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Background
The 2024-2033 capital budget, presented through the 2024 multi-year budget (MYB), was the first capital budget to include over three years of updated planning documents and master plans. At the time of its original presentation, the resulting budgeted investments were not able to be fully funded within our financial funding envelope available. Through the 2024-2027 Multi-Year Budget Companion Report – Council Budget Decisions, 2023-370, Council acknowledged that the 10-year capital budget was not fully balanced, and staff were “directed to balance the capital budget and forecast within available funding and report back to Council on the changes required through the 2025 budget confirmation.”
Additionally, the increases in capital transfers proposed through the 2024-2027 MYB to capital reserve funds have been reduced to help address affordability concerns, requiring further reductions to balance the capital budget.
2025-2034 Capital budget and forecast
Capital prioritization framework
To achieve a balanced capital budget – meaning projected capital revenues and debt capacity are sufficient to fund projected capital costs – a capital prioritization framework was developed to guide decision-making. An early version of this framework was reported to Council through the 2025 Budget Confirmation Planning Report, and staff have further refined the details over time. This framework was applied to all capital projects, including those presented as contingent on funding in the MYB.
High priority projects that remain in the 10-year capital budget:
- Medium or high priority capital projects aimed at maintaining a state of good repair
- Housing-enabling infrastructure in priority areas
- Mandated or legislated projects
- Projects eliminating safety concerns
- Projects with a grant commitment or specific funding source
Low priority projects that were deferred within or from the 10-year capital budget:
- Low priority capital projects aimed at maintaining a state of good repair
- Housing-enabling infrastructure outside priority areas
- Amenities that support a growing community
- Service enhancements without a grant commitment
Capital budget investment by year
The 2025 to 2034 capital budget and forecast currently includes a budget investment totaling $2.3 billion and is distributed through the ten years as presented below in Figure 2. This planned capital investment will keep assets in a state of good repair to continue providing essential services and community amenities to the residents of Guelph. This budget investment also provides the housing-enabling infrastructure to allow for continued community growth and compliance with mandated and legislated work while moving forward prioritized capital enhancements with the help of dedicated and external grant funding.
Figure 2 10-year capital budget investment by year
| Year | Multi-Year Budget | 2025 update | Change |
|---|---|---|---|
| 2025 | 227.2 | 197.5 | (29.7) |
| 2026 | 332.5 | 391.5 | 59.0 |
| 2027 | 474.9 | 284.5 | (190.4) |
| 2028 | 428.6 | 220.4 | (208.2) |
| 2029 | 278.6 | 196.8 | (81.8) |
| 2030 | 302.8 | 188.8 | (114.0) |
| 2031 | 362.7 | 220.4 | (142.3) |
| 2032 | 269.2 | 308.6 | 39.4 |
| 2033 | 238.3 | 177.6 | (60.7) |
| 2034 | 486.2 | 139.9 | (346.3) |
| Total | 3,401.0 | 2,326.0 | (1,075.0) |
Changes to the 2025 budget, by program of work
During the 2024 MYB development, staff made several rounds of budget deferrals, ultimately deferring a total of $693.7 million beyond 2033 from our starting point. This included all projects recommended through the master plans updated over the last 3-5 years. In order to balance the capital expenditures within the capital revenue availability, the 2025 budget has been updated to further defer an additional $1.1 billion outside the 2025 to 2034 10-year budget.
Changes over the 10-year program of work are noted below in Table 29 as well as a summary of which investments remain in the 10-year period and what has been deferred noted by program of work.
| Program of work | 2025-2034 Multi-Year Budget | 2025-2034 Update | Change |
|---|---|---|---|
| Corporate Facilities, Public Works and Bylaw | 93.2 | 87.8 | (5.4) |
| Corporate Plans, Programs and Technology | 86.4 | 60.5 | (25.9) |
| Culture and Recreation | 59.0 | 53.7 | (5.3) |
| Emergency Services | 103.9 | 57.2 | (46.7) |
| Parking and Transit Services | 565.4 | 336.1 | (229.3) |
| Parks and open spaces | 156.0 | 137.9 | (18.1) |
| Solid Waste Services | 149.4 | 77.1 | (72.3) |
| Transportation Network | 1,499.4 | 968.4 | (531.0) |
| Water Management | 688.3 | 547.3 | (141.0) |
| Total | 3,401.0 | 2,326.0 | (1,075.0) |
Capital budget investment and disinvestment, by program of work
Corporate Facilities, Public Works and Bylaw
Investments in the 10-year budget:
- Maintain the City’s 70+ facilities’ assets and equipment in a state of good repair. Notable project investments focus on work required for the Provincial Courts building, City Hall, Market Square, and the Operations facility at 45 Municipal Street. The prioritized work is driven by asset management principles and equipment lifecycle data and includes preventative maintenance to mitigate more costly repairs and defer preventable replacement. It also accounts for compliance with legislated requirements and the ability to maintain operational service levels through optimization.
Deferred investments:
- Facility expansions such as the Corporate Building Maintenance facility and the Solid Waste Administration Centre.
- Lifecycle replacement for select equipment was deferred, and required additional investment through the operating budget for repairs to maintain end-of-life assets.
Corporate Plans, Programs and Technology
Investments in the 10-year budget:
- Advancement of the City’s contaminated site program, including work to improve historical landfill properties and the Fountain Street parking lot to protect the environment, adhere to regulatory requirements, and reduce the City’s contaminated sites liability.
- Asset management work, such as building condition assessments and the collection of asset inventory data, to improve confidence, data quality and maturity of the City’s asset management inventory, to support overall life cycle maintenance practices, and to optimize priority decision-making for asset renewal.
- Continued Planning and Building policy work to support the creation of new housing units, such as the Zoning Bylaw Amendments, Community Land Use Studies, and Special Policy Area Review.
- Continued implementation of the 162 action items in the Climate Adaptation plan, including annual progress reviews and updates.
- Continued work to ensure that growth revenue bylaws (Development Charges, Parkland Dedication, Community Benefits Charges) remain current and support the execution of capital plans for housing enabling infrastructure and amenities.
- Delivery of a Community Improvement Plan to incent the creation of affordable housing.
- Technology initiatives including continued enhancements to critical corporate applications and software, maintenance, modernization, and replacement of critical IT infrastructure and hardware, and projects to support and enhance City enterprise data and analytics. Implementing a digital-first strategy to enhance customer experience, supported by the acquisition of a centralized Customer Relationship Management (CRM) system.
Deferred investments:
- Lower priority contaminated site investigation and management work that is not required for regulatory obligations.
