
Per Unit Average
2021 Population (109,397) + Mid 2021 to Mid 2025 estimated housing units to beginning of forecast period (2,042 x 2.3 = 4,695) +
(32,710 x -0.0466 = -1,523) + Seasonal population (280 x 3.66 = 1,025) + Conversions (96 x 2.3 = 263) = 113,971
Watson & Associates Economists Ltd.
PAGE A-11
Schedule 6
City of Kawartha Lakes
Summary of Housing Supply Potential
[1] Includes townhomes and apartments in duplexes.
[2] Includes bachelor, 1-bedroom and 2-bedroom+ apartments.
Note: The above figure excludes 10,690 units proposed under M.Z.O.s.
Source: Supply data presented in City of Kawartha Lakes Growth Management Strategy, 2025.
Singles & Semi-
Detached
Multiples [2]
Apartments [3]
Total
Final Approved
2,021
27
112
2,160
% Breakdown
94%
1%
5%
100%
Draft Plans Approved
1,300
394
56
1,750
% Breakdown
74%
23%
3%
100%
Application Under Review
2,613
558
57
3,228
% Breakdown
81%
17%
2%
100%
Total
5,934
979
225
7,138
% Breakdown
83%
14%
3%
100%
Stage of Development
Density Type
Watson & Associates Economists Ltd.
PAGE A-12
Schedule 7
City of Kawartha Lakes
Historical Residential Building Permits
Years 2015 to 2024
[1] Includes townhomes and apartments in duplexes.
[2] Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Source: Historical housing activity derived from City of Kawartha Lakes building permit data,
2015 to 2024, by Watson & Associates Economists Ltd.
Residential Building Permits
Total
2015
213
30
5
248
2016
287
0
65
352
2017
168
12
0
180
2018
156
0
4
160
2019
150
0
1
151
Sub-total
974
42
75
1,091
Average (2015 - 2019)
195
8
15
218
% Breakdown
89.3%
3.8%
6.9%
100.0%
2020
217
0
0
217
2021
375
48
277
700
2022
397
52
140
589
2023
263
29
38
330
2024
208
40
175
423
Sub-total
1,460
169
630
2,259
Average ( - 2024)
292
34
126
452
% Breakdown
64.6%
7.5%
27.9%
100.0%
2015 - 2024
Total
2,434
211
705
3,350
Average
247
19
59
325
% Breakdown
72.7%
6.3%
21.0%
100.0%
Year
Singles &
Semi
Detached
Multiples [1]
Apartments [2]
Watson & Associates Economists Ltd.
PAGE A-13
Schedule 8
City of Kawartha Lakes
Persons Per Unit by Age and Type of Dwelling
(2021 Census)
[1] Includes townhomes and apartments in duplexes.
[2] Includes bachelor, 1 bedroom and 2 bedroom+ apartments.
Note: Does not include Statistics Canada data classified as "Other."
P.P.U. Not calculated for samples less than or equal to 50 dwelling units and does not include
institutional population.
Age of
Singles and Semi-Detached
Dwelling
< 1 BR
1 BR
2 BR
3/4 BR
5+ BR
Total
25 Year Average
1-5
-
-
2.026
2.829
4.045
2.744
6-10
-
-
1.927
2.541
4.235
2.545
2.644
11-15
-
-
2.049
2.601
3.100
2.538
2.609
16-20
-
-
1.735
2.530
3.560
2.489
2.579
21-25
-
-
1.861
2.548
3.538
2.546
2.572
26-30
-
-
1.683
2.550
3.444
2.508
30+
0.800
1.554
1.879
2.524
3.781
2.444
2.545
Total
0.682
1.568
1.880
2.543
3.709
2.475
Age of
Multiples [1]
Dwelling
< 1 BR
1 BR
2 BR
3/4 BR
5+ BR
Total
25 Year Average
1-5
-
-
-
-
-
1.909
6-10
-
-
1.750
-
-
2.000
1.955
11-15
-
-
-
-
-
1.765
1.891
16-20
-
-
1.769
-
-
1.810
1.871
21-25
-
-
-
-
-
2.050
1.907
26-30
-
-
-
-
-
2.067
30+
0.083
1.160
1.822
2.667
-
2.109
1.958
Total
0.400
1.353
1.790
2.673
3.824
2.049
Age of
Apartments [2]
Dwelling
< 1 BR
1 BR
2 BR
3/4 BR
5+ BR
Total
25 Year Average
1-5
-
-
-
-
-
1.526
6-10
-
-
-
-
-
1.429
1.477
11-15
-
1.071
-
-
-
1.500
1.485
16-20
-
-
-
-
-
1.455
1.477
21-25
-
-
1.667
-
-
1.423
1.467
26-30
-
1.077
1.538
-
-
1.308
30+
1.000
1.187
1.675
3.480
-
1.513
1.450
Total
0.833
1.173
1.650
3.515
-
1.497
Age of
All Density Types
Dwelling
< 1 BR
1 BR
2 BR
3/4 BR
5+ BR
Total
1-5
-
1.250
1.893
2.797
4.045
2.597
6-10
-
1.400
1.814
2.547
4.235
2.410
11-15
-
1.235
1.922
2.582
2.939
2.437
16-20
-
1.417
1.686
2.502
3.429
2.397
21-25
-
1.313
1.850
2.539
3.538
2.417
25-30
-
1.211
1.623
2.508
3.500
2.383
30+
1.077
1.291
1.834
2.526
3.750
2.333
Total
0.947
1.292
1.825
2.538
3.670
2.361
Watson & Associates Economists Ltd.
PAGE A-14
Schedule 9
City of Kawartha Lakes
Person Per Unit Structural Type and Age of Dwelling
(2021 Census)
2.74
2.54
2.54
2.49
2.55
2.51
2.44
1.91
2.00
1.76
1.81
2.05
2.07
2.11
1.53
1.43
1.50
1.45
1.42
1.31
1.51
0.00
0.50
1.00
1.50
2.00
2.50
3.00
1-5
6-10
11-15
16-20
21-25
26-30
30+
Persons Per Dwelling
Age of Dwelling
Singles and Semi-Detached
Multiples
Apartments
Watson & Associates Economists Ltd.
PAGE A-15
Schedule 10a
City of Kawartha Lakes
Employment Forecast, 2024 to Buildout
Note: Statistics Canada 2021 Census place of work employment data has been reviewed. The 2021 Census employment results
have not been utilized due to a significant increase in work at home employment captured due to Census enumeration occurring
during the provincial COVID-19 lockdown from April 1, 2021 to June 14, 2021.
Source: Watson & Associates Economists Ltd.
Employment
Mid 2011
73,214
0.006
0.045
0.044
0.105
0.087
0.288
440
3,315
3,247
7,673
6,375
21,050
17,735
Mid 2016
75,423
0.006
0.042
0.042
0.100
0.084
0.273
450
3,165
3,145
7,520
6,305
20,585
17,420
Mid 2025
82,796
0.006
0.045
0.044
0.100
0.078
0.273
480
3,749
3,632
8,269
6,496
22,626
18,877
Mid 2035
100,020
0.006
0.050
0.040
0.098
0.075
0.269
590
5,020
4,050
9,790
7,460
26,910
21,890
Mid 2040
108,310
0.006
0.051
0.041
0.095
0.076
0.268
640
5,530
4,440
10,260
8,200
29,070
23,540
Mid 2045
116,320
0.006
0.051
0.042
0.095
0.077
0.270
680
5,990
4,840
11,020
8,930
31,460
25,470
Mid 2051
125,380
0.006
0.053
0.041
0.098
0.078
0.276
734
6,676
5,142
12,305
9,770
34,627
27,950
Buildout
145,000
0.005
0.054
0.042
0.100
0.079
0.280
764
7,830
6,132
14,457
11,455
40,638
32,808
Mid 2011 - Mid 2016
2,209
0.000
-0.003
-0.003
-0.005
-0.003
-0.015
10
-150
-102
-153
-70
-465
-315
Mid 2016 - Mid 2025
7,373
0.000
0.003
0.002
0.000
-0.005
0.000
30
584
487
749
191
2,041
1,457
Mid 2025 - Mid 2035
17,224
0.000
0.005
-0.003
-0.002
-0.004
-0.004
110
1,271
418
1,521
964
4,284
3,013
Mid 2025 - Mid 2040
25,514
0.000
0.006
-0.003
-0.005
-0.003
-0.005
160
1,781
808
1,991
1,704
6,444
4,663
Mid 2025 - Mid 2045
33,524
0.000
0.006
-0.002
-0.005
-0.002
-0.003
200
2,241
1,208
2,751
2,434
8,834
6,593
Mid 2025 - Mid 2051
42,584
0.000
0.008
-0.003
-0.002
-0.001
0.003
254
2,927
1,510
4,036
3,274
12,001
9,073
Mid 2025 - Buildout
62,204
-0.001
0.009
-0.002
0.000
0.001
0.007
284
4,081
2,500
6,188
4,959
18,012
13,931
Mid 2011 - Mid 2016
442
0.000
-0.001
-0.001
-0.001
-0.001
-0.003
2
-30
-20
-31
-14
-93
-63
Mid 2016 - Mid 2025
819
0.000
0.000
0.000
0.000
-0.001
0.000
3
65
54
83
21
227
162
Mid 2025 - Mid 2035
1,722
0.000
0.000
0.000
0.000
0.000
0.000
11
127
42
152
96
428
301
Mid 2025 - Mid 2040
1,701
0.000
0.000
0.000
0.000
0.000
0.000
11
119
54
133
114
430
311
Mid 2025 - Mid 2045
1,676
0.000
0.000
0.000
0.000
0.000
0.000
10
112
60
138
122
442
330
Mid 2025 - Mid 2051
1,638
0.000
0.000
0.000
0.000
0.000
0.000
10
113
58
155
126
462
349
Activity Rate
Period
Population
Primary
Work at
Home
Industrial
Commercial/
Population
Related
Institutional
Total
Employment
Primary
Total
Institutional
Total (Excluding
Work at Home and
N.F.P.O.W.)
Incremental Change
Annual Average
Work at
Home
Industrial
Commercial/
Population
Related
Watson & Associates Economists Ltd.
PAGE A-16
Schedule 10b
City of Kawartha Lakes
Employment and Gross Floor Area (G.F.A.) Forecast, 2025 to Buildout
[1] Square Foot Per Employee Assumptions
Primary
3,000
Industrial
1,200
Commercial/Population-Related
450
Institutional
700
[2] Primary industry includes agriculture and resource related employment.
*Reflects Mid-2025 to Buildout forecast period.
Note: Numbers may not add up precisely due to rounding.
Source: Watson & Associates Economists Ltd.
Mid 2011
73,214
440
3,247
7,673
6,375
17,735
1,320,000
3,896,400
3,452,900
4,462,500
13,131,800
Mid 2016
75,423
450
3,145
7,520
6,305
17,420
1,350,000
3,774,000
3,384,000
4,413,500
12,921,500
Mid 2025
82,796
480
3,632
8,269
6,496
18,877
1,440,000
4,358,400
3,721,100
4,547,200
14,066,700
Mid 2035
100,020
590
4,050
9,790
7,460
21,890
1,770,000
4,860,000
4,405,500
5,222,000
16,257,500
Mid 2040
108,310
640
4,440
10,260
8,200
23,540
1,920,000
5,328,000
4,617,000
5,740,000
17,605,000
Mid 2045
116,320
680
4,840
11,020
8,930
25,470
2,040,000
5,808,000
4,959,000
6,251,000
19,058,000
Mid 2051
125,380
734
5,142
12,305
9,770
27,950
2,202,000
6,169,900
5,537,400
6,838,700
20,748,000
Buildout
145,000
764
6,132
14,457
11,455
32,808
2,292,000
7,358,400
6,505,700
8,018,500
24,174,600
Mid 2011 - Mid 2016
2,209
10
-102
-153
-70
-315
Mid 2016 - Mid 2025
7,373
30
487
749
191
1,457
90,000
584,400
337,100
133,700
1,145,200
Mid 2025 - Mid 2035
17,224
110
418
1,521
964
3,013
330,000
501,600
684,400
674,800
2,190,800
Mid 2025 - Mid 2040
25,514
160
808
1,991
1,704
4,663
480,000
969,600
895,900
1,192,800
3,538,300
Mid 2025 - Mid 2045
33,524
200
1,208
2,751
2,434
6,593
600,000
1,449,600
1,237,900
1,703,800
4,991,300
Mid 2025 - Mid 2051
42,584
254
1,510
4,036
3,274
9,073
762,000
1,811,500
1,816,300
2,291,500
6,681,300
Mid 2025 - Buildout
62,204
284
2,500
6,188
4,959
13,931
852,000
3,000,000
2,784,600
3,471,300
10,107,900
Mid 2011 - Mid 2016
442
2
-20
-31
-14
-63
Mid 2016 - Mid 2025
819
3
54
83
21
162
10,000
64,933
37,456
14,856
127,244
Mid 2025 - Mid 2035
1,722
11
42
152
96
301
33,000
50,160
68,440
67,480
219,080
Mid 2025 - Mid 2040
1,701
11
54
133
114
311
32,000
64,640
59,727
79,520
235,887
Mid 2025 - Mid 2045
1,676
10
60
138
122
330
30,000
72,480
61,895
85,190
249,565
Mid 2025 - Mid 2051
1,638
10
58
155
126
349
29,308
69,673
69,858
88,135
256,973
Primary [2]
Gross Floor Area in Square Feet (Estimated) [1]
Incremental Change
Commercial/
Population
Related
Institutional
Industrial
Commercial/
Population
Related
Period
Population
Employment
Total
Annual Average
Primary
Industrial
Institutional
Total
Watson & Associates Economists Ltd.
PAGE A-17
Schedule 10c
City of Kawartha Lakes
Estimate of the Anticipated Amount, Type and Location of Non-Residential
Development for Which Development Charges can be Imposed
[1] Square Foot Per Employee Assumptions
Primary
3,000
Industrial
1,200
Commercial/Population-Related
450
Institutional
700
[2] Primary industry includes agriculture and resource related employment.
*Reflects Mid-2025 to Buildout forecast period.
Note: Numbers may not add up precisely due to rounding.
Source: Watson & Associates Economists Ltd.
2025 - 2035
-
374,400
485,300
442,400
1,302,100
2,023
2025 - 2040
-
723,600
624,900
828,100
2,176,600
3,175
2025 - 2045
-
1,082,400
862,800
1,184,400
3,129,600
4,512
2025 - 2051
-
1,351,900
1,272,400
1,561,400
4,185,700
6,185
2025 - Buildout
-
2,238,000
1,949,300
2,364,600
6,551,900
9,575
2025 - 2035
-
-
13,500
13,300
26,800
49
2025 - 2040
-
27,000
30,100
57,100
103
2025 - 2045
-
-
37,400
42,700
80,100
144
2025 - 2051
-
-
72,500
68,600
141,100
259
2025 - Buildout
-
-
111,600
104,300
215,900
397
2025 - 2035
-
-
13,500
13,300
26,800
49
2025 - 2040
-
27,000
35,700
62,700
111
2025 - 2045
-
-
37,400
51,100
88,500
156
2025 - 2051
-
-
36,500
68,600
105,100
179
2025 - Buildout
-
-
55,800
104,300
160,100
273
2025 - 2035
-
30,000
41,000
67,200
138,200
212
2025 - 2040
68,400
65,300
101,500
235,200
347
2025 - 2045
-
102,000
90,500
144,900
337,400
493
2025 - 2051
-
127,200
131,900
206,500
465,600
694
2025 - Buildout
-
210,000
202,500
312,200
724,700
1,071
2025 - 2035
-
4,800
54,900
94,500
154,200
261
2025 - 2040
9,600
71,600
149,100
230,300
380
2025 - 2045
-
14,400
99,000
212,800
326,200
536
2025 - 2051
-
18,000
145,400
298,200
461,600
764
2025 - Buildout
-
30,000
222,800
451,500
704,300
1,165
2025 - 2035
-
20,400
14,400
13,300
48,100
68
2025 - 2040
-
38,400
17,100
11,900
67,400
87
2025 - 2045
-
57,600
23,400
16,800
97,800
124
2025 - 2051
-
72,000
30,600
20,300
122,900
157
2025 - Buildout
-
120,000
47,300
30,100
197,400
248
Primary
G.F.A. S.F. [1],[2]
Industrial
G.F.A. S.F.[1]
Commercial
G.F.A. S.F.[1]
Institutional
G.F.A. S.F.[1]
Lindsay (Existing Urban
Boundary incl. NW Trunk
Area)
Development Location
Timing
Total Non-
Residential
G.F.A. S.F.
Employment
Increase
Bobcaygeon
Lindsay M.Z.O. Bromont
Fenelon Falls
Omemee
Lindsay M.Z.O. Flato
Watson & Associates Economists Ltd.
PAGE A-18
Schedule 10c (Cont'd)
City of Kawartha Lakes
Estimate of the Anticipated Amount, Type and Location of Non-Residential
Development for Which Development Charges can be Imposed
[1] Square Foot Per Employee Assumptions
Primary
3,000
Industrial
1,200
Commercial/Population-Related
450
Institutional
700
[2] Primary industry includes agriculture and resource related employment.
*Reflects Mid-2025 to Buildout forecast period.
Note: Numbers may not add up precisely due to rounding.
Source: Watson & Associates Economists Ltd.
2025 - 2035
-
20,400
6,800
3,500
30,700
37
2025 - 2040
-
28,800
9,000
6,300
44,100
53
2025 - 2045
-
43,200
12,600
8,400
64,200
76
2025 - 2051
-
54,000
18,000
11,200
83,200
101
2025 - Buildout
-
90,000
27,900
17,500
135,400
162
2025 - 2035
-
4,800
27,500
7,000
39,300
75
-
9,600
27,000
6,300
42,900
77
2025 - 2045
-
14,400
37,400
8,400
60,200
107
2025 - 2051
-
18,000
54,500
11,200
83,700
152
2025 - Buildout
-
30,000
83,700
17,500
131,200
236
2025 - 2035
330,000
46,800
27,500
20,300
424,600
239
2025 - 2040
480,000
91,200
27,000
23,800
622,000
330
2025 - 2045
600,000
135,600
37,400
34,300
807,300
445
2025 - 2051
762,000
170,400
54,500
45,500
1,032,400
582
2025 - Buildout
852,000
282,000
83,700
69,300
1,287,000
804
2025 - 2035
330,000
501,600
684,400
674,800
2,190,800
3,013
2025 - 2040
480,000
969,600
895,900
1,192,800
3,538,300
4,663
2025 - 2045
600,000
1,449,600
1,237,900
1,703,800
4,991,300
6,593
2025 - 2051
762,000
1,811,500
1,816,300
2,291,500
6,681,300
9,073
2025 - Buildout
852,000
3,000,000
2,784,600
3,471,300
10,107,900
13,931
Primary
G.F.A. S.F. [1],[2]
Industrial
G.F.A. S.F.[1]
Commercial
G.F.A. S.F.[1]
Institutional
G.F.A. S.F.[1]
Development Location
Timing
Total Non-
Residential
G.F.A. S.F.
Employment
Increase
Other Water Serviced
Other Sewer Serviced
Unserviced
City of Kawartha Lakes
Watson & Associates Economists Ltd.
PAGE A-19
Schedule 11
City of Kawartha Lakes
Employment to Population Ratio by Major Employment Sector, 2006 to 2016
NAICS
Employment by industry
Comments
Primary Industry Employment
Categories which relate to
local land-based resources
11
Agriculture, forestry, fishing and hunting
21
Mining and oil and gas extraction
Industrial and Other Employment
Categories which relate
primarily to industrial land
supply and demand
22
Utilities
23
Construction
31-33
Manufacturing
41
Wholesale trade
48-49
Transportation and warehousing
56
Administrative and support
Population Related Employment
Categories which relate
primarily to population growth
within the municipality
44-45
Retail trade
51
Information and cultural industries
52
Finance and insurance
53
Real estate and rental and leasing
54
Professional, scientific and technical services
55
Management of companies and enterprises
56
Administrative and support
71
Arts, entertainment and recreation
72
Accommodation and food services
81
Other services (except public administration)
Institutional
61
Educational services
62
Health care and social assistance
91
Public administration
Note: 2006-2016 employment figures are classified by North American Industry Classification
System (NAICS) Code.
Source: Statistics Canada Employment by Place of Work.
Watson & Associates Economists Ltd.
PAGE B-1
Appendix B
Level of Service
Watson & Associates Economists Ltd.
PAGE B-2
Table B-1
Service Standard Calculation - Fire Protection Services (City-Wide) - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Fire Protection Services - Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Fire Hall - Lindsay (Station 1)
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
13,763
$984
$1,141
Fire Hall - Bobcaygeon (Station 3)
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
2,662
$984
$1,143
Fire Hall - Dunsford Division (Station 5)
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
$984
$1,139
Fire Hall - Fenelon Falls (Station 22)
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
6,104
$984
$1,143
Fire Hall - Cameron (Station 12)
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
2,532
$984
$1,139
Fire Hall - Omemee (Station 2)
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
3,948
$984
$1,143
Fire Hall - Emily (Station 6)
1,898
1,898
1,898
1,898
1,898
1,898
1,898
1,898
1,898
1,898
$984
$1,139
Fire Hall - Woodville (Station 14)
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
3,972
$984
$1,143
Fire Hall - Kirkfield (Station 15)
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
3,200
$984
$1,139
Fire Hall - Coboconk (Station 19)
5,478
5,478
5,478
5,478
5,478
5,478
5,478
5,478
5,478
4,478
4,478
4,478
4,478
4,478
4,478
$984
$1,140
Fire Hall - Carden (Station 16)
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
$984
$1,139
Fire Hall - Norland (Station 17)
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
2,814
$984
$1,139
Fire Hall - Pontypool (Station 8)
2,716
2,716
2,716
2,716
4,240
4,240
4,240
4,240
4,240
4,240
4,240
4,240
4,240
4,240
4,240
$984
$1,138
Fire Hall - Bethany (Station 7)
2,426
2,426
2,426
2,426
2,426
2,426
2,426
2,426
2,426
4,250
4,250
4,250
4,250
4,250
4,250
$984
$1,138
Fire Hall - Janetville (Station 9)
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
5,165
$984
$1,139
Fire Hall - Little Britain (Station 10)
2,648
2,648
2,648
2,648
2,648
2,648
2,648
2,648
2,648
2,648
2,648
2,648
$984
$1,139
Fire Hall - Oakwood (Station 11)
2,740
2,740
2,740
2,740
2,740
2,740
2,740
2,740
2,740
2,740
2,740
2,740
$984
$1,139
Fire Hall - Ops (Station 4)
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
2,812
$984
$1,139
Fire Hall - Kinmount (Station 18)
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
2,270
$984
$1,139
Fire Hall - Burnt River (Station 20)
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
5,315
$984
$1,139
Fire Hall - Baddow (Station 21)
1,440
1,440
1,440
1,440
1,440
1,440
1,440
$984
$1,139
Training and Storage Facility - Former Fenelon Township Office
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
2,484
$432
$505
EVT Building - Former Victoria County Roads Depot
2,810
2,810
2,810
2,810
2,810
2,810
2,810
2,810
2,810
2,810
2,810
2,810
$364
$423
Mariposa - New station 21
6,017
6,017
6,017
6,017
$984
$1,143
Total
81,586
81,586
81,586
84,396
85,920
85,920
85,920
84,480
84,480
85,304
83,406
89,423
84,035
84,035
84,035
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
103,232
102,724
102,928
103,088
103,228
103,846
104,074
105,621
106,816
107,965
109,094
110,385
112,174
113,822
114,903
Per Capita & Employee Standard
0.7903
0.7942
0.7927
0.8187
0.8323
0.8274
0.8256
0.7998
0.7909
0.7901
0.7645
0.8101
0.7491
0.7383
0.7314
15 Year Average
2010 to 2024
Quantity Standard
0.7904
Quality Standard
$1,103
Service Standard
$871
D.C. Amount (before deductions)
15-YEAR - Fire
(City-Wide)
Forecast Population & Employment
31,841
$ per Capita & Employee
$871
Eligible Amount
$27,748,158
D.C. Amount (before deductions)
15-YEAR - Fire
(Rural)
Forecast Population & Employment (Rural)
3,311
$ per Capita & Employee
$871
Eligible Amount
$2,885,404
Watson & Associates Economists Ltd.
PAGE B-3
Table B-2
Service Standard Calculation - Fire Protection Services (City-Wide) - Vehicles
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Fire Protection Services - Vehicles & Equipment
Unit Measure:
No. of vehicles
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Aerial Trucks
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
$3,100,000
Tanker Trucks - Low Capacity
15
13
11
9
8
6
6
5
5
5
5
5
5
5
5
$1,122,450
Tanker Trucks - High Capacity
7
9
11
12
14
16
16
17
17
17
17
17
17
17
17
$1,655,000
Pumper Trucks - Low Capacity
9
9
9
8
7
6
5
5
5
5
5
5
5
5
5
$912,284
Pumper Trucks - High Capacity
11
11
11
12
13
14
15
15
15
15
15
15
15
15
15
$1,411,000
Rescue Trucks
10
10
8
6
4
3
3
3
3
4
4
4
4
3
3
$309,100
Trailers
12
13
13
13
13
13
13
13
13
15
17
17
18
19
19
$25,100
ATVs
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
$60,000
UTVs
2
2
3
4
4
$60,000
Cars
4
3
3
3
2
2
2
-
-
-
-
-
4
$50,000
Vans/SUVs
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
$45,800
Pick Up Tucks
5
5
5
5
6
6
6
7
7
8
9
9
9
11
11
$80,000
Air Light Support Rescue Vehicles
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$553,000
Boats
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
$80,000
EVT Maintenance Trucks
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$341,400
Rehabilitation Trucks
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$341,400
Total
90
91
89
86
85
84
84
83
83
85
90
90
92
95
99
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
103,232
102,724
102,928
103,088
103,228
103,846
104,074
105,621
106,816
107,965
109,094
110,385
112,174
113,822
114,903
Per Capita & Employee Standard
0.0009
0.0009
0.0009
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0008
0.0009
15 Year Average
2010 to 2024
Quantity Standard
0.0008
Quality Standard
$786,313
Service Standard
$629
D.C. Amount (before deductions)
15-YEAR - Fire
(City-Wide)
Forecast Population & Employment
31,841
$ per Capita & Employee
$629
Eligible Amount
$20,029,581
D.C. Amount (before deductions)
15-YEAR - Fire
(Rural)
Forecast Population & Employment (Rural)
3,311
$ per Capita & Employee
$629
Eligible Amount
$2,082,785
Watson & Associates Economists Ltd.
PAGE B-4
Table B-3
Service Standard Calculation - Fire Services (City-Wide) - Small Equipment and Gear
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Fire Protection Services - Small Equipment and Gear
Unit Measure:
No. of equipment and gear
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Fire Fighter Equipment
Full Time Suppression (2 sets)
17
17
17
17
17
17
17
17
17
17
17
17
17
19
21
$6,240
Full Time Other
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
$3,170
Volunteer
333
333
333
333
333
333
333
333
336
323
289
299
308
334
358
$3,120
Face Pieces
402
402
402
402
402
402
402
402
405
390
352
364
374
405
435
$430
Helmets
333
333
333
333
333
333
333
333
336
323
289
299
308
334
435
$490
AEDs/Defibrillators
32
32
32
32
32
32
32
32
32
32
32
32
32
32
32
$2,800
Cylinders
449
449
449
449
449
449
449
449
449
449
449
449
449
449
449
$1,400
Rechargable Battery Packs
80
80
80
80
80
80
80
80
80
80
80
80
80
80
80
$610
RIT Packs
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
$3,700
Sandbaggers
-
-
-
-
-
-
-
-
-
-
-
-
-
1
1
$35,900
SCBA
211
211
211
211
211
211
211
211
211
211
211
211
211
211
211
$6,420
Extrication Equipment
57
57
57
57
57
57
57
57
57
57
57
57
57
57
57
$76,000
Pagers
485
485
485
485
485
485
485
485
485
485
485
485
485
485
485
$400
Mobile Radios
84
84
84
84
84
84
84
84
84
84
84
84
84
84
84
$2,300
Radios
229
229
229
229
229
229
229
229
229
229
229
229
229
229
229
$1,500
Storage/Shipping Containers
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
$47,500
Total
2,745
2,745
2,745
2,745
2,745
2,745
2,745
2,745
2,754
2,713
2,607
2,639
2,667
2,753
2,911
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
103,232
102,724
102,928
103,088
103,228
103,846
104,074
105,621
106,816
107,965
109,094
110,385
112,174
113,822
114,903
Per Capita & Employee Standard
0.0266
0.0267
0.0267
0.0266
0.0266
0.0264
0.0264
0.0260
0.0258
0.0251
0.0239
0.0239
0.0238
0.0242
0.0253
15 Year Average
2010 to 2024
Quantity Standard
0.0256
Quality Standard
$3,272
Service Standard
$84
D.C. Amount (before deductions)
15-YEAR - Fire
(City-Wide)
Forecast Population & Employment
31,841
$ per Capita & Employee
$84
Eligible Amount
$2,667,321
D.C. Amount (before deductions)
15-YEAR - Fire
(Rural)
Forecast Population & Employment (Rural)
3,311
$ per Capita & Employee
$84
Eligible Amount
$277,362
Watson & Associates Economists Ltd.
