2018-2027 capital budget and forecast - city of guelph€¦ · 2018-2027 capital budget and...

2018-2027 Capital Budget and Forecast 1


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Table of Contents

2018-2027 Approved Capital Budget and Forecast 5

One Capital Budget 5 Long-term Capital Plan 7

Programs of Work 9

Corporate Administration 11 Contaminated Sites 17 Downtown Implementation 20 Economic Development 24 Full Corridor Reconstruction 27 Stormwater Management 30 Transportation 33 Wastewater Management 37 Water Services 41 Emergency Services 45 Active Transportation 48 Parks & Open Spaces 51 Recreation and Culture 54 Description 56 Transit 58 Solid Waste 62

Appendix 1: Debt Continuity Schedule (‘000s) 66

Appendix 2: Council Shared Agenda 67

Appendix 3: 2018 Project List and 2019-2027 Forecast Summary 68

Appendix 4: Reserve Fund Continuity (forecasted) 87


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2018-2027 Approved Capital Budget and Forecast The following elements were considered by staff when prioritizing capital investments for

2018 and identifying investments for 2019 through 2027.

• Health and safety of our community

• Legislated or regulatory environment mandated • Contractual obligations

• Council Shared Agenda, previous Council decisions and the Corporate Administrative Plan

• Enterprise Risk Management Criterion • Ensure there is capacity to successfully execute capital projects

One Capital Budget For the first time we are providing Council with a single, fully integrated capital budget for

approval separate from the respective Operating budgets that fund the various capital

reserves. The 2018 Capital budget of $90,308,062 is funded from numerous sources and combining all projects into one document demonstrates the complete integration of those

funding sources. The capital budget was approved in advance of the Operating budget, which further demonstrates the distinction between capital reserve transfers (operating

budget) and capital expenditures (capital budget). As we work to achieve sustainable levels of capital funding for all City assets this distinction will assist in focusing on the long-term

funding needs vs. the short-term project priorities.

In line with the recently approved capital transfer allocation policy, the ten year forecast

shows the tax funded reserves being closely aligned with the policy.

Figure 1, Tax Funding Allocation 2018-2027

The total 2018 budget, including all sources of funding, is heavily focused on infrastructure

renewal, with 79 per cent of the requested budget going towards projects that will provide

for the replacement, renewal or reconstruction of existing City assets. These projects ensure that the City is able to deliver services while maintaining health and safety standards

and meeting legislative requirements. The 17 per cent of the budget attributed to growth is primarily funded from Development Charges and supports projects required to meet the

increased demands on City services by new residents and businesses. The 4 per cent of the budget invested in City building reflects ongoing projects to enhance City services to

improve the overall benefit to all citizens.

79%

9%

12%

InfrastructureRenewal, 79%

City Building, 9%

Growth, 12%


Figure 2, 2018

Capital Expenditure Type

79%

4%

17%

Infrastructure Renewal, 79%

City Building, 4%

Growth, 17%

Figure 3, 2019-2027


64%10%

26%


City Building, 10%

Growth, 26%

The approved 2018-2027 Capital Budget and Forecast represents administration’s response to the challenge of balancing a wide and complex range of short-term and long-term needs

within existing resources. The 2018 capital requirements are 100 per cent funded based on

current funding levels meaning that through prioritization, some projects were deferred to future years. The approval of the Dedicated Infrastructure Levy in 2017 enabled the City to

step in the right direction towards funding tax supported capital at a sustainable level but we have not yet met this target.

Capital reserves are important to address unexpected events such as asset breakdown,

partnerships with other levels of government such as GO/Metrolinx and to plan for long

term large asset replacement such as major facilities. Part of the sustainable funding

approach is to ensure capital reserves are built to accommodate these activities and to

mitigate against fluctuations in the tax rate in any given year. The Dedicated Infrastructure

Levy assists in building tax supported funding to this sustainable level based on a 100 year

capital replacement forecast.

Reserve Fund Forecasted Balances

Tax Funded 2018 Year End

Contaminated Sites $133,000 Infrastructure Renewal $2,550,000

Growth $1,050,000

City Building $250,000

Rate Funded

Stormwater $50,000 Wastewater $50,650,000

Water $31,175,000


Long-term Capital Plan As previously highlighted the 2019-2027 Capital forecast is not fully funded, the main

shortage in funding is related to tax funded transfers from operating. Council approved a

1% Dedicated Infrastructure Levy for 2018 ($2,329,651), with half of the funding

($1,164,825) coming from the Tax Rate Operating Contingency Reserve. Even with a

continuation of an annual increase via the Dedicated Infrastructure Levy until 2026 the level

of funding would not be sufficient to accommodate all the projects identified. Significant re-

sequencing of projects is required in order to make the long-term capital plan sustainable.

This work will be carried out by staff throughout 2018, with interaction with Council to

discuss impacts to project timing and scope. The goal is to provide Council with a realistic

and fully funded capital forecast as part of the 2019 Capital budget. One key element to

this forecast is funding certainty; Council’s commitment to the annual approval of a 1 per

cent increase in the tax levy to provide additional funding to capital reserves until 2026.

Without certainty in the base funding assumptions, the capital forecast to be built by staff

will not be meaningful.

Debt

The appropriate use of debt to cash flow large scale projects is a key part of the long-term

capital plan. Currently forecasted in the 10 year plan is the use of debt for three significant

projects; South End Community Centre ($43,400,000), new Main Library ($35,000,000) and

Downtown Redevelopment ($9,000,000).

Current Approved and Forecasted Debt Funding (‘000s)

Table 1, Current Approved Obligations

Description Year of Issue Amount Tax, DC or Other

Previously issued debt Various $133,495 Various

Previously approved 2019 $28,349 Tax

Previously approved 2019 $12,200 DC

Total n/a $181,193 n/a

Table 2, 2018 Proposed


Fuel tank

replacement

2019 $250 Tax

Total n/a $250 n/a


Table 3, 2019-2027 Forecast


South End Rec

Centre

2020 $11,400 Tax

South End Rec

Centre

2020 $32,000 DC

Downtown Library 2022 $35,000 Tax

Downtown Redevelopments

2022 $9,000 Tax

Total n/a $87,400 n/a

In addition, the City is reserving a portion of debt capacity for the potential purchase of land

needed as per the facility needs assessment mentioned earlier. For complete debt

continuity schedule see appendix 1.


Programs of Work The following programs have been laid out to more closely align with front facing service

delivery. This is intended to provide the public and Council with a clearer picture of the

capital needs of the City’s core services. Each program has a lead area(s) identified but is

supported by a number of departments.

New for 2018 is the Corporate Administration Program, this program is focused on providing

the capital infrastructure that City departments rely on to provide services to their

customers. The departments that support this program are focused on key initiatives to

support the long-term operations and efficiency of the corporation.

Operating Impacts

City Building and Growth projects directly impact department operating budgets in order to

support or deliver the enhanced or expanded service. 2018 projects that will have a direct

impact on future operating budgets have been identified. These items will come forward as

part of the base budget and not as individual expansions as part of the 2019 operating

budget. Departments continue to work at projecting out long term impacts of future capital

work as well as the impacts of delaying capital projects into future years. As the 2019

capital budget is developed, these items will be refined and shared as part of the long-term

capital plan.

Table 4, 2019 Operating Impacts

Program of Work Division 2019 Operating Impact

Corporate Administration IT Licencing $80,000

Corporate Administration Corporate Asset Management $60,000

Downtown Implementation Parks Operations $15,000

Transportation System Road & Right of way $28,700

Water Services Water Services $209,600

Active Transportation Parks Operations $14,160

Parks & Open Spaces Parks Operations $7,500

Transit Mobility Transit $145,000

n/a Total Tax Supported $350,360

n/a Total Non-tax Supported $209,600


Table 5, Directory of Programs of Work

Program of Work 2018 Capital Budget 2019 Operating

Impact Page

Corporate Administration $5,521,600 $140,000 11

Contaminated Sites $2,645,000 $0 17

Downtown Implementation $6,704,000 $15,000 20

Economic Development $625,000 $0 24

Full Corridor Reconstruction $20,440,000 $0 27

Stormwater Management $1,295,000 $0 30

Transportation $5,705,000 $28,700 33

Wastewater $9,737,700 $0 37

Water $15,320,060 $209,600 41

Emergency Services $3,523,700 $0 45

Active Transportation $1,214,000 $14,160 48

Parks & Open Spaces $5,195,500 $7,500 51

Recreation & Culture $2,201,200 $0 55

Transit $6,460,802 $145,000 59

Solid Waste $3,719,500 $0 62

Total $90,308,062 $559,960

Each program contains highlights of the 2018 projects, a summary of 2018 budgets and

funding and a summary of the 2019-2027 forecast. For additional details see appendix 3.

Abbreviations used in the Programs of work

Corporate Services CS

Public Services PS

Infrastructure, Development and Enterprise IDE


Corporate Administration Lead departments:

• Engineering and Capital Infrastructure, IDE

• Facilities Management, IDE

• Information Technology, CS

• Planning, Building and Urban Design, IDE

2018 Capital investment: $5,521,600

2019 Operating budget investment: $140,000

2019 to 2027 Capital investment: $52,881,405

Figure 4, 2018


95%

2% 3%


City Building, 2%

Growth, 3%

Figure 5, 2019 to 2027


87%

2%

11%


City Building, 2%

Growth, 11%

Description

Focused on ensuring the overall administrative operations of the corporation are able to

effectively deliver service and guidance to the City’s service delivery areas.

Four key areas:

• Corporate Asset Management • Facilities Management

• Information Technology

• Planning, Building and Urban Design

The Corporate Asset Management division through the implementation of the asset

management program provides better accountability, sustainability, risk management,

service management and financial efficiency. This is accomplished by leading and assisting


service areas through the exercises required to develop a comprehensive asset

management plan. These include, risk assessments, inventory collection and recording,

asset condition assessments, level of service studies and integrated asset investment

decision making.

The Facilities Management department is responsible for ensuring the ongoing operations of

all City facilities, ensuring that all health and safety, accessibility and operational needs are

met. This includes planning for the long-term needs of service areas. One current focus is

on the need to replace a number of significant facilities within the next 10 to 20 years; this

includes main operating facilities for Operations, Park Operations, Fire, Paramedics and

Transit. Corporate Facilities Management is currently undertaking a comprehensive space

needs assessment involving all these groups as well as considering impacts to other

facilities. The outcome of this study will inform capital needs over the next 20 years and

will be reflected in the long-term capital plan presented as part of the development of the

2019 capital budget.

The Information Technology department is working to implement the final stages of the

Corporate Technology Strategic Plan that was approved several years ago. Completion of

this plan will see the City having introduced new technology and enhanced capabilities as

well as maximizing the value of current systems through improved integration and

expanded capacity. This work will allow service areas to access information easier, provide

better information and plan for the future with more reliability.

The Planning department is responsible for leading and coordinating a number of studies

and plans related to the City’s Official Plan with respect to development of policies and plans

as well as the implementation of policy directions through the development of

manuals/guidelines/area specific studies. These plans have a significant impact on the City’s

growth related infrastructure needs based on levels of intensification and zoning policies.

Further these plans contribute to the assumptions used in setting development charge

rates; a significant capital revenue stream for the City.

Each department ensures a consistent corporate approach with respect to the assets under

their area of expertise. Where applicable, service specific capital budgets related to

facilities, equipment and planning have been included in the appropriate program of work.

Benefits and Risks

Providing corporate standards and consistency in these areas ensures that citizens

experience a consistent look and feel in there interactions with the corporation.

Risks of not ensuring corporate approach to these areas may lead to incompatible systems

and strategies which may lead to decreases in overall service efficiency and increased costs

of delivery.

Facilities Management

• Enhancing community experience by maintaining the buildings in good working

condition


• Ensuring that the City is able to provide services without interruption to laid out

programs.

• Providing the functions needed, at the right levels of comfort, so that staff are able

to maintain the levels of service that they are required to

• Ensuring that these facilities are accessible to community members with special

needs and comply with Accessibility for Ontarians with Disabilities Act requirements

• Providing a safe environment for community in keeping with Crime Prevention

Through Environmental Design (CPTED) requirements

• Ensuring facilities are sustainable and efficient in terms of energy and water usage

Delays in replacement and repair of facilities can lead to increased operating costs

• Prevention again lost revenue due to unscheduled or unplanned shutdowns

• Human rights challenges where accessibility requirements do not meet the current

legislation can be costly i.e. Accessibility for Ontarians with Disabilities Act(AODA) or

Facility Accessibility Design Manual (FADM)

Information Technology

• Completion of critical work to provide the benefits envisioned by the Corporate

Technology Strategic Plan • Continued momentum of progress from recent activities to maximize the investment

to date • Best practice lifecycle program of equipment ensures City staff area able to deliver

required services • Delays in project approval may result in lost value, time and missed opportunities

• Legislative non-compliance for critical data and systems can be costly • Service delivery interruption due to unavailable data and tools to front line staff can

mean lost revenues, increased costs and reputational concerns

Planning

• Studies are essential in both the capital and operating planning processes for front line service delivery departments.

• Provide Council with critical decision-making information for long-range planning of the City

• Assist in aligning the desires of the public, development and business communities

and Council • Ensure compliance with provincial plans and legislation

• Uncertainty in future plans may lead to inefficient use of resources or poor outcomes • Lack of clarity in future needs impacts the City’s ability to effectively plan for future

financial requirements

Corporate Asset Management

The asset management program provides better accountability, sustainability, risk

management, service management and financial efficiency through:

• improved financial performance;

• informed asset investment decisions; • managed risk;


• improved services and outputs; • demonstrated social responsibility;

• demonstrated compliance; • enhanced reputation;

• improved organisational sustainability, and • improved efficiency and effectiveness.