- Pooled funding for energy conservation and greenhouse gas reduction measures, such as building energy retrofits (HVAC upgrades, lighting retrofits, building envelope upgrades, process equipment upgrades), fleet EV charging infrastructure, renewable energy generation related to 100RE and Race to Zero. Wherever possible, specific facility and vehicle project budgets throughout the various City services will incorporate energy measures, and grant funding will be explored to bolster outcomes.
- Additional updates to the Corporate Climate Adaptation Plan.
- Creation of a new Economic Development and Tourism Strategy.
- Various digital enhancements to automate or transition internal and external manual processes to digital services.
- Some programs and application enhancements, including a web management system intended to assist in managing web content on guelph.ca, and a Human Capital Management Suite intended to streamline, document and automate Human Resources processes.
- The modernization of guelph.ca will be reduced in scope and developed in-house.
Culture and Recreation
Investments in the 10-year budget:
- Repairs and maintenance across 11 main buildings to ensure safe facilities for our customers and continued service delivery. Asset management work that also improves energy efficiency through the modernization of equipment such as HVAC systems, pool pumps and ice equipment.
- Continued delivery of the level of service expected by clients, patrons and artists by maintaining state-of-the-art technical theatre and event equipment, and the modernization of museum exhibitions and restoration of artifacts.
- Place-making investment in Market Square to include permanent audio and visual equipment to support civic events that enhance community engagement.
Deferred investments:
- Restoration of Lyon’s Pool has been removed from the budget, awaiting grant funding opportunity. A planned service level conversation will be brought to Council pending the outcome of the grant application. More information on the grant application can be found on Council Planning agenda of October 8, 2024.
- Slowed implementation of the recreation projects and initiatives included in the Parks and Recreation Master Plan, such as actioning the Older Adult Strategy to create an Age Friendly City Plan, installation of sensory rooms, new park activation stations, and supporting sustainability by incorporating more reusable water bottle vending machines.
- Deferred the majority of initiatives required to implement the Culture Plan 2030, which includes but is not limited to works such as the creation of alternative culture spaces throughout the City, addition of infrastructure and technology aids to engage community and artists with disabilities, as well as the creation of gear-sharing/equipment lending libraries.
- Growth of diverse and inclusive programming in new places and spaces around the community.
- Infrastructure improvements to food and bar service areas.
- Incorporation of Indigenous and cultural art, signage and plantings.
- Collaborative digital Culture Hub and promotion collaboration strategies.
- New public art commissioning and installation.
Emergency Services
Investments in the 10-year budget:
- Paramedic vehicles and patient care equipment essential to providing urgent health care to Guelph and Wellington County residents and ensuring that call volumes can continue to be met to service the growing community.
- Investment required to reevaluate future paramedic needs and plan for the provision of emergency services in the community.
- Fire truck replacements are maintained on a scheduled 20-year plan to ensure reliability and the provision of safe and effective fire and rescue response.
- Firefighters’ self-contained breathing apparatuses, bunker gear, and other personal protective equipment will continue to be replaced per manufacturers recommendations or occupational health and safety requirements.
Deferred investments:
- The long-range operating plan for Fire Services has been deferred beyond the 10-year period.
Parking and Transit
Investments in the 10-year budget:
- Investments in expanding and enhancing the City’s transit network resulting in an estimated additional 90,000 service hours and the addition of 22 additional electric buses (number of buses to be revised pending review of next steps in light of the Transit Electrification Audit funded in part with Investing in Canada Infrastructure Program (ICIP) grant funding.
- Annual bus stop amenity upgrades and replacements.
- Lifecycle replacement of essential transit technologies such as fareboxes, transit computer aided dispatch (CAD) and automatic vehicle location (AVL).
- Maintenance of public parking assets such as parkades, lots and parking equipment (gates, pay machines, signage and software programs).
- Investments into technological improvements to ensure essential systems are optimized.
Deferred investments:
- Certain route expansions and enhancements have been delayed to the last four years of the 10-year Future Ready Action Plan.
- Slowed the investment in bus stop amenities upgrades and replacements during the 10-year period.
- Enhancements to parking infrastructure related to downtown road sensors and related software has been deferred.
Parks and Open Spaces
Investments in the 10-year budget:
- Maintenance of assets in a state of good repair ensures that park infrastructure is safe for public use and meets Canadian Standards Association (CSA) guidelines, Technical Standards and Safety Authority requirements, and industry best practices.
- Replacement and renewal of equipment and facilities that support park operations.
- Investments in our urban forest guided by the Urban Forest Management Plan.
- Construction of seven new growth-funded parks.
Deferred investments:
- Some new growth or enhanced parks and park amenities like the Drew Park renovation, Beaumont Park, Delhi Park and Victoria Park Village Park were deferred within and outside the 10-year plan.
- Parks projects recommended in the Parks and Recreation Master Plan (PRMP) have been deferred, such as new pickleball courts, a new skateboard park and lighting at the existing skateboard park, as well as new sports field construction. Staff will monitor development charge funding capacity for these amenities and attempt to bring them back into the forecast if revenues allow.
- Parkland acquisition remains in the 10-year plan, however it has been slowed to better align with growth revenues (i.e. parkland dedication and community benefit charges).
Solid Waste
Investments in the 10-year budget:
- Maintenance of assets (facilities, vehicles and equipment) in a state of good repair based on condition assessment data, compliance requirements for the Ministry of the Environment, Conservation and Parks Environmental Compliance Approval and Ministry of Labour Occupational Health and Safety Act, and expected levels of service.
- Maintaining the diversion of waste from landfill through program-related recommendations of the Solid Waste Management Master Plan that support waste reuse, reduction, diversion and minimization.
- Needs assessments and feasibility studies to inform data-driven decision making on waste disposal alternatives such as energy from waste, yard waste processing, circular economy policy levers and more.
- Equipping the downtown waste collection service with new “fit-for-purpose” public space containers and waste collection trucks with artificial intelligence to improve sorting communication and reporting.
- Maintaining the Supervisory Control and Data Acquisition (SCADA) system with upgrades for safety and security of Solid Waste’s equipment and infrastructure.
- Providing strategic direction on the City’s solid waste management for the next 25 years, including service reviews, expenses and revenues, and asset management while addressing community growth and legislative changes.
- Maintenance of critical building systems at the Materials Recovery Facility to support the site maintenance shop and repurpose the building as a Collections Operations Centre, which reduces prior budget requests for new buildings.