PAGE B-5
Table B-4
Service Standard Calculation - Police Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Policing Services - Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Kawartha Lakes Police Service Headquarters
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
$1,315
$1,525
Total
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
19,580
Population
26,034
26,160
26,154
26,148
26,143
26,137
26,131
26,125
26,119
26,114
26,333
26,609
27,111
27,564
27,821
Employment
5,286
5,339
5,295
5,251
5,208
5,166
5,123
5,111
5,098
5,033
5,079
5,124
5,170
5,215
5,261
Population & Employment
31,320
31,499
31,449
31,400
31,351
31,302
31,254
31,236
31,217
31,147
31,412
31,733
32,280
32,779
33,082
Per Capita & Employee Standard
0.6252
0.6216
0.6226
0.6236
0.6245
0.6255
0.6265
0.6268
0.6272
0.6286
0.6233
0.6170
0.6066
0.5973
0.5919
15 Year Average
2010 to 2024
Quantity Standard
0.6192
Quality Standard
1,525
Service Standard
$944
D.C. Amount (before deductions)
10-YEAR -
POLICE
(LINDSAY AND
OPS)
Forecast Population & Employment
14,060
$ per Capita & Employee
$944
Eligible Amount
$13,277,000
Watson & Associates Economists Ltd.
PAGE B-6
Table B-5
Service Standard Calculation - Police Services - Vehicles
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Policing Services - Vehicles
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Marked Uniform Vehicles
5
5
5
5
5
5
5
5
6
6
8
8
8
10
10
$94,500
Community Service Vehicles
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$65,300
Canine Vehicles
1
1
1
1
1
1
1
1
1
$80,000
Court Security Vehicles
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$55,500
Central-East Corrections Centre Vehicles
2
2
2
2
2
2
2
2
2
2
$76,500
Unmarked Vehicles
6
6
6
6
6
6
6
6
6
6
7
7
7
10
10
$35,000
Forensic Identification Vehicles
1
1
1
1
1
1
1
1
1
1
1
1
$76,500
Trailer
1
$16,154
ATV
2
2
2
$17,350
Total
16
16
16
17
17
17
17
17
18
17
18
18
20
25
26
Population
26,034
26,160
26,154
26,148
26,143
26,137
26,131
26,125
26,119
26,114
26,333
26,609
27,111
27,564
27,821
Employment
5,286
5,339
5,295
5,251
5,208
5,166
5,123
5,111
5,098
5,033
5,079
5,124
5,170
5,215
5,261
Population & Employment
31,320
31,499
31,449
31,400
31,351
31,302
31,254
31,236
31,217
31,147
31,412
31,733
32,280
32,779
33,082
Per Capita & Employee Standard
0.0005
0.0005
0.0005
0.0005
0.0005
0.0005
0.0005
0.0005
0.0006
0.0005
0.0006
0.0006
0.0006
0.0008
0.0008
15 Year Average
2010 to
2024
Quantity Standard
0.0006
Quality Standard
$62,100
Service Standard
$37
D.C. Amount (before deductions)
10-YEAR -
POLICE
(LINDSAY
AND OPS)
Forecast Population & Employment
14,060
$ per Capita & Employee
$37
Eligible Amount
$523,876
Watson & Associates Economists Ltd.
PAGE B-7
Table B-6
Service Standard Calculation - Police Services - Small Equipment and Gear
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Policing Services - Small Equipment and Gear
Unit Measure:
No. of equipment and gear
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Police Officer Equipment
43
43
43
43
43
43
43
43
43
43
43
43
43
43
46
$12,530
Special Constable Equipment
8
8
8
8
8
8
8
8
8
8
8
8
8
8
12
$5,500
Drones
1
$16,000
Total
51
51
51
51
51
51
51
51
51
51
51
51
51
51
59
Population
26,034
26,160
26,154
26,148
26,143
26,137
26,131
26,125
26,119
26,114
26,333
26,609
27,111
27,564
27,821
Employment
5,286
5,339
5,295
5,251
5,208
5,166
5,123
5,111
5,098
5,033
5,079
5,124
5,170
5,215
5,261
Population
31,320
31,499
31,449
31,400
31,351
31,302
31,254
31,236
31,217
31,147
31,412
31,733
32,280
32,779
33,082
Per Capita Standard
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0016
0.0018
15 Year Average
2010 to
2024
Quantity Standard
0.0016
Quality Standard
$11,613
Service Standard
$19
D.C. Amount (before deductions)
10-YEAR -
POLICE
(LINDSAY
AND OPS)
Forecast Population & Employment
14,060
$ per Capita & Employee
$19
Eligible Amount
$261,235
Watson & Associates Economists Ltd.
PAGE B-8
Table B-7
Service Standard Calculation - Services Related to a Highway - Roads
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Services Related to a Highway - Roads
Unit Measure:
Various
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/km)
Roads and Sidewalks (Km)
Road Base
2,693
2,695
2,696
2,697
2,698
2,698
2,698
2,698
2,698
2,698
2,700
2,703
2,704
2,710
2,716
$603,700
Gravel Roads
933
902
900
898
895
895
895
895
895
895
895
895
895
897
899
$26,003
Highfloat Roads (LCB)
933
960
956
952
949
949
949
949
949
949
952
956
957
958
959
$107,740
Asphalt Roads (HCB / LCB)
827
833
840
847
854
854
854
854
854
854
853
852
852
855
858
$544,023
Roadside Protection
74
74
74
74
74
74
74
74
74
74
74
74
74
74
74
$64,006
Sidewalks
169
169
169
170
173
173
173
173
173
173
178
181
186
189
191
$209,417
Bridges and Culverts (Item)
Bridges
153
154
154
154
155
155
155
155
155
155
146
146
147
148
149
$1,930,356
Culverts (>1.2m Diameter)
165
166
167
168
169
169
169
169
169
169
170
172
176
196
215
$824,958
Traffic Signals (Intersection/Crossing)
Traffic Lights - Full Set
26
26
26
26
27
28
30
30
31
31
29
29
29
29
30
$550,000
Traffic Lights - Half Set / Pedestrian
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
$275,000
Flashers - All
24
24
24
25
26
27
27
27
27
27
30
30
34
38
38
$8,675
Streetlights (Item)
City Standards
1,268
1,272
1,276
1,280
1,284
1,289
1,289
1,289
1,289
1,289
1,306
1,321
1,322
1,312
1,302
$6,800
Non-City Standards
3,491
3,503
3,515
3,527
3,539
3,547
3,547
3,547
3,547
3,547
3,638
3,729
3,729
3,748
3,766
$1,000
Storm and Municipal Drains (Km)
Storm Drains
131
131
131
131
131
131
131
131
131
131
137
143
149
149
149
$651,658
Total
10,889
10,911
10,930
10,951
10,976
10,991
10,993
10,993
10,994
10,994
11,110
11,233
11,256
11,305
11,348
Population
98,934
98,527
98,742
98,913
99,064
99,693
99,932
101,647
103,010
104,326
105,623
107,082
108,880
110,537
111,627
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
116,771
116,262
116,414
116,522
116,610
117,176
117,352
119,229
120,754
122,232
123,691
125,311
127,271
129,090
130,342
Per Capita & Employee Standard
0.0932
0.0938
0.0939
0.0940
0.0941
0.0938
0.0937
0.0922
0.0910
0.0899
0.0898
0.0896
0.0884
0.0876
0.0871
15 Year Average
2010 to 2024
Quantity Standard
0.0915
Quality Standard
$254,506
Service Standard
$23,287
D.C. Amount (before deductions)
26 Year - Roads
Forecast Population & Employment
57,858
$ per Capita & Employee
$23,287
Eligible Amount
$1,347,366,373
Watson & Associates Economists Ltd.
PAGE B-9
Table B-8
Service Standard Calculation - Services Related to a Highway - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Class of Service:
Public Works - Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Bobcaygeon Depot
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
5,760
$673
$748
Burnt River Depot
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
3,840
$673
$744
Carden Depot
4,800
4,800
4,800
4,800
5,520
5,520
5,520
5,520
5,520
5,520
5,520
5,520
5,520
5,520
5,520
$673
$744
Coboconk Depot
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
5,000
$673
$744
Dalton Depot
1,024
1,024
1,024
1,024
$673
$744
Eldon Depot
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
8,858
$673
$744
Emily Depot
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
5,217
$673
$744
Fenelon Depot
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
10,514
$673
$744
Fleet Depot
8,829
8,829
8,829
8,829
8,829
8,829
8,829
8,829
8,829
7,739
385
385
385
385
385
$673
$744
Hartley Depot
2,884
2,884
2,884
2,884
$673
$744
Laxton-Digby-Longford Depot
2,500
2,500
2,500
2,500
$673
$744
Lindsay Operations Depot
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
12,171
$673
$748
Little Britain Depot
1,681
1,681
1,681
1,681
$673
$744
Manvers Depot
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
5,177
$673
$744
Oakwood Depot
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
8,210
$673
$744
Ops Depot
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
4,512
$673
$744
Roads Operations/Engineering Administrative
Office
8,235
8,235
8,235
8,235
8,235
8,235
8,235
8,235
8,235
4,365
4,365
4,365
4,365
4,365
4,365
$673
$748
Sturgeon Point Depot
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
$673
$744
Victoria County Emily Depot
2,810
2,810
2,810
$673
$744
Total
106,558
106,558
106,558
103,748
96,379
96,379
96,379
96,379
96,379
91,418
84,064
84,064
84,064
84,064
84,064
Population
98,934
98,527
98,742
98,913
99,064
99,693
99,932
101,647
103,010
104,326
105,623
107,082
108,880
110,537
111,627
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
116,771
116,262
116,414
116,522
116,610
117,176
117,352
119,229
120,754
122,232
123,691
125,311
127,271
129,090
130,342
Per Capita & Employee Standard
0.9125
0.9165
0.9153
0.8904
0.8265
0.8225
0.8213
0.8084
0.7981
0.7479
0.6796
0.6708
0.6605
0.6512
0.6450
15 Year Average
2010 to 2024
Quantity Standard
0.7844
Quality Standard
$745
Service Standard
$584
D.C. Amount (before deductions)
26 Year -
Roads
Forecast Population & Employment
57,858
$ per Capita & Employee
$584
Eligible Amount
$33,814,731
Watson & Associates Economists Ltd.
PAGE B-10
Table B-9
Service Standard Calculation - Services Related to a Highway - Storage Structures
City of Kawartha Lakes
Service Standard Calculation Sheet
Class of Service:
Public Works - Storage Structures
Unit Measure:
Various
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Equipment Storage Structures (GFA ft²)
Burnt River Equipment Shed (Quonset Hut)
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
2,418
$130
$146
Carden Equipment Shed
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
2,667
$130
$146
Eldon Equipment Shed (Quonset Hut)
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
4,207
$130
$146
Emily Equipment Shed (Pole Barn)
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
4,291
$130
$146
Fenelon Falls Equipment Shed/Depot
600
600
600
600
600
600
600
600
600
600
600
600
600
600
600
$130
$149
Fleet Equipment Shed (Pole Barn)
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
4,175
$130
$149
Lindsay Equipment & Aggregate Shed
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
1,600
$130
$149
Manvers Equipment Shed (Pole Barn)
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
2,866
$130
$146
Oakwood Equipment Shed
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
1,581
$130
$149
Traffic Operations Shed
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
1,531
$130
$146
Salt Storage Structures (GFA ft²)
Burnt River Salt Shed
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
$130
$146
Carden Salt Shed
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
$130
$146
Coboconk Salt Shed
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
$130
$146
Eldon Salt Shed
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
1,058
$130
$146
Emily Salt Shed
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
$130
$146
Fenelon Salt Shed
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
$130
$146
Hartley Salt Shed
1,008
1,008
1,008
1,008
$44
$51
Lindsay Salt Shed
625
625
625
625
625
625
625
625
625
625
625
625
625
625
625
$130
$149
Manvers Salt Shed
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
$130
$146
Oakwood Salt Shed
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
1,024
$130
$146
Ops Salt Shed
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
1,080
$130
$146
Sturgeon Point Salt Shed
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
1,008
$130
$146
Downeyville Equipment Storage Shed
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
2,360
$130
$146
Watson & Associates Economists Ltd.
PAGE B-11
Table B-9 (cont'd)
Service Standard Calculation - Services Related to a Highway - Storage Structures
City of Kawartha Lakes
Service Standard Calculation Sheet
Class of Service:
Public Works - Storage Structures
Unit Measure:
Various
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Sand Storage Structures (Capacity y³)
Burnt River Sand Dome
4,040
4,040
4,040
4,040
4,040
4,040
$202
$225
Carden Sand Dome
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
$197
$220
Coboconk Sand Dome
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
$193
$215
Downeyville Sand Dome
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
$225
$250
Eldon Sand Dome
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
3,375
$202
$225
Emily Sand Dome
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
2,700
$225
$250
Fenelon Sand Dome
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
2,625
$225
$250
Lindsay Sand Fabric Structure
150
150
150
150
150
150
150
150
150
150
150
150
150
150
150
$161
$184
Manvers Sand Dome
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
2,250
$225
$250
Oakwood Sand Dome
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
$205
$228
Ops Sand Dome
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
$202
$225
Sturgeon Point Sand Dome
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
5,175
$205
$228
Verulam Sand Dome
3,340
3,340
-
-
-
-
-
-
-
-
-
-
-
-
-
$191
$213
Verulam Sand Fabric Structure
750
750
750
750
750
750
750
750
750
750
750
750
750
$161
$180
Victoria County Emily Sand Dome
2,590
2,590
$225
$250
Total
83,472
83,472
78,292
79,372
78,364
78,364
74,324
74,324
74,324
74,324
74,324
74,324
74,324
74,324
74,324
Population
98,934
98,527
98,742
98,913
99,064
99,693
99,932
101,647
103,010
104,326
105,623
107,082
108,880
110,537
111,627
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
116,771
116,262
116,414
116,522
116,610
117,176
117,352
119,229
120,754
122,232
123,691
125,311
127,271
129,090
130,342
Per Capita & Employee Standard
0.7148
0.7180
0.6725
0.6812
0.6720
0.6688
0.6333
0.6234
0.6155
0.6081
0.6009
0.5931
0.5840
0.5758
0.5702
15 Year Average
2010 to 2024
Quantity Standard
0.6354
Quality Standard
$187
Service Standard
$119
D.C. Amount (before deductions)
26 Year -
Roads
Forecast Population & Employment
57,858
$ per Capita & Employee
$119
Eligible Amount
$6,873,571
Watson & Associates Economists Ltd.
PAGE B-12
Table B-10
Service Standard Calculation - Services Related to a Highway - Vehicles and Equipment
City of Kawartha Lakes
Service Standard Calculation Sheet
Class of Service:
Public Works - Vehicles & Equipment
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Backhoes
10
11
11
12
12
12
12
12
12
12
10
10
10
11
13
$290,000
Chippers
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
$168,600
Trailers
13
13
13
13
13
13
13
13
13
13
13
14
16
21
24
$20,000
Graders
12
12
12
12
12
12
12
12
12
12
12
12
12
12
13
$711,000
Standard Tractors
4
4
3
3
2
2
2
2
2
2
2
2
2
2
3
$58,200
Large Tractors
3
3
2
2
2
2
2
2
2
2
$214,400
Sidewalk Machines
6
6
7
7
7
7
7
7
8
9
9
9
9
10
10
$235,000
Trucks - 1-Ton
10
11
12
13
14
14
14
14
14
14
14
16
18
20
20
$118,000
Trucks - Pickup
36
36
37
37
37
37
37
37
37
37
40
44
48
52
53
$73,000
Aerial Truck
1
1
1
1
1
1
1
1
1
2
2
2
1
1
1
$235,900
Trucks - Single Axle
11
10
9
8
8
8
8
8
8
11
11
11
12
14
16
$380,000
Trucks - Tandem
48
48
48
49
49
54
54
54
54
54
55
55
56
56
57
$377,700
Trucks - Tri Axle
3
3
3
3
3
$377,700
Steamers
10
9
9
9
9
9
9
9
9
9
9
9
9
9
9
$21,500
Truck-Mounted Stripers
1
1
1
$12,300
Manual Stripers
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
$12,300
Loaders
10
10
11
12
12
12
12
13
13
13
13
13
13
14
14
$400,000
Cars
6
6
4
3
3
3
3
3
3
3
3
3
2
1
1
$49,000
Leased Cars
1
1
1
1
1
1
1
1
1
1
1
$49,000
SUVs
1
1
1
1
1
1
1
1
1
1
1
1
2
$49,000
Vans
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
$103,000
Power Washers
2
2
2
2
2
3
4
4
4
4
3
2
1
1
1
$20,500
Single Road Rollers
1
1
$71,900
Double Road Roller
1
1
1
1
2
2
2
2
2
2
2
2
$119,700
Street Sweepers
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
$487,200
Vacuum Trucks (with Trailer)
1
1
1
1
1
1
1
1
1
1
$1,088,000
Weed Sprayers
1
1
1
$8,600
Generators
9
9
9
9
9
9
9
9
9
9
8
7
6
5
4
$59,000
Water Tanks
10
10
10
10
10
10
10
10
10
10
10
10
14
18
20
$45,000
Hot Asphalt Boxes
2
3
3
3
3
9
9
9
9
$88,400
Tanker
1
$126,000
Wheeled Excavators
1
1
2
2
$748,100
Lawn Tractor
2
$30,000
Watson & Associates Economists Ltd.
PAGE B-13
Table B-10 (cont'd)
Service Standard Calculation - Services Related to a Highway - Vehicles and Equipment
City of Kawartha Lakes
Service Standard Calculation Sheet
Class of Service:
Public Works - Vehicles & Equipment
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Brushing Arm
1
$215,400
Attachments (Mower, Trackless, Sweeper)
11
$41,000
Plow
4
4
$8,900
Snowblower
4
4
$23,700
Spreader
4
4
$11,900
Total
223
224
223
224
224
227
230
233
234
239
236
246
257
290
319
Population
98,934
98,527
98,742
98,913
99,064
99,693
99,932
101,647
103,010
104,326
105,623
107,082
108,880
110,537
111,627
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
116,771
116,262
116,414
116,522
116,610
117,176
117,352
119,229
120,754
122,232
123,691
125,311
127,271
129,090
130,342
Per Capita Standard
0.0019
0.0019
0.0019
0.0019
0.0019
0.0019
0.0020
0.0020
0.0019
0.0020
0.0019
0.0020
0.0020
0.0022
0.0024
15 Year Average
2010 to 2024
Quantity Standard
0.0020
Quality Standard
$225,370
Service Standard
$451
D.C. Amount (before deductions)
26 Year -
Roads
Forecast Population & Employment
57,858
$ per Capita & Employee
$451
Eligible Amount
$26,079,070
Watson & Associates Economists Ltd.
PAGE B-14
Table B-11
Service Standard Calculation - Parks and Recreation Services - Parkland Amenities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Parkland Amenities
Unit Measure:
Various
Description
Unit
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Parks Facilities
Carden Recreation Centre Small Pavillion
ft²
1,500
1,500
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
$195
Carden Recreation Centre Public Washroom
ft²
215
215
215
215
215
215
215
215
215
215
215
215
215
215
215
$305
Carden Recreation Centre Concession Booth
ft²
160
160
160
160
160
160
160
160
160
160
160
160
160
160
160
$305
Carden Recreation Centre Fairgrounds Washroom Building
ft²
750
750
750
750
750
750
750
750
750
750
$455
Carden Recreation Centre Fairgrounds Pavillion
ft²
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
$455
Wilson Fields Maintenance Building 1
ft²
877
877
877
877
877
877
877
877
877
877
877
877
877
877
877
$130
Wilson Fields Maintenance Building 2
ft²
120
120
120
120
120
120
120
120
120
120
120
120
120
120
120
$130
Wilson Fields Washroom Building
ft²
1,296
1,296
1,296
1,296
1,296
1,296
1,296
$305
Bobcaygeon Beach Park Changehouse and Booth
ft²
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
3,095
-
-
$455
Bobcaygeon Beach Park Gate House
ft²
80
80
80
80
80
80
80
80
80
80
80
80
80
-
-
$432
Tommy Anderson Park Washroom/Storage Building
ft²
560
560
560
560
560
560
560
560
560
560
560
560
560
560
560
$305
Burnt River Park Concession Booth
ft²
480
480
480
480
480
480
480
480
480
480
480
480
480
480
480
$305
Burnt River Park Storage Building
ft²
960
960
960
960
960
960
960
960
960
960
960
960
960
960
960
$130
Cameron Ballpark Booth/Washroom Building
ft²
256
256
256
256
256
256
256
256
256
256
256
256
256
256
256
$305
Cameron Ballpark Storage Shed
ft²
85
85
85
85
85
85
85
85
85
85
85
85
85
85
85
$241
Coboconk Club House
ft²
646
646
646
646
646
646
646
646
646
646
646
646
646
646
646
$670
Centennial Trailer Park Pavilion West Side
ft²
200
200
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
1,435
$455
Centennial Trailer Park Storage Shed West side
ft²
500
500
500
500
500
500
500
500
500
500
500
500
500
500
500
$130
Centennial Trailer Park Washroom 1 West Side
ft²
600
600
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
1,300
$271
Centennial Trailer Park Maintenance Building
ft²
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
$130
Centennial Trailer Park Washroom 2 East Side
ft²
750
750
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
$234
Centennial Trailer Park Well House
ft²
300
300
300
300
300
300
300
300
300
300
300
300
300
300
300
$305
Centennial Trailer Park Ticket Office
ft²
80
80
80
80
80
80
80
80
80
80
80
80
80
80
80
$305
Centennial Trailer Park Community Hall
ft²
411
411
411
411
411
411
411
411
411
411
411
411
411
411
411
$305
Garnet Graham Park Concession Booth and Washroom
ft²
375
375
375
375
375
375
375
375
375
375
375
375
375
375
375
$1,846
Russ Baptiste Park Concession Stand
ft²
829
829
829
829
829
829
829
829
829
829
829
829
829
829
829
$305
Russ Baptiste Park Storage Shed (Quonset Hut)
ft²
775
775
775
775
775
775
775
775
775
775
775
775
775
775
775
$130
Janetville Park Refreshment Booth
ft²
240
240
240
240
240
240
240
240
240
240
240
240
240
240
240
$305
Janetville Park Storage Shed
ft²
160
160
160
160
160
160
160
160
160
160
160
160
160
160
160
$130
Austin Sawmill Park Storage Building
ft²
400
400
400
400
400
400
400
400
400
400
400
400
400
400
400
$130
Austin Sawmill Park Train Station
ft²
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
2,087
$308
Austin Sawmill Park Washroom
ft²
256
256
256
256
256
256
256
256
256
256
256
256
256
256
256
$305
Memorial Park Washroom Building
ft²
350
350
350
350
350
350
350
350
350
350
350
350
350
350
350
$1,809
Old Mill Park Washroom
ft²
450
450
450
450
450
450
450
450
450
450
450
450
450
450
450
$305
Rivera Park Washroom/Shower Building
ft²
837
837
837
837
837
837
837
837
837
837
837
837
837
837
837
$305
Omemee Beach Park Washrooms
ft²
288
288
288
288
288
288
288
288
288
288
288
288
288
288
288
$931
Nimigon Park Storage Building
ft²
384
384
384
384
384
384
384
384
384
384
384
384
384
384
384
$130
Nimigon Park Refreshment Building
ft²
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
2,653
$305
Valentia Park Washroom/Storage Building
ft²
300
300
300
300
300
300
300
300
$455
Woodville Park Concession Booth and Storage Building
ft²
520
520
520
520
520
520
520
520
520
520
520
520
520
520
520
$130
Elgin Park Public Washroom
ft²
100
100
100
100
100
100
100
100
100
100
100
1,600
1,600
1,600
1,600
$305
George St. Park Storage Shed
ft²
237
237
237
237
237
237
237
237
237
237
237
237
237
237
237
$130
Nayoro Park Public Washroom
ft²
108
108
108
108
108
108
108
108
108
108
108
108
108
108
108
$305
Victoria Road Ballpark Concession Booth
ft²
517
517
517
517
517
517
517
517
517
517
517
517
517
517
517
$305
Victoria Road Park Washroom
ft²
458
458
458
458
458
458
458
458
458
458
458
458
458
458
458
$305
Emily/Omemee Community Park Storage Shed
ft²
43
43
43
43
43
43
43
43
43
43
43
43
43
43
43
$130
Oakwood Baseball Park Storage Shed
ft²
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
1,813
$175
Watson & Associates Economists Ltd.
PAGE B-15
Table B-11 (cont'd)
Service Standard Calculation - Parks and Recreation Services - Parkland Amenities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Parkland Amenities
Unit Measure:
Various
Description
Unit
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Oakwood Baseball Park Washrooms/Storage Building
ft²
300
300
300
300
300
300
300
300
300
300
300
300
300
300
300
$455
Little Britain Community Park Washroom/Storage Building
ft²
693
693
693
693
693
693
693
693
693
693
693
693
693
693
693
$305
Little Britain Community Park Storage Building
ft²
118
118
118
118
118
118
118
118
118
118
118
118
118
118
118
$130
Dragon Flies Building
ft²
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
1,149
$670
Parks and Rec Storage - Baddow
ft²
2,426
2,426
2,426
2,426
2,426
2,426
2,426
2,426
$130
Optimist Soccer Park Storage Building
ft²
2,051
2,051
2,051
2,051
2,051
2,051
$18
Woodville Park Washroom and Canteen
ft²
943
943
943
943
943
943
943
943
943
943
943
943
943
943
943
$305
Coboconk Legion Park Washroom and Canteen
ft²
900
900
900
900
900
900
900
900
900
900
900
900
900
900
900
$305
Amenities
Trails - Natural (mixed natural and granular)
m
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
41,000
$8
Trails - Granular
m
82,567
82,567
82,567
82,567
82,567
82,567
82,567
82,567
82,567
82,997
82,997
82,997
82,997
82,997
82,997
$60
Trails - Paved
m
4,183
4,183
4,183
4,183
4,183
4,183
4,183
4,183
4,183
4,183
5,100
5,100
5,100
5,100
5,100
$118
Natural
m
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
2,340
$8
Roadways - Granular
m²
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
3,238
$46
Roadways - Paved
m²
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
4,781
$105
Pathways
m²
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
19,609
$115
Artwork
Each
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$58,037
Barriers/Walls
m
480
480
480
480
480
480
480
480
480
480
480
480
480
480
480
$58,797
Baseball Diamonds
Each
50
50
50
50
50
50
50
50
50
50
50
50
50
50
50
$54,816
Basketball Courts
Each
$41,372
Benches
Each
617
617
617
617
617
617
617
617
617
617
617
617
617
617
617
$795
Bike Stands
Each
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
$653
Bins/Containers
Each
265
265
265
265
265
265
265
265
265
265
275
285
295
305
315
$1,826
Bleachers
Each
84
84
84
84
84
84
84
84
84
84
84
84
84
84
84
$19,599
Boardwalks
m²
285
285
285
285
285
285
285
285
285
285
285
285
285
285
285
$76
Boat Launches
Each
37
37
37
37
37
37
37
37
37
37
37
37
37
37
37
$47,131
Chess Tables
Each
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
$2,613
Columns/Posts
Each
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
$15,679
Dams
Each
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$275,217
Decorative Fleet
Each
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
$45,731
Docks/Piers
Each
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
$38,648
Drinking Water Fountains/Taps
Each
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$1,019
Fences/Gates
Each
43
43
43
43
43
43
43
43
43
43
43
43
43
43
43
$3,584
Fountains
Each
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
$104,529
Horseshoe Pits
Each
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
$1,326
Lights
Each
232
232
232
232
232
232
232
232
232
232
232
232
232
232
232
$12,993
Memorials/Plaques
Each
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
$1,659
Parking Lots
m²
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
62,696
$88
Picnic Tables
Each
363
363
363
363
363
363
363
363
363
363
363
363
363
363
363
$784
Playgrounds
Each
62
62
62
62
62
62
62
62
62
62
62
62
62
62
62
$171,341
Railings
m
620
620
620
620
620
620
620
620
620
620
620
620
620
620
620
$183
Scoreboards
Each
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
$25,041
Shelters/Gazebos
m²
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
2,735
$108
Signs
Each
52
52
52
52
52
52
52
52
52
52
62
72
82
87
94
$2,395
Skateboarding Ramps-Parks
Each
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
$37,476
Watson & Associates Economists Ltd.