2018 highlights


• Building condition assessments

• Needs assessments for space and location efficiency

• Structural repairs to ensure integrity of all facilities

• Accessible facilities in terms of AODA within available budgets

• Energy/water and material efficiency is built into all new construction and

renovations

Information Technology

Enterprise systems modernization

• Citizen relationship management (CRM)

• Digital services and online citizen portal (myGuelph)

• Automating business processes and data integration (Service Oriented Architecture

[SOA])

• New system functionality to manage Human Resources and Finance workflow

• Data management and enhanced reporting

Lifecycle and asset management

• Computers, mobility, network, software and telephony lifecycle

• Regulatory compliance and efficiency measures

• Cybersecurity enhancements

• Network modernization (ex. Virtual Desktop Infrastructure [VDI])

• Server virtualization and private cloud technologies (‘pay for use’ efficiencies)

Planning

• Environmental Initiatives

• Zoning By-law Review

• Official Plan Review


• Completion of the implementation of the Enterprise Asset Management System

• Analysis, selection and implementation of an IT based Decision Support System to aid in the City wide asset related decision making


Operating impacts

Forecasted 2019 impacts from 2018 recommended capital spending will be $140,000

• CRM: $80,000 annually for licencing and maintenance

• Decision Support System:$60,000 annually for licencing and maintenance

Operating impacts from future year’s capital budget will be identified as work progresses on

the Corporate Asset Management Plan. These impacts will be shared with Council as they

are developed and in future budgets.

Table 6, 10 Year Financial Investment ('000s)

n/a 2018 2019 2020 2021 2022 2023-2027

Corporate Asset

Management

925 300 n/a n/a n/a n/a

Equipment & Vehicles 2,658 3,851 2,952 2,206 2,795 12,719

Facilities Management 1,474 4,984 2,208 1,709 1,520 8,791

Planning & Studies 465 1,195 1,350 750 1,285 4,275

Total 5,522 10,330 6,510 4,665 5,600 25,785


Table 7, 2018 Budget Approval ('000s)

Project Budget

Corporate Asset Management n/a

Levels of Service 75

Decision Support System 650

Enterprise Asset Management Optimization 200

Equipment & Vehicles n/a

Court Building Equipment 40

Information Technology Lifecycle 2,508

Information Technology Strategic Plan 110

Facilities Management n/a

Corporate Wide Accessibility 536

Court Facility 15

Security Infrastructure Replacement 73

Structural Assessment & Repairs 850

Planning & Studies n/a

City Planning 465

Table 8, 2018 Budget Approval

('000s)

Funding source Funding amount

Tax reserves 4,237

Development charges 157

Grants 160

Own revenue 39

Rate Reserves 848

Partner 81

Total 5,522

Figure 6, 2018 Funding Sources

77%

3%

3%

1% 15% 1%

Tax Reserves, 77%

Development Charges, 3%

Grants, 3%

Own Revenues, 1%

Rate Reserves, 15%

Partner, 1%


Contaminated Sites

Lead departments:



2019 Operating budget investment: $0


Figure 7, 2018


60%

40%


City Building, 40%

Growth, 0%

Figure 8, 2019 to 2027


100%


City Building, 100%

Growth, 0%

Description

Consists of the investments required to manage and mitigate the City’s liabilities associated

with city‐owned environmentally contaminated sites. There are at least 43 City owned

properties, roads and/or right-of-way (ROW) that are known to be contaminated or are

potentially contaminated based on their historical usage (e.g. as former industrial or

commercial uses or historical landfill sites). The financial liability associated with these sites

was identified and accounted for under the Public Sector Accounting Board (PSAB)

Standard‐ PS 3260‐ Liability for Contaminated Sites in 2015 and the City estimates it could

cost up to $30 million to maintain, mitigate, or remediate these properties based on current

information. The main focus is to manage the City’s contaminated site liabilities from an

engineering perspective.


Benefits and associated risks

The benefits to managing these sites include: investing in our assets to prepare them for

potential divestiture or redevelopment, working towards revitalizing neighborhoods,

reducing the city's liability for contaminated sites, protecting the city's groundwater,

managing public health/safety, compliance with the Ministry of the Environment and Climate

Change (MOECC).

A second focus is on cultivation of potential investment partnerships with other levels of

government and/or the private sector. Active discussion and promotion of the potential for

redevelopment of sites is key to accessing external sources of funding.

The risks of not managing the contaminated site portfolio include: fines for non‐compliance

with MOECC orders, issuance of future orders (loss of control of scope, schedule, and cost),

stalling redevelopment, exacerbation of contamination (i.e., making the problem worse),

continued liability (reported in City’s Financial Statements)), and risk to public health/safety

and environmental protection will not be managed.

Inadequate funding of redevelopment promotion may impede the City’s ability to respond in

a business‐like manner with the Council-approved development partners. It may also put

the City’s ability to re‐act quickly to Provincial/Federal funding program announcements,

which may benefit the remediation of these brownfield properties.

2018 highlights

• Environmental Due Diligence

• Environmental Data Management

• Contaminated Site Operations Maintenance &Management

• Phase I Environmental Site Assessments

Operating impacts

No forecasted 2019 impacts from 2018 recommended capital spending.

As additional investigation work is undertaken on the various sites, potential operating

impacts may be identified and brought forward as part of future capital budgets.

Table 9, 10 Year Financial investment ('000s)

n/a 2018 2019 2020 2021 2022 2023-2027

200 Beverley St 1,150 950 550 100 100 700

Baker St Parking Lot 550 1,400 150 50 50 250

Fountain St Parking Lot 100 175 175 175 1,075 9,650

Municipal St. 250 250 250 25 25 125

Other Environmental Work 595 605 1,400 1,485 1,885 2,630

Total 2,645 3,380 2,525 1,835 3,135 13,355



Project Budget

200 Beverley St. 1,150

Baker St Parking Lot 550

Fountain St Parking Lot 100

Municipal St. 250

Other Environmental Work 595

Table 11, 2018 Budget Funding

('000s)


Tax reserves 1,045

Development charges

Grants

Own revenue

Rate Reserves 1,350

Partner

Debt 250

Total 2,645


40%

51%

9%

Tax Reserves, 40%


Grants, 0%

Own Revenues, 0%

Rate Reserves, 51%

Partner, 0%

Debt, 9%


Downtown Implementation Lead departments: Business, Development and Enterprise, IDE




Figure 10, 2018


95%

2% 3%


City Building, 2%

Growth, 3%

Figure 11, 2019 to 2027


34%

44%

22%


City Building, 44%

Growth, 22%

Description

The Downtown Secondary Plan is a comprehensive vision for revitalizing and intensifying the

population and economic activity levels of downtown Guelph through to 2031. It addresses

the requirements of both municipal and provincial growth plans by planning for increased

residential development to complement the growth of our commercial, employment and

cultural activities in the downtown core. The implementation of the Secondary Plan is

complex, requiring the alignment of projects and partnerships between the City, private

landowners, institutions, downtown businesses, neighbours and others.


Significant private sector development momentum has been created around the Downtown

Secondary Plan since 2012. There are over 1,000 housing units and over 100,000sqft of

commercial space that has been approved, is in development, or has been constructed over

the past five years. This progress represents approximately one-third of the growth targets

in the 2031 planning horizon and has created significant new assessment growth and

economic activation in the downtown for the benefit of the city as a whole.


The downtown has a new role as a contributor to new, dense assessment growth which

supports the City meeting its budget targets and community objectives.

Major components to implementation consist of the continuation of:

• Vision and Policy Alignment (Downtown Secondary Plan, Downtown Zoning By-law

Update, etc.)

• Infrastructure Renewal (Street and Linear Infrastructure reconstructions)

• Land Availability (both publicly and privately held)

• Access and Transportation investments, including Guelph Central Station, Parking

and Transit

• Private investment (supported and shaped through the Downtown Community

Improvement Plan programs)

• Public investment (in such things as our major anchor visitation drivers and

community assets such as the Guelph Public Library, Sleeman Centre and RiverRun

Centre)

2018 and 2019 priorities have been set through recent Council direction on the Parking

Master Plan, including the Wilson Street Parkade, as well as the marketing of Baker Street

as a development opportunity, which come with the interconnected investments in on-street

reconstructions and program elements such as the Guelph Public Library.

Related documents to Downtown Implementation

Downtown Parking Master Plan

Award of Wilson Street Parkade Design-Build Contract (page 3)

Downtown Guelph Secondary Plan Implementation (page 11)

GPL Presentation to City Council

2018 highlights

Main Branch Library,

• Continued work on the business case and RFP participation details as part of the Baker

District Redevelopment.

Parking

• As per the Parking Master Plan, this funding is for the continued reinvestment in the

existing parking system, particularly in IT systems upgrades and existing parkade

restoration work.

http://guelph.ca/wp-content/uploads/info_items_070717.pdf#page=16

http://guelph.ca/wp-content/uploads/council_agenda_071717.pdf

http://guelph.ca/wp-content/uploads/council_agenda_071717.pdf

http://guelph.ca/wp-content/uploads/council_agenda_092517-1.pdf


Parks & Open Spaces

• Phase 2 Riverwalk implementation – this is the ongoing partnership contribution with

The Metalworks on Arthur Street for the construction of the Speed River public space

between Elizabeth and Neeve Streets

Planning & Studies

• Funding to support the RFP process and partnership evaluation for Baker District

Redevelopment process.

Transportation and Utilities

• The major project for 2018 is Phase 4 of the Arthur Street Trunk Re-alignment project

(from Cross to Elizabeth)

• In addition, the design phase of Wyndham Street North reconstruction will be

commenced (in preparation for future phased reconstruction projects from Carden to

Woolwich Street, including St. George’s Square)

Operating impacts


• Park & Recreation Department - $15,000

Riverwalk Trail – Operations and maintenance

Guelph Public Library – any impacts to the 2019-2027 capital spending will be discovered

during the completed Business Case for the new Main Library as per the Tier-1 capital

project.

Estimated impacts from 2019-2027 forecasted capital spending will be included in future

years capital budgets as they are more clearly defined through current work being

undertaken.


n/a 2018 2019 2020 2021 2022 2023-2027

Main Library 100 1,900 55,200 n/a n/a n/a

Parking 1,325 1,440 650 1,340 1,341 5,221

Parks & Open Spaces 100 1,600 412 175 16,700 1,000

Planning & Studies 126 n/a n/a n/a n/a n/a

Transportation & Utilities 5,053 558 6,958 10,748 5,546 4,967

Total 6,704 5,498 63,220 12,263 23,587 11,188



Project Budget

Main Library

Main Branch Library Business Case 100

Parking

Parkade Facility Lifecycle 1,325

Parks & Open Spaces

Downtown Riverwalk 100

Planning & Studies

Baker Street 126

Transportation & Utilities

Wyndham St. Planning & Design 400

Arthur Trunk Sewer: Howitt St. to Wyndham St. 100

Arthur Trunk Sewer: Cross St. to Macdonell St 4,553


('000s)


Tax reserves 1,769

Development

charges

223

Grants 2,094

Own revenue

Rate Reserves 2,618

Partner

Total 6,704


27%

3%

31%

39%

Tax Reserves, 26%


Grants, 31%

Own Revenues, 0%

Rate Reserves, 39%

Partner, 0%


Economic Development Lead department: Business Development and Enterprise

2018 Capital investment: $625,000



Figure 13, 2018


100%

Infrasturcture Renewal, 0%

City Building, 100%

Growth, 0%

Figure 14, 2019 to 2027


100%Infrastructure Renewal, 0%

City Building, 100%

Growth, 0%

Description

Economic development requires the City to invest in studies and assets that support the

growth of businesses and residents within the City. Two key initiatives are the Hanlon

Creek Business Park (HCBP) and the completion of the new Prosperity 2030 Plan.

The Hanlon Creek Business Park is a joint venture business park subdivision between the

City and three private property owners.

Prosperity 2030 is a key guide for businesses when making long-term investments in the

City.


HCBP work ensures the City is being compliant with environmental conditions of subdivision

approval for Phase 1 as provided by the Ontario Municipal Board. The resulting work will


also allow for the pre-engineering/environmental assessment work that is required to

achieve final development approvals for Phase 3.

Failure to complete the Prosperity 2030 plan will create uncertainty which may delay or

inhibit investment in the City.

2018 highlights

Environmental Monitoring Programs

• Annual Groundwater & Wetland Monitoring

• Annual Aquatic, Terrestrial & Wildlife Movement Monitoring

Real Estate Marketing and Transactional Costs

• Legal Survey Costs

• Marketing Costs

• Professional Services & Commissions

Prosperity 2030

• In-depth analysis of quantitative and qualitative outcomes of Prosperity 2020

• Communication with the community and Council of these outcomes

• Development of economic baseline based on outcomes to inform the direction,

recommendations and goals of the City's next 10-year economic development strategy

Operating impacts

No forecasted impacts from 2018 recommended capital spending.

