A watermain break has forced Trent University to close its Symons Campus in Peterborough for the remainder of the week, resulting in the cancellation of in-person classes and requiring students living in campus residences to make arrangements to leave immediately.

The closure took effect at 2:30 p.m. on Tuesday (September 22) and is expected to continue through Sunday, September 27, with in-person classes and regular campus operations expected to resume Monday, September 28.

According to a university advisory, the watermain break has affected the primary water service to Symons Campus. While the university says there is no imminent risk to personal safety, the disruption has affected water availability across campus, requiring buildings and services to close while repairs are completed.

The university says it is working with contractors to restore service as quickly as possible.

All in-person classes and labs at Symons Campus are cancelled during the closure. Faculty and instructors will contact affected students directly, and some classes may move to remote delivery where possible.

As Traill College in downtown Peterborough is unaffected by the watermain break, classes and operations there will continue uninterrupted. Trent’s Durham GTA Campus and online classes are also unaffected.

Buildings at Symons Campus — including Bata Library, the Student Centre, the Athletics Centre, and all colleges — will remain closed and locked, with access limited to essential operations.

The university has directed faculty, staff, students, and visitors to leave campus immediately, asking those departing to exercise caution and patience. Exceptions may be made for essential research facilities and onsite operations, with anyone requiring building access asked to contact Campus Safety.

Staff who can work remotely are asked to do so. Supervisors will notify employees who are required to remain on campus.

The closure also affects residences at Champlain, Lady Eaton, Otonabee, and Gzowski colleges. Students living in those residences are required to arrange to return home if they are able.

Students who are unable to leave will receive information about accessing alternative accommodations. Student Housing will contact affected residents directly, and limited food services will remain available on Tuesday while students arrange to depart.

Students living in residences at Traill College and in the Annex residences may remain, although food services on Symons Campus will be limited. All residence students are advised to monitor their email for messages from Student Housing.

“The university recognizes this disruption will affect many members of our community,” the advisory states.

“Thank you for your patience, cooperation, and understanding as we work to restore water service and safely resume normal campus operations.”

Updates will be provided through the Trent Safety App, university email, and at www.trentu.ca/advisory.

Peterborough city council endorsed receiving for information the report of a sweeping review of City of Peterborough services during the general committee meeting on Monday (September 21).

Prepared by Ernst & Young LLP Canada (EY), the 234-page Effectiveness and Efficiency Review identifies 20 opportunities for cost savings and revenue, ranging from changes that would affect residents directly to internal improvements in city purchasing, staffing, and financial management.

In a memo to general committee, city CAO Jasbir Raina cites the review’s estimated cumulative savings or avoided costs of $20.6 million to $30.2 million over four years. The review’s financial projections also include new revenue, with actual benefits depending on which options proceed, implementation costs, and further analysis.

Councillors question cost shifting and timing of service review

The city engaged EY to conduct the review with the aim of identifying “practical, evidence-based opportunities to improve outcomes and long-term service and fiscal sustainability.” Work on the review was completed over the previous few months and completed last Tuesday, with the report being made available to councillors two days later.

In a presentation that lasted almost an hour, EY’s senior manager of government and public sector consulting Ashley Challinor and government and public sector transformation partner David Bryden provided council with an overview of the review.

They outlined the key findings of the review, noting that Peterborough is reliant on its residential tax base, which provides around 80 per cent of its property tax revenue. Because the city lacks employment lands, there are limited opportunities for industrial or commercial development.

Unlike some other municipalities, the consultants stated, Peterborough is not taking full advantage of other funding sources, including contributions from other levels of government, corporate sponsors, and philanthropic organizations.

After the consultants finished highlighting key recommendations of the review, councillor Alex Bierk put forward a motion to suspend the rules so that councillors could ask up to four questions, a motion that was unanimously supported.

Bierk asked the consultants how they determined genuine efficiencies rather than savings by transferring costs from the city to residents.

“If the city saves money because a senior now has to pay someone to clear their sidewalk, what methodology do you use to calculate that cost to the resident before calling it a financial benefit?” he asked.

Challinor said EY compared Peterborough with other municipalities, noting the “Peterborough is the only municipality that we could find” that provides snow clearing of all municipal sidewalks.