- Retrofitting of the Administration Building to address timely space planning opportunities arising from the end of the blue box program and to provide basic staff amenities such as lunchroom, change room and inclusive washrooms. This work also allows for removal of the administration portable at the site and associated operational costs.
- Transitioning the Eastview Landfill gas system and building to the City after the Alectra contract expires in 2025, and informing best approaches for long-term landfill gas migration, greenhouse gas mitigation, and energy recovery when the City assumes the system’s operations.
Deferred investments:
- The Anerobic Digestion facility was deferred in favour of further research as part of the planned study to evaluate alternatives to landfill.
- Constructing a new Waste Resource Innovation Centre Reuse Centre to reduce Guelph’s reliance on increasingly limited landfill space by increasing Guelph’s diversion rate and reducing reusable items going to landfill. This facility was a recommendation in the Solid Waste Management Master Plan and a means to grow the circular economy, which is a strategic initiative in Future Guelph.
- Relocating the Household Hazardous Waste Depot to improve traffic flow and site safety at Solid Waste Resources and allow the connection for the new Guelph Transit and Fleet Facility to Dunlop Drive.
- Expansion of the Administration Building to meet required office space and amenities for existing staff as per the 2018 Facility Needs Assessment and Master Plan.
Transportation Network
Investments in the 10-year budget:
- Higher priority bridge and structure rehabilitation and replacement.
- Bridge and structure preventative maintenance.
- Higher priority full road reconstruction based on overall corridor asset condition scores (i.e. Speedvale Avenue Reconstruction).
- Higher priority full and partial road reconstruction based on capacity-related needs identified in the Water and Wastewater Servicing Master Plan to achieve the level of service delivery to the existing and future populations (i.e. York Road Phase 4, Exhibition Park Neighbourhood Upgrades, Trunk Sewer Upgrades).
- Downtown Infrastructure Renewal Program of Work.
- Guelph Innovation District Enabling Works (i.e. Stone Road and Victoria Road Improvements).
- Clair Maltby Enabling Works, Phases 1 and 2.
- Linear asset renewal programs (i.e. sewer lining).
- Asphalt and sidewalk renewal programs (i.e. annual paving, annual sidewalk, crack sealing, etc.) and new sidewalk gap infill.
- Priority trail and active transportation projects, including those funded through external grants (i.e. College Avenue Cycling Infrastructure, Gordon Street Cycling Infrastructure, Cycling Master Plan Implementation)
- Signal upgrades, replacements, and new signals.
- Road safety initiatives.
- Updates to master plans (i.e. Stormwater Management, Water and Wastewater Servicing, Cycling, Transportation, Parking) and continued collection of asset condition information.
- A reduced scope of transportation demand management initiatives for educational outreach, incentives and programs.
Deferred investments:
- New pedestrian bridges not already underway (i.e. GID and Highway 6, Cityview Drive, Dublin Street).
- Lower priority full road reconstruction based on overall corridor asset condition scores.
- Lower priority full and partial road reconstruction based on capacity-related needs identified in the Water and Wastewater Servicing Master Plan to achieve the level of service delivery to future populations (i.e. projects to support 2041+ planning horizons in OPA 80 or growth outside of strategic growth areas).
- Priority active transportation and road widening projects identified in the Transportation Master Plan but not aligned with other linear asset renewal (i.e. Stone Road Cycling, Paisley Road Cycling, sidewalk connections on Nicklin Road and Edinburgh Road).
- New trail construction apart from the Woolwich to Woodlawn Multi-Use Trail.
Water Management
Investments in the 10-year budget:
- Critical investments in infrastructure maintenance, renewal, expansion and security to ensure ongoing availability of drinking water supply and treatment needs to meet all regulatory requirements and to support future growth.
- Critical investments in infrastructure renewal, expansion and security to ensure appropriate treatment and capacity is available to effectively process wastewater to meet all regulatory requirements and to support future growth.
- Regulatory and maintenance programs to identify priority spending across all water infrastructure.
- Projects that continue to address the backlog of aging stormwater infrastructure to improve the state of good repair and protect the City’s water supply.
- Investments to ensure accurate water metering infrastructure for large-meter services and new development to ensure accurate and equitable water and wastewater rate revenue collection, where growth pays for growth, and to help minimize cybersecurity risk.
- Plans and studies with frequencies adjusted where required (i.e. shifting from municipal best practice of every five years to either every eight years or alternating minor reviews every five years with major updates every 10).
Deferred investments:
- Upgrades to the cogeneration process at the Water Resource Recovery Centre will be revisited within the next Wastewater Treatment and Biosolids Management Master Plan update in 2028.
- A replacement administration centre at water services and some smaller supply facilities and expansions.
- Investment in efficient, cost-saving (estimated at $400-$500 thousand annually on manual meter reading) and enhanced customer-service smart metering for water has been deferred due to the magnitude of the initial capital outlay ($15 million).
- Slowing progress on channel naturalization and end-of-pipe retrofits.
- Reduced investment in flooding risk and model calibration, slowing progress of state of good repair for infrastructure, net-zero facility upgrades, new stormwater quality and quantity management ponds, and public education and outreach initiatives related to the City’s water, wastewater and stormwater services.
Changes from approved plans
Project deferrals come with impacts to the Council approved planning documents such as the Strategic Plan and service master plans. Impacts include extending the time to complete initiatives or programs, as in some cases, the pace of implementation has been slowed or deferred completely beyond the 10-year budget.
Some significant impacts to major plans are outlined below:
- Guelph’s Race To Zero to become a net zero carbon community and 100RE funding strategy were approved by Council and supported by sustained funding for moving towards these targets. The deferral of 100RE funding and various capital work beyond 10 years will prolong the implementation of climate change mitigation projects that serve to reduce operating costs and emissions while also building awareness throughout the community and a corporate culture reducing energy consumption and emissions. However, staff are investigating a policy-focused approach for continuing to move forward energy efficiency projects by building them into individual capital project plans and budgets. Specifically, the City will fall short of its climate change goals in 2030 by a significant margin, with only approximately a 25% reduction in our Greenhouse gas (GHG) emissions compared to the 63% target.
- Deferral of implementation of the Culture Plan 2030 stalls this seven-year plan until funding is supported. As a guiding document for work planning, some advancement will occur; however, until funding is supported, movement within the plan is greatly limited.
- Nearly all the recommendations from the Parks and Recreation Master Plan (2023) have been deferred within and beyond the 10-year capital plan, which will result in a significantly slower pace of implementation from a 10-year implementation plan to 20 years or more.