PAGE B-16
Table B-11 (cont'd)
Service Standard Calculation - Parks and Recreation Services - Parkland Amenities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Parks & Recreation Vehicles and Equipment
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Backhoes
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$261,034
Chippers
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
$168,562
Trailers
16
17
17
17
18
18
18
18
18
18
18
18
18
18
20
$15,200
Forklift
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$74,874
Tractors - Small
18
20
22
23
25
25
25
25
25
25
25
25
25
25
25
$76,119
Tractors - Standard
6
6
6
6
6
6
6
6
6
6
6
6
6
6
4
$110,926
Trucks - 1 Ton
3
3
3
3
3
3
3
3
3
3
6
6
6
7
8
$112,219
Trucks - Pickup
11
11
12
12
12
12
12
12
12
12
12
12
12
12
12
$80,958
Vans
1
1
1
1
3
3
3
3
3
3
3
3
3
3
3
$86,841
ATVs
1
1
1
1
1
1
1
1
1
1
1
1
-
-
-
$17,350
Ice Resurfacers - Propane
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
$119,700
Ice Resurfacers - Electric
1
1
1
1
1
1
1
1
1
1
1
1
$119,700
Large Area Mower
1
1
1
$172,313
Lawn Tractor
12
12
12
12
12
12
12
12
12
12
12
12
12
12
8
$30,155
Forestry Aerial Truck
1
1
1
1
1
1
1
$500,000
Attachments (Mower, Trackless, Sweeper)
6
$26,026
Stump Grinder
1
$16,231
Total
81
84
87
89
94
94
94
94
95
95
98
98
98
100
104
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
0.0009
0.0010
0.0010
0.0010
0.0011
0.0011
0.0011
0.0011
0.0011
0.0011
0.0011
0.0011
0.0010
0.0010
0.0011
15 Year Average
2010 to 2024
Quantity Standard
0.0011
Quality Standard
$69,809
Service Standard
$77
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$77
Eligible Amount
$1,407,945
Watson & Associates Economists Ltd.
PAGE B-17
Table B-12
Service Standard Calculation - Parks and Recreation Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Recreation Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft. with
land, site works,
etc.
Lindsay Recreation Complex
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
99,950
$403
$450
Fenelon Falls Arena and Community Centre
25,556
25,556
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
44,552
$403
$450
Little Britain Arena and Community Centre
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
41,689
$403
$446
Oakwood Arena and Community Centre
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
34,465
$403
$446
Manvers Arena and Community Centre
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
34,050
$403
$446
Ops Arena and Community Centre
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
30,570
-
-
$379
$419
Bobcaygeon Arena and Community Centre
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
29,821
$403
$450
Victoria Park Armoury
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
29,796
$670
$741
Woodville/Eldon Arena and Community Centre
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
29,200
$403
$446
Emily/Omemee Arena and Community Centre
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
25,000
$403
$450
Norland Recreation Centre
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
9,222
$670
$741
Norland Community Centre and Library
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
9,020
$670
$741
Fenelon Community Centre and Library
7,196
7,196
7,196
7,196
7,196
7,196
8,696
8,696
8,696
8,696
8,696
8,696
6,075
6,075
6,075
$670
$741
Forbert Memorial Pool
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
7,213
$775
$857
Woodville Town Hall
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
8,590
$513
$567
Carden Recreation Centre
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
7,704
$670
$741
Kinmount Community Centre
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
6,342
$670
$740
Burnt River Recreation Centre
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
$670
$741
Coboconk Train Station
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
4,446
$670
$740
Bolsover Community Hall
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
4,370
$670
$741
Community Services Garage and Work Shop
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
4,043
$673
$744
Community Services Administration Building
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
2,775
$513
$567
Janetville Community Hall
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
4,005
$670
$741
Lindsay Operations Depot
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
4,727
$673
$747
Dalton Community Centre and Library
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
3,416
$670
$741
Baddow Community Centre
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
$670
$741
Palestine Community Hall
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
1,335
$432
$479
Coronation Community Hall
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
2,128
$432
$479
Mariposa Community Hall
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
8,044
$432
$482
Total
485,873
485,873
504,869
504,869
504,869
504,869
506,369
506,369
506,369
506,369
506,369
506,369
503,748
465,134
465,134
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
5.6897
5.7169
5.9218
5.9064
5.8924
5.8459
5.8436
5.7516
5.6849
5.6226
5.5629
5.4947
5.3714
4.8823
4.8357
15 Year Average
2010 to 2024
Quantity Standard
5.6015
Quality Standard
$518
Service Standard
$2,904
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$2,904
Eligible Amount
$53,239,706
Watson & Associates Economists Ltd.
PAGE B-18
Table B-13
Service Standard Calculation - Parks and Recreation Services - Vehicles and Equipment
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Parks & Recreation Vehicles and Equipment
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Vehicle)
Backhoes
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$261,034
Chippers
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
$168,562
Trailers
16
17
17
17
18
18
18
18
18
18
18
18
18
18
20
$15,200
Forklift
$74,874
Tractors - Small
$76,119
Tractors - Standard
$110,926
Trucks - 1 Ton
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$112,219
Trucks - Pickup
18
20
22
23
25
25
25
25
25
25
25
25
25
25
25
$80,958
Vans
6
6
6
6
6
6
6
6
6
6
6
6
6
6
4
$86,841
ATVs
3
3
3
3
3
3
3
3
3
3
6
6
6
7
8
$17,350
Ice Resurfacers - Propane
11
11
12
12
12
12
12
12
12
12
12
12
12
12
12
$119,700
Ice Resurfacers - Electric
1
1
1
1
3
3
3
3
3
3
3
3
3
3
3
$119,700
Large Area Mower
1
1
1
$172,313
Lawn Tractor
12
12
12
12
12
12
12
12
12
12
12
12
12
12
8
$30,155
Forestry Aerial Truck
1
1
1
1
1
1
1
$500,000
Attachments (Mower, Trackless, Sweeper)
6
$26,026
Stump Grinder
1
$16,231
Total
70
73
76
77
82
82
82
82
83
83
86
86
87
89
93
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
0.0008
0.0009
0.0009
0.0009
0.0010
0.0009
0.0009
0.0009
0.0009
0.0009
0.0009
0.0009
0.0009
0.0009
0.0010
15 Year Average
2010 to 2024
Quantity Standard
0.0009
Quality Standard
$70,978
Service Standard
$64
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$64
Eligible Amount
$1,171,240
Watson & Associates Economists Ltd.
PAGE B-19
Table B-14
Service Standard Calculation - Library Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Library Services - Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Bethany Branch
1,500
1,500
1,500
1,500
1,500
1,500
1,500
6,267
6,267
6,267
6,267
6,267
6,267
6,267
6,267
$825
$999
Bobcaygeon Branch
1,800
1,800
1,800
1,800
1,800
1,800
1,800
1,800
1,800
1,800
5,220
5,220
5,220
5,220
5,220
$825
$1,002
Burnt River Branch
776
776
776
776
776
776
$825
$999
Cambray Branch
1,500
1,500
1,500
1,500
1,500
1,500
$825
$999
Carden Branch
800
800
800
800
800
800
800
$825
$999
Coboconk Branch
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,340
1,520
$825
$999
Dalton Branch
800
800
800
800
800
800
800
800
800
800
800
800
800
800
800
$825
$999
Downeyville Branch
900
900
900
900
900
$825
$999
Dunsford Branch
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
1,237
$825
$999
Fenelon Falls Branch
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
2,160
$825
$999
Kinmount Branch
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
$825
$999
Kirkfield Branch
1,300
1,300
1,300
1,300
1,300
1,300
1,300
4,536
4,536
4,536
4,536
4,536
4,536
4,536
4,536
$825
$999
Lindsay Branch
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
10,000
19,500
19,500
19,500
19,500
19,500
$825
$998
Little Britain Branch
925
925
925
925
925
925
925
925
925
925
925
925
925
925
925
$825
$999
Norland Branch
980
980
980
980
980
980
980
980
980
980
980
980
980
980
980
$825
$999
Oakwood Branch
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
1,900
$825
$999
Omemee Branch
410
410
410
410
410
410
410
410
1,600
1,600
1,600
1,600
1,600
1,600
1,600
$825
$1,002
Woodville Branch
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,865
1,865
1,865
1,865
1,865
1,865
$825
$999
Total
31,228
31,228
31,228
31,228
31,228
30,328
28,052
35,255
36,445
37,310
50,230
50,230
50,230
50,230
50,410
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
0.3657
0.3674
0.3663
0.3653
0.3645
0.3512
0.3237
0.4004
0.4092
0.4143
0.5518
0.5451
0.5356
0.5272
0.5241
15 Year Average
2010 to 2024
Quantity Standard
0.4275
Quality Standard
$999
Service Standard
$427
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$427
Eligible Amount
$7,829,228
Watson & Associates Economists Ltd.
PAGE B-20
Table B-15
Service Standard Calculation - Library Services - Collection Materials
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Library Services - Collection Materials
Unit Measure:
No. of library collection items
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Refercence Materials
8,202
7,916
7,228
6,869
5,706
5,935
4,985
4,187
3,070
3,070
3,050
3,050
3,050
3,050
3,050
$86
Circulating Materials
153,752
168,638
152,658
152,205
154,801
178,245
171,745
160,217
153,086
153,086
139,420
129,592
119,764
106,186
106,473
$43
Periodicals
120
133
133
133
133
114
114
115
110
103
105
97
92
92
90
$71
Electronic Resources
8,202
9,005
13,826
14,960
14,960
14,960
14,725
15,439
15,450
15,450
15,759
16,074
16,109
16,431
16,889
$56
eBooks
1,357
1,306
5,798
5,876
3,809
2,855
2,159
1,278
2,849
2,849
3,935
4,085
4,234
4,909
5,130
$53
eAudiobooks
249
439
630
785
753
530
293
381
381
188
635
807
978
1,151
1,245
$114
Total
171,882
187,437
180,273
180,828
180,162
202,639
194,021
181,617
174,946
174,746
162,904
153,705
144,227
131,819
132,877
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
2.0128
2.2054
2.1145
2.1155
2.1027
2.3464
2.2390
2.0629
1.9641
1.9404
1.7896
1.6679
1.5379
1.3837
1.3814
15 Year Average
2010 to 2024
Quantity Standard
1.9243
Quality Standard
$46
Service Standard
$88
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$88
Eligible Amount
$1,608,530
Watson & Associates Economists Ltd.
PAGE B-21
Table B-16
Service Standard Calculation - Library Services - Vehicles
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Library Services - Vehicles
Unit Measure:
No. of library collection items
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/item)
Library Courier Vans
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
$86,841
Total
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard (per 1,000)
0.0070
0.0071
0.0070
0.0070
0.0070
0.0069
0.0069
0.0068
0.0067
0.0067
0.0066
0.0065
0.0064
0.0063
0.0062
15 Year Average
2010 to 2024
Quantity Standard (per 1,000)
0.0067
Quality Standard
$88
Service Standard
$1
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population
18,335
$ per Capita
$1
Eligible Amount
$10,818
Watson & Associates Economists Ltd.
PAGE B-22
Table B-17
Service Standard Calculation - By-law Enforcement Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Municipal By-law Enforcement Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
By-Law Enforcement Office
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
1,200
2,500
2,500
2,500
2,500
2,500
$683
$759
Lease space at Humane Society
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
1,057
$683
$759
Total
2,257
2,257
2,257
2,257
2,257
2,257
2,257
2,257
2,257
2,257
3,557
3,557
3,557
3,557
2,500
Population
71,857
71,450
71,769
72,044
72,299
73,032
73,375
74,431
75,135
75,792
76,430
77,230
78,686
80,001
80,749
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
89,694
89,185
89,441
89,653
89,845
90,515
90,795
92,013
92,879
93,698
94,498
95,459
97,077
98,554
99,464
Per Capita & Employee Standard
0.0252
0.0253
0.0252
0.0252
0.0251
0.0249
0.0249
0.0245
0.0243
0.0241
0.0376
0.0373
0.0366
0.0361
0.0251
15 Year Average
2010 to 2024
Quantity Standard
0.0281
Quality Standard
$759
Service Standard
$21
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population & Employment
21,348
$ per Capita & Employee
$21
Eligible Amount
$455,353
Watson & Associates Economists Ltd.
PAGE B-23
Table B-18
Service Standard Calculation - By-law Enforcement Services - Vehicles and Equipment
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Municipal By-law Enforcement Vehicles and Equipment
Unit Measure:
No. of Vehicles and Equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Vans
5
5
5
5
5
5
5
5
5
5
5
6
6
7
7
$67,694
ATVs
2
2
2
2
2
2
2
2
2
2
$17,350
Equipped Officers
12
12
12
12
12
12
12
12
12
12
12
13
13
15
15
$9,500
Total
17
17
17
17
17
19
19
19
19
19
19
21
21
24
24
Population
71,857
71,450
71,769
72,044
72,299
73,032
73,375
74,431
75,135
75,792
76,430
77,230
78,686
80,001
80,749
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
89,694
89,185
89,441
89,653
89,845
90,515
90,795
92,013
92,879
93,698
94,498
95,459
97,077
98,554
99,464
Per Capita & Employee Standard
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
0.0002
15 Year Average
2010 to 2024
Quantity Standard
0.0002
Quality Standard
$27,250
Service Standard
$5
D.C. Amount (before deductions)
10 Year - All
Other
Forecast Population & Employment
21,348
$ per Capita & Employee
$5
Eligible Amount
$116,347
Watson & Associates Economists Ltd.
PAGE B-24
Table B-19
Service Standard Calculation - Paramedic Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Paramedic Facilities
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Fenelon Falls Paramedic Station - Former
Roads Depot
2,090
2,090
2,090
4,860
4,860
4,860
4,860
4,860
4,860
4,860
4,860
4,860
4,860
4,860
4,860
$824
$914
Fenelon Falls Quonset Hut Storage Unit
500
500
500
500
500
500
500
500
500
500
500
500
500
500
500
$170
$193
Paramedic Service Headquarters
500
500
500
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
3,600
$824
$914
Fire Hall - Bobcaygeon (Station 3)
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
1,774
$824
$914
Fire Hall - Pontypool (Station 8)
1,444
1,444
1,444
1,444
1,444
1,444
1,444
1,444
1,444
1,444
1,444
$824
$914
Coboconk Fire Hall
1,000
1,000
1,000
1,000
1,000
1,000
$824
$914
Training & Storage Facility - Former Fenelon
Township Office
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
3,726
$824
$914
Lindsay Operations Depot
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
6,224
$824
$914
Lindsay-West Satellite Post (McLaughlin Rd.
Lease)
800
800
800
800
800
800
800
800
800
800
800
800
800
800
$824
$914
Coboconk Satellite Post (OPP Station Lease)
250
250
250
250
250
250
250
$824
$914
Community Paramedic Program - Former Fire
Hall - Oakwood (Station 11)
2,740
2,740
2,740
$824
$914
Fenelon Township Community Centre
1,677
1,677
1,677
1,677
1,677
1,677
1,677
$824
$914
Total
14,814
15,614
15,864
21,734
23,178
23,178
23,178
23,178
24,855
25,605
25,605
25,605
28,345
28,345
28,345
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
103,232
102,724
102,928
103,088
103,228
103,846
104,074
105,621
106,816
107,965
109,094
110,385
112,174
113,822
114,903
Per Capita & Employee Standard
0.1435
0.1520
0.1541
0.2108
0.2245
0.2232
0.2227
0.2194
0.2327
0.2372
0.2347
0.2320
0.2527
0.2490
0.2467
15 Year Average
2010 to 2024
Quantity Standard
0.2157
Quality Standard
$898
Service Standard
$194
D.C. Amount (before deductions)
20 Year -
Paramedic
Forecast Population & Employment
42,329
$ per Capita & Employee
$194
Eligible Amount
$8,201,667
Watson & Associates Economists Ltd.
PAGE B-25
Table B-20
Service Standard Calculation - Paramedic Services - Vehicles and Equipment
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Paramedic Vehicles
Unit Measure:
No. of vehicles and equipment
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025 Value
($/Item)
General Equipment and Furnishings (Set)
Paramedic Equipment (FT)
40.8
40.8
40.8
40.8
44.8
44.8
44.8
45.8
46.3
50.3
55.3
59.3
65.3
69.3
73.3
$6,800
Paramedic Equipment (PT)
40
40
40
40
44
44
44
44
44
44
53
56
60
64
68
$5,600
Public Access Defibrillators (PADs)
51
51
51
51
52
56
70
74
77
77
77
77
77
77
77
$2,600
Fleet (Item)
Ambulances, Fully Equipped (incl. spares)
12
12
13
13
13
13
13
13
13
14
14
14
14
14
14
$570,000
Emergency Support Vehicles
1
1
1
1
1
1
$166,900
Pick-up - 1/2 ton
1
1
1
1
1
1
1
$78,019
Emergency Response Units, Fully Equipped
2
3
3
3
3
3
3
3
3
3
3
4
4
4
4
$230,000
Cars
1
1
1
1
1
1
$65,300
SUV
1
1
1
1
1
1
1
1
1
$80,000
Logistics Trucks
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
$150,000
Community Service Vehicles
1
1
1
$42,900
Trailers
1
1
1
1
1
1
$77,200
Community Paramedics Vehicles
8
8
8
$150,000
Total
149.8
150.8
152.8
151.8
160.8
164.8
177.8
182.8
186.3
191.3
205.3
213.3
231.3
239.3
247.3
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Employment
17,837
17,735
17,672
17,609
17,546
17,483
17,420
17,582
17,744
17,906
18,068
18,229
18,391
18,553
18,715
Population & Employment
103,232
102,724
102,928
103,088
103,228
103,846
104,074
105,621
106,816
107,965
109,094
110,385
112,174
113,822
114,903
Per Capita & Employee Standard
0.0015
0.0015
0.0015
0.0015
0.0016
0.0016
0.0017
0.0017
0.0017
0.0018
0.0019
0.0019
0.0021
0.0021
0.0022
15 Year Average
2010 to 2024
Quantity Standard
0.0018
Quality Standard
$50,261
Service Standard
$90
D.C. Amount (before deductions)
20 Year -
Paramedic
Forecast Population & Employment
42,329
$ per Capita & Employee
$90
Eligible Amount
$3,829,505
Watson & Associates Economists Ltd.
PAGE B-26
Table B-21
Service Standard Calculation - Public Health Services - Facilities
City of Kawartha Lakes
Service Standard Calculation Sheet
Service:
Public Health
Unit Measure:
sq.ft. of building area
Description
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Bld'g
Value
($/sq.ft.)
Value/sq.ft.
with land,
site works,
etc.
Coboconk Medical Centre
4,936
4,936
4,936
4,936
4,936
4,936
4,936
4,936
$1,017
$1,128
Coboconk Medical Centre - Portable
2,100
2,100
2,100
2,100
2,100
2,100
2,100
$1,017
$1,128
Kirkfield Medical Centre
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
3,864
$1,017
$1,128
Kirkfield Nurse Practioner Office
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
4,612
$1,017
$1,128
1699 Kirkfield Rd
4,612
$1,017
$1,128
Omemee Medical Centre
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
3,035
$1,017
$1,128
HKPR District Health Unit Facility (Lindsay
share)
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
14,479
$1,017
$1,128
Total
30,926
30,926
30,926
30,926
30,926
30,926
30,926
30,926
28,090
28,090
28,090
28,090
28,090
28,090
28,090
Population
85,395
84,989
85,256
85,479
85,682
86,363
86,654
88,039
89,073
90,059
91,027
92,156
93,783
95,269
96,188
Per Capita Standard
0.3622
0.3639
0.3627
0.3618
0.3609
0.3581
0.3569
0.3513
0.3154
0.3119
0.3086
0.3048
0.2995
0.2948
0.2920
15 Year Average
2010 to 2024
Quantity Standard
0.3337
Quality Standard
$1,128
Service Standard
$376
D.C. Amount (before deductions)
Public
Health
Forecast Population
35,736
$ per Capita
$376
Eligible Amount
$13,449,601
Watson & Associates Economists Ltd.
PAGE C-1
Appendix C
Long-Term Capital and
Operating Cost Examination
Watson & Associates Economists Ltd.
PAGE C-2
Appendix C: Long-Term Capital and Operating
Cost Examination
As a requirement of the D.C.A. under subsection 10 (2) (c), an analysis must be
undertaken to assess the long-term capital and operating cost impacts for the capital
infrastructure projects identified within the D.C. As part of this analysis, it was deemed
necessary to isolate the incremental operating expenditures directly associated with
these capital projects, factor in cost savings attributable to economies of scale or cost
sharing where applicable and prorate the cost on a per unit basis (i.e., sq.ft. of building
space, per vehicle, etc.). This was undertaken through a review of the City's 2023
Financial Information Return.
In addition to the operational impacts, over time the initial capital projects will require
replacement. This replacement of capital is often referred to as lifecycle cost. By
definition, lifecycle costs are all the costs which are incurred during the life of a physical
asset, from the time its acquisition is first considered, to the time it is taken out of
service for disposal or redeployment. The method selected for lifecycle costing is the
sinking fund method which provides that money will be contributed annually and
invested, so that those funds will grow over time to equal the amount required for future
replacement.
Table C-1 depicts the annual operating impact resulting from the proposed gross capital
projects at the time they are all in place. It is important to note that, while municipal
program expenditures will increase with growth in population, the costs associated with
the new infrastructure (i.e., facilities) would be delayed until the time these works are in
place.
Watson & Associates Economists Ltd.
PAGE C-3
Table C-1
Operating and Capital Expenditure Impacts for Future Capital Expenditures
ANNUAL
LIFECYCLE
EXPENDITURES
ANNUAL
OPERATING
EXPENDITURES
TOTAL ANNUAL
EXPENDITURES
1
Fire Protection Services (City-Wide)
1,616,995
2,384,094
4,001,090
2
Fire Protection Services (Rural)
116,791
-
116,791
3
Police Services
448,762
4,799,866
5,248,628
4
Services Related to a Highway
13,241,142
3,824,107
17,065,249
5
Transit Services
157,442
-
157,442
6
Parks and Recreation Services
1,054,119
1,161,146
2,215,265
7
Library Services
324,549
183,872
508,421
8
Municipal By-law Enforcement
40,814
193,559
234,373
9
Paramedic Services
472,532
7,881,709
8,354,241
10
Public Health Services
169,338
45,668
215,006
11
Wastewater Treatment Services
7,906,471
3,969,176
11,875,647
12
Wastewater Collection Services
3,560,648
-
3,560,648
13
Water Treatment Services
13,242,380
-
13,242,380
14
Water Distribution Services
162,198
6,919,252
7,081,450
Total
42,514,181
31,362,451
73,876,633
SERVICE/CLASS
Watson & Associates Economists Ltd.
PAGE D-1
Appendix D
Local Service Policy
Watson & Associates Economists Ltd.
PAGE D-2
The guidelines outline, in general terms, the size and nature of infrastructure that is
included in the study as a development charge project, versus infrastructure that is
considered as a local service, to be emplaced separately by landowners, pursuant to a
development agreement. The following policy guidelines are general principles by which
staff will be guided in considering development applications. However, each application
will be considered, in the context of these policy guidelines and subsection 59(2) of the
D.C.A., 1997, on its own merits having regard to, among other factors, the nature, type
and location of the development and any existing and proposed development in the
surrounding area, as well as the location and type of services required and their
relationship to the proposed development and to existing and proposed development in
the area.
1. Arterial and Collector Roads
1.1. Collector roads internal to development - direct developer responsibility under
s.59 of the D.C.A. (as a local service).
1.2. Roads (collector and arterial) external to development - include in D.C.
calculation to the extent permitted under s.5(1) of the D.C.A. (dependent on local
circumstances).
1.3. Stream crossing and rail crossing road works, excluding underground utilities but
including all other works within lands to be dedicated to the City or rail corridors -
include in D.C. calculation to the extent permitted under s.5(1) of the D.C.A.
(dependent on local circumstances).
2. Traffic Signals
2.1. Traffic signalization within or external to development - include in D.C.
calculation to the extent permitted under s.5(1) of the D.C.A.
3. Intersection Improvements
3.1. Intersection improvements on arterial and collector roads external to
development - include in D.C. calculation (linked to arterial and collector road
funding source in item 1).
3.2. Intersections improvements within specific developments and all works
necessary to connect to entrances (private and specific subdivision, including
auxiliary lanes) to the roadway - direct developer responsibility under s.59 of
D.C.A. (as a local service).
Watson & Associates Economists Ltd.
PAGE D-3
3.3. Intersections with provincial highways - include in D.C. calculation to the extent
that they are City responsibility.
4. Streetlights
4.1. Streetlights on arterial and collector roads external to development - include in
D.C. calculation (linked to arterial and collector road funding source in item 1).
4.2. Streetlights within specific developments - direct developer responsibility under
s.59 of D.C.A. (as a local service).
5. Sidewalks
5.1. Sidewalks on arterial and collector roads external to development (except where
abutting development) - include in D.C. calculation (linked to arterial and
collector road funding source in item 1).
5.2. Sidewalks on MTO roads - include in D.C. calculation or, in exceptional
circumstances, may be local improvement or direct developer responsibility
through local service provisions (s.59 of D.C.A.).
5.3. Sidewalks within developments or external to development (which are a local
service within the area to which the plan relates) - direct developer responsibility
as a local service provision (under s.59 of D.C.A.)
6. Bike Routes/Bike Lanes/Bike Paths/Multi-Use Trails/Naturalized Walkways
6.1. Bike routes and bike lanes, within road allowance, external to development -
include in D.C. calculation, consistent with the service standard provisions of the
D.C.A., s.5(1).
6.2. Bike paths/multi-use trails/naturalized walkways external to development -
include in D.C. calculation consistent with the service standard provisions of the
D.C.A., s.5(1).
6.3. Bike lanes, within road allowance, internal to development - direct developer
responsibility through local service provisions (s.59 of D.C.A.).
6.4. Bike paths/multi-use trails/naturalized walkways internal to development - direct
developer responsibility through local service provisions (s.59 of D.C.A.).
6.5. Trail Bridges/underpasses and associated works - include in D.C. calculation
consistent with the service standard provisions of the D.C.A., s.5(1).
Watson & Associates Economists Ltd.
PAGE D-4
7. Noise Abatement Measures
7.1. External to which the plan relates - include in D.C. calculation.
8. Traffic Control Systems
8.1. Include in D.C. calculation.
9. Land Acquisition for Road Allowances
9.1. Land acquisition for arterial roads - Dedication under the Planning Act
provisions (s.51, s.42) through development lands; in areas with limited or no
development, include in D.C. calculation (to the extent eligible).
9.2. Land Acquisition for collector roads - Dedication under the Planning Act
provisions (s.51, s.42) through development lands (up to 26 metre right-of-way);
in areas with limited or no development, include in D.C. calculation (to the extent
eligible).
9.3. Land Acquisition for grade separations (beyond normal dedication requirements)
- include in the D.C. calculation (to the extent eligible).
10. Land Acquisition for Easements
10.1. Easement costs external to subdivisions - include in D.C. calculation or, in
exceptional circumstances, may be local improvement or direct developer
responsibility through local service provisions (s.59 of D.C.A.).
11. Storm Water Management
11.1. Quality and quantity works - direct developer responsibility through local
service provisions (s. 59 of D.C.A.).
11.2. Oversizing of stormwater management works external to developments -
subject to best efforts clauses within development agreements by the City. This
however does not preclude the use of D.C.'s on an area specific basis for
community systems.
12. Water
12.1. Water supply, treatment and related facilities - include in the City-Wide D.C.
calculation for urban serviced area.
Watson & Associates Economists Ltd.
PAGE D-5
12.2. Watermains external to development, that are not required by a specific
development - include in City-Wide D.C. calculations for urban service area.
12.3. Marginal costs of waterworks within development or within the area to which
the plan relates, above 200 mm nominal diameter or the minimum size required
by the development, whichever is larger - include in City-Wide D.C. calculations
for urban service area.
12.4. Pumping Stations and connections to trunk mains and pumping stations to
service a specific development exclusively - direct developer responsibility
though local service provisions (s.59 of D.C.A.).
13. Wastewater
13.1. Wastewater discharge, treatment and related facilities - include in the City-
Wide D.C. calculation for the urban serviced area.
13.2. Wastewater sewers external to development that are not required by a
specific development - include in City-Wide D.C. calculation for the urban
serviced area
13.3. Marginal costs of wastewater sewer works within development or within the
area to which the plan relates, above 200mm nominal diameter or the minimum
size required by the development, whichever is larger - City-Wide D.C.
calculation for the urban serviced area.
13.4. Pumping Stations and connections to trunk mains and pumping stations to
service specific development exclusively - direct developer responsibility through
local service provisions (s.59 of D.C.A.).
14. Parkland
14.1. The following requirements are part of the conditions of s.51 and 53 Planning
Act agreements. The City also requires the owner to dedicate parkland or
provide cash-in-lieu, consistent with the Planning Act provisions. The costs of
the following service are deemed a direct responsibility of the developer and
have not been included in the D.C. calculation.
14.2. Preparation of the conceptual park design, including facility fit, grading and
drainage.
14.3. Clearing, grubbing, rough grading, spreading of top soil, finished grading,
seeding of site, and perimeter fencing.
Watson & Associates Economists Ltd.
PAGE D-6
14.4. Stormwater connection, sanitary sewer connection, and water service
connection to the property line, including all appurtenances (consistent with the
plan).
14.5. Other parkland development costs are included the D.C. calculation, including
the necessary fields, diamonds, playground equipment, and park buildings.
Watson & Associates Economists Ltd.
PAGE E-1
Appendix E
Proposed Development
Charge By-law
The Corporation of the City of Kawartha Lakes
By-Law 2025-XXX
A By-Law to Impose Development Charges in the City of
Kawartha Lakes
Recitals:
1. The City of Kawartha Lakes (hereinafter, the "City") will experience growth
through development requiring the provision of capital assets and other
capital-related services by the City, and intends to recover from development
the costs of such services to the extent permitted by law or as otherwise
considered advisable by Council.
2. Subsection 2(1) of the Development Charges Act, 1997, S.O. 1997, c. 27
(hereinafter, the "Act") provides that the council of a municipality may by by-
law impose development charges against land to pay for increased capital
costs required because of increased needs for services arising from the
development of the area to which the by-law applies.