Bierk noted the city council had previously decided against removing snow clearing, and asked the consultants why they decided to include ideas that council had already considered. Challinor said that all valid ideas were included in the review.

Bierk then asked why the consultants didn’t look into the city’s loss in revenue at municipal parking garages. Challinor said it wasn’t considered because it would a simple response for the city to raise parking rates, while EY’s objective was to look into deeper issues.

Councillor Joy Lachica asked why the “dense” report was released in the last cycle of the existing council, without an opportunity for in-depth analysis before the general committee meeting, especially given the financial implications for the city’s budget.

“I think it is inappropriate,” Lachica said. “It should be for the eyes of an incoming council.”

Bryden said the review process is driven by the client.

Airport options, zoo fees, and snow clearing among recommendations drawing scrutiny

Councillor Matt Crowley asked about the “under-leveraging” of funding opportunities, and whether that was a fault of the municipality. Challinor said there was no fault, but that the city could expand the opportunities, which are currently focused on naming rights of some city facilities.

Mayor Leal pointed to what he called a “fundamental observation” of the consultants with respect to the boundary adjustment of the City of Peterborough. Challinor noted the issue of ownership of the airport lands as well as the lack of employment lands was raised, along with the sharing of services with Peterborough County.

“We did hear a lot about Peterborough’s existing constraints with respect to its boundary, and that’s something that needs to be taken into consideration, whether or not that boundary changes, with respect to a few of the opportunities identified,” Challinor said.

Councillor Keith Riel asked about the recommendation for Peterborough Housing Corporation and whether EY consulted with Peterborough County as a partner in affordable housing. Challinor said they did not speak to the county as the city asked them to address a specific question: whether to dissolve the corporation and incorporate it into the city or to leave it as an independent agency.

Riel said he would not support zoo admission fees and cancelling sidewalk snow clearing services for residents.

With respect to the EY’s recommendation on the airport, councillor Gary Baldwin asked what a “structured exit” would look like, given the investment the city has already made in the airport.

Challinor said options include a long-term lease, a regional partnership, an airport authority, and a divestment process. Bryden added that the consultant was not questioning the city’s past investment in the airport, but looking forward if the city cannot find revenue to support the continued operation of the airport.

Baldwin asked why the consultants were recommending that Peterborough County residents be exempt from zoo admission fees. Challinor said that, given how close Peterborough County residents are to the zoo and how closely integrated the city and county are, it would be a “reasonable accommodation” to continue free admission from county residents. She noted that no-one would be exempt from parking fees.

On sidewalk clearing, Baldwin asked if lawsuits would increase if the city stopped providing the service. Challinor said they do not have that information.

With respect for charging for repeated false fire alarms, councillor Kevin Duguay asked whether the consultants considered false alarms with respect to paramedics as well. Bryden said the scope was limited to false alarms for fire.

Duguay also asked whether the consultant considered parking fees for the Eastgate Memorial Park parking lot, which the city expanded to accommodate the new Canadian Canoe Museum. Challinor said EY only focused on the city’s grant to the museum.

Councillor Don Vassiliadis asked about the tourism factor with respect to charging out-of-town visitors for admission to the zoo as well as parking at the zoo. Challinor said the Riverview Park & Zoo is competing with the Toronto Zoo for visitors, and that the cost for a family of four to attend the Toronto Zoo is “very high — in the hundreds of dollars” not including parking.

“So even with a modest visitor fee and/or a modest parking fee, you’re likely still very competitive compared to a day for a family at the Toronto Zoo,” Challinor said.

Debate turns to community priorities and consequences for residents

After the EY presentation, councillors debated the report.

Councillor Dave Haacke asked city staff about the taxes on the airport land. The city’s finance and corporate support services commissioner Richard Freymond said there are three “buckets” of taxes amounting to a total of $325,680 in 2026, with $136,193 going to Cavan-Monaghan Township, $76,857 going to Peterborough County, and the remainder education taxes.

Haacke also made comments on zoo admission fees, stormwater management, false fire alarms, and sidewalk snow clearing.

“I wish everybody well next term dealing with this,” said Haacke, who is not running for re-election.

Councillor Bierk said council needs to “find unity on what our priorities are,” noting the city’s recent economic development report that spoke to the value of cultural institutions like the Art Gallery of Peterborough and The Canadian Canoe Museum. He added that council had already decided against the approach to stormwater management fees described in the consultant’s report.