- A less proactive and ambitious approach to executing the objectives outlined in the approved Solid Waste Management Master Plan (2022) has been adopted. This includes deferral outside of the 10-year forecast of a proposed reuse center and the proposed relocation of the hazardous waste depot.
- Approved with a 10-year implementation timeline, the Guelph Trail Master Plan (2021) is now anticipated to extend to a 25-year implementation period. All new trail work was deferred beyond the 10-year window except the Woolwich to Woodlawn Multi-use Trail, as it has received grant funding.
- The Transportation Master Plan (2022) was approved by Council with two implementation horizons – 2031 and 2051 based on growth projections. A significant number of the projects identified for implementation by 2031 have been deferred and will be implemented in the 30-year window instead of the 10-year window.
- The Cycling Master Plan (2012) was approved by Council with a 10-year implementation plan, which is now out of date. An update to the Cycling Master Plan will commence in Q4 of 2024 to outline new implementation measures.
- The City Operations Facilities Needs Assessment (2019) indicated that the City’s Operational Facilities are at or beyond end-of-life and more facility space is required as the City grows. This includes facilities for Guelph Transit, Fleet Services, Operations and Parks. It also indicated more space is required for Corporate Building Maintenance as new facilities are brought online to be maintained. With deferred investment for replacement and expansion, the utilization of existing end-of-life facilities is being further extended. With the continued utilization, additional investment into these end-of-life assets is required to keep them operational. Plans for these facilities have evolved since the Operations Facilities Long-Term Plan Update in 2023 with new information, provincial legislation changes and affordability concerns. Another update to the plan will be presented to Council in Q2 2025.
Priority Capital Investments
State of good repair
Infrastructure renewal and state of good repair of our assets remains the largest focus of the capital budget over the 10-year period with the renewal and maintenance of a portfolio of over $7.7 billion in capital assets (valuation per the Corporate Asset Management Plan 2024, Figure 3.
Figure 3 10-year capital investment categories:
| Capital investment category | 2025-2034: Multi-Year Budget | 2025-2034: 2025 Budget Update |
|---|---|---|
| Infrastructure Renewal | 2027.4 | 1,396.4 |
| Growth | 879.5 | 600.6 |
| Service Enhancement | 494.1 | 329.0 |
Facilities: Replacement, growth and service enhancement
The 10-year capital budget has a large amount of facility work due to aging buildings, Council objectives (e.g. electrifying the bus fleet), legislative changes (e.g. the recycling blue box transition), expansion to unlock growth (e.g. increasing water and wastewater capacity) and supporting past and future growth to meet our housing target. Major facility projects that are within the 10-year budget are detailed in Table 30.
A number of these projects have been deferred within the 10-year plan or further beyond the 10-year plan to financial constraints. Others, such as the Guelph Transit and Fleet Services Facility, have undergone major scope revisions for affordability and changes in industry best practices (i.e. exterior bus charging vs. original plan for interior parking and charging). An update to the Operations Facilities Long-Term Plan will be presented to Council in Q2 2025 ahead of the 2026 budget confirmation as no facility under this plan has a construction budget prior to 2026. Debt capacity has been allocated to a number of these projects in accordance with our Debt Policy.
| Project name | 2025-2034 – Multi-Year Budget | 2025-2034 – 2025 Update | Change |
|---|---|---|---|
| Guelph Transit and Fleet Services Facility (TC0059) Previously: Transit facility (TC0087), Fleet facility (TC0088) and Electric bus charging stations (TC0089) |
323.0 | 172.4 | (150.6) |
| Guelph Central Station – Terminal Upgrades (TC0071) | 12.5 | 0.0 | Deferred beyond 10-year |
| Electric bus charging stations (TC0090) | 10.0 | 5.0 | (5.0) |
| Operations administration facility replacement (GG0267) | 31.0 | 31.0 | 0.0 |
| Parks Marilyn Drive Site Operations Renovation (PO0059) Previously: Parks operations facility replacement (PO0035-001) |
16.2 | 15.6 | (0.6) |
| 50 Municipal Street Renovations and Expansion (PO0060) Previously: Parks operations facility replacement (PO0035-001) |
16.2 | 16.2 | 0.0 |
| Corporate building maintenance facility (GG0277) | 4.5 | 0.0 | Deferred beyond 10-year |
| Fire headquarters replacement (FS0077 and FS0077-001) | 44.0 | 0.0 | Deferred beyond 10-year |
| Paramedics facility replacement – Elmira Road (PM0015) Previously:PM0004-001 |
8.0 | 7.5 | (0.5) |
| Paramedics facility replacement – 34 Gordon (PM0014) | 9.0 | 0.0 | Deferred beyond 10-year |
| FM Woods station upgrade (WT0064) | 16.5 | 6.2 | (10.3) |
| Clythe water treatment plant (WT0060) | 29.2 | 29.2 | 0.0 |
| Water Resource Recovery Centre – Biosolids facility upgrade (ST0003) | 62.5 | 62.5 | 0.0 |
| Water Resource Recovery Centre – Plant #2 Expansion (ST0004) | 14.0 | 14.0 | 0.0 |
| Water Resource Recovery Centre – Tertiary treatment process (ST0043) | 46.0 | 46.0 | 0.0 |
| Solid waste administration facility growth (WC0003) | 8.0 | 0.0 | Deferred beyond 10-year |
| Solid waste site operations centre (WC0045) | 5.5 | 5.5 | 0.0 |
| Material Recovery Facility Retrofit for Collections Operations Centre (WC0046) | 6.8 | 6.8 | 0.0 |
| Total | 662.9 | 417.9 | (245.0) |
Asset Management Plan Levels of Service – Core Assets
The O. Reg 588/17 required the 2024 Asset Management Plan (AMP) to document the existing Levels of Service (LOS) delivered across all the City’s asset categories, and the costs of the Levels of Service. For 2025, the City is required to establish desired future LOS along with funding strategies to attain those targets from what the LOS is today.
The 2024 AMP documented the existing LOS across a variety of metrics in each of the asset chapters. These have been established in conjunction with each asset owner/operator. The LOS metrics in the 2024 and 2025 AMP documents do not/will not override LOS set and approved through various master plans or governed by other regulatory maintenance standards. For example, the AMP can document the condition of the pavement as a road asset LOS, and a desire to maintain or improve the condition of the pavement. A road asset LOS under the context of the AMP would not include items such as where transit routes should be, which roads should have bike lanes, etc., all of which would have been established in the Transportation and Transit Master Plans. Additionally, operational decisions such as speed limits would not be considered relevant to the AMP.