No expected operating impacts from future capital budgets forecasted at this time.


n/a 2018 2019 2020 2021 2022 2023-

2027

HCBP 475 860 365 10,250 7,666 n/a

Planning & Studies 150 n/a n/a n/a n/a n/a

Total 625 860 365 10,250 7,666 n/a



Project Budget

HCBP n/a

Hanlon Creek Business Park 475


Prosperity 2030 150

Table 17, 2018

Budget Funding ('000s)

Funding source Funding

amount

Tax reserves 150

Development charges

Grants

Own revenue 475

Rate Reserves

Partners

Total 625

Figure 15,

Funding Sources

24%

76%

Tax reserves, 24%

Development charges, 0%

Grants, 0%

Own revenue, 76%

Rate Reserves, 0%

Partner, 0%


Full Corridor Reconstruction Lead department: Engineering & Capital Infrastructure, IDE




Figure 16, 2018


61%

39%


City Building, 0%

Growth, 39%

Figure 17, 2019 to 2027


85%

0%

15%


City Building, 0%

Growth, 15%

Description

The full corridor reconstruction program includes the replacement of the road, sidewalk,

water, wastewater and stormwater infrastructure within the municipal right-of-way. When

identifying candidate projects for this program, a full analysis of all data available, for each

of the these infrastructure items, will be completed. This includes a review of historical

data, work orders, condition data, industry standards, anticipated future deterioration and

more, to develop a complete picture of all the needs associated with that corridor in order to

evaluate the option of rehabilitating or repairing a single asset group against the need for a

complete reconstruction. These projects have been included in this program of work

because this integration analysis has indicated that the best decision is to complete a full

reconstruction of the corridor rather than focused repairs for a single asset group.



The integrated capital budgeting approach that was used for this year’s capital budget aims

to optimize the project list to ensure that levels of service are being maintained and risks

are being minimized in the most cost effective manner. It coordinates work between various

service areas, allowing staff to realize efficiencies in capacity as well as costs, while

effectively managing risk by prioritizing work.

There are a number of risks faced by both the public and the City if work is not completed.

Maintenance and operation costs increase as assets age, and the chance of unexpected

failures are associated with higher repair costs, with an overall lower level of service

available to the user. Additionally, assets that have experienced unexpected failure remain

out of service for a longer period of time, so decreased levels of service are experienced.

The consequences of underground infrastructure failure can potentially include

contamination of the drinking water supply, water service interruptions, sink holes, vehicle

damage (due to pot holes), property damage, sewer backups, or basement flooding.

2018 highlights

Growth

• Niska Road: City Boundary to Downey Road

• Bristol Street Phase 2: Yorkshire Street to Wellington Street West

• Elizabeth Street: Splitter installation

• York Road: Victoria Road South to East City Limits Detailed Design

• York Trunk Phase 2b - Waterworks Place to Victoria Road South

Renewal

• Alma Street North: Willow To Paisley Design

• Bagot Street: Drew Street To Mercer Street

• Pre-design For right-of-way construction projects

Operating impacts






n/a 2018 2019 2020 2021 2022 2023-2027

Transportation 4,014 6,146 8,840 8,882 7,154 69,401

Stormwater 1,117 1,795 842 2,115 1,428 13,729

Wastewater 1,139 2,139 1,699 3,193 2,298 26,766

Water 14,171 2,347 4,688 4,456 3,087 20,648

Total 20,440 12,427 16,069 18,646 13,968 130,544



Project Budget

Transportation & Utilities Combined n/a

Alma St. N: Willow St. to Paisley St. 40

Bagot St: Drew St. to Mercer St 2,600

Niska Rd: City Boundary to Downey Rd 3,000

Bristol St Trunk Sewer: Yorkshire St to Wellington St 1,000

Bullfrog Stormwater Upgrade: Elizabeth St Splitter 700

York Trunk Sewer to Victoria Rd 12,600

Pre-design for road construction projects 500


('000s)


amount

Tax reserves 1,399

Development charges 7,917

Grants 733

Own revenue n/a

Rate Reserves 10,259

Partner 132

Total 20,440


7%

39%

3%

50%

1%

Tax Reserves, 7%


Grants, 4%

Own Revenues, 0%

Rate Reserves, 50%

Partner, 1%


Stormwater Management Lead department: Engineering & Capital Infrastructure, IDE




Figure 19, 2018


100%

Infrasturcture Renewal, 100%

City Building, 0%

Growth, 0%

Figure 20, 2019 to 2027


92%

8%


City Building, 0%

Growth, 8%

Description

The City of Guelph’s first stormwater management (SWM) facility was built in 1970. Today,

the City currently owns and operates 118 SWM facilities including 39 wet ponds, 42 dry

ponds and 37 greenways. The City also owns and operates 25 stormwater drainage

channels of varying age and design as well as 153 oil/grit separators (OGS). This group of

infrastructure forms the SWM facility assets. The program of work involves constructing,

operating, maintaining and improving the City’s existing SWM infrastructure for the purpose

of providing flood and erosion control, water quality treatment, and environmental

protection.



The benefits of managing these assets: improving stormwater runoff quality thus protecting

the health of our streams and rivers, mitigating flooding in extreme weather (reducing

property damage or risk to human life), maintaining SWM facility assets to function as

designed and in some cases comply with regulations set by the Ministry of the Environment

and Climate Change (MOECC).

The risks of not managing these assets includes: assets deteriorating to a state of disrepair

and ceasing to meet the performance expected; potentially causing harm to property, the

environment, and human life. In addition, without continued maintenance and monitoring

the City will be in a state of non‐compliance with the MOECC. Non‐compliance with

regulations set forth by the MOECC can result in charges and/or fines against the City.

2018 highlights

• Storm Sewer Investigation

• Oil-grit Separator Condition Assessment Program

• River Outlet Condition Assessment Program

• Oil Grit Separator Operations And Maintenance Program

• Cost Of Service Study

• Storm Sewer Reline/Repair

• Benchmarking & Performance Measurement

• Storm System Upgrades

• SWM Pond Retrofits

• Pond Monitoring

Operating impacts


Estimated impacts from 2019-2027 forecasted capital spending will be determined as

continued review of the current system is undertaken throughout 2018.


n/a 2018 2019 2020 2021 2022 2023-2027

Facilities 450 1,575 1,575 1,010 1,290 4,910

Linear 140 1,015 965 910 260 1,600

Planning & Studies 705 1,130 1,180 930 630 3,350

Total 1,295 3,720 3,720 2,850 2,180 9,860



Project Budget

Facilities n/a

SWM Pond Retrofits 200

SWM Pond Monitoring 250

Linear n/a

Oil Grit Separator Operations & Maintenance 10

Stormwater Sewer Reline & Repair 100

Stormwater System Upgrades 30


Benchmarking & Performance Measurement 30

Condition Assessment Program 500

Cost of Service Study 25

Stormwater Sewer Investigation 150

Table 23, 2018



amount

Tax reserve n/a

Development charges n/a

Grants n/a

Own revenue n/a

Rate Reserves 1,295

Partner n/a

Total 1,295

Figure 21, 2018

Funding Sources

100%

Tax reserves, 0%

Development charges, 0%

Grants, 0%

Own revenue, 0%

Rate Reserves, 100%

Partner, 0%


Transportation Lead departments:


• Operations, PS




Figure 22, 2018


89%

6% 5%


City Building, 6%

Growth, 5%

Figure 23, 2019 to 2027 Capital

Expenditure Type

91%

3%6%


City Building, 3%

Growth, 6%

Description

This program of work captures the City wide road restoration and resurfacing program and

the expansion and improvements of the road surface including road widening, installation of

turning lanes, design and installation of bike facilities, installation of new and modernization

of existing traffic control signals and localized road improvements identified through the

Neighborhood Traffic Management Program.

The City's paved road surface should provide a durable even running surface with adequate

skid resistance. Over time, the pavement surface becomes worn or damaged, resulting in

pot holes, rutting, cracking and many other defects. Rehabilitating the road extends the life

of the road, and restores the road surfaces level of service. The road segments to be

rehabilitated have been identified based on available road condition information, number of

work orders for cracks and pot holes based on the Minimum Maintenance Standard (MMS)

for Municipal Highways, and operational input. All projects identified for resurfacing have

been assessed to ensure that the underground and adjacent infrastructure do not require

replacement or rehabilitation


The need for road widening, turning lanes or bike facilities is determined by the City’s

Master Plans as well as overall growth plans.

Implementation of City‐wide new traffic control signals, existing improvements to signalized

locations as a result of customer requests, overall network improvements, and traffic signal

enhancements. Neighborhood traffic management initiatives are proposed to be

implemented on Local and collector roads that qualify

The City owns and maintains a large number of bridges, culverts, retaining walls, and stairs,

many of which are over 50 years old and require ongoing operation and maintenance

activities to ensure public safety. Currently, the estimated value all bridges and culverts

over three metres in diameter included in the inspection program is valued at $65M.

Provincial regulations require that all bridges be inspected at least once every two years,

and it is through these inspections that the capital budget is developed. Capital projects are

based on the recommended life cycle rehabilitation work as reported in the structure

inspection reports. These projects are then aligned with the reconstruction of streets,

underground infrastructure improvements, and active transportation planning to prioritize

work and optimize planning.


An active restoration and resurfacing program ensures that all road surfaces are maintained

at the desired condition levels, improving traffic flow and safety. Work is also undertaken to

improve adjoining storm water infrastructure and pedestrian usage. Improvements through

road reconstruction improve the connections between roads and development for motorists,

active transportation users and those accessing public transit.

These programs align with Strategic Directions 3.1. If funding is not obtained there is a

health and safety risk to our customers and a greater potential for sections of the traffic

signal network to be inefficient, creating delays, congestion and driver frustration as well as

not address neighborhood issues regarding traffic speeds and cut‐through traffic

Pedestrian and vehicle bridges are a substantial and vital part of the City's transportation

infrastructure system. In many cases, the bridges span over watercourses and roadways,

and require regular maintenance, rehabilitation, and eventual replacement to minimize the

risk of failure, and ensure levels of service. Ensuring that the City’s bridges and structures

are maintained consistently and according to industry standards also minimizes operational

costs, and costs associated with unexpected failure, as well as to realize efficiencies in both

scheduling and pricing by coordinating with other similar works.


2018 highlights

• Road Restoration and Resurfacing Program

• Roadway Preventative Crack Sealing

• Road Reconstruction Surface Asphalt

• Operations Road Infrastructure Sustainability

• Traffic Signal Equip Replacement

• Intersection - Signal Rebuild

• Well St W: Imperial Rd S to City Limit Widening Design

• Downey Rd: Niska to Teal Dr. Transportation Improvement (Phase 2 Vertical Deflection)

• New Sidewalk Construction

• Transportation Master Plan 2018

• New Signal Installation

• Pedestrian Crossovers

• Speed River Retaining Wall Rehabilitation

Operating impacts


• Operations Department - $28,700

o Maintenance of expanded road network

o Maintenance of additional signalized intersections





n/a 2018 2019 2020 2021 2022 2023-2027

Bridges & Structures 165 2,915 1,473 16,034 606 8,969

Operations 1,399 4,821 6,614 3,706 3,377 19,144

Planning & Studies 200 250 100 100 880 1,180

Right of Way 2,150 6,231 4,170 6,349 3,710 33,157

Traffic Signals & Controls 1,791 1,773 1,616 2,587 1,759 6,419

Total 5,705 15,990 13,973 28,776 10,332 68,869



Project Budget

Bridges & Structures n/a

Structural Rehabilitation & Renewal 165

Operations n/a

Equipment & Vehicles replacement 1,399


Transportation Master Plan 200

Right of Way n/a

Road Surface Maintenance, Renewal & Reconstruction 1,660

Wellington St W: Imperial Rd to City Limits 140

Downey Rd: Niska Rd to Teal Dr 50

Guelph Hydro Lighting 300

Traffic Signals & Controls n/a

Traffic Signal Controller Replacement 175

Intersection Signal Rebuild 1,030

New Signal Installation 180

Pedestrian Crossings 85

Table 26, 2018



Tax reserves 4,102


Grants 1,341

Own revenue n/a

Rate Reserves n/a

Partner n/a

Total 5,705

Figure 24, 2018

Funding Sources

70%

5%

25%

Tax Reserves, 70%


Grants, 25%

Own Revenues, 0%

Rate Reserves, 0%

Partner, 0%


Wastewater Management Lead departments:


• Environmental Services, IDE




Figure 25, 2018 Capital Expenditure Type

67%

33%


City Building, 0%

Growth, 33%


Expenditure Type

92%

2%6%


City Building, 2%

Growth, 6%

Description

Wastewater Services is responsible for ensuring the City has sufficient wastewater

treatment and biosolids management capacity to meet the needs of the community. This

includes proactively maintaining and renewing existing facilities and increasing capacity as

needed for growth.

Wastewater Treatment

Growth

Includes evaluation of the biosolids storage facility (ST0003) to ensure the overall solution

and timing provides value, financial accountability and is the best option for solids

management moving forward. Related to this project, and of additional benefit to the plant

is a planned upgrade of the plant automation system and programmable logic controllers

(PLC’s). This upgrade will ensure that the automation technology responsible for the

continuous operation of the treatment process is current and reliable (ST0006).


Renewal

Includes studies and maintenance/replacement work to meet industry best practice for

asset management. The digester maintenance program will continue by completing the

work as recommended by the structural assessment of digester #3 (ST0014). Back-up

generators (ST0001) will be installed to mitigate risks to the treatment process caused by

intermittent and extended power outages.

Wastewater Collection

The City of Guelph has approximately 530 km of sanitary sewers and five sewage pump

stations, all delivering sanitary sewage flows from the city to a central wastewater

treatment facility located at the southwest corner of Wellington Street and the Hanlon

Expressway. Treated effluent (outflow) from the treatment facility is discharged to the

Speed River.

Planning, expansion and renewal of the collection system is the responsibility of Engineering

and Capital Infrastructure in conjunction with Wastewater Services.

Growth

Includes projects to assess current hydraulic conditions within the sanitary sewer system,

determine the relative amount of dry weather and wet weather flow that may be entering

the system, and to determine how this flow could be mitigated or eliminated to free‐up

sewer capacity for improved operations under current conditions, and/or to facilitate

growth.