3. A report for public circulation entitled "2025 Development Charges
Background Study" (hereinafter, the "study") prepared by Watson and
Associates Economists Limited (hereinafter, "Watson") and a draft proposed
development charges by-law (hereinafter, the "proposed by-law") prepared by
the Manager of Corporate Assets, each prepared for the City pursuant to
section 10 of the Act, were dated and made publicly available on September
17, 2025.
4. Council held a public meeting regarding the study and proposed by-law on
October 21, 2025, and public notice of the meeting was given by the City, as
required by section 12 of the Act.
5. On November 7, 2025, Watson issued an addendum to the study and the
Manager of Corporate Assets revised the proposed by-law, and the resulting
amended study, dated November 7, 2025, and revised proposed by-law were
made publicly available on November 12, 2025.
6. Having reviewed the amended study and revised proposed by-law, Council
has adopted the amended study and has determined, pursuant to section 12
of the Act, that no further public meetings are required on these documents.
7. Having adopted the amended study, including the growth-related capital
forecast therein, Council has thereby indicated its intention to ensure the
corresponding increase in need for services attributable to anticipated
development is met, and has further indicated its intention to recover the
costs of the committed and future excess capacity identified in the study
through development charges or other similar charges.
Accordingly, the Council of The Corporation of the City of Kawartha Lakes
enacts this By-Law 2025-XXX.
1
Section 1: Definitions and Interpretation
1.01 Definitions: In this by-law:
"accessory use" means a use of lands, buildings or structures that is
naturally and normally incidental and subordinate in purpose and or gross
floor area, and exclusively devoted to, the principal use of such lands,
buildings or structures;
"Act" means the Development Charges Act, 1997, S.O. 1997, c. 27;
"agricultural" means non-residential lands, buildings or structures or any
parts thereof used, designed or intended solely for farming, apiaries, fish
farming, animal husbandry or the cultivation of trees, shrubs, flowers,
grains, sod, fruits, vegetables and other crops or ornamental plants, or
similar agrarian activity, on land of at least three (3) hectares in area, and
includes barns, implement sheds, seasonal roadside stands and silos but
does not include facilities principally used for processing, year-round
wholesaling or year-round retailing;
"agricultural development charges" means development charges
pertaining to agricultural development, as determined in the Development
Charges Background Study adopted by Council for the purposes of this
by-law, subject to the same indexation applied to development charges
set out in Schedules 1 and 2 to this by-law;
"apartment dwelling unit" means a stacked dwelling unit or any dwelling
unit within a dwelling:
(a) containing three (3) or more dwelling units whereby access to each
dwelling unit is obtained through one or more common entrances from
the outside and the dwelling units are connected by one or more
interior corridors; or
(b) attached to a non-residential building or structure such that the
dwelling unit is not a single-detached, semi-detached or row dwelling
unit;
"Assessment Act" means the Assessment Act, R.S.O. 1990, c. A.31;
"bedroom" means a habitable room of more than seven (7) square
metres of floor area, including a den, study or other similar area, within a
dwelling unit, but does not include a bathroom, living room, dining room or
kitchen;
"benefitting area" means a geographically defined area in which lands,
buildings or structures receive or will receive a benefit from the
emplacement of capital assets facilitating a municipal service;
"Building Code Act" means the Building Code Act, 1992, S.O. 1992,
Chap. 23;
"capital charge" means a charge or fee imposed on owners by the City,
pursuant to sections 390 through 400 of the Municipal Act, for the purpose
of recovering capital and related costs;
"capital cost" means a cost defined in subsection 5(3) of the Act that is
incurred or proposed to be incurred by the City or a local board thereof,
directly or by others on behalf of and as authorized by the City or local
board;
"Chief Building Official" means the person appointed by Council to
discharge the duties of the chief building official, pursuant to the Building
Code Act;
"City", "City of Kawartha Lakes" or "Kawartha Lakes" means The
Corporation of the City of Kawartha Lakes and includes its entire
geographic area;
"City Treasurer" means the person appointed by Council to discharge
the duties of the treasurer described in section 286 of the Municipal Act;
"Condominium Act" means the Condominium Act, 1998, S.O. 1998,
c.19;
"Council" or "City Council" means the municipal council for the City;
"demolition" means the deconstruction or removal of a building or
structure or any material part thereof;
"development" means the construction, erection, installation, placing,
extension or expansion of a building or structure, or the material alteration
or repair of a building or structure so as to increase or otherwise alter the
size or useability thereof, and includes the installation of a building unit
fabricated or moved from elsewhere such as a repurposed shipping
container;
"development charge" means a charge imposed by the City on
development pursuant to the Act and this by-law or a predecessor thereof,
as context requires;
"Development Charges Background Study" means a study undertaken
by or on behalf of the City, in accordance with section 10 of the Act, and
that has been or is intended to be adopted by Council;
"development charges reserve fund" means a fund or collection of
funds of the City established pursuant to section 33 of the Act;
"dwelling" means a residential building or structure or any parts thereof
that are occupied or capable of being occupied as a home, residence or
domestic establishment or habitat of some kind;
"dwelling unit" means any part of a dwelling, which may include the
entirety thereof, used exclusively, or designed or intended for exclusive
use, by one person or two or more cohabitating persons;
"electricity generation" means non-residential lands, buildings or
structures or any parts thereof that are not of an accessory use and that:
(a) form, support or accommodate a system or utility used, designed or
intended to convert wind, solar, biomass, coal, natural gas, waste,
water flow or other form of energy into electricity to be fed into the
general electricity grid, and includes such systems or utilities that
participate or are designed or intended to participate in the
Independent Electricity System Operator's Feed-In Tariff Program, or
successor thereof, or similar program; and
(b) constitute development for which gross floor area is inapplicable,
indeterminate or otherwise unrepresentative of the scale of the
development, as determined by the Chief Building Official;
"general service area" means all land within the corporate boundaries of
the City;
"gross floor area", as determined by the Chief Building Official, means:
(a) in the case of a residential building or structure, or in the case of a
mixed-use building or structure, the residential portion thereof, the total
area of all building floors measured between the outside surfaces of
exterior walls or between the outside surfaces of exterior walls and the
centre line of party walls dividing residential and non-residential uses;
and
(b) in the case of a non-residential building or structure, or in the case of a
mixed-use building or structure, the non-residential portion thereof, the
total area of all building floors measured between the outside surfaces
of the exterior walls, or between the outside surfaces of exterior walls
and the centre line of party walls dividing residential and non-
residential uses;
"large apartment dwelling unit" means an apartment dwelling unit that
contains two (2) or more bedrooms;
"local board" means a board of education, public utility, commission,
public library board, board of park management, local board of health,
board of commissioners of police, planning board, or any other board,
commission, committee, body or local authority established or exercising
any power or authority under any legislation with respect to any of the
affairs or purposes, including school purposes, of the City;
"local services" means those services, facilities or things that are:
(a) under the jurisdiction of the City and related to a plan of subdivision, or
within the area to which the plan relates, to which sections 41, 51 or 53
of the Planning Act pertain; and
(b) those services to which section 59 of the Act pertains;
"Manager of Corporate Assets" means the person who holds that
position with the City, and his or her delegate(s), or, in the event of
organizational changes, another person designated by Council;
"multiple dwelling unit" means a park model trailer or any dwelling unit
that is not a single-detached, semi-detached, row or apartment dwelling
unit;
"Municipal Act" means the Municipal Act, 2001, S.O. 2001, c. 25;
"municipal service" means a service set out in subsection 3(4) of the
Act, including a class of service as defined in section 7 of the Act,
provided by or on behalf of the City and designated in subsection 2.01;
"nameplate generating capacity", "nameplate capacity" or "plated
capacity" means, in respect of electricity generation, the maximum rated
continuous load-carrying capability to generate electricity, expressed in
kilowatts (KW), as verified, if applicable, by the Electrical Safety Authority
or any successor thereof or similar regulating authority;
"non-residential" means lands, buildings or structures or any parts
thereof that are not residential;
"Northwest Lindsay Development Area" means all lands to which the
Northwest Sanitary Sewer Works Capital Charge applies, as indicated in
Schedule 3 to this by-law;
"Northwest Sanitary Sewer Works Capital Charge" means the capital
charge imposed pursuant to City of Kawartha Lakes By-Law 2015-151
(Northwest Sanitary Sewer Capital Charge), as amended, or any
successor thereof;
"other non-residential" means non-residential lands, buildings or
structures or any parts thereof that are not agricultural or electricity
generation;
"owner" means the owner of land, or successor thereof, or a person who
has made application for an approval for the development of land upon
which development charges are or are to be imposed;
"park model trailer" means a CAN/CSA-Z241 Series-03 (R2013)
recreational trailer, as defined by the Standards Council of Canada, or
successor thereof, that is, in the determination of the Chief Building
Official, constructed and certified in accordance with that standard, built on
a single chassis, and designed exclusively for seasonal residential use
through relocation from time to time;
"Planning Act" means the Planning Act, R.S.O. 1990, c. P.13;
"permit" means a written permission or authorization issued by the Chief
Building Official for the development or occupancy of a building or
structure, or part thereof, pursuant to the Building Code Act;
"police service area" means the area serviced by the City of Kawartha
Lakes Police Service, or any successor thereof, that being:
(a) the union of all land within the former Township of Ops and the former
Town of Lindsay, and all land that has been or may be appended
thereto by the City to accommodate development, or in the alternative;
(b) all land deemed to receive service by the City of Kawartha Lakes
Police Service, or any successor thereof, as otherwise established by
Council subsequent to the enactment of this by-law;
"principal use" means a use of lands, buildings or structures by which
development charges are, as indicated by Schedules 1 and 2 to this by-
law, imposed pursuant to this by-law, or that is agricultural;
"redevelopment" means development that involved, involves or will
involve, on the same land as the development, the demolition or removal
of an existing or former building or structure or the conversion of an
existing building or structure from one principal use to another principal
use, in whole or in part;
"residential" means lands, buildings or structures or any parts thereof
used, designed or intended to provide accommodation or quarters for
living, sleeping, sanitary and culinary purposes, or otherwise to serve as a
domestic residence, and includes park model trailers, but does not include
motels, hotels, tents, truck campers, tourist trailers, mobile camper trailers,
cottage establishments, boarding houses, lodging houses or rooming
houses of any kind;
"row dwelling unit" means a dwelling unit within a dwelling containing
three (3) or more attached dwelling units in a single row, whereby each
dwelling unit has an exclusive entrance from the outside and is vertically
separated from any abutting dwelling unit;
"rural-Ops service area" means all land within the police service area
that does not form part of the water or wastewater service areas;
"rural-other service area" means all land within the general service area
that does not form part of the urban-Lindsay, urban-NWT, urban-other or
rural-Ops service areas;
"semi-detached dwelling unit" means a dwelling unit within a dwelling
consisting of exactly two (2) attached dwelling units, whereby each
dwelling unit has an exclusive entrance from the outside and is vertically
separated from the abutting dwelling unit;
"service area" means a benefitting area in respect of a municipal service
or set of municipal services, and includes the police, transit, water,
wastewater, wastewater-NWT, general, urban-Lindsay, urban-NWT,
urban-other, rural-Ops and rural-other service areas;
"single-detached dwelling unit" means a dwelling unit within a dwelling
consisting of exactly one (1) dwelling unit that is not attached to another
dwelling unit;
"small apartment dwelling unit" means an apartment dwelling unit that
is not a large apartment dwelling unit;
"stacked dwelling unit" means a dwelling unit, other than a row dwelling
unit, within a dwelling containing at least three (3) dwelling units, whereby
each dwelling unit is separated from the others vertically and or
horizontally and has an exclusive entrance from the outside;
"temporary building or structure" means a former building or structure
that, in the determination of the Chief Building Official, was created with
the express intention of being used for a continuous period not to exceed
six (6) months and had existed for a continuous period not exceeding six
(6) months;
"transit service area" means the area serviced by the City's public transit
service, that being:
(a) all land within the former Town of Lindsay, and all land that has been
or may be appended thereto by the City to accommodate
development, or in the alternative;
(b) all land deemed to receive the City's public transit service as otherwise
established by Council subsequent to the enactment of this by-law;
"urban-Lindsay service area" means the intersection of all land within
the transit, police, water and wastewater service areas outside the
wastewater-NWT service area;
"urban-NWT service area" means the intersection of all land within the
transit, police, water and wastewater-NWT service areas;
"urban-other service area" means the intersection of all land within the
water and wastewater service areas outside the urban-Lindsay and urban-
NWT service areas;
"wastewater-NWT service area" means the intersection of all land within
the Northwest Lindsay Development Area and the wastewater service
area;
"wastewater service area" means the union of all land serviced by a City
wastewater system, that being all land on which buildings or structures
are, as determined by the Chief Building Official, required, planned or
expected to connect, or are capable of being connected in future, to a City
wastewater system designed to service such lands, buildings or
structures;
"water service area" means the union of all land serviced by a City water
system, that being all land on which buildings or structures are, as
determined by the Chief Building Official, required, planned or expected to
connect, or are capable of being connected in future, to a City water
system designed to service such lands, buildings or structures; and
"zoning by-law" means the zoning by-law or set of zoning by-laws of the
City enacted pursuant to section 34 of the Planning Act.
1.02 Rules of Interpretation: For the purposes of interpretation of this by-law:
(a) all word variations and derivatives of the terms defined in subsection
1.01 shall carry a corresponding meaning, and the words "include",
"includes", "inclusive" and "including" are not to be read as limiting the
meaning of any word, term, phrase or description that follows;
(b) headings herein are used for reference only and shall not affect the
interpretation of this by-law; and
(c) references to laws in this by-law are meant to refer to the statutes, as
amended from time to time, including the regulations made thereunder,
that are applicable within the Province of Ontario.
2
Section 2: Development Charges Respecting Municipal
Services
2.01 Designated Municipal Services: Development charges shall be imposed
in respect of the following municipal services to pay for the increased
capital costs required because of the increased needs for those services
arising from development:
(a) public health, being the service or services referred to by paragraph 15
of subsection 2(4) of the Act;
(b) by-law enforcement, being part of the service or services referred to by
paragraph 18 of subsection 2(4) of the Act;
(c) parks and recreation, being the service or services referred to by
paragraph 14 of subsection 2(4) of the Act;
(d) library, being the service or services referred to by paragraph 12 of
subsection 2(4) of the Act;
(e) growth-related studies, being the service or services referred to by
paragraphs 5 and 6 of subsection 5(3) of the Act and subsection 7(3)
of the Act;
(f) fire, being part of the service or services referred to by paragraph 10 of
subsection 2(4) of the Act;
(g) fire-rural, being part of the service or services referred to by paragraph
10 of subsection 2(4) of the Act;
(h) paramedic, being the service or services referred to by paragraph 11 of
subsection 2(4) of the Act;
(i) police, being the service or services referred to by paragraph 9 of
subsection 2(4) of the Act;
(j) transit, being the service or services referred to by paragraph 7 of
subsection 2(4) of the Act;
(k) roads and related, being the service or services referred to by
paragraph 4 of subsection 2(4) of the Act;
(l) water treatment, being part of the service or services referred to by
paragraph 1 of subsection 2(4) of the Act;
(m)water distribution, being part of the service or services referred to by
paragraph 1 of subsection 2(4) of the Act;
(n) wastewater treatment, being part of the service or services referred to
by paragraph 2 of subsection 2(4) of the Act; and
(o) wastewater collection, being part of the service or services referred to
by paragraph 2 of subsection 2(4) of the Act.
2.02
Geographic Application: Respecting the municipal services designated
in subsection 2.01, the development charges set out in Schedules 1 and 2
to this by-law shall be imposed on development in the general service
area, except that:
(a) fire-rural development charges shall be imposed outside the water
service area only;
(b) police development charges shall be imposed in the police service
area only;
(c) transit development charges shall be imposed in the transit service
area only;
(d) water treatment and water distribution development charges shall be
imposed in the water service area only;
(e) wastewater treatment development charges shall be imposed in the
wastewater service area only; and
(f) wastewater collection development charges shall be imposed in the
wastewater service area only, exclusive of the wastewater-NWT
service area.
2.03 Aggregation for Administrative Convenience: For greater certainty, the
aggregation of development charges across municipal services and by
certain service areas in Schedules 1 and 2 to this by-law is for
administrative convenience only and does not affect or override the
geographic application of individual development charges by service area
prescribed by subsection 2.02.
2.04 Independent of Specific Need or Benefit: Development charges shall
be determined and imposed pursuant to this by-law without regard for the
specific increase in need for municipal services that may be required by,
or the specific municipal service benefits that may be conferred to, any
individual or particular development.
3
Section 3: Nexus between Development Approvals and
Development Charges
3.01 Designated Development Approvals: In accordance with subsection
2(2) of the Act, but subject to subsection 3.02, the development charges
referred to by subsection 2.02 shall be imposed on development within the
City only if such development requires any of the following approvals or
actions:
(a) the passing of a zoning by-law or of an amendment thereto under
section 34 of the Planning Act;
(b) the approval of a minor variance under section 45 of the Planning Act;
(c) a conveyance of land to which a by-law passed under subsection 50(7)
of the Planning Act applies;
(d) the approval of a plan of subdivision under section 51 of the Planning
Act;
(e) a consent under section 53 of the Planning Act;
(f) the approval of a description under section 9 of the Condominium Act;
or
(g) the issuing of a permit under the Building Code Act in relation to a
building or structure.
3.02 Treatment of Enlargement of an Existing Dwelling Unit: To qualify
subsection 3.01 in respect of subsection 2(3) of the Act and to provide for
greater certainty with respect to the application of this by-law to the
enlargement of an existing dwelling unit:
(a) the approvals and actions described in subsection 3.01, as required by
subsection 2(3) of the Act, exclude those whose only effect is to permit
the enlargement of an existing dwelling unit;
(b) the enlargement of an existing dwelling unit is considered, for the
purposes of subsection 2.01, development that does not increase the
need for municipal services; and
(c) by reason of paragraph (b) of this subsection and for the purposes of
paragraph 9 of subsection 5(1) of the Act, paragraph 3 of subsection
5(6) of the Act and paragraphs 1 through 3 of section 6 of the Act, no
inapplicability of development charges arising from subsection 2(3) of
the Act shall be construed as any form of exemption, discount or
similar measure designed to reduce development charges below the
allowable quantum in any particular case.
3.03 Multiple Development Approvals: For any given development, only one
development charge for each municipal service designated in subsection
2.01 shall be imposed, even though two or more of the approvals and
actions described in subsection 3.01 may be required by the development.
3.04 Subsequent Development Approvals: Notwithstanding subsection 3.03,
whereupon two or more of the approvals and actions described in
subsection 3.01 occur at different times for a development, additional
development charges shall be imposed in respect of any increased or
additional development arising directly from such approvals or actions.
3.05 After Permit Issuance: Whereupon a development requires an approval
or action described in subsection 3.01 after the issuance of a permit for
the development, any unpaid portion of development charges pertaining to
the development shall be paid prior to the granting of the approval or the
execution of the action that is required.
3.06 Permit Not Required: Whereupon a development does not require a
permit but does require one or more of the approvals or actions described
in subsection 3.01, development charges shall nonetheless be imposed in
respect of any increased or additional development arising directly from
such approvals or actions.
3.07 Withholding of Permit Issuance: To the extent permitted by the Act, the
Chief Building Official shall withhold issuance of a permit for a
development for which any development charges remain unpaid.
3.08 Local Services and Other Conditions of Development: Nothing in this
by-law prevents the City from requiring as a condition of development,
through a development agreement or not, that an owner, at his or her own
expense, install local services required by the City, or pay for local
infrastructure connections or other local capital works, or administrative,
processing, permit, inspection or other fees, or capital charges, community
benefits charges or other levies required by the City.
4
Section 4: Calculation and Payment of Development
Charges
4.01 General Basis of Calculation: Development charges imposed by this by-
law shall be calculated:
(a) in the case of residential development, or the residential portion of a
mixed-use development, based upon the number and type of dwelling
units comprising such development; and
(b) in the case of non-residential development, or the non-residential
portion of a mixed-use development, based upon the type of non-
residential development and gross floor area or nameplate generating
capacity of such development, whichever unit of measure is applicable.
4.02 Residential Calculation: The residential development charges per
dwelling unit set out in Schedule 1 to this by-law shall be imposed on
residential development, including dwelling units accessory to non-
residential uses, and, in the case of a mixed-use building or structure,
against the residential portion thereof, and calculated with respect to each
of the applicable municipal services according to the type of dwelling unit.
4.03 Non-Residential Calculation: The non-residential development charges
per unit of gross floor area or per 500 kilowatts of nameplate generating
capacity, as the case may be, set out in Schedule 2 to this by-law shall be
imposed on non-residential development, and, in the case of a mixed-use
building or structure, against the non-residential portion thereof, and
calculated with respect to each of the applicable municipal services
according to the type of non-residential use.
4.04 Timing of Calculation and Payment: Development charges pertaining to
a development shall, subject to the Act, be calculated as of, and be made
payable on:
(a) in the case that a permit for the development is or will be withheld
pursuant to subsection 3.07, the date of issuance of the permit;
otherwise
(b) the date on which the first approval or action described in subsection
3.01 is granted or executed for the development.
4.05 Override by the Act: In the case of the Act rendering subsection 4.04
inoperable or inapplicable, the dates on which development charges
pertaining to a development are calculated and made payable shall be
determined by the Chief Building Official in accordance with the Act.
4.06 Override by Future Section 27 Agreement: Notwithstanding subsection
4.04 but only to the extent permitted by the Act, the dates on which
development charges pertaining to a development are calculated and
made payable may, pursuant to section 27 of the Act, be determined by
an agreement between the City and the owner required to pay the
development charges, whereby the City may, to the extent permitted by
the Act, register the agreement against the title of the land to which the
development charges apply.
4.07 Collection as Property Taxes: In accordance with subsection 32(1) of
the Act, development charges that remain unpaid after they become
payable by the subject owner pursuant to this by-law shall be added to the
tax roll and shall be collected from the owner in the same manner as
property taxes.
5
Section 5: Development Charges Exemptions, Refunds and
Credits
5.01 Legislated Exemptions, Etcetera: Provisions of the Act, including
subsections 2(3.1) through 2(3.3), sections 3 through 4.4 and sections
26.1 through 26.3 thereof, which override this by-law so as to limit the
quantum or otherwise impair the collection of development charges the
City may, in any particular case, impose and collect pursuant to this by-
law are:
(a) in a declaratory sense only, recognized by the City as rules for the
purposes of paragraph 9 of subsection 5(1) of the Act and paragraphs
1 and 2 of section 6 of the Act; and
(b) for greater certainty with respect to paragraph 3 of subsection 5(6) of
the Act, not prescribed by this by-law.
5.02 Discretionary Exemptions: Notwithstanding any other provision of this
by-law, development charges shall not be imposed in respect of the
development of:
(a) a place of worship, non-profit hospice, public hospital, cemetery, burial
site or crematorium, as defined in the Assessment Act;
(b) an agricultural building or structure; or
(c) a park model trailer.
5.03 Refunds for Temporary Buildings or Structures: Notwithstanding any
other provision of this by-law, a temporary building or structure shall, on a
retroactive basis, be considered not to have been development, and,
therefore, an owner who paid development charges pertaining to a
temporary building or structure shall be entitled to a refund of the
development charges, without interest, if the owner demonstrates to the
satisfaction of the Chief Building Official that the building or structure was
indeed temporary.
5.04 Redevelopment Credits: Subject to subsection 5.05 but notwithstanding
any other provision of this by-law, respecting a redevelopment of land,
whereupon a building or structure on the same land was demolished or is
to be demolished or converted from one principal use to another principal
use, in whole or in part, in order to facilitate the redevelopment, the
development charges pertaining to such a redevelopment shall, as
determined by the Chief Building Official based upon information he or she
considers verifiable, be credited by:
(a) in the case of a residential building or structure, or in the case of a
mixed-use building or structure, the residential portion thereof, an
amount calculated by multiplying the applicable development charge
rates by the number, according to type, of dwelling units that have
been or will be demolished or converted to another principal use; and
(b) in the case of a non-residential building or structure, or in the case of
mixed-use building or structure, the non-residential portion thereof, an
amount calculated by multiplying the applicable development charge
rates by the gross floor area or nameplate generating capacity,
whichever unit of measure is applicable, that has been or will be
demolished or converted to another principal use.
5.05 Restrictions on Redevelopment Credits: A credit set against
development charges pursuant to subsection 5.04 shall:
(a) be determined in accordance with development charge rates that
would otherwise apply if the provisions referred to in subsection 5.01
and imposed by subsection 5.02 did not apply;
(b) notwithstanding paragraph (a) of this subsection, not exceed the
amount of development charges otherwise payable pursuant to this by-
law; and
(c) apply only if the building or structure or part thereof associated with the
credit was, as determined by the Chief Building Official based upon
information he or she considers verifiable, capable of being occupied
within the 5-year period or such longer period, as may be established
by Council subsequent to the enactment of this by-law, prior to the
date on which the development charges are calculated pursuant to this
by-law.
5.06 Credits Related to Expiration or Revocation of Permits: Whereupon a
permit has been issued for a development on land for which development
charges have been paid, in the case that the permit expires or is revoked,
the development charges shall not be refunded but instead shall be
credited against any subsequent development charges that may become
payable as a result of any subsequent approvals or actions described in
subsection 3.01 being granted or executed in respect of the same land.
5.07 Status of Credits and Refunds: For the purposes of paragraph 9 of
subsection 5(1) of the Act, paragraph 3 of subsection 5(6) of the Act and
paragraphs 1 through 3 of section 6 of the Act, and for greater certainty
with respect to each of them, no credit against or refund of development
charges provided for by subsections 5.03 through 5.06 shall be construed
as any form of exemption, discount or similar measure designed to reduce
development charges below the allowable quantum in any particular case.
5.08 Agreement Potentially Required: To the extent permitted by the Act, the
City may require an owner liable for development charges to enter into an
agreement with the City as a condition of obtaining the benefit of a
provision referred to in subsection 5.01, whereby the City may, to the
extent permitted by the Act, register the agreement against the title of the
land to which the development charges apply.
5.09 Onus on Owner: The onus is on the owner liable for development
charges to produce evidence to the satisfaction of the Chief Building
Official that the owner is indeed entitled to any relief referred to in
subsection 5.01 or any exemption, refund or credit provided for by
subsections 5.02 through 5.06.
6
Section 6: Administrative Matters
6.01 By-Law Administration: The Chief Building Official and Manager of
Corporate Assets are jointly responsible for the administration of this by-
law, whereby the former position is responsible for day-to-day
administration and the latter position is responsible for general
administration and oversight.
6.02 Restructuring of Reserve Fund: For the purposes of section 33 of the
Act, the City Treasurer shall, upon the coming into force of this by-law,
restructure the consolidated development charges reserve fund as
necessary into separate constituent reserve fund accounts bearing a one-
to-one correspondence with the municipal services designated in
subsection 2.01.
6.03 Replenishment of Reserve Fund: Respecting compliance with
paragraph 3 of subsection 5(6) of the Act:
(a) the City Treasurer shall, as much as financial records and resources
will admit, ensure the development charges reserve fund is
replenished annually from other City funds to correct for shortfalls in
the development charges reserve fund arising from the provisions of
subsection 5.02; and
(b) for the purposes of paragraph (a) of this subsection, the shortfalls in
the development charges reserve fund arising from paragraphs (a), (b)
and (c) of subsection 5.02 shall, respectively, be determined in
accordance with the applicable rates of other non-residential,
agricultural and residential development charges.
6.04 Effect of Provisions Referred to in Subsection 5.01: As subsection
5.01 is not subject to paragraph 3 of subsection 5(6) of the Act, the
development charges reserve fund reconciliation included in any
Development Charges Background Study prepared after the coming into
force of this by-law shall, as much as financial records will admit, carry
forward into the determination of future rates of development charges the
shortfalls in the development charges reserve fund arising from the
provisions referred to in subsection 5.01.
6.05 No Phase-in of Development Charges: For greater certainty, the
development charges set out in Schedules 1 and 2 to this by-law shall not
be phased in, and, subject to indexation in accordance with subsection
6.06, shall take effect upon the coming into force of this by-law.
6.06 Indexation of Development Charges: Starting on January 1, 2026, the
Manager of Corporate Assets shall, without amendment to this by-law and
as permitted by paragraph 10 of subsection 5(1) of the Act, annually index
the development charges set out in Schedules 1 and 2 to this by-law in
accordance with the Statistics Canada Non-Residential Building
Construction Price Index for Toronto, or any successor thereof,
whereupon the indexed development charges shall take effect at 12:01am
January 1 of the year during which they are to be in effect.
7
Section 7: Other Matters
7.01 Schedules: The following schedules to this by-law form part of this by-
law:
(a) Schedule 1: Residential Development Charges;
(b) Schedule 2: Non-Residential Development Charges; and
(c) Schedule 3: Northwest Lindsay Development Area.