The 2025 AMP is mandated to include the City of Guelph’s desired future LOS targets with an explanation of how they are achievable and funded through a 10-year budget forecast. Based on the 2025 update, the 10-year budget maintains the existing asset inventory while also balancing service enhancements and growth. Compared to the 2024 MYB, the 2025 update results in a slight decline in the condition of the assets over time and past-due assets are increasing rather than decreasing (Figure 4 2025 Update – LOS for core linear assets – roads, bridges/culverts, stormwater, water and wastewater). A desired scenario would be if the City had no assets within the condition “Past Due”. This message indicates that the City must continue investing in the assets we own to decrease the overall backlog and reach sustainability.
Figure 4 2025 Update – LOS for core linear assets
| $ millions | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 | 2031 | 2032 | 2033 | 2034 |
|---|---|---|---|---|---|---|---|---|---|---|
| Very Good | 871.9 | 789.0 | 632.6 | 659.0 | 676.7 | 718.4 | 743.5 | 780.4 | 797.5 | 832.0 |
| Good | 653.5 | 754.0 | 911.8 | 886.9 | 834.2 | 824.2 | 604.6 | 602.0 | 611.1 | 618.9 |
| Fair | 806.7 | 802.7 | 818.6 | 655.6 | 696.0 | 689.4 | 676.2 | 646.8 | 625.2 | 609.8 |
| Poor | 939.2 | 819.4 | 669.0 | 838.6 | 837.1 | 725.3 | 939.4 | 953.6 | 654.5 | 640.7 |
| Very Poor | 650.0 | 762.5 | 831.5 | 827.7 | 763.6 | 858.4 | 745.1 | 737.4 | 1,043.7 | 1,036.2 |
| Past Due | 143.2 | 137.1 | 201.1 | 196.8 | 257.0 | 249.0 | 357.9 | 347.8 | 336.4 | 330.7 |
The 2025 AMP will be presented to Council for approval in Q2 2025 and will look at setting LOS through an affordability lens to ensure a balance between the funds available in the 10-year capital budget and the services the City is able to provide our residents. Setting LOS beyond what is achievable in the 10-year budget could have impacts to the current funding strategies. However, there will be an opportunity for Council to have their say in Q3 2026 to gather feedback to understand if the affordability approach is meeting the needs of our residents ahead of the 2028 AMP Update. If the findings from the 2026 Council engagement indicate that increases to LOS are needed, adjustments to the overall level of capital funding can be considered through the next MYB cycle (2028 to 2031) to support this.
Shaping Guelph and the OPA
Shaping Guelph, Guelph’s growth management plan, was approved in 2022 concurrently with an Official Plan review under Official Plan Amendment (OPA) 80, which resulted in an amendment to Guelph’s Official Plan.
Below is a very brief summary of growth / population inputs that informed the master plans, work plans, and project prioritization.
2022: Shaping Guelph defined three planning horizons and reference populations for use in the water supply, wastewater treatment, and linear water/wastewater servicing study. This is shown below in Table 31.
| Horizon | Existing (2022) | 2031 | 2041 | 2051 |
|---|---|---|---|---|
| Population | 151,300 | 175,600 | 196,000 | 208,000 |
| Employment | 85,200 | 94,906 | 105,453 | 116,000 |
| Housing units | 57,700 | 69.200 | 78,700 | 85,700 |
Shaping Guelph defines Strategic Growth Areas and highlights Secondary Plan Areas where certain levels of growth were anticipated / assumed to meet these targets, along with growth distributed across the existing built-up area. Note that the exact numbers between Shaping Guelph and the master plan studies have some minor variation due to project schedules and their correlation to changes to Shaping Guelph, as well as the addition of Dolime Quarry annexed lands.
2023: The City of Guelph signed the housing pledge per the Province’s Bill 23 which committed to providing the supporting infrastructure for 18,000 new homes by 2031. This exceeds the planned projections for 2031 by 6,100 units (using 2021 baseline). As they were nearing completion, the master plans were not updated to modify the population in the original 2031 planning horizon from Shaping Guelph. It was noted that some projects originally identified as required to support the 2031-2041 population horizon might need to be pulled forward.
2024: During the Minister’s review and Council adoption of the Minister’s changes, the overall population and employment targets were not changed, however the distribution of where the population may grow was modified through land use modifications. Of significance is the change of the Guelph Innovation District from largely employment to largely residential. The master plans were not updated to reflect these changes.
Growth by asset type
Watermains and sanitary sewers
The Water and Wastewater Servicing Master Plan recommended water and wastewater upgrades required to support:
- Short-Term Growth: existing constraints and 2022-2031 growth
- Medium-Term Growth: less critical existing constraints and 2031-2041 growth
- Long-Term Growth: 2041-2051+ growth
As the exact location of growth cannot be precisely predicted across the City, combined with the average service life of infrastructure being 80-100 years and the desire to size the pipe sufficiently to realize its full life span, the Water and Wastewater Servicing Master Plan inflated the 2051 population projections from Shaping Guelph to create a 2051+ scenario, representing ultimate build-out across Strategic Growth Areas and Secondary Plan Areas, for a total of 239,770 people and 126,198 jobs.
The 10-year budget includes the following volume of recommended projects from the water and wastewater servicing master plan, Table 32 and Table 33.
| Servicing by planning horizon | Number of projects identified in master plan | Number of projects in 10-year budget | 10-year water/wastewater growth investment ($ millions) | 10-year water/wastewater rate investment |
|---|---|---|---|---|
| 2022-2031 | 34 | 24 | 122.7 | 139.3 |
| 2031-2041 | 7 | 2 | 7.8 | 3.5 |
| 2041-2051 | 4 | 0 | 0 | 0 |
| Servicing by planning horizon | Number of projects identified in master plan | Number of projects in 10-year budget | 10-year water/wastewater growth investment ($ millions) | 10-year water/wastewater rate investment |
|---|---|---|---|---|
| 2022-2031 | 15 | 9 | 31.9 | 64.9 |
| 2031-2041 | 2 | 0 | 0 | 0 |
| 2041-2051 | 2 | 1 | 18.0[1] | 0 |
Progress on implementation of the recommendations of short-term projects from the Water and Wastewater Servicing Master Plan include watermain and sewer upgrades included as part of the following projects: York Road Reconstruction, University Avenue East and West Reconstruction, Exhibition Park Neighbourhood Improvements, Glasgow Street Reconstruction, Gordon Street, Trunk Sewer Upgrades near the Water Resource Recovery Centre, and through Downtown Infrastructure Renewal Projects such as Wyndham Street Reconstruction, Quebec Street Reconstruction, and Woolwich Street Reconstruction.