“My head hurts a little bit with just these conflicting subject matter expert stances and positions on things,” he said, noting that it is “frustrating” that the consultant was revisiting items already decided by council, and that the shortfall in revenues from municipal parking garages “which I believe is close to one million dollars” was not considered.

Bierk said the review considered financial impact, service delivery impact, and implementation complexity but did not provide “comparable scoring for equity, affordability, accessibility, social impact, community benefit, cultural value, distributional impact, public preference, or the consequences for residents least able to absorb these costs we are trying to transfer.”

He added that efficiencies need to be distinguished from “cost shifting,” which he also described as “service reduction.”

“A cost does not disappear simply because it leaves the city’s ledger,” Bierk said, noting that just because other municipalities are not funding something doesn’t mean Peterborough should do the same.

Bierk asked CAO Jasbir Raina which of the recommendations he could implement using his delegated authority. Raina said he could only implement internal staff changes and that any recommendations that would result in service level changes that impact would need to be approved by council “in the next term.”

Councillor Duguay said he was prepared to receive the report for information, “acknowledging it’s intended to be advanced for the next council for their budget decision-making purposes.”

In his remarks, councillor Riel noted that many recommendations in the report have already been discussed in the past, including during his 16 years on council.

Riel, who is one of the seven candidates running for mayor in the municipal election, then began electioneering, drawing a harsh rebuke from councillor and general committee chair Andrew Beamer.

“We cannot do that,” Beamer said. “it is completely unacceptable, councillor Riel. We cannot give campaign speeches here.”

Deferral motion fails as city staff clarify review will not be part of draft budget preparations

Councillor Lachica made a motion to defer the report until a new council is in place, noting that CAO Raina’s covering memo for the report states that the review’s recommendations “related to service levels and financial considerations will be included in the draft 2027 budget for council’s consideration.”

Councillors then debated the deferral motion, with Mayor Leal stating that the election is the “right time” for voters to find out where candidates stand on the recommendations in the review.

Bierk said the issue is that city staff could use the report as a “Trojan horse” to start implementing some of the recommendations if the current council agrees to receive it for information.

In response, CAO Raina noted that the reason the review was brought to council in September for information was in response to a direction from council earlier in the year. He also affirmed that no recommendations from the review will be included in staff’s budget preparations.

Commissioner Freymond added that the review will be formally tabled for the next council in January “as they deliberate the staff-recommended budget” and that they will have the review as supplementary information during their deliberations.

After further debate, council voted on the deferral motion, which lost 3-8, with councillors Lachica, Bierk, and Riel voting in favour. Council then voted on the main motion to accept the report of the review for information, which carried 9-2, with councillors Lachica and Riel voting against.

Items endorsed by general committee will be considered by council for final approval at its regular meeting on Monday, September 28, when registered delegations will be heard.

As seven candidates compete to become Peterborough’s next mayor in the municipal election on October 26, kawarthaNOW is asking the contenders to outline their plans for the economy, housing, taxes, and leadership at city hall.

Economic development is a fundamental priority of the mayor’s office, but voters want to know what candidates will actually do to drive growth in Peterborough.

With incumbent mayor Jeff Leal not running for re-election, the seven certified mayoral candidates are Michael Eamon, Rob Hailman, Brian Lumsden, Jacob Méthot, Neil Morton, incumbent Ashburnham Ward councillor Keith Riel, and Rebecca Schillemat.

Having conducted in-depth interviews with six of the seven mayoral candidates to introduce their campaigns (with Brian Lumsden to be interviewed soon), kawarthaNOW has asked the candidates to go on the record about the most pressing election issues.

On the topic of economic development, candidates were asked two questions: “What should Peterborough’s two highest economic-development priorities be, and what would you do during your first two years to support job creation and local business growth?” and “What two actions should the next council take to strengthen downtown Peterborough’s economy, public safety, and quality of life?”

kawarthaNOW is publishing the responses from the seven candidates verbatim.

What should Peterborough’s two highest economic-development priorities be, and what would you do during your first two years to support job creation and local business growth?