7.02 Abbreviations and Symbols in Schedules: The following equivalences
apply to abbreviations and symbols appearing in Schedules 1 and 2 to this
by-law:
(a) "$" stands for dollars in Canadian currency;
(b) "/" stands for per;
(c) "Unit" stands for dwelling unit;
(d) "m2" stands for square metre or square metres, as context requires;
(e) "GFA" stands for gross floor area, measured in square metres;
(f) "NGC" stands for nameplate generating capacity, measured in
kilowatts; and
(g) "KW" stands for kilowatt or kilowatts, as context requires.
7.03 Override by Prior Section 27 Agreement: Notwithstanding any other
provision of this by-law, the provisions of an agreement between the City
and an owner, made pursuant to section 27 of the Act and setting out,
based upon rates of development charges in effect prior to the coming into
force of this by-law, the development charges to be paid and or services in
lieu of development charges to be provided by the owner in respect of a
particular development, shall override this by-law in respect of that
development if the agreement:
(a) was executed before the coming into force of this by-law; and
(b) remains in effect at the time this subsection is invoked for the purposes
of fulfilling the agreement.
7.04 Concurrent and Subsequent By-Laws: This by-law does not:
(a) impair any concurrent by-law imposing development charges, capital
charges or similar charges within the City; or
(b) preclude the enactment of subsequent by-laws imposing development
charges, capital charges or similar charges within the City.
7.05 Severability: If a court or tribunal of competent jurisdiction declares any
portion of this by-law to be illegal or unenforceable, that portion of this by-
law shall be considered to be severed from the balance of the by-law,
which shall continue to operate in full force and effect.
7.06 Registration on Title: As permitted by section 42 of the Act, the City may
register a certified copy of this by-law with the Land Registry Office, or any
successor thereof, against title to any land to which this by-law applies.
7.07 Effective Date and Expiry: This by-law shall come into force at 12:01am
January 1, 2026, and shall expire at 11:59pm December 31, 2035 unless
it is repealed prior thereto.
7.08 Repeal: By-Law 2019-184 (A By-Law to Impose Development Charges in
the City of Kawartha Lakes) is repealed at 12:01am January 1, 2026 upon
the coming into force of this by-law.
By-law passed this 18th day of November, 2025.
______________________________
Doug Elmslie, Mayor
______________________________
Cathie Ritchie, City Clerk
Schedule 1: Residential Development Charges
The residential development charges imposed by this by-law shall be those set
out in the following table by type of dwelling unit, subject to indexation:
Municipal Service
Single- or
Semi-
Detached
($/Unit)
Row or
Multiple
($/Unit)
Large
Apartment
($/Unit)
Small
Apartment
($/Unit)
Public Health
332
246
242
151
By-Law Enforcement
41
30
30
19
Parks and Recreation
3,924
2,909
2,856
1,785
Library
500
371
364
227
Growth-Related Studies
567
420
413
258
Fire
3,403
2,523
2,477
1,548
Fire-Rural
737
546
536
335
Paramedic
811
601
590
369
Police
1,874
1,389
1,364
852
Transit
641
475
467
292
Roads and Related
12,841
9,521
9,346
5,841
Water Treatment
20,625
15,292
15,012
9,382
Water Distribution
2,790
2,069
2,031
1,269
Wastewater Treatment
11,079
8,214
8,064
5,040
Wastewater Collection
7,301
5,413
5,314
3,321
Municipal Service Area
Single- or
Semi-
Detached
($/Unit)
Row or
Multiple
($/Unit)
Large
Apartment
($/Unit)
Small
Apartment
($/Unit)
Urban-Lindsay
66,729
49,473
48,570
30,354
Urban-NWT
59,428
44,060
43,256
27,033
Urban-Other
64,214
47,609
46,739
29,210
Rural-Ops
25,030
18,556
18,218
11,385
Rural-Other
23,156
17,167
16,854
10,533
Schedule 2: Non-Residential Development Charges
The non-residential development charges imposed by this by-law shall be those
set out in the following table by type of non-residential development, subject to
indexation:
Municipal Service
Electricity
Generation
($/500 KW
of NGC)
Other Non-
Residential
($/m² of
GFA)
Public Health
0.54
By-Law Enforcement
0.22
Parks and Recreation
7.75
Library
0.97
Growth-Related Studies
4.41
Fire
3,403
20.13
Fire-Rural
737
2.26
Paramedic
811
4.63
Police
1,874
11.84
Transit
4.20
Roads and Related
12,841
74.92
Water Treatment
127.98
Water Distribution
17.33
Wastewater Treatment
68.57
Wastewater Collection
46.39
Municipal Service Area
Electricity
Generation
($/500 KW
of NGC)
Other Non-
Residential
($/m² of
GFA)
Urban-Lindsay
18,929
389.87
Urban-NWT
18,929
343.48
Urban-Other
17,055
373.83
Rural-Ops
19,666
127.66
Rural-Other
17,792
115.82
Schedule 3: Northwest Lindsay Development Area
Watson & Associates Economists Ltd.
PAGE F-1
Appendix F
Asset Management Plan
Watson & Associates Economists Ltd.
905-272-3600
June 16, 2025
[email protected]
Asset Management Plan
City of Kawartha Lakes
________________________
Watson & Associates Economists Ltd.
Table of Contents
Page
1.
Introduction ...................................................................................................... 1-1
1.1
Overview ................................................................................................. 1-1
1.2
Legislative Context for the Asset Management Plan .............................. 1-4
1.3
Asset Management Plan Development ................................................... 1-5
2.
State of Local Infrastructure and Levels of Service ..................................... 2-2
2.1
Emergency Services ............................................................................... 2-2
2.1.1
State of Local Infrastructure ....................................................... 2-2
2.1.2
Condition .................................................................................... 2-3
2.1.3
Levels of Service ........................................................................ 2-6
2.2
Human Services ..................................................................................... 2-7
2.2.1
State of Local Infrastructure ....................................................... 2-7
2.2.2
Condition .................................................................................... 2-8
2.2.3
Levels of Service ...................................................................... 2-10
2.3
Parks and Recreation Services ............................................................. 2-11
2.3.1
State of Local Infrastructure ..................................................... 2-11
2.3.2
Condition .................................................................................. 2-12
2.3.3
Levels of Service ...................................................................... 2-14
2.4
Solid Waste Services ............................................................................ 2-15
2.4.1
State of Local Infrastructure ..................................................... 2-15
2.4.2
Condition .................................................................................. 2-16
2.4.3
Levels of Service ...................................................................... 2-18
2.5
Support and Other Services .................................................................. 2-19
2.5.1
State of Local Infrastructure ..................................................... 2-19
2.5.2
Condition .................................................................................. 2-21
2.5.3
Levels of Service ...................................................................... 2-23
2.6
Transportation Services ........................................................................ 2-24
2.6.1
State of Local Infrastructure ..................................................... 2-24
2.6.2
Condition .................................................................................. 2-35
2.6.3
Levels of Service ...................................................................... 2-45
2.7
Water and Wastewater Services ........................................................... 2-48
Table of Contents (Cont'd)
Page
Watson & Associates Economists Ltd.
2.7.1
State of Local Infrastructure ..................................................... 2-48
2.7.2
Condition .................................................................................. 2-52
2.7.3
Levels of Service ...................................................................... 2-54
2.8
Uncategorized (Natural Assets) ............................................................ 2-56
2.9
Population and Employment Growth .................................................... 2-57
3.
Lifecycle Management Strategy ..................................................................... 3-1
3.1
Introduction ............................................................................................. 3-1
3.2
Tax Supported Assets ............................................................................. 3-1
3.3
Rate Supported Assets (Water and Wastewater) ................................... 3-4
4.
Financial Strategy ............................................................................................ 4-1
4.1
Introduction ............................................................................................. 4-1
4.2
Lifecycle Funding Target ......................................................................... 4-1
4.3
Capital Expenditure Forecast .................................................................. 4-2
4.4
Funding ................................................................................................... 4-3
4.5
Tax Levy Impact ..................................................................................... 4-4
4.6
Rate Revenue Impact ............................................................................. 4-4
5.
Recommendations and Next Steps ................................................................ 5-1
5.1
Recommendations .................................................................................. 5-1
5.2
Next Steps .............................................................................................. 5-1
Appendix A Financial Strategy Tables ................................................................... A-1
Watson & Associates Economists Ltd.
PAGE i
List of Acronyms and Abbreviations
IJPA
Infrastructure for Jobs and Prosperity Act
O. Reg. 588/17
Ontario Regulation 588/17
PSAB
Public Sector Accounting Board
ULC%
Useful Life Consumed Percentage
PCI
Pavement Condition Index
BCI
Bridge Condition Index
OSIM
Ontario Structure Inspection Manual
Report
Watson & Associates Economists Ltd.
Chapter 1
Introduction
Watson & Associates Economists Ltd.
PAGE 1-1
1. Introduction
1.1 Overview
The main objective of an asset management plan is to use a municipality's best
available information to develop a comprehensive long-term plan for capital assets. In
addition, the plan should provide a sufficiently documented framework that will enable
continual improvement and updates of the plan, to ensure its relevancy over the long
term.
The City of Kawartha Lakes (City) retained Watson & Associates Economists Ltd.
(Watson) to develop a comprehensive asset management plan. The project has been
completed in three phases. The first phase focused on complying with the July 1, 2022
requirements of Ontario Regulation 588/17 (O. Reg. 588/17) for core1 assets and was
completed in June 2022. The second phase focused on complying with the July 1,
2024 requirements of O. Reg. 588/17 for non-core2 assets and was completed in May
2024. The third and final phase of the project built on the work completed through the
previous phases, with a focus on identifying proposed levels of service and developing
a financial strategy to support the asset management plan. This report is the outcome
of the third phase and brings the City into full compliance with the 2025 requirements of
O. Reg. 588/17.
The asset management plan has been structured to align with the structure of the City's
capital budget. The construction, rehabilitation, replacement and upgrade of the City's
assets is budgeted through a total of 35 capital programs and the operating budget.3
The 35 programs are grouped together into seven service groups as defined in Table
1-1.
1 Core infrastructure assets are defined by O. Reg. 588/17 as being roads, bridges, culverts, and
any asset that is utilized in the provision of water, wastewater, and stormwater services.
2 Non-core infrastructure assets are any other assets owned and managed by a municipality that are
not included within the definition of core infrastructure assets.
3 Assets funded through the operating budget include signs, guiderails, and circulating library materials.
They are funded through the operating budget because the replacement cost of individual assets is low.
Watson & Associates Economists Ltd.
PAGE 1-2
Table 1-1: Description of Service Groups
Service Group
Description
Emergency Services
Fire, police, and ambulance services
Human Services
Public housing and nursing care services
Parks and Recreation
Services
Services provided by recreation centres and park amenities
Solid Waste Services
Landfill Services
Support and Other
Services
Library and culture services and services provided by assets
that are not public facing (e.g., information technology, fleet,
etc.)
Transportation
Services
Airport and transit services, along with services provided by
assets that support the road network (e.g., sidewalks,
streetlights, etc.)
Water and
Wastewater Services
Water treatment, wastewater treatment facilities, horizontal
distribution and collection (e.g., watermains, wastewater
mains, etc.) and vertical distribution and collection (e.g.,
reservoir, elevated tank, etc.)
Uncategorized
Aggregate pits and quarries and forests
The replacement costs of the assets included in this asset management plan has been
estimated at $5.4 billion. A breakdown of the total replacement cost by service group
and capital program is provided in Table 1-2 and is illustrated in Figure 1-1.
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PAGE 1-3
Table 1-2: Asset Replacement Cost by Service Group and Capital Program
Service Group
Capital Program Name
Replacement
Cost (2025$)
Emergency Services
Fire Facilities
$67,784,000
Fire Fleet and Equipment
$48,604,000
Paramedic Facilities
$10,284,000
Paramedic Fleet and Equipment
$8,381,000
Police Fleet and Equipment
$4,363,000
Human Services
Housing Facilities
$272,714,000
Housing Fleet
$1,491,000
Victoria Manor
$58,434,000
Parks and Recreation
Services
Cemetery Siteworks and Facilities
$609,000
Parks and Recreation Equipment
$58,434,000
Parks Siteworks and Facilities
$42,423,000
Recreation Facilities
$247,495,000
Solid Waste Services
Landfill Equipment
$6,704,000
Landfill Siteworks and Facilities
$34,321,000
Support and Other
Services
Building and Property Equipment
$775,000
Building and Property Facilities
$148,934,000
Currently Funded through Operating
$12,771,000
Information Technology Systems
$3,656,000
Public Works Fleet Equipment
$90,289,000
Transportation
Services
Airport Siteworks and Facilities
$14,400,000
Bridges and Culverts
$482,109,000
Gravel Resurfacing
$463,456,000
Parking Lots
$5,775,000
Paved Roads1
$1,561,946,000
Roads, Fleet and Transit Facilities
$96,282,000
Sidewalks
$40,053,000
Stormwater Siteworks
$67,752,000
1 Storm Mains and culverts are included in the replacement cost of paved roads.
Watson & Associates Economists Ltd.
PAGE 1-4
Service Group
Capital Program Name
Replacement
Cost (2025$)
Traffic Signals and Streetlights
$25,536,000
Transit Siteworks
$628,000
Water and
Wastewater Services
Horizontal Distribution and Collection
$645,417,000
Vertical Distribution and Collection
$173,421,000
Wastewater Treatment
$14,999,000
Water Treatment
$27,113,000
Uncategorized
Aggregate Pits and Quarries
$171,654,000
Forests
$424,448,000
Total
$5,382,767,000
Figure 1-1: Distribution of Assets by Service Group
Emergency Services,
136.4M, 3%
Human Services,
384.8M, 7%
Parks and Recreation
Services, 349M, 6%
Solid Waste
Services,
41M, 1%
Support and
Other Services,
256.4M, 5%
Transportation
Services,
2.76B, 51%
Water-Wastewater
Services, 861M, 16%
Uncategorized,
596.1M, 11%
$5.38
billion
1.2 Legislative Context for the Asset Management Plan
Asset management planning in Ontario has evolved significantly over the past decade.
Before 2009, capital assets were recorded by municipalities as expenditures in the year
of acquisition or construction. The long-term issue with this approach was the lack of a
capital asset inventory, both in the municipality's accounting system and financial
Watson & Associates Economists Ltd.
PAGE 1-5
statements. As a result of revisions to section 3150 of the Public Sector Accounting
Board (PSAB) handbook, effective for the 2009 fiscal year, municipalities were required
to capitalize tangible capital assets, thus creating an inventory of assets.
In 2012, the Province launched the municipal Infrastructure Strategy. As part of that
initiative, municipalities and local service boards seeking provincial funding were
required to demonstrate how any proposed project fits within a detailed asset
management plan. In addition, asset management plans encompassing all municipal
assets needed to be prepared by the end of 2016 to meet Federal Gas Tax (now the
Canada Community-Building Fund) agreement requirements. To help define the
components of an asset management plan, the Province produced a document entitled
Building Together: Guide for Municipal Asset Management Plans. This guide
documented the components, information, and analysis that were required to be
included in municipal asset management plans under this initiative.
The Province's Infrastructure for Jobs and Prosperity Act, 2015 (IJPA) was proclaimed
on May 1, 2016. This legislation detailed principles for evidence-based and sustainable
long-term infrastructure planning. The IJPA also gave the Province the authority to
guide municipal asset management planning by way of regulation. In late 2017, the
Province introduced O. Reg. 588/17 under the IJPA. The intent of O. Reg. 588/17 is to
establish standard content for municipal asset management plans. Specifically, the
regulation require that asset management plans be developed that define the current
levels of service, identify the lifecycle activities that will be undertaken to achieve these
levels of service, and provide a financial strategy to support the levels of service and
lifecycle activities.
As noted earlier, the asset management plan presented herein brings the City into full
compliance with the 2025 requirements of O. Reg. 588/17.
1.3 Asset Management Plan Development
This asset management plan was developed using an approach that leverages the
City's asset management principles as identified within its strategic asset management
policy, capital asset database information, and staff input.
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PAGE 1-6
The development of the City's asset management plan is based on the steps
summarized below:
1. Compile asset information into complete inventories that contain relevant asset
attributes such as size, quantity, age, useful service life expectations, and
replacement cost.
2. Define and assess the current condition of assets using a combination of staff
input, existing background reports and studies (e.g. Road Needs Study, OSIM
Bridge Inspections), and age-based condition analysis.
3. Define and document current levels of service based on the analysis of available
data and consideration of various background reports.
4. Identify proposed levels of service for all performance measures.
5. Compile a forecast of lifecycle expenditures required to achieve these levels of
service outcomes.
6. Develop a financial strategy to support the lifecycle management strategy. The
financial strategy informs how the capital and operating expenses arising from
the asset management strategy will be funded over the forecast period, and how
any existing funding gaps will be managed.
7. Document the comprehensive asset management plan in a formal report to
inform future decision-making and to communicate planning to municipal
stakeholders.
Watson & Associates Economists Ltd.
Chapter 2
State of Local Infrastructure
and Levels of Service
Watson & Associates Economists Ltd.
PAGE 2-2
2. State of Local Infrastructure and Levels of
Service
2.1 Emergency Services
2.1.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of Emergency
Services. The estimated replacement cost of these assets is approximately $136
million. Fire facilities represent the largest share of replacement cost at $64.8 million
(47%), followed by, fire fleet and equipment at $48.6 million (36%). Paramedic facilities
at $10.3 million (8%), paramedic fleet and equipment at $8.4 million (6%). Lastly, police
fleet and equipment at $4.4 million (3%). The average of emergency services assets is
33.0 years.
Table 2-1 provides a breakdown of these assets by capital program, showing the
average age, and replacement cost. A visual rendering of the data presented in Table
2-1 is provided in Figure 2-1.
Table 2-1: Emergency Services Capital Programs - Average Age and Replacement
Cost
Capital Program
Average
Age
(years)
Replacement
Cost (2025$)
Fire Facilities
48.5
$64,784,000
Fire Fleet and
Equipment
16.2
$48,604,000
Paramedic Facilities
49.1
$10,284,000
Paramedic Fleet and
Equipment
5.4
$8,381,000
Police Fleet and
Equipment
5.1
$4,363,000
Total
33.0
$136,416,000
Watson & Associates Economists Ltd.
PAGE 2-3
Figure 2-1: Emergency Services Capital Programs - Average Age and Replacement
Cost
Average Age
(Years)
Replacement Cost
(2025$)
48.5
16.2
49.1
5.4
5.1
Fire Facilities
Fire Fleet
and Equipment
Paramedic
Facilities
Paramedic Fleet
and Equipment
Police Fleet
and Equipment
Fire Facilities,
64.8M, 47%
Fire Fleet and Equipment,
48.6M, 36%
Paramedic
Facilities,
10.3M, 8%
Paramedic Fleet and
Equipment, 8.4M, 6%
Police Fleet and
Equipment, 4.4M, 3%
$136
million
2.1.2 Condition
The condition of the City's Emergency Services assets has not been directly assessed
through a physical condition assessment. When the age of an asset is known, the
condition is evaluated based on age relative to the expected useful life (i.e., based on
the percentage of useful life consumed (ULC%)). A brand-new asset would have a
ULC% of 0%, indicating that zero percent of the asset's life expectancy has been
utilized. On the other hand, an asset that has reached its life expectancy would have a
ULC% of 100%. It is possible for assets to have a ULC% greater than 100%, which
occurs if an asset has exceeded its typical life expectancy but continues to be in
service. This is not necessarily a cause for concern; however, it must be recognized
that assets that are near or beyond their typical life expectancy are likely to require
replacement or rehabilitation in the near term.
To better communicate the condition of Emergency Services assets and other assets
where ULC% will be used, the ULC% ratings have been segmented into qualitative
condition states as summarized in Table 2-2. The scale is set to show that if assets are
replaced around the expected useful life, they would be in the Fair condition state.
Beyond 100% of useful life, the probability of failure is assumed to have increased to a
point where performance would be characterized as Poor or Very Poor.
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PAGE 2-4
Table 2-2: Condition States Defined with Respect to ULC%
ULC%
Condition State
0% ≤ ULC% ≤ 45%
Very Good
45% < ULC% ≤ 90%
Good
90% < ULC% ≤ 100%
Fair
100% < ULC% ≤ 125%
Poor
125% > ULC%
Very Poor
Based on their current age profile, assets within the Emergency Services group are, on
average, in a 'Good' condition state. The average ULC% rating of the City's fire
facilities is 80.8%, which indicates that, on average, fire facilities are in a 'Good'
condition state. Similarly, the average ULC% rating of the City's fire fleet and
equipment is 87.1%, which indicates that, on average, fire fleet and equipment are in a
'Good' condition state. The average ULC% rating of the City's paramedic facilities is
81.8%, which indicates that, on average, paramedic facilities are in a 'Good' condition
state. The average ULC% rating of the City's paramedic fleet and equipment is 96.8%,
which indicates that, on average, paramedic fleet and equipment are in a 'Good'
condition state. Lastly, the average ULC% rating of the City's police fleet and
equipment is 66.1%, which indicates that, on average, police fleet and equipment are in
a 'Good' condition state.
Table 2-3 summarizes the average ULC% rating and associated condition states of the
City's Emergency Services assets.
Table 2-3: Condition Summary - Emergency Services
Capital Program
Average
ULC%
Average
Condition State
Fire Facilities
80.8%
Good
Fire Fleet and Equipment
87.1%
Good
Paramedic Facilities
81.8%
Good
Paramedic Fleet and Equipment
96.8%
Fair
Police Fleet and Equipment
66.1%
Good
Average
83.6%
Good
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PAGE 2-5
The distribution of the replacement cost of all Emergency Services assets by condition
state is illustrated in Figure 2-2. The distribution of the replacement cost of Emergency
Services assets by ULC% rating range is illustrated Figure 2-3.
Figure 2-2: Distribution of Emergency Services Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Fire Facilities
Fire Fleet
and Equipment
Paramedic Facilities
Paramedic Fleet
and Equipment
Police Fleet
and Equipment
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
Figure 2-3: Distribution of Emergency Services Assets by ULC% Rating
3.3%
0.1%
2.3%
3.4%
0.1%
1.9%
0.1%
1.5%
0.5%
6.1%
8.1%
11.4%
10.6%
4.4%
3.8%
3.4%
5.2%
4.7%
1.0%
0.8%
2.5%
5.5%
1.5%
1.4%
3.4%
13.1%
$0M
$4M
$8M
$12M
$16M
$20M
Replacement Cost
ULC% Rating Range
Watson & Associates Economists Ltd.
PAGE 2-6
2.1.3 Levels of Service
The levels of service currently provided by the City's Emergency Services are, in part, a
result of the state of local infrastructure identified above. The levels of service
framework presented in this subsection identifies both the levels of service that assets
are currently providing as well as the proposed levels of service (target performance)
that the City is striving for.
The levels of service framework is presented as follows:
- The Service Attribute headings and columns indicate the high-level attribute
being addressed;
- The Community Levels of Service column in Table 2-4 explains the City's intent
in plain language and provides additional information about the service being
provided;
- The Performance Measure column in Table 2-5 describes the performance
measure(s) connected to the identified service attribute;
- The Current Performance column in Table 2-5 identifies the current level of
service with respect to each performance measure based on the best available
data; and
- The Target Performance column in Table 2-5 identifies the proposed level of
service with respect to each performance measure.
It is noted that the performance measures included in Table 2-5 only include ones for
which data is currently available. The City has identified several other performance
measures of interest, as reported in the City's 2024 Asset Management Plan for Non-
Core Assets. These additional performance measures will be incorporated into future
iterations of this asset management plan once the City collects the required data.
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PAGE 2-7
Table 2-4: Emergency Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Quality
The City maintains Emergency Services facilities such that they
provide a pleasant experience to staff and visitors.
Reliability/
Availability
The City strives to ensure its Emergency Services vehicles and
equipment are reliable and available for use.
Table 2-5: Emergency Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Quality
Average condition rating for Fire
Facilities
Good
(ULC% of 81%)
Good
Average condition rating for Paramedic
Facilities
Good
(ULC% of 82%)
Good
Reliability/
Availability
Average condition rating for Fire Fleet
and Equipment
Good
(ULC% of 87%)
Good
Average condition rating for Paramedic
Fleet and Equipment
Fair
(ULC% of 97%)
Fair
Average condition rating for Police Fleet
and Equipment
Good
(ULC% of 66%)
Good
2.2 Human Services
2.2.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of Human
Services. The estimated replacement cost of these assets is approximately $384.8
million. Housing facilities represent the largest share of replacement cost at $272.7
million (70.9%), followed by Victoria Manor at $111 million (28.7%) and lastly, housing
fleet at $2 million (0.4%). The average of human services assets is 36.0 years.
Table 2-6 provides a breakdown of these assets by capital program, showing the
average age and replacement cost. A visual rendering of the data presented in Table
2-6 is provided in Figure 2-4.
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PAGE 2-8
Table 2-6: Human Services Capital Programs - Average Age and Replacement Cost
Capital Program
Average
Age (years)
Replacement
Cost (202$)
Housing Facilities
36.1
$272,714,000
Housing Fleet
9.1
$1,491,000
Victoria Manor
36.0
$110,579,000
Total
36.0
$384,784,000
Figure 2-4: Human Services Capital Programs - Average Age and Replacement Cost
Average Age
(Years)
Replacement Cost
(2025$)
36.1
9.1
36.0
Housing Facilities
Housing Fleet
Victoria Manor
Housing Facilities,
272.7M, 70.9%
Housing
Fleet,
1.5M,
0.4%
Victoria Manor,
110.6M, 28.7%
$385
million
2.2.2 Condition
The condition of the City's Human Services assets has not been directly assessed
through a physical condition assessment. For the purposes of this asset management
plan, the condition of Human Services assets is assessed based on age relative to
useful service life (i.e., based on the percentage of useful service life consumed -
ULC%). To better communicate the condition of Human Services assets, ULC% ratings
have been segmented into qualitative condition states as summarized previously in
Table 2-2. Please refer to Section 2.1.2 for further information on this condition
assessment methodology.
Based on their current age profile, assets within the Human Services group are, on
average, in a 'Good' condition state. The average ULC% rating of the City's housing
facilities is 57.5%, which indicates that, on average, housing facilities are in a 'Good'
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PAGE 2-9
condition state. Similarly, the average ULC% rating of the City's housing fleet is 76.2%,
which indicates that, on average, housing fleet assets are in a 'Good' condition state.
Lastly, the average ULC% rating of the City's Victoria Manor is 90%, which indicates
that, on average, Victoria Manor assets are in a 'Good' condition state.
Table 2-7 summarizes the average ULC% rating and associated condition states of the
City's Human Services assets.
Table 2-7: Condition Summary - Human Services
Capital Program
Average
ULC%
Average
Condition State
Housing Facilities
57.5%
Good
Housing Fleet
76.2%
Good
Victoria Manor
60.0%
Good
Average
58.3%
Good
The distribution of the replacement cost of all Human Services assets by condition state
is illustrated in Figure 2-5. The distribution of the replacement cost of Human Services
assets by ULC% rating range is illustrated Figure 2-6
Figure 2-5: Distribution of Human Services Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Housing Facilities
Housing Fleet
Victoria Manor
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
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Figure 2-6: Distribution of Human Services Assets by ULC% Rating
4.0%
6.2%
3.9%
3.2%
0.0%
0.0%
0.0%
0.2%
34.8%
13.4%
5.0%
4.5%
6.7%
12.7%
4.1%
0.8%
0.0%
0.4%
0.0%
0.1%
$0M
$20M
$40M
$60M
$80M
$100M
$120M
$140M
$160M
Replacement Cost
ULC% Rating Range
2.2.3 Levels of Service
This subsection presents the City's levels of service framework for its Human Services
assets. Table 2-8 presents the City's Service Attributes and Community Levels of
Service for its Human Services assets while Table 2-9 presents the City's Technical
Levels of Service (i.e., performance measures) for its Human Services assets, including
their current and target performance. Please refer to Section 2.1.3 for further details on
the City's levels of service framework.
It is noted that the performance measures included in Table 2-9 only include ones for
which data is currently available. The City has identified several other performance
measures of interest, as reported in the City's 2024 Asset Management Plan for Non-
Core Assets. These additional performance measures will be incorporated into future
iterations of this asset management plan once the City collects the required data.
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Table 2-8: Human Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Quality
The City maintains Human Services facilities such that they provide a
pleasant experience to staff, residents, and visitors.
Reliability/
Availability
The City strives to ensure its Human Services vehicles and
equipment are reliable and available for use.
Table 2-9: Human Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Quality
Average condition rating for Housing
Facilities
Good
(ULC% of 58%)
Good
Average condition rating for Victoria
Manor
Good
(ULC% of 60%)
Good
Reliability/
Availability
Average condition rating for Housing
Fleet
Good
(ULC% of 76%)
Good
2.3 Parks and Recreation Services
2.3.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of Parks and
Recreation Services. The estimated replacement cost of these assets is approximately
$349 million. Recreation facilities represent the largest share of replacement cost at
$247.5 million (70.9%), followed by, parks and recreation equipment at $58.4 million
(16.7%), parks siteworks and facilities at $42.4 million (12.2%), and lastly cemetery
siteworks and facilities at $609,000 (0.2%). The average age of parks and recreation
services assets is 39.4 years.
Table 2-10 provides a breakdown of the average age and replacement cost information
of Parks and Recreations Services assets by capital program. A visual rendering of the
data presented in Table 2-10 is provided in Figure 2-7.