A few projects for linear water and wastewater infrastructure identified as needed in the short-term are not included in the 10-year budget. These were carefully selected for deferral as they are located outside of a strategic growth or secondary plan area, carried a low risk, or are sequenced appropriately amongst adjacent projects.
Water supply infrastructure
The following growth-enabling projects from the Wastewater Supply Master Plan have been captured in the 10-year budget (Table 34):
| Project | New capacity | 10-year water growth Investment ($ millions) | 10-year water rate investment ($ millions) |
|---|---|---|---|
| WT0078 Logan and Flemming Well Environmental Assessment and Design and Construction | 4,180 m3/day | 9.6 | 0 |
| WT0060 Clythe Water Treatment Plant | 3,395 m3/day | 29.2 | 0 |
| WT0088 Southwest Guelph Water Supply (Ironwood) Design and Construction | 3,600 m3/day (to be confirmed through ongoing Environmental Assessments) | 4.4 | 0 |
| WT0089 Southwest Guelph Water Supply (Guelph South) Design and Construction | 4,320 m3/day) (to be confirmed through ongoing Environmental Assessments) | 4.0 | 0 |
| WT0094 Arkell Lower Road Collector Restoration | 4,000 m3/day | 1.9[2] | 0 |
This is not a complete list of growth-enabling works in the water supply program of work in the 10-Year budget, but represents new supply sources that will enable growth. Note that new Water Supply sources support growth City-wide, including the Secondary Plan Areas discussed below.
Wastewater treatment infrastructure
The following growth-enabling projects from the Wastewater Treatment and Biosolids Master Plan have been captured in the 10-year budget (Table 35):
| Project | 10-year wastewater growth investment ($ millions) | 10-year wastewater rate investment ($ millions) |
|---|---|---|
| ST0003 – Biosolids Facility Upgrade | 18.8 | 43.8 |
| ST0043 – Tertiary Treatment Process | 46.0 | 0.0 |
| ST0004 – Plant #2 Expansion | 14.0 | 0.0 |
| ST0037 – Wastewater SCADA, Network Automation Upgrade | 1.6 | 9.2 |
Note that upgrades at the Water Resource Recovery Centre support growth City-wide, including the Secondary Plan Areas discussed below.
Stormwater management infrastructure
Stormwater management studies growth with respect to future land uses, versus population targets. Impacts to changes to land use are mitigated at the subdivision and site plan scale, with water quantity and quality controls required for each development. The 10-year budget includes stormwater projects to continue to mitigate existing constraint areas such as pond rehabilitation and retrofit projects.
Transportation management infrastructure
The Transportation Master Plan recommended a series of projects across the City’s road network, including adding protected cycling infrastructure, modifying road cross sections, and widening roads to protect for future Quality Transit Network. This work is to support a growing community and also to support a travel mode shift. Many stand-alone All Ages and Abilities cycling projects have been deferred, but this alone would not result in a servicing holding provision for a development application. Many projects from the Transportation Master Plan are being implemented through full road reconstruction projects, the road restoration and resurfacing program, and the Cycling Master Plan implementation project. Mobility requirements for specific development sites are outlined below.
Growth by Secondary Plan Areas
Downtown
All sanitary sewer upsizing works required to support growth identified in the Downtown Secondary Plan are captured in the 10-year budget. Prioritized watermain upsizing works required to support growth identified in the Downtown Secondary Plan are captured in the 10-year budget. Select watermain replacement (insufficient material) projects have not been captured due to sequencing, budget, and resourcing, however this is not anticipated to negatively impact the ability to support growth downtown. Road improvements identified in the Transportation Master Plan along Wyndham Street, Quebec Street, Woolwich Street, and Macdonell Street will also be implemented. Overall, there is $4.6 million of Water Development Charges (DCs), $1.0 million of Wastewater DCs, and $5.1 million of Mobility DCs invested in the downtown program in the 10-year budget. This is anticipated to unlock 3,000 units from a municipal, linear infrastructure perspective in the short-medium term and 5,500 units by 2051.
Downtown Infrastructure Renewal Projects captured in the 10-year budget include (Table 36):
| Project | Design budget year | Construction budget year |
|---|---|---|
| PN0807 Wyndham-Wellington Sanitary Sewer Relief | 2024 | 2025 |
| PN0811 Woolwich Street Reconstruction – London to Macdonell | 2030 | 2032 |
| PN0060 Wyndham Street North Reconstruction – Farquhar to Woolwich | 2024 | 2025 |
| PN0041 Macdonell Street Reconstruction – Norfolk to Wellington | 2026 | 2028 |
| PN0798 Yarmouth Street Reconstruction – Woolwich to Quebec | 2028 | 2030 |
| PN0048 Quebec Street Reconstruction – Norfolk to Wyndham | 2028 | 2030 |
| RB0013 Macdonell Bridge and Allans Structure | 2025 | 2027 |
Actual design and construction year may vary pending the completion of the Capital Implementation Plan.
Guelph Innovation District
Mobility, watermain, and sanitary works on College Street from East Ring Road to Victoria, Victoria Road from York to Stone, and Stone Road from Victoria to Watson have been retained in the 10-year budget. These works will enable the full build-out of the Guelph Innovation District (GID). Overall, there is $17.8 million of Wastewater DCs, and $24.6 million of Mobility DCs (including vehicular road, active transportation, and transit-related improvements) invested in the GID Enabling Works program in the 10-year budget. This is anticipated to unlock 3,290 units from a municipal, linear infrastructure perspective. Through the Minister’s revision in 2024, from largely employment to largely residential, it is anticipated that the number of units will increase. It is not anticipated that any additional infrastructure is needed to meet those changes, however, full water supply capacity is not anticipated to be available until the Clythe Water Treatment Plant comes online (currently anticipated for 2028).
GID Projects captured in the 10-year budget include (Table 37):
| Project | Design budget year | Construction budget year |
|---|---|---|
| RD0469 Victoria and Stone Road EA | 2024 | n/a |
| RD0437 Stone Rd Widening – Victoria to Watson | 2029 | 2031 |
| PN0758 College Ave E Urbanization – East Ring to Victoria | 2031 | 2032 |
| RD0361 Victoria Rd Widening – York to Stone | 2026 | 2028 |
Clair Maltby
Mobility, watermain, and sanitary works identified as required to enable Phase 2 of the Clair Maltby Secondary Plan Area to develop have been prioritized in the 10-year budget. These include a new trunk sanitary sewer from Kortright to Laird and road improvements and underground infrastructure on Laird Road from Southgate to Poppy, Clair Road from Poppy to Victoria, and Gordon Street from Clair to Maltby. The construction of the Elevated Water Tower is also required to support Phase 2 of Clair Maltby, however due to sequencing it is currently scheduled for 2035.