Michael Eamon

Job growth is the overarching priority as it will help address other issues, including poverty and homelessness, additional revenues for infrastructure and a more equitable redistribution of the property tax ratio. No mayor and council can create jobs, but they can foster the right environment for economic growth. Several concurrent actions are needed; however, two largest priorities to get there would be:

A. Building bridges with Peterborough County and Townships. Peterborough is not an island and we need to re-establish a regional vision for economic development. The city needs to work with surrounding Cavan-Monaghan, Otonabee South Monaghan and Selwyn townships to find mutually beneficial solutions to expand employment lands. We need to enhance and grow upon our current strengths. Agri-business, aviation, warehousing and supply chain management, environmental and electrical engineering, high tech, should be pursued. In particular, we need blue-collar, entry-level jobs. We also need next-level positions to keep workers, and their families, in the region.

B. Peterborough has shifted away from its industrial roots and now the largest seven employers are in the public sector (such as Trent, Fleming, PRHC, school boards, the MNR and the City). Another priority would be to create a city-led Group of Seven Committee with these institutions. The goal would be to establish a shared economic vision, break down barriers to collaboration and create more jobs in the short term. All these institutions share similar provincial obligations regarding accessibility, service delivery, etc. They hold land and have facilities maintained in whole, or part, by public funds. This task force would emphasize working together, sharing resource, and job creation.

Rob Hailman

The two biggest ways a municipal government can promote economic development are by being reliable for business to work with, and by fostering great communities to live in. Where senior management wants to live, or spend a lot of time, is often a major factor in where businesses choose to relocate or expand to.

To the first priority, we must look to streamlining permitting processes and keep the cost, in time and money, of dealing with the city low and predictable. To the second, we must understand that investments in arts and culture, in recreation, in housing and in transit are all themselves investments in economic development.

Brian Lumsden

Keep taxes low and clean up the streets. There is an in-house committee specifically for economic development; make sure our tax dollars are getting the desired results.

Jacob Méthot

Peterborough’s approach has to be realistic. We can’t expect a couple of giant corporations to come and save the day. Instead, we need to focus on developing what is already here. The focus of my campaign is twofold.

The first priority is communication. This includes the creation of a retention and expansion program for businesses that would involve regular meetings with local employers. Understanding their needs, wants, and struggles is part of the solution to allowing more small businesses to thrive. Part of this program would include making more information available and accessible to businesses in a readable format that is easy to understand. The city also needs to listen to what these large employers need, and if they feel the need to leave, understand what the City has done to fail them. Orienting the City around the future job markets and most potential for long-term growth is also important. A focus needs to be placed on under-utilized and underdeveloped properties with a higher property-tax rate applied to these when needed to incentivise development.

The second priority is comfort. Businesses want to be able to make money, that’s only possible if it is easy for people and supplies to get to them and comfortable enough for them to spend their money there. Beautifying the downtown with an expanded district of flowers and having a transparent cleaning program in place is part of that. Allowing more opportunities for events, sports-tourism initiatives, and supporting the regional airport which is growing even faster than expected would bring even more dollars into the community.

Neil Morton

First, we must do a much better job of attracting new industry and high paying jobs to secure long-term prosperity to this community which will increase the commercial/industrial and residential assessment base — a key revenue stream that takes the pressure off existing taxpayers by adding new ones. This includes increasing the supply of industrial land and collaborating with Peterborough County and neighbouring townships to develop new opportunities — regional cooperation is paramount. As well, we need to be laser focused on retaining business, which means providing great customer service support from city hall — and gratitude — when they want to grow and expand. To make the process more seamless, we will be implementing a Planning and Building Permit Service Guarantee for all applications, ensuring builders, developers and the public receive predictable timelines and accountable customer service.

We need to anchor the revitalization of the waterfront at Del Crary and downtown by partnering with the private sector and other levels of government to develop a multi-purpose sports, entertainment, and convention centre, using a financing model that doesn’t place any additional burden on property taxpayers. This will be one of the most ambitious projects ever undertaken in the city’s history and will serve as a catalyst for economic development and the revitalization of both the waterfront at Del Crary and the downtown. The facility and surrounding projects will also increase our commercial and residential assessment base. It would spur the growth of the hospitality industry in that area, be a stimulus for new housing projects and create far more pedestrian traffic to and from the downtown. This would be great for the Petes as well as the Peterborough Lakers and for other local soccer, lacrosse, hockey, skating, and arts and culture organizations to make use of throughout the year at an affordable cost. As well, it will attract small to medium-size conventions whose participants will create economic activity for local businesses. It would also attract top-notch promoters to want to bring music acts and theatrical productions here from around the world. I would also envision a public square outside the facility with a PTBO Landmark sign and art installations where people can gather before events with entertainment like buskers and jugglers.