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Table 2-10: Parks and Recreation Services Capital Programs - Average Age and
Replacement Cost
Capital Program
Average Age
(years)
Replacement Cost
(2025$)
Cemetery Siteworks and Facilities
22.4
$609,000
Parks and Recreation Equipment
12.8
$58,434,000
Parks Siteworks and Facilities
19.6
$42,423,000
Recreation Facilities
49.1
$247,495,000
Total
39.4
$348,961,000
Figure 2-7: Parks and Recreation Services Capital Programs - Average Age and
Replacement Cost
Average Age
(Years)
Replacement Cost
(2025$)
22.4
12.8
19.6
49.1
Cemetery
Siteworks and
Facilities
Parks and
Recreation
Equipment
Parks Siteworks
and Facilities
Recreation
Facilities
Cemetery Siteworks and
Facilities, 609k, 0.2%
Parks and
Recreation
Equipment,
58.4M,
16.7%
Parks Siteworks and
Facilities, 42.4M, 12.2%
Recreation Facilities,
247.5M, 70.9%
$349
million
2.3.2 Condition
The condition of the City's Parks and Recreation Services assets has not been directly
assessed through a physical condition assessment. For the purposes of this asset
management plan, the condition of Parks and Recreation Services assets is assessed
based on age relative to useful service life (i.e. based on the percentage of useful
service life consumed - ULC%). To better communicate the condition of Parks and
Recreation Services assets, ULC% ratings have been segmented into qualitative
condition states as summarized previously in the Table 2-2. Please refer to Section
2.1.2 for further information on this condition assessment methodology.
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PAGE 2-13
Based on their current age profile, assets within the Parks and Recreation Services
group are, on average, in a 'Good' condition state. The average ULC% rating of the
City's cemetery siteworks and facilities is 36.8%, which indicates that, on average,
cemetery siteworks and facilities are in a 'Very Good' condition state. Similarly, the
average ULC% rating of the City's parks and recreation equipment is 36.7%, which
indicates that, on average, parks and recreation equipment are in a 'Very Good'
condition state. The average ULC% rating of the City's parks siteworks and facilities is
55.3%, which indicates that, on average, parks siteworks and facilities are in a 'Good'
condition state. Lastly, the average ULC% rating of the City's recreation facilities is
83.8%, which indicates that, on average, recreation facilities are in a 'Good' condition
state.
Table 2-11 summarizes the average ULC% rating and associated condition states of the
City's Parks and Recreation Services assets.
Table 2-11: Condition Summary - Parks and Recreation Services
Capital Program
Average
ULC%
Average
Condition State
Cemetery Siteworks and Facilities
36.8%
Very Good
Parks and Recreation Equipment
36.7%
Very Good
Parks Siteworks and Facilities
55.3%
Good
Recreation Facilities
83.8%
Good
Average
72.4%
Good
The distribution of the replacement cost of all Parks and Recreation assets by condition
state is illustrated in Figure 2-8. The distribution of the replacement cost of Parks and
Recreation assets by ULC% rating range is illustrated Figure 2-9.
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Figure 2-8: Distribution of Parks and Recreation Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Parks Siteworks
and Facilities
Recreation Facilities
Parks and Recreation
Equipment
Cemetery Siteworks
and Facilities
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
Unknown
Figure 2-9: Distribution of Parks and Recreation Assets by ULC%
3.1%
4.6%
0.4%
1.0%
17.5%
0.2%
0.3%
9.4%
0.3%
10.9%
0.9%
1.6%
0.4%
2.2%
4.4%
16.2%
3.7%
0.2%
2.3%
0.1%
0.1%
1.0%
0.1%
3.6%
2.0%
13.7%
0.1%
$0M
$10M
$20M
$30M
$40M
$50M
$60M
$70M
Replacement Cost
ULC% Rating Range
2.3.3 Levels of Service
This subsection presents the City's levels of service framework for its Parks and
Recreation assets. Table 2-12 presents the City's Service Attributes and Community
Levels of Service for its Parks and Recreation assets while Table 2-13 presents the
City's Technical Levels of Service (i.e., performance measures) for its Parks and
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PAGE 2-15
Recreation assets, including their current and target performance. Please refer to
Section 2.1.3 for further details on the City's levels of service framework.
It is noted that the performance measures included in Table 2-13 only include ones for
which data is currently available. The City has identified several other performance
measures of interest, as reported in the City's 2024 Asset Management Plan for Non-
Core Assets. These additional performance measures will be incorporated into future
iterations of this asset management plan once the City collects the required data.
Table 2-12: Parks and Recreation Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Quality
The City maintains Parks and Recreation Services facilities such that
they provide a pleasant experience to staff and visitors.
Reliability
The City strives to ensure its Parks and Recreation Services vehicles
and equipment are reliable and available for use.
Table 2-13: Parks and Recreation Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Quality
Average condition rating for
Cemetery Siteworks and Facilities
Very Good
(ULC% of 37%)
Very Good
Average condition rating for Parks
Siteworks and Facilities
Good
(ULC% of 55%)
Good
Average condition rating for
Recreation Facilities
Good
(ULC% of 84%)
Good
Reliability
Average condition rating for Parks
and Recreation Equipment
Very Good
(ULC% of 37%)
Very Good
2.4 Solid Waste Services
2.4.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of Solid
Waste Services. The estimated replacement cost of these assets is approximately $41
million. Landfill siteworks and facilities represent the largest share of replacement cost
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PAGE 2-16
at $34.3 million (84%), followed by landfill equipment at $6.7 million (16%). The
average age of solid waste services assets is 17.4 years. Table 2-14 provides a
breakdown of the average age and replacement cost information for Solid Waste
Services assets by capital program. A visual rendering of the data presented in Table
2-14 is provided in Figure 2-10.
Table 2-14: Solid Waste Services Capital Programs - Average Age and Replacement
Cost
Capital Program
Average Age
(years)
Replacement Cost
(2025$)
Landfill Equipment
17.6
$6,704,000
Landfill Siteworks and Facilities
16.6
$34,321,000
Total
17.4
$41,025,000
Figure 2-10: Solid Waste Services Capital Programs - Average Age and Replacement
Cost
Average Age
(Years)
Replacement Cost
(2025$)
16.6
17.6
Landfill
Equipment
Landfill Siteworks
and Facilities
Landfill Equipment, 6.7M, 16%
Landfill Siteworks and Facilities, 34.3M, 84%
$41
million
2.4.2 Condition
The condition of the City's Solid Waste Services assets has not been directly assessed
through a physical condition assessment. For the purposes of this asset management
plan, the condition of Solid Waste Services assets is assessed based on age relative to
useful service life (i.e., based on the percentage of useful service life consumed -
ULC%). To better communicate the condition of Solid Waste Services assets, ULC%
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PAGE 2-17
ratings have been segmented into qualitative condition states as summarized previously
in the Table 2-2. Please refer to Section 2.1.2 for further information on this condition
assessment methodology.
Based on their current age profile, assets within the Solid Waste Services group are, on
average, in a 'Poor' condition state. The average ULC% rating of the City's landfill
equipment is 114.3%, which indicates that, on average, landfill equipment are in a 'Poor'
condition state. Similarly, the average ULC% rating of the City's landfill siteworks and
facilities is 101.9%, which indicates that, on average, landfill siteworks and facilities are
in a 'Poor' condition state.
Table 2-15 summarizes the average ULC% rating and associated condition states of the
City's Solid Waste Services assets.
Table 2-15: Condition Summary - Solid Waste Services
Capital Program
Average
ULC%
Average
Condition State
Landfill Equipment
114.3%
Poor
Landfill Siteworks and Facilities
101.9%
Poor
Average
103.9%
Poor
The distribution of the replacement cost of all Solid Waste assets by condition state is
illustrated in Figure 2-11. The distribution of the replacement cost of Solid Waste assets
by ULC% rating range is illustrated Figure 2-12.
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Figure 2-11: Distribution of Solid Waste Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Landfill Equipment
Landfill Siteworks
and Facilities
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
Unknown
Figure 2-12: Distribution of Solid Waste Assets by ULC%
1.2%
0.2%
9.2%
0.0%
0.9%
26.7%
11.1%
0.9%
5.7%
15.6%
0.1%
0.1%
2.3%
6.6%
1.0%
0.4%
18.1%
$0M
$2M
$4M
$6M
$8M
$10M
$12M
Replacement Cost
ULC% Rating Range
2.4.3 Levels of Service
This subsection presents the City's levels of service framework for its Solid Waste
assets. Table 2-16 presents the City's Service Attributes and Community Levels of
Service for its Solid Waste assets while Table 2-17 presents the City's Technical Levels
of Service (i.e., performance measures) for its Solid Waste assets, including their
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PAGE 2-19
current and target performance. Please refer to Section 2.1.3 for further details on the
City's levels of service framework.
It is noted that the performance measures included in Table 2-17 only include ones for
which data is currently available. The City has identified several other performance
measures of interest, as reported in the City's 2024 Asset Management Plan for Non-
Core Assets. These additional performance measures will be incorporated into future
iterations of this asset management plan once the City collects the required data.
Table 2-16: Solid Waste Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Reliability
The City strives to ensure its landfill assets are reliable and available
for use.
Table 2-17: Solid Waste Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Reliability
Average condition rating for Landfill
Equipment
Poor
(ULC% of 114%)
Poor
Average condition rating for Landfill
Siteworks and Facilities
Poor
(ULC% of 102%)
Poor
2.5 Support and Other Services
2.5.1 State of Local Infrastructure
The City owns and manages a variety of assets that enable the provision of Support
and Other Services. The estimated replacement cost of these assets is approximately
$256 million. Building and property facilities represent the largest share of replacement
cost at $148.9 million (58.1%), followed by public works fleet and equipment at $90.3
million (35.2%), assets currently funded through the operating budget1 at $12.8 million
1 Assets whose replacements are funded through the operating budget include signs, guiderails, and
circulating library materials.
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PAGE 2-20
(5.0%), information technology systems at $3.7 million (1.4%) and, lastly, building and
property equipment at $775,000 (0.3%). The average age of assets within the Support
and Other Services category is 51.2 years.
Table 2-18 provides a breakdown of the average age and replacement cost information
for Support and Other Services assets by capital program. A visual rendering of the
data presented in Table 2-18 is provided in Figure 2-13.
Table 2-18: Support and Other Services Capital Programs - Average Age and
Replacement Cost
Capital Program
Average Age
(years)
Replacement Cost
(2025$)
Building and Property Equipment
4.6
$775,000
Building and Property Facilities
82.0
$148,934,000
Currently Funded through Operating
7.0
$12,771,000
Information Technology Systems
3.8
$3,656,000
Public Works Fleet and Equipment
9.1
$90,289,000
Total
51.2
$256,425,000
Figure 2-13: Support and Other Services Capital Programs - Average Age and
Replacement Cost
Average Age
(Years)
Replacement Cost
(2025$)
4.6
82.0
7.0
3.8
9.1
Building and
Property
Equipment
Building and
Property
Facilities
Currently Funded
through
Operating
Information
Technology
Systems
Public Works
Fleet
Equipment
Building and Property
Equipment, 775k, 0.3%
Building
and
Property
Facilities,
148.9M,
58.1%
Currently Funded through
Operating, 12.8M, 5%
Information
Technology
Systems,
3.7M, 1.4%
Public Works Fleet
and Equipment,
90.3M, 35.2%
$256
million
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2.5.2 Condition
The condition of the City's Support and Other Services assets has not been directly
assessed through a physical condition assessment. For the purposes of this asset
management plan, the condition of Support and Other Services assets is assessed
based on age relative to useful service life (i.e. based on the percentage of useful
service life consumed - ULC%). To better communicate the condition of Support and
Other Services assets, ULC% ratings have been segmented into qualitative condition
states as summarized previously in the Table 2-2. Please refer to Section 2.1.2 for
further information on this condition assessment methodology.
Based on their current age profile, assets within the Support and Other Services group
are, on average, in a 'Poor' condition state. The average ULC% rating of the City's
building and property equipment is 45.9%, which indicates that, on average, building
and property equipment are in a 'Good' condition state. The average ULC% rating of
the City's building and property facilities is 136.6%, which indicates that, on average,
building and property facilities are in a 'Very Poor' condition state. The average ULC%
rating of the assets currently funded through operating is 54.9%, which indicates that,
on average, currently funded through operating are in a 'Good' condition state. The
average ULC% rating of the City's information technology systems is 56.9%, which
indicates that, on average, information technology systems are in a 'Good' condition
state. Lastly, the average ULC% rating of the City's public works fleet and equipment is
67.4%, which indicates that, on average, public works fleet and equipment are in a
'Good' condition state.
Table 2-19 summarizes the average ULC% rating and associated condition states of the
City's Support and Other Services assets. It is noted that there are 11 facilities within
the Building and Property Facilities capital program that were constructed prior to 1950.
The ULC% of these assets is over 125% and therefore they are categorized as "Very
Poor". However, the actual condition of these assets may be better than their age
indicates. The City is planning to complete formal building condition assessments for all
of it facilities over the coming years. These assessments will provide a more accurate
picture of the current condition of the City's facilities.
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PAGE 2-22
Table 2-19: Condition Summary - Support and Other Services
Capital Program
Average
ULC%
Average
Condition State
Building and Property Equipment
45.9%
Good
Building and Property Facilities
136.6%
Very Poor
Currently Funded through Operating
54.9%
Good
Information Technology Systems
56.9%
Good
Public Works Fleet Equipment
67.4%
Good
Average
106.8%
Poor
The distribution of the replacement cost of all Support and Other assets by condition
state is illustrated in Figure 2-14. The distribution of the replacement cost of Support
and Other assets by ULC% rating range is illustrated Figure 2-15.
Figure 2-14: Distribution of Support and Other Services Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Works Fleet
and Equipment
Information Technology
Systems
Building and Property
Facilities
Building and Property
Equipment
Currently Funded through
Operating
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
Unknown
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Figure 2-15: Distribution of Support and Other Services Assets by ULC%
0.3%
9.8%
0.8%
1.7%
0.6%
2.0%
1.6%
1.7%
3.9%
8.9%
0.3%
7.6%
0.4%
1.1%
1.3%
7.6%
0.8%
0.8%
1.6%
2.5%
6.7%
0.3%
0.9%
5.3%
31.5%
$0M
$10M
$20M
$30M
$40M
$50M
$60M
$70M
$80M
$90M
Replacement Cost
ULC% Rating Range
2.5.3 Levels of Service
This subsection presents the City's levels of service framework for its Support and
Other assets. Table 2-20 presents the City's Service Attributes and Community Levels
of Service for its Support and Other assets while Table 2-21 presents the City's
Technical Levels of Service (i.e., performance measures) for its Support and Other
assets, including their current and target performance. Please refer to Section 2.1.3 for
further details on the City's levels of service framework.
It is noted that the performance measures included in Table 2-21 only include ones for
which data is currently available. The City has identified several other performance
measures of interest, as reported in the City's 2024 Asset Management Plan for Non-
Core Assets. These additional performance measures will be incorporated into future
iterations of this asset management plan once the City collects the required data.
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PAGE 2-24
Table 2-20: Support and Other Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Quality
The City maintains Support and Other Services facilities such that
they provide a pleasant experience to staff and visitors.
Reliability
The City strives to ensure its Support and Other Services vehicles
and equipment are reliable and available for use.
Table 2-21: Support and Other Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Quality
Average condition rating for Building
and Property Facilities
Very Poor
(ULC% of 137%)
Very Poor
Reliability
Average condition rating for Building
and Property Equipment
Good
(ULC% of 46%)
Good
Average condition rating for
Information Technology Systems
Good
(ULC% of 57%)
Good
Average condition rating for Public
Works Fleet and Equipment
Good
(ULC% of 67%)
Good
2.6 Transportation Services
2.6.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of
Transportation Services. Transportation services assets comprise roadways, bridges,
stormwater mains and road-related assets (e.g., parking lots, transit siteworks,
sidewalks, etc.). The estimated replacement cost of these assets is approximately
$2.76 billion.
The City's road network comprises road segments with three surface types: high-class
bituminous (HCB), low-class bituminous (LCB), and gravel. The estimated current
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PAGE 2-25
replacement cost of the City's roads is $1.9 billion1. HCB represent the largest share of
replacement cost at $868.8 million (46%), followed by LCB at $572.1 million (30%) and
lastly, gravel at $463.5 million (24%). The average age of roads is 20.3 years2.
The City's paved roads are further segregated by roadside environment and class (i.e.,
urban, rural arterial and rural local/collector). Table 2-22 provides a breakdown of
length, average age, and replacement cost information for roads by roadside
environment and class. A visual rendering of the data presented in Table 2-22 is
provided in Figure 2-16. A spatial illustration of the City's roads by surface type is
provided in Map 2-1.
1 Storm mains and culverts are excluded from the replacement cost of paved roads, these will be
presented separately within this section.
2 Average age of the road surface.
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Table 2-22: Roads - Quantity, Average Age and Replacement Cost by Surface Type and Roadside Environment and
Class
Surface
Type
Road
Environment
and Class
Length
(km)
Average Age
(years)
Road Surface -
Replacement Cost
(2025$)
Road Base -
Replacement Cost
(2025$)
Replacement Cost
(2025$)
HCB
Urban
232
32.3
$258,963,000
Rural Arterial
135
28.9
$43,204,000
Rural
Local/Collector
491
23.6
$164,687,000
Sub-total HCB
858
29.0
$466,854,000
$419,974,000
$886,828,000
LCB
Urban
165
18.7
$18,400,000
Rural Arterial
15
16.0
$1,943,000
Rural
Local/Collector
779
17.1
$82,940,000
Sub-total LCB
959
17.4
$103,283,000
$468,553,000
$572,136,000
Gravel
899
7.2
$23,425,000
$440,031,000
$463,456,000
Total
2,716
20.3
$593,562,000
$1,328,858,000
$1,922,420,000
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Figure 2-16: Roads - Quantity, Average Age and Replacement Cost
Length
Average Age
(Years)
Replacement Cost
(2025$)
29.0
17.4
7.2
HCB
LCB
Gravel
HCB,
886.8M, 46%
LCB, 572.1M, 30%
Gravel,
463.5M, 24%
$1.9
billion
2,716
HCB
(858km)
LCB (959km)
Gravel
(899km)
2,716
kilometers
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Map 2-1: Roads by Surface Type
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PAGE 2-29
The City owns and manages 148 vehicle bridges, 11 pedestrian bridges and 215
structural culverts. The estimated replacement cost of the City's structures is $482.1
million. Vehicle bridges represent the largest share of replacement cost at $289.4
million (60%), followed by structural culverts at $177.4 million (37%) and lastly,
pedestrian bridges at $15.3 million (3%). The average age of structures is 60.0 years.
Table 2-23 provides a breakdown of quantity, average age, and replacement cost
information for structures by structure type. A visual rendering of the data presented in
Table 2-23 is provided in Figure 2-17. A spatial illustration of the City's structures is
provided in Map 2-2.
Table 2-23: Structures - Quantity, Average Age and Replacement Cost
Structure Type
Quantity
Average Age
(years)
Replacement Cost
(2025$)
Vehicle Bridges
148
62.1
$289,443,000
Pedestrian Bridges
11
101.9
$15,300,000
Structural Culverts
215
52.9
$177,366,000
Total
374
60.0
$482,109,000
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Figure 2-17: Structures - Quantity, Average Age and Replacement Cost
Quantity
Average Age
(Years)
Replacement Cost
(2025$)
62.1
101.9
52.9
Vehicle
Bridges
Pedestrian
Bridges
Structural
Culverts
Vehicle Bridges,
289.4M, 60%
Pedestrian Bridges,
15.3M, 3%
Structural Culverts,
177.4M, 37%
$482
million
Vehicle Bridges
(148)
Pedestrian Bridges
(11)
Structural Culverts
(215)
374
structures
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Map 2-2: Structures
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The City's stormwater network supports the management of stormwater runoff within
settlement areas. Stormwater assets comprise stormwater mains and stormwater
culverts. The estimated replacement cost of the City's stormwater assets is $103
million. Stormwater mains represent the largest share of replacement cost at $97.2
million (94%) and stormwater culverts at $5.8 million (6%). The average age of
stormwater mains is 70.1 years.
Table 2-24 provides a breakdown of quantity, average age, and replacement cost
information for stormwater assets by type. A visual rendering of the data presented in
Table 2-24 is provided in Figure 2-18. A spatial illustration of the stormwater service
area is provided in Map 2-3.
Table 2-24: Stormwater - Quantity, Average Age and Replacement Cost
Asset Category
Quantity
(km)
Average Age
(years)
Replacement Cost
(2025$)
Stormwater Mains
149
70.1
$97,159,000
Stormwater Culverts
5
N/A1
$5,824,000
Total
154
$102,983,000
Figure 2-18: Stormwater - Quantity, Average Age and Replacement Cost
Quantity
Replacement Cost
(2025$)
Stormwater Mains, 97.2M, 94%
Stormwater
Culverts, 5.8M, 6%
$103
million
Stormwater Mains
(149km)
Stormwater Culverts
(5km)
154
kilometers
1 Average age of stormwater culverts is not available because age information is currently not available
for approximately 94% of these assets.
Watson & Associates Economists Ltd.
PAGE 2-33
Map 2-3: Stormwater Service Area
Watson & Associates Economists Ltd.
PAGE 2-34
The City also owns and manages a number of other assets that support the provision of
Transportation Services. The estimated current replacement cost of the City's other
Transportation Services assets is $250.6 million. Roads, fleet and transit facilities
represent the largest share of replacement cost at $96.3 million (38.4%), followed by
stormwater siteworks at $67.8 million (27.0%), sidewalks at $40.1 million (16.0%), traffic
signals and streetlights at $25.5 million (10.2%), airport siteworks and facilities at $14.6
million (5.8%), parking lots at $5.8 million (2.3%) and lastly, transit siteworks at
$628,000 (0.3%). The average age of these other Transportation Services assets is
28.4 years.
Table 2-25 provides a breakdown of other Transportation Services assets showing the
average age and replacement cost by capital program. A visual rendering of the data
presented in Table 2-25 is provided in Figure 2-19.
Table 2-25: Road-related Assets - Average Age and Replacement Cost
Capital Program
Average Age
(years)
Replacement Cost
(2025$)
Airport Siteworks and Facilities
40.3
$14,567,000
Parking Lots
15.3
$5,775,000
Roads, Fleet and Transit Facilities
52.2
$96,282,000
Traffic Signals and Streetlights
20.9
$25,536,000
Transit Siteworks
10.5
$628,000
Stormwater Siteworks
N/A1
$67,752,000
Sidewalks
21.9
$40,053,000
Total
28.4
$250,593,000
1 Average age of stormwater siteworks is not available because age information is currently not available
for approximately 96% of these assets.
Watson & Associates Economists Ltd.
PAGE 2-35
Figure 2-19: Road-related Assets - Average Age and Replacement Cost
Average Age
(Years)
Replacement Cost
(2025$)
40.3
15.3
52.2
20.9
10.5
Unknown
21.9
Airport Siteworks
and Facilities
Parking Lots
Roads, Fleet and
Transit Facilities
Traffic Signals
and Streetlights
Transit Siteworks
Stormwater
Siteworks
Sidewalks
Airport Siteworks and
Facilities, 14.6M, 5.8%
Parking Lots,
5.8M, 2.3%
Roads, Fleet
and Transit
Facilities,
96.3M, 38.4%
Traffic Signals and
Streetlights, 25.5M, 10.2%
Transit
Siteworks,
628k, 0.3%
Stormwater
Siteworks,
67.8M, 27%
Sidewalks,
40.1M, 16%
$251
million
2.6.2 Condition
The City assesses the condition of its paved roadways by assigning a Pavement
Condition Index (PCI) rating to each road segment. PCI ratings are calculated by
assigning weighted values to observed base-related distresses (e.g., rutting, fatigue
cracking, etc.), surface-related distresses (e.g., raveling, shoving, etc.), and the overall
ride condition of the segment. Thus, PCI ratings also provide an indication of the
structural integrity of the road segment and an objective rationale for forecasting
upcoming lifecycle requirements. To better communicate the condition of the City's
paved roads, PCI ratings have been segmented into qualitative condition states as
summarized in Table 2-26.
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PAGE 2-36
Table 2-26: Road Condition States Defined with Respect to Pavement Condition Index
Pavement
Condition Index
(PCI) Range
Condition
State
Example Photos
Description1
85 ≤ PCI ≤ 100
Excellent
A very smooth ride. Pavement is in
excellent condition with few cracks.
70 ≤ PCI < 85
Very Good
A smooth ride with just a few bumps or
depressions. The pavement is in good
condition with frequent very slight or
slight cracking.
55 ≤ PCI < 70
Good
A comfortable ride with intermittent
bumps or depressions. The pavement
is in fair condition with intermittent
moderate and frequent slight cracking,
and with intermittent slight or moderate
alligatoring and distortion.
40 ≤ PCI < 55
Fair
An uncomfortable ride with frequent to
extensive bumps or depressions.
Cannot maintain the posted speed at
lower end of the scale. The pavement
is in poor to fair condition with frequent
moderate cracking and distortion, and
intermittent moderate alligatoring.
25 ≤ PCI < 40
Poor
A very uncomfortable ride with constant
jarring bumps and depressions. Cannot
maintain the posted speed and must
steer constantly to avoid bumps and
depressions. The pavement is in poor
condition with moderate alligatoring and
extensive severe cracking and
distortion.
10 ≤ PCI < 25
Very Poor
The pavement is in poor to very poor
condition with extensive severe
cracking, alligatoring and distortion.
0 ≤ PCI < 10
Failed
1 Descriptions are from the SP-024 Manual for Condition Rating of Flexible Pavements (Ontario Ministry
of Transportation, 2016).
Watson & Associates Economists Ltd.
PAGE 2-37
The City formally assessed the PCI ratings of its road segments through a Road Needs
Study completed in 2021. The overall average PCI rating of all paved road segments in
the City is estimated to be 81.0, indicating that the City's roadways are in an overall
'Very Good' condition state. The City's HCB roadways are estimated to have an
average PCI rating of 83.7, indicating that they are in a 'Very Good' condition state.
Similarly, the City's LCB roadways are estimated to have an average PCI rating of 78.5,
indicating that they are also in a 'Very Good' condition state.
The condition of gravel roads is estimated to be Fair to Good based on the expected
outcomes of the gravel resurfacing program and ongoing maintenance activities.
Maintenance activities include grading, ditching, brushing, and calcium chloride
application multiple times per year. The gravel resurfacing program occurs on a 10-
year cycle to bring each gravel road back to Very Good condition every 10 years.
Table 2-27 summarizes the average PCI rating and associated condition states of the
City's roadways by surface type.
Table 2-27: Road Network - Average Condition Rating by Surface Type
Surface Type
Average
PCI Rating1
Average
Condition State
HCB
83.7
Very Good
LCB
78.5
Very Good
Gravel
N/A
Fair to Good
The distribution of road length of the City's paved roads by condition state and surface
type is illustrated in Figure 2-20. The distribution of road length of the City's paved
roads by PCI rating is illustrated in Figure 2-21.
1 Weighted average utilizing length of road segments as weights.
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PAGE 2-38
Figure 2-20: Distribution of Paved Roads by Condition State and Surface Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HCB
LCB
Percentage of Centreline-kilometres
Surface Type
Excellent
Very Good
Good
Fair
Poor
Very Poor
Failed
Unknown
Figure 2-21: Distribution of Paved Roads by PCI Rating
237 km
247 km
206 km
278 km
237 km
213 km
139 km
87 km
47 km
12 km
3 km
1 km
112 km
0 km
50 km
100 km
150 km
200 km
250 km
300 km
Centreline-kilometres
PCI Rating Range
In accordance with Ontario Regulation 104/97: Standards for Bridges (O. Reg. 104/97),
the City completes biennial inspections of its bridges and structural culverts based on
the Ontario Structure Inspection Manual (OSIM). To provide an overall measure of the
condition of bridges and structural culverts, Bridge Condition Index (BCI) ratings are
calculated for each inspected structure. BCI ratings are calculated by assigning
weighted values to the condition of various structural elements (e.g., deck, foundation,
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superstructure, substructure, girders/beams, bearings, etc.) and non-structural elements
(e.g., sidewalks, curbs, handrails, barriers, signage, etc.) of the structure being
assessed. BCI ratings are typically represented on a scale of 0 to 100, with 100 being a
structure in new or as-new condition. To better communicate the condition of the City's
structures, BCI ratings have been segmented into qualitative condition states as
summarized in Table 2-28.
Table 2-28: Descriptions of Structure Condition States
Condition
State
Bridge Photos
Culvert Photos
Description
Good
70 ≤ BCI <
100
Maintenance is not
usually required within
the next five years
Fair
60 ≤ BCI <
70
Maintenance work is
usually scheduled within
the next five years. This
is the ideal time to
schedule major
structure repairs to get
the most out of bridge
spending.
Poor
0 ≤ BCI < 60
Maintenance work is
usually scheduled within
one year. Structure
may be at increased risk
of requiring a loading
restriction to be posted.
The City most recently assessed the BCI ratings of its structures through an OSIM
report completed in 2024. The overall average BCI rating of all structures in the City is
estimated to be 70.2, indicating that the City's structures are currently in an overall
'Good' condition state. The City's vehicle bridges are estimated to have an average BCI
rating of 72.4, indicating that they are currently in a 'Good' condition state. Similarly, the
City's pedestrian bridges are estimated to have an average BCI rating of 70.1, indicating
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PAGE 2-40
that they are also currently in a 'Good' condition state. Lastly, City's structural culverts
are estimated to have an average BCI rating of 66.5, indicating that they are currently in
a 'Fair' condition state.