Renewal

Trenchless sewer lining is non‐invasive and does not require significant closures of roads or

areas used by the public. The sewer lining activities will be bundled together in order to gain

efficiencies and economies of scale.

Assessment programs for maintenance holes and wastewater sewers, and inflow and

infiltration locations within the city will improve capital planning and inform future budgets.


Critical infrastructure must be maintained to mitigate the risk and the higher costs of

unplanned maintenance. Proactive investment in wastewater infrastructure renewal and

expansion provides long term reliability of assets and capacity. A reliable and upgraded

Programmable Logic Controller (PLC) network will reduce unexpected downtime.

This capital program of work supports the facility’s Environmental Compliance Approval

(ECA) requirement to exercise due diligence in ensuring that works and related equipment

used to achieve compliance are properly operated and maintained at all times.

Optimizing existing systems, increasing capacities of existing systems, reducing water loss,

increasing water conservation, protecting the natural environment, enhancing asset


management, and ensuring wastewater can be conveyed in a manner to satisfy capacity

requirements for the City’s wastewater treatment plant are all benefits of this program

2018 highlights

• Wastewater Management • Siphon Improvements

• WWF2 SPS/Forcemain Improvement • Maintenance Hole Condition Assessment Program

• Completion of digester #3 renewal work • Installation of two stand by generators

• Wastewater Sewer Investigation

• I&I Reduction Implementation • Wastewater Sewer Reline/Repair Program

• Wastewater Benchmarking/Criticality Analysis • Wellington St to Edinburgh Rd S - Siphon Relining and Rehabilitation (WW-I-12)

Operating impacts




are developed and in future budgets


n/a 2018 2019 2020 2021 2022 2023-2027

Planning & Studies 125 375 50 250 50 550

Plant & Equipment 6,338 15,951 24,253 17,590 8,491 41,828

Wastewater Collection 3,275 1,420 2,250 1,650 2,750 9,850

Total 9,738 17,746 26,553 19,490 11,291 52,228



Project Budget


Servicing Studies 50

Wastewater Master Plan 75

Plant & Equipment n/a

Wastewater Fleet Replacement 213

Treatment and Biosolids Reuse 850

Treatment Asset Maintenance Management 5,275

Wastewater Collection n/a

System Assessment, Maintenance and Renewal 1,025

Flow Monitoring 150

Siphon Improvements 100

Wellington St to Edinburgh Rd S - Siphon Relining and

Rehabilitation

2,000


('000s)


Tax reserves


Grants

Own revenue

Rate Reserves 6,521

Partner

Total 9,738

Figure 27, 2018

Funding Sources

33%

67%

Tax Reserves, 0%


Grants, 0%

Own Revenues, 0%

Rate Reserves, 67%

Partner, 0%


Water Services Lead departments:






Figure 28, 2018


86%

14%


City Building, 0%

Growth, 14%


Expenditure Type

70%

30%


City Building, 0%

Growth, 30%

Description

Core areas of the Water Services’ Plant and Equipment Capital Program of Work include:

supply, treatment, protection and, conservation and efficiency. The first goal of the capital

program is to ensure adequate water supply and treatment for all customers. This includes

maintaining and building infrastructure to facilitate the servicing needs of community

growth, renewal of critical supply infrastructure to prevent catastrophic failure, limit staff

response time to unplanned maintenance and sustain current service levels for customers.

The capital program also focuses on optimizing current infrastructure and resources by

minimizing water loss through leaks, elimination of inefficient fixtures/systems and demand

management in times of drought and water scarcity.

Engineering and Capital Infrastructure Services is responsible for the planning as well as

design and construction of the water distribution network. Ensuring a reliable and safe

water system is critical to existing residents and businesses as well as providing

opportunities for growth and development.



By being proactive in adding additional supply and renewing our existing systems, Water

Services is focused on ensuring a safe and reliable source of water for existing water

customers and to meet the demands of growth.

Failure to address these needs may lead to interruptions in service delivery, reduction in

water quality, additional maintenance costs, insufficient servicing capacity to facilitate new

community growth and potential regulatory non-compliance with the Safe Drinking Water

Act.

By being proactive in minimizing risks and maintaining levels of service through renewal,

capacity enhancements, and improving security of supply to the water distribution network,

Engineering and Capital Infrastructure Services is focused on ensuring a safe and reliable

source of water for the community to meet present and future demands.

Failure to address these needs may lead to interruptions in service delivery, reduction in

water quality, additional maintenance costs, and potential regulatory non-compliance with

the Safe Drinking Water Act.

2018 highlights

Conservation and Efficiency - Growth

• Implementation of the Water Efficiency Programming including a revised Blue Built

Home Program, multi-residential water audits and sub-metering, and the Water Smart

Business Program.

• Completion of key research studies to understand the impact of water conservation on

the water system and determine potential impacts from water softeners with respect to

water quality and quantity.

Supply, Treatment & Protection - Growth

• Completion of the Clythe Well Station Environmental Assessment to identify preferred

locations for facility upgrades and initiation of the Zone 2 Elevated Tank Environmental

Assessment. Implementation of Water Efficiency Programming including a revised Blue

Built Home Program, Multi-Residential water audits and sub-metering and the Water

Smart Business Program.

• Completion of key studies to maximize water yields of current wells and investigate new

water sources in alignment with recommendations of the Council approved Water Supply

Master Plan.

Water Distribution - Growth

• W-I-25 Development Oversizing

• Development Charges Analytical Support


Supply, Treatment & Protection - Renewal

• Detailed Engineering Design in support of key infrastructure renewal, process upgrades

to address operational risk and address workforce growth at FM Woods Pumping Station,

the source of treatment for 60% of the municipal water supply.

• Detailed Engineering Design to support renewal and upgrade of Paisley Pumping Station.

• Completion of the Redundancy Study for the Arkell to Woods Station Aqueduct; the

study will define a strategy for infrastructure renewal that will include provision of

suitable access for emergency maintenance.

• Completion of studies with respect to policy development as part of the Water Quaintly

Risk Assessment under the Clean Water Act, 2006 to ensure the long-term sustainability

of the aquifer.

• Ongoing development of Risk Management Plans and review of future development to

ensure the protection of the City’s water supply.

Water Distribution - Renewal

• College Street West : Scottsdale Drive to Edinburgh Road South Watermain

Replacement Design

• Eramosa Rd: Hyland to Speedvale Avenue East Watermain Replacement Design

• Oak St: Rickson Avenue to Yewholme Drive Watermain Replacement Design

• Implementation of year one of the accelerated Water Meter Replacement Program aimed

at replacing 4,000 residential water meters in 2018.

• Capital maintenance programming for distribution system valves, hydrants, service

boxes as well as contractor watermain cleaning and leakage detection surveys.

• Old University/Area 8 Watermain Replacement

Operating impacts


• Water Services - $209,600

o Burke’s well station upgrade O&M ($54,000) FTE ($90,000) and Vehicle and

Outfitting ($65,000)





n/a 2018 2019 2020 2021 2022 2023-

2027

Plant & Equipment 11,400 17,171 26,836 18,507 12,573 56,450

Water Distribution 3,919 9,054 7,774 8,134 4,042 27,392

Total 15,319 26,225 34,610 26,641 16,615 83,842



Project Budget

Plant & Equipment n/a

Water Fleet Replacement 132

Conservation & Efficiency 452

Supply, Treatment & Protection – Growth 9,189

Supply, Treatment & Protection – Renewal 1,627

Water Distribution n/a

System Growth 200

System Renewal 3,719

n/a

Table 32, 2018



Tax reserves n/a


Grants n/a

Own revenue n/a

Rate Reserves 13,155

Partner n/a

Total 15,319

Figure 30, 2018

Funding Sources

14%

86%

Tax Reserves, 0%


Grants, 0%

Own Revenues, 0%

Rate Reserves, 86%

Partner, 0%


Emergency Services Lead departments:

• Fire Services, PS

• Paramedic Services, PS

• Guelph Police Services, Local Board




Figure 31, 2018


100%

0%0%


City Building, 0%

Growth, 0%

Figure 32, 2019 to 2027


100%

0%0%


City Building, 0%

Growth, 0%

Description

Ensuring that our Emergency Service providers have the vehicles, equipment and facilities

required, it is in working and reliable condition and is replaced as needed is critical to their

ability to do their job effectively. Projects in this program are directed by industry best

practice and service specific related legislation.


By having the appropriate vehicles, equipment and facilities in a well maintained and

operational condition, first responders are able to achieve established response times and

ensure they are in a position to provide the assistance expected of them.

If capital assets are not available during emergency situations, first responders risk not only

their personal health and safety, but also that of the citizens they are assisting. Providing

them with the tools to do their jobs is critical to achieving the best possible outcome.


2018 highlights

Fire Services

• Fire Pumper vehicle replacement • Life cycle replacement of personal and assistive equipment

Paramedic Services

• Replacement of three ambulances and two emergency response vehicles

Police Services

• Lifecycle replacement of critical IT equipment • Replacement of 11 vehicles, various areas

• Replacement of personal equipment for front line staff as per industry standards

Operating impacts


• Maintenance and replacement of vehicles and equipment ensures consistent

ongoing operating costs.





n/a 2018 2019 2020 2021 2022 2023-

2027

Fire 1,573 936 1,898 686 913 11,511

Paramedic 835 1,395 717 871 710 4,457

Police 1,115 1,654 1,470 1,086 1,285 11,514

Total 3,524 3,985 4,085 2,643 2,908 27,482


Table 34, 2018 Budget Approval (‘000s)

Project Budget

Fire Services n/a

Equipment 786

Facilities 30

Vehicles 757

Paramedic Services n/a

Equipment 191

Facilities 10

Vehicles 633

Police Services n/a

Equipment 690

Facilities 17

Vehicles 407

Table 35, 2018

Budget Funding (‘000s)


Tax reserves 2,991


Grants n/a

Own revenue n/a

Rate Reserves n/a

Partner 533

Total 3,524

Figure 33, 2018

Funding Sources

85%

15%

Tax Reserves, 85%


Grants, 0%

Own Revenues, 0%

Rate Reserves, 0%

Partner, 15%


Active Transportation Lead departments:


• Parks and Recreation, PS




Figure 34, 2018


31%

30%

39%


City Building, 30%

Growth, 39%

Figure 35, 2019 to 2027


17%

11%

72%


City Building, 11%

Growth, 72%

Description

This program builds on the Transportation Master Plan, Cycling Master Plan, Trail Master

Plan, Sidewalk Needs Assessment and Active Transportation Network Study. The continued

investment in an integrated and continuous Active Transportation Network enables all

citizens to navigate the City via the mode of transportation of their choice.

Funding provides for the continuation of the multi-use path along Woodlawn Road West,

implementation of the Cycling Master Plan, significant sidewalk infill as identified in the

needs assessment and upgrading certain trails to a commuter trail standard.


This program aims to improve accessibility, connectivity and reliability for non‐motorized

transportation throughout the City. This has benefits toward transportation demand

management (mode shifting) and greenhouse gas emission reductions. In addition, active

transportation has measurable positive impacts on public health. Overall accessibility is

improved through the connection of the various networks to limit the number of barriers to

movement.


This work is key to ensuring the City eliminates gaps in the cycling and pedestrian networks

that may place people in unsafe situations where facilities suddenly end, with the potential

of contributing to a higher collision rate, and reduced mobility and recreational opportunity

throughout the community.

Related documents to Active Transportation

Pedestrian Crossover Implementation (page 2)

Sidewalk needs assessment

2018 highlights

• Implementation of recreation trails in new subdivisions

• Trail feasibility study (Hanlon Creek Expressway)

• Woodlawn Rd W

• Multi-use Path Study

• Active Transportation

• Right-of-way Infrastructure Sustainability (Operations)

• Sidewalk Accessibility Improvements

Operating impacts

Forecasted 2019 impacts from 2018 recommended capital spending will be $14,160.

• Park & Recreation Department - $14,160

o Based on the addition of 1,770 metres of new trail at $8/linear metre

The 2019-2027 capital budget forecast has identified new recreation trails which will be

updated and prioritized in coordination with the Guelph Trail Master Plan once completed. As new trails are brought forward, the associated operational impact will be identified for

Council consideration and approval as part of the budget approval process.


n/a 2018 2019 2020 2021 2022 2023-

2027

Trails 308 2,009 7,472 1,420 1,383 13,858

Road Allowance 906 679 1,791 640 640 1,940

Total 1,214 2,688 9,263 2,060 2,023 15,798

http://guelph.ca/wp-content/uploads/cow_consolidated-agenda_100217.pdf

http://guelph.ca/2017/03/sna-update-march-2017/



Project Budget

Trails n/a

Recreation Trails New 278

Recreation Trails ATN Upgrade 30

Road Allowance n/a

Woodlawn Rd W 100

Multi-use Path Study 150

New Sidewalk Construction 240

ATN Implementation 300

Road Allowance Infrastructure & Sustainability 20

Sidewalk Accessibility Ramps 96


('000s)


Tax reserves 415


Grants 342

Own revenue n/a

Rate Reserves 15

Partner n/a

Total 1,214

Figure 36, 2018

Funding Sources

34%

37%

28%

1%

Tax Reserves, 34%


Grants, 28%

Own Revenues, 0%

Rate Reserves, 1%

Partner, 0%


Parks & Open Spaces Lead departments:



2019 Operating budget investment: $ 7,500


Figure 37, 2018


80%

1%

19%


City Building, 1%

Growth, 19%


Expenditure Type

73%

6%

21%


City Building, 6%

Growth, 21%

Description

Parks and open spaces play a critical role in providing Guelph residents and visitors options

to support their quality of life, health and well-being. The Parks and Recreation Department

promotes a connected, vibrant and healthy community by providing safe and accessible

outdoor public spaces that facilitate gathering, events, programs, recreation and

destinations. The City currently has 112 parks which are assessed, monitored and

maintained to meet ever changing community needs. As the City grows new parks and

amenities are established and maintained. The Parks and Recreation budget provides

projects that life cycle and asset manage, plan and study park and open space needs,

engage the public to revision existing parks, as well implement new parks and amenities.