Keith Riel

My first priority is making Peterborough easier to invest in and do business with. My second is putting the assets we already have, employment land, Cleantech Commons, our creative sector and our institutions, to work creating jobs.

I’ll make Economic Development a direct priority of the mayor’s office. Businesses should have one front door, one point of contact and a clear timeline, not be bounced between departments.

I’ll meet with at least one local business every week to ask what’s working, what’s getting in the way and what the City can reasonably do to help.

We also need to pursue opportunities more aggressively. Taxpayers have invested millions in Cleantech Commons. It’s time to see results. Ontario attracts billions in film, television, and commercial production — Peterborough should be competing for its share. Our arts and cultural sector is also an economic driver and should be treated like one.

The test is simple: are businesses growing, investments happening and people getting good jobs?

Rebecca Schillemat

Priority 1: Support Existing Business Expansion and Downtown Vitality

• Promote gentle densification and mixed-use infill development to boost municipal revenues and support public infrastructure.
• Review Central Area CIP incentives and redirect funds into high-impact initiatives like storefront renovations, commercial tenant assistance, and rapid-response clean-up teams.

Priority 2: Attract New Investment and Expand Serviced Employment Lands

• Partner with the County of Peterborough and surrounding townships to finalize agreements for expanded industrial lands and recruit supply-chain partners.
• Streamline municipal planning processes by assigning dedicated project stewards and establishing predictable timelines to reduce approval delays by 25% in the first term.
• Leverage local institutional partnerships with Trent University including Clean Tech Commons and Fleming College to drive research, innovation, startup incubation, and green energy projects.

What two actions should the next council take to strengthen downtown Peterborough’s economy, public safety, and quality of life?

Michael Eamon

Peterborough deserves a renewed and revitalized downtown that is a commercial and cultural hub for the region. Achieving this will require a consistent and focused effort, engaging a large range of stakeholders.

My first action would be to create a dedicated, inter-departmental Downtown Task Force focused on the downtown, reporting directly to CAO and mayor. The task force will bring together all city departments that provide services in the downtown as well as the DBIA. The goal is to improve communications between the DBIA and city staff, as well as to reduce red tape ensuring a rapid response to issues of maintenance, cleanliness and safety.

I would create a Mayor’s Committee of Downtown Stakeholders to bring together business leaders, landlords, shelter and health-care workers, residents, and staff to encourage productive conversations and shared information. City staff will be asked to look at the implementation of concrete solutions to grow business, make the downtown more accessible and ensure a sense of safety, including:

1. A yearly report on the types of commerce and activity that exist downtown with market segmentation and other information that can be used to attract new businesses.
2. An acceleration of the Official Plan goal to “intensify” downtown with both residential and commercial development.
3. Development of a “Friends of Downtown” association that, with the Downtown Task Force, gains residents’ support and fosters new ideas, such as a yearly “Spring Cleanup” and other promotions.
4. Expansion of “clean teams,” re-establishment of police foot patrols, and re-establishment of roving mental health and addiction teams to ensure continued cleanliness, safety of downtown areas and wellness of residents.

Rob Hailman

Many of the challenges facing downtown are issues of perception. Actual public safety downtown, and its perception by people who choose not to visit downtown, are two separate but related issues. Much of the positive action the municipality can take relates more to perception.

Changes in city policy around insurance and risk management have made it progressively more difficult for businesses and cultural organizations to hold events downtown, and council should take steps to reverse this trend, allowing more partners the opportunity to give more people reason to visit downtown for special occasions.

At the same time, much of the crime that does occur downtown are crimes of opportunity and desperation. That is not a problem that can be rebranded away, and in my opinion closely related to the housing crisis. The next council must take decisive action toward solving homelessness and promoting housing affordability in all its forms.

Whatever actions are taken, the city too often forgets that downtown Peterborough is a densely-populated working class residential neighbourhood. Those voices must be heard in order to find real solutions to issues downtown.