Table 2-29 summarizes the average BCI rating and associated condition states of the
City's structures by structure type.
Table 2-29: Structures - Average BCI Rating by Structure Type
Structure Type
Average
BCI Rating
Average
Condition State
Vehicle Bridges
72.4
Good
Pedestrian Bridges
70.1
Good
Structural Culverts
66.5
Fair
Total
70.2
Good
The distribution of replacement cost of the City's structures by condition state and
structure type is illustrated in Figure 2-22. The distribution of replacement cost of the
City's structures by BCI rating is illustrated in Figure 2-23.
Figure 2-22: Distribution of Structures by Condition State and Structure Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Vehicle Bridges
Pedestrian Bridges
Structural Culverts
Percentage of Replacement Cost
Structure Type
Good
Fair
Poor
Unknown
Watson & Associates Economists Ltd.
PAGE 2-41
Figure 2-23: Distribution of Structures by BCI Rating
12 bridges
1 culvert
4 bridges
5 culverts
5 bridges
3 culverts
4 bridges
3 culverts
7 bridges
2 culverts
29 bridges
40 culverts
48 bridges
55 culverts
22 bridges
22 culverts
13 bridges
19 culverts
6 bridges
7 culverts
3 bridges
5 culverts
3 bridges
7 culverts
3 culverts
1 bridge
1 culvert
3 culverts
2 culverts
1 bridge
1 culvert
1 culvert
1 bridge
35 culverts
$0M
$40M
$80M
$120M
$160M
$200M
Replacement Cost
BCI Rating Range
The condition of the City's stormwater assets has not been directly assessed through a
physical condition assessment. For the purposes of this asset management plan, the
condition of stormwater assets is assessed based on age relative to useful service life
(i.e., based on the percentage of useful service life consumed - ULC%). To better
communicate the condition of stormwater assets, ULC% ratings have been segmented
into qualitative condition states as summarized previously in the Table 2-2. Please refer
to Section 2.1.2 for further information on this condition assessment methodology.
Based on their current age profile, the average ULC% rating of the City's stormwater
mains is 92.6%, which indicates that, on average, stormwater mains are in a 'Fair'
condition state. Average ULC% rating for the City's stormwater culverts is not reported
because age information is currently not available for approximately 94% of these
assets.
Table 2-30 summarizes the average ULC% rating and associated condition states of the
City's stormwater assets.
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PAGE 2-42
Table 2-30: Condition Summary - Stormwater
Asset Category
Average
ULC%1
Average
Condition State
Stormwater Mains
92.6%
Fair
Stormwater Culverts
N/A
Unknown
The distribution of the mains length of stormwater mains by ULC% rating range is
illustrated Figure 2-24.
Figure 2-24: Distribution of Stormwater Mains by ULC%
0.4km
0.1km
4.3km
2.3km
76.3km
5.5km
2.6km
6.5km
19.2km
9.6km
22.3km
0 km
10 km
20 km
30 km
40 km
50 km
60 km
70 km
80 km
90 km
Centreline-kilometres
ULC% Rating Range
The condition of the City's sidewalks was formally assessed through a condition
assessment in 2021. To better communicate the condition of sidewalks, condition
ratings have been segmented into qualitative condition states, generally aligned with
PCI ratings as summarized previously in the Table 2-26. The overall average condition
rating of sidewalks in the City is estimated to be 73.2, indicating that the City's
sidewalks are in an overall 'Very Good' condition state.
The distribution of length of sidewalks by condition rating range is illustrated Figure
2-25.
1 Weighted average utilizing length of stormwater mains as weights.
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PAGE 2-43
Figure 2-25: Distribution of Sidewalks by Condition Rating
49 km
45 km
73 km
17 km
2 km
6 km
0 km
10 km
20 km
30 km
40 km
50 km
60 km
70 km
80 km
Centreline-kilometres
Condition Rating Range
The condition of the City's other Transportation Services assets has not been directly
assessed through a physical condition assessment. For the purposes of this asset
management plan, the condition of other Transportation Services assets is assessed
based on age relative to useful service life (i.e. based on the percentage of useful
service life consumed - ULC%). To better communicate the condition of other road-
related assets, ULC% ratings have been segmented into qualitative condition states as
summarized previously in the Table 2-2. Please refer to Section 2.1.2 for further
information on this condition assessment methodology.
Based on their current age profile, other Transportation Services assets are, on
average, in a 'Good' condition state1. The average ULC% rating of the City's airport
siteworks and facilities is 90.1%, which indicates that, on average, airport siteworks and
facilities are in a 'Fair' condition state. The average ULC% rating of the City's parking
lots is 55.0%, which indicates that, on average, parking lots are in a 'Good' condition
state. The average ULC% rating of the City's roads, fleet and transit facilities is 87.2%,
which indicates that, on average, roads, fleet and transit facilities is in a 'Good' condition
state. The average ULC% rating of the City's traffic signals and streetlights is 70.3%,
which indicates that, on average, traffic signals and streetlights is in a 'Good' condition
1 Average condition state of stormwater siteworks is not available because age information is currently not
available for approximately 96% of these assets.
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PAGE 2-44
state. Lastly, the average ULC% rating of the City's transit siteworks is 58.4%, which
indicates that, on average, transit siteworks is in a 'Good' condition state.
Table 2-31 summarizes the average ULC% rating and associated condition states of the
City's other road-related assets.
Table 2-31: Condition Summary - Other road-related assets
Capital Program
Average
ULC%
Average
Condition State
Airport Siteworks and Facilities
90.1%
Fair
Parking Lots
55.0%
Good
Roads, Fleet and Transit Facilities
87.2%
Good
Traffic Signals and Streetlights
70.3%
Good
Transit Siteworks
58.4%
Good
Stormwater Siteworks
N/A
Unknown
Average
83.0%
Good
The distribution of the replacement cost of other Transportation Services assets by
condition state is illustrated in Figure 2-26. The distribution of the replacement cost of
other Transportation Services assets by ULC% rating range is illustrated Figure 2-27.
Figure 2-26: Distribution of Other Transportation Services Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Airport Siteworks
and Facilities
Parking Lots
Roads, Fleet and
Transit Facilities
Traffic Signals
and Streetlights
Transit Siteworks
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
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PAGE 2-45
Figure 2-27: Distribution of Other Transportation Services Assets by ULC%
0.004%
0.1%
0.3%
6.4%
2.3%
0.3%
0.004%
1.2%
0.3%
3.6%
3.2%
2.0%
5.9%
7.8%
3.9%
2.9%
5.0%
3.6%
14.0%
23.9%
1.5%
3.5%
0.1%
1.2%
0.2%
6.8%
$0M
$5M
$10M
$15M
$20M
$25M
$30M
$35M
$40M
Replacement Cost
ULC% Rating Range
2.6.3 Levels of Service
This subsection presents the City's levels of service framework for its Transportation
assets. Table 2-32 presents the City's Service Attributes and Community Levels of
Service for its Transportation assets while
Table 2-33 presents the City's Technical Levels of Service (i.e., performance measures)
for its Transportation assets, including their current and target performance. Please
refer to Section 2.1.3 for further details on the City's levels of service framework.
Table 2-32: Transportation Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Scope
The City's transportation assets enable the movement of people and
goods within the City and provide connectivity to regional roads. The
City's transportation assets are used by pedestrians, cyclists, horse-
drawn buggies, passenger vehicles, heavy transport vehicles, all-
terrain vehicles, and emergency vehicles. The Victoria Rail Trail and
its pedestrian bridges are used by pedestrians, cyclists, horse riders,
all-terrain vehicles, and snowmobiles.
The scope of the City's transportation network is illustrated by
Map 2-1 and Map 2-2. The maps show the geographical distribution
of the City's roads and identify locations of the City's structures.
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PAGE 2-46
Service
Attribute
Community Levels of Service
Stormwater service is provided in the following communities: Bethany
(Manorview), Bethany (Woodfield), Birch Point, Bobcaygeon,
Bolsover (Palmina), Bolsover (Western Trent), Canadiana Shores,
Chambers Corner, Coboconk, Fenelon Falls, Janetville, Kings Bay,
Kinmount, Lindsay, Manilla, Mariposa, Norland, Oakwood, Omemee
(Victoria Glen), Pleasant Point, Pontypool (Pinewood), Sonya,
Southview Estates, Victoria Place, and Woodville.
Quality
The City strives to maintain road and bridge surfaces to a level that
supports comfortable passage of vehicles.
The City keeps its Transportation Services facilities, equipment, and
siteworks in a good state of repair.
To aid in interpreting condition states, photos of roads, bridges, and
culverts in different condition states are provided in Table 2-26 and
Table 2-28. A general description of how each condition state may
affect the use of these assets is also provided in these tables.
Reliability/
Availability
The City strives to ensure its Transportation Services assets are
reliable and available for use.
Table 2-33: Transportation Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Scope
Number of lane-kilometres of arterial
roads as a proportion of square
kilometres of land area of the
municipality.
0.147 km/km2 0.147 km/km2
Number of lane-kilometres of
collector roads as a proportion of
square kilometres of land area of the
City.
0.026 km/km2 0.026 km/km2
Number of lane-kilometres of local
roads as a proportion of square
kilometres of land area of the City.
1.567 km/km2 1.567 km/km2
Percentage of bridges in the City with
loading or dimensional restrictions.
6.1%
(9 out of 148)
6.1%
(9 out of 148)
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PAGE 2-47
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Percentage of properties in
municipality resilient to a 100-year
storm.
Not Available
Not Available
Percentage of the municipal
stormwater management system
resilient to a 5-year storm.
Not Available
Not Available
Quality
For paved roads in the City, the
average pavement condition index
value.
81
81
For unpaved roads in the City, the
average surface condition (e.g.
excellent, good, fair or poor).
Fair to Good
Fair to Good
For bridges in the City, the average
bridge condition index value.
72.4
72.4
For structural culverts1 in the City, the
average bridge condition index value.
66.5
66.5
Average condition rating for
sidewalks
73.2
73.2
Average condition rating for Airport
Siteworks and Facilities
Fair
(ULC% of 90%)
Fair
Average condition rating for Parking
Lots
Good
(ULC% of 55%)
Good
Average condition rating for Roads,
Fleet and Transit Facilities
Good
(ULC% of 87%)
Good
Average condition rating for Transit
Siteworks
Good
(ULC% = 58%)
Good
Reliability/
Availability
Average condition rating for Traffic
Signals and Streetlights
Good
(ULC% of 70%)
Good
1 Structural culverts are culverts with a diameter greater than or equal to three metres.
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PAGE 2-48
2.7 Water and Wastewater Services
2.7.1 State of Local Infrastructure
The City owns and manages a variety of assets that support the provision of Water and
Wastewater Services. The estimated replacement cost of these assets is approximately
$861 million. Horizontal distribution and collection (e.g., watermains, wastewater mains,
hydrants, etc.) represent the largest share of replacement cost at $645.4 million (75%),
followed by vertical distribution and collection (e.g., storage systems, process
equipment, etc.) at $173.4 million (20%), water treatment at $27.1 million (3%) and,
lastly, wastewater treatment at $15 million (2%). The average age of water and
wastewater assets is 42.5 years.
Table 2-34 provides a breakdown of these assets by capital program, showing the
average age, and replacement cost. A visual rendering of the data presented in Table
2-34 is provided in Figure 2-28. A spatial illustration of the water service area and
wastewater service area is provided in Map 2-4 and Map 2-5, respectively.
Table 2-34: Water and Wastewater Services Capital Programs - Average Age and
Replacement Cost
Capital Program
Average Age
(years)
Replacement Cost
(2025$)
Vertical Distribution and Collection
25.6
$173,421,000
Horizontal Distribution and Collection
48.2
$645,417,000
Water Treatment
26.5
$27,113,000
Wastewater Treatment
23.9
$14,999,000
Total
42.5
$860,951,000
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PAGE 2-49
Figure 2-28: Water and Wastewater Services Capital Programs - Average Age and
Replacement Cost
Average Age
(Years)
Replacement Cost
(2025$)
25.6
48.2
26.5
23.9
Vertical
Distribution
and Collection
Horizontal
Distribution
and Collection
Water Treatment
Wastewater
Treatment
Vertical Distribution and
Collection, 173.4M, 20.1%
Horizontal Distribution and
Collection, 645.4M, 75%
Water
Treatment,
27.1M, 3.1%
Wastewater
Treatment,
15M, 1.7%
$861
million
Watson & Associates Economists Ltd.
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Map 2-4: Water Service Area
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Map 2-5: Wastewater Service Area
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2.7.2 Condition
The condition of the City's Water and Wastewater Services assets has not been directly
assessed through a physical condition assessment. For the purposes of this asset
management plan, the condition of Water and Wastewater Services assets is assessed
based on age relative to useful service life (i.e., based on the percentage of useful
service life consumed - ULC%). To better communicate the condition of Water and
Wastewater assets, ULC% ratings have been segmented into qualitative condition
states as summarized previously in the Table 2-2. Please refer to Section 2.1.2 for
further information on this condition assessment methodology.
Based on their current age profile, assets within the Water and Wastewater Services
group are, on average, in a 'Good' condition state. The average ULC% rating of the
City's vertical distribution and collection assets is 58.9%, which indicates that, on
average, these assets are in a 'Good' condition state. Similarly, the average ULC%
rating of the City's horizontal distribution and collection assets is 47.1%, which indicates
that, on average, horizontal distribution and collection assets are in a 'Good' condition
state. The average ULC% rating of the City's water treatment assets is 44.1%, which
indicates that, on average, water treatment assets are in a 'Very Good' condition state.
Lastly, the average ULC% rating of the City's wastewater treatment assets is 39.9%,
which indicates that, on average, wastewater treatment assets are in a 'Very Good'
condition state.
Table 2-19 summarizes the average ULC% rating and associated condition states of the
City's Water and Wastewater Services assets.
Table 2-35: Condition Summary - Water and Wastewater Services
Capital Program
Average
ULC%
Average
Condition State
Vertical Distribution and Collection
58.9%
Good
Horizontal Distribution and Collection
47.1%
Good
Water Treatment
44.1%
Very Good
Wastewater Treatment
39.9%
Very Good
Average
49.3%
Good
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PAGE 2-53
The distribution of the replacement cost of all Water and Wastewater assets by
condition state is illustrated in Figure 2-29. The distribution of the replacement cost of
Water and Wastewater assets by ULC% rating range is illustrated Figure 2-30.
Figure 2-29: Distribution of Water and Wastewater Services Assets by Condition State
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Vertical Distribution
and Collection
Horizontal Distribution
and Collection
Water Treatment
Wastewater Treatment
Percentage of Replacement Cost
Capital Program
Very Good
Good
Fair
Poor
Very Poor
Unknown
Figure 2-30: Distribution of Water and Wastewater Services Assets by ULC%
0.02%
1.65%
1.26%
2.33%
16.81%
6.78%
10.04%
4.05%
10.81%
1.98%
1.64%
3.20%
5.01%
1.67%
0.98%
2.87%
6.30%
8.30%
1.02%
2.56%
0.01%
0.01%
0.46%
0.27%
0.04%
0.86%
9.09%
$0M
$30M
$60M
$90M
$120M
$150M
$180M
Replacement Cost
ULC% Rating Range
Watson & Associates Economists Ltd.
PAGE 2-54
2.7.3 Levels of Service
This subsection presents the City's levels of service framework for its Water and
Wastewater assets. Table 2-36 presents the City's Service Attributes and Community
Levels of Service for its Water and Wastewater assets while Table 2-37 presents the
City's Technical Levels of Service (i.e., performance measures) for its Water and
Wastewater assets, including their current and target performance. Please refer to
Section 2.1.3 for further details on the City's levels of service framework.
Table 2-36: Water and Wastewater Services - Community Levels of Service
Service
Attribute
Community Levels of Service
Scope
Water service is provided to customers in the following communities:
Bethany (Manorview), Bethany (Woodfield), Birch Point, Bobcaygeon,
Bolsover (Palmina), Bolsover (Western Trent), Canadiana Shores,
Chambers Corner, Coboconk, Fenelon Falls, Janetville, Kings Bay,
Kinmount, Lindsay, Manilla, Mariposa, Norland, Oakwood, Omemee
(Victoria Glen), Pleasant Point, Pontypool (Pinewood), Sonya,
Southview Estates, Victoria Place, and Woodville.
Wastewater service is provided to customers in the following
communities: Bobcaygeon, Coboconk, Fenelon Falls, Kings Bay,
Kinmount, Lindsay, Omemee, and Western Trent / Palmina.
Reliability
The City strives to minimize disruptions to water service.
Boil water advisories are triggered by adverse water quality reports
from routine water testing or from ad hoc tests done after events,
such as watermain breaks, that may have allowed contaminants into
the system. The City has a standard operating procedure
documented for handling boil water advisories (SOP RC 03).
Service interruptions can be caused by routine municipal work,
including watermain replacements, water distribution system repairs,
service connection repairs, and maintenance of water system
facilities. Customers are informed in advance when feasible of
service interruptions, including details regarding the location and
timeline of the interruption. Customers are instructed to ensure they
have sufficient water supplies on hand, hot water tanks are turned off,
and to run their water taps until any discolouration in the water clears
once the interruption ends. If the period of interruption is prolonged, a
temporary water service may be installed to minimize the impact on
customers.
Watson & Associates Economists Ltd.
PAGE 2-55
Service
Attribute
Community Levels of Service
Reliability
(continued)
The City strives to minimize disruption to wastewater service.
Stormwater enters sanitary sewers by two routes: inflow and
infiltration. Inflow refers to stormwater flows entering into sanitary
sewers via manhole cover holes, connected foundation and roof
drains, unsealed openings in construction sites, and cross-
connections. Infiltration refers to groundwater entering sanitary mains
through cracks, holes, failed joints, and incorrect or faulty
connections. Wet weather events can significantly and rapidly
increase stormwater flows into the wastewater systems through both
inflow and infiltration pathways, leading to capacity related issues with
sewer mains, pumping stations, and wastewater treatment plants.
Several strategies are used to prevent sewage from overflowing into
streets and backing up into homes when there are wet weather
events. The system has capacity to handle flows significantly higher
than average daily flows to help address peak flows. If a facility if
overwhelmed by excess flows, detention tanks, partial or full
bypasses, and/or overflow procedures are used to relieve pressure
on overwhelmed facilities. This is done in accordance with the
related Environmental Compliance Approval and the operating design
of the affected facility. The City has a Backwater Valve Subsidy
Program. It allows eligible property owners to apply for a 50% cost
recovery on the purchase and installation of a backwater valve.
Backwater valves can help prevent basements from flooding.
Table 2-37: Water and Wastewater Services - Technical Levels of Service
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
Scope
Percentage of properties connected
to the municipal water system.
30%
30%
Percentage of properties where fire
flow is available.
24%
24%
Percentage of properties connected
to the municipal wastewater system.
26%
26%
Reliability
The number of connection-days per
year where a boil water advisory
notice is in place compared to the
0.0921
Minimize
Watson & Associates Economists Ltd.
PAGE 2-56
Service
Attribute
Performance Measure
Current
Performance
(2025)
Target
Performance
(2035)
total number of properties connected
to the municipal water system.
The number of connection-days per
year lost due to water main breaks
compared to the total number of
properties connected to the municipal
water system.
0.0036
Minimize
The number of connection-days per
year lost due to wastewater backups
compared to the total number of
properties connected to the municipal
wastewater system.
0.0025
Minimize
The number of effluent violations per
year due to wastewater discharge
compared to the total number of
properties connected to the municipal
wastewater system.
0
0
2.8 Uncategorized (Natural Assets)
In addition to the assets summarized in the preceding sections, the City owns and
manages a variety of natural assets that are currently not categorized under a service
group. These assets comprise aggregate pits and quarries, and forests. The estimated
replacement cost of these assets is approximately $596 million. Forests represent the
largest share of replacement cost at $424.4 million (71%), followed by aggregate pits
and quarries at $171.7 million (29%). Additionally, the City also owns a significant
amount of land.
Because these assets generally do not require lifecycle rehabilitation or replacement,
they are only noted here for information purposes. However, they are excluded from
the levels of service and lifecycle management strategy aspects of this asset
management plan.
Watson & Associates Economists Ltd.
PAGE 2-57
2.9 Population and Employment Growth
The City is expected to grow to 117,000 people and 39,000 jobs by 2051. To plan for
this growth, the City is preparing a Growth Management Strategy. The Growth
Management Strategy will inform the incremental service demands arising from growth
and the associated infrastructure investments to the year 2051.
The City collects development charges to fund its growth-related capital expenditures.
Currently, the most recent information on growth-related needs is summarized in the
City's 2019 Development Charges Background Study which identifies growth-related
capital expenditures to 2031. The City is currently undertaking a new Development
Charges Background Study which will identify the anticipated capital expenditures to
2035 and beyond. Following the completion of the new Development Charges Study,
the forecast of growth-related infrastructure expansion and upgrades will be
incorporated into a future iteration of this asset management plan.
.
Watson & Associates Economists Ltd.
Chapter 3
Lifecycle Management
Strategies
Watson & Associates Economists Ltd.
PAGE 3-1
3. Lifecycle Management Strategy
3.1 Introduction
The lifecycle management strategies in this asset management plan identify the
lifecycle activities that would need to be undertaken to sustain the level of service
targets identified in Chapter 2. Within the context of this asset management plan,
lifecycle activities are the specified actions that can be performed on an asset in order
to ensure it is performing at an appropriate level, and/or to extend its service life.F1
These actions can be carried out on a planned schedule in a prescriptive manner, or
through a dynamic approach where the lifecycle activities are only carried out when
specified conditions are met.
O. Reg. 588/17 requires that all potential lifecycle activity options be assessed, with
the aim of identifying the set of lifecycle activities that can be undertaken at the lowest
cost to maintain current levels of service. Asset management plans must include a ten-
year capital forecast, identifying the lifecycle activities resulting from the lifecycle
management strategy.
The following sections detail the ten-year forecasts of lifecycle activities and associated
costs that would be required for the City to achieve and sustain the proposed levels of
service identified in Chapter 2.
3.2 Tax Supported Assets
This section presents an estimate of the costs associated with achieving and sustaining
the proposed level of service for the City's tax supported assets. The ten-year lifecycle
expenditure forecast is summarized in Figure 3-1. A further breakdown of the lifecycle
expenditure forecast by service group is provided in Table 3-1.
1 The full lifecycle of an asset includes activities such as initial planning and maintenance which are
typically addressed through master planning studies and maintenance management, respectively.
Watson & Associates Economists Ltd.
PAGE 3-2
Figure 3-1: Tax Supported - Lifecycle Expenditure Forecast (inflated $)
$74.4M
$79.2M
$76.3M
$82M
$83.5M
$78.4M
$80.7M
$83.1M
$85.6M
$88.2M
$0M
$20M
$40M
$60M
$80M
$100M
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Transportation Services
Solid Waste Services
Support and Other Services
Emergency Services
Human Services
Parks and Recreation Services
Watson & Associates Economists Ltd.
PAGE 3-3
Table 3-1: Tax Supported - Lifecycle Expenditure Forecast (inflated $)
Service Group
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Transportation
Services
$43,427,000
$49,484,000 $43,780,000
$60,861,000 $65,170,000
$49,175,000 $50,652,000
$52,171,000 $53,737,000
$55,348,000
Solid Waste
Services
$390,000
$6,356,000
$2,251,000
$1,717,000
$1,757,000
$1,850,000
$1,906,000
$1,963,000
$2,022,000
$2,083,000
Support and
Other Services
$9,404,000
$10,443,000
$9,268,000
$7,923,000
$6,998,000
$9,970,000 $10,577,000
$10,577,000 $10,894,000
$11,221,000
Emergency
Services
$6,925,000
$5,850,000 $12,332,000
$7,635,000
$7,400,000
$9,925,000 $10,529,000
$10,529,000 $10,844,000
$11,170,000
Human Services
$542,000
$377,000
$549,000
$408,000
$520,000
$510,000
$526,000
$542,000
$558,000
$574,000
Parks and
Recreation
Services
$13,743,000
$6,733,000
$8,124,000
$3,425,000
$1,653,000
$6,940,000
$7,148,000
$7,363,000
$7,583,000
$7,810,000
Total
$74,431,000
$79,243,000 $76,304,000
$81,969,000 $83,498,000
$78,370,000 $80,723,000
$83,145,000 $85,638,000
$88,206,000
Watson & Associates Economists Ltd.
PAGE 3-4
3.3 Rate Supported Assets (Water and Wastewater)
This section presents an estimate of the costs associated with achieving and sustaining
the proposed level of service for the City's rate supported assets (i.e., Water and
Wastewater assets). The ten-year lifecycle expenditure forecast is summarized in
Figure 3-2. A further breakdown of the lifecycle expenditure forecast by capital program
is provided in Table 3-2.
Watson & Associates Economists Ltd.
PAGE 3-5
Figure 3-2: Rate Supported - Lifecycle Expenditure Forecast (inflated $)
$19.6M
$19.7M
$19.8M
$22.2M
$20.3M
$18.2M
$19.1M
$19.5M
$19.7M
$20.1M
$0M
$5M
$10M
$15M
$20M
$25M
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Water Treatment
Wastewater Treatment
Vertical Distribution and Collection
Horizontal Distribution and Collection
Studies and Special Projects
Watson & Associates Economists Ltd.
PAGE 3-6
Table 3-2: Rate Supported - Lifecycle Expenditure Forecast (inflated $)
Capital
Program
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Water
Treatment
$1,675,000
$940,000
$1,900,000
$2,055,000
$2,555,000
$2,000,000
$2,060,000
$2,122,000
$2,185,000
$2,251,000
Wastewater
Treatment
$2,095,000
$675,000
$1,955,000
$1,900,000
$2,443,000
$2,000,000
$2,060,000
$2,122,000
$2,185,000
$2,251,000
Vertical
Distribution and
Collection
$1,130,000
$370,000
$400,000
$220,000
$1,500,000
$1,000,000
$1,030,000
$1,061,000
$1,093,000
$1,126,000
Horizontal
Distribution and
Collection
$11,804,000
$16,214,000 $14,125,000
$16,484,000 $13,519,000
$13,132,000 $13,844,000
$14,057,000 $14,123,000
$14,300,000
Studies and
Special Projects
$2,945,000
$1,530,000
$1,455,000
$1,500,000
$260,000
$100,000
$100,000
$100,000
$100,000
$170,000
Total
$19,649,000
$19,729,000 $19,835,000
$22,159,000 $20,277,000
$18,232,000 $19,094,000
$19,462,000 $19,686,000
$20,098,000
Watson & Associates Economists Ltd.
Chapter 4
Financial Strategy
Watson & Associates Economists Ltd.
PAGE 4-1
4. Financial Strategy
4.1 Introduction
This chapter outlines the financial strategy that would sustainably fund the lifecycle
management strategies presented in Chapter 3. This financial strategy focuses on
examining how the City can fund the lifecycle activities required to achieve the proposed
levels of service, as identified in Chapter 2. The strategy presented is a suggested
approach which should be examined and re-evaluated during the annual budgeting
process to ensure the sustainability of the City's financial position as it relates to its
assets.
O. Reg. 588/17 requires, at minimum, a 10-year capital plan that forecasts the costs of
implementing the lifecycle management strategy and the lifecycle activities required
therein. The financial strategy in this asset management plan has been developed for a
10-year forecast period to be in compliance with this requirement.
Various financing options, including reserve funds, debt, and grants, were considered
during the process of developing the financial strategy and are described in more detail
in section 4.4 below.
4.2 Lifecycle Funding Target
An annual lifecycle funding target represents the amount of funding that would be
required annually to fully fund a lifecycle management strategy over the long term. By
planning to achieve this annual funding level, the City would theoretically be able to fully
fund capital works as they arise. In practice, capital expenditures often fluctuate year-
to-year based on the asset replacement and renewal/rehabilitation projects being
undertaken in a particular year. By planning to achieve the lifecycle funding target over
the long term, however, the periods of relatively low capital needs would allow for the
building up of lifecycle reserve funds that could be drawn upon in times of relatively high
capital needs. A breakdown of the lifecycle funding target for tax supported assets by
service group is provided in Table 4-1.
Watson & Associates Economists Ltd.
PAGE 4-2
Table 4-1: Tax Supported - Average Annual Lifecycle Cost by Service Group
Service Group
Average Annual
Lifecycle Cost
(2025$)
Transportation Services
$48,727,000
Solid Waste Services
$2,424,000
Support and Other Services
$10,329,000
Emergency Services
$6,099,000
Human Services
$6,382,000
Parks and Recreation Services
$7,564,000
Total
$81,525,000
A breakdown of the lifecycle funding target for rate supported assets by capital program
is provided in Table 4-2.
Table 4-2: Rate Supported - Average Annual Lifecycle Cost by Capital Program
Capital Program
Average Annual
Lifecycle Cost
(2025$)
Water Treatment
$452,000
Wastewater Treatment
$250,000
Vertical Distribution and Collection
$4,164,000
Horizontal Distribution and Collection
$6,134,000
Total
$11,000,000
4.3 Capital Expenditure Forecast
The 10-year (2026 to 2035) capital expenditure forecasts for the City's tax-supported
and rate-supported assets are presented in Table 3-1 and Table 3-2, respectively. The
expenditure forecasts include a capital inflation factor of 3%.