An important initiative in the program of work is management of the Emerald Ash Borer

(EAB) infestation and its impact on Guelph's urban forest. It is expected that 7,000 City-

owned dead/dying ash trees will need to be dealt with over the coming decade. As per

Guelph's EAB Plan (2014), the program provides the requisite resources to support growth


of the City-owned urban forest; both in terms of increasing canopy cover in established

parts of the community and provide new canopy in newly-developed areas. This is the

growth fund that allows the City to pursue the ambitious, council-adopted urban forest

canopy targets (40per cent by 2031), and to implement aspects of the council-adopted

Urban Forest Management Plan.


Guelph parks need to be safe, accessible and meet the needs of residents. By providing new

amenities, life-cycling facilities that are at the end of their service life, asset managing

existing amenities and engaging a community to revision their park, ensures that resident

needs are being met.

If parks are not invested in and facilities are not life cycled and asset managed there is risk

of additional operational costs, removal without replacement and noncompliance with

legislative requirements. Continued operation of the existing facility without upkeep could

also mean noncompliance with accessibility requirements. Closing of park amenities or

maintaining facilities in poor condition can result in, risk of injury, legal claims and resident

dissatisfaction.

The EAB infestation represents a major set-back for Guelph's, council-adopted canopy

target, and for implementation of the council-adopted Urban Forest Management Plan. This

project is laid out in Guelph's EAB Plan, and aims to lessen the impacts, renew the forest,

and keep people and property safe.

Due diligence obligates the City to keep people and property safe from City-owned trees,

including those impacted by EAB. Renewing the forest is necessary to be true to

commitments imbedded in the Urban Forest Management Plan and the Natural Heritage

Strategy.

The urban forest makes our community more livable and sustainable, and economically

more robust. This project provides for addressing the gap between current canopy cover

and our target canopy cover, so that those benefits can be achieved.

Without this project, the City will lose ground on canopy cover and risk eroding the

livability, sustainability, and economic vigor of the community.

2018 highlights

Growth

• Cedarvale Park – new park implementation in the east end of the city on Cedarvale

Avenue (near Grange Road and Bradson Drive)

• Leash Free Areas – Community engagement to determine location, amenities, size and

maintenance needs.


Rebuild

• Mico Valeriote Park – implementation of new amenities following master plan (currently

under way)

• Norm Jary Park and Hanlon Creek Park design for replacement in 2019

Renewal

• Playground equipment – nine (9) play structures

• St. James School – Track replacement in partnership with school board under and

operating agreement

• Life cycling and asset management of park amenities (i.e. sports fields, tennis

courts, trees and shrubs)

Operating impacts


• Cedarvale Parkette – Operations & Maintenance - $4,500

• Leash Free Areas –Operations & Maintenance - $3,000

The 2019-2027 capital budget forecast has identified approximately 22 new parks and

recreation amenities to be added to the City’s asset inventory, additionally 13 existing parks

are proposed for master planning and community engagement which may result in

additional new assets being incorporate into existing parks. As new assets are realized, the

associated operational impact will be identified for Council consideration and approval as

part of the budget approval process.


n/a 2018 2019 2020 2021 2022 2023-2027

Replacement & Upgrade 3,675 7,358 3,535 4,892 3,980 16,060

New Park Amenity n/a 100 50 275 n/a 294

New Parks & Equipment 660 866 1,375 1,411 2,371 7,766

Planning & Studies 410 n/a 210 100 n/a n/a

Re-visioning Parks 450 395 1,315 2,585 1,335 3,045

Total 5,195 8,719 6,485 9,263 7,686 27,165



Project Budget

Replacement & Upgrade n/a

Norm Jary Park 125

St. James School Track 325

Tennis Courts 685

Hanlon Creek Park 125

Guelph Lake Sports Field 75

Playground Equipment 1,627

Trees For Guelph Greening 30

Sports Field Upgrade 23

Emerald Ash Borer Implementation 600

Park Upgrades 10

Infrastructure Replacement 50

New Parks & Equipment n/a

Cedarvale Park 420

Starwood Park 110

Parks Equipment 130


Leash Fee Areas 200

Parks & Recreation Master Plan 210

Re-visioning Parks n/a

Mico Valeriote Park 450


('000s)


Tax reserves 2,012


Grants 2,312

Own revenue n/a

Rate Reserves n/a

Partner n/a

Total 5,195


39%

17%

44%

Tax Reserves, 39%


Grants, 45%

Own Revenues, 0%

Rate Reserves, 0%

Partner, 0%


Recreation and Culture Lead departments:

• Culture, Tourism and Community Investments, PS


• Facilities Management, IDE

• Guelph Public Library, Local Board




Figure 40, 2018


97%

3%


City Building, 3%

Growth, 0%


Expenditure Type

30%

63%

7%


City Building, 63%

Growth, 7%


Description

Recreation

“Guelph is a City that makes a difference. Parks, recreation and culture are accessible to

all and engage the community to inspire creativity, active lifestyles and an awe of nature.”

(Recreation, Parks and Culture Strategic Master Plan, 2009).

Social and recreational infrastructure is a key indicator of quality of life for Guelph residents

and serves as visitor destinations—driving the local economy.

The City currently has six indoor facilities that include recreation, community and seniors

centres which are maintained to meet ever changing community needs. The Recreation and

Culture program of work provides recreation projects that life cycle and asset manage

existing facilities and continue work on the design of a new South End Recreation Centre.

For close to a decade, a community centre in Guelph’s quickly growing south end has been

a well-documented community priority. The South End Recreation Centre is identified as a

2019 capital project to construct a new facility. This facility is intended to address the stated

need to provide additional recreation facilities in the south end (south of Stone Road), one

of Guelph’s rapidly growing areas, as well as being a destination community centre for

residents in other areas of Guelph.

Culture

Culture enriches the lives of residents and grows the reputation of Guelph as a lively culture

destination for visitors. All ages can participate either as artists, audience members,

volunteers, or advocates. Participating in culture can benefit an individual in many different

ways, from experiencing laughter or compassion to adding value and finding balance from

the pressures of life.

Through performing arts, museums, public art, events and entertainment facilities, Culture

provides enriching life experiences and adds to the vitality of our city. Our capital program

of work strengthens the city’s reputation through state of the art facilities and equipment.

Through six main facilities or spaces, the work here includes lifecycle building repairs and

maintenance, as well as equipment lifecycle replacements, efficiencies and technology

advancements.

Guelph Public Library

The Guelph Public Library provides free library service to the citizens of Guelph. Believing in

the freedom to read, learn and discover, the library provides free and easy access to

information, ideas, books and technology to enrich, educate and empower each individual in

the city’s growing multicultural community. The library provides creative programming that

attracts children and teens to make learning exciting; as well as attracting adults for access

to information, education, literacy, and provides an opportunity to participate in discussions

that support and build our community.


Across, six branches, the library offers benefits to the entire community by providing

lifelong learning opportunities. The Library values accessibility, diversity, innovation,

reading and wellness. Capital funding enables these values and enriches experiences in

facility upgrades and expansion, and development of new technology-based services.


Recreation, Culture and Libraries add to the vitality of our city.

This program of work grows strong communities through learning, participation and

engagement. The programming of social, creative and cultural economies is something to

be proud of in our facilities. Ongoing facility enhancements development and new and

upgraded equipment strengthens the city’s reputation and enhances the wellbeing of

community members.

Community members as stakeholders and customers have high expectations for access to

facilities, state of the art equipment and strong service. Without upgrades, advancements

and new developments of these facilities and equipment spaces will become uninviting and

underutilized, and in turn, the City’s reputation could be negatively impacted. The rising

cost of equipment maintenance can also cause damage or strain on other systems.

2018 highlights

Recreation

• Recreation Equipment Replacement • Recreation and Culture Facilities Lifecycle and

Repairs (i.e. Exhibition Ice Rink, West

End Community Centre, Civic Museum)

Culture

• Culture Technical Theatre Equipment Replacement

Library

• Library System and Main Branch Upgrades

• Radio Frequency Identification (RFID) Inventory Control

Operating impacts


Estimated impacts from 2019-2027 forecasted capital spending.

• South End Recreation Centre - A full operating plan will be established and included

in the 2019 program of work after the consultant design work has been completed and includes costing.


Additional operating impacts from future year’s capital budget will be identified as work

progresses on the Corporate Asset Management Plan. These impacts will be shared with

Council as they are developed and in future budgets.

Table 42, Financial Investment

n/a 2018 2019 2020 2021 2022 2023-2027

Culture 376 408 642 703 373 1,585

Library 500 180 235 310 310 2,321

Recreation * 1,325 61,129 3,165 2,372 2,201 4,628

Total 2,201 61,717 4,042 3,385 2,884 8,534

* 2019 forecast investment includes construction of South End Recreation Centre


Project Budget

Culture n/a

Equipment 305

Facilities 71

Library n/a

Self-Checkout System 100

Library IT Upgrades 150

Main Library Upgrades 100

Branch Upgrades & Sustainability 150

Recreation n/a

Equipment 150

Facilities 1,175


('000s)


Tax reserves 1,741


Grants 400

Own revenue 60

Rate Reserves n/a

Partner n/a

Total 2,201


79%

18%

Tax Reserves, 79%


Grants, 18%

Own Revenues, 3%

Rate Reserves, 0%

Partner, 0%

3%


Transit Lead departments:

• Guelph Transit, PS




Figure 43, 2018 Capital Expenditure Type

92%

6% 2%


City Building, 6%

Growth, 2%


Expenditure Type

97%

1% 2%


City Building, 1%

Growth, 2%

Description

Focused on ensuring a reliable and customer-friendly service, this program ensures the

continued renewal of the bus fleet as well as amenities such as bust stops and shelters.


Annual investment in vehicle and equipment replacement is essential to provide reliable

service to the community and decrease operating costs.

In addition investment in expanded and improved curbside amenities such as accessible

stops, bus shelters and sub-nodes in high volume areas allows for expanded ridership and

improved customer satisfaction.

Without these investments the system risks failures which may cause delays, resulting in a

poor customer experience. In addition not addressing current access or limits to the system

may dissuade individuals from using the system.


2018 highlights

Bus Replacement – year two of funding to leverage the Public Transit Infrastructure Funding

committed in 2016 by the Federal Government

Community Bus – addition to the mobility fleet to enhance service capacity

Bus Stop Upgrades – leveraging both PTIF funding and Metrolinx investment to improve

existing stops

Operating impacts


• Guelph Transit – $145,000

o Additional operating and maintenance costs for new vehicle(s) ($60,000)

o Additional FTE ($85,000)





n/a 2018 2019 2020 2021 2022 2023-

2027


Facilities & Stops 484 160 218 635 458 1,204

Total 6,460 5,020 4,896 5,465 5,610 22,220



Project Budget


Bus Replacement 4,927

Equipment Replacement 834

Community Bus – New 215

Facilities & Stops n/a

Bus Stop Upgrades 484


('000s)


Tax reserves 473


Grants 5,890

Own revenue

Rate Reserves

Partner

Total 6,460


7%2%

91%

Tax Reserves, 7%


Grants, 91%

Own Revenues, 0%

Rate Reserves, 0%

Partner, 0%


Solid Waste Lead departments:





Figure 46, 2018


89%

8% 3%


City Building, 8%

Growth, 3%


Expenditure Type

83%

11%6%


City Building, 11%

Growth, 6%

Description

The Solid Waste Resources division provides residential and commercial waste management

services in compliance with all provincial legislation and regulations.

Services include waste collection, materials recycling, organics processing, household

hazardous waste management and waste disposal. Delivery of waste reduction education

programs designed to reduce the amount of waste sent to landfill, reduce greenhouse gas

emissions and reach the City’s goal to achieve a diversion target of 70 per cent by 2021.

Planning and implementation of waste reduction programs as described in applicable

legislation and as outlined in the approved Solid Waste Management Master Plan.

The proposed 2018 capital program and forecast is required to ensure continued and

effective and efficient service delivery, diversion, and compliance with applicable legislation.

Projects included in the proposed 2018 program of work support services that have been

confirmed as competitive through the interim findings of the ongoing Solid Waste Business

Service Review. These projects are needed now to support these services where capital

funds have not been available in recent previous budgets.


Additional maintenance projects have also been deferred in past budgets and need to be

implemented now to limit risks related to unbudgeted disposal costs from equipment and

process failure, and non-compliance with provincial requirements for site operations.


The 2018 capital program and forecast provide for continued customer and service, growth,

site compliance, operation, maintenance, planning and program development of critical

infrastructure required to maintain diversion from landfill thereby minimizing landfill

disposal costs while reducing the environmental foot print of waste management operations

in the City.

Projects within this program address both customer service and environmental issues.

Failure to address these issues could result in increased wait times or other negative

impacts to customers. As well failure to maintain critical environmental protection systems

such as the Leachate Collection System at the former Eastview Landfill could have

significant impacts on the City’s groundwater supply.

Related documents to Solid Waste

Waste Resource Innovation Centre Site Logistics and Yard Waste Rate Structure (page 18)

Solid Waste Management Master Plan

2018 highlights

Equipment and Vehicles

Security upgrades – to integrate the standalone security system at the Waste Resource

Innovation Centre into the City wide security infrastructure. This project is needed to

address ongoing site security concerns.