A total of $8.2 million of Water DCs, $22.4 million of Wastewater DCs, and $8.0 million of Mobility DCs are invested in the Clair Maltby Enabling Works program in the 10-year budget. With the inclusion of the required water tower in 2035, this is anticipated to unlock 3,400 units (Phase 1 – 900 Phase 2 – 2,500) units from a municipal, linear infrastructure perspective.
Clair Maltby projects captured in the 10-year budget include (Table 38):
| Project | Design budget year | Construction budget year |
|---|---|---|
| PN0891 Clair Road Reconstruction – 230 metres east of Laird to Gordon | 2033 | 2035 |
| PN0921 Clair Road/Laird Road Widening – Hanlon to 230 metres east of Laird | 2032 | 2034 |
| RD0398 Gordon and Clair Environmental Assessment | 2024 | n/a |
| PN0080 Gordon Street Widening – Clair to Maltby | 2033 | 2037 |
| SC0079 Southgate/Hanlon Trunk Sewer – Clair to Kortright Easement | 2030 | 2032 |
Other growth areas
New unit estimates for growth in non-strategic growth areas across the City is challenging to establish until development applications are received. Infrastructure work in the 10-year budget will continue to enable growth beyond the 2031 horizon, as some work recommended for the medium- to long-term is also being completed in this current time period due to sequencing or other priorities. As well, when sizing linear infrastructure that has a lifecycle of 80-100 years, the ultimate build-out of the location it is supporting is considered, versus only sizing it for short-term growth; this increases capacity beyond the short-term horizon in areas where upsized infrastructure is installed.
To date there are 6,345 new units that are on lands that are zoned, sites in draft approved and registered plans of subdivision which have not yet been built and require no additional enabling infrastructure to move forward. It is estimated that 3,500 of these could be brought to market in the next few years.
Housing units enabled
Investments in enabling infrastructure within the 10-year budget are anticipated to provide the City-owned infrastructure needed to meet the 18,000 units required by the housing pledge.
City staff also continue to meet regularly with all active third-party utility companies with infrastructure in the city to help facilitate planning for growth in Guelph.
However, this work is only one of the many steps required on the path to actual new home construction. Partners in the development and building community are critical to bringing these housing units online. In some cases, the timing of capital investments included in the budget may not align with the desired timing of the development community. Developers may have the desire and ability to move development work forward faster, which is why the City is developing a Municipal Service and Financing Agreements (MSFA) policy. MSFA’s, also known as front-ending agreements, allow municipalities to work with developers to build infrastructure, like water and wastewater services, to support housing and business development, which is then repaid by the City as housing development occurs.
In addition to housing-enabling infrastructure, the capital budget also includes initiatives and policy work funded through the Housing Accelerator Fund to incentivize housing construction in Guelph, and coming Housing Affordability Strategy will provide additional strategies for consideration.
Capital Program Resourcing Strategy
The Capital Program Resourcing Strategy was approved in 2021 to address the staffing resources required to execute the expanding capital program. Staff revised the remaining two years of the strategy to align the people resources to the capital program presented in the updated capital budget and forecast. The 2025 update includes deferral of positions in 2025 and 2026 by one year to 2026 and 2027 with final phase-in being in 2028 due to the new approach of funding new staffing positions fifty per cent in each year. These updates are reflected on budget request 1485 in the dashboard.
Special funding sources
The capital budget is primarily funded from property tax, utility rates and growth revenues such as development charges, community benefit charges and parkland dedication, however, there are additional special funding sources in the form of permanent government grants, one-time grants and special own-sourced revenue that help offset those main sources.
The Canada Community-Building Fund (CCBF) (previously the Federal Gas Tax) is a permanent, sustainable, funding source from the Government of Canada and is allocated to municipalities on a per-capita basis and indexed two per cent annually. These funds are maintained within an obligatory reserve fund and managed across a long-term period to be allocated strategically to capital projects within the budget and forecast. Council has directed that these funds be used to support and off-set infrastructure renewal funding, and in the 10-year period $113.0 million is funded from CCBF. Staff has directed $30.9 million of CCBF over the 10-year period to replace the infrastructure renewal portion of projects in the Downtown Infrastructure Revitalization program. In addition, $10.8 million of the replacement and renewal of bridges and structures is funded from CCBF.
The Province supports local transit through the dedicated gas tax program whereby funds collected through gasoline sales in the province are distributed to municipalities that support public transit services. This is a sustainable funding source with annual transfers based on ridership. In the 10-year budget $27.5 million has been allocated to a portion of the bus replacement projects (TC0070 and TC0077).
The Transportation reserve fund was created through the Transportation Master Plan (TMP) report in 2022 to support the implementation of the TMP initiatives in support of Vision Zero and is funded from the net revenues of fines collected through red light cameras and automated speed enforcement programs. Through the 10-year budget, $2.0 million in projected revenues are allocated to fund road safety initiatives (TF0037).
Other special own-sourced revenue utilized in the 10-year capital budget include funds from various reserve funds such as the Strategic Property reserve fund ($5.4 million), the Tree Compensation reserve fund ($1.0 million), Sleeman Centre Naming Rights reserve fund ($609 thousand), River Run Capital reserve fund (ticket surcharges for capital improvements) ($575 thousand) and Municipal Accommodation Tax reserve fund ($25 thousand).
The City actively applies for capital grants wherever they are available. The 10-year capital budget and forecast includes approved grant funding from ICIP under the Public Transit stream ($86.8 million), the Housing Accelerator Fund ($9.5 million), the Housing-Enabling Water Systems Fund ($2.1 million) and from the Federal Economic Development Agency for Southern Ontario for the Woolwich to Woodlawn Multi-Use Trail ($175 thousand). Furthermore, the capital budget is revised in-year as additional grants are approved and additions are reported through the quarterly budget monitoring report.