Brian Lumsden

Investigate the business practices of One City. Reclaim the trinity church and move One City’s drug hub outside of the city. I want a long term plan in place in cooperation with the health department, police department and city hall.

Jacob Méthot

The two issues I hear most from residents, businesses, and visitors to downtown is parking (including getting ticketed before you walk to the machine) and the problems surrounding homelessness, mental health, and addiction. The first of these problems needs to be addressed with greater leniency and communication around parking. If people get punished for spending money in downtown Peterborough, they won’t return.

The second solution is most crime is a solitary crime, ones that happen when nobody is around. When people are around, foot traffic especially, people don’t feel comfortable committing crime. Peterborough needs a coordinated downtown team focused on visible public safety, mental-health and addiction outreach, bylaw enforcement, cleanliness, lighting and rapid response to problem properties. A joint-organizational approach is needed. The goal isn’t simply more enforcement, it’s making sure that people who live, work and visit downtown feel safe while connecting vulnerable residents with the services they need.

Neil Morton

The downtown and its businesses/residents are the heartbeat, epicenter and nourishment of this community, and as such I will advocate for it and have its back. Our downtown belongs to all our residents, and I will work to ensure people have the opportunity to work, live and enjoy our downtown in a safe and secure manner. As such my first action will be launching a Downtown Ambassador Program to provide a friendly, visible, and caring presence that enhances the downtown experience for residents and visitors alike to make it safer. Knowledgeable ambassadors would greet visitors, assist shoppers and tourists, provide directions and local information, and report maintenance concerns and other public safety hazards. Team members with specialized training would also help connect individuals experiencing homelessness or mental health challenges with appropriate community services. In addition, we will make residents feel more engaged with the downtown by a) launching real-time Downtown Response App that enables residents to report property standards, maintenance, and cleanliness issues by submitting photos directly to City staff, and b) establish the Peterborough Proud Program, a city-led initiative that encourages citizens to take pride in their downtown through programs such as adopt a block, downtown cleanup days, a youth service program, and business proud awards. Beyond what the city can do directly, I will work with federal and provincial governments to create more supportive housing with suitable wraparound services, advocate for more treatment centres for those suffering addiction and mental issues, and create more jobs to help lift people out of poverty.

Keith Riel

First, take care of the place. Downtown should look and feel cared for. I’ll set clear standards for garbage, graffiti, sidewalks, weeds, washrooms, lighting and City-owned spaces using the staff and resources we already pay for.

Second, make downtown work for everyone. Being homeless isn’t a crime, and I won’t treat it like one. But moving someone from one doorway to another isn’t a solution.

We need visible policing where it’s needed, alongside outreach, shelter, civilian crisis response, mental-health and addiction supports, and housing. Public spaces must remain welcoming and accessible to everyone, while people in crisis have somewhere safe and appropriate to go. We have to do both.

Rebecca Schillemat

To improve Quality of Life council must provide enough shelter spaces for those who are experiencing homelessness, improve garbage clean up and by-law enforcement downtown. Our downtown requires a compassionate yet structured approach to address complex social challenges. As mayor I will plan a winter shelter response using existing municipal buildings close to downtown that includes enough space for Everyone experiencing homelessness in our community. I also have a long term plan to tackle the homelessness and addictions crises, which includes establishing a Whole-of-Community Hub, modeled after the framework in London, ON, to provide a streamlined continuum of care with low-barrier employment pathways, mental health treatment, recovery programs and proactive community safety measures.

As mayor I will address safety and public order with clear public space standards, more garbage cans downtown and along trails, window and graffiti repair within 24 hours, and proactive policing and by-law enforcement alongside health-led crisis response. I will advocate to the provincial and federal governments for funding and policy changes to support social housing, healthcare, mental health facilities, addictions recovery programs, court capacity, and bail reforms to ensure long-term stability and safety across our downtown core.

Quality of Life means we need to have a city where Everyone can walk in public without the need to watch behind them or look out for feces and needles on the sidewalk or in municipal parking lots.

kawarthaNOW has reproduced written responses from candidates verbatim, without editing for grammar or format. Any errors, factual or otherwise, or any use of AI-generated content originate with the candidate.

The story has been updated at the request of Michael Eamon’s campaign to correct a misspelling in one of his responses, which his campaign said should have been corrected in the original submission before it was sent to kawarthaNOW.