WRIC equipment replacement - process improvements to enhance capture of aluminum and

glass in the Material Recovery Facility, air make up unit in the Organic Waste Processing

Facility and other items such as, roll off bins, electrical upgrades and residential cart

purchase required for growth.

Public Drop-off Scale and software upgrades – to increase scale capacity and efficiency to

address customer service, site logistic and Health & Safety concerns

http://guelph.ca/wp-content/uploads/IDE_agenda_070516.pdf

http://guelph.ca/plans-and-strategies/solid-waste-management-master-plan/


Facilities

WRIC sanitary sewer - required to initiate assessment of the on-site sewage pumping

station.

Eastview sanitary system - required as part of ongoing maintenance of the leachate

pumping and collection system which maintains environmental compliance and groundwater

quality requirements.

Transfer station upgrades - planned to address refurbishment requirements, capacity for

growth, lack of redundancy, logistics and to create opportunities for enhanced recovery and

Construction and Demolition (C&D) diversion at the transfer station.

Site paving - required per the site Environmental Certificate of Approval; now over 20 years

old and having been subjected to heavy equipment and weathering deterioration, if not

addressed more costly repairs will be incurred related to the need to reconstruct the road

substructure. Staff is working in conjunction with Engineering to asses opportunities to

leverage economies of scale through the annual asphalt program.

Planning & Studies

Solid Waste Master Plan – update of the current master plan over a two year period.

Asset Inventory and Condition Assessment - Corporate Asset Management to undertake

extensive review of current assets to ensure proper maintenance and replacement programs

are in place and properly funded.

Operating impacts






n/a 2018 2019 2020 2021 2022 2023-

2027


Facilities 1,250 5,300 1,165 2,140 365 4,425

Planning & Studies 200 250 n/a n/a n/a n/a

Total 3,720 8,401 4,357 5,453 3,064 23,433



Project Budget


Waste Resource Innovation Centre Equipment 1,220

Public Drop Off Weigh Scales & Software 1,000

Security Upgrades 50

Facilities n/a

Dunlop Site Sewer Upgrades 50

Eastview Sewer Upgrades 100

Transfer Station Upgrades 200

Dunlop Site Asphalt Resurfacing 900


Inventory & Condition Assessment 150

Solid Waste Master Plan 50


('000s)


Tax reserves 2,400


Grants 1,220

Own revenue 100

Rate Reserves n/a

Partner n/a

Total 3,720


64%

33%

3%

Tax Reserves, 65%


Grants, 33%

Own Revenues, 3%

Rate Reserves, 0%

Partner, 0%


Appendix 1: Debt Continuity Schedule (‘000s)

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Opening Balance n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 81,776 74,449 94,254 97,079 84,750 127,869 116,966 108,136 99,355 91,810 Industrial Development 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Elliott 7,251 5,725 4,143 2,505 850 602 354 106 -0 -0 Non-tax Supported 3,905 3,710 3,505 3,288 3,061 2,833 2,580 2,314 2,048 1,782 Development Charges 28,938 25,559 34,290 64,485 61,571 58,576 55,493 52,717 49,859 46,905

Total Opening Debt Outstanding 131,870 118,444 144,192 174,356 156,232 194,879 179,393 166,274 153,262 141,498

New Issues n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 4,446 30,399 14,521 n/a - 52,566 n/a - n/a - n/a - n/a - n/a - Development Charges - 12,200 32,000 n/a - n/a - n/a - n/a - n/a - n/a - n/a -

Total New Debt Issued 4,446 42,599 46,521 n/a - 52,566 n/a - n/a - n/a - n/a - n/a -

Principal Repayment n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 11,772 10,594 11,696 12,329 9,447 10,903 8,829 8,782 7,544 5,897 Industrial Development 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Elliott 1,526 1,582 1,639 1,655 248 248 248 106 - - Non-tax Supported 195 205 216 228 228 253 266 266 266 266 Development Charges 3,379 3,469 1,805 2,913 2,996 3,083 2,776 2,858 2,954 2,495

Total Principal Repayment 17,872 16,850 16,357 18,125 13,918 15,487 13,119 13,012 11,764 9,658

Ending Balance n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Tax Supported 74,449 94,254 97,079 84,750 127,869 116,966 108,136 99,355 91,810 85,914 Industrial Development- Hanlon Creek 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 n/a - Elliott 5,725 4,143 2,505 850 602 354 106 -0 -0 -0 Non-tax Supported 3,710 3,505 3,288 3,061 2,833 2,580 2,314 2,048 1,782 1,516 Development Charges 25,559 34,290 64,485 61,571 58,576 55,493 52,717 49,859 46,905 44,410

Total Ending Debt Outstanding 118,444 144,192 174,356 156,232 194,879 179,393 166,274 153,262 141,498 131,840


Appendix 2: Council Shared Agenda CSA

#

DLV

#

Project

Name Approved 2018 2019 2020 2021-2027 Total

IDE

#1

IDE

1.2

Wilson St.

Parkade 21,100,000 n/a n/a n/a n/a 21,100,000

IDE

#2

IDE

2.1

School Speed

Zone 253,100 n/a 24,300 25,500 115,400 418,300

IDE

#3

IDE

3.1

Clair-Maltby

Secondary Plan 2,494,700 n/a n/a n/a n/a 2,494,700

IDE

#5

IDE

5.1

York Rd- Victoria

to East City Limits 200,000 n/a n/a n/a n/a 200,000

IDE

#5

IDE

5.2

GID

Implementation

Plan 46,400 n/a n/a n/a n/a 46,400

IDE

#7

IDE

7.1

Urban Desing

Guidelines n/a n/a 200,000 n/a 660,200 860,200

IDE

#8

IDE

8.2

Main Branch

Library 200,000 100,000 1,900,000 55,200,100 n/a 57,400,100

IDE

#8

IDE

8.2

Wyndham St.

Planning & Design 400,000 400,000 457,500 6,826,800 13,848,000 21,932,300

IDE

#8

IDE

8.2

Arthur Trunk

Sewer: Howitt St.

to Wyndham St. n/a 100,000 n/a n/a n/a 100,000

IDE

#8

IDE

8.2

Arthur Trunk

Sewer: Cross St.

to Macdonell St 250,000 4,553,000 100,000 n/a n/a 4,903,000

IDE

#8

IDE

8.2

Baker St: Quebec

St to Woolwich St n/a n/a n/a 131,000 1,197,000 1,328,000

IDE

#8

IDE

8.2

Edwin St N:

Dublin St N to

Woolwich St n/a n/a n/a n/a 734,000 734,000

IDE

#8

IDE

8.2

MacDonnel St:

Wyndham St N

to Carden St n/a n/a n/a n/a 447,200 447,200

IDE

#8

IDE

8.2

Neeve St:

Wellington St

to Fountain St n/a n/a n/a n/a 776,000 776,000

IDE

#8

IDE

8.2

Quebec St:

Wyndham St N

to Norfolk St n/a n/a n/a n/a 4,259,200 4,259,200

PS

#1

PS

1.2 Starwood Park n/a 110,000 500,000 n/a n/a 610,000

PS

#1

PS

1.3 Northview Park 875,000 n/a n/a n/a n/a 875,000

PS

#1

PS 1.4

- 1.9

Guelph Trails

Growth 1,621,050 278,000 1,430,000 3,850,000 12,275,000 19,454,050

PS

#2

PS

2.1

Transit Priority

Projects 300,000 n/a n/a n/a n/a 300,000

PS

#2

PS

2.3

Bus Shelter

Purchases 694,000 484,442 55,000 56,000 174,000 1,463,442

PS

#2

PS

2.6

Bus Farebox

Replacement 2,600,000 n/a n/a n/a n/a 2,600,000

PS

#3

PS

3.1

South End

Community

Centre 4,100,000 n/a 56,400,000 n/a n/a 60,500,000

n/a n/a Total 35,134,250 6,025,442 61,066,800 66,089,400 34,486,000

202,801,892


Appendix 3: 2018 Project List and 2019-2027 Forecast Summary

Project Lists 2018 Capital Budget Corporate Administration

Project

2018

Grants &

Subsidies

Donations

& Own

Revenue

Developer

& Partner

Development

Charges

Total Tax

Funded

Infrastructure

Renewal Growth

City

Building

Rate

Funding

Corporate Asset

Management

n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Levels of Service 75,000 n/a n/a n/a n/a 15,000 15,000 n/a n/a 60,000

Decision Support

System

650,000 160,000 n/a n/a n/a n/a n/a n/a n/a 490,000

Enterprise Asset

Management

Optimization

200,000 n/a n/a n/a n/a 30,000 30,000 n/a n/a 170,000

Total Corporate

Asset

Management

925,000 160,000 n/a n/a n/a 45,000 45,000 n/a n/a 720,000

Equipment &

Vehicles


Courts Building

Equipment

40,000 n/a 20,000 20,000 n/a n/a n/a n/a n/a n/a

Information

Technology Lifecycle

2,507,600 n/a 7,500 48,300 n/a 2,332,500 2,332,500 n/a n/a 119,300

Information

Technology Strategic

Plan

110,000 n/a 4,100 4,900 n/a 92,800 n/a n/a 92,800 8,200

Total Equipment

& Vehicles

2,657,600 n/a 31,600 73,200 n/a 2,425,300

2,332,500 n/a 92,800 127,500

Facilities

Management


City Hall 536,000 n/a n/a n/a n/a 536,000 536,000 n/a n/a n/a

Courts Facility 15,000 n/a 7,500 7,500 n/a n/a n/a n/a n/a n/a

Security

Infrastructure

Replacement

73,000 n/a n/a n/a n/a 73,000 73,000 n/a n/a n/a

Structural

Assessment &

Repairs

850,000 n/a n/a n/a n/a 850,000 850,000 n/a n/a n/a

Total Facilities

Management

1,474,000 n/a 7,500 7,500 n/a 1,459,000 1,459,000 n/a n/a n/a

Planning & Studies n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

City Planning 465,000 n/a n/a n/a 156,800 308,200 290,750 17,450 n/a n/a


Project

2018

Grants &

Subsidies

Donations

& Own

Revenue

Developer

& Partner

Development

Charges

Total Tax

Funded

Infrastructure

Renewal Growth

City

Building

Rate

Funding

Total Planning &

Studies

465,000 n/a n/a n/a 156,800 308,200 290,750 17,450 n/a n/a

Total Corporate

Administration

5,521,600 160,000 39,100 80,700 156,800 4,237,500 4,127,250 17,450 92,800 847,500

2018 Capital Budget Contaminated Sites Management

Project 2018 Total Tax

Funded

Contaminated

Sites Debt Rate Funding

200 Beverley St. 1,150,000 150,000 150,000.0 150,000

Baker St Parking Lot 550,000 200,000 200,000.0 200,000

Fountain St Parking Lot 100,000 100,000 100,000.0 100,000

Municipal St. 250,000 250,000 250,000.0 250,000

Other Environmental Work 595,000 595,000 595,000.0 595,000

Total Contaminated

Sites Management 2,645,000 1,295,000 1,295,000.0 1,045,000 250,000


2018 Capital Budget Downtown Implementation

Project 2018 Grants &

Subsidies

Development

Charges Total Tax Funded

Infrastructure

Renewal Growth City Building

Rate

Funding

Main Library n/a n/a n/a n/a n/a n/a n/a n/a

Main Branch Library

Business Case

100,000 n/a n/a 100,000 100,000 n/a n/a n/a

Total Main Library 100,000 n/a n/a 100,000 100,000 n/a n/a n/a

Parking n/a n/a n/a n/a n/a n/a n/a n/a

Parkade Facility Lifecycle 1,325,000 n/a n/a 1,325,000 1,325,000 n/a n/a n/a

Total Parking 1,325,000 n/a n/a 1,325,000 1,325,000 n/a n/a n/a

Parks & Open Spaces n/a n/a n/a n/ n/a n/a n/a n/a

Downtown Riverwalk 100,000 n/a 90,000 10,000 n/a 10,000 n/a n/a

Total Parks &

Open Spaces

100,000 n/a 90,000 10,000 n/a 10,000 n/a n/a

Planning & Studies n/a n/a n/a n/a n/a n/a n/a n/a

Baker Street 126,000 n/a n/a 126,000 n/a n/a 126,000 n/a

Total Planning &

Studies

126,000 n/a n/a 126,000 n/a n/a 126,000 n/a

Transportation &

Utilities

n/a n/a n/a n/a n/a n/a n/a n/a

Wyndham St. Planning &

Design

400,000 n/a n/a 208,000 208,000 n/a n/a 192,000

Arthur Trunk Sewer:

Howitt St. to Wyndham St.