Watson & Associates Economists Ltd.
PAGE 4-3
4.4 Funding
Table A-1 and Table A-7 in Appendix A summarize the capital expenditures and
recommended strategy to finance those expenditures for tax-supported and rate-
supported assets, respectively. The funding forecast was based on the funding sources
identified in the City's Long-Term Financial Plan.
The lifecycle costs required to sustain established level of service targets are being
partially recovered through several external funding sources:
- OCIF formula-based funding is maintained based on the City's 2025 allocation
(i.e., approximately $6.7 million). It is noted that the Ministry of Infrastructure
recently shifted from using historical costs to using replacement costs in the
formula used for calculating annual OCIF funding allocations. As a result of this
formula change, the City's OCIF allocation may continue to change in the coming
years. The amount of OCIF funding will need to be monitored by City staff and, if
a significant variance occurs relative to the estimate provided in this asset
management plan, the financial strategy may need to be updated.
- CCBF funding has been shown as a stable and long-term funding source for
eligible capital projects. Annual funding estimates are based on the City's
scheduled allocations for 2026-2028, and increasing by 4% for every two-year
interval thereafter.
- Ministry of HLTC Grant has been maintained at current levels (i.e., approximately
$300,000 annually) until 2028, and subsequently increasing to $600,000 annually
from 2029 onwards. The increase in funding coincides with the anticipated
completion of the new Paramedic Headquarters and Fleet Centre.
This financial strategy has been developed to be fully funded, and therefore no funding
shortfall has been identified. This means, however, that if identified grants are not
received at expected amounts, shortfalls may present themselves. In such an event,
the difference could be made up through increases to the tax levy/user rates over and
above those presented hereafter.
It is noted that this fully funded financial strategy phases in annual contributions towards
capital such that the City reaches full lifecycle funding levels by 2035.
Watson & Associates Economists Ltd.
PAGE 4-4
4.5 Tax Levy Impact
As discussed in section 4.2, while the extent of capital expenditures will fluctuate from
year to year, it is important for the City to implement a consistent, yet increasing, annual
investment in capital so that the excess annual funds can accrue in capital reserves.
In order to fund the recommended lifecycle management strategy using the City's own
available funding sources (i.e., using taxation, CCBF funding, OCIF funding, Ministry of
HLTC funding, and other stable and predictable funding sources1), the annual
contribution to the Asset Management Reserve would need to increase from $17.4
million budgeted in 2025 to $65.8 million by 2035. The financial strategy projects higher
increases at the beginning of the forecast period, in alignment with the City's Long Term
Financial Plan. Additionally, annual contributions to the Public Works and Fire Service
fleet reserves would need to increase from the 2025 budgeted amounts (i.e., $6.3
million and $2.0 million, respectively) by 3% annually over the forecast period.
Consideration for cash flow and positive reserve fund balances has been included in
setting the capital reserve transfer amounts. Detailed continuity schedules for the Asset
Management Reserve, the Public Works Fleet Reserve, and the Fire Service Fleet
Reserve can be found in tables A-3 through A-5 in Appendix A. It should be noted that
the Fire Service Fleet Reserve is projected to be in a deficit position for most of the
forecast period. However, given the projected balances of the Asset Management
Reserve and the Public Works Fleet Reserve, these deficits could be mitigated through
inter-fund borrowing.
4.6 Rate Revenue Impact
As discussed in section 4.2, while the extent of capital expenditures will fluctuate from
year to year, it is important for the City to implement a consistent, yet increasing, annual
investment in capital so that the excess annual funds can accrue in capital reserves.
In order to fund the recommended lifecycle management strategy for Water and
Wastewater assets using the City's water and wastewater rate revenues, the amount of
1 Other sources of funding included in the financial strategy include the Haul Routes Reserve, Parkland
Reserve, KLPS Capital reserve, Victoria Manor Reserve, Housing Reserve, Wilson Estate, and
contributions from other municipalities for capital expenditures related to assets with shared funding
arrangements.
Watson & Associates Economists Ltd.
PAGE 4-5
capital funding (including debt servicing and transfers to reserves) supported by the
City's water and wastewater rates would need to increase by 3.27% annually between
2026 and 2035 (i.e., increasing from $10.7 million as of 2025 to $14.8 million by 2035).
Consideration for cash flow and positive reserve fund balances has been included in
setting the capital reserve transfer amounts. A detailed continuity schedule for water
and sewer infrastructure renewal reserves can be found in Table A-9 in Appendix A.
Watson & Associates Economists Ltd.
Chapter 5
Recommendations and Next
Steps
Watson & Associates Economists Ltd.
PAGE 5-1
5. Recommendations and Next Steps
5.1 Recommendations
The following recommendations are provided for the City's consideration:
- That the City of Kawartha Lakes Asset Management Plan be received and
approved by Council; and
- That consideration be made as part of the annual budgeting process to ensure
sufficient capital funding is available to implement the asset management plan.
5.2 Next Steps
Following the approval of this asset management plan by Council, the City's asset
management journey will transition from developing the plan to its operationalization.
The City will need to establish processes and implement systems to keep asset
information (e.g., condition, replacement costs, etc.) updated and relevant, so that it can
be relied on to identify capital priorities and inform the annual budget process.
Furthermore, the City will need to establish a format and process for the annual updates
to Council on asset management progress, as required by O. Reg. 588/17.
The asset management plan should be updated as the strategic priorities and capital
needs of the City change. This can be accomplished in conjunction with specific
legislative requirements (i.e., five-year review of the asset management plan as
required by O. Reg. 588/17), as well as the City's annual budget process.
Watson & Associates Economists Ltd.
PAGE A-1
Appendix A
Financial Strategy Tables
Watson & Associates Economists Ltd.
PAGE A-2
Table A-1
City of Kawartha Lakes
Tax-supported Assets
State-of-Good-Repair Capital Forecast Summary
Inflated $
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Transportation Services
Multiyear Capital Projects
4,765,000
3,165,000
400,000
400,000
400,000
400,000
-
-
-
-
-
Bridges and Culverts
76,618,000
3,750,000
6,234,000
6,014,000
14,972,000
14,325,000
5,900,000
6,077,000
6,259,000
6,447,000
6,640,000
Urban/Rural Reconstruction
153,632,000
13,565,000
13,416,000
11,316,000
21,281,000
15,480,000
14,800,000
15,244,000
15,701,000
16,172,000
16,657,000
Urban/Arterial Resurfacing
142,242,000
9,495,000
15,616,000
12,736,000
11,750,000
20,441,000
13,600,000
14,008,000
14,428,000
14,861,000
15,307,000
Rural Resurfacing
77,880,000
7,195,000
7,824,000
6,930,000
6,190,000
7,800,000
7,900,000
8,137,000
8,381,000
8,632,000
8,891,000
Gravel Resurfacing
24,710,000
2,242,000
2,263,000
2,269,000
2,257,000
2,406,000
2,500,000
2,575,000
2,652,000
2,732,000
2,814,000
Lifecycle Management
27,154,000
2,362,000
2,435,000
2,509,000
2,584,000
2,661,000
2,750,000
2,833,000
2,918,000
3,006,000
3,096,000
Sidewalks
4,596,000
405,000
404,000
443,000
449,000
452,000
460,000
474,000
488,000
503,000
518,000
Traffic Signals and Streetlights
3,850,000
424,000
249,000
312,000
293,000
501,000
390,000
402,000
414,000
426,000
439,000
Parking Lots
866,000
150,000
-
186,000
-
-
100,000
103,000
106,000
109,000
112,000
Airport Siteworks and Facilities
3,509,000
350,000
309,000
321,000
330,000
339,000
350,000
361,000
372,000
383,000
394,000
Roads, Fleet and Transit Facilities
3,713,000
324,000
334,000
344,000
355,000
365,000
375,000
386,000
398,000
410,000
422,000
Transit Siteworks
270,000
-
-
-
-
-
50,000
52,000
54,000
56,000
58,000
Solid Waste Services
Landfill Siteworks and Facilities
22,295,000
390,000
6,356,000
2,251,000
1,717,000
1,757,000
1,850,000
1,906,000
1,963,000
2,022,000
2,083,000
Support and Other Services
Information Technology Systems
6,637,000
819,000
514,000
361,000
652,000
734,000
670,000
690,000
711,000
732,000
754,000
Administrative Facilities and Libraries
36,232,000
1,830,000
3,400,000
3,504,000
3,608,000
3,716,000
3,800,000
3,914,000
4,031,000
4,152,000
4,277,000
Public Works Fleet
54,098,000
6,755,000
6,529,000
5,403,000
3,663,000
2,548,000
5,500,000
5,665,000
5,835,000
6,010,000
6,190,000
Emergency Services
Fire Facilities
8,383,000
820,000
693,000
772,000
794,000
819,000
845,000
870,000
896,000
923,000
951,000
Fire Fleet and Equipment
43,370,000
5,272,000
3,209,000
7,674,000
1,899,000
1,956,000
4,400,000
4,532,000
4,668,000
4,808,000
4,952,000
Paramedic Facilities
6,535,000
220,000
618,000
642,000
660,000
678,000
700,000
721,000
743,000
765,000
788,000
Paramedic Fleet and Equipment
29,803,000
373,000
1,063,000
2,405,000
3,958,000
3,423,000
3,500,000
3,605,000
3,713,000
3,824,000
3,939,000
Police Fleet and Equipment
4,741,000
240,000
267,000
839,000
324,000
524,000
480,000
494,000
509,000
524,000
540,000
Human Services
Victoria Manor
1,012,000
142,000
68,000
123,000
80,000
69,000
100,000
103,000
106,000
109,000
112,000
Housing Facilities
3,454,000
300,000
309,000
319,000
328,000
338,000
350,000
361,000
372,000
383,000
394,000
Housing Fleet
640,000
100,000
-
107,000
-
113,000
60,000
62,000
64,000
66,000
68,000
Parks and Recreation Services
Parks Siteworks and Facilities
19,124,000
4,018,000
1,104,000
1,882,000
1,179,000
854,000
1,900,000
1,957,000
2,016,000
2,076,000
2,138,000
Recreation Facilities
47,135,000
9,410,000
5,181,000
5,865,000
1,856,000
402,000
4,600,000
4,738,000
4,880,000
5,026,000
5,177,000
Parks and Recreation Equipment
2,962,000
168,000
274,000
283,000
293,000
298,000
310,000
319,000
329,000
339,000
349,000
Cemetery Siteworks and Facilities
1,301,000
147,000
174,000
94,000
97,000
99,000
130,000
134,000
138,000
142,000
146,000
Total Capital Expenditures
811,527,000
74,431,000
79,243,000
76,304,000
81,969,000
83,498,000
78,370,000
80,723,000
83,145,000
85,638,000
88,206,000
Service Group/Capital Program
Total
Forecast
Watson & Associates Economists Ltd.
PAGE A-3
Table A-1 (continued)
City of Kawartha Lakes
Tax-supported Assets
State-of-Good-Repair Capital Forecast Summary
Inflated $
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Capital Financing
Development Charges Reserve
15,363,200
1,356,500
1,341,600
1,131,600
2,128,100
1,548,000
1,480,000
1,524,400
1,570,100
1,617,200
1,665,700
CCBF Grant
57,355,000
5,191,000
5,398,000
5,398,000
5,614,000
5,614,000
5,839,000
5,839,000
6,073,000
6,073,000
6,316,000
OCIF Grant
66,870,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
6,687,000
Provincial Transit Grant
-
-
-
-
-
-
-
-
-
-
-
Ministry of HLTC Grant
5,100,000
300,000
300,000
300,000
600,000
600,000
600,000
600,000
600,000
600,000
600,000
Haul Routes Reserve
10,565,000
1,010,000
1,020,000
1,030,000
1,040,000
1,050,000
1,061,000
1,072,000
1,083,000
1,094,000
1,105,000
Library Reserve
-
-
-
-
-
-
-
-
-
-
-
Parkland Reserve
6,506,000
567,000
584,000
602,000
620,000
639,000
658,000
678,000
698,000
719,000
741,000
KLPS Capital Reserve
4,741,000
240,000
267,000
839,000
324,000
524,000
480,000
494,000
509,000
524,000
540,000
Victoria Manor Reserve
1,012,000
142,000
68,000
123,000
80,000
69,000
100,000
103,000
106,000
109,000
112,000
Housing Reserve
4,094,000
400,000
309,000
426,000
328,000
451,000
410,000
423,000
436,000
449,000
462,000
Wilson Estate
550,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
55,000
Other Municipality / Owner
6,185,500
2,545,000
82,500
3,558,000
-
-
-
-
-
-
-
Asset Management Reserve
426,673,000
21,147,000
25,480,000
30,206,000
35,355,000
40,959,000
47,054,000
53,678,000
55,567,900
57,657,800
59,568,300
Fleet Reserve - Public Works
54,098,000
6,755,000
6,529,000
5,403,000
3,663,000
2,548,000
5,500,000
5,665,000
5,835,000
6,010,000
6,190,000
Fleet Reserve - Fire Service
30,257,000
3,226,000
1,030,000
6,000,000
176,000
182,000
3,700,000
3,811,000
3,925,000
4,043,000
4,164,000
Non-Growth Related Debenture Requirements
122,157,300
24,809,500
30,091,900
14,545,400
25,298,900
22,572,000
4,746,000
93,600
-
-
-
Total Capital Financing
811,527,000
74,431,000
79,243,000
76,304,000
81,969,000
83,498,000
78,370,000
80,723,000
83,145,000
85,638,000
88,206,000
Service Group/Capital Program
Total
Forecast
Watson & Associates Economists Ltd.
PAGE A-4
Table A-2
City of Kawartha Lakes
Tax-supported Assets
Schedule of Non-Growth Related Debenture Repayments
Inflated $
Debenture
Principal
Year
(Inflated)
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2026
24,809,500
1,673,129
1,673,129
1,673,129
1,673,129
1,673,129
1,673,129
1,673,129
2027
30,091,900
2,029,368
2,029,368
2,029,368
2,029,368
2,029,368
2,029,368
2028
14,545,400
980,928
980,928
980,928
980,928
980,928
2029
25,298,900
1,706,133
1,706,133
1,706,133
1,706,133
2030
22,572,000
1,522,234
1,522,234
1,522,234
2031
4,746,000
320,066
320,066
2032
93,600
6,312
2033
-
2034
-
2035
-
Total Annual Debt Charges
122,157,300
-
-
-
1,673,129
3,702,497
4,683,425
6,389,558
7,911,792
8,231,857
8,238,170
Forecast
Table A-3
City of Kawartha Lakes
Tax-supported Assets
Asset Management Reserve Continuity
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Opening Balance
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
3,800,426
8,004,132
Transfer from Operating
21,147,000
25,480,000
30,206,000
35,355,000
40,959,000
47,054,000
53,678,000
58,202,000
61,861,506
65,751,106
Transfer to Capital
21,147,000
25,480,000
30,206,000
35,355,000
40,959,000
47,054,000
53,678,000
55,567,900
57,657,800
59,568,300
Transfer to Operating
-
-
-
-
-
-
-
-
-
-
Closing Balance
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
1,166,326
3,800,426
8,004,132
14,186,937
Table A-4
City of Kawartha Lakes
Tax-supported Assets
Public Works Fleet Reserve Continuity
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Opening Balance
896,146
631,692
787,954
2,270,775
5,700,170
10,457,336
12,481,658
14,566,709
16,714,262
18,926,292
Transfer from Operating
6,490,546
6,685,262
6,885,820
7,092,395
7,305,167
7,524,322
7,750,051
7,982,553
8,222,030
8,468,690
Transfer to Capital
6,755,000
6,529,000
5,403,000
3,663,000
2,548,000
5,500,000
5,665,000
5,835,000
6,010,000
6,190,000
Transfer to Operating
-
-
-
-
-
-
-
-
-
-
Closing Balance
631,692
787,954
2,270,775
5,700,170
10,457,336
12,481,658
14,566,709
16,714,262
18,926,292
21,204,982
Watson & Associates Economists Ltd.
PAGE A-5
Table A-5
City of Kawartha Lakes
Tax-supported Assets
Fire Service Fleet Reserve Continuity
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Opening Balance
219,918
(946,082)
145,718
(3,668,828)
(1,593,810)
542,738
(769,158)
(2,120,410)
(3,511,870)
(4,945,323)
Transfer from Operating
2,060,000
2,121,800
2,185,454
2,251,018
2,318,548
2,388,105
2,459,748
2,533,540
2,609,546
2,687,833
Transfer to Capital
3,226,000
1,030,000
6,000,000
176,000
182,000
3,700,000
3,811,000
3,925,000
4,043,000
4,164,000
Transfer to Operating
-
-
-
-
-
-
-
-
-
-
Closing Balance
(946,082)
145,718
(3,668,828)
(1,593,810)
542,738
(769,158)
(2,120,410)
(3,511,870)
(4,945,323)
(6,421,491)
Table A-6
City of Kawartha Lakes
Tax-supported Assets
Tax-Supported Capital Funding Forecast
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Existing Debt Servicing (P&I) - Non-Growth Related
10,746,012
9,128,945
10,876,863
10,496,428
10,381,604
9,454,934
9,187,338
9,086,347
8,761,263
7,799,630
New Debt Servicing (P&I) - Non-Growth Related
-
-
-
1,673,129
3,702,497
4,683,425
6,389,558
7,911,792
8,231,857
8,238,170
Transfer to Asset Management Reserve
21,147,000
25,480,000
30,206,000
35,355,000
40,959,000
47,054,000
53,678,000
58,202,000
61,861,506
65,751,106
Transfer to Public Works Fleet Reserve
6,490,546
6,685,262
6,885,820
7,092,395
7,305,167
7,524,322
7,750,051
7,982,553
8,222,030
8,468,690
Transfer to Fire Service Fleet Reserve
2,060,000
2,121,800
2,185,454
2,251,018
2,318,548
2,388,105
2,459,748
2,533,540
2,609,546
2,687,833
Total Capital Related Funding
40,443,558
43,416,007
50,154,138
56,867,969
64,666,816
71,104,785
79,464,695
85,716,231
89,686,202
92,945,429
Forecast
Watson & Associates Economists Ltd.
PAGE A-6
Table A-7
City of Kawartha Lakes
Water and Wastewater Assets
State-of-Good-Repair Capital Forecast Summary
Inflated $
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Capital Expenditures
Water Treatment
19,743,000
1,675,000
940,000
1,900,000
2,055,000
2,555,000
2,000,000
2,060,000
2,122,000
2,185,000
2,251,000
Wastewater Treatment
19,686,000
2,095,000
675,000
1,955,000
1,900,000
2,443,000
2,000,000
2,060,000
2,122,000
2,185,000
2,251,000
Vertical Distribution and Collection
8,930,000
1,130,000
370,000
400,000
220,000
1,500,000
1,000,000
1,030,000
1,061,000
1,093,000
1,126,000
Horizontal Distribution and Collection
141,602,000
11,804,000
16,214,000
14,125,000
16,484,000
13,519,000
13,132,000
13,844,000
14,057,000
14,123,000
14,300,000
Studies and Special Projects
8,260,000
2,945,000
1,530,000
1,455,000
1,500,000
260,000
100,000
100,000
100,000
100,000
170,000
Total Capital Expenditures
198,221,000
19,649,000
19,729,000
19,835,000
22,159,000
20,277,000
18,232,000
19,094,000
19,462,000
19,686,000
20,098,000
Capital Financing
Grants
2,536,000
2,536,000
-
-
-
-
-
-
-
-
-
Water/Wastewater Reserves
75,573,634
15,962,601
5,931,715
6,448,286
7,291,790
7,075,389
6,989,685
6,607,645
6,446,216
6,433,239
6,387,068
Non-Growth Related Debenture Requirements
120,111,366
1,150,399
13,797,285
13,386,714
14,867,210
13,201,611
11,242,315
12,486,355
13,015,784
13,252,761
13,710,932
Total Capital Financing
198,221,000
19,649,000
19,729,000
19,835,000
22,159,000
20,277,000
18,232,000
19,094,000
19,462,000
19,686,000
20,098,000
Capital Program
Total
Forecast
Table A-8
City of Kawartha Lakes
Water and Wastewater Assets
Schedule of Non-Growth Related Debenture Repayments
Inflated $
Debenture
Principal
Year
(Inflated)
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2026
1,150,399
77,582
77,582
77,582
77,582
77,582
77,582
77,582
2027
13,797,285
930,475
930,475
930,475
930,475
930,475
930,475
2028
13,386,714
902,787
902,787
902,787
902,787
902,787
2029
14,867,210
1,002,630
1,002,630
1,002,630
1,002,630
2030
13,201,611
890,304
890,304
890,304
2031
11,242,315
758,171
758,171
2032
12,486,355
842,068
2033
13,015,784
2034
13,252,761
2035
13,710,932
Total Annual Debt Charges
120,111,366
-
-
-
77,582
1,008,057
1,910,844
2,913,474
3,803,778
4,561,949
5,404,017
Forecast
Watson & Associates Economists Ltd.
PAGE A-7
Table A-9
City of Kawartha Lakes
Water and Wastewater Assets
Water and Sewer Infrastructure Renewal Reserve Continuity
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Opening Balance
10,790,596
-
-
-
-
-
-
-
-
-
Transfer from Operating
5,172,005
5,931,715
6,448,286
7,291,790
7,075,389
6,989,685
6,607,645
6,446,216
6,433,239
6,387,068
Transfer to Capital
15,962,601
5,931,715
6,448,286
7,291,790
7,075,389
6,989,685
6,607,645
6,446,216
6,433,239
6,387,068
Transfer to Operating
-
-
-
-
-
-
-
-
-
-
Closing Balance
-
-
-
-
-
-
-
-
-
-
Table A-10
City of Kawartha Lakes
Water and Wastewater Assets
Water and Wastewater Rate-supported Capital Funding Forecast
Inflated $
Description
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
Existing Debt Servicing (P&I) - Non-Growth Related
5,893,180
5,495,474
5,352,749
4,817,741
4,502,374
4,097,042
3,901,675
3,611,933
3,320,240
2,992,681
New Debt Servicing (P&I) - Non-Growth Related
-
-
-
77,582
1,008,057
1,910,844
2,913,474
3,803,778
4,561,949
5,404,017
Transfer to Water and Sewer Infrastructure Renewal Reserve
5,172,005
5,931,715
6,448,286
7,291,790
7,075,389
6,989,685
6,607,645
6,446,216
6,433,239
6,387,068
Total Capital Related Funding
11,065,185
11,427,189
11,801,035
12,187,112
12,585,820
12,997,572
13,422,794
13,861,928
14,315,428
14,783,765
Forecast
Watson & Associates Economists Ltd.
PAGE G-1
Appendix G
Development Charges Task
Force
Watson & Associates Economists Ltd.
PAGE G-2
The City's D.C. Task Force met 13 times from February 3, 2025 to October 1, 2025 with
the objective of providing the City recommendations to be considered in the
development of the D.C. background study and the ongoing implementation and
administration of D.C.s. Watson met with the Task Force to provide background
information on the D.C.A. and ongoing legislative changes, past City practices and
industry best practices, and information on the growth-forecast, historical level of
service, future capital needs and by-law policies being considered in the review.
The following recommendations were prepared by the D.C. Task Force. Specific
recommendations that Watson has been asked to address are included in this
appendix, while the remaining recommendations will be addressed by City staff.
Watson & Associates Economists Ltd.
PAGE G-3
Table G-1
D.C. Task Force Recommendations
No.
Category or Issue
Recommendation
1
Treasurer's Statements
That the outstanding 2019-2024 Treasurer's statements respecting the DC reserve be
presented to Council prior to adoption of the DC study, and that post-2024 statements be
incorporated into the annual audit report to Council.
2
Capital Forecast
That the 2025 DC study include a table illustrating cost inflation for a selection of capital
projects carrying over from the 2019 DC study.
3
Capital Forecast
That a long-term capital forecast, including a financial strategy for funding growth-related
capital projects therein, be presented to Council for adoption annually.
4
Capital Forecast
That the City consider the viability of consolidating police and fire headquarters into a
single facility to realize potential cost efficiencies and operating synergies.
5
Local Service Policy
That in absence of a regulation issued under Bill 17 defining local services, the City revise
its local service policy as needed to align with master plans and to define the required
condition of developer-dedicated park land.
6
DC Rate Calculation
That the DC study clearly state the assumptions, inputs and methodologies underlying
DC rate calculations.
7
DC Rate Calculation
That, given the Growth Management Strategy identifies lands for post-2051
development, Watson and Associates review the Growth Management Strategy and
master plans to ensure that post-period benefit deductions entering DC rate calculations
are fair and appropriate.
8
Area-Specific DC Rates That for the next DC study, consideration be given to area-rating DCs for infill
development.
9
DC Exemptions
That discretionary DC exemptions respecting commercial and industrial development be
discontinued.
10 DC Exemptions
That should the City elect to provide incentives to development, such incentives be
facilitated by the Community Improvement Plan or similar initiatives rather than DC by-
laws.
11 DC Deferrals
That the DC by-law enable timing of the calculation and payment of DCs to be
determined by policy such that compliance with future regulations under Bill 17 can be
achieved without amending the DC by-law.
12 DC Deferrals
That the DC by-law be accompanied by a DC deferral policy permitting residential DC
payments to occur at time of occupancy until such time the policy is made redundant by
certain parts of Bill 17 coming into effect in future.
13 DC Deferrals
That development agreements implementing the recommended DC deferral policy
require developers to include in property transaction agreements a clause warning buyers
to confirm prior to transaction closing that DCs in respect of the property have been paid
by the developer.
14 DC Deferrals
That development agreements implementing the recommended DC deferral policy
enable the City to (i) require securities equal to the value required for engineering or DC
deferral purposes, whichever is greater, and (ii) repurpose engineering securities, once
they are no longer required for engineering purposes, as DC deferral securities.
15 DC Deferrals
That the City consider the viability of bonds as an alternative to letters of credit as a form
of engineering or DC deferral securities provided by developers.
16 Redevelopment Credits
That the DC by-law enable the City to establish through policy a redevelopment credit
system for DCs that accommodates strategic and long-term redevelopment schemes
aligned with key objectives set out in the Official Plan or other Council-adopted plans or
strategies.
17 DC Task Force Member
Reports
That the reports of Development Charges Task Force members be forwarded to Watson
and Associates, Council and the next Development Charges Task Force should Council
create such a task force
2025 Development Charges Task Force Recommendations
Watson & Associates Economists Ltd.
PAGE G-4
Recommendation #2
The Table G-2 illustrates the cost increase for a selection of projects included in the
future capital needs where the project scope remains unchanged from the prior review
and the cost increase is related to increased cost estimates. The projects included in
the table have been chose to give a cross section by service area and project type (e.g.,
facilities vs. fleet).
Table G-2
Project Cost Increases
Recommendation #7
The City's D.C. growth forecast has been informed by the City's GMS.
The growth forecast to 2051 in the D.C. background study has been used only for
Services Related to a Highway and the projected growth aligns with the growth that was
used in the City's Transportation Master Plan, which was the basis for the needs
assessment and the cost. As such, no post period benefit deductions are warranted.
Project Description
Gross Capital
Cost
Estimate
(2019$)
Gross Capital
Cost
Estimate
(2025$)
Change ($)
Change (%)
Fire Protection Services
Extrication Equipment
50,000
76,000
26,000
52%
Pumper Truck
580,000
1,411,000
831,000
143%
Tanker Truck
606,000
1,655,000
1,049,000
173%
Police Services
Police Headquarters Expansion
2,726,000
10,300,000
7,574,000
278%
Police Officer Equipment (per officer)
6,600
12,530
5,930
90%
Marked Uniform Vehicle (per vehicle)
50,400
94,500
44,100
88%
Services Related to a Highway
Roads Operations Depots
747,000
1,133,600
386,600
52%
Trackless Tractor
200,000
235,000
35,000
18%
Traffic Signals
271,000
500,000
229,000
85%
Colborne St. Bridge
11,000,000
15,700,000
4,700,000
43%
Parks and Recreation Services
Lindsay Trail Development - Scugog River Crossing to Rivera Park
195,000
239,000
44,000
23%
Library Services
Lindsay Library Expansion
901,400
3,900,000
2,998,600
333%
Ambulance Services
Ambulance
250,000
570,000
320,000
128%
Wastewater Collection Services
Sussex St. Sewer - Glenelg St. to Kent St.
616,000
1,590,000
974,000
158%
Water Distribution Services
Northwest Lindsay Water Tower
10,242,000
15,000,000
4,758,000
46%
Mary St. Watermain - Lindsay St. to Albert St.
1,850,600
2,224,000
373,400
20%
Watson & Associates Economists Ltd.
PAGE G-5
For Water and Wastewater services, the growth in the City's Water and Wastewater
Master Plan (which was the basis of the needs assessment and capital costs included
in the D.C. background study) include growth beyond the 2051 period. As such, the
growth forecast for these services in the D.C. background study has been based on the
buildout growth projections contained within the master plan. As with Services Related
to a Highway, because the growth forecast is the D.C. background study is consistent
with the growth contained with the mater plan, no post period benefit deductions are
required.