Operating impacts from the capital budget
The 2025-2028 operating budget impact from approved and proposed capital projects totals $12.4 million. This is a decrease of $0.5 million over the 2024-2027 period due to project deferrals. Budget for these operating impacts are included in the budget year in which the operating impact will begin. These project decisions are described in Table 39 below by program of work.
| Program of work | Total 2025-2028 operating impact($ millions) | Description | Key projects |
|---|---|---|---|
| Corporate Plans, Programs and Technology | 1.8 | Licensing, cloud storage and resourcing related to investments in software and technology initiatives. | Various IT projects |
| Corporate Facilities, Public Works and By-Law | 0.3 | Fuel, maintenance and resourcing to support the operation of one growth sidewalk plow and one growth tandem salter/sander. | RD0473 RD0408 |
| Emergency Services | 0.4 | Operating cost related to Next Generation 911 technology. Fuel, maintenance and insurance for three growth ambulances and one emergency response vehicle for paramedics. | FS0091 PM0002 PM0013 |
| Parks and open spaces | 0.3 | Costs resulting from operationalizing the Urban Forest Management Plan. Maintenance including mowing, trimming, garbage removal, minor repair and regular inspection of new parks. | PO0037 Various new parks (projects in PK series) |
| Parking and Transit Services | 7.8 | Transit route review – resourcing to support increase in service and fuel, maintenance and insurance for nine additional buses. Maintenance of new bus shelters. Staffing, maintenance and data costs related to transit digital signs and intelligent transportation software. | TC0064-012 (4 new buses) TC0064-013 (5 new buses) TC0094 |
| Solid Waste Services | 0.6 | Resourcing, fuel, maintenance and insurance for one growth waste packer. Waste removal costs related to new growth-related cart pickup. Operational costs for downtown public space waste containers. | WC0016 WC0024 WC0057 |
| Culture and Recreation | 0.03 | Maintenance for growth equipment for South End Community Centre | RF0091 |
| Transportation Network | 0.5 | Public works support related to the installation, seasonal maintenance and removal of seasonal bike lanes. Fuel, maintenance and equipment operators for the removal of snow and street sweeping of permanent protected cycling infrastructure. Maintenance of additional kilometres of roads, sidewalks, trails and new intersections/pedestrian signals. Additional operating costs related to downtown streetscaping for Wyndham Street. | RD0385 TF0028 PK0126 PK0224 PN0060 |
| Water Management | 0.7 | Resourcing to manage and oversee water taking and treatment facilities. | WT0040 WT0043 WT0060 |
| Total 2025-2028 operating impacts | 12.4 | n/a | n/a |
Operating impacts of projects to be approved in 2025 total over $3.9 million with most impacts required in 2026, Table 40.
| Project | Description of operating impact | Total operating impact $ | Year of operating impact |
|---|---|---|---|
| IT0051 Meeting Room A/V Lifecycle | Maintenance and support agreements required for modernized audio/ video equipment | 10,200 | 2026 |
| IT0061 Fibre Data Connection | Network maintenance as well as savings in cellular phone charges. Note that this project is on-going. | 28,200 | 2026 2027 |
| RD0408 Tandem Salter/Sander | Fuel, maintenance and resourcing to support the operation one growth tandem salter/sander. | 175,000 | 2026 2027 |
| FS0091 Fire – Dispatch Phone System (NG-911) | System software maintenance | 250,000 | 2026 |
| PO0051 Mower | Additional fuel and maintenance | 20,000 | 2026 2027 |
| PO0037 Urban Forest Management Plan Implementation | Costs resulting from operationalizing the Urban Forest Management Plan. | 10,200 | 2026 |
| PK0034 Kortright East Park Design and Construction | Maintenance including mowing, trimming, garbage removal, minor repair and regular inspection | 17,900 | 2026 |
| PK0128 Downtown Riverwalk | Maintenance including mowing, trimming, garbage removal, minor repair and regular inspection | 6,700 | 2026 |
| TC0043 Bus Shelter Purchase | Maintenance, snow and garbage removal of new bus shelters | 46,000 | 2026 |
| TC0064-012 Route Review – Year 5 (ICIP-GUE-01) | Resourcing to support increase in service and fuel, maintenance and insurance for four additional buses net of additional fare revenue | 2,424,346 | 2027 2028 |
| TC0094 Conestoga Route Requirements | Additional revenue created through the addition of this new route net of resourcing to support the increase in service and fuel, maintenance and insurance for two additional buses | (135,695) | 2025 2026 2027 2028 |
| TC0095 New/Upgrades to IT Software – Transit | Staffing, maintenance and data costs related to intelligent transportation software | 173,800 | 2026 |
| WC0016 Solid Waste Collection Trucks New | Resourcing, fuel, maintenance and insurance for one growth waste packer | 192,600 | 2026 2027 |
| WC0024 Solid Waste Residential Collection Carts and Front-End Bins New | Waste removal costs related to new growth-related cart pickup | 16,800 | 2026 |
| WC0057 Downtown Public Space Waste Containers | Operational costs for downtown public space waste containers | 260,000 | 2026 |
| PN0060 Wyndham St N Reconstruction – Farquhar to Woolwich | Operating costs related to downtown streetscaping for Wyndham Street | 300,000 | 2028 |
| PN0354 Provision for Pre-Design Right-of-Way Construction Projects | Annual allocation for the maintenance of additional kilometres of roads, sidewalks, trails added in the year through various projects | 25,000 | 2026 |
| RD0392 Sustainable Transportation Programs | An annual paid internship from late April to end of August, shared with Technical Services (Engineering & Transportation Services) to support outreach and engagement at local events, and support data collection initiatives | 20,000 | 2026 |
| TF0028 New Intersection/Pedestrian Signals | Maintenance of new intersection/pedestrian signals. | 15,000 | 2026 |
| PK0224 Woolwich to Woodlawn Multi-Use Trail Construction | Operation and maintenance of 1 km of multi-use trail, including winter maintenance | 9,250 | 2026 |
| RD0452 Cycling Network Pavement Markings | Net savings from replacement of water-based pavement markers with durable pavement markers that require less frequent re-tracing | (12,900) | 2026 |
| WT0043 Arkell Carter Management | Resourcing to manage ongoing scope of work in maintaining Arkell site and trail networks, forest health, invasive species management and security upgrades | 71,520 | 2026 |
| Total operating impact | n/a | 3,923,921 | n/a |
Footnotes
Note 1: PN0110 York Rd Reconstruction – the wastewater component is recommended in the long-term horizon, however, the water component of this project is a short-term priority and therefore it is being budgeted within the 10-year capital budget. Back to Table 25.
Note 2: WT0094 Arkell Lower Road Collector Restoration includes an additional $9.6 million outside the 10-year budget. Back to Table 26.