100,000 35,000 n/a n/a n/a n/a n/a 65,000

Arthur Trunk Sewer: Cross

St. to Macdonell St

4,553,000 2,059,000 133,000 n/a n/a n/a n/a 2,361,000

Total Transportation &

Utilities

5,053,000 2,094,000 133,000 208,000 208,000 n/a n/a 2,618,000

Total Downtown

Implementation

6,704,000 2,094,000 223,000 1,769,000 1,633,000 10,000 126,000 2,618,000

2018 Capital Budget Economic Development

Project 2018 Donations & Own

Revenue Total Tax Funded City Building

HCBP n/a n/a n/a n/a

Hanlon Creek Business Park 475,000 475,000 n/a n/a

Total Hanlon Creek Business Park 475,000 475,000 n/a n/a

Planning & Studies n/a n/a n/a n/a

Prosperity 2030 150,000 n/a 150,000 150,000

Total Planning & Studies 150,000 n/a 150,000 150,000

Total Economic Development 625,000 475,000 150,000 150,000


2018 Capital Budget Full Corridor Reconstruction


Subsidies

Developer

& Partner

Development

Charges

Total Tax

Funded

Infrastructure

Renewal

Rate

Funding

Transportation &

Utilities Combined n/a n/a n/a n/a n/a n/a n/a

Alma St. N: Willow St. to Paisley St. 40,000 n/a n/a n/a 14,000 14,000 26,000

Bagot St: Drew St. to Mercer St 2,600,000 n/a n/a n/a 316,000 316,000 2,284,000

Niska Rd: City Boundary to Downey Rd 3,000,000 733,000 n/a 1,709,000 n/a n/a 558,000

Bristol St Trunk Sewer: Yorkshire St to Wellington St 1,000,000 n/a n/a n/a 481,000 481,000 519,000

Bullfrog Stormwater Upgrade: Elizabeth St Splitter 700,000 n/a n/a n/a n/a n/a 700,000

York Trunk Sewer to Victoria Rd 12,600,000 n/a 132,300 6,207,490 463,710 463,710 5,796,500

Pre-design for road construction projects 500,000 n/a n/a n/a 125,000 125,000 375,000

Total Transportation & Utilities Combined 20,440,000 733,000 132,300 7,916,490 1,399,710 1,399,710 10,258,500

Total Full Corridor Reconstruction 20,440,000 733,000 132,300 7,916,490 1,399,710 1,399,710 10,258,500


2018 Capital Budget Stormwater Management

Project 2018 Rate Funding

Facilities n/a n/a

SWM Pond Retrofits 200,000 200,000

SWM Pond Monitoring 250,000 250,000

Total Facilities 450,000 450,000

Linear n/a n/a

Oil Grit Separator Operations & Maintenance 10,000 10,000

Stormwater Sewer Reline & Repair 100,000 100,000

Stormwater System Upgrades 30,000 30,000

Total Linear 140,000 140,000

Planning & Studies n/a n/a

Benchmarking & Performance Measurement 30,000 30,000

Condition Assessment Program 500,000 500,000

Cost of Service Study 25,000 25,000

Stormwater Sewer Investigation 150,000 150,000

Total Planning & Studies 705,000 705,000

Total Stormwater Management 1,295,000 1,295,000


2018 Capital Budget Transportation System


Subsidies

Development

Charges

Total Tax

Funded

Infrastructure

Renewal Growth

City

Building

Bridges & Structures

Structural Rehabilitation & Renewal 165,000 165,000 165,000

Total Bridges & Structures 165,000 165,000 165,000

Operations

Equipment & Vehicles replacement 1,399,000 n/a n/a 1,399,000 1,399,000 n/a n/a

Total Operations 1,399,000 n/a n/a 1,399,000 1,399,000 n/a n/a

Planning & Studies n/a n/a n/a n/a n/a n/a n/a

Transportation Master Plan 200,000 n/a 100,000 100,000 100,000 n/a n/a

Total Planning & Studies 200,000 n/a 100,000 100,000 100,000 n/a n/a

Right of Way n/a n/a n/a n/a n/a n/a n/a

Road Surface Maintenance, Renewal & Reconstruction

1,660,000 1,341,000 n/a 319,000 319,000 n/a n/a

Wellington St W: Imperial Rd to City

Limits

140,000 n/a n/a 140,000 140,000 n/a n/a

Downey Rd: Niska Rd to Teal Dr 50,000 n/a n/a 50,000 50,000 n/a n/a

Guelph Hydro Lighting 300,000 n/a n/a 300,000 300,000 n/a n/a

Total Right of Way 2,150,000 1,341,000 n/a 809,000 809,000 n/a n/a

Traffic Signals & Controls n/a n/a n/a n/a n/a n/a n/a

Traffic Signal Controller Replacement 175,000 n/a n/a 175,000 175,000 n/a n/a

Intersection Signal Rebuild 1,030,000 n/a n/a 1,030,000 1,030,000 n/a n/a

New Signal Installation 180,000 n/a 162,000 18,000 n/a 18,000 n/a

Pedestrian Crossings 85,000 n/a n/a 85,000 85,000 n/a n/a

Pedestrian Signals 321,000 n/a n/a 321,000 n/a n/a 321,000

Total Traffic Signals & Controls 1,791,000 n/a 162,000 1,629,000 1,290,000 18,000 321,000

Total Transportation System 5,705,000 1,341,000 262,000 4,102,000 3,763,000 18,000 321,000


2018 Capital Budget Wastewater Services

Project 2018 Development Charges Rate Funding

Planning & Studies n/a n/a n/a

Servicing Studies 50,000 28,765 21,235

Wastewater Master Plan 75,000 75,000

Total Planning & Studies 125,000 103,765 21,235

Plant & Equipment n/a n/a n/a

Wastewater Fleet Replacement 212,700 n/a 212,700

Treatment and Biosolids Reuse 850,000 212,500 637,500

Treatment Asset Maintenance Management 5,275,000 1,650,000 3,625,000

Total Plant & Equipment 6,337,700 1,862,500 4,475,200

Wastewater Collection n/a n/a n/a

System Assessment, Maintenance and Renewal 1,025,000 125,000 900,000

Flow Monitoring 150,000 75,000 75,000

Siphon Improvements 100,000 50,000 50,000

Wellington St to Edinburgh Rd S - Siphon Relining and Rehabilitation

2,000,000 1,000,000 1,000,000

Total Wastewater Collection 3,275,000 1,250,000 2,025,000

Total Wastewater Services 9,737,700 3,216,265 6,521,435

2018 Capital Budget Water Services

Project 2018 Development Charges Rate Funding

Plant & Equipment n/a n/a n/a

Water Fleet Replacement 132,300 n/a 132,300

Conservation & Efficiency 452,200 452,200 n/a

Supply, Treatment & Protection - Growth 9,189,100 1,362,000 7,827,100

Supply, Treatment & Protection - Renewal 1,627,150 250,000 1,377,150

Total Plant & Equipment 11,400,750 2,064,200 9,336,550

Water Distribution n/a n/a n/a

System Growth 200,000 100,000 100,000

System Renewal 3,719,310 3,719,310

Total Water Distribution 3,919,310 100,000 3,819,310

Total Water Services 15,320,060 2,164,200 13,155,860


2018 Capital Budget Emergency Services

Project 2018 Developer & Partner Total Tax Funded Infrastructure

Renewal

Fire Services n/a n/a n/a n/a

Equipment 786,300 n/a 786,300 786,300

Facilities 30,000 n/a 30,000 30,000

Vehicles 757,100 n/a 757,100 757,100

Total Fire Services 1,573,400 n/a 1,573,400 1,573,400

Paramedic Services n/a n/a n/a n/a

Equipment 191,300 120,250 71,050 71,050

Facilities 10,000 6,400 3,600 3,600

Vehicles 633,700 398,450 235,250 235,250

Total Paramedic Services 835,000 525,100 309,900 309,900

Police Services n/a n/a n/a n/a

Equipment 690,500 n/a 690,500 690,500

Facilities 17,600 n/a 17,600 17,600

Vehicles 407,200 8,000 399,200 399,200

Total Police Services 1,115,300 8,000 1,107,300 1,107,300

Total Emergency Services 3,523,700 533,100 2,990,600 2,990,600


2018 Capital Budget Active Transportation Network


Subsidies

Development

Charges

Total Tax

Funded

Infrastructure

Renewal Growth City Building Rate Funding

Trails n/a n/a n/a n/a n/a n/a n/a n/a

Recreation Trails New 278,000 n/a 250,200 27,800 n/a 27,800 n/a n/a

Recreation Trails ATN Upgrade 30,000 n/a n/a 30,000 n/a n/a 30,000 n/a

Total Trails 308,000 n/a 250,200 57,800 n/a 27,800 30,000 n/a

Road Allowance n/a n/a n/a n/a n/a n/a n/a n/a

Woodlawn Rd W 100,000 n/a 42,500 42,500 n/a n/a 42,500 15,000

Multi-use Path Study 150,000 n/a n/a 150,000 n/a n/a 150,000 n/a

New Sidewalk Construction 240,000 192,000 n/a 48,000 n/a n/a 48,000 n/a

ATN Implementation 300,000 150,000 150,000 n/a n/a n/a n/a n/a

Road Allowance Infrastructure &

Sustainability 20,000 n/a n/a 20,000 20,000 n/a n/a n/a

Sidewalk Accessibility Ramps 96,000 n/a n/a 96,000 n/a n/a 96,000 n/a

Total Road Allowance 906,000 342,000 192,500 356,500 20,000 n/a 336,500 15,000

Total Active Transportation Network

1,214,000 342,000 442,700 414,300 20,000 27,800 366,500 15,000


2018 Capital Budget Parks & Open Spaces


Subsidies

Development

Charges

Total Tax

Funded

Infrastructure

Renewal Growth

City

Building

Replacement & Upgrades n/a n/a n/a n/a n/a n/a n/a

Norm Jary Park 125,000 n/a n/a 125,000 125,000 n/a n/a

St. James School Track 325,000 n/a n/a 325,000 325,000 n/a n/a

Tennis Courts 685,000 685,000 n/a n/a n/a n/a n/a

Hanlon Creek Park 125,000 n/a n/a 125,000 125,000 n/a n/a

Guelph Lake Sports Field 75,000 n/a n/a 75,000 75,000 n/a n/a

Playground Equipment 1,627,300 1,627,300 n/a n/a n/a n/a n/a

Trees For Guelph Greening 30,000 n/a n/a 30,000 n/a n/a 30,000

Sports Field Upgrade 23,200 n/a n/a 23,200 23,200 n/a n/a

Emerald Ash Borer Implementation

600,000 n/a n/a 600,000 600,000 n/a n/a

Park Upgrades 10,000 n/a n/a 10,000 10,000 n/a n/a

Infrastructure Replacement 50,000 n/a n/a 50,000 50,000 n/a n/a

Total Replacement & Upgrade

3,675,500 2,312,300 n/a 1,363,200 1,333,200 n/a n/a

New Parks & Equipment n/a n/a n/a n/a n/a n/a n/a

Cedarvale Park 420,000 n/a 378,000 42,000 n/a 42,000 42,000

Starwood Park 110,000 n/a 99,000 11,000 n/a 11,000 11,000

Parks Equipment 129,900 n/a 116,900 13,000 n/a 13,000 13,000

Total New Parks & Equipment

659,900 n/a 593,900 66,000 n/a 66,000 66,000


Leash Fee Areas 200,000 n/a 135,000 65,000 50,000 15,000 15,000

Parks & Recreation Master Plan

210,100 n/a 141,800 68,300 52,550 15,750 15,750

Total Planning & Studies 410,100 n/a 276,800 133,300 102,550 30,750 30,750

Re-visioning Parks n/a n/a n/a n/a n/a n/a n/a

Mico Valeriote Park 450,000 n/a n/a 450,000 450,000 n/a n/a

Total Re-visioning Parks 450,000 n/a n/a 450,000 450,000 n/a n/a

Total Parks & Open Spaces

5,195,500 2,312,300 870,700 2,012,500 1,885,750 96,750 96,750


2018 Capital Budget Recreation & Cultural Services


Subsidies

Donations &

Own Revenue

Total Tax

Funded

Infrastructure

Renewal City Building

Culture n/a n/a n/a n/a n/a

Equipment 305,000 250,000 n/a 55,000 55,000 n/a

Facilities 71,200 n/a 60,000 11,200 n/a 11,200

Total Culture 376,200 250,000 60,000 66,200 55,000 11,200

Library n/a n/a n/a n/a n/a

Self-Checkout System 100,000 n/a n/a 100,000 100,000 n/a

Library IT Upgrades 150,000 n/a n/a 150,000 150,000 n/a

Main Library Upgrades 100,000 n/a n/a 100,000 100,000 n/a

Branch Upgrades & Sustainability 150,000 150,000 n/a n/a n/a n/a

Total Library 500,000 150,000 n/a 350,000 350,000 n/a

Recreation n/a n/a n/a n/a n/a

Equipment 150,000 n/a n/a 150,000 150,000 n/a

Facilities 1,175,000 n/a n/a 1,175,000 1,175,000 n/a

Total Recreation 1,325,000 n/a n/a 1,325,000 1,325,000 n/a

Total Recreation & Cultural Services

2,201,200 400,000 60,000 1,741,200 1,730,000 11,200

2018 Capital Budget Transit Services

Project 2018 Grants & Subsidies

Development Charges

Total Tax Funded

Infrastructure Renewal

City Building

Equipment & Vehicles n/a n/a n/a n/a n/a n/a

Bus Replacement 4,926,760 4,770,770 n/a 155,990 n/a 155,990

Equipment Replacement 834,400 834,400 n/a n/a n/a n/a

Community Bus - New 215,200 118,300 96,900 n/a n/a n/a

Total Equipment & Vehicles 5,976,360 5,723,470 96,900 155,990 n/a 155,990

Facilities & Stops n/a n/a n/a n/a n/a n/a

Bus Stop Upgrades 484,442 167,221 n/a 317,221 75,000 242,221

Total Facilities & Stops 484,442 167,221 n/a 317,221 75,000 242,221

Total Transit Services 6,460,802 5,890,691 96,900 473,211 75,000 398,211


2018 Capital Budget Solid Waste Services


Subsidies

Donations

& Own Revenue

Total Tax

Funded

Infrastructure

Renewal Growth City Building

Equipment & Vehicles n/a n/a n/a n/a n/a n/a n/a

Waste Resource Innovation Centre Equipment

1,219,500 1,219,500 n/a n/a n/a n/a n/a

Public Drop Off Wigh Scales & Software

1,000,000 n/a n/a 1,000,000 1,000,000 n/a n/a

Security Upgrades 50,000 n/a n/a 50,000 50,000 n/a n/a

Total Equipment & Vehicles

2,269,500 1,219,500 n/a 1,050,000 1,050,000 n/a n/a

Facilities n/a n/a n/a n/a n/a n/a n/a

Dunlop Site Sewer Upgrades 50,000 n/a n/a 50,000 n/a 50,000 n/a

Eastview Sewer Upgrades 100,000 n/a 100,000 n/a n/a n/a

Transfer Station Upgrades 200,000 n/a n/a 200,000 n/a n/a 200,000

Dunlop Site Asphalt Resurfacing

900,000 n/a n/a 900,000 900,000 n/a n/a

Total Facilities 1,250,000 n/a 100,000 1,150,000 900,000 50,000 200,000


Inventory & Condition

Assessment

150,000 n/a n/a 150,000 150,000 n/a n/a

Solid Waste Master Plan 50,000 n/a n/a 50,000 n/a 50,000 n/a

Total Planning & Studies 200,000 n/a n/a 200,000 150,000 50,000 n/a

Total Solid Waste Services 3,719,500 1,219,500 100,000 2,400,000 2,100,000 100,000 200,000


Program Summary

2018 Capital Budget

2019 to 2027 Capital Forecast

Corporate Administration (000s)

Program and Sub-program

2018 2019 2020 2021 2022 2023-2027

Total Grants &

Subsidies

Donations &

Own Revenue

Develope

r & Partner

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Rate

Funding


925 300 n/a n/a n/a n/a 1,225 160 n/a n/a n/a 195 45 n/a 150 870

Equipment & Vehicles

2,658 3,851 2,951 2,206 2,794 12,714 27,174 n/a 201 895 n/a 24,124 23,263 n/a 861 1,954


1,474 4,984 2,208 1,709 1,520 8,791 20,686 n/a 151 151 n/a 20,384 20,384 n/a n/a n/a

Planning & Studies

465 1,195 1,350 750 1,285 4,275 9,320 n/a n/a n/a 3,920 5,400 2,811 1,926 663 n/a

Total Corporate Administration

5,522 10,330 6,509 4,665 5,599 25,780 58,405 160 352 1,046 3,920 50,103 46,503 1,926 1,674 2,824

2018 Capital Budget 2019 to 2027 Capital Forecast

Contaminated Sites Management (000s)


2018 2019 2020 2021 2022 2023-2027 Total Tax Funded Contaminated Sites Debt Rate Funding

200 Beverley St. 1,150 950 550 100 100 700 3,550 2,550 2,550 n/a 1,000

Baker St Parking Lot 550 1,400 150 50 50 250 2,450 2,100 2,100 n/a 350

Fountain St Parking Lot

100 175 175 175 1,075 9,650 11,350 11,350 11,350 n/a n/a

Municipal St. 250 250 250 25 25 125 925 925 675 250 n/a

Other Environmental Work

595 605 1,400 1,485 1,885 2,630 8,600 8,600 8,600 n/a n/a

Total Contaminated Sites Management

2,645 3,380 2,525 1,835 3,135 13,355 26,875 25,525 25,275 250 1,350



Downtown Implementation (000s)


2018 2019 2020 2021 2022 2023-2027

Total Grants & Subsidies

Developer & Partner

Development Charges

Tax Funded


Growth City

Building Debt

Rate Funding

Main Library 100 1,900 55,200 n/a n/a n/a 57,200 n/a n/a 6,896 50,304 9,700 767 38,191 1,646 n/a

Parking 1,325 1,440 650 1,340 1,341 5,221 11,317 n/a n/a 126 11,191 9,477 14 1,700 n/a n/a

Parks & Open Spaces

100 1,600 412 175 16,700 1,000 19,987 n/a 7,887 1,586 10,514 750 176 9,588 n/a n/a

Planning & Studies

1126 n/a n/a n/a n/a n/a 126 n/a n/a n/a 126 n/a n/a 126 n/a n/a

Transportation & Utilities

5,053 558 6,958 10,748 5,546 4,967 33,830 2,139 n/a 8,610 15,932 15,932 n/a n/a n/a 7,149

Total Downtown Implementation

6,704 5,498 63,220 12,263 23,587 11,188 122,460 2,139 7,887 17,218 88,067 35,859 957 49,605 1,646 7,149

2018 Capital Budget


Economic Development (000s)

Program and

Sub-program 2018 2019 2020 2021 2022 2023-2027 Total

Donations

& Own

Revenue

Tax

Funded

City

Building

Hanlon Creek Business Park 475 860 365 10,250 7,666 n/a 19,616 19,616 n/a n/a

Planning & Studies 150 n/a n/a n/a n/a n/a 150 n/a 150 150

Total Economic Development 625 860 365 10,250 7,666 n/a 19,766 19,616 150 150

2018 Capital Budget


Full Corridor Reconstruction (000s)


2018 2019 2020 2021 2022 2023-2027

Total Grants & Subsidies

Developer & Partner

Development Charges

Tax Funded


Rate Funding

Transportation & Utilities Combined

20,440 12,427 16,069 18,646 13,968 130,544 212,094 3,412 7,641 29,020 90,341 90,341 81,680

Total Full Corridor Reconstruction

20,440 12,427 16,069 18,646 13,968 130,544 212,094 3,412 7,641 29,020 90,341 90,341 81,680



Stormwater Management (000s)

Program and Sub-program 2018 2019 2020 2021 2022 2023-2027 Total Development

Charges

Rate

Funding

Stormwater Management n/a n/a n/a n/a n/a n/a n/a n/a n/a

Facilities 450 1,575 1,575 1,010 1,290 4,910 10,810 n/a 10,810

Linear 140 1,015 965 910 260 1,600 4,890 879 4,011

Planning & Studies 705 1,130 1,180 930 630 3,350 7,925 986 6,939

Total Stormwater Management 1,295 3,720 3,720 2,850 2,180 9,860 23,625 1,865 21,760


Transportation System (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Rate

Funding

Transportation

System

n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Bridges &

Structures

165 2,915 1,473 16,034 606 8,969 30,162 n/a n/a 30,162 30,162 n/a n/a n/a

Operations 1,399 4,821 6,613 3,706 3,377 19,144 39,060 n/a n/a 39,060 36,408 n/a 2,652 n/a

Planning &

Studies

200 250 100 100 880 1,180 2,710 n/a 1,305 1,405 1,405 n/a n/a n/a

Right of Way 2,150 6,231 4,170 6,349 3,710 33,157 55,767 3,771 4,121 45,693 45,593 n/a 100 2,182

Traffic Signals &

Controls

1,791 1,773 1,615 2,586 1,759 6,419 15,943 n/a 2,964 12,979 10,921 197 1,861

Total

Transportation

System

5,705 15,990 13,971 28,775 10,332 68,869 143,642 3,771 8,390 129,299 124,489 197 4,613 2,182



Wastewater Services (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Developer

&

Partner

Development

Charges

Tax

Funded

Infrastructure

Renewal

Rate

Funding

Wastewater

Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Planning & Studies 125 375 50 250 50 550 1,400 n/a 1,188 n/a n/a 212

Plant & Equipment 6,338 15,951 24,253 17,590 8,491 41,828 114,451 231 84,707 n/a n/a 29,513

Wastewater

Collection

3,275 1,420 2,250 1,650 2,750 9,850 21,195 n/a 6,290 100 100 14,805

Total Wastewater

Services

9,738 17,746 26,553 19,490 11,291 52,228 137,046 231 92,185 100 100 44,530

2018 Capital Budget


Water Services (000s)


2018 2019 2020 2021 2022 2023-2027

Total Development

Charges Tax

Funded Infrastructure

Renewal Rate

Funding

Water Services

n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Plant & Equipment

11,400 17,171 26,835 18,506 12,572 56,447 142,931 53,587 n/a n/a 89,344

Water Distribution

3,919 9,054 7,773 8,134 4,042 27,389 60,311 4,198 7,774 7,774 48,339

Total Water Services

15,319 26,225 34,608 26,640 16,614 83,836 203,242 57,785 7,774 7,774 137,683



Emergency Services (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Developer &

Partner

Development

Charges

Tax

Funded

Infrastructure

Renewal

Emergency Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Fire Services 1,573 936 1,898 685 913 11,509 17,514 n/a 50 17,465 17,465

Paramedic Services 835 1,396 716 871 710 4,457 8,985 3,594 n/a 5,390 5,390

Police Services 1,115 1,653 1,470 1,085 1,284 11,513 18,122 80 n/a 18,042 18,042

Total Emergency

Services

3,523 3,985 4,084 2,641 2,907 27,479 44,621 3,674 50 40,897 40,897


Active Transportation Network (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Rate

Funding

Active

Transportation

Network


Trails 308 2,009 7,472 1,420 1,383 13,858 26,450 n/a 16,050 10,399 3,793 5,133 1,473 n/a

Road Allowance 906 679 1,791 640 640 1,940 6,596 1,110 2,056 3,241 760 2,481 190

Total Active

Transportation

Network

1,214 2,688 9,263 2,060 2,023 15,798 33,046 1,110 18,106 13,640 4,553 5,133 3,954 190



Parks & Open Spaces (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Parks & Open

Spaces

n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Replacement &

Upgrade

3,675 7,357 3,534 4,892 3,980 16,060 39,498 8,519 n/a 30,979 30,514 n/a 465

New Park Amenity n/a 100 50 275 n/a 294 719 n/a 223 496 120 25 351

New Parks &

Equipment

660 866 1,375 1,411 2,371 7,767 14,450 n/a 10,030 4,420 660 1,115 2,645

Planning & Studies 410 n/a 210 100 n/a n/a 720 n/a 419 301 155 146 n/a

Re-visioning Parks 450 395 1,315 2,585 1,335 3,045 9,125 n/a 1,679 7,446 7,260 186 n/a

Total Parks &

Open Spaces

5,195 8,718 6,485 9,263 7,686 27,165 64,512 8,519 12,351 43,642 38,709 1,472 3,461

2018 Capital Budget


Recreation & Cultural Services (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Donations &

Own

Revenue

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Recreation &

Cultural

Services


Culture 376 408 642 703 373 1,585 4,087 250 122 n/a 3,715 3,617 n/a 98 Library 500 180 235 310 310 2,321 3,856 150 n/a n/a 3,706 3,706 n/a n/a Recreation 1,325 61,129 3,165 2,372 2,201 4,628 74,820 n/a n/a 45,684 29,136 18,420 5,076 5,640 Total

Recreation &

Cultural

Services

2,201 61,717 4,042 3,385 2,884 8,534 82,763 400 122 45,684 36,557 25,743 5,076 5,738



Transit Services (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Development

Charges

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Transit Services n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Equipment &

Vehicles

5,976 4,860 4,678 4,830 5,152 21,015 46,511 31,213 743 14,555 14,483 72 n/a

Facilities & Stops 484 160 218 635 458 1,204 3,159 167 n/a 2,992 2,317 n/a 675

Total Transit

Services

6,460 5,020 4,896 5,465 5,610 22,219 49,670 31,380 743 17,547 16,800 72 675

2018 Capital Budget


Solid Waste Services (000s)

Program and

Sub-program 2018 2019 2020 2021 2022

2023-

2027 Total

Grants &

Subsidies

Donations &

Own Revenue

Tax

Funded

Infrastructure

Renewal Growth

City

Building

Solid Waste

Services

n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a

Equipment &

Vehicles

2,270 2,851 3,192 3,312 2,699 19,008 33,332 1,220 n/a 32,112 30,187 1,925 n/a

Facilities 1,250 5,200 1,165 2,140 365 4,425 14,545 n/a 900 13,645 8,495 950 4,200

Planning & Studies 200 250 n/a n/a n/a n/a 450 n/a n/a 450 400 50 n/a

Total Solid Waste

Services

3,720 8,401 4,357 5,453 3,064 23,433 48,327 1,220 900 46,207 39,082 2,925 4,200


Appendix 4: Reserve Fund Continuity (forecasted)

Discretionary Reserve Fund Continuity (forecasted)

n/a Infrastructure

Renewal Growth

City

Building

Contaminated

Sites

Capital

Asset

Renewal

Other Discretionary

Total

Closing

Balance Dec

31, 2017 885,149 1,249,725 287,105 130,716 6,058,200 4,497,863 13,108,758

2018 n/a n/a n/a n/a n/a n/a n/a

Transfers Out (21,817,993) (3,158,766) (3,204,969) (1,045,000) n/a (2,695,456) (31,922,184)

Transfers In 25,582,030 2,935,668 3,168,633 1,045,000 203,080 1,210,000 34,144,411

Interest Earned 30,471 20,336 4,777 2,340 110,259 52,097 220,280

Closing Balance Dec 31, 2018 4,679,657 1,046,963 255,546 133,056 6,371,539 3,064,504 15,551,265

Non-Discretionary Reserve Fund Continuity (forecasted)

n/a Stormwater Wastewater Water Hard

Service DC

Soft Service

DC

Misc. Obligatory

Discretionary Total

Closing

Balance

Dec 31,

2017 (115,000) 46,110,549 30,912,345 3,199,653 2,976,853 5,407,251 88,491,652

2018 n/a n/a n/a n/a n/a n/a n/a

Transfers

Out (4,353,000) (9,822,000) (24,666,900) (18,152,475) (4,552,150) (11,489,690) (73,036,215) Transfers

In 4,472,850 13,500,000 14,400,000 18,587,065 5,229,281 10,888,588 67,077,785

Interest

Earned (1,922) 858,297 461,442 62,143 57,945 91,410 1,529,315

Closing Balance Dec 31, 2018 2,928 50,646,846 21,106,887 3,696,386 3,711,929 4,897,560 84,062,536

2018-2027 capital budget and forecast - city of guelph€¦ · 2018-2027 capital budget and